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08/13/2013 - City Council SpecialSPECIAL CITY COUNCIL MEETING WEDNESDAY AUGUST 13, 2013 5:30 P.M. EAGAN ROOM -EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. UPDATE FROM THE EAGAN ATHLETIC ASSOCIATION IV. JOINT MEETING WITH THE ADVISORY PARKS AND RECREATION COMMISSION (APrC) • 2013 -2014 APrC WORK PLAN • 2014 -2018 PARKS CAPITAL IMPROVEMENT PROGRAM V. UPDATE FROM THE GREEN RIBBON INITIATIVES LEADERSHIP TEAM VI. 2014 GENERAL FUND BUDGET AND TAX LEVY VII. OTHER BUSINESS VIII. ADJOURNMENT Agenda Memo August 13, 2013 City Council Workshop III. Update from the Eagan Athletic Association ACTION TO BE CONSIDERED: Ken LaChance, Eagan Athletic Association (EAA) President, and Jim Howe, EAA President Elect, will provide an overview of the non - profit organization dedicated to the development of the community's young people through athletics. No action is needed by the Council. FACTS: • EAA has been a long -time partner with the City for the provision of youth sports for Eagan residents. • EAA was incorporated as a non - profit in 1962. It is a multisport athletic association governed by a volunteer board. • The City provides athletic fields at no cost for EAA In -house sport programs. Rental fees are collected for gym time and outdoor athletic fields used for traveling programs. ATTACHMENTS: • PowerPoint presentation attached on pages--,21 —to . 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FACTS: • The Advisory Parks Commission has been working to develop a comprehensive work plan that they could focus on for the years 2013 -2104. • At their July 15, 2013 workshop the APrC finalized and adopted their proposed work plan to present to the City Council for review and direction. • The Advisory Parks and Recreation Commission is proposing the following work plan and goals for 2013 -14, in addition to reviewing development proposals and recommending projects for the Parks Capital Improvement Plan budget: 1. Finish construction of new park at the Nicols Ridge /Cedar Grove three -acre site area to meet the needs of the surrounding community and, in conjunction with the Eagan Historical Society, recommend a name for the park to the City Council. 2. Recommend initiatives to the City of Eagan and its constituents for an active living infrastructure. Conduct a joint meeting with the Energy and Environment Advisory Commission to discuss the following: a. Identify where the Complete Streets initiative might be implemented. b. Enhanced walking and biking routes c. Trail gaps — fill in where needed d. Safe route to school initiative e. Coordination with Dakota Trails and Greenway Development 3. Recommend initiatives to the City of Eagan and its constituents for an active living policies and programs that encourage activity following the concepts of the Healthy Eating and Active Living resolution passed by the City Council in 2012. 4. Recommend initiates to the City of Eagan and its constituents for future recreation programs and facilities to meet the following objectives: a. Meeting our projected demographics and changing resident needs b. Promotion of healthy /active living c. Partnering and coordinating with other recreation service providers to maximize service mix d. Researching interest, need and feasibility of additional facilities 5. Complete an Art Vision process that includes recommended guidelines for cultivating and installing public art in Eagan. ATTACHMENTS: • None 6 Agenda Memo August 13, 2013 City Council IV. APPROVE the 2014 Parks and Recreation Capital Improvements Prollram ACTION TO BE CONSIDERED: To approve the 2014 Parks and Recreation Department CIP for park improvements. FACTS: • The Advisory Parks Commission (APrC) has prepared an updated CIP for the years 2014 — 2014. The CIP is consistent with the goals of the 20/20 Vision Plan and existing master plans. • At their meeting on July 15, 2013, the APrC took formal action to recommend specific approval of the 2014 CIP projects with years 2014 — 2017 considered as preliminary and subject to change. • Funding for the CIP has historically come from the Park Site Fund (PSF), which is primarily money collected from developments at the time of platting in lieu of land dedication. Starting with the 2012 budget the City Council designated a $400,000 annual allocation to fund what is now called the Park Systems Development and Renewal and Replacement Fund. 2014 CIP Projects: Lexington - Diffley Fields, Scoreboard Improvements The site is host to large tournaments throughout the year. Est. Cost = $80,000 Replace 3 existing scoreboards and install 3 new scoreboards with boards that utilize low energy, LED wireless technology. 2. Holz Farm Phase III, Demo of Cliff Road House Demolition of the Cliff Road house and garage, and restoration Est. Cost = $40,000 to a natural condition consistent with the overall site master plan. Currently rented as a residence. 3. Moonshine Park Development Plan Development of a master plan for the recently acquired property Est. Cost = $30,000 contiguous with the existing retreat site, preparation of construction specifications as necessary. 4. Quarry Park Improvements Modifications to the park as made necessary by the extension Est. Cost = $25,000 of Quarry Road through the southern portion of the park. 5. Thresher Fields Drainage System Installation of a sub - surface drainage system to help alleviate Est. Cost= $95,000 water issues on the heavily used soccer fields. 6. Thresher Fields Parking Expansion Development of a designated parking area and access path Est. Cost = $85,000 for the OLDA, to include handicapped parking. lim 7. Dugout Roof Upgrades @ sites TBD Replacement of tarp style covers with metal roofs on Est. Cost = $40,000 tournament fields. 8. Playground Installation @ sites TBD Continuation of the ongoing program of playground Est. Cost = $75;000 replacement. Playgrounds are replaced on a rotational basis or as determined by inspections. Determinations are generally made in the spring. 9. Small Projects @ site TBD Continuation of funding for special needs, partnerships and Est. Cost = $30,000 small unanticipated projects that becomes necessary during the course of the year. Est. 2014 Total = $500,000 ATTACHMENTS: • 2014 capital improvement projects detail on page • 2014 -2017 capital improvement projects detail on pages �� toay 111 2014 CIP Project Summary • Lexington - Diffley Fields, Scoreboard Improvements; The site is host to large tournaments throughout the year. Replace 3 existing scoreboards and install 3 new scoreboards with boards that utilize low energy, LED wireless technology. • Holz Farm Phase III, Demo of Cliff Road House; Demolition of the Cliff Road house and garage, and restoration to a natural condition consistent with the overall site master plan. Currently rented as a residence. • Moonshine Park Development Plan; Development of a master plan for the recently acquired property contiguous with the existing retreat site, preparation of construction specifications as necessary. • Quarry Park Improvements; Modifications to the park as made necessary by the extension of Quarry Road through the southern portion of the park. • Thresher Fields Drainage System; Installation of a sub - surface drainage system to help alleviate water issues on the heavily used soccer fields. • Thresher Fields Parking Expansion; Development of a designated parking area and access path for the OLDA, to include handicapped parking. • Dugout Roof Upgrades @ sites TBD; Replacement of tarp style covers with metal roofs on tournament fields. • Playground Installation @ sites TBD; Continuation of the ongoing program of playground replacement. Playgrounds are replaced on a rotational basis or as determined by inspections. Determinations are generally made in the spring. • Small Projects @ site TBD; Continuation of funding for special needs, partnerships and small unanticipated projects that becomes necessary during the course of the year. Wo Subtotal $800,000 Park Improvements 1. Rahn Court Construction $150,000 PSF 2. Building Upgrades $450,000 PSF 3. Pickleball Courts $100,000 PSF /G 4. Wandering Walk Trail $100,000 PSF /G 5. Bur Oaks Trail Paving $100,000 PSF /G 6. Civic Arena Turf $100,000 PSF /G Subtotal $1,000,000 Athletic Lighting 1. Lexington Diffley 1- 6 $500,000 PSF 2. Northview 5 - 8 $250,000 PSF 3. Thresher Soccer $200,000 PSF 4. Ohmann Soccer $200,000 PSF 5. Hockey Rink Upgrades $150,000 PSF Subtotal $1,300,000 Master Plans 1. Rahn South $50,000 PSF 2. Federal Drive $50,000 PSF Subtotal $100,000 PSF = Park Site Fund Total All $3,200,000 P = Potential Partnership G: /Budget /CIP 2014 -2018/ P & R G = Grant 1� c N E c0 a a� D c O (0 N U N ca Y L (0 a. 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TH E -O N C ci C N p c m � to E c6 0 LL N .m-I L1J to C LL U) LL c) LL cA LL cn Li- 0 c m m m a_ m 0 O O O O O O 0 O O O N O O O �} N' LV° N O O a-+ .Q 7 N C O .0 N O C (6 Cl to U D (0 UA O C) -o C N O U; Q D to C O d U 'O — co N E co m i c� J C' O N 'O co to c J' U M m m oq s a a 0) Ui tf U Y :N i C C: a }? u a LL II II a a 0 w 06 a 0 0 N a U a m C7 Agenda Information Memo August 13, 2013 Special City Council Workshop V. UPDATE FROM THE GREEN RIBBON INITIATIVES LEADERSHIP TEAM ACTION TO BE CONSIDERED: There is no formal action to be considered. The City Council will be hearing a report from the Green Ribbon Initiative and provide any feedback to the members of the Leadership Team of the Green Steps Initiative. FACTS • The Green Ribbon Initiatives is a non - profit corporation founded in the spring of 2013 for the purposes of identifying and celebrating significant Eagan Community Engagement initiatives and partnerships. • An award will be presented by the Green Ribbon Initiative that exemplifies an initiative in Eagan which builds relationships and collective sense of community, while promoting sustainable action that strengthens community engagement. • The recognition process is meant to support and encourage the cultivation, motivation and coordination of multiple levels of community resources available to strengthen community • Desired results from the Green Ribbon Initiative include the following: 1.) Increasing the sense of community 2.) Increasing the ability to improve community at all levels 3.) Increasing the utilization of volunteers, especially the aging in place 4.) Increasing community engagement by increased voter turnout. The Leadership Team for the Green Ribbon Initiatives includes the following Members: Borgschatz, Jim (retired pastor of Easter Lutheran Church) in Eagan since 1973 Forbes, Paula (consulting attorney — Forbes Solutions) in Eagan since 2003 Hedges, Tom (retired city administrator for City of Eagan) in Eagan since 1976 Hoeft, Don (estate planning attorney — LeVander, Gillen, Miller) in Eagan since 1981 Sullivan, Arleen (Market President Anchor Bank, Eagan) served in Eagan since 1999 Unmacht, Dave (governmental organizations consultant) in Eagan since 1992 VanOverbeke, Gene (retired finance director for City of Eagan) in Eagan since 1979 ATTACHMENTS None Agenda Information Memo August 13, 2013 Special City Council Meeting VI. 2014 GENERAL FUND BUDGET AND TAX LEVY DIRECTION TO BE CONSIDERED: • To provide direction to staff regarding the proposed 2014 General Fund budget and 2014 tax levy. FACTS: • Preparation of the 2014 preliminary General Fund budget has been ongoing since April. • The Council's goal to "Maintain the City's long- standing, fiscally - prudent and responsive budgeting approach while pursuing fiscal independence and self - reliance in long -term budgeting" provided the basis for preparation of the proposed 2014 budget and for the tax levy considerations. • The budget team –City Administrator Osberg, Finance Director Pepper, Assistant Finance Director Feldman, and Finance Intern Paul Zuke —has met with each of the departments as part of the process to bring the City Administrator's recommended 2044 budget to its current state. Assistant Administrator Miller was involved in some of the earlier budget team meetings before her maternity leave. • The general narrative is laid out in a fashion similar to previous years. • The budget team and department directors will be present at the meeting to respond to any questions the City Council may have about the proposed budget. • The 2014 General Fund budget and 2014 tax levy are next scheduled to be considered at the regular City Council meeting on September 3. ATTACHMENTS: • The 2014 Preliminary General Fund budget and tax levy information is in a separate three -ring binder. 40ko City of Ea p ma TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR OSBERG DATE: AUGUST 9, 2013 SUBJECT: PROPOSED 2014 GENERAL FUND OPERATING BUDGET, PAYABLE 2014 PROPERTY TAX LEVY, AND BUDGET INFORMATION Meeting Purpose The City is required to certify a proposed payable 2014 property tax levy to the County Treasurer- Auditor on or before September 16, 2013. The primary purpose of the August 13 Special City Council meeting is to review the preliminary 2014 General Fund operating budget, the proposed property tax levy, and to provide direction to staff. Any modifications to the proposed levy and budget along with the additional work by staff can be presented to the City Council at the September 3 regular City Council meeting. Formal action on the levy and preliminary 2014 General Fund budget is scheduled for the regular City Council meeting on September 3. In the event the preliminary levy and budget are not completed at that regular meeting, discussion can continue at the special meeting on September 10 and final action taken at that meeting. In either case the required information can be forwarded to the County to comply with the State's September 16 deadline. Modifications to the preliminary 2014 budget and department adjustments as directed by the City Council can continue beyond that date with final levy certification and budget action scheduled for the December 17 regular City Council meeting. The final property tax levy that is due at the County no later than December 27 can be decreased but cannot be increased from the preliminary certification. To the extent that it does not require an increase to the overall tax levy, the budget can be changed at any time throughout the process. Note that the City is subject to levy limits for 2014. Levy limits are discussed in more detail later in this memo. With the certification of the preliminary levy on September 16, the City must identify the regularly scheduled meeting at which the Council will discuss the budget and levy and allow public input, which has traditionally been the first regular Council meeting in December. At the December meeting, in addition to the budget and levy, the City must discuss the budget savings due to the new sales tax exemption. Staff will seek direction from the City Council at the meeting on August 13, 2013 on the value of conducting a budget open house. A budget open house was conducted on November 27, 2012 with minimal participation. Perhaps others means of communicating the proposed 2014 Budget and soliciting feedback from the public can be considered. If a budget open house is conducted, a date of November 26, 2013 might be considered. The material presented in this packet is prepared in a manner consistent with previous City Council direction and in a manner consistent with staff's understanding of the desires of the City Council. Information included in memo The following general areas are covered in this memo: • Benchmarks and background information • General Fund Budget information • City market value and tax capacity information • Tax levies, allocations and tax impacts • Public policy questions and options Benchmarks and Background While it is not always complete information and must be used carefully, it can be helpful to show comparisons with similar cities to provide benchmarks on efficiency and productivity. The following charts may be useful in making comparisons to other cities and in helping to understand Eagan's financial position and budgeting options: Blaine Plymouth Eagan Lakeville Woodbury Goon Rapids Burnsville Brooklyn Park Eden Prairie St. Cloud Rochester Maple Grove Bloomington St. Paul Duluth Minneapolis 2011 Per Capita Total Expenditures MN Cities With 50,000+ Population (Source: State Auditor, March 2013) $0 $500 $1,000 $1,500 $2,000 $2,500 3 City Portion of Property Taxes 2013 Final Taxes $220,252 Homestead (Eagan avg.) Plymouth Eden Prairie Mendota Heights Minnetonka Eagan Maple Grove Lakeville Woodbury Bloomington Inver Grove Heights Burnsville 18 -City Average Coon Rapids Rosemount Apple Valley South St. Paul Brooklyn Park Hastings West St. Paul 200 400 600 800 1,000 1,200 1,400 1,600 1,800 4 Budget process Since late April, staff has been working on the 2014 budget. Individual department budget proposals have been prepared, the Budget Team has met with each department director and their support staff, and the Finance Department has prepared revenue projections. Work has been completed on the potential tax levy amount and allocation. The proposed budget remains consistent to the City Council's goal of "Maintaining the City's longstanding, fiscally prudent and responsive budgeting approach while pursuing fiscal independence and self - reliance in long term budgeting" provides the basis for preparation of the 2014 budget and for tax levy considerations. Proposed General Fund Budget The proposed 2014 General Fund budget is $29,922,800, an increase of $1,058,600, or 3.7% over the 2013 budget. The budget is balanced; no appropriation of fund balance reserves is required. General Fund revenue estimates The preliminary 2014 budget as presented is based on a continuation of the City's established budgeting practices; namely, revenues are budgeted conservatively, but realistically. There are no significant increases to user fee rates for 2014; however, a significant increase in building permit fees due to the Paragon Outlets mall construction is anticipated in the revenue estimates. The financing of the City's General Fund operations remains heavily reliant on the property tax revenue as 76.1% of the estimated 2014 revenue is from that source, with the percentage staying constant from the 2013 budget. For 2014, the State increased its allocation of Local Government Aid (LGA) to cities, so many cities will be able to reduce their tax levy as a result. However, Eagan has not received LGA for many years and will again receive no LGA in 2014. Comparative Summary of Revenues is on page 25 . Revenues by Line Item is on pages 26 through 29 . 1 2013 General Fund Revenues $28,864,200 I i i Transfers Licenses Permits Program 3.5% Revenues 6.3% Chargesfor IntergovtRev Other Revenues Services 2.2% 0.8% 4.5% I I Recreation Fines & Forfeits Charges 0.9% 2.4% M 2014 General Fund Revenues I $29,922,800 I , jTransfers,; r - Licenses iI 1.8% Permits 0.9% E 5.0% i Program Revenues Other Revenues Chargesfor 5.9% 0.8% Services Intergovt Rev 4.1% 2.2% Fines & Forfeits 0.9% L Recreation j Charges M General Fund expenditures The $1,058,600 proposed increase in the General Fund expenditure budget is primarily driven by three factors: • Personal services increase on existing staff of $659,600 due to wages /salaries increases of I% on January 1 and 1 %o on July 1, and a double -digit rate increase in health insurance premiums. The Police Sergeants, Maintenance, and Clerical bargaining units are settled for 2014 at 1 % and 1 %. Only the Police Officers are not settled at this time. • Contractual building inspection services of $249,600 related to Paragon Outlets and other development. These costs are fully covered by additional revenues. • Every- other -year election - related expenditures of $83,000. These increases are partially offset by an estimated savings of $130,000 as a result of the Legislature exempting cities from sales tax. Expenditure Summary by Major Classifications 2013 2014 p % of total % of total $ % $p as % of budget budget total increase Personal Services 21,396,100 74.1% 22,217,200 74.2% 821,100 3.8% 78% Parts and Supplies 1,917,700 6.6% 1,885,900 6.3% (31,800) -1.7% -3% Services and Other Charges 5,240,800 18.2% 5,499,800 18.4% 259,000 4.9% 24% Capital Outlay 248,800 0.9% 247,600 0.8% (1,200) -0.5% 0% Merchandise for Resale 12,000 0.0% 12,300 0.0% 300 2.5% 0% Transfers Out /Contingency 48,800 0.2% 60,000 0.2% 11,200 23.0% 1% TOTAL $ 28,864,200 100.0% $ 29,922,800 100.0% $ 1,058,600 3.7% 100% Comparative Summary of Expenditures by Department is on page 30 . Trsfrs Out /Conting 0% Merch Resa 0% 2013 General Fund Expenditures $28,864,200 Outlay 1% �s a Personnel In our service- oriented role as local government, labor is our primary resource, and thus consistently drives three - quarters of the City's annual budget. The 2014 proposed budget incorporates all positions currently authorized in the City, all adjustments and reclassifications in place and approved by the City Council, and the additions in public safety as described below. Proposed salaries /wages on existing personnel are up 1.8% in total, primarily due to wage rate increases of 1% in January and 1% in July. As noted above, the Police Sergeants, Maintenance, and Clerical bargaining units are settled for 2014 at 1 % & 1 %. The Police officers bargaining unit is not settled for 2014. With an estimated increase in health insurance premiums of 12.3 %, total personal services costs on existing personnel are up 3.2 %. Staff additions are proposed in Public Safety. In Fire, the existing 3- person 8 -hour duty crew is proposed to be replaced with two 2- person 10 -hour duty crews. In Police, a full -time Crime Analyst /Computer Forensic Examiner position is proposed to start in September 2014, thus shown as a .33 FTE, recognizing it would be 1.0 FTE in the 2015 Budget. The Police Department employed a Crime Analyst in 2008. When the staff member left for another job, the decision was made to eliminate the position. The Crime Analyst /Computer Forensic Examiner would be responsible for reviewing all forms of data, look for crime trends and attempt to forecast crime, thus allowing the Police Department to properly deploy its resources. In addition to the crime analysis duties, the person would be trained to examine various electronic devices and capture information to assist with criminal cases. Presently, specially trained investigators are responsible for these time - consuming duties, resulted in certain police duties being neglected. Hiring of this civilian to perform these duties would alleviate sworn officers from this responsibility. No other regular staff increases are proposed. The bulk of the increases in temporary/ seasonal staff is due to the election. The table below summarizes proposed personnel changes for 2014: General Fund Personnel Summary 2014 Budget Existing Personnel Regular Employees Salaries /wages /oeerti me PERA FICA Health /Life /LTD insurance Worker's compensation Retiree health Insurance accrual Volunteer firefighters compensation Fire Relief Association (pension) Proposed Additions Crime Analyst /Computer Forensic Examiner Fire Duty Crew increase * Position Reductions Planner Temporary /Seasonal City Clerk (Elections - eeery other year) Finance Intern Planning Intern (Offset by Planner reduction) Inspections Intern Pub Wks /Engineering Pub Wks /Streets Central Secs Maint. Recreation Parks Tree Conservation Total Personnel 2013 2014 p Approved Proposed Budget Budget $ % $ 14, 905, 600 $ 15,177, 300 $ 271,700 1.8% 1,571,400 1,660,700 89,300 5.7% 774,900 795,100 20,200 2.6% 2,014,200 2,261,500 247,300 12.3% 430,200 434,300 4,100 1.0% 66,100 66,100 - 0.0% 410,800 417,000 6,200 1.5% 466,500 487,300 20,800 4.5°% 20,639,700 21,299,300 659,600 3.2% FTE 0.33 - 31,800 31,800 - 45,800 45,800 77,600 77,600 (0.2) (20,100) (20,100) (0.2) - (20,100) (20,100) - 64,700 64,700 6,600 6,600 - - 8,100 8,100 - 10,700 16,600 19,400 2,800 18,500 18,500 - 14,000 - (14,000) 326,300 346,100 19,800 266,400 272,300 5,900 108,000 114,000 6,000 756,400 860,400 104,000 13.7% $ 21,396,100 $ 22,217,200 $ 821,100 3.8% * Duty crew increases from one 3- person crew for 8 hours, to two 2- person crews for 10 hours. Staffing level analysis The proposed 2014 budget continues to reflect the City's commitment to not only properly size the organization, but to strategically place the employee complement in positions that maximize efficiency and effectiveness in service delivery. As previously noted, each vacant position is analyzed to determine whether it should be refilled as is, whether the position should be modified or eliminated, or whether a reorganization should be undertaken. The 2014 headcount shows a net increase of 0.7 FTE from 2013. The full -time position added in Police is offset by a reduction of 0.2 FTE in Planning and a 0.1 FTE correction to a position previously misstated. The Fire Department duty crew changes do not affect the regular staff headcount. 10 244.0 242.0 240.0 238.0 236.0 234.0 232.0 230.0 228.0 226.0 FTEs 2008 2009 2010 2011 2012 2013 2014 Contingency account The proposed budget includes a contingency account of $60,000. Historically, a relatively small contingency account, primarily for the purpose of facilitating small changes during the budget implementation and budget year, has been maintained. The General Fund balance provides an adequate savings account that can be utilized for larger emergency -type expenditures that may arise. General Fund balance The 2014 budget does not contemplate use of the General Fund balance to finance expenditures. Per current policy, the City's fund balance target is 40% to 45% of the next year's expenditures. As a benchmark, the State Auditor recommends a target range of approximately 35% to 50 %. The General Fund balance at December 31, 2012 was $14,578,641. At its August 2 meeting, the Council approved use of $650,800 of the General Fund balance to purchase the Holden property, reducing the fund balance to $13,927,841, or 46.5% of the 2014 proposed budget. Typically, current year operations result in an increase to the fund balance; nevertheless, in the fund balance projections table below, we assume the most conservative position: revenues will equal expenditures for 2013 resulting in no change to the fund balance due to operations. On August 20, the Finance Committee will consider additional uses of the General Fund balance that could potentially draw it down to within the target range. 11 December 31, 2012 General Fund balance $ 14,578,641 Less: Holden property /architect fees (650,800) Current fund balance 13,927,841 Current fund balance as % of 2014 budget 46.5% Fund Balance Target Range Per Policy: 45 %o Maximum $ 13,465,000 40% Minimum 11,969,000 Reduction needed to reach 45% maximum 463,000 Reduction needed to reach 40% minimum 1,959,000 40 General Fund T- us]", Target Range YE 2011 YE 2012 Current Market Value and Tax Capacity After several years of decline, market values are turning around. Preliminary numbers from Dakota County indicate a 2.3% increase in total market value. The horizontal bar in the chart below illustrates that total market value for 2014 is back to its 2005 level. 2002 -2013 figures below are actual values, 2014 is the County's preliminary information, and 2015 is estimated by staff. W Estimated Market Value - Old System (2002 -2011) Taxable Market Value - New System (2012 -2015) $9,000,000,000 $8,000,000,000 $7,000,000,000 $6,000,000,000 $5,000,000,000 $4,000,000,000 $3,000,000,000 $2,000,000,000 $1,000,000,000 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Note: In payable 2012, Dakota County implemented a new property tax system. Historically, the County provided a value for "Estimated Market Value" which the City has used on an ongoing basis for comparative purposes. For payable 2013, the system changed to using a redefined "Estimated Market Value" which incorporates more properties and more value. In addition, "Taxable Market Value" became the more meaningful value and will be used in the future for comparisons. Furthermore, in conjunction with the Legislature's change in applying the homestead credit, the homestead value exclusion has been subtracted from the City's total taxable market value for 2012 through 2015. As a result, 2012 through 2015 are not directly comparable to the years 2002 through 2011. 13 Note: Beginning in 2012 the MVHC program and the associated reimbursement to local units of government for the reduction in homeowner property taxes was eliminated under new law. In place of the MVHC, eligible homeowners now receive an exclusion of a portion of the market value of their house from property taxes. Although the homestead exclusion is computed in a mathematically similar manner to the repealed MVHC, the new system provides homeowner relief by shifting taxes to all other property rather than covering the property tax credit reduction with a State paid credit reimbursement. This results in a reduction of total tax capacity in the City, resulting in raising the tax capacity rate on all property in the City, including those benefiting from the credit. The total tax capacity reduction in 2012 due to the change was about $3.1 million. That reduction more or less carries through to each subsequent year. 14 ® Net local tax capacity is the value against which the City's tax levy is spread. It is arrived at by subtracting the fiscal disparities contribution, and the City's tax increment value from the total tax capacity. Note: Net local tax capacity is impacted in a manner similar to the total tax capacity. Again, in the above graph for the years 2012 through 2015, the homestead value exclusion has been subtracted from the City's net tax capacity and those three years are not directly comparable to the years 2002 through 2011. 15 As noted, based on preliminary information received from Dakota County, the City will see an increase in overall taxable market value of 2.3% from $6,182,131,693 for payable 2013 to $6,323,794,085 for payable 2014. Included in the market value increase is $38,702,000 resulting from new construction. The City will see a net tax capacity increase of 3.0% from $64,875,992 to $66,824,478. Comparison of Taxable Market Value and Tax Capacity Preliminary Final 2013 2014 Change 2013 / 2014 Payable Payable Dollars % Taxable Market Value 6,182,131,693 6,323,794,085 141,662,392 2.3% Tax Capacity: Gross Tax Capacity 78,809,560 80,398,426 1,588,866 2.0% Fiscal Disparities (12,950,781) (12,564,339) 386,442 3.0% Tax Increment Value (982,787) (1,009,609) (26,822) -2.7% Net Local Tax Capacity 64,875,992 66,824,478 1,948,486 3.0% Tax Levy For 2014, the State has imposed a property tax levy limit of 3% for cities, excluding special levies for debt service. The State must notify cities of their levy limits by September 1. Using a template provided by the League of MN Cities, staff has preliminarily calculated Eagan's limit, including all special levies, to be $29,131,270. The proposed levy of $29,086,355 is approximately $45,000 under the limit and reflects an overall levy increase of 2.7 %. Tax capacity -based levy The tax capacity -based component of the City's proposed levy for operations and debt service is $27,966,228, an increase of $766,228, or 2.8% over the 2013 levy of $27,200,000. The preliminary tax capacity rate calculated at .38302 is fractionally higher than the 2013 rate of .38273. 16 Comparison of Tax Capacity Levy & Tax Capacity Rates Final Preliminary Change 2013 2014 Amount Per Cent Operating Levy $ 26,998,436 $ 27,763,065 $ 764,629 Debt Service Levy 201,564 203,163 1,599 Total Tax Capacity Levy F D Distribution 27,200,000 27,966,228 766,228 2.8% (2,371,107) (2,371,107) - 0.0% Net Local Levy $ 24,828,893 $ 25,595,121 $ 766,228 3.1% Tax Cap Rate -City: $ 24,828,893 $ 25,595,121 $ 64, 872, 992 $ 66, 824, 478 0.38273 0.38302 0.00029 0.1% Market value -based levy (Community Center 20098 bonds) Under statute, the levy for debt service on the referendum- approved Community Center bonds is spread across market value, not tax capacity. Bond covenants require this levy; it is not optional. The bonds will mature in 2021. The 2014 levy for the 2009B Refunding bonds is $1,120,127, a decrease of ($1,890), or (0.2 %), from the prior year. The market value referendum rate decreases accordingly. Comparison of Levy for Debt Service & Market Value Referendum Rates Final Preliminary Change 2013 2014 Amount Per Cent Ref Mkt Value $ 6,503,745,450 $ 6,625,463,450 $ 121,718,000 1.9% Debt Service Levy $ 1,122,017 $ 1,120,127 $ (1,890) -0.2% Mkt Value Ref Rate 0.0001725 0.0001691 (0.0000035) -2.0% There is virtually no change in levy to the average homeowner from 2013 to 2014: Market Value Levy Tax Impact Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2014 225,289 0.1691 38.10 2013 220,252 0.1725 37.99 17 Total levy In total, the proposed levy is up 2.7% in 2014. For comparison, the 2013 levy increase was 3.3 %. Final Preliminary Change 2013 2014 Amount Per Cent Operating Levy $ 26,998,436 $ 27,763,065 $ 764,629 Debt Service -Tax Capacity 201,564 203,163 1,599 Total Tax Capacity $ 27,200,000 $ 27,966,228 $ 766,228 2.8% Debt Service Levy- Market Value 1,122,017 1,120,127 PF (1,890) -0.2% Total Levy $ 28,322,017 $ 29,086,355 $ 764,338 2.7% Tax levy allocation As proposed, allocation of the "capital" portion of the levy is proportional to the "operating" (General Fund) levy. Only the Fire Apparatus levy is not increased proportionally. According to the long -term Fire Apparatus plan adopted by the Council several years ago, the annual $400,000 levy (debt and revolving combined) was adequate to fund future purchases without annual inflationary indexing. Allocation of Property Tax Levy 18 Final Preliminary Change 2013 2014 Dollars % General Fund $ 22,138,100 $ 22,771,000 $ 632,900 2.86% General Facilities R & R 307,730 316,530 8,800 2.86% Equipment Revolving Fund 1,121,066 1,153,128 32,062 2.86% Major St Const Fund - A 1,661,197 1,708,707 47,510 2.86% Major St Const Fund - B 1,146,273 1,179,056 32,783 2.86% Fire Apparatus - Debt 201,564 203,163 1,599 0.79% - Revolving 198,436 196,837 (1,599) -0.81% Park Systems Development & R & R 425,634 437,807 12,173 2.86% Fund Totals $ 27,200,000 $ 27,966,228 $ 766,228 2.82% Market Value Debt Service Levy $ 1,122,017 $ 1,120,127 (1,890) -0.17% Grand Total Levy $ 28,322,017 $ 29,086,355 $ 764,338 2.70% 18 Over the years, as shown below, a larger portion of the levy has been allocated toward capital items (lighter shaded), although it has leveled out in recent years. An increase to the Major Street Fund levy in 2008 for overpasses and interchanges, and the initiation of levies for Fire Apparatus and Parks Systems Development shortly thereafter account for the shift in allocation. 100% 90% 80% 70% 60% 50% i 40% i 30% 20% 10% i 0% i Budgeted Tax Capacity Levy 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 ■ Operating (General) Capital MajorStreet- Overpasses and Interchanges began 2008 Fire Apparatus Including Debt Service began 2009 Park Systems Development andR &R began 2012 Tax Impact As noted, the estimated 2014 tax capacity rate is up only marginally from the 2013 rate. The market value tax rate, representing a much smaller portion of the overall levy, is down. The overall impact to the property owner of the change in tax rates depends on the property type and the value of the property. For simplicity's sake, a comparison of various values of homestead property is shown below with their associated City taxes over a range of years. 19 The shaded areas show the estimated market value and taxes in 2014 of the property value immediately above it, as it may have been valued /taxed in 2013. For example, a $150,000 home in 2013 would have had city taxes of $509. That same home may be valued at $153,450 in 2014 (based on average value increases), and would have 2014 taxes of $524. If the value of that home stayed the same from 2013 to 2014, in this case, the taxes would stay the same as last year as well. Eagan Property Tax History City Taxes Only Projected 2010 2011 2012 2013 2014 Tax Capacity Rate 0.30408 0.33675 0.34553 0.38273 0.38302 Market Value Rate 0.0001603 0.0001704 0.0001644 0.0001725 0.0001691 Market Value $ 150,000 $ 398 $ 446 $ 461 $ 509 $ 509 153,450 524 180,000 503 562 579 639 639 184,140 657 200,000 573 639 657 726 726 204,600 746 220,252 Pay 2013 Average Eagan House Mkt Value 814 225,289 Pay 2014 Average Eagan House Mkt Value 836 225,000 661 230,175 250,000 749 255,750 300,000 925 306,900 735 756 835 835 857 832 854 944 943 968 1,025 1,051 1,161 1,161 1,191 The table below further illustrates the chart above for the average value home. Taxes on the average home would be up 2.7% from 2013 to 2014. City Taxes on Average Market Value House in Eagan 2013 Average value: 220,252 2013 City Tax: 814 2014 Average value: 225,289 2014 City Tax: 836 Increase 5,037 Increase 22 2.7% 20 Projected 2015 Budget and Levy In preparing this proposed 2014 budget and levy staff has been cognizant of the need for budgets to be practicable in the short -term while sustainable for the longer -term. To that end staff has projected a potential 2015 budget and levy based on the proposed 2014 budget and levy. The following estimates were used in making the projections: City Market Value and Tax Capacity • Taxable market value continues to increase — by 5% • Net Local tax Capacity continues to increase — by 4.4% • Fiscal Disparities distribution and tax increment values change by the same amount as for payable 2013 • Referendum market value continues to increase - by 5% General Fund Budget 2014 proposed budget of $29,922,800 is used as the base The Crime Analyst/Computer Forensic Examiner position in the 2014 budget at .33 FTE is in the 2015 budget at 1.0 FTE The following increases are used: • Health insurance— 10% • Compensation — 2% • All other expenses — 2% • Non -tax revenues— 1% These assumptions increase the 2015 budget to $30,822,000, or 3.0% over the proposed 2014 budget. This would require a General Fund tax levy of $23,599,000, an increase of $828,000, or 3.6 %. Change to General Fund Budget 2009 -2015 3.9% 3.7% 2.9% 3.0% 1.3% -0.7% 0.5% Final Final Final Final Proposed Projected Budget Budget Budget Budget Budget Budget Budget 2009 2010 2011 2012 2013 2014 2015 21 Tax levies, allocations and tax impacts Under the assumptions outlined above, a 3.6% increase in the General Fund levy is required. Assuming a 3% increase to the capital funds (except Fire Apparatus), the overall levy increase for 2015 would be 3.3 %. 6.0% 5.1% Change to Total 2009-2015 2.8% -2.9% Final Final Final Budget Budget Budget 2009 2010 2011 3.3% 3.3% 2.7 Final Proposed Projected Budget Budget Budget 2013 2014 2015 The assumptions are subject to any number of changes that could significantly modify the outcomes. No effort was made to project what the other taxing jurisdictions might do in either 2014 or 2015 so the information is specific only to Eagan. At this point tax impacts for commercial industrial property have not been undertaken and are significantly more difficult because of the impact of fiscal disparities. Based on this analysis, assuming no dramatic change in service delivery, and assuming no legislative changes that significantly impact today's system, the parameters included in the proposed 2014 budget and levy appear to be sustainable into 2015 and the future. Cedarvale Special Services District While the Cedarvale Special Services District remains in place, no dollars were levied for payable 2013 and no levy is proposed for payable 2014. 22 Next Steps ➢ Staff incorporates City Council direction from this meeting into the budget and levy. ➢ City Council approves the preliminary levy at the regular meeting on September 3 or at a special meeting on September 10. ➢ The preliminary levy is certified to Dakota County on September 16. ➢ Truth -in- Taxation hearing will be held at the regular City Council Meeting on December 3. ➢ At the regular City Council meeting on December 17, the final 2014. Budget and levy will be adopted by Council. Public Policy Issues 1. General Fund budget: a. Are the assumptions used in preparation of the budget regarding service levels and compensation adjustments appropriate? b. Is the overall budget increase of 3.7% acceptable? c. Are there any concerns with the proposed departmental budgets? d. Detailed information is provided in Highlight /Change 1 in Community Development — Protective Inspections regarding the addition of two full - time Contractual Inspectors, primarily to enhance service delivery as the City has experienced a steady increase in construction activity. This contractual addition results from major commercial project increases (e.g., Paragon) and is reliant on permit revenue from these projects. Given the volatility of commercial project quantity, it is believed utilizing contractual inspection services is more cost - effective than adding full - time staff at this time. Is the Council in agreement with the contractual inspection process as outlined in the proposed budget? e. Detailed information is provided in Highlight/Change 1 in the Police - Support Department Budget regarding the addition of a 0.33 FTE Crime Analyst /Computer Forensic Examiner, which would be 1 FTE in 2015, chiefly to streamline cybercrime investigations. The .33 FTE in 2014 is due to a September 1 start date, budgeted for four months. This position is a result of the increase in technology - related cases and should create a more efficient work culture. Is the Council in agreement with the addition of the Crime Analyst /Computer Forensic Examiner position in the proposed budget? W 2. Preliminary Tax Levy As noted earlier, levy limits are in effect for taxes payable in 2014. They were enacted as one - year -only limits. In general, the City is allowed to increase the tax levy 3% above the 2013 adopted levy. Debt service levies are considered special levies and are considered exceptions granted under the current legislation. Preliminary staff calculations of the levy limit would allow the City to increase its tax levy by $809,253 over the 2013 tax levy. The 2014 preliminary tax levy includes a levy increase of 2.7 %, or $764,338, which is under the anticipated limit by $44,915. As a reminder, the preliminary tax levy can be reduced after September 16, but cannot be increased. Is the proposed total levy appropriate? 3. Allocation of the Preliminary Tax Levy Staff has prepared the levy allocation as follows: ® The amount of taxes necessary to balance the General Fund budget is appropriated to the General Fund after non -tax revenues are estimated, which represents a 2.86% increase over last year. ® $400,000 is appropriated to the Fire Apparatus Replacement Fund through a combination of debt service requirements on Equipment Certificates and cash savings. ® The balance of the capital funds were allocated the same 2.86% increase appropriated to the General Fund. ® The $44,915 additional levy capacity under the levy limit calculation is not levied. Is this allocation of the levy appropriate? 4. Open House — Should staff conduct a Budget Open House as in the past? Or, in light of historically low attendance, should another approach to maintaining transparency and connecting with the community on the City's budget be considered? Together with the Department and Division Heads, I submit this 2014 preliminary budget, the enclosed budget information and these policy issues for your consideration, while acknowledging the fluid status of budgeting in today's world and the need for ongoing work and discussion to reach a final product for adoption in December. Zz,/% rli City Administ 24 2014 BUDGET GENERALFUND COMPARATIVE SUMMARY OF REVENUES 2011 2012 2013 2014 I A (14 vs. 13) Actual Actual Budget Budget $ % General Property Taxes $ 21,135,897 $ 21,352,755 $ 22,138,100 $22,771,000 632,900 2.9% Licenses 286,736 293,152 282,500 277,600 (4,900) -1.7% Permits 833,639 1,315,053 1,018,400 1,502,600 484,200 47.5% Intergovernmental Rev 733,697 744,268 645,100 651,800 6,700 1.0% Charges for Services 1,353,935 1,957,645 1,305,300 1,232,300 (73,000) -5.6% Recreation Charges 641,253 682,491 692,800 701,700 8,900 1.3% Fines & Forfeits 262,549 263,968 248,200 263,300 15,100 6.1% Other Revenues 271,116 303,080 226,800 230,200 3,400 1.5% Program Revenues 1,712,454 1,631,791 1,812,400 1,757,400 (55,000) -3.0% Transfers 431,523 441,680 494,600 534,900 40,300 8.1% TOTAL GENERAL FUND $ 27,662,798 $ 28,985,883 $ 28,864,200 $ 29,922,800 $ 1,058,600 3.7% 25 GENERALFUND REVENUES BY LINE ITEM Acct 2011 2012 2013 2014 CHANGE No. DESCRIPTION Actual Actual Budget Budget 2013 to 2014 4020 TAXES: AD VALOREM TAXES- CURRENT $ 18,729,859 $ 19,270,218 $ 22,138,100 $ 22,771,000 $ 632,900 2.9% 4021 AD VALOREM TAXES- DELINQUENT 312;025 68,843 - 4030 FISCAL DISPARITIES 2,069,216 1,992,585 4031 PENALTIES AND INTEREST 24,797 21,109 TOTAL $ 21,135,897 $ 21,352,755 $ 22,138,100 $ 22,771,000 $ 632,900 2.9% 4055 LICENSES: LIQUOR 215,814 232,832 212,000 212,000 0.0% 4056 BEER 6,155 4,135 7,100 7,100 0.0% 4057 TOBACCO 9,476 8,400 9,000 9,000 0.0% 4058 TREE MTN CONTRACTOR 1,162 850 800 800 0.0% 4059 GARB /RUBBISH HAULING 9,239 6,440 8,600 8,600 0.0% 4060 KENNEL 480 - 200 200 0.0% 4061 DOG 36,466 33,422 37,300 32,200 (5,100) -13.7% 4062 AMUSEMENT 330 (165) - 0.0% 4063 PETSHOPLICENSE 200 150 200 200 0.0% 4064 MASSAGETHERAPIST 7,014 7,088 7,300 7,300 0.0% 4070 OTHER 400 200 200 0.0% TOTAL $ 286,736 $ 293,152 $ 282,500 $ 277,600 $ (4,900) -1.7% 4085 PERMITS: BUILDING 599,068 938,248 735,000 1,057,000 322,000 43.8% 4087 PLUMBING 76,996 105,968 85,000 140,000 55,000 64.7% 4088 MECHANICAL 66,258 149,875 120,000 186,000 66,000 55.0% 4089 SIGN 25,291 19,173 15,000 35,000 20,000 133.3% 4091 WELL /PRNATESEPTIC 210 70 200 100 (100) -50.0% 4094 EXCAVATING 1,100 3;900 2,500 2,500 0.0% 4095 CONDITIONAL /SPECIAL USE 7,200 4,750 5,000 5,000 - 0.0% 4096 FIRE SUPPRESSION PERMITS 14,040 29,306 20,000 45,000 25,000 125.0% 4097 FIREWORKS PERMITS 1,620 1,620 2,000 2,000 - 0.0% 4100 UTILITY 38,901 59,457 30,000 27,500 (2,500) -8.3% 4102 PUBLIC ROW CONST 1,590 680 800 800 0.0% 4120 OTHER 1,365 155 2,000 800 (1,200) -60.0% TOTAL $ 833,639 $ 1,315,053 $ 1,018,400 $ 1,502,600 $ 484,200 47.5% 26 GENERALFUND REVENUES BY LINE ITEM Acct 2011 2012 2013 2014 CHANGE No. DESCRIPTION Actual Actual Budget Budget 2013 to 2014 4135 INTER -GOVT REV: FEDERAL GRANTS 81,052 109,708 37,300 37,300 - 0.0% 4140 STATE GRANTS 30;824 44,574 9,700 8,900 (800) -8.2% 4153 MVHC 2,625 376 - - 0.0% 4155 MSA - MAINTENANCE 68,235 69,001 69,000 69,000 0.0% 4158 POLICE TOWN AID 468,975 446,604 470,000 470,000 0.0% 4159 POLICE TRAINING AID 26,132 22,914 26,000 24,500 (1,500) -5.8% 4160 STATE PERAAID 33,114 33,114 33,100 33,100 0.0% 4175 COUNTYGRANTS 22,740 0.0% TOTAL $ 733,697 $ 744,268 $ 645,100 $ 651,800 $ (2,300) 1.0% 4205 CHARGES FOR SERVICES: VARIANCE FEES 1,900 4,100 3,000 3,500 500 16.7% 4206 PLATTING FEES 3,813 10,935 5,000 8,000 3,000 60.0% 4207 REZONING FEES 5,050 7,900 4,000 4,500 500 12.5% 4210 RETURNED CHECK FEE 1,228 1,020 1,300 1,100 (200) - 15.4% 4212 DOG IMPOUND /KENNEL FEE 7,841 5,049 7,000 6,400 (600) -8.6% 4214 BURGLAR ALARM FEES 32,658 26,050 25,000 25,000 0.0% 4215 REPEAT NUISANCE CALL FEE 750 500 1,000 1,000 0.0% 4216 DAYCARE INSPECTION FEES 600 1,355 700 1,000 300 42.9% 4220 VACATION PROCEEDINGS 1,554 2,696 1,500 2,100 600 40.0% 4221 PUBLIC SAFETY FEES 2,659 2,867 3,000 2,800 (200) -6.7% 4222 PLANCHECKS 257,990 398,017 275,000 470,000 195,000 70.9% 4226 DEV ESCROW REIMBURS 105,963 135,311 60,000 100,000 40,000 66.7% 4227 ENGINEERING SERVICES 641,301 1,082,573 644,600 329,900 (314,700) -48.8% 4228 ENG /FINANCIAL ADMINISTRATION 2,772 2,495 1,900 2,600 700 36.8% 4230 PRINT MATERIAL/OTHERFEES 2,031 3,070 3,100 2,600 (500) -16.1% 4231 RESEARCH OFCITYRECORDS 27 0.0% 4233 TOBACCO NON- COMPL. PENALTY 500 425 300 300 - 0.0:/ 4234 POLICE SECURITY- EXEMPT 35,167 59,540 38,600 47,400 8,800 22.8% 4236 POL SVCES TOSCHOOL DIST 141,593 137,148 127,300 128,100 800 0.6% 4239 INVESTIGATION FOR LICENSING 21,200 16,275 20,000 20,000 - 0.0% 4241 ALCOHOL NON- COMPL. PENALTY 10,000 5,575 12,000 12,000 0.0% 4242 MAINT EQUIP & PERS CHG 22,737 6,155 25,900 14,400 (11,500) -44.4% 4245 PERMITSURCHARGE 827 1,242 600 1,000 400 66.7% 4246 ADMN FEE ON SAC 3,471 5,994 3,500 4,700 1,200 34.3% 4247 ROOM TAX ADMIN FEE 40,856 40,938 38,000 40,900 2,900 7.6% 4260 INVESTMENT MGMT FEE 9,475 387 3,000 3,000 0.0% TOTAL $ 1,353,935 $ 1,957,645 $ 1,305,300 $ 1,232,300 $ (73,000) -5.6% CAA, Acct No. DESCRIPTION 4310 -13 RECREATION PROGRAM FEES: 3027 HOLZFARM 3029 SAFETYCAMP 3030 CAMPSICLINES 3032.5 TENNIS 3037.8 GOLF 3041 -3 VOLLEYBALL 3044.6 BROOMBALL 3047 T -BALL 3048 ADULT SOFTBALL -MEN 3049 ADULT SOFTBALL -WOMEN 3050 ADULT SOFTBALL- CO -REC 3052 FOOTBALL 3054.6 HOCKEY /BOOTHOCKEY 3057 PRESCHOOL PROGRAMS 3058,75 TEENS 3059 SUMMER IN THE PARK 3060 PUPPET WAGON 3061 MARKETFEST 3062 SCHOOL'S OUT EVENTS 3063 SEASONAL SPECIAL EVENTS 3065 SPECIAL EVENTS 3066 DANCE 3067 ADAPTIVE/INCLUSION 3069 NATURE PROGRAMS 3070 ADULT ADVENTURE TRIPS 3071,74 TUBING HILLS 3076 BASKETBALL 3077 WIFFLEBALL 3078 SENIOR CrrlZENS 3079 FUN RUNS/WALKS 3080 CONCESSIONS 3081 ARTS COUNCIL 3082 SPORTS & CREATIVE CAMPS 3083 PRESCHOOL CREATIVE ACTIVITIES 3085 FAMILY ACTIVITIES 3086 NEW PROGRAMS 3090 OFF -LEASH DOG AREA 3092 CDGB SENIOR PROGRAMS OTHER REVENUE TOTAL GENERALFUND REVENUES BY LINE ITEM 2011 2012 2013 2014 CHANGE Actual Actual Budget Budget 2013 to 2014 1,590 3,915 1,972 18,994 12,298 26,793 6;800 17,561 109,029 5,004 31,277 2,548 1,298 115,931 2,573 25,009 1,040 13,500 4,039 2,333 880 3,735 3,035 2,202 5,936 28,297 2,614 9,357 4,510 8,503 115,717 26,362 1,035 290 1,471 4,455 (30) 16,787 12,675 25,562 6,072 15,825 104,392 4,241 29,472 2,152 1,312 146,416 1,237 24,367 1,198 15,415 3,940 3,303 420 1,037 2,210 28,896 2,660 27,257 5,253 12,016 113,738 25,032 2,760 1,984 1,736 7,100 10,994 19,363 23,802 3,929 4,420 $ 641,253 $ 682,491 28 2,100 3,600 3,800 20,600 10,900 28,400 5,800 14,100 109,100 4,500 32,000 2,600 1,300 126,900 2,100 24,000 1,300 12,200 1,100 2,700 7,100 10,200 3,500 2,800 5;000 31,900 2,600 33,700 7,800 9,000 98,300 31,000 2,000 5,000 19,000 10,100 27,300 5,800 15,900 106,000 5,000 29,400 2,100 1,300 128,700 2,200 24,400 1,400 15,300 1,100 6,200 8,600 11,000 3,900 6,700 4,800 29,000 41,200 1,700 8,700 100,900 28,200 2,000 2,100 7,100 10,000 27,400 31,600 4,300 5,100 $ 692;800 $ 701,700 (100) 1,400 (3,800) (1,600) (800) (1,100) 1,800 (3,100) 500 (2,600) (500) 0 1,800 100 400 100 3,100 3,500 1,500 800 400 3,900 (200) (2;900) (2,600) 7,500 (6,100) (300) 2;600 (2,800) 100 2,900 4,200 800 $ 8,900 *o -4.8% 38.9% - 100.0% -7.8% -7.3% -3.9% 0.0% 12.8% -2.8% 11.1% -8.1% - 19.2% 0.0% 1.4% 4.8% 1.7% 7.7% 25.4% 0.0% 129.6% 21.1% 7.8% 11.4% 139.3% 0.0% -4.0% -9.1% - 100.0% 22.3% -78.2% -3.3% 2.6% -9.0% 0.0% 0.0% 5.0% 40.8% 15.3% 18.6% 1.3% GENERAL FUND REVENUES BY LINE ITEM Acct 2011 I 2012 I 2013 2014 CHANGE 11-0 DESCRIPTION Acival Actual BU<19et Budget 2013 to 2014 Sc 4410 FINES R FORFEITS: COURT FINES /FORFEITS 225,747 225,146 210,700 225,400 14,700 7.0% 4411 PROSECUTION COSTS /FINES 36,763 37,057 35,000 36,900 1,900 5.4% 4421 EVIDENCE FORFEITURES 39 1,765 2,500 1,000 (1,500) - 60.0% TOTAL $ 262;549 $ 263,968 $ 248,200 $ 263,300 $ 15,100 6.1% 4610 MISC REVENUES: INTEREST ON INVESTMENTS 86,501 3,335 28,000 28,000 - 0.0% 4611/12 SPEC ASSMT- PRINCIPAL /INT 7,670 10,370 8,000 9,000 1,000 12.5% 4615 CHANGE IN FMV - INVESTMTS (34,148) 31,097 - 0.0% 4620 ANTENNA LEASES - HOLZ FARM 27,000 28,600 28,600 30,800 2,200 7.7% 4621 BUILDING RENT 3,500 - - 0.0% 4624 ATHLETIC FIELD RENT 99,743 80,464 66,100 64,000 (2,100) -3.2% 4625 PARK SHELTER RENT 38,918 38,400 38,000 (400) -1.0% 4626 PARK SHELTER RENT - EXEMPT - 500 - (500) - 100.0% 4628 SWITCHING STATION RENT 17,022 18,044 19,000 20,000 1,000 5.3% 4634 ATHLETIC FIELD RENT - NON - RESIDENT 7,445 14,324 7,600 (7,600) - 100.0% 4657 SALE OF CITY PROPERTY 1,942 9,172 1,000 1,000 0.0% 4660 LAPEL PINS 7 14 0.0% 4661 HISTORYBOOKS 90 226 8,700 8,500 (200) -2.3% 4663 CONTRIBUTION /DONATION 41,392 61,429 20,700 22,600 1,900 9.2% 4665 GRANTS FROM NON -GOVT ENT 3,200 - - 0.0% 4666 HISTORYCARDS 26 51 100 (100) - 100.0% 4667 EAGAN VIDEO /DVD 117 - - - - 0.0% 4691 OTHER REVENUE 9,608 6,761 8,200 8,200 0.0% TOTAL $ 271,115 $ 303,080 $ 226,800 $ 230,200 $ 3,400 1,5% 4810 PROGRAM REVENUES: PROJ.ADMIN 320,520 244,882 354,300 174,900 (179,400) -50.6% 4811 CENTRAL SERVICES MTN 69,200 69,500 75,800 75,100 (700) -0.9% 4812 WATERADMIN 779,900 784,800 828,000 900,400 72,400 8.7% 4813 SEWERADMIN 370,800 373,100 393,600 428,100 34,500 8.8% 4815 STREET LIGHT AD MIN 38,400 38,600 40,700 44,300 3,600 8.8% 4816 STORM DRAINAGE ADMIN 25,600 25,700 27,100 29,500 2,400 8.9% 4817 WATER QUALITYADMIN 63,900 64,300 67,900 73,800 5,900 8.7% 4821 DRUG TASK FORCE REIMB 26,623 10,678 13,000 16,800 3,800 29.2% 4822 OTHER REIMBURSEMENTS 10,358 11,769 4,500 7,000 2,500 55.6% 4831 CAPITAL CREDITS 7,153 8;462 7,500 7,500 - 0.0% TOTAL $ 1,712,454 $ 1,631,791 $ 1,812,400 $ 1,757,400 $ (55,000) -3.0% TRANSFERS: CABLE FRANCHISE FEES 431;523 441,680 494,600 534,900 40,300 8.1% TOTAL $ 431,523 $ 441,680 $ 494,600 $ 534,900 $ 40,300 8.1% GRAND TOTAL $ 27,662,798 $ 28,985,883 $ 28,864,200 $ 29,922,800 $ 1,058,600 3.7% Non- tax/MVHC revenues 7,632,751 6,726,100 7,151,800 425,700 6.3% 29 2014 Comparative Summary of Expenditures General Fund Budget 20 1 2014 L Difference 30 Budget Budget % GENERAL GOVERNMENT ' 01 Mayor & Council $ 140,000 $ 150,300 $ 10,300 7.4% 02 Administration 517,300 526,800 9,500 1.8% ' 03 Information Technologies 1,495,200 1,566,300 71,100 4.8% ' 04 City Clerk 244,300 343,100 98,800 40.4% 05 Finance 955,900 968,100 12,200 1.3% ' 06 Legal 390,000 388,900 (1,100) -0.3% 07 Comm Dev -- Planning /ED 989,900 1,014,900 25,000 2.5% ' 08 Comm Dev -- Inspections 962,400 1,217,000 254,600 26.5% ' 09 Communications 494,700 525,600 30,900 6.2% 10 Human Resources 285,300 298,700 13,400 4.7% Gen Govt Total 6,475,000 6,999,700 524,700 8.1% PUBLIC SAFETY ' 11 Police 11,500,500 11,790,200 289,700 2.5% ' 12 Fire 1,897,400 1,977,900 80,500 4.2% Public Safety Total 13,397,900 13,768,100 370,200 2.8% PUBLIC WORKS '21 Public Works /Engineering 1,189,700 1,247,100 57,400 4,8% ' 22 Streets & Highways 1,795,400 1,812,400 17,000 0.9% ' 24 Central Svices. Maint. 604,000 601,000 (3,000) -0.5 % Public Works Total 3,589,100 3,660,500 71,400 2.0% PARKS & RECREATION 30 Recreation 2,094,700 2,175,100 80,400 3.8% 31 Parks 2,014,100 2,030,200 16,100 0.8% 32 Tree Conservation 520,100 524,000 3,900 0.7% Parks & Rec Total 4,628,900 4,729,300 100,400 2.2% GENL GOVT BLDG MAINT ' 33 Government Buildings 724,500 705,200 (19,300) -2.7% Subtotal 28,815,400 29,862,800 1,047,400 3.6% 41 Contingency -- Undesignated 48,800 60,000 11,200 23.0% General Fund Total $ 28,864,200 $ 29,922,800 $ 1,058;600 3.7% 30 This page left intentionally blank 31 lily of 1p 2014 Proposed Budget Operating Budget ;-'- rii Ut I ��a City of C�a�ao 2014 Proposed Budget Operating Budget m.. Mayor & City Council (01) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator Financial Impact: $3,900 increase Service Level Impact: None HIGHLIGHTS & CHANGES Overview: The 2014 Mayor & City Council proposed budget is increased by $10,300, or 7.4% compared to the 2013 budget. The increase is due in large part to the increased costs for health insurance, Conferences and Schools, and the purchase of tablets as the City moves to all electronic packets. Highlight /Change 1: Health insurance is projected to increase in 2014. Highlight /Change 2: Conference and Schools (6476) includes funding for 5 Councilmembers to attend the NLC Conference and 3 Councilmembers to attend the LMC Conference. In 2014, the LMC Conference is taking place in St. Cloud, thus lodging is budgeted. Additionally, the registration cost for the NLC Conference has increased ($100 more per registration). Historically, the conferences and schools line item has not been used in its entirety. Financial Impact: $1,100 increase Service Level Impact: None Highlight /Change 3: Office Furnishings /Equipment (6660) is proposed to increase to provide for the purchase of five tablets (iPads) for the City Council and applications needed as the City moves to electronic City Council packets. The budget does not include any monthly data plans as all Councilmembers voiced they have WIFI access at home, and there is also WIFI access at City Hall. If internet access is needed in other sites /locations, then a one- time WIFI access point can be purchased for an individual tablet. Ten hours of outside (non -City) IT support is included in the budget to support the Council tablets. Financial Impact: $5,300 increase Service Level Impact: City Council packets will be more readily available both to the City Council and the public, as the packet material will now be entirely electronic and available to the public in its entirety. Additionally, savings will be realized on printing costs. EXPENDITURE SUMMARY 33 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services 107,527 100,921 101,800 105,700 Parts and Supplies 12 - - - Services and Other Charges 37,596 37,782 38,200 39,300 Capital Outlay - - - 5,300 Total $ 145,135 $ 138,703 $ 140,000 $ 150,300 33 - My of E8p 2014 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Dave Csberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL Acct PERSONAL SERVICES 6110 SALARI ES AND WAGES - REGULAR 6144 FICA 6146 PERA -DCP 6151 HEALTH INSURANCE 6152 LIFE I NSU RANCE 6154 DISABILITY- LONGTERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE PERSONAL SERVICES PARTS & SUPPLIES 6210 OFFICESUPPLIES PARTS & SUPPLIES SERVICES & OTHER CHARGES 6353 PERSONALAUTO /PARKING 6385 INSURANCE 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES SERVICES & OTHER CHARGES CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT CAPITAL 0 UTLAY TOTAL MAYOR & CITY COUNCIL Actual Actual Budget Budget 2011 2012 2013 2014 $ 53,643 $ 53,850 $ 53,600 $ 53,600 3,316 2,628 4,100 4,100 2,001 2,009 2,000 2,000 47,611 41,702 41,600 45,500 125 127 - - 220 223 - - 120 110 100 100 491 272 400 400 107,527 100,921 101,800 105,700 12 - - - 12 - - - 756 1,060 800 800 21,000 21,000 21,000 21,000 - - 200 200 10,795 11,108 11,200 12,300 5,045 4,614 5,000 5,000 37,596 37,782 38,200 39,300 - - - 5,300 5,300 $ 145,135 $ 138,703 $ 140,000 $ 150,300 7.4% 34 2014 Proposed Budget Operating Budget w pity of �a�a�l This page left intentionally blank iij MY _ y 01' Eagn 2014 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator PURPOSE & DESCRIPTION The purpose of the Administration Department is to: ® Ensure the execution of policies and direction of the Eagan City Council ® Provide administrative leadership for day - to -day operations ® Coordinate the various municipal functions and provide administrative support as required The Administration Department is responsible for the following functions: • Respond to inquiries and requests of the City Council • Oversee Department Heads and ensure departments are working in coordination with one another toward a common goal • Complete administrative activities not unique to and, therefore, not assignable to other operating departments or divisions • Prepare weekly Council packets and other communications to the City Council and the City's organization as a whole • Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies PERFORMANCE INDICATORS Description Number of airport noise comp a i nts /questions (telephone and email) Percentage of airport noise complaints (telephone cal Is and e- mails) responded to within 24 business hours Percentage of citizens rating quality of life in Eagan as excellent or good (biennial survey) 36 2011 2012 2013 2014 Actual Actual Estimate Target 100 130 110 100 98% 98% 98% 98% N/A 97% N/A 97% 11111� My of Fap» 2014 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller Asst Cit Y Administrator Expenditure by Category Actual Personal Parts and Supplies Services 1% 82% - Services 2013 and Other Personal Services Charges $ 419,522 Capital 17% $ 430,900 Outlay - -��. - - - - -- 0% – - -._ —� I . HIGHLIGHTS & CHANGES Overview: The 2014 Administration budget is proposed to increase by $9,500 or 1.8% compared to the 2013 budget. The increase is a result of wage adjustments and higher health insurance costs. There are no service level impacts. EXPENDITURE SUMMARY 37 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 383,211 $ 419,522 $ 419,900 $ 430,900 Parts and Supplies 2,681 2,685 3,000 3,000 Services and Other Charges 83,590 59,126 93,400 91,200 Capital Outlay 1,511 1,101 1,000 1,700 Total $ 470,993 $ 482,434 $ 517,300 $ 526,800 37 W1 of Eap 2014 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours City Administrator 1 1 1 1 2,080 Assistant City Administrator 0.8 1 1 1 2,080 Administrative Secretary /DeputyClerk 0.9 0.9 0 0 0 Executive Assistant 0 0 1 1 2,080 Clerical Technician 0.9 0.8 0 0 0 Total 3.6 3.7 3 3 6,240 41JEATMOTIT11j, MIL Activit Routine 1 Council meeting and workshop preparation 2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.) 3 Intergovernmental, municipal, City departmental, and association meetings 4 Clerical and administrative support 5 Oversight of the City's day -to -day operations 6 Annual budget preparation 7 Oversight of the City's Support Services (HR, IT, and City Clerk) 8 Oversight of Recycling operations for the City 9 Assist in development and execution of City Goals 10 Development and execution of public policy decisions 38 6ily al' Eap 2014 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL 39 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES- REGULAR $ 298,468 $ 337,319 $ 334,600 $ 340,800 6112 OVERTIME - REGULAR 336 203 500 1,200 6130 SALARIES AND WAGES - TEMPORARY - 1,159 - - 6142 PERA - COORDINATED 21,788 23,469 24,300 24,700 6144 FICA 19,836 21,682 22,100 22,300 6151 HEALTH INSURANCE 39,756 32,975 36,500 40,000 6152 LIFE INSURANCE 448 378 - - 6154 DISABILITY- LONGTERM 861 733 - - 6155 WORKERS COMPENSATION 1,455 1,441 1,700 1,700 6157 RETIREE HEALTH INSURANCE 263 163 200 200 PERSONAL SERVICES 383,211 419,522 419,900 430,900 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,089 2,628 2,300 2,300 6211 OFFICE PRINTED MATERIAL/FORMS 20 20 100 100 6212 OFFICE SMALL EQUIPMENT 69 - - - 6215 REFERENCE MATERIALS 183 - 200 200 6220 OPERATING SUPPLIES- GENERAL 320 37 400 400 PARTS &SUPPLIES 2,681 2,685 3,000 3,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 3,000 - 3,500 500 6353 PERSONAL AUTO /PARKING 8,950 12,057 12,700 11,600 6355 CELLULAR TELEPHONE SERVICE 1,273 1,597 1,500 2,500 6385 INSURANCE 4,000 4,000 4,000 4,000 6475 MISCELLANEOUS 120 651 400 500 6476 CONFERENCES AND SCHOOLS 6,182 8,385 8,200 8,200 6477 LOCAL MEETING EXPENSES 5,036 3,498 4,400 4,100 6479 DUES AND SUBSCRIPTIONS 42,696 27,575 46,700 47,300 6482 AWARDS, JUDGEMENTS AND LOSSES - 113 - - 6496 HISTORICAL SOCIETY 1,083 - - - 6535 OTHER CONTRACTUAL SERVICES 11,250 1,250 12,000 12,500 SERVICES & OTHER CHARGES 83,590 59,126 93,400 91,200 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 1,511 1,101 1,000 1,700 CAPITAL 0 UTLAY 1,511 1,101 1,000 1,700 TOTAL ADMINISTRATION $ 470,993 $ 482,434 $ 517,300 $ 526,800 39 411 City oI' Eapo 2014 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Dan Cook, IT Manager PURPOSE & DESCRIPTION The purpose of the IT Department is to: • Provide technology support for the City's Local and Wide Area Network operations • Develop and implement Citywide IT policies and procedures • Provide technology support for the City's desktop and mobile hardware • Provide support for all City software appli- cations • Provide support for City's Communication Systems hardware and software • Recognize and recommend new developments in technology. • Establish standards for efficient operation of staff's IT tools to maintain high quality of service with minimal downtime Expenditures as % of General Fund The IT Department is responsible for the following functions: • Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and Wide Area Network operations and all of its components • Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and software applications • Provide support for telephone /voicemail software and hardware • Recommend, purchase, install and support the City's low- voltage wiring infrastructure. • Maintain WAN backup system • Conduct research and recommend new or improved technology systems PERFORMANCE INDICATORS 40 2011 2012 2013 2014 Description Actual Actual Estimated Target City PCs maintained 315 325 330 350 Work orders processed 2,800 2,900 3,300 3,600 Mobile Devices (Smartphones, Tablets) 5 25 75 125 PCs replaced per year 60 85 85 85 Non-LOGIS software applications supported 110 112 115 110 Printers maintained 50 50 50 50 Copiers Supported N/A 5 10 10 Video Cameras Supported N/A 18 37 37 Wireless Access Points 17 21 37 37 LOGIS software applications supported 14 15 15 20 Gigabytes of server storage 9,000 14,000 26,000 48,000 Average gigabytes supported (PCsupport) 28,500 30,500 32,000 36,000 40 11-101 My of 1pll 2014 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Dan Cook, IT Manager HIGHLIGHTS & CHANGES Overview: The proposed 2014 Information Technology (IT) budget is up $71,100 or 4.8% from the adopted 2013 budget. This is primarily due to an increase in LOGIS annual maintenance costs, Software Annual Maintenance contracts, and Office Supplies /Repairs. The proposed budget figures for the LOGIS annual maintenance costs are "best guess" projections as we await the preliminary LOGIS budget, which requires approval by the LOGIS Executive Committee. Highlight /Change 1: Inflationary increases for LOGIS services are included in the 2014 budget. This is primarily due to minor increases in various applications across the spectrum. These are preliminary budget figures and are subject to approval by the LOGIS Executive Committee. Financial Impact: $11,600 increase (6350) Service Level Impact: None Highlight /Change 2: There is a proposed increase of $25,000 for GIS consulting purposes. With capabilities of providing information to streamline operations, GIS software programming can be an effective asset. GIS service will be centralized, under coordination of IT, to enable city wide development to best meet the expanding needs of GIS. Financial Impact: $25,000 increase (6535) Service Level Impact: Enable more effcient opperations, specifically in Public Works and Parks and Recreation, to provide better support and sevices for the citizens of Eagan. Highlight /Change 3: In 2013, it was decided that IT would be responsible for budgeting repair costs for all video surveillance cameras installed on municipal buildings. Print cartridges such as ribbon cartridges are now being funded in IT and should be moved out of any Parks and Recreation budget. UPS battery replacements are now being funded through IT (previously funded from Government Buildings). Future VPN technology will require all users that have remote access to carry a VPN token that adds an additional layer of security to the IT systems. The cost for these tokens is proposed as an expense in IT. Financial Impact: $9,000 increase (6210 and 6230), moved Print Services charges from 6210 to 6569 as it is an annual maintenance contract. The cost of Print Services did not increase. Service Level Impact: None EXPENDITURE SUMMARY 41 Actual Actual Budget Budget Expenditure 2011 .2012 2013 2014 Personal Services $ 431,456 $ 403,898 $ 528,900 $ 557,400 Parts and Supplies 29,012 31,355 34,400 28,600 Services and Other Charges 765,916 775,795 928,300 978,200 Capital Outlay 1,763 2,827 3,600 2,100 Total $ 1,228,147 $ 1,213,875 $ 1,495,200 $ 1,566,300 41 M1 of Eapll 2014 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Dan Cook, IT Manager POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours IT Manager 1 1 1 1 2,080 GIS Coordinator 0 0 1 1 2,080 IT Network Administrator 0 0 1 1 2,080 ITSpecialist 2 2 2 2 4,160 Total 3 3 5 5 10,400 2014 WORK PLAN Activity Routine 1 Develop IT policies and procedures 2 Research and recommend new technologies 3 Establish ITgoals, objectives, standards and controls 4 Troubleshoot hardware /software system and telephone /voicemail problems 5 Maintain LAN backups and recovery and security systems 6 Purchase hardware/ software, supplies, licensing and maintenance agreements 7 Coordinate projects with LOGIS 8 Maintain network hardware infrastructure and user accounts 9 Design and implement network wiring infrastructure 10 Maintain relationships /memberships with intergovernmental agencies M ._0 City of Cagan 2014 Proposed Budget Operating Budget Information Technologies (03) Responsible Manager: Dan Cook, IT Manager LINE ITEM DETAIL CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - - - 6660 OFFICE FURNISHINGS /EQUIPMENT 1,763 2,827 3,600 2,100 CAPITALOUTLAY 1,763 2,827 3,600 2,100 TOTAL INFORMATION TECHNOLOGY $ 1,228,147 $_1,21_3 875 $ 1,495,200 $ 1,566,300 4.8% 43 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 335,457 $ 315,328 $ 408,800 $ 427,400 6112 OVERTIME- REGULAR 1,726 329 - - 6142 PERA - COORDINATED 24,666 22,545 29,600 31,000 6144 FICA 24,542 22,340 31,300 32,700 6151 HEALTH INSURANCE 41,308 40,105 56,600 63,600 6152 LIFE INSURANCE 504 473 - - 6154 DISABILITY- LONGTERM 1,008 945 - - 6155 WORKERS COMPENSATION 2,118 1,778 2,500 2,600 6157 RETIREE HEALTH INSURANCE 127 55 100 100 TOTAL PERSONAL SERVICES 431,456 403,898 528,900 557,400 PARTS & SUPPLIES 6210 0 FFI CE SUPPLI ES 20,706 25,202 24,300 14,500 6224 CLOTHI NG/PERSO NAL EQUI PM ENT - - 100 100 6230 REPAI R/MAI NTENANCE SUPP-GENL 7,986 5,619 8,000 12,000 6270 COMPUTER SOFTWARE 320 534 2,000 2,000 PARTS &SUPPLIES 29,012 31,355 34,400 28,600 SERVICES & OTHER CHARGES 6346 POSTAGE 185 149 200 200 6347 TELEPHONE SERVICE & LINE CHG - 399 500 500 6348 ANALOG SERVICE AND REPAIR - - 1,200 1,200 6350 LOGIS IT SERVICES 532,779 572,281 600,600 612,200 6352 TELEPHONE CIRCUITS 18,989 13,943 20,000 20,000 6353 PERSONAL AUTO /PARKING 1,114 815 2,500 2,500 6355 CELLULAR TELEPHONE SERVICE 2,762 3,381 5,300 4,500 6360 DAKOTA COUNTY CJIIN PARTNERSHIP 39,537 2,257 - - 6385 INSURANCE 5,400 5,400 5,400 5,400 6476 CONFERENCES AND SCHOOLS 1,014 5,275 14,200 14,300 6477 LOCAL MEETING EXPENSES 101 84 100 100 6478 TUITION AND BOOK REIMBURSEMENT 700 - 3,500 - 6479 DUES AND SUBSCRIPTIONS 17 - - - 6535 OTHER CONTRACTUAL SERVICES - 1,443 5,000 30,000 6567 CONTRACTUAL PROGRAMMI NG/DP 5,065 - 2,000 2,500 6569 MAI NTE NANCE CONTRACTS 158,253 170,368 267,800 284,800 SERVICES & OTHER CHARGES 765,916 775,795 928,300 978,200 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - - - 6660 OFFICE FURNISHINGS /EQUIPMENT 1,763 2,827 3,600 2,100 CAPITALOUTLAY 1,763 2,827 3,600 2,100 TOTAL INFORMATION TECHNOLOGY $ 1,228,147 $_1,21_3 875 $ 1,495,200 $ 1,566,300 4.8% 43 My of Eap 2014 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk PURPOSE & DESCRIPTION The purpose of the City Clerk Department is to: • Conduct elections • Execute official documents and maintain official records of the City • Oversee issuance of personal and business licenses as required by City Code • Oversee City purchasing The City Clerk Department is responsible for the following functions: • Provide for maintenance and execution of procedures for voter registration • Coordinate purchases through co -op ventures and vendor selection • Prepare, execute, and maintain official City records • Prepare and post official notices • Record and maintain minutes of Council and Commission /Committee meetings • Provide public information on ordinances, contracts and policies • Issue and renew business licenses • Oversee risk management programs • Coordinate the City's safety program PERFORMANCE INDICATORS 44 2011 2012 2013 2014 Description Actual Actual Estimate Target Registered voters in the City 42,000 46,000 40,100 42,000 Voter turnout 0% 84% 0% 68% Administrative hearings 5 2 6 4 Insuranceclaims processed 56 47 50 50 Licenses (all types) issued 399 403 400 400 Pages of documents imaged 19,564 19,524 30,000 20,000 44 Cit Ilk y ol 2014 Proposed Budget Operating Budget '�a�ao City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk HIGHLIGHTS & CHANGES Overview: The adopted City Clerk budget shows an increase of $98,800, or 40.4 %, because 2014 is an election year. Factoring out election costs, the budget reflects an increase of $15,500 or 6.3% over the 2013 budget. The remaining increase is predominately due to wages and health insurance. Highlight /Change 1: In even - numbered years, the City Clerk budget is higher to provide for election - related activities. In odd - numbers years, the budget will decrease. Financial Impact: $83,300 increase due to election costs, $77,700 of which is election judge wages and additional staff time. Service Level Impact: None Highlight /Change 2: Tuition Reimbursement (6478) is proposed to increase by $3,700 in 2013. Tuition reimbursement is an effective way to incentivize professional development. With the rapidly changing needs of the workforce, it is vital to hone professional skills to ensure a high quality workforce. Financial Impact: $3,700 increase Service Level Impact: Eagan will benefit from a more efficient workforce providing a higher quality of service. EXPENDITURE SUMMARY 45 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 169,775 $ 292,015 $ 213,400 $ 304,800 Parts and Supplies 1,968 2,129 11300 3,300 Services and Other Charges 22,506 27,423 29,100 33,400 Capital Outlay 1,462 1,049 500 1,600 Total $ 195,711 $ 322,616 $ 244,300 $ 343,100 45 _-0 City of pagan 2014 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours City Clerk /Admin. Services Coordinator 1 1 1 1 2,080 Receptionist /Office Support Specialist 0.5 0.5 0.5 0.5 1,040 Licensing /Office Support Specialist 0 0 1 1 2,080 Clerical Technician IV 1.5 1.5 0.5 0.5 1,040 Total 3 3 3 3 6,240 2014 WORK PLAN Activit Routine 1 Administer elections 2 Issue licenses and permits 3 Coordinate City purchasing 4 Coordinate ordinance amendments and codification 5 Provide clerical and administrative support 6 Coodinate City insurance pol icy and claims 7 Respond to data practices requests 8 Coordinate records retention I,1; . 2014 Proposed Budget Operating Budget � M1 of ��a�an City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk LINE ITEM DETAIL 47 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 122,594 $ 167,801 $ 163,800 $ 168,700 6112 OVERTIME - REGULAR - 1,378 - 13,000 6130 SALARIES AND WAGES- TEMPORARY 14,586 79,290 64,700 6131 OVERTIME- TEMPORARY - 124 - - 6142 PERA- COORDINATED 9,470 12,687 11,900 13,200 6144 FICA 10,888 12,942 12,500 13,900 6151 HEALTH INSURANCE 10,342 15,616 24,000 29,700 6152 LIFE INSURANCE 249 385 - - 6154 DISABILITY- LONGTERM 516 687 - - 6155 WORKERS COMPENSATION 866 1,022 1,100 1,500 6157 RETIREE HEALTH INSURANCE 264 83 100 100 TOTAL PERSONAL SERVICES 169,775 292,015 213,400 304,800 PARTS & SUPPLIES 6210 OFFI CE SUPPLI ES 472 255 300 300 6225 ELECTION SUPPLIES 1,496 1,874 1,000 3,000 PARTS & SUPPLIES 1,968 2,129 1,300 3,300 SERVICES & OTHER CHARGES 6353 PERSONAL AUTO /PARKING 57 374 200 300 6355 CELLULAR TELEPHONE SERVICE - 270 - 200 6359 LEGAL NOTICE PUBLICATION 7,317 12,543 15,000 14,000 6385 INSURANCE 1,500 1,500 1,500 1,500 6426 SMALL EQUI PMENT REPAI R-LABOR 240 - - - 6476 CONFERENCES, TRAINING, SCHOOLS 604 834 700 700 6477 LOCAL MEETINGS EXPENSE - 167 - 300 6478 TUITION REIMBURSEMENT - - - 3,700 6479 DUES AND SUBSCRIPTIONS 175 155 100 100 6535 OTHER CONTRACTUAL SERVICES 6,063 5,030 5,000 6,000 6569 MAINTENANCE CONTRACTS 6,550 6,550 6,600 6,600 SERVICES & OTHER CHARGES 22,506 27,423 29,100 33,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 1,462 1,049 500 1,600 CAPITALOUTLAY 1,462 1,049 500 1,600 TOTAL CITY CLERK $ 195,711 $ 322,616 $ 244,300 $ 343,100 40.4% 47 City of 2 014 Proposed Budget Operating Budget ��a�an Finance (05) Responsible Manager: Tom Pepper, Finance Director PURPOSE & DESCRIPTION The purpose of the Administrative Services - Finance Department is to: • Manage and safeguard the City's financial assets • Provide timely and accurate financial information to aid management in making decisions about the City's operations • Communicate financial plans and financial results to the City's various stakeholders via financial reports The Administrative Services - Finance Department is responsible for the following functions: • Accounting and financial reporting • Budgeting • Accounts payable • Payroll • Utility Billing • Cash receipting and investment management • Debt management PERFORMANCE INDICATORS 48 2011 2012 2013 2014 Description Actual Actual Estimate Target Moody's credit rating Aaa Aaa Aaa Aaa Standard & Poors credit rating AA+ AA+ AAA AAA Average rate of return on investments 0.9% 1.0% 0.6% 0.6% Vendor checks issued 7,707 7,200 7,200 7,200 Payroll checks /direct deposit issued 11,863 12,700 12,000 12,000 Utilityaccounts serviced 19,892 20,000 20,000 20,000 48 Cit �, y of Eap 2014 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director HIGHLIGHTS & CHANGES Overview: The proposed 2014 Finance budget reflects an increase of $12,200 or 1.3% compared to the 2013 budget. The increase is due mostly to a reorganization contemplated in connection with the departure of a Utility Billing /Special Assessment specialist. Highlight /Change 1: The replacement of the vacant Utility Billing /Special specialist position is proposed to include additional responsibilities along with a supervisory role in Utility Billing and Special Assessments, Financial Impact: $11,800 increase (salary and benefits). Service Level Impact: It is anticipated that the Finance Department, under the reorganization plan, will better manage the utility and special assessment functions. In addition, the finance department will be better positioned to manage and implement system technologies that may help provide better customer service for property owners in the City. Highlight /Change 2: All software maintenance costs for the City's Fixed Asset accounting system and Capital Improvement Plan (CIP) software are now budgeted in the Information Technology budget, so they are removed from the Finance budget. Financial Impact: '$2,200 decrease ($1,100 — maintenance contract with Strategic Insight and Sage Software, respectively, 6270) Service Level Impact: None. Highlight /Change 3: All internal phone system costs were removed from the 2014 Finance budget and placed in the IT budget. The Finance budget erroneously included this amount in 2013 so this adjustment is consistent with other department budgets adjustments for 2013. Financial Impact: $3,700 decrease for Integra Telecom Service Level Impact: None. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total EXPENDITURE SUMMARY Actual Actual Budget Budget 2011 2012 2013 2014 $ 921,064 $ 807,035 $ 861,300 $ 879,000 19,541 20,747 19,900 17,200 75,801 81,555 70,900 67,700 2,718 5,726 3,800 4,200 $ 1,019,124 $ 915,063 $ 955,900 $ 968,100 49 City o� Fa�a� 2014 Proposed Budget Operating Budget .� Finance (05) Responsible Manager: Tom Pepper, Finance Director POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Director of Administrative Services 1 1 0 0 0 Chief Financial Officer 1 1 0 0 0 Finance Director 0 0 1 1 2,080 Asst. Finance Director 0 0 1 1 2,080 Accountant II 1 1 1 1 2,080 Accountant) 4 4 2 2 4,160 Accounts Payable Accounting Clerk 0.85 0.85 1 1 2,080 Payroll Specialist 1 1 1 1 2,080 Utility Billing /Special Assessments Clerk 2 2 2 2 4,160 Total 10.85 10.85 9 9 18,720 2014 WORK PLAN Activity Routine 1 Administrative /supervision 2 Preparation of budget /CIP 3 Preparation for auditand completion of annual report 4 Dakota County Drug Task Force accounting 5 Special assessment accounting 6 Othergeneral accountingand reporting 7 Water /sewerutilitybiiling 8 Payroll processing 9 Purchasing /accounts payable processing 10 I nvestment /debt management 11 Implement onl i ne utility billing payment and account maintenance 50 My of ha�a�l 2014 Proposed Budget Operating Budget �. Finance (05) Responsible Manager: Tom Pepper, Finance Director LINE ITEM DETAIL 51 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES- REGULAR $ 694,175 $ 622,859 $ 657,100 $ 663,000 6112 OVERTIME - REGULAR 4,528 5,723 5,000 5,000 6130 SALARIES AND WAGES -TEMP 8,808 5,196 6,600 6,600 6142 PERA - COORDINATED 50,598 40,145 48,000 48,400 6144 FICA 49,294 45,145 49,500 51,100 6151 HEALTH INSURANCE 104,949 80,907 90,100 99,800 6152 LIFE INSURANCE 1,222 1,146 - - 6154 DISABILITY - LONGTERM 2,293 2,128 - - 6155 WORKERS COMPENSATION 4,405 3,393 4,400 4,500 6157 RETIREE HEALTH INSURANCE 792 393 600 600 PERSONAL SERVICES 921,064 807,035 861,300 879,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 16,938 17,040 17,000 16,500 6215 REFERENCE MATERIALS 200 178 200 200 6220 OPERATING SUPPLI ES-GENERAL 1,341 305 500 500 6270 COMPUTER SOFTWARE 1,062 3,224 2,200 - PARTS &SUPPLIES 19,541 20,747 19,900 17,200 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES GENERAL - 1,650 - - 6314 AUDITING 23,800 25,000 25,500 26,000 6346 POSTAGE 11,207 12,090 11,200 12,500 6347 TELEPHONE SERVICE & LINE CHG 5,056 3,911 5,100 1,400 6353 PERSONAL AUTO /PARKING 5,061 4,104 5,000 5,500 6355 CELLULAR TELEPHONE SERVICE 629 842 700 800 6370 GENERAL PRINTING AND BINDING 256 260 600 600 6385 INSURANCE 7,100 7,100 7,100 7,100 6457 MACHINERY AND EQUIP RENT 10,103 13,030 - - 6475 MISCELLANEOUS 5,846 5,770 6,800 5,900 6476 CONFERENCES AND SCHOOLS 1,345 1,362 7,100 5,900 6477 LOCAL MEETING EXPENSES 345 341 300 400 6479 DUES AND SUBSCRIPTIONS 1,525 2,144 1,500 1,600 6569 MAINTENANCE CONTRACTS 3,528 3,951 - - SERVICES & OTHER CHARGES 75,801 81,555 70,900 67,700 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - 700 700 6660 OFFICE FURNISHINGS /EQUIPMENT 2,718 5,726 3,100 3,500 CAP I TAL OUTLAY 2,718 5,726 3,800 4,200 TOTAL FINANCE $ 1,019,124 $ 915,063 $ 955,900 $ 968,100 1.3% 51 City of 2014 Proposed Budget Operating Budget �,a�all Legal Services (06) Responsible Manager: Dianne Miller, Asst. City Administrator PURPOSE & DESCRIPTION The purpose of Legal Services is to: • Provide legal counsel to the City Council and staff • Provide prosecution services in charges against perpetrators • Provide counsel to Human Resources on labor and personnel issues The Legal Department is responsible for the following functions: • Provide legal representation to City in the prosecution or defense of all proceedings in which the City is a party • Review ordinances, resolutions, contracts and other legal documents • Provide coordination with outside legal counsel • Provide legal representation on personnel matters as needed PERFORMANCE INDICATORS 52 2011 2012 2013 2014 Description Actual Actual Estimate Target Number of civil legal service hours billed tothe City 2,600 2,100 2,100 2,100 Number of prosecution legal service hours billed totheCity 1,605 1,650 1,600 1,600 Number of defendants thatattended arraignments (newin '12) 1,048 1,050 2,200 2,200 Number of labor service hours billed to the City 36.5 43.8 40 40 52 Cit �, y of Eap 2014 Proposed Budget Operating Budget Legal Services (06) Responsible Manager: Dianne Miller, Asst, City Administrator HIGHLIGHTS & CHANGES Overview: The 2014 Legal Services budget is proposed to decrease by $1,100 or 0.3 %. Rates for civil legal services are proposed to increase by 2.5 %, while rates for prosecution and labor services are proposed at the same rates as 2013. Highlight /Change 1: Civil Legal Services rates are proposed to increase by 2.5% in 2014. Financial Impact: $3,900 increase Service Impact: none Highlight /Change 2: Labor legal services are proposed to decrease to better reflect actual expenses of previous years and YTD 2013 expenses. Financial Impact: $5,000 decrease Service Impact: none EXPENDITURE SUMMARY 53 Actual Actual Budget Budget Expenditure 2011 2012 _2013 2014 % Change Services and Other Charges $ 338,589 $ 350,175 $ 390,000 $ 388,900 -0.3% Total 338,589 3501175 390,000 388,900 -0.3% Breakdown: Civil 129,398 140,712 155,000 158,900 2.5% Prosecution 202,112 204,073 215,000 215,000 0.0% Other 7,079 5,390 20,000 15,000 -25.0% $ 338,589 $ 350,175 $ 390,000 $ 388,900 -0.3% 53 1101111 City of Eap 2014 Proposed Budget Operating Budget Community Development — Planning (07) Responsible Manager: Mike Ridley, City Planner PURPOSE & DESCRIPTION The purpose of the Community Development — Planning Department is to: ® Coordinate development review process and interaction with residential, commercial and industrial developers and the public ® Perform long range planning activities to guide the physical development of the City a Supervise the regulation of zoning and land use requirements set by the City Code • Manage Geographic Information Systems data and reports for multiple City functions • Coordinate economic development, redevelopment and housing finance activities in the City • Manage special studies, projects and data analysis for development and redevelopment. • Provide adequate support /coverage for information requests from a variety of customers The Community Development — Planning Department is responsible for the following functions: • Perform development application review and coordinate staff report preparation for Commission /Council review of land use, zoning and subdivision applications • Maintain /Update Comprehensive Land Use Plan and Subdivision and Zoning Code • Provide education and enforcement of zoning and land use regulations • Develop GIS applications for department and provide multi- department GIS support • Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in the community and to maintain, revitalize and redevelop specific areas of the City as appropriate • Participate and /or staff Task Forces and coordinate special studies • Manage cold phone /counter calls from residents, realtors, developers, etc. PERFORMANCE INDICATORS * Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring 54 2011 2012 2013 2014 Description Actual Actual Estimate Target Subdivision & Platting related applications 6 16 15 20 Zoning Enforcement Cases* 1,974 1,544 2,000 1,800 Special Studies /Task Forces staffed 0 0 0 0 Rezonings /Prelim & Final PD /PD Amendment 19 33 20 25 CUP /IUP /Variances 26 25 25 25 Ord Amendment /Comp Plan Amendment 13 5 8 8 Sign Permits 243 202 200 300 Zoning Permits 80 254 150 250 Rental Registrations 0 767 500 240 * Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring 54 Cii;y of 2014 Proposed Budget Operating Budget Ea�ao Community Development — Planning (07) Responsible Manager; Mike Ridley, City Planner HIGHLIGHTS & CHANGES Overview: The Planning Division proposes a budget of $1,014,900, an increase of $25,000 or 2.5 %, primarily due to step and benefit increases in the personal services portion of the budget. While Planning is experiencing an increase in activity as the business and development economy recovers, to date the division has been able to absorb the work with the current complement of staff. The highlights listed below outline a slight realignment of the Planning staff that is intended to permit the Division to continue to meet customer demand effectively going forward. Highlight /Change 1: The primary item to highlight is a change to one of our Planner positions from 1 FTE to .8 FTE. As discussed a year ago, one of our Planners requested a shift to four day work weeks and rather than make that formal change to our 2013 budget, the B Team and Community Development staff agreed to treat the change (for 2013) as a trial run to determine if that staffing level would have any unintended impact on service delivery. Financial Impact: Reduction of $20,100 to #6110, with an $8,100 increase to #6130. $12,000 net decrease Service Level Impact: While activity in Planning has been increasing as the recession peters out, we have been able to maintain expected service levels Highlight /Change 2: This change suggests shifting a portion of the .2FTE savings to be designated under Intern /Seasonal. Planning has successfully utilized interns over the summer of 2011 and 2012 to assist Planners in the necessary follow up regarding Landscape Guarantees. The Planners are regularly dealing with development applications that are subject to the 60 Day Action requirement and those must take priority. The result is the release requests get pushed to the back burner. With strong neighborhoods being a consistent theme of the City Council, insuring property maintenance, through code enforcement, is the first step toward achieving this goal. Our interns have been involved in this enforcement, as well as providing baseline surveys to direct resources to areas in need of attention. Additionally, providing real life planning experience to students or recent graduates allows the City and all of our Planning staff to positively impact the next generation of planners. Financial Impact: A shift of $10,000 from the net reduction of $20,000 to #6110 (listed above) to allow for part time seasonal /intern staffing in the summer months. Service Level Impact: Providing this staffing will allow Planning to be more nimble on the back end of development approvals, assisting with general property maintenance efforts and providing valuable real world municipal government experience to those just entering the field. 55 40111111 City of Eap 2014 Proposed Budget Operating Budget Community Development — Planning (07) Responsible Manager: Mike Ridley, City Planner EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 903,830 $ 892,936 $ 912,400 $ 933,800 Parts and Supplies 3,927 4,154 5,700 5,700 Services and Other Charges 59,806 55,444 69,500 71,100 Capital Outlay 21209 3,000 2,300 4,300 Total $ 969,772 $ 955,534 $ 989,900 $ 1,014,900 POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Community Development Director (50% Planning) 0.5 0.5 0.5 0.5 1,040 City Planner 1 1 1 1 2,080 Planners 2 2 2 1.8 3,744 Planning Aide 1 1 1 1 2,080 GIS Specialist 1 1 1 1 2,080 Sr. Code Enforcement Technician 1 1 1 1 2,080 Property Maintenance Code Enforcement Specialists 2 2 2 2 4,160 Office Supervisor 1 1 1 1 2,080 Total 9.5 9.5 9.5 9.3 19,344 2014 WORK PLAN Activi Routine 1 General administration of Planning & Zoning requirements; i.e. creating /mailing notices, assorted document prep, etc 2 Current Planning - Includes working with current residents and current and prospective business owners /developers 3 Special Studies /Budget - Annual (sometimes bi- annual) budget work and coordinating special studies when they aris 4 Comprehensive Plan - Includes ongoing maintenance, updates and review /comments of adjacent city amendments 5 Zoning Permits - Planning review of physical improvements that do not require a Building Permit 6 Zoning - Includes on -going maintenance, updates and responding to zoning inquiries from the general public 7 GIS Administration - Includes assitance with current, long -range planning efforts as well as econ dev inquiries 8 Code Enforcement - Includes applying quality of life standards throughout the community 9 Economic Development /Redevelopment - Includes ongoing efforts to support and promote development 10 Technical Assistance - Includes providing planning and GIS expertise internally and externally 11 Clerical - Planning & Zoning 12 Rental Registration - Program that requires registration and appropriate contact information for all rental properties. 61.1 My of Eap 2014 Proposed Budget Operating Budget Community Development ® Planning (07) Responsible Manager: Mike Ridley, City Planner LINE ITEM DETAIL 57 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 690,436 $ 688,580 $ 699,200 $ 701,300 6130 SALARIESAND WAGES- TEMPORARY 885 5,891 - 8,100 6142 PERA - COORDINATED 49,626 49,695 50,700 51,400 6144 FICA 47,736 47,975 53,000 53,700 6151 HEALTH INSURANCE 107,576 93,964 105,400 115,200 6152 LIFE I NSU RANCE 1,207 1,196 - - 6154 DISABILITY - LONGTERM 2,347 2,324 - - 6155 WORKERS COMPENSATION 3,350 2,981 3,600 3,600 6157 RETIREE HEALTH INSURANCE 667 330 500 500 PERSONAL SERVICES 903,830 892,936 912,400 933,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 1,394 1,792 2,000 2,000 6211 OFFICE PRINTED MATERIALIFORMS 472 116 500 500 6212 OFFICE SMALL EQUIPMENT 89 - 800 800 6215 REFERENCE MATERIALS 76 200 200 6220 OPERATING SUPPLIES- GENERAL 72 300 300 6221 FILM &FILM PROCESSING 25 - 300 300 6231 MOBILE EQUIP REPAIR PARTS 395 852 200 200 6235 FUEL, LUBRICANTS, ADDITIVES 1,404 1,394 1,400 1,400 PARTS & SUPPLIES 3,927 4,154 5,700 5,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL - 3,032 - - 6346 POSTAGE 4,012 4,358 4,000 4,500 6348 MATRIX SERVICE & REPAIR - - 200 200 6353 PERSONAL AUTO /PARKING 4,316 4,599 4,600 4,600 6355 CELLULAR TELEPHONE SERVICE 847 1,148 1,000 2,100 6385 INSURANCE 4,200 4,200 4,200 4,200 6476 CONFERENCES AND SCHOOLS 6,034 5,574 6,400 6,400 6477 LOCAL MEETING EXPENSES 2,150 1,657 2,500 2,500 6478 TUITION AND BOOK REIMBURSEMENT 1,146 - - - 6479 DUES AND SUBSCRIPTIONS 28,279 28,111 37,600 37,600 6504 ECONOMIC DEVELOPMENT ACTIVITY - - 3,000 3,000 6535 OTHER CONTRACTUAL SERVICES 7,628 1,368 6,000 6,000 6569 MAINTENANCE CONTRACTS 1,194 1,397 - - SERVICES & OTHER CHARGES 59,806 55,444 69,500 71,100 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS & EQUIPMENT 2,209 - - - 6670 OTHER EQUIPMENT 3,000 2,300 4,300 CAP I TAL OUTLAY 2,209 3,000 2,300 4,300 TOTAL COMMUNITY DEV.- PLANNING $ 969,772 $ 955,534 $ 989,900 $ 1,014,900 2.5 57 Ea W1 of p 2014 Proposed Budget Operating Budget Community Development — Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official PURPOSE & DESCRIPTION The purpose of the Community Development - Inspections Department is to: • Protect the health, safety and welfare of designers, builders and occupants of the built environment in Eagan • Verify compliance with municipal and state building, fire, plumbing, electrical, heating, energy and accessibility codes • Inform and educate residents, builders and designers of minimum requirements and inform them of the history of those codes • Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary, • Identify potential improvements that can be made in codes and standards and propose changes The Community Development— Inspections Department is responsible for the following functions: • Review plans, specifications and support documents and request revisions, when necessary • Collect fees directly and indirectly related to the Division • Issue sewer /water, fire suppression, building, plumbing, mechanical, underground storage tank and building move permits • Schedule and perform field inspections for the above permits • Coordinate proposed construction projects with other Departments and other government agencies • Respond to residents' questions and concerns regarding code interpretations and potential code violations PERFORMANCE INDICATORS 2011 • * ' of _. • 2014 Commsr Actual Actual Estimate Inspect,, Building permits 2,259 inform them of the history of those codes • Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary, • Identify potential improvements that can be made in codes and standards and propose changes The Community Development— Inspections Department is responsible for the following functions: • Review plans, specifications and support documents and request revisions, when necessary • Collect fees directly and indirectly related to the Division • Issue sewer /water, fire suppression, building, plumbing, mechanical, underground storage tank and building move permits • Schedule and perform field inspections for the above permits • Coordinate proposed construction projects with other Departments and other government agencies • Respond to residents' questions and concerns regarding code interpretations and potential code violations PERFORMANCE INDICATORS 58 2011 2012 2013 2014 Description Actual Actual Estimate Estimate Building permits 2,259 2,699 2,300 2,800 Plumbing permits 1,350 1,497 1,000 1,600 Mechanical permits 812 1,002 900 1,200 Inspections per building inspector 1,971 2,267 2,000 2,000 58 My or Evan 2014 Proposed Budget Operating Budget Community Development — Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official HIGHLIGHTS & CHANGES Overview: The Protective Inspections Division proposes a budget of $1,217,000, an increase of $254,600 or 26.5 %, due to expenses entirely related to increased revenue and activity. Increased permitting activity over the past two years has led to a substantially higher volume of plan review, inspections and clerical duties as well as larger credit card processing fees. Highlight /Change 1: Two full -time Contractual Inspectors are proposed to perform plan reviews and field inspections. The 2013 budget includes a .45 FTE Contractual Inspector. In action taken on May 21, 2013, the City Council approved an increase for the Contractual Inspector to 40 hours per week, bringing the complement of Building Inspectors to what had been in place prior to the 2009 layoff. Since the 2013 budget was approved, several major projects have come forward, including the Paragon Outlet Center, the Eagan Parking Garage, Dakota Path, Eagan Senior Living, Riverview Ridge Townhomes and the proposed CDA townhomes located near Lemay Lake. In addition to other upcoming projects related to commercial expansions, reinvestment and residential infill and remodeling. The $100 million Paragon project alone will consist of over 100 retail stores, opening in fall of 2014. Anticipated permit fees for this project are expected to exceed $330,000 in 2013 and an additional $330,000 in 2014. The request for additional Contractual Inspectors will be completely offset by added permit activity and revenue. Financial Impact: $193,400 increase from the original 2013 budget. Service Level Impact: With the two full -time contractual positions, the Inspections Division would be able to review plans and perform inspections in line with the current construction activity. Highlight /Change 2: The Community Development Department is requesting one, half -time Clerical Technician for six months (0.25 FTE). The need for this position is anticipated to be between April and September of 2014. The Clerical Technician would provide frontline customer service for the Community Development Department by issuing building related permits; receipting monies; answering phones; assisting customers at the counter; filing; scanning and performing other duties as assigned. This request is the result of a steady increase in construction activity and an expected increase in activity in the near future. Additional support will be needed to effectively assist customers, issue permits and schedule inspections. Financial Impact: Increase of $10,700 the request for additional clerical support will be completely offset by added permit activity revenue. Service Level Impact: The part time, temporary clerical position would be utilized to help with the projected spike in construction activity. Highlight /Change 3: Credit card processing charges have dramatically increased due to additional permit activity and a higher percentage of customers using cards at the front counter and through ePermits. This is a cost of doing business as developers, contractors and residents increasingly rely on credit transactions in place of checks. Financial Impact: $23,000 increase from 2013 budget, from $22,000 to $45,000. Service Level Impact: This allows the City to maintain current service expectations of customers. 59 My of �d�an 2014 Proposed Budget Operating Budget �. Community Development — Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official POSITION INVENTORY Personnel Community Development Director (50% Inspections) Clerical Technicians Chief Building Official Senior Inspector Inspectors Tota 1 2014 WORK PLAN EXPENDITURE SUMMARY Actual Actual Expenditure 2011 Personal Services $ 764,098 Parts and Supplies 13,957 Services and Other Charges 49,315 Capital Outlay 174 Total $ 827,544 POSITION INVENTORY Personnel Community Development Director (50% Inspections) Clerical Technicians Chief Building Official Senior Inspector Inspectors Tota 1 2014 WORK PLAN EXPENDITURE SUMMARY Actual Budget Budget 2012 2013 2014 $ 807,955 $ 833,600 $ 871,300 13,735 25,000 24,400 71,557 99,700 317,200 31343 4,100 4,100 $ 896,590 $ 962,400 $ 1,217,000 2011 2012 2013 2014 Hours 0.5 0.5 0.5 0.5 1,040 2 2 2 2 4,160 1 1 1 1 2,080 2 2 2 2 4,160 3 3 3 3 6,240 8.5 8.5 8.5 8.5 17,680 Activity Routine 1 Process permits, set up inspectors' schedules 2 Provide direction, planning, support and final code interpretation 3 Perform plan reviews, interpret codes, meet with applicants 4 Perform field inspections and issue correction orders if necessary 5 Directs, evaluates and oversees Division operations 6 Research Code provisions and acceptability of alternative products 60 __� City of Eap 2014 Proposed Budget Operating Budget Community Development ® Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official LINE ITEM DETAIL 61 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 580,898 $ 621,121 $ 636,600 $ 648,800 6112 OVERTIME - REGULAR 2,236 6,458 5,000 5,000 6130 SALARI ES AND WAGES-TEMPORARY - 2,160 - 10,700 6142 PERA - COORDINATED 41,594 44,459 46,500 48,200 6144 FICA 40,850 43,851 48,600 50,300 6151 HEALTH INSURANCE 91,827 83,788 93,100 104,300 6152 LIFE INSURANCE 972 1,013 - - 6154 DISABILITY - LONGTERM 1,889 1,958 - - 6155 WORKERS COMPENSATION 2,786 2,727 3,200 3,400 6157 RETIREE HEALTH INSURANCE 1,046 420 600 600 PERSONAL SERVICES 764,098 807,955 833,600 871,300 PARTS & SUPPLIES 6210 OFFICE SUPPLI ES 2,637 2,186 4,000 3,500 6211 OFFICE PRINTED MATERIAL/FORMS - 209 500 500 6212 OFFICE SMALL EQUIPMENT - - 300 200 6215 REFERENCE MATERIALS 657 473 2,200 2,200 6220 OPERATING SUPPLIES- GENERAL 37 - 200 200 6224 CLOTHING /PERSONAL EQUIPMENT 83 305 1,000 1,000 6226 PUBLIC SAFETY SUPPLIES - 384 400 400 6231 MOBILE EQUIP REPAIR PARTS 2,802 1,743 3,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS - - 200 200 6235 FUEL, LUBRICANTS, ADDITIVES 7,659 8,414 13,100 13,100 6240 SMALLTOOLS 82 21 100 100 PARTS &SUPPLIES 13,957 13,735 25,000 24,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES - GENERAL 14,790 14,160 56,200 249,600 6346 POSTAGE - - 100 100 6347 TELEPHONE SERVICE & LINE CHG 300 300 6348 MATRIX SERVICE & REPAIR 300 300 6351 PAGER SERVICE FEES - - - - 6353 PERSONAL AUTO /PARKING 697 631 1,100 1,100 6355 CELLULAR TELEPHONE SERVICE 2,970 3,495 5,100 6,200 6385 INSURANCE 7,000 7,000 7,000 7,000 6425 MOBILE EQUIPMENT REPAIR LABOR 80 315 300 300 6476 CONFERENCES AND SCHOOLS 3,186 4,393 4,800 4,800 6477 LOCAL MEETING EXPENSES 339 916 1,300 1,300 6478 TUITION REIMBURSEMENT - - - - 6479 DUES AND SUBSCRIPTIONS 675 1,150 1,100 1,100 6480 LICENSES, PERMITS AND TAXES 59 240 100 100 6487 VISA/MC BANK CHARGES 17,728 37,860 22,000 45,000 6569 MAINT, COPY MACHINE CONTRACT 1,791 1,397 - - SERVICES & OTHER CHARGES 49,315 71,557 99,700 317,200 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 174 3,343 4,100 4,100 CAPITAL OUTLAY 174 3,343 4,100 4,100 TOTAL COMMUNITY DEV. - INSPECTIONS $ 827,544 $ 896,590 $ 962,400 $ 1,217,000 26.5 61 MY of Eap 2014 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION The purpose of the Communications Department is to: • Oversee city public information, public relations and communications tools including newsletters, Web sites, government cable programs, marketing pieces and press releases • Communicate with citizens and the business community • Identify emerging issues and messages while proactively communicating with the media and responding to requests • Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand • Provide strategic communications advice and special event and marketing support to City staff, as needed • Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure • Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Eagan TV (ETV) operations, and the Eagan History Committee The Communications Department is responsible for the following functions: • Publish the bimonthly city newsletter and quarterly Eagan business newsletter • Maintain the content of the City Web site and Intranet • Respond to public requests for information and specifically media requests • Provide marketing and special event support Provide strategic communications advice and develop appropriate themes, messages and materials Oversee ECVB, ETV, and provide staff support to the Telecommunications Commission, Eagan Technology Working Group, 4th of July & Eagan History committees PERFORMANCE INDICATORS 62 2011 2012 2013 2014 Description Actual Actual Estimate Target %of residents who have accessed City Web site N/A 75% 78% 80% % of Web site visitors finding whatthey were looking for N/A 98% 98% 98% %of residents who read Experience Eagan 88% 93% N/A 95% Issues of Eagan Business News out on time 7of8 8of8 8of8 8of8 Attendance at City Services Open House ( Showcase Eagan) 1,250+ N/A 1,300 N/A Average Web site visits per day 1,300 2,100 1,425 1,475 Average monthly Web site visits 39,543 61,000 43,000 50,000 Average monthly pageviews* 137,781 230,000 142,000 125,000 Number of Web site subscribers 3,219 3,200 4,000 5,000 Facebook likes N/A 1,570 2,200 3,000 62 City of ;apo 2014 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications HIGHLIGHTS & CHANGES Overview: The proposed Communications budget is up $30,900, or nearly 6.2% from 2013. This increase is primarily due to the new Strategic Marketing and Online Communications Specialist position's salary and benefits only having been budgeted half year in 2013. The nature of every - other -year projects like the residential survey also affect the budget. Highlight /Change 1: Professional services are up more than a third for several reasons. The every - other -year residential survey is due again in 2014 and is more expensive than the 2013 business survey; the Eagan Business News freelance writing and layout /design is being rebid for the first time since 2009. As these costs cover a minimum three year period, expenses are expected to rise. Financial Impact: $16,500. Service Level Impact: The residential survey provides a foundation for providing and improving valuable services for the people of Eagan, while the Business News delivers an update of the economic outlook for the city, Highlight /Change 2: Other contractual services and maintenance contracts were more than $50,000 in 2012 and in the 2014 budget are reduced to $16,000. Financial Impact: Reduction of $19,700 from 2012 actual, and $8,500 from 2013 budget. Service Level Impact: The positive impact of moving to an open source content management system (CMS) for the Eagan Website continues. EXPENDITURE SUMMARY 63 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 227,862 $ 236,942 $ 268,900 $ 326,800 Parts and Supplies 775 1,122 800 2,100 Services and Other Charges 202,886 202,881 222,700 194,600 Capital Outlay - 1,414 2,300 2,100 Total $ 431,523 $ 442,359 $ 494,700 $ 525,600 63 City of Evan 2014 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Communications Director 1 1 1 1 2,080 Strategic Mktg & Online Communications Spist 0 0 1 1 2,080 Communications Coordinator 1 1 1 1 2,080 Total 2 2 3 3 6,240 ` *1E'IVi1reM. ;�j Activit Routine 1 Write, edit, & publish 6 bi- monthly city newsletters (Experience. Eagan) & annual rpt, 2 Edit & publish 4 city business newsletters (Eagan Business News) +4 online EBNs 3 Maximize use of new open source platform for Web, enhance Intranet, deepen staff knowledge of new tool 4 Further utilize capabilities of Granicus Web platformto support paperless packets and agenda transparency 5 Public relations & issues management including press releases & reporter calls 6 Special events includingJuly4, StateofCityAddress , Mayor speeches atCityevents 7 Oversight /liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB 8 Colocation facility and marketing of city fiber project 9 In -house graphic design 10 Direct efforts to market and sell 1974 -2010 history 11 City -wide residnetial survey 12 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication 64 My of Eapo 2014 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL 65 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 181,396 $ 190,782 $ 210,600 $ 258,000 6130 SALARIES AND WAGES- TEMPORARY - 1,248 - - 6142 PERA - COORDINATED 12,871 13,385 15,300 18,700 6144 FICA 13,245 14,082 15,900 19,200 6151 HEALTH INSURANCE 18,241 15,781 25,600 29,100 6152 LIFE I NSU RANCE 252 252 - - 6154 DISABILITY - LONGTERM 252 252 - - 6155 WORKERS COMPENSATION 940 893 1,200 1,500 6157 RETIREE HEALTH INSURANCE 665 267 300 300 PERSONAL SERVICES 227,862 236,942 268,900 326,800 PARTS & SUPPLIES 6210 OFFICESUPPLIES 291 196 200 200 6212 OFFICESMALL EQUIPMENT 145 606 - 1,000 6215 REFERENCE MATERIALS 3 - 100 100 6270 COMPUTER SOFTWARE 336 320 500 800 PARTS & SUPPLIES 775 1,122 800 2,100 SERVICES& OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 33,697 51,858 45,400 51,900 6328 SPECIAL EVENTS /ADMISSION FEES 7,522 - 6,700 300 6346 POSTAGE 58,540 34,306 46,000 47,600 6353 PERSONAL AUTO /PARKING 4,218 4,279 4,300 4,300 6355 CELLULAR TELEPHONE SERVICE 829 796 800 1,600 6357 GENERAL ADVERTISING 500 23 1,100 1,300 6370 GENERAL PRINTING AND BINDING 63,002 55,651 82,300 58,800 6385 INSURANCE 2,100 2,100 2,100 2,100 6427 BUILDING OPERATIONS REPAIR -LABOR - - - - 6476 CONFERENCES AND SCHOOLS 1,725 1,339 3,100 5,900 6477 LOCAL MEETING EXPENSES 422 348 600 600 6479 DUES AND SUBSCRIPTIONS 1,056 1,011 1,200 1,900 6480 LICENSES, PERMITS AND TAXES - - - - 6496 HISTORICAL SOCI ETY - 679 2,200 2,300 6535 OTHER CONTRACTUAL SERVICES 10,288 31,504 20,300 11,800 6569 MAINTENANCE CONTRACTS 18,987 18,987 6,600 4,200 SERVICES & OTHER CHARGES 202,886 202,881 222,700 194,600 CAPITAL OUTLAY 6660 OFFICE FURNISHI NGS/EQUI PMENT - 1,414 2,300 2,100 CAPITALOUTLAY - 1,414 2,300 2,100 TOTAL COMMUNICATIONS $ 431,523 $ 442,359 $ 494,700 $ 525,600 6.2% 65 A#* City of 2014 Proposed Budget Operating Budget �a�aa Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager PURPOSE & DESCRIPTION The purpose of the Human Resources Department is to: • Develop and implement personnel policies • Administer compensation and benefits plans • Coordinate employee relations initiatives • Maintain and protect the privacy and security of employee records • Serve as internal consultant to management The Human Resources Department is responsible for the following functions: • Coordinate recruitment efforts • Respond to employee performance and discipline issues • Negotiate and administer labor contracts • Coordinate employee recognition program • Conduct new employee orientations and coordinate limited training initiatives PERFORMANCE INDICATORS �:t 2011 2012 2013 2014 Description Actual Actual Estimate Target Job vacancies posted and advertised for 17 22 10 10 Temp /Interns /seasonal positions posted or advertised 61 73 50 60 Applications received 2,359 1,903 2,500 1,900 Internal training opportunities presented by HR 5 2 7 7 Wellness Events/ Campaigns 6 2 7 7 Employees hired 10 17 10 10 Policies & Initiatives revised /created 1 5 4 4 No of resignations /retirements 15 18 10 10 No of PDI Assessments 88 70 80 80 No of days conducting interviews /testing 17 24 20 20 No of days conducting orientation 9 13 10 10 No of EE's promoted 1 7 3 3 Turnover rate (Peopl e that leave divided by total positions) 5% 8% 6% 6% �:t , My of �a�a� 2014 Proposed Budget Operating Budget � Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager HIGHLIGHTS & CHANGES Overview: The proposed 2014 Human Resources budget reflects an increase of $13,400, or 4.7% above the 2013 budget. The primary reason for the increase is wage adjustments and health insurance increases. There are slight increases associated with overall Organizational Development, Wellness Initiatives and Workplace Safety Initiatives. Highlight /Change 1: Recruitment Costs, 6358, are increased due to the use of an applicant tracking system that began in 2013 and has resulted in significant efficiencies and better customer service for applicants. Additionally, as the City awaits approval from the BCA to conduct its own driver's license background checks on applicants, the City continues to utilize a private company to provide this service. Financial Impact: $3,700 increase Service Level Impact: With newspaper advertising becoming obsolete, staff continues to minimize the use of newspaper ads and focus on web based advertising. The labor attorney has confirmed that the City will still be able to meet its Equal Employment Opportunity (EEO) obligations. Highlight /Change 2: Conference and Schools, 6476, is proposed to increase. Financial Impact: $500 increase Service Level Impact: Over the past three years, training and development within HR were almost entirely eliminated. It is the hope that the HR department will be able to participate in Human Resources related training to ensure compliance with state and federal laws, gain insight into labor contract trends and learn about new programs and initiatives to enhance the quality of work and work life at the City of Eagan. Highlight /Change 3: Other Contractual Services, 6535, is proposed to increase to further the City's efforts in organizational and employee development (e.g. trainings, mentoring program. etc.) Financial Impact: $1,000 increase Service Level Impact: Employees are gaining new and improved skills in customer service, supervisory skills, performance management, etc. EXPENDITURE SUMMARY 67 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 195,731 $ 205,339 $ 205,000 $ 214,200 Parts and Supplies 937 1,987 1,300 1,300 Services and Other Charges 55,969 81,722 78,500 83,200 Capital Outlay - 128 500 - Total $ 252,637 $ 289,176 $ 285,300 $ 298,700 67 City of Cap 2014 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Human Resources Manager 1 1 1 1 2,080 Human Resources Generalist 0 0 1 1 2,080 Total 1 1 2 2 4,160 2014 WORK PLAN Activity Routine 1 General, administrative, and compensation tasks 2 Recruitment coordination 3 Benefits administration 4 Employment- related issues 5 Labor relations /contract administration 6 Employee relations /recognition 7 Policy /organizational development 8 Employee orientation &training 9 Management Consult /Assistance 10 Wellness 11 Safety 12 Minnesota Valley Transit Authority 68 City of C�a�aa 2014 Proposed Budget Operating Budget n Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager LINE ITEM DETAIL CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT - 500 6670 OTHER EQUIPMENT 128 - CAPITALOUTLAY 128 500 TOTAL HUMAN RESOURCES $ 252,637 $ 289,176 $ 285,300 $ 298,700 4.7 69 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARI ES AND WAGES-REGULAR $ 154,398 $ 164,643 $ 162,800 $ 169,400 6112 OVERTIME - REGULAR 33 - - - 6130 SALARIES AND WAGES - OVERTI ME - - - - 6142 PERA - COORDINATED 10,936 11,547 11,800 12,300 6144 FICA 11,260 12,009 12,500 13,000 6151 HEALTH INSURANCE 17,364 15,450 16,700 18,300 6152 LIFE INSURANCE 240 250 - - 6154 DISABILITY- LONGTERM 446 469 - - 6155 WORKERS COMPENSATION 981 934 1,100 1,100 6157 RETIREE HEALTH INSURANCE 73 37 100 100 PERSONAL SERVICES 195,731 205,339 205,000 214,200 PARTS & SUPPLIES 6210 OFFICE SUPPLI ES 660 1,923 1,000 1,000 6211 OFFICE PRINTED MATERIAL/FORMS - 100 100 6215 REFERENCE MATERIALS 277 64 200 200 PARTS & SUPPLIES 937 1,987 1,300 1,300 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 81 - 300 1,000 6318 MEDICALSERVICES - PHYSICALEXAM 16,134 21,780 22,100 21,900 6319 MEDICALSERVICES - OTHER 10,105 11,107 17,900 18,100 6353 PERSONALAUTO /PARKING 59 61 100 200 6358 EMPLOYMENT ADVERTISING 23,154 38,619 12,200 15,900 6359 LEGAL NOTICE PUBLICATION 49 - 200 200 6370 GENERAL PRINTING AND BINDING 1,588 1,665 3,300 1,300 6475 MISCELLANEOUS 1,466 2,129 9,600 10,400 6476 CONFERENCES AND SCHOOLS 688 922 5,000 5,400 6477 LOCAL MEETING EXPENSES 501 547 700 600 6478 TUITION AND BOOK REIMBURSEMENT - - - - 6479 DUES AND SUBSCRIPTIONS 904 779 600 700 6535 OTHER CONTRACTUAL SERVICES 1,240 4,113 6,500 7,500 SERVICES & OTHER CHARGES 55,969 81,722 78,500 83,200 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT - 500 6670 OTHER EQUIPMENT 128 - CAPITALOUTLAY 128 500 TOTAL HUMAN RESOURCES $ 252,637 $ 289,176 $ 285,300 $ 298,700 4.7 69 11!k My of Eap 2014 Proposed Budget Operating Budget Police — Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police PURPOSE & DESCRIPTION The purpose of the Administration Division of the Police Department is to: • Ensure the compliance of department policies and procedures • Adhere to guidelines established by the Minnesota Peace Officer Standards and Training Board • Work with elected officials and other city staff to support Eagan citizens • Assure community members have confidence in the Police department • Build community support • Partner with other governmental agencies to promote efficiencies • Develop and achieve agency goals The Administration Division is responsible for the following functions: • Work with staff members in the development of department policy and procedures • Evaluate programs /practices to ensure citizens are obtaining appropriate services • Risk management for the police department • Development and implementation of the department budget • Strategic planning PERFORMANCE INDICATORS * Projections are based on Crime Statistics and Calls for Service data averaged over the past two years. 70 2011 2012 2013 2014 Description Actual Actual Estimate Target Calls for service 49,132 48,490 48,650 48,811 Part I crime rate 2,443 2,431 2,475 2,437 Part II crime rate 2,794 2,665 2,650 2,729 Sworn officers per 1,000 population 1.07 1.07 1.07 1.07 * Projections are based on Crime Statistics and Calls for Service data averaged over the past two years. 70 40- 1 My OI l;ap 2014 Proposed Budget Operating Budget Police — Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police HIGHLIGHTS & CHANGES Department Overview: The police department's 2014 proposed budget submission reflects an overall increase of $289,700 or 2.5% over 2013. The Personal Services area of the budget increased $275,300 or 2.9 %, due to negotiated contractual obligations and the request to add a Crime Analyst /Computer Forensic Examiner position. The non - personnel portion of the police department increased $14,400 or 0.7 %. This increase is mostly due to "non- discretionary" fees such as Dakota Communication Center (DCC) allocation for dispatch services which raised $16,200 from 2013. Administration Overview: The Police Administration budget program reflects an increase of $25,700 or 4.8% from 2013. The department is starting to plan for its 50th Anniversary where some funds need to be identified in 2014. Additionally, strategic planning initiatives were begun in 2013, and are planned for the future to ensure the department is meeting the community's expectations. Highlight /Change 1: Increase funding to account for strategic planning and the department's 50th Anniversary, Financial Impact: The department increased the miscellaneous section of the budget by $11,700. Service Level Impact: In 2013, the department initiated a long -term strategic plan to identify internal and external needs with the goal of enhancing the service provided to the community. The line item was also increased to start planning our 50th Anniversary event for the purchase of commemorative badges that will be worn for the entire year of the anniversary. POLICE ADMINISTRATION - EXPENDITURE SUMMARY Expenditure by Category Actual Parts and Personal Supplies Services 1% 76% Services Personal Services and Other $ 461,336 Charges $ 422,300 Capital 23% 1,503 Outlay 4,800 0% HIGHLIGHTS & CHANGES Department Overview: The police department's 2014 proposed budget submission reflects an overall increase of $289,700 or 2.5% over 2013. The Personal Services area of the budget increased $275,300 or 2.9 %, due to negotiated contractual obligations and the request to add a Crime Analyst /Computer Forensic Examiner position. The non - personnel portion of the police department increased $14,400 or 0.7 %. This increase is mostly due to "non- discretionary" fees such as Dakota Communication Center (DCC) allocation for dispatch services which raised $16,200 from 2013. Administration Overview: The Police Administration budget program reflects an increase of $25,700 or 4.8% from 2013. The department is starting to plan for its 50th Anniversary where some funds need to be identified in 2014. Additionally, strategic planning initiatives were begun in 2013, and are planned for the future to ensure the department is meeting the community's expectations. Highlight /Change 1: Increase funding to account for strategic planning and the department's 50th Anniversary, Financial Impact: The department increased the miscellaneous section of the budget by $11,700. Service Level Impact: In 2013, the department initiated a long -term strategic plan to identify internal and external needs with the goal of enhancing the service provided to the community. The line item was also increased to start planning our 50th Anniversary event for the purchase of commemorative badges that will be worn for the entire year of the anniversary. POLICE ADMINISTRATION - EXPENDITURE SUMMARY 71 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 423,015 $ 461,336 $ 409,000 $ 422,300 Parts and Supplies 1,503 5,092 4,800 5,500 Services and Other Charges 95,685 107,775 118,100 126,700 Capital Outlay 12,241 2,913 - 3,100 Total $ 532,444 $ 577,117 $ 531,900 $ 557,600 71 11011111. City o1 hp 2014 Proposed Budget Operating Budget Police— Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police POSITION INVENTORY SUMMARY— TOTALS BY DIVISION Personnel 2011 2012 2013 2014 Hours Administration Division 3 3 3 3 6,240 Patrol Division 52 52 52 52 108,160 Investigations Division 14 14 14 14 29,120 Support Division 13.83 13.83 13.95 14.16 29,449 Total 82.83 82.83 82.95 83.16 172,969 Personnel 2011 2012 2013 2014 Hours Administration Division 3 3 3 3 6,240 Patrol Division 52 52 52 52 108,160 Investigations Division 14 14 14 14 29,120 Support Division 13.83 13.83 13.95 14.16 29,449 Total 82.83 82.83 82.95 83.16 172,969 POSITION INVENTORY— ADMINISTRATION DIVISION Personnel 2011 2012 2013 2014 Hours Chief of Police 1 1 1 1 2,080 Deputy Chief of Police 1 1 1 1 2,080 Administrative Secretary 1 1 1 1 2,080 Total 3 3 3 3 6,240 2014 WORK PLAN Activit Routine 1 Establish and review police department policies and procedures 2 Respond to citizen questions and concerns 3 Work with elected officials and other city staff members on issues affecting Eagan 4 Meet with other government agencies on law enforcement issues 5 Ensure compliance with established law enforcement practices and norms 6 Plan and implement goals and objectives for the department 7 Interactwith citizens to foster positive relationships between the city and the community 8 Develop the department budget 9 Clerical Support 10 Prepare Annual Report and other publications 11 Attend department and outsidetraining relating to law enforcement issues 12 Promote geographic policing initiatives 72 11-1k� City of Eapi> 2014 Proposed Budget Operating Budget This page left intentionally blank 73 City of t;ap 2014 Proposed Budget Operating Budget Police - Administration (11) Responsible Manager; Jeff Johnson, Deputy Chief of Police LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT Continued on next page 74 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES & WAGES- REGULAR $ 6,595,882 $ 6,709,117 $ 6,969,500 $ 7,042,200 6112 OVERTIME- REGULAR 113,037 178,125 117,400 117,400 6120 CONTRACTUAL SECURITY 31,349 52,573 32,000 32,000 SALARIES & WAGES - 6130 TEMPORARY - 275 - - 6142 PERA- COORDINATED 52,741 54,520 56,500 60,800 6143 PERA - POLICE 861,383 888,265 912,900 975,800 6144 FICA 129,465 136,567 151,500 154,800 6151 HEALTH INSURANCE 903,249 794,634 870,600 1,001,200 6152 LIFE 4,646 4,312 - - 6154 DISABILITY -LONG TERM 20,369 19,732 - - 61.55 WORKERS COMPENSATION 178,703 163,968 205,700 207,200 6157 RETIREE HEALTH INSURANCE 56,657 45,527 57,200 57,200 TOTAL PERSONAL SERVICES 8,947,479 9,047,615 9,373,300 9,648,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6,713 10,540 10,000 10,800 OFFICE PRINTED 6211 MATERIAL /FORMS 4,322 6,843 9,200 9,500 6212 OFFICE SMALL EQUIPMENT 10,305 14,246 16,200 15,700 6215 REFERENCE MATERIALS 2,808 3,499 6,300 4,800 6220 OPERATING SUPPLIES- GENERAL 15,201 13,501 25,200 21,700 6221 FILM & FILM PROCESSING 11 - 100 - CLOTHING /PERSONAL 6224 EQUIPMENT 82,850 83,586 71,300 76,100 6226 PUBLIC SAFETY SUPPLIES 42,218 57,923 36,800 39,600 6228 AMMUNITION 37,731 44,083 46,700 50,700 6231 MOBILE EQUIP REPAIR PARTS 57,962 45,283 56,000 56,000 SMALL EQUIPMENT REPAIR 6232 PARTS 583 1,678 4,100 3,900 6235 FUEL, LUBRICANTS, ADDITIVES 187,899 194,340 236,000 229,400 COMMUNICATION SYSTEM 6238 PARTS 7,402 2,891 7,700 6,500 TOTAL PARTS & SUPPLIES 456,004 478,414 525,600 524,700 Continued on next page 74 411!� El(Y 01 Eapil 2014 Proposed Budget Operating Budget Police- Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT (CONT'D) V1.1 Actual Actual Budget Budget SERVICES & OTHER CHARGES 2011 2012 2013 2014 6310 PROFESSIONAL SERVICES - GENERAL 3,260 3,977 6,500 5,500 6319 MEDICAL SERVICES -OTHER - - 300 300 6320 INSTRUCTORS 3,296 2,130 4,000 4,000 VET /KENNEL CHRG /ANIMAL 6325 DISPOSL 26,354 22,878 27,300 27,300 6330 DCC STARTUP COSTS 1,069,716 973,572 1,070,200 1,086,400 6346 POSTAGE 4,357 4,235 5,000 5,000 6347 TELEPHONE SERVICE & LINE CHG 4,948 4,610 7,300 300 6349 TELEPROCESSING EQUIPMENT 20,367 23,178 29,600 29,600 6352 TELEPHONE CIRCUITS - - - - 6353 PERSONAL AUTO /PARKING 1,240 1,964 3,300 3,100 6354 CAR WASHES 6,321 5,363 7,000 7,000 6355 CELLULAR TELEPHONE SERVICE 26,027 28,777 33,400 37,000 6385 INSURANCE 65,500 65,500 65,500 65,500 6405 ELECTRICITY 772 844 1,500 1,500 6425 MOBILE EQUIPMENT REPAIR LABOR 15,994 13,855 17,200 17,200 6426 SMALL EQUIPMENT REPAIR -LABOR 1,966 2,725 3,500 3,700 COMMUNICATION SYTM RPR- 6430 LABOR - 433 3,700 3,600 6457 MACHINERY AND EQUIPMENT 16,215 14,758 26,400 8,900 6475 MISCELLANEOUS 915 4,010 3,900 17,200 6476 CONFERENCES AND SCHOOLS 64,429 80,929 87,500 104,900 6477 LOCAL MEETING EXPENSES 11,304 11,784 14,000 13,400 6478 TUITION REIMBURSEMENT 14,181 15,684 26,000 18,800 6479 DUES AND SUBSCRIPTIONS 5,948 6,824 9,000 8,800 6480 LICENSES, PERMITS AND TAXES 526 535 700 700 AWARDS, JUDGEMENTS AND 6482 LOSSES - 16 - - 6520 MAJOR INVESTIGATION EXPENSES 13,811 16,289 19,500 22,700 6538 TOWING CHARGES 1,722 818 2,500 2,000 6569 MAINTENANCE CONTRACTS 50,126 47,128 53,800 48,600 TOTAL SERVICES & OTHER CHARGES 1,429,294 1,352,815 1,528,600 1,543,000 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 18,546 24,419 5,200 20,400 6670 OTHER EQUIPMENT 30,439 44,691 67,800 53,500 Total Capital Outlay 48,985 69,109 73,000 73,900 TOTAL POLICE $ 10,881,764 $ 10,947,953 $ 11,500,500 $ 11,790,200 2,5% V1.1 a� tit S t3 t ML� 1 L ri ca p8 W K O en �a _- a v 4-1 (1) U_ O O U � 7 !2 ��. r) o I° o E'° L CL� c ccm w G 'V) V C O a O r r 0 0 0 0 0 0 0 o o 0 n( - o LQ ,g r r N LO 00 N 1 O OP 7 O M (o (n (n P ul� 164 0000 O o V 0000 O (n PN (O n 0 0) N N y M(0 0 O P It N T ti 0) a 0.0 (O Lo Ln r N m p IL M M O r r 0 0 0 0 0 0 0 o o 0 n( - o LQ ,g r r N LO 00 N 1 O OP 7 O M (o (n (n P ul� 164 c n O O W (0 V O N ro P n (0 rn o0 LO Y= P cy d' 't 00 QN co O (» 16-, V) rn U U L NFU v,0 C KS (3) �m O a�mmm n.n.UU 000 0 o 0 0 0 0 0 000,0000000 N Y O cc CO 00 N N N (D -V �n- M (0 n '.Lo O O L'C-) t O r 0) P O N '(O n r 0) O O O O O V C) i i N M ' O 'ct Cl) r M 0 v o d Uw °m m ' ' ° ' ca - rn OM LO LO d voi I h Q U C y 3 O O V U t d 0 aZ V O O P � v P Q1 d G W y e O C O pF r a r d 7 G O tl r � P IL T = O E T a o 0 0 0 O o o O -o O O O o o O 0 o 0 0 0 o o o o o o 00 IQ n 00 �' (0 n O (7 't N r 0 0) Lo 'd' N n CO (o Lo M N O N N (o O 0 O o 0 C) ° 00 o o ICI) O O O O O O O O N O L n O ' ' N O W M 0 00 00 (n(O(nzn 00 LO O O 0 0 0 0 O 0 (0M M W 000n n 00 (o n n Co 00 O P 00 r O M M N (0 0O 0 O O O 0 O OO 't CZ 't 0)(0N r It o r; 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(0 h _ Q W M Cl) M M m m M M M m M m M 'ct 't 9 It [t- d' '�t '�t �. � V (O w LO Q (0 m 0 W m (O O (O O M O M M m O CO m m (O CO m. m: m m m m O 0 M m m V m m cur' h h City o(lap) Police— Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran PURPOSE & DESCRIPTION 2013 Proposed Budget The purpose of the Patrol Division of the Police Department is to: • Maintain a safe community through enforcement and educational efforts • Reduce and prevent crime through education and community involvement • Provide emergency assistance to citizens • Protect the constitutional rights of citizens • Solve ongoing law enforcement problems Operating Budget The Patrol Division is responsible for the following functions: * Respond to calls for routine and emergency service * Enforce state criminal and traffic laws as well as county and city ordinances * Preliminary investigation of crimes and traffic crashes * Conduct crime prevention presentations /participate in neighborhood watch and block programs * Initiate proactive measures to prevent and reduce crimes using geographic policing concepts * Train and prepare for natural disasters, critical incidents and other emergencies PERFORMANCE INDICATORS 78 2011 2012 2013 2014 Description Actual Actual Estimate Target Traffic stops 12,537 12,009 12,700 12,273 Traffic citations 4,520 4,651 5,200 4,585 DWI arrests 254 233 240 243 Arrests (other than DWI) 1,337 1,139 1,250 1,238 Response time to priority 1, emergency calls (min) 6.41 6.64 5.97 6.52 Response time to priority 2, non- emergency calls (min) 8.30 8.25 8.03 8.27 Response time to priority 3, routine calls (min) 11.70 12.96 11.55 12.33 *Formula to measure response time was changed in 2010. The new ratios were entered beginning in 2008. 78 Clly OI >aap 2013 proposed Budget Operating Budget Police—Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran HIGHLIGHTS & CHANGES Patrol Overview: The Police Patrol budget program reflects an increase of $247,200 or 3.6% from 2013. There was an increase in Training (6476), which may not be fully recognized due to the reallocation of funds for Cellular Telephone services to the Communication program. Highlight /Change 1: Increase in Training. Financial impact: The department projected Training /Conferences increased by $16,400 or 36.3% over 2013. Service level Impact: The department is planning to send an officer to canine training following the loss of one of the dogs in 2013. This budget request for is for the 11 weeks course in St. Paul, while the fees for the dog will come from donations. The department has identified online training site through the League of Minnesota Cities, which is intended to reduce officer liability through online training. This budget request will become an annual fee. The department also included funds to send our Police Explorer Advisors to the National Explorer Conference with some of the department's Explorers. This conference is held bi- annually. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2011 $ 5,954,531 422,087 146,527 36,071 $ 6,559,215 79 EXPENDITURE SUMMARY° PATROL DIVISION Actual Budget 2012 2013 $ 5,934,130 425,796 159,397 39,012 $ 6,558,335 $ 6,151,200 451,200 167,500 48,600 $ 6,818,500 Budget 2014 $ 6,396,700 454,200 167,000 47,800 $ 7,065,700 11-0). City of Eak,Bll 2013 Proposed Budget Operating Budget Police — Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Sergeants 8 8 8 8 16,640 Police Officers 43 42 42 42 87,360 Operations Lieutenants 2 2 2 2 4,160 Total 53 52 52 52 108,160 2014 WORK PLAN Activity Routine 1 Participate in POSTmandated training 2 Participate in FEMAand emergency preparedness training 3 Time spent on DUI arrests 4 Timespenton answeringcalls forservice 5 Court preparation and testimony 6 Proactive patrol /misc. duties 7 Special Operations Team and team training /other 8 Policy writing and revisions 9 Administer Special Operations Programs, K -9, Geo- policing 10 Assign, develop and administer training programs 11 Administer and ensure emergency management mandated compliance 12 Directed traffic enforcement 13 SWATtraining 14 Command vehicle training 15 Traffic unit enforcement efforts 16 Neighborhood Watch/ National Night Out and crime prevention efforts 17 Crisis negotiator training 18 Practice Geographic Policing strategies 80 _,. My of Lap 2013 Proposed Budget This page left intentionally blank 81 Operating Budget City of >;a�all 2013 Proposed Budget Operating Budget Police— Investigations (11) Responsible Manager: Lieutenant Mike Fineran PURPOSE & DESCRIPTION The purpose of the Investigations Division of the Police Department is to: * The primary function of the Investigative Division is to complete investigations of criminal cases that are potentially solvable * Learn specialized police methods and tactics that will assist in all types of criminal cases that are reported from thefts, rapes, child abuse, murder, embezzlement, internet crimes, etc. * Conduct seminars that will assist the community with crime reduction and prevention The Investigations Division is responsible for the following functions: • Complete specialized follow -up for criminal investigations • Provide support and resources for Patrol Division cases • Gather and disseminate criminal intelligence — federal, regional and local information • Act as liaison to various attorneys for case discussion and interpretation • Collaborate with federal state and other local law enforcement agencies • Conduct background investigations for employment and various licensing requirements • Work with Drug Task Force to enforce and reduce narcotics trafficking and use PERFORMANCE INDICATORS Description Cases assigned for investigative follow -up Cases assigned to Detective Unit Investigations Division case clearance rate Community outreach forums presented by detectives Felony complaints charged Gross - misdemeanor complaints charged Eagan cases investigated by the Dakota County Drug Task Force 2011 2012 2013 2014 Actual Actual Estimate Target 1,016 1,456 1,235 1,236 639 635 671 637 39% 46% 52% 42% 28 31 30 29 249 -* 230 230* 314 279 276 296 71 93 90 82 *Data not available until July 2013 Per County Attorney office 1-Y, My of f apt 2013 proposed Budget Operating Budget Police— Investigations (11) Responsible Manager: Lieutenant Mike Fineran HIGHLIGHTS & CHANGES Investigation Overview: The Police Investigation budget program reflects a reduction of $67,900 or a decrease of 3.8% from 2013. This is largely attributed to the reallocation of cellular telephone expenses to the department's communication program (1108). Highlight /Change 1: Cellular fees were transferred to the Communications Program Financial Impact: Due to transferring the cellular fees to the Communications Program, the line item was reduced $15,200. Service Level Impact: The billing of cellular costs will be streamlined which will assist efficiencies of other City departments. 83 EXPENDITURE SUMMARY— INVESTIGATIONS DIVISION Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 1,489,058 $ 1,568,258 $ 1,689,000 $ 1,631,700 Parts and Supplies 11,538 22,806 33,800 30,400 Services and Other Charges 25,562 27,630 50,300 37,200 Capital Outlay - 23,042 11,600 17,500 Total $ 1,526,158 $ 1,641,736 $ 1,784,700 $ 1,716,800 83 City of Lap 2013 Proposed Budget Operating Budget Police — Investigations (11) Responsible Manager; Lieutenant Mike Fineran POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Detective Sergeants 2 2 2 2 4,160 Detectives 11 11 11 11 22,880 Rotating Detective 0 1 1 1 2,080 Total 13 14 14 14 29,120 2014 WORK PLAN Activity Routine 1 Actively Investigate criminal cases 2 Testify in court 3 Courtroom preparation 4 Develop and execute search warrants 5 Detective /Sergeant case consultations 6 Proactive case work -- surveil lance of potential criminal activity 7 Case management /review reports and assign cases to detectives 8 Complete background investigations for permit and license activity 9 Schedule detectives for training, time off and special functions 10 DUI forfeiture process and completion 11 Confer with prosecution on active cases 12 Specialized investigative training 13 POST mandated training 14 Attend meetings (Tri- County, Supv., Geo- Police, Sgts., Chief briefings, etc) 15 Conducttraining for other officers 16 Prepare materials and conduct briefings on specialized crimes 17 Community presentations 18 Employment background investigations 19 Support Geographic Policing initiatives 84 CiiI of Eap 2013 Proposed Budget This page left intentionally blank 85 Operating Budget City of Evan 2013 Proposed Budget Operating Budget Police— Support (11) Responsible Manager: Lieutenant Roger New PURPOSE & DESCRIPTION The purpose of the Support Division of the Police Department is to: • Support administrative, patrol and investigative divisions • Develop budget trends and monitor budget expenditures • Management of police reports and citations • Maintain the property and evidence room Expenditures as % of General Fund • Assist citizens in crime prevention efforts • Assist the community, other police divisions and city departments with intelligence information and crime trends The Support Division is responsible for the following functions: • Budget development and implementation • Clerical functions related to police reports and citations • Neighborhood Watch and crime prevention meetings • Animal control and licensing of dogs • Coordination with Dakota Communications Center (DCC) for dispatch services • Fleet maintenance • Intake and management of evidence and property • Management of criminal intelligence and trends PERFORMANCE INDICATORS Description Police reports created /processed Animal control related calls Dog licenses issued /sold (2 year licenses) Child Safety Checks Neighborhood Watch groups managed Crime prevention and neighborhood watch presentations 86 2011 2012 2013 2014 Actual Actual Estimate Target 8,017 8,083 8,172 8,050 1,650 1,571 1,867 1,610 512 2,907 520 2,600 177 206 190 191 133 139 135 136 105 110 105 107 My of Eap 2013 Proposed Budget Operating Budget FParts and Expenditure by Category Supplies Services 1% - �_ and Other Charges 50% Personal Services 49% apital Outlay 0% Police—Support (11) Responsible Manager: Lieutenant Roger New HIGHLIGHTS & CHANGES Support Services Overview: The Police Support Services budget reflects an increase of $84,700 or a 3.6% increase from 2013. This savings was largely created by the elimination of the annual lease for dictation software. Highlight /Change 1: A Crime /Computer Forensic Analyst position is proposed for 2014. While originally proposed as a full time position effective January 1, 2014, the actual budget includes funds to allow for hiring of the position effective on or about September 1, 2014. Financial Impact: The projected financial impact in 2014 is $31,800 with full year salary and benefits included in the 2015 budget Service Level Impact: Previous staffing levels in the Police Department included a full -time Crime Analyst. Prior budget cuts resulted in the position being eliminated. With an ongoing need to provide thorough analysis of crime trends and provide assistance to all Departments involved in geo- policing efforts, the request is to partially reinstate the services of a Crime Analyst. With more cybercrime, Police Officers are strained by the efforts needed to analyze all computers, software, hardware and other technological devices; thus, creating an inefficient and delayed work system. This specialty position will allow officers to work more efficiently on broader police work, due to the Forensic Examiner managing caseloads involving cybercrime. Highlight /Change 2: The department purchased software in 2013 to replace a database that was being leased annually. The city will realize an annual savings with the selection of this new software. Financial Impact: The department eliminated the annual dictation fees of $17,500 from the 2013 budget. Service Level Impact: This reduction will not have an impact on service. Highlight /Change 3: The DCC drafts an annual budget that is approved and adopted by their governing board. The amount budgeted is calculated by a funding formula that has been agreed upon by the Executive Board. Financial Impact: The department increased the budget for DCC fees by $16,200. This is a 1.5% increase from 2013. Service Level Impact: This increase will not have an impact on service. Highlight /Change 4: Transfer all cellular service fees to the Communications Program Financial Impact: In an effort to streamline cellular billing the programs' budgets were all transferred to the Communications program. The overall budget was increased $3,600 or 10.8% over 2013. Service Level Impact: The billing of cellular costs will be streamlined which will assist efficiencies of other City departments. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2011 $ 1,080,875 20,877 1,161, 521 673 $ 2,263,946 EXPENDITURE SUMMARY — SUPPORT DIVISION Actual 2012 $ 1,083,891 24,720 1,058,013 4,142 $ 2,170,765 87 Budget 2013 $ 1,124,100 35,800 1,192,700 12,800 $ 2,365,400 Budget 2014 $ 1,197,900 34,600 1,212,100 5,500 $ 2,450,100 POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Administrative Lieutenant 1 1 1 1 2,080 Support Services Manager 1 1 1 1 2,080 Office Manager 1 1 1 1 2;080 Clerical Technicians -Full -time 4 4 5 5 10,400 Clerical Technicians - Part -time 2.2 2.2 1.2 1.2 2,496 Property Room Technician 0.75 0.75 0.75 0.625 1,300 Community Service Officers 2 2 2 2 4,160 Animal Control Officer 1 1 1 1 2,080 Crime Analyst 0 0 0 1 2,080 Crime Prevention Specialist 1 1 1 1 2,080 Total 13.95 13.95 13.95 14.83 30,836 2014 WORK PLAN Activit Routine 1 Investigate animal complaints 2 Supervision of staff and programs 3 Neighborhood watch and crime prevention meetings 4 Intake of evidence and process for court 5 Dictation of police reports and citations 6 Analyze crime statistics and patterns 7 Assist other departments within police department 8 Assist other departments within the city, i.e. mail, packets 9 Budget preparation, payroll and line item budget 10 Citizen academy, National Night Out, Safety Camp events 11 Support Geographic Policing initiatives 88 City of Eajao 2013 Proposed Budget Operating Budget This page left intentionally blank 89 411111� MY of Eap Fire — Administration (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION 2013 Proposed Budget The purpose of the Fire — Administration Division of the Fire Department is to: 6 Plan, direct, manage and coordinate the overall operation, function and administration of the Eagan Fire Department to ensure the protection of citizens' life and property, including; firefighting, firefighting training, emergency medical care, rescue, disaster response, fire prevention and education, and Operating Budget Expenditures as % of General Fund fire investigations and inspections O Fulfill the mission statement of the Eagan Fire Department: protecting life and property by providing public safety education, fire prevention, fire suppression, medical services and related emergency and non - emergency activities The Fire — Administration Division is responsible for the following functions: ® Seek out funding opportunities for additional needed equipment and technology o Oversee Firefighters, Fire Marshal, and Fire Inspector o Provide resources necessary for the fire department to provide effective and responsible emergency response and fire prevention /education services PERFORMANCE INDICATORS 90 2011 2012 2013 2014 Description Actual Actual Estimate Target Number of Volunteer Firefighters 103 102 100 100 Number of fire reports completed 1,118 1,073 1,250 1,250 Dept approval rating (per survey), good or excellent 96% 97% 96% 96% Insurance Services Office Rating (ISO score 1 best- 10 worst) 3 3 3 3 Percentage of all fire calls in daytime hours (6am -6pm) 65% 62% 65% 65% Positive Customer Service Rating (Meet or exceed expectations) 100% 100% 100% 100% 90 40P MY OI 1;agn 2013 Proposed Budget Operating Budget Fire — Administration (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Department Overview: The proposed Fire Department budget shows an increase of $80,500 or 4.2% from 2013, with a non - personnel increase of 0.03 %. Overall, most of the increases are directly related to an attempt to provide the community with a predictable, reliable and qualified response to calls for service. The Eagan Fire Department is by far the largest non - career fire department in the State of Minnesota with the least full -time fire supervision. We also operate the least costly fire department of any comparable city in Minnesota when measured on a per capita or per resident basis. Due to the frequent turnover with our paid -on -call firefighters (14 per year resign) we are experiencing inconsistent responses and at times, a response from firefighters with limited experience and no supervision. The demands on our volunteer fire officers, compared to their monthly stipends, are inequitable and do not provide for consistent fire supervision. Administration Overview: The Fire Administration budget shows a total increase of $70,400 or 5.3% over the 2013 budget. The non - personnel percentage decrease to the Operations budget is 4.5 %. Highlight /Change 1: The Fire Department started a pilot Duty Crew program in 2010. This program currently allows existing paid -on -call firefighters to sign up to work four hour shifts, Monday- Friday to cover weekday calls. Historically weekdays are our busiest call volume time but also the hardest time period for volunteer departments to consistently and adequately provide staffing. The Duty Crew ensures a predictable response for the community and assists with daily duties including Fire Prevention /Public Education activities, life safety inspections and equipment maintenance functions. For 2014 we are proposing to increase the Duty Crew from one 3- person crew covering eight hours each weekday, to two 2- person crews covering then hours per weekday. This will allow us to have one crew on each side of the city and provide us with the minimum required staffing for a fire response per the NFPA 1720 (2 in /2 out practice). Financial Impact: $46,800 increase (6129) Service Level Impact: This helps ensures we have a well trained and experienced crew to best serve the City's needs during weekday response. Highlight /Change 2: The "Volunteer" pay reflects an $11,000 in Fire Prevention pay. Due to the large amount of Fire Prevention and Public Education requests, for the past two years each firefighter was requested to put in 10 volunteer hours for fire prevention each year. This has resulted in low morale for firefighters not being paid for required hours. For 2014 we are proposing paying each firefighter at the hourly Duty Crew rate ($11 /hour) for their 10 hours of fire prevention. Financial Impact: $11,000 increase (6129) Service Level Impact: Fire prevention and Public Education are our top two missions. 91 *. City of Egpit 2013 Proposed Budget Operating Budget Fire — Administration (12) Responsible Manager: Mike Scott, Fire Chief EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 1,0281188 $ 1,089,993 $ 1,167,300 $ 1,245,100 Parts and Supplies 33,290 21,833 25,900 26,000 Services and Other Charges 121,608 130,773 133,200 126,300 Capital Outlay 33,749 10,794 7,100 6,500 Total $ 1,216,835 $ 1,253,393 $ 1,333,500 $ 1,403,900 POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Fire Chief 1 1 1 1 2,080 Administrative Assistant 1 1 1 1 2,080 Total 2 2 2 2 4,160 2014 WORK PLAN Activity Routine 1 Plan, direct, manage and coordinate the activities of the Fire Dept. 2 Annual budget preparation and administration of budget. 3 Respond to emergency calls. 4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 5 Direct and manage the firefighter recruitment process. 6 Promote community relations through fire prevention and education. 7 Process Fire Reports 111% 4-� Cily of Evan 2013 Proposed Budget This page left intentionally blank Dig] Operating Budget My Of Eagn 2013 Proposed Budget Operating Budget Fire - Administration (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL- ENTIRE FIRE DEPARTMENT Continued on next page 94 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 361,680 $ 391,550 $ 427,000 $ 427,900 6112 OVERTIME - REGULAR 179 252 - - 6129 VOLUNTEER FIREFIGHTERS COMP 312,175 318,790 410,800 462,800 6130 SALARIES AND WAGES- TEMPORARY 6,190 - - - 6142 PERA- COORDINATED 7,611 2,423 11,600 14,200 6143 PERA- POLICE /FIRE 35,350 47,647 41,300 46,100 6144 FICA 11,912 7,959 11,200 10,200 6145 FIRE RELI EF ASSOCIATION 412,066 403,423 466,500 487,300 6151 HEALTH INSURANCE 52,000 41,040 62,500 63,100 6152 LIFE INSURANCE 599 545 - - 6154 DISABILITY - LONGTERM 1,159 1,056 - - 6155 WORKERS COMPENSATION 88,672 159,220 83,200 82,900 6157 RETIREE HEALTH INSURANCE 2,280 1,330 2,000 2,000 PERSONAL SERVICES 1,291,871 1,375,235 1,516,100 1,596,500 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6,817 5,986 5,000 6,000 6215 REFERENCE MATERIALS 2,260 2,095 1,900 1,200 6220 OPERATING SUPPLIES - GENERAL 11,050 1,224 5,900 4,600 6222 MEDICAL /RESCUE /SAFETYSUPPLI ES 3,146 7,041 3,500 3,500 6224 CLOTHING /PERSONAL EQUIPMENT 32,092 21,279 47,700 48,500 6226 PUBLIC SAFETY SUPPLIES 4,444 4,565 4,000 4,000 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 11,860 17,789 16,800 17,600 6231 MOBILE EQUIPMENT REPAIR PARTS 41,065 36,153 40,500 40,500 6234 FIELD /OTHER EQUIPMENT REPAIR 9,007 2,995 3,900 5,000 6235 FUEL, LUBRICANTS, ADDITIVES 32,707 38,793 39,500 43,000 6238 COMMUNICATION SYSTEM PARTS 1,341 1,056 3,100 1,600 6240 SMALLTOOLS 836 198 2,300 2,500 6244 CHEMICAL& CHEMICAL PRODUCTS 814 371 500 500 PARTS & SUPPLIES 157,438 139,546 174,600 178,500 Actual Actual Budget Budget SERVICES & OTHER CHARGES 2011 2012 2013 2014 6310 PROFESSIONAL SERVICES GENERAL 3,377 868 2,100 2,000 6318 MEDICAL SERVICES - PHYSICAL EXAM 25,528 21,160 34,900 25,500 Continued on next page 94 City of'Uap 2013 Proposed Budget Operating Budget Fire - Administration (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL- ENTIRE FIRE DEPARTMENT (CONT'D) 6320 INSTRUCTORS 12,826 5,422 11,000 12,000 6323 TESTING SERVICES 3,243 4,833 16,100 17,100 6346 POSTAGE 847 1,031 900 1,100 6347 TELEPHONES ERVICE & LINE CHANGE 2,119 1,581 2,500 1,700 6353 PERSONAL AUTO /PARKING 542 209 500 300 6354 CAR WASHES 697 591 800 700 6355 CELLULAR TELEPHONE SERVICE 7,419 8,380 7,700 8,400 6370 GENERAL PRINTING AND BINDING - - 100 200 6385 INSURANCE 40,100 40,100 40,100 40,100 6425 MOBILE EQUIPMENT REPAIR -LABOR 355 2,963 1,500 1,500 6426 SMALL EQUIPMENT REPAIR -LABOR 1,504 132 1,000 1,000 6427 BUI LDING OPERATIONS/REPAI R-LABOR 2,500 2,500 2,500 2,500 6475 MISCELLANEOUS 3,137 3,459 3,700 3,700 6476 CONFERENCES AND SCHOOLS 9,068 14,644 16,400 18,100 6477 LOCAL MEETING EXPENSES 1,496 2,211 2,200 2,200 6478 TUITION REIMBURSEMENT 858 512 3,500 3,700 6479 DUES AND SUBSCRIPTIONS 1,272 729 1,200 1,100 6480 LICENSES, PERMITS, AND TAXES 20 138 - - 6515 INTERNAL EXPENSES 5,786 5,535 6,000 6,000 6535 OTHER CONTRACTUAL SERVICES 35,355 48,738 38,700 41,300 6538 TOWING CHARGES - 115 200 200 6569 MAINTENANCE CONTRACTS 3,462 5,892 - SERVICES & OTHER CHARGES 166,257 179,143 199,600 196,400 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - - - 6670 OTHER EQUIPMENT 38,083 22,079 7,100 6,500 CAP I TAL 0 UTLAY 38,083 22,079 7,100 6,500 TOTAL FIRE $ 1,653,650 $ 1,716,004 $ 1,897,400 $ 1,977,900 4.2 Non - personnel increase: 0.03% $ 166,600 95 Qj Z19 N it co H O ni O1 U .2 . �C=l .LA LL ® In O1 O L b M C:K:jA (C � r =^ E !cc0 d E G m Q L v) iz a) 0 0 0 0 0 0 000)°n0) off m m � r, ° O N Ln -i O) c CL yr I+n d bA O N m r n N N N 0 0 0 0 0 0 0 0 0 0 COI � n m ^ 0N) N j N u) 1-i c-1 00 'i i/1 I i/? 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O w w- w 0 w w w w l.7 O d) 401� W1 of Eajan 2013 Proposed Budget Operating Budget Fire — Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Inspections & Prevention Division of the Fire Department is to: • Assure building safety and fire code compliance in new and existing buildings • Reduce fire risk through prevention, education and inspections The Prevention & Inspections Division is responsible for the following functions: • Organize, track and analyze fire problem specific to our communities and develop targeted programs to reduce the occurrence of emergency response. • Respond to emergency calls • Inspect new and existing buildings for fire code compliance • Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide education to the business community on way to eliminate future calls • Perform /coordinate fire education and fire prevention functions PERFORMANCE INDICATORS 98 2011 2012 2013 2014 Description Actual Actual Estimate Target Fire prevention functions performed 375 390 400 400 Fires investigated 14 23 15 15 Fire sprinkler permits processed 157 154 150 150 Total fire prevention hours 3,956 2,832 3,000 3,000 Total hours spentattraining 8,200 8,907 8,000 8,000 Fire Safety Building Inspections 289 858 350 500 98 City of Eago 2013 Proposed Budget Operating Budget Fire — Inspections & Prevention (12) �-- — -- Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Inspections & Prevention Overview: The Inspections and Prevention Division includes Prevention (1228) and Training (1223). The proposed Inspections & Prevention budget is up by $4,500, or 1.2% over 2013. Highlight /Change 1: The Training budget increase is due to a new program to train fire officers in the incident command system called the Blue Card system. This is not a mandatory system, but most of our mutual aid communities are starting to train their fire officers to this level. Eagan needs to start training our officers to the same level to be able to adequately provide and receive mutual aid from our neighboring communities. Approximate cost is $500 /firefighter. We are proposing to train 4 per year to this new level. Financial Impact: $2,000 Service Level Impact: Helps provide uniformity in mutual aid responses. EXPENDITURE SUMMARY 99 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 263,684 $ 285,242 $ 348,800 $ 351,400 Parts and Supplies 8,335 8,115 7,300 6,500 Services and Other Charges 29,267 33,618 35,100 37,800 Capital Outlay - - - - Total $ 301,286 $ 326,975 $ 391,200 $ 395,700 99 City of Eap 2013 Proposed Budget Operating Budget Fire — Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief POSITION INVENTORY Personnel 2011 2012 2013 _ 2014 Hours Fire Marshal 1 1 1 1 2,080 Fire Inspector 1 1 1 1 2,080 Deputy Fire Chief 1 1 1 1 2,080 Fire Prevention Specialist 0 0 0.5 0.5 1,040 Total 3 3 3.5 3.5 7,280 Activit Routine 1 Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepare training for firedepartment 6 Review new building plans for fire code. 7 Plan, directand coordinatethe activities of the training department. 100 Lily of Eapl 2 013 Proposed Budget Operating Budget This page left intentionally blank 101 �a�a� 2013 Proposed Budget Operating Budget .� 40,111, pity o(' Fire— Operations (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Operations Division of the Fire Department is to: ® Ensure the protection of life and property for the City of Eagan The Operations Division is responsible for the following functions: ® Research and recommend improved technology for emergency call response o Develop and enhance collaborative relationships with surrounding areas ® Ensure that emergency equipment and buildings are in a state of readiness ® Provide all necessary equipment for the fire department to provide continued emergency service to residents of Eagan PERFORMANCE INDICATORS 102 2011 2012 2013 2014 Description Actual Actual Estimate Target Large dollar loss (over $1,000 per state reporting) $2,324,000 $785,250 $800,000 $800,000 Responsetime in minutes 6 6 6 6 Fl re 107 98 110 110 Explosion /Overhead 7 6 5 5 Rescue /EMS 241 216 270 270 Hazardous Condition 63 73 90 90 Service Call 89 97 90 90 Good Intent Call 244 218 300 300 False Alarm /False Call 361 357 375 375 Severe Weather /Natural Disaster 2 5 5 Special Incident 6 6 5 5 Call type totaIs: 1,118 1,073 1,250 1,250 102 11_0111 My of' Eap 2013 Proposed Budget Operating Budget Fire — Operations (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Operations Overview: The proposed Operations Division includes Equipment (1225), Training (1223) and SCBA (1227). The adopted Operations Division budget shows an increase of $5,600 or 3.2% from 2013. Highlight /Change 1: Fuel costs, which include apparatus fuel and additives required for newer diesel engines clean emissions, are up. Some of the increase is due to our Duty Crew operation with apparatus being used more during Duty Crew shifts. Financial Impact: $3,500 increase. Service Level Impact: Fuel required for emergency apparatus. Highlight /Change 2: The Fire and EMS Equipment budget increase is due to additional annual testing and maintenance of our rescue extraction equipment used at vehicle accidents and gas monitors used to detect gas leaks. Financial Impact: $2,000 increase Service Level Impact: The equipment is needed for firefighter safety and to provide essential services. Expenditure Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2011 $ 115,813 15,382 4,334 $ 135,529 103 Actual 2012 $ 110,509 21,844 11.285 $ 143,637 EXPENDITURE SUMMARY Budget 2013 $ 150,500 22,200 $ 172,700 Budget 2014 $ 155,400 22,900 $ 178,300 AT* City of >;apl) 2014 Proposed Budget Operating Budget Public Works— Engineering (21) Responsible Manager: Russ Matthys, Public Works Director /City Engineer PURPOSE & DESCRIPTION: The purpose of the Public Works— Engineering is to: • Provide or recommend the best- designed and economical solutions in the most efficient manner for all public improvements • Technically guide the Council with regards to all engineering and public works issues • Follow the Council's directives • Administer and manage all public improve - ments, private developments, right -of -way activities, NPDES Phase II permit and all other engineering Expenditures as % of General Fund and public works issues ® Provide customers with accurate and clearly understandable information as it relates to engineering and public works The Public Works— Engineering is responsible for the following functions: ® Respond to all inquiries and requests of the City Council, various City departments and residents by providing municipal engineering and utility information /assistance ® Address demands on the transportation system & traffic management impacting the City ® Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements e Design /draft construction plans, write /administer specifications, hold informational meetings and coordinate construction /inspection services for public improvements o Provide quality control for the City's infrastructure and erosion /sediment control (SWPPP) o Update Capital Improvement Program & Comprehensive Plans for City's infrastructure ® Coordinate /present Public Hearings /Final Assessment Hearings for City improvements PERFORMANCE INDICATORS Description City Survey -About right a mount of trails & sidewalks available City Survey- Good /excel I ent storm drainage Utility permits issued Miles of streets overlayed Properties assessed for public improvement Miles of water main installed Miles of sanitary sewer installed Miles of storm sewer installed Reviews of residential building permitsite plans 2011 2012 2013 2014 Actual Actual Estimate Target 80% 80% 80% 80% 90% 90% 90% 90% 200 278 200 200 17.0 21.6 20.9 16.1 1,250 1,642 1,573 1,400 0.6 0.1 1.0 1.0 0.4 0.1 1.0 1.0 1.0 0.5 0.7 1.0 36 71 50 75 104 My of Eap 2014 Proposed Budget Operating Budget Public Works — Engineering (21) Responsible Manager: Russ Matthys, Public Works Director /City Engineer HIGHLIGHTS & CHANGES Overview: The adopted Engineering budget reflects an .increase of $57,400 or 4,8% over 2013. This increase is primarily due to the addition of GIS software consulting or programming costs associated with the development of GIS capabilities specific to asset management and enhanced customer service in lieu of increased personal services. The Engineering budget also reflects a personal services increase of $34,200 or 3% from the 2013 budget. The increase is mostly due to an increase in available hours for the Seasonal Engineering Aide positi- ons. Highlight /Change 1: Additional software programs are needed to transform the existing GIS data into an asset management tool in accordance with a long time department goal. The software programming needed to work with the GIS data will be a combination of standard software and specialized programming to fit the City's needs for an asset management tool. The development of the programming would be under the supervision of the GIS Coordinator and would enable the efficient management of nearly $600,000,000 of public infrastructure, including the utilization of mobile technology. Financial Impact: Increase of $25,000 (6310). Service Level Impact: Enhance department efficiencies with the development of an asset management system for nearly $600,000,000 of public infrastructure. Highlight /Change 2: Increase number of hours available for Seasonal Engineering Aide to provide services including: prepare graphics for meetings, technical engineering research and special projects, traffic counts, record plans, map updating, assessment rolls, inspections, survey crew, assist general public, tech, drafting, engineering design, ADA transition plan data gathering, etc. Financial Impact: $2,800 increase (6130). Service Level Impact: Increased level of efficiency and customer service by Engineering Division. Highlight /Change 3: Information Technology (IT) has recognized the need to purchase citywide license, seats, and updates for Adobe Pro scanned document management software, thereby eliminating the need for Engineering to budget and purchase Adobe Pro software updates and installations. This expense has been removed from the Engineering budget, Financial Impact: $1,400 decrease (6270). Service Level Impact: None Highlight /Change 4: Engineering continues to realize the advantages of mobile technology for its field personnel. Smartphone technology allows field personnel more efficient use of time, with connection to email and web -based information. Financial Impact: $700 increase (6335). Service Level Impact: Increase level of customer service and response of field personnel. Highlight /Change 5: The ever emerging technological advances within the field of municipal engineering, as well as the demand to do more with less, requires that Engineering staff is properly trained and knowledgeable about the advancements that may both provide advantages or meet new requirements within the industry. Past recent reductions in funding for training due to budget cuts /challenges have significantly reduced opportunities to keep pace with technology and new mandates. Financial Impact: $1,300 increase (6476). Service Level Impact: Maintain level of customer service and meet minimum requirements. 105 Ilk My OT Eap 2014 Proposed Budget operating Budget Public Works — Engineering (21) Responsible Manager: Russ Matthys, Public Works Director /City Engineer EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 1,141,075 $ 1,098,584 $ 1,133,200 $ 1,167,400 Parts and Supplies 9,164 12,606 14,800 13,500 Services and Other Charges 30,967 40,023 34,100 62,300 Capital Outlay 1,360 2,704 7,600 3,900 Total $ 1,182,566 $ 1,153,917 $ 1,189,700 $ 1,247,100 POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Director of Public Works 1 1 1 1 2,080 City Engineer 1 1 1 1 2,080 Assistant City Engineer 1 1 1 1 2,080 Operations and Transportation Engineer 0.4 0.4 0.4 0.4 832 Engineering Technicians 3 3 3 3 6,240 Clerical Technician 1 1 1 1 2,080 Project Coordinators 2 2 2 2 4,160 Engi neeri ng Ai de 1 1 1 1 2,080 Total 10.4 10.4 10.4 10.4 21,632 2014 WORK PLAN Activity Routine 1 Manage and administer public improvements; implement Capital Improvement Plan 2 Manage and inspect private developments 3 Provide general engineering customer service 4 Manage the Storm Water Pollution Prevention Program (SWPPP) 5 Monitor and manage the budget 6 Collect data and prepare the annual report 7 Maintain and upgrade the GIS service delivery program 8 Provide general administration/supervision to the Engineering Division 9 Manage the Municipal State Aid Streetfundingprogram 10 Evaluate and provide local traffic management 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 106 4 -01 City of Eap 2014 Proposed Budget Operating Budget Public Works - Engineering (21) Responsible Manager: Russ Matthys, Public Works Director /City Engineer LINE ITEM DETAIL 107 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 861,470 $ 837,458 $ 856,100 $ 876,000 6112 OVERTIME - REGULAR 8,635 7,195 8,400 8,400 6130 SALARI ES AND WAGES-TEMPORARY 18,140 19,069 16,200 19,000 6131 OVERTIME- TEMPORARY - - 400 400 6142 PERA - COORDINATED 61,702 60,964 62,700 64,100 6144 FICA 60,278 62,306 66,100 67,600 6151 HEALTH INSURANCE 121,879 103,857 118,300 126,700 6152 LIFE INSURANCE 1,296 1,250 - - 6154 DISABILITY - LONGTERM 2,525 2,431 - - 6155 WORKERS COMPENSATION 4,434 3,647 4,400 4,600 6157 RETIREE HEALTH INSURANCE 716 407 600 600 PERSONAL SERVICES 1,141,075 1,098,584 1,133,200 1,167,400 PARTS & SUPPLIES 6210 OFF] CE SUPPLI ES - 640 - - 6215 REFERENCE MATERIALS 143 - 100 - 6220 OPERATING SUPPLIES- GENERAL 1,417 1,960 1,900 2,100 6224 CLOTHING /PERSONAL EQUIPMENT - 140 500 500 6231 MOBILE EQUIP REPAIR PARTS 1,941 2,452 2,000 2,000 6232 SMALL EQUIPMENT REPAIR PARTS - 62 500 500 6235 FUEL, LUBRICANTS, ADDITIVES 5,663 7,352 8,400 8,400 6270 COMPUTER SOFTWARE - - 1,400 - PARTS & SUPPLIES 9,164 12,606 14,800 13,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL - 2,332 2,000 27,000 6311 LEGAL - 374 - - 6346 POSTAGE 1,597 1,735 2,000 2,000 6353 PERSONAL AUTO /PARKING 6,025 5,232 4,600 4,600 6354 CAR WASHES - - 200 200 6355 CELLULAR TELEPHONE SERVICE 3,495 4,440 4,700 5,300 6370 GENERAL PRINTING AND BINDING 81 481 200 100 6385 INSURANCE 8,400 8,400 8,400 8,400 6425 MOBILE EQUIPMENT REPAIR LABOR - 87 300 300 6426 SMALL EQUIPMENT REPAIR -LABOR 17 - 300 300 6440 1/1 MITIGATION -SUMP PUMP - 4,117 - - 6476 CONFERENCES AND SCHOOLS 4,950 6,202 8,800 10,100 6477 LOCAL MEETING EXPENSES 383 347 700 500 6479 DUES AND SUBSCRIPTIONS 1,985 2,049 1,600 1,900 6480 LICENSES, PERMITS AND TAXES 281 845 - 1,300 6481 RECORDING FEES 112 278 300 300 6569 MAINTENANCE CONTRACTS 3,641 3,104 - - SERVICES & OTHER CHARGES 30,967 40,023 34,100 62,300 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 1,360 2,704 7,600 3,900 CAPITALOUTLAY 1,360 2,704 7,600 3,900 TOTAL PUBLIC WORKS- ENGINEERING $ 1,182,566 $ 1,153,917 $ 1,189,700 $ 1,247,100 4.8 107 My of Eap 2014 Proposed Budget Operating Budget Public Works— Streets & Highways (22) Responsible Manager: Tim Plath, Transportation and Operations Engineer PURPOSE & DESCRIPTION The purpose of the Public Works — Streets & Highways Department is to: • Provide resources and technical application of structural maintenance procedures for public roadways, transportation trail ways and related infrastructure keeping them in the best possible and safest condition economic constraints allow • Provide resources for operational mainten- ance procedures including snow and ice control, sweeping, traffic control, street- lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as economic constraints allow Expenditures as % of General Fund The Public Works— Streets & Highways Department is responsible for the following functions: • Structural maintenance of infrastructure located in local public rights of way including the repair and preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems • Provide operational maintenance including snow and ice control, street lights, cross departmental services delivery, traffic control, and the cleaning of streets and surface drainage grates • Provide boulevard and roadside maintenance including litter /trash removal, boulevard tree trimming, and repair of related boulevard amenities PERFORMANCE INDICATORS Description Miles ofstreets maintained Employee days spent maintaining roads /trails Employee days spent sweeping Snow removal cost per mile, annual Avg pavement condition rating (0-poor, 100-excellent) Street repair /maintenance rating excellent or good (resident survey) Snowplowing rating excellent or good (resident survey) Winter trail/sidewalk maintenance excellent or good (resident survey) 108 2011 2012 2013 2014 Actual Actual Estimate Target 236.6 239.2 240 242 523 517 550 550 341 328 340 340 $3,313 $1,211 $2,500 $2,500 80 83 79 75 86% 86% 85% 85% 93% 93% 85% 85% 86% 86% 80% 80% City of Eag() 2014 Proposed Budget Operating Budget Public Works—Streets & Highways (22) Responsible Manager: Tim Plath, Transportation and Operations Engineer HIGHLIGHTS & CHANGES Overview: The proposed Streets & Highways budget shows an increase of $17,900, or 0.9 %, from 2013 primarily due to fluctuations in estimated quantities for equipment, materials, supplies and consultant services. Highlight /Change 1: The budget reflects a significant decrease to capital outlay due to annual fluctuations in equipment items being requested. Financial Impact: $10,300 decrease (6670). Service Level Impact: None. Highlight /Change 2: Contractual services for tree stump removal in public rights of way is anticipated to increase as more older /mature trees are removed from within the public right of way. Financial Impact: $3,500 increase (6429). Service Level Impact: None. 109 Budget 2013 $ 1,134,600 482,500 160,100 18,200 $ 1,795,400 EXPENDITURE SUMMARY Budget 2014 $ 1,173,700 474,900 155,900 7,900 $ 1,812,400 Actual Actual Expenditure 2011 2012 Personal Services $ 1,064,698 $ 1,083,530 Parts and Supplies 450,897 391,549 Services and Other Charges 164,381 136,029 Capital Outlay - 2,571 Total $ 1,679,976 $ 1,613,679 109 Budget 2013 $ 1,134,600 482,500 160,100 18,200 $ 1,795,400 EXPENDITURE SUMMARY Budget 2014 $ 1,173,700 474,900 155,900 7,900 $ 1,812,400 �. r City o[' ��an a 2014 Proposed Budget Operating Budget Public Works— Streets & Highways (22) Responsible Manager: Tim Plath, Transportation and Operations Engineer POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Operations and Transportation Engineer 0.6 0.6 0.6 0.6 1,248 Streets Supervisor 1 1 1 1 2,080 Technician /Inspector 1 1 1 1 2,080 Maintenance Workers 10 10 10 10 20,800 Total 12.6 12.6 12.6 12.6 26,208 2014 WORK PLAN ctivi Routine 1 Bituminous surface maintenance 2 Snow and ice control 3 Signs /traffic control 4 Sweeping 5 Buildings, facilities 6 Curb and gutter work 7 Crackseal 8 Boulevard /tree& storm system maintenance 9 Customer service response 10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept„ assist.,voting,training) 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 110 41_011� W1 of Eajall 2014 Proposed Budget Operating Budget Public Works- Streets & Highways (22) Responsible Manager: Tim Plath, Transportation and Operations Engineer LINE ITEM DETAIL In Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES- REGULAR $ 741,986 $ 772,271 $ 794,100 $ 812,300 6112 OVERTIME - REGULAR 28,983 26,468 32,100 32,100 6130 SALARIES AND WAGES- TEMPORARY 9,869 15,618 18,500 18,500 6131 OVERTIME- TEMPORARY 17 - - - 6142 PERA- COORDINATED 55,800 57,246 59,900 61,200 6144 FICA 56,814 58,426 64,600 66,000 6151 HEALTH INSURANCE 125,493 110,103 118,100 135,300 6152 LIFE INSURANCE 1,536 1,579 - - 6154 DISABILITY - LONGTERM 2,793 2,897 - - 6155 WORKERS COMPENSATION 39,989 38,121 46,100 47,100 6157 RETIREE HEALTH INSURANCE 1,418 801 1,200 1,200 PERSONAL SERVICES 1,064,698 1,083,5 30 1,134,600 1,173,700 PARTS & SUPPLIES 6210 OFF[ CE SUPPLI ES 229 - - - 6215 REFERENCE MATERIALS - - 100 100 6220 OPERATING SUPPLIES- GENERAL 5,602 3,410 6,600 6,600 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 2,620 2,019 3,600 2,700 6224 CLOTHING /PERSONAL EQUIPMENT 4,386 4,541 4,800 4,800 6230 REPAIR /MAI NTENANCE SUPPLIES GENERAL - - - - 6231 MOBILE EQUIP REPAIR PARTS 99,290 68,026 90,000 87,900 6235 FUEL, LUBRICANTS, ADDITIVES 89,979 92,699 132,200 129,100 6240 SMALLTOOIS - 11 - - 6243 HEATING OIL /PROPANE /OTHER FUEL 318 743 300 500 6255 STREET REPAIR SUPPLIES 50,327 49,773 40,300 41,400 6256 SNOW REMOVAL/ICECONTROLSUPPL 181,311 159,425 184,600 181,800 6257 SIGNS & STRIPING MATERIAL 16,835 10,902 20,000 20,000 PARTS & SUPPLIES 450,897 391,549 482,500 474,900 SERVICES & OTHER CHARGES 6346 POSTAGE 295 46 100 100 6351 PAGER SERVICE FEES - - - - 6354 CAR WASHES - - 100 100 6355 CELLULAR TELEPHONE SERVICE 2,260 2,501 2,800 3,500 6359 LEGAL NOT] CE PUBLICATION 81 - - - 6370 GENERAL PRI NTING & BI NDING 317 884 400 800 6385 INSURANCE 26,100 26,100 26,100 26,100 6405 ELECTRICITY 128 134 200 200 6425 MOBI LE EQUIPMENT REPAIR LABOR 10,199 1,825 6,200 5,500 6429 STREET REPAIR -LABOR 4,809 23,562 8,500 12,000 6457 MACHINERY AND EQUIPMENT RENTAL 9,699 3,433 5;900 4,700 6476 CONFERENCES AND SCHOOLS 3,540 4,112 4,300 4,500 6477 LOCAL MEETING EXPENSES - - - 6478 TUITION REIMBURSEMENT - - - 3,700 6479 DUES AND SUBSCRIPTIONS 355 380 400 400 6480 LICENSES, PERMITS AND TAXES 37 734 - - 6535 OTHER CO NTRACTUAL SERVI CES 9,484 3,099 15,900 6,100 6564 SNOW & ICE REMOVAL 45,654 37,453 44,400 43,400 6566 STRIPING 48,423 28,766 41,800 41;800 6569 MAINTENANCE CONTRACTS 3,000 3,000 3,000 3,000 SERVICES & OTHER CHARGES 164,381 136,029 160,100 155,900 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 2,571 18,200 7,900 CAP I TAL OUTLAY - 2,571 18,200 7,900 TOTAL STREETS & HIGHWAYS $ 1,679,976 $ 1,613,679 $ 1,795,400 $ 1,812,400 0.9 In 0 MY of Eap 2014 Proposed Budget Operating Budget Public Works ® Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent PURPOSE & DESCRIPTION The purpose of the Public Works — Central Services /Equipment Maintenance Division is tot o Provide administrative, clerical, and customer service support for all departments located at the Maintenance Facility. This includes Streets, Equipment Maintenance, Water, Sewer, Parks, Forestry and Water Quality Departments e Provides maintenance and repair for all City vehicles and equipment across all departments, including police and fire The Public Works — Central Services /Equipment Maintenance Division is responsible for the following functions: • Central services process all customer service requests for any maintenance services provided by the City • Central Services manages and operates software programs to support maintenance service delivery • Equipment Maintenance crews maintain equipment for safe and efficient operation • Equipment maintenance staff performs vehicle safely inspections PERFORMANCE INDICATORS Description Customer Service requests responded to Units (cars /trucks /heavy equipment) serviced per mechanic Scheduled (vs. unscheduled) maintenance as %of total Average Unit Downtime (industry standard is 5 %) Comebacks (return for repeatwork) (industry standard is 3 %) 2011 2012 2013 2014 Actual Actual Estimate Target 2,000 2,000 2,000 2,000 105 105 105 105 65% 70% 65% 65% 0.6% 0.4% 1.0% 1.0% 0.1% 0.6% 1.0% 1.0% 112 2014 Proposed Budget Operating Budget .� lily of Ea�a� Public Works — Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent Service Level Impact: None. 113 HIGHLIGHTS & CHANGES Overview: The proposed Central Services Division budget decreased $3;000 or -0.5% from the 2013 budget. Highlight / Change 1: An estimated $1,500 will be saved due to the elimination of sales tax on purchases. This is largely offset by routine increases in supply costs. Financial Impact: $1,500 savings in supply purchase. EXPENDITURE SUMMARY Actual Actual Expenditure 2011 Personal Services $ 503,210 Parts and Supplies 25,397 Services and Other Charges 47,313 Capital Outlay 2,377 Total $ 578,297 113 HIGHLIGHTS & CHANGES Overview: The proposed Central Services Division budget decreased $3;000 or -0.5% from the 2013 budget. Highlight / Change 1: An estimated $1,500 will be saved due to the elimination of sales tax on purchases. This is largely offset by routine increases in supply costs. Financial Impact: $1,500 savings in supply purchase. EXPENDITURE SUMMARY Actual Budget Budget 2012 2013 2014 $ 509,382 $ 516,700 $ 509,800 23,275 33,300 31,400 48,206 47,600 50,400 12,823 6,400 9,400 $ 593,686 $ 604,000 $ 601,000 �: My of Eajan 2014 Proposed Budget Operating Budget Public Works e Central Services Maintenance (24) Responsible Manager; Paul Olson, Parks Superintendent POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Parks Superintendent 0.3 0.3 0.3 0.3 624 Shop Supervisor /Chief Mechanic 1 1 1 1 2,080 Mechanics 2 2 2 2 4,160 Office Supervisor 1 1 0 0 0 Clerical Technician III 1 1 1 1 2,080 Operations Support Specialist (50% Maintenance) 0.5 0.5 0.5 0.5 1,040 Central Services Office Aide 0 0 1.0 1.0 2,080 Total 5.8 5.8 5.8 5.8 12,064 2 014 WORK PLAN Routine 1 General administration 2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org,) 3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.) 4 Snow plowing (assist Street Maint.) 5 Buildings, facilities maintenance 6 114 City of Eajan 2014 Proposed Budget Operating Budget Public Works - Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent LINE ITEM DETAIL 115 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES- REGULAR $ 362,758 $ 377,071 $ 358,400 $ 364,500 6112 OVERTIME- REGULAR 5,107 4,352 9,800 6,000 6130 SALARIESAND WAGES- TEMPORARY 80 - 14,000 - 6142 PERA- COORDINATED 26,442 27,401 26,700 26,900 6144 FICA 26,304 27,079 29,200 28,300 6151 HEALTH INSURANCE 66,521 58,604 62,500 68,800 6152 LIFE INSURANCE 717 730 - - 6154 DISABILITY - LONGTERM 1;344 1,422 - - 6155 WORKERS COMPENSATION 13,609 12,531 15,800 15,000 6157 RETIREE HEALTH INSURANCE 328 192 300 300 PERSONAL SERVICES 503,210 509,382 516,700 509,800 PARTS & SUPPLIES 6210 OFFICE SUPPLI ES 5,722 8,043 7,000 6,600 6215 REFERENCE MATERIALS 116 - 300 300 6220 OPERATING SUPPLIES- GENERAL 21 48 300 300 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 1,015 806 1,100 1,100 6224 CLOTHING /PERSONAL EQUIPMENT 1,200 1,275 1,400 1,400 6231 MOBILE EQUIP REPAIR PARTS 1,389 612 1,300 1,300 6234 FIELD /OTHER EQUIPMENT REPAIR 2,399 1,921 3,800 3,800 6235 FUEL, LUBRICANTS, ADDITIVES 1,428 1,528 .2,000 1,900 6240 SMALLTOOLS 4,523 3,120 4,500 4,200 6241 SHOP MATERIALS 5,580 4,841 7,600 7,100 6270 COMPUTER SOFTWARE 2,004 1,081 4,000 3,400 PARTS & SUPPLIES 25,397 23,275 33,300 31,400 SERVICES & OTHER CHARGES 6346 POSTAGE 63 16 - - 6347 TELEPHONE SERVICE & LINE CHG 1,921 1,816 4,200 2,500 6354 CAR WASHES - 10 - - 6385 INSURANCE 15,400 15,400 15,400 15,400 6425 MOBILE EQUIPMENT REPAIR LABOR 181 498 500 500 6428 FIELD /OTHER EQUIP REPAIR -LABOR 480 992 1,300 1,300 6476 CONFERENCES AND SCHOOLS 1,320 1,543 2,900 2,000 6477 LOCAL MEETING EXPENSES 124 - 200 200 6478 TUITION REIMBURSEMENT - - - 3,700 6479 DUES AND SUBSCRIPTIONS 184 154 200 200 6480 LICENSES, PERMITS AND TAXES 52 50 200 200 6539 WASTE REMOVAL/SANITATION SERV 19,508 19,608 21,400 23,100 6569 MAINTENANCE CONTRACTS 8,080 8,119 1,300 1,300 SERVICES & OTHER CHARGES 47,313 48,206 47,600 50,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 2,377 5,810 900 6,100 6670 OTHER EQUIPMENT - 7,013 5,500 3,300 CAPITALOUTLAY 2,377 12,823 6,400 9,400 TOTAL CENTRAL SERVICES $ 578,297 $ 593,686 $ 604,000 $ 601,000 -0.5 115 City of Eap 2014 Proposed Budget operating Budget Parks & Recreation ® Recreation/Ad ministration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Recreation /Administration Division of the Parks and Recreation Department is to: • Develop community through provision of recreation programs, facilities and events • Provide support and oversight to partner organizations providing leisure activities • Provide opportunities for leisure and social skill development • Provide meeting spaces and facilities for Expenditures as % of General Fund community groups and private functions ® Schedule and allocate use of community facilities to provide equal benefits to all residents The Recreation /Administration Division is responsible for the following functions: • Provide recreation programs and services to all Eagan residents • Provide clerical support for program registrations, facility reservations, memberships & general inquiries • Provide staff support to the Advisory Parks Commission • Facilitate planning for future park, recreation, and facility development PERFORMANCE INDICATORS Description Hours of Subsidized programs Participants in Subsidized programs Hours of fee based programs Participants in fee based programs Based on City survey, %who rate City- sponsored recreation programs as good or excellent Based on City survey, %of participants who report being satisfied with their experience in recreation programs 2011 2012 2013 2014 Actual Actual Estimate Target 4,756 4,705 5,200 5,200 66,499 66,011 66,500 66,500 9,209 9,353 9,250 9,250 14,972 15,717 14,500 14,500 N/A 82% N/A 85% N/A 99% N/A 99% 116 My or Eajan 2014 Proposed Budget Operating Budget Parks & Recreation — Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation Expenditure by Category Parts and Personal Supplies Services l 6% { 77% Services and Other Charges 17% j { Merch. for Capital resale Outlay 0% 0 HIGHLIGHTS & CHANGES Overview: The proposed Recreation /Administration Division budget is up $80,400 or 3.8% from 2013. Service level remains consistent; although, recreation programs are adjusted each year to meet community needs. Highlight /Change 1: This budget includes $4,100 in expenses for the creation of a City -wide volunteer program that will include recruitment, training, tracking and celebrating /recognizing. ($1,000 LMCIT Insurance Coverage, $100 Volunteer Association Membership, $900 Volunteer Tracking Software, $1,500 Training Supplies, T- shirts & Printing, $600 Appreciation /Recognition Items.) Financial Impact: $4,100 increase (6475). Service Level Impact: This change will lead to increased customer service through improved brochure design, and through the ability of front office staff to focus on other customer service tasks, Highlight /Change 2: The Eagan Fun Run has been replaced with the Streets Alive event. Streets Alive will be held for the first time in September 2013 with the assistance of a $10,000 grant. Expenses are projected to increase $12,400 as the grant dollars will likely not be available. This increase is largely due to internal charges, which are not charged to other City events, of $7,500 for public safety and public works services for this event. There is a policy question as to whether or not these expenses should be included in the program budget. Financial Impact: $12,400 Increase ($4,900 increase without internal charges) (3079) Service Level Impact: This change will lead to a larger community special event which promotes healthy living and community engagement. Highlight /Change 3: Expenses for the Puppet Wagon increase by $3,400 from the 2013 Budget and $6,200 from the 2012 Actual. Revenues decrease $1,760 from 2012 actual. This change in the budget will provide 46 additional free public performances. The Puppet Wagon will visit 10 or 11 locations (5 new) each week with these increases. Average attendance at each 2012 performance was 50 per performance, a total of 3,500 kids and families interacting through the program. Financial Impact: $3,400 Expense Increase (3060) Service Level Impact: This increase will allow for 46 additional performances in 2014 from the 2012 performance levels. Highlight /Change 4: Sales tax savings for this budget is estimated at $6,400 across several programs and categories. Many of the supplies purchased for recreation programs are from food and clothing categories; therefore, these items were not previously taxed. Financial Impact: $6,400 Savings Service Level Impact: None Highlight /Change 5: Concessions operations at North View Athletic Complex continue to be subsidized service to participants of the adult softball leagues. The operations lost $1,434 in 2011 and $2,495 in 2012. The 2014 budget anticipates a $1,200 loss. This is a policy question as to whether or not these expenses should continue to be incurred as a service to participants. Options include consolidating this operation with the larger Civic Arena or Cascade Bay concession operations or no longer providing this service. Concession services were discontinued in 2009 at the Lexington- Diffley Complex. No complaints were recorded from facility users. Financial Impact: $1,200 subsidy to provide this service. Service Level Impact: Program participants would need to bring their own food and drink items for Adult Softball leagues. Concession stand could be used by Athletic Associations for their own concession sales during tournaments. 117 11-01111 My of baiaa 2014 Proposed Budget Operating Budget Parks & Recreation — Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 1,532,398 $ 1,503,741 $ 1,596,700 $ 1,662,600 Parts and Supplies 119,094 105,640 118,800 122,700 Services and Other Charges 295,888 344,775 369,500 379,000 Capital Outlay 21,250 5,288 4,700 6,500 Merchandisefor Resale 4,651 7,521 5,000 4,300 Total $ 1,973,281 $ 1,966,965 $ 2,094,700 $ 2,175,100 POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Director of Parks and Recreation 1 1 1 1 2,080 Superintendent of Operations 1 1 1 1 2,080 Recreation Program Supervisor 3.1 3.6 3.6 3.6 7,488 Sports Program Assistant 1 1 1 1 2,080 Clerical Technicians 4.4 4.4 3.4 3.4 7,072 Recreation Program Manager 1 1 1 1 2,080 Recreation Facility Manager 1 1 1 1 2,080 Office Supervisor 0 0 1 1 2,080 Total 12.5 13 13 13 27,040 2014 WORK PLAN ACtivit Routine 1 Provide department administration - Parks, Recreation & Revenue Facilities 2 Providing recreation programs and services 3 Oversee developmentand construction projects 4 Prepare information for City Council 5 Provide supportto Advisory Parks Commission 6 Provide program registration, facility reservations, and answer public inquiries 7 Provide support for special events and community partner groups. 8 Respond to concerns and suggestions from residents 9 Accountfor collection of revenues from all department facilities and programs 118 6il� y ol 2013 Proposed Budget Operating Budget ''�a�a�l Parks & Recreation - Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Cont'd on next page 119 Actual Actual Budget Budget __Acct PERSONAL SERVICES 2011 _ _ 2012 _ 20.1.3_ _ 2014 6110 SALARIES AND WAGES- REGULAR $ 933,492 $ 915,874 $ 948,600 $ 974,600 6112 OVERTIME- REGULAR - - - - 6130 SALARIES AND WAGES- TEMPORARY 274,711 286,626 326,300 346,100 6131 OVERTIME- TEMPORARY 1,051 432 - - 6142 PERA - COORDINATED 78,952 78,983 81,800 84,500 6144 FICA 87,103 87,369 96,500 99,900 6151 HEALTH INSURANCE 137,826 116,797 127,500 140,800 6152 LIFE INSURANCE 1,705 1,637 - - 6154 DISABILITY- LONGTERM 2,989 2,878 - - 6155 WORKERS COMPENSATION 13,901 12,688 15,300 16,000 6157 RETIREE HEALTH INSURANCE 668 457 700 700 PERSONAL SERVICES 1,532,398 1,503,741 1,596,700 1,662,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,219 3,404 3,400 3,600 6211 OFFICE PRINTED MATERIAL/FORMS - 45 200 200 6212 OFFICE SMALL EQUIPMENT 136 600 600 6215 REFERENCE MATERIALS - - - - 6220 OPERATING SUPPLIES - GENERAL 29,170 4,415 10,400 13,700 6222 MEDICAL/RESCUE /SAFETY SUPPLIES - 400 400 500 6224 CLOTHING /PERSONAL EQUIPMENT 4,510 1,514 1,700 2,100 6227 RECREATION EQUIPMENT /SUPPLIES 81,183 92,936 97,800 100,800 6253 TURF MAINTENANCE & LANDSCAPE 385 - - - 6270 COMPUTER SOFTWARE 627 2,790 4,300 1,200 PARTS & SUPPLIES 119,094 105,640 118,800 122,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 71 50 - - 6320 INSTRUCTORS 42,251 70,179 73,400 83,000 6326 ATHLETIC TEAM SANCTION FEES 7,151 6,603 6,200 6,800 6327 SPORTING EVENTOFFICIALS 78,750 77,089 84,200 80,900 6328 SPECIAL EVENTS /ADMISSION FEES 5,535 3,580 2,400 2,000 6329 TOURNAMENT FEES 3,680 3,680 3,700 3,700 6331 PROGRAM SCHOLARSHIPS 5,897 5,929 5,500 5,500 6346 POSTAGE 9,206 10,261 12,300 12,300 6351 PAGER SERVICE FEES 437 - - - 6353 PERSONAL AUTO /PARKING 6,320 6,293 6,400 6,800 6355 CELLULAR TELEPHONE SERVICE 9,772 8,355 9,000 9,000 6357 ADVERTISING /PUBLICATION 6,840 15,205 28,300 23,100 Cont'd on next page 119 2013 Proposed Budget Operating Budget } My of �a�a� Parks & Recreation - Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) 120 Actual Actual Budget Budget SERVICES & OTHER CHARGES CONTD 2011 2012 20.13 2014 6370 GENERAL PRINTING AND BINDING 275 407 800 800 6385 INSURANCE 8,900 8,900 8,900 8,900 6457 MACHI NERY AND EQUI PMENT 2,524 3,358 1,400 1,700 6475 MISCELLANEOUS 26,306 29,163 30,500 34,600 6476 CONFERENCES AND SCHOOLS 2,443 5,859 7,400 8,400 6477 LOCAL MEETING EXPENSES 2,327 3,034 4,600 5,000 6478 TUITION REIMBURSEMENT - 7,020 7,000 3,700 6479 DUES AND SUBSCRIPTIONS 1,919 1,817 2,700 2,700 6480 LICENSES, PERMITSANDTAXES 449 342 500 500 6487 VISA/MC BANK CHARGES 11,742 14,442 11,500 14,500 6515 BUILDING RENTAL - INTERNAL EXPENSES 51,768 50,898 50,000 50,000 6535 OTHER CONTRACTUAL SERVICES 4,712 4,685 3,800 4,100 6550 TRANSPO RTATI 0 N SERVI CES 6,613 7,626 9,000 11,000 SERVICES & OTHER CHARGES 295,888 344,775 369,500 379;000 CAPITAL OUTLAY 6620 BUILDINGS 15,801 - - - 6660 OFFICE FURNISHINGS /EQUIPMENT 5,449 5,288 4,700 6,500 CAPITAL OUTLAY 21,250 5,288 4,700 6,500 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 4,651 7,521 5,000 4,300 MERCHANDISE FOR RESALE 4,651 7,521 5,000 4,300 TOTAL PARKS & RECREATION - RECREATION $ 1,973,281 $ 1,966,965 $ 2,094,700 $ 2,175,100 3.8% 120 City of >;ap 2013 Proposed Budget Operating Budget This page left intentionally blank 121 ic � y of �a�an 2014 Proposed Budget Operating Budget MINSMINEMM .� Parks & Recreation —Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Parks Division of the Parks & Recreation Department is to: • Provide safe opportunities for residents to gather as a community • Support league, tournament and public play. • Ensure the availability of clean, safe, quality facilities, play features and amenities ® Facilitate reservations comm n't -b d Expenditures as % of General Fund u i y ase special events and recreational initiatives • Coordinate the development of new park features and amenities per the budget and CIP • Cooperate and coordinate with other providers of community recreational facilities • Maintain the visual and physical integrity of City parks and grounds • Assist other City Departments as required and /or requested The Parks Division is responsible for the following functions: • Implementing an effective turf and grounds management • Repairing and maintain park buildings, structures and hardscapes • Promptly responding to citizen requests • Creating and maintaining winter recreational opportunities, assisting with snow removal • Providing logistical and physical support to special events • Supporting departmental recreational programs • Constructing and installing new park features and amenities PERFORMANCE INDICATORS 122 2011 2012 2013 2014 Description Actual Actual Estimate Target %of citizens who rate park facilities as good or excellent 95% 95% 95% 95% %of pavilion /shelter users rating service and cleanliness as 95% 95% 95% 95% Games canceled on Cityfields due to nonweather related 2 2 <3 <3 Outdoor hockey rinks with skatable ice 15 15 15 15 Acres mowed regularly by Parks staff 475 470 465 465 Adultteam overall ave. ratings of league softball sites (0 -5) 4 4 4 4 Playground Replacement or Upgrades 2 1 2 2 Irrigation Systems maintained year round 29 29 30 30 122 City of �� , ajaa 2014 Proposed Budget Operating Budget Parks & Recreation —Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation purchase. Service Level Impact: None. Actual ,in7' HIGHLIGHTS & CHANGES Overview: The adopted Park Division budget is increased $16,100 or 0.8% from the 2013 budget. The increase comes from routine wage /benefit increases. Highlight / Change 1: An estimated $24,800 will be saved due to the elimination of sales tax on purchases. This is largely off -set by routine increases in supply costs. Financial Impact: $24,800 savings in supply 5 1,254,907 321,552 265,106 37,365 $ 1,878,930 123 EXPENDITURE SUMMARY Budget Actual Expenditure 2011 Personal Services $ 1,249,988 Parts and Supplies 288,542 Services and Other Charges 250,229 Capital Outlay 21,798 Total $ 1,810,557 Actual ,in7' HIGHLIGHTS & CHANGES Overview: The adopted Park Division budget is increased $16,100 or 0.8% from the 2013 budget. The increase comes from routine wage /benefit increases. Highlight / Change 1: An estimated $24,800 will be saved due to the elimination of sales tax on purchases. This is largely off -set by routine increases in supply costs. Financial Impact: $24,800 savings in supply 5 1,254,907 321,552 265,106 37,365 $ 1,878,930 123 EXPENDITURE SUMMARY Budget Budget 2013 2014 $ 1,279,300 $ 1,314,600 344,600 337,000 318,600 305,000 71,600 73,600 $ 2,014,100 $ 2,030,200 lf�' City of Hap 2014 Proposed Budget Operating Budget Parks & Recreation—Parks Division (31) Responsible Manager; Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Parks Superintendent 0.85 0.6 0.6 0.6 1,248 Park Maintenance Supervisor 1 1 1 1 2,080 Park Operations Supervisor 1 1 1 1 2,080 Park Maintenance Workers 9.4 9.4 8.4 8.4 17,472 Total 12.25 12 11 11 22,880 2014 WORK PLAN Activit Routine 1 Maintain City park grounds, turf and irrigation systems 2 Maintain City park buildings, facilities, amenities and infrastructure 3 Install new park features 4 Mow boulevards and turf at all City buildings 5 Prepare athletic fields for community and league use 6 Provide support for special events and scheduled use of facilities 7 Develop and maintain winter recreational sites 8 Provide supportto other departments and divisions 9 Prepare and monitor divisional budget and CIP 10 Administration and supervision 11 Provide input and logistical supportto the APrC 12 Implement CIP initiatives 13 Implement master planning process /recommendations, 20/20 & PE 124 ., My of �aga� 2014 Proposed Budget Operating Budget � Acct PERSONAL SERVICFS 6110 SALARIES AND WAGES - REGULAR 6112 OVERTIME- REGULAR 6130 SALARIES AND WAGES- TEMPORARY 6131 OVERTIME - TEMPORARY 6142 PERA - COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY - LONGTERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE 6240 PERSONAL SERVICES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6347 TELEPHONE SERVICE& LINE CHG 6351 PAGER SERVICE FEES 6353 PERSONAL AUTO /PARKING 6354 CAR WASHES 6355 CELLULAR TELEPHONE SERVICE 6357 ADVERTISING /PUBLICATION 6385 INSURANCE 6405 ELECTRICITY 6410 NATURAL GAS SERVICE 6425 MOBILE EQUIPMENT REPAIR LABOR 6426 SMALL EQUIPMENT REPAI R-LABOR 6427 BLDG OPERATIONS /REPAIR -LABOR 6428 FIELD /OTHER EQUIP REPAIR -LABOR 6431 PARK FACILITY REPAIR -LABOR Parks & Recreation -Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation Actual 2011 $ 697,544 19,140 245,706 2,328 58,115 69,414 126,190 1,392 2,546 26,568 1,045 1,249,988 305 144 10,890 1,677 12,903 1,661 59,334 12,451 8,424 72,055 572 2,316 1,969 17,975 18,377 63,976 3,513 288,542 125 Actual 2012 $ 706,844 13,800 261,372 2,097 62,366 69,805 109,532 1,373 2,537 24,537 644 1,254,907 12,919 1,685 14,992 5,753 54,321 9,236 10,503 84,022 1,858 1,948 474 23,183 22,772 76,007 1,879 321,552 LINE ITEM DETAIL Budget PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6215 REFERENCE MATERIALS 6220 OPERATING SUPPLIES- GENERAL 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 6223 BUILDING /CLEANINGSUPPLIES 6224 CLOTHI NG/PERSONAL EQUI PMENT 6231 MOBILE EQUIP REPAIR PARTS 6233 BUI LDI NG REPAI R SUPPLI ES 6234 FIELD /OTHER EQUIPMENT REPAIR 6235 FUEL, LUBRICANTS, ADDITIVES 6239 PARK FACILITY REPAIR PARTS 6240 SMALLTOOLS 6243 HEATING OIL/PROPANE /OTHERFUEL 6251 ATHLETIC FIELD SUPPLIES 6252 PARKS& PLAY AREA SUPPLIES 6253 TURF MTN & LANDSCAPE SUPPLIES 6257 SIGNS & STRIPING MATERIAL 2,397 PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6347 TELEPHONE SERVICE& LINE CHG 6351 PAGER SERVICE FEES 6353 PERSONAL AUTO /PARKING 6354 CAR WASHES 6355 CELLULAR TELEPHONE SERVICE 6357 ADVERTISING /PUBLICATION 6385 INSURANCE 6405 ELECTRICITY 6410 NATURAL GAS SERVICE 6425 MOBILE EQUIPMENT REPAIR LABOR 6426 SMALL EQUIPMENT REPAI R-LABOR 6427 BLDG OPERATIONS /REPAIR -LABOR 6428 FIELD /OTHER EQUIP REPAIR -LABOR 6431 PARK FACILITY REPAIR -LABOR Parks & Recreation -Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation Actual 2011 $ 697,544 19,140 245,706 2,328 58,115 69,414 126,190 1,392 2,546 26,568 1,045 1,249,988 305 144 10,890 1,677 12,903 1,661 59,334 12,451 8,424 72,055 572 2,316 1,969 17,975 18,377 63,976 3,513 288,542 125 Actual 2012 $ 706,844 13,800 261,372 2,097 62,366 69,805 109,532 1,373 2,537 24,537 644 1,254,907 12,919 1,685 14,992 5,753 54,321 9,236 10,503 84,022 1,858 1,948 474 23,183 22,772 76,007 1,879 321,552 LINE ITEM DETAIL Budget Budget 2013 2014 $ 705,700 $ 719,900 24,500 24,500 2.61,400 267,300 5,000 5,000 57,200 58,300 76,200 77,800 120,000 132,000 28,400 900 1,279,300 500 200 14,500 3,000 14,000 6,700 52,000 17,000 11,000 95,800 4,000 3,000 20,500 21,000 76,400 5,000 344,600 8,250 8,081 11,200 - 293 700 - 300 - - 100 427 4,354 4,500 88,600 88,600 88,600 78,999 75,644 80,000 4,283 4,250 15,000 2,831 5,266 7,500 38 8 500 5,673 7,883 20,800 6,430 8,414 8,500 2,397 5,148 11,000 28,900 900 1,314,600 500 200 13,500 2,800 14,000 6,300 52,100 15,800 10,300 94,500 3,700 2,800 21,900 20,500 73,400 4,700 337,000 10,200 500 300 4,500 88,600 80,000 12,000 1,000 19,000 8,000 10,200 Continued on next page Ilk City oC ham 2014 Proposed Budget Operating Budget Parks & Recreation -Parks Division (31) Responsible Manager; Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Acct SERVICES & OTHER CHARGES CONT'D 6457 MACHI NERY AND EQUI PMENT 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6479 DUES AND SUBSCRIPTIONS 6480 LICENSES, PERMITS AND TAXES 6535 OTHER CONTRACTUAL SERVICES 6537 JANITORIAL SERVICE 6539 WASTE REMOVAL /SANITATION SERV 6561 TEMPORARY HELP -LABOR /CLERICAL 6565 SEAL COATING- STREETS /TRAILS SERVICES & OTHER CHARGES TOTAL PARKS & RECREATION - PARKS Actual CAPITAL OUTLAY 6620 BUILDINGS 6630 OTHER IMPROVEMENTS 6660 OFFICE FURNISHINGS /EQUIPMENT 6670 OTHER EQUIPMENT $ 5,500 CAPITAL OUTLAY TOTAL PARKS & RECREATION - PARKS Actual Actual Budget Budget 2011 2012 2013 2014 $ 2,159 $ 2,193 $ 5,500 $ 5,500 429 826 - - 1,014 252 1,600 1,600 70 185 300 300 715 1,431 1,000 1,500 6,180 4,945 7,200 6,700 5,545 6,501 7,600 7,600 8;993 14,118 19,800 19,800 17,014 17,014 17,500 17,500 10,182 9,700 9,400 10,200 250,229 265,106 318,600 305,000 9,225 13,314 14,300 23,400 10,006 8,761 22,000 16,600 - 837 - - 2,567 14,453 35,300 33,600 21,798 37,365 71,600 73,600 $ 1,810,557 $ 1,878,930 $ 2,014,100 $ 2,030,200 0,8% 126 1— City of Capl 2014 Proposed Budget Operating Budget This page left intentionally blank 127 W1 of hp 2014 Proposed Budget Operating Budget Parks & Recreation — Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Tree Conservation Department is to: * Maintain existing trees and landscaping in parks, public facilities, and boulevards o Install new trees and landscaping in parks, public facilities, and boulevards o Review and manage tree preservation per the City Tree Preservation Ordinance i ne i ree conservation uepartment is responsime for the following functions: * Conduct the City shade tree disease program ® Conduct the annual City- sponsored Arbor Day program Conduct the biennial public tree sale PERFORMANCE INDICATORS 128 2011 2012 2013 2014 Description Actual Actual Actual Target Landscape beds maintained (663 beds = 673,962 sq ft) 675 663 655 655 of private oak wilt sites that perform recommended /needed management activities 96% 90% 95% 95% Buckthorn pickups 114 165 170 170 Linnear miles of boulevard streets to manage tree architecture 165 165 165 165 Percentage of the estimated 700 park ash trees actively managed* for Emerald Ash Borer 63% 68% 63% 63% *(2012 data =10% or 70 trees removed and replaced, 53% or370 trees chemically protected, 37% or 260 trees left alone) 128 My Of 2014 Proposed Budget Operating Budget ��a�aa Parks & Recreation —Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation Expenditure by Category Parts and Actual Supplies Budget 10% Services 2011 and Other Personal _ Charges Services 9% 72% Capital $ 379,200 Outlay 50,263 Merch for 62,700 Resale Services and Other Charges 1% Service level Impact: None HIGHLIGHTS & CHANGES Overview: The Tree Conservation Division budget request has an increase of $3,900 or 0.7% over the 2013 budget. All of the increase is due to routine wage /benefit increases. Highlight /Change 1: An estimated $8,000 will be saved due to the elimination of sales tax on purchases. Financial Impact: $8,000 savings in supply purchases. EXPENDITURE SUMMARY 129 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 343,820 $ 362,128 $ 366,100 $ 379,200 Parts and Supplies 50,263 58,974 62,700 51,400 Services and Other Charges 40,275 28,997 42,200 44,900 Capital Outlay 25,083 56,897 42,100 40,500 Merchandisefor Resale 5,002 6,727 7,000 8,000 Total $ 464,443 $ 513,723 $ 520,100 $ 524,000 129 City of Eap 2014 Proposed Budget Operating Budget Parks & Recreation —Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Supervisor of Forestry 1 1 1 1 2,080 Parks Superintendent 0.1 0.1 0.1 0.1 208 Forestry Maintenance Worker 1 1 1 1 2,080 Forestry Maintenance Worker 0.6 0.6 0.6 0.6 1,248 Total 2.7 2.7 2.7 2.7 5,616 2014 WORK PLAN ctivit Routine 1 Administrative and supervisory responsibilities 2 Maintenance of trees in city parks, public facilities, and boulevards 3 Maintenance of landscape plants in city parks, public facilities, and boulevards 4 Insect a nd plant disease monitoring and treatment activities 5 Provide support to other departments and divisions 6 Implement invasive plant management activities 7 Plan for and implement public tree sale 8 Participate in development of Eagan master plan 130 City of Eap 2014 Proposed Budget Operating Budget Parks & Recreation e Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL 131 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES- REGULAR $ 194,539 $ 192,423 $ 186,100 $ 189,900 6112 OVERTIME- REGULAR 707 367 2,000 2,000 6130 SALARI ES AND WAGES-TEMPORARY 77,222 96;991 107,000 113,000 6131 OVERTIME - TEMPORARY - 351 1,000 1,000 6142 PERA- COORDINATED 14,639 16,571 13,700 14,000 6144 FICA 20,269 21,382 22,700 23,200 6151 HEALTH INSURANCE 27,637 25,312 24,800 27,100 6152 LIFE INSURANCE 361 362 - - 6154 DISABILITY - LONGTERM 671 677 - - 6155 WORKERS COMPENSATION 7,630 7,646 8,700 8,900 6157 RETIREE HEALTH INSURANCE 144 46 100 100 PERSONAL SERVICES 343,820 362,128 366,100 379,200 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 317 313 500 500 6215 REFERENCE MATERIALS - 32 100 100 6220 OPERATING SUPPLI ES-GENERAL 5,841 7,059 6,000 5,600 6222 MEDICAL/RESCUE /SAFEIYSUPPLIES 791 524 1,000 1,400 6224 CLOTHING /PERSONAL EQUIPMENT 1;651 1,401 1,900 2,300 6230 REPAIR /MAINTENANCESUPP -GENL - (174) - 6231 MOBILE EQUIP REPAIR PARTS 4,845 5,753 5,000 4,700 6235 FUEL, LUBRICANTS, ADDITIVES 11,559 13,202 13,600 13,600 6240 SMALLTOOLS 4,393 1,301 2,500 2,300 6244 CHEMICALS & CHEMICAL PRODUCTS 10,604 18,751 19,600 14,400 6250 LANDSCAPE MATERIAL & SUPPLIES 10,261 10,812 12,500 6,500 PARTS & SUPPLIES 50,263 58,974 62,700 51,400 SERVICES & OTHER CHARGES 6310 PROFESSI ONAL SERVI CES-GENERAL 7,162 9,316 3,700 3,700 6346 POSTAGE - - - - 6351 PAGER SERVICE FEES - - 100 - 6353 PERSONAL AUTO /PARKING 91 83 100 100 6355 CELLULAR TELEPHONE SERVI CE 1,095 1,330 1,600 1,600 6370 GENERAL PRINTING AND BINDING 210 221 300 300 6385 INSURANCE 3,100 3,100 3,100 3,100 6425 MOBILE EQUIPMENT REPAIR LABOR 787 302 1,000 1,000 6457 MACHINERY AND EQUIPMENT 927 2,196 3,000 3,000 6475 MISCELLANEOUS - - - - 6476 CONFERENCES AND SCHOOLS 979 739 1,000 1,000 6477 LOCAL MEETING EXPENSES - - 100 100 6479 DUES AND SUBSCRIPTIONS 201 215 300 300 6480 LICENSES, PERMITS AND TAXED - - - - 6535 OTHER CONTRACTUAL SERVICES 21,524 9,718 17,500 21,000 6545 TREE REMOVAL 4,200 1,777 10,000 9,300 6569 MAINTENANCE CONTRACTS 400 400 SERVICES & OTHER CHARGES 40,275 28,997 42,200 44,900 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 25,083 51,978 35,000 32,600 6660 OFFICE FURNISHINGS /EQUIPMENT - 1,400 900 6670 OTHER EQUIPMENT 4,919 5,700 7,000 CAPITALOUTLAY 25,083 56,897 42,100 40,500 MERCHANDISE FOR RESALE 6860 COSTSHARING - OAKWILT 5,002 6,727 7,000 8,000 MERCHANDISE FOR RESALE 5,002 6,727 7,000 8,000 TOTAL TREE CONSERVATION $ 464,443 $ 513,723 $ 520,100 $ 524,000 0,7% 131 4 City oCEaPa 2014 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor PURPOSE & DESCRIPTION The purpose of the Government Buildings Department is to: • Provide for the general maintenance, repair and operation of the municipal center, police department, fire administration building and municipal maintenance facility • Provide a safe and clean working environment for staff and visitors • Act as a building maintenance resource for other City facilities The Government Buildings Department is responsible for the following functions: • Maintain mechanical and operating systems in five municipal buildings • Maintain life safety and building equipment under vendor contracts including generators and fire systems • Manage vendor contracts for elevator, janitorial and waste hauler services • Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meeting rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet cleaning, or tile maintenance • Coordinate tenant support, security and property maintenance for buildings and property purchased by the City for redevelopment PERFORMANCE INDICATORS 132 2011 2012 2013 2014 Description Actual Actual Estimate Target Square footage of buildings maintained 196,000 196,000 196,000 196,000 Buildings controlled by Energy Management System 3 3 3 3 Maintenance contracts monitored 16 17 18 18 Light bulbs used per year for recycling 347 360 350 350 Hours backup generator runs (per MPCA) 82 50 85 85 E -mail Work order requests 451 460 450 450 132 City of � j a�aa �... 2014 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor HIGHLIGHTS & CHANGES Overview: The proposed 2014 Government Buildings budget is down $19,300, or -2.7% from the 2013 budget, Assumptions for the 2014 budget include the continued care and maintenance of the old fire administration building pending its potential sale or lease. The decrease is mostly due to the proposed elimination of sales tax on purchases beginning in 2014. A more consolidated approach to establishing how and when infrastructure or furniture, fixtures and equipment are replaced throughout all government buildings was implemented in 2013 and will continue in 2014 to help quantify when replacement should be made. This process is incorporated into the Government Buildings Renewal and Replacement annual review to define more accurate costs for future planning. Highlight /Change 1: Overall estimated savings in sales tax is $39, 400. The increase in costs to maintain both the aging building infrastructure and the expanding costs for maintaining the Fire Safety Center would have increased the overall 2014 budget by $24,700 (3 %). With the sales tax savings there is a new reduction from the 2013 budget Financial impact: $14,700 decrease. Service Level Impact: None. EXPENDITURE SUMMARY 133 Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 129,183 $ 135,285 $ 134,900 $ 140,900 Parts and Supplies 63,015 54,595 69,400 66,200 Services and Other Charges 495,067 486,533 520,200 498,100 Capital Outlay 15,530 28,362 - - Total $ 702,794 $ 704,775 $ 724,500 $ 705,200 133 11 !� 2014 Proposed Budget Operating Budget My of Eap Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor POSITION INVENTORY Personnel 2011 2012 2013 2014 Building Maintenance Workers 2 2 2 2 Total 2 2 2 2 2014 WORT( PLAN Activit Routine 1 Building maintenance and managementof HVACsystems, building rounds 2 Recycling,setting up and tear down of rooms, snow removal, cleaning carpets and rooms 3 Vendor relations involving contracts and repairs 4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations 134 Hours 4,160 4,160 My of �a�ao 2014 Proposed Budget Operating Budget �. Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor LINE ITEM DETAIL Non - personnel increase: -4.3% 135 Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES - REGULAR $ 90,462 $ 98,230 $ 96,100 $ 98,400 6112 OVERTIME - REGULAR - 318 200 1,000 6130 SALARIES AND WAGES - TEMPORARY - - - - 6142 PERA- COORDINATED 6,421 6,985 7,000 7,200 6144 FICA 6,531 6,927 7,400 7,600 6151 HEALTH INSURANCE 21,524 18,856 20,300 22,700 6152 LIFE INSURANCE 213 223 - - 6154 DISABILITY - LONGTERM 363 379 6155 WORKERS COMPENSATION 3,312 3,240 3,700 3,800 6157 RETIREE HEALTH INSURANCE 357 127 200 200 PERSONAL SERVICES 129,183 135,285 134,900 140,900 6210 PARTS & SUPPLIES OFFICE SUPPLIES 100 100 6220 OPERATING SUPPLIES- GENERAL 1,009 1,220 1,100 1,200 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 78 - 100 100 6223 BUILDING /CLEANING SUPPLIES 20,281 19,759 21,000 20,000 6224 CLOTHING /PERSONAL EQUIPMENT 421 - 500 500 6230 REPAIR /MAINTENANCESUPP -GENL 502 91 700 700 6231 MOBILE EQUIP REPAIR PARTS 104 82 200 200 6232 SMALLEQUIPMENT REPAIR PARTS - 11 - - 6233 BUILDING REPAIR SUPPLIES 20,402 22,121 24,500 22,400 6235 FUEL, LUBRICANTS, ADDITIVES 482 546 1,000 1,000 6240 SMALLTOOLS 26 492 200 500 6241 SHOP SUPPLIES 23 98 - - 6243 HEATING OIL/PROPANE /OTHER FUEL 19,113 9,052 18,000 18,000 6244 CHEMICALS /CHEMICAL PRODUCTS 575 1,123 2,000 1,500 PARTS &SUPPLIES 63,015 54,595 69,400 66,200 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE (BACKUP GENERATOR) 814 824 1,000 900 6351 PAGER SERVICE FEES 232 59 - - 6353 PERSONAL AUTO /PARKING - - 100 100 6355 CELLULAR TELEPHONE SERVICE 206 384 500 500 6385 INSURANCE 10,300 10,300 10,300 10,300 6405 ELECTRICITY 176,927 180,542 181,100 174,000 6410 NATURAL GAS SERVICE 75,021 62,408 84,000 75,600 6477 LOCAL MEETING EXPENSES - - 500 500 6480 LICENSES, PERMITS AND TAXES 729 311 800 900 6535 OTHER CONTRACTUAL 83,722 73,764 83,000 76,100 6537 JANITORIAL SERVICE 112,563 116,542 118,900 115,100 6539 WASTE REMOVAL /SANITATION SERV 7,220 9,543 7,500 7,600 6569 MAINTENANCE CONTRACTS 27,332 31,856 32,500 36,500 SERVICES & OTHER CHARGES 495,067 486,533 520,200 498,100 CAPITAL OUTLAY 6620 BUILDINGS 15,530 28,362 - - CAPITALOUTLAY 15,530 28,362 - TOTAL GOVERNMENT BUILDINGS $ 702,793 $ 704,775 $ 724,500 $ 705,200 -2.7 Non - personnel increase: -4.3% 135 ... r City of >;�aa a 2014 Proposed Budget Operating Budget This page left intentionally blank 136