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10/11/2011 - City Council Special
AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY, OCTOBER 11, 2011 5:30 P.M. EAGAN ROOM -EAGAN MUNICIPAL CENTER I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. 2012 ENTERPRISE FUND BUDGETS (CASCADE BAY, COMMUNITY CENTER, WATER, SANITARY SEWER, STREET LIGHTING, STORM DRAINAGE, AND WATER QUALITY) IV. 2012 EAGAN CONVENTION AND VISITOR'S BUREAU BUDGET V. 2012 E -TV BUDGET VI. OTHER BUSINESS VII. ADJOURNMENT Agenda Information Memo October 11, 2011 Special City Council Meeting III. 2012 ENTERPRISE FUND BUDGETS (CASCADE BAY, COMMUNITY CENTER, WATER, SANITARY SEWER, STREET LIGHTING, STORM DRAINAGE, AND WATER QUALITY) DIRECTION TO BE CONSIDERED: • To provide direction to staff regarding the proposed 2012 Enterprise Fund Budgets for: o Cascade Bay o Eagan Community Center o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality); and • To direct that they be placed on a future City Council meeting Consent Agenda for formal ratification or be directed for further study. GENERAL INFORMATION: • As in prior years, 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 additional information to continue the process of enhancing the budget to become a better and more comprehensive planning, policy, and communications tool. • By definition, enterprise funds are established to account for self - supporting activities, with revenues derived primarily from user fees at rates officially set by the City Council. • Highlights and potential policy issues in the City's Enterprise Funds are identified in the Highlights /Changes section of each budget. • The budget team —City Administrator Hedges, Director of Administrative Services VanOverbeke, Chief Financial Officer Pepper, and Assistant City Administrator Miller —has met with Department Directors Juli Seydell Johnson, Tom Colbert and managers to review the proposed budgets and operational issues. • Staff responsible for these budgets will be available at the October 11 meeting to expand on policy issues and to respond to any questions the City Council may have about the proposed budgets. BUDGETS: Cascade Bay • Cascade Bay continues to face pressures resulting from changing demographics, dependence on weather conditions, and increasing competition from other water parks and other entertainment venues. 2 • Historical attendance is demonstrated on the following graph: Cascade Bay Attendance 180,000 160,000 — Attendance 140,000 -- - 13 -yr Avg 120,000 100,000 5 -yr Avg 80,000 60,000 40,000 20,000 — — -- C 0 , -I N M In tO I- 00 Cr) 0 r-I Ch 0 0 0 0 0 0 0 0 0 0 01 0 0 0 0 0 0 0 0 0 0 0 0 -4 N N N N N N N N N N N N • Cascade Bay Budget information including revenue estimates and expense appropriations is presented on pages b through 12 . Eagan Community Center • The Eagan Community Center continues in its niche in the Community and its place among various fitness options and event and meeting facilities. The budget being presented continues the trend of careful expense monitoring, realistic revenue projections, exploration of creative marketing strategies, with strong emphasis on keeping the grounds and building very attractive to the users and guests. • Eagan Community Center budget information including revenue estimates and expense appropriations is presented on pages 13 through 1I . • Included on pages 2.0 & Z-\ is a document prepared by Superintendent of Operations Mesko highlighting ongoing marketing initiatives for the ECC. Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality) • 2011 marks the first year of the new tiered rate structure for water which was designed to be revenue neutral as compared to the old rate structure based on the Springsted rate study. 3 • In general, annual water revenues are difficult to predict as they fluctuate significantly, depending on summer rainfall levels and timing of those rains. It is really too early to determine the outcome of the tiered rates on both water conservation and revenues. • Proposed rates for all utilities will be submitted with the Fee Schedule in December; however, the increases will be modest and will result in balanced budgets for all utilities. • By way of benchmarking the City's utility rates against other communities, the following rate comparison information as compiled by AE2S, a consulting engineering group, is presented: o On page ZZ- is a copy of a typical monthly residential total utility bill including water, wastewater (sanitary sewer) and storm drainage. The total shows Eagan 6th lowest of the 34 communities included in the survey. o On page Z.,, is a copy of a typical monthly residential water bill. Eagan is 3rd lowest of the 34 communities included in the survey. o On page Zy is a copy of a typical monthly residential waste water bill. Eagan is 7th lowest of the 33 communities included in the survey. o On page 2.5 is a copy of a typical monthly residential storm drainage bill. Eagan isl2th lowest of the 33 communities (including 3 without this fee) included in the survey. Eagan is 9th lowest of the 30 communities with the fee. • The survey data is based on using 6,000 gallons of water per month and Eagan compares very favorable in all components. However, even though the basic concepts are the same, the structure, accounting and assumptions can vary widely across communities so caution should be exercised in using this data. • The following Public Utilities information is included in the packet: o A copy of a high -level revenue and expense budget on page Zb . o Revenue detail for all utilities on page 2. . o Water utility budget information including expense appropriations is presented on pages 27 through 33 . o Sanitary Sewer budget information including expense appropriations is presented on pages 3 { through 3'I- . o A memo from Director of Public Works Colbert highlighting historical spending and the current status of the City's efforts to reduce inflow and infiltration on pages 3% through '-{t . o Street Lighting budget information including expense appropriations is presented on pages I-1% through Li3 . o Storm Drainage budget information including expense appropriations is presented on pages N/-1 through ��' . o Water Quality budget information including expense appropriations is presented on pages Ng through Si— . • 2012 Public Utilities expenditures included in the proposed budgets by restricted cash account funding source are as follows: o Water Renewal and Replacement $108,000 o Sanitary sewer Renewal and Replacement 138,000 5 4 1' 2012 Proposed Budget Operating Budget City of Eaton Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Aquatic Facility 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 Aquatic Facility is responsible for the following functions: • Provide a wide variety of water - related recreational opportunities for members and non - members. • 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. • Ongoing analysis of existing operation and research to find ways to expand the recreational opportunities beyond the three -month pool season in order to maximize the capital investment. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Actual Target Season passes sold 2,464 2,734 2,673 3,000 Total attendance 95,230 121,055 120,061 123,000 Group admissions 17,640 21,836 18,673 20,000 Days facility is open 88 89 90 89 Rounds of golf 4,662 3,980 4,488 4,500 Private rentals 5 10 9 10 2012 Proposed Budget Operating Budget City of Baton Aquatic Facility — Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations HIGHLIGHTS & CHANGES Expenditure by Category Reserve for P- .1. Parts and Renewal & Supplies Overview: The 2012 budget is down in both Replace. 7% revenues and expenditures. The 2012 budget 6% will build on Cascade Bay's reputation for being a safe and family - friendly facility; Debt Services however, the trend for declining patron Service and Other attendance and spending habits while at 14% Charges Cascade Bay creates a challenge. While a 2.5% • •y 17% reduction in operating expenses is proposed, 7% 0% _1 there is a realization that the operating expenses for Cascade Bay are consistently around $1.1 million, yet the revenues are consistently around $1 million. Although revenues could be modified or estimated higher than $1 million, the reality is that based on past attendance and spending patterns, revenues will likely hover around the same amount. The focus for 2012 will be multi- faceted. The first phase will be to market season passes directly to residents with children in the under 10 age range in Eagan and two surrounding communities. The mailing list has been secured so that a targeted marketing can occur in November /December 2011. The next phase will be a targeted focus on groups that have visited Cascade Bay in the past but may not have returned in the last two years. The purpose would be to generate increased group and season pass revenues as the guaranteed revenue stream. The solicitation of additional groups sometimes has a negative impact to daily visitors, however. The experiment in 2011 to bring events and entertainment to the performance stage had some negative impacts to a neighbor; however, these events brought in a teen population that has been missing in the past. The focus in 2012 will continue to build on the message that Cascade Bay is much more than a place to swim. Saturday Night Lights when the park stayed open until 10 pm was very popular and will continue in 2012. The growing success of private rental opportunities and community partnerships will continue. The idea will be to keep people coming back in anticipation of their next experience. Highlight /Change 1: Review of focused changes made in 2011 Following several focus group discussions during the winter of 2010, staff implemented several ideas and suggestions that came from those meetings: • Debit/gift card Staff implemented a debit /gift card in 2011 where guests could put a specific cash value on a card that could be used for any purchases at Cascade Bay during the summer. Dollars could be added to the card at any time and this type of card also carries forward for future purchases at Cascade Bay. This enhancement was well received and used by several guests. The program has been expanded to the Civic Arena and is also receiving good reviews. • Twitter Staff experimented with offering Twitter feeds during the course of the summer. The results of the experiment reflected limited interest in getting information about Cascade Bay through this avenue. • Wise Swim School Partnership The first year partnership with Wise Swim School was very successful. The partnership was designed to offer high quality swim lessons during times when portions of Cascade Bay were available and underused. Wise Swim School cross marketed the lessons to their existing swim school participants and Cascade Bay marketed the Wise Swim School as providing instructors for the summer program. Participants registered through Wise and Cascade Bay rented underused space and times to their instructors and swim teams. This program was extremely successful and resulted in a significant increase to revenue from past years 7 4110 //' 2012 Proposed Budget Operating Budget City of Cagan Aquatic Facility — Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations when Cascade Bay offered the lessons as part of their programs. Swim lessons offered by a well -known provider resulted in many more participants than had participated in past years. Wise would like to consider continuing the partnership in 2012 and expects to see more growth in the lessons. • Birthday Parties and Groups Birthday parties and groups continue to decline, however Cascade Bay is still the water park of choice for most groups when other local water facilities were surveyed about their group numbers. Birthday parties are also on the decline as is consistent with most other facilities. It appears that the trend to have packaged parties is waning in lieu of home or informal parties. While trying to maintain the volume and integrity of groups is a high priority, it is also one of the biggest service issues expressed during the summer. When people pay admission to enter Cascade Bay, there is a preference expressed to not have to share the space with groups. • Season Pass Sales Season pass holders made several suggestions during the focus group discussions. Additional perks like mini golf included as part of the season pass and the ability to purchase reduced rate admissions for guests were implemented in 2011 however, that did not increase season pass sales; it actually declined. It would appear that most people choose to visit a water facility based first on the weather on any given day coupled with a desire to have variety in their activity. Cascade Bay season passes continue to be a great value but people seem to be hesitant to part with what seems to be a big expenditure before they know if or how often they will use it. Season pass holders have been the recipient of multiple perks over the years in an effort to grow that admission base. Some different options in lieu of season passes might be: • Look at a different reward system in lieu of season passes; i.e. one free admission after 5 paid. • Offer a June or August season pass for a reduced rate. Knowing that July is typically the busiest month, offer a $30/35 June or August season pass (for example). • No longer offer season passes but offer non - refundable pre - purchased punch cards that must be purchased before May 15. • Punch Cards Punch cards offered only to season pass holders for reduced admissions were very successful in 2011. The punch cards offered 10 admissions for $50 but could only be used in conjunction with a season pass holder. If season passes continue without change into 2012, this should be continued. Season pass holders commented most positively about this benefit. This was experimented with in 2010 and fully implemented in 2011 as a direct result of the focus group discussions. • Performance Stage Finding a way to enhance the Cascade Bay experience had some challenges. The performances scheduled on the stage in 2011 received great reviews from the guests and also brought in a teen population that has not often been present in the past. Unfortunately, some of the performances created an issue for a surrounding neighbor so the future of these opportunities needs to be considered. If they are to continue in the future, what are the realistic expectations for these performances? This idea was also a result of the focus groups to offer other non -water activities at Cascade Bay. It was imagined that if people had other things to do at the park that they would stay longer or simply have more variety. Highlight /Change 2: The renewal and replacement schedule is reviewed annually to determine which scheduled items need to be replaced, and which items can be delayed to subsequent years. The only item scheduled for replacement in 2012 is the upgrade of the PA system in the pool. This was budgeted in 2011; however, the cost is such that the project would need to be phased in over a period of time. Research has been done to define a system that will get information to the pool deck with the least impact to surrounding neighbors. Financial Impact: $10,000 budgeted in 2011 and $10,000 in 2012 (to be combined in 2012) Service Level Impact: Effectively communicate information to the pool deck and to areas in the park where guests might be located. 40 /". 2012 Proposed Budget Operating Budget City of Dian Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations REVENUE ESTIMATES Actual Actual Budget Budget Acct REVENUES 2009 2010 2011 2012 4160 STATE P ERA AID $ 404 $ 404 $ 400 $ 400 4304 OTHER REVENUE - NON TAX - 1,283 - - 4310/11 PARK PROGRAM REVENUE 23,148 30,496 24,000 30,000 4312/13 CONCESSION SALES 167,518 206,876 225,000 215,000 4314/15 MERCHANDISE SALES 10,204 14,365 11,000 14,500 4316/17 GROUP SALES 120,372 126,268 146,500 140,000 4318/19 DAILY ADMISSIONS 372,445 514,673 604,300 519,000 4321 MEMBERSHIPS 135,250 125,563 158,500 155,000 4322/23 VENDING 1,598 2,047 2,000 2,000 4326/27 FACILITY RENTAL 7,362 9,232 10,000 12,000 4331 TRANSIT TAX EXEMPT REVENUE 3,995 2,163 - - 4610 INTEREST I NCOME 15,604 5,036 15,000 3,000 4822 OTHER REVENUE -cash short /over (564) (767) - 76,100 TOTAL AQUATIC FACILITY REVENUES $ 857,336 $ 1,037,639 $ 1,196,700 $ 1,167,000 EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 523,945 $ 514,376 $ 588,300 $ 600,600 Parts and Supplies 59,030 70,439 84,600 84,300 Services and Other Charges 179,409 167,619 199,600 182,000 Capital Outlay 15,420 26,791 5,800 2,800 Merchandise for Resale 76,267 91,175 85,500 70,000 Debt Service 161,938 156,875 163,000 157,400 Reserve for Renewal & Replace. 67,100 67,100 69,900 69,900 Total $ 1,083,109 $ 1,094,375 $ 1,196,700 $ 1,167,000 Depreciation Expense $ 311,253 $ 318,899 $ 315,300 $ 315,000 9 4 1' 2012 Proposed Budget Operating Budget City of Cop Aquatic Facility - Cascade Bay Responsible Manager: Cherry) Mesko, Superintendent of Operations CASCADE BAY POSITION INVENTORY 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 Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below: CIVIC ARENA POSITION INVENTORY 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 2012 WORK PLAN Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for seasonal 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 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meet the demands of the building 10 411c 1!°` 2012 Proposed Budget Operating Budget City of Evan Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIESANDWAGES- REGULAR 104,494 92,308 $ 147,300 $ 152,000 6112 SALARIESANDWAGES- OVERTIME - 57 - - 6130 SALARI ES AND WAGES-TEMPORARY 342,920 347,555 350,000 350,000 6131 OVERTIME--TEMPORARY - - - - 6142 PERA- COORDINATED 6,974 6,670 10,300 11,000 6144 FICA 33,569 32,406 38,000 38,400 6151 HEALTH INSURANCE 22,511 21,205 29,600 30,800 6152 LIFEINSURANCE 238 217 - - 6154 DISABILITY - LONG TERM 416 384 - - 6155 WORKERS COMPENSATION 12,824 13,581 13,100 18,400 6157 RETIREE INSURANCE FUNDING - ( - - TOTAL PERSONAL SERVICES 523,945 514,376 588,300 600,600 PARTS & SUPPLIES 6210 OFFICESUPPLIES 342 337 500 500 6211 OFFICE PRINTED MATERIAL/FORMS 822 671 1,000 700 6212 OFFICE SMALL EQUIPMENT - - 100 100 6215 REFERENCE MATERIALS - 63 300 300 6220 OPERATING SUPPLIES - GENERAL 4,616 7,776 11,000 9,000 6222 MEDICAL/RESCUE/SAFETY SUP PLI ES 2,237 2,349 2,000 2,000 6223 BUILDING /CLEANING SUPPLIES 5,451 5,623 5,700 5,500 6224 CLOTHING/PERSONAL EQUI PM ENT 2,446 2,109 4,000 2,500 6230 REPAIR /MAINTENANCESUPP -GENL 4,532 2,347 5,000 5,000 6231 MOBILE EQUIPMENTREPAIR PARTS - 254 500 1,000 6232 SMALL EQUIPMENT REPAIR PARTS 824 738 1,000 1,000 6233 BUILDING REPAIR SUPPLIES 688 708 3,000 3,000 6235 FUEL, LUBRICANTS, ADDITIVES - - 100 100 6236 POOLREPAIRSUPPLIES 1,128 104 3,500 4,000 6240 SMALL TOOLS - 23 300 100 6243 HEATING OIL, PROPANE AND OTHER FUELS 398 840 1,000 900 6244 CHEMICALS & CHEMICAL PRODUCTS 33,761 45,583 42,100 45,000 6257 SIGNS & STRIPING MATERIALS 1,786 916 3,000 3,000 6270 COMPUTER SOFTWARE - - 500 600 TOTAL PARTS & SUPPLIES 59,030 70,439 84,600 84,300 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 7,013 6,163 7,500 7,500 6314 AUDITING 900 1,000 1,000 1,000 6346 POSTAGE 2,346 3,048 3,000 3,000 6347 TELEPHONE SERVICE & LINE CHG 1,673 1,165 1,700 1,300 6348 MATRIX SERVICE AND REPAIR - - 500 800 6353 PERSONALAUTO /PARKING - - 200 200 6355 CELLULAR TELEPHONE SERVICE 1,396 895 1,000 1,000 6357 ADVERTISING /PUBLICITY /PROMOTION 6,010 2,128 7,000 6,000 6370 GENERAL PRI NTI NG AND BI NDI NG 342 210 4,000 2,500 6385 INSURANCE 28,800 28,800 29,500 29,500 6405 ELECTRICITY 45,489 45,739 48,000 48,000 11 1, 4' 2012 Proposed Budget Operating Budget City of Cap Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget Acct 2009 2010 2011 2012 6410 NATURAL GAS SERVICE 46,410 33,209 $ 50,000 $ 37,000 6424 POOL REPAIR / LABOR 2,852 5,375 7,000 7,000 6426 SMALL EQUIPMENT REPAIR LABOR 484 79 500 400 6427 BUILDING OPERATIONS REPAIR LABOR 569 613 1,500 1,500 6475 MISCELLANEOUS - 92 500 100 6476 CONFERENCES AND SCHOOLS 445 353 700 500 6477 LOCAL MEETING EXPENSES - - 200 100 6479 DUES AND SUBSCRIPTIONS 197 250 300 300 6480 LICENSES, PERMITS AND TAXES 750 4,003 1,800 1,800 6487 VISA /MC BANK CHARGES 10,129 13,919 12,000 12,000 6535 OTHER CONTRACTUAL SERVICES 9,551 8,411 8,000 9,000 6539 WASTE REMOVAL /SANITATION SERV 2,973 3,196 3,700 3,500 6563 LANDSCAPING 3,950 3,558 5,000 4,000 6569 MAINTENANCE CONTRACTS 7,129 5,413 5,000 4,000 OTHER SERVICES AND CHARGES 179,409 167,619 199,600 182,000 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 3,760 - 3,000 - 6640 MACHINERY /EQUIPMENT - 4,223 - - 6650 FURNITURE & FIXTURES - 331 - - 6660 OFFICE FURNISHINGS & EQUIPMENT - 1,323 2,800 2,800 6670 OTHER EQUIPMENT 11,660 5,102 - - 6700 CONSTRUCTION PROJECTS - 15,812 - - CAPITAL OUTLAY 15,420 26,791 5,800 2,800 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 76,267 91,175 85,500 70,000 MERCHANDISE FOR RESALE 76,267 91,175 85,500 70,000 DEBT SERVICE 6490 PRINCIPAL 100,000 100,000 110,000 110,000 6494 INTEREST ON INTERFUND PAYABLE 61,938 56,875 53,000 47,400 TOTAL DEBT SERVICE 161,938 156,875 163,000 157,400 RESERVE FOR RENEWAL & REPLACEMENT 67,100 67,100 69,900 69,900 TOTAL AQUATIC FACILITY $ 1,083,109 $ 1,094,375 $ 1,196,700 $ 1,167,000 -2.48% 6488 DEPRECIATION & AMORTIZATION $ 311,253 $ 318,899 $ 315,300 $ 315,000 IZ 410 1` 2012 Proposed Budget Operating Budget City of Eaian Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION .... The purpose of the Community Center 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." • Promote health and wellness in the community. 7,1,4 • Maintain a high level of service, accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Community Center is responsible for the following functions: • Facilitate a wide variety of programs and classes for members and non - members. • Market and operate a wide range of meeting spaces and rental opportunities for the community. • Capture a high level of revenues to best offset the operational costs of the building. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Operate and maintain a quality fitness center and wellness programs. • Provide space, programming and opportunities for all ages. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Groups in the Blast 74 79 75 80 Birthday parties 313 316 340 340 Meetings 925 953 950 960 Open gym program participants (POG/ $3open /BB & VB open) 18,953 23,516 20,000 25,000 Memberships - year round 1,726 1,783 1,800 1,750 Weddings 85 83 90 87 Average attendance in building per day 1,187 1,320 1,225 1,350 13 10 ///' 2012 Proposed Budget Operating Budget City of Cacao Community Center Responsible Manager: Cherry) Mesko, Superintendent of Operations Expenditure by Category HIGHLIGHTS & CHANGES Parts and Supplies Overview: The 2012 Community Center 4% operating expenditure budget is down $4,600, or (0.3 %), from 2011. The revenues project a k decrease that is a more accurate represent - I ation of revenues during 2010 and 2011. This Reserve for# g Renewal & budget proposal reflects the long -term apital objective of staffing the building to provide I Replace. Outlay I the level of service that the public demands 90 � 2% 1% i during peak and non -peak times. The focus for 2012 will be to maintain a high level of direct service contact to meet a growing demand for service and space from the public. Highlight /Change 1: Personnel costs — Further reorganization of ECC staff resulted in the elimination of the Facilities Operations Coordinator position a year after it was vacated and replaced with a .75 FTE Training and Office Support Specialist. Other reorganization reclassified the Building Engineer to include Government Bldgs functions and the Fitness Coordinator to ECC Supervisor — Fitness & Operations and the Rental Coordinator to ECC Supervisor - Rentals and Service. Financial Impact: Net decrease equals $9,300. Service Level Impact: The new position and re- classification of other positions better suits the immediate and long term need to provide consistent customer service delivery. Highlight /Change 2: 6310 - Professional Services Included under professional services is a request to install a roof hatch for maintenance staff to gain access to the roof. This option was excluded from the original construction due to cost constraints; however, the need to access the roof, particularly during the winter is increasing. Currently staff must prop a ladder from one roof to reach the higher roof to clean snow away from the exhaust vents. Financial Impact: $19,000 increase. Service Level Impact: Allows a safe access to the roof to clear snow from the exhaust vents which impacts the operation of the heating system and balance of air flow in the building. Highlight /Change 3: 6405 and 6410 - Electricity and natural gas costs are changed based on the actuals from 2010 and YTD 2011. Financial Impact: $1,000 increase and $13,200 decrease from 2011, respectively. Service Level Impact: None. Highlight /Change 4: 6487 — Visa Bank Charges —Bank service charges continue to escalate based on expanded use. Financial Impact: $3,200 increase from 2011. Service Level Impact: Although this service adds significant costs to the operation, renters and visitors continue to prefer to pay with credit and /or debit cards because they offer a higher level of convenience. Highlight /Change 5: 6640 - Machinery and equipment for various building maintenance items include: Replacement vacuum cleaners ($1,200), compressor (500), and blowers for drying carpets ($600) Financial Impact: $2,200 decrease from 2011 Service Level Impact: Maintains the integrity and cleanliness of the building. ILI 2012 Proposed Budget Operating Budget City of Eaton Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations Highlight /Change 6: 6650 — Furniture & Fixtures. To help provide a higher level of service at the front counter, two adjustable computer screens ($1,500) are proposed to replace the existing computer "tubs" at the front counter to bring staff closer to the public they're serving. Three office chairs are also proposed for replacement ($1,200). Financial Impact: $2,700 increase from 2011 Service Level Impact: Provide more accessible service to the public at the front counter. Highlight /Change 7: 6670 — Other Equipment. Capital items that enhance service or rentals and provide new opportunities for revenue are budgeted. Items include security cameras in the balance of the 1/2 gyms ($6,400), shades in the fitness center to minimize glare ($6,000), dumb bells for group fitness classes ($2,000), lockers for Blast, gym and office ($1,900) for securing phones /wallets /purses for non - members who do not have access to the locker rooms. Financial Impact: $2,700 increase over 2011; $1,000 increase to rental and classes Service Level Impact: Provide services based on needs expressed by current renters. Most items will provide a higher level of service and security. Highlight /Change 8: R &R projects are reviewed annually to make sure they are accurate and appropriately scheduled. Several items scheduled for 2012 have been pushed to later years because they are in good condition. The remaining items include three pieces of floor and carpet cleaning equipment which were scheduled for replacement in 2011 but were deemed in good enough condition to be postponed until 2012, replacing the pre- function carpet, replacing the banquet room audio system, replacing the pond fountain and replacing more of the selectorized equipment in the gym. These items are not shown as part of the capital outlay. Financial Impact: The R &R items to be replaced this year are: Floor and carpet cleaning equipment ($9,400), pre - function carpet ($11,500), banquet room audio system ($21,500), selectorized equipment ($20,000), and pond fountain ($8,000). Service Level Impact: The visual and functional operation of the building is maintained and rental opportunities are enhanced. 15 2012 Proposed Budget Operating Budget City of Eagan Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations REVENUE SUMMARY Actual Actual Budget Budget Acct REVENUES 2009 2010 2011 2012 4304 PERSONAL TRAINERS $ 61,786 $ 61,441 $ 69,000 $ 70,500 4305 EQUIPMENT RENTAL 14,044 15,325 21,000 17,700 4310/4311 PARK PROGRAM REVENUE 10,210 9,764 14,000 10,500 4312 CONCESSION SALES 70,077 64,619 67,100 73,300 4314/4315 MERCHANDISE SALES 1,932 2,392 1,500 2,800 4316/4317 GROUP SALES 51,118 46,729 47,500 49,700 4318 DAILY ADMISSIONS 88,040 88,225 108,000 105,800 4321 MEMBERSHIPS 622,475 620,635 683,900 639,300 4322/23 VENDING (VENDORS) 4,723 6,439 5,000 9,000 4324/25 ROOM RENTALS 244,520 210,194 334,800 318,100 4326/27 FACILITY RENTAL 380 3,812 900 1,300 4328 CONTRACT REVENUE 79,381 71,888 84,600 81,500 4329 PASSPORT PROCESSING 21,875 19,900 - - 4621 ECVB RENT 12,320 12,336 11,200 12,800 4840 INTERNAL REVENUE 61,654 56,645 - - OTHER REVENUE - 948 7,500 6,000 SUBTOTAL 1,344,534 1,291,291 1,456,000 1,398,300 OTHER FUNDING SOURCES TRANSFER IN- ANTENNA LEASE REVENUE 235,706 283,294 216,700 269,800 SUBTOTAL 235,706 283,294 216,700 269,800 TOTAL REVENUES $ 1,580,240 $ 1,574,585 $ 1,672,700 $ 1,668,100 EXPENDITURE SUMMARY Proposed Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 1,000,652 $ 967,288 $ 1,046,300 $ 1,026,300 Parts and Supplies 54,538 56,745 61,100 62,900 Services and Other Charges 333,464 305,198 355,300 363,700 Capital Outlay 4,684 9,795 23,000 23,600 Contstruction Projects - - - - Merchandise for Resale 28,902 32,540 29,000 33,600 Reserve for Renewal & Replace. 158,000 158,000 158,000 158,000 Total $ 1,580,240 $ 1,529,564 $ 1,672,700 $ 1,668,100 Depreciation Expense $ 484,682 $ 522,593 $ 480,800 $ 506,800 Debt Servi ce 1,119,581 1,359,085 1,126,200 1,042,800 lb 40 1' 2012 Proposed Budget Operating Budget City of Baton Community Center Responsible Manager: Cherry) Mesko, Superintendent of Operations POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours Maintenance Engineer 1 1 1 1 2,080 Fitness Coordinator 1 1 1 1 2,080 Rental Room Coordinator 1 1 1 1 2,080 Facility Operations Coordinator 1 1 1 0 - Training/Office Support Specialist 0 0 0 0.75 1,560 Lead Custodian /Maintenance 1 1 1 1 2,080 Custodial 3 3 3 3 6,240 MOD 2 2 2 2 4,160 Total 10 10 10 9.75 20,280 2012 WORK PLAN Activity Routine 1 Respond to public comments or requests via phone or in person 2 Provide support to the day -to -day fitness center 3 Daily maintenance and cleaning of building 4 Provide support to the day -to -day concessions operation 5 Register participants in recreation programs, memberships or daily admissions 6 Set up and change room configurations to accommodate multiple events 7 Develop promotional materials for specialized uses: Blast /Rentals /Fitness 8 Manage staff scheduling and training to meet the demands of the building 9 Recruit, hire, train and supervise temporary and part-time employees 10 Provide work direction to ensure high level of customer service is maintained 11 Manage the building infrastructure to ensure efficient, safe and clean environment 12 Establish and manage fitness programs, classes and memberships 13 Coordinate the rentals of all available spaces within the building 14 Provide input and directions pertaining to policies, budget and general operation of ECC 15 Develop and manage capital improvements and long -range planning 16 Develop and manage policies & procedures that best meet the needs of the community 17 Coordinate outdoor events with indoor activities 11 *City of Eaton 2012 Proposed Budget Operating Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIES AND WAGES- REGULAR 468,297 437,250 $ 488,300 $ 486,100 6112 OVERTIME - REGULAR - - - - 6130 SALARIES AND WAGES- TEMPORARY 316,908 321,872 315,000 321,300 6131 OVERTIME - TEMPORARY - - - - 6142 PERA - COORDINATED 46,811 48,132 47,400 48,700 6144 FICA 56,169 54,310 61,500 61,800 6151 HEALTH INSURANCE 98,834 95,456 122,900 106,600 6152 LIFE INSURANCE 1,054 977 - - 6154 DISABILITY - LONG TERM 1,848 1,727 - - 6155 WORKERS COMPENSATION 10,732 7,847 11,200 1,600 6157 RETIREE INSURANCE FUNDING - (282) - 200 TOTAL PERSONAL SERVICES 1,000,652 967,288 1,046,300 1,026,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,594 2,364 3,000 3,000 6211 OFFICE PRINTED MATERIAL /FORMS 694 899 1,700 1,300 6212 OFFICE SMALL EQUIPMENT 492 - 500 500 6220 OPERATING SUPPLIES - GENERAL 12,717 11,585 11,700 12,000 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 378 216 300 300 6223 BUILDING /CLEANING SUPPLIES 17,352 20,309 20,000 21,000 6224 CLOTHING /PERSONAL EQUIPMENT 1,047 1,667 1,800 2,000 6227 RECREATION EQUIPMENT SUPPLIES 3,857 4,799 4,500 4,500 6230 REPAIR /MAINTENANCE SUPP -GENL 2,647 3,454 3,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS 2,013 1,666 2,000 3,000 6233 BUILDING REPAIR SUPPLIES 8,264 6,347 8,700 8,700 6240 SMALL TOOLS 291 354 700 700 6241 SHOP MATERIALS 555 737 700 700 6244 CHEMICALS & CHEMICAL PRODUCTS 1,287 1,234 1,600 1,300 6257 SIGNS & STRIPING MATERIAL 254 1,018 600 800 6270 COMPUTER SOFTWARE 95 95 300 100 TOTAL PARTS & SUPPLIES 54,538 56,745 61,100 62,900 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 2,510 1,229 3,900 20,500 6314 AUDITING 1,900 2,000 2,000 2,100 6315 FINANCIAL- NON -AUDIT - - 800 800 6346 POSTAGE 1,313 1,143 1,000 1,000 6347 TELEPHONE SERVICE & LINE CHG 3,607 2,918 4,900 4,500 6348 MATRIX SERVICE & REPAIR - 112 500 500 6353 PERSONAL AUTO /PARKING 279 179 400 300 6355 CELLULAR TELEPHONE SERVICE 903 726 900 900 6357 GENERAL ADVERTISING 11,004 10,708 10,500 10,500 6370 GENERAL PRINTING AND BINDING 1,611 1,070 2,300 2,700 6385 INSURANCE 27,700 27,700 28,300 28,300 6405 ELECTRICITY 137,618 140,361 147,000 148,000 6410 NATURAL GAS SERVICE 50,136 44,673 83,200 70,000 ICI 2012 Proposed Budget Operating Budget *City of Eagan Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget SERVICES & OTHER CHARGES (CONT'D) 2009 2010 2011 2012 6426 SMALL EQUIPMENT REPAIR -LABOR - - $ - $ - 6475 MISCELLANEOUS 30,301 1,095 2,100 1,300 6476 CONFERENCES AND SCHOOLS 573 723 2,000 2,500 6477 LOCAL MEETING EXPENSES 101 - 500 500 6478 TUITION AND BOOK REIMBURSEMENT - 2,234 - - 6479 DUES AND SUBSCRIPTIONS 986 208 400 300 6480 LICENSES, PERMITS AND TAXES 1,036 899 1,600 1,700 6482 AWARDS, JUDGEMENTS, AND LOSSES 184 381 - - 6487 VISA BANK CHARGES 17,743 20,840 17,800 21,000 6535 OTHER CONTRACTUAL SERVICES 22,338 26,133 24,800 25,700 6539 WASTE REMOVAL/SANITATION SERV 5,808 6,089 6,700 6,800 6569 MAINTENANCE CONTRACTS 15,812 13,776 13,700 13,800 OTHER SERVICES AND CHARGES 333,464 305,198 355,300 363,700 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 3,064 1,151 4,500 2,300 6650 FURNITURE & FIXTURES - - - 2,700 6660 OFFICE FURNISHINGS & EQUIPMENT 161 2,217 4,900 2,300 6670 OTHER EQUIPMENT 1,459 6,426 13,600 16,300 CAPITAL OUTLAY 4,684 9,795 23,000 23,600 CONSTRUCTION PROJECTS 6756 BUILDING & STRUCTURES - - - - CONTRUCTION PROJECTS - - - - MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 28,902 32,540 29,000 33,600 MERCHANDISE FOR RESALE 28,902 32,540 29,000 33,600 RESERVE FOR RENEWAL & REPLACEMENT 158,000 158,000 158,000 158,000 TOTAL COMMUNITY CENTER $ 1,580,240 $ 1,529,564 $ 1,672,700 $ 1,668,100 - 0.28% DEBT SERVICE 6490 PRINCIPAL 630,000 650,000 680,000 705,000 6491 INTEREST 489,150 709,085 445,800 337,800 6492 PAYING AGENT /BOND DESTRUCTION 431 - 400 - TOTAL DEBT SERVICE 1,119,581 1,359,085 1,126,200 1,042,800 6488 DEPRECIATION & AMORTIZATION $ 484,682 $ 522,593 $ 480,800 $ 506,800 19 ECC Marketing Initiatives 2011: • January Promotion: "Experience the Difference" depicting the ECC as a daily exercise retreat center. Launched the start of a new $25 administrative fee to get started vs. previous $69 enrollment fee • February - April: Mission: Possible 12 -week weight loss challenge • May /June: 90 days for $90 summer fitness center pass • July: attended 4 of July FunFest health & wellness fair • July: attended Marketfest Health & Wellness night • July: implemented Trainer Time as a value added service to members and to attract new members • September: attended State Farm Health Ins. employee wellness fair • September: preschool preview day to promote pre - school open gym, programs, and birthday parties • October: attended Argosy's student appreciation day • October 1 -7: fitness center open house, community can try fitness center for free with member referral incentive • October -May: Healthy Conversations, a monthly presentation series with local professionals discussing health & wellness related topics • F.A.N.tastic Saturdays was promoted to the community through the Web, cross marketed through recreation programs, and ads in local papers. Also partnered with Beyond the Yellow Ribbon to allow free access to military families the first Saturday of each month. • New Year's Eve celebration during the December 31 F.A.N.tastic Saturday. • Pre - school open gym and other open gym programs have been promoted generally through word of mouth. Because of consistency in dates offered the participation has grown substantially. • Weddings generally grow more weddings so advertising has been focused on strategic publications. Annual wedding workshop also draws a big attendance. 2012 Plan: • Develop a comprehensive overview and evaluation of advertising to establish the most effective way to spend ad dollars. • Review online presence, both internal and external sites. Update City website, keeping search engine optimization in mind. Review what sites we currently are listed on and where we are not. Develop a comprehensive list of links and where we can be found. Utilize Facebook to get messages out consistently. • Capitalize on customer's presence and offer events to provide opportunities for groups to come in to the building. Provide marketing collateral to relevant programs in the building. • Promote Posture Alignment Training services to the public by getting info up on the web - site, presentations, E -TV, etc. 2.0 • Reach out to local business within a 3 mile radius by providing them information about the ECC and offering to assist w /employee wellness initiatives or meeting needs. • Create more in -house presentations utilizing personal training staff. • Update content on web -site and add more pictures. • Continue to promote recent addition of SilverSneakers program to grow participation • November: "Experience the Difference" postcard showcasing the fitness center & amenities to be mailed out to 4,000 residents within a 3 mile radius. • November - January: a challenge with incentive to "Keep the Weight Off" over the holidays. Reward members who maintain or lose weight from Thanksgiving through the New Year. • Discounted personal training for those who register for the "Keep the Weight Off" challenge • December: 30 day fitness center pass for $30 • December: the "gift of fitness" gift certificate option for members • January: Join the fitness center and get a free fitness assessment ($20 value) • February- April: Mission: Possible 12 -week weight loss challenge • Continue promoting F.A.N.tastic Saturdays by offering a theme the 1 Saturday of the month. • Expand birthday parties by promoting and providing a party host to enhance the experience. • Continue advertising events and rentals through the most successful past publications to enhance the developed focus on personal contacts to grow local meetings and events. • Begin a strategic focused approach to begin "commercials" on cable tv to share all that the ECC has to offer. • The ECC will celebrate a 10 year anniversary in 2013. Preparations will begin for that celebration. 21 TOTAL UTILITY RATES BY METRO STATE 1 J , ..� te 1 7 `` .. ,�Ly �� a - T 41 , . , The following graphs depict combined typical monthly residential water, 1 }; ( wastewater, and stormwater utility bills for those municipalities who responded to the survey separated by Minneapolis /St. Paul Metro Area and State. `I U TYPICAL MONTHLY RESIDENTIAL TOTAL UTILITY BILL (Minneapolis /St. Paul Metro) Lake Elmo, MN* $23.14 * Wastewater Rate Not Reported IN Maple Grove, MN $25.13 White Bear Lake, MN ' $28.99 • Water IN Spring Lake Park, MN $29.69 ■Wastewater Brookyln Park, MN $30.83 V Stormwater I Ea MN _ $31.68 Eden Prairie, MN ' $31.77 NI Rosemount, MN _ $32.21 Mounds View, MN , $35.06 P lymouth, MN _ i $35.53 Bloomington, MN $35.72 III Fridley, MN $35.92 U Minnetonka, MN _ $36.10 Apple Valley, MN ' $36.64 IN St. Louis Park, MN $38.41 Hopkins, MN ' $38.60 Oakdale, MN _ $38.83 U Ramsey, MN $39.59 II St. Paul Park, MN _ i $41.50 Richfield, MN 1 $41.97 St. Anthony, MN _ $42.19 Burnsville, MN , $43.11 Chaska, MN _ $44.50 IN South St. Paul, MN _ $44.96 Falcon Heights, MN $47.55 U Golden Valley, MN _ $48.75 Mahtomedi, MN ' $52.71 III West St. Paul, MN _ 1 $53.68 Victoria, MN 1 $54.61 IN Wayzata, MN _ , $56.74 Arden Hills, MN J $58.41 M inneapolis, MN $61.75 Mound, MN $63.08 IN Waconia, MN $64.66 till 0 20 40 60 80 100 120 MI II 27, 1 Copyright © 2011 AE2S - All Rights Reserved 2011 North Central Utility Rate Survey 1 Page 28 • ^ `t0.:», , .. ,... ` w , 4" ": WATER SYSTEMS BY METRO STATE is , c C The following graphs depict typical monthly residential water utility bills for f "~ those municipalities who responded to the survey separated by Minneapolis /St. `".. Paul Metro Area and State. The bills are based on 6,000 gallons per month. c ,, MINNEAPOLIS /ST. PAUL METRO AREA P Maple Grove, MN $7.03 White Bear Lake, MN i■iimilm $7.73 • Water Fixed Charge 1 Eagan, MN $10.40 • Water Volume Charge Plymouth, MN $10.69 Based on 6,000 Gallons . 1 Fridley, MN 1 $11.17 _ Spring Lake Park, MN _ ' $11.21 Surface Water Hopkins, MN $11.40 Ground Water • Minnetonka, MN ' $11.74 Both Surface and Brookyln Park, MN _ $11.86 Ground Water III Oakdale, MN ' $12.09 ■ Rosemount, MN _ $12.20 Mounds View, MN $12.40 ■ Apple Valley, MN _ $12.47 South St. Paul, MN $13.38 IN Z' Eden Prairie, MN _ $13.40 U Bloomington, MN* $14.21 1 Ramsey, MN _ $14.24 St. Louis Park, MN 1 $14.74 Ill Chaska, MN _ E $15.07 St. Paul Park, MN 1 $15.50 B urnsville, MN _ $15.91 St. Anthony, MN $16.86 Richfield, MN _ $18.40 West St. Paul, MN* $19.32 1 Mahtomedi, MN [ $19.43 Wayzata, MN $19.60 IIII Falcon Heights, MN* _ 1 $20.25 Waconia, MN 1 $21.07 Lake Elmo, MN _ $21.89 Arden Hills, MN* 1 $22.96 • Minneapolis, MN $26.19 Victoria, MN $27.39 Golden Valley, MN* _ $27.61 Mound, MN $35.62 0 5 10 15 20 25 30 35 40 45 50 I Typical Monthly Residential Water Utility Bill ($) III (*All or Partial Purchase) 1 IN Z3 Copyright © 2011 AE2S - All Rights Reserved 2011 North Central Utility Rote Survey 1 Page 10 ,- WASTEWATER SYSTEMS BY METRO STATE The following graphs depict typical monthly residential wastewater utility bills for those municipalities who responded to the survey separated by Minneapolis/ St. Paul Metro Area and State. The bills are based on 6,000 gallons per month. MINNEAPOLIS /ST.PAUL METRO Rosemount, MN _ [ $15.67 Brookyln Park, MN _ $16.43 • Wastewater Fixed Bloomington, MN $16.50 Charge Eden Prairie, MN - $16.70 • Wastewater Volume Maple Grove, MN $18.10 Charge Based on 6,000 Spring Lake Park, MN ' $18.48 Gallons , . Eagan, MN _ $18.55 Minnetonka, MN $18.60 w Golden Valley, MN $18.70 II Mounds View, MN _ $19.33 Apple Valley, MN $19.50 ■ ■ Richfield, MN $19.92 Burnsville, MN $20.74 Mound, MN [ $20.79 St. Anthony, MN $21.00 III White Bear Lake, MN _ $21.25 V Falcon Heights, MN $21.46 Oakdale, MN - $21.74 Hopkins, MN $22.20 II Ramsey, MN _ $22,26 Ill Plymouth, MN _ 1 $22.34 Victoria, MN $22.89 ■ St. Paul Park, MN - $23.30 Fridley, MN $23.54 S St. Louis Park, MN - $23.67 Minneapolis, MN $24.46 II Chaska, MN _ $26.43 South St. Paul, MN $29.02 - 11 Mahtomedi, MN - $29.03 West St. Paul, MN _ i $31.03 II Arden Hills, MN $32.15 - III Wayzata, MN - $32.47 Waconia, MN $37.44 III 0 5 10 15 20 25 30 35 40 45 50 55 • Typical Monthly Residential Wastewater Utility Bill ($) 1 • Zq II Copyright© 2011 AE2S - All Rights Reserved 2011 North Central Utility Rate Survey 1 Page 17 r° ` S TORMWATER SYSTEMS BY � = � METRO /STATE ,i,„,,,, ,: , -, ,,,, ., ,,,,. . ., ,,,,,... ......._ The following graphs depict typical monthly residential stormwater utility bills for those municipalities who responded to the survey separated by ,. . Minneapolis /St. Paul Metro Area and State. MINNEAPOLIS /ST. PAUL METRO r St. Louis Park, MN y ' Spring Lake Park, MN Maple Grove, MN ,., Fridley, MN $1.21 Lake Elmo, MN $1.25 Eden Prairie, MN $1.67 . Golden Valley, MN $Y.44 Plymouth, MN $2.50 III Brookyln Park, MN $2.53 South St. Paul, MN $2.55 St. Paul Park, MN $2.70 . Eagan, MN $2.73 �, Chaska, MN $3.00 W Ramsey, MN $3.09 N Arden Hills, MN $3.30 w . West St. Paul, MN $3.33 a Mounds View, MN $3.33 1 U Richfield, MN $3.65 0 il Mahtomedi, MN $4.26 Victoria, MN $4.33 ■ St. Anthony, MN $4.33 Rosemount, MN $4.34 ■ Apple Valley, MN $4.67 Wayzata, MN $4.67 1 Oakdale, MN $5.00 1 Hopkins, MN $5.00 Bloomington, MN $5.01 Minnetonka, MN $5/6 Falcon Heights, MN $5.83 1 Waconia, MN $6.15 Burnsville, MN $6.46 Mound, MN $6.67 ' Minneapolis, MN 1 0 1 2 3 4 5 6 7 8 9 10 11 12 Typical Monthly Residential Stormwater Utility Bill ($) 1 1 25 1 Copyright © 2011 AE2S - All Rights Reserved 2011 North Central Utility Rate Survey 1 Page 22 City of Cap 2012 Proposed Budget Operating Budget Public Utilities Fund 2012 Budget Revenue and Expense Summary Sanitary Street Storm Water Water Sewer Lighting Drainage Quality TOTALS Revenues: Service charges $4,620,000 $ 6,099,000 $ 587,000 $ 445,000 $ 785,000 $ 12,536,000 Connection permits 2,000 3,000 - - - 5,000 Meter sales 13,000 - - - - 13,000 Other 13,000 - - - 11,000 24,000 Total revenues $ 4,648,000 $ 6,102,000 $ 587,000 $ 445,000 $ 796,000 $ 12,578,000 Operating expenses: Personal services 1,225,700 514,700 - 89,400 351,600 2,181,400 Supplies, repairs, maint. 347,000 58,600 - 11,200 81,600 498,400 Other services & charges 2,175,300 913,000 585,900 147,200 187,500 4,008,900 Merchandise for resale 20,000 - - - - 20,000 Capital outlay 50,800 - - 30,000 7,000 87,800 MCES disposal charges - 4,207,400 - - - 4,207,400 Total operating exp* $ 3,818,800 $ 5,693,700 $ 585,900 $ 277,800 $ 627,700 $ 11,003,900 Net cash inflow (outflow) 829,200 408,300 1,100 167,200 ' 168,300 1,574,100 *Excluding depreciation expense Other non - departmental revenues: Interest income 404,000 Connection charges 42,000 Antenna lease revenue (excludes ECC allocation) 568,000 Other 55,300 Total - non -dept revenue 1,069,300 Net cash inflow (outflow) $ 2,643,400 20 City of Ckao 2012 Proposed Budget Operating Budget 2012 Budget PUBLIC UTILITIES ENTERPRISE FUND Detail of Revenues Actual Actual Budget Budget Acct 2009 2010 2011 2012 DEPARTMENTAL: Water 4505 Water Service Fees $ 4,908,221 $ 4,586,457 $ 5,000,000 $ 4,586,000 4506 Water Service Penalties 28,309 32,790 25,000 34,000 4507 Water Connection Permits 1,000 1,677 1,500 2,000 4509 Sale of Meters 11,629 12,793 15,000 13,000 4511 Sale of Property 3,243 2,643 - 3,000 4512 Water Turn Off /On Fee 8,215 8,348 7,000 9,000 4521 Constr Meter Permits 1,000 800 1,500 1,000 4,961,617 4,645,508 5,050,000 4,648,000 Sanitary Sewer 4530 Sanitary Sewer Service Fees 5,131,623 5,402,086 5,800,000 6,070,000 4531 Sanitary Sewer Penalties 22,020 25,611 22,000 29,000 4532 San Sewer Connection Permits 1,300 2,900 2,000 3,000 5,154,943 5,430,598 5,824,000 6,102,000 Street Lights 4550 Neighborhood Light Svc Fees 334,505 339,739 360,000 374,000 4551 Neighbrhd /Comm Lt Penalties 2,642 3,046 2,500 3,000 4560 Community Light Service Fees 188,097 190,684 203,000 210,000 525,244 533,469 565,500 587,000 Storm Drainage /Water Quality 4540 Storm Drainage Service Fees 1,155,937 1,127,138 1,235,000 1,225,000 4541 Storm Drainage Penalties 4,437 4,997 4,500 5,000 4226 Developer Escrow Reimbursmt 8,205 7,465 10,000 8,000 4672 Water Quality Dedication Fees 2,393 2,393 3,000 3,000 1,170,972 1,141,993 1,252,500 1,241,000 NON - DEPARTMENTAL: 4031 Assmt Penalties and Interest 5,107 4,893 4,000 4,000 4140 State Grants 48,051 72,772 - - 4160 State PERA Aid 4,442 4,442 4,400 4,400 4228 Eng / Financial Information 205 180 200 200 4242 Maint Equipment and Personnel 15,894 8,143 8,000 8,000 4243 Manual Reading -Ded Bill Meters 640 640 700 700 4605 Amort on Bond Premium 36,937 33,859 - - 4610 Interest on Investments 1,114,754 641,505 430,000 340,000 4612 Interest on Assessments 107,988 60,702 90,000 60,000 4615 Change in Fair Value of Inv (662,532) (20,069) - - 4617 Antenna Lease Admn Fees - 15,000 2,000 2,000 4618 Site Survey / Eng Applic Review 5,500 8,000 5,000 8,000 4619 Antenna Lease Landscape Escow (5,000) 15,000 5,000 10,000 4620 Antenna Site Rent (excludes ECC) 348,916 r 373,339 551,000 568,000 4658 Vehicle Sales 25,000 4,060 - - 4675 Wetlands Consery Appl Fee 2,200 100 - 1,000 4680 Connection Charge - -Water 22,515 35,783 25,000 30,000 4685 Conn Chg- -Water Treatmt Plant 163,758 71,436 100,000 12,000 4691 Other Revenue 4,514 389 3,000 1,000 4822 Other Reimbursements 22,115 14,303 20,000 20,000 1,261,004 1,344,478 1,248,300 1,069,300 GRAND TOTAL $ 13,073,780 $ 13,096,045 S 13,940,300 S 13,647,300 27 4 4 1 , City of Eekoa[1 2012 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Department is to: • Continue operation and preventative maintenance for the City's water distribution system. • Provide safe and clean drinking water for the City. • Maintain the quality of the drinking water supply and test for compliance t; to all State and Federal requirements. . - " The Public Utilities — Water Department is responsible for the following functions: • Inspect and maintain the water distribution system, including point -of -use metering. • Supply and treat all potable water needed within the City including sampling, testing and chemical treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and maintain storage facilities, wells, and pressure control stations. • Respond to customer inquiries. • Assist other departments when needed. • Respond to emergency repairs. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Water main breaks /Service Leaks 2 8 5 5 Gallons of safe drinking water produced per day per capita 140 126 150 150 MN Dept. of Health samples collected 840 840 840 840 Backflow preventers tested 698 691 900 900 Meter service calls 2,660 2,308 1,600 1,600 Customer service calls 3,498 3,146 2,400 2,400 Hydrants flushed 3,825 3,367 4,100 4,100 Hydrants painted 657 833 650 650 Locates performed 7,332 7,123 9,000 9,000 40 1 ` City of Eagan 2012 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Expenditure by Category HIGHLIGHTS & CHANGES Services Parts and �9 and Other Overview: The 2012 Water Utility Budget shows Supplies�� Y g 9% 2 Charges an overall increase of $90,000, or 2.4% over the 59% 2011 budget, due largely to a $74,700 increase in Personal Services resulting from employee reclassifications, annual step adjustments, new Personal Capital union contract terms for overtime and expanded Services Outlay temporary employee hours. 31% 0% 1% — -- Highlight /Change 1: An increase in Personal Services - overtime ( #6112) is the result of a new union contract which increased the rate of standby /pager pay by 25 -50% to insure employees are available 24 hours per day, 7 days per week for emergency callouts. Financial Impact: Increase of $33,000 from 2011 budget Service Level Impact: None. Standby callout responsibilities and response remain the same Highlight /Change 2: A decrease in the Building Repair ( #6233) and General Repair and Maintenance ( #6230) Supplies recognizes the recent upgrade and improvements to the water treatment plants. Financial Impact: Decrease of $8,000 from 2011 budget Service Level Impact: None Highlight /Change 3: An increase in water treatment Chemicals & Chemical Products ( #6244) is based on projected future water demand needs when compared to the recent two lower demand years (2010 & 2011). While the 2012 projected demand is based on a 4 -year average of water consumption ('07 -'10), it is ultimately directly related to the volume of water produced to meet the community's demand. Financial Impact: Increase of $12,200 over the 2011 budget. Service Level Impact: None Highlight /Change 4: A decrease in Electricity ( #6409) and Natural Gas ( #6410) for power generation of wells and treatment plant pumps is related to increased energy efficiencies in the heating and cooling equipment for building operations and differences in projected water demands needs. Financial Impact: Decrease of $20,100 over the 2011 budget. Service Level Impact: None Highlight /Change 5: Based on an aging system and past experience, there is an increase proposed for Utility System Repairs Parts & Supplies ( #6260) and Labor ( #6432) related to watermain breaks and service repairs. Financial Impact: Increase of $15,700 over the 2011 budget Service Level Impact: None Highlight /Change 6: Due to no applications received from employees requesting continuing education assistance, there are no funds budgeted for Tuition Reimbursement ( #6478). Financial Impact: Decrease of $9,600 over the 2011 budget. Service Level Impact: None Highlight /Change 7: There is a decrease in DNR fees under Licenses and Permits (6480) due to a lower projection on the volume of ground water usage. Financial Impact: Decrease of $8,800 over the 2011 budget. Service Level Impact: None Zq 4 City of Ea 81l 2012 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 1,044,919 $ 1,010,456 $ 1,151,000 $ 1,225,700 Parts and Supplies 274,592 457,327 334,200 347,000 Services and Other Charges 2,042,355 2,187,493 2,189,300 2,175,300 Capital Outlay 23,052 12,327 34,300 50,800 Construction Projects 712 1,509 - - Merchandise for Resale - - 20,000 20,000 Total $ 3,385,630 $ 3,669,113 $ 3,728,800 $ 3,818,800 Bond Payment - Principal - - - - Bond Payment - Interest 77,895 40,523 - - Paying Agent /Bond Destrctn Fee - 403 - - Debt Service Payments 77,895 40,926 - - Depreciation Expense $ 2,036,457 $ 2,029,525 $ 1,939,600 $ 1,952,500 POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours Superintendent 0.67 0.67 0.67 0.67 1,394 Water Production /Treatment Supervisor 1 1 1 1 2,080 Utility Field Operations Supervisor 0.33 0.33 0.33 0.33 686 Administrative Assistant (System Analyst) 1 1 1 1 2,080 Senior GIS Technician 1 0.8 0.8 1 2,080 GIS Technician 1 1 1 1 2,080 Utilities Inspector 1 1 1 1 2,080 System Maintenance Workers 3 3 3 3 6,240 Water Treatment /Production Workers 4 4 4 4 8,320 Utility Technician 0.5 0.5 0.5 0.5 1,040 Total 13.50 13.30 13.30 13.50 28,080 2012 WORK PLAN Activity Routine 1 Water Administration 2 Water Field Operation /Repair 3 Erosion control 4 GIS /GPS Administration 5 Treatment Plant /Production 6 Emergency call outs So 4 City of Ca all 2012 Proposed Budget Operating Budget Public Utilities - Water (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIES AND WAGES - REGULAR $ 753,664 $ 726,516 $ 802,600 $ 845,900 6112 OVERTIME - REGULAR 7,905 10,069 16,000 49,000 6130 SALARIES AND WAGES - TEMPORARY 15,966 11,094 26,000 31,900 6131 OVERTIME - TEMPORARY - - - - 6142 PERA- COORDINATED 50,792 52,391 57,300 64,900 6144 FICA 55,987 54,386 64,600 70,900 6151 HEALTH INSURANCE 127,490 125,491 147,200 141,400 6152 LIFE 1,557 1,471 - - 6154 DISABILITY - LONG TERM 2,785 2,680 - - 6155 WORKERS COMPENSATION 28,774 27,063 37,300 21,700 6157 RETIREE HEALTH INSURANCE FUNDING - (704) - - TOTAL PERSONAL SERVICES 1,044,919 1,010,456 1,151,000 1,225,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6,310 3,796 4,000 4,000 6211 OFFICE PRINTED MATERIAL /FORMS - 40 200 200 6212 OFFICE SMALL EQUIPMENT - 1,173 - - 6215 REFERENCE MATERIALS 94 48 200 - 6220 OPERATING SUPPLIES- GENERAL 3,537 4,785 2,400 2,400 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 2,213 3,349 1,700 1,700 6223 BUILDING /CLEANING SUPPLIES 4,032 4,368 4,000 4,000 6224 CLOTHING /PERSONAL EQUIPMENT 3,188 3,125 3,900 4,400 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 7,102 2,395 7,500 2,500 6231 MOBILE EQUIP REPAIR PARTS 5,338 6,714 3,600 3,600 6232 SMALL EQUIPMENT REPAIR PARTS 773 431 300 300 6233 BUILDING REPAIR SUPPLIES 4,694 2,681 8,000 5,000 6234 FIELD /OTHER EQUIPMENT REPAIR 119 131 - - 6235 FUEL, LUBRICANTS, ADDITIVES 12,350 16,617 21,800 24,500 6238 COMMUNICATION SYSTEM PARTS 968 - - - 6240 SMALL TOOLS 461 567 500 500 6244 CHEMICALS & CHEMICAL PRODUCTS 118,330 118,769 93,600 105,800 6250 LANDSCAPE MATERIAL & SUPPLIES - 19,554 2,900 2,900 6255 STREET REPAIR SUPPLIES 17,686 30,839 10,800 10,800 6257 SIGNS & STRIPING MATERIAL 865 1,393 300 400 6260 UTILITY SYSTEM PARTS /SUPPLIES 81,567 67,385 58,500 62,700 6270 COMPUTER SOFTWARE 4,965 169,168 110,000 111,300 TOTAL PARTS & SUPPLIES 274,592 457,327 334,200 347,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES - GENERAL 79,742 192,772 46,300 47,800 6311 LEGAL - 1,107 - - 6314 AUDITING 4,800 5,800 6,000 6,000 6323 TESTING SERVICES 3,265 1,441 3,500 5,000 6346 POSTAGE 14,997 15,796 18,800 18,800 6347 TELEPHONE SERVICE & LINE CHG 23,484 24,864 5,100 5,100 6348 MATRIX SERVICE - REPAIR 575 - - - 6351 PAGER SERVICE FEES 465 508 400 400 6352 TELEPHONE CIRCUITS 1,524 1,524 1,600 1,600 6353 PERSONAL AUTO /PARKING 241 195 300 200 6354 CAR WASHES 18 65 - - 6355 CELLULAR TELEPHONE SERVICE 3,778 3,441 4,100 4,100 6356 ONE CALL SERVICE FEE 5,999 5,286 6,700 5,400 6370 GENERAL PRINTING AND BINDING 5,489 1,116 5,800 6,400 3i City of bin 2012 Proposed Budget Operating Budget Public Utilities - Water (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget Acct SERVICES & OTHER CHARGES 2009 2010 2011 2012 6385 INSURANCE $ 78,000 $ 78,000 $ 79,600 $ 79,600 6409 ELECTRICITY - WELLS /BOOSTER STN 757,261 699,793 795,600 786,300 6410 NATURAL GAS SERVICE 107,983 87,403 113,500 102,700 6425 MOBILE EQUIPMENT REPAIR LABOR 267 299 500 500 6427 BLDG OPERATIONS /REPAIR -LABOR 110 3,612 2,000 2,000 6428 FIELD /OTHER EQUIPMENT REPAIR 887 - - - 6432 UTILITY SYSTEM REPAIR -LABOR 51,734 83,910 160,800 172,300 6457 MACHINERY& EQUIPMENT- RENTAL 513 66 - - 6476 CONFERENCES AND SCHOOLS 6,921 9,569 10,000 9,200 6477 LOCAL MEETING EXPENSE 21 - - - 6478 TUITION AND BOOK REIMBURSEMENT - 1,150 9,600 - 6479 DUES AND SUBSCRIPTIONS 4,443 4,608 4,500 4,600 6480 LICENSES, PERMITS AND TAXES 15,401 46,501 61,900 53,100 6482 AWARDS, JUDGEMENTS AND LOSSES 184 27 - - 6487 VISA/MC BANK CHARGES 784 932 800 900 6505 PUBLIC UTILITYADMIN FEE 803,100 778,067 779,900 784,800 6506 TRANSFER FOR CENTRAL SVCS 50,500 121,833 46,100 46,300 6535 OTHER CONTRACTUAL SERVICES 2,854 1,126 10,100 9,700 6537 JANITORIAL SERVICE 9,085 9,619 - - 6539 WASTE REMOVAL/SANITATION SERV 498 311 500 500 6569 MAINTENANCE CONTRACTS 7,432 6,753 4,400 11,100 6575 MCES DISPOSAL CHARGES - - 10,900 10,900 OTHER SERVICES AND CHARGES 2,042,355 2,187,493 2,189,300 2,175,300 CAPITAL OUTLAY 6631 SPECIAL ASSESSMENTS ON CITY OWNED PROPERTY 609 1,636 - - 6670 OTHER EQUIPMENT 22,443 10,691 14,300 29,900 6680 MOBILE EQUIPMENT - - 20,000 20,900 CAPITAL OUTLAY 23,052 12,327 34,300 50,800 CONSTRUCTION PROJECTS 6700 CONSTRUCTION PROJECTS 712 1,509 - - CONSTRUCTION PROJECTS 712 1,509 - - MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE - - 20,000 20,000 MERCHANDISE FOR RESALE - - 20,000 20,000 TOTAL WATER DEPARTMENT $ 3,385,630 $ 3,669,113 $ 3,728,800 $ 3,818,800 2.41% DEBT SERVICE 6490 BOND PAYMENT- PRINCIPAL - - - - 6491 BOND PAYMENT- INTEREST 77,895 40,523 - - 6492 PAYING AGENT /BOND DESTRCTN FEE - 403 - - TOTAL DEBT SERVICE 77,895 40,926 - - 6488 DEPRECIATION EXPENSE $ 2,036,457 $ 2,029,525 $ 1,939,600 $ 1,952,500 4,11 City of Ekon 2012 Proposed Budget Operating Budget Public Utilities — Sewer (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Sewer Department is to: • Provide uninterrupted sanitary sewer collection to the City of Eagan. • Meet all Federal standards in waste water management. The Public Utilities — Sewer Department is responsible for the following functions: � r � • Maintain sanitary sewer collection system including pipes, manholes, '� and lift stations. • Assist other departments as directed. • Report to all State and Federal agencies required by law. • Inspect and maintain the waste water collection system and ensure its sanitary conveyance to the Metropolitan Treatment Facility at Seneca. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Televised sewer pipe, in feet 127,605 185,448 200,000 200,000 Sewer pipe jetted, in miles 95 49 150 150 Sewer pipe relined, in feet 5,258 4,432 5,000 5,000 New sewer service accounts 41 44 50 50 3`-6 City of Eagan 2012 Proposed Budget Operating Budget Public Utilities — Sewer (62) Expenditure by Category Responsible Manager: Wayne Schwanz, Superintendent of Utilities m w HIGHLIGHTS & CHANGES Overview: The 2012 Sewer budget shows an overall decrease of $369,600, or (6.1 %), from W the 2011 budget, due largely to a decrease in Parts an. the Metropolitan Council's fee for sewage Supplies Capital treatment and the reduced scope of 1% Outlay implementing the Sump Pump Inflow & 1 % Infiltration Mitigation Program. Highlight /Change 1: The Metropolitan Council Environmental Services (MCES) Wastewater Disposal charges ( #6575) are projected to decrease $240,300 or 5.4% from 2011. The fees established by the Met Council and allocated to cities for sewage treatment based on their proportionate share of the metro wide total flows has decreased, possibly as a result of the implementation of the Inflow & Infiltration (I &I) program over the past 4 years. Financial Impact: Decrease $240,300 from 2011 budget Service Level Impact: None Highlight /Change 2: The costs associated with the Private Sump Pump I &I Mitigation Inspection Program ( #6440) are projected to decrease as the City progresses into areas of fewer non - compliant systems. Financial Impact: Decrease of $200,000 from 2011 budget Service Level Impact: None Highlight /Change 3: The costs associated with the City's Public System I &I Mitigation Program ( #6441) are projected to increase as the City completes its inspection and repairs of our larger diameter truck sewer lines. Financial Impact: Increase of $50,000 from 2011 budget Service Level Impact: Routine preventative maintenance of the existing sewer system may be delayed for one year to accommodate this one time I &I inspection and mitigation program to the trunk sewer system. Highlight /Change 4: A programmed repair and upgrade to one Sanitary Sewer Lift Station results in an increase of $7,500 for Utility System Parts & Supplies ( #6260). Financial Impact: Increase of $7,500 over the 2011 budget. Service Level Impact: None Highlight /Change 5: The Utility System Repair ( #6432) is increased by $23,000 due to increases in competitive bids for sewer lining rehab. Financial Impact: Increase of $23,000 from 2011 budget Service Level Impact: None Highlight /Change 6: An increase in Personal Services - Overtime ( #6112) is the result of a new Union Contract which increased the rate of standby /pager pay by 25 -50% to insure employees are available 24 hours per day, 7 days per week for emergency callouts. Financial Impact: Increase of $5,600 from 2011 budget Service Level Impact: None. Standby callout responsibilities and response remain the same J1 4 , 1 ' City of Eagan 2012 Proposed Budget Operating Budget Public Utilities — Sewer (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 480,137 $ 551,482 $ 488,200 $ 514,700 Parts and Supplies 36,032 110,895 47,600 58,600 Services and Other Charges 4,705,958 5,613,053 5,483,500 5,120,400 Capital Outlay 62,133 219 44,000 - Transfer Out - 14,202 - - Total $ 5,284,260 $ 6,289,850 $ 6,063,300 $ 5,693,700 Depreciation Expense $ 673,440 $ 677,177 $ 667,400 $ 662,900 POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours Superintendent 0.33 0.33 0.33 0.33 686 Utilities Operations Supervisor 0.67 0.67 1 1 2,080 System Maintenance Workers 4 4 4 4 8,320 Administrative Assistant (System Analyst) 0 0 0 0 Utility Technician 0.5 0.5 0.5 0.5 1,040 Total 5.50 5.50 5.83 5.83 12,126 2012 WORK PLAN Activity Routine 1 Sanitary sewer administration 2 Sanitary sewer field operation /repair maintenenance 3 I & I mitigation 4 Emergency call outs 35 40 1 ` City of Cohan 2012 Proposed Budget Operating Budget Public Utilities - Sewer (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIES AND WAGES- REGULAR $ 331,975 $ 371,378 $ 332,300 $ 333,500 6112 OVERTIME - REGULAR 14,215 18,684 14,400 20,000 6130 SALARIES AND WAGES - TEMPORARY 8,994 20,893 8,600 20,400 6131 OVERTIME - TEMPORARY - - - - 6142 PERA - COORDINATED 23,248 27,447 24,300 25,600 6144 FICA 25,967 29,284 27,200 28,600 6151 HEALTH INSURANCE 56,037 63,661 54,200 64,300 6152 LIFE 706 792 - - 6154 DISABILITY - LONG TERM 1,241 1,421 - - 6155 WORKERS COMPENSATION 17,755 18,211 27,200 22,300 6157 RETIREE INSURANCE FUNDING - (288) - - TOTAL PERSONAL SERVICES 480,137 551,482 488,200 514,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,491 411 4,900 4,900 6212 OFFICE SMALL EQUIPMENT - 50 - - 6220 OPERATING SUPPLIES- GENERAL 199 606 1,000 1,000 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 183 - 1,200 1,200 6223 BUILDING /CLEANING SUPPLIES - - 300 300 6224 CLOTHING /PERSONAL EQUIPMENT 1,883 1,750 1,700 1,900 6230 REPAIR /MAINTENANCE SUPPLIES - GENERAL 11 113 500 500 6231 MOBILE EQUIP REPAIR PARTS 3,487 6,586 2,300 2,300 6232 SMALL EQUIPMENT REPAIR PARTS - 337 - - 6233 BUILDING REPAIR SUPPLIES 69 44 - - 6235 FUEL, LUBRICANTS, ADDITIVES 13,904 16,824 25,500 28,800 6240 SMALL TOOLS 61 221 200 200 6250 LANDSCAPE MATERIALS & SUPPLIES 24 - - - 6255 STREET REPAIR SUPPLIES 615 203 1,000 1,000 6257 SIGNS & STRIPING MATERIAL 104 78 - - 6260 UTILITY SYSTEM PARTS /SUPPLIES 12,002 22,816 9,000 16,500 6270 COMPUTER SOFTWARE - 60,855 - - TOTAL PARTS & SUPPLIES 36,032 110,895 47,600 58,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 104,756 662,745 30,800 32,300 6311 LEGAL 1,175 - - - 6314 AUDITING 4,800 5,800 6,000 6,000 6346 POSTAGE 14,820 17,782 18,800 18,800 6347 TELEPHONE SERVICE & LINE CHG 7,091 6,974 3,100 3,100 6351 PAGER SERVICE FEES 416 373 - - 6352 TELEPHONE CIRCUITS 3,870 3,867 3,500 1,600 6355 CELLULAR TELEPHONE SERVICE 2,169 2,110 2,000 2,000 6356 ONE CALL SERVICE FEES 5,154 5,540 6,700 5,400 6370 GENERAL PRINTING AND BINDING - 668 - - 6385 INSURANCE 13,800 13,800 14,100 14,100 6405 ELECTRICITY 477 659 400 - 3(O City of Evan 2012 Proposed Budget Operating Budget Public Utilities - Sewer (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget 2009 2010 2010 2011 6408 ELECTRICITY -LIFT STATIONS $ 23,003 $ 24,457 $ 24,200 $ 27,500 6425 MOBILE EQUIPMENT REPAIR LABOR 1,035 - 1,000 1,000 6427 BUILDING OPERATIONS /REPAIR -LAB - - - - 6429 STREET REPAIR -LABOR - - 1,000 1,000 6430 COMMUNICATION SYSTEM RPR -LABOR - - 400 400 6432 UTILITY SYSTEM REPAIR -LABOR 3,109 6,934 118,000 141,000 6440 1/1 MITIGATION - SUMP PUMP - 13,147 350,000 150,000 6441 I/I MITIGATION - OTHER - 8,815 50,000 100,000 6457 MACHINERY AND EQUIPMENT - - 1,000 1,000 6476 CONFERENCES AND SCHOOLS 285 605 2,400 3,000 6477 LOCAL MEETING EXPENSES - - 300 300 6478 TUITION AND BOOK REIMBURSEMENT - - - - 6479 DUES AND SUBSCRIPTIONS 16 56 - - 6480 LICENSES, PERMITS AND TAXES 67 341 200 200 6487 VISA /MC BANK CHARGES 784 932 800 800 6505 PUBLIC UTILITY ADMIN FEE 381,800 369,875 370,800 373,100 6506 TRANSFER FOR CENTRAL SVCS 23,100 59,225 23,100 23,200 6535 OTHER CONTRACTUAL SERVICES 670 3,901 5,300 5,300 6537 JANITORIAL SERVICE - - - - 6539 WASTE REMOVAL /SANITATION SERVICES 445 312 400 400 6569 MAINTENANCE CONTRACTS 1,224 1,353 1,500 1,500 6575 MCES DISPOSAL CHARGES 4,111,892 4,402,782 4,447,700 4,207,400 OTHER SERVICES AND CHARGES 4,705,958 5,613,053 5,483,500 5,120,400 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT - - - - 6670 OTHER EQUIPMENT 62,133 - - - 6680 MOBILE EQUIPMENT - 219 44,000 - CAPITAL OUTLAY 62,133 219 44,000 - TRANSFER OUT 6805 TRANSFER OUT - 14,202 - - TRANSFER OUT - 14,202 - - TOTAL SEWER DEPARTMENT $ 5,284,260 $ 6,289,850 $ 6,063,300 $ 5,693,700 -6.10% 6488 DEPRECIATION EXPENSE $ 673,440 $ 677,177 $ 667,400 $ 662,900 Sri- 4 10. City of Ea�ali Mello To: MAYOR & CITY COUNCIL Thomas L. Hedges, City Administrator From: Thomas A. Colbert, Director of Public Works Date: October 5, 2011 Subject: Inflow & Infiltration (I & I) Mitigation — Status Update Background On February 8, 2006 the Metropolitan Council of Environmental Services (MCES) implemented an Infiltration & Inflow Mitigation Program for the metro area. As a result of a significant 5" rainfall event that occurred on Oct. 5, 2005 the City of Eagan was determined to have had an excessive rate of flow to the Seneca Waster Water Treatment Plant that exceeded our peak flow allocation. As a result of that exceedance, the MCES determined that the City of Eagan would be required to spend $1,718,500 over 5 years (—$343,700/yr) to either mitigate our internal I &I, or pay that amount directly to the MCES as part of our annual sewer bill. They were enforcing that financial obligation through an annual surcharge program that began in 2007 and was scheduled to end in 2012. If excessive flows continue to occur after that date, the annual surcharge would likely become a permanent "Demand Charge ". History The City began a program to actively evaluate the entire public sanitary sewer system (275 miles of pipe, 7,800 manholes and 18 pumping stations). However, with '07, '08 & '09 being drought years, '10 & '11 being light to moderate precipitation years and no similar significant rainfall events occurring since the October '05 event, it has been difficult to effectively measure the benefits of the efforts spent to date on our mitigation program. Considerable effort was spent to design an evaluation process of our entire sewer system and create 21 specific sewer districts with portable meters installed at the downstream outlet for each one. There have been several instances of meters malfunctioning and historical baseline data being lost. Since the City of Eagan provides sanitary sewer service to the Minnesota Zoological Gardens located in Apple Valley where all open field enclosures drain to the sewer system and are subject to direct surcharges from any and all rainfall events, coordinated efforts were made to try to isolate and separate their flows from the City of Eagan. They 3� similarly instituted a comprehensive evaluation of their private system. Similar efforts were initiated with the Dakota County RV Park located by the Zoo. All costs associated with these detailed and comprehensive studies and evaluations were all credited against the City's annual surcharge obligation in addition to the city's own investigative studies, evaluations and corrective measures to our public system. A summary of those expenditures are summarized in the following table: Year City expenditures Zoo & Dakota Co. Total 2006 $192,161 $1,460 $193,621 2007 $263,865 $96,931 $360,796 2008 $106,465 $150,000 $256,465 2009 $221,991 $204,737 $426,728 Subtotal $784,482 $453,128 $1,237,610 Private Property Inspection Program With all the evaluations being completed and corrective work performed by the two leading suspected generators of I &I (Zoo & Parks) with no significant impacts being identified approximating the amount of the documented exceedance, the City was still positioned to be liable for a Demand Charge from a future triggering rainfall event. Subsequently, in the fall of 2009, the City Council authorized the implementation of a private Sump Pump & Sewer Lateral Inspection Program for all properties in the City. This program started in 2010 for Sewer Districts #1, #8 and #21 where the greatest quantities of I &I was documented from our sewer meter evaluations. Of the citywide total of over 18,000 connections, 2,519 properties were inspected in 2010 and 2,623 properties have been inspected to date in 2011. The following table provides information relative to the program to date: Inspection 2010 YTD 2011 Total to date (As of 10 -5 -I1) (I -1 -10 to 10 -5 -11) Sewer Districts #1, #8, #21 #2, #3, #4 6 of 21 districts Private Property 2646 3,466 6,112 Inspections Non- Compliant 187 (7.1 %) 252 (7.3 %) 439 (7.2 %) Incomplete 352 (13.3 %) 245 (7.1 %) 597 (9.8 %) Cost of inspections $586,730 NA NA Cost per inspection $221.74/ea NA NA Other (Reimburse, $157,557 NA NA studies, etc) Sub Total - Private $744, 287 $490,266 $1,234,553 Public System $84,822 $122,329 $207,151 Repairs TOTAL Public & $829,109 $612,595 $1,441,704 Private 39 As we have progressed through the older sections of town and into the newer areas, we were finding decreasing issues with the sewer lateral service (from the house to the street). The televising of the sewer services were costing $215 per service with little return via I &I correction requirement issues. Sump Pumps were more reflective of immediate Inflow impacts as well. The cost of a Sump Pump inspection only was $75 and took less time allowing more inspections to be completed on each day thereby increasing productivity. So midway through 2011, we refocused the inspection program to Sump Pumps only which may allow us to complete the entire city by the end of 2012. Surcharges With the implementation of the Private Sump Pump & Sewer Lateral Inspection Program, City Ordinances were amended to require compliance with the mandatory inspection program and any related corrective work orders. The Code also established a surcharge for those properties that either would not respond to the mailed request to schedule an inspection or failed to follow through with the required corrective work within the stipulated time frame. The surcharges were set at $150 per month for low density residential properties and $500 per month for all others. These surcharges would continue to accumulate each month that the property remained out of compliance. As of September 12, the City has levied approximately 230 surcharges totaling over $28,000. Several of these surcharges represent multiple months for the same property. Review of Benefit On Oct. 3, 2011 the City's consulting Engineering firm of SEH, Inc. submitted a progress report summarizing the sewer meter flows for all 21 districts from a "healthy" rainfall event of July 15, 2011 (1.59 inches). Although this wasn't the largest total rainfall event of 2011 (vs. June 21 -22 at 2.34 inches), it resulted in the largest increase in waste water flows to the Seneca Treatment Plant which was better to analyze the impacts of I &I. Also, due to the notification process and inspection timeframes, combined with the allowed time frame to perform the corrective work, there is a natural lag in the program's implementation and measurable effects. District #1 (Cedar Grove #1 -4), which had the highest impact of I &I prior to the implementation of this program, showed negligible impacts from the baseline rainfall event indicating a very positive result. Other districts have not yet had sufficient corrective work completed to be beneficial at this early stage of the program. Because none of the storm events were in the magnitude of previous events from past years, it is difficult to conclude if current work has reduced I &I in the city. The results of the report will assist the City on prioritizing the remaining districts for continuation of the I &I Inspection Program. I will be available to respond to questions or provide additional information as needed. Respectful) submitted ZitS Cc: Gene VanOverbeke, Director of Administrative Services Wayne Schwanz, Superintendent of Utilities Russ Matthys, City Engineer 11 0 4111 City of Ea�18>l 2012 Proposed Budget Operating Budget Public Utilities — Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer PURPOSE & DESCRIPTION The purpose of the Public Utilities — Street Lighting Department is to: • Provide adequate lighting for public safety on city streets and at signalized intersections ,. within the City of Eagan. 4 • Ensure the electrical provisions for the traffic control signals within the City of Eagan. • Coordinate the maintenance of the street lighting system for optimal performance. ‘11 ,, 0 • Administer the maintenance of the traffic control signals' operation and infrastructure. _ # 111.... The Public Utilities — Street Lighting Department is responsible for the following functions: Vt • Coordinate the installation of street lights on all streets within City jurisdiction, both private developments and public improvements. • Address maintenance needs of the street lighting system & traffic control signals within the City, including light replacement, pole repair /refurbishment. • Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements for street lights. • Manage the reimbursement of electrical services for street lighting and traffic signals. • Update Capital Improvement Program for City's street light and traffic control signals. • Coordinate /present Public Hearings /Final Assessment Hearings for City improvements for street lights. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Street lights maintained (city- owned) 313 313 313 341 New street lights installed (city- owned) 0 9 6 40 Upgrade existing street lights (utility- owned) 4 0 2 9 Traffic signals (city, county & state) 69 69 70 70 New traffic signals installed (city, county & state) 0 0 1 0 Lt1 It ' ll ` City of Etall 2012 Proposed Budget Operating Budget Public Utilities — Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer HIGHLIGHTS & CHANGES Expenditure by Category Overview: The Street Lighting budget shows Services an increase of $36,900 or 6.7 %, due largely to and Other increased energy costs and maintenance to an Charges aging system, offset slightly by a reduction in 100.0% new street lights being installed under the Capital Improvement Program. Highlight /Change 1: Electricity for Street Lights ( #6406) is expected to be up 12.5% over the - 2011 budget, while Signal Lights ( #6407) power is down 13.6% from 2011, primarily because the rate increases built into the traffic signal light costs in the 2011 estimates never materialized. Traffic signals are operational 24 hours per day, 365 days per year with individual meters. Although street lights are activated by photoelectric sensors, they are billed on a projected number of non - daylight hours per year. Financial Impact: Combined increase of $46,100 over the 2011 budget Service Level Impact: None Highlight /Change 3: Cost estimates for Utility System Street Light ( #6411) upgrades and new major Intersection installations are increased based on the Capital Improvement Plan for 2012. Financial Impact: Increase $10,000 over the 2010 budget Service Level Impact: None Highlight /Change 4: Utility System Repair /Labor ( #6432) shows a contingency decrease due to anticipated completion of Promenade Street light painting in 2011. Financial Impact: Decrease of $19,400 over the 2011 budget Service Level Impact: None '4z. *City ofE8 an 2012 Proposed Budget Operating Budget Public Utilities - Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer LINE ITEM DETAIL Actual Actual Budget Budget Acct PARTS & SUPPLIES 2009 2010 2011 2012 6255 STREET REPAIR SUPLIES $ 131 $ - $ - $ - PARTS & SUPPLIES 131 - - - 6310 PROFESSIONAL SERVICES - GENERAL 1,352 601 5,000 5,000 6406 ELECTRICITY- STREET LIGHTS 370,722 389,287 391,800 440,800 6407 ELECTRICITY- SIGNAL LIGHTS 20,252 16,412 21,300 18,400 6411 UTILITY SYSTEM STREETLIGHT INSTALLATIONS 2,935 28,577 21,000 31,000 6432 UTILITY SYSTEM REPAIR -LABOR 25,613 29,152 64,500 45,100 6505 PUBLIC UTILITY ADMIN FEE 39,500 41,700 38,400 38,600 6535 OTHER CONTRACTUAL SERVICES 3,411 4,057 7,000 7,000 OTHER SERVICES AND CHARGES 463,786 509,786 549,000 585,900 TOTAL STREET LIGHTING DEPARTMENT $ 463,786 $ 509,786 $ 549,000 $ 585,900 6.72% 6488 DEPRECIATION EXPENSE $ 12,797 $ 12,797 $ 12,800 $ 12,800 LIS *City of Cap 2012 Proposed Budget Operating Budget Public Utilities — Storm Drainage (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION \ The purpose of the Public Utilities — Storm Drainage Department is \ MM. to: \ d/ • Maintain the City's collection and conveyance system for � ell excess surface water runoff. // The Public Utilities — Storm Drainage Department is responsible for the following functions: • Inspect and maintain drainage system consisting of pipes, ponds and pumping stations. • Maintain the inlets and outlets for ponds including the removal of any erosion /siltation that restricts the flow or limits ponding capacities. • Respond to emergency pumping station alarms or resident calls during major peak events. • Assist with Water Quality programs and objectives. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Televised storm pipes, in miles 6,903 7,321 5,500 5,500 Drainage complaints received 70 42 20 20 Construction inspections performed 23 51 175 175 Ponds inspected 150 198 150 150 Control structures checked 84 98 110 110 City Of Eapil 2012 Proposed Budget Operating Budget Public Utilities — Storm Drainage (64) Responsible Manager: Wayne Schwanz, Expenditure by Category Superintendent of Utilities Services and Other �� � HIGHLIGHTS & CHANGES Charges . Overview: The 2012 Storm Drainage budget Capital shows an overall increase of $46,900 or 20.3% Outlay over the 2011 budget. Increases due to a 28% reallocation of staff from Water Quality for Parts an• budget purposes and higher lift station Supplies electricity costs are offset by a reduction in 0 6 ° capital expenditures. Highlight /Change 1: Move .5 FTE maintenance worker from Water Quality (65) to Storm Drainage (64) to better reflect the actual staff time spent in each activity. Financial Impact: $37,500 increase to Storm Drainage, offset by a similar decrease to Water Quality Service Level Impact: None. This budget change is made to reflect what is already occurring with staff time; there are no changes proposed to staff activities. Highlight /Change 2: Electricity for Lift Stations ( #6408) has increased to more accurately reflect historical rainfall amount averages and also a projected rate increase by Xcel Energy and Dakota Electric Assoc (DEA). Financial Impact: Increase of $29,200 from 2011 budget Service Level Impact: None Highlight /Change 3: Utility System Repair - Labor ( #6432) has increased to more accurately reflect historical averages for unanticipated contractual repair services of storm drainage system and related equipment. Financial Impact: Increase of $5,000 over the 2011 budget Service Level Impact: None Highlight /Change 4: Utility System Parts /Supplies ( #6260) has decreased to more accurately reflect historical averages for unanticipated repair requirements of the storm drainage system. Financial Impact: Decrease of $3,000 over the 2011 budget Service Level Impact: None Highlight /Change 5: Capital - Mobile Equipment ( #6680) has decreased with no major pieces of equipment scheduled for replacement in 2012. Financial Impact: Decrease of $35,000 over the 2011 budget Service Level Impact: None 115 41 10 /1 ` City of Eatall 2012 Proposed Budget Operating Budget Public Utilities — Storm Drainage (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 127,937 $ 118,777 $ 38,900 $ 89,400 Parts and Supplies 10,808 6,339 14,100 11,200 Services and Other Charges 143,028 162,057 112,900 147,200 Capital Outlay 14,779 - 65,000 30,000 Transfers Out - 102,515 - - Total $ 296,552 $ 389,688 $ 230,900 $ 277,800 Depreciation Expense $ 992,139 $ 1,024,218 $ 990,400 $ 1,022,500 POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours System Maintenance Workers 0.5 0.5 0.5 1.0 2,080 Total 0.5 0.5 0.5 1.0 2,080 2012 WORK PLAN Activity Routine 1 Inspection /clean -up of structures 2 Lift station maintenance 3 Weed harvesting 4 Water quality support 5 Aeration 6 Storm response � 4 1 " City of Ewa 2012 Proposed Budget Operating Budget Public Utilities - Storm Drainage (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIES AND WAGES - REGULAR $ 84,383 $ 77,208 $ 25,200 $ 53,100 6112 OVERTIME - REGULAR 244 508 1,200 1,200 6130 SALARIES AND WAGES- TEMPORARY 11,541 10,006 - 11,400 6131 OVERTIME - TEMPORARY - - - - 6142 PERA - COORDINATED 5,585 5,460 1,800 3,900 6144 FICA 6,805 6,221 2,000 5,000 6151 HEALTH INSURANCE 15,136 14,714 6,500 12,100 6152 LIFE 163 171 - - 6154 DISABILITY - LONG TERM 294 309 - - 6155 WORKERS COMPENSATION 3,787 4,035 2,200 2,700 6156 RETIREE HEALTH INSURANCE - 143 - - TOTAL PERSONAL SERVICES 127,937 118,777 38,900 89,400 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - - 400 400 6220 OPERATING SUPPLIES- GENERAL - - 300 300 6222 MEDICAL/RESCUE /SAFETY SUPPLIES - - 100 100 6224 CLOTHING /PERSONAL EQUIPMENT 160 375 400 500 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL - - - - 6231 MOBILE EQUIPMENT REPAIR PARTS 15 - 100 100 6232 SMALL EQUIPMENT REPAIR PARTS - - 100 100 6234 FIELD /OTHER EQUIPMENT REPAIR - - 100 100 6235 FUELS, LUBRICANTS, ADDITIVES - 42 300 300 6240 SMALL TOOLS 37 - 300 300 6250 LANDSCAPE MATERIAL & SUPPLIES 4,209 40 2,000 2,000 6260 UTILITY SYSTEM PARTS /SUPPLIES 6,386 5,882 10,000 7,000 TOTAL PARTS & SUPPLIES 10,808 6,339 14,100 11,200 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6,668 8,641 - - 6385 INSURANCE 3,800 3,800 3,900 3,900 6408 ELECTRICITY -LIFT STATIONS 59,190 103,515 62,200 91,400 6427 BUILDING OPERATIONS /REPAIR -LAB - - - - 6432 UTILITY SYSTEM REPAIR - LABOR 45,383 18,100 20,000 25,000 6457 MACHINERY AND EQUIPMENT 1,047 175 500 500 6476 CONFERENCES AND SCHOOLS 165 25 200 200 6505 PUBLIC UTILITY ADMIN FEE 26,300 27,800 25,600 25,700 6569 MAINTENANCE CONTRACTS 475 - 500 500 OTHER SERVICES AND CHARGES 143,028 162,057 112,900 147,200 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS - - 30,000 30,000 6640 MACHINERY /EQUIPMENT 14,138 - - - 6680 MOBILE EQUIPMENT - - 35,000 - 6700 CONSTRUCTION PROJECTS 641 - - - CAPITAL OUTLAY 14,779 - 65,000 30,000 TRANSFERS 6805 TRANSFERS OUT - 102,515 - - TRANSFERS - 102,515 - - TOTAL STORM DRAINAGE DEPARTMENT $ 296,552 $ 389,688 $ 230,900 $ 277,800 20.31% 6488 DEPRECIATION EXPENSE $ 992,139 $ 1,024,218 $ 990,400 $ 1,022,500 14 410 1/1' 2012 Proposed Budget Operating Budget City of Eapil Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator PURPOSE & DESCRIPTION t 7 ''r The purpose of the Public Utilities - Water Quality Department is to: • Protect and improve natural, aesthetic, and recreational qualities of Eagan Lakes, ponds, and wetlands for enjoyment and use by present and r future residents of the City and regional community. ... r 4 j The Public Utilities - Water Quality Department is responsible for the following _ -�. functions: • Direct implementation of Eagan Water Quality Management Plan. , ,. ,a t� t • Ensure City compliance with Minnesota Wetland Conservation Act rules. t ";I . � , Ix''I �t` r • Coordinate City compliance with Minnesota storm -water discharge permit and impaired water regulations. • Monitor and manage water resources and other land use activities directly or indirectly affecting water resources. • Educate community about land and water issues relating to water quality, lakes, and wetlands. • Coordinate among city, county, state, and federal entities to protect and improve water resources. PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Lakes, wetlands monitored in long -term program 19 15 10 14 Lakes aerated in winter for fisheries 12 12 13 13 Lakes monitored for fish populations (w/ MN DNR) 1 3 2 4 Loads of aquatic plants removed from lakes 81 68 70 70 Lakes, ponds treated with alum 2 0 3 2 Lake management planning efforts 2 2 2 2 Climb Theatre performances in K -12 schools 4 4 4 4 Youth Fishing Program participants 49 89 75 75 Rain gardens/ stormwater infiltration structures installed 31 9 10 10 LakeFest attendees - 350 - 350 2012 Proposed Budget Operating Budget 4 0 1 `City of Faun Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator f \ HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The 2012 Water Quality operating Supplies budget proposes an overall decrease of $17,900 or (2.8 %) ' from 2011 due primarily to 13% moving .5 FTE from Water Quality to Storm Drainage (Dept 64), offset by an increase in chemicals associated with the renewed Capital operation of the Fish Lake Alum Dosing station Other Outlay and an increase in street sweeper operating 1% 0% costs for water quality purposes. Highlight /Change 1: Move .5 FTE maintenance worker from Water Quality (65) to Storm Drainage (64) to better reflect the actual staff time spent in each activity. Financial Impact: $37,500 reduction to the Water Quality, offset by a similar increase to Storm Drainage Service Level Impact: None. This budget change is made to reflect what is already occurring with staff time; there are no changes proposed to staff activities. Highlight /Change 2: An increased cost for Chemicals ( #6244) to operate the Fish Lake Alum Dosing treatment system. Constructed in 2011, this system was operated for only about a month. The operation fulfills commitments made in the 2007 Water Quality and Wetland Management Plan and the 2010 Total Maximum Daily Load (TMDL) Implementation Plan that was approved by Minnesota Pollution Control Agency (MPCA). Financial Impact: Increase of $16,500 over the 2011 budget Service Level Impact: Improvements in water quality of Fish Lake, Eagan's highest priority water body. Highlight /Change 3: An increased allocation in Fuel costs ( #6235) and Mobile Equipment Repair Parts ( #6231) for street sweepers and trucks reflecting a greater use for water quality purposes. Financial Impact: Increase of $2,300 over the 2011 budget Service Level Impact: None Highlight /Change 4: A decrease in combined Professional Services ( #6310), Engineering Services ( #6312) and Testing Services ( #6323) results from the deletion of an unspecified contingency for professional services, the shift of engineering services from operations to the Water Quality CIP, and slightly reduced plan for long term water quality monitoring, which reduces analytical laboratory costs. Financial Impact: Decrease of $7,700 over the 2011 budget Service Level Impact: None Highlight /Change 5: A decrease in Capital Outlay ( #6640). An increase in small survey and sampling equipment is completely offset by a 100% reduction in Machinery & Equipment (no aerators proposed). Financial Impact: Decrease of $2,300 over the 2011 budget Service Level Impact: Increased capability to survey fish populations and sample subsurface soils Highlight /Change 6: A decrease in Cost Sharing Payments ( #6860). A 49% decrease results from elimination of the annual contribution to Metro Watershed Partners' Minnesota Water, Let's Keep it Clean campaign because the City is fulfilling its MPCA stormwater permit requirements for public education and outreach by various other means. Financial Impact: Decrease of $2,300 over the 2011 budget Service Level Impact: None 4, /1` 2012 Proposed Budget Operating Budget City of hp Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 299,847 $ 313,207 $ 376,100 $ 351,600 Parts and Supplies 29,655 26,523 61,700 81,600 Services and Other Charges 195,683 143,043 195,000 187,500 Capital Outlay 30,433 7,246 5,700 3,400 Other 11,260 8,100 7,100 3,600 Total $ 566,877 $ 498,119 $ 645,600 $ 627,700 Depreciation Expense $ 90,504 $ 62,284 $ 91,500 $ 98,900 POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours Water Resources Coordinator 1 1 1 1 2,080 Water Resources Specialist 1 1 1 1 2,080 Water Resources Technician 1 1 1 1 2,080 System Maint Worker 0.5 0.5 0.5 0 - Operations Support Specialist 0.5 0.5 0.5 1 2,080 Clerical Technician 0.5 0.5 0.5 0 - Total 4.5 4.5 4.5 4.0 8,320 2012 WORK PLAN Activity Routine 1 Program administration /staff supervision /operations & clerical support 2 Monitor & manage water resources and relevant land use activities 3 Expanded monitoring /coordination for required Impaired Waters /TMDL studies 4 Enhance recreational fishing; assess ecological conditions 5 Special projects /research 6 Public education /involvement 7 Public relations /customer service 8 Interagency coordination /partnerships 9 Professional development /training 10 Coordination for required Stormwater Pollution Prevention Plan so 4 1/1' 2012 Proposed Budget Operating Budget City of bin Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2009 2010 2011 2012 6110 SALARIES AND WAGES- REGULAR $ 228,099 $ 238,108 $ 274,400 $ 258,000 6112 OVERTIME- REGULAR 16 88 - - 6130 SALARIES AND WAGES - TEMPORARY 6,795 927 7,800 8,700 6131 OVERTIME-TEMPORARY 193 - - - 6142 PERA - COORDINATED 15,149 16,230 19,200 18,700 6144 FICA 17,150 17,021 21,600 20,400 6151 HEALTH INSURANCE 26,919 34,400 46,400 40,700 6152 LIFE 388 451 - - 6154 DISABILITY - LONG TERM 717 845 - - 6155 WORKERS COMPENSATION 4,420 5,433 6,700 5,100 6157 RETIREE INSURANCE FUNDING - (297) - - TOTAL PERSONAL SERVICES 299,847 313,207 376,100 351,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 112 43 100 100 6215 REFERENCE MATERIALS 182 67 200 100 6220 OPERATING SUPPLIES - GENERAL 1,763 2,265 2,000 2,000 6222 MEDICAL /RESCUE /SAFETY SUPPLIES - - 100 100 6224 CLOTHING /PERSONAL EQUIPMENT 256 433 300 300 6226 PUBLIC SAFETY SUPPLIES - 67 - - 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL - 300 - - 6231 MOBILE EQUIP REPAIR PARTS 9,617 8,812 11,100 12,500 6232 SMALL EQUIPMENT REPAIR PARTS 407 232 400 300 6234 FIELD /OTHER EQUIPMENT REPAIR 1,227 846 700 1,000 6235 FUEL, LUBRICANTS, ADDITIVES 6,500 7,514 15,400 17,700 6240 SMALL TOOLS 216 261 200 200 6244 CHEMICALS & CHEMICAL PRODUCTS 2,142 - 27,700 44,200 6250 LANDSCAPE MATERIAL & SUPPLIES 6,161 4,196 1,500 1,000 6257 SIGNS & STRIPING MATERIAL 793 1,487 2,000 1,500 6270 COMPUTER SOFTWARE 278 - - 600 TOTAL PARTS & SUPPLIES 29,655 26,523 61,700 81,600 51 2012 Proposed Budget Operating Budget *City of Evan Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget SERVICES & OTHER CHARGES 2009 2010 2011 2012 6310 PROFESSIONAL SERVICES - GENERAL 53,167 6,880 48,500 47,000 6312 ENGINEERING 1,143 - 1,000 - 6323 TESTING SERVICES 20,950 13,978 27,000 21,800 6328 SPECIAL EVENTS /ADMISSION FEES - - - 2,000 6346 POSTAGE 49 - 100 100 6353 PERSONAL AUTO /PARKING 43 147 200 200 6354 CAR WASHES 17 - - - 6355 CELLULAR TELEPHONE SERVICE 1,014 1,077 1,100 1,100 6359 LEGAL NOTICE PUBLICATION - - 100 100 6370 GENERAL PRINTING AND BINDING - 3,229 1,500 500 6385 INSURANCE 7,800 7,800 8,000 8,000 6405 ELECTRICITY 2,630 2,442 2,600 2,900 6425 MOBILE EQUIPMENT REPAIR -LABOR - - 100 100 6426 SMALL EQUIPMENT REPAIR -LABOR - - 200 200 6457 MACHINERY AND EQUIPMENT - - 200 200 6475 MISCELLANEOUS 271 156 300 200 6476 CONFERENCES AND SCHOOLS 1,345 1,666 2,300 1,900 6477 LOCAL MEETING EXPENSES 177 - 200 100 6479 DUES AND SUBSCRIPTIONS 279 329 400 300 6480 LICENSES, PERMITS AND TAXES 309 968 1,600 600 6495 WATERSHED MANAGEMENTASSESSMNT 38,091 34,522 33,100 33,100 6505 PUBLIC UTILITY ADMIN FEE 65,800 69,600 63,900 64,300 6535 OTHER CONTRACTUAL SERVICES 2,600 88 2,600 2,800 6538 TOWING CHARGES - 161 - - OTHER SERVICES AND CHARGES 195,683 143,043 195,000 187,500 Acct CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT $ - $ 239 $ 4,000 $ - 6660 OFFICE FURNISHINGS & EQUIPMENT 272 2,051 1,700 2,000 6670 OTHER EQUIPMENT 2,509 373 - 1,400 6680 MOBILE EQUIPMENT - - - - 6700 CONTRUCTION PROJECTS 27,651 4,583 - - CAPITAL OUTLAY 30,433 7,246 5,700 3,400 OTHER 6855 MERCHANDISE FOR RESALE 35 - - - 6860 COST SHARING PAYMENTS 11,225 8,100 7,100 3,600 OTHER 11,260 8,100 7,100 3,600 TOTAL WATER QUALITY DEPARTMENT $ 566,877 $ 498,119 $ 645,600 $ 627,700 -2.77% 6488 DEPRECIATION EXPENSE $ 90,504 $ 62,284 $ 91,500 $ 98,900 51 Agenda Information Memo October 11, 2011, Special Eagan City Council Meeting IV. 2012 EAGAN CONVENTION AND VISITORS BUREAU BUDGET ACTION TO BE CONSIDERED: To accept 2012 Eagan Convention and Visitors Bureau Budget, provide feedback on marketing priorities, and provide direction on parameters for mandated ECVB Economic Impact Study. FACTS: • The ECVB is funded by a local lodging tax paid for by visitors to Eagan's 15 hotels. • The ECVB's 2012 budget process began last spring, and has been reviewed by the ECVB Finance Committee which includes City of Eagan Chief Financial Officer, Tom Pepper. The budget was also reviewed separately by City Liaison Tom Garrison. • The budget was examined and approved by the Bureau's Board of Directors during their September 29 Board meeting. Mayor Mike Maguire (a City- designated Board member) was present for the Board approval along with City Liaison Tom Garrison. • While the ECVB Board operates independently of the City, Section 3.2 of the Operating Agreement with the City of Eagan requires the ECVB to submit its work plan and operating budget to the City Council for its "review and approval." • At the direction of the ECVB board and Finance Committee to lower the amount of undesignated reserves, and under the premise that an otherwise challenging economy represents the best time to obtain extended regional marketing for Eagan — particularly in the leisure travel market —the overall budget reflects a nearly 9% increase over 2011. • Based on advice from hoteliers and industry indicators, ECVB projects a modest recovery in the tourism activity in Eagan in 2012. • Coupled with its strategy to once again invest a record amount of advertising and promotional dollars during 2012, ECVB is expanding its use of the successful "Pick Your Package" promotions of 2011. Advertising campaigns and extensive sales missions will be targeting leisure travelers, group tour operators, meeting planners and sports tournament directors throughout the Upper Midwest and Canada. • The Bureau will continue playing an active role in promoting Eagan's July 4 Funfest, Art Festival, Market Fest, Caponi Art Park in addition to working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on joint marketing efforts for 2012. • The ECVB is also required to produce every four years an Economic Impact Study, as required by the City's legal agreement. However that agreement is silent on the specific nature of the study to be conducted. • Communications Director Garrison, ECVB Board Chair Ruthe Batulis, Dakota County Regional Chamber of Commerce, and ECVB President & 53 CEO Brent Cory will make a very brief budget presentation but would like to spend the balance of their time discussing policy options for the Economic Impact Study to make sure that the study parameters reflect the scope and deliverables important to the City Council. ATTACHMENTS: • Enclosed on pages 55 are the summary and highlighted changes of the ECVB budget. • Economic Impact Study Options on page 59 . 5� Eagan Convention & Visitors Bureau 2012 Budget 2009 2010 2011 2012 Actual Actual Budget Budget INCOME Lodging tax $ 632,410 $ 709,244 $ 675,000 $ 770,000 Other 34,777 31,332 30,000 14,000 Utilization of reserves 39,629 - 125,000 125,000 Total Income 706,816 740,576 830,000 909,000 EXPENSES Personnel 216,606 225,560 220,000 224,500 Other 127,427 119,384 105,500 122,000 Office 13,103 9,191 6,500 8,000 Marketing 286,468 298,572 430,500 479,500 Travel & Entertainment 21,454 18,258 23,500 29,500 Total Expenses 706,816 716,982 830,000 909,000 Net income $ - $ 23,594 $ - $ - 55 Eagan Convention and Visitors Bureau Proposed 2012 Budget Eagan Convention & Visitors Bureau Responsible Manager: Brent Cory, President & CEO City Liaison: Tom Garrison City Council ECVB Board Representation: Mayor Mike Maguire PURPOSE & DESCRIPTION The purpose of the Eagan Convention and Visitors Bureau is to: • Promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts. • Generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. The Eagan Convention and Visitors Bureau is responsible for the following functions: • Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as increasing guest visits to area hotels, attractions, restaurants and retail outlets. • Promoting Eagan through advertising, public and media relations, creative promotions and collateral, Web site /Internet initiatives, and e- commerce /direct mail campaigns. • Participating in trade shows, sales missions, targeted sales calls and familiarization tours aimed at generating leads and business prospects for Eagan. PERFORMANCE INDICATORS 2009 2010 2011 Description Actual Actual Estimate Amount of lodging tax generated $632,378 $709,243 $744,000 Qualified leads generated through 42,679 57,245 70,000 advertising /promotional /sales efforts HIGHLIGHTS & CHANGES Overview: While the road to full economic recovery continues to elude us all, I'm proud to report that Eagan's hospitality community continues to weather the ravages of the recession in admirable shape. Last year's record investment in advertising for Eagan has enabled us to create some serious momentum which we plan on carrying through 2012. Promotions such as our Web -based "Pick Your Package" program, our industry- leading group tour rebate program, and our new Meeting in Eagan initiative continue to help us effectively convince leisure travelers, group tour operators and meeting planners that Eagan needs to be their preferred destination. By expanding our target markets, continuing to diversify our advertising and sales efforts and committing to our investment in the latest technology, we're convinced that Eagan will continue gaining market shares in all of our identified segments.. 5lv Highlight/Change 1: $296,500 total (increase of $21,550 from 2011) During these challenging economic times we find ourselves subjected to, it's more important than ever to discover ways of generating more revenue and economic impact for our local economy. Tourism of course serves as a major catalyst for doing this by bringing additional dollars into our restaurants, hotels, attractions and area businesses. I'm very proud to say that your Eagan Convention and Visitors Bureau will be investing a record amount of advertising dollars specifically into luring leisure travelers, group tour operators, meeting planners and sports tournament directors to Eagan through the most aggressive sales and marketing campaigns our organization has yet to spearhead. In addition to the utilization of traditional forms of advertising, search engine optimization, social media and public relations efforts will be used in concert to promote Eagan to the masses. Highlight 2: $25,000 The Bureau will continue playing an active role in promoting Eagan's July 4 Funfest, Art Festival, Market Fest, Caponi Art Park in addition to working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on joint marketing efforts for 2012. Highlight/Change 3: $40,000 total (increase of $10,000 from 2011) Our extensive sales missions, targeting travel agents, group tour operators and meeting planners will also play a huge role in marketing Eagan as THE preferred destination in 2012. Our sport and vacation show circuit will also be expanding into new markets during 2012 encompassing a 10 -hour targeted drive market throughout the Upper Midwest and Canada. Highlight/Change 4: $35,000 total (increase of $10,000 from 2011) As technology continues to evolve, exciting new opportunities within the social media and mobile marketing realms represent exceptional promotional outlets for Eagan. In addition to Facebook, Twitter, Foursquare and Yelp, the Bureau's new mobile Web site will be providing a dynamic portal for travelers both planning and enjoying their stay in Eagan. Prudent investments in our Web site, mobile applications and social media presence have paid big dividends by positioning Eagan on a level playing field with much larger destination — we plan on continuing to blaze a technological trail while positioning Eagan as a leader in our industry.. POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours President & CEO 1 1 1 1 2,080 Sales Director 1 1 1 1 2,080 Tourism Sales Director 1 1 1 1 2,080 Sales Administrator/Travel Counselor 1 1 1 1 2,080 Marketing Assistant 1 1 1 1 2,080 Total 2012 WORK PLAN Activity Routine 1. Generate and fulfill inquires from leisure, business, meeting travelers. 2. Create /distribute collateral promoting Eagan's hotels, restaurants, attractions and shopping destinations to identified markets. 53- 3. Conduct sales missions aimed at generating increased travel /economic impact for Eagan. 4. Work closely with hospitality partners to continually keep Eagan top of mind in identified market segments. 5. Provide superior customer service to guests interested in the many amenities Eagan has to offer. 5� Eagan Convention and Visitors Bureau 2012 Eagan Economic Impact Study Options Overview: As part of the Eagan Convention and Visitors Bureau's agreement with the City of Eagan, the Bureau is required to perform and fund an economic impact study. Option #1: Comprehensive Analysis of All Eagan Target Markets Cost: Approx. $75,000 Under this option, all of the ECVB's core market segments would be analyzed, including leisure travel, meetings, group tours, government and sports - related bookings. While this would be comprehensive of the entire economic impact generated by the Bureau, since equal research and staff time would need to be devoted to each segment, the research would come at a significant investment. Research would provide the following data: • Data generated from focus groups • Database comparisons /data from ECVB inquiries • Lodging market assessment • Mailed and online survey data • On -site visitor intercept interview data • Telephone interview data of visitors • Attraction market research, assessment and analysis • Community leader executive interview data • Visitor center assessment and data • Convention /meeting /event market data, including planner decision maker interviews • Group tour market data, including decision maker information • Sports market data, including team sports planner interview information • Government market data, including per diem analysis and government meeting planner information • Average spending /income figures, visitor volume for the following segments: leisure travel, group tour, meetings, government and sports. Option #2: Exclusive Focus on Leisure Travel Market Cost: Approx. $20,000 - $25,000* The Eagan CVB currently operates under the primary mission of enticing leisure travelers from the Upper Midwest and Canada to stay, dine, shop and enjoy the many Eagan amenities. The ECVB board and hoteliers have asked us to focus on weekend travel, as business travel is generally strong M -Th., most of our hotel inventory is during weekends. With option #2, the survey would focus exclusively on the leisure travel market segment — which accounts for 70% of our resources and generates the most economic impact for Eagan. *The ECVB recommends this option. Data collected from this research option would include the following: • Average visitor volume and spending data, and travel origination sources • Estimated traveler expenditures by category (shopping, lodging, dining, recreation, transportation) • Estimated traveler expenditures by accommodation type • Leisure market travel trends (current, past five- years) • Impact of traveler expenditures for Eagan and resulting jobs • Travel party and trip profile (demographic and socioeconomic) • Comprehensive summary of economic impact for Eagan Option #3: General Economic Impact Study for Eagan Market Cost: Approximately $10,000 Option 3 relies heavily on extracting data from existing sources such as Smith Travel Research (STR) hotel reports while also taking advantage of technology to conduct email surveys, telephone research and some stakeholder questionnaires. A smaller pool of travelers would be surveyed. Data collected from survey Option 3 would include the following: • Average annual number of visitors, overall average daily spending by travelers, breakdown of expenditures and estimated economic impact for Eagan. 5q Agenda Information Memo October, 112011 Special City Council Meeting V. Eagan Television 2012 Budget ACTION TO BE CONSIDERED: 1) To provide direction to staff regarding the proposed 2012 E -TV budget 2) To direct that the budget be placed on a future City Council meeting consent agenda for formal ratification FACTS: • Since 2008, Eagan Television (E -TV) has had its public access studio on the corporate campus of Thomson Reuters. • Not only has the partnership garnered a Government Innovation Award from the Humphrey Institute, but programming has received Emmy nominations and received both national and state governmental programming awards, including the prestigious "Best in Show" award from Minnesota's Northern Lights Awards. • E -TV creates public, educational and governmental cable TV programming on three different local channels. • For the first time in 15 years, 2012 marks the beginning of a three -year franchise renewal period with Comcast, and staff recommends the retention of expertise for a renewal audit in preparation for those negotiations. • Normal year over year budgeting would represent a proposed 3.1% increase. Because of first year expertise for franchise renewal, the total budget is up 5.3% from 2011. • Eagan Communications Director Tom Garrison, executive director of E -TV, and Studio Supervisor Jeff Ongstad are present to give a brief overview to past year accomplishments, future goals, and the proposed 2012 budget. ATTACHMENTS (1): • E -TV Operating Budget details in standard City format. (PO City of Eap$ll 2012 Proposed Budget Operating Budget P 9 P 9 5 E -TV (197) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION Eagan Television (E -TV) creates public, educational, and government cable TV programming through a partnership of volunteers and professional staff. E -TV also to provides television production equipment facilities, and channel time to televise locally - produced programming. It is cable programming by the community, for the community. _� m � PERFORMANCE INDICATORS 2009 2010 2011 2012 Description Actual Actual Estimate Target Monthly Staff Program Production 8 10 14 24 Monthly Access Show Production 8 18 22 32 New Volunteers 89 120 140 80 Outside Revenue $ 13,425 $ 3,017 $ 18,000 * $ 25,000 Opportunities For Youth 12 -18 26 30 75 75 * Estimate based on year -to -date actuals; budgeted amount for 2011 was $36,000 6 1 City of Ca an 2012 Proposed Budget Operating Budget P 9 P 9 9 E -TV (197) Responsible Manager: Tom Garrison, Director of Communications Parts and HIGHLIGHTS & CHANGES Expenditure by Category Supplies 7% Overview: For the first time in 15 years, Eagan enters the three -year cable franchise renewal process and will Services incur extra expense. Consequently, the budget is up Personal and Other 5.3% from the prior year, mostly because of these Services G�e�� Charges extraordinary expenses. Excluding the retained 71% 20% expertise for renewal audit, the budget would be up Capital 3.1 %. Outlay 2% The E -TV budget is funded by non - taxpayer dollars. The sources of funding are franchise fees paid by Comcast and a small fee on local subscriber bills which supports capital equipment for Public, Educational and Governmental (PEG) public access facilities. Highlight /Change 1: Year One franchise renewal preparation with franchise fee audit of the cable company Financial Impact: $10,000 increase Service Level Impact: No direct impact to daily operations, but quicker spend down of franchise fee fund balance. Highlight /Change 2: In an effort to more effectively teach video production and make it more accessible to all volunteers, we have proposed purchasing 4 laptops to be used for editing and compositing classes as well as being available for volunteers to check out. Financial Impact: $4,800 expense. The account from which the laptops would be purchased, however, is flat year to year. Service Level Impact: To pursue E -TV's strategic plan, this will allow us to have more effective classes and also allow more volunteers the opportunity to participate in E -TV. Highlight /Change 3: Because of the addition of an edit suite in 2011, our maintenance service contract has increased by $2,250 to cover the additional equipment. Financial Impact: With slight reductions in other areas, there is no financial impact. Service Level Impact: Entire studio is now covered under our maintenance agreement with AVI. Highlight /Change 4: Salary increases are being implemented in 2012. Three of the four staff members are due to receive step increases as well. Financial Impact: $10,100 increase, including benefits. Service Level Impact: None (02^ 4" City of Evan 2012 Proposed Budget Operating Budget P 9 P 9 9 E -TV (197) Responsible Manager: Tom Garrison, Director of Communications EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2009 2010 2011 2012 Personal Services $ 329,870 $ 332,186 $ 332,900 $ 343,000 Parts and Supplies 29,477 28,868 36,200 34,700 Services and Other Charges 38,563 48,190 81,400 96,200 Capital Outlay 6,400 8,000 9,800 10,600 Total $ 404,310 $ 417,245 $ 460,300 $ 484,500 POSITION INVENTORY Personnel 2009 2010 2011 2012 Hours Studio Supervisor 1 1 1 1 2,080 Client Services Coordinator 1 1 1 1 2,080 Govt Programming Coordi nator 1 1 1 1 2,080 Field Coordinator /Video Specialist 1 1 1 - - Videographer /Editor - - - 1 2,080 Total 4 4 4 4 8,320 WORK PLAN 2012 Activity Routine 1 Supervision of PEG channels for Eagan 2 Provide and maintain public access facilities 3 Provide training for PA facility and equipment 4 Facilitate, organize and execute the playback of all sponsored PA shows 5 Provide coverage of community events 6 Provide coverage of all Eagan government meetings 7 Provide video production services to City of Eagan departments 8 Provide video production services to revenue generating clients 9 Assist Comcast customers with complaints 10 Provide video production services to Thomson Reuters in exchange for rent (p3 4 City of Eagan 2012 Proposed Budget Operating Budget P 9 E -TV (197) Responsible Manager: Tom Garrison, Director of Communications REVENUE SUMMARY Actual Actual Budget Budget Revenue 2009 2010 2011 2012 4689 PEG fees (total) $ 380,545 $ 382,079 $ 380,000 $ 382,000 Less: PEG fees used for current year CIP - E -TV (309,412) (33,147) (96,500) (62,300) PEG fees used for current year CIP - Eagan Rm /CC - - - (79,000) PEG fees available for future capital expenditures - (265,628) (163,000) (108,700) Net PEG fees used for E -TV operations 71,133 83,304 120,500 132,000 4690 City contribution - from Cable Franchise Fees fund 333,887 333,571 303,800 327,500 4699 Class fees 2,610 1,620 6,000 8,000 4696 Dub /Rental /Paid production 5,890 1,397 15,000 12,000 4698 Community programming sponsorship 4,925 - 15,000 5,000 Total Operating Revenues 418,445 419,892 460,300 484,500 CAPITAL PURCHASES Fund Source CIP (PEG) Three studio camera pedestals $ 39,500 CIP (PEG) Conversion from Mini DV to P2 12,200 CIP (PEG) Shared mobile studio expenses 10,600 Subtotal - CIP capital 62,300 Opg budg Other 10,600 Total $ 72,900 (Cl4 4 City of Cap 2012 Proposed Budget Operating Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL 2009 2010 2011 2012 Actual Actual Budget Proposed • 6110 SALARIES AND WAGES - REGULAR 240,775 239,591 239,200 247,100 6112 OVERTIME - REGULAR 2,444 3,141 2,500 2,000 6130 SALARIESANDWAGES- TEMPORARY 11,762 13,223 15,000 14,000 • 6142 PERA- COORDINATED 16,278 17,327 17,900 19,100 • 6144 FICA 18,645 18,721 19,500 20,100 6151 HEALTH INSURANCE /VEBA 36,911 37,711 37,500 39,000 6152 LIFE 490 495 - - 6154 DISABILITY - LONGTERM 906 920 - - F 6155 WORKERS COMPENSATION 1,659 1,057 1,300 1,700 PERSONAL SERVICES 329,870 332,186 332,900 343,000 6210 OFFICE SUPPLIES 844 1,202 1,000 800 6212 OFFICE SMALL EQUIPMENT 706 1,314 500 500 6215 REFERENCE MATERIALS 296 - 500 500 6220 OPERATINGSUPPLIES - GENERAL 4,622 7,936 9,300 9,300 6224 CLOTHING /PERSONAL EQUIPMENT 330 - 2,000 2,000 6231 MOBILE EQUIPMENT REPAIR - PARTS 5,807 712 3,500 3,500 6232 SMALL EQUIPMENT REPAIR - PARTS 1,725 4,725 5,000 4,500 6235 FUEL, LUBRICANTS, ADDITIVES 592 1,989 1,300 1,300 • 6270 COMPUTER SOFTWARE 14,555 10,989 13,100 12,300 PARTS & SUPPLIES 29,477 28,868 36,200 34,700 r 6310 PROFESSIONAL SERVICES- GENERAL 19,557 1,433 7,000 17,000 6314 AUDITING - 400 - - • 6346 POSTAGE 48 149 800 800 6347 TELEPHONE SERVICE & LINE CHARGES - - 100 100 6353 PERSONAL AUTO /PARKING 261 9 400 400 6355 CELLULAR TELEPHONE SERVICE 1,771 1,942 2,700 2,700 6357 GENERALADVERTISING - 311 2,100 2,100 6359 LEGAL NOTICE PUBLICATION - - 200 200 r 6370 GENERAL PRINTING AND BINDING 565 - 1,100 1,100 6385 INSURANCE 2,300 7,300 7,400 7,400 6405 ELECTRICITY - - 12,000 12,000 6425 MOBILE EQUIPMENT REPAIR - LABOR - 2,294 2,500 2,500 6426 SMALL EQUIPMENT REPAIR - LABOR 350 5,045 9,500 9,500 6427 BUILDING OPERATIONS REPAIR - LABOR 1,538 - - - 6457 MACHINERY & EQUIPMENT RENTAL - - 400 400 6475 MISCELLANEOUS 5,537 4,843 5,200 4,900 6476 CONFERENCES AND SCHOOLS 2,671 1,376 3,300 3,000 6477 LOCAL MEETING EXPENSES 45 370 1,200 800 6478 TUITION AND REIMBURSEMENTS - - - 3,300 6479 DUES AND SUBSCRI PTIONS 3,655 3,405 4,600 4,800 6480 LICENSES, PERMITS AND TAXES - 15 - - 6569 MAINTENANCE CONTRACTS 265 19,299 20,900 23,200 OTHER SERVICES AND CHARGES 38,563 48,190 81,400 96,200 6640 MACHINERY /EQUIPMENT 6,400 8,000 9,300 10,200 6660 OFFICE FURNISHINGS /EQUIPMENT - - 500 400 6670 OTHER EQUIPMENT - - - - 6680 MOBILE EQUIPMENT - - - - CAPITAL OUTLAY 6,400 8,000 9,800 10,600 TOTAL E -TV 404 310 417,245 460 300 484,500 5.26% (05