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09/01/1992 - City Council Special „t7 • AGENDA SPECIAL CITY COUNCIL MEETING Eagan Municipal Center Building Tuesday September 1, 1992 5:00 p.m. I. ROLL CALL/APPROVAL OF WORKSHOP AGENDA II. CONSIDERATION OF PROPOSED 1993 GENERAL FUND BUDGET FOR THE PURPOSE OF CONSIDERING A PROPOSED LEVY CERTIFICATION TO DAKOTA COUNTY AND DETERMINING DATES FOR TRUTH IN TAXATION PUBLIC HEARINGS • III. OTHER BUSINESS IV. ADJOURNMENT Auxiliary aids for persons with disabilities will be provided upon advance notice of at least 96 hours. If a notice of less than 96 hours is received, the City of Eagan will attempt to provide such aid. • MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS • FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 28, 1992 SUBJECT: SPECIAL CITY COUNCIL WORKSHOP A special City Council workshop is scheduled for 5:00 p.m. on Tuesday; Septer. ser 1, 1992, to consider a draft 1993 general fund budget and, more importantly, to consider a proposed property tax levy certification. The reason for considering the levy certification is to allow the Dakota County Auditor's office to send our truth in taxation statements during November and schedule a public hearing in December to consider a final levy certification for payable 1993. The City Council, as discussed in the attached budget material, may want to act on that certification and set truth in taxation hearing dates at the September 1 regular meeting or delay those actions to the September 10 special City Council workshop. There is no other business scheduled for the special City Council workshop at this time. Please notify Karen Monday or no later than 10:00 a.m. on Tuesday concerning your preference of a sandwich. We are planning to cater a light lunch from Al Baker's Restaurant. /S/ Thomas L. Hedges City Administrator 0 ,IL - MEMO _city ea an of 9 TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 26, 1992 SUBJECT: DRAFT 1993 GENERAL FUND OPERATING BUDGET Preparation of a draft 1993 general fund operating budget began in May with the distribution of budget material to each department. Staff, under the guidance of each respective department head, prepared budget requests for consideration by the City Administrator. The City Administrator met with each department head during the month of July, followed by a comprehensive review of all departmental requests. After completing a review of all departmental budgets, the City Administrator has prepared a budget for consideration by the City Council of $12,453,600. The total increase from 1992 is $896,410 or 7.8%. Workers • compensation/health insurance increases are $320,160 and sales tax is estimated to be $102,000. These expenses represent an increase of 3.7%, leaving the remaining 4.1% or $474,250 for all other increases. Compilation of the 1993 general fund budget took into consideration a zero base approach which required each department head to examine their service delivery to determine whether: 1) programs and a specific service delivery is necessary and 2) if there are greater efficiencies for providing the same service delivery. Also, while the City Council strives for responsible and efficient spending while leaving details or "micro-management" of each departmental operation to the City Administrator, the City Administrator has reviewed each departmental budget and made some spending allocation reductions. However, the City Administrator asked the department heads to reevaluate those revisions and suggest any changes to the City Administrator. The purpose for the September 1 and September 10 special City Council meetings is to consider a proposed property tax levy to be certified to Dakota County for preparation of truth in taxation statements. The City Council can reduce the property tax allocation after further review this fall or as a result of public hearings that will be scheduled in early December for considering the general fund budget in compliance with truth in taxation regulations. This document provides information for the City Council to evaluate its local government objectives for service delivery while establishing a reasonable and acceptable property tax levy for calendar year 1993. The document is presented in two (2) sections. The first section provides IIIgeneral data regarding revenue projections for 1993 and specifically what 1 accounts for the increase in expenditures as proposed in the City Administrator's budget for 1993. Also provided is additional data on the ad valorem tax levy and • proposed levy and its impact on residential and commercial property rates. The next section provides a narrative on each department and analyzes any changes for consideration in 1993. The departments are presented in the same manner as the City Council and department heads evaluated the service delivery at the February retreat. Section I The revenue estimates continue the trend of increased reliance on property taxes for general fund operations. With development activities stabilizing, there is little increase and potential for decrease in the traditional general fund non- tax revenues. A graph was prepared that illustrates this trend by comparing tax related (including fiscal disparities and HACA) to non-tax revenues for the years 1990 through 1993: 100 90- 80- 70.3 73.8 75.8 70- 88.7\\ 1 i 80- 50- \\ 30 29.7 33.3 \I 28.4 24.4 . • 0 ,1\ 1 '90 Actual '91 Actual '92 Budget '93 Proposed Non-Tax \\\\\\\ Tax Levy limits were lifted by the State Legislature and for payable 1993 there are no statutory limitations as to the rate property taxes could be raised for providing municipal services. However, in keeping with the City Council's philosophy of striving for effective/ efficient service delivery while controlling reliance on property taxes, the actual tax increase for the 1993 general fund budget is proposed at 4.6%. This is the increase to the City's tax capacity rate. Valuation and class rate changes will, of course, also affect individual properties. There are several factors to be considered with this level of tax rate: 1) property taxes make up approximately 75% of local government revenue in the general fund and there was no levy limit increase for payable in 1992 from calendar year 1991, 2) inflation has an impact on the purchase of goods and labor rates (labor rates are driven by consumer price index, collective bargaining settlements, comparable worth, and other internal/external factors) , 31 sales tax at a rate of 61% will be charged to all parts and supplies and some accounts within the services and charges budget categories that are required due to recent legislation, 4) the workers compensation/health insurance appropriations are 47% over the 1992 levels, and 5) the community is continuing to grow which requires increased resources to maintain a current service delivery. • Z Significant changes in the 1993 revenue estimates include the following: S1) Tax related revenue shows an increase of $925,940 over the 1992 budget. This includes increases of $208,420 in HACA, $69,750 in fiscal disparities and $647,770 in the net levy collected from the taxpayers. 2) Licenses are increased by $10,250 due to increased numbers of licenses. 3) Permit revenues are increased by $81,900 which reflects stronger than expected activity in 1992. The 1993 estimate is well below the actual results from 1990 and 1991 and well below the expected actual from 1992 based on year to date activity. 4) Intergovernmental revenue is increased by $12,940 which reflects slightly more police town aid and less police training aid. 5) Charges for services is reduced by $75,620 in total. Plan check fees are increased by $32,500 based on the same rationale as the increase to building permits. The development escrow reimbursement is reduced by $38,450 with the expectation of less platting activity and fewer improvements installed privately. The engineering services is reduced in the amount of $59,450 again because of fewer projects on which the fee can be charged. Two new line items relating to police security fees and services to the schools totaling $19,200 are included in this revenue estimate. Finally, the investment management fee is reduced by $27,000 because of the dramatic drop in interest rates. 6) Program recreation fees are increased by $18,930 due to increased activity. No new programs or rate increases are factored into the estimate. 7) Court fines and forfeits are again reduced to reflect the 1992 year-to- date activity. The reduction 'in the estimate is $66,000. 8) Miscellaneous revenues are reduced by $39,820 which reflects a decrease in estimated interest earnings of $45,000 and an increase of $6,480 in building rent. The building rent adds the leasing of the tower space on the new Lexington reservoir. 9) Program revenues increase in total by $22,850. The administrative transfer on improvement projects is reduced by $23,800 based on fewer projects. The administrative transfers and the central services maintenance transfer from the utility fund increase by $41,140. The Cable TV reimbursement increases by $4,100. 10) Transfers show an increase of $35,140 which is all from retained franchise fees and funds the Communications Coordinator position proposed in the budget. Non-tax revenues in the 1993 proposed budget are within a couple of hundred dollars of the 1992 budget. As mentioned previously, there are a number of accounts which move up or down, however the total is about the same. • 3 As has been the case in recent years, user fees were given specific attention in preparing the 1993 budget. The 24.4% of the non-tax revenues is generally • considered to be user fees of one sort or another. While the "user fee" idea has become quite popular, its application in providing services through the general fund of a city is rather complicated. With the exception of the park programs, the bulk of the 24.4% or $3,044,900 of 1993 estimated general fund revenue is designed more as a reimbursement of City expenditures than as a user fee. In a true user fee situation, the customer would have a choice as to whether or not they wanted to purchase the goods or services at the listed price. However, in licenses, for example, the customer is required to make the purchase and the City can charge only what it reasonably expects to spend to provide the service. The pricing structure then becomes more one of what the market will bear and does not reflect whether or not the customer wants the service, but how much they will pay before complaining. The City's recent experience with the State's user fee of $5.21 per year for each water connection illustrates the problem from the customer's side of the issue. The breakdown of estimated 1993 non-tax related revenue is as follows: Licenses $ 94,800 Permits 680,900 Inter-governmental 225,000 Charges for Services 547,200 Recreation Programs 206,000 Other Park Related 26,000 Fines & Forfeits 150,000 Miscellaneous 208,300 Program 794,900 Transfers 111.800 Total $3,044,900 When this list is analyzed, there does not appear to be much opportunity to generate additional revenue by raising user fees. A number of the larger line items are internal transfers and amount to taking money from other funds. The related analysis is to look at the expenditure side of the budget to determine if there is anything being supported by general revenues which could legitimately become user fee supported. That was the rationale over the years for removing storm drainage expenditures from the general fund and using part of the new storm drainage utility rate to pay for those services. Also, the creation of the community lighting utility fee in 1992 allowed for certain expenditures to be removed from the general fund. Each of these new user fees removed between $50,000 and $100,000 of expenditures out of the general fund. There does not appear to be any opportunity in the 1993 budget to either increase general fund revenues or reduce expenditures through user fees without an additional expansion of the concept. Unless it is a discretionary spending item, • the taxpayers quickly point out that user fees are nothing but an additional tax without the benefit of deductibility on federal income tax. S Li Expenditures • The increases to the proposed 1993 budget are related primarily to personal services. Since local government is labor-intensive, most of the increases are for wages and benefits. Expenditures as presented in the City Administrator's revised budget present an increase of-7.8%; 2.8% workers compensation and health insurance and .9% sales tax with 4.1% representing all other spending, including wage increases in the 1992 budget. . The total increase in the operating budget of $896,410 is broken down as follows: Increase (Decrease) Percent Personal Services by Category of Total Existing (Effect of contracts & other anticipated employee settlements & step increases) S671.6601 74.9% New Positions & Changes Positions. 1) 2 Police Officers $ 64,500 2) Change from Recycling Coordinator to Communications Coordinator - Administration 11,160 3) time Clerical - Finance 14,100 4) Benefits - Sign Inspector, Benefits - Fire Inspector, Mechanical Inspector to • Full-Time 29,100 5) Add'l Seas. Hours - Streets 7,370 6) Add'l Seas. Hours - Tree Cons. 5.920 Total Proposed New $132,1501 14.8% Volunteer Fire Changes in Compensation & Benefits Contribution S 5.950 .6% Total Personal Services 5809.260 90.3% Parts & Supplies $ 56,300 6.3% Services & Other Charges $ 51,310 5.7% Capital Outlay $ 2,240 .2% Other ($22,700) (2.5%) Grand Total 5896.410 100.0%, 'The combined increase of $803,810 includes an increase of $320,160 in workers compensation and health insurance. This is 39.8% of the total proposed increase. 11110 s- The following is a comparison of the 1992 budget and the proposed 1993 budget by major spending classification: • 1992 1993 Amount percent Amount Percent Personal Services $ 8,268,740 71.6% $ 9,078,000 72.9% Parts and Supplies 858,200 7.4% 914,500 7.3% Services & Other Charges 2,191,390 19.0% 2,242,700 18.0% Capital Outlay 154,660 1.3% 156,900 1.3% Other 84.200 .7% 61.500 .5% S11.557.190 100.0% 512,453.600 100.0%, Any reduction/adjustment to total personal services is directly proportionate to the quantity and quality of service delivery. The budget as proposed, with the small exception of the Police Department, does not expand service delivery or improve the quality of existing services. The City has a greater number of miles of infrastructure, more neighborhood parks to accommodate the growth in subdivisions, more constituents requiring attention by all departments in City Hall and the sheer number of rising calls in all City departments is creating a greater work load for the same complement of staff existing in 1991. In actuality, with the reduction of certain support staff, such as the internship • program, the actual numbers of total employees has been reduced. A study by the Office of the State Auditor found that there are significant disparities in the total amount spent by Minnesota cities for the provision of public sewers. Annual spending by Minnesota's medium-sized and large cities ranges from a low of $85 per capita in East Bethel to a high of $814 per capita in Minneapolis. The ten cities with the highest per capita spending average $751 per capita, over five times more than the $138 per capita spent by the ten cities with the lowest per capita spending. While the average spending for larger growth suburbs is approximately $340, Eagan has maintained per-person spending at $204. S 4 1993 Ad Valorem Tax Levy • As discussed previously, the City's levy limit restrictions were lifted by the Legislature allowing cities to consider a property tax rate according to their needs. This allows freestanding and suburban communities, both new and old, to lower, maintain or increase property taxes for a desirable level of service. stated. The following table illustrates the total tax levy as certified and adjusted in 1992 and as proposed for 1993: PROPOSED 1993 AD VALOREM TAX INCLUDING HACA & FISCAL DISPARITIES COMPARED TO THE 1991 & 1992 LEVIES Actual Actual Proposed 1991 1992 1993 Operating Levy General Fund $ 8,131,810 $ 8,482,760 $ 9,408,700 Major Street Fund 460,239 382,109 499,245 Equipment Revolving Fund 272,820 -0- 76,947 • Total Operating $ 8.864.869 $ 8.864.869 $ 9,984.892 Special Levies Debt Service $ 1,310,000 $ 1,436,500 $ 1,504,000 Special Assessments City -0- 100.000 110.000 Total Special S 1.310.000 $ 1.536.500 $ 1.614.000 Total Tax Related Revenues 810.174.869 $10.401.369 511.598.892 The proposed 1993 levy for operations is allocated 94% to the general fund, 5% to the major street fund and 1% to the equipment revolving fund. In years prior to 1992, the allocation was 92%, 5% and 3% respectively. In 1992 because of the restrictive levy limits and general fund requirements, the allocation was 96% to the general fund and 4% to the equipment revolving fund. To return to the pre-1992 ratios while balancing the general fund at the proposed level, an additional tax levy of $241,946 would be required. That additional levy would raise the estimated tax capacity rate to .19772 and change the increase from 4.6% to 7.4%. That action would allocate $511,342 to the major street fund and $318,903 to the equipment revolving fund. To return to the pre-1992 ratios while maintaining the total operating levy of $9,984,892 would require a general fund reduction of $222,599. The allocations would then become $9,186,101 to the general fund, $499,245 to the major street fund and $299,546 ' • to the equipment revolving fund. T1 The proposed 1993 levy, if adopted, would be summarized as follows: •. PROPOSED LEVY FUND Assessmts Debt Major Equipment City General Service Street Revolving Property Total General Levy $9,408,700 $ -0- $499,245 $ 76,947 $ -0- $ 9,984,892 Debt Service Levy -0- 1,504,000 -0- -0- 110,000 1,614,000 TOTAL LEVY $9,408,700 $1,504,000 $499,245 76,947 $ 110,000 $11,598,892 Percent of Total 81.1% 13.0% 4.3% .7% .9% 100.0% BUDGETED AS FUND Assessmts Debt Major Equipment City General Service Street Revolving Property Total Net Current Ad Valorem Taxes $7,350,231 $1,174,036 $390,103 $ 59,180 $ 87,157 $ 9,060,707 Fiscal Disparities 771,301 123,636 40,895 6,657 8,559 951,048 HACA 1,287,168 206,328 68,247 11,110 14,284 1,587,137 TOTALS $9,408,700 $1,504,000 $499,245 $ 76,947 $110,000 $11,598,892 53 Property Tax Rates • As has become a constant problem given the State's manipulation of the property tax system, through changes in property classes and class rates, it is difficult to project the bottom line tax impact this early in the process. All of the factors will be in place when parcel specific truth in taxation notices are mailed. At this point, however, certain estimates need to be made. With that in mind, the following is a comparison of payable 1992 with payable 1993 as proposed: 1 Tax Year Payable 1992 Actual 1993 Estimated Operating Levy $ 8,864,869 $ 9,984,892 Special Levies: Debt Service 1,436,500 1,504,000 Other 100.000 110.000 Total Levy Certified $10,401,369 $11,598,892 Reduction to Certified Levy: Fiscal Disparities Distribution ($ 858,345) ( 951,048) • HACA ( 1.320,473) ( 1.587.137) Total Reductions ($ 2,178,818) ($2,538,185) Net Levy to be Raised Locally S 8,222.551 S 9.060.707 Gross Tax Capacity $57,501,814 $59,076,250 Less: Fiscal Disparities Contribution ($12,008,719) ($11,155,658) Tax Increment Value (830,033) (871.535) Net Taxable Valuation 544.663.062 547.04.9.057 City Tax Capacity Rates 18411 1�9258 Tax Capacity Rate Increase 4.6% The table on the following page is a City tax comparison which shows the property tax impact on homestead residential properties of market values ranging from $70,000 to $250,000. The table also demonstrates the impact of class rate changes on homestead residential properties. The rate of • increase/decrease for estimated 1993 taxes payable is shown in both dollar amount and percent. Again, this table only reflects the total tax bill which is collected by the City. ck T a °*°� t A a 4 Nr v 0 ■° °° - Os a, as g e N c N -+ F„ 4., 40 a 2 a a , Z cc in. iA 2 404 fA ef? H ON N I i�t N tN�+i lNV N C4 OrtO � � j[.rd 4, fA fii a w w 0 2iv - "' ° w E i 4, 2 a 4" 0 ,� A z 0 II" , H 4 4, U U • X o . U erj C 4) Go eh ,..,, n $, g '° eNi °oN$ in o im fA fA 2 ens 4, 4 = 00 00 cb OOOO 0000 0000 OOUnO OOenO 1 . 1 N 4, 4A 4R 4 CA - /..e - I 11 - 1 ��yyNN I N 4 4, 4 4, 4"4,4,, 49 UUURUA O - N e+) fin c7 •-� N t7 .� N c�) fin t+) •-� N crj ° "1e4 & fin Pilo fieif fin Erik 0 h O 8 - N 4, 4, io . , rn S ��N`` @) O g N N iR h. fA w1 V co Il s 5 �N` e V N N fa SR G vs 11110 W 7 M0 g i N i�R c CIS 4 CO ON C O ON x i• O 8 413 (A a F■ i9 e I N e s • § 44 , cie II . Section II Included as a part of the draft 1993 budget are departmental summaries and • budgetary worksheets that provide expenditure breakdowns by account for each department. Please review those narratives for more comprehensive review of each departmental budget as proposed by department heads and revised by the City Administrator. See the attached memo entitled "Proposed 1993 General Fund Operating Budget" enclosed on pages Vi through 4 Z. the worksheets are attached for review also, pages '13 through Summary Truth in taxation legislation mandates two (2) actions on or before September 15, 1992 regarding the 1993 budget and tax levy as follows: 1. The City must certify to the County Auditor the dates it has selected for its public hearing and for continuation of its hearing, if necessary. The dates for the City's hearing or for the continuation of its hearing must not conflict with the hearing dates of the County or of the School Districts in which the City is located. The dates must fall between November 30, 1992 and December 21, 1992 for this year. The continuation date must be at least 5 business days after the initial hearing date but no more than 14 business days after the initial public hearing. The following dates have been selected: (Continuation Date if necessary) COUNTY OF DAKOTA 12-8-92 12-15-92 SCHOOL DIST. #191 12-3-92 12-17-92 SCHOOL DIST. , l96 12-7-92 12-14-92 SCHOOL DIST. #197 12-7-92 12-21-92 The hearing can be held on a regular meeting night but must be handled as a separate hearing. The hearing date could probably be set as December 1, 1992, which is a regular meeting date. Unfortunately, the continuation hearing cannot be held at the December 15, 1992 regularly scheduled meeting since that date has been selected by Dakota County. A special meeting would be required to be scheduled between December 8, 1992 and December 21, 1992 to meet the requirements. Note that the 8th, 14th, 15th, 17th and 21st are already taken. The special meeting need be held only if the levy and budget were not adopted at the first hearing on December 1, 1992. 2. The City must adopt a proposed budget for 1993 and must certify its proposed property tax levy for payable 1993 to the County Auditor. • t2 The City Council can take this action at either the regular meeting on • September 1, 1993 or at the special meeting scheduled for September 10, 1992. There are a number of policy issues related to the 1993 general fund operating budget. The City of Eagan has taken great pride in limiting its service delivery to the very basic and expected municipal services. The growth in general fund budgets has been driven by legislative mandates, such as comparable worth, and growth of the community. As stated previously, the delivery of services is labor intensive and as the system expands due to new growth, so do the number of employees to provide the new and expanded service needs. This budget recognizes some additional staffing needs, mostly in the Police Department. However, the impact of increasing demands on the current level of service delivery is being felt in all City departments. \Y\4WW�� Y� City Administrator 0 Attachment TLH/vmd • \3 • MEMO I __city of eagan MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 28, 1992 SUBJECT: PROPOSED 1993 GENERAL FUND OPERATING BUDGET DEPARTMENT SUMMARIES Enclosed are budget worksheets for each department. The following is a summary of each departmental budget as presented for consideration. Capital outlay included in the proposed 1993 operating budget totals $156,900 compared to $154,660 in the 1992 operating budget. All cpaital outlay items eligible for funding through the equipment revolving fund have been removed from the operating budget for considertaion at a later date with the equipment revolving fund. These summaries, therefore, include little reference to capital outlay. • MAYOR AND COUNCIL The only change under Personal Services are small adjustments for accrued retirement benefits and the accrued insurance benefits, assuming an increase in the allocation for family insurance costs. Enclosed on pages through .a g is a copy of the annual salary survey for Mayor and Councilmembers, prepared by the AMM. If the City Council feels a salary adjustment should be considered and enacted it would be necessary to take this action prior to the municipal election this fall if the new rate of compensation is to be effective January 1, 1993. Any consideration for a compensation adjustment after the municipal election could not go into effect until January 1, 1995, following the municipal election scheduled for the fall of 1994. Conferences and Schools has been increased to include the following seminar opportunities for the Mayor and Council: 1. Travel for three (3) councilmembers to either the Washington, D.C. legislative conference in March or National League of Cities Conference in December. The legislative conference is always in Washington, D.C., while the 1993 N.L.C. Conference will be in Orlando, Florida. 2. The League of Minnesota Cities Conference will be in St. Cloud and there are • three (3) registrations budgeted for 1993. 3. The N.O.I.S.E. Conference held, in July 1993, is also budgeted. ly ADMINISTRATION The administration budget includes an additional personnel allocation for a Communications Coordinator position. The number one goal and priority of the City Council is to enhance communications and the City Administrator is recommending that the Recycling Coordinator position be retitled to assume a greater responsibility, that of Communications Coordinator. At the present time, the complement of employees in Administration does a substantial amount of work in addressing and responding to department and organization priorities. Despite this, the volume of the work requires that certain of the lower priorities be forgone and that others be handled on a time available basis. Chief among these is the communications function which does not receive the level of attention necessary for a community in excess of 50,000 people. Comparably sized communities and communities smaller, including Minnetonka, Golden Valley, Edina and Lakeville, have utilized such positions with significant success to disseminate community information and manage information of local and regional media. In 1992, the City of Burnsville created and hired such a position entirely funded through retained cable franchise fees. The function of this position is largely similar to that being proposed for the City of Eagan with the exception that the proposed position would also coordinate recycling and solid waste management activities. In 1992, the City determined that the former contract Recycling Coordinator position be reorganized as a temporary position. At that time, the compensation for this position moved from Fund 17 covering waste abatement activities to the administration budget. As a consequence of this decision, the $12,000 permanent transfer anticipated in the 1992 budget to Fund 17 will be retained in the administration budget and a portion of the Dakota County solid waste abatement funding allocation will be transferred from that fund . to the administration budget to cover that cost. If the Communications Coordinator position is not approved, it will be necessary to retain the temporary Recycling Coordinator position in the administration budget as shown both in 1992 and 1993. Another funding source for the Communications Coordinator position will be cable franchise fees. It is important to note that this position does not change the net complement of employees. The administration budget also includes many expenditures that are of a support nature to the entire local government operation. All organization memberships, i.e. LMC, AMM, MLC and others; personnel services, communication and recycling; economic development; newsletter preparation and distribution and commission activities, such as solid waste, airport, and economic development; are budgeted under administration. The following is a partial list of the organizations the City belongs to which includes the 1992 and proposed 1993 dues. LMC 1992/$15,800 $16,100 AMM 1992/$5,910 6,090 Metro East Coalition 500 N.O.I.S.E. 1,200 MLC 12,500 • There are many other smaller organizations ranging from the Dakota County legislative network, health counseling service, hearing conservation program - city of Bloomington, employee right-to-know, Chamber of Commerce, directory donation, deer survey and many others that are historically budgeted under administration. 1S 1993 GENERAL FUND BUDGET • PAGE 3 In summary, the administration budget is responsible for all general operations of the City and coordination of its various departments as well as community relations and other activities representing the Council and community. Expenditures cover responsibilities for personnel and benefits administration; the City newsletter; press releases; supervising all MIS activities; all commissions of the City, specifically, airport planning and relations and economic development; business finance activities; policy development and the coordination of multi-department projects. DATA PROCESSING There are no changes in Personal Services for the Data Processing Division. The largest expenditure in the Data Processing budget is for electronic data processing with LOGIS. The LOGIS Data Processing budget is different this year because the budgeting process incorporates a new cost allocation methodology,which includes a new rate structure formulated as a basis for the 1993 budget. The LOGIS system's applications are as follows: Payroll Communication/Space Allocation • Utility Billing Systems Development Share Financial Training Fixed Assets Management Parks & Recreation Police CAD/Records Tree Inventory Property Data Dog Licensing Investment Management Customer Response System Special Assessments Permits & Inspections Vehicle Maintenance Clerks Index System Special Services Police MDT Interface/CDS The appropriation for 1992 was $256,600 and the budget request for 1993 is $230,000. The City Administrator is further studying the payback and cost effectiveness of a network system, it appears that the networking as proposed will save present and future expenditures for software and hardware, while increasing productivity. The total phase-in for the network system would occur over a three to five year period of time. For historical purposes, the City of Eagan is part of a consortium of 23 communities in the metro area that subscribe to a not-for-profit computer service entitled LOGIS. LOGIS provides state-of-the-art hardware and software applications for municipal governments and provides subscriptions for all the applications as previously stated. There are special services, such as the dog licensing system, customer response, clerks index system and many other programs and charges. If any member of the City Council would like t�, • 1993 GENERAL FUND BUDGET PAGE 4 additional information on LOGIS, please feel free to contact the City Administrator who, along with four other city managers, is currently serving on the executive committee for the not-for-profit LOGIS Board. FINANCE The budget allocation for Personal Services includes an additional 20 hours for a clerical position which allows for a reorganization among the accountants and the accountant clerks. It is being recommended that a clerical position that is currently one-half time be changed, as a result of the reorganization, to a full-time position. This should provide better accounting, recording and financial control. Some of the new duties are a direct result of the City's new financial system. The position will also allow Finance to better allocate resources for risk management, purchasing, accounts payable and investments. The Finance Department includes all expenditures for office supplies for general use by all departments. The only significant change is for election supplies and election judges. Due to the even year elections, there is no election proposed for 1993. This expenditure has been zeroed out for the 1993 appropriation. The proposed appropriation for auditing services is essentially constant with the amount budgeted for 1992. The City Council approved a three (3) year agreement with three (3) one (1) year extensions with Deloitte &Touche to provide auditing services. In 1993, the City will begin its first one (1) one year extension if approved by the City Council. At the end of the three one-year extensions, the policy requires the City to bid out the auditing services. Similar to office supplies, the telephone service and line charges for all telephones in the municipal center building are billed to Finance. Also, maintenance contracts for all equipment, such as the Kodak copier, telephone system, fax machine and other related equipment, is billed to this department. There are no new programs reflected in the 1993 budget appropriation for the Finance Department. The reduction of approximately$40,000, due to the change of elections from odd to even years is a primary factor for the decrease to the Finance budget. LEGAL The proposed 1993 Legal budget remains constant at$370,000 for the coming year. This • includes civil, prosecution and special labor/personnel counsel. While it is difficult to estimate legal costs since they are directly proportional to the case load which may be 11 1993 GENERAL FUND BUDGET • PAGE 5 experienced in the coming year, it appears that 1992 legal expenses will be at or below the projections used in the 1992 appropriation. The 1990 actual was $365,138, while the 1991 actual was less at $306,526. According to current City policy, legal services will be bid out through a request for proposal process in the spring of 1993. This includes civil, prosecution and other. Legal, for general purposes, includes the following budget breakdown: Civil $190,000 Prosecution $150,000 Other $ 30.000 Total $370.000, It should be noted that legal expenses for development and improvement related projects do not appear in the general fund since their costs are recovered from developers or improvement project revenues. These costs have averaged approximately $5,500 per month in 1992. Enclosed on pages a°1 through 32 for Council review is a copy of correspondence that was received from the firm of Grannis, Grannis, Hauge, Eide, Anderson & Kelly, who perform prosecution services, and Severson, Wilcox & Sheldon, who handle civil and development/improvement work. COMMUNITY DEVELOPMENT Community Development provides staffing for planning,protective inspections and general government buildings. There are no changes proposed for either planning or general government buildings. For protective inspections there is a recommendation that a part- time contractual position that requires a certified mechanical inspector be changed to a full-time classification. Also, there are two existing positions the Community Development Director is proposing to be changed to a regular position. The sign inspector would become a regular half-time position from a temporary part-time position and the fire inspector would become regular full-time from temporary full-time. This action would make both positions eligible for benefits. There is also a spending allocation for a part- time building inspector in a contractual arrangement. Community Development is also suggesting a supervisor of inspections position for consideration in 1994. This position is not included in the 1993 operating budget. The City Administrator will discuss further the philosophy of these positions with the City Council when the budget is presented for consideration. ■s i 1993 GENERAL FUND BUDGET PAGE 6 Similar to 1992, there is a budget appropriation recommended in the amount of$20,000 for professional services to be used for development-related studies directed by the City Council such as the Highway 149 study and the Cedarvale redevelopment study. Other special studies could include long-term transportation and environmental reports. There is an increase for general printing and binding and for the purpose of updating the zoning map and comprehensive guide plan map. Since January 1991, over 402 acres have been rezoned and in addition to some 60 corrections to the base map that are necessary, the zoning and comprehensive guide plan maps be used for staff and public use. The Capital Outlay included for 1993 is $6,800 compared to $15,300 in 1992. In summary, Community Development is responsible for three different divisions 1) planning and zoning which is involved in long-range and comprehensive planning issues in addition to processing applications for rezoning, preliminary plats, variances, conditional use, special use and interim use. 2) Protective inspections is a regulatory division of Community Development responsible for enforcement of the uniform building code and other related ordinance relating to commercial, industrial and residential building safety. 3) The third division, general government buildings, is responsible for all cleaning, maintenance and repairs of the Municipal Center Building and Fire Administration Building. Like other departments,the number of constituent inquiries have escalated in recent years proportionate to the rise in population. CABLE TELEVISION The 1993 budget proposal for the Burnsville/Eagan Cable Communications Commission is divided into a general budget and local programming budget. The general budget is used to support the general administration of the Cable Commission. It also provides the cities with the staffing necessary to monitor the franchise and the operations of the cable company. For the purposes of budgeting, the cable TV appropriation consists of two components, one of which is accounted for within Eagan's general fund and the second of which is the actual budget for the Burnsville/Eagan Cable Communications Commission. The department included within the City's general fund accounts for the salary of the Cable Coordinator and minor purchases made by the City for the commission. Those expenditures totalling $65,400 are offset by a revenue account and are reimbursed 100%by the commission. Also included in the revenue account is$7,000 which again is a payment by the commission to the.City of Eagan for cable-related support services, such as accounting and clerical which are cost accounted within other City departments. For the 1993 budget, the transfer of franchise fees from the City to the commission to finance 50% of this budget will be accounted for in a special revenue fund and will have no impact on the City's general fund budget. 1� 1993 GENERAL FUND BUDGET PAGE 7 POLICE The Police budget includes two (2) new police patrol positions. One position replaces the officer who has been assigned to the Eagan High School and Dakota Middle School as a Youth Relations Officer. The other police patrol position is being requested to serve an expanded population and increasing intensity in the type of calls and issues the Police Department is coordinating in the decade of the '90's. The City is receiving 80% of a $1.00 per capita allocation from I.D.S. 196 for the youth relations officer position. Other increases for 1993 include an increase in office printed material due to a required change to print new incident reports and booking sheets to comply with State requirements. There are new dollars budgeted for small office equipment that will purchase necessary accessories for taping children's statements as well as replace and add new recorders for officers to use when doing reports. There is an additional allocation being made to the Neighborhood Watch program to assist in crime prevention. The addition of new officers and replacement of a retiring officer has caused the Clothing and Personal Equipment budget to increase for 1993. Another significant increase includes a formalized testing procedure known as Police Career Index (PCI). An additional allocation is being requested for instructors in Conferences & Schools to provide additional training opportunities due to the potential liability issues that confront Police Departments. With the mobile digital terminal (MDT) installation in patrol cars, a budget allocation is required for additional hook-up charges with the BCA. This system is a high priority to the Police Chief. Repair, due to the cost of labor and parts, is increasing for all mobile equipment and radio equipment, which tends to cause a greater than inflationary increase on the operating budget. This includes maintenance contracts for various equipment. The Capital Outlay consists of small office equipment and the replacement and new additional equipment, i.e. mobile radios, visebars, shotguns, video camera lenses and additional software and hardware for the MDT equipment. Police Administration is considering community oriented policing, or more appropriately stated problem oriented policing, a philosophy that returns police to the neighborhoods. This concept emphasizes public relations and communication throughout the community. There are limited resources contained in the 1993 appropriation to study problem oriented policing. • 1993 GENERAL FUND BUDGET PAGE 8 FIRE There are no new requests for personnel in the Fire Department. Unless otherwise directed,the position of full-time fire chief, budgeted in 1989 through 1991, is not reflected in the 1993 proposed budget. The number of volunteer firefighters authorized for 1993 is 150. Due to retirement, resignations due to relocation, status of their full-time vocation and other reasons, the actual number of volunteers during 1993 will be approximately 110. The amount of compensation for volunteer firefighters totals $270,000, similar to the appropriation in 1992 of$264,350. This appropriation provides payment for all the officers pay and fire and training calls for each volunteer. The proposed 1993 budget places additional emphasis on fire prevention considering prerecorded films, additional supplies and the related for this service. In addition, the budget suggests an appropriation for restocking basic supplies, a new rope and harness and climbing hardware for high level rescue. The largest budget increase is directly associated with the additional firefighters that are being recruited for late 1992/1993. Each firefighter requires certain medical services such as psychological profiles, hepatitis vaccinations, respirator/lung testing and a basic physical. These costs exceed $10,000 of additional appropriation for 1993. Also each firefighter will require protective clothing. • In order to comply with OSHA standards pumps require certification at a cost of $8,000 as well as an allocation for other contractual services for other related OSHA testing. There was also a budget request for HAZMAT (hazardous materials training) to comply with the statewide mandate that each volunteer firefighter be certified to a certain level to deal with a potential hazardous material spill. The Capital Outlay for general budget consideration includes the replacement of portable radios, new pagers, the usual and ongoing hose replacement, a ventilation fan for discharging smoke from buildings. Color/video projector and other improvements, considered as building maintenance. There are no new programs or personnel being requested for the Fire Department in 1993. In summary, there is additional attention to training, fire prevention and rescue for 1993. The new recruits, as approved by the City Council during 1992, are requiring additional funding in 1993 as they are certified as volunteer firefighters. 1993 GENERAL FUND BUDGET 40 PAGE 9 PUBLIC WORKS/ENGINEERING • There is no change in the number of full-time personnel within the engineering division. The Director of Public Works will continue to evaluate work load and special needs during 1993 for future budgets. There is a request for two seasonal engineering aides which have allowed the engineering division to reduce high cost consulting services for non-reimbursable work as well as providing assistance for public improvement engineering/inspection with a reimbursable rate of more than twice the actual cost which provides the City with a net revenue. The amount budgeted for engineering services is increasing by $10,000, providing an expense allocation for expert witnesses, research and litigation expense. Other costs associated with this budget account is in-house staff performing map updating, etc. Capital Outlay considerations for public works engineering include items under office furniture, a Kroy machine, traffic counter ports and gas detectors. The total cost for capital is $6,000. STREETS 40 There is no request for additional full-time personnel within the street maintenance division for 1993. The Public Works Director and Superintendent of Streets will continue to monitor the ever increasing work load and special needs for consideration of additional personnel and future budget requests. Similar to previous years, seasonal street maintenance employees are being maximized to meet some of the work load that is increasing in that department due to more miles of streets to maintain for all the services the City provides. The 4,477 hours requested under temporary/seasonal are equivalent to approximately 2.3 full-time position which is slightly higher than the 1.9 approved for 1992. The request includes a "seasonal technician/inspector" which is different from the typical maintenance labor position. This position will inspect erosion and siltation, assist in inventory mapping for seal coating, striping, plow routes and update as-built files and maps. The position would require some technical education and computer literacy to assist in some of the planning and programming needs of the street maintenance operations. As stated, these temporary/seasonal personnel allow the City to effectively use maintenance personnel during peak seasons and, subsequently, minimize the number of full-time position requests. Many of the parts and supplies that are purchased by streets are subject to sales tax. As an example mobile equipment repair parts is increasing by approximately $6,000 of which $3,500 is sales tax. That total budget line item is proposed at $54,300 for 1993. • 1993 GENERAL FUND BUDGET PAGE 10 • This is also the case with street repair supplies, increased by approximately $5,000 to offset the sales tax. Other functions in the street division that require an increase include snow and ice control supplies due to a new chemical additive for increased ice control efficiency at lower temperatures, implementation of a five year program to replace street identification signs at major intersections and other considerations. An item that was originally budgeted under the street division has been allocated to major street construction fund. The Director of Public Works is requesting a $17,000 expenditure to enhance programming, networking and video inventory evaluation of the street infrastructure and sign inventory as a part of the pavement management program (PMP). This expenditure relates to planning and programming for the five year capital improvements program for street rehabilitation and long range maintenance efficiencies. For the 1993/1994 season, it is anticipated that the City will need to expand contractual services to accommodate the increased number of street miles in lieu of hiring additional personnel and major equipment acquisitions for snow plowing. Currently, the City has one main line and one cul-de-sac route that is contracted. Until approximately two (2) years ago, the annual seal coating obligation was split 50/50 with the major street fund. However, due to recent budget constraints and levy limitations, the general fund's participation has been limited to $50,000 with the remainder being financed by the major street fund. This budget proposal returns to the 50/50 split which results in an increase of $69,000 to a department request of $119,000 for 1993. The City Administrator has reduced the expenditure to $60,000 and will be seeking a policy decision by the Council as to whether more or less of this budget request should be borne by the major street fund. Capital Outlay consists of $3,500 for miscellaneous office supplies. CENTRAL SERVICES Through the continued use of seasonal personnel and contractua= services, there is presently no need to add any full-time personnel within the central services division. Similar to previous years, the division is requesting two (2) seasonal vehicle maintenance employees. For 1993 one position would be retained for the maximum eight month duration while the other is for a lesser period of time. It is felt that due to the increasing size and complexity of the City's fleet of mechanical equipment, the seasonal personnel will eliminate the need to hire full-time personnel and minimize the amount of more expensive contractual services. These temporary/seasonal personnel have been significant in allowing the public works department to meet the demands of vehicle and 40 mechanical maintenance for the City's growing fleet. 1993 GENERAL FUND BUDGET • PAGE 11 A large increase in the central services and the sales tax which amounts to a $10,600 increase to the 1992 budget. Electricity will increase approximately $5,000 based on actual billings. The large garage doors impact the amount paid out for electricity during winter months. In an effort to provide a better cleaning service in the maintenance facility expansion garage bays, quotes were received for janitorial services, projected 1993. The cost for cleaning personnel areas and equipment areas is approximately $17,400. The capital improvements budget includes high bay metal halide light fixtures, power operator for sliding gates and several smaller equipment items ranging from office furniture to hydraulic hose crimping machine and supplies. PARKS AND RECREATION The park maintenance staff since 1984 have added two (2) full-time positions despite the fact the department has grown, in fact almost doubled during the time period of 1984 to 1990. The department has adjusted to this growth with the addition of seasonals/part- time employees and fast efficiency and delivery of service. Much of the efficiency and service delivery is a direct result of the City Council's commitment to state of the art equipment such as the 580D large capacity mower. Despite the maintenance management program and efficient equipment operation and use of contractual employees, it is becoming difficult for the department to meet all maintenance objectives. The wages for a temporary have increased due to an adjustment in the salary schedule, addition of seasonal salaries for park planning aides and the addition of seasonal/part- . time salaries for summer playground programs, i.e. Captain Dodd Park. Operating supplies in general will increase due to the addition of Ohmann, Northview West, Bridle Ridge and other parks that became fully operational in 1992, coupled with the increased operational use of other facilities. A larger expenditure is for recreational equipment supplies. An increase in this program is due primarily for the expansion of the softball program for which the department supplies softballs. These expenditures are offset by a similar type revenue source. Also, athletic field supplies such as agricultural ag lime, replacement bases, chalk and diamond dry will increase due to sales tax, inflation and the increase in registration for the Eagan Athletic Association activities. Turf maintenance/landscaping supplies for maintaining 350 acres of active park land and other City facilities which now includes the addition of Wescott Station, Downing and Captain Dodd parks is proposed at the same level of spending as 1992. This program provides preemergent broad leaf weed spray chemicals, top dressing and manual reseeding operations as a part of the turf maintenance program. 21-k 1993 GENERAL FUND BUDGET PAGE 12 As previously described, the contractual payment for instructors has been reduced substantially due to the transfer of these costs to Personal Services to meet federal compensation requirements. A major expenditure to be considered by the City Council for 1993 is a $45,000 cost to hire a consultant for the purpose of developing a new/updated park systems plan. It has been ten (10) years since the last park systems plan was completed. This document has been very valuable and has helped the City greatly since its completion. The budget request assumes that staff can be heavily committed to the plan and that the existing plan will be updated. Potentially, the system's plan study can be as high as $60,000 without in-house support and involvement by City staff. This request has been removed from the general fund for consideration in the park site fund. As a part of recreational programs, athletic team sanction fees and supporting even officials have increased, however, the revenue offsetting these costs has increased proportionately. For the past five years the department has implemented a bituminous management 40 program for tennis courts, hard courts, bike trails and parking lots within parks. This entire maintenance program has been funded through the general fund. Due to budget reductions in both 1991 and 1992, the seal coating program was substantially reduced. Consequently, the seal coating and bituminous program is starting to fall somewhat behind from the original schedule and as a result an allocation of $52,500 is being requested for 1993. The insurance company as a part of the risk management recom- mendations is suggesting that the City maintain all its hard surface on a regular basis. The Capital Outlay includes other improvements which vary for a portable shelter for Lexington and Woodhaven parks, repair and replacement of backstops at Evergreen, Highview and Lexington parks and some other improvements and replacement for various park facilities. The total parks and recreation budget is $1,725,900. Although it is difficult to determine a breakdown between maintenance and recreation, the out-of-pocket recreation expenditures for 1992 were $240,435. Proposed for 1993, the expenditure is $298,545 which is 17.3% of the total department budget. These recreational expenses do not include the superintendent of recreation, recreational programmers and other full-time staffing positions. For a copy of the recreation programs offered and a comparison in cost for 1992 : 1993, refer to the attachment on pages 33 through 42 . . Please note that revenues are projected to offset each and all of these recreation programs 'which include out-of-pocket costs. I 2 S 1993 GENERAL FUND BUDGET • PAGE 13 TREE CONSERVATION The Director of Parks & Recreation is recommending that the 1993 appropriation for seasonal/part-time for tree conservation should be increased from $15,000 to $28,000, which is necessary to maintain and meet park and City public facility needs. The tree forestation efforts and tree maintenance efforts continue to grow within the community. The City Administrator's budget request has adjusted the amount to $20,000. The budget appropriation for printing and publishing was increased to increase the City's effort to provide informational brochures to the community regarding tree care, reforestation and management of tree disease. Similarly, there is an increase projected for contractual service for the purpose of moving large trees. As an example, the department was given a large pine tree and the cost of the tree was five to six times the value of the actual cost of moving it. Capital Outlay includes an expenditure for plant material that is used for reforestation and replacement efforts for all public properties. The program that has been extremely popular is the tree sale program that promotes forestation. The City acquires trees that are sold to the general public as a part of the Arbor Day program and a service to the community. The cost for the tree sale program • is offset by an equal revenue. CONTINGENCY • An appropriation of $30,000 has been placed in the contingency for the recommended budget. This compares to $50,000 budgeted in 1992. • BUDGET DISK: GENFUND.93 LEAGUE OF MN CITIES TEL :612-221-0986 Aug 28 92 10 :35 No .003 P . 12 i O O O O O O O O O 0 N O O O O N 0h 0 r. 0 -I co 0 0 co w a co 4 CO 10 • N 1.4 r . , . . , . . r . w IA r4 N In a er �1 IA d' an In N 1-1 0 1 4 0 0 0 0 0 0 10 0 0 0 O N 013N o a 0 O o 00 O N 0 0 0 0 In 01 0 a 0 0 CO 0 03 10 40 CO r4 p4 10 4. . r , . r r . . . , . . r W LA 0 in In .' LA In In 1D 14 to N O 10 0 o O 0 0 0 10 O o 0 0 1h 01 0 4 O 0 O CD O O N O O O O ,4 01 O N 0 0 tl' H 0 CO 10 ef' co H H CO ei . . . . . . . r r . 0 w w 0 in CO w 01 `V to In +A' In 10 10 0 . . 0 N O O O 0 O O O O 0p i-1 O O O O 50 p 01 O O O CO O 2D O O N 0 O In 8 r7 IX 0 0► N CO O d' N IN 0 10 N O O owl o N It)t) 10 '4 N O w N N 'O N CO N z 0 H o .CO 0 0 0 0 0 0 4-1 0 0 0 0 10 E 4 0.4 H 0 e1' 0 O 0 N O O N O o n o in ml 01 N r I o 0 N Os 0 w a' CO O 0 "0 II) 01 . . r ft. . . • . , , . . . . r '4 N cfr CO IA N '4 N 0 w N N 10 N CO N N O r N r O, O O O O O N O O O O IO N ts ' 0 0 10. N. O r 10 s' CO 0 0 e' H e CO IA N M CO 0 w N N 10 N 00 01 Cl) W H H • 0 i 0 + $ Z N N eI' N N er. M N N N N N N N • M W . �7 01 1-I os u CO u� In N '4 00 CO In Co s-I 0 IA 0 a I a M co CO CO I• M N g' 1-I 0 r� n ww 01 a er eh 0 et 01 ii s-I !OH CO N In inn IA N N CI tl' ti el' N N 2 /4 0 CP Q 84j kw c 1 PI 14 c H Q Q{ 4 A rrA�� 1 0 pi y+ > • U rpat� Q aC E 11 Q p r"� I 1.4 '10„ , ,J R-97% 612 221 0986 08-28-92 10:48AM P012 #30 LEAGUE OF MN CITIES TEL :612-221-0986 Aug 28 92 10:36 No .003 P . 13 • 0 0 0 0 0 0 o O o N o 0 0 0 0 0 O O O O O d' CD 10 Q 2 O O o O O O 01 N tl' r' 10 0 to N O 10 CD CO In_ N ID 0 • . . . . • 1' in In 10 to in O 10 in 'r' v' 1' d' !1 ei • tics 0 0 0 0 ' 0 10 0 N 0 0 0 0 0 0 0 r4 0 0 0 PI 0 CO r4 0 in .0 0 0 0 P 0 N 0 d' 0 10 in N CI /0 v' CO IA N 10 t1 )'I 01 • • • . • • • • • • • . • • • e-1 ‘I' 10 In N In O to 1O in In v' r' d' I• t1 1 r0 N 0 0 O 01 .' a 10 O CD 0 0 O O O 0 01 0 0 o C o CD ri O P. o v w o 0 0 01 N 10 0 01 10 IA N e1 CO d' CD 1D N 10 Cl• ,..I • • • . • • • . • • • . • • • 1' 10 10 10 Its O N 10 In IA v' we d' t• t1 O 0 0 0 0 0 0 0 In 0 N O 0 0 0 0 0 o P4 on 0 0 0 0 0 0 v' 0 CO 0 0 0 0 0 0 0 0 0 1 O 10 N (n N N V' N N O N 0 N CD N y . . • • • • • • • • • • I. • 0 M In 10 N P N N t• CD N 10 N 10 N •d' d' N • 0 O O O t1 O O O O N O O O O O O ',s1 H Q Q O N O O N O CO O O Q Q Q N Cl 0 N N 01 N O O N N N 0 N CD 1D z , . • . • . . . . . • , , . N Cl ri en P- N N co N co CD N N N 1D N ai' et' CO r 0 0 0 CO 0 0 CO 0 t• 0 0 0 0 0 0 N 0 a 0 O O O N O N O O C O 0 N 0' O O O O1 d' N O 1D In N N N N CD 10 R 0,r.1 In N O N CD N CD CD N N N 1D N d' d SI( • H • 0 z p q x', Z r i N N N d' N N N N N •t' N N N N H M 0• 0 o re a 01 I-I to t) r♦ N v' 1D v' 0 N N 01 0 In N N N co In Z AG N In M in N 0 In co rt co co . a) 01 CD N Co t+ Cl e1 N CO O N v' N el N o HAI • • • • • • • • • • • • • • • H W N d' CO 0 CO N H 0 In M t1 v' 0 d' 0 O N N t1 t1 4 N N M t1 in 'd' N N N N 1 p W a • Iri N -I I IP a)a) a M d CO m i a • R 0 li 1 a0 ii 1 1 t i a BA c4 H a s A t' O +• x o .4 x 1 A 'A i i z w i a a v, w e t z as R-97% 612 221 0986 08-28-92 10:48AM P013 #30 SEVERSON,WILCOX& SHELDON, P.A. A PROFESSIONAL ASSOCIATION ATTORNEYS AT LAW LARRY S.SEVERSON* JAMES F.SHELDON KENNETH R.HALL J. PATRICK WILCOX* 600 MIDWAY NATIONAL BANK BUILDING ""SCOTT D.JOHNSTON MICHAEL G. DOUGHERTY•••• 7300 WEST 147TH STREET WREN M.SOLFEST MICHAEL E. MOLENDA" APPLE VALLEY, MINNESOTA 55124 ANNETTE M. MARGARIT (612) 432-3136 DANIEL M. SHERIDAN SHARON K.HILLS TELEFAX NUMBER 432-3780 MARK D.STENBECK ALSO LICENSED IN IOWA ••ALSO LICENSED IN WISCONSIN OF COUNSEL. •••ALSO LICENSED IN NEBRASKA JOHN E.VUKELICH '•••CERTIFIED REAL PROPERTY LAW SPECIALIST,MSBA June 25, 1992 Jon Hohen in, Assistant to City Administrator City Eagan 38 Pilot Knob Road gan, Minnesota 55121 Re: Requested Attorneys Fees Rates for 1993 Dear Jon: Per our prior conversations, we are requesting the same attorneys fees for the calendar year 1993 as were in existence for the . calendar year 1992 . Those rates are as follows: General Legal Work $ 85. 00/hour Paralegal Rate $ 40. 00/hour Development Work $135. 00/hour The work that we do for Independent School District No. 196 is done at a general legal rate of $95.00/hour, together with a paralegal rate of $40. 00/hour. This rate has been effective since July of 1991. Our rate for 1991 at the City of Apple Valley is $90. 00/hour for general legal work; $80.00/hour for criminal prosecution; and $40. 00/hour for paralegal work. I hope that this will assist you in your budgeting. The existing fees are reasonable in our opinion. The survey that you provided me indicates that Burnsville's general civil litigation is at $90. 00/hour, Cottage Grove at $87.50/hour, Lakeville at $95. 00/hour, Inver Grove Heights at $86.00/hour and Prior Lake at $92 .50/hour to name some neighboring communities. While there are other communities with lower rates, we feel that the existing attorneys fees are fair and reasonable under the circumstances. 410 • • !II Thank you once again for the opportunity to provide legal services and advice to the City of Eagan. If you have any questions or there is anything further we can do for you, please contact me. Very truly yours, SEVERSON, WILCOX & SHELDON, P.A. James F. Sheldon JFS/wkt Enc. cc: Tom Hedges, City Administrator 410 3O • GRANNIS, GRANNIS, HAUGE, EIDE, ANDERSON Si. KELLER, P.A. Attorneys and Counselors at Law 200 Town Centre Professional Bldg. PAUL H.HAUGE 1260 Yankee Doodle Road • MICHAEL J.MAYER VANCE B GRANNIS.JR' Eagan,Minnesota DEBRA E.SCHMIDT KEVIN W EIDE ,55121-2201 BARRY L WITTENKELLER DAVID G.KELLER Tel: (612)456-9000 NGA T NGUYEN WARD R.ANDERSON VANCE B GRANNIS.SR. HENRY E.MUELLER- 01 Counsel 'Also admitted to practice in Wisconsin June 25 1992 Fax (612)454-4232 •Also admitted to practice ir,Ilhno s J 1/Mayor Thomas Egan and Eagan Council Members Eagan City Hall 3830 Pilot Knob Road Eagan, MN 55122 Mr. Thomas Hedges City Administrator Eagan City Hall 3830 Pilot Knob Road Eagan, MN 55122 0 RE: Proposal For 1993 Prosecution Budget Dear Mayor Egan, Administrator Hedges and Members of the Eagan City Council: As I have reported to you before, through the merger of our law firm at the beginning of 1990, and the ability to combine Eagan and Burnsville hearings at the same Court appearance, we have been able to substantially reduce, and then hold down, the prosecution fees billed to the City of Eagan. Our prosecution fees for the last three full years are as follows: 1989 1990 1991 $155, 381. 02 $129, 128.44 . $126, 247.95 Our fees for 1992 through the month of May are almost identical to those of 1991. We are currently billing at the rate of $83 per hour for attorneys time and $34 per hour for paralegal time. For the unusual occasion that we require the use of a law clerk for prosecution services, this is billed at $50 per hour. I would estimate the prosecution fees for 1992 to be $130, 000. • For the year 1993, our office would propose to increase our hourly rate to $86 per hour for attorneys time, $35 per hour for paralegal time and continue with $50 per hour for services by our law 3l Mayor Thomas Egan and Eagan Council Members Mr. Thomas Hedges June 25, 1992 Page Two clerk. With rare exception, the attorneys and paralegal staff working for the City have at least seven years of prosecution experience. Assuming a 5% increase in work load in addition, we would estimate the fee to be charged for prosecution services during the calendar year of 1993 to be approximately $137, 000. If you require further itemization or have any further questions, please do not hesitate to contact me. Very truly yours, GRANNIS, GRANNIS, HAUGE, EIDE, ANDERSON & KELLER, P.A. BY: Kev n W. Eide Prosecuting Attorney - City of Eagan KWE/lmd cc: Chief Patrick Geagan 3Z 0 PROPOSED EXPENDITURES 1993 BY RECREATION PROGRAM 321 ,SUMMER IN THE PARK 192 1993 4130 Temporary Part-Time Salaries $23,100 $28,100 4224 Clothing & Pers. Equipment 250 300 4227 General Supplies - Crafts 1,700 1,950 4227 General Supplies - Equipment 600 800 4458 Contractual Service - Buses 3,000 3,500 4328 Admission Fees 2,000 3,000 SUB TOTAL: $30,650 $37,650 22¢ TINY TOTS 4130 Temporary Part-Time Salaries 29,600 36,000 4227 General Supplies - Crafts 1,200 1,700 4227 General Supplies - Equipment 800 1,700 ilk 4320 Contractual Services - 300 400 4458 Contractual Service Other 250 300 4328 Admission Fees 150 200 SUB TOTAL: $32,400 $40,300 4Q5 SKATING/SLIDING PROGRAM 4130 Temporary Part-Time Salaries 31,800 33,980 4224 Clothing and Personal Equipment 600 600 4227 General Supplies 480 _ 300 SUB TOTAL: $32,880 $34,880 PLAYWAGON 4130 Temporary Part-Time Salaries 1,700 1,900 4227 General Supplies - Crafts 200 250 4227 General Supplies - Equipment 100 150 4458 Other Contractual Service - Bus 0 0 4328 Admission Fees 0 0 • • • SUB TOTAL: $2,000 $2,300 • 3 3 3$$ RECREATIONAL T-BALL 122 1993 • 4130 Temporary Part-Time Salaries 950 1,500 4227 General Supplies 325 400 4840 Merchandise for Re-sale; T Shirts, 450 600 Part of Reg. Fee SUB TOTAL: 1,725 2,500 44I DOG OBEDIENCE 4130 Temporary Part-Time Salaries 0 1,350 4227 General Supplies 50 50 4320 Contractual Service Instructor 1,800 0 SUB TOTAL: 1,850 1,400 Q PANCE/MOVEMENT 4130 Temporary Part-Time Salaries 4,500 5,000 4227 General Supplies 1,100 1,200 •4450 Contractual Service - Recital 200 400 • SUB TOTAL: 5,800 6,600 4QQ SPECIAL EVENTS/WEDNESDAY CONCERTS 4130 Seasonal Salaries 50 . 1,100 4227 General Supplies 2,100 2,100 4320 Contractual Service - 1,100 0 Instructors/Leaders 4328 Contractual Service - 1,300 1,500 Entertainment 4310 Insurance 300 300 4396 Rental 100 0 SUB TOTAL: 4,850 5,000 35.2 GOLF LESSONS 4227 General Supplies 1,000 1,000 • 4320 Contractual Service - Instructor 1,050 1,050 SUB TOTAL: 2,050 2,050 • 31 • 3111 TENNIS LESSONS/EVENTS 1992 1993 4130 Seasonal Salaries -- 5,000 1 4227 General Supplies 1,200 1,500 4320 Contractual Service - Instructor 3,900 0 4840 Merchandise for Re-Sale — 0 (T-Shirts) SUB TOTAL: 5,100 - 6,500 384 CROSS COUNTRY SKI (AND DOWN HILL LESSONS) - 4320 Contractual Service - 650 650 Instructor (80% of Reg. fee) 4397 Contractual Service - 300 450 Equipment Rental 4450 Other Contractual Service 600 600 SUB TOTAL: 1,550 1,700 387 $ROOMBALL LEAGUE 4227 General Supplies 225 360 S4327 Contractual Service - Officials 3,400 2,650 4326 Contractual Service - Sanction 200 1,340 SUB TOTAL: 3,825 4,350 44 TRIPS & TOURS 4130 Seasonal Salaries --- 200 4320 Contractual Service - Leaders 200 0 4328 Contractual Service - Admission 1,600 : 1,600 4458 Contractual Service - Buses 1,200 1,200 SUB TOTAL: 3,000 3,000 • ID 35 32Q WOMEN'S SOFTBALL LEAGUE/TOURNAMENT (SUMMER) (1992 - 32 TEAMS) 4130 Temporary Part-Time Salaries 1,340 1,400 4227 General Supplies 2,015 2,100 4327 Contractual Service - Officials 4,200 4,000 4326 Contractual Service - Sanction 1,375 1,550 SUB TOTAL: 8,930 9,050 32Q WOMEN'S SOFTBALL LEAGUE (FALL) (BASED ON 8 TEAMS) 4130 Temporary Part-Time Salaries 75 75 (Ballfield Attendant) 4227 General Supplies 100 100 4327 Contractual Service - Officials 410 410 SUB TOTAL: 585 585 32 MEN'S SOFTBALL LEAGUE/TOURNAMENT (SUMMER) 4130 Temporary Part-Time Salaries 7,150 7,295 (Ballfield Attendant) 4227 General Supplies 8,815 9,400 4327 Contractual Service - Officials 19,855 20;470 4326 Contractual Service - 6,825 6,890 (Sanction, State Fees) SUB TOTAL: 42,645 44,055 2$2 MEN'S SOFTBALL LEAGUE (FALL) - (1992, 40 TEAMS) 4130 Temporary Part-Time Salaries 650 750 (Ballfi eld Attendant) 4227 General Supplies 250 250 4327 Contractual Service - Officials 2,315 2720 SUB TOTAL: 3,215 3,720 i 36 • 402 EDUCATIONAL PROGRAMMING (CPR SEMINARS) (BABY SITTING CLINICS) 1222 1223 4227 General Supplies 100 100 4320 Contractual Service - Instructors 1,800 ' 1,800 SUB TOTAL: 1,900 1,900 NATIONAL YOUTH SPORTS COACHES CLINIC 4130 Seasonal Salaries — 500 4450 Other Contractual Service 3,750 4,000 SUB TOTAL: 3,750 4,500 TEENS (FRIDAY FUN) 0 4130 Temporary Part-Time Salaries 750 750 4320 Contractual Service 100 0 4458 Contractual Service - Field Trip 700 700 Buses _ 4328 Contractual - Admission Fees 1,000 1,000 4227 General Supplies 100, 100 SUB TOTAL: 2,650 2,550 3.2 CO-REC SOFTBALL/TOURNAMENT (SUMMER) 4130 Temporary Part-Time Salaries 1,945 1,100 4227 General Supplies 5,440 5,850 4327 Contractual Service - Officials 6,530 6,460 4326 Contractual Service - (Sanction, 1,365 2,065 (State Fees) SUB TOTAL: 15,280 • 15,475 • 31 3$¢ VOLLEYBALL (FALL.WINTER. SAND) 1222 1993 • 4227 General Supplies 800 850 4327 Contractual Service - Officials 3,000 5,500 4396 Contractual - Rental 50 0 4326 Sanction 400 800 SUB TOTAL: 4,700 7,150 44¢ $OWLING • 4320 Contractual Service - Instructor 150 --- -- N/P SUB TOTAL: 150 0 SKATING/SPEED SKATING/BANDY 4130 Seasonal Employees --- 1,000 4227 General Supplies 300 800 4320 Contractual Service - Instructors 1,100 300 SUB TOTAL: 1,400 2,100 4QZ fASKETBALL LEAGUE 16. 5 MAN. 14, WINTER 3 ON 3. 6 SUMMER 3 ON 3) 4227 General Supplies 1,120 1,200 4327 Contractual Service - Officials 5,150 5,150 4396 Contractual Service - Rental 1,000 0 4326 Contractual Service - (Sanction) 500 500 SUB TOTAL: 7,770 6,770 4Q$ SENIOR CITIZENS PROGRAMS 4227 General Supplies 400 450 4328 Contractual Service - 600 600 Entertainment/Admission Fees 4458 Contractual Service - Buses 500 500 • TOTAL: 1,500 1,550 SUB 38 • • $ AFTER SCHOOL PROGRAMS 1222 1222 4310 Seasonal Salaries _--- 4227 General Supplies S00 w 4320 Contractual Service - Instructors 2,000 N/P 4396 Contractual Service-Rental 800 SUB TOTAL: 3,300 0 22 ADULT SOCCER LEAGUE/EAGAN INVITATIONAL TOURNAMENT 4130 Seasonal Salaries 0 540 4227 General Supplies 0 50 4327 Contractual Service - Officials 0 0 SUB TOTAL: 0 590 2 $ALL SKILLS/FUN AND FITNESS 4130 Seasonal Salaries 2,450 2,700 4227 General Supplies 400 500 4320 Contractual Service - Instructors 100 100 SUB TOTAL: 2,950 3,300 M rEEW PROGRAM DEVELOPMENT/OTHER PROGRAMS (HORSESHOES, DAY CAMP, ETC.) 4130 Seasonal Salaries 550 2,550 4227 General Supplies 500 500 4320 Contractual Service - Instructors 2,000 0 SUB TOTAL: 3,050 3,050 • 412 CONCESSIONS 4130 Temporary - Part-Time Salaries 2,625 2,825 4840 Merchandise for Re-Sale 6,150 6,150 4224 Clothing and Personal Equipment 50 50 . 4415 State License 75 75 4397 Equipment Rental 120 200 • SUB TOTAL: 9,020 9,300 • 3ck 224 BASEBALL/TOURNAMENT - TRAVEL LEAGUE & CLINIC • j992 122.E 4130 Temporary - Part Time Salaries 1,500 5,600 4227 General Supplies 4,000 4,000 4320 Contractual Service, Instructors 4,100 0 SUB TOTAL 9,600 9,600 411 DISCOVER EAGAN WALKING/BIKE CLUB 4227 General Supplies, Awards 250 500 4450 Other Contractual Service, 0 0 Art Work SUB TOTAL: 250 500 412 SPORTS/CREATIVE CAMPS 4130 Temporary - Part Time Salaries 675 3,075 4227 General Supplies 1,000 1,500 4320 Contractual Service - Instructors 1,550 0 ill SUB TOTAL: 3,225 4,675 41 PRESCHOOL CREATIVE ACTIVITIES 4130 Temporary - Part Time 2,000 2,500 4227 General Supplies - Crafts 400 500 4227 General Supplies - Equipment 150 200 4320 Contractual Service - Instructors 0 0 SUB TOTAL: 2,550 3,200 2$2 SOFTBALL TOURNAMENTS (STATE: OUTSIDE), 4130 Seasonal Salaries 865 865 4327 Officials 1,700 1,700 4227 General Supplies 750 750 SUB TOTAL: 3,315 3,315 • m.0 ! 3.21 CO-REC SOFTBALL (FALL) 1992 1222 4130 Temporary - Part-Time Salaries 145 125 4227 General Supplies 150 150 4327 Contractual Service, Officials 410 950 SUB TOTAL: 705 1,225 2,52 COMMUNITY ROOM 4227 General Supplies 100 100 4450 Contractual Service 500 500 SUB TOTAL: 600 600 422 FUN RUNS 4130 Seasonal Salaries M 100 4227 General Supplies 2,400 2,700 4) 4350 General Printing & Binding 400 500 SUB TOTAL: 2,800 3,300 - 3M VOLUNTEERS. RECREATION INTERNS 4224 Clothing & Personal Equip. 200 200 4227 General Supplies 500 500 4450 Contractual and other 1,200 1,200 SUB TOTAL: 1,900 1,900 FOOTBALL LEAGUES (7 MAN. 4 MAN, CO-REC) 4130 Seasonal Salaries 865 $65 4227 General Supplies 350 350 4327 Contractual Service (Officials) 1,400 2,100 4326 Sanction 150 150 • . SUB TOTAL: 2,765 3,465 4' 3.2i) SOFTBALL TOURNAMENTS (MSHL, GIRLS EAGAN HIGH) 1291 1993 4130 Seasonal Salaries (ballfield) 525 1,080 SUB TOTAL: 525 1,080 2$1 ARCHERY LESSONS 4227 General Supplies 500 -- 4320 Contractual Instructor 150 N/P SUB TOTAL: 650 0 225 J-IOCKEY 4227 Supplies • 400 250 4327 Officials 0 560 SUB TOTAL: 400 810 4450 INTERPRETERS (ALL PROGRAMS, Mandated to provide interpreters 1,000 SUB TOTAL: 1,000 TOTAL: 240,435 aq 8, S 4 5 • • 93REVSUM GENERAL FUND 28-Aug-92 COMPARATIVE SUMMARY OF REVENUES . Original Adjusted Budget Actual Actual Budget Budget Estimate Description 1990 1991 1992 7-31-92 1993 General Property Taxes $ 7,512,716 $ 7,314,442 $ 8,482,760 $ 8,482,760 $ 9,408,700 Licenses 77,255 88,081 84,550 84,550 94,800 Permits 837,512 864,435 599,000 599,000 680,900 Intergovernmental Revenue 209,291 225,888 212,060 212,060 225,000 Charges for Services 627,745 784,241 622,820 622,820 547,200 Recreation Charges 179,328 222,985 213,070 213,070 232,000 Fines & Forfeits 223,424 177,202 216,000 216,000 150,000 Other Revenue 216,687 328,273 248,120 250,320 208,300 Program Revenues 733,979 839,132 772,050 772,050 794,900 0 Transfers 66,939 122,310 76,660 104,560 111,800 TOTAL GENERAL FUND $10,684,876 $10,966,989 $11,527,090 $11,557,190 $12,453,600 S 143 • N O O O O 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 O\ W O O O O 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O 1 H N c''l N I- N �t Ch H 00 Ufl ul N r1 r•1 00 O O O O 00 N ul 00 c+1 Ch = O r1 N- o0 N N- r-1 N I- N ,t O O 1- W N Ol H ul N- o0 O VD r-4 Ch O O N 01 ' r1 H M 1- N $ ul 1--1 N- on _ - .. 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W 0 U a H H A W 1:4 z W z C.14 A G4 .-1 W H I:4 H c4 H W 2 H � 1�� � UU 0 I Crl W 00 Z � U W p4a H 04 A A H 0 '.O CO co 0 0 N N O M C..) z O\ 0\ 0N 0' < M M M 4c 93BUDEXP GENERAL FUND 28-Aug-92 • COMPARATIVE SUMMARY OF EXPENDITURES Actual Actual Budget Dept Request Admin Recom 1990 1991 1992 1993 1993 GENERAL GOVERNMENT 01 Mayor & Council $ 63,157 $ 73,465 $ 84,260 $ 77,800 $ 80,800 02 Administration 408,435 423,988 473,450 506,600 505,400 03 Data Processing 263,707 235,131 358,650 438,000 332,500 05 Finance/City Clerk 623,430 695,456 763,490 766,700 758,200 06 Legal 365,137 306,526 370,000 370,000 370,000 07 Community Development 1,103,559 1,231,025 1,262,330 1,538,100 1,363,400 10 Cable TV 46,571 52,943 61,980 65,400 65,400 2,873,996 3,018,534 3,374,160 3,762,600 3,475,700 PUBLIC SAFETY 11 Police 2,973,831 3,414,904 3,835,240 4,414,000 4,347,400 12 Fire 630,193 646,176 667,000 709,200 709,000 3,604,024 4,061,080 4,502,240 5,123,200 5,056,400 PUBLIC WORKS • 21 Public Works Engineering 655,335 682,433 729,400 797,100 775,500 22 Streets & Highways 775,000 835,855 819,120 1,201,600 880,400 24 Central Services Maintenance 285,599 320,317 345,340 437,900 383,200 1,715,934 1,838,605 1,893,860 2,436,600 2,039,100 PARKS & RECREATION 31 Parks & Recreation 1,336,154 1,451,788 1,626,090 1,931,500 1,725,900 32 Forestry 96,950 95,936 110,840 138,400 126,500 1,433,104 1,547,724 1,736,930 2,069,900 1,852,400 OTHER 41 Contingency - - 50,000 0 30,000 - - 50,000 0 30,000 TOTAL GENERAL FUND EXPENDITURES $ 9,627,058 $10,465,943 $11,557,190 $13,392,300 $12,453,600 S c f 0 Z r w w o-r rn N Z C O O O O O O O O O O P Ni O Z O O O O O O O O O Q Q CO M CO •O O N CO •O CA a 7 >- U CO• r- -4 J V1 CO Q H W .t CV U N I- O O O O O O O 0 O O Ni I- V) O O O O O O O O O Q.` 0. j CO h Ni 00 �O CO N . 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