08/15/2011 - City Council SpecialII. VISITORS TO BE HEARD
AGENDA
SPECIAL CITY COUNCIL MEETING
MONDAY
AUGUST 15, 2011
5:30 P.M.
EAGAN ROOM -EAGAN MUNICIPAL CENTER
I. ROLL CALL AND ADOPTION OF THE AGENDA
III. JOINT MEETING WITH THE ENERGY AND ENVIRONMENT
ADVISORY COMMISSION (EEAC)
• DISCUSS 2011 -2012 EEAC VALUE STATEMENTS AND GOALS
Q
ID , IV. 2012 GENERAL FUND BUDGET AND TAX LEVY
p ) 3 V. 2012 CIVIC ARENA BUDGET
VI. OTHER BUSINESS
VII. ADJOURNMENT
Special City Council Workshop
August 15, 2011
III. JOINT MEETING WITH THE ENERGY AND ENVIRONMENT ADVISORY
COMMISSION
ACTION TO BE CONSIDERED: No formal action is needed. The joint meeting is an
opportunity for dialogue between the Council and Commission regarding the proposed 2011-
2012 goals and work program for the Energy and Environment Advisory Commission.
FACTS:
• The Energy and Environment Advisory Commission (EEAC) was formed in February 2010.
• Per the direction of the Council, the Commission has spent much of their first year learning
about the services and sustainability efforts within the City, and encouraging communication
to educate the community as well.
• Additionally, at the Council's direction, the EEAC's work on the Minnesota Pollution
Control Agency's GreenStep Cities program resulted in Eagan being designated as a Step II
GreenStep City, joining only a handful of communities across the state to be recognized at
such a high level for their energy and environmental sustainability efforts.
• The EEAC is prepared to dialogue with the City Council about their proposed goals /work
program for 2011 -2012. Included with the goals are public policy questions that the
Commission would like to discuss with the Council in hopes of gaining additional insight and
direction from the Council to guide the Commission's work in the coming year.
• Additionally, as the Commission continues its work on the GreenStep Cities program, they
are looking for Council direction and feedback on two specific documents that are required
best practices to achieve the GreenStep Step III designation: 1.) A proposed resolution stating
the City's support and intent to utilize Complete Street principles; and, 2.) City of Eagan
Environmentally Preferable Purchasing Guidelines.
Enclosed Discussion Items for the Council and Commission
• 2011 -20 2 Proposed EEAC Value Statements and Goals / Public Policy Questions
(Pages through Lp )
o The Commission is seeking feedback and direction from the City Council on the
proposed goals and corresponding public policy questions.
• Resolution Stating the City of Eagan's Ongoing Support and Intent to Utilize
Complete Street Principles in Transportation Planning and Community Design
(Pages and g )
o A Complete Street Policy or resolution is a required best practice to be named a
Step III GreenStep Cities.
o The resolution was prepared in consultation with staff from Community
Development and Public Works.
ATTACHMENTS:
o The language proposed in the resolution reflects current Complete Street efforts
underway in the City, while also noting that the City is awaiting specific direction
and Complete Street standards from the State of Minnesota, which are currently
being created by a State external advisory group.
o If the Council concurs, the Complete Street resolution could be included on a
future regular City Council meeting for formal consideration.
• City of Eagan Environmentally Preferable Purchasing Guidelines (Pages q and
1 0
o Environmentally Preferable Purchasing (EPP) Guidelines (or an EPP Policy) is a
required best practice to be named a Step III GreenStep Cities.
o The guidelines were prepared with assistance from numerous City staff that
conduct purchasing for the City.
o Initially, the guidelines were proposed as a City policy, but the Commission and
staff came to the conclusion that discretion and flexibility are necessary when
making the best purchasing decisions, and thus, the document was instead
changed to guidelines, intended to serve as purchasing recommendations to staff
o The majority of the recommendations contained in the guidelines are already
being followed by the City, and these guidelines simply formalize in writing our
practices in order to meet the criteria to become a Step III GreenStep City.
o The Commission is seeking feedback from the Council on their comfort level with
the proposed EPP Guidelines.
• Enclosed on page 1 I as a reference is a summary of the 28 best practices that make up the
GreenStep Cities program.
3
DRAFT— August 15, 2011
2011 -2012 PROPOSED ENERGY AND ENVIRONMENT ADVISORY
COMMISSION VALUE STATEMENTS AND GOALS
The Energy and Environment Advisory Commission (EEAC) is proposing to maintain
the following value statements adopted in July of 2010 to guide the commission:
1.) Recommend initiatives to the City of Eagan and its constituents to reduce waste and
energy use in order to enhance Eagan's environment.
2.) Recommend initiatives to the City of Eagan and its constituents to protect the water, air,
and soils in our City while enhancing the quality of life.
3.) Recommend initiatives to the City of Eagan and its constituents which support renewal of
City of Eagan facilities, infrastructure, land use policies, and efforts that will promote
long range energy usage and resource sustainability.
4.) Recommend initiatives to the City of Eagan and its constituents on ways to partner with
existing energy and environmental resources and stakeholders in order to collect and
disseminate information to empower the public.
2011 -2012 PROPOSED EEAC GOALS
Goal 1. Build upon the City's success by utilizing the GreenStep Cities program as the
overarching framework for the work of the EEAC and officially obtain designation from
the Minnesota Pollution Control Agency (MPCA) as one of the first communities in
Minnesota to be recognized as a Step III GreenStep City.
Methods and Considerations to Achieve Goal #1:
• Continue identifying and recommending actions to implement future GreenStep Cities'
best practices as they become available, while also continuing to review and recommend
current, optional GreenStep best practices that the City has not yet completed.
• Ongoing review of the GreenStep best practices that the City has not completed to
determine which best practices merit further action
• Communicate with local media and encourage appropriate messaging to celebrate
Eagan's GreenStep efforts to date (particularly when Step III designation is achieved).
• Meet the GreenStep Cities Complete Streets best practice by adopting a Complete Streets
resolution as a demonstration of the City's current efforts and future considerations.
• Advance the City's Complete Streets approach in conjunction with the Advisory
Planning Commission (APC) and Advisory Parks and Recreation Commission (APrC)
through ongoing engagement with City staff, including the possibility of a Complete
Streets workshop with all stakeholders to determine the most appropriate current and
future Complete Street options for Eagan.
• Fulfill the requirements of GreenStep Cities' best practice for environmental purchasing
through the adoption of baseline environmentally preferable purchasing (EPP) guidelines,
with the intent of working towards expanded EPP guidelines, in consultation with
appropriate City staff, to add environmental considerations to a more expansive list of
City purchases. Consider a review of the guidelines, if adopted, after one year of use to
determine effectiveness, areas of improvement, challenges, etc.
DRAFT— August 15, 2011
Public Policy Questions associated with Goal #1:
• As the Commission considers recommendations to the City on additional GreenStep best
practices to pursue, are there specific focuses that the Council wants the EEAC to take in
terms of emphasis on cost, payback, public relations value, etc.?
• In the context of whether and how detailed the City Council would like the EEAC to look
at expanded EPP Guidelines, what direction can the Council provide to the Commission
in terms of balancing financial and environmental considerations when City purchases
are made?
• The EEAC has identified possible opportunities for joint conversation/roles with other
advisory commissions. For example, the EEAC, APC, and APrC could explore an
enhanced, comprehensive Complete Streets approach for the City. Or, the Council may
wish to have the EEAC work with the APC in the future to review development
proposals from the context of sustainability. What are the City Council's thoughts on the
division of labor or cooperative opportunities between commissions?
Goal 2. Use the GreenStep Cities methodology to create and communicate recommended
action steps to Eagan's residential and business community via outreach and educational
efforts.
Methods and Considerations to Achieve Goal #2:
• Create a presence on the City's website for sustainable and energy efficiency
information, efforts, opportunities, etc., including the City's progress in the GreenStep
Cities program.
• Consider a partnership with a local school /college to assist with website efforts (e.g.
School of Environmental Studies, Inver Hills Community College, etc.).
• Partner with Dakota Valley Recycling (DVR), Dakota County Regional Chamber, and
the utilities serving Eagan to promote the DVR Green Business Workshop and assist with
DVR's goal of completing five sustainability site visits within (5) Eagan businesses.
• Partner with Dakota County to better understand community -wide energy usage, learn
about the County's energy and sustainability efforts, and identify opportunities for
ongoing collaboration between the County and City on sustainability efforts.
• Consolidate sustainability indicators being collected in the City and determine a method
to communicate the outcomes of those indicators to the public (e.g. vehicles miles
traveled by City fleets, energy usage at City facilities, etc.).
• Pursue partnerships with businesses in Eagan that have implemented sustainable business
practices. Invite the businesses to give presentations to the EEAC at monthly meetings
regarding their sustainable efforts and /or case studies, and recommend particular
successes to be highlighted in the Eagan Business News (e.g. Coca Cola Bottling Plant's
hybrid vehicle program, Thomson Reuter's Green Team and food -to -hog program, etc.).
• Review and recommend options to provide incentives for residents to install energy
efficient equipment or renewable energy sources (e.g. consider changes to the permit fee
schedule to promote energy efficiency — learning from current efforts in other GreenStep
cities).
5-
DRAFT— August 15, 2011
Public Policy Questions associated with Goal #2:
• What are the Council's thoughts on the role of the City in providing an incentive program
for residents to install energy efficient equipment or renewable energy sources?
• What is the Council's comfort level with the EEAC working in cooperation with other
Dakota County sustainability groups? For example, the Commission has expressed an
interest in cooperatively learning and discussing sustainable options in the areas of solid
waste, traffic calming, or telecommuting opportunities.
• Is the Council comfortable allocating staff resources to create a webpage dedicated to
sustainability and energy efficiency?
• Is there a role for the EEAC in working with ISD 196 to review their revised walking
policies to determine the impact on personal transportation and walkability?
10
RESOLUTION NO. 2011-
A Resolution Stating the City of Eagan's Ongoing Support and Intent to Utilize Complete Street
Principles in Transportation Planning and Community Design
WHEREAS the Minnesota Department of Transportation (MnDOT) defines Complete Streets as streets
for everyone that are designed and operated to enable safe access for all users. Pedestrians, bicyclists,
motorists and bus riders of all ages and abilities are able to safely move along and across a complete
street; and,
WHEREAS a required best practice of the Minnesota GreenStep Cities program is the adoption of a
Complete Streets policy (or documented practices) that addresses street standards, street trees, and storm
water management; and,
WHEREAS the City of Eagan adopted a resolution on February 9, 2010 to encourage the Minnesota
Legislature, with input and guidance from the Minnesota Department of Transportation, to authorize the
development of a statewide Complete Streets Program, which would provide for the development of a
balanced transportation system, through appropriate planning, that integrates multiple transportation
modes, where appropriate, for transportation users of all types, ages and abilities; and,
WHEREAS the City of Eagan has consistently followed Complete Street principles in its planning and
community design, and has demonstrated said commitment by adopting a transportation goal within the
2030 Eagan Comprehensive Guide Plan to develop a multi -modal transportation system in which autos,
trucks, rail, transit, bicycles and pedestrians are adequately served and can safely co- exist; and,
WHEREAS specific Complete Streets efforts in the City of Eagan include, but are not limited to:
• Installation and maintenance of 118 miles of community trails together with 236 miles of City -
maintained streets in Eagan;
• Leveraged grant dollars to create fifty (50) City - installed rain gardens within the public right -of-
way, with six (6) more scheduled for installation in 2011;
• Established a Storm Water Pollution Prevention Program (SWPPP) in response to its Municipal
Separate Storm Sewer System (MS4) permit;
• Trail maps and markers posted along City trails, and all transportation maps (trails, streets, etc.)
available via the City's website;
• Receipt of State Health Improvement Program (SHIP) grant dollars for the addition of bike racks,
wayfinding signage for trails, and an incentive program to encourage residents to walk to City
events and facilities;
• Installation of two roundabouts, as a traffic calming measure, incorporation of flashing yellow left
turn signals in several locations, and synchronized traffic signals on major corridors, all in
partnership with Dakota County, to reduce idling of vehicles;
• Adoption of a comprehensive Community Transportation Trail System Policy
• Implementation of a transit oriented, walkable design framework within the Cedar Grove Zoning
District and Design Standards;
• Participation in the University of Minnesota's Design for a Lifetime program, resulting in a grant
for the installation of a pedestrian crosswalk signal to encourage walkability.
• The identification and remediation of connectivity breaks (gaps) in the City's trail system and the
adoption of a Trail Connection Policy;
• Establishment of a Winter Snow Removal Policy for city trails, including partnerships with three
independent school districts within the City to ensure safe pedestrian mobility to schools;
• Maintenance of established boulevard tree placement and trimming practices that address safe
access to City streets for all users.
WHEREAS, there are three Park -n -Ride facilities in the City of Eagan to encourage the use of public
transit, including a new transit facility as part of the Cedar Corridor Bus Rapid Transit efforts; and,
WHEREAS the State of Minnesota, upon passage of Minnesota Law, Chapter 351, Section 52, created an
External Advisory Group charged with creating a Complete Street Policy for the State of Minnesota from
which the City of Eagan awaits further direction pertaining to Complete Street standards;
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE MAYOR AND CITY COUNCIL OF
THE CITY OF EAGAN, MINNESOTA that the City of Eagan supports the principles of Complete
Streets and will work with MnDOT, Dakota County, and appropriate agencies so that Complete Street
elements are evaluated where possible for City transportation projects by providing appropriate
accommodations for pedestrians, bicyclists, motorists, transit riders, and disabled persons through the
ongoing creation of a multi -modal transportation network.
ADOPTED this 6th day of September, 2011.
Attest:
Christina M. Scipioni, City Clerk Mike Maguire, Mayor
STATE OF MINNESOTA)
COUNTY OF DAKOTA )
CITY OF EAGAN )
CERTIFICATE OF CITY CLERK
I, the undersigned duly appointed and acting City Clerk for the City of Eagan do hereby certify
that the attached and foregoing Resolution was duly adopted by the Eagan City Council at its meeting of
September 6, 2011, as recorded in the minutes of said meeting.
WITNESS my hand and seal of said City this 6th day of September, 2011.
City Clerk
DRAFT— August 15, 2011
Purpose and Scope
City of Eagan Environmentally Preferable Purchasing Guidelines
The goal of these guidelines is to encourage purchasing that reflects the City of Eagan's commitment to sustainability.
Benefits of the guidelines include:
• Conserving natural resources
• Minimizing environmental impacts such as pollution, water usage, and energy waste
• Identifying environmentally preferable products and distribution systems
• Achieving best practices in environmental purchasing as identified through the Minnesota Pollution Control
Agency's (MPCA) GreenStep Cities Program
• Setting an example of environmental sustainability and energy conservation for residents and businesses in the
City of Eagan
• Lower overall costs to the City by addressing full cost accounting (purchase, operation, maintenance, disposal,
staff time, and labor)
Definitions
"Environmentally Preferable Products and Services" as defined by the United States Environmental Protection Agency
(US EPA) means products and services that have a lesser or reduced effect on human health and the environment when
compared to competing products and services that serve the same purpose. This applies to raw material acquisition, as
well as product manufacturing, distribution, use, maintenance, and disposal.
"Energy Star" means the US EPA's energy efficiency product labeling program described at http: / /www.energystar.gov.
"Energy Efficient Product" means a product that 1.) meets Department of Energy and Environmental Protection Agency
criteria for use of the Energy Star® trademark label; or, is in the upper 25 percent of efficiency for all similar products as
designated by the Department of Energy's Federal Energy Management Program— http: / /wwwl.eere.energy.gov.
"Financially Feasible" means a product has lower costs over its entire lifecycle as determined by full cost accounting
(purchase, operation, maintenance, disposal, staff time, and labor).
"Practicable" means whenever possible and compatible with state and federal law, without reducing safety, quality, or
effectiveness.
"Post- consumer Recycled Material" refers to material that has served its intended use and has been discarded for disposal
or recovery, having completed its life as a consumer item, and is used as a raw material for new products.
"US EPA Comprehensive Procurement Guidelines" are the most current policies established by the U.S. Environmental
Protection Agency for federal agency purchases — http: / /www.epa.gov
"Water- Saving Products" are those that are in the upper 25% of water conservation for all similar products, or achieves a
WaterSense label /certification.
7
DRAFT — August 15, 2011
Roles and Responsibilities
All City departments are to be fully aware of the City's guidelines on purchasing environmentally preferable goods and
services, and all departments are responsible to:
• Ensure that specifications do not discriminate against reusable, recycled, or environmentally preferable products
without justification,
• Evaluate environmentally preferable products to determine the extent to which they may be used by the
department and its contractors,
• Review and revise specifications to maximize the specification of designated environmentally preferable products
where practicable,
• Facilitate data collection on purchases of designated environmentally preferable products by the department in
order to assist in tracking the City's environmentally preferable purchasing efforts.
The following guidelines are to be followed by the City of Eagan:
Recycled Paper Products
Per Minnesota Statute 16B.122 and per the Federal Environmental Protection Agency's (EPA) requirements, the City of
Eagan will endeavor to purchase paper products containing the highest post- consumer content practicable, but no less than
minimum recycled content standards established by the EPA Comprehensive Procurement Guidelines: www.epa.gov.
Energy and Water Savings
1. All appliances and products purchased by the City for which the US EPA Energy Star certification is available will
meet Energy Star certification provided such products are available and financially feasible (www.energystar.gov).
Typically, this would include lighting systems, exhaust fans, water heaters, computers, exit signs, and appliances such
as refrigerators, dishwashers, and microwave ovens. When Energy Star labels are not available, appliances and
products that are in the upper 25% of energy efficiency as designated by the Federal Energy Management Program
shall be considered for purchase.
2. Water- saving products purchased by the City will meet the WaterSense certification when such products are available
and financially feasible (http: / /www.epa.gov). This includes, but is not limited to, high - performing fixtures such as
toilets, waterless urinals, low -flow faucets and aerators, and upgraded irrigation systems.
Cleaning Products
Cleaning products purchased by the City will meet Green Seal. EcoLogo, and /or U.S. EPA Design for the Environment
cleaning product standards if such products are practicable, available, and perform to an acceptable standard.
(http: / /www.greenseal.org, http : / /www.environmentalchoice.com, and http: / /www.epa.gov).
These guidelines are subject to the requirements and preferences in the Municipal Contracting Law (MN Statutes
471.345) and all other applicable laws and ordinances.
Date of Approval: Approved:
Thomas L. Hedges
City Administrator
I 0
Minnesota GreenStep Cities
Home The 28 best practices I How to become a GreenStep City I City log -in I Contact/Feedback
The GreenStep 28 best
practices
• Make planning and tracking easier: download
this spreadsheet that lists all 168 unique
actions for all 28 best practices.
An online version (see view -only example) can
be shared with, and edited by, multiple staff
members, citizens and elected officials. E -mail
Amir Nadav, Great Plains Institute, for online
access rights.
• Cities that implement a minimum number of best
practices organized into these five topical areas
will be recognized as a GreenStep City See
What's required to be a GreenStep City?
• Cities should claim credit for best practices
already implemented. Adding best practices over
time will garner additional recognition.
• For each best practice, and depending on city
category (A, B or C), a city needs to complete one
or more actions from a list associated with the
best practice. See What category is my city in?
Transportation
12. Mobility Options: Promote active living
and alternatives to single-occupancy car travel.
11. Complete Green Streets: Create a
network of multimodal green streets.
13. Efficient City Fleets: Implement a city fleet
investment, operations and maintenance plan.
14. Demand -Side Travel Planning: Use Travel
Demand Management and Transit- Oriented Design
Minnesota Pollution Control Agency I Contact I Web site policy
Buildings and Lighting
1. Efficient Existing Public Buildings:
Work with utilities and others to assess
and finance energy and sustainability
improvements of existing structures.
http://greenstep.pca.state.mn.us/bestPractices.cfm
2. Efficient Existing Private Buildings: Work with
utilities and others to assess and finance energy and
sustainability improvements of existing structures.
3. New Green Buildings: Construct new buildings to
meet or qualify for a green building standard.
4. Efficient Building & Street Lighting and Signals:
Improve the efficiency of public and private lighting
and signals.
5. Building Reuse: Create economic and regulatory
incentives for redeveloping and repurposing existing
buildings before building new
Environmental Management
15. Purchasing: Adopt environmentally
preferable purchasing policies and
practices.
16. Urban Forests: Increase city tree and plant cover
17. Efficient Stormwater Management: Minimize the
volume of and pollutants in rainwater runoff.
18. Parks and Trails: Enhance the city's green
',. infrastructure.
19. Surface Water Quality: Improve local water
bodies.
20. Efficient Water and Wastewater Facilities:
Assess and improve drinking water and wastewater
facilities.
21. Septic Systems: Implement an effective
management program for decentralized wastewater
treatment systems.
22. Solid Waste Reduction: Increase waste
'.. reduction, reuse and recycling.
23. Local Air Quality: Prevent generation of local air
contaminants.
Land Use
6. Comprehensive Plan and
Implementation: Adopt a Comprehensive
Plan and tie regulatory ordinances to it
7. Higher Density: Enable and encourage a higher
density of housing or commercial land use
8. Mixed Uses: Develop efficient and healthy land
patterns.
9. Efficient Highway -Oriented Development: Adopt
commercial development and design standards for
highway road corridors.
10. Conservation Design: Adopt development
ordinances or processes that protect natural systems.
Economic and Community
Development
24. Benchmarks & Community
Engagement: Adopt outcome measures
for GreenStep and other city
sustainability efforts, and engage
community members in ongoing education, dialogue,
and campaigns
25. Green Business Development: Document the
use of assistance programs for green business and
lob development.
Page 1 of 1
26. Renewable Energy: Remove barriers to and
encourage installation of renewable energy generation
capacity.
27. Local Food: Strengthen local food and fiber
production and access.
28. Business Synergies: Network/cluster businesses
to achieve better energy, economic and environmental
outcomes.
8/8/2011
Agenda Information Memo
August 15, 2011 Special City Council Meeting
IV. 2012 GENERAL FUND BUDGET AND TAX LEVY
DIRECTION TO BE CONSIDERED:
• To provide direction to staff regarding the preliminary 2012 General Fund Budget
and 2012 tax levy.
FACTS:
• Preparation of the 2012 preliminary General Fund budget has been on -going
since April.
• The Council's goal to "Maintain the City's long- standing, fiscally - prudent and
responsive budgeting approach while pursuing fiscal independence and self
reliance in long -term budgeting" provided the basis for preparation of the
preliminary 2012 budget and for the tax levy considerations.
• The City Council has discussed preparation of the 2012 Budget in previous
meetings and provided direction to staff. That direction has been incorporated
into the document.
• The budget team —City Administrator Hedges, Director of Administrative
Services VanOverbeke, Chief Financial Officer Pepper, and Assistant City
Administrator Miller —has met as a group and with each of the departments as
part of the process to bring the City Administrator's recommended 2012 Budget
to its current state. Finance Intern Amy Sun has provided assistance to the
Budget team in preparing the various materials.
• The general narrative is laid out in a fashion similar to previous years. The
individual department budgets are presented in the manner begun with the 2007
budget incorporating additional information to continue the process of enhancing
the budget to become a better and more comprehensive planning, policy, and
communications tool.
• The budget team and Department Directors will be present at the August 15
meeting to respond to any questions the City Council may have about the
proposed budget.
• The 2012 General Fund Budget and 2012 tax levy are next scheduled to be
considered at the regular City Council meeting on September 6.
ATTACHMENTS:
• Enclosed is the 2012 Preliminary General Fund Budget and tax levy information.
4 1 ' City of Eagan Memo
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 12, 2011
SUBJECT: PRELIMINARY 2012 GENERAL FUND OPERATING BUDGET,
PAYABLE 2012 PROPERTY TAX LEVY, AND BUDGET
INFORMATION
Meeting Purpose
The City is required to certify a proposed payable 2012 property tax levy to the County
Treasurer - Auditor on or before September 15, 2011.
The primary purpose of the August 15 Special City Council meeting is to review the preliminary
2012 General Fund operating budget, the proposed property tax levy, and to provide direction to
staff. Any modifications to the proposed levy and budget along with the additional work by staff
can be presented to the City Council at the September 6 regular City Council meeting.
Formal action on the levy and preliminary 2012 General Fund Budget is scheduled for the
regular City Council meeting on September 6, 2011. In the event the preliminary levy and
budget are not completed at that regular meeting, discussion can continue at the special
meeting on September 13 and final action taken at that meeting. In either case the required
information can be forwarded to the County to comply with the State's September 15 deadline.
Modifications to the preliminary 2012 budget and department adjustments as directed by the
City Council can continue beyond that date with final levy certification and budget action
scheduled for the December 20, 2011 regular City Council meeting.
The final property tax levy that is due at the County no later than December 28, 2011 can be
decreased but cannot be increased from the preliminary certification. To the extent that it does
not require an increase to the overall tax levy, the budget can be changed at any time
throughout the process.
Additionally, the Truth in Taxation (TnT) regulations approved by the State in 2009 remain in
effect. The Council must now identify by September 15 the regularly scheduled meeting(s) at
which they will be discussing and adopting the budget in order to allow public input on the
budget at that meeting. The opportunity for public input on the budget may occur during a
regularly scheduled City Council meeting. Although removed as a legal requirement in 2010,
the City would probably be well served to announce and formally notice the meetings at which
time the public input will be received.
1
The material presented in this packet is prepared in a manner consistent with previous City
Council direction and in a manner consistent with staff's understanding of the desires of the City
Council.
Information Included in Memo
Although not specifically titled in the memo, the following general areas are covered:
1. Benchmarks and background information.
2. General Fund Budget Information.
3. City market value and tax capacity information.
4. Tax levies, allocations and tax impacts.
5. Public policy questions and options.
Benchmarks
While it is not always complete information and must be used carefully, it can be helpful to show
comparisons with similar cities to provide benchmarks on efficiency and productivity. The
following charts may also be useful in making comparisons and in helping to understand
Eagan's financial position and budgeting options:
2009 Per Capita Total Expenditures
MN Cities with 50,000+ Population
(Source: State Auditor, March 2011)
Eagan
Coon Rapids
Plymouth
Lakeville
Blaine
Brooklyn Park
Woodbury
Burnsville
Minnetonka
Eden Prairie
Rochester 1,228
Maple Grove 1,378
Bloomington 1,593
St. Cloud Ompoompopitmommowoommswoot - 1,646
St. Paul � � � � °.�, 1,664
Duluth ;ti . .,, 1,705
Minneapolis
647
649
651
687
716
772
789
834
860
862
2,196
$0 $5 $1,000 $1, $2,000 $2 ,500
2
City Portion of Property Taxes
2011 Final Taxes
$241,744 Homestead (Eagan avg.)
Plymouth j 621
Mendota Heights 700
Eden Prairie '`` 756
Minnetonka 790
Eagan 800
Maple Grove 832
Woodbury 851
Coon Rapids '������ "' 886
Lakeville 889
Bloomington 918
18 -City Average 945
Burnsville 975
Inver Grove... 988
Rosemount 1,041
Apple Valley 1,060
South St. Paul 1,114
Brooklyn Park 1,228
Hastings 1,279
West St. Paul 1,300
i T r
1
$0 $400 $800 $1,200 $1,600
3
Budget Process Background
Since late April, staff has been working on the 2012 budget. Individual department budget
proposals have been prepared, the Budget Team has met with each department director and
their support staff, and the Finance Department has prepared revenue projections. Work has
been completed on the potential tax levy amount and allocation.
The City Council has previously reviewed and discussed numerous budget issues with policy
implications for the budget and tax levy. The Council goal to "Maintain the City's longstanding,
fiscally prudent and responsive budgeting approach while pursuing fiscal independence and self
reliance in long -term budgeting" provides the basis for preparation of the 2012 budget and for
tax levy considerations. In addition the following items are incorporated into the proposed
expenditure allocations:
• The need for budgets to be practicable in the short -term while sustainable for the long-
term.
• Continued organizational and departmental rightsizing — Staff continues to work on
organizational and departmental rightsizing on an ongoing basis.
General Fund Preliminary Budget
Revenue Estimates
The preliminary 2012 budget as presented is based on a continuation of the City's established
budgeting practices; namely, revenues are budgeted conservatively, but realistically. There are
no significant increases to user fees for 2012.
The financing of the City's General Fund operations remains heavily reliant on the property tax
revenue as 76.7% of the estimated 2012 revenue is from that source. In the 2011 budget
77.2% of the revenue is from property taxes. These percentages reflect Eagan's situation with
no reliance on any Local Government Aid or MVHC State revenue sources to finance General
Fund operations.
A Comparative Summary of Revenues is on page 24.
The Revenues by Line Item is on pages 25 through Z? .
4
A graphical comparison of 2011 and 2012 revenues is as follows:
Program
Revenues
6.7%
Transfers
1.7%
Transfers
1.7%
Program Other
Revenues Revenues
6.2% 1.0%
2011 General Fund Revenues
$27,687,900
Other
Revenues
1.0%
Fines & Forfeits
1.2%
Recreation
Charges
2.2%
Charges fo
Services
3.6%
2012 General Fund Revenues
$28,040,000
Fines &
Forfeits
1.2%
Recreation
Charges
2.4%
Charges for
Services
4.7%
Licenses
1.0%
Permits
3.5%
Intergovt Rev
2.4%
Licenses
1.0%
Permits
3.3%
Intergovt Rev
2.2%
General Fund Expenditure Appropriations
The appropriations in the current 2012 preliminary budget total $28,040,000. The
proposed General Fund budget reflects an increase of $352,100 or 1.3% over the 2011
budget.
The Comparative Summary of Expenditures by Department is on page 28 .
Trsfrs Out /Contin
0%
Expenditure Summary by Major Classifications
2011
2012
A
Merch for Resale
0%
of total
budget
% of total
budget
$
Personal Services $20,784,000 75.1% $20,972,800 74.8% $188,800 0.9%
Parts and Supplies 1,702,100 6.1% 1,817,700 6.5% 115,600 6.8%
Services and Other Charges 4,946,900 17.9% 4,921,900 17.6% (25,000) -0.5%
Capital Outlay 186,000 0.7% 246,400 0.9% 60,400 32.5%
Merchandise for Resale 10,500 0.0% 22,800 0.1% 12,300 117.1%
Transfers Out /Contingency 58,400 0.2% 58,400 0.2% - 0.0%
TOTAL $ 27,687,900 100.0% $28,040,000 100.0% $352,100 1.3% 100%
2011 General Fund Expenditures
$27,687,900
rvices & Other
Chgs
18%
Cap
Outlay
1%
% $p as % of
total increase
Parts& Supplies
6%
54%
33%
-7%
17%
3%
0%
Trsfrs Out /Conting
0%
Merch for Resale
0%
2012 General Fund Expenditures
$28,040,000
Capital Out ay
1%
Personnel
As is well known, in our service - oriented role as local government, labor is our primary
commodity, and thus consistently drives approximately three - quarters of the City's annual
budget. The 2012 preliminary budget incorporates all positions currently authorized in the City
and all adjustments and reclassifications in place and approved by the City Council as of this
date.
For budgeting purposes, personnel estimates for 2012 for union personnel include a 1%
increase on January 1, 2012 and a 1% increase on July 1, 2012. Two unions are settled for
2011 and 2012 (Maintenance and Clerical) and the agreements have been approved by the City
Council. Future salary changes will also be presented to the City Council for approval. Also for
budgeting purposes, personnel estimates for non -union employees include a 2% increase on
January 1, 2012 and a 1% increase on July 1, 2012. The slightly larger increase to non -union
personnel wages would begin reestablishing the City's pay plan which was disrupted when
unions received increases in 2010 while all other employee salaries were frozen. All 2012
estimates include step increases for eligible employees. Budgeted personnel costs include no
increase for health insurance premium rates for 2012 resulting from a projection that the
recently approved RFP process will result in lower or stable 2012 health insurance premium
costs. No new personnel is included in the preliminary budget.
As a point of reference, each 1% increase in employee compensation costs approximately
$180,000, which would result in an overall General Fund budget increase of approximately .7%
per 1% increase over the 2011 budget base. The above noted budget estimates for personnel
costs result in a net $188,800 or 0.9% increase for 2012 over the 2011 budget.
The scenario as presented in the preliminary budget shows the percentage of the budget
dedicated to personal services at 74.8% and the allocation continues to reflect the intensity of
personnel costs to deliver local government services. Overtime allocations are up 6% or
$13,500 from 2011 to provide for unavoidable circumstances such as police investigations,
police call for service responses that cross shifts, filling out patrol shifts, snow plowing, etc. The
overtime allocation also covers the required peak service demand times without increasing the
personnel complement necessary for base level staffing for ongoing activities.
7
Parts & Supplies
6%
Changes to the overall 2012 personnel budget reflected in the following table incorporate all
changes from the approved 2011 budget and compares 2012 estimates to 2011 budgeted
positions, again at current staffing levels.
General Fund Personnel Summary
2012 Budget
Existing Personnel
Regular Employees
Salaries /wages /overtime
PERA
FICA
Health /Life /LTD Insurance
Worker's Compensation
Retiree health insurance accrual
Volunteer Firefighters compensation
Fire Relief Association (pension)
Subtotal - Existing Personnel
Position Reductions from 2011
Accountant /Budget Analyst (Finance)
Clerical Technician (Inspections)
Subtotal - Reduced Positions
Position Adjustments from 2011
Asst City Administrator reclassification
Clerical Tech IV from .85 FTE to 1.0 FTE
Clerical Tech III to IV
Subtotal - Additional Positions
Temporary /Seasonal
City Clerk (Elections)
Finance Intern
Communications Intern
Pub Wks /Engineering
Pub Wks /Streets
Central S'cs Maint.
Recreation
Parks
Tree Conservation
Subtotal - Temporary /Seasonal
Total Personnel
8
2011
2012
A
Approved
Budget
$ 14, 316, 400
1,502,500
742,500
2,130, 200
503,200
68,000
368,400
439,200
20, 070,400
16,300
17,900
15,400
303,300
263,700
97,000
713,600
$ 20, 784, 000
Proposed
Budget $
$ 14, 642, 400 $ 326,000
1,536,900 34,400
761,700 19,200
2,057,800 (72,400)
430,200 (73,000)
51,600 (16,400)
367,300 (1,100)
432,800 (6,400)
20,280,700 210,300
(78, 900) (78, 900)
(41,500) (41,500)
(120,400) (120,400)
9,600
8,700
4,300
22,600
9,600
8,700
4,300
22,600
64,700
6,500
1,300
2.3%
2.3%
2.6%
-3.4%
-14.5%
-0.3%
-1.5%
1.0%
64,700
6,500
1,300
16,300
17,900
15,400
316,800 13,500
247,000 (16, 700)
104,000 7,000
789,900 76,300 10.7%
$ 20,972,800 $ 188,800 0.9%
Contingency Account
The current preliminary budget as prepared by the City Administrator includes a contingency
account of $58,400. Historically a relatively small contingency account primarily for the purpose
of facilitating small changes during the budget implementation and budget year has been
maintained. This presentation combined with no use of the fund balance to support 2012 on-
going operations continues the City Council direction resulting from historical public policy
considerations for use of the Contingency Account and Fund Balance. An adequate savings
account is continued in the fund balance to be used to provide security and flexibility in future
operations. That savings account remains undesignated in the General Fund in the preliminary
budget.
General Fund Fund Balance
No 2012 expenditures are recommended for financing through the General Fund fund balance
for the 2012 budget. For budgeting purposes it is assumed that the outcome from 2011
operations will result in an increase to the fund balance at December 31, 2011; however the
following fund balance projections assume the most conservative position; that being, revenues
will equal expenditures for 2011 resulting in no change to the fund balance at December 31,
2011.
The General Fund fund balance as reported in the December 31, 2010 Comprehensive Annual
Financial Report was $13,267,545; subsequently $1,500,000 was appropriated toward the
financing of the Fire Safety Center. The reduced balance of balance $11,767,545 calculates to
42.1% of the preliminary 2012 budgeted expenditures and is undesignated and available as a
contingency and to provide working capital for operations. The City's fund balance target is 40
to 45% of the next year's expenditures per current policy. As a benchmark, the State Auditor
recommends a target range of approximately 35 to 50 %.
The Fund Balance is set aside to provide for emergency or unanticipated expenditure
appropriations during the balance of 2011 and 2012. During previous budget deliberations, it
was determined that it would be prudent to eliminate the process of budgeting an operating
contingency and to use the Fund Balance as a contingency account as well as to provide cash
flow to current operations. Per previous City Council direction the appropriate level and use of
the fund balance will continue to be reviewed for potential future modification.
9
The position of the fund balance is as follows:
December 31, 2010 Fund Balance
Appropriated in 2011 for Fire Safety Center
Net Fund Balance
10
$13,267,545
(1,500,000)
$11,767,545
Preliminary 2012 General Fund Budget Without Contingency $27,981,600
Fund Balance as % of Preliminary 2012 Budget 42.1%
Fund Balance Target Range Per Policy:
40% Minimum $ 11,192,640
45% Maximum $ 12,591,720
Variance Within Target Range:
Above Minimum $ 574,905
Below Maximum $ 824,175
As pointed out by the Auditors with the December 31, 2010 audit report, Governmental
Accounting Standards Board (GASB) Statement No. 54 was enacted to enhance the usefulness
of fund balance information by providing clearer fund balance classifications that can be more
consistently applied and by clarifying the existing governmental fund type definitions. This new
Statement is effective for the year ending December 31, 2011 and will change the reporting of
fund balance. The City's Fund Balance policy will need to be revised, and staff will be
undertaking that project later in the year to align the Policy with the new Statement. It is not
expected that it will impact how the City uses its fund balance or how the budget is considered
or presented.
Market Value, Total Tax Capacity and Local Tax Capacity Trends
The following graphs demonstrate historical and projected changes to the City's market value
and tax capacity (2002 — 2011 are actual values, 2012 is the County's preliminary information
and 2013 is projected from 2012 by staff):
$9,000,000,000
$8,000,000,000
$7,000,000,000
$6,000,000,000
$5,000,000,000
$4,000,000,000
$3,000,000,000
$2,000,000,000
$1,000,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$ -
$ -
Total Property Market Value
2002 -2013
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
• Trends in the tax capacity generally reflect the changes to market value except
commercial and industrial valuation reductions have lagged residential reductions
resulting in a delayed decline in total tax capacity.
Total Tax Capacity
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
11
• The net local tax capacity is the value against which the City's tax levy is spread. It is
arrived at by subtracting the fiscal disparities contribution, the City's tax increment value,
and beginning in payable 2012, the Market Value Homestead Credit tax capacity from
the total tax capacity. The 2012 value incorporates estimates for both fiscal disparities
and the Market Value Homestead Credit tax capacity. The 2013 value includes
estimates for all subtractions from the projected total tax capacity.
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Net Local Tax Capacity
2002 -2013
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2011 and 2012 City Market Value and Tax Capacity
Based on the preliminary information received from Dakota County, the City will see a decrease
in overall market value of 1.7% from $6,999,712,500 for payable 2011 to $6,881,831,100 for
payable 2012. The reduction in property tax values continues to make its way through the
system. The City will also see a net tax capacity decrease of 4.9% from $72,548,838 to
$69,006,969. The net tax capacity calculation is affected by the fiscal disparities contribution,
tax increment tax capacity and now the new Homestead Market Value Credit (estimated to be
$2,975,000 for payable 2012) being factored into the base tax capacity. This information is
demonstrated in the following table.
12
Market Value
Comparison of Market Value and Tax Capacity
Preliminary
Final 2011 2012 Change 2011 / 2012
Payable Payable Dollars %
6,999,712,500 6,881,831,100 (117,881,400) -1.7%
Tax Capacity:
Gross Tax Capacity 87,807,436 86,298,098 (1,509,338) -1.7%
Fiscal Disparities (14,165,562) (13,243,854) 921,708 -6.5%
Tax Increment Value (1,093,036) (1,072,275) 20,761 -1.9%
Homestead Market Value Credit - (2,975,000) (2,975,000) N/A
Net Local Tax Capacity 72,548,838 69,006,969 (3,541,869) -4.9%
Included in the overall net market value decrease is a $22,458,300 increase resulting from new
construction, consequently there is an obvious and continuing downward trend to market values
on existing property.
Tax Capacity Property Tax Levy
The tax levy amount and allocation presented in the subsequent paragraphs incorporates the
following:
• The City's declining tax base combined with a constant level of service delivery.
• Implementation of the new Market Value Homestead Credit and the elimination of the
levy back for the old MVHC non - payment.
• Discontinuation of levy limits. This has not been a factor in consideration of the amount
of the payable 2012 levy, but changes how the City gets there and eliminates some of
the paperwork with the County and State.
• The 2% allowance for uncollectible taxes incorporated into the 2011 levy for the first
time in Eagan's history has been eliminated and rolled into the base.
• A reasonable balance between resources dedicated to operations and to infrastructure
and equipment is maintained. Certain costs related to the City's Pavement
Management Program along with the associated tax levy which were first moved from
the General Fund to the Major Street Fund in the 2011 budget remain in the Major
Street Fund for the 2012 budget.
• The addition of a new levy for the Park Systems Development & Renewal &
Replacement Fund is incorporated for 2012 consideration. Various options for
implementation with impacts are included in the public policy section of this memo.
13
• Consideration of a levy for the Fire Safety Center construction has been eliminated
resulting from the reallocation of City resources approved by the City Council on July 5,
2011.
The property tax component of the City's proposed levy for operations and debt service included
in the proposed budget is $27,054,888 for payable 2011 compared to $26,266,882 for payable
2010. Included in the proposed levy is $2,025,568 of MVHC that either has not been
reimbursed by the State or will not be reimbursed by the State in 2011. This information is
demonstrated in the following table:
Comparison of Tax Capacity Levy & Tax Capacity Rates
Final Preliminary Change
Operating Levy
Debt Service Levy
Total Tax Capacity Levy
F D Distribution
Net Local Levy $ 24,430,568 $ 23,601,814 $ (828,754) -3.4%
Tax Cap Rate -City: $ 24,430,568 $ 23,601,814
2011 2012 Amount Per Cent
26, 986,171 $ 26, 092, 613 $ (893, 558)
68,717 133,521 64,804
27, 054, 888 26, 226,134 (828, 754) -3.1%
(2,624,320) (2,624,320) 0.0%
$ 72, 548, 838 $ 69, 006, 969
0.33675
0.34202 0.00527
1.6%
New Market Value Homestead Credit
Beginning in 2012 the MVHC program and the associated reimbursement to local units of
government for the reduction in homeowner property taxes is eliminated under the new law. In
place of the MVHC, eligible homeowners will receive an exclusion of a portion of the market
value or their house from property taxes. Although the homestead exclusion is computed in a
mathematically similar manner to the repealed MVHC, the new system will provide homeowner
relief by shifting taxes to all other property rather than covering the property tax credit reduction
with a State paid credit reimbursement.
As noted in an earlier table, this results in a reduction of tax capacity available upon which to
spread the local levies thereby resulting in raising the tax capacity rate on all property in the
City, including those benefiting from the credit.
The estimated reduction in tax capacity resulting from the new MVHC for Eagan in payable
2012 is $2,975,000. The above table reflects a projected tax capacity rate of .34202 for payable
2012 or a .00527 (1.6 %) increase over payable 2011.
The following table demonstrates the impact of the changes in this credit.
14
Payable 2012 Comparison of City Taxes -- Old & New Market Value Homestead Credit Systems
Tax Net Tax Rates Gross Taxes Net
Market Tax Capacity Tax Tax Market Tax Market Tax Taxes
Value Capacity Credit Capacity Capacity Value Capacity Value Total Credit Payable
Old 237,696 2,377 - 2,377 0.32789 0.0001738 779.38 41.31 820.69 (55.55) 765.14
New 237,696 2,377 (158) 2,219 0.34202 0.0001738 758.93 41.31 800.24 - 800.24
Increase Caused by:
Higher Tax Capacity Rate 31.35
Total Tax Rate Less Than 1.00 (1) 3.75
Total 35.10
(1) Under the old system this valued property would have received a cash value credit of $158.47 prorated to all tax
capacity levies. The amount applied to the City taxes would have been $57.08 for payable 2012. Under the new system
the credit has the same absolute value, but it is subtracted from tax capacity which gets to dollars by multiplying it times
the tax capacity rate. Using the projected Eagan rate and leaving other taxing jurisdictions constant with payable 2011,
this valued property receives a cash value credit reduced by $10.24 of which approximately $3.75 relates to City taxes.
The objective of keeping the total estimated City taxes constant from payable 2011 to payable
2012 results in the total City levy being reduced enough to protect the residential homestead
property from the negative effects of implementation of the new Market Value Homestead
Credit.
Tax Levy Allocation
For payable 2011, $28,247,111 was levied for operations, tax capacity debt, Market Value debt,
and unreimbursed MVHC. After factoring out $1,012,784 for the loss of MVHC, $27,234,327
was budgeted. For payable 2012, $27,421,795 is proposed to be levied and budgeted for
operations, tax capacity debt, and Market Value debt.
15
Increase Resulting From New System 35.10
General Fund
General Facilities R & R
Equipment Revolving Fund
Major St Const Fund - A
Major St Const Fund - B
Fire Apparatus - Debt
- Revolving
Allowance for Uncollectibles
Park Systems Development & R & R
Fund Totals
Market Value Debt Service Levy
Subtotal Budgeted
MVHC Unallotment Levy -Not Budgeted
Grand Total Levy
Allocation of Property Tax Levy
Final
2011
21, 204, 600
283,042
1,031,127
1,527,925
1,054,312
126,879
273,121
541,098
16
Preliminary
2012
$ 21,515,000
284,112
1,035,025
1,533,700
1,058,297
133,521
266,479
400,000
$ 26, 042,104 $ 26, 226,134 $
$ 1,192,223 $ 1,195,661
$ 27, 234, 327 $ 27, 421, 795
1,012,784
$ 28,247,111 $ 27,421,795
Change
Dollars
$ 310,400
1,070
3,898
5,775
3,985
6,642
(6,642)
(541, 098)
400,000
184,030
3,438
$ 187,468
(1,012,784)
$ (825,316)
ok
1.5%
0.4%
0.4%
0.4%
0.4%
5.2%
-2.4%
- 100.0%
N/A
0.7%
0.3%
0.7%
- 100.0%
-2.9%
The following graph shows the relationship between the Operating (General Fund) and Capital
Levies (Other Funds) from 2002 through a projected 2013 scenario. The percentage
relationship between Operating and Capital has varied over the years resulting from the
available tax levy and the amount of the levy necessary to balance the General Fund Budget.
This process results in an annual review of the appropriate allocation rather than an adherence
to a strict percentage allocation. This process provides flexibility in meeting the total levy
available while balancing the levy needs between the competing needs for operating and capital
requirements. The information shown is as originally budgeted and does not reflect changes
subsequently made in certain years resulting from the State's failure to pay the MVHC.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Budgeted Tax Capacity Levy
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Operating (General) ■ Capital
Major Street - Overpasses and Interchanges levy began 2008
Fire Apparatus levy (including Debt Service) began 2009
Park Systems Development and R &R begins 2012
Market Value Property Tax Levy (Community Center Debt Service)
The City's proposed levy for debt service based on referendum market value is $1,195,661
for payable 2012 compared to $1,192,223 for payable 2011. That is an increase of $3,438
or 0.3% from payable 2011 to payable 2012. The resulting market value referendum rate is
increased by 2.0% from 0.0001701 to 0.0001738 due to the slightly higher levy and the
decrease in the referendum market value. The sale of bonds was approved by the
taxpayers and there is no discretion for the amount of this levy per the bond covenants.
Comparison of Levy for Debt Service & Market Value Referendum Rates
Final Preliminary Change
2011 2012 Amount Per Cent
Ref Mkt Value $ 6, 996, 823, 700 $ 6, 878, 955, 900 $ (117, 867, 800) -1.7%
Debt Service Levy $ 1,192,223 $ 1,195,661 $ 3,438 0.3%
Mkt Value Ref Rate 0.0001704 0.0001738 0.0000034 2.0%
The following table illustrates the impact of the market value referendum debt service
levy (Eagan Community Center) for average value property for payable 2011 and 2012:
17
Market Value Levy Tax Impact
Average Annual
Payable Market Rate Tax
Year Value Per $1,000 Amount
2011 241,744 0.1701 41.12
2012 237,696 0.1738 41.31
Total Lev
The following table illustrates the total proposed levy for payable 2012 compared to the
total levy for payable 2011.
Comparison of Total Levy
Final Preliminary Change
2011 2012 Amount Per Cent
Operating Levy $ 26,986,171 $ 26,092,613 $ (893,558)
Debt Service -Tax Capacity 68,717 133,521 64,804
Total Tax Capacity $ 27, 054, 888 $ 26, 226,134 $ (828, 754) -3.1%
Debt Service Levy - Market Value 1,192,223 1,195,661 3,438 0.3%
Total Levy $ 28,247,111 $ 27,421,795 $ (825,316) -2.9%
Tax Impact/History
Total City Property Tax Capacity Rates /Property Tax Impact
In summary, based on the above referenced levies and current estimates for taxable
market value, tax capacity, fiscal disparities, tax increment values, and new HMVC, the
payable 2012 tax capacity rate calculates to .34202 compared to .33675 for payable
2011. The market value referendum rate for the Community Center bonds debt service
calculates to .0001738 for payable 2012 compared to .0001701 for payable 2011.
The following table of property tax history illustrates the estimated impact of the total
proposed levy for payable 2012 taxes and compares the rates and impacts to historical
tax rates and impacts for the years 2008 through 2011 on various market value
residential properties.
18
Tax Capacity Rate
Market Value Rate
Market Value
Eagan Property Tax History
City Taxes Only
0.25892 0.26886 0.30408 0.33675 0.34202
0.0001526 0.0001517 0.0001603 0.0001704 0.0001738
150,000 $ 331 $ 344 $ 398 $ 446 $ 458
180,000 422 439 503 562 575
200,000 483 502 573 639 653
225,000 559 581 661 735 751
237,696 Pay 2012 Average Eagan House Mkt Value 800
241,744 Pay 2011 Average Eagan House Mkt Value 800
250,000 636 659 749 832 848
300,000 788 817 925 1,025 1,043
The following table illustrates the impact of these rates on the property taxes on an average
market value property ($237,696) for payable 2012 compared to an average market value
property ($241,744) for payable 2011 thereby adjusting for continuing deflation on property
values.
City Portion of Taxes on an Average Market Value House in Eagan
2011 Value:
2012 Value:
Decrease
241,744
237,696
(4,048)
Taxes Include Community Center Debt Service Levy
Projected
2008 2009 2010 2011 2012
19
2011 City Tax:
2012 City Tax:
Change
800
800
Cedarvale Special Services District
While the Cedarvale Special Services District remains in place, no dollars were levied for
payable 2011 and no levy is proposed for payable 2012.
General Fund Budget and 2012 Property Tax Next Steps
D Staff incorporates City Council direction from this meeting into the budget and
levy.
D City Council approves the preliminary levy at the regular meeting on
September 6 or at a special meeting on September 13.
D The preliminary levy is certified to Dakota County on September 15.
D A Truth -in- Taxation hearing will be held at the regular City Council Meeting
on December 6, 2011.
D At the regular City Council meeting on December 20 the final 2012 Budget
and levy will be adopted by Council.
Public Policy Issues
Staff is suggesting that the material presented in this memo and budget be reviewed in
the following steps and public policy questions be addressed in this sequence:
1. General Fund Budget:
a. Are the assumptions used in preparation of the budget regarding primarily
service levels and compensation adjustments appropriate?
b. Is the overall budget increase of 1.3% resulting from the assumptions ( "a"
above) appropriate?
c. Are there any concerns about the departmental allocations resulting again
from the assumptions ( "a" above)?
d. Are the mid -range non -tax revenue assumptions appropriate?
2. Preliminary Tax Levy — Is the proposed property tax levy appropriate?
Staff has prepared the budget material and preliminary tax levy with the goal of
maintaining a "zero" City tax impact on the average market value house located in ISD
196 for 2012 compared to 2011. In 2011 that average market value house is $241,744
and is paying City taxes of $800. For payable 2012 the average value is $237,696 and
that property is projected to pay $800 in City taxes after factoring in the 1.7% reduction
in the property's market value. As noted earlier in the memo, these assumptions result
in a reduction in the overall levy of $825,360 while eliminating the Allowance for
Uncollectible Taxes. As is always the case, changes to any of the factors used in the
assumptions could potentially change the tax impact outcomes.
20
By way of additional planning information, the market value levy for the debt service on
the Community Center will be completed with taxes payable in 2020. Expiration of that
obligation will provide the City Council with an opportunity to redirect all or some of that
levy to other priorities without impacting taxpayers or to reduce the levy providing a
reduction in taxes to taxpayers. The levy averages just under $1.2 million per year.
3. Allocation of the Proposed Preliminary Tax Levy -- Is the proposed
allocation of the tax levy appropriate?
Staff has prepared the levy allocation based on the levy as shown in number 2 above in
the following manner:
a. The amount of taxes necessary to balance the General Fund budget is
appropriated to the General Fund after non -tax revenues are estimated.
b. $400,000 is appropriated to the Fire Apparatus Replacement Fund
through a combination of debt service requirements on Equipment
Certificates and cash savings.
c. A new levy of $400,000 is incorporated for the Parks Systems
Development & Renewal & Replacement Fund.
d. The balance of the available levy is spread across the other capital funds
resulting in a small and equal increase to all of those funds.
The following chart demonstrates three possible tax levy allocations depending on
whether or not the new $400,000 Parks Systems Development & Renewal &
Replacement levy is implemented and the desired impact on the other Capital funds.
Each of the possibilities assume the total levy as presented in the memo (Preliminary
Tax Levy — Number 2 above) while changing the allocation to impact the other capital
funds differently. Since the total levy does not change the three scenarios all result in
the same tax payer impact.
21
Payable 2012 Levy Allocation Scenarios
All scenarios assume the following:
✓ 1. General Fund tax levy fixed at $21,515,000.
• 2. Fire Apparatus Fund fixed at $400,000 total.
✓ 3. Total tax capacity levy of $26,226,134.
✓ 4. No 2012 Levy for Uncollectible Taxes.
✓ 5. Incorporation of the 2011 Levy for Uncollectible Taxes ($541,098) into the 2012 base.
General Fund
General Facilities R & R
Equipment Revolving Fund
Major St Const Fund - A
Major St Const Fund - B
Allowance for Uncollectible
Park Systems Development & R & R
Equipment Certificate D.S. -2009
Equipment Certificate D.S. -2010
Fire Apparatus
Total Budgeted Tax Capacity Levy
r
r
2011
Actual
$ 21,204,600
283,042
1,031,127
1,527,925
1,054,312
541,098
22
68,717
331,283
Scenario Assumptions:
Number 1 (As presented in the memo):
• 1. New Park Systems Development & R & R funded at $400,000.
• 2. Other Capital Funds share the levy balance at equal percentage increase.
Number 2:
• 1. New Park Systems Development & R & R funded at $400,000.
2. The new Park Systems Development & R & R is funded at $400,000 with a
corresponding reduction to the Major Street Construction Fund - B amount.
3. Other Capital Funds share the levy balance at equal percentage increase.
Number 3:
• 1. New Park Systems Development & R & R is not funded.
Number 1
$ 21,515,000
284,112
1,035,025
1,533,700
1,058,297
• 2. Other Capital Funds share the levy balance at equal percentage increase.
2012 Scenarios
Number 2
$ 21,515,000
324,344
1,181,592
1,750,885
654,312
Number 3
$ 21,515,000
313,169
1,140, 879
1,690,555
1,166,531
400,000 400,000
72,865 72,865 72,865
60,656 60,656 60,656
266,479 266,479 266,479
$ 26,042,104 $ 26,226,134 r$ 26,226,134 $ 26,226,134
The Council is asked to provide direction to staff for the preparation of required material
for consideration at the September 6, 2011 regular City Council meeting.
Together with the Department and Division Heads, I submit this 2012 preliminary
budget, the enclosed budget information and these policy issues for your consideration,
while acknowledging the fluid status of budgeting in today's world and the need for on-
going work and discussion to reach a "final" product for adoption in December.
City Administrator
23
2012 BUDGET
GENERAL FUND
COMPARATIVE SUMMARY OF REVENUES
2009
Actual
2010
Actual
24
2011
Budget
2012
Budget
8/12/2011
A (12 vs. 11)
%
General Property Taxes $ 20,701,514 $ 20,701,514 $ 21,204,600 $ 21,515,000 310,400 1.5%
Licenses 292,774 281,081 277,900 274,700 (3,200) -1.2%
Permits 790,746 775,257 959,600 936,200 (23,400) -2.4%
Intergovernmental Rev 722,896 1,076,175 678,100 621,000 (57,100) -8.4%
Charges for Services 1,542,936 1,472,535 1,009,600 1,323,800 314,200 31.1%
Recreation Charges 651,118 649,584 622,600 669,600 47,000 7.5%
Fines & Forfeits 370,920 251,119 344,500 245,200 (99,300) -28.8%
Other Revenues 291,523 350,669 284,600 260,900 (23,700) -8.3%
Program Revenues 1,757,199 1,936,368 1,847,100 1,728,000 (119,100) -6.4%
Transfers 417,781 451,807 459,300 465,600 6,300 1.4%
TOTAL GENERAL FUND $ 27,539,407 $ 27,946,108 $ 27,687,900 $ 28,040,000 $ 352,100 1.3%
8/12/2011
Acct
No. DESCRIPTION
GENERAL FUND
REVENUES BY LINE ITEM
1
2009
1
Actual
1
2010
1
Actual
1
2011
1
Budget
1
2012
Budget
CHANGE
2011 to 2012
TAXES:
4020 AD VALOREM TAXES - CURRENT $ 18,385,188 $ 18,993,085 $ 21,204,600 $ 21,515,000 $ 310,400
4021 AD VALOREM TAXES - DELINQUENT 343,161 344,641
4030 FISCAL DISPARITIES 1,973,165 1,968,357
4031 PENALTIES AND INTEREST 9,594 28,883
TOTAL $ 20,711,108 $ 21,334,966 $ 21,204,600 $ 21,515,000 $ 310,400
LICENSES:
4055 LIQUOR 220,508 217,058 211,900 213,000 1,100
4056 BEER 9,900 9,396 7,200 8,000 800
4057 TOBACCO 10,517 9,783 9,800 9,000 (800)
4058 TREE MTN CONTRACTOR 750 888 700 700 -
4059 GARB /RUBBISH HAULING 9,144 8,417 9,500 8,500 (1,000)
4060 KENNEL 300 250 200 200 -
4061 DOG 32,807 26,834 29,500 27,600 (1,900)
4062 AMUSEMENT 1,485 330 1,200 400 (800)
4063 PET SHOP LICENSE 150 100 200 200 -
4064 MASSAGE THERAPIST 6,538 7,550 7,000 7,100 100
4068 BODY ART 675 475 700 (700)
4070 OTHER - - -
TOTAL $ 292,774 $ 281,081 $ 277,900 $ 274,700 $ (3,200)
PERMITS:
4085 BUILDING 547,282 526,507 700,000 700,000
4087 PLUMBING 61,518 55,507 75,000 70,000 (5,000)
4088 MECHANICAL 103,205 93,809 120,000 90,000 (30,000)
4089 SIGN 20,472 22,786 12,000 15,000 3,000
4091 WELUPRIVATE SEPTIC 70 210 100 100
4094 EXCAVATING 3,600 2,500 5,000 2,500 (2,500)
4095 CONDITIONAUSPECIAL USE 7,050 5,400 4,000 5,000 1,000
4096 FIRE SUPPRESSION PERMITS 10,295 14,777 8,000 17,000 9,000
4097 FIREWORKS PERMITS 1,520 1,439 2,000 2,000
4100 UTILITY 32,286 45,897 30,000 30,000 -
4102 PUBLIC ROW CONST 985 1,290 800 800
4120 OTHER 2,463 5,135 2,700 3,800 1,100
TOTAL $ 790,746 $ 775,257 $ 959,600 $ 936,200 $ (23,400)
INTER -GOVT REV:
4135 FEDERAL GRANTS 119,390 119,806 68,500 48,500 (20,000)
4140 STATE GRANTS 11,000 76,329 8,900 5,600 (3,300)
4153 MVHC - 3,158 - - -
4155 MSA - MAINTENANCE 67,335 67,830 75,000 67,800 (7,200)
4158 POLICE TOWN AID 464,705 443,429 465,000 440,000 (25,000)
4159 POLICE TRAINING AID 27,352 24,019 27,600 26,000 (1,600)
4160 STATE PERAAID 33,114 33,114 33,100 33,100 -
4175 COUNTY GRANTS 253 -
4177 DCC COMPENSATION 308,237
TOTAL $ 722,896 $ 1,076,175 $ 678,100 $ 621,000 $ (57,100)
CHARGES FOR SERVICES:
4205 VARIANCE FEES 1,700 1,500 3,000 3,000
4206 PLATTING FEES 5,777 5,513 4,000 4,000 -
4207 REZONING FEES 4,450 2,600 4,000 4,000 -
4210 RETURNED CHECK FEE 1,172 1,440 1,000 1,300 300
4212 DOG IMPOUND /KENNEL FEE 5,789 6,149 6,000 6,000 -
4214 BURGLAR ALARM FEES 25,890 19,635 27,000 25,000 (2,000)
4215 REPEAT NUISANCE CALL FEE 2,025 2,060 2,000 2,000
4216 DAYCARE INSPECTION FEES 950 500 900 700 (200)
4220 VACATION PROCEEDINGS 1,200 1,600 1,200 1,400 200
4221 PUBLIC SAFETY FEES 3,715 4,312 3,700 4,000 300
4222 PLAN CHECKS 207,268 193,466 215,000 275,000 60,000
4223 PLANNED DEVELOPMENT REVIEW - -
4226 DEV ESCROW REIMBURS 33,569 69,836 12,500 25,000 12,500
4227 ENGINEERING SERVICES 892,373 840,948 449,700 675,000 225,300
4228 ENG /FINANCIAL ADMINISTRATION 2,138 1,681 2,300 1,900 (400)
4229 TAX INCREMENT FINANCING APPLICA 1,000 - -
25
8/12/2011
Acct
No. DESCRIPTION
4230 PRINT MATERIAUOTHER FEES 4,647
4231 RESEARCH OF CITY RECORDS 139
4233 TOBACCO NON - COMPL. PENALTY 300
4234 POLICE SECURITY - EXEMPT 42,632
4236 POL SVCES TO SCHOOL DIST 158,562
4239 INVESTIGATION FOR LICENSING 12,775
4241 ALCOHOL NON - COMPL. PENALTY 14,600
4242 MAINT EQUIP & PERS CHG 44,872
4245 PERMIT SURCHARGE 509
4246 ADMN FEE ON SAC 5,393
4247 ROOM TAX ADMIN FEE 33,881
4249 HOUSING IMP DIST APPLICATION FEE 1,000
4260 INVESTMENT MGMT FEE 35,610
TOTAL $ 1,542,936
OTHER PARK FEES:
4375 TREE SALES 10,735
4381 OTHER PARK PROGRAMS
TOTAL $ 10,735 $
FINES & FORFEITS:
4410 COURT FINES /FORFEITS 318,120
4411 PROSECUTION COSTS /FINES 50,956
4420 POLICE FINES & FORFEITURE -
4421 EVIDENCE FORFEITURES 1,844
GENERAL FUND
REVENUES BY LINE ITEM
2009
Actual
2010
Actual
2011
4,414 5,000 4,500
- 100 100
225 500 400
38,653 38,300 38,600
153,725 141,300 142,000
28,250 8,300 13,200
12,000 3,000 3,000
21,990 23,000 23,000
620 500 500
3,124 3,000 4,200 1,200
36,573 35,000 38,000 3,000
1,000 (1,000)
20,721 21,300 28,000 6,700
$ 1,472,535 $ 1,009,600 $ 1,323,800 $ 314,200
4310 -13 RECREATION PROGRAM FEES:
3027 HOLZ FARM 1,747 1,895 2,600 2,100 (500)
3029 SAFETY CAMP 3,598 4,455 3,600 3,800 200
3030 CAMPS /CLINICS 6,306 3,468 2,700 2,700 -
3032 -5 TENNIS 22,109 18,154 23,600 16,100 (7,500)
3037 -8 GOLF 24,575 15,060 19,600 13,800 (5,800)
3041 -3 VOLLEYBALL 31,963 28,485 33,500 30,800 (2,700)
3044 -6 BROOMBALL 8,579 7,683 7,900 7,400 (500)
3047 T -BALL 12,584 14,515 11,700 14,300 2,600
3048 ADULT SOFTBALL -MEN 110,546 109,720 112,800 114,800 2,000
3049 ADULT SOFTBALL -WOMEN 5,652 5,601 6,200 5,000 (1,200)
3050 ADULT SOFTBALL- CO -REC 37,103 31,995 34,100 33,800 (300)
3052 FOOTBALL 2,371 2,128 2,600 2,500 (100)
3054 -6 HOCKEY /BOOT HOCKEY 1,826 1,788 2,200 2,000 (200)
3057 PRESCHOOL PROGRAMS 99,134 107,365 103,500 127,200 23,700
3058,75 TEENS 4,691 1,456 6,100 3,000 (3,100)
3059 SUMMER IN THE PARK 27,760 25,130 24,500 25,000 500
3060 PUPPET WAGON (9) - 400 - (400)
3061 MARKETFEST 8,525 8,750 6,400 8,500 2,100
3062 SCHOOL'S OUT EVENTS 176 364 600 500 (100)
3063 SEASONAL SPECIAL EVENTS 6,253 5,695 1,800 1,800 -
3065 SPECIAL EVENTS 1,790 2,140 5,400 7,600 2,200
3066 DANCE 900 540 2,400 1,900 (500)
3067 ADAPTIVE /INCLUSION 1,899 4,837 3,500 4,900 1,400
3069 NATURE PROGRAMS 2,810 - 2,400 2,400
3070 ADULT ADVENTURE TRIPS 2,400 (2,400)
3071,74 TUBING HILLS 7,112 10,779 5,100 2,800 (2,300)
3076 BASKETBALL 32,201 33,237 35,000 31,000 (4,000)
3077 WIFFLEBALL 2,721 2,544 3,000 2,700 (300)
3078 SENIOR CITIZENS 8,730 8,674 10,400 13,300 2,900
3079 FUN RUNS/WALKS 5,757 6,522 3,900 6,000 2,100
3080 CONCESSIONS 10,851 9,276 11,000 30,800 19,800
3081 ARTS COUNCIL 113,819 130,562 93,900 96,500 2,600
3082 SPORTS & CREATIVE CAMPS 22,739 24,722 27,000 27,300 300
3083 PRESCHOOL CREATIVE ACTIVITIES 5,405 3,760 - - -
3085 FAMILY ACTIVITIES 45 953 - - -
3086 NEW PROGRAMS 1,094 1,178 - 1,900 1,900
3092 CDGB SENIOR PROGRAMS 6,701 11,458 12,100 24,400 12,300
OTHER REVENUE 3,130 1,885 1,100 1,000 (100)
TOTAL $ 640,383 $ 649,584 $ 622,600 $ 669,600 $ 47,000
210,771
32,672
7,676
Budget
302,500
40,000
2,000
2012
Budget
CHANGE
2011 to 2012
(500)
(100)
300
700
4,900
210,700 (91,800)
30,000 (10,000)
4,500 2,500
8/12/2011
Acct
No. DESCRIPTION
TOTAL
GRAND TOTAL
GENERAL FUND
REVENUES BY LINE ITEM
2009 I
Actual
1
2010
Actual
Non- tax/MVHC revenues 7,241,437
21
1
2011
Budget
1
2012
1
Budget
CHANGE
2011 to 2012
$ 370,920 $ 251,119 $ 344,500 $ 245,200 $ (99,300)
M1SC REVENUES:
4610 INTEREST ON INVESTMENTS 215,123 148,080 130,000 80,000 (50,000)
4611/12 SPEC ASSMT- PRINCIPAL/INT 8,374 8,498 7,000 8,400 1,400
4615 CHANGE IN FMV - INVESTMTS (136,569) (3,829) - -
4620 ANTENNA LEASES - HOLZ FARM 24,000 25,400 27,000 27,000
4621 BUILDING RENT 9,000 (2,070) 6,200 (6,200)
4624 ATHLETIC FIELD RENT 54,947 99,446 43,400 70,900 27,500
4625 PARK SHELTER RENT 41,545 119 39,700 38,000 (1,700)
4626 PARK SHELTER RENT - EXEMPT - 400 300 (100)
4627 ATHLETIC FIELD RENT - EXEMPT - 100 100 -
4628 SWITCHING STATION RENT 15,150 16,059 15,100 18,000 2,900
4634 ATHLETIC FIELD RENT - NON- RESIDEN 5,883 7,396 4,200 2,900 (1,300)
4657 SALE OF CITY PROPERTY 1,801 822 1,000 1,000
4660 LAPEL PINS 29 7 - -
4661 HISTORY BOOKS 131 599 100 200 100
4663 CONTRIBUTION /DONATION 34,514 47,197 10,200 12,000 1,800
4665 GRANTS FROM NON -GOVT ENT 13,389 - -
4666 HISTORY CARDS 86 235 100 100
4667 EAGAN VIDEO /DVD 6 -
4691 OTHER REVENUE 4,120 2,706 200 2,000 1,800
TOTAL $ 291,523 $ 350,669 $ 284,600 $ 260,900 $ (23,700)
PROGRAM REVENUES:
4810 PROJ. ADMIN 316,087 444,877 460,800 350,000 (110,800)
4811 CENTRAL SERVICES MTN 75,700 76,700 69,200 69,500 300
4812 WATER ADMIN 803,100 848,800 779,900 784,800 4,900
4813 SEWER ADMIN 381,800 403,500 370,800 373,100 2,300
4815 STREET LIGHT ADMIN 39,500 41,700 38,400 38,600 200
4816 STORM DRAINAGE ADMIN 26,300 27,800 25,600 25,700 100
4817 WATER QUALITY ADMIN 65,800 69,600 63,900 64,300 400
4821 DRUG TASK FORCE REIMB 27,760 13,113 32,000 13,000 (19,000)
4822 OTHER REIMBURSEMENTS 19,745 3,574 4,500 4,000 (500)
4831 CAPITAL CREDITS 1,407 6,704 2,000 5,000 3,000
TOTAL $ 1,757,199 $ 1,936,368 $ 1,847,100 $ 1,728,000 $ (119,100)
TRANSFERS:
CABLE FRANCHISE FEES 417,781 451,807 459,300 465,600 6,300
TOTAL $ 417,781 $ 451,807 $ 459,300 $ 465,600 $ 6,300
$ 27,549,001 $ 28,579,560 $ 27,687,900 $ 28,040,000 $ 352,100
6,483,300 6,525,000
41,700 Variance 11 to 12
8/12/2011
GENERAL GOVERNMENT
01 Mayor & Council
02 Administration
03 Information Technologies
04 City Clerk
05 Finance
06 Legal
07 Comm Dev-- Planning /ED
08 Comm Dev -- Inspections
09 Communications
10 Human Resources
Gen Govt Total
PUBLIC SAFETY
11 Police
12 Fire
Public Safety Total
PUBLIC WORKS
21 Public Works /Engineering
22 Streets & Highways
24 Central Svces. Maint.
Public Works Total
PARKS & RECREATION
30 Recreation
31 Parks
32 Tree Conservation
Parks & Rec Total
GENL GOVT BLDG MAINT
33 Government Buildings
Subtotal
41 Contingency -- undesignated
General Fund Total
2012
Comparative Summary of Expenditures
General Fund Budget
I 2011 I
Budget
$ 143,300
506,900
1,283,200
255,300
1,115,500
407,700
910,500
915,800
457,700
242,600
6,238,500
11,101,000
1,726,700
12,827,700
1,175,200
1,659,800
611,700
3,446,700
1,974,900
1,942,000
484,400
4,401,300
715,300
27,629,500
58,400
$ 27,687,900
2$
2012 I
Budget
$ 141,800
522,500
1,313,700
315,100
1,044,200
390,000
956,900
878,300
465,600
263,200
6,291,300
11,203,700
1,730,800
12,934,500
1,191,200
1,699,400
629,800
3,520,400
2,047,000
1,951,700
498,000
4,496,700
738,700
58,400
Difference 12 vs. 11
Amount
$ (1,500)
15,600
30,500
59,800
(71,300)
(17,700)
46,400
(37,500)
7,900
20,600
52,800
102,700
4,100
106,800
16,000
39,600
18,100
73,700
72,100
9,700
13,600
95,400
23,400
27,981,600 $ 352,100
$ 28,040,000 $ 352,100
-1.0%
3.1%
2.4%
23.4%
-6.4%
- 4.3%
5.1%
- 4.1%
1.7%
8.5%
0.8%
0.9%
0.2%
0.8%
1.4%
2.4%
3.0%
2.1%
3.7%
0.5%
2.8%
2.2%
3.3%
1.27%
0.0%
1.27%
*Ciq of Cop
2012 Proposed Budget Operating Budget
General Fund
Departmental
Budgets
1
City of Eau
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
PURPOSE & DESCRIPTION l
The purpose of the Mayor and City Council is
to:
Expenditures as % of General Fund
Mayor &
• Provide for the legislative and policy - Council,
making activities of the City's 05%
government
• Provide for the planning and control
of municipal expenditures through
the adoption of an annual budget
• Provide for the generation of
revenue through the levying of taxes,
fees, and rate structures
• Provide a forum for citizen input into the policy process through public hearings, advisory commissions,
public testimony, and civic and community groups
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
The Mayor and City Council are responsible for the following functions:
• Participate in regular City Council meetings on the 1 and 3rd Tuesday of the month, as well as monthly
Council workshops as needed
• Serve on City Council Committees that make recommendations to the City Council as a whole
• Represent the City on various boards and Commissions pertaining to local government
2009 2010 2011 2012
Description Actual Actual Estimate Target
Number of special City Council meetings held annually 12 12 13 12
Percentage of City advisory commissions that met in a joint 100% 100% 100% 100%
meeting with the council each year
2
City of Eaali
Personal
Services
73%
Expenditure by Category
Expenditure
Personal Services
Parts and Supplies
2012 Proposed Budget Operating Budget
Actual
2009
103,396
Services and Other Charges _ 31,028
Total $ 134,424
Services
and Other
Charges
27%
3
Conference costs will be paid by the League given the Mayor's
conferences and schools line item has not been used in its entirety.
Financial Impact: $1,700 increase
Service Level Impact: None
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
HIGHLIGHTS & CHANGES
Overview: The proposed 2012 Mayor & City
Council budget is down $1,500, or (1.0 %) from
the 2011 budget.
Highlight /Change 1: Conference and Schools
(6476) includes funding for 5 Councilmembers
to attend the NLC Conference and 3
Councilmembers to attend the LMC
Conference. A portion of the Mayor's LMC
position on the LMC board. Historically, the
Actual
2010
102,700
298
38,500
141,498
EXPENDITURE SUMMARY
Budget
2011
106,200
37,100
143,300 $
Budget
2012
102,900
38,900
141,800
City of Evi
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
LINE ITEM DETAIL
Actual Actual
Acct PERSONAL SERVICES 2009 2010
6110 SALARIES AND WAGES - REGULAR $ 53,722 $ 55,615
6144 FICA 3,234 3,579
6146 PERA -DCP 2,004 2,132
6151 HEALTH INSURANCE 43,992 41,961
6152 LIFE INSURANCE 125 135
6154 DISABILITY- LONG TERM 220 237
6155 WORKERS COMPENSATION 99 152
6157 RETIREE HEALTH INSURANCE - 316
PERSONAL SERVICES 103,396 104,129
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
PARTS &SUPPLIES
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO /PARKING
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
SERVICES & OTHER CHARGES
2012 Proposed Budget Operating Budget
4
747
20,600
4,613
5,068
31,028
298
298
549
20,600
410
8,588
4,701
34,847
Budget Budget
2011 2012
53,600 $ 53,600
4,100 4,100
2,000 2,000
45,900 42,800
100 100
500 300
106,200 102,900
600 700
21,000 21,000
200 200
10,600 12,300
4,700 4,700
37,100 38,900
TOTAL MAYOR & CITY COUNCIL $ 134,424 $ 139,273 $ 143,300 $ 141,800
-1.05%
i City of }a Qau
2012 Proposed Budget Operating Budget
This page left intentionally blank
5
Cry of Wu
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration
Department is to:
• Ensure the execution of policies and
direction of the Eagan City Council
• Provide administrative leadership for
day -to -day operations
• Coordinate the various municipal
functions and provide administrative
support as required
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
Admin.,
1.9%
6
The Administration Department is
responsible for the following functions:
• Respond to inquiries and requests of the City Council
• Oversee Department Heads and ensure departments are working in coordination with one another
toward a common goal
• Complete administrative activities not unique to and, therefore, not assignable to other operating
departments or divisions
• Prepare weekly Council packets and other communications to the City Council and the City's organization
as a whole
• Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
2009 2010 2011 2012
Description Actual Actual Estimate Target
Number of airport noise complaints /questions (telephone and 103 80 100 80
email)
Percentage of airport noise complaints (telephone calls and a 98% 98% 98% 98%
mails) responded to within 24 business hours
Percentage of citizens rating quality of life in Eagan as N/A 95% N/A 95%
excellent or good (biennial survey)
I P * Ciq orEkoo
Personal
Services
83%
budget
Expenditure by Category
Parts and
Supplies
1%
Services
and Other
Charges
Highlight /Change 1:
budget (6496) is
Communications, and
out of Administration.
will continue to be funded via general fund revenues, not franchise fees
16%
Capital
Outlay
0%
Communications budget.)
Financial Impact: $1,600 decrease (transferred to Communications Dept 09)
Service Level Impact: None
2012 Proposed Budget Operating Budget
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
HIGHLIGHTS & CHANGES
Overview: The proposed 2012 Administration
budget is up $15,600, or 3.1% over the 2011
budget. Excluding the effect of the proposed
salary /wage rate increases, the Administration
budget is down $900 from the prior year.
The Historical Society
now managed by
thus has been moved
(The Historical Society
like the rest of the
Highlight /Change 2: Since the City Council conducted their biannual goals retreat in 2011, a professional facilitator
has not been budgeted under Professional Services (6310) in 2012.
Financial Impact: $1,000 decrease
Service Level Impact: None
Highlight /Change 3: Conferences and Schools (6476) is proposed to increase as a result of increased conference
registration fees for ICMA. Likewise, the 2012 LMC and NLC Conferences both include inflationary registration
increases, and added travel expenses with the LMC conference taking place in Duluth and the NLC Conference
taking place in Boston.
Financial Impact: $1,300 increase
Service Level Impact: None
Highlight /Change 4: Dues and Subscriptions (6479) is up because of inflationary dues increases for professional
organizations to which the city belongs.
Financial Impact: $1,200 increase
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual
2009
388,394
10,565
79,177
900
479,036
7
Actual
2010
416,501
15,713
87,399
166
519,779
Budget
2011
$ 418,600
2,900
84,000
1,400
$ 506,900
EXPENDITURE SUMMARY
Budget
2012
435,000
2,800
83,400
1,300
522,500
City of Eke
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
POSITION INVENTORY
Position Inventory
Personnel 2009 2010 2011 2012
City Administrator 1 1 1 1
Assistant City Administrator 0.8 0.8 1 1
Administrative Secretary /Deputy Clerk 0.9 0.9 0.9 0.9
Clerical Technician 0.9 0.9 0.8 0.8
Total 3.6 3.6 3.7 3.7
2012 WORK PLAN
Work Plan
2012 Proposed Budget Operating Budget
Hours
2,080
2,080
1,872
1,664
7,696
Activity
Routine
1 Council meeting and workshop preparation
2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
3 Intergovernmental, municipal, City departmental, and association meetings
4 Clerical and administrative support
5 Oversight of the City's day -to -day operations
6 Annual budget preparation
7 Energy & Environment Commission -- facilitation and coordination of environmental /energy initiatives across the City
8 Oversight of Recycling operations for the City
9 Assist in development and execution of 2011 -2012 Goals
10 Development and execution of public policy decisions
8
41 lik*Cit of Ea u
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES - TEMPORARY
6142 PERA- COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY - LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING & BINDING
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6496 HISTORICAL SOCIETY
6535 OTHER CONTRACTUAL SERVICES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL ADMINISTRATION
2012 Proposed Budget Operating Budget
9
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
LINE ITEM DETAIL
Actual Actual Budget Budget
2009 2010 2011 2012
301,161 $ 326,915 $ 324,900 $ 341,500
681 478 1,500 1,500
1,847
20,836 23,094 23,700 24,900
20,526 21,007 22,200 23,200
40,309 41,557 43,900 41,900
497 497
960 960 -
1,575 1,823 2,100 1,800
169 300 200
388,394 416,501 418,600 435,000
6210 OFFICE SUPPLIES 1,637 2,573 2,100 2,100
6211 OFFICE PRINTED MATERIAL/FORMS 103 100 100
6212 OFFICE SMALL EQUIPMENT 100
6215 REFERENCE MATERIALS 191 444 200 200
6220 OPERATING SUPPLIES- GENERAL 8,737 12,593 400 400
PARTS & SUPPLIES 10,565 15,713 2,900 2,800
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL 1,625 6,627 1,500 500
6346 POSTAGE 24
8,824 8,457 9,300 9,300
800 656 1,500 1,500
370
3,900 3,900 4,000 4,000
225 404 400 400
1,890 4,381 6,900 8,200
2,529 3,462 4,100 3,600
47,672 43,463 42,700 43,900
1,189 4,428 1,600
10,500 11,250 12,000 12,000
SERVICES & OTHER CHARGES 79,177 87,399 84,000 83,400
900 166 1,400 1,300
900 166 1400 1,300
479,036 $ 519,779 $ 506,900 $ 522,500
3.08%
City of Evan
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
2012 Proposed Budget Operating Budget
PURPOSE & DESCRIPTION `\
Expenditures as % of General Fund
The purpose of the IT Department is to:
• Provide technology support for the
City's Local and Wide Area Network
operations
• Develop and implement Citywide IT
policies and procedures
• Provide technology support for the
City's desktop and mobile hardware
• Provide support for all City software
appli- cations
• Provide support for City's
Communication Systems hardware and software
• Recognize and recommend new developments in technology.
• Establish standards for efficient operation of staff's IT tools to maintain high quality of service with
minimal downtime
PERFORMANCE INDICATORS
IT, 4.7%
The IT Department is responsible for the following functions:
• Recommend, purchase, install and provide technical support, maintenance and security for the City's
Local and Wide Area Network operations and all of its components
• Recommend, purchase, install and provide technical support for desktop and mobile computer hardware
and software applications
• Provide support for telephone /voicemail software and hardware
• Recommend, purchase, install and support the City's low- voltage wiring infrastructure.
• Maintain WAN backup system
• Conduct research and recommend new or improved technology systems
2009 2010 2011 2012
Description Actual Actual Estimate Target
City PCs maintained 283 305 315 325
Work orders processed 2,560 2,585 2,800 2,900
PCs replaced per year 3 66 60 85
107 107 110 112
Printers maintained 60 53 50 50
14 14 14 15
7,700 16,470 9,0_00 14,000
Average gigabytes supported (PC support) 25,000 33,000 28,500 30,500
Non -LOGIS software applications supported
LOGIS software applications supported
Gigabytes of server storage
10
4 City ofEa u
Parts and
Supplies
3%
Expenditure by Category
Services
and Other
Charges
63%
Personal
Services Capital
Outlay Highlight /Change 1: LOGIS inflationary
34% increases for application support and new
0% services. Most LOGIS application support
modules increased for 2011 except for PIMS and Payroll /HR. In addition, the City purchased new licenses for the
Insight software application which inquires, reports, consolidates, and analyzes information from the financial
system.
Financial Impact: $15,700 increase over 2011
Service Level Impact: Service impact should be minimal as there will be no reduction in service
Highlight /Change 2: Maintenance Contracts (6569) are up due to a higher number of Microsoft licenses required
as the PC inventory goes 295 to 305. Police scheduling software maintenance was also added.
Financial Impact: $17,100 total increase over 2011 ($8,700— Microsoft; $8,000— police scheduling; $400— other)
Service Level Impact: Service impact should be minimal as there will be no reduction in service.
Actual Actual
Expenditure 2009 2010
Personal Services $ 420,119 $ 425,845
Parts and Supplies 22,287 28,217
Services and Other Charges 760,901 752,747
Capital Outlay 2,075 1,579
Total $ 1,205,382 $ 1,208,388
2012 Proposed Budget Operating Budget
11
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
HIGHLIGHTS & CHANGES
Overview: The proposed 2012 Information
Technology (IT) budget is up $30,500 or 2.4 %,
primarily due to the inflationary increases in
the LOGIS Operating Budget and Systems
Development Fund and new additions and
increases in the City's maintenance contracts.
EXPENDITURE SUMMARY
Budget Budget
2011 2012
445,400 $ 449,100
34,100 32,100
802,000 831,000
1,700 1,500
$ 1,283,200 $ 1,313,700
41 City u(Eatau
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
POSITION INVENTORY
Personnel
IT Manager
IT Supervisor
IT Specialist
Total
2012 WORK PLAN
2009
1
1
2
4
Activity
Routine
1 Develop IT policies and procedures
2 Research and recommend new technologies
3 Establish IT goals, objectives, standards and controls
4 Troubleshoot hardware /software system and telephone /voicemail problems
5 Maintain LAN backups and recovery and security systems
6 Purchase hardware/ software, supplies, licensing and maintenance agreements
7 Coordinate projects with LOGIS
8 Maintain network hardware infrastructure and user accounts
9 Design and implement network wiring infrastructure
10 Maintain relationships /memberships with intergovernmental agencies
2012 Proposed Budget Operating Budget
12
2010 2011
1 1
1 1
2 2
4 4
2012 Hours
1 2,080
1 2,080
2 4,160
4 8,320
4 City of Eaal
Actual
Acct PERSONAL SERVICES 2009
6110 SALARIES AND WAGES - REGULAR $ 326,223
6112 OVERTIME- REGULAR 533
6142 PERA - COORDINATED 22,660
6144 FICA 24,354
6151 HEALTH INSURANCE 42,663
6152 LI FE INSURANCE 508
6154 DISABILITY - LONG TERM 1,016
6155 WORKERS COMPENSATION 2,162
6157 RETIREE HEALTH INSURANCE -
TOTAL PERSONAL SERVICES 420,119
PARTS & SUPPLIES
6210 OFFICESUPPLIES
6224 CLOTH! NG /PERSONAL EQUI PMENT
6230 REPAIR/MAINTENANCE SUP P-GENL
6270 COMPUTER SOFTWARE
PARTS & SUPPLI ES
SERVICES & OTHER CHARGES
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 ANALOG SERVICE AND REPAIR
6350 IOGIS IT SERVICES
6352 TELEPHONE CIRCUITS
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6360 DAKOTA COUNTY CJI I N PARTNERSHI P
6385 INSURANCE
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6535 OTHER CONTRACTUAL SERVICES
6567 CONTRACTUAL PROGRAMMI NG/DP
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
2012 Proposed Budget Operating Budget
13
Information Technologies (03)
Responsible Manager: Kristi Peterson, IT Coordinator
16,859
4,682 7,397
746 1,213
22,287 28,217
Actual Budget
2010 2011
339,738 $ 340,600
799 3,000
23,857 24,900
24,590 26,300
32,936 47,800
508
1,016
2,318
82
425,845
19,607
319 46 200 200
- 265 1,000 500
1,037 2,436 1,200
493,977 ! 494,521 531,900 547,600
17,237 17,666 22,000 20,000
865 908 2,000 2,000
3,710 3,138 12,800 3,800
45,538 45,538 42,200 40,000
5,300 5,300 5,400 5,400
330 716 - 6,400
100 100
2,000 3,300
16 17
2,966
825
4,000
191,747 179,232 178,400
760,901 752,747 802,000
2,075
2,075
1,579
1,579
LINE ITEM DETAIL
Budget
2012
$ 349,100
3,000
25,500
26,900
42,300
2,700 2,300
100
445,400 449,100
25,000 22,000
100 100
7,000 8,000
2,000 ; 2,000
34,100 32,100
1,700
1,700
5,000
195,500
831,000
1,500
1,500
$ 1,205,382 $ 1,208,388 $ 1,283,200 " $ 1,313,700
2.38%
41 City of Eaao
Administrative Services - City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is
to:
• Conduct elections
• Execute official documents and
maintain official records of the City
• Oversee issuance of personal and
business licenses as required by City
Code
• Oversee City purchasing
The City Clerk Department is responsible for
the following functions:
• Provide for maintenance and execution of procedures for voter registration
• Coordinate purchases through co -op ventures and vendor selection
• Prepare, execute, and maintain official City records
• Prepare and post official notices
• Record and maintain minutes of Council and Commission /Committee meetings
• Provide public information on ordinances, contracts and policies
• Issue and renew business licenses
• Oversee risk management programs
• Coordinate the City's safety program
PERFORMANCE INDICATORS
Description
Registered voters in the City
Voter turnout
Dangerous dog hearings
Insurance claims processed
Licenses (all types) issued
Pages of documents imaged
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
14
2009 2010 2011
Actual Actual Estimate
City Clerk,
1.1%
2012
Target
42,000
78%
48,012 42,168 42,000
0% 65% 0%
2 3 4 4
46 55 55 50
355 500 374 400
29,491 21,990 60,000 40,000
ill' City of Ea a
Personal
Services
89%
Expenditure by Category
Financial Impact: $81,200 in election costs, $77,700
Service Level Impact: None.
Highlight /Change 2: In 2011, Staff conducted a legal
resulting in a decrease in contractual services.
Financial Impact: $4,000 decrease in line item 6535.
Service Level Impact: None.
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2012 Proposed Budget Operating Budget
apital
Outlay
0%
253,256
Parts and
Supplies
1%
Administrative Services - City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
Services
and Other
Charges
Actual
2009
222,780
2,552
27,924
15
HIGHLIGHTS & CHANGES
Overview: The City Clerk budget shows an
increase of $61,800, or 24.2 %, because 2012 is
an election year. Factoring out election costs,
the budget is down $22,500, or (9.7 %).
Highlight /Change 1: In even - numbered years,
10% the City Clerk budget is higher to provide for
election - related activities. In odd - numbered
J years, the budget is lower.
of which is election judge wages and additional staff time.
review of the City Code. The review is not necessary in 2012,
Actual
2010
295,006
2,633
28,777
663
327,078
EXPENDITURE SUMMARY
Budget
2011
$ 221,200 $
200
33,100
800
$ 255,300 $
Budget
2012
280,800
3,300
29,800
1,200
315,100
City of Eau
Administrative Services - City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
POSITION INVENTORY
Personnel
City Clerk
Clerical Technician
Clerical Technician - Licensing /Office Support
Clerical Technician - Receptionist /Office Support
Total
2012 WORK PLAN
Activity
Routine
1 Elections
2 Licensing
3 Purchasing
4 Annual Budget Preparation
5 Clerical and Administrative Support
6 Risk Management
2012 Proposed Budget Operating Budget
2009
1
0.5
0
1.5
3
16
2010 2011
1 1
0.5 0.5
0 0
1.5 1.5
3 3
2012
1
0.5
1
0.5
3
Hours
2,080
1,040
2,080
1,040
6,240
City of Eta"
Acct! PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTI ME- REGULAR
6130 SALARI ES AND WAGES - TEMPORARY
6142 PERA - COORDINATED
6144 RCA
6151 HEALTH INSURANCE
6152 UFEINSURANCE
6154 DISABIUTY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6225 ELECTION SUPP LI ES
PARTS & SUP PU ES
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBUCATION
6385 INSURANCE
6476 CONFERENCES, TRAI NI NG, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
6660
CAPITAL OUTLAY
OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
2012 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
Actual
2009
$ 165,553 $
(1,652)
11,068
10,288
35,393
340
695
1,093
222,780
87
2,464
2,552
(355)
14,312
1,500
519
17
92
5,306
6,550
27,924
Actual
2010
184,120
2,983
49,401
12,975
11,813
31,131
365
779
1,268
170
295,006
403
2,230
2,633
Budget
2011
$ 161,900
11,700
12,400
33,600
1,300
300
221,200
200
200
520 200
145
14,715
1,500
494
391 -
275 100
4,187 9,000
6,550 6,600
28,777 33,100
15,000
1,500
700
663 800
663 800
LINE ITEM DETAIL
Budget
2012
152,800
13,000
64,700
12,000
12,700
24,100
1,400
100
280,800
300
3,000
3,300
200
200
15,000
1,500
700
500
100
5,000
6,600
29,800
1,200
1,200
TOTAL CITY CLERK $ 253,256 $ 327,078 $ 255,300 $ 315,100
23.42%
City of Eaiao
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
PURPOSE & DESCRIPTION
The purpose of the Administrative Services -
Finance Department is to:
• Manage and safeguard the City's
financial assets
• Provide timely and accurate financial
information to aid management in
making decisions about the City's
operations
• Communicate financial plans and
financial results to the City's various
stakeholders via financial reports
PERFORMANCE INDICATORS
Description
Moody's credit rating
Standard & Poors credit rating
Average rate of return on investments
Vendor checks issued
Payroll checks /direct deposit issued
Utility accounts serviced
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
The Administrative Services - Finance Department is responsible for the following functions:
• Accounting and financial reporting
• Budgeting
• Accounts payable
• Payroll
• Utility Billing
• Cash receipting and investment management
• Debt management
18
2009 2010 2011 2012
Actual Actual Estimate Target
Aa1 Aaa Aaa Aaa
AA+ AA+ AA+ AAA
2.8% 1.6% 1.3% 1.0%
7,113 7,279 7,200 7,200
12,147 12,725 12,200 12,700
19,846 19,854 19,900 20,000
li City o(EaIaa
Personal
Services
90i
Expenditure by Category
2012 Proposed Budget Operating Budget
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
HIGHLIGHTS & CHANGES
Overview: The Finance Division budget is
down $71,300 or (6.4 %), primarily due to the
elimination of the Accountant /Budget Analyst
position. Non - personnel expenditures are up
$2,100.
Capital Parts and Highlight /Change 1: As part of the
Outlay Supplies Administrative Services reorganization in
0% 8% 2% 1 2011, the vacant Accountant I /budget analyst
position is eliminated, and a summer budget
intern is added. It is also proposed that the Accounts Payable Specialist returns to full -time from her current .85
FTE.
Financial Impact: $78,900 reduction for the eliminated position, offset by $7,000 addition for the budget intern
and $8,700 increase in the Accounts Payable. Net reduction is $63,200.
Service Level Impact: Most duties have been redistributed; however, the potential for in -depth analysis of the
budget for areas where cost savings can be achieved is decreased.
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 965,545 $ 939,005 $ 1,008,500 $ 935,100
Parts and Supplies 14,102 18,689 16,500 20,400
Services and Other Charges 76,812 79,632 87,400 84,900
Capital Outlay 2,151 3,100 3,800
Total $ 1,056,459 $ 1,039,477 $ 1,115,500 1,044,200
19
EXPENDITURE SUMMARY
City of Baku
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
POSITION INVENTORY
Personnel
Di rector of Administrative Services
Chief Financial Officer
Accountant II
Accountant I
Accounting Clerk - Accounts Payable
Accounting Clerk - Payroll
Accounting Clerk - Utility Billing
Accounting Clerk - UB /Special Assessments
Total
2012 WORK PLAN
Activity
Routine
1 Administrative /supervision
2 Preparation of budget /CIP
3 Preparation for audit and completion of annual report
4 Dakota County Drug Task Force accounting
5 Special assessment accounting
6 Other general accounting and reporting
7 Water /sewer utility billing
8 Payroll processing
9 Purchasing/accounts payable processing
10 Investment/debt management
11 Implement online utility billing payment and account maintenance
2012 Proposed Budget Operating Budget
2009 2010 2011 2012
1 1 1 1
1 1 1 1
4 4 4 3
0.85 0.85 0.85 1
1 1 1 1
1 1 1 1
1 1 1 1
10.85 10.85 10.85 10
20
Hours
2,080
2,080
2,080
6,240
2,080
2,080
2,080
2,080
20,800
City of Earn
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES -TEMP
6142 PERA-COORDI NATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES GENERAL
6314 AUDITING
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6426 SMALL EQUIPMENT REPAIR -LABOR
6457
6475
MACHINERY AND EQUIP RENT
MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS, AND TAXES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
2012 Proposed Budget Operating Budget
Administrative Services - Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
Actual
2009
$ 744,344
2,916
50,220
52,080
107,226
1,329
2,507
4,924
21
965,545
12,535
191
497
878
14,102
18,800
9,707
8,662
546
206
7,000
10,594
8,787
1,702
115
1,503
3,975
76,812
Actual
2010
$ 717,902
5,605
50,469
50,232
105,774
1,267
2,388
4,858
510
939,005
17,327
240
243
879
18,689
5,243
21,900
11,101
5,250
4,754
651
267
7,000
371
11,504
4,272
1,886
290
1,615
3,528
79,632
2,151
2,151
TOTAL FINANCE $ 1,056,459 $ 1,039,477
Budget
2011
$ 758,100
4,000
55,300
56,800
127,400
6,100
800
1,008,500
14,000
300
1,300
900
16,500
25,000
10,400
9,500
5,400
500
300
7,100
200
11,000
8,900
3,300
200
1,500
100
4,000
87,400
700
2,400
3,100
$ 1,115,500
LINE ITEM DETAIL
Budget
2012
$ 704,600
5,000
6,500
51,400
53,100
109,400
4,700
400
935,100
17,000
200
800
2,400
20,400
25,000
11,400
5,300
4,900
700
300
7,100
200
11,000
7,000
6,200
200
1,600
4,000
84,900
700
3,100
3,800
$ 1,044,200
-6.39%
City of Eaton
Legal Services (06)
PURPOSE & DESCRIPTION
The purpose Legal Services is to:
• Provide legal counsel to the City
Council and staff
• Provide prosecution services in
charges against perpetrators
• Provide counsel to Human Resources
on labor and personnel issues
The Legal Department is responsible for the
following functions:
• Provide legal representation to City
in the prosecution or defense of all proceedings in which the City is a party
• Review ordinances, resolutions, contracts and other legal documents
• Provide coordination with outside legal counsel
• Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
Description
Number of civil legal service hours billed to the City
Number of defendants that attended arraignments (new in '12)
Number of labor service hours billed to the City
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
Legal, 1.4%
22
2009 2010 2011
Actual Actual Estimate
2,430 1,950 2,600
NA 2,096
95.4 58.4 36.5
2012
Target
2,000
2,100
40
*Ciq orEsp
r
Expenditure by Category
Services
and Other
Charges
100.0%
J
Highlight /Change 1: Since 2009, as staff prepared the 2010 legal services budget, the prosecution firm
communicated that they expected to see significant increases in 2010 and 2011 as a result of new mandates
required by the State's Court Administration for additional court appearances. As expected, prosecution costs have
increased. Additionally, trends are showing an increased amount of jury trials, which are most labor intensive for
the prosecution staff.
Financial Impact: $14,300 increase
Service Impact: None
Highlight /Change 2: The civil legal budget is proposed to decrease as a result of estimating costs based on actual
usage over the past several years. The City's legal services expenses have been reduced significantly since 2008,
and the expenses have remained fairly constant over the past three years, even with the 1% rate increase in 2011.
Financial Impact: $27,000 decrease
Service Impact: None
Highlight /Change 3: The Other legal expenditure line item has been decreased to better reflect historic spending.
In particular, labor legal services costs have been reduced over the past couple of years.
Financial Impact: $5,000 decrease
Service Impact: None
Expenditure
Services and Other Charges
Total
Breakdown:
2012 Proposed Budget Operating Budget
23
Legal Services (06)
HIGHLIGHTS & CHANGES
Overview: The Legal Services budget is
proposed to decrease by $17,700, or (4.4 %).
The decrease results from lower costs for civil
legal services and "other" legal services, which
includes labor attorney costs. The prosecution
budget is proposed to increase in response to
actual expenditures in 2010 and YTD 2011
expenses. Rates for civil, prosecution, and labor
services are all proposed to remain at current
levels for 2012.
EXPENDITURE SUMMARY
Actual Actual Budget Budget
2009 2010 2011 2012
$ 365,123 $ 372,487 $ 407,700 $ 390,000
365,123 372,487 407,700 $ 390,000
Civil 154,584 139,383 182,000 155,000
Prosecution 192,816 226,765 200,700 215,000
Other 17,723 6,339 25,000 20,000
$ 365,123 $ 372,487 $ 407,700
390,000
4 City of Eta
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development —
Planning Department is to:
• Coordinate development review process
and interaction with residential,
commercial and industrial developers
and the public
• Perform long range planning activities to
guide the physical development of the
City
• Supervise the regulation of zoning and
land use requirements set by the City
Code
• Manage Geographic Information Systems data and reports for multiple City functions
• Coordinate economic development, redevelopment and housing finance activities in the City
• Manage special studies, projects and data analysis for development and redevelopment.
• Provide adequate support /coverage for information requests from a variety of customers
The Community Development — Planning Department is responsible for the following functions:
• Perform development application review and coordinate staff report preparation for Commission /Council
review of land use, zoning and subdivision applications
• Maintain /Update Comprehensive Land Use Plan and Subdivision and Zoning Code
• Provide education and enforcement of zoning and land use regulations
• Develop GIS applications for department and provide multi- department GIS support
• Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in
the community and to maintain, revitalize and redevelop specific areas of the City as appropriate
• Participate and /or staff Task Forces and coordinate special studies
• Man -age cold phone /counter calls from residents, realtors, developers, etc.
PERFORMANCE INDICATORS
Description
Subdivision & Platting related applications
Zoning Enforcement Cases*
Special Studies /Task Forces staffed
Rezonings /Prelim & Final PD /PD Amendment
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
24
2009 2010 2011 2012
Actual Actual Estimate Target
17 26 15 15
1,010 2,064 1,100 2,100
0 0 0 0
18 6 20 15
CUP /IUPNariances 31 19 25 30
Ord Amendment/Comp Plan Amendment 11 8 10 10
Sign Permits 185 218 200 200
* Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring.
City of Eta
Expenditure by Category Parts and
Supplies
1%
Services
and Other
Charges
6%
Capital
Outlay
0%
Highlight /Change 1: The principal item
impacting the non - personnel budget is the
addition of the new Economic Development for Regional Economic Development Partnership (6479), Greater MSP.
The City Council approved participation earlier this year and the 2011 (annual) $25,000 City contribution was
managed via a budget adjustment.
Financial Impact: $25,000 increase
Service Level Impact: Creating and maintaining an integrated regional economic development approach to
preserve and grow jobs is an innovative approach for the Twin City Metro Area that has been employed elsewhere
in the United States with success.
Highlight /Change 2: Proposed increase to wages /salaries and payroll taxes.
Financial Impact: $19,300 increase
Service Level Impact: None
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 866,970 $ 868,535 $ 868,900 $ 888,400
Parts and Supplies 4,424 3,667 5,800 5,700
Services and Other Charges 30,718 37,810 33,700 59,800
Capital Outlay 298 2,100 3,000
Total $ 902,112 $ 910,311 $ 910,500 956,900
2012 Proposed Budget Operating Budget
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
25
HIGHLIGHTS & CHANGES
Overview: The Planning budget shows an
increase of $46,400, or 5.1% more than the
2011 budget, primarily due a new regional
economic development partnership. The salary
increases make up the balance of the increase.
EXPENDITURE SUMMARY
4 City of Etta
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
POSITION INVENTORY
Personnel 2009 2010
Community Development Director 0.5 0.5
City Planner 1 1
Planners 2 2
Planning Aide 1 1
GIS Technician /Planner 1 1
Code Enforcement Technician 1 1
Code Enforcement /Property Maintenance 2 2
Office Supervisor 1 1
Total 9.5 9.5
2012 WORK PLAN
2012 Proposed Budget Operating Budget
Activity
Routine
1 General administration of Planning & Zoning requirements; i.e. creating /mailing notices, assorted document prep, etc.
2 Current Planning - includes working with current and prospective business owners /developers
3 Special Studies /Budget - annual (sometimes bi- annual) budget work and coordinating special studies when they arise
4 Comprehensive Plan - includes ongoing maintenance, updates and review /comments of adjacent city amendments
5 Zoning - includes on -going maintenance, updates and responding to zoning inquiries from the general public
6 GIS Administration - includes assitance with current, long -range planning efforts as well as econ dev inquiries
7 Code Enforcement - includes applying quality of life standards throughout the community
8 Economic Development/Redevelopment - includes ongoing efforts to support and promote development
9 Technical Assistance- includes providing planning and GIS expertise internally and externally
10 Clerical - Planning &Zoning
26
2011 2012 Hours
0.5 0.5 1,040
1 1 2,080
2 2 4,160
1 1 2,080
1 1 2,080
1 1 2,080
2 2 4,160
1 1 2,080
9.5 9.5 19,760
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6130 SALARIES AND WAGES - TEMPORARY
6142 PERA-COORDI NATED
6144 FICA
6151 HEALTH INSURANCE
6152' LIFEINSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFI CE SUP PLI ES 1,333
6211 OFFICE PRINTED MATERIAL/FORMS 524
6212 OFFICE SMALL EQUIPMENT 1,052
6215 REFERENCE MATERIALS 193
6220 OPERATI NG SUPP LI ES-GENERAL 476
6221 FILM & FILM PROCESSING
6231 MOBILE EQUIP REPAIR PARTS 53
6235 FUEL, LUBRICANTS, ADDITIVES 794
PARTS & SUPPLIES 4,424
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6312 ENGINEERING
6346 POSTAGE
6348 MATRIX SERVICE & REPAIR
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6426 SMALL EQUIPMENT REPAIR -LABOR
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6504 ECONOMIC DEVELOPMENT ACTIVITY
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
CAPITAL OUTLAY
TOTAL COMMUNITY DEV. - PLANNING
2012 Proposed Budget Operating Budget
Community Development - Planning (07)
Responsible Manager: Mike Ridley, City Planner
27
Actual
2009
668,299 $
1,380
44,911
47,614
98,289
1,221
2,340
2,916
499
3,376
4,516
1,130
4,100
78
4,800
1,654
3,817
101
Actual Budget
2010 2011
667,085 $ 664,900
1,440
46,634
46,208
99,652
1,223
2,364
3,499 4,100 3,500
429 700 400
866,970 868,535 868,900 888,400
2,350 2,200
230 600
(460) 1,100
439 200
17 500
200
51 100
1,040 900
3,667 5,800
6,896
4,021
4,495
1,159
4,100
6,738
2,324
3,506
6,299 3,183
348 1,388
30,718 37,810
298
298
902,112 $ 910,311 $ 910,500
LINE ITEM DETAIL
Budget
2012
680,700
48,200 49,400
50,400 51,600
100,600 102,800
2,200
600
1,000
200
500
200
100
900
5,700
3,000 3,000
200 200
4,100 4,600
1,200 1,200
4,200 4,200
7,600 6,400
2,400 2,400
3,200 3,300
4,400 30,100
3,000 3,000
400 1,400
33,700 59,800
2,100 ! 3,000
2 100 3,000
956,900
5.10%
4 City o[Ba
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PURPOSE & DESCRIPTION
The purpose of the Community Development
- Inspections Department is to:
• Protect the health, safety and
welfare of designers, builders and
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
occupants of the built environment �- ��° omm Dev-
in Eagan
• Verify compliance with municipal Inspections
and state building, fire, plumbing, ,3.1%
electrical, heating, energy and
accessibility codes
• Inform and educate residents,
builders and designers of minimum requirements and inform them of the history of those codes
• Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary.
• Identify potential improvements that can be made in codes and standards and propose changes
The Community Development — Inspections Department is responsible for the following functions:
• Review plans, specifications and support documents and request revisions, when necessary
• Collect fees directly and indirectly related to the Division
• Issue sewer /water, fire suppression, building, plumbing, mechanical, underground storage tank and
building move permits
• Schedule and perform field inspections for the above permits
• Coordinate proposed construction projects with other Departments and other government agencies
• Respond to residents' questions and concerns regarding code interpretations and potential code
violations
2009 2010 2011 2012
Description Actual Actual Estimate Ta rget
Building permits 2,400 2,616 2,000 2,200
Plumbing permits 879 970 900 900
Mechanical permits 893 1,102 800 900
Inspections per building inspector 2,100 1,829 2,100 2,100
28
4 o(Ea
Expenditure by Category
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2012 Proposed Budget Operating Budget
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
Overview: The Protective Inspections
proposed budget shows a decrease of $37,500,
or (4.1 %), primarily due to the elimination of a
.75 clerical position. Non - personnel items
increase by 0.2 %.
Highlight /Change 1: A 3 / -time Clerical Tech III
Services position was vacated in 2009 and eliminated in
and Other 2010; however, the 2011 budget documents
Charges showed that the position continued to be
0% 4% vacant rather than eliminated.
Financial Impact: $21,200 reduction
Service Level Impact: None; the position has been vacant since November 2009
Parts and
Supplies
3%
Highlight /Change 2: A field computer and printer were added, similar to the units used by Eagan Police, Fire and
Utilities. Staff is exploring the possibility of utilizing an older Toughbook from Police for our first unit.
Financial Impact: $2,200 increase in 2012
Service Level Impact: Residents and contractors would benefit from more efficient customer service by outfitting the
inspectors with field computers. Customers and office staff could access immediate inspection results when data is
updated in the field. Equipped with a field computer, inspectors would have real -time access to multiple
construction and City Codes, GIS data, installation instructions for products, testing data and specifications. In
addition to printing legible Correction Notices and inspection comments, inspectors would be able to email
residents and contractors from the field.
Actual Actual Budget Budget
2009 2010 2011 2012
862,877 $ 779,420 $ 853,700 $ 817,500
10,802 17,100 23,200 23,900
20,506 27,227 35,800 31,600
5,601 3,100 5,300
894,185 $ 829,348 $ 915,800 $ 878,300
29
HIGHLIGHTS & CHANGES
EXPENDITURE SUMMARY
tity o(kau
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
POSITION INVENTORY
Personnel
Community Development Director
Clerical Technicians
Chief Building Official
Senior Inspector
Inspectors
Total
2012 WORK PLAN
2012 Proposed Budget Operating Budget
2009 2010
0.5 0.5
2.75 2.00
1 1
2 2
3 3
9.25 8.5
1 Process permits, set up inspectors' schedules
2 Provide direction, planning, support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
6 Research Code provisions and acceptability of alternative products
30
2011 2012 Hours
0.5 0.5 1,040
2.00 2.00 4,160
1 1 2,080
2 2 4,160
3 3 6,240
8.5 8.5 17,680
City of Eta
Acct
6110
6112
6130
6142
6144
6151
6152
6154
6155
6157
PERSONAL SERVICES
SALARIES AND WAGES- REGULAR
OVERTIME - REGULAR
SALARIES AND WAGES- TEMPORARY
PERA - COORDINATED
FICA
HEALTH INSURANCE
LIFE INSURANCE
DISABILITY - LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6211 OFFICE PRINTED MATERIAL/FORMS
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6224 CLOTHING /PERSONAL EQUIPMENT
6226 PUBLIC SAFETY SUPPLIES
6231 MOBILE EQUIP REPAIR PARTS
6232 SMALL EQUIPMENT REPAIR PARTS
6235 FUEL, LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES - GENERAL
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 MATRIX SERVICE & REPAIR
6351 PAGER SERVICE FEES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6385 INSURANCE
6425 MOBILE EQUIPMENT REPAIR LABOR
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6487 VISA/MC BANK CHARGES
6569 MAINT. COPY MACHINE CONTRACT
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
TOTAL COMMUNrrY DEV. - INSPECTIONS
2012 Proposed Budget Operating Budget
Community Development - Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
LINE ITEM DETAIL
Actual Actual Budget Budget
2009 2010 2011 2012
$ 664,829 $ 601,312 $ 644,700 $ 623,500
490 5,000 5,000
43,952 40,967 47,100 45,600
47,000 41,920 49,300 47,700
100,733 87,944 102,600 92,100
1,171 1,012
2,253 1,960
2,939 3,141 4,000 3,200
674 1,000 400
862,877 779420 853,700 817500
31
1,713 3,046 4,000
1,079 900
67 287 200
1,410 1,170 2,300
4,000
900
200
2,300
200 200
587 1,000 1,000
400
1,664 3,951 2,000
200
5,910 6,948 11,900
38 32 100
10,802 17,100 23,200
400
2,000
200
12,600
100
23,900
200 100
48 800 300
600 300
402 102 400
1,207 541 1,500 1,100
2,848 3,183 4,800 4,800
6,900 6,900 7,000 7,000
129 300 300
1,724 3,549 4,800 4,800
437 1,065 1,300 1,300
3,200
672 1,156 1,100 1,100
42 102 100 100
5,580 8,584 9,000 9,000
565 1,997 700 1,400
20,506 27,227 35,800 31,600
5,601 3,100 5,300
5,601 3,100 5,300
894,185 $ 829,348 $ 915,800 $ 878,300
- 4.09%
*afy otEaQau
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
The purpose of the
Department is to:
•
PERFORMANCE INDICATORS
Communications
2012 Proposed Budget Operating Budget
7-
Description
% of residents who have accessed City Web site
% of Web site visitors finding what they were looking for
Issues of Experience Eagan out on time
Issues of Eagan Business News out on time
Attendance at City Services Open House ( Showcase Eagan)
Average Web site visits per day
Average monthly Web site visits
Average monthly page views
Number of Web site subscribers (new category)
Expenditures as % of General Fund
32
Oversee city public information,
public relations and communications
tools including newsletters, Web
sites, government cable programs,
marketing pieces and press releases
• Communicate with citizens and the
business community
• Identify emerging issues and
messages while proactively
communicating with the media and responding to requests
• Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand
• Provide strategic communications advice and special event and marketing support to City staff, as needed
• Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
• Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Eagan TV (ETV) operations,
and the Eagan History Committee
Communi-
cations,
1.7%
The Communications Department is responsible for the following functions:
• Publish the bimonthly city newsletter and quarterly Eagan business newsletter
• Maintain the content of the City Web site and Intranet
• Respond to public requests for information and specifically media requests
• Provide marketing and special event support
• Provide strategic communications advice and develop appropriate themes, messages and materials
• Oversee ECVB, ETV, and provide staff support to the Telecommunications Commission, Eagan Technology
Working Group, 4th of July & Eagan History committees
2009 2010 2011 2012
Actual Actual Estimate Target
74% 76% 76% 78%
88% 98% 96% 98%
5of6 5of6 6of6 6of6
4 7of8 8of8 8of8
1,250 N/A 1,300 N/A
1,090 1,305 1,965 2,100
33,151 39,697 58,000 61,000
122,126 135,042 230,000 230,000
N/A 2,820 2,900 3,200
City oI Ea a
Q s
Personal
Services
50%
2012 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
HIGHLIGHTS & CHANGES
Services Overview: The Communications budget is up
Supplies and Other $7,900, or 1.7 %. While regular staffing
0/ � remains level, the Historical Society operating
Charges
49% budget has been transferred from
Administration to Communications. The
nature of every-other-year projects like the
resident survey, new initiatives like social
media, and once every few decade projects
like the last 30 years Eagan history book are
reflected in the 2012 proposed budget. Every
effort has been made to value-engineer our
Additional options and opportunities have been identified.
Parts and Expenditure by Category
processes and services.
Capital
Outlay
1%
Highlight /Change 1: The every- other -year resident survey, last done in 2010, is due to be done again in 2012.
Financial Impact: $20,000 for same size as 2010 survey which was shorted substantially from the 2008 survey.
Service Level Impact: The survey is an excellent tool to analyze the effectiveness of the entire scope of City
services.
Highlight /Change 2: Social Media costs have increased to include social media monitoring, one -stop creation
across multiple platforms (Facebook, Twitter, etc.) and freelance assistance weekly with postings.
Financial Impact: Increase of $8,500
Service Level Impact: Will increase Eagan's social media presence and allow easier monitoring of what is said
about the City of Eagan on various social media platforms.
Highlight /Change 3: Printing of Eagan history 1980 -2011. Assumes soft perfect bound book rather than hardcover.
Assumes layout can be sponsored or provided in -kind. Net cost projections not available yet, pending book length,
expense, estimated first year sales and, of course, price.
Financial Impact: Increase of $6,500, possibly less if corporate sponsorship is sought.
Service Level Impact: Will involve staff time to review and final approve layouts and final copy.
Highlight /Change 4: Savings on Eagan Business News printing and mailhouse services from rebidding and actual
savings from rebidding mailhouse services for Experience Eagan.
Financial Impact: Estimated decrease of $3,700.
Service Level Impact: None.
Highlight /Change 5: Historical Society budget and management has been transferred from Administration to
Communications. A seasonal intern has been added.
Financial Impact: Increase of approximately $2,000
Service Level Impact: Coming off the 150 there are many items to file and organize, additional photos coming in
and searching necessary to complete historical book regarding last 30 years.
33
City of Eaa
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
EXPENDITURE SUMMARY
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
POSITION INVENTORY
Personnel
Communications Director
Communications Coordinator
Total
2012 WORK PLAN
2012 Proposed Budget Operating Budget
Actual
2009
218,451
476
198,855
417,782
2009
1
1
2
Actual Budget Budget
2010 2011 2012
228,772 $ 228,100 $ 231,800
2,816 800 2,600
220,219 228,800 228,200
3,000
451,807 $ 457,700 $ 465,600
2010 2011 2012 Hours
1 1 1 2,080
1 1 1 2,080
2 2 2 4,160
Activity
Routine
1 Write, edit, & publish 6 bi- monthly city newsletters (Experience Eagan) & annual rpt.
2 Edit & publish 4 city business newsletters (Eagan Business News) +4 online EBNs +10 Cedar Grove
3 Daily& weekly maintain City Web siteandintranetsite
4 Web Streaming of meetings & video content
5 Public relations & issues management including press releases & reporter calls
6 Special events including July 4, State of City Address, Mayor speeches at City events
7 Oversight /liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB
8 Colocation facility and extnesion ofcityfiber project coordination
9 In -house graphic design
10 Direct efforts to collect and publish 1980 -2011 history
11 City -wide citizen & business surveys, online surveys
12 Social media implentation and monitoring
13 Rebidding of Eagan Business News printing, mailing and writing/design
34
City oI Eat
2012 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIES AND WAGES- REGULAR $ 172,938 $ 180,942 $ 177,500 $ 183,900
6130 SALARIES AND WAGES- TEMPORARY - - - 1,300
6142 PERA- COORDINATED 11,419 12,361 12,900 13,300
6144 FICA 12,449 12,900 13,600 13,900
6151 HEALTH INSURANCE 20,290 20,626 22,200 18,100
6152 LI FE INSURANCE 254 254
6154 DISABILITY - LONGTERM 254 254
6155 WORKERS COMPENSATION 846 1,006 ' 1,200 1,000
6157 RETIREE HEALTH INSURANCE 428 700 300
PERSONAL SERVICES 218,451 228,772 + 228,100 231,800
PARTS & SUPPLIES
6210 OFFICE SUPPU ES 365 472 200 200
6212 OFFICE SMALL EQUI PMENT - 1,816 200 700
6215 REFERENCE MATERIALS
6270 COMPUTER SOFTWARE 111 528 400 1,700
PARTS & SUPPLIES 476 2,816 800 2,600
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6328 SPECIAL EVENTS /ADMISSION FEES
6346 POSTAGE
6351 PAGER SERVICE FEES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6357 GENERAL ADVERTI SI NG
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6427 BUILDING OPERATIONS REPAIR -LABOR
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 UCENSES, PERMITS AND TAXES
6496 HISTORICALSOCIETY
6535 OTHER CONTRACTUAL SERVICES
6569 MAI NTENANCE CONTRACTS
SERVICES & OTHER CHARGES
31,674
5,174
47,624
6
4,234
803
700
65,914
2,100
43
765
517
1,286
51,253 30,400 55,100
56,405 58,800 48,100
4,258 4,300 4,300
776 800 1,000
811 ; 1,000 1,000
63,295 76,100 74,000
2,100 2,100 2,100
184
1,556 3,800 4,100
219 500 500
120 1,400 1,200
68 -
2,200
- - 18,333 20,991 40,000 25,000
19,682 18,183 9,600 9,600
198,855 220,219 228,800 228,200
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT 3,000
CAPITAL OUTLAY 3,000
TOTAL COMMUNICATIONS
$ 417,782 $ 451,807 $ 457,700 $ 465,600
1.73%
35
ki City otEapo
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resource
Department is to:
• Develop and implement personnel
policies
• Administer compensation and
benefits plans
• Coordinate employee relations
initiatives
• Maintain and protect the privacy
and security of employee records
• Serve as internal consultant to
management
PERFORMANCE INDICATORS
Description
Job vacancies posted and advertised for
Temp /Interns /seasonal poitions posted and advertised
Applications received
Internal training opportunities presented by HR
Wellness Events
Employees hired
Policies revised /created
Turnover rate (People that leave divided by total positions)
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
The Administrative Services —Human Resources division is responsible for the following functions:
• Coordinate recruitment efforts
• Respond to employee performance and discipline issues
• Negotiate and administer labor contracts
• Coordinate employee recognition program
• Conduct new employee orientations and coordinate limited training initiatives
36
Human
Resources,
0.9% •
2009 2010 2011 2012
Actual Actual " Estimate Target
9 9 12 10
18 20 48 50
850 1,100 1,100 1,300
3 1 5 4
6 6 8
9 8 10
3 3 5 4
1% 6% 5% 5%
4 City a
r
Personal
Services
75%
Expenditure by Category
2012 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
Parts and
Supplies
0%
Services
and Other
Charges
25%
HIGHLIGHTS & CHANGES
Overview: The 2012 Human Resources
budget reflects an increase of $20,600, or
8.5% above the 2011 budget. Engaging a job
coach /job consultant to improve the skills of
managers accounts for half of the increase.
Highlight /Change 1: Addition of a job
Capital coach /job consultant to improve skills of
Outlay managers in a proactive manner.
0% J Financial Impact: Increase of $10,000 over
2011
Service Level Impact: Organizational development is imperative to the health of the organization. This approach
may also save on other costs relative to productivity and potential unemployment or discrimination claims.
Highlight /Change 2: Pre - employment screening tools have been added enhance the selection process with
additional objective data.
Financial Impact: Increase of $4,300 over 2011
Service Level Impact: Potential reduction of liability for potential EEOC claims related to hiring practices.
Highlight /Change 3: Additional pre - employment and random drug/alcohol screening is necessary to reflect a more
accurate number of participants and costs from 2011.
Financial Impact: Increase of $2,000 over 2011
Service Level Impact: More resources toward pre - employment and random testing of seasonal staff for potential
drug use in order to limit potential City liabilities.
Actual
Expenditure 2009
Personal Services $ 197,108
Parts and Supplies 349
Services and Other Charges 39,988
Capital Outlay 455
Total $ 237,900
37
Actual
2010
$ 189,696
803
30,255
1,030
$ 221,785
EXPENDITURE SUMMARY
Budget Budget
2011 2012
190,300 $ 198,000
300 600
52,000 63,900
700
242,600 $ 263,200
4 City of Eat
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
POSITION INVENTORY
Personnel
Human Resources Manager
Human Resources Specialist
Total
2012 WORK PLAN
Activity
Routine
1 General, administrative, and compensation tasks
2 Recruitment coordination
3 Benefits administration
4 Employment - related issues
5 Labor relations /contract administration
6 Employee relations /recognition
7 Policy /organizational development
8 Employee orientation & training
9 Dakota Communications Ctr initiative
10 Management Consult /Assistance
11 Minnesota Valley Transit Authority
2012 Proposed Budget Operating Budget
2009 2010 2011
38
2
2012 Hours
1 2,080
1 2,080
2 4,160
'` City of Eakao
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES - REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES-OVERTIME
6142 PERA - COORDINATED
6144 FICA
6151
6152
6154
6155
HEALTH INSURANCE
LI FE I NSURANCE
DISABILITY - LONG TERM
WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
2012 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
LINE ITEM DETAIL
Actual Actual Budget Budget
2009 2010 2011 2012
155,600 $ 147,048 $ 148,700 $
8
- 3,996
10,519 10,290 10,800
11,581 11,533 11,400
17,612 15,280 18,100
267 158
493 307
1,037 1,029 1,200 1,000
47 100 100
197,108 189,696 190,300 198,000
156,400
11,300
12,000
17,200
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 201 741 100 400
6211 OFFICE PRINTED MATERIAL/FORMS - 200 100
6215 REFERENCE MATERIALS 148 62 100
PARTS & SUPPLIES 349 803 300 600
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6318 MEDICAL SERVICES - PHYSICAL EXAM
6319 MEDICAL SERVICES - OTHER
6353 PERSONAL AUTO /PARKING
6358 EMPLOYMENT ADVERTISING
6370 GENERAL PRINTING AND BINDING
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
SERVICES & OTHER CHARGES
13
6,045 8,496
9,201 10,269
97 -
7,810 6,279
1,129 1,712
744
2,206 25
39 364
7,453
690 805
4,574 2,292
39,988 30,255
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
6670 OTHER EQUIPMENT 455 1,030
CAPITAL OUTLAY 455 1,030
TOTAL HUMAN RESOURCES $ 237,900 $ 221,785
39
700 500
10,400 12,300
19,100 15,300
100 100
12,800 17,100
2,500 2,500
1,500 1,900
700
400 500
1,100 600
3,400 12,400
52,000 63,900
700
700
242,600 $ 263,200
8.49%
City of Eaoii
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the
Police Department is to:
• Ensure the compliance of department policies
and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and
Training Board
• Work with elected officials and other city staff
to support Eagan citizens
• Assure community members have confidence
in the Police department
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs /practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
40
2009 2010 2011
Description Actual Actual
Calls for service 51,011 50,017
Part I crime rate 2,512 2,551
Part II crime rate 3,166 2,898
Sworn officers per 1,000 population 1.05 1.08
Estimate
50
2,527
3,168
1.05
2012
Target
50,014
2,531
3,032
1.08
Police-
Ad mi n.,
1.9%
City of Ea
f
Personal
Services
77%
10
Expenditure by Category
Capital
Outlay
1%
The Police— Administration budget shows an increase of $7,000, or 1.4% over the 2011 budget.
Highlight /Change 1: Wages /salaries and related payroll taxes are proposed to increase.
Financial Impact: Increase of $8,700
Service Level Impact: None
Expenditure
Personal Services $
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2012 Proposed Budget Operating Budget
Parts and
Supplies
1%
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
Services
and Other
Charges
21%
HIGHLIGHTS & CHANGES
Overview: The police department's proposed
2012 budget reflects an overall increase of
$102,700 or 0.9% over 2011. It is important to
note the sum of non - personnel - related areas
of the budget decreased $48,800 or (2.4 %).
POLICE ADMINISTRATION - EXPENDITURE SUMMARY
Proposed
Actual Actual Budget Budget
2009 2010 2011 2012
445,069 $ 475,180 $ 392,600 $ 402,300
7,143 3,204 4,800 4,800
91,642 102,635 107,400 113,200
14,448 13,000 4,500
$ 543,854 $ 595,468 $ 517,800 $ 524,800
41
41 City otEkou
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
POSITION INVENTORY — ADMINISTRATION DIVISION
Personnel 2009 2010
Chief of Police 1 1
Deputy Chief of Police 1 1
Administrative Secretary 1 1
Total 3 3
2012 WORK PLAN
Activity
2012 Proposed Budget Operating Budget
POSITION INVENTORY SUMMARY — TOTALS BY DIVISION
Personnel 2009 2010
Administration Division 3 3
Patrol Division 52 53
Investigations Division 14 13 13
Support Division 13.95 13.95 13.95
Total 82.95 82.95 82.95
Routine
1 Establish and review police department policies and procedures
2 Respond to citizen questions and concerns
3 Work with elected officials and other city staff members on issues affecting Eagan
4 Meet with other government agencies on law enforcement issues
5 Ensure compliance with established law enforcement practices and norms
6 Plan and implement goals and objectives for the department
7 Interact with citizens to foster positive relationships between the city and the community
8 Develop the department budget
9 Clerical Support
10 Prepare Annual Report and other publications
11 Attend department and outside training relating to law enforcement issues
12 Promote geographic policing initiatives
42
2011 2012
3 3
53 52
14
13.95
Hours
6,240
108,160
29,120
29,016
82.95 172,536
2011 2012 Hours
1 1 2,080
1 1 2,080
1 1 2,080
3 3 6,240
4 City of Eaaan
2012 Proposed Budget Operating Budget
This page left intentionally blank
43
City of an
Police- Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
LINE ITEM DETAIL - ENTIRE POLICE DEPARTMENT
Acct PERSONAL SERVICES
6110 SALARIES & WAGES - REGULAR
6112 OVERTIME - REGULAR
6120 CONTRACTUAL SECURITY
6130 SALARIES & WAGES - TEMPORARY
6142 PERA - COORDINATED
6143 PERA - POLICE
6144 FICA
6151 HOSPITALIZATION
6152 LIFE
6154 DISABILITY -LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
6228
6231
6232
6235
6238
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6211 OFFICE PRINTED MATERIAL/FORMS
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES - GENERAL
......... ..........
6221 FILM & FILM PROCESSING
6224 CLOTHING /PERSONAL EQUIPMENT
6226 PUBLIC SAFETY SUPPLIES
AMMUNITION
MOBILE EQUIP REPAIR PARTS
SMALL EQUIPMENT REPAIR PARTS
FUEL, LUBRICANTS, ADDITIVES
COMMUNICATION SYSTEM PARTS
TOTAL PARTS & SUPPLIES
Continued on next page
2012 Proposed Budget Operating Budget
Actual
2009
$ 6,396,469
118,054
37,882
49,467
821,612
126,708
829,498
4,921
20,347
205,245
97,793
8,707,998
44
Actual Budget Budget
2010 2011 2012
$ 6,578,103 $ 6,635,000 $ 6,801,900
140,362 117,400 117,400
35,705 32,000 32,000
53,400 55,200
870,800 891,300
134,400 142,600
887,700 890,700
238,500 200,800
56,600 45,400
50,424
842,213
128,342
842,036
4,513
19,832
196,916
36,497
8,874,942
9,025,800 9,177, 300
8,335 7,423 12,000 12,000
7,127 5,801 11,400 11,000
6,881 4,642 17,400 16,900
2,697 2,529 7,300 6,500
14,356 16,301 19,400 19,600
21 3 100 100
56,011 97,382 67,900 70,000
64,647 30,764 26,800 36,900
33,398 43,838 37,800 41,700
55,497 41,470 58,000 58,000
916 1,747 2,900 2,900
123,740 155,193 211,200 230,700
3,417 2,644 7,700 7,700
377,044 409,736 479,900 514,000
il City of Cap
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6319 MEDICAL SERVICES -OTHER
6320 INSTRUCTORS
6325 VET /KENNEL CHRG /ANI MAL DI SPOSL
6330 DCC STARTUP COSTS
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6349 TELEPROCESSING EQUIPMENT
6352 TELEPHONE CIRCUITS
6353 PERSONALAUTO /PARKING
6354 CAR WASHES
6355 CELLULAR TELEPHONE SERVICE
6385 INSURANCE
6405 ELECTRICITY
6425 MOBILE EQUIPMENT REPAIR LABOR
6426 SMALL EQUI PMENT REPAI R -LABOR
6430 COMMUNICATION SYSTEM RPR -LABOR
6457 MACHINERY AND EQUIPMENT
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6482 AWARDS, JUDGEMENTS AND LOSSES
6520 MAJOR INVESTIGATION EXPENSES
6538 TOWING CHARGES
6569 MAINTENANCE CONTRACTS
TOTAL SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
6670 OTHER EQUIPMENT
Total Capital Outlay
TOTAL POLICE
2012 Proposed Budget Operating Budget
$ 10,673,985
Police- Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
Actual
2009
3,589
750
17,984
1,243,164
3,571
12,046
24,763
307
2,290
5,775
25,959
64,200
810
8,971
1,999
990
39,584
1,606
36,522
11,159
10,113
6,457
798
561
12,618
1,666
35,577
1,573,829
45
LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT
Actual
2010
12,221
21,542
1,118, 904
4,295
7,188
19,063
1,418
6,743
25,130
64,200
744
13,794
2,503
277
14,875
1,782
50,964
12,200
8,531
5,261
1,594
374
12,454
1,017
40,542
7,490 46,856
7,623 18,751
15,113 65,607
Budget
2011
5,900
300
4,000
24,000
1,069,800
5,000
13,300
29,600
3,600
6,600
31,000
65,500
1,500
17,200
2,900
3,700
20,700
3,300
83,500
14,000
33,300
9,400
700
14,000
2,500
65,200
1,447, 614 1,530,500
20,300
44,500
64,800
17,200
2,500
66,300
1,441,300
$ 10,797,900 $ 11,101,000 $ 11,203,700
0.93%
Budget
2012
6,500
300
4,000
26,600
973,600
5,000
9,300
29,600
0
3,600
7,000
31,000
65,500
1,500
17,200
3,500
3,700
20,700
3,600
82,600
14,000
36,700
9,100
700
29,100
42,000
71,100
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City of Ea
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police
Department is to:
• Maintain a safe community through
enforcement and educational efforts
• Reduce and prevent crime through
education and community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of
citizens
• Solve ongoing law enforcement
problems
PERFORMANCE INDICATORS
2012 Proposed Budget
2009
Description Actual
Traffic stops 13 061
Traffic citations 5,724
DWI arrests 230
Arrests (other than DWI) 1,317
Response time to priority 1, emergency calls (min) 5.94
Response time to priority 2, non - emergency calls (min) 7.91
Responsetime to priority 3, routine calls (min) 11.36
Operating Budget
The Patrol Division is responsible for the following functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations /participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
48
Expenditures as % of General Fund
2010
Actual
12,684
5,037
233
1,226
5.97
8.15
11.75
Police -
Patrol,
23.8%
2011 2012
Estimate Target
12,828 12,700
5,550 5,200
255 240
1,310 1,250
3.85 5.97
9.00 8.03
12.86 11.55
41 0 / ` City of Bapo
Personal
Services
90%
Expenditure by Category
Parts and
Supplies
7%
No net financial impact to the Department.
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2012 Proposed Budget Operating Budget
Services
and Other
Charges
Capital 3%
Outlay
0%
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
HIGHLIGHTS & CHANGES
Overview: The Patrol division budget is up $2,300
from 2011. One of the rotating officers was moved out
of Patrol and into Investigations for the 2012 budget.
Highlight /Change 1: One of the rotating officers
budgeted under the Patrol Division in 2011 is now
budgeted under the Investigations Division.
Financial Impact: $107,300 reduction in Patrol is offset
by an increase in Investigations in the same amount.
Highlight /Change 2: Fourteen Tactical Ballistic Vests are scheduled for replacement in 2012 which were previously
procured with grant money. In addition, the police department is proposing to add an additional forensic computer that will
assist detectives in the investigation of cyber crimes. Nineteen computers within the police department are scheduled for
replacement per policies designed by Information Technology (IT) staff.
Financial Impact: Total cost of $21,000.
Service Level Impact: The vests are essential equipment for tactical officers during high risk search warrants and similar
critical incidents.
Highlight /Change 3: The City has police personnel assigned to the Countywide Special Operations Team who previously
procured equipment that is approaching its scheduled replacement date. Many of the federal grants used to procure this
equipment no longer exist. In response, the Dakota County Domestic Preparedness Committee voted to increase the
participating cities' fees to purchase equipment. It is expected SOT fees will increase annually over the next 3 years.
Financial Impact: Increase of $3,200 over 2011.
Service Level Impact: None
Highlight /Change 4: Increase in Fuel expenses. Although the department is anticipating using approximately 2,000 fewer
gallons of fuel in 2012, the estimated cost of gasoline is expected to increase $ .38 per gallon over 2011 equating to the
increase.
Financial Impact: Increase of $19,500 over 2011.
Service Level Impact: None
EXPENDITURE SUMMARY — PATROL DIVISION
Actual Actual Budget
2009 2010 2011
$ 5,848,363 $ 6,116,844 $ 6,032,000
332,060 361,637 410,300
123,253 128,810 176,800
15,113 28,405 51,100
$ 6,318,790' $ 6,635,696 $ 6,670,200
49
Proposed
Budget
2012
$ 6,012,000
443,900
180,900
35,700
$ 6,672,500
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
POSITION INVENTORY
Personnel
Sergeants
Police Officers 42 43
Operations Lieutenants 2 2
Total 52 53
2012 WORK PLAN
Activity
City of Bad
Routine
1 Participate in POST mandated training
2 Participate in FEMAand emergency preparedness training
3 Time spent on DUI arrests
4 Time spent on answering calls for service
5 Court preparation and testimony
6 Proactive patrol /misc. duties
7 Special Operations Team and team training /other
8 Policy writing and revisions
9 Administer Special Operations Programs, K -9, Geo- policing
10 Assign, develop and administer training programs
11 Administer and ensure emergency management mandated compliance
12 Directed traffic enforcement
13 SWAT training
14 Command vehicle training
15 Traffic unit enforcement efforts
16 Neighborhood Watch/ National Night Out and crime prevention efforts
17 Crisis negotiator training
18 Practice Geographic Policing strategies
2012 Proposed Budget Operating Budget
2009 2010
8 8
50
2011 2012 Hours
8 8 16,640
43 42 87,360
2 2 4,160
53 52 108,160
City of Eau
2012 Proposed Budget Operating Budget
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51
A O` City of all
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the
Police Department is to:
• The primary function of the Investigative
Division is to complete investigations of
criminal cases that are potentially solvable
• Learn specialized police methods and
tactics that will assist in all types of criminal
cases that are reported from thefts, rapes,
child abuse, murder, embezzlement,
Internet crimes, etc.
• Conduct seminars that will assist the
community with crime reduction and
prevention
The Investigations Division is responsible for the following functions:
• Complete specialized follow -up for criminal investigations
• Provide support and resources for Patrol Division cases
• Gather and disseminate criminal intelligence — federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
2009 2010 2011
Description Actual Actual Estimate
Cases assigned for investigative follow -up 1,301 1,169 1394
Cases assigned to Detective Unit 860 701 843
Investigations Division case clearance rate 51% 53% 53%
Community outreach forums presented by detectives 31 30 32
Felony complaints charged 221 211 218
Gross - misdemeanor complaints charged 293 260 318
Eagan cases investigated by the Dakota County Drug Task Force 117 55 97
52
Expenditure as % of General Fund
Police-
Invest.,
6.2%
2012
Target
1235
780
52%
30
216
276
90
City orEa
Personal
Services
95%
Expenditure by Category
Parts and
Supplies
Services
and Other
Charges
apital 2%
Outlay
2%
Expenditure
Personal Services
2012 Proposed Budget Operating Budget
53
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
HIGHLIGHTS & CHANGES
Overview: The Investigations Division budget is up
$146,500, 9.2% from 2011, primarily because one of
the rotating officers who was reported in the Patrol
Division in 2011 is in the Investigations Division for
2012. Capital items are up $25,300 from the prior year.
Highlight /Change 1: One of the rotating officers
budgeted under the Patrol Division in 2011 is now
budgeted under the Investigations Division.
Financial Impact: No net financial impact. $107,300 increase in Investigations is offset by a similar reduction in Patrol.
Service Level Impact: None
Highlight /Change 2: The Investigations Division plans to make necessary updates to audio and video equipment, which will
streamline victim and suspect statements. Computers will be replaced per the Information Technologies schedule. In
addition, the police department is proposing to add an additional forensic computer that will assist detectives in the
investigation of cyber crimes.
Financial Impact: $25,300 increase in capital improvements in 2012.
Service Level Impact: A forensic computer and software will allow detectives to work more complex cyber crimes
investigations.
EXPENDITURE SUMMARY — INVESTIGATIONS DIVISION
Proposed
Actual Actual Budget Budget
2009 2010 2011 2012
$ 1,386,817 $ 1,262,578 $ 1,530,600 ! $ 1,655,500
Parts and Supplies 7,919 21,925 22,500 24,500
Services and Other Charges 17,035 16,282 44,100 38,400
Capital Outlay - 21,277 - 25,300
Total
1,411,771 $ 1,322,060
1,597,200 $ 1,743,700
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
POSITION INVENTORY
Personnel
Detective Sergeants
Detectives
Rotator
Total
2012 WORK PLAN
Activity
Routine
1 Actively Investigate criminal cases
2 Testify in court
3 Courtroom preparation
4 Develop and execute search warrants
5 Detective /Sergeant case consultations
6 Proactive case work -- surveil lance of potential criminal activity
7 Case management /review reports and assign cases to detectives
8 Complete background investigations for permit and license activity
9 Schedule detectives for training, time off and special functions
10
11
12
City of Eat
2012 Proposed Budget Operating Budget
DUI forfeiture process and completion
Confer with prosecution on active cases
Specialized investigativetraining
2009 2010 2011
2 2 2
11 11 11
1 0 0
14 13 13
13 POST mandated training
14 Attend meetings (Tri- County, Supv., Geo- Police, Sgts., Chief briefings, etc)
15 Conduct training for other officers
16 Prepare materials and conduct briefings on specialized crimes
17 Community presentations
18 Employment background investigations
19 Support Geographic Policing initiatives
54
2012 Hours
2 4,160
11 22,880
1 2,080
14 29,120
41 City of Ea ao
2012 Proposed Budget Operating Budget
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55
11 City atEapu
Police— Support (11)
Responsible Manager: Lieutenant Roger New
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and investi-
gative divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
• Assist the community, other police divisions
and city departments with intelligence
information and crime trends
The Support Division is responsible for the following functions:
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
PERFORMANCE INDICATORS
2009
Description Actual
Police reports created /processed 8,181
Animal control related calls 1,940
Dog licenses issued /sold (2 year licenses) 679
Child Safety Checks 147
Neighborhood Watch groups managed 122
Crime prevention and neighborhood watch presentations 92
2012 Proposed Budget Operating Budget
56
Expenditures as % of General Fund
Police -
Support,
8.1%
2010 2011 2012
Actual Estimate Target
8,163 8,300 8,172
1,795 2,000 1,867
2,539 700 1,238
172 166 159
129 119 125
96 93 94
City of Eaon
Personal
Services
49%
Parts and
Supplies
2%
Expenditure by Category
2012 Proposed Budget Operating Budget
apital
Outlay
0%
Services
and Other
Charges
49%
Police— Support (11)
Responsible Manager: Lieutenant Roger New
HIGHLIGHTS & CHANGES
Overview: The Support division budget is down
$53,100, or (2.3 %) from the 2011 budget, primarily due
to a reduction in DCC dispatch costs charged to the
City, partially offset by salary /wage increases.
Highlight /Change 1: Reduction of Dakota
Communications Center (DCC) fees, budgeted by a funding formula that has been put in place by the DCC Executive Board.
Financial Impact: Decrease of $96,200 from 2011
Service Level Impact: None
Actual Actual
Expenditure 2009 2010
Personal Services $ 1,027,749 $ 1,020,341
Parts and Supplies 29,921 22,970
Services and Other Charges 1,341,899 1,199,887
Capital Outlay 1,478
Total $ 2,399,570 $ 2,244,676
57
EXPENDITURE SUMMARY — SUPPORT DIVISION
Proposed
Budget Budget
2011 2012
$ 1,070,600 $ 1,107,500
42,300 40,800
1,202,200 1,108,800
700 5,600
$ 2,315,800 $ 2,262,700
City of Eaap
Police— Support (11)
Responsible Manager: Lieutenant Roger New
POSITION INVENTORY
Personnel 2009
Administrative Lieutenant 1
Support Services Manager 1
Office Manager 1
Clerical Technicians -FulI -time 4
Clerical Technicians- Part -time 2.2
Property Room Technician 0.75
Community Service Officers 2
Animal Control Officer 1
Crime Prevention Specialist 1
Total 13.95
2012 WORK PLAN
Activity
Routine
1 Investigate animal complaints
2 Supervision of staff and programs
3 Neighborhood watch and crime prevention meetings
4 Intake of evidence a nd process for court
5 Dictation of police reports and citations
6 Analyze crime statistics and patterns
7 Assist other departments within police department
8 Assist other departments within the city, i.e. mail, packets
9 Budget preparation, payroll and line item budget
10 Citizen academy, National Night Out, Safety Camp events
11 Support Geographic Policing initiatives
2012 Proposed Budget Operating Budget
58
2010 2011 2012 Hours
1 1 1 2,080
1 1 1 2,080
1 1 1 2,080
4 4 4 8,320
2.2 2.2 2.2 4,576
0.75 0.75 0.75 1,560
2 2 2 4,160
1 1 1 2,080
1 1 1 2,080
13.95 13.95 13.95 29,016
4 City of kali
2012 Proposed Budget Operating Budget
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59
City of Ego
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Fire — Administration Division of
the Fire Department is to:
• Plan, direct, manage and coordinate the
overall operation, function and
administration of the Eagan Fire Department
to ensure the protection of citizens' life and
property, including; fire fighting, firefighting Fire -
training, emergency medical care, rescue, Admin.,
disaster response, fire prevention and 4.6%
education, and fire investigations and
inspections
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
• Fulfill the mission statement of the Eagan Fire Department: protecting life and property by providing public safety
education, fire prevention, fire suppression, medical services and related emergency and non - emergency activities
The Fire — Administration Division is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology
• Oversee Firefighters, Fire Marshal, and Fire Inspector
• Provide resources necessary for the fire department to provide effective and responsible emergency response and
fire prevention /education services
PERFORMANCE INDICATORS
2009
Description Actual
Number of Volunteer Firefighters 105
Number of fire reports completed 1,133
Dept approval rating (per survey), good or excellent N/A
Insurance Services Office Rating (ISO score 1 best - 10 worst) 3
Percentage of all firecalls in daytimehours (6am -6pm) 67%
Positive Customer Service Rating (Meet or exceed expectations) 100%
60
2010 2011 2012
Actual Estimate Target
102 110 100
1,136 1,250 1,250
96% N/A 96%
3 3 3
67% 65% 65 %
100% 100% 100%
City of Cap
Personal
Services
86%
Expenditure by Category
2012 Proposed Budget Operating Budget
Parts and
Supplies
2%
Services
and Other
Cap Charges
Outlay 11%
1%
Highlight /Change 1: Fees charged to the Fire Department for the volunteer firefighter's use of the Community Center gym
were previously not included in the budget, though they have been charged for several years.
Financial Impact: $6,000 increase to line item 6515
Service Level Impact: Helps ensure firefighters have an opportunity to stay in proper physical condition for their positions
and helps reduce injuries.
Highlight /Change 2: The City's contribution to the firefighters' pension is higher because in recent years, the State's
contribution —a 2% surcharge on fire insurance premiums —has decreased rather than increase with inflation. The defined
contribution (City's portion plus State aid) increased 3% to $6,716 /yr /firefighter as agreed upon by the Council in 2009.
Due to the ongoing recruitment, resignations and retirements of volunteer firefighters, it's difficult to determine a number
of firefighters that will be eligible for the annual pension contribution. The department is authorized 150 firefighters, but
historically maintains a number close to 100 firefighters. For the 2012 budget we are assuming 100 firefighters for 2012 vs.
the 103 that was estimated for the 2011 budget.
Financial Impact: $6,400 decrease in 2012
Service Level Impact None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual
2009
1,041,731
16,178
134,439
316
1,192,664
61
Actual
2010
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Department Overview: The proposed Fire Department
budget represents an increase of $4,100, or 0.2% over
2011.
Administration Budget Overview: The overall Fire
Administration budget decreased by $4,000, or (0.3 %)
from the 2011 budget. The decrease is attributed to the
number of volunteers that are budgeted to receive the
City's portion of the Fire Relief Association pension.
1,024,259
23,306
131,162
10,025
EXPENDITURE SUMMARY
Proposed
Budget Budget
2011 2012
1,110,000 $ 1,102,100
24,400 24,400
134,300 140,200
13,700 11,700
$ 1,188,752 $ 1,282,400 $ 1,278,400
441/ City of Eajao
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel 2009 2010
Fire Chief 1 1
Secretary 1 1
Total 2 2
2012 WORK PLAN
Activity
Routine
1 Plan, direct, manage and coordinate the activities of the Fire Dept.
2 Annual budget preparation and administration of budget.
3 Respond to emergency calls.
4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
5 Direct and manage the firefighter recruitment process.
6 Promote community relations through fire prevention and education.
7 Process Fire Reports
2012 Proposed Budget Operating Budget
62
2011 2012 Hours
1 1 2,080
1 1 2,080
2 2 4,160
2012 Proposed Budget Operating Budget
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63
City of Eapo
Fire - Administration (12)
Responsible Manager: Mike Scott, Fire Chief
LINE ITEM DETAIL - ENTIRE FIRE DEPARTMENT
2012 Proposed Budget Operating Budget
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIES AND WAGES- REGULAR $ 374,351 $ 363,666 $ 365,300 $ 376,000
6112 OVERTIME- REGULAR
6129 VOLUNTEER FIREFIGHTERS COMP 365,670 350,494 368,400 367,300
6130 SALARIES AND WAGES- TEMPORARY - 2,466 - -
6142 PERA- COORDINATED 8,317 8,520 8,800 9,000
6143 PERA - POLICE /FIRE 34,058 34,404 35,200 36,300
6144 FICA 12,264 12,261 12,800 13,100
6145 FIRE RELIEF ASSOCIATION 390,683 385,559 439,200 432,800
6151 HEALTH INSURANCE 52,762 53,719 57,300 55,200
6152 LIFE INSURANCE 639 635
6154 DISABILITY - LONG TERM 1,220 1,221 -
6155 WORKERS COMPENSATION 73,600 73,837 95,200 90,200
6157 RETIREE HEALTH INSURANCE 1,469 2,300 1,300
PERSONAL SERVICES 1,313,564 1,288,251 1,384,500 1,381,200
PARTS & SUPPLIES
6210! OFFICE SUPPLIES 4,475 4,870 5,900 5,600
6215 REFERENCE MATERIALS 1,758 732 2,900 1,900
6220 OPERATING SUPPLIES- GENERAL 23,180 3,592 5,200 4,300
6222 MEDICAL/RESCUE/SAFETY SUPPLI ES 4,679 1,350 5,000 4,000
6223 BUILDING /CLEANING SUPPLIES 2,918 3,253 - -
6224 CLOTHING /PERSONAL EQUIPMENT 8,227 19,191 16,700 19,800
6226 PUBLIC SAFETY SUPPLIES 5,788 4,692 3,500 3,500
6230 REPAI R/MAI NTENANCE SUPP LI ES-GENERAL 15,405 20,848 15,700 16,100
6231 MOBILE EQUIPMENT REPAIR PARTS 27,225 41,373 33,000 33,000
6232 SMALL EQUIPMENT REPAIR PARTS 152 -
6233 BUILDING REPAIR SUPPLIES 328 311 - -
6234 FIELD /OTHER EQUIPMENT REPAIR 7,331 9,754 8,500 7,000
6235 FUEL, LUBRICANTS, ADDITIVES 21,097 24,470 34,500 37,900
6238 COMMUNICATION SYSTEM PARTS 1,694 2,382 1,400 2,000
6240 SMALL TOOLS 280 272 800 300
6241 SHOP MATERIALS 386
6244 CHEMICAL & CHEMICAL PRODUCTS 299 - 1,000 400
6270 COMPUTER SOFTWARE 1,210
PARTS & SUPPLIES 125,894 137,627 134,100 135,800
Continued on next page
64
44 ' t Ea ti
Actual
SERVICES & OTHER CHARGES 2009
6310 PROFESSIONAL SERVICES GENERAL 890
6318 MEDICAL SERVICES-PHYSICAL EXAM 31,907
6319 MEDICAL SERVICES -OTHER 8,522
6320 INSTRUCTORS
6323 TESTING SERVICES
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHANGE
6351 PAGER SERVICE FEES
6353 PERSONALAUTO /PARKING
6354 CAR WASHES
6355 CELLULAR TELEPHONE SERVICE
6357 ADVERTISING /PUBLICATION
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6405 ELECTRICITY
6410 NATURAL GAS SERVICE
6425 MOBILE EQUIPMENT REPAIR- LABOR
6426 SMALL EQUI PMENT REPAI R -LABOR
6427 BUI LDI NG OPERATIONS /REPAI R -LABOR
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS, AND TAXES
6515 INTERNAL EXPENSES
6535 OTHER CONTRACTUAL SERVICES
6537 JANITORIAL SERVICES
6538 TOWING CHARGES
6539 WASTE REMOVAL/SANITATION SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
TOTAL FIRE
2012 Proposed Budget Operating Budget
39,300
24,312
18,777
632
934
13,442
4,195
11,255
2,049
1,040
82
6,537
36,330
12,271
120
4,198
1,795
256,528
316
316
1,696,301
65
Fire - Administration (12)
Responsible Manager: Mike Scott, Fire Chief
LINE ITEM DETAIL - ENTIRE FIRE DEPARTMENT (CONT'D)
7,819
12,620 3,320
882 803
4,991 3,917
3,550 340
340
567
7,104
64
Actual Budget Budget
2010 2011 2012
27 500 500
33,881 34,900 34,900
11,525 7,000 8,000
10,363 10,900 10,900
9,000 9,000
800 800
5,000 4,000
497 900 500
685 700 700
7,061 7,200 7,000
100 100
39,300 40,100 40,100
26,284
12,526
1,821 3,500 3,500
1,362 2,200 800
2,500 2,500
3,000 3,000
13,900 17,400
2,400 2,400
3,200 3,300
1,449 1,100 1,100
1,361
5,080 6,000
34,748 41,100 40,700
10,778
4,984
6,655
1,276
12,289 -
200
200
4,600 - -
2,327 4,200 4,700
239,360 194,300 202,100
23,520 13,700 11,700
23,520 13,700 11,700
1,688,759 $ 1,726,600 $ 1,730,800
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4 City otkau
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Inspections & Prevention Division
of the Fire Department is to:
• Assuring building safety and fire code
compliance in new and existing buildings
• Reduce fire risk through prevention,
education and inspections
The Prevention & Inspections Division is responsible
for the following functions:
• Organize, track and analyze fire problem
specific to our communities and develop targeted programs to reduce the occurrence of emergency response.
• Respond to emergency calls
• Inspect new and existing buildings for fire code compliance
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide
education to the business community on way to eliminate future calls
• Perform /coordinate fire education and fire prevention functions
PERFORMANCE INDICATORS
Description
Fire prevention functions performed
Fires investigated
Fire sprinkler permits processed
Total fire prevention hours
Total hours spent at training
Fire Safety Building Inspections
PIan Reviews - New Construction
2012 Proposed Budget Operating Budget
68
Expenditures as % of General Fund
Fire -
Inspect.,
1.1%
2009 2010 2011 2012
Actual Actual Estimate Target
350 345 400 400
29 12 20 20
215 105 150 150
458 598 500 500
8,188 10,080 8,000 8,000
225 300 250 250
72 123 70 70
City of EaRao
Personal
Services
87%
Expenditure by Category
2012 Proposed Budget Operating Budget
Parts and
Supplies
2%
Services
and Other
Charges
11%
Actual Actual
Expenditure 2009 2010
Personal Services $ 271,833 $ 263,992
Parts and Supplies 8,365 7,377
Services and Other Charges 22,291 21,714
Capital Outlay
Total $ 302,489 $ 293,083
69
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: The Inspections & Prevention Division's
proposed budget is up by $4,700, or 1.5% over 2011.
The increases are associated with personal services
costs.
apital Highlight /Change 1: 1223 Training Budget — The
Outlay training budget had decreased steadily since 2008, at
0%
which time the budget was $43,000. In 2011 some of
the training dollars were restored to bring the total budget to $31,800. Training is critical for our volunteers. For the past
three years we have greatly reduced training in an attempt to keep the overall fire budget down. In 2011 we reinstated
several courses that allow our training staff to receive specialized training that they in turn bring back to Eagan and teach
our Firefighters new techniques. Our hope is to keep the training level at the 2011 budget amount. The State has also
started to require that Firefighters in Minnesota be recertified at all of their training levels every three years. With this
recertification program comes additional fees. For 2012 we reduced the number of people attending out of city trainings.
Financial Impact: -0- ; budget amount is same as last year
Service Level Impact: We have been able to handle temporary cuts in our training budget. Sustained cuts in the training
budget will have an impact on competency levels within the Fire Department. The new training opportunities within the
Fire Safety Center help offset deleted outside courses.
Highlight /Change 2: Wages /Salaries and related payroll taxes are proposed to increase for 2012
Financial Impact: $6,500 increase over 2011
Service Level Impact: None
EXPENDITURE SUMMARY
Proposed
Budget Budget
2011 2012
274,500 $ 279,100
8,500 6,800
33,400 35,200
316,400 $ 321,100
4 City orBaito
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel 2009 2010 2011
Fire Marshal 1 1 1
Fi re l ns pector 1 1 1
Deputy Fire Chief 1 1 1
Total 3 3
2012 WORK PLAN
Activity
Routine
1 Inspections of new buildings
2 Inspections of existing buildings
3 Investigations of Fires
4 Fire Prevention
5 Prepare training for fire department
6 Review new building plans for fire code.
7 Plan, direct and coordinate the activities of the training department.
2012 Proposed Budget Operating Budget
70
2012 Hours
1 2,080
1 2,080
1 2,080
6,240
*City o(Ea
2012 Proposed Budget Operating Budget
This page left intentionally blank
71
4 City of Ea Rao
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Operations Division of the Fire
Department is to:
• Ensure the protection of life and property
for the City of Eagan
2012 Proposed Budget Operating Budget
The Operations Division is responsible for the Fire -
following functions: Operations
• Research and recommend improved ,0.5%
technology for emergency call response
• Develop and enhance collaborative "..
relationships with surrounding areas
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire dept to provide continued emergency service to residents of Eagan
PERFORMANCE INDICATORS
2009 2010 2011 2012
Description Actual Actual Estimate Target
Large dollar loss (over $1,000 per state reporting) $ 1,212,500 $ 897,500 $ 1,000,000 $ 800,000
Response time in minutes 6.75 6.20 7.00 6.00
Fire 99 90 90 90
Explosion /Overhead 6 3 10 5
Rescue /EMS 170 214 240 240
Hazardous Condition 93 88 90 90
Service Call 87._ 83 90 90.'
Good Intent Call 284 262 290 275
False Alarm /False Call 391 393 420 400
Severe Weather /Natural Disaster - 10 5
Special Incident 3 3 10 5
Call type totals: 1,133 1,136 1,250 1,200
72
Expenditures as % of General Fund
`*City of 'bp
Parts and
Supplies
80%
Expenditure by Category
Actual
Expenditure 2009
Parts and Supplies 101,350
Services and Other Charges 99,797
Capital Outlay
Total $ 201,148
2012 Proposed Budget Operating Budget
Services
and Other
Charges
20%
Capital
Outlay
0%
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: The Operations Division budget is up
$4,600 or 2.7 %. The entire increase is attributed to the
estimated per gallon cost of fuel for our trucks.
Highlight /Change 1: 1224 Engineering The Fire
Department has done a lot to try to reduce the amount
of fuel we consume each year, but the costs per gallon
are beyond our control.
Financial Impact: Increase of $3,400
Service Level Impact: None
Highlight /Change 2: 1225 Fire and EMS Equipment This budget saw a dramatic decrease from 2007 to 2009, dropping
84 %. In 2011 the budget increased back to $22,300 down from $33,700 in 2010. The greatest increase in fire equipment for
2011 was the addition of replacement sets of fire turnout gear. For 2012 we are including 2 sets per year (down from 6 in
2011) to help fit new firefighters that don't fit in existing gear. This does not address the overall replacement of 100 sets of
turnout gear every 7 -10 years.
Financial Impact: -
Service Level Impact: The equipment is needed to provide essential services and reduce equipment failures.
73
Actual
2010
106,944
86,485
13,495
206,924
EXPENDITURE SUMMARY
Proposed
Budget Budget
2011 2012
101,200 104,600
26,700 26,700
127,900 $ 131,300
4 City or Eapo
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
PURPOSE & DESCRIPTION:
The purpose of the Public Works— Engineering is to:
• Provide or recommend the best - designed and
economical solutions in the most efficient
manner for all public improvements
• Technically guide the Council with regards to
all engineering and public works issues
• Follow the Council's directives
• Administer and manage all public improve-
ments, private developments, right -of -way
activities, NPDES Phase II permit and all other
engineering and public works issues
• Provide customers with accurate and clearly
works
PERFORMANCE INDICATORS
Description
City Survey -About right amount of trails & s i d e w a l k s a va i l a bl e
City Survey- Good /excellent storm drainage
Utility permits issued
Miles of streets overlayed
Properties assessed for public improvement
Miles of water main installed
Miles of sanitary sewer installed
Miles of storm sewer installed
Reviews of residential building permit site plans
2012 Proposed Budget
understandable
74
Expenditures as % of General Fund
Operating Budget
Public
Works /Engi
-nee ring,
4.2%
information as it relates to engineering and public
The Public Works— Engineering is responsible for the following functions:
• Respond to all inquiries and requests of the City Council, various City departments and residents by providing
municipal engineering and utility information /assistance
• Address demands on the transportation system & traffic management impacting the City
• Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and staff
support at Council meetings for public improvements
• Design /draft construction plans, write /administer specifications, hold informational meetings and coordinate
construction /inspection services for public improvements
• Provide quality control for the City's infrastructure and erosion /sediment control (SWPPP)
• Update Capital Improvement Program & Comprehensive Plans for City's infrastructure
• Coordinate /present Public Hearings /Final Assessment Hearings for City improvements
2009 2010 2011
Actual Actual Estimate
0% 79% 80%
0% 90% 90%
174 209 200
16.0 8.7 17.0
1,272 847 1,250
0.0 2.1 0.6
0.0 0.9 0.4
0.0 1.3 1.0
13 24 36 36
2012
Target
80%
90%
200
21.6
1,642
0.5
0.5
1.0
* q orEapo
Personal
Services
95%
Expenditure by Category
Highlight /Change 2: In response to the recent reorganization of the Engineering Division, including additional duties for the
Transportation Engineer, as well as the continuing attempt to work more efficiently, additional training is resulting in a
slight increase. The requested level of training is otherwise minimal for required licensure and certification requirements
for professional employees and State Aid improvements. The training budget is about 60% of what it was four years ago.
Financial Impact: Increase of $1,200
Service Level Impact: Attempt to increase efficiencies to partially offset significant workforce reduction (i.e., Transportation
Engineer) in 2011.
Expenditure
Personal Services
2012 Proposed Budget Operating Budget
Parts and
Supplies
1%
Services
and Other
Charges
Capital 4%
Outlay
0%
Actual
2009
$ 1,179,863
Parts and Supplies 8,314
Services and Other Charges 30,645
Capital Outlay
Total $ 1,218,822
75
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
Overview: The proposed Engineering budget reflects
an increase of $16,000, or 1.4% over the 2011 budget,
primarily due to the wages /salaries increase.
Highlight /Change 1: Wages /salaries and related
payroll taxes are proposed to increase.
Financial Impact: Increase of $23,300
Service Level Impact: None
Actual
2010
$ 1,173,226
10,992
39,793
2,168
$ 1,226,179
Budget
2011
$ 1,120,900
13,700
38,200
2,400
$ 1,175,200
HIGHLIGHTS & CHANGES
EXPENDITURE SUMMARY
Proposed
Budget
2012
$ 1,132,500
13,100
42,000
3,600
$ 1,191,200
411 City of Ea
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
POSITION INVENTORY
Personnel 2009 2010 2011
Director of Public Works 1 1 1
City Engineer 1 1 1
Assistant City Engineer 1 1 1
Transportation Engineer 1 1 0
Transportation and Operations Engineer 0 0 0.4
Engineering Technicians 3 3 3
Secretary 1 0 0
Clerical Technician 1 1 1
Project Coordinators 2 2 2
Engineering Aide 0 1 1
Total 11 11 10.4
2012 WORK PLAN
Activity
Routine
1 Ma nage and a dminister public improvements; implement Capital Improvement Plan
2 Manage and inspect private developments
3 Provide general engineering customer service
4 Manage the Storm Water Pollution Prevention Program (SWPPP)
5 Monitor and manage the budget
6 Collect data and prepare the annual report
7 Maintain and upgradethe GIS service delivery program
8 Provide general administration /supervision to the Engineering Division
9 Manage the Municipal State Aid Street funding program
10 Evaluate and provide local traffic management
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
2012 Proposed Budget Operating Budget
76
2012
1
1
1
0
0.4
3
0
1
2 __..
1
10.4
Hours
2,080
2,080
2,080
832
6,240
2,080
4,160
2,080
21,632
4 City orEaa
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES- TEMPORARY
6131 OVERTIME - TEMPORARY
6142 PERA- COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY - LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6224 CLOTHING /PERSONAL EQUIPMENT
6231 MOBILE EQUIP REPAIR PARTS
6232 SMALL EQUIPMENT REPAIR PARTS
6235 FUEL, LUBRICANTS, ADDITIVES
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONALSERVICES- GENERAL
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHARGES
6353 PERSONAL AUTO /PARKING
6354 CAR WASHES
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6425 MOBILE EQUIPMENT REPAIR LABOR
6426 SMALL EQUIPMENT REPAIR -LABOR
6440 I/I MITIGATION -SUMP PUMP
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION & BOOKS
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6481 RECORDING FEES
6515 INTERNAL EXPENSES (I NTERFUND)
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPRAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
2012 Proposed Budget Operating Budget
77
Public Works- Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
LINE ITEM DETAIL
Actual Actual Budget Budget
2009 2010 2011 2012
904,139 $ 888,788 $ 834,400 $ 857,300
1,420 3,885 8,400 8,400
17,108 26,956 15,900 15,900
597 400 400
60,330 61,299 61,100 62,800
63,758 62,845 64,000 65,300
125,167 119,755 130,800 117,600
1,382 1,347
2,706 2,630
3,854 4,664 5,200 4,400
461 700 400
1,179,863 1,173,226 1,120,900 1,132,500
20 - -
96 148 100
2,593 3,420 2,300 2,300
484 500 200
893 1,634 1,300 1,600
491 8 500 500
4,242 5,277 9,000 8,500
8,314 10,992 13,700 13,100
1,785 6,663 3,500 3,000
1,297 1,600 3,000 3,000
48
6,073 6,093 5,900 5,900
100 100
3,381 3,202 4,600 4,600
23 13 1,100 700
8,200 8,200 8,400 8,400
70 160 400 300
365 192
511
4,907 6,515 7,600 8,800
139 337 700 700
1,933 2,076 2,300 1,900
17 676 300 900
178 46 300 300
263
2,014 3,461 3,400
30,645 39,793 38,200 42,000
2,168 2,400 3,600
2,168 2,400 3,600
$ 1,218,822 $ 1,226,179 ! $ 1,175,200 $ 1,191,200
1.36%
City of Eal i
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works— Streets & ?
Highways Department is to:
• Provide resources and technical application
of structural maintenance procedures for
public roadways, transportation trail ways
and related infrastructure keeping them in
the best possible and safest condition
economic constraints allow
• Provide resources for operational mainten-
ance procedures including snow and ice
control, sweeping, traffic control, street-
lights and boulevard maintenance in order to
economic constraints allow
PERFORMANCE INDICATORS
Description
Miles of streets maintained
Employee days spent maintaining roads /tra i Is
Employee days spent sweeping
Snow removal cost per mile, annual
Avg pavement condition rating (0 -poor, 100 - excellent)
Street repair /maintenance rating excel or good (resident survey)
Snowplowing rating excellent or good (resident survey)
Winter tra i l/sidewa I k maintenance excellent or good (resident
survey)
2012 Proposed Budget Operating Budget
Streets &
Highways,
6.1%
78
Expenditures as % of General Fund
provide safe conditions for citizens and the traveling public as
The Public Works— Streets & Highways Department is responsible for the following functions:
• Structural maintenance of infrastructure located in local public rights of way including the repair and preservation
of roadways, sidewalks, trails, street lighting, signage and street drainage systems
• Provide operational maintenance including snow and ice control, street lights, cross departmental services
delivery, traffic control, and the cleaning of streets and surface drainage grates
• Provide boulevard and roadside maintenance including litter /trash removal, boulevard tree trimming, and repair of
related boulevard amenities
2009 2010 2011 2012
Actual Actual Estimate Target
236.2 236.2 236.2 236.2
540 631 500 550
385 355 380 325
$2,442 $2,021 $1,400 $2,200
82.5 81.3 78 76
86% 86% 86% 87%
93% 93% 85%
79% 86% 86% 75%
4 1' City of Eajia
Personal
Services
66%
Expenditure by Category Parts and
Supplies
25%
Services
and Other
Charges
9%
Capital
Outlay
0%
as a projected increase in salt and chloride costs.
Financial Impact: Increase of $21,200 to account 6256
Service Level Impact: None
2012 Proposed Budget Operating Budget
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways budget
shows an increase of $39,600, or 2.4% from 2011,
primarily due to higher ice control supplies costs, fuel
prices, a reallocation of some street sweeping costs
between this department and Water Quality (Utilities
Fund), and a wage /salary rate increase.
Highlight /Change 1: Ice Control supplies reflect an
increase in quantities based on historical trends, as well
Highlight /Change 2: Fuel costs are projected to increase due to global energy and economic issues.
Financial Impact: Net Increase of $12,700 to account 6235
Service Level Impact: None
Highlight /Change 3: An increase in the allocation to the Streets Dept of street sweeping costs split between Streets and
Water Quality (Utilities Fund). The allocation was revised based on an internal study of actual costs in 2010. The Streets
allocation increases from 43% of the total to 47 %.
Financial Impact: Increase of $9,500 in accounts 6231 and 6235.
Service Level Impact: None
Highlight /Change 4: Wages /salaries and related payroll taxes are proposed to increase.
Financial Impact: Increase of $16,200
Service Level Impact: None
Highlight /Change 5: A second small roller is being added to outfit a second for pot hole patching crew.
Financial Impact: Increase of $2,600
Service Level Impact: Increase in response time in patching potholes through the ability to create a second crew.
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual Actual Budget
2009 2010 2011
$ 1,074,006 $ 1,114,297 $ 1,120,200
369,208 494,167 393,100
174,480 168,649 143,800
1,310 2,700
$ 1,617,694 $ 1,778,423 $ 1,659,800
79
EXPENDITURE SUMMARY
Proposed
Budget
2012
$ 1,121,800
430,500
144,500
2,600
$ 1,699,400
4 City of Eat
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
POSITION INVENTORY
2012 WORK PLAN
Activity
Routine
1 Bituminous surface maintenance
2 Snow and ice control
3 Signs /traffic control
2012 Proposed Budget Operating Budget
Personnel 2009 2010 2011 2012 Hours
Superintendent of Streets & Equipment 0.67 0.67 0 0
Transportation and Operations Engineer 0 0 0.60 0.60 1,248
Streets Supervisor 1 1 1 1 2,080
Technician /Inspector 1 1 1 1 2,080
Maintenance Workers 10 10 10 10 20,800
Total 12.67 12.67 12.60 12.60 26,208
4 Sweeping
5 Buildings, facilities
6 Curb and gutter work
7 Crackseal
8 Boulevard /tree & storm system maintenance
9 Customer service response
10 Miscellaneous (gen.admin, sidewalk, trail maintenance, cross dept., assist.,voti ng, training)
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
80
City of Eaio
2012 Proposed Budget Operating Budget
Public Works- Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIES AND WAGES- REGULAR $ 742,794 $ 753,814 $ 761,900 $ 776,200
6112 OVERTIME- REGULAR 25,406 47,462 31,400 31,400
6130 SALARIES AND WAGES- TEMPORARY 23,149 20,216 17,900 17,900
6131 OVERTIME- TEMPORARY 67 - _
6142 PERA COORDINATED 52,087 57,190 57,500 58,500
6144 FICA 58,004 59,442 62,100 63,100
6151 HEALTH INSURANCE 122,399 124,407 129,700 128,700
6152 LIFEINSURANCE 1,592 1,581
6154 DISABI LITY - LONG TERM 2,817 2,869
6155 WORKERS COMPENSATION 45,757 ! 46,335 58,300 45,200
6157 RETIREE HEALTH INSURANCE 913 1,400 800
PERSONAL SERVICES 1,074,006 1,114,297 1,120,200 1,121,800
PARTS & SUPPLIES
6215 REFERENCE MATERIALS 138 100 100
6220 OPERATI NG SUPP LI ES-GENERAL 3,258 1,482 6,300 6,600
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 1,999 213 1,800 1,900
6224 CLOTHING /PERSONALEQUIPMENT 4,125 4,180 4,100 4,300
6230 REPAIR /MAINTENANCE SUPPLIES GENERAL 188
6231 MOBILE EQUIP REPAIR PARTS 67,850 76,759 60,700 66,800
6235 FUEL,LUBRICANTS,ADDITIVES 62,134 86,075 114,000 128,800
6240 SMALL TOOLS 321
6241 SHOP MATERIALS 57 -
6243 HEATING OIL/PROPANE /OTHER FUEL 266 828 - 900
6255 STREET REPAIR SUPPLIES 92,286 75,988 39,200 33,000
6256 SNOW REMOVAL/ICECONTROLSUPPL 117,282 232,937 146,900 168,100
6257 SIGNS & STRIPING MATERIAL 19,815 15,197 20,000 20,000
PARTS & SUPPLIES 369,208 494,167 393,100 ` 430,500
SERVICES & OTHER CHARGES
6346 POSTAGE 130 332 100 100
6351 PAGER SERVICE FEES 106 17 -
6354 CAR WASHES 101 100
-
6355 CELLULAR TELEPHONE SERVICE 1,556 2,463 1,500 2,400
6370 GENERAL PRINTING & BINDING 352 642 400 600
6385 INSURANCE 25,600 25,600 26,100 26,100
6405 ELECTRICITY 40 118
6425 MOBI LE EQUI PMENT REPAI R LABOR 3,978 4,184 5,600 5,600
6429 STREET REPAIR -LABOR 36,427 21,630 8,000 6,000
6457 MACHINERYANDEQUIPMENTRENTAL 12547 3,099 7,800 10,400
6476 CONFERENCES AND SCHOOLS 947 1,170 2,900 3,800
6477 LOCAL MEETING EXPENSES 26 145 100 100
6478 TUITION AND BOOK REIMBURSEMENT -
6479 DUES AND SUBSCRI PTIONS 372 457 ! 400 400
6480 LICENSES, PERMITS AND TAXES 135 1,824 - -
6535 OTHER CONTRACTUAL SERVICES 9,158 9,894 7,000 8,800
6564 SNOW & ICE REMOVAL 37,226 56,586 39,100 44,400
6566 STRIPING 42,879 37,389 41,800 32,700
6569 MAI NTENANCE CONTRACTS 3,000 3,000 3,000 3,000
SERVICES & OTHER CHARGES 174,480 168,649 143,800 144,500
CAPITAL OUTLAY
6670 OTHER EQUIPMENT 1,310 2,700 2,600
CAPITAL OUTLAY 1,310 2,700 2,600
TOTAL STREETS & HIGHWAYS
81
$ 1,617,694 $ 1,778,423 $ 1,659,800 $ 1,699,400
2.39%
4 1 1 ' City orBtau
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
PURPOSE & DESCRIPTION
The purpose of the Public Works — Central
Services /Equipment Maintenance Division is to:
• Provide administrative, clerical, and customer
service support for all departments located at
the Maintenance Facility. This includes
Streets, Equipment Maintenance, Water,
Sewer, Parks, Forestry and Water Quality
Departments
• Provides maintenance and repair for all City
vehicles and equipment across all
departments, including police and fire
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
82
Expenditures as % of General Fund
Central
Svces.
Maint.,
2.2%
The Public Works — Central Services /Equipment Maintenance Division is responsible for the following functions:
• Central services process all customer service requests for any maintenance services provided by the City
• Central Services manages and operates software programs to support maintenance service delivery
• Equipment Maintenance crews maintain equipment for safe and efficient operation
• Equipment maintenance staff performs vehicle safely inspections
2009 2010 2011 2012
Description Actual Actual Estimate Target
Customer Service requests responded to 1,141 1,726 2,000 1,900
Units (cars /trucks /heavy equipment) serviced per mechanic 102 104 102 104
Scheduled (vs. unscheduled) maintenance as %of total 67% 61% 65% 65%
Average Unit Downtime (industry standard is 5 %) 0.6% 0.2% 1.0% 1.0%
Comebacks (return for repeat work) (industry standard is 3 %) 0.1% 0.1% 0.5% 0.5%
4 40" City of Evan
Personal
Services
85%
Expenditure by Category
Parts and
Supplies
5%
Services
and Other
Charges
8%
Capital
Outlay
2%
2012 Proposed Budget Operating Budget
Highlight /Change 4: Wages /salaries and related payroll taxes are proposed to increase.
Financial Impact: Increase of $8,900
Service Level Impact: None
Actual
Expenditure 2009
Personal Services $ 525,370
Parts and Supplies 24,805
Services and Other Charges 41,915
Capital Outlay (195)
Total $ 591,895
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
83
HIGHLIGHTS & CHANGES
Overview: The proposed Central Services Maintenance
budget shows an increase of $18,100, or 3.0 %, due to
increases in waste removal, copier maintenance
contracts, software, and wage rate increases.
Highlight /Change 1: Because of an increase in tipping
and recycling fees, waste and sanitation services costs
are up.
Financial Impact: Increase of $3,300 in account 6539
Service Level Impact: None
Highlight /Change 2: The primary copier /printer at Central Maintenance was not meeting production demands. IT
recommends we lease an upgraded machine rather than purchase. This unit was similar to ones leased both in the
Engineering and Fire Departments, and was installed in 2010.
Financial Impact: Increase of $2,100
Service Level Impact: None
Highlight /Change 3: Yearly updates in software required by City mechanics for the repair and maintenance for all city
vehicles.
Financial Impact: Increase of $1,000
Service Level Impact: None
Actual Budget
2010 2011
506,826 $ 529,800
25,451 32,400
44,886 45,300
1,729 4,200
578,892 $ 611,700
EXPENDITURE SUMMARY
Proposed
Budget
2012
532,800
33,500
51,300
12,200
629,800
4 City of Earn
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
POSITION INVENTORY
Personnel 2009 2010 2011
Superintendent of Streets & Equipment 0.33 0.33 0
Parks Superintendent 0 0 0.3
Shop Supervisor /Chief Mechanic 1 1 1
Equi pment Ma i ntena nce Workers 2 2 2
Office Supervisor 1 1 1
Clerical Technicians 1 1 1
Operations Support Specialist 0.5 0.5 0.5
Total 5.83 5.83 5.80
2012 WORK PLAN
Activity
2012 Proposed Budget Operating Budget
Routine
1 General administration
2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.)
4 Snow plowing (assist Street Maint.)
5 Buildings, facilities maintenance
84
2012
0
0.3
1
2
1
1
0.5
5.80
Hours
624
2,080
4,160
2,080
2,080
1,040
12,064
it nap
Actual
Acct PERSONAL SERVICES 2009
6110 SALARIES AND WAGES- REGULAR $ 375,024
6112 OVERTIME- REGULAR 6,225
6130 SALARIES AND WAGES - TEMPORARY 8,764
6142 PERA - COORDINATED 25,911
6144 FICA 27,479
6151 HEALTH INSURANCE 63,839
6152 LIFE INSURANCE 739
6154 DISABILITY- LONG TERM 1,375
6155 WORKERS COMPENSATION 16,013
6157 RETIREE HEALTH INSURANCE -
PERSONAL SERVICES 525,370
PARTS & SUPPLIES
6210 OFFICESUPPLIES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6222 MEDICAL/RESCUE /SAFETY SUPPLIES
6224 CLOTHING /PERSONAL EQUIPMENT
6231 MOBILE EQUIP REPAIR PARTS
6234 FIELD /OTHER EQUIPMENT REPAIR
6235 FUEL LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
6241 SHOP MATERIALS
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG 4,023
6348 MATRIX SERVICE- REPAIR 174
6385 INSURANCE 15,100
6425 MOBILE EQUIPMENT REPAIR LABOR 893
6428 FIELD /OTHER EQUIP REPAIR - LABOR 811
6476 CONFERENCES AND SCHOOLS 1,433
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS 175
6480 LICENSES, PERMITS AND TAXES 123
6539 WASTE REMOVAL/SANITATION SERV 16,556
6569 MAINTENANCE CONTRACTS 2,629
SERVICES & OTHER CHARGES 41,915
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
6670 OTHER EQUIPMENT
TOTAL CENTRAL SERVICES
2012 Proposed Budget Operating Budget
Public Works - Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
85
7,049
48
1,125
1,474
1,783
2,101
2,772
7,390
1,063
24,805
(195)
CAPITAL OUTLAY (195) 1,729
LINE ITEM DETAIL
Actual Budget Budget
2010 2011 2012
366,077 $ 363,000 $ 370,400
9,372 9,800 9,800
15,400 15,400
25,628 27,000 27,600
25,845 29,700 30,300
62,468 " 65,800 63,300
717
1,347
15,161 18,800 15,800
211 300 200
506,826 529,800 532,800
7,184 7,500 7,600
48 " 500 300
311 300 300
1,000 1,100
1,068 1,200 1,200
272 1,300 1,300
2,521 3,400 3,800
2,268 2,100 1,800
4,422 4,500 4,500
4,846 7,600 7,600
2,511 3,000 4,000
25,451 32,400 33,500
2,439 4,200 4,200
15,100 15,400 15,400
- 500 500
1,918 " 1,300 1,300
1,333 1,300 1,900
93 100 200
200
193 100 200_;
17,649 16,500 19,800
6,161 5,700 7,800
44,886 45,300 51,300
1,729 4,200 5,700
6,500
4,200 12,200
591,895 $ 578,892 $ 611,700 $ 629,800
2.96%
City of Ehl!
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Recreation /Administration
Division of the Parks and Recreation Department is
to:
• Develop community
through provision of recreation programs,
facilities and events
• Provide support and oversight to partner
organizations providing leisure activities
• Provide opportunities for leisure and
social skill development
• Provide meeting spaces and facilities for
community groups and private functions
• Schedule and allocate use of community facilities to provide equal benefits to all residents
The Recreation /Administration Division is responsible for the following functions:
• Provide recreation programs and services to all Eagan residents
• Provide clerical support for program registrations, facility reservations, memberships & general inquiries
• Provide staff support to the Advisory Parks Commission
• Facilitate planning for future park, recreation, and facility development
PERFORMANCE INDICATORS
2012 Proposed Budget
Expenditures as % of General Fund
Recreation,
7.3%
Description Actual Actual Estimate Target
Hours of Subsidized programs 5,652 5,296 6,000 5,700
Participants in Subsidized programs 61,316 66,188 57,700 65,600
Hours of fee based programs 9,421 9,110 9,400 9,200
Participants in fee based programs 15,181 14,611 15,500 15,900
Based on City survey, % who rate City- sponsored recreation
programs as good or excellent 82% 75% 75% 90%
Based on City survey, % of participants who report being
satisfied with their experience in recreation programs 100% 98% 98% 100%
86
Operating Budget
2009 2010 2011 2012
J
City of Earn
Expenditure by Category
Personal Parts and
Services Supplies
76% 6%
Merch. for
resale
1%
L ,
2012 Proposed Budget Operating Budget
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Services
and Other
Charges
apital 17%
Outlay
0%
HIGHLIGHTS & CHANGES
Overview: The proposed Recreation /Administration
Division expense budget is up $72,100, or 3.7% from
2011. Wages /salaries increase and higher prices for
apparel account for just under half of the increase.
Increased programming, resulting in increased
revenues, accounts for the other half. Revenues are
expected to increase by $59,800 in 2012.
Highlight /Change 1: Eagan will host a 6 -day adult softball tournament from August 13 -18, 2012 for the NAGAAA World
Series. It is estimated that 175 teams with approximately 3,500 players from around the country will participate in this
event.
Financial Impact: Revenue lines have been increased by $40,000 ($18,000 in field rental revenue and $22,000 in
concession revenue). Expense lines have been increased by $19,000.
Service Level Impact: None - This tournament takes place at a time when the fields are not being used by the local teams.
Highlight /Change 2: Addition of "Let's Play Music" classes to Preschool programs. This class has rapidly grown in popularity
since it was introduced in late -2010. It is offered through an independent contractor agreement.
Financial Impact: Estimated revenue to increase $23,900 and expense to increase $19,800
Service Level Impact: Enhanced programming for preschool participants.
Highlight /Change 3: Increased cost for apparel items due to a three -year bid expiring and the increased cost of cotton
raising the price of most items.
Financial Impact: Increase of $10,100 to account 6227
Service Level Impact: None.
Highlight /Change 4: Salaries /wages and related payroll taxes are proposed to increase.
Financial Impact: Increase of $23,500
Service Level Impact: None
EXPENDITURE SUMMARY
Adjusted Adopted
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 1,449,222 $ 1,462,849 $ 1,520,400 $ 1,556,300
Parts and Supplies 77,851 88,814 94,400 117,000
Services and Other Charges 307,826 292,323 348,300 353,000
Capital Outlay 3,485 6,832 6,300 4,900
Merchandise for Resale 4,888 5,324 5,500 15,800
Total $ 1,843,271 $ 1,856,142 $ 1,974,900 $ 2,047,000
87
41 City otFapa
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel 2009 2010 2011
Director of Parks and Recreation 1 1 1
Superi ntendent of Operations 1 1 1
Recreation Program Supervisor 3.1 3.1 3.1
Recreation Progra m Assistant 1 1 1
Clerical Technicians 4.4 4.4 4.4
Recreation Program Manager 1 1 1
Recreation Facility Manager 1 1 1
Total 12.5 12.5 12.5
2012 WORK PLAN
Activity
Routine
1 Provide department administration - Parks, Recreation & Revenue Facilities
2 Providing recreation programs and services
3 Oversee development and construction projects
4 Prepare information for City Council
5 Provide support to Advisory Parks Commission
6 Provide program registration, facility reservations, and answer public inquiries
7 Provide support for special events and community partner groups.
8 Respond to concerns and suggestions from residents
9 Account for collection of revenues from all department facilities and programs
2012 Proposed Budget Operating Budget
88
2012
1
1
3.1
1
4.4
1
1
12.5
Hours
2,080
2,080
6,448
2,080
9,152
2,080
2,080
26,000
2012 Proposed Budget Operating Budget
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIES AND WAGES- REGULAR $ 893,736 $ 884,477 $ 895,800 $ 924,500
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES- TEMPORARY 261,676 277,288 303,300 316,800
6131 OVERTIME-TEMPORARY 965 1,338 -
6142 PERA - COORDINATED 68,079 73,477 77,100 79,700
6144 FICA 83,608 84,233 90,900 93,900
6151 HEALTH INSURANCE 121,048 122,170 135,500 126,100
6152 LIFE INSURANCE 1,666 1,583 -
6154 DISABILITY- LONG TERM 2,924 2,742 -
6155 WORKERS COMPENSATION 15,520 15,111 17,100 14,800
6157 RETIREE HEALTH INSURANCE - 430 700 500
PERSONAL SERVICES 1,449,222 1,462,849 1,520,400 1,556,300
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 2,671 3,879 4,200 4,000
6211 OFFICE PRINTED MATERIAL/FORMS - 154 400 200
6212 OFFICE SMALL EQUIPMENT - 205 700 700
6215 REFERENCE MATERIALS 48 48 - -
6220 OPERATING SUPPLIES - GENERAL 2,951 4,858 9,800 12,100
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 524 164 600 400
6224 CLOTHING /PERSONAL EQUIPMENT 9,006 7,839 4,400 2,900
6227 RECREATION EQUIPMENT /SUPPLIES 62,651 70,495 73,700 92,400
6270 COMPUTER SOFTWARE - 1,173 600 4,300
PARTS & SUPPLIES 77,851 88,814 94,400 117,000
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL - 999 900
6320 INSTRUCTORS 40,629 38,681 59,700 72,000
6325 VET /KENNELCHARGE /ANIMALDISPOSAL 45 - -
6326 ATHLETIC TEAM SANCTION FEES 7,886 7,536 8,100 7,800
6327 SPORTING EVENT OFFICIALS 84,391 81,024 88,500 85,700
6328 SPECIAL EVENTS /ADMISSION FEES 6,235 2,025 6,800 3,500
6329 TOURNAMENT FEES 4,160 3,680 3,700 3,700
6331 PROGRAM SCHOLARSHIPS 4,347 6,194 4,500 6,500
6346 POSTAGE 10,988 9,846 12,100 13,900
6351 PAGER SERVICE FEES 928 1,102 -
6353 PERSONAL AUTO /PARKING 6,205 6,111 8,900 6,600
6355 CELLULAR TELEPHONE SERVICE 9,506 10,214 8,000 8,300
6357 ADVERTISING /PUBLICATION 6,982 5,478 12,300 14,500
89
Cont'd on next page
4 City of Bap
2012 Proposed Budget Operating Budget
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
Actual Actual Budget Budget
SERVICES & OTHER CHARGES CONT'D 2009 2010 2011 2012
6370 GENERAL PRINTING AND BINDING 899 91 400 400
6385 INSURANCE 8,700 8,700 8,900 8,900
6457 MACHINERY AND EQUIPMENT 1,109 2,900 1,500
6475 MISCELLANEOUS 27,333 25,987 30,000 33,200
6476 CONFERENCES AND SCHOOLS 7,929 8,644 6,400 6,800
6477 LOCAL MEETING EXPENSES 5,400 1,489 3,200 3,200
6478 TUITION REIMBURSEMENT - 1,600 3,300
6479 DUES AND SUBSCRIPTIONS 379 2,015 2,100 1,900
6480 LICENSES, PERMITS AND TAXES 776 938 300 400
6482 AWARDS, JUDGEMENTS AND LOSSES - - -
6487 VISA/MC BANK CHARGES 8,755 10,370 8,100 9,900
6515 BUILDING RENTAL - INTERNAL EXPENSES 54,953 51,989 57,600 50,000
6535 OTHER CONTRACTUAL SERVICES 4,478 3,045 6,800 3,500
6550 TRANSPORTATION SERVICES 5,923 5,057 7,400 6,600
SERVICES & OTHER CHARGES 307,826 292,323 348,300 353,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT 3,485 6,832 6,300 4,900
CAPITAL OUTLAY 3,485 6,832 6,300 4,900
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 4,888 5,324 5,500 15,800
MERCHANDISE FOR RESALE 4,888 5,324 5,500 15,800
TOTAL PARKS & RECREATION - RECREATION
$ 1,843,271 $ 1,856,142 $ 1,974,900 $ 2,047,000
3.65%
90
41* City of Ea
2012 Proposed Budget Operating Budget
This page left intentionally blank
91
Lily of an
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
2012 Proposed Budget Operating Budget
Expenditures as % of General Fund
The purpose of the Parks Division of the Parks &
Recreation Department is to:
• Provide safe opportunities for residents
Parks, 7.O%
to gather as a community
• Support league, tournament and public
play.
• Ensure the availability of clean, safe,
quality facilities, play features and
amenities
• Facilitate reservations, community -based
special events and recreational initiatives
• Coordinate the development of new park features and amenities per the budget and
• Cooperate and coordinate with other providers of community recreational facilities
• Maintain the visual and physical integrity of City parks and grounds
• Assist other City Departments as required and /or requested
CIP
The Parks Division is responsible for the following functions:
• Implementing an effective turf and grounds management
• Repairing and maintain park buildings, structures and hardscapes
• Promptly responding to citizen requests
• Creating and maintaining winter recreational opportunities, assisting with snow removal
• Providing logistical and physical support to special events
• Supporting departmental recreational programs
• Constructing and installing new park features and amenities
PERFORMANCE INDICATORS
2009 2010 2011 2012
Description Actual Actual Estimate Target
%of citizens who rate park facilities as good or excellent 95% 95% 95% 95%
%of pavilion /shelter users rating service and cleanliness as 95% 95% 95% 95%
Games canceled on City fields due to nonweather related 2 2 <3 <3
Outdoor hockey rinks with skatable ice 15 15 15 15
Acres mowed regularly by Parks staff 485 475 465 465
Adult team overall ave. ratings of league softball sites (0 -5) 4 4 4 4
Playground Replacement or Upgrades 5 2 2 2
Irrigation Systems maintained year round 26 29 29 30
92
4 11* City of Evan
Personal
Services
64%
Expenditure by Category
2012 Proposed Budget Operating Budget
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Capital
Outlay
2%
Parts and
Supplies
18%
Services
and Other
Charges
16%
thereof is increasing as is the cost of cleaning the aging materials
items (6223) Cleaning Supplies and (6233) Building Repair Supplies is
Financial Impact: An increase of $1,000 in 6223 and $1,500 in 6233
Service Level Impact: None
Highlight / Change 2: Fuel costs will increase based upon historical records of gallons used and projections of the
cost for fuel.
Financial Impact: Increase of $10,000 over the 2011 budget
Service Level Impact: None
Highlight / Change 3: Because of the conversion of the last of the City -owned houses from propane to less
expensive natural gas, there will be no more requests for funding for the Heating Oil /Propane line item and an
increase in the request for natural gas.
Financial Impact: Reduction of $4,000 from line item 6243 (reduce to $0) and an increase of $1,500 in 6410 for a
net reduction of $2,500 from the 2011 budget
Service Level Impact: None
Highlight / Change 4: A data line has been installed in the Eagan Art House.
Financial Impact: Increase of $1,200 over the 2011 budget
Service Level Impact: Improved customer service for students at the Art House
Highlight / Change 5: Repair of mobile equipment made possible by a well- maintained fleet and well- equipped
shop.
Financial Impact: Reduction of $3,500 from the 2011 budget level
Service Level Impact: Reduced down time with in -house repairs
Highlight / Change 6: Alterations in products and methods of application for turf maintenance and landscape
supplies (6253) have been made, reducing costs.
Financial Impact: Reduction of $3,100 from the 2011 budget level
Service Level Impact: None
93
HIGHLIGHTS & CHANGES
Overview: The proposed Parks Division
budget is up $9,700, or 0.5% over the 2011
budget, primarily due to salary /wage rate
increases.
Highlight / Change 1: Park buildings and
amenities are aging. The frequency with
which repairs are required and the cost
and surfaces. An increase in two related line
being requested.
City of aill
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
EXPENDITURE SUMMARY
Adjusted Adopted
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 1,313,676 $ 1,275,177 $ 1,259,500 $ 1,243,700
Parts and Supplies 247,214 275,612 353,400 359,300
Services and Other Charges 237,396 266,321 300,900 301,900
Capital Outlay 19,132 13,749 28,200 46,800
Total $ 1,817,418 $ 1,830,860 $ 1,942,000 $ 1,951,700
POSITION INVENTORY
Personnel
Director of Parks and Recreation
Parks Superintendent
Park Maintenance Supervisor
Park Operations Supervisor
Park Maintenance Workers
Total
2012 WORK PLAN
Activity
2012 Proposed Budget Operating Budget
2009 2010 2011
0 0 0
0.85 0.85 0.6
1 1 1
1 1 1
9.4 9.4 9.4
12.25 12.25 12.00
2012 Hours
0.6 1,248
1 2,080
1 2,080
9.4 19,552
12.00 24,960
Routine
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 Install new park features
4 Mow boulevards and turf at all City buildings
5 Prepare athletic fields for community and league use
6 Provide support for special events and scheduled use of facilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepare and monitor divisional budget and CIP
10 Administration and supervision
11 Provide input and logistical support to the APrC
12 Implement CI P initiatives
13 Implement master planning process /recommendations, 20/20 & PE
94
*City orEapi
2012 Proposed Budget Operating Budget
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIESANDWAGES- REGULAR $ 747,209 $ 697,960 $ 679,200 $ 691,600
6112 OVERTIME - REGULAR 21,171 27,127 24,500 24,500
6130 SALARI ES AND WAGES- TEMPORARY 247,165 258,942 258,700 242,000
6131 OVERTIME - TEMPORARY 1,957 1,778 5,000 5,000
6142 PERA- COORDINATED 60,166 59,937 55,300 55,900
6144 FICA 75,217 72,499 74,000 73,700
6151 HEALTH INSURANCE 127,233 122,793 128,400 123,000
6152 LI FE I NSURANCE 1,547 1,440
6154 DISABILITY- LONG TERM 2,755 2,636
6155 WORKERS COMPENSATION 29,256 29,391 33,400 27,400
6157 RETIREE HEALTH INSURANCE - 673 1,000 600
PERSONAL SERVI CES 1,313,676 1,275,177 1,259,500 1,243,700
PARTS & SUPPLIES
6210 OFFICESUPPUES 223 154 500 500
6215 REFERENCE MATERIALS 58 - 200 200
6220 OPERATI NG SUPPU ES-GENERAL 9,323 9,055 14,500 14,500
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 1,214 1,207 3,000 3,000
6223 BUILDING /CLEANING SUPPLI ES 12,940 12,419 15,000 16,000
6224 CLOTHING /PERSONAL EQUIPMENT 914 1,451 5,900 6,200
6227 RECREATION EQUIPMENT /SUPPLIES 302 - - -
6231 MOBILE EQUIP REPAIR PARTS 41,644 45,515 47,000 47,000
6233 BUILDING REPAIR SUPPLIES 10,967 20,372 15,500 17,000
6234 FIELD /OTHER EQUIPMENTREPAIR 8,028 9,244 16,000 16,000
6235 FUEL, LUBRICANTS, ADDITIVES 48,668 66,031 85,000 95,000
6239 PARK FACILITY REPAIR PARTS 1,877 1,342 4,000 4,000
6240 SMALL TOOLS 2,046 3,995 2,800 3,000
6243 HEATING OIL/PROPANE /OTHER FUEL 9,636 6,176 4,000 -
6251 ATHLETIC FIELD SUPPLIES 12,250 18,640 29,500 29,500
6252 PARKS & PLAY AREA SUPP LI ES 17,776 12,523 26,000 26,000
6253 TURF MTN & LANDSCAPE SUPPLIES 66,625 64,254 79,500 76,400
6257 SIGNS & STRI PI NG MATERIAL 2,722 3,235 5,000 5,000
PARTS & SUPPLIES 247,214 275,612 353,400 359,300
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL 383 1,773
6347 TELEPHONE SERVICE & LINE CHG 8,174 8,178 10,000 11,200
6351 PAGER SERVICE FEES - - 700 700
6353 PERSONALAUTO /PARKING 10 400 300
6354 CAR WASHES - 100 100
6355 CELLULAR TELEPHONE SERVICE 334 4,500 4,500
6357 ADVERTISING /PUBLICATION 66 - -
6385 INSURANCE 86,900 86,900 88,600 88,600
6405 ELECTRICITY 68,380 67,906 76,200 76,500
6410 NATURAL GAS SERVICE 9,737 10,732 15,000 16,500
6425 MOBILE EQUIPMENT REPAIR LABOR 4,532 4,736 11,000 7,500
6426 SMALLEQUIPMENTREPAIR -LABOR 226 190 500 500
6427 BLDG OPERATIONS /REPAIR -LABOR 6,033 9,967 11,400 11,500
6428 FIELD /OTHER EQUIP REPAIR -LABOR 5,948 7,910 8,000 8,500
6431 PARK FACILITY REPAIR -LABOR 4,213 5,820 6,500 7,000
95
Continued on next page
41/ City of Ea
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
2012 Proposed Budget Operating Budget
Actual Actual Budget Budget
Acct SERVICES & OTHER CHARGES CONTD 2009 2010 2011 2012
6457 MACHINERY AND EQUIPMENT $ 2,670 $ 1,749 $ 5,500 $ 5,500
6476 CONFERENCES AND SCHOOLS 999 3,333 1,600 1,600
6477 LOCAL MEETING EXPENSES - 2,200 1,600
6479 DUES AND SUBSCRIPTIONS 428 170 300 300
6480 LICENSES, PERMITS AND TAXES 272 6,280 600 1,000
6535 OTHER CONTRACTUAL SERVICES 2,917 9,413 7,200 7,200
6537 JANITORIAL SERVICE 6,654 5,861 7,600 7,600
6539 WASTE REMOVAL/SANITATION SERV 6,817 12,791 16,600 16,800
6561 TEMPORARY HELP -LABOR /CLERICAL 15,313 17,014 17,000 17,500
6565 SEALCOATING- STREETS/TRAILS 6,725 5,265 9,400 9,400
SERVICES & OTHER CHARGES 237,396 266,321 300,900 301,900
CAPITAL OUTLAY
6620 BUILDINGS 11,826 664 11,300 19,200
6630 OTHER IMPROVEMENTS 5,058 10,983 12,500 11,500
6660 OFFICE FURNISHINGS /EQUIPMENT - 661 - 1,000
6670 OTHER EQUIPMENT 2,247 1,441 4,400 15,100
CAPITAL OUTLAY 19,132 13,749 28,200 46,800
TOTAL PARKS & RECREATION - PARKS $ 1,817,418 $ 1,830,860 $ 1,942,000 $ 1,951,700
96
0.50%
4 pt of Ea
2012 Proposed Budget Operating Budget
This page left intentionally blank
97
4 City of Eagan
Parks & Recreation — Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation
Department is to:
• Maintain existing trees and landscaping
in parks, public facilities, and boulevards
• Install new trees and landscaping in
parks, public facilities, and boulevards
• Review and manage tree preservation
per the City Tree Preservation Ordinance
The Tree Conservation Department is responsible
for the following functions:
• Conduct the City shade tree disease
program
• Conduct the annual City- sponsored Arbor Day program
• Conduct the biennial public tree sale
PERFORMANCE INDICATORS
2012 Proposed Budget Operating Budget
98
Expenditures as % of General Fund
Tree
Conserva-
tion, 1.8%
2009 2010 2011 2012
Description Actual Actual Estimate Target
La ndscape beds maintained 680 680 685 690
% of private oak wi It sites that perform recommended /needed
management activities 90% 90% 90% 90%
Buckthorn pickups 110 155 160 165
Linnear miles of boulevard streets to manage tree architecture 164 165 165 165
Percenta ge of the esti mated 700 park ash trees 68% 68% 68% 68%
actively managed for Emerald Ash Borer
4 City of Eat
Personal
Services
73%
Expenditure by Category
Capital
Outlay
8%
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
2012 Proposed Budget Operating Budget
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Parts and
Supplies
11%
Services
and Other
Charges
8%
Highlight / Change 2: More chemical products are being requested in order to account for the potential cost of the
additional materials necessary for preventative Emerald Ash Borer treatments of trees located on City properties.
Financial Impacts: Increase of $2,800
Service Level Impact: None, minimizing the need for future removals
Highlight / Change 3: The current financial situation has resulted in additional requests for aid to remove diseased
oaks and also an increase in the number of homeowners being unable to afford the cost. As a result, the Division is
shouldering more of the financial burden for the oak wilt cost share.
Financial Impacts: Increase of $2,000 to line 6860
Service Level Impact: May reduce the staff time necessary to process forced removals.
Highlight / Change 4: Additional request for seasonal labor to account for the addition of non -park City facilities,
amenities and plantings for which the Division assumes landscape maintenance responsibilities including Fire
Station 2, the Cliff Lake median, Service Memorial, roundabouts, and Old Town Hall along with pending
improvements to the Cedarvale corridors.
Financial Impacts: Increase of $7,000 to line 6130 account for the hours equivalent to one seasonal position
Service Level Impacts: Allows for maintenance at additional sites in accordance with current City standards
Adjusted Adopted
Actual Actual Budget Budget
2009 2010 2011 2012
$ 348,123 $ 340,982 $ 352,900 $ 357,600
38,675 45,655 54,600 56,200
13,820 105,103 36,900 37,200
31,596 41,708 35,000 40,000
16,993 5,708 5,000 7,000
$ 449,207 $ 539,155 $ 484,400 $ 498,000
99
HIGHLIGHTS & CHANGES
Overview: The proposed Tree Conservation
Division budget is up $13,600, or 2.8% over
2011.
Highlight /Change 1: Fuel costs are projected
to increase.
Financial Impacts: Increase of $2,700 to line
6235.
Service Level Impact: None
EXPENDITURE SUMMARY
41 0 1 ` City of Ea n
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel 2009 2010 2011 2012 Hours
Supervisor of Forestry 1 1 1 1 2,080
Parks Superintendent 0.15 0.15 0.1 0.1 208
Park Maintenance Worker 1 1 1 1 2,080
Forester /Maintenance 0.6 0.6 0.6 0.6 1,248
2012 WORK PLAN
Activity
Routine
1 Administrative and supervisory responsibilities
2 Maintenance of trees in city parks, public facilities, and boulevards
3 Maintenance of landscape plants in city parks, public facilities, and boulevards
4 Insect and plant disease monitoring and treatment activities
5 Provide support to other departments and divisions
6 Implement invasive plant management activities
7 Plan for and implement public tree sale
2012 Proposed Budget Operating Budget
100
401 City of Fa ao
TOTAL TREE CONSERVATION
2012 Proposed Budget Operating Budget
Parks & Recreation - Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIESANDWAGES- REGULAR $ 188,211 $ 188,034 $ 178,800 $ 182,400
6112 OVERTIME - REGULAR 987 79 2,000 2,000
6130 SALARIES AND WAGES- TEMPORARY 84,837 84,464 96,000 103,000
6131 OVERTIME - TEMPORARY 115 8 1,000 1,000
6142 PERA- COORDINATED 13,503 13,164 13,200 13,400
6144 FICA 20,221 19,972 21,300 22,100
6151 HEALTH INSURANCE 30,814 25,550 30,700 25,300
6152 LIFEINSURANCE 357 340 -
6154 DISABIUTY - LONGTERM 651 634 - -
6155 WORKERS COMPENSATION 8,426 8,646 9,800 8,400
6157 RETIREE HEALTH I NSURANCE - 93 100
PERSONAL SERVICES 348,123 340,982 352,900 357,600
PARTS & SUPPLIES
6210 OFFICESUPPLIES 700 152 500 500
6215 REFERENCE MATERIALS - - 100 100
6220 OPERATINGSUPPLIES- GENERAL 3,271 2,663 6,000 6,500
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 312 487 800 800
6224 CLOTHING /PERSONALEQUIPMENT 1,955 2,076 1,700 1,900
6230 REPAIR /MAINTENANCESUPP -GENL 47 352 - -
6231 MOBILE EQUIP REPAIR PARTS 2,327 5,698 3,000 3,000
6235 FUEL, LUBRICANTS, ADDITIVES 6,705 9,449 11,800 13,100
6240 SMALL TOOLS 1,551 2,040 6,700 2,500
6244 CHEMICALS & CHEMICAL PRODUCTS 14,144 12,983 15,000 17,800
6250 LANDSCAPE MATERIAL & SUPPU ES 7,665 9,756 9,000 10,000
PARTS & SUPPLIES 38,675 45,655 54,600 56,200
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL 3,274 5,389 3,600 3,700
6346 POSTAGE - 20 100 100
6351 PAGER SERVICE FEES 64 86 100 -
6353 PERSONALAUTO /PARKING 69 54 100 100
6355 CELLULAR TELEPHONE SERVICE 1,132 1,714 1,600 1,600
6370 GENERAL PRI NTI NG AND BI NDI NG 86 344 300 300
6385 INSURANCE 3,000 3,000 3,100 3,100
6425 MOBILE EQUIPMENT REPAIR LABOR 319 317 800 1,000
6457 MACHINERY AND EQUIPMENT 220 759 3,000 3,000
6475 MISCELLANEOUS - 135 - -
6476 CONFERENCES AND SCHOOLS 773 838 1,000 1,000
6477 LOCAL MEETI NG EXPENSES 100 100
6479 DUES AND SUBSCRIPTIONS 229 145 200 300
6480 LICENSES, PERMITS AND TAXED - 36 -
6535 OTHERCONTRACTUALSERVICES 3,186 79,358 17,500 17,500
6545 TREE REMOVAL 1,470 12,907 5,000 5,000
6569 MAINTENANCE CONTRACTS - - 400 400
SERVICES & OTHER CHARGES 13,820 105,103 36,900 37,200
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS 28,817 35,946 35,000 35,000
6660 OFFICE FURNISHINGS /EQUIPMENT 1,648 -
6670 OTHER EQUIPMENT 2,779 4,114 5,000
CAPITAL OUTLAY 31,596 41,708 35,000 40,000
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 11,567
6860 COSTSHARING - OAKWILT 5,426 5,708 5,000 7,000
MERCHANDISE FOR RESALE 16,993 5,708 5,000 7,000
101
$ 449,207 $ 539,155 $ 484,400 $ 498,000
2.81%
City of Eau
PURPOSE & DESCRIPTION
The purpose of the Government Buildings
Department is to:
• Provide for the general maintenance,
repair and operation of the
municipal center, police department,
fire administration building and
municipal maintenance facility
• Provide a safe and clean working I
environment for staff and visitors
• Act as a building maintenance
resource for other City facilities
PERFORMANCE INDICATORS
Description
Square footage of buildings maintained
Buildings controlled by Energy Management System
2012 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
Expenditures as % of General Fund
Gov.
Buildings,
2.6%
The Government Buildings Department is responsible for the following functions:
• Maintain mechanical and operating systems in five municipal buildings
• Maintain life safety and building equipment under vendor contracts including generators and fire systems
• Manage vendor contracts for elevator, janitorial and waste hauler services
• Monitor building cleaning by the contracted janitorial service, which includes interior office spaces,
meeting rooms, kitchens, bathrooms and open areas and supervise specialized services such as window
cleaning, carpet cleaning, or tile maintenance
• Coordinate tenant support, security and property maintenance for buildings and property purchased by
the City for redevelopment
Maintenance contracts monitored 8 11 12 15
Light bulbs used per year for recycling 700 417 695 500
Hours backup generator runs (per MPCA) 95 80 100 95
E -mail Work order requests 356 354 450 450
102
2009 2010 2011 2012
Actual Actual Estimate Target
200,000 204,000 204,000
2 2 3
196,000
3
11 0 ° ` City of Ea
Service
and Othe
Charges
69%
Expenditure by Category
2012 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
Capital
Outlay
4%
Personal
Services
18%
Parts and
Supplies
9%
HIGHLIGHTS & CHANGES
Overview: The proposed Government
Buildings budget is up $25,900, or 3.6% from
the 2011 budget. Assumptions for the 2012
budget include adding the care and
maintenance of the new Fire Safety Campus,
removing old Fire Station 2 and the Old Fire
Administration Building from the scheduled
maintenance and continuing the coordinated
approach to caring for government buildings.
The change to incorporate all Fire Stations into
Government Buildings during 2011 is still being monitored. Although there is a better understanding of care and
maintenance issues with Fire Stations 1- 3 -4 -5, careful monitoring of costs to evaluate ways to enhance cost
efficiencies will continue. With the addition of the new Fire Station 2 (Fire Safety Campus), the 2012 budget will
continue to be monitored to develop the long -term strategic plan for care of government buildings.
A more consolidated approach to establishing how and when infrastructure or furniture /fixtures are replaced
throughout all government buildings will help to quantify when replacement should be made as well as define
more accurate costs to plan for the future. Continuing to develop that process will remain a high priority in 2012.
Highlight /Change 1: Like any new building, the ongoing costs associated with the addition of Fire Station 2 (Fire
Safety Campus) are still unknown. During the majority of 2012 many of the infrastructure components of the
building will be covered by warranty so will not have a significant financial impact. Subsequent years however will
see steadily escalating costs as the highly technical equipment in the building will need to be maintained and
replaced. Developing a renewal and replacement schedule will be crucial to this on -going review.
Financial Impact: Minimal in 2012; significant increase in subsequent years.
Service Level Impact: To prudently maintain City infrastructure.
Highlight /Change 2: The cost of the electrical testing and monitoring of the municipal campus generator is
actually an annual cost, rather than a bi- annual cost as it was believed to be during the budget process for 2011.
Financial Impact: Increase of $9,100
Service Level Impact: This is necessary to maintain the integrity of the municipal campus generator, which
provides significant energy cost savings.
Highlight /Change 3: With the recent energy enhancements, coupled with the monitoring of monthly bills, there
has been a decrease in the use of natural gas. It is expected that Fire Station 2 will have minimal impact on natural
gas and will in fact be less than the old Fire Administration Building.
Financial Impact: Decrease of $10,000
Service Level Impact: To prudently manage costs associated with the care and maintenance of government
buildings.
Highlight /Change 4: Capital outlay incorporates all requests received to date that would not be included in the
General Facilities Renewal & Replacement fund requests.
Financial Impact: Increase of $33,700 ($1,500 for computers, $2,500 for City Hall improvements, $7,300 for Fire
stations, $5,000 for Police and $17,350 for improvements to buildings on the central maintenance campus.)
Service Level Impact: These items maintain City infrastructure and /or offer cost savings.
103
City of EakaQ
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
EXPENDITURE SUMMARY
Adjusted Adopted
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 126,455 $ 127,169 $ 129,100 $ 131,000
Parts and Supplies 47,363 47,980 62,700 66,900
Services and Other Charges 380,606 389,767 507,000 507,100
Capital Outlay 1,247 16,500 33,700
Total $ 555,672 $ 564,915 $ 715,300 $ 738,700
POSITION INVENTORY
Personnel 2009 2010 2011
Building Maintenance Workers 2
Total
2012 WORK PLAN
Activity
2012 Proposed Budget Operating Budget
104
2 2
Routine
1 Building maintenance and management of HVAC systems, building rounds
2 Recycling,setting up and tear down of rooms, snow removal, cleaning carpets and rooms
3 Vendor relations involving contracts and repairs
4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations
2012 Hours
2 4,160
2 4,160
City of Eaiao
6620 BUILDINGS
CAPITAL OUTLAY
CAPITAL OUTLAY
TOTAL GOVERNMENT BUILDINGS
2012 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
LINE ITEM DETAIL
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2009 2010 2011 2012
6110 SALARIES AND WAGES- REGULAR $ 88,904 $ 89,972 $ 88,600 $ 92,500
6112 OVERTIME - REGULAR 2,423 500 -
6130 SALARIESANDWAGES - TEMPORARY -
6142 PERA- COORDINATED 5,963 6,115 6,500 6,700
6144 FICA 6,730 6,231 6,800 7,100
6151 HEALTH INSURANCE 17,945 20,454 22,200 21,000
6152 LIFE INSURANCE 186 211 - -
6154 DISABIUTY - LONGTERM 317 358 - -
6155 WORKERS COMPENSATION 3,988 3,597 4,100 3,500
6157 RETIREE HEALTH INSURANCE - 230 400 200
PERSONAL SERVICES 126,455 127,169 129,100 131,000
PARTS & SUPPLIES
6210 OFFICESUPPLIES 40 100 100
6220 OPERATI NG SUPPU ES-GENERAL 41 750 1,000 1,000
6222 MEDICAL/RESCUE /SAFETYSUPPUES 1,414 1,109 200 200
6223 BUILDING /CLEANINGSUPPLIES 18,744 13,235 21,000 21,000
6224 CLOTHING /PERSONALEQUIPMENT 464 87 500 500
6230 REPAIR /MAINTENANCESUPP -GENL 172 80 700 700
6231 MOBILE EQUIP REPAIR PARTS 303 12 200 200
6232 SMALL EQUIPMENT REPAIR PARTS - 52 -
6233 BUI LDI NG REPAIR SUPPU ES 21,871 16,023 22,100 23,200
6235 FUEL, LUBRICANTS, ADDITIVES 287 357 1,500 1,700
6240 SMALL TOOLS 92 81 200 300
6241 SHOPSUPPUES - 109 200 -
6243 HEATING OILJPROPANE/OTHER FUEL 3,934 15,893 15,000 16,000
6244 CHEMICALS /CHEMICAL PRODUCTS - 193 - 2,000
PARTS & SUPPU ES 47,363 47,980 62,700 66,900
SERVICES & OTHER CHARGES
6347 TELEPHONE SERVICE (BACKUP GENERATOR) 845 839 900 900
6351 PAGER SERVICE FEES 306 245 300 -
6353 PERSONALAUTO /PARKING - 100 100
6355 CELLULAR TELEPHONE SERVICE 34 1,000
6385 INSURANCE 10,100 10,100 10,300 10,300
6405 ELECTRICITY 149,308 143,621 175,000 170,000
6410 NATURAL GAS SERVICE 62,361 49,668 100,000 90,000
6426 MOBI LE EQUI PMENT REPAIR-LABOR 70 70 -
6427 BLDG OPERATIONS /REPAIR -LABOR 22,897 1,495 -
6477 LOCALMEETINGEXPENSES - - 100 500
6480 UCENSES, PERMITS AND TAXES 485 742 600 800
6535 OTHER CONTRACTUAL - 59,516 74,600 75,600
6537 JANITORIAL SERVICE 108,538 94,663 118,700 118,700
6539 WASTE REMOVAL/SANITATION SERV 2,453 3,843 7,200 7,600
6569 MAINTENANCE CONTRACTS 23,208 24,964 19,200 31,600
SERVICES & OTHER CHARGES 380,606 389,767 507,000 507,100
$ 555,671 $ 564,915 $ 715,300 $ 738,700
3.27%
105
1,247 16,500 33,700
1,247 - 16,500 33,700
`City of Eaaao
2012 Proposed Budget Operating Budget
This page left intentionally blank
106
Agenda Information Memo
August 15, 2011 Special City Council Meeting
V. 2012 CIVIC ARENA BUDGET
DIRECTION TO BE CONSIDERED:
1. To approve the 2012 Civic Arena Budget, 2011 -2012 rates, and the purchase of
2012 capital outlay items as presented.
Or
2. To approve the 2012 Civic Arena Budget, 2011 -2012 Rates, and the purchase of
2012 capital outlay items as modified.
Or
3. To provide direction to staff to make modifications to the material and return it to
a future City Council Agenda for further consideration and approval.
FACTS:
• The Civic Arena Budget is historically presented to the City Council in advance of
other Enterprise Fund budgets as operations basically run on a September 1
year matching the ice rental business season.
• As presented, the 2012 Civic Arena Budget is balanced and is increasing by
1.5% from $948,500 in 2011 to $963,200 in 2012.
• With more experience, the budget reflects more accurate costs associated with
the geothermal construction as well as more experience in operating the dry land
training space.
• The budget provides for the appropriate level of funding for renewal and
replacement and for the annual debt service payment.
• The Civic Arena is supported entirely by user fees and is not subsidized by
property taxes or any other outside revenue sources.
• The budget team —City Administrator Hedges, Director of Administrative
Services VanOverbeke, Chief Financial Officer Pepper, and Assistant City
Administrator Miller —has met with Department Director Juli Seydell Johnson to
review the proposed budget and operational issues. Finance Intern Amy Sun
has provided assistance to the Budget team in preparing the various materials.
• The general narrative is laid out in a fashion similar to previous years. The
budget is presented in the manner begun with the 2007 budget incorporating
13
additional information to continue the process of enhancing the budget to
become a better and more comprehensive planning, policy, and communications
tool.
• The budget team, Director Seydell Johnson, Superintendent of Operations
Mesko, and Campus Facilities Manager Vaughan will be present at the August
15 meeting to respond to any questions the City Council may have about the
proposed budget.
• Unless the City Council desires significant modifications to the proposed budget,
it would be appropriate to approve the 2012 budget, the 2011 -2012 rates and
purchase of 2012 capital outlay items at this meeting to allow additional planning
and advance notice before the new skating season begins.
ATTACHMENTS:
• Enclosed is the Proposed 2012 Civic Arena Budget.
�Lt
41 0 1 " City of Ekao
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Civic Arena is to:
• Provide a positive environment for residents and guests of all ages to
gather.
• Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
• Provide a high level of service, accessibility and professionalism to
expand revenue options to ensure the viability of this resource to the
community.
The Civic Arena is responsible for the following functions:
• Provide a wide variety of ice and dry floor related recreational opportunities for the public to enjoy.
• Capture a high level of revenue to offset operational costs, debt repayment and expand the retained
earnings capacity to accommodate future growth and expansion.
• Protect the city's community investment by maintaining the integrity and value of the building and its
amenities.
• Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
• On -going analysis of existing operation and research to find ways to expand the opportunities offered
year round in order to maximize the capital investment.
PERFORMANCE INDICATORS
2012 Proposed Budget
Operating Budget
i s
2009 2010 2011 2012
Description Actual Actual Estimate Target
Participants in skate school program 1,750 1,628 1,750 1,700
Summer hockey rental hours (June 15 -Aug 31) 1,000 800 950 800
Adult league team registrations 40 42 55 44
Dry floor events 5 6 5 5
Prime ice rental hours (Oct 15 - March 15) 3,100 3,100 3,100 3,100
City of Cain
Personal
Services
48%
Reserve for
Renewal &
Replace.
6%
Debt
Service
19%
Expenditure by Category
3%
2009
2010
2011
2012
actual actual
Electricity 103,457 135,763
Natural Gas 68,570 41,667
2012 Proposed Budget Operating Budget
Highlight /Change 1: Electric and gas costs have been modified to reflect more accurate gas and electrical costs as
monitored during late -2010 and early -2011. The chart below shows how staff calculated the budget amount based
on an assumed 5% increase in both utilities combined.
add 5%
172,027 177,430 186,302
Guarantee - 103,757
Budget amt 82,545
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Parts and
Supplies
5%
Services
and Other
Charges
18%
Capital
Outlay
1%
add 5%
195,617
- 107,907
87,710
HIGHLIGHTS & CHANGES
Financial Impact: $5,000 net increase from 2011
Service Level Impact: No impact to service — increased awareness of energy efficiency.
Highlight /Change 3: Wages /salaries and related payroll taxes are proposed to increase.
Financial Impact: $11,400 increase from 2011
Service Level Impact: None
Overview: The 2012 budget is up $14,700 or
1.6 %, from 2011. The budget reflects more
accurate costs associated with the geothermal
construction and any other impact from the
construction of the additional dry land training
space. This budget does include a $5 increase
in the prime -time hourly ice rates to remain
competitive with other area ice rinks. Non -
prime and off -peak ice rates are unchanged.
Highlight /Change 2: This is the second year maintenance contracts have increased to add the Harris Services
contract. Harris will monitor and service all equipment in the Arena and replace any of the equipment installed as
part of the 2010 geothermal project during the term of the maintenance contract. This contract is renewable
annually and provides the system monitoring to guarantee the 2012 guaranteed savings.
Financial Impact: $1,000 net increase from 2011
Service Level Impact: Will increase the care and service of remaining equipment in the building to ensure full
operation of building for users.
City of Ekon
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
EXPENDITURE SUMMARY
Depreciation Expense
POSITION INVENTORY - CIVIC ARENA
2012 Proposed Budget Operating Budget
Proposed
Actual Actual Budget Budget
Expenditure 2009 2010 2011 2012
Personal Services $ 444,986 $ 497,294 $ 453,400 $ 461,000
Parts and Supplies 54,888 47,974 50,800 46,900
Services and Other Charges 243,803 259,334 159,600 169,900
Capital Outlay 17,300 6,539 10,000 11,500
Merchandise for Resale 36,886 32,103 33,000 35,000
Debt Service 124,168 1,016,341 182,100 182,000
Reserve for Renewal & Replacement 59,600 56,900
Total $ 922,031 $ 1,859,585 $ 948,500 $ 963,200
$ 220,159 $ 382,507 $ - $
Personnel 2009 2010 2011 2012 Hours
Campus Facilities Manager 0.67 0.67 0.67 0.67 1,394
Campus Facilities Operations Coordinator 0.33 0.33 0.33 0.33 686
Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040
Custodian 0.50 0.50 0.50 0.50 1,040
Manager on Duty 0.67 0.67 0.67 0.67 1,394
Clerical Technician 0.20 0.20 0.20 0.20 416
Skating School Coordinator 1.00 1.00 1.00 1,00 2,080
Total 3.87 3.87 3.87 3.87 8,050
The Civic Arena and Cascade Bay share a number of staff. The Cascade Bay staff complement is shown below:
POSITION INVENTORY - CASCADE BAY
Personnel 2009 2010 2011 2012 Hours
Campus Facilities Manager 0.33 0.33 0.33 0.33 686
Campus Facilities Operations Coordinator 0.67 0.67 0.67 0.67 1,394
Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040
Custodian 0.50 0.50 0.50 0.50 1,040
Manager on Duty 0.33 0.33 0.33 0.33 686
Clerical Technician 0.40 0.40 0.40 0.40 832
Total 2.73 2.73 2.73 2.73 5,678
I-7
City of Cap
Activity
2012 Proposed Budget Operating Budget
Routine
1 Respond to public comments or requests via phone or in person
2 Daily maintenance of ice and cleaning of building
3 Manage the building infrastructure to ensure efficient, safe and clean environment
4 Develop promotional materials for facility
5 Recruit, hire, train and supervise temporary and part time employees
6 Provide work direction to ensure high level of customer service is maintained
7 Manage staff scheduling and training to meet the demands of the building
8 Provide support to the day -to -day concessions operation
9 Establish and manage skate school program and auxilliary events
10 Provide input and directions pertaining to policies, budget and general operation of CA
11 Develop and manage capital improvements and long range planning
12 Develop and manage policies & procedures that best meet the needs of the community
Actual Actual Budget Budget
Acct REVENUES 2009 2010 2011 2012
4304 OTHER REVENUE $ $ $ $ 800
4305 EQUIPMENT RENTAL 7,862 9,595 7,500 9,400
4310 PARK PROGRAM REVENUE NON -TAX 109,883 112,823 120,000 121,700
4311 PARK PROGRAM REVENUE 117,812 113,668 118,700 125,600
4312 CONCESSION SALES 55,080 54,507 68,000 64,000
4314 MERCHANDISE SALES - TAXABLE 5,255 6,952 5,500 5,500
4315 MERCHANDISE SALES - NON TAXABLE 903
4320 MARKETING REVENUE 16,937 12,600 19,000 16,000
4322 VENDING (CITY OWNED) 11,490 13,398 12,000 14,000
4323 VENDING (VENDORS) 6,081 4,540 6,000 5,000
4324 ROOM RENTAL 726 3,586 3,600 6,000
4325 ROOM RENTAL NON -TAX 1,950 6,122 3,000 6,500
4326 FACILITY /ICE RENTAL 125,287 97,533 132,000 125,200
4327 FACILITY RENTAL NON -TAX 429,353_ 449,102 453,200 463,500
TOTAL CIVIC ARENA REVENUES
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
g
2012 WORK PLAN
REVENUE SUMMARY
$ 887,716 $ 885,330 $ 948,500 $ 963,200
1.55%
4 City oiBkan
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
EXPENDITURES DETAIL
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES - REGULAR
6112 OVERTIME -- REGULAR
6130 SALARIES AND WAGES- TEMPORARY
6131 OVERTIME-TEMPORARY
6142 PERA - COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
2012 Proposed Budget Operating Budget
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 412 308 800 400
6211 OFFICE PRINTED MATERIAL/FORMS - - 100
6220 OPERATING SUPPLIES- GENERAL 21,377 17,600 16,400 17,000
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 100 644 700 400
6223 BUILDING /CLEANING SUPPLIES 6,017 5,402 6,500 6,000
6224 CLOTHING /PERSONAL EQUIPMENT 339 873 900 900
6230 REPAIR/MAINTENANCE SUPP-GENL 16,327 15,526 16,900 15,500
6233 BUILDING REPAIR SUPPLIES 5,325 4,539 5,000 4,500
6235 FUEL, LUBRICANTS, ADDITIVES - 119 100 100
6240 SMALL TOOLS 280 332 400 300
6241 SHOP MATERIALS 279 380 500 300
6244 CHEMICALS & CHEMICAL PRODUCTS 4,432 2,250 2,500 1,500
TOTAL PARTS & SUPPLIES 54,888 47,974 50,800 46,900
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL 200 - 100 100
6314 AUDITING 700 900 800 800
6327 SPORTING EVENT OFFICIALS - -
6346 POSTAGE 182 195 500 200
6347 TELEPHONE SERVICE & LINE CHG 1,449 1,092 1,500 1,500
6348 MATRIX SERVICE & REPAIR - 112 300 200
6353 PERSONAL AUTO /PARKING 248 103 300 200
6355 CELLULAR TELEPHONE SERVICE 496 821 800 600
6357 GENERAL ADVERTISING 6,982 6,147 6,000 6,000
6370 GENERAL PRINTING AND BINDING 1,542 1,310 1,600 1,400
6385 INSURANCE 7,800 7,800 7,800 7,800
6405 ELECTRICITY 103,457 135,763 65,000 81,700
6410 NATURAL GAS SERVICE 68,570 41,667 15,000 6,000
6457 MACHINERY AND EQUIPMENT 1,976 5,235 3,000 3,500
Actual Actual Budget Budget
2009 2010 2011 2012
196,845 $ 237,781 $ 198,900 $ 206,300
104 155 500
160,663 153,236 160,000 158,100
16 -
19,512 23,346 14,500 15,000
25,509 27,458 27,500 27,900
34,097 45,726 43,600 42,300
364 454 -
652 808 -
7,226 8,462 8,200 11,300
- (132) 200 100
444,986 497,294 453,400 461,000
4 , 11 ` City otEapn
CAPITAL EQUIPMENT ALLOCATION
RESERVE FOR RENEWAL& REPLACEMENT
2012 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Actual Actual Budget Budget
2009 2010 2011 2012
6475 MISCELLANEOUS $ - $ - $ 600 $ 600
6476 CONFERENCES AND SCHOOLS 1,420 995 1,000 900
6477 LOCAL MEETING EXPENSES (49) 10 100 100
6479 DUES AND SUBSCRIPTIONS 680 889 700 1,000
6480 LICENSES, PERMITS AND TAXES 433 1,457 400 500
6483 DISPOSAL OF PROPERTY 4,651 -
6487 VISA /MC BANK CHARGES 4,018 5,879 5,000 5,000
6535 OTHER CONTRACTUAL SERVICES 30,005 20,121 6,000 7,000
6539 WASTE REMOVAL/SANITATION SERV 3,204 3,582 3,000 3,700
6569 MAINTENANCE CONTRACTS 10,491 20,604 40,100 41,100
SERVICES AND OTHER CHARGES 243,803 259,334 159,600 169,900
CAPITAL OUTLAY
6640 MACHINERY /EQUIPMENT - -
6660 OFFICE FURNISHINGS & EQUIPMENT 2,384 -
6670 OTHER EQUIPMENT 14,917 6,539
CAPITAL OUTLAY 17,300 6,539
DEBT SERVICE
6491 INTEREST 53,737 75,910
PRINCIPAL 70,000 940,000
6492 PAYING AGENT /BOND DESTRCTN FEE 431 431
TOTAL DEBT SERVICE 124,168 1,016,341
0
EXPENDITURES DETAIL (CONT'D)
6488 DEPRECIATION & AMORTIZATION EXPENSE $ 220,159 $ 382,507 $ $
1,500
1,500
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 36,886 32,103 33,000 35,000
MERCHANDISE FOR RESALE 36,886 32,103 33,000 35,000
85,000 83,900
97,100 98,100
182,100 182,000
10,000 10,000
59,600 56,900
69,600 66,900
TOTAL CIVIC ARENA $ 922,031 $ 1,859,585 $ 948,500 $ 963,200
1.55%
Proposed 2011 -12 Hourly Rates
Includes hockey associations and figure skating
The ice rental rates shown for the various cities are their proposed (or already
approved) rates for the 2011 -12 year
Eagan is proposing a $5 /hr increase in its prime rate over the 2010 -11 rate.
Non -prime and off -peak rates are proposed to remain the same as 2010 -11.
Burnsville
Lakeville
St. Thomas Ice Arena
Farmington
South St. Paul
Apple Valley
Inver Grove Heights
Rosemount
Eagan 185 * 130 ** 115 * **
Richfield
185
* Prime = October - March/ M -F 2 pm -10 pm /Sat -Sun 6 am - 10 pm
** Non -Prime = Year round /M -F 5 am -2 pm /Sat -Sun 10 pm -6 am
* ** Off -Peak = Year round/ If purchase over 10 hours and /or to fill non - traditional ice time
:j $190 /hr
Full floor 80 /hr
Half floor 45
Less than 24 hr notice 90
*All rentals require a 7 day cancellation notice
i ce Rental Rates
Prime Non -Prime Off -Peak
215 /hr 175 /hr 80.00 /hr
205 140
210 180
205 150
195 155
195 170
195 130
185 125
155
Turf /Dry floor rental
Turf Concrete
45 /hr
Mezzanine Rental
Resident 21 /hr $6 reduction
Resident w /outside food & 60 /hr same
beverage
Non - resident 31 /hr $2 reduction
Non -res w /outside food & 67 /hr same
beverage
Training Center Rooms
Prime 27 /hr same
October - March: M -F 5 pm -9 pm
Sat -Sun 8 am -9pm
Non -Prime 15 /hr same
Community Room
Eagan Hockey N/C
Eastview Hockey N/C
Eagan Figure Skating Club N/C
Rental 20 /hr
Compared to
2010 -11 rate
$5 increase (turf)
same
same
same