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08/11/2014 - City Council Special
SPECIAL CITY COUNCIL MEETING MONDAY AUGUST 11, 2014 5:30 P.M. EAGAN ROOM — EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. JOINT MEETING WITH THE ENERGY AND ENVIRONMENT COMMISSION a) Recommendations for Energy Efficiency Measures of City -Owned Buildings b) 2014 -2015 Energy and Environment Commission Work Plan and Goals IV. SPERRY TOWER DRAFT FEASIBILITY REPORT V. ORDINANCE AMENDMENT CONSIDERATIONS FOR INDOOR GUN RANGES VI. 2015 GENERAL FUND BUDGET AND TAX LEVY VII. OTHER BUSINESS VIII. ADJOURNMENT Agenda Information Memo August 11, 2014, Special City Council Meeting CONSENT AGENDA Ilia 2013 -2014 Energy And Environment Commission (EEAC) Recommendations For Energy Efficiency Measures Of City -Owned Buildings Action To Be Considered: To provide feedback and direction to the Energy and Environment Advisory Commission regarding their recommendations for goals and performance measures relating to efficient operations of City -owned buildings. Facts: The Energy and Environment Commission has studied best practices and examples from other communities relating to efficient building design and operations. At their June 17, 2014 workshop the EEAC finalized a report and recommendations to present to the City Council for review and direction. ➢ The EEAC is asking for Council direction as to further study or presentation of recommendations for specific goals and benchmarks for City of Eagan owned facilities. Attachments: (1) III -1 EEAC Building Energy Committee Report, April 2014 EEAC Building Energy Committee Report April 2014 Requested Action: Recommend to the City Council: 1, Adopt the following energy and greenhouse gas performance goals for city facilities: a. 20% energy use reduction by 2020 and 40% by 2025 below a baseline year of 2013. b. Reduce greenhouse gas emissions 80% by 2050 2. Develop and implement a strategic energy management plan to achieve the above energy saving goals via cost effective measures, including: a. annual energy use benchmarking for all city facilities b. annual public disclosure of energy use and performance for all city facilities for the previous calendar year by April 1 Statement of Purpose: The Eagan Energy and Environment Advisory Commission was given the following direction by the Eagan City Council in 2013: EEAC 2013 - 2014 Workplan Item: Develop an Energy Efficient Buildings Policy for the operation, maintenance, construction and renovation of buildings owned by City of Eagan. Explore policies and initiatives to promote energy efficiencies for existing and newly constructed /remodeled large Commercial /Industrial buildings within the City. Content: This subcommittee report is organized into the following sections: 1. Background Information 2. Examples of local excellence 3. Best Practices for Consideration 4. Examples from other Cities 5. Draft Policy Recommendations 6. Appendix --Additional Technical Information 1 1. Background Information City Government Facilities • Energy costs for 12 city government facilities in 2013 were approximately — $498,000 1 • The 12 city facilities included in that figure are: Municipal Center, Police Department, Fire Administration, Maintenance, Old Town Hall, Fire Station 1, Fire Station 3, Fire Station 4, Fire Station 5, Fire Safety Center, Cascade Bay, Civic Arena • In addition, the 2013 city budget included $778,500 in electricity costs and $98,900 in natural gas costs to operate the city water utility facilities. • Annual cost savings from 20% energy savings in city facilities: $275,000 • Annual cost savings from 40% energy savings in city facilities: $550,000 • The city conducts energy performance benchmarking with the B3 tool for city facilities. The 133 tool provides performance ratings for buildings. • For the period of May 2012 - April 2013, B3 generated the following performance scores for city facilities: (A score greater than 1 means the building performs less efficiently than the energy code; less than one means the building is more efficient than code) o Eagan Community Center— 1.42 o Municipal Building— 1.32 o Police Facility -- 1.19 o Fire Station Five -- 0.96 o Fire Station Four - -0.83 o Fire Station One -- 0.81 o Eagan Civic Arena -- 0.72 (Geothermal project) 1 These figures cover energy use from all city facilities including the water utility. Energy savings from the water utility can come from the EEAC's proposed water conservation goals and efficiency savings to buildings maintained by the water utility. K o Maintenance Facility -- 0.50 o Fire Safety Center-- 0.48 (Green Globes Certified) • Management of city facilities is distributed across departments. There is no one entity responsible for the operations and maintenance of all city facilities. • The City Council adopted environmentally preferable purchasing guidelines which included ENERGY STAR standards for energy -using devices, however there is no technical expert on staff with the capacity and charge to help apply these energy- saving standards to new projects. • Some city facilities have maintenance agreements with third parties, but in most cases equipment is replaced or maintained on an as- needed basis. Community -wide Energy Use According to data from the Urban Land Institute Regional Indicators Initiative Z, in 2011: • The entire city of Eagan (including residents and businesses) • spent over $111.625 million on energy costs • used over 7.265 million IVIMBTUs of energy • emitted over 1.26 million tons of carbon dioxide equivalents • Commercial and industrial sectors' energy use represented 63.79% of the city total • Eagan's largest buildings include Thomson Reuters, Blue Cross Blue Shield, US Postal Service, UPS, among others. • There are over 70 private buildings in the city that are larger than 100,000 square feet. Of those buildings, 10 have earned an Energy Star label. There are 159 buildings in the city that are larger than 50,000 square feet. 2 http : / /regionalindicatorsmn.uli.org 3 2. Examples of Local Excellence ENERGY STAR certified buildings: 21 buildings in Eagan have earned an ENERGY STAR label as of January 31, 2014. This indicates that their energy efficiency ranks among the top 25% in the country. Energy Star buildings in the city of Eagan break down as follows: Number Category Owners - # of certified buildings 10 K - 12 ISD 196 - 9 Pinewood Elementary 92 ISD 197 - 1 6 Office Blue Cross Blue Shield - 3 92 Glacier Hills Elementary Lockheed Martin sold to CSM - 1 Goodwill of Eagan, 90 Grand Oak 1 managed by Cassidy Turley - 1 Northview Elementary 94 Eagan Woods Office Center - 1 3 Retail Target, Kohl's and Goodwill 1 Supermarket Cub Foods 1 Warehouse Ergotron In addition, four Grand Oak buildings (I, II, IX, and X), which are managed by Cassidy Turley, are participating in the 2013 ENERGY STAR National Building Competition. Among the ENERGY STAR certified buildings in Eagan, the 10 most efficient are: (A score of 97 indicates efficiency greater than 97% of similar buildings nationwide) Building Energy Star Score Building Energy Star Score Red Pine Elementary 97 Pinewood Elementary 92 Thomas Lake Elementary 95 Cub Foods (Cliff Rd) 92 Glacier Hills Elementary 95 Goodwill of Eagan, 90 MN Northview Elementary 94 Target 90 4 Oak Ridge Elementary 94 Blue Cross Blue Shield River Park 2 88 As of September 2013, there are over 14,500 Energy Star partners across the country and 352 of which are based in Minnesota. These include • Utilities -- Dakota Electric, Great River Energy, Xcel Energy, Minnesota Energy Resources • Schools -- ISD 191, ISD 196, ISD 197, UMN Twin Cities • Businesses -- 3M, Andersen Corporation, SuperValu, Honeywell, Best Buy, Kohl's, Target, Walmart, Home Depot, Ecolab, Coca Cola, Kraus - Anderson Construction • Real Estate -- Northmarq, Ryan Companies, United Properties, Cassidy Turley, CB Richard Ellis, Cushman &Wakefield, Hines, • Cities -- Woodbury, Anoka, Buffalo, Kasson, Austin, White Bear Lake, Northfield, Roseau • Eagan -based companies -- Marvin Windows, Honsa Lighting, Residential Science Resources, Scantron Corporation 3. Best Practices for Consideration: Energy Benchmarking Rating, and Disclosure for Local Governments Fact Sheet (Source: US Department of Energy) Summary: "You can't manage what you don't measure" and "Making the invisible, visible." Energy benchmarking helps compare energy efficiency performance to peers, watch trends in performance overtime, and identify and prioritize buildings that lag energy code. Public building energy benchmarking is the foundation for strategic energy management practices and model a best practice for the private sector. Retro - Commissioning for State and Local Governments Fact Sheet (Source: US DOE) Summary: "Public buildings go long time spans between energy tune - ups," and "pick all the low hanging fruit for an easy 10 -20% energy savings and then reinvest the savings to go deeper." A re- tuning or continuous commissioning process is used to keep existing systems working at their top performance to meet building occupant comfort levels in an energy efficient manner. Typical continuous commissioning reviews can identify 10 -20% savings with payback periods under 2 years. fa } =F Key points for policy makers in the iterative Evaluate' J continuous commissioning process is to make a Progress' commitment and evaluate progress. Key points Figure 1. The EPA's ENERGY STAR Guidelines for for city operators are to create and implement Energy Management Source: U.S Environmental Protection Agency an action plan. This strategy must receive support from the top. City Council and senior leadership need to embrace and make the energy savings effort an organizational priority. C Make Commltment� Strategic Energy Management for State and 11 1 Local Governments Fact Sheet (Source: US DOE) Summary: The process of Strategic Energy Assess Performance &Set Goals Management can lead an organization to achieve much greater success than one -off investments. Create "Drive the focus to continuous improvement, y Action Plan ` rather than technology fixes." IS050001 and DOE- Supported Superior Energy Performance -�, _ ..•, { -- - Program and Energy Star programs provide Rccogni, r Implement I Achievements I Action Plan frameworks. fa } =F Key points for policy makers in the iterative Evaluate' J continuous commissioning process is to make a Progress' commitment and evaluate progress. Key points Figure 1. The EPA's ENERGY STAR Guidelines for for city operators are to create and implement Energy Management Source: U.S Environmental Protection Agency an action plan. This strategy must receive support from the top. City Council and senior leadership need to embrace and make the energy savings effort an organizational priority. C Luckily, the statewide B3 database provides a good tool to both track and evaluate key energy baseline data. Energy Audits and Retro- Commissioning: State and Local Policy Design Guide and Sample Policy Language (Source: US DOE) Summary: For large building owners, performing an energy audit is a key step after benchmarking, to narrow down potential energy efficiency projects and save money. Retro- commissioning following an energy audit can cost well under one dollar per square foot, and yield energy savings with paybacks of under one year, with median paybacks between 1.1 and 4.2 year. Detailed information describing the retro- commissioning process is included in the document, as well as policy considerations to promote the adoption of the practice in the private sector. Benchmarking and Disclosure: State and Local Policy Design Guide and Sample Policy Language (Source: US DOE) Summary: This document provides technical guidance on energy performance benchmarking & disclosure policies. "Sustainable Energy Management Strategies that Work," Source: APWA Members library facilities webinar. Summary: City of Charlottesville Virginia describes their balanced approach to sustainability and energy efficiency. Over the course of less than a decade the city transformed its operations from a reactive system with much deferred maintenance to a proactive system with top of their class buildings and many spinoffs with wide community benefits. 7 4. Examples from Other Cities This section presents the energy efficiency programs and policies that other Minnesota cities have adopted. Frlen Prairie- The 20 -40 -15 initiative, first rolled out by the City of Eden Prairie in December 2006, calls for the City to improve energy efficiency in all of its facilities by 20 percent, increase the fuel efficiency of its vehicle fleet by 40 percent, and accomplish these goals by the year 2015. http:/ /www.edenprairie.or index.aspx ?page =334 http://greaterminnesota.kstp.com/ news / news / 332802 -big- energy- conservation - push -eden- rp airie Oakdale: Since 2001, city policy has been that any new construction or major remodel of a city facility is required to be built using Oakdale's own Generation Green building program standards. Building sector goal: 15% reduction goal in GHG emissions from 2007 levels by 2013. Action steps: • Complete building energy audits every two years or as needed • Replace furnace and air conditioning system at North Fire Station with energy efficient equipment as old • equipment fails • Replace air conditioning system and install radiant heat system in South Fire Station as existing equipment fails Woodbury: In July 2009, the City Council passed a resolution to adopt a Sustainable Building Standard for New and Renovated Municipal Buildings in the City of Woodbury. The resolution states that at a minimum, the city will utilize the 133 -State of Minnesota Sustainable Building Guidelines in the planning, design, construction and commission of new buildings and major renovations greater than 5,000 square feet that are owned by the City of Woodbury. Woodbury City Hall is Energy Star Certified. Citv Council Resolution Adogtiniz Sustainable Buildine Standard Minneapolis: Goals approved by city council: • Reduce citywide greenhouse gas emissions by 15 percent by 2015, and 30 percent by 2025 using 2006 as a baseline. • Reduce municipal operations greenhouse gas emissions by 1.5 percent annually. • Citywide, permit 70 renewable energy projects annually by 2015. • In municipal operations, increase renewable electricity to one megawatt by 2015. • Additional sustainability goals appear here LEER Building Policy (pdf): The city adopted a policy that requires future municipal buildings or major renovations of buildings, to be Leadership in Energy and Environment Design (LEED) Silver Level requirements. Commercial Building Rating and Disclosure Policy (minneapolis): Minneapolis adopted an Ordinance requiring annual energy performance benchmarking for public buildings greater than 25,000 square feet and private buildings greater than 50,000 square feet in size. The city will annually disclose the energy performance of buildings in order to provide information needed in the marketplace to value the high energy performance of efficient buildings and help target incentives and assistance to buildings that could operate more efficiently. • Commercial building energy rating and disclosure ordinance overview 0 5. DRAFT Policy Recommendations: Potential next steps include the identification of a performance goal for city facilities and the development of a plan to achieve it. Below are examples of performance goals for facilities: 20% energy use reduction over 10 years (National Better Buildings Challenge goal -- Eden Prairie set a similar goal by 2015; Governor Dayton adopted this goal for state facilities) Reduce greenhouse gas emissions 30% by 2025 and 80% by 2050 (consistent with the state's greenhouse gas reduction goal -- Minn. Stat. §216W.02) Adopt the state's SB 2030 guidelines and goals for building energy use and emissions (Woodbury did this for new & renovated buildings -- GSC action 3.1) Achieve at least one net -zero energy facility Below is an example of a strategic energy management process to achieve a performance goal: Goal Tool Identify least efficient buildings with the biggest opportunity for savings B3 Benchmarking and annual reporting Capture no -cost operational savings Employee Engagement Identify measures to improve building performance Energy Audits Maintain building systems for peak performance Recommissioning Maximize building efficiency by prioritizing CIP projects Capital Projects -- Repair, Replace, Upgrade, Utility rebates Below are policy considerations related to implementing a strategic energy management plan: • Staffing: Identify dedicated staff capacity with technical expertise and organizational 10 responsibility to achieve the goal. • Considerations for Policy Guidance: o Benchmarking: Require annual B3 Benchmarking for all public facilities (continuation of current practice). By April 1 each year, publish annual report on EEAC webpage that includes B3 outputs for each city facility: ■ (1) energy use, (2) benchmark -to -meter ratio, (3) energy use intensity, (4) greenhouse gas emissions, (5) annual energy costs (6) ENERGY STAR score (if available) o Benchmarking Data Access: Request utilities to provide automatic data upload into B3 tool. o Operational Savings: Determine whether a certain percentage of energy savings may be used by employees to implement energy saving projects or professional development activities of their choice. o Energy audits: should be conducted every 5 years on each public facility to determine projects to be included in CIP. Energy audits should be prioritized for the least efficient buildings, as determined by B3 Benchmarking. o Recommissioning: Large public facilities over (XYZ square feet) should receive recommissioning studies to maximize equipment performance no less frequently than once every five - ten years and prioritized for the least efficient buildings, as determined by B3 Benchmarking. o Capital Projects: CIP should prioritize building envelope, HVAC and lighting projects for least efficient buildings as determined by B3 benchmarking. CIP should prioritize the most energy- efficient projects that are cost - effective on a life -cycle basis. 11 Appendix -- Additional Technical Information: According to the B3 data, Eagan has 4 buildings representing 132,879 square feet that are good candidates for energy efficiency improvements. If they were upgraded to perform 10% more efficiently than the current state energy code, the city would realize $70,000 in annual savings. The current state energy code is based on the 2006 model code. The state is currently in the process of adopting a new energy code based on the 2012 model code, which is 15% - 25% more energy efficient than the current code. https: / /mn.b3benchmarking.com/ Potential - Savings. aspx ?ReportTypemPotentialSavings Eagan's GreenStep Cities Completed Actions: Date completed /entered: 04/19/2012 Implementation details: Monthly Energy consumption at City building being monitored via the B3 database beginning in May 2011; particularly at buildings that received retrofits from Federal Energy grant. The City worked with the MPCA and a GreenCorp Volunteer to enter historic utility data into the B3 system. City staff will continue using the B3 system to manage and track energy usage at City facilities. Outcome measures /metrics: After having validated the data and correcting errors that existed the utility information reported in B3 is current for city buildings. Data suggests a decrease in energy consumption for five buildings and an increase in four buildings from the established baseline. Decrease is directly related to retrofits to some of the buildings and additional study and action is planned for the four underperforming buildings. Not all of the suggested energy enhancements identified in the initial energy audit were implemented, therefore a strategic plan is being developed to address the remaining projects so that improvements can be budgeted and implemented over the next 5 years. B3 data has been fully updated and tracked monthly to identify trends and /or inconsistencies in buildings that need to be addressed. The building retrofits have all been reflected in B3 reporting to track their effectiveness. Next steps will consist of continuing to track data, budget for improvements that could be included in the planning for the 2013 budget, continue to work with utility companies to define ways to be more energy efficient, and educate staff in each building to enhance energy savings. 12 Agenda Information Memo August 11, 2014, Special City Council Meeting CONSENT AGENDA Illb. 2014 -2015 Energy And Environment Commission (EEAC) Work Plan And Goals Action To Be Considered: To provide feedback and direction to the Energy and Environment Advisory Commission regarding their 2014 -2015 Work Plan and Goals. Facts: ➢ The Energy and Environment Commission has been working to develop a comprehensive work plan that they could focus on for the years 2014 -2015. ➢ At their June 17, 2014 workshop the EEAC finalized and adopted their proposed work plan to present to the City Council for review and direction. ➢ The EEAC is proposing the following work plan and goals for 2014 -2015: GOAL 1 Continue to investigate ways in which the GreenSteps Cities program can be enhanced and expanded through policy exploration and use GreenSteps methodology to create and communicate outreach and educational opportunities for the community. o Update and publish the GreenSteps Cities report with current practices. Coordinate speakers from GreenSteps Cities to provide information on the new Step 4 that will be added in 2015. o Explore policies and initiatives to promote energy efficiencies for existing and newly constructed /remodeled City Buildings, including exploring biodiesel opportunities for boilers in City buildings. o Study and recommend actions for additional water conservation measures and recommendations. Review public works water utility investments and water conservation ordinances and recommend changes or initiatives to the City of Eagan and its constituents to support GreenSteps best practices. o Study and recommend actions exploring the availability of using biodiesel and adding electric vehicles to the City fleet. Research options for the installation of charging stations where applicable for City vehicles and as an option for private residents. Coordinate speakers by City Staff to discuss current practices and discuss opportunities for future efficiencies. o Study and recommend actions for additional opportunities to provide more efficient traffic flows by adding additional round- abouts, flashing yellow arrow lights, and providing public education. Coordinate speakers by City Staff to review current practices and discuss opportunities for future efficiencies. GOAL 2 Increase public awareness of the GreensSteps Cities efforts and programs through the use of City publications, City website, social media, City events such as Showcase Eagan and the Home & Leisure show, and other communication opportunities that would be available and approved by the City of Eagan. Attachments: (0) Agenda Information Memo August 11, 2014 Special City Council Meeting IV. Recommissioning Sperry Tower Reservoir Direction For Consideration: Upon review of draft options for a future telecommunications facility, provide direction to Staff for the preparation of a feasibility report addressing the disposition of the Sperry Tower Reservoir. Facts: ➢ On June 4, 2013, the City Council adopted the 5 -year Capital Improvement Plan (CIP) for Public Works Infrastructure, Part III (2014 -2018) and authorized the initiation of the public improvement process for the 2014 programmed improvements. The resolution of the Sperry Tower was scheduled for 2014 as part of this CIP. ➢ The Sperry Tower Reservoir located at 1420 Towerview Road is a 500,000 gallon hydro pillar tank that was built in 1967. It was the first reservoir built by the City. The reservoir has not been connected to the water system since September 2009 due to a lack of need. The small size of the tank and its close proximity to the North Water Treatment Plant does not provide any significant advantage to its service area. ➢ The water tower structure is 146 feet tall and acts as an antenna base, generating revenue for the City. The following entities have antennas on the Sperry Tower. Lease tenants: T- Mobile, Sprint /Nextel, Verizon, Clearwire, TTM, CellNet. Dakota County (DCC 800 MHz radio communication) and City of Eagan (Public Works 2 -way UHF radio communication and VHF Fire paging system) do not pay rent. Annual antenna revenue: $138,498 (2012), $146,805 (2013), $155,613 (Estimated 2014). ➢ World -class communications, such as broadband, are central to Eagan's economic development and quality of life. As more residential and business location decisions are being made based on availability of quality telecommunications, it is important to be proactive in maintaining and expanding this essential infrastructure. ➢ On February 11, 2014, City staff presented the results of an on -line survey to the City Council. Survey results in January and February, 2014, indicated strong support from respondents for replacing the water tower with an attractive communications tower. 76% of survey respondents indicated keeping the water tower was not important to somewhat not important (59% said not important). Nearly 100% said maintaining or improving cell phone coverage was important. A large majority of the responses suggested making a replacement tower as attractive as possible and have it blend into the background. Agenda Information Memo August 11, 2014 Special City Council Meeting ➢ At the workshop, staff will present preliminary design options for the replacement of the existing structure for Council to provide feedback. The feedback will assist with the preparation of a feasibility report. The options will address the following factors: ➢ Ensure capacity for current antennas ➢ Provide room for future telecommunication services /antennas ➢ Potential aesthetics options for the replacement tower ➢ Minimize downtime for current users Attachments: (2) IV -1 Presentation Slides IV -2 Existing conditions may be seen at https: / /www.vpix.net /index.php ?tour= 444335 Presentation for Eagan: Sperry Tower Study Building a Better World for All of Us® 9 Sperry Tower 500,000 gallon water tower built in 1967. Not in service since 2009. Current usage as a Communications site for the City of Eagan, Dakota County, and six private vendors. 8/7/2014 RI Eagan: Sperry Tower Tower Redevelopment Options Option 1 Option 2 Option 3 Option 4 Option No.1 Monopole Advantages • Standard Design • Manufactured Component - Reduce Project Schedule • No Tenant Relocation Necessary (During Construction) • Least Expensive • Minimum Future Maintenance 8/7/2014 2 Option No.1 Monopole Disadvantages • Relocation of City and T- Mobile Equipment Required • Issues with Stability for Microwave Dishes (County) • Issues with Capacity (Maintaining Tenant Separation) • Aesthetics Option No.1 - Monopole Estimated Cost Construction Site Development $45;000: Lme Transition : $150,000 Monopole $250,000 TOWer Demolition $60,000 Subtotal :_, ,$505 ;000 Contingency : $100,000 Total $680;000 8/7/2014 3 Option No. 2 Self- Supporting Advantages • Standard Design • Manufactured Component - Reduce Project Schedule • No Tenant Relocation Necessary (During Construction) • Small Design Footprint • Cost Similar to Monopole • Minimum Future Maintenance (Galvanized Finish) Option No. 2 Self - Supporting Disadvantages • Relocation of City and T- Mobile Equipment Required • Aesthetics 8/7/2014 4 Option No.2 — Self- Supporting Estimated Cost Engirieenng'' $75 000 Construction - - Sde Development ' $45,000' Line Transition $150,000 Monopole} $250000 Tower Demobtion'. $60,000 Subtotal $505,000 Contingency' $100,000 Total I:y y $680,000 Option No. 3 Repurpose Advantages • "Green Approach" Making use of Existing Structure • Uses Stealth Technology to Hide Tenant Equipment • Allows for Occupant Expansion • CUP is not Required for Construction (Existing Site) 8/7/2014 5 Option No. 3 Repurpose Disadvantages • Relocation for City, County, and Tenant Equipment Required (During Construction) • Abatement Issues (Interior Dry) • Extended Project Schedule to Prepare Existing Structure and Structure Addition • Cost Higher Than Other Options • Continued Future Maintenance Option No.3 - Repurpose Estimated Cost Engineering $180,000 Construction Mobillzation/Temporary Equipment :$185;000. Partial Tower Demolition $60,000 Steel Transition Support - $175,000 Tower: Reconditioning (Painting) $280,000 Stealth Section $300,000 Equipment Removal /Installation .$225,000 Subtotal $1,225,000 Contingency $245,000 Total $1,650,000 8/7/2014 Option No. 4 Stealth Advantages • Free - standing Communication Structure with Aesthetic Value • Uses Stealth Technology to Hide Tenant Equipment • Allows for Occupant Expansion • No Occupant Downtime During Construction • Provides Improved Functionality and Service • Low Maintenance Option No. 4 Stealth Disadvantages • Costs Higher Than Options 1 & 2 • Project Timeline similar to Option No.3 • CUP Required 8/7/2014 VA Option No.4 — Stealth Estimated Cost Engineering $136,000 77 Construction Mobilization$35,000. Civil - Utilities $150,000 Stealth Construction $575,000 Demolition $60,000 Site Development (Cityrelocation) .$90,000. Subtotal $930,000 Contingency $180,000 Total $1,226,000 Eagan: Sperry Tower Site Survey with Site Options ttl sriir"Y �wi � �f I �I I I i g l t ! lttt- rf P, �„� - i !,j -PROPOSED }.40AnONfta} L-4 8/7/2014 A 8/7/2014 Eagan: Sperry Tower Study Study Recommendation Each of the options can fulfill current City, County, and Tenant needs. However, based on considerations for design assistance, cost, construction scheduling, service disruption, expansion and Aesthetics, SEH recommends consideration of option No. 4 Stealth. It is the option that most completely meets the criteria set by the City of Eagan. Agenda Memo August 11, 2014 Special City Council Meeting V. Ordinance Amendment Considerations For Indoor Gun Ranges Direction To Be Considered: To provide direction to staff and the City Attorney regarding the possibility of amending the City Code to permit indoor gun ranges. Facts: ➢ City staff has been approached by an individual named O'Neal Hampton regarding his interest in the possibility of locating an indoor gun range in the City of Eagan. At a City Council Listening Session earlier this year, staff asked whether the City Council wished to consider the matter and direction as provided to prepare background on the matter and related public policy issues for further discussion at a Council workshop. This agenda item is presented for that purpose. ➢ Staff research has determined that an indoor gun range could be considered to be indoor recreation and, as such, would be a permitted use in the Limited Industrial (1 -1) zone. The activity itself is prohibited, though, by City Code Section 10.10, which prohibits the discharge of firearms within the City. The West End Fishing and Hunting Club in southeast Eagan and the Police firing range in west Eagan are grandfathered /exempted from this regulation. ➢ Further background on the matter is included in the staff memo in the attachments. ➢ While one aspect in the consideration of permitting this activity would be the amendment of the complete prohibition of the activity in Section 10.10, the Council's original direction to research the matter, the outcome of the research and staff discussions since then raise certain policy issues for which direction is necessary if further action is to be considered. Issues: ➢ General Policy Direction — With the additional information provided, does the Council want to proceed with a consideration of a City Code amendment to permit indoor firing ranges? If so, staff requests direction in response to the questions below. ➢ Zoning Code Issues — If City Code is amended to permit the discharge of firearms for the proposed use, should it simply be one of the permitted uses as a form of indoor recreation or would the Council want it to be a conditional use, requiring a CUP application? Should the use be permitted at any location within the 1 -1 zone or should protected use separations be required from certain uses (residential, day care, church, etc.)? Should the use be considered in any other zoning districts in addition to I -1? ➢ Gun and Ammunition Sales — Gun and ammunition sales are often co- located with gun ranges. Gun and ammunition sales are regulated through licensing by the Federal Bureau of Alcohol, Tobacco, Firearms and Explosives. Currently, the holder of a Federal Firearms License can sell guns and ammunition in a store located in the City's retail districts. Since the City Code permits a portion of the floor area for a permitted use in an 1 -1 zone to be used for retail sales, should such sales be permitted or prohibited in an indoor gun range property? If sales are permitted, the Police Chief recommends that the facility have a sophisticated alarm /video system to deter theft. Moreover, the owner of an establishment selling used firearms should subscribe to an automated pawn system which would assist law enforcement officers in recovering stolen firearms. ➢ Licensing and Related Regulations — A number of cities within which indoor gun ranges are located do not require them to be licensed. When Council direction was given to research this issue, it was noted that licensing would be a potential means of defining standards for the operation of a gun range. Chief McDonald has indicated that licensing and annual renewals would permit the performance of background checks and assurance of certain minimum requirements of the operator of a facility. ➢ With the additional information provided, does the City Council want to include annual licensing as a means of setting standards for a gun range and qualifying the operators of a facility? ➢ If so, does the Council want to model the license requirement on the City's liquor license to include a background check for the manager /operator of a facility at the initial issuance and whenever that person changes? ➢ Does the Council want a license to be renewed on a regular (perhaps annual) basis? ➢ Does the Council want the manager /operator of a facility to show that they qualify for a "permit to purchase" under state law? The Police Chief recommends that a license be conditioned upon a number of the conditions associated with the review required for that permit. The Police Chief recommends that the use or sale of alcohol on the premises be prohibited and that the use of the range by persons under the influence be prohibited. Does the Council want that to be a condition of a license? ➢ Some cities regulate the caliber, velocity or types of rounds used at a facility or have other regulations such as prohibitions against gambling or standards for hours of operation. If directed, staff will perform additional research and provide recommendations in their regard. ➢ Does the Council want the licenses to require annual action by the Council or be administered by staff? ➢ Other Direction — Is there further direction on items not identified above? Attachments: (2) V -1 Letter regarding Code Amendment Request V -2 Staff background on research regarding indoor gun ranges David Feinwachs ATTORNEY AND COUNSELOR AT LAW 2227 University Ave. St. Paul, Minnesota 55114 651 - 265 -7884 telephone 651- 646 -1389 fax May 2, 2014 Jon Hohenstein Community Development City of Eagan 3830 Pilot Knob Road Eagan, MN 55122 Dear Mr. Hohenstein I represent Mr. O'Neal Hampton Jr. It is my understanding that Mr. Hampton has spoken with you regarding the possibility of his constructing and operating an indoor shooting range in the city of Eagan. Let me first say, I could not think of a more reputable operator than Mr. Hampton. He has appeared on national television, runs a foundation dedicated to preventing childhood obesity, is a recognized motivational speaker, and has personally instructed hundreds of Minnesotans in firearms safety so that they might qualify for concealed carry permits. I have reviewed the applicable city ordinances and I believe it is simple enough to modify the existing ordinance to accommodate Mr. Hampton's proposed business. The modification I recommend would involve section 10.10 sub division 4C. I would recommend that a period be placed after the word "council" and the words "prior to August 15, 1989" be deleted. Sincerely, David Feinwachs Chapter 10 - PUBLIC PROTECTION, CRIMES AND OFFEN... Page 3 of 25 other residential dwelling joint management entity to negotiate, execute or maintain a contract for residential garbage or other refuse collection unless it includes as a part of that contract or as part of a separate contract weekly collection of recyclabies occurring on the same day as their refuse collection. A. Occupants of multiple /residential dwelling properties managed by associations or other management entities shall have the same opportunity to recycle afforded to occupants of other residential dwelling units. It is unlawful for any multiple /residential dwelling association or other multiple/residential dwelling joint management entity to negotiate, execute or maintain a contract for multiple /residential garbage or other refuse collection unless it includes as a part of that contract or as part of a separate contract a minimum of weekly collection of recyclabies. Sac, 10,02. Toilet installation requireo, It is the duty of every owner or occupant of any property within the city, having a dwelling house or business building situated thereon, which property is abutting a street in which there are city water and sewer mains, to install a toilet in such dwelling or business building and make connection thereof with such water and sewer mains. A violation of this section shall constitute a public nuisance and the abatement thereof shall be in accordance with this chapter. SOG, 10.03. - Maintoomice, of Inefividual sewer systr.- rrus. It is unlawful for the owner or tenant of any premises to permit an individual sewage disposal system to overflow or expose the contents thereof above ground. 110.0410,09, • Rt1sc:rvud, Sac_ 10.'10. - Danyr�ronv, weapons ai -d articles. Subd. Definitions. The following terms, as used in this section, shall have the meanings stated: 1. Use means, with respect to a weapon, to brandish, assault with, threaten with, or otherwise employ in a manner calculated and likely to A. cause death, bodily harm, or the reasonable and immediate fear thereof, B. Weapon means any device designed as a weapon and capable of producing death, bodily harm, or any other device or instrumentality which, in the manner it is used or intended to be used, is calculated or likely to produce death, bodily harm, or the reasonable and immediate fear thereof. Weapon includes, but is not limited to, Chinese throwing star, nunchaku, sharp stud, metal knuckles, sand club, switch knife, trench knife, butterfly knife, stiletto knife, or any double -edged knife, and any firearm or gun or explosive. Subd. Firearms regulation. The provisions of the Minnesota Statutes regulating firearms and as they may be hereafter amended are incorporated 2. into this section. It is a violation of this section for any person to engage in any conduct proscribed in the incorporated statutes. Subd. Acts prohibited. It is unlawful for any person to: 3. Recklessly handle or use a gun or other weapon or explosive so as to endanger the safety of another. Among the actions and A. circumstances that may support a reasonable belief that a person's conduct is reckless are the following: 1 • Intentionally point a gun of any kind, capable of injuring or killing a human being and whether loaded or unloaded, at or toward another; or 2. Intentionally draw a loaded firearm from a pocket or from a holster, sheath, bag, or other container. B. Manufacture, sell, transfer, possess, carry or control for any unlawful purpose any weapon as described in subdivision 1.13, above. C. Possess any other dangerous article or substance for the purpose of being used unlawfully as a weapon against another; and D. Sell, transfer, carry, control or have in his possession any device designed to silence or muffle the discharge of firearm; or E. Permit, as a parent or guardian, any child under 14 years of age to handle or use, outside the parent's or guardian's presence, a firearm or airgun of any kind or any ammunition or explosives; or F. Furnish a minor under 18 years of age with a firearm, airgun, ammunition or explosive without the written consent of his parent or guardian or of the police department, G. Fire or discharge any cannon, gun, pistol or other firearm, firecracker, sky rocket or other fireworks, airgun, air rifle, or other similar device commonly referred to as a BB gun. Subd. Exception. Subdivision 3 of this section shall not apply to: 4. A display of fireworks by an organization or group of organizations operating under a permit issued by the council pursuant to Minn. A Stat. § 624,22. Proof of liability insurance in an amount set by council resolution shall also be required. This insurance shall name the city as an additional insured party. B. A person in the lawful defense of person, family or property. C. The discharge of firearms in an approved firearms range operating under a permit issued by the council pTZr'tu -Au fusH-5;-�I.H9-- D. Law enforcement or military personnel while in the course of their duties. V E. Any person participating in a special hunting season, which season may not conflict with state law or regulations, established by the council for purposes of wildlife management, provided that person has obtained a special hunting permit. Any person under 18 years of http://library.municode.com/.T4.TML/I 3 070 /level2 /CICO_CH 10P ... 4/24/2014 \ e 2 0 / \ § 2 \ 2 U / \ § / � ^ / / 2 \ \ E @ § / \ (U E \ 2 2 E q » \ \ (U ) � _ = 2 c © = \ 2 $ / { \ _ / cu / � In ° & \ 4 .- \ E k/ 2 § 3 § 2 ) f E � 'Or- = e e 2 � 8 = k \ U \ \ \ \ \ / A / .ru � q � o U $ E ƒ U L c \ m o e < G m $ ƒ f 2 7 c L 2 ® = \ = m \ / 'c E ._ / / \ / \ \ / . r-? S 0 k E & } / u £ E § m \ / / / / \ \ - w } \ 2 E \ 0 ' \ § 7 2 E% w E % E A § \ S g± E 3 s q k° m M S �. f $ / \ \ § , 7 \ U ¢ \ \ } \ \ \ ƒ b \ § 0 G § r ® y N U z§ Q U/ z k cr � . � z z \ z z 2 � CL ƒ ƒ 2 \ \ k / > Jon Hohenstein To: Christina Scipioni Subject: RE: Gun Range Research From: Christina Scipioni Sent: Tuesday, August 05, 2014 5:39 PM To: Jon Hohenstein; Mike Ridley; Sarah Thomas; Pam Dudziak; Jim McDonald Subject: RE: Gun Range Research Hi Jon, Minneapolis's shooting gallery regulations do not address federal firearms licensure. The Minneapolis regulations have the following requirements for operations of a range: Gambling is prohibited The range must be closed between 1 and 9 a.m. The following safety rules must be followed: • The backstop behind the target shall be of at least four - sixteenths inch steel bailer plate, shall extend the full width of the room and forward at an angle of forty -five (45) degrees from the floor and shall be made rigid, The top of such backstop shall extend forward not less than twenty -four (24) inches. There shall be provided a six (6) inch sand trap at the bottom and directly in front of the backstop the full width and depth of the same. The counter shall be not less than twelve (12) feet from the backstop and so constructed that there shall be no interference between or among the persons shooting at different targets. • No person under the Influence of intoxicants or narcotics, nor any minor under the age of sixteen (16) years, shall be ,permitted to handle or discharge any firearms upon the premises. • No pistols or revolvers shall be permitted, except where each pistol or revolver is chained down or so affixed 'to the counter that it cannot possibly be aimed in any direction other than towards the target. each pistol or revolver shall be housed or boxed in a separate compartment not less than eighteen (18) inches by thirty (30) inches permanently affixed to the counter and made of steel boiler plate at least one - fourth inch in thickness. • No rifle, pistol or revolver shall be used which discharges a cartridge or cartridges at a velocity in excess of one thousand two hundred (1,200) feet per second. • All doors, gates and entrances leading into that part of the premises between the firing point and the backstop shall be securely docked, and no one shall be permitted therein at any time persons are engaged in shooting or have access to the rifles used. • All rifles, pistols and revolvers, including the sights thereon, shall be at all times kept in first-class condition. • The ammunition used shall be smokeless, and only .22 caliber short cartridges shall be permitted to be used. • The shooting galleries shall be properly and adequately ventilated at all times. • Attendants shall wear a uniform, brassard or other distinguishing mark to identify them as employees of the licensee. I also found that Minneapolis requires an additional $126 at the time of an application for a new business. Minneapolis does not conduct background investigations for shooting gallery licenses. Thank you, Christina M. Scipioni, MPA, MCMC I City Clerk /Administrative Services Coordinator I City of Eagan 4'10' City Hail 13830 Pilot Knob Road I Eagan, MN 55122 1661-676-6034 1651 -676 -5012 (Fax) I crosclpionlOolt ofeaaan,com � � ID Wan 41 X o �. o w V) �w +, O u Y > o C O C 0 v) u j ,N O u C C O H :p CL Vf N L (ll ,�=, ! ;i U to C N ,� N C NNE O � ..O C H a m (`� qA `v Vj L- ?' N O C U O N o o O �� (uo .0 ci = c N m �- 0 °� 0NN,4, @ 3 o = N,_ a N `O C O C O u = u u C O (gyp (U V Q1 (+" O C C (u 4+ C ai c V) -0 _ u m E G E (v m E w ° n o E m L s, C (.n N m (u N v O N 41 s U1 L .3 C oG o .° ° o (`vy by u (0 (11 .�v -0 N = '" 0 O C O (u u v L C Q O 41 = (n N V u m O 7 C LO E L a p„Bz� u t?p 0 N N O z z u oz° En ° � m a a, o N (U C m L C (a O _ Qi o' CL = > v� N "O ^j C7 4 J Q) = L C v> bL0 W o0 m - Agenda Information Memo August 11, 2014 Special City Council Meeting VI. 2015 GENERAL FUND BUDGET AND TAX LEVY DIRECTION TO BE CONSIDERED: • To provide direction to staff regarding the proposed 2015 General Fund budget and 2015 tax levy. FACTS: • Preparation of the 2015 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 2015 budget and for the tax levy considerations. • The budget team —City Administrator Osberg, Assistant City Administrator Miller, Finance Director Pepper, Assistant Finance Director Feldman, and Finance Intern Kasha Lundell —has met with each of the departments as part of the process to bring the City Administrator's recommended 2015 budget to its current state. • 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 2015 General Fund budget and 2015 tax levy are next scheduled to be considered at the regular City Council meeting on September 2. ATTACHMENTS: VI -1 Preliminary 2015 General Budget and tax levy information • The 2015 Preliminary General Fund budget and tax levy information is also included in a separate three -ring binder ;f Y City of Ill Me TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR OSBERG DATE: AUGUST 11, 2014 SUBJECT: PROPOSED 2015 GENERAL FUND OPERATING BUDGET, PAYABLE 2015 PROPERTY TAX LEVY, AND BUDGET INFORMATION Meeting Purpose The City is required by State law to certify a proposed payable 2015 property tax levy to the County Treasurer - Auditor on or before September 30, 2014. The primary purpose of the August 11 Special City Council meeting is to review the preliminary 2015 General Fund operating budget and proposed property tax levy so that any adjustments requested by the Council can be made in time to meet the September 30 deadline. Budget /Levy Calendar Departments began work on their budgets in April and submitted proposals to the Budget Team in June. The budgets presented herein reflect revisions made by the Budget Team in working with Department Heads to reduce the overall budget requests. Formal action on the levy and preliminary 2015 General Fund budget is scheduled for the regular City Council meeting on September 3, but could be delayed until the September 16 meeting, if necessary. (In prior years, the preliminary levy certification was required by September 15, but legislation enacted in 2014 pushed the deadline back to September 30.) Modifications to the budget and levy can continue after September 30. However, the total levy can only be decreased; it cannot be increased after September 30. Although no specific date has been discussed, it is anticipated another virtual open house will be produced and cablecast live in late -fall. Final approval of the budget and levy is slated for the December 17 regular City Council meeting. The final property tax levy must be certified to the County no later than December 27. Note that the City is not subject to State - imposed levy limits for 2015. Information included in the budget 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 Future capital projects related to space needs • Public policy questions and options Benchmarks and Background While it is not always complete information and must be used carefully, comparisons with similar cities can be helpful in providing 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: 2012 Per Capita Total Expenditures IVIN Cities with 50,000+ Population (Source: State Auditor, March 2014) Burnsville Minnetonka Eden Prairie Brooklyn Park St. Cloud Maple Grove Rochester 7 7 861 888 Bloomington St. Paul Duluth Minneapolis $0 $500 $1,000 $1,500 $2,000 $2,500 3 4 r q r w • t w qq•N � e w • N « q• w.• M • • ��,.�x',��� ,'max ����i� �� .a��'ti' ^; � �`a���<!: • / E7 N w - • • #t eft •f .t # # � #f f : ! 4 Proposed General Fund Budget The proposed 2015 General Fund budget is $31,236,900, an increase of $1,091,500, or 3.6% over the 2014 budget. The budget is balanced; no appropriation of fund balance reserves is required. General Fund revenue estimates The preliminary 2015 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 and revenue for 2015. Building permit activity is expected to continue at high levels due to prospective development. As a result, building permit and planning fee revenue are estimated to remain at 2014 levels. The 2015 budget reflects an increase of $281,500 to Intergovernmental Revenue. Federal Grant revenue is proposed to increase by $164,300 to account for the first full year of reimbursement for the Staffing for Adequate Fire and Emergency Response (SAFER) Grant firefighters. In addition, Fire State Aid is programmed to increase based on estimates and historic funding levels. This increase has a neutral effect to the 2015 tax levy as the Fire department budget includes a corresponding expense for the payment to the relief association. The financing of the City's General Fund operations remains heavily reliant on the property tax revenue as 75.9% of the estimated 2015 revenue is from that source, with the percentage staying constant from the 2014 budget. Comparative Summary of Revenues is on page 24 Revenues by Line Item is on pages 25 through 28 General Fund Revenues 2014 2015 $ % Property Taxes 22,771,000 23,701,100 930,100 4.1% Licenses and Permits 1,780,200 1,789,300 9,100 0.5% Inter -gov't Rev. 1,164,600 1,446,100 281,500 24.2% Charges for Services 1,934,000 1,819,500 (114,500) -5.9% Program and Other Revenues 719,600 748,300 28,700 4.0% Transfers In 1,776,000 1,732,600 (43,400) -2.4% 30,145,400 31,236,900 1,091,500 3.6% General Fund expenditures The $1,091,500 proposed increase in the General Fund expenditure budget is primarily driven by four factors: • Personal services increase on existing staff of $1,239,600 is primarily due to the following: • Wages /salaries increases of 1 % on January 1 and 1 % on April 1. The Police Sergeants, Maintenance, and Clerical bargaining units are unsettled for 2015. Only the Police Officers are settled at this time. • Double- digit rate increase in health insurance premiums • Required PERA rate increases of .25% for all non - public safety employees, and .9% for Police officers and firefighters • Personal services for the 2015 budget also includes an increase for 5 SAFER grant firefighters and a Crime Analyst position that were partially budgeted in 2014 due to a programmed mid -year hiring. The SAFER Grant firefighters incremental increase totals $222,600. • Personal services expenditures include proposed full -time staffing additions for a Police Officer and IT Security Specialist. In addition, modest increases to current part -time staff are also proposed for the Art House Recreation Program Supervisor and the Temporary Inspections Clerk. Each of these positions is proposed in response to service level demands. • Dakota Communications Center (DCC) budget is set to increase $45,000 or 4% over 2014 for the City's share. Expenditure Summary by Major Classifications 2014 2015 % of total % of total $ % budget budget Personal Services $2,353,700 74.2% $23,593,300 75.5% $1,239,600 5.5% Parts and Supplies 1,896,800 6.3% 1,922,900 6.2% 26,100 1.4% Services and Other Charges 5,564,200 18.5% 5,476,500 17.5% (87,700) -1.6% Capital Outlay 247,600 0.8% 191,500 0.6% (56,100) -22.7% Merchandise for Resale 12,300 0.0% 12,700 0.0% 400 3.3% Transfers Out /Contingency 70,800 0.2% 40,000 0.1% (30,800) -43.5% TOTAL $30,145,400 100.0% $31,236,900 100.0% $1,091,500 3.6% Comparative Summary of Expenditures by Department is on page 29 . General Fund Expenditures 2014 Personal Services Parts & Supplies Services & Other Charges Capital Outlay Contingency Personnel $ 22,353,700 1,896,800 5,576,500 247,600 70,800 $_30,145,400 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 2015 proposed budget incorporates all positions currently authorized in the City, all City Council approved adjustments and reclassifications, and the additions as described below. Proposed salaries /wages on existing personnel are up 3.4% in total, due in part to programmed wage rate increases of 1 % in January and 1 % in April. As noted above, the Police officers bargaining unit is settled for 2015 while the Police Sergeants, Maintenance, and Clerical bargaining units remain unsettled for 2015. In addition, the 2015 proposed budget includes an incremental increase of $222,600 for 5 full -time firefighters and 1 Crime analyst (Police) position that were partially budgeted in 2014. The SAFER Grant firefighters are fully reimbursed in 2015 and the incremental increase does not have a 2015 levy impact. With an estimated increase in health insurance premiums of 12.3 %, and the increase in PERA rates, total personal services costs on existing personnel are up 4.8 %. 2015 $ % $ 23,593,300 $1,239,600 5.5% 1,922,900 26,100 1.4% 5,489,200 (87,300) -1.6% 191,500 (56,100) - 22.7% 40,000 (30,800) -43.5% $ 31,236,900 $1,091,500 3.6% 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 2015 proposed budget incorporates all positions currently authorized in the City, all City Council approved adjustments and reclassifications, and the additions as described below. Proposed salaries /wages on existing personnel are up 3.4% in total, due in part to programmed wage rate increases of 1 % in January and 1 % in April. As noted above, the Police officers bargaining unit is settled for 2015 while the Police Sergeants, Maintenance, and Clerical bargaining units remain unsettled for 2015. In addition, the 2015 proposed budget includes an incremental increase of $222,600 for 5 full -time firefighters and 1 Crime analyst (Police) position that were partially budgeted in 2014. The SAFER Grant firefighters are fully reimbursed in 2015 and the incremental increase does not have a 2015 levy impact. With an estimated increase in health insurance premiums of 12.3 %, and the increase in PERA rates, total personal services costs on existing personnel are up 4.8 %. Staff additions totaling 2.45 FTE's are proposed in Police, Information Technology, Community Development and in Parks and Recreation. A sworn Police Officer is proposed in 2015 in response to anticipated service demands in the newly developed Cedar Grove Residential and Retail district. To manage the call load and expected investigative resources the district is expected to demand, the Police Department has reassigned three staff members to ensure the Department is able to respond to calls in a timely manner, meet the expectations of crime victims and ensure those frequenting the area feel safe and are in a crime free environment. More specifically, the Department's traffic unit, comprised of two patrol officers, was essentially re- dedicated to work within the district, resulting in speed, stop sign violations, pedestrian safety, or school related traffic issues on surrounding streets having a lower priority. The officer assigned to patrol the area of concern will manage those issues when available. An officer previously assigned with City's apartments and other multi- housing units will be assigned to work on crimes in the district. The original budget submittal included a request for 3 additional Patrol Officer and One Investigator. The budget before the Council for consideration includes one additional Patrol Officer. If approved, the Patrol Officer would be absorbed into the Patrol Division to fill shifts and be assigned as needed. Absent an increase in the budget to include additional officers, service levels will be impacted. The proposed 2015 budget also includes an IT Network Security Analyst. This position will support security challenges and vulnerabilities facing the City while allowing the other IT staff to manage the increased workload from the new network and mobile device technologies. The Community Development and Parks and Recreation departments include an increase in hours for two existing staff based on anticipated building permit activity and Art House programming. Additional personnel were requested by the departments for 2015 Budget. The following positions are not proposed for the 2015 Budget: • Police — 2 Police Officers and 1 Detective • Streets and Highways — 1 Street Engineering Technician No other regular staff increases are proposed. The following table summarizes proposed personnel changes for 2015: General Fund Personnel Summary 2015 Budget Existing Personnel Regular Employees Salaries/wages/overtime PERA FICA Health /Life /LTD insurance Worker's compensation Safer Grant Fire - Fighters Computer Forensic /Crime Analyst Volunteer firefighters compensation Fire Relief Association (pension) Proposed Additions FTE IT Network Security Specialist 1.00 Patrol Officer 1.00 Inspections Temp Clerk 0.25 Rec Prog. Super. (Art House) 0.20 2.45 Temporary /Seasonal City Clerk (Elections - every other year) Finance Intern Planning Intern Inspections Intern Pub Wks /Engineering Pub Wks /Streets Central S\cs Maint. Recreation Parks Tree Conservation Total Personnel Staffing level analysis 2014 2015 p Approved Proposed Budget Budget $ % $ 14,918,500 $ 15,427,400 $ 508,900 3.4% 1,641,800 1,776,800 135,000 8.2% 775,300 803,200 27,900 3.6% 2,230,200 2,391,200 161,000 7.2% 432,800 443,100 10,300 2.4% 256,800 423,400 166,600 64.9% 31,800 87,800 56,000 176.1% 462,800 462,300 (500) -0.1% 743,300 743,300 - 0.0% 21,493,300 22,558,500 1,065,200 5.0% - 93,400 93,400 - 91,600 91,600 - 17,100 17,100 - 19,700 19,700 221,800 221,800 64,700 - (64,700) 6,600 7,100 500 8,100 8,100 - 10,700 - (10, 700) 19,400 19,500 100 18,500 20,600 2,100 346,100 357,600 11,500 272,300 283,500 11,200 114,000 116,600 2,600 860,400 813,000 (47,400) -5.5% $ 22,353,700 $ 23,593,300 $ 1,239,600 5.5% The proposed 2015 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 2015 General Fund budget shows a net increase of 2.45 FTE from 2014. The full - time positions added in Police, IT and the additional hours for the Art House Recreation 10 Programmer and the Inspections Clerk bring the total 2015 to 241 FTE's and back to the 2008 levels. The increase in 2013 to 2014 was primarily due to the addition of the 5 SAFER Grant firefighters. Contingency account The proposed budget includes a contingency account of $40,000. 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 unforeseen expenditures that may arise. General Fund balance The 2015 operating budget does not contemplate use of the General Fund balance. 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 35% to 50 %. The unassigned General Fund balance at December 31, 2013 was $14,998,980, or 50.0% of the amended 2014 expenditure 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 2014 resulting in no change to the fund balance due to operations. In that case, 2014 year -end fund balance would be 48.1 % of the proposed 2015 expenditure budget. "I If the Council wished to utilize fund balance for one -time expenditures, utilization of $300,000 reduces the fund balance by 1 %. Looking at the projected 2014 fund balance, utilization of $900,000 would take it down to 45 %; utilization of $2,400,000 would take it down to 40 %. 45% 40% General Fund Fund Balance YE 2013 Projected YE 2014 Market Value and Tax Capacity After several years of decline, market values are starting to increase. Preliminary numbers from Dakota County indicate a 9.5% increase in total market value and an increase of 11.1 % for total tax capacity. The horizontal bar in the chart below illustrates that total tax capacity value for 2015 is back to its 2006 level. 2003 -2013 figures below are actual values, 2015 is the County's preliminary information, and 2016 is estimated by staff. 12 ),000 �i gee $120,000,000 $100,000,000 $80,000,000 M'000,000 $40,000,000 $20,000,000 $- Total Tax Capacity . . . . . . . . . . I-- . ............. 11111 ............... . . . . . . . . . . . . -.1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2003 .2004 2005 2006 2007 2008 2009 2010 2011 2012 2015 2014 2015 2016 Prelim. Est. As noted, based on preliminary information received from Dakota County, the City will see an increase in overall taxable market value of 9.5% from $6,294,228,692 for payable 2014 to $6,895,052,018 for payable 2015. Included in the market value increase is $83,835,500 resulting from new construction. The City will see a net tax capacity increase of 9.5% from $66,384,787 to $72,675,613. Comparison of Taxable Market Value and Tax Capacity Preliminary Final 2014 2015 Change 2014 / 2015 Payable Payable Dollars % Taxable Market Value 6,294,228,692 6,895,052,018 600,823,326 9.5% Tax Capacity: Gross Tax Capacity 79,976,946 86,587,722 6,610,776 8.3% Fiscal Disparities (12,564,339) (12,393,062) 171,277 1.4% Tax Increment Value (1,027,820) (1,519,047) (491,227) -47.8% Net Local Tax Capacity 66,384,787 72,675,613 6,290,826 9.5% 13 Tax capacity -based levy The tax capacity -based component of the City's proposed levy for operations and debt service is $29,100,185, an increase of $1,133,957 or 4.1% over the 2014 levy of $27,966,228. The preliminary tax capacity rate calculated at .36499 is fractionally lower than the 2014 rate of .38250. We are using last year's fiscal disparities distribution figure as an estimate for 2015. The 2015 distribution is not yet available, but should be very soon. A change in that number will impact the tax capacity rate. Comparison of Tax Capacity Levy & Tax Capacity Rates Tax Cap Rate -City: $ 25, 392, 069 $ 26, 526, 026 $ 66, 384, 787 $ 72, 675, 612 0.38250 0.36499 (0.01751) -4.6% In summary, the City's portion of the tax rate is expected to decline 4.6% which is primarily due to the increase in Market Value of the City. 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. Comparison of Levy for Debt Service & Market Value Referendum Rates Final Preliminary Change 2014 2015 Amount Per Cent Ref Mkt Value $ 6,605,346,350 $ 7,170,846,293 $ 565,499,943 8.6% Debt Seniice Levy $ 1,120,127 $ 1,120,928 $ 801 0.1% Mkt Value Ref Rate 0.0001696 0.0001563 (0.0000133) -7.8% 14 Final Preliminary Change 2014 2015 Amount Per Cent Operating Levy $ 27,763,065 $ 28,900,750 $ 1,137,685 Debt Service Levy 203,163 199,435 (3,728) Total Tax Capacity Levy 27,966,228 29,100,185 1,133,957 4.1% F D Distribution (2,574,159) (2,574,159) - 0.0% Net Local Levy $ 25,392,069 $ 26,526,026 $ 1,133,957 4.5% Tax Cap Rate -City: $ 25, 392, 069 $ 26, 526, 026 $ 66, 384, 787 $ 72, 675, 612 0.38250 0.36499 (0.01751) -4.6% In summary, the City's portion of the tax rate is expected to decline 4.6% which is primarily due to the increase in Market Value of the City. 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. Comparison of Levy for Debt Service & Market Value Referendum Rates Final Preliminary Change 2014 2015 Amount Per Cent Ref Mkt Value $ 6,605,346,350 $ 7,170,846,293 $ 565,499,943 8.6% Debt Seniice Levy $ 1,120,127 $ 1,120,928 $ 801 0.1% Mkt Value Ref Rate 0.0001696 0.0001563 (0.0000133) -7.8% 14 There is virtually no change in levy to the average homeowner from 2014 to 2015: Market Value Levy Tax Impact Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2015 247,534 0.1563 38.69 2014 226,162 0.1696 38.36 Total levy and tax levy allocation In total, the proposed levy is up 3.9% in 2015. For comparison, the 2014 levy increase was 2.7 %. With the exception of the Fire Apparatus levy, the "capital' portion of the levy is proposed to increase 3 %. 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. The Parking Ramp levy is new for 2015 and will be used to pay for the City share of maintenance costs for the ramp. The City share will decrease as the properties adjacent to the ramp are sold and parking spaces are leased to the property owner(s). Allocation of Property Tax Levy General Fund Special Revenue - Parking Ramp General Facilities R & R Equipment Revolving Fund Major St Const Fund - A Major St Const Fund - B Fire Apparatus - Debt - Revolving Park Systems Development & R & R Fund Totals Market Value Debt Service Levy Grand Total Levy Final Preliminary Change 2014 2015 Dollars % $ 22,771,000 $ 23,701,100 $ 930,100 4.08% - 60,000 60;000 N/A 316,530 326,026 9,496 3.00% 1,153,128 1,187,722 34,594 3.00% 1,708,707 1,759,968 51,261 3.00% 1,179,056 1,214,428 35,372 3.00°% 203,163 204,276 1,113 0.55% 196,837 195,724 (1,113) -0.57% 437,807 450,941 13,134 3.00% $ 27,966,228 $ 29,100,185 $ 1,133,957 4.05°% $ 1,120,127 $ 1,120, 928 801 0.07% $ 29,086,355 $ 30,221,113 $ 1,134,758 3.90% 15 Tax Impact As noted, the estimated 2015 tax capacity rate is down from the 2014 rate. The market value tax rate, representing a much smaller portion of the overall levy, is also 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. Again, pending final word on the fiscal disparities distribution, these tax figures could go up or down. The shaded areas show the estimated market value and taxes in 2015 of the property value immediately above it, as it may have been valued /taxed in 2014. For example, a $150,000 home in 2014 would have had city taxes of $484. That same home may be valued at $164,175 in 2015 (based on average value increases), and would have 2015 taxes of $543. If the value of that home stayed the same from 2014 to 2015, in this case, the taxes would have decreased to $484 or $25. Eagan Property Tax History City Taxes Only Projected 2011 2012 2013 2014 2015 Tax Capacity Rate 0.33675 0.34553 0.38273 0.38302 0.36499 Market Value Rate 0.0001704 0.0001644 0.0001725 0.0001691 0.0001563 Ilflarkn4 \ /attic $ 150,000 $ 446 $ 461 $ 509 $ 509 $ 484 1:64,175 543' 200,000 639 657 726 726 691 218; 90Q. 769 226,162 Pay 2014 Average Eagan House Mkt Value 840 799 247,534 Pay 2015 Average Eagan House Mk. I t Value '.933 888 300,000 1,027 1,051 1,161 1,161 1,104 :328, 350 1,222 400,000 1,411 1,444 1,595 1,595 1,518 437;800: 1;666 16 The table below further illustrates the chart above for the average value home. City Taxes on Average Market Value House in Eagan 2014 Average value: 226,162 2015 Average value: 247,534 Increase 21,372 9.4% 2014 City Tax: 840 2015 City Tax: 888 Increase 48 5.7% Market Value for the average value home is noted by the County Assessor to increase by 9.4 %. However, the City Tax for the average valued property is proposed to increase by 5.7% or $48. This increase is primarily driven by the increase in the City's market value. Projected 2016 Budget and Levy In preparing this proposed 2015 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 2016 budget and levy based on the proposed 2015 budget and levy. The following estimates were used in making the projections: City Market Value and Tax Capacity ® Market value continues to increase — by 5% o Net Local tax Capacity continues to increase — by 5% ® Fiscal Disparities distribution and tax increment values change by the same amount as for payable 2015 General Fund Budget 2015 proposed budget of $31,236,900 is used as the base The SAFER Grant firefighters included in the 2015 budget will require an increased tax levy in 2016 of approximately $264,000 as the grant reimbursement will expire in middle of 2016. The following increases are used: • Health insurance — 8% • All forms of Compensation — 2.5% • All other expenses — 2 % • Non -tax revenues — 2% These assumptions increase the 2016 budget to $32,164,000 or 3.0% over the proposed 2015 budget. This would require a General Fund tax levy of $24,729,000, an increase of $1,027,900, or 4.3 %. 17 Tax levies, allocations and tax impacts Under the assumptions outlined above, a 4.3% increase in the General Fund levy is required. Assuming a 3% increase to the capital funds (except Fire Apparatus), the overall levy increase for 2016 would be 3.7 %. 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 2015 or 2016 so the information is specific only to Eagan. At this point tax 18 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 2015 budget and levy appear to be sustainable into 2016 and the future. Cedarvale Special Services District Special Services that were once provided for the district are no longer needed. Therefore, no levy is needed in 2015 and potentially for the foreseeable future due to the recent development of the area. No dollars were levied for payable 2014 and no levy is proposed for payable 2015. Future Capital Projects—Space Needs The City Council is aware the City is at various stages of studying capital projects and in particular those relating to space needs at various facilities. The projects include Fire Station Consolidation, Old Town Hall, Central Maintenance Facility, Cascade Bay, Police Station /City Hall, and, if it is not sold, possible remodel of the old Fire Administration building. None of these projects is contemplated to have an impact on the 2015 tax levy. If any are begun in 2015, they would be funded with available cash in the funds discussed below. Here is a brief summary of the funding sources that might be considered for these projects. Following the bonding sources is a more complete description of the projects: Financing /Funding BONDING - The City could sell bonds for those projects included in the capital improvement program, with payback coming from an annual debt service levy. For a 20- year bond, the annual debt service levy equates to roughly $75,000 for each $1,000,000 of bonds sold. For example, should the City sell bonds in the amount of $3,200,000 the annual debt service levy would equal $240,000. It is possible to initiate at least some of these projects in the next year or two without increasing the overall tax levy. Currently, we have two levies set to expire in the relatively near future: the Community Center bonds (about $1,100,000 /year expiring in 2020) and our bridges /overpasses component of the Major Street Fund levy (about $1,200,000 /year set to expire in 2019). The Community Center levy cannot be changed, but the bridges levy could be cut in half and extended to 2022 instead of 2019. Doing so would allow the capacity to bond for about half (in terms of dollars) of the capital projects contemplated beginning in 2016 without increasing the overall levy. The rest of the projects could be initiated a year or two later —again without increasing the overall levy — by structuring a second debt issue with interest -only payments for a period. 19 Staff has had a preliminary meeting with Springsted to discuss options for project schedules and bonding should the Council wish to proceed with some or all of the projects contemplated. After the City Hall /Police space needs analysis is completed later this year, Springsted could prepare a more thorough analysis for presentation to the Council at a future work session. GENERAL FUND BALANCE - As discussed earlier in this memo, utilizing approximately $900,000 of fund balance would reduce fund balance to 45 %. An additional $1,500,000 (making a total of $2,400,000) would be available if the Council wished to reduce fund balance to the 40% level. FIRE APPARATUS FUND- Each year the Budget includes a $400,000 levy to assist with acquisition of Fire Department Equipment, Trucks and vehicles. Currently, the balance is $900,000. If the fire station consolidation is undertaken, fewer fire engines will be needed. In that case, the annual levy could be reduced by $40,000 (10 %). COMMUNITY INVESTMENT FUND Excess arbitrage gains accumulated many years ago are the source of funds in the Community Investment Fund, which now has a balance of $2.3 million. Typically, Community Investment funds are used to pay for one- time projects or expenses. ANTENNA LEASE REVENUES - Each year the City receives approximately $800,000 of antenna lease revenues. Approximately $300,000 is transferred annually to offset the Eagan Community Center budget. An additional $30,000 is used to fund Holz Farm operations. After certain transfers to AccessEagan, not only for the original start -up costs, but future planned investments, the balance is currently projected at $1.6 million. Five different capital projects /facilities space needs are at various stages of planning, analysis and Council review. They are: Fire Station Consolidation The City Council received a full report on the Fire Station consolidation project during the June 10 workshop. Council indicated support for the project and asked for additional discussion as part of the 2015 Budget process. Construction of a new Fire Station at the soon- to -be- acquired Holden property is projected to cost $4,550,000. Remodeling of Fire Station #1 to allow for storage of certain City equipment along with remodeling and expansion of Fire Station #4 are also part of the Fire Station consolidation plan. Those add $100,000 and $780,400, respectively, to the total Fire Station consolidation plan. The total estimated cost for the Fire Station consolidation project is $5,430,400. Other funding sources for the Fire Station consolidation project might include proceeds from the sale of Fire Station #5, Fire Apparatus levy reduction and /or General Fund balance. Use of those funds would not reduce the project cost, but would serve as an additional revenue source to offset the bond amount. Old Town Hall The City Council will receive a report at its September 9, 2014 workshop on the Old Town Hall and the possible renovation and relocation to the Municipal Center campus. 20 Direction from the City Council at its June 10 workshop narrowed the focus to fixing and relocating the Old Town Hall to the Municipal Campus. Since this project would be a one -time expense, possible funding sources for the project, which is not expected to exceed $1,000,000 million, include General Fund balance or the Community Investment fund. Central Maintenance Facility The September City Council workshop will include a presentation on the comprehensive study of the existing Central Maintenance Facility. The draft report includes a Phase 1 estimated project cost of $4,581,000 and a Phase 2 project cost of $3,580,000, for total of $8,161,000. More discussion and review of the report is needed, but an early indication of the report findings is important in the discussion of the 2015 Budget, space needs and capital projects. Cascade Bay The Council will recall that about a year ago it allocated some General Fund balance to replenish capital funds for Cascade Bay. Since then, it has been determined that more .extensive improvements to various filter, mechanical and drainage systems must be made. The total project is estimated to be $800- 900,000 and only about $300,000 was contemplated a year ago. As a result, approximately $500,000 in additional funding is required. Funding source options include the General Fund, Community Reinvestment Fund or Antenna Lease revenue. Police Station /City Mall Space Needs The City Council recently approved hiring CNH Architects to complete a space needs analysis of the Police Station and City Hall campus. The study is currently underway, and we anticipate the study will be complete by early fall. At this time there is not enough information to provide an estimate on project costs, but Staff anticipates presenting a report to the City Council at its October workshop. Proposed 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 2 or at a special meeting on September 9, or Regular meeting on September 16. ➢ The preliminary levy is certified to Dakota County before September 30. ➢ Truth -in- Taxation hearing will be held at the regular City Council Meeting on December 2. This date does not conflict with Dakota County's date (Nov 25) or School District 196's date (Dec 8). ➢ At the regular City Council meeting on December 16, the final 2015 Budget and levy will be adopted by Council. 21 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 3.6% acceptable? c. Are there any concerns with the proposed departmental budgets? 2. Preliminary Tax Levy As noted earlier, no levy limits are in effect for taxes payable in 2015. As a reminder, the preliminary tax levy can be reduced after September 30, but cannot be increased. Is the proposed total levy of 3.9% appropriate? 3. Allocation of the Preliminary Tax Levy Staff has prepared the levy allocation as follows: Y 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 4.08% 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. • A 3% increase in the tax levy is programmed for the capital funds. 9 $60,000 in tax levy is allocated to a new Special Revenue Fund for the City share of maintenance services for the Cedar Grove Parking Ramp Is this allocation of the levy appropriate? 4. Virtual Budget Open House — Should staff continue to conduct the Virtual Budget Open House as the same format last year? Should another or additional 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 2015 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. City Administ 22 This page left intentionally blank 23 City of Eagan General Fund 2015 Budget COMPARATIVE SUMMARY OF REVENUES 2014 1 2015 1 F—A 2014 vs. 2015 24 Budget Budget $ % General Property Taxes 22,771,000 23,701,100 930,100 4% Licenses 277,600 296,600 19,000 7% Permits 1,502,600 1,492,700 (9,900) -1% Intergovernmental Rev 1,164,600 1,446,100 281,500 24% Charges for Services 1,232,300 1,126,300 (106,000) -9% Recreation Charges 701,700 693,200 (8,500) -1% Fines & Forfeits 263,300 267,500 4,200 2% Other Revenues 250,100 279,600 29,500 12% Program Revenues 206,200 201,200 (5,000) -2% Transfers 1,776,000 1,732,600 (43,400) -2% TOTAL GENERAL FUND $ 30,145,400 $ 31,236,900 1,091,500 4% 24 GENERALFUND REVENUES BYLINE ITEM Acct F 2012 2013 2014 2015 No. DESCRIPTION Actual Actual Budget Budget 2014 to 2015 4020 TAXES AD VALOREM TAXES - CURRENT $ 19,270,218 $ 20,130,651 $ 4021 AD VALOREM TAXES - DELINQUENT 68,843 (49,520) 4030 FISCAL DISPARITIES 1,992,585 1,838;068 4031 PENALTIES AND INTEREST 21,109 22;964 4032 FORFEITED TAX SALES 46,118 _ TOTAL $ LICENSES 21,352,755 $ 21,988,281 $ 22,771,000 $ 23,701,100 930,100 4.1% - - - N/A N/A N/A N/A 22,771,000 $ 23,701,100 930,100 4.1% 4055 LIQUOR $ 232,832 $ 240,592 $ 212,000 $ 230,000 18,000 8.5% 4056 BEER 4,135 4,902 7,100 6,100 (1,000) -14,1% 4057 TOBACCO 8,400 9,618 9,000 8,500 (500) -5.6% 4058 TREE MTN CONTRACTOR 850 1,488 800 900 100 12.5% 4059 GARB /RUBBISH HAULING 6,440 9,372 8,600 8,600 - 0.01/ 4060 KENNEL - 50 200 200 - 0.0% 4061 DOG 33,422 36,207 32,200 34,800 2,600 8.1% 4062 AMUSEMENT (165) - - - - N/A 4063 PET SHOP LICENSE 150 100 200 200 0.0% 4064 MASSAGE THERAPIST 7,088 7,488 7,300 7,300 - 0.0^% 4070 OTHER 200 (200) - 100.0% TOTAL $ 293,152 $ 309,817 $ 277,600 $ 296,600 19,000 6.8% 4085 PERMITS: BUILDING $ 938,248 $ 1,925,830 $ 1,057,000 $ 1,057,000 - 0.0% 4087 PLUMBING 105;968 110,455 140,000 140,000 0,0% 4088 MECHANICAL 149,875 126,075 186,000 186,000 - 0.0% 4089 SIGN 19,173 26,259 35,000 25,000 (10,000) -28.6% 4091 WELL /PRIVATE SEPTIC 70 70 100 100 0.01/ 4094 EXCAVATING 3,900 3,800 2,500 2,500 0.0% 4095 CONDITIONAL/SPECIAL USE 4,750 5,207 5,000 5,000 0.0^/ 4096 FIRE SUPPRESSION PERMITS 29,306 19,483 45,000 45,000 0.0% 4097 FIREWORKS PERMITS 1,620 1,340 2,000 2,000 - 0.0% 4098 SPECIAL EVENT PERMITS 1,850 1,000 900 1,000 100 11.1% 4100 UTILITY 59,457 47,819 27,500 27,500 - 0.01/ 4102 PUBLIC ROW CONST 680 580 Soo 800 0.00/ 4120 OTHER 155 700 800 Soo 0.01% TOTAL $ 1,315,052 $ 2,268,618 $ 1,502,600 $ 1,492,700 (91900) -0.7% 25 GENERALFUND REVENUES BYLINE ITEM Acct 2012 2013 2014 No. DESCRIPTION Actual Actual Budget Budge 2014 to 2015 4135 INTER -GOVT REV: FEDERAL GRANTS $ 109,708 $ 80,402 $ 294,100 $ 458,400 164;300 55.9'/ 4140 STATE GRANTS 44,574 29;612 8,900 5,000 (3,900) - 43.8°/ 4151 LOCAL PERFORMANCE AID 17,978 9;096 9,000 9,100 100 1.15.1 4153 MVHC 376 285 - - N/A 4155 MSA - MAINTENANCE 69,001 70,141 69,000 77,900 8,900 12.9% 4158 POLICE TOWN AID 446,604 473,515 470,000 470,000 - 0.0' /0 4159 POLICE TRAINING AID 22,914 22,556 24,500 22,600 (1,900) -7.8% 4160 STATE PERA AID 33,114 33,114 33,100 33,100 - 0.0% 4161 FIRE STATE AID - 370,429 256,000 370,000 114,000 44.5/ 4175 COUNTYGRANTS 10,371 - - N/A 4177 OTHER GRANTS AND AIDS 40,273 N/A TOTAL 744,269 1,139,794 1,164,600 1,446,100 281,500 24.2°/ 4205 CHARGES FOR SERVICES: VARIANCE FEES 4,100 5,000 3,500 3,500 - 0.01% 4206 PLATTING FEES 10,935 11,508 8,000 10,000 2,000 25.0'/ 4207 REZONING FEES 7,900 5,135 4,500 4,500 - 0.01% 4210 RETURNED CHECK FEE 1,020 1,340 1,100 1,100 - 0.(r/. 4212 DOG IMPOUND/KENNEL FEE 5,049 6,415 6,400 6,000 (400) -6.3% 4214 BURGLAR ALARM FEES 26,050 23,900 25,000 25,000 - 0. (r/. 4215 REPEAT NUISANCE CALL FEE 500 1,470 1,000 1,000 00% 4216 DAYCARE INSPECTION FEES 1,355 1,000 1,000 1,000 - 0.01% 4220 VACATION PROCEEDINGS 2,696 4,000 2,100 2,200 100 4.8% 4221 PUBLIC SAFETY FEES 2,867 2,749 2,800 2,800 - 0.01% 4222 PLAN CHECKS 398,017 546,997 470,000 470,000 - 0.01% 4226 DEV ESCROW REIMBURS 135,311 183,715 100,000 100,000 0.01% 4227 ENGINEERING SERVICES 1,082,573 887,957 329,900 267,100 (62,800) - 19.0'/ 4228 ENG /FINANCIAL ADMINISTRATION 2,495 4,537 2,600 2,500 (100) -3.81/ 4230 PRINT MATERIAL /OTHER FEES 3,070 1,295 2,600 2,600 - 0.01% 4231 RESEARCH OF CITY RECORDS 27 473 - - N/A 4233 TOBACCO NON- COMPL. PENALTY 425 - 300 300 - o.m/ 4234 POLICE SECURITY- EXEMPT 59,540 102,176 47,400 60,400 13,000 27.45/ 4236 POL SVCES TO SCHOOL DIST 137,148 127,260 128,100 78,000 (50,100) -39.15, 4239 INVESTIGATION FOR LICENSING 16,275 30,923 20,000 20,000 0.(N. 4241 ALCOHOL NON- COMPL. PENALTY 5,575 3,500 12,000 7,000 (51000) -41.751 4242 MAINT EQUIP & PERS CHG 6,155 12,163 14,400 12,000 (2,400) -16.7% 4245 PERMIT SURCHARGE 1,242 2,007 1,000 1,300 300 30.0°/ 4246 ADMN FEE ON SAC 5,994 16,913 4,700 5,000 300 6.451 4247 ROOM TAX ADMIN FEE 40,938 44,113 40,900 41,000 100 0.2% 4260 INVESTMENT MGMT FEE 387 5,785 3,000 2,o00 (11000) -33.3% TOTAL 1,957,644 2,032,331 1,232,300 1,126,300 (106,000) 8.6% 26 GENERAL FUND REVENUES BY LINE ITEM Acct 2012 2013 2014 2015 No. DESCRIPTION Actual Actual Budget Budge 2014 to 2015 4310.13 RECREATION PROGRAM FEES: 3027 HOLZFARM 1;471 950 2,000 1,900 (100) -5.01/ 3029 SAFETYCAMP 4,455 3,550 5,000 4,000 (11000) - 20.0°% 3030 CAMPS /CLINICS (30) - - - N/A 3032 -5 TENNIS 16,787 15,299 19,000 19,700 700 3.7% 3037 -8 GOLF 12,675 12,410 10,100 7,400 (2,700) -26.7% 3041 -3 VOLLEYBALL 25,562 25,620 27,300 24,400 (2,900) -10.6% 3044 -6 BROOMBALL 6,072 5,249 5,800 5,700 (100) -1.7% 3047 T -BALL 15,825 15,415 15,900 14,700 (1,200) -7.5% 3048 ADULT SOFTBALL -MEN 104,392 103,729 106,000 106,000 - 0.01/ 3049 ADULT SOFTBALL -WOMEN 4,241 5,461 5,000 5,200 200 4.0% 3050 ADULT SOFTBALL- CO -REC 29,472 31,837 29,400 27,000 (2,400) -8.2% 3052 FOOTBALL 2,152 2,161 2,100 2,200 100 4.8•% 3054.6 HOCKEY /BOOTHOCKEY 1,312 1,311 1,300 1,300 - 0.0% 3057 PRESCHOOL PROGRAMS 146,416 145,306 128,700 131,700 3,000 2.35/ 3058,75 TEENS 1,237 2,892 2,200 4,100 1,900 86.4% 3059 SUMMER IN THE PARK 24,367 23,219 24,400 26,000 1,600 6.6•% 3060 PUPPET WAGON 1,198 1,797 1,400 1,400 - 0.01% 3061 MARKETFEST 15,415 14,687 15,300 18,100 2,800 18.3% 3062 SCHOOL'S OUT EVENTS - 660 1,100 900 (200) -18.2% 3063 SEASONAL SPECIAL EVENTS 3,940 5,313 6,200 6,200 - 0.W. 3065 SPECIAL EVENTS 3,303 3,184 8,600 6,400 (2,200) - 25.6% 3066 DANCE 420 7,559 11,000 8,500 (2,500) -22.7% 3067 ADAPTNE /INCLUSION 1,037 605 3,900 1,900 (2,000) -51.3/ 3069 NATURE PROGRAMS 2,210 2,960 6,700 (6,700) - 100.0•% 3071,74 TUBING HILLS - 10,084 4,800 6,000 1,200 25.0% 3076 BASKETBALL 28,896 25,549 29,000 23,900 (5,100) - 17.6°% 3077 WIFFLEBALL 2,660 3,570 5,100 2,700 (2,400) -47.19/ 3078 SENIORCITIZENS 27,257 39,607 41,200 50,200 9,000 21.8°% 3079 FUN RUNSMALKS 5,253 2,096 1,700 4,100 2,400 141.2% 3080 CONCESSIONS 12,016 6,093 8,700 10,600 1,900 21.8°% 3081 ARTS COUNCIL 113,738 107,381 100,900 102,000 1,100 1.1% 3082 SPORTS & CREATIVE CAMPS 25,032 19,926 28,200 22,400 (5,800) -20.6% 3083 PRESCHOOL CREATIVE ACTIVITIES 2,760 1,150 - - N/A 3086 NEW PROGRAMS 1,736 1,332 2,100 - (2,100) - 100.0% 3090 OFF -LEASH DOG AREA 10,994 3,729 10,000 8;300 (1,700) -17.0% 3092 CDGB SENIOR PROGRAMS 23,802 25,011 31,600 35,500 3,900 12.3% OTHER. REVENUE 4,416 2,701 2,800 2,800 N/A TOTAL 682,489 679,393 701,700 693,200 (8,500) -1.2% 27 Acct MISC REVENUES: INTEREST ON INVESTMENTS No. DESCRIPTION 4410 FINES & FORFEITS: COURT FINES /FORFEITS 4411 PROSECUTION COSTS /FINES 4421 EVIDENCE FORFEITURES 3,013 TOTAL GENERALFUND REVENUES BY LINE ITEM 2012 2013 2014 2015 Actual Actual Budge Budge t 2014 to 2015 225,146 232,605 225,400 228,900 3,500 37,057 38,334 36,900 37,500 600 1,765 1,019 1,000 1,100 100 263,968 271,958 263,300 267,500 4,200 4610 MISC REVENUES: INTEREST ON INVESTMENTS 3,335 46,901 28;000 52,000 24,000 4611/12 SPECASSMT- PRINCIPAL /INT 10,370 3,013 9,000 9,000 - 4615 CHANGE IN FMV - INVESTMTS 31,097 (84,345) - - - 4620 ANTENNA LEASES - HOLZ FARM 28,600 30,300 30,800 32,600 1,800 4624 ATHLETIC FIELD RENT 80,464 72,465 64;000 75,000 11,000 4625 PARK SHELTER RENT 38,918 37,096 38,000 41,600 3,600 4628 SWITCHING STATION RENT 18,044 19,126 20,000 20,000 - 4634 ATHLETIC FIELD RENT - NON- RESIDEN- 14,324 - - - N/A 4657 SALE OF CITY PROPERTY 8,392 5,792 1,000 2,000 1,000 4660 LAPEL PINS 14 29 - - 7,000 4661 HISTORYBOOKS 226 102 8,500 5,000 (3,500) 4663 CONTRIBUTION /DONATION 61;429 48,087 42,500 34,300 (8,200) 4666 HISTORYCARDS 51 308 - TRANSFERS: CABLE FRANCHISE FEES 441,680 4691 OTHER REVENUE 7,036 22,127 8,300 8,100 (200) TOTAL 302,300 201,001 250,100 279,600 29,500 85.7% 0.0% N/A 5.8% 17.2% 9.5% 0.0% N/A 100.0% N/A -41.2% -19.3% N/A -2.4% 11.8"/ 4810 PROGRAM REVENUES: PROJ.ADMIN 244,882 433,350 174,900 167,700 (7,200) -4.1% 4811 CENTRAL SERVICES MTN 69,500 - - N/A 4812 WATERADMIN 784,800 N/A 4813 SEWERADMIN 373;100 N/A 4815 STREET LIGHT ADMIN 38,600 N/A 4816 STORM DRAINAGE ADMIN 25,700 N/A 4817 WATER QUALITY AD MIN 64,300 - - - - N/A 4821 DRUG TASK FORCE REIMB 10,678 8,598 16,800 19,000 2,200 13;1% 4822 OTHER REIMBURSEMENTS 11,769 6,653 7,000 7,000 - 0.01/ 4831 CAPITAL CREDITS 8,462 12,197 7,500 7,500 0.01/ TOTAL 1,631,791 460,798 206,200 201,200 (51000) -2.4% TRANSFERS: CABLE FRANCHISE FEES 441,680 440,814 534,900 546,300 11,400 2.1% UTILITYTRANSFERS 1,134,700 1,241,100 1,186,300 (54,800) -4.4% TOTAL 441,680 1,575,514 1,776,000 1,732,600 (43,400) -2.4% GRAND TOTAL 28;985,100 30,927,505 30,145,400 31,236,900 1,091,500 3.6% 28 2015 Comparative Summary of Expenditures General Fund Budget 2014 2015 Difference 29 Budget Budget $ % GENERAL GOVERNMENT 01 Mayor & Council $ 149,900 $ 148,400 $ (1,500) -1.0% 02 Administration 527,300 548,800 21,500 4.1% 03 Information Technologies 1,463,700 1,608,700 145,000 9.9% PO4 City Clerk 339,300 242,300 (97,000) -28.6% F 05 Finance 826,400 847,700 21,300 2.6% 06 Legal 388,900 393,900 5,000 1.3% X07 Comm Dev -- Planning 1,015,100 1,036,100 21,000 2.1% 08 Comm Dev -- Inspections 1,216,400 1,216,900 500 0.0% 09 Communications 525,300 546,300 21,000 4.0% 10 Human Resources 298,600 317,300 18,700 6.3% Gen Govt Total 6,750,900 6,906,400 155,500 2.3% PUBLIC SAFETY r 11 Police 11,804,400 12,275,400 471,000 4.0% `12 Fire 2,489,200 2,715,300 226,100 9.1% Public Safety Total 14,293,600 14,990,700 697,100 4.9% PUBLIC WORKS r 21 Public Works /Engineering 1,184,400 1,216,800 32,400 2.7% r 22 Streets & Highways 1,811,700 1,886,000 74,300 4.1% ® 24 Central Svices. Maint. 600,700 617,200 16,500 2.7% Public Works Total 3,596,800 3,720,000 123,200 3.4% PARKS & RECREATION 30 Recreation 2,175,100 2,199,000 23,900 1.1% 31 Parks 2,029,300 2,071,300 42,000 2.1% 32 Tree Conservation 523,900 533,400 9,500 1.8% Parks & Rec Total 4,728,300 4,803,700 75,400 1.6% GENL GOVT BLDG MAINT X33 Government Buildings 705,000 776,100 71,100 10.1% Subtotal 30,074,600 31,196,900 1,122,300 3.7% 41 Contingency -- Undesignated 70,800 40,000 (30,800) -43.5% General Fund Total $ 30,145,400 $ 31,236,900 $ 1,091,500 3.6% 29 city of Rap 2015 Proposed Budget Operating Budget RM i v4 v JI'M M--Wrlml; liva 5 ro 30 HIGHLIGHTS & CHANGES Overview: The 2015 Mayor & City Council budget is proposed to decrease by $1,500, or 1 %. Increases in health insurance costs are offset by savings in capital expenses previously associated with the purchase of tablets in 2014 for electronic packets. EXPENDITURE SUMMARY Actual Actual Expenditure by •• Budget Expenditure 2012 Services 2014 and Other Personal Charges 1111JIV Services Services 105,300 108,500 Capital 37,782 • utlay 39,300 • Capital Outlay - HIGHLIGHTS & CHANGES Overview: The 2015 Mayor & City Council budget is proposed to decrease by $1,500, or 1 %. Increases in health insurance costs are offset by savings in capital expenses previously associated with the purchase of tablets in 2014 for electronic packets. EXPENDITURE SUMMARY 31 Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services 100,921 102,959 105,300 108,500 Services and Other Charges 37,782 37,809 39,300 39,800 Capital Outlay - - 5,300 100 Total $ 138,703 $ 140,768 $ 149,900 $ 148,400 31 City of Eap 2015 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL 2015 DEPARTMENT 01 - MAYOR AND COUNCIL Acct PERSONAL SERVICES 6110 SALARIES AND WAGES - REGULAR 6144 FICA 6146 PERA -DCP 6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY - LONGTERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE PERSONAL SERVICES SERVICES &OTHER CHARGES 6353 PERSONAL AUTO /PARKING 6385 INSURANCE 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES SERVICES & OTHER CHARGES CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT CAPITAL OUTLAY TOTAL MAYOR & CITY COUNCIL Actual Actual Budget Budget 2012 2013 2014 2015 $ 53,850 $ 53,850 $ 53,600 $ 53,600 2,628 2,486 4,100 4,100 2,009 2,009 2,000 2,000 41,702 44,154 45,500 48,700 127 125 - - 223 220 - - 110 115 100 100 272 - - - 100,921 102,959 105,300 108,500 1,060 699 800 800 21,000 21,000 21,000 21,000 - - 200 100 11,108 12,112 12,300 12,900 4,614 3,998 5,000 5,000 37,782 37,809 39,300 39,800 - - 5,300 100 - 5,300 100 $ 138,703 $ 140,768 $ 149,900 $ 148,400 -1.0% I� City of Rap Proposed Budget Operating Budget This page left intentionally blank 33 City of Ea II 2015 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 34 2012 2013 2014 2015 Description Actual Actual Estimate Target Number of airport noise complaints /questions (telephone and 130 110 75 50 email) Percentage of airport noise complaints (telephone calls and e- 98% 98% 98% 98% mails) responded to within 24 business hours Percentage of citizens rating quality of life in Eagan as 97% N/A 97% N/A excellentor good (biennial survey) 34 4 P-1 City of Eajan 2015 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller. Asst. Citv Administrator HIGHLIGHTS & CHANGES Overview: The 2015 Administration budget is proposed to increase by $21,500 or 4.1 %. In addition to inflationary personnel costs, the budget increase also includes the proposed community visioning process which is proposed to take place in 2015. Highlight /Change 1: The budget proposes membership in the International City /County Manager's Association (ICMA) Alliance for Innovation program. The Alliance for Innovation focuses on transforming local government through the power of innovation and collaboration. Financial Impact: $5,100 increase (6479) Service Level Impact: Lessons learned through the Alliance could change services in the future through the implementation of best practices and testing of innovate approaches and ideas to meet the needs of the citizenry. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 $ 419,522 2,685 59,126 1,101 $ 482,434 35 EXPENDITURE SUMMARY Actual Budget Budget 2013 2014 2015 $ 423,094 $ 430,700 $ 449,600 1,220 3,000 1,900 118,243 91,900 96,100 1,731 1,700 1,200 $ 544,288 $ 527,300 $ 548,800 2015 Proposed Budget Operating Budget City of Ragn Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours City Administrator 1 1 1 1 2,080 Assistant City Administrator 1 1 1 1 2,080 Administrative Secretary /DeputyClerk 0.9 0 0 0 0 Executive Assistant 0 1 1 1 2,080 Clerical Technician 0.8 0 0 0 0 Total 3.7 3 3 3 6,240 2015 WORK PLAN Activity Routine 1 Council meeting and workshop preparation 2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.) 3 Intergovernmental, municipal, City departmental, and association meetings 4 Clerical and administrative support 5 Oversight of the City's day -to -day operations 6 Annual budget preparation 7 Oversight of the City's Support Services (HR, IT, and City Clerk) 8 Oversight of Recycling operations for the City 9 Assist in development and execution of City Goals 10 Development and execution of public policy decisions 36 City o�a��� 2015 Proposed Budget Operating Budget , Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL TOTAL ADMINISTRATION $ 482,434 $ 544,288 $ 527,300 $ 548,800 4.1% 37 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 337,319 $ 324,360 $ 340,800 $ 354,700 6112 OVERTIME - REGULAR 203 2,338 1,200 1,600 6130 SALARIES AND WAGES- TEMPORARY 1,159 - - - 6142 PERA- COORDINATED 23,469 26,719 24,700 26,700 6144 FICA 21,682 26,989 22,300 22,700 6151 HEALTH INSURANCE 32,975 39,969 40,000 42,100 6152 UFEINSURANCE 378 420 - - 6154 DISABILITY- LONGTERM 733 826 - - 6155 WORKERS COMPENSATION 1,441 1,473 1,700 1,800 6157 RETIREE HEALTH INSURANCE 163 - - - PERSONAL SERVICES 419,522 423,094 430,700 449,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,628 1,220 2,300 1,900 6211 OFFICE PRINTED MATERIAL/FORMS 20 - 100 - 6215 REFERENCE MATERIALS - 200 - 6220 OPERATING SUPPLIES - GENERAL 37 - 400 - PARTS & SUPPLIES 2,685 1,220 3,000 1,900 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL - 3,500 500 1,000 6353 PERSONAL AUTO /PARKING 12,057 11,356 11,600 11,600 6355 CELLULAR TELEPHONE SERVICE 1,597 1,548 2,500 1,800 6385 INSURANCE 4,000 4,000 4,000 4,000 6475 MISCELLANEOUS 651 2,244 500 500 6476 CONFERENCES AND SCHOOLS 8,385 7,054 8,900 8,400 6477 LOCAL MEETING EXPENSES 3,498 3,416 4,100 4,000 6479 DUES AND SUBSCRIPTIONS 27,575 73,372 47,300 52,400 6482 AWARDS, JUDGEMENTS AND LOSSES 113 - - - 6535 OTHER CONTRACTUAL SERVICES 1,250 11,753 12,500 12,400 SERVICES & OTHER CHARGES 59,126 118,243 91,900 96,100 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 1,101 1,165 1,700 1,200 6670 OTHER EQUIPMENT - 566 - CAPITAL OUTLAY 1,101 1,731 1,700 1,200 TOTAL ADMINISTRATION $ 482,434 $ 544,288 $ 527,300 $ 548,800 4.1% 37 city of Eap 2015 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 Expenditures as % of General Fund Systems hardware and software • Establish standards for efficient operation of staff's IT tools to maintain high quality of service with minimal downtime • Recognize and recommend new developments in technology. 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 Description City PCs maintained Work orders processed Mobile' Devi ces (Sma rtphones, Ta bl ets) PCs replaced per year Non -LOGIS software applications supported Printers maintained Copiers Supported Video Cameras Supported Wireless Access Points LOGIS software applications supported Gigabytes of server storage Average gigabytes supported (PCsupport) 2012 2013 2014 2015 Actual Actual Estimated Target 325 330 375 400 2,900 3,300 3,600 3,900 25 75 117 150 85 85 85 95 112 115 110 110 50 50 50 50 5 10 10 10 18 37 37 37 21 37 37 40 15 17 20 19 14,000 26,000 48,000 58,000 30,500 32,000 36,000 42,000 38 * City of Eap 2015 Proposed Budget Operating Budget E Expenditure by Category Information Technology (03) Responsible Manager: Dan Cook, IT Manager HIGHLIGHTS & CHANGES Overview: The 2015 Information Technology (IT) budget is proposed to increase $145,000 or 9.9% from the adopted 2014 budget. The increase is primarily due to increases in Other Contractual Services, Maintenance Contracts, Repair & Maintenance Supplies and the proposed addition of 1 new personnel. Highlight /Change 1: IT is proposing one new position. The IT workload has shifted considerably over the past three years due to new technologies that require additional IT support such as a new VOIP phone system, a new virtual server environment, major application upgrades, requirements in the Police and Fire environment, and the increased workload with mobile device support. The new position would support security challenges and vulnerabilities facing the City. The new position would allow the current IT Specialists to focus more on the aforementioned service demands rather than allocating time to network security issues. Financial Impact: $93,400 increase (personal services) Service Level Impact: The new position will increase service levels for all departments who utilize IT and also allow the IT team to keep up with current demands of the departments providing direct services to the community. Highlight /Change 2: There are four new software maintenance agreements that need to be renewed in 2015. Historically, each department purchases the initial software purchase costs and IT has paid for the ongoing maintenance costs. The access control system will be coming up on its third year of service, thus there is a cost to extend the system's 3 -year maintenance contract. In addition, the PD applications such as Panasonic Arbitrator yearly maintenance, APS software and Covert Group software maintenance are due in 2015. Financial Impact: $20,000 increase (6569) Service Level Impact: None Highlight /Change 3: Due to legislation enacted in 2014, the City is now required to do an annual security assessment to protect the public's private information. In addition, as of 2015, it has been four years since the City had its first PCI assessment. Since then, new security requirements have been implemented, and thus changes are needed to our current environment to remain compliant. Lastly, in 2015, it is proposed to have the City support its GIS applications in -house and thus pull out of the LOGIS GIS Managed Services offering. In 2014, the City began the development of an internal GIS web application, formerly called LOGISMap, and plans to finished development of this product, with consulting support, by the second quarter of 2015. Once the new mapping application is completed, ongoing consulting support for the product will be reduced significantly. Financial Impact: $17,500 increase (6535) Service Level Impact: None Highlight /Change 4: IT provides GIS services to the Public Utilities Fund. In 2014, the City's Auditor (KDV) recommended that we remove direct personnel costs from the General Fund (IT Department) and account for them in the Utilities Fund. As a result, the GIS coordinator personnel costs have been removed from the IT Budget beginning in 2013 and will be reflected in the Public Utilities Fund Budgets. Indirect costs, such as accounting services, are still reflected in the IT Budget and are essentially reimbursed through a transfer of funds from the Public Utility Funds to the General Fund. The Net impact to both the General Fund and Utilities Fund is zero. The change will better reflect the cost of services in the respective budgets. Financial Impact: None Service Level Impact: None K1'] pity of Eap 2015 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Dan Cook, IT Manager Highlight /Change 5: While the Inflationary increases for LOGIS services are included in the 2015 budget, the proposed budget actually stays flat for overall LOGIS services received in 2014 due to the City dropping the LOGIS GIS Managed Services. Financial Impact: $0 Increase (6350) Service Level Impact: None EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 403,898 $ 427,591 $ 454,800 $ 570,200 Parts and Supplies 31,355 29,531 28,600 35,100 Services and Other Charges 775,795 852,472 978,200 998,000 Capital Outlay 2,827 2,547 2,100 5,400 Total $ 1,213,875 $ 1,312,141 $ 1,463,700 $ 1,608,700 POSITION INVENTORY Personnel 2012 2018 2014 2015 Hours IT Manager 1 1 1 1 2,080 GIS Coordinator 0 1 1 0 0 GIS Supervisor 0 0 0 1 2,080 IT Network Administrator 0 1 1 0 0 IT Server Systems Supervisor 0 0 0 1 2,080 IT Network Security Specialist 0 0 0 1 2,080 ITSystems Specialist 2 2 2 2 4,160 Total 3 5 5 6 12,480 2015 Work Plan Activity Routine 1 Develop IT policies and procedures 2 Research and recommend newtechnologies 3 Establish lTgoals, 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 40 City of Eap 2015 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 2,827 2,547 2,100 5,400 CAPITAL OUTLAY 2,827 2,547 2,100 5,400 TOTAL INFORMATION TECHNOLOGY $ 1,213,875 $ 1,312,141 $ 1,463,700 $ 1,608,700 9.9% 41 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 315,328 $ 333,383 $ 346,500 $ 428,900 6112 OVERTIME - REGULAR 329 215 - - 6142 PERA- COORDINATED 22,545 23,725 25,100 32,200 6144 FICA 22,340 22,513 26,500 32,600 6151 HEALTH INSURANCE 40,105 43,902 54,500 73,700 6152 LIFE INSURANCE 473 620 - - 6154 DISABILITY- LONGTERM 945 1,240 - - 6155 WORKERS COMPENSATION 1,778 1,993 2,200 2,800 6157 RETIREE HEALTH INSURANCE 55 - - - TOTAL PERSONAL SERVICES 403,898 427,591 454,800 570,200 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 25,202 20,791 14,500 14,500 6224 CLOTHING /PERSONAL EQUIPMENT - - 100 100 6230 REPAIR /MAINTENANCESUPP -GENL 5,619 8,433 12,000 18,500 6270 COMPUTER SOFTWARE 534 307 2,000 2,000 PARTS & SUPPLIES 31,355 29,531 28,600 35,100 SERVICES & OTHER CI4ARGES 6346 POSTAGE 149 78 200 200 6347 TELEPHONE SERVICE & LINE CHG 399 - 500 - 6348 ANALOG SERVICE AND REPAIR - 58 1,200 1,200 6350 LOGIS IT SERVICES 572,281 605,441 612,200 612,200 6352 TELEPHONE CIRCUITS 13,943 13,207 20,000 10,000 6353 PERSONAL AUTO /PARKING 815 1,116 2,500 2,500 6355 CELLULAR TELEPHONE SERVICE 3,381 3,345 4,500 5,700 6360 DAKOTA COUNTY CA I N PARTNERSHI P 2,257 - - - 6385 INSURANCE 5,400 5,400 5,400 5,400 6476 CONFERENCES AND SCHOOLS 5,275 6,084 14,300 8,400 6477 LOCAL MEETING EXPENSES 84 44 100 100 6478 TUITION AND BOOK REIMBURSEMENT - 1,080 - - 6535 OTHER CONTRACTUAL SERVICES 1,443 5,044 30,000 47,500 6567 CONTRACTUAL PROGRAMMI NG/DP - 1,440 2,500 - 6569 MAINTENANCE CONTRACTS 170,368 210,135 284,800 304,800 SERVICES & OTHER CHARGES 775,795 852,472 978,200 998,000 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - - - 6660 OFFICE FURNISHINGS /EQUIPMENT 2,827 2,547 2,100 5,400 CAPITAL OUTLAY 2,827 2,547 2,100 5,400 TOTAL INFORMATION TECHNOLOGY $ 1,213,875 $ 1,312,141 $ 1,463,700 $ 1,608,700 9.9% 41 2015 Proposed Budget Operating Budget City of Eap 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 42 2015 Target 42,000 3 50 450 30,000 2012 2013 2014 Description Actual Actual Estimate Registered voters in the City 46,152 38,961 39,000 Voter turnout 84% 65% Administrative hearings 2 5 3 Insuranceclaims processed 47 63 55 Licenses (all types) issued 403 594 450 Pages of documents imaged 19,524 34,157 20,000 42 2015 Target 42,000 3 50 450 30,000 City Of Rap 2015 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk HIGHLIGHTS & CHANGES Overview: The City Clerk proposed budget shows a decrease of $97,000, or 28.6 %, primarily because 2015 is not an election year. Factoring out election costs, the budget reflects a decrease of $16,100, or 4.7% under the 2014 budget. The decrease is mostly due to a staffing reduction approved during 2014. Highlight /Change 1: In even- numbered years, the City Clerk budget is higher to provide for election- related activities. In odd - numbered years, the budget is lower. Financial Impact: Decrease of $80,900 Service Level Impact: None. Highlight /Change 2: The conferences and training budget is proposed to increase to provide staff with additional training opportunities to enhance their ability to provide effective and efficient customer service. Financial Impact: $2,800 increase (6476) Service Level Impact: A well- educated workforce is able to provide services more effectively, ensure the City Clerk's Office is in compliance with its legally mandated activities, and stay up -to -date with innovative ways to provide excellent customer service. EXPENDITURE SUMMARY 43 Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 292,015 $ 200,129 $ 304,700 $ 210,600 Parts and Supplies 2,129 771 3,300 400 Services and Other Charges 27,423 20,579 29,700 30,300 Capital Outlay 1,049 735 1,600 1,000 Total $ 322,616 $ 222,214 $ 339,300 $ 242,300 43 City ayCa��� 2015 Proposed Budget Operating Budget ... City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours City Clerk /Admin. Services Coordinator 1 1 1 1 2,080 Receptionist /Office Support Specialist 1.5 0.5 0.5 0.5 1,040 Licensing /Office Support Specialist 0 1 1 1 2,080 Clerical Technician IV 0.5 0.5 0.5 0.25 520 Total 3 3 3 2.75 5,720 2015 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 CoodinateCity insurance policy and claims 7 Respond to data practices requests 8 Coordinate records retention 44 11P� pity of Eap 2015 Proposed Budget Operating Budget Acct PERSONAL SERVICES 6110 SALARI ES AND WAGES-REGULAR 6112 OVERTIME - REGULAR 6130 SALARIES AND WAGES- TEMPORARY 6131 OVERT] ME-TEMPORARY 6142 PERA- COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY - LONGTERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE TOTAL PERSONAL SERVICES PARTS & SUPPLIES 6210 OFFICESUPPLIES 6225 ELECTION SUPPLIES PARTS & SUPPLIES SERVICES & OTHER CHARGES 6353 PERSONAL AUTO /PARKING 6355 CELLULAR TELEPHONE SERVICE 6359 LEGAL NOTICE PUBLICATION 6385 INSURANCE 6476 CONFERENCES, TRAINING, SCHOOLS 6477 LOCAL MEETINGS EXPENSE 6479 DUES AND SUBSCRI PTIONS 6535 OTHER CONTRACTUAL SERVICES 6569 MAI NTENANCE CONTRACTS SERVICES & OTHER CHARGES CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT CAPITAL OUTLAY TOTAL CITY CLERK City Clerk (04) Responsible Manager; Christina Scipioni, City Clerk LINE ITEM DETAIL Actual Actual Budget Budget 2012 2013 2014 2015 $ 167,801 $ 149,503 $ 168,700 $ 161,300 1,378 34 13,000 - 79,290 4,456 64,700 124 - - - 12,687 11,891 13,200 12,100 12,942 11,885 13,900 12,300 15,616 20,272 29,700 23,800 385 363 - - 687 689 - - 1,022 1,036 1,500 1,100 83 - - - 292,015 200,129 304,700 210,600 255 771 300 400 1,874 - 3,000 - 2,129 771 3,300 400 374 92 300 300 270 - 200 - 12,543 7,242 14,000 12,000 1,500 1,500 1,500 1,500 834 683 700 3,500 167 - 300 - 155 195 100 400 5,030 4,617 6,000 6,000 6,550 6,250 6,600 6,600 27,423 20,579 29,700 30,300 1,049 735 1,600 1,000 1,049 735 1,600 1,000 $ 322,616 $ 222,214 $ 339,300 $ 242,300 -28.6 45 ! pity of Eap 2015 Proposed Budget Operating Budget 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 46 2012 2013 2014 2015 Description Actual Actual Estimate Target Moody's credit rating Aaa Aaa Aaa Aaa Standard & Poors credit rating AA+ AA+ AA+ AAA Average rate of return on investments 0.1% 0.4% 0.6% 0.6% Vendor checks issued 7,483 7,170 7,200 7,200 Payroll checks /direct deposit issued 13,152 12,480 12,000 12,000 Utility accounts serviced 19,703 20,000 20,000 20,000 46 2015 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director HIGHLIGHTS & CHANGES Overview: The proposed 2015 Finance budget reflects an increase of $21,300 or 2.6% compared to the 2014 budget. The increase is due mostly to inflationary or cost -of- living adjustments to wages and health insurance. Highlight /Change 1: Finance provides utility billing and accounting services to the Public Utilities Fund. In 2014, the City's Auditor (KDV) recommended that we remove direct personnel costs from the General Fund (Finance Department) and account for them in the Utilities Fund. As a result of the recommendation, the Utility Billing Clerk and the Utility Billing /Special Assessment Accountant personnel cost have been removed from the Finance Budget beginning in 2013 and will now be reflected in the Public Utilities Fund Budgets. Indirect costs, such as accounting services, are still reflected in the Finance Budget and are essentially reimbursed through a transfer of funds from the Public Utility Funds to the General Fund. Financial Impact: None Service Level Impact: None Highlight /Change 2: The Integra phone system is the main phone architecture used to field Utility and finance related phone calls. The finance department pays for a portion of the City -wide phone system. Finance related costs for the system were erroneously removed from the 2014 Finance budget. The Finance budget now reflects the proper amount for 2015. Financial Impact: $2,200 increase Service Level Impact: None Highlight /Change 3: The Utility Billing clerk position is approved to receive education reimbursement under the City's Tuition Reimbursement (6478) program. Not all of the funds are expected to be used for fiscal year 2014, therefore, funds are now programmed for 2015. Financial Impact: $3,200 decrease Service Level Impact: With the rapidly changing needs of the workforce and technology, it is vital to hone professional skills to ensure high quality services. Eagan Utility customers will benefit from a more efficient workforce providing a higher quality of service. Highlight /Change 4: In 2014, Finance began a comprehensive review of personnel duties in an attempt to find efficiencies. In addition, job descriptions and related compensation levels are under review for proper alignment. Recently, the Accounts Payable Clerk position was upgraded and received a pay increase as a result of this review. Financial Impact: $2,400 increase Service Level Impact: Proper alignment of staff workload, efficiencies, and compensation may improve external and internal service levels. EXPENDITURE SUMMARY 47 Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 807,035 $ 709,725 $ 733,600 $ 754,000 Parts and Supplies 20,747 17,081 17,200 17,500 Services and Other Charges 81,555 68,425 71,400 72,100 Capital Outlay 5,726 1,201 4,200 4,100 Total $ 915,063 $ 796,432 $ 826,400 $ 847,700 47 *- City of Rap 2015 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Director of Administrative Services 1 0 0 0 0 Chief Financial Officer 1 0 0 0 0 Finance Director 0 1 1 1 2,080 Asst. Finance Director 0 1 1 1 2,080 Accountant 11 1 1 1 1 2,080 Accounta nt 1 4 2 2 2 4,160 Accounts Payable Accounting Clerk 0.85 1 1 1 2,080 Payroll Specialist 1 1 1 1 2,080 Total 8.85 7 7 7 14,560 2015 WORK PLAN Routine 1 Administrative /supervision 2 Preparation of budget /CIP 3 Preparation for audit and completion of annual report 4 Dakota County Drug Task Force accounting 5 Special assessment accounting 6 Other general accounting and reporting 7 Water /sewer utility billing 8 Payroll processing 9 Purchasing /accounts payable processing 10 Investment /debt management 11 Implement online utility billing payment and account maintenance 48 * City of Eapo 2015 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director LINE ITEM DETAIL 49 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 622,859 $ 542,906 $ 553,600 $ 567,700 6112 OVERTIME - REGULAR 5,723 8,039 5,000 5,500 6130 SALARIES AND WAGES -TEMP 5,196 6,489 6,600 7,100 6142 PERA- COORDINATED 40,145 39,012 40,500 43,000 6144 FICA 45,145 38,718 42,700 43,600 6151 HEALTH INSURANCE 80,907 68,364 81,500 83,300 6152 LIFE INSURANCE 1,146 1,069 - - 6154 DISABI LITY - LONGTERM 2,128 1,992 - - 6155 WORKERS COMPENSATION 3,393 3,136 3,700 3,800 6157 RETIREE HEALTH INSURANCE 393 - - - PERSONAL SERVICES 807,035 709,725 733,600 754,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 17,040 14,169 16,500 16,500 6215 REFERENCE MATERIALS 178 43 200 400 6220 OPERATING SUPPLIES- GENERAL 305 405 500 500 6270 COMPUTER SOFTWARE 3,224 2,464 - 100 PARTS & SUPPLIES 20,747 17,081 17,200 17,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES GENERAL 1,650 - - - 6314 AUDITING 25,000 25,500 26,000 26,700 6315 FINANCIAL- NON -AUDIT - 1,575 - - 6346 POSTAGE 12,090 10,838 12,500 .12,500 6347 TELEPHONE SERVICE & LINE CHG 3,911 4,647 1,400 3,600 6353 PERSONAL AUTO /PARKING 4,104 4,900 5,500 5,200 6355 CELLULAR TELEPHONE SERVICE 842 609 800 700 6370 GENERAL PRINTING AND BINDING 260 281 600 600 6385 INSURANCE 7,100 7,100 7,100 7,100 6426 SMALL EQUI PMENT REPAI R -LABOR - 393 - - 6457 MACHINERY AND EQUIP RENT 13,030 - - - 6475 MISCELLANEOUS 5,770 5,734 5,900 5,500 6476 CONFERENCES AND SCHOOLS 1,362 4,748 5,900 5,900 6477 LOCAL MEETING EXPENSES 341 425 400 400 6478 TUITION REIMBURSEMENT - - 3,700 2,300 6479 DUES AND SUBSCRIPTIONS 2,144 1,508 1,600 1,600 6496 HISTORICAL SOCIETY - 167 - - 6569 MAINTENANCE CONTRACTS 3,951 - - - SERVICES & OTHER CHARGES 81,555 68,425 71,400 72,100 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - 700 1,200 6660 OFFICE FURNISHINGS /EQUIPMENT 5,726 1,201 3,500 2,900 CAP I TAL 0 UTLAY 5,726 1,201 4,200 4,100 TOTAL FINANCE $ 915,063 $ 796,432 $ 826,400 $ 847,700 2.6 49 City of Eap 2015 Proposed Budget Operating Budget Legal Services (06) Responsible Manager: Dianne Miller, Asst. City Administrator PURPOSE & DESCRIPTION The purpose of Legal Services is to: • Provide legal counsel to the City Council and staff • Provide prosecution services in charges against perpetrators • Provide counsel to Human Resources on labor and personnel issues The Legal Department is responsible for the following functions: • Provide legal representation to City in the prosecution or defense of all proceedings in which the City is a party • Review ordinances, resolutions, contracts and other legal documents • Provide coordination with outside legal counsel • Provide legal representation on personnel matters as needed PERFORMANCE INDICATORS 50 2012 2013 2014 2015 Description Actual Actual Estimate Target Number of civil legal service hours billed to the City 2,100 1,820 2,100 2,000 Number of prosecution legal service hours billed to the City 1,650 1,674 1,650 1,700 Number of defendants that attended arraignments (new in '12)* 1,050 2,459 2,500 2,600 Number of labor service hours billed to the City 43.8 40.3 65 60 50 406- City of Eap 2015 Proposed Budget Operating Budget Legal Services (06) Responsible Manager: Dianne Miller, Asst. City Administrator HIGHLIGHTS & CHANGES Overview: The 2015 Legal Services budget is proposed to increase by $5,000 or 1.3 %. There are no increases to rates for civil or other legal services. Rates for civil legal services are proposed to increase by 3 %, but year -to -date expenses remain less than the budget projects, thus there is no proposed increase in civil services in 2015. Rates for prosecution services are proposed to increase 2.3% in 2015. Highlight /Change 1: Prosecution Legal Services are proposed to increase to reflect the anticipated rise in traffic and theft offenses the attorney's office anticipates with the operation of the new outlet mall. Financial Impact: $5,000 (6311) Service Impact: none Highlight /Change 2: Labor legal services are proposed to remain constant given YTD 2014 expenses are higher than 2012 or 2013. Expenditure by Category ., Financial Impact: none i Services i and Other 951-1 ya ' Charges g N 100.090 �. _ ...... .. _, ., m. ...M� .1 HIGHLIGHTS & CHANGES Overview: The 2015 Legal Services budget is proposed to increase by $5,000 or 1.3 %. There are no increases to rates for civil or other legal services. Rates for civil legal services are proposed to increase by 3 %, but year -to -date expenses remain less than the budget projects, thus there is no proposed increase in civil services in 2015. Rates for prosecution services are proposed to increase 2.3% in 2015. Highlight /Change 1: Prosecution Legal Services are proposed to increase to reflect the anticipated rise in traffic and theft offenses the attorney's office anticipates with the operation of the new outlet mall. Financial Impact: $5,000 (6311) Service Impact: none Highlight /Change 2: Labor legal services are proposed to remain constant given YTD 2014 expenses are higher than 2012 or 2013. Financial Impact: none Service Impact: none EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 % Change Services and Other Charges $ 350,175 $ 358,473 $ 388,900 $ 393,900 1.3% Total 350,175 358,473 388,900 393,900 1.3% Breakdown: Civil 140,712 134,342 158,900 158,900 0.0% Prosecution 204,073 215,408 215,000 220,000 2.3% Other 5,390 8,723 15,000 15,000 0.0% $ 350,175 $ 358,473 $ 388,900 $ 393,900 1.3% 51 *—City of Rap 2015 Proposed Budget Operating Budget Community Development — Planning (07) Responsible Manager: Mike Ridley, City Planner PURPOSE & DESCRIPTION The purpose of the Community Development— Planning Department is to: • Coordinate development review process and interaction with residential, commercial and industrial developers and the public • Perform long range planning activities to guide the physical development of the City • Supervise the regulation of zoning and land use Expenditures as % of General Fund 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 • Provide adequate support /coverage for information requests from a variety of customers • Manage special studies, projects and data analysis for development and redevelopment 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. 52 2015 Target 20 1,500 0 25 25 7 250 250 200 2012 2013 2014 Description Actual Actual Estimate Subdivision & Platting related applications 16 20 20 Zoning Enforcement Cases* 1,544 1,345 1,800 Special Studies /Task Forces staffed 0 0 0 Rezonings /Prelim & Final PD /PD Amendment 33 26 25 CUP /IUP /Variances 25 29 25 Ord Amendment /Comp Plan Amendment 5 9 8 Sign Permits 202 266 300 Zoning Permits 254 267 250 Rental Registrations 767 248 240 * Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring. 52 2015 Target 20 1,500 0 25 25 7 250 250 200 2015 Proposed Budget Operating Budget City of Eapo Community Development — Planning (07) RPSnnn -ihle Manaeer- Mike Rirllay. Citv Planner HIGHLIGHTS & CHANGES Overview: As proposed, the 2015 Planning Division budget is programmed at $1,034,300 for spending. This figure reflects a slight increase of 2.1% or $21,000, when compared to the approved 2014 budget. The proposed increase is solely due to salary and benefit increases in the personal services portion of the budget. While Planning has been experiencing increased activity as the business and development economies continue to recover, it appears the division is adequately staffed with the current complement of permanent staff and the .3 FTE budgeted for a summer intern. Highlight /Change 1: In keeping with a long- standing City Council goal of preserving and maintaining property values in the City's neighborhoods and business areas, Planning intends to initiate a proactive Code Enforcement effort. Staff is hopeful that the vacant and foreclosed property epidemic will continue to wane, which will permit those monitoring efforts to be retooled toward the proactive program. Financial Impact: None. Service Level Impact: While activity in Planning has been increasing as the recovery continues, the Division has been able to maintain expected service levels. We anticipate the shift in time spent from vacant and foreclosed monitoring to proactive Code Enforcement will be sustainable. Our approach to proactive enforcement will be measured, with the goal of a "windshield" view of each parcel in the City every three or four years. If necessary, the currently budgeted intern position may be assigned to assist in this activity if it is necessary to effectively staff all other Code Enforcement work. 53 City of Eap 2015 Proposed Budget Operating Budget Community Development — Planning (07) Responsible Manager: Mike Ridley, City Planner EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 892,936 $ 890,773 $ 933,300 $ 959,000 Parts and Supplies 4,154 3,964 5,700 5,000 Services and Other Charges 55,444 78,887 71,800 68,100 Capital Outlay 3,000 2,187 4,300 4,000 Total $ 955,534 $ 975,811 $ 1,015,100 $ 1,036,100 POSITION INVENTORY Personnel 2012 2013 2014 2015 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 1.8 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 9.3 9.3 19,344 2015 WORK PLAN Activity Routine 1 General administration of Planning & Zoning requirements; i.e. creating /mailing notices, assorted document prep, etc 2 Current Planning - Includes working with current residents and current and prospective business owners /developers 3 Special Studies /Budget - Annual (sometimes bi- annual) budget work and coordinating special studies when they aris. 4 Comprehensive Plan - Includes ongoing maintenance, updates and review /comments of adjacent city amendments 5 Zoning Permits - Planning review of physical improvements that do not require a Building Permit 6 Zoning - Includes on -going maintenance, updates and responding to zoning inquiries from the general public 7 GIS Administration - Includes assitance with current, long -range planning efforts as well as econ dev inquiries 8 Code Enforcement - Includes applying quality of life standards throughout the community 9 Economic Development /Redevelopment - Includes ongoing efforts to support and promote development 10 Technical Assistance - Includes providing planning and GIS expertise internally and externally 11 Clerical - Planning & Zoning 12 Rental Registration - Program that requires registration and appropriate contact information for all rental properties. 54 City of Ca��� 2015 Proposed Budget Operating Budget :. Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner LINE ITEM DETAIL TOTAL COMMUNITY DEV. - PLANNING $ 955,534 $ 975,811 $ 11015,100 $ 1,036,100 2.1 661.9 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 688,580 $ 681,831 $ 701,300 $ 715,000 6130 SALARIES AND WAGES- TEMPORARY 5,891 1,084 8,100 8,100 6142 PERA- COORDINATED 49,695 49,405 51,400 54,200 6144 FICA 47,975 46,889 53,700 54,500 6151 HEALTH INSURANCE 93,964 104,843 115,200 123,500 6152 LIFE INSURANCE 1,196 1,204 - - 6154 DISABILITY - LONGTERM 2,324 2,352 - - 6155 WORKERS COMPENSATION 2,981 3,165 3,600 3,700 6157 RETIREE HEALTH INSURANCE 330 - - - PERSONAL SERVICES 892,936 890,773 933,300 959,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 1,792 2,018 2,000 2,000 6211 OFFICE PRINTED MATERIAL/FORMS 116 - 500 300 6212 OFFICE SMALL EQUIPMENT - 330.00 800 500 6215 REFERENCE MATERIALS - 200 200 6220 OPERATI NG SUPPLIES-GENERAL 120 300 200 6221 FILM & FILM PROCESSING - - 300 200 6231 MOBILE EQUIP REPAIR PARTS 852 122 200 200 6235 FUEL, LUBRICANTS, ADDITIVES 1,394 1,374 1,400 1,400 PARTS & SUPPLIES 4,154 3,964 5,700 5,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 3,032 5,287 - - 6313 PLANNING - 12,115 - - 6346 POSTAGE 4,358 4,054 4,500 4,500 6348 MATRIX SERVICE & REPAIR - - 200 200 6353 PERSONAL AUTO /PARKING 4,599 4,372 4,600 4,600 6355 CELLULAR TELEPHONE SERVICE 1,148 1,234 2,100 1,500 6385 INSURANCE 4,200 4,200 4,200 4,200 6476 CONFERENCES AND SCHOOLS 5,574 8,539 7,100 7,600 6477 LOCAL MEETING EXPENSES 1,657 1,612 2,500 2,400 6479 DUES AND SUBSCRIPTIONS 28,111 36,619 37,600 37,100 6504 ECONOMIC DEVELOPMENT ACTIVITY - - 3,000 3,000 6535 OTHER CONTRACTUAL SERVICES 1,368 855 6,000 3,000 6569 MAINTENANCE CONTRACTS 1,397 SERVICES & OTHER CHARGES 55,444 78,887 71,800 68,100 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 3,000 2,187 4,300 4,000 CAPITALOUTLAY 3,000 2,187 4,300 4,000 TOTAL COMMUNITY DEV. - PLANNING $ 955,534 $ 975,811 $ 11015,100 $ 1,036,100 2.1 661.9 11_0� City of Hap 2015 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 * Assistance from from MnSpect,code enforcment techs.,lnspectron & Building Official = additional 2,430 inspections. 56 2012 2013 2014 2015 Description Actual Actual Estimate Estimate Building permits 2,699 7,455 2,800 2,800 Plumbing permits 1,497 1,618 1,600 1,500 Mechanical permits 1,002 1,181 1,200 1,150 Inspections per building inspector 2,267 *2176 2,000 2,000 Inspections performed 11,720 18,590 10,000 11,355 * Assistance from from MnSpect,code enforcment techs.,lnspectron & Building Official = additional 2,430 inspections. 56 *_� City of Eap 2015 Proposed Budget Operating Budget Community Development — Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official HIGHLIGHTS & CHANGES Overview: The Protective Inspections Division is proposing a $500 or .04% increase from the amended 2014 budget. This increase is due to the hiring of 2 full -time temporary inspectors rather than the use of contract inspectors. The contract inspectors would have given our division greater flexibility, but we chose to hire full -time temporary inspectors because it became very difficult to find an additional contract inspector. Highlight /Change 1: We are proposing to convert one of our full -time temporary inspector positions into full -time permanent position and we are proposing keeping the other full time inspector position through the end of 2015. Commercial and residential construction activity has been very strong since 2011 and the Inspections Division has utilized contractual and temporary inspectors as supplementation since then. High levels of construction activity will continue through the foreseeable future. Some of our current and anticipated activity refers to the following projects: Stonehaven, Dakota Path, Hilton Home 2 Suites, The Flats at Cedar Grove, Eagan Pointe Senior Living, Lemay Lake Townhomes, Data Bank, and City Vue and its related development. It is also likely that we will see activity in the near future at the vacant Cedar Grove lots and at the former Lockheed Martin site owned by CSM. Last year's reports marked an all -time high in permit totals and valuation, as partially illustrated in the enclosed 2003 to 2013 summary of permit valuation, revenue, counts and inspections In 2009 permit valuations and revenues declined to a low that had not previously been reported since 1982, while permit applications and inspections were still tracking at a similar level to years past. The Inspections Division continued to see projects come through, but at a lesser dollar amount than before. As a result of the economic downturn, we eliminated one full -time inspector and a three - quarters clerical position. It was made clear during our budget preparation meeting that any requests for positions should not be exclusively justified by getting back to where we used to be before staffing cuts. While we are not an enterprise fund, permit and plan review fees support the expected services to be provided when a permit is secured. Financial Impact: $0 net effect since the 2014 budget contained $249,600 for two contract inspectors Service Level Impact: With the two full -time 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. 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. Commercial and residential construction activity has been very strong since 2011 and the Inspections Division has utilized temporary clerical staff in recent years as supplementation. High levels of permitting activity will continue through the foreseeable future, generating added phone calls, correspondence, receipting, scanning and filing duties. Financial Impact: The financial impact is an increase of $21,700 between salary and health insurance costs Service Level Impact: The half -time clerical position would allow us to better serve residents and contractors 57 City of Rap 2015 Proposed Budget Operating Budget Community Development — Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official EXPENDITURE SUMMARY 2015 WORK PLAN 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 58 Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 807,955 $ 835,025 $ 870,700 $ 1,117,800 Parts and Supplies 13,735 11,803 24,400 21,800 Services and Other Charges 71,557 212,435 317,200 73,300 Capital Outlay 3,343 3,063 4,100 4,000 Total $ 896,590 $ 1,062,326 $ 1,216,400 $ 1,216,900 r' POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Community Development Director (50% Inspections) 0.5 0.5 0.5 0.5 1,040 Clerical Technicians 2.0 2.0 2.0 2.5 5,200 Chief Building Official 1.0 1.0 1.0 1.0 2,080 Senior Inspectors 2.0 2.0 2.0 2.0 4,160 Inspectors 3.0 3.0 3.0 4.0 8,320 Temporary Inspector 0.1 1.0 2.0 1.0 2,080 Total 8.6 9.5 10.5 11.0 22,880 2015 WORK PLAN 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 58 *City of EaPH 2015 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 621,121 $ 639,343 $ 648,800 $ 834,000 6112 OVERTIME - REGULAR 6,458 4,927 5,000 5,000 6130 SALARIESAND WAGES - TEMPORARY 2,160 4,199 10,700 - 6142 PERA - COORDINATED 44,459 45,811 48,200 62,900 6144 FICA 43,851 44,938 50,300 63,500 6151 HEALTH INSURANCE 83,788 89,792 104,300 148,200 6152 LIFE INSURANCE 1,013 1,008 - - 6154 DISABILITY - LONGTERM 1,958 1;952 - - 6155 WORKERS COMPENSATION 2,727 3,055 3,400 4,200 6157 RETIREE HEALTH INSURANCE 420 - - - PERSONAL SERVICES 807,955 835,025 870,700 1,117,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,186 1,776 3,500 2,800 6211 OFFICE PRINTED MATERIAL /FORMS 209 46 500 300 6212 OFFICE SMALL EQUIPMENT - - 200 200 6215 REFERENCE MATERIALS 473 1,314 2,200 2,100 6220 OPERATING SUPPLIES- GENERAL - - 200 100 6224 CLOTHING /PERSONAL EQUIPMENT 305 849 1,000 1,400 6226 PUBLIC SAFETY SUPPLIES 384 437 400 400 6231 MOBILE EQUIP REPAIR PARTS 1,743 861 3,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS - - 200 100 6235 FUEL, LUBRICANTS, ADDITIVES 8,414 6,520 13,100 11,300 6240 SMALLTOOLS 21 - 100 100 PARTS & SUPPLIES 13,735 11,803 24,400 21,800 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES - GENERAL 14,160 131,086 249,600 - 6346 POSTAGE - - 100 - 6347 TELEPHONE SERVICE & LINE CHG 300 200 6348 MATRIX SERVICE & REPAIR - - 300 200 6353 PERSONAL AUTO /PARKING 631 1,636 1,100 1,100 6355 CELLULAR TELEPHONE SERVICE 3,495 3,400 6,200 5,800 6385 INSURANCE 7,000 7,000 7,000 7,000 6425 MOBILE EQUIPMENT REPAIR LABOR 315 - 300 100 6476 CONFERENCES AND SCHOOLS 4,393 2,653 4,800 6,200 6477 LOCAL MEETI NG EXPENSES 916 176 1,300 1,600 6479 DUES AND SUBSCRIPTIONS 1,150 740 1,100 1,100 6480 LICENSES, PERMITS AND TAXES 240 72 100 - 6487 VISA/MC BANK CHARGES 37,860 65,672 45,000 50,000 6569 MAINT. COPY MACHINE CONTRACT 1,397 - - SERVICES & OTHER CHARGES 71,557 212,435 317,200 73,300 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 3,343 3,063 4,100 4,000 CAPITALOUTLAY 3,343 3,063 4,100 4,000 TOTAL COMMUNITY DEV.- INSPECTIONS $ 896,590 $ 1,062,326 $ 1,216,400 $ 1,216,900 0.04% 59 City Of EapIl 2015 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 Expenditures as % of General Fund 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 Description %of residents who have accessed City Web site %of Web site visitors finding what they were looking for %of residents who read Experience Eagan Issues of Eagan Business News out on time Attendance at City Services Open House ( Showcase Eagan) Average Web site visits per day Average monthly Web site visits Average monthly page views* Number of Web site subscribers Facebook Iikes 60 2012 2013 2014 2015 Actual Actual Estimate Target 75% 80% TBD 98% 98% TBD 93% 95% TBD 8of8 8of8 8Of8 N/A N/A 2,100 1,475 TBD 61,000 50,000 TBD 230,000 125,000 300,000 3,200 4,300 4,500 1,570 3,000 3,210 2015 Proposed Budget Operating Budget ,� �y a la�,an Communications (09) Responsible Manager: Tom Garrison, Director of Communications _1\ • • ^ • • • • Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 236,942 $ 258,358 $ 326,500 $ 344,100 Parts and Supplies 1,122 6,539 HIGHLIGHTS & CHANGES Overview: The proposed operational budget has $21,000 or 4.0% increase primarily related to the History Book project, cross - department photo management improvements, and software compatibility. 2014 reflects a full year's expenditure for the Strategic & Digital Marketing Specialist who began work late last September. Highlight /Change 1: Other contractual services is up because of Photo Management software to increase photo sharing, eliminate departmental silos and duplicate storage of photos taking up numerous gigs of storage on network drives, as well as Website redesign and staff training costs related to both the public site and Intranet Financial Impact: $9,500 increase (6535) Service Level Impact: Will significantly improve both information and photo sharing between departments. Could involve assistance from IT. Highlight /Change 2: Printing is up almost $10,000 primarily because of the Eagan History Book (1974 -2010) and secondarily because of printing Eagan maps and Eagan folders which lasted several years but are now out, and maps which will be updated to show new developments like the Outlet Mall. These are not every year or even every other year expenses. Financial Impact: $9,600 increase (6370) Service Level Impact: None to staff. Positive impact on way- finding, telling Eagan's story and city branding. Highlight /Change 3: As was done in 2011, staff has once again proposed a business survey at $3,600 rather than a more expensive random survey five times more expensive. Financial Impact: $11,300 decrease (6310) Service Level Impact: Survey is not random and projectable, but instead of reaching only 3 -400 businesses, would reach every Eagan business with an online survey. Highlight /Change 4: Computer Software. As communications become more technology dependent there is a need for design interoperability within the department and between other departments. Presently the Communications Coordinator has older versions of InDesign & Photoshop software than our Strategic & Digital Marketing Specialist or Parks & Rec. Discover production personnel. Financial Impact: $1,400 increase (6270) Service Level Impact: Gets everyone on the same platform to improve efficiency. EXPENDITURE SUMMARY 61 Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 236,942 $ 258,358 $ 326,500 $ 344,100 Parts and Supplies 1,122 6,539 2,100 2,500 Services and Other Charges 202,881 174,789 194,600 197,400 Capital Outlay 1,414 3,575 2,100 2,300 Total $ 442,359 $ 443,261 $ 525,300 $ 546,300 61 City o �a 2015 Proposed Budget Operating Budget �,an Communications (09) Responsible Manager: Tom Garrison, Director of Communications POSITION INVENTORY Personnel 2012 Communications Director 1 Strategic Mktg & Online Communications Spist 0 Communications Coordinator 1 Total 2 2015 WORK PLAN 2013 2014 2015 Hours 1 1 1 2,080 1 1 1 2,080 1 1 1 2,080 3 3 3 6,240 Activity Routine 1 Write, edit, &publish 6 bi- monthly city newsletters (Experience Eagan) & annual rpt, 2 Edit & publish 4 city business newsletters (Eagan Business News) +4 online EBNs 3 Maximize use of new open source platform for Web, enhance Intranet, deepen staff knowledge of newtool 4 Further utilize capabilities of Granicus Web platform to support paperless packets and agenda transparency 5 Public relations & issues management including press releases & reporter calls 6 Special events including July 4, Possible off site State of City Address, Mayor speeches at City events 7 Oversight /liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB 8 Marketing of city fiber project (in AccessEagan budget, but dependent on personnel here) 9 In-house graphic design 10 Direct efforts to market and sell 1974 -2010 history 11 City -wide business survey 12 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication 62 2015 Proposed Budget Operating Budget PCity of Evan Communications (09) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL 63 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 190,782 $ 208,676 $ 258,000 $ 272,000 6130 SALARIES AND WAGES- TEMPORARY 1,248 - - - 6142 PERA - COORDINATED 13,385 14,713 18,700 20,400 6144 FICA 14,082 15,133 19,200 20,100 6151 HEALTH INSURANCE 15,781 18,221 29,100 30,000 6152 LIFE INSURANCE 252 273 - - 6154 DISABILITY- LONGTERM 252 294 - - 6155 WORKERS COMPENSATION 893 1,048 1,500 1,600 6157 RETIREE HEALTH INSURANCE 267 - - - PERSONAL SERVICES 236,942 258,358 326,500 344,100 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 196 718 200 200 6212 OFFICE SMALL EQUIPMENT 606 - 1,000 - 6215 REFERENCE MATERIALS - - 100 100 6220 OPERATING SUPPLIES - 4,605 - - 6227 RECREATION EQUIPMENT /SUPPLIES 246 6257 SIGNS& STRIPING MATERIAL - 200 - - 6270 COMPUTER SOFTWARE 320 770 800 2,200 PARTS & SUPPLIES 1,122 6,539 2,100 2,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 51,858 39,351 51,900 33,600 6313 PLANNING - 383 - - 6320 INSTRUCTORS 1,400 - - 6328 SPECIAL EVENTS /ADMISSION FEES - 394 300 300 6346 POSTAGE 34,306 43,193 47,600 48,300 6353 PERSONAL AUTO /PARKING 4,279 4,234 4,300 4,300 6355 CELLULAR TELEPHONE SERVICE 796 927 1,600 2,400 6357 GENERAL ADVERT[ SING 23 1,394 1,300 1,300 6370 GENERAL PRINTING AND BINDING 55,651 55,403 58,800 68,400 6385 INSURANCE 2,100 2,100 2,100 2,100 6476 CONFERENCES AND SCHOOLS 1,339 1,540 5,900 6,400 6477 LOCAL MEETING EXPENSES 348 482 600 600 6479 DUES AND SUBSCRI PTIONS 1,011 1,115 1,900 1,700 6480 LICENSES, PERMITS AND TAXES - 90 - - 6496 HISTORICAL SOCIETY 679 986 2,300 2,500 6535 OTHER CONTRACTUAL SERVICES 31,504 356 11,800 21,300 6569 MAI NTENANCE CONTRACTS 18,987 21,441 4,200 4,200 SERVICES &OTHER CHARGES 202,881 174,789 194,600 197,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 1,414 3,575 2,100 2,300 CAPITAL OUTLAY 1,414 3,575 2,100 2,300 TOTAL COMMUNICATIONS $ 442,359 $ 443,261 $ 525,300 $ 546,300 4.0% 63 2015 Proposed Budget Operating Budget City of Hap 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 64 2012 2013 2014 2015 Description Actual Actual Estimate Target Job vacancies posted and advertised for 22 9 10 30 Temp /Interns /seasonal positions posted or advertised 73 76 60 65 Applications received 1,903 2,031 1,900 2,000 Internal training opportunities presented by HR 2 2 7 7 Wellness Events /Campaigns 2 8 7 8 Employees hired 17 11 10 30 Policies & Initiatives revised /created 5 1 4 4 No of resignations /retirements 18 8 10 30 No of PDI Assessments 70 38 80 144 No of days conducting interviews /testing 24 9 20 20 No of days conducting orientation 13 6 10 10 No of EE's promoted 7 5 3 6 Turnover rate (Peopl e that I eave divided by total positions) 8% 3% 6% 12% 64 Personal Services 70% HIGHLIGHTS & CHANGES Overview: The proposed 2015 Human Resources budget reflects an increase of $18,700, or% 6.3% above the 2014 budget. The main reason for these increases relates to the anticipated increase in turnover related to retirements (15 employees projected to retire) and the multiple requests for new employees which directly affects recruitment, selection, testing and orientation. Highlight /Change 1: Medical Service - Physical Exam Costs (6318) are increased due to rate changes from our vendors and anticipated increase in volume for pre - employment testing. Financial Impact: $1,500 increase (6318) Service Level Impact: The City's vendors and service providers will receive more business; their response time will be monitored. Highlight /Change 2: Employment Recruitment (6358) is proposed to increase, related to the anticipation of advertising for approximately 30 positions. Financial Impact: In 2013 the budget was $12,200; however, expenditures reached $25,443. In 2014, the budget was projected at $15,900, thus far, in 2014, expenditures are at $10,816, this will likely increase as there are 12 employees slated to retire in 2014. Therefore, in anticipation of 30 new hires in 2015, the budgeted amount is $20,400, which is a $4,500 increase from 2014 (6358). Service Level Impact: -The sheer volume will likely stretch the 2 person department to new heights. It is anticipated that the timeline between posting positions and on- boarding a new employee will take a longer period of time than current practice. Human Resources may request assistance from other departments, as needed. Highlight /Change 3: Local Meeting Expenses (6477) includes lunch for new employees during general orientation. The line item is increasing in light of the additional new employees anticipated to be hired in 2015. Current policy allows for the new employee, their supervisor, and one Human Resources representative to attend the lunch. The increase reflects a proposed change in practice /policy to also allow the employee's director, the HR Generalist, and one other "mentor" employee to join the orientation lunch. Currently, those not covered under the policy are financed personally. Financial Impact: $2,100 increase (6477) Service Level Impact: The Employee Recognition Committee and Human Resources have identified a need to enhance employee engagement between tenured employees and new employees. This approach sets the stage for welcoming and including new employees during their very first week of employment. Highlight /Change 4: Office Furnishings /Equipment (6660) is increased to include a computer per the IT replacement schedule. Financial Impact: $2,700 increase (6660) Service Level Impact: None 65 EXPENDITURE SUMMARY Actual Actual Expenditure 2012 2013 Personal Services $ 205,339 $ 210,624 Parts and Supplies 1,987 1,056 Services and Other Charges 81,722 80,661 Capital Outlay 128 2,869 Total $ 289,176 $ 295,210 65 EXPENDITURE SUMMARY Budget Budget 2014 2015 $ 214,100 $ 221,800 1,300 1,200 83,200 92,400 - 1,900 $ 298,600 $ 317,300 * City of Eapo 2015 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager POSITION INVENTORY Personnel 2012 2013 2014 2015 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 2015 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 16-1y * City of Hap 2015 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 6670 OTHER EQUIPMENT CAP I TAL O UTLAY TOTAL HUMAN RESOURCES - - 1,900 128 2,869 - - 128 2,869 1,900 $ 289,176 $ 295,210 $ 298,600 $ 317,300 6.3 67 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 164,643 $ 167,970 $ 169,400 $ 174,800 6112 OVERTIME - REGULAR - - - - 6130 SALARIES AND WAGES- OVERTIME - - - - 6142 PERA- COORDINATED 11,547 11,975 12,300 13,100 6144 FICA 12,009 12,407 13,000 13,200 6151 HEALTH INSURANCE 15,450 16,517 18,300 19,500 6152 LIFE INSURANCE 250 252 - - 6154 DISABILITY- LONG TERM 469 483 - - 6155 WORKERS COMPENSATION 934 1,020 1,100 1,200 6157 RETIREE HEALTH INSURANCE 37 - PERSONAL SERVICES 205,339 210,624 214,100 221,800 PARTS &SUPPLIES 6210 OFFICE SUPPLIES 1,923 664 1,000 900 6211 OFFICE PRINTED MATERIAL/FORMS - - 100 100 6215 REFERENCE MATERIALS 64 392 200 200 PARTS & SUPPLIES 1,987 1,056 1,300 1,200 SERVICES & OTHER CHARGES 6310 PRO FESSIONALSERVICES- GENERAL - - 1,000 600 6318 MEDICAL SERVICES - PHYSICALEXAM 21,780 16,370 21,900 23,400 6319 MEDICAL SERVICES OTHER 11,107 16,563 18,100 18,800 6353 PERSONAL AUTO /PARKING 61 254 200 300 6358 EMPLOYMENT ADVERTISI NG 38,619 25,443 15,900 20,400 6359 LEGAL NOTICE PUBLICATION - - 200 300 6370 GENERAL PRINTING AND BINDING 1,665 893 1,300 2,400 6475 MISCELLANEOUS 2,129 9,959 10,400 10,500 6476 CONFERENCES AND SCHOOLS 922 2,485 5,400 6,000 6477 LOCAL MEETING EXPENSES 547 722 600 2,700 6479 DUES AND SUBSCRIPTIONS 779 961 700 1,500 6535 OTH ER CO NTRACTUAL SERVI CES 4,113 7,011 7,500 5,500 SERVICES & OTHER CHARGES 81,722 80,661 83,200 92,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 6670 OTHER EQUIPMENT CAP I TAL O UTLAY TOTAL HUMAN RESOURCES - - 1,900 128 2,869 - - 128 2,869 1,900 $ 289,176 $ 295,210 $ 298,600 $ 317,300 6.3 67 41 City Oap 2015 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 Expenditures as % of General Fund 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 overthe past two years. 68 2012 2013 2014 2015 Description Actual Actual Estimate Target Calls for service 48,490 47,837 48,811 48,163 Part I crime rate 2,431 2,055 2,437 2,243 Part II crime rate 2,665 2,434 2,729 2,549 Sworn officers per 1,000 population 1.07 1.06 1.07 1.1 * Projections are based on Crime Statistics and Calls for Service data averaged overthe past two years. 68 City of Eapn 2015 Proposed Budget Operating Budget Police— Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police HIGHLIGHTS & CHANGES Department Overview: The Police Department's 2015 proposed budget submission reflects an overall increase of $471,000 or 4.0 %. The Personal Services area of the budget increased $478,200 or 5.0 %, due to negotiated contractual obligations and the proposal to add one police officer. The non - personnel portion of the police department budget reflects a decrease of $7,200 or 0.3 %. The increase is largely due to the "non - discretionary" Dakota Communication Center (DCC) allocation for dispatch service which increased $45,800 or 4.0% from the 2014 budgeted level. Administration Overview: The Police Administration budget program decreased $41,600 or 6.8% from 2014. The department examined expenditures of 2013 and thus far in 2014 and determined the planned budgets have matched expenditures very closely and thus remained nearly status quo except for Personal Services which is proposed to increase due to cost of living adjustments. Highlight /Change: There are no highlights as they relate to the Police Administration budget. POLICE ADMINISTRATION - EXPENDITURE SUMMARY Expenditure by Category Proposed Parts and Personal. I�' } Supplies Services _ 1% 76% F Services 2013 and Other 2015 Charges $ 461,336 Capital 22% $ 422,300 Outlay - - -- -- 1% HIGHLIGHTS & CHANGES Department Overview: The Police Department's 2015 proposed budget submission reflects an overall increase of $471,000 or 4.0 %. The Personal Services area of the budget increased $478,200 or 5.0 %, due to negotiated contractual obligations and the proposal to add one police officer. The non - personnel portion of the police department budget reflects a decrease of $7,200 or 0.3 %. The increase is largely due to the "non - discretionary" Dakota Communication Center (DCC) allocation for dispatch service which increased $45,800 or 4.0% from the 2014 budgeted level. Administration Overview: The Police Administration budget program decreased $41,600 or 6.8% from 2014. The department examined expenditures of 2013 and thus far in 2014 and determined the planned budgets have matched expenditures very closely and thus remained nearly status quo except for Personal Services which is proposed to increase due to cost of living adjustments. Highlight /Change: There are no highlights as they relate to the Police Administration budget. POLICE ADMINISTRATION - EXPENDITURE SUMMARY 69 Proposed Actual Actual Budget Budget Expenditure 2012 2013 2014 2015 Personal Services $ 461,336 $ 418,058 $ 422,300 $ 436,600 Parts and Supplies 5,092 11,275 5,500 4,700 Services and Other Charges 107,775 110,265 182,000 124,400 Capital Outlay 2,913 - 3,100 5,600 Total $ 577,117 $ 539,598 $ 612,900 $ 571,300 69 4011� city of Eaph 2015 Proposed Budget Operating Budget Police— Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police POSITION INVENTORY SUMMARY— TOTALS BY DIVISION Personnel 2012 2013 2014 2015 Hours Administration Division 3 3 3 3 6,240 Patrol Division 52 52 52 53 110,240 Investigations Division 14 14 14 14 29,120 Support Division 13.83 13.95 14.83 14.83 30,836 Total 82.83 82.95 83.83 84.83 176,436 POSITION INVENTORY— ADMINISTRATION DIVISION Personnel 2012 2013 2014 2015 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 2015 WORK PLAN Activity Routine 1 Establish and review police department policies and procedures 2 Respond to citizen questions and concerns 3 Work with elected officials and other city staff members on issues affecting Eagan 4 Meet with other government agencies on law enforcement issues 5 Ensure compliance with established law enforcement practices and norms 6 Plan and implement goals and objectives for the department 7 Interact with citizens to foster positive relationships between the city and the community 8 Develop the department budget 9 Clerical Support 10 Prepare Annual Report and other publications 11 Attend department and outsidetraining relatingto law enforcement issues 12 Promote geographic policing initiatives 70 C t� of Eap 2015 Proposed Budget Operating Budget This page left intentionally blank 71 City of Eap 2015 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 72 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES & WAGES- REGULAR $ 6,709,117 $ 6,808,209 $ 7,042,200 $ 7,318,900 6112 OVERTIME- REGULAR 178,125 183,990 117,400 117,400 6120 CONTRACTUAL SECURITY 52,573 88,933 32,000 50,000 6130 SALARIES & WAG ES - TEMPORARY 275 564 - - 6142 PERA - COORDINATED 54,520 55,011 57,400 65,800 6143 PERA- POLICE 888,265 910,823 979,200 1,070,600 6144 FICA 136,567 141,007 154,800 162,900 6151 HEALTH INSURANCE 794,634 868,998 1,001,200 1,068,900 6152 LIFE 4,312 4,402 - - 6154 DISABILITY -LONG TERM 19,732 19,843 - - 6155 WORKERS COMPENSATION 163,968 179,512 207,200 215,100 6157 RETIREE HEALTH INSURANCE 45,527 - - - TOTAL PERSONAL SERVICES 9,047,615 9,261,293 9,591,400 10,069,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 10,540 4,806 10,800 9,000 6211 OFFICE PRINTED MATERIAL /FORMS 6,843 7,406 9,500 9,500 6212 OFFICE SMALL EQUIPMENT 14,246 13,294 15,700 13,200 6215 REFERENCE MATERIALS 3,499 2,842 4,800 4,800 6220 OPERATING SUPPLIES - GENERAL 13,501 31,254 36,700 21,700 6224 CLOTHING /PERSONAL EQUIPMENT 83,586 66,504 76,100 76,100 6226 PUBLIC SAFETY SUPPLIES 57,923 33,501 39,600 39,600 6228 AMMUNITION 44,083 44,684 50,700 52,700 6231 MOBILE EQUIP REPAIR PARTS 45,283 59,063 56,000 56,000 6232 SMALL EQUIPMENT REPAIR PARTS 1,678 2,047 3,900 3,900 6235 FUEL, LUBRICANTS, ADDITIVES 194,340 193,945 229,400 229,400 6238 COMMUNICATION SYSTEM PARTS 2,891 5,332 6,500 6,500 6270 COMPUTER SOFTWARE - 8,910 - - TOTAL PARTS & SUPPLIES 478,414 473,589 539,700 522,400 Continued on next page 72 ; City of a�an 2015 Proposed Budget Operating Budget � Police- Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police 73 LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT (CONT'D) Actual Actual Budget Budget SERVICES & OTHER CHARGES 2012 2013 2014 2015 6310 PROFESSIONAL SERVICES- GENERAL 3,977 3,620 5,500 5,500 6319 MEDICAL SERVICES -OTHER - - 300 300 6320 INSTRUCTORS 2,130 1,200 4,000 4,000 6325 VET/KENNEL CHRG /ANIMALDISPOSL 22,878 27,072 27,300 28,500 6330 DCC STARTUP COSTS 973,572 1,070,172 1,141,700 1,187,500 6346 POSTAGE 4,235 4,227 5,000 5,000 6347 TELEPHONE SERVICE & LI NE CHG 4,610 5,477 300 5,000 6349 TELEPROCESSING EQUIPMENT 23,178 23,712 29,600 29,600 6353 PERSONALAUTO /PARKING 1,964 1,988 3,100 2,100 6354 CAR WASHES 5,363 5,077 7,000 7,000 6355 CELLULAR TELEPHONE SERVICE 28,777 32,275 37,000 37,000 6385 INSURANCE 65,500 65,500 65,500 65,500 6405 ELECTRICITY 844 1,025 1,500 1,500 6425 MOBILE EQUIPMENT REPAIR LABOR 13,855 16,116 17,200 17,200 6426 SMALL EQU I P M ENT R EPAI R- LABO R 2,725 2,387 3,700 3,700 6430 COMMUNICATION SYSTEM RPR -LABOR 433 2,738 3,600 3,600 6457 MACHINERYAND EQUIPMENT 14,758 29,005 8,900 9,100 6475 MISCELLANEOUS 4,010 3,243 17,200 15,500 6476 CONFERENCES AND SCHOOLS 80,929 77,613 106,000 108,500 6477 LOCAL MEETING EXPENSES 11,784 13,104 13,400 13,800 6478 TUITION REIMBURSEMENT 15,684 6,292 18,800 18,800 6479 DUES AND SUBSCRIPTIONS 6,824 6,584 8,800 8,800 6480 LICENSES, PERMITS AND TAXES 535 561 700 700 6482 AWARDS, JUDGEMENTS AND LOSSES 16 370 - - 6520 MAJOR INVESTIGATION EXPENSES 16,289 17,733 22,700 22,700 6538 TOWING CHARGES 818 1,178 2,000 2,000 6569 MAINTENANCE CONTRACTS 47,128 36,341 48,600 48,600 TOTAL SERVICES &OTHER CHARGES 1,352,815 1,454,609 1,599,400 1,651,500 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 24,419 4,414 20,400 22,000 6670 OTHER EQUIPMENT 44,691 89,370 53,500 9,900 Total Capital Outlay 69,109 93,784 73,900 31,900 TOTAL POLICE $ 10,947,953 $ 11,283,275 $ 11,804,400 $ 12,275,400 4.0% 73 v m m i.+ i.+ X81 .Z ^m cx W 0 It _1 O N N U_ O a O N ..0 U c°I � o O O r i N v E L � OA � c sw�w •� ® CU 6J 0 O ® a Ln �. 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N N 'M � 'It � LO LO LO w O N N M� r ti I` r ti M N M 0 .IL co I- C w CO M M M M M M co M M M 07 It It 't It It <t el' 't <t It �* Lo Lf) LO Q co (p O O CD O O 'O O O CD -(O CD (D (D (0 (0 (D CO (0 M CD CD CO (D (D (D (0 _... ,Ci (O (D LO r- City of a 2015 Proposed Budget Operating Budget Police — Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran PURPOSE & DESCRIPTION The purpose of the Patrol Division of the Police Department is to: • Maintain a safe community through enforcement and educational efforts • Reduce and prevent crime through education and community involvement • Provide emergency assistance to citizens • Protect the constitutional rights of citizens • Solve ongoing law enforcement problems The Patrol Division is responsible for the following functions: • Respond to calls for routine and emergency service • Enforce state criminal and traffic laws as well as county and city ordinances • Preliminary investigation of crimes and traffic crashes • Conduct crime prevention presentations /participate in neighborhood watch and block programs • Initiate proactive measures to prevent and reduce crimes using geographic policing concepts • Train and prepare for natural disasters, critical incidents and other emergencies PERFORMANCE INDICATORS 76 2012 2013 2014 2015 Description Actual Actual Estimate Target Traffic stops 12,009 12,229 12,273 12,119 Traffic citations 4,651 4,186 4,585 4,418 DWI arrests 233 176 243 204 Arrests (other than DWI) 1,139 1,320 1,238 1,229 Responsetimeto priority 1, emergency calls (min) 6.64 6.06 6.52 6.35 Response timeto priority 2, non - emergency calls (min) 8.25 8.32 8.27 8.28 Responsetime to priority 3, routine calls (min) 12.96 12.68 12.33 12.82 76 2015 Proposed Budget Operating Budget Police — Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran HIGHLIGHTS & CHANGES Patrol Overview: The Police Patrol budget is proposed to increase $263,500 or a 3.8% and is primarily due to negotiated contractual obligations and the request for an additional Patrol Officer. The non - personnel budget decreased $43,700 or 6.5 %. Highlight /Change 1: The proposed 2015 budget for the Patrol division includes a new Patrol Officer in the Personal. Financial Impact: $91,700 or 6,9% Personal Service expenditures Service Level Impact: Following extensive research, the department is anticipating a significant increase in call load due to the new retail district. The additional staffing will help the department to maintain its current response times, minimize overtime expenses and continue current programs. Highlight /Change 2: The proposed 2015 budget for Capital Outlay is decreased from 2014 for one -time capital expenditures. Financial Impact: decrease of $39,400 or 82.4% Service Level Impact: The majority of capital equipment are replacement items and the delayed replacement is not expected to impact the service level. 77 EXPENDITURE SUMMARY — PATROL DIVISION Actual 2013 $ 5,972,729 406,656 166,354 65,560 $ 6,611,300 Budget 2014 $ 6,339,500 455,400 168,100 47,800 $ 7,010,800 Budget 2015 $ 6,646,700 454,800 164,400 8,400 $ 7,274,300 Actual Expenditure 2012 Personal Services $ 5,934,130 Parts and Supplies 425,796 Services and Other Charges 159,397 Capital Outlay 39,012 Total $ 6,558,335 77 EXPENDITURE SUMMARY — PATROL DIVISION Actual 2013 $ 5,972,729 406,656 166,354 65,560 $ 6,611,300 Budget 2014 $ 6,339,500 455,400 168,100 47,800 $ 7,010,800 Budget 2015 $ 6,646,700 454,800 164,400 8,400 $ 7,274,300 City ofEap 2015 Proposed Budget Operating Budget Police — Patrol (11) Responsible Managers; Lieutenant Duane Pike Lieutenant Michael Fineran POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Sergeants 8 8 8 8 16,640 Pol i ce Offi cers 42 42 42 43 89,440 Operations Lieutenants 2 2 2 2 4,160 Total 52 52 52 53 110,240 2015 WORK PLAN Activity Routine 1 Participate in POST mandated training 2 Participate in FEMA and emergency preparedness training 3 Ti me spent on DUI arrests 4 Ti me s pent on a ns weri ng ca I I s for s ervi ce 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 78 * City of Eapa 2015 Proposed Budget This page left intentionally blank 79 Operating Budget City of Eap 2015 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 Felonycomplaints charged Gross - misdemeanor complaints charged Eagan cases investigated by the Dakota County Drug Task Force 80 2012 2013 2014 2015 Actual Actual Estimate Target 1,456 1,471 1,236 1,463 635 637 637 636 46% 48% 42% 47% 31 18 29 25 195 251 230 223 279 241 296 260 93 70 82 82 City of Ea 1 2015 Proposed Budget Operating Budget Police— Investigations (11) Responsible Manager: Lieutenant Mike Fineran HIGHLIGHTS & CHANGES Investigation Overview: The Police Investigation budget is proposed to increase $36,700 or a 2.1% and is primarily due to negotiated contractual obligations and the request for an additional Patrol Officer. The non - personnel budget decreased $16,500 or 16.7 %. Highlight /Change 1: Increase in Training funds Financial Impact: The department increased the training budget by $4,600 or 25.7% (6476) Service Level Impact: With the growing complexity in computer related crimes, the department sees the need to provide staff with continued education in this area. The training will provide staff with the skill set to utilize forensic software when investigating crimes in our community. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 $ 1,568,258 22,806 27,630 23,042 $ 1,641,736 81 EXPENDITURE SUMMARY — INVESTIGATIONS DIVISION Actual Budget Budget 2013 2014 2015 $ 1,6711452 $ 1,631,700 $ 1,684,900 25,815 44,200 27,900 29,059 37,200 42,000 9,711 17,500 12,500 $ 1,736,038 $ 1,730,600 $ 1,767,300 City of Eap 2015 Proposed Budget Operating Budget Police— Investigations (11) Responsible Manager; Lieutenant Mike Fineran POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Detective Sergeants 2 2 2 2 4,160 Detectives 11 11 11 11 22,880 Rotating Detective 1 1 1 1 2,080 Total 14 14 14 14 29,120 2015 WORK PLAN Act ivity Routine 1 Actively Investigate criminal cases 2 Testify in court 3 Courtroom preparation 4 Develop and execute search warrants 5 Detective /Sergeant ca se consultations 6 Proactive case work-- surveiIIanceofpotential 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 mandatedtraining 14 Attend meetings (Tri- County, Supv., Geo- Police, Sgts., Chief briefings, etc) 15 Cond uct tra i ni ng for other off i cers 16 Prepare materials and conduct briefings on specialized crimes 17 Community presentations 18 Employment b.ackground investigations 19 Support Geographic Policing initiatives 82 2015 Proposed Budget This page left intentionally blank 83 Operating Budget City of Eflp 2015 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 ro ert and evidence room Expenditures as % of General Fund p p Y • 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 84 2012 2013 2014 2015 Description Actual Actual Estimate Target Police reports created /processed 8,083 7,960 8,050 8,022 Animal control related calls 1,571 1,380 1,610 1,475 Dog licenses issued /sold (2 year licenses) 2,907 3,255 2,600 3,081 Child Safety Checks 206 210 191 208 Neighborhood Watch groups managed 139 141 136 140 Crime prevention and neighborhood watch presentations 110 112 107 111 84 City of � 2015 Proposed Budget Operating Budget Police— Support (11) Responsible Manager: Lieutenant Roger New HIGHLIGHTS & CHANGES Support Services Overview: The Support Service programs increased $212,400 or 8.7% from 2014. The department examined expenditures and determined there needs to be no significant increase in funding. Highlight /Change 1 The proposed 2015 budget includes an increase for Dakota Communications Center (DCC) Fees. Financial Impact: $45,800 increase or 0.4% (6330). Service Level Impact: 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. This increase will not have an impact on service. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 $ 1,083,891 24,720 1,058,013 4.142 $ 2,170,765 85 EXPENDITURE SUMMARY — SUPPORT DIVISION Actual 2013 $ 1,199,063 29,843 1,148,930 18,512 $ 2,396,348 Proposed Budget Budget 2014 2015 $ 1,197,900 34,600 1,2_ 12,100 5,500 $ 2,450,100 $ 1,301,400 35,000 1,320,700 5,400 $ 2,662,500 Parts and Expenditure by Category Supplies Services 1%� and Other Charges ?� 50% y Personal Services Capital 49% Outlay 0.2% Police— Support (11) Responsible Manager: Lieutenant Roger New HIGHLIGHTS & CHANGES Support Services Overview: The Support Service programs increased $212,400 or 8.7% from 2014. The department examined expenditures and determined there needs to be no significant increase in funding. Highlight /Change 1 The proposed 2015 budget includes an increase for Dakota Communications Center (DCC) Fees. Financial Impact: $45,800 increase or 0.4% (6330). Service Level Impact: 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. This increase will not have an impact on service. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 $ 1,083,891 24,720 1,058,013 4.142 $ 2,170,765 85 EXPENDITURE SUMMARY — SUPPORT DIVISION Actual 2013 $ 1,199,063 29,843 1,148,930 18,512 $ 2,396,348 Proposed Budget Budget 2014 2015 $ 1,197,900 34,600 1,2_ 12,100 5,500 $ 2,450,100 $ 1,301,400 35,000 1,320,700 5,400 $ 2,662,500 City of Eap 2015 Proposed Budget Operating Budget Police— Support (11) Responsible Manager: Lieutenant Roger New POSITION INVENTORY Personnel 2012 2013 2014 2015 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 5 5 5 10,400 Clerical Technicians - Part -time 2.2 1.2 1.2 1.2 2,496 Property Room Technician 0.75 0.75 0.625 0.625 1,300 Community Service Officers 2 2 2 2 4,160 Animal Control Officer 1 1 1 1 2,080 Forensic /Crime Analyst 0 0 1 1 2,080 Crime Prevention Specialist 1 1 1 1 2,080 Total 13.95 13.95 14.83 14.83 30,836 2015 WORK PLAN ActAct ivity Routine 1 I nvestigate a ni ma I 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 Assistother departments within police department 8 Assistother 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 86 lb� City of Eap 2015 Proposed Budget This page left intentionally blank 87 Operating Budget City of Eap 2015 Proposed Budget Operating Budget Fire (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Fire — Administration Division of the Fire Department is to: • Plan, direct, manage and coordinate the overall operation, function and administration of the Eagan Fire Department to ensure the protection of citizens' life and property, including; firefighting, firefighting training, emergency medical care, rescue, disaster response, fire prevention and education, and fire investigations and inspections • 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 • Assure building safety and fire code compliance in new and existing buildings • Reduce fire risk through prevention, education and inspections • Ensure the protection of life and property for the City of Eagan The Fire Department is responsible for the following functions: • Seek out funding opportunities for additional needed equipment and technology • Oversee Firefighters, Fire Marshal, and Fire Inspector • Provide resources necessary for the fire department to provide effective and responsible emergency response and fire prevention /education services • 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 • Research and recommend improved technology for emergency call response • 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 88 City of Eap 2015 Proposed Budget Operating Budget Description Fire prevention functions performed Fires investigated Fire sprinkler permits processed Total fire prevention hours Total hours spentattraining Fire Safety Building Inspections Number of Volunteer Firefighters Number of fire reports completed Dept approval rating (per survey), good or excellent Insurance Services Office Rating (ISO score 1 best- 10 worst) Positive Customer Service Rating (Meet or exceed expectations) Large dollar loss (over $1,000 per state reporting) Number of Calls with significant staffing shortages Overall res ponse ti me I n minutes -first Chief Fire Engine /Ladder res pons etime Fl RE Explosion /Overhead Rescue /EMS Hazardous Condition Service Ca I I Good Intent Ca I I False Alarm /False Call Severe Weather /Natural Disaster Special Incident Call type totaIs: 89 Fire (12) Responsible Manager: Mike Scott, Fire Chief PERFORMANCE INDICATORS 2012 2013 2014 2015 Actual Actual Estimate Target 390 375 400 400 23 30 15 20 154 175 150 150 2,832 2,269 3,000 2,500 8,907 7,841 8,000 7,500 858 827 500 1,000 102 100 100 100 1,073 1,306 1,250 1,400 1 0 1 0 3 3 3 3 1 1 1 100 785,250 1,616,893 800,000 1,000,000 n/a 26 50 0 6.00 6.30 6.00 6.00 7.85 9.30 7.00 7.00 98 92 110 90 6 9 5 10 216 404 270 600 73 106 90 75 97 83 90 90 218 231 300 300 357 376 375 390 2 2 5 5 6 3 5 5 1,073 1,306 1,250 1,565 City o lapfl 2015 Proposed Budget Operating Budget Fire (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Department Overview: The proposed Fire Department budget shows an increase of $196,100 or 7.9% from 2014, with a non - personnel increase of 3.38 %. This does not reflect the projected revenue from the SAFER grant of $423,400 for 2015. 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 24 hours a day, 365 days per year. The addition of our SAFER Grant Firefighters will help ensure a uniform response during our busiest call volume of weekdays. Person -' Servic( 85% Expenditure by Category Outlay 0.2% Parts & Supplies 7% ces & „Iher Charges 8% Highlight /Change 1: The proposed 2015 budget includes two new programs that fit well with the City of Eagan Priorities of "strengthen the City's engagement with citizens, particularly school age youth, to further improve understanding and participation in local government" and "Enhance the City's vibrancy and attractiveness to a broad range of cultures, lifestyles, and generations." o The first program, Fire Corps, is staffed with citizen volunteers. Their goal is to assist older adults and residents from different cultures that may need assistance with a fall prevention and fire prevention program. Fire Corps is expected to reduce the number of emergency 911 calls for EMS and Fire. ® The Fire Department is restarting the Fire Explorers as their second program. Fire Explorers is governed by the Boy Scouts of America and is intended to teach children from the ages of 14 -21 about the Eagan Fire Department and emergency operations within Eagan. This is done through participation in Fire Department operations. Having the Fire Explorer Program develops a pool of possible future paid -on -call firefighter candidates. Both programs require operational supplies to be functional. Financial Impact: Fire Corp - $2,500 and Fire Explorer - $3,500 for a total of $6,000 increase (6220 & 6224) Service Level Impact: Both programs provide an increased level of service and awareness to the community about the Fire Department and services we provide. Highlight /Change 2: Fuel consumption has steadily increased for the Fire Department since starting the Duty Crew Program. The Duty Crew is firefighters that are paid an hourly wage to provide coverage for emergency calls from 8:30am- 5pm each weekday. When the Duty Crew is not responding to calls, they are out preforming other Community Outreach Programs for the fire department, which includes Fire Prevention /Education, equipment maintenance, and fire inspections. Since 2014 we began operating two Duty Crews. One crew is assigned to the West side of Eagan and the other to the East side. The Duty Crews drive fire engines in order to provide a quick response to any type of fire or EMS call they receive. 2015 marks the first full year of two trucks operating five days a week. Financial Impact: Projected: fuel cost increase $5,800 or 13.48% increase from 2014 (6235) Service Level Impact: Ensures a rapid response for the busiest call volume period, weekdays. Highlight /Change 3: The Volunteer pay is proposed to decrease due to fewer volunteer firefighters responding to calls resulting from SAFER grant staffing, as well as a reduction in the number of paid -on -call firefighters working weekday Duty Crew shifts. A 2% pay increase - consistent with other full -time employees of the City. Financial Impact: $30,000 decrease in overall "Volunteer Pay" Service Level Impact: Helps improve volunteer retention of firefighters, thus ensuring their ability to adequately respond to emergency calls. continued on next page 90 * City of Eap 2015 Proposed Budget Operating Budget Fire (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES (CONT'D) Highlight /Change 4: The proposed 2015 budget includes a 17.2% or $10,300 increase for costs of replacement equipment, new annual testing required for nozzles /appliances, and other equipment necessary for effectively serving the public. Financial Impact: $10,300 increase Service Level Impact: The equipment is needed for firefighter safety and to provide essential services. Highlight /Change 5: 2015 will be the first full year of full -time firefighters funded by the SAFER grant. The grant provides two years of funding for 4 firefighters and a Captain to maintain weekday call coverage for emergency calls. Weekdays have the busiest call volume time for fire /EMS calls, but are the hardest time to staff with traditional paid -on -call firefighters. The SAFER grant does not cover overtime costs. It is estimated that extended shifts from firefighters being on calls at the end of their shifts, and some training that takes place off shift, approximately $10,000 will be spent on overtime. One of our full - time firefighters is also on the Dakota County Special Operations Team which trains one weekend per month. Financial Impact: $10,000 increase (6112) Service Level Impact: This helps to ensure having a well trained and experienced crew to best serve the City's needs during weekday response. Highlight /Change 4: Training costs in the proposed budget is set to increase 8.2% or $2,600; mostly due to increased costs for training outside of Eagan and bringing outside instructors into Eagan. A number of our firefighters are sent to outside training. Financial Impact: $2,800 increase (6476) Service Level Impact: The training is necessary to ensure proficient skill levels of our staff and keep their State Certifications. Actual Expenditure by Category 2012 Personal Services 1,375,235 Parts and Supplies 139,546 Services and Other Charges 179,143 Capital Outlay 22,079 Total 1,716,004 91 Actual 2013 1,648,143 174,209 183,495 6,284 2,012,132 EXPENDITURE SUMMARY Budget 2014 2,107,300 179,000 196,400 6,500 2,489,200 Budget 2015 2,320,500 181,500 206,900 6,400 2,715,300 40, City ofEap 2015 Proposed Budget Operating Budget Fire (12) Responsible Manager; Mike Scott, Fire Chief POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Fire Marshal /Deputy Fire Chief 1.0 1.0 1.0 1.0 2,080 Fire Inspector 1.0 1.0 1.0 1.0 2,080 Fire Prevention Specialist - 0.5 0.5 0.5 1,040 Fire Chief 1.0 1.0 1.0 1.0 2,080 Deputy Fire Chief 1.0 1.0 1.0 1.0 2,080 Fi re Ca pta i n - - - 1.0 2,080 Fire Fighter - - - 4.0 8,320 Administrative Ass istant 1.0 1.0 1.0 1.0 2,080 Total 5.0 5.5 5.5 10.5 21,840 2015 WORK PLAN Activity Routine 1 Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepa re tra i ni ng for fi re depa rtment 6 Review new bui I di ng pl a ns for fi re code. 7 Plan, di rect a nd coordi nate the activiti es of the tra i ni ng depa rtment. 8 Plan, direct, manage and coordi nate the activities of the Fire Dept. 9 Annual budget preparation and administration of budget. 10 Respond to emergency cal Is. 11 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 12 Direct and manage the firefighter recruitment process. 13 Promote community relations through fire prevention and education. 14 Process Fire Reports 92 City of Eap 2015 Proposed Budget Operating Budget PARTS &SUPPLIES Actual Acct PERSONAL SERVICES 2012 6110 SALARIES AND WAGES- REGULAR $ 391,550 6112 OVERTIME- REGULAR 252 6129 VOLUNTEER FIREFIGHTERS COMP 318,790 6130 SALARIES AND WAGES - TEMPORARY - 6142 PERA - COORDINATED 2,423 6143 PERA- POLICE /FIRE 47,647 6144 FICA 7,959 6145 FIRE RELIEF ASSOCIATION 403,423 6151 HEALTH INSURANCE 41,040 6152 LIFE INSURANCE 545 6154 DISABILITY - LONGTERM 1,056 6155 WORKERS COMPENSATION 159,220 6157 RETIREE HEALTH INSURANCE 1,330 PERSONAL SERVICES 1,375,235 PARTS &SUPPLIES Actual 6210 OFFICE SUPPLIES 5,986 6215 REFERENCE MATERIALS 2,095 6220 OPERATING SUPPLIES- GENERAL 1,224 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 7,041 6224 CLOTHING /PERSONAL EQUIPMENT 21,279 6226 PUBLIC SAFETY SUPPLIES 4,565 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 17,789 6231 MOBILE EQUIPMENT REPAIR PARTS 36,153 6234 FIELD /OTHER EQUIPMENT REPAIR 2,995 6235 FUEL, LUBRICANTS, ADDITIVES 38,793 6238 COMMUNICATION SYSTEM PARTS 1,056 6240 SMALLTOOLS 198 6244 CHEMICAL & CHEMICAL PRODUCTS 371 PARTS & SUPPLIES 139,546 93 Fire (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL - ENTIRE FIRE DEPARTMENT Actual Budget Budget 2013 2014 2015 $ 431,014 $ 616,400 $ 743,200 - - 10,000 350,314 462,900 432,300 3,185 4,600 6,100 53,432 84,400 108,900 13,532 12,900 15,900 667,768 743,300 743,300 49,864 90,000 127,800 610 - - 1,179 - - 77,243 92,800 103,000 1,648,143 2,107,300 2,290,500 4,054 6,000 5,500 1,612 1,200 1,800 10,064 4,600 7,100 1,859 4,000 4,200 49,939 48,500 51,100 5,494 4,000 4,000 16,313 17,600 16,700 26,737 40,500 32,000 14,696 5,000 5,500 38,019 43,000 46,800 4,323 1,600 4,200 1,119 2,500 2,100 (19) 500 500 174,209 179,000 181,500 Ci(j'ofEap 2015 Proposed Budget Operating Budget continued on next page Fire (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL ° ENTIRE FIRE DEPARTMENT (CONT'D) Actual Actual Budget SERVICES & OTHER CHARGES 2012 2013 2014 6310 PROFESSIONAL SERVICES GENERAL 6318 MEDICAL SERVICES - PHYSICAL EXAM 6319 MEDICAL SERVI CES-OTHER 6320 INSTRUCTORS 6323 TESTING SERVICES 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHANGE 6353 PERSONAL AUTO /PARKING 6354 CAR WASHES 6355 CELLULAR TELEPHONE SERVICE 6370 GENERAL PRINTING AND BINDING 6385INSURANCE 6425 MOBILE EQUIPMENT REPAIR -LABOR 6426 SMALL EQUI PMENT REPAI R-LABOR 6427 BUILDING OPERATIONS /REPAIR -LABOR 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6478 TUITION REIMBURSEMENT 6479 DUES AND SUBSCRI PTI ONS 6480 LICENSES, PERMITS, AND TAXES 6515 INTERNAL EXPENSES 6535 OTHER CONTRACTUAL SERVICES 6538 TOWING CHARGES 6569 MAI NTENANCE CONTRACTS SERVICES & OTHER CHARGES CAPITAL OUTLAY 6670 OTHER EQUIPMENT CAPITAL OUTLAY TOTAL FIRE 868 21,160 7,400 5,422 4,833 1,031 1,581 209 591 8,380 40,100 2,963 132 2,500 3,459 14,644 2,211 512 729 138 5,535 48,739 115 5,892 179;143 3,594 24,736 5,625 13,266 5,596 1,071 1,709 1,706 584 6,192 295 40,100 1,516 1,674 3,465 4,558 8,782 1,542 1,980 1,723 23 3,225 49,938 593 2,000 25,500 6,000 12,000 17,100 1,100 1,700 300 700 8,400 200 40,100 1,500 1,000 2,500 3,700 18,100 2,200 3,700 1,100 6,000 41,300 200 Budget 2015 3, 800 28,300 6,000 12,000 18,800 1,200 1,700 300 700 7,000 40,100 1,500 1,000 2,500 4,600 22,900 2,600 3,700 1,500 4,500 41,700 500 183,495 196,400 206,900 22,079 6,284 6,500 6,400 22,079 6,284 6,500 6,400 $ 1,716,004 $ 2,012,132 $ 2,489,200 $ 2,685,300 7.9% 94 it m i.+ a >e N • n a) m h cx a 4 Ln 0 N �sew.w N (A z Ln 41 U ® N UA 3 N N w to to L LL i ,i .SD N U. 4-; 0 Iq O L/) U. 0 v Q) a 0 O O O O 0 0 O O 0. . . 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W 2> I- 0 2 N U a z f- a Iw- a U U z in m OU -j O z 0 Q 0 -.0 w -D1 O M to n .M Ct Ln Ln N ID n Ln %D n w D1 Ln Ln w h O 'i ej N N d' .N u1 M w :N N N n n n '.n ,n H M M !i N N D D _D W D D D ._D D D D W W W W W W 'AWD iW LDD LLD 9DD D Cite of Eap 2015 Proposed Budget This page left intentionally blank 97 Operating Budget �a City a�aa 2015 Proposed Budget Operating Budget of Public Works— Engineering (21) Responsible Manager: John Gorder, 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 mana a all ublic im rovements Expenditures as % of General Fund C, p p , private developments, right -of -way activities, NPDES Phase II permit and all other engineering and public works issues • Provide customers with accurate and clearly understandable information as it relates to engineering and public works The Public Works— Engineering is responsible for the following functions: • Respond to all inquiries and requests of the City Council, various City departments and residents by providing municipal engineering and utility information /assistance • Address demands on the transportation system & traffic management impacting the City • Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements • Design /draft construction plans, write /administer specifications, hold informational meetings and coordinate construction /inspection services for public improvements • Provide quality control for the City's infrastructure and erosion /sediment control (SWPPP) • Update Capital Improvement Program & Comprehensive Plans for City's infrastructure • Coordinate /present Public Hearings /Final Assessment Hearings for City improvements PERFORMANCE INDICATORS 98 2012 2013 2014 2015 Description Actual Actual Estimate Target City Survey -About right amount oftraiIs &sidewaIksavaiIable 80% NA 80% 80% City Survey-Good/excel I entstorm drainage 90% NA 90% 90% Utility permits issued 278 267 200 250 Miles of streets overlayed 21.6 17.7 16.1 9.0 Properties assessed for public improvement 1,642 1,689 1,400 400 Miles ofwater main installed 0.1 3.0 1.0 1.0 Miles ofsanitary sewer installed 0.1 2.0 1.0 1.0 Miles ofstorm sewer installed 0.5 2.5 1.0 1.0 Reviews of residential building permitsite plans 71 187 150 175 98 City of Rap 2015 Proposed Budget Operating Budget Public Works— Engineering (21) Responsible Manager: John Gorder, City Engineer HIGHLIGHTS & CHANGES Overview: The proposed Engineering budget reflects an increase of $32,400 or 2.7% from the 2014 budget. This increase is primarily due to replacement of scheduled personal computers/ monitors, anticipated wage increases, and an increase in staff overtime required to adequately coordinate public and private infrastructure projects. Highlight /Change 1: Increase number of overtime hours budgeted for Engineering Technicians and Project Coordinators to maintain high level of contract management and inspection services, consistent with overtime hours spent in 2013 and anticipated in 2014. Financial Impact: $8,600 increase (6112). Service Level Impact: Maintain level of efficiency and customer service by Engineering Division, Highlight /Change 2: Additional software programs ($20,000) 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 non- street public infrastructure, including the utilization of mobile technology. Financial Impact: $5,000 decrease (6310) from 2014 budget Service Level Impact: Enhance department efficiencies with the development of an asset management system for nearly $600,000,000 of public infrastructure. Highlight /Change 3: Information Technology (IT) staff recommendations indicated the required replacement of four work station personal computers (PC), all due to age. The proposed budget includes the replacement of the four PCs, up from 2 in 2014. The inclusion of five monitor replacements (up from three in 2014) follows the same insurance plan due to age of all of the existing monitors. The equipment used to perform traffic counts needed for various traffic analyses has reached an age that warrants replacement. Engineering budgeted for the needed replacement of two units of traffic counting equipment in 2014. The proposed budget reflects the purchase of a Microsoft Surface tablet for the Public Works Director, consistent with prior purchases for other Department Heads. Financial Impact: $3,500 increase (6660). Service Level Impact: The tablet purchase will provide an increased level of efficiency. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual Actual 2012 2013 $ 1,098,584 $ 1,109,566 12,606 17,258 40,023 32,400 2,704 4,101 $ 1,153,917 $ 1,163,325 99 EXPENDITURE SUMMARY Budget 2014 $ 1,104,000 13,500 63,000 Budget 2015 $ 1,141,400 13,500 54,500 3,900 7,400 $ 1,184,400 $ 1,216,800 104,� City of Eap 2015 Proposed Budget Operating Budget Public Works— Engineering (21) Responsible Manager: John Gorder, City Engineer POSITION INVENTORY Personnel Director of Public Works City Engineer Assistant City Engineer Transportation Operations Engineer Clerical Technician Project Coordinators Engi neeri ng Ai de Total 2015 WORK PLAN 2012 2013 2014 2015 Hours 1 1 1 1 2,080 1 1 1 1 2,080 1 1 1 1 2,080 0.4 0.4 0.4 0.4 832 3 3 3 3 6,240 1 1 1 1 2,080 2 2 2 2 4,160 1 1 1 1 2,080 10.4 10.4 10.4 10.4 21,632 Activit Routine 1 Manage and administer public improvements; implement Capital Improvement Plan 2 Manage and inspect private developments 3 Providegeneral 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 upgradethe GIS service delivery program 8 Provide general administration /supervision to the Engineering Division 9 Manage the Municipal State Aid Streetfunding program 10 Evaluate and provide Focal traffic management 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 100 City of Eap 2015 Proposed Budget Operating Budget This page left intentionally blank irIz 4w 2015 Proposed Budget Operating Budget City of Cap Public Works ®Engineering (21) Responsible Manager: John Gorder, City Engineer LINE ITEM DETAIL 102 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 837,458 $ 837,907 $ 822,700 $ 843,400 6112 OVERTIME - REGULAR 7,195 17,004 8,400 17,000 6130 SALARIES AND WAGES- TEMPORARY 19,069 15,906 19,000 19,000 6131 OVERTIME - TEMPORARY - - 400 500 6142 PERA- COORDI NATED 60,964 60,673 60,200 64,500 6144 FICA 62,306 59,788 63,500 67,100 6151 HEALTH INSURANCE 103,857 110,400 125,500 125,400 6152 LIFE INSURANCE 1,250 1,318 - - 6154 DISABILITY- LONGTERM 2,431 2,571 - - 6155 WORKERS COMPENSATION 3,647 3,999 4,300 4,500 6157 RETIREE HEALTH INSURANCE 407 - - PERSONAL SERVICES '1,098,584 1,109,566 1,104,000 1,141,400 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 640 - - - 6215 REFERENCE MATERIALS - 87 - - 6220 OPERATING SUPPLIES- GENERAL 1,960 3,564 2,100 2,100 6224 CLOTHING /PERSONAL EQUIPMENT 140 140 500 500 6231 MOBILE EQUIP REPAIR PARTS 2,452 4,449 2,000 2,000 6232 SMALL EQUIPMENT REPAIR PARTS 62 13 500 500 6235 FUEL, LUBRICANTS, ADDITIVES 7,352 7,865 8,400 8,400 6270 COMPUTER SOFTWARE - 1,140 - - PARTS & SUPPLIES 12,606 17,258 13,500 13,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 2,332 4,133 27,000 22,000 6311 LEGAL 374 - - - 6346 POSTAGE 1,735 1,657. 2,000 2,000 6353 PERSONAL AUTO /PARKING 5,232 4,241 4,600 4,900 6354 CAR WASHES - 10 200 200 6355 CELLULAR TELEPHONE SERVICE 4,440 3,676 5,300 5,200 6370 GENERAL PRINTING AND BINDING 481 - 100 100 6385 INSURANCE 8,400 8,400 8,400 8,400 6425 MOBILE EQUIPMENT REPAIR LABOR 87 643 300 300 6426 SMALL EQUIPMENT REPAI R -LABO R - 29 300 300 6440 1/I MITIGATION -SUMP PUMP 4,117 - - - 6476 CONFERENCES AND SCHOOLS 6,202 6,351 10,800 8,400 6477 LOCAL MEETING EXPENSES 347 311 500 500 6479 DUES AND SUBSCRIPTIONS 2,049 2,063 1,900 1,900 6480 LICENSES, PERMITS AND TAXES 845 316 1,300 - 6481 RECORDING FEES 278 368 300 300 6487 VISA /MC BANK CHARGES - 202 - - 6535 OTH ER CO NTRACTUAL SERVI CES - - - 6569 MAINTENANCE CONTRACTS 3,104 - - - SERVICES & OTHER CHARGES 40,023 32,400 63,000 54,500 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 2,704 4,101 3,900 7,400 CAPITAL OUTLAY 2,704 4,101 3,900 7,400 TOTAL PUBLIC WORKS - ENGINEERING $ 1,153,917 $ 1,163,325 $ 1,184,400 $ 1,216,800 2.7 102 1 City of Eap 2015 Proposed Budget Operating Budget Public Works— Streets & Highways (22) Responsible Manager: Tim Plath, Transportation 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 maintenance rocedures including snow and ice control Expenditures as % of General Fund p I sweeping, traffic control, street - lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as economic constraints allow The Public Works— Streets & Highways Department is responsible for the following functions: • Structural maintenance of infrastructure located in local public rights of way including the repair and preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems • Provide operational maintenance including snow and ice control, street lights, cross departmental services delivery, traffic control, and the cleaning of streets and surface drainage grates • Provide boulevard and roadside maintenance including litter /trash removal, boulevard tree trimming, and repair of related boulevard amenities PERFORMANCE INDICATORS Description Miles of streets maintained Employee days spent maintaining roads /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 excellentor good (resident survey) 103 2012 2013 2014 2015 Actual Actual Estimate Target 239.2 239.5 240 241 517 631 550 550 328 304 340 350 $1,211 $3,141 $2,500 $2,500 83 85 80 75 86% 85% 85% 93% 85% 85% 86% 80% 80% City of Eapo 2015 Proposed Budget Operating Budget Public Works— Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer ............................... ..... _ ...................... ........ ... .. _ ....... .................... Parts • $ 1,132,655 Expenditure by Category Supplies 136,029 152,879 2,571 Personal 7,900 2,400 Services a 64% Services and NER 0, Nil- v .,- Capital Outlay HIGHLIGHTS & CHANGES Overview: The proposed Transportation Operations (Streets) budget shows an increase of $74,300 or 4.1% with the Non - personnel costs increasing 43,700 or 6.8% from the 2014 budget levels. The primary driver for the increase for the non - personnel category is fuel consumption, additional bituminous patching materials, higher ice control material costs, technology customization and increased pavement marking quantities. Highlight /Change 1: increase slightly based on historical, 5 -year average usage and cost projection. Financial Impact: Increase of $4,700 (6235) Service Level Impact: None Fuel costs are projected to Highlight /Change 2: Additional bituminous patching /repair material is anticipated based on 2013 actual quantities and 2015 work areas. Financial Impact: Increase of $10,100 (6255) Service Level Impact: None. Highlight /Change 3: Ice Control supplies reflect no change to raw material quantities but a 9.7% increase in raw material costs. Financial Impact: Increase of $16,200 (6256) Service Level Impact: None Highlight /Change 4: Mobile technologies offer opportunities to improve the efficiency of the department's operations. Consultant services are proposed to assist in customizing existing technologies to simplify internal work flow processes. Financial Impact: Increase of $6,300 (6535) Service Level Impact: None. Highlight /Change 5: Existing roadway striping is repainted annually on streets that are not planned for overlay or sealcoat. The amount of striping varies annually based upon the Capital Improvement Plan. Financial Impact: Increase of $9,400 (6566) Service Level Impact: None. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 Actual 2013 $ 1,083,530 $ 1,132,655 391,549 573,839 136,029 152,879 2,571 15,733 $ 1,613,679 $ 1,875,106 104 EXPENDITURE SUMMARY Budget Budget 2014 2015 $ 1,172,500 $ 1,203,100 475,400 507,100 155,900 173,400 7,900 2,400 $ 1,811,700 $ 1,886,000 City of C���� 2015 Proposed Budget Operating Budget Public Works — Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer POSITION INVENTORY Personnel 2012 2013 2014 2015 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 2 4,160 Maintenance Workers 10 10 10 10 20,800 Total 12.6 12.6 12.6 13.6 28,288 2015 WORK PLAN Activity Routine 1 Bituminous surface maintenance 2 Snow and ice control 3 Signs /traffic control 4 Sweepi ng 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 Reviewand implement comprehensive infrastructure plans 105 City 0� Eagan 2015 Proposed Budget Operating Budget �.� Public Works- Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer LINE ITEM DETAIL 106 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 772,271 $ 780,647 $ 812,300 $ 822,500 6112 OVERTIME - REGULAR 26,468 48,265 32,100 34,200 6130 SALARIES AND WAGES- TEMPORARY 15,618 15,758 18,500 20,600 6131 OVERTIME - TEMPORARY - - - - 6142 PERA- COORDINATED 57,246 59,837 61,200 64,300 6144 FICA 58,426 61,385 66,000 67,100 6151 HEALTH INSURANCE 110,103 119,850 135,300 146,100 6152 LIFE INSURANCE 1,579 1,565 - - 6154 DISABILITY- LONG TERM 2,897 2,920 - - 6155 WORKERS COMPENSATION 38,121 42,428 47,100 48,300 6157 RETIREE HEALTH INSURANCE 801 - - PERSONAL SERVICES 1 1,132,655 1,172,500 1,203,100 PARTS & SUPPLIES 6215 REFERENCE MATERIALS - 8 100 100 6220 OPERATING SUPPLIES- GENERAL 3,410 6,173 7,100 6,600 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 2,019 4,424 2,700 3,500 6224 CLOTHING /PERSONAL EQUIPMENT 4,541 4,899 4,800 4,900 6230 REPAIR /MAINTENANCE SUPPLIES GENERAL - - - - 6231 MOBILE EQUIP REPAIR PARTS 68,026 91,843 87,900 88,200 6235 FUEL, LUBRICANTS, ADDITIVES 92,699 114,244 129,100 133,800 6240 SMALL TOOLS 11 - - 6243 HEATING OIL/PROPANE /OTHER FUEL 743 560 500 500 6255 STREET REPAIR SUPPLIES 49,773 95,918 41,400 51,500 6256 SNOW REMOVAL/ICECONTROLSUPPL 159,425 238,766 181,800 198,000 6257 SIGNS & STRIPING MATERIAL 10,902 17,004 20,000 20,000 PARTS & SUPPLIES 391,549 573,839 475,400 507,100 SERVICES & OTHER CHARGES 6346 POSTAGE 46 24 100 100 6354 CAR WASHES - - 100 100 6355 CELLULAR TELEPHONE SERVI CE 2,501 3,756 3,500 4,200 6370 GENERAL PRINTING & BINDING 884 451 800 600 6385 INSURANCE 26,100 26,100 26,100 26,100 6405 ELECTRICITY 134 134 200 200 6425 MOBILE EQUIPMENTREPAIR LABOR 1,825 7,916 5,500 5,600 6429 STREET REPAIR -LABOR 23,562 2,380 12,000 12,000 6457 MACHINERY AND EQUIPMENT RENTAL 3,433 4,161 4,700 6,600 6476 CONFERENCES AND SCHOOLS 4,112 4,480 4,500 4,500 6477 LOCAL MEETI NG EXPENSES - 50 - - 6478 TUITION REIMBURSEMENT - 235 3,700 - 6479 DUES AND SUBSCRIPTIONS 380 219 400 400 6480 LICENSES, PERMITS AND TAXES 734 163 - - 6535 OTHER CONTRACTUAL SERVICES 3,099 17,716 6,100 12,400 6564 SNOW & ICE REMOVAL 37,453 50,882 43,400 46,400 6566 STRIPING 28,766 31,212 41,800 51,200 6569 MAI NTENANCE CONTRACTS 3,000 3,000 3,000 3,000 SERVICES & OTHER CHARGES 136,029 152,879 155,900 173,400 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 2,571 2,152 7,900 2,400 6680 MOBILE EQUIPMENT - 13,581 - - CAP ITALOUTLAY 2,571 15,733 7,900 2,400 TOTAL STREETS & HIGHWAYS $ 1,613,679 $ 1,875,106 $ 1,811,700 $ 1,886,000 4.1 106 4-0111. City of Eap 2015 Proposed Budget Operating Budget Public Works — Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent PURPOSE & DESCRIPTION The purpose of the Public Works — Central Services /Equipment Maintenance Division is to: • Provide administrative, clerical, and customer service support for all departments located at the Maintenance Facility. This includes Streets, Equipment Maintenance, Water, Sewer, Parks, Forestry and Water Quality Departments • Provides maintenance and repair for all City vehicles and equipment across all departments, including police and fire Expenditures as % of General Fund E 2014 2015 Description Actual Actual Estimate Target Customer Service requests responded to 1,270 1,283 1,300 1,300 Units (cars /trucks /heavy equipment) serviced per mechanic 105 108 108 ;e Scheduled (vs. unscheduled) maintenance as %of total Central 64% 65% 65% Average Unit Downtime (industry standard is 5 %) 0.6% Svices. 1.0% 1.0% Maint 0.1% 1.0% 1.0% 1.0% 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 107 2012 2013 2014 2015 Description Actual Actual Estimate Target Customer Service requests responded to 1,270 1,283 1,300 1,300 Units (cars /trucks /heavy equipment) serviced per mechanic 105 108 108 108 Scheduled (vs. unscheduled) maintenance as %of total 90% 64% 65% 65% Average Unit Downtime (industry standard is 5 %) 0.6% 50.0% 1.0% 1.0% Comebacks (return for repeat work) (industry standard is 3 %) 0.1% 1.0% 1.0% 1.0% 107 4 OF City of EBpII 2015 Proposed Budget Operating Budget Public Works — Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent HIGHLIGHTS & CHANGES Overview: The proposed Central Services Division budget increases $13,500 or 2.2% from the 2014 budget. This is largely due to moving 50% salary of Amy Grannes, Administrative Supervisor from the Department 30 budget. The net effect is only the COLA increase to this position. The non- personnel decrease is $5,700 or 6.3% which results in no changes in service levels. nignognt /Lriange 1: Ju7o Aaministrative supervisor salary is included in this division for 2015. The full amount was included in the Recreation Administration budget for 2014. Financial Impact: $0 net effect between the Central Services budget and the Recreation Administration budget as the corresponding adjustment is made in the Recreation Administration Budget. Service Level Impact: None. Highlight /Change 2: Waste Management Services are proposed to increase due to new State Statutes requiring waste under the control of a public entity to be delivered to a processing facility instead of a landfill. As a result, the Waste Management costs are programmed to increase 20% to be in compliance with this new law. Financial Impact: $4,600 increase (6539) Service Level Impact: None. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual Actual Budget 2012 2013 2014 $ 509,382 23,275 48,206 12,823 $ 593,686 108 $ 597,732 31,239 36,823 6,877 $ 672,671 EXPENDITURE SUMMARY $ 509,500 31,400 50,400 9,400 $ 600,700 Budget 2015 $ 531,700 30,500 52,000 3,000 $ 617,200 City of Eayn 2015 Proposed Budget Operating Budget Public Works — Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent POSITION INVENTORY Personnel 2012 2013 2014 2015 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 Offi ce Su pervi s or 1 1 0 0 0 Clerical Technician III 1 1 1 1 2,080 Clerical Technician IV 0 0 0 1 1,040 Operations Support Specialist (50% Maintenance) 0.5 0.5 0.5 0.5 1,040 Central Services Offi ce Ai de 0 0 1.0 0.0 0 Total 5.8 5.8 5.8 5.3 11,024 2015 WORK PLAN Activity Routine 1 General administration 2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.) 3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.) 4 Snow plowing (assist Street Maint.) 5 Buildings, facilities maintenance 109 City Of Eap 2015 Proposed Budget Operating Budget Public Works - Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent 110 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 377,071 $ 438,218 $ 364,500 $ 384,700 6112 OVERTIME- REGULAR 4,352 8,154 6,000 - 6142 PERA- COORDINATED 27,401 31,799 26,900 28,800 6144 FICA 27,079 31,317 28,300 29,400 6151 HEALTH INSURANCE 58,604 71,562 68,800 73,800 6152 LIFE INSURANCE 730 813 - - 6154 DISABILITY- LONG TERM 1,422 1,779 - - 6155 WORKERS COMPENSATION 12,531 14,090 15,000 15,000 6157 RETIREE HEALTH INSURANCE 192 - - PERSONAL SERVICES 509,382 597,732 509,500 531,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 8,043 6,315 6,600 5,600 6215 REFERENCE MATERIALS - 27 300 - 6220 OPERATING SUPPLIES- GENERAL 48 29 300 300 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 806 1,115 1,100 1,100 6224 CLOTHING /PERSONAL EQUIPMENT 1,275 1,197 1,400 1,400 6231 MOBILE EQUIP REPAIR PARTS 612 907 1,300 1,300 6234 FIELD /OTHER EQUIPMENT REPAIR 1,921 4,587 3,800 3,800 6235 FUEL, LUBRICANTS, ADDITIVES 1,528 2,563 1,900 1,900 6240 SMALLTOOLS 3,120 5,081 4,200 4,200 6241 SHOP MATERIALS 4,841 7,361 7,100 7,100 6270 COMPUTER SOFTWARE 1,081 2,057 3,400 3,800 PARTS & SUPPLIES 23,275 31,239 31,400 30,500 SERVICES & OTHER CHARGES 6346 POSTAGE 16 - - - 6347 TELEPHONE SERVICE & LINE CHG 1,816 2,157 2,500 2,500 6354 CAR WASHES 10 - - - 6385 INSURANCE 15,400 15,400 15,400 15,400 6425 MOBILE EQUIPMENT REPAIR LABOR 498 562 500 500 6428 FIELD /OTHER EQUIP REPAIR -LABOR 992 2,896 1,300 2,000 6476 CONFERENCES AND SCHOOLS 1,543 1,872 2,000 2,000 6477 LOCAL M EETI NG EXPENSES - - 200 200 6478 TUITION REIMBURSEMENT - 3,700 - 6479 DUES AND SUBSCRI PTI ONS 154 - 200 200 6480 LICENSES, PERMITS AND TAXES 5o 105 200 200 6539 WASTE REMOVAL /SANITATION SERV 19,608 13,831 23,100 27,700 6569 MAINTENANCE CONTRACTS 8,119 - 1,300 1,300 SERVICES & OTHER CHARGES 48,206 36,823 50,400 52,000 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 5,810 1,391 6,100 1,800 6670 OTHER EQUIPMENT 7,013 5,486 3,300 1,200 CAP[ TAL OUTLAY 12,823 6,877 9,400 3,000 TOTAL CENTRAL SERVICES $ 593,686 $ 672,671 $ 600,700 $ 617,200 2.7% 110 City of EaTan 2015 Proposed Budget Operating Budget Parks & Recreation — Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Recreation /Administration Division of the Parks and Recreation Department is to: • Develop community through provision of recreation programs, facilities and events • Provide support and oversight to partner organizations providing leisure activities • Provide opportunities for leisure and social skill development • Provide meeting spaces and facilities for community groups and private functions Expenditures as % of General Fund • 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 ME 2012 2013 2014 2015 Actual Actual Estimate Target 4,705 5,606 5,200 5,600 66,011 81,212 66,500 80,000 9,353 10,357 9,250 10,000 15,717 16,536 14,500 16,000 82% N/A 85% 85% 99% N/A 99% 99% *City of Eap 2015 Proposed Budget Operating Budget Parks & Recreation— Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The proposed Recreation /Administration Division budget is up $23,900 or 1.1% from 2014. Service level remains consistent; although, recreation programs are adjusted each year to meet community needs. The amount of increase in this budget is offset by the transfer of .50 (FTE) Administrative Supervisor funding from the Department 24 budget. Highlight /Change 1: The position of Recreation Program Supervisor — Art House is proposed to increase from 32 hours per week to a fulltime 40 hour per week position. Additional hours are warranted due to a steady increase in arts programming, special event programming and community leadership /outreach with arts. There were 1,289 participants per year in Art House classes when Eagan Parks & Recreation absorbed the Art House into recreation programming. This number has grown to 6,149 participants in 2013 with program and grant revenues of $118,898. Financial Impact: $19,800 Service Level Impact: The additional hours per week for the Art House Supervisor will allow for continued high quality arts programming, special events and community engagement /outreach. Highlight /Change 2: The Streets Alive including Showcase Eagan event is proposed in the 2015 budget which adds $10,000 in expenses to the budget. The expenses included increases in a number of expense lines. All Showcase Eagan expenses (approximately $7000) have been moved from other City General Fund budgets to consolidate into one program code for ease of tracking. Financial Impact: Streets Alive was included in the 2014 budget, but not held, in order to accommodate the new Food Truck event.) $10,000 additional for Streets Alive Event (Replaces grant funds received in 2013) Service Level Impact: This will provide one large scale community events that are free for the public to attend. Highlight /Change 3:. 50% Administrative Supervisor salary is included in this division for 2015. The full amount was included in the Recreation Administration budget for 2014. Financial Impact: $0 net effect between the Central Services budget and the Recreation Administration budget as the corresponding adjustment is made in the Recreation Administration Budget. Service Level Impact: None 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. 112 Expenditure by Category Personal Parts and Services �= rte; Supplies 78% 5 °/ ° .: Services and Other Charges e. 17% Merch. for Capital resale Outlay 0.2% 0.2% HIGHLIGHTS & CHANGES Overview: The proposed Recreation /Administration Division budget is up $23,900 or 1.1% from 2014. Service level remains consistent; although, recreation programs are adjusted each year to meet community needs. The amount of increase in this budget is offset by the transfer of .50 (FTE) Administrative Supervisor funding from the Department 24 budget. Highlight /Change 1: The position of Recreation Program Supervisor — Art House is proposed to increase from 32 hours per week to a fulltime 40 hour per week position. Additional hours are warranted due to a steady increase in arts programming, special event programming and community leadership /outreach with arts. There were 1,289 participants per year in Art House classes when Eagan Parks & Recreation absorbed the Art House into recreation programming. This number has grown to 6,149 participants in 2013 with program and grant revenues of $118,898. Financial Impact: $19,800 Service Level Impact: The additional hours per week for the Art House Supervisor will allow for continued high quality arts programming, special events and community engagement /outreach. Highlight /Change 2: The Streets Alive including Showcase Eagan event is proposed in the 2015 budget which adds $10,000 in expenses to the budget. The expenses included increases in a number of expense lines. All Showcase Eagan expenses (approximately $7000) have been moved from other City General Fund budgets to consolidate into one program code for ease of tracking. Financial Impact: Streets Alive was included in the 2014 budget, but not held, in order to accommodate the new Food Truck event.) $10,000 additional for Streets Alive Event (Replaces grant funds received in 2013) Service Level Impact: This will provide one large scale community events that are free for the public to attend. Highlight /Change 3:. 50% Administrative Supervisor salary is included in this division for 2015. The full amount was included in the Recreation Administration budget for 2014. Financial Impact: $0 net effect between the Central Services budget and the Recreation Administration budget as the corresponding adjustment is made in the Recreation Administration Budget. Service Level Impact: None 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. 112 411! 11" City of Eakan 2015 Proposed Budget Operating Budget Parks & Recreation — Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Merchandise for Resale Total POSITION INVENTORY Actual 2012 $ 1,503,741 105,640 344,775 5,288 7,521 $ 1,966,965 Actual 2013 $ 1,506,712 98,833 358,447 1,695 4,789 $ 1,970,476 Budget 2014 $ 1,661,800 117,600 384,900 6,500 4,300 $ 2,175,100 Budget 2015 $ 1,700,400 115,900 372,700 5,300 4,700 $ 2,199,000 Personnel 2012 2013 2014 2015 Hours Director of Parks and Recreation 1 1 1 1 2,080 Assistant Parks and Recreation Director 0 0 0 1 2,080 Administrative Analyst 0 0 0 1 2,080 Superintendent of Operations 1 1 1 0 0 Recreation Program Supervisor 3.6 3.6 3.6 3.8 7,904 Sports Program Assistant 1 1 1 1 2,080 Clerical Technicians 4.4 3.4 3.4 3.4 7,072 Recreation Program Manager 1 1 1 1 2,080 Recreation Facility Manager 1 1 1 0 0 Office Supervisor 0 1 1 1 2,080 Total 13.0 13 13 13 27,456 2015 WORK PLAN Activity Routine 1 Provide department administration - Parks, Recreation & Revenue Facilities 2 Providing recreation programs and services 3 Oversee development and construction projects 4 Prepare information for City Council 5 Provide support to 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 113 * City of Eayn 2013 Proposed Budget Operating Budget Parks & Recreation- Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation Cont'd on next page 121 114 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 915,874 $ 891,579 $ 974,600 $ 973,200 6130 SALARIES AND WAGES- TEMPORARY 286,626 313,651 346,000 357,600 6131 OVERTIME- TEMPORARY 432 290 - - 6142 PERA- COORDINATED 78,983 78,335 84,500 87,300 6144 FI CA 87,369 87,294 99,900 100,500 6151 HEALTH INSURANCE 116,797 116,728 140,800 165,400 6152 LIFE INSURANCE 1,637 1,528 - - 6154 DISABILITY - LONGTERM 2,878 2,704 - - 6155 WORKERS COMPENSATION 12,688 14,603 16,000 16,400 6157 RETIREE HEALTH I NSURANCE 457 - - PERSONAL SERVICES 1 503,741 1,506,712 1,661,800 1,700,400 PARTS & SUPPLIES 6210 0FFICESUPPLIES 3,404 3,530 3,600 3,400 6211 OFFICE PRINTED MATERIAL/FORMS 45 - 200 200 6212 0 FFI CE SMALL EQUI PMENT 136 454 600 600 6220 OPERATING SUPPLIES - GENERAL 4,415 4,108 10,900 9,600 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 400 - 500 500 6224 CLOTHI NG/P ERSO NAL EQUI PMENT 1,514 2,430 2,100 1,900 6227 RECREATION EQUIPMENT /SUPPLIES 92,936 83,775 98,500 97,900 6235 FUEL, LUBRICANTS, ADDITIVES - 41 - - 6257 SIGNS & STRIPING MATERIAL - 3,566 - - 6270 COMPUTER SOFTWARE 2,790 929 1,200 1,800 PARTS & SUPPLIES 105,640 98,833 117,600 115,900 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 50 8,092 - - 6320 INSTRUCTORS 70,179 81,577 91,700 86,500 6326 ATHLETICTEAM SANCTION FEES 6,603 6,359 6,800 6,200 6327 SPORTING EVENTOFFICIALS 77,089 76,741 80,900 75,300 6328 SPECIAL EVENTS /ADMISSION FEES 3,580 3,097 1,800 2,600 6329 TOURNAMENT FEES 3,680 3,360 3,700 3,400 6331 PROGRAM SCHOLARSHIPS 5,929 6,685 5,500 6,500 6346 POSTAGE 10,261 10,448 12,300 12,300 6353 PERSONAL AUTO /PARKING 6,293 6,089 6,800 7,000 6355 CELLULAR TELEPHONE SERVICE 8,355 5,286 9,000 9,600 6357 ADVERTISING /PUBLICATION 15,205 13,030 23,200 10,500 Cont'd on next page 121 114 4!1� City of apo 2013 Proposed Budget Operating Budget Parks & Recreation - Recreation /Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) 122 115 Actual Actual Budget Budget SERVICES & OTHER CHARGES CONr 2012 2013 2014 2015 6370 GENERAL PRINTING AND BINDING 407 1,635 800 800 6385 INSURANCE 8,900 8,900 8,900 8,900 6456 BUILDING RENTAL - 1,278 - 1,000 6457 MACHINERYAND EQUIPMENT 3,358 1,213 2,400 2;900 6475 MISCELLANEOUS 29,163 28,512 34,600 37,100 6476 CONFERENCES AND SCHOOLS 5,859 6,189 8,400 8,400 6477 LOCAL MEETING EXPENSES 3,034 1,955 5,000 4,600 6478 TUITION REIMBURSEMENT 7,020 - 3,700 - 6479 DUES AND SUBSCRI PTIONS 1,817 2,170 2,700 2,500 6480 LICENSES, PERMITS AND TAXES 342 456 500 1,100 6487 VISA /MC BANK CHARGES 14,442 15,336 14,500 16,500 6515 BUI LDI NG RENTAL-1 NTERNAL EXPENSES 50,898 50,975 50,000 50,000 6535 OTHER CONTRACTUAL SERVICES 4,685 10,068 4,100 11,500 6550 TRANSPORTATION SERVICES 7,626 8,996 7,600 7,500 SERVICES & OTHER CHARGES 344,775 358,447 384,900 372,700 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS /EQUIPMENT 5,288 1,695 6,500 5,300 CAPITAL OUTLAY 5,288 1,695 6,500 5,300 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 7,521 4,789 4,300 4,700 MERCHANDISE FOR RESALE 7,521 4,789 4,300 4,700 TOTAL PARKS & RECREATION - RECREATION $ 1,966,965 $ 1,970,476 $ 2,175,100 $ 2,199,000 1.1% 122 115 City of EaPH 2013 Proposed Budget Operating Budget This page left intentionally blank 123 m 41-Plity 2015 Proposed Budget Operating Budget Parks & Recreation —Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Parks Division of the Parks & Recreation Department is to: • Provide safe opportunities for residents to gather as a community • Support league, tournament and public play. • Ensure the availability of clean, safe, quality facilities, play features and amenities • Facilitate reservations, community -based special events and recreational initiatives • Coordinate the development of new park Expenditures as % of General Fund 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 117 2012 2013 2014 2015 Description Actual Actual Estimate Target %of citizens who rate park facilities as good or excellent 95% N/A 95% 95% %ofpaviIion/shelter users rati ng servi ce and cleanliness as 95% 95% 95% 95% Games canceled on City fields due to nonweather related 2 2 <3 <3 Outdoor hockey rinks with skatable ice 15 15 15 15 Acres mowed regularly by Parks staff 470 470 470 470 Adultteam overall ave. ratings of leaguesoftball sites (0 -5) 4 4 4 4 Playground Replacement or Upgrades 1 2 2 2 Irrigation Systems maintained year round 29 30 30 30 117 *City of Eap 2015 Proposed Budget Operating Budget Parks & Recreation— Parks Division (31) Responsible Manager: Jul! Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The proposed Park Division budget is increased $42,000 or 2.1% from the 2014 budget. The increase comes from routine wage /benefit increases along with increased cost of supplies and materials. Service level remains status quo with this budget. Highlight /Change 1: Waste hauling rates (6539) are expected to increase by up to 20% due to the need to comply with State Statues requiring any waste managed under the control of a public entity to be delivered to a processing facility, not a landfill. This will require haulers to designate trucks for municipal waste hauling and to travel further to access processing facilities. Residential waste will continue to be landfilled. Financial Impact: $1,600 increase (6539) Service Level Impact: None. Highlight /Change 2: Weed and pest control products and turf maintenance materials for Parks are programmed to increase in the 2015 budget Financial Impact: $6,000 increase (6253) Service Level Impact: None Highlight/Change 3: The proposed 2015 Parks budget is programmed to decrease for Capital Outlay expenditures. These "one- time" expenditures typically fluctuate in nature from year -to -year. Financial Impact: $15,400 decrease (66xx) Service Level Impact: None Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2012 $ 1,254,907 321,552_ 265,106 37,365 $ 1,878,930 Actual 2013 $ 1,280,073 323,707 274,695 66,623 $ 1,945,098 118 EXPENDITURE SUMMARY Budget Budget 2014 2015 $ 1,313,700 $ 1,357,600 337,00.0 348,700 305,000 306,800 73,600 58,200 $ 2,029,300 $ 2,071,300 City ofEapn 2015 Proposed Budget Operating Budget Parks & Recreation —Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Parks Superintendent (60 %) 0.6 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 8.4 8.4 8.4 17,472 Total 12.00 11 11 11 22,880 2015 WORK PLAN Activity 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 support to other departments and divisions 9 Prepareand monitor divisional budget and CIP 10 Administration and supervision 11 Provide inputand logistical supporttotheAPrC 12 Implement CIP initiatives 13 Implement master planning process /recommendations, 20/20 & PE 119 * City of apfi 2015 Proposed Budget Operating Budget Parks & Recreation -Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation Continued on next page 120 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES - REGULAR $ 706,844 $ 732,699 $ 719,900 $ 736,100 6112 OVERTIME - REGULAR 13,800 20,070 24,500 24,500 6130 SALARIES AND WAGES- TEMPORARY 261,372 240,926 267,300 278,500 6131 OVERTIME - TEMPORARY 2,097 2,840 5,000 5,000 6142 PERA- COORDINATED 62,366 62,077 58,300 61,600 6144 FICA 69,805 70,763 77,800 79,900 6151 HEALTH INSURANCE 109,532 120,063 132,000 142,300 6152 LIFE INSURANCE 1,373 1,400 - - 6154 DISABILITY- LONGTERM 2,537 2,624 - - 6155 WORKERS COMPENSATION 24,537 26,611 28,900 29,700 6157 RETIREE HEALTH INSURANCE 644 - - - PERSONAL SERVICES 1,254,907 1,280,073 1,313,700 1,357,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - - 500 500 6215 REFERENCE MATERIALS - 132 200 200 6220 OPERATING SUPPLIES- GENERAL 12,919 10,060 13,500 13,500 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 1,685 852 2,800 2,800 6223 BUILDING /CLEANING SUPPLIES 14,992 12,210 14,000 14,000 6224 CLOTHING /PERSONAL EQUIPMENT 5,753 6,343 6,300 6,800 6231 MOBILE EQUIP REPAIR PARTS 54,321 46,302 52,100 52,100 6233 BUI LDI NG REPAI R SUPPLI ES 9,236 9,324 15,800 15,800 6234 FIELD /OTHER EQUIPMENT REPAIR 10,503 14,631 10,300 12,500 6235 FUEL, LUBRICANTS, ADDITIVES 84,022 87,175 94,500 95,800 6239 PARK FACILITY REPAIR PARTS 1,858 1,646 3,700 3,700 6240 SMALLTOOLS 1,948 2,269 2,800 2,800 6243 HEATING OIL/PROPANE /OTHER FUEL 474 566 - 500 6251 ATHLETIC FI ELD SUPPLIES 23,183 24,073 21,900 23,800 6252 PARKS& PLAY AREASUPPLI ES 22,772 18,443 20,500 20,500 6253 TURF MTN & LANDSCAPE SUPPLIES 76,007 86,038 73,400 79,400 6257 SIGNS & STRIPING MATERIAL 1,879 3,643 4,700 4,000 PARTS & SUPPLIES 321,552 323,707 337,000 348,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL - - - - 6347 TELEPHONE SERVICE & LINE CHG 8,081 6,843 10,200 9,200 6351 PAGER SERVICE FEES 293 293 500 500 6353 PERSONAL AUTO /PARKING - - - - 6354 CAR WASHES - - 300 300 6355 CELLULAR TELEPHONE SERVICE 4,354 3,544 4,500 5,300 6385 INSURANCE 88,600 88,600 88,600 88,600 6405 ELECTRICITY 75,644 83,233 80,000 80,000 6410 NATURAL GAS SERVICE 4,250 6,343 12,000 10,000 6425 MOBILE EQUIPMENT REPAIR LABOR 5,266 1,743 - 3,000 6426 SMALL EQUIPMENT REPAIR -LABOR 8 228 1,000 600 6427 BLDG OPERATIONS /REPAIR -LABOR 7,883 15,542 19,000 19,000 6428 FIELD /OTHER EQUIP REPAIR -LABOR 8,414 9,022 8,000 8,000 6431 PARK FACI UTY REPAI R-LABOR 5,148 5,544 10,200 10,200 Continued on next page 120 City of Eap 2015 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 2012 2013 2014 2015 6457 MACHINERYAND EQUIPMENT $ 2,193 $ 3,277 $ 5,500 $ 5,000 6476 CONFERENCES ANDSCHOOLS 826 489 - - 6477 LOCAL MEETING EXPENSES 252 880 1,600 1,600 6479 DUES AND SUBSCRIPTIONS 185 300 300 300 6480 LICENSES, PERMITS AND TAXES 1,431 528 1,500 1,000 6535 OTHER CONTRACTUAL SERVICES 4,945 4,833 6,700 7,000 6537 JANITORIAL SERVICE 6,501 6,865 7,600 7,600 6539 WASTE REMOVAL/SANITATION SERV 14,118 17,173 19,800 21,400 6561 TEMPORARY HELP -LABOR /CLERICAL 17,014 17,015 17,500 18,000 6565 SEAL COATING- STREETS /TRAILS 9,700 2,400 10,200 10,200 SERVICES & OTHER CHARGES 265,106 274,695 305,000 306,800 CAPITAL OUTLAY 6620 BUILDINGS 13,314 9,684 23,400 6,300 6630 OTHER IMPROVEMENTS 8,761 24,285 16,600 13,000 6660 OFFICE FURNISHINGS /EQUIPMENT 837 - - - 6670 OTHER EQUIPMENT 14,453 32,654 33,600 38,900 CAPITALOUTLAY 37,365 66,623 73,600 58,200 TOTAL PARKS & RECREATION - PARKS $ 1,878,930 $ 1,945,098 121 $ 2,029,300 $ 2,071,300 2.1 * City of Eapn 2015 Proposed Budget Operating Budget This page left intentionally blank 122 4-k City of Eop 2015 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 • Install new trees and landscaping in parks, public facilities, and boulevards • Review and manage tree preservation per the City Tree Preservation Ordinance The Tree Conservation Department is responsible for the following functions: • Conduct the City shade tree disease program • Conduct the annual City- sponsored Arbor Day program • Conduct the biennial public tree sale PERFORMANCE INDICATORS Description Landscape beds maintained (663 beds = 673,962 sq ft) of private oak wilt sites that perform recommended /needed management activities Buckthorn pickups Linnear miles of boulevard streets to managetree architecture Percentage of the estimated 700 park ash trees actively managed* for Emerald Ash Borer 2012 2013 2014 2015 Actual Actual Actual Target 663 660 655 650 90% 92% 95% 95% 165 227 170 170 165 165 165 165 68% 65% 63% 65% *Our park and boulevard ash tree resource is being re- inventoried in 2014, required EAB management treatment will be re- analyzed late 2014. 123 2015 Proposed Budget Operating Budget City of Eap Parks & Recreation —Tree Conservation (32) Responsible Manager: Jul! Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The Tree Conservation Division budget has an increase of $9,500 or 1.8% over the 2014 budget. The primary increase is due to routine wage /benefit increases and increased costs from vendors and contractors. The service level provided by this budget remains equal to recent years. Hiclhlight/Change 1: Tree Removal has a proposed increase of $3,200. This line item is used to fund contractual tree removals from City property and the initial cost of diseased tree removals from private property when necessary. The City is eventually reimbursed through assessments for the removals from private properties. The 2015 is intended to cover the cost of removal of several large, at risk trees on City property. The diseased trees pose a risk to park users and other trees. Financial Impact: $3,200 increase (6545) Service Level Impact: Additional removal of identified diseased and at -risk trees. 124 EXPENDITURE SUMMARY Budget Actual Actual Expenditure 2012 2013 Personal Services $ 362,128 $ 348,358 Parts and Supplies 58,974 45,269 Services and Other Charges 28,997 31,825 Capital Outlay 56,897 41,899 Merchandise for Resale 6,727 19,034 Total $ 513,723 $ 486,385 124 EXPENDITURE SUMMARY Budget Budget 2014 2015 $ 379,100 $ 389,300 51,400 47,700 44,900 50,700 40,500 37,700 8,000 8,000 $ 523,900 $ 533,400 City of Eap 2015 Proposed Budget Operating Budget Parks & Recreation -Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours Supervisor of Forestry 1 1 1 1 2,080 Parks Superintendent (10 %) 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 2015 WORK PLAN Activity Routine 1 Administrative and supervisory responsibilities 2 Ma i ntena nce of trees in city parks, publicfaciIities, and boulevards 3 Maintenance of landscape plants in city parks, public facilities, and boulevards 4 Insect and plant disease monitoring and treatment activities 5 Providesupportto other departments and divisions 6 Implement invasive plant ma n agement a cti vi ti es 7 Plan for and implement public tree sale 8 Participate in development of Eagan master plan 125 2015 Proposed Budget Operating Budget City of Rap Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL 126 Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 192,423 $ 184,006 $ 189,900 $ 194,200 6112 OVERTIME- REGULAR 367 1,179 2,000 2,000 6130 SALARIES AND WAGES- TEMPORARY 96,991 94,252 113,000 115,600 6131 OVERTIME - TEMPORARY 351 247 1,000 1,000 6142 PERA- COORDINATED 16,571 14,483 14,000 14,800 6144 FICA 21,382 20,681 23,200 23,600 6151 HEALTH INSURANCE 25,312 24,626 27,100 29,000 6152 LIFE INSURANCE 362 338 - - 6154 DISABILITY - LONGTERM 677 641 - - 6155 WORKERS COMPENSATION 7,646 7,905 8,900 9,100 6157 RETIREE HEALTH INSURANCE 46 PERSONAL SERVICES 362,128 348,358 379,100 389,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 313 17 500 500 6215 REFERENCE MATERIALS 32 - 100 100 6220 OPERATING SUPPLIES- GENERAL 7,059 5,131 5,600 5,600 6222 MEDICAL /RESCUE /SAFETY SUPPLIES 524 812 1,400 1,400 6224 CLOTHING /PERSONAL EQUIPMENT 1,401 2,403 2,300 2,300 6230 REPAI R/MAI NTENANCE SUPP-GENL (174) - - - 6231 MOBILE EQUIP REPAIR PARTS 5,753 4,902 4,700 4,700 6235 FUEL, LUBRICANTS, ADDITIVES 13,202 10,477 13,600 13,600 6240 SMALLTOOLS 1,301 2,199 2,300 2,000 6244 CHEMICALS & CHEMICAL PRODUCTS 18,751 14,428 14,400 11,000 6250 LANDSCAPE MATERIAL & SUPPLIES 10,812 4,900 6,500 6,500 PARTS & SUPPLIES 58,974 45,269 51,400 47,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 9,316 5,940 3,700 5,000 6346 POSTAGE - 93 - - 6353 PERSONAL AUTO /PARKING 83 46 100 100 6355 CELLULAR TELEPHONE SERVICE 1,330 1,422 1,600 2,900 6370 GENERAL PRINTING AND BINDING 221 272 300 300 6385 INSURANCE 3,100 3,100 3,100 3,100 6425 MOBILE EQUIPMENT REPAIR LABOR 302 581 1,000 1,000 6457 MACHINERY AND EQUIPMENT 2,196 2,074 3,000 3,000 6476 CONFERENCES AND SCHOOLS 739 930 1,000 1,000 6477 LOCAL MEETING EXPENSES - - 100 100 6479 DUES AND SUBSCRIPTIONS 215 191 300 300 6535 OTHER CONTRACTUAL SERVICES 9,718 11,907 21,000 21,000 6545 TREE REMOVAL 1,777 5,269 9,300 12,500 6569 MAINTENANCE CONTRACTS - 400 400 SERVICES & OTHER CHARGES 28,997 31,825 44,900 50,700 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 51,978 34,687 32,600 30,000 6660 OFFICE FURNISHINGS /EQUIPMENT - 1,077 900 700 6670 OTHER EQUIPMENT 4,919 6,135 7,000 7,000 CAP I TAL 0 UTLAY 56,897 41,899 40,500 37,700 MERCHANDISE FOR RESALE 6860 COST SHARING -OAK WILT 6,727 19,034 8,000 8,000 MERCHANDISE FOR RESALE 6,727 19,034 8,000 8,000 TOTAL TREE CONSERVATION $ 513,723 $ 486,385 $ 523,900 $ 533,400 1.8% 126 City of Eap 2015 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 Expenditures as % of General Fund The Government Buildings Department is responsible for the following functions: • Maintain mechanical and operating systems in five municipal buildings • Maintain life safety and building equipment under vendor contracts including generators and fire systems • Manage vendor contracts for elevator, janitorial and waste hauler services • Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meeting rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet cleaning, or tile maintenance • Coordinate tenant support, security and property maintenance for buildings and property purchased by the City for redevelopment PERFORMANCE INDICATORS Description Squarefootageof buildings maintained Buildings controlled by Energy Management System Maintenance contracts monitored Li ght bu I bs used per year for recycling Hours backup generator runs (per MPCA) E -maid Work order requests 127 2012 2013 2014 2015 Actual Actual Estimate Target 196,000 196,000 196,000 196,000 3 3 3 3 17 18 18 18 360 283 350 280 50 59 85 60 460 471 450 475 411_1b� city of E*fl 2015 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer P IG h P k 0 t' S VU ra am, ar s pera ions upervisor HIGHLIGHTS & CHANGES Overview: The proposed 2015 Government Buildings budget is up $71,100 or 10.1% from 2014. This is largely due to increases in utilities, supplies and inclusion of several smaller capital projects in this budget rather than the Replacement and Renewal Budget. High light/Change _1: Electricity is programmed to increase by $26,200 from the 2014 budget. The amount request is consistent with the actual amount spent in this line in 2012 and 2013. Financial Impact: $26,200 increase (6405) Service Level Impact: None. Highlight /Change 2: $15,200 is included for a number of small capital projects that were not deemed large enough to be included in the R &R replacement schedule. Capital sheets are included for each item. This line was not funded in 2013 or 2014 but had similar budget allocations in years prior. Financial Impact: $15,200 increase (6620) Service Level Impact: None. Highlight /Change 3: Waste hauling rates are expected to increase by up to 20% due to the need to comply with State Statues requiring any waste managed under the control of a public entity to be delivered to a processing facility, not a landfill. This will require haulers to designate trucks for municipal waste hauling and to travel further to access processing facilities. Residential waste will continue to be landfilled. Financial Impact: $1,500 increase (6539) Service Level Impact: None. EXPENDITURE SUMMARY Actual Expenditure by Category Budget Capital 2012 Outlay Services Personal Services and Other § "' 2% $ 140,700 a Personal Charges' - Services 70 °/ - o r is »ir`i - o 19% 486,533 529,252 498,100 Parts and 28,362 Supplies �. ........................................................................_._....... ................__............. .. ........._9 %.._...__.__............ 1 VU ra am, ar s pera ions upervisor HIGHLIGHTS & CHANGES Overview: The proposed 2015 Government Buildings budget is up $71,100 or 10.1% from 2014. This is largely due to increases in utilities, supplies and inclusion of several smaller capital projects in this budget rather than the Replacement and Renewal Budget. High light/Change _1: Electricity is programmed to increase by $26,200 from the 2014 budget. The amount request is consistent with the actual amount spent in this line in 2012 and 2013. Financial Impact: $26,200 increase (6405) Service Level Impact: None. Highlight /Change 2: $15,200 is included for a number of small capital projects that were not deemed large enough to be included in the R &R replacement schedule. Capital sheets are included for each item. This line was not funded in 2013 or 2014 but had similar budget allocations in years prior. Financial Impact: $15,200 increase (6620) Service Level Impact: None. Highlight /Change 3: Waste hauling rates are expected to increase by up to 20% due to the need to comply with State Statues requiring any waste managed under the control of a public entity to be delivered to a processing facility, not a landfill. This will require haulers to designate trucks for municipal waste hauling and to travel further to access processing facilities. Residential waste will continue to be landfilled. Financial Impact: $1,500 increase (6539) Service Level Impact: None. EXPENDITURE SUMMARY 128 Budget 2015 $ 144,100 70,200 546,600 15,200 $ 776,100 Actual Actual Budget Expenditure 2012 2013 2014 Personal Services $ 135,285 $ 139,352 $ 140,700 Parts and Supplies 54,595 64,850 66,200 Services and Other Charges 486,533 529,252 498,100 Capital Outlay 28,362 - - Total $ 704,775 $ 733,454 $ 705,000 128 Budget 2015 $ 144,100 70,200 546,600 15,200 $ 776,100 POSITION INVENTORY Personnel 2012 2013 2014 2015 Hours BuiI ding MaintenanceWorkers 2 2 2 2 4,160 Total 2 2 2 2 4,160 2015 WORK PLAN ActIVItV Routine 1 Building maintenance and management of HVAC systems, building rounds 2 Recycling,setting up and tear down of rooms, snow removal, cIeaningcarpets and rooms 3 Vendor relations involving contracts and repairs 4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations 129 �a City off` pa 2015 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor 130 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2012 2013 2014 2015 6110 SALARIES AND WAGES- REGULAR $ 98,230 $ 98,507 $ 98,400 $ 100,600 6112 OVERTIME - REGULAR 318 2,011 1,000 - 6142 PERA- COORDINATED 6,985 7,164 7,200 7,500 6144 FICA 6,927 7,186 7,600 7,700 6151 HEALTH INSURANCE 18,856 20,339 22,700 24,500 6152 LIFE INSURANCE 223 233 - - 6154 DISABILITY - LONGTERM 379 394 - - 6155 WORKERS COMPENSATION 3,240 3,518 3,800 3,800 6157 RETIREE HEALTH INSURANCE 127 - - - PERSONAL SERVICES 135,285 139,352 140,700 144,100 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - - 100 - 6220 OPERATI NG SUPPLI ES-GENERAL 1,220 792 1,200 1,200 6222 MEDICAL/RESCUE/SAFETY SUPPLI ES - - 100 100 6223 BUI LDI NG/CLEANI NG SUPPLI ES 19,759 18,824 20,000 21,000 6224 CLOTHI NG/PERSONAL EQUI PMENT - - 500 800 6230 REPAIR /MAINTENANCESUPP -GENL 91 504 700 600 6231 MO BI LE EQUIP REPAIR PARTS 82 255 200 200 6232 SMALL EQUI P MENT REPAI R PARTS 11 - - - 6233 BUILDING REPAI R SUPPLI ES 22,121 24,347 22,400 24,500 6235 FUEL, LUBRICANTS, ADDITIVES 546 560 1,000 1,300 6240 SMALLTOOLS 492 133 500 500 6241 SHOP SUPPLI ES 98 304 - - 6243 HEATING OIL /PROPANE /OTHER FUEL 9,052 17,767 18,000 18,000 6244 CHEMICALS /CHEMICAL PRODUCTS 1,123 1,364 1,500 2,000 PARTS & SUPPLIES 54,595 64,850 66,200 70,200 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE (BACKUP GENERATOR) 824 479 900 900 6351 PAGER SERVICE FEES 59 59 - 100 6353 PERSONALAUTO /PARKING - - 100 100 6355 CELLULAR TELEPHONE SERVICE 384 334 500 500 6385 INSURANCE 10,300 10,300 10,300 10,300 6405 ELECTRICITY 180,542 197,246 174,000 200,200 6410 NATURAL GAS SERVICE 62,408 74,492 75,600 72,600 6477 LOCAL MEETING EXPENSES - - 500 500 6480 LICENSES, PERMITS AND TAXES 311 606 900 900 6535 OTHER CONTRACTUAL 73,764 86,479 76,100 90,700 6537 JANITORIAL SERVICE 116,542 118,137 115,100 119,700 6539 WASTE REMOVAL/SANITATION SERV 9,543 9,086 7,600 9,100 6569 MAINTENANCE CONTRACTS 31,856 32,034 36,500 41,000 SERVICES & OTHER CHARGES 486,533 529,252 498,100 546,600 CAPITAL OUTLAY 6620 BUILDINGS 28,362 - - 15,200 CAP I TAL OUTLAY 28,362 - - 15,200 TOTAL GOVERNMENT BUILDINGS $ 704,774 $ 733,454 $ 705,000 $ 776,100 10.1 130 City of �a�a� 2015 Proposed Budget Operating Budget This page left intentionally blank 131