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10/22/2012 - City Council SpecialSPECIAL CITY COUNCIL MEETING MONDAY OCTOBER 22, 2012 5:30 P.M. EAGAN ROOM - EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION • FAA PRESENTATION: PERFORMANCE BASED NAVIGATION PROCEDURES • PROPOSED 2012 -2013 ARC WORK PLAN 15 IV. 2013 EAGAN CONVENTION AND VISITORS BUREAU BUDGET 2� V. 2013 E -TV BUDGET o27 VI. 2013 ENTERPRISE FUND BUDGETS (CASCADE BAY, COMMUNITY CENTER, WATER, SANITARY SEWER, STREET LIGHTING, STORM DRAINAGE, AND WATER QUALITY) VII. CITY ADMINISTRATOR PROFILE / DISCUSSION WITH RECRUITER VIII. OTHER BUSINESS IX. ADJOURNMENT Agenda Information Memo October 22, 2012 Eagan Special City Council Meeting III. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION ITEM 1: FAA AND MAC PRESENTATION — PERFORMANCE BASED NAVIGATION PROCEDURES AT MSP INTERNATIONAL AIRPORT ACTION TO BE CONSIDERED: To receive a presentation by the Federal Aviation Administration (FAA) and Metropolitan Airports Commission (MAC) regarding the proposed Performance Based Navigation procedures. FACTS: • Mr. Carl Rydeen, Assistant Air Traffic Control Manager at the MSP Tower, and Mr. Chad Leqve, Manager — Noise, Environment and Planning at the Metropolitan Airports Commission (MAC), will be present on October 22 to present the proposed MSP Performance -Based Navigation (PBN) procedures to the City Council and Airport Relations Commission. • According to the MAC and FAA, the new procedures, referred to as Area Navigation (RNAV) tracks, will tighten existing routes that aircraft fly when departing the airport, provide continuous aircraft climb profiles for departing aircraft, and make it possible for pilots to descend their planes into MSP's airspace with the engines set at or near idle. • The RNAV procedures allow aircraft to operate on the same desired track that is reproducible for all flights. The procedures allow for more accurate concentration of aircraft over desired areas such as existing roadways systems, green space, and existing noise - mitigated areas. • These procedures are part of a national effort to create more efficient use of available airspace, savings on aircraft fuel consumption, and a reduction in aircraft emissions. • The proposed RNAV procedures would slightly reduce the number of Eagan homes in the 60 -64 DNL noise contours (6 homes would no longer be in the contours). • The FAA is seeking a recommendation from the Noise Oversight Committee (NOC) at their November 14 meeting as to whether the FAA successfully complied with the NOC procedure design noise criteria (see attached). That recommendation will then be forwarded to the Metropolitan Airports Commission (MAC), who will determine whether to send a letter to the FAA confirming that the FAA did in fact consider the noise criteria requested by the NOC. • When the new RNAV procedures were presented to the NOC on September 19, 2012, the FAA stated that correspondence from the MAC must be provided to the FAA by November 2012 in order for the procedures to be used in 2013. Any delay beyond this November would result in the procedures not being implemented until mid 2014. • In an effort to publicize the proposed RNAV procedures, the MAC and FAA are presenting the tracks to the City Councils of the communities surrounding MSP Airport. Me • Additionally, there will be two public open houses, one of which, at Eagan's request, will be held on Tuesday, November 13, 5:30 -8:30 p.m., at the Eagan Community Center. • The ARC reviewed the proposed RNAV tracks at their September 27 meeting, and raised several questions of the FAA, which are enclosed. Mr. Leqve and Mr. Rydeen were provided the questions in advance of the workshop and are prepared to respond during their presentation. • The presentation will also include a map showing the new tracks overlaid onto the current flight tracks, so the City Council and ARC can view a "before and after" scenario if and when the new procedures are implemented. ATTACHMENTS: • Enclosed on pages q through 2� are maps showing the proposed RNAV flight tracks for each runway at MSP Airport. • Enclosed on pages q and M is correspondence from the NOC to the FAA outlining the noise criteria to be considered when the FAA developed the PBN procedures. • Enclosed on pages J— and la are questions that the ARC raised after reviewing the proposed RNAV flight tracks. ITEM 2: PROPOSED 2012 -2013 ARC WORK PLAN ACTION TO BE CONSIDERED: To provide direction on the proposed 2012 -2013 ARC Work Plan. FACTS: In keeping with past practice, the ARC has prepared a 2012 -2013 work plan that aligns with their bi- monthly meeting schedule. The Commission prepared the work plan at a workshop in July, and finalized the document at the September 27, 2012 ARC meeting. Members of the ARC are prepared to highlight the proposed work plan for City Council's consideration. ATTACHMENTS: • Enclosed on pages 13 and N is the proposed 2012 -2013 ARC Work Plan. 3 "Sam a CS = lidal w 1 - ��_ .q�:s •• r r rwr�� -Lim- •...:• .. =. f� _" 1 litl ss�s 2 ssm i 1fIHN f11ft r srw rrra = sir. =rrwar HIMINq f e _r_r_w. irS`i`iC rrrmsw_r InK snsat � `- �.:.�� ri�u= �t� 'n; - -ate -' ::= -•.!. � ' � all _.'w�.. f /flit IftQ111 _ SSr ' iE wS .,��ust••• it w �".... � �: ft1Y tpp11111 Iflflt [ IIIIIf1 iNt11 S— '� _ Mf _ = =''��~ "� ��••. _ IIII /11 .:C ens•�S— ttP.r� «� w� j -�- e� ,. �i - �/`...� -�# Iq . • stn . , r�jw rl lliL` I �IH gltlf /p111tu � i Hp �lfl110 ilftfll .tittt=iltlq /IH rte � ftlufq 81 i lnueiuuu1111ml ® �1- n: YSUI•!uu ' !+ !a- uursuutul .• �ii�n.�tlu �i. Illis _ ... ,. T C =' `fir 1.►r fr. f�f �: � t.i -- -�f ' ` �i�lL1f I , =i1•��r,, u t rtt t i�.� /� �. • ,� �� .rnuunnr t ► .R,,� ��. ��,� ��- __.Lit aiull�a.:: RLIAM dip ! 1' f .t � r '• jH SAN- al Runway 12R Departures During South Flow Operations Actual Average Day Peak Month - July 2012 Use Percentage and Daily Count Small Aircraft -- Large Aircraft Heavy Aircraft TT ARirnneopol, it iL tttydnte t49 iKest$G— 7.7 °/O - it 25.2% a6 it I 1- 62''� - -• _� _ -_ - - _ • -� � Y� -� '�� : �1' �r- `,42Q 156 \ r Lake`` _ � _ 5auth - 77 zA, -- -�- -- — — — X0:5 /',�H 0 4% -� i 77 8loonafngton ,� � � 0.4 ' 3.3% r; :� y 1 L� r-r ;�` X0:3 ,...,i'�' ' ice, �? :. • - �; _ . rnve, _ i C:LGrove d -7 �_ Heights fa 4 = y . S. r--. ; -21.9% r r L: 0.6 J, 17.9 ' 22. 8 °/a __ Apple _ "Note: The flight tracks over the ground will � � � � �- be dispersed on either side of the core tracks - 0'6 l � �,� Rosemount shown on the map. Percentages do not add up to'100% due to a small percentage (2.5%) of non -RA/AV equipped aircraft. a • .� spa ��_- '�i i�s' i� -! / � `` • • • • etas" _ .��bg +• - - -- ___—' _ , we _ .�� i�i Ii __ —_ _� G..•• _ _-- .�, -_� pie �w• _ �� : �-- �� - -�- _ _ -� _ �1..____.. • ��il Wit► � ;; 'R`` '_== �_ ==."N , . -- ... =. =', „ - St -I �wr w.�Z- ~Z•'...r L �:� - - - -- . �--N► :: Ir air 6. - _- _tea -�.r " �1 �i -.< < 1�■ _ - � -l��i . •NNa r - - - . � I s _ : �E�'�` - • r min L. • LA Qf . r r,. • �s 1 9 p.p,e q��: • �� -�.�. � . +a�L'.�i"� — � ;ter � . tvp � i %i as _ _— __ �_ — Q • • — � :ii :: • #� /�� _�� - -- -�.% _ter —s__�— __; � • � � ��r _ �♦'� �. � 'ii•� ter - -_�" , • Rp HEr '♦ % / /LSD'' BE yi;°— EE WE t1 . �wt •� • - .� -- - �'� - = =s�• ' try mss` -_"�t — ✓ •` too o— � It 1 z f�J Figure 1 5 p NOISE OVERSIGHT COMMITTEE (NOC) Minneapolis /Ste Paul International Airport (MSP) 6040 — 28th Avenue South — Minneapolis, MN 55450 -2799 Phone (612) 725 -6455 March 22, 2011 FAA PBN Integration Group, AJV -14 Attn: Mr. John H. Belk II Air Traffic Control Specialist 490 L'Enfant Plaza, Suite 4806 Washington, DC 20024 RE: PBN DEVELOPMENT NOISE CRITERIA AT MINNEAPOLIS /ST.PAUL INTERNATIONAL AIRPORT Dear Mr. Belk, Aircraft noise is a significant issue for the communities surrounding Minneapolis /St. Paul International Airport (MSP). As such, for decades there have been many efforts and programs initiated to address this environmental issue. To -date this has represented an investment approaching half -a- billion dollars of aviation - generated revenues in structural noise mitigation programs around the airport. Although there have been significant investments to address aircraft noise, there remains issues and concerns from the public. These continued issues, coupled with a challenging economic environment, require new and innovative approaches to addressing aircraft noise in a manner that enhances operational efficiencies while providing new cost - effective strategies for reducing noise impacts. The development and implementation of Performance Based Navigation (PBN) procedures, with a focus on these objectives, could represent a significant component of next- generation noise abatement at airports. Realizing the opportunity PBN presents to noise reduction, for the past three years the MSP Noise Oversight Committee (NOC) has been actively collaborating with airlines and local Federal Aviation Administration (FAA) officials to develop Area Navigation (RNAV) procedures at MSP focusing on the enhancement of existing aircraft noise abatement procedures. In the midst of this effort an airspace -wide PBN development and implementation initiative was commenced by FAA. Given that the procedure development progress made to -date by the NOC is incorporated into this effort by the FAA, the Committee will be actively monitoring the progress and results of this FAA initiative. With the above as background, the NOC has been evaluating specific criteria that the FAA should evaluate as part of this effort to ensure that all possible noise reduction opportunities at MSP are considered as this process moves forward. At the March 16, 2011 NOC meeting the Committee unanimously approved the following procedure design noise criteria: • Provide a noise analysis using the MSP 2010 actual noise data analyzing the effects of the procedures on the noise contours and other noise metrics that evaluate the time above impact and single event noise impacts along a given RNAV track at MSP. • Provide a public information program to inform the public. 1 March 22, 2011 Mr. Belk Page 2 Reduce the number of sensitive land use overflights. (This could be done through increased Eagan - Mendota Heights Departure Corridor compliance, maximizing the concentration of westbound Runway 17 departures directly over the Minnesota River Valley, noise - sensitive departure tracks for operations east of runway heading off Runway 17, and evaluating the impacts of focusing operations to the northwest over major road corridors, where possible.) Reduce aircraft arrival noise. Maximize use of RNAV noise tracks as part of the Runway Use System. (An example would be, during southeast operational flows, focusing easterly bound departure operations on Runways 12L and 12R on Corridor Compliant RNAV tracks, while focusing southbound and westbound departures on Runway 17 on the River RNAV track.) The implementation of PBN procedures presents a rare opportunity to achieve meaningful noise reduction over noise- sensitive communities. The above criteria are intended to ensure that this opportunity is not missed at MSP. Thank you for your consideration and attention to aircraft noise issues in the PBN development and implementation process. We look forward to being an active participant in this important initiative at MSP. Sincerely, Vern Wilcox NOC Co -Chair & City Council Member — City of Bloomington eholz /NOC ary Co -Chair & Delta Air Lines Regional Director — Corporate Real Estate cc: Mr. Carl Rydeen — MSP Tower Manager Mr. Jeff Kleinbeck — FAA MSP Support Manger Ms. Nan Terry — FAA Environmental Specialist MSP NOC MAC Commissioners Mr. Jeff Hamiel — Executive Director Mr. Denny Probst — Deputy Executive Director, Planning and Environment Mr. Tom Anderson — MAC General Counsel Mr. Roy Fuhrmann — Director of Environment LI Questions of the Eagan Airport Relations Commission re: Proposed RNAV Tracks October 2012 General Questions about the RNAV Tracks 1. Why is RNAV being implemented at MSP, and what plans does the FAA have to communicate the changes to residents impacted by aircraft noise? 2. How were the new tracks developed? What role did maximizing open space /non residential areas have in the development of the tracks? Was there a noise - reduction target area (i.e. did the FAA look to reduce the number of units in the contours, 5 -7 miles out, 10+ miles, etc.)? Was Lebanon Hills Regional Park identified during track development as a noise - compatible land use? 3. Are the proposed tracks able to be adjusted, or are the track locations final from the FAA's perspective? 4. Will the Remote Monitoring Towers (RMT) be relocated as result of the RNAV procedures? 5. Will most people living in southwest Eagan be able to detect a change in noise compared to the current noise environment? 6. When 17/35 opened, the operations were fanned, resulting in many people being impacted by the noise (i.e. everyone "share in the misery "). It appears with RNAV that the noise is now being concentrated to a smaller area, thus increasing the noise for a specific area of the City and decreasing noise for another area. Given the long standing position of the federal government that noise is not to be moved from one neighborhood to another, how is the FAA getting around this provision given the impacts of the proposed RNAV tracks? 7. In determining the location of the tracks, were population counts considered? Does the FAA have data showing population counts under each of the tracks? 8. How is it determined which track will be selected for an operation? Will attempts be made to "spread out" or fan the operations on the various tracks? 9. What percent of the fleet at MSP is equipped with RNAV technology? How will the FAA direct those planes that are not equipped with the technology? 10. What are the vertical components of the arrival tracks (i.e. will the altitude of operations over Eagan be similar to current altitudes when the Optimized Profile Descent (OPD) tracks are implemented)? Specific Questions on the Proposed Tracks 1. Can you please speak to the decision that was made to have three departure tracks off of 17, as opposed to only one track? 2. Why are more operations not being sent down Cedar Avenue for departures off of 17 given that the FAA had originally hoped to only have one southerly track (along Cedar Avenue)? a. How is noise considered when the two other southeasterly tracks (over residential areas) are proposed to be used more frequently than the track down Cedar? b. Why couldn't operations be sent down Cedar longer before making their turns to final destination (e.g. fly straight out to Cedar /35E before turning)? 3. The following is one of the criteria adopted by the Noise Oversight Committee (NOC) on March 16, 2011: Minimize the use of RNAV noise tracks as part of the Runway Use System. (An example would be, during southeast operational flows, focusing easterly -bound departure operations on Runways 12L and 12R on Corridor compliant RATA tracks, while focusing southbound and westbound departures on Runway 17 on the River RNA track. Given the anticipated departures in south flow operations, Runway 17 is proposed to be used significantly more for departures than 12L and 12 R (the Corridor). How is the NOC criterion being met given the proposed usage of 17 for departures in a southern flow? 4. The southern-most departure track off of 12R is proposed to make a southwest turn over heavily populated residential areas of Eagan. Why can that track not stay straight out longer (over commercial /industrial areas of the City) before making its turn? �a DRAFT City of 6ap 2012 -2013 Eagan Airport Relations Commission (ARC) Work Plan Work Plan Topic Presenters/Invited Schedule (tentative) Guests 1. Area Navigation (RNAV) Maps and Fleet Mix Review Thursday, September 27, • Review draft RNAV tracks; prepare for joint Council- 2012 ARC Meeting ARC workshop • Formalize 2012 -2013 Work Plan 2. Presentation of Proposed RNAV Tracks and 2012 -2013 Chad Leqve, MAC Joint Meeting with the City ARC Work Plan Manager, Noise Office Council— October 22, 5:30 • Noise impact of RNAV on Eagan's residential areas p.m. • Impact of changes on noise contours Carl Rydeen, FAA Asst. • Economic impact of RNAV to airlines and MSP ATCT Manager 3. RNAV Public Mtg at the Eagan Community Center Chad Leqve, MAC November 13, 5:30 -8:30 • The MAC/FAA will host one of their two public input Manager, Noise Office, p.m. at the Eagan meetings on the RNAV tracks in Eagan and MAC staff Community Center • Stations will be provided to review tracks Carl Rydeen, FAA Asst. ATCT Manager 4. Overview of the Noise Oversight Committee (NOC) and Chad Leqve, MAC January 8, 2013 ARC Mtg Review of Delta Fleet Mix Manager, Noise Office • 2013 Work Plan • Accomplishments of NOC to date Jeffrey Hart, Delta (NOC • 2012 Actual Noise Contour Report (when available) Co- Chairman) • Explanation of how Remote Monitoring Towers are used (how data is collected/analyzed and how RMT locations are selected) • Review fleet mix projections from Delta / Presentation by Jeff Hart, Delta's General Mgr of Airport Customer Service and Co -Chair of NOC 5. Town Hall Meeting Chad Leqve, MAC Thursday, March 14, 2013 • Hold ARC town hall meeting in an area impacted by (Location: TBD) RNAV tracks (specific location TBD) FAA Representative • Send invitations to each household in defined area • Continue electronic aircraft noise survey of participants Eagan City (invitation includes survey link) Councilmember(s) • Chad Leqve to provide update on timeline for RNAV implementation, and forecasted operations for the Eagan's Legislative specific neighborhood invited to the meeting Delegation (invited) Tammy Mencel, MAC Commissioner 15 DRAFT 2012 -2013 Airport Relations Commission Work Plan Paget 6. State of the Airport Presentation Jeff Hamiel, MAC May 8, 2012 ARC meeting • Speak to the state of the aviation industry, changes at Executive Director MSP, economic impact of MSP, fleet mix, etc. • Invite Airport Relations Commissions from Mendota Tammy Mencel, MAC Heights and Inver Grove Heights Commissioner Mendota Heights' and Inver Grove Heights' ARC 7. Showcase Eagan June 13, 2013 • ARC to have booth at Showcase Eagan, including maps of RNAV tracks, noise mitigation, etc. 8. Ongoing ARC Efforts Review at monthly ARC • Monthly review of MAC technical reports, including meetings in 2012 -2013 Corridor compliance, fleet mix, and runway usage • Review and provide feedback on NOC initiatives and studies • Ongoing communication efforts about airport issues via Experience Eagan, City website, Facebook and cable TV • Participation in MAC aviation disaster drills H Agenda Information Memo October 22, 2012, Special Eagan City Council Meeting IV. 2013 EAGAN CONVENTION AND VISITORS BUREAU BUDGET ACTION TO BE CONSIDERED: To hear an overview of 2013 marketing priorities and receive the Board - adopted 2013 ECVB budget and direct that it be placed on a future regular City Council meeting consent agenda for formal ratification. FACTS: • The Eagan CVB's 2013 budget process began last spring, and has been reviewed by the ECVB Finance Committee which includes City of Eagan Chief Financial Officer, Tom Pepper. The budget was also reviewed separately by City Liaison Tom Garrison. • The budget was examined and approved by the ECVB's Board of Directors during their September 27 Board meeting. City Liaison Tom Garrison was present for the Board approval. • While the ECVB Board operates independently from the City, Section 3.2 of the Operating Agreement with the City of Eagan requires the ECVB to submit its work plan and operating budget to the City Council for its "review and approval." • The 2013 ECVB budget features a nearly 2% increase over 2012, and total spending of $926,000 including an increased focus on leisure travel. • The ECVB will continue promoting Eagan as a preferred destination to leisure travelers, group tour operators, meeting planners and sports tournament directors throughout the Midwest and Canada by executing creative marketing campaigns reinforced by extensive sales missions. • The ECVB will once again play an active role in spearheading promotional efforts for Eagan's July 4th Funfest, Art Festival, Market Fest, Caponi Art Park while also working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on joint marketing efforts for 2013. • Communications Director Garrison, ECVB Board, Anne Hickok, SpringHill Suites by Marriott, and ECVB President & CEO Brent Cory will make a very brief presentation and be available to answer any questions. ATTACHMENTS: • Enclosed on pages 16-a0 are the summary and highlighted changes of the ECVB budget. 15 Eagan Convention & Visitors Bureau Proposed 2013 Budget ��0 2010 2011 2012 2013 Actual Actual Budget Budget INCOME Lodging tax $ 709,244 $ 771,910 $ 770,000 $ 815,000 Other 31,332 20,406 14,000 11,000 Utilization of reserves 50,000 125,000 125,000 100,000 Total Income 790,576 917,316 909,000 926,000 EXPENSES Personnel 271,577 267,322 270,000 276,000 Other 119,384 121,194 122,000 130,000 Office 9,191 14,220 8,000 8,000 Marketing 298,572 451,645 479,500 483,000 Travel & Entertainment 18,258 19,568 29,500 29,000 Total Expenses 716,982 873,949 909,000 926,000 Net income $ 73,594 $ 43,367 $ - $ - ��0 Eagan Convention & Visitors Bureau Approved 2013 Budget (Utilizing $100,000 in Undesignated Reserves for Marketing Expenses) EXPENSES Personnel Expenses Salaries 2010 2011 2012 2013 Health Insurance Actual Actual Budget Budget INCOME 18,948 18,899 20,500 19,500 Tax Income $ 709,244 $ 771,910 $ 770,000 $ 815,000 Interest Income 21,349 13,188 9,000 7,000 Explore MN Tourism Coop 9,983 7,218 5,000 4,000 Utilization of Undesignated Reserves 50,000 125,000 125,000 100,000 Total Income 790,576 917,316 909,000 926,000 EXPENSES Personnel Expenses Salaries 225,560 226,945 224,500 232,000 Health Insurance 23,442 17,943 20,000 20,000 Payroll Expenses (FICA, FUTA, etc.) 18,948 18,899 20,500 19,500 SIMPLE Matching Funds 3,627 3,535 5,000 6,000 Subtotal 271,577 267,322 270,000 277,500 Other Expenses Accounting 14,782 15,212 16,000 15,000 Annual Meeting 3,299 6,761 5,000 5,500 Auto Expenses 2,148 3,955 3,000 2,500 Contract Labor 10,890 9,003 12,500 15,000 Depreciation 9,979 9,178 10,000 10,000 Donations 1,572 1,183 1,000 1,000 Dues /Subscriptions 6,283 5,598 4,500 6,000 Education/Training 12,739 10,356 12,000 12,000 Equipment Lease 1,192 1,068 2,000 1,000 Equipment Maintenance 7,845 6,114 5,500 5,500 Insurance 4,168 6,466 5,000 5,000 Legal Fees 595 495 2,000 3,500 Meetings 2,954 3,270 2,000 3,000 Rent 31,090 30,099 31,500 31,500 Telephone 9,848 12,436 10,000 12,000 Subtotal 119,384 121,194 122,000 128,500 Office Expenses Office Supplies 7,916 11,761 5,000 5,500 Small Office Equipment 1,275 2,459 3,000 _ 2,500 _ Subtotal 9,191 14,220 8,000 8,000 Marketing Expenses Advertising 174,480 325,881 296,500 305,000 FAM 2,146 360 2,000 2,000 Fulfillment House Services 3,730 4,907 7,500 5,000 Newsletter /e- newsletter - 1,404 500 1,000 Postage 6,190 8,926 14,000 10,000 Promotion 73,157 75,445 110,000 110,000 Research 804 3,352 20,000 15,000 Telecommunications Services 2,166 4,026 3,500 5,000 Trade Show 10,891 8,691 13,000 15,000 Website 25,008 18,653 12,500 15,000 Subtotal 298,572 451,645 479,500 483,000 Travel & Entertainment Transportation 5,070 6,901 12,500 13,000 Entertainment 2,904 1,756 3,000 2,500 Meals 2,650 2,544 4,000 3,500 Lodging 7,634 8,367 10,000 10,000 Subtotal 18,258 19,568 29,500 29,000 Total Expenses 716,982 873,949 909,000 926,000 Net Income $ 73,594 $ 43,367 $ - $ - V -) Eagan Convention and Visitors Bureau Proposed 2013 Budget Eagan Convention & Visitors Bureau Responsible Manager: Brent Cory, President & CEO City Liaison: Tom Garrison City Council ECVB Board Representation: Mayor Mike Maguire PURPOSE & DESCRIPTION The purpose of the Eagan Convention and Visitors Bureau is to: • Promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts. • Generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. The Eagan Convention and Visitors Bureau is responsible for the following functions: • Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as increasing guest visits to area hotels, attractions, restaurants and retail outlets. • Promoting Eagan through advertising, public and media relations, creative promotions and collateral, Web site /Internet initiatives, and e- commerce /direct mail campaigns. • Participating in trade shows, sales missions, targeted sales calls and familiarization tours aimed at generating leads and business prospects for Eagan. PERFORMANCE INDICATORS HIGHLIGHTS & CHANGES Overview: As with most other segments of our economy, tourism has indeed been impacted by the grips of the "Great Recession" for the past five years as well. While many in the tourism industry have reacted to this downturn by cutting marketing programs and eliminating sales missions, your Eagan Convention and Visitors Bureau has actually gone on the offense and has been aggressively promoting our destination by expanding our promotional reach and investing a record amount of resources specifically into new and creative marketing programs. This approach, coupled with the most aggressive sales initiatives in our market, has rewarded the community and its stakeholders with new market share and a lasting economic impact. Award winning programs such as our Pick Your Package leisure travel program, the record number of media buys our team has spearheaded and our commitment to fully utilizing the latest technological tools have enabled us to successfully position Eagan ahead of the pack. Our ll • 2010 2011 2012 Description Actual Actual Estimate Amount of lodging tax generated $709,243 $768,283 $785,000 Qualified leads generated through 57,245 64,895 75,000 advertising /promotional /sales efforts HIGHLIGHTS & CHANGES Overview: As with most other segments of our economy, tourism has indeed been impacted by the grips of the "Great Recession" for the past five years as well. While many in the tourism industry have reacted to this downturn by cutting marketing programs and eliminating sales missions, your Eagan Convention and Visitors Bureau has actually gone on the offense and has been aggressively promoting our destination by expanding our promotional reach and investing a record amount of resources specifically into new and creative marketing programs. This approach, coupled with the most aggressive sales initiatives in our market, has rewarded the community and its stakeholders with new market share and a lasting economic impact. Award winning programs such as our Pick Your Package leisure travel program, the record number of media buys our team has spearheaded and our commitment to fully utilizing the latest technological tools have enabled us to successfully position Eagan ahead of the pack. Our ll • commitment will only be growing in 2013 as we work to ensure that vacationers, group tour operators, meeting planners and sports tournament directors are always thinking Eagan first. Highlight/Change 1: ($305,000) As we all face the challenging ramifications of our sluggish economy, we must continue positioning Eagan as a top destination for the benefit of our area hotels, restaurants, attractions and businesses. In order to accomplish this, I'm pleased to report that the Eagan Convention and Visitors Bureau will be investing yet another record amount of advertising and promotional dollars specifically into initiatives aimed at building the Eagan brand. In addition to an extensive radio campaign, other mediums and marketing avenues such as television, search engine optimization, social media and public relations efforts will be maximized in an effort to accomplish our branding goals. Highlight/Change 2: ($25,000) The Eagan CVB will continue playing an active role in promoting Eagan's July 4t" Funfest, Art Festival, Market Fest, Caponi Art Park in addition to working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on joint marketing efforts for 2013 and beyond. HighlightChange 3: ($15,000) Research is proving to be a very prudent investment, and the Bureau is committed to making certain it will be performed on a regular basis. The Eagan- specific economic impact study conducted during the summer of 2012 has been providing great information on leisure travel segments which will inevitably help determine future media buys and outlets. During 2013, the resources dedicated to research will help the Bureau expand it efforts into different segments such as meetings and sports. Highlight/Change 3: ($45,000) Despite higher than anticipated gas prices, the drive market remains a great alternative to airline travel. Given this continuing trend, the Eagan CVB sports show and sales mission markets will be expanded accordingly affording us the opportunity to tout Eagan's plethora of amenities to destinations within our 10 -hour "staycation" market. Highlight/Change 4: ($40,000) Technology continues to change at a blistering pace leaving many with the option of either riding the wave or drowning in it. Fortunately our organization has been well served by remaining cutting edge in this realm, and I'm happy to report that our commitment will only become more robust in 2013. In addition to Web site upgrades, the Bureau will be migrating to a new cloud - based data management system which will enable our stakeholders to gain access to listings, sales leads and key reports. In addition to the increased efficiency, the new database will also enable the Bureau to better track trends, manage social media and report on sales and marketing activities. POSITION INVENTORY Personnel President & CEO Sales Director Tourism Sales Director Sales Administrator /Travel Counselor Marketing Assistant Total 2009 2010 2011 2012 Hours 1 1 1 1 2,080 1 1 1 1 2,080 1 1 1 1 2,080 1 1 1 1 2,080 1 1 1 1 2,080 2013 WORK PLAN Activity Routine 1. Generate and fulfill inquires from leisure, group tour, business, meeting travelers. 2. Create /distribute collateral promoting Eagan's hotels, restaurants, attractions and shopping destinations to identified markets. 3. Conduct sales missions aimed at generating increased travel /economic impact for Eagan. 4. Work closely with hospitality partners to continually keep Eagan top of mind in identified market segments. 5. Provide superior customer service to guests interested in the many amenities Eagan has to offer. Agenda Information Memo October 22, 2012 Special City Council Meeting V. 2013 EAGAN TELEVISION (E -TV) BUDGET ACTION TO BE CONSIDERED: 1. Provide direction to staff regarding the proposed 2012 E -TV budget To direct that the budget be placed on a future City Council meeting consent agenda for formal ratification FACTS: • Eagan Television (E -TV) continues its award - winning partnership for Eagan's public access studios to be located on Thomson Reuters' corporate campus. • E -TV's lease was renewed with Thomson Reuters in 2012. • E -TV creates and facilitates public, educational and governmental programming on three different channels. • In 2012, E -TV expanded high school sports coverage, sold out all three sessions of "E -TV Summer Video Camp" with over 65 campers in total, received 3 awards for E -TV productions, took the State of the City Address offsite for the first time (to the Fire Safety Center) and started a new Holiday tradition with " Eagan's Voices of Celebration" featuring performances from many of Eagan's houses of worship. • An emphasis of the 2013 budget request is to become even timelier in our coverage of events throughout Eagan. A modest equipment purchase will allow E -TV to both cablecast and stream over the Internet live from anywhere there is either a City of Eagan fiber connection or where there is a cell signal. Not only will E -TV be able to expand its live coverage of city and community events, but the technology is an important tool in dealing with information flow during a city -wide emergency. • The City of Eagan is also in the process over the next three years of negotiating a new cable franchise with Comcast. • Normal year- over -year budgeting represents a proposed 4.5% increase. Because of expertise needed for franchise renewal, the total budget is up 17.0% for the extraordinary (once every 10 -15 years) franchise renewal expenses. • Eagan Communications Director Tom Garrison, and Studio Supervisor Jeff Ongstad are present to give a brief overview of the past year and budget priorities in 2013. ATTACHMENTS (1); • E -TV Operating Budget details in standard city format D, '' City at Eap E -TV (197) 2013 Proposed Budget Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION Eagan Television (E -TV) creates public, educational, and government cable TV programming through a partnership of volunteers and professional staff. E -TV also provides television production equipment facilities, and channel time to televise locally - produced programming. It is cable programming by the community, for the community. PERFORMANCE INDICATORS Description Monthly Staff Program Production Monthly Access Show Production New Volunteers Outside Revenue Opportunities For Youth 12 -18 Oa Operating Budget 2010 2011 2012 2013 Actual Actual Estimate Target 10 16 24 30 18 23 32 45 120 110 80 60 $3,017 $11,108 $25,000 $30,000 30 43 75 90 <._ City n1 Capt 2013 Operating Proposed Budget O p g p g 8 udget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications HIGHLIGHTS & CHANGES Overview: The normal proposed E -TV Eagan Television operational budget is up $21,100, for an increase of 4.5 %. However, because of once every 10 -15 year franchise negotiations, the budget increase is $82,600 or 17.0 %. The E -TV budget is funded by non - taxpayer dollars. The sources of funding are franchise fees paid by Comcast and a small fee on local subscriber bills which supports capital equipment for Public, Educational and Governmental (PEG) public access facilities Highlight /Change 1: Cable Franchise Renewal Expenditures for Professional Studies in preparation for negotiations (6310). Includes Technical audit of system, formal needs assessment, cable subscriber survey & attorney fees. These will strengthen Eagan's negotiating position and help us hold the line against the erosion of millions of dollars of PEG and Franchise support Eagan has received since 1999. Financial Impact: $71,500 increase or less based on competitive RFP selection. Service Level Impact: This will take a significant amount of Director Garrison's time, but should not affect day -to -day E -TV operations. Highlight /Change 2: With the Mobile Production Truck we share with Burnsville now housed In Eagan at Fire Station #5, we are able to do some of the routine maintenance ourselves and have been able to reduce our maintenance budgets by $2,500 and move that money into more needed areas (6232 and 6426). Financial Impact: $2,500 decrease Service Level Impact: We are able to fix minor problems more quickly and still have adequate funds for larger problems. Highlight /Change 3: With recent advances, we are now able use 4G to stream live events from anywhere in Eagan. The 4G streamer we have in the budget will allow us to cablecast live community meetings or events, sports, or anything else from anywhere that we need to. Previously restricted to only those locations where we had hard wire connections (6640). Financial Impact: $6,000 onetime charge, offset by reductions in other accounts. Service Level Impact: This will allow us to do live events from anywhere in Eagan, opening up significantly more events that we are unable to do now. Could also assist in emergency conditions as long as there is continuing cell phone service. �J 41W ._r City 01 Filp 2013 Proposed Budget Operating Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications EXPENDITURE SUMMARY WORK PLAN 2013 Activity Routine 1 Supervision of PEG channels for Eagan 2 Provide and maintain public access facilities 3 Provide traini ng for PA facility and equipment 4 Facilitate, organize and execute the playback of all sponsored PA shows 5 Provide coverage of community events 6 Provide coverage of all Eagan government meetings 7 Provide video production services to City of Eagan departments 8 Provide video production services to revenue generating clients 9 Assist Comcast customers with complaints 10 Provide video production services to Thomson Reuters in exchange for rent NEW: Year one of three year franchise renewal cycle JL i Actual Actual Budget Budget Expenditure 2010 2011 2012 2013 Personal Services $ 332,186 $ 328,382 $ 343,000 $ 359,800 Parts and Supplies 28,868 30,597 34,700 34,100 Services and Other Charges 48,190 90,597 96,200 154,800 Capital Outlay 8,000 11,082 10,600 18,400 Total $ 417,245 $ 460,657 $ 484,500 $ 567,100 POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Studio Supervisor 1 1 1 1 2,080 Client Services Coordinator 1 1 1 1 2,080 Govt Programming Coordinator 1 1 1 1 2,080 Field Coordinator /Video Specialist 1 1 0 0 0 Videographer /Editor 0 0 1 1 2,080 Total 4 4 4 4 8,320 WORK PLAN 2013 Activity Routine 1 Supervision of PEG channels for Eagan 2 Provide and maintain public access facilities 3 Provide traini ng for PA facility and equipment 4 Facilitate, organize and execute the playback of all sponsored PA shows 5 Provide coverage of community events 6 Provide coverage of all Eagan government meetings 7 Provide video production services to City of Eagan departments 8 Provide video production services to revenue generating clients 9 Assist Comcast customers with complaints 10 Provide video production services to Thomson Reuters in exchange for rent NEW: Year one of three year franchise renewal cycle JL i ."47-7 City of Evan 2013 Proposed Budget Operating Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications REVENUE SUMMARY Actual Actual Budget Budget Revenue 2010 2011 2012 2013 4689 PEG fees (total) Less: PEG fees used for current year CIP - E -TV PEG fees used for current year CIP - Eagan Rm /CC PEG fees used (available) for future cap. exp. Net PEG fees used for E -TV operations 4690 City contribution - from Cable Franchise Fees fund 4699 Class fees 4696 Dub /Rental /Paid production 4697 E -TV paid production 4698 Community programming sponsorship Total Operating Revenues $ 382,079 $ 351,958 $ 382,000 $ 350,000 (33,147) (36,305) (62,300) (74,400) (79,000) (114,300) (265,628) (185,170) (133,700) 7,500 83,304 130,483 132,000 168,800 333,571 330,074 352,500 368,300 1,620 4,230 8,000 13,000 1,397 1,047 12,000 12,000 - 5,831 - - - - 5,000 5,000 419,892 471,666 484,500 567,100 CAPITAL PURCHASES Fund Source CIP (PEG) Haivision encoder /decoder system $ 14,700 CIP (PEG) Broadcast Pix Granite 5000 Production Switcher 59,700 Subtotal - CIP capital 74,400 Opg budg Other - Total $ 74,400 JS <. City of Cohan 2013 Proposed Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL Operating Budget j 2010 2011 2012 2013 Actual Actual Budget Proposed 6110 SALARIES AND WAGES- REGULAR 239,591 234,133 247,100 260,700 6112 OVERTIME - REGULAR 3,141 3,171 2,000 2,500 6130 SALARIES AND WAGES - TEMPORARY 13,223 15,721 14,000 15,000 6142 PERA- COORDINATED 17,327 17,892 19,100 20,200 6144 FICA 18,721 18,481 20,100 21,300 6151 HEALTH INSURANCE /VEBA 37,711 36,706 39,000 38,300 6152 LIFE 495 454 - - 6154 DISABILITY - LONG TERM 920 858 - - 6155 WORKERS COMPENSATION 1,057 966 1,700 1,800 PERSONAL SERVICES 332,186 328,382 343,000 359,800 6210 OFFICE SUPPLIES 1,202 300 800 500 6212 OFFICE SMALL EQUIPMENT 1,314 128 500 500 6215 REFERENCE MATERIALS - 188 500 500 6220 OPERATING SUPPLIES - GENERAL 7,936 10,118 9,300 9,300 6224 CLOTHING /PERSONAL EQUIPMENT - - 2,000 2,000 6231 MOBILE EQUIPMENT REPAIR - PARTS 712 593 3,500 3,500 6232 SMALL EQUIPMENT REPAIR - PARTS 4,725 3,650 4,500 3,500 6235 FUEL, LUBRICANTS, ADDITIVES 1,989 1,975 1,300 2,000 6270 COMPUTER SOFTWARE 10,989 13,646 12,300 12,300 PARTS & SUPPLIES 28,868 30,597 34,700 34,100 6310 PROFESSIONAL SERVICES- GENERAL 1,433 661 17,000 78,500 6314 AUDITING 400 400 - - 6346 POSTAGE 149 43 800 500 6347 TELEPHONE SERVICE & LINE CHARGES - - 100 100 6353 PERSONAL AUTO /PARKING 9 - 400 400 6355 CELLULAR TELEPHONE SERVICE 1,942 1,971 2,700 2,700 6357 GENERAL ADVERTISING 311 1,113 2,100 2,100 6359 LEGAL NOTICE PUBLICATION - - 200 200 6370 GENERAL PRINTING AND BINDING - - 1,100 1,000 6385 INSURANCE 7,300 7,400 7,400 7,400 6405 ELECTRICITY - 36,000 12,000 12,000 6425 MOBILE EQUIPMENT REPAIR - LABOR 2,294 - 2,500 2,500 6426 SMALL EQUIPMENT REPAIR - LABOR 5,045 4,276 9,500 8,000 6427 BUILDING OPERATIONS REPAIR - LABOR - - - - 6457 MACHINERY & EQUIPMENT RENTAL - 10,346 400 400 6475 MISCELLANEOUS 4,843 5,101 4,900 4,900 6476 CONFERENCES AND SCHOOLS 1,376 1,693 3,000 5,300 6477 LOCAL MEETING EXPENSES 370 100 800 800 6478 TUITION AND REIMBURSEMENTS - - 3,300 - 6479 DUES AND SUBSCRIPTIONS 3,405 2,480 4,800 4,800 6480 LICENSES, PERMITS AND TAXES 15 - - - 6569 MAINTENANCE CONTRACTS 19,299 19,014 23,200 23,200 OTHER SERVICES AND CHARGES 48,190 90,597 96,200 154,800 6640 MACHINERY /EQUIPMENT 8,000 10,609 10,200 12,200 6660 OFFICE FURNISHINGS /EQUIPMENT - 473 400 400 6670 OTHER EQUIPMENT - - - 6680 MOBILE EQUIPMENT - - - 5,800 CAPITAL OUTLAY 8,000 11,082 10,600 18,400 TOTAL E -TV 417,245 460,657 484,500 567,100 17.0% j Agenda Information Memo October 22, 2012 Special City Council Meeting VI. 2013 ENTERPRISE FUND BUDGETS (CASCADE BAY, COMMUNITY CENTER, WATER, SEWER, SANITARY SEWER, STREET LIGHTING, STORM SEWER AND WATER QUALITY) DIRECTION TO BE CONSIDERED: To provide direction for staff regarding the proposed 2013 Enterprise Fund budgets for: o Cascade Bay • Community Center • Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Sewer, and Water Quality) • To direct that they be placed on a future City Council meeting Consent Agenda for formal ratification, or studied further; and • To direct the Council's Finance Committee to review options with respect to anticipated capital renewal /replacement needs for Cascade Bay over the next few years GENERAL INFORMATION • By definition, enterprise funds are established to account for self- supporting activities with revenues primarily from user fees at rates set by the City Council • The Budget Team —City Administrator Hedges, Assistant City Administrators VanOverbeke and Miller, and Finance Director Pepper —met with Department Directors Juli Seydell Johnson and Russ Matthys to review the proposed budgets and operational issues. • Staff responsible for these budgets will be available at the meeting to expand on policy issues and respond to questions. CASCADE BAY The revised financing arrangement implemented a year ago, which essentially eliminated annual debt service payments, has improved the operations outlook; however, Cascade Bay still faces significant challenges in light of upcoming capital renewal /replacement needs. The focus of this meeting will be the 2013 operational budget. Staff would like to address the longer -term capital needs later this fall or winter, perhaps with the Finance Committee. The capital items in question are included in Highlight /Change 4 on pages ?,:� and �3 The chart on the following page reflects Cascade Bay's attendance since it opened in 1999. Multiple factors may be contributing to the downward trend, including changing demographics in the City and competition from facilities in neighboring communities. Originally, it was estimated that Cascade Bay was financially feasible with an average annual attendance of 135,000. Under the revised financing plan, that threshold is reduced, but staff has not attempted to estimate a revised attendance feasibility threshold at this point. The longer -term capital renewal /replacement costs to be considered, and their funding /financing, will impact the feasibility threshold. E� i Cascade Bay Attendance 180,000 170,000 160,000 Original financial 150,000 feasibility threshold 140,000 130,000 i 120,000 110,000 100,000 90,000 1999 2000 20012002 2003 2004 2005 2006 2007 2008 2009 2010 20112012 • Cascade Bay revenue and expense budget information is on pages 3H through 39 COMMUNITY CENTER • The Community Center continues to serve Eagan's residents and businesses as a fitness center and event and meeting facility. 2013 marks the Community Center's 10th anniversary and staff plans to create opportunities throughout the year to say "thank you" to its patrons for making it the success that it is. • Community Center revenue and expense budget information is on pages Li through PUBLIC UTILITIES (Water, Sanitary Sewer, Street Lighting, Storm Drainage and Water Quality) In 2011, the first full year under the City's tiered water rate structure, incremental revenue on upper -tier water sales amounted to $335,000, or about 7% of total water sales. Our water rate study consultant, Springsted, expected that the tiered structure would be revenue - neutral. In other words, they estimated the incremental revenue from the higher tier would approximate the reduced revenue resulting from conservation efforts. With the inconsistency of water volume sales from year to year due to weather, it will be difficult to determine the dollar impact of users' conservation efforts until we have several years of history. Typically, the City participates in an annual survey by AE2S, an engineering consulting firm. Because of the many transitions of staff in Public Works and Utilities, the 2012 survey response slipped through the cracks this year. Staff will ensure the City continues its participation going forward. In 2011, Eagan ranked 6th lowest for combined utilities bills (water, sanitary sewer, storm drainage) among the 34 metro -area communities responding to the survey. Last year's survey results for total utilities bill are on page L 5 . F� • User rates for the utilities are approved annually with the Fee Schedule adoption in December. An internal review of utilities rates using Springsted's model is currently underway. Rate increases assumed for the 2013 budget, which are consistent with Springsted's original recommendations, are as follows: • Water: no increase • Sanitary sewer: 6.25% • Street lighting: 3.85% • Storm drainage /water quality: 4.25% • Utilities budget information is on the following pages: o High level revenue and expense: Li (0 . o Revenue detail for all utilities: y� o Water: H� through Ej- d o Sanitary sewer: through J� o Street lighting: through (D0 . o Storm drainage: Col through So. o Water quality: (QG through (09 . 2013 Proposed Budget Operating Budget :r City of E8p Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Aquatic Facility is to: scade • Provide a positive environment for residents and guests of all ages to gather. a M�Y • Encourage and help build a sense of community through a range of recreational and social opportunities. .. � WAAKVA • Provide a high level of service accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Aquatic Facility is responsible for the following functions: • Provide a wide variety of water - related recreational opportunities for members and non - members. • Capture a high level of revenue to offset operational costs 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 an ongoing basis, analyze existing operations and research ways to expand the recreational opportunities beyond the three -month pool season in order to maximize the capital investment. PERFORMANCE INDICATORS Do 2010 2011 2012 2013 Description Actual Actual Actual Target Season passes sold 2,734 2,673 2,733 3,500 Total attendance 121,055 120,061 120,564 125,000 Group admissions 21,836 18,673 21,974 22,000 Days facility is open 89 90 90 89 Rounds of golf 3,980 4,488 4,697 4,500 Private rentals 10 9 9 10 Do Alh 2013 Proposed Budget Operating Budget ?.� Clt� 0� �� Il Aquatic Facility — Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations HIGHLIGHTS & CHANGES Overview: The proposed 2013 operating budget represents a status quo budget and reflects a (4.5 %) reduction in operating expenses. A revision of the financing plan for Cascade Bay in 2012 eliminated the annual debt payments made to other City funds. The focus for 2013 will be to maintain Cascade Bay's reputation as a safe and family friendly facility with a targeted focus on maintaining or increasing groups and season passes for a guaranteed revenue stream. The solicitation of additional groups sometimes has a negative impact to daily visitors, however. Enhancing events like Saturday Night Lights when the park is open until 10 p.m. and Monday Fun Days in 2013 will continue to build on the message that Cascade Bay is much more than a place to swim. The growing success of private rental opportunities and community partnerships will continue with the idea to keep people coming back in anticipation of their next experience. Highlight /Change 1: Review of focused changes made or continued in 2012: Listed below are programs or initiatives that continued in 2012 along with a recap of their operation: • Debit /gift card Staff implemented a debit /gift card in 2011 where guests could put a specific cash value on a card that could be used for any purchases at Cascade Bay. Dollars can be added to the card at any time and carried forward to future year purchases. This enhancement has been well received. The program also exists at the Civic Arena and is also receiving good reviews. • Wise Swim School Partnership The second year partnership with Wise Swim School was very successful. The partnership was designed to offer high quality swim lessons during times when portions of Cascade Bay were available and underused. Wise Swim School cross - markets the lessons to their existing swim school participants and Cascade Bay markets the Wise Swim School as providing instructors for the summer program. Participants register through Wise and Cascade Bay rents underused space to their instructors and swim teams. This program was extremely successful and 112 swim lesson participants exceeded Wise's goal of 100. There were 80 registered participants in 2011. The Wise Swim Team also rented space to practice at Cascade Bay but they will not be part of the rental for 2013 as they are in the process of building a new swim facility that will be completed before next spring. Swim classes will continue and Wise Swim School anticipates another growth in registrations. Birthday Parties and Groups Birthday parties and groups continue to decline; however, Cascade Bay is still the water park of choice for most groups when other local water facilities were surveyed about their group numbers. Birthday parties are also on the decline, which is consistent with most other facilities. It appears that the trend to have packaged parties is waning in lieu of home or informal parties. While trying to maintain the volume and integrity of groups is a high priority, it is also one of the biggest service issues expressed during the summer. When people pay admission to enter Cascade Bay, there is a preference expressed to not have to share the space with groups. J� — City of �a�a�) 2013 Proposed Budget Operating Budget Aquatic Facility — Cascade Bay Responsible Manager: Cherry] Mesko, Superintendent of Operations • Season Pass Sales Season pass sales were up slightly from 2011. It would appear that most people choose to visit a water facility based first on the weather coupled with a desire to have variety in their activity. Cascade Bay season passes continue to be a great value but people seem to be hesitant to part with what seems to be a big expenditure before they know if or how often they will use it. Punch Cards Punch cards offered only to season pass holders for reduced admissions were very successful in 2012. The punch cards offered 10 admissions for $50 but could only be used in conjunction with a season pass holder. Season pass holders continue to comment positively about this benefit. This offering will continue during the 2013 season. Highlight /Change 2: 6244 - Chemicals & Chemical Products. The increased use of chemicals due to hot weather and the need to backwash more often results in both the loss and need for additional chemicals to maintain the pools chemical balance. Financial Impact: $8,400 increase Service Level Impact: Critical to maintain the proper chemical balance of both pools for the health and safety of guests. Highlight /Change 3: Capital purchases included in the operating budget include: replacement air conditioner in First Aid Room ($600), lane line replacement ($2,000), landing pad for small ship slide ($3,000) and replacing the covers to some of the light poles that have been deteriorating. Financial Impact: $3,800 increase from 2012 budget Service Level Impact: Key components necessary to maintain the integrity of the waterpark. Highlight /Change 4: Items that would have normally been funded through the renewal and replacement fund are not included in the budget at this time. Please see the public policy discussion for further information. Background The continued viability of Cascade Bay involves two key elements; the ability to generate revenue to cover expenses and a strategic plan to maintain the infrastructure of the water park to maintain its operation. While the operational budget can handle the day -to -day repairs and limited capital purchases it is a challenge to fund larger purchases that are needed to maintain the integrity of the operation. The much larger infrastructure expenses like the replacement of boilers, sand filters, pumps and motors that are the heartbeat of the pool's operation are nearing their useful life and the replacement of these expensive components will need to be addressed in the near future. A recent energy audit of the maintenance building with the existing boilers, pumps and filters found that the building is operating at a 39% energy efficiency. The audit was completed by Franklin Energy on behalf of Minnesota Energy Resources. The audit was also designed to find out if there was the potential for energy rebates from MN Energy and Dakota Electric should the maintenance building be re- equipped with more energy efficient equipment. A preliminary estimate to replace the components in this building, one - for -one is approximately $350,000. Other considerations for the waterpark are the aesthetics of the existing components. For example, to freshen up the lazy river slide with a fresh coat of paint over the fiberglass slide is estimated at $20,000. Replacing things like the shower towers ($13,000) and water heaters ($18,000) are all integral to the operation of the water park however funding these repairs or replacements will likely exceed the resources currently available. 4'W 2013 Proposed Budget Operating Budget City of Eap Aquatic Facility — Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations Public Policy Discussion The renewal and replacement schedule is reviewed annually to determine which scheduled items need to be replaced, and which items can be delayed to subsequent years. The 2013 budget does not identify specific renewal and replacement items because as the facility ages there are several areas that need to be discussed by the City Council to formulate the best short term and long term solution for the water park given limited resources. Short term expenditures - 2013 (R &R): • Replace 2 way radios for staff to communicate on deck. $ 6,000 • Pool vacuum 3,000 • Update /replace camera system 91700 • Water heater - concessions 3,100 • Water heater - changing /bath house 15,000 • Short term expenditures- 2013 (operational): • Tile /caulk replacement in leisure pool 20,000 • Cabling changes to allow better IT access in admissions bldg 5,000 • Update electrical in mini golf area 1,500 • Replace floats in pits for water flow* 1,000 Longer term expenditures 2013 -2016 (R &R): • Door and hatch replacement in mechanical building* 2,000 • Flanges and hardware replacement in mechanical building* 3,000 • Shower Tower replacement 13,000 • Slide restoration of lazy river slide (re- paint) 20,000 • Sound System 10,000 • Replace whole mechanical building with same equipment 350,000 *could be part of this project • Longer term expenditures – 2014 (Operational) o Floor scrubber 6,000 To maintain the viability of Cascade Bay as a safe and family - friendly facility, it would be important to consider what risk the City is willing to take to have the operation temporarily halted for a major repair. If, for example, the boilers shut down, the operation would not be able to function for a period of time — perhaps weeks, if boilers needed to be replaced —at a cost of $100,000. • What is the best way to approach the replacement of necessary infrastructure with limited resources? • Which items should be prioritized for replacement and what information is needed to make an informed decision? • What is the comfort level in waiting until some of this infrastructure fails, requiring the waterpark to shut down for a period of time by postponing the replacement of mechanical infrastructure to future year(s)? �J� City of Ea�ai� 2013 Proposed Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations Acct REVENUES 4160 STATE PERA AID 4304 OTHER REVENUE - NON TAX 4310/11 PARK PROGRAM REVENUE 4312/13 CONCESSION SALES 4314/15 MERCHANDISE SALES 4316/17 GROUP SALES 4318/19 DAILYADMISSIONS 4321 MEMBERSHIPS 4322/23 VENDING 4326/27 FACILITY RENTAL 4331 TRANSIT TAX EXEMPT REVENUE 4610 INTEREST INCOME 4822 OTHER REVENUE -cash short /over TOTAL AQUATIC FACILITY REVENUES REVENUE ESTIMATES Actual Actual Actual Budget Budget 2010 2010 2011 2012 2013 $ 404 $ 404 $ 400 $ 400 1,283 $ 370 - - 30,496 167,619 29,438 30,000 24,900 206,876 26,791 195,902 215,000 200,000 14,365 91,175 14,002 14,500 14,500 126,268 156,875 119,480 140,000 124,300 514,673 - 521,982 519,000 526,000 125,563 67,100 123,001 155,000 139,000 2,047 $ 1,094,375 1,406 2,000 2,000 9,232 $ 318,899 13,859 12,000 11,000 2,163 1,050 - - 5,036 915 3,000 (767) 850 - $ 1,037,639 $ 1,022,658 $ 1,090,900 $ 1,042,100 EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2010 2011 2012 2013 Personal Services $ 514,376 $ 509,572 $ 600,600 $ 595,600 Parts and Supplies 70,439 78,080 84,300 95,800 Services and Other Charges 167,619 166,522 182,000 194,200 Capital Outlay 26,791 8,296 2,800 6,600 Merchandise for Resale 91,175 89,369 70,000 80,000 Debt Service 156,875 149,788 - - ReplenishOperatingCash - - 81,300 - Reserve for Renewal & Replace. 67,100 67,100 69,900 69,900 Total $ 1,094,375 $ 1,068,726 $ 1,090,900 $ 1,042,100 Depreciation Expense $ 318,899 $ 322,568 $ 315,000 $ 308,000 4AW 2013 Proposed Budget Operating Budget Orr City of Eapi Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations CASCADE BAY POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Campus Facilities Manager 0.33 0.33 0.33 0.33 686 Campus Facilities Operations Coordinator 0.67 0.67 0.67 0.67 1,394 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian O.SO 0.50 0.50 0.50 1,040 Manager on Duty 0.33 0.33 0.33 0.33 686 Clerical Technician 0.40 0.40 0.40 0.40 832 Total 2.73 2.73 2.73 2.73 5,678 Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below: CIVIC ARENA POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Campus Facilities Manager 0.67 0.67 0.67 0.67 1,394 Campus Facilities Operations Coordinator 0.33 0.33 0.33 0.33 686 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian 0.50 0.50 0.50 0.50 1,040 Manager on Duty 0.67 0.67 0.67 0.67 1,394 Clerical Technician 0.20 0.20 0.20 0.20 416 Skating School Coordinator 1.00 1.00 1.00 1.00 2,080 Total 3.87 3.87 3.87 3.87 8,050 2013 WORK PLAN Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for seasonal facility 5 Recruit, hire, train and supervise temporary and parttime employees 6 Providework direction to ensure high level of customer service is maintained 7 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meetthe demands of the building 3E; Cily of Ca��ll 2013 Proposed Budget Operating Budget �.r Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations ?( LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2010 2011 2012 2013 6110 SALARIES AND WAGES- REGULAR 92,308 91,951 $ 152,000 $ 151,500 6112 SALARIES AND WAGES- OVERTIME 57 - - - 6130 SALARIES AND WAGES- TEMPORARY 347,555 343,410 350,000 350,000 6131 OVERT[ ME -- TEMPORARY - - - - 6142 PERA- COORDINATED 6,670 6,772 11,000 11,000 6144 FICA 32,406 32,385 38,400 38,400 6151 HEALTH INSURANCE 21,205 22,113 30,800 26,300 6152 LIFE INSURANCE 217 205 - - 6154 DISABILITY - LONG TERM 384 371 - - 6155 WORKERS COMPENSATION 13,581 12,379 18,400 18,400 6157 RETIREE INSURANCE FUNDING (6) (13) - - TOTAL PERSONAL SERVICES 514,376 509,572 600,600 595,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 337 371 500 500 6211 OFFICE PRINTED MATERIAL/FORMS 671 258 700 700 6212 OFFICE SMALL EQUIPMENT - - 100 100 6215 REFERENCE MATERIALS 63 - 300 1,000 6220 OPERATI NG SUPPLI ES-GENERAL 7,776 7,568 9,000 9,000 6222 MEDICAL /RESCUE /SAFETYSUPPLI ES 2,349 1,929 2,000 2,800 6223 BUILDING /CLEANING SUPPLIES 5,623 5,040 5,500 5,500 6224 CLOTH I NG/PERSONAL EQUI PMENT 2,109 2,819 2,500 3,000 6230 REPAI R/MAI NTENANCE SUPP-GENL 2,347 4,244 5,000 5,000 6231 MOBILE EQUI PMENT REPAI R PARTS 254 26 1,000 300 6232 SMALL EQUIPMENT REPAIR PARTS 738 310 1,000 1,000 6233 BUILDING REPAIR SUPPLIES 708 1,784 3,000 3,000 6235 FUEL, LUBRICANTS, ADDITIVES - - 100 100 6236 POOL REPAIR SUPPLIES 104 111 4,000 5,000 6240 SMALLTOOLS 23 - 100 300 6243 HEATING OIL, PROPANE AND OTHER FUELS 840 678 900 900 6244 CHEMICALS & CHEMICAL PRODUCTS 45,583 52,646 45,000 54,000 6257 SIGNS & STRIPING MATERIALS 916 296 3,000 3,000 6270 COMPUTER SOFTWARE - 600 600 TOTAL PARTS & SUPPLIES 70,439 78,080 84,300 95,800 SERVICES & OTHER CHARGES 6310 PROFESS] ONAL SERVICES 6,163 956 7,500 7,500 6314 AUDITING 1,000 1,100 1,000 1,000 6346 POSTAGE 3,048 2,999 3,000 3,000 6347 TELEPHONE SERVICE & LINE CHG 1,165 998 1,300 1,300 6348 MATRIX SERVICE AND REPAIR - - 800 800 6353 PERSONAL AUTO /PARKING - 25 200 200 6355 CELLULAR TELEPHONE SERVICE 895 674 1,000 1,000 6357 ADVERTISING /PUBLICITY /PROMOTION 2,128 2,566 6,000 6,000 6370 GENERAL PRINTING AND BINDING 210 1,007 2,500 2,500 6385 INSURANCE 28,800 28,800 29,500 29,500 6405 ELECTRICITY 45,739 45,697 48,000 48,000 ?( 2013 Proposed Budget Operating Budget *1-1� Glly of Eapli Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL (CONT'D) Acct 6410 NATURAL GAS SERVICE 6424 POOL REPAIR/ LABOR 6426 SMALL EQUIP M ENT REPAIR LABOR 6427 BUILDING OPERATIONS REPAIR LABOR 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6479 DUES AND SUBSCRI PTIONS 6480 LICENSES, PERMITS AND TAXES 6487 VISA /MC BANK CHARGES 6535 OTHER CONTRACTUAL SERVICES 6539 WASTE REMOVAL /SANITATION SERV 6563 LANDSCAPING 6569 MAINTENANCE CONTRACTS 353 OTHER SERVICES AND CHARGES MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE DEBT SERV ICE 6490 PRINCIPAL 6494 INTEREST ON INTERFUND PAYABLE TOTAL DEBT SERVI CE REPLENISH OPERATING CASH RESERVE FOR RENEWAL & REPLACEMENT TOTAL AQUATIC FACILITY Actual CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 6640 MACHINERY /EQUIPMENT 6650 FURNITURE & FIXTURES 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT 6700 CONSTRUCTION PROJECTS 7,000 CAPITAL OUTLAY MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE DEBT SERV ICE 6490 PRINCIPAL 6494 INTEREST ON INTERFUND PAYABLE TOTAL DEBT SERVI CE REPLENISH OPERATING CASH RESERVE FOR RENEWAL & REPLACEMENT TOTAL AQUATIC FACILITY Actual Actual Budget Budget 2010 2011 2012 2013 33,209 40,595 $ 37,000 $ 40,000 5,375 685 7,000 10,000 79 233 400 500 613 1,038 1,500 1,500 92 - 100 100 353 69 500 500 - - 100 100 250 155 300 300 4,003 1,602 1,800 1,700 13,919 12,489 12,000 13,000 8,411 13,301 9,000 13,000 3,196 3,451 3,500 3,700 3,558 2,140 4,000 4,000 5,413 5,941 4,000 5,000 167,619 166,522 182,000 194,200 - 786 - 1,000 4,223 - 600 331 - - - 1,323 2,692 2,800 - 5,102 4,818 - 5,000 15,812 - - - 26,791 8,296 2,800 6,600 91,175 89,369 70,000 80,000 91,175 89,369 70,000 80,000 100,000 110,000 56,875 39,788 156,875 149,788 - - 81,300 - 67,100 67,100 69,900 69,900 $ 1,094,375 $ 1,068,726 $ 1,090,900 $ 1,042,100 -4.47% 6488 DEPRECIATION & AMORTIZATION $ 318,899 $ 322,568 $ 315,000 $ 308,000 J 4111* City of Fap Community Center 2013 Proposed Budget Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Community Center is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Promote health and wellness in the community. • Maintain a high level of service, accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. Operating Budget The Community Center is responsible for the following functions: • Facilitate a wide variety of programs and classes for members and non - members. • Market and operate a wide range of meeting spaces and rental opportunities for the community. • Capture a high level of revenues to best offset the operational costs of the building. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Operate and maintain a quality fitness center and wellness programs. • Provide space, programming and opportunities for all ages. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. PERFORMANCE INDICATORS Description 2010 Actual 2011 Actual 2012 Estimate 2013 Target Groups in the Blast 79 51 80 60 Birthday parties 316 336 340 350 Meetings 953 986 960 990 Open gym program participants (POG/ $3open /BB & VB open) 23,516 24,654 25,000 25,000 Group fitness attendance (included in membership) 0 0 0 0 Memberships -year round 11783 1,675 1,750 1,700 Personal Training hours (new in 2011) 1,324 1,400 1,450 Weddings 83 85 87 87 Average attendance in building per day 1,320 1,195 1,350 1,250 City of Fapl 2013 Proposed Budget Operating Budget Community Center Responsible Manager: Cherry] Mesko, Superintendent of Operations Expenditure by Category HIGHLIGHTS & CHANGES Overview: The proposed 2013 Community Center operating expenditure budget is up $37,300, or 2.2% from 2012. The budget reflects the long -term objective of staffing the building to provide the level of service that the public demands during peak and non -peak times. The focus for 2013 will be to find opportunities all year to thank the public for helping to make the ECC a success over the past 10 years as we celebrate the ECUs 10 year anniversary. Maintaining a high level of direct service contact to meet a growing demand for service and space from the public will continue to remain a priority. Highlight /Change 1: 6223 & 6539 — Changes to the cleaning supplies and waste removal to continue the organics recycling program. The additional costs will cover compostable bags and supplies as well as separate organics waste pick up. Financial Impact: Net increase equals $2,800 with a potential decrease of $1,000 to the cost to haul true trash. Service Level Impact: The pilot program in 2012 demonstrated the effective transition to enhanced recycling and has been very well received by the public. Highlight /Change 2: 6220 - Operating Supplies Changes to the Operating Supplies includes the elimination of birthday cakes for the ECC birthday party packages. With the increasing requests for people to have specialized cakes either for a special theme or because of food related allergies there will be a switch to allow licensed bakery cakes to be brought in for the parties; much like what is allowed for weddings. In addition, the escalating cost of cakes without prior notification of a price increase makes it difficult to maintain a consistent bottom line cost. Should the party planner wish to have the ECC provide the cake, there will be an additional fee and staff will coordinate to accommodate the request. With the higher level of flexibility, we expect an increase in birthday parties. Financial Impact: $5,700 decrease to Operating Supplies and an increase to the number of birthday parties. Service Level Impact: Allows for flexibility for each party and a higher level of service delivery. Highlight /Change 3: 6222 - Medical /Rescue /Safety Supplies Changes to the Medical /Rescue /Safety Supplies includes the incorporation of CPR /1st Aid training for positions within Parks and Recreation Department through the Training Specialist position assigned to the ECC. These costs are for the manuals and supplies that will be needed for in -house training Financial Impact: $1,000 increase Service Level Impact: Allows for in -house training of CPR and 1St Aid for seasonal and recurring part -time staff Highlight /Change 4: 6370 - General Printing and Binding Changes to General Printing and Binding include the updating and re- printing of the ECC marketing collateral. New photos have been taken to represent the changes that have occurred inside and outside the building. The new collateral will represent a fresh new look to celebrate the 10 year anniversary. Financial Impact: $3,800 increase Service Level Impact: Provides fresh, updated collateral that better represents opportunities at ECC. Highlight /Change 5: 6405 - Electricity costs are changed based on the actuals from 2011 and YTD 2012. The biggest impact to consumption is cooling during the warm weather. With peak season occurring during the summer the demand for air conditioning increases. The utility use for this building continues to be monitored through B3 to track trends 39 City of Ea��tl 2013 Proposed Budget Operating Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations and define ways in which to conserve energy. In 2012, for example, the energy management system was upgraded when it was discovered that it wasn't controlling the building's use of energy as efficiently as in the past. Financial Impact: $16,000 increase from 2012. Service Level Impact: Maintaining a comfortable building for guests. Highlight /Change 6: 6487 —Visa Bank Charges —Bank service charges dropped based on a more accurate accounting of charges. Financial Impact: $7,000 decrease from 2012. Service Level Impact: Although this service adds significant costs to the operation, renters and visitors continue to prefer to pay with credit and /or debit cards because they offer a higher level of convenience. Highlight /Change 7: 6535 -Other Contractual Services Changes to Contractual Services includes the full resurfacing of the gym and aerobic studio wood floor. The stripping, sanding and full resurfacing of the floors need to occur every 10 years to maintain the integrity of the subsurface. This project will occur during the April shut -down week and costs $32,000 compared to the $7,000 annual allocation for re- coating the wood floors each year. Financial Impact: $24,700 increase from 2012. Service Level Impact: Maintains the integrity of the building infrastructure. Highlight /Change 8: 6650 — Furniture & Fixtures. To finish the look of the atrium more chairs have been budgeted to add to the furniture in front of the fireplace ($2,000), adding to the flexibility and to meet the demand for the request for these smaller, adjustable round tables, eight (8) bistro tables are proposed to be added to the inventory ($4,000), to update the fitness center and add additional viewing or advertising opportunities throughout the building the addition of five (5) flat screen TV's ($2,500) is being proposed, and the addition of twenty (20) additional rental white outdoor chairs ($800) to meet the continuing outdoor wedding demand have been added. . Financial Impact: $6,600 increase from 2012 Service Level Impact: Respond to the current and future needs that have been requested by the public to make their events or visits more enjoyable. Highlight /Change 9: 6670 — Other Equipment. Capital items that enhance service or rentals and provide new opportunities for revenue are budgeted. Items include equipment to provide commercial free radio in the fitness center ($400), additional equipment to meet the rapidly growing demand for the postural alignment segment of personal training ($1,500), an indoor portable "0" course for PATCH fitness which is part of the postural alignment training program ($3,000) and ceiling fans for the fitness center ($2,800). Financial Impact: $8,600 decrease from 2011; $5,000 increase to personal training and classes. Service Level Impact: Provide services based on needs expressed by current renters. Most items will provide a higher level of service and opportunity for expanded programming. Highlight /Change 10: R &R projects are reviewed annually to make sure they are accurate and appropriately scheduled. Several items scheduled for 2013 have been pushed to later years because they are in good condition. The remaining items are a substantial financial commitment that represents items that have been heavily used over the last 10 years. Financial Impact: The R &R items to be replaced this year are: warming ovens in the catering kitchen ($11,000), Ice maker ($2,600), 50 oval banquet tables ($29,900), 90 -3006 folding tables ($36,900) and pond fountain ($8,000). Service Level Impact: The visual and functional operation of the building is maintained and rental opportunities are enhanced. 7 2013 Proposed Budget Operating Budget . Cily of Ca�a� Acct REVENUES 4304 PERSONALTRAINERS 4305 EQU I PM ENT RENTAL 4310/4311 PARK PROGRAM REVENUE 4312 CONCESSION SALES 4314/4315 MERCHANDISE SALES 4316/4317 GROUP SALES 4318 DAILY ADMISSIONS 4321 MEMBERSHIPS 4322/23 VENDING (VENDORS) 4324/25 ROOM RENTALS 4326/27 FACILITY RENTAL 4328 CONTRACT REVENUE 4329 PASSPORT PROCESSING 4621 ECVB RENT 4840 INTERNAL REVENUE OTHER REVENUE SUBTOTAL OTHER FUNDING SOURCES TRANSFER IN-ANTENNA LEASE REVENUE SUBTOTAL TOTAL REVENUES Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations REVENUE SUMMARY Actual Actual Budget Budget 2010 2011 2012 2013 $ 61,441 $ 61,031 $ 70,500 $ 75,000 15,325 17,208 17,700 26,000 9,764 9,289 10,500 10,000 64,619 73,715 73,300 75,000 2,392 1,916 2,800 1,000 46,729 45,966 49,700 50,300 88,225 102,678 105,800 111,500 620,635 596,845 645,000 600,000 6,439 7,496 9,000 9,000 210,194 273,700 318,100 340,000 3,812 (597) 1,300 1,500 71,888 79,455 81,500 95,000 19,900 - - - 12,336 12,585 12,800 12,700 56,645 55,535 - - 948 12,135 6,000 6,000 1,291,291 1,348,958 1,404,000 1,413,000 283,294 286,753 269,800 298,100 283,294 286,753 269,800 298,100 $ 1,574,585 $ 1,635,711 $ 1,673,800 $ 1,711,100 Expenditure Actual 2010 Actual 2011 Personal Services $ 967,288 $ 1,018,825 Parts and Supplies 56,745 61,812 Services and Other Charges 305,198 334,995 Capital Outlay 9,795 15,774 Contstruction Projects - - Merchandisefor Resale 32,540 35,554 Res ervefor Renewal & Replace. 158,000 158,000 Total $ 1,529,564 $ 1,624,961 Depreciation Expense $ 522,593 $ 561,948 Debt Servi ce 1,359,085 1,358,613 EXPENDITURE SUMMARY Budget 2012 Budget 2013 $ 1,032,000 $ 1,049,100 62,900 61,600 363,700 385,300 23,600 20,100 33,600 37,000 158,000 158,000 $ 1,673,800 $ 1,711,100 $ 506,800 $ 514,000 1,128,900 1,253,900 Lily a� Ea�at� 2013 Proposed Budget Operating Budget Orr Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Government Buildings Engineer 1 1 1 1 2,080 Fitness & Operations Supervisor 1 1 1 1 2,080 Events & Operations Supervisor 1 1 1 1 2,080 Facility Operations Coordinator 1 0 0 0 - Training /Office Support Specialist 0 0.75 0.75 0.75 1,560 Lead Custodian /Maintenance 1 1 1 1 2,080 Custodial 3 3 3 3 6,240 MOD 2 2 2 2 4,160 Total 10 9.75 9.75 9.75 20,280 2013 WORK PLAN Routine 1 Respond to public comments or requests via phone or in person 2 Provide supportto the day -to -day fitness center 3 Daily maintenance and cleaning of building 4 Provide supportto the day -to -day concessions operation 5 Register participants in recreation programs, memberships or daily admissions 6 Set up and change room configurations to accommodate multiple events 7 Develop promotional materials for specialized uses: Blast /Rentals /Fitness 8 Manage staff scheduling and training to meet the demands of the building 9 Recruit, hire, train and supervise temporary and part -time employees 10 Provide work direction to ensure high level of customer service is maintained 11 Manage the building infrastructure to ensure efficient, safe and clean environment 12 Establish and manage fitness programs, classes and memberships 13 Coordinate the rentals of all available spaces within the building 14 Provide input and directions pertainingto policies, budget and general operation of ECC 15 Develop and manage capital improvements and long -range planning 16 Develop and manage policies & procedures that best meet the needs of the community 17 Coordinate outdoor events with indoor activities City of Evan 2013 Proposed Budget Operating Budget �. Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2010 2011 2012 2013 6110 SALARIES AND WAGES- REGULAR 437,250 448,482 $ 486,100 $ 507,000 6112 OVERTIME - REGULAR - - - - 6130 SALARI ES AND WAGES-TEMPORARY 321,872 348,771 321,300 323,000 6131 OVERTIME-TEMPORARY - - - - 6142 PERA- COORDINATED 48,132 53,860 48,700 50,300 6144 FICA 54,310 57,891 61,800 63,500 6151 HEALTH INSURANCE 95,456 100,356 106,600 97,600 6152 LIFE INSURANCE 977 1,006 - - 6154 DISABILITY - LONGTERM 1,727 1,789 - 6155 WORKERS COMPENSATION 7,847 7,327 7,300 7,500 6157 RETIREE INSURANCE FUNDING (282) (657) 200 200 TOTAL PERSONAL SERVICES 967,288 1,018,825 1,032,000 1,049,100 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,364 2,069 3,000 3,000 6211 OFFICE PRINTED MATERIAL/FORMS 899 960 1,300 1,300 6212 OFFICE SMALL EQUIPMENT - 486 Soo 500 6220 OPERATING SUPPLIES- GENERAL 11,585 12,019 12,000 6,300 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 216 27 300 1,300 6223 BUILDING /CLEANING SUPPLIES 20,309 20,849 21,000 22,000 6224 CLOTHI NG/PERSO NAL EQUI PMENT 1,667 3,934 2,000 1,800 6227 RECREATION EQUIPMENT SUPPLIES 4,799 3,941 4,500 7,100 6230 REPAI R/MAI NTENANCE SUPP-GENL 3,454 3,126 3,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS 1,666 2,317 3,000 3,000 6233 BUI LDI NG REPAI R SUPPLI ES 6,347 8,816 8,700 8,700 6240 SMALLTOOLS 354 96 700 500 6241 SHOP MATERIALS 737 556 700 600 6244 CHEMICALS & CHEMICAL PRODUCTS 1,234 2,403 1,300 1,300 6257 SIGNS & STRIPING MATERIAL 1,018 - 800 1,100 6270 COMPUTER SOFTWARE 95 215 100 100 TOTAL PARTS & SUPPLIES 56,745 61,812 62,900 61,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 1,229 1,376 20,500 1,500 6314 AUDITING 2,000 2,100 2,100 2,200 6315 FINANCIAL- NON -AUDIT - - 800 - 6346 POSTAGE 1,143 367 1,000 1,000 6347 TELEPHONE SERVICE & LINE CHG 2,918 2,377 4,500 4,500 6348 MATRIX SERVICE & REPAIR 112 - 500 Soo 6353 PERSONAL AUTO /PARKI NG 179 3 300 300 6355 CELLULAR TELEPHONE SERVICE 726 752 900 900 6357 GENERAL ADVERTISING 10,708 7,782 10,500 10,000 6370 GENERAL PRINTING AND BINDING 1,070 1,028 2,700 6,500 6385 INSURANCE 27,700 27,900 28,300 28,300 6405 ELECTRICITY 140,361 162,303 148,000 164,000 6410 NATURAL GAS SERVICE 44,673 65,609 70,000 70,000 2013 Proposed Budget Operating Budget City of Eapi Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL (CONT'D) DEBT SERV ICE 6490 PRINCIPAL 6491 INTEREST 6492 PAYING AGENT /BOND DESTRUCTION TOTAL DEBT SERVICE 6488 DEPRECIATION & AMORTIZATION 2.23 650,000 680,000 705,000 830,000 709,085 678,188 423,500 423,500 - 425 1,359,085 1,358,613 $ 522,593 $ 561,948 I.1( -i 400 400 1,128,900 1,253,900 $ 506,800 $ 514,000 Actual Actual Budget Budget SERVICES & OTHER CHARGES (CONT -D) 2010 2011 2012 2013 6426 SMALL EQUI PMENT REPAIR-LABOR - - $ - $ - 6475 MISCELLANEOUS 1,095 1,839 1,300 1,400 6476 CONFERENCES AND SCHOOLS 723 1,729 2,500 3,000 6477 LOCAL MEETING EXPENSES - 68 500 500 6478 TUITION AND BOOK REIMBURSEMENT 2,234 - - - 6479 DUES AND SUBSCRIPTIONS 208 204 300 1,100 6480 LICENSES, PERMITS AND TAXES 899 1,718 1,700 1,800 6482 AWARDS, JUDGEMENTS, AND LOSSES 381 95 - - 6487 VISA BANK CHARGES 20,840 13,782 21,000 14,000 6535 OTHER CONTRACTUAL SERVICES 26,133 26,383 25,700 50,400 6539 WASTE REMOVAL /SANITATION SERV 6,089 7,475 6,800 9,600 6569 MAINTENANCE CONTRACTS 13,776 10,104 13,800 13,800 OTHER SERVICES AND CHARGES 305,198 334,995 363,700 385,300 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 1,151 3,391 2,300 1,200 6650 FURNITURE & FIXTURES - - 2,700 9,300 6660 OFFICE FURNISHINGS & EQUIPMENT 2,217 2,666 2,300 1,900 6670 OTHER EQUIPMENT 6,426 9,717 16,300 7,700 CAP I TAL OUTLAY 9,795 15,774 23,600 20,100 CONSTRUCTION PROJECTS 6756 BUILDING & STRUCTURES - - - CONTRUCTION PROJECTS - - - - MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 32,540 35,554 33,600 37,000 MERCHANDISE FOR RESALE 32,540 35,554 33,600 37,000 RESERVE FOR RENEWAL& REPLACEMENT 158,000 158,000 158,000 158,000 TOTAL COMMUNITY CENTER $ 1,529,564 $ 1,624,961 $ 1,673,800 $ 1,711,100 DEBT SERV ICE 6490 PRINCIPAL 6491 INTEREST 6492 PAYING AGENT /BOND DESTRUCTION TOTAL DEBT SERVICE 6488 DEPRECIATION & AMORTIZATION 2.23 650,000 680,000 705,000 830,000 709,085 678,188 423,500 423,500 - 425 1,359,085 1,358,613 $ 522,593 $ 561,948 I.1( -i 400 400 1,128,900 1,253,900 $ 506,800 $ 514,000 i TOTAL UTILITY RATES BY METRO /STATE The following graphs depict combined typical monthly residential water, wastewater, and stormwater utility bills for those municipalities who responded to the survey separated by Minneapolis /St. Paul Metro Area and State. Lake Elmo, MN* TYPICAL MONTHLY RESIDENTIAL TOTAL UTILITY BILL (Minneapolis /St. Paul Metro) $23.14 *Wastewater Rate Not Reported Maple Grove, MN $25.13 White Bear Lake, MN $28.99 ■ Water Spring Lake Park, MN $29.69 ®Wastewater Brookyln Park, MN $30.83 Stormwater Eagan, MN $31:68 Eden Prairie, MN $31.77 Rosemount, MN $32:21 Mounds View, MN $35.06 Plymouth, MN $35.53 Bloomington, MN $35.72 Fridley, MN $35.92 Minnetonka, MN $36.10 Apple Valley, MN $36.64 St. Louis Park, MN ,$38.41 Hopkins, MN $38.60 Oakdale, MN $38.83 U Ramsey, MN $39.59 St. Paul Park, MN $41.50 Richfield, MN $41.97 St. Anthony, MN $42.19 Burnsville, MN $43.11 Chaska, MN 0 $44.50 South St. Paul, MN - $44.96 Falcon Heights, MN mm $47.55, Golden Valley, MN $48.75 Mahtomedi, MN $52.71 West St. Paul, MN $53.68 Victoria, MN $54.61 Wayzata, MN $56.74 Arden Hills, MN ;$58.41 Minneapolis, MN $61.75 Mound, MN - $63.08 Waconia, MN It $64.66 0 20 40 60 80 100 120 Copyright © 2011 AE2S - All Rights Reserved 2011 North Central Utility Rate Survey I Page 28 City OE Fapi 2013 Proposed Budget Operating Budget Revenues: Service charges Connection permits Meter sales Other Total revenues Operating expenses: Personal services Supplies, repairs, maint. Other seNces & charges Merchandise for resale Capital equipment MCES disposal charges Total operating exp* Public Utilities Fund 2013 Budget Revenue and Expense Summary Net operating cash inflow (outflow) 774,500 341,300 *Excluding depreciation expense (9,000) 248,300 ' 249,500 1,604,600 Other non - departmental revenues: Interest income 210,000 Connection charges 130,000 Antenna lease revenue (excludes ECC allocation) 602,000 Other 49,200 Total - non -dept revenue 991,200 Net cash inflow (outflow) $ 2,595,800 ME Sanitary Street Storm Water Water Sewer Lighting Drainage Quality TOTALS $4,471,000 $ 6,348,000 $ 609,000 $ 552,000 $ 881,500 $ 12, 861, 500 3,000 4,000 - - - 7,000 15,000 - - 15,000 11,800 25,000 10,000 46,800 $4,500,800 $ 6,377,000 $ 609,000 $ 552,000 $ 891,500 $ 12,930,300 1,209,200 566,500 - 90,500 360,300 2,226,500 366,100 64,100 - 13,400 64,700 508,300 2,087,000 802,100 618,000 194,800 210,200 3,912,100 20,100 - - - - 20,100 43,900 240,000 5,000 6,800 295,700 - 4,363,000 - - - 4,363,000 $ 3,726,300 $ 6,035,700 $ 618,000 $ 303,700 $ 642,000 $ 11,325,700 Net operating cash inflow (outflow) 774,500 341,300 *Excluding depreciation expense (9,000) 248,300 ' 249,500 1,604,600 Other non - departmental revenues: Interest income 210,000 Connection charges 130,000 Antenna lease revenue (excludes ECC allocation) 602,000 Other 49,200 Total - non -dept revenue 991,200 Net cash inflow (outflow) $ 2,595,800 ME * City of Ba jan 2013 Proposed Budget Operating Budget IN 2013 Budget PUBLIC UTILITIES ENTERPRISE FUND Detail of Revenues y9 Actual Actual Budget Budget Acct 2010 2011 2012 2013 DEPARTMENTAL: Water 4505 Water Service Fees $ 4,586,457 $ 4,956,842 $ 4,586,000 $ 4,439,000 4506 Water Service Penalties 32,790 30,950 34,000 32,000 4507 Water Connection Permits 1,677 3,943 2,000 3,000 4509 Sale of Meters 12,793 19,491 13,000 15,000 4511 Sale of Property 2,643 2,334 3,000 2,000 4512 Water Turn Off /On Fee 8,348 9,528 9,000 9,000 4521 Constr Meter Permits 800 720 1,000 800 4,645,508 5,023,808 4,648,000 4,500,800 Sanitary 4530 Sewer Sanitary Sewer Service Fees 5,402,086 5,623,241 6,070,000 6,321,000 4531 Sanitary Sewer Penalties 25,611 26,817 29,000 27,000 4532 San Sewer Connection Permits 2,900 4,950 3,000 4,000 4534 1/1 Surcharge - Non - inspection 22,500 47,850 - 25,000 5,430,598 5,702,858 6,102,000 6,377,000 Street Lights 4550 Neighborhood Light Svc Fees 339,739 359,957 374,000 388,000 4551 Neighbrhd /Comm Lt Penalties 3,046 2,907 3,000 3,000 4560 Community Light Service Fees 190,684 201,773 210,000 218,000 533,469 564,637 587,000 609,000 Storm Drainage /Water Quality 4540 Storm Drainage Service Fees 1,127,138 1,315,087 1,225,000 1,429,000 4541 Storm Drainage Penalties 4,997 4,443 5,000 4,500 4226 Developer Escrow Reimbursmt 7,465 23,220 8,000 10,000 4672 Water Quality Dedication Fees 2,393 - 3,000 - 1,141,993 1,342,750 1,241,000 1,443,500 NON - DEPARTMENTAL: 4031 Assmt Penalties and Interest 4,893 5,501 4,000 5,000 4140 State Grants 72,772 121,378 - - 4160 State PERA Aid 4,442 4,442 4,400 4,400 4228 Eng / Financial Information 180 180 200 200 4242 Maint Equipment and Personnel 8,143 14,871 8,000 10,000 4243 Manual Reading -Ded Bill Meters 640 600 700 600 4605 Amort on Bond Premium 33,859 - - - 4610 Interest on Investments 641,505 312,687 340,000 150,000 4612 Interest on Assessments 60,702 66,087 60,000 60,000 4613 Interest on Interfund Receivable 49,806 84,872 - - 4615 Change in Fair Value of Inv (20,069) (123,888) - - 4617 Antenna Lease Admn Fees 15,000 - 2,000 2,000 4618 Site Survey / Eng Applic Review 8,000 1,000 8,000 1,000 4619 Antenna Lease Landscape Escow 15,000 - 10,000 5,000 4620 Antenna Site Rent (excludes ECC) 373,339 V 479,630 568,000 602,000 4658 Vehicle Sales 4,060 15,310 - - 4675 Wetlands Consery Appl Fee 100 - 1,000 - 4680 Connection Charge - -Water 35,783 89,790 30,000 50,000 4685 Conn Chg- -Water Treatmt Plant 71,436 119,486 12,000 80,000 4691 Other Revenue 389 99 1,000 1,000 4822 Other Reimbursements 14,303 98,714 20,000 20,000 1,344,478 1,290,759 1,069,300 991,200 GRAND TOTAL S 13.096.045 13.924.812 S 13.647.300 S 13.921.500 y9 City o��,d�dll 2013 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Jon Eaton, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Department is to: • Produce, treat, store and distribute safe and clean potable water for the City of Eagan. • Continuously monitor the quality of the drinking water supply and maintain compliance to all State and Federal requirements. • Provide skilled and trained personnel to operate and maintain the water supply/ treatment /storage /distribution, sewer collection, and storm drainage conveyance systems. The Public Utilities —Water Department is responsible for the following functions: • Inspect and maintain the water distribution system, including point -of -use metering. • Inspect and maintain the storm water conveyance system and assist with natural resources water quality objectives. • Supply and treat all potable water needed within the City including sampling, testing and chemical treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and maintain storage facilities, wells, and pressure control stations. • Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies. • Assist other departments when needed. PERFORMANCE INDICATORS Description Water main breaks /Service Leaks Gallons of safe drinking water produced per day per capita MN Dept. of Health samples collected Backflow preventers tested Meter service calls Customer service calls Hydrants flushed Hydrants painted Locates performed H5 2010 2011 2012 2013 Actual Actual Estimate Target 8 18 8 8 126 121 130 130 840 840 840 840 691 560 600 600 2,308 2,595 2,500 2,500 3,146 3,866 3,800 3,800 3,367 2,041 2,500 2,500 833 300 300 300 7,123 9,531 9,000 9,000 City of Fapil 2013 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Jon Eaton, Superintendent of Utilities Expenditure by Category Parts and Services Other Supplies Charges 9% b Personal .• Servicesi Outlay 31% Resale 1% HIGHLIGHTS & CHANGES Overview: The proposed 2013 Water Utility operating budget shows an overall increase of $60,000, or 1.7% over the 2012 budget. While not included in the operating budget, capital improvements totaling $1,352,400 are discussed in Highlights 5 and 6. The capital projects are funded by renewal /replacement dollars that were previously set aside for that purpose. Highlight /Change 1: An increase in Street Repair Supplies ( #6255) to account for the actual costs associated with road repairs due to main breaks for valve repairs. This places the budget value much closer to the 3 -year actual expense. Financial Impact: Increase of $9,200 over the 2012 budget Service Level Impact: None Highlight /Change 2: An increase in Professional Services ( #6310) is the result of updating the Minnesota Department of Health (MDH) required Wellhead Protection Plan, and better alignment (budget versus actual) of paid professional services based on historical balances. Financial Impact: Wellhead Protection Plan accounts for $17,000 of the $35,400 increase from 2012 budget. Service Level Impact: None Highlight /Change 3: An increase in Telephone Service & Line Charges ( #6347) to account for the City main phone service charge. This places the budget value much closer to the 3 -year actual expense. Financial Impact: Increase of $19,900 over the 2012 budget Service Level Impact: None Highlight /Change 4: The Utility Billing service changed to a single provider that prints, stuffs, and mails bills versus multiple vendors and City staff. This changed decreased expenses in Office Supplies ( #6210) and Postage ( #6346) but consolidated and increased the expense in Contractual Services ( #6535). Financial Impact: Net increase of $5,800 over the 2012 budget Service Level Impact: Bill format was improved; bills get to customers sooner; less staff time required to get bills out. Highlight /Change 5: The 5 -year Utility initiative to update infrastructure (due to age and wear) was discussed and approved through the CIP process. Financial Impact: $442,400 for various renewal /replacement projects Service Level Impact: Improvements maintain service level, but automate some portions of water production. Highlight /Change 6: As outlined in the Public Works CIP, a new will in the north water supply field is planned in connection with the development of the Lockheed - Martin site new well will be constructed if the Lockheed - Martin property develops. Improvements in the Fairway Hills area (Ultra High Zone) and relocation of the watermain in the Cedar Grove redevelopment area are planned as well. Financial Impact: $500,000 for the well; $260,000 for Fairway Hills (partially assessable);$150,000 in Cedar Grove. Service Level Impact: Improvements allow for business and residential expansion. I_ �. 1 <w� City of Fapll 2013 Proposed Budget Operating Budget Public Utilities — Water (61) Responsible Manager: Jon Eaton, Superintendent of Utilities EXPENSE SUMMARY 2013 WORK PLAN 1 Water Admi nistrati on 2 Water Field Operation /Repair 3 Erosion control 4 GIS /GPSAdministration 5 Treatment Plant /Production 6 Emergency call outs J� Actual Actual Budget Budget Expenses 2010 2011 2012 2013 Personal Services $ 1,010,456 $ 1,114,235 $ 1,225,700 $ 1,209,200 Parts and Supplies 457,327 374,891 347,000 366,100 Services and Other Charges 2,189,233 2,312,668 2,022,800 2,088,000 Capital Outlay 12,327 7,963 50,800 43,900 Merchandisefor Resale - 8,687 20,000 20,100 Total Operating Expenses $ 3,669,343 $ 3,818,444 $ 3,666,300 $ 3,727,300 Bond Payment- Principal - - - - Bond Payment- Interest $ 40,523 - Paying Agent /Bond Destrctn Fee 403 - - Debt Service Payments $ 40,926 - - - Capital (budgetonly) - - $ 493,500 $ 1,352,400 Depreciation Expense $ 2,029,525 $ 2,186,817 $ 1,952,500 $ 2,158,000 POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Superintendent 0.67 0.67 0.67 0.67 1,394 Water Production /Treatment Supervisor 1 1 1 1 2,080 Utility Field Operations Supervisor 0.33 0.33 0.33 0.33 686 Administrative Assistant (System Analyst) 1 1 1 1 2,080 Senior GIS Technician 0.8 0.8 1 0 - GISTechnician 1 1 1 2 4,160 Utilities Inspector 1 1 1 1 2,080 System Maintenance Workers 3 3 3 3 6,240 Water Treatment /Production Workers 4 4 4 4 8,320 UtiIityTechnician 0.5 0.5 0.5 0.5 1,040 Total 13.30 13.30 13.50 13.50 28,080 2013 WORK PLAN 1 Water Admi nistrati on 2 Water Field Operation /Repair 3 Erosion control 4 GIS /GPSAdministration 5 Treatment Plant /Production 6 Emergency call outs J� �.* pi l t �, 2013 Proposed Budget Operating Budget y oC ��aoa[l Public Utilities - Water (61) Responsible Manager: Jon Eaton, Superintendent of Utilities LINE ITEM DETAIL gI Actual Actual Budget Budget Acct PERSONAL SERVICES 2010 2011 2012 2013 6110 SALARIES AND WAGES - REGULAR $ 726,516 $ 805,073 $ 845,900 $ 822,400 6112 OVERTIME - REGULAR 10,069 12,502 49,000 52,100 6130 SALARIES AND WAGES- TEMPORARY 11,094 9,234 31,900 29,900 6131 OVERTIME-TEMPORARY - - - 6142 PERA- COORDINATED 52,391 58,569 64,900 63,400 6144 FICA 54,386 58,410 70,900 69,200 6151 HEALTH INSURANCE 125,491 123,312 141,400 150,400 6152 LIFE 1,471 18,044 - - 6154 DISABILITY - LONGTERM 2,680 2,980 - - 6155 WORKERS COMPENSATION 27,063 27,752 21,700 21,800 6157 RETIREE HEALTH INSURANCE FUNDING (704) (1,640) - TOTAL PERSONAL SERVICES 1,010,456 1,114,235 1,225,700 1,209,200 PARTS & SUPPLIES 6210 OFFICE SUPPLI ES $ 3,796 $ 3,803 $ 4,000 $ 1500 6211 OFFICE PRINTED MATERIAL/FORMS 40 66 200 - 6212 OFFICE SMALL EQUIPMENT 1,173 160 - - 6215 REFERENCE MATERIALS 48 244 - 200 6220 OPERATING SUPPLIES- GENERAL 4,785 2,770 2,400 2,000 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 3,349 5,587 1,700 3,500 6223 BUILDING /CLEANING SUPPLIES 4,368 5,853 4,000 4,000 6224 CLOTHING /PERSONAL EQUIPMENT 3,125 3,245 4,400 4,000 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 2,395 1,130 2,500 5,000 6231 MOBILE EQUIP REPAIR PARTS 6,714 3,674 3,600 3,600 6232 SMALL EQUIPMENT REPAIR PARTS 431 21 300 300 6233 BUILDING REPAIR SUPPLIES 2,681 9,179 5,000 5,000 6234 FIELD /OTHER EQUIPMENT REPAIR 131 498 - - 6235 FUEL, LUBRICANTS, ADDITIVES 16,617 20,130 24,500 25,300 6240 SMALLTOOLS 567 2,319 500 500 6244 CHEMICALS & CHEMICAL PRODUCTS 118,769 137,388 105,800 113,100 6250 LANDSCAPE MATERIAL& SUPPLIES 19,554 681 2,900 2,900 6255 STREET REPAIR SUPPLIES 30,839 19,948 10,800 20,000 6257 SIGNS & STRIPING MATERIAL 1,393 551 400 500 6260 UTILITY SYSTEM PARTS /SUPPLIES 67,385 92,856 62,700 62,800 6270 COMPUTER SOFTWARE 169,168 64,789 111,300 111,900 TOTAL PARTS & SUPPLI ES 457,327 374,891 347,000 366,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL $ 192,772 $ 171,293 $ 47,800 $ 83,200 6311 LEGAL 1,107 374 - - 6314 AUDITING 5,800 6,400 6,000 7,000 6315 FINANCIAL NON -AUDIT 1,441 500 5,000 - 6323 TESTING SERVICES 1,441 8,319 5,000 2,000 6346 POSTAGE 15,796 15,615 18,800 3,100 6347 TELEPHONE SERVICE & LINE CHG 24,864 24,826 5,100 25,000 6351 PAGER SERVICE FEES 508 508 400 - 6352 TELEPHONE CIRCUITS 1,524 3,124 1,600 3,200 6353 PERSONAL AUTO /PARKING 195 146 200 100 6354 CAR WASHES 65 49 - - 6355 CELLULAR TELEPHONE SERVICE 3,441 3,097 4,100 3,700 6356 ONE CALL SERVICE FEE 5,286 5,241 5,400 6,000 6357 ADVERTISING /PUBLICATIONS - - 100 6358 EMPLOYMENT ADVERTISI NG - - 100 6359 LEGAL NOTICE PUBLICATION - - - 100 6370 GENERAL PRINTING AND BINDING 1,116 4,761 6,400 3,700 gI * city of Ea as 2013 Proposed Budget Operating Budget Public Utilities - Water (61) Responsible Manager: Jon Eaton, Superintendent of Utilities LINE ITEM DETAIL (CONT'D) DEBT SERVICE 6490 BONDPAYMENT- PRINCIPAL - 6491 BOND PAYMENT- INTEREST 40,523 6492 PAYING AGENT /BOND DESTRCTN FEE 403 TOTAL DEBT SERVICE 40,926 DEPRECIATION 6488 DEPRECIATION EXPENSE 2,029,525 2,186,817 1,952,500 2,158,000 5a Actual Actual Budget Budget SERVICES & OTHER CHARGES 2010 2011 2012 2013 6385 INSURANCE $ 78,000 $ 79,600 $ 79,600 $ 79,600 6409 ELECTRICITY - WELLS /BOOSTER STN 699,793 727,373 786,300 778,500 6410 NATURAL GAS SERVICE 87,403 92,336 102,700 98,900 6425 MOBILE EQUIPMENT REPAIR LABOR 299 92,336 500 500 6426 SMALL EQUIPMENT REPAI R 299 144 500 - 6427 BLDG OPERATIONS /REPAIR -LABOR 3,612 833 2,000 2,000 6429 STREET REPAI R-LABOR - - - 1,000 6432 UTI LITY SYSTEM REPAI R -LABOR 83,910 194,585 14,300 16,000 6457 MACHINERY& EQUI PMENT-RENTAL 66 690 - - 6476 CONFERENCES AND SCHOOLS 9,569 10,788 9,200 12,000 6477 LOCAL MEETING EXPENSE - 631 - 200 6478 TUITION AND BOOK REIMBURSEMENT 1,150 1,625 - - 6479 DUES AND SUBSCRI PTIONS 4,608 4,152 4,600 11,800 6480 LICENSES, PERMITS AND TAXES 46,501 10,132 53,100 54,700 6482 AWARDS, JUDGEMENTS AND LOSSES 27 - - - 6487 VISA/MC BANK CHARGES 932 2,772 900 3,600 6505 PUBLIC UTILITY ADMIN FEE 778,067 779,900 784,800 784,800 6506 TRANSFER FOR CENTRAL SVCS 121,833 46,100 46,300 46,300 6535 OTHER CONTRACTUAL SERVICES 1,126 5,756 9,700 38,500 6537 JANITORIAL SERVICE 9,619 9,672 - - 6539 WASTE REMOVAL/SANITATION SERV 311 2,258 500 500 6569 MAI NTENANCE CONTRACTS 6,753 6,733 11,100 10,900 6575 MCES DISPOSAL CHARGES - - 10,900 10,900 OTHER SERVICES AND CHARGES 2,189,233 2,312,668 2,022,800 2,088,000 CAPITAL OUTLAY 6631 SPECIAL ASSESSMENTS ON CITY PROPERTY 1,636 - - - 6670 OTHER EQUIPMENT 10,691 7,963 29,900 18,900 6680 MOBILE EQUIPMENT - - 20,900 25,000 CAPITALOUTLAY 12,327 7,963 50,800 43,900 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE - 8,687 20,000 20,100 MERCHANDISE FOR RESALE 8,687 20,000 20,100 TOTAL WATER DEPARTMENT $ 3,669,343 $ 3,818,444 $ 3,666,300 $ 3,727,300 1.66% CAPITAL /CONSTRUCTION PROJECTS 6630 RENEWAL & REPLACEMENT - 158,000 442,400 6700 CONSTRUCTION PROJECTS 1,509 335,500 910,000 1,509 493,500 1,352,400 DEBT SERVICE 6490 BONDPAYMENT- PRINCIPAL - 6491 BOND PAYMENT- INTEREST 40,523 6492 PAYING AGENT /BOND DESTRCTN FEE 403 TOTAL DEBT SERVICE 40,926 DEPRECIATION 6488 DEPRECIATION EXPENSE 2,029,525 2,186,817 1,952,500 2,158,000 5a 111W 4.. City of Fapil 2013 Proposed Budget Operating Budget Public Utilities — Sewer (62) Responsible Manager: Jon Eaton, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities —Sewer Department is to: • Provide uninterrupted sanitary sewer conveyance services for the City. • Meet all State and Federal standards in waste water management. • Provide skilled and trained personnel to operate and maintain the water distribution system, sewer collection /conveyance, and storm drainage conveyance systems. The Public Utilities — Sewer Department is responsible for the following functions: • Maintain sanitary sewer collection and conveyance system including pipes, manholes, and lift stations. • Report to all State and Federal agencies required by law. • To inspect and maintain the waste water collection system and ensure its sanitary conveyance to the Metropolitan Treatment Facility at Seneca. • To inspect and maintain the storm water conveyance system and assist with natural resources water quality objectives. • Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies. • Assist other departments as directed. PERFORMANCE INDICATORS 53 2010 2011 2012 2013 Description Actual Actual Estimate Target Televised sewer pipe, in feet 185,448 86,916 200,000 200,000 Sewer pipe jetted, in mi I es 49 284 150 150 Sewer pi pe rel i ned, i n feet 4,432 6,000 5,000 5,000 New sewer service accounts 44 6 50 50 53 ill Y � Of Ed 8[l 2013 Proposed Budget Operating Budget Expenditure by Category Public Utilities — Sewer (62) Responsible Manager: Jon Eaton, Superintendent of Utilities Services HIGHLIGHTS & CHANGES and Other Overview: The proposed 2013 Sewer budget Charges shows an overall increase of $343,000, or 6.0% o Qe over the 2012 budget, primarily due to Parts an increased charges from the Metropolitan Supplies_ Capital Council Environmental Services (MCES) and Outlay 1% the purchase of a replacement sewer 1% televising vehicle and its equipment. Capital projects funded by renewal /replacement dollars were approved as part of the Public Works CIP, but are noted below in Highlight 5. Highlight /Change 1: The MCES Wastewater Disposal charges ( #6575) are projected to increase 3.7% from 2012. The fees are established by MCES and allocated to cities for sewage treatment based on their proportionate share of the metro wide total flows have increased due to increased operational costs. Financial Impact: Increase $155,600 from 2012 budget Service Level Impact: None Highlight /Change 2: The Mobile Equipment ( #6680) line item increased by $240,000 to replace two vehicles. The major piece of equipment being replaced is the sewer televising vehicle and equipment (vehicle #214) at an estimated cost of $200,000. Highlight /Change 3: The Utility Billing service changed to a single provider that prints, stuffs, and mails bills versus multiple vendors and City staff. This changed decreased expenses in Office Supplies ( #6210) and Postage ( #6346) but consolidated and increased the expense in Contractual Services ( #6535). Financial Impact: Net increase of $5,800 over the 2012 budget Service Level Impact: Bill format was improved; bills get to customers sooner; less staff time required to get bills out. Highlight /Change 4: A shift of the Renewal & Replacement capital costs from Utility System Repair ( #6432) to Capital Renewal & Replacement ( #6630) decrease significantly decreases the line item and more accurately portrays the operation costs. Financial Impact: Decrease of $127,500 over the 2012 budget. Service Level Impact: None Highlight /Change 5: The 5 -year Utility initiative to update infrastructure (due to age and wear) was discussed and approved through the CIP process. Projects include Carlson Lake lift station improvement, sewer lining, and SCADA renewal Financial Impact: $510,000 in 2013 Service Level Impact: Improvements maintain service level but automate some portions of sewerage system. 5`-1 41W �Ity 0 i;alafl 47 2013 Proposed Budget 2013 Hours Operating Budget Public Utilities — Sewer (62) 0.33 686 0.67 0.67 Responsible Manager: Jon Eaton, Superintendent of Utilities 1,387 4 4 EXPENSE SUMMARY 8,320 0.5 0.5 0.5 1,040 5.50 Actual Actual Budget Budget Expense 2010 2011 2012 2013 Personal Services $ 551,482 $ 515,015 $ 514,700 $ 566,500 Parts and Supplies 110,895 91,085 58,600 64,100 Services and Other Charges 5,613,053 5,783,025 5,120,400 5,166,100 Capital Outlay 219 195 - 240,000 Transfer Out 14,202 - - - Total $ 6,289,850 $ 6,389,320 $ 5,693,700 $ 6,036,700 Capital /Construction Projects - - - $ 510,000 Depreciation Expense $ 677,177 $ 696,895 $ 662,900 $ 689,000 POSITION INVENTORY Personnel 2010 Superintendent 0.33 Utilities Operations Supervisor 0.67 System Maintenance Workers 4 Utility Technician 0.5 Total 5.50 2013 WORK PLAN Activity Routine 1 Sanitary sewer administration 2 Sanitary sewer field operation /repair maintenance 3 1 & I mitigation 4 Emergency call outs JJ 2011 2012 2013 Hours 0.33 0.33 0.33 686 0.67 0.67 0.67 1,387 4 4 4 8,320 0.5 0.5 0.5 1,040 5.50 5.50 5.50 11,433 " Clt� OC �id��11 2013 Proposed Budget Operating Budget Public Utilities - Sewer (62) Responsible Manager: Jon Eaton, Superintendent of Utilities PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 6220 OPERATING SUPPLIES- GENERAL 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 6223 BUILDING /CLEANING SUPPLIES 6224 CLOTHI NG/PERSO NAL EQUI PMENT 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 6231 MOBILE EQUIP REPAIR PARTS 6232 SMALL EQUIPMENT REPAIR PARTS 6233 BUILDING REPAIR SUPPLIES 6235 FUEL, LUBRICANTS, ADDITIVES 6240 SMALLTOOLS 6250 LANDSCAPE MATERIALS & SUPPLIES 6255 STREET REPAIR SUPPLIES 6257 SIGNS & STRIPING MATERIAL 6260 UTILITY SYSTEM PARTS /SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6314 AUDITING 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6351 PAGER SERVICE FEES 6352 TELEPHONE CIRCUITS 6353 PERSONAL AUTO /PARKING 6355 CELLULAR TELEPHONE SERVICE 6356 ONE CALL SERVICE FEES 6357 ADVERTISING /PUBLICATIONS 6358 EMPLOYMENT ADVERTISING 6370 GENERAL PRINTING AND BINDING 6385 INSURANCE 6405 ELECTRICITY $ 411 50 606 15W 1,750 113 6,586 337 44 16,824 221 203 78 22,816 60,855 110,895 LINE ITEM DETAIL Budget Actual Actual Acct PERSONAL SERVICES 2010 2011 6110 SALARIES AND WAGES- REGULAR $ 371,378 $ 354,138 6112 OVERTIME - REGULAR 18,684 9,522 6130 SALARIES AND WAGES- TEMPORARY 20,893 12,414 6131 OVERTIME-TEMPORARY - 68,600 6142 PERA- COORDINATED 27,447 27,035 6144 FICA 29,284 26,618 6151 HEALTH INSURANCE 63,661 68,494 6152 LIFE 792 702 6154 DISABILITY- LONGTERM 1,421 1,268 6155 WORKERS COMPENSATION 18,211 15,496 6157 RETIREE INSURANCE FUNDING (288) (672) TOTAL PERSONAL SERVICES 551,482 515,015 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 6220 OPERATING SUPPLIES- GENERAL 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 6223 BUILDING /CLEANING SUPPLIES 6224 CLOTHI NG/PERSO NAL EQUI PMENT 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 6231 MOBILE EQUIP REPAIR PARTS 6232 SMALL EQUIPMENT REPAIR PARTS 6233 BUILDING REPAIR SUPPLIES 6235 FUEL, LUBRICANTS, ADDITIVES 6240 SMALLTOOLS 6250 LANDSCAPE MATERIALS & SUPPLIES 6255 STREET REPAIR SUPPLIES 6257 SIGNS & STRIPING MATERIAL 6260 UTILITY SYSTEM PARTS /SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6314 AUDITING 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6351 PAGER SERVICE FEES 6352 TELEPHONE CIRCUITS 6353 PERSONAL AUTO /PARKING 6355 CELLULAR TELEPHONE SERVICE 6356 ONE CALL SERVICE FEES 6357 ADVERTISING /PUBLICATIONS 6358 EMPLOYMENT ADVERTISING 6370 GENERAL PRINTING AND BINDING 6385 INSURANCE 6405 ELECTRICITY $ 411 50 606 15W 1,750 113 6,586 337 44 16,824 221 203 78 22,816 60,855 110,895 LINE ITEM DETAIL Budget Budget 2012 2013 $ 333,500 $ 337,900 20,000 21,100 20,400 29,900 - 29,900 25,600 26,000 28,600 29,700 64,300 68,600 $ 433 $ 545 451 454 1,728 294 4,690 23,570 385 35,711 22,823 91,085 22,300 514,700 4,900 1,000 1,200 300 1,900 500 2,300 28,800 200 1,000 16,500 58,600 662,745 789,055 32,300 5,800 6,400 6,000 17,782 15,824 18,800 6,974 7,185 3,100 373 377 - 3,867 3,870 1,600 2,110 2,214 2,000 5,540 4,662 5,400 668 - - 13,800 14,100 14,100 659 1,210 - 23,400 Z)00,:)UU $ 1,500 200 1,900 300 2,300 500 2,300 300 29,900 400 2,000 1,000 21,500 64,100 29,400 7,000 3,100 7,000 4,000 100 2,000 6,000 100 100 14,100 City of Fapil 2013 Proposed Budget Operating Budget Public Utilities - Sewer (62) Responsible Manager: Jon Eaton, Superintendent of Utilities LINE ITEM DETAIL (CONT'D) 6408 ELECTRICITY -LIFT STATIONS 6425 MOBILE EQUIPMENT REPAIR LABOR 6429 STREET REPAIR -LABOR 6430 COMMUNICATION SYSTEM RPR -LABOR 6432 UTILITYSYSTEM REPAIR -LABOR 6440 1/1 MITIGATION -SUMP PUMP 6441 1/1 MITIGATION -OTHER 6457 MACHINERYAND EQUIPMENT 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6478 TUITION AND BOOK REIMBURSEMENT 6479 DUES AND SUBSCRIPTIONS 6480 LICENSES, PERMITS AND TAXES 6487 VISA /MC BANK CHARGES 6505 PUBLIC UTILITY ADMIN FEE 6506 TRANSFER FOR CENTRALSVCS 6535 OTHER CONTRACTUAL SERVICES 6539 WASTE REMOVAL/SANITATION SERVICES 6569 MAINTENANCE CONTRACTS 6575 MCES DISPOSAL CHARGES SERVICES & OTHER CHARGES CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 6670 OTHEREQUIPMENT 6680 MOBILEEQUIPMENT CAPITAL OUTLAY TRANSFER OUT 6805 TRANSFER OUT TRANSFER OUT TOTAL SEWER DEPARTMENT CAPITAL /CONSTRUCTION PROJECTS 6630 RENEWAL& REPLACEMENT (BUDGET ONLY) DEPRECIATION 6488 DEPRECIATION EXPENSE Actual Actual Budget Budget 2010 2011 2012 2013 24,457 24,359 27,500 28,300 - 310 1,000 1,000 1,000 1,000 - 400 - 6,934 1,571 141,000 13,500 13,147 66,258 150,000 150,000 8,815 (405) 100,000 100,000 - - 1,000 1,000 605 135 3,000 4,400 - - 300 200 56 41 - - 341 75 200 200 932 2,772 800 2,400 369,875 370,800 373,100 373,100 59,225 23,100 23,200 23,200 3,901 56 5,300 30,000 312 420 400 400 1,353 891 1,500 1,500 4,402,782 4,447,745 4,207,400 4,363,000 5,613,053 5,783,025 5,120,400 5,166,100 - 195 - 219 - 240,000 219 195 240,000 14,202 14,202 $ 6,289,850 $ 6,389,320 $ 5,693,700 $ 6,036,700 6.02 $ 510,000 $ 677,177 $ 696,895 $ 662,900 $ 689,000 ST7 City of Cacao 2013 Proposed Budget Operating Budget Public Utilities — Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer PURPOSE & DESCRIPTION The purpose of the Public Utilities — Street Lighting Department is to: • Provide adequate lighting for public safety on city streets and at signalized intersections within the City of Eagan. • Provide the electrical power for the traffic control signals within the City of Eagan. [111 • Coordinate the maintenance of the street lighting system for optimal performance. • Administer the maintenance of the traffic control signals' operation and infrastructure. The Public Utilities — Street Lighting Department is responsible for the following functions: • Coordinate the installation of street lights on all streets within City jurisdiction, both private developments and public improvements. • Address maintenance needs of the street lighting system & traffic control signals within the City, including light replacement, pole repair /refurbishment. • Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements for street lights. • Manage the reimbursement of electrical services for street lighting and traffic signals. • Update Capital Improvement Program for the City's street light and traffic control signals. • Coordinate /present Public Hearings /Final Assessment Hearings for City improvements for street lights. PERFORMANCE INDICATORS Description Street lights maintained (city- owned) New street lights i nsta I I ed (city-owned) Upgrade existing street lights (utility- owned) Traffic signals (city, county & state) New traffic signals installed (city, county & state) f� 2010 2011 2012 2013 Actual Actual Estimate Target 313 334 341 374 0 21 40 40 4 2 9 8 69 69 70 69 0 0 0 0 City Of ERpil 2013 Proposed Budget Operating Budget Services and Other Charges 100.0% Public Utilities — Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer Expenditure by Category HIGHLIGHTS & CHANGES Overview: The Street Lighting budget shows an increase of $32,100 or 5.5 %, due largely to increased energy costs and maintenance to an aging system, offset slightly by a reduction in new street lights being installed under the Capital Improvement Program. Highlight /Change 1: Electricity for Street Lights ( #6406) is expected to be up 7.6% over the 2012 budget, while Signal Lights ( #6407) power is up 10.5% from 2012, primarily because of the energy rate increases. Traffic signals are operational 24 hours per day, 365 days per year with individual meters. Although street lights are activated by photoelectric sensors, they are billed on a projected number of non - daylight hours per year. Financial Impact: Combined increase of $35,400 over the 2012 budget Service Level Impact: None Highlight /Change 2: Cost estimates for Utility System Street Light ( #6411) upgrades and new major Intersection installations are decreased based on the Capital Improvement Plan for 2013. Financial Impact: Decrease $7,000 over the 2012 budget Service Level Impact: None Highlight /Change 3: Utility System Repair /Labor ( #6432) shows a contingency increase due to anticipated completion of street light painting of City -owned streetlights in the Cedar Grove Parkway and Central Parkway areas in 2012. Financial Impact: Increase of $3,700 over the 2012 budget Service Level Impact: None J 1 City of Ea�all 2013 Proposed Budget Operating Budget Public Utilities - Street Lighting (63) Responsible Manager: Tim Plath, Transportation and Operations Engineer LINE ITEM DETAIL 1o] Actual Actual Budget Budget Acct PARTS & SUPPLIES 2010 2011 2012 2013 6255 STREET REPAI R SUPLIES $ $ $ $ PARTS & SUPPLIES 6310 PROFESSIONAL SERVICES - GENERAL 601 - 5,000 5,000 6406 ELECTRICITY- STREETLIGHTS 389,287 413,111 440,800 474,300 6407 ELECTRICITY - SIGNAL LIGHTS 16,412 17,883 18,400 20,300 6411 UTILITY SYSTEM STREETLIGHT INSTALLATIONS 28,577 - 31,000 24,000 6432 UTILITY SYSTEM REPAIR -LABOR 29,152 22,706 45,100 48,800 6505 PUBLIC UTILITY ADMIN FEE 41,700 38,400 38,600 38,600 6535 OTHER CONTRACTUAL SERVICES 4,057 1,571 7,000 7,000 OTHER SERVICES AND CHARGES 509,786 493,670 585,900 618,000 TOTAL STREET LIGHTING DEPARTMENT $ 509,786 $ 493,670 $ 585,900 $ 618,000 5.48% 6488 DEPRECIATION EXPENSE $ 12,797 $ 12,797 $ 12,800 $ 12,800 1o] City of Fapa 2013 Proposed Budget Operating Budget Public Utilities — Storm Drainage (64) Responsible Manager: Jon Eaton, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Storm Drainage Department is to: • Maintain the City's collection and conveyance system for excess surface water runoff. The Public Utilities — Storm Drainage Department is responsible for the following functions: • Inspect and maintain drainage system consisting of pipes, ponds and pumping stations. • Maintain the inlets and outlets for ponds including the removal of any erosion /siltation that restricts the flow or limits ponding capacities. • Respond to emergency pumping station alarms or resident calls during major peak events. • Assist with Water Quality programs and objectives as necessary to meet Federal, State, and City standards and reporting requirements. PERFORMANCE INDICATORS Description Televised storm pipes, in miles Dra i nage compl a i nts received Construction inspections performed Ponds inspected Control structures checked (0 � 2010 2011 2012 2013 Actual Actual Estimate Target 7,321 0 5,500 5,500 42 0 0 0 51 54 50 50 198 195 150 150 98 84 84 84 City of Fapil 2013 Proposed Budget Operating Budget Expenditure by Category Services and Other _ — - --- Charges 49% Public Utilities — Storm Drainage (64) Responsible Manager: Jon Eaton, Superintendent of Utilities HIGHLIGHTS & CHANGES Overview: The proposed 2013 Storm Drainage operating budget shows an overall increase of $55,900, or 22.6% over the 2012 budget, primarily due to correcting an artificially low electricity budget line item. Operations are essentially unchanged. Renewal and replacement capital projects of $340,000 were approved with the Public Works CIP and are discussed in Highlight 2 below. Highlight /Change 1: Electrical costs for lift stations ( #6408) continue to increase, a projected rate increase of 7% by Xcel Energy and Dakota Electric Assoc (DEA) was added. This line item was budgeted too low in 2012 based on historical costs; the proposed budget more accurately reflects actual costs. Financial Impact: $47,400 increase over 2012. Service Level Impact: None. Service level is unchanged; this is to correct budget level. Highlight /Change 2: The Capital Renewal & Replacement ( #6630) line item has increased significantly to cover projected renewal & replacement projects. The 5 -year Utility initiative to update infrastructure (due to age and wear) was discussed and approved through the CIP process. Projects include delta removal, SCADA renewal and general stormwater infrastructure maintenance. Financial Impact: $340,000 in 2013 Service Level Impact: None. �a City of Faun 2013 Proposed Budget Operating Budget Public Utilities — Storm Drainage (64) Responsible Manager: Jon Eaton, Superintendent of Utilities EXPENDITURE SUMMARY (0--,) Actual Actual Budget Budget Expenditure 2010 2011 2012 2013 Personal Services $ 118,777 $ 90,585 $ 89,400 $ 90,500 Parts and Supplies 6,339 4,157 11,200 13,400 Services and Other Charges 162,057 196,954 147,200 194,800 Capital Outlay - - - 5,000 Transfers Out 102,515 - - - Total $ 389,688 $ 291,696 $ 247,800 $ 303,700 Capital Construction /Projects - - $ 30,000 $ 340,000 Depreciation Expense $ 1,024,218 $ 1,024,218 $ 1,022,500 $ 1,022,000 POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours System Maintenance Workers 0.5 0.5 1 1 2,080 Total 0.5 0.5 1.0 1.0 2,080 2013 WORK PLAN Activity Routine 1 Inspection /clean -up of structures 2 Lift station maintenance 3 Weed harvesting 4 Water quality support 5 Aeration 6 Storm response (0--,) City of Eap 2013 Proposed Budget Operating Budget Public Utilities - Storm Drainage (64) Responsible Manager: Jon Eaton, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2010 2011 2012 2013 6110 SALARIES AND WAGES - REGULAR $ 77,208 $ 58,114 $ 53,100 $ 53,400 6112 OVERTIME - REGULAR 508 484 1,200 1,200 6130 SALARIES AND WAGES- TEMPORARY 10,006 8,800 11,400 12,200 6131 OVERTIME - TEMPORARY - - - - 6142 PERA - COORDINATED 5,460 4,158 3,900 3,800 6144 FICA 6,221 4,574 5,000 5,100 6151 HEALTH INSURANCE 14,714 11,440 12,100 11,200 6152 LIFE 171 122 - - 6154 DISABILITY - LONGTERM 309 225 - - 6155 WORKERS COMPENSATION 4,035 2,444 2,700 3,600 6156 RETIREE HEALTH INSURANCE 143 222 - - TOTAL PERSONAL SERVICES 118,777 90,585 89,400 90,500 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - - 400 400 6220 OPERATING SUPPLIES- GENERAL 300 - 6222 MEDICAL /RESCUE /SAFETY SUPPLIES - 100 300 6224 CLOTHING /PERSONAL EQUIPMENT 375 400 500 500 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 15 - 300 6231 MOBILE EQUIPMENT REPAIR PARTS - 100 100 6232 SMALL EQUIPMENT REPAIR PARTS 100 200 6234 FIELD /OTHER EQUIPMENT REPAIR 100 - 6235 FUELS, LUBRICANTS, ADDITIVES 42 300 300 6240 SMALL TOOLS - 300 300 6250 LANDSCAPE MATERIAL & SUPPLIES 40 274 2,000 2,000 6255 - - 1,000 6260 UTILITY SYSTEM PARTS /SUPPLIES 5,882 3,469 7,000 8,000 TOTAL PARTS & SUPPLIES 6,339 4,157 11,200 13,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 8,641 10,758 - - 6357 ADVERTISING /PUBLICATIONS - - 100 6358 EMPLOYMENT ADVERTISING - - - 100 6385 INSURANCE 3,800 3,900 3,900 3,900 6408 ELECTRICITY -LIFT STATIONS 103,515 128,787 91,400 138,800 6427 BUILDING OPERATIONS /REPAIR -LAB - - - - 6432 UTILITY SYSTEM REPAIR - LABOR 18,100 27,574 25,000 25,000 6457 MACHINERY AND EQUIPMENT 175 230 500 5o0 6476 CONFERENCES AND SCHOOLS 25 105 200 200 6505 PUBLIC UTILITY ADMIN FEE 27,800 25,600 25,700 25,700 6539 WASTE REMOVAL /SANITATION SERVICE - - - - 6S69 MAINTENANCE CONTRACTS 500 500 OTHER SERVICES AND CHARGES 162,057 196,954 147,200 194,800 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT - - 6680 MOBILE EQUIPMENT - 6700 CONSTRUCTION PROJECTS 5,000 CAPITAL OUTLAY 5,000 TRANSFERS 6805 TRANSFERS OUT 102,515 - TRANSFERS 102,515 - - - TOTAL STORM DRAINAGE DEPARTMENT $ 389,688 $ 291,696 $ 247,800 $ 303,700 22.56% CAPITAL CONSTRUCTION /PROJECTS 6630 OTHER IMPROVEMENTS - - $ 30,000 $ 340,000 DEPRECIATION 6488 DEPRECIATION EXPENSE $ 1,024,218 $ 1,024,218 $ 1,022,500 $ 1,022,000 6 City of Ea lall 2013 Proposed Budget Operating Budget Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator PURPOSE & DESCRIPTION N — 019 N The purpose of the Public Utilities — Water Quality Department is to: • Protect and improve natural, aesthetic, and recreational qualities of Eagan lakes and wetlands for enjoyment and use by residents of the Cityr*+� and region. The Public Utilities — Water Quality Department is responsible for the following functions: -- • Direct implementation of Eagan Water Quality Management Plan. • Ensure City compliance with Minnesota Wetland Conservation Act rules. " • Coordinate City compliance with Minnesota storm -water discharge permit and impaired water regulations. • Monitor and manage water resources and other land use activities directly or indirectly affecting water resources. • Educate community about land and water issues relating to water quality, lakes, and wetlands. • Coordinate among city, county, state, and federal entities to protect and improve water resources. PERFORMANCE INDICATORS CD 2010 2011 2012 2013 Description Actual Actual Estimate Target Lakes, wetlands monitored in long -term program 15 10 14 19 Lakes aerated in winter for fisheries 12 1 13 13 Lakes monitored for fish populations (w/ MN DNR) 3 3 4 3 Loads of aquatic plants removed from lakes 68 75 70 70 Lakes, ponds treated with alum 0 0 2 3 Lakes of study /planning efforts 2 2 2 12 Climb Theatre performances in K -12 schools 4 4 4 4 Youth Fishing Program participants 89 54 75 75 Rain gardens/ stormwater infiltration structures installe( 9 6 10 0 Biennial LakeFest attendees 350 off year 350 off year CD City of Eapil 2013 Proposed Budget Operating Budget Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator Expenditure by Category station. HIGHLIGHTS & CHANGES Overview: The proposed 2013 Water Quality operating budget has an increase of $14,300 or 2.3% from 2012, due primarily to adding the City's cost -share for professional services for the 2012 -2015 $167,000 Neighborhood Lakes Management Plans Clean Water Partnership grant (from Minnesota Pollution Control Agency (MPCA)), which is offset by a decrease in chemicals associated with the operation of the Fish Lake Alum Dosing Highlight /Change 1: An increased cost for Professional Services ( #6310) for first -year work -plan implementation of, and City's cost share match for, the 2012 -2015 $167,000 Neighborhood Lakes Management Plans Clean Water Partnership grant. Financial Impact: $26,000 increase over 2012 budget Service Level Impact: Increased capability to evaluate sources and amounts of stormwater runoff loads from watersheds, estimate effects of stormwater runoff on lake water quality, and identify potential solutions via water quality capital improvements while providing significant technical support to implement the state - contract work plan. Highlight /Change 2: A decreased cost for Chemicals ( #6244) to operate the Fish Lake Alum Dosing treatment system, based on a lower anticipated quantity need and a lower anticipated per - gallon cost. Constructed in 2011, this system was operated for the first year in 2012. The operation fulfills commitments made in the 2007 Water Quality & Wetland Management Plan and the 2010 Total Maximum Daily Load (TMDL) Implementation Plan approved by MPCA. Financial Impact: $12,200 decrease over the 2012 budget Service Level Impact: None G6 <., City ofap 2013 Proposed Budget Operating Budget Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator EXPENDITURE SUMMARY Expenditure 2010 2011 2012 2013 2013 Personal Services $ 313,207 $ 305,037 $ 351,600 $ 360,300 Parts and Supplies 26,523 81,979 81,600 0 64,700 Services and Other Charges 143,043 258,567 187,500 1 210,200 Capital Outlay 7,246 27,893 3,400 1 3,200 Other 8,100 8,100 3,600 0 3,600 Total $ 498,119 $ 681,576 $ 627,700 $ 642,000 Depreciation Expense $ 62,284 $ 116,930 $ 98,900 $ 112,000 POSITION INVENTORY Personnel 2010 2011 2012 2013 Hours Water Resources Manager 0 0 0 1 2,080 Water Resources Coordinator 1 1 1 0 - Water Resources Specialist 1 1 1 1 2,080 Water Resources Technician 1 1 1 1 2,080 System Maint Worker 0.5 0.5 0 0 - Operations Support Specialist 0.5 0.5 1 1 2,080 Clerical Technician 0.5 0.5 0 0 - Total 4.5 4.5 4.0 4.0 8,320 2013 WORK PLAN Activity Routine 1 Program administration /staff supervision /operations & clerical support 2 Monitor & manage water resources and relevant land use activities 3 Monitor /coordinate required TMDL implementation plans 4 Enhance recreational fishing; assess ecological conditions 5 Manage grant projects /initiate new proposals 6 Public education /involvement 7 Public relations /customer service 8 Interagency coordination /partnerships 9 Professional development /training 10 Coordinate required Stormwater Pollution Prevention Plan V7 City Ea a of n 2013 Proposed Budget Operating Budget � Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL rx Actual Actual Budget Budget Acct PERSONAL SERVICES 2010 2011 2012 2013 6110 SALARIES AND WAGES- REGULAR $ 238,108 $ 223,909 $ 258,000 $ 264,500 6112 OVERTIME - REGULAR 88 - - - 6130 SALARIES AND WAGES-TEMPORARY 927 7,557 8,700 8,000 6131 OVERTIME- TEMPORARY - 29 - - 6142 PERA- COORDINATED 16,230 16,303 18,700 19,200 6144 FICA 17,021 17,224 20,400 20,800 6151 HEALTH INSURANCE 34,400 34,816 40,700 42,600 6152 LIFE 451 436 - - 6154 DISABILITY- LONG TERM 845 825 - - 6155 WORKERS COMPENSATION 5,433 4,519 5,100 5,200 6157 RETIREE INSURANCE FUNDING (297) (581) - - TOTAL PERSONAL SERVICES 313,207 305,037 351,600 360,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 43 - 100 100 6215 REFERENCE MATERIALS 67 63 100 100 6220 OPERATING SUPPLIES- GENERAL 2,265 1,302 2,000 1,800 6222 MEDICAL/RESCUE /SAFETY SUPPLIES - - 100 100 6224 CLOTHING /PERSONAL EQUIPMENT 433 190 300 300 6226 PUBLIC SAFETYSUPPLIES 67 - - - 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 300 - - - 6231 MOBILE EQUIP REPAIR PARTS 8,812 10,299 12,500 13,600 6232 SMALL EQUIPMENT REPAIR PARTS 232 1,276 300 500 6234 FIELD /OTHEREQUIPM ENT REPAIR 846 649 1,000 600 6235 FUEL, LUBRICANTS, ADDITIVES 7,514 10,379 17,700 13,400 6240 SMALLTOOLS 261 186 200 200 6244 CHEMICALS & CHEMICAL PRODUCTS - 33,962 44,200 32,000 6250 LAN DSCAPE MATER IAL &SUPPLIES 4,196 15,400 1,000 1,000 6257 SIGNS &STRIPING MATERIAL 1,487 1,170 1,500 1,000 6260 UTILITY SYSTEM PARTS /SUPPLIES - 7,103 - 6270 COMPUTER SOFTWARE 600 TOTAL PARTS & SUPPLIES 26,523 81,979 81,600 64,700 rx '1401� {, City of EaP11 2013 Proposed Budget Operating Budget Public Utilities - Water Quality (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL (CONT'D) SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6323 TESTI NG SERVICES 6328 SPECIAL EVENTS /ADMISSION FEES 6346 POSTAGE 6353 PERSONAL AUTO /PARKING 6355 CELLULAR TELEPHONE SERVICE 6359 LEGAL NOTICE PUBLICATION 6370 GENERAL PRINTING AND BINDING 63851NSURANCE 6405 ELECTRICITY 6425 MOBILE EQUIPMENT REPAIR -LABOR 6426 SMALL EQUI PMENT REPAIR-LABOR 6457 MACHINERYAND EQUIPMENT 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETI NG EXPENSES 6479 DUES AND SUBSCRIPTIONS 6480 LICENSES, PERMITS AND TAXES 6495 WATERSHED MANAGEMENTASSESSMNT 6505 PUBLIC UTILITY ADMI N FEE 6535 OTHER CONTRACTUAL SERVICES 6538 TOWING CHARGES OTHER SERVICES AND CHARGES Acct CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT 6700 CONTRUCTION PROJECTS CAPITAL OUTLAY OTHER 6860 COSTSHARING PAYMENTS OTHER TOTAL WATER QUALITY DEPARTMENT Actual Actual Budget Budget 2010 2011 2012 2013 6,880 124,393 47,000 73,000 13,978 14,090 21,800 18,100 - - 2,000 - - - 100 - 147 131 200 100 1,077 1,066 1,100 1,500 - - 100 100 3,229 1,872 Soo 500 7,800 8,000 8,000 8,000 2,442 3,464 2,900 2,200 - - 100 100 237 200 200 - 277 200 200 156 108 200 100 1,666 1,939 1,900 2,900 - 5 100 100 329 300 300 300 968 332 600 600 34,522 33,053 33,100 33,100 69,600 63,900 64,300 64,300 88 5,400 2,800 4,800 161 - - - 143,043 258,567 187,500 210,200 239 3,233 - - 2,051 1,429 2,000 - 373 - 1,400 3,200 4,583 23,232 - - 7,246 27,893 3,400 3,200 8,100 8,100 3,600 3,600 8,100 8,100 3,600 3,600 $ 498,119 $ 681,576 $ 627,700 $ 642,000 2.28% 6488 DEPRECIATION EXPENSE $ 62,284 $ 116,930 $ 98,900 $ 112,000 1 Agenda Information Memo October 22, 2012 Eagan Special City Council Meeting VII. CITY ADMINISTRATOR PROFILE / DISCUSSION WITH RECRUITER ACTION TO BE CONSIDERED: Approve the proposed City Administrator position profile. FACTS: • On September 19, 2012, the City Council authorized the retention of Brimeyer Fursman, LLC to serve as the executive recruitment firm to assist the City in its search for the next City Administrator. • Over the past several weeks, recruiters Richard and Nina Fursman have been meeting one - on-one with Councilmembers, department directors, and staff groups to learn about the City of Eagan, understand expectations for the new City Administrator, and develop a position profile. • Richard and Nina Fursman will be in attendance at the October 22 workshop to review the draft City Administrator position profile, and discuss the recruitment and selection process that will meet the expectations of the City Council. • City Administrator Hedges and Assistant City Administrator Miller have reviewed the draft profile. • The Council will be asked to provide feedback and direction on the profile in order that it can be used during the formal recruitment period, which is anticipated to occur during the remainder of October through November. ATTACHMENTS: Enclosed on pages I � through rl 4 is the City Administrator position profile prepared by Brimeyer Fursman. 110 City...................... ............................... Eagan, MN 1.,,�& Population .......... ............................... ...64,200 Citof Ea on Position Profile Position ....... ...........................City Administrator Y (1 Salary Range .................... $133,032 — $154,000 The City of Eagan, MN The City of Eagan, MN is seeking a proven leader to serve the community as their next City Administrator. The highly - regarded first Administratorof Eagan isretiring after 37 years of dedicated and thoughtful service to the community and organization. Eagan, Minnesota's ninth largest city, is a vibrant community known for excellent neighborhoods, exceptional public facilities, abundant parklands, and outstanding municipal services. Eagan was recognized in 2006, 2008, 2010, and 2012 as one of America's best smaller cities to live in by Money Magazine. Home to over 64,000 people, Eagan is conveniently located in the Twin Cities metropolitan area, neighboring Minneapolis and Saint Paul. The community has a strong tax base and is home to over 2,300 thriving businesses and corporations, including Thomson Reuters, Blue Cross, Blue Shield of Minnesota, United Parcel Services (UPS), US Postal Service, and Ecolab. The City operates under a Council- Administrator form of government employing 235 regular and up to 400 seasonal and part -time employees. Quality customer service is a central feature of all City services. The City places a high value on responsiveness to citizen needs within established fiscal parameters. Regarded as a great place to live and work, the City government enjoys a stable workforce with experienced and professional staff. "The City of Eagan exists to serve the needs and interests of its present and future citizens" 7 K The City of Eagan The Organization Priorities Eagan incorporated as a City in 1974 with a population of 17,000. The City grew quickly in the coming decades, replacing farms with homes and businesses. The population ex- ploded over the next 35 years as people were attracted to the well- designed and managed community. Today the population is over 64,000 and is anticipated to peak at 68,000 in a few years time. Eagan has a strong mix of major employers resulting in the population growing during the day. Additional job growth is expected in the coming years as Eagan holds it's posi- tion as one of the region's most desirable places to operate a business. Eagan provides its citizens a sense of com- munity and is filled with a combination of lush wooded areas, beautiful rolling hills, lakes and ponds, as well as lovely residen- tial areas and well planned commercial and industrial areas. Strong in Tough Economic Times The City experienced a strong commercial and industrial reinvestment in 2011, with nearly $20 million in private improvements to existing facilities. Eagan documented a 58% increase in commercial /industrial ten- ant improvements in 2011. New residential construction in 2011 was significantly high- er than previous years as well, totaling 73 new housing units. Education and Parks Three highly regarded, independ- ent school districts serve the City and the region providing for over 40,000 students. The City cur- rently maintains 54 parks cover- ing 1,370 acres, with such recre- ation facilities as hiking trails, tennis courts, skating rinks, shel- ters, and athletic fields. Among the many wonderful park ameni- ties includes the tremendously popular Cascade Bay Waterpark. Eagan is represented by Mayor Mike Maguire and Councilmembers Paul Bakken, Gary Hansen, Cyndee Fields and Meg Tilley. The Mayor and Council focus on the "big - picture" issues and count on the staff to carry out the directions of the majority. The new Administrator will inherit a number of active projects when he or she starts. A few of the projects that will be considered or underway include: • Significant community redevelopment opportunities Administration of City government and ser- vices is organized into eight departments. The organization runs lean considering the size, complexity, and services provided by the City, which is made possible by everyone doing their part. Citizen involvement includes participation in four advisory commissions including plan- ning, parks, airport relations, and energy and environment. Department Head Changes Two long- serving leaders in the organization will be recently retired when the new admin- istrator comes aboard. The Public Works and newly created Finance Department will have new leaders who worked up through the ranks. The Senior Management Team consists of the Police Chief, Fire Chief, Assis- tant City Administrator, Finance Director, Human Resources Manager, Parks and Rec Director, Community Development Director, Public Works Director, Communications Director, and City Administrator. �a • Launching of a 16.2 mile fiber infrastructure for use by private sector providers to serve local businesses • Transportation initiatives including Cedar Avenue Bus Rapid Transit • Facilitate and execute the 2013 -14 City Council Goals Priorities for the first 6-12 months • Landuse changes and challenges • Ongoing establishment of new senior staff • Funding: question of revenue and changes to service • Familiarize with the organization culture, learn the mechanics of the job • Establish lines of communication with the public, Council and staff Budget The 2012 General Fund adopted budget is $28,040,000. The elected officials and staff are proud of their commitment to provide great service in the most cost - effective manner. Culture The organization has a team philosophy in everything it does. The management team is built on a model of collaboration and consensus on all issues facing the organization. The talented department directors value the empowerment they have been given to run their departments as they move toward the goals and vision established by the Mayor and Council. Position Description Essential Functions Leadership Capabilities The City Administrator is the chief operating officer and responsible for the day to day operations of the city. The position reports directly to the City Council and carries out the direction of the Council. The position has nine (9) direct reports and oversees all City departments: Administration /Support Ser- vices, Communications, Community Devel- opment, Finance, Fire, Parks and Recrea- tion, Police, and Public Works. MINIMUM QUALIFICATIONS: 1. Bachelor's degree in public administra- tion, business administration, or related municipal administrative field. 2. Minimum of ten years of progressively responsible experience in municipal government or comparable organiza- tional setting, with at least five years in an executive position such as depart- ment head, assistant manager, city manager or administrator. 3. Proficiency in MS Office (Word, Excel, Outlook, and PowerPoint). 4. Proven capabilities in leadership, prob- lem solving, strategic thinking, and knowledge of governmental operations. 5. Strong sense of honesty and integrity. 6. Good sense of humor. DESIRED QUALIFICATIONS: 1. Master's degree in public administra- tion or business administration 2. International City/County Management Association Credentialed Manager Pre- ferred 3. Strategic financial planning experience 4. Experience with community redevelop- ment The City Administrator works collaboratively with all department directors and functions within the City of Eagan to ensure effective administration of City services. The primary position responsibilities and areas of impact are: *Direct, plan, and implement policies, objec- tives, and activities of the City to ensure effective and efficient operations, maxim- The desired new City Administrator will be a servant leader, with a deep sense of humili- ty, high integrity, and commitment. He or she will be expected to continue the strong tradition of a team approach to problem solving and maintain the focus of a service driven organization. The Administrator is expected to be the gatekeeper of the organi- zation with the ability to manage relation- ized return on investments, high productivi- ships with the Council while tendingto the ty, and an overall positive image of the City. •Analyze City operations and evaluate per- formance of the organization and staff in meeting objectives; determine areas of potential cost reduction, program improve- ment, or policy change; determine the needs of the City and recommend priori- ties. •Confer with the Mayor and members of the City Council as needed to discuss issues and resolve problems, meet with citizens and citizen groups to exchange infor- mation, while also coordinating activities, projects, and programs that are proposed from members of the municipal staff. •Coordinate the City's financial and budget activities in order to fund operations, max- imize investments, and increase efficiency. •Develop appropriate organization structure to meet community needs. •Foster and demonstrate teamwork, collab- oration, and open & transparent communi- cations in all City Services, within the or- ganization and throughout the community. *Work in partnership with colleagues, espe- cially with peers in Dakota County, includ- ing the Dakota County High Performance Partnership and the Dakota Communica- tions Center. Also serve as an active mem- ber on the Board of the Local Government Information Systems. *Make recommendations to the City Council regarding the hiring and dismissal of em- ployees, and present collective bargaining proposals to the City Council. •Be engaged in the community, provide community outreach, and serve as an "ambassador" of the community. While these areas are the primary focus of the position, teamwork, collaboration and flexibility exemplify the Eagan culture and all employees will be called upon to perform a variety of duties as a part of their role with the City. coordination of staff. The Administrator will have a strong and confident demeanor with- out being egoistical, and an ability to build strong trusting relationships. The leader sought will be forthright, yet dip- lomatic, understanding politics without be- ing political, and have a desire to reach be- yond City Hall. The Administrator in Eagan is more than a technician providing excellent service. The Administrator is an extension of the Council and reflects the values of the organization. The successful Administrator will become part of the fabric of the community. Organization The City of Eagan exists to serve the needs and interests of its present and future citizens by providing quality public ser- vices, personal and property protection, a healthy environment, a stable tax base, attractive amenities, a sense of communi- ty and ethical representation. The City will endeavor to reflect community values in an effective, responsible, efficient and visionary manner. E ____j Citizens Mayor and Council Assistant City Administrator For Support Services -.. -� .- Fire Police Community Finance Development Announcement The City of Eagan, MN (Pop. 64,200) is seeking a proven leader to serve the community as their next City Administrator. The highly- regarded first Administrator of Eagan is retiring after 37 years of dedicated and thoughtful service to the community and organization. Eagan, Minnesota's ninth largest city, is a vibrant community known for excellent neighborhoods, exceptional public facilities, abundant parklands, and outstanding municipal services. Eagan was recognized in 2006, 2008, 2010, and 2012 as one of America's best smaller cities to live in by Money Magazine. The desired new City Administrator will be a servant leader, with a deep sense of humility, high integrity, and commitment. He or she will be expected to continue the strong tradition of a team approach to problem solving and maintain the focus of a service driven organization. Bachelor's degree in public administration, business administration, or related municipal administrative field. Minimum of ten years of progressively responsible experience in municipal government or comparable organizational setting, with at least five years in an executive position such as department head, assistant manager, city manager or administrator. Position profile is available at www.brimi4roul).com. Send letter of interest and electronic resume to EaganCA @brimgroup.com by 11/29/12. Please direct questions to Richard Fursman at richardfursman @gmail.com or (651) 338 -2533. For additional information about Eagan please visit: www.cityofeagan.com Communications City Attorney Parks and W Public Works Recreation Brime er f �V y ursman Exec utive Sealch I Stlalegles Saiary Range: $ 133,032— $154,000