Sanitary Sewer User Fee from $490 to the 2021 rate of $496 and Stormwater User ... Manager Pederson stated the 2021 Comprehensive Plan is a planning guide as to ... approach, the Village uses the SMART goal approach.
Village of Bayside 9075 N Regent Road Board of Trustees Meeting November 19, 2020 Remote Teleconferencing, 6:00pm
BOARD OF TRUSTEES AGENDA
PLEASE TAKE NOTE: Due to the COVID-19 Pandemic, the Village Board will be meeting via remote teleconferencing at the above noted time and date, at which the following items of business will be discussed and possibly acted upon.
I.
CALL TO ORDER AND ROLL CALL
II.
PUBLIC HEARING
A.
Public Hearing on Proposed 2021 Annual Budget and establishing the 2020 Tax
Levy for Operating the Government and Administration of the Village of Bayside.
1.
Public Discussion
2.
Board Discussion
Ill.
CONSENT AGENDA
Upon request of any Trustee, any item may be removed from the Consent Agenda for
separate consideration.
A.
Approval of:
1.
Committee of the Whole meeting minutes, November 10, 2020.
2.
Board of Trustees meeting minutes, October 15, 2020.
3.
Committee of the Whole meeting minutes, October 15, 2020.
4.
Public Safety Committee meeting minutes, August 20, 2020.
5.
Public Works Committee meeting minutes, July 16, 2020.
6.
October 2020 Financial Statement.
7.
Summary of Claims for October 3, 2020 through November 9, 2020 in the
amount of $533,769.71.
8.
October 2020 Community Impact Report.
9.
2021 Village Financial Policies.
10. 2021 Village goals, performance measure, and fiscal analysis.
11. 2021-2027 Capital Improvement Program.
12. Delinquent Charges to be placed on 2020 tax bills.
IV.
BUSINESS AGENDA
A.
COMMITTEE AND COMMISSION REPORTS
1.
Public Safety Committee
a.
Discussion/action on October 2020 Police Department Report.
b.
Discussion/action on October 2020 Communication Center Report.
2.
Public Works Committee
a.
Discussion/action on Silver Spring Drive to WIS 60 proposed Noise
Wall.
b.
Discussion/action on October 2020 Department of Public Works
Report.
3.
Finance and Administration Committee
a.
Discussion/action on October 2020 Administrative Services Report.
b.
Discussion/action on Ordinance 20-
an ordinance to Amend
Sections 104-10, 125-9 and 125-57 of the Municipal Code with
Regard to Special Exceptions.
c.
Discussion/action on Ordinance 20-
an ordinance to Repeal
Section 104-8 of the Municipal Code with Regard to Certificates of
Compliance at Change of Ownership.
d.
Discussion/action on Resolution 20-_ _, a resolution amending
Resolution 20-16 revising the fee schedule as referenced by the
Village of Bayside Municipal Code.
e.
Discussion/action on Resolution 20-_ _, a resolution adopting
the 2021 annual budget and establishing the 2020 tax levy.
f.
Discussion/action on Resolution 20-___. a resolution adopting
the 2021 sanitary sewer enterprise budget and establishing the
Residential and Commercial Sewer User Fee rates.
g.
Discussion/action on Resolution 20-_ _, a resolution adopting
the 2021 stormwater revenue fund budget and establishing the
Equivalent Runoff Unit rate.
h.
Discussion/action on Wisconsin Statute 17.24 regarding vacancy in
office.
4.
Intergovernmental Cooperation Council
5.
Board of Zoning Appeals
6.
Architectural Review Committee
7.
Plan Commission
a.
Discussion/action on the request for a Conditional Use Permit for
an ownership change for the Community Based Residential Facility
at 8820 N Rexleigh Dr.
8.
Library Board
a.
Discussion/action on the October 2020 Library Report.
b.
Discussion/action on appointment of committee members to the
North Shore Library Planning Committee
9.
North Shore Fire Department
2
10. Community Development Authority
V.
VILLAGE PRESIDENT'S REPORT
A.
Appointment of Ari Friedman to the North Shore Fire Department Commission.
VI. VILLAGE MANAGER'S REPORT
VII. VILLAGE ATTORNEY'S REPORT
VIII. MISCELLANEOUS BUSINESS BY THE TRUSTEES AS MAY PROPERLY BE BROUGHT BEFORE THE BOARD
IX. MOTION TO ADJOURN TO CLOSED SESSION
A. Pursuant to Section 19.85 (l) (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds or conducting other specified public business, whenever competitive or bargaining reasons allow a Closed Session; (Teamsters Local 200 Collective Bargaining Agreement and North Shore Library Services Agreement).
X.
RECONVENE IN OPEN SESSION PURSUANT TO SECTION 19.85 (2)
A.
Action on items from closed session.
XI. ADJOURNMENT
Lynn Galyardt, Administrative Services Director
The Board of Trustees win utilize Zoom videoconferencing software for this meeting. To join the Zoom meeting using a computer or tablet, visit https://us02web.zoom.us/i/83436600703?pwd"'aDN2NmptaTErSjJzelVLZmROWCtvdz09 Meeting ID: 834 3660 0703; Password: 672962 Phone# 1-301-715-8592
Upon reasonable notice, efforts will be made to accommodate the needs of disabled individuals through appropriate aids and services. Contact Village Hall at 414-206-3915. It is possible that members of and possibly a quorum of members of other Boards, Commissions. or Committees of the Village may be in attendance in the above stated meeting to gather information; no action will be taken by any other Boards, Commissions, or Committees of the Village except by the Board, Commission, or Committee noticed above. Agendas and minutes are available on the Village website (www.baysidewi.gov)
3
Notice is hereby given that the Village Board will hold a Public Hearing on the Proposed 2021 Budget via remote teleconferencing at 6:00pm on November 19, 2020. All interested parties are invited to attend and participate in the discussion. The proposed budget is available for inspection at Village Hall, 9075 N Regent Road from 8:00am to 4:00pm
Monday through Friday.
The following is the
E11imated
2020
4,539,130
4,562.142
Sewer
949,940
915,671
Stormwaler
568,858
550.416
Public Sofet Communications
2,464,755
2,612,850
long Term Financial
1,085.440
1,280,609
Capital Improvements
683,015
563,885
552,774
Total $ 10,291,138 $ 10,096,378 $ 10,296,980 $ 10,474,462
,u~s;ial<
4,419,519 929,318 588,627
2,701,830 1.079,295
500,288 $10,218,877
P!\~'1fle 20/21 0,8% -14.5% 8.2% 3.4% -2.3% -11.3%
fj/ :;:;; .t}f c. / Ci,i.). {
General Fund Sewer Stormwater Public Safely Communications Consolidated Services long Term Financial capital Improvements
Total Revenues - Expenditures
;.(\::lu(JI
<:2pu.
4,472,203 841,678 389,269
2,478,898 33,152
l,084,837 741,002
$10,041,038 $250,100
11§~.s;Ji!t,
2!12!1
4,384,769 1,571,048
543,965 2,612,851
-
1,036.780 647,069
$10,796,482
-$700, 104
~~~.ndid
. 20.20
4.460.306 1,541.048
542,885 2,621,594
-
1.036.780 1.077,312 $11,279,926 -$982,946
1-:·r·,2··::r.:r:x -~··.···:)·········+.\.·/·.·3..·.
··
/·,,c'.';,::
'.'
. ,'
Ad.uol 2019
Buduat··· I· 2020'· .
Taxes
3,160,834
3,242,588
Stale Aids
585,452
600,894
lntergovernmen!al
104,275
101,551
Inspection
91,356
67,000
License and Permits
40,250
23,960
Service Fees
180,264
165,275
lnterest//vlisc
Total
376,699 $4,539,130
~ $4,
GanaraLFund
Eipjf.diii.ir~;
::~::<\~::.:r:~f:t::::_;!{;(
I
··
:·,
···apl:lget
~020·
General Government
911.863
690,725
Public Safety
1,543,294
1,700,149
Health Department
28,083
28,645
libraiy
158,841
177,555
Fire Department
832,646
853,689
Public Works
863.274
870,908
Recreation and leisure
7,309
7,348
Building Inspections
68,375
55,750
Other Uses
36,296
-
Total
$4,449,980
$4,384,769
-"m"'ri!ieJ:I
2020 3,242.588
600.894 101,551 67,000 23,960 165,275 183,500 $4,384,768
Ainiti\p~d
20.20 ·.
823,133 1.693,528
28,645 177,555 853,689 831,908
6,098 45,750
$4,460,306
~~li\'@Jt°s 2020 4,373,011 1,365,509 629,771 2,530,219 1,211,781 804,481 $10,914,772 -$440,310
E1ttmate!i
2020
3,249,348 609,960 188,370 87,850 24,345 132,808 269,461
$4,562,142 Esllmoled'
2020 759,895
1,646,064 28,645 162,194
853,689 837,756
3,768 58,250
$4,350,261
M~a~. ,r,;<.::~(J.!ls;J~ ' 2021 . . 20/2.i .
4.419,519
--0.9%
I, 144,143
-25,8%
611,371
12.6%
2,701,830
-
3.1% 0.0%
1.026,996
-0.9%
603,658
-44.0%
$10,507,518
-6.8%
-$288,641
,
/lludgfit %Ptiarig"'
2021.
20/21
3,285,094
1.3%
618.073
2.9%
122.607
20.7%
67,000
0.0%
24,870
3.8%
133,875
-19.0%
168,000
~B.4%
$4,419,519
lludget %iC:ti~nge .
2021
.20121
728,663
-11.5%
l.731,835
2.3%
29,395
2.6%
160,277
09.7%
864,506
1.3%
827,995
-0.5%
21,098
246.0%
55.750
21.9%
-
100.0%
$4,419,519
--0.9%
lOXlityY··i·. .. ··· ,..·.·.....·.·· ·· ····· i / , , !\i
General Fund Public Safety Communicat.lons long Term financial Capital Improvements
Total
2-0·1-'
286,523 761.415 379,620 $4,532.947
2020. 3,184,461
292,175 792,089 336,115 $4,604,840
2021 3,226,561
297,783 792,089 297,755 $4,614,188
AssessedNc:duotlon Milwaukee County Ozaukee County Assessed Valuation
Property lox Mill Rate
20l8· , ·!·· ·'2019. <
623,588,000 635,053.650
25,683,700
27,005,400
649,271.700 662,059,050
$6.98
$6.96
2020·. 640,466,000
27,457,660 667,923,660
$6.91
Net NewConstn.lction Percentage increase Increase allowed
less Personal Property Aid NSFD Joint Fire Dept Adjustment
Debt Service Allowable
"201? 0.281% $12,655 -$1,738 $18,376 $20,942
·2020 0.232% $10,516 -$1.738 $21,449 $50,913
20.21 0.000%
$0 -$1,738 $11,086 $61.776
Village of Bayside 9075 N Regent Road Committee of the Whole Meeting Minutes November 10, 2020
I.
CALL TO ORDER
President Walny called the meeting to order at 4:05pm.
President: Trustees:
Eido Walny Michael Barth Darren Fisher-arrived at 4:45pm Daniel Muchin
Robert Rudman Margaret Zitzer
Committee Citizen Members:
Public Works: Finance & Administration: Public Safety: Matthew Buerosse - excused
Also Present:
Village Manager Andy Pederson Assistant to the Village Manager Leah Hofer Police Chief Doug Larsson Communications Center Director Liane Scharnott Administration Services Director Lynn Galyardt Operations Superintendent Shane Albers IT Director Rich Foscato-arrived at 4:40pm There was no one in the audience.
II.
BUSINESS
A.
Discussion/recommendation on the 2020 proposed budget.
1.
General Fund
2.
Sanitary Sewer Enterprise Fund
3.
Stormwater Utility Fund
4.
Public Safety Communications Fund
5.
Long Term Financial Services Fund
6.
Public Safety Capital Fund
7.
Public Works Capital Fund
8.
Administrative Capital Fund
9.
Public Safety Communications Capital Fund
Manager Pederson provided an overview of the 2021 Budget document, reviewing the 2020 accomplishments, 2021 goals, performance measurement program and fiscal analysis. Grant revenue applied for year to date is $381,199.86 and the amount of received year to date is at $105,085.70. The proposed 2021 Budget is in compliance with expenditure restraint restrictions and levy limits. Manager Pederson stated the overall property tax levy was proposed to increase by 0.20% from 2020. The full $7,610 levy increase is due to North Shore Fire Rescue budget increase. The proposed 2021 tax levy is $4,614,188, the mill rate was proposed to decrease by 0.65% from $6.96 in 2019 to $6.91 in 2020.
Manager Pederson stated the Strategic Initiative Implementation and Plan are included in the budget document and there were 16 Village Goals established in 2020 and 75.45% of the year is completed and 31.25% of the goals are over 75% complete.
Manager Pederson stated in 2020 the Village received several awards including the 2020 Certificate of Excellence from the ICMA.
Manager Pederson provided an overview of the Village Financial Policies. The Village qualified for a State Expenditure Restraint Program and received $79,944 in State Aid in 2020 and is anticipated to receive $78,900 in 2021.
Manager Pederson stated the fee schedule was recommended to be revised to update the Sanitary Sewer User Fee from $490 to the 2021 rate of $496 and Stormwater User Fee from $238 to $244 per household. The Commercial Sewer User Fee rate per 1,000 gallons was proposed to be $4.18. The Proposed 2021 Budget maintains the same level of services and events as in the past.
Motion by Trustee Barth, seconded by Trustee Fischer, to recommend approval to the Village Board of Trustees on acceptance of the 2021 proposed budget. Motion carried unanimously.
B.
Discussion/recommendation on Resolution 20-_ _ , a resolution amending
Resolution 20-16 revising the fee schedule as referenced by the Village of
Bayside Municipal Code.
Motion by Trustee Barth, seconded by Trustee Zitzer, to recommend approval to the Village Board of Trustees on Resolution 20-_ _ , a resolution amending Resolution 20-16 revising the fee schedule as referenced by the Village of Bayside Municipal Code. Motion carried unanimously.
C.
Discussion/recommendation on Resolution 20-_ _ , a resolution adopting
the 2021 annual budget and establishing the 2020 tax levy.
Motion by Trustee Barth, seconded by Trustee Zitzer, to recommend approval to the Village Board of Trustees on Resolution 20-_ _ , a resolution adopting the 2021 annual budget and establishing the 2020 tax levy. Motion carried unanimously.
0.
Discussion/recommendation on Resolution 20-_ _ , a resolution adopting
the 2021 sanitary sewer enterprise budget and establishing the Residential
and Commercial Sewer User Fee rates.
Motion by Trustee Barth, seconded by Trustee Zitzer, to recommend approval to the Village Board of Trustees on Resolution 20-___ , a resolution adopting the 2021 sanitary sewer enterprise budget and establishing the Residential and Commercial Sewer User Fee rates. Motion carried unanimously.
E.
Discussion/recommendation on Resolution 20-_ _ , a resolution adopting
the 2021 stormwater revenue fund budget and establishing the Equivalent
Runoff Unit rate.
Motion by Trustee Barth, seconded by Trustee Zitzer, to recommend approval to the Village Board of Trustees on Resolution 20-_ _ , a resolution adopting the 202 l stormwater revenue fund budget and establishing the Equivalent Runoff Unit rate. Motion carried unanimously.
F.
Discussion/recommendation on 2021 Village Financial Policies.
Manager Pederson stated there were no changes to the Village Financial Policies.
Motion by Trustee Barth, seconded by Trustee Zitzer, to recommend approval to the Village Board of Trustees on 2021 Village Financial Policies. Motion carried unanimously.
G.
Discussion/recommendation on 2021 Village goals, performance measure,
and fiscal analysis.
Motion by Trustee Fisher, seconded by Trustee Rudman, to recommend approval to the Village Board of Trustees on 2021 Village goals, performance measure, and fiscal analysis. Motion carried unanimously.
H.
Discussion/recommendation on 2021-2027 Capital Improvement Program.
Motion by Trustee Rudman, seconded by Trustee Fisher, to recommend approval to the Village Board of Trustees on 202 l-2027 Capital Improvement Program. Motion carried unanimously.
The Committee discussed changing the November 19, 2020 Board of Trustee meeting from an inperson meeting to a virtual meeting in lieu of the current situation related to the COVID 19 pandemic and it was determined the meeting would be virtual.
Ill. MOTION TO ADJOURN TO CLOSED SESSION
A.
Pursuantto Section 19.85 (1) (c) Considering employment, promotion,
compensation, or performance evaluation data of any public employee over
which the governmental body has jurisdiction or exercises responsibility
(Performance Evaluation).
Motion by President Wolny, seconded by Trustee Barth, to adjourn to closed session at 5:20pm pursuant to Section 19.85 (l) (c) Considering employment, promotion, compensation, or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility (Performance Evaluation). Motion carried unanimously by roll call vote.
IV. RECONVENE IN OPEN SESSION PURSUANT TO SECTION 19.85 (2)
Motion by Trustee Fisher, seconded by Trustee Barth, to reconvene in open session at 5:50pm pursuant to section 19.85(2). Motion carried unanimously by roll call vote.
A.
Action on items from closed session.
Trustee Barth provided a summary of the Village Manager 2020 performance evaluation.
V.
ADJOURNMENT
Motion by Trustee Fisher, seconded by Trustee Barth, to adjourn the meeting at 5:53pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt Administrative Services Director November 17, 2020
_jJ_j_ I) q(
Village of Bayside 9075 N Regent Road Board of Trustees Meeting Minutes
October 15, 2020
I.
CALL TO ORDER AND ROLL CALL
President Wolny called the meeting to order at 6:04pm via remote teleconferencing.
ROLL CALL
President: Trustees:
Eido Wolny Mike Barth Darren Fisher Daniel Muchin Bob Rudman Margaret Zitzer
Also Present:
Village Manager Andy Pederson Police Chief Doug Larsson Village Attorney Chris Jaekels Administrative Services Director Lynn Galyardt Communications Center Director Liane Scharnott Operations Superintendent Shane Albers IT Director Rich Foscato Interim Library Director Alyssa Pisarski Milwaukee County Supervisor Liz Sumner Intern Rebecca Ellenbecker Municipal Technician Charlie Radke There were two people in the audience.
II.
CONSENT AGENDA
Upon request of any Trustee, any item may be removed from the Consent Agenda for
separate consideration.
A.
Approval of:
1.
Board of Trustees meeting minutes, August 20, 2020.
2.
Summery of Claims for August 15, 2020 through October 2, 2020 in the
amount of $468,619.56.
3.
Reimbursement to North Shore Health Department for COVID- 19 CARES Act
eligible expenses in the amount of $3,446.52.
4.
Reimbursement to the North Shore Fire Department for COVID-19 CARES Act
eligible expenses in the amount of $713.77.
5.
Submission of the Wisconsin Department of Agriculture, Trade, end
Consumer Protection Household Hazardous Waste end Prescription Drug
Collection Grant submission.
Motion by Trustee Barth, seconded by Trustee Fisher, to approve the Board of Trustees meeting minutes, August 20, 2020; the Summary of Claims for August 15, 2020 through October 2, 2020 in the amount of $468,619.56; the reimbursement to the North Shore Health Department for COVID19 CARES Act eligible expenses in the amount of $3,446.52; reimbursement to the North Shore Fire Department for the COVID- 19 CARES Act eligible expenses in the amount of $713.77; and the submission of the Wisconsin Department of Agriculture, Trade, and Consumer Protection
Household Hazardous Waste and Prescription Drug Collection Grant submission. Motion carried unanimousiy.
B. Acceptance of:
1. Wisconsin Department of Natural Resources Sanitary Sewer 2020 Compliance Maintenance Annual Report
Motion by Trustee Barth, seconded by Trustee Zitzer, to accept the Wisconsin Department of Natural Resources Sanitary Sewer 2020 Compliance Maintenance Annual Report. Motion carried unanimously.
Ill.
BUSINESS AGENDA
A.
Introduction of Milwaukee County Supervisor Liz Sumner.
President Wolny introduced Milwaukee County Supervisor Liz Sumner. Supervisor Sumner stated she was also a Fox Point Trustee and encouraged the Village Board to contact her if she can be of assistance. Trustee Zitzer stated she had sent an email to her regarding pedestrian controlled cross walks on Brown Deer Road and had not heard any response back. Supervisor Sumner stated there was nothing planned going forward at this time.
B.
Introduction of Department of Public Works Technician Charlie Radke.
President Wolny introduced Department of Public Works Technician Charlie Radke. Charlie Radke stated he had started six or seven weeks ago and was enjoying everything he had been assigned to do so far, noting Operations Superintendent Shane Albers and Village Manager Pederson were great to work for.
Operations Superintendent Albers welcomed Charlie noting Charlie brings a great deal of machine operation experience to the team.
C.
Committee and Commission Reports
1.
Public Safety Committee
a.
Discussion/Action on a Proclamation for Appreciation for NSFD Fire
Commission Member Philip Santacroce for his Contributions to the
VIiiage of Bayside during his 13 years of Service.
Trustee Zitzer stated Phil Santacroce previously served on the Public Works Committee as well as served on the North Shore Fire Commission for the past 13 years. Phil recently stepped down from the North Shore Fire Commission. This proclamation recognizes his years of service and commitment to the Village of Bayside.
Motion by Trustee Barth, seconded by Trustee Rudman, to approve the Proclamation for Appreciation for NSFD Fire Commission Member Philip Santacroce for his Contributions to the Village of Bayside during his 13 years of service. Motion carried unanimously.
b.
Recognize/accept Information Technology Director Rich Foscato
as PSAPs' Finest Award Winners, 2020 Innovator of the Year.
2
Trustee Zitzer congratulated Information Technology Director Rich Foscato on his award. Manager Pederson stated IT Director Foscato's commitment, dedication, and approach to Information Technology has provided the Village with significant benefit and tremendous innovation in the way we conduct business and the way we service residents in the various municipalities we service in the North Shore noting the team that he has hired brings experience and is able to simplify the way the Centers technology is set up. Communications Center Director Scharnott noted this was a welldeserved recognition and award.
c.
Discussion/action on October 31, 2020 Trick or Treat schedule.
President Wolny stated the Village Board should not endorse children going door to door. Trustee Zitzer stated the Board had received a letter from a local doctor who requested the Board cancel trick-or-treating due to the pandemic and noted many of the North Shore Communities are cancelling. Trustee Rudman stated if all the communities in the area cancel their trick-or-treating hours and the Village of Bayside did not, it potentially would encourage people from other communities to then come to Bayside.
President Wolny stated the North Shore Health Department Director was concerned about groups of children going out together and noted she had recommended against in-person trick-or-treating this year.
Manager Pederson stated the Village of Bayside is now at a critical level with l 6 new cases of COVID-19. Chief Larsson stated his department would staff according to what the community wanted.
Attorney Jaekels stated the Village of Whitefish Bay was encouraging neighbors to have private groups of people going to their neighbor's house instead of going door to door.
Motion by Trustee Fisher, seconded by Trustee Barth, to follow the Centers for Disease Control and
Prevention guidelines to not set Trick-or-Treat hours this year and discourage group gatherings
considering the current status of the COVID-19 pandemic. Motion carried unanimously.
d.
Discussion/action on August and September 2020 Police Department
Report.
Chief Larsson provided an overview of the August and September 2020 Police Department reports noting shift picks have been made by the Lieutenants with Lieutenant Miller on the day shift, Lieutenant Fuller will be on the afternoon shift and Lieutenant Picciolo will be on midnights. The new officers have all passed their probationary period and were doing well. Chief Larsson stated officers were in Wauwatosa to assist with the protesters and noted staff was utilizing the CVMIC training program and thanked the Board for switching to the new insurance.
Motion by Trustee Rudman, seconded by Trustee Barth, to approve the August and September 2020 Police Department Report. Motion carried unanimously.
e.
Discussion/action on August and September 2020 Communication
Center Report.
Director Scharnott provided an overview of the August and September Communication Center reports noting call volume was down, staff was working on shift picks for 2021 and was also utilizing CVMIC for training dispatchers. Call processing time is continuing to trend down as COVID-19 protocols continue to be implemented.
Motion by Trustee Fisher, seconded by Trustee Barth, to approve the August and September
3
2020 Communication Center Report. Motion carried unanimously.
2.
Finance and Administration Committee
a.
Discussion/action on Resolution 20-_, A Resolution Authorizing the
partial redemption of General Obligation Corporate Purpose Bonds, Series
2011 A, dated November 23, 2011.
Trustee Barth stated this resolution is to authorize the partial redemption of River Hills portion of the General Obligation Corporate Purpose Bonds. It is the result of the Village of River Hills prepaying their portion of the remaining monies owed to the Village of Bayside for the debt issuance in 2011 for the construction of the Bayside Communication Center.
Motion by Trustee Fisher, seconded by Trustee Barth, to approve Resolution 20-18, A Resolution Authorizing the partial redemption of General Obligation Corporate Purpose Bonds, Series 2011 A, dated November 23, 2011. Motion carried unanimously by roll call vote.
b.
Discussion/action of Resolution 20-_, A Resolution Authorizing the
particle Redemption of Special Assessment B Bonds, Series 2013A doted
May 16, 2013 and Special Assessment B Bonds, Series 2015A, dated May
7, 2015.
Trustee Barth noted this resolution is in regard to the pre-payment by property owners for the municipal water projects in 2013 and 2015. The resolution requires the Village Board to approve this in order for the bond holders to be repaid based on monies that have been received from property owners for the pre-payments. Currently, this resolution authorizes the pre-pay for a total of $55,000 of the 2015 B bonds as well as $10,000 for the 2013 B bonds.
Motion by Trustee Muchin, seconded by Trustee Zitzer, to approve Resolution 20-19, A Resolution Authorizing the particle Redemption of Special Assessment B bonds, Series 2013A dated May 16, 2013 and Special Assessment B Bonds, Series 2015A, dated May 7, 2015. Motion carried unanimously by roll call vote.
c.
Discussion/action on August ond September 2020 Administrative
Services Report.
Director Galyardt provided an overview of the August and September 2020 Administrative Services Reports noting there had been 65 new voter registrations in the past week and absentee ballot requests were over 65%. Most well operation permits had been returned noting there were only 35 still outstanding.
Motion by Trustee Rudman, seconded by Trustee Zitzer, to approve the August and September 2020 Administrative Services Report. Motion earned unanimously.
d.
Discussion/action on August and September 2020 Financial
Statement.
Trustee Barth stated 2020 has been a significantly challenging year with regard to municipal budgets throughout the country as they relate to the COVID- l 9 pandemic, significant weather events, and protests. Based on the actions that the Village Board has previously taken to create a COVID-19 contingency fund to mitigate any enhanced expenses and reduced revenues, it is anticipated that the Village will end 2020 with a balanced net position and will continue to monitor the expenses and revenues very closely and utilize the COVID-19 contingency fund with discretion.
4
Motion by Trustee Muchin, seconded by Trustee Zitzer, to approve the August and September 2020 Financial Statement. Motion carried unanimously.
3.
Public Works Committee
a.
Discussion/action on August and September 2020 Department of
Public Works Report.
Operations Superintendent Albers provided an overview of the August and September 2020 Department of Public Works Report noting Public Works completed the 2020 stormwater management project which included ditching and culvert replacement on Fairy Chasm, Lake Drive, Bay Point, and Manor Circle. The 2020 capital projects are nearing completion. The Department also continues with normal collections of garbage, recycling, yard waste and has just started the fall loose leaf collection. Garbage continues to be up significantly as more people are staying home as a result of the COVID-19 pandemic. We also have seen a significant increase in overall yard waste volume in 2020. The Recycling Days continue to be very popular throughout 2020 and we have added an October 17 Recycling Day to the calendar to help residents dispose of their excess recycling materials.
Motion by Trustee Barth, seconded by Trustee Zitzer, to approve the August and September 2020 Department of Public Works Report. Motion carried unanimously.
b.
Discussion/update on 2020 Capital Projects.
Manager Pederson stated the 2020 Capital Projects are wrapping up on time and on budget. Lift station colors had been decided and construction of the foundations for the lift station and generator pads are scheduled to be completed prior to the arrival of winter. The buildings, components, and monitoring systems will then be installed over the winter.
c.
Discussion/action on Milwaukee Metropolitan Sewerage District
Sanitary Sewer Project on Brown Deer Road.
Trustee Muchin stated the Milwaukee Metropolitan Sewerage District was proposing to replace the current pipes with 24 inch to 27 inch pipes and after five years the Village would take ownership. The standard is based on 1990 storm event which was largest sanitary event recorded. Velocity is based on pitch of pipe and elevation difference between existing elevation and proposed elevation. Existing capacity is 3 pipes totaling 25 inches, with several 45 degree turns. With removal of 8-inch pipe from west, 17 inches of pipe will feed new pipe, eliminating numerous 45 degree turns in pipe.
The elevations of the sewer are the following: Existing Rim elevation at Regent/ Brown Deer Road = 91.37 Existing 10-inch sewer (at Regent) = 74.20 Proposed 24-inch sewer elevation = 64.16
Motion by Trustee Fisher, seconded by Trustee Barth, to approve the Milwaukee Metropolitan Sewerage District Sanitary Sewer Project on Brown Deer Road provided the District addresses the private property laterals. Motion carried unanimously.
4.
Intergovernmental Cooperation Council
5
President Walny stated the Intergovernmental Cooperation Council held a press conference regarding the CARES act.
5.
Board of Zoning Appeals
a.
Discussion/recommendation on the request for a special
exception by Colin White, for the property located at 1400 E. Bay
Point Road, to install a 150KV Generac backup generator in a
location that is forward of the rear yard line, contrary to Section
104-4 (f).
Trustee Barth stated the request for a special exception was recommend for approval by the Board of Zoning Appeals due to the placement of the generator in the rear of the property would be placing the generator on the patio and noted the neighbors have agreed with the location of the placement.
Motion by Trustee Rudman, seconded by Trustee Fisher, to approve the request for a special exception by Colin White, for the property located at 1400 E. Bay Point Road, to install a 150 KV Generac backup generator in a location that is forward of rear yard line, contrary to Section 104-4 (f). Motion carried unanimously.
6.
Architectural Review Committee-No Report.
7.
Plan Commission
a. Discussion/referral of Conditional Use Permit for sale of Community Based Residential Facility at 8820 N Rexleigh Drive to Saber Group Homes to the Plan Commission for recommendation.
Attorney Jaekels stated the Board of Trustees is referring this item to the Plan Commission.
Motion by Trustee Barth, seconded by Trustee Muchin, to refer a Conditional Use Permit for sale of Community Based Residential Facility at 8820 N Rexleigh Drive to Saber Group Homes to the Plan CommissionJor recommendation. Motion carried unanimously.
8.
Library Board
a.
Discussion/action on the August and September 2020 Library
Report.
Manager Pederson introduced Interim Library Director Alyssa Pisarski. Trustee Zitzer stated the Library Board of Directors met and discussed the updates from the municipalities.
Interim Library Director Pisarski stated she had worked at the North Shore Library for six years prior to being appointed to Interim Director and noted the library is expanding their hours and have won the Library Innovation Award for the second year in a row.
Motion by Trustee Barth, seconded by Trustee Rudman, to approve the August and September 2020 Library Report. Motion carried unanimously.
9.
North Shore Fire Department
6
a.
Discussion/action on Resolution 20-_, A Resolution Approving the
Metro Milwaukee Fire/Emergency Services Mutual Aid Agreement.
President Wolny noted this resolution would approve the Metro Milwaukee Fire/Emergency Services Mutual Aid Agreement.
Motion by Trustee Muchin, seconded by Trustee Barth, to approve Resolution 20-20, A Resolution Approving the Metro Milwaukee Fire/Emergency Services Mutual Aid Agreement. Motion earned unanimously.
b.
Discussion/action on Resolution 20-__, A Resolution In the Matter
of Authorizing an Exception to the Levy Limits for Changes for the
North Shore Fire Department Pursuant to 2005 Wisconsin Act 484.
Manager Pederson stated this resolution which requires passage by al! seven North Shore communities allowing the opportunity for each member municipality of the North Shore Fire Department to exclude increases from the joint fire department on their levy limit worksheet. Passage of the resolution does not commit the Village to utilizing the exemption, it just provides the option. Many of the municipalities, including Bayside have previously used this exemption. It is anticipated that if the member municipalities approve this resolution in 2020, Bayside would utilize the exemption again in 2021.
Motion by Trustee Muchin, seconded by Trustee Barth, to approve Resolution 20-21, A Resolution in the Matter of Authorizing an Exception to the Levy Limits for Changes for the North Shore Fire Department Pursuant to 2005 Wisconsin Act 484. Motion carried unanimously.
c.
Discussion/action on Resolution 20-_, A Resolution Approving the
2021 North Shore fire Department Fees for the Service Schedule.
President Wolny noted the resolution in the packet has been approved by the North Shore Fire Department Board of Directors.
Motion by Trustee Zitzer, seconded by Trustee Muchin, to approve Resolution 20-22, A Resolution Approving the 2021 North Shore Fire Department Fees for the Service Schedule. Motion carried unanimously.
10. Community Development Authority-No report.
JV. VILLAGE PRESIDENT'S REPORT
A.
Appointment of Josh Rolling to Community Development Authority and Board of
Review.
President Wolny stated Josh Rolling was interested in getting involved with the Village and recommended appointing him to the Community Development Authority and Board of Review.
Motion by Trustee Barth, seconded by Trustee Zitzer, to appoint Josh Rolling to the Community Development Authority and Board of Review. Motion carried unanimously.
V.
VILLAGE MANAGER'S REPORT
A.
Discussion/acceptance of August and September 2020 Community Impact
Report.
7
Manager Pederson noted the reports are in the packet for your review. The demolition permit for the 707 E Glencoe Place building has not been received, however the project is anticipated to move forward. Saturday is a recycling day event is being held from 9-1 l :30 am, and absentee in-person voting starts on Tuesday, October 20, 2020.
Motion by Trustee Muchin, seconded by Trustee Zitzer, to accept the August and September 2020 Community Impact Report. Motion carried unanimously.
VI. VILLAGE ATTORNEY'S REPORT
No report.
XII. MISCELLANEOUS BUSINESS BY THE TRUSTEES AS MAY PROPERLY BE BROUGHT BEFORE THE BOARD
XIII. MOTION TO ADJOURN TO CLOSED SESSION
A.
Pursuant to Section 19.85 ( 1) (e) Deliberating or negotiating the purchasing of
public properties, the investing of public funds or conducting other specified
public business, whenever competitive or bargaining reasons allow a Closed
Session; (North Shore Library).
Motion by Trustee Muchin, seconded by Trustee Zitzer, to adjourn to closed session at 7:00pm Pursuant to Section 19.85 (l} (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds or conducting other specified public business, whenever competitive or bargaining reasons allow a Closed Session; (North Shore Library) Motion carried unanimously by roll call vote.
XIV. RECONVENE IN OPEN SESSION PURSUANT TO SECTION 19.85 (2)
Motion by Trustee Zitzer, seconded by Trustee Barth, to reconvene in open session at 7:44pm pursuant to section 19.85 (2). Motion carried unanimously.
A.
Action on items from closed session.
No action was taken, or motion made.
XV. ADJOURNMENT
Motion by Trustee Fisher, seconded by Trustee Muchin, to adjourn the meeting at 7:45pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt, Administrative Services Director
8
,:,.) /,.
'~
SI
E
""~=:.:~:;-> ....
Village of Bayside 9075 N Regent Road Committee of the Whole Meeting Minutes
October 15, 2020
I.
CALL TO ORDER
President Wolny called the meeting to order at 5:01 pm.
President: Trustees:
EidoWalny Michael Barth Darren Fisher Daniel Muchin
Robert Rudman Margaret Zitzer
Committee Citizen Members:
Public Works: finance & Administration: Public Safety: Roy Dietsch-excused
Also Present:
Village Manager Andy Pederson Assistant to the Village Manager Leah Hofer Police Chief Doug Larsson Communications Center Director Liane Scharnott Administration Services Director Lynn Galyardt Operations Superintendent Shane Albers There was no one in the audience.
II.
BUSINESS
1.
Discussion/recommendation on Milwaukee Metropolitan Sewage District Sanitary
Sewer Project on Brown Deer Road.
Manager Pederson stated President Wolny, DPW Chair and Trustee Muchin, DPW Operations Superintendent Shane Albers, and he had met with MMSD to further discuss the proposal for the Village to assume ownership of the soon to be newly constructed sanitary sewer main on Brown Deer Road from Bayside Gardens to Regent Road.
The Committee discussed the project. The standard is based on 1990 storm event which was largest sanitary event recorded. Velocity is based on pitch of pipe and elevation difference between existing elevation and proposed elevation. Existing capacity is 3 pipes totaling 25 inches, with several 45 degree turns. With removal of 8-inch pipe from west, 17 inches of pipe will feed new pipe, eliminating numerous 45 degree turns in pipe.
The elevations of the sewer are the following: Existing Rim elevation at Regent/ Brown Deer Road = 91.37 Existing 10-inch sewer {at Regent) "' 74.20 Proposed 24-inch sewer elevation "' 64.16
Manager Pederson noted the recommendation going forward would be to authorize the preparing of an agreement that would be agreeable to both parties, increase the size to 24" or greater, eliminate 1O" Village owned pipe on south side of Brown Deer Road, and properly abandoned, connect existing 8" main on north side of Brown Deer Road, west of Regent Road, into MMSD MIS, properly abandon 8" Village owned pipe east of Regent Road and address the private property laterals.
Motion by Trustee Barth, seconded by Trustee Muchin, to recommend approval to the Village Board of Trustees on the Milwaukee Metropolitan Sewage District Sanitary Sewer Project on Brown Deer Road. Motion carried unanimously.
2.
Discussion/recommendation on 2021 Comprehensive Plan Update process.
Manager Pederson stated the 2021 Comprehensive Plan is a planning guide as to what the future of the Village might look like. He noted the 2009 Plan had been done in house by staff and met the statutorily mandate. State Statute requires that the Comprehensive Plan be updated every 10 years. Manager Pederson was looking to the Committee for guidance as to how to update the plan noting his concerns about staff updating the plan in house. The cost to update the pion was quoted at $50,000 from outside consultants with an additional $50,000 to provide professional guidance for the Brown Deer Road/Port Washington Road area.
Trustee Muchin questioned how other North Shore Communities were updating their Comprehensive Plans and asked if the University of Wisconsin-Milwaukee could assist with the update. Manager Pederson stated most communities were using outside consultants, noting using college students could possibly create more work for staff and the results may still not be what is needed.
Trustee Fisher stated the Village may need more of a marketing/community engagement campaign as to what the Village wanted in the Brown Deer and Port Washington area.
Trustee Muchin stated he did not think updating the plan during the COVID-19 pandemic was a
good idea and recommended waiting until 2022. Manager Pederson stated the Village would be out of compliance with State Statute by delaying.
Trustee Barth stated he did not want to spend $50,000 for a recommendation now only to find out that what the market is like three years from now is different.
President Wolny recommended tabling this item.
This item was tabled.
Ill.
ADJOURNMENT
Motion by President Walny, seconded by Trustee Barth, to adjourn the meeting at 6:00pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt, Administrative Services Director
2
Village of Bayside 9075 N Regent Road Public Safety Committee Meeting Minutes
August 20, 2020
I.
CALL TO ORDER AND ROLL CALL
Chairperson Zitzer called the meeting to order at 5:05pm via remote teleconferencing.
II.
CALL TO ORDER AND ROLL CALL
Chairperson:
Margaret Zitzer
Committee members: Mike Barth
Darren Fisher
Roy Dietsch-excused
Also present:
Village Manager Andy Pederson Police Chief Doug Larsson Communications Center Director Liane Scharnott Administrative Services Director Lynn Galyardt Assistant to the Village Manager Leah Hofer Matthew Buerosse
Ill.
BUSINESS
1.
Discussion/recommendation on agreement with lntrado Corporation for Phone and
Next Generation 911 Services, Software, and Equipment for the Bayside
Communications Center.
Manager Pederson stated the grant has been approved for the Next Generation 911 upgrade. Director Scharnott provided an overview of the process to move forward with the project stating the Village had gone through the competitive bidding process. Trustee Barth stated the Village had set aside funds in a designated account with revenues from the communities serviced by the Communication Center specific for the Communication Centers Capital Projects.
The first-year cost is $242,393.77 with the federal funds to be received in the amount of $130, 166.26 and the remaining project amount of local funds required is $112,227.51. The Village of Bayside went through the bidding process and determined the agreement with lntrado Corportation was the most beneficial to the center.
Motion by Trustee Barth, seconded by Trustee Fisher, to recommend approval to the Village Board of Trustees on version seven agreement with lntrado Corporation for Phone and Next Generation 911 Services, Software, and Equipment for the Bayside Communications Center.
2.
Discussion/update on MyBlue program.
Chief Larsson provided a presentation on the MyBlue program regarding the culture of the police Department stating the department values and shows integrity, practices ethical behavior, strive for proficiency and value innovation and accountability. The department promises to serve all persons equally with vigor, will be fair, listen, be respectful and build trust. Chief Larsson noted that while it is a small department the strategy is big with established expectations, measurable outcomes, developing leaders and advancing the departments technology.
Officer James Dills provided an officer's perspective on the MyBlue program stating the program had gotten him out of his comfort zone and had given him the confidence to handle things on his
own and breakdown barriers.
3.
Discussion/update on Race, Equity and Justice Community Workshops.
Manager Pederson stated the workshops had been a success and a plan of action and accountability had been developed. Some of the highlights of the plan were to learn about people of color from sources in the group, attend neighborhood meetings in a culturally diverse neighborhood, frequent minority owned businesses a be committed to personal action against racism. Trustee Fisher stated he had received emails of support and stated the workshops had catapulted people to be more involved and to become more cohesive.
Trustee Barth stated the MyBlue program had successfully got the Villages police officers out into the community to connect with residents.
The committee discussed the plan for the future to create a resident's to-do list including have dinner with someone of a different race, get involved by taking action to promote social justice, support local, minority owned businesses consistently stay informed by reading, listening and learning. and the creation of a one-page flier with ideas for the community to get themselves more connected
Ill. ADJOURNMENT
Motion by Trustee Fisher, seconded by Trustee Barth, to adjourn the meeting at 5:59pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt, Administrative Services Director
2
IDE
Village of Bayside 9075 N Regent Road Public Works Committee Meeting Minutes
July 16, 2020
I.
CALL TO ORDER AND ROLL CALL
Chairperson Muchin called the meeting to order at 4:30pm via remote teleconferencing.
Roll Call
Chairperson: Trustees:
Daniel Muchin Bob Rudman Margaret Zitzer Darren Fisher
Also Present:
Village Manager Andy Pederson Assistant to the Village Manager Leah Hofer Administrative Services Director Lynn Ga!yardt Operations Superintendent Shane Albers
II.
BUSINESS
l.
Discussion/recommendation on Milwaukee Metropolitan Sewage District Sanitary
Sewer Project on Brown Deer Road.
Manager Pederson stated this request to meet came from the Milwaukee Metropolitan Sewage District regarding a proposed project between Regent Road and the Bayside Garden Center. The Milwaukee Metropolitan Sewage District would like to redo the pipe in that area then turn it over to become the property of the Village.
Micki Kappa-Sullivan Manager of Engineering, Cari Roper, Senior Project Manager and Jeremy Triebenbach Conveyance Manager from the Milwaukee Metropolitan Sewage District presented the proposed project to install a 24 inch pipe to replace the 15 inch pipe that is currently in place.
The Committee discussed the proposed project and Chairperson Muchin stated he would like to proceed with an in-house meeting once Village Hall re-opens.
No recommendation was mode.
Ill.
ADJOURNMENT
Motion by Trustee Barth, seconded by Chairperson Muchin, to adjourn the meeting at 5:30 pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt, Administrative Services Director
7II f} l,
SI E
OCTOBER 2020 FINANCIAL STATEMENT
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL
YTD ACTUAL
BUDGET
UNEARNED
%
TAXES
10-41100 PROPERTY TAXES 10-41300 INTEREST ON DELINQUENT TAXES 10-41500 PAYMENT IN LIEU OF TAXES
TOTAL TAXES
.00
3,184,462.00
3,184,461.00
.00
20,177.85
12,000.00
.00
46,127.00
46,127.00
.00
3,250,766.85
3,242,588.00
1.008, 177.85-
.00
100.0 168.2 100.0
8, 178.85- 100.3
INTERGOVERNMENTAL
10-43210 COMMUNITY DEVELOPMENT BLOC 10-43225 PUBLIC SAFETY COMMUNICATION 10-43235 NORTH SHORE LIBRARY REVENUE 10-43410 STATE SHARED REVENUES 10-43415 VIDEO SERVICE PROVIDER AID l0-43510 RECYCLING GRANT 10-43520 STATE FIRE INSURANCE 10-43530 EXEMPT COMPUTER AID 10-43535 PERSONAL PROPERTY AID 10-43540 STATE TRANSPORTATION AIDS 10-43545 ST 32 HIGHWAY AIDS 10-43555 INTERGOVERNMENTAL GRANT 10-43600 EXPENDITURE RESTRAINT
TOTAL INTERGOVERNMENTAL
.00 .00 .00 .00 .00 .00 .00 .00 .00 73,082.37 4,227.90 .00 .00
77,310.27
.00 95,953.00 19,521.00
9,048.13 7,330.04 25,676.07 22,749.88 15,159.62 1,737.78 402,837.00 16,911.51 96,216.42 79,943.51
793,083.96
5,598.00 95,953.00
.00 60,321.00
.00 25,679.00
.00 15,160.00
.00 402,837.00
16,954.00 .00
79,944.00
702,446.00
5,598.00 .00
19,521.0051,272.87
7,330.042.93
22,749.88.38
1.737.78.00
42.49 96,216.42-
.49
.0
100.0
.o
15.0
.0
100.0
.o
100.0
.0
100.0
99.8
.0
100.0
90,637.96- 112.9
LICENSES & PERMITS
10-44100 OPERATORS LICENSE 10-44120 LIQUOR LICENSE 10-44140 CIGARETTE LICENSE 10-44220 ANIMAL LICENSES 10-44300 CABLE FRANCHISE FEES 10-44410 RESIDENTIAL CODE COMPLIANCE 10-44415 ARC APPLICATION FEES 10-44420 OCCUPANCY PERMITS 10-44435 TRANSIENT MERCHANT PERMIT 10-44460 BUILDING PERMITS 10-44480 VACANT PROPERTY FEE 10-44495 EXCAVATION/RIGHT OF WAY/PRIVL 10-44530 RUMMAGE SALE PERMITS 10-44535 DUMPSTER PERMITS 10-44540 SIGN PERMITS 10-44550 CONDITIONAL USE APPLICATION 10-44555 BOARD OF ZONING APPEALS FEES 10-44560 TREE PROGRAM 10-44570 SPECIAL EVENT PERMITS
TOTAL LICENSES & PERMITS
.00 .00 .00 42.30 4,127.77 .00 240.00 .00 .00 11,121.20 .00 350.00 .00 860.00 .00 .00 .00 .00 .00
16,741.27
1,425.00 2,900.00
300.00 1,045.53 54,071.29
100.00 2,460.00
250.00 350.00 97,980.69 750.00 8,780.49 J35.00 3,320.00 350.00 700.00 2,500.00 4,800.00 100.00
182,318.00
1,000.00 3,000.00
300.00 1,750.00 74,000.00
.00 2,000.00
140.00 300.00 65,000.00
.00 15,000.00
220.00 1,000.00
700.00 300.00
.00 5,000.00
250.00
169,960.00
425.00100.00
.00 704.47 19,928.71 100.00460.00110.00-
50.0032,980.69-
750.006,219.51
85.00 2,320.00-
350.00 400.002,500.00200.00 150.00
142.5 96.7 100.0 59.7 73. l
.0 123.0 178.6 116.7 150.7
.0 58.5 61.4 332.0 50.0 233.3
.o
96.0 40.0
12,358.00- 107.3
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE:l
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL
YTD ACTUAL
BUDGET
UNEARNED
%
FINES & FORFEITURES
10-45100 FINES & FORFEITURES 10-45125 NOTARY/FINGER
TOTAL FINES & FORFEITURES
3,831.78 .00
3,831.78
26,146.80 162.50
26,309.30
50,000.00 100.00
50,100.00
23,853.20
52,3
62.50- 162.5
23,790.70
52.5
PUBLIC CHARGES FOR SERVICES
10-46 I 10 PROPERTY STATUS REVENUE 10-46120 PUBLICATION FEES 10-46130 DATA SALES 10-46310 SPECIAL PICKUPS 10-46315 MULCH DELIVERIES 10-46320 GARBAGE & RECYCLING 10-46330 WELL PERMIT/ABANDONMENT FEES 10-46400 EQUIPMENT RENTAL- SEWER FUND 10-46415 EQUIPMENT RENTAL-STORMWATER 10-46710 PARK FACILlTY RENTAL & PROGRA 10-46715 PUBLIC WORKS SERVICE REVENUE
TOTAL PUBLIC CHARGES FOR SERVI
200.00 .00
32.50 939.75
.00 .00 725.00 ,00 .00 17.00) 6,807.53
8,687.78
5,077.25 250.00 703,75
11,114.26 8,492.00
.00 5,875.00 17,500.00 17,500.00 3,200.50 7,733.53
77,446.29
3, JOO.DO 175.00 550.00
8,000.00 4,800.00 2,600.00 10,000.00 17,500.00 17,500.00
800.00 1,000.00
66,025.00
1,977.2575.00153.75-
3, 114.263,692.002,600.00 4,125.00
.00 .00 2,400.506,733.53-
163.8 142.9 128.0 138.9 176.9
.0 58.8 100.0 100.0 400.1 773.4
11,421.29- 117.3
MISCELLANEOUS REVENUE
10-48100 INTEREST 10-48120 REALIZED/UNREALIZED GAIN/LOSS 10-48200 MISCELLANEOUS REVENUE 10-48210 COPIES 10-48220 FALSE ALARM FEES 10-48230 RECYCLING PROCEEDS 10-48240 CREDIT CARD REVENUE 10-48260 INSURANCE AWARDS/DIVIDENDS 10-48310 EQUIPMENT SALE PROCEEDS
TOTAL MISCELLANEOUS REVENUE
7,275.21 8,040.70) 1,571.70
,00 412.09
,00 .00 ,00 .00
l,218.30
134,753.80 32,057.55
2,819.65 2.50
2,632.09 1,007.68 7,866.46 15,284.00 3,436.26
199,859.99
140,000.00 .00
500.00 150.00 5,000.00 1,000.00 7,000.00
.00 .00
153,650.00
5,246.20 32,057.55-
2,319.65147.50
2,367.91 7.68-
866.4615,284.003.436.26-
96.3
.o
563.9 l.7
52.6 100.8 112.4
.0 .0
46,209.99- 130.l
OTHER FINANCING SOURCES 10-49223 TRANSFER FROM CDA
TOTAL OTHER FINANCING SOURCES
.00
3,666.74
.00
3,666.74
.00
3,666.74-
.0
.00
3,666.74-
.0
TOTAL FUND REVENUE
107,789.40
4,533,451.13
4,384,769.00
148,682.13- 103.4
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 2
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
GENERAL GOVERNMENT
10-51000-110 WAGES FT 10-51000-117 HEALTH INSURANCE BUYOUT 10-51000-119 DENTAL INSURANCE BUYOUT 10-51000-120 TRUSTEE WAGES 10-51000-125 ELECTION WAGES 10-5 l 000-130 ELECTIONS SUPPLIES 10-51000-150 WISCONSIN RETIREMENT SYSTEM 10-51000-151 SOCIAL SECURITY 10-51000-152 LIFE INSURANCE 10-51 000-153 HEALTH INSURANCE 10-51000-154 DENTAL INSURANCE 10-51000-180 RECRUITMENT 10-51000-208 LEGAL SERVICES-MISC 10-51000-210 CONTRACTUAL SERVICES 10-51000-2 l l LEGAL COUNSEL CONTRACTED 10-51000-213 LEGAL COUNSEL-PERSONNEL 10-51000-214 AUDIT SERVICES 10-51000-217 PUBLIC HEALTH SERVICES 10-51000-219 ASSESSOR SERVICES 10-51000-221 TELECOMMUNICATIONS l 0-5 l 000-225 COMPUTER SUPPORT 10-51000-226 BENEFIT ADMINISTRATIVE FEES 10-51000-229 BANKING FEES 10-51000-230 MATERIALS & SUPPLIES 10-51000-238 FINANCIAL ADVISING SERVICES l 0-51 000-300 ADMINISTRATIVE 10-51000-310 OFFICE SUPPLIES 10-51000-311 POSTAGE 10-51000-321 DUES & SUBSCRIPTlONS 10-51000-322 TRAINING, SAFETY & CERTS 10-51000-323 WELLNESS l 0-51000-324 PUBLlCATIO NS/PRINTING 10-51000-350 EQUIPMENT REPLACEMENT 10-51000-390 PUBLIC RELATIONS 10-51000-500 CONTINGENCY 10-51000-501 COVID 19 CONTINGENCY 10-51000-509 POLLUTION LIABILITY 10-51000-510 GENERAL LIABILITY 10-51000-5 l l AUTO LIABILITY l 0-51000-51 2 BOILER INSURANCE 10-51000-513 WORKERS COMPENSATION 10-51000-515 COMMERCIAL CRIME POLJCY 10-51000-516 PROPERTY INSURANCE 10-51000-5 l 7 PUBLIC OFFICIAL BONDS 10-51000-520 TAX REFUNDS/UNCOLLECTIBLES 10-51000-59 l MUNICIPAL CODE
TOTAL GENERAL GOVERNMENT
24,578.30 175.00 11.32 600.00 .00
1,117.29 1,454.26 1,861.06
65.92 1,342,07
36,99 64,00
.00 549.62 5,028.17 649.00
.00 .00 .00 387.54 .00 99.40 455.38 533.33 3,800.00 109.99 243.03 .00 1,578.00 2,976.00 .00 .00 .00 ,00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 340.00
48,055.67
200,967.21 1,716.68 113.20 6,400.00 4,567.00
10,640.37 14,593.21 15,851.62
810.19 17,501.77
464.78 415.50 92.1011,162.59 45,253,53 4,602.00 16,967.59 21,354.75 24,900.00 2,918.78
.00 442.96 4,436.22 2,712.18 4,200.00 109.99 2,767.11 8,906.84 4,445.00 4,258.91
.00 88.25
.00 .00 ,00 .00 .00 20,194.32 5,134.00 549.00 47,603.35 151.04 7,417.58 9,624.00 200.23 4,282.00
528,631,65
251,280.00 2,100.00 217.00 8,400.00 6,000.00 13,100.00 17,805.00
21,573.00 1,088.00
24,294.00 544.00 700.00
2,000.00 11,162.59 58,583.00 8,033.00 18,403.00 28,645.00 24,900.00 2,900.00
1,000.00 510.00
4,200.00 3,991.41 6,000.00
800.00 4,000.00 9,000.00 5,003.00 5,100.00 1,000.00
100.00 2,000.00
100.00 20,000.00 133,624.00
886.00 21,218.00 19,669.00
802.00 53,359.00
1.921.00 8,374.00 12,828.00
.00 4,282.00
821,495.00
50,312.79 383.32 103.80 2,000.00 1,433.00 2,459.63 3,211.79 5,721.38 277.81 6,792.23 79.22 284.50 2,092.10 .00
13,329.47 3,431,00 1,435.41 7,290.25
.00 -18.78 l.000,00 67.04 -236.22 1,279.23 1,800.00 690.01 1,232.89 93.16 558.00 841.09 1,000.00 1l.75 2,000.00 100.00 20,000.00 133,624.00 886.00 1,023.68 14,535.00 253.00 5,755.65 1,769.96 956.42 3,204.00 -200.23
.00
292,863.35
80.0 81.8 52.2 76.2 76.1 81.2 82.0 73.5 74.5 72.0 85.4 59.4 ( 4.6) 100,0 77,3 57.3 92.2 74.6 100,0 l00.7
.0 86.9 105.6 68.0 70.0 13.8 69,2 99.0 88.9 83.5
.0 88.3
.0 .0
.o
.0 .0 95.2 26.1 68.5 89.2 7.9 88.6 75,0
.o
100.0
64.4
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 3
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL YTD ACTUAL
B\JDGET
UNEXPENDED
%
MUNICIPAL COURT
10-51200-113 10-51200-151 10-51200-208 10-51200-210 10-51200-211
JUDGE FEES SOCIAL SECURITY SPECIAL PROSEC\JTORIAL SERVICES CONTRACTUAL SERVICES LEGAL COUNSEL-CONTRACTED
TOTAL MUNICIPAL COURT
.00 .00 .00 .00 2,011.29
2,011.29
900.00 68.85
518.00 4,090.00 15,271.23
20.848.08
900.00 69.00
915.00 4,085.00 23,897.00
29,866.00
.00 .15 397.00 -5.00 8,625.77
9,017.92
100.0 99.8 56.6 100.1 63.9
69.8
POLICE
10-52100-110 WAGES FT 10-52100-111 OVERTIME 10-52100-112 WAGES PT 10-52100-116 HOLIDAY PAY 10-52100-117 HEALTH INSURANCE BUYOUT 10-52100-118 SHIFT DIFFERENTIAL PAY 10-52100-119 DENTAL INSURANCE BUYOUT 10-52100-150 WISCONSIN RETIREMENT SYSTEM 10-52100-151 SOCIAL SECURITY 10-52100-152 LIFE INSURANCE 10-52100-153 HEALTH INSURANCE 10-52100-154 DENTAL INSURANCE l 0-52100-209 HOUSE OF CORRECTION FEES 10..52100..210 CONTRACTUAL SERVICES 10-52100-213 LEGAL COUNSEL-PERSONNEL 10-52100-215 MADACC 10-52100-221 TELECOMMUNICATIONS 10-52100-225 COMPUTER SUPPORT SERVICES 10-52100-226 BENEFIT ADMINISTRATIVE FEES l 0-52100-230 MATERIALS & SUPPLIES 10-52100-231 FLEET MAINTENANCE 10-52100..310 OFFICE SUPPLIES l0-52100-311 POSTAGE 10-52100-321 DUES & SUBSCRIPTIONS 10-52100-322 TRAINING, SAFETY & CERTIFICATI 10-52100-323 AMMUNITION 10-52100-330 UNIFORM SUPPLIES l Q..52100-333 MEDICAL SUPPLIES 10-52100-340 FUEL MAINTENANCE l 0..52100..518 POLICE PROFESSIONAL LIABILITY 10-52100-519 GASB 45 OBLIGATIONS
TOTAL POLICE
82,233.40 2.680.75· .00 .00 .00 200.00 18.88 8,548.24 6,306.51 68.83 8,581.15 128.97 .00 2,183.76 .00 20.22 1,261.14 .00 114.49 1,463.74 1,582.48 250.00 30,30 .00 150,00 .00 925.46
.oo
943.93 .00 .00
112,330.75
810,535.28 14,263.86 18,804.67 .00 .00 2,895.25 188.80 87,408.87 64,721.02 729.32 91,813.12 1,366.31 .00 26,339.95 678.50 1,312.03 5,760.86 .00 764.33 8,429.93 4,888.03 948.03 788.20 1,204.95 3,763.76 458,50 3,893.64 1,664.98 11.455.17 12,139.20 .00
1. 177,216.56
1.023.408.00 35,000.00 29,164.00 32,267.00 18,900.00 3,360.00 906.00 114,366.00 87,618.00 798.00 136,189.00 2,583.00 1,000.00 38,905.23 1,562.00 1,312.03 5,196.00 5,000.00 1.140.00 9,012.97 7,000.00 l.000.00 1,000.00 1,560.00 4,753.00 1,600.00 6,500.00 1,672.77 22,000.00 13,479.00 56,893.00
1,665,145.00
212,872.72 20,736.14 10,359,33 32,267.00 18,900.00
464.75 717.20 26,957.13 22,896.98 68.68 44,375.88 1.216.69 1,000.00 12,565.28 883.50
.00 -564.86 5,000.00 375.67 583.04 2,111.97 51.97 211.80 355.05 989.24 1,141.50 2,606.36
7.79 10,544.83 1,339.80 56,893.00
487,928.44
79.2 ,m.8 64.5
.o
.0 86.2 20.8 76.4 73.9 91,4 67.4 52.9
.0 67.7 43.4 100.0 110.9
.0 67.l 93,5 69.8 94.8 78.8 77.2 79.2 28.7 59.9 99.5 52.1 90.1
.0
70.7
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 4
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
NORTH SHORE FIRE DEPT
10-52200-224 NORTH SHORE FIRE DEPARTMENT 10-52200-376 FIRE INSURANCE DUES
TOTAL NORTH SHORE FIRE DEPT
.00
853,689.00
.00
22,749.88
.00
876,438.88
853,689.00 .00
853,689.00
.00 -22,749.88
-22,749.88
\00.0 .0
102.7
BUILDING INSPECTION
l 0-52400-110 WAGES FT 10-52400-250 BUILDING INSPECTIONS
TOTAL BUILDING INSPECTION
.00
20,000.00
.00
27,222.69
.00
47,222.69
20,000.00 35,700.00
55,700.00
.00 8,477.31
8,477.31
100.0 76.3
84.8
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 5
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
DEPARTMENT OF PUBLIC WORKS
10-53000-110 WAGES FT 10-53000-1 l l OVERTIME 10-53000- 112 WAGES PT 10-53000-117 HEALTH INSURANCE BUYOUT 10-53000-119 DENTAL INSURANCE BUYOUT l 0-5300(}- l 50 WISCONSIN RETIREMENT SYSTEM 10-53000-151 SOCIAL SECURITY 10-53000-152 LIFE INSURANCE 10-53000-153 HEALTH INSURANCE l 0-53000-154 DENTAL INSURANCE 10-53000-180 RECRUITMENT 10-53000-200 FACILITY MAINTENANCE & SUPPUE l 0-53000-201 CLEANING & JANITORIAL SERVICES 10-53000-202 HVAC MAINTENANCE 10-53000-210 CONTRACTUAL SERVICES 10-53000-216 ENGINEERING 10-53000-220 UTILITIES 1(}-53000-221 TELECOMMUNICATIONS I 0-53000-226 BENEFIT ADMINISTRATIVE FEES l 0-53000-230 MATERIALS & SUPPLIES 10-5300(}-23l FLEET MAINTENANCE 10-5300(},233 TOOLS 10-5300(}-310 OFFICE SUPPLIES 1(}-5300(}-321 DUES & SUBSCRIPTIONS l 0-53000-322 TRAINING, SAFETY & CERTIFICATI 10-53000-330 UNIFORM SUPPLIES 10-53000-334 WINTER OPERATIONS 10-53000-340 FUEL MAINTENANCE 10-53000-360 EQUIPMENT RENTAL 10-53000-370 TIPP!NG FEES 10-53000-377 YARD WASTE TUB GRINDING 10-53000-400 STREET MAINTENANCE 1(}-53000-450 SIGNAGE 10-53000-460 FORESTRY & LANDSCAPING 10-53000-465 TREE DISEASE MITIGATION
TOTAL DEPARTMENT OF PUBLIC WO
24,617.16 .00
60.09 .00 .00
1.485.47 1,766.66
57.14 7,182.26
161.60 .00
5,099.80 663.66 .00
4,212.50 .00
6,706.01 313.26 9.95 144.56-
2,349.15 17.12 .00 .00 90.00
108.36 .00
3,005.78 .00
7,144.04 .00
2,576.08 .00 .00 .OD
67,481.53
273,800,79 4,339, 16
29,374.08 208.34 .00
17,521.72 20,634.84
655.58 79,329.55
1,781.18 55.95
15,357.55 7,017.31 1,700.00 31,348.14 3,104.00 31,880.81 1,632.67
9.95 944.11 34,643.23 223.62 172.26 295.00 490.76 1,706.30 20,676.74 16,122.77 6,810.00 55,860.43
.00 2,576.08
829.82 4,833.36 3,906.00
669,842.10
286,350.00 6,000.00
47,571.00 500.00 57.00
20,848.00 24,415.00
717.00 70,459.00
1,586.00 55,95
25,000.00 1 l,5Q0.00 4,200.00 35,094.00 16,728.00 59,000.00 2,865.00
29.85 4,851.93 37,875.00
788.00 300.00 525.00 1,000.00 1,800.00 36,000.00 22,000.00 7,500.00 68,942.27 7,500.00 7,700.00 2,000.00 5,000.00 29,000.00
845,758.00
12,549.21 1,660.84 18,196.92 291.66
57.00 3,326.28 3,780.16
61.42 -8,870.55 -195.18
.00 9,642.45 4,482.69 2,500.00 3,745.86 13,624.00 27,119.19 1,232.33
19.90 3,907.82 3,231.77 564.38 127.74 230.00 509.24
93.70 15,323.26 5,877.23
690.00 13,081.84 7,500.00 5,123.92 1,170.18
166.64 25,094.00
175,915.90
95.6 72.3 61.8 41.7
.0 84.l 84.5 91.4 112.6 112.3 100.0 61.4 61.0 40.5 89.3 18.6 54.0 57.0 33.3 19.5 91.5 28.4 57.4 56.2 49.1 94.8 57.4 73.3 90.8 81.0
.0 33.5 41.5 96.7 13.5
79.2
NORTH SHORE LIBRARY 10-55100-227 NORTH SHORE LIBRARY
TOTAL NORTH SHORE LIBRARY
.00
162,194.00
177,555.00 15,361.00
91.4
.00
162,194.00
177,555.00 15,361.00
91.4
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE:6
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
GENERAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
PARKS
10-55200-110 WAGES FT 10-55200-151 SOCIAL SECURITY 10-55200-230 MATERIALS & SUPPLIES
TOTAL PARKS
364.00
2,368.00
5,200.00
2,832.00
45.5
.00
93.33
398.00
304.67
23.5
.00
190.59
500.00
309.41
38.I
364.00
2,651.92
6,098.00
3,446.08
43.5
TOTAL FUND EXPENDITURES
230,243.24
3.485,045.88
4,455,306.00 970,260.12
78.2
NET REVENUE OVER EXPENDITURES
122,453.84- 1,048,405.25
70,537.00- -1, 118,942.25 1486.3
FOR ADMINISTRATION USE ONLY
83 % OF THE FlSCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 7
VILLAGE OF BA YS!DE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
SANITARY SEWER FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
PUBLIC CHARGES FOR SERVICES
20-46210 INTERGOVERNMENTAL GRANTS 20-46410 RESIDENTIAL SEWER 20-46420 COMMERCIAL SEWER 2()..46425 POUCE LEASE REVENUE
TOTAL PUBLIC CHARGES FOR SERVI
.00 .00 23,802.96 .00
23,802.96
.00 782,530.00
72,355.79 34,230.00
889,115.79
150,000.00 777,138.00 125,000,00 34,230.00
1,086,368.00
150,000.00 -5,392.00 52,644.21
.00
197,252.21
.0 100.7 57.9 100.0
81.8
MISCELLANEOUS REVENUE 20-48100 INTEREST
TOTAL MISCELLANEOUS REVENUE
10.53 10.53
346.48 346.48
.00
-346.48
.0
,00
-346.48
,0
TOTAL FUND REVENUE
23,813.49
889,462.27
1,086,368.00 196,905.73
81.9
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE:8
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
SANITARY SEWER FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
GENERAL SEWER
20-51000-110 WAGES FT 20-51000-111 OVERTIME 20-51000-117 HEALTH INSURANCE BUYOUT 20-5 l 000-119 DENTAL INSURANCE BUYOUT 20-51 000-150 WISCONSiN RETIREMENT SYSTEM 20-51000-151 SOCIAL SECURITY 20-51000-152 LIFE INSURANCE 20-51000-153 HEALTH INSURANCE 20-51000- 154 DENTAL INSURANCE 20-51000-21 0 CONTRACTUAL SERVICES 20-51000-213 PRIVATE PROPERTY If 20-51000-214 AUDIT SERVICES 20-51000-216 ENGINEERING 20-51000-220 UTILITIES 20-51000-22 l TELECOMMUNICATIONS 20-51000-226 BENEFIT ADMINISTRATIVE FEES 20-51000-230 MATERIALS & SUPPLIES 20-51000-231 FLEET MAINTENANCE 20-51000-232 LIFT STATION MAINTENANCE 20-51000-233 TOOLS 20-5 J000-234 DIGGERS HOTLINE 20-51000-311 POSTAGE 20-51000-322 TRAINING, SAFETY & CERTIFICATI 20-51000-340 FUEL MAINTENANCE 20-51 00°"350 EQUIPMENT REPLACEMENT 20-51000-360 EQUIPMENT RENTAL-GENENERAL FU 20-51000-501 COVID 19 CONTINGENCY 20-51000-51 0 GENERAL LIABILITY INSURANCE 20-51000-513 WORKERS COMPENSATION 20-51000-515 COMMERCIAL CRIME POLICY 20-51000-516 PROPERTY INSURANCE 20-51000-700 DEPRECIATION 20-51000-801 CAPITAL PROJECTS
TOTAL GENERAL SEWER
5,815.41 .00
37.50 3.78
392.53 436.80
11.87 209.70
5.10 66,031.79
.00 .00 .00 3.441.76 3.78 2.35 .00 .00 332.80 .00 203.20 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 280,140.09
357,068.46
77,271.57 74.70
620.83 37.80
2,949.28 3,998.84
157.04 6,599.59
187.73 204,685.73
.00 3,287.75 22,841.42 6,563.39
26.46 129.70 1,337.14 1,015.26 5,239.80
.00 1,179.20
300.00 .00
2,200.00 .00
17,500.00 .00
2,366.40 1,554.00
10.24 2,914.24
,00 294,514.47
659,562.58
117,056.00 900.00
1,200.00 135.00
9,979.00 11,513.00
265.00 20,131.00
453.00 274,122.00 150,000.00
3,525.00 43,091.00
7,000.00 360.00 170.00
1,600.00 1,029.99 11,520.01 3,500.00 2,130.00
400.00 925.00 2,200.00 1,000.00 17,500.00 32,900.00 2,800.00 1,954.00 147.00 3,290.00 3,138.00 540,389.00
1,266,323.00
39,784.43 825.30 579. 17 97.20 7,029.72 7,514.16 107.96
13,531.41 265.27
69,436.27 150,000.00
237.25 20,249.58
436.61 333.54 40.30 262.86 14.73 6,280.21 3,500.00 950.80 100.00 925.00
.00 1,000.00
.oo
32,900.00 433.60 400.00 136.76 375.76 3,138.00
245,874.53
606,760.42
66.0 8.3
51.7 28.0 29.6 34.7 59.3 32.8 41.4 74.7
.0 93.3 53.0 93.8
7.4 76.3 83.6 98.6 45.5
.0 55.4 75.0
.0 100.0
.0 100.0
.0 84.5 79.5
7.0 88.6
.0 54.5
52.1
DEBT
20-58100-617 PRINCIPAL REDEMPTION· CWFL 20-581 00-618 PRINCIPAL REDEMPTION· BOND 20-58100-62 l INTEREST - BOND 20-58 l 00-626 INTEREST-CLEAN WATER FUND LOA
TOTAL DEBT
.00 .00 4,370.12 3,959.86
8,329.98
.00 .00 47,932.75 8,853.17
56,785.92
78,939.00 163,750.00 53,183.00
8,853.00
304,725.00
78,939.00 163,750.00 5,250.25
-.17
247,939.08
.o
.0 90.l 100.0
18.6
TOTAL FUND EXPENDITURES
365,398.44
716,348.50
1,571.048.00 854,699.50
45.6
NET REVENUE OVER EXPENDITURES
341,584.95-
173,113.77
484,680.00- -657,793.77
35.7
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 9
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
STORMWATER UTILITY FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
22-43210 INTERGOVERNMENTAL GRANTS TOTAL SOURCE 43
PUBLIC CHARGES FOR SERVICES 22-46405 RESIDENTIAL STORM WATER 22-46425 COMMERCIAL STORM WATER 22-46430 RIGHT-OF-WAY MANAGEMENT
TOTAL PUBLIC CHARGES FOR SERVI
TOTAL FUND REVENUE
.00
4,730.92
.00
4,730.92
.00 -4,730.92
.0
.00 -4,730.92
.0
.00 30,029.65
400.00 30,429.65
30,429.65
377,111.00 101,516.78
28,300.00 506,927.78
511,658.70
379,516.00 154,449.00
10,000.00
543,965.00
2,405.00 52,932.22 -18,300.00
37,037.22
543,965.00 32,306.30
99,4 65.7 283.0 93.2
94.1
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 10
VILLAGE Of BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
STORMWATER UTILITY FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
22-53000-1 lO WAGES FT 22-53000-11 ! OVERTIME 22-53000-112 WAGES PT 22-53000-117 HEALTH INSURANCE BUYOUT 22-53000-119 DENTAL INSURANCE BUYOUT 22-53000-150 WISCONSIN RETIREMENT SYSTEM 22-53000- l 5 l SOCIAL SECURITY 22-53000- 152 LIFE INSURANCE 22-53000-153 HEALTH INSURANCE 22-53000-154 DENTAL INSURANCE 22-53000-210 CONTRACTUAL SERVICES 22-53000-211 LEGAL COUNCIL-CONTRACTED 22-53000-2 l 4 AUDIT SERVICES 22-53000-216 ENGINEERING 22-53000-220 UTILITY EXPENSES 22-53000-22 l TELECOMMUNICATIONS 22-53000-226 BENEFIT ADMINISTRATIVE FEES 22-53000-230 MATERIALS & SUPPLIES 22-53000-232 LIFT STATION MAINTENANCE 22-53000-322 TRAINING, SAFETY & CERTIFICATI 22-53000-327 CULVERT MATERIALS 22-53000-328 LANDSCAPING MATERIALS 22-53000-340 FUEL MAINTENANCE 22-53000-342 CONSTRUCTION MATERIALS 22-53000-350 EQUIPMENT REPLACEMENT 22-53000-360 EQUIPMENT RENTAL 22-53000-510 GENERAL LIABILITY INSURANCE 22-53000-513 WORKERS COMPENSATION 22-53000-515 COMMERCIAL CRIME POLICY 22-53000-516 PROPERTY INSURANCE 22-53000-801 CAPITAL PROJECTS
TOTAL DEPARTMENT 53000
TRANSFER TO OTHER FUND
22-59200-900 ADMINISTRATIVE/TRANSFER TO
TOTAL TRANSFER TO OTHER FUND
TOTAL FUND EXPENDITURES
NET REVENUE OVER EXPENDITURES
11,515.69 .00
1,273.7537,50 3,78
691,32 749,86 22.16 2,568.73
58,17 ,00 .00 .00 .00
99.76 3.78 2.35 .00 .00 .00
2,202.59 4,142.30
.00 .00 .00 .00 .00 .00 .00 .00 .00
20,824.24
97,425.62 1,941.37 .00 620.B3 37.80 5,233.49 6,416.19 214.43
21,344.37 519.42
1,375.81 413.00
1,497.33 9,486.56
958.49 26,46 129.70
2,365.62 878.00 150.00
21,941.12 10,334.56 2,500.00 2,211.76
.00 17,500.00 2,922.00
1,523.78 10.24
2,829.20 7,329.67
220,136.82
147,217.00 3,500.00 ,00 1,200.00 135.00 9,998.00 11,433.00 265.00
20,131.00 453,00
1,138.00 413.00
1,624.00 66,000.00
2,400.00 250.00 170.00
3,387.00 1,700.00 2,000.00 36,900.00 35,920.69 2,500.00 27,760.00 2,000.00 17,500.00 2,922.00 1,523.87
10.24 2,829.20 75,000.00
478,280.00
49,791.38 1,558.63
.00 579.17 97.20 4,764.51 5,016.81 50.57 -1,213,37 -66.42 -237.81
.00 126.67 56,513.44 1,441.51 223.54 40.30 1,021.38 822.00 1,850.00 14,958.88 25,586.13
,00 25,548.24 2,000.00
.00 .00 .09 .00 .00 67,670,33
258,143.18
66.2 55,5
,0 51.7 28.0 52.4 56, l 80.9 106.0 114.7 120.9 100.0 92.2 14.4 39.9 10,6 76.3 69,8 51.7
7,5 59,5 28,8 100.0
8,0 .0
100.0 100.0 100,0 100.0 100.0
9.8
46.0
.00 .00 20,824.24 9,605.41
65,685.00 65,685.00 285,821.82 225,836.88
65,685.00
.00
65,685.00
.00
543,965.00 258,143. l 8
.00 -225,836.88
100.0 100.0 52.5
.0
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 11
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31. 2020
COMM DEVELOPMENT AUTHORITY
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
23-48200 MlSCELLANEOUS REVENUE TOTAL SOURCE 48
TOTAL FUND REVENUE
.00
.44
.00
-.44
.o
.00
.44
.00
-.44
.0
.44
.00
-.44
.0
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 12
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
COMM DEVELOPMENT AUTHORITY
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
23-51000-230 PROFESSIONAL SERVICES TOTAL DEPARTMENT 51000
DEPARTMENT 59210 23-59210-900 TRANSFER OUT
TOTAL DEPARTMENT 59210
TOTAL FUND EXPENDITURES
NET REVENUE OVER EXPENDITURES
,00
6,825.50
.00
6,825.50
.00
3,666.74
.00
3,666.74
.00
10,492.24
,00
I0,491.80-
.00 -6,825.50
.0
.00 -6,825.50
.0
.00 -3,666.74
.0
.00 -3,666.74
.0
.00 -10,492.24
,0
.00 10,491.80
.0
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 13
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
PUBLIC SAFE1Y COMMUNICATIONS
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
TAXES 26-41100 PROPERTY TAXES
TOTAL TAXES
.00
292,175.00
292,175.00
.00
.00
292,175.00
292,175.00
.00
100.0 100.0
SOURCE 43 26-43220 INTERGOVERNMENTAL REVENUE
TOTAL SOURCE 43
3,166.67 3,166.67
3,166.67 3,166.67
.00 -3, 166.67
.0
.00 -3, 166.67
.0
SOURCE 46 26-46220 INTERGOVERNMENTAL REVENUE
TOTAL SOURCE 46
.00
198,996.16
217,852.00
18,855.84
91.3
.00
198,996.16
217,852.00
18,855.84
91.3
INTERGOVERNMENT REVENUE 26-47130 CONTRACT REVENUE
TOTAL INTERGOVERNMENT REVENU
132,647.66 132,647.66
2,051,512.74 2,051,512.74
2,045,228.00 2,045,228.00
-6,284.74 -6,284.74
100.3 100.3
MISCELLANEOUS REVENUE 26-48100 CONSOLIDATED SERVICE BILLINGS
TOTAL MISCELLANEOUS REVENUE
3,166.67 3,166.67
83,818.38 83,818.38
57,595.00 57,595.00
-26,223.38 -26,223.38
145.5 145.5
TOTAL FUND REVENUE
138,98!.00
2,629,668.95
2,612,850.00 -16,818.95
100.6
FOR ADMINISTRATION USE ONLY
83 % Of THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 14
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE JO MONTHS ENDING OCTOBER 31, 2020
PUBUC SAFETY COMMUNICATIONS
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
PUBUC SAFETY COMMUNICATIONS
26-51000-110 WAGES FT 26-51 000-l 1l OVERTIME 26-51000-116 HOLIDAY PAY 26-5 l 000-117 HEALTH INSURANCE BUYOUT 26-51000-119 DENTAL INSURANCE BUYOUT 26-51000-150 WISCONSIN RETIREMENT SYSTEM 26-51000- J51 SOCIAL SECURITY 26-51000-152 LIFE INSURANCE 26-51000- 153 HEALTH INSURANCE 26-51000-154 DENTAL INSURANCE 26-51000-180 RECRUITMENT 26-51000-200 FACILITY MAINTENANCE & SUPPLIE 26-51 000-201 CLEANING & JANlTORIAL SERVICES 26-51000-210 CONTRACTUAL SERVICES 26-51000-213 LEGAL COUNSEL-PERSONNEL 26-51000-2 l 4 AUDIT SERVICES 26-51000-220 UTILITIES 26-51000-221 TElECOMMU NICATIONS 26-51000-225 COMPUTER SUPPORT SERVICES 26-51 000-226 BENEFIT ADMINISTRATIVE FEES 26-5 1000-230 MATERIALS & SUPPLIES 26-51000-236 LICENSING & MAINTENANCE 26-51000-310 OFFICE SUPPLIES 26-51000-311 POSTAGE 26-51000-321 DUES & SUBSCRIPTIONS 26-5 l 000-322 TRAINING, SAFETY & CERTIFICATI 26-51000-330 CLOTHING/EMPLOYEE EXPENSES 26-51000-350 EQUiPMENT REPLACEMENT 26-51000-351 MAINTENANCE CONTRACTS 26-51000-510 GENERAL LIABILITY 26-51000-513 WORKERS COMPENSATlON 26-51000-515 COMMERCIAL CRIME POLICY 26-51000-516 PROPERTY INSURANCE
TOTAL PUBLIC SAFETY COMMUNIC
94,868.62 4,824.80 .00 583.33 37.76 6,702.33 7,280.65 187.45
21,437.02 450.61 128.00
6,541.91 918,36
.oo
.00 .00 4,236.93 7,008.73
.oo
36.41 7,527.32 6,340.43
210.28 ,00 .00 .00
457.00 4,959.85
,00 .00 .00 .00 .00
174,737.79
992,238.22 54,100.74 7,299.76 8,000.22 392.69 68,981.99 77,145.15 1,891.40
207,445.40 4,561.00 865.32 18,237.91 9,685.55 3,912.73 .00 l,497.33 l 6,919.42 73,845.44 2,896.25 348.50 15,354.61
162,349.52 1,446.12 400.00 2,366.00 836.23 220.00
20,192.48 150,010.58
6,323.40 2,257.05
84.48 3,303.98
1,915,409.47
1,394,362.00 61,000.00 28,894.00 8,500.00 1.314.00 99,228.00 114,168.00 1,903.00
295,021.09 5,527.00 1,000.00
25,365.00 10,389.00 9,033.00
1,000.00 1,624.00 23,240.00 121,216.00 8,500.00 1,700.00 18,020.00 167,717.00 2,800.00
500.00 3,000.00 2,000.00
480.00 25,127.00 77,302.00
6,323.40 2,257.05
84.48 3,303.98
2,521,899.00
402,123.78 6,899.26 21,594.24 499.78 921.31 30,246.01 37,022.85 11.60 87,575.69 966.00 134.68 7,127.09 703.45 5,120.27 1,000.00 126.67 6,320.58 47,370.56 5,603.75 1,351.50 2,665.39 5,367.48 1,353.88 100.00 634.00 1,163.77 260.00 4,934.52 -72,708.58 .00 .00 .00 .00
606,489.53
71.2 88.7 25.3 94.1 29.9 69.5 67.6 99.4 70.3 82.5 86.5 71.9 93.2 43.3
.0 92.2 72.8 60.9 34.1 20.5 85.2 96.8 51.7 80.0 78.9 41.8 45.8 80.4 194.l 100.0 100.0 100.0 100.0
76.0
TRANSFER TO OTHER FUND 26-59217-900 ADMINISTRATIVE/TRANSFER TO
TOTAL TRANSFER TO OTHER FUND
.00
95,953.00
95,953.00
.00
,00
95,953.00
95,953.00
.00
100.0 l00.0
TOTAL FUND EXPENDITURES
174,737.79
2,01 1,362.47
2,617,852.00 606,489.53
76.8
NET REVENUE OVER EXPENDITURES
35,756.79-
618,306.48
5,002.00- -623,308.48 12361.2
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 15
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE JO MONTHS ENDING OCTOBER 31, 2020
LONG TERM FINANCIAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
TAXES 30-41100 PROPERTY TAXES
TOTAL TAXES
.00
792,089.00
792,089.00
.00
.00
792,089.00
792,089.00
.00
100.0 100.0
LICENSES & PERMITS 30-44350 CELL TOWER FEES
TOTAL LICENSES & PERMITS
1,993.91
19,848.12
23,031.00
3,182.88
86,2
1,993,91
19,848.12
23,031.00
3, 182,88
86.2
INTERGOVERNMENT REVENUE
30-47100 RIVER HILLS REVENUE-DISPATCH 30-47111 FOX POINT REVENUE 30-47115 B SERIES ADMIN FEE
TOTAL INTERGOVERNMENT REVENU
.00 12,477.50
.00
12,477.50
195,630.00 14,955.00 15,823.50
226,408.50
20,503.00 14,955.00 15,486.00
-175, 127,00 .00
-337,50
50,944.00 -175,464.50
954.2 100.0 102.2
444.4
MISCELLANEOUS REVENUE 30-48300 NSFD
TOTAL MISCELLANEOUS REVENUE
.00
173,395.00
173,395.00
.00
.00
173,395.00
173,395.00
.00
100.0 100.0
OTHER FINANCING SOURCES 30-49250 TRANSFER FROM STORMWATER FUN
TOTAL OTHER FINANCING SOURCES
.00
65,685.00
65,685.00
.00
.00
65,685.00
65,685.00
.00
100.0 100.0
TOTAL FUND REVENUE
14,471.41
1,277,425.62
1,105,144.00 · 172,281.62
115.6
FOR ADMINISTRA TlON USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 16
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
LONG TERM FINANCIAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
DEBT
30-58100-215 MADACC 30-58 J00-226 BENEFIT ADMINISTRATIVE FEES 30-58 l 00-61 1 NSFD STATION #5 30-58100-612 FOX POINT/RIVER HILLS DISPATCH 30-58100-614 UNFUNDED LIABILITY PRINCIPAL 30-58100-616 201 l GENERAL OBLIGATION 30-58 100-6 18 PRINCIPAL- 2014 BOND 30-58100-619 2016 GENERAL OBLIGATATION 30-58100-620 2018 GENERAL OBLIGATION 30-58100-621 INTEREST ON BOND 30-58100-623 UNFUNDED UABILITY INTEREST
TOTAL DEBT
2,206.13 400.00 .00
210,457.50 .00
76,250.00 .00 .00 .00
8,173.01 .00
297,486.64
2,206.13 1,200.00 160,000.00 215,686.25 23,000.00 76,250.00 120,000.00
.00 70,000.00 149,316.02
5,688.59
823,346.99
2,583.00 1,400.00 160,000.00 35,458.00 23,000.00 76,250.00 330,000.00 120,000.00 70,000.00 212,401.00 5,689.00
376.87 200.00
.00 -180,228.25
.00 .00 210,000.00 120,000.00 .00 63,084.98 .41
1,036,781.00 213,434.01
85.4 85.7 100,0 608.3 100.0 100.0 36.4
.0 100.0 70.3 100.0
79.4
TOTAL FUND EXPENDITURES
297,486.64
823,346.99
1,036,781.00 213.434.0l
79,4
NET REVENUE OVER EXPENDITURES
283,015.23-
454,078.63
68,363.00 -385,715.63
664.2
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 17
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31. 2020
POLICE CAPITAL
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
TAXES
40-41100 PROPERTY TAXES 40-41130 FIRE & RESCUE PROPERTY TAXES
TOTAL TAXES
.00
39,006.00
39,006.00
.00
.00
28,711.00
28,711.00
,00
.00
67,717.00
67,717.00
.00
100.0 100.0
JOO.O
lNTERGOVERNMENTAL
40-43210 INTERGOVERNMENTAL GRANTS 40-43215 POLICE REVENUE 40-43220 INTERGOVERNMENTAL REVENUE
TOTAL INTERGOVERNMENTAL
.00
4,000.00
.00 -4,000.00
.0
,00
36.00
3,750.00
3,714.00
1.0
,00
1,000.00
.00 -1,000.00
.0
.00
5,036.00
3,750.00
-1.286.00
134.3
TOTAL FUND REVENUE
.00
72,753.00
71,467.00 -1,286.00
101,8
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/'2020 12:06PM PAGE: 18
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
POLICE CAPITAL
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
CAPITAL PROJECTS
40-91000-801 CAPITAL PROJECTS 40-91000-802 CAPITAL LEASE 40-91000-803 CAPITAL EQUIPMENT
TOTAL CAPITAL PROJECTS
.00
28,711.00
28,711.00
.00
.00
34,230.00
34,230.00
.00
.00
6,990.00
6,990.00
.00
.00
69,931.00
69,931.00
.00
100.0 100.0 100.0
100.0
TOTAL FUND EXPENDITURES
.00
69,931.00
69,931.00
.00
100.0
NET REVENUE OVER EXPENDITURES
.00
2,822.00
1,536.00 -1,286.00
183.7
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
l l/12/2020 12:06PM PAGE: 19
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
DEPARTMENT OF PUBLIC WORKS
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
TAXES 41-41100 PROPERTY TAXES
TOTAL TAXES
.00
46,247.00
46,247.00
.00
.00
46,247.00
46,247.00
.00
100.0 100.0
INTERGOVERNMENTAL 41-43540 STATE TRANSPORTATION AID
TOTAL INTERGOVERNMENTAl
36,835.84
36,835.84
46,731.00
9,895.16
78.8
36,835.84
36,835.84
46,731.00
9,895.16
78.8
PUBLIC CHARGES FOR SERVICES 41-46320 GARBAGE CONTAINER & FEES
TOTAL PUBLIC CHARGES FOR SERVI
269.00 269.00
4,440.06 4,440.06
.00 -4,440,06
,0
,00 -4,440,06
.0
MISCELLANEOUS REVENUE
41-48100 INTEREST 41-48200 MISCELLANEOUS REVENUE 41-48310 EQUIPMENT SALES
TOTAL MISCELLANEOUS REVENUE
,00
,02
.00
·,02
.0
.00
90.00
.00
-90.00
.0
.DO
,00
16,450.00 16,450.00
,0
.00
90.02
16,450.00 16,359.98
.6
TOTAL FUND REVENUE
37, 104,84
87,612.92
109,428.00 21,815.08
80.1
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 20
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
DEPARTMENT OF PUBLlC WORKS
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
CAPITAL PROJECTS 41-9 I 000-801 CAPITAL PROJECTS
TOTAL CAPITAL PROJECTS
222,559.55
219,108.25
300,000.00 80,891.75
73.0
222,559.55
219,108.25
300,000.00 80,891.75
73.0
TOTAL FUND EXPENDITURES
222.559.55
219,108.25
300,000.00 80,891.75
73.0
NET REVENUE OVER EXPENDITURES
185,454.71-
131,495.33-
190,572.00- -59,076.67
I 69.0J
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE:21
VILlAG:: OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
ADMIN SERVICES CAPITAL
PERIOD ACTUAL YTDACTUAL
BUDGET
UNEXPENDED
%
TAXES 42-41100 PRO,PERTY TAXES
TOTAL TAXES
,00
200,602.00
200,602.00
.00
,00
200,602.00
200,602.00
.00
100.0 100.0
INTERGOVERNMENTAL 42-43700 CDBG/ADA GRANT
TOTAL INTERGOVERNMENTAL
5,000.00 5,000.00
5,000,00 5,000.00
.00 -5,000.00
.0
.00 -5,000.00
.0
MISCELLANOUS REVENUE 42-46740 COMMUNITY EVENT DONATIONS
TOTAL MISCELLANOUS REVENUE
3.28
4,500.00
10,000.00
5,500.00
45,0
3.28
4,500.00
10.000.00
5,500.00
45.0
TOTAL FUND REVENUE
5,003.28
210,102.00
210,602.00
500:00
99.8
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
ll/12/2020 12:06PM PAGE: 22
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
ADMIN SERVICES CAPITAL
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
CAPITAL PROJECTS
42-91000-235 42-91000-519 42"91000-801 42-91000-803
COMMUNITY EVENTS GASB 45 OBLIGATIONS CAPITAL PROJECTS CAPITAL EQUIPMENT
TOTAL CAPITAL PROJECTS
.00
444.81
15.000.00 14,555.19
3.0
7,84L78
75,689.91
142,102.00 66,412.09
53.3
.00
6,530.01
44,500.00 37,969.99
14.7
2,006.59
2,006.59
.00 -2,006.59
.0
9,848.37
84,671.32
201,602.00 116,930.68
42.0
TOTAL FUND EXPENDITURES
9,848.37
84,671.32
201,602.00 116,930.68
42.0
NET REVENUE OVER EXPENDITURES
4,845.09-
125,430.68
9,000.00 -116,430.68
1393.7
FOR ADMINISTRATION USE ONLY
83 % OF THE FiSCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE:23
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
PUBLIC SAFETY COMM CAPITAL
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
TAXES 46-41100 PROPERTY TAXES
TOTAL TAXES
,00
21,548.00
21,54B.OO
,00
.00
21,548,00
21.548.00
.oo
100.0 100.0
SOURCE43 46-43210 INTERGOVERNMENTAL GRANTS
TOTAL SOURCE 43
.00
,00
131,198.00 131,198.00
.0
.00
.00
131,198.00 131,198.00
.0
INTERGOVERNMENTAL REVENUE 46-47110 CONTRACT REVENUE
TOTAL INTERGOVERNMENTAL REYE
,00
150,838.97
150,839.00
.03
,00
150,838.97
150,839.00
.03
100,0 100,0
TOTAL FUND REVENUE
.00
172.386,97
303,585.00 131,198.03
56.8
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:06PM PAGE: 24
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31. 2020
PUBLIC SAFETY COMM CAPITAL
PERIOD ACTUAL YTDACTUAL
BUDGET
UNEXPENDED
%
DEPARTMENT 91000 46-91000~803 CAPITAL EQUIPMENT
TOTAL DEPARTMENT 91000
.00
5,320.00
223,983.00 218,663.00
2.4
.00
5,320.00
223,983.00 218,663.00
2.4
TOTAL FUND EXPENDITURES
.00
5,320.00
223,983.00 218,663.00
2.4
NET REVENUE OVER EXPENDITURES
,00
167,066.97
79,602.00 --87,464.97
209.9
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
I l/12/2020 12:06PM PAGE: 25
VILLAGE OF BAYSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
LIBRARY FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
LIBRARY FUND
50-47400 50-47410 50-47420 50-47430 50-47500
JOINT LIBRARY RECEIVABLES LIBRARY COPY FEES LIBRARY FlNES NET LENDER REVENUE DONATIONS
TOTAL LIBRARY FUND
.00 494.67 896.24
,00 .00
1,390.91
744,759,32 2,720,48 10,079.96 175.00 336.06
758,070.82
938,948.00 10,000,00 27,000.00 278.00 250.00
976,476.00
194,188.68 7,279.52 16,920.04 103.00 -86.06
218,405.18
79.3 27,2 37.3 63.0 134.4
77.6
OTHER INCOME 50-48200 SUNDRY OTHER INCOME
TOTAL OTHER INCOME
.00
259,482.03
.00
259,482.03
.oo -259,482,03
,0
.00 -259 ,482,03
.0
OTHER FINANCING SOURCES 50-49300 FUND BALANCE APPLIED
TOTAL OTHER FINANCING SOURCES
.00
,00
40,000.00 40,000.00
.0
.00
.00
40,000.00 40,000.00
,0
TOTAL FUND REVENUE
1,390.91
1,017,552.85
1,016,476.00
-1,076.85
100.1
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
l1 /12/2020 12:07PM PAGE: 26
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
LIBRARY FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
GENERAL LIBRARY
50-61000- 110 LIBRARY DIRECTOR SALARY 50-61000- 111 OVERTIME 50-61000- 120 SALARIES-OTHER UBRARY STAFF 50-61000-150 WISCONSIN RETIREMENT 50-6 l 000- 151 SOCIAL SECURITY 50-61000-152 LIFE INSURANCE 50-6 1000- 153 HEALTH INSURANCE 50-6 1000-154 DENTAL INSURANCE 50-6 1000-155 UNFUNDED LIABILITY-WRS 50-6 l 000-156 UNEMPLOYMENT 50-6 l 000-218 LEGAL FEES 50-6 1000-221 ELECTRIC 50-6 1000-222 TELEPHONE 50-6 l 000-223 WATER/SEWER 50-61000-227 SYSTEM EXPENSE 50-61000-230 MAINTENANCE 50-61000-233 EQUIPMENT MAINTENANCE 50-61000-310 SUPPLIES 50-6 1000-31 l POSTAGE 50-6 1000-321 DUES-EDUCATIONAL 50-61000-322 STAFF TRAINING 50-61000-323 PROMO & ADVERTISING 50-61000-345 MILEAGE 50-61000-399 BANK SERVICE FEE 50-6100()..501 SALES TAX EXPENSE 50-61000-510 INSURANCE AND BONDING 50-61000-513 WORKERS COMP INSURANCE 50-61000-535 LEASE/CONDO FEES 50-61 00Q..81 I REFERENCE-SERIALS 50-61000-812 ADULT BOOKS 50-61000-813 JUVENILE BOOKS 50-61000-815 NONPRINT MEDIA 50-61 000-830 ADULT PROGRAMS
TOTAL GENERAL LIBRARY
13,818.08 .00
28,155.65 1,599.36 3,132.82 9.05 4,905.59 90.58 .00 531.00 .00 2, 123.Bl 219.54 485.99 88.06 2,814.92 1,857.79813.95 117.00 171.00 .00 444.40 .00 .00 .00 .00 .00 .00 349.00 1,954,13 1,658.47 661.02 170.98
62,456.61
72.810.28 19,521.00 337,638.48 17,728.72 30,012.03
79.75 70,705.96
1,049.27 13,571.04
886.89 .00
24,968.16 1,920.02 1,728.10
40,338.80 19,847.20 10,422.17 12,308.63
343.12 266.00 894.90 1,119.58
17.77 .00 .00 .00
743.82 3,953.00 1,484.35 9,409.87 10,117.78 3,146.51
381.07
707,414.27
80,000.00 19,521.00 482,425.00 28,544.00 43,070.00
120.00 94,052.00
.00 13,571.04
4,000.00 2,500.00 32,397.00 2,400.00 2,850.00 43,639.00 34,220.00 12,150.00 17,800.00
600.00 1,000.00 3,385.00 1,350.00
700.00 100.00 500.00 1,400.00 1,350.00 51,600.00 9,985.00 21.000.00 16,500.00 8,200.00 3,000.00
1,033,929.04
7,189.72 .00
144,786.52 J0,815.28 13,057.97
40.25 23,346.04 -1,049.27
.00 3,113.11 2,500.00 7,428.84 479.98 1,121.90 3,300.20 14,372.80 1,727.83 5,491.37 256.88 734.00 2,490.10 230.42 682.23
100.00 500.00 1,400.00 606.18 47,647.00 8,500.65 11.590.13 6,382.22 5,053.49 2,618.93
326.514.77
91.0 100.0 70.0 62.1 69.7 66.5 75.2
.0 100.0
22.2 .0
77.1 80.0 60.6 92,4 58.0 85.8 69.2 57.2 26.6 26.4 82.9
2.5 .0 .0 .0
55.l 7.7 14.9
44.8 61.3 38.4 12.7
68.4
TOTAL FUND EXPENDITURES
62,456.61
707,414.27
1,033,929.04 326,514.77
68.4
NET REVENUE OVER EXPENDITURES
61,065.70-
310,138.58
17,453.04- -327,591.62
1777.0
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:07PM PAGE:27
SOURCE 48 60-48200 MISC REVENUE
TOTAL SOURCE 48
TOTAL FUND REVENUE
VILLAGE OF B.A YSIDE REVENUES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
LIBRARY CAPITAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
.00
9,609.62
.00
9,609.62
.DO
9,609.62
.DO -9,609.62
.0
-9,609.62
.0
.OD -9,609.62
.0
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:07PM PAGE: 28
VILLAGE OF BAYSIDE EXPENDITURES WITH COMPARISON TO BUDGET FOR THE 10 MONTHS ENDING OCTOBER 31, 2020
LIBRARY CAPITAL FUND
PERIOD ACTUAL YTD ACTUAL
BUDGET
UNEXPENDED
%
60-91000-801 CAPITAL PROJECTS TOTAL DEPARTMENT 91000 TOTAL FUND EXPENDITURES NET REVENUE OYER EXPENDITURES
1.486.91-
10,104.30
294,098.00 283,993.70
3.4
1,486.91 ·
10, !04.30
294,098.00 283,993.70
3.4
1,486.91
10,104.30
294,098.00 283,993.70
3.4
1,486.91
494.68-
294,098.00- -293,603.32
.21
FOR ADMINISTRATION USE ONLY
83 % OF THE FISCAL YEAR HAS ELAPSED
11/12/2020 12:07PM PAGE: 29
.._JTT /i 7
SUMMARY OF CLAIMS
October 3, 2020 through November 9, 2020
October 16, 2020 October 30, 2020
$38,682.99 $495,086.72
TOTAL
$533,769.71
VILLAGE OF BAYSIDE
Check Register Check Issue Dates: l 0/ 16/2020 - l 0/ 16/2020
Page: l Oct 16, 2020 08:48AM
Report Criteria: Report type: Summary
Check Issue Date Check Number
Payee
Amount
10/16/2020 J0/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020 10/16/2020
36409 ABRAHAM'S ON-SITE SHREDDING SE 36410 ACCUTEMP MECHANICAL 3641 l ALLIANCE FOR INNOVATION 36412 BAKER & TAYLOR 36413 BEAR GRAPHICS 36414 BLOCK IRON & SUPPLY CO - OSHK 36415 BOND TRUST SERVICES 36416 BUELOW VETTER BUIKEMA OLSON V 36417 CINTAS FIRE PROTECTION 36418 CITY OF GLENDALE 36419 DIGGERS HOTLINE INC 36420 DIVERSIFIED BENEFIT SERVICES 36421 ECONOMY GLASS INC. 36422 EGGERS IMPRINTS 36423 GREAT LAKES TV SEAL 36424 HERBST OIL 36425 HUMPHREY SERVICE PARTS INC 36426 KUJA WA ENTERPRISES INC 36427 LIESENER SOILS INC 36428 MADACC 36429 MATHESON TRI-GAS INC DEPT 3028 36430 MidAmerica Books 36431 MIDWEST TAPE LLC 36432 PREMIUM WATERS INC. 36433 SPECTRUM ENTERPRISE 36434 STREICHER'S 36435 TRANSCENDENT TECHNOLOGIES 36436 UNEMPLOYMENT INSURANCE 36437 WDNR 36438 WE ENERGIES 36439 WE ENERGIES 36440 WM RECYCLE AMERICA
45.00 3,511.48 1,020.00 4,909.60
619.63 1,399.66
400.00 649.00 620.00 362.19 332.80
95.00 3,529.55
457.00 860.00 3,949.71 717.76 4,000.00 2,640.00 2,226.35
52.05 72.00 32.98 57.90 192.91 234.50 536.00 84.00 176.00 2,452.98 2,123.81 323.13
Grand Totals:
38,682.99
VILLAGE OF BAYSIDE
Check Register Check Issue Dates: 10/30/2020 - 10/30/2020
Page: 1 Oct 31, 2020 06:29AM
Report Criteria: Report type: Summary
Check Issue Date Check Number
Payee
Amount
10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020 10/30/2020
36445 36446 36447 36448 36449 36450 36451 36452 36453 36454 36455 36456 36457 36458 36459 36460 36461 36462
AMAZON/SYN CB CITY OF MEQUON DAVIS & KUELTHAU S.C. DIVERSIFIED BENEFIT SERVICES EHLERS & ASSOCIATES FIRST RESPONDERS PSYCHOLOGIC HUMPHREY SERVICE PARTS INC Kramer, Lisa KUJAWA ENTERPRISES INC MADACC MILWAUKEE COUNTY FEDERATED LI Milwaukee Metropolitan Sewerage NORTH SHORE BANK PAYNE & DOLAN UNEMPLOYMENT INSURANCE VISU-SEWER WE ENERGIES WI DEPT OF JUSTICE-TIME
3,898.15 1,097.04 7,039.46
95.00 3,800.00
150.00 106.70 75.00 212.50
5.70 735.97 66,031.79 2,034.63 222,559.55 348.00 178,243.99 6,487.24 2,166.00
Grand Totals:
495,086.72
IIIA 8
Village of Bayside Community Impact Report
October 2020
PUBLIC MEETINGS/EVENTS
· · 31
T J20%
POLICE VISIBILITY
" 94,849 '1%
BOND RATING
lfllt Aa
MYBLUE CONTACTS
e 191
ft t 6%
DISPATCH TIME 55 secs 168%
a0 .. GRANT $ AWARDED $261,503.62 0%
-DISPATCH CALLS
e) 8,815
J150Jo
FUND BALANCE ·· 29%
- - GARBAGE TONS YTD Cl 1107 DD t13%
RECYCLING TONS YTD 427
t3%
DIVERSION RATE 28%
l. .. 0%
WEB SITE VISITS
IE 36,372 t 3%
ACCESS BAYSIDE REQUESTS
1,891
.Ill t .20/o
SOCIAL MEDIA REACH
I 309,163
J 42%
ACCREDITATION
Police ·
Fire I
Dispatch
QGFOA EXCELLENCE Since · 2008
GFOA CAFR
Since 2011
§ ICMA CPM EXCELLENCE 4 Since
-
2012
TREE CITY USA
:Ji s;;:
BIRD CITY USA
,,II/' Since
2010
BUZZ OPEN RATE 57%
J 40Jo
Village Financial, Monetary, and Budgetary Policies
GENERAL OPERATIONS POLICY
Theestablishmentof general operations policy statements is an important component of the Village's financial management policy and planning efforts.
A Accounting
o The Village will establish and maintaintheaccountingsystems according to GAAP and theStateof Wisconsin Uniform Chart of Accounts.
o An annual audit will be performed byan independent publicaccountingfirmwhichwill issue an official opinion on the annual financial statements. In addition, full disclosure will be provided in the financial statements and bond representations.
o Financial systems will be maintained to monitor expenditures and revenues on a monthly basis and all revenue collections will be consolidated underthe Clerk/Treasurer.A cash-flow analysis, includingdisbursements, collections, and investments, will be prepared on a regular basis indicatingthat sufficient cash is availablefor dailyfinancial needs.
o Encumbrances represent commitments related to unperformed contractsfor goods or services and will be recorded when incurred. Encumbrances outstandingat year-end wlil be reported as reservations offund balance.
o The Village will establish and maintain a depreciation schedule based on the straight-line method. The useful life of capital assets will be based on internal information, information on comparable assets from other governments, and general guidelines from professional or industry organizations.
B.Revenue
o Each year and whenever appropriate, existing revenues will bere--exarnined, and possible new sources of revenues will beexplored to ensure that we are maximizingourrevenue potential. In addition, major revenues will be projected for at least the next three years.
o Legally restricted revenues will be avoided when they adversely affect the short or long-term financial health of our government. One-time revenues wi II be used for capital improvements or as legally restricted to aspecific purpose.
o Each year and whenever appropriate, intergovernmental revenues will be reviewed to determine thei rshort and long~term stability, to minimize the impact of any adverse changes. Intergovernmental revenues shall be used as legally prescribed or otherwise set forth by policy.
o Any amounts due to the Vil Iage will be carefullyand routinely monitored. An aggressive policy of collection wi 11 be followed for al Ireceivables, induding propertytaxes. lnaddition, proprietaryfunds wil Igenerate revenue sufficientto support the fu II direct and indirect costs of these funds.
o All potential grants and other aid shall becarefullyexamined for matching requirements and restrictive covenants, to ensure that our participation in such grants will be beneficial and cost-effective.
o The Village will pay for all current operatingexpenseswithcurrentrevenues and will avoid budgetary procedures that balancecurrent costs at theexpense offuture years, such as postponing necessary expenses, accruingfuture revenues, or rollingover of short-term debt.
o TheVillagewill prepareand maintain a multi-yearcapital improvements plan and project its equipment replacement needs for at minimum, the next five years. In addition, a maintenance and replacement schedule will be developed and updated on an annual basis. Estimated costs of each capital improvement projected for each yearwill be ind uded in the annu.al budget, including the impact to annual operating expenditures.
o Intergovernmental fundingsources for capital improvements from the federal, state, and private sector will be activelysought and used as available to assist infinandngof capital improvements.
.Village of Bayside I Budget Book 2021
Page 97
Budget .Amendment Policy
Following the adoption of the annual budget, budget transfers and supplemental appropriations are made based on the following:
1 lntra-Prggram CategoJY. Amendment
o Sineethe annual Village budgetis adopted atthe functional level ofexpenditure (program categories, Le., Pu b!ic Works and Public Safety), theVillage Manager may authorize any intra-program line item change, i.e., utilities, local auto expense, supplies, etc. upto $7,500.
z Inter-Fund Amendment
o At the committee ofjurisdiction, the Department Head, along with the Village Managers approval, identifies the need to transferfunds and make a recommendation of specific amounts and accounts involved in the transfer.
o The Village Board, in acrordance with Wisconsin Statues Section 65.90 (5) {a), must approve of the transfer by the two-thirds voteofthe Board's entire membership. Subsequently, theVillage Clerk must post aClass 1notice within 10daysoftheactiontaken.
o Simi!arly, all transfers offunds from the contingency account must be approved by two-thirds ofthe Boards' membership (per Wisconsin Statutes Section 65. 90 (5) {a)).
Village of Bayside J Budget Book 2021
Page 98
Financial Procedures & Investment Policy
The purpose ofthis policy isto establish investment objectives; to delegate authorityforthe execution and reporting of investments; to establish standards of prudence; to direct the development ofinternal control; to establish standardsfor Depositories, to set and establish collateral requirements; and to identify permitted investments. This investment policyapplies to all cash assets ofthe Village, except:
1 Funds which are held by an external trustee and are restricted in their investment byterms of a trust indenture; in which case, the trust indenture shall regulate investment activities;
2. Funds granted to or held in custody bythe Village, under terms which providefor or restrict their investment in a particular manner; in which case said provisions or restrictions shall regulate investment activities;
3. Funds otherwise restricted by State or Federal laws or regulations; in which case said restrictions shall regulate investment activities.
The primary objectives of investment activities shall be the following in order of importance; safety, liquidity, and yield:
A Safety: Preservation and safety of principal are the foremost objective ofthe investment program. Investment shal Ibe undertaken in a manner that seeks to ensurethe preservation ofcapital in the overall portfol io.1 naddition, all risks associated to Villagefunds and investmentswill be disclosed on an annual basis or as requested.
1 Credit Risk- The Village will minimize credit risk, which is the risk of lossduetothefailureofthesecurityissuer orbackerby:
o Limiting investments to the types of securities listed in this Investment Policy. a Pre-qualifyingthefinandal institutions, broker/dealers, intermediaries, and advisers with which the
Village will do business. o Diversifying the investment portfolio.
2. Interest Rate Risk- TheVillagewill minimize rate risk, which is the riskthatthe marketvalueofsecurities in the portfolio will fall due to changes in market interest rates, by:
o Structuringthe investment portfolio so that securities matu reto meet cash requirementsfor ongoing operations, thereby avoiding the need to sell securities on the open market priorto maturity.
o Investing operating funds primarily in shorter-term securities, money market mutual funds, or similar investment pools and limiting the average maturityofthe portfolio in accordancewith this policy.
o Utilizing securities with adjustable coupon rates to minimize price volatility.
B. Liquidity: The investment portfolio will remain sufficiently liquid to meet all operating requirements that might be reasonably anticipated. This is accomplished bystructuringtheportfolioso that securities mature concurrentwith cash needs to meet anticipated demands.
C. Yield: The investment portfolio shall be designed with the objective of attaining a rate ofreturn/yield throughout budgetary and economic cycles, commensurate with the Village's investment risk constraints and the cash flow characteristics ofthe portfolio. Return on investment is ofsecondary importancecompared to thesafety and liquidity objectives described above. The core ofinvestments is limited to low risksecurities in anticipation of earning afair return relativeto the risk being assumed. Securities shall generally be held until maturltyunless as deemed appropriate by the Village Manager, upon written recommendation by the investment portfolio manager, orforthe following exceptions:
1 Asecuritywithdediningcredit maybe sold earlyto minimize loss of principal. 2. Asecurityswapwould improvethe quality, yield, ortarget duration in the portfolio.
Village of Bayside 'I Budget Book 2021
Page 99
liquidity needs ofthe portfolio require that the security be sold
Standards of Care & Reporting
A Prudence: The Village's investments shall be made with judgment and care, under prevailing circumstances, which a person of prudence, discretion, and intelligencewould exercise in that management of the person's own affairs, not for speculation, but forinvestment,consideringthe safety ofcapital and the yield to be derived.
B. Ethics and Conflicts of Interest: Officers and employees involved in the investment process shall refrain from personal business activity that could conflictor be perceived to conflictwith properexecution of the investment program, or that could impairtheir ability to make impartial decisions. Employees and investment officials shall disdoseany material interests infinancial institutions with which they conduct business. Theyshall further disclose any personal financial/investment positions that could be related to the performance ofthe investment portfolio. Employees and officers shall refrain from undertaking personal investment transactions with the same individual with whom business is conducted on behalfofthe Village.
C. Delegation of Authority: The Vi IIage Board {the"Board") is ultimately responsible for the investment of Village funds. The responsibilityfor conducting investment transactions is delegated to the Finance and Administration Committee (the "Committee") which shall conduct its day-to-day activities through the office ofthe Clerk/Treasurer. The Clerk/Treasurer may; with Committee and Board approval, receive assistancefrom one or more investment advisors pursuant to Wisconsin Statutes. The Clerk/Treasurerwill provide investment data, statistics and recommendations to the Committee to aid in investment decisions.
D. Reporting Requirements: The Clerk/Treasurershall report investment portfolio performance to the Committee at least annuallyor when a specific request is made. The report will summarize the investment strategies employed, describe the portfolio in terms of investment securities, maturities, risk characteristics and other factors. The report will indicate any areas of policy concern and suggested or planned revision ofinvestment strategies. The Committee shall report investment portfolio performance to the Board annually and shall ask the Board to review its investment strategies at least annually.
E. lntemal Controls: The Clerk/Treasurer shall establish asystem of internal controls, which shall be approved bythe Committee. The internal controls shall be reviewed by an independent certified public accountant in conjunction with the annual examination ofthefinancial statements ofthe Village. Thecontrols shall bedesigned to forecast cash flows, maximize the investmentofavail able balances, fully report results ofinvestment activities and prevent losses of publicfunds arising from fraud, employee error, misrepresentation by third parties, unanticipated changes in financial markets, or imprudent action by employees and officers of theVillage.
All purchases and sales ofinvestmentsecurities must be authorized by the Village Manager and Clerk/Treasurer, or in one's absence, theAccountingAssistant.AII bank accounts shall bereconciledon a monthly basis and shall be completed in a reasonable time after the receipt ofthe monthly bank statement.
Village of Bayside I Budget Book 2021
Page 100
Authorized Financial Institutions, Depositories, and Broker/Dealers
A Depositing ofFunds: All currency, checks, drafts or otherfunds in any form payableto the bearer, or endorsedfor payment, shall be promptly deposited in an approved Depository, so designated bythe Board.
Designation bythe Board shall be given only when the financial institution meets all Public Depository requirements providedfor byapplicable State and Federal laws and regulations, and thefollowing additional criteria:
1 Deposit Insurance: The financial institution is a member of the Federal Deposit Insurance Corporation {FDIC) and deposits made with the financial institution are insured to the maximum permitted bythe FDIC.
2. Depository Agreement: Anyfinandal institutions acting as a depositoryfurtheVil Iage must enter into a "depository agreement" requiringthe depository to:
a. Pledge collateral tosecure amounts over and above guaranteed amounts. All securities serving as collateral shall be specifically pledged to the Village (not as part ofa pooled fund) and placed in a custodial account at a Federal Reserve Bank, a trust department of a commercial bank, or through anotherfinancial institution.Thecustodian may not be owned or controlled bythe depository institution or its holding companyunless it is aseparately operated trust institution.
b. Requirethe custodian tosend statements of pledged collateral to the Village Clerk/Treasureron a monthly basis.
c. Annually, provide the Village its audited financial statements.
d. Provide the Village normal banking services, including, but not limited to: checking accounts, wire transfers, purchase and sale investment securities and safekeeping services. Fees, ifany, shal Ibe mutually agreed to byan authorized representative of the depository bank and theVi IIage Clerk/Treasurer.
8. Preferences for Local Financial Institutions: All else being equal comparingfl nandal institutions meeti ngthe criteria set forth, the Viiiage Board will give preference in selection to those finand al institutions who maintain offices in the immediate area.
Village of Bayside I Budget Book 2021
Page 101
Collateralization
Collateral Required: All Villagefunds held in Village Depositories which are not held in investment securities registered in the nameofthe Village shall to the extent they exceed federal deposit insurance and statepublicdeposit security fund coverage limits, be collateralized as provided in this Section. The Villagewil Iminimize the amount oftime cash and investments are held at any given bank exceeding $500,000, understanding that certain times during the year, it may be temporarily unavoidable to not exceed these dollar amounts due to fluctuating cash flows, and depository requirements.
B. Form ofCollateral: Except as provided in Subparagraph a. of Subsection C.1. ofthis Section, collateral shall be pledged in the nameofthe Village and must be one of the following:
1. Securities ofthe U.S. Treasuryor U.S. Governmental Agencyas defined bythe Federal Reserve. If held herein, the collateral may consist of any reserves deemed acceptable by the Federal Reserve Bank to meet other reserve requirements of the Depository provided it is held in a sub-account which names the Vil Iage as beneficiary.
2. U.S. government guaranteed securities such as those issued throughthe Small Business Administration, provided theyarefully guaranteed.
3. General obligations of states or municipalities provided they are rated in the highest or second highest rating categories by Moody Investors Service, Inc., Standard and Poor's Corporation or Fitch Investors Service, LP.
C. Valuation ofCollateral:
1.Valuation: Collateral must be marked to market not less frequentlythan monthlyand itsvaluereported on the monthly statement.
2. Sufficiency: The value ofthe collateral mustequal 105%of the amount requiring collateralization. Additional collateral is to be requested when the monthlystatement indicates a deficiency.
D. Substitution of Collateral: Collateral agreements are to prohibit the release of pledged assets without the authorization ofthe Vi IIage Clerk/Treasurer, however, exchanges of collateral of like value are to be permitted.
Authorized Investments
Funds ofthe ViUagewhich are not immediately needed for payment ofobligations shall be invested to the greatest extent practical, in accordance with applicable Wisconsin Statutes, ifthe funds have been appropriated for the payment ofdebt service, and Wisconsin Statutes, ifthe funds are to be used for any other purpose. The following investment securities are permitted to be used:
1. U.S. Treasury Obligations·and Government Agency Securities. 2. Certificates of Deposit. 3. Municipal General Obligations. 4. State ofWisconsin Investment Board's Local Government Investment Pool. 5. Repurchase Agreements. 6. Operating Bank Account. 7. Money Market Funds. 8. Commercial Paper. 9. Bonds rated in the highest orsecond highest rating category.
VIiiage of Bayside I Budget Book 2021
Page 102
Investment Transactions & Parameters
A. Co·mingling of Funds: The Clerk/Treasurer may pool cash from several different funds torinvestment purposes, provided such co-mingling is permitted bylaw, and records are maintained which show that interestearned on such investments has been fairly allocated to each originati ngfund.
B. Securities Firms: The Cierk/Treasurer is authorized to execute purchases and sales of Permitted Securities with Village Depositories or with securities firms previously approved bythe Committee, (the"Approved List"). Such firms must be licensed bythe Wisconsin Commissioner of Securities to conduct business in Wisconsin, shall be a member of the National Association of Securities Dealers and theSerurities Investor Protection Corporation.
C. Diversification: The investment policy incorporates the investmentstrategy and as such, will allowfor diversification of investments to theextent practicableconsideringyield, collateralization, investmentcosts, and available bidders. Diversification by investment institutions shall be determined byan analysis of yield, collateral, investment costs, and available bidders. Diversification bytypes of securities and maturities maybe as allowed bythis policy and Wisconsin State Statutes.
D. Maximum Maturities: To the e<tent possible, the Village will attempt to match its investments with anticipated cash flow requirements. However, the maximum maturities for any single investment shall not exceed five(S) years, exceptfor reservefunds. The maximum dollar-weighted average maturityforpooled investments will not exceed three (3) years. Reservefunds may be invested insecurities not to exceed ten (10) years if the maturity of such investments is made to coincide as nearlyas practicablewith theexpected call dateorfinal payment date, whichever is shorter. Forsecuritieswith adjustable ratecoupons, the average time to coupon reset will be used as a measure of average maturity.
Approval of Investment Policy and Amendment
This investment policy is intended to clarify, amend, and supersedeexistinginvestment policies.TheCommittee is delegated the authorityto amend this Investment Policyfrom time to timeas it deems such action to be in the best interest ofthe Village.Any such amendment shall be promptly recommended to the Village Board for consideration. When amendmentoccurs, any investment currently held that does not meet theguidelines ofthe amended policy, shall be temporarilyexempted from the requirements ofthis policy. Investments must come in conformancewith the amended policywithin six (6) months of the policy's adoption or the Committee must be presentedwi th a plan through which investments will come into conformance.
Village of Bayside I Budget Book 2021
Page 103
Fund Balance Policy
Theestablishmentofaformal fund balance policy is an important component of the Village's financial management policy. Maintaining appropriate levels offund balance is a key element of the Village's overall financial health. This policy is intended to set targets for the desired level offund balances, identifythe approach to maintain these levels, and to provide guide!inesforthe use of fund balance.
A To insulate the Villagefrom large, unanticipated one-time expenditures or revenue reductions resultingfrom external changes.
B.To provide funds to allow the Village to respond to unforeseen emergencies.
C. To help stabilize the Village's tax levy due to a temporary reduction in norrpropertytax revenue.
D.Toprovidesuffidentworkingcapitaltoeliminatetheneedforshort-termborrowingduetothetimingofthe receipt ofshort-term receivables and the remittance ofshort-term payables.
E.To striveto maintain ageneral fund balancebetween 25% to 30% of budgeted general fund appropriations. In determining the acceptable range of general fund balance, the Village considered thefollowingfactors:
o Historical stabilityofthe Village's revenues, expenditures, and mill rate. o Timing of revenue collections in relation to payments made for operational expenditures. o Anticipated growth in theVillage's valuation and/orservices to be provided to Village residents.
F. Applyany operational surplus at the end of anyfiscal year to the reserve for working capital if necessary to meet policy minimums.
G. Eliminatethe budgeted use offund balance ifits use would reduce the available balance below policy minimums.
Village of Bayside I Budget Book 2021
Page 104
Fund Balance and Reserve Fund Requirements
The Village recognizes that fund balances are targeted objectives to ensure the long-term stabilityof the Village's finances. From time to time, upon Village Board authorization, the funds may not contain thestated goal. This is done with theunderstandingthat it is in the best interests of the taxpayers and most cost-effective mannertoutilizethe reserve funds.
TheVi IIage also recognizes that insome instances, it will take ti me to build the fund balances to the desired level. The timeframefor achievingthedesired level is balanced with the short and longterm financial considerations of the Village.
A General Fund-Thefund balance shall be between 25% and 30% ofthe budgeted general fund appropriations as approved by the Village Board as of January 1 of each year. Any e«:ess may be allocated accordi ngto the percentages outlined below,and approved by theVillage BoardofTrustees upon completion ofthe annual auditofVillage financials. Amounts over the 30"/4 will be allocated as follows or as otherwise deemed necessary into designated reserve accounts by the Viilage Board:
o 30% to the Debt LevyStabilization Account; o 30% to the GASB 45/0PEB Designated Account; o 20% to the Road Reserve Fund; o 10%to the DPW Equipment Reserve Fund; o 10%to the Future Building Projects Fund.
B.Sm.J.itll:Y. Sewer Reserve Fund- Thefund balance rangefortheSanitarySewerReserve Fund shall not be less than
60"/4 and not more than 100% ofthe annual residential and commercial billings of the operation.
C.~tY. Sewer Eq!Jipment Fund - Thefund balanee rangeforthe Sewer Equipment Fund shall be not less than the cost associated with the annual depredation schedulefor sanitarysewer equipment and meet the requirements of the Clean Water Fund Loan program.
D. Stormwater Reserve Fund - Thefund balanceofthe Stormwater Reserve Fund shall not be less than 20"/4ofthe annual expenditures.
E. PublicSafetv. Communications Fund - Thefund balance shall not be less than 20% of the current year operating budget as approved bythe Village Board as ofJanuary 1of each year. Surplus funds shall be allocated to the Public Safety Communications Capital Reserve Fund.
F..Ql:\t:l.EQl.lipment Reserve Fund - Funds shal Ibe designated as set bythe Vil Iage Board to this fund from time to time.
G. Police Department Eg!Jipment Reserve Fund- Funds shall bedesignated as set by theVillage Board to this fund from timeto time.
H. Administrative Services Equipment Reserve Fund - Funds shall be designated as set bythe Village Board to this fundfromtimetotime.
I. Public Safety Communications Capital Fund - Monies are designated based on the PublicSafetyCommunication contract with the seven North Shore communities {Bayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, Whitefish Bay). The monies are for thefuture upgrade or replacement of technology, equipment,facility, orother capital needsoftheCommunicationsCenter or Records Management System.
J. Designated Funds: The Village hasthefollowingdesignated funds; Health Reimbursement Account, GASB 45 OPEB, CWFL; ECMAR, Tax levy stabilization, Bullet Proof Vest, Road Reserve and Building. These funds are established with specific, designated operational orfunction areas and shal I befunded from timeto time as established by the Village Board.
Village of Bayside I Budget Book 2021
Page 105
Debt Management Policy
Debt can bean effectivewaytofinancecapital improvements. Statestatutes limittheamountofgeneral obligation debt agovernmental entity may issuetofive percent of its total equalized valuation. Properly managed debt preserves credit ratings, provides flexibility in current and future operating budgets, and provides long-term assets that maintain or improve our qualityoflife. To providefortheappropriate issuance and responsible use of debt, the Vi II age has adopted the fol lowing (below} debt management policy objectives.
A Long-term debt will beissuedonlyforobjects or purposes having a period of probable usefulness of at least five years. Long-term debt will be utilized so asto not exceedfifty(50%) percent ofthestatutorylimits, unless limited and extenuating circumstances exist.
B. Short-term debtshould be limited but may be issued wheneverappropriatefor objects or purposes having a period of probable usefulness ofat leastfive years, when deemed financially prudent.
C. Debt maturity will not exceed the lesser of: the useful life, or the period of probable usefulness oftheobject or purpose so financed.
D. The annual operating budgets ofall funds will be maintained so as toensurethe full and timely repayment ofdebt principal and interest due that year.
E. The total amount ofoutstanding debt will complywith Wisconsin StateStatutes.
F. Good communications will be maintained with bond rating agencies, bond counsel, banks, financial advisors, and other involved in debt issuance and management.
G. Comprehensive annual financial reports and official statements will reflect the Village's commitment tofuH and open disclosure concerning debt.
H. The Village shall maintain a Tax Levy Stabilization Designated Fund to provide the appropriate financial resources to stabilize debt payments and minimize the increase in annual tax levy allocation for debt service.
I. Revenues collected from the Village owned cell tower shall be designated to the Tax Levy Stabilization Designated Fund.
Village of Bayside I Budget Boak 2021
Page 106
Capitalized Fixed Assets Policy
The purpose ofthis pol icy is toestabl ish a general policyfor Capitalized Fixed Assets includingstandards for valuation of assets with a useful life greaterthan one-year.
A The Fixed Assets Account Group shall include general fixed assets, i.e., non-infrastructure assets. Infrastructure assets are assets that are immovable and ofvalue onlyto the Villagegovernment, e.g., buildings, sewers, and streets. As ageneral rule, "capitalized" items ma!ntai ned within the Rxed Assets Account Group shall have an expected useful lifegreaterthan one year and a purchase, donated or assessed value equal to or greaterthan $5,000. For computer equipment, initial operating software shall be included but subsequent operating software and application software shall be excluded.
8. Generally, repairs will not qualifyfor changing the initial capitalized value. Only major replacements of components and/or additions which significantly change the initial capitalized value orsignificantlyextend theexpected useful life ofany capitalized item shall be considered in order to substantiate anysubsequentyearvalue change of an asset maintained within the Fixed Assets Account Group.
C. Encumbrances are commitments related to requisitions or contracts that have been issued, butfor which nogoods or services have yet been received. Encumbrances are recorded as theyoccurfor budgetary control purposes.
The issuance of a purchase order requisition or thesigningof acontract creates an encumbrance ofthe amount required to be paid during thecurrent year. This amount is no longer available for obligation or expenditure, unless the purchase order requisition orcontract is canceled. Encumbrance records shall be maintained bythe Village Administrative Services Director.
Village of Bayside I Budget Book 2021
Page 107
Asset Valuation
Departments shall record long-term assets at historic cost or, if the cost is not readily determined, at estimated historic cost Cost shall include applicableancillary costs.All costs shall be documented, includingmethods and sources used to establish any estimated costs.
A Purchased Assets - the recording of purchased assets shall be made on the basis ofactual costs, including all ancillary costs, based on vendor invoice or other supportingdocumentation.
B. SalvageValue - the recording of purchased assets that are e<pected to be sold at retirement should be recorded with the historical estimated sale value if In excess of $5,000. lfsale value is less than $5,000, normal depreciation for the useful lifewill beused.
C. Self-Constructed Assets - All direct costs {including labor) associated with the construction project shall be included In establishing a self-constructed asset valuation. If adepartment is unable to spedfical ly identifyall direct costs an estimate of the direct cost is acceptable but must be supported by a reasonable methodology.
D. Donated Assets Fixed assets acquired bygift, donation or payment ofa nominal sum not reflective otthe asset's market value shall be assigned cost equal to thefair market value at the ti meofacquisition.
E. Leased Property - Capital lease propertyshould be recorded as an asset and depreciated as though it had been purchased.
F. Dedicated Assets - Required installation by Developerof publicimprovements, including but not limited to sanitary service mains, manholes, laterals and all appurtenances, water mains, laterals, hydrants, valves and all appurtenances, storm sewers, stormwater management measures, streets, curb and gutter, street lights, street signs, sidewalks will be dedicated to the Village upon completion. Recording ofinfrastructure assets will be made on the basis ofactual costs, including all ancillary costs, based on vendor invoiceorothersupportingdocumentation provided by the Developer.
Village of Bayside I Budget Boak 2021
Page 108
Chairs, tables, bookcases, file cabinets ar other furniture items which individually cost $5,000 or more wtlh an expected useful life greater than one year.
Computers and associated equipment
Lorge computers, personal computers {PC's), printers, and copiers that individually cost $5,000 or more with an expected useful life greater than one year.
Motorized road equipment, i.e. All permanent or semi-permanent attachments shall
cars, trucks, or ambulances
be included, e.g., snow plaws, salt spreaders, etc.
Other non-motorized equipment All equipment that individually cost $5,000 or more not attached to or associated with an expected useful life greater than one year. with motorized equipment
Purchasing & Expenditure /Expense Policy
$1.000 and over
Village of Bayside I Budget Book 2021
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Billing/Accounts Receivable Collection Policy
The establishment of a formal Billing/Accounts Receivable Collection policy is an important component of the Village's fi nandal policy and management efforts.
A The Villageshall not sell municipal materials (goods orsupplies) to third parties unless authorized by theVillage Manager.
B. The Village reserves the right to require cash payment priorto the sale ofany goods or services.
C. Ariy delinquent accounts in which thestatutes allow for placingon thetax roll will not be considered for writing-off. Any delinquent accounts which qualifyfortheStateof Wisconsin, Department of Revenue Refund Interception Program, State Debt Collection, orotherstatutorily authorized tools will be pursued through the program priorto being considered forwriting-off.
D. Due diligence will be conducted byVillagestaff fortheco!lection of receivables.Accounts will be considered de!inquent upon reaching 30days beyond the date of the invoice or upon the first day after the due date as per the invoice. Invoices overdue will accrue appropriate penalties as defined bytheClerk/Treasurer and/or the Finance and Administration Committee.
E. Accounts considered for writing-off arethose that cannot becollected because of the inabilityto locate the party owingthe Village money. the party has filed for bankruptcy. ortheexpenseofcol!ected thedelinquentfunds owed to the Village exceed the amount ofthe delinquency.
F. Delinquent personal propertytax bills that become a year overdue and are determined to be uncollectible bythe AdministrativeServices Director will be presented to the Financeand Administration Committee and authorization to write-off will be required for any amounts over $1,000. Delinquent personal property is exemptfrom any administrative fees or interest charges, as the interest and penalties associated with delinquent persona! property taxes are set forth in state statutes.
Village of Bayside I Budget Book 2021
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Segregation of Duties and Financial Controls Policy
The Village has established asystem of internal financial controls to carryout its operations in an economical, efficient, effective and orderly manner. The primaryobjective ofthe internal control system is appropriate segregation of duties.
A Staffwho create purchase orders shall not approve those purchase orders. That is, a person independent ofthe purchase order creation, must approve the purchase order.
8. Staffwho create purchase orders may approve receipt ofgoods for those purchase orders. However, where a variation to the original purchase order occurs, it must be approved bya person independent of the variation to the order.
C. Staffwho enteraccounts payable invoices shall not approve payment of those invoices. Aperson independent of the invoice entry process must approve invoice payments. Payable checks shall be mailed bya person otherthan the person who created the checks.
D. Staffwho create accounts receivable invoices may also process credit notes and debt write-offs. However, these transactions are supported by documentation with sign-off authorized delegates, who do not have access to create account receivable invoices.
E. Staff who create general journals and other system journals shall not approve those journals for posting to the general ledger.The Village Manager, who is independent of the journal creation process, shall approve the posting of journals.
F. Users with access to create accounts receivable invoices have retained access to add or change customer records in the address book. The Village understands and recognizes the risk associated with this particularduty.
G. Staffshall prefer system control led on-linetransactional environments with appropriate security and audit trails.
H.Staff shall have end to end responsibilityfor any series offinancially related transactions to be distributed among two or more staff members ordepartments.
I. Non-compliance with established procedures are reported directlytothe Village Manager and the Finance & Administration Committee.
J. At a minimum, payroll shall be reviewed by the appropriatedesignee by: Scanningthe names of those paid for people who have been terminated ornot hired, scanning the amounts paid to peopleto mal<e surethey look reasonable in amount, and to review hours worked to validate thatthey are reasonable hours for the person doing the job.
K. Noone individual is to handle a cash transaction from receipt to deposit. If adepartment is unable to separate the receipt ofcash and deposit function due to staffingIimitations, a responsibleemployee independentfrom these functions (normally adepartment head or administrativesenior employee) must be designated to verify that the total amount received equals the total amount deposited. This should be done daily, but no less than once aweek
LAIi deposits should be made intact; department receipts should never be used to replenish petty cash orother funds.
M.AII security and bid deposits received in negotiable form and escrowed funds orotherfunds requiring specialized handlingshould be held in the main vault at Village Hall.
N. The general operatingstandard for deposit of negotiable funds, cash and checks, to the primarydepositoryshal Ibe within twenty-four hours of receipt of those funds. Departments should weigh reasonableness and practicality versus security in determiningthetimingforthedeposit of smaller amounts.All deposits not made daily should be held in asecured location such as asafeorvault.
Village of Bayside f Budget Book 2021
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0. Segregation ofdeposit duties: TheAdministrativeServices Director and/or Accounting Assistant shall have the responsibilityfor creating all deposits for the Village.The actual deliveryofthedeposits (in asealed envelope)shali be the responsibility of the Police Department.
Village of Bayside I Budget Book 2021
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I II 41b
2021 Goals & Objectives
Arevised, more results-oriented and data-driven approach in goal setting and achievement, which aligns with the organizational emphasis placed on performance measurement, has been fully utilized in 2021. Effectively measuring and evaluating goal achievement is a complex, yet essential activity. To accomplish a results-oriented and data-driven approach, the Village uses the SMART goal approach. Within each strategic initiative, you will find four (4) SMART objectives.
What is a SMART Goal? SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant, and Time-bound. Goals are agreed upon on an annual basis that meet each of these criteria. An example of a SMART goal fort he Village would be to identify $300,000 in new revenue sources, operational efficiency savings, and/or collaboration with other municipalities, as well as identify and apply for $300,000 in grants between October 1, 2020 and October 1, 2021.
Why Use SMART Goals? SMART goals provide and objective a verifiable means to track performance and accomplishment. Acommon goal of an organization may beto streamline a process and create efficiencies. While this is a nice goal on paper, how does one ensure the goal has been met?
Hidden Benefit of SMART Goals While implementing a focus on SMARTgoals, the Village maintains a pragmatic approach to goal accomplishment. Operations can run into unexpected circumstances or barriers that are beyond control. This highlights a hidden benefit ofsetting SMART goals - honest, open dialogue, and reflection. If a SMART goal is not achieved, staff is provided with an opportunity to reflect on why the goal was not met and make changes for the future. This provides an unparalleled chanced to review internal processes and procedures that can hinder goal achievement. Perhaps there trulywa an event that was outside the span of control that prevented agoal to be achieved. More likely, the process or procedures in place are not conducive to goal achievement and can now be altered to remove barriers of success.
Next Steps On the following pages, you will find the SMART goals that the Village has set for 2021 which align with our five (5) strategic initiatives- Fiscal Integrity, Community Collaboration, Connected Communication, Service Excellence, and Sustainable Resilience.There will be a series of four (4) objectives within each service area. Often, these goals are only able to be achieved by accomplishing a series of smallerobjectives. Within each service area in the budget, you will find objectives toachievethese larger goals.
Village of Bayside I Budget Book 20,!l
Page 13
1. FISCAL INTEGRITY: Provide sound financial management and future financial stability. A.Sound Management 1. Receive Government Finance Officers Association (GFOA) Excellence In Budgeting and Comprehensive Annual Financial Reporting (CAFR) Award. 2. Complete Village audit with no new material weaknesses. 3. Develop2022-2027Village Long-Term Financial Plan.
B. Finandal Stability i Mitigate impact ofCOVI D-19 and pandemic related issues. 2. Coordinate planned long-term debt issuance for 2021-2023VillageCapital Projects. 3. Implement ClearGOVbudgetingprogramwith development of the annual budget, compliant with levy limits and expenditure restraint programs, strengthening fund balances and reserves.
C. Collaborative Service Enhancements 1 Identify $300,000 in new revenue sources, operational savings, collaboration with other municipalities, contract rebidding, grants, etc. 2 Coordinate internal Financial Steering Committee. 3. Seek levy limit exemption for joint Public Safety Communication Center.
2. COMMUNITY COLLABORATION: Maintain equitable, diverse, and inclusive community partnerships. A. Neighborhood Stability i Enhance neighborhood and community identity and pride through the development ofVillage recognition programs. 2 Formalize and promote myB lue Neighbor Mediation Program. 3. Develop CommunityStandards campaign focused on education, promotion, and enforcement of Vil Iage codes.
B. Community Enrichment 1 Facilitate statutorily required 2021 Comprehensive Plan update. 2 Promote Village sponsored events and encourage community-based events. a Develop annual Citizens Academy program.
C. Cooperative Partnerships 1. Identify community leaders to serveas myBlue partnership coordinators. 2. Quantify metricstoevaluatetheeffectiveness ofthe myBlueand myCrew programs. 3. Implement Access Bayside sector mappi ngfeature for issue identification.
3. CONNECTED COMMUN ICATION: Provide proactive, reliable, and transparent communications. A. CustomerService 1 Develop formal customer service program standards. 2. ldentifytrendingand reoccurring seasonal issues and develop public resources guides. 3. Develop a Communications Plan for all communication platforms.
B. Virtual Services 1. Enhance social media reach. 2 Produce weekly Bayside Buzz and increase subscribers. 3. Synchronizecommunications across availablechannels to provideconsistent information and resources to residents.
C. DIY Resources 1 Maintain Village website interface and update information weekly. 2 Enhancecommunication tools to educate and enable citizens in the use of onlineresources. 3. Promote Access Bayside and educate residents on the use of the platform.
VIiiage of Bayside I Budget Book 2021
Page 14
4. SERVICE EXCELLENCE: Provide solution-based innovative services. A. Performance Management 1. Maintain organizational recognitions for excellence in perlormance management. 2 Update pertormance management tracking system and reporting. 3. Update Village Strategic Plan.
B. Technological Advancement and Innovation i Audit existing Information Technology system processes. 2 Develop work plan for Building Services Department paperless permitting. 3.1 mplement Next Generation 911 technology.
C. Employee Development 1 Update and implement leadership succession plan. 2 Review and implement areas identified in CVM IC Safety and Human Resources Audit. 3. Continue implementation of employee appraisal process as well as develop and implement merit-based pay system.
5. SUSTAINABLE RESILIENCE: Provide environmental stewardship and promotefuture resilience.
A. Environmental Infrastructure 1. Administer Emerald Ash Borer and Urban Forestry Management Plan. 2 Update Sanitary Sewer Public and Private Inflow and Infiltration Program. 3. Conduct analysis ofcapital assets and develop replacement life cycle.
B. Stonnwater Mitigation 1. Updatestormwater management plan requirements. 2 Expand right-of-waystormwater management infiltration program. 3. Implement Phase 2 FairyChasm Stormwater management plan.
C. Environmental Stewardship 1. Develop environmental educational materials. 2 Identify cost-effective disposal partnerships to address collection materials. 3. Analyze alternative energy sources for Vi II age facilities, equipment, and operations.
Village of Bayside I Budget Book 2021
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Performance Measurement
Performance measurement is the cornerstone of continuous improvement in providing Village services and fulfil Ii ng the Vil Iage's five strategic initiatives:
o Fiscal Integrity o Service Excellence o Connected Communication o Sustainable Resilience o CommunityCollaboration
Performance measurement strongly supports the Village's mission to be a leader in accountable and innovative public service. It demonstrates the drivefor the cont!nual enhancement in the qualityof the servicesthe Village provides. The Village takes great pride in the services provided from emergency response to garbage and recycling collections. Performance measurement identifies historical trends that can be analyzed forfuture improvement.
The numbers in this report are not reflective of all the measurement and analytics that the Vi IIage is tracking. It's rather meant to be a representative sample to demonstrate how the Village Is collecting data, analyzing it, and putting itto used to make continuous performance improvements. Improvement can take manyforms, whether it be changes that are moreefficient, cost-effective, or both.
In 2020, theVillage's performance measurement program received global recognition for Excellence bythe International City/County Management Association. The Villagefocused efforts this yearon the performance measurement dashboard and emphasis on benchmarkingwith comparison communities. Ccmparativedata provides the opportunityto learn from similarcommunities to improve program and servicedelivery.
Certificates are based on established criteria and are awarded at three levels: Achievement, Distinction.and the highest level ofrecognition, Excellence. Recipients at all levels collect and verify data to ensure reliabilitY, train staff in performance measurement. and report data to the pubIic through budget, newsletters, and/or information provided to elected officials.
Certificates of Excellence are awarded to thosewho also providecomparativeand benchmarking information to the public, use performance data in strategicplanningand operational decision-making, use dashboards, conduct and report customer service surveys, and share their knowledge with other local governments through presentations, site visits, and othernetworkingactivities. Bayside ls among25 jurisdictions receiving the Certificate of Excellence,and one of 60 recognized overall. This is the eleventh year that Bayside has been recognized for its accomplishments.
Village of Bayside I Budget Book 2021
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PERFORMANCE OVERVIEW
Village of Bayside l Budget Book 2021
Page 3
Executive Summary
The Village of Bayside is always looking to improve our services and commitment to the community, Did you know? o Between 2011 and 2021, the property tax levy has increased by 5.52%while the Consumer Price Index has increased by 14.56%. o The average assessed home value in 2020was $382,611. o The Village meets its general fund balance policy of 25%. o Police issue,on average, 1,30Bwarnings a year, while the averagefor citations is 1,475. o The Village experiences an average of 30crimes per year. o The BaysideCommunicationsCenterprocessesover 117,000call peryear. o 5.4%ofall NSFDfirecalls are for Bayside. o The average PASER value for Bayside roads is 7.2out of 10. o Since 2004, Village health insurance premiums have increased by 27.5% for family and 35% for single. o The Village's workers comp mod factorwill remain .9 in 2021. o The Village website isvislted an average of42,000times per year which is above our target of 40,000. o Approximately 2,190 people receive the Bayside Buzz each week. o Crews spend an average of 1,291 hours collecting loose and bagged yard waste. o Approximately 190 garbage special pick-ups were conducted in 2020. o DPW collected approximately 1,400tons of garbage and 550tons of recycling in 2020. o The leaf vacuum is used for an average of 347 hours of collection each year. o DPW crews spend an average of 472 hours removing snow and ice. o Crews clean over 26,000feet of sanitary sewer each year. o Roughly 550 building permits will be issued in 2020.
Village of Bayside I Budget Book 2021
Page 4
Fiscal Integrity
Provide sound financial management and future financial stability.
In furthering the strategic initiative offiscal integrity the Village strives to provide strong current and future financial stability. Key aceom pl ishments in furthering fi seal integrity:
o Awarded $261,503.62 in grant funding. o 2019 audit was completed with one (1) less material weakness. o Maintained Aa2 bond rating. o Received GFOA Distinguished Budget Presentation Award. a Received GFOA Certificate of Achievement for Financial Reporting.
Metric Revenues Expenditures Monthly Finances Annu al Audit Bond Rating Fund Balance Grant Dollars Awarded GFOAAward :::AFR Award
Measurement Budget Variance Budget Variance Completion Date (Days) Material Weakness
Maintain Aa2 Policy Adherence Awards Secured Awards Received Awards Received
Target .5% -.05%
7days :5 2 Aa2 25%
$100,000 Yes Yes
Most Recent
] (
m
DI
Goal Increase Decrease Maintain Maintain Maintain Maintain Maintain Maintain Maintain
The following pages show a historical trend analysis of measures fallingwithin the scopeoffiscal integrity. Historical trend analysis provides more context and helps tell the story beyond current year measures. Changes in service delivery, operations, and procedures overtime impact year to year measurement. Data trends provide informative detail and rationale for setting measures and key targets.
·status of metric : Business as usual
Yellow: Caution . : Requires immediate action
Village of Bayside I Budget Book 2021
Pag e 5
Property Tax Levy
Description: The property tax levy reflects the amount of property taxes the Vi IIage collects from residential and commercial properties.
Purpose: The goal of tracking the property tax levy is to see how this rate changes over time. The property tax levy is the most indicative measure of the tax load pl aced upon Village residents.
Analysis: Between 2010and 2021, the propertytax levy has increased 6.7%. Since 2005, a municipality can increase its levy over the amount it levied in the prior year by net new construction. Historically, the consumer price index (CPI) has increased at a rate faster than the property tax levy.
$5,000,000 $ ~.000.0 0 0
Property Tax Levy
$4,372,787.00 $4,372,787.00
$4,535,204.00 $4,503,7T3 .00
$4,614,lBaOO
$3,000,000
$2.000,000
$1,000,000
$0
Village of Bayside I Budget Book 2021
Page 6
CPI vs. Property Tax Levy Increase
Description: The measures reflect the year-over-year percent change in the property tax levy in comparison to consumer price index (CPI).
Purpose: The goal of tracking these measures is to demonstrate the challenge of maintaining service levels in an environment where the levydoes not increase to align with inflation.
Analysis: The consumer price index has increased at afaster rate than the property tax levy. Levy limits and revenue constraints are sti 11 anticipated. From 2015 to 2021, theoveral Iproperty tax levy has increased $215,157 or 5.35% while CPI has increased 10.47%. In the last 12years, property taxes have increased by7.47%whiletheCPI has increased by 21.74%.
CPI vs. Property Tax Levy Increase
4
0
I
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Village of Bayside I Budget Book 2021
Page 7
Assessed Value
Description: The total assessed vaIue measures the combined value ofaII properties within the Village.
Purpose: Measuring the total assessed value provides a trend for Village property values.
Analysis: Assessed value decreased as the community and the nation went through the Great Recession. From 2010 to 2020, assessed value increased by 2.95%. At the lowest point in 2013, total assessed value had decreased by 13.7%. However, the total assessed value has increased by 19.24% between 2013 and 2020.
$800,00'.l,OOO
Assessed Value
$700,00'.l,CXXJ $648,816,000,00
$600,00'.l,OOO
$563,771,700.00
$500,0CC 000 -
10 :_l;?:, $400.000'000
i;300,0CC,OOO
$632,104,200,00
$667,923,660.00
$200,000,000
$100,000,000
$0
Village of Bayside I Budget Book 2021
Page 8
Average Assessed Value
Description: The average assessed value takes the total assessed value by number of properties in the community.
Purpose: Similar to looking at expenditures per capita, the average asses value provides the Village and residents alike with the average assessed value of a Bayside home.
Analysis: The trend provided here mirrors that ofthe total assessed value. The low point was reach in 2013 but has since rebounded to $382,611 in 2020. Assessed values have made afull recoveryfrom the Great Recession.
$500,000 -
Average Assessed Value
$400,000
$346,310.00
$300,000 -
$3T1,900.00
$339,537.00
$354,869.00
$385,000.00 $368,800.00 ,
$200.CXJO
$100,000
$0
Village of Bayside I Budg et Book 2021
Page 9
Intergovernmental Revenues as a % of Operating Revenues
Formula: Intergovernmental Operating Revenues/Gross Operating Revenues Description: Federal and state governments struggle with theirown budget problems and in general, have reduced payments to local governments. The reduction of intergovernmental funds leaves municipal government with the dilemma of cutting services or funding them from general fund revenues. Analysis: On averageduringthe study period, intergovernmental revenues were 18% ofoperating revenues. Overall, the trend indicates that the Vi IIage intergovernmental revenues as a percent ofoperati ng revenue continue to decrease, primarily as a result of lagging state aids.
Intergovernmental Revenues as a % of Operating Revenues
25
20
15
10
5
0 2010 2011 2012 2013 2014 2075 2016 2017 2018 2019 2020 2021
Village of Bayside I Budget Book 2021
Page 10
Undesignated Ceneral Fund Balances
Formula: Unreserved fund balances/Net Operating Revenues Description: The size of a local government's fund balances can affect its abilityto withstand financial emergencies and maintain cash flow. It can affect its ability to accumulate funds for capital purchases without having to borrow or impact bond ratings. Analysis: While declining unreserved or undesignated fund balances as apercentage of net operating revenues is regarded as awarningtrend, the Village is regarded as being in agood position si nee it has maintained apercentage between 19.4% (2015) and 30% {2020). In 2018, the Village updated its fund balance policy. This policy sets agoal of maintaining afund balance of at least 25%, up to 30%, of budgeted general fund appropriations. In addition, amounts over the specified General Fund Balance are allocated tothe Capital Reserve, Reserve Funds, Long-Term Financial Fund, and Road Reserve Fund.
Undesignated General Fund Balances
:!.S
30
25
20
15
5
a
'Ir':P
Village of Bayside I Budget Book 2021
Page 11
Assessed Valuation & Direct Long-Term Debt
Formula: Net Direct Bonded Long-Term Debt/Assessed Valuation & Net Direct Bonded Long-Term Debt/Personal Income Description: "Net Direct Debt" is direct debt (bonded debt) minus self-supporting debt (i.e. revenue debt). Analysis: The Village's net direct bonded-long term debt as a percentage of assessed valuation has been decreasing since 2014. The range is between 1.5% and 2.6%with the average being 1.85%. State Laws allows for up to 5.0%. Of the Vi IIage's debt, 1.9% of the total rel ates to the North Shore Fi re Department borrowing. Overal I, this indicator is fairly strong for the Village.
Assessed Valuation & Direct Long-Term Debt
0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Village of Bayside J Budget Book 2021
Page 12
Cieneral Ciovernment Expenditures
Description: General Government isthe management and administrativecosts of the everyday operations of the VillageofBayside. Some functions include: implementation of policy, financial and investment maAagement, budget development and oversight, elections, tax bill distribution, permit coordination, and Village communications.
$700,000 $600,000
General Government Expenditures
$620,550.39
$610,183.00
$573,379.57
$500,000
$1.00,000
ID
:J
~
$300,<XXJ -
$451,764.00 $409,544.00
$371,364:oo
$425,080.00
$200,<XXJ
$100,000
$0
2010
2011
2012
2013 2014 2015 2016
2017 2018 2019
Department of Public Works Expenditures
Description: Department of Public Works is responsi blefortheupkeep of Village owned property and assets. They make surethatthe Village is well-kept and ingood standing physically. The Department of PublicWorks is also responsible for garbage and recycling collection. During the winter months, Department of Public Works plows and salts the roads.
$1,000.000
Department of Public Works Expenditures
-
-
$933,171,00
$644,073.00
$856,439,00
$800,000
$7TI,296.00
$835,697.00
$600.000
$400,000 -
$200,000
$0
2010
2011
2012
2013 2014 2015 2016 2017 2018 2019
Village of Bayside I Budget Book 2021
Page 13
Police Department Expenditures
Description: The Pol ice Department serves and protects the community. They enforce the laws, oversee the community, and occasionally perform road closures, if necessary. The services provided by the Police Department are around the clock
$2.<XXJ,000
Police Department Expenditures
$1,869,317,00
$J,B38,07aOO
$1,852,456.00
$1,750,000 $1,697,316.00
$1,500,000 -·
$1,250,<XXJ
j:il $1 ,0CO,<XXJ
$750,<XXJ
$500,000
$250,CXJO
$0 2010 2011 2012 2013 2074 2015 2016 2017 2018 2019
North Shore Fire/Rescue Expenditures
Description: The North Shore Fire/Rescuewas created in 1995 to help service the communities of Bayside, 8 rown Deer, Fox Point, Glendale, River Hil ls, Shorewood, and Whitefish Bay. It provides fire and rescue care to the people of the North Shore.
$1,CXJ0,000
North Shore Fire/Rescue Expenditures
$800,000
$734,584,00
$777,005.00
$767,522.00
$826,406.00
$600,CXJO
iO
:::,
~
$~00.<XXJ
$200,000
$0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Village of Bayside I Budget Book 2021
Page 14
North Shore Library Expenditures
Description: Started at Stormonth School in Fox Point, the Library moved and opened in 1986.The North Shore
Li brarywas moved to Glendale and now includes Bayside, Fox Point, Glendale, and River Hills as partners in providing
financial resources for the Library. The mission of the Public Library is to provide its patrons with access to materials and services which can improve their minds, broadentheir livesand fulfill their cultural, civic, intel lectual, educational, professional, and recreational needs.
$175,000 $150,000
North Shore Library Expenditures
-
-
-
$144,006.00
$143,4 6 3 ,0 0
$155,663 .0 0
$125,000
$100,000
$75,000
$50,000 -
$25,00J
$0
2010
2011
2012
2013
2014
2015
2016
2017
2018 2019
Public Health Services Expenditures
Description: The North Shore Health Department services the communities of Bayside,Brown Deer, Fox Point, Glendale, River Hills, Shorewood, and Whitefish Bay. The staff consists of ahealth officer, an administrative assistant, a registered sanitarian, a public health manager, and registered nurses who are public health nurses. The services and programs are carefullyselected and planned to make our communities safer and healthier, and to provide a better way of life for all residents. Theyoffer a numberoffreeprogramsfor children, seniors, children, and infants.
$30,000 $25,000
Public Health Services Expenditures
$28,522.00
$27,288.00
$26,243.00
$26,243,00
$28,083.00
$20,000
If)
::J
~
$15,000
$10,000
$5,000
$0
2010
2011
2012
2013
2014 2015 2016
2017
2018
2019
Village of Bayside I Budget Book 2021
Page 15
Assessment Services Expenditures
Description: The assessment services for the Vi IIage are contracted out to an outside company. The cost of the assessment is the amountthe Vi IIage pays to Accurate Appraisal.
$50,000
Assessment Services Expenditures
$40,000 $3~ ,500.00 _ ¥~00.00
$30,000
$32,000.00
$32,000.00
$32,000.00
$20,000
$10,000
$0
2010
2011
2012 2013
2014 2015 2016
2017
2018 2019
Audit Services Expenditures
Description: The Village completes an audit on an annual basis to ensure fiscal accountability.
$30,000
Audit Services Expenditures
$25,000 $21,850.00
$20,000
$22,610.00
i1
:::,
~
$15,000
$73 ,6 5 0 . 0 0
$24,050.00
$24,925.00
$10,000
$5,000
$0
2010
2011
2012 2013 2014 2015 2016 2017 2018 2019
Village of Bayside I Budget Book 2021
Page 16
Inspection Services Expenditures
Description: The Village contracts for inspection servi ces through SAFEbuilt. Costs are directly related to the number of permits issued and revenue associated with those permits.
$120,000 $100,000
Inspection Servi ces Expenditures
$10'J,819.00
$00,(X)(J
jID $60,000 $55,156.00 $·W,<XXJ
$73,838.00 $65,803,00
$48,528.00
$69,764.00
$67,797.00
$62,932.00
$20,<XXJ -
$0
2010
2011
2012
2013
2014
2015
2016
201 7
2018
2019
Public Safety Communications Services Expenditures
Description: In 2012, the newly constructed Communications Center opened to provide dispatch services to the communit ies of Shorewood, River Hills, Fox Point, Glendale, Whitefish Bay, Brown Deer, and the North Shore Fire Department.
Public Safety Communications Services Expenditures
$3,000,(X)(J
$2,500,(X)(J $2,000,000
$2,136,681.00
$2,086,874.00 $1,916,410.00
$2,394,003.00
ID
:,
~
$1,500,<XXJ
$1,000,000
$5ITT,898.00
I I $SOO,OOO $0
2010
2011
2012 2013 2014
2015 2016 2017 2018 2019
Village of Bayside I Budget Book 2021
Page 17
Sanitary Sewer Expenditures
Description: The Sanitary Sewerfund is used to maintain the Village's sewer infrastructure.
$1 ,2 0 0,0 0 0
Sanitary Sewer Expenditures
$1,000,000
$1,012,144.00 $888,115.00
$800,000 $742,965,00
$753,807.00
$ 7 3 4 ,8 0 7.0 0
$922,210.00
$841,678.00
~
::,
~
$600,000
$400,000
$200,000
$0
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
Stormwater Utility Expenditures
Description: In 2010, the Stormwater Uti Iityfund was created. The utility maintains the Vi IIage's ditches, culverts, retention ponds, and catch basins.
$1,000,000
Stormwater Utility Expenditures
$912,953.00
$800,000
$600,000
.",'
::,
~
$ 1.00,000
$608,851.00
$616,373.00
$416,205.00 $365,136.00
$317,634.00
$438,258.00
$389,269.00
$234,475.00
$200,000
I_
$0
2010
2011
2012 2013 2014
2015
2016
2017 201!l 2019
Village of Bayside I Budget Book 2021
Page 18
Health Insurance Monthly Premiums
Description: Personnel is one of the largest cost centers, specifically health insurance. From 2004to 2021, the single health insurance monthly premium has increased by 35%while t he family has increased by 27.5%. Some revisions to the insurance were made in 2014and the VillagejoinedtheStateHealth Plan in 2018.
Single Health Insurance Monthly Premium
$1,200
$1,000
$800
fil
::,
~
$600
$64225 $549.08
$1,018.30
$893.08 $884.40 $836.96
$689.20 $635,00 $_579.20
$744.00 $659.76
$752.40
$,00
$200
$0
$3,000
Family Health Insurance Monthly Premium
$2.500
$2,520.02
$1,224.
$2.000
3~ $1,51'.X)
$1,611.91
$1,856.00
$1,8743?1
$1,719.20 $1,583.80
$1,643.60
$1,427.64
$1,4~.30
$1,26250
$2, 1B0.16 $2.055.42
$1,000 -
$500
$0
~~~~~4###¢~####~#
Village of Bayside I Budget Book 2021
Page 19
Workers Compensation (WC) Mod Factor
Description: A worker's compensation mod factor represents whether adebit or credit wi 11 be applied to an account. The industry average is one. If the mod factor is more than one, this means the entity will have higher premiums; underone puts the organization below the industry average and results in lower premiums. Purpose: Tracking the worker's compensation mod factor provides the Vi IIage with arisk measurement and correlation to workers compensation premiums.
Analysis: Theworker's compensation ad factor is based on the average amount of claims in the preceding three years.
Workers Compensation (WC) Mod Factor
15
125
05
025
D
Village of Bayside I Budget Book 2021
Page 20
Village Staff
Description: Staff size analyzes the total number of hours worked and converts thatto reflect full-time employees. In 2018, we have converted to full-time equivalency in calculating total employees. Aful I-ti me employee works 40 hours per week or 2,080 hours per year.
Purpose: The purpose of measuring staff size is to look at how staffing levels have trended over the years in the Village.
Analysis: There was a 36.5% increase in staffingfrom 2008 to 2012 due to adding the Communications Center, which dispatches for seven communities and the North Shore Fire/Rescue Department. In 2020, as part of the North Shore Library Services Agreement, the Village became the fiscal agent fort he Library and assumes employment responsibility for the North Shore Library employees, thus increasing the full-time equivalencyfrom 49.4 to 66.82 in 2020.
80 70 60
so
Village Staff
30 20 10 D
Village of Bayside I Budget Book 2021
Page 21
Service Excellence
Provide solution-based innovative services.
In furthering thestrategic initiativeofservice excellence,the ViIIage strives to provided solution-based innovative services. Key accomplishments in furtheringservice excellence include:
o 26second dispatch call handlingtime o Cleaned over 25,000feet of sanitary sewer main o Patrolled anaverage of 298 miles per day o Replaced 14drivewayculverts o Completed 176special pick-ups
Police Visibility
Metric
Dispatch Time
ire/EMS ResponseTime
~rbage/Recycling Collection
Value of Services Provided !Yard Waste Collection MeetingAgenda & Minutes Proud to Live in Bayside Recommend to Live in Bayside Average Street Rating ~ nitary Sewer Cleaning and Televising Organizational Accreditation
Measuremen t Miles Driven per Shift Time to Vehicle Dispatch
(Seconds) Arrival at Scene Route Completion Time
(Hours) Survey Schedule Compliance (Hours) Completion Date Survey Surve-; PASER System Best Practice Adherence (Feet) Departments
Target 35
{fJ
6
11
80"/4 72 90% 80% 80"/4 7 26,000 2
Most Recent
--11 88
I
25,000
I
Goal Increase
Maintain
Maintain
Decrease
Maintain Maintain Maintain Mai ntain Maintain Maintain Increase Mai ntain
Thefollowing pages show ahistorical trend analysis of measuresfalling within the scope ofservice excellence. Historical trend analysisprovides more context and helps tell the story beyond currentyear measures.Changes in service delivery,operations, and procedures overtime impact yeart oyear measurement. Data t rendsprovide information detail and rationale for setting measures and key targets.
*Status of metric - : Business as usual Yellow: Caution . : Requiresimmediate action
Village of Bayside I Budget Book 2021
Page 22
Court Cases Processed
Description: Court cases processed measures the number of cases that are completed on an annual basis. Purpose: To determine the number of cases being handled on an annual basis, which is useful for assessingworkloads and public safety activity.
Analysis: The numberofcases processed from 2011 through 2015 averages much higher than the numbers from
2008, 2010, and 2016 through 2019. Court cases processed decreased in part due to joiningthe North Shore Municipal Court and the COVID-19pandemic.
Court Cases Processed
2000
1500
:j) .2 1000
:'l:
500
I
0
Village of Bayside I Budget Book 2021
Page 23
Traffic Stops
Description: A surrogate measure ofofficer performance that uses the numberof encounters that apolice officer has with amotorist suspected of violating atraffic law. A traffic stop will result in averbal warning or written citation issued to the driver. It may also result in an arrest or adocumented field interview of asuspect. The officer has wide discretion and authority to decide the outcome of the stop.
Purpose: Similar to citation and warning data, traffic stops are an indicatorof complianceandenforcementaswell as trends in motor vehicles and theiroperation.
Analysis: Fluctuations in the number of traffic stops are a result of variation in manpowerduringthedecade and the pandemic in 2020with fewer drivers on the road. Traffic stops are an investigative tool and may indicate how proactive apolice officer is in detecting and preventing crime and driver misconduct.
Traffic Stops
3500
3000
2500
2000 :i) :,
~
7500
1000
sco
0
Village of Bayside I Budget Book 2021
Page 24
Warnings Issued
Description: Asurrogate measure ofofficer performance that uses the number of courtesy explanations of aviolation given by pol ice officers annually. Prior to 2015, a written document was issued to a motorist as a"receipt" of the traffic stop where theofficer decided notto issue acitation. In 2015 the data collection method changed to record warnings into the automated records management system and not rely upon written receipts. Written receipts are no longer issued. Purpose: Awarning is an outcome and is used as acommunications tool for the benefit of the motorist whom the officer feels would benefit more than if issued acitation or correction notice. It is given in the spirit ofeducation and goodwill. Analysis: Pol ice officers are expected be fair and impartial in their traffic enforcement, giving a voice to the motorist before deciding on an outcome (e.g. citation, correction notice, or warning). Officers strike a balance in their enforcement strategybyusingwarnings. The numberofwarnings may indicate how empathetic the officer is to the motorist. Citations issued generally shou Id not exceed 33%of citations issued per officer.
Warnings Issued
1750
1500
1250
1000
500
I
Village of Bayside I Budget Book 2021
Page 25
Citations Issued
Description: A surrogate measure of officer performance that uses the number of correction notices and citations issued by police officers on an annual basis. In 2015 the data collection method changed to record correction notices as acitation. A citation (or ticket) is asummons issued by law enforcementto somebody who violates traffic laws or Village ordinances that may result in afine. A correction notice is acitation that will result in afine or other penalty if the non-moving violation is not corrected within an established timeframe or deadline. A warning is acourtesy explanation of the violation observed that does not carry apotential penalty. Purposed: The purpose of looking at citations is to provided an analysis of law enforcement and compliance. Analysis: Police officers are expected to record their traffic stops in the form of acitation or, if awarning is issued, into the automated records management system. Police officers are expected to be vigilant in their enforcement oftraffic law and Village ordinance; there is no"quota" or minimum numberofcitations/warnings(contacts) however the Chief expects one contact per shift per officer, or 2,800 contacts annually.
Citations Issued
2000
1500
ij) .;! 1000
:9:
500
0
Village of Bayside I Budget Book 2021
Pag e 26
Total Crime
Description: Total crimes measures all the crimes addressed by officers on an annual basis. This number encompasses part I and part 11 crimes. Examples of part I crimes include homlcide, rape, robbery, aggravated assault, motor vehicle theft, etc. Examples of part II crimes include fraud, embezzlement, vandalism, sex offense, etc.
Purpose: Tracking and reviewing the total number of crimes committed in the community on an annual basis provides the Village with localized data and trends on crime in the community. An increase in overal Icrime wi II prompt further analysis on changing circumstances and trends which explains those crimes committed and how the Police Department can modify their strategy to address those crimes.
Analysis: Overall, crime is low in Bayside. There are fluctuations from yeartoyear, butthePolice Department maintains aproactive approach with visible enforcement.
so ---·
Total Crime
30 20 10
0
Village of Bayside I Budget Book 2021
Page 27
Patrol Miles
Description: A surrogate measure ofofflcer performance that uses the annual number of miles apolice officer drives while on duty.
Purpose: Bayside strives for prevalent public safety visibility and presence.
Analysis: To meet minimum department goals, officers are expected to drive 35 to 38 miIes per shift with an interval
of each street in their patrol area at least once in 8 hours (some streets will be patrolled more often). With an average minimum staffingof2.7officerspershift, the annual miles patrolled is 109,000miles.
Patrol Miles
17S1<
lSOk
1251<
1001< lj)
::,
~
75k
50k
25k
Village of Bayside I Budget Book 2021
Page 28
Dispatch and 911 Calls
Description: Arepresentation oftotal dispatch and 911 calls over the lastten (10) years.
Purpose: Collecting call volume data over the past decade allows analysis on appropriate staffing, workload, and changing trends on total dispatch and 911 call patterns.
Analysis: Total dispatch and 911 cal ls have increased over the past decade. Total calls, from 2014-2019, have decreased by 8.76% while 911 calls have decreased by 6.83% during the same ti me period. Since 2013,the average and median number of total cal Iis 115,246 and 117,868, respectively. The average and median 911 cal ls are 27,638 and 27,880, respectively.
911 Calls
35k
301<
25k
201<
8l
:::,
~
lS k
10k Sk 0
I
o<:-
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Total Dispatch Calls
1501<
125k
1001<
~
:,
~
751<
-
SOk
_I25k
0
#
&'\,
'1'
'1&'
,&~
,#'
~'o
,f
~ '<>
~,°e,''1,' /,pf.','1oi'
,
l .p<f'
/
'
Village of Bayside I Budget Book 2021
Page 29
Bayside Fire Calls
Description: The graphics wi 11 show the number offi re calls directed towards Bayside on a given year as well as what percentage of the North Shore Fire Department's total calls Bayside represents. Purpose: The purpose of tracking this data is to show trends in fire calls over ti me as well as how often Bayside is requesting service from the North Shore Fire Department. Analysis: Calls have increased by 100% between 2010 and 2019, primarily due to the change in procedures for assisting residents who have fallen. Baysidefirecalls have decreased as a percentage of the North Shore Fire Department's total calls.
Bayside Fire Calls
150 125 100
m
~:, 75
25
Bayside Fire C1}11s as% of Total NSFD Calls
7 6
4 3 2
'l&) '
Village of Bayside I Budget Book 2021
Page 30
Basic and Advanced Life Support Calls
Description: Basic and advanced life support vary in the level of care required. Basic life support requires medical monitoring by an emergency medical technician (EMT)- intermediate and could include monitoringvital signs, oxygen, and setting an l'V. Advanced life support requires both monitoring and care by aparamedic and may include monitoringvital signs, advanced drug therapy, cardiac monitoring, oxygen, and setting an IV Purpose: Thepurposeofcollectingthis data isto determine the frequency and level of care required by Bayside residents and how this trend is changing over time. Analysis: While there has been a level offluctuation, both basic and advanced life support calls have ben trending upward. Particularly, there has been amarked increase in the need for advanced life support which denotes more serious medical emergencies.
Bayside Basic Life Support Calls
300
250
200
100
so
D
175 150 125 100
ill
::,
~
75
25 D
Bayside Advanced Support Calls
Village of Bayside I Budget Book 2021
Page 31
North Shore Fire Department Fire Response Time
Description: Agraphic representation of North Shore Fire Department's total fire response time and fire response time specific to Bayside in minutes.
Purpose: This data point provides a look at how responses to Bayside calls for fire compares to the North Shore Fi re Departments total response time.
Analysis: Fi re response ti me to Bayside calls has trended slightly better than the North Shore Fire Departments average fire response. This may partly be explained by Station #85 being located within the community. Response times in Bayside have remained consistent from 2015 unti Ipresent.
North Shore Fire Department Fire Response Time
8
6
2
0
#
#' ,v'), ,#' '1~'
&<, '1'
&<o
")
/ 0 &'I,
'))
c?°'
rll'
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#,._'<
· Ba)i5ide · Total
Village of Bayside I Budget Book 2021
Page 32
Average Street Rating
Description: Street rating is based offthe Pavement Surface Evaluation and Rating (PAS ER) system. This system was developed to create astandardized mean of categorizing road conditions and prescribing treatment conditions. Roads are given a value of one through ten with ten representing new roads with no maintenance required and one being complete reconstruction.
Purpose: The purpose oftrackingstreet rating is to determine ifthe Village's efforts are successfully improving roadway conditions throughout the Village overtime. If this is not the case, the Village would then re-evaluate the road maintenance and repair program.
Analysis: The Vi IIage has seen a lowering in rating due to general age ofroads causing modest decreases as opposed to any single road being in unacceptable condition. Nonetheless, the Vi 11 age meets its target of 7. Accardi ngto the PASER manual, Village streets would beconsidered very good. When looking at Bayside in comparison to other communities participating in the Wisconsin Benchmark Consortium, Bayside is among best rated streets according to the PASER system.
10 -
Average Street Rating
0
6
4
Village of Bayside I Budget Book 2021
Page 33
2016 Average Street Rating
0 6
2 0
Village of Bayside I Budget Book 2021
Pc'l ge 34
Sanitary Sewer letting
Description: Sanitary sewer jetting refersto thecleaningofsanitarysewer lines.This involves spraying them out with high-pressured water and removing gravel, dirt, and other debris which may impede the flow of sewerage.
Purpose: The Villagetracks the amount of sanitary sewerjetting as best practice is to clean all the lines everyfive (5) years. To accomplish this cleaning, the Village must complete 26,000feet on an annual basis.
Analysis: Between 2010 and 2015, the Vi II age averaged 22,667 feet of sanitary sewer jetting per year. The reason for the lower amount of deaning in 2016 was due to the water project and other priorities. The Village has average 27,000 feet of sewerjetting between 2018 and 2020.
Sanitary Sewer Jetting
351,
30!<
25k
201<
lSk
10k
SI<
I
0
.,. '1§- ' '\.fl &'\: ~a '\&: °' ,Pio '\&:
Village of Bayside I Budget Book 2021
Page 35
Manhole Rehabilitation
Description: Sanitary sewer manhole rehabilitation involves either rebui !ding structures or completing patches.
Purpose: Maintaining manholes helps prevent stormwaterfrom infi ltratingthe sewer system. This reduces the strain on the sewer system and the likelihood of an overflow in asignificant rain event. Further, this preserves the structure ofthe manhole and ensure its longevity.
Analysis: From 2010 to 2019, the Vil Iage has averaged 38 manhole rehabilitations per year, which is above the targeted amount of 15. Manhole rehabiiitation was prioritized in 2014 and 2015 with the project being contracted. Currently, manholes are rehabilitated in coordination with road project and by highest priority.
Manhole Rehabilitation
150
125
100
1G
'.J
~
75
-
50
I - 25
0
&-0
'],
'1&-
,sl·
'I?
,s.'?
'1·
'1&·
&<.:,
'1-
I I
,p(c #
'V&"'
-
,e,-°>
,p1.,,.,:.;_o
1',.,0
q.P
#' ,pl'v
Village of Bayside I Budget Book 2021
Page 36
Culvert Replacement
Description: The Village has a ditch and culvert stormwater management system. Ditches are the basins along the roadways which serve to both collect and move stormwater to the appropriate outlet. Culverts are the pipes which run under the driveways to connect the stormwater ditches.
Purpose: Replacing failed culvert pipes is a critical step to ensuring an effective stormwater management system. Additionally, failed culverts will lead to the deterioration ofthedrivewayabovewhichwill eventually result in an unsuitable driving condition. The Village created the Culvert Replacement Program in 2016 to address failed culverts alongthe road project route. This promotes a more holistic approach to infrastructure replacement and management.
Analysis: The implementation of the culvert replacement program has led to significantly more culverts being replaced in the past few years. Between 2010 and 2015, the Village averaged 14culvert pipe replacements peryear. This is astark contrast to the average of 62 replacements between 2016 and 2019.
The significant decrease between 2016 and 2019 is explained bytheareas in which the work was completed. There were not as many driveway culverts along the 2018 through 2020 road project route as the 2016 route.
Culvert Replacements
150
125
100
8) ~::J 75
so
25
-- -· _I I a
+() 4' (f:'\)
'\&) "
I
& '\)
I
+'' &'° '\)
&'\)
I 11_1 I
,v'b
,v°'
~ ,fl
Ifr!fo
q'o
1,,§
Village of Bayside I Budget Book 2021
Page 37
Special Pick-Ups
Description: Special pick-ups are a fee-based servicewhere residents are able to schedule collection of large and irregularitemsthatwill not fit in a garbage or recycling container. Someexamplesof special pick-ups include old furniture, appliances, and yard waste which exceeds size limitations or is on a non-collection week. Purpose: There is a dual-purpose in tracking the number of special pick-ups on an annual basis. First, it is a fee-based service so tracking the number ofsped al pick-ups with ii lustrate revenue trends. Second, the number ofspecial pickups shows use patterns ofthe service and helps guidedeliverydecisions. Analysis: Special pick-ups demonstrate aclear trend upwards over the past dec.ade. In 2017, special pick-up collections were moved exclusively to Thursdays to reduce mobi Iization ti mes. The 176 special pick-ups completed in 2019 equated to over three special pick-ups perweek Further in 2020, special pick-ups have been moved exclusively to thefirst and third Thursday of each month to further reduce mobilization times.
Special Pick-Ups
200
150
0
Village of Bayside I Budget Book 2021
Page 38
Connected Communication
Provide proactive, reliable, and transparent communications.
In furthering the strategic initiative of connected communication, the Vi IIage strives to promote public spaces, community values, and transparent communications. Key accomplishments in furthering connected communication include:
o Hosting modified Recycling Days events, 4th of July Parade, and Drug Take Back Day. o Created 120articles forthe monthly printed newsletter. o Made401.418digital media interactions.
Metric Bayside Buzz
ommunication Content ebsite Digital Interaction Newsletter Production
Measurement Open Rate Survey Visits
Number of Contacts Published
Target 22% 80"/4 40,000 400,000 12
Most Recent
Goal Maintain Maintain Maintain Increase Maintain
The following pages show ahistorical trend analysis of measures falling within the scope of connected communication.Historical trend analysis provides more context and helps tell the story beyond current year measures. Changes in service delivery, operations. and procedures overtime impact year to year measurement. Data trends provide informativedetail and rationaleforsetting measures and keytargets.
·status of metric : Business as usual
Yellow: Caution : Requires immediate action
Village of Bayside I Budget Book 2021
Page 39
Website Visits and Page Views
Description:Total website visits tracks how many view times the Village's website is viewed while page views analyzes how many pages on the website are visited.
Purpose: Trackingwebsite visits and page views provides an idea of how many residents are visiting the website and various pages.
Analysis: Vil Iage website visits have steadily trended upwards since this figure started being collected in 2009. The Village has seen a 39.11% increase in website traffic between 2010 and 2019.
Page views are significantly higher than website visits as a guest to the website may look at multiple pages on each visit. The numberof pages per visit has been increasing, potentiallydueto the redesign of the website in 2020.
Website Visits
60k
SOI<
20k
0
lSOk 125k JOO!<
jI!) 75k SOk 25k 0
Website Page Views
Village of Bayside I Budget Book 2021
Page 40
Average Time on Website
Description: Average time on website reflects how long a visitor to the Village's website is browsing in minutes before leaving. Purpose: Combining average time on the site with webpage views gives a more comprehensive idea of how visitors are usingthe Village website. Analysis: Average time on the website has trended slightly upward since the data has started bei ngtracked in 2019. There was a 8.88% increase in the ti me spent on the website between 2010 and 2019.
Average Time on W ebsite
8
G
2 111 111111-
0
'\r,:P
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-v"' '\&) "' '1&' "' '\&, '
o'P
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o /'o '\&, °' ,o-~I_f0 ,fl
'9'1 ~q
~ f'
Village of Bayside I Budget Book 2021
Page 41
Facebook Friends
Description: Ameasurement for the total number of Facebook users who are fol lowi ngthe Vil Iage's Facebook page and receiving Viii age posts in their news feed.
Purpose: The purpose is to determine the scope of Village reach via social media and how well social media is being marketed.
Analysis: Facebook friends have increased 367.6% si nee 2010. The Vi IIage did consolidate two accounts into one in 2016.
Facebook Friends
1500
1250
lCXXl
:,J
:, 79J
~
500
I250 _I
0
,v" ,t ,f' '1<, :P '1&, '1&, "'
,f?o!'
_§a
1'
Village of Bayside I Budget Book 2021
Pa ge 42
Buzz Participants
Description: Number of people signed up to receive the Bayside Buzz, which is aweeklye-newsletter ofVillage events and happenings.
Purpose: The purpose oftrackingtotal Buzz participants is to monitor the use and reach of theweeklye-newsletter.
Analysis: The Bayside Buzz has become ahighly popular method of communication. From 2010 until 2019, there has been a 19.71% increase in use. The current number ofBuzz participants represents roughly halfof the Vi IIage's population.
While the subscri bershi pof the Buzz has dropped in recent history, the Village has been undertaking housekeeping efforts in purgingthelistofemailswhich are no longer in use and those who have not opened the publication within the past year. In addition to trying to keep content fresh, the Viii age attempts to keep the mailing list tightened up to those who are active readers of the publication.
3000 -
Buzz Participants
-
--
2500
20CX)
lj) 2 1500
:!'l
1000
500
0
Village of Bayside I Budget Book 2021
Page 43
Buzz Emails Sent
Description: This figure is calculated by looking at the total number of Buzz recipients and publications sent throughout the year.
Purpose: The purpose ofthis analysis is to get aclearer picture on communication patterns withe-newsletter recipients.
Analysis: The total numberofbuzz emails sent has been declining since 2014 and has taken a steeper drop in 2017. The reason for the decrease in number ofcommunications is a consolidation of the Bayside Buzz andTuesdayTalk into one weekly publication. The number of emails sent has further decreased as a result of purging readers who are not activelyopeningthe publication. However, in 2020, increased notifications were sent out as a result ofthe COVI D-19 pandemic.
250k -
Buzz Emails Sent
2001<
lSOk
lOOk
I_ 501< 0
Village of Bayside I Budget Book 2021
Page 44
Buzz Open Rate
Formula: Buzz emails opened/Buzz emails sent Purpose: The purpose ofthis analysis is to get aclearer picture of how manye-newsletter recipients view theenewsletter.
Analysis: The total number of buzz emails steadily increased from 2011 to 2020. From 2011 to 2020, the open rate
has increased by 90.62%. The industry averagefor government commumications is 22%.
Buzz Open Rate
70
60
50
t,O
30
20
10
0
,}'
'j)
Village of Bayside I Budget Book 2021
Page 45
Village Ordinances and Resolutions
Description: Ordinances and resolutions are t he vehicles through which the Village Board ofTrustees add, amend, and update municipal code or provide policy guidance. Whether an ordinance or resolution is passed depends on the nature of the action being taken. For example, an ordinance may be used to regulate certain activities while the budget is approved bya resolution.
Purpose: Trackingthenumberof ordinances and resolutions passed by year gives asnapshot on the activity requiring official action.
Analysis: Generally, more resolutions are passed in agiven year than ordinances. This is due to resolutions being slightly lessformal and more applicable to awider range of municipal operations. For example, the Village Board may have to pass aresolution to authorize the application for grant funds or the Bird City/free City designation. On the other hand, ordinances are more infrequently used and typically for making changes to municipal code.
20 -
Adopted Ordinances
15
ill
.2 10 ~
5
I I
0
30
lil
.2 20 ~
10
a
Adopted Resolutions
Village of Bayside I Budget Book 2021
Page 46
Sustainable Resilience
Provide environmental stewardship and promotefuture resilience.
In furthering the strategic initiative of sustainable resilience, the Village strives to preserve and promote the Village's resources. Key accomplishments in furthering sustainable resilience include:
o Collected 1,158 tons of garbage, and 493 tons ofrecycling. o Received Tree City USAand 8ird City USAdesignation. o Collected 657 pounds of prescription drugs.
Metric Recycling K;arbage Landfi II Diversion Rate Prescription Drug Collection Program Tree City Designation Bird City Designation Forestry
Measurement Tons Tons
%of recycling Pounds
Award Received Award Received Trees Planted (Net Increase)
Target 575 1,100 35% 500 Yes Yes 25
-·····Most Recent
Goal Increase Decrease Maintain Increase Maintain Maintain Increase
The "Most Recent" measures in the community dashboard are from 2019, unless otherwise noted. The following pages show ahistorical trend analysis of measures falling within the scope of sustainability. Historical trend analysis provides more context and helps tell the story beyond current year measures. Changes in service delivery, operations, and procedxures overtime impact year to year measurement. Data trends provide informative detail and rationale for setting measures and key targets.
~status of metric : Business as usual
Yellow: Caution . : Requires immediate action
Village of Bayside I Budget Book 2021
Page 47
Carbage and Recyling Collections
Description: This data point looks atthe tons of garbage and recycling collected over the last decade. Purpose: Looking at the tons of garbage and recycling collected allows the Vil Iage to identify trends of garbage and recycling disposal. Overtime, the Village is looking for increased recycling and decreased garbage from both a cost and environmental perspective. The Village receives a recycling grant through the Wisconsin Department of Natural Resources for its recycling program and a rebate per ton ofrecyclingtaken to the landfill. Analysis: Garbageto.nnage increased significantly in 2020as a result of many in Baysideworkingfrom home and being home much more than usual due to the COVID-19 pandemic. Recycling, such as lighter weight plastics, decrease in newspaper and magazine subscriptions, and bulkier but lighter boxes taking up more room in containers, have all contributed to lower recycling.
Garbage Collections
1500
1250
7000
500
2.50
a
700 600
400
ill
:,
~
300 200 100
0
Recycling Collections ~ '\)
Village of Bayside I Budget Book 2021
Page 48
Yard Waste Hours
Description: Yard waste hours are the total number of hours spent by the public works' crewcollecting loosed and bagged yard waste.
Purpose: The numberof hours spent on yard waste is telling of various trends and advances overtime.
Analysis: To supplement loose yard waste collections, bagged collections have been added to al low residents to put biodegradable bags out on specific weeks. Crews completed atotal of sixteen yard waste collections in 2020.1 n addition to the bagged yard waste collections, fluctuations in yard waste hours can be explained by routes, schedule, frequency, and storms.
Yard Waste Hours
1750
1500
1250
1000 1(l
::,
~
7:/J
500 -
zso
()
Village of Bayside I Budget Book 2021
Page 49
Yard Waste Hours - Types
Description: This measure tracks the hours spent by the Department of PubIic Works during regular, on-demand, and bagged yard waste collections.
Analysis: Yard waste collection takes place April through November. DPW crews collect yard waste in a variety of methods.
Regular yard waste collection can be loose or bagged yard waste.
On-Demand yard waste collections can be loose or bagged yard waste, but requires a request submitted through Access Bayside.
Bagged yard waste collection is only items placed in paper yard waste bags.
Yard Waste Hours · Types
800
'700
600
500
if] ~ 400 ;);
300
200
100
0 Regular
- On Demand
Bagged
Village of Bayside I Budget Book 2021
Page SO
Leaf Collection Hours
Description: This measure tracks the number of hours the crew spends on the leaf vacuum per year.
Purpose: Leaf collection methods have changed significantly overtime and tracking hours spent on them shows the benefits or drawbacks of various collection methods.
Analysis: In 2011, the Village made amarked changed in the way in which leaf collections were completed. Before this ti me, collections were done by atwo-person crew, adriver and anoperatorofthe leaf vacuum hose. In 2011, a new system was outfitted for the plowtruckwhich allowed the driverto operate the leaf vacuum by the same controls as the snowplow. From 2010to2019, this results in a57.97%decrease in time spent on leaf collections.
In 2016, 501 hours of public works' ti me was spent on leaf collections as aresult of equipment failure, which highlighted thebenefitsthatthe leaf vacuum provides from an efficiency standpoint. This prompted the Village to identify a back-up solution to use the leafvacuum in case of equipment failure.
Leaf Collection Hours
600
5CO
400
:il
.2 300
'Ji
200
100
I_
II
0
,v' rf'o 110 &- ""\)
a
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,f>-!t-
rP""\)
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""\)
6-'I)
11'<,
,f>-0 ..,<!to
,i:i,o~ <? ,f>&-</.
Village of Bayside I Budget Book 2021
Page 51
Snow/Ice Removal Hours
Description: This tracks the numberof hours spent on removing snow an ice through plowing and salting efforts on roadways as well as plowing sidewalks.
Purpose: Tracking hours spent on snow and ice removal provides context of crew time in rel ation to winter weather and Village safety.
Analysis: Snow and ice removal hours have stayed in the range of 254 to 541 hours. 2017 marked the least numberof hours dedicated to snow and ice removal in the past decade. Fluctuations in hours can be exp! ai ned by amount of snowfall, change in snow removal policy, routing, call-outtimes,etc.
600 500 400
lil
.2 300
;J
200 100
Snow/Ice Removal Hours
Village of Bayside I Budget Book 2021
Page 52
Stormwater Hours
Description: Stormwater hours are spent on the culvert replacement program, cleaning catch basins, checking stormwater ponds at 621 Brown Deer and Ellsworth Park, and responding to storm events. Purpose: The purpose of tracking stormwater hours is to determine how hour allocations are changing over time and determine underlying reasons. For example, the implementation ofthe culvert replacement program in 2016 resulted in a significant boost in hours spent on stormwater. Analysis: There has been asignificant trend upward in stormwater hours since the development ofthe culvert replacement program in 2016. However, it's important to note that there is more to stormwater management than the cu Ivert repIacement program which is primarily focused in the road project area. Besides the culvert replacement program, crews are ensuring that catch basins and major outlets are clear. This allows stormwater to flow smoothlyfrom the ditch system to Ellsworth Park, 621 Brown Deer pond, Indian Creek, Fish Creek, and Lake Michigan. Further, crews are replacing cross culverts which run under roadways, completing ditch efforts, and instal Ii ng rip rap (stone) to formulate a holistic approach to stonnwater management.
Stormwater Hours
2000
1500
l{l .;:l 1000 ~
soo
0
Village of Bayside I Budget Book 2021
Page 53
Trees Planted
Description: This statistic tracks the number of trees planted on an annual basis in theVillage right-of-way, publicly owned lands, and privately-owned property through the Adopt-A-Tree Program.
Purpose: Planting trees is critical to replenish those lostto the invasive Emerald Ash Borer (EAB), old age, and other natural causes. Additionally, the Village has maximum species thresholds in place and diversification requirements to ensure a vibrant urban forestforyears and generations to come.
Analysis: From 2010to 2019, the Village has planted atotal of 1,327 trees in Village right-of-way, on publicly owned land, and on private property. The Wisconsin Department of Natural Resource's Urban Forestry Grant had been utilized to purchase the trees which would be planted in place of those removed during annual cutting efforts.
Trees Planted sOO
300
ID
2 200 ~
II 100
I
0
,v-"' &-c,
'1)
ff
&'l,
'1)
-1
,v" d''1)
'1&) "
· I
4' ,s-'<> '1)
I 1J
At°' (/'b ,g,b
q_,of ,to<f' ,/Jo 'l,§'
Village of Bayside I Budget Book 2021
Page 54
Community Collaboration
Maintain equitable, diverse, and inclusive community partnerships.
In furthering the strategic initiative of community collaboration, the Village strives to build neighborhood stability, community enrichment, and cooperative partnerships. Key accomplishments in furthering community collaboration include:
o lnitiated480myBluecontacts o Managed 2,339 Access Bayside requests. 0 Acknowledged Access Bayside requests within .7 days, on average. o Completed Access Bayside requests, within 4.7 days, on average.
Metric myBlue Contacts Access Bayside Access Bayside !Access Bayside !Access Bayside
Measurement Contacts Number
Service Level Agreement Days to Acknowledge Days to Complete
Target 1.625 2,000 80%
1 5
Most Recent 480 2,339 65% .7 4.7
Goal Increase Maintain Increase Maintain Maintain
The "Most Recent" measures in the community dashboard are from 2019, unless otherwise noted. The following pages show a historical trend analysis of measures falling within the scope ofcommunitycollaboration. Historical trend analysis provides more context and helps tell the story beyond current year measures. Changes in service delivery, operations, and procedures overtime impact year to year measurement. Data trends provide informative detail and rationaleforsettingmeasures and keytargets.
·status of metric : Business as usua 1
Yellow: Caution . : Requires immediate action
Village of Bayside I Budget Book 2021
Page 55
Public Meetings
Description: Total number of public meetings held on an annual basis. Examples include Village Committee of the Whole meetings, Board ofTrustee meetings, Community Event Committee meetings, and Architectural Review Committee meetings.
Purpose: The purpose is to determine the number ofopportunities residents have to engage with the Vi IIage and if public meetings are trending in an upward or downward direction.
Analysis: The number of pubIic meetings has remained relatively consistent over the past decade, varying between 52 and 62 meetings per year. The decrease in 2020public meetings has been a result of the COVI D-19 pandemic.
70
60 -so
Public Meetings
40 ~
::,
~
30
20
10
a
Village of Bayside I Budget Book 2021
Page 56
myBlue Contacts
Description: The total numberof contacts myBIueOfficers have with residents or business owners in their sector.
Purpose: The purpose is to observe the relationship between the community and the Police Department and to determine how myBlue officers are being uti Iized by the community.
Analysis: As anew program, it is expected that the number myBlue contacts wi II continue to increaseeach year. There
was adecrease in 2020 due to the COVI D-19 pandemic and need for social distancing.
600
- myBlue Contacts -
500
,;oo
~ 2 300 ~
200
100
0 2019
2020 Proj ected
2021 Proposed
Village of Bayside I Budget Book 2021
Page 57
Residential Crime Prevention Cards
Description: Residential crime prevention cards are sent to residents when an officer notices an opportunity for a crime to be committed such as leaving a bike in thefront yard or leaving agarage door open.
Purpose: Sending residential crime prevention cards encourages residents to take greater home safety measures and lower the crime rate in Bayside.
Analysis: There has been an upward trend in the amount of cards that officers have sent, however current and future years have seen adecrease indicatingthat residents are taking more measures to secure their homes and belongings.
Residential Crime Prevention Cards soo
400 - - - -
300
I!)
:,
J
2(X)
100
0 2017
2018
2019
2020 Projected
2021 Proposed
Village of Bayside I Budget Book 2021
Page 5B
Code Enforcement Letters
Description: The total number of property maintenance/code enforcement letters as violations of Municipal Code as related to established community standards.
Purpose: To maintain propertyvalues, aesthetic appearance, and general maintenance and upkeep of property within the Village.
Analysis: As the myBlue program continues to evolve, code enforcement cases will continue to increase to ensure the long-term viability of the community.
Code Enforcement Letters
250
200
150
100
so
III I I_
0
Village of Bayside I Budget Book 2021
Page 59
Permits Issued
Description: The total number of permits issued, which includes building, electrical, plumbing, HVAC(Heating, Ventilation, and Air Conditioning), and residential code compIiance.
Purpose: Building permits of various types provide a permanent record of the improvements made on aa home as well as the inspections conducted. This gives the homeowner peace of mind that all work performed has been done in a safe and satisfactory manner.
Analysis: The average number of building permits issued annually overt he last eleven years is 845. However, the Iarge number of permits issued in 2013and 2015 area result of municipal water projects. TheStateofWisconsin also passed a law in 2015 which prohibited the Village from running acode compliance program on homes atthetime of sale. This is anothercontributingfactor to permits decreasing since 2015.
Permitting numbers in Bayside may trend lower than other communities as the Village is fully built-out which means that there are no vacant lots available to build new homes.Thus, the permits issued in Bayside are generally a reflection of improvements beingmadetoexistingstructures. Building permits can be viewed as an economic barometer and age of the housing stock.
Permits Issued
2000
1500
Kl
::,
~
1000
lll 500 _I IIJIIJ D
Village of Bayside I Budget Book 2021
Page 60
Access Bayside Requests
Description: The number ofrequests submitted both internally and by residents for services such as Special Pick-Ups, Vacation Checks, IT Requests, and many more.
Purpose: Access Bayside has served as an efficient and time-savingwayfor both residents and staff to submit service requests.
Analysis: As residents become morefamiliarwith the Access Bayside platform and more request categories are added to the platform, the number of requests is expected to increase. Further, with the expansion of our IT Department supportingthe City of Glendale, Village of Shorewood, and the North Shore Fire Department, an increase in requests has come from these organizations also using the platform.
Access Bayside Requests
2500
-- -
--
2000
1500
l<XXJ
500
0 201 7
2018
2019
2020 Proposed
Village of Bayside I Budget Book 2021
Page 61
Access Bayside DTA & DTC
Description: Access Bayside Days to Acknowledge (OTA) and Days to Complete (DTC) refers to the amount oftime it takes for an assignee to acknowledge and complete a request from the time it is submitted. Purpose: Measuring the responsiveness ofstaffto service requests is essential to determining performance measures. Analysis: As staff becomes more efficient at using the platform, the Days to Acknowledge has seen a decrease over time. Fluctuation in the number of Days to Complete is reflective oflarger projects spanningovera longer period of time.
Access Bayside OTA
3
25
2
05
D 207 7
35
30
25
20
lfi
::,
j
15
ID
5
0 2Di7
2018
2019
Access Bayside OTC
-- -
2020 Proposed
2078
2019
2020 Proposed
Village of Bayside I Budget Book 2021
Page 62
Ex.temal Evaluation Indicators and Factors
Performance measurement strongly supports the Village's mission to bea leader in accountable and innovative public service. It demonstrates the drive for the continual enhancement in the quality ofthe services the Village provides. The Village takes great pride in the services provided from emergency response to garbage and recyclingcollections. Performance measurement identifies historical trends that can be analyzed for future improvement.
In addition to the evaluation of services internally, it is also important to the better understand and compare to other communities in our area oflike service orientation.
Village of Bayside I Budget Book 2021
Page 63
Average Household Size
Description: This measure tracks the average number of people that live in any given household in the Village of Bayside and compares to other communities in the Milwaukee area.
Purpose: Measuring the average size of the households in the Vi IIage helps to gain a better understanding of composition, demographics, and service needs.
Analysis: The Village has an average household size of 2.38 people, which is slightly higher than the average of the comparison communities. This demonstrates that there is a mix of households with children as well as empty nesters.
Source: US Census Data
3 -
Average Household Size
2
0
Village of Bayside I Budget Book 2021
Page 64
Median Age
Description: This statistic measures the median age of the Village ofBayside and compares to othercommunities in theMilwaukeearea.
Purpose: By looking into the median age ofresidents in the Village, information can be determined aboutthe demographics of the community which can aid in service delivery decisions.
Analysis: Compared to the rest ofthe Milwaukee area, the Village of Bayside has a higher median age, at 48years old. Only River Hi 11 s had a higher median age among comparison communities.
Source: US Census Data
60 50 40 ~ .2 30
;l!
20 10 0
Median Age
Village of Bayside I Budget Book 2021
Page 65
Education (HS Crad or Higher)
Description: This measures the percentage of people in the Vi 11 age of Baysidethat have, at mini mum, graduated from high school.
Purpose: Tracking the level of education in the Village helps create a betterunderstandingofVi llage residents and service needs.
Analysis: Bayside has one of the highest rates of education with 97% of al IBayisde residents having at least graduated from high school.
Source: US Census Data
125
Education (HS Grad or Higher)
100
75
50
25
0
Village of Bayside I Budget Book 2021
Pag e 66
Median Income
Description: This tracks the median annual income for the Village of Bayside and compares to other communities in the Milwaukee area.
Purpose: By measuring the median annual income ofthe residents of the Vi IIage, there can be abetter understanding ofthedemographics ofthecommunity, lifestyleofthe residents, and community needs.
Analysis: Forthe Village of Bayside, the median income in $99,000, which is considerably above average for the Milwaukee area. Only Whitefish Bay, Fox Point, and River Hills have higher median incomes. All four communities with the highest median income are in the North Shore.
Source: US Census Data
$175,000 $1S0,000
Median Income
$1s1,m.oo
$125,000
$100.000
!ll
::J
~
$75,000
$TI3,854.00 $105,156.00
$63,918.00
$66,274.00
$73,590.
niiiHll_ $SO,CXXl
$25,00J $0
Village of Bayside I Budget Book 2021
Page 67
Land Area in Square Miles
Description: This measures the physical size of the Village of Bayside, as well as other communities in the Milwaukee area, in square miles.
Purpose: The land area of the Vil Iage, especial lywhen compared to other communities in the area, can help to determine population density as well as land use opportunities.
Analysis: The Village of Bayside covers a relatively small area of land at 2.39 square miles, which results in a population densityof 1,836 residents per square mile.
Source: US Census Data
720 -
Land Area in Square Miles
700
80
jill 60 sO
20
· · - · 0 -
--
--
-- -
Village of Bayside I Budget Book 2021
Page 68
Number of Households
Description: This statistictracks the number of individual households in the Village of Bayside and compares to other communities in the Milwaukee area.
Purpose: By keeping track ofthe number of households in the Village, insight can be gained abouttheVillage and show the average number of people in each household when compared to the overall population.
Analysis: Within the Village of Bayside, there are 1,831 households, which accounts for three-tenths ofone percent of the households in the Milwaukee area. Only River Hills has less households among comparison communities.
Source: US Census Data
250!< -·
Number of Households
200k
1501<
l OOk
SOk
0
-
- --
- _JIii -
-
- -·
·
I I I II
Village of Bayside I Budget Book 2021
Page 69
Population
Description: This tracks the total population of the Village of Bayside and compares to other communities in the Milwaukee area. Purpose: Measuring the population of the Village provides necessary data for avariety of different pieces of information, such as population density, household size, and general demographic information. Analysis: TheVillage ofBayside is home to 4,389 residents. Only River Hills and West Milwaukee had asmaller population than Bayside.
Source: 2010 US Census
Population
7001(
600k
5001<
:c 4001<
::,
J 3001<
200k
1001<
0 - - - - - - - - - - - ---- · -· · I I
Village of Bayside I Budget Book 2021
Page 70
Median Rent per Month
Description: This measures the median cost of rent in the Village of Bayside, as well as other communities in the Milwaukee area, per month.
Purpose: The median cost of rent per month helps to determine the cost of living in the Vi II age.
Analysis: The median monthly rent in the Village of Bayside is $1,289 per month - much higher than the majority of the other comparison communities. This is likely a reflection of a higher median income in the Village and limited opportunities for rent. The Vi IIage is predominantly comprised of single-family households.
Source: city-data.corn, 2016
$2,C()()
Median Rent per Month
$1,693.00
$1,500
$1,1.89.00 $1,193.00
j ~ $1,C()()
$993.00 $1,002.00 $1,04200 $68200 $909.00
$722.00 $781.00 $791.00
I$50'.l $0
Village of Bayside I Budget Book 2021
Page 71
Median Home Value
Description: This measures the median value of ahome in the Village of Bayside and compares to other communities in the Milwaukee area.
Purpose: The median value of homes in the Village shows the cost of moving to, as well as living in, the Village.
Analysis: The median home value in the Village of Bayside is $336,369, which is well above the average ofthe comparison communities. The high value of homes can be attributed to adesirable location, housing stock, amenities, quality of schools, and generaInature of the community.
Source: city-data.com, 2016
$700,00) $600,00J
Median Home Value
$595,Z71.00
$500,00J
$400,00J
":":",'
~
$300,0C,O
' "J - 1- $312,097.00
i"fi rn "D'ill Hl $200,000
$100,000
so
Village of Bayside I Budget Book 2021
Page 72
Property Tax Levy
Description:This measures the levy on property taxes in the Village of Bayside and compares to other communities in theMilwaukeearea.
Purpose: The propertytax levy shows the total amount of property taxes to be collected, which influences the tax rate.
Analysis: Bayside has the third lowest tax levy among all comparison communities. Dueto levy limit restrictions, the annual increase in thetax levy has not kept pace with the consumer price index (CPI). River Hi Ils, West Milwaukee, and Bayside's tax levy are in the same order as their population.
Source: Wisconsin Policy Forum Municipal Facts 18
$300,000,000
Property Tax Levy
$250,000,000
$273,484,97200
$200,000,000
ill
J:J $150,0C0,000
$100,000,000
$50.00'.J,OOO $0
------ =~s:s·:_11 I _ $4,481,181.00 $7,981,691.00
$71,027,849:00 1$41,9416,7J85.00
I_
Village of Bayside I Budget Book 2021
Page 73
Bond Ratings
Description: This statisticcompares the bond ratings between the Village of Bayside and othercommunities in the Milwaukee Area.
Purpose: Comparing bond ratings for the communities in the Milwaukee area helps to show how the Village's bond rating compares to othercommunities.
Analysis: The Village continues to maintain an Aa2 bond rating due to its strong financial condition. Aa2 is the highest achievable bond rating given the Village's population. The Village's largest weakness with regard to bond rating is the lack of diverse tax base, being primarily residential.
Source: Municipalities 2018
·St. Francis
·Fox Point ·Whitefish Bay
·Franklin ·Oak Creek ·Greenfield ·West Allis ·River Hills ·South MIiwaukee ·Brown Deer ·West MIiwaukee ·ll 11
·MIiwaukee ·Glendale ·Greendale ·Cudahy
Village of Bayside I Budget Book 2021
Page 74
Percent of Allowable Debt Used
Description: This measures the amount of debt each community in the Milwaukee area has relative to the allowable debt amount for said community.
Purpose: Measuringthe percent of allowable debt used helps to understand borrowing practices and the amount of debt each community has relative to its now debt capacity.
Analysis: The Village is among the lower halfof comparison communities in terms of percent of allowable debt used. Maintaining a reasonable debt level provides the Village with flexibilitygoingfoiward when undertaking capital projects and rnaintainingoperatingexpenses.
Source: Journal Sentinel, 2018
100
Percent of Allowable Debt Used
80
60
40
IIIIII 20
I
0
Village of Bayside I Budget Book 2021
Page 75
Municipal Property Tax Rates
Description: This data describes the property tax ratesfor the Village of Bayside and compares to other communiti es inthe Milwaukee area.
Purpose: Comparing muni ci paI property tax rates provides insight into revenue generation and property va Iues among communities.
Analysis: The Village is near the mid-point in terms of tax rate. The North Shore communities of Brown Deer, Shorewood, and Glendale have higher municipal property tax ratesthatn Bayside while River Hi Ils, Fox Point, and Whitefish Bay are lower.
Source: Wisconsin Policy Forum MunicipaIFacts18
Municipal Property Tax Rates
$10
$9.08
$8
$6
ID
::,
~
$4
$6.19 $5.03 $5.09 $4.75
$6.76
$6.88
$7.14
$7.44 $7,61
$2
$0
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Village of Bayside I Budget Book 2021
Page 76
Long Term Financial Plan 2018-2023
"Long term financial planning combines financial forecasting with financial strategizingto identifyfuture challenges and opportunities...Good financial planningdoes not simply project the status quo "X" number of years into the future...Finandal planningstimulates discussion aboutthe long-term impact ofdecisions made today and how the municipalitycan position itself now to deliver a stable level ofessential services."
- Government Finance OfficersAssociation, Financingthe Future
Long-Term Financial Forecasting
Along-term financial forecast is fundamental to understandingthefiscalvitality andfeasibilityofthe Village's finances, including the
o General Fund, o Sanitary Sewer Utility, o StormwaterUtility, o Public Safety Communications Fund, o Consolidated Services Fund, o Capital Fund(s) and o Long Term Financial Funds.
Accurate and reliable revenue and expenditure projections are essential components in creating a long-term financial outlook. Provided the ever-changing nature of the economy and persistent financial uncertainty, key assumptions were developed to create afoundation for analysis. These key assumptions include:
o 2°/4 annualincrease in salaries, o 3% annual increase in health insurance, o 1%annual increase in dental insurance, o 2% annual increase in life and contractual insurance, o 1.874% annual increase in all other expenditures based upon historic Consumer Price Indices (CPI), and o .38%annual property tax levy increase based upon past Department of Revenue municipal levy limits.
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Village of Bayside I Budget Book 2021
Page 4
Existing Long-Term Financial Plan Debt Schedule
TheVillage has implemented adebt levy stabilization fund to manage enhanced debt service through 2018. The Village now enters a new phase with regard to debt management beginning in 2019. The debt service levy is budgeted for separately. Post 2005 genera I obligation debt falls outside State imposed levy limits. The below chart i11 ustrates the Village's debt service schedule and abatement sources. The below schedule does not include any proposed or future debt service.
Long-Term Financial Levy Limit Projections
State levy Ii mits continue into their second decade, placing property tax revenue constraints on municipalities statewide. The Vi II age has an overall property tax levy is $4,503,71. From 2012 to 2017, the overal I property tax levy has increased $108,394 or 2.48% while the Consumer Price Index has increased 5.64%. In the last 10 years, property taxes have increased by 4.15% wh iiethe Consumer Price Index has increased by 18.74%.
The Vil Iage anticipates continued levy Iimits and revenue constraints. In orderto maintain existing service levels with
flat or reduced revenues, the Village will need to continue its pursuit of enhancing efficiencies and service sharing
opportunities.
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..,, i h · 1 , · , , · , r r, ,t , ,. ~
', --"n · ""''"1/__.,; .· .,. ~· l·· l _,i \ J. 1, I l I I ,···
.., 11' ., ~1·.., .a l,j
~ - t h, q , ,. ....i ,1 ~· ~· ·· --·1 1 .,._ 1
,. - ·'-· l d l , 'd ·
, 11 ,I I , I H . ,/1.. \ , .\, I t,,
'id! · 1fol N < · < , ~, , .. ,.... ·- , , . ,. I t · +J .. , ,-.. ,, 11 11... ,
,,
, i ·
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lrl \IH · 'I J I
Iii ,1 ~ l 1 1~1!
l l ~ .U ~ <l
l 1 I · JI
,, .,.,
Jl l ui · 1 <
J I ··· · I j 11,· / J II
1,,,,,1 ., · 1.. , u, oi, !·· r1, 11
q I >t1 · I 111 1 ",ij 111 \II H· I.
Village of Bayside I Budget Book 2021
Page 5
Long-Term Financial Plan: Considerations and Alternatives
To manage and provide financial sustai nabi Iityforthe Vi IIage in the future, the long-term fi nanciaI plan breaks down the areas of emphasis into four areas: Operations, Debt Service, Tax Base Capacity and Diversification, and Utilities.
Village of Bayside I Budget Book 2021
Page 6
Operations
1 Explore additional service consolidations, evaluate service and labor delivery models. 2 Implement Police Department succession plan. 3. Evaluate PubIic Works staffing and labor allocation model. 4. Continued research and application for grant monies. s. Negotiate amended Inspection revenue allocation agreement. 6. lmplementStateGroup Health Insurance Plan,surchargeelimination in 2020. 7. Assim ii ate represented and non-represented benefits. a. Seek additional Communication Center member agencies. 9. Communication Center lease payment expires in 2021.
Village of Bayside I Budget Book 2021
Page 7
Long-Term Financial Plan: Considerations and Alternatives
Tax Base Capacity and Diversification
1. Explore redevelopment of underutilized commercial properties. 2 Modify debt service levycalculation method with a .25% annual debt service multiplier. 3. Utilize NSFO levylimitexemption. 4. Create special revenuefund(s) to net expenses.
1. Permitting and inspections 2 Municipal Court 3. Recreation and leisure 4. Transportation aids 5. GAS B 45 contractua I obligations 5. Seek levy limit cap exemption legislation for publicsafetyconsolidated services. 6. Studyfuturewithdrawal from Expenditure Restraint Program. 7. Consider Public Safety Referendum.
Village of Bayside I Budget Book 2021
Page 8
Long-Term Financial Plan: Considerations and Alternatives
Village of Bayside I Budget Book 2021
Page 9
Long-Term Financial Plan: Considerations and Alternatives
Utilities
1 Allocate personnel costs within stormwaterfund similar to sanitary sewer fund. 2 Transition operations to assist the management ofthe Stormwater utility.
Forestry and landscaping · Park operation and maintenance · Yardwaste Equipment rental(s) Professional fees 3. Develop Sanitary Sewer Private Property inflow & infiltration program cost sharing program.
Allocate personne l costs within stormwater fu nd similar to sanitary sewer
fund .
Village of Bayside I Budget Book 2021
Page 10
Capital Improvements: Multi-year Plan
:JJT II-!/
Total Capital Requested
$6,850,441
123 Capital Improvement Projects
Total Funding Requested by Department
$2,000k
Total Funding Requested by Source
$2,oook
$1,SOOk
$1,SOOk
$1,000k
$1,000k
$500k
$SOOk
$0
$0
· AdministrativeCa·..
0 Public Safety Capi...
Public Safety Com...
Cl Public Works
Sanitary Sewer
e General Governme... e Police
Public Safety Com...
0 Public Works Capit...
Stormwater utility
Capital Costs Breakdown $150k
$125k
$100k
$75k
$Sok
$25k
-· $0 ~o.,,. ~o~ ~a~ ~o"· ~o~ ~o.,6' ~o-'> ~o~
· Capital Costs
· Adm inistrative Ser...
0 Sanitary Sewer Fu...
General Governme... Police Capital Public Works
· PublicSafetyCom... Stormwater Utility
· North Shore Fire Public Safety Com... Public Works Capit. ..
Village of Bayside I Budget Book 2021
Page 17
Department of Public Works Requests
Itemife;d Requests for F)'2021-FY2028
Snow Plow Blade Replacement
$20,633
Themain technique for removing accumulated snow from roadways is through the use of snow plows and snow plow blades, or cuttingedges. The blade is bolted to the snow plow, and It is the component of the plowing system that makes contactwith the...
DPW Yard Material Storage/Organization Concrete Bunker Blocks
$4,500
Bunker blocks are ideal for a cleaner, more organized space, Bunker blocks are ideal for building concrete block retaining walls to stabilize slopes, keep earth from moving downward, and lo give outdoor agriculture spaces a solid structural...
Computer Replacement
$2,000
Operations Superintendent and Mechanic
Single Axle Trailer
$8,500
Equipment and material mover
lITV
$20,000
Equipment, material, and personnel mover
Tennis Court Maintenance
$25,000
Crackfill and restripe
1-!on dump truck
$80,000
Personnel, equipment, and material mover
Patrol truckAiook truck
$180,000
Unit 2178 replacement
Yard Wast.e Truck
$100,()()()
Yard Wast.e Collection
Water Tank
$3,()()()
Plant watering and fire extinguisher
Patrol Truck
$180,()()()
Snow plowing, material mover
Telehander 84" Bucket
$1,450
Collection and material mover
Compactor
$3,()()()
Gravel and soil compaction
Stump Grinder
$9,000
Tree stump grinding
Sewerage Pump
$1,850
Sewer and stormwater pump
Total: $638,933
Village of Bayside I Budget Book 2021
Page 18
Police Requests
WIFI PD WIFI Replacement/Upgrade Handgun Replacement 2 spare weapons Projector Training Room Projector Replacement Tactical Shield Squad 2104 Replacement
JR Spotting Scope iR scopeto search for people concealed by darkness Appliances PD Washer/Dryer Decon Room Replacement Tactical Vest 4 back plates and tactical heavy armor carriers Shotgun Replacement Replace old weapons Rifle Locking System (4) Rall mounting system Patrol Bicycle Bicycle Patrol Replacement Rifle Cleaning System Squad rifles, shotguns and long guns can befullydeaned, Ballistic Face Shield Protection of officers against objects and sprays ($325 ea x 13) locker Room Repairs Change Locks and Handles Replacement- Failing Locks Heaters PD Garage Heaters Replacement(3) Squad Video System 2102 Records vehi de actions as driven by police officer
Drone
IR Tracking!SurveiUance Radio-Portable 02aukee Radio System Digital System (2@4,000)
Village of Bayside I Budget Book 2021
$1,000 $1,030 $1,500 $1,500 $1,795 $2,000 $2,200
$2,820 $3,000 $3,999 $4,225 $4,361 $5,000 $5,970 $7,296 $8,000
Page 19
Radio-Squad Ozaukee Radio System Digital System (5@1800) Storage Serwrs PD Servers/Cloud Service AEDs Portable AEDs for Each Squad Replacement (8·10Yr life Cycle) Radar Trailer Replacement· portable information and speed tracking device Roofing Flat Roof over Jail/Training Room cabinetry Doors Roll Call/Jail Room Replacements Computers 10Workstation Computers Replacements Body Cameras Officers' Rep!aa,ments Squad Cameras All Squads (5) Replacements Computers Squad Computers and Cameras (5) Replacements Jail Toilets/Faucets Jail Plum bing Replacement/Maintenance Traffic SPEED Laser Gun Replacement (3) Laser Guns Handgun Replacement Handgtms (15] Rifle Sights Squad Rifles ReµI acement Computer Infrastructure Server Equipment/UPS/Cloud Service Replacements/Upgrades Fingerprint Computer Jail Replacement Batteries Radar Trailer lasers Officers
Village of Bayside I Budget Book 2021
$9,000 $10,000 $12,000 $15,000 $20,000 $5,000 $8,000
$40,000 $52,000 $5,000 $6,000 $7,500 $3,000 $3,000 $5,000 $1,500 $7,000
Page 20
Sig Sauer Rifles (6)
Squads
Tactical Vest
Tactical Vest for Squads
Carpet Cleanlngr.\lax
PD Carpet/Floor Replacement
Lightbars
Squad Lightbar Replacement
Radio
Officers OASIS Replacements
Computer Infrastructure
Hubs, Switches, Routers
Computer Infrastructure
Servers/Cloud Infrastructure
Painting
-------------- --~·-·--·----
Painting of Offices/Hallways
Garage Door Openers
Police Garage Door Openers
Carpet
Office Carpet Replacement
Scanner
Fingerprint Scanner
Squad Cornpurers/Cameras
AH Squads Replacements
Office Furniture
Office Furniture
$7,000 $11,000
$2,500 $10,000 $20,000
$3,000 $6,000 $7,000 $10,000 $15,000 $15,000 $50,000 $75,000 Total: $508,671
General Government Requests
· 1.temi:zed RequestsforFY202t·P{20:28
VIiiage Hall Computer Replacement Program
$14,000
Annual rotation for Village Hall staff rnplacementcomputers.
Village Hall Multi-Purpose Copier/Printer/Scanner Replacement
$8,000
The Village Hall multipurpose copier, scanner and printer serves as the primary piece of equipment for all Viii age Hall employees and is on a five year replacement schedule.
Total: $22,000
Village of Bayside I Budget Book 2021
Page 21
Public Safety Communication Requests
lterriiz~d RetjuestsforFY2021·FY2028
WAN Router Replacement
$5,000
WAN Router Replacement
Data Center Dry Agent Upgrade
$8,000
Data Center Dry Agent Upgrade
Enterprise Firewall High A11allablllty
Enterprise Firewall High Availability
Enterprise Security and Penetrating testing
$25,000
Enterprise Security and Penetrating testing
Mobile Dispatch Station Laptop
$32,000
Mobile Dispatch Station Laptop
Wireless Headsets with Control Bases
$4,500
Wireless Headsetswit!-i Control Bases
Replace VirtuaHzed PCs
$4,000
Replaced Virtualized PC's
Keyboardslhlice
$6,000
replace 4 positions over 2yrs
Dispatch Monitors
$30,000
Dispatch Monitors (48 total, 6 per position· 2 pas ayr)
External Monitoring Services
$5,000
Enterprise Monitoring Services
UnlnterruptiblePower Supply Battery Replacement
$14,000
An uninterruptible power supply (UPS), also known as a battery backup, provides backup power when your regular power source fails or voltage drops to an unacceptable level. A UPS allows for the safe, orderly shutdown of a computer and connected...
VPM-Voke Proc Module
$12,000
Translates voice to radio (back positions)
Switches
$30,000
Switch replacement
Carpet replacementkepalr
$15,000
Dispatch Carpet replacement
Server replacement
$20,000
dispatch servers
Dispatch work station
$40,000
Replace the four most used stations with NEW
Firewall
$50,000
routing internet
Village of Bayside I Budget Book 2021
Page 22
Chair Chairs for Dispatch ReplacedVirtualfzed PC's Replace PC's Printerskopiers Replace printers Switches Switch r1)1acement Control Bases Radio control bases Refresh wide area network upgradekeplacehardwarefor agency connectivity Router Replace routers VPM-Voke Proc Module Translates voice to radio (pos 3 &4) PC's Training Room computers Server G10 Cal's for Virtual Machine Rectify CALs for mobile connection lntrado support lntrado hardware r1)1acement/support PCVirtualization Virtualize PC's Storage Area Network Replace storage device on site Generator Backup power for data center
Village of Bayside I Budget Book 2021
$6,000 $2,000 $10,000 ------··" -·------ ~· $15,000 $20,000 $50,000 $4,000 $12,000 $15,000 $17,000 $20,000 $20,000 $45,000 $55,000 $60,000
Total: $666,500
Page 23
Sanitary Sewer Requests
Sewerage Pump
$3,600
Sewer and stormwater pump
SanitarySewer Mainline Cured In Place Pipe, Spot Repairs, and Manhole Repairs
$1,790,000
This projects includes the annual repair of manholes, CIPP Lining, and spot repair of sanitary sewer mainline infrastructure.The primary work involves CIPP lining ID reduce inflow and infiltration into the sanitary sewer system. A...
Mini Excavator
$115,000
Stormwater ditching, manhole replacement, street repair
Generator
$2,000
Mobile power supply
Sewer Jetter
$12.0,000
Sewer Cleaning
Total: $2,030,600
Village of Bayside I Budget Book 2021
Page 24
Stormwater Utility Requests
....
ltemizeg.8eque~tsforFY2021~FY2Clia
Portable Stormwater Management Pump (small diameter)
$2,000
Stormwater pumps help protect areas by pumping away large volumes of water, thereby preventing the occurrenceof flooding. Many areas of Bayside are located on or near bodies of water, ravines, or outlets, creating a need for large, reliable...
Jonathan Lane Stormwater ManagementCIPP Lining Ravine Outlet
$19,000
The Jonathan lane stormwater managementCIPP lining ravine outlet project was previously bid in 2018, but bids were rejected. To avoid a more costly replacement of the pipe, CIPP lining is recommended, Acured-ln·place pipe (CfPP) is a_
Laramie Lane Stormwater Management Ravine Outlet CIPP Lining
$24,000
In conjunction with the repair the concrete outfalls for two existing stormwater ravine outlets on Laramie lane, the two stormwater pipes are in need of CIPP lining from Laramie Lane to the ravine outlet Acured-in-place pipe (CIPP) is a...
Laramie Lane Stormwater Management Ravine Outfall Repair
$40,000
Two slgnlficantstormwater management ravine outlets on north side of Laramie lane have deteriorated and are in need of repair. Specifically, the final ten-foot segments of concrete pipethatchannel stormwater Into the ravine from the surrounding...
WI DNR MS4 Stormwater Management Plan Update
$40,000
The Wisconsin Department of Natural Resources requires the Village, as part of Itsjoint MS4 Permitwlth the other six north communities, to update its Stormwater Management Plan. The VillageStormwater Management Plan was last updated in-
Glenbrook Lane Stormwater Management Ravine Outlet Pipe Replacement
$50,000
The Glenbrook Lanestormwater management ravine outlet project was previously bid In 2018, but bidswere rejected due to the cost of aless invasive pipe burst process. The Village engineer has recommended an aper cut excavation to replace the...
Portable Stormwater Management Pump (Large Diameter)
$60,000
Stormwater pumps help protect areas by pumping away large volumes of water, thereby preventing the occurrence of flooding. Many areas of Bayside are located on or near bodies of water.ravines, or outlets, creating a need for large, reliable...
Leaf Vacuum
$90,000
leaf Collection
Ditching Tooth Bucket
$2,000
Stormwater ditching
Total: $327,000
Village of Bayside I Budget Book 2021
Page 25
Administrative Capital Requests
Itemized Reque~ts for-FY202t-FY20213
WI DOA Comprehensive Plan Update
$25,000
A comprehensive plan is a local government guide to community physical, social, and economic development Comprehensive plans are not meantto serve as land use regulations in themselves; instead, they provide a rational basis for local land use...
Ellsworth Park Freestanding Playground Equipment Replacement
$25,000
The freestanding playground equipment on the west side of Ellsworth Park is approximately fifteen to twenty years old. The freestanding equipmen~ on the west side of the Park, is used quite extensively and has reached ifs useful life. Several...
Village Facility Security and Access Control/Camera Replacement
$85,000
The Village Hall, Police Department, BaysideCommunkatlonsCenter, and Public Works facilities security systems, access Control, and camera surveillance systems are original to the facilities, approximately 22 years old. Several of the cameras...
Total: $135,000
Public Safety Communication Capital Requests
BCC Cloud Based Disaster Recovery Sy.;tem
Cloud disaster recovery ls a cloud computing servkewhich allows for storing and recovering system data on a remote cloud-based platform. The essential elementof traditional disaster recovery is a secondary data center, which can store all...
BCC Security Monitoring Sy.;tem Wall Monitors
$5,000
Original to the Bayside Communications Center, many of the existing display monitors are failing. Used for monitoring jail cells, traffic cameras, community Infrastructure throughout the north shore, monitors throughout the BCC provide the,"
BCC Server Infrastructure Replacement Program
$15,000
BCC servers servicetheNSFD, seven police departments, and the BCC. All BCC data center in infrastructure is placed on a lifecycle replacement schedule.
BCCTelecommunicatorWireless Headsets
$13,000
Utilized for call answering, individual wireless headsets are used by Telecommunicators 24x7x365.
Total; $38,000
Village of Bayside I Budget Book 2021
Page 26
Public Safety Capital Requests
NSFD Resolution Authorized Equipment Replacement
$28,711
Specified NSFD equipment replaced per multi-year capital program as approved bythe NSFD Board of Diredors and respective community governing bodies.
Police Officer Body Armor/Bu liet Proof Vest Replacement Program
$17,800
Replacement of officers' bullet proof vest
Squad Vehicle and Technology UpgradeMulti·Year Sanitary Sewer Lease
$61,225
In 2018, the Village Board approved a comprehensive upgrade of the Police Department squad fleet, in-car mobitecomputing and camera systems, and integrated body camera system. TheVlliage Sanitary Sewer Fund loaned themoneyfor the up-front..
Police Interceptor Squad Replacement Program
$376,000
Acomprehensivevehidereplacement program of the Police Department fleet is included within the Capital Improvement Pergram. Vehicle replacement includes the vehicle, associated equipment and graphics.
Total: $483,736
Public Works Capital Requests
ltE!mizE!d Reguestsf9r FY.2021°FY202'3
Annual PAS ER Road Resurfacing Replacement Program
$2,000,000
The Village utilizes the State of Wisconsin PASER on the bi-annual evaluation of all Village roads. The PASER scale is a 1-10 rating system for road pavementcondition developed by the University ofWisconsin·Madison Transportation...
Total: $2,000,000
Village of Bayside I Budget Book 2021
Page 27
DELINQUENT CHARGES TO BE PLACED ON 2020 TAX BILLS NOTICES MAILED ON OCTOBER 3. 2020
MISCELLANEOUS CHARGES MILWAUKEE COUNTY
PARCEL#
Accounl II
OWNER
022-9970-000 053-999HIOI 022-9986-0J2 023-9990-0)2 022-9986-002 0l 5-0J38-000 0 2 2-998 4-000 021-0069-000 017-0036-000
472 1130 I Northpoinl LLC 513 Alla Visla 435 Bayside Enterprises
47 Bean Salon 229 Devo Management 488 David Gonzolez 471 Los Poisa 443 Michael McGillan 566 Zulay Oszkay
WATER UTILITY CHARGES MILWAUKEE COUNTY
PARCEL# 016-0J27-000 016-0069-000 016-0095-000 016-0114-000 017-0174-000 020-0017-000 020-0)99-000 021-0103-000 02\-9968-000 022-0057-000 022-0J65-0JO 022-0072-000 022-0109-000 022-0181-000 022-0192-000 022-9978-000 023-0080-000 054-0238-000
Account#
OWNER Ari Friedman Barbor Barry John Greene Antonio Diaz Thom as Lee Michael Cas tl e Filip Tejchman Deborah Binder Benjamin Jacobs Christopher Kroening Geoffrey Lee Prosenji1 Guptosarma Hallie Ooniels·Rush Anne Barth Saul Rivera Karen Selyan Marsha Sodos Mary Macdonald
TOTAL DELINQUENT WAIER CHARGES PLACED ON TAX BILLS
ADDRESS
1665 N Water (500 w Brown Deer Re 225 E Brown Deer Rd
340 W Brown Deer Rd
707 W Glencoe
340 W Brown Deer Rd 9508 N Sequoia Dr 600 W Brown Deer Rd 905 EManor Cir 552 E Bay Point
TOTAL
5,008.06 8.81
329.02 90.90 16.43
227 .79 467.25
16.07 261.42
$6.425.75
.AQ.QRill 9469 N Waverly 9275 Broodmoor 9484 N Fairway Dr 934 9 N Fairway Dr 905 E Bay Point Rd 9077 N Medowlark Ln 8900 N Tennyson Dr 9050 N Pelham Pkwy 1005 E Glencoe Pl 144 E Ellsworth Ln 9024 N Santo Monica Blvd 9025 N Iroquois Rd 8960 N Sonia Monico Blvd 8860 N Navajo Rd 8861 N Seneca Rd 8833 Iroquois Rd 628 W Mulberry Ct 8560 N Greenvale Rd
TOTAL
Total Charges on tax bills
AMOUNT I0% oer Sla/e Statute
204.79 $
20.48 $
652.32 $
65.23 $
61.14 $
6.1 I $
178.34 $
17.83 $
1050.64 $
105.06 $
67.76 $
6.78 $
93.09 $
9.31 $
688.81 $
68.88 $
275.03 $
27.50 $
159.39 $
15.94 $
911.35 $
91.14 $
813.18 $
81.32 $
462.55 $
46.26 $
275.03 $
27.50 $
171.58 $
17. 16 $
420.14 $
42.01 $
72.24 $
7.22 $
349.00 $
34.90 $
$
$
$
-$
TOTAL DUE 225.27 717.55 67.25 196.17
I, 155.70 74.54
I 02.40 757.69 302.53 175.33 1.002.49 894.50 508.81 302.53 188.74 462.15
79.46 383.90
l0%per .filQlg_ St a t u t e
t0% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
$6,906.38 $7,597.02
$14.022.77
$690.64
$7,597.02
I!ifllb
Highlights/ Accomplishments
· BCC Supervisors met to discuss 2021 training opportunities, Staff are working hard to complete 2020 SMART goals and training requirements in the center.
· BCC staff completed training on contacting the water department during large scale fires and use of address flags.
· Intra do will be onsite in December for training on text to 911 for all staff as well as features and components of the new phone system.
· Training Coordinator Krantz is working with the CTO's to evaluate and align the training phases for new hires, as well as conduct her quarterly training meeting.
PHONE CALLS
~~ 8815 .J150Jo
POLICE CALLS
f t0 5797 .J19%
REQUEST FOR POLICE
,,0,,_ 218
~·10%
911 CALLS
2247 '1,2% ·
FIRE CALLS
f718 15 %
aTRAFFIC STOPS ' I ~ 1381 .390/o
ANSWER TIME
t,ur 4 Sec t11%
DISPATCH TIME
a'iii 55Sec t68%
CALL REVIEWS
~ 96% ~,11%
ALS CALLS
_..·"L'' 231 · · J31%
SAFE AT HOME
~Ao
~to%
ACCREDITATION
·myCrew
IV 2 b
Department of Public Works October 2020
Highlights/ Accomplishments
· DPW completed line stripping and stencil painting on Village Roadways .
Crews completed two leaf collections in October with 459 stops producing around 225 yards of
leaves.
· The final touches to the road resurfacing project was completed by the contractor, shouldering and
and grass restoration was completed .
· Glass Shields were installed in Village Hall and IT offices. Work continues for the glass install project in
the Bayside Communication Center.
· DPW completed an over excavated ditch and an out ofnetworkculvert replacementforresidents .
· Six newtouchless faucets were installed in the Vil lage Hall and Police bui lding.
· Crews completed annual street crack fillingthroughoutthe village covering approximately 5 miles of
roadway
· Monthly Lift station Maintenance was performed. No issues werefound. The Lift station
Rehabilitation project has started. Work will continue overthe next few months.
· The adopt-a-tree program trees were ordered and planted.
GARBAGE TONS YTD
DDn 1101 t13%
/ f f \ RECYCLING TONS YTD 421
\...::,.1 t3%
DIVERSION RATE
~ 28
~.0%
YARD WASTE COLLECTION STOPS
6043 fl.3%
SEE CLICK FIX REQUESTS CLOSED
··· 677 --- t3%
III SEWER MAIN CLEANED 12,041 y J54%
YARDS OF YARD WASTE COLLECTED
~0~ 1769
t100%
MULCH DELIVERIES
~, 78 t35%
CULVERTS REPLACED
.b 42
~.60%
· ·
RECYCLING DAY PARTICIPANTS
l.·!\ 822 t55%
YARDS OF MULCH
DELIVERED
lrllellllllfi~
545 t39%
TREES REMOVED
1· -
t 212 42%
Highlights/ Accomplishments
· The Vi llage has started to receive the Certificate of Taxes from the various taxing jurisdictions in preparation for the 2020 tax season. To date the highest increase is the Fox Point-Bayside Schoo l District with a 5.98% increase in Ozaukee County and 4.98 in Mi lwa ukee County.
· The first 2020 re imbursement request for CDBG funds in the amount of $1,270 has been submitted . · Final notices were sent to reside nts who have yet to renew their well operation permit. The permit
whic h is good for five years was due as of September 30. A total of 252 renewal notices have been sent out with a total of 16 still outstandi ng. · Staff sent out the 3rd quarter Commercial Sewer and Stormwater invoices tota ling $67,667.26.
GENERAL GOVERNMENT
~
R E E X 103%/78°/o V p
SANITARY SEWER
~ ·
82%/460/o
STORM WATER
····
DISPATCH CENTER
~
NORTH SHORE LIBRARY
~
94%/53% 101%/77°/o 100%/63°/o
PERCENTAGE OF 2020 BUDGET SPENT
~
GENERAL GOVERNMENT
63.98%
(t)
HEALTH 74.55%
..~.
MUNI COURT 69.8%
e
MIi
POLICE 70.7%
'FIRE
10.2.7%
?
BUILDING INSP. 84.8%
,.J~
PUBLIC WORKS 79.2%
~
PARKS 43.5%
~
LIBRARY 91.35%
~
DISPATCH 76.8%
~ ·
..SANITARY SEWER 45.6%
···
STORMWATER 52.54%
~
l{ o O oJI
$261,503.62, GRANTS t 12%
,T·-,
WORK COMP MOD
.98
lmt
BOND RATING
Aa
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE
ORDINANCE NO: 20 - - -
Ordinance to Amend Sections 104-10, 125-9 and 125-57 of the Municipal Code with Regard to Special Exceptions
=r£ 3 b
The Village Board of the Village of Bayside, Milwaukee and Ozaukee Counties, Wisconsin does ordain as follows:
Section One: Section 104-10 of the Municipal Code is hereby amended to replace the word "specific" with the word "special" in the second sentence.
Section Two: Section 125-9 is hereby amended to delete the sentence:
"There shall be no requirement of a public hearing or of referral to the plan commission."
Section Three: Section 125-57 of the Municipal Code is hereby amended to insert the phrase:
"(with the exception of special exceptions to Chapter 104-Buildings and Building Regulations, which may be issued by the Board of Appeals by majority vote without public hearing or referral to the village board)."
after the phrase "... recommend a special exception to the village board for approval ... 11
Section Four: Severability: In the event that any provision of this Ordinance is for any reason held to be invalid, unconstitutional, or unenforceable by any coutt of competent jurisdiction, such portions of this Ordinance shall be deemed separate, distinct and independent provisions of the Ordinance and all remaining portions of this Ordinance shall remain in full force and effect.
Section Five: All ordinances or parts of ordinances conflicting with the provisions of this ordinance are hereby to such extent repealed.
Section Six: This ordinance shall take effect and be in force after its passage and posting pursuant to law.
PASSED AND ADOPTED by the Village Board of Trustees of the Village of Bayside this nineteenth day of November, 2020.
VILLAGE OF BAYSIDE
Eido M. Walny, Village President
Lynn A. Galyardt, Administrative Services Director/Clerk
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE
ORDINANCE NO: 20-_ _
Ordinance to Repeal Section 104-8 of the Municipal Code With Regard to Certificates of Compliance at Change of Ownership
lY .3C
The Village Board of the Village of Bayside, Milwaukee and Ozaukee Counties, Wisconsin does ordain as follows:
Section One: Section 104-8 of the Municipal Code is hereby deleted in its entirety.
Section Two: Severability: In the event that any provision of this Ordinance is for any reason held to be invalid, unconstitutional, or unenforceable by any court of competent jurisdiction, such pmtions of this Ordinance shall be deemed separate, distinct and independent provisions of the Ordinance and all remaining portions of this Ordinance shall remain in full force and effect.
Section Three: All ordinances or parts of ordinances conflicting with the provisions of this ordinance are hereby to such extent repealed.
Section Four: This ordinance shall take effect and be in force after its passage and posting pursuantto Jaw.
PASSED AND ADOPTED by the Village Board of Trustees of the Village of Bayside this nineteenth day of November, 2020.
VILLAGE OF BAYSlDE
Eido M. Walny, Village President
Lynn A. Galyardt, Administrative Services Director/Clerk
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE
RESOLUTION NO: 20-_ _
A Resolution Amending Resolution 20-16 revising the fee schedule as referenced by the Village of Bayside :Municipal Code
WHEREAS, the adopted Municipal Code makes reference to fees charged by the verbiage "shall be in such amount as established by the Village Board from time to time by ordinance or resolution"; and
WHEREAS, it is prudent that the fees be reviewed for cost effectiveness; and
NOW, TIIEREFORE, BE IT RESOLVED by the Board of Trustees of the Village of Bayside, Milwaukee and Ozaukee Counties, Wisconsin, that the following fee schedule, as referenced by the Village of Bayside Municipal Code, be approved as defined in the attached schedule.
PASSED AND ADOPTED by the Village Board of the Village of Bayside this November, 2020.
day of
VILLAGE OF BAYSIDE
Eido M. Walny Village President
Lynn Galyardt, Administrative Services Director/ClerldTreasurer
VILLAGE OF BAYSIDE FEE SCHEDULE
RESOLUTION # 20-
ARCHITECTURAL REVIEW COMMITTEE APPLICATION
Minimum $60
RESIDENTIAL BUILDING PERMITS ACCESSORY STRUCTURES (INCLUDES SHEDS AND DECKS), (REQUIRES ARC
APPROVAL) ADDITIONS ($0.32/SQ. FT) (REQUIRES ARC APPROVAL) ELECTRICAL PERMIT ($12/$1,000) FOUNDAT!ON REPAIR ($12/$1,000) · HVAC PERMIT ($12/$1,000) · PLUMBING PERMIT ($12/$1,000) · NEW STRUCTURE ($0.32/SQ. FT)
· REMODELING ($12/$ J,000) · REROOFING ($12/$1,000) · WINDOWS ($12/$1,000) · CERTIFICATE OF GOMPLIAl'!CE
o BASIC PACKAGE INITIAL INSPECTIOt>I o P/1/0 FOR PAGK,A,GE li'HT!Al INSPECTION AND ONE FOLLOW UP
INSPECTIOM
o ALL INCLUSIVE PACKAGE INITi,A,L IMSPECTIOM, FOLLOW UP
lt>lSPECTION, /·,ND TINO FOLLOW UP IMSPECTIONS
o RE IMSPEGTIOt>! FEE
· OCCUPANCY PERMIT, RESIDENTIAL RAZING, RESlDENT!AL (.12/SQ. FT.)
· PERMIT RENEWAL
· NEW HOME PLAN REVIEW · ADDITIONAL PLAN REVIEW · ALTERATION/REPAIR PLAN REVIEW*(PLAN REVIEWER MAY WAIVE FEES
FOR ALTERNATIONS DEEMED MlNOR IN SCOPE) · EARLY START (FOOTINGS AND FOUNDATION · WATER LATERAL- OUTSIDE · SEWER LATERAL- OUTSIDE
$125
$125 $60 $125 $60 $60 $85 $85 $85 $60
$!00 per inspection $50 $85
50% of permit, not less than minimum $200 $100 $50 $175 $60 $60
COMMERCIAL BUILDING PERMITS · ELECTRlCAL PERMIT ($12/$1,000) · PLUMBING PERMIT ($12/$ l,000) · HVAC PERMIT ($12/$1,000) · NEW STRUCTURES, ADDITIONS ($0.34/SQ. FT) · REMODELING ($12/$1,000) · REPLACEMENT & MISC ITEMS · OCCUPANCY PERMIT, COMMERCIAL · OCCUPANCY, TEMPORARY
· PERMIT RENEWAL
$75 $75 $75 $150 $85 $75 $100
$100/30 days 50% of permit, not less
than minimum
1
VILLAGE OF BAYSIDE
FEE SCHEDULE
· RAZING, COMMERCIAL (.12/SQ. FT.)
RESOLUTION # 20$85
· NEW CONSTRUCTION PLAN REVIEW
$300 + $25/unit
· ADDITIONAL PLAN REVIEW
$150
· ALTERATION/REPAIR PLAN REYIEW*(PLAN REVIEWER MAY WAIVE FEES FOR ALTERNATIONS DEEMED MINOR IN SCOPE)
· EARLY START (FOOTINGS AND FOUNDATION
$150 $275
· WATER LATERAL - OUTSIDE
$60
· SEWER LATERAL- OUTSIDE
$60
· BUILDING/HY AC/FIRE SYSTEMS PLAN REVIEW FEES
Per SPS Table 302.31-2
· PLUMBING PLAN REVIEW FEES
Per SPS table 302.64 & SPS table 302.64-1
BUILDING · ANNUAL VA CANT PREMISES FEE · BUILDING PERMlT REFUND
· EROSION CONTROL, RESIDENTIAL · EROSION CONTROL, COMMERCIAL
· FAILURE TO CALL FOR INSPECTION · FENCES · RE-INSPECTION FEE · RELEASE AND INDEMNIFICATION WAIVER · SPECIAL OCCUPANCIES: OUTDOOR POOLS, TOWERS, TENTS · STATESEAL · SWIMMING POOLS ($11.50/$1,000)
· TRANSFER OF SOLID FILL
· WORK WITHOUT PERMIT · ROAD BOND FOR NEW HOME CONSTRUCTION
Minimum
$500 Amount over minimum fee
$150 $200 for first acre
$100 per acre thereafter $50 $60 $40 $500 $100 $50 $110
$250 plus: $15 per Single Axle Truck $30 per Multi Axle
Truck Double Normal Fees
$10,000
2
VILLAGE OF BAYSIDE FEE SCHEDULE
RESOLUTION # 20"
ADMINISTRATION · COPIES - STANDARD SHEET OF PAPER, BLACK & WHITE · COPIES -STANDARD SHEET OF PAPER, COLOR · DELINQUENT INVOICE PENALTY CHARGE · ELECTRONIC TAX ROLL · DUBBING AN AUDIOTAPE/CD · NON-SUFFICIENT CHECKS · NOTARIZING DOCUMENTS · LEGAL PUBLICATION
·
· REAL ESTATE PROPERTY STATUS FEE · STOP PAYMENT OF CHECK · TAX ROLL- ALPHA OR STREET
· VOTED POLL LIST
· VOTER - ABSENTEE LISTING
· VOTER REGISTRATION UST - ALPHA AND STR~ET
Minimum $0.25/page $0.50/page 1.5%/month
$50 $35 $50 $0.50 $50.00
$50 $50 $25 + $0.25/page $25 + $5/1,000 voters + $0.25/page $50 + $5/1,000 voters + $0.25/page $25 + $5/1.000 voters
ALCOHOLIC BEVERAGES · CLASS uA" FERMENTED · CLASS "B" FERMENTED · CLASS "A" INTOXICATING · CLASS "B" INTOXICATING · OPERATOR'S LICENSE - INITIAL · OPERATOR'S LICENSE- RENEWAL
$100 $100 $500 $500 $55 $55
ANIMALS · ANIMAL FANCIER PERMIT · DOG & CAT LICENSES - 5 MONTHS OF AGE AFTER JULY 1- ALTERED · DOG & CAT LICENSES-5 MONTHS OF AGE AFTER JULY 1-UNALTERED · DOG & CAT LICENSES - NEUTERED OR SPAYEO · DOG & CAT LICENSES - UNALTERED · DOG & CAT LICENSES - PAID AFTER 3/31-ALTERED · DOG & CAT LICENSES- PAID AFTER 3/31-UNALTERED · GROOMING ESTABLISHMENTS · KENNEL PERMIT · PET SHOPS
$25
$6
$12 $12 $24 $18
$36
$100 $100 $100
BUSINESSES · CIGARETTE AND TOBACCO PRODUCTS RETAILER LICENSE · PRECIOUS METALS, ETC.
$100 $100
3
VILLAGE OF BAYSIDE FEE SCHEDULE
RESOLUTION# 20·
PUBLIC WORKS
· ADDITIONAL GARBAGE CONTAINER PERMIT - ANNUAL · CALLBACKS FOR GARBAGE AND RECYCLING · CULVERT REPLACEMENT (WITHIN ROAD PROJECT) · CULVERT REPLACEMENT (NOT WITHIN ROAD PROJECT) · DRIVEWAY/CULVERT/IMPERVIOUS SURFACE PERMIT · SECTION l 04-9 DISCHARGE COMPLIANCE - EXPOSED STONE FINISH
o 12 INCHES DEEP {FOUR FEET \A/IDE $40,'UNEAR FOOT] o 18 INCHES DEEP (FOUR FEET \A/IDE $50/LINEAR FOOT]
0 24 INCHES DEEP(LOU~ FEET, Wll)E .J60/llNEJ\R .~£9!!:C?~_TOF
tJI;IWQR.K
o 24 IN<;:HE$ PfEPJFOURfs~V.tRE..7 $4Q/lI.NE.6RfQQI):;IJ\L~.~WORK
($49/FI)
. ··
· SECTION 104-9 DISCHARGE COMPLIANCE TOP DRESSED FINISH
o 12 INCHES DEEP {FOUR FEET WIDE $60/LINEAR FOOT) o 18 INCHES DEEP [FOUR FEET WIDE $70/LIMEAR FOOT)
NErw'~5Rr-··-..... ..... . o 24 INCHES DEEP (FOUR FEET WIDE- $80/LINEAR FOOT)-OUT OF .·,·o,···.·w·-···"···· ···· ...............,·.· ,..., ,,........ ,·.. ,.. ,, .,,........................
2ij.4§1.Qf/ct:EH.'iif~"'s.,. '·'"' .., .,., ..,... o
oEEP(FOUR FEET wIDE-: $60/UNEARFO()TJ~IN NETwoRr
·,·,V," ,,~··=«··""'' .. ' ,,,,, .... ,. "'"·"'"· '"""""" '",' ·"'"'""""'""''""'"·"'"'''
· GARBAGE OR RECYCLING CART · GARBAGE OR RECYCLING CART RENTAL (PER WEEK)
FIRST CART PER WEEK EACH ADDITIONAL CART PER WEEK
· CUTTING OF GRASS/DPW LABOR SERVICES RATE
· MULCH DELIVERY FEE (WITHIN VILLAGE) 5 YARDS JO YARDS 15 YARDS 20YARDS 25 YARDS
· MULCH DELIVERY FEE 5 MILE RADIUS OUTSIDE OF VILLAGE-LABOR AND EQUIPMENT
· LOADING FEE · NO PARKING SIGNS · ONE TIME UP THE DRIVE PICKUP COLLECTION FEE ·~RAIM BARRELS
· RIGHT OF WAY PERMIT EXCAVATION FEE RIGHT OF WAY FEE
· SANITARY SEWER USER CHARGE · SEWER CONNECTION CHARGE · SPECIAL EVENT PERMIT (INCLUDES UP TO 4 BARRICADES) · SPECIAL PICKUP (2 PERSON CREW, 20 MINUTES) ADDITIONAL TIME BEYOND 20
MINUTES BILLED AT DPW LABOR SERVICES RATE THEREAFTER
Minimum $60 $42
$600 $1,200
$100
$400 $aOO
$600
$400
¾GO
$700
$800
$600
$65
$27.50 $IO
$83.43/first hour,
$23.69/15 minutes
thereafter
$95.00 $170 $250 $315 $375
$190/5 yards
$45 $25 $42-$50 $45 eaGA, three for $125
$200 $100 $49fl-496 $2,500
$50
~$78.00 ,'·".'cs';;,,,,.,,;,s;-C''d
4
VILLAGE OF BAYSIDE
FEE SCHEDULE
RESOLUTION # 20-
· STORMWATER MANAGEMENT REVIEW
$200 + actual costs
· STORMWATER USER CHARGE
$~244
· STREET CUTTING
LESS THAN 100 SQ. FT.
$300
o BOND FOR STREET CUTTING - $1,000
100-500SQ. FT.
$400
o BOND FOR STREET CUTTING - $3,000
OVER 500 SQ. FT.
$600
o BOND FOR STREET CUTTING - $5,000
·
· TELEVISIONS/MONITORS AND OTHER DISPLAY ITEMS RECYCLING FEE
$90
$SO/First 60
· UNENCLOSED STORAGE PERMIT (DUMPSTER, ROLL-OFF BOX OR OTHER REFUSE
days
RECEPTICLE EXCEEDING 2.5 CUBIC YARDS IN SIZE)
$60/60 day
extension
· ANNUAL UP-THE-DRIVE GARBAGE AND RECYCLING COLLECTION SERVICE PER
$+;003-#2
HOME, WITHOUT EXCEPTION
JJ.Q.6.29
· WELL OPERATION FEE AND RENEWAL FEE (EACH VALID FOR 5 YEARS)
$25/ every
five years
EMERGENCY SERVICES
· FALSE SECURITY ALARM PENALTIES (BURGLAR)
·!· ONE AND TWO FAMILY, FIRST FALSE SECURITY ALARM
: ONE AND TWO FAMILY, SECOND FALSE SECURITY ALARMS
·!· ONE AND TWO FAMILY, THIRD FALSE SECURITY ALARMS
·:· ONE AND TWO FAMILY, FOURTH FALSE
SECURITY ALARMS ·!· ONE AND TWO FAMILY, FIFTH AND
SUBSEQUENT FALSE SECURITY ALARMS ·!· ALL OTHER PROPERTIES, FIRST FALSE
SECURITY ALARM : ALL OTHER PROPERTIES, SECOND FALSE
SECURITY ALARMS
·:· ALL OTHER PROPERTIES, THIRD FALSE
SECURITY ALARMS ·!· ALL OTHER PROPERTIES, FOURTH FALSE
SECURITY ALARMS : ALL OTHER PROPERTIES, FIFTH AND
SUBSEQUENT FALSE SECURITY ALARMS
· FALSE FIRE ALARM PENALTIES
·!· ONE AND TWO FAMILY, FIRST FALSE FIRE ALARM
·!· ONE AND TWO FAMILY, SECOND FALSE FIRE ALARM
Minimum Warning
$55 $80.00 $110.00 $210.00 Warning $310.00 $360.00 $410.00 $510.00
Warning $55.00
5
VILLAGE OF BAYSIDE
FEE SCHEDULE
ONE AND TWO FAMILY, THIRD FALSE FIRE ALARMS
ONE AND TWO FAMILY, FOURTH FALSE FIRE ALARMS
ONE AND TWO FAMILY, FIFTH AND SUBSEQUENT FALSE FIRE ALARMS
ALL OTHER PROPERTIES. FIRST FALSE FIRE ALARM
ALL OTHER PROPERTIES, SECOND FALSE FIRE ALARMS
ALL OTHER PROPERTIES, THIRD FALSE FIRE ALARMS
ALL OTHER PROPERTIES, FOURTH FALSE FIRE ALARMS
ALL OTHER PROPERTIES, FIFTH AND SUBSEQUENT FALSE FIRE ALARMS
RESOLUTION # 20$80.00
$110.00 $210.00 Warning $310.00 $360.00 $410.00 $510.00
POLICE · ACCIDENT REPORT · COMPUTER REPORT · DATA9l1DVD/AUDIO · DATA 911 DVD/VEHICLE VIDEO/BODY CAMERA VIDEO · FINGERPRINTING · PHOTO · SPEED TRAILER RENTAL · POLICE SPECIAL EVENTS - COORDINATION AND ATTENDANCE · SERVICE FEE FOR COLLECTIONS FOR OTHER AGENCIES · TRANSIENT MERCHANT INVESTIGATION FEE EVERYPERSON THEREAFTER
SECONDHAND GOODS · RUMMAGE/ESTATE SALE · ESTATE SALE SIGNAGE UP TO 3 SIGNS WITH PERMISSION OF PROPERTY OWNER ($40 EACH)
SIGNS · FINE/SIGN WITHOUT PERMIT · SIGN PERMIT - UP TO 25 SQUARE FEET · SIGN PERMIT 25 - 100 SQUARE FEET · SIGN PERMIT TEMPORARY SIGNS · SIGN PERMIT - VARIANCES
ELLSWORTH PARK · BALL DIAMOND RENT AL · PARK PAVILION RENTAL · TENNIS COURT RENTAL
TRAFFIC AND VEHICLES · BICYCLE REGISTRATION · VEHICLE STORAGE
$6.50 $~6.50
$15 $35 $25.00 ~6.50 $100/day $95/hour $25 $150.00 $20
$15 $15
$80 $200 $300
$40 $100
$40 + $200 Deposit $40 + $35 Deposit $3/hr per Resident
$6/hr per NonResident
$10 $+0-$20
6
VILLAGE OF BAYSIDE FEE SCHEDULE
RESOLUTION # 20-
ZONING · BOARD OF ZONING APPLICATION · BROWN DEER ROAD OVERLAY · COMMUNITY-BASED RESIDENTIAL FACILITIES CONDITIONAL USE · CONDITIONAL USE PERMIT APPLICATION · LAND DIVISIONS · HOME OCCUPATIONS · OVERLAY USE "D" BUSINESS DISTRICT · PLANNED RESIDENTIAL DEVELOPMENT · PLANNED UNIT COMMERCIAL DEVELOPMENT DISTRICT PETITION
Minimum $500 $300 $300 $300 $250 $40 $250 $250
$500/acre plus cost incurred by Village
7
VILLAGE OF BAYSIDE FEE SCHEDULE
RESOLUTION # 20-
ARCHJTECTURAL REVIEW COMMITTEE APPLICATION
RESIDENTIAL BUILDING PERMITS ACCESSORY STRUCTURES (INCLUDES SHEDS AND DECKS), (REQUIRES ARC APPROVAL) ADDITIONS ($0.32/SQ. FT) (REQUIRES ARC APPROVAL) ELECTRICAL PERMIT ($12/$1,000) FOUNDATION REPAIR ($12/$1,000) HVAC PERMIT ($12/$1,000) PLUMBING PERMIT ($12/$1,000) NEW STRUCTURE ($0.32/SQ. FT) REMODELING ($12/$1,000] REROOFING [$12/$1,000) WINDOWS ($12/$1,000) OCCUPANCY PERMIT, RESIDENTIAL RAZING, RESIDENTIAL (.12/SQ. FT.)
PERMIT RENEWAL
NEW HOME PLAN REVIEW ADDITIONAL PLAN REVIEW ALTERATION/REPAIR PLAN REVIEW*(PLAN REVIEWER MAY WAIVE FEES FOR ALTERNATIONS DEEMED MINOR IN SCOPE) EARLY START (FOOTINGS AND FOUNDATION WATER LATERAL OUTSIDE SEWER LATERAL- OUTSIDE
COMMERCIAL BUILDING PERMITS ELECTRICAL PERMIT ($12/$1,000) PLUMBING PERMIT ($12/$1,000) HVAC PERMIT ($12/$1,000) NEW STRUCTURES, ADDITIONS ($0.34/SQ. FT) REMODELING ($12/$1,000) REPLACEMENT & MISC ITEMS OCCUPANCY PERMIT, COMMERCIAL OCCUPANCY, TEMPORARY
PERMIT RENEWAL
RAZING, COMMERCIAL (.12/SQ. FT.) NEW CONSTRUCTION PLAN REVIEW ADDITIONAL PLAN REVIEW ALTERATION/REPAIR PLAN REVIEW*(PLAN REVIEWER MAY WAIVE FEES FOR ALTERNATIONS DEEMED MINOR IN SCOPE) EARLY START (FOOTINGS AND FOUNDATION
Minimum
$60
$125
$125 $60 $125 $60 $60 $85 $85 $85 $60 $50 $85 50% of permit, not less than minimum $200 $100
$50
$175 $60 $60
$75 $75 $75 $150 $85 $75 $100 $100/30 days 50% of permit, not less than minimum $85 $300 + $25/unit $150
$150
$275
1
VILLAGE OF BAYSIDE FEE SCHEDULE
WATER LATERAL - OUTSIDE SEWER LATERAL- OUTSIDE BUILDING/HVAC/FIRE SYSTEMS PLAN REVIEW FEES PLUMBING PLAN REVIEW FEES
BUILDING · ANNUAL VA CANT PREMISES FEE · BUILDING PERMIT REFUND
· EROSION CONTROL, RESIDENTIAL · EROSION CONTROL, COMMERCIAL
· FAILURE TO CALL FOR INSPECTION · FENCES · RE-INSPECTION FEE · RELEASE AND INDEMNIFICATION WAIVER · SPECIAL OCCUPANCIES: OUTDOOR POOLS, TOWERS, TENTS · STATESEAL · SWIMMING POOLS ($11.50/$1,000)
· TRANSFER OF SOLID FILL
· WORK WITHOUT PERMIT · ROAD BOND FOR NEW HOME CONSTRUCTION
ADMINISTRATION · COPIES- STANDARD SHEET OF PAPER, BLACK & WHITE · COPIES - STANDA RD SHEET OF PAPER, COLOR DELINQUENT INVOICE PENALTY CHARGE · ELECTRONIC TAX ROLL · DUBBING AN AUDIO TAPE/CD · NON-SUFFICIENT CHECKS · NOTARIZING DOCUMENTS · LEGAL PUBLICATION
·
· REAL ESTATE PROPERTY STATUS FEE · STOP PAYMENT OF CHECK · TAX ROLL ALPHA OR STREET · VOTED POLL LIST
· VOTER - ABSENTEE LISTING VOTER REGISTRATION LIST -ALPHA AND STREET
ALCOHOLIC BEVERAGES
RESOLUTION # 20$60 $60
Per SPS Table 302.31-2 Per SPS table 302.64 & SPS table 302.64-1
Minimum
$500 Amount over minimum fee
$150 $200 for first acre
$100 per acre thereafter $50 $60 $40 $500 $100 $50 $110
$250 plus: $15 per Single Axle Truck $30 per Multi Axle
Truck Double Normal Fees
$10,000
Minimum $0.25/page $0.50/page 1.5%/month
$50 $35 $50 $0.50 $50.00
$50 $50
. $25 + $0.25/page
$25 + $5/1,000 voters + $0.25/page
$50 + $5/1,000 voters + $0.25/page
$25 + $5/1,000 voters
2
VILLAGE OF BAYSIDE FEE SCHEDULE
· CLASS "A" FERMENTED · CLASS "B11 FERMENTED · CLASS "A" INTOXICATING · CLASS "B11 INTOXICATING · OPERATOR'S LICENSE - INITIAL · OPERATOR'S LICENSE - RENEWAL
ANIMALS · ANIMAL FANCIER PERMIT · DOG & CAT LICENSES - 5 MONTHS OF AGE AFTER JULY l- ALTERED · DOG & CAT LICENSES 5 MONTHS OF AGE AFTER JULY ]-UNALTERED · DOG & CAT LICENSES- NEUTERED OR SPAYED · DOG & CAT LICENSES - UNALTERED · DOG & CAT LICENSES-PAID AFTER 3/31-ALTERED · DOG & CAT LICENSES- PAID AFTER 3/31-UNALTERED · GROOMING ESTABLISHMENTS · KENNEL PERMIT · PET SHOPS
BUSINESSES · CIGARETTE AND TOBACCO PRODUCTS RETAILER LICENSE · PRECIOUS METALS, ETC.
RESOLUTION# 20$100 $100 $500 $500 $55 $55
$25 $6
$12 $12 $24 $18 $36 $100 $100 $100
$100 $100
PUBLIC WORKS · ADDITIONAL GARBAGE CONTAINER PERMIT ANNUAL · CALLBACKS FOR GARBAGE AND RECYCLING · CULVERT REPLACEMENT (WITHIN ROAD PROJECT) · CULVERT REPLACEMENT (NOT WITHIN ROAD PROJECT} · DRIVEWAY/CULVERT/IMPERVIOUS SURFACE PERMIT · SECTION l 04-9 DISCHARGE COMPLIANCE EXPOSED STONE FINISH
o 24 INCHES DEEP (FOUR FEET WIDE - $60/LINEAR FOOT)-OUT OF
NETWORK
o 24 INCHES DEEP (FOUR FEET WIDE - $60/LINEAR FOOT)-IN NETWORK
($40/FT) · SECTION l 04-9 DISCHARGE COMPLIANCE - TOP DRESSED FINISH
o 24 INCHES DEEP (FOUR FEET WIDE - $80/LINEAR FOOT)-OUT OF
NETWORK
o 24 INCHES DEEP (FOUR FEET WIDE - $60/LINEAR FOOT)-IN NETWORK
($60/FT) · GARBAGE OR RECYCLING CART · GARBAGE OR RECYCLING CART RENTAL (PER WEEK)
FIRST CART PER WEEK EACH ADDITIONAL CART PER WEEK
· CUTTING OF GRASS/DPW LABOR SERVICES RATE
Minimum $60 $42
$600 $1,200
$100
$600
$400
$800
$600 $65
$27,50 $10
$83.43/first. hour,
$23.69/15 minutes
thereafter
3
VILLAGE OF BAYSIDE
FEE SCHEDULE
RESOLUTION # 20-
· MULCH DELIVERY FEE (WITHIN VILLAGE)
5 YARDS
$95.00
10 YARDS
$170
15YARDS
$250
20 YARDS
$315
25 YARDS
$375
· MULCH DELIVERY FEE 5 MILE RADIUS OUTSIDE OF VILLAGE-LABOR AND EQUIPMENT
$190/5 yards
· LOADING FEE
$45
· NO PARKING SIGNS
$25
· ONE TIME UP THE DRIVE PICKUP COLLECTION FEE
$50
· RIGHT OF WAY PERMIT
EXCAVATION
$200
RIGHT OF WAY FEE
$100
· SANITARY SEWER USER CHARGE
$496
· SEWER CONNECTION CHARGE
$2,500
· SPECIAL EVENT PERMIT (INCLUDES UP TO 4 BARRICADES)
$50
· SPECIAL PICKUP (2 PERSON CREW, 20 MINUTES) ADDITIONAL TIME BEYOND 20 MINUTES BILLED AT DPW LABOR SERVICES RATE THEREAFTER
$78.00
· STORMWATER MANAGEMENT REVIEW
$200 + actual
costs
· STORMWATER USER CHARGE
$244
· STREET CUTTING
LESS THAN 100 SQ. FT.
$300
· BOND FOR STREET CUTTING - $1,000
100 - 500 SQ. FT.
$400
· BOND FOR STREET CUTTING - $3,000
OVER 500 SQ. FT.
$600
· BOND FOR STREET CUTTING - $5,000
·
· TELEVISIONS/MONITORS AND OTHER DISPLAY ITEMS RECYCLING FEE
$90
$50/First 60
· UNENCLOSED STORAGE PERMIT (DUMPSTER, ROLL-OFF BOX OR OTHER REFUSE
days
RECEPTICLE EXCEEDING 2.5 CUBIC YARDS IN SIZE)
$60/60 day
extension
· ANNUAL UP-THE-DRIVE GARBAGE AND RECYCLING COLLECTION SERVICE PER HOME, WITHOUT EXCEPTION
$1,106.29
· WELL OPERATION FEE AND RENEWAL FEE (EACH VALID FOR 5 YEARS)
$25/ every
five years
EMERGENCY SERVICES
· FALSE SECURITY ALARM PENALTIES (BURGLAR) ONE AND TWO FAMILY, FIRST FALSE SECURITY ALARM ONE AND TWO FAMILY, SECOND FALSE SECURITY ALARMS ONE AND TWO FAMILY, THIRD FALSE SECURITY ALARMS ONE AND TWO FAMILY, FOURTH FALSE SECURITY ALARMS ONE AND TWO FAMILY, FIFTH AND SUBSEQUENT FALSE SECURITY ALARMS ALL OTHER PROPERTIES, FIRST FALSE SECURITY ALARM ALL OTHER PROPERTIES, SECOND FALSE SECURITY ALARMS
Minimum
Warning $55
$80.00 $110.00
$210.00
Warning $310.00
4
VILLAGE OF BAYSIDE
FEE SCHEDULE
ALL OTHER PROPERTIES, THIRD FALSE SECURITY ALARMS
RESOLUTION # 207
$360.00
ALL OTHER PROPERTIES, FOURTH FALSE SECURITY ALARMS
$410.00
ALL OTHER PROPERTIES, FIFTH AND SUBSEQUENT FALSE SECURITY ALARMS
$510.00
· FALSE FIRE ALARM PENALTIES
ONE AND TWO FAMILY, FIRST FALSE FIRE ALARM
Warning
ONE AND TWO FAMILY, SECOND FALSE FIRE ALARM
$55.00
ONE AND TWO FAMILY, THIRD FALSE FIRE ALARMS
$80.00
ONE AND TWO FAMILY, FOURTH FALSE FIRE ALARMS
$110.00
ONE AND TWO FAMILY, FIFTH AND SUBSEQUENT FALSE FIRE ALARMS
$210.00
ALL OTHER PROPERTIES, FfRST FALSE FIRE ALARM
Warning
ALL OTHER PROPERTIES, SECOND FALSE FIRE ALARMS
$310.00
ALL OTHER PROPERTIES, THIRD FALSE FIRE ALARMS
$360.00
ALL OTHER PROPERTIES, FOURTH FALSE FIRE ALARMS
$410.00
ALL OTHER PROPERTIES, FIFTH AND SUBSEQUENT FALSE FIRE ALARMS
$510.00
POLICE
· ACCIDENT REPORT · COMPUTER REPORT · DATA 911 DVD/AUDIO · DATA 9 ! 1 DVD/VEHICLE VIDEO/BODY CAMERA VIDEO · FINGERPRINTING · PHOTO · SPEED TRAILER RENTAL · POLICE SPECIAL EVENTS - COORDINATION AND ATTENDANCE · SERVICE FEE FOR COLLECTIONS FOR OTHER AGENCIES · TRANSIENT MERCHANT INVESTIGATION FEE
EVERYPERSON THEREAFTER
SECONDHAND GOODS
· RUMMAGE/ESTATE SALE · ESTATE SALE SIGNAGE
UP TO 3 SIGNS WITH PERMISSION OF PROPERTY OWNER ($40 EACH)
SIGNS
· FINE/SIGN WITHOUT PERMIT · SIGN PERMIT - UP TO 25 SQUARE FEET · SIGN PERMIT 25 - 100 SQUARE FEET · SIGN PERMIT TEMPORARY SIGNS · SIGN PERMIT -VARIANCES
ELLSWORTH PARK
· BALL DIAMOND RENTAL
· PARK PAVILION RENTAL
· TENNIS COURT RENTAL
TRAFFIC AND VEHICLES
· BICYCLE REGISTRATION · VEHICLE STORAGE
$6.50 $6.50
$15 $35 $25.00 $6.50 $100/day $95/hour $25 $150.00 $20
$15 $15
$80 $200 $300
$40 $100
$40 + $200 Deposit
$40 + $35 Deposit
$3/hr per Resident $6/hr per NonResident
$JO
$20
5
VILLAGE OF BAYSIDE FEE SCHEDULE
ZONING · BOARD OF ZONING APPLICATION · BROWN DEER ROAD OVERLAY · COMMUNITY-BASED RESIDENTIAL FACILITIES CONDITIONAL USE · CONDITIONAL USE PERMIT APPLICATION · LAND DIVISIONS · HOME OCCUPATIONS · OVERLAY USE "D" BUSINESS DISTRICT · PLANNED RESIDENTIAL DEVELOPMENT · PLANNED UNIT COMMERCIAL DEVELOPMENT DISTRICT PETITION
RESOLUTION # 20-
Minimum
$500 $300 $300 $300 $250 $40 $250 $250 $500/acre plus cost incurred by Village
6
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE
RESOLUTION NO 20-
A resolution adopting the 2021 annual budget and establishing the 2020 tax levy
WHEREAS, Municipal Code ofthe Village of Bayside requires an annual budget appropriating monies to finance activities of the Village for the ensuing fiscal year; and
WHEREAS, the Village Board of Trustees have duly considered and discussed a budget for 2021 as proposed by the Village Manager and recommended by the Committee of the Whole; and
WHEREAS, the Village Board of Trustees held a public hearing on the 2021 Annual Budget on November 19, 2020 as required; and
WHEREAS, the 2021 budget requires a tax levy to pa1tially finance the appropriations.
NOW, THEREFORE BE IT RESOLVED by the Village Board of the Village of Bayside, Wisconsin, that budgeted revenue estimates and expenditure appropriations for the year 2021 for the General Fund, Special Revenue Funds-Public Safety Communications, Long Term Financial Services Fund, Public Safety Capital Fund, Public Works Capital Fund, Administrative Services Capital Fund, and Public Safety Communications Capital Fund is hereby adopted as set forth in the attachment and established in program category detail in the budget document.
BE IF FURTHER RESOLVED that the property tax levy required to finance the 2021 Budget is $4,614,188.
PASSED AND ADOPTED by the Village Board on this ___ day of November, 2020.
VILLAGE OF BAYSIDE
Eido M. Walny Village President
Attest:
Lynn A Galyardt Administrative Services Director/Clerk/Treasurer
Vision, Mission & Strategic Values
VISION: Dynamic balance ofprogressive ideas and traditional values that provides an invitingand premiere community for all.
MISSION: To be aleader in accountable and innovative publ icservice, strivingforthecontinual enhancement in the quality o f t heVillage.
STRATEGIC VALUES
o Fiscal Integrity: Provide sound financial management and future financial stability. o Sound Management o Financial Stability o Collaborative Service Enhancements
o Community Collaboration: Maintain equitable, diverse, and indusive community partnerships. o Neighborhood Stabilit y o Community Enrichment o Cooperative Partnerships
o Connected Communication: Provide proactive, reliable, and transparent communications. o Customer Service o Virtual Services o DIYResources
o Service Exce lienee: Providesolution-based innovativeservices. o Performance Management o Technological Advancement o Employee Development
o Sustainable Resilience: Provideenvironmental stewardship and promotefutureresilience. o Environmental Infrastructure o Stormwater Mitigation o Environmental Stewardship
· ·· ··· · ··
Village of Bayside I Budget Book 2021
Page 5
Village Board
The Bayside Village Board ofTrustees is comprised of 6trustees and apresident, al Ielected at large on anonpartisan ballot to 3-yearterms.The Village Board has the responsibilityfor awide range of policies and prooedures including the management ofVillagefinances, the acquisition and allocationoffunds for Village operations and final approval ofa budget. It has the autho ri ty for management oflocaIproperty, including the adoption of zoning ordinances and final decisions on development proposals.
EidoWalny
PresidentWalnywas elected to the Village Board as a Trusteein2008. Mr.WalnywaselectedVillage President in 2020for athree-yearterm.
Mike Barth
Trustee Barth was first elected to the Vi IIage Board as a Trustee in 2003.
Village of Bayside 1Budget Book 2021
Page 6
Darren Fisher
Trustee Fisher was first elected to the Village Board as a Trustee in 2020.
Daniel Muchin
Trustee Muchin wasfirstelectedtothe Village Board as a Trustee in 1997.
Bob Rudman
Trustee Rudman was first elected to the Village Board as a Trustee in 2020.
AvsmB ·55
Village of Bayside I Budget Book 2021
Page 7
Margaret Zitzer
Trustee Zitzerwas ti rst elected to theVillage Board as a Trusteee in 2018.
BAYI
POPULATI
Village of Bayside I Budget Book 2021
Page 8
Village Board and Committees
Village Board of Trustees Eido Walny, President
Mike Barth Margaret Zitzer
Darren Fisher Daniel Muchin
Bob Rudman
Finance &Administration Committee
Mike Barth, Chair Darren Fisher Bob Rudman
Architectural Review Committee
Marisa Roberts, Chair Mike Barth, Trustee Liaison
Anthony Aiello JohnKrampf Daniel Zitzer Elizabeth Levins (Alternate)
Community Development Authority
Bob Rudman, Chair Amy Krier
Barry Goldman Marty Greenberg
Adam Peck Josh Rolling Margaret Zitzer
North Shore Fire Finance Committee Andrew Pederson
North Shore Fire Commission
Vacant
Public Safety Committee Margaret Zitzer, Chair Mike Barth Darren Fisher Matthew Buerosse
Board of Review Robb DeGraff, Chair Mike Barth Matthew Buerosse Dan Rosenfeld Josh Rolling Lynn Galyardt (Alternate)
MIiwaukee Area Domestic Animal Control Commission
Andrew Pederson Leah Hofer (Alternate)
North Shore Fire Foundation
Edward Harris
Plan Commission Eido, Walny;Chair Mike Barth Edward Harris Jeff Jubelirer JohnKrampf Ari Friedman Marisa Roberts
Public Works Committee Daniel Much in, Chair Bob Rudman Margaret Zitzer
Board of Zoning Appeals
Max Dickman, Chair BarryChaet Darren Fisher BenMinken Amy Krier
Eido Walny (Alternate) Dan Rosenfeld (Alternate)
North Shore Fire Board of Directors
EidoWalny
North Shore Health Commission Ellen Friebert-Schupper
Village of Bayside I Budget Book 2021
Page 9
Village Staff
Andrew Pederson, Village Manager
Administrative Services Lynn Galyardt, Director Leah Hofr, Assistant to the Village Manager Cassie Schmidt, Deputy Clerk Gina Vlach, Fellow Rebecca Ellenbecker, Intern
Assessor Accurate Appraisal, LLC.
Attorney Christopher Jaekels, Davis and Kuelthau, S.C.
Building Inspector SAFEbuilt, Inc.
North Shore Health Ann Christiansen, Director
North Shore Fire/Rescue Robert Whitaker, Chief
North Shore Library Alyssa Pisarski, Interim Director Melody Schuetz, Head of Adult Services Lizzy Lowrey, Head of Youth Services Heidi Muehl hausen, Interim Head ofCirculation Maren Hagman, Librarian 1 Mary Evers, Librarian 1 Erin Glade, Librarian 1 Heather Ryan, Youth Services Associate Anne Harrington, Library Aide Circulation Desk Carol Crowley, Library Aide Circulation Desk Christel Thompson, Library Aide Circulation Desk Dale Shuster, Library Aide Circulation Desk Evelyn Dolan, Library Aide Circulation Desk Emily Morrison, Library Aide Circulation Desk Greta Longreen, Library Aide Circulation Desk Mary Ann Schalk, Library Aide Circulation Desk Mary Celi, Library Aide Circulation Desk Susie Pringle, Library Alde Circulation Desk Chris Stone, Library Aide Circulation Desk Sub Jodie Saltzman, Library Aide Circulation DeskSub Randee Waxman, Library Aide-Processing Su Jou, Shelver Dermot Dolan, Shelver Erica Kallas, Shelver
LXClub David Si Iberman, Coordinator
Dispatch Liane Scharnott, Director Rich Foscato, IT Manager David Haley, Enterprise Manager Tom Dakher, System Analyst Michael Blust, IT Technician Lonnie Gannett, Supervisor Taylor Reed, Supervisor Andrea Krantz, Training Coordinator Jonathan Babalola, Dispatcher John Bamberg, Dispatcher Cameron Heilman, Dispatcher Yulanda Horton, Dispatcher Troy Kasten, Dispatcher Jenna Kunath, Dispatcher Candace Maxim, Dispatcher Paige Moss, Dispatcher Stacy Perez, Dispatcher Mary Rauenbuehler, Dispatcher Hannah Ritger, Dispatcher BrittanySavee, Dispatcher Chanel Sneide, Dispatcher
Municipal Court Mary Bersch, Court Clerk
Police Doug Larsson, Chief Cory Fu 11 er, Lieutenant Eric Miller, Lieutenant Paul Picciolo, Lieutenant Ryan Bowe, Officer David Bunting, Officer James Dills, Officer Sarah Kadulski, Officer Christopher Janssen, Officer Michael Klawitter, Officer Gina Kleeba, Officer Veronika Metanova, Officer Randy Santarel Ii, Officer Karen Frail!ng, Administrative Assistant
Public Works Shane Albers, Operations Superintendent Chad Call, Technician Jason Fischer, Technician Bryan Herbst, Technician Scott Matusewic, Technician Charlie Radke, Technician Dennis Miliacca, LTE
Village of Bayside I Budget Book 2021
Page 10
( 9 \ 2021 Executive Budget Transmittal Letter
~ Andrew K. Pederson, Village Manager
TotheCitizensofBayside,
This year has taught us manythings about who we are as people, as acommunity, as aState, and as aCountry. We have been forced to deal with a pandemicthat has taken lives, destroyed businesses, and completely changed the waywe live as apeopleand operate as an organization. Simultaneously, we as acommunity, region, State and country havefaced challenge and heartbreakon issues of race, justiceand equity. In addition, continually changing weather patterns, which impact howwe prepare, plan, and respond to events well beyond the boundaries of Bayside,impact us ever so greatlywithin the boundaries ofourcommunity.
Ourfederal and stategovernments havetried to enact policies and provideeconomic reliefthat provideanswersto problems and reduce the overall impact ofthis pandemic. Local governments, however, have been tasked with the challenge ofmanagingthe impacts of indecision, change, and response. Local government isthe government closest to the people and the governmentthat has the best abilityto respond to the needs ofourGtizens, not only within Bayside, butthe NorthShore, and our region.
Unfortunately, the events of2020do not ceaseorterminateon December 31,2020.TheCOVID-19 pandemic; issuesofrace,justice, and equity; as well changingweather patterns wi11 bewith us, nearand far, for aperiod of time, and we must address, adjust, and change as we ready for 2021 and beyond.
In developingthis Fiscal Year 2021 (FY21) budgetfor our Village, we areconfident that we havedeveloped an operating budget that wiII notonlyprovidefor the needs oftoday, but that will providefor the needs of what will be in the future. The proposed FY21 budget was developed in avery conservative, cautious approach and seeks to mitigate anyfurther uncertaintiesmovingforwardas we face so manyambiguities entering 2021. The FY21 budget also includes projects that will improve the overall quality of lifefor our Citizens.These projects include stormwaterand sanitarysewer repairs improvements, stormwater ravineoutfall repairs, road repairs and improvements, Ellsworth Park playground equipment updates, implementation of Next Generation 911 technology, replacement access and securitysystems forVillagefacilities, as well as vehicles and equipment for the PoliceDepartment and North Shore Fire Department.
TheVillage's FY21 budget will also undertaketheupdatingofourComprehensive Plan, which is statutorily required to be updated every 10years, as welI as an updateto Stormwater Management Plan,which is required to beupdated theWisconsin Department of Natural Resources as part oftheVillage's MS4permit. Both studies will assist in planning forthefutureofour community.
Our VilIage continues to be challenged by revenue constraints and Iimited opportunityto grow anddevelop. State levy limits, in placeforwell over adecade, continue to plaguefullydeveloped communities, such as Bayside,byonly allowing increases in the tax levy based ongrowth.In fact,dueto the significant fire atWhite Oaks Apartments in 2019, theVillage's net newgrowth in 2020was negative, yes negative (-.065%); and thus, no new tax dollars for general purposes, excludingthe North Shore Fire Department, are allowed or included.
As aserviceprovider, we continueto be faced with the balancing act ofensuringthat ourdeliveryofservices can remainbothefficient and effective.Balancingthe budget is no easytasks but it does present an opportunityto work with ourcommunityto ensure astrongVillage and abright future. I am happyto report, that through the tireless efforts, dedication,and innovationofourstaff,Village Board and many others, the Village's budget provides for the most efficient and effective deliveryofservices levels in FY21.
Andrew K. Pederson, ViIIage Manager
Village of Bayside I Budget Book 2021
Page 11
Distinguished Budget Award
TheVillage received the Government Finance Officers Association (GFOA) Distinguished Budget Award for 2020. Bayside has received this award since 2006.The Government Finance Officers Association (GFOA) ofthe United States and Canada presented the award to the Villageof Baysidefor its annual budget. Baysidewas oneof 39 communities in Wisconsin to receive the award for the 2020 fiscal year. Theaward is valid for oneyear only.We believethe 2021 budget conforms to the program requirements and will be submitting to GFOAto determine eligibilityfor anotheraward.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Disti11.~11ished Bud~et Presentation.
Award
PRlU.NT[D TO
Village or Bayside
" 'lscooslo
Porth,Fiic.J Y,uB,,moior
January l, 2020
~ p. ~
Village of Bayside I Budget Book 2021
Page 12
Honors, Awards, and Recognitions
2020
o International City/County Management Association (ICMA} o Certificateof Excellence in Performance Measurement
o Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award
o TreeCityUSA o BirdCityUSA o Top 20Safest Communities in Wisconsin, #3 o Top 10 Milwaukee Suburbs, #5 o SafestVillageinWisconsin,SafeWise o · Alliance for Innovative
o Program Excel le nee Award
2019
o International City/County Management Association (ICMA) o Certificate of Excellence in Performance Measurement o Community Health &Safety Award, myBlue
o Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award o Certificate of Achievement in Financial Reporting
o Wisconsin Healthy Community Designation, Bronze o Top 20Safest Communities in Wisconsin, #3 o TreeCityUSA,GrowthAward o BirdCityUSA o NOMStormReadyCommunity o Top 10Milwaukee Suburbs, #5 o SeeClickFix Most Engaged & Most Responsive Community o Wisconsin Department ofTransportation (WDOTI o Excellence in Traffic Enforcement
2018
o International City/County Management Association (I CMA) o Certificateof Excellence in Performance Measurement
o Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award o Certificate of Achievement in Financial Reporting
o Center for Digital Government o Overall Government Experience Award, Finalist
o Wisconsin Healthy Community Designation, Bronze o Top 100Safest Community in America, #21 o Top 20Safest Communities in Wisconsin, #3 o Constant Contact All-Star Award o TreeCityUSA, Growth Award o BirdCityUSA a NOMStormReadyCommunity
2017
o Center for Digital Government a Overall Government Experience Award, 3rd Place
o International City/County Management Association (ICMA} o Certificate of Distinction in Performance Measurement
Village of Bayside I Budget Book 2021
Page 13
o Constant Contact All Star Award o Tree City USA Growth Award o Top 20Safest Communities in Wisconsin, #4 o Bird CityUSA o Government Finance Officers Association (GFOA)
o Distinguished Budget Presentation Award o Certificate of Achievement in Financial Reporting o NOAA Storm Ready Community
2016
o International City/County Management Association (I CMA) o Community Partnership Award for Municipal Water Project o Certificate of Excellence in Performance Measurement
o Wisconsin City/County Management Association (WCMA) o Outstanding Program Award for Municipal Water Project
o Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award o Certificate of Achievement in Financial Reporting
a Top20Safest Communities in Wisconsin o Constant Contact All-Star Award o TreeCityUSA,GrowthAward o Bird City USA o Designated Citizen-Engaged Community Award o NOAAStormReadyCommunity
2015
o International City/County Management Association (ICMA) a Certificate of Excellence in Performance Measurement
a Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award o Certificate of Achievement in Financial Reporting (CAFR)
o Tree City USA Growth Award o BirdCityUSA o Constant Contact All-Star Award o Designated Citizen-Engaged Community Award o NOAAStormReadyCommunity
2014
o International City/County Management Association (ICMA) o Certificate of Excellence in Performance Measurement
o Government Finance Officers Association (GFOA) o Distinguished Budget Presentation Award o Certificate of Excellence in Financial Reporting (CAFR)
o Tree City USA, Growth Award o BirdCityUSA o Wisconsin Department of Natural Resources (DNR}
o Excellence in Wisconsin Recycling o Constant Contact All-Star Award o Designated Citizen-Engaged Community Award o NOAAStormReadyCommunity
Village of Bayside I Budget Book 2021
Page 14
Gt,
D istingttished
0 .P.~,¥&:;,.,:, Award
TREE CI1Y USX
·
Certificate °Achievernent
/;ium1d,tl Reporting
Village of Bayside I Budget Book 2021
Page 15
Location
The Village is located in northeast Milwaukee County and the southeast section of Ozaukee County alongthe shores of Lake Michigan.The Village is serviced by major arterial roads such as Interstate 43, State Highways 32 {Brown Deer Road Lake Drive) and 100 (Brown Deer Road), and Port Washington Road. Below is the Village street map outlining the municipal boundaries.
(
z
.,.
~
~
~
~ @
, , 9075 ~Orth Regenl·Road
Bnyside
-=
River HIii s
ijj
·
Whitefish Bay
Milwaukee
River
qreenway
iL
Village of Bayside I Budget Book 2021
Page 16
Population Overview
4,529 TOTAL POPULATION
+ 1.8% vs. 2017
Growth Rank
587 OIITDF 1852
Municipalities in Wisconsin
·Data Source:America11 Community Survey; 2010 Cemus, 2000 US Census and 1990 US Census
·-------·------------
DAVTIMEPO~LATION
3,938
Daytimepopu/ationrepresentstheeffedofpersonscomingintoor/eavinga communityforoorl<,entertainmen f.shopping,elc.dun'ngthetypic.alv.orkday.An
increasedda ytime popula tionputsgreaterdemandonhostcommunityservices'M'Jich dill!d/y imJ)Jcts operational costs.
Village of Bayside I Budget Book 2021
Page 17
Household Analysis
TOTAL HOUSEHOLDS
1,839
Municipalities mustconsider the dynamics ofhousehold types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base.
6% .t. HIGHER THAN STATE AVERAGE
"30% LOWER THAN STATE AVERAGE
"8%LOWER THAN STATE AVERAGE
23 % .t.
HIGHER THAN STATE AVERAG E
Village of Bayside I Budget Book 2021
Page 18
Economic Analysis
Household Income is akeydata pointin evaluatingacommunity's wealth andspending power. Paylevels andearnings typicallyvarybygeographic regions andshould be looked at in contextofthe overall cost ofliving.
HOUSEHOLD INCOME
Over $200,000
$150,000to $200,000 $125,000to $150,000 $100,000 to $125,000
$75,000 to $100,000 $50,000-$75,000 $25,000- $50,000 Below$25,000
ABOVE 8200,000
18%
· 311% HIGHER THAN STATE AVERAGE
MEDIAN INCOME
$101,250
·71 %HIGHER THAN STATE AVERAGE
BELOW $25,000
r
I
13%
1
l j .,33% I
'
LOWER THAN STATE AVERAGE i
Village of Bayside I Budget Book 2021
Page 19
HOME OWNERS VS RENTERS
Bayside State Avg.
Housing Overview
HOME VALUE DISTRIBUTION
I > $1.000.000 $750.000 lo $999,999
$500,000 lo $749,999
$400.000to $499,999
$300.000to $399,999 $250.000to $299,999 $200,000to $249,999 $150.000to$199,999 $100.000to$149,999
-I
l
I $50,000 lo $99,999 I <$49,999
j
· Data Source: 2021 US Census Bureau (http://www.census.gov/data/developers/data-sets.html}, American CommunitySurvey Home value data includes all types ofowner-occupied housing.
2010 US Census Demographic Information
Attached within is abreakdown and comparison ofthe results of the US Census, as they rel ate t o t he State of Wisconsin, Milwaukee County, Vi llage of Bayside, and the other North Shore Communities.
Village of Bayside I Budget Book 2021
Page 20
Facts & Information
Overview o Incorporated as a Village on February 13, 1953. o Village ManagerNiIIage Board form of government. o Board ofTrustees is made up ofsix members, along with aVillage President. Village President and Board of Trustees areelected on anon-partisan basis with staggered three-yearterms. o Afullydevelopedcommunitywith: · 81% residential 15% natural conservancy · 4%business o Home to the Schlitz Audubon Nature Center.
Location and Climate o Located along the western shores of Lake Michigan borderingthe Village of Fox Point to the south, Village of River Hills to the west, and Cityof Mequon to the north. o MajorityofBayside is located in Milwaukee County; however, asmall portion of the northeast corner of the Village is located in Ozaukee County. o Approximately 2.39 square miles. o Residents enjoy afour-season climate. · Receive an average of34.82 inches of precipitation (rain and snow) per year. · July is thewarmest monthwith amean temperature of 72 degrees Fahrenheit. On average,January is the coldest month with amean temperature of 23 degrees Fahrenheit.
General o Apopulationof4,389residents (2010Census). o Total population has decreased by 2.86%, or by 129 people, since 2000 (2000and 2010 Census Data). o Tota1of 1,831households and families in Bayside (2010 Census). o Average household size is 2.38 persons (2010 Census). o Median ageofa resident is 48years old {2010 Census). o 81.5%ofresidents live·inowner·occupied housing(2010Census). o Average home value is $382,611. o Median household income is $82,930, while the mean household income ls $115,753 (2010 Census). o Per capita income is $47,952 (2010Census).
Education o Fox Point-Bayside and Maple Dale-Indian Hill School Districts provide Kindergarten through Eighth Grade education to students. o Bayside Middle School is located in the Village. o Nicolet High School, located in the Cityof Glendale, serves as the primary high school. " Several universities, colleges, and technical schools provide access to undergraduate, graduate, doctoral, law, medical, and vocational degrees: · UniversityofWisconsin-Milwaukee · Marquette University · Milwaukee Area Technical College Concordia University Cardinal Stritch University · Milwaukee School ofEngineering (MSOE) · Mount MaryCollege · Wisconsin Lutheran College
Economy
Village of Bayside I Budget Book 2021
Page 21
o 63.7%of residents are actively employed and only 24% are unemployed. The remaining33.8%of residents are not in the labor force (2010Census).
o The County/State Sales Tax Rate is a total of 5.6%. The Vi II age does not have a Sales Tax. o Forthe 2019 PropertyTax Bill, approximately 25%ofthe property tax amount went to generaIVillage services.
The remainderwent to other taxing entities. o The largest employer is the Apple Leisure Group, which employs 677 people. o The majorityofcommerdal development is located along either Brown Deer Road/State Highway 32or North
Port Washington Road. o 4% ofthe Village is zoned for business use.
Parks, Recreation, &Natural Areas o The Village owns and maintains the 7.1-acre Ellsworth Park, located across from Bayside Middle School. The park features a baseball diamond, tennis, volleyball, and pickleball courts, soccer fields, ADA accessible playground equipment, and an outdoor pavilion with restrooms. Residents can rent the facility for events and parties. o The Villageowns and maintains 103trees in Ellsworth Parkand other publiclyowned properties, likeVillage Hall. o Aportion of Doctors Park,a Milwaukee County Park, is in the Village along Lake Michigan in thesoutheast corner ofthe Vil Iage. o Horneto the 185-acre Schlitz Audubon Nature Center, located along Lake Michigan. The Center has oversix (6) miles of hiking trails, a pre-school and a 60-foot-tall observation tower. Residents can also rent out their banquet facilities for weddings, parties, etc. o Senior residents are served bythe Fox Point-Bayside LX Club, which provides activities six(6) days aweek to all seniors inthe North ShoreCommunity.
Public Works o Provides curbsidegarbagecollection services on a weekly basis to all Village residents, along with biweekly recycling collection services. o Provides yard waste collection services from spring until the end of fall. o Provides loose leaf collection services in thefall. o Maintains 135,000feet of sanitarysewer lines, as well as 602 manholes. Sewage is eventually carried to and treated by the Milwaukee Metropolitan Sewerage District. o Manages stormwater through a ditch and culvert system. Bayside's stormwater system is separate from its sanitary sewer system and directs stormwatertowards outlets that eventually drain into Lake Michigan, with twelve (12) majoroutfalls. o Owns and maintains 46.3 miles of street mile lanes. o Most of the homes in Bayside have access to municipal water. · 85% of homes have access to Cityof Mequon municipal water. · 15%served by private well. o Provides forestry services indudingtree pruning, planting, and removal on public-owned trees.
Public Safety o Residents are provided police protection by the Village Police Department. o Fire protection services are provided by the North Shore Fi re/Rescue. o The Bayside Communication Center services the North Shore Communities ofBayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, Whitefish Bay, and the North Shore Fire/Rescue Department. o North Shore Fire/Rescue has 105 Full-Time Equivalent employees on staff. o North Shore Fire/Rescue has five Stations, including Station 85, located in Bayside. o Bayside Police Department provides 24-hour protection and service.
Village of Bayside I Budget Book 2021
Page 22
Village of Bayside I Budget Book 2021
Page 23
History of Bayside
Like much ofWisconsin, and the Midwest overall, the community now known as Bayside was created centuries ago by major glacial advances. Theshapingoftheseglaciers left what is now asmall, nestled community adjacentto the shores of Lake Michigan. Small ravines and residential housing shape the current characteristics of the Milwaukee suburb, but adeephistorysurroundsthe Village of Bayside.
The areas first inhabitants, the Paleo-Indian tribes, were hunters and fishermen. TheSauk IndianTrail (now Port Washington Road)was aheavily used, major trail. ChiefWaubeka and the last of the Potawatomi Indians left the area in 1845. Much of the area alongthe lakeshore was purchased in 1835 for $1.25 per acre, afar cryfrom the flourishing property values that makeup today's landscape. The stone Lion's Gates erected in 1911at Lake Drive and Fairy Chasm Road, which marked the original Donges and Usingerestates, are reminders that Bayside was once an area of afew large homes, summer cottages and farms.
In 1953, asmall groupofresidents livingin partoftheformerTown of Milwaukee met to discuss independent incorporation or annexation by the City of Milwaukee. Thestep into the future was made when 467 persons incorporated the Village of Bayside, on February 13, 1953. Today Baysidecomprises approximately2.39 square miles. Approximately 81 percent ofthe total acreage is zoned for residential use; 15 percent is natural conservancy (the 225acre Schlitz Audubon NatureCenter and the northern ravines of NatureConservancy); and 4percent commercial, recreational and transportation use.There is no industrial property in Bayside. In 2010,therewere4,389 people living in approximately 1,630homes.
Thefirstvillageofficewas located in the original wingofBayside School. In 1955, the first municipal building,usually calledtheVillageHall,was constructed. ltwastorndown in 1998and anewVillageHall and Police Department was built in 1999. You will find this building at 9075 North Regent Road.just north otthe railroad crossing.The Village Managerform ofgovernment was adopted in 1956and recognized by the International City/County Management Association (ICMA) in 2007.
A popular Bayside attraction is the Sehl itz Audubon Nature Center, which has ahistorydating back to the turn ofthe century. The Centerwas formerly known as the" Nine MiIeFarm" (nine miies from the Sehl itz downtown brewery or nine miles from Wisconsin Avenue-dependingon which storyyou believe).Thefarm land was accumulated bythe Uihlein family {owners of Schlitz) in aseries of purchases beginningin 1885 and was, in the beginning, aworking farm
Village of Bayside I Budget Book 2021
Page 24
supplyingfood for the family, hay and grain for hundreds of breweryhorses used to deliver beer bywagon, and a pasture and hospital forthe horses in later life. After the 1930's when horses were replaced with trucks, the area remained undeveloped and was given to the Schlitz Foundation. In 1971, the Foundation donated two hundred plus acres to the National Audubon Centerfor a nature center. TodaY, the Center occupies 15 percent ofthe Vi Ilage at 190 acres, making it the largest tract of undeveloped land in MIiwaukee County.
Village of Bayside I Budget Book 2021
Page 25
Village Staffing and Organizational Chart
The Village has a six-member Board ofTrustees and a Village President. The positions are elected to three-year terms and are part-time. The Village has a Village Manager overseeing daily operations of the various Village departments. Thetable below ii lustrates theorganizational chart.
Villagestaffingwas converted tofull-timeequivalency in 2018. The 2013through 2017 represents employees occupying positions, whether they befu II-time, part-time, limited term, or seasonal. In 2020, theVi IIage became the Fiscal Agent fort he North Shore Library, and those employees of Library became Villageof Baysideemployees as a result. From 2020to 2021, this Village's full-time employee equivalencydecreased by.9 FTE from 66.8 to 65,9.
In addition to staff workingfor the Village, the Village also partners with various communities and organizations for additional services. For example, the Village utilizes the:
o North Shore Fi re Rescue and its 105 employees for Fi re and Emergency Medical Services, o North Shore Health Department and its 7.6employees for public health services, and o MilwaukeeArea Domestic Animal Control Commission and its36.2employeesforanimal
control services.
The Village also contracts forauditing, assessing, assessor, municipal court, legal, and building inspection services. More important than the organizational chart is the"non-sila" manner in which we operate in conducting business through four StrategicValues. Each initiative, expenditure, and performance metric is categorized by thefive strategic areas of emphasis adopted by the Village Board afTrustees. Those five areas include:
o Fiscal lntegrity: Provide sound financial management and futurefinancial stability o Community Collaboration: Maintain equitable, diverse, and inclusivecammunity partnerships o Connected Communication: Provide proactive, reliable, and transparent communications o Service Excellence: Provide solution-based innovative services o Sustainable Resilience: Provide environmental stewardship and promote future resilience.
Village of Bayside I Budget Book 2021
Page 26
Village Staffing Full-Time Equivalents
80
70
60
so
""'_;1 -40
~ 30
20
lO
0
rP'I)
,f>--!r
Village Staff
2021 Staffing by Function
2021 Staffing by Function
30
I I ------
Village of Bayside I Budget Book 2021
Page 27
Village Employee Full-time Equivalents
66.I
6S.9
S4.6
SS.I
Sl .6
Sl .6
41.1
49.4
>013
,014
,01S
>016
>017
2011·
Village of Bayside I Budget Book 2021
Page 28
Joint Services and Initiatives
The seven communities that comprise the North Shore of metropolitan Milwaukee(Bayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, and Whitefish Bay) pride themselves in working collectively to provide the most efficient, cost effective services possible.Joint ventures include:
Bayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, Whitefish Bay o North Shore Fire Department o North Shore Health Department o Milwaukee Area Domestic Animal Control Commission o Milwaukee County Public Works Emergency Response Mutual Aid o Milwaukee County PublicSafetyOASIS Radio System o Pol ice Mobile Field Force
Bayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, Whitefish Bay, and North Shore Fire/Rescue o Dispatch/911Services o PubIic Safety Records Management System o MilwaukeeCountyPublicSafetyOASIS Radio System
Bayside, Brown Deer, Fox Point, River Hills, Schlitz Audubon Nature Center o Sanitary Sewer Capacity Management, Operations, and Maintenance o Emerald Ash Borer Management Plan
Bayside, Fox Point, Glendale, River Hills o North Shore Library
Bayside, Glendale, Brown Deer o North Shore Municipal Court
Bayside, Fox Point o LXClubSeniorCenter
Bayside, Glendale, Shorewood, North Shore Fire/Rescue o IT Services
Village of Bayside I Budget Book 2021
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BUDGET OVERVIEW
Village of Bayside I Budget Book 2021
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Strategic Plan
Strategic planning is asystematic approach used in local government to determine howto achieve results in ashorter time period. Typically, the strategic planning process fol lows after the community has completed acomprehensive plan. The result of an effectivestrategic planning process is aclearly defined, well-thought-out plan that is adopted by theVillage Board which lays out astrategyfor success. The effective strategic plan includes input from the enti re community on the needs, wants, and challenges that face the community and action steps for addressing each.
The strategic plan is another planning and outreach effort by the Vi IIage to increase public confidence in our operations. Having astrong strategic plan can help Citizens engage in consensus building and providing amechanism for accountability for theVillage. The plan clarifies our priorities and is used as acritical budget preparation tool.
The strategic planning process includes various action plans that have been created through the Vil Iage. These plans includetheannualVillageBudget, longTerm Financial Plan, the Comprehensive Plan, the Capital Improvement Program, and Stormwater Management Plan, Street Rehabilitation Program, and Utility Infrastructure Maintenance Program.
TheVillageannuallyreviewsthePlan and modifies as necessarytoensuretheVision and Mission of the Village is fulfilled. Once the Strategic Values are established, goals, objectives, specific work plans, and employee SMART Goals are established to ensuretheStrategicdirection provided by theVillage Board is implemented in thedailyoperations of the Village. In 2020, the previously adopted four strategic values were expanded to five strategic values. The value Community Collaboration: maintaining equitable, diverse, and inclusive community partnerships was added in 2020forthe Fiscal Year 2021. The resulting of the strategic planning process includes:
VISION: Dynamic balance of progressive ideas and traditional values that provides an inviting and premiere
community for all.
MISSION: To bea leader in accountable and innovative public service, striving for the continual enhancement in the qualityof the Village.
STRATEGIC VALUES t Fiscal Integrity: Provide sound financial management and future financial stability. 2 CommunityCollaboration: Maintain equitable, diverse, and indusive community partnerships. 3. Connected Communication: Provide proactive, reliable, and transparent communications. 4. Service Excellence: Provide solution-based innovative services. 5. Sustainable Resilience: Provide environmental stewardship and promote future resilience.
STRATEGIC VALUES, OBJECTIVES, and GOALS
1. FISCAL INTEGRITY: Provide sound financial management and future financial stability. A. Sound Management t Receive Government Finance Officers Association (GFOA) Excellence in Budgeting and Comprehensive Annual Financial Reporting(CAFR)Award. 2 Complete Vi IIage audit with no new material weaknesses. 3. Develop2022-2027Village long-Term Financial Plan.
B. Financial Stability 1. MitigateimpactofCOVID-19 and pandemic related issues. 2 Coordinate planned long-term debt issuancefor 2021-2023VillageCapital Projects. 3. Implement ClearGOV budgeting program with development of the annual budget, compliant with levy limits and expenditure restraint programs, strengthening fund balances and reserves.
C. Collaborative Service Enhancements t Identify $300,000in new revenue sources, operational savings, collaboration with other municipalities, contract rebidding, grants, etc.
Village of Bayside I Budget Book 2021
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2 Coordinate internal Financial SteeringCommittee. 3. Seek levy limit exemption for joint Public Safety Communication Center.
2. COMMUNITY COLLABORATION: Maintain equitable, diverse, and inclusive community partnerships. A. Neighborhood Stability 1 Enhance neighborhood and community identity and pride through the development of Village recognition programs. 2 Formalize and promote myBlue Neighbor Mediation Program. 3. Develop Community Standards campaign focused on education, promotion, and enforcement of Village codes,
B. Community Enrichment 1 Facilitate statutorily required 2021 Comprehensive Plan update. 2 Promote Villagesponsored events and encourage community-based events. 3. Develop annual Citizens Academy program.
C. Cooperative Partnerships 1 ldentifycommunity leaders to serve as myBlue partnership coordinators. 2 Quantify metrics toevaluatetheeffectiveness of the myBlue and myCrewprograms. 3. Implement Access Bayside sector mappingfeature for issue Identification.
3. CONNECTEDCOMMUNICATION: Provide proactive, reliable, and transparent communications. A. Customer Service 1 Develop formal customer service program standards. 2 ldentifytrending and reoccurring seasonal issues and develop public resources gUides. 3. Develop a Communications Plan for all communication platforms.
B. Virtual Services 1 Enhance social media reach. 2 Produce weekly Bayside Buzz and increase subscribers. 3. Synchronize communications across availablechannelsto provide consistent information and resources to residents.
C. DIY Resources 1 Maintain Villagewebsiteinterfaceand update information weekly. 2 Enhance communication tools to educate and enable citizens in the use of online resources. a Promote Access Bayside and educate residents on the use of the platform.
4. SERVICE EXCELLENCE: Providesolution-based innovative services. A. Performance Management 1 Maintain organizational recognitions for exceltence in performance management. 2 Update performance management tracking system and reporting. a Update Vil Iage Strategic Pl an.
B. Technological Advancement and Innovation 1 Audit existing Information Technology system processes. 2 Develop work plan for Building Services Department paperless pennitting. 3. Implement Next Generation 911 technology.
C.Employee Development
1. Update and implement leadership succession plan. 2 Review and implement areas identified in CVMlC Safety and Human Resources Audit. 3. Continue implementation of employee appraisal process as well as develop and implement merit-based
pay system.
Village of Bayside I Budget Book 2021
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5. SUSTAINABLE RESILIENCE: Provide environmental stewardship and promote future resilience.
A Environmental Infrastructure 1 Administer Emerald Ash Borer and Urban Forestry Management Plan. 2 Update Sanitary Sewer Public and Private Inflow and Infiltration Program. 3. Conduct analysis of capital assets and develop replacement life cycle.
B. Stormwater Mitigation 1 Update stormwater management plan requirements. 2 Expand right-of-way stormwater management infiltration program. 3. Implement Phase 2 Fairy Chasm Stormwater management plan.
C. Environmental Stewardship 1 Develop environmental educational materials. 2 ldentifycost-effectivedisposal partnerships to address collection materials. 3. Analyze alternative energy sources for Villagefaci lities, equipment, and operations.
Village of Bayside I Budget Book 2021
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FY21 Executive Budget Summary
The Fiscal Vear 2021Village budgetcombines the uncertaintyofthecurrent state of affairs in 2020with vision, strategic planning, and fiscal prudence. ThecostofoperatingtheViliagegovernment in 2021 is nearly seven percent (6.85%) lower from 2020, primarilydueto reduced capital projects in 2021. The continued implementation of the Village's 2018·2023 Long-Term Financial Planning allows theVillage to maintain thesame level of high qualityof services in 2021.
The Village is compliant with State Levy Limits and the State Expenditure Restraint Program. The 2021 Village budget furtheradheresto the State's revised methodology for administeringthe Expenditure Restraint Program. In 2020, the Villageexamined its strategicvalues and modified and expanded thefour strategicvalues intofive, placing additional emphasis on equity, diversity and inclusiveness. The Village's five (5) strategic values include:
o Fiscal Integrity: Provide sound financial management and future financial stability. o CommunityCollaboration: Maintain equitable, diverse, and inclusivecommunitypartnerships. o Connected Communication: Provide proactive, reliable, and transparent communications. o Service Excellence: Provide solution-based innovative services. o Sustainable Resilience: Provide environmental stewardship and promote future resilience.
In summary, the 2021 budget includes:
o Overall property tax levy is $4,614,188, an increaseof0.20% from 2021. o From2016to2021, · Overall property tax levy has increased $179,897 or 4.09%. · Consumer Price Index has increased 6.87%. o Inthe last 10years, propertytaxes have increased by 5.52% while the Consumer Price Index has increased by14.56%.
o Utilizes statutory levy limitincreases of: o Net new construction of $0. o Reduction of Personal Property Aidof $1,738 o Joint Fire Department levy exemption of $11,086 o Debt Service exemption of $61,776.
o The .20%increase represents a commitment to maintain and enhanceVillage infrastructure, maintain quality services, and cover Village debt service.
o One-hundred percent (100"/4), or $9,348, of the proposed propertytax levy increase is to be utilized for cost increases associated with the North Shore Fire Departmentoperatingbudget.
o The tax {mil I) ratefor 2021 decreases by.72% from $6.96/$1,000to $6.91/$1,000.
o Overall expenditure plan of $10,507,518 is 6.85% less than 2020.
o Ofeach taxdollarcoliected, approximately 25 cents go to the Village. The remaining75cents is distributed accordinglytotheother seven (7)taxingjurisdictions.
o The Village continues to diversify its revenue sources as 45.2%of revenue comes from property taxes.
o The sanitarysewer userfee is $496 in 2021, a $0.50/month increasefrom 2020.
o The storm water management uti lityfee is $244 in 2021, a $.0.50/month increase from 2020.
o The average home is assessed at $382,611. That average home pays property taxes of $2,634.84 per year for VHlage-provided services. Monthly, that equates to $220.32, compared to $213. 90in 2020.
Village of Bayside I Budget Book 2021
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o Overall, the2021budget includes:
o MaintainingexistingVillageservicesandevents, o Implementation of the 2018-2023 Village LongTerm Financial Plan, o EstablishingaCOVID-19 contingencyfund in all funds, to help alleviate unknown expenses and
unexpected revenue losses as aresult of theCOVI D-19 pandemic, o Updates the Village's Comprehensive Plan, which is statutori lyrequired to be updated every 10 years, o Updates the Village's Stormwater Management Plan, which is required to be updated the Wisconsin
Department of Natural Resources as part ofthe Village's MS4permit, o First full year of Municipal Court administration and operation with the consolidated North Shore
Municipal Court, o Implements updated Information Technology staffing model to service Bayside Communication Center,
North Shore Fire Department, City of Glendale and the Village of Shorewood, o Enhances implementation of the Emerald Ash Borer Management plan due to continued and enhanced
impacts of the tree disease, o Resurfaces Fairy Chasm Road from Fielding Road to Regent Road as well as implement Fairy Chasm Phase
11 stormwater ditch maintenance and culvert replacements, o Repairs and installs cured in pl ace pipe lining stormwater and sanitary sewer infrastructure, o Repairs stormwater ravine outfall on Laramie lane, GlenbrookLane, and Jonathan Lane, o Replaces Ellsworth Park freestanding playground equipment, o Implements Next Generation 911 technology, o Replaces access and security systems forVi IIage facilities, o Replaces vehicle and equipment replacements for the Police and North Shore Fire Department.
o The largest service expenditure area is the Bayside Communications Center, which services the seven North Shorecommunities and North Shore Fire/Rescue. Expenditures are anticipated to be $2,701,830. Approximately $2.4 mi Ilion of this budget is funded bythe other contracted communities.
Village of Bayside J Budget Book 2021
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FY21 Executive Budget Transmittal Letter & overview
October 31, 2020
Honorable Eido M. Walny, Village President Members of the Board ofTrustees
It is with honorthat Ipresent the 2021 recommended Executive Budget. The 2021 budget is the result ofthe hard work of the Village Board, staff, and community in establishing and implementingthevision, mission, values, goals and prioritiesfor Bayside. The annual budget usually provides afresh beginning, while buildingon the successes from our previous endeavors.
2020though has taught us many things about who we are as people, as a community, as a State, and as a Country. We have been forced to deal with a pandemicthat has taken lives, destroyed businesses, and completely changed the way we live as a people and operate as an organization. Simultaneously, we as a community, region, State and Country have faced chaIlenge and heartbreak on issues of race,justice and equity. In addition, continuallychanging weather patterns, which impact how we prepare, plan, and respond to events well beyond the boundaries ofBayside, impact us ever so greatly within the boundaries ofour community.
Our federal and stategovernments have tried to enact policies and provide economic relief that provide answers to problems and reduce the overall impact ofthis pandemic. Local governments, however, have been tasked with the challenge of managing the impacts ofindecision, change, and response. Local government is the government closest to the people and the government that has the best abilityto respond to the needs of our Citizens, not only within Bayside, but the North Shore, and our region.
Unfortunately, the events of 2020 do not cease ortermlnate on December 31, 2020. The COVI D-19 pandemic; issues of race,justice, and equity; as well as changing weather patterns will be with us, near and far, for a period of time, and we must address, adjust, and change as we readyfor 2021 and beyond.
The abi lityto maintain thesestandards stems entirelyfrom the continued effort to maximize efficiencies, work collaboratively, and strive for excellence ln each facet of the organization.ThechaHenge of maintaining a balanced budget continues to become moredifficult with each year. Nonetheless, the recommended 2021 budget is:
o Balanced, o Complies with State Levy Limit and Expenditure Restraint parameters, o Meets our continued commitment to a high level of service, and o Within the parameters of the financial guidelines set forth by the Village Board.
Village of Bayside I Budget Book 2021
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Strategic Values
Each initiative, expenditure, and performance metric is categorized bythefivestrategicvalues adopted bythe VillageBoard ofTrustees:
o Fiscal Integrity: Providesound financial management and future financial stability.
o Community Collaboration: Maintain equitable, diverse,and inclusivecommunity partnerships.
o Connected Communication: Provideproactive, reliable, and transparent communications.
o Service Excellence: Providesolution-based innovative services.
o Sustainable Resilience: Provide environmental stewardship and promote future resilience.
TheVillage's budget istheblueprint forfinancial and policydecisionsimplemented duringeach fiscal year. The budget is thesinglemost importantdocument wehavefor providing thedirection and vision for the future ofour community. In each section, you will find new information regarding ongoingchallenges, previous accomplishments.and aneye toward the future. Within the pages ofthe document, you will find:
o A fiscal plan and guidelines o Revenue and expenditure summary o Policy statements o Goals and objectives o Annual operating program o Long range planning guide o Management tool to ensure financial controls o Capital improvement program o Performance measures to ensure accountability and evaluate performance
Village of Bayside I Budget Book 2021
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2021 Recommended Budget
In developing this Fiscal Year 2021 (FY21) budget forourVill age, we are confident that we have developed an operating budgetthat wi II not on ly provide for the needs of today, butthat wi II provide for the needs of what wi II be in the future. The proposed FY21 budget was developed in avery conservative, cautious approach and seeks to mitigate any further uncertainties moving forward as we face so many ambiguities entering 2021. The FY21 budget also includes projects that will improve t he overall quaIity of life forour Citizens. These projects include stormwater and sanitary sewer repairs improvements, stormwater ravine outfal I repairs, road repairs and improvements, Ellsworth Park playground equipment updates, implementation of Next Generation 911technology, replacement access and security systems for Village faci lities, as well as vehicles and equipment for the Police Department and North Shore Fire Department.
Our Village continues to be challenged by revenue constraints and limited opportunity to grow and develop. State levy limit s, in placefor well over adecade, continuetoplaguefullydeveloped communities, such as Bayside, by only al lowingincreases in the tax levy based on growth. In fact, due to the significant fire at White Oaks Apartments in 2019, the Village's net new growth in 2020was negative, yes negative{-.065%); andthus,nonewtaxdollarsfor general purposes are allowed or included.
As aservice provider, we continue to be faced withthe balancing act of ensuring that ourdelivery of services can remain both efficient and effective. Balancing the budget is no easy tasks but it does present an opportunity to work with our community to ensure astrong Vi II age and a bright future. I am happy to report, that through the tireless efforts, dedication, and innovation ofourstaff, VillageBoard and many others, the Village's budget maintains the most efficient and effective delivery of services levels in FY21.
State levy limits allow municipalitiestoadj usttheirtota l property tax levy by the amount of net new construction, debt service, and increased expenses associated with ajoint Fire Department, such as the North Shore Fire Rescue, minus the levy reduction for personal property aid. These four elements wouId allow the Vi II age to increase the property tax levy by $9,348. The 2021 recommended budget proposes an increase of $9,348,an increase to $4,614,188, or0.20 percent. The entire increase is allocated to expend itureincreases related to the North Shore Fire Department. The 2021 recommended budget calls for the fol lowing:
Village of Bayside I Budget Book 2021
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Local Constraints
The Vi IIage Board has made numerous difficult decisions in recent years to balance providing core services with revenue constraints; the proposed 2021 budget continues this discipline. Factors that influence thefinancial constraints placed upon the Village include:
·ca Eo>-
._ C
1cnuo Ow U-o OC uO
0
_J
Limited Revenue Alternatives
In 2021, the budget took into consideration the current COID-19 pandemic and accompanying impacts, such as decreased revenues and increased expenditures to manage the pandemic, continuation of increasing expenses and limited revenue alternatives. Specifically, the Village felt the most impacted bythefollowingforces:
Expenditure & Revenue Fines and Forfeitures Revenue
Interest Earnings Non-essential operating espenses
Expenditure & Revenue COVID-19 Mitigation/contingency
Health Insurance expenses Winter Salt and Chemicals
Village of Bayside I Budget Book 2021
Page 39
2021 Operations
2021 represents the culmination ofamulti-year effort ofprudent fiscal planning as well as afundamental new reality that occurred in March 2020withtheonset on theCOVID-19pandemic. In 2021, the Village's financial plan indudes:
o MaintainingexistingVillage services and events, o lmplementationofthe2018-2023VillageLongTerm Financial Plan, o Establishing aCOVID-19contingencyfund In all funds, to help alleviate unknown expenses and unexpected
revenue losses as aresult of the CCVI D-189 pandemic, o Updates to theVillage's Comprehensive Plan, which is statutorily required to be updated every 10years, o Updates to the Village's Stormwater Management Plan, which is required to be updated theWisconsin
Department of Natural Resources as part of the Village's MS4 permit, o First fu II year of Municipal Court administration and operation with the consolidated North Shore Municipal
Court, o Implementing updates to Information Technology staffing model to service Bayside Communication Center,
North Shore Fire Department, Cityof Glendale and the Vil Iage ofShorewood, o Enhancing implementation ofthe Emerald Ash Borer Management plan due to continued and enhanced impacts
ofthe tree disease, o Resurfaces Fairy Chasm Road from Fielding Road to Regent Road as well as implement FairyChasm Phase 11
stormwaterditch maintenance and culvert replacements, o Repairs and instal Is cured in place pipe Iining stormwater and sanitary sewer infrastructure, o Repairs stormwater ravine outfal I on Laramie Lane, Glenbrook Road, and Jonathan Lane, o Replaces Ellsworth Park freestanding playground equipment, " Implements Next Generation 911 technology, o Replaces access and security systems forVi IIage fad Itties, o Replaces vehicle and equipment replacements for the Police and North Shore Fire Department.
Village of Bayside I Budget Book 2021
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2021Goals
In addition to the initiatives and budget considerations above, the Village has established five (5) strategic values, three (3} goals within each value, and nine (9}objectiveswithin each goal.This method of goal development links the budget allocation within each strategicvalueto achieve the outcomes the communityexpects,
STRATEGIC VALUES, OBJECTIVES, and GOALS
· 1. FISCAL INTEGRITY: Provide sound financial management and future financial stability. A. Sound Management 1 Receive Government Finance Officers Association (GFOA) Excellence in Budgeting and Comprehensive Annual Financial Reparting(CAFR) Award. 2 Complete Village audit with no new material weaknesses. 3. Develop 2022-2027Village Long-Term Financial Plan,
B. Financial Stability 1 Mitigate impact of COVI D-19 and pandemicrelated issues, 2. Coordinate planned long-term debt issuance for2021-2023VillageCapital Projects. 3. Implement ClearGOV budgeting program with development of the annual budget, compliant with levy limits and expenditure restraint programs,strengtheningfund balances and reserves,
C. Collaborative Service Enhancements 1 Identify $300,000 in new revenue sources, operational savings, collaboration with other municipalities, contract rebidding, grants, etc. 2 Coordinate internal Financial Steering Committee, 3. Seek levy Ii mit exemption for joint PublicSafety Communication Center.
2. COMMUN ITV COLLABORATION: Maintain equitable, diverse, and inclusive communitypartnerships. A. Neighborhood Stability 1 Enhance neighborhood and community identity and pride through the development of Vi IIage recognition programs. 2 Formalize and promote myBlue Neighbor Mediation Program. a Develop Community Standards campaign focused an education, promotion, and enforcement ofVillage codes.
B. Community Enrichment 1 Facilitate statutorily required 2021 Comprehensive Plan update. 2. Promote Vi II age sponsored events and encourage community-based events. 3. Develop annual Citizens Academy program.
C. Cooperative Partnerships 1 ldentifycommunity leaders to serve as myBlue partnership coordinators. 2 Quantify metrics to evaluate the effectiveness ofthe myBI ue and myCrew programs. 3. Implement Access Bayside sector mapping feature for issue identification.
3. CONNECTED COMMUN !CATION: Provide proactive, reliable, and transparent communications. A. Customer Service 1 Develop formal customer service program standards. 2. ldentifytrending and reoccurring seasonal issues and develop public resources guides. :1 Develop aCommunications Plan for all communication platforms.
B. Virtual Services 1 Enhancesodal media reach, 2 Produce weekly Bayside Buzz and increase subscribers.
Village of Bayside I Budget Book 2021
Page 41
3. Synchronize communications across available channelsto provideconsistent information and resources to residents.
C. DIV Resources i Maintain Village website interface and update information weekly. 2 Enhance communication tools to educate and enable citizens intheuseofonline resources. 3. Promote Access Bayside and educate residents on the useoftheplatform.
4. SERVICE EXCELLENCE: Provide solution-based innovative services. A. Performance Management i Maintain organizational recognitions forexcellencein performance management. 2 Update performance management tracking system and reporting. 3. UpdateVillageStrategicPlan.
B. Technological Advancement and Innovation i Audit existing Information Technology system processes. 2 Develop work plan for Building Services Department paperless permitting. 3. Implement Next Generation 911 technology.
C. Employee Development i Update and implement leadership succession plan. 2. Review and implement areas identified in CVM IC Safety and Human Resources Audit. 3. Continue implementation of employee appraisal process as well as develop and implement merit-based pay system.
5. SUSTAINABLE RESILIENCE: Provide environmental stewardship and promote future resilience.
A. Environmental Infrastructure i Administer Emerald Ash Borer and Urban Forestry Management Pl an. 2. Update SanitarySewer Public and Private Inflow and lnfiltration Program. 3. Conductanalysisofcapital assets and develop replacement life cycle.
8. Stormwater Mitigation i Updatestormwater management plan requirements. 2. Expand right-of-way stormwater management infiltration program. a Implement Phase2 Fairy Chasm Stormwatermanagement plan.
C. Environmental Stewardship 1 Develop environmental educational materials. 2 ldentifycost-effectivedlsposal partnerships to address collection materials. a Analyze alternativeenergysources for Village facilities, equipment, and operations.
Property Tax levy
To accomplish the above, the Village receives its revenuefrom a varietyof sources.Whilesources ofrevenue have been reduced overtime, the Village's ability to offset those reductions is restricted by state-imposed levy limits. The following table shows the trend in the overall PropertyTax Levyslnce 2012:
Village of Bayside I Budget Book 2021
Page 42
$5,000,000
Overall Property Tax Levy
$4,372,787.00 $4,372,787.00
$4,535,204.00
$4,000,000
$4,614,lBaOO
$3,000,000
$2.oo:J,000
$1,000,000
Property Taxes
$0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
The chart below il lustrates the Village's tax rate since 2012. Assessed values continued to increase in 2020 which resulted in a 0.72% decrease from $6. 96 to $6.91 per $1,000 in the tax rate for 2021. As property values increase, tax rates tend to decrease if the tax levy is held constant.
Tax Rates
$10
$B
$7.rn
$7,71
$7.76
$7.47
$7.41
$7.29
$7.12
$6.98 $6.96 $6.91
$6
~
:,
~
$4
$2
$0
&'I,
'l)
&' 'l)
~
'lc) '"'
~lo
#'
'l&) "'
'1&) "'
'1#·
rf'/'
q'o
#
Village of Bayside I Budget Book 2021
Page 43
FiscalYear2021 Expenditure Plan
Overall spendingforYillage operations will be $10,507,518 in 2021, or 6.85% less than last year, as indicated below. The decrease reflects a decrease in capital expenditures and long-term financial expenditures. The chart below outlines expendituresfor thecurrent yearonly. It does not reflect debt repayment schedules; repayment schedules wi IIbe reflected in future budgets.
General Fund Public Safety Communicatfons Long Term Financial Fund Sewer Enterprise Fund Stormwater Fund Capital Funds TotalFinancial Plan
2020 Ameodl'd 4,460,306 2,621,594 1,036,780 1,541,048 542,885
____j,QZZ,ill.. 11,279,926
2021 Recommended 4,419,519 2,701,830 1,026,996 1,144,143 611.371 603.@l
$10,507,518
Percent Change -0.91% 3.06% -0.94%
·25.76% 12.62% ~ -6.85%
Below is a breakdown bypercentage of theVillages' total expenditure plan byservicearea.
2021 Expenses by Service Area
Capital Projects Genera1CovernmC.Jnt
Pubic Works
Flre & Rescue LongTerm Financing
Public Saf·fy Communications Police
Village of Bayside I Budget Book 2021
Page 44
Allocating the Tax Dollar
With all of this information, most homeowners will ask,how does this impact me? The average home in Bayside is valued at $382,611. The Village tax rate is $6.91/$1,000 in 2021. The chart below answers one of the most common questions asked by Bayside residents,"How is the Village spending my tax dollars?"
o AverageAssessed HomeValue: $382,611 o Annual Property Tax (Bayside only): $2,643.84 o Monthly PropertyTax (Bayside only): $220.32 a Annual SanitarySewer/StormwaterFees: $740
The chart breaks down the cost for various services by how everytax dollar is spent. For example, 26 cents of every dollar is spent on Pol ice setvices.
Your tax dollar spent on Village Services
I Recreation and Leisure $0.003
I Health so.004
I Buil ding Inspection
so.01
I Library
so.o1
Capita l Projects -
$0.04
· Public Safety Communications
lso.os
General Governm ent
Other
Fire & Rescue
Public W orks
Long Term Financing Police
$0.26
Village of Bayside I Budget Book 2021
Page 45
Revenue Sources
The 2021 budget relies on several thi rd-partyfundi ng sources, such as State revenues, designated accounts, public safety communication contributions from member communities, and fund balance to pay for services and commodities that would otherwise be required to be paid for from the Village tax levy. In fact, the property tax levy accounts for only45.2% of tota Irevenue sources. Below is abreakdown ofrevenue sources.
$5,000,000
2021 Budget Revenue Sources
$ 4,000,000
$3,000,000 $2,000,000 $l,OOO,<XXJ $j;SS,621.00
$0 I1v.~-~
$Z404,047.oo
$795,088.00
·1
-. - - . . I
$384,11aoo
$180,000.100 $34,230.00 $40,000.00
$170,.515,00
$253,641.00
·
General Fund Revenue
When examining the General Fund, State Aids decreased slightly in 2021. Overal I, 74.3%of General Fund revenue comes from propertytaxes. The chart below reflects the sources of general fund revenue in 2021.
General Fund Revenues
80
60
20
II
0
----- --
· 2020 · 2021
Village of Bayside I Budget Book 2021
Page 46
Utility Funds
Thefeestructureforthe Village's two utilities, sanitarysewer fund and stormwater management fund, are proposed to be $496 and $244 per home, respectively, on an annual basis.This represents a monthly increase of $0,50 each, and the increased fees are beingused to offset operating costs, debt service and capital infrastructure projects.The commercial sanitary sewer rate remains at $4.18 perthousand gallons ofusage. An overview ofthe Vi IIage utility funds is contained within.
Maintenance of Debt Service
Wisconsin Statutes allow for a maximum debt limit offive (5) percent of thecommunity's equalized tax base, or $33,726,505 as of December 2019. TheVillage's total general obligation debtprindpal outstandingwill be approximately $10,206,289, which is 30.2% percent ofthe Ii mit. Remai nlnggeneral obligation borrowing capad ty wi 11 be approximately $23,518,812. Debt service schedules are included within.
Capital Improvement Plan
Also included in the budget is acomprehensive capital improvement program. TheVillage has developed a long-term, strategic process for identifying a needs-based replacement schedule for equipment, as well as overall infrastructure. Emphasis on the operations, maintenance and upkeep of utilities remains a prevalent priority. In addition, a 20-year road replacement plan helps tooutlinethe schedulefor road repair based upon 2020 condition and cost repair estimates. An overview of the Village 2021-2027 Capital Improvement Program is contained within.
Fund Balance Health
Over the course of 15 years, the Village has made aconcerted effort to specificallydesignate fund balance and reduce undesignated fund balances. Of most significancewas the development of the designated tax levystabilization fund balance. This is funded through general fund balance in excess ofVillage policywill serve to level the propertytaxlevy impact in future years. Since its inception In 2007, the debt levystabilizationaccount hasfunded what would be the equivalent ofa 19 percent propertytax levy increase. An overview ofthe Villagefund balances is contained within.
Fiscal Analysis
Also included within this budget document is acomprehensive 10-yearanalysis offiscal and demographic factors that impact the long-term financial health ofthe Village. Overall, the analysis shows thatthe Village is in strong financial condition, but like most entities, public and private, must proceed with caution and exercise fiscal prudence during thesedifficult economic times. An overview oftheVillage Fiscal Analysis is contained within the performance measurement section of this document.
Long-Term Financial Plan
The Village's long-term financial plan serves as a guide to maintain financial sustainabilltybydevelopingnew objectives, targets, and policies which integrate both capital and operational resources. Long-term financial planning provides numerous benefits, some of which includeguidingpolicy discussion and prioritization, developingfiscal policy and budget frameworks, and creating benchmarks for improved service delivery. As part ofthe plan, an analysis was completed on Village financial strengths, weaknesses, opportunities, and threats (SWOT). The SWOT analysis and full long-term financial plan can be viewed within.
Performance Measurement
The 2021 budget includes a detailed look at the Village's award-winning performance measurement program. Performance measurement serves as the cornerstone of continuous improvement. Trend analysis ofover 50 service areas allows staff and policymakers to examine operational efficiency as well as policy development. The Vi IIage was one(1)of 25 municipalities to receive the International City/County Management Association's Certificateof
Village of Bayside I Budget Book 2021
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Excellence for 2020, the highest level of recognition.A performance management dashboard is included to provide quickand easy status updates on key indicators. An overview of the Village performancemeasurement program is contained within.
Budget Award
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award ofthe Distinguished Budget Presentation to the Villageforfiscal year 2020. This marks the thirteenth consecutive year the Vil Iage received this award. In order to receive this award, agovernmental unit must pubIish abudget document that meets program criteria as apolicy document, as an operations guide, as afinancial plan and as acommunication device.We believe this document meets these criteria and wi 11 be submitting for award designation for the 2021 budget.
Closing
As this budget outlines, the fiscal responsibility by the Vi IIage Board has provided firm ground for future financial integrityand stability, particularly during this time of economic uncertainty related to the COVI D-19 pandemic. The Vi IIage is in sound tinancial condition as evidenced byour continued strong general purpose and revenue bond ratings, as well as our adherenceto external and internal financial policies.
During this past year, we are proud that collectively, Bayside has been recognized by the Government Finance Officers Association, International City/County Management Association, Bird City USA,Arbor Day Foundation, Wisconsin HealthyCommunities, SafeWise, Constant Contact, SeeClickFix, NOAA, Wisconsin Department of Transportation, and others for the efforts in implementing the longterm strategic values set forth by the Village Board. We believe the 2021 Annual Budget balances the needs of Bayside residents through acost-conscious effort that ensures future generations can enjoythehigh qualityof life that residents havecome to expect.
I would Iiketo recognize and thank the Vil Iage Staffwho manage their financial resources on aday-to-day basis with theVillage's residents in mind. I would also like to specifically recognize Lynn Galyardtand Leah Hofer whose talent, knowledge and countless hours of hard workmade the creation ofthis budget possible.
Respectfully Submitted,
Andrew K. Pederson Village Manager
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Short-term Factors
COVID-19
There are manyfactors that can impact our local governmentoperations. This past year has proven that the unexpected is not always known and cannot be predicted. Often times, we may not predict certain events, such as natural disasters or a change in the economy, but we still plan for how our local government will respond if they do occur. In these instances, we try to maintain a healthyfund balancethat can provide emergency resources ina timeof need, and we develop response plans. Those response plans may include limiting personnel, adding personnel, restricting purchases, addingexpenses, ora completechange in operations. This year, the pandemic has created a totally new impact on our communities that could not have been predicted and that still does not have a dear end in sight. Forsomethinglikethis, we are forced to planforthe unplanned andtomanagethroughoutthe impact in an effort to reduce the overall negative effects that the pandemic has caused. These changes have included limiting exposure for our Citizens and employees, reducing civic engagement, canceling community events, and changing our public meeting platform in an effort to reduce the impact of the pandemic on ourcustomers. These alterations in operations may not appear to beof great significance, but theywi II impact how we do business during FY21.
State Imposed Levy Limits
OurVillagecontinues to bechallenged by revenue constraints and limited opportunity to grow and develop. State levy limits, in place for well over a decade, continueto plaguefully developed communities, such as Bayside, byonly allowing increases in the tax levy based on growth. In fact,dueto the significant fire at White Oaks Apartments in 2019, the Village's net new growth in 2020 was negative, yes negative (-.065%); and thus, no new tax dollars for general purposes are allowed or included.
In summary, the 2021 budget includes, the overall property tax levy is $4,614,188, an increase of0.20% from 2021. From 2016to2021, theoverall property tax levy has increased $179,897 or4.09%whileConsumerPrice Index has increased 6.87%. In the last 10years, property taxes have increased by 5.52% whiletheConsumer Price Index has increased by 14.56%.
Maintaining Service Delivery Models
As aservice provider, theVillagecontinues to be faced with the balancing act of ensuringthat our deliveryof services can remain both efficient and effective. Balancing the budget is no easytask, but it does present an opportunityto workwith ourcommunitytoensure astrongVHlageand a bright future. Through the tireless efforts, dedication, and innovation of our staff, Village Board and many others, theVillage's budget maintains the most efficient and effective deliveryofservices levels in FY21.
However, as the challenges presented by State imposed levy limits and the Expenditure Restraint program continue to reduce if not eliminate local revenue and expenditure authority. To the point, the Village's tax levy for alIservices provided, excluding the North Shore Fire Department, cannot increase in 2021. Yet, expenses such as the North Shore Health Department's budget, at thefront lines ofaddressingtheCOVID-19 pandemic, increased nearly three percent (3%), winter salt increased seven percent (7%), health insurance costs increased eight percent (8%), to highlight a few. With each increase in expense, another area of the Village's operating budget needs to be reduced.
This State imposed structural imbalance has been ongoing since 2005. While this provides significant opportunity and incentive to innovate, reorganize, and consolidate, it does limit theVillage Board's ability to determine the best way to serve its residents.
4 Factors Influencing Local Government Financial Decisions, ICMA Blog Post 26, Aprll 2016
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As stated in chapter one of A Budgeting Guide for Local Government, navigating the increasingly complex crosscurrents of local government finance has become an essential skill fortoday's publicadministrator. Even more so as local budgets are ooremelysensitivetotheir political, economic, social, and legal environments. Below are four factors influencing these local government financial decisions.
i Political (Citizen) Involvement
What appears to be occurring at the local level is that city and county managers and their legislative boards are increasingly using the budget to better understand how citizens, rather than internal participants, see government. Such atransformation will have amajoreffect on budget allocations and the relative sizeof city and county agencies.
In fact, we should antidpategreaterdiversity among local governments in type and qualityofservices provided, particularlyas communities develop reputations for having strengths in particular services.And given the powerful differences In service preferences that have been documented among age groups, we should also anticipatefurther segmentation of communities along generational lines.
Types of citizen involvement to obtain citizen feedback: dtizen surveys; neighborhood forums; town hall meetings; and Interactive websites.
2 Economic Influences
A numberoffactorscan lnfluencetheeconomicenvironment of local government budgeting, including:
Economic cycles. Econom1cdownturns affect loca Ibudgets In two main ways. First, revenues may decline, especially
such revenue as sales or income taxes, which are moresensitive to economic cycles. Second, during arecession, state and federal revenues are often hit hard, which means that intergovernmental aid to local governments maydecline.
Inflation. Inflation creates uncertainty in local government revenue and expenditureforecasts. When the cost of living increases rapidly, organized laborexperts pressure to keep wages current with inflation.
Interest rates. Changes in interest rates can also affect the budget, although their effects are not as great at the local level as they are at the national level, where the federal deficit requires continual borrowing.
Competition among local governments. Because it affects taxation decisions, competition among local governments for new residents or business Investment also exerts an economic influence on local budgeting.
You can prepare for economic influences by (1) prohibiting departments from spending all their allocations, holding back on permission to hire new staff or make other contractual commitments, building reserves or rainy dayfunds; and (2) obtaining acompetitive advantage over other jurisdictions is to export the tax burden, lifting it from residents to nonresidents. Such action reduces taxes on residents while allowing service levels to be maintalned.
3. Social and Demographic Change
Changes in three social and demographicfactors population, agedistribution, and personal income - have significant and lasting effects on local budgets.
Population. As population increases and fixed costs are divided among more households, the resultingeconomies of scale will mean lower per-unit costs. Because financial obligations do not decline in proportion to population loss, communities with declining populations have difficulty reducing spending.
Age distribution. Spending for public education, public safety, and recreational services are the budget categories most likely to be affected bythe age distribution of the population.
Personal income. Research consistently shows that growth in personal income significantly affects the size of local government budgets. Higher-income households often demand more and better services from government, although these same households are more likely to advocate limited government, espedal ly at the state and federal levels.
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4 Legal and Intergovernmental Matters
Legal and intergovernmental factors shape local budgets in three principal ways:
Budgetary balance. The legal environment in which state and local budgetingoperates typically requires budgetary halance- that is,current revenues must equal current expenditures. Requirements for budgetary balance are complicated by atechnical question: Is the budget balanced on a cash basis (i.e.; revenues are recorded when cash is received, and expenditures recorded when disbursed} or on a modified accrual basis {i.e., Iiabilities are recognized at the time they are incurred, and revenues are recognized when they are available for budgeted purposes)?
This question is important because cash balances can be easily manipulated: to make the budget look more balanced than it is, payments can be delayed until the followi ngfiscal year and revenue collections can be accelerated for credit to the current year.
Mandates. Amandate involves one level of government requiringanother level to provide partiru lar services or follow certain procedures, as well as specifying the qualityor frequency ofservice provision. Both thefederal and state government imposes mandates on local governments.
The problem: Unless the federal or state government also provides full funding to implement the mandates, local officials may have to cut other services to comply. Communities suffering theeffects of recessions havesometimes been hit simultaneously by unfunded mandates and cutbacks in state spending.
Acombined effect. Forbidding particular revenue sources, constrainingtax increases, requiring balance, and mandating some services and service levels, are acombination offactors that has created enormous fiscal stress at the local level during the past three decades.
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Priorities & Issues
In addition to the Strategic Values set forth by theVillage Board, the Village Managerwith guidance from the Vrllage
Manager provided current year priorities when establishingthe budget. Annually, the Village Board sets budgetary
guidelines related to the development of the annual budget and work plan. The guidelines approved by the Village Board for 2021 include:
Fiscal Integrity o Implementation of Long Term Financial Plan ad updated Debt Service Schedule. o Compliance with Levy Limits. o Consider utilization of Fire Department Levy Cap Exemption. o Compliance with Expenditure Restraint Program. o Provide financial transparency and accountability. o Provide personnel programs are implemented in afiscally responsible manner. o Maximizefinancial opportunities through examination of current services and new opportunities for grants and investments. o Admlnistertaxes, fees, grants and assessments effectively. o Consideration of short and longterm impacts ofCOVI D-19 pandemic.
Civic Engagement o Promote effective solutions for timely and relevant communications with residents. o Enhance customer service methods, pol ides, and responsiveness. o Provide Community Event opportunities for residents and continue to expand the community event sponsorship program that supports these events. o Enhance myBI ue and myCrew programs to promote and enhance civic engagement.
Service Excellence o Explore enhanced service consolidation and sharing with neighboringcommunities. o Maintain public right-of-ways, road reconstruction initiatives, and continued investment and maintenance in sewer and stormwater systems. o Deploy public safety resources effectively for maximum visibi litywithin theVillage. o Provide effective training, resources, and leadership development for Village staff. o Further Communication Center usage ofadvanced technologies, sound and timely quality control review, policy development and implementation, and advanced training measures. o Building Inspections and propertymaintenancearecompleted in atimely and thorough manner to maintain property values. o Internal operations such as human resources, records management, and information technologyutiHzetlme savingtechnologyand programs. o Utilize performance metrics to enhance servicedelivery through increased efficiency.
Sustainability o Enhanced implementation of EAB Management Plan. o Continue to examine ways to effectively collect garbage, recycling and yard waste. o Enhancestormwatercapabilities through increased ditch work, repair of cross rulverts and increased areas of infiltration. Reduce excess asphalt areas in Village. o Maintenance of the sanitaiy sewer system to reduce inflow and infi Itration.
This year's priorities differfrom last year in that significant focus of this year's budget is tomitigate the impacts of COVID-19 and enhances our collective efforts related toCommunityCollaboration and Connected Communications, in addition to last year's budget areas that also focused on Fiscal Integrity, Service Excellence, and Sustainable Resilience. These priorities include:
1. FISCAL INTEGRITY: Provide sound financial management and future financial stability.
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A. Sound Management 1 Receive Government Finance Officers Association (GFOA) Excellence in Budgeting and Comprehensive Annual Financial Reporting(CAFR)Award. 2 CompleteVillage audit with no new material weaknesses. 3. Develop 2022-2027Village Long-Term Financial Plan.
B. Financial Stability 1 Mitigate impact of COVI D-19 and pandemic related issues. 2 Coordinate planned long-term debt Issuancefor 2021-2023Village Capital Projects. 3. Implement ClearGOV budgeting program with development ofthe annual budget, compliant with levy limits and expenditure restraint programs, strengthening fund balances and reserves.
C. Collaborative Service Enhancements 1 Identify $300,000 in new revenue sources,operational savings, collaboration with other municipalities, contract rebidding, grants, etc. 2 Coordinate internal Financial Steering Committee. a Seek levy limit exemption for joint PublicSafetyCommunication Center.
2. COMMUNITY COLLABORATION: Maintain equitable, diverse, and inclusive community partnerships. A Neighborhood Stability 1 Enhance neighborhood and community identity and pride through the development of Village recognition programs. 2 Formalize and promote myBlue Neighbor Mediation Program. 3. Develop Community Standards campaign focused on education, promotion, and enforcement ofVillage codes.
B. Community Enrichment 1 Facilitate statutorily required 2021 Comprehensive Plan update. 2 Promote Villagesponsored events and encourage community-based events. a Develop annual Citizens Academy program.
C. Cooperative Partnerships 1 Identify community leaders to serve as myBlue partnership coordinators. 2 Quantify metrics to evaluate the effectiveness of the myBlue and myCrew programs. a Implement Access Bayside sector rnappingfeaturefor issue identification.
3. CONNECTED COMMUN !CATION: Provide proactive, reliable, and transparent communications. A Customer Service 1 Develop formal customer service program standards. 2 ldentifytrending and reoccurring seasonal issues and develop public resources guides. 3. Develop aCommunications Plan for all communication platforms.
B. Virtual Services 1 Enhance social media reach. 2 Produce weekly Bayside Buzz and Increase subscribers. 3. Synchronize communications across available channels to provide consistent information and resources to residents.
C. D IY Resources 1 Maintain Village website interface and update information weekly. 2 Enhance communication tools to educate and enable citizens in the use ofonline resources. 3. Promote Access Bayside and educate residents on the use ofthe platform.
4. SERVICE EXCELLENCE: Provide solution-based innovative services.
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A. Performance Management 1 Maintain organizational recognitions for excellence in performance management. 2. Update performance management tracking system and reporting. 3. UpdateVi IIage Strategic Plan.
B. Technological Advancement and Innovation 1 Audit existing Information Technology system processes. 2. Develop work plan for Building Services Department paperless permitting. a Implement Next Generation 911 technology.
C, Employee Development 1 Update and implement leadership succession plan. 2 Review and implement areas identified in CVMIC Safety and Human Resources Audit 3. Continue implementation of employee appraisal process as well as develop and implement merit-based pay system.
5, SUSTAINABLERESILIENCE: Provide environmental stewardship and promote future resilience.
A. Environmental Infrastructure 1 Administer Emerald Ash Borer and Urban Forestry Management Plan. 2. Update Sanitary Sewer Public and Private Inflow and Infiltration Program. 3. Conduct analysis of capital assets and develop replacement life cycle.
B.StormwaterMitigation 1 Update stormwater management plan requirements. 2 Expand right-of-way stormwater management infiltration program. a Implement Phase 2 Fairy Chasm Stormwater management plan.
C, Environmental Stewardship 1 Develop environmental educational materials. 2. Identify cost-effective disposal partnerships to address collection materials. a Analyze alternative energy sources forVillagefacilities,equipment, and operations.
As with every business orcommunity, there are underlying issues that can create roadblocl<sto success. In Bayside, the existing issues are not necessarily roadblocks but speedbumps that tend to slow down our achievement of those successes. These are geographical issues, business issues, and social issues.
The issues that we seek to address, in some shape orfashion, in FY21are as follows:
o COVID-19management "StatelmposedLevylimits o Maintaining Service Delivery Models o Limited tax base diversity and tax base expansion o Political (Citizen) Involvement o Economic Influences o Social and Demographic Change o Legal and Intergovernmental Matters
Priorities and issues are both solid focal points for developing an operational plan movingforward. Often times the two wil Ioverlap and create a clear picture of how wewi II address those issues and priorities. Many times, however, the two are totally separate and require attention from multiple angles. These are the challenges that we face daily in the operation and annually in developing astrongbudget that will address multiple points of interest.
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Personnel Changes
The2021 budget reallocates existing resources to help mitlgatetheeconomic impacts of theCOVID-19 pandemic, align to the Village Board's adopted StrategicValues, as well as help to address some ofthe priorities, issues, and short-term factors discussed within the budget. In 2021,
o Within the Pol ice Department, there are no proposed staffingchanges.
o Wlthi nthe Bayside Communications Center(BCC), responsibilities within the InformationTechnology area have been reallocated and the .5 FTE Records Management Administrator position has been eliminated. In addition, the 2020 budget contained 3dispatch supervisors, 1training coordinator, and 2certified training officer/lead dispatchers.The 2021 budget allocates resources for 2 dispatch supervisors, 1trainingcoordinator, 1certified trainingofficer/lead dispatcher, and reallocated supervisory position to serve as BCC Deputy Di rector. All other staffingwithin BCC Is proposed to remain the same.
o Within the Department of PublicWorks, the 2020 budget contained al locations for 2 LTE employees, 2seasonal employees and funded portions ofthe Human Resources and Building Services Administrator. During 2020, 1 LTE and the HR position were furloughed and the 2seasonal positions were held open. The2021 budget eliminates 1 LTEand the Human Resource and BuildingServicesAdministratorposition and retains the seasonal positions. Al Iother staffingwithin DPW remains the same.
o Within both the SanitarySewerand Stormwater Utility operation, the proportionateshare ofthe Human Resource and Building Services Administrator position have been removed as part of staffing reallocations.
o Within Village Hall, the2020indudedfunds for afull-timeAccountingAssistant and funded a portion of the Human Resource and BuildingServices Administrator position. To mitigate the impacts ofCOVI D-19, the full time Accounting Assistant position was reallocated to a part-time Deputy Clerk The2021 Budget includes both the part-time Deputy Clerk and also authorizes a part-time DeputyTreasurer.The overal Inet impact is a reduction in personnel costs.All otherstaffingin Village Hall remains the same.
Inclusive ofthe North Shore Library, the Village employees 65.9full-time equivalents in addition to the allocations to in partfund the North Shore Fire Department, North Shore Health Department, and the Milwaukee Area Domestic Animal Control Commission. The fulf organizational chart is contained within the budget.
Village of Bayside I Budget Book 2021
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Budget Overview
Each year, the Village's budget is evaluated bythe Government Finance Officers Associations (GFOA), which offers critiques, praise, and other suggestionsto help improve every aspect of the budget document. This year's budget has placed an increased emphasis on performance measurement, management, and how we can improve overall service delivery to residents.
The budget guidelines approved by the Board ofTrusteeswere used as the foundation to createthe2021financial blueprint for the Village. The 2021 budget is designed to provide ease of use to the reader, while acting as afinancial conduit for all Village related expenses. Overall, the budget hopes to achieve the following:
The Budget as a Policy Document
As a policy document, the budget indicates what services the Villagewill provide during the next fiscal year. Throughout the document the reader will havethe opportunitytoview both long and short-term goals, and how the financial policies will interact to meet the needs ofVillageresidents.
The Budget as an Operations Guide
As an operations guide, the 2021 budget provides detailed expenditures based upon departmental need. However, Bayside does not departmentalize most functions, but rather removes these silos (where applicable) toact in accordance with the four adopted Village strategic initiatives. Readers will find individual mission statements, along with detailed line-item history and expenditure layout.
The Budget as a Financial Plan
As afinancial plan, the budget summarizes and details the cost to the citizens of Baysideforservices received, as well as funding information. The document will outline major revenue sources, expenditures, and overall changes and challenges from previous years. The Budget in Brief provides a quick synopsis of expenditures and revenues, while the Fiscal Analysis gives a more detailed introspective.
The Budget as a Communications Device
Perhaps the most important part ofthe budget document is to make sure it is a usable, readable documentfor citizens, elected officials, and staff alike. Over the past several years, staff has worked diligently to provide summary information available in text, charts, tables, and graphs. We have also begun including individual case study information to help highlight a particular area of service. Bayside takes great pride in our performance measurement program as wel I. The user wi 11 notice several different measurables, as wel Ias how they are incorporated into goals and management methods.
Village of Bayside I Budget Book 2021
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Budget Cuidelines
The budget for the Village is acomprehensive guidefor thefinandal decision-making and operational management throughout the fiscal year. The budget is not onlyafinancial plan but also aperformance plan to assist in accomplishingthestrategicgoals set forth bythe Board of Trustees. This section describes the guidelines that govern the preparation and implementation of the Village's budget Each year, the respective subcommittees and Village Board approve budget guidelines to provideguidanceand assist in the development of the annual budget. The 2021 Budget guidelines are outlined below, and include:
Fiscal Integrity
o Implementation of Long Term Financial Plan and updated Debt Service Schedule. o CompliancewithlevyUmits. o Consider utilization of Fire Department LevyCap Exemption. o Compliance with Expenditure Restraint Program. o Provide financial transparency and accountability. o Provide personnel programs are implemented in afiscallyresponsiblemanner. o Maximize fi nandal opportunities through examination of current services and new opportunities for grants and
investments. o Administer taxes, fees, grants and assessments effectively. " Consideration ofshort and longterm impacts of COVI D-19 pandemic.
Civic Engagement
" Promote effective solutions for timely and relevant communications with residents. o Enhance customer service methods, policies, and responsiveness. o Provide Community Event opportunities for residents and continue to expand the communityevent
sponsorship program that supports these events. o Enhance myB!ueand myCrew programs to promote and enhance civic engagement.
Service Excellence
o Explore enhanced service consolidation andsharingwith neighboring communities. o Maintain public right-of-ways, road reconstruction initiatives,andcontinued investment and maintenance in
sewer and stormwater systems. o Deploy publicsafetyresources, and leadership development for Village staff. o Further Communication Center usage ofadvanced technologies, sound and timelyqualitycontrol review, policy
development and implementation, and advanced training measures. o Building inspections and propertymaintenance are completed in atimely and thorough manner to maintain
propertyvalues. o Internal operations such as human resources, records management, and information technologyuti!izetime
saving technology and programs. o Utilize performance metrics to enhance service deliver through increased efficiency.
Sustainability
o Enhanced implementation of EAB Management Plan. o Continue to examineways to effectivelycollect garbage, recycling and yard waste o Enhance stormwater c.apabi lities through increased ditch work, repair of cross culverts and increased areas of
infiltration. Reduce excess asphalt areas in Vi Hage. o Maintenance of the sanitarysewer system to reduce inflow and infiltration
Village of Bayside I Budget Book 2021
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Budget Timeline
Although the administration of the existing budget is aconstant process, the preparation of the next year's budget generally begins in May with theestablishmentoftheannual budget guidelines which serve as written goals and parameters for the development of the annual operating budgets. The Village uses the following procedures when establishing budgetary data reflected in this document:
1 During June-July, publicstrategicplanningcommittee meetings are held whereby the Vil lage Board of Trustees, itssub-committees, and Department Heads receive input and subsequently develop areas of emphasis and specific action items to provide aframework for the budget development.
2. lnJuly,a Special Budget Session with Department Heads is held at which t ime budget instructionsforthe ensuing year are given by the Village Manager.
3. In late August - early September, Department Heads submit to the Village Manager, proposed operating budgets for the fiscal year which commences the following January 1.The operating budget includes proposed expenditures and means offinancingthem.
4. In late September- early October, the Vil Iage Manager submits the Executive Budget to the Village Board. Copies of thebudget are made avai Iable for public use at theVillage Clerk's Office and other venues.
s. In accordance with Wisconsin Statutes Section 65.90(3), aClass 1public notice is posted at least 15days priortoa public hearing.
6. A budget public meeting/workshop is held by the Vi II age Board and Vi IIage staff in the later part of October/November.
7. A public hearing is held the middle of November concerningthe proposed budget. s. During the month of November, the Village Board approves by resolution the proposed budget and sets the
associated tax Ievy.
· Aug3,2020 2020deparbnent goals and 2020 strategic initiatives updatedue. 2021 departmentgoalsand 2021 strategic initiatives due.
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·········r : - ~ Casestudiesdue.
Oct23,2020 October 23 - October 30 Distribution of Village Manager's recommended 2021 budge~ sani!llry sewer and stormwater utilityfeeto Village Board ofTrustees.
·········t * ~ Tax bills mailed.
Village of Bayside I Budget Book 2021
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Basis of Budgeting
The basis of budgeting for accounting refers to the timing of revenue and expenditure recognition. The Vil Iage's governmental funds use the modified accrual basis of budgeting and accounting. The budgetary level ofcontrol is at the department level. Under the modified accrual basis, revenues are recognized when they become measurable and available and expenditures generally when the related liability is incurred.
The Village maintains two proprietary orenterprisefunds and one fiduciary fund, which use the accrual basis of budgeting and accounting. Under the accrual basis, revenues are recognized when they are earned and expenses when they are incurred. The budget is prepared on the same basis as the Village's annual financial statements. One difference betweenthe basis of accounting and the basis of budgeting is in the treatment of capital expenses in the enterprise funds, which are included in budgeted expenditures but capitalized and removed from operating expense as reported inthefinandal statements.
Property taxes are recorded in the year levied as receivables and deferred revenues. They are recognized as revenues in the succeeding year when services financed by the levy are being provided.
In addition to propertytaxes for the Village, taxes are collected for and remitted to the state and county governments as well as the local school districts, technical college district and sewerage district. Taxes for all state and local governmental units billed in the current year for the succeeding year are reflected as deferred revenues and dueto other taxing units.
o Taxes are levied in December on the assessed value ofthe prior January 1. o Intergovernmental aids and grants are recognized as revenues in the period the related expenditures are
incurred, ifapplicable, or when the Village is entitled to the aids. o Other general revenues such as fines and forfeitures, inspection fees, recreation fees, and miscellaneous
revenues are recognized when received in cash or when measurable and available.
For 2021, the Village's fund structure contains the following funds: i General Fund 10 2 Sanitary Sewer Enterprise Fund - 20 a Stormwater Utility Fund - 22 4. Community Development Authority Fund - 23 s. Public Safety Communications - 26 6. Long Term Financial Fund 30 7. Police Capital Fund -40
s. PublicWorks Capital Fund -41
9. Administrative Services Capital Fund - 42 10. Public Safety Communications Capital Fund-46 11, North Shore Library-SO
Village of Bayside I Budget Book 2021
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Revenue Sources and Trends
The 2021 budget relies on several third-partyfundingsources,such as State revenues, designated accounts, public safety communication contributions from member communities, and fund balance to payforservices and commodities that would otherwise be required to be paid for from the Village tax levy. In fact, thepropertytax levy accounts for only 45.2% of total Village revenue sources. Below is a breakdown of revenue sources.
$5,000,000 -
2021 Budget Revenue Sources
$4,000,000
$3,000,000
~
~
$2,000,000
$ ],OOO,OOO $0
1$655,621,00 ' !22,607,00 I · -
I$2,404,047.00
$795,088.00
-·- - --· . I
$3B4,11aoo
$180,000.100 $34,230.00 $40,000.00
-
.$170,515.00
$253,641.00
-
General Fund Revenues
General Fund Revenues
80
60
lG
:,
~
40
20
II
0
.,~
,:;,0
...._,;f
,,,<:'
rf'i:},
d'
~Q',
<:/'
ff
r:-"'
e'~o"""''"
,C"
--
· 2020 · 2021
--
Village of Bayside I Budget Book 2021
Page 61
Property Tax Revenue
Theamountofthepropertytax levy for2021 has increased slightly. The overall property tax levy is $4,614,188. While sources ofrevenue have been reduced over ti me, the Vi II age's abiIi ty to offset those reductions is restricted by stateimposed levy limits. Thefollowingtable shows the trend in the overall property tax levy.
$5,000,000
Overall Property Tax Levy
$4,372,787.00 $4,372,787.00
$4,535,204.00
$4,532,947.00 $4,6l4 ,l88.00
$4,000,000
$3,000,000
$2,000.000
$1,000,000
$0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
In the last ten years, the overal I property tax levy has increased $241,401, or 5.52%. The Consumer Price Index increase duringthattimewas 14.56%.The General Fund property tax levy is 70%of the overall propertytax levy. The General Fund levy changed due to expenditure restraint requirements.
$3,500,000 $3,000,000
General Fund Property Tax Levy
$3,226,561.00 $3,105,289.00
$2,593,763.00
$2,500,000 $2,387,987:00
$2,385,984·.00 $2,427,346.00 $2,419,136.00
$2.000,000
If]
:,
~
$1,500.000
$1,000.000
$0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Overthe course ofthe last fifteen years, the Village,along with other municipalities, must complywith State levy limits and the Expenditure Restraint Program (ERP) inorder to qualify for State Aids. Levy Iimits provide acap on t he amount of thean nual increase in the property t ax levy by New Construction pl us any increases in debt service. Meanwhile, the Expenditure Restraint Program limits increases in expenditures to the previous year's Consumer Price Index. During the Iast 10 years, expenditure increases have been Ii mited under the ERP as i11ustrated below.
Villag e of Bayside I Budget Book 2021
Page 62
State of Wisconsin State Aid
Monetary aids from the State of Wisconsin are the second primary source of Village revenues. The StateofWisconsin has significantly increased Transportation Aids in the lasttwo fiscal years to assist in the replacement of aging infrastructure.
a That State Transportation Aid is the largest state aid source of general fund revenue at 2.3%. The2021 anticipated allocation is $445,084.84. Of which, $37,546 has been al located to the Public Works Capital Fund. This is a $12,096.28 (-2.65%) decrease from the 2020 amount received.
a The State funding provision for expenditure restraint is 1.8%. This funding source provides supplemental aids to the Village for limitings expenditure growth.
o State Shared Revenue accounts for 1.4% ofthe Vil Iage's revenue. These revenues are based on a formula that considers per capita and aid able revenue factors.
State Aid is up from 2016 due to the State providingVideo Service Provider Aid and Personal Property Aid. The tol lowing table iIlustrates the trend in overal IState revenues discussed above:
7001< - - -
State Aids
600k
500k
400k
8)
~
j
3001<
200k
lOOk
0 2017 2012 2013 2071, 201S 2016 2017 2018 2019 2020 2021
Village of Bayside I Budget Book 2021
Page 63
State Shared Revenue
$70,000
$ 6 0 , 3 4 5 .0 0 $60,000
$60,341.00
$60,437.00
$60,324.00
$60,321.00
$50,000
$40,000
l{l .2 ~
$30,000
$20,000
$10,000
$0
2012
2013
2014
2015
201G
2017
2018
2019
2020
2021
Other Revenue Sources
Other sources of revenue represent approximately 3.8% ofovera lIgeneral fund revenue, composed primari ly of interest earnings, service fees, and fines and forfeitures. Being primarily a residential community and Wisconsin being primarily reliant on property taxes, the Vil Iage has very limited options to generate additional forms of revenue.
Village of Bayside I Budget Book 2021
Page 64
Expenditures Trends
Police expenditures account for a Iarge portion ofthe annual general fund expenditures spent in both 2020 and 2021. The charts below i11 ustrate where General Fund monies are al Iocated.
2,000k
General Fund Expenditure Source
1,5001<
lil
:,
~
l,OOO k
ISOOk
0
!-'>f""'
J,"'<),
'""~Q,
60
q.S.Jo"'
.,<"'is-
0
Your tax dollar spent on Village Services per month
Public Safety Communications capital Projects
Caeneral Government
Long Term Financing
Village of Bayside I Budget Book 2021
Page 65
General Fund Expenditure Source Compa rison
40
30 ~
:J
~
20
JI10
0
I I 1111- I -·-
· 2020 · 2021
Departmental Expenditures Trends
$700,()(X)
General Government Expenditures
$620,SSD.39
$610,183.00
$ 600,0:::0 $586 ,94 200
$573,379.57
$50J,OOQ
$400,000
~
~
$ 300,0:::0
$451,784.00 $409,544.00
$371,364.00
$425,080.00
$200,000
$100,000
$0 2010 201 1 2012 2013 2014 2015 2016 2017 2018 2019
Villag e of Bayside I Budget Book 202 1
Pa ge 66
$2,000.000
Police Department Expenditures
$1,869,317,00
$1,838,078,00
$1,852,456.00
$1,750,000 $1,697,316,00
$1,500,000 -
$1;250,000
jill $1,000,000 $750,000
$500,000
$2.50,000
$0 2010 2011
2012 2013 201~
2015 2016 2017 2018 2019
Department of Public Works Expenditures
$1,000,000 -
$933,171.00
$8,44,073,00
$856,439.00
$800,000
$7TI,296.00
-$774,368.00
$635,697,00
$600,000
8)
::,
~ $=,ooo
$200,000
$0
2010
2011
2012
2013
2011,
2015
2016
2017
2018
2019
Village of Bayside I Budget Book 2021
Page 67
Public Safety Communications Services Expenditures
$3,000,000
$2,500,000 $2,000,000
$2,136,681.00
$2,086,874.00 $1,916,410.00
$2,394,003.00 $2,287,881.00
"<V'
.2 $1.500.000
::l!
$1,000,000
$S81,89aoo
11 $51)(),000
$0
2010
2011
2012
2013
2014 2015 2016
2017 2018 2019
Village of Bayside I Budget Book 2021
Page 68
Revenues General Fund Se-.ver Stormwater Public SafetyCommunications ong Term Financial Capita l Improvements
Tota l
Budget Summary
Actual 2019
4,539,130 949,940 568,858
2,464,755 1,085,440
683,015 $10,291,138
Budget 2020
4,384,768 1,086,368
543,965 2,612,851 1,105,144
363,283 $10,096,378
Amended 2020 4,384,768 1,086,368 543,965 2,612,851 1,105,144 563,885 $10,296,980
Estimated 2020 4,562,142 915,671 550,416 2,612,850 1,280,609 552,774 $10,474,462
Budget 2021
4,419,519 929,318 588,627
2,701,830 1,079,295
500,288 $10,218,877
%Cha nge 20/21 0.8% -14.5% 8.2% 3.4% -2.3% -11.3%
E)Qlenditu res Genera l Fun d Swer ~tormwater Public Safety Communications
onsolidated Services Long Term Financial Capita l Improvements
Total Reven ues-Expenditures
Actual 2019
4,472,203 841,678 389,269
2,478,898 33,152
1,084,837 741,002
$10,041,038 $250,100
Budget 2020
4,384,769 1,571,048
543,965 2,612,851
Amended 2020 4,460,306 1,541,048 542,885 2,621,594
1,036,780 647,069
$10, 796,482 -$700,104
1,036,780 1,077,312 $11,279,926 -$982,946
Est imated 2020 4,373,011 1,365,509 629,771 2,530,219
1,211,781 804,481
$10,914,772 -$440,310
Budget 2021
4,419,519 1,144, 143
611,371 2,701,830
1,026,996 603,658
$10,507,518 ·$288,641
%Change 20/21 -0.9% -25.8% 12.6% 3.1% 0.0"/4 -0.9% -44.0"/4 -6,8%
K,enera lFund Jlevenues !Taxes ~tateAids Intergovernmental Inspection License and Permits 13er\liceFees Interest/Misc
l:,eneralFund )Qlend ltures
Genera lGovernment Public Safety Health Department Library Fire Department Pu blic Works Recreation and Leisure Building Inspections Otl1er Uses
Total Tota l
Actual 2019
3,160,834 585,452 104,275 91,356 40,250 180,264 376,699
$4,539,130 Actual 2019
911,863 1,543,294
28,083 158,841 832,646 863,274
7,309 68,375 36,296 $4,449,980
Budget 2020
3,242,588 600,894 101,551 67,000 23,960 165,275 183,500
$4,384,768 Budget 2020
690,725 1,700,149
28,645 177,555 853,689 870,908
7,348 55,750
Amended 2020 3,242,588 600,894 101,551 67,000 23,960 165,275 183,500 $4,384,768
Amended 2020 823,133 1,693,528 28,645 177,555 853,689 831,908 6,098 45,750
$4,384,769
$4,460,306
Estimated 2020 3,249,348 609,960 188,370 87,850 24,345 132,808 269,461 $4,562,142
Estimated 2020 759,895 1,646,064 28,645 162,194 853,689 837,756 3,768 58,250
$4,350,261
Budget 2021
3,285,094 618,073 122,607 67,000 24,870 133,875 168,000
$4,419,519 Bu dget 2021
728,663 1,731,835
29,395 160,277 864,506 827,995 21,098 55,750
$4,419,519
%Change 20/21 1.3% 2.9% 20.7% 0.0% 3.8% -19.0"/4 -8.4%
% Change 20/21 · 11.5% 2.3% 2.6% -9.7% 1.3% -0.5% 246.0% 21.9% 100.0"/4 -0.9%
Village of Bayside I Budget Book 202 1
Page 69
Tax Levy, Assessed Valuation & Net New Construction Summary
lraxl.evy K;eneralFund Public SafetyCommunications ongTerm Financial bipital Improvements
Tota
2019 3,105,389 286,523 761,415 379,620
$4,532,947
2020 3,184,461 292,175 792,089 336,115
$4,604,840
2021 3,226,561 297,783 792,089 297,755
$4,614,188
1\ssessedValuatlon MilwaukeeCounty PzaukeeCounty ltlssessed Valuation PropertyTaxMill Rate
Net NewConstructlon Percentage increase ncreaseallowed ess PersonalPropertyAid
Nsrn JointFireDeptAdjustment
peblServiceAllowable
201S 6 2 3,5 8 8, 0 0 0
25,683,700 649,271,700
$6.98
2019 0281% $12,655 -$1,738 $18,376 $20,942
2019 6 35,0 5 3 , 6 5 0
27,005,400 662,059,050
$6.96
2020 0,232% $10,516 -$1,7 38 $21,449 $50,913
2020 640,466,000
27,457,660 667,923,660
$6.91
2021 0.000% $0 -$1,738 $11,086 $61,776
Village of Bayside I Budget Book 2021
Page 70
Budget Detail
2020
2020
2019Actual
Adopted Amended
2020 August
2020
2021
%
Projected Proposed Change
k;ENERAL FUND
kieneral Fund Revenues
!faxes 10-41100 10-41300 10-41500
Property Taxes Interest on Delinquent Taxes Payment in Lieu of Taxes
3,105,389 3,184,461 3,184,461 3,184,461 3,184,461 3,226,561
13,067 12,00(
12,000 18,760 18,76(
12,00C
42,378 46,12, 46,127 46,127 46,12;
46,533
Subtotal $3,160,834 $3,242,58E $3,242,588 $3,249,348 $3,249,348 $3,285,094
1.32o/. 0.0o/. 0.88'.Jl 1,3'11
"late Aids 10-43410 i:,tate Shared Revenue 10-43415 Mdeo Service Provider Aid 10-43510 Recycling Grant 10-43530 Exempt Computer Aid 10-43535 Persona IProperty Aid 10-43540 !State TransportationAid
i:,tate Highway 32 Cormecting Highway 10-43545 Aid 10-43600 Expenditure Restraint Aid
Subtotal
60,322
25,679 15,16(
1,738 385,684
$60,321 $(
25,675 15,16(
402,831
16,872
79,998 $585,452
16,954 79,944 $600,894
60,321
25,67S 15,16(
402,837
$9,048 $7,330 25,676 15,160
1,738 329,755
16,954 12,684
79,944 79,94< $600,894 $481,333
60,321 7,33(
25,676 15,16(
1,738 402,837
16,95~
79,94~ $609,96(
$60,296 $7,33( $25,676 $15,16( $1,737 $412,02(
16,95< 78,90( $618,073
-0.0'!1 0'!1
-0.0'!1 O.O'll
0'!1 2.3'.Jl
0.0'!1
·1.3'!1 2.9'!1
Intergovernmental 10-43210 ~ommunity Development Block Grant
5,996
5,59e $5,598
$0 $1,68(
5,598 0.0'!1
10-43225 10-43235 10-43555
Public Safety Communication Administration North Shore Library Administration Intergovernmental Grant
94,099 95,952 4,18(
95,953
95,953 19,521 96,211
95,953 19,521 71,216
97,488 1.6'!1 19,521
O'll
Subtotal $104,275 $101,551 $101,551 $211,69{ $188,37( $122,607 20.7'!1
Inspection 10-44410 Residential Code Compliance
$0
$0
$0
$10(
$100
0~
10-44415 10-44460 10-44480
Architectural Review Committee Applications Building Pemiits Vacant Property Fees
Subtotal
1,920
87,686 1,750
$91,356
2,000 65,000
$67,000
2,000 65,000 $67,000
1,920 77,578
75( $80,348
2,00C
85,00C 75C
$87,850
2,00( 65,00(
$67,00(
0.0~
0.0~ 0%
0.0¾
License and Pennits 10-44100 Operator Licenses 10-44120 Liquor Licenses 10-44140 igarette licenses
1,430 3,010
300
$1,000 3,000 300
$1,000 3,000 300
$1,26( 2,90( 30(
$1,425 2,90C 30C
1,00( 2,90(
20(
0.0% -3,3'¾ -33,3~
10-44210 Bicycle Licenses 10-44220 Animal Licenses 10-44420 !Occupancy Permits 10-44435 !Transient Merchant Permit 10-44495 Excavation/Right ofWay/Privilege 10-44520 Home OccpationFees 10-44525 Fill Pennits 10-44530 Rummage Sale Pem,its 10-44535 Dumpster Permits 10-44540 l5ign Pemiits 10-44550 !Conditional Use Permits 10-44555 Board ofZoning Appeals Fees 10-44570 l5peciaI Event Permits
Subtotal
20 2,114
300 520 25,493 200 1,600 190 1,993 980 1,200 500 400 $40,25(
1,75( 14( 30(
15,00(
22( 1,00(
70( 30(
25( $23,96(
1,750 140 300
15,000
1,003 25( 35(
7,447
220 1,000
700 300
250 $23,96C
12( 2,000
350 700 2,000
50 $18,73(
1,75( 25( 35(
12,00(
12( 2,00(
50( 70( 2,00(
5( $24,345
1,75( 25( 30(
15,00(
12( 2,00(
50( 30( 50(
5( 24,87(
0.0~ 78.61
0.0~ 0.0~
0~ 09 -45.59 100.09 -28.69 0.09
m
-80.m 3.89
!Services 10-44300 ~able Franchise Fees 10-44560 Tree Program 10-45100 Fines & Forfeitures 10-45120 !court Service Fees 10-45125 Misc. Service Fee-Notary/Fingerprinting 10-46110 Property Status Revenue 10-46120 Publication Fees
$73,663 7,000
61,765 25
178 5,510
175
$74,00C 5,00C
50,00(
10( 3,10(
175
$74,000 5,000
50,000
$49,944 4,700
16,438
100 3,100
175
162 4,277
250
$65,00( 5,00C
24,00(
162 4,77,
25(
$65,00( 5,00(
40,00(
10( 4,00(
175
-12.29 0.09
-20.09 09
0.0% 29.09
0.09
Village of Bayside I Budget Book 2021
Page 71
10-46130 Data Sales 10-46135 Police Uniforms 10-46310 Special Pickups 10-46315 Mulcll Deliveries 10-46320 Garbage & Recycling Cans/UTD 10-46330 Wel!Permit 10-46710 Park Fac!ity Renta I&Programs 10-46715 Public Works Service Revenue 10-48210 Copies 10-48220 False Alarm Fees
Subtota lnterest/Mlscellaneoos 10-48100 Interest
'-lnrealized & Realized Gain/Loss · 10-48110 tnvestments 10-48200 Miscellaneous Revenues 10-48215 Fire Dues 10-48230 Recycling Proceeds 10-48240 Credit Card Rebate 10-48260 Insurance Awards 10-48310 quipment Sales 10-4¢400 Equipment Rental-Sewer Fund 10-46415 qulpment Rental - Stormwater Fur,d 10-48500 Community Event Donations 10-49223 Transfer from CDA
Subtotal
1,031
55(
11,553 6,241 4,871 20C 689 2,110 164 5,090
$180,26l
8,0()( 4,80( 2,60( 10,00C
BOC
1,00C 15C
5,00C
$165,275
$230,515 $140,00C
44,117
2,020 22,223
1,093
26,701 15,03C 17,SOC 17,500
.
50C
1,00C 7,00(
17,50( 17,50(
.
$376,699 $183,50(
550
548
.
8,000
8,39!
4,80C
8,30,
2,60C
10,00C
2,87!
BOC
3,201
1,00C
28\
15(
'.
5,00C
1,00(
$165,275 $100,39oi
55( .
9,171 8,50(
.
6,90C 3,206
289 5
5,00C $132,80ll
$140,00( $119,131 $125,QO(
50( 1,00( 7,00C
17,50( 17,50{
47,031 2,587
22,750 316
7/3,66 15.284
3,436 17,SOC 17,SOC
53,37(
2,58, 22,75(
50( 7,861 1s.2a, 3,431 17,50( 17,50(
.
3.667
3,667
$183,500 $257,069 $269,461
SSC 0.0~
0~ 8,00( 0.0~ 4,80( 0.0~
-100,0~ -100.00 80( 0.00
H
5,00C 0,0~ $133,875 ·19.0"
$110,00C -21.4"
C o"
soc 0.0"
C
09(
soc -50.0"
7,00C 0.09(
C o"
09(
20,00( 20,00C 10,00C
C $168,000
14.3:l( 14.3"
051 0% -8.4'¾
TOfAL $4,539,130 $4,384,76 $4,384,768 4,398,908 $4,562,142 $4.419,519 0.8'11
Village of Bayside I Budget Book 2021
Page 72
2020 2019 Actual
Adopted
2020 Amended
2020 August
2020 Projected
2021
%
Proposed Change
~ENERAL FUND EXPENDITURES
~neral Government
Personnel 10-51000-110 10-51000-111 10-51000-117 10-51000-119 10-51000-120 10-51000-125 10-51000-150 10-51000-151 10-51000-152 10-51000-153 10-51000-154
Wages Overtime Health Insurance Buyout Dental Insurance Buyout Trustee wages Elections wages Wiscoosin Retirement System Social Security Life Insurance Health Insurance Dental Insurance
Subtotal
202,353 251,28(
1,996 168
8,400 1,947 17,856 18,214 1,043 25,720
549 $278,246
2,10 217
8,40( 6,00( 17,805 21,573 1,088 24,294
544 $333,301
251,28( 155,68(
2,10
1,361
217
91
8,40(
5,20(
6,00(
4,561
17,805 12,00t
21,573 12,463
1,088
678
24,29A 14,818
54A
391
$333,301 $207,259
244,930
2,100 136
8,200 6,000 16,533 19,535
876 18,844
502 $317,655
236,083 -6.0~ 0~
2,000 -4.8~ 208 -4.H
8,400 om
3,000 -50.0~ 15,017 -15.n 20,402 -5.4~
796 -26.8~ 17,393 -28.49E
362 -33.59E $303,661 -8.99E
Supplies/Contractual 10-51000-130 Elections supplies 10-51000-180 Recruitment 10-51000-210 ContractuaIServices 10-51000-221 Telecommunications 10-51000-225 Computer Support 10-51000-230 Materials &Supplies 10-51000-300 Administrative 10-51000-310 Office Supplies 10-51000-311 Postage 10-51000-321 Dues & Subscriptions 10-51000-322 Training, Safety & Certifications 10-51000-323 Wellness 10-51000-324 Publications & Printing 10·51000-350 Equipment Replacement 10-51000-390 Employee Recognition 10-51000-520 Tax Refunds/Uncollectible 10-51000-591 Municipal Code
Subtotal
14,008 6,242 8,153 2,825
998 1,731
215 3,534 2,698 6,429 9,139
56 338,188
67 3
4,732 $399,020
7,60(
12,578 2,90( 1,00( 2,50(
80( 4,00( 5,00( 4,161 11,50( 1,00(
10( 2,00C
10(
4,00( $59,235
7,60( 70(
11,078 2,90( 1,00( 2,20( 80( 4,00( 7,00( 4,161 5,10( 1,00( 10( 2,00( 10C
4,00( $53,735
9,18 29<
10,09, 2,31,
2,26,
2,524 6,90, 2,86, 1,28,
0e
20C 3,94, $41,958
11,625 296
12,578 2,900 1,000 2,262 800 4,000 8,907 4,161 5,100 1,000 100 2,000 100 200 4,000
$61,029
3,80( -50.0~
- ·100.09
13,375 20.89 2,61~ -9.9~
1,00( o.m
2,20( 0.0'),
BOC om,
4,00C 0.0~ 2,60( -62.9~ 6,43( 54.5~ 8,255 61.99
1,00C om
10( 0.0~
2,000 0.0~
100 om
O'li
4,000 0.0~ $52,278 -2.7~
Professional Services 10-51000-214 10-51000-219 10-51000-226 10-51000-229 10-51000·238
11.udit Services 11.ssessor Services Benefit Administrative Fees Investment Fees Ananclal Advisor Services
Subtotal
18,497 32,000
1,311 5,062 4,20C $61,07(
18,403 24,90C
51C 4,20C 6,00( $54,013
18,403 24,90C
51C 4,20C 6,00C $54,01,
16,96e 24,90C
344 3,SU
40C $46,137
18,403 24,900
510 4,200 6,000 $54,013
18,743 1.89E 24,900 0.09E
200 -60.79'
4,200 om
6,00( O.Q'l, $54,Q4< 0.1'1<
Insurances & tontingency 10-51000-500 10-51000-501 10-51000-509 10-51000·510 10-51000·511 10-51000-512 10-51000-513 10-51000-515 10-51000·516 10-51000-517
Contingency COVID 19 Contingency Pollutioo Liability General Liability Automobile Liability Boller Insurance Workers Compensation :::ommercial Crime Policy Property Insurance Public Official Bonds
Subtota
19,39E 16,29t
665 59,721
1,031 4,114 10,296 $111,525
50,00(
88t 21,218 19,665
802 59,851
1,921 8,37A 12,828 $175,551
20,00( 167,908
886 21,218 19,669
802 59,851
1,921 8,374 12,828 $313,465
20,194 5,134 549
47,603 151
7,418 9,624 $90,673
167,908
20,194 5,134 549
47,603 151
7,418 9,624 $258,581
50,00( 150.0~ 89,55d ·46.7'l<
- -100.0~ 44,60t 110.2'l<
5,60t -71.5~ 63d -20.9~
50,298 -16.09' 166 -91.3~
7,418 -11.4~ 9,816 ·23.5~ $258,098 -17.79'
Legal 10-51000-208 10-51000-211 10-51000-213
:,pedal Legal Services LegalCounsel - Contracted Legal Counsel-Personnel
$7,201 54,336
465
$2,00C 58,583 8,033
2,00C 58,583 8,033
($92 35,197
2,773
$2,000 58,583 8,033
$2,000 0.0~ 58,583 -0.00'lE
- -100.09'
Village of Bayside I Budget Book 2021
Page 73
Subtotal 62,002 68,61
68,616 37,87
6B,61c
60,58
TOTAL $911,86, $690,72 $823,133 $423,90i $759,895 $728,66, -11.5~
Public Safety
Police
Personnel
10-52100·110 Wages
$971,08 $1,023,408 $1,023,40 $648,63 $1,023,88 $1,108,01( 8.3~
10-52100-112 10-52100-111 10·52100·116 10-52100·117
Wages PT Overtime Ho!idayPay Health Insurance Buyout
20,602 21,721 28,57
9,35C
29,16' 35,00 32,26] 18,90(
29,16' 35,00C 32,267 18,90(
17,683
15,077
. .
29,464 30,00C 32,267 18,90C
I30,00C -14.
36,28 12,60C
10-52100·119 Dental Insurance Buyout
208
901
90(
151
906
68( ·24.
10-52100-118 Shift: Differential Pay-Bump
5,86
3,36(
3,36(
2,445
3,36C
3,36C OJ
10-52100-150 10-52100-151
Wisconsin Retirement System lSodal Security
97,767 114,361 79,804 87,618
114,361 87,61<
70,197 52,043
114,366 87,11
122~
91,
4,6');
10-52100-152 life Jnwrance
729
79
798
59,
78
855 7.1'11
10-52100-153 Health Insurance
121,589 136,18' 136,189 74,82'
99,94: 155,10, 13.9');
10-52100-154 Dental fnsurance
1,709
2,58,
2,58,
1,11,
1,48
2,705 4,7');
10-52100-519 k:ontractual Retirement Benefits
56,89
56,89
56,89
46,33' -18.69'
Subtota $1,359,013 $1,541,451 $1,541,452 $882,76 $1,4
1,609,64l 4.4');
~upplies/Contractual
10-52100-180 10-52100-209
RecruitmeniJBackground House of Correction Fees
804 1,89(
1,00C
'
1,00(
1,00(
09' 75 1 -24.9');
10-52100-210 K:ontractual Services
26,75(
41,373
38,90! 21,60,
41,00C
36,17' -7£!'¼
10-52100-211 Prosecutoriaf Services
24,89]
10-52100-213 10-52100-215
legal Counsel-Personnef MADACC
2,59 1.4871
§
~2,00(
1,
,
1,30(
1,00C 47.49' 1,30( 0.0'¼
10-52100-221 10-52100-225
elecommunkations Computer Support
6,97< 5,034
5,196 5,00
s,19c 5,00C
3,84,
5,19<: 5,00C
5,195 -0,0'J
5,00( o.~
10-52100-226 13ei1efitAdministrative Fees
1,14(
1,14C
65(
1,14(
1,43, 26.®
10-52100-230 Materials & Supplies
6,315
6,02!
6,025
6,84t
8,025
5,40( -10.4'!<
10-52100-231 Fleet Malntena nee
5.459
7,00(
7,00C
3,232
5,00C
7,00( 0.0~
10·52100-310 Office Supples
1,008
1,00(
1,00C
34(
1,00C
1,00( 0.0~
10-52100-311 Postage
42(
70(
70(
74E
BOC
80( 14.3'l,
10-52100-321 Dues &Subscripl;ioru;
1,189
1,56(
1,56(
1,205
1,30C
99( -36,5'.l<
10-52100-322
raining. Safety &Certlllcatlons
14,16S
6,951
4,75
2,719
5,SOC
4,00( -15.8'!,
10-52100-323 Ammunition
1,559
1,60(
1,60(
459
1,60C
1,60( 0.0~
10-52100-330 Unlfonm Supplies
6,75c
6,50(
6,50(
2,702
6,SOC
6,SOC 0.Q'l;
10-52100-333 Medical SUppies
52!;
1,205
1,673 1,665
1,665
1,09( -34,8')<
10-52100·340 Fuel Maintenance
19.644 24,00(
22,00(
9,363
16,65C
18,06( -17,9'!<
10-52100-350 Equipment Replacement
3.911
00
10-52100-390 Employee Recognition
55
10[
09'
10-52100-518 Police Professional Liability
13,113 16,171
16,179 12,139
12,13'
· -100,o<J;
10-52100-521 GASB-OPEB
- 09'
Subtota $119,657 128,83J $12~~ $69,484 $116,815 122,193 -0,0'/<
SUBTOTAL $1,478,670 $1,670,28, $1,663,
$952,254 $1,616,193 $1,731,835 4,1'/<
Nunlclpal Court
Personnel
10-51200-113 ~udgeFees
10-51200-151 Social Security
Subtota
pupplles/Contractual
10-51200-208
pecial Prosecutorial Servkes
10·51200-210 Contractual Services
10-51200·211 Legal Counsel· Contracted
10-51200-310 Office Supp6es
10-51200-321 Dues &Subscriptions
10-51200-325 Judicial Education
Subtota
SUBTOTAL
3,60( 275
3,875
90C 61
$961
2.29s 31,941 25,604
41 10( 75< $60,748 $64,622
5,00C 23,897
28,897 $29,861
90(
90{
6'
6\
$96
$96'
91! 4,085 23,897
51< $4,09( 11,245
.
'
28,897 15,85? $29,866 $16,826
90( 6S
$965
91! 4,09( 23,891
28,90, $29,871
.-.,---·~··c-
- -100.0'); - -100,0'¼ $( -100.~
-100.0'.l -100.0'J -100,0~
0~ 00
a,
· -100.~
$C -100,00
Village of Bayside I Budget Book 2021
Page 74
TOfA4 $1,543,29 $1,700,14~ $1,693,5281 $969,07~ $1,646,Q63 $1,731,8351 23w)
Village of Bayside I Budget Book 2021
Page 75
Inspections, Code Enforcement &Zoning Expenses 10-52400-110 Wages 10-52400-250 Bunding Permits
lOfA
$20,00( 48,37!
$68,37!
$20,00 $35,75 $55,75(
20,00C 25,75C $45,750
$20,00 23,338
$43,338
$20,000 38,250
$58,250
$20,00 35,75
$55,75(
0.()% 38.8% 21.9%
Public Works
Personnel
10-53000-110 Wa&es
10-53000-111 Overtime
10-53000·112 Wages PT
10·53000-117 Health Insurance Buyout
10·53000-119 10-53000-150
Dental insurance Buyout ~Retirement System
10-53000-151
rity
10-53000-152 Life Insurance
10-53000-153 Health Insurance
10-53000-154 Dental lnsurarxe
Subtotal
ISuoolies/Contractual
10-53000-180 Recruitment
10-53000-200 'acilitv Maintenance &Supplies
10-53000-201 ...leanlng & Janitorial Services
10-53000-202
VAC Maintenance
10-53000-210 :ontractual Services:
10-53000-216
ngineering
10-53000-220
ltilities
10-53000-221
elecommtmications
10-53000-226 Benefit Administration
10-53000-230 Materials &Supplies
10-53000-231 Fleet Maintenance
10-53000-233 Tools
10-53000-310 Office Supp[oes
10-53000-321 Dues &Subscriptions
10-53000-322 Training, Safety &Certifications
10-53000-330 Uniform Supplies
10-53000-334 WinterOperations
10-53000-340 Fuel Maintenance
10-53000-350 Equipment Replacement
10-53000-360 Equipment Rental
10-53000-370 !Tipping Fees
10-53000-377 Yard Waste Tub Grinding
10-53000-3 90 Employee Relations
10·53000-400 /itreet Maintenance
10-53000-401 K:rack Sealing &Striping
10-53000-450
ignage & Traffic Safety
10-53000-460 Forestry & Landscaping
10-53000-465 !Tree Disease Mitigation
Subtotal
$289,63< 5,891
34,74< 12:
19,16( 22,94,
618 87,95,
1,75' $462,83:
$301 16,983 11,962
1,25C 34,434
50,764 3,815
2,47( 26,56"
59, 15( 23( 1,27 2,375 35,201 26,64: 1,921 6,605 66,85; 13,20( 175 6,29!
1,92, 9,51' 78,92, 400,441
$305,35( 3,50(
47,571
soc
57 20,848 24,415
517 70,451
1,586 $474,803
$C
I
16,721 59,001
2,865
5,15( 31,16,
1,00( 15( 925
3,50( 1,80( 36,00( 24,00(
8,50( 71,00( 10,00C
10G 7,70C
2,00C 10,00C 30,00C 396,105
$286,35( $226,069
3,50(
4,33
47,571 27,995
50{
208
57
20,84! 14,695
24,41' 17,186
5
551
7
1,581
1,502
$455,80, $359,461
$286,350 5,839
44,795 375
22,746 25,808
701 83,715
1,877 $472,206
$(
25,00( 11,50(
4,20( 35,094 16,728 59,00(
2,865
,I$C
25,17!
i,10i
$0
20,000 11,400
4,200 33,824 16,728 42,00C
2,100
4,938 31,163
soc
15C 525 1,00C 1,80(
36,00C 22,00C
1,12, 30,98<
20i 17, 295 37c 1,46, 20,67i 11,42t
7,SOC 68,942
7,500
7,700
6,81( 42,72<
.
6,00( 37,00(
50[
173 925 1,000 2,000 40,000 22,000
-
7,500 71,000
7,500
-
7,700
2,000
83C
5,000
4,833
25,00C
3,90c
376,105 $194,824
2,000 5,000 25,000 365,550
i$303,96 4,20
-1 -100, 20,0Si -3 23,574 -3. 55 7,7"1, 91,315 29.6"1, 1,903 20.0'¾ $445,56 -2.2'1;
$C
031
22,50( -10.0:1\
11,40( -0.~
4,20( om,
33,72; 10,4:li
20,00( 100.0:¾
55,00( -6.8:li
2,30( -19.7:1\
11,
5,10[ 3.3'¾
31,163! 0.0%
1,50( 200,03/.
15( 0.03/.
52: 0.0%
1,95( 95.0'¾
~
6,201
0%
8,50! 13.3%
71,00( 3.0'¾
8,50( 13,3~
10(
0~
7,70( 0.0~
- 0~
2,00( o.o~
7,00( 40.0~
15,00( -40,0~
3B2,42S 1.79'
rrorAL
$863,274 $870,908 831,908 $554,285 $837,756 $827,995 -0.5~
Village of Bayside I Budget Book 2021
Page 76
s·ndlelsure
10-55200-110 10-55200-151
Mt.ages· FT ~ocial Security
~upplles/Contractual 10-55200-230 Materlals&Supplies 10-55200·235 ~ornmunity Events 10-55200·435 Baseball Field
Subtotal Subtotal
$5,23( 40(
5,63( 1,671
$1,671
$5,20( 398
$5,598
1,50(
.
25C 1,75C
$5,20( 398
$5,598
50(
'
$SOC
1,831
9,
$1,921
191
$191
3,036 232
$3,268
5,20 398
$5,598
0.0~ -0,H -0.0,
soc
. .
$500
50 0.0,
15,00C
00
.
00
$15,500 3000,0~
Shared Services 10-51000·217 10-52200-224 10-55100·227 10-52200·376
Health Department Fire & Rescue· North Shore Library-North Shore Fire Insurance Dues.
TOTAL
$7,305 $7,34E
$6,098
$2,12C
$3,768 $21,098 246.0~
$28,08< 832,64< 158,841,0C
22,22'.
$28,645
853,681
177,555
.
$28,645 853,681 177,555
TOfAI $1,041,79'. $1,059,889 $1,059,889
$21,355 640,26, 162,19'
22,75(
$28,645 853,689 162,194
22,75(
$29,395 864,506 160,277
$846,56! $1,067,278 $1,054,178
2.6~ 1.3~ ·9,7'/i
O'Jj Q')i
-0.5-Ji
:>therFinanclng
10·59240-900 IAdministrative/Transfer to
36,29<:
TOTAi $36,29~
${
$(
$(
$(
$(
03/,
TOTAL GENERAL FUND EXPENDITURE! $4,472,203 $4,384,761 $4,460,306 $2,839,291 $4,373,011 $4.419,51' -o.ni
FUND BALANCE 11>,PPLIED 10-34315 10-34000
Designated Future Budget Undesignated Fund Balance
FUND BALANCE
12,74! 1,298,17: 1.Q49,178 1,310,91; $1,049,17!
12,745.0C 1,049,178 2,857,781 1,049,178 2,870,534,0S
12,745 1,487,303 1,500,048
$(
1,487,30, 1,487,301
41,8'¼ 41.8$
Village of Bayside I Budget Book 2021
Page 77
!SANITARY SEWER FUND
Revenues
120-43210
Intergovernmental Grant
120-46210
Intergovernmental Grant-PPII
120-46410
Residential Sewer-ERU
120-46420
Commercial Sewer-User Fee
20-46425
Police Lease Revenue
20-46430
Connection Fee
20-46450
Intergovernmental Revenue
20-48100
Interest
20-48200
Miscellaneous Revenue
20-48260
Insurance Awards/Dividends
2020
2020
2020
2020
2021
%
2019Actual Adopted Amended August Projected Proposed Change
TOTAL
$5,827
772,948 122,616
34,230
$(
150,00( 777,138 125,00C
34,23C
.
$( 150,00( 777,138 125,000 34,230
$C
782,53( 48,553 34,23C
.
1,396
.
325
12,923
.
.
$949,940 $1,086,368 $1,086,368 $865,638
$0 782,530
98,553 34,230
358
$915,671
$(
0')
100.0')
795,0Bf 2.31'3!
100,00( -20.0'l!
34,23( 0.0'!!
O'¼
O'¼
O'¼
O'?<
O'?<
$929,31~ -14.5'¼
El<penses Personnel 20-51000-110 Wages ~0-51000·111 Overtime 120-51000-117 Health Insurance Buyout 120-51000·119 Dental Insurance Buyout 120-51000-150 Wisconsin Retirement System 120-51000-151 Social Security 120-51000-152 Life Insurance i20-51000-1S3 Health Insurance 120-51000-154 Dental Insurance
Suhtotal !supplies/Contractual 120-51000·180 Recruitment 20-51000-220 Utilities 20-51000-221 Telecommunications 20-51000-226 Benefit Administrative Fees 20-51000-230 Materials &Supplies 20-51000-231 Fleet Maintenance 20-51000-232 Lift Station Maintenance 20-51000-233 Tools 20-51000-234 Diggers Hotline 20-51000-311 Postage 20-51000-322 Training, Safety &Certifications 20-51000-333 GASB 75 OPEB Expense 20-51000-340 Fuel Maintenance 20-51000-350 Equipment Replacement 20-51000-360 Equipment Rental 20-51000-500 k:ontingency 20-51000-801 k:apital Projects 120-51000-813 Infrastructure Repairs
Subtotal Professional !Services 20-51000-210 Contractual Services 120-51000-211 Legal Counsel-Contracted 120-51000-212 k:ontract Services-Misc 120-51000-213 Private Prop II 20-51000-214 Audit Services 20-51000-216 Engineering 20·51000-510 General Liability Insurance 20-51000-513 Workers Compensation 20-51000-515 Commercial Crime Policy 120-51000-516 Property Insurance
Sulrtotal SewerDebt Service 20-58100-617 Principal Redemption - CWF Loan
$129,0BC 182 604 44
19,456 5,443 153 7,324 162
$162,448
$147,051 90(
1,20( 135
9,97S 11,51<
265 20,131
45c $191,632
9,113 6,746
192 139 1,304
97 6,952 1,096 1,469
400 2,823
159 3,200
994 17,SOC
. 7,00C
36C 17C 2,00C 1,00C 11,55C 3,500 2,130 400 2,425
3,200 1,00( 17,50(
540,381 34,995 $87,178 $592,62,
271,322 274,122
208
3,500 58,588
2,315 1,916
144 1,147 $339,140
150,000 3,525
43,091 2,800 1,954 141 3,29(
478,929
78,939
$117,056 90(
1,20( 135
9,979 11,513
265 20,131
453 $161,632
$67,74' 75
54i 3(
2,30i 3,28'
13, 5,891
171 $80,18t
7,00C 36C 17C
2,00C 1,00C 11,55C 3,500 2,130
400 2,425
3,12 1S
12) 1,33) 1,015 4,90)
976 30C
3,200 1,000 17,50(
2,20C 17,50(
540,389 14,37'
$592,62' $45,871
274,122 $137,514
150,000
3,525 3,28E
43,091 22,841
2,800 2,36t
1,954 1,55<
147
1(
3,290 2,91<
$478,929 $170,488
78,939
$117,056 90( 696 3,
9,90( 9,079
168 7,097
207 $145,138
5,100 40 170
1,600 1,016 9,000 3,500 2,000
400 1,000
2,200 1,000 17,500
540,000
$584,526
274,122
3,525 43,091
2,366 1,954
10 2,914 $327,982
78,939
$123,59) 5.6'?< 90( 0.0'!! SOC ·58.39 5, -60.09
a,40, ·15.8'll 9,561 ·16.9'll
263 -0.8'll 21,741 8.0'li
453 0.0'3! $165,478 2.4'3!
O'l!
6,000 -14.3'¾
100 -72.2'¼
23 ·86.6'3!
2,000 0.0'¼
1,500 50.0~
10,550 -8.7~
1,500 -57.1'7<
2,000 -6.1'¼
400 0.0'¾
2,400 -1.0'li
.
O'¾
3,200 0.0~
1,00C 0.0')1
20,00( 14.39,
- O'l<
295,00( -45.4'l<
O')i
$345,67:: -41.79,
274,993 0,39, O'l< O')i
- -100.0'¼ 3,525 0.0'¼ 34,678 -19.5'¼ 2,144 -23.4'¾ 1,642 -16.0'¾
11 -92.3'¾ 2,914 -11.4'3! $319,908 ·33.2'ji
80,806 24'ji
Village of Bayside I Budget Book 2021
Page 78
20-58100-618 20-58100·621 20-58100-626 20-53000-700 20-53000-701 120-58291-226 20-58291-825 20-59240-900
Principal Redemption on Bone Interest on Bond Interest Clean \Miter Fund Depredation Loss on Disposal of Capital Assets Bond Issuance fees Amortization of debt Administrative/Transfer to
Subtotal
57,61/ 10,395 186,975
163,7SC 53,181 8,85, 3,138
(2,076 $252,91:
.
-
.
$307,86,
163,750 53,18, 8,853
3,138
$307,863
43,563 4,893
.
.
.
$48,451
163,75( 53,183 8,853 3,138
$307,863
173,75( 48,42 6,964 3,13
6.19, ·8.9\\ -21.3:¾ 0.0'l<
.
0'l<
Q'l,
0'l<
$313,08~
TOfAl $841,67! $1,571,04t $1,541,048 $345,00i $1,365,SOI $1,144,14 ·
FUND BALANCE APPLIED
$(
$C
$(
$0 $214,825
20-34350 20-34360 20-34000
DesignatedCWFL Reserve Fund
31,65( 31,65C
31,650 31,65(
31,65(
31,65( om,
Designated ECMAR Equip Undesignated fund balance
63,59; 69,873 66,735 66,735 66,735 66,735 0.09i
2,449.28' 1,698,01<' 1,698,016 3,075,03\ 1,999,441 1,784,62l s.rn
FUND BALANCI 2,544,53C $:1,799,531 $1,796,401 $3,173,42~ $2,097,831 $1,883,001 4.89i
Village of Bayside I Budget Book 2021
Page 79
2020 2019Actual
Adopted
2020 Amended
2020 August
2020
2021
%
Projected Proposed Change
STORMWATER FUND
Revenue 22-43210 22-46405 22-46425
Intergovernmental Grant Residential Stonnwater k:ommercial Stormwater
$45,00( 362,851 142,93(
$0 379,516 $154,449
$0 379,516 154,449
$4,731 377,111
71,487
$4,731 377,111 142,974
$40,00C 384,178 154,44~
09 1.29 -0.0'l<
22-46430
Right-of-way Culvert Replacement
Program
18,078 10,000 10,000 25,600 25,600 10,00C 0.0~
TOfAL $568,858 $543,965 $543,965 $478,929 $550,416 $588,627 8.2~
Expenses
Personnel 22-53000-110 22-53000-112 22-53000-111 22-53000-117 22-53000-119 22-53000-150 22-53000-151 22-53000-152 22-53000-153 22-53000-154
M/ages Wages-PT 0,ertime Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Social Security Life Insurance Health Insurance Dental Insurance
Subtotal
119,326 1,837 86 604 44 6,424 7,989 192
24,555 505
$161,562
147,217
90( 1,20(
135 9,998 11,43
265 20,131
45, $191,732
147,217 73,546
984
900 1,941
1,200
546
135
30
9,998 3,688
11,433 4,757
265
16,
20,131 14,131
453
35~
$191,732 $100,147
126,046 984
1,941 658 31
8,575 9,919
241 22,891
551 $171,838
123,597 -16.0'l< 0~
900 0.09'< 500 -58.39'<
5d -60.09'< 8,4Qd -15.9~ 9,561 -16.3~
26" -0.8~ 21,741 8.0~
45" 0.0~ $165,47E ·13.7~
Supplies/Contractual 22-53000-210 k:ontractualservices 22-53000-220 Utilities 22-53000-221 tTelecommunications 22-53000-226 Benefit Administrative Fees 22-53000-230 Materials & Supplies 22-53000-232 Lift Station Maintenance 22-53000-322 tTraining, Safety & Certifications 22-53000-327 k::ulvert Materials 22-53000-328 Landscaping Materials 22·53000-329 Excavation and Disposal 22-53000-340 Fuel Maintena nee 22-53000-342 k::onstruction Materials 22-53000-350 Equipment Replacement 22·53000-360 Equipment Rental 22-53000-410 Stormwater Management 22·53000-801 Capital Projects 22-53000-500 Contingency
Subtotal
1,153 1,747
192 139 1,216
soc
714 29,332 15,215
1,138 2,400
25( 170 2,50( 2,000 2,000 38,00( 37,000
2,500 51,586
5,107 17,500
1,835 (31,241}
2,50( 27,76(
2,00( 17,500
75,000
$97,495 $210,218
1,138 2,400
250 170 2,087 2,00C 2,000 38,000 35,921
2,500 27,760
2,000 17,500
75,000
$208,726
13U 859 19 121
2,366 878
13,877 6,105
2,500 2,212
17,500
7,330
$55,148
1,376 1,200
40 226 2,500 2,000 1,000 27,000 25,000
2,500 2,212 2,000 175,000
75,000
$317,054
1,02S ·9.6~
2,40( om
10( -60.0~ 2:, -86.6~ 2,50( 19.8~
2,00( om
1,00C -5o.m 27,00C -28.9~ 37,00C 3,0'li 15,00C O'li
2,50C O.O'li - -100.09'<
62,00C 3000.0~ 20,00C 14.3'¾
0~ 138,00C 84.0~
0~ $310,552 48.8~
Professional
Services 22-53000-211 i22-53000-214 !22-53000-216 !22-53000-510 22-53000-513 22-53000-515 22-53000-516
Legal CounseI-Contracted !Audit Services Engineering k,eneral Liability Insurance !workers Compensation k:ommercia ICrime Policy Property Insurance
Subtotal
4,071 1,594 47,135 2,77( 1,916
144 1,121 $58,751
$C 1,624 66,00C 3,452 1,916
144 3,194 $76,329
$413 1.624 66,00( 3.452 1,916
144 3,194 $76,742
$41c 1,491 9,48, 2,92:i 1,524
lC 2,82S $18,682
$413 1,497 66,00( 2,922 1,524
1( 2,829 $75,195
$( 0')< 1,65< 1.8~ 62,16' -5.8'l< 2,64< -23.4'); 1,61( -16.0')<
11 -92.2'); 2,825 -11.4'); $70,91~ -7.6');
Debt Service 22-59200-900
l,\dministrative/Transfer to
Total
71.462 65,685 $71,462 $65,685
65,685 $65,685 $65,685 $65,685
65,685 $65,685
64,43( -1.9'); $64,43( -1.9~
TOfAL $389,269 $543,965 $542,885 $239,662 $629,771 $611,371 12.4~
FUND BALANCE APPLIED
22-34365 22-34315
Designated Capital Reserve Designated Future Budget
$0
$0
11,081 30,000
11,081
30,000 -
11,081 30,000
. 30,000
$22,74·
30,000
· ·100.0~
Village of Bayside I Budget Book 2021
Page 80
22-34000
Undesignatedfund balance FUNDBALANC
192,951 170,20
Village of Bayside I Budget Book 2021
Page 81
2020
2020
2020
2020
2021
%
2019Actual Adopted Amended August Projected Proposed Change
COMMUNITY DEVELOPMENT AUTHORITY
Revenues 23-48200 23-48210
Miscellaneous Revenue Project Fees
·$1,996
$(
18,132
23-49210
Transfer from General Fund
TOTAL $16,136
$0
Expenditures 23-51000-230
Professional Services
21,025
TOTAL $21,025
$0
$0
$C
$(
$0
$0
6,826 $0 $6,826
$0
6,826 $6,826
$C
0~
0~ 0'j!
$0
0~
0'j!
0!li
$0
0'j!
0!li
23-34000
Undesignated fund bala nee
0~
FUND BALANCE
$0
$0
$0
$0
$0
$0 0~
PUBLIC SAFETY
COMMUNICATIONS
Revenues
26-41100 26-47130 126-47135 26-46220
Property Tax tontract Revenue Records Management Administrator lntergovemment Revenue
286,523 292,175
2,005,662 2,045,228
16,757
-
25,867 217,852
26-48100
;:onsolidated Service Revenue
104,08( 57,595
26-48200
Miscellaneous Revenue
25,867
Total $2,464,755 2,612,851
292,175 292,175 2,045,228 1,540,20t
-
217,852 198,99t 57,595 45,118
292,175 2,045,228
217,852 57,595
2,612,851 $2,076,495 $2,612,85(
297,783 2,084.48'
266,538 53,0 25
2,701,83(
1.9' 1.9~
m
22.3", -7.9",
m
3.4'Ji
Expenditures
Personnel 26-51000-110 26-51000-111 26-51000-116 26-51000-117 26-51000-119 26-51000-150 26·51000-151 26-51000-152 26-51000·153 26-51000-154
Wages overtime Holiday Pay Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Social Security Life Insurance Health Insurance Dental Insurance
1,166,868 1,409,362 1,409,362 806,36( 1,308,133 1,502,24S
66,372 46,00C
46,000 44,468
50,000
35,00(
33,186 28,894
28,894
4,972 28,894
30,902
7,667
8,500
8,500
6,564
9,28"
7,50C
317
1,314
1,314
31]
396
991
79,052 99,228 99,228 55,682 93,624 105,85C
93,313 114,168 114,168 62,65~ 106,848 120,551
1,677
1,903
1,903
1,517
2,075
2,55(
233,226 303,738 303,738 166,48() 223,480 392,08/
4,314
5,527
5,527
3,676
4,981
7,157i
Subtotal $1,685,991 $2,018,634 $2,018,634 $1,152,709 $1,827,716 $2,204,843
6,6"A -23.9¾
6.9~ -11.B'!i ·24.l "A
6,7'/i 5.6% 34.0% 29.1% 29.5% 9.2%
Professional Services 26·51000-210 ContractuaIServices 26-51000-213 Legal Counsel-Personnel 126-51000-214 ~udit Services 26-51000-225 k:omJ)UterSupport Services 26-51000-226 Benefit Administrative Fees 26-51000-236 Licensing &Maintenance 126-51000-510 k:;eneral Liability Insurance 126-51000·513 Workers Compensation 26-51000-515 tommercial Crime Policy 126-51000-516 Property Insurance
Subtotal
6,964
-
1,594 3,427 1,447 147,74C 6,022 2,896 1,049 1,246 $172,386
9,033 1,000 1,62' 8,50( 1,70( 167,717 7,50' 2,838 1,08( 3,73( $204,72t
9,033
3,78~
1,000
1,624
1,497
2,020
2,896
1,700
312
167,717 155,60\
7,504
6,323
2,838 1,080
2,257 9,
3,730
3,30·
$198,246 $176,061
9,033 1,000 1,624
a.soc
1,70C 167,717
6,323 2,257
84 3,730 $201,968
2,853 -68.4% 1,000 0.0% 1,654 1.8')( 3,50C 73.3~
479 -71.8~ 180,868 7.8~
5,743 ·23.5~ 2,385 ·16.0'Ji
93 -91.4'¾ 3,730 0.0% $202,304 2.0%
lsupplies/Contract 126-51000-180 126-51000-200 26-51000-201 26-51000-220 26-S1000-221 26-51000-230 26-51000-310 26-51000-311 26-51000-321 26-51000-322 26-51000-330
Recruitment Facility Maintenance&Supplies Cleaning &Janitorial Services Utilities Telecommunications Materials and Supplies Office Supplies Postage Dues & Subscriptions Training, Safety& Certifications Clothing/Employee Expense
1,637 22,182
8,392 22,969 149,234 4,079
1,094 500
2,627 7,106
1,00( 20,365
7,889 24,24C 121.216
5,00C 1,80C
soc
3,00C 6,00C
1.00( 20,48(
4,455 24,24C 139,758 4,BOC
1,80C 500
3,000 6,000
64S 11,405 7,925 12,682 58,466 6,078
1,236 400
2,366 836
(237)
1,00 0 35,000 11,289 24,240 140,000
6,078 1,800
500 3,000 6,000
437
1,000 0.0~ 14,298 -30.2¾ 11,183 151.0¾ 24,240 0.0¾ 119,062 ·14.8%
5,000 4.2~ 1,800 0.0~
500 0.0% 3,000 0.0% 3,000 -50.0¾
Village of Bayside I Budget Book 2021
Page 82
26-51000-350 6-51000-351 26-51000-390 26-51000-500 26-59217-900
quipment Replacement Maintenance Contracts :mpk)yee Recognition Contingency
dministrative/fra nsfer to
26-59230-900 26-59241-900 26-59246-900
Debt 1:!uilding ~quipment
Subtotal
231,421 75,00 170
94,09 $620,521
25,127 77,30'.
10(
95,953 $389,492
25,127 15,233
77,30 30( .
150,011
95,953 95,953 $404,715 $363,006
25,127 150,011
100
95,953 $500,535
· -100.0'li
-100.0'll
-100.011
14,112
0'11
97,488 1.6');
$294,683 -27.2')<
$
$
Subtotal
$(
$
$0
$C
$0
re,
.
O'li
.
O'li
$(
01;
TOfAL $2,478,898 $2,612,851 $2,621,59~ $1,691,781 $2,530,219 $2,701,83( 3.1'11
FUND BALANCE APPLIED
$66,125.0C $66,125.00 $66,125.0C 66,125.0(
-$(
26-34225 26-34315
6-34000
Designated Health Reimbursement Acct Designated Future Budget ).indesignated Fund Balance
FUND BALANCE
3,103 77,41, 259,831 $340,341
3,103
412,57t $415,67$
3,103 .
412,576 $415,679
.
644,543 644,54,
342,462 342,46~
· -100.o<M
.
011
342,462 -17,0'li
$342,462 -17,69'
: ~ ~ L IDATED ES FUND
8-52300-900
ransfurOvt
33,15.
.
.
.
0;1-1
Subtotal $33,15:
$0
$(
$(
$(
$(
O'li
TOTAi $33,15:
$
$(
$(
$(
${
LONGTERM FINANCIAL FUND Revenues 0-41100 30-47100 30-47111 0-47115 30-44350 30-48300
Property Taxes River Hills· Dispatch Fox Point - Dispatch BSeries Bond Admin Fee ::ell Tower Allocation NSFD Receipts
TOTAi
761,415 20,878 15,205 17,203 23,323
175,955 $1,013,978
792,089 792,089 792,08<; 792,08' 792,089 0.0'>
20,503 20,503 19S,63C 195.63(
- -100.00
14,955
14,955
2,478
14,951
14,705 -1.7~
15,486 23,031
15,481 23,03
15,824 15,86C
15,824 23,03'
14,525 ·6.2~
23,031 o.o~
173,395 173,39 173,395 173,39! 170,51! ·1.7~
1,039,45' $1,039,45' $1,195,275 $1,214,924 $1,014,86! -2.4~
Expenditures 0-58100-215 30-58100·226 30-58100-611 130-58100-612 0-58100-614 30-58100-616 30-58100-618 058100-619 30-58100-620 30-58100-621 0-58100-623
MADACC Benefit Administration NSFD Station #5 Fox Point/River Hills Dispatch Unfunded Liability Principal 2011 General Obllgatlon 2014 General Obligation 2016 General Obligation 2018 General Obligation Interest on Bond Unfunded Liability Interest
$2,471 1,200
160,000 36.083 21,000 76,250
330,000 120,000
90,000 241,058
6,776 TOfAL $1,084,837 $
$2,58:
2,58,
$()
$2,583
2,583
1,40< 160,00(
1,40( 160,00C
800
1,40C
1,40C
. 160,00C 160,00C
35,458 35,451
5,229 210,458
34,833
23,000 23,Q()j
=I 76,250
330,000 120,
70,
23,00C .
120,00C
70,000
23,00C 76,25C 330,00C 120,00( 70,00(
26,00C 76,25C 330,00C 125,00( 70,00(
212
212,401 126,496 212,401 196,465
5
5,68'
5,689
5,68'
4,466
$1,036,78{ $351,213 $1,211,78, $1,026,991
o.o~
0.0~ 0.0~ -1.8~ 13.0~
o.o~
0.0~ 4.21'<
om,
-7.5'1, -21,5~
-0.9'1.
PtJ,er Financing
~ources (Uses)
130-49100
Proceeds of Long term Debt
30-49120
Proceed, o! Premium
30-49210
lrransfur from General Fund
30-49250
""ransferfrom Stormwater
130-49226
-,a nsferfrom Consolidated
TOTAL FINANCING
SOURCES (USES)
-·.,rn
. 36,580
250,06< .
65,685 .
$71,462 $65.685
65,68! 65,685 $65,685 $65,685
. . 65,685
$65,685
.
.
.
64,430 .
I
0~
0~ O:li
-1.991
Oo/.
-1.91'< $64,430
--~-~
Village of Bayside I Budget Boak 2021
Page 83
UNDBALANCE APPLIED
$604
$0.0(
$0.0C
$(
$0'
$(
FUND BALANCE 30-34000 30-34385
Undeslgnated Fund Balance DesignatedTax Levy Stabi~,ation
TOTAL
60' 418,271 $418,871
323,752 162,882 486,634
323,752 735,70' 162,882 418,272 $486,6~ $1,153,976
69,432, 418,876! $488,308
121,73( -62.4j1 418,871 157.29' $540,601 11.Bl
Village of Bayside I Budget Book 202.1
Page 84
PUBLIC SAFETY CAPITAL FUND
Revenues
40-41100
Police Property Taxes
40-41130
Fire & Rescue Property Tax
40-43210
brants
40-43215
Police Revenue Equipment
40-43220
Intergovernmental Revenue
2020 2019 Actual Adopted
2020 Amended
2020 August
2020
2021
%
Projected Proposed Change
89,749 28,305 15,587
587
39,006 28,71
3,750
TOTAL $134,228 $71,467
39,006 28,711
3,750
39,006 28,711
4,00C 36
$71,467 $71,753
39,006 28,711
9,00( 1,00C
$77,717
71,48( 83,3%
28,711 0.0%
75(
0~
10,SOC 180.0'/f
0%
$111,441 55.9%
Expenditures 40-91000-801 40-91000-802 40-91000-803 40-91000-804
tapital Projects Capital Lease Capital Equipment Capital Equipment-Misc
28,305 34,230 76,290
6,298 Total $145,123
28,711 34,230
8,526 -
$71,467
28,711 34,230
8,526
28,711 34,230
6,990
$71,467 $69,931
28,711 34,230
6,990
$69,931
75,711 163.7~ 34,23C 0.0%
t.SOC -82.4% 0%
$111,441 55.9%
::ITHER FINANCING
USES/SOURCES
"0-49210
trransferfrom General Fund
$36,296
$C
$0
$(
O'JI
"0-49220
trransferfrom Sewer Fund
O'JI
TOTAL
$(
$C
$(
$(
$0
$0 O'JI
Fund Balance 40-34000 40-34100
Undesignated Fund Balance Designated Bullet ProofVest
TOTAL
(100,810 7,732
-$93,078
(70,370) 7,732
-$62,638
(70,370 ($97,988)
7,732
7,732
-$62,638 ($90,256
(93,024) 7,732
-$ss.2n
(93,024) 7,732
-$85,292
32.2')1 O.O'll
36.2')1
FUND BALANCE APPLIED
$0
$0
$C
$0
$0
PUBLIC WORKS CAPJTAL FUND Revenues 41-41100 41-43210 41-43540 41-43545 41-46320 41-48200 141-48310
Property Taxes Intergovernmental Grants State Transportation Aid STH 32 Connecting Highway Aids Garbage Miscellaneous Revenue Equipment Sales
TOTAL
$111,900 -
46,731
$46,247 46,731
81
10,187 .
40,000 16,45(
$208,899 $109,428
46,247 46,731
16,45( $109,428
$46,241
1.405 9C
$47,74,
$46,247 46,731 4,450 90
$97,518
50.000 a.rn
0~ 37,548 -19.7¾
O¾ O'¾
- -100.0'li $87,548 -20.0~
Expenditures 141-91000-801 "1-91000·803
k::apital Projects k::apital Equipment
TOTAL
207,807 300,99C $508,796
300,00( 65,00(
$365,00(
408,014 65,00(
$473,014
(3,451) ($3,451
300,00C $300,000
200,00C -51,0'li 4,50C -93,1'3;
$204,500 -56.8'l1
FUND BALANCE ~PPLIED
$255,572
$(
$(
$0 $116,952
Fund Balance 41-34000 41·34215 41-34220 41-34225
Undesignated Fund Balance
$879,620
Designated Equipment Rese,ve
155,414
Designated Road Reserve
41,569
Designated Facility Maintenance
159,724
TOTAL $1,236,328
$5,612 155,414 41,569 59,72~ $262,32C
5,613 $933,273 155,414 155,414
41.569 41,569 59,724 59,724 $262,320 $1,189,980
$677,138 155,414 41,569 59,724
$933,846
560,186 9879.4~ 155,414 O.O'll 41,569 0.0'll 59,724 O.O'll $816,893 211.4¾
ADMINISTRATIVE SERVICES FUND Revenues
Village of Bayside I Budget Book 2021
Page 85
42-41100 42-43700
2,46740 42-49210
Expenditures 42-91000-235 42·91000-519 2-91000-801 ~2-91000-803
'roperty Taxes 3rants Community Event Donations Transfer
TOTAL
$130,00 $200,602
-
-
19,41C 10,00(
33,152
$182,561 $10,000
200,602 200,602
10,000 4,55 .
210,602 $205,153
$200,602 4,551
205,153
125,60; ·37.4o/, O'l<
-100.091 O'l<
$125,60 -40.491
C:ommunity Events GASS 45 Obiigations k;apital Projects k:apltal Equipment
TOTAL
18,24 139,364
8,101 1,691 $167,405
15,00( 142,102
53,SOC .
$210,602
15,000 142,102 53,500
.
$210,602
445
ss,sa,
6,53(
$62,559
445 142,102 44,50(
$187,047
- -100.091 136,717 ·3.8o/,
25,00( .53.3~ 75,00( $236,717 12.491
FUND BALANCE APPLIED
$G
$C
$C
$( $111,115
Fund Balance 2-34310 42-34400 42-34000
Designated GASB 45 OPES Designated Library Exp Undesignated Fund Balance
TOl'Al
92,751 33,152 178,402 $304,305
131,795 33,152 168,875 $333,822
131,795 $92,752 33,151.61
168,875 375,681 $300,670 $501,585
79,82l 33,152 196,SOE $309,485
79,826 -39, 33,152 100, 85,393 ·49. $198,371 -34!
PUBLIC SAFETY
COMMUNICATIONS
CAPITAL FUND
Revenues
46·41100
Property Taxes
6-47110
Contract Revenue
$19,666 $21,548 $21,54<! $21,548 $21,547 $21,962 1.9'JI 137,660 150,839 150,839 150,839 150,839 153,735 1,91, TOTAL $157,326 $172,387 $172,387 $172,387 $172,386 $175,697 1,91,
Expenditures 146-91000-800
6-91000-803
loispatch Lease lcapltal Equipment
TOTAL
. 64,800 $64,800
-
.
322,23(
$( $322,23(
-
5,320 $5,320
247,50c $247,50,
- 091
51,00( 100.091
$51,00( -84,291
FUND BALANCE APPLIED
$(
Fund Balance ~6-34000
6-34215
Undeslgnated Fund Balance Designated Capita IEquipment
TOfAI
417,971 114,85~ $532,825
565,94, 114,854 680,796
565,942 $585,03E 114,854 '114,854 680,796 $699,89,
342,85< 114,854 $457,70!
467,551 -17.4~ 114,85s 0.09 $582,405 ·14.5~
VIiiage of Bayside I Budget Book 2021
Page 86
Fund Structure
For 2021, the Village's fund structure contains the fol lowi ngfunds:
1. General Fund - 10 2 SanitarySewer Enterprise Fund - 20 3. Stormwater Utility Fund 22 4. Community Development Authority Fund - 23 s, PublicSafetyCommunications -26 6, Long Term Financial Fund - 30 7. Police Capital Fund-40 a. PublicWorks Capital Fund-41 9, Administrative Services Capital Fund 42 10. Public Safety Communications Capital Fund -46 11, North Shore Library- 50
The Village reportsthefollowingfunds:
1 General Fund - The General Fund is thechiefoperatingfund of theVillage. This fund accounts for the normal activities of the Village(l.e. police, public works, municipal court.general government,etc) and it isconsideredto bea. The major revenue sources forthis fund are tax levy, intergovernmental revenues, licenses and permits, fines and forfeiture, interest income and charges for services. The major expenditures for this fund are public safety, public works, building inspections and general government.
2 Sanitary SewerEnterprise Fund - The Sewer Enterprise Fund is used to account for activities that arefinanced and operated in amanner similar to that found in the private sector. The principal revenues for the fund are generated through user fees. In the enterprise fund, the accrual basis of accounting is used. Revenues are recognized in the accounting period in which they are earned, Expenses are recognized in the accounting period in which they are incurred. Unbilled receivables are recorded when services are provided.
3. Stormwater Utility Fund - TheStormwater Utility Fund is used to account for activities that arefinanced and operated in a manner similarto that found in the private sector. The principal revenues for the fund are generated through equivalent run-off unitfees. In the enterprise fund the accrual basis of accounting is used. Revenues are recognized in the accounting period in which they are earned. Expenses are recognized in the accounting period in which they are incurred. Unbilled receivables are recorded when services are provided.
4. Public Safety Communications Fund(s)- These funds were created in response to the Village taking on the PubIic Safety Dispatching and Record Management System function fort heVillages of Bayside, Fox Point, River Hills, Brown Deer, Shorewood, Whitefish Bay, City ofGlendale, and North Shore Fire Department. Fund 26 houses all operating and maintenance monies, while fund 46 serves as the capital fund for building, technology and infrastructure.
5. Long-Term Financial Fund - The Long-Term Financial Fund is used toaccountfortheaccumulation ofresourcesfor, and the payment ofgeneral long-term debt principal, interest, and related costs, excluding that payable from proprietary funds. The tax levy is the major revenue source of revenue.
6. Library Fund-The Library Fund is used to account forthe revenues and expenditures for the operation of the North Shore Library. The Village took over the fiscal responsi bil ityforthe Library in 2020.
Village of Bayside I Budget Book 2021
Page 87
7. Capital Funds - The Capital Funds are used to accountforfinancial resources to be used forthe acquisition or construction of capital equipment or facilities in each department other than those financed by proprietaryfunds. The Village has four capital funds, Public Safety Capital Fund, Public Works Capital Fund, Administrative Services Capital Fund and the PublicSafetyCommunicationCapital Fund.
Village of Bayside I Budget Book 2021
Page 88
Designated and Undeslgnated Fund Balance
The Village continues to make aconcerted effort to designate and/or reduce undesignated fund balances. Of most significance was the development of the tax levystabilization designated fund balance in 2007. This fund is funded through general fund balancemorethan the 25%undesignated fund balance threshold and will serve to level the property tax levy impact in future years. Additional designated fund balances include;
Designated Fund Balances
2017Actual 2018Actual 2019Actual 2020 Estimated 2021Prop
~eneral Fund - 010 Designated Health Reimbursement Designated Future Budget Expense
3,103
3,103
3,103
0
0
0
77,413
77,413
0
0
LongTerm Financial Service Fund-030 Designated Tax Levy Stabilization
109,475
162,882
418,272
418,876
418,87
Police Capital Project Fund - 040 Designated Bullet Proof Vest
10,932
14,132
7,732
7,732
7,732
DPW Capital Project Fund -041 ~ Road Reserve
DPW Equipment
Building Fund
41,569 155,414 159,724
41,569 155,414 159,724
41,569 155,414 159,724
41,569 155,414 59,724
41,561 155,41 59,72'
Admin Services Capital Fund - 042 Designated GASB 45 OPEB
50,000
296,347
92,752
79,826
79,82l
Public Safety Communications Capital Fund· 46 Designated Capital Equipment Designated Capital Equipment-RMS
114,854 89,156
114,854 89,156
114,854 89,156
114,854 0
114,85
0
Undesignated Fund Balances General Fund Sanitary Sewer Fund Stormwater Utility Fund Pub!icSafetyCommunications Fund ~onsolidated Services Fund Long Term Financial Service Fund Police Capital Project Fund DPWCapital Project Fund IAdmin Services Capital Project Fund Public Safety Communications Capital Fund
2017Actual 2018Actual 2019Actual 2020 Estimated 2021Prop
714,476
990,806
1,298,172
1,487,303
1,487,:
2,410,166 2,451,565
2,449,284
1,999,446
1,784,,
144,915
144,916
272,306
222,951
170;
214,415
219,325
259,831
342,462
342,,
13,199
13,199
13,199
-
217,979
264,572
604
69,432
121,~
22,572
(108,861)
(100,810)
(93,024)
(93,0
344,106 1,079,517
879,620
677,138
560,l
20,862
176,662
178,402
196,508
as,::
2,900
236,229
417,971
342,854
467,!
Village of Bayside I Budget Book 2021
Page 89
Chart of Accounts-Expenditure Classifications
110Wages FT: Wages paid tofull-time employees.
111 Overtime: Wages paid to employees forovertimeworked.
112Wages PT: Wages paid to parHimeemployees.
113Judge Fee: Wages paid to elected Municipal Court Judge.
116 Holiday Pay: Wages paid to employees for earned holiday pay pursuant to Personnel Manual/Collective Bargaining Agreement.
117 Health Insurance Buyout: Expenses related to payment in lieu of benefit paid to employees who do not take the Village offered health insurance benefit.
118 Shift Differential/Bump Pay: Wages paid to Police Officer union employees when designated as shift commander or when shift schedule is changed on short notice pursuant to Collective BargainingAgreement.
119 Dental Insurance Buyout: Expenses related to payment in lieu of benefit paid to employees who do not take the Vi IIage offered dental insurance benefit.
120TrusteesWages: Wages paid to elected BoardofTrustees.
125 Election Wages: Wages paid to election poll workers.
130 Elections: Expenses related to the administration and operation of elections.
150Wisconsin Retirement System: Expenses related to employer contributions to Wisconsin Retirement System net of any employee's contribution where applicable.
151Social Security: Expenses related to employer's social security and Medicare contributions made on behalf of Village employees.
152 Life Insurance: Expenses related to employee's life insurance premium net of employee's contribution where applicable.
153Health Insurance: Expenses related to employee's health insurance premium net of employee's contribution where applicable.
154 Dental Insurance: Expenses related to employee dental insurance premium net of employee's contribution where applicable.
156 Health Reimbursement Account: Expenses related to contributions/expenses for health insurance reimbursement accounts.
180Recruitment: Expenses related to advertisement or expense related to the recruitment and hi ring of employees.
200Facility Maintenance &Supplies: Expenses related to materials, maintenance, and repairofVillagefacilities.
201Cleaningand Janitorial Services: Expense related to cleaning and janitorial services of Vil Iagefad Iities.
202HVAC Maintenance: Expenses related to heating, ventilation,and air conditioning systems.
208 Special Legal Services: Expenses related to legal counsel outside the scope of the retainer agreement.
209 HOC Fees: Expenses related to fees paid to the House ofCorrection for offsite housingof prisoners.
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210Contractual Services: Expenses related to service provided by an outsidecontractor. 211 Legal Counsel-Contracted: Expenses related ta legal counsel within the scape oft he retainer contract. 213 Legal Counsel-Personnel: Expenses related to legal counsel far labor and personnel related issues. 214Audit Services: Expenses related ta conducting the annual audit ofthefinancial statements oftheVillage. 215 MADACC: Expenses related ta Milwaukee Area Domestic Animal Control Commission. 216 Engineering: Expenses related to engineering consu!ting services. 217 Public Health Services: Expenses related to contracted services provided by the North Shore Health Department 218 Private Property II: Expenses related ta sewer lateral infiltration and inflow rehabilitation to reduce clearwater from thesanitary system. 219 AssessorServices: Expenses related to contracted assessor services. 220 Utilities: Expenses related to electric, water, stormwater and natural gas usage. 221Telecommunications: Expenses related to the communications for maintaining services. 224 North Shore Fire Department: Expenses related to services provided by the North Shore Fire Department. 225 Computer Support Services: Expenses related to computer related software and internet maintenance, workstation, radio and updates. 226 Benefit Administration Fees: Expenses related to administeringthe Section 125 and Health Reimbursement accounts. 227North Shore Library: Expenses related to service and operations provided by the North Shore Library. 229BankingFees: Expenses related to bank accounts and investment management fees. 230 Materials &Supplies: Expenses related to tangible items used or consumed in department operations. 231 Fleet Maintenance: Expenses related to maintenance ofVillage vehicles and equipment. 232 Lift Station Maintenance: Expenses related to maintenance of lift stations, 233Tools: Expenses related to purchasingoftools for the maintenance and operation ofVi IIage equipment, vehicles and facilities. 234 Diggers Hotline: Expenses relatedtothelocatingand markingofpublicand underground utilities. 235Community Events: Expenses related to Villagesponsored communityevents. 236 Licensingand Maintenance: Expenses related to licensing and maintenance. 237 Bond Issuance Fees: Expenses related to Bond Counsel for debt issuance. 238Financial Advising Services: Expenses related to financial advising services. 250 Building Inspections: Expenses related to contracted building expense and expenses related to the issuanceof building permits.
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300Administrative: Expenses related tothe admi nistrativeoperations ofthe Village. 3100fflce Supplies: Expenses related to supplies necessary for use in operating Village offices. 311 Postage: Expenses related to the mailing of letter and packages. 321 Dues &Subscriptions: Expenses related to professional organizations membership dues, subscriptions, and publications. 322Training, Safety &Certification: Expenses related to training, conferences and seminars, including registration, tuition, travel and expenses associated with the training, safety, certification and professional development of employees. 323Wellness: Expense related totheVillagewellness program. 324 Publications/Printing: Expenses related to required legal publications. 325 Judicial Education: Expenses relating to the annual educational requirement of Municipal Judge. 326 Ammunition: Expenses relating to the purchasing of ammunition for Police Department weapons and training. 327 Culvert Materials: Expenses related to materials and supplies associated with culverts for Vi IIage stormwater management infrastructure. 328 Landscaping Materials: Expenses related to landscaping materials associated with landscape repair and restoration. 329 Excavation and Disposal: Expenses related to purchase of and disposal of materials in the repair of dilapidated stormwater ditches. 330 Uniform Supplies: Expenses related to uniform and clothing allowance and supplies. 333 Medical Supplies: Expenses related to materials and supplies to provideemergency medical services. 334 Winter Operations: Expenses related to wi ntersnow and ice removal operations. 340Fuel Maintenance: Expenses related to the purchasingoffuel, lubrications and dispensing equipment. 342Construction Materials: Expenses related to construction and infrastructure improvement projects. 350Equlpment Replacement: Expenses related to replacement of equipment. 351 Maintenance Contracts: Expenses related to expenses for maintenance contracts. 360 Equipment Rental: Expenses related to renting equipment for projects. 370Tipping Fees: Expenses related to the disposal of garbage and recycling materials. 376 Fi re Insurance Dues: Expenses related to fire insurance premiums. 377Yard Waste Tub Grinding: Expenses related to the manufacturing of mulch from residential yard waste. 390 Employee Recognition: Expenses related to employee recognition program. 400 Street Maintenance: Expenses related tothemaintenanceof streets, including asphalt maintenance and repairs.
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435 Baseball Field: Expenses related to materials and supplies associated with the maintenanceofthe Ellsworth Park baseball field.
450Signage: Expenses related to the purchase of public right-of-way, facility, orevent signage.
460 Forestry&Landscaping: Expenses related to themaintenanceoftheVillage's tree population and landscaping.
465 Tree Disease Mitigation: Expenses related to the prevention or mitigation of tree disease.
500 Contingency: Expenses related to budgeted amount available to transferto accounts for unexpected expenditures.
501COVIDContingency: Expenses related to the COVID-19 pandemic.
509 Pollution Liability: Expenses related to pollution liability insurance premiums to protect from insurance claims related to pollutants.
510 General Liability: Expenses related to property and liability insurance premiums to protect from insurance claims related to bodily injuries, and propertydamage arisingfrom business operations.
511Automobi!e Liability: Expenses related to automobile liability insurancepremiums to protect from insurance dai ms related to auto.
512Boiler Insurance: Expenses related to boiler liabilityInsurance premiumstocoverthecost of repairs to replace the buildings boiler system.
513Worker's Compensation: Expenses related to Workers compensation insurance premiums to protect from insuranceclaims related toemployee injuries.
515Commercial Crime Policy: Expenses related to commercial crime insurance premiums.
516 Property Insurance: Expenses related to Property insurance premium expenses to provide financial reimbursement in the event ofdamage, theft or injury to someone.
517 Public Official Bonds: Expenses related to publicoffidal error and omission insurance premiums.
518 Police Professional Liability: Expenses related to Pol!ce Professional insurance premium expenses to protect against personal injuryorpropertydamagecaused by wrongful act committed byoron behalfofa public entity while conduction law enforcement activities oroperations.
519Contracted Retirement Benefits: Expenses related to payment of contracted or authorized expenses for retired employees.
520Tax Refunds/Uncollectible: Expenses related to Vi IIages portion ofuncollected personal propertytaxes.
521 GASB-OPEB: Expenses related to Governmental Accounting Standards Board accounting standard and requirements.
590Animal Management Program: Expense related to control animal management programs.
591 Municipal Code: Expenses related to fees to codify and maintain theVillages municipal code.
592Code Enforcement: Contracted services expense for enforcement of Village Municipal Code.
593Zoning &Planning: Expenses related to contracted services forVillagezoningand planning.
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611 NSFD Statlon#S: Expenses related to debt service payment for fire department-funds received from North Shore Fire Department. 612 General Obligation Debt: Expenses related to debt service payments for the Bayside Communications Center. 614General Obligation Debt: Expenses related to principal payment on unfunded liabilityfor the retirement system. 616 2011 General Obligation: Expenses related to principal payment on General Obligation Bond from 2011 borrowing. 617 Principal Redemption on CWFL: Expenses related to principal payment for Clean Water Fund Loan. 618 2014General Obligation: Expenses related to principal payment on General Obligation Bond from 2014 borrowing. 619 2016 General Obligation: Expenses related to principal payment on General Obligation Bond from 2016 borrowing. 6202018 General Obligation: Expenses related to principal payment on General Obligation Bond from 2018 borrowing. 621 Interest on Bond: Expenses related to Interest payment on General Obligation Bond. 623 Unfunded Liability Interest: Expenses related to interest payments on loans. 626 Interest on Clean Water Fund Loan: Expenses related to interest payment for Clean Water Fund loan. 700 Depreciation: Expenses related to ECMAR and Clean Water Fund Loan. 801 Capital Projects: Expenses related to capital project purchases over $5,000. 802 Capital Lease: Expenses related to the vehicleor equipment leasing. 803Capltal Equipment: Expenses related to capital equipment purchases over $5,000. 900 Administrative/fransferto: Account used to transferfundsfrom onefund to anotherfund.
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PERFORMANCE OVERVIEW
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2020 Accomplishments
TheVillage had a strong 2020 com prised ofnumerous accomplishments furthering thefour strategic initiatives of Fiscal Integrity, Civic Engagment, Service Excellence, and Sustainability. While it is easy to get caught up in day-to-day operations, it is important to reflect on what has been accomplished over the past year.
Accomplishmentstakevariousformsfrom completinggoals to receiving awards and honors for programs and initiatives. Prominent goals accomplished in 2020indude:
o Joined the North Shore Municipal Court. o Implemented monthly Community Impact Report. o Updated Village Strategic Plan. o Implemented budgeted capital projects. o Joined Cities and Villages Mutual Insurance Company. o Assumed responsibility for North Shore Library fiscal agent. o Expanded Information Technology consortium. o Mitigated COVID-19pandemicimpact. o Implemented Emerald Ash Borer Management program, removingover250diseases publictrees. o Implemented myCrew Public Works program. o Applied for and being awarded $261,503.62 in grants throughout the organization. o Implemented a new employee performance evaluation system to assist with working towards a merit-based
pay system. o Redesigned the Village website with a new format and artificial intelligence. o Conducted the Village-wide stormwater flow path model sodaImapping, determining flow patterns to better
understand the granular natureof stormwater issues in the Village.
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2020 Fiscal Integrity Coals
Goal 1: Sound Financial Management - 100%
100"/4 - Receive Government Finance Officers Association (GFOA) Excellence in Budgeting and Comprehensive Annual Financial Reporting (CAFR) Award.
o Excellence in Budgetingaward was received for the 13th year in a row. 100%- CompleteVillage audit with no new material weaknesses.
o The 2019 audit was completed with one (1) less material weakness due to the consolidation ofmunicipal court. Overall, the audit results were very positive.
100°/4-AdministerVillage Financial Management policies. o Financial Management policies are reviewed annually, administered on a dailybasis,and contribute to the success oftheVillage audit.
Goal 2: Financial Stability-91.6%
100% - Continue implementation of 2018-2023 Village Long-Term Financial Plan. o This plan is used as a foundation for creation and implementation ofthe 2020 budget. It is anticipated the plan will be updated in 2021 for continued evaluation.
100°/4- Develop 2021 budget, compliant with levy limits and expenditure restraint programs, preserving fund balances, and reserves.
o The recommended 2021budget is compliance with statefinancial programs. Achieved fund balance preservation and budget within levy limits. The General Fund fund balance increased to 29% in 2020and all funds are in compliance with Village fund balance requirements.
75%- Seek levy limit exemptionfor joint Public Safety Communications Center expenses. o Levy limit exemption was included in Governor's budget; however removed in Joint Finance Committee budget.
Goal 3:Collaborative Service Enhancements - 75%
100%- Identifyjoint purchasing and collaboration efforts with other government agencies. o 2020 has provided significant opportunityto collaborate with our North Shore partners, but also throughout Milwaukee County. Bayside joined the North Shore Municipal Court as well as joined CVMICin 2020. The COVI D-19pandemic, protests, and other regional events enhanced collaboration ranging from joint purchasing, North Shore Virtual Police Mobile Field Force, to equipment sharing. Bayside also added the Village of Shorewood to the North Shore IT consortium.
100%- Develop grant exploration team and identify $250,000 in new revenue sources, operational savings, collaboration with other municipalities,and grants.
o Yearto date in 2020, the Village has submitted for $381,199.86 in grants, has been awarded $261,503.62,and has received $104,085.70of those awarded funds.
25%- Coordinate internal Financial Steering Committee. o DuetotheCOVID-19 pandemic, this effort has been delayed.
Goal 4: Cybersecurity and Data lntegrity-83.3%
50%- Enhance disaster recovery, continuity of operations, and mobility protocol. o The North Shore IT consortium purchased and deployed hardware that will provide backup and recovery capability between agencies for disaster recovery, reconstructed the staffing and support model of the key Dispatch database ProPhoenix.We changed the organization structurefrom part-timeto 24/7/365 with fu 11timestaffi ng and implemented cloud-based phone system and file storage.
100%- Heighten employee awareness to cybersecurity, threats, and breaches.
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o The utilization ofcybersecurity software was expanded to both the Cityof Glendaleand theVillage of Shorewood in 2020. Awareness and compliance as measured in the platform has increased by 66%.
100%- Increase data management efficiency, organization, and utilization. o Increased use and organization ofLaserfiche; implementation and organization of SharePoint software; and use ofSeeClickFlxto prioritize IT requests.
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2020 Service Excellence Coals
Goal 1: Customer Service -58.3%
100%- Define customer service level agreements, metrics, and monitoring program. o Increased use ofSeeClickFix has increased staff participation and monitoring ofrequests. Year to date, the Village has processed 1,754Access Bayside requests.Staff acknowledge requests on average within .8days of receipt and completes the requests on average, within 4.7days. 80% are completed within the established Service Level Agreement.
75% Enhance myBlueservice model and initiate Public Works myCrew community liaison program. o DPWCrews continue to betrained to identify problems throughout the community. Policeofficers have worked to continuethe Neighbor Mediation Program.
0%- Develop department/operational servicearea business plans. o Department/operational servicearea business plans were notable to be updated. Existing plans are still current and being implemented. Due to the COVID-19 pandemic, the effort has been delayed.
Goal 2: Data Collection and Analysis - 66.6%
100%- Develop monthly performance measurement report. o Astandardized template for monthly reports for each department have been created for ease in reporting.
100%- Receive International City/County Management Association Centerfor Performance Measurement Certificate Excellence.
o TheCertificateof Excellence, awarded to 25 municipalities worldwide, was issued to Bayside in June 2020. 0% ApplyforSmart City Certification.
o Due to the COVI D-19 pandemic, this effort has been delayed.
Goal 3: Proactrve, Solution Based Services - 66%
100%-Optimizetechnological service delivery solutions, with each service area identifying two implementable solutions.
o The COVI D-19 pandemic intensifled efforts and timeliness to obtain technological service delivery solutions, as Vi IIage offices dosed for a period of 2020. Specifically, Dispatch has transitioned to an online call review process. SeeCI ickFix has expanded to indude more categories including bui Iding permit applications. Police officers have utilized virtual platforms to meet with residents and attend court. The Zoom platform has been utilized for public meetings and MyVote has been utilized forthefourelections in 2020.
75%-Cultivate employee situational awareness and proactive problem identification. o The Vi IIage enhanced education awareness ofcodecompliance issues throughout the Village and also implemented new reporting structures, resulting in nearly 200code compliance and permit certifications in 2020.
25%- Establish internal Innovation Council. o Innovation Council has been postponed. DuetotheCOVID-19 pandemic, initial work was completed.
Goal 4: SMART Goals - 83.3%
100%- Develop cascading SMART goals for all Village employees. o SMART goals were developed fortheentireorganization, each department, and each employee, and those goals are monitored throughout the year.
100°Ai- lmplement new employee performance management evaluation systems. o The new performance evaluation system has been fully implemented. To assist with working towards a meritbased pay system, ascoring trackingsystem has been created to evaluate how each department is conducting evaluations.
50%- Update employee recognition program.
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o The program is currently being redesigned to better recognize the efforts ofourstaff.
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2020 Civic Engagement Coals
Goal 1:CommunityOutreach and Engagement-83.3%
100% ContinueexistlngVillagecommunication programs. o The Village continues the weekly Bayside Buzz e-newsletter, social media outreach, maintains the website, produces a monthly newsletter, and othervarious platforms. Communication from the Village, as well as the metrics used to evaluate its effectiveness, have increased due to the COVID-19pandemic.
50%- Develop communications strategy and enhance methods and content of Village Communications. o Enhancing methods has been delayed due to COVI D-19.
100%- Coordinate communityevents. o While everyevent had to be postponed due to the pandemic, the Vi Ilagedid reimaglneevents as they could.
Reimagined events include the 4'h of July parade, expansion of Recyd Ing Days, and voting operations.
Goal 2:Citi:zen Self Enablement- 75%
100%-Enhance usage ofAccess Bayside. " Increased use of SeeClickFlx has increased staff participation and monitoring of requests. Year todate, the Village has processed 1,754Access Bayside requests. Staff acknowledge requests on average within .8days of receipt and completes the requests on average, within 4.7days. 80%arecompleted within the established Service Level Agreement.
25%- Formalize myBlue Neighborhood Mediation Program. o Dueto COVID-19pandemic, this initiative has been delayed.
100%- Develop comprehensive list offrequently asked questions. o Acomprehensive list offrequently asked questions was developed and can now be viewed on the Village website. The artificial intelligence onthe new Village website allows the FAQstobe a more prominentfeature.
Goal 3: Community Enhancement - 75%
100%-UpdateVillage-wideStrategicPlan. o The Strategic Plan has been updated as part of the2021 recommended budget with a new format includingfive (SJ goal areas, with three (3) goals in each area, and three (3) objectives in each goal.
75% · Educate residents on Village operations. " Acomprehensive list offrequently asked questions, myBlueofficers havecontinued to meet with residents, Village communications have been enhanced, a new collection guide was developed, and information sheets for Building Services were created.
50%-Strengthen community standards programs and enforcement o Acomprehensive publication was created with common codeviolations and shared to help update both staff and the general public on these issues.TheVil Iage has processed over 200 code violations year to date.
Goal 4: Virtual Engagement-66.6%
25%- Develop Vil Iage/departmental customer servicesurveys. o The Vil Iage has developed a resident satisfaction survey in SeeCI ickFix to evaluate service delivery, efficiency, and satisfaction when residents make a service request.
100°/4- Redesign Villagewebsite. o The Village contracted with a new website provider and the sitewas redesigned with anewformat and artificial intelligence which launched in August.
75%- Improve building permit and inspection compliance resources. o Staffcreated most commonlyselected building information sheets to inform residents on what projects require which types of permits. These informational sheets are available on theVillage website.
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2020 Sustainability Goals
Goal 1: Green Practice -66.6%
100"/o-Administer Emerald Ash Borer and Urban Forestry Management Plan. o Dead/dying trees were removed, and the Adopt-A-Tree program has allowed for roughly 60 new trees to be planted within the 5% species threshold.
25%- ExplorealtemativeenergysourcesforVil lagefadlities, equipment, and operations. o Alternative energysources have not been identified. Due to theCOVI D-19 pandemic,this initiative was started but delayed. It is anticipated to resume in 2021.
75%- Identifyalternative collection material disposal methods and resources. o The Village is facilitating compostingresourcesto residents through Curby's Composting. The Village has also reprogrammed Clean Up Day and enhanced Recycling Days to include more items. Prior to the COVI D-19 pandemic, the Village continued to place recycling stickers on all cans.
Goal 2: Green Policy - 75%
100%- Enhance recycling and reusable material education and disposal efforts. o Education on recycling has significantly increased and stickers indkatingwhatcan and cannot be recycled have been placed on all recycling carts in the Village. Despite several years of reduced recydingtonnage, recycling is up 20% year to date.
25%- Update SanitarySewer Private Property Inflow and Infiltration policies. o The Village continues to utilize existing Sanitary Sewer Private Property Inflow and lnfi ltration policies through MMSD. Due to the COVID-19pandemic, this initiative has been delayed.
100% Conduct Village-widestormwaterflow path model social mapping. o The Vi IIage flow path model project was completed in 2020. The mapping determines waterflow patterns to better understand thegranular natureofstormwater issues inthe Vil Iage.
Goal 3: Healthy Infrastructure - 75%
100%- Update five (S)year capital improvement program and plan. o Thefive-year Capital Improvement Plan has been developed and included as part of the 2021 budget.
100%- Manage 2020capital projects. o The 2020projects have continued, albeit, delayed due the COVID-19. The road resurfacing project, stormwater management project, driveway culvert program, and sanitary sewer mainline Cl PP Ii ning project are all complete. The lift station(s} replacement project is currently in progress. All projects have been completed within the budget.
25%- Conduct stormwater management study update. o The Village has begun the process to solicit proposals, but deferred progress due to the COVI D-19 and grant exploration funding fortheproject in 2021.
Goal 4: Employee Development - 66.6%
75%- Develop enhanced labor management programs. o Each department has employed practices for more frequent shift meetings as well as labor management meetings.
75%- lncreaseemployeecross-training, mentoring, and leadership training. o The Village has been able to maintain mini mum training standards.However, due to COVI D-19, additional training has been challenging, but many additional virtual trainings are becoming available.
50".lo- Continue leadership succession planning program. o Significant emphasis and effort in leadership development trainingand has been a focus for all Village departments. Acohort ofemployees has been enrol led in the CVM IC Emerging Leadership Program as well as
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other individual leadership training programs.
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Strategic Initiatives
Vision: Bayside is a dynamic balance of progressive ideas and traditional values that provides an inviting and premiere communityfor al L
Mission: To bea leader in accountable and innovative public service, striving for the continual enhancement in the quality oftheVillage.
The Vlllageof Bayside's vision and missionstatementscreatecleardirection in daily operations and long-term goal accomplishment. In promoting the vision and mission statements, the Village created five strategic initiatives to focus, track, and sharecommunityprogress. Foreach of these strategic initiatives, the Village will:
o Monitor progress of measurements through the Community Dashboard. o Make resu Its readilyavai Iable for public information. o Engage residents on performance management and priorities. o Advance the Vil Iage vision and mission byfurtheringstrategic initiatives. o Conduct historical trend analysis to identify patterns and opportunities for improvement
o Eiscal Integrity: Provide sound financial management and future financial stability. o Sound Management o Financial Stability o Collaborative Service Enhancements
o Community Collaboration: Maintain equitable, diverse, and inclusive community partnerships. o Neighborhood Stability o CommunityEnrichment o Cooperative Partnerships
o Connected Communication: Provide proactive, reliable, and transparent communications. o CustomerService o Virtual Services o DIV Resources
o Service Excellence: Provide solution-based innovativeservices. o PerformanceManagement o Technological Advancement o Employee Development
o Sustainable Resilience: Provide environmental stewardship and promote future resilience. o Environmental Infrastructure o StormwaterMitigation o Environmental Stewardship
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Telling the Story through Case Studies
While the previous section on performance measurement includes some analysis, it is primarily metric-focused. However, numbers onlytell partofthe story. Thefollowing pages include casestudies which dive deeper into a particular subject. The topics are submitted by each department and provide a unique insight into day-to-day operations as we! Ias higher level goals and programs.
Topics vary from communications to Emerald Ash Borerto myBlue. Whilethe topics and content may differ, the commonalityamong all thecase studies is acontinued emphasis on furthering the Village's strategicinitiatives of Fiscal Integrity, Service Excellence, Connected Communication, Sustainable Resilience, and Community Collaboration.
These case studies also incorporate numerous data points and an expanded analysis to provide more detailed insight into the story being told. Sometimes facts and figures can be straightforward, but more often than not, data needs contextto create a ful Ipicture.
We hope that you enjoy reading a selection ofcase studies that help illustrate more about Villageoperations.
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911 Dispatching Through Consolidation: Growth and Development
This case studyexamines howthe BaysideCommunications Center processes cal Is in an efficient and timely manner. One of thestrategicinitiatives of the ViIIageofBayside, as adopted by the Village Board ofTrustees, is Service Excellence. The BaysideCommunications Center focuses on providingexcellent service to ensure the safetyand timelydispatch ofpolice/fireapparatus tothe citizens of the North Shorecommunities.
History In 2012the communities of Bayside, Brown Deer, Fox Point, River Hills, Glendale, Shorewood, and Whitefish Bay consolidated intoone location servingtheseven communities.
In addition to the financial savings forthecommunities and technological advancements provided by Bayside Communications Center, one major enhancement was provided by the streamlined dispatching process and standardized training, which equated to reduced responsetimes for the citizens in the North Shore Communities.
A Comparison ofCalls With the consolidation ofthe seven communities it wasevident that the call volume would be impacted in the new center. Prior to consolidation, BaysideCommunications Center processed average of2,323emergency 911calls annually. Fastforward to 2019 and that volumehas increased to well over 25,000. In fact, the center answers wel I over 120,000phone calls annually (non-emergencyand 911).
911 Calls
35k
301<
25k
20k
<ll QJ
.2
:!;!
lSk
\01<
Sk
· 0
2011
2012
2013
2014
2075
?.016
2017
2018
2019
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Dispatched Calls Life in aconsolidated center means streamlining procedures for the group to create one standardized method. While this has been time-consuming, itwas necessary to create effective dispatching techniques. When you look at the calIs bycommunitythat are handled bythe Bayside Communications Center, it is evident that timeliness is akey element in call processing.
Dispatched Calls
lOOk
80k
60k
G()lc
20k
2019 Calls for Service Brown Deer and Glendale are both consistently higher in call volume than the neighboringcommunities. Dispatch personnel are divided between the north and south communities, geographically to balanceout the volumeofactivity.
0
201s
2016
2017
2018
2019
2019 Calls for Service
Bayside 9.4%
North Shore Firel0.5% Whitefish ~yl0.6%
Brown Deer 18.3% Shorewood 15.9%
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Conclusion Dispatching in a consolidated center allowed for stream llned processes to effectively manage the seven pol ice departments as well as a consolidated fire department with five fire stations. Historically, Bayside has developed from a single dispatcher pershift scenario to a model that staffs four telecommunicators on the busy shifts. With consolidation comes change, necessaryto provide services with professionalism and dedication. As the center continues to manage new responsibilities and enhanced technology, the dedicated staff have grown to fit the challenge.
Strategic Initiatives Service Excellence Fiscal Integrity Community Collaboration
Lesson#1: Streamlining call processingforthetelecommunicators resulted in increased efficiency. Lesson #2: Staffing levels determined necessary to manage volume increased. Lesson #3: Polides that streamIi nedispatchi ng and effectuate changes necessary to dispatch resources.
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24 x 7 x 365: Access Bayside
This casestudyexaminestheuseofthemobileAccess Baysideapplicationand onlineportal from both an internal and external perspective. Access Bayside provides numerous internal and external benefits in workflow processing, access to information, and dynamic resident engagement. UsingtheAccess Bayside mobile application or online service request portal provides residents with aquick and easy wayto logaservice request, askaquestion ofVillage staff, access Villageinformation and resources, and connect with theVillage through alternative mediums. In doing so, staff has an expedited method ofresponseas well as a workflow enhancement tool in categorizing and prioritizing service requests.
What is Access Bayside? Access Bayside is available for use either as a mobileapplication known as "Access Bayside" orthrough the Village's website as aservice request portal. The Access Baysideapp is free todownloadfrom the Apple App Storeor Google Play. Once the app is downloaded, the resident has access to numerous service requests {e.g. pothole repair, special pick-up, mulch deliveries, and many more), Village resources (e.g. municipal code, permit information, online payments, and the Village calendar), and additional ways to connect with the Village{dial Village Hall, Facebook, and Twitter).
Howare Residents UsingAccess Bayside? The Access Baysideapp has manyfeatures for resident use in terms ofsubmitting service requests, asking questions of Villagestaff, accessing informationand Village resources, and connecting with the Village through alternative mediums.
The Access Baysideappoffers residents several means to engage. Oneof the options isthrough the useof the quick links. These quick links include: reporting an issue,accessingthemunicipal code, permit information,online payments, theVillage calendar, and calling Village Hall.
From aserviceand inquiry request perspective,there arecurrently over 10categories from which residents can choose. As previously mentioned, examples of these service and inquiry requests include pothole repairs, stormwater questions, special pick-ups, speedingconcerns, garbage/recyclingcontainer rental/purchase and more. Bythe numbers, 2,200 requests areprojected to be received in 2020.
Requests by Year The top five highest requests in order are: myCrew, SupplyOrder, myBlue, Special Pickup, and On-Demand Yard Waste Collection.
Requests by Year
2.500
2000
1S00
1000
500
a
2016
2 0 17
2018
2019
2020
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When loggingthe various requests, residents are able to enter a location byeither manuallyenteringthe information or through ageo-locatefunction. Similarto requesting an Uber, the resident can hit a location button to go to their current spot, enter an address, ordragthe pin totheircurrentor preferred location. Through these different functions, the resident can easilytagtheirservice requestto the desired location.
Resident Request
250
-- -
200
1SO l(I ::,
~
100
- 111111 so
-0
I I
TheVillage utilizesthe Days to Acknowledge, Days to Complete, and the percentage of requests completed within the Service Level Agreementto measureperformance. The quickerwe are to acknowledge requests allows us to completethem quicker and within the service level agreement.
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Staffcan use Access Baysideto enter requests on behalfof residents or createservice requests oftheir own. Some categories are limited to staffuse onlyand examples include supplyorder, fleet repair, and facility maintenance. Behind the scenes,Access Bayside has features in placewhich promote responsiveness and hold staffaccountable. Each serviceor inquiry request has a pre-programmed deadline associated with it. In otherwords, staff members are given a certain numberof days to address each type of serviceor inquiryrequest. Ifstaffdoes not respond inthe allotted timeframe, the request becomesoverdueand populates on an overdue report which is sent out daily by email. On a weekly basis, the overdue report is discussed at staff meetings to serve as a reminder ofoutstanding items and prioritize next steps.
Year to Yea r IDTA & OTC Performance
35
30
25
20 ~
g:J
15
70 5
0 ·--Days LO Acknowledge
I
Days to Compete
· 2017 · 2018 · 2019 · 2020
Year to Year SLA Performance
100
80
60
20
0 % inSLA
· 2017 · 2 018 · 2019 · 2020
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Strategic Initiatives Service Excellence Community Collaboration Connected Communication
Lesson#!: Access Bayside creates increased efficiency and staff accountabllity. Lesson #2: Beyond aworkflow and service request tool, Access Bayside provides an innovative means to foster dynamic resident engagement. Lesson#3: Technology applications should not be limited to one segment ofVillage operations. Access Bayside is being used in all departments and its use will continue to increase.
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Maintaining 100%: Assessment and Taxation Process
The Village has contracted with the certified assessingfirm Accurate Appraisal to maintain the propertyvalues. The currentvaluescan befound onAccurate Appraisal's website at www.accurateassessor.com,then clickingonthe propertysearch link
Process AccurateAppraisal starts the assessment process byevaluatingthecurrent values for each property, each year based onthevalueas ofJanuary 1 ofthe year beingassessed. Several factors are used in this calculation, with the major factors beingsales ofcomparable homes in the area in the past year, work done to improvethe home and/orchanges inthe condition ofthe homefrom the previous year.Theirgoal is to keep properties updated, as dose to 100%of marketvalueandvaluethem on a fair and equitable basis. This full valuemaintenanceprocessgenerallyavoids large, one-time fluctuations in assessed values.
Open Book Oncethe assessingfi rm hasset the values for the properties for thegivenyeara notice is sent to any homeowner whose propertyvalue has changed informingthem of thechange and lettingthem know theycan attend Open Book. Open Bookis atime where thecompleted assessment roll is open for examination. DuringOpen Bookhomeowners can meet with theassessor to discuss how the value oftheir property has been determined and provideany documentation as whythe homeowner believes the assessed value is incorrect. At this time, the assessorcan also make changes and update the propertyvalue.
Board of Review Thefinal step in the annual assessment process is the Board of Review. The Board of Review is a five-member committeeofcommunitymembers and theVillage Clerk. Homeowners who disagreewith their assessment may appeal the assessment at the Board of Review by providing byfiIi ng an objection form and then providing documentation at the Board of Review to support the value propertyvalue they believe is correct. Once Board of Review is closed,the propertyvalues are set for the year, homeowners canonlyappealto Circuit Court to dispute the assessed value. Thesevalues will beset until the next Springwhen the process starts overagain. Below is a chart showingthe overall assessed values of the ViIlagesinee 2009.
BOOM
Property Assessments
700M
600M
SOOM
ill
.2 400M
'!!!
300M
200M
IOOM
0 2009 2010 2011 2012 2013 201<\ 2015 2016 2017 2018 2019 2020
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The chart below shows the change in the mill rateas assessed values change. As you can see, as values on average go up, the mi II rate goes down.
10 ·
Mill Rate
8
6
4
2
0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
To calculatethe annual tax bill the assessed value is multiplied bythemill ratefor each taxingjurisdiction and divided by 1,000. While the assessed value is used in calculatingyourtax bill, an increase in yourassessed value does not always equate to an increase in your propertytax bill. For example, ifall property assessments intheVillage are increased bytwo percent your tax bi11 would not increase becauseofthe increase in the value ofyour home.
Onceyour tax bill is calculated the amounts are totaled along with anyspecial charges, special assessments, and tax credits tocomeup with that total tax bill. This process must becompleted by December 15 and the tax bills are mailed out to the homeowner.
Wisconsin Department of Revenue TheWisconsin Department of Revenue website hasguides which are updated annuallyfor property owners to explain the process and update homeowners as to new changes in theassessment, Board of Review and propertytax process.
Strategic Initiatives Service Excellence Fiscal Integrity
Lesson #1: Property assessed values are used to calculatethe propertytaxes for each parcel in the municipality. Lesson #2: TheVilIages contracted assessing firm calculates the propertyvalues for thegivenyear based offofsales, buildingpermits or land splits. Lesson #3: Propertyvalues arefinalized at the annual Board of Review and can only bechanged byappealing to Circuit Court.
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Maintaining Infrastructure: Driveway Culvert Replacement Program
This case study explores the ViIIage's Driveway Culvert Replacement Program, which addresses stormwater management in acost-effective manner.
A culvert is the pipe that is located underthe driveway nearthe road to allow water to flow through the area. Culverts arethe responsibilityofthe propertyowner and havinga culvert in good condition is crucial for proper storm water flow.
The Driveway Culvert Replacement Program is designed to ensurethe proper flow ofstormwater throughout the Village.This is achieved through culvert pipes in sound working condition, properlygraded stormwaterditches, and a lackof impediments to stormwateroutlets.The program entaiIs removing failed culverts, installing new culverts, regrading and planting new grass in stormwater ditches.
Cost Beforethe introduction of the program in 2016, residents were required to seek aprivate contractor to replace their drivewayculvert, which is the responsibility of the resident. However, this component was often overlooked due to it beingcost-prohibitiveand schedulingdifficulties.The resident has the alternative of havingaprivate contractor complete the work, which costs an average of $2,500-$5,000 before paving.
The ViIIage now evaluates drivewayculverts in the road project to determine if the need for replacement exists. If there is aneed for replacement, the Village will doso at the price of $600 in 2020for in-network and $1,000 in 2020 for out of network homes. Jn-network homes are homes within the project area and out of network homes that are not within the project area forthat year.
Evaluation The need for replacement is determined bya culvert evaluation. A culvert evaluation looks at the condition of the pipe, driveway heaving or hole formation, and pitch. 1%pitch, orslope, is the desired pitch to make stormwaterflow smoothly. In otherwords,Vi IIagecrews seek to create a 1%slope from ahighpoint to the low point. Thehigh point is where water begins flowing downhill and the low point is where the water outlets.Water mayoutlet into acatch basin,cross culvert which runs under the road, Indian Creek, Fish Creek, Ellsworth Park, various ravines, 621 Brown Deer Road pond, or Lake Michigan.
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Bythe Numbers The ViIIage has significantlyincreased the number ofculverts replaced sinee2010. The significant spikefrom 2015 to 2016can beexplained bythe implementation of the Culvert Replacement Program. Amajorcauseforthedecreasein replacements from 2016to present is based on thenature ofthe roads repaved and condition ofthe pipes. The number ofculverts replaced in anygivenyearw ill be based on the condition of the culverts and number of homes alongthe road project routefor that year.
Crews replaced 29culverts, 5cross culverts, and re-graded 7,000feetofditchingon Lake Drive, FairyChasm Road, Bay Point Road in 2020.
ln2021,drivewayculverts andditcheson FairyChasm Road from Fielding Road on the east and totherailroad tracks on the west will be evaluated.
Out of Network Program The out-of-networkculvert program is aserviceoffered to the residents of Baysidethrough the Department of Public Works at a rate of $1,000 in 2020. A culvert, contracted with acontractor, can range from $2,SOOto $5,000 before repaving, dependingon the project. Through this culvert program, the DPW wi 11 replace your existing culvert with an
ADS plastic culvert which will last for decades. DPWwi II set the pipeto grade for proper drainage and cover itwith
stone, leaving it ready for your pavingcontractor to come in and repave your apron. Ifyou are thinking about replacing your culvert utilizingthe DPW it is importantto plan ahead.
Culverts Replaced by Year
150
Feet of Ditch Re-Graded
121<
125
101<
100
:!)
::,
~
?5
50
25
0 .11111
Strategic Initiatives Service Excellence Fiscal Integrity Sustainable Resilience Community Collaboration
I.1
8k
If]
::,
~
61<
4k
21(
0 2017
I
2018
2019
2020
Lesson#1: Enhanced stormwater management efforts provide benefits forthe entire Village. Lesson #2: With experience, comes the opportunityfor process improvement. Lesson#3: Takinga holistic approach to infrastructure repair can alleviatethe need for intrusive maintenancefor years to come.
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Maintaining an Urban Forest with Emerald Ash Borer (EAB)
This case study explores maintainingthe Village's urban forest while battling apowerful pest. Trees within the Village have officially been identified as beinginfestedwiththeEmeraldAsh Borer(EAB) since March 2016. TheEAB is an invasivebeetlethatfeeds ontheashtreespecies. TheVillagefirst began removing infested trees in 2009. Within the past year alone, the Village has removed over 100publicashtreeswith less than 400ashtrees remaining in therightof-way. As the effects of EAB have become more pronounced within the past year, additional action on tree removal has become necessary.
SymptomsofEAB TheEAB enters an ashtreeandfeedsontheinside, killingthetreefrom the inside out.As mostofthedamageoccurs insidethetree,earlydetectionof EAB is difficult. Someofthenoticeablesymptomsof EABthat manifest on the exteriorofthetreeinclude:
o Crown dieback o Epicormic sprouting (i.e. tree suckers) o Barksplits o Woodpeckerfeeding o D-shaped emergence holes (1/8of an inch)
Tree Diversity and its Importance In 2014, the Village Board adopted a 5% maximum species threshold for each tree in the Vi IIage public right-of-way. Before 2014, the Village did not have a maximum species threshold.
Having a maximum species threshold promotes diversification in the tree popu Iati on. Diversification is of critical importance when battling powerful tree diseases or pests, such as EAB. Currently, the Vi IIage has nearly 400 ash trees in the public right-of-way, including both green and white ash trees. Combined, they represent 11.75% of all Village's street trees.
l'lorthern While- Cedar (occidentati,) G,,.,1 hsh (penouy1"anlcaJ
a Crab Apple {Malu,var.l
aApple/Cher,y/ Plum/ Pear (spp)
a Hon..,locu,1 (Gledil,la)
No,way Maple (rlatinoidot)
Silver Mc11pl~ (sacth;uin1.u11J
Colorado Spruce {pun,Beru)
047 olher sped··
Tree Diversity In Bayside
Diversification improves the resilience of our urban forest by limitingthe impact of disease and pests as a smallerpercentageofourtreeswould be effected. In 2020, over 67%ofVillagetrees in the public right-ofway were part of only 8 tree species, each over the 5% maximum threshold. However, the remaining 33%of public right-of-way trees represent 47 different tree species, each underthethreshold.
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Replanting and Adopt-A.:rree Program One of the ways in which the Village combats the negative impacts of pests and disease while maintaining athriving urban forest is through the Adopt-A-Tree program. Plantingthetrees in public right-of-way provides the benefits of street trees while creating a partnership with Village residents.
In the Adopt-A-Tree program, a resident and Villagesharethecostsforthetreeto be planted. Residents are provided with five (5) to six (6) different tree species options that promote species diversification. The options provided are trees that are less common intheVillageandavoid the5%maximum species threshold.
The Village and residentthen coordinate the location to plant the new tree on their property in the public right-ofway. Vi IIage crews then plant the newtree, provide afresh layer of mulch around the tree, and place awatering bag on the tree for the season. Residents monitor and re-fi 11 the water bags as needed. Crews remove the watering bags in fa! I and the tree is officially adopted by the resident. The resident then assumes maintenance responsi bilityfor the tree and cares for it.
Tree Planting and Removal
Planted Removed
337
185
I; 80 I
2013
2014
Planted
185
337
Removed
35
80
Net
150
257
104 97
II 2015 104
97 7
201
I! 83 .:I
2016
2017
201
20
16
83
185
-63
78
;1 2018 37 78 -41
160
ii 2019 130 lfiO -30
147
ii
2020est . 58 147 -89
Award-Winning Community The Vi Ilage has been recognized in several capacities for its efforts in maintaining adiverse urban forest and battlingthe impacts of EAB. The Village has been recognized as aTree City USA since 2008 and received the TreeCityGrcwthAwardsince 2011. The Growth Award recognizes the Village's innovative projects and programs as well as increased commitment of resources for the urban forest.
Recently, the Wisconsin Department of Natural Resources conducted an urban forest assessment. The assessment found that over 66%ofthe Village is covered bytree canopy, which ranks fifth in the State of Wisconsin.
TREE CITY USi(
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Conclusion EAB is adebilitatingtree pest that has been in the Village for years, but officiallyconfirmed in March 2016. The impacts of the EAB have intensified, which have resulted in the rapidly deteriorating condition of ash trees. To mitigate the impacts offuture tree pests or diseases, the Village enacted astringent maximum species threshold of 5% to promote diversification and a resilient urban forest. The Adopt-A-Tree program is a partnership for planting newtrees and enables theVillage and residents to promote a diverse tree population in the public right-of-way.
TheVillage's efforts have resulted in being recognized as aTree City USA for eleven (11}years in a row, receivingthe Tree City Growth Award for eight (8) consecutive years, and having over 66% treecanopycoverforthefifth best percentage in theStateofWisconsin. The Village remains diligent in caringfor and maintaining its diverse and resilient urban forest.
Strategic Initiatives Fiscal Integrity Service Excellence Sustainable Resilience
Lesson#1: The impacts of the EAB have become more pronounced within the past year leadingto rapid deterioration of ash trees. Lesson #2: Diversity of tree species is a critical component of a res ii ient urban forest. Lesson #3: Complex challenges are often best resolved byworkingtogether and sharing resources between residents and the Village.
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Increasing the Effectiveness of the Thirty Minute Shift Overlap
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This case study examines the outcomes when a structured and deliberate dailytrainingregimen is in place. This case study examines howthethirty-minutetime period at the changing ofshifts, commonly called a"roll call" or "shift briefing", can improve police effectiveness and shift the roll call culture to creativity, innovation, and learning.
Components A roll call is a meetingwhere supervisors take attendance, inspect uniforms and equipment, inform the oncoming shift of anyoutstanding incidents that may have occurred, inform officers ofsuspects to watch, relate any law or procedural changes, and impart or exchange information pertinent to the operation and reputation of the Village and its police. Both officers who are going off duty and who are reporting for dutyattend 30-minute roll call, which occurs 3times daily.
Changes in Outcome Sinee roll calls are usually Iimited to recent events or items that might be of short-term interest, theytypically do not allow forthe in-depth discussions necessaryfor community policingor real problem-solving. Although done occasionally, training is not partoftheregularroutine.
The current practice is to exchange information between theout-goingofficers and incomingofficers and then revert to story-telling or quiet reflection on one's smart phone. Though team conversations are important, the importance of training and problem solving should be aprimary focus and is sometimes overlooked.
Even with the restrictions in place due to the current pandemic, in-person training can beaccomplished in a structured and measurable way. Thedaily(and repeated) presentation of atopic by apoliceofficer should be succinct, germane, and validated. Dailyroll call trainingshould contain the same information but not necessarily in the same presentation style (different times of the daywill mean different presenters). The length ofthe training is intended to be quick (20 minutes}, concise and germane to Bayside police operations.
Program Design National organizations such as the International Chiefs of Poticeoffergenerictraining programs designed for rol I call settings, as do private vendors. The creation of"Bayside'' topics such as current policies can easily be designed for rol I call use.
During the roll call training, careful attention by the shift lieutenant,who will be present for 4out of every 6 roll calls, can lead to future discussions on innovation, problem identification, and action by focusing on action oriented and outcome focused decision making as well as strategic issues and policy discussions.
Topics do not haveto be presented with technology; simple handouts and adigital library can often be the best aid to a fad litated discussion.
Officers work 4days and are offfor 2days. Theyworkwith each other at least twice in the four-day period. Since police officers work these different sets of days, two topics will be repeated every other dayfor tour days to ensure that each officer is exposed to the topic at least once.
The 20-minute-longtrainingsessions should cover issues in interpersonal communication, management, leadership, case law and changes in the legal system, technology, human resources, and othercontemporarytopics.
Lieutenants will collaborate to design or discover content in the general areas of:
o Supervision of Police Personnel o CustomerFocus o Search and Seizure o Property and Evidence Management o Crimes against the Elderly o PoliceCommunityRelations o CrimeSceneManagement
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o SexTrafficking o Victims' Rights and Advocacy o Emergency Medical Aid o Cultural Diversity o Career Development o Leadership o Goal Setting o Child &Youth Safety o Community Policing o Crime Prevention o Homeland Securfty o Leadership o Legal Issues (Search and Seizure, arrests, custodies) o Officer Safety& Wellness o Civil Disturbances o Ethics o Traffic Law Enforcement and Management o Shooting Policy(s) o Officer Safety o Detention and Field Stops and Interrogations o Fi rearms and Control Devices o Equipment Care and Use o UseofForce o VehideOperations o Personnel Issues o Fairness, Voice and Procedural Justice o Reasonableness
While testing is not part ofthe twenty-minute period, a periodic review and discussion of previous topics wi II al low the lieutenants to assess the effectiveness ofthe program.
Metrics 1. Numberoftopics offered - Within a calendar quarter, topics wil Ivary based upon contemporary issues or seasonal concerns.The minimum number oftopics will not vary; thereshould beat least 13topics per quarter (13weeks). 2 Frequencyofrepeated topics - Because officers worka pattern of 4days on and 2 days off, a new topic will be offered each week and repeated each day on each shift for 6days. Within a quarter, there are 15 6-dayperiods. Some officers wi II hear the topic more than once. 3. Frequencyof authors who contributed a topic- This is a "user-driven" program. Policeofficers are expected to suggesttopics and, ifthey arecomfortable, presentthe topic based on their understanding and experience. 4. Topic pre-test scores/ post-test scores - not all topics will have a testing component but, in some instances, a measured gain of knowledge will allow the officer know where he/she is strong or weak in that area.
Conclusion By using most ofthe time allotted toa roll call, training can beenhanced,and a culture of understanding can replace missed opportunities. When officers are exposed to constant training in small measures a cultureof "learning" is developed, in-house subject matter experts are discovered, and effectiveness increases.
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Strategic Initiatives Service Excellence
Lesson #1: When officers are exposed to constant training in small measures aculture of"learning" is developed, inhouse subject matter experts are discovered, and effectiveness increases. Lesson #2: By incorporating contemporary events intoa discussion, applications can easilybe made to the Bayside "environment". Innovation can be expected as topics are explored. Lesson #3: Liability is reduced when record keeping indicates the breadth oftraining, critical high-risktopics are routinely discussed, and Department policy is reviewed.
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Elections: Absentee Ballots and Voter Turnout
This case studyexplores the growth ofvoterturnout and absentee votingovertheyears, highlighting 2020and the COVID-19 pandemic. Due to the COVID-19pandemic, theVillage of Bayside has seen adramaticincrease in the number of absentee ballots requested fortheelections in 2020. Absentee voting has increased in popularityas it gives people the opportunity to exercise their right to votewhile also ensuringthe safetyofthe community. In the 2020 Spring Election held in April, the Village of Bayside issued arecord of 2,122 absentee ballots. This means that 65.7%of the total registered voters in the Village of Bayside were mailed an absentee ballot.
VoterTurnout inthe Village ofBayside Voter Turnout can be described as the numberofeligible voters that cast a ballot for an election.Generally, the Village of Bayside has an extremelyhighvoter turnout compared to the United States,the StateofWisconsin, and other surrounding municipalities.
Forexample, for the 2018General Election held in November,thevoterturnout percentage in the United States was 50%. For that sameelection, the voter turnout percentage in the State of Wisconsin was 61.40%. As depicted in the chart below, the voterturnout percentage for that election in the ViIIage of Bayside was 82.51%. This is significantly higherthan thevoterturnout percentage in theState ofWisconsin and the United States.
The chart belowdepicts the voterturnout percentage in the Village of Bayside for elections dating back to 2016. The highest voter turnout to-datewas the 2018General Election, with the second highest at the 2016 General Election. We are anticipating the 2020 General Election to have an extremely high voterturnout as well.
Voter Turnout Percentage in the Village of Bayside
100
00
60
:0
::,
~
,o
20
0 General Election (November)
I
Partisan Primary {August)
Spring Election (April)
111
Spring Primary (Febrvrary)
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Increased Participation through Absentee Voting Across the United States, absentee votinghas become increasinglypopular in 2020duetothe COVID-19 pandemic. Absenteevoting provides citizens with a convenient, safewayto exercise their right to vote. Byshowing a Photo ID, registered voters can request a ballotto be mailed to their house. They can complete the ballot intheir home, in the presence ofawitness, and mail the ballot back to the municipality. Absenteevoters must sign and datethe absentee envelope, obtain awitness signature, and awitness address. In the Village of Bayside, absenteevoting reached an allt ime high in the April 2020election.
The chart belowdepicts the percentage ofabsenteevoters in the April 2020 Election. Out of the 2,179 residents that voted inthis election, 1,987ofthose voted absentee. This means that 91% ofthe votes counted were from individuals who voted absentee.
The chart belowdepictsthe percentage ofabsenteevoters in the August 2020 Election. Out of the 1,354 residents that voted in this election, 1,150of those voted absentee. This means that 85% of the votes counted were from individualswho voted absentee.
April 2020 Election
August 2020 Election
MyVote Wisconsin In recent years, Wisconsin implemented the use of the MyVoteWisconsin system, which can beaccessed at www.myvote.wi.gov. Thisonline program allows citizens to register tovote, request an absentee ballot, track the status oftheir absentee ballot, view sample ballots and polling location information, and more. This has greatlyeased thevoting process, especially duringthepandemic. Municipal Clerks are notified immediatelywhen individuals registerto voteor request an absentee ballot.
~
17
_.
. . ,~
Strategic Initiatives Community Collaboration Connected Communication Fiscal Integrity Service Excellence
VOTE~ ~~
YOUR .-
VOICE
~ ATTER~
~~ ~
Lesson #1: TheVillage of Bayside has an extremely highvoter turnout rate compared to the rest of the country. Lesson#2:Votingabsenteeallowsyoutoexerciseyourrigh t t o v o te whileal soensu r i n g t hes afetyof t hecommunity. Lesson #3: MyVoteWisconsin is agreat wayfor citizens to register to vote, request an absentee ballot, and more.
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Changing Patterns: Historical Rain Events
This casestudy examines the change in rain events overtime and the adjustments to infrastructurethat have been made.
Significant Rain Events From 2017to2019, theVillage received a significant amount of rain. Therewere twenty-three events ranging from 1to 1.99 inches, five events rangingfrom 2 to 2.99 inches, and four events ranging from 3to 3.99 inches.
Thus far in 2020,theVi Ilage has experienced fewer total days of rainfall but events wherethe amount of rainfall is much greater than normal. In May 2020, one rain event brought an estimated 5+inches ofrain. Events as such reiterate the importance of storm water infrastructure. Our infrastructure includes Ellsworth Park Pond, theVillage Hall pond, and the 621 Brown Deer Road Pond.
Total Historical Rain Events from 2007-2019
e e e 1-1,99 in
2-2.99 in
3-3,99 in
e 4-4-99 ln
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Rain Events by Cumulative Rainfall
10
8
6
4
0 l-l.99in
Ill 2-299 in
.11 3-399 in
I
4-4.9 9 i n
5-5.99 in
· 2007-2016 · 2017 · 2018 · 2019
2020
Storm Water Infrastructure The Village's storm water management plan is constantly evolving. Over the past manyyears, the Village has taken
proactive steps to help mitigate rainwater.
In 2018, the new installation of the storm waterdiversion project was completed, movingstorm water from Ellsworth Park back to the Village Hall retention pond. Bythe completion ofthis project, the Village is able to divert mi IIions ofgallonsof waterperdayto the north and outto Lake Michigan ratherthan sending the water to the south, the pond at 621 Brown Deer Road, and Fox Point, helpingto alleviate storm water pressure and potential flooding.
As part of the road resurfacing project that is completed in various areas of the Village each year, the Village takes advantageofthis time to examineculverts and drainagegrading in those areas. Makingsurethatthese pieces of infrastructureare in good condition ensures that storm water has the abi litytoflow through private property and avoid flooding.
In 2021, thestormwater management plan is scheduled to beupdated to stayon top ofthe everchangingconditions. Everyyear, the Department of Public Works crews work in key areas helpingto mitigate storm water flow and issues that ariseduringstorms. Vi IIage Hall will also conduct astormwater management study as part of its MS4permit.
King Road Classroom In 2018, the Village created an outdoorclassroom on King Road that displays options residents can utilizeto improve storm water on their property. The classroom displays three options: bioswales, rain gardens, and bio-retention.
Bioswales are landscapefeatures than can capture and soakup water. Theyuseacombination of vegetation, stone, engineered soi I, and an underground pipe to helpslowdown and soakup stormwater that might otherwise contribute to flooding beforeentering astormwateroutlet.
A rain garden is made upofdecorative, stormwater-friendly plants and receives water from hard surfaces such as rooftops, sidewalks, driveways, and patios.Theshallowdepression ofthe garden maypool during heavy rainstorms as the plants, mulch, and soil soak up and remove pollutants from the storm water.
Bio-retention isatype ofgreen infrastructure designthat uses acombination ofstone and engineered soi Ito absorb stormwaterin shallow, low points wherethereis little to no sloping. Bio-retention helps reduce flooding and removes contaminants, sediment, and toxins from storm water.
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Rain Garden Layout
-S'-t....tt
-- .......
···
···
Strategic Initiatives Service Excellence Fiscal Integrity Sustainable ResiIience
Lesson #1: Rain events havechanged in natureovertime. Lesson #2: Residents have options to improvestormwateron their private property. Lesson #3: Innovativeinfrastructure is crucial to managing storm water in Bayside.
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NENA: Dispatching To Meet Standards
This case studyexamines howthe BaysideCommunications Centerutilizes NENAStandards for performance standards. One of the strategic initiatives ofthe Village of Bayside, as adopted by the Village Board ofTrustees, is Service Excellence. The BaysideCommunications Centerfocuses on providingexcellent service and timeliness in call takingthat adheres to national standards set forth by National Emergency Numbers Association (NENA).
NENA Standards The NENA Standards have been developed to facilitate the processingof 9-1-1 calls by PublicSafety Answering Points (PSAPS) and to serve as a measure ofstandardization in SOP development. Bayside Communications Center utilizesthese standards and metrics to determine performance levels ofstaff through aqualitycontrol program.
Metrics Call taking standards detailed and measured by the Bayside Communications Center, in adherence with NENA standards includethefollowing:
o 90% ofalI 9-1-1calls arrivingat the PSAP shall be answered within 15seconds o All incoming calls must beanswered in orderofpriority:
Callsreceivedon9-1-1Iine Calls received on non-emergency line Calls received on Administrativeorinternal lines o Standard Answering Protocol for9-1-11inesat aprimary PSAPshall beansweredwith"9-1-1"
9-1-1Calls The center prides itselfon professionalism, through adedicated quality control program and analysis of metrics to enhanceservices. While the NENA standards require90%ot9-1-1 calls answered in 15 seconds, Bayside Communications center is consistently abovethe bar with 98%of 9-1-1 calls answered in less than 10seconds. To put this in perspective Bayside Communications Centeranswered 109,014phonecall in 2019 and dispatches 85,095 calls for service out tothe north shore agencies.
911 Calls Answered in less than 10 seconds
120
100
80
20
0
2014
2015
2016
2017
2018
2019
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Call Reviews It is not only important that we answer thecall quickly, butwe do so with quality as welI. Al Istaffhavecall reviewsrandomlypulled throughout thecourseofthe month. Thesereviews aregraded based on adherence
to call answeringprotocol, gathering information,
address verification and several other metrics. The center must meet our internal standard of 98%forall staff. These reviews measurevariousmetrics including address verification, dispatch time, designation of appropriateunits and agencyto respond to call, and manyotherfactors. Call answering prioritizing and standard answering protocol detailed in the NENA standards.
120 100 80 ~
J:, 60
40 20
Call Reviews
0 2016
7/)T/
2018
?Ol'l
e Call Reviews
Conclusion Aswework towards standardization in dispatch,we measuresuccess in the benchmarks established by NENA, as well as our owninternal SOP'sand directives. Dispatching is acareerthat requires processing ofextensiveamounts ofdatain an efficient and effective manner. Bayside Communications Center isconstantlyraising thebar for itself and other PSAP's byexceedingstandards and developingenhanced policies to servethecommunities in the North Shorewith continued professionalism and pride.
Strategic Initiatives Service Excellence Community Collaboration
Lesson #1: Call processingmetrics are measured to ensurethecenter isperformingat National Standards. Lesson#2: Staffaretrained in accordance with NENAstandardsfor increased efficiency. Lesson #3: Policies are aligned to adherence and complianceof best practices in industry.
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myBlue: Year 2 Check-In
This case study examines the community's trust in the police department and the voicethat the community has in the police mission,This casestudyexamines how the reputation ofthe Police Department has changed in the eyes ofthe residents since the inception ofthe myBlueSectorOfficer Program. The studywill examine and quantify three key questions: Does thecommunityfeel they have astrongvoice as to what the police should focus; does the community trust the police to be fair; and does thecommunityrespect the police efforts to meet its mission?
Components An invitation toward intentiona Ipolice-citizen dialogue and police-citizen encounters are key precursors of legitimacy- both must exist.
o Do citizens participate in key decision processes (Le. be given avoice)? o Do citizens view asituation as (more)fairwhen officers are transparent about why they are resolving adispute?
ts neutrality a key element? o Research indicates individuals wantto be treated with dignityand respect Arethey? o Research also indicates citizens are more likely to view an interaction asfairwhen they trust the motives of the
police. Do they? o Do the police show agenuineconcem fortheparties involved in adispute?Research indicates citizens will view
the action taken as more fair ifthe officer shows agenuine concern.
myBlue Interventions and Outcomes Compliance and obligation: Police-led efforts specifically aimed at increasing legitimacyshould have a significant impact on public satisfaction with and confidence in the police, Such "interventions" are also associated with significantly increased public compIianceand cooperation, procedural justice (fairness, neutrality, etc) and legitimacy (a self-realized obligation to obeypolice and the law).
Maintaining apositive attitude toward the police: The dialogue offront-line pollce·led interventions is important for promoting citizen satisfaction, confidence, compliance, and cooperation with the police, and for enhancing perceptions of service processes (known as "procedural Justice") rather than outcomes or an end-result. In practical terms, this means that pol icecan achieve positivechanges in citizen attitudes to policethrough adopting procedurally justice dialogue as acomponent part ofany type of police intervention.
Metrics Sincethe inception of the program, measuringsuccess has been elusive, Quantifyingpoliceofficer contacts with residents doesn't offer any measureofunderstanding as to what dialogue and understandingas occurred, Recording anecdotes from police officers has also been difficult becauseofthesubjectivity
What did work, and continues to be consistently accurate, was measuring the requests that are recorded in theVi IIage "See Click Fix" (SCF) reporting mechanism. However, there is asodal disconnection between the officer and the resident since most reports/requests only result in warnings and enforcement of the Village code, which contradicts thephilosophyof "building bonds" with the community.
Attempts to interact with the residents is hindered, largely due to thedampeningeffect that the 2020COVID-19 pandemic has had on police service delivery. Police are restricted from close contact with people and are prohibited from entering homes unless for an emergency. Opportunities to meetgroups ofneighbors in afriendly setting have disappeared.
Still, anecdotal information and SCF contacts provide an overview of how anofficer"owns" oftheir sector, which is part of the program mission. If theofficerobserves acode violation and acts upon it, they are taking ownership and givethemselves an opportunityto interact with the resident, even ifit may be a less than ideal setting.
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Forthefirst 9 months in: !Code Enforcement rvacation Checks Parking Home Security Info Do Not Solicit
2019 86 120 24 3 92
2020 151 64 13
1 33
Change +71% -47% -33% -67% -64%
Mediation attempts bySector Officers to help neighbors recond le issues were moderately successful. Witnesses came forward to aid in the solution ofacrime, neighbors had open discussions with each other rather than callingthe policeon one another, and police officers were able to interact in aneutral and fair way.
For 2021, trust in the police and the process ofdeliveri ngjustice wil I be measured usingthe SCF system to record specific actions of the police, specific responses bythe residents, and to provide aplatform for commentary by residents. The modifications to SCF are being designed for atest"rollout" in December and afull release in January.
Conclusion By ensurl ng that all officers understand the principals, demonstrate proven strategies, hold to the values, and operate with transparency, residents and business owners will better communicate with the pol ice, understand the mission of the police department, and champion the processes of service delivery.
Strategic Initiatives Service Excellence Civic Engagement CommunityCollabortation
Lesson#1: When officers incorporate procedural justice into their daily interactions with citizens and suspects, people are more likelyto complywith policedirectives and the law because they seethe police as more legitimate. Lesson#2: Community behaviorshould suggest a link between increase levels of legitimacy and reduced crime. Lesson#3: Workingwith neighborhood residents to co-produce public safetygoals will reduce anxiety and promote dialogue.
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Cleaning Up the Village: Recycling and Clean Up Days
This case study explores resident participation in the Village's Recyclingand Clean Up Days.
Recycling Days and Clean Up Days aresomeofthe most popular services provided bytheVillage.These days give residents t he opportunityto cometo Village Hall and dispose ofextra recycling, yard waste, plastic bags, and more. The Villagecontinues to promotethe importance of recycling, and in recentyears, we have seen a significant increase in participation of Recyclingand Clean Up Days. So far in 2020, there have been four(4) Recycling Days. TheVillageof Bayside employs performance measurement tools toeffectively track how much Villageservices are being utilized. This allows the Villageto make data-driven decisions and implement contemporarysolutions.
The Bi-AnnualClean Up Daysthat theVillage provides have also gained popularitythroughout the years. Theseare held on Saturday mornings from 9:00AM-12:00PM. To participate, you must make a monetaryorfood donation to the HungerTask Force. Clean Up DaysareagreatwayforVillageresidentsto disposeof unwanted itemswhile also supporting a non-profit thatfights hunger inthe Milwaukee area.
Number of Cars (Clean Up Day)
300
250
200
TheVillage accepts a wide varietyof items for Clean Up Days. Please refer to the chart on the left for the list of acceptable items. Please note, theVillagedoes not accept items containingfreon oroil-based products.
The chart to the rightdepicts the numberofcars that participated in Clean Up Days since 2017. Unfortunately, the Spring 2020Clean Up Daywas canceled due to COVID-19 and the Fall 2020Clean Up Dayisto be determined. As you can see bythechart, the numberofcars that participated increased in 2019 from previous years.
100
so
0 2017
2018
2019
e e Spring
Fall
Growthof Recycling Days TheVillageof Bayside has seen an increase in resident participation ofthe Recycling Days. Theseare held monthlyduringthesummertimeandtakeplacefrom 9:00AM-11:30AM on Saturday mornings. Residents can bringtheir recycling items to the Department of PublicWorks building located behind Village Hall.
Thechart on the right are items that are accepted at Recycling Day. Promotingrecycling engenders the sustainabilityof resources intheVillage of Bayside and the world.
Acceptable Items
for Recycling Days
Yard Waste Recycling Electronics Scrap Metal Plastic Bags
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Recycling Day Participation Thechart to the left depicts the increase in the Recycling Dayparticipation in 2020. As show in the chart, there have been significantly morecars partakingin Recycling Day. Forexample, in August of 2019, 74 cars participated, whilein August of2020, 141cars participated. This isan increase of 91%.
Number of Cars (Recycling Days)
175
1so
125
Recently, the Departmentof PublicWorks has been tagging recycling containers throughout the VilIage that are contaminating the recycling load. Plastic bags get tangled inthe processingequipment and are not aIlowed in the recycling bin. When resident splace things in the recycling bin t hat are not allowed, the ViIIageof Bayside must pay extra to disposeofit.
75
so
25
0 June
July
August
· 2019 · 2020
Recycling Days DuringCOVID TheCOVID-19pandemichasslightly changed the process of Recycling Days in 2020. In previous years, VillageStaff alongwith volunteers would help residents unload their cars. DuetotheCOVID-19 pandemic, Recycling Days are now operatingin adrive-thru system, where residents must unload their items themselves. Village Staffare now wearinggloves, masks, and other PPEwhich significantlyrestricts t heirabilityto help unload certain items. Staff is assisting residents as much as possiblewhile stiII ensuringthe safetyofthe community. When deemed safe and appropriate, Village Hall will resume helping residents unload their cars.
To conclude, Recycling and Clean Up Days have increased in participation over recent years. Recycling is agreat way to ensuresustainabilityofresourcesin the Village of Bayside and the world. Remember to always doublecheckwhich iterns can be placed in your recycling bin, ascertain items aredeemed contaminants. Seeyou at the next Recyclingand Clean Up Day!
Acceptable Items for
Clean Up Days Bicycles Cell Phones Donations for Goodwill Donations for Habitat
for Humanity Electronics (NO TV or
Refrigerators) Garbage Recycling Eyeglasses Ink Cartridges Light Bulbs Mattresses Paint Scrap Metal Yard Waste
Village of Bayside I Budget Book 2021
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Strategic Initiatives Fiscal Integrity Community Collaboration Connected Communication Service Excellence Sustainable Resilience
Lesson #1: Recycling is agreat way to engender the sustainabilityof resources. Lesson #2: Make sure you double check whether your items can be recycled. Lesson #3: Clean Up Day is agreat way to get rid of unwanted items while also giving back to the community.
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FUND SUMMARIES
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General Fund
TheGeneral Fund is agovernmental fund that provides forthe main operations ofthe local governmentwhich are not primari ly supported by user fees. The main sourceoffundingforthe General Fund is the propertytax.
The General Fund is amajorfund within theVillage and represents 42%of the total expenditures for fiscal year 2021.
Summary
The VilIageof Bayside isprojecting $4.42M of revenue in FY2021, which represents a0.8% increase overthe prior year. Budgeted expenditures are projected to decreaseby0.9% or $40.79K to $4.42M in FY2021.
$SM
$4M
$3M
$2M
e Actual Revenue Source e Budgeted Revenue Source e Actual Expenditures e Budgeted Expenditures
$1M
$0
Village of Bayside I Budget Book 2021
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Revenues by Source
The majorityof the revenues for the General Fund is derived from the collection of property taxes. Revenues are also received from state aids, licenses and permits and other userfees.
Projected 2021 Revenues by Source
Licenses and Pennlts (0.6%) Inspections (1.5%)
Interest/Miscellaneous (3.9%) State Aids (14%)
Taxes (74.3%)
Our ViIIage continues to bechallenged by revenue constraints and Ii mited opportunity to growand develop.State levy limits, in place forwell overadecade, continue to plague fully developed communities, such as Bayside, by only allowing increases in the tax levy based on growth. In fact, dueto the significant fire at White Oaks Apartments in 2019, theVillage's net newgrowth in 2020was negat ive, yes negative (-.065%); and thus, no new tax dollars for general purposes are allowed or included. State levy limitsallow municipalities to adjust their total property tax levy by the amountofnet newconstruction, debt service, and increased expenses associated with ajoint Fire Department, such as the North Shore Fire Rescue, minus the levyreduction for personal propertyaid. These four elements would allow theVillage to increasethe property tax levy by $9,348. The 2021 recommended budget proposes an increaseof$9,348, an increase to $4,614,188,or0.20 percent. Theentire increase isallocated to expenditure increases related to the North Shore Fire Department.
Village of Bayside I Budget Book 2021
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Budgeted and Historical 2021 Revenues by Source
5
4
3
V,
C:
~ ii:
2
l
0
~~
~.,"'
~
tt-"'"'
~'o
tt-"'"'
,p"~' °'
e Other Financing Sources e Intergovernmental
State Aids
e Licenses and Permits e· Services
Taxes
e Inspections e Interest/Miscellaneous
Grey background indicates budgeted figures.
Name
Revenue Source Taxes Property Ta xes Interest On Delinquent Taxes Payment In Lieu OfTaxes Total Taxes:
Intergovernmental Community Development Block Grant PublicSafety Communication Administration North Shore Library Administration Intergovernmental Grant
Total Intergovernmental:
State Aids State Shared Revenue Video Service Provider Aid Recycling Grant Exempt Computer Aid Personal Property Aid State Transportation Aid State Highway 32 Connecting Highway Aid
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$3,184,461.00 $18,759.71 $46,127.00
$3,249,347.71
$3,184,461.00 $12,000.00 $46,126.56
$3,242,587.56
$3,226,561.00 $12,000.00 $46,532.57
$3,285,093.57
$1,680.00 $95,953.00 $19,521.00 $71,216.00 $188,370.00
$5,598.00 $95,952.75
$0.00 $0.00 $101,550.75
$5,598.00 $97,488.25 $19,521.00
$0.00 $122,607.25
$60,321.0 0 $7,330.04
$25,676.07 $ 1 5,1 6 0 .0 0
$1,738.00 $402,837.00
$16,954.00
$60,320.87 $0.00
$25,679.00 $15,160.00
$0.00 $402,837.00
$16,954.00
$60,296.00 $7,330.00
$25,676.00 $15,160.00
$1,737.00 $412,020.00
$ 1 6,95 4 . 0 0
1.3% 0%
0.9% 1.3%
0% 1.6%
20.7%
0% 0% 0% 2.3% 0%
Village of Bayside I Budget Book 2021
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Name
Expenditure Restraint Aid Total State Aids;
Licenses and Pennits Operator Licenses Liquor Licenses Cigarette Licenses Animal Licenses Transient Merchant Permit Excavation/Right Of Way/Privilege Rummage Sale Permits Dumpster Permits Sign Permits Conditional Use Permits Board Of Zoning Appeals Fees Special Event Permits
Total Licenses and Permits:
Services Cable Franchise Fees Tree Program Fines & Forfeitures Misc. Service Fee-Notary/Fingerprinting Property Status Revenue Publication Fees Data Sales Specia I Pickups Mulch Deliveries Garbage & Recycling Cans/Utd Well Permit Park Facility Rental & Programs Public Works Service Revenue
Total Services:
Inspections Residential Code Compliance Architectural Review Committee Applications Occupancy Permits Building Permits Vacant Property Fees
Total Inspections:
Interest/Miscellaneous Equipment Rental- Sewer Fund Equipment Rental- Stormwater Fund Interest Unrealized & Realized Gain/Loss - Investments
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
$79,944.00 $609,960.11
$79,943.51 $600,894.38
$78,900.00 $618,073.00
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
-1.3% 2.9%
$1,425.00 $2,900.00
$300.00 $1,750.00
$350.00 $12,000.00
$120.00 $2,000.00
$500.00 $700.00 $2,000.00
$50.00 $24,095.00
$1,000.00 $3,000.00
$300.00 $1,750.00
$300.00 $15,000.00
$220.00 $1,000.00
$700.00 $300.00
$0.00 $250.00 $23,820.00
$1,000.00 $2,900.00
$200,00 $1,750.00
$300.00 $15,000.00
$120,00 $2,000.00
$500.00 $300.00 $500.00
$50.00 $24,620.00
0% -3.3% -33.3%
0% 0% 0% -45.5% 100% -28.6% 0%
-80% 3.4%
$65,000.00 $5,000.00
$24,000.00 $161.50
$4,777.25 $250.00 $550.00
$9,170.50 $8,500.00
$0.00 $6,900.00 $3,205.50
$288.50 $127,803.25
$74,000.00 $5,000.00
$50,000.00 $100.00
$3,100.00 $175.00 $550.00
$8,000.00 $4,800.00 $2,600.00 $10,000.00
$800.00 $1,000.00 $160,125.00
$65,000.00 $5,000.00
$40,000.00 $100,00
$4,000.00 $175.00 $550.00
$8,000.00 $4,800.00
$0.00 $0.00 $800.00 $300.00 $128,725.00
-12.2% 0%
-20% 0%
29% 0% 0% 0% 0%
-100% -100%
0% -70% -19.6%
$100.00 $2,000.00
$250.00 $85,000.00
$750.00 $88,100.00
$0.00 $2,000.00
$140.00 $65,000.00
$0.00 $67,140.00
$0.00 $2,000.00
$250.00 $65,000.00
$0.00 $67,250.00
0% 78.6%
0%
0.2%
$17,500.00 $17,500.00 $125,000.00 $53,370.00
$17,500.00 $17,500.00 $140,000.00
$0.00
$20,000.00 $20,000.00 $110,000.00
$0.00
14.3% 14.3% -21.4%
Village of Bayside I Budget Book 2021
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Name
Miscellaneous Revenues Copies Fire Dues False Alarm Fees Recycling Proceeds Credit Card Rebate Insurance Awards Equipment Sales Community Event Donations Total Interest/Miscellaneous:
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
$2,587.00 $5.00
$22,749.88 $5,000.00 $500.00 $7,866.46
$15,284.00 $3,436.26 $0.00
$270,798.60
$500.00 $150.00
$0.00 $5,000.00 $1,000.00 $7,000.00
$0.00 $0.00 $0.00 $188,650.00
$500.00 $150.00
$0.00 $5,000.00
$500.00 $7,000.00
$0.00 $0.00 $10,000.00 $173,150.00
FY2020 Budgeted vs. FY2021 Budgeted{% Change) 0% 0%
0% -50%
0%
-8.2%
OtherFinancing Sources Transfer From Cda
Total Other Financing Sources: Total Revenue Source:
$3,667.00 $3,667.00 $4,562,141.67
$0.00 $0.00 $ 4,3 8 4 , 7 6 7 . 6 9
$0.00 $0.00 $4,419,518.82
Expenditures by Function
0 .8%
The majorexpenses with the General Fund are thePolice Department,North Shore Fire Department, Public Works and General Government. The Police Department accounts for 39% of the total expenditures in thefund.
Budgeted Expenditures by Function
Building Inspection (1.3%) North Shore Library (3.6%) General Government (16.5%)
Police (39.2%)
Public Works (18.7%)
North Shore Fire (19 .6% )
For histori cal puposes in 2019, expenses forthe NorthShore Fire Department, North Shore Health Department, and North Shore Librarywere moved from the Consolidated Services Fund to the General Fund.
Village of Bayside I Budget Book 2021
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Budgeted and Historical Expenditures by Function
5
4
3
V,
C
~
~ 2
0
Court
e Building Inspection e North Shore Fire
Tra nsfers
e North Shore Library Police
e Parks e General Government
e North Shore Hea lth e Public Works
Grey background indicates budgeted figu res.
N am e
Expenditures General Government Wages- Ft Health Insurance Buyout Dental Insurance Buyout Trustee Wages Elections Wages Elections Supplies Wisconsin Retirement System Socia I Security Life Insurance Health Insurance Dental Insurance Recruitment Special Legal Services Contractual Services Legal Counsel- Contracted Legal Counsel-Personnel Audit Services Assessor Services Telecommunications Computer Support
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budgeted(% Change)
$244,929.66 $2,100.00 $135.84 $8,200.00 $6,000.00
$11,625.00 $16,532.75 $19,535.46
$876.13 $18,843.84
$501.77 $296.00 $2,000.00 $12,578.00 $58,583.00 $8,033.00 $18,403.00 $24,900.00 $2,900.00 $1,000.00
$251,280.00 $2,100.00 $217.00 $8,400.00 $6,000.00 $7,600.00
$17,805.00 $21,573.00
$1,088.10 $24,294.00
$544.00 $700.00 $2,000.00 $11,078.00 $58,583.03 $8,032.56 $18,402.50 $24,900.00 $2,900.00 $1,000.00
$236,083.00 $2,000.00 $208.00 $8,400.00 $3,000.00 $3,800.00
$15,017.00 $20,402.00
$796.00 $17,393.00
$362.00 $0.00
$ 2 ,0 0 0 . 0 0 $13,379.00 $58,583.00
$0.00 $18,742.50 $24,900.00
$2,614.00 $1,000.00
-6% - 4.8% -4.1%
0% -50% -50% -15.7% -5.4% -26.8% -28.4% -33.5% -100%
0% 20.8%
0% -100%
1.8% 0%
-9.9% 0%
Village of Bayside I Budget Book 2021
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Name
Benefit Administrative Fees Investment Fees Materials &Supplies Financial Advisor Services Administrative Office Supplies Postage Dues & Subscriptions Training, Safety & Certifications Wellness Publications & Printing Equipment Replacement Employee Recognition Contingency Covid 19 Contingency Pollution Liability General liability Automobile Liability Boiler Insurance Workers Compensation Commercial Crime Policy Property Insurance Public Officia IBonds Tax Refunds/Uncollectible Municipal Code Total General Government:
Coort Judge Fees Social Security Special Prosecutorial Services Contractual Services Lega! Counsel - Contracted
Total Court:
Police wages Ft Overtime wages Pt Holiday Pay Health Insurance Buyout Shift Differential Pay-Bump Dental Insurance Buyout Wisconsin Retirement System Social Security Life Insurance Health Insurance
FY2020 Actual
$510.00 $4,200.00 $2,262.00 $6,000.00
$800.00 $4,000.00 $8,907.00 $4,161.00 $5,100.00 $1,000.00
$100.00 $2,000.00
$100.00 $0.00
$167,908.00 $0.00
$20,194.00 $5,134.00 $549.00
$47,603.35 $151.04
$7,417.58 $9,624.00
$200.23 $4,000.00 $759,894.65
FY2020 Budgeted
$510.00 $4,200.00 $2,200.00 $6,000.00
$800.00 $4,000.00 $7,000.00 $4,161.00 $5,100.00 $1,000.00
$100.00 $2,000.00
$100.00 $20,000.00 $167,908.00
$886.00 $21,218.00 $19,669.00
$802.00 $59,859.00
$1,921.00 $8,374.00 $12,828.00
$0.00 $4,000.00 $823,133.19
FY2021 Budgeted
$200.40 $4,200.00 $2,200.00 $6,000.00
$800.00 $4,000.00 $2,600.00 $6,430.47 $8,255.00 $1,000.00
$100.00 $2,000.00
$100.00 $50,000.00 $89,554.00
$0.00 $44,605.52
$5,606.00 $634.00
$50,297.55 $166.36
$7,418.00 $9,816.48
$0.00 $4,000.00 $728,663.28
FY2020 Budgeted vs. FY2021 Budgeted(%Change) -60,7% 0% 0% 0% 0% 0% -62.9% 54.5% 61.9% 0% 0% 0% 0% 150% -46.7% -100% 110.2% -71.5% -20.9% -16% -91.3% -11.4% -23.5%
0% -11.5%
$900.00 $69.00
$915.00 $4,090.00 $23,897.00 $29,871.00
$900.00 $69.00
$915.00 $4,085.00 $23,896.60 $29,865.60
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00
-100% -100% -100% -100% -100% -100%
$1,023,889.49 $30,000.00 $29,463.99 $32,267.00 $18,900.00 $3,360.00 $906.00
$114,366.00 $87,117.17 $786.63 $99,943.33
$1,023,408.00 $35,000.00 $29,164.00 $32,267.00 $18,900.00 $3,360.00 $906.00
$114,366.00 $87,618.00 $798.00
$136,189.00
$1,108,010.00 $30,000.00 $0.00 $36,286.00 $12,600.00 $3,360.00 $680.00
$122,031.00 $91,673.00 $855.00
$155,107.00
8.3% -14.3% -100% 12.5% -33.3%
0% -24.9%
6.7% 4.6% 7.1% 13.9%
Village of Bayside I Budget Book 2021
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Name
Dental Insurance House Of Correction Fees Contractual Services Prosecutorial Services Legal Counsel-Personnel Madacc Telecommunications Computer Support Benefit Administrative Fees Materials &Supplies --· Fleet Maintenance Office Supplies Postage Dues & Subscriptions Training, Safety & Certifications Ammunition Uniform Supplies Medical Supplies Fuel Maintenance Police Professional Liability Contractual Retirement Benefits Total Police:
North Shore Fire Fire & Rescue - North Shore Fire Insurance Dues
Tota1North Shore Flre:
Building Inspection Wages Ft Building Permits
Total Building Inspection:
Public Works Wages Ft Overtime Wages Pt Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Social Security Life Insurance Health Insurance Dental Insurance Facility Maintenance & Supplies Cleaning & Janitorial Servkes Hvac Maintenance
fY2020 Actual
$1,485.13 $1,000.00 $41,000.00
$0.00 $2,000.00 $1,300.00 $5,196.00 $5,000.00 $1,140.00 $8,025.00 $5,000.00 $1,000.00
$800.00 $1,300.00 $5,500.00 $1,600.00 $6,500.00 $1,665.00 $16,650.00 $12,139.00 $56,893.00 $1,616,192.74
FY2020 Budgeted
$2,583.00 $1,000.00 $38,905.23
$0.00 $678.50 $1,300.00 $5,196.00 $5,000.00 $1,140.00 $6,025.00 $7,000.00 $1,000.00 $700.00 $1,560.00 $4,753.00 $1,600.00 $6,500.00 $1,672.77 $22,000.00 $16,179.00 $56,893.47 $1,663,661.97
FY2021 Budgeted
$2,705.00 $751.00
$36,174.00 $24,897.00
$1,000.00 $1,300.00 $5,195.00 $5,000.00 $1,436.40 $5,400.00 $7,000.00 $1,000.00
$800.00 $990.00 $4,000.00 $1,600.00 $6,500.00 $1,090.00 $18,060.00
$0.00 $46,334.39 $1,731,834.79
FY2020 Budgeted vs. FY2021 Budgeted(% Change) 4.7% -24.9% -7%
47.4% 0% 0% 0%
26% -10.4%
0% 0% 14.3% -36.5% -15.8% 0% 0% -34.8% -17,9% -100% -18.6% 4.1%
$853,689.00 $22,750.00
$876,439.00
$853,689.00 $0.00
$853,689.00
$864,506.00 $0.00
$864,506.00
1.3% 1.3%
$20,000.00 $38,250.00 $58,250.00
$20,000.00 $25,750.00 $45,750.00
$20,000.00 $35,750.00 $55,750.00
0% 38.8% 21.9%
$286,350.00 $5,839.00
$44,794.66 $375.02 $0.00
$22,746.40 $25,807.94
$701.18 $83,715.22
$1,876.85 $20,000.00 $11,400.00
$4,200.00
$286,350.00 $3,500.00
$47,571.00 $500,00 $57.00
$20,848.00 $24,415.00
$517.00 $70,459.00
$1,586.00 $25,000.00 $11,500.00
$4,200.00
$303,960.00 $4,200.00 $0.00 $0.00 $0.00
$20,057.00 $23,574.00
$557.00 $91,315.00
$1,903.00 $22,500.00 $11,400.00
$4,200.00
6.1% 20% -100% -100% -100% -3.8% -3.4% 7.7% 29.6% 20% -10% -0.9%
0%
Village of Bayside I Budget Book 2021
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Name
Contractual Services Engineering Utilities Telecommunications Benefit Administration Materials &Supplies Fleet Maintenance Tools Office Supplies Dues & Subscriptions Training, Safety & Certifications Uniform Supplies Winter Operations Fuel Maintenance Equipment Replacement Equipment Rental Tipping Fees Yard Waste Tub Grinding Employee Relations Street Maintenance Signage &Traffic Safety Forestry & Landscaping Tree Disease Mitigation Total Public Works:
North Shore library library-North Shore
Total North Shore Library:
North Shore Health Health Department
Total North Shore Health:
Parks Wages - Ft Social Security Materials &Supplies Community Events
Total Parks:
Total Expenditures:
FY2020Actual
$33,824.00 $16,728.00 $42,000.00
$2,100.00 $0.00
$6,000.00 $37,000.00
$500.00 $173.00 $925.00 $1,000.00 $2,000.00 $40,000.00 $22,000.00
$0.00 $7,500.00 $71,000.00 $7,500.00
$0.00 $7,700.00 $2,000.00 $5,000.00 $25,000.00 $837,756.27
FY2020 Budgeted
$35,094.00 $16,728.00 $S9,000.00
$2,865.00 $0.00
$4,937.73 $31,163.00
$500.00 $150.00 $525,00 $1,000.00 $1,800.00 $36,000.00 $22,000.00
$0.00 $7,500.00 $68,942.27 $7,500.00
$0.00 $7,700.00 $2,000.00 $5,000.00 $25,000.00 $831,908.00
FY2021 Budgeted
$38,727.00 $20,000.00 $55,000.00
$2,300.00 $114.00
$5,100.00 $31,163.00
$1,500.00 $150.00 $525.00
$1,950.00 $1,800.00 $40,000.00 $20,000.00 $6,200.00 $8,500.00 $71,000.00 $8,500.00
$100.00 $7,700.00 $2,000.00 $7,000.00 $15,000.00 $827,995.00
FY2020 Budgeted vs. FY2021 Budgeted(% Change) 10.4% 19.6% -6.8% -19.7%
3.3% 0%
200% 0% 0%
95% 0%
11.1% -9,1%
13.3% 3%
13.3%
0% 0% 40% -40% -0.5%
$162,194.00 $162,194.00
$177,555.00 $177,555.00
$160,277.00 $160,277.00
-9.7% -9.7%
$28,645.00 $28,645.00
$28,645.00 $28,645.00
$29,395.00 $29,395.00
2.6% 2.6%
$3,036.00 $232.25 $500.00 $0.00
$3,768.25
$4,373,010,91
$5,200.00 $398.00 $500.00 $0.00
$6,098.00
$4,460,305.76
$5,200.00 $397.80 $500.00
$15,000.00 $21,097.80
$4,419,518.87
0% -0.1%
0%
246%
-0.9%
Village of Bayside I Budget Book 2021
Page 223
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Supplies and Contractual (47%)
Personnel (53%)
Budgeted and Historical Expenditures by Expense Type
5
0
e e e Transfers Out
Supplies and Contractual
Personnel
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
Village of Bayside I Budget Book 2021
FY2020 Budgetedvs. FY2021
Budgeted(% Change)
Page 224
Name
Expense Objects Personnel Supplies and Contractual
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
$2,268,504.71 $2,104,506.20 $4,373,010.91
$2,308,530.10 $2,151,775.66 $4,460,305.76
$2,341,931.80 $2,077,587.07 $4,419,518.87
Fund Balance
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
1.4% -3.4% -0.9%
The ViIIage continues to maintain adherence to itsgeneral fund, fund balance policy and ahcivethe objectives of:
A. To insulatetheVillage from large, unanticipated one-timeexpenditures or revenue reductions resulting from external changes.
B. To providefunds to allow theVillage to respond to unforeseen emergencies.
C. To help st abilize the ViIIage's tax levydue to atemporary reduction in non-property tax revenue.
D. To provide sufficient working capital to eliminate the need for short-term borrowingdueto the timingof thereceipt of short-term receivables and the remittance ofshort-term payables.
E. To strive to maintain ageneral fund balance between 25% t o 30% of budgeted generalfund appropriations. In determiningthe acceptable range of general fund balance, the ViIIage considered the following factors:
o Historical stability oftheVillage's revenues, expenditures, and mill rate. o Timingofrevenuecollections in relation to payments made foroperational expenditures. o Anticipated growth in theVillage's valuation and/orservices to be provided to VilIage residents.
F. Applyanyoperational surplus attheend ofanyfiscal year to the reservefor working capital if necessary to meet policy minimums.
G. Eliminatethe budgeted use of fund balance if its usewou ld reduce theavailable balance below policy minimums.
$1.7SM $ 1 .SM
$1.25M $1M
$7SOK $SOOK $2SOK
$0
Fund Balance Projections
e· Assigned Unassigned
Vi llage of Bayside I Budget Book 2021
Page 225
Fund Balance Unassigned Assigned Total Fund Balance:
FY2020 Actual
$1,487,303 : $12,745 i
$1,500,048
FY2021; Actual
$1,487,303
$0
$1,487,303
%Change
0% -100% -0,8%
Village of Bayside I Budget Book 2021
Page 226
Stormwater Enterprise Fund
To provide residential and commercial stormwaterservices in a manner which implements best management practices and in compliancewith stateand federal regulations.
From 2007-2020, Baysidehad 115events totaling 1- 1.99 inches, 19eventstotaling2- 2.99 inches, 12events totaling3 - 3.99inches, 8 eventstotaling4-4.99 inches, and 1eventover 5inches.
Summary
The Village of Bayside is projecting$588.63K ofrevenue in FY2021, which represents a8.2% increase overthe prioryear. Budgeted expenditures are projected to increase by 11.7%or$63.49Kto $606.37K in FY2021.
$1.25M $IM
$750K $SOOK $250K
$0
e Actual Revenue Source e Budgeted Revenue Source e Actual Expenditures e Budgeted Expenditures
Coals
1 Conductstormwatermanagement studyupdate. 2 UpdateWI ON RMS4 Permit 3. Manage2021capital projects. 4. Updatefive (5) year capital improvement program and plan. s. Identifyjoint purchasing and collaboration efforts with other government agencies.
Village of Bayside I Budget Book 2021
Page 227
Stormwater Staffing FTE Allocation
Stormwater Staff
1.75
15
125
0 .75
05
025
0
2012
2013
2014
2015
2016
2017
2018
2019 2020 2021
Revenues by Source
The storm water management utility is funded primarily through aperequivalent residential unit (ERU)fee of $244in 2021, which is a$.0.50/month increase from 2020. Each residential property is considered one ERU whi le non-residential property ERU's arecalculated based on theamount ofimpervious surfaceon the property.
Projected 2021 Revenues by Source
Intergovernmental (6.8%)
Services (93.2%)
Village of Bayside I Budget Book 2021
Page 228
Budgeted and Historical 2021 Revenues by Source
1.2
1
0.8
"C '
~ 0.6 i
0.4
0.2
0
0"'<:"; '"'
~
<t-"'<:;
e e e Interest/Miscellaneous
Other Financing Sources · Intergovernmental
Services
Grey background indicates budgeted figures.
Name Revenue Source Intergovernmental Intergovernmental Grant Total Intergovernmental:
Services Residential Stormwater Commercial Stormwater Right-Of-Way Culvert Replacement Program
Total Services:
Total Revenue Source:
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
$4,731.00 $4,731.00
$0.00 $0.00
$40,000.00 $40,000.00
$377,111.00 $142,974.26
$25,600.00 $545,685.26
$550,416.26
$379,515.50 $154,449.48
$10,000.00 $543,964.98
$543,964.98
$384,178.00 $ 154,449.00
$10,000.00 $548,627.00
$588,627.00
1.2% 0% 0%
0.9%
8.2%
Village of Bayside I Budget Book 2021
Page 229
Expenditures by Function
Budgeted Expenditures by Function
Stormwater Utility (100%)
Budgeted and Historical Expenditures by Function
0.8 0.6 0.4 0.2
0
e Stormwater Utility
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
Village of Bayside I Budget Book 2021
Page 230
Name
Expenditures StormwaterVtfllty Wages- Ft OJertime v,,lages-Pt Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Socia! Security life Insurance Health Insurance Dental Insurance Contractual Services Legal Counsel·Contracted Audit Services Engineering Utilities Telecommunications Benefit Administrative Fees Materials & Supplies Lift Station Maintenance Training, Safety & Certifications Culvert Materials Landscaping Materials Excavation And Disposal Fuel Maintenance Construction Materials Equipment Replacement Equipment Rental General Liability Insurance Workers Compensation Commercial Crime Policy Property Insurance Capital Projects Adrninistrative/fransfer To Total StonnwaterUtility:
Total Expenditures:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(%Change)
$126,046.12 $1,941.00 $984.00 $658.33 $31.37 $8,574.53 $9,919.05 $240.67
$22,891.07 $551.39
$1,376.00 $413.00
$1,497.00 $66,000.00
$1,200.00 $40.00
$226.00 $2,500.00 $2,000.00 $1,000.00 $27,000.00 $25,000.00
$0.00 $2,500.00 $2,211.76 $2,000.00 $175,000.00 $2,922.00 $1,524.00
$10.00 $2,829.00 $75,000.00 $65,685.00 $629,771.30
$629,771.30
$147,217.00 $900.00 $0.00
$1,200.00 $135.00
$9,998.00 $11,433.00
$265.00 $20,131.00
$453.00 $1,138.00
$413.00 $1,624.00 $66,000.00 $2,400.00
$250.00 $170.00 $2,087.00 $2,000.00 $2,000.00 $38,000.00 $35,920.69
$0.00 $2,500.00 $27,760.00 $2,000.00 $17,500.00 $3,451.53 $1,916.00
$144.00 $3,193.84 $75,000.00 $65,685.32 $542,885.38
$542,885.38
$123,597.00 $900.00 $0.00 $500.00 $54.00
$8,404.00 $9,566.00
$263.00 $21,741.00
$453.00 $1,029.00
$0.00 $1,654.00 $62,164.00 $2,400.00
$100.00 $22.80
$2,500.00 $2,000.00 $1,000.00 $27,000.00 $37,000.00 $15,000.00 $2,500.00
$0.00 $62,000.00 $20,000.00
$2,643.84 $1,609.95
$11.28 $2,829.00 $133,000.00 $64,430.07 $606,371.94
$606,371.94 . ----
-16% 0%
-58.3% -60%
-15.9% -16.3%
-0.8% 8% 0%
-9.6% -100%
1.8% -5.8%
0% -60% -86.6% 19.8%
0% -50% -28.9%
3%
0% -100% 3,000% 14.3% -23.4%
-16% -92.2% -11.4% 77.3%
-1.9% 11.7%
11.7% ··--·-·-..-·~-
Village of Bayside I Budget Book 2021
Page 231
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Transfers Out (10.6%)
Debt Service and Capital (21.9%)
Supplies and Contractual (40.2%)
Personnel (27.3%)
Budgeted and Historical Expenditures by Expense Type
0.8
0.6
0.4
0 .2
0
e e e e lransfers Out
Debt Service and Capital
Personnel
Supplies and Contractual
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
Village of Bayside I Budget Book 2021
Page 232
Name
Expense Objects Personnel Supplies and Contractual Debt Service and Capital Transfers Out
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
$171,837.54 $317,248.76
$75,000.00 $65,685.00 $629,771.30
$191,732.00 $ 2 10 , 4 6 8 . 0 6
$ 7 5 , 0 0 0 .00 $65,685.32 $542,885.38
$165,478.00 $243,463.87 $133,000.00
$64,430.07 $606,371.94
Fund Balance
- 1 3 .7% 15.7% 77.3% -1.9% 11.7%
The fund balance ofthe Stormwater Reserve Fund shalInot be less than 20% of the annual expenditures.
$ 3SOK $300K $250K $200K $150K $100K
$SOK $0
/)'<:>~
Fund Balance Projections
(\,<:> /\,<:>
e Assigned e Unassigned
(\,',
~~
Fund Balance Unassigned Assigned Total Fund Balance:
FY2020 Actual
$192,951 $30,000
$222,951
FY2021 Actual
$170,207 $0
$170,207
%Change
-11.8% -100% - 2 3 .7 %
-------
Village of Bayside I Budget Book 2021
Page 233
Sanitary Sewer Enterprise Fund
To provide residential and commercial sewerservices in conjunction with the Milwaukee Metropolitan Sewerage District.
Summary
The ViIIageofBayside is projecting$929.32K ofrevenue in FY2021, which represents a 14.5%decrease over the prior year. Budgeted expendituresare projected to decrease by25.8% or $396.9Kto $1.14M in FY2021.
$2M
$1.SM
$1M
$SOOK $0
· Actual Revenue Source · Budgeted Revenue Source
e Actual Expenditures e Budgeted Expenditures
Coals
1 Manage 2020capital projects. 2 Update SanitarySewer Private Property Inflowand Infiltration policies. 3. Updatefive (5) year capital improvement program and plan. 4. Identifyjoint purchasingand collaboration efforts with othergovernment agencies.
Sanitary Sewer FTE Staffing
Sanitary Sewer Staff
25
15
05
0
2012
2013
2014
2015
2016
2017
2018
2019
2020 2021
--------
Village of Bayside I Budget Book 2021
Page 234
Revenues by Source
The sanitarysewer utility is funded primarilythrough userfees. Each non-metered sanitary sewerconnection pays an annual charge of $496 in 2021, a$0.50/month increasefrom 2020. Commercial metered users payavolumetric usagecharge of $4.18/1,000gallons, and are billed quarterly. The ViIIagedoes receive grant fundi ngforsanitary sewer projects from time to time.
Projected 2021 Revenues by Source
Services (100%)
Village of Bayside I Budget Book 2021
Page 235
Budgeted and Historical2021 Revenues by Source
1 .2 1
0.8
VI C
~ 0.6 i
0.4 0.2
0
~"'
<t-"""'
~'o
<t-"""'
,fv"'
· Interest/ Miscellaneous · Intergovernmental · Services
Grey background indicates budgeted figures.
Name Revenue Source Services Intergovernmental Grant-Ppii Residential Sewer-Eru Commercial Sewer-User Fee Police Lease Revenue Total Services:
Interest/Miscellaneous Interest
Total Interest/Miscellaneous:
Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
$0.00 $782,530.00
$98,552.83 $34,230.00 $915,312.83
$150,000.00 $777,138.00 $125,000.00
$34,230.00 $1,086,368.00
$0.00 $795,088.00 $100,000.00
$34,230.00 $929,318.00
$357.90 $357.90
$915,670.73
$0.00 $0.00
$1,086,368.00
$0.00 $0.00
$929,318.00
-100% 2.3% -20% 0%
-14.5%
-14.5%
Village of Bayside I Budget Book 2021
Page 236
Expenditures by Function
Budgeted Expenditures by Function
Sanitary Sewer (100%)
l.75 1.5 1.25
V,
C
~
i
0.75
0.5
0.25
0
~"'
<t-'1,<::,
Budgeted and Historical Expenditures by Function
e Sanitary Sewer
Grey background indicates budgeted figures.
Name
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021
Budgeted(% Change)
Village of Bayside I Budget Book 2021
Page 237
Name
Expenditures Sanitary Se\Ner Wages- Ft Overtime Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Social Security Life Insurance Health Insurance Dental Insurance Contractual Services Private Prop Ii Audit Services Engineering Utilities Telecommunications Benefit Administrative Fees Materials &Supplies Fleet Maintenance lift Station Maintenance Tools Diggers Hotline Postage Training, Safety &Certifications Fuel Maintenance Equipment Replacement Equipment Rental General Liability Insurance Workers Compensation Commercial Crime Policy Property Insurance Capital Projects Depredation Principal Redemption - Cwt Loan Principal Redemption On Bond Interest On Bond Interest Clean Water Fund Total Sanitary Se\Ner.
Total Expenditures:
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted{% Change)
$117,056.00 $900.00 $695.83 $34.03
$9,900.00 $9,079.47
$168.30 $7,097.01
$207.15 $274,122.00
$0.00 $3,525.00 $43,091.00 $5,100.00
$40.00 $170.00 $1,600.00 $1,016.00 $9,000.00 $3,500.00 $2,000.00 $400.00 $1,000.00 $2,200.00 $1,000.00 $17,500.00 $2,366.00 $1,954.00
$10.00 $2,914.00 $540,000.00 $3,138.00 $78,939.00 $163,750.00 $53,183.00 $8,853.00 $1,365,508.79
$1,365,508.79
$117,056.00
$123,597.00
$900.00
$900.00
$1,200.00
$500.00
$135.00
$54.00
$9,979.00
$8,404.00
$11,513.00
$9,566.00
$265.00
$263.00
$20,131.00 - ·--
$453.00
$21,741.00 $453.00
$274,122.00
$274,993.00
$150,000.00
$0.00
$3,525.00
$3,525.00
$43,091.00
$34,678.00
$7,000.00
$6,000.00
$360.00
$100.00
$170.00
$22.80
$2,000.00
$2,000.00
$1,000.00
$1,500.00
$11,550.00
$10,550.00
$3,500.00
$1,500.00
$2,130.00
$2,000.00
$400.00
$400.00
$2,425.00
$2,400.00
$3,200.00
$3,200.00
$1,000.00
$1,000.00
$17,500.00
$20,000.00
$2,800.00
$2,144.45
$1,954.32
$1,641.88
$146.88
$11.28
$3,289.82
$2,914.00
$540,389.00
$295,000.00
$3,138.00
$3,138.00
$78,938.95
$80,805.86
$163,750.00
$173,750.00
$53,182.74
$48,426.49
$8,853.17
$6,964.19
$1,541,047.88
$1,144,142.95
$1,541,047.88
$1,144,142.95
5.6% 0%
-58.3% -60%
-15.8% -16.9%
-0.8% 8% 0%
0.3% -100%
0% -19.5% -14.3% -72.2% -86.6%
0% 50% -8.7% -57.1% -6.1%
0% -1% 0% 0% 14.3% -23.4% -16% -92.3% -11.4% -45.4% 0% 2.4% 6.1% -8.9% -21.3% -25,8%
-25.8%
Village of Bayside I Budget Book 2021
Page 238
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Personnel (14.5%)
Supplies and Contractual (32.4%)
Debt Service and Capital (53.1%)
1.75 1.5
1.25
<Jl C
~
~ 0.75 0 .5 0.25 0
Budgeted and Historical Expenditures by Expense Type
e · Personnel · Supplies and Contractual
Debt Service and Capital
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budget ed
Village of Bayside I Budget Book 2021
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
Pa ge 239
Name
Expense Objects Personnel Supplies and Contractual Debt Service and Capital
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
$145,137.79 $372,508.00 $847,863.00 $1,365,508.79
$161,632.00 $531,164.02 $848,251.86 $1,541,047.88
$165,478.00 $370,580.41 $608,084.54 $1,144,142.95
Fund Balance
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
2.4% -30.2% -28.3% -25.8%
The fund balance range for the Sanitary Sewer Reserve Fund shall not be less than 60%and not morethan 100%of the annual residential and commercial billings of the operation.
The fund balance range for the Sewer Equipment Fund shalIbe not less than the cost associated with the annual depreciation schedulefor sanitary sewerequipment and meet therequirements of the Clean Water Fund Loan program.
$3M $ 2.SM
$2M $ 1 .SM
$1M $SOOK
$0
Fund Balance Projections
e Assigned e Unassigned
Fund Balance Unassigned Assigned Total Fund Balance:
FY2020l Actual
$1,999,446
$98,38; I
$2,097,831 1
FY2021 Actual J
$1,789,621 $98,385
$1,888,006
%Change
-10.5% 0%
-10%
Village of Bayside I Budget Book 2021
Page 240
Public Safety Communication Fund
To provide effectiveemergencydispatching services to North Shore residents through collaboration and sharingof resources with other communities.
PublicSafety Dispatching and Record ManagementSystemfunction for the Villages of Bayside, Fox Point, River Hills, Brown Deer, Shorewood, Whitefish Bay, City ofGlendale, and North Shore Fire Department. Fund 26 houses al I operating and maintenance monies, while fund 46 serves as the capital fund for building, technology and infrastructure.
Summary
The VillageofBayside is projecting $2.7M ofrevenue in FY2021, which represents a3.4%increaseovertheprior year. Budgeted expenditures are projected to increase by 3% or $78.58K to $2.7M in FY2021.
$3M
$2M
$1M
e Actual Revenue Source e Budgeted Revenue Source
e· Actual Expenditures Budgeted Expenditures
$0
Coals
1 Implement Next Generation 911 technology. 2 Seek levy limit exemption forjoint Public Safety Communication Center. 3. Audit existing Information Technologysystem processes. 4. Update and implement leadership succession plan. s. Maintain organizational recognitions for excellence in performance management.
Village of Bayside I Budget Book 2021
Page 241
Revenues by Source
TheMemberAgencies all contributeannuallyfor both theoperatingand capital costs ofthejoint public safety communications center. Each community pays a percentageoftheoverall budget, as outlined in the intergovernmental agreement. Revenue is also derived from a la carte services provided to Member Agencies, such as Information technology services, shared telecommunications infrastructure,and more.
Projected 2021 Revenues by Source
Interest/Miscellaneous (2%) services (9.9%)
Tuxes (11%)
Contract Revenue (77.2%)
Village of Bayside I Budget Book 2021
Page 242
Budgeted and Historical2021 Revenues bySource
3
2.5
2
"C '
~ 1.5
~ 1
0.5
0
01,"~' "'
~
01,"'
e e e e Other Financing Sources
Interest/Miscellaneous
Services
Taxes
Contract Revenue
Grey background indicates budgeted figures.
Name Revenue Source
Taxes Property Tax
Total Taxes:
Services lntergovernment Revenue
Total Services:
Interest/Miscella neous Consolidated Service Revenue
Total Interest/Miscellaneous:
Contract Revenue Contract Revenue
Total Contract Revenue:
Total Revenue Source:
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
$292,175.00 $292,175.00
$ 292,1 7 5.46 $292,175.46
$ 2 97,783.3 8 $297,783.38
$217,852.00 $217,852.00
$217,8 52.26 $217,852.26
$ 2 6 6,538.1 6 $266,538.16
$57,595.00 $57,595.00
$ 5 7,5 9 5.0 7 $57,595.07
$53,025.10 $53,025.10
$ 2, 0 45,2 2 8 .0 0 $2,045,228.00
$2,612,850.00
$2,045,228.20 $2,045,228.20
$2,612,850.98
$2,084,48 3.67 $2,084,483.67
$2,701,830.31
1.9% 1.9%
22.3% 22.3%
-7.9% -7.9%
1.9% 1.9% 3.4%
Village of Bayside I Budget Book 2021
Page 243
Expenditures by Function
Budgeted Expenditures by Function
Public Safety Communication (100%)
3
2.5
2
VI C
~ 1.5
j: 1
0.5
0
~'°
<t-~
Budgeted and Historical Expenditures by Function
,,..~. ~
· Public Safety Communication
Grey background indicates budgeted figures.
Name
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021
Budgeted(% Change)
Village of Bayside I Budget Book 2021
Page 244
Name
8<penditures Pub!fc Safety Communication Wages- Ft O.,ertime Holiday Pay Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Social Security life Insurance Health Insurance Dental Insurance Recruitment Facility Maintenance &Supplies Cleaning & Janitorial Services Contractual Services Legal Counsel-Personnel Audit Services Utilities Telecommunications Computer Support Setvices Benefit Administrative Fees Materials And Supplies licensing & Maintenance Office Supplies Postage Dues & Subscriptions Training, Safety & Certifications Clothing/Employee Expenses Equipment Replacement Maintenance Contracts Employee Recognition Contingency Genera! Liability Insurance Workers Compensation Commercial Crime Policy Property Insurance Administrative/fransferTo Total PublicSafetyCommunicatlon:
Total 8<pendltures:
FY2020 Actual FV2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$1,308,133.30 $50,000.00 $28,894.00 $9,283.53 $396.46 $93,624.34
$106,848.11 $2,075.29
$223,479.62 $4,981.28 $1,000.00
$35,000.00 $11,288.83
$9,033.00 $1,000.00 $1,624.00 $24,240.00 $140,000.00 $8,500.00 $1,700.00 $6,078.00 $167,717.00 $1,800.00
$500.00 $3,000.00 $6,000.00
$437.00 $25,127.00 $150,011.00
$100.00 $0.00
$6,323.00 $2,257.00
$84.00 $3,730.00 $95,953.00 $2,530,218.76
$2,530,218.76
$1,409,362.00 $46,000.00 $28,894.00 $8,500.00 $1,314.00 $99,228.00
$114,168.00 $1,903.00
$303,738.00 $5,527.00 $1,000.00
$20,480.00 $4,455.00 $9,033.00 $1,000.00 $1,624.00
$24,240.00 $139,758.00
$2,020.00 $1,700.00 $4,800.00 $167,717.00 $1,800.00
$500.00 $3,000.00 $6,000.00
$0.00 $25,127.00 $77,302.00
$300.00 $0.00
$7,503.55 $2,838.08 $1,080.47 $3,729.63 $95,952.75 $2,621,594.48
$2,621,594.48
$1,502,249.00 $35,000.00 $30,902.00 $7,500.00 $997.00
$105,850.00 $120,551.00
$2,550.00 $392,087.00
$7,157.00 $1,000.00 $14,298.00 $11,183.00 $2,852.83 $1,000.00
$0.00 $24,240.00 $119,062.00
$3,500.00 $478.80
$5,000.00 $180,868.00
$1,800.00 $500.00
$3,000.00 $3,000.00
$0.00 $0.00 $0.00 $0.00 $14,111.93 $5,743.01 $2,384.68 $93,06 $3,730.00 $97,488.25 $2,700,176.56
$2,700,176.56
6.6% -23.9%
6.9% -11.8% -24.1%
6.7% 5.6% 34% 29.1% 29.5%
0% -30.2%
151% -68.4%
0% -100%
0% -14.8% 73.3% -71.8%
4.2% 7.8%
0% 0% 0% -50%
-100% -100% -100%
-23.5% -16%
-91.4% 0%
1.6% 3%
3%
Village of Bayside I Budget Book 2021
Page 245
Expenditures by Expense Type
Budgeted Expend itures by Expense Type
Transfers Out (3.6%) Supplies and Contractual (14.7%)
Personnel (Bl.7%)
Budgeted and Historical Expenditures by Expense Type
2.5
"C '
~ 1.5 :i:
0.5 0
e e e Transfers Out
Supplies and Contractual
Personnel
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
Village of Bayside I Budget Book 2021
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
Page 246
Name
Expense Objects Personnel Supplies and Contractual Transfers Out
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
$1,828,715.93 $605,549.83 $95,953.00
$2,530,218.76
$2,019,634.00 $506,007.73 $95,952.75
$2,621,594.48
$2,205,843.00 $396,845.31 $97,488.25
$2,700,176.56
Fund Balance
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
9.2% -21.6%
1.6% 3%
The fund balanceshall not be less than 20% of the current year operating budget as approved by the ViIIage Board asofJanuary 1ofeach year.Surplus funds shalIbeallocated to the PublicSafetyCommunications Capital Reserve Fund.
$400K S350K $300K $250K $200K $150K $100K
SSOK $0
f!-'"~' °'
Fund Balance Projections
(\,<:,
~1:,,"'
· Assigned · Unassigned
(\,'\,
~
Fund Balance Assigned Unassigned Tota l Fund Balance:
FY2020 Actual $0
$342,462 $342,462
FY2021 Actual $0
$342,462 $342,462 1
%Change
0% 0% 0%
Village of Bayside I Budget Book 2021
Page 247
Public Safety
The PublicSafetyCapital fund isusedto replace, upgrade or purchase police
Capital Fund
and firedepartment related capital items.
I
I
Summary
The ViIIage of Bayside is projecting$111.44K ofrevenue in FY2021, which represents a55.9% increaseover the
I
prioryear. Budgeted expenditures are projected to increaseby 55.9%or $39.97K to $111.44K in FY2021.
$200K
$150K
$100K
$SOK
-$0 :-,lo <t-1,<:>
I -
~
:$>
'<.,_1<,:>
<t-'I,<:,
:$
<t-1,<:>
(\,<:,
~
(\,'\,
<t-1,<:>
· Actual Revenue Source
e Budgeted Revenue Source e Actual Expenditures e Budgeted Expenditures
Coals
1. Replace one(1) policedepartment squad vehicle. 2. Continued repayment of2018 SanitarySewer leasefor policevehicles and equipment. 3. Replace proportionate shareof various equipment within FireDepartment.
Village of Bayside I Budget Book 2021
Page 248
Revenues by Source
Projected 2021 Revenues by Source
Intergovernmental (10. 1%)
Taxes (89.9%)
Budgeted and Historical 2021 Revenues by Source
0.2
0.175
0
0 .15
0.125
"C '
~ 0.1
~ 0 .075
0.05
0.025
0
:,,.'°
~
<fl'"'
<t-"'"'
· Interest/Miscellaneous · Other Financing Sources · Intergovernmental · Taxes
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
Village of Bayside I Budget Book 2021
Page 249
Name Revenue Source
Taxes Police Property Taxes Fire &Rescue Property Tax
Total Taxes:
Intergovernmental Grants Police Revenue Equipment
Total Intergovernmental:
Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Bud g et e d ( % Change)
$39,006.00 $28,711.00 $67,717.00
$39,006.00 $28,711.00 $67,717.00
$71,480.00 $28,711.00 $100,191.00
$9,000.00 $1,000.00 $10,000.00
$0.00 $3,750.00 $3,750.00
$750.00 $10,500.00 $11,250.00
$77,717.00
$71,467.00
$ 1 1 1, 4 4 1.0 0
Expenditures by Function
Budgeted Expenditures by Function
83.3% 0%
48%
180% 200% 55.9%
Public Safety Capital (100%)
Village of Bayside I Budget Book 2021
Page 250
0.175 0.15
0.125 0 .1
Vl C
~ ::i:
0.075 0.05
0.025 0
Budgeted and Historical Expenditures by Function
e Public Safety Capital
Grey background indicates budgeted figures.
Name Expenditures
Public SafetyCapital Capital Projects Capital lease Capital Equipment
Total Public Safety Capital:
Total Expenditures:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$28,711.00 $34,230.00
$6,990.00 $69,931.00
$69,931.00
$28,711.00 $34,230.00
$8,526.00 $71,467.00
$71,467.00
$75,711.00 $34,230.00
$1,500.00 $111,441.00
$111,441.00
163.7% 0%
-8 2.4% 55.9%
55.9%
Village of Bayside I Budget Book 2021
Page 25 1
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Debt Service and Capital (100%)
0.175 0.15
0.125 0.1
"C '
~ :[
0.075
a.as
0.025 0
Budgeted and Historical Expenditures by Expense Type
· Debt Service and Capital Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
Village of Bayside I Budget Book 2021
Page 252
Name
Expense Objects Debt Setvice and Capital
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
$69,931.00 $69,931.00
$71,467.00 $71,467.00
$ 111,441.00 $111,441.00
Fund Balance
55.9% 55.9%
The fund balance iscurrently negativeas the Police Department utilized a lease in financing from the Sanitary Sewer UtiIity in 2018to replace vehicles and and technological upgrades. A prepayment scheduled is provided within theCapital Improvement Program and is repaid annually.
Fund Balance Projections
$25K
$0
$-25000
$-50000 $-75000
· Unassigned · Assigned
$-100000
S-125000
Fund Balance Unassigned Assigned Total Fund Balance:
FY2020
t
Actual
$-93,024
$7,732
$-85,292
FY2021 Actual
$-93,024 $7,732
$-85,292
%Change
0% 0% 0%
Village of Bayside I Budget Book 2021
Page 253
Long Term Financial Service Fund
To forecastfuture expenditures to keep costs contained and plan for major projects that maynecessitateborrowing.
The Long-Term Financial Fund is used to account for the accumulation of resources for, and the payment ofgeneral long-term debt principal, interest, and related costs, excluding that payablefrom proprietaryfunds. The tax levy is the major revenue sourceof revenue.
Summary
TheVi IIageof Bayside isprojecting$1.0BM ofrevenue in FY2021, which represents a2.3% decreaseover the prior year. Budgeted expenditures are projected to decrease by0.9% or $9.78K to $1.03M in FY2021.
$1,SM $1.25M
$1M $750K $ SOOK $250K
$0
· Actual Revenue Source · Budgeted Revenue Source · Actual Expenditures · Budgeted Expenditures
Goals
1 AdministerVillage Financial Management policies. 2 Continue implementation of2018-2023Village Long-Term Financial Plan. 3. Updatefive (5) year capital improvement program and plan.
Village of Bayside I Budget Book 2021
Page 254
Revenues by Source
Revenue is primarilyderived from property taxes,but also includes proceeds from rentforthe ViIIageowend eelI tower as well as B-bond administartion fees.
Projected 2021 Revenues by Source
Licenses and Permits (2.1%) Other Financing Sources (6% )
Interest/Miscellaneous (15.8%)
Taxes (73.4%)
Budgeted and Historical 2021 Revenues by Source
1.5 1.25
0.5 0.25
0
e Licenses and Permits Interest/Miscellaneous
e Contract Revenue e Taxes
e Other Financing Sources
Grey background indicates budgeted figures.
Village of Bayside I Budget Book 2021
Page 255
Name Revenue Source
Taxes Property Taxes
Total Taxes:
Licenses and Permits Cell Tower Allocation
Total Licenses and Permits:
Interest/Miscellaneous Nsfd Receipts
Total Interest/Miscellaneous:
Contract Revenue River Hills - Dispatch Fox Point - Dispatch B Series Bond Admin Fee
Total Contract Revenue:
Other Financing Sources Transfer From Stormwater
Total Other Financing Sources: Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budgeted(% Change)
$ 7 9 2,0 8 9.00 $792,089.00
$792,089.00 $792,089.00
$792,089.00 $792,089.00
$23,031.00 $23,031.00
$23,031.00 $23,031.00
$23,031.00 $23,031.00
$173,395.00 $173,395.00
$173,395.00 $173,395.00
$170,515.00 $170,515.00
$195,630.00 $14,955.00 $15,824.00
$226,409.00
$20,502.50 $14,955.00 $15,486.00 $50,943.50
$0.00 $14,705.00 $14,524.50 $29,229.50
$65,685.00 $65,685.00 $1,280,609.00
$65,685.32 $65,685.32 $1,105,143.82
$ 6 4 , 4 30 . 0 7 $64,430.07 $1,079,294.57
Expenditures by Function
Budgeted Expenditures by Function
0% 0%
0% 0%
-1 .7% -1.7%
- 10 0 % -1.7% - 6 .2% - 4 2 .6%
-1.9% -1.9% -2.3%
--- - -------------------------
Village of Bayside I Budget Book 2021
Page 256
1.5 1.25
VI C
~ 0.75 i
0.5 0.25
0
~"'
<t-"'<:,
Budgeted and Historical Expenditures by Function
· Debt Grey background indicates budgeted figures.
Name
Expenditures Debt Madacc Benefit Administration Nsfd Station #5 Fox Point /River Hills Dispatch Unfunded Liability Principal 2011 General Obligation 2014 General Obligat ion 2016 General Obligation 2018 General Obligation Interest On Bond Unfunded Liability Interest Total Debt:
Total Expenditures:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY20 20 Budgetedvs. FY2021 Budgeted(% Change)
$2,583.00 $1,400.00 $160,000.00 $210,458.00 $23,000.00 $76,250.00 $330,000.00
$0.00 $70,000.00 $212,401.00
$5,689.00 $ 1,091,781.00
$ 1,091,781.00
$2,583 .0 0 $1,400.00 $160,000.00 $35,457.50 $23,000.00 $76,250.00 $330,000.00 $120,000.00 $70,000.00 $212,401.02 $5,688.59 $ 1,0 36,780.11
$ 1,0 36,780.11
$2,583.00 $ 1,400.00 $160,000.00 $34,833.00 $26,000.00 $76,250.00 $330,000.00 $125,000.00 $70,000.00 $196,464.77 $4,465.55 $ 1,02 6,9 9 6 . 3 2
$1,0 26,996.32
0% 0% 0% -1.8% 13% 0% 0% 4.2% 0% -7.5% -2 1.5% -0.9%
-0.9%
-- -- -----------
Village of Bayside I Budget Book 2021
Page 257
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Supplies and Contractual (0.4%)
Debt Service and CapitaI (99.6%)
1.5 1.25
"C '
~ 0.75
':E
0.5 0.25
0
Budgeted and Historical Expenditures by Expense Type
e e Supplies and Contractual
Debt Service and Capital
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
Village of Bayside I Budget Book 2021
FY2020 Budgeted vs. FY2021 Budgeted{% Change)
Page 258
Name
Expense Objects Supplies and Contractual Debt Service and Capital
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
$3,983.00 $1,087,798.00 $1,091,781.00
$3,983.00 $1,032,797.11 $1,036,780.11
$3,983.00 $1,023,013.32 $1,026,996.32
Fund Balance
FY2020 Budgetedvs. FY2021 Budgeted (% Change)
0% -0.9% -0.9%
Over the courseof 15 years, theVi IIage has madeaconcerted effort to specifically designate fund balanceand reduce undesignatedfund balances. Of most significance was the development of the designated tax levy stabi lization fund balance. This is funded through general fund balance in excessof Village policywill serve tolevel the property tax levy impact in future years. Since its inception in 2007, the debt levy stabilization account has funded what would be the equivalent of a 19percent propertytax levyincrease. An overviewofthe Village fund balances is contained within.
$600K
Fund Balance Projections
$ SOOK
S400K
$300K S200K
e Unassigned e Assigned
$100K
$0
:-,.°>
IY'"'
Fund Balance Assigned Unassigned Total Fund Balance:
FY2020 Actual
$418,876 $67,432
$486,308
FY2021 Actual
$418,876 $121,730 $540,606
%Change
0% 80.5% 11.2%
Village of Bayside I Budget Book 2021
Page 259
Public Works Capital Fund
The PublicWorks Capital fund is used for the purchaseofcapital items for the upkeepofVillageowned property, maintaining roads, and purchasinggarbage and recyclingcollection equipment.
Summary
The Village of Bayside is projecting $87.SSK ofrevenue in FY2021, which represents a20% decreaseoverthe prior year. Budgeted expenditures are projected to decreaseby 56.8%or $268.51K to $204.SK in FY2021.
$1.SM $1.25M
$1M $750K $SOOK $250K
$0
I
J J
e Actual Revenue Source
· Budgeted Revenue Source
e Actual Expenditures e Budgeted Expenditures
Cioals
1. Road reconstruction of FairyChasm Road between Fielding Road and the most westerly section of Regent Road, in conjunction with the Phase 2 stormwater management project. 2. Install concrete material storage and organizational bunkers.
Village of Bayside I Budget Book 2021
Page 260
Revenues by Source
Revenues within the fund are received from both propertytax as well as State Transportation Aids to fund road construction projects.
Projected 2021 Revenues by Source
State Aids (42.9%)
Taxes (57.1%)
Budgeted and Historical 2021 Revenues by Source
1.4
1.2
l
0.8
Vl C
~ :ii:
0.6
0.4
0.2
0 ~~
0"'""
e e Services
Interest/ Miscellaneous
e e Other Financing Sources
State Aids
Taxes
Grey background indicates budgeted figures.
Village of Bayside I Budget Book 2021
Page 261
Name Revenue Source
Taxes Property Taxes
Total Taxes:
State Aids State Transportation Aid
Total State Aids:
Services Garbage
Total Services:
Interest/Miscellaneous Miscellaneous Revenue Equipment Sales
Total Interest/Miscellaneous:
Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budgeted(% Change}
$46,247.00 $46,247.00
$46,247.12 $46,247.12
$50,000.00 $50,000.00
$46,731.00 $46,731.00
$46,731.00 $46,731.00
$37,548.00 $ 3 7 ,S48.00
$4,450.00 $4,450.00
$0.00 $0.00
$0.00 $0.00
$90.00 $0.00
$90.00
$0.00 $16,450.00 $16,450.00
$0.00 $0.00 $0.00
$97,518.00
$109,428.12
$87,548.00
Expenditures by Function
Budgeted Expenditures by Function
8 . 1% 8.1% · 19.7% ·19.7%
·100% ·100%
-20%
Public Works Capital (100%)
Village of Bayside I Budget Book 2021
Page 262
0.6 0.5 0.4
"C '
~ 0.3 :I
0.2 0.1
0
Budgeted and HistoricalExpenditures by Function
e Public Works Capital
Grey background indicates budgeted figures.
Name Expenditures
Public Works Capital Capital Projects Capital Equipment
Total Public Worl<s Capital:
Tot al Expenditures:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$300,000.00 $0.00
$300,000.00
$300,000.00
$408,013.79 $65,000.00
$473,013.79
$473,013.79
$200,000.00 $4,500.00
$204,500.00
$204,500.00
-51% -93.1% -56.8%
-56.8%
Village of Bayside I Budget Book 2021
Page 263
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Debt Service and Capital (100%)
0.6 0.5 0.4
"C '
~ 0.3
i
0 .2 0.1
0
Budgeted and Historical Expenditures by Expense Type
e Debt Service and Capital
Grey background indicates budgeted figures.
Name
FY2020 Actual
Village of Bayside I Budget Book 2021
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
--------- -- -
Page 264
Name
Expense Objects Debt Service and Capital Capital Projects Capital Equipment Total Debt Service and Capital:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$300,000.00 $0.00
$300,000.00
$408,013.79 $65,000.00
$473,013.79
$ 2 0 0, 0 0 0 . 0 0 $4,500.00
$204,500.00
-51% -93.1% -56.8%
Total Expense Objects:
$300,000.00
$473,013.79
Fund Balance
$204,500.00
-56.8%
Funds shall bedesignated as set by the Village Board to thisfund from time to t ime.
Designated Funds: TheVillage has thefollowingdesignated funds; Health Reimbursement Account, GASB 45 OPEB, CWFL; ECMAR, Tax levy stabilization, Bullet Proof Vest, Road Reserve and Building.Thesefunds are established with specific, designated operational orfunction areas and shall be funded from t imeto time as established bythe Village Board.
$1.SM
Fund Balance Projections
$1.25M
$1M
$750K $SOOK
e Assigned e Unassigned
$250K
$0
Fund Balance Unassigned Assigned Total Fund Bal ance:
t
FY2020 Actual
$677,138 $256,707 $933,845
FY2021 Actual
$560,186 $256,707 $816,893
%Change
- 17.3% 0%
-12.5%
Village of Bayside I Budget Book 2021
Page 265
Administrative Capital Fund
TheAdministrative Services Capital fund is used forGASB 45 retirement obligations and general goivernment related capital projects.
Summary
The ViIIageof Bayside is projecting $125.6K of revenue in FY2021, which represents a40.4% decreaseoverthe prior year. Budgeted expenditures are projected to increase by 12.4%or $26.12K to $236.72K in FY2021.
$400K
$300K
$200K
$100K
I I
$0
:,,'<>
,;--1,"'
~
,;--1,"'
:,,'l>
,;--1,"'
i"':$
i"'n-"'
,;--1,"n' -"'
e Actual Revenue Source e Budgeted Revenue Source e Actual Expenditures e Budgeted Expenditures
Coals
1. Update State-mandated ViIIageComprehensive Plan. 2. Replace end of lifebuilding and facility security cameras and access points. 3. Replacefreestandingplayground equipmnt at Ellsworth Park
Village of Bayside I Budget Book 2021
Page 266
Revenues by Source
Projected 2021 Revenues by Source
0.4 0.35
0.3 0.25
"C ' ~ 0.2
~ 0.15 0.1 0 .05 0
,
~<o <t-""<:,
Budgeted and Historical 2021 Revenues by Source
~ <t-""<:,
e e e Services
Other Financing Sources
Tuxes
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change}
Village of Bayside I Budget Book 2021
Page 267
Name Revenue Source
Taxes Property Taxes
Total Taxes:
Services Community Event Donations
Total Services:
Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$200,602.00 $200,602.00
$200,60 2.00 $200,602.00
$125,602.00 $125,602.00
$4,551.00 $4,551.00
$10,000.00 $10,000.00
$0.00 $0.00
$205,153.00
$210,602.00
$125,602.00
Expenditures by Function
Budgeted Expenditures by Function
-37.4% -37.4%
- 100% -100% -40.4%
Administrative Capital (100%)
Village of Bayside I Budget Book 2021
Page 268
Budgeted and Historical Expenditures by Function
0.25 0.2
0.15 0.1
0.05 0
e Adminis trative Capital
Grey background indicates budget ed figures.
Name
Expenditures Administrative Capital Community Events Gasb4 5 Obligations Capital Projects Capital Equipment Total Admi nistrative Capital:
Total Expenditures:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$ 4 45.0 0 $ 1 4 2,1 02.0 0
$44 ,500.0 0 $0.0 0
$187,047.00
$187,047.00
$15,000.00 $142,102.00
$53,500.00 $0.00
$ 2 10 ,6 0 2.0 0
$2 10,602.00
$0.00 $ 136,717.00
$25,000 .00 $7 5,000 .00 $236,717.00
$236,71 7.00
-100% - 3 .8% -53.3%
12.4%
1 2.4 %
Village of Bayside I Budget Book 2021
Page 269
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Debt Service and Capital (42.2%)
Supplies and Con tractual (57.8% )
Budgeted and Historical Expenditures by Expense Type
0.25
0.2
0.15
0.1
0.05
0
e e Debt Service and Capital
Supplies and Contractual
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
Village of Bayside I Budget Book 2021
Page 270
Name
Expense Objects Supplies and Contractual Debt Service and Capital
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
$142,547.00 $44,500.00
$187,047.00
$157,102.00 $53,500.00
$210,602.00
$136,717.00 $100,000.00 $236,717.00
Fund Balance
-13% 86.9% 12.4%
Funds shal I bedesignated as set by the ViIIage Board to this fund from time to time.
$350K $300K $250K $200K $150K $10 0K
$SOK $0
Fund Balance Projections
e Unassigned e Assigned
Fund Balance Unassigned A ssigned Total Fund Balance:
FY2020 Actual
$196,508 $112,978 $309,486
FY2021 Actual
$85,393 $112,978 $198,371
%Change
-56.5% 0%
-35.9%
Village of Bayside I Budget Book 2021
Page 271
Public Safety Communications Capital
Fund
This capital fund is used to purchase, replace, orupdatecapital itemsfor PublicSafety Communications.
Summary
TheVillage ofBayside is projecting$175.7K ofrevenue in FY2021, which represents a 1.9%increaseover the prior year. Budgeted expenditures are projected to decrease by 91.9%or$296.23K to $26K in FY2021.
$400K
$300K
$200K
$100K
I
$0 ~<o
-!),<:,
~
~
01,<:,
I ~'o 01,<:,
L
~°'
i-1'<:,
:i,<:i 01,<:,
e Actual Revenue Source e Budgeted Revenue Source e Actual Expenditures
Le Budgeted Expenditures :\,.,, 01,<:,
Coals
1. Implement Next Generation 911Technology. 2. Replace end oflife building and facility securitycameras and access points. 3. Manage2021Capital Projects.
Village of Bayside I Budget Book 2021
Page 272
Revenues by Source
The MemberAgencies all contribute annuallyfor both the operating and capital costs of thejoint public safety communications center. Eachcommunity pays a percentage ofthe overalI budget, as outlined in the intergovernmental agreement. Revenue is also derived from a lacarte services provided to Member Agencies, such as Information technology services, shared telecommunications infrastructure, and more.
Projected 2021 Revenues by Source
Taxes (12.5%)
Contract Revenue (87.5%)
Village of Bayside I Budget Book 2021
Page 273
Budgeted and Historical 2021 Revenues by Source
0.225 0.2
0.175 0.15
"C' 0.125
~
~ 0.1 0.075 0.05 0.Q25 0
~I:,
<t1- '
~
~~
,(I,"'
~
~.,._"'"'
e Other Financing Sources
~"'
<t-"'"'
e e Taxes
Contract Revenue
Grey background indicates budgeted figures.
Name Revenue Source
Taxes Property Taxes
Total Taxes:
Contract Revenue Contract Revenue
Total Contract Revenue:
Total Revenue Source:
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted
FY2021 Budgeted
(%Change)
$21,547.00 $21,547.00
$21,548.42 $21,548.42
$21,962.00 $21,962.00
$150,838.97 $150,838.97
$172,385.97
$150,838.97 $150,838.97
$ 172,387.39
$153,734.85 $153,734.85
$175,696.85
1.9% 1.9%
1.9% 1.9% 1.9%
Village of Bayside I Budget Book 2021
Page 274
Expenditures by Function
Budgeted Expenditures by Function
Public Safety Communication Capital (100%)
0.35 0.3
0.25 0.2
VI C
~
i
0.15 0.1
0.05 0
Budgeted and Historical Expenditures by Function
e Public Safety Communication Capital
Grey background indicates budgeted figures.
Name
----------- -----
Village of Bayside I Budget Book 2021
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
Page 275
Name
Expenditures PublicSafety Communication Capital Capital Equipment Total Public SafetyCommunicationCapital:
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budgeted(% Change)
$247,503.00 $247,503.00
$ 3 2 2,2 2 9. 5 0 $322,229.50
$26,000.00 $26,000.00
-91.9% ·91.9%
Total Expenditures:
$247,503.00
$322,229.50
$26,000.00
Expenditures by Expense Type
·91.9%
Budgeted Expenditures by Expense Type
Debt Service and Capital (100%)
Village of Bayside I Budget Book 2021
Page 276
0,35 0.3
0 .25 0.2
<II C
~ i
0.15 0.1
0.05 0
Budgeted and Historical Expenditures by Expense Type
e Debt Service and Capital
Grey background indicates budgeted figures.
Name
Expense Objects Debt Service and Capital Capital Equipment
Total DebtService and Capital:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$247,503.00 $247,503.00
$322,229.50 $322,229.50
$26,000.00 $26,000.00
-91.9% - 91 .9%
Total Expense Objects:
$247,503.00
$322,229.50
Fund Balance
$26,000.00
- 9 1 .9%
Monies aredesignated based on the PublicSafetyCommunication contract with t heseven NorthShore communit ies (Bayside, Brown Deer, Fox Point, Glendale, River Hills, Shorewood, Whitefish Bay). The monies are for thefuture upgrade or replacement of technology, equipment, facility, or othercapital needs of t he Communications Center or Records Management System.
-- - --------------------------------
Village of Bayside I Budget Book 2021
Page 277
$700K $600K $SOOK $400K $300K $200K $100K
$0
Fund Balance Unassigned Assigned Total Fund Balance:
Fund Balance Projections
e Assigned e Unassigned
FY2020 Actual
$342,854 $114,854 $457,708
~ FY2021
Actual
$467,551 1 $114,854 $582,405 I
%Change
36.4% 0%
27.2%
Village of Bayside I Budget Book 2021
Page 278
Community Development Authority Fund Summary
TheVillage ofBayside is projecting $0ofrevenue in FY2021, which represents a0% increaseoverthe'prioryear. Budgeted expenditures areprojected to increase by0% or N/A to N/A in FY2021.
$100K
$75K
$SOK $25K
$0
Ill
e Actual Revenue Source e Budgeted Revenue Source
· Actual Expenditures
· Budgeted Expenditures
Revenues by Source
Projected 2021 Revenues by Source
Village of Bayside I Budget Book 2021
Page 279
0.1 0 .09 0.08 0 .07 0 .06
V\ C
~ 0 .05
~ 0.04 0.03 0.02 0 .01 0
N am e
Budgeted and Historical 2021 Revenues by Source
·
e e Other Financing Sourc es
Interest/Miscellaneous
FY2020 Actual
FY2020 Budgeted vs. FY2021 Budget ed (% Change)
Expenditures by Function
Budgeted Expenditures by Function
Village of Bayside I Budget Book 2021
Page 280
0.09 0.08 O.Q7 0.06 V\ 0.05
C
~ ~ 0 .04
0.03 0.02 0.01
0
Name Expenditures
General Government Total Expenditures:
Budgeted and HistoricalExpenditures by Function
e General Gove rnment
FY2020 Actual
$6,825.50 $6,825.50
FY2020 Budgeted vs. FY2021 Budgeted {%Change)
Village of Bayside I Budget Book 2021
Page 281
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
0.09 0.08 0.07 0.06
"C' 0.05
~
i 0.04
0.03 0.02 0.0 1
o
Budgeted and Historical Expenditures by Expense Type
e Supplies and Contractual
Name
Village of Bayside I Budget Book 2021
FY2020 Actual
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
Page 282
Name Expense Objects
Supplies and Contractual Total Expense Objects:
FY2020 Actual
$6,825.50 $6,825.50
FY2020 Budgeted vs. FY2021 Budgeted {%Change)
Village of Bayside I Budget Book 2021
Page 283
DEPARTMENTS
Village of Bayside ! Budget Book 2021
Page 284
Revenue Source
Lynn Galyardt Administrative Services Directo,
The 2021 budget relies on several third-partyfundingsources, such as State revenues, designated accounts, public safetycommunication contributions from membercommunities, and fund balance to pay for services and commodities that would otherwise be required to be paid for from theVilIage tax levy. In fact, the propertytax levy accounts for only 45.2% of total revenue sources.
Within the General Fund, revenue alternatives are more limited. Within the StateofWisconsin, municipalities are limited in revenue diversification alternatives. Approximately 74%ofgeneral fund monies comefrom property taxes. The chart below illustrates the general fund revenue diversification for 2020as well as 2021.
2020-2021 General Fund Revenue Comparison
General Fund Revenues
80
60
il'.l .2 40 ~
20
II
0
-- --
· 2020 · 2021
Revenues Summary
Property tax revenue increases are limited to net newconstruction, which equaled 0% in 2020for FY2021. Changes in revenuefor 2021 includes decreases in cable franchise fees, fines and forfeitures, well permits interest earnings, and other revenues that areorcould be impacted by the continuation of the COVI D-19 pandemicand associated economic impacts. Revenue is projected to increase in general fund transportation aids, North Shore Library fiscal agentadministration fees, communityevents donations which are transferred from the Administrative Services Capital fund, as well as sanitary sewerand stormwaterequipment rental. Overall, revenue is projected to increase by0.79% in 2021.
$4,419,519 $34,751 (0.79%vs. prior year)
Village of Bayside I Budget Book 2021
Page 285
5M 4M 3M
2M lM
0 FY2016
Revenue Source Proposed and Historical Budget vs. Actual
FY2017
e Actual
FY2018
e Budgeted
FY2019
e Over Budget
FY2020
FY2021
Revenues by Source
Approximately74%of general fund monies comefrom property taxes. The chart below illustrates thegeneral fund revenue diversification for 2020 as well as 2021.
Projected 2021 Revenues by Source
Inspections (1.5%)
Interest/Miscellaneous (3.9% ) State Aids (14%)
Taxes (74.3%)
Village of Bayside I Budget Book 2021
Page 286
Budgeted and Historical 2021 Revenues by Source
5
4
3
V, C
~
~
2
1
0
.!},<:~; (:,
~
~ <t--"'<:;
~'o <t--"'<:;
~~
<t-"-'<:;
· Other Financing Sources Intergovernmental
· StateAlds
· Licenses and Permits
e Services e Taxes
e Inspections e Interest/Miscellaneous
Grey background indicates budgeted figures.
Name
Revenue Source Taxes Property Taxes Interest On Delinquent Taxes Payment In Lieu Of Taxes Total Taxes:
Intergovernmental Community Development Block Grant Public Safety Communication Administration NorthShore Library Administration Intergovernmental Grant
Total Intergovernment al:
State Aids State Shared Revenue Video Service ProviderAid Recycling Grant Exempt Computer Aid PersonaI Property Aid State Transportation Aid State Highway 32 Connecting Highway Aid
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$3,184.461.00 $18,759.71 $46,127.00
$3,249,347.71
$3,184.461.00 $12,000.00 $46,126.56
$3,242,587.56
$3,226,561.00 $ 12,000.00 $46,532.57
$3,285,093.57
$1,680.00 $95,953.00 $19,521.00 $71,216.00 $188,370.00
$5,598.00 $95,952.75
$0.00 $0 .00 $101,550.75
$5,598.00 $97.488.25 $ 19,521.00
$0.00 $122,607.25
$60,321.00 $7,330.04
$25,676.07 $15,160.00
$1,738.00 $402,837.00
$16,954.00
$60,320.87 $0.00
$25,679.00 $ 15,160.00
$0.00 $402,837.00
$16,954.00
$60,296.00 $7,330.00
$25,676.00 $15,160.00
$1,737.00 $412,020.00
$16,954.00
1.3% 0%
0.9% 1.3%
0% 1.6%
20.7%
0% 0% 0% 2.3% 0%
Village of Bayside I Budget Book 2021
Page 287
Name
Expenditure Restraint Aid Total State Aids:
Licenses and Permits Operator Licenses Liquor Licenses Cigarette Licenses Animal Licenses Transient Merchant Permit Excavation/Right Of Way/Privilege Rummage Sale PenTiits Dumpster Permits SignPenTiits Conditional Use Permits Board Of Zoning Appeals Fees Special Event Permits
Total Licenses and PenTiits:
.
Services Cable Franchise Fees Tree Program Fines & Forfeitures Misc. Service Fee-Notary/Fingerprinting Property Status Revenue Publication Fees Data Sales Special Pickups Mulch Deliveries Garbage & Recycling Cans/Utd Well Permit Park Facility Rental & Programs Public Works Service Revenue
Total Services:
Inspections Residential Code Compliance Architectural Review Committee Applications Occupancy Permits Building PenTiits Vacant Property Fees
Total Inspections:
Interest/Miscellaneous Equipment Rental - Sewer Fund Equipment Rental - StonT1water Fund Interest Unrealized & Realized Gain/loss - Investments
FY2020 Actual FY2020 Budgeted FV2021 Budgeted
$79,944.00 $609,960.11
$79,943.51 $600,894.38
$78,900.00 $618,073.00
FV2020 Budgeted vs. FY2021 Budgeted(% Change) -1.3%
2.9%
$1,425.00 $2,900.00
$300.00 $1,750.00
$350.00 $12,000.00
$120.00 $2,000.00
$500.00 $700.00 $2,000.00
$50.00 $24,095.00
$1,000.00 $3,000.00
$300.00 $1,750.00
$300.00 $15,000.00
$220.00 $1,000.00
$700.00 $300.00
$0.00 $250.00 $23,820.00
$1,000.00 $2,900.00
$200.00 $1,750.00
$300.00 $15,000.00
$120.00 $2,000.00
$500.00 $300.00 $500.00
$50.00 $24,620.00
0% -3.3% -33.3%
0% 0% 0% -45.5% 100% -28.6% 0%
-80% 3.4%
$65,000.00 $5,000.00
$24,000.00 $161.50
$4,777.25 $250.00 $550.00
$9,170.50 $8,500.00
$0.00 $6,900.00 $3,205.50
$288.50 $127,803,25
$74,000.00 $5,000.00
$50,000.00 $100.00
$3,100.00 $175.00 $550.00
$8,000.00 $4,800.00 $2,600.00 $10,000.00
$800.00 $1,000.00 $160,125.00
$65,000.00 $5,000.00
$40,000.00 $100.00
$4,000.00 $175.00 $550.00
$8,000.00 $4,800.00
$0.00 $0.00 $BOO.DO $300.00 $128,725.00
-12.2% 0%
-20% 0%
29% 0% 0% 0% 0%
-100% -100%
0% -70% -19.6%
$100.00 $2,000.00
$250.00 $85,000.00
$750.00 $88,100.00
$0.00 $2,000.00
$140.00 $65,000.00
$0.00 $67,140.00
$0,00 $2,000.00
$250.00 $65,000.00
$0.00 $67,250.00
0% 78.6%
0%
0.2%
$17,500.00 $17,500.00 $125,000.00 $53,370.00
$17,500.00 $17,500.00 $140,000.00
$0.00
$20,000.00 $20,000.00 $110,000.00
$0,00
14.3% 14.3% -21.4%
Village of Bayside I Budget Book 2021
Page 288
Name
Miscelfaneous Revenues Copies Fire Dues False Alarm Fees Recycling Proceeds Credit Card Rebate Insurance Awards Equipment Sales Community Event Donations Total Interest/Miscellaneous;
Other Financing Sources Transfer From Cda
Total Other Financing Sources: Total Revenue Source;
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
$2,587.00 $5.00
$22,749.88 $5,000.00 $500.00 $7,866.46
$15,284.00 $3,436.26 $0.00
$270,798.60
$500.00 $150.00
$0.00 $5,000.00 $1,000.00 $7,000.00
$0.00 $0.00 $0.00 $188,650.00
$500.00 $150.00
$0.00 $5,000.00
$500.00 $7,000.00
$0.00 $0.00 $10,000.00 $173,150.00
FY2020 Budgeted vs, FY2021 Budgeted {%Change} 0% 0%
0% ~50%
0%
-8.2%
$3,667.00 $3,667.00 $4,562,141.67
$0.00 $0,00 $4,384,767,69
$0.00 $0.00 $4,419,518.82
0.8%
Village of Bayside I Budget Book 2021
Page 289
General Government
"' Lynn Galyardt
AdministrativeServices Diredo1
Mission: to provideleadership, strategicdirection and administrativeoversight to the Village organization in accordancewith the policies established bythe Village Board.
2021 Goals
Administration o Mitigate impact ofCOVI D-19and pandemicrelated issues. o Facilitate statutorily required 2021 Comprehensive Plan update. o Develop annual Citizens Academy program. o Update Village Strategic Plan. o Update and implement leadership succession plan. o Review and implement areas identified in CVM IC Safetyand Human Resources Audit. o Continue implementationofemployeeappraisal process as well asdevelop and implement merit-based pay system. o Update performance management tracking system and reporting. o Maintain organizational recognitions for excellence in performance management.
Finance o ReceiveGovernment Finance Officers Association (GFOA) Excellence in Budgetingand Comprehensive Annual Financial Reporting (CAFR) Award. o CompleteVillage audit with no new material weaknesses. o Develop 2022-2027 ViIIage Long-Term Financial Plan. o Coordinate planned long-term debtissuancefor 2021-2023Village Capital Projects. o Implement ClearGov budgeting program with developmentof the annual budget, compliant with levy limits and expenditure restraint programs, strengthening fund balances and reserves. o Identify $300,000 in revenue sources, operational savings, collaboration with other municipalities, contract rebidding, grants, etc. o Coordinate internal Financial Steering Committee.
Communications o Develop aCommunications Plan for all communication platforms. o Produce weekly Bayside Buzz and increase subscribers. o Synchronize communications acrossavaiIablechannels to provideconsistent information and resources to residents. o Maintain ViIIagewebsite interfaceand update information weekly. o Enhancecommunication tools to educateand enablecitizens in the useofonl ineresources. o Promote Access Bayside and educate residents on the useof the platform. o Identifytrending and recurring seasonal issues and develop public resource guides. o Enhance social media reach. o Develop formal customer service program standards.
Village of Bayside I Budget Book 2021
Page 290
Staffing
The 2021 budget reallocates existing resources to help mitigatethe economic impacts oftheCOVID-19 pandemic, align to theVillage Board's adopted StrategicValues, as well as helpto address some ofthepriorities, issues, and short-term factors discussed within the budget.
Within Village Hall, the 2020budget included funds forafull-timeAccountingAssistantand funded aportion of the Human Resource and BuildingServices Administrator position. To mitigatethe impactsofCOVID-19, the full time AccountingAssistant position was reallocated to a part-time DeputyClerk. The 2021 Budget includes boththe parttime Deputy Clerkand also authorizes a part-time DeputyTreasurer. The overall net impact is areduction in personnel costs. All otherstaffing in Vil Iage Hall remains the same.
Administration Staff
6
5
4
0
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Expenditures Summary
Changes within the general government budget includethefull conversion of Village liability insuranceto CVM IC, which reduced annual operatingcosts, reallocation ofstaffing personnel as outlined in personnel changes, reduced election costs dueto fewer elections in 2021, and continuation of the COVID-19 pandemiccontingencyfund. The purpose of the COVI D-19 pandemic isto helpthe Village mitigate against both potential increased expenditures in dealingwith the pandemicand unforeseen revenue losses as aresult of the pandemic. Overall, general government expenditures are anticipated to be 11.48% less in 2021.
$728,663 -$94,470 (-11.48% vs. prior year)
Village of Bayside I Budget Book 2021
Page 291
1,000k
General Government Proposed and Historical Budget vs. Actual
800k
600k
400k
200k
0 FY2016
FY2017
FY2018
FY2019
e · Actual
Budgeted
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Personnel (42.2%)
Supplies and Contractual (57.8%)
Village of Bayside I Budget Book 2021
Page 292
Budgeted and Historical Expenditures by Expense Type
0.8
0.6
0.4
0.2
0
e e Personnel
Supp lies a nd Contractu al
Grey background indicates budgeted figures.
Name
Expense Objects Personnel Wages- Ft Health Insurance Buyout Dental Insurance Buyout Trustee Wages Elections Wages Elections Supplies Wisconsin Retirement System Social Security Life Insurance Health Insurance Dental Insurance Recruitment Total Personnel:
Supplies and Contractual Special Legal Services Contractual Services Legal Counsel - Contracted Legal Counsel-Personnel Audit Services
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budget ed(% Change)
$244,929.66 $2,100.00 $135.84 $8,200.00 $6,000.00
$11,625.00 $16,532.75 $19,535.46
$876.13 $18,843.84
$501.77 $296.00 $329,576.45
$251,280.00 $2,100.00 $217.00 $8,400.00 $6,000.00 $7,600.00
$17,805.00 $21,573.00
$1,088.10 $24,294.00
$544.00 $700.00 $341,60 1.10
$236,083.00 $2,000.00 $208.00 $8,400.00 $3,000.00 $3,800.00
$15,017.00 $20,402.00
$796.00 $17,393.00
$362.00 $0.00
$ 3 07 , 4 61. 0 0
$2,000.00 $12,578.00 $58,583.00
$8,033.00 $18,403.00
$2,000.00 $11,078.00 $58,583.03
$8,032.56 $18,402.50
$2,000.00 $13,379.00 $58,583.00
$0.00 $18,742.50
-6% -4.8% -4. 1%
0% -50% -50% -15.7% -5.4% -26.8% -28.4% -33.5% -100% -10%
0%
20.8% 0%
-100% 1.8%
Village of Bayside I Budget Book 2021
Page 293
Name
Assessor Services Telecommunications Computer Suprx>rt Benefit Administrative Fees Investment Fees Materials & Supplies Financial Advisor Services Administrative Office Supplies Postage Dues &Subscriptions Training, Safety & Certifications Wellness Publications & Printing Equipment Replacement Employee Recognition Contingency Covid 19 Contingency Pollution Liability General Liability Automobile Liability Boiler Insurance Workers Compensation Commercial Crime Policy Property Insurance Public Official Bonds Tax RefundsNncolfectib!e Municipal Code Total Supp!les and Contractual:
Total Expense Objects:
FY2020 Actual
$24,900.00 $2,900.00 $1,000.00 $510.00 $4,200.00 $2,262.00 $6,000.00 $800.00 $4,000.00 $8,907.00 $4,161.00 $5,100.00 $1,000.00 $100.00 $2,000.00 $100.00 $0.00
$167,908.00 $0.00
$20,194.00 $5,134.00 $549.00
$47,603.35 $151.04
$7,417.58 $9,624.00
$200.23 $4,000.00 $430,318.20
FY2020 Budgeted
$24,900.00 $2,900.00 $1,000.00 $510.00 $4,200.00 $2,200.00 $6,000.00 $800.00 $4,000.00 $7,000.00 $4,161.00 $5,100.00 $1,000.00 $100.00 $2,000.00 $100.00
$20,000.00 $167,908.00
$886.00 $21,218.00 $19,669.00
$802.00 $59,859.00
$1,921.00 $8,374.00 $12,828.00
$0.00 $4,000.00 $481,532.09
FY2021 Budgeted
$24,900.00 $2,614.00 $1,000.00 $200.40 $4,200.00 $2,200.00 $6,000.00 $800.00 $4,000.00 $2,600.00 $6,430.47 $8,255.00 $1,000.00 $100.00 $2,000.00 $100.00
$50,000.00 $89,554.00
$0.00 $44,605.52
$5,606.00 $634.00
$50,297.55 $166.36
$7,418.00 $9,816.48
$0.00 $4,000.00 $421,202.28
$759,894.65
$823,133.19
$728,663,28
FY2020 Budgeted vs. FY2021 Budgeted(% Change) 0% -9.9% 0% -60.7% 0% 0% 0% 0% 0% -62.9% 54.5% 61.9% 0% 0% 0% 0% 150% -46.7% -100% 110.2% -71.5% -20.9% -16% -91.3% -11.4% -23.5%
0% -12.5%
-11.5%
Village of Bayside I Budget Book 2021
Page 294
Police Department
Douglas Larsson
Police Chief
Mission: To protect the rights ofall persons, reduce the fearof crime, mitigate threats, identifyand solve problems, and provide policeservices for alI residents, businesses, and visitors in a mannerthat wi11 both serve them and promote a safe environment.
2021 Goals
o Update and implement leadership succession plan. o Maintain organizational recognitions for excellencein performance management. o Identifycommunity leaders to serve as myBlue partnership coordinators. o Formalize and promotemyBlue Neighbor Mediation Program. o Quantifymetrics to evaluate the effectiveness of the myBlue program. o Develop programs to enhance neighborhood and community identityand pride. o Implement CommunityStandards campaign focused oneducation, promotion, and enforcement of Village
codes. o Review and implement areas identified in CVM ICSafetyand Human Resources Audit.
Staffing
The2021 budget reallocates existing resources to help mitigatethe economic impacts of the COVID-19 pandemic, alignto the Village Board's adopted StrategicValues, as well as help to address some of thepriorities, issues, and short-term factors discussed within thebudget. In 2021,
Within the Police Department, thereare no proposed staffingchanges.
Police Staff
16
14
12
10
6 4
0
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Expenditures Summary
Village of Bayside I Budget Book 2021
Page 295
2,000k 1,750k 1,500k 1,250k 1,000k
750k 500k 250k
0
FY2016
$1,731,835
Police Proposed and Historical Budget vs. Actual
FY2017
FY2018
FY2019
e e Act ual
Budgeted
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Supplies and Contractual (9.7%)
Personnel (90.3%)
Village of Bayside I Budget Book 2021
Page 296
2 1.75
1.5 1.25
"C '
~ i
0.75 0 .5
0.25 0
~"',(l,c:,
~
Budgeted and Historical Expenditures by Expense Type
e e Supplies and Contractual
P e rs o n n e l
Grey background indicates budgeted figures.
Name
Expense Objects Personnel Wages Ft Overtime Wages Pt Holiday Pay Health Insurance Buyout Shift Differential Pay-Bump Dental Insurance Buyout Wisconsin Retirement System SociaI Security Life Insurance Health Insurance Dental Insurance Total Personnel:
Supplies and Contractual House OfCorrection Fees Contractual Services Prosecutorial Services Legal Counsel-Personnel Madacc
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$1,023,889.49 $30,000.00 $29,463.99 $32,267.00 $18,900.00 $3,360.00 $906.00
$114,366.00 $87,117.17 $786.63 $99,943.33 $ 1,485.13
$1,442,484.74
$1,023,408.00 $35,000.00 $29,164.00 $32,267.00 $18,900.00 $3,360.00 $906.00
$114,366.00 $87,618.00 $798.00
$136,189.00 $2,583.00
$1,484,559.00
$1,108,010.00 $30,000.00 $0.00 $36,286.00 $12,600.00 $3,360.00 $680.00
$122,031.00 $91,673.00 $855.00
$155,107.00 $2,70S.00
$1,563,307.00
$1,000.00 $41,000.00
$0.00 $2,000.00 $1,300.00
$1,000.00 $38,905.23
$0.00 $678.50 $1,300.00
$751.00 $36,174.00 $24,897.00
$1,000.00 $1,300.00
8.3% - 14.3% -100% 12.5% -33.3%
0% -24.9%
6.7% 4.6% 7.1% 13.9% 4.7% 5.3%
-24.9% -7%
47.4% 0%
Village of Bayside I Budget Book 2021
Page 297
Name
Telecommunications Computer Support Benefit Administrative Fees Materials &Supplies Fleet Maintenance Office Supplies Postage Dues & Subscriptions Training, Safety &Certifications Ammunition Unifotlll Supp!ies Medical Supplies Fuel Maintenance -· Police Professional Liability Contractual Retirement Benefits Total Supplies and Contractual:
Total Expense Objects:
FY2020Actual
$5,196.00 $5,000.00 $1,140.00 $8,025.00 $5,000.00 $1,000.00
$800.00 $1,300.00 $5,500.00 $1,600.00 $6,500.00 $1,665.00 $16,650.00 $12,139.00 $56,893.00 $173,708.00
FY2020 Budgeted
$5,196.00 $5,000.00 $1,140.00 $6,025.00 $7,000.00 $1,000.00
$700.00 $1,560.00 $4,753.00 $1,600.00 $6,500.00 $1,672.77 $22,000.00 $16,179.00 $56,893.47 $179,102.97
FY2021 Budgeted
$5,195.00 $5,000.00 $1,436.40 $5,400.00 $7,000.00 $1,000.00
$800.00 $990.00 $4,000.00 $1,600.00 $6,500.00 $1,090.00 $18,060.00
$0.00 $46,334.39 $168,527.79
$1,616,192.74
$1,663,661,97
$1,731,834.79
FY2020 Budgeted vs. FY2021 Budgeted {%Change) 0% 0% 26% -10.4%
0%
0% 14.3% -36.5% -15.8%
0% 0% -34.8% -17.9% -100% -18.6% -5.9%
4.1%
Village of Bayside I Budget Book 2021
Page 298
Public Works Department
Shane Albers Operations Superintendent
Mission: To preserveand enhance resident qualityof lifethrough reliable, cost-effective infrastructure and service delivery.
2021 Goals
Department of Public Works
o Administer Emerald Ash Borer and Urban Forestry Management Plan. o Conduct analysisofcapital assets and develop replacement Iifecycle. o Develop environmental educational materials. o Identifycost-effective disposal partnerships to addresscollection materials. o Analyze alternative energysources for ViIIagefacilities, equipment, and operations. o Quantify metrics to evaluate the effectiveness ofthe myCrew program. o Update and implement leadership succession plan. o Review and implement areas identified in CVM IC Safety and Human Resources Audit.
Sanitary Sewer o Update SanitarySewer Publicand Private Inflow and Infiltration Program. o Manage2021capital projects.
Stormwater o Update Village stormwater management plan. o Implement Phase 2 Fairy Chasm Stormwater management plan. o Expand right-of-way stormwater management infiltration program. o Manage 2021 capital projects.
Village of Bayside I Budget Book 2021
Page 299
Staffing
The 2021 budget reallocates existing resources to help mitigatethe economic impactsofthe COVID-19 pandemic, align to theVillage Board's adopted StrategicValues, as well as helpto address someof the priorities, issues, and short-term factors discussed within the budget. Within the Department of Public Works, the 2020 budget contained allocations for 2 LTE employees, 2 seasonal employees and funded portions of the Human Resources and BuildingServices Administrator. During2020, 1LTE and the HR position were furloughed and the 2seasonal positions were held open. The 2021 budget eliminates 1 LTE and the Human Resource and BuildingServices Administratorposition and retains theseasonal positions. All other staffing within DPWremains the same.
DPW Staff
12
10
8
:!l
.2 6
:9l
4
0
2012
2013
2014
2015
2016
2017
2018 2019 2020 2021
Expenditures Summary
The overal I PubIicWorks budget decreases by .47% in 2021. The 2021 budget refl eds step increases for newly
hired DPW employees, winteroperations, and equipment rental forthe removal of Emerald Ash Borer infested trees within the publicright ofway. TheutiIity budget will continue to decrease as aresult ofrecent upgrades to Village HVAC systems.
$827,995 -$3,913 (-0.47%vs. prioryear)
Village of Bayside I Budget Book 2021
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Page 300
1,000k
800k
600k
400k
200k
a
FY2016
DPW Proposed and Histo rical Budget v s. Actual
FY2017
e Actual
FY2018
e Budgeted
FY2019
e Over Budget
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Ex pense Type
Supplies and Contractual (46.2%)
Personnel (53.8%)
--- ---------------------------------
Village of Bayside I Budget Book 2021
Page 301
Budget ed and Histor ical Expenditures by Ex pense Type
0.8
0.6
0.4
0.2
0
e e Supplies and Contractual
Pe rsonnel
Grey background indicates budgeted figures.
Name
Expense Objects Personnel Wages Ft Overtime Wages Pt Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System Socia ISecuri t y Life Insurance Health Insurance Dental Insurance TotaI Personnel :
Supplies and Contractual Facility Maintenance & Supplies Cleaning & Janitorial Services Hvac Maintenance Contractual Services Engineering Utilities Telecommunications
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (%Change)
$286,350.00 $5,839.00
$44,794.66 $375.02 $0.00
$22,746.40 $25,807.94
$701.18 $83,715.22
$ 1,876.85 $472,206.27
$ 2 8 6 ,3 5 0.0 0 $3,500.00
$47,571.00 $500.00 $57.00
$20,848.00 $24,415.00
$517.00 $70,459.00
$1,586.00 $455,803.00
$303,960.00 $4,200.00 $0.00 $0.00 $0.00
$20,057.00 $23,574.00
$557.00 $91,315.00
$ 1,903.00 $ 4 45,566.0 0
$20,000.00 $11,400.00
$4,200.00 $33,824.00 $16,728.00 $42,000.00
$2,100.00
$25,000.00 $11,500.00
$4,200.00 $35,094.00 $16,728.00 $59,000.00
$2,865.00
$22,500.00 $11,400.00
$4,200.00 $38,727.00 $20,000.00 $55,000.00
$2,300.00
6.1% 20% -100% -100% -100% -3.8% -3.4% 7.7% 29.6% 20% - 2 .2%
- 10% -0.9%
0% 10.4% 19.6% -6.8% -19.7%
Village of Bayside I Budget Book 2021
Page 302
Name
Benefit Administration Materials &Supplies Fleet Maintenance Tools Office Supplies Dues & Subscriptions Training, Safety &Certifu::ations Uniform Supplies Winter Operations Fuel Maintenance Equipment Replacement Equipment Rental Tipping Fees Yard Waste Tub Grinding Employee Relations Street Maintenance Signage &Traffic Safety Forestry & Landscaping Tree Disease Mitigation Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
$0.00 $6,000.00 $37,000.00
$500.00 $173.00 $925.00 $1,000.00 $2,000.00 $40,000.00 $22,000.00
$0.00 $7,500.00 $71,000.00 $7,500.00
$0.00 $7,700.00 $2,000.00 $5,000.00 $25,000.00 $365,550.00
FY2020 Budgeted
$0.00 $4,937.73 $31,163.00
$500.00 $150.00 $525.00 $1,000.00 $1,800.00 $36,000.00 $22,000.00
$0.00 $7,500.00 $68,942.27 $7,500.00
$0.00 $7,700.00 $2,000.00 $5,000.00 $25,000.00 $376,105.00
FY2021 Budgeted
$114.00 $5,100.00 $31,163.00 $1,500.00
$150.00 $525.00 $1,950.00 $1,800.00 $40,000.00 $20,000.00 $6,200.00 $8,500.00 $71,000.00 $8,500.00 $100.00 $7,700.00 $2,000.00 $7,000.00 $15,000.00 $382,429.00
$837,756.27
$831,908.00
$827,995.00
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
3.3% 0%
200% 0% 0%
95% 0%
11.1% -9.1%
13.3% 3%
13.3%
0% 0% 40% -40% 1.7%
-0.5%
Village of Bayside I Budget Book 2021
Page 303
Building Inspections
Leah Hofer Assistant to the Village Manager
Mission: To safeguard life and property bythe administration, regulation, and enforcementof local,state, and national codes as they relate to the publicand private buildingdesign and construction activities.
2021 Coals
o Implementwork plan for BuildingServices Department paperless permitting. o Improve building permit and inspection compliance resources. o Strengthen community standards program and enforcement. o Cultivate employee situational awareness and proactive problem identification. o Enhance usageof Access Bayside.
Staffing
Administrative tasks for the Buidling Inspections Department arecompleted within the general governmentstaff. The Village contracts for its building inspections services through SafeBuilt, Inc,athird party inspection firm. Inspection staffisemployed bySafeBuilt.
Inspections Staff
0.6
05
0.4
02
0.1
0
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Expenditures Summary
Expenditures within this budgetfluctate based on building permit volume, as theVillage's contracted building inspection firm receives a percentage ofoverall permit volume.
$55,750 $10,000 (21.86%vs. prior year)
Village of Bayside I Budget Book 2021
Page 304
80k 70k 60k 50k 40k 30k 20k 10k
0 FY2016
Building Inspections Proposed and Historical Budget vs. Actual
FY2017
e Actual
FY2018
e Budgeted
FY2019
e Over Budget
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Personnel (35.9%)
Supplies and Contractual (64,1%1
Village of Bayside I Budget Book 2021
Page 305
0,08 0,07 0.06 0,05
"C '
~ 0.04
~ 0.03 0.02 0.01 0
,/"<:", '"'
Budgeted and Historical Expenditures by Expense Type
,;:-'\,<~:,
e e Personnel
Supplies and Contractual
Grey background indicates budgeted figures.
Name Expense Objects
Personnel Wages Ft
Total Personnel:
Supplies and Contractual Building Permits
Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted (% Change)
$20,000.00 $20,000.00
$20,000.00 $20,000.00
$ 20,0 0 0 . 0 0 $20,000.00
$38,250.00 $38,250.00
$58,250.00
$25,750.00 $25,750.00
$4S,750.00
$35,750.00 $ 3 5 , 7 5 0 .00
$55,750.00
0% 0%
38.8% 38.8% 21.9%
Village of Bayside I Budget Book 2021
Page 306
Municipal Court
North Shore Municipal Court Mary Bersch, CityofGlendale
Mission: To uphold thejudicial branch of theVillage.
Staffing
The 2021 budget real locates existing resources to help mitigatethe economic impacts of the COVI D-19 pandemic, alignto the VilIage Board's adopted StrategicValues, as well as helpto address some ofthepriorities, issues, and short-term factors discussed within the budget. In2020, the Villagejoined the Glendale branch ofthe North Shore Municpal Court. All staffing functions are performed byCityof Glendale staff.
Court Staff
0.8
0.6
0.4
02
0
2012
2013
2014
2015
201 6
2017
2018
2019
2020
2021
Expenditures Summary
With the transition to the North Shore Municipal Court, all expenditures are administered through a per ticket fee charge. Excess fine and forfeiture revenues are then reimbursed monthlyto the ViIIage by the Court. Therefore, no expenditures will appear for Municipal Court and revenues are received through Fines and Forfeitures.
$0 -$29,866 (-100% vs. prioryear)
Village of Bayside I Budget Book 2021
Page 307
150k 125k 100k
75k 50k 25k
0
FY2016
Court Proposed and Historical Budget vs. Actual
FY2017 · Actual
FY2018
e Budgeted
FY2019
e Over Budget
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Ex pense Type
Village of Bayside I Budget Book 2021
Page 308
0.14 0.12
0.1 0.08
"C '
~
~ 0.06 0.04 0.02 0
:$>
~_,,,,_<:>
Budgeted and Historical Expenditures by Expense Type
e e Personnel
Supplies and Contractual
Name Expense Objects
Personnel Judge Fees Social Security
Total Personnel :
Supplies and Contractual Special Prosecutorial Services Contractual Services Legal Counsel - Contracted
Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$900.00 $69.00
$969.00
$ 9 1 5.0 0 $4,090.00 $23,897.00 $28,902.00
$29,871.00
$900.00 $69.00
$969.00
$915.00 $4,085.00 $23,896.60 $28,896.60
$ 2 9,8 6 5 .60
-100% -100% -100%
-10 0% -100% -100% -100%
-100%
Village of Bayside I Budget Book 2021
Page 309
North Shore Fire Department
Robert Whitaker Are Chief
Mission: To provide effective services to North Shore residents through collaboration and sharingof resources with other communities.
2021 Goals
o Provideservice that meets or exceeds the communities' expectations as North Shore Fire/Rescue's contribution towards publicsafety'soverall mission of keeping communit ies safe.
o Develop and maintain partnerships within the community asa meansto educatethe public on how to keep their communities safe and receive feedback on the service provided by North Shore Fire/Rescue.
o Ensure North Shore Fire/Rescue is afiscally sound organization. o Recruit and maintain well-trained and educated employees dedicatedto providingservice to the North Shore
communities. o Facilities, apparatus, and equipment will be maintained and replaced to the efficiencies and limits of available
resource al locations.
Expenditures Summary
The Village is partofthe North Shore Fire Department, and as such, pays apercentageof itsannual operating budget, based on the agreement with defined annual percentages or formula allocation. Thebelow information reflects the 2021 operating costs. NSFD cost increases are exempt from State imposed Levy Limits under State Law.
$864,506 $10,817 (1.27%vs. prioryear)
l.OOOk
North Shore Fire Department Proposed and Historical Budget vs. Actual
800k
600k
400k
200k
0 FY2016
FY2017
e Actual
FY2018
e Budgeted
FY2019
e Over Budget
FY2020
FY202 1
------ ---
Village of Bayside I Budget Book 2021
Page 310
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Supplies and Contractual (100%)
Budgeted and Historical Expendit ures by Expense Type
0,8 0,6 0.4 0.2
0 · Supplies a nd Contractual
Grey background indicates budgeted figures.
Name
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021
Budgeted (%Change)
-------------------- --------------------
Village of Bayside I Budget Book 2021
Pa ge 311
Name Expense Objects
Supplies and Contractual Fire &Rescue - North Shore Fire Insurance Dues
Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$853,689.00 $22,750.00
$876,439.00
$876,439.00
$853,689.00 $0.00
$853,689.00
$853,689.00
$864,506.00 $0.00
$864,506.00
$864,506.00
1.3% 1,3% 1.3%
Village of Bayside I Budget Book 2021
Page 312
North Shore Library
Alyssa Pisarski
Interim Director
Mission: To provideeffective services to North Shore residents through collaboration and sharingof resources with othercommunities.
Staffing
The Village assumed the responsibilityoffiscal agent for the North Shore Libraryon January 1,2020, thus reflecting updated staffing information below.
Library Staff
16
14
12
10
6 4
0
2012
2013
2014
2015
2016
2017 2018
2019 2020 2021
Expenditures Summary
TheVillage is partofthe North Shore Libraryand as such pays apercentage ofits annual operating budget, based on Agreement with defined annual percentages or formula allocation. The below reflect the 2021operatingcosts.
$160,277 -$17,278 (-9.73% vs. prior year)
Village of Bayside I Budget Book 2021
Page 313
200k 175k 150k 125k 100k
75k 50k 25k
0
FY2016
North Shore Library Proposed and Historical Budget vs. Actual
FY2017
FY2018
FY2019
· Actual · Budgeted
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Supplies and Contractual (100%)
Village of Bayside I Budget Book 2021
Page 314
0 .2 0.175
0.15 0.125
V\ C
~ 0.1
~ 0.075 0.05 0.025 0
Budgeted and Historical Expenditures by Expense Type
e Supplies and Contractual
Grey background indicates budgeted figures.
Name Expense Objects
Supplies and Contractual Library-North Shore
Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgetedvs. FY2021 Budgeted (% Change)
$162,1 94.00 $162,194.00
$162,194.00
$177,555.00 $177,555.00
$177,555.00
$ 1 60 ,2 7 7 . 00 $160,277.00
$160,277.00
-9.7% -9.7%
-9.7%
Village of Bayside I Budget Book 2021
Page 315
Parks
Shane Albers Operations Superintendent
Mission: To provide well maintained recreational facilities and activityopportunities.
2021 Goals
o Promote ViIIagesponsored events and encouragecommunity-based events.
Staffing
Parks Staff
0.6
05
0.4
0 .2
0 .1
0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Expenditures Summary
The Parks budget includes monies to fund thepart-time LX Senior Center coordinator, various community events throughout the year, as well as maintenanceofEllsworth Park. The increase in budget reflects the t ransferof community events from the Administrative Services Fund to the Parksbudget for 2021.
$21,098 $15,000 (245.98% vs. prior year)
Village of Bayside I Budget Book 2021
Page 316
25k 20k 15k !Ok
Sk 0
FY2016
Parks Proposed and Historical Budget vs. Actual
FY2017
FY2018
e Actual
FY20 19
e Budgeted
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Personnel (26.5%)
Supplies and Contractual (73.5%)
--- --------------- ---------------
Village of Bayside I Budget Book 2021
Page 317
0.0225 0.02
0 .0175 0.015
"C' 0 .0125
~
~ 0.01 0.0075 0.005 0.0025 0
~'<>
0'),<::,
Budgeted and Historical Expendit ures by Expense Type
e e Personnel
Supplies and Contractual
Grey background indicates budgeted figures.
Name Expense Objects
Personnel Wages - Ft Socia I Security
Total Personnel :
Supplies and Contractual Materials &Supplies Community Events
Total Supplies and Contractual:
Total Expense Objects:
FY2020 Actual
FY2020 Budgeted
FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$3,036.00 $232.25
$3,268.25
$500.00 $0.00
$500.00
$3,768.25
$5,200.00 $398.00
$5,598.00
$5,200.00 $397.80
$5,597.80
$500.0 0 $0.00
$500.00
$6,098.00
$500.00 $15,000.00 $15,500.00
$21,097.80
0% -0.1%
0%
0% 3,000%
246%
Village of Bayside I Budget Book 2021
Page 318
Dispatch
Liane Scharnott Communications CenterDirector
Mission: To provide effectiveemergencydispatching services to North Shore residents through collaborationand sharing of resources with othercommunities.
2021 Cioals
o Implement Next Generation 911technology. o Seek levy limit exemption forjoint PublicSafetyCommunication Center. o Audit existing InformationTechnologysystem processes. o Update and implement leadership succession plan. o Maintain organizational recognitions for excellence in performance management.
Staffing
The 2021 budget reallocates existing resources to help mitigatethe economic impacts oft he COVID-19 pandemic, align to the Village Board's adopted StrategicValues, as well as helpto address someof t he priorities, issues,and short-term factors discussed within the budget. In 2021,
Within the BaysideCommunications Center(BCC), responsibilities withinthe Information Technologyarea have been reallocated and the .5 FTE Records Management Administrator position has been eliminated. In addition, the 2020 budget contained 3 dispatch supervisors, 1training coordinator,and 2 certified training officer/lead dispatchers. The2021 budget allocates resources for 2dispatchsupervisors, 1t rainingcoordinator, 1 certified training officer/lead dispatcher, and reallocated supervisory position to serveas BCC Deputy Director. All otherstaffingwithin BCC is proposed to remain the same.
Comm Center Staffing
30
25
20
:ii
.2 15 ~
10
5
0
201 2
2013
2014
2015
201G 2017
2018
2019
2020
2021
Expenditures Summary
The PublicSafetyCommunications budget changes areprimarily related to step increases for recently hired employees. The BCCwill also implement NextGenerat ion 911 in 2021and will incur additional software support charges. Additional revenues offset information technologyexpenses and shared technological infrastructure.
Village of Bayside I Budget Book 2021
Page 319
3,000k 2,500k 2,000k 1,500k 1,000k
500k 0
$2,700,177 $78,582 (3% vs. prior year) Public Safety Communcations Proposed and Historical Budgetvs. Actual
FY2016
FY2017
FY2018
FY2019
e e Actual
Budgeted
FY2020
FY2021
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
lransfers Out (3.6%) Supplies and Contractual (14,7%)
Village of Bayside I Budget Book 2021
Personnel (Bl.7%)
Page 320
Budgeted and Historical Expendituresby Expense Type
3 2.5
0.5 0 · Transfers Out · Supplies and Contractual · Personnel Grey background indicates budgeted figures.
Name
Expense Objects Personnel Wages- Ft Overtime Holiday Pay Health Insurance Buyout Dental Insurance Buyout Wisconsin Retirement System SociaI Security Life Insurance Health Insurance Dental Insurance Recruitment Total Personnel:
Supplies and Contractual Facility Maintenance &Supplies Cleaning & Janitorial Services Contractual Services Legal Counsel-Personnel Audit Services Utilities
FY2020 Actual FY2020 Budgeted FY2021 Budgeted
FY2020 Budgeted vs. FY2021 Budgeted(% Change)
$1,308,133.30 $50,000.00 $28,894.00 $9,283.53 $396.46 $93,624.34
$ 1 0 6 , 8 4 8 .1 1 $2,075.29
$ 2 23,479.6 2 $4,981.28 $1,000.00
$1,828,715.93
$ 1,409,362.00 $46,000.00 $28,894.00 $8,500.00 $1,314.00 $99,228.00
$114,168.00 $1,903.00
$303,738.00 $5,527.00 $1,000.00
$2,019,634.00
$1,502,249.00 $35,000.00 $30,902.00 $7,500.00 $997.00
$105,850.00 $ 1 2 0,5 5 1 .0 0
$2,550.00 $392,087.00
$7,157.00 $1,000.00 $2,205,843.00
$35,000.00 $11,288.83
$9,033.00 $1,000.00 $1,624.00 $24,240.00
$20,480.00 $4,455.00 $9,033.00 $1,000.00 $1,624.0 0
$24,240.00
$14,298.00 $11,183.00
$2,852.83 $1,000.00
$0.00 $24,240.00
6.6% -23.9%
6.9% -11.8% -24.1%
6.7% 5.6% 34% 29.1% 29.5%
0% 9.2%
-30,2% 151%
-68.4% 0%
- 10 0% 0%
Village of Bayside I Budget Book 2021
Page 321
Name
Telecommunications Computer Sup!X)rt Seivkes Benefit Administrative Fees Materials And Supplies Licensing & Maintenance Office Supplies Postage Dues & Subscriptions Training, Safety & Certffications Clothing/Employee Expenses Equipment Replacement Maintenance Contracts Employee Recognition Contingency General Liability Insurance Workers Compensation Commercial Crime Policy Property Insurance Total Supplies and Contractual:
Transfers Out Administrative/fransferTo
Total Transfers Out: Total Expense Objects:
FY2020 Actual
$140,000.00 $8,500.00 $1,700.00 $6,078.00
$167,717.00 $1,800.00 $500.00 $3,000.00 $6,000.00 $437.00
$25,127.00 $150,011.00
$100.00 $0.00
$6,323.00 $2,257.00
$84.00 $3,730.00 $605,549.83
FY2020 Budgeted
$139,758.00 $2,020.00 $1,700.00 $4,800.00
$167,717.00 $1,800.00 $500.00 $3,000.00 $6,000.00 $0.00
$25,127.00 $77,302.00
$300.00 $0.00
$7,503.55 $2,838.08 $1,080.47 $3,729.63 $506,007.73
FY2021 Budgeted
$119,062.00 $3,500.00 $478.80 $5,000.00
$180,868.00 $1,800.00 $500.00 $3,000.00 $3,000.00 $0.00 $0.00 $0.00 $0.00
$14,111.93 $5,743.01 $2,384.68 $93,06 $3,730.00
$396,845.31
FY2020 Budgeted vs, FY2021 Budgeted(%Change) -14.8% 73.3% -71.8% 4.2% 7.8% 0% 0% 0% -50%
-100% -100% -100%
-23.5% -16%
-91.4% 0%
-21.6%
$95,953.00 $95,953.00 $2,530,218.76
$95,952.75 $95,952.75 $2,621,594.48
$97,488.25 $97,488.25 $2,700,176.56
1.6% 1.6%
3%
Village of Bayside I Budget Book 2021
Page 322
DEBT
Village of Bayside I Budget Book 2021
Page 323
Ciovernment-wide Debt Overview
DebtServiceisseparated into General Fund, SanitarySewerand Stormwaterdebt. General fund debt is f urther broken intoVillage obligation debt and that which is funded by memberagencies of the North Shore Fire Department.TheVillage's debt to equalized value ratio is sound, meaningthe Village has adequate capacityfor future borrowingof long-term debt should it so choose. The Villageisguided in long-term debt by financial policy, State law,impacts on levy limits, and equally important, communitypriority.
Ill $1,332,959 -$4,563 (-0.34% vs. 2020 year)
In accordance with Wisconsin Statutes, total general obligation indebtedness of the Village may notexceed 5% of theequalized value of taxable propertywithin theVillage's jurisdiction.The debt limit as of December31, 2019, was $33,726,505. Total general obligation debt outstanding at the end of 2019was $10,206,289which is 30% of thedebt limit. Ofthe Village's debt, 1.9%of the total relates to the North Shore Fire Department borrowing.
Debt by Fund
Stormwater Enterprise Fund (4.8%}
Sanitary Sewer Enterprise Fund (23.3%)
All Funds SanitarySewer Enterprise Fund Stormwater Enterprise Fund Long Term Financial Service Fund Total All Funds:
Long Term Financial Service Fund (71.9%)
FY2020 Actual
$304,725 $65,685
$967,112 $1,337,522
FY2021 Actual
$309,947 $64,430
$958,583 $1,332,959
%Change
1.7% -1.9% -0.9% - 0.3 %
Village of Bayside I Budget Book 2021
Page 324
Sanitary Sewer Enterprise Fund
Sanitary Sewer debt service is segregated from general fund debt service and isfunded through userfees paid to the Sanitary Sewer Utility.
Sanitary Sewer Enterprise Fund Sanitary Sewer Enterprise Fund Total Sanitary Sewer Enterprise Fund:
FY2020
I
-
Actual
$304,725
----·
$304,725
Stormwater Enterprise Fund
Stormwaterdebt service is segregated from general fund debt serviceand is funded through userfees paid to the Stormwater Utility.
FY2021 Actual
$309,947 $309,947
%Change 1.7% 1.7%
I
Stormwater Enterprise Fund Stormwater Enterprise Fund Total Stormwater Enterprise Fund:
FY2020 Actual
$65,685 $65,685
Long Term Financial Service Fund
The Long-Term Financial Fund is used to account forthe accumulation of resources for, and the payment ofgeneral longterm debt principal, interest, and related costs, excluding that payablefrom proprietaryfunds. The tax levy is the major revenue source of revenue.
MAOctu>a'l j
$64 ,~ 0 $64,430
%Change
-1.9% -1.9%
Long Term Financial Service Fund Long Term Financial Service Fund Total Long Term Financial Service Fund:
FY2020 Actual
$967,112 $967,112
FY2021
Actual
t$958,583
$958,583
%Change
-0.9% -0.9%
Village of Bayside I Budget Book 2021
Page 325
Debt Levy Stabilization Account
In 2007, the Village created a Debt Levy Stabilization accountto be used to level out the years when the debt service schedule would peak. Currently, the account has abalance remaining of $418,876.
Village of Bayside I Budget Book 2021
Page 326
Debt Snapshot
I l l $1,332,959 -$4,563 (--0.34%vs.2020year)
Debt by Type
Sewer Rehab Refunding2010-Principal & Interest (2.7%) Clean Water Fund Loan-2003· Principal & Interest (6.6%) GO Bond-2016-Prlnclpal & Interest (10.5%)
GO Bond-2011-Prlnclpal & Interest (12.6%)
GO Bond-NSFD-2012-Principal & Interest (12.8%)
GO Bond-2014-Prlnclpal & Interest (35.2%) GO Bond-2018-Principai & Interest (17.3%)
Debt State Trust Fund-Unfunded Liability-2003-Principal & Interest GO Bond-NSFD-2012:Principal & Interest Clean \Nater Fund Loan-2003-Principal & Interest GO Bond-2014-Principal & Interest Sewer Rehab Refunding-2010-Principal & Interest GO Bond-2016-Principal & Interest GO Bond-2011-Principal & Interest GO Bond-2018-Principal & Interest Total Debt:
FY2020 Actual
$28,689 $173,395
$87,792 $471,212
$37,318 $137,100 $171,001 $231,015 $1,337,522
FY2021 Actual
$30,466 $170,515
$87,770 $469,313
$36,380 $139,650 $167,876 $230,990 $1,332,959
%Change
6.2% -1.7%
0% -0.4% -2.5% 1.9% -1.8%
0% -0.3%
Village of Bayside I Budget Book 2021
Page 327
State Trust Fund-Unfunded Liability2003-Principal & Interest
This debt issuancewas to pay offthe unfunded pension liabiIity in 2003. The final maturitydateof the bonds is March 2023.
FY2020
FY2021
FY2022
FY2023
StateTrust Fund-Unfunded Llabillty-2003-Principal & Interest StateTrust Fund-Unfunded Liability-2003-Principal & Interest Total State Trust Fund-Unfunded Liabi lity-2003-Principal & Interest:
. FY;-020
-
Actual
$28,689 $28,689 ~
FY202~ Actual
$30,466 $30,466
CO Bond-NSFD-2012-Principal & Interest
This debt issuancewas borrowed on behalf of theNorth Shore Fire Department for advanced refunding of the 2003 General Obligation Fire Department Bonds. The final maturitydateof the bonds is August 2023.
FY2020
FY2021
FY2022
FY2023
GO Bond-NSFD-2012-Principal & Interest GO Bond-NSFD-2012-Principal & Interest Total GO Bond-NSFD-2012-Principal & Interest:
-
T
J_
l
I FY2020
I Actual
J $ 1 7~ ~5
$173,395
N,O":) Actual
NAW ctu»al ~
$170,~5 . _ $167,315
$170,515
$167,315
FY2023 Actual
$168,795 $168,795
%Change
0.9% 0.9%
Clean Water Fund Loan-2003Principal & Interest
This debt issuancewas issued to fund projects for theVillage's sewer system and reduce infiltration and inflow. The final maturitydateof the bonds is May 2024.
Clean Water Fund Loan-2003-Principal & Interest Clean Water Fund Loan-2003-Principal & Interest Total CleanWater Fund Loan-2003-Principal & Interest:
FY2020 FY2021 FY2022 FY2023 FY2024
FY2020
- f -- f r Actual
$87,792
r$87,792
FY2021 FY2022
Actual
Actual
$87,770 _ $87,747
$87,770 $87,747
FY2023 Actual
FY2024 Actual
$87,724 _ _!_87,701
$87,724 $87,701
%Change
0% 0%
Village of Bayside I Budget Book 2021
Page 328
GO Bond-2014-Principal & Interest
This debt issuancewas used for street improvement projects, a
public works building, sewerageand stormwatersystem
projects, parks and publicgrounds projects and refundingof
2005General Obligation Bonds.The final maturity dateof the
11
bonds is December 2034.
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
FY2027
lFY2028 FY2029
FY2030
FY2031
GO Bond2014Principal & Interest
Actua l
Actual
Actual
Actual
Actual
Actual
Actual
Actual
Actual
Actual
Actual
Actual
GO Bond2014Principal & Interest
$471,212 $469,313 $462,313 $426,813 $417,063 $407,313 $397,563 $387,813 $378,063 $368,313 $358,563 $248,813
Total GO $471,212 1$469,313 $462,313 1$426,813 $417,063 $407,313 $397,563 $387,813 $378,063 $368,313 $358,563 $248,813
::;. I I
Principal &
I
Interest:
Sewer Rehab Refunding-2010Principal & Interest
This debt issuancewas used to refund previous SewerBonds. The final maturitydateof the bonds is March 2026.
Sewer Rehab Refunding-2010-Principal & Interest Sewer Rehab Refunding-2010-Principal & Interest
I~"'Im,,, Actual Actual $37,318 $36,380
FY2022 Actual
$35,405
FY2023 -- -
Actua l
$39,349
FY2024 Actual
$38,150
FY2025 Actual
$36,890
"""IActual %CM"''
$35,630
-3.4%
Total Sewer Rehab Refunding-2010-Principal & Interest:
$37,318 $36,380 $35,405 $39,349 $38,150 $36,890 $35,630
-3.4%
Village of Bayside I Budget Book 2021
Page 329
CO Bond-2016-Principal & Interest
This debt issuancewas used to finance street projects and Department of Public Works equipment. The final maturity date ofthe bonds is March 2026.
~ -
-
-
-
Bond-2016-Principal & Interest
0 Bond-2016-Principal & Interest
al GO Bond-2016-Principal & Interest:
FY20201 FY2021
j Actual
Actual
~ 137,100 ~9,650
$137,100 $139,650
- I J, ,~.,J"""'"'. FY2022 FY2023 FY2024
-
~
. --
Actual
Actual
Actual
--
- --
$142,100 $144,450 $141,750
FY2025
-
FY2026
~
Actual
Actual
--
$139,050 $136,350
%Change -1.9%
$142,100 '".'·'"' ,;.,,,,, .
-1.9%
CO Bond-2011-Principal & Interest
This debt issuancewas used for street improvement projects, water system projects, sewerageand stormwaterprojects, and the North Shore Dispatch Center project. Thefinal maturity date of the bonds is November 2031.
I FY2020 FY2021 FY2022 L FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031
GO
Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual
Bond-
2011·
Principal
&
Interest
GO Bond· 2011-
I$171.001 $167,876 $164.751 1$146,564 $163.649 1$159,944 $156.239 $147.176 $148.270 $143,980 $139.690 $160.270
I
I
Principal
&
Interest
Total GO
$156,239 $147,176 $148,270 $143,980 $139,690 $160,270
Bond-
2011·
Principal
&
Interest:
l
Village of Bayside I Budget Book 2021
Page 330
GO Bond-2018-Principal & Interest
This debt issuance was used for street improvement projects, sewerage and stormwaterprojects, and agarbagedisposal truck. The final maturitydateofthe bonds is March 2033.
l I FY2020 FY2021
GO Bond2018Principal & Interest
Actual
Actual
FY2022 Actual
FY2023 1 FY2024 Actual Actual
FY2025 Actual
FY2026 Actual
FY2027 Actual
FY2028 Actual
FY2029 Actua l
FY2030 Actual
FY2031 Actual
GO Bond2018Principal & Interest
$231,015
$230,990 $191,490
$211,990 $241,665
$250,590 $244,290
$247,840 $246,165
$121,218
$122,990
$124,529
Total GO Bond2018Principal & Interest:
$231,015
$230,990
$191,490
$211,990
$241,665
$250,590
$244,290
$247,840
$246,165
$121,218
$122,990
$124,529
Village of Bayside I Budget Book 2021
Page 331
Debt Tables
State Trust Fund Debt 2003
$266,558 STATE TRUST FUND LOAN· UNFUNDED LIABILITY
DATED AUGUST 13, 2003
DATE I · 3/15/2021
PRJNOPAL I . 26,000.00
INTEREST I · 4,465.55
TOTAL I ·
30,465.55
3/15/2022
29,000.00
3,100.55
32, 100.55
3/15/2023
~ 85,058.00
L5Za!lS 9,144.15
~ 94,202. 15
Clean Water Fund Loan 2003
$1 ,620.000SEWER SYSTEM REVENUE BOND
Cleon Weter fund Loon
DATED AUGUST 26, 2003
DATE I ·
5/1/2021 11/1 / 2021
PRINQPAL I ·
80,805.85 .
INTEREST I ·
3,959.86 3,004.33
TOTAL I·
84,765.71
3.004.33
5/1 / 2022 11/1 / 2022
82,716.9 1
.
3,004.33 2,026.20
85,721.24 2,026.20
5/1/2023 11/1/2023
84,673.16 .
2,026.20 1,024.94
86,699.36 1,024.94
5/1/2024
~
~
8770063
334,871.6 1
16,070.80
350,942.41
Sewer Rehab Debt 2010
DATE I · 3/1/2021 9/1 / 2021 3/1 /2022 9/1/2022 3/1/2023 9/1/2023 3/1/2024 9/1/2024 3/1 /:.025 9/1/2025 3/1 /2026
$475,000 G.O. Refund'ng
20 10 Refund'ng o f Sew er Rehot:,
DATED NOVEMBER 2, 2010
PRINCIPAL I ·
INIERfST I·
30,000.00
3,433.75
2,946.25
30,000.00
2,946.25
2,458.75
35,000.00
2,458.75 1,890.00
35,000.00
1,890.00
1,2l0.00
35,000.00
1,260.00
630
~ 200,000.00
~ 21.803.75
I OIAL I · 33,433. 75 2,946.25 32,946.25 2,458.75
37 ,458.75 1,890.00
36,890.00 1.260.00
36,260.00
630 ~ 22 1,803.75
Village of Bayside I Budget Book 2021
Page 332
GOBond2011
$2.1 70.000 0.0. C01p0101e Pu1po1e eonc11
2011 · Boy1'de D:1poleh. Wole1. Sewer, Roods
DATED NOVEMBER 3, 201 1
DATE I· PRINCIPAL I · INIERESI I·
IOIAl I·
s1112021
2 1 ,38.13
21, 38.13
11 /1/2021
125.000.00
21. 38, 13
1 6. 38. 13
S/1/2022
19,875.63
19.875.63
11/112022
125,000.00
19,875 .63
l .875.63
S/1 /2023
18,281.88
18,281.88
11/1/2023
110,000.00
18,281.88
128,281.88
S/1/202
1 6,82.38
16,8208
11/1/~02
130,000.00
16,8208
1 6,82. 38
S/1/202S
1,971.88
l ,971.88
11/1/2025
130,000.00
1 .971.88
1 .971.88
5/1 12026
13,1 19.38
13,119.38
11/1/2026
130,000.00
13,119.38
143,119.38
S/1/2027
11,088.13
11,088. 13
11/1/2027
125,000.00
11.088. 13
136,088.13
S/1/2028
9,135.00
9,135.00
11/1/2028
130,000.00
9,135.00
139,135.00
5/1/ 2029
6,990.00
6,990.00
l 1/1/ 2029
130,000.00
6,990.00
136,990.00
5/1/2030
,8 45, 00
,85.00
l 1/1/2030
130,000.00
4,845.00
134,845.00
5/112031
2,635.00
2,635.00
11 / 1 / 2031
155,000.00
2,635.00
157,635.00
I , 20.000.00
278."°8.82
1.698,"°8.82
NSFD GO Bond 2012
DATE I·
2/1/2021 8/1/2021 2/1/2022 8/1/2022 2/1/2023 8/1/2023
$1 ,605,000 00 BOND NSFD
DATED APRIL 26. 2012
NO<th Sh0<e Fre Deportment
JP MORGAN
PRINCIPAL I · .
INTEREST I· 5,257.50
160,000 .00
.
5,257.50 3,657.50
160,000.00
.
3,657.50 1,897.50
165,000.00
1,897.50
4115,000.00
21,625.00
TOTAL I · 5,257.50
165,257.50
3,657.50 163,657.50
1,897.50 166,897.50 506,625.00
Village of Bayside I Budget Book 2021
Page 333
COBond2014
DAIE I· 6/1/2021 12/1/2021 6/1/2022 12/1/ 2022 6/1/2023 12/1/:023 6/1 /2024 12/1 /2024 6/l/2025 12/1 /2025 6/1 /2026 12/1 /2026 6/1 /2027 12/1/2027 6/1 /2028 12/1/2028 6/1 /2029 12/1/2029 6/1 /2030 12/1/2030 6/1 /2031 12/1 /2031 6/1/2032 12/1/2032 6/1/2033 12/1/2033
6/1 /203 12/1 /203
p ,345.000 G.O Debi
201 6o«ow!ng
DATf DDfCf M6fR, 201
PRINCIPAL I · INTEREST I·
59,656.25
350,000.00
59.656,2.S
56,156.25
350.000.00
56.156.25
so.~06.25
325,000.00
50.906.2.5
46,031.25
325,000.00
46,031.25
I. 156.25
325,000.00
41,156.25
36.281.25
325,000.00
36,281.25
31. 06.25
325,000.00
31,406.25 26,531.25
325.000.00
26,531.25
21,656.25
325.000.00
21,656.25
16,781.25
325.000.00
16,781.25
l l .906.25
225,000.00
l l ,906.25
8,390.63
225.000,00
8,390,63
4,875.00
200,000.00
4,875.00
l.625.00
100,000.00
l.625,00
4.050.000.00
826,7 18.76
TOTAL I· 59,656.25 409,656.2.5 56,156.25 406. 156.2.5 S0.906.25 375,906.25
6.031.25
371,031.25 41, 156,25 366.156,2.5
36.281.Z5 361.281.25
31. 06.25
356,406.25 26,531.25 351.531 .25 21.656,2.5 346.656.25 16,781.25 341.781.25 ll ,906.2.5 236,906.25 8,390.63 233,390.63
,875.00 20 ,875.00
1.625.00 101.625.00 4,876.718.76
COBond2016
DATE I· 3/1/2021 9/1/2021 3/1/2022 9/1 /2022 3/1/2023 9/l /Z023
3/1/702 9/1/ 202
3/1/2025 9/1 /Z025 3/1/2026
$1.035.000 GO Ser:es 2016A
Doled 6/29/2016
PRINCIPAL I· INTEREST I·
125.000.00
7,950.00
6.700.00
130.000.00
6,700.00
5, 400.00
135,000.00
5, 00.00
,050. 00
135.000.00
,050. 00
2,700.00
135,000.00
2,700.00
1,350.00
135,000.00
1.350.00
795 ,000.00
48,350.00
TOTAL I· 132,950.00
6.700.00 136,700.00
5.400.00
1 0.400,00 .050.00
139,050.00 2.700.00
137,700.00 1.350.00
136.350.00 843,350.00
Village of Bayside I Budg et Book 2021
Page 334
CO Bond2018
$2.40.C<Xl General Ob: gation Bonds. se,:e , 2018 A
DATE IT
Doled 5/3/2018
PRINOPAL I T
INTEREST IT
TOTAL IT
3/1/2021
170.C<Xl.OO
3 1,770.00
201,770.00
9/1/2021
29,220.00
29,220.00
3/1/2022
13S,C<Xl.OO
29,220.00
16,220.00
9/1/ 2022
27,195.00
27,195.00
3/1/2023
11.0.C<Xl.00
27.195.00
187, 195.00
9/1/2023
24,795.00
24,795.00
3/1/202
195,000.00
24.795.00
2 19.795.00
9/1/2024
21,870.00
21.870.00
3/1/2025
2 10,000.0 0
21,870.00
231,870.00
9/1/2025
18,720.00
18,720.00
3/1 /2026
210 ,000.00
18,720.00
228,720.00
9/1/2026
15,570.00
15,570.00
3 /1 /2027
220,000.00
15,570.00
235,570.00
9/1/2027
12,270.00
12,270.00
3/1/2028
225,000.00
12,270.00
237,270.00
9/1/2028
8,895.00
8,895.00
3/1/2029
105,000.00
8,895.00
113,895.00
9/1/2029
7.320.CO
7,320.00
3/1 /2030
110,000.00
7,320.00
117,320.00
9/1/2030
5,670.00
5,670.00
3/1/2031
115,000.00
5,670.00
120,670 .00
9/1/2031
3,8S8.75
3 ,8S8.7S
3/1 /2032
11 5 ,0 0 0.0 0
3,858.75
118,858.75
9/1/2032
2,07.!0
2 ,0 7.!0
3 /1 /2033
130,000.00
2,047.SO
132,0 47.50
2.100.C<Xl.OO
386.632.!0
2.486.632.SO
-------------------------
Village of Bayside I Budget Book 2021
Page 335
APPENDIX
Village of Bayside I Budget Book 2021
Page 336
Glossary
Abatement: A reduction or elimination of areal or personal property tax, motor vehicle excise, afee, charge, or special assessment imposed bya governmental unit. Granted onlyon application of the person seeking the abatement and only bythecommittinggovernmental unit.
Accounting System: The total structure of records and procedures that identify record, classify, and report information on the financial position and operations of agovernmental unit or any of its funds, account groups, and organizational components.
Accrued Interest: The amount of interest that has accumulated on the debt since the date of the last interest payment, and on the sale of a bond, the amount accrued up to but not includingthe date ofdelivery (settlement date). (See Interest)
Amortization: The gradual repayment of an obligation overtime and in accordance with a predetermined payment schedule.
Appropriation: A legal authorization from the community's legislative body to expend money and incur obligations forspecificpublicpurposes. An appropriation is usually limited in amount and asto the time period within which it maybe expended.
Arbitrage: As applied to municipal debt, the investment of tax-exempt bonds ornate proceeds in higheryielding, taxable securities. Section 103of the Internal Revenue Service (I RS) Code restricts this practice and requires (beyond certain limits)that earnings be rebated (paid) to the IRS.
Assessed Valuation: A value assigned to real estate or other property by agovernment as the basis for levying taxes.
Audit: An examination of acommunity's financial systems, procedures, and data by acertified public accountant (independent auditor), and a report on the fairness a/financial statements and on local compliancewith statutes and regulations. The audit serves as avaluable management tool in evaluating the fiscal performance of acommunity.
Audit Report: Prepared by an independent auditor, an audit report includes: (a) astatement ofthescopeofthe audit; (b) explanatory comments as to application of auditing procedures; (c)findings and opinions. It is almost always accompanied bya management letterwhich contains supplementarycomments and recommendations.
Available Funds: Balances in the various fund types that represent non-recurring revenue sources. As amatter of sound practice, they are frequently appropriated to meet unforeseen expenses, for capital expenditures orotherone-
time costs.
Balance Sheet: A statement that discloses the assets, liabilities, reserves and equities of afund or governmental unit at a specified date.
Betterments (Special Assessments): Whenever aspecific area of acommunity receives benefit from apublic improvement (e.g., water, sewer, sidewalk, etc.), special property taxes may be assessed to reimbursethe governmental entity for all or part ofthe costs it incurred. Each parcel receiving benefit from the improvement is assessed for its proportionate share of the cost of such improvements. The proportionate share maybe paid in full or the property owner may request that the assessors apportion the betterment over 20years. Overthe life of the betterment, one year's apportionment along with one year's committed interest computed from October 1to October 1 is added to the tax bill until the betterment has been paid.
Bond: A means to raise money through the issuance of debt. A bond issuer/borrower promises in writing to repay a specified sum of money, alternately referred to as face value, par value or bond principal, to the buyer of the bond on a specified future date (maturity date), together with periodic interest at aspecified rate. The term of abond is always greater than one year. (See Note)
Village of Bayside I Budget Book 2021
Page 337
Bond and Interest Record: (Bond Register)- The permanent and complete record maintained by atreasurer for each bond issue. It shows the amount of interest and principal coming due each date and all other pertinent information concerning the bond issue.
Bonds Authorized and Unissued: Balance of abond authorization not yet sold. Upon completion or abandonment of aproject, any remaining balance of authorized and unissued bonds may not be used for other purposes, but must be rescinded bythecommunity's legislative body to be removed from community's books.
Bond Issue: Generally, the sale of acertain number of bonds at onetime by agovernmental unit.
Bond Rating(Municipal): A credit rating assigned toa municipalityto help investors assess the future ability, legal obligation, and willingness of the municipality (bond issuer) to make timely debt service payments. Stated otherwise, a rating helps prospective investors determine the level of risk associated with agiven fixed-income investment. Rating agencies, such as Moody's and Standard and Poors, use rating systems, which designate a letter or a combination ofletters and numerals where AAA is the highest rating and C1 is avery low rating.
Budget: A plan for allocating resources to support particular services, purposes and functions over aspecified period of time. (See Performance Budget, Program Budget)
Capital Assets: All real and tangible property used in the operation of government, which is not easily converted into cash, and has an initial useful live extending beyond asingle financial reporting period. Capital assets include land and land improvements; infrastructure such as roads, bridges, water and sewer lines; easements; buildings and building improvements; vehicles, machinery and equipment. Communities typically define capital assets in terms of a minimum useful life and a minimum initial cost. (See Fixed Assets)
Capital Budget: An appropriation or spending plan that uses borrowing or direct outlayforcapital or fixed asset improvements. Among other information, acapital budget should identifythemethod offinancingeach recommended expenditure, i.e., tax levy or rates, and identifythose items that were not recommended. (See Capital Assets, Fixed Assets)
Cash: Currency, coin, checks, postal and express money orders and bankers' drafts on hand oron deposit with an official or agent designated as custodian ofcash and bank deposits,
Cash Management: The process of monitoring the ebb and flow of money in an out of municipal accounts to ensure cash availability to pay bills and to facilitate decisions on the need for short-term borrowing and investment of idle cash.
Certificate of Deposit (CD): A bank deposit evidenced bya negotiable or non-negotiable instrument, which provides on its face that the amount of such deposit plus aspecified interest payable to a bearer or to any specified person on a certain specified date, at the expiration of acertain specified time, or upon notice in writing.
Classification of Real Property: Assessors are required to classify all real property according to use into one of four classes: residential, open space, commercial, and industrial. Having classified its real properties, local officials are permitted to determine locally, within limitations established bystatute and the Commissionerof Revenue, what percentage of the tax burden is to be borne by each class ofreal property and by personal propertyowners.
Collective Bargaining: The process of negotiating workers' wages, hours, benefits, working conditions, etc., between an employer and some or all of its employees, who are represented by arecognized labor union. regarding wages, hours and working conditions.
Consumer Price lndex:Thestatistical measure of changes, if any, in the overall price level of consumer goods and services. The index is often called the "cost-of-living index."
Cost-Benefit Analysis: Adecision-makingtool that allows acomparison ofoptions based on the level of benefit derived and the cost to achieve the benefit from different alternatives,
Village of Bayside I Budget Book 2021
Page 338
Debt Burden: The amount ofdebt carried by an issuerusuallyexpressed as ameasure of value (i.e., debt as a percentage of assessed value, debt per capita, etc.). Sometimes debt burden refers to debt service costs as a percentage of the total annual budget.
Debt Service: The repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue.
Encumbrance: A reservation of funds to cover obligations arising from purchase orders, contracts, or salary commitments that are chargeable to, but not yet paid from, aspecific appropriation account.
Enterprise Funds: An enterprise fund is aseparate accounting and financial reporting mechanism for municipal services for which afee is charged in exchange for goods or services. It allows acommunity to demonstrate to the publicthe portion of total costs of aservice that is recovered through user charges and the portion that is subsidized by the tax levy, if any. With an enterprise fund, all costs of servicedelivery--direct, indirect, and capital costs-are identified. This allows the community to recover total service costs through userfees if it chooses. Enterprise accounting also enables communities to reserve the 11surpl us11 or net assets unrestricted generated by the operation of the enterprise rather than closing it out to the general fund at year-end. Services that may be treated as enterprises include, but are not limited to, water, sewer, hospital, and airport services.
Equalized Valuations (EQVs): The determination of the full and fair cash value of all property in the communitythat is subject to local taxation.
Estimated Receipts: A term that typically refers to anticipated local revenues often based on the previous year's receipts and representfundingsources necessary to support acommunity's annual budget. (See Local Receipts)
Exemptions: Adischarge, established bystatute, from the obligation to pay all ora portion of aproperty tax. The exemption is available to particular categories of property or persons upon the timely submission and approval of an application to the assessors. Properties exempt from taxation include hospitals, schools, houses of worship, and cultural institutions. Persons who mayqualifyfor exemptions include disabled veterans, blind individuals, surviving spouses, and seniors.
Expenditure: An outlayof money made by municipalities to provide the programs and services within their approved budget.
Fiduciary Funds: Repository of money held by a municipality in atrustee capacity or as an agent for individuals, private organizations, other governmental units, and otherfunds. These include pension (and other employee benefit) trust funds, investment trust funds, private-purpose trust funds, and agency funds.
Fixed Assets: Long-lived, assets such as buildings, equipment and land obtained or controlled as a result of past transactions or circumstances.
Fixed Costs: Costs that are legallyorcontractuallymandated such as retirement, FICNSocial Security, insurance, debt service costs or interest on loans.
Float: The difference between the bank balance for a local government's account and its book balance at the end ofthe day. The primary/actor creating float is clearingtimeon checks and deposits. Delays in receiving deposit and withdrawal information also influence float.
Full Faith and Credit: A pledge of the general taxing powers for the payment ofgovernmental obligations. Bonds carrying such pledges are usually referred to as general obligation orfull faith and credit bonds.
Fund: An accounting entity with aself-balancing set of accounts that are segregated for the purpose of carrying on identified activities or attaining certain objectives in accordance with specific regulations, restrictions, or limitations.
Village of Bayside ! Budget Book 2021
Page 339
Fund Accounting: Organizingfinancial records into multiple, segregated locations for money. A fund is adistinct entitywithin the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with specific regulations, restrictions or limitations. Examples of funds include the general fund and enterprise funds. Communities whose accounting records areorganized according to the Uniform Municipal Accounting System (UMAS} use multiple funds.
GASB 34: Amajor pronouncement ofthe Governmental Accounting Standards Board that establishes new criteria on the form and content ofgovernmental financial statements. GASS 34 requires a report on overall financial health, not just on individual funds. It requires more complete information on the cost of deliveringvalueestimates on public infrastructure assets, such as bridges, road, sewers, etc. It also requires the presentation of a narrative statement the government's financial periormance, trends and prospectsforthefuture.
GASB 45: This is another Governmental Accounting Standards Board major pronouncement that each public entity account for and report other postemployment benefits in its accounting statements. Through actuarial analysis, municipalities must identifythetruecosts of the OPEB earned by employees over their estimated years of actual service.
General Fund: The fund used to account for most financial resources and activities governed by the normal appropriation process.
General Obligation Bonds: Bonds issued bya municipalityfor purposes allowed by statute that are backed bythefull faith and credit of its taxing authority.
Governing Body: A board, committee, commission, or other executive or policymaking bodyof amunicipalityor school district.
Indirect Cost: Costs of aservice not reflected in the operating budget of theentityprovidingthe service. An example of an indirect cost of providingwaterservicewould bethevalueof time spent by non-water department employees processing water bills. A determination of these costs is necessaryto analyze the total cost of service delivery. The matter of indirect costs arises most often in the context of enterprise funds.
Interest: Compensation paid orto be paid for the use of money, including amounts payable at periodic intervals or discounted atthetime a loan is made. In the case of municipal bonds, interest payments accrue on aday-to-day basis, but are paid every six months.
Interest Rate: The interest payable, expressed as apercentage of the principal availableforuseduring aspecified period of time. It is always expressed in annual terms.
Investments: Securities and real estate held fort he production of income in the form of interest, dividends, rentals or lease payments. The term does not include fixed assets used in governmental operations.
Line Item Budget: A budget that separates spending into categories, or greater detail, such as supplies, equipment, maintenance, or salaries, as opposed to a program budget.
Local Aid: Revenue allocated bythestateorcounties to municipalities and school districts.
Maturity Date: The date that the principal of a bond becomes due and payable in full.
Municipal(s): (As used in the bond trade} "Municipal" refers to anystateorsubordinategovernmental unit. "Municipals" (i.e., municipal bonds) include not only the bonds of all political subdivisions, such as cities, towns, school districts, special districts, counties but also bonds of the state and agencies ofthe state.
Note: A short-term loan, typicallywith amaturitydate of ayear or less.
Objects of Expenditures: A classification of expenditures that is used for coding any department disbursement, such as "personal services;' "expenses;' or"capital outlaV:'
Village of Bayside I Budget Book 2021
Page 340
Official Statement: A document prepared for potential investors that contains information about aprospective bond or note issue and the issuer. The official statement is typically published with the notice of sale. It is sometimes called an offering circular or prospectus.
Operating Budget: A plan of proposed expenditures for personnel, supplies, and other expenses for the comingfiscal year.
Overlapping Debt: A community's proportionate share of the debt incurred by an overlapping government entity, such as a regional school district, regional transit authority, etc.
Performance Budget: A budget that stresses output both in terms of economy and efficiency.
Principal: The face amount of abond1 exclusive of accrued interest.
Program: A combination of activities to accomplish an end.
Program Budget: A budget that relates expenditures to the programs they fund. The emphasis ofa program budget is on output.
Purchased Services: The cost of services that are provided by avendor.
Refunding of Debt: Transaction where one bond issue is redeemed and replaced by anew bond issue under conditions generally more favorable to the issuer.
Reserve Fund: An amount set aside annuallywithin the budget of atown to provide afunding source for extraordinary or unforeseen expenditures.
Revaluation: The assessors of each community are responsible for developing areasonable and realistic program to achieve the fair cash valuation of property in accordance with constitutional and statutory requirements. The nature and extent of that program will depend on the assessors' analysis and consideration of many factors, including, but not limited to, the status of theexistingvaluation system, the results of an in-depth sales ratio study, and the accuracy of existing property record information.
Revenue Anticipation Note (RAN): A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations.
Revenue Bond: A bond payable from and secured solely by specific revenues and thereby not afull faith and credit obligation.
Revolving Fund: Allows a community to raise revenues from a specific service and use those revenues without appropriation to support the service.
Sale a/Real Estate Fund: A fund established to account for the proceeds of the sale of municipal real estate other than proceeds acquired through tax title foreclosure.
Stabilization Fund: A fund designed to accumulate amounts for capital and otherfuturespendingpurposes, although it maybe appropriated for any lawful purpose.
Surplus Revenue: The amount by which cash, accounts receivable, and other assets exceed liabilities and reserves.
Tax Rate: The amount of property tax stated in terms of a unit of the municipal tax base; for example, $14.80per $1,000 of assessed valuation of taxable real and personal property.
Tax Title Foreclosure: The procedure initiated bya municipality to obtain legal title to real property already in tax title and on which property taxes are overdue.
Village of Bayside I Budget Book 2021
Page 341
Trust Fund: In general, afund for money donated or transferred to amunicipalitywith specific instructions on its use. As custodian of trust funds, the treasurer invests and expends such funds as stipulated by trust agreements, as directed by the commissioners of trust funds or bythecommunity's legislative body. Both principal and interest may be used if the trust is established as an expendable trust. For nonexpendabletrustfunds, only interest (not principal) maybe expended as directed.
Uncollected Funds: Recently deposited checks included in an account's balance but drawn on other banks and not yet credited by the Federal Reserve Bank or local clearinghouse to the bankcashing the checks. (These funds may not be loaned or used as part of the bank's reserves and they are not available for disbursement.)
Undesignated Fund Balance: Monies in the various government funds as of the end of the fiscal year that are neither encumbered nor reserved, and arethereforeavailableforexpenditureoncecertified as part offree cash.
Unreserved Fund Balance (Surplus Revenue Account): The amount by which cash, accounts receivable, and other assets exceed liabilities and restricted reserves. It is akin to a "stockholders' equity" account on acorporate balance sheet. It is not, however, available for appropriation in full because aportion of the assets listed as "accounts receivable" may be taxes receivable and uncollected. (See Free Cash)
Valuation (100 Percent): The legal requirement that acommunity's assessed value on property must reflect its market, orfull and fair cash value.
Olossary
Village of Bayside I Budget Book 2021
Page 342
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE RESOLUTION NO 20A resolution adopting the 2021 sanitary sewer enterprise budget and establishing the Residential and Commercial Sewer User Fee rates
WHEREAS, Municipal Code of the Village of Bayside requires an annual budget appropriating monies to finance activities of the Village for the ensuing fiscal year; and
WHEREAS, the Committee of the Whole has duly considered and discussed a budget for the Sewer Fund on November 10, 2020 as proposed; and
WHEREAS, the Village Board of Trustees held a public hearing on the 2021 Annual Sewer Budget on November 19, 2020 as required; and
WHEREAS, the 2021 Residential Sewer User fee is set at $496.00 and the 2021 Commercial Sewer rate per 1,000 gallons used is $4.18; and
NOW, THEREFORE BE IT RESOLVED by the Village Board of the Village of Bayside, Wisconsin, that budgeted revenue estimates and expenditure appropriations for the year 2021 for the Sewer Fund is hereby adopted as set forth in the attachment and established in program category detail in the budget document. PASSED AND ADOPTED by the Village Board on this _ _ _ day of November, 2020.
VILLAGE OF BAYSIDE
Eido M. Walny Village President
Attest:
Lynn A. Galyardt Administrative Services Director/Clerk/Treasurer
STATE OF WISCONSIN MILWAUKEE AND OZAUKEE COUNTIES
VILLAGE OF BAYSIDE
RESOLUTION NO. 20-
A resolution adopting the 2021 stormwater revenue fund budget and establishing the Equivalent Runoff Unit rate
WHEREAS, Municipal Code of the Village of Bayside requires an annual budget appropriating monies to finance activities of the Village for the ensuing fiscal year; and
WHEREAS, the Committee of the Whole has duly considered and discussed a budget for the Stormwater Fund in on November I 0, 2020 as proposed; and
WHEREAS, the Village Board of Trustees held a public hearing on the 2021 Annual Stormwater Budget on November 19, 2020 as required; and
WHEREAS, the 2021 Annual Stormwater Equivalent Runoff Unit fee is set at $244.00; and,
NOW, THEREFORE BE IT RESOLVED by the Village Board of the Village of Bayside, Wisconsin, that budgeted revenue estimates and expenditure appropriations for the year 2021 for the Stormwater Fund is hereby adopted as set forth in the attachment and established in program category detail in the budget document.
PASSED AND ADOPTED by the Village Board on this _ _ _ day of November, 2020.
VILLAGE OF BAYSIDE
Eido M Walny Village President
Attest:
Lynn A. Galyardt Administrative Services Director/Clerk/Treasurer
MEMORANDUM
§3h
DAVIS KUELTHAU
attorneys at law
To:
Board of Trustees - Village of Bayside
From: Christopher J. Jaekels, Village Attorney
Date: November 17, 2020
Subject: Procedures for Filling Vacancy on the Village Board
INTRODUCTION
You have asked for an outline of the available options and procedures for filling a vacancy on the Village Board. In April of 2020, Trustee Walny ran for and was elected to the presidency of the Village. His presidential term extends for three years until 2023. The seat he vacated has been empty since the April 2020 election and extends until April of 2022.
OPTIONS
Under 17.24 Wis Stats., the Village Board may:
1) Appoint a successor until the term expires in April of 2022; 2) Appoint a successor until a special election which it can call for April of 2021; 3) Leave the office empty until a special election is held in April of 2021; or 4) Leave the office empty until the term expires in April of 2022.
LIMITING FACTORS
Because the appointment process can be time consuming, the real choice is between calling a special election for April of 2021 or leaving the seat empty until the April 2022 regular election. See League of Wisconsin Municipalities, APPOINTMENTS AND VACANCIES #219 (1978) and #245 (1992). The Board can decide to call a special election now to be held together with the spring 2021 general election. In order to properly schedule and conduct the special election, the Board should make this decision at the November 19 Village Board meeting. If the Board chooses not to call such a special election the seat will remain empty absent an appointment.
N:\DOCS\04250\88817\14345387
Phone 414.276.0200 Direct 414.225.1409 Fax 414.278.3609 111 E. Kilbourn Avenue, Suite 1400, Milwaukee, WI 53202 cjaekels@dkattorneys.com
Board of Trustees Village of Bayside
November 17, 2020
Page 2
PROCEDURE FOR SPECIAL ELECTION
It is important to note that Trustees Muchin and Zitzer are both up for re-election in April. Since those two seats are at-large seats in a regular election, they will need to be separated on the ballot from the special election seat which has only one year remaining. Candidates would need to submit papers for the special election separately from the regular general election seats.
CJJ:das
Conditional Use Permit Plan of Operation
Please Answer all questions and attach additional sheets as necessary. If you do not answer a question, provide a justification for why it does not apply to you.
New Conditional Use Permit l!i Amended Conditional Use Permit Address of Business: 8820 N. Rexleigh Dr.
Brief overview of specific uses of entire property or lease space and summary of type of business planned: The planned business shall operate an eight-bed Community-Based Community Residential Facility.
A brief description of on-site operations: Operations will include on-site housing and care for eight residents with varying conditions and disabilities. Services includes meal preparation, toileting, prescription medication dispensing, and transportation to medical appointments.
Legal description of property: CERTIFIED SURVEY MAP NO 3305 SW 4-8-22 PARCEL 1 7 bedroom, 3 full/1 half bath masonary/frame residence
Tax Key ID Number/Parcel Number:_8_5_-1_4_0_0_2_7_8_ _ _ _ _ _ _ _ _ _ _ _ _ _ __ Zoning of property:_1_-_R_e_s_id_e_n_ti_a_l_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ Lot size or lease space size (in square feet) :._2_0_6_3_6_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ Building dimensions and number of floors: Single story U-shaped building 60' x 60' 3066 sq.ft.
Total floor area (in square feet): Basement 3066 First Floor 3066 Number of shifts and maximum number of employees per shift: Three (3) - Eight (8) hour shifts
One (1) employee per shift normal, max of three (3) with manager and licenses nurse on site for temporary visits
Days and hours of operation: Seven (7) - Twenty-four (24) hours Frequency of deliveries to site and type(s) of vehicles that will deliver: Three times per week Standard UPS delivery van/truck
Projected traffic circulation:._ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ Signage (type, lighting, size, location, existing or new etc.) *All signs must be approved by .the ARC: No.ne. gtandard residential light po~t in yard
_.":'·'.,,,·If·) ..,_-,·
Describe proposed on-site security measures: Security alarm system and external camera providing coverage on front, rear, side and garage doors. Smoke/Fire detection and Fire/Sprinkler system installed.
Describe the noise, odors, glare, dust, potential fire hazards, or smoke resulting from the proposed use: None above normal residential location.
Status of interior plans requiring State approval: None required based on current license
Status of State License(s) and/or Certificate(s) required for operation: WI DHS Probationary license expected no later than Oct 1, 2020 List the timetable for completion of all building construction or interior construction/remodeling and the anticipated opening date: No construction planned - Exisiting building in operation meets projected needs.
Anticipated maximum number of facility users and visitors at one time (including special events): Maximum of Eight residents and One visitor per resident plus staff Total 20 Total number of estimated parking spots needed for operation: Circular drive and parking current parking pad id sufficient for operations. Dumpster enclosure and trash removal: Three garbage and Three recycling containers
Does the applicant have the legal authority to act for and obligate the company or corporation? Yes_x__No_ _
Does the applicant have the legal authority to act for and obligate the property owner?
Yes_x__No_ _
Is the property owner(s) knowledgeable of the request for a Conditional Use?
Yes_x__No_ _
Does the property owner agree with the Conditional Use request?
Yes_x__No_ _
Signature of applicant (s)_~S~(U{tl~~~-Sf_Ji&_.__/__uJ____ Date
20·11· 24'11"
Bedroom 1
11'7"x10'8''
i Bedroom2
11'8\:llf
Bedroom3
7'HJ"x2'7"
room4
Porch
Bedroom5 Bedrooms
·he meeting place is by the mailbox,
Village of Bayside Plan Commission Meeting Minutes
October 21, 2020
I.
CALL TO ORDER AND ROLL CALL
Chairperson Wolny called the meeting to order at 6:00pm via remote teleconferencing.
ROLL CALL
Chairperson: Commissioners:
Eido Wolny Mike Barth Ari Friedman-excused Edward Harris Jeff Jubelirer John Kramp! Marisa Roberts
Also present: Village Manager Andrew Pederson Administrative ServicesDirector Lynn Galyardt
II.
PUBLIC HEARING
A.
The purpose of this hearing is to consider the request for a Conditional Use Permit for
an ownership change for the Community Based Residential Facility at 8820 N
Rexleigh Drive.
Chairperson Wolny read the above notice and called for public discussion at 6:0 l pm
1.
Public Discussion
There was no comment.
2.
Commission Discussion
Commissioner Jubelirer questioned what type of qualifications the future owners had. Sara lzgelov, future owner, stated she had experience in quality care for community based residential facilities and Robert Knoll stated he had spent 20 years in the Air Force and Army.
Chairperson Wolny closed the public hearing at 6:03pm
Ill.
APPROVAL OF MINUTES
A.
Plan Commission meeting minutes, July 16, 2020.
Motion by Commissioner Barth, seconded by Commissioner Roberts, to approve the Plan Commission meeting minutes, July 16, 2020. Motion carried unanimously.
IV.
BUSINESS
A.
Discussion/Recommendation on the request for a Conditional Use Permit for an
ownership change for the Community Based Residential Facility al 8820 N Rexleigh
Dr.
Attorney Jaekels questioned who was applying for the Conditional Use Permit. Robert Knoll responded that he and Sara lzgelov as the Saber Group were applying for the permit.
Motion by Commissioner Harris, seconded by Commissioner Harris, to recommend to the Village Board the request for a Conditional Use Permit for an ownership change for the Community Based Residential Facility al 8820 N Rexleigh Dr. Motion carried unanimously.
B,
Discussion/action on the Department of Health and Family Services Community
Based Residential Facilities Identification of Hazards Request.
Administrative Services Director Galyardl staled the Health, Police and North Shore Fire/Rescue Department, as well as the Bayside Communications Center were not. aware of any hazards.
Motion by Commissioner Harris, seconded by Commissioner Barth, to submit the Department of Health and Family Services Community Based Residential Fadlities Identification of Hazards Request stating no known hazards. Motion carried unanimously.
V,
ANY OTHER BUSINESS AS MAY PROPERLY COME BEFORE THE COMMISSION
There was none.
VI, ADJOURNMENT
Motion by Commissioner Harris, seconded by Commissioner Barth, to adjourn the meeting at 6:07pm. Motion carried unanimously.
Respectfully submitted,
Lynn Galyardt Administrative Services Director
Highlights/ Accomplishments
· North Shore Library has received Wisconsin Library Association's Programming Innovation Award for the second year in a row. This honor recognizes leadership in providing innovative and excellent programs in WI libraries. We are being recognized for our Intergenerational Pen Pal Program that pairs senior citizens and children in the exchange post cards over the summer. In 2019, the North Shore Library received the same award for our Dementia Friendly Programming and Memory Connection Center.
· Despite a decline in physical visits to the library due to COVID-19, daily card usage is up 12% in our community with a cumu lative daily card use of 15,324 in October.
· Youth Services hosted a voting program for children. All month kids voted for their favorite book character at the library. Ch ildren cast a ballot every time they visited the library and received an "I Voted Today" sticker. Although the voting was just for fun, participating in voting challenges teaches children about civics and government. 213 votes have been collected.
· We expanded our hours to include Saturdays 12-3pm. We are also offering curbside service during all open hours. Patrons can request curbside service for items on hold and ready for pickup.
PHYSICAL ITEMS CHECKED OUT
15, 912
. 1 0 0/o
E-ITEMS CHECKED OUT
m 4,708 t2s%
CURBSIDE PICK-UPS
126
NEW CARDS ISSUED
~
39 . 1 3 0/o
DAYS OPEN
Im ,·-·· 27 . 40/o
WEBSITE VISITS
L!LJ ~ 4,195 t24%
VISITORS
ffl Mm
~
5,311 J s s OJo
# OF ADULT CLASSES
fP-- 2 f87%
QCOMPUTER SESSIONS 493 f61 %
PARTICPANTS IN ADULT CLASSES
fff· · · 17 Js1%
# OF CHILDRENS
· · · · CLASSES 25 tlt1t-t4%
PARTICPANTS IN
1·1CHILDREN CLASSES 346 J17. 5 %
v s (~ ((§"A.
I D E Committee/Board/Commission Questionnaire
Thank you for your interest in becoming involved with a Village of Bayside Committee, Board or Commission . As you may already know, the Village President recommends all citizen appointments to the Village Board for approval. Please provide them with some information to use when considering your appointment by completing the questions below. Also, you are welcome to attach additional information which may further support your appointment.
t!,~r'.1: Name: (as you like to be addressed) ~A-'-'-<l.;_~__h....:£.=.:r--'-e:=j)_M_A_~------------
Address: q 4 I."\ l l \.v ~ 0 £12.\..~
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f ~ What VIiiage commlttee(s) are you currently serving on, If any? ~._,._,.C,-J / ji2J§ £-
G;, Would you like to be re-appointed? (Circle one)
No
Committee/Board/Commission you are Interested In: / ~ ~t\t.-· ,J,'<:>,J
Why are you Interested In serving on this particular group:
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Other Community Involvement: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ __
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Date: 11 '"'/ 7-202.0
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