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<br />Compensated Absences, Fleet Replacement, Non-Fleet Replacement, Pavement Management <br />and Information Technology. <br /> <br /> The accounts receivable function includes utility billing. Water meters are read and <br />customers are billed on a quarterly basis. The City Council approves utility rates after <br />considering the recommendations given in the rate study. Changes in utility rates are <br />implemented according to their adopted resolution. Sanitary sewer is not a metered service. <br />Sewer rates are determined by the amount of water consumed during the respective customer’s <br />winter quarter. Each year the accounting technician will recalculate each customer’s quarterly <br />sewer charge. <br /> <br /> New Brighton’s License Bureau operations are the responsibility of the Finance <br />Department. The operations facilitate the sale of Minnesota motor vehicle license plates and <br />tabs, DNR fishing and hunting licenses, and processing of motor vehicle title transfers. The City <br />retains a small portion of the fees with the vast majority going to the State. The City’s License <br />Bureau revenues exceed its operating costs. This net contribution provides an alternative <br />revenue source to the overall General Fund budget, thereby reducing a little pressure on the <br />operating tax levy. In 2016, we increased our office hours 8 to 5pm and added Saturday’s 9-1pm <br />which has increased service at our location. The City continues to pursue State legislation to add <br />issuing driver’s licenses as a service to our bureau. If we are able to offer this additional service <br />we have requested to hire 2 additional part-time clerks. <br /> <br />Proposed Changes in Service Level or Revenue <br /> <br /> The addition of Driver’s Licenses has been included in the License Bureau budget. If the <br />State passes the legislation required to offer Driver’s Licenses at our location we will <br />need to add 2 more additional part-time employees to provide quality service. <br /> <br />Personnel Status and Strategy <br /> <br /> # of People Position FTE 2014 FTE 2015 FTE 2016 FTE 2017 <br />Full- <br />Time <br /> 1 Director 1.00 1.00 1.00 1.00 <br /> 1 Assist. Finance Director 1.00 1.00 1.00 1.00 <br /> 1 Accountant 2 1.00 1.00 1.00 1.00 <br /> 1 Accountant 1 1.00 1.00 1.00 1.00 <br /> 1 Accounting Technician 1.00 1.00 1.00 1.00 <br /> 1 Lead License Bureau Clerk 1.00 1.00 0 1.00 <br /> 5 License Bureau Clerk 1.50 1.50 4.65 4.65 <br />Total 11 7.50 7.50 9.65 10.65 <br /> <br /> <br />Strategic Opportunities and Challenges <br /> <br />• Continued efforts will be required to refine, update and implement our long-term financial <br />strategies, such as the long-term capital assets financing plan for replacement of our <br />33