08/15/2012 - City Council SpecialAgenda Memo
August 15, 2012 City Council Workshop
II1. 2012 -13 ADVISORY PARKS COMMISSION WORK PLAN
ACTION TO BE CONSIDERED:
To provide feedback and direction to the APrC regarding their 2012 -13 work plan
FACTS:
® On Monday, June 18, 2012 at 6:00 p.m. a workshop was help by the Advisory Parks
Commission to discuss their 2012 -2013 work plan.
The Advisory Park Commission (APrC) is proposing the following work plan and goals for
2012 -13.
1.) Recommend initiatives to the City of Eagan and its constituents for new park development
at the Nicols Ridge /Cedar Grove 3 acres site area to meet the needs of the surrounding
community.
2.) Recommend initiatives to the City of Eagan and its constituents for an active living
infrastructure. Conduct a joint meeting with the Energy and Environment Advisory
commission to discuss initiatives for street and trail improvements.
3.) Recommend initiatives to the City of Eagan and its constituents for healthy vending and
concessions policy to meet the health and wellness needs of the community.
4.) Recommend initiatives to the City of Eagan and its constituents for additional recreation
programs and facilities to meet the needs of Eagan's changing demographics.
ATTACHMENTS:
• List of 2012 -2013 projects on Page
2012 -2013 ADVISORY PARKS COMMISSION
WORK PLAN AND GOALS WORKSHOP
JUNE 18, 2012
A workshop of the Advisory Parks Commission was held on Monday, June 18, 2012 at 6 :00 p.m. Those
present were Commission Members Laurie Halverson, Ray Hobot, Michael Palmer, and Andrea Todd - Harlin,
Matthew Steele was absent. Also present was Parks and Recreation Director Juli Seydell Johnson, Paul Olson,
Superintendent of Parks, Marshall Grange, Eagan Community Center Fitness and Operations Supervisor, Amy
Grannes, Office Supervisor, and guest speaker Mary Montagne from Dakota County.
The Advisory Park Commission (APrC) is proposing to maintain the following work plan and goals adopted
in June of 2012 to the commission:
1.) Recommend initiatives to the City of Eagan and its constituents for new park development at the Nicols
Ridge /Cedar Grove 3 acres site area to meet the needs of the surrounding community.
2.) Recommend initiatives to the City of Eagan and its constituents for an active living infrastructure.
Conduct a joint meeting with the Energy and Environment Advisory commission to discuss the
following:
• Complete streets where needed
• Enhanced walking and biking routes
• Trail gaps — fill in where needed
• Safe route to school initiative
3.) Recommend initiatives to the City of Eagan and its constituents for healthy vending and concessions
policy to meet the following objectives:
• Recommend a written policy
• Utilize resources from Dakota County
Connect health to medicine
4.) Recommend initiatives to the City of Eagan and its constituents for additional recreation programs and
facilities to meet the following objectives:
• Meeting our current demographics
• Promotion of healthy /active living
• Researching interest and feasibility of additional facilities such as indoor
tennis /indoor soccer.
\�Il isle] 73
The meeting concluded at _6:55_ pan.
DATE
SECRETARY
Agenda Memo
August 15, 2012 City Council Workshop
III. 2013 -2017 PARKS AND RECREATION CIP
ACTION TO BE CONSIDERED:
To provide feedback and direction to the APrC regarding the 2013 -2017 capital improvement
projects outlined in this report.
FACTS:
• One of the primary responsibilities of the APrC is the amual preparation and updating of the
Departmental Capital Improvement Plan which serves as a blueprint and planning guide for
park projects. CIP projects must be either park development or improvement but cannot be
maintenance based.
• Funding for the CIP has historically come from the Park Site Fund (PSF), which is primarily
money collected from developments at the time of platting in lieu of land dedication. Starting
with the 2012 budget the City Council designated a $400,000 annual allocation to fund what
is now called the Park Systems Development and Renewal and Replacement Fund.
• The CIP proposal presented by the APrC to the City Council encompasses 2013 through
2017. Historically after the review process the Council approves the first year (2013) as a
budget and the next years as a general plan subject to change as part of future reviews.
• A number of projects in the proposed 2013 CIP represent the continuation of ongoing
programs and initiatives specific to replacement and upgrade. Examples include the
installation of playgrounds, Phase I of park development near the Cedar Grove commercial
development, expansion of the outdoor exercise equipment in Central Park, signage system
upgrade to the park trails, and the upgrade of the Northview teniis court trail.
• The CIP also includes the "small projects" fluid which is used to complete smaller,
unanticipated, capital projects or to help leverage additional financial assistance from an
association or alternative funding source.
• The revenue projection is conservative and does not include any large land acquisitions.
• The projected revenue is based upon much smaller developments that split an existing lot
into 2 -5 new lots rather than developments of entire new neighborhoods.
ATTACHMENTS:
List of 2013 projects on Page 5
List of 2013 -2017 projects on Pages (.o t
L�
2013 CIP project summary
• Central Park; Adding irrigation to the festival grounds, tie into existing irrigation
installed around the Community Center.
• Central Park; Expand the current outdoor exercise equipment to provide additional
opportunities for physical activities for multiple ages.
• Playground Replacements (2); Continuation of the ongoing rotational replacement
program. Candidate sites have not been determined as yet.
• Cedar Grove Park Development; Begin Phase I of the park development surrounding
the Cedar Grove commercial site to provide additional play opportunities in addition to
Woodhaven Park that serves this area.
• Northview Park Court Trail Upgrade: Upgrade the existing trail around the Northview
Park Tennis Courts.
• Park Trail Signage: Upgrade the signs that help direct people through the City's Trail
System.
• Small Projects; Funding for opportunities and need.
gm ` P
City of Eap Parks & Recreation Department
Park Systems Development and Renewal and Replacement Fund
Potential Capital Improvement Projects
2013-2017
Gate ory /Location Estimated Cost Potential Funding.
Park Development
1. Moonshine Park $200,000 PSF /G
2. Rahn Park South $150,000 PSF /G
3. Cedar Grove Phase II $100,000 PSF /P
4. Holz Farm Park Pahse lII $150,000 PSF /G
5. Section 16 Federal Drive $200,000 PSF /G
Subtotal $800,000
Park Improvements
1. Rahn Court Construction
$150,000
2. Cascade Bay Deck Upgrade
$50,000
3. Pickleball Court
$100,000
4, Wandering Walk Trail
$100,000
5. Bur Oaks Trail Paving
$100,000
Subtotal
$500,000
Athletic Lighting
1. Lexington Diffley 1 - 6 $500,000
2. Nortlwiew 5 - 8 $250,000
3. Thresher Soccer $200,000
4. Ohmann Soccer $200,000
5. Hockey Rink Upgrades $150,000
Subtotal $1,300,000
Master Plans
1. Rahn South $50,000
2. Federal Drive $50,000
Subtotal $100,000
Total All $2,700,000
PSF
PSF
PSF /G
PSF /G
PSF /G
PSF
PSF
PSF
PSF
PSF
PSF
PSF
PSF = Park Site Fund
P = Potential Partnership
G = Grant
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Agenda Information Memo
August 15, 2012 Special City Council Meeting
IV. 2013 GENERAL FUND BUDGET AND TAX LEVY
DIRECTION TO BE CONSIDERED:
• To provide direction to staff regarding the preliminary 2013 General Fund Budget and
2013 tax levy.
FACTS:
• Preparation of the 2013 preliminary General Fund budget has been ongoing since April.
• The Council's goal to "Maintain the City's long- standing, fiscally - prudent and responsive
budgeting approach while pursuing fiscal independence and self - reliance in long -term
budgeting" provided the basis for preparation of the preliminary 2013 budget and for the
tax levy considerations.
• The City Council has discussed preparation of the 2013 Budget in previous meetings
and provided direction to staff. That direction has been incorporated into the document.
• The budget team — City Administrator Hedges, Director of Administrative Services
VanOverbeke, Chief Financial Officer Pepper, and Assistant City Administrator Miller —
has met as a group and with each of the departments as part of the process to bring the
City Administrator's recommended 2013 Budget to its current state. Finance Intern
Alyssa Miller has provided assistance to the Budget team in preparing the various
materials.
• The general narrative is laid out in a fashion similar to previous years.
• The budget team and Department Directors will be present at the August 15 meeting to
respond to any questions the City Council may have about the proposed budget.
• The 2013 General Fund Budget and 2013 tax levy are next scheduled to be considered
at the regular City Council meeting on September 4.
ATTACHMENTS:
• The 2013 Preliminary General Fund Budget and tax levy information is in a separate
three -ring binder.
Agenda Information Memo
August 15, 2012 Special City Council Meeting
V. 2013 CIVIC ARENA BUDGET
DIRECTION TO BE CONSIDERED:
To approve the 2013 Civic Arena Budget, 2012 -2013 rates, and the purchase of 2013
capital outlay items as presented.
OR
To approve the 2013 Civic Arena Budget, 2012 -2013 rates, and the purchase of 2013
capital outlay items as modified.
OR
To provide direction to staff to make modifications to the material and return it to a future
City Council Agenda for further consideration and approval.
FACTS:
• The Civic Arena budget is historically presented to the City Council in advance of other
enterprise fund budgets as operations basically run on a September 1 year matching the
ice rental business season.
• As presented, the 2013 Civic Arena budget is balanced and is increasing by 7.93% from
$963,200 in 2012 to $1,039,600 in 2013.
• With more experience, the budget reflects more accurate costs associated with the
geothermal construction as well as more experience in operating the dry land training
space.
• The budget provides for the appropriate level of funding for renewal and replacement
and for the annual debt service payment.
• The Civic Arena is supported entirely by user fees and is not subsidized by property
taxes or any other outside revenue sources.
• The Civic Arena budget reflects revenues from the Northern Educate Hockey Academy.
The current and future impact of the academy is summarized in an attachment.
• The budget team — City Administrator Hedges, Director of Administrative Services
VanOverbeke, Chief Financial Officer Pepper, and Assistant City Administrator Miller —
has met with Department Director Juli Seydell Johnson to review the proposed budget
and operational issues. Finance Inter Alyssa Miller has provided assistance to the
Budget team in preparing the various materials.
• The budget team, Director Seydell Johnson, Superintendent of Operations Mesko, and
Campus Facilities Manager Vaughan will be present at the August 15 meeting to
respond to any questions the City Council may have about the proposed budget.
• Unless the City Council desires significant modifications to the proposed budget, it would
be appropriate to approve the 2013 budget, the 2012 -2013 rates and purchase of 2013
capital outlay items at this meeting to allow additional planning and advance notice
before the new skating season begins.
ATTACHMENTS:
• The proposed 2013 Civic Arena budget is on pages k4 through
• A summary of the impact of the Northern Educate Hockey Academy prepared by
Superintendent of Operations Mesko is on pages aQ through a\
• A summary of the proposed 2012 -2013 season hourly rates is on page .
2013 Proposed Budget Operating Budget
Cite ol Cap
Civic Arena
Responsible Manager: Cherryl Mesko, Superintendent of Operations
PURPOSE & DESCRIPTION
The purpose of the Civic Arena is to:
® Provide a positive environment for residents and guests of all ages to
gather.
Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
® Provide a high level of service, accessibility and professionalism to
expand revenue options to ensure the viability of this resource to the
community.
The Civic Arena is responsible for the following functions:
® Provide a wide variety of ice and dry floor related recreational opportunities for the public to enjoy,
® Capture a high level of revenue to offset operational costs, debt repayment and expand the retained
earnings capacity to accommodate future growth and expansion.
Protect the city's community investment by maintaining the integrity and value of the building and its
amenities.
® Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
® On -going analysis of existing operation and research to find ways to expand the opportunities offered
year round in order to maximize the capital investment.
PERFORMANCE INDICATORS
Description
Participants in skate school program
Summer hockey rental hours (June 15 -Aug 31)
Adult league team registrations
Dry floor events
Prime ice rental hours (Oct 15 - March 15)
2010
2011
2012
2013
Actual
Actual
Estimate
Target
1,628
1,696
1,700
1,800
800
819
800
800
42
44
44
44
6
7
5
6
3,100
3,182
3,100
3,100
1 ��
ANN 2013 Proposed Budget Operating Budget
T.Z, City of Up
Civic arena
Responsible Manager: Cherryl Mesko, Superintendent of Operations
F . .................................. ............................... . ........ . ............... .... .... _ ............... ........................... -......_...... ......_ .................... _ ... _. .......... _ .... ....... _ ........... .._,
Personal Parts and
Services Expenditure by Category supplies
45% 5%
Reserve for
Renewal & _ Services j
Replace, x and Other
7% �_ Charges i
Debt 22% 1
Service Capital
y, Outlay j
17%
3 0%
H IGHLIGHTS & CHANGES
Overview: The proposed Civic Arena 2013
budget is up $76,400 or 7.9 %, from 2012, The
budget reflects more accurate utility costs
associated with the geothermal construction,
costs associated with the construction of the
additional dry land training space as well as
costs and revenues associated with the hockey
school operating out of the mezzanine. This
budget does include a $10 increase in the
prime -time hourly ice rates to remain
competitive with other area ice rinks. Non -prime and off -peak ice rates remain unchanged.
Highlight /Change 1: Electric and gas costs have been modified to reflect more accurate gas and electrical costs as
monitored during 2011. The chart below shows how staff calculated the budget amount based on an assumed 3%
increase in both utilities. The 2011 and 2012 budgets assumed a larger savings based on the guaranteed energy
savings, however as we are learning with geothermal operations, while there is significant savings to natural gas,
electrical costs remain the same or are reduced slightly. The model to calculate the first years' energy consumption
for budgeting purposes, construction and use of the dry land training space and introduction of a school into the
mezzanine all impacted the estimate of utility costs. The geothermal system in place continues to be monitored
and modified to meet the goal of a more efficiently operating building.
2009 2010 2011 2012 2013
actual actual actual add 5% add 3%
Electricity 103,457
135,763
130,814
81,700 bgt
135,000
Natural Gas 68,570
41,667
6,644
6,000 bgt
6,800
172,027
177,430
137,458
87,700 bgt
141,800
Financial Impact: $54,100 increase ($53,300 — electricity, 6405; $800 — natural gas, 6410).
Service Level Impact: No impact to service — increased awareness of energy efficiency,
Highlight /Change 2: While Harris Companies will monitor and service all equipment in the Arena and replace any
of the equipment installed as part of the 2010 geothermal project during the term of the maintenance contract,
other equipment in the building requires the same level of service and care.
Financial Impact: $8,000 increase (6535).
Service Level Impact: This maintenance will increase the care and service of remaining equipment in the building
to ensure the full operation of building for users.
Highlight /Change 3: Revenue changes from the prior year reflect the inclusion of the Northern Educate Hockey
Academy wishing to continue for the 2012/13 school year. Academy revenue not reflected in the 2012 budget
included $25,000 for the 2 nd half of 2011/12 school year and $62,800 for the 15t half of 2012/13 school year.
Financial Impact: $58,500 increase to facility rental fees (4326); $4,500 increase to room rental (4324) in 2013
Service Level Impact: None.
2013 Proposed Budget Operating Budget
Cal, of boan
Civic Arena
Responsible Manager: Cherryl Mesko, Superintendent of Operations
EXPENDITURE SUMMARY
Expenditure
Actual
2010
Actual
2011
Budget
2012
Proposed
Budget
2013
Personal Services
$ 497,294
$ 490,140
$ 461,000
$ 463,100
Parts and Supplies
47,974
47,301
46,900
48,500
Services and Other Charges
259,334
225,968
169,900
233,700
Capital Outlay
6,539
18,172
1,500
1,700
Merchandisefor Resale
32,103
40,187
35,000
41,000
Debt Service
1,016,341
183,424
182,000
182,000
Reservefor Renewal & Replacement
-
-
66,900
69,600
Total
$ 1,859,585
$ 1,005,191
$ 963,200
$ 1,039,600
Depreciation Expense
POSITION INVENTORY- CIVIC ARENA
Personnel
Campus Facilities Manager
Campus Facilities Operations Coordinator
Campus Facilities Maintenance Coordinator
Custodian
Manager on Duty
Clerical Technician
Skating School Coordinator
Total
$ 382,507 $ 428,687
2010
2011
2012
2013
Hours
0.67
0.67
0,67
0.67
1,394
0.33
0.33
0.33
0.33
686
0.50
0.50
0.50
0.50
1,040
0.50
0.50
0.50
0.50
1,040
0.67
0.67
0.67
0.67
1,394
0.20
0,20
0.20
0.20
416
1.00
1.00
1.00
1.00
2,080
3.87
3.87
3.87
3.87
8,050
The Civic Arena and Cascade Bay share a number of staff. The Cascade Bay staff complement is shown below:
POSITION INVENTORY- CASCADE BAY
Personnel
Campus Facilities Manager
Campus Facilities Operations Coordinator
Campus Facilities Maintenance Coordinator
Custodian
Manager on Duty
Clerical Technician
Total
2010
2011
2012
2013
Hours
0.33
0.33
0.33
0.33
686
0.67
0.67
0.67
0.67
1,394
0.50
0.50
0.50
0.50
1,040
0.50
0.50
0.50
0.50
1,040
0.33
0.33
0.33
0.33
686
0.40
0.40
0.40
0.40
832
2.73
233
2.73
2.73
5,678
s:
2013 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Cherryl Mesko, Superintendent of Operations
2012 WORK PLAN
Activity
Routine
1 Respond to public comments or requests via phone or in person
2 Daily maintenance of ice and cleaning of building
3 Managethe building infrastructure to ensure efficient, safe and clean environment
4 Develop promotional materials for facility
5 Recruit, hire, train and supervise temporary and parttime employees
6 Provide work direction to ensure high level of customer service is maintained
7 Manage staff scheduling and training to meetthe demands of the building
8 Provide supportto the day -to -day concessions operation
9 Establish and manage skate school program and auxilliary events
10 Provide input and directions pertaining to policies, budget and general operation of CA
11 Develop and manage capital improvements and long range planning
12 Develop and manage policies & procedures that best meet the needs of the community
REVENUE SUMMARY
Budget
2012
Actual
$ 800
Actual
Acct REVENUES
2010
121,700
2011
4304 OTHER REVENUE
$ -
$
4,847
4305 EQUIPMENT RENTAL
9,595
$
8,976
4310 PARK PROGRAM REVENUE NON -TAX
112,823
$
125,584
4311 PARK PROGRAM REVENUE
113,668
$
127,829
4312 CONCESSION SALES
54,507
$
62,279
4314 MERCHANDISE SALES - TAXABLE
6,952
$
8,017
4315 MERCHANDISE SALES - NONTAXABLE
903
$
992
4320 MARKETING REVENUE
12,600
$
16,533
4322 VENDING (CITY OWNED)
13,398
$
12,634
4323 VENDING (VENDORS)
4,540
$
4,060
4324 ROOM RENTAL
3,586
$
8,672
4325 ROOM RENTAL NON -TAX
6,122
$
9,068
4326 FACILITY /ICE RENTAL
97,533
$
127,017
4327 FACILITY RENTAL NON -TAX
449,102
$
467,569
TOTAL CIVIC ARENA REVENUES
$ 885,330
$
984,077
Budget
2012
Budget
2013
$ 800
$ -
9,400
9,000
121,700
124,700
125,600
117,000
64,000
64,000
5,500
8,000
16,000
14,000
5,000
6,000
6,500
125,200
463,500
19,400
14,000
6,000
11,400
6,000
183,500
476,600
$ 963,200
$ 1,039,600
7.93%
\11
7 0 13 f rcrj7ased ! udget f erating Budget
y cll�! of Eagn
Civic Arena
Responsible IVianager: Cheryl IViesko, Superintendent of Operations
EXPENDI T UP.ES DETAIL
Continued on next page
. I ;
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SA!.ARIESAND WAGES- REGUIL AR
S 237,781
5 220,927
$ 206,300
$ 208,200
6112
OVER T IdViE -- REGULAR
155
-
-
-
6130
SALARIES AND \ADAGES- TEI\4PORARY
153,236
164,168
158,100
162,000
6131
O VERTI ILA E -TEIA PO RARY
-
-
-
-
6142
PERA- COORDINATED
23,346
23,895
15,000
15,100
6144
FICA
27,458
27,409
27,900
28,300
6151
HEALTH INSURANCE
45,726
44,331
42,300
44,000
6152
LIFE INSURANCE
454
435
-
-
61S4
DISABILITY - LONGTERM
808
774
-
-
6155
WORKERS COM!PEN!SATION!
8,462
8,507
11,300
5,500
6157
RETIREE HEALTH INSURANCE
(13 2)
(306)
100
-
TOTAL PERSONAL SERVICES
497,294
490,140
461,000
463,100
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
308
661
400
400
6211
OFFICE PRINTED MIATERIAL, /FORMS
-
71
-
-
6220
OPERATING SUPPLIES - GENERAL
17,600
17,842
17,000
18,000
6222
MEDICAL /RESCUE /SAFETY SUPPLIES
644
256
400
500
6223
BUILDING /CLEANING SUPPLIES
5,402
4,771
6,000
6,000
6224
CLOTH ING /PERSONALEQUIPMENT
873
503
900
900
6230
REPAIR /MAINTENANCESUPP -GENL
15,526
15,404
15,500
16,000
6233
BUILDINGREPAIRSUPPLIES
4,539
5,625
4,500
5,000
6235
FUEL, LUBRICANTS, ADDITIVES
119
6
100
i 00
6240
SMALLTOOLS
332
269
300
300
6241
SHOP MATERIALS
380
919
300
300
6244
CHEMICALS & CHEMICAL PRODUCTS
2,250
976
1,500
1,000
TOTAL PARTS & SUPPLIES
47,974
47,301
46,900
48,500
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
-
-
100
100
6314
AUDITING
900
900
800
900
6327
SPORTING EVENTOFFICIALS
-
-
-
-
6346
POSTAGE
195
235
200
300
6347
TELEPHONE SERVICE & LINE CHG
1,092
1,311
1,500
2,000
6348
MATRIX SERVICE & REPAIR
112
-
200
200
6353
PERSONAL AUTO /PARKING
103
29
200
200
6355
CELLULAR TELEPHONE SERVICE
821
676
600
700
6357
GENERAL ADVERT] SING
6,147
5,417
6,000
6,300
6370
GENERAL PRINTING AND BINDING
1,310
1,799
1,400
1,800
6385
INSURANCE
7,800
7,800
7,800
7,800
6405
ELECTRICITY
135,763
130,814
81,700
135,000
6410
NATURAL GAS SERVICE
41,667
6,644
6,000
6,800
6457
MACHINERYAND EQUIPMENT
5,235
3,706
3,500
4,000
Continued on next page
. I ;
Ul� 1 of L�1�� ?1 �r '7 2013 Proposed Budget Operating Budget
r :a
Civic Arena
Responsible Manager: Cherryl Mesko, Superintendent of Operations
EXPENDITURES DETAIL (CONVD)
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6483 DISPOSALOF PROPERTY
6487 VISA/MC BANK CHARGES
6535 OTHER CONTRACTUAL SERVICES
6539 WASTE REMOVAL/SANITATION SERV
6569 MAINTENANCE CONTRACTS
SERVICES AND OTHER CHARGES
CAPITAL OUTLAY
6640 MACHINERY /EQUIPMENT
6660 OFFICE FURNISHINGS & EQUIPMENT
6670 OTHER EQUIPMENT
CAP I TAL O UTLAY
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
Actual
Actual
Budget
Budget
2010
2011
2012
2013
$ -
$ 14
$ 600
$ -
995
165
900
1,000
10
14
100
100
889
996
1,000
1,000
1,457
636
500
700
4,651
-
-
-
5,879
5,878
5,000
6,000
20,121
17,158
7,000
15,000
3,582
3,724
3,700
3,700
20,604
38,053
41,100
40,100
259,334
225,968
169,900
233,700
-
1,657
-
-
-
4,499
1,500
1,700
6,539
12,016
-
6,539
18,172
1,500
1,700
32,103
40,187
35,000
41,000
32,103
40,187
35,000
41,000
DEBTSERVICE
6491 INTEREST
75,910
86,324
83,900
82,600
PRINCIPAL
940,000
97,100
98,100
99,400
6492 PAYING AGENT /BOND DESTRCTN FEE
431
-
-
-
TOTAL DEBT SERVICE
1,016,341
183,424
182,000
182,000
CAPITAL EQUIPMENT ALLOCATION
-
10,000
10,000
RESERVE FOR RENEWAL & REPLACEMENT
56,900
59,600
-
66,900
69,600
TOTAL CIVIC ARENA
$ 1,859,585
$ 1
$ 963,200
$ 1,039,600
7.93%
6488 DEPRECIATION & AMORTIZATION EXPENSE
$ 382,507
$ 428,687
$ -
$ -
�O�
20 1' Civic Arena Budget
Impact of Northern Educate
Achiever Charter School
7 -31 -12
2011 -12 School Year
Q Started with 9 students; finished school year with 34 students
0 Actual revenue generated for Civic Arena: $46,570.11
o $25,000 reflected in 2011
o Balance reflected in 2012
® 11 families moved into Eagan. Students came from Utah, Teas, Alabama, Hawaii,
Missouri, N. Dakota, California, Illinois, Colorado, Florida, Kansas, Iowa & Washington.
Proposed 2012/13 School Year:
® 50 -60 students
Revenue projection of $100,000 ($50,000 in 2012 and $50,000 in 2013) Slightly
diminished projection based on the fact that we won't have a full year of 2 sheets of ice.
Accommodations for school year:
o Building an office space (required for a charter school) in the storage area of the
mezzanine and leasing back to cover cost of construction ($6,000)
Future years:
2013/14
• They would like to increase to 120 students but 80 may be more realistic
• Revenue projection: $120,000
• The CA can accommodate up to 80 students
• Challenges would be:
Would need to remove turf and have year round ice in both rinks in order
to get the 480 hours of ice time /student they advertise.
This would eliminate the many turf events /programs that occur
each year including Home & Leisure Show, LaCrosse, Indoor
playground, Recreation Programs and Arena Softball, for example.
Community Room and Mezzanine would be devoted completely to
students and not be available for anything else during week day.
® Infrastructure (showers /lockers /storage) would pose a problem but can be
worked around if needed.
2014/15 and beyond
• Their goal is to get to 180 students and ultimately 360 students.
• This growth will require the school to move to a much larger facility or build their
own.
Current items on "wish list" for school:
• Minimum of 6 more showers and locker storage
Would require add -on to building @ $100 - 150,000
• Coaches stalls /lockers
Can be accommodated in an existing locker room @ $5 -6,000
• Ice year round on two sheets
D.0
Options:
Offer to make improvements to the building in exchange for a 3 -year school cycle:
0 2012/13, 2013/14, and 2014/15
o Improvement would include adding the showers /locker storage ($100- 150,000)
o Add Cormnunity Room for additional classroom space
0 May not be able to offer the full ice time needed for the school if turf remains.
Policy question:
o Removing the turf to offer year round ice would impact other dryland activities
that have been available in the east arena.
0 Impact would be approximately $50,000 in lost revenue.
D. I
Proposed 2012 -13 Hourly Rates
{ce.Rentai Rates
(Source of data on other cities: staff phone survey of proposed rates for upcoming year)
* Prime = October - March/ M -F 2pm -1 Opm, Sat -Sun 6am -1 Opm
** Non -Prime = Year round/ M -F 5am -2pm, Sat -Sun 1 Opm -6am
** Off -Peak = Year round if purchase over 10 hours and /or to fill non - traditional ice time
NOTE: 2012 -13 prime -time rate of $195 represents a $10 increase over 2011 -12 rates.
Each $5 incremental increase in prime -time rates increases revenues by $10,000.
Prime -time rates apply to hockey associations and figure skating
ISD 196 rates are traditionally $5 /hr higher than prime -time rates (i.e., $200 in 2012 -13)
Turf Concrete
Full floor 80 /hr 45 /hr
Half floor 45 no change
Less than 24 hr notice 90
Mez nine Rental
Resident
Prime
Non-Prime, Off -Peak
Burnsville
215 /hr
175 /hr 80 /hr
Lakeville
215
160
St. Thomas Ice Arena
215
160
Farmington
205
150
Apple Valley
205
170
Inver Grove Heights
200
130
South St. Paul
195
155
Eagan
195 *
130 *` 115 * **
Richfield
190
180
Rosemount
185
125
* Prime = October - March/ M -F 2pm -1 Opm, Sat -Sun 6am -1 Opm
** Non -Prime = Year round/ M -F 5am -2pm, Sat -Sun 1 Opm -6am
** Off -Peak = Year round if purchase over 10 hours and /or to fill non - traditional ice time
NOTE: 2012 -13 prime -time rate of $195 represents a $10 increase over 2011 -12 rates.
Each $5 incremental increase in prime -time rates increases revenues by $10,000.
Prime -time rates apply to hockey associations and figure skating
ISD 196 rates are traditionally $5 /hr higher than prime -time rates (i.e., $200 in 2012 -13)
Turf Concrete
Full floor 80 /hr 45 /hr
Half floor 45 no change
Less than 24 hr notice 90
Mez nine Rental
Resident
21 /hr
Resident w /outside F &E
60 /hr
Non- resident
31 /hr
no change
Non -res w /outside F &B
67 /hr
l'rainind,CenterfRooms
Prime:
October March: M - F 5 pm - 9 pm /Sat - Sun 8 am - 9pm 27 /1hr no change
Non -Prime 1'5 /hr
Comm.unityRoorn'� ` = °"
Eagan Hockey N/C
Eastview Hockey N/C no change
Eagan Figure Skating Club N/C
Rental 20 /hr
*All rentals require a 7 day cancellation notice
Cpl)`
Agenda Information Memo
August 15, 2012 Special City Council Meeting
VI. ACCESSEAGAN FIBER UPDATE
ACTION TO BE CONSIDERED:
To provide direction to staff regarding implementation steps and policy matters
contained therein for the AccessEagan fiber network.
FACTS:
Background
In January, 2011, the Eagan City Council unanimously passed a resolution stating, in
part, that it finds "the placement and construction of a colocation facility /data center, and
the installation and extension of City -owned fiber infrastructure, are in the public interest
and necessity as critical infrastructure" for Eagan's future. After considerable review by
the City's Finance Committee and approval by the City Council in the summer of 2011,
the City undertook a phased extension of City fiber. The purpose of the extension was
defined to provide for open access use by private sector providers to serve local
businesses. The City Council made it clear that the City will install open infrastructure
for lease by telecommunications providers, but it is the private sector's role to provide
direct service to businesses. A funding allocation of up to $2 million was approved to
get through the fourth year of the fiber project. Separately, a private venture, Five 9s
Digital, has announced its intention to develop up to a 138,000 square foot
colocation /data center.
While the projects are running concurrently and are mutually beneficial, the fiber
extension which is primarily under the City's control is separate and distinct from the
colocation project. Although the network operating independently may lack some
redundancy and other features available with the colocation facility, it will operate well
and be beneficial as a stand -alone project and can subsequently be integrated with the
colocation facility at any time.
Construction Status
Fiber /Conduit
Installation of conduit and fiber has been approved by the City Council and undertaken
in 2 phases. Phase I provides for the installation of approximately 7.84 miles of fiber
and duct at an approximate cost of $660,000 including change orders. This phase will
be ready to be "lit" the week of August 13 pending arrival and installation of the
necessary equipment.
Phase II provides for the installation of approximately 8.2 miles of fiber and duct at an
approximate cost of $650,000 including change orders. Phase II is projected to be
,DE
online by the end of August. Depending on the cost estimate (not included in the above
number) an addition to Phase II to get fiber to potential customers desiring service in
Northeast Eagan may be proposed.
Equipment
The equipment necessary to "light" Phase I and Phase II fiber has been ordered and it
is expected that it will be installed by the end of August. Modifications are required to
the network room at the Fire Safety Center to provide for fire suppression without the
use of water that would damage the equipment and to seal fire suppression from the
building's HVAC system. Quotes are being sought to complete that work and it will
move expeditiously.
Implementation Steps
The following items in no particular order make up the necessary components that are
being worked on to provide for turning the planning and construction into an operating
open access network.
Agreements: Staff is working with the City Attorney's Office and an attorney engaged
by Design Nine to write the agreements necessary to engage service providers and
hook up end -user customers. The agreements will provide for such matters as access
to private property, ownership of various components of the system, liability issues,
insurance coverage, and the like. The City may want to develop and approve an
expedited approval process for individual agreements through delegation from the City
Council to the City Administrator or his designee.
Soft Opening: Staff has engaged in some discussion about using a "soft launch"
process whereby access to and use of the network begins with an initial provider and
one customer (or a very limited number) in more of a test mode /controlled environment
to ensure that the network operates properly before full scale marketing and utilization
are undertaken. It is expected that this "soft launch" could take place in early October
with full operation being undertaken as soon as assurance is developed that the system
is fully functional and ready to be rolled out in a full blown manner.
Staffing Model: Operation of Access Eagan will impact City staff in at least three areas;
technology support, marketing, and finances. Assuming a soft launch and relatively
slow ramp up to full service, technology support is currently contemplated to be
provided by exiting staff, primarily IT Coordinator Cook, with contractual assistance
through LOGIS. At a future date consideration should be given to the best long -term
solution for staffing; in house or through a contractual arrangement. The detailed study
of that question will benefit from some operational experience, hence it is recommended
to be reviewed at a later date.
Various approaches to marketing have been researched by Director of Communications
Garrison. His recommendation is incorporated into the Marketing Section of this
material.
No definitive plan has been put together at this point regarding the billing of accounts for
service providers. Staff desire is that it can be worked out with existing staff and
Cy`
equipment. Other logistical issues such as signing up customers, etc. are also being
worked on at this time.
Ordinance Amendment: The City Attorney's Office has responded to a staff inquiry that
a City Code amendment providing for the operation of AccessEagan similar to other
utilities is appropriate. Staff will be asking the City Council to authorize preparation of
that amendment in the near future.
Pricing: Design Nine has prepared pricing information for Service Providers (Transport
Pricing) ranging from Monthly Network Costs of $50 to $5,000 for Point to Point
connections with various capacities ( 2 Mbps to 10 Gbps) with Symmetric circuits (equal
download and upload speeds) and an entry level Asymmetric connection of a 15/3
Mbps connection priced at $70 per month to match up with current market offerings.
Each of these offerings has a one -time connection fee of $500. While it is necessary for
the City Council to ultimately approve the rates, it would be helpful to have them remain
in a state of flux as the system becomes operational providing staff and consultants the
opportunity and flexibility to modify the rates as necessary to adjust to market forces
and circumstances. Perhaps it would be appropriate for the Finance Committee to
review the pricing structure in more detail and set parameters for staff adjustment until
the rates are refined and the system is fully operational.
Marketing: Director of Communications Garrison has analyzed the stakeholders to be
addressed in a marketing effort as well as various options to reach those stakeholders.
The overall effort is to develop a strategy that makes a favorable first impression and
provides meaningful information to potential customers in what likely will be a
competitive environment. The stakeholders identified by Mr. Garrison include local
industry users, two types of providers — those currently in the Twin Cities and those not
currently in the Twin Cities, and the general public, with the general public including a
Legislative awareness component. It is important to note that there will likely be a
significant difference between startup marketing and on -going marketing resulting in
resource allocation adjustments on an on -going basis.
From a broad continuum of options, the recommended startup approach is as follows:
1. To reach local industry:
a. Use a local marketing /communication company to develop materials, web
presence, etc.
b. City personnel takes lead
c. Technical expertise be retained as necessary
2. To reach providers — those currently in the Twin Cities
a. Use a local firm with knowledge of local providers and users
3. To reach providers — those not currently in the Twin Cities
a. Use Design Nine and Five 9's
4. To reach the general public and monitor legislative activity
a. Use staff and other organizations with whom the City is associated
Director Garrison would manage the "marketing team" and act as the point of
contact/liaison directing their work product while coordinating activities with the internal
fiber team regarding the operational aspects of Access Eagan. The estimated cost of
this one -year start up plan is approximately $71,000 to be financed through
AccessEagan revenues and /or startup capitalization.
Future Issues
2013 Fiber Infrastructure Fund Budget: Staff is beginning work on preparing a
proposed 2013 budget for the City's Fiber Infrastructure Fund. It is contemplated that
the Enterprise Fund will include capital and operating costs for AccessEagan as well as
operational and capital costs and revenues from all City owned fiber /conduit. That
budget will help define the business plan for the City's continuing fiber /conduit
involvement. A revised pro forma for AccessEagan developed by Design Nine will
provide the basis for that component of the proposed budget.
Right of Way Crowding: In certain areas of the community the right of way is becoming
rather crowded leading to the question of whether or not the City can or should be
proactive in installing more conduit as a mechanism to provide future capacity. More
sophisticated GIS mapping that is underway showing fiber /conduit and other utility
locations will help define potential problem areas that could become chokepoints if open
access were not ensured should one provider have an effective monopoly in the right of
way inhibiting future expansion or competition. Subject to legal review and additional
research in terms of application, State Statutes provide for designation of "congested
right -of -way" and the City may be able to force a common conduit system through use
of a "high- density corridor ". This appears to be a regulatory mechanism to force
providers to cooperate and collocate, but does not necessarily force the use of existing
conduit/fiber through agreement or through being an AccessEagan service provider. At
any rate, it is imperative that the City's locations and rates provide an economic
incentive and high quality service to service providers and end users.
Fiber /Conduit Opportunities: The City continues to work on partnerships with other
agencies that provide for cost sharing and subsequent savings as well as to review the
Public Works Capital Improvement Program for strategic fiber /conduit installations that
can be coordinated with other projects. A sharing agreement with Dakota Electric to
cross under 35E at Cliff Road will be proposed for consideration in the fall. Although
this location is not included in the City's current fiber initiative, it might be a relatively
low cost investment to provide for future opportunities. The City must be in position to
review and react to these types of opportunities to provide for the long -term benefit of
the Community.
Phase III: Although the Tech Task Force has given some general consideration to
what a Phase III conduit/fiber extension might look like, until directed by the City
Council, staff is not pursuing any Phase III strategies. Previous direction has been to
review the results from Phase I and II operations before undertaking or considering
additional phases. In the event the City chooses to move forward with a Phase 111, it
would likely address the portions of Eagan's business community, especially in South
Eagan, not being served by Phase I or Phase II.
Performance Evaluation: As alluded to in the Phase I II comments, it will be important
to evaluate on an on -going basis how the AccessEagan venture is performing and
make the necessary modifications. A formal metric for making that evaluation has not
E
been developed; however, it likely will be some combination of economics,
sustainability, Community benefit, and City Council goals.
From a subjective perspective, comments received by several outside entities looking
at the Eagan opportunity have praised the Eagan fiber plans as visionary and forward
thinking compared to what they see in many communities.
ATTACHMENTS:
® Enclosed on page A is a Phase I and Phase II Map.
® Enclosed on page c ° I is a copy of a basic and highly summarized
AccessEagan timeline.
Legend
Phase I
Phase II
1 0.5 0 Miles
u
N
Eagan Open Access Fiber
OAK RD
0
DIFFLEY
CLIFF RD
F, uur�u - era V) u
DS
AccessEagan Timeline
June 2011 City Council authorizes phased extension of City Fiber;
allocates up to $2 million for first four years
June 2011- August 2012 Phase I and II fiber installation
August 31, 2012 Phase I and 11 fiber installation complete; ready to be "lit"
September, 2012 Marketing team's efforts commence
Early October, 2012 Soft launch of AccessEagan (limited number of providers
brought on to test the system)
November /December 2012 Finance Committee and City Council review of proposed
2013 budget and business plan for the City's Fiber
Infrastructure Fund
DG
DATE: AUGUST 10, 2012
SUBJECT: PRELIMINARY 2013 GENERAL FUND OPERATING BUDGET,
PAYABLE 2013 PROPERTY TAX LEVY, AND BUDGET
INFORMATION
Meeting Purpose
The City is required to certify a proposed payable 2013 property tax levy to the County
Treasurer - Auditor on or before September 15, 2012.
The primary purpose of the August 15 Special City Council meeting is to review the preliminary
2013 General Fund operating budget, the proposed property tax levy, and to provide direction to
staff. Any modifications to the proposed levy and budget along with the additional work by staff
can be presented to the City Council at the September 4 regular City Council meeting.
Formal action on the levy and preliminary 2013 General Fund Budget is scheduled for the
regular City Council meeting on September 4, 2012. In the event the preliminary levy and
budget are not completed at that regular meeting, discussion can continue at the special
meeting on September 11 and final action taken at that meeting. In either case the required
information can be forwarded to the County to comply with the State's September 15 deadline.
Modifications to the preliminary 2013 budget and department adjustments as directed by the
City Council can continue beyond that date with final levy certification and budget action
scheduled for the December 18, 2012 regular City Council meeting.
The final property tax levy that is due at the County no later than December 28, 2012 can be
decreased but cannot be increased from the preliminary certification. To the extent that it does
not require an increase to the overall tax levy, the budget can be changed at any time
throughout the process.
Additionally, the Truth in Taxation (TnT) regulations approved by the State in 2009 remain in
effect. The Council must now identify by September 15 the regularly scheduled meeting(s) at
which they will be discussing and adopting the budget in order to allow public input on the
budget at that meeting. The opportunity for public input on the budget may occur during a
regularly scheduled City Council meeting. Although removed as a legal requirement in 2010,
the City would probably be well served to announce and formally notice the meetings at which
time the public input will be received.
Staff has tentatively scheduled a budget open house for November 27, 2012 proposed to be
conducted in a manner similar to 2011. The open house would not involve any formal
presentations, but would provide an opportunity for citizens to ask questions of the City
Administrator and Department Directors in an informal setting.
The material presented in this packet is prepared in a manner consistent with previous City
Council direction and in a manner consistent with staff's understanding of the desires of the City
Council.
Information Included in Memo
Although not specifically titled in the memo, the following general areas are covered:
1. Benchmarks and background information.
2. General Fund Budget Information.
3. City market value and tax capacity information.
4. Tax levies, allocations and tax impacts.
5. Public policy questions and options.
Ranrhmnrkc
While it is not always complete information and must be used carefully, it can be helpful to show
comparisons with similar cities to provide benchmarks on efficiency and productivity. The
following charts may also be useful in making comparisons and in helping to understand
Eagan's financial position and budgeting options:
20`10 Per Capita Total Expenditures
MN Cities with 50,000+ Population
(Source: State Auditor, March 2012)
Blaine
f; 622
Lakeville
654
Coon Rapids
'a 669
Eagan
716
Plymouth
749
Woodbury
W 758
Eden Prairie
n 838
Burnsville
LA 899
Brooklyn...
928
St. Cloud
1,118
Bloomingt
1,323
Rochester
1,336
Maple
1,377
St. Paul
-' 1,626
Duluth
- ,,.:
1,782
Minneapolis
-
2,678
2
City Portion of Property Taxes
2012 Final Taxes
$237.,696 Homestead (Eagan avg.)
Plymouth
Mendota Heights
Eden Prairie
Eagan
Minnetonka
Woodbury
Maple Grove
Lakeville
Coon Rapids
Bloomington
Burnsville
18-City Average
Inver Grove Heights
Rosemount
Apple Valley
South St. Paul
Brooklyn Park
West St. Paul
Hastings
66
200 400 600 800 1,000 1,200 1,400 1,600
t.,
Budget Process Background
Since late April, staff has been working on the 2013 budget. Individual department budget
proposals have been prepared, the Budget Team has met with each department director and
their support staff, and the Finance Department has prepared revenue projections. Work has
been completed on the potential tax levy amount and allocation.
The City Council has previously reviewed and discussed numerous budget issues with policy
implications for the budget and tax levy. The Council goal to "Maintain the City's longstanding,
fiscally prudent and responsive budgeting approach while pursuing fiscal independence and
self - reliance in long -term budgeting" provides the basis for preparation of the 2013 budget and
for tax levy considerations. In addition the following items are incorporated into the proposed
expenditure allocations:
The need for budgets to be practicable in the short -term while sustainable for the long-
term.
• Continued organizational and departmental rightsizing — Staff continues to work on
organizational and departmental rightsizing on an ongoing basis.
General Fund Preliminary Budaet
Revenue Estimates
The preliminary 2013 budget as presented is based on a continuation of the City's established
budgeting practices; namely, revenues are budgeted conservatively, but realistically. There are
no significant increases to user fees for 2013.
The financing of the City's General Fund operations remains heavily reliant on the property tax
revenue as 76.7% of the estimated 2013 revenue is from that source, which is the same
percentage as the 2012 budget. These percentages reflect Eagan's situation with no reliance
on any significant State revenue sources to finance General Fund operations.
A Comparative Summary of Revenues is on page 2
The Revenues by Line Item is on pages 2`� through .
0
A graphical comparison of 2012 and 2013 revenues is as follows:
............ .................................................. .. ..... -.-- ............... I ............... .......... .... I ............. ................. I .. I
2012 General Fund Revenues
$28,040,000
--.- ....... ....... . ... I .... .. . .... ...... . ...... - .... ... . ........... - ------- --.-
2013 General Fund Revenues
$28,854,000
•
--.- ....... ....... . ... I .... .. . .... ...... . ...... - .... ... . ........... - ------- --.-
2013 General Fund Revenues
$28,854,000
General Fund Expenditure Appropriations
The appropriations in the current 2013 preliminary budget total $28,854,000. The
proposed General Fund budget reflects an increase of $814,000 or 2.9% over the 2012
budget.
The Comparative Summary of Expenditures by Department is on page
Expenditure Summary by Major Classifications
2012 2013 1 A
% of total % of total $ % $o as % of
budget budget total increase
Personal Services
$20,994,100
74.9%
$21,346,200
74.0%
$ 352,100
1.7%
43%
Parts and Supplies
1,817,700
6.5%
1,917,700
6.6%
100,000
5.5%
12%
Services and Other Charges
4,929,400
17.6%
5
18.2%
336,400
6.8%
41%
Capital Outlay
246,400
0.9%
248,800
0.9%
2,400
1.0%
0%
Merchandise for Resale
22,800
0.1%
12,000
0.0%
(10,800)
-47.4%
-1%
Transfers Out /Contingency
29,600
0.1%
63,500
0.2%
33,900
114.5%
4%
TOTAL
$ 28,040,000
100.0%
$ 28,854,000
100.0%
$ 814,000
2.9%
100%
A
Personnel
As is well known, in our service- oriented role as local government, labor is our primary
commodity, and thus consistently drives approximately three - quarters of the City's annual
budget, The 2013 preliminary budget incorporates all positions currently authorized in the City
and all adjustments and reclassifications in place and approved by the City Council as of this
date.
For budgeting purposes, personnel cost estimates for 2013 for all personnel include a I%
increase on January 1, 2013 and a 1% increase on July 1, 2013. Only the Police Officers union
is settled for 2013 and that settlement is at that rate. There is basically no change for budgeted
costs for health insurance premium rates for 2013 resulting from the 2012 budget being higher
than the actual premium level. No new personnel is included in the preliminary budget;
although, please note the following section outlining personnel requests that are not currently in
the proposed budget.
The scenario as presented in the preliminary budget shows the percentage of the budget
dedicated to personal services at 74.0% and the allocation continues to reflect the intensity of
personnel'costs to deliver local government services.
Changes to the overall 2013 personnel budget reflected in the following table incorporate all
changes from the approved 2012 budget and compares 2013 estimates to 2012 budgeted
positions, again at current staffing levels.
7
General Fund Personnel Summary
2013 Budget
Existing Personnel
Regular Employees
Salaries /wages /overtime
PERA
FICA
Health /Life /LTD insurance
Worker's compensation
Retiree health insurance accrual
Volunteer firefighters compensation
Fire Relief Association (pension)
2012 Additions Already Approved
GIS Coordinator (moved from Utilities to IT)
Fire Prevention Specialist (Fire)
Position Reductions from 2012
Clerical IV (Administration)
Accountant I (Finance)
Position Adjustments from 2012
Net for various reclassifications and salary
adjustments related to employee turnover
Temporary /Seasonal
City Clerk (Elections)
Finance Intern
Communications Intern
Pub Wks /Engineering
Pub Wks /Streets
Central Svcs Maint.
Recreation
Parks
Tree Conservation
Total Personnel *
2012 2013 p
Approved Proposed
Budget Budget $ %
$ 14, 589, 300 $ 14, 902, 800 $ 313,500 2,1%
(2 8,300) (28,300)
(28,300) (28,300)
64,700
1,533,000
1,566,400
33,400
2.2%
100
757,800
770,100
12,300
1.6%
16,600
2,042,800
2,006,200
(36,600)
-1,8%
15,400
429,600
427,600
(2,000)
-0.5%
9,500
51,600
51,500
(100)
-0,2%
108,000
367,300
410,800
43,500
11.8%
432,800
466,500
33,700
7.8%
20,204,200
20,601,900
397,700
2,0%
FTE
1.0
103,700
103,700
0.5
53,200
53,200
115
156,900
156,900
(0.7)
(54,600)
(54,600)
(1.0)
(86,100)
(86,100)
(1.7)
(140,700)
(140,700)
(2 8,300) (28,300)
(28,300) (28,300)
64,700
-
(64,700)
6,500
6,600
100
1,300
-
(1,300)
16,300
16,600
300
17,900
18,500
600
15,400
14,000
(1,400)
316,800
326,300
9,500
247,000
266,400
19,400
104,000
108,000
4,000
789,900
756,400
(33,500)
$ 20,994,100 $ 21,346,200 $ 352,100
* Does not include proposed .45 Contractual Building Inspector - $56,200
-4.2%
1.7%
Eij
Proposed New Positions
The following three new positions were proposed by Department Directors. These positions are
not included in the City Administrator's proposed budget at this time. The City Administrator is
proposing that these positions be further reviewed by the Senior Management Team and a
recommendation be made to the City Council regarding the positions prior to final budget
adoption in December. That recommendation will include additional details regarding each of
the positions. Review of the proposed positions will include the established parameters of
rightsizing the organization in the context of desired service delivery. The positions are all
proposed to be financed by non -tax revenues; therefore, there is no impact on the proposed
levy being considered with this budget proposal. However, inclusion of one or more of the
positions would change the total 2013 General Fund Budget and the resulting increase from
2012.
• Information Technology Infrastructure Specialist
This position request is in response to the City's implementation of AccessEagan in addition to
the increasing needs in IT for network monitoring, support, and troubleshooting. Staff is
proposing that this position be financed (approximately $107,000) by the Fiber Infrastructure
Fund when added and supported by AccessEagan revenues which will likely require
capitalization in the startup phase. Staff will be preparing a complete 2013 Budget for the Fiber
Infrastructure Fund as information is gathered.
® Communications Specialist
This position would be added to provide strategic marketing assistance, including AccessEagan,
support for social media, intranet support and other general communications activities. This
position would be financed in the General Fund (approximately $62,000) by Retained Franchise
Fees as are all Communication Department costs.
9 GIS Technician
This position would report to the GIS Coordinator and be added in Public Works to create and
maintain GIS data for public infrastructure and to assist in the development and utilization of an
asset management system for public infrastructure. It would be financed in the General Fund
by a transfer from Public Utilities. First year costs are estimated to be approximately $62,000
for personnel and $25,000 (General Fund) for consulting. Additional consulting fees are
expected to be requested within the 2013 Enterprise Fund budgets. That request will be
reviewed in a manner consistent with the General Fund review process.
0%,
Full Time Equivalent Positions (FTEs)
The proposed 2013 budget continues to reflect the City's commitment to not only rightsize the
organization, but to strategically place the employee complement in positions that maximize
efficiency and effectiveness in service delivery. As previously noted, each vacant position is
analyzed to determine whether it should be refilled as is, whether the position should be
modified or eliminated, or whether a reorganization should be undertaken. The proposed 2013
budget shows a reduction of 0.7 FTE in Administration and the elimination of 1.0 FTE in Finance
as part of this ongoing effort. To enhance internal service delivery the GIS Coordinator position
has been moved from Public Utilities to Information Technologies in the General Fund. The
work station has also been relocated to City Hall to provide more and better coordination with IT
personnel and to enhance the GIS coordination across the entire City.
The following graph illustrates the changes in FTEs beginning in 2008. (2009 reflects the
absorption of the 4 E -TV employees into the City budget.)
10
Contingency Account
The current preliminary budget as prepared by the City Administrator includes a contingency
account of $63,500. Historically, a relatively small contingency account primarily for the
purpose of facilitating small changes during the budget implementation and budget year has
been maintained. An adequate savings account is continued in the fund balance to be used to
provide security and flexibility in future operations. That savings account remains undesignated
in the General Fund in the preliminary budget.
General Fund Fund Balance
No 2013 expenditures are recommended for financing through the General Fund fund balance
for the 2013 budget. Generally, it is assumed that the outcome from - 2012 operations will result
in an increase to the fund balance at December 31, 2012; however the following fund balance
projections assume the most conservative position: revenues will equal expenditures for 2012
resulting in no change to the fund balance at December 31, 2012.
The General Fund fund balance as reported in the December 31, 2011 Comprehensive Annual
Financial Report was $12,623,821, which calculates to 43.8% of the preliminary 2013 budgeted
expenditures and is undesignated and available as a contingency and to provide working capital
for operations. The City's fund balance target is 40% to 45% of the next year's expenditures per
current policy. As a benchmark, the State Auditor recommends a target range of approximately
35% to 50 %.
The fund balance is set aside to provide for emergency or unanticipated expenditure
appropriations during the balance of 2012 and 2013. Per previous City Council direction the
appropriate level and use of the fund balance will continue to be reviewed for potential future
modification.
11
The position of the fund balance is as follows:
December 31, 2011 Fund Balance $12,623,821
Estimated December 31, 2012 Fund Balance $12,623,821
Preliminary 2013 General Fund Budget Without Contingency $28,790,500
Fund Balance as % of Preliminary 2013 Budget 43.8%
Fund Balance Target Range Per Policy:
40% Minimum $ 11,516,200
45% Maximum $ 12,955,725
Variance Within Target Range:
Above Minimum $ 1,107,621
Below Maximum $ 331,904
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
General Fund
Fund Balance
12
Target ;Range
t
E
a
..
_.._. ........ __
.. ..._ ... _ _ ....... �.....
0
i
E p
i
YE 2010
YE 2011
i
Estimated YE 2012
12
Market Value, Total Tax Capacity and Local Tax Capacity Trends
The following graphs demonstrate historical and projected changes to the City's market value
and tax capacity (2002 — 2012 are actual values, 2013 is the County's preliminary information
and 2014 is projected from 2013 by staff).
Estimated Market Value - Old System (2002 -2011)
Taxable Market Value - New System (2012 -2014)
I
$9,000,000,000
i
-- -
$8,000,000,000
$7,000,000,000
. ....... _.__._ _ __-_.-._
$6,000,000,000
a
E
$5,000,000,000
$4,000,000,000
$3,000,000,000
$2,000,000,000
-- ----
$1,000,000,000
-- - - -W
i
j
2002 2003 2004 2005 2006
2007 2008 2009 2010 2011 2012
2013
2014
® Trends in the tax capacity generally reflect the changes to market value except
commercial and industrial valuation reductions have lagged residential reductions
resulting in a delayed decline in total tax capacity.
Market Value - Note
For payable 2012 Dakota County implemented a new property tax system. Historically, the
County provided a value for "Estimated Market Value" which the City has used on an ongoing
basis for comparative purposes. For payable 2012 the system changed to using a redefined
"Estimated Market Value" which incorporates more properties and more value. In addition,
"Taxable Market Value" became the more meaningful value and should be used in the future for
comparisons. Also, for the years 2012 through 2014 the homestead value exclusion has been
subtracted from the City's total taxable market value. This change is reflected in the above
graph meaning that the years 2012 through 2014 are not directly comparable to the years 2002
through 2011.
13
Total Tax Capacity a Note
Beginning in 2012 the MVHC program and the associated reimbursement to local units of
government for the reduction in homeowner property taxes was eliminated under new law. In
place of the MVHC, eligible homeowners now receive an exclusion of a portion of the market
value of their house from property taxes. Although the homestead exclusion is computed in a
mathematically similar manner to the repealed MVHC, the new system provides homeowner
relief by shifting taxes to all other property rather than covering the property tax credit reduction
with a State paid credit reimbursement.
This results in a reduction of total tax capacity in the City and a reduction in net local tax
capacity available upon which to spread the local levies thereby resulting in raising the tax
capacity rate on all property in the City, including those benefiting from the credit.
This change is reflected in the above graph meaning that for the years 2012 through 2014 the
homestead value exclusion has been subtracted from the City's total tax capacity and those
three years are not directly comparable to the years 2002 through 2011. The subtracted value
in 2012 was approximately $3.1 million. The subtraction will vary by year depending on the
house values to which the exclusion applies. Information that quantifies the reduction is not
readily available from the County; consequently, the City has begun using the new numbers.
14
Total Tax Capacity
$120,000,000
i
- -
$100,000,000
........ _. ...... ._.__._._._...-..___.____-_____...._..___._..____._ ....._........_...___....._..._ _.._..._ __-__..._._..__,.
_.__._..._._._._ ..............-
___ ._._______.__.__.___.___-
__..__
$00,000,000
$60,000,000
�-
F
$40,000,000
__
j $20,000,000
i
=
j $
I_...._
2002 2003 2004 2005 2006 2007 2008 2009
...... _ ...... . ..... _____...._..__.._.__.... ......... ...... ._._......-
2010 2011
.__._.__.�
2012
2013 2014
Total Tax Capacity a Note
Beginning in 2012 the MVHC program and the associated reimbursement to local units of
government for the reduction in homeowner property taxes was eliminated under new law. In
place of the MVHC, eligible homeowners now receive an exclusion of a portion of the market
value of their house from property taxes. Although the homestead exclusion is computed in a
mathematically similar manner to the repealed MVHC, the new system provides homeowner
relief by shifting taxes to all other property rather than covering the property tax credit reduction
with a State paid credit reimbursement.
This results in a reduction of total tax capacity in the City and a reduction in net local tax
capacity available upon which to spread the local levies thereby resulting in raising the tax
capacity rate on all property in the City, including those benefiting from the credit.
This change is reflected in the above graph meaning that for the years 2012 through 2014 the
homestead value exclusion has been subtracted from the City's total tax capacity and those
three years are not directly comparable to the years 2002 through 2011. The subtracted value
in 2012 was approximately $3.1 million. The subtraction will vary by year depending on the
house values to which the exclusion applies. Information that quantifies the reduction is not
readily available from the County; consequently, the City has begun using the new numbers.
14
• The net local tax capacity is the value against which the City's tax levy is spread. It is
arrived at by subtracting the fiscal disparities contribution, and the City's tax increment
value from the total tax capacity.
Net Local Tax Capacity - Not
The net local tax capacity is impacted in a manner similar to the total tax capacity. Again, that
means in the above graph for the years 2012 through 2014 the homestead value exclusion has
been subtracted from the City's net tax capacity and those three years are not directly
comparable to the years 2002 through 2011.
Adjusting for this change, the City's estimated payable 2014 values will be at approximately the
payable 2005 values as property market values continue to decline.
15
2012 and 2013 City Market Value and Tax Capacity
Based on the preliminary information received from Dakota County, the City will see a decrease
in overall taxable market value of 5.3% from $6,559,565,128 for payable 2012 to
$6,213,645,967 for payable 2013. The reduction in property tax values continues to make its
way through the system. The City will also see a net tax capacity decrease of 4.9% from
$68,743,402 to $65,357,460. This information is demonstrated in the following table.
Comparison of Taxable Market Value and Tax Capacity
Net Local Tax Capacity 68,743,402 65,357,460 (3,385,942) -4.9%
Included in the overall net market value decrease is a $27,800,680 increase resulting from new
construction, consequently there is an obvious and continuing downward trend to market values
on existing property.
Tax Capacity Property Tax Levy
The tax levy amount and allocation presented in the subsequent paragraphs incorporates the
following:
• The City's declining tax base combined with a constant level of service delivery.
• No levy limits; this has not been a factor in consideration of the amount of the payable
2013 levy.
The property tax component of the City's proposed levy for operations and debt service included
in the proposed budget is $27,200,000 for payable 2013 compared to $26,296,134 for payable
2012. This information is demonstrated in the following table:
16
Preliminary
Final 2012
2013
Change 2012 / 2013
Payable
Payable
Dollars %
Taxable Market Value
6,559,565,128
6,213,645,967
(345,919,161) -5.3%
Tax Capacity:
Gross Tax Capacity
83,047,434
79,354,433
(3,693,001) -4.4%
Fiscal Disparities
(13,243,854)
(12,950,781)
293,073 -2.2%
Tax Increment Value
(1,060,178)
(1,046,192)
13,986 -1.3%
Net Local Tax Capacity 68,743,402 65,357,460 (3,385,942) -4.9%
Included in the overall net market value decrease is a $27,800,680 increase resulting from new
construction, consequently there is an obvious and continuing downward trend to market values
on existing property.
Tax Capacity Property Tax Levy
The tax levy amount and allocation presented in the subsequent paragraphs incorporates the
following:
• The City's declining tax base combined with a constant level of service delivery.
• No levy limits; this has not been a factor in consideration of the amount of the payable
2013 levy.
The property tax component of the City's proposed levy for operations and debt service included
in the proposed budget is $27,200,000 for payable 2013 compared to $26,296,134 for payable
2012. This information is demonstrated in the following table:
16
Comparison of Tax Capacity Levy & Tax Capacity Rates
Final Preliminary Change
2012 2013 Amount Per Cent
Operating Levy
26,162,613 $
26,998,436 $
835,823
Debt Service Levy
133,521
201,564
68,043
Total Tax Capacity Levy
26,296,134
27,200,000
903,866 3.4%
F D Distribution
(2,543,562)
(2,800,000)
(256,438) 10.1%
Net Local Levy $ 23,752,572 $ 24,400,000 $ 647,428 2.7%
Tax Cap Rate -City: $ 28,752,572 $ 24,400,000
$ 68,743,402 $ 65,357,460
0.34553 0.37333 0.02781 8.0%
Tax Levy Allocation
For payable 2012, $27,425,081 was levied for operations, tax capacity debt, and Market Value
debt. For payable 2013, $28,332,017 is proposed to be levied and budgeted for operations, tax
capacity debt, and Market Value debt.
Allocation of Property Tax Levy
17
Final
Preliminary
Change
2012
2013
Dollars
%
General Fund
$
21, 515, 000
$ 22,138,100
$ 623,100
2.9%
General Facilities R & R
289,197
307,730
18,533
6.4%
Equipment Revolving Fund
1,053,549
1,121,066
67,517
6.4%
Major St Const Fund - A
1,561,150
1,661,197
100,047
6.4%
Major St Const Fund - B
1,077,238
1,146,273
69,035
6.4%
Fire Apparatus - Debt
133,521
201,564
68,043
51.0%
- Revolving
266,479
198,436
(68,043)
-25.5%
Park Systems Development & R & R
400,000
425,634
25,634
6.4%
Fund Totals
$
26,296,134
$ 27,200,000
$ 903,866
3.4%
Market Value Debt Service Levy
$
1,128,947
$ 1,122,017
(6,930)
-0.6%
Grand Total Levy
$
27,425,081
$ 28,322,017
$ 896,936
3.3%
17
The following graph shows the relationship between the Operating (General Fund) and Capital
Levies (Other Funds) from 2002 through a projected 2014 scenario. The percentage
relationship between Operating and Capital has varied over the years resulting from the
available tax levy and the amount of the levy necessary to balance the General Fund Budget.
This process results in an annual review of the appropriate allocation rather than an adherence
to a strict percentage allocation. This process provides flexibility in allocating the total levy
available while balancing the competing levy needs for operating and capital requirements. The
information shown is as originally budgeted and does not reflect changes subsequently made in
certain years resulting from the State's failure to pay the MVHC.
................ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Budgeted Tax Capacity Levy
100%
3&
90%
80%
i
70%
60
I
50%
40%
1
30%
r
20%
i
i 10/
i
0%
I
2002
2003 2004 2005 2006 2007 2008 2009 2010 2011
2012
2013
2014
Operating (General) N Capital
Major Street - Overpasses and Interchanges began 2008
Fire Apparatus Including Debt Service began 2009
Park Systems Development and R &R began 2012
_
i
In
Market Value Property Tax Levy (Community Center Debt Service)
The City's proposed levy for debt service based on referendum market value is $1,122,017
for payable 2013 compared to $1,128,947 for payable 2012. That is a decrease of $6,930
or 0.6% from payable 2012 to payable 2013. The resulting market value referendum rate is
increased by 4.5% from 0.0001644 to 0.0001718 due to the decrease in the referendum
market value. The sale of bonds was approved by the taxpayers and there is no discretion
for the amount of this levy per the bond covenants.
Comparison of Levy for Debt Service & Market Value Referendum Rates
Final Preliminary Change
2012 2013 Amount Per Cent
Ref Mkt Value $
Debt Service Levy $
Mkt Value Ref Rate
6,868,126,300 $ 6, 532, 823, 400 $
1,128,947 $
0.0001644
1,122,017 $
0.0001718
(335,302,900) -4.9%
(6,930) -0.6%
0.0000074 4.5%
The following table illustrates the impact of the market value referendum debt service
levy (Eagan Community Center) for average value property for payable 2012 and 2013:
Market Value Levy Tax Impact
Average Annual
Payable Market Rate Tax
Year Value Per $1,000 Amount
2012
237,696
0.1644
39.08
2013
220,252
0.1718
37.84
Total Levy
The following table illustrates the total proposed levy for payable 2013 compared to the
total levy for payable 2012.
Comparison of Total Levy
19
Final
Preliminary
Change
2012
2013
Amount Per Cent
Operating Levy
$ 26,162,613
$ 26,998,436 $
835,823
Debt Service -Tax Capacity
133,521
201,564
68,043
Total Tax Capacity
$ 26,296,134
$ 27,200,000 $
903,866 3.4%
Debt Service Levy- Market Value
1,128,947
1,122,017
(6,930) -0.6%
Total Levy
$ 27,425,081
$ 28,322,017 $
896,936 3.3%
19
Tax Imaactffsto
Total City Property Tax Capacity Rates /Property Tax Impact
In summary, based on the above referenced levies and current estimates for taxable
market value, tax capacity, fiscal disparities, and tax increment values, the payable 2013
tax capacity rate calculates to .37333 compared to .34553 for payable 2012. The market
value referendum rate for the Community Center bonds debt service calculates to
.0001718 for payable 2013 compared to .0001644 for payable 2012.
The following table of property tax history illustrates the estimated impact of the total
proposed levy for payable 2013 taxes and compares the rates and impacts to historical
tax rates and impacts for the years 2009 through 2012 on various market value
residential properties.
Eagan Property Tax History
City Taxes Only
Projected
2009 2010 2011 2012 2013
Tax Capacity Rate 0.26886 0.30408 0.33675 0.34553 0.37333
Market Value Rate 0.0001517 0.0001603 0.0001704 0.0001644 0.0001718
150,000
$ 344 $
398 $
446
$ 4 61 $
497
180,000
439
503
562
579
624
W166,790„
Em
200,000
502
573
639
657
709
225,000
581
661
735
756
815
220,252 Pay 2013 Average Eagan House Mkt Value 795
237,696 Pay 2012 Average Eagan House Mkt Value 806'
250,000 659 749 832 854 921
3 N 231,653 x843,
300,000 817 925 1,025 1,051 1,133
a Shows the impact of the reduction of 7.3% on the Market Value.
For example a house valued at 250,000 for payable 2012 would be valued at
$231,653 for payable 2013.
20
The following table illustrates the impact of these rates on the property taxes on an
average market value property ($220,252) for payable 2013 compared to an average
market value property ($237,696) for payable 2012 thereby adjusting for continuing
deflation on property values.
City Portion of Taxes on an Average Market Value House in Eagan
2012 Value: 237,696 2012 City Tax: 806
2013 Value: 220,252 2013 City Tax: 795
Decrease (17,444) Change (11)
Taxes Include Community Center Debt Service Levy
Projected 2014 Budget and Levy
In preparing this proposed 2013 budget and levy staff has been cognizant of the need
for budgets to be practicable in the short -term while sustainable for the long -term. To
that end staff has projected a potential 2014 budget and levy based on the proposed
2013 budget and levy. The following estimates were used in making the projections:
City Market Value and Tax Capacity
• Taxable market value continues to decline — by 1.8%
• Net Local tax Capacity continues to decline — by 1.7%
• Fiscal Disparities distribution and tax increment values change by the same
amount as for payable 2013
• Referendum market value continues to decline - by 2%
General Fund Budget
• 2013 proposed budget of $28,854,000 is used as the base
• Three positions noted earlier as not being in the proposed 2013 budget are
added in for 2014
• The following increases are used;
• Health insurance — 10%
• Compensation — 2%
• All other expenses — 1%
• Non -tax revenues — 1 %
• These adjustments increase the 2014 budget to $29,727,200 or 3.0% greater
than the proposed 2013 budget and require a General fund tax levy of
$22,680,100 compared to $22,138,100 being proposed for payable 2013, a levy
increase of 2.4%
21
Change to General Fund Budget
2009 -2014
3.9%
2.9%
1.3%
Final Budget FinAPS
2009 2010
-0.7%
0.5%
3.0%
Final Budget Final Budget Proposed Projected
2011 2012 Budget 2013 Budget 2014
Tax Levies, Allocations and Tax Impacts
• The same percentage increase for taxes as required for the General Fund (2.4 %)
is applied to the other capital funds except Fire Apparatus which remains at
$400,000 generating a total levy including market value increase of 2.3%
• The average market value house is reduced from payable 2013 of $220,252 to
$215,850 for payable 2014
• Taxes on that house will increase by approximately $9 going from $795 payable
2013 to $804 payable 2014
22
Although the assumptions are reasonable, they are subject to any number of changes
that could significantly modify the outcomes. No effort was made to project what the
other taxing jurisdictions might do in either 2013 or 2014 so the information is specific
only to Eagan. At this point tax impacts for commercial industrial property have not been
undertaken and are significantly more difficult because of the impact of fiscal disparities.
Based on this analysis, assuming no dramatic change in service delivery, and assuming
no legislative changes that significantly impact today's system, the parameters included
in the proposed 2013 budget and levy appear to be sustainable into 2014 and the future.
Cedarvale Special Services District
While the Cedarvale Special Services District remains in place, no dollars were levied for
payable 2012 and no levy is proposed for payable 2013.
General Fund Budget and 2013 Property Tax Next Steps
➢ Staff incorporates City Council direction from this meeting into the budget and
levy.
➢ City Council approves the preliminary levy at the regular meeting on
September 4 or at a special meeting on September 11.
➢ The preliminary levy is certified to Dakota County on September 15.
➢ A Truth -in- Taxation hearing will be held at the regular City Council Meeting
on December 4, 2012.
➢ At the regular City Council meeting on December 18 the final 2013 Budget
and levy will be adopted by Council.
23
Public Policy Issues
Staff is suggesting that the material presented in this memo and budget be reviewed in
the following steps and public policy questions be addressed in this sequence:
1. General Fund Budget:
a. Are the assumptions used in preparation of the budget regarding primarily
service levels and compensation adjustments appropriate?
b. Is the overall budget increase of 2.9% resulting from the assumptions ( "a"
above) appropriate?
c. Are there any concerns about the departmental allocations resulting again
from the assumptions ( "a" above)?
d. Detailed information is provided in Highlight /Change 1 in the Community
Development — Protective Inspections Department Budget regarding the
addition of a .45 FTE Contractual Inspector primarily to enhance service
delivery as the City has experienced a steady increase in construction
activity. This contractual FTE addition does not result from the potential
major commercial projects and is not reliant on permit revenue from either
of those projects. If and when those projects come on line, an additional
adjustment to City resources might be necessary. Is the City Council in
agreement with the process as outlined in the proposed budget?
e. Is the proposed process for review of the three requested positions not
included in the proposed budget consistent with the City Council's
desires?
2. Levy Limits
As noted earlier, levy limits are not in effect for taxes payable in 2013 for the second
consecutive year. The preliminary tax levy includes a modest levy increase of 3.3% in
total which results in a slight decrease in Eagan property taxes on an average valued
house of $220,252 for payable 2013 of $11. A levy increase of 4.5% would generate no
change in taxes on that same property from 2012 to 2013 and would provide additional
resources for the capital funds.
A perverse outcome of levy limits coming and going is that Cities are penalized for being
frugal with the levy in what becomes the base year and a Catch -22 scenario is usually
created in trying to do the correct thing in any community. If levy limits should happen to
return for payable 2014, the City might be better served to have the higher levy in
payable 2013. That higher levy would not increase taxes on the average market value
house over the payable 2012 levy.
3. Preliminary Tax Levy — Is the proposed property tax levy appropriate?
In 2012 the average market value house was $237,696 and is paying City taxes of
$806. For payable 2013 the average value is $220,252 and that property is projected to
pay $795 in City taxes after factoring in the 7.3% reduction in the property's market
value. As noted earlier in the memo, these assumptions result in an increase in the
overall levy of $896,936. As is always the case, changes to any of the factors used in
the assumptions could potentially change the tax impact outcomes.
24
By way of additional planning information, the market value levy for the debt service on
the Community Center will be completed with taxes payable in 2020. Expiration of that
obligation will provide the City Council with an opportunity to redirect all or some of that
levy to other priorities without impacting taxpayers or to reduce the levy providing a
reduction in taxes to taxpayers. The levy averages just under $1.2 million per year.
4. Allocation of the Proposed Preliminary Tax Levy -- Is the proposed
allocation of the tax levy appropriate?
Staff has prepared the levy allocation based on the levy as shown in number 3 above in
the following manner:
a. The amount of taxes necessary to balance the General Fund budget is
appropriated to the General Fund after non -tax revenues are estimated.
b. $400,000 is appropriated to the Fire Apparatus Replacement Fund
through a combination of debt service requirements on Equipment
Certificates and cash savings.
c. The balance of the available levy is spread across the other capital funds
resulting in an equal 6.4% increase to all of those funds.
This process is consistent with previous years and has resulted in different percentage
increases for the General Fund and Capital Funds over the years. However, over time
the split between the operating and capital funds has remained fairly consistent.
The Council is asked to provide direction to staff for the preparation of required material
for consideration at the September 4, 2012 regular City Council meeting.
Together with the Department and Division Heads, I submit this 2013 preliminary
budget, the enclosed budget information and these policy issues for your consideration,
while acknowledging the fluid status of budgeting in today's world and the need for on-
going work and discussion to reach a "final" product for adoption in December.
F O�114 _
City Administrator
25
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O
2013 BUDGET
GENERALFUND
General Property Taxes
Licenses
Permits
Intergovernmental Rev
Charges for Services
Recreation Charges
Fines & Forfeits
Other Revenues
Program Revenues
Transfers
COMPARATIVE SUMMARY OF REVENUES
2010 2011 2012 2013 I A (13
Actual Actual Budget Budget $ %
$ 21,334,966
$ 21,135,897
$ 21,515,000
$ 22,138,100
623,100
281,081
286,736
274,700
282,500
7,800
775,257
833,639
936,200
1,018,400
82,200
1,076,175
733,697
621,000
645,100
24,100
1,472,535
1,353,963
1,323,800
1,305,300
(18,500)
649,584
641,225
669,600
692,800
23,200
251,119
262,549
245,200
248,200
3,000
350,669
271,115
260,900
226,800
(34,100)
1,936,368
1,712,454
1,728,000
1,812,400
84,400
451,807
431,523
465,600
484,400
18,800
2.9%
2.8%
8.8%
3.9%
-1.4%
3.5%
1.2%
-13.1%
4.9%
4.0%
TOTAL GENERAL FUND $ 28,579,560 $ 27,662,798 $ 28,040,000 $ 28,854,000 $ 814,000
2.9%
27
GENERALFUND
REVENUES BY LINE ITEM
Acct
2010
2011
2012
2013
CHANGE
No.
DESCRIPTION
Actual
Actual
Budget
Budget
2012to2013
4020
TAXES:
AD VALOREM TAXES - CURRENT
$
18,993,085
$
18,729,859
$
21,515,000
$
22,138,100
$ 623,100
2.9%
4021
AD VALOREM TAXES - DELINQUENT
344,641
312,025
-
-
4030
FISCAL DISPARITIES
1,968,357
2,069,216
4031
PENALTIES AND INTEREST
28,883
24,797
TOTAL
$
21,334,966
$
21,135,897
$
21,515,000
$
22,138,100
$ 623,100
2.9%
4055
LICENSES:
LIQUOR
217,058
215,814
213,000
212,000
(1,000)
-0.5%
4056
BEER
9,396
6,155
8,000
7,100
(900)
-11.3%
4057
TOBACCO
9,783
9,476
9,000
9,000
0.0%
4058
TREE MTN CONTRACTOR
888
1,162
700
800
100
14.3%
4059
GARB /RUBBISH HAULING
8,417
9,239
8,500
8,600
100
1.2%
4060
KENNEL
250
480
200
200
-
0.0%
4061
DOG
26,834
36,466
27,600
37,300
9,700
35.1%
4062
AMUSEMENT
330
330
400
(400)
-100.0%
4063
PET SHOP LICENSE
100
200
200
200
200
0.0%
4064
MASSAGE THERAPIST
7,550
7,014
7,100
7,300
7,300
2.8%
4068
BODYART
475
-
-
-
N/A
4070
OTHER
400
N/A
TOTAL
$
281,081
$
286,736
$
274,700
$
282,500
$ 15,100
2.8%
4085
PERMITS:
BUILDING
526,507
599,068
700,000
735,000
35,000
5.0%
4087
PLUMBING
55,507
77,307
70,000
85,000
15,000
21.4%
4088
MECHANICAL
93,809
66,258
90,000
120,000
30,000
33.3%
4089
SIGN
22,786
25,291
15,000
15,000
-
0.0%
4091
WELL /PRIVATE SEPTIC
210
210
100
200
100
100.0%
4094
EXCAVATING
2,500
1,100
2,500
2,500
-
0.0%
4095
CONDFFIONAL /SPECIAL USE
5,400
7,200
5,000
5,000
-
0.0%
4096
FIRE SUPPRESSION PERMITS
14,777
14,040
17,000
20,000
3,000
17.6%
4097
FIREWORKS PERMITS
1,439
1,620
2,000
2,000
-
0.0%
4098
SPEC EVENT PERMITS
-
-
900
900
N/A
4100
UTILITY
45,897
38,901
30,000
30,000
-
0.0%
4102
PUBLIC ROW CONST
1,290
1,590
800
800
0.0%
4120
OTHER
5,135
1,054
3,800
2,000
(1,800)
47.4%
TOTAL
$
775,257
$
833,639
$
936,200
$
1,018,400
$ 82,200
8.8%
4135
INTER -GOVT REV:
FEDERAL GRANTS
119,806
81,052
48,500
37,300
(11,200)
-23.1%
4140
STATE GRANTS
76,329
30,824
5,600
9,700
4,100
73.2%
4153
MVHC
3,158
2,625
-
-
N/A
4155
MSA - MAINTENANCE
67,830
68,235
67,800
69,000
1,200
1.8%
4158
POLICE TOWN AID
443,429
468,975
440,000
470,000
30,000
6.8%
4159
POLICE TRAINING AID
24,019
26,132
26,000
26,000
-
0.0%
4160
STATE PERA AID
33,114
33,114
33,100
33,100
0.0%
4175
COUNTYGRANTS
253
22,740
-
-
-
N/A
4177
DCC COMPENSATION
308,237
N/A
TOTAL
$
1,076,175
$
733,697
$
621,000
$
645,100
$ 24,100
3.9%
i
GENERALFUND
REVENUES BY LINE ITEM
Acct 2010 2011 2012 2013 CHANGE
No. DESCRIPTION Actual Actual Budget Budget 2012 to 2013
4205
CHARGES FOR SERV ICES:
VARIANCE FEES
1,500
1,900
3,000
3,000
-
0.0%
4206
PLATTING FEES
5;513
3,813
4,000
5,000
1,000
25.0%
4207
REZONING FEES
2,600
5,050
4,000
4,000
-
0.0%
4210
RETURNED CHECK FEE
1,440
1,228
1,300
1,300
-
0.0%
4212
DOG IMPOUND /KENNEL FEE
6,149
7
6,000
7,000
1,000
16.7%
4214
BURGLAR ALARM FEES
19,635
32,658
25,000
25,000
-
0.0%
4215
REPEAT NUISANCE CALL FEE
2,060
750
2,000
1,000
(1,000)
-50.0%
4216
DAYCARE INSPECTION FEES
500
600
700
700
0.0%
4220
VACATION PROCEEDINGS
1,600
1,554
1,400
1,500
100
7.1%
4221
PUBLIC SAFETY FEES
4,312
2,659
4,000
3,000
(1,000)
- 25.0%
4222
PLAN CHECKS
193,466
257,990
275,000
275,000
0.0%
4223
PLANNED DEVELOPMENT REVIEW
-
-
-
N/A
4226
DEV ESCROW REIMBURS
69,836
105,962
25,000
60,000
35,000
140.0%
4227
ENGINEERING SERVICES
840,948
641,301
675,000
644,600
(30,400)
-4.5%
4228
ENG /FINANCIAL ADMINISTRATION
1,681
2,800
1,900
1,900
0.0%
4229
TAX INCREMENT FINANCING APPLICAT
1,000
-
-
N/A
4230
PRINT MATERIAL /OTHER FEES
4,414
2,031
4,500
3,100
(1,400)
-31.1%
4231
RESEARCH OF CITY RECORDS
-
-
100
(100)
- 100.0%
4233
TOBACCO NON- COMPL. PENALTY
225
500
400
300
(100)
-25.0%
4234
POLICE SECURITY- EXEMPT
38,653
35,167
38,600
38,600
-
0.0%
4236
POL SVCES TO SCHOOL DIST
153,725
141,593
142,000
127,300
(14,700)
-10.4%
4239
INVESTIGATION FOR LICENSING
28,250
21,200
13,200
20,000
6,800
51.6
4241
ALCOHOL NON- COMPL. PENALTY
12,000
10,000
3,000
12,000
9,000
300.0:/
4242
MAINT EQUIP & PERS CHG
21,990
22,737
23;000
25,900
2,900
12.6%
4245
PERMITSURCHARGE
620
827
500
600
100
20.0%
4246
ADMN FEE ON SAC
3,124
3,471
4,200
3,500
(700)
-16.7%
4247
ROOM TAX ADMIN FEE
36,573
40,856
38,000
38,000
-
0.0%
4249
HOUSING IMP DIST APPLICATION FEE
-
-
-
N/A
4260
INVESTMENT MGMT FEE
20,721
9,475
28,000
3,000
(25,000)
-89,3%
TOTAL $
1,472,535 $
1,353,963
$ 1,323,800
$ 1,305,300
$ (18,500)
-1.4%
4310 -13
RECREATION PROGRAM FEES:
3027
HOLZFARM
1,895
1,590
2,100
2,100
-
0.0%
3029
SAFETYCAMP
4,455
3,915
3,800
3,600
(200)
-5.3%
3030
CAMPS /CLINICS
3,468
1,972
2,700
3,800
1,100
40.7%
3032 -5
TENNIS
18,154
18,993
16,100
20,600
4,500
28.0%
3037.8
GOLF
15,060
12,298
13,800
10,900
(2,900)
-21.0%
3041 -3
VOLLEYBALL
28,485
26,793
30,800
28,400
(2,400)
-7.8:/
3044 -6
BROOMBALL
7,683
6,800
7,400
5,800
(1,600)
- 21.6%
3047
T -BALL
14,515
17,561
14,300
14,100
(200)
-1.4%
3048
ADULT SOFTBALL -MEN
109,720
109,029
114,800
109,100
(5,700)
-5.0%
3049
ADULT SOFTBALL -WOMEN
5,601
5,004
5,000
4,500
(500)
-10.0%
3050
ADULT SOFTBALL- CO -REC
31,995
31,277
33,800
32,000
(1,800)
-5.3%
3052
FOOTBALL
2,128
2,548
2,500
2,600
100
4.0%
3054 -6
HOCKEY /BOOTHOCKEY
9,788
1,298
2,000
1,300
(700)
-35.0%
3057
PRESCHOOL PROGRAMS
107,365
115,931
127,200
126,900
(300)
-0.2%
3058,75
TEENS
1,456
2,574
3,000
2,100
(900)
-30.0%
3059
SUMMER IN THE PARK
25,130
25,009
25,000
24,000
(1,000)
4.0%
3060
PUPPETWAGON
-
-
-
1,300
1,300
N/A
3061
MARKETFEST
8,750
13,500
8,500
12,200
3,700
43.5%
3062
SCHOOL'S OUT EVENTS
364
-
500
1,100
600
120.0%
3063
SEASONAL SPECIAL EVENTS
5,695
4,039
1,800
2,700
900
60.0%
3065
'SPECIAL EVENTS
2,140
2,333
7,600
7,100
(500)
-6.6%
3066
DANCE
540
880
1,900
10,200
8,300
436.8%
3067
ADAPTIVE /INCLUSION
4,837
3,735
4,900
3,500
(1,400)
-28.6%
3069
NATURE PROGRAMS
2,810
3,035
2,400
2,800
400
16.7%
3070
ADULT ADVENTURE TRIPS
-
2,202
-
-
-
N/A
3071,74
TUBING HILLS
10,779
6,936
2,800
5,000
2,200
78.6%
3076
BASKETBALL
33,237
28,297
31,000
31,900
900
2.9%
3077
WIFFLEBALL
2,544
2,614
2,700
2,600
(100)
-3.7%
3078
SENIORCITIZENS
8,674
9,357
13,300
33,700
20,400
153.4%
3079
FUN RUNSIWALKS
6,522
4,510
6,000
7,800
1,800
30.0%
3080
CONCESSIONS
9,276
8,503
30,800
9,000
(21,800)
-70.8%
3081
ARTS COUNCIL
130,562
115,717
96,500
98,300
1,800
1.9%
3082
SPORTS & CREATIVE CAMPS
24,722
26,362
27,300
31,000
3,700
13.6%
3083
PRESCHOOL CREATIVE ACTIVITIES
3,760
1,035
-
N/A
3085
FAMILYACTNITIES
953
290
-
-
N/A
3086
NEW PROGRAMS
1,178
1,984
1,900
2,000
100
5.3%
3090
OFF -LEASH DOG AREA
-
-
-
7,100
7,100
N/A
3092
CDGB SENIOR PROGRAMS
11,458
19,363
24,400
27,400
3,000
12.3%
OTHER REVENUE
1,885
4,941
1,000
4,300
3,300
330.0%
TOTAL $
649,584 $
641,225
$ 669
$ 692,800
$ 23,200
3.5%
29
GENERALFUND
REVENUES BY LINE ITEM
Acct 2010 2011 2012 2013 CHANGE
No. DESCRIPTION Actual Actual Budget Budge 2012 to 2013
FINES & FORFEITS:
4410 COURT FINES & FORFEITURES
4411 PROSECUTION COSTS /FINES
4421 EVIDENCE FORFEITURES
TOTAL
MISC REVENUES:
4610 INTEREST ON INVESTMENTS
4611/12 SPEC ASSMT- PRINCIPAL/INT
4615 CHANGE IN FMV - INVESTMTS
4620 ANTENNA LEASES - HOLZFARM
4621 BUILDING RENT
4624 ATHLETIC FIELD RENT
4625 PARK SHELTER RENT
4626 PARK SHELTER RENT- EXEMPT
4627 ATHLETIC FIELD RENT - EXEMPT
4628 SWITCHING STATION RENT
4634 ATHLETIC FIELD RENT - NON - RESIDENT
4657 SALE OF CITY PROPERTY
4660 LAPEL PINS
4661 HISTORYBOOKS
4663 CONTRIBUTION /DONATION
4665 GRANTS FROM NON -GOVT ENT
4666 HISTORYCARDS
4667 EAGAN VIDEO /DVD
4668 DOMESTIC PARTNERSHIP REG
4691 OTHER REVENUE
TOTAL
4810
PROGRAM REVENUES:
PROJ.ADMIN
4811
CENTRAL SERVICES MTN
4812
WATERADMIN
4813
SEWERADMIN
4815
STREET LIGHT ADMIN
4816
STORM DRAINAGE ADMIN
4817
WATER QUALITYADMIN
4821
DRUG TASK FORCE REIMB
4822
OTHER REIMBURSEMENTS
4831
CAPITAL CREDITS
$ 245,200 $
TOTAL
210,771
225,747
210,700
210,700
-
0.0%
32,672
36,763
30,000
35,000
5,000
16.7%
7,676
39
4,500
2,500
(2,000)
44.4%
$ 251,119 $
262,549
$ 245,200 $
248,200
$ 3,000
1.2%
148,080
86,501
80,000
28,000
(52,000)
-65.0%
8,498
7,670
8,400
8,000
(400)
4.8%
(3,829)
(34,148)
-
-
N/A
25,400
27,000
27,000
28,600
1,600
5.9%
(2,070)
3,500
-
N/A
99,446
99,743
70,900
66,100
(4,800)
-6.8%
119
38,000
38,400
400
1.1 °%
-
300
500
200
66.7%
-
-
100
(100)
- 100.0%
16,059
17,022
18,000
19,000
1,000
5.6%
7,396
7,445
2,900
7,600
4,700
162.1%
822
1,942
1,000
1,000
-
0.0%
7
7
-
N/A
599
90
200
8,700
8,500
4250.0%
47,197
41,392
12,000
20,700
8,700
72.5%
-
3,200
-
-
N/A
235
26
100
100
0.0%
6
117
-
-
N/A
-
-
100
100
N/A
2,706
9,608
2,000
(2,000)
- 100.0%
$ 350,669 $
271,115
$ 260;900 $
226,800
$ (34,100)
-13.1%
444,877
320,520
350,000
354,300
4,300
1.2%
76,700
69,200
69,500
75,800
6,300
9.1%
848,800
779,900
784,800
828,000
43,200
5.5%
403,500
370,800
373,100
393,600
20,500
5.5%
41,700
38,400
38,600
40,700
2,100
5.4%
27,800
25,600
25,700
27,100
1,400
5.4%
69,600
63,900
64,300
67,900
3,600
5.6%
13,113
26,623
13,000
13,000
-
0.0%
3,574
10,358
4,000
4,500
500
12.5%
6,704
7,153
5,000
7,500
2,500
50.0%
$ 1,936,368 $
1,712,454
$ 1,728,000 $
1,812,400
$ 84,400
4.9%
TRANSFERS:
CABLE FRANCHISE - COMMUNBUDG 451,807
431,523
465,600
484,400
18,800 4.0%
TOTAL $ 451,807
$ 431,523
$ 465,600
$ 484,400
$ 18,800 4.0%
GRAND TOTAL $ 28,579,560
$ 27,662,798
$ 28,
$ 2
$ 814,000 2.9%
Non- taxlMVHC revenues
6
6,525,000
6,715,900
190,900
Variance 12 to 13
30
2013
Comparative Summary of Expenditures
General Fund Budget
2012 2013 Difference
PARKS & RECREATION
30 Recreation
2,047,000
Budget
Budget
2.3%
%
GENERAL
GOVERNMENT
62,100
3.2%
32 Tree Conservation
501,000
01
Mayor & Council
$ 141,800
$ 139,900
$ (1,900)
-1.3%
02
Administration
534,300
517,300
(17,000)
-3.2%
03
Information Technologies
1,313,700
1,495,200
181,500
13.8%
"04
City Clerk
315,100
244,300
(70,800)
-22.5%
V 05
Finance
1,044,200
955,700
(88,500)
-8.5%
r 06
Legal
390,000
390,000
-
0.0%
P, 07
Comm Dev-- Planning /ED
970,900
989,700
18,800
1.9%
08
Comm Dev -- Inspections
878,300
962,200
83,900
9.6%
P 09
Communications
465,600
484,400
18,800
4.0%
10
Human Resources
263,200
285,200
22,000
8.4%
Gen Govt Total
6,317,100
6,463,900
146,800
2.3%
PUBLIC SAFETY
" 11
Police
11,203,700
11,488,800
285,100
2.5%
® 12
Fire
1,730,800
1,896,700
165,900
9.6%
Public Safety Total
12,934,500
13,385,500
451,000
3.5%
PUBLIC WORKS
r 21
Public Works /Engineering
1,191,200
1,189,500
(1,700)
-0.1%
22
Streets & Highways
1,699,400
1,795,000
95,600
5.6%
® 24
Central Svices. Maint.
629,800
603,900
(25,900)
-4.1%
Public Works Total
3,520,400
3,588,400
68,000
1.9%
PARKS & RECREATION
30 Recreation
2,047,000
2,094,500
47,500
2.3%
31 Parks
1,951,700
2,013,800
62,100
3.2%
32 Tree Conservation
501,000
520,000
19,000
3.8%
Parks & Rec Total
4,499,700
4,628,300
128,600
2.9%
GENL GOVT BLDG MAINT
33 Government Buildings 738,700 724,400 (14,300) -1.9%
Subtotal 28,010,400 28,790,500 $ 780,100 2.8%
41 Contingency -- undesignated
29,600
63,500
33,900
114.5%
General Fund Total
$ 28,040,000
$ 28,854,000
$ 814,000
2.9%
31
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32
0 4 City of Raw 2013 Proposed Budget Operating Budget
FITTM-W Mii ;i
m o m
33
1 Citj of Eap 2013 Proposed Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of the Mayor and City Council is to:
• Provide for the legislative and policy- making
activities of the City's government
• Provide for the planning and control of
municipal expenditures through the adoption
of an annual budget
• Provide for the generation of revenue through
the levying of taxes, fees, and rate structures
• Provide a forum for citizen input into the
policy process through public hearings, advisory commissions, public testimony, and civic and community groups
The Mayor and City Council are responsible for the following functions:
• Participate in regular City Council meetings on the 15 and 3 rd Tuesday of the month, as well as monthly Council
workshops as needed
• Serve on City Council Committees that make recommendations to the City Council as a whole
• Represent the City on various boards and Commissions pertaining to local government
PERFORMANCE INDICATORS
2010
Description Actual
Number of special City Council meetings held annually 12
Percentage of City advisory commissions that met in a joint 100%
meeting with the council each year
2011 2012 2013
Actual Estimate Target
13 12 13
100% 100% 100%
34
City of Eap 2013 Proposed Budget Operating Budget
..... ....... .._ .... ...... _ ...... ...... e ......... _....._..._..__.__._ .____...._ _ _____ ......_____.__._.____.._.__._..
Actual
Expenditure by Category
Budget
Budget
Expenditure
H
Services
Other
2012
and
Personals
W = �
Charges
Services =
o
27%
73%
i
Service Level Impact: None.
Mayor & City Council (01)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview The proposed 2013 Mayor & City Council
budget has decreased by $1,900, or 1.3% compared to
the 2012 budget. The decrease is due in large part to
the decrease in health insurance costs and costs for
Conferences and Schools.
Highlight /Change 1: Health insurance is projected to
decrease in 2013.
Financial Impact: $1,200 decrease (6151).
Highlight /Change 2: Conference and Schools includes funding for 5 Councilmembers to attend the NLC Conference and 3
Councilmembers to attend the LMC Conference. In 2013, the LMC Conference is taking place in St. Paul, thus no lodging is
budgeted. Historically, the conferences and schools line item has not been used in its entirety.
Financial Impact: $1,100 decrease (6476).
Service Level Impact: None.
EXPENDITURE SUMMARY
35
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
104,129
107,527
102,900
101,700
Parts and Supplies
298
12
-
-
Services and Other Charges
34,847
37,596
38,900
38,200
Total
$ 139,273
$ 145,135
$ 141,800
$ 139,900
35
4 4! 0111 � City of Eap 2013 Proposed Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
LINE ITEM DETAIL
TOTAL MAYOR & CITY COUNCIL
$ 139,273 $ 145,135 $ 141,800 $ 139,900
-1.3%
W
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 55,615
$ 53,643
$ 53,600
$ 53,600
6144
FICA
3,579
3,316
4,100
4,100
6146
PERA -DCP
2,132
2,001
2,000
2,000
6151
HEALTH INSURANCE
41,961
47,611
42,800
41,600
6152
LIFE INSURANCE
135
125
-
-
6154
DISABILITY -LONG TERM
237
220
-
-
6155
WORKERS COMPENSATION
152
120
100
100
6157
RETIREE HEALTH INSURANCE
316
491
300
300
PERSONAL SERVICES
104,129
107,527
102,900
101,700
PARTS &SUPPLIES
6210
OFFICE SUPPLIES
298
12
-
-
PARTS & SUPPLIES
298
12
-
-
SERVICES & OTHER CHARGES
6353
PERSONAL AUTO /PARKING
549
756
700
800
6385
INSURANCE
20,600
21,000
21,000
21,000
6475
MISCELLANEOUS
410
-
200
200
6476
CONFERENCES AND SCHOOLS
8,588
10,795
12,300
11,200
6477
LOCAL MEETING EXPENSES
4,701
5,045
4,700
5,000
SERVICES & OTHER CHARGES
34,847
37,596
38,900
38,200
TOTAL MAYOR & CITY COUNCIL
$ 139,273 $ 145,135 $ 141,800 $ 139,900
-1.3%
W
* a )� City, o Eop 2013 Proposed Budget Operating Budget
This page left intentionally blank
37
*— City off, Eap 2013 Proposed Budget Operating Budget
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration Department is to:
• Ensure the execution of policies and direction
of the Eagan City Council
• Provide administrative leadership for day -to-
day operations
• Coordinate the various municipal functions
and provide administrative support as
required
The Administration Department is responsible for the following functions:
• Respond to inquiries and requests of the City Council
• Oversee Department Heads and ensure departments are working in coordination with one another toward a
common goal
• Complete administrative activities not unique to and, therefore, not assignable to other operating departments or
divisions
• Prepare weekly Council packets and other communications to the City Council and the City's organization as a
whole
• Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
PERFORMANCE INDICATORS
excel I ent or good (biennial survey)
R -V
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Number of airport noise compla ints /questions (telephone and
80
100
75
75
email)
Percenta ge of a i rport noi s e compl a i nts (tel epho ne ca I I s a nd e-
98%
98%
98%
98%
mails) responded to within 24 business hours
Percentageofcitizensratingqua1ityof1ifeinEaganas
95%
N/A
95%
N/A
excel I ent or good (biennial survey)
R -V
14 . C of Eap 2013 Proposed Budget Operating Budget
IN
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2013 Administration budget is proposed
to decrease by $17,000 or 3.2% compared to the 2012
budget. The decrease is primarily associated with the
proposed elimination of one vacant clerical position.
The budget as proposed reflects the reclassification of
the Assistant City Administrator position, which is now
responsible for support services (Human resources,
Information Technologies, and the City Clerk's office),
as well as an increase to Professional Services.
H /Change 1 : Personal Services are proposed to decrease to reflect the elimination of the vacant Clerical Technician
IV position. With the hiring of the new Executive Assistant and additional tasks being absorbed by other staff, it is proposed
that the Clerical position be permanently removed from the Administration budget.
Financial Impact: $53,500 decrease.
Service Level Impact: None.
Highlight /Change 2 : Personal Services are proposed to increase to reflect the reclassification of the 2012 Assistant City
Administrator position, which is now responsible for the oversight of support services (Human Resources, Information
Technologies, and City Clerk activities).
Financial Impact: $36,600 increase.
Service Level Impact: None.
Highlight /Change 3 : The Professional Services budget is proposed to increase to fund a professional facilitator for the City
Council's bi- annual goals retreat. This expense could be removed should the City Council wish to facilitate the meeting
without outside assistance.
Financial Impact: $3,000 increase (6310).
Service Level Impact: None.
EXPENDITURE SUMMARY
Actual
Expenditure 2010
Personal Services $ 416,501
Parts and Supplies 15,713
Services and Other Charges 87,399
Capital Outlay 166
Total $ 519,779
Actual
Budget
Expenditure by Category
2011
2012
Parts and
Personal
Supplies
Services �_
1%
81%
s
Services
' k
and Other.
r
Charges i
:
o
18/0 '
Capital
$ 534,300
Outlay
0%
__. _...._.
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2013 Administration budget is proposed
to decrease by $17,000 or 3.2% compared to the 2012
budget. The decrease is primarily associated with the
proposed elimination of one vacant clerical position.
The budget as proposed reflects the reclassification of
the Assistant City Administrator position, which is now
responsible for support services (Human resources,
Information Technologies, and the City Clerk's office),
as well as an increase to Professional Services.
H /Change 1 : Personal Services are proposed to decrease to reflect the elimination of the vacant Clerical Technician
IV position. With the hiring of the new Executive Assistant and additional tasks being absorbed by other staff, it is proposed
that the Clerical position be permanently removed from the Administration budget.
Financial Impact: $53,500 decrease.
Service Level Impact: None.
Highlight /Change 2 : Personal Services are proposed to increase to reflect the reclassification of the 2012 Assistant City
Administrator position, which is now responsible for the oversight of support services (Human Resources, Information
Technologies, and City Clerk activities).
Financial Impact: $36,600 increase.
Service Level Impact: None.
Highlight /Change 3 : The Professional Services budget is proposed to increase to fund a professional facilitator for the City
Council's bi- annual goals retreat. This expense could be removed should the City Council wish to facilitate the meeting
without outside assistance.
Financial Impact: $3,000 increase (6310).
Service Level Impact: None.
EXPENDITURE SUMMARY
Actual
Expenditure 2010
Personal Services $ 416,501
Parts and Supplies 15,713
Services and Other Charges 87,399
Capital Outlay 166
Total $ 519,779
Actual
Budget
Budget
2011
2012
2013
$ 383,211
$ 446,800
$ 419,900
2,681
2,800
3,000
83,590
83,400
93,400
1,511
1,300
1,000
$ 470,993
$ 534,300
$ 517,300
39
City of Fade 2013 Proposed Budget Operating Budget
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
City Admi nistrator
1
1
1
1
2,080
Assistant City Administrator
0.8
0.8
1
1
2,080
Ad min! strative Secretary/Deputy Clerk
0.9
0.9
0.9
0
0
Executive Assistant
0
0
0
1
2,080
Clerical Technician
0.9
0.9
0.8
0
0
Total
3.6
3.6
3.7
3
6,240
2013 WORK PLAN
Activity
Routine
1 Council meeting and workshop preparation
2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
3 Intergovernmental, municipal, City departmental, and association meetings
4 Clerical and administrative support
5 Oversight of the City's day -to -day operations
6 Annual budget preparation
7 Oversight of the City's Support Services (HR, IT, and City Clerk)
8 Oversight of Recycling operations for the City
9 Assist in development and execution of City Goals
10 Development and execution of public policy decisions
M
city of Eap
2013 Proposed Budget Operating Budget
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
Dianne Miller, Asst. City Administrator
LINE ITEM DETAIL
41
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2010
2011
2012
2013
6110 SALARIES AND WAGES - REGULAR
$ 326,915
$ 298,468
$ 351,700
$ 334,600
6112 OVERTIME- REGULAR
478
336
1,500
500
6130 SALARIES AND WAGES- TEMPORARY
-
-
-
-
6142 PERA - COORDINATED
23,094
21,788
25,600
24,300
6144 FICA
21,007
19,836
24,000
22,100
6151 HEALTH INSURANCE
41,557
39,756
41,900
36,500
6152 LIFE INSURANCE
497
448
-
-
6154 DISABILITY - LONGTERM
960
861
-
-
6155 WORKERS COMPENSATION
1,823
1,455
1,900
1,700
6157 RETIREE HEALTH INSURANCE
169
263
200
200
PERSONAL SERVICES
416,501
383,211
446,800
419,900
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
2,573
2,089
2,100
2,300
6211 OFFICE PRINTED MATERIAL /FORMS
103
20
100
100
6212 OFFICE SMALL EQUIPMENT
-
69
-
-
6215 REFERENCE MATERIALS
444
183
200
200
6220 OPERATING SUPPLIES- GENERAL
12,593
320
400
400
PARTS & SUPPLIES
15,713
2,681
2,800
3,000
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6,627
3,000
500
3,500
6353 PERSONAL AUTO /PARKING
8,457
8,950
9,300
12,700
6355 CELLULAR TELEPHONE SERVICE
656
1,273
1,500
1,500
6370 GENERAL PRINTING & BINDING
370
-
-
-
6385 INSURANCE
3,900
4,000
4,000
4,000
6475 MISCELLANEOUS
404
120
400
400
6476 CONFERENCES AND SCHOOLS
4,381
6,182
8,200
8,200
6477 LOCAL MEETING EXPENSES
3,462
5,036
3,600
4,400
6479 DUES AND SUBSCRIPTIONS
43,463
42,696
43,900
46,700
6496 HISTORICAL SOCIETY
4,428
1,083
-
-
6535 OTHER CONTRACTUAL SERVICES
11,250
11,250
12,000
12,000
SERVICES & OTHER CHARGES
87,399
83,590
83,400
93,400
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
166
1,511
1,300
1,000
CAPITAL OUTLAY
166
1,511
1,300
1,000
TOTAL ADMINISTRATION
$ 519,779
$ 470,993
$ 534,300
$ 517,300
-3.2%
41
C of Eap 2013 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
PURPOSE & DESCRIPTION
The purpose of the IT Department is to:
• Provide technology support for the City's Local
and Wide Area Network operations
• Develop and implement Citywide IT policies
and procedures
• Provide technology support for the City's
desktop and mobile hardware
• Provide support for all City software appli-
cations
P ' i d t f Ct ' C t'
Expenditures as % of General Fund
• rovi e suppor or Y . ommunica ion
Systems hardware and software
• Recognize and recommend new developments in technology.
• Establish standards for efficient operation of staff's IT tools to maintain high quality of service with minimal
downtime
The IT Department is responsible for the following functions:
• Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and
Wide Area Network operations and all of its components
• Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and
software applications
• Provide support for telephone /voicemail software and hardware
• Recommend, purchase, install and support the City's low- voltage wiring infrastructure.
• Maintain WAN backup system
• Conduct research and recommend new or improved technology systems
PERFORMANCE INDICATORS
42
2010
2011
2012
2013
Description
Actual
Actual
Estimated
Target
City PCs maintained
305
315
325
330
Work orders processed
2,585
2,800
2,900
3,300
PCs replaced per year
66
60
85
85
Non - LOGIS software applications supported
107
110
112
115
Printers maintained
53
50
50
50
Copiers Supported
N/A
N/A
5
10
Video Cameras Supported
N/A
N/A
18
22
Wireless Access Points
5
17
21
35
LOGIS software applications supported
14
14
15
15
Gigabytes of server storage
16,470
9,000
14,000
18,000
Average gigabytes supported (PC support)
33,000
28,500
30,500
32,000
42
o z, 1�1 C t � of Eapa 2013 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2013 Information Technology
(IT) budget is up $181,500 or 13.8% over the 2012
budget. This is primarily due to the addition of the GIS
Coordinator position reporting to IT, the movement of
leased copiers into the IT budget, and increases to
LOGIS managed backup services.
H /Change 1: The GIS Coordinator position was
moved from the Utility department to the IT
department to centralize GIS functions. In addition to
salary and benefits, there were other expenses such as
training and cell phone expenses that were also transferred to the IT Budget.
Financial Impact: $106,900 increase ($103,700 — salary and benefits; $2,500 — training, 6476; $800 — cell phone, 6355). It is
proposed that these costs will be fully reimbursed via a transfer from the Public Utilities Enterprise Fund.
Service Level Impact: Service to all departments should increase as her role will be focused on enterprise -wide GIS
functions. GIS is heavily used in Public Works and by centralizing this GIS position, the intent is to broaden our GIS
capabilities citywide throughout all departments.
Highlight /Change 2: Inflationary increases to LOGIS services are anticipated. This is primarily due to increases in financial
applications such as Payroll, Utility Billing, Police Records and an increase in Special Services. Special Services are funds that
serve as consulting project fees for use of Network Services support personnel. Additionally, LOGIS is now providing backup
support to the City through their managed Backup Services.
Financial Impact: $53,000 increase (6350).
Service Level Impact: None.
Highlight /Change 3: Beginning in 2013, citywide leased copiers will be funded by the IT Budget as opposed to individual
department budgets.
Financial Impact: $61,900 increase ($48,000 — copier leases, 6569; $12,000 — color printing, 6569; $1,100 — toner /supplies,
6210; $500 — plotter warranty, 6569) resulting in reductions in other department budgets.
Service Level Impact: None.
Highlight /Change 4: The City withdrew from Dakota County's Criminal Justice Information Integration Network (CJIIN) at
the end of 2011.
Financial Impact: $40,000 decrease (6360).
Service Level Impact: None.
EXPENDITURE SUMMARY
Actual
Expenditure
2010
Expenditure by Category
$ 425,845
Parts and
28,217
Services
Supplies
-
� < "
and Other
2%
_
Charges
62%
Personal
Services
Capital
36%
Outlay
0% r
HIGHLIGHTS & CHANGES
Overview: The proposed 2013 Information Technology
(IT) budget is up $181,500 or 13.8% over the 2012
budget. This is primarily due to the addition of the GIS
Coordinator position reporting to IT, the movement of
leased copiers into the IT budget, and increases to
LOGIS managed backup services.
H /Change 1: The GIS Coordinator position was
moved from the Utility department to the IT
department to centralize GIS functions. In addition to
salary and benefits, there were other expenses such as
training and cell phone expenses that were also transferred to the IT Budget.
Financial Impact: $106,900 increase ($103,700 — salary and benefits; $2,500 — training, 6476; $800 — cell phone, 6355). It is
proposed that these costs will be fully reimbursed via a transfer from the Public Utilities Enterprise Fund.
Service Level Impact: Service to all departments should increase as her role will be focused on enterprise -wide GIS
functions. GIS is heavily used in Public Works and by centralizing this GIS position, the intent is to broaden our GIS
capabilities citywide throughout all departments.
Highlight /Change 2: Inflationary increases to LOGIS services are anticipated. This is primarily due to increases in financial
applications such as Payroll, Utility Billing, Police Records and an increase in Special Services. Special Services are funds that
serve as consulting project fees for use of Network Services support personnel. Additionally, LOGIS is now providing backup
support to the City through their managed Backup Services.
Financial Impact: $53,000 increase (6350).
Service Level Impact: None.
Highlight /Change 3: Beginning in 2013, citywide leased copiers will be funded by the IT Budget as opposed to individual
department budgets.
Financial Impact: $61,900 increase ($48,000 — copier leases, 6569; $12,000 — color printing, 6569; $1,100 — toner /supplies,
6210; $500 — plotter warranty, 6569) resulting in reductions in other department budgets.
Service Level Impact: None.
Highlight /Change 4: The City withdrew from Dakota County's Criminal Justice Information Integration Network (CJIIN) at
the end of 2011.
Financial Impact: $40,000 decrease (6360).
Service Level Impact: None.
EXPENDITURE SUMMARY
Actual
2011
$ 431,456
29,012
765,916
1,763
$ 1,228,147
Budget
2012
$ 449,100
32,100
831,000
1,500
$ 1,313,700
Budget
2013
$ 528,900
34,400
928,300
3,600
$ 1,495,200
43
Actual
Expenditure
2010
Personal Services
$ 425,845
Parts and Supplies
28,217
Services and Other Charges
752,747
Capital Outlay
1,579
Total
$ 1,208,388
Actual
2011
$ 431,456
29,012
765,916
1,763
$ 1,228,147
Budget
2012
$ 449,100
32,100
831,000
1,500
$ 1,313,700
Budget
2013
$ 528,900
34,400
928,300
3,600
$ 1,495,200
43
4 01- 0 City of Hap 2013 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
IT Manager
1
1
1
1
2,080
GIS Coordinator
0
0
0
1
2,080
IT Network Administrator
1
1
1
1
2,080
ITSpecialist
2
2
2
2
4,160
Total
4
4
4
5
10,400
2013 WORK PLAN
Activity
Routine
1 Develop IT policies and procedures
2 Research and recommend new technologies
3 Establish IT goals, objectives, standards and controls
4 Troubleshoot hardware /software system and tel ephone/voi cema i I problems
5 Maintain LAN backups and recovery and security systems
6 Purchase hardware /software, supplies, licensing and ma I ntena nce a greements
7 Coordinate projects with LOGIS
8 Maintain network hardware infrastructure and user accounts
9 Design and implement network wiring infrastructure
10 Maintain relationships /memberships with intergovernmental agencies
..
a City flap 2013 Proposed Budget Operating Budget
Information Technologies (03)
Responsible Manager: Dan Cook, IT Manager
LINE ITEM DETAIL
SERVICES & OTHER CHARGES
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 ANALOG SERVICE AND REPAIR
6350 LOGIS IT SERVICES
6352 TELEPHONE CIRCUITS
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6360 DAKOTA COUNTY CJIIN PARTNERSHIP
6385 INSURANCE
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRI PTIONS
6480 LICENSES, PERMITS AND TAXES
6535 OTHER CONTRACTUAL SERVICES
6567 CONTRACTUAL PROGRAMMING /DP
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAP I TAL O UTLAY
46
185
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 339,738
$ 335,457
$ 349,100
$ 408,800
6112
OVERTIME- REGULAR
799
1,726
3,000
-
6142
PERA - COORDINATED
23,857
24,666
25,500
29,600
6144
FICA
24,590
24,542
26,900
31,300
6151
HEALTH INSURANCE
32,936
41,308
42,300
56,600
6152
LIFE INSURANCE
508
504
-
-
6154
DISABILITY - LONGTERM
1,016
1,008
-
-
6155
WORKERS COMPENSATION
2,318
2,118
2,300
2,500
6157
RETIREE HEALTH INSURANCE
82
127
-
100
195,500
TOTAL PERSONAL SERVICES
425,845
431,456
449,100
528,900
1,579
PARTS & SUPPLIES
1,500
3,600
1,579
1,763
6210
OFFICE SUPPLIES
19,607
20,706
22,000
24,300
6224
CLOTHING /PERSONAL EQUIPMENT
-
-
100
100
6230
REPAI R/MAI NTENANCE SUPP-GENL
7,397
7,986
8,000
8,000
6270
COMPUTER SOFTWARE
1,213
320
2,000
2,000
PARTS & SUPPLIES
28,217
29,012
32,100
34,400
SERVICES & OTHER CHARGES
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 ANALOG SERVICE AND REPAIR
6350 LOGIS IT SERVICES
6352 TELEPHONE CIRCUITS
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6360 DAKOTA COUNTY CJIIN PARTNERSHIP
6385 INSURANCE
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRI PTIONS
6480 LICENSES, PERMITS AND TAXES
6535 OTHER CONTRACTUAL SERVICES
6567 CONTRACTUAL PROGRAMMING /DP
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAP I TAL O UTLAY
46
185
200
200
265
-
500
500
2,436
-
1,200
1,200
494,521
532,779
547,600
600,600
17,666
18,989
20,000
20,000
908
1,114
2,000
2,500
3,138
2,762
3,800
5,300
45,538
39,537
40,000
-
5,300
5,400
5,400
5,400
716
1,014
6,400
14,200
-
101
100
100
-
700
3,300
3,500
17
17
-
-
2,966
-
-
-
-
-
5,000
5,000
-
5,065
-
2,000
179,232
158,253
195,500
267,800
752,747
765,916
831,000
928,300
1,579
1,763
1,500
3,600
1,579
1,763
1,500
3,600
TOTAL INFORMATION TECHNOLOGY
$ 1,208,388 $ 1,228,147 $ 1,313,700 $ 1,495,200
13.8
[30
1 ap 2013 Proposed Budget Operating Budget
City of E
City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is to:
• Conduct elections
• Execute official documents and maintain
official records of the City
• Oversee issuance of personal and business
licenses as required by City Code
• Oversee City purchasing
The City Clerk Department is responsible for the
following functions:
• Provide for maintenance and execution of procedures for voter registration
• Coordinate purchases through co -op ventures and vendor selection
• Prepare, execute, and maintain official City records
• Prepare and post official notices
• Record and maintain minutes of Council and Commission /Committee meetings
• Provide public information on ordinances, contracts and policies
• Issue and renew business licenses
• Oversee risk management programs
• Coordinate the City's safety program
PERFORMANCE INDICATORS
Description
Registered voters in the City
Voter turnout
Administrative hearings
Insurance claims processed
Licenses (all types) issued
Pages of documents imaged
2010
2011
2012
2013
Actual
Actual
Estimate
Target
42,168
42,000
42,000
42,000
65%
0%
78%
0%
4
5
4
4
55
56
50
50
500
399
400
400
21,990
19,564
25,000
30,000
M•
'a City of Eap 2013 Proposed Budget Operating Budget
City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
HIGHLIGHTS & CHANGES
Overview: The proposed City Clerk budget shows a
decrease of $70,800, or 22.5 %, because 2013 is not an
election year. Factoring out election costs, the
proposed budget reflects an increase of $9,400 or 4.0%
over the 2012 budget.
Highlight /Change 1: In even - numbered years, the City
Clerk budget is higher to provide for election - related
activities. In odd - numbered years, the budget is lower.
Elimination of election expenses for 2013 results in a
decrease to Personal Services, (specifically to overtime and temporary salaries and wages,) a decrease to election supplies,
and a decrease to local meetings expenses. The 2013 budget includes money in election expenses to replace precinct kit
boxes.
Financial Impact: Decrease of $80,200 ($77,700 — personal services; $2,000 — election supplies, 6210; $500 — local meeting
expenses, 6477). $1,000 remains in election supplies (6210) to replace precinct kit boxes.
Service Level Impact: Precinct kit box replacement will improve the efficiency of polling place operations.
EXPENDITURE SUMMARY
Budget
2012
Actual
Actual
Expenditure
2010
2011
Personal Services
$ 295,006
$ 169,775
Parts and Supplies
2,633
1,968
Services and Other Charges
28,777
22,506
Capital Outlay
663
1,462
Total
$ 327,078
$ 195,711
Budget
2012
Budget
2013
$ 280,800
$ 213,400
3,300
1,300
29,800
29,100
1,200
500
$ 315,100
$ 244,300
47
City Of Email 2013 Proposed Budget Operating Budget
City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
City Clerk /Admin. Services Coordinator
1
1
1
1
2,080
Receptionist /Office Support Specialist
0.5
0.5
0.5
0.5
1,040
Licensing /Office Support Specialist
0
0
0
1
2,080
Clerical Technician IV
1.5
1.5
1.5
0.5
1,040
Total
3
3
3
3
6,240
2013 WORK PLAN
Activit
Routine
1 Administer elections
2 Issue licenses and permits
3 Coordinate City purchasing
4 Coordinate ordinance amendments and codification
5 Provide clerical and administrative support
6 Coodinate City insurance policy and claims
7 Respond to data practices requests
8 Coordinate records retention
.•
City of Eap 2013 Proposed Budget Operating Budget
City Clerk (04)
Responsible Manager: Christina Scipioni, City Clerk
LINE ITEM DETAIL
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES - REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES - TEMPORARY
6142 PERA - COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY - LONGTERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6225 ELECTION SUPPLIES
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385INSURANCE
6426 SMALL EQUIPMENT REPAIR -LABOR
6476 CONFERENCES, TRAINING, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISH] NGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL CITY CLERK
Actual
Actual
Budget
Budget
2010
2011
2012
2013
$ 184,120
$ 122,594
$ 152,800
$ 163,800
2,983
-
13,000
-
49,401
14,586
64,700
-
12,975
9,470
12,000
11,900
11,813
10,888
12,700
12,500
31,131
10,342
24,100
24,000
365
249
-
-
779
516
-
-
1,268
866
1,400
1,100
170
264
100
100
295,006
169,775
280,800
213,400
403
472
300
300
2,230
1,496
3,000
1,000
2,633
1,968
3,300
1,300
520
57
200
200
145
-
200
-
14,715
7,317
15,000
15,000
1,500
1,500
1,500
1,500
-
240
-
-
494
604
700
700
391
-
500
-
275
175
100
100
4,187
6,063
5,000
5,000
6,550
6,550
6,600
6,600
28,777
22,506
29,800
29,100
663
1,462
1,200
500
663
1,462
1,200
500
$ 327,078 $ 195,711 $ 315,100 $ 244,300
-22.5
C10.7
* City of Dp 2013 Proposed Budget Operating Budget
Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
PURPOSE & DESCRIPTION
The purpose of the Administrative Services - Finance
Department is to:
• Manage and safeguard the City's financial
assets
• Provide timely and accurate financial
information to aid management in making
decisions about the City's operations
• Communicate financial plans and financial
results to the City's various stakeholders via
financial reports
The Administrative Services - Finance Department is responsible for the following functions:
• Accounting and financial reporting
• Budgeting
• Accounts payable
• Payroll
• Utility Billing
• Cash receipting and investment management
• Debt management
PERFORMANCE INDICATORS
Description
Moody's credit rating
Standard & Poors credit rating
Average rate of return on investments
Vendor checks issued
Payroll checks/direct deposit issued
Utility accounts serviced
2010
2011
2012
2013
Actual
Actual
Estimate
Target
Aaa
Aaa
Aaa
Aaa
AA+
AA+
AA+
AAA
1.6%
0.9%
1.0%
0,6%
7,279
7,707
7,200
7,200
12,725
11,863
12,700
12,000
19,854
19,892
20,000
20,000
50
Cf 2013 Proposed Budget Operating Budget
v of a
Expenditure by Category
Personal
90
Capital
Outla Parts and
y Supplies E
0 8% 2 %
Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
HIGHLIGHTS & CHANGES
Overview The proposed 2013 Finance budget reflects
a decrease of $88,500 or 8.5% compared to the 2012
budget. The decrease is due mostly to a reorganization
contemplated in connection with the retirement of the
Director of Administrative Services /Assistant City
Administrator and an adjustment as to how copier
costs are budgeted.
Highlight /Change 1: One vacant accountant position is
to be eliminated in the reorganization plan resulting
from the retirement of the Director of Administrative Services.
Financial Impact: $87,300 decrease (salary and benefits).
Service Level Impact: It is anticipated that the Finance Department, under the reorganization plan, will continue to be able
to safeguard the City's assets and provide reporting and other core services to its internal and external customers.
Highlight /Change 2: All copier rental and maintenance costs in General Fund departments are now budgeted in IT, so they
have been removed from the Finance budget.
Financial Impact: $15,300 decrease ($4,000 — maintenance contract with Ricoh, 6569; $11,000 — copier rental, 6457; $300 —
toner, 6220).
Service Level Impact: None.
ExPENDITURE SUMMARY
Actual
Actual
Expenditure
2010
Personal Services
$ 939,005
Parts and Supplies
18,689
Services and Other Charges
79,632
Capital Outlay
2,151
Total
$ 1,039,477
Actual
Budget
Budget
2011
2012
2013
$ 921,064
$ 935,100
$ 861,100
19,541
20,400
19,900
75,801
84,900
70,900
2,718
3,800
3,800
$ 1,019,124
$ 1,044,200
955,700
51
City Ot Eap
2013 Proposed Budget
Operating Budget
Finance (05)
Responsible Manager: Tom Pepper, Chief Financial
Officer
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Director of Administrative Services
1
1
1
0
0
Chief Financial Officer
1
1
1
0
0
Finance Director
0
0
0
1
2,080
Asst. Finance Director
0
0
0
1
2,080
Accountant 11
1
1
1
1
2,080
Accountant 1
4
4
3
2
4,160
Accounts Payable Accounting Clerk
0.85
0.85
1
1
2,080
Payroll Specialist
1
1
1
1
2,080
Utility Billing /Special Assessments Clerk
2
2
2
2
4,160
Total
10.85
10.85
10
9
18,720
2013 WORK PLAN
Activity
Routine
1 Administrative /supervision
2 Preparation of budget /CIP
3 Preparation for audit and completion of annual report
4 Dakota County Drug Task Force accounting
5 Special assessment accounting
6 Other general accounting and reporting
7 Water /sewer utility billing
8 Payroll processing
9 Purchasing /accounts payable processing
10 Investment /debt management
11 I mpl ement onl i ne utility billing payment a nd account maintenance
52
�� 2013 Proposed Budget Operating Budget
Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
LINE ITEM DETAIL
53
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2010
2011
2012
2013
6110 SALARIES AND WAGES- REGULAR
$ 717,902
$ 694,175
$ 704,600
$ 657,100
6112 OVERTIME - REGULAR
5,605
4,528
5,000
5,000
6130 SALARIES AND WAGES -TEMP
-
8,808
6,500
6,600
6142 PERA- COORDINATED
50,469
50,598
51,400
48,000
6144 FICA
50,232
49,294
53,100
49,500
6151 HEALTH INSURANCE
105,774
104,949
109,400
90,100
6152 LIFE INSURANCE
1,267
1,222
-
-
6154 DISABILITY - LONGTERM
2,388
2,293
-
-
6155 WORKERS COMPENSATION
4,858
4,405
4,700
4,400
6157 RETIREE HEALTH INSURANCE
510
792
400
400
PERSONAL SERVICES
939,005
921,064
935,100
861,100
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
17,327
16,938
17,000
17,000
6215 REFERENCE MATERIALS
240
200
200
200
6220 OPERATING SUPPLI ES-GENERAL
243
1,341
800
500
6270 COMPUTER SOFTWARE
879
1,062
2,400
2,200
PARTS & SUPPLIES
18,689
19,541
20,400
19,900
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES GENERAL
5,243
-
-
-
6314 AUDITING
21,900
23,800
25,000
25,500
6346 POSTAGE
11,101
11,207
11,400
11,200
6347 TELEPHONE SERVICE & LINE CHG
5,250
5,056
5,300
5,100
6353 PERSONAL AUTO /PARKING
4,754
5,061
4,900
5,000
6355 CELLULAR TELEPHONE SERVICE
651
629
700
700
6370 GENERAL PRINTING AND BINDING
267
256
300
600
6385 INSURANCE
7,000
7,100
7,100
7,100
6426 SMALL EQUIPMENT REPAIR -LABOR
371
-
200
-
6457 MACHINERYAND EQUIP RENT
11,504
10,103
11,000
-
6475 MISCELLANEOUS
4,272
5,846
7,000
6,800
6476 CONFERENCES AND SCHOOLS
1,886
1,345
6,200
7,100
6477 LOCAL MEETING EXPENSES
290
345
200
300
6479 DUES AND SUBSCRIPTIONS
1,615
1,525
1,600
1,500
6569 MAINTENANCE CONTRACTS
3,528
3,528
4,000
-
SERVICES & OTHER CHARGES
79,632
75,801
84,900
70,900
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
-
-
700
700
6660 OFFICE FURNISHINGS /EQUIPMENT
2,151
2,718
3,100
3,100
CAPITAL OUTLAY
2,151
2,718
3,800
3,800
TOTAL FINANCE
$ 1,039,477
$ 1,019,124
$ 1,044,200
$ 955,700
-8.5
53
} City of Eap 2013 Proposed Budget Operating Budget
Legal Services (06)
Responsible Manager: Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of Legal Services is to:
• Provide legal counsel to the City Council and
staff
• Provide prosecution services in charges
against perpetrators
• Provide counsel to Human Resources on labor
and personnel issues
The Legal Department is responsible for the following
functions:
• Provide legal representation to City in the prosecution or defense of all proceedings in which the City is a party
• Review ordinances, resolutions, contracts and other legal documents
• Provide coordination with outside legal counsel
• Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
54
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Number of civil legal service hours billed to the City
1,950
2,600
2,100
2,100
Number of prosecution legal service hours billed to the City
1,910
1,605
1,650
1,650
Number of defendants that attended arraignments (new in '12)
NA
1,048
1,050
1,050
Number of labor service hours biI led to the City
58.4
36.5
40
30
54
k" ATI , , �aa 2013 Proposed Budget Operating Budget
City a'
Legal Services (06)
Responsible Manager: Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: The Legal Services budget is proposed to
remain constant in 2013 (0% increase). Rates for civil,
prosecution, and labor services are all proposed to
increase in 2013; however, actual expenses on legal
services over the past couple of years and YTD 2012
have been lower than budgeted, and thus the total
budget is proposed to remain at the 2012 level.
Highlight /Change 1: Readily apparent in the prosecution
budget is the reduction of costs from 2010 to 2011
($24,653). Prosecuting Attorney Bernard believes this
savings is a direct effect from: 1.) The effort by the City and prosecuting firm to consolidate calendars at the West St. Paul
Courthouse; 2.) The County's Court Administrator's implementation of additional efficiencies in terms of settlement
conferences and scheduling; and, 3.) Technology upgrades at the firm to link to Eagan's record system improve the sharing
of reports and quicken the dissemination of criminal discovery.
Financial Impact: None.
Service Impact: None.
EXPENDITURE SUMMARY
Expenditure
Services and Other Charges
Total
Breakdown:
Actual
2010
$ 372,487
372,487
Civil
139,383
Prosecution
226,765
Other
6,339
$ 372,487
55
Actual Budget Budget
2011 2012 2013
$ 338,589 $ 390,000 $ 390,000
338,589 390,000 $ 390,000
129,398 155,000 155,000
202,112 215,000 215,000
7,079 20,000 20,000
$ 338,589 $ 390,000 $ 390,000
4 0 Cit� of Eap 2013 Proposed Budget Operating Budget
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development —
Planning Department is to:
• Coordinate development review process and
interaction with residential, commercial and
industrial developers and the public
• Perform long range planning activities to guide
the physical development of the City
• Supervise the regulation of zoning and land
use requirements set by the City Code
• Manage Geographic Information Systems data and reports for multiple City functions
• Coordinate economic development, redevelopment and housing finance activities in the City
• Manage special studies, projects and data analysis for development and redevelopment.
• Provide adequate support /coverage for information requests from a variety of customers
The Community Development — Planning Department is responsible for the following functions:
• Perform development application review and coordinate staff report preparation for Commission /Council review
of land use, zoning and subdivision applications
• Maintain /Update Comprehensive Land Use Plan and Subdivision and Zoning Code
• Provide education and enforcement of zoning and land use regulations
• Develop GIS applications for department and provide multi- department GIS support
• Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in the
community and to maintain, revitalize and redevelop specific areas of the City as appropriate
• Participate and /or staff Task Forces and coordinate special studies
• Manage cold phone /counter calls from residents, realtors, developers, etc.
PERFORMANCE INDICATORS
* Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring.
56
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Subdivision & Platting related applications
26
6
15
15
Zoning Enforcement Cases*
2,064
1,974
2,100
2,000
Special Studies /Task Forces staffed
0
0
0
0
Rezonings /Prelim & Final PD /PD Amendment
6
19
15
20
CUP /IUP /Variances
19
26
30
25
Ord Amendment /Comp Plan Amendment
8
13
10
8
Sign Permits
218
243
200
200
Zoning Permits
0
80
100
150
Rental Registrations
0
0
500
500
* Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring.
56
City of Eapp 2013 Proposed Budget Operating Budget
IN W
Expenditure by Categoryparts and
Q
Supplies
1%
Services
and Other
`i3s0a
Charges
7%
` Capital
Outlay
0%
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
HIGHLIGHTS & CHANGES
Overview: The proposed Planning budget shows an
overall increase of $18,800 or 1.9% over the 2012
budget. There is a $4,500 or 6.2% non - personnel
increase.
Highlight /Change 1 : The principal item impacting the
non - personnel budget is the addition of a new
Economic Development effort for the City to
participate in the Metropolitan Consortium of
Community Developers (MCCD). This is an Open to
Business Program in Dakota County which is being coordinated through the Dakota County CDA. The fee is based on
population, and the CDA would cover half of the necessary amount if enough communities join.
The MCCD provides capital access and technical assistance for existing businesses and aspiring entrepreneurs who are
unable to fully access the commercial banking system. The organization funds or participates in an average of 50 loans per
year, with loan amounts of up to $100,000. Along with capital, MCCD staff provides more than 2,000 hours of direct
technical assistance to entreprenuers. Technical assistance services include business plan development, loan packaging,
feasibility studies, cash flow and financing projections, marketing plans, assistance with licensing and filing requirements,
and development of sound financial management and tracking systems. MCCD currently operates its 'Open to Business'
program in sixteen metro cities including Eden Prairie, Edina, Minneapolis, and St. Louis Park. Additional information on this
program is available on request.
Financial Impact: $7,500 increase (6479). This represents Eagan's half of the $15,000 fee to join. Due to other adjustments
made, the overall increase to non - personnel budget items is under $5,000.
Service Level Impact: Providing financial and other assistance to existing and potential businesses will make a resource
available that is not currently provided by City or County staff. This program will offer one -on -one assistance to
entrepreneurs.
EXPENDITURE SUMMARY
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual
2010
$ 868,535
3,667
37,810
?qR
$ 910,311
Actual
2011
Budget
2012
Budget
2013
$ 903,830
3,927
59,806
2,209
$ 969,772
$ 897,900
5,700
64,300
3,000
$ 970,900
$ 912,200
5,700
69,500
2,300
989,700
57
� City of Eap 2013 Proposed Budget Operating Budget
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
POSITION INVENTORY
PPr_cnnnPI
Community Development Director (50% Planning)
City Planner
Planners
Planning Aide
GIS Specialist
Sr. Code Enforcement Technician
Property Maintenance Code Enforcement Specialists
Office Supervisor
Total
2013 WORK PLAN
2010
2011
2012
2013
Hours
0.5
0.5
0.5
0.5
— 1,040
1
1
1
1
2,080
2
2
2
2
4,160
1
1
1
1
2,080
1
1
1
1
2,080
1
1
1
1
2,080
2
2
2
2
4,160
1
1
1
1
2,080
9.5
9.5
9.5
9.5
19,760
Activity
Routine
1 General administration of Planning & Zoning requirements; i.e. creating /mailing notices, assorted document prep, etc
2 Current Planning - Includes working with current residents and current and prospective business owners /developers
3 Special Studies /Budget - Annual (sometimes bi- annual) budget work and coordinating special studies when they aris
4 Comprehensive Plan - Includes ongoing maintenance, updates and review /comments of adjacent city amendments
5 Zoning Permits - Planning review of physical improvements that do not require a Building Permit
6 Zoning - Includes on -going maintenance, updates and responding to zoning inquiries from the general public
7 GIS Administration - Includes assitance with current, long- range planning efforts as well as econ dev inquiries
8 Code Enforcement - Includes applying quality of life standards throughout the community
9 Economic Development /Redevelopment - Includes ongoing efforts to support and promote development
10 Technical Assistance - Includes providing planning and GIS expertise internally and externally
11 Clerical - Planning & Zoning
12 Rental Registration - Program that requires registration and appropriate contact information for all rental properties.
- 2013 Proposed Budget Operating Budget
City of` Wan
Community Development - Planning (07)
Responsible Manager: Mike Ridley, City Planner
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 667,085
$ 690,436
$ 687,900
$ 699,200
5130
SALARIES AND WAGES - TEMPORARY
1,440
885
-
-
6142
PERA- COORDINATED
46,634
49,626
49,900
50,700
6144
FICA
46,208
47,736
52,200
53,000
6151
HEALTH INSURANCE
99,652
107,576
104,000
105,400
6152
LIFE INSURANCE
1,223
1,207
-
-
6154
DISABILITY- LONGTERM
2,364
2,347
-
-
6155
WORKERS COMPENSATION
3,499
3,350
3,500
3,600
6157
RETI REE HEALTH INSURANCE
429
667
400
300
PERSONAL SERVICES
868,535
903,830
897,900
912,200
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
2,350
1,394
2,200
2,000
6211
OFFICE PRINTED MATERIAL /FORMS
230
472
600
500
6212
OFFICE SMALL EQUIPMENT
(460)
89
1,000
800
6215
REFERENCE MATERIALS
439
76
200
200
6220
OPERATING SUPPLIES - GENERAL
17
72
500
300
6221
FILM & FILM PROCESSING
-
25
200
300
6231
MOBILE EQUIP REPAIR PARTS
51
395
100
200
6235
FUEL, LUBRICANTS, ADDITIVES
1,040
1,404
900
1,400
PARTS & SUPPLIES
3,667
3,927
5,700
5,700
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
6,896
-
-
-
6346
POSTAGE
4,021
4,012
3,000
4,000
6348
MATRIX SERVICE & REPAIR
-
-
200
200
6353
PERSONAL AUTO /PARKING
4,495
4,316
4,600
4,600
6355
CELLULAR TELEPHONE SERVICE
1,159
847
1,200
1,000
6385
INSURANCE
4,100
4,200
4,200
4,200
6476
CONFERENCES AND SCHOOLS
6,738
6,034
6,400
6,400
6477
LOCAL MEETING EXPENSES
2,324
2,150
2,400
2,500
6478
TUITION AND BOOK REIMBURSEMENT
-
1,146
3,300
-
6479
DUES AND SUBSCRI PTIONS
3,506
28,279
30,100
37,600
6504
ECONOMIC DEVELOPMENT ACTIVITY
-
-
3,000
3,000
6535
OTHER CONTRACTUAL SERVICES
3,183
7,628
4,500
6,000
6569
MAINTENANCE CONTRACTS
1,388
1,194
1,400
-
SERVICES & OTHER CHARGES
37,810
59,806
64,300
69,500
CAPITAL OUTLAY
6660
OFFICE FURNISHINGS & EQUIPMENT
-
2,209
-
-
6670
OTHER EQUIPMENT
298
-
3,000
2,300
CAPITALOUTLAY
298
2,209
3,000
2,300
TOTAL COMMUNITY DEV.- PLANNING
$ 910,311
$ 969,772
$ 970,900
$ 989,700
1.9%
4 Operating Budget
)J City Of Ea�a 2013 Proposed Budget
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PURPOSE & DESCRIPTION
The purpose of the Community Development -
Inspections Department is to:
• Protect the health, safety and welfare of
designers, builders and occupants of the built
environment in Eagan
• Verify compliance with municipal and state
building, fire, plumbing, electrical, heating,
energy and accessibility codes
• Inform and educate residents, builders and
designers of minimum requirements and
inform them of the history of those codes
• Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary.
• Identify potential improvements that can be made in codes and standards and propose changes
The Community Development — Inspections Department is responsible for the following functions:
• Review plans, specifications and support documents and request revisions, when necessary
• Collect fees directly and indirectly related to the Division
• Issue sewer /water, fire suppression, building, plumbing, mechanical, underground storage tank and building move
permits
• Schedule and perform field inspections for the above permits
• Coordinate proposed construction projects with other Departments and other government agencies
• Respond to residents' questions and concerns regarding code interpretations and potential code violations
PERFORMANCE INDICATORS
•1
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Building permits
2,616
2,259
2,200
2,300
Plumbing permits
970
1,350
900
1,000
Mechanical permits
1,102
812
900
900
Inspections per building inspector
1,829
1,971
2,000
2,000
•1
* City of Eap 2013 Proposed Budget Operating Budget
IN
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
HIGHLIGHTS & CHANGES
Overview The proposed Protective Inspections budget
shows an increase of $83,900 or 9.6 %, mostly due to
the addition of a .45 time Contract Inspector and
increased fees associated with credit card usage.
Highlight /Change 1 : The Community Development
Department is requesting a 45 FTE Contractual
Inspector to perform a variety of building inspection
services. The Inspector would be expected to perform
plan reviews and field inspections to verify compliance
with the Eagan City Code as well as State Codes.
This request is the result of a steady increase in construction activity. Year to date, permit counts are 12.7% above the
five year average and inspections per inspector are 15.3% above the average during that same time frame.
In 2009, Community Development eliminated one full -time Building Inspector position in order to attain the 0% budget change
from 2008. At that time, it was indicated that we would not be able to provide the same level of service. While most permit
applicants understood the basis for eliminating the inspector position in 2009, we have been seeing more frustration from our
customers and staff due to the extended turn - around time. We have been two plus days out for scheduling inspections, which
is a significant departure from our original goal of a %- day turn - around before eliminating the position. This extended turn-
around time can force homeowners to delay their projects, and can affect contractors negatively by requiring them to move
on to other projects while they wait for us. Additionally, we have not been able to expeditiously follow up on permits with
pending corrections or address inactive permits. Time constraints can also limit our ability to perform detailed technical tasks.
Construction projects are becoming more complicated due to code changes such as more restrictive energy provisions and
structural requirements to resist high winds. We are also seeing more engineered products such as floor or roof trusses, as
well as new decking and footing techniques. The components and installations are specific to the product, so they require
more time to review in the office and to inspect.
As building permit activity is beginning to recover, it is creating increased service demand. To the extent that a portion of
the additional revenue can cover the costs of the contract position, staff would be better able to achieve shorter turn - around
for both plan reviews an inspections scheduling.
Even more demand for inspection services will occur above the .45 position if one or both of the major commercial
projects are approved, or if a major residential subdivision commences.
Contractual inspection services were successfully used in 2002 and 2008 as a result of storm related construction activity.
Financial Impact: $56,200 increase (6310).
Service Level Impact: With this contractual position we would be able to backfill the needed plan review and inspection
services. With the current trend we should be able to get close to a one day turn - around for inspections.
Highlight /Change 2 : VISA /MasterCard expenses have increased from $5,580 in 2009 to $16,701 in 2011. The increase is
mostly the result of increased volume as contractors use credit cards for large projects. In researching this line item, we
discovered that the unexpected increase was not reflected until after the 2012 budget was prepared in May 2011, using
April 2011 year to date figures.
Financial Impact: $13,000 increase (6487).
Service Level Impact: None.
61
Expenditure by Category
Parts and
Supplies
3%
Services
and Other:
Charges
HIGHLIGHTS & CHANGES
Overview The proposed Protective Inspections budget
shows an increase of $83,900 or 9.6 %, mostly due to
the addition of a .45 time Contract Inspector and
increased fees associated with credit card usage.
Highlight /Change 1 : The Community Development
Department is requesting a 45 FTE Contractual
Inspector to perform a variety of building inspection
services. The Inspector would be expected to perform
plan reviews and field inspections to verify compliance
with the Eagan City Code as well as State Codes.
This request is the result of a steady increase in construction activity. Year to date, permit counts are 12.7% above the
five year average and inspections per inspector are 15.3% above the average during that same time frame.
In 2009, Community Development eliminated one full -time Building Inspector position in order to attain the 0% budget change
from 2008. At that time, it was indicated that we would not be able to provide the same level of service. While most permit
applicants understood the basis for eliminating the inspector position in 2009, we have been seeing more frustration from our
customers and staff due to the extended turn - around time. We have been two plus days out for scheduling inspections, which
is a significant departure from our original goal of a %- day turn - around before eliminating the position. This extended turn-
around time can force homeowners to delay their projects, and can affect contractors negatively by requiring them to move
on to other projects while they wait for us. Additionally, we have not been able to expeditiously follow up on permits with
pending corrections or address inactive permits. Time constraints can also limit our ability to perform detailed technical tasks.
Construction projects are becoming more complicated due to code changes such as more restrictive energy provisions and
structural requirements to resist high winds. We are also seeing more engineered products such as floor or roof trusses, as
well as new decking and footing techniques. The components and installations are specific to the product, so they require
more time to review in the office and to inspect.
As building permit activity is beginning to recover, it is creating increased service demand. To the extent that a portion of
the additional revenue can cover the costs of the contract position, staff would be better able to achieve shorter turn - around
for both plan reviews an inspections scheduling.
Even more demand for inspection services will occur above the .45 position if one or both of the major commercial
projects are approved, or if a major residential subdivision commences.
Contractual inspection services were successfully used in 2002 and 2008 as a result of storm related construction activity.
Financial Impact: $56,200 increase (6310).
Service Level Impact: With this contractual position we would be able to backfill the needed plan review and inspection
services. With the current trend we should be able to get close to a one day turn - around for inspections.
Highlight /Change 2 : VISA /MasterCard expenses have increased from $5,580 in 2009 to $16,701 in 2011. The increase is
mostly the result of increased volume as contractors use credit cards for large projects. In researching this line item, we
discovered that the unexpected increase was not reflected until after the 2012 budget was prepared in May 2011, using
April 2011 year to date figures.
Financial Impact: $13,000 increase (6487).
Service Level Impact: None.
61
4! Ot 2013 Proposed Budget Operating Budget
City
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
EXPENDITURE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 779,420
$ 764,098
$ 817,500
$ 833,400
Parts and Supplies
17,100
13,957
23,900
25,000
Services and Other Charges
27,227
49,315
31,600
99,700
Capital Outlay
5,601
174
5,300
4,100
Total
$ 829,348
$ 827,544
$ 878,300
$ 962,200
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Community Development Director (50% Inspections)
0.5
0.5
0.5
0.5
1,040
Clerical Technicians
2
2
2
2
4,160
Chief Building Official
1
1
1
1
2,080
Senior Inspector
2
2
2
2
4,160
Inspectors
3
3
3
3
6,240
Total
8.5
8.5
8.5
8.5
17,680
2013 WORK PLAN
Activi
Routine
1 Process permits, set up inspectors' schedules
2 Provide direction, planning, support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
6 Research Code provisions and acceptability of alternative products
W
City of Eap n 2013 Proposed Budget Operating Budget
Community Development - Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
LINE ITEM DETAIL
M]
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 601,312
$ 580,898
$ 623,500
$ 636,600
6112
OVERTIME - REGULAR
490
2,236
5,000
5,000
6130
SALARIES AND WAGES- TEMPORARY
-
-
-
-
6142
PERA- COORDINATED
40,967
41,594
45,600
46,500
6144
FICA
41,920
40,850
47,700
48,600
6151
HEALTH INSURANCE
87,944
91,827
92,100
93,100
6152
LI FE I NSURANCE
1,012
972
-
-
6154
DISABILITY - LONGTERM
1,960
1,889
-
-
6155
WORKERS COMPENSATION
3,141
2,786
3,200
3,200
6157
RETIREE HEALTH INSURANCE
674
1,046
400
400
PERSONAL SERVICES
779,420
764,098
817,500
833,400
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
3,046
2,637
4,000
4,000
6211
OFFICE PRINTED MATERIAL/FORMS
1,079
-
900
500
6212
OFFICE SMALL EQUIPMENT
287
-
200
300
6215
REFERENCE MATERIALS
1,170
657
2,300
2,200
6220
OPERATING SUPPLIES- GENERAL
-
37
200
200
6224
CLOTH[ NG /PERSONAL EQUIPMENT
587
83
1,000
1,000
6226
PUBLIC SAFETY SUPPLIES
-
-
400
400
6231
MOBILE EQUIP REPAIR PARTS
3,951
2,802
2,000
3,000
6232
SMALL EQUIPMENT REPAIR PARTS
-
-
200
200
6235
FUEL, LUBRICANTS, ADDITIVES
6,948
7,659
12,600
13,100
6240
SMALLTOOLS
32
82
100
100
PARTS & SUPPLIES
17,100
13,957
23,900
25,000
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES - GENERAL
-
14,790
-
56,200
6346
POSTAGE
-
100
100
6347
TELEPHONE SERVICE & LINE CHG
48
300
300
6348
MATRIX SERVICE & REPAIR
-
300
300
6351
PAGER SERVICE FEES
102
-
-
-
6353
PERSONAL AUTO /PARKING
541
697
1,100
1,100
6355
CELLULAR TELEPHONE SERVICE
3,183
2,970
4,800
5,100
6385
INSURANCE
6,900
7,000
7,000
7,000
6425
MOBILE EQUIPMENT REPAIR LABOR
-
80
300
300
6476
CONFERENCES AND SCHOOLS
3,549
3,186
4,800
4,800
6477
LOCAL MEETING EXPENSES
1,065
339
1,300
1,300
6478
TUITION REIMBURSEMENT
-
-
-
-
6479
DUES AND SUBSCRIPTIONS
1,156
675
1,100
1,100
6480
LICENSES, PERMITS AND TAXES
102
59
100
100
6487
VISA/MC BANK CHARGES
8,584
17,728
9,000
22,000
6569
MAINT, COPY MACHINE CONTRACT
1,997
1,791
1,400
-
SERVICES & OTHER CHARGES
27,227
49,315
31,600
99,700
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
5,601
174
5,300
4,100
CAPITALOUTLAY
5,601
174
5,300
4,100
TOTAL COMMUNITY DEV. - INSPECTIONS
$ 829,348
$ 827,544
$ 878,300
$ 962,200
9.6
M]
1 9P P City of Eago 2013 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
The purpose of the Communications Department is to:
• Oversee city public information, public
relations and communications tools including
newsletters, Web sites, government cable
programs, marketing pieces and press releases
• Communicate with citizens and the business
community
• Identify emerging issues and messages while
proactively communicating with the media
Expenditures as % of General Fund
and responding to requests
• Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand
• Provide strategic communications advice and special event and marketing support to City staff, as needed
• Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
• Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Eagan TV (ETV) operations, and the
Eagan History Committee
The Communications Department is responsible for the following functions:
• Publish the bimonthly city newsletter and quarterly Eagan business newsletter
• Maintain the content of the City Web site and Intranet
• Respond to public requests for information and specifically media requests
• Provide marketing and special event support
• Provide strategic communications advice and develop appropriate themes, messages and materials
• Oversee ECVB, ETV, and provide staff support to the Telecommunications Commission, Eagan Technology Working
Group, 4 th of July & Eagan History committees
PERFORMANCE INDICATORS
Description
%of residents who have accessed City Web site
% of Web site visitors finding what they were looking for
Issues of Experience Eagan out on time
Issues of Eagan Business News out on time
Attendance at City Services Open House ( Showcase Eagan)
Average Web site visits per day
Average monthly Web site visits
Average monthly page views
Number of Web site subscribers
2010
2011
2012
2013
Actual
Actual
Estimate
Target
76%
N/A
78%
80%
98%
N/A
98%
98%
5of6
6of6
6of6
6of6
7of8
7of8
8of8
8of8
N/A
1,250+
N/A
1,300
1,305
1,300
2,100
1,425
39,697
39,543
61,000
43,000
135,042
137,781
230,000
142,000
2,820
3,219
3,200
4,000
•,
City of EaPH 2013 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
HIGHLIGHTS & CHANGES
Overview: The proposed Communications budget is up
$18,800, or 4.0% over 2012. This increase is mostly due
to technology requirements and improvements. The
nature of every- other -year projects like the business
survey and Showcase Eagan also affect the budget.
Highlight /Change 1: Due to discontinuation of viable
support options, Eagan can no longer maintain its 2003
Content Management System (CMS) for both the City's
Internet (public) Website and Intranet, and must switch
to a new CMS. This results in an increase in expenses to purchase the new CMS, the majority of which is offset by the
elimination of support needs expenses for the current CMS.
Financial Impact: $5,000 net increase ($30,000 increase — new CMS, 6535; $25,000 decrease — eliminate support needs,
6235). Utilizing Open Access software will achieve return on investment in two years and drastically reduce support fees
going forward.
Service Level Impact: None.
Highlight /Change 2: The 2013 budget reflects the addition of the every other year Eagan Business Survey with a random
sample and 95% degree of accuracy.
Financial Impact: $17,000 increase (6310).
Service Level Impact: None. This is an every other year survey as part of normal duties.
Highlight /Change 3: The budget reflects other technology enhancements including a new Eagan mobile site; the addition
of Siteimprove, a service for web accessibility compliance and broken links tracking; and a Granicus upgrade that would
improve web streaming and give the city the ability to retain videos indefinitely, as well as the ability to post full agenda
packets for increased transparency.
Financial Impact: Approximately $19,500 ($7,500 — Eagan mobile site, 6535; $4,200 — Siteimprove, 6569; $7,800 — Granicus
upgrade, 6535),
Service Level Impact: These enhancements will Improve service for Eagan residents and businesses.
Highlight /Change 4: 2013 is a Showcase Eagan year, and the proposed budget reflects that increase.
Financial Impact: $6,700 increase (6328). However, there is no increase over 2011.
Service Level Impact: Showcase Eagan promotes community building and involvement among citizens.
EXPENDITURE SUMMARY
Actual
Actual
Expenditure
2010
Personal Services
$ 228,772
Parts and Supplies
2,816
Services and Other Charges
220,219
Capital Outlay
-
Total
$ 451,807
Actual
Budget
2011
2012
$ 227,862
$ 231,800
775
2,600
202,886
228,200
-
3,000
$ 431,523
$ 465,600
Budget
2013
$ 233,600
800
247,700
2,300
$ 484,400
65
k z City of Eap 2013 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Communications Director
1
1
1
1
2,080
Communications Coordinator
1
1
1
1
2,080
Total
2
2
2
2
4,160
2013 WORK PLAN
Activity
Routine
1 Write, edit, & publish 6 bi- monthly city newsletters (Experience Eagan) & annual rpt.
2 Edit & publish 4 city business newsletters (Eagan Business News) +4 online EBNs +10 Cedar Grove
3 Transition Eagan Web site & Intranetto Open Source platform, develop mobile Internet site
4 Improve Web Streaming of meetings & video content
5 Public relations & issues management including press releases & reporter calls
6 Special events including July 4, State of City Address, Mayor speeches at City events
7 Oversight /liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB
8 Colocation facility and marketing of city fiber project
9 In -house graphic design
10 Direct efforts to publish and sell 1974 -2012 history
11 City -wide business survey
12 Achieve more pro - active communications, marketing support & Social media implentation and monitoring
Re
*City of Eapan 2013 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
67
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2010
2011
2012
2013
6110 SALARIES AND WAGES- REGULAR
$ 180,942
$ 181,396
$ 183,900
$ 187,600
6130 SALARIES AND WAGES - TEMPORARY
-
-
1,300
-
6142 PERA - COORDINATED
12,361
12,871
13,300
13,600
6144 FICA
12,900
13,245
13,900
14,100
6151 HEALTH INSURANCE
20,626
18,241
18,100
17,000
6152 LIFE INSURANCE
254
252
-
-
6154 DISABILITY - LONG TERM
254
252
-
-
6155 WORKERS COMPENSATION
1,006
940
1,000
1,000
6157 RETIREE HEALTH INSURANCE
428
665
300
300
PERSONAL SERVICES
228,772
227,862
231,800
233,600
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
472
291
200
200
6212 OFFICE SMALL EQUIPMENT
1,816
145
700
-
6215 REFERENCE MATERIALS
-
3
-
100
6270 COMPUTER SOFTWARE
528
336
1,700
500
PARTS & SUPPLIES
2,816
775
2,600
800
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
51,253
33,697
55,100
45,400
6328 SPECIAL EVENTS /ADMISSION FEES
-
7,522
-
6,700
6346 POSTAGE
56,405
58,540
48,100
46,000
6353 PERSONALAUTO /PARKING
4,258
4,218
4,300
4,300
6355 CELLULAR TELEPHONE SERVICE
776
829
1,000
800
6357 GENERAL ADVERT] SING
811
500
1,000
1,100
6370 GENERAL PRINTING AND BINDING
63,295
63,002
74,000
82,300
6385 INSURANCE
2,100
2,100
2,100
2,100
6427 BUILDING OPERATIONS REPAIR -LABOR
184
-
-
-
6476 CONFERENCES AND SCHOOLS
1,556
1,725
4,100
3,100
6477 LOCAL MEETING EXPENSES
219
422
500
600
6479 DUES AND SUBSCRIPTIONS
120
1,056
1,200
1,200
6480 LICENSES, PERMITS AND TAXES
68
-
-
-
6496 HISTORICAL SOCIETY
-
-
2,200
2,200
6535 OTHER CONTRACTUAL SERVICES
20,991
10,288
25,000
45,300
6569 MAINTENANCE CONTRACTS
18,183
18,987
9,600
6,600
SERVICES & OTHER CHARGES
220,219
202,886
228,200
247,700
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
-
-
3,000
2,300
CAP I TAL 0 UTLAY
-
-
3,000
2,300
TOTAL COMMUNICATIONS
$ 451,807
$ 431,523
$ 465,600
$ 484,400
4.0%
67
Citj of Eap 2013 Proposed Budget Operating Budget
Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resources Department is
to:
• Develop and implement personnel policies
• Administer compensation and benefits plans
• Coordinate employee relations initiatives
• Maintain and protect the privacy and security
of employee records
• Serve as internal consultant to management
The Human Resources Department is responsible for
the following functions:
• Coordinate recruitment efforts
• Respond to employee performance and discipline issues
• Negotiate and administer labor contracts
• Coordinate employee recognition program
• Conduct new employee orientations and coordinate limited training initiatives
PERFORMANCE INDICATORS
•:
2010
2011
2012
2013
YTD: May
Description
Actual
Actual
2012
Target
Job vacancies posted and advertised for
9
17
10
10
Temp /Interns /seasonal positions posted or advertised
20
61
47
50
Applications received
1,100
2,359
1,000+
2,500
Internal training opportunities presented by HR
1
5
3
7
Wellness Events
6
6
2
7
Employees hired
9
10
10
10
Policies & Initiatives revised /created
3
1
5
4
No of resignations /retirements
N/A
15
10
10
No of PDI Assessments
N/A
88
42
80
No of days conducting interviews /testing
N/A
17
9
20
No of days conducting orientation
N/A
9
5
10
No of EE's promoted
N/A
1
4
3
Turnover rate (People that leave divided by total positions)
6%
5%
5%
6%
•:
'Ilk City _ 2013 Proposed Budget Operating Budget
Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2013 Human Resources
budget reflects an increase of $22,000, or 8.4% above
the 2012 budget. This is mostly due to an increased
focus on overall organizational development, wellness
initiatives and workplace safety initiatives.
Highlight /Change 1: Medical exams are proposed to
increase. Human Resources uses allotted funds to pay
for pre- employment drug screening for all departments
except the Fire Dept. The budget from 2012 did not
include all of the costs incurred for the pre-
employment analysis, particularly for the Cascade Bay and Maintenance seasonal employees.
Financial Impact: $6,600 increase (6318).
Service Level Impact: None.
Highlight /Change 2: Certain costs for biometric screening and other therapies are predicted to increase based on
participation at the fall Wellness Day. Staff added vendor - related programming costs as well as a Wellness Committee in an
effort to professionalize and enhance the City's overall Wellness initiatives with an expectation that over time, health
insurance costs may be slightly reduced.
Financial Impact: $8,100 increase (6319: $1,600 — biometric screening, $5,600 — programming costs, $300 Wellness
Committee, $600 — privacy screen), offset by other reductions; net increase of $2,600.
Service Level Impact: These increased wellness - related services should promote health among City employees.
Highlight /Change 3: With newspaper advertising becoming obsolete, staff plans to minimize the use of newspaper ads and
focus on web -based advertising. The labor attorney has confirmed that the City will still be able to meet its Equal
Employment Opportunity (EEO) obligations.
Financial Impact: $4,900 decrease (6358).
Service Level Impact: None.
Highlight /Change 4: Staff is proposing to add a safety vendor to provide and conduct regular, ongoing safety training for all
City staff to ensure that the City is OSHA compliant. The vendor will manage the program development, create the
curriculum, conduct the training, and maintain all record keeping responsibilities to ensure that the City is meeting all safety
related mandates.
Financial Impact: $3,700 increase (6475).
Service Level Impact: This will help maintain the safety of City employees and assure that we are meeting OSHA
requirements.
Highlight /Change 5: Over the past three years, training and development within HR were almost entirely eliminated. It is
hoped that the HR department will be able to participate in Human Resources related training.
Financial Impact: $4,300 increase (6476).
Service Level Impact: This will allow the HR department to ensure compliance with state and federal laws, gain insight into
labor contract trends, and learn about new programs and initiatives to enhance the quality of work and work life at the City
of Eagan.
Highlight /Change 6: HR is proposing to reduce the budgeted amount for job coaching services with the intent that some
funding is available if coaching is needed, but also in the hopes that, given the job coaching that occurred in 2012, the
overall need in 2013 will be reduced.
Financial Impact: $5,900 decrease (6535).
Service Level Impact: There is the possibility for reduced levels of service for City employees, but most likely none.
••
11 4 1 � Cite of Eap 2013 Proposed Budget Operating Budget
IN
Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
EXPENDITURE SUMMARY
2013 WORK PLAN
Activity
Routine
1 General, administrative, and compensation tasks
2 Recruitment coordination
3 Benefits administration
4 Employment- related issues
5 Labor relations /contract administration
6 Employee relations /recognition
7 Policy /organizational development
8 Employee orientation &training
9 Management Consult /Assistance
10 Wellness
11 Safety
12 Minnesota Valley Transit Authority
70
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 189,696
$ 195,731
$
198,000
$ 204,900
Parts and Supplies
803
937
600
1,300
Services and Other Charges
30,255
55,969
63,900
78,500
Capital Outlay
1,030
-
700
500
Total
$ 221,785
$ 252,637
$
263,200
$ 285,200
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Human Resources Manager
1
1
1
1
2,080
Human Resources Specialist
1
1
1
0
0
Human Resources Generalist
0
0
0
1
2,080
Total
2
2
2
2
4,160
2013 WORK PLAN
Activity
Routine
1 General, administrative, and compensation tasks
2 Recruitment coordination
3 Benefits administration
4 Employment- related issues
5 Labor relations /contract administration
6 Employee relations /recognition
7 Policy /organizational development
8 Employee orientation &training
9 Management Consult /Assistance
10 Wellness
11 Safety
12 Minnesota Valley Transit Authority
70
Pk�
CSI o' Elap 2013 Proposed Budget Operating Budget
Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
LINE ITEM DETAIL
71
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2010
2011
2012
2013
6110 SALARI ES AND WAGES-REGULAR
$ 147,048
$ 154,398
$ 156,400
$ 162,800
6112 OVERTIME- REGULAR
8
33
-
-
6130 SALARIES AND WAGES- OVERTIME
3,996
-
-
-
6142 PERA - COORDINATED
10,290
10,936
11,300
11,800
6144 FICA
11,533
11,260
12,000
12,500
6151 HEALTH INSURANCE
15,280
17,364
17,200
16,700
6152 LIFE INSURANCE
158
240
-
-
6154 DISABILITY- LONGTERM
307
446
-
-
6155 WORKERS COMPENSATION
1,029
981
1,000
1,100
6157 RETIREE HEALTH INSURANCE
47
73
100
PERSONAL SERVICES
189,696
195,731
198,000
204,900
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
741
660
400
1,000
6211 OFFICE PRINTED MATERIAL/FORMS
-
-
100
100
6215 REFERENCE MATERIALS
62
277
100
200
PARTS & SUPPLIES
803
937
600
1,300
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
13
81
500
300
6318 MEDICALSERVICES - PHYSICALEXAM
8,496
16,134
12,300
22,100
6319 MEDICALSERVICES - OTHER
10,269
10,105
15,300
17,900
6353 PERSONAL AUTO /PARKING
-
59
100
100
6358 EMPLOYMENT ADVERTISING
6,279
23,154
17,100
12,200
6359 LEGAL NOTICE PUBLICATION
-
49
-
200
6370 GENERAL PRINTING AND BINDING
1,712
1,588
2,500
3,300
6475 MISCELLANEOUS
-
1,466
1,900
9,600
6476 CONFERENCES AND SCHOOLS
25
688
700
5,000
6477 LOCAL MEETING EXPENSES
364
501
500
700
6478 TUITION AND BOOK REIMBURSEMENT
-
-
-
-
6479 DUES AND SUBSCRIPTIONS
805
904
600
600
6535 OTHER CONTRACTUAL SERVICES
2,292
1,240
12,400
6,500
SERVICES & OTHER CHARGES
30,255
55,969
63,900
78,500
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
-
-
700
500
6670 OTHER EQUIPMENT
1,030
-
-
CAPITALOUTLAY
1,030
-
700
500
TOTAL HUMAN RESOURCES
$ 221,785
$ 252,637
$ 263,200
$ 285,200
8.4
71
* of Boa 2013 Proposed Budget Operating Budget
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the
Police Department is to:
• Ensure the compliance of department policies
and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and
Training Board
• Work with elected officials and other city staff
to support Eagan citizens
A 't b h fd n e
• ssure commune y mem ers ave con i e c
in the Police department
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs /practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
2010
Expenditures as % of General Fund
2012
Police -
Actual
Admin.,
Estimate
1.8%
50,017
49,132
50,014
Part I crime rate
2,551
2,443
2,531
Part II crime rate
........ _..
• ssure commune y mem ers ave con i e c
in the Police department
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs /practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
* Projections are based on Crime Statistics and Calls for Service data averaged overthe past two years
2013
Target
49,575
2,497
2,846
1.07
72
2010
2011
2012
Description
Actual
Actual
Estimate
Calls for service
50,017
49,132
50,014
Part I crime rate
2,551
2,443
2,531
Part II crime rate
2,898
2,794
3,032
Sworn officers per 1,000 population
1.08
1.07
1.07
* Projections are based on Crime Statistics and Calls for Service data averaged overthe past two years
2013
Target
49,575
2,497
2,846
1.07
72
* C ity of Eap 2013 Proposed Budget Operating Budget
Personal
Services
77%
Parts and
applies
1%
Services
and Other
Charges
22%
Police — Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
HIGHLIGHTS & CHANGES
Department Overview The proposed Police
Department budget reflects an overall increase of
$285,100 or 2.5% over 2012. The Personal Services
area of the budget increased $184,300 or 2.0 %, due to
negotiated contractual obligations and other pay
increases. The non - personnel portion increased
$110,700 or 4.8 %, mostly due to "non- discretionary"
increases.
0%
administration Overview: The proposed Police
Administration budget reflects an increase of $7,600 or 1.4% over 2012. This is mostly due to an increase in Special
Operation Team fees and additional management training.
Highlight /Change 1 : The 2012 budget reflects an increase in Special Operation Team (SOT) annual fees. The City has police
personnel assigned to the Countywide Special Operations Team who previously procured equipment that is approaching its
scheduled replacement date. Many of the federal grants used to procure this equipment no longer exist. In response, the
Dakota County Domestic Preparedness Committee voted to increase the participating cities' fees to purchase equipment.
This is the second year of a planned 3 year increase in SOT fees.
Financial Impact: $1,800 increase (6520).
Service Level Impact: None.
Highlight /Change 2 : The budget reflects an increase in conference fees associated with management training. The
department has budgeted for a Sergeant to receive advanced training in management.
Financial Impact: $3,000 increase (6476).
Service Level Impact: None.
POLICE ADMINISTRATION - EXPENDITURE SUMMARY
73
Expenditure by Category
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 475,180
$
423,015
$ 402,300
$ 409,500
Parts and Supplies
3,204
$
1,503
4,800
4,800
Services and Other Charges
102,635
$
95,685
113,200
118,100
Capital Outlay
14,448
$
12,241
4,500
-
Total
$ 595,468
$
532,444
$ 52 4,800
$ 532,400
73
Expenditure by Category
A blk City of Hap 2013 Proposed Budget Operating Budget
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
POSITION INVENTORY SUMMARY— TOTALS BY DIVISION
Personnel
2010
2011
2012
2013
Hours
Administration Division
3
3
3
3
6,240
Patrol Division
52
52
52
52
108,160
Investigations Division
14
14
14
14
29,120
Support Division
13.95
13.95
13.95
13.95
29,016
Total
82.95
82.95
82.95
82.95
172,536
POSITION INVENTORY — ADMINISTRATION DIVISION
Personnel
2010
2011
2012
2013
Hours
Chief of Police
1
1
1
1
2,080
Deputy Chief of Police
1
1
1
1
2,080
Administrative Secretary
1
1
1
1
2,080
Total
3
3
3
3
6,240
413 WPM@M. , =
Act ivit
Routine
1 Establish and review police department policies and procedures
2 Respond to citizen questions and concerns
3 Work with elected officials and other city staff members on issues affecting Eagan
4 Meet with other government agencies on law enforcement issues
5 Ensure compliance with established law enforcement practices and norms
6 Plan and implement goals and objectives for the department
7 Interact with citizens to foster positive relationships between the city and the community
8 Develop the department budget
9 Clerical Support
10 Prepare Annual Reportand other publications
11 Attend department and outsidetraining relating to law enforcement issues
12 Promote geographic policing initiatives
74
� 2013 Proposed Budget Operating Budget
This page left intentionally blank
75
z City of Eap 2013 Proposed Budget Operating Budget
Police - Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT
Acct
PERSONAL SERVICES
6110
SALARIES & WAGES- REGULAR
6112
OVERTIME - REGULAR
6120
CONTRACTUAL SECURITY
6130
SALARIES & WAGES - TEMPORARY
6142
PERA - COORDINATED
6143
PERA - POLICE
6144
FICA
6151
HEALTH INSURANCE
6152
LI FE
6154
DISABILITY- LONGTERM
6155
WORKERS COMPENSATION
6157
RETIREE HEALTH INSURANCE
891,300
TOTAL PERSONAL SERVICES
PARTS& SUPPLIES
6210 OFFICE SUPPLI ES
6211 OFFICE PRINTED MATERIAL /FORMS
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6221 FILM & FILM PROCESSING
6224 CLOTHING /PERSONAL EQUIPMENT
6226 PUBLIC SAFETY SUPPLIES
6228 AMMUNITION
6231 MOBILE EQUIP REPAIR PARTS
6232 SMALL EQUIPMENT REPAIR PARTS
6235 FUEL, LUBRICANTS, ADDITIVES
6238 COMMUNICATION SYSTEM PARTS
TOTAL PARTS & SUPPLIES
Continued on next page
Actual
Actual
Budget
Budget
2010
2011
2012
2013
$ 6,578,103
$ 6,595,882
$ 6,801,900
$ 6,969,500
140,362
113,037
117,400
117,400
35,705
31,349
32,000
32,000
50,424
52,741
55,200
56,500
842,213
861,383
891,300
912,900
128,342
129,465
142,600
151,500
842,036
903,249
890,700
870,600
4,513
4,646
-
-
19,832
20,369
-
-
196,916
178,703
200,800
205,700
36,497
56,657
45,400
45,500
8,874,942
8,947,479
9,177,300
9,361,600
7,423
6,713
12,000
10,000
5,801
4,322
11,000
9,200
4,642
10,305
16,900
16,200
2,529
2,808
6,500
6,300
16,301
15,201
19,600
25,200
3
11
100
100
97,382
82,850
70,000
71,300
30,764
42,218
36,900
36,800
43,838
37,731
41,700
46,700
41,470
57,962
58,000
56,000
1,747
583
2,900
4,100
155,193
187,899
230,700
236,000
2,644
7,402
7,700
7,700
409,736
456,004
514,000
525,600
76
41 P DI City of Eap 2013 Proposed Budget Operating Budget
Police - Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT (CONT'D)
77
Actual
Actual
Budget
Budget
SERVICES &OTHER CHARGES
2010
2011
2012
2013
6310 PROFESSIONAL SERVICES- GENERAL
12,221
3,260
6,500
6,500
6319 MEDICAL SERVI CES-OTHER
-
0
300
300
6320 INSTRUCTORS
-
3,296
4,000
4,000
6325 VET/KENNEL CHRG/ANI MAL DISPOSL
21,542
26,354
26,600
27,300
6330 DCC STARTUP COSTS
1,118,904
1,069,716
973,600
1,070,200
6346 POSTAGE
4,295
4,357
5,000
5,000
6347 TELEPHONE SERVICE& LINE CHG
7,188
4,948
9,300
7,300
6349 TELEPROCESSING EQUIPMENT
19,063
20,367
29,600
29,600
6352 TELEPHONE CIRCUITS
-
0
-
0
6353 PERSONAL AUTO /PARKING
1,418
1,240
3,600
3,300
6354 CAR WASHES
6,743
6,321
7,000
7,000
6355 CELLULAR TELEPHONE SERVICE
25,130
26,027
31,000
33,400
6385 INSURANCE
64,200
65,500
65,500
65,500
6405 ELECTRICITY
744
772
1,500
1,500
6425 MOBILE EQUIPMENT REPAIR LABOR
13,794
15,994
17,200
17,200
6426 SMALL EQUIPMENT REPAI R-LABOR
2,503
1,966
3,500
3,500
6430 COMMUNICATION SYSTEM RPR -LABOR
277
0
3,700
3,700
6457 MACHINERY AND EQUIPMENT
14,875
16,215
20,700
26,400
6475 MISCELLANEOUS
1,782
915
3,600
3,900
6476 CONFERENCES AND SCHOOLS
50,964
64,429
82,600
87,500
6477 LOCAL MEETING EXPENSES
12,200
11,304
14,000
14,000
6478 TUITION AND BOOK REIMBURSEMENT
8,531
14,181
36,700
26,000
6479 DUES AND SUBSCRI PTIONS
5,261
5,948
9,100
9,000
6480 LICENSES, PERMITS AND TAXES
1,594
526
700
700
6482 AWARDS, JUDGEMENTS AND LOSSES
374
0
-
-
6520 MAJOR INVESTIGATION EXPENSES
12,454
13,811
17,200
19,500
6538 TOWING CHARGES
1,017
1,722
2,500
2,500
6569 MAINTENANCE CONTRACTS
40,542
50,126
66,300
53,800
TOTALSERVICES & OTHER CHARGES
1,447,614
1,429,294
1,441,300
1,528,600
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
46,856
18,546
29,100
5,200
6670 OTHER EQUIPMENT
18,751
30,439
42,000
67,800
Total Capital Outlay
65,607
48,985
71,100
73;000
TOTAL POLICE
$ 10,797,900
$ 10,881,764
$ 11,203,700
$ 11,488,800
2.5%
77
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City Of EaLlan
2013 Proposed Budget
Operating Budget
Police — Patrol (11)
Responsible Managers: Lieutenant Duane Pike
Lieutenant Michael Fineran
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police
Department is to:
• Maintain a safe community through
enforcement and educational efforts
• Reduce and prevent crime through education
and community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of citizens
• Solve ongoing law enforcement problems
The Patrol Division is responsible for the following functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations /participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
2010
2011
2012
2013
Expenditures as % of General Fund
Actual
Actual
Estimate
Target
Traffic stops
12,684
12,537
12,700
12,610
Traffic citations
�S 6
4,520
5,200
4,778
DWI arrests
233
Police -
240
243
Arrests (other than DWI)
1,226
1,337
1,250
h
Patrol,
5.97
6.41
5.97
23.6%
Responsetimeto priority 2, non-emergency calls (min)
8.15
8.30
8.03
8.20
Res ponse ti me to priority 3, routi ne ca I I s (min)
11.75
11.70
i
E
11.72
The Patrol Division is responsible for the following functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations /participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
*Formula to measure responsetimewas changed in 2010. The new ratios were entered beginning in 2008.
:1
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Traffic stops
12,684
12,537
12,700
12,610
Traffic citations
5,037
4,520
5,200
4,778
DWI arrests
233
254
240
243
Arrests (other than DWI)
1,226
1,337
1,250
1,281
Responsetimeto priority 1, emergencycalls (min)
5.97
6.41
5.97
6.19
Responsetimeto priority 2, non-emergency calls (min)
8.15
8.30
8.03
8.20
Res ponse ti me to priority 3, routi ne ca I I s (min)
11.75
11.70
11.55
11.72
*Formula to measure responsetimewas changed in 2010. The new ratios were entered beginning in 2008.
:1
w, City of Eap 2013 Proposed Budget Operating Budget
p 9 p 9 g
Police — Patrol (11)
Responsible Managers: Lieutenant Duane Pike
Lieutenant Michael Fineran
HIGHLIGHTS & CHANGES
increase in fuel expenses, ammunition costs, and
conference fees.
Patrol Overview: The proposed Police Patrol budget
reflects an increase of $133,800 or 2.0% over 2012. The
majority of this increase is associated with an increase
to personnel costs. However, the remainder of the
change is mainly due to the replacement of digital
recorders and tactical ballistic plates, as well as an
Highlight /Change 1 : The department is proposing to
replace 69 digital recorders that are approximately seven years old. The portable recorders are used to take statements
and dictate reports, as well as to record contacts with citizens, and they have proven to be invaluable. The department has
also been able to resolve a number of citizens' complaints and avoid potential lawsuits through the use of these recorders.
Fourteen Tactical Ballistic Plates and Helmets are scheduled for replacement in 2013. Previously, they were procured with
grant money. These items are essential for tactical officers during high risk searches and similar critical incidents.
Financial Impact: $40,200 increase (6670: $27,600 — digital recorders, $12,600 — ballistic plates,) offset by decreased need
for other capital. The police department's proposed total Capital Outlay budget shows an increase of $1,900 or 2.7% over
2012.
Service Level Impact: Replacement of these items will maintain officers' ability to perform their duties.
Highlight /Change 2 : The budget reflects an increase in fuel expenses. Although the department is anticipating using
approximately 1,000 fewer gallons of fuel in 2013, the cost of gasoline is expected to increase 13 cents per gallon.
Financial Impact: $5,300 increase (6235).
Service Level Impact: None.
Highlight /Change 3 : The budget reflects an increase to costs for ammunition.
Financial Impact: $5,000 increase (6228).
Service Level Impact: None.
Highlight /Change 4 : The budget reflects an increase in conference fees associated with emergency driving. The department
has been advised that class fees for Pursuit Intervention Technique training will increase $100 per officer.
Financial Impact: $3,400 increase (6476).
Service Level Impact: None.
Highlight /Change 5 : The proposed budget shows a decrease to tuition and book reimbursement.
Financial Impact: $15,000 decrease (6478).
Service Level Impact: None.
EXPENDITURE SUMMARY ° PATROL DIVISION
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 6,116,844
$
5,954,531
$ 6,012,000
$ 6,139,000
Parts and Supplies
361,637
$
422,087
443,900
451,200
Services and Other Charges
128,810
$
146,527
180,900
167,500
Capital Outlay
28,405
$
36,071
35,700
48,600
T otal
$ 6,635
$
6,559,215
_ $ _ 6,672,500 __
$ 6,806,300
*' City o Eapa
2013 Proposed Budget
Operating Budget
Police — Patrol (11)
Responsible Managers: Lieutenant Duane Pike
Lieutenant Michael Fineran
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Sergea nts
8
8
8
8
16,640
Police Officers
43
43
42
42
87,360
Operations Lieutenants
2
2
2
2
4,160
Total
53
53
52
52
108,160
2013 WORK PLAN
Activity
Routine
1 Participatein POST mandated training
2 Participate in FEMAand emergency preparedness training
3 Timespenton DUI arrests
4 Time spent on answering calls for service
5 Court preparation and testimony
6 Proactive patrol /misc. duties
7 Special Operations Team and team training /other
8 Policy writing and revisions
9 Administer Special Operations Programs ,K- 9,Geo - policing
10 Assign, develop and administer training programs
11 Administer and ensure emergency management mandated compliance
12 Directed traffic enforcement
13 SWAT training
14 Command vehicletraining
15 Traffic unit enforcement efforts
16 Neighborhood Watch/ National Night Out and crime prevention efforts
17 Crisis negotiator training
18 Practice Geographic Policing strategies
City of Fiap
2013 Proposed Budget
Operating Budget
This page left intentionally blank
EIR
a�
t
2013 Proposed Budget
Operating Budget
Police— Investigations (11)
Responsible Manager: Lieutenant Mike Fineran
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the Police
Department is to:
• The primary function of the Investigative
Division is to complete investigations of
criminal cases that are potentially solvable
• Learn specialized police methods and tactics
that will assist in all types of criminal cases
that are reported from thefts, rapes, child
abuse, murder, embezzlement, internet
crimes etc.
Expenditure as % of General Fund
• Conduct seminars that will assist the community with crime reduction and prevention
The Investigations Division is responsible for the following functions:
• Complete specialized follow -up for criminal investigations
• Provide support and resources for Patrol Division cases
• Gather and disseminate criminal intelligence — federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
Description
Cases assigned for investigative follow -up
Cases assigned to Detective Unit
Investigations Division case clearance rate
Community outreach forums presented by detectives
Felony complaints charged
Gross - misdemeanor complaints charged
Eagan cases investigated by the Dakota County Drug Task Force
.,
2010
2011
2012
2013
Actual
Actual
Estimate
Target
1,169
1,016
1235
1140
701
639
780
707
53%
39%
52%
48%
30
28
30
29
211
249
216
225
260
314
276
283
55
71
90
72
City of EaPR 2013 Proposed Budget Operating Budget
p 9 p g g
Police— Investigations (11)
Responsible Manager: Lieutenant Mike Fineran
l�
_ ...--.. ----------- ___
Expenditure by Category
l
Parts and [
Personals
Supplies j
Services
25/c
94%
Budget
_- - --
Services
4 „ and Otherl
2011
2012
�=
Charges
$ 1,262,578
apital 3% _
1,489,058
Outlay
i
$ 1,689,000
1%
Financial Impact: $6,800 increase (6220).
Service Level Impact: None.
HIGHLIGHTS & CHANGES
Investigations Overview: The proposed Police
Investigations' budget reflects an increase of $41,000
or 2.4% over 2012. This increase is mostly due to
increases in the Personal Services budget. However,
there is also an increase to Operating Supplies and
Tuition and Book Reimbursement.
Highlight /Change 1 : Operating Supplies shows a
proposed increase of $6,800 due to the need for
carbines, a squad gun lock, and stop sticks.
Highlight /Change 2 : Tuition and Book Reimbursement shows an increase.
Financial Impact: $7,500 increase (6478).
Service Level Impact: None.
EXPENDITURE SUMMARY— INVESTIGATIONS DIVISION
1:17
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 1,262,578
$
1,489,058
$ 1,655,500
$ 1,689,000
Parts and Supplies
21,925
$
11,538
24,500
33,800
Services and Other Charges
16,282
$
25,562
38,400
50,300
Capital Outlay
21,277
$
-
25,300
11,600
T otal
$ 1,322,060
$
1,526,158
$ 1,743,700
$ 1,784,700
1:17
t» City of Eap 2013 Proposed Budget Operating Budget
Police— Investigations (11)
Responsible Manager: Lieutenant Mike Fineran
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Detective Sergea nts
2
2
2
2
4,160
Detectives
11
11
11
11
22,880
Rotating Detective
0
0
1
1
2,080
Total
13
13
14
14
29,120
2013 WORK PLAN
Activity
Routine
1 Actively Investigate criminal cases
2 Testify in court
3 Courtroom preparation
4 Develop and execute search warrants
5 Detective /Sergeant case cons ultations
6 Proactive case work -- surveil lance of potential criminal activity
7 Case management /review reports and assign cases to detectives
8 Complete background investigations for permit and license activity
9 Schedule detectives for training, time off and special functions
10 DUI forfeiture process and completion
11 Confer with prosecution on active cases
12 Specialized investigative training
13 POSTmandated training
14 Attend meetings (Tri- County, Supv., Geo- Police, Sgts., Chief briefings, etc)
15 Conduct training for other officers
16 Prepare materials and conduct briefings on specialized crimes
17 Community presentations
18 Employment background investigations
19 Support Geographic Policing initiatives
18'
4w
I Cite of Cd oo
2013 Proposed Budget
Operating Budget
This page left intentionally blank
Clay of Eap 2013 Proposed Budget Operating Budget
Police— Support (11)
Responsible Manager: Lieutenant Roger New
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and investi-
gative divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
Expenditures as % of General Fund
• Assist the community, other police divisions
and city departments with intelligence information and crime trends
The Support Division is responsible for the following functions:
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
PERFORMANCE INDICATORS
Description
Police reports created /processed
Animal control related calls
Dog licenses issued /sold (2 year licenses)
Child Safety Checks
Neighborhood Watch groups managed
Crime prevention and neighborhood watch presentations
%8]
2010
2011
2012
2013
Actual
Actual
Estimate
Target
8,163
8,017
8,172
8,090
1,795
1,650
1,867
1,723
2,539
512
2,600
500
172
177
159
174
129
133
125
131
96
105
94
100
4"
City of Eap 2013 Proposed Budget Operating Budget
p 9 P 9 g
Police— Support (11)
Responsible Manager: Lieutenant Roger New
HIGHLIGHTS & CHANGES
Support Overview: The proposed Police Support
budget reflects an increase of $102,700 or 4.5% over
2012. This increase is mainly due to an increase in the
Dakota Communications Center fees, as well as an
increase in the Outdoor Warning Siren service fees.
Highlight /Change 1 : The proposed budget shows an
increase in Dakota Communications Center (DCC) fees.
The DCC drafts an annual budget that is approved and
adopted by their governing board. The amount
budgeted is calculated by a funding formula that has been agreed upon by the board.
Financial Impact: $96,600 increase (6330).
Service Level Impact: None.
Highlight /Change 2 : Outdoor Warning Siren service fees are projected to increase. The department currently
contracts service and monitoring of our outdoor severe weather warning sirens. The monitoring company has advised their
fees will increase in 2013.
Financial Impact: $6,300 increase (6569).
Service Level Impact: None.
Highlight /Change 3 : The budget shows decreased tuition and book reimbursement.
Financial Impact: $3,200 decrease (6478).
Service Level Impact: None.
EXPENDITURE SUMMARY— SUPPORT DIVISION
:•
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 1,020,341
$ 1,080,875
$ 1,107,500
$ 1,124,100
Parts and Supplies
22,970
20,877
40,800
35,800
Services and Other Charges
1,199,887
1,161,521
1,108,800
1,192,700
Capital Outlay
1,478
673
5,600
12,800
Total
$ 2,244,676
$ 2,263,946
$ 2,262,700
$ 2,365,400
:•
lo rCity of Eqan 2013 Proposed Budget Operating Budget
Police— Support (11)
Responsible Manager: Lieutenant Roger New
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Administrative Lieutenant
1
1
1
1
2,080
Support Services Manager
1
1
1
1
2,080
Office Manager
1
1
1
1
2,080
Clerical Technicians -Full -time
4
4
4
5
10,400
Clerical Technicians - Part -time
2.2
2.2
2.2
1.2
2,496
Property Room Technician
0.75
0.75
0.75
0.75
1,560
Community Service Officers
2
2
2
2
4,160
Animal Control Officer
1
1
1
1
2,080
Crime Prevention Specialist
1
1
1
1
2,080
Total
13.95
13.95
13.95
13.95
29,016
2013 WORK PLAN
Activity
Routine
1 Investigate animal complaints
2 Supervision of staff and programs
3 Neighborhood watch and crime prevention meetings
4 Intake of evidence and process for court
5 Dictation of police reports and citations
6 Analyze crime statistics and patterns
7 Assist other departments within police department
8 Assist other departments within the city, i.e. mail, packets
9 Budget preparation, payroll and line item budget
10 Citizen academy, National Night Out, Safety Camp events
11 Support Geographic Policing initiatives
a
2013 Proposed Budget
Operating Budget
This page left intentionally blank
0111
*,- City of Eat
2013 Proposed Budget
Operating Budget
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Fire — Administration Division of
the Fire Department is to:
• Plan, direct, manage and coordinate the
overall operation, function and administration
of the Eagan Fire Department to ensure the
protection of citizens' life and property,
including; firefighting, firefighting training,
emergency medical care, rescue, disaster
response, fire prevention and education, and
fire investi ations and ins ections
Expenditures as % of General Fund
g p
• Fulfill the mission statement of the Eagan Fire Department: protecting life and property by providing public safety
education, fire prevention, fire suppression, medical services and related emergency and non - emergency activities
The Fire — Administration Division is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology
• Oversee Firefighters, Fire Marshal, and Fire Inspector
• Provide resources necessary for the fire department to provide effective and responsible emergency response and
fire prevention /education services
PERFORMANCE INDICATORS
Description
Number of Volunteer Firefighters
Number of fire reports completed
Dept approval rating (per survey), good or excellent
Insurance Services Office Rating (ISO score 1 best- 10 worst)
Percentage of all fire calls in daytime hours (6am -6pm)
Positive Customer Service Rating (Meet or exceed expectations)
92
2010
2011
2012
2013
Actual
Actual
Estimate
Target
102
103
100
100
1,136
1,118
1,250
1,250
96%
96%
96%
96%
3
3
3
3
67%
65%
65%
65%
100%
100%
100%
100%
City of Eap 2013 Prop Budget Op erating Budget
p 9 p 9 9
Fire— Administration (12)
Responsible Manager: Mike Scott, Fire Chief
_. .......... ___ ........ __...W........
.......... _. .... _ ........ ___..
Expenditure by Category
Personal
Parts and
Services
Supplies
87% 2%
Budget
Budget
Expenditure
M = Services
2011
and Other
2013
Capital Charges
$ 1,024,259
Outlay 10%
�_...._.�
1% .__........_...._ J
HIGHLIGHTS & CHANGES
Department Overview: The proposed Fire Department
budget shows an increase of $165,900 or 9.6% over
2012, with a non - personnel increase of 9.4 %. Overall,
most of the increases are directly related to an attempt
to increase the retention of volunteer firefighters.
Currently Eagan has an average of 14 firefighters that
leave the department per year, with an average length
of service of 7.5 years. There is a significant cost to this
level of volunteer staff turnover. Our hope is to
improve retention of volunteers by reducing the
amount of time commitment for equipment testing and increasing their pay for fire calls and trainings.
Administration Overview: The proposed Fire Administration budget shows an increase of $54,400 or 4.3% over the 2012
budget. The increase is attributed to increases in volunteer pay for calls and trainings, and to increases in costs for
firefighter pension.
Highlight /Change 1 : The volunteer or paid -on -call Firefighters have not had a fire call or training pay increase since 2009.
We are trying to find ways to increase retention of our paid -on -call firefighters. For 2013 we are proposing raising volunteer
fire call pay from $13 /call to $15 /call and volunteer training pay from $19 /training to $20 /training. We are also proposing
having our Duty Crew continue to work 8 hours per day as opposed to the 6 hours per day that was budgeted in 2012.
Financial Impact: $43,500 increase (6129).
Service Level Impact: This pay increase will help increase firefighter retention, which ensures we have a well trained and
experienced crew to best serve the City's needs.
Highlight /Change 2: The City's contribution to the firefighters' pension is higher because in recent years the State's
contribution —a 2% surcharge on fire insurance premiums —has decreased rather than increased with inflation. The defined
contribution (City's portion plus State aid) increased 3% to $6,917 /yr /firefighter as agreed upon by the Council in 2009.
Due to the ongoing recruitment, resignations, and retirements of volunteer firefighters, it's difficult to determine a number
of firefighters that will be eligible for the annual pension contribution. The department is authorized 150 firefighters, but
historically maintains a number closer to 100. For the 2013 budget we are assuming 100 firefighters will be eligible for relief
pension payment.
Financial Impact: $33,700 increase (6145).
Service Level Impact: None.
EXPENDITURE SUMMARY
93
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 1,024,259
$ 1,028,188
$ 1,102,100
$ 1,166,600
Parts and Supplies
23,306
33,290
24,400
25,900
Services and Other Charges
131,162
121,608
140,200
133,200
Capital Outlay
10,025
33,749
11,700
7,100
Total
$ 1,188,752
$ 1,216,835
$ 1,278,400
$ 1,332,800
93
city of Eap
2013 Proposed Budget
Operating Budget
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel
Fire Chief
Administrative Assistant
Total
2013 WORK PLAN
2010
2011
2012
2013
Hours
1
1
1
1
2,080
1
1
1
1
2,080
2
2
2
2
4,160
Activity
Routine
1 Plan, direct, manage and coordinate the activities of the Fire Dept.
2 Annual budget preparation and administration of budget.
3 Respond to emergency calls.
4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
5 Direct and manage the firefighter recruitment process.
6 Promote community relations through fire prevention and education.
7 Process Fire Reports
E
City of PIRPR 2013 Proposed Budget Operating Budget
P 9 P g 9
This page left intentionally blank
ti�1
1
2013 Proposed Budget
Operating Budget
Fire - Administration (12)
Responsible Manager: Mike Scott, Fire Chief
LINE ITEM DETAIL- ENTIRE FIRE DEPARTMENT
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6129 VOLUNTEER FIREFIGHTERS COMP
6130 SALARIES AND WAGES- TEMPORARY
6142 PERA - COORDINATED
6143 PERA- POLICE /FIRE
6144 FICA
6145 FIRE RELIEF ASSOCIATION
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6222 MEDICAL/RESCUE /SAFETY SUPPLIES
6223 BUILDING /CLEANING SUPPLIES
6224 CLOTHING /PERSONAL EQUIPMENT
6226 PUBLIC SAFETY SUPPLIES
6230 REPAI R/MAI NTENANCE SUPPLI ES-GENERAL
6231 MOBILE EQUIPMENT REPAIR PARTS
6232 SMALL EQUI PMENT REPAI R PARTS
6233 BUILDING REPAIR SUPPLIES
6234 FIELD /OTHER EQUI PM ENT REPAIR
6235 FUEL, LUBRICANTS, ADDITIVES
6238 COMMUNICATION SYSTEM PARTS
6240 SMALLTOOLS
6241 SHOP MATERIALS
6244 CHEMICAL & CHEMICAL PRODUCTS
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES
Continued on next page
Actual
Actual
Budget
Budget
2010
2011
2012
2013
$ 363,666
$ 361,680
$ 376,000
$ 427,000
-
179
-
-
350,494
312,175
367,300
410,800
2,466
6,190
-
-
8,520
7,611
9,000
11,600
34,404
35,350
36,300
41,300
12,261
11,912
13,100
11,200
385,559
412,066
432,800
466,500
53,719
52,000
55,200
62,500
635
599
-
-
1,221
1,159
-
-
73,837
88,672
90,200
83,200
1,469
2,280
1,300
1,300
1,288,251
1,291,871
1,381,200
1,515,400
4,870
6,817
5,600
5,000
732
2,260
1,900
1,900
3,592
11,050
4,300
5,900
1,350
3,146
4,000
3,500
3,253
-
-
-
19,191
32,092
19,800
47,700
4,692
4,444
3,500
4,000
20,848
11,860
16,100
16,800
41,373
41,065
33,000
40,500
152
-
-
-
311
-
-
-
9,754
9,007
7,000
3,900
24,470
32,707
37,900
39,500
2,382
1,341
2,000
3,100
272
836
300
2,300
386
-
-
-
-
814
400
500
137,627
157,438
135,800
174,600
r.
City of Eap 2013 Proposed Budget Operating Budget
p g p 9 9
Fire - Administration (12)
Responsible Manager: Mike Scott, Fire Chief
LINE ITEM DETAIL- ENTIRE FIRE DEPARTMENT (CONT'D)
MA
Actual
Actual
Budget
Budget
SERVICES & OTHER CHARGES
2010
2011
2012
2013
6310 PROFESSIONAL SERVICES GENERAL
27
3,377
500
2,100
6318 MEDICAL SERVICES-PHYSICAL EXAM
33,881
25,528
34,900
34,900
6319 MEDICAL SERVICES -OTHER
11,525
4,747
8,000
6,000
6320 INSTRUCTORS
10,363
12,826
10,900
11,000
6323 TESTING SERVICES
3,320
3,243
9,000
16,100
6346 POSTAGE
803
847
800
900
6347 TELEPHONE SERVICE & LINE CHANGE
3,917
2,115
4,000
2,500
6351 PAGER SERVICE FEES
340
4
-
-
6353 PERSONAL AUTO /PARKING
497
542
500
500
6354 CAR WASHES
685
697
700
800
6355 CELLULAR TELEPHONE SERVICE
7,061
7,419
7,000
7,700
6357 ADVERTISING /PUBLICATION
-
-
-
-
6370 GENERAL PRINTING AND BINDING
100
-
100
100
6385 INSURANCE
39,300
40,100
40,100
40,100
6405 ELECTRICITY
26,284
-
-
-
6410 NATURAL GAS SERVICE
12,526
-
-
-
6425 MOBILE EQUIPMENT REPAIR - LABOR
1,821
355
3,500
1,500
6426 SMALL EQUIPMENT REPAIR -LABOR
1,362
1,504
800
1,000
6427 BUILDING OPERATIONS /REPAIR -LABOR
10,778
2,500
2,500
2,500
6475 MISCELLANEOUS
4,984
3,137
3,000
3,700
6476 CONFERENCES AND SCHOOLS
6,655
9,068
17,400
16,400
6477 LOCAL MEETI NG EXPENSES
1,276
1,496
2,400
2,200
6478 TUITION REIMBURSEMENT
-
858
3,300
3,500
6479 DUES AND SUBSCRI PTIONS
1,449
1,272
1,100
1,200
6480 LICENSES, PERMITS, AND TAXES
1,361
20
-
-
6515 INTERNAL EXPENSES
5,080
5,786
6,000
6,000
6535 OTHER CONTRACTUAL SERVICES
34,748
35,355
40,700
38,700
6537 JANITORIAL SERVICES
12,289
-
-
-
6538 TOWING CHARGES
-
-
200
200
6539 WASTE REMOVAL /SANITATION SERVICES
4,600
-
-
-
6569 'MAINTENANCE CONTRACTS
2,327
3,462
4,700
-
SERVICES & OTHER CHARGES
239,360
166,258
202,100
199,600
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
-
-
-
-
6670 OTHER EQUIPMENT
23,520
38,083
11,700
7,100
CAPITAL OUTLAY
23,520
38,083
11,700
7,100
TOTAL FIRE
$ 1,688,759
$ 1,653,650
$ 1,730,800
$ 1,896,700
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•
41 P � 2013 Proposed Budget Operating Budget
City of Capp
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Inspections & Prevention Division of
the Fire Department is to:
• Assure building safety and fire code
compliance in new and existing buildings
• Reduce fire risk through prevention, education
and inspections
The Prevention & Inspections Division is responsible for
the following functions:
• Organize, track and analyze fire problem
specific to our communities and develop targeted programs to reduce the occurrence of emergency response.
• Respond to emergency calls
• Inspect new and existing buildings for fire code compliance
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide
education to the business community on way to eliminate future calls
• Perform /coordinate fire education and fire prevention functions
PERFORMANCE INDICATORS
Description
Fire prevention functions performed
Fires investigated
Fire sprinkler permits processed
Total fire prevention hours
Total hours spentattraining
Fire Safety Building Inspections
Plan Reviews - New Construction
2010
2011
2012
2013
Actual
Actual
Estimate
Target
345
375
400
400
12
14
20
15
105
157
150
150
598
3,956
500
3000
10,080
8,200
8,000
8,000
300
289
250
350
123
50
70
70
100
* City of Eayn 2013 Proposed Budget Operating Budget
Fire— Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Inspections & Prevention Overview: The proposed
Inspections & Prevention budget is up by $70,100, or
22.1% over 2012. The increases are associated with
personal services costs.
Highlight /Change 1: The budget reflects an increase in
Personal Services due to the addition of the 0.5 FTE Fire
Prevention Specialist position that was approved in
2012.
Financial Impact: $53,200 increase.
Service Level Impact: The addition of the Fire Prevention Specialist will help us better provide Fire Prevention and Public
Education services to our community. These are the top two missions of the Eagan Fire Department.
Highlight /Change 2: Due to the reorganization of the Deputy Fire Chief and Fire Marshal positions and other step- increases,
the budget reflects an increase to Personal Services.
Financial Impact: $16,500 increase.
Service Level Impact: None.
EXPENDITURE SUMMARY
101
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 263,992
$ 263,684
$ 279,100
$ 348,800
Parts and Supplies
7,377
5,335
6,800
7,300
Services and Other Charges
21,714
29,267
35,200
35,100
Capital Outlay
-
-
-
-
Total
$ 293,083
$ 301,286
$ 321,100
$ 391,200
101
44 2013 Proposed Budget Operating Budget
City of Evan
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Fire Marshal
1
1
1
1
2,080
Fire Inspector
1
1
1
1
2,080
Deputy Fire Chief
1
1
1
1
2,080
Fire Prevention Specialist
0
0
0
0.5
1,040
Total
3
3
3
3.5
6,240
2013 WORK PLAN
Activity
Routine
1 Inspections of new buildings
2 Inspections of existing buildings
3 Investigations of Fires
4 Fire Prevention
5 Prepa re tra i ni ng for fire department
6 Review new building plans for fire code.
7 Plan, direct and coordinate the activities of the training department.
102
4 4!" b- City of Eap 2013 Proposed Budget Operating Budget
This page left intentionally blank
103
City of Eaph 2013 Proposed Budget Operating Budget
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Operations Division of the Fire
Department is to:
• Ensure the protection of life and property for
the City of Eagan
The Operations Division is responsible for the following
functions:
• Research and recommend improved
technology for emergency call response
• Develo and enhance collaborative
Expenditures as % of General Fund
p
relationships with surrounding areas
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire dept to provide continued emergency service to residents of Eagan
PERFORMANCE INDICATORS
WE
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
Large dollar loss (over $1,000 per state reporting)
$897,500
$2,324,000
$800,000
$800,000
Res pons ti me i n mi nutes
6
6
6
6
Fi re
90
107
90
110
Explosion /Overhead
3
7
5
5
Rescue /EMS
214
241
240
270
Hazardous Condition
88
63
90
90
Service Ca I I
83
89
90
90
Good I ntent Ca 11
262
244
275
300
False Alarm /False Call
393
361
400
375
Severe Weather /Natural Disaster
5
5
Special Incident
3
6
5
5
Call type totals:
1,136
1,118
1,200
1,250
WE
City a aka 2013 Proposed Budget Operating Budget
.
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Operations Overview: The proposed Operations
Division budget shows an increase of $41,400 or 31.5%
over 2012. The majority of the increase is attributed to
a new turnout gear replacement plan and a new
method for fire hose testing.
Highlight /Change 1: The Engineering portion of the
Fire Operations budget is projected to increase by
$3,600 or 4.1 %. The increase is in projected fuel costs
and mobile equipment repairs. Mobile equipment
repairs includes a projected 30% increase in the cost of
replacement tires. Fuel costs includes purchasing a diesel additive that is required in all newer diesel engines and
purchasing non- oxygenated fuel for small gas engine use.
Financial Impact: The overall Engineering budget is projected to increase by $3,600 or 4.1 %. Mobile equipment repairs and
fuel show an increase of $9,100 ($1,600 — fuel costs, 6235; $3,500 — increase to replacement tires cost, 6231; $4,000 —
other mobile equipment repairs, 6231) offset by decreases to Services & Other Charges.
Service Level Impact: None.
Highlight /Change 2: The first change to the Fire and EMS Equipment budget addresses the need to purchase replacement
firefighter turnout gear. Turnout gear is the equipment a firefighter wears to all emergency calls. It includes fire boots,
pants, coat, nomex hood, helmets, and gloves. These sets of gear are recommended to be replaced approximately every 7
years. In Eagan we have a turnout gear condition index that we use to rate every firefighters gear based on age, amount of
use, and condition. Based on these factors, some turnout gear is replaced before the seven year time frame and others
beyond this time frame. We are proposing budgeting replacement gear in our operating budget as opposed to waiting until
extremely large quantities of gear need to be replaced, requiring a CIP budget. We are proposing replacing 15 sets of
turnout gear per year (not including firefighter helmets).
Financial Impact: $33,000 increase (6224 —15 sets at $2,200 /set)
Service Level Impact: The equipment is needed for firefighter safety and to provide essential services.
Highlight /Change 3: The second change in the Fire and EMS budget is for the annual testing of fire hose. The National Fire
Protection Standards (standard #1962) requires fire hose to be inspected and tested annually for reliability. In the past,
Eagan Firefighters have tested our over 22,000 feet of fire hose over the span of three weeks of fire trainings. The Eagan
Fire Department is losing an average of 14 volunteer firefighters per year. The number one reason for leaving is the time
commitment and long trainings. Since fire hose testing is more of an annual maintenance activity than training, we are
proposing hiring a private company to test our fire hose, allowing for three extra weeks off for our volunteer firefighters
and hopefully improving retention. A number of our neighboring communities have done this same thing.
Financial Impact: $6,400 increase (6323).
Service Level Impact: The equipment is needed for firefighter safety and to provide essential services. It is mandated to
have annual testing and inspections completed.
EXPENDITURE SUMMARY
Expenditure by Category
Parts and
Supplies
s
Actual
87% '
Budget
Expenditure
Services
2011
and Other
2013
Charges
106,944
13%
104,600
Capital
Services and Other Charges
Outlay
15,382
26,700
HIGHLIGHTS & CHANGES
Operations Overview: The proposed Operations
Division budget shows an increase of $41,400 or 31.5%
over 2012. The majority of the increase is attributed to
a new turnout gear replacement plan and a new
method for fire hose testing.
Highlight /Change 1: The Engineering portion of the
Fire Operations budget is projected to increase by
$3,600 or 4.1 %. The increase is in projected fuel costs
and mobile equipment repairs. Mobile equipment
repairs includes a projected 30% increase in the cost of
replacement tires. Fuel costs includes purchasing a diesel additive that is required in all newer diesel engines and
purchasing non- oxygenated fuel for small gas engine use.
Financial Impact: The overall Engineering budget is projected to increase by $3,600 or 4.1 %. Mobile equipment repairs and
fuel show an increase of $9,100 ($1,600 — fuel costs, 6235; $3,500 — increase to replacement tires cost, 6231; $4,000 —
other mobile equipment repairs, 6231) offset by decreases to Services & Other Charges.
Service Level Impact: None.
Highlight /Change 2: The first change to the Fire and EMS Equipment budget addresses the need to purchase replacement
firefighter turnout gear. Turnout gear is the equipment a firefighter wears to all emergency calls. It includes fire boots,
pants, coat, nomex hood, helmets, and gloves. These sets of gear are recommended to be replaced approximately every 7
years. In Eagan we have a turnout gear condition index that we use to rate every firefighters gear based on age, amount of
use, and condition. Based on these factors, some turnout gear is replaced before the seven year time frame and others
beyond this time frame. We are proposing budgeting replacement gear in our operating budget as opposed to waiting until
extremely large quantities of gear need to be replaced, requiring a CIP budget. We are proposing replacing 15 sets of
turnout gear per year (not including firefighter helmets).
Financial Impact: $33,000 increase (6224 —15 sets at $2,200 /set)
Service Level Impact: The equipment is needed for firefighter safety and to provide essential services.
Highlight /Change 3: The second change in the Fire and EMS budget is for the annual testing of fire hose. The National Fire
Protection Standards (standard #1962) requires fire hose to be inspected and tested annually for reliability. In the past,
Eagan Firefighters have tested our over 22,000 feet of fire hose over the span of three weeks of fire trainings. The Eagan
Fire Department is losing an average of 14 volunteer firefighters per year. The number one reason for leaving is the time
commitment and long trainings. Since fire hose testing is more of an annual maintenance activity than training, we are
proposing hiring a private company to test our fire hose, allowing for three extra weeks off for our volunteer firefighters
and hopefully improving retention. A number of our neighboring communities have done this same thing.
Financial Impact: $6,400 increase (6323).
Service Level Impact: The equipment is needed for firefighter safety and to provide essential services. It is mandated to
have annual testing and inspections completed.
EXPENDITURE SUMMARY
105
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Parts and Supplies
106,944
115,813
104,600
150,500
Services and Other Charges
86,485
15,382
26,700
22,200
Capital Outlay
13,495
4,334
-
-
Total
$ 206,924
$ 135,529
$ 131,300
$ 172,700
105
1 City of Eapn 2013 Proposed Budget Operating Budget
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, Public Works Director /City Engineer
PURPOSE & DESCRIPTION:
The purpose of the Public Works— Engineering is to:
• Provide or recommend the best - designed and
economical solutions in the most efficient
manner for all public improvements
• Technically guide the Council with regards to
all engineering and public works issues
• Follow the Council's directives
• Administer and manage all public improve-
ments private developments right -of -way
Expenditures as % of General Fund
activities, NPDES Phase II permit and all other engineering and public works issues
• Provide customers with accurate and clearly understandable information as it relates to engineering and public
works
The Public Works— Engineering is responsible for the following functions:
• Respond to all inquiries and requests of the City Council, various City departments and residents by providing
municipal engineering and utility information /assistance
• Address demands on the transportation system & traffic management impacting the City
• Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and staff
support at Council meetings for public improvements
• Design /draft construction plans, write /administer specifications, hold informational meetings and coordinate
construction /inspection services for public improvements
• Provide quality control for the City's infrastructure and erosion /sediment control (SWPPP)
• Update Capital Improvement Program & Comprehensive Plans for City's infrastructure
• Coordinate /present Public Hearings /Final Assessment Hearings for City improvements
PERFORMANCE INDICATORS
`(11RI
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
City Survey -About right amount of trails &sidewalks available
79%
80%
80%
80%
City Survey- Good /excel lent storm drainage
90%
90%
90%
90%
Utility permits issued
209
200
200
200
Miles of streets overlayed
8.7
17.0
21.6
20.9
Properties assessed for public improvement
847
1,250
1,642
1,573
Miles of water main installed
2.1
0.6
0.5
1.0
Miles of sanitary sewer installed
0.9
0.4
0.5
1.0
Miles of storm sewer installed
1.3
1.0
1.0
0.7
Reviews of residential building permitsite plans
24
36
36
50
`(11RI
* City of Eapo 2013 Proposed Budget Operating Budget
Public Works — Engineering (21)
Responsible Manager: Russ Matthys, Public Works Director /City Engineer
HIGHLIGHTS & CHANGES
Overview: The proposed Engineering budget reflects a
decrease of $1,700 or 0.1% over the 2012 budget. This
decrease is mostly associated with the movement from
copier expenses from Engineering to IT.
Highlight /Change 2 : Utilization of Municipal State Aid
funding requires the collection of traffic counts on
designated State Aid routes within the city. Performing
these traffic counts in -house enables the resourceful
analysis of traffic related customer service requests.
The proposed budget includes the replacement of three traffic counters due to age and technological advances.
Financial Impact: $3,000 increase (6660).
Service Level Impact: None.
Highlight /Change 3 : Information Technology (IT) indicates that annual maintenance contracts for the city -wide leased
copiers are becoming an IT responsibility. Therefore, this expense has been removed from the Engineering budget.
Financial Impact: $3,400 decrease (6569).
Service Level Impact: None.
EXPENDITURE SUMMARY
107
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 1,173,226
$ 1,141,075
$ 1,132,500
$ 1,133,000
Parts and Supplies
10,992
9,164
13,100
14,800
Services and Other Charges
39,793
30,967
42,000
34,100
Capital Outlay
2,168
1,360
3,600
7,600
Total
$ 1,226,179
$ 1,182,566
$ 1,191,200
$ 1,189,500
107
4 z 2013 Proposed Budget Operating Budget
City of Ea��
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, Public Works Director /City Engineer
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Director of Public Works
1
1
1
1
2,080
City Engineer
1
1
1
1
2,080
Ass i sta nt Ci ty Engineer
1
1
1
1
2,080
Transportation Engineer
1
0
0
0
0
Operations and Transportation Engineer
0
0.4
0.4
0.4
832
Engineering Technicians
3
3
3
3
6,240
Clerical Technician
1
1
1
1
2,080
Project Coordinators
2
2
2
2
4,160
Engineering Aide
1
1
1
1
2,080
Total
11
10.4
10.4
10.4
21,632
2013 WORK PLAN
Activity
Routine
1 Manage and administer public improvements; implement Capital Improvement Plan
2 Manage and inspect private developments
3 Provide general engineering customer service
4 Manage the Storm Water Pollution Prevention Program (SWPPP)
5 Monitor and manage the budget
6 Col lectdata and prepare the annuaI report
7 Maintain and upgrade the GIS service delivery program
8 Provide general administration /supervision to the Engineering Division
9 Manage the Municipal State Aid Street funding program
10 Evaluate and provide local traffic management
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
1:
LINE ITEM DETAIL
109
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 888,788
$ 861,470
$ 857,300
$ 856,100
6112
OVERTIME- REGULAR
3,885
8,635
8,400
8,400
6130
SALARIES AND WAGES- TEMPORARY
26,956
18,140
15,900
16,200
6131
OVERTIME- TEMPORARY
597
-
400
400
6142
PERA- COORDINATED
61,299
61,702
62,800
62,700
6144
FICA
62,845
60,278
65,300
66,100
6151
HEALTH INSURANCE
119,755
121,879
117,600
118,300
6152
LIFE INSURANCE
1,347
1,296
-
-
6154
DISABILITY - LONGTERM
2,630
2,525
-
-
6155
WORKERS COMPENSATION
4,664
4,434
4,400
4,400
6157
RETIREE HEALTH INSURANCE
461
716
400
400
PERSONAL SERVICES
1,173,226
1,141,075
1,132,500
1,133,000
PARTS & SUPPLIES
6210
OFFI CE SUPPLI ES
20
-
-
-
6215
REFERENCE MATERIALS
148
143
-
100
6220
OPERATING SUPPLIES- GENERAL
3,420
1,417
2,300
1,900
6224
CLOTHING /PERSONAL EQUIPMENT
484
-
200
500
6231
MOBILE EQUIP REPAIR PARTS
1,634
1,941
1,600
2,000
6232
SMALL EQUIPMENT REPAIR PARTS
8
-
500
500
6235
FUEL, LUBRICANTS, ADDITIVES
5,277
5,663
8,500
8,400
6270
COMPUTER SOFTWARE
-
-
-
1,400
PARTS & SUPPLIES
10,992
9,164
13,100
14,800
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
6,663
-
3,000
2,000
6346
POSTAGE
1,600
1,597
3,000
2,000
6347
TELEPHONE SERVICE & LI NE CHARGES
48
-
-
-
6353
PERSONAL AUTO /PARKING
6,093
6,025
5,900
4,600
6354
CAR WASHES
-
-
100
200
6355
CELLULAR TELEPHONE SERVICE
3,202
3,495
4,600
4,700
6370
GENERAL PRINTING AND BINDING
13
81
700
200
6385
INSURANCE
8,200
8,400
8,400
8,400
6425
MOBILE EQUI PMENT REPAI R LABOR
160
-
300
300
6426
SMALL EQUI PMENT REPAI R-LABOR
192
17
-
300
6440
1/1 MITIGATION -SUMP PUMP
511
-
-
-
6476
CONFERENCES AND SCHOOLS
6,515
4,950
8,800
8,800
6477
LOCAL MEETING EXPENSES
337
383
700
700
6478
TUITION & BOOKS
-
-
-
-
6479
DUES AND SUBSCRIPTIONS
2,076
1,985
1,900
1,600
6480
LICENSES, PERMITS AND TAXES
676
281
900
-
6481
RECORDING FEES
46
112
300
300
6569
MAINTENANCE CONTRACTS
3,461
3,641
3,400
-
SERVICES & OTHER CHARGES
39,793
30,967
42,000
34,100
CAPITAL OUTLAY
6660
OFFICE FURNISHINGS /EQUIPMENT
2,168
1,360
3,600
7,600
CAPITAL OUTLAY
2,168
1,360
3,600
7,600
TOTAL PUBLIC WORKS- ENGINEERING
$ 1,226,179
$ 1,182,566
$ 1,191,200
$ 1,189,500
-0.1
109
2013 Proposed Budget Operating Budget
City of Eap
Public Works — Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works— Streets & Highways
Department is to:
• Provide resources and technical application of
structural maintenance procedures for public
roadways, transportation trail ways and
related infrastructure keeping them in the
best possible and safest condition economic
constraints allow
• Provide resources for operational mainten-
d I d' d '
Expenditures as % of General Fund
ance proce ures me u mg snow an ice
control, sweeping, traffic control, street - lights and boulevard maintenance in order to provide safe conditions for
citizens and the traveling public as economic constraints allow
The Public Works— Streets & Highways Department is responsible for the following functions:
• Structural maintenance of infrastructure located in local public rights of way including the repair and preservation
of roadways, sidewalks, trails, street lighting, signage and street drainage systems
• Provide operational maintenance including snow and ice control, street lights, cross departmental services
delivery, traffic control, and the cleaning of streets and surface drainage grates
• Provide boulevard and roadside maintenance including litter /trash removal, boulevard tree trimming, and repair of
related boulevard amenities
PERFORMANCE INDICATORS
Description
Miles of streets maintained
Employee days spent maintaining roads /tra i Is
Employee days spent sweeping
Snow removal cost per mile, annual
Avg pavement condition rating (0 -poor, 100 - excellent)
Street repair /maintenance rating excellent or good (resident survey)
Snowplowing rating excellent or good (resident survey)
Winter trail/sidewalk maintenance excellent or good (resident
survey)
2010
2011
2012
2013
Actual
Actual
Estimate
Target
236.2
236.6
236.2
236.6
631
523
550
550
355
341
325
340
$2,021
$3,313
$2,200
$2,500
81.3
80
76
78
86%
86%
87%
85%
93%
93%
85%
85%
86%
86%
75%
80%
110
44 2013 Proposed Budget Operating Budget
4 City of Ea p
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
Financial Impact: $16,500 increase (6256).
Service Level Impact: None.
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways budget
shows an increase of $95,600, or 5.6% over 2012,
primarily due to higher ice control material costs, fuel
prices, additional bituminous patching materials, higher
equipment repair costs, increased pavement markings
and new /replacement equipment.
Highlight /Change 1: Ice Control supplies reflect a slight
decrease in quantities, but an increase in salt and
chloride costs.
Highlight /Change 2: Fuel costs are projected to increase based on historical use.
Financial Impact: $3,400 increase (6235).
Service Level Impact: None.
Highlight /Change 3: Protective footwear for use while operating a chainsaw will be provided to crews in accordance with
OSHA regulations.
Financial Impact: $1,700 increase (6222).
Service Level Impact: This will improve safety among crew members.
Highlight /Change 4: Parts for mobile equipment repair have been increased to better match historical 5 -year averages in
this account, as well as an anticipated 30% increase in material costs for tires.
Financial Impact: $23,700 increase (6231).
Service Level Impact: None.
Highlight /Change 5: Additional bituminous patching /repair material is anticipated based on 2011 quantities and 2013 work
areas.
Financial Impact: $7,300 increase (6255).
Service Level Impact: None.
Highlight /Change 6: The proposed budget reflects an Increase to capital outlay. The existing concrete mixer and concrete
saw have reached the end of their useful life and are being replaced. Additionally, a new skid steer trailer is being proposed
to move equipment more efficiently since a skid steer was added to the fleet in 2011. Finally, two mobile tablets /pads are
proposed to leverage mobile technologies for daily operations (see additional highlight for account 6535).
Financial Impact: $16,600 increase (6670: $3,500 – concrete mixer, $2,000 – concrete saw, $9,800 – skid steer trailer,
$1,300 – tablets).
Service Level Impact: These replacements and additions are either necessary to maintain current levels of service or
improve efficiency.
Highlight /Change 7: Consultant services are proposed to assist in implementing mobile technologies.
Financial Impact: $7,100 increase (6535).
Service Level Impact: Mobile technologies offer opportunities to improve the efficiency of the department's operations.
Highlight /Change 8: Existing roadway striping is repainted annually on streets that are not planned for overlay or sealcoat.
The amount of striping varies annually based on the Capital Improvement Plan.
Financial Impact: $9,100 increase (6566).
Service Level Impact: This increase is necessary to maintain the current level of service.
111
— Parts and
Expenditure by Category
Supplies E
27/0
Personal
Services
63%� {"
Services
=�
and Other;
H
Charges
_
9%
Capital {
Outlay
Financial Impact: $16,500 increase (6256).
Service Level Impact: None.
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways budget
shows an increase of $95,600, or 5.6% over 2012,
primarily due to higher ice control material costs, fuel
prices, additional bituminous patching materials, higher
equipment repair costs, increased pavement markings
and new /replacement equipment.
Highlight /Change 1: Ice Control supplies reflect a slight
decrease in quantities, but an increase in salt and
chloride costs.
Highlight /Change 2: Fuel costs are projected to increase based on historical use.
Financial Impact: $3,400 increase (6235).
Service Level Impact: None.
Highlight /Change 3: Protective footwear for use while operating a chainsaw will be provided to crews in accordance with
OSHA regulations.
Financial Impact: $1,700 increase (6222).
Service Level Impact: This will improve safety among crew members.
Highlight /Change 4: Parts for mobile equipment repair have been increased to better match historical 5 -year averages in
this account, as well as an anticipated 30% increase in material costs for tires.
Financial Impact: $23,700 increase (6231).
Service Level Impact: None.
Highlight /Change 5: Additional bituminous patching /repair material is anticipated based on 2011 quantities and 2013 work
areas.
Financial Impact: $7,300 increase (6255).
Service Level Impact: None.
Highlight /Change 6: The proposed budget reflects an Increase to capital outlay. The existing concrete mixer and concrete
saw have reached the end of their useful life and are being replaced. Additionally, a new skid steer trailer is being proposed
to move equipment more efficiently since a skid steer was added to the fleet in 2011. Finally, two mobile tablets /pads are
proposed to leverage mobile technologies for daily operations (see additional highlight for account 6535).
Financial Impact: $16,600 increase (6670: $3,500 – concrete mixer, $2,000 – concrete saw, $9,800 – skid steer trailer,
$1,300 – tablets).
Service Level Impact: These replacements and additions are either necessary to maintain current levels of service or
improve efficiency.
Highlight /Change 7: Consultant services are proposed to assist in implementing mobile technologies.
Financial Impact: $7,100 increase (6535).
Service Level Impact: Mobile technologies offer opportunities to improve the efficiency of the department's operations.
Highlight /Change 8: Existing roadway striping is repainted annually on streets that are not planned for overlay or sealcoat.
The amount of striping varies annually based on the Capital Improvement Plan.
Financial Impact: $9,100 increase (6566).
Service Level Impact: This increase is necessary to maintain the current level of service.
111
Gi�y of a��� 2013 Proposed Budget Operating Budget
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
EXPENDITURE SUMMARY
POSITION INVENTORY
Personnel
2010
2011
2012
Proposed
Hours
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 1,114,297
$ 1,064,698
$ 1,121,800
$ 1,134,200
Parts and Supplies
494,167
450,897
430,500
482,500
Services and Other Charges
168,649
164,381
144,500
160,100
Capital Outlay
1,310
-
2,600
18,200
Total
$ 1,778,423
$ 1,679,976
$ 1,699,400
$ 1,795,000
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Superintendent of Streets & Equipment
0.67
0
0
0
0
Operations and Transportation Engineer
0
0.6
0.6
0.6
1,248
Streets Supervisor
1
1
1
1
2,080
Technician /Inspector
1
1
1
1
2,080
Maintenance Workers
10
10
10
10
20,800
Total
12.67
12.6
12.6
12.6
26,208
2013 WORK PLAN
Activity
Routine
1 Bituminous surface maintenance
2 Snow and ice control
3 Signs /traffic control
4 Sweeping
5 Buildings, facilities
6 Curb and gutter work
7 Crackseal
8 Boulevard /tree & storm system maintenance
9 Customer service response
10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting,training)
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
112
LINE ITEM DETAIL
113
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 753,814
$ 741,986
$ 776,200
$ 794,100
6112
OVERTIME - REGULAR
47,462
28,983
31,400
32,100
6130
SALARIES AND WAGES- TEMPORARY
20,216
9,869
17,900
18,500
6131
OVERTIME - TEMPORARY
67
17
-
-
6142
PERA- COORDINATED
57,190
55,800
58,500
59,900
6144
FICA
59,442
56,814
63,100
64,600
6151
HEALTH INSURANCE
124,407
125,493
128,700
118,100
6152
LIFE INSURANCE
1,581
1,536
-
-
6154
DISABILITY - LONGTERM
2,869
2,793
-
-
6155
WORKERS COMPENSATION
46,335
39,989
45,200
46,100
6157
RETIREE HEALTH INSURANCE
913
1,418
800
800
PERSONAL SERVICES
1,114,297
1,064,698
1,121,800
1,134,200
PARTS & SUPPLIES
6210
OFFICE SUPPLI ES
-
229
-
-
6215
REFERENCE MATERIALS
-
-
100
100
6220
OPERATING SUPPLIES - GENERAL
1,482
5,602
6,600
6,600
6222
MEDICAL /RESCUE /SAFETYSUPPLI ES
213
2,620
1,900
3,600
6224
CLOTHING /PERSONAL EQUIPMENT
4,180
4,386
4,300
4,800
6230
REPAI R/MAI NTENANCE SUPPLI ES GENERAL
188
-
-
-
6231
MOBILE EQUIP REPAIR PARTS
76,759
99,290
66,800
90,000
6235
FUEL, LUBRICANTS, ADDITIVES
86,075
89,979
128,800
132,200
6240
SMALLTOOLS
321
-
-
-
6243
HEATING OIL /PROPANE /OTHER FUEL
828
318
900
300
6255
STREETREPAIR SUPPLIES
75,988
50,327
33,000
40,300
6256
SNOW REMOVAL /ICE CONTROL SUPPL
232,937
181,311
168,100
184,600
6257
SIGNS & STRIPING MATERIAL
15,197
16,835
20,000
20,000
PARTS & SUPPLIES
494,167
450,897
430,500
482,500
SERVICES & OTHER CHARGES
6346
POSTAGE
332
295
100
100
6351
PAGER SERVICE FEES
17
-
-
-
6354
CAR WASHES
101
-
100
100
6355
CELLULAR TELEPHONE SERVICE
2,463
2,260
2,400
2,800
6359
LEGAL NOTICE PUBLICATION
-
81
-
-
6370
GENERAL PRINTING &BINDING
642
317
600
400
6385
INSURANCE
25,600
26,100
26,100
26,100
6405
ELECTRICITY
118
128
-
200
6425
MOBILE EQUIPMENT REPAIR LABOR
4,184
10,199
5,600
6,200
6429
STREET REPAI R-LABOR
21,630
4,809
6,000
8,500
6457
MACHINERY AND EQUIPMENT RENTAL
3,099
9,699
10,400
5,900
6476
CONFERENCES AND SCHOOLS
1,170
3,540
3,800
4,300
6477
LOCAL MEETING EXPENSES
145
-
100
-
6478
TUITION AND BOOK REIMBURSEMENT
-
-
-
-
6479
DUES AND SUBSCRIPTIONS
457
355
400
400
6480
LICENSES, PERMITS AND TAXES
1,824
37
-
-
6535
OTHER CONTRACTUAL SERVICES
9,894
9,484
8,800
15,900
6564
SNOW & ICE REMOVAL
56,586
45,654
44,400
44,400
6566
STRIPING
37,389
48,423
32,700
41,800
6569
MAINTENANCE CONTRACTS
3,000
3,000
3,000
3,000
SERVICES & OTHER CHARGES
168,649
164,381
144,500
160,100
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
1,310
-
2,600
18,200
CAPITAL OUTLAY
1,310
-
2,600
18,200
TOTAL STREETS & HIGHWAYS
$ 1,778,423
$ 1,679,976
$ 1,699,400
$ 1,795,000
5.6
113
*- CAI of Eap 2013 Proposed Budget Operating Budget
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
PURPOSE & DESCRIPTION
The purpose of the Public Works — Central
Services /Equipment Maintenance Division is to:
• Provide administrative, clerical, and customer
service support for all departments located at
the Maintenance Facility. This includes
Streets, Equipment Maintenance, Water,
Sewer, Parks, Forestry and Water Quality
Departments
• Provides maintenance and repair for all City
vehicles and equipment across all
departments, including police and fire
The Public Works — Central Services /Equipment Maintenance Division is responsible for the following functions:
• Central services process all customer service requests for any maintenance services provided by the City
• Central Services manages and operates software programs to support maintenance service delivery
• Equipment Maintenance crews maintain equipment for safe and efficient operation
• Equipment maintenance staff performs vehicle safely inspections
PERFORMANCE INDICATORS
Description
Customer Service requests responded to
Units (cars /trucks /heavy equipment) serviced per mechanic
Scheduled (vs, unscheduled) maintenance as %of total
Average Unit Downtime (industry standard is 5 %)
Comebacks (return for repeatwork) (industry standard is 3 %)
114
2010
2011
2012
2013
Actual
Actual
Estimate
Target
1,726
2,000
1,900
2,000
104
105
105
105
61%
65%
65%
65%
0.2%
0.6%
0.6%
1.0%
0.1%
0.1%
0.1%
0.1%
44 2013 Proposed Budget Operating Budget
2 City of Eap
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
Expenditure by Category
parts and t
Proposed
Supplies
Personal
5% I
Budget
E
Services
Services
86% =
and Other
2013
Personal Services
- _
Charges
$ 532,800
8% '
Parts and Supplies
Capital
I
25,397
Outlay
33,300
Services and Other Charges
44,886
47,313
HIGHLIGHTS & CHANGES
Overview: The proposed Central Services Division
budget shows a decrease of $25,900 or 4.1% due to
decreases in the office furnishing and capital line items
as well as savings in the personnel budget due to
various staff changes.
Highlight /Change 1 : The budget reflects an increase in
software training for the Office Supervisor and office
support staff.
Financial impact: (t1,000 increase (6476).
Service Level Impact: This will allow the office staff in the Central Services division to meet the mapping, reporting, and
brochure design needs of the department.
Highlight /Change 2: Office Furnishing /Equipment is proposed to decrease in 2013. This line was higher in 2012 due to the
purchase of a new plotter.
Financial Impact: $4,800 decrease (6660).
Service Level Impact: None.
Highlight /Change 3: The budget reflects a decrease due to IT taking over copier expenses.
Financial Impact: $7,200 decrease ($6,600 — lease and copies, 6569; $600 — toner, 6210).
Service Level Impact: None.
Highlight /Change 4: The budget reflects a decrease to personal services as the Office Supervisor position is moved from
the Maintenance budget to the Recreation budget, and as a new Central Services Office Aide is hired.
Financial Impact: $16,200 decrease.
Service Level Impact: None.
EXPENDITURE SUMMARY
115
Proposed
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services
$ 506,826
$ 503,210
$ 532,800
$ 516,600
Parts and Supplies
25,451
25,397
33,500
33,300
Services and Other Charges
44,886
47,313
51,300
47,600
Capital Outlay
1,729
2,377
12,200
6,400
Total
$ 578,892
$ 578,297
$ 629,800
$ 603,900
115
2013 Proposed Budget Operating Budget
City of lapll
Public Works — Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Superintendent of Streets & Equipment
0.33
0
0
0
Parks Superintendent
0
0.3
0.3
0.3
Shop Supervisor /Chief Mechanic
1
1
1
1
Mechanics
2
2
2
2
Office Supervisor
1
1
1
0
Clerical Technician III
1
1
1
1
Operations Support Specialist (50% Maintenance)
0.5
0.5
0.5
0.5
Central Services Office Aide
0
0.0
0.0
1.0
Total
5.83
5.80
5.80
5.80
2013 WORK PLAN
Activity
Routine
1 General administration
2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm, Dev.)
4 Snow plowing (assistStreet Maint.)
5 Buildings, facilities maintenance
Hours
624
2,080
4,160
0
2,080
1,040
2,080
12,064
116
A IM P City of Rap 2013 Proposed Budget Operating Budget
Public Works - Central Services Maintenance (24)
Responsible Manager: Paul Olson, Parks Superintendent
LINE ITEM DETAIL
117
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 366,077
$ 362,758
$ 370,400
$ 358,400
6112
OVERTIME- REGULAR
9,372
5,107
9,800
9,800
6130
SALARIES AND WAGES - TEMPORARY
-
80
15,400
14,000
6142
PERA - COORDINATED
25,628
26,442
27,600
26,700
6144
FICA
25,845
26,304
30,300
29,200
6151
HEALTH INSURANCE
62,468
66,521
63,300
62,500
6152
LIFE INSURANCE
717
717
-
-
6154
DISABILITY - LONGTERM
1,347
1,344
-
-
6155
WORKERS COMPENSATION
15,161
13,609
15,800
15,800
6157
RETIREE HEALTH I NSURANCE
211
328
200
200
PERSONAL SERVICES
506,826
503,210
532,800
516,600
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
7,184
5,722
7,600
7,000
6215
REFERENCE MATERIALS
48
116
300
300
6220
OPERATING SUPPLIES- GENERAL
311
21
300
300
6222
MEDICAL/RESCUE /SAFETY SUPPLIES
-
1,015
1,100
1,100
6224
CLOTHING /PERSONAL EQUIPMENT
1,068
1,200
1,200
1,400
6231
MOBILE EQUIP REPAIR PARTS
272
1,389
1,300
1,300
6234
FIELD /OTHER EQUIPMENT REPAIR
2,521
2,399
3,800
3,800
6235
FUEL, LUBRICANTS, ADDITIVES
2,268
1,428
1,800
2,000
6240
SMALLTOOLS
4,422
4,523
4,500
4,500
6241
SHOP MATERIALS
4,846
5,580
7,600
7,600
6270
COMPUTER SOFTWARE
2,511
2,004
4,000
4,000
PARTS & SUPPLIES
25,451
25,397
33,500
33,300
SERVICES & OTHER CHARGES
6346
POSTAGE
-
63
-
-
6347
TELEPHONE SERVICE & LINE CHG
2,439
1,921
4,200
4,200
6385
INSURANCE
15,100
15,400
15,400
15,400
6425
MOBILE EQUIPMENT REPAIR LABOR
-
181
500
500
6428
FIELD /OTHER EQUIP REPAIR -LABOR
1,918
480
1,300
1,300
6476
CONFERENCES AND SCHOOLS
1,333
1,320
1,900
2,900
6477
LOCAL MEETING EXPENSES
93
124
200
200
6479
DUES AND SUBSCRI PTIONS
-
184
-
200
6480
LICENSES, PERMITS AND TAXES
193
52
200
200
6539
WASTE REMOVAL/SANITATION SERV
17,649
19,508
19,800
21,400
6569
MAINTENANCE CONTRACTS
6,161
8,080
7,800
1,300
SERVICES & OTHER CHARGES
44,886
47,313
51,300
47,600
CAPITAL OUTLAY
6660
OFFICE FURNISHINGS /EQUIPMENT
1,729
2,377
5,700
900
6670
OTHER EQUIPMENT
-
-
6,500
5,500
CAPITAL OUTLAY
1,729
2,377
12,200
6,400
TOTAL CENTRAL SERVICES
$ 578,892
$ 578,297
$ 629,800
$ 603,900
-4.1
117
4 ' Wa 2013 Proposed Budget Operating Budget
City of Eap
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Recreation /Administration Division
of the Parks and Recreation Department is to:
• Develop community
through provision of recreation programs,
facilities and events
• Provide support and oversight to partner
organizations providing leisure activities
• Provide opportunities for leisure and social
skill development
• P d meetin s aces and facilities for
Expenditures as % of General Fund
rove e g p
community groups and private functions
• Schedule and allocate use of community facilities to provide equal benefits to all residents
The Recreation /Administration Division is responsible for the following functions:
• Provide recreation programs and services to all Eagan residents
• Provide clerical support for program registrations, facility reservations, memberships & general inquiries
• Provide staff support to the Advisory Parks Commission
• Facilitate planning for future park, recreation, and facility development
PERFORMANCE INDICATORS
Description
Hours of Subsidized programs
Participants in Subsidized programs
Hours of fee based programs
Participants in fee based programs
Based on City survey, %who rate City- sponsored recreation
programs as good or excellent
Based on City survey, %of participants who report being
satisfied with their experience in recreation programs
118
2010
2011
2012
2013
Actual
Actual
Estimate
Target
5,296
4,756
5,700
5,200
66,188
66,499
65,600
66,500
9,110
9,209
9,200
9,250
14,611
14,972
15,900
14,500
75%
N/A
90%
N/A
98%
N/A
100%
N/A
4 1 � City of Eap 2013 Proposed Budget Operating Budget
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: The proposed Recreation /Administration
Division budget is up $47,500 or 2.3% over 2012, with a
non - personnel increase of 1.5 %. The non- personnel
increase is mostly due to a proposal to outsource for
the Discover brochure layout and design. Revenues
remain stable as tournament revenues decrease but
dog park permit revenue is added.
H i ghlight /Change 1: The budget reflects a proposal to
t th D' b h I t d d
ou source e iscover roc ure ayou an esign,
and hire a professional photographer to capture a base of photos for future publications. Staffing changes in the front
office operations has led to an evaluation of core tasks in these functions. Brochure layout and design has become
increasingly complex, requiring a higher level of training and allotment of clerical time than is available with current staff.
This will mirror the model used for other City publications such as the Experience Eagan newsletter and Eagan Business
News.
Financial Impact: $15,700 increase (6357).
Service Level Impact: This change would lead to increased customer service through improved brochure design, and
through the ability of front office staff to focus on other customer service tasks.
Highlight /Change 2: Eagan is hosting a 6 day adult softball tournament August 13 -18, 2012 for the NAGAAA World Series.
175 teams with approximately 3,500 players from around the country participated in this event. This tournament was
expected to bring in an additional $18,000 in field rental revenue and $22,000 in concession revenue. In absence of this
tournament in 2013, Athletic Field and Concession Revenues will decrease, as will field maintenance costs.
Financial Impact: $40,000 decrease to Athletic Field and Concession Revenues. $10,000 decrease to field maintenance
costs.
Service Level Impact: None.
Highlight /Change 3: The budget shows an anticipated increase in revenue from the sale of permits for the new off -leash
dog park.
Financial Impact: $7,100 increase to revenues, offset by an equal expense in the Department 31 budget (refuse container -
$3,900, additional staff - $3,200).
Service Level Impact: The off -leash dog area in Thresher Fields Park was a much - anticipated addition to the Eagan park
system. This is the first park area specifically designed and designated for dogs and their owners.
EXPENDITURE SUMMARY
Actual
2011
Budget
2012
Proposed
Budget
2013
$ 1,532,398
119,094
295,888
21,250
4,651
$ 1,973,281
$ 1,556,300
117,000
353,000
4,900
15,800
$ 2,047,000
$ 1,596,500
118,800
369,500
4,700
5,000
$ 2,094,500
119
Actual
Expenditure
2010
Personal Services
$ 1,462,849
Parts and Supplies
88,814
Services and Other Charges
292,323
Capital Outlay
6,832
Merchandisefor Resale
5,324
Total
$ 1,856,142
Actual
2011
Budget
2012
Proposed
Budget
2013
$ 1,532,398
119,094
295,888
21,250
4,651
$ 1,973,281
$ 1,556,300
117,000
353,000
4,900
15,800
$ 2,047,000
$ 1,596,500
118,800
369,500
4,700
5,000
$ 2,094,500
119
2013 Proposed Budget Operating Budget
City of Eap
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Director of Parks and Recreation
1
1
1
1
2,080
Superintendent of Operations
1
1
1
1
2,080
Recreation Program Supervisor
3.1
3.1
3.6
3.6
7,488
Sports P rogra m As s i s ta nt
1
1
1
1
2,080
Clerical Technicians
4.4
4.4
4.4
3.4
7,072
Recreation Program Manager
1
1
1
1
2,080
Recreation Facility Manager
1
1
1
1
2,080
Office Supervisor
0
0
0
1
2,080
Total
12.5
12.5
13
13
27,040
2013 WORK PLAN
Activity
Routine
1 Provide department administration - Parks, Recreation & Revenue Facilities
2 Providing recreation programs and services
3 Oversee development and construction projects
4 Prepare information for City Council
5 Provide supportto Advisory Parks Commission
6 Provide program registration, facility reservations, and answer public inquiries
7 Provide support for special events and community partner groups.
8 Respond to concerns and suggestions from residents
9 Accountfor collection of revenues from all department facilities and programs
120
C a ap 2013 Proposed Budget Operating Budget
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
Cont'd on next page
121
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES - REGULAR
$ 884,477
$ 933,492
$ 924,500
$ 948,600
6112
OVERTI ME- REGULAR
-
-
-
-
6130
SALARI ES AND WAGES-TEMPORARY
277,288
274,711
316,800
326,300
6131
OVERT[ ME- TEMPORARY
1,338
1,051
-
-
6142
PERA - COORDINATED
73,477
78,952
79,700
81,800
6144
FICA
84,233
87,103
93,900
96,500
6151
HEALTH INSURANCE
122,170
137,826
126,100
127,500
6152
LIFE INSURANCE
1,583
1,705
-
-
6154
DISABI LITY - LONG TERM
2,742
2,989
-
-
6155
WORKERS COMPENSATION
15,111
13,901
14,800
15,300
6157
RETIREE HEALTH INSURANCE
430
668
500
500
PERSONAL SERVICES
1,462,849
1,532,398
1,556,300
1,596,500
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
3,879
3,219
4,000
3,400
6211
OFFICE PRINTED MATERIAL /FORMS
154
-
200
200
6212
OFFICE SMALL EQUIPMENT
205
-
700
600
6215
REFERENCE MATERIALS
48
-
-
-
6220
OPERATING SUPPLI ES-GENERAL
4,858
29,170
12,100
10,400
6222
MEDICAL/RESCUE/SAFETY SUPPLI ES
164
-
400
400
6224
CLOTH[ NG /PERSONALEQUIPMENT
7,839
4,510
2,900
1,700
6227
RECREATION EQUIPMENT /SUPPLIES
70,495
81,183
92,400
97,800
6253
TURF MAINTENANCE & LANDSCAPE
-
385
-
-
6270
COMPUTER SOFTWARE
1,173
627
4,300
4,300
PARTS & SUPPLIES
88,814
119,094
117,000
118,800
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
999
71
900
-
6320
INSTRUCTORS
38,681
42,251
72,000
73,400
6326
ATHLETIC TEAM SANCTION FEES
7,536
7,151
7,800
6,200
6327
SPORTING EVENT OFFICIALS
81,024
78,750
85,700
84,200
6328
SPECIAL EVENTS /ADMISSION FEES
2,025
5,535
3,500
2,400
6329
TOURNAMENT FEES
3,680
3,680
3,700
3,700
6331
PROGRAM SCHOLARSHIPS
6,194
5,897
6,500
5,500
6346
POSTAGE
9,846
9,206
13,900
12,300
6351
PAGER SERVICE FEES
1,102
437
-
-
6353
PERSONAL AUTO /PARKING
6,111
6,320
6,600
6,400
6355
CELLULAR TELEPHONE SERVICE
10,214
9,772
8,300
9,000
6357
ADVERTISING /PUBLICATION
5,478
6,840
14,500
28,300
Cont'd on next page
121
A b � City of Eapo 2013 Proposed Budget Operating Budget
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
122
Actual
Actual
Budget
Budget
SERVICES & OTHER CHARGES CONT'D
2010
2011
2012
2013
6370
GENERAL PRINTING AND BINDING
91
275
400
800
6385
INSURANCE
8,700
8,900
8,900
8,900
6457
MACHINERYAND EQUIPMENT
1,109
2,524
1,500
1,400
6475
MISCELLANEOUS
25,987
26,306
33,200
30,500
6476
CONFERENCES AND SCHOOLS
8,644
2,443
6,800
7,400
6477
LOCAL MEETING EXPENSES
1,489
2,327
3,200
4,600
6478
TUITION REIMBURSEMENT
-
-
3,300
7,000
6479
DUES AND SUBSCRIPTIONS
2,015
1,919
1,900
2,700
6480
LICENSES, PERMITS AND TAXES
938
449
400
500
6487
VISA /MC BANK CHARGES
10,370
11,742
9,900
11,500
6515
BUILDING RENTAL - INTERNAL EXPENSES
51,989
51,768
50,000
50,000
6535
OTHER CONTRACTUAL SERVICES
3,045
4,712
3,500
3,800
6550
TRANSPORTATION SERVICES
5,057
6,613
6,600
9,000
SERVICES & OTHER CHARGES
292,323
295,888
353,000
369,500
CAPITAL OUTLAY
6620
BUILDINGS
-
15,801
-
-
6660
OFFICE FURNISHINGS /EQUIPMENT
6,832
5,449
4,900
4,700
CAPITAL OUTLAY
6,832
21,250
4,900
4,700
MERCHANDISE FOR RESALE
6855
MERCHANDISE FOR RESALE
5,324
4,651
15,800
5,000
MERCHANDISE FOR RESALE
5,324
4,651
15,800
5,000
TOTAL PARKS & RECREATION - RECREATION
$ 1,856,142
$ 1,973,281
$ 2,047,000
$ 2,094,500
2.3
122
*City of Eap 2013 Proposed Budget Operating Budget
This page left intentionally blank
123
2013 Proposed Budget Operating Budget
City of Eaph
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Parks Division of the Parks &
Recreation Department is to:
• Provide safe opportunities for residents to
gather as a community
• Support league, tournament and public play.
• Ensure the availability of clean, safe, quality
facilities, play features and amenities
• Facilitate reservations, community -based
special events and recreational initiatives
C d' t th d I t f k
Expenditures as % of General Fund
• oor ina e e eve opmen o new par
features and amenities per the budget and CIP
• Cooperate and coordinate with other providers of community recreational facilities
• Maintain the visual and physical integrity of City parks and grounds
• Assist other City Departments as required and /or requested
The Parks Division is responsible for the following functions:
• Implementing an effective turf and grounds management
• Repairing and maintain park buildings, structures and hardscapes
• Promptly responding to citizen requests
• Creating and maintaining winter recreational opportunities, assisting with snow removal
• Providing logistical and physical support to special events
• Supporting departmental recreational programs
• Constructing and installing new park features and amenities
PERFORMANCE INDICATORS
124
2010
2011
2012
2013
Description
Actual
Actual
Estimate
Target
%of citizens who rate parkfacilities as good or excellent
95%
95%
95%
95%
%of pavilion /shelter users rating service and cleanliness as
95%
95%
95%
95%
Games canceled on Cityfields dueto nonweather related
2
2
<3
<3
Outdoor hockey rinks with skatable ice
15
15
15
15
Acres mowed regularly by Parks staff
485
475
465
465
Adultteam overall ave. ratings of league softball sites (0 -5)
4
4
4
4
Playground Replacement or Upgrades
5
2
2
2
Irrigation Systems maintained year round
26
29
29
30
124
4 2013 Proposed Budget Operating Budget
City o EaP
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: The proposed Park Division budget is up
$62,100 or 3.2% from the 2012 budget. This increase is
mostly due to capital outlay increases, as well as the costs
associated with the new off -leash dog park.
Highlight / Change 1: Several line items have been
adjusted to reflect actual expenses to these lines during
the past 5 years. This will leave these areas "short" if a
major, unexpected repair or natural disaster occurs.
Financial Impact: $21,000 decrease (6223, 6234, 6251,
6252).
Service Level Impact: None, unless a major unexpected repair is required.
Highlight / Change 2: The price of replacement tires is expected to increase 30% in 2013.
Financial Impact: $5,000 increase (6231).
Service Level Impact: None.
Highlight / Change 3 : The proposed budget allots money for concrete and railing repairs for the Band Shell.
Financial Impact: $4,000 increase (6431).
Service Level Impact: These repairs are needed to continue offering performances and events at the Band Shell.
Highlight / Change 4 : The Puppet Wagon needs to be replaced. The trailer frame was manufactured in approximately 1980, with
a customized metal enclosure added in subsequent years. The current trailer enclosure has deteriorated and is in need of
replacement and updating.
Financial Impact: $9,800 increase (6670).
Service Level Impact: This replacement is necessary in the near future for puppet shows in the parks to continue.
Highlight / Change 5: The public address system at the Central Park Band Shell needs to be replaced. The Band Shell is used for
community events and rentals, and most require a performance quality amplification system. Financial Impact: $9,300 increase
(6427).
Service Level Impact: The Band Shell will continue to serve as a public venue for performances and events.
Highlight / Change 6: The budget includes costs associated with the new off -leash dog park, including a refuse container and
personnel costs.
Financial Impact: $7,100 increase ($3,900 — refuse container, 6539; $3,200 — personnel costs), offset by new revenues in
Department 30.
Service Level Impact: The off -leash dog area in Thresher Fields Park was a much - anticipated addition to the Eagan park system.
This is the first park area specifically designed and designated for dogs and their owners.
Highlight / Change 7: The budget proposes additional upgraded field fencing.
Financial Impact: $10,500 increase (6630).
Service Level Impact: These upgrades are necessary improvements to maintain the City's fields.
Highlight / Change 8: There is a proposed increase to capital outlay due to an overall need for equipment. These needs include
the replacement of a tandem axle mower trailer, single axle equipment trailer, and tow behind excavator unit, as well as an AED
for the Art House.
Financial Impact: $22,500 increase (6670: $9,500 — tandem axle mower trailer, $5,000 — single axle equipment trailer, $6,000 —
tow behind excavator unit, $2,000 — AED). However, these increases are offset by other decreases to the line item. The overall
increase to the line item is $10,400 (excluding Puppet Wagon, see Highlight 4).
Service Level Impact: This new equipment is necessary to maintain current level of service.
Highlight / Change 9: A new seasonal position was added in 2011 as a replacement for the elimination of a full time maintenance
position. This position was left out of the 2012 budget in error, and is being added in 2013.
Financial Impact: $20,800 increase. Total increase to seasonal personnel is $19,400.
Service Level Impact: None.
110411
ll City of Eapil 2013 Proposed Budget Operating Budget
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
EXPENDITURE SUMMARY
2013 WORK PLAN
Activit
Routine
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 install new pa rk features
4 Mow boulevards and turf atall City buildings
5 Prepare athletic fields for community and league use
6 Provide supportfor special events and scheduled useoffacilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepareand monitor divisional budgetand CIP
10 Administration and supervision
11 Provide inputand logistical supportto theAPrC
12 Implement CIP initiatives
13 Implement master planning process /recommendations, 20/20 & PE
126
Adjusted
Adopted
Actual
Actual
Budget
Budget
Expenditure
2010
2011
2012
2013
Personal Services $
1,275,177
$ 1,249,988
$
1,243,700
$ 1,279,000
Parts and Supplies
275,612
288,542
359,300
344,600
Services and Other Charges
266,321
250,229
301,900
318,600
Capital Outlay
13,749
21,798
46,800
71,600
Total $
1,830,860
$ 1,810,557
$
1,951,700
$ 2,013,800
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Director of Parks and Recreation
0
0
0
0
0
Parks Superintendent
0.85
0.85
0.6
0.6
1,248
Park Maintenance Supervisor
1
1
1
1
2,080
Park Operations Supervisor
1
1
1
1
2,080
Park Maintenance Workers
9.4
9.4
9.4
8.4
17,472
Total
12.25
12.25
12
11
22,880
2013 WORK PLAN
Activit
Routine
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 install new pa rk features
4 Mow boulevards and turf atall City buildings
5 Prepare athletic fields for community and league use
6 Provide supportfor special events and scheduled useoffacilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepareand monitor divisional budgetand CIP
10 Administration and supervision
11 Provide inputand logistical supportto theAPrC
12 Implement CIP initiatives
13 Implement master planning process /recommendations, 20/20 & PE
126
City of Eap 2013 Proposed Budget Operating Budget
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
Continued on next page
127
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES- REGULAR
$ 697,960
$ 697,544
$ 691,600
$ 705,700
6112
OVERTIME- REGULAR
27,127
19,140
24,500
24,500
6130
SALARIES AND WAGES - TEMPORARY
258,942
245,706
242,000
261,400
6131
OVERTIME - TEMPORARY
1,778
2,328
5,000
5,000
6142
PERA - COORDINATED
59,937
58,115
55,900
57,200
6144
FICA
72,499
69,414
73,700
76,200
6151
HEALTH INSURANCE
122,793
126,190
123,000
120,000
6152
LIFE INSURANCE
1,440
1,392
-
-
6154
DISABILITY- LONGTERM
2,636
2,546
-
-
6155
WORKERS COMPENSATION
29,391
26,568
27,400
28,400
6157
RETIREE HEALTH INSURANCE
673
1,045
600
600
PERSONAL SERVICES
1,275,177
1,249,988
1,243,700
1,279,000
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
154
305
500
500
6215
REFERENCE MATERIALS
-
144
200
200
6220
OPERATING SUPPLIES- GENERAL
9,055
10,890
14,500
14,500
6222
MEDICAL/RESCUE /SAFETY SUPPLIES
1,207
1,677
3,000
3,000
6223
BUILDING /CLEANING SUPPLIES
12,419
12,903
16,000
14,000
6224
CLOTHING /PERSONAL EQUIPMENT
1,451
1,661
6,200
6,700
6231
MOBILE EQUIP REPAIR PARTS
45,515
59,334
47,000
52,000
6233
BUILDING REPAIR SUPPLIES
20,372
12,451
17,000
17,000
6234
FIELD /OTHER EQUIPMENT REPAIR
9,244
8,424
16,000
11,000
6235
FUEL, LUBRICANTS, ADDITIVES
66,031
72,055
95,000
95,800
6239
PARK FACILITY REPAIR PARTS
1,342
572
4,000
4,000
6240
SMALLTOOLS
3,995
2,316
3,000
3,000
6243
HEATING OIL/PROPANE /OTHER FUEL
6,176
1,969
-
-
6251
ATHLETIC FIELD SUPPLIES
18,640
17,975
29,500
20,500
6252
PARKS& PLAY AREA SUPPLIES
12,523
18,377
26,000
21,000
6253
TURF MTN & LANDSCAPE SUPPLIES
64,254
63,976
76,400
76,400
6257
SIGNS &STRIPING MATERIAL
3,235
3,513
5,000
5,000
PARTS & SUPPLIES
275,612
288,542
359,300
344,600
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
1,773
-
-
-
6347
TELEPHONE SERVICE & LI NE CHG
8,178
8,250
11,200
11,200
6351
PAGER SERVICE FEES
-
-
700
700
6353
PERSONAL AUTO /PARKING
300
300
6354
CAR WASHES
-
-
100
100
6355
CELLULAR TELEPHONE SERVICE
334
427
4,500
4,500
6357
ADVERTISING /PUBLICATION
-
-
-
-
6385
INSURANCE
86,900
88,600
88,600
88,600
6405
ELECTRICITY
67,906
78,999
76,500
80,000
6410
NATURAL GAS SERVICE
10,732
4,283
16,500
15,000
6425
MOBILE EQUIPMENT REPAIR LABOR
4,736
2,831
7,500
7,500
6426
SMALL EQUIPMENT REPAIR -LABOR
190
38
500
500
6427
BLDG OPERATIONS /REPAIR -LABOR
9,967
5,673
11,500
20,800
6428
FIELD /OTHER EQUIP REPAIR -LABOR
7,910
6,430
8,500
8,500
6431
PARK FACILITY REPAIR -LABOR
5,820
2,397
7,000
11,000
Continued on next page
127
40 2013 Proposed Budget Operating Budget
My of ap
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
128
Actual
Actual
Budget
Budget
Acct
SERVICES & OTHER CHARGES CONT D
2010
2011
2012
2013
6457
MACHINERYAND EQUIPMENT
$ 1,749
$ 2,159
$ 5,500
$ 5,500
6476
CONFERENCES AND SCHOOLS
3,333
429
1,600
-
6477
LOCAL MEETING EXPENSES
-
1,014
1,600
1,600
6479
DUES AND SUBSCRIPTIONS
170
70
300
300
6480
LICENSES, PERMITS AND TAXES
6,280
715
1,000
1,000
6535
OTHER CONTRACTUAL SERVICES
9,413
6,180
7,200
7,200
6537
JANITORIAL SERVICE
5,861
5,545
7,600
7,600
6539
WASTE REMOVAL/SANITATION SERV
12,791
8,993
16,800
19,800
6561
TEMPORARY HELP -LABOR /CLERICAL
17,014
17,014
17,500
17,500
6565
SEAL COATING- STREETS /TRAILS
5,265
10
9,400
9,400
SERVICES & OTHER CHARGES
266,321
250,229
301,900
318,600
CAPITAL OUTLAY
6620
BUILDINGS
664
9,225
19,200
14,300
6630
OTHER IMPROVEMENTS
10,983
10,006
11,500
22,000
6660
OFFICE FURNISHINGS /EQUIPMENT
661
-
1,000
-
6670
OTHER EQUIPMENT
1,441
2,567
15,100
35,300
CAPITALOUTLAY
13,749
21,798
46,800
71,600
TOTAL PARKS & RECREATION - PARKS
$ 1,830,860
$ 1,810,557
$ 1,951,700
$ 2,013,800
3.2
128
41 11 � C of aFE 2013 Proposed Budget Operating Budget
This page left intentionally blank
129
4 2013 Proposed Budget Operating Budget
City of aPa
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Department is
to:
• Maintain existing trees and landscaping in
parks, public facilities, and boulevards
• Install new trees and landscaping in parks,
public facilities, and boulevards
• Review and manage tree preservation per the
City Tree Preservation Ordinance
The Tree Conservation Department is responsible for
the following functions:
• Conduct the City shade tree disease program
• Conduct the annual City- sponsored Arbor Day program
• Conduct the biennial public tree sale
PERFORMANCE INDICATORS
130
2010
2011
2012
2013
Description
Actual
Actual
Actual
Target
Landscape beds maintained (663 beds= 673,962 sq ft)
680
675
663
655
%of private oak wi It sites that perform recommended /needed
90%
96%
90%
95%
man a gement activities
Buckthorn pickups
155
114
165
170
Linnear miles of boulevard streets to managetree architecture
165
165
165
165
Percentage of the estimated 700 park ash trees
°
68/
°
63/°
°
68/°
°
63✓
actively managed* for Emerald Ash Borer
*(2012 data =10% or70 trees removed and replaced, 53% or370 trees chemically
protected, 37% or260 trees left alone)
130
City of Eaph 2013 Proposed Budget Operating Budget
Parks & Recreation -free Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: The proposed Tree Conservation Division
budget request shows an increase of $19,000 or 3.8%
over the 2012 budget.
Highlight /Change 1: The budget reflects an increase in
the chemical products line item to cover the cost of
emerald ash borer treatments of trees on City
property.
Financial Impact: $2,000 increase (6244).
Service Level Impact: None.
Highlight /Change 2: The budget reflects an increase in the mobile equipment repair parts.
Financial Impact: $2,000 increase (6231).
Service Level Impact: None.
Highlight /Change 3: The budget reflects an increase to landscape materials and supplies.
Financial Impact: $2,500 increase (6250).
Service Level Impact: None.
Highlight /Change 4: The budget reflects an increase to tree removal for private diseased tree removal.
Financial Impact: $2,000 increase (6545).
Service Level Impact: None.
Highlight /Change 5: The budget reflects an increase to office furnishings to purchase of a new computer.
Financial Impact: $1,400 increase (6660).
Service Level Impact: None.
Highlight /Change 6: The budget reflects a switch from granular to liquid herbicide.
Financial Impact: $3,000 increase (6244).
Service Level Impact: None.
Highlight /Change 7: The budget reflects an increase to landscape materials, including mulch and boulder and rock.
Financial Impact: $3,500 increase (6250: $2,500 - mulch, $1,000 - boulder and rock).
Service Level Impact: None.
EXPENDITURE SUMMARY
Actual
2011
Adjusted
Budget
,nl
Adopted
Budget
?nit
$ 343,820
50,263
40,275
25,083
5,002
$ 464,443
$ 357,600
56,200
40,200
40,000
7,000
$ 501,000
$ 366,000
62,700
42,200
42,100
7,000
$ 520,000
131
Actual
Expenditure
2010
Personal Services
$ 340,982
Parts and Supplies
45,655
Services and Other Charges
105,103
Capital Outlay
41,708
Merchandise for Resale
5,708
Total
$ 539,155
Actual
2011
Adjusted
Budget
,nl
Adopted
Budget
?nit
$ 343,820
50,263
40,275
25,083
5,002
$ 464,443
$ 357,600
56,200
40,200
40,000
7,000
$ 501,000
$ 366,000
62,700
42,200
42,100
7,000
$ 520,000
131
4 2013 Proposed Budget Operating Budget
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2010
2011
2012
2013
Hours
Supervisor of Forestry
1
1
1
1
2,080
Parks Superintendent
0.15
0.1
0.1
0.1
208
Forestry Maintenance Worker
1
1
1
1
2,080
Forestry Maintenance Worker
0.6
0.6
0.6
0.6
1,248
Total
2.75
2.7
2.7
2.7
5,616
2013 WORK PLAN
Activity
Routine
1 Administrative and supervisory responsibilities
2 Maintenance of trees in city parks, public facilities, and boulevards
3 Maintenance of landscape plants in city parks, public facilities, and boulevards
4 Insect and plant disease monitoring and treatment activities
5 Provide support to other departments and divisions
6 1 mpl ement i nvas ive pl a nt ma nagement activities
7 Plan for and implement public tree sale
8 Participate in development of Eagan master plan
132
44 2013 Proposed Budget Operating Budget
2_ City of Evan
Parks & Recreation -Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
133
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALARIES AND WAGES - REGULAR
$ 188,034
$ 194,539
$ 182,400
$ 186,100
6112
OVERTIME - REGULAR
79
707
2,000
2,000
6130
SALARIES AND WAGES- TEMPORARY
84,464
77,222
103,000
107,000
6131
OVERTIME- TEMPORARY
8
-
1,000
1,000
6142
PERA- COORDINATED
13,164
14,639
13,400
13,700
6144
FICA
19,972
20,269
22,100
22,700
6151
HEALTH INSURANCE
25,550
27,637
25,300
24,800
6152
LIFE INSURANCE
340
361
-
-
6154
DISABILITY- LONGTERM
634
671
-
-
6155
WORKERS COMPENSATION
8,646
7,630
8,400
8,700
6157
RETIREE HEALTH INSURANCE
93
144
PERSONAL SERVICES
340,982
343,820
357,600
366,000
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
152
317
S00
500
6215
REFERENCE MATERIALS
-
-
100
100
6220
OPERATING SUPPLIES- GENERAL
2,663
5,841
6,500
6,000
6222
MEDICAL/RESCUE /SAFETY SUPPLIES
487
791
800
1,000
6224
CLOTHING /PERSONAL EQUIPMENT
2,076
1,651
1,900
1,900
6230
REPAIR /MAINTENANCESUPP -GENL
352
-
-
-
6231
MOBILE EQUIP REPAIR PARTS
5,698
4,845
3,000
5,000
6235
FUEL, LUBRICANTS, ADDITIVES
9,449
11,559
13,100
13,600
6240
SMALLTOOLS
2,040
4,393
2,500
2,500
6244
CHEMICALS & CHEMICAL PRODUCTS
12,983
10,604
17,800
19,600
6250
LANDSCAPE MATERIAL & SUPPLIES
9,756
10,261
10,000
12,500
PARTS &SUPPLIES
45,655
50,263
56,200
62,700
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES- GENERAL
5,389
7,162
3,700
3,700
6346
POSTAGE
20
-
100
-
6351
PAGER SERVICE FEES
86
-
-
100
6353
PERSONAL AUTO /PARKING
54
91
100
100
6355
CELLULAR TELEPHONE SERVICE
1,714
1,095
1,600
1,600
6370
GENERAL PRINTING AND BINDING
344
210
300
300
6385
INSURANCE
3,000
3,100
3,100
3,100
6425
MOBILE EQUIPMENT REPAIR LABOR
317
787
1,000
1,000
6457
MACHINERYAND EQUIPMENT
759
927
3,000
3,000
6475
MISCELLANEOUS
135
-
-
-
6476
CONFERENCES AND SCHOOLS
838
979
1,000
1,000
6477
LOCAL MEETING EXPENSES
-
-
100
100
6479
DUES AND SUBSCRIPTIONS
145
201
300
300
6480
LICENSES, PERMITS AND TAXED
36
-
-
-
6535
OTHER CONTRACTUAL SERVICES
79,358
21,524
17,500
17,500
6545
TREE REMOVAL
12,907
4,200
8,000
10,000
6569
MAINTENANCE CONTRACTS
400
400
SERVICES & OTHER CHARGES
105,103
40,275
40,200
42,200
CAPITAL OUTLAY
6630
OTHER IMPROVEMENTS
35,946
25,083
35,000
35,000
6660
OFFICE FURNISHINGS /EQUIPMENT
1,648
-
-
1,400
6670
OTHER EQUIPMENT
4,114
5,000
5,700
CAPITALOUTLAY
41,708
25,083
40,000
42,100
MERCHANDISE FOR RESALE
6855
MERCHANDISE FOR RESALE
-
-
-
-
6860
COST SHARING -OAK WILT
5,708
5,002
7,000
7,000
MERCHANDISE FOR RESALE
5,708
5,002
7,000
7,000
TOTAL TREE CONSERVATION
$ 539,155
$ 464,443
$ 501,000
$ 520,000
3.8
133
4 -4 2013 Proposed Budget Operating Budget
citJ of Eap
IN I
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
PURPOSE & DESCRIPTION
The purpose of the Government Buildings Department
is to:
• Provide for the general maintenance, repair
and operation of the municipal center, police
department, fire administration building and
municipal maintenance facility
• Provide a safe and clean working environment
for staff and visitors
• Act as a building maintenance resource for
other City facilities
The Government Buildings Department is responsible for the following functions:
• Maintain mechanical and operating systems in five municipal buildings
• Maintain life safety and building equipment under vendor contracts including generators and fire systems
• Manage vendor contracts for elevator, janitorial and waste hauler services
• Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meeting
rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet
cleaning, or tile maintenance
• Coordinate tenant support, security and property maintenance for buildings and property purchased by the City
for redevelopment
PERFORMANCE INDICATORS
Description
Squarefootage of buildings maintained
Buildings controlled by Energy Management System
Maintenance contracts monitored
Light buIbs used per year for recycIing
Hours backup generator runs (per MPCA)
E -ma i I Work order requests
2010
2011
2012
2013
Actual
Actual
Estimate
Target
204,000
196,000
196,000
196,000
2
3
3
3
11
16
15
18
417
347
500
350
80
82
95
85
354
451
450
450
134
*— City of Eap 2013 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings budget
is down $14,300, or 1.9% over the 2012 budget.
Assumptions for the 2013 budget include the sale of
the old fire administration building. If this does not
happen, the budget may need to be adjusted to
accommodate. This decrease is mostly due to the
movement of capital outlay items from the
Government Buildings budget to the General Facilities
Renewal and Replacement Fund.
A more consolidated approach to establishing how and when infrastructure or furniture, fixtures and equipment are
replaced throughout all government buildings will help to quantify when replacement should be made as well as define
more accurate costs to plan for the future. This process will continue in 2013.
Highlight /Change 1: Electricity costs are expected to increase based upon YTD actual for 2011 and 2012, including Fire
Station 2.
Financial Impact: $11,100 increase (6405).
Service Level Impact: None.
Highlight /Change 2: Beginning in 2013, items that would have previously been budgeted in the Government Buildings
capital outlay budget will be budgeted out of the General Facilities Renewal and Replacement Fund.
Financial Impact: $33,700 decrease (6620).
Service Level Impact: None.
Highlight /Change 3: The budget reflects an increase to contractual services including new yearly allocation for the bricks
on City Hall and caulking the windows in City Hall and Police.
Financial Impact: $7,400 increase (6535: $2,000 — City Hall bricks, $2,000 — caulking, $3,400 — other).
Service Level Impact: These repairs maintain City infrastructure.
EXPENDITURE SUMMARY
Adjusted
Actual
Actual
Expenditure
2010
2011
Personal Services
$ 127,169
$ 129,183
Parts and Supplies
47,980
63,015
Services and Other Charges
389,767
495,067
Capitol Outlay
-
15,530
Total
$ 564
$ 702,794
Adjusted
Adopted
Budget
Budget
2012
2013
$ 131,000
$ 134,800
66,900
69,400
507,100
520,200
33,700
-
$ 738,700
$ 724,400
135
City of EaPH 2013 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
POSITION INVENTORY
Personnel 2010 2011 2012
Building Maintenance Workers 2 2 2
Total 2 2 2
2013 WORK PLAN
Activit
Routine
1 Building maintenance and management of HVAC systems, building rounds
2 RecycIing,setting up and tear down of rooms, snow removal, cleaning carpets and rooms
3 Vendor relations involving contracts and repairs
4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations
2013 Hours
2 4,160
2 4,160
I.
* City of Eap 2013 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
LINE ITEM DETAIL
137
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2010
2011
2012
2013
6110
SALAR I ES AN D W AG ES- R EG U LAR
$ 89,972
$ 90,462
$ 92,500
$ 96,100
6112
OVERTIME - REGULAR
-
-
-
200
6130
SALARIES AND WAGES - TEMPORARY
-
-
-
-
6142
PERA- COORDINATED
6,115
6,421
6,700
7,000
6144
FICA
6,231
6,531
7,100
7,400
6151
HEALTH INSURANCE
20,454
21,524
21,000
20,300
6152
LIFE INSURANCE
211
213
-
-
6154
DISABILITY - LONGTERM
358
363
-
-
6155
WORKERS COMPENSATION
3,597
3,312
3,500
3,700
6157
RETIREE HEALTH INSURANCE
230
357
200
100
PERSONAL SERVICES
127,169
129,183
131,000
134,800
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
-
-
100
100
6220
OPERATING SUPPLIES- GENERAL
750
1,009
1,000
1,100
6222
MEDICAL/RESCUE /SAFETY SUPPLIES
1,109
78
200
100
6223
BUILDING /CLEANING SUPPLIES
13,235
20,281
21,000
21,000
6224
CLOTH I NG/PERSONAL EQUI PM ENT
87
421
500
500
6230
REPAI R/MAI NTENANCE SUPP-GENL
80
502
700
700
6231
MOBILE EQUIP REPAIR PARTS
12
104
200
200
6232
SMALL EQUIPMENT REPAI R PARTS
52
-
-
-
6233
BUI LDI NG REPAI R SUPPLI ES
16,023
20,402
23,200
24,500
6235
FUEL, LUBRICANTS, ADDITIVES
357
482
1,700
1,000
6240
SMALLTOOLS
81
26
300
200
6241
SHOP SUPPLIES
109
23
-
-
6243
HEATING OIL/PROPANE /OTHER FUEL
15,893
19,113
16,000
18,000
6244
CHEMICALS /CHEMICAL PRODUCTS
193
575
2,000
2,000
PARTS & SUPPLIES
47,980
63,015
66,900
69,400
SERVICES & OTHER CHARGES
6347
TELEPHONE SERVICE (BACKUP GENERATOR)
839
814
900
1,000
6351
PAGER SERVICE FEES
245
232
-
-
6353
PERSONAL AUTO /PARKI NG
-
-
100
100
6355
CELLULAR TELEPHONE SERVICE
-
206
1,000
500
6385
INSURANCE
10,100
10,300
10,300
10,300
6405
ELECTRICITY
143,621
176,927
170,000
181,100
6410
NATURAL GAS SERVICE
49,668
75,021
90,000
84,000
6426
MOBILE EQUIPMENT REPAIR -LABOR
70
-
-
-
6427
BLDG OPERATIONS /REPAIR -LABOR
1,495
-
-
6477
LOCAL MEETING EXPENSES
-
-
500
500
6480
LICENSES, PERMITS AND TAXES
742
729
800
800
6535
OTHER CONTRACTUAL
59,516
83,722
75,600
83,000
6537
JANITORIAL SERVICE
94,663
112,563
118,700
118,900
6539
WASTE REMOVAL/SANITATION SERV
3,843
7,220
7,600
7,500
6569
MAINTENANCE CONTRACTS
24,964
27,332
31,600
32,500
SERVICES & OTHER CHARGES
389,767
495,067
507,100
520,200
CAPITAL OUTLAY
6620
BUILDINGS
15,530
33,700
-
CAPITALOUTLAY
-
15,530
33,700
-
TOTAL GOVERNMENT BUILDINGS
$ 564,915
$ 702,794
$ 738,700
$ 724,400
-1.9
137
City of EaPH 2013 Proposed Budget Operating Budget
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138