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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Agenda Memo
August 13, 2013 City Council Workshop
IV. 2013 -2014 Advisory Parks and Recreation Commission (APrC) Work Plan and Goals
ACTION TO BE CONSIDERED:
To provide feedback and direction to the Advisory Parks and Recreation Commission regarding
their 2013 -2014 Work Plan and Goals.
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
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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
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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%
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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
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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
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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
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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
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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
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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
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136