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08/11/2015 - City Council Special
SPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 11, 2015 5:30 P.M. EAGAN ROOM-EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. SHORT TERM RENTALS IN RESIDENTIAL NEIGHBORHOODS IV. ANALYSIS OF COST TO PLOW ALL CITY TRANSPORTATION TRAILS AND IMPACT ON SERVICE LEVELS V. GENERAL FUND BUDGET PRESENTATION VI. OTHER BUSINESS VII. ADJOURNMENT Agenda Information Memo August 11, 2015 Special City Council Meeting III. Short Term Rentals In Residential Neighborhoods Direction To Be Considered: To provide direction to staff regarding next steps for the consideration of short term rentals of rooms or portions of homes in residential neighborhoods. Facts: ➢ The City Council has directed the matter of short term rentals of portions of homes in residential neighborhoods to this workshop meeting for discussion. ➢ This topic is before the Council at this time, in part, because a residential property owner in Eagan has expressed interest in offering short term rentals of a part of their home. This agenda item is intended for discussion of the activity generally and not that application in particular. ➢ While the rental of a home or room for one or more months may be deemed as that person's "residence" and hence, a residential use in a residential zone under the City Code, short term rental (less than 30 days at a time) of rooms or combinations of rooms is deemed as temporary, transient lodging as a commercial operation, which is only permitted in certain commercial zones. ➢. In recent years, a business model has evolved in which property owners offer short term rentals in their homes. The potential for the presence of the activity in traditional residential neighborhoods raises a number of policy and practical issues. Different cities have responded to these issues in different ways that are discussed in the attachments. Attachments: (3) III. -1 Staff memo of August 6, 2015 regarding short term rental background III. -2 City Attorney's memo of April 2, 2015 regarding short term rentals and the City's lodging tax 111.-3 Information submitted by public regarding short term rentals 4b� City of Eagan Memo TO: DAVE OSBERG, CITY ADMINISTRATOR FROM: JON HOHENSTEIN, COMMUNITY DEVELOPMENT DIRECTOR MIKE RIDLEY, CITY PLANNER DATE: AUGUST 6, 2015 SUBJECT: SHORT TERM RENTALS IN RESIDENTIAL NEIGHBORHOODS The purpose of this memo is to provide background to the City Council discussion of the potential for rentals of rooms or portions of homes for less than thirty days at a time in residential zones in the City of Eagan. BACKGROUND To date, the City of Eagan has developed primarily with distinct land uses in zones throughout the City. This traditional approach to zoning leads to residential development of different densities and retail and other commercial zoning being separate from one another and, in some cases, buffered from one another by the uses of different densities and intensities. While mixed use development that co -locates some uses in closer proximity has increased and is occurring more frequently in redevelopment situations, it is less typical for a City to introduce substantially different uses within existing residential neighborhoods. While the City Code recognizes that home businesses can be an acceptable activity within neighborhoods, the Code only permits them if they function in ways that do not change the fundamental residential nature of the neighborhood or zone. Such businesses are restricted from having business signs, relying on on -street parking for customers or employees, using garages for storage or fabrication, having separate entrances for the business, etc. In recent years, the rise of the "sharing economy" has resulted in the evolution of a number of business models that blur traditional lines. Ride services traditionally provided by taxi services are now being offered by dispersed service approaches like Uber and Lyft. In the area of hospitality, the concept of home sharing or rental as an alternative to traditional hotels has also grown. In the past, services like airbnb have been more prevalent in larger metropolitan areas, but the interest in and reach of this business model is expanding to other areas. The City Council requested additional background on this topic and a chance to discuss it in workshop in response to an interim use permit application by a property owner asking permission to operate a short term hospitality rental business in their home. The point of discussion at this time is not that application, but the use itself and whether it would be appropriate in residential areas. Information arising from discussion of that application may inform the discussion, but consideration of the application itself has been continued to a Council meeting in September. EAGAN CITY CODE APPROACH TO SHORT TERM RENTALS The City Code's regulations as they pertain to home occupations should be differentiated from the rental of some or all of a house as a residence. Cities are not legally able to restrict a residential property owner from renting their house to third parties to use as their residence. This activity is not considered to be a business and there is well established statute and case law as to what is defined as a family for this purpose. While the City Code does not currently define long or short term rentals, the residential rental industry typically leases for six to twelve months at a time and, in some cases will lease from month to month. State Law begins to apply standards for hotels and other hospitality uses that operate short term rentals at periods of less than thirty days. Further airbnb and similar services hold themselves out to be an alternative to renting a hotel room. Looked at together, these facts make clear that renting rooms or homes for periods less than a month at a time constitutes a business. EXAMPLES OF OTHER CITY APPROACHES TO SHORT TERM RENTALS In reviewing information from other cities, staff has found a number of general approaches to the regulation of this type of use: • Duluth — Interim Use Permit — Duluth updated its ordinance in 2013 and is in the process of revisiting their approach now in response to the proliferation of the use in the City. They permit short term rentals through IVPs for an initial term of six years. They require an initial property inspection for issuance and a mid- term fire inspection to maintain the permit. • Lakeville — Code Amendment Limiting Frequency — Lakeville addressed the matter a couple of years ago and chose to permit no more than one rental in a thirty day period. The concept is whether a rental is for one day or thirty days, there may be no more than one guest group in the property during that time. • Burnsville — Interpreted Code to Prohibit in Residential Areas — Burnsville addressed the matter within the last year and determined to continue to regulate as Eagan has to date, by saying that it is not permitted in residential zones. • Other Cities — Previously, it was indicated that some cities permit the use by a conditional use permit, but upon review, it was determined that the use in those situations was a traditional B&B, renting multiple rooms and serving breakfast. Those tended to be cities like Stillwater and Red Wing that have large, historic homes and the use varies from the type of short term rental being discussed here by scale and nature of services provided. There appear to be multiple means by which the use is regulated, but all seem driven by the community's responses to some basic policy issues. Nationally, concerns about this use fall into several categories: Impact of Use on Neighbors and Neighborhoods Unfair Competition with More Regulated Hospitality Venues/Hotels Loss of Hospitality or Sales Tax Revenue The Eagan Convention and Visitors Bureau has submitted comments indicating they do not oppose this hospitality option within the City as long as short term in- home rentals pay lodging tax and meet reasonable requirements for the use. POLICY QUESTION - SHOULD SHORT TERM RENTALS BE PERMITTED IN RESIDENTIAL NEIGHBORHOODS/ZONES The overarching issue is whether short term rentals (less than 30 days at a time) should be permitted in residential neighborhoods/zoning districts and, if so, under what conditions and by what means of approval? If, after review and discussion of the background, the Council concludes that the use is not appropriate in residential zones in Eagan, the current interpretation of Code would remain in place. However, staff would recommend that Code be amended to clarify that short term rentals for less than 30 days at a time are specifically prohibited as a home occupation. If the review and discussion suggests that short term rentals in residential zones may be appropriate under certain conditions, the Council will want to define those conditions. Some of the points below were touched on during the pending application's review and discussion: Owners Presence during Rentals — Some cities' ordinances require that the owner be present during rentals to insure that their guests act appropriately within the property and the neighborhood. Whole house rentals would not be permitted. For example, an owner going on a week long vacation would not be able to rent the house to a guest while they were gone. If the use is permitted, does the Council want to require that the owners be present on the property during rentals? No On Street Parking — On -street parking of customers and employees is not permitted for home occupations generally and, to date, no rationale has been offered to differentiate this use from others in this regard. If the use is permitted, does the Council want to permit on -street parking during rentals? • Restriction of Use to Owner's Property — Although this is typically a private property matter, the issue of trespassing by guests has been raised in past discussions and it should be clear that the use, if permitted, must be restricted to the owner's property. • Single Entry v. Separate Entry —Previous discussion suggested requiring hosts and guests to share an entry to the home would make the rental/shared use more like entertaining relatives than the use of a separate entry would. Since the City now permits single family homeowners to create and rent an accessory dwelling unit (ADU) (provided the owner resides on the premises) with separate entries. If the short-term use is permitted, does the Council want to require hosts and guests to use the same entry? • Frequency of Short Term Rentals — One of the most frequently noted comments about short term rentals has been that frequent turnover of new and different guests and vehicles within the neighborhood affects the residential character, of the area. While there would be the question of monitoring the activity, a maximum number of rentals within a period could mitigate the concern. As noted, Lakeville chose to set the maximum number of short term rentals at the minimum number of days for a standard residential rental, so there is no more than one guest group per month. If the use is permitted, does the Council want to define a maximum frequency of rentals over some period? • Number of Guests — Comments was also shared regarding the number of guests that may be hosted in a short term rental. Under the City Code and state law, a family is defined as any number of people related by blood or up to five unrelated people. The City's ADU regulations permit no more than two people to rent an accessory unit. If the use is permitted, does the Council want to continue to apply one or both of those standards to short term rentals as well, apply a different guest number or have no restriction on numbers. • Responsibility for Payment of Lodging Tax — The City Attorney has indicated that the nature of short term residential rentals would make homeowners engaging in the use responsible for collecting and submitting lodging tax to the City for the support of the Eagan Convention and Visitors Bureau. To date, no rationale has been offered to suggest this use should be exempted from the tax. If the use is permitted, does the Council expect owners to maintain and submit documentation and tax receipts to the City for their guests? • Other Issues — The bullets above represent the topics identified previously. Other factors may apply to the discussion and may be addressed as well. IMPLEMENTATION QUESTION — WHAT PROCESS SHOULD BE USED TO CONSIDER If it is determined that a short term rental use may be compatible with a residential neighborhood under conditions defined above, what review and approval process would be appropriate in this regard? Based on the examples from other cities and other discussions, several options may be appropriate. They fall into two general categories — City Council review or Administrative review. Does the City Council want to review all proposals to use residential property for short term rentals? If so, the options would be a Conditional Use Permit, Interim Use Permit or License. • Conditional Use Permit — As noted above, this appears to be applied more in cases of traditional B&Bs. It permits public notice and input, but obligates the City to approve the use, if it meets the conditions in the code. If issues arise as to compliance with the conditions or impact on the neighborhood, revocation of a CUP is more complicated than choosing to not renew a permit or license with a term. • Interim Use Permit — This permits public notice and input and would permit the Council to apply both general conditions and conditions specific to the location. If issues arise or an owner chooses not to continue the use or apply for an extension, it does not run with the land. The IUP proposal that is pending for Council consideration includes conditions meant to address a number of the policy bullets above. • License — This requires Council action and publication on a meeting agenda, but does not require specific notice to other property owners in the area. Otherwise, like an IUP, conditions may be applied and the permission would not run with the land. If the Council would prefer that the proposals be handled administratively, the options include Administrative Licensing/Registration, a Code Amendment to make it a permitted use or a Code Amendment to make it an Accessory Use/Home Occupation. Typically, none of these would involve public notice or input. • Administrative Licensing/Registration — This would be the same as above, but with the City Clerk or another member of staff being given the authority to issue licenses with specific conditions. It could be a vehicle by which the property identifies itself as offering short term rentals and establishes the relationship necessary to submit lodging tax reports and receipts. • Code Amendment to make it a Permitted Use — This approach would minimize the process for the property owner, but would offer the fewest means of insuring compliance with identified regulations. • Code Amendment to make it an Accessory Use/Home Occupation — This approach is similar to the permitted use approach, but would make it clear that it needs to be subordinate to the principle use of the property. If the Council chooses to permit short term rentals in residential neighborhoods, staff requests direction regarding both the appropriate conditions and mechanism to be used, to permit them to work with the City Attorney to draft the appropriate City Code amendments and support documents. SUMMARY Short term rentals of rooms or portions of homes in residential areas have become more common through websites such as airbnb. Such rentals offer an alternative to traditional hotels for visitors from outside the community. They also raise issues regarding impacts on neighborhoods, potential unfair competition with hotels and the loss of lodging tax revenue. Responses in other cities range from prohibiting them in residential areas (prohibiting a business in a neighborhood) to permitting them infrequently (minimizing the frequency of the use to be more like longer term rentals) to permitting them by IUP and/or license (permitting them subject to regulations or conditions). Depending on the conclusions of the City Council, direction will be appropriate to confirm or implement the desired approach. Allh • Aa • Attorneys r f XA MEMONDUM To: Mike Ridley, City Planner From: Sharon Hills, City Attorney Date: 4/2/2015 Re: B&Bs and Vacation Rental Home Regulations 14985 Glazier Avenue Suite 525 Apple Valley, MN 55124 (952)432-3136 Phone (952) 432-3780 Fax www.dmshb.com On March 4, 2015, Jon Hohenstein sent an email with several questions relating to the regulation of bed & breakfast or similar lodging operations within residential homes/condos. The following are Jon's questions with my responses immediately following. Do any of the conclusions change if the transient lodging is an Airbnb unit v. a more substantial, traditional Bed and Breakfast? That is, if it is essentially one room, bedroom or suite in a residence that is rented for less than 30 days at a time? If yes, how do they change? If no, then ... ANSWER: The focus is the operation, not the amenities offered to the traveler, for purposes of the city's regulations for zoning or lodging tax: Lodging offered in a single family home, whether it is a single room or the entire home, to a transient occupant (i.e. traveler) in exchange for money/consideration. Any property or any portion therein offered for short- term rental to transient occupants (travelers) falls within the same type of activity and needs to be treated similarly. Whether food is offered does not change the commercial lodging operation on the property for zoning purposes, albeit the offer of food to the guest, whether it is breakfast or dinner, will trigger state health code requirements. • A traditional hotel is subject to periodic fire inspections, health inspections and possibly other requirements; would those also be required of a B&B? ANSWER: Yes, a "bed and breakfast" establishment is subject to a state restaurant license and state "hotel/motel" license, subject to various health and safety requirements and inspections by the state. A vacation rental home or home with rooms for rent to travelers that provide food to the guest, even if the operation is not referred to or name as a "bed and breakfast" would fall within the Minnesota Dept. of Health's statutory definition of "bed and breakfast" establishment for purposes of licensing. A licensed B&B is allowed to only serve breakfast. However, please be advised the state statute and Minnesota Rules are not clear if or when a state license is required for a vacation home rental or overnight accommodations of rooms April 2, 2015 Page 2 of 3 or "suites" offered to the public within a home when no food is provided. Our review of the state statute and Rules leads us to conclude that a license may be required depending on the length of the rental. For example, rental of a room or rooms for sleeping accommodations offered to the public for period less than a week would fall within the definition of hotel/motel lodging which requires a license, or if the owner provides rent for periods of one week or more, and having five or more beds to let to the public, then it is a "lodging establishment for which a state license is required. But the statute and Rules do not cover a scenario when the owner rents out the entire home as a "vacation home rental" for less than a one-week period or rents out a room to a traveler for 8 days so the period is not less than a week. Further the Rules refer to a "lodging house" in its safety regulations and license fee provisions, but neither the statute nor the Rule defines the term, "lodging house. " It appears that these are unintended gaps in the legislation. Regardless, the city may include any type of operation providing lodging accommodations to the public in residential uses in its licensing or zoning regulations under the City Code. It may also adopt the state health Rules to apply to any and all of the lodging types regulated by City Code. Would any property providing transient lodging need to conform to ADA requirements? Are there other similar building standards that would apply to transient lodging properties? ANSWER: Depends. Under the ADA, "hotels, motels, inns and other places of lodging designed or constructed after January 26, 1993, " must comply with ADA standards. The ADA rules do not apply if the house was occupied prior to January 26, 1993 and no construction or building permit has been issued since that date. Also, the ADA standards apply only to those portions of the home that are used by the guest, including front entry ways. In short, the application of the ADA rules will be case specific to each operation. However, if a state license is required, the state regulations will dictate ADA, building code, fire code, etc. compliance. • Are there other lodging requirements in statute that would apply to B&Bs? Are those different from what would apply to hotels or other lodging facilities? ANSWER: The lodging standards or requirements under the state statute and Rules are applicable to licensed lodging operation. Hence, those applicable hotels are applicable bed and breakfast operations. Additionally, all licensed lodging establishments are subject to the same fire and health inspections. • If food is served, would a B&B need to have a restaurant license? Does it matter how many rooms it has or how many meals are served? ANSWER: Yes, a license is required—see first bullet above. Any lodging establishment that serves food or beverage or both to its guests must obtain a "restaurant/food license " from the Minnesota Department of Health. The number of guests or number of meals served has www.dmshb.com ®oughertyM®lenda M Solfest, Hills & Bauer P.A. April 2, 2015 Page 3 of 3 no relevance to a license requirement. It's merely whether food or beverage is served to guests. However, the number of guests that may be accommodated, not number of rooms, dictates the extent of health department requirements (e.g. small, medium or large establishment dictates type of kitchen facilities). In closing, we note the following considerations for the City in addressing bed & breakfast operations or any other lodging accommodations offered to the public in residential dwellings: • Lodging accommodations in residential dwelling to travelers (the public) for consideration ($$) for short term, whether it be for overnight or a week or two weeks, is a commercial operation in a residential district. It is not a permitted or conditional use in Eagan's residential districts. • Any home or rooms therein offered to the public for sleeping accommodations falls within this commercial lodging operation. It is irrelevant whether the operation is a "traditional B&B," a single room or several rooms without any breakfast offered, or a "vacation home rental"—all three provide overnight lodging accommodations to the public for money and thus, all are commercial lodging operations. • These lodging accommodations are subject to the Eagan lodging tax and the tax must be imposed and collected. • A bed and breakfast operation is subject to a state restaurant license and a lodging license which have state performance standards and inspections. The other types of home rental operations may be subject to state lodging license. The city may regulate all home lodging accommodations to ensure all are subject to the same rules. The city may regulate by license, conditional use permit or both. • If the city regulates, then it must decide conditions/regulations of the operation. www.dmshb.com Dougherty Molenda Solfest, Hills & Bauer P.A. Dear City Council Members: As you are already aware, we began our experience home -sharing through Airbnb in August of 2014. From that time through November of 2014, we hosted over twenty different individuals and groups in our Eagan home. After our neighbors made us aware of their concerns about compliance with the city's ordinances relating to short-term rentals, and after consulting with the City Planner on the issue, we decided to apply for an interim use permit while the city debated the merits of home - sharing. The result of that process has resulted in the city conducting a workshop on the underlying policies of home -sharing at a hearing later this month, and we are submitting the attached materials to facilitate discussion at that workshop. While our application is on hold, we have continued to host longer term guests (over 30 days), in accordance with Eagan's regulations. We have also registered our property as containing an accessory dwelling unit. Further, we have continued to host our friends and family for both short and long term stays. It is with that background that we strongly urge the City Council to allow short term home - sharing rentals in Eagan. While we enjoy hosting long-term guests, the flexibility afforded by short- term stays (where we can guarantee we will be at home) is important to us. In addition, we have utilized Airbnb's platform to connect with a wide variety of people from around the world, and allowing more than one stay during a thirty -day period would maximize those interactions. We know that there are people who would never join an online dating site, arrange to meet someone they found on Craigslist to purchase an item, take a "taxi" ride in an Uber or Lyft car, or hang out with a group of strangers they found online on a site like meetup.org, there are others that fully embrace these possibilities and experiences. We represent the latter. That said, we recognize that our neighbors, as well as some of you, may have your doubts as to why any sane person would open their home to "strangers from the internet." The fear of the unknown is a powerful thing, and we, as homeowners, had similar concerns when we first started sharing our home. However, these concerns were quickly dispatched once we realized that the people seeking to stay with us were just as "normal" as we were. Moreover, there were countless personal benefits to engaging with all of our guests in our home that we did not anticipate when we first made our listing. It's turned us into true advocates for Airbnb and the home -sharing experience. It is our firm belief that short-term home -sharing can peacefully occur in Eagan with regulations similar to those involving accessory dwelling units. These regulations include limiting the number of individuals that can stay to two and requiring off-street parking to be available, among others. Further, by requiring the homeowner to permanently reside at the property, Eagan can ensure homeowner accountability. Allowing home -sharing in this way would be consistent with both Eagan's existing ordinances, as well as with how people ordinarily use their home, as described below. Finally, we highly recommend the City Council members (as well as other people in Eagan interested in this issue) reach out to find a friend or family member that has stayed at an Airbnb, VBRO, HomeAway, or Flipkey property, or has hosted themselves. In our own experience, people become a lot more comfortable with the idea of home -sharing when they know someone who has done it. We look forward to answering any questions you may have at the upcoming workshop. Sincerely, Tyson & Stephanie Bramer 3672 Pinecrest Court, Eagan, MN 55123 1 Home -Sharing Frequently Asked Questions What is the "sharing economy"? "In what is called collaborative consumption, the sharing economy or the peer economy, owners rent out something they are not using, such as a car, house or bicycle to a stranger using these peer-to-peer services. The company typically has an eBay -style rating or review system so people on both sides of the transaction can trust the other. With the popularity of these services, many people don't need to buy when they can rent from others."1 What are some examples of the sharing economy? • Airbnb, Couchsurfing, Flipkey, and VRBO (vacation rental by owner) — home - sharing. • Uber and Lyft —cars -sharing and taxi services. • DogVacay — Owners leaving their dog with a person instead of a kennel. ■ TaskRabbit and Fiverr - mobile marketplaces for people to hire people to do jobs and tasks, from delivery, to handyman services, to office help, to proofreading. • Liquid - Connects individuals who want to rent bicycles from owners who aren't using them. • Etsy— online marketplace connecting individuals selling homemade items. What is Airbnb? "Airbnb is a community marketplace where guests can book spaces from hosts, connecting people who have space to spare with those who are looking for a place to stay. Through their experiences on Airbnb, guests and hosts build real connections with real people from all over the globe."2 How does listing a room on Airbnb differ from operating a hotel? In home -sharing arrangements, such as those facilitated by Airbnb, you're staying in someone's home. It's a more personal experience, offering the host and the guest the ability to get to know each other and connect. Guests book via Airbnb instead of a hotel for a wide variety of reasons —they may want more space than a traditional hotel room can offer, desire the use of a kitchen or laundry facilities, or simply experience the city in a different way. What types of people use Airbnb? Airbnb operates in 190 countries, and there are more than a million listings on the site offering accommodations. As a result, the types of guests varies widely, but includes domestic and international travelers of all ages and ethnic groups. While some travel for work, other are simply tourists in the area. Other travelers may be evaluating a neighborhood in connection with a planned relocation. Other individuals may need temporary housing while they wait to close on a home nearby. Finally, residents in a city may seek to book a room through Airbnb in their hometown while renovations are being performed at their own home. 1 http://www.forbes.com/pictures/eeji45emgkh/airbnb-snapgoods-and-12-more-pioneers-of-the-share-economy/ Z https://www.airbnb.com/help/article/1 2 Home -Sharing Frequently Asked Questions (Continued) Why would people rent a room via Airbnb in Eagan? Individuals that seek out Eagan as a place to stay regularly point out the following as the reasons they want to stay here as opposed to other cities in the metro — o Quiet and safe residential neighborhood with available parking. o Family/friends in Eagan that do not have the capacity to host them. o Proximity to attractions such as the Eagan Outlet Mall and Mall of America. o Accessibility of public transit and walkability of the neighborhoods. o Planned relocation to the area — in town to explore housing options. o Desire to have a larger space with cooking facilities that a hotel doesn't offer. o In town for work nearby (Thompson Reuters, CHS, etc.) What is a sample inquiry a host gets when they want to book in Eagan? "We need a place to stay occasionally over the next couple of months while some construction is going on at our home. We live near Eagan high school in the North Ridge neighborhood. We have lived there for 15 years and I was raised in Eagan. It is my wife, my 12 year old son and me. We have a dog (golden retriever). He is quiet and super nice but hairy as heck so I would not expect you to allow him. Your place looks perfect for us. What is the next step? May I come by and meet you and see the place?"' What are typical concerns by neighbors of Airbnb rentals? The principle concerns raised by neighbors of Airbnb rentals relate to parking congestion, noise, and safety in communal areas. Eagan can address these concerns through specific regulations, similar to what Eagan currently has in place for accessory dwelling units. By allowing home -sharing in R-1 or Estate zoned areas only, no communal areas (such as secure building access) will be implicated. Moreover, Eagan can incorporate similar restrictions on parking (two off-street parking spaces required), and can limit the number of guests staying in the home. Finally, by incorporating a requirement that the homeowner reside in the home while the home is being shared, there will always be someone at the property to address immediate issues such as noise problems. How does Airbnb ensure the safety of guests and hosts? • Verifications. Guests and hosts verify their IDs by connecting to their social networks and scanning their official ID or confirming personal details. • Profile & Reviews. Guests and hosts have detailed profiles and confirmed reviews. • Messaging. Guests and hosts use the Airbnb messaging system to learn more about a host or ask a guest about their trip. Unlike a hotel, if a host does not feel comfortable with a guest, they do not need to approve the booking. In addition, if the host experiences any issues during a guest's stay, they can cancel the remaining days of the person's stay and work with Airbnb to resolve any outstanding concerns. a This is an actual communication from potential guest, which was declined pending resolution of our permit request. Upon hearing that we could not rent to him and his family, he replied with "Shoot. Does it matter to them if we are practically neighbors and we will be living in our home but just using this one sometimes?" 3 Profiles In their profile, the user describes their background, provides a photo or video of themselves, and describes why they are hosting or traveling. Listin The listing includes a description of the property, photos of the space, information aboutthe neighborhood, a list of amenities, and the house rules. Host Creates Guest Searches': Listing • for Listings ; Listing Inquiry ly Guest to Flost Messaging Between Host and (�,uest Reviews Following the conclusion of the stay, both the host and the guest leave blind reviews of each other, and rate their experiences. This information is then made available to other guests/hosts on the user's profile page. Stay 4 Verifications To be verified, a user links their social media accounts (e.g. Facebook. & Linkedin). Newly - formed or "dummy" accounts are rejected. Offline identification (driver's license and/or passport) can be added. Guest Searches Guests can search available listings based on geographical area, type (whole home, private room, shared space), number of occupants, etc. Communications The potential guest and the host communicate via message in advance of the booking, as well as after. Personal details (including the property address are only released after booking). Stay The day of check-in, a homeowner greets the guest, provides a tour of the space, and answers any questions the guest may have. During the stay, hosts and guests have the opportunity to interact and get to know each other. W .N N d a-+ m E O O O1 G1 N O on N > f0 L to LL LL s C o w L cm E ° `*° E =tw 49 Z E_ O L o f6 _ �'^ O s CL O 4a U (0 O NN S U O 00 `� U 7 E O L LL L � O � •Q � U l6 � Q N PIER L 3 N U O fl 0 0 U N � Q N U N U C O C .O O'- U N bJD 0- C x N N U S O U � 0 U i v C6 v CO O CO Ln Mo I- w O .r fi O O G1 N R L O N4� Q. E LL of E O Q. 2 L to LL LL s C o w L cm E ° `*° E =tw 49 Z E_ O L o f6 _ �'^ O s CL O 4a U (0 O NN S U O 00 `� U 7 E O L LL L � O � •Q � U l6 � Q N PIER L 3 N U O fl 0 0 U N � Q N U N U C O C .O O'- U N bJD 0- C x N N U S O U � 0 U i v C6 v CO O CO Ln Home -Sharing is CONSISTENT with Other Home -Sharing Activities Permitted by the City of Eagan Permitted Guests — No Restrictions There are a number of ways a home is shared with other individuals. These types of home -sharing arrangements are not subject to any particular permissive ordinance, but are generally accepted by the community as a "normal" or "typical" use of the home which is within the homeowner's direction. These individuals may reside for more or less than 30 days. • The Friend A homeowner may allow friends to stay at his or her home, for any length of time, for any purpose, regardless of whether the homeowner resides at the property. They may or may not pay rent (or provide some other form of compensation to the homeowner for their hospitality.) • The In -Laws In-laws or other relatives are permitted to reside in a home with the permission of the homeowner, again, for any purpose or any length of time, regardless of whether the homeowner is present. Here, too, they may or may not pay rent (or provide some other form of compensation to the homeowner for their hospitality.) • The House -Sitter The homeowner may pay a third party to house-sit while the homeowner is not at the property. In some cases, a person could agree to house-sit and pay the homeowner for the privilege if they are in need of housing for the same period of time (i.e. a college student in need of temporary housing). • The Friend of a Friend A homeowner may offer accommodations to friends of friends, or any other person they don't know personally (another employee in the same organization, for example). • The Exchange Student Homeowners open up their homes to students both foreign and domestic for certain periods of time (one night to one year or more), without having a prior relationship with that individual. • The Nanny A live-in housekeeper or nanny may provide services to a homeowner in exchange for renting a room. • The Couch -Surfer Homeowners can allow Airbnb-style rentals of a room (or a couch) to anyone, for any period of time, if no compensation is provided. Couchsurfing.com is a popular website that connects homeowners and travelers for this purpose. 11 Home -Sharing is CONSISTENT with Other Home -Sharing Activities Permitted by the City of Eagan Permitted Guests/Renters — With Restrictions In addition, to the "typical" guests summarized above, a single-family home may allow home -sharing in other ways that are subject to specific city or state regulations, such as rental restrictions and ordinances. These uses are permissible, despite being inconsistent to what some may see as allowable in a single-family neighborhood. • The Single -Family Rental An entire home may be purchased by the homeowner and rented out to individuals or families, with the homeowner residing at another location. The homeowner needs to register the property as a residential rental under the Eagan city code. • The Traditional Roommate A homeowner may opt to have a roommate for stays of 30 days or longer. • The College House Up to five unrelated individuals can reside in a single-family residence. • The Accessory Dwelling Unit Rental As described below, a homeowner my rent an ADU to a third party. • The Snow -Bird Rental Homes may be rented out while the homeowner escapes to warmer climates during the winter. Regardless of the type of home -sharing (whether it is commonly accepted, or "atypical' but allowed under city and state laws), the decision of the homeowner on whether they want to allow their home to be shared is guided by a number of fundamental principles: 1) The individual rights of the homeowner to decide who, if anyone, to allow into his or her home and for what purpose. 2) The necessity of the homeowner to conduct due diligence on who will be in their home, which ensures the homeowner is comfortable allowing third parties into their home. This may take the form of existing relationships with guests, references or referrals, background checks, the requirement of a security deposit. 3) An understanding by both the guest/renter and the homeowner of the need to comply with local and state laws and regulations. 4) Mutual respect by neighbors of their rights to use their own property in a reasonable manner (even if they disagree with the usage), coupled with the understanding that the actions of a guest/renter will reflect on the homeowner 7 Home -Sharing is CONSISTENT with Eagan's Existing Accessory Dwelling Unit Ordinance After years of debate and discussion, Eagan enacted its Accessory Dwelling Unit ordinance in 2014. Many of the issues relating to the preservation of single-family residential areas were discussed as part of these deliberations, including parking, property values, and safety concerns. Accordingly, the resulting ADU ordinance is reflective of these concerns, balanced with a recognition of the changing needs of the city and the rights of individual homeowners to utilize their single-family residences in non-traditional ways. Indeed, the defined purpose of the ADU subdivision is: to permit and regulate an accessory dwelling unit (ADU) within a single-family detached dwelling in R-1 and Estate districts only as a permitted accessory use subject to the regulations set forth herein. The minimum lot size in R-1 and Estate zoning districts ensures that additional housing will have less impact on neighboring properties. Because this use will be located in established one -family residential districts (single family home neighborhoods), the installation and use of an accessory dwelling unit must be strictly controlled to avoid adverse physical, social, economic, environmental and aesthetic impacts. By allowing only those accessory dwellings unit that are in compliance with all of the performance standards of this subdivision, the character and quality of existing neighborhoods will be protected. Eagan City Code, §11.70, subd.32(A). During the deliberations on the ADU ordinance by members of the Advisory Planning Committee, and later, the City Council, certain subjects were discussed that directly relate to policy concerns on home -sharing. A sample of these topics is below — • A limitation that would have required ADUs to only be rented by family members was discussed, but was not incorporated into the ordinance. • A concern about rental of both the primary residence and the ADU was raised, and resulted in a residency requirement found in §11.70, subd.32(C). • To prohibit traffic congestion and parking issues, a maximum of two individuals was imposed per ADU. Thought was given to allowing minors in addition to the two individuals listed, but this proposal was rejected. • To preserve the character of the neighborhood as a SFR area, it was determined that the door to the ADU could not be on the same fagade as the main entry door. As a result, a passerby could not distinguish between a home with an ADU and a home without one. E3 Home -Sharing is CONSISTENT with Other Commercial Activities in Residential Neighborhoods The idea that there cannot be any commercial activities in a residential neighborhood is a common misconception. In both Estate and R-1 Residential Zones, for example, home occupations and in-home daycares are permitted. See §11.60. In the case of home occupations, a number of restrictions are in place to ensure that the home occupation does not change the character of the residential area. Set forth in §11.70, these restrictions include the following: • The occupation shall be clearly incidental and secondary to the use of the dwelling unit for residential purposes and shall not change the character thereof. • No more than three persons shall be engaged in the home occupation, one of whom resides outside of the dwelling. • No home occupation activity shall be allowed within a detached or attached accessory building or garage. • Evidence of the home occupation shall not be visible from the street. • No signs shall be present other than those permitted in R zoning districts. • Entrance to the home occupation shall be gained from within the principal structure. • The home occupation shall not utilize more than three off-street parking spaces for the occupant and visitors. Like the home occupations that are already permissible under the Eagan city code, home - sharing does not change the character of the home and does not involve signage of any kind. Indeed, a person traveling down the street could not differentiate between a home that is used for home -sharing via Airbnb and one that is not. Moreover, neighbors of an Airbnb host cannot tell the difference between a "typical" guest that they would approve of (friend or family member), a new long-term roommate or renter (which is permissible), or a short-term Airbnb guest.' This inability to distinguish a short-term home -sharing rental and a family friend or long- term renter raises issues with enforcement of a prohibition on short-term home -sharing. It also would implicitly allow short-term home -sharing if the neighbors were indifferent or were supportive, which is already occurring in Eagan and countless other areas where the issue of Airbnb-style rentals has not yet been addressed. " In fact, shortly after the first City Council meeting where our permit was discussed, we had our cousin stay with us for a week as well as a long-term renter move in. This prompted complaints to the City by our neighbors. Specifically, "[t]he complainants reported that they observed a number of travelers/lodging guests coming and going from the Bramer's residence over the weekend. It was apparent to the complainants that these persons were traveling Airbnb guests staying at the Bramer's home as they were observed carrying suitcases from their vehicle to around and to the back of the house." As a result of these complaints, we communicated to the City Planner who was staying with us and for how long, as well as their relationship to us, although we were not required to do so. Based on this interaction, it's clear that looks alone cannot establish a person as a short or long term renter. E Home -Sharing is CONSISTENT with Eagan's 2015 Priorities and Views of the Future Home -Sharing is Consistent with Eagan's 2015 Priorities "Enhance the City's vibrancy and attractiveness to a broad range of cultures, lifestyles, and generations." Home -Sharing is Consistent with Eagan's View of the Future: "The City of Eagan recognizes that its future is shaped by the decisions made today. It is also bounded by current circumstances and their dynamics over time. While growth and economic vitality continue, services must continually adapt overtime to meet the changing needs of a diverse population, technological change and a global, service -based economy. To meet these needs, the City must plan with vision, encourage balanced services and welcome orderly change." Home -Sharing is Consistent with Eagan's View of Development; "The City of Eagan is committed to encouraging and fostering orderly, high-quality development and redevelopment. The City will maintain a balanced variety of housing types, diversity of commercial and industrial development and effective integration of land use types. Eagan is panned to be a fully developed city in the future and efforts will be made to affect that growth in a rational, deliberate manner in the best interests of all residents, both present and future. The City will maintain its standards while recognizing the need to be sufficiently flexible and creative to permit quality development to occur." Home -Sharing is Consistent with Eagan's View of Economic Vitality: "The City of Eagan recognizes the need to foster an attractive and desirable business environment in orderto ensure employment opportunities for its citizens, a strong tax base, retail services for its citizens and economic opportunities for entrepreneurs. The City of Eagan will encourage the formation of head of household jobs, clean industries, economic diversity, commercial stability and effective relationships with the regional, state, national and international economies." Home -Sharing is Consistent with Eagan's Commitment to Entrepreneurial Residents Eagan offers one-on-one business counseling to support entrepreneurial residents. See http://www.cityofeagan.com/index.php/news-releases/news/689-eagan-is-open-to-business. See also http://patch.com/minnesota/eagan/eagan-s-market-fest-a-hotbed-of-entrepreneurial- spirit. 10 Potential Regulations on Home -Sharing In order to allow short-term home -sharing in Eagan, a number of regulations could be put in place to ensure that the use is consistent with other rental activity in residential areas. We offer these suggestions for discussion, but do not believe all are necessary to ensure peaceful home -sharing activity in Eagan. Recommendation Purpose Sample Cities With Similar Regulation Rental Registration/Permit ➢ Registration helps Duluth, MN ensure, through relationship San Francisco, CA and education, that rental Palm Desert, CA housing in Eagan is decent, Fort Lauderdale, FL safe and sanitary, and is maintained as to not become a nuisance. ➢ Advises the city that the subject property will be used for short term rentals. ➢ Registration fees could be collected. ➢ Registration could be terminated if other regulations are not followed. Collection of local lodging ➢ Generates additional New York, NY taxes. income for the city. San Diego, CA San Francisco, CA Philadelphia, PA San Francisco, CA Santa Monica, CA San Jose, CA Washington D.C. Chicago, ,IL Malibu, CA New York City, NY Palm Desert, CA Austin, TX Phoenix, AZ New Orleans, LA 2 guest maximum for short ➢ Same as ADU Eagan, MN (for ADUs) term rentals. requirement. Palm Desert, CA 11 Allow short term rentals in ➢ Larger lot sizes. (Note - Home sharing is Estate and R-1 residential ➢ Similar to rationale for generally limited in multi - zones only. allowing ADUs in these areas. family dwellings due to prohibitions on sub -leasing lease agreements and guest restrictions in condominium bylaws.) Allow short term rentals in ➢ Ensures that there is N/A registered ADUs only. sufficient space to accommodate guests. Residency requirement. ➢ Prevents both the San Francisco main home and the rental Eagan (for ADUs) space from being rented out that the same time to different groups. ➢ Ensures operation is "home -sharing" and not strictly for commercial purposes. ➢ Increases owner accountability. ➢ Significantly reduces the risk of noise, property damage, or safety issues. Prohibition against street ➢ Similar to ADU Eagan, MN (requires 2 off parking for guests. requirement that there are street parking spaces for two off-street parking spaces ADUs) available. Lakeville, MN ➢ Prevents parking congestion to alleviate neighbor complaints. ➢ Absent this explicit prohibition, existing street parking laws will be followed, which may make this provision unnecessary. Fire and safety inspections ➢ Makes sure homes are Philadelphia, PA to code. Fort Lauderdale, FL In addition to the potential regulations listed above, it is assumed that both the property owner and the tenants will be subject to city, state, and federal laws and regulations (i.e. parking restrictions, noise levels, and general "good citizen" behavior). 12 Selected Cities and States that Have Authorized and Regulated Home -Sharing Regulations relating to short-term rentals and home -sharing vary widely between cities, states and towns. Many smaller town have opted to not take any proactive measures to regulate home -sharing, while larger cities have taken steps to enhance registration requirements and collect required taxes. The sample list below is not exhaustive. Cities States ➢ Duluth, MN ➢ Lakeville, MN ➢ Atlantic City, NJ ➢ Blue Ridge, GA Ocean Springs, MS ➢ Philadelphia, PA ➢ San Francisco, CA ➢ Santa Monica, CA ➢ San Jose, CA ➢ Washington D.C. ➢ Chicago, ,IL ➢ Malibu, CA ➢ New York City, NY ➢ Encinitas, CA ➢ Fort Lauderdale, FL ➢ Austin, TX ➢ Phoenix, AZ New Orleans, LA ➢ Westbrook, CT ➢ Rhode Island ➢ North Carolina ➢ South Carolina (bill pending) And thousands of other cities worldwide 13 Statement on Short -Term Rentals From Tony Bagato, Principal Planner for the City of Palm Desert, CA In 2009, we were directed by the Palm Desert Planning Commission to look at an ordinance prohibiting all short-term rentals in single-family areas. The response from property owners using their home as a short-term rental were not welcoming to that, so we decided to require a conditional use permit for non -gated communities. The permitting process involved paying a $500 fee, notifying neighbors within 300 feet of short-term rental and a public hearing. When the conditional use permitting process was approved, we were asked to report back in six months. After six months, we had the first application denied for no wrongdoing (a neighbor erroneously complained about trash), and we had only approved five conditional use permits when we knew there were roughly 600 unlicensed rental properties in our city. Basically, we learned that we needed to focus on the dealing with the loss of transit occupancy tax, and to look at a nuisance as a nuisance no matter how the property is being managed or lived in. Any property can be a nuisance by creating noise, parking and trash violations. Those issues are not isolated to short-term rental properties and many of our short- term rental properties do not create those problems — less than 1% have had issues that we are aware of. The ordinance has laws to restrict short-term rentals to limit the potential of a nuisance property (capping the number of renters to two per bedroom and a maximum of 20 daytime guests for a house with 5 or more bedroom and not allowing outdoor music after 10 pm). If the rules are violated, the ordinance has a violations and fines process that can be heavy handed to deal with a nuisance or non -licensed short-term rental. So we decided to create an ordinance that would promote the business side of our rental community establishing a low fee license to encourage registration. Source: http://www.stradvocacy.org/learn/ 14 The U.S. Conference of Mayors Short Term Rental Resolution 2014 PROMOTION OF ECONOMIC DEVELOPMENT THROUGH A VIBRANT VISITORS INDUSTRY WHEREAS, communities throughout the United States benefit significantly from travel and tourism and support the local visitors industry; and WHEREAS, the economic impact and transient hotel taxes of local visitors often fund convention and visitors bureaus, convention centers, sports arenas and sports teams; and WHEREAS, as growth in travel evolves, changes in housing options by local visitors creates options that help support local cultural programs including music, film, gaming, visual arts, dance and more; and WHEREAS, the travel and tourism industry continues to see steady, healthy, growth; and WHEREAS, the traditional short-term rental of homes can provide a flexible housing option that allows family travelers and business travelers spending longer periods of time in a community a safe accommodation while contributing to the local economy; and WHEREAS, economic impact studies conducted in 2014 show and overall economic impact by the traditional short-term rental activity in Myrtle Beach, SC at $200.7 million and 2,587 jobs, and overall economic impact to St. Joseph, Michigan of $24 million and 300 jobs, and the Coachella Valley, California communities of $272 million and 2,539 jobs; and WHEREAS, a 2012 United States Conference of Mayors resolution states, "fair regulation of short-term rentals ensures greater compliance and greater receipt of local hotel taxes"; and WHEREAS, a 2012 United States Conference of Mayors resolution states, "onerous regulations of short-term rentals can drive the industry underground, thus evading local regulations and local hotel taxes"; NOW, THEREFORE, BE IT RESOLVED, that the U.S. Conference of Mayors urges support for the overall economic impact created by a vibrant visitors industry that includes traditional short-term rentals as a housing option for family travelers and business travelers. 15 July 24, 2015 Eagan City Council, I am strongly opposed to any changes in the Rl Zoning. The purpose of zoning codes are: to ensure a high quality of life and guide growth in the community. R is a dwelling, single family consisting of not more than one unit and designed for and occupied by one family Chapter 11.40 A ... General Provisions of 11.40 Sub 1(applications) states...the provisions of this chapter shall be held to be the minimum requirements for the promotion of the public health, safety, moral and general welfara G.Fxcept as in this chapter specifically proved, no structure shall be erected, converted, enlarged, reconstructed or altered and no structure or land shall be used for any purpose or in any manner which is not in conformity with this chapter. To allow a minority of residents to use their home for personal gain cannot and shall not be allowed. Hospitality Houses, B&B, short term rental or whatever name it can go by are .BUSINESSES. RI Zones do not permit businesses therein. Also, it is contrary to the objectives of National Night Out. "Get to know your neighbors". We know our neighbors and they know us. We watch out for each other — it is a comfortable. By allowing an influx of transients in the neighborhood will cause unrest and needlessly pit neighbor against neighbor. We don't need to burden our Police Department with additional domestic unrest. The Code Enforcement Department should search the Social Media for any homeowner advertising hospitality; they should be sent a Letter of Violation and an order of Cease and Desist. NE Minneapolis is trying hard to be a community like Eagan. Please, do not make Eagan into a NE Minneapolis environment. RespecdWly submitted, Gene Selchow 2103 Pin Oak Drive Eagan, MN 55122 U. 0 uj z LM LLd a LU EDW 4. z D 0 tn 0 0 LU CJC) M 0 (3) cu U) CO CU 'V 0rri cliC"j (Z) cy') (13 M (D U) V)s U) LLJ 0 M M (L) Q ::3 a) 0 7 �5 CL 4— C) UJ U) :73 (D V) (D U) 0 0) -.0 Q) E 0 M w 4n C: co L O M 0- Q� (3) L_ LL_ (D 4- — 0 (3) C-_ C) 0 1 75 _306 a) LO U) CCS V) U) (1) o 0 .4e -a 06 0 M CD C) (D ujCCS 70 a) LL 0 X_ 0 > (D 0 <D ..C: C: CL 0 CD E 0 a) 0 0 __j U) 8_0 0 0 E (o Ch (D m (D (Z:) W _J3, (1) CN 0) a) 0) <r, C C:) -0 U) (D 0 C) 76 0_ LO 0 (a) LLJ uj 7ffi cu a) w c) LU > 0) M >< cu a) I >C.)- CO P I_ 0 CD rX, a) A A A A (1) Ca V) E 4� ru > ra -4-J 0 co 4P (3) (1) 4-4 C -r- u 4--) 0 -C (u ra Q) E U 0-0 V) .X-- (3) CL (U c m V) V) V) otv 0) 4- C: U QJ (3) 4-jrJ 0 U %- V) 4-) 4� (1) Q) 73 10 -0 o 0 m u U 0- (1) LI) > U b -C W M u M 0 0 Nj v1 N c0t. V) Q) 4- \> Q) _0 cli at V) C-) 0 U V) 0 v to < VLJ ) VD a.L ro Cf) < ZT 03 C 1-- Z Lf) al E (D --I X < ro C: Q) (1) tin aJ ro -76 M �Q) C: U) 0 1-1 t! (1) �o A U :3 ajQ) LIO > QJ 'D 0 _0 0 fu CL 0 u U) 41._ M 0 Cys bG Lo (U U1. O) U LJ 4- 0 -) V� (3) m CL C-' aj M ru U-)ami w 41 L LJ I)J) 4-1 Vo .11 0 c ai uq L"o M Od V) S.2 E (Ij w ra V) W (U 03 ry iLegend T J O Inst I s - .-) I .11 .1 12 . rct -0 IJ Vf ,;,l cr! Itl eV .rev Park 1 .il r_.t ,i nclo ftrrr!y i' t �+trJ In�vs!�-al fill—ill'..tl L`c My P.FrIk A Tvrrturti!,,- ��g��liw �:3 �%-x R. •- vnb-sl Irlylbpia �--� P f I- Oc�abp�nvN 1s!nes= +v'42, ::nine MiY S, - I A FIOnd llni 1 n6.{rtf±cl^.-e Ceef n�blr !-+01111 'i alp .IIJ f ^' 2015 MINNESOTA ACCESSABILITY CODE h //cadGs.iccsafe.or IapQlb_ook/costent/2Q15 Minnesota/Accessibility/Chapter%204.htn,I 401.1 Scope 402 Section 402.1 General 402.2 Components 402.1.1 Accessibility Building Entrance a. Building entrance 403.5 Clear width of an access route shall be 36 -inches (915 mm) minimum CITY OF EAGAN, MINNESOTA 1001 GENERAL Lower Level Finishes Section R 310.4 Emergency escape and rescues required as window in every sleeping room. 1001.1 Scoping Dwelling units and sleeping units required to be accessible units, Type A units, Type B units, Type C (visible) units. ],-,7.16 - 2014 %--himesow Statutes htths:/!v"Vw.rev isor.nut.-ov/statutes 'Yid - f '� 7.16 2014 Minnesota Statutes At.lttr.enticate 157.16 LICENSES REQUIRED; FEES. Subdivision 1. License required annually, A license is required annually for every person. firm, or corporation engaged in the business of conducting a hood and beverage service establishment, youth camp, hotel, motel, lodging establishment, public pool, or resort. Any person wishing to operate a place of business licensed in this section shall first make application, pay the required fee specified in this section, and receive approval for operation, including plan review approval. Special event food stands are not required to submit plans. Nonprofit organizations operating a special event food stand with multiple locations at an annual one -day event shall be issued only one. license. Application shall be made on forms provided by the commissioner and shall require the applicant to state the full name and address of the owner of the building, structure, or enclosure, the lessee and manager of the food and beverage service establishment. hotel, motel, lodging establishment, public pool, or resort; the name under which the business is to be conducted; and any other information as may be required by the commissioner to complete the application for license. Subd. 2. License renewal, initial and renewal licenses for all food and beverage service establishments. youth camps, hotels, motels, lodging establishments public pools, and resorts shall be issued on an annual basis. Any person who operates a place of husiness after the expiration date of a license or without having submitted an application and paid the fee shall be deemed to have violated the provisions of this chapter and shall be subject to enforcement action, as provided in the Health Enfiorcement Consolidation Act, sections 1,14,989 to 144_993.. In addition, a penalty of $60 shall be added to the total of, tile license fee for any food and beverage service establishment operating without a license as a mobile food unit, a seasonal temporary or seasonal permanent food stand, or a speeia l event food stand, and a penalty of $120 shall be added to the total of the license tee for all restaurants, food carts, hotels, motels, lodging establishments, youth camps, public pooh,, and resorts operating without a license for a period of up to 30 days. A late fee of $360 shall be added to the license fee for establishments operating more than 30 clays vN Itftout a license. Subd. 2a. Food manager certification. An applicant for certification or certification renewal as a food manager must submit to tine commissioner a $35 nonrefundable certification fee payable to the Department of Health. The commissioner shall issue a duplicate certificate to replace lost, destroyed, or mutilated certificate if the applicant submits a complcted application on a form provided by the corn missioner for a duplicate certificate and pays $20 to the department for the cost of duplication. Subd. 3. Establishment fees; defityitions. (a) The folloNving fees are required ibr food and beverage service establishments, youth camps, hotels, motels, lodging establishments. public pools, and resorts licensed under this chapter. food and beverage service establishments must pay the highest applicable fee under paragraph (d), clause (1). (2). (3), or (4), and establishments serving alcohol must pay the highest applicable fee under paragraph (d). clause (6) or (7). The license fee for new operators previously licensed under this chapter for the same calendar year is one-half of`the appropriate annual license lee, plus any penalty that may be required. The license fee for operators opening on or after October 1 is one-half of the appropriate annual license fee, plus any penalty that may be required. (b) All food and beverage service establishments, except special event trod stands. and all hotels, motels, lodging establishments, public pools, and resorts shall pay an annual base fee of $ 150. (c) A special event flood stand shall pay it flat fee of $50 annually. "Special event food I of, :+ %1/2015 3:46 PM 157.16 - 201 4 Minnesota Statutes haps:'Amrv. revisor III t.goy/st;.itutes;"'rd- 15?.1(i stand" means a fee category where food is prepared or served in conjunction with celebrations, county fairs, or special events from a special event food stand as defined in section 1 X7.1 S. (d) ht addition to the base fee in paragraph (b), each food and beverage service. establishment, other than a special event food stand and a school concession stand, and each hotel, motel, lodging establishment, public pool, and resort shall pay an additional annual lee for each Ice category, additional food service, or required additional inspection specified in this paragraph: (1) Limited food menu selection, $60. "Limited food menu selection" means a fee category that provides one or more of the following: (i) prepackaged ftood that receives heat treatment. and is served in the package: (ii) frozen pizza that is heated and served: (iii) a continental breakfast such as rolls, coffee, juice, milk, and cold cereal, (iv) soft chinks, coffee, or nonalcoholic beverages; or (v) cleaning for eating, drinking, or cooking utensils, when the only food served is prepared off site. ( 1) Small establishment, including boarding establishments, $120. "Small establishment" means a fee category that has no salad bar and meets one or more of the (ollowing: (i) possesses food service equipment that consists of no more than a deep tat fryer, a grill, tvvo hot holding containers, and one or more microwave ovens; ( i i) serves dipped ice cream or soft serve frozen desserts, (iii) serves breakfast in an owner -occupied bed and breakfast establishment: (iv) is a boarding establishment; or (v) meets the equipment criteria in clause (3), item (i) or (ii). and has a maximum baton seating capacity of'not more than 50. (3) Medium establishment, $310. "Medium establishment" means a fee- category that meets one or more of Abe following: (i) possesses food service equipment that includes a range, oven, steam table. salad bar. or salad preparation area; (ii) possesses food service equipment that includes more than one deep fat fryer, one grill, or two hot holding containers; or (iii) is an establishment where food is prepared at one location and served at one or more separate locations. Gstablishntents meeting criteria in clause (2), item (v), are not included in this fee cate�,oty. (4) Large. establishment, $540. "Large establishment" means either: (i) it tee category that (A) meets the criteria in clause (3), items (i) or (ii), for a medium establishment, (13) seats more than 175 people, and (C) offers the full menu selection an average of five or more days a week during the weeks of operation; or (ii) a fee category that (A) tiiccts the criteria in clause (3), item (iii), for a medium establishment, and (13) prepares and serves 500 or more meals per day. (i) Other food and beverage service, including food carts, mobile food units. seasonal temporary I'Ood stands, and seasonal permanent food stands, $60. 2 of 5 7'8/2015 3:=46 1':M I ,7.I6 - 1014 Minnesota Statutes https:i%w�ww.rcvisor.mn.gov/statures'?id=157.16 (6) Beer or wine table service. $60. "Beer or wine table service" means a fee category when: the only alcoholic beverage service is beer or wine, served to customers seated at tables. (7) Alcoholic beverage service, other than beer or wine table service, $165. "Alcohol beverage service, other than beer or wine table service" means a fee category where alcoholic mixed drinks are served or where beer or wine are served from a bar. (8) Lodgin-v per sleeping accommodation unit, $10, including hotels, motels, lodging establishments, and resorts, up to a ruaximum of $1.000. "Lodging per sleeping accommodation unit" means. a fee category including the number of guest rooms, cottages.. or other rental units of a hotel, motel, lodging establishment, or resort; or the number of beds in a dormitory. (9) First public pool, $325: each additional public pool, $175. "Public pool" means a lee category that has the meaning given in section .144.I="?. Subdivision 4. (10) First spa, $175; each additional spa. $100. "Spa pool" means a fee category that ha the meaning given in Minnesota Rules, Bart 4717.0250, subpart 9. (1 11) Private sewer or water, $60. "Individual private water" means a fee category with a water supply other than a conttnunity public water supply as defined in Minnesota Rules, chapter 4720. "individual private server" means a fee category with an individual sewage treatment system which uses subsurtace treatment and disposal. (12) ;Additional food service, $150. "Additional food service" means a location at a rood service estahlislunent, other than the primary food preparation and service area, used to prepare or serve food to the public. Additional food service does not apply to school concession stands. (13) Additional inspection fee, $360. "Additional inspection fee" means a file to conduct the second inspection each year for• elementary and secondary education facility school lunch pro,.;rants when required by the Richard B. Russell National School Lunch Act. (e) A Ice for review ofconstruction plans must accompany the initial license applirrtion for restaurants. hotels, motels, lodging establishments, resorts, seasonal food stands, and mobile food units. The fee for this construction plan review is as follows: Service Area '1'y'pe Food limited food menu small establishment medium establishment large food establishment additional food set -vice -1 ransient Iirod service AIcohol Lodging food cart seasonal permanent food stand seasonal temporary food stand mobile food unit beer or wine table service alcohol service from bar less than 25 rooms 25 to less than 100 rooms 100 rooms or more less than five cabins live to less than ten cabins ten cabins or more Fee $275 $400 $450 $500 $150 $250 $250 $"250 $350 $150 $250 $375 $400 $500 $350 $400 $450 3 of 718%201 3:46 I'M I 57.16 - 2014 Minnesota Statutes httpsWWNVW-revisor.nut.gOV/slat utcs"id= 157.16 (0 Wlten existing food and beverage service establishments, hotels, motels, lodging establishments, resorta. seasonal food stands, and mobile food units are extensively remodeled. a fee must be submitted with the remodeling plans. The fee for this cortsuvction plan review is as follows: Sci-vice Area Type food limited food menu small establishment medium establishment large Co od establishment additional food set -vice Transient food service Alcohol Lodging food cart seasonal permanent food stand seasonal temporary food stand mobile lood twit beer or wine table service alcohol service front bar less than 25 rooms 25 to less than 100 r'oorns 100 rooms or more less than five cabins five to less than ten cabins ten cabins or more Fee $250 $300 $350 $400 $150 $250 $250 $250 $250 $150 $250 $250 $300 $450 `E;250 $350 $400 (g) Special event food stands are not required to submit construction or remodeling ,flans for review. (h) Youtlt camps shall pay an annual single fee for food and lodging as billows: (1) camps with up to 99 campers, $325; (2) camps with 100 to 199 campers, $550; and (J) camps with 200 or more campers, $750. (i) A voutlt camp which pays fees under paragraph (d) is not required to pay fees under paragraph (h). Subdl 3a, Statewide hospitality fee. Every person, firm, or corporation that operates a licensed boarding establishment. food and beverage service establishment, seasonal temporary or permanent food stand, special eventfoodstand, rnobile food unit, food cart, resort, hotel, motel, or lodging establishment in Minnesota must submit to the commissioner a $35 annual statewide hospitality fee for each licensed activity. Tlie fee for establishments licensed by the Department of Health is required at the same time the licensure lee is due. for establishments licensed by local governments, the fee is due by .July I of each year. Subd. 4. Posting requirements. Every food and beverage service establishment, for-profit youth camp, hotel, motel, lodging establishment, public pool, or resort must have die license posted in a conspicuous place at the establishment. Mobile food units. food cart., and seasonal temporary food stands shall be issued decals witil the initial license and c,tch calendar year with license renewals. Tlie current license year decal must be placed cm the unit or stand in a location determined by the commissioner. Decals are not transferable. c l listat y; 1 <J(I? e ..'t) ' rri h'; )_99.6 -151 ut t _f.s- jt I'19 w 03 tn-i s 2; / )9k - --.,- --- �'� <<_'; 1 ��t?f)fli r; ) il17 Is i /. '00 t_ a 9 m -t Lv 1/3; :Ill_' / uj7 ire) 4-1-4_`: , l� c37� �, <Ol� ( _>� Ot l lO_ti_3)..._ .1 of S 7i8/2015 3:46 I'M M1.02 In 2012, PhoCusWright found that 12% of American adults stayed in vacation rentals, spending $23 billion. [PhoCusWri ht, 2013] Short-term rentals created a $24 million economic impact and supported 300 jobs in the small town of St. Joseph, Mi in 2013. [STRAC, March 20141 In the vacation hub of Myrtle Beach, SC, short-term rentals created over $200 million in economic output while supporting over 2,500 jobs. [STRAC, April 2014] Coachella Valley, CA benefits from over $272 million in economic activity as well as over 2,500 jobs as a result of short-term rentals in the area. [STRAC, March 2014] But the fastest growing markets are not in big cities. [HOmeAway, 2014] • Mexico Beach, FL • Cap San Btas, FL • Lavatlette, NJ • Cape Canaveral, FL • Moonridge, CA • Balboa Peninsula, CA • Manteo, NC • Cocoa Beach, FL • Point Pleasant Beach, NJ • Crested Butte, CO [TripAdyisar. 2014] Online bookings jumped from 12% of the vacation rental market in 2007 to 24% in 2012. [PhoCusWriht, 209 3] Nearly three quarters of peak -summer vacation rental owners (72 percent) reported occupancy rates of 76 percent or higher, an increase of 8 percent over last year. Meanwhile, hotel occupancy rates increased just 5% over last year's rates. [HomeAway, September 2012] Short-term renters are attracted to the extra living space, lower rates than hotels, and better amenities. [TdpAdvisor 2014] ® Nine out of ten people (90%) believe that short-term rentals bring meaningful tourism and tax dollars to local communities. STRAC, 2013] ® Travelers surveyed said overwhelmingly (82%) that savings and last-minute deals sway them towards staying in vacation rentals instead of hotels. fTripAdvisor, 2013] • Owners generate an average of $27,360 per year in rental income. [HomeAway, 2014] ® A survey of Airbnb users showed that the money generated by short-term rentals was viewed by hosts as extra spending money (52%) or supplementary income that the host relies upon (41%). [Airbnb, Short -Term Rentals and Apartment Market 07-06-121 • The Airbnb market represents $14 million of annual accommodation spending in San Francisco. [Airbnb Economic Impacts: Preliminary Findings, June 20121 • On average, vacation rentals are at least 50 percent less expensive per square foot than hotels. 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CO g kn r'd Cd 4-j a) 41 0 41 ED4 S cr, I-- -9-- (D ro m 4-1 ce UJ E 0 o > Cheryl Stevenson From: Ann Edwardson <annedwardson12@gmail.com> Sent: Monday, August 17, 2015 9:58 AM To: City Council Subject: Short term rentals I want to thank the City Council for voting NO to short term rentals. Eagan is a family oriented community which prides itself on knowing it neighbors; this is what attracts many homeowners. For the safety of all residents we should not be subject to one time "renters" coming and going. In talking to my neighborsl don't think the concerns brought by the Bramers' neighbors were "over -blown" as Mayor Maguire insisted. Keep our community as it is. Thank you. Agenda Information Memo August 11, 2015 Special City Council Workshop IV. Winter Trail Maintenance/Snow & Ice Control Policy Analysis - Plow All City Transportation Trails Direction For Consideration: Review and comment on an analysis of options to provide winter trail maintenance on all city transportation trails. Consideration of related additions/revisions to the Winter Trail Maintenance program and Snow and Ice Control Policy to address any desired program modifications may be directed to the September 15, 2015, regular Council meeting for formal action. Facts: ➢ In 1998, the City Council adopted a Winter Trail Maintenance Program that allows the City Council to designate and annually review the extent of the trail system within the City that is maintained during the winter months. ➢ The winter trail maintenance program began by incorporating 56 miles of a 110 mile trail system to be completed utilizing contractual services. ➢ As the City's trail system has continued to grow along with the public's acceptance of the program, the program has been reviewed almost annually to respond to new trail construction and petitioned requests for added segments to be maintained. ➢ Subsequent City Councils have added approximately 21.1 miles of trails (average of 1.3 miles/year) to the original system plan in response to citizen and business requests, as well as considering the merits of each new segment of trail constructed during the previous year along collector/arterial roads. ➢ In late 2008, contractual winter trail and sidewalk maintenance services were discontinued (2008-2009 winter season). Public Works Street Maintenance personnel were directed to provide this winter trail maintenance service delivery during normal workdays (lam - 3:30pm, Monday - Friday), without additional personnel or required specialty equipment, as a secondary priority after completing the majority of local street snow and ice control operations. ➢ On November 19, 2013, as part of a service delivery review, the City Council approved implementation of a Medium Level of Service for the Winter Trail Maintenance Program, including the acquisition of up to $35,000 of additional related equipment and authorized modification of the Winter Trail Maintenance Policy to allow the utilization of staff overtime to provide said services. ➢ The current program consists of 77.1 maintained miles out of a total 123.0 mile system (62.7%) and is maintained completely with City staff and equipment. ➢ As a part of the Council's most recent annual review, staff was directed to analyze the potential impacts of plowing all city transportation trails. ➢ As a result of the analysis, options are being provided for the Council's consideration regarding the cost, labor, and equipment required to provide winter maintenance of the complete transportation trail system. Details include the anticipated amount of time to complete and the likely completion of the various sidewalk/trail winter maintenance priority levels. ➢ There are currently four levels of priority for providing sidewalk/trail winter maintenance. Priority 1 includes designated School Walking Routes. ➢ About 5.6 miles of existing sidewalk and trails were not included as part of the total city transportation trails due to lack of connectivity and were not a part of the analysis. ➢ In order to maintain the recently upgraded level of service (medium), additional staffing, additional equipment or contracted services would need to be considered. ➢ Consequences of an expansion of the winter maintained trail miles: o Maintain current City staff & equipment ■ Service level impacts (See Current Staff Scenarios Exhibit) o Maintain current level of service ■ City staff • Additional staffing (1,135 part-time hours) • Re -prioritize City-wide services (reduced level of service for other City services - ice rink maintenance, water meter replacement, etc.) • Additional specialized equipment ($435,000: plows & tractors) ■ Contractual services ($70,000 annually) ➢ Assumptions for Trail Winter Maintenance Analysis o 2"-3" Snow Fall o Plowing of streets commences at 4 am o Majority of streets plowed by noon o Winter maintenance of trail commences around 12:30 pm o Seven (7) Streets Maintenance employees are currently available for trails o OT allowed, max 12 hour working days o School Walking Routes completed by end of calendar day 1 (day of event) o Balance of routes completed by end of 2nd working day o Height of snow banks allow for use of plows only- no blowers required o Equipment used: ■ Trackless w/ V -plow ■ Bobcat w/ V -plow ■ Three (3) % ton P/U w/ V -plows ■ CAT Skidsteer w/ V -plow Attachments: (1) IV. -1 Current Staff Scenarios Exhibit D n a n c s = M M 3 e -F N s � (p (D dq r D O v lu O r r I � O <O. O 3 _ r+ O A � O t!'I O lfl O p� Ul Ln 0 0 o c �$ N 'O O N O N O N O N O W O O O O 0 0 0 0 N v W dl Ln CYl O O O O N ® 0 C C O O O O o 0 0 0 N m I N O O bo O O O O 0 0 0 0 W n a a n C s = M M 3 e -F N s � � rn fu fu dq r D O v lu O r I � O O 3 O A � O lu Agenda Information Memo August 11, 2015 Special City Council Meeting V. 2016 General Fund Budget and Tax Levy Direction To Be Considered: To provide direction to staff regarding the proposed 2016 General Fund budget and 2016 tax levy. Facts: ➢ Preparation of the 2016 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 2016 budget and for the tax levy considerations. ➢ The budget team—City Administrator Osberg, 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 2016 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 2016 General Fund budget and 2015 tax levy are next scheduled to be considered at the regular City Council meeting on September 2. Attachments: (2) V-12016 Budget Memo from City Administrator Osberg V-2 2016 Preliminary General Fund budget and tax levy information rCity of Won TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: CITY ADMINISTRATOR OSBERG DATE: AUGUST 11, 2015 SUBJECT: PROPOSED 2016 GENERAL FUND OPERATING BUDGET, PAYABLE 2016 PROPERTY TAX LEVY, AND BUDGET INFORMATION Meeting Purpose The City is required by State law to certify a proposed payable 2016 property tax levy to the County Treasurer -Auditor on or before September 30, 2015. The primary purpose of the August 11 Special City Council meeting is to review the preliminary 2016 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 2016 General Fund budget is scheduled for the regular City Council meeting on September 1, but could be delayed until the September 15 meeting, if necessary. (At one time, 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. The Truth -in -Taxation (TNT) hearing is tentatively scheduled for Tuesday, December 1. However, Dakota County's budget hearing is scheduled for the same night. Staff is prepared to discuss other options for the City in the event the Council wishes to avoid this scheduling conflict. Final approval of the budget and levy is slated for the December 15 regular City Council meeting, although it could be approved at the TNT hearing if the Council wishes. The final property tax levy must be certified to the County no later than December 28. Note that the City is not subject to State -imposed levy limits for 2016. 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 ® 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 two charts that follow may be useful in making comparisons to other cities and in helping to understand Eagan's financial position and budgeting options: 2 2013 Per Capita Total Expenditures MN Cities with 50,000+ Population (Source: State Auditor, February 2015) 3 City Portion of Property Taxes Taxes2015 Final R Plymouth 683 Eden Prairie 821 Woodbury` 846 I (Mendota Heights MIS 814 Minnetonka _ .... 834 Eagan s 896 Lakeville = 914 Maple Grove 935 Coon Rapids 1,050 Burnsville 1,051 Rosemount 1,059 18 -City Average 1,,073 Bloomington I 1,111 Apple Valleys f _ 1,113 Inver Grove Heights 1,129 Brooklyn Park 1 1,414 South St. Paul 1,417 e w v _` = Hastings I 1,468 West St. Paul 1111M 1,657 ................................................................................................................................................................................................................ (200) 300 800 1,300 1,800 In The proposed 2016 General Fund budget is $32,158,700, an increase of $861,800 or 2.75% over the 2015 expenditure budget. The 2016 budget is balanced; no appropriation of fund balance reserves is required. Revenue estimates The 2016 budget as proposed is based on a continuation of the City's established practice of estimating revenues on the conservative side within a realistic range. Two significant revenue reductions for 2016 have a negative impact of nearly $1 million: ® After two strong years of building permit revenue with the outlet mall in 2014 and development of the Eagan Central Commons area beginning in 2015, building permit activity is expected to decrease to levels similar to 2013 and prior. Development -related revenues for 2016 are estimated to decrease $652,000 from the 2015 budget. ® Federal Grant revenue will decrease by $316,300 as the two-year SAFER Grant for five full-time firefighters runs out in early -2016. Other non -tax revenues are expected to be about the same as 2015 With building permits and SAFER grant revenues down almost $1 million in total, a tax levy increase of $1,536,800 is required to balance the General Fund budget. The financing of the City's General Fund operations remains heavily reliant on the tax levy as 78.5% of the estimated 2016 revenue is from property taxes. a General Fund Revenues 2015 2016 $ % Property Taxes 23,701,100 25,237,900 1,536,800 6.5% Licenses and Permits 1,789,300 1,379,000 (410,300) -22.9% Inter-gov't Rev. 1,446,100 1,160,700 (285,400) -19.7% Charges for Services 1,819,500 1,781,300 (38,200) -2.1% Program and Other Revenues 748,300 749,300 1,000 0.1% Transfers In 1,732,600 1,850,500 117,900 6.8% 31,2 0963 0 32,158,700 921,800 3.0% 5 Expenditures The $861,800 proposed increase in the General Fund expenditure budget is largely due to increases in wages and benefits of existing staff. No new staff hires are proposed in 2016. The Personal Services increase of $699,800 includes: 1. 2.0% compensation adjustment for both union and non-union staff (though not all bargaining groups are settled for 2016) 2. 9.0% increase in health insurance premiums 3. Election judge costs of $90,000 4. Pilot program for stand-by crew in the Fire Department, with projected cost of $24,300, which is anticipated to be more than offset by a comparable reduction in volunteer firefighter compensation 5. Increase in hours of two existing PT staff, equating to an additional .55 FTE. 6. For accounting purposes, moving .5 FTE GIS office support staff from the Utilities Fund to the General Fund to more accurately reflect where that person's time is spent 7. Police contractual security is increased from $50,000 to $100,000 to better reflect historical actuals. This has no impact on the levy as contractual security revenues are increased by $50,000 as well. 8. History Intern ($2,000) to assist in re-establishing Old Town Hall exhibits Personal Services decreases include a reduction of 1.0 FTE Building Inspector, which will be replaced by $57,200 of contractual inspections, or the equivalent of .5 FTE. An Administrative Analyst position in the Parks and Recreafion Department is proposed to remain vacant as part of the 2016 budget. Services and Other Charges is up $176,900 primarily due to the $57,200 contractual inspections mentioned above and $50,000 for a City-wide compensation study. General Fund Expenditures 2015 Personal Services $ 23,593,300 Parts & Supplies 1,922,900 Services & Other Charges 5,549,200 Capital Outlay 191,500 Contingency 40,000 I,. 2.75% e __ 2016 $ % $ 24,293,100 $ 699,800 3.0% 1,879,100 (43,800) -2.3% 5,726,100 176,900 3.2% 220,400 28,900 15.1% 40,000 - 0.0% I,. 2.75% Existing Personnel General Fund Personnel Summary 2016 Budget 2015 2016 Approved Proposed Budget Budget $ % Regular Employees Salaries/wages/overtime $ 15,602,900 $ 15,968,800 $ 365,900 Police Contractual Security 50,000 100,000 50,000 PERA 1,799,300 1,852,500 53,200 FICA 816,500 837,200 20,700 Health/Lite/LTD insurance 2,436,500 2,570,600 134,100 Worker's compensation 446,100 498,500 52,400 SAFER Grant firefighters 423,400 436,900 13,500 Volunteer firefighters compensation 462,300 401,000 (61,300) Fire Relief Association (pension) 743,300 705,500 (37,800) 22,780,300 23,371,000 590,700 Proposed Additions FTE HR Assistant - Additional Hours 0.25 - 19,400 19,400 Fire Admin. Assistant - Additional Hours 0.30 - 17,200 17,200 PT GIS/Office Support (moved from Utilities) 0.50 - 30,400 30,400 Pilot Firefighter Stand -By Crew - 24,300 24,300 1.05 - 91,300 91,300 Proposed Reductions FTE Payroll Specialist (0.10) - (6,500) (6,500) Building Inspector (1.00) - (97,200) (97,200) Admin. Analyst - Recreation (1.00) - (78,900) (78,900) (2.10) - (182,600) (182,600) Position Adjustments Net for various reclassifications and salary adjustments related to employee turnover 43,900 43,900 - 43,900 43,900 Temporary/Seasonal City Clerk (Elections -every other year) 90,000 90,000 History Intern - 1,900 1,900 Finance Intern 7,100 10,700 3,600 Inspections Intern 8,100 8,200 100 Pub Wks/Engineering 19,500 20,000 500 Pub Wks/Streets 20,600 31,500 10,900 Recreation 357,600 390,700 33,100 Parks 283,500 294,600 11,100 Tree Conservation 116,600 121,900 5,300 813,000 969,500 156,500 Total Personnel 7 $ 23,593,300 $ 24,293,100 $ 699,800 2.3% 100.0% 3.0% 2.5% 5.5% 11.7% 3.2% -13.3% -5.1% 2.6% 19.2% 3.0% 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 2016 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, 2014 was $17,186,480, or 55.1 % of the 2015 budget. At its June 9 workshop, the City Council directed staff to appropriate $3.1 million of General Fund balance to reduce the amount of bonds to be issued in 2016 when preparing the Facilities CIP and its financing plan for the Council's consideration. That will reduce fund balance to $14,086,180, or 45.1 % of the 2015 budget. As a percentage of the proposed 2016 budget, $14,086,180 is 44.0%. 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 2015, resulting in no change to the fund balance due to operations. 0 60% 55% 50% 45% 40% 35% 30% 25% General Fund Fund Balance YE 2014 Projected YE 2015 Market Value and Tax Capacity After several years of decline, market values are starting to increase. Preliminary numbers from Dakota County indicate a 5.7% increase in total market value and an increase of 5.8% for total tax capacity. The horizontal bar in the chart below illustrates that total tax capacity value for 2016 is back to its 2007 level. 2003-2015 figures below are actual values, 2016 is the County's preliminary information, and 2017 is estimated by staff. I As noted, based on preliminary information received from Dakota County, the City will see an increase in overall taxable market value of 5.7% from $6,885,706,015 for payable 2015 to $7,281,147,459 for payable 2016. Included in the market value increase is $144,353,700 resulting from new construction. The City will see a net tax capacity increase of 5.8% from $72,520,297 to $76,751,313. Comparison of Taxable Market Value and Tax Capacity Preliminary Final 2015 2016 Change 2015 / 2016 Payable Payable Dollars % Taxable Market Value 6,885,706,015 7,281,147,459 395,441,444 5.7% Tax Capacity: Gross Tax Capacity 86,447,938 91,473,606, 5,025,668 5.8% Fiscal Disparities Contribution (12,393,062) (12,847,851) (454,789) -3.7% Tax Increment Value (1;534,579) (1,874,442) (339,863) -22.1% Net Local Tax Capacity 72,520,297 76,751,313 4,231,016 5.8% Tax capacity -based levy The tax capacity -based component of the City's proposed levy for operations and debt service is $30,568,669, an increase of $1,468,484 or 5.0% over the 2015 levy of $29,100,185. The preliminary tax capacity rate calculated at .36425 is fractionally lower than the 2015 rate of .36525. We are using last year's fiscal disparities distribution figure as an estimate for 2016. The 2016 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 Net Local Levy $ 26,487,848 $ 27,956,332 $ 1,468,484 5.5% Tax Cap Rate -City: $ 26,487,848 $ 27,956,332 $ 72,520,297 $ 76,751,313 0.36525 0.36425 (0.00100) -0.3% In summary, the City portion of the tax rate is expected to decrease 0.3%. 10 Final Preliminary Change 2015 2016 Amount Per Cent Operating Levy $ 2.8,895,909 $ 30,363,617 $ 1,467,708 Debt Service Levy 204,276 205,052 776 Total Tax Capacity Levy 29,100,185 30,568,669 1,468,484 5.0% F D Distribution (2,612,337) (2,612,337) - 0.0% Net Local Levy $ 26,487,848 $ 27,956,332 $ 1,468,484 5.5% Tax Cap Rate -City: $ 26,487,848 $ 27,956,332 $ 72,520,297 $ 76,751,313 0.36525 0.36425 (0.00100) -0.3% In summary, the City portion of the tax rate is expected to decrease 0.3%. 10 Market value -based levy (Community Center 200913 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 2015 2016 Amount Per Cent Ref Mkt Value $ 7,167,891,225 $ 7,543,986,675 $ 376,095,450 5.2% Debt Service Levy $ 1,120,928 $ 1,119,615 $ (1,313) -0.1% Mkt Value Ref Rate 0.0001564 0.0001484 (0.0000080) -5.1% There is virtually no change in levy to the average homeowner from 2015 to 2016: Market Value Levy Tax Impact Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2016 258,752 0.1484 38.40 2015 249,423 0.1564 39.01 11 Total levy and levy allocation In total, the proposed levy is up 4.9% in 2016. The chart below shows the annual fluctuations for the past 10 years. Significant changes to the levy have been noted by the year they were incorporated. 7.0°l 6.0% 4.0% 3.0`SU 2,0% 1:0% 0.0% -2.0% -3.0% 40% Annual Changes to City-wide Tax Levy 2005-2015 Fire Apparat $400,000 5.1% 6.0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 With the exception of the Fire Apparatus and Major Street Fund–Overpasses levies, the "capital" portion of the levy is proposed to increase 3%. Per 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. With the pending consolidation of Fire Stations, the fleet needs are anticipated to decrease by 10%. Accordingly, the Fire Apparatus levy has been decreased by $40,000 in 2016. As part of -the bonding needs for the 2016-2020 Facilities CIP, a first-year levy for interest payments on the anticipated April 2016 bond issue is $180,287. Springsted's financing plan called for reducing the Major Street Fund–Overpasses levy by one-half for 2016, which, combined with the 2016 bond levy, would create a one-time decrease of about $350,000 in 2016, followed by a corresponding $350,000 increase in 2017. Staff is proposing to spread that one-time decrease evenly over 2016 and 2017—roughly $175,000 each year—instead of taking it all in 2016. So the Major Street Fund– Overpasses levy is proposed to decrease by 26% in 2016. The Parking Ramp levy was new for 2015 and is 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). Because the DataBank improvements were completed after January 1, 2015, there will be no tax abatement and, therefore, no levy for abatement in 2016. We expect to levy $22,000 for abatement in 2017. 12 Allocation of Property Tax Levy General Fund Special Revenue - Parking Ramp General Facilities R & R Equipment Rewlving Fund Major Streets Fund - A Major Streets Fund B (Overpasses) Fire Apparatus - Debt - Revolving Park Systems Development & R & R Debt Service - 2016 Bonds Fund Totals Market Value Debt Service Levy Grand Total Levy Tax Impact As noted, the estimated 2016 tax capacity rate is down .3% from 2015. The market value tax rate, representing a much smaller portion of the overall levy, is slightly 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 2016 of the property value immediately above it, as it may have been valued/taxed in 2015. For example, a $150,000 home in 2015 would have had city taxes of $484.62. That same home may be valued at $155,610 in 2015 (based on average value increases), causing it to have 2016 taxes of $505.27, an increase of $20.65. If the value of that home stayed the same from 2015 to 2016, the taxes would have decreased to $482.16 or $2.46. 13 Final Preliminary Change 2015 2016 Dollars % $ 23,701,100 $ 25,237,900 $ 1,536,800 6.5% 60,000 60,000 - 0.0% 326,026 335,807 9,781 3.0% 1,187,722 1,223,354 35,632 3.0% 1,759,968 1,812,767 52,799 3.0% 1,214,428 894,085 (320,343) -26.4% 204,276 205,052 776 0.4% 195,724 154,948 (40, 776) -20.8% 450,941 464,469 13,528 3.0% - 180,287 180,287 N/A $ 29,100,185 $ 30,568,669 $ 1,468,484 5.0% $ 1,120,928 $ 1,119,615 (1,313) -0.1% $ 30,221,113 $ 31,688,284 $ 1,467,171 4.9% As noted, the estimated 2016 tax capacity rate is down .3% from 2015. The market value tax rate, representing a much smaller portion of the overall levy, is slightly 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 2016 of the property value immediately above it, as it may have been valued/taxed in 2015. For example, a $150,000 home in 2015 would have had city taxes of $484.62. That same home may be valued at $155,610 in 2015 (based on average value increases), causing it to have 2016 taxes of $505.27, an increase of $20.65. If the value of that home stayed the same from 2015 to 2016, the taxes would have decreased to $482.16 or $2.46. 13 Tax Capacity Rate Market Value Rate Market Value Eagan Property Tax History City Taxes Only 2012 2013 0.34553 0.38272 Projected 2014 2015 2016 0.38250 0.36525 0.36425 0.0001644 0.0001726 0.0001696 0.0001564 0.0001484 $ 150,000 $ 461 $ 509 $ 508 $ 485 $ 482 200,000 657 726 725 692 688 207,480 �� 719 249,423 Pay 2015 Average Eagan House Mkt Value 896 892 .. ,'258, 752 Pay 2016 Average Eagan .House tiik,f: Value::; 935 , 930- 300,000 1,051 1,161 1,159 1,105 1,100 3,11, 220 v. 1,146 400,000 1,444 1,595 1,593 1,519 1,512 "'A 4,,960,;,-, The table below further illustrates the chart above for the average value home. City Taxes on Average Market Value House in Eagan 2015 Average value: 249,423 2015 City Tax: 896 2016 Average value: 258,752 2016 City Tax: 930 Increase 9,329 Increase 34 3.7% 3.8% Market Value for the average value home is noted by the County Assessor to increase by 3.7%. The City tax for the average valued property is proposed to increase by 3.8% or $34. Proposed Next Steps Staff incorporates City Council direction from this meeting into the budget and levy. A City Council approves the preliminary levy at the regular meeting on September 1 (or regular meeting on September 15, if necessary). The preliminary levy is certified to Dakota County before September 30. Truth -in -Taxation hearing will be held at the first December regular City Council meeting. (Staff will present meeting date options.) ➢ At the December 15 regular City Council meeting, the final 2016 budget and levy will be adopted by Council. 14 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 2.75% 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 2016. As a reminder, the preliminary tax levy can be reduced after September 30, but cannot be increased. Is the proposed total levy of 4.9% appropriate? 3. Allocation of the Preliminary Tax Levy Staff has prepared the levy allocation as follows: ® The amount of taxes necessary to balance the General Fund budget is appropriated to the General Fund after non -tax revenues are estimated, which represents a 6.5% increase over last year. ® $360,000 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 (except for the Major Street Fund—Overpasses levy as explained on page 12). ® $60,000 in tax levy is allocated to the 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 douse – 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? 5. Is it acceptable to hold the TnT hearing the same night as Dakota County's hearing? Or should it be moved to another night, and if so, which night? Together with the Department and Division Heads, I submit this 2016 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 Ad mi for 15 General Fund 16 1Budget COMPARATIVE SUMMARY OF REVENUES 2015 1 1 2016 1 2015 vs. 2016 0 Budget Budget $ % General Property Taxes 23,701,100 25,237,900 1,536,800 6.5% Licenses 296,600 320,200 23,600 8.0% Permits 1,492,700 1,058,800 (433,900) -29,1% Intergovernmental Rev 1,446,100 1,160,700 (285,400) -19.7% Charges for Services 1,126,300 1,084,500 (41,800) -3.7% Recreation Charges 693,200 696,800 3,600 0.5% Fines & Forfeits 267,500 267,300 (200) -0.1% Other Revenues 279,600 280,000 400 0.1% Program Revenues 201,200 202,000 800 0.4% Transfers 1,732,600 1,850,500 117,900 6.8% TOTAL GENERAL FUN® $ 31,236,900 $ 32,158,700 921,800 3.0% 0 GENERALFUND REVENUES BY LINE ITEM Acct 2013 2014 2016 F 2016 No. DESCRIPTION Actual Actual Budget Budget 2015 to 2016 TAXES: 4020 AD VALOREM TAXES - CURRENT $ 20,130,651 $ 20,604,590 $ 23,701,100 $ 25,237,900 1,536,800 6.5% 4021 AD VALOREM TAXES - DELINQUENT (49,520) (1,274) - - - N/A 4030 FISCAL DISPARITIES 1,838,068 2,083,143 N/A 4031 PENALTIES AND INTEREST 22,964 21,530 N/A 4032 FORFEITED TAX SALES 46,118 - N/A TOTAL $ 21,988,280 $ 22,707;990 $ 23,701,100 $ 25,237,900 1,536,800 6.5% LICENSES: 4055 LIQUOR $ 240,592 $ 254,205 $ 230,000 $ 255,000 25,000 10.9% 4056 BEER 4,902 4;358 6,100 - (6,100) -100.0% 4057 TOBACCO 9,618 9,950 8,500 9,600 1,100 12.9% 4058 TREE MTN CONTRACTOR 1,488 938 900 1,000 100 11.1% 4059 GARB/RUBBISH HAULING 9,372 9,219 8,600 9,000 400 4.7% 4060 KENNEL 50 50 200 300 100 50.0% 4061 DOG 36,207 38,338 34,800 37,300 2,500 7.2% 4063 PET SHOP LICENSE 100 350 200 200 - 0.0% 4064 MASSAGE THERAPIST 7,488 8,338 7,300 7,800 500 6.8% TOTAL $ 309,817 $ 325,746 $ 296,600 $ 320,200 23,600 8.0% PERMITS: 4085 BUILDING $ 1,925,830 $ 1,509,654 $ 1,057,000 $ 800,000 (257,000) -24.3% 4087 PLUMBING 110,455 143,439 140,000 75,000 (65,000) -46.4% 4088 MECHANICAL 126,075 173;821 186,000 95,000 (91,000) -48.9% 4089 SIGN 26,259 44,440 25,000 35,000 10,000 40.0% 4091 WELL/PRIVATE SEPTIC 70 140 100 100 - 0.0% 4093 DEMOLITION/MOVING - 45 - N/A 4094 EXCAVATING 3,800 1,300 2,500 2,500 - 0.0% 4095 CONDITIONAL/SPECIAL USE 5,207 2,450 5,000 3,000 (2,000) -40.0% 4096 FIRE SUPPRESSION PERMITS 19,483 45,811 45,000 16,000 (29,000) -64.4% 4097 FIREWORKS PERMITS 1,340 1,340 2,000 1,600 (400) -20.0% 4098 SPECIAL EVENT PERMITS 1,000 1,050 1,000 1,000 - 0.0% 4100 UTILITY 47,819 47,902 27,500 27,500 - 0.0% 4102 PUBLIC ROW CONST 580 7,629 800 800 - 0.0% 4120 OTHER 700 950 800 1,300 500 62.5% TOTAL $ 2,268,616 $ 1,979,972 $ 1,492,700 $ 1,058,800 (433,900) -29.1% INTER -GOVT REV.• 4135 FEDERAL GRANTS $ 80,402 $ 339,138 $ 458,400 $ 142,100 (316,300) -69.0% 4140 STATE GRANTS 29,612 23,046 5,000 5,000 0.0% 4151 LOCAL PERFORMANCE AID 9,096 9,282 9,100 9,100 0.0% 4153 MVHC 285 187 - - - N/A 4155 MSA - MAINTENANCE 70,141 70,140 77,900 78,800 900 1.2% 4158 POLICE TOWN AID 473,515 525,503 470,000 500,000 30,000 6.4% 4159 POLICE TRAINING AID 22,556 21,883 22,600 22,600 - 0.0% 4160 STATE PERA AID 33,114 33,114 33,100 33,100 - 0.0% 4161 FIRE STATE AID 370,429 375,523 370,000 370,000 _ - 0.0% 4175 COUNTY GRANTS 10,371 - - - N/A 4177 OTHER GRANTS AND AIDS 40,273 N/A TOTAL 1,139,792 1,397,815 1,446,100 1,160,700 (285,400) -19.7% 2 GENERALFUND REVENUES BYLINE ITEM Acct 2013 2014 2015 F 2016 No. DESCRIPTION Actual Actual Budget Budget 2014 to 2015 CHARGES FOR SERVICES: 4205 VARIANCE FEES 5;000 4,600 3,500 3,500 - 0.0% 4206 PLATTING FEES 11,508 13,704 10,000 8,000 (2,000) -20.0% 4207 REZONING FEES 5,135 8,700 4,500 5,000 500 11.1% 4210 RETURNED CHECK FEE 1,340 1,132 1,100 1,100 - 0.0% 4212 DOG IMPOUND/KENNEL FEE 6,415 5,207 6,000 6,000 0.0% 4214 BURGLAR ALARM FEES 23,900 23,780 25,000 23,000 .(2,000) -8.0% 4216 REPEAT NUISANCE CALL FEE 1,470 275 1,000 300 (700) -70.0% 4216 DAYCARE INSPECTION FEES 1,000 455 1,000 1,000 - 0.0% 4220 VACATION PROCEEDINGS 4,000 3,600 2,200 2,500 300 13.6% 4221 PUBLIC SAFETY FEES 2,749 2,207 2,800 2,800 - 0.0% 4222 PLAN CHECKS 546,997 512,156 470,000 250,000 (220,000) -46.8% 4226 DEV ESCROW REIMBURS 183,734 207,938 100,000 100,000 - 0.0% 4227 ENGINEERING SERVICES 887;957 553,151 267,100 406,900 139,800 52.3% 4228 ENG/FINANCIAL ADMINISTRATION 4,537 6,596 2,500 3,500 1,000 40.0% 4230 PRINT MATERIAL/OTHER FEES 1,295 8,406 2,600 2,600 - 0.0% 4231 RESEARCH OF CITY RECORDS 473 - - - N/A 4233 TOBACCO NON-COMPL. PENALTY - 300 300 - (300) -100.0% 4234 POLICE SECURITY - EXEMPT 102,176 102,729 60,400 102,300 41,900 69.4% 4236 POL SVCES TO SCHOOL DIST 127,260 122,180 78,000 78,700 700 0.9% 4239 INVESTIGATION FOR LICENSING 30,923 21,450 20,000 20,000 - 0.0% 4241 ALCOHOL NON-COMPL. PENALTY 3,500 2,500 7,000 - (7,000) -100.0% 4242 MAINT EQUIP & PERS CHG 12,163 23,428 12,000 12,000 0.0% 4245 PERMIT SURCHARGE 2,007 1,832 1,300 1,300 0.0% 4246 ADMN FEE ON SAC 16,913 9,592 5,000 5,000 - 0.0% 4247 ROOM TAX ADMIN FEE 44,113 47,746 41,000 45,000 4,000 9.8% 4260 INVESTMENT MGMT FEE 5,785 11,944 2,000 4,000 2,000 100.0% TOTAL 2,032,349 1,695,608 1,126,300 1,084,500 (41,800) -3.7% 4310-13 RECREATION PROGRAM FEES: 3027 HOLZ FARM. 950 1,750 1,900 2,000 100 5.3% 3029 SAFETY CAMP 3,550 3,400 4,000 4,000 - 0.0% 3032-5 TENNIS 15,299 15,800 19,700 18,300 (1,400) -7.1% 3037.8 GOLF 12,410 9,665 7,400 6,900 (500) -6.8% 3041-3 VOLLEYBALL 25,620 23,807 24,400 27,700 3,300 13.5% 3044-6 BROOMBALL 5,249 5,364 5,700 5,100 (600) -10.5% 3047 T -BALL 15,415 14,071 14,700 14,200 (500) -3.4% 3048 ADULT SOFTBALL -MEN 103,729 101,540 106;000 106,000 - 0.0% 3049 ADULT SOFTBALL -WOMEN 5,461 4,971 5,200 4,100 (1,100) -21.2% 3050 ADULT SOFTBALL-CO-REC 31,837 24,023 27;000 26,300 (700) -2.6% 3052 FOOTBALL 2,161 1,293 2,200 1,800 (400) -18.2% 3054-6 HOCKEY/BOOT HOCKEY 1,312 1,298 1,300 1,300 - 0.0% 3057 PRESCHOOL PROGRAMS 145,306 143,456 131,700 141,000 9,300 7.1% 3058,75 TEENS 2,892 3,489 4,100 5,000 900 22.0% 3059 SUMMER IN THE PARK 23,219 24,659 26,000 25,400 (600) -2.3% 3060 PUPPET WAGON 1,798 1,870 1,400 1,500 100 7.1% 3061 MARKETFEST 14,687 20,394 18,100 21,900 3,800 21.0% 3062 SCHOOL'S OUT EVENTS 660 300 900 900 - 0.0% 3063 SEASONAL SPECIAL EVENTS 5,313 10,216 6,200 6,600 400 6.5% 3065 SPECIAL EVENTS 3,184 2,035 6,400 11,300 4,900 76.6% 3066 DANCE 7,559 8,043 8,500 6,800 (1,700) -20.0% 3067 ADAPTIVE/INCLUSION 605 353 1,900 1,900 0.0% 3069 NATURE PROGRAMS 2,960 - N/A 3071,74 TUBING HILLS 10,084 11,186 6,000 6,000 - 0.0% 3076 BASKETBALL 25,550 23,644 23,900 25,200 1,300 5.4% 3077 WIFFLEBALL 3,570 3,155 2,700 2,500 (200) -7.4% 3078 SENIOR CITIZENS 39,607 40,080 50,200 35,100 (15,100) -30.1% 3079 FUN RUNS/WALKS 2,096 - 4,100 6,000 1,900 46.3% 3080 CONCESSIONS 6,083 3,476 10,600 - (10,600) -100.0% 3081 ARTS COUNCIL 107,381 113,506 102,000 103,000 1,000 1.0% 3082 SPORTS & CREATIVE CAMPS 19,926 19,537 22,400 23,000 600 2.7% 3083 PRESCHOOL CREATIVE ACTIVITIES 1,150 - - - N/A 3086 NEW PROGRAMS 1,332 303 - - N/A 3090 OFF -LEASH DOG AREA 3,729 6,237 8,300 3,800 (4,500) -54.2% 3092 CDGB SENIOR PROGRAMS 25,011 29,222 35,500 48,600 13,100 36.9% OTHER REVENUE 12,764 5,801 2,800 3,600 800 28.6% TOTAL 689,525 677,941 693,200 696,800 3,600 0.5% 3 Acct No. DESCRIPTION 4810 FINES & FORFEITS: 4410 COURT FINES/FORFEITS 4411 PROSECUTION COSTS/FINES 4421 EVIDENCE FORFEITURES (3,100) TOTAL 1,019 MISC REVENUES: 4610 INTEREST ON INVESTMENTS 4611/12 SPEC ASSMT-PRINCIPAL/INT 4615 CHANGE IN FMV - INVESTMTS 4620 ANTENNA LEASES - HOLZ FARM 4624 ATHLETIC FIELD RENT 4625 PARK SHELTER RENT 4628 SWITCHING STATION RENT 4634 ATHLETIC FIELD RENT-NON-RESIDEN 4657 SALE OF CITY PROPERTY 4660 LAPEL PINS 4661 HISTORY BOOKS 4663 CONTRIBUTION/DONATION 4666 HISTORY CARDS 4691 OTHER REVENUE 30,300 TOTAL GRAND TOTAL GENERAL FUND REVENUES BY LINE ITEM Actual 2014 2015 2016 Actual Actual Budget Budget 2014 to 2015 232,605 l PROGRAM REVENUES: 4810 PROJ. ADMIN 4821 DRUG TASK FORCE REIMB 4822 OTHER REIMBURSEMENTS 4831 CAPITAL CREDITS (3,100) TOTAL 1,019 TRANSFERS: 1,100 CABLE FRANCHISE FEES UTILITY TRANSFERS 271,957 TOTAL GRAND TOTAL GENERAL FUND REVENUES BY LINE ITEM Actual 2014 2015 2016 Actual Actual Budget Budget 2014 to 2015 232,605 l 230,899 228,900 231,800 2,900 1.3% 38,334 25,013 37,500 34,400 (3,100) -8.3% 1,019 4,287 1,100 1,100 0.0% 271,957 260,199 267,500 267,300 (200) -0.1% 46,901 103,680 52,000 52,000 - - 0.0% 3,013 3,331 9,000 4,100 (4,900) -54.4% (84,345) 66,956 - - - N/A 30,300 32,100 32,600 34,500 1,900 5.8% 72,465 76,257 75,000 75,000 - 0.0% 37,096 39,013 41,600. 41,700 100 0.2% 19,126 20,274 20,000 22,800 2,800 14.0% - (136) - - N/A 5,792 146 2,000 1,000 (1,000) -50.0% 29 - - - - N/A 102 43 5,000 6,000- 1,000 20.0% 48,087 53,600 34,300 32,900 (1,400) -4.1% - 308 (113) - - - N/A 26,342 10,052 8,100 10,000 1,900 23.5% 205,215 405,203 279,600 280,000 400 0.1% 433,350 147,229 167,700 168,000 300 0.2% 8,598 6,139 19,000 19,500 500 2.6% 6,653 13,387 7,000 7,000 - 0.0% 12,197 16,878 7,500 7,500 - 0.0% 460,799 183,632 201,200 202,000 800 0.4% 440,814 .531,755 546,300 580,800 34,500 6.3% 1,134,700 1,241,100 1,186,300 1,269,700 83,400 7.0% 1,575,514 1,772,855 1,732,600 1,850,500 117,900 6.8% 30,941,864 31;406,961 31,236,900 32,158,700 921,800 3.0% 4 2016 Comparative Summary Of Expenditures General Fund Budget 2015 2016 Difference PUBLIC SAFETY 11 Police Budget Budget $ % GENERAL GOVERNMENT Fire 2,715,300 2,743,000 27,700 01 Mayor & Council $ 148,400 $ 156,200 $ 7,800 5.3% 02 Administration 608,800 574,000 (34,800) -5.7% 03 Information Technologies 1,608,700 1,627,000 18,300 1.1% 04 City Clerk 242,300 373,400 131,100 54.1% 05 Finance 847,700 882,900 35,200 4.2% 06 Legal 393,900 393,900 - 0.0% 07 Comm Dev--Planning 1,036,100 1,077,800 41,700 4.0% 08 Comm Dev--Inspections 1,216,900 1;221,000 4,100 0.3% 09 Communications 546,300 582,800 36,500 6.7% 10 Human Resources 317,300 392,700 75,400 23.8% Parks & Rec Total Gen Govt Total 6,966,400 7,281,700 315,300 4.5% PUBLIC SAFETY 11 Police 12,275,400 12,594,100 318,700 2.6% 12 Fire 2,715,300 2,743,000 27,700 1.0% General Fund Total Public Safety Total 14,990,700 15,337,100 346,400 2.3% PUBLIC WORKS 21 Public Works/Engineering 1,216,800 1,271,600 54,800 4.5% 22 Streets & Highways 1,886,000 2,003,000 117,000 6.2% 24 Central Svices. Maint. 617,200 614,400 (2,800) -0.5% Public Works Total 3,720,000 3,889,000 169,000 4.5% PARKS & RECREATION 30 Recreation 2,199,000 2,203,400 4,400 0.2% 31 Parks 2,071,300 2,063,900 (7,400) -0.4% 32 Tree Conservation 533,400 555,400 22,000 4.1% Parks & Rec Total 4,803,700 4,822,700 19,000 0.4% ►LIS4TOhjlilI A0101 /y1I I,k 33 Government Buildings m 776,100 788,200 12,100 1.6% Subtotal 31,256,900 32,118,700 861,800 2.76% 41 Contingency --Undesignated 40,000 40,000 - 0.0% General Fund Total $ 31,296,900 $ 32,158,700 $ 861,800 2.75% 5 2016 Proposed Budget Operating Budget k City of Eap 2016 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator PURPOSE & DESCRIPTION The purpose of the Mayor and City Council is to: ® Provide for the legislative and policy-making activities of the City's government ® Provide for the planning and control of municipal expenditures through the adoption of an annual budget ® Provide for the generation of revenue through the I ft f d t t t Expenditures as % of General Fund' evying o axes, ees, an ra e s ruc ures • Provide a forum for citizen input into the policy process through public hearings, advisory commissions, public testimony, and civic and community groups The Mayor and City Council are responsible for the following functions: ® Participate in regular City Council meetings on the 15T and 3rd Tuesday of the month, as well as monthly Council workshops as needed o Serve on City Council Committees that make recommendations to the City Council as a whole ® Represent the City on various boards and Commissions pertaining to local government PERFORMANCE INDICATORS 2013 2014 2015 2016 Description Actual Actual Estimate Target Number of special City Council meetings held annually 14 13 13 13 Percentage of City advisory commissions that met in a joint 100% 100% 100% 100% meetingwith the council each year City of Eap l 2016 proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator HIGHLIGHTS & CHANGES Overview: The 2016 Mayor & City Council budget increased by $7,800, or 5.3%, due entirely to health insurance premium increases. The non -personnel budget remains consistent with the 2015 budget. EXPENDITURE SUMMARY 8 Budget 2016 116,300 39,800 inn $ 156,200 Actual Actual Budget Expenditure 2013 2014 2015 Personal Services 102,958 105,556 108,500 Services and Other Charges 37,809 32,793 39,800 Capital Outlay - 2,912 100 Total $ 140,767 $ 141,261 $ 148,400 8 Budget 2016 116,300 39,800 inn $ 156,200 411b6 City of Eap 2016 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL 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 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 2013 2014 2015 2016 $ 53,850 $ 53,850 $ 53,600 $ 53,600 2,486 2,457 4,100 4,100 2,008 2,009 2,000 2,000 44,154 46,780 48,700 56,400 125 125 - - 220 220 - - 115 115 100 200 102,958 105,556 108,500 116,300 699 542 800 800 21,000 21,000 21,000 21,000 - - 100 100 12,112 7,186 12,900 12,900 3,998 _ 4,065 5,000 5,000 37,809 32,793 39,800 39,800 - 2,912 100 100 2,912 100 100 $ 140,767 $ 141,261 $ 148,400 $ 156,200 5.3 M Non -personnel increase: 41� City of Eapfl 2016 Proposed Budget Operating Budget This page left intentionally blank 10 �a 2016 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 excellent or good (biennial survey) i` 2013 2014 2015 2016 Description Actual Actual Estimate Target �70 Number of airport noise complaints/questions (telephone and 110 70 70 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 N/A 96% N/A 96% excellent or good (biennial survey) i` City of Eap 2016 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator HIGHLIGHTS & CHANGES Overview: The 2016 Administration budget is proposed to decrease $34,800 or 5.7% from the 2015 budget. The Personal Services section is proposed to increase $17,600 or 3.9% due to inflationary personnel costs, which partially offsets the $60,000 decrease in costs for the Community Visioning Program amended for in the 2015 budget. Highlight/Change 1: The prior year budget included costs associated with the Community Visioning project, which will be substantially completed in 2015. Financial Impact: $60,000 decrease (6310) Service Level Impact: No impact as it was a one-time cost. EXPENDITURE SUMMARY Actual Actual Expenditure 2013 Personal Services $ 423,092 Parts and Supplies 1,220 Services and Other Charges 118,243 Capital Outlay 1,731 Total $ 544,286 EXPENDITURE SUMMARY Actual Budget Budget 2014 2015 _ 2016 $ 454,648 $ 449,600 $ 467,200 3,107 1,900 2,100 86,169 156,100 102,700 2,439 1,200 2,000 $ 546,363 $ 608,800 $ 574,000 12 41_1111� City of Rap 2016 Proposed Budget Operating Budget Administration (02) Responsible Managers; Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours City Administrator 1 1 1 1 2,080 Assistant City Administrator 1 1 1 1 2,080 Executive Assistant 1 1 1 1 2,080 Total 3 3 3 3 6,240 2016 WORK PLAN Activity Routine 1 Council meetingand 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 13 City of Eapa 2016 Proposed Budget Operating Budget Administration (02) Responsible Managers: Dave Osberg, City Administrator Dianne Miller, Asst. City Administrator LINE ITEM DETAIL 14 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 324,358 $ 361,016 $ 354,700 $ 365,700 6112 OVERTIME -REGULAR 2,338 2,390 1,600 1,800 6130 SALARIES AND WAGES -TEMPORARY - - - - 6142 PERA-COORDINATED 26,719 25,112 26,700 27,600 6144 FICA 26,989 22,994 22,700 23,000 6151 HEALTH INSURANCE 39,969 40,318 42,100 46,700 6152 LIFE INSURANCE 420 378 - - 6154 DISABILITY- LONGTERM 826 747 - - 6155 WORKERS COMPENSATION 1,473 1,693 1,800 2,400 PERSONAL SERVICES 423,092 454,648 449,600 467,200 PARTS &SUPPLIES 6210 OFFICE SUPPLIES 1,220 3,107 1,900 2,100 PARTS & SUPPLIES 1,220 3,107 1,900 2,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 3,500 - 61,000 5,000 6353 PERSONAL AUTO/PARKING 11,356 10,609 11,600 11,600 6355 CELLULAR TELEPHONE SERVICE 1,548 1,492 1,800 1,800 6385 INSURANCE 4,000 4,000 4,000 4,000 6475 MISCELLANEOUS 2,244 - 500 - 6476 CONFERENCES AND SCHOOLS 7,054 7,799 8,400 9,400 6477 LOCAL MEETING EXPENSES 3,416 3,072 4,000 4,000 6479 DUES AND SUBSCRIPTIONS 73,372 47,447 52,400 54;500 6535 OTHER CONTRACTUAL SERVICES 11,753 11,750 12,400 12,400 SERVICES & OTHER CHARGES 118,243 86,169 156,100 102,700 CAPITAL OUTLAY 6660 OFFICE FURNISHI NGS/EQUIPMENT 1,165 2,439 1,200 2,000 6670 OTHER EQUIPMENT 566 - - - CAPITAL OUTLAY 1,731 2,439 1,200 2,000 TOTAL ADMINISTRATION $ 544,286 $ 546,363_5$ 608,800 _ $ 74,000 -5.7% non -personnel: 3.9% 14 APP" pity of Eap 2016 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 Expenditures as % of General Fund • Provide support for City's Communication 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 MobileDevi ces (Smartphones, Tablets) 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 (PC support) 15 2013 2014 2015 2016 Actual Actual Estimated Target 330 375 400 400 3,300 3,600 3,900 3,900 75 117 150 150 85 85 95 95 115 110 110 110 50 50 50 50 10 10 10 10 37 37 37 37 37 37 40 40 17 20 19 20 26,000 48,000 58,000 60,000 32,000 36,000 42,000 44,000 City of Eap 2016 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Dan Cook, IT Manager HIGHLIGHTS & CHANGES Overview: The proposed 2016 Information Technology (IT) budget is up $18,300 or 1.1% over the 2015 budget. The increase is primarily due to inflationary personnel costs. The non -personnel increase is proposed to be 0.7%. This is primarily due to reducing a number of discontinued service maintenance agreements, as well as allocating some of the copier and print services maintenance agreements to various Enterprise funds. In addition, there is a reduction in one-time consultant fees for developing new GIS software. It is also an off-year on mandatory PCI consultation to maintain compliancy. Highlight/Change 1: There is a decrease to Maintenance Contracts being proposed in the 2016 budget as copier lease charges of $11,815 have been moved from the IT department budget into the various Enterprise funds that the equipment is allocated too. While this affects Civic Arena, Community Center and Water quality, the largest Enterprise fund affected is Utilities. In addition, $3,755 of the Print Services was also moved from the Maintenance Contracts charges and allocated to the various Enterprise funds. Discontinued Maintenance Contracts have also been removed from the budget accounting for the remainder of the decrease. Financial Impact: $17,600 decrease (6569) Service Level Impact: None Highlight/Change 2: Staff training is proposed to increase to accommodate training for the new staff member approved in 2015, as well as the citywide GIS initiative. In 2015, we reduced the training budget by $5,900 to assist with reducing the overall citywide budget. This budget proposes that we return to a higher level as technology is rapidly changing and staff needs to keep up on the education of network and security trends and technology. Financial Impact: $12,000 increase (6476) Service Level Impact: These conferences and training are needed to keep staff up to date on new trends and technologies that they support on a day-to-day basis. Without these conferences and trainings, staff will be out of date and technology will struggle to advance. Highlight/Change 3: Increased staff levels and inflationary increases for LOGIS services are included in the 2016 budget. LOGIS is proposing adding three additional staff members to their financial applications and network services area to accommodate increased service levels. These costs are being split among the consortium. Financial Impact: $49,000 increase (6350) Service Level Impact: These services are the City's core applications ranging from financials to police and fire CAD, mobiles, field reporting, etc. By using the consortium purchasing power and economies of scale, LOGIS IT Services offer a superior service level at a fractional cost. Highlight/Change 4: Decrease in Contractual Programming and Other Contractual Services. This is primarily due to GIS software development of a new product in 2015 called MapIT, powered by WSB Datal-ink. The majority of this funding is not needed in 2016; however, further developments such as product integrations, scripting and other programming may be needed to advance the product in the future. In addition, $27,500 was budgeted for PCI consultation and internal/external penetration testing. The PCI consultation and assessment should be done on a biennial basis -2016 will be an off-year. The internal/external penetration testing is done on an annual basis. Financial Impact: $37,500 decrease (6535) Service Level Impact: None IK City of Rap 2016 proposed Budget Operating Budget Information Technology (03) Responsible Manager; Dan Cook, IT Manager EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2013 2014 2015 2016 Personal Services $ 427,591 $ 457,731 $ 570,200 $ 581,000 Parts and Supplies 29,531 11,497 35,100 32,600 Services and Other Charges 852,473 911,560 998,000 1,006,600 Capital Outlay 2,547 3,830 5,400 6,800 Total $ 1,312,142 $ 1,384,618 $ 1,608,700 $ 1,627,000 POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours IT Ma nager 1 1 1 1 2,080 IT Network Administrator 1 1 1 1 2,080 IT Security Specialist 0 0 1 1 2,080 ITSystems Specialist 2 2 2 _ 2 4,160 Total 4 4 5 5 10,400 2016 Work Plan Activity Routine 1 Develop IT policies and procedures 2 Research and recommend newtechnologies 3 Establish IT goals, 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 L061S 8 Maintain network hardware infrastructure and user accounts 9 Design and implement network wiring infrastructure 10 Maintain relationships/memberships with intergovernmental agencies 17 Pb. �i� of Ea�a� 2016 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 6756 BUILDING & STRUCTURES CAPITAL OUTLAY TOTAL INFORMATION TECHNOLOGY 2,547 1,866 5,400 6,800 - 1,964 2,547 3,830 5,400 s 6,800 $ 1,312,142 $ 1,384,618_ $ 1,608,700 $ 1,627,000 1.1% 18 Non -personnel increase: 0.7% Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 333,383 $ 348,240 $ 428,900 $ 437,600 6112 OVERTIME -REGULAR 215 1,907 - - 6142 PERA-COORDINATED 23,725 25,458 32,200 32,800 6144 FICA 22,513 24,119 32,600 33,200 6151 HEALTH INSURANCE 43,902 54,078 73,700 74,700 6152 LIFEINSURANCE 620 630 - - 6154 DISABILITY -LONGTERM 1,240 1,260 - - 6155 WORKERS COMPENSATION 1,993 2,039 2,800 2,700 TOTAL PERSONAL SERVICES 427,591 457,731 570,200 581,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 20,791 3,627 14,500 9,500 6224 CLOTHING/PERSONAL EQUIPMENT - - 100 100 6230 REPAIR/MAINTENANCESUPP-GENL 8,433 7,770 18,500 18,500 6270 COMPUTER SOFTWARE _ 307 100 2,000 1500_ PARTS & SUPPLIES 29,531 11,497 35,100 32,600 SERVICES & OTHER CHARGES 6346 POSTAGE 78 222 200 200 6347 TELEPHONE SERVICE & LINE CHG - 310 - - 6348 ANALOG SERVICE AND REPAIR 58 - 1,200 500 6350 LOGIS IT SERVICES 605,441 612,887 612,200 661,200 6352 TELEPHONE CIRCUITS 13,207 9,455 10,000 6,300 6353 PERSONAL AUTO/PARKING 1,116 1,571 2,500 2,500 6355 CELLULAR TELEPHONE SERVICE 3,345 3,607 5,700 5,300 6360 DAKOTA COUNTY CAIN PARTNERSHIP - - - - 6385 INSURANCE 5,400 5,400 5,400 5,400 6476 CONFERENCES AND SCHOOLS 6,084 6,005 8,400 20,400 6477 LOCAL MEETING EXPENSES 44 45 100 100 6478 TUITION AND BOOK REIMBURSEMENT 1,080 - - - 6535 OTHER CONTRACTUAL SERVICES 5,045 9;605 47,500 10,000 6567 CONTRACTUAL PROGRAMMI NG/DP 1,440 550 - 7,500 6569 MAINTENANCE CONTRACTS 210,135 261,903 304,800 _ 287,200 SERVICES & OTHER CHARGES 852,473 911,560 998,000 1,006,600 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES 6660 OFFICE FURNISHINGS/EQUIPMENT 6756 BUILDING & STRUCTURES CAPITAL OUTLAY TOTAL INFORMATION TECHNOLOGY 2,547 1,866 5,400 6,800 - 1,964 2,547 3,830 5,400 s 6,800 $ 1,312,142 $ 1,384,618_ $ 1,608,700 $ 1,627,000 1.1% 18 Non -personnel increase: 0.7% 4City of Eapo. 2016 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk PURPOSE & DESCRIPTION The purpose of the City Clerk Department is to: • Conduct elections a Execute official documents and maintain official records of the City ® Oversee issuance of personal and business licenses as required by City Code a 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 Description Registered voters in the City Voter turnout Administrative hearings Insurance claims processed Licenses (all types) issued Pages of documents imaged 19 2013 2014 2015 2016 Actual Actual Estimate Target 38,961 39,000 40,000 42,000 N/A 62% N/A 75% 5 5 3 3 63 49 50 50 594 446 450 460 34,157 29,012 30,000 20,000 2016 Proposed Budget Operating Budget City of Eapa City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk HIGHLIGHTS & CHANGES Overview: The 2016 City Clerk budget shows an increase of $131,100 or 54.1%, because 2016 is an election year. Factoring out election costs, the budget reflects an increase of $22,300 or 9.2% from the 2015 budget. Highlight/Change 1: In even -numbered years, the City Clerk budget increases to provide for election -related activities. Several factors have resulted higher election costs in 2016 compared to previous election years. The minimum wage increase requires approximately $21,300 more for election judge wages. The City will be utilizing new election equipment in 2016, which necessitates an hour of additional training for each election judge, and higher equipment maintenance contract costs. Finally, the passage of no -excuse absentee voting will increase absentee voting turnout, which requires more staff time to process than in -precinct voting. Financial Impact: $108,800 increase: $101,000 Election Judges & Overtime Salary and Benefits + $4,000 (6225) + $200 (6355) + $200 (6477) + $3,400 (6569) Service Level Impact: A well-trained, well -staffed election workforce provides residents with a pleasant voting experience and ensures votes are counted accurately and reported in a timely fashion. Highlight/Change 2: With the retirement of the 10-hour/week Clerical Tech IV, the Receptionist/Office Support Specialist position is proposed to increase from 20 hours/week to 30, which will make the position eligible for both health insurance and tuition reimbursement. Financial Impact: $11,900 insurance cost, plus $4,100 tuition reimbursement, and $1,900 in pay level differential, for a total increase of $17,900 Service Level Impact: Consolidating the 30 hours from two staff to one will improve efficiency and communications within the department, and additional education will provide an opportunity for staff growth and productivity. Actual Expenditure 2013 Personal Services $ 200,130 Parts and Supplies 771 Services and Other Charges 20,579 Capital Outlay 735 Total $ 222,215 EXPENDITURE SUMMARY Actual Budget Budget 2014 2015 2016 $ 273,204 $ 210,600 $ 333,800 1,986 400 4,400 19,071 30,300 34,200 2,753 1,000 1,000 $ 297,014 $ 242,300 $ 373,400 20 11� City of Eap 2016 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours City Clerk/Admin. Services Coordinator 1 1 1 1 2,080 Receptionist/Office Support Specialist 0.5 0.5 0.5 0.75 1,560 Licensing/Office Support Specialist 1 1 1 1 2,080 Clerical Technician IV 0.5 0.5 0.25 0 0 Total 3 3 2.75 2.75 5,720 2016 WORK PLAN Activit Routine 1 Administer elections 2 Issue licenses and permits 3 Coordinate City purchasing 4 Coordinate ordinance amendments and codification 5 Provide clerical and administrative support 6 Coodinate City insurance policy and claims 7 Respond to data practices requests 8 Coordinate records retention 21 2016 Proposed Budget Operating Budget City Clerk (04) Responsible Manager: Christina Scipioni, City Clerk LINE ITEM DETAIL Non -personnel increase: 24.9% 22 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 149,503 $ 166,315 $ 161,300 $ 171,000 6112 OVERTIME -REGULAR 34 460 - 9,000 6130 SALARI ES AND WAGES -TEMPORARY 4,456 57,602 90,000 6131 OVERTIME -TEMPORARY - 130 - - 6142 PERA-COORDINATED 11,891 11,974 12,100 13,500 6144 FICA 11,885 12,484 12,300 13,800 6151 HEALTH INSURANCE 20,272 22,444 23,800 34,800 6152 LIFE INSURANCE 364 251 - - 6154 DISABILITY- LONGTERM 689 466 - - 6155 WORKERS COMPENSATION 1,036 1,075 1,100 1,700 TOTAL PERSONAL SERVICES 200,130 273,204 210,600 333,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 771 359 400 400 6225 ELECTION SUPPLIES - 1,627 - 4,000 PARTS & SUPPLIES 771 1,986 400 4,400 SERVICES & OTHER CHARGES 6353 PERSONAL AUTO/PARKING 92 429 300 500 6355 CELLULAR TELEPHONE SERVICE - 260 - 200 6359 LEGAL NOTICE PUBLICATION 7,242 6,560 12,000 10,000 6385 INSURANCE 1,500 1,500 1,500 1,500 6476 CONFERENCES, TRAINING, SCHOOLS 683 732 3,500 1,300 6477 LOCAL MEETINGS EXPENSE - 115 - 200 6478 TUITION REIMBURSEMENT - - - 4,100 6479 DUES AND SUBSCRIPTIONS 195 35 400 400 6535 OTHER CONTRACTUAL SERVICES 4,617 3,190 6,000 6,000 6569 MAINTENANCE CONTRACTS 6,250 6,250 6,600 10,000 SERVICES & OTHER CHARGES 20,579 19,071 30,300 34,200 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 735 2,753 1,000 1,000 CAP I TAL OUTLAY 735 2,753 1,000 1,000 TOTAL CITY CLERK $ 222,215 $ 297,014 $ 242,300 $ 373,400 54.1% Non -personnel increase: 24.9% 22 City 0f Eap 2016 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director PURPOSE & DESCRIPTION The purpose of the Administrative Services - Finance Department is to: a 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 o 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: 0 Accounting and financial reporting ® Budgeting ® Accounts payable ® Payroll o Utility Billing ® Cash receipting and investment management ® Debt management PERFORMANCE INDICATORS Description Moody's credit rating Standard & Poors credit rating Average rate of return on investments Vendor checks issued Payroll checks/direct deposit issued Utility accounts serviced 23 2013 2014 2015 2016 Actual Actual Estimate Target Aaa Aaa Aaa Aaa AA+ AAA AAA AAA 0.4% 0.8% 0.6% 0.6% 7,170 7,191 7,200 7,200 12,480 13,196 12,000 13,000 20,000 20,000 20,000 20,000 Personal Services 89% City of Eap 2016 Proposed Budget Operating Budget Expenditure by Category Parts and Supplies Services and Other _Charges 8% Capital Outlay 0.6% Finance (05) Responsible Manager: Tom Pepper, Finance Director HIGHLIGHTS & CHANGES Overview: The proposed 2016 Finance budget reflects an increase of $35,200, or 4.2%, compared to the 2015 budget. All but $4,400 of the total Finance budget increase is due to normal wage rate adjustments and higher insurance costs on existing staff. Highlight/change 1 In late -2014, the City and the Payroll Specialist agreed to a "telework" arrangement which outlined an opportunity for the Payroll Specialist to work from her residence in northern Minnesota. The position was reduced from 40 to 35 hours per week as some of the tasks performed by the payroll specialist were not feasible to be performed remotely. In order to complete those tasks that are no longer performed by the payroll specialist and to ease some of the workload from other staff, the summer Budget Intern position was made into a full -year position. The intern position will continue at 40 hours per week during the summer and 10 hours per week in the non -summer months. Financial Impact: Net $ 0 increase due to offsetting position adjustments Service Level Impact: Realignment of staff workload improves efficiencies and may improve service levels to other departments. 24 Actual 2014 $ 741,019 9,538 68,451 3,229 $ 822,237 EXPENDITURE SUMMARY Budget 2015 $ 754,000 17,500 72,100 4,100 $ 847,700 Budget 2016 $ 784,800 17,500 75,600 5,000 $ 882,900 Actual Expenditure 2013 Personal Services $ 709,72.5v Parts and Supplies 17,081 Services and Other Charges 68,425 Capital Outlay 1,201_ Total $ 796,432 24 Actual 2014 $ 741,019 9,538 68,451 3,229 $ 822,237 EXPENDITURE SUMMARY Budget 2015 $ 754,000 17,500 72,100 4,100 $ 847,700 Budget 2016 $ 784,800 17,500 75,600 5,000 $ 882,900 44-�- City of Eap 2016 Proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours Finance Director 1 1 1 1 2,080 Asst. Finance Director 1 1 1 1 2,080 Accountant II 1 1 1 1 2,080 Accountant 1 2 2 2 2 4,160 Accounts Payable Accounting Clerk 1 1 1 1 2,080 Payroll Specialist 1 1 1 1 2,080 Utility Billing and Special Assessment Accountant** 0 0 0 0 0 Utility Billing/Special Assessment Clerk** 0 0 0 0 0 Total 7 7 7 7 14,560 ** Utility positions aresupervised by Finance, butaccounted for and paid outof the Public Utilities Fund 2016 WORK PLAN Activity 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 25 City of Eapa 2.016 proposed Budget Operating Budget Finance (05) Responsible Manager: Tom Pepper, Finance Director LINE ITEM DETAIL Non -personnel increase: 4.7% 26 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 542,906 $ 559,512 $ 567,700 $ 586,400 6112 OVERTIME -REGULAR 8,039 9,350 5,500 5,500 6130 SALARI ES AND WAGES -TEMP 6,489 8,412 7,100 10,700 6142 PERA-COORDINATED 39,012 40,665 43,000 44,400 6144 FICA 38,718 40,250 43,600 44,800 6151 HEALTH INSURANCE 68,364 76,457 83,300 89,200 6152 LIFE INSURANCE 1,069 1,126 - - 6154 DISABILITY - LONGTERM 1,992 2,119 - - 6155 WORKERS COMPENSATION 3,136 3,128 3,800 3,800 PERSONAL SERVICES 709,725 741,019 754,000 784,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 14,169 8,190 16,500 16,500 6215 REFERENCE MATERIALS 43 - 400 400 6220 OPERATING SUPPLIES -GENERAL 405 - 500 500 6270 COMPUTER SOFTWARE 2,464_ 1,348 100 100 PARTS & SUPPLIES 17,081 9,538 17,500 17,500 SERVICES & OTHER CHARGES 6314 AUDITING 25,500 26,000 26,700 27,200 6315 FINANCIAL -NON -AUDIT 1,575 170 - - 6346 POSTAGE 10,838 9,976 12,500 11,500 6347 TELEPHONE SERVICE & LINE CHG 4,647 5,319 3,600 3,800 6353 PERSONAL AUTO/PARKING 4,900 5,358 5,200 5,200 6355 CELLULAR TELEPHONE SERVICE 609 861 700 1,300 6370 GENERAL PRINTING AND BINDING 281 325 600 600 6385 INSURANCE 7,100 7,100 7,100 7,100 6426 SMALL EQUIPMENT REPAIR -LABOR 393 - - - 6475 MISCELLANEOUS 5,734 5,542 5,500 5,500 6476 CONFERENCES AND SCHOOLS 4,748 4,806 5,900 6,800 6477 LOCAL MEETING EXPENSES 425 277 400 400 6478 TUITION REIMBURSEMENT - 1,172 2,300 4,600 6479 DUES AND SUBSCRIPTIONS 1,508 1,545 1,600 1,600 6496 HISTORICAL SOCIETY 167 - - - SERVICES & OTHER CHARGES 68,425 68,451 72,100 75,600 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - 794 1,200 2,100 6660 OFFICE FURNISHI NGS/EQUI PMENT 1,201 2,435 2,900 2,900 CAPITAL OUTLAY 1,201 3,229 4,100 5,000 TOTAL FINANCE $ 796,432 $ 822,237 $ 847,700 $ 882,900 Non -personnel increase: 4.7% 26 City of Eap 20161 Proposed Budget Operating Budget Legal Services (06) Responsible Manager: Dianne Miller, Asst. City Administrator PURPOSE & DESCRIPTION The purpose of Legal Services is to: v Provide legal counsel to the City Council and staff ® Provide prosecution services in charges against perpetrators o 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 W7 2013 2014 2015 2016 Descri tp lon Actual Actual Estimate Target Number of civil legal service hours billed to the City 1,820 1,590 2,000 2,000 Number of prosecution legal service hours billed to the City 1,674 3,865 1,700 1,900 Number of defendants that attended arraignments (new in '12)* 2,459 2,192 2,600 2,400 Number of labor service hours billed to the City 40.3 69.4 60 60 W7 City �f a��� 2016 Proposed Budget Operating Budget .M Legal Services (06) Responsible Manager: Dianne Miller, Asst. City Administrator HIGHLIGHTS & CHANGES Overview: The 2016 Legal Service budget represents zero change from the adopted 2015 budget. Highlight/Change 1: Labor legal services are proposed to remain constant given YTD 2015 expenses are higher than 2013 or 2014. Financial Impact: None. Service Impact: None. EXPENDITURE SUMMARY Actual Actual Budget Expenditure by Category ExRenditure 2013 2014 i Services xv $ 358,473 and Other Charges $ 393,900 $ 393,900 Total 358,473 351,449 100.0% 393,900 Brea kdown: Civil 134,342 HIGHLIGHTS & CHANGES Overview: The 2016 Legal Service budget represents zero change from the adopted 2015 budget. Highlight/Change 1: Labor legal services are proposed to remain constant given YTD 2015 expenses are higher than 2013 or 2014. Financial Impact: None. Service Impact: None. EXPENDITURE SUMMARY 28 Actual Actual Budget Budget ExRenditure 2013 2014 2015 2016 Services and Other Charges $ 358,473 $ 351,449 $ 393,900 $ 393,900 Total 358,473 351,449 393,900 393,900 Brea kdown: Civil 134,342 114,667 158,900 158,900 Prosecution 215,408 228,253 220,000 220,000 Other 8,723 8,529 15,000 15,000 $ 358,473 $ 351,449 $ 393,900 $ 393,900 0.0 28 } � City of Eap 2016 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 Expenditures as % of General Fund • Supervise the regulation of zoning and land use requirements set by the City Code • Manage Geographic Information Systems data and reports for multiple City functions • Coordinate economic development, redevelopment and housing finance activities in the City • 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 29 2013 2014 2015 2016 Description Actual Actual Estimate — Target Subdivision & Platting related applications 20 20 20 20 Zoning Enforcement Cases* 1,345 1,800 1,500 1,500 Special Studies/Task Forces staffed 0 D 0 1 Rezonings/Prelim & Final PD/PD Amendment 26 25 25 20 CUP/IUP/Variances 29 25 25 20 Ord Amendment/Comp Plan Amendment 9 8 7 10 Sign Permits 266 300 250 300 Zoning Permits 267 250 250 250 Rental Registrations 248 240 200 100 * Includes code vi olations, license compliance checks, foreclosure & uti I ity s but off monitori ng a nd proactive enforcement. 29 City of Hap 2016 Proposed Budget Operating Budget a Community Development o Planning (07) Responsible Manager: Mike Ridley, City Planner HIGHLIGHTS & CHANGES Overview: As proposed, the 2016 Planning Division budget is $1,077,800. This figure reflects an increase of $41,700 or 4.0% compared to the approved 2015 budget. The proposed increase is primarily due to the addition of $25,000 for a consultant as the City begins to gear up for the 2018 Comprehensive Plan Update. Enhancing GIS training and the typical salary and benefit increases round out the increase. ri hlight/Change 1: The City has historically hired a consultant to assist with the legislative mandated decennial Comprehensive Plan Update. Staff anticipates budgeting $25,000 in FY 2016 and 2017. The 2008 update produced the current 2030 Comprehensive Plan and the 2018 update will be referenced as the 2040 Comprehensive Plan. The total consultant expenditure for the 2030 Plan Update was $64,000. The last update incorporated a complete format overhaul of the document and the addition of some small area conceptual planning for possible intensification of several Special Areas. Staff doesn't anticipate the need for such an extensive re -tooling for the 2040 Comprehensive Plan. Financial Impact: $25,000 increase (6310) Service Level Impact: Improve efficiencies. Specifically, the consultant team will provide an awareness of current and comprehensive planning trends. They will participate in drafting language that blends City Council goals and emerging trends into the plan's text, coordinate and facilitate public outreach efforts, prepare graphics and layout for the plan, and produce the hard copies of the approved 2018 Comprehensive Plan. Highlight/Change 2: There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee acting on the recommendations of the 2014 GIS Strategic Plan, recommends this GIS training for Planning. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Financial Impact: $3,400 increase (6476) Service Level Impact: Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. 37 30 Cly of Eaya 2016 Proposed Budget Operating Budget Community Development ® Planning (07) Responsible Manager: Mike Ridley, City Planner EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2013 2014 2015 2016 Personal Services $ 890,773 $ 924,330 $ 959,000 $ 974,500 Parts and Supplies 3,964 4,729 5,000 5,300 Services and Other Charges 78,887 70,021 68,100 92,800 Capital Outlay 2,187 X3,015 4,000 5,200 Total $ 975,811 $ 1,002,095 $ 1,036,100 $ 1,077,800 POSITION INVENTORY Personnel 2013 2014 2015 2016 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 1.8 1.8 1.8 3,744 PI a nni ng Ai de 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 9.3 9.3 9.3 19,344 2016 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 arise 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 respondingto 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 throughoutthe 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. 31 4kpity of EaPH. 2016 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner Non -personnel increase: 34.0% 06 C LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 681,831 $ 702,099 $ 715,000 $ 727,500 6130 SALARIES AND WAGES -TEMPORARY 1,084 5,267 8,100 8,200 6142 PERA-COORDINATED 49,405 50,194 54,200 54,600 6144 FICA 46,889 47,486 54,500 55,200 6151 HEALTH INSURANCE 104,843 112,559 123,500 124,200 6152 LIFE I N5URANCE 1,204 1,162 - - 6154 DISABILITY - LONGTERM 2,352 2,264 - 6155 WORKERS COMPENSATION 3,165 3,299 3,700 4,800 PERSONAL SERVICES 890,773 924,330 959,000 974,500 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,018 2,548 2,000 2,200 6211 OFFICE PRINTED MATERIAL/FORMS - - 300 300 6212 OFFICE SMALL EQUIPMENT 330 358 500 500 6215 REFERENCE MATERIALS - - 200 - 6220 OPERATI NG SUPPLIES -GENERAL 120 107 200 200 6221 FILM & FILM PROCESSING - - 200 200 6231 MOBILE EQUIP REPAIR PARTS 122 627 200 500 6235 FUEL, LUBRICANTS, ADDITIVES 1,374 1,089 1,400 1,400 PARTS & SUPPLIES 3,964 4,729 5,000 5,300 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 5,287 9,686 - 25,000 6313 PLANNING 12,115 - - - 6346 POSTAGE 4,054 3,728 4,500 4,500 6348 MATRIX SERVICE & REPAIR - - 200 - 6353 PERSONAL AUTO/PARKING 4,372 4,288 4,600 4,600 6355 CELLULAR TELEPHONE SERVICE 1,234 1,747 1,500 2,100 6370 GENERAL PRINTING AND BINDING - 287 - - 6385 INSURANCE 4,200 4,200 4,200 4,200 6476 CONFERENCES AND SCHOOLS 8,539 7,548 7,600 11,000 6477 LOCAL MEETING EXPENSES 1,612 1,930 2,400 2,800 6479 DUES AND SUBSCRIPTIONS 36,619 36,121 37,100 37,600 6504 ECONOMIC DEVELOPMENT ACTIVITY - - 3,000 - 6535 OTH ER CO NTRACTUAL SERVI CES 855 486 3,000 1,000 6569 MAINTENANCE CONTRACTS - - - - SERVICES & OTHER CHARGES 78,887 70,021 68,100 92,800 CAPITAL OUTLAY 6610 LAND AND LAND IMPROVEMENTS - 172 - - 6660 OFFICE FURNISHINGS/EQUIPMENT - - - 900 6670 OTHER EQUIPMENT 2,187 2,843 4,000 4,300 CAP ITAL0UTL4Y 2,187 3,015 4,000 5,200 TOTAL COMMUNITY DEV. - PLANNING $ 975,811 $ 1,002,095 $ 1,036,100 $ 1,077,800 4.0 Non -personnel increase: 34.0% 06 C 411� City of EaPH 2016 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 Expenditures as % of General Fund 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 m 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 33 2014 2013 Description Actual Building permits 7,455 Plumbing permits 1,618 Mechanical permits 1,181 Inspections per building inspector 2,176 Inspections performed 18,590 *Assistance from from M NSpect = 3,794 inspections 2,345 33 2014 2015 2016 Actual Estimate Estimate 5,044 2,800 2,400 1,483 1,500 1,400 1,2.70 1,150 900 2,345 2,000 1,800 *20,915 11,355 10,500 City of Bapo 2016 Proposed Budget Operating Budget Community Development -- Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official HIGHLIGHTS & CHANGES Overview: The Protective Inspections Division's 2016 budget proposal shows a $4,100 or 0.34% increase from the 2015 budget. Highlight/Change 1: We are proposing a change in the full-time, temporary Building Inspector position from a 12 -month position in 2015 to a contractual Building Inspector for approximately 6 months in 2016, resulting in a net reduction of 1 FTE. This position is primarily needed for residential construction projects, allowing commercial Building Inspectors to focus on large projects, like Central Park Commons. Central Park Commons will consist of approximately 400,000 square feet of retail, office and restaurant buildings, beginning construction in late -2015. Commercial and residential construction activity has been very strong in since 2011 and the Inspections Division has used contractual and temporary inspectors since then to augment our regular inspector positions. Robust construction activity will continue through the foreseeable future. This position will be utilized between May and September which are the months that residential construction is at its heaviest. Some of the current and anticipated activity includes the following projects: Central Park Commons, Holiday Inn Express, Fire Station 4 addition/remodel, Stonehaven Senior Living, Cedar Grove Townhomes, Dakota Path, Home2 Suites by Hilton, The Flats at Cedar Grove, Eagan Pointe Senior Living and City Vue and its related development. Financial Impact: $40,000 decrease Service Level Impact: Improve efficiencies in plan review and turnaround times for inspection requests. Highlight/Change 2: We are also proposing a reduction of $10,000 in our 2015 budgeted amount for First Data credit card processing charges. For the past several years, one residential homebuilder would exclusively use credit cards for issuance of new construction permits. Typical new residential permit charges are near $10,000, and we dealt with the 2.5-3.5% First Data charges as a 'cost of doing business.' The particular builder, Lennar, which paid for permits by credit card, does not have any current of upcoming projects in Eagan. It has been our experience that no other residential builders are using credit cards to the extent of Lennar. Financial Impact: $10,000 decrease (6487) Service Level Impact: None. 41 34 ��y of �a�a� 2016 Proposed Budget Operating Budget Community Development ® Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2013 2014 2015 2016 Personal Services $ 835,025 $ 1,014,170 $ 1,117,800 $ 1,070,100 Parts and Supplies 11,803 17,568 21,800 22,700 Services and Other Charges 212,435 187,441 73,300 122,900 Capital Outlay _ 3,063 3,511 4,000 5,300 Total $ 1,062,326 $ 1,222,690 $ 1,216,900 $ 1,221,000 POSITION INVENTORY Personnel 2013 2014 2015 _ 2016 Hours Community Development Director (50% Inspections) 0.5 0.5 0.5 0.5 1,040 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 5.0 4.0 8,320 Clerical Technicians 2.0 _ 2.25 2.5 2.5 5,200 Total 8.5 8.75 11.0 10.0 22,880 2016 WORK PIAN Activity Routine 1 Process permits, set up inspectors' schedules 2 Provide direction, planning, support and final code interpretation 3 Perform plan reviews, interpret codes, meetwith 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 42 35 * City of Eapo 2016 Proposed Budget Operating Budget Community Development m Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official CAPITAL OUTLAY 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT CAPITAL OUTLAY TOTAL COMMUNITY DEV.- INSPECTIONS - - - 900 3,063 3,511 4,000 4,400 3,063 3,511 4,000 5,300 $ 1,062,326 $ 1,222,690 $ 1,216,900 $ 1,221,000 0.34% 43 36 Non -personnel increase: 52.3% LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 639,343 $ 765,303 $ 834,000 $ 797,300 6112 OVERTIME -REGULAR 4,927 1,844 5,000 5,000 6130 SALARIES AND WAGES -TEMPORARY 4,199 11,177 - - 6142 PERA-COORDINATED 45,811 54,446 62,900 60,200 6144 FICA 44,938 53,853 63,500 60,600 6151 HEALTH INSURANCE 89,792 120,256 148,200 141,800 6152 LIFE INSURANCE 1,008 1,234 - - 6154 DISABILITY - LONGTERM 1,952 2,403 - - 6155 WORKERS COMPENSATION 3,055 3,654 4,200 5,200 PERSONAL SERVI CES 835,025 1,014,170 1,117,800 1,070,100 PARTS & SUPPLIES 6210 OFFICESUPPLIES 1,776 3;847 2,800 3,000 6211 OFFICE PRINTED MATERIAL/FORMS 46 79 300 300 6212 OFFICE SMALL EQUIPMENT - - 200 - 6215 REFERENCE MATERIALS 1,314 705 2,100 2,500 6220 OPERATING SUPPLIES -GENERAL - - 100 100 6224 CLOTHING/PERSONAL EQUIPMENT 849 1,009 1,400 1,400 6226 PUBLIC SAFETY SUPPLIES 437 - 400 400 6231 MOBILE EQUIP REPAIR PARTS 861 3,269 3,000 3,500 6232 SMALL EQUI PMENT REPAI R PARTS - - 100 100 6235 FUEL, LUBRICANTS, ADDITIVES 6,520 8,597 11,300 11,300 6240 SMALLTOOLS _ - 62 100 100 PARTS & SUPPLIES 11,803 17,568 21,800 22,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES - GENERAL 131,086 117,560 - 57,200 6347 TELEPHONE SERVICE & LINE CHG - 106 200 200 6348 MATRIX SERVICE & REPAIR - - 200 - 6353 PERSONAL AUTO/PARKING 1,636 1,287 1,100 1,100 6355 CELLULAR TELEPHONE SERVICE 3,400 4,310 5,800 6,800 6385 INSURANCE 7,000 7,000 7,000 7,000 6425 MOBILE EQUIPMENT REPAIR LABOR - - 100 100 6476 CONFERENCES AND SCHOOLS 2,653 7,570 6,200 7,100 6477 LOCAL MEETING EXPENSES 176 1,176 1,600 2,100 6479 DUES AND SUBSCRIPTIONS 740 1,464 1,100 1,200 6480 LICENSES, PERMITS AND TAXES 72 249 - 100 6487 VISA/MC BANK CHARGES 65,672 46,719 50,000 40,000 6569 MAINT. COPY MACHINE CONTRACT - - - - SERVICES & OTHER CHARGES 212,435 187,441 73,300 122,900 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT CAPITAL OUTLAY TOTAL COMMUNITY DEV.- INSPECTIONS - - - 900 3,063 3,511 4,000 4,400 3,063 3,511 4,000 5,300 $ 1,062,326 $ 1,222,690 $ 1,216,900 $ 1,221,000 0.34% 43 36 Non -personnel increase: 52.3% w��. Cly of Eapfl 2016 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION The purpose of the Communications Department is to: * Oversee city public information, public relations and communications tools including newsletters, Web sites, government cable programs, marketing pieces and press releases * Communicate with citizens and the business community * Identify emerging issues and messages while Expenditures as %cif General Fund 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 o 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 o Maintain the content of the City Web site and Intranet ® Respond to public requests for information and specifically media requests a 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 * - The City twitter page launched i n May 2014 37 2013 2014 2015 2016 Description Actual Actual Estimate Target %of residents who have accessed City Web site N/A 80% 80% 85% % of Web sitevisitors finding whatthey were looking for N/A 98% 95% 98% %of residents who read Experience Eagan N/A 95% 90% 90% Issues of Eagan Business News out on time 8 of 8 8 of 8 8 Of 8 8 of 8 Average Web site visits per day 1,358 1,717 1,800 2,000 Average monthly pageAews* 248,713 232,331 250,000 250,000 Number of Web site subscribers N/A 4,888 4,500 5,800 Facebookfans 2,595 3,817 4,210 5,000 Twi tter fo I I owers N/A* 925 1,400 1,800 Twitter monthly impression (retweets and views) N/A* 47,000 52,000 57,500 Devi cess accessing Web - Non -desktop acess - 42% 48% 50% * - The City twitter page launched i n May 2014 37 City of Eap 2016 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications HIGHLIGHTS & CHANGES Overview: The proposed 2016 Communication's operational budget has a $34,500 or 6.3% increase over the adopted 2015 budget. The non -personnel budget items represent an increase of $25,600 or 12.7%. The Communications budget is quite often project -based and highly sensitive to yearly swings comparable to the City Clerk's budget in election and non -election years. The return of the residential survey and the final publishing of the Eagan History Book are the major cost drivers in 2016. Highlight/Change 1: The Residential Survey is performed every other year. It is recommend that the City re -bid the residential survey to lower costs and obtain more useful data in order to assist City goals. Financial Impact: $24,000 increase (6310) Service Level Impact: Residential survey numbers help inform City Council goals, measure departmental results and help drive internal service delivery improvements. Highlight/Change 2: Printing is up almost $10,000 primarily because of the Eagan History Book (1974-2010), originally anticipated to be part of the approved 2015 budget. Staff has worked hard to lower printing costs for the City newsletter (Experience Eagan) and for the Park & Rec class offerings (Discover). Financial Impact: $9,500 increase (6370) Service Level Impact: Positive impact on way -finding, telling Eagan's story, and city branding. Highlight/Change 3: A temporary History intern is proposed to get displays ready and photos reproduced that were destroyed in the old Town Hall arson fire. Financial Impact: $2,000 increase (Personnel Services) Service Level Impact: Will enable communications coordinator to not be pulled away as much from time sensitive newsletter and webmaster duties. Actual Expenditure by Category fxpenditure Parts and Supplies 2014 Services $ 258,358 $ 335,071 Other I 0.2%and y 1,727 Charges ; 174,788 a °z 39% 3,575 2 ilt jI Personal $ 534,995 Services Capital 61% 03% 0.3% HIGHLIGHTS & CHANGES Overview: The proposed 2016 Communication's operational budget has a $34,500 or 6.3% increase over the adopted 2015 budget. The non -personnel budget items represent an increase of $25,600 or 12.7%. The Communications budget is quite often project -based and highly sensitive to yearly swings comparable to the City Clerk's budget in election and non -election years. The return of the residential survey and the final publishing of the Eagan History Book are the major cost drivers in 2016. Highlight/Change 1: The Residential Survey is performed every other year. It is recommend that the City re -bid the residential survey to lower costs and obtain more useful data in order to assist City goals. Financial Impact: $24,000 increase (6310) Service Level Impact: Residential survey numbers help inform City Council goals, measure departmental results and help drive internal service delivery improvements. Highlight/Change 2: Printing is up almost $10,000 primarily because of the Eagan History Book (1974-2010), originally anticipated to be part of the approved 2015 budget. Staff has worked hard to lower printing costs for the City newsletter (Experience Eagan) and for the Park & Rec class offerings (Discover). Financial Impact: $9,500 increase (6370) Service Level Impact: Positive impact on way -finding, telling Eagan's story, and city branding. Highlight/Change 3: A temporary History intern is proposed to get displays ready and photos reproduced that were destroyed in the old Town Hall arson fire. Financial Impact: $2,000 increase (Personnel Services) Service Level Impact: Will enable communications coordinator to not be pulled away as much from time sensitive newsletter and webmaster duties. 45 38 EXPENDITURE SUMMARY Budget 2015 $ 344,100 2,500 197,400 2,300 $ 546,300 Budget 2016 $ 355,000 1,000 225,200 1,600 $ 582,800 Actual Actual fxpenditure 2013 2014 Personal Services $ 258,358 $ 335,071 Parts and Supplies 6,539 1,727 Services and Other Charges 174,788 196,575 Capital Outlay 3,575 1,622 Total $ 443,261 $ 534,995 45 38 EXPENDITURE SUMMARY Budget 2015 $ 344,100 2,500 197,400 2,300 $ 546,300 Budget 2016 $ 355,000 1,000 225,200 1,600 $ 582,800 41_� City Of Eapo 2016 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications POSITION INVENTORY Personnel 2013 2.014 2015 2016 Hours Communications Director 1 1 1 1 2,080 Strategic Mktg & Online Communications Splst 0 1 1 1 2,080 Communications Coordinator 1 1 1 1 _21080 Total 2 3 3 3 6,240 2016 WORK PLAN Activit Routine 1 Continued emphasis on communicating Council goals &valueof city services 2 Write, edit, & publish 6 bi-monthly city newsletters (Experience Eagan) & annual rpt. 3 Marketingof cityfiber project (in AccessEagan budget, butclepenclenton personnel here) 4 Deepen training & adoption Intranet capabilities as the placeto look for information & share info; backend CMS training 5 Public relations & issues management including press releases & reporter calls 6 Special events including July 4, State of City Address, Mayor & Council speeches at City events 7 Oversight/liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB 8 Edit& publish 4 city business newsletters (Eagan Business News) +4 online EBNs 9 Refresh design of city collateral materials to match standard of Web/Newsletter 10 Reopening of Old Town Hall and Eagan History Book marketing & sales 11 City-wide residential survey 12 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication 13 Familiarize and promote to community new Website design; increase e-subscritions 14 Integrate Communications messaging across platforms ER 39 City of Eapli 2016 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications TOTAL COMMUNICATIONS $ 443,261 $ 534,995 $ 546,300 $ 582,800 47 40 Non -personnel increase: 12.7% LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 _ 2014 _ _ _2015 2016 6110 SALARIES AND WAGES -REGULAR $ 208,676 $ 266,447 $ 272,000 $ 278,100 6130 SALARIES AND WAGES -TEMPORARY - - - 1,900 6142 PERA-COORDINATED 14,713 19,118 20,400 20,900 6144 FICA 15,133 19,495 20,100 20,500 6151 HEALTH INSURANCE 18,221 27,718 30,000 31,800 6152 LIFE INSURANCE 273 378 - - 6154 DISABILITY- LONGTERM 294 504 - - 6155 WORKERS COMPENSATION 1,048 1,411 1,600 1,800 PERSONAL SERVICES 258,358 335,071 344,100 355,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 718 218 200 200 6212 OFFICE SMALL EQUIPMENT - 1,034 - - 6215 REFERENCE MATERIALS - - 100 100 6220 OPERATING SUPPLIES 4,605 - - - 6227 RECREATION EQUIPMENT/SUPPLIES 246 - 6257 SIGNS & STRIPING MATERIAL 200 - - - 6270 COMPUTER SOFTWARE 770 475 2,200 700 PARTS & SUPPLIES 6,539 1,727 2,500 1,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 39,351 57,222 33,600 51,300 6313 PLANNING 383 - - - 6320INSTRUCTORS 1,400 - - - 6328 SPECIAL EVENTS/ADMISSION FEES 394 - 300 300 6346 POSTAGE 43,193 48,060 48,300 49,400 6353 PERSONAL AUTO/PARKING 4,234 4,328 4,300 4,300 6355 CELLULAR TELEPHONE SERVICE 927 1,377 2,400 2,400 6357 GENERAL ADVERTISING 1,394 - 1,300 1,300 6370 GENERAL PRINTING AND BINDING 55,403 51,409 68,400 77,900 6385 INSURANCE 2,100 2,100 2,100 2,100 6476 CONFERENCES AND SCHOOLS 1,540 1,315 6,400 6,400 6477 LOCAL MEETING EXPENSES 482 402 600 600 6479 DUES AND SUBSCRIPTIONS 1,115 1,688 1,700 1,700 6480 LICENSES, PERMITS AND TAXES 90 - - - 6496 HISTORICAL SOCIETY 985 3,240 2,500 2,100 6535 OTHER CONTRACTUAL SERVICES 356 3,914 21,300 21,200 6569 MAINTENANCE CONTRACTS 21,441 21,520 4,200 4,200 SERVICES & OTHER CHARGES 174,788 196,575 197,400 225,200 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 3,575 1,622 2,300 1,600 CAP I TAL 0 UTLAY 3,575 1,622 2,300 1,600 TOTAL COMMUNICATIONS $ 443,261 $ 534,995 $ 546,300 $ 582,800 47 40 Non -personnel increase: 12.7% City of Eago 2016 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager PURPOSE &t 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 Expenditures as % of General Fund Human Resources 1.2% The Human Resources Department is responsible for the following functions: a 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 M. 41 2013 2014 2015 2016 Description Actual Actual Estimate Target Job vacancies posted and advertised for 9 10 30 20 Temp/Interns/seasonal positions posted or advertised 76 60 65 65 Applications received 2,031 1,900 2,000 2,000 Internal training opportunities presented by HR 2 7 7 7 Wellness Events/Campaigns 8 7 8 8 Employees hired 11 10 30 20 Policies & Initiatives revised/created 1 4 4 3 No of resignations/retirements 8 10 30 20 No of PDI Assessments 38 80 144 75 No of days conducting interviews/testing 9 20 20 20 No of days conducting orientation 6 10 10 10 No of EE's promoted 5 3 6 5 Turnover rate (People that leave divided by total positions) 3% 6% 12% 8% M. 41 * City of Eapo 2016 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager HIGHLIGHTS & CHANGES Overview: The proposed 2016 Human Resources budget reflects an increase of $75,400 or 23.8% from the 2015 budget. The primary cause is the proposal of a Compensation Plan Consultant, as well as the restructuring of HR personnel. Highlight/Chance 1: The Human Resources department is proposing a compensation plan study to review and analyze compensation levels for all City of Eagan employees. The study would be performed by a consultant in 2016. A previous study is over a 11 years old so a refreshing is recommended by consultants who typically recommend they be completed every 5 years. Financial Impact: $50,000 increase (639.0) Service Level Impact: Ensure that City employees are being compensated at the correct level. Highlight/Change 2: Human Resources is requesting a 10 hour per week part-time HR Assistant (0.25 FTE) to help with all confidential administrative tasks. These tasks include, but are not limited to, recruitment advertising, confidential filing and data entry, and all other administrative support which includes preparing pre-employment information, random drug screens, and materials for labor negotiations. Financial Impact: $19,400 increase (Personnel Services) Service Level Impact: Improve Human Resources efficiencies Highlight/Change 3: The proposed 2016 Human Resources budget includes a position reclassification from the HR Specialist (Level 7) as budgeted in 2015 to an HR Generalist (Level 8) in the 2016 budget. The scope of duties requires increased analytical skills and deeper knowledge of the legal issues surrounding health care reform, federal law and state statutes that dictate benefits, COBRA and FMLA rights, and how to administer these items through policy development. The HR Generalist will hold a greater responsibility for the Eagan's recruitment and selection processes, while also being responsible for training all hiring managers with regard to EEOC, Veteran's Preference, and Title VII. Financial Impact: $6,100 increase (Personnel Services) Service Level Impact: Provide HR the opportunity to stay up to date with current legal issues and ease the application/hiring process. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 Actual 2014 Expenditure $ 221,022 1,056 Supplies 13 Persona I 66,783 Services 878 7 Services $ 317,300 and Other; Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager HIGHLIGHTS & CHANGES Overview: The proposed 2016 Human Resources budget reflects an increase of $75,400 or 23.8% from the 2015 budget. The primary cause is the proposal of a Compensation Plan Consultant, as well as the restructuring of HR personnel. Highlight/Chance 1: The Human Resources department is proposing a compensation plan study to review and analyze compensation levels for all City of Eagan employees. The study would be performed by a consultant in 2016. A previous study is over a 11 years old so a refreshing is recommended by consultants who typically recommend they be completed every 5 years. Financial Impact: $50,000 increase (639.0) Service Level Impact: Ensure that City employees are being compensated at the correct level. Highlight/Change 2: Human Resources is requesting a 10 hour per week part-time HR Assistant (0.25 FTE) to help with all confidential administrative tasks. These tasks include, but are not limited to, recruitment advertising, confidential filing and data entry, and all other administrative support which includes preparing pre-employment information, random drug screens, and materials for labor negotiations. Financial Impact: $19,400 increase (Personnel Services) Service Level Impact: Improve Human Resources efficiencies Highlight/Change 3: The proposed 2016 Human Resources budget includes a position reclassification from the HR Specialist (Level 7) as budgeted in 2015 to an HR Generalist (Level 8) in the 2016 budget. The scope of duties requires increased analytical skills and deeper knowledge of the legal issues surrounding health care reform, federal law and state statutes that dictate benefits, COBRA and FMLA rights, and how to administer these items through policy development. The HR Generalist will hold a greater responsibility for the Eagan's recruitment and selection processes, while also being responsible for training all hiring managers with regard to EEOC, Veteran's Preference, and Title VII. Financial Impact: $6,100 increase (Personnel Services) Service Level Impact: Provide HR the opportunity to stay up to date with current legal issues and ease the application/hiring process. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 Actual 2014 $ 210,624 $ 221,022 1,056 1,615 80,661 66,783 2,869 878 $ 295,210 _ $ 290,298 ,• 42 EXPENDITURE SUMMARY Budget Budget 2015 _ 2016 $ 221,800 $ 256,700 1,200 1,000 92,400 130,500 1,900 4,500 $ 317,300 $ 392,700 *— City of Eapo 2016 proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager POSITION INVENTORY Personnel 2013 r 2014 2015 2016 Hours Human Resources Manager 1 1 1 1 2,080 Human Resources Specialist 1 1 1 0 0 Human Resources Generalist 0 0 0 1 2,080 Human Resources Assistant 0 0 0 0.2.5 520 Total 2 2 2 2.25 4,160 2016 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 ATQ 43 Acct PERSONAL SERVICES 6110 SALARIES AND WAGES -REGULAR 6112 OVERTIME -REGULAR 6130 SALARIES AND WAGES-OVERTI ME 6142 PERA-COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY - LONGTERM 6155 WORKERS COMPENSATION PERSONAL SERVICES 2016 Proposed Budget Operating Budget Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager LINE ITEM DETAIL Actual Actual Budget Budget 2013 _ 2014 2015 2016 $ 167,970 $ 174,981 $ 174,800 $ 196,400 11,975 12,356 13,100 14,700 12,407 12,631 13,200 14,700 16,517 19,250 19,500 29,700 252 252 - - 483 494 - - 1,020 _ 1,058 1,200 1,200 210,624 221,022 221,800 256,700 TOTAL HUMAN RESOURCES $ 295,210 $ 290,298 $ 317,300 $ 392,700 23.8% 51 44 Non -personnel: 42.41% PARTS & SUPPLIES 6210 OFFICESUPPLIES 664 1,161 900 700 6211 OFFICE PRINTED MATERIAL/FORMS - - 100 100 6215 REFERENCE MATERIALS 392 454 200 _ 200 PARTS & SUPPLIES 1,056 1,615 1,200 1,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL - - 600 50,500 6318 MEDICALSERVICES- PHYSICALEXAM 16,370 20,465 23,400 23,200 6319 MEDICALSERVICES - OTHER 16,563 14,687 18,800 19,900 6353 PERSONAL AUTO/PARKING 254 106 300 300 6358 EMPLOYMENT ADVERTISING 25,443 14,651 20,400 8,600 6359 LEGAL NOTICE PUBLICATION - - 300 300 6370 GENERAL PRINTING AND BINDING 893 1,520 2,400 2,400 6475 MISCELLANEOUS 9,959 10,539 10,500 10,500 6476 CONFERENCES AND SCHOOLS 2,485 2,405 6,000 6,000 6477 LOCAL MEETING EXPENSES 722 1,169 2,700 1,700 6479 DUES AND SUBSCRIPTIONS 961 1,160 1,500 1,600 6535 OTHER CONTRACTUAL SERVICES 7,011 81 5,500 5,500 SERVICES & OTHER CHARGES 80,661 66,783 92,400 130,500 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT - 723 1,900 - 6670 OTHER EQUIPMENT 2,869 155 - _4,500 CAPITAL OUTLAY 2,869 878 1,900 4,500 TOTAL HUMAN RESOURCES $ 295,210 $ 290,298 $ 317,300 $ 392,700 23.8% 51 44 Non -personnel: 42.41% City of Hap 2016 Proposed Budget Operating Budget Police—Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police PURPOSE & DESCRIPTION The purpose of the Administration Division of the Police Department is to: ® Ensure the compliance of department policies and procedures ® Adhere to guidelines established by the Minnesota Peace Officer Standards and Training Board ® Work with elected officials and other city staff to support Eagan citizens ® Assure community members have confidence in the Police department ® Build community support ® Partner with other governmental agencies to promote efficiencies ® Develop and achieve agency goals The Administration Division is responsible for the following functions: ® Work with staff members in the development of department policy and procedures ® Evaluate programs/practices to ensure citizens are obtaining appropriate services Risk management for the police department ® Development and implementation of the department budget v Strategic planning PERFORMANCE INDICATORS Description Calls for service Part l crime rate Part II crime rate Sworn officers per 1,000 population 2013 2014 2015 2016 Actual Actual Estimate Target 47,837 44,402 48,163 46,120 2,055 1,851 2,243 1,944 2,434 2,370 2,549 2,402 1.06 1.07 1.1 1.09 *Projections are based on Crime Statistics and Calls for Service data averaged over the past two years. 45 City of Eapn 2016 Proposed Budget Operating Budget Police—Administrati®n (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police HIGHLIGHTS & CHANGES Department Overview: The Police Department's 2016 proposed budget submission reflects an overall increase of $318,700 or 2.6%. This increase is due to negotiated contractual obligations, additional administrative hours, and inflationary personnel service costs. The non -personnel portion of the police department budget reflects a decrease of $44,400 or 2,0% from the approved 2015 budget. Administration Overview: The Police Administration budget program increased $13,000 or 2.3%. Inflationary increases to personnel service expenses drive nearly all of this increase. The 2016 Police Administrative budget reflects the proposal of additional training funds that are offset by the removal of expenses related to the 50th Anniversary Planning Dinner included in the 2015 budget. The non -personnel increase is $100 or 0.1%. Highlight/Change 1: Increased Training funds for Northwestern School of Staff and Command Curriculum Financial Impact: $4,700 increase (6476) offset by removing expenses related to 50th Anniversary Planning Dinner (6475) Service Level Impact: The School of Police Staff and Command prepares law enforcement managers for senior leadership positions by combining academic principles with practical applications. The department will experience administrative turnover in the next five years, where this course will position existing police sergeants for future leadership roles. F�enditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 $ 418,058 11,275 110,265 $ 539,598 46 POLICE ADMINISTRATION - EXPENDITURE SUMMARY Actual 2014 $ 428,497 4,266 120,325 3,179 $ 556,268 Budget 2015 $ 436,600 4,700 124,400 5,600 $ 571,300 Budget 2016 $ 449,500 4,700 12_6,500 3,600 $ 584,300 City ofEapn 2016 Proposed Budget Operating Budget Police—Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police POSITION INVENTORY SUMMARY— TOTALS BY DIVISION Personnel 20132014 2014 2015 2016 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 13.95 14.16 14.83 _ 14.83 30,836 Total 82.95 83.16 83.83 84.83 176,436 POSITION INVENTORY—ADMINISTRATION DIVISION Personnel 2013 2014 2015 2016 Hours Chief of Police 1 1 1 1 2,080 Deputy Chief of Police 1 1 1 1 2,080 Executive Secretary 1 1 1 1 2,080 Total 3 3 3 3 6,240 2016 WORK PLAN Activit Routine 1 Establish and revi ew pol I ce depa rtment pol I ci es 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 compliancewith established law enforcement practices and norms 6 Plan and implementgoals 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 departmentand outsidetraining relatingto lawenforcement issues 12 Promote geographic policing initiatives 47 410�'City olhp 2016 Proposed Budget Operating Budget IN I Police -Department Totals (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police Program # 1101 1104 1105 1106 1107 1106 1110 1116 TOTALS Division Admin Patrol Investigations Support Program Description Emergency Support Communi- Animal Contract PERSONAL SERVICES Prep Services cations Control Security 6110 'SALARIES -&WAGES -REGULAR 332,200 4,902,400 1,352;000 - 884,400 51;900 7,522,900 6112 OVERTIME -REGULAR 3;100 80;000 15,500 18,500 300 117;400 6120 CONTRACTUAL SECURITY - - 100,000 100,000 6142 PERA-COORDINATED 4,900 - - 58,600 3,900 - 67,400 6143 PERA-POLICE 43,700 807,100 221,500 19,800 - 16,200 1,108,300 6144 FICA 8,900 72,200 19;800 - 61,500 4,000 1,500 167;900 6151 HEALTHINSURANCE 47,200 709;600 193,500 - 144,900 15,900 - 1,111,100 6155 WORKERS COMPENSATION 9;500 168,400 46,200 9,100 - 1,100 3;400 237,700 TOTAL PERSONAL SERVICES 449,500 6,739,700 1,848,500 1,196;800 77,100 121,100 10,432,700 PARTS &SUPPLIES 6210 OFFICE SUPPLIES 3;000 - - 6;000 - - 9,000 6211 OFFICE PRINTED MATE RIALIFORMS - 1,200 7;000 - 1,,300 - 9,500 6212 OFFICE SMALL EQUIPMENT - - 11,,700 6;500 - - - 18;200 6215 REFERENCE MATERIALS 200 3,900 200 400 - 100 4,800 6220 OPERATING SUPPLIES -GENERAL - 8,600 2,200 1,OOD 7,000 - 1,000 19,800 6224 CLOTHING/PERSONAL' EQUIPMENT 1,500 55;900 15;000 4;000 - 700 77,100 6226 PUBLIC SAFETY SUPPLIES - 39;600 - - 39,600 6228 AMMUNITION 56,000 - 56,000 6231 MOBILE EQUIP REPAIR PARTS 54,000 - 54,000 6232 SMALL EQUIPMENT REPAIR PARTS 2,000 1,900 3,900 6235 FUEL, LUBRICANTS, ADDITIVES 185,500 - 185,500 6238 COMMUNICATION SYSTEM PARTS 5,500 5;500 TOTAL PARTS & SUPPLIES 4,700 412;200 31,;000 1;000 30;900 - 3,100 482,900 SERVICES AND OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 4,300 1,200 - - - - 5,500 6319 MEDICAL SERVICES -OTHER - 300 300 6320 (INSTRUCTORS 9,000 - - - - 1,000 6325 VET/KENNEL CHRGIANIMAL DISPOSL 4,500 - - 24;ODD 28,500 6330 DCC EXPENSES - - 1,17.7,600 1,177,600 6346 POSTAGE 5,000 - 5,000 6347 TELEPHONE SERVICE & LINE CHG - - 5,000 5,000 6349 TELEPROCESSING EQUIPMENT - 29,600 - - - - - 29,600 6353 'PERSONALAUTOIPARKING 400 1;900 200 200 300 100 - 3,100 6354 CAR WASHES - 7,000 - - - - - 7,000 6355 CELLULAR TELEPHONE SERVICE - - 37;000 - - 37;000 6385 INSURANCE 65,500 - - - 65,500 6405 ELECTRICITY - 2,000 500 2,500 6425 MOBILE EQUIPMENT REPAIR LABOR 13,700 - - - 13,700 6426 SMALL EQUIPMENT' REPAIR -LABOR 2,300 400 - 1,000 - - 3,700 6430 COMMUNICATION SYSTEM RPR -LABOR 3,600 - - - - 3;600 6457 MACHINERYAND EQUIPMENT - 5,9DO - 2,000 - 8,900 6475 MISCELLANEOUS 7,200 2,400 1,000 - 300 - 200 11,100 6476 CONFERENCES AND SCHOOLS 22,400 59,700 22,500 4,300 5,400 1,400 115,700 6477 LOCAL MEETING EXPENSES 3,200 10,600 - - - - 13,800 6478 TUITION AND BOOK REIMBURSEMENT 5,800 3,800 - - - - 8;600 6479 DUES AND SUBSCRIPTIONS 3;300 .3,200 900 300 400 100 8,200 6480 LICENSES, PERMITS AND TAXES 700 - - - - - 700 6520 MAJOR INVESTIGATION EXPENSES 20,200 - 2,500 22,700 6538 TOWING CHARGES 2,000 - - - 2,000 6569 MAINTENANCE CONTRACTS 1,100 9,700 38,000 48,800 TOTAL SERVICES &'OTHER'CHARGE 126,500 152;600 38;200 15,OOD 12;400 1,259,600 25,800 1;630;100 CAPITAL OUTLAY 6660 OFFICE FURNISHINGSIEQUIP MENT 3,600 6,300 3,000 6,300 19,200 6670 OTHER EQUIPMENT 25,800 3,400 29,200 TOTAL CAPITAL OUTLAY 3,600 32,100 6,400 6,300 48,400 Program Total 584,300 7,336;600 1;924,100 16,000 1,246,400 1,259,60D 106,000 121,1.00 12;594,100 Support Total= 2,749,100 3:6% Non -personnel increase: -2,0% 48 City of Eajan 2016 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 49 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES & WAGES -REGULAR $ 6,808,209 $ 7,008,231 $ 7,318,900 $ 7,522,900 6112 OVERTIME -REGULAR 183,990 201,792 117,400 117,400 6120 CONTRACTUAL SECURITY 88,933 91,996 50,000 100,000 6130 SALARIES & WAGES -TEMPORARY 564 244 - - 6142 PERA-COORDINATED 55,011 57,039 65,800 67,400 6143 PERA-POLICE 910,823 994,220 1,070,600 1,108,300 6144 FICA 141,007 145,752 162,900 167,900 6151 HEALTH INSURANCE 869,007 936,332 1,068,900 1,111,100 6152 LIFE 4,402 4,409 - - 6154 DISABILITY -LONGTERM 19,843 19,847 - - 6155 WORKERS COMPENSATION179,512 215,100 237,700 TOTAL PERSONAL SERVICES _ 9,261,303 _ _183,768 9,643,630 10,069,600 10,432,700 PARTS & SUPPLIES 6210 OFFI CE SUPPLI ES 4,806 9,381 9,000 9,000 6211 OFFICE PRINTED MATERIAL/FORMS 7,406 6,891 9,500 9,500 6212 OFFICE SMALL EQUIPMENT 13,294 14,250 13,200 18,200 6215 REFERENCE MATERIALS 2,842 3,608 4,800 4,800 6220 OPERATING SUPPLIES -GENERAL 31,254 36,835 21,700 19,800 6224 CLOTHING/PERSONAL EQUIPMENT 66,504 84,701 76,100 77,100 6226 PUBLIC SAFETY SUPPLIES 33,501 39,600 39,600 39,600 6228 AMMUNITION 44,684 50,376 52,700 56,000 6231 MOBILE EQUIP REPAIR PARTS 59,063 36,218 56,000 54,000 6232 SMALL EQUIPMENT REPAIR PARTS 2,047 4,906 3,900 3,900 6235 FUEL, LUBRICANTS, ADDITIVES 193,945 181,698 229,400 185,500 6238 COMMUNICATION SYSTEM PARTS 5,332 3,442 6,500 5,500 6270 COMPUTER SOFTWARE 8,910 - - - TOTAL PARTS & SUPPLIES 473,589 471,905 522,400 482,900 Continued on next page 49 City of Eapn 2016 proposed Budget Operating Budget Police -Ad (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police LINE ITEM DETAIL- ENTIRE POLICE DEPARTMENT (CONT'D) Non -personnel increase: -2.0% 50 Actual Actual Budget Budget SERVICES & OTHER CHARGES 2013 2014 2015 2016 6310 PROFESSI ONAL SERVI CES -GENERAL 3,620 6,058 5,500 5,500 6319 MEDI CAL SERVI CES -OTHER - - 300 300 6320 INSTRUCTORS 1,200 - 4,000 1,000 6325 VET/KENNELCHRG/ANI MAL DISPOSL 27,072 18,220 28,500 28,500 6330 DCC STARTUP COSTS 1,070,172 1,141,728 1,187,500 1,177,600 6346 POSTAGE 4,227 3,644 5,000 5,000 6347 TELEPHONE SERVICE & LINE CHG 5,477 6,565 5,000 5,000 6349 TELEPROCESSING EQUIPMENT 23,712 27,778 29,600 .29,600 6353 PERSONAL AUTO/PARKING 1,988 2,529 2,100 3,100 6354 CAR WASHES 5,077 6,195 7,000 7,000 6355 CELLULAR TELEPHONE SERVICE 32,275 29,112 37,000 37,000 6385 INSURANCE 65,500 65,500 65,500 65,500 6405 ELECTRICITY 1,025 828 1,500 2,500 6425 MOBILE EQUIPMENTREPAIR LABOR 16,116 15,335 17,200 13,700 6426 SMALL EQUIPMENT REPAI R -LABOR 2,387 2,387 3,700 3,700 6430 COMMUNICATION SYSTEM RPR -LABOR 2,738 3,241 3,600 3,600 6457 MACHINERY AND EQUIPMENT 29,005 6,680 9,100 8,900 6475 MISCELLANEOUS 3,243 19,089 15,500 11,100 6476 CONFERENCES AND SCHOOLS 77,613 82,087 108,500 115,700 6477 LOCAL MEETING EXPENSES 13,104 12,018 13,800 13,800 6478 TUITION REIMBURSEMENT 6,292 1,900 18,800 9,600 6479 DUES AND SUBSCRIPTIONS 6,584 5,444 8,800 8,200 6480 LICENSES, PERMITS AND TAXES 561 635 700 700 6482 AWARDS, JUDGEMENTS AND LOSSES 370 48 - - 6520 MAJOR INVESTIGATION EXPENSES 17,733 21,071 22,700 22,700 6538 TOWING CHARGES 1,178 1,471 2,000 2,000 6569 MAINTENANCE CONTRACTS 36,341 42,231 48,600 48,800 TOTAL SERVI CES & OTH ER CHARG ES 1;454,609 1,521,796 1;651,500 1,630,100 CAPITAL Q TL1 LAY 6660 OFFICE FURNISHINGS/EQUIPMENT 4,414 15,448 22,000 19,200 6670 OTHER EQUIPMENT _ 89,370 48,837 9,900 29,20_0_ Total Capital Outlay 93,784 64,285 31,900 48,400 TOTAL POLICE $ 11,283,284 $ 11,701,616 $ 12,275,400 $ 12,594,100 Non -personnel increase: -2.0% 50 City of Hap 2016 Proposed Budget ®perming 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 Description Traffic stops Traffic citations DWI arrests Arrests (other than DWI) Responsetimeto priority 1, emergency calls (min) Responsetimeto priority 2, non -emergency calls Responsetimeto priority3, routinecalls (min) 58 51 2013 2014 2015 2016 Actual Actual v Estimate Target 12,229 11,286 12,119 11,758 4,186 3,475 4,418 3,831 176 150 204 163 1,320 1,171 1,229 1,246 6.06 5.92 6.35 5.99 8.32 8.03 8.28 8.18 12.68 11.67 12.82 12.18 City of E qu 2016 Proposed Budget Operating Budget Police—Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran HIGHLIGHTS & CHANGES Patrol Overview: The overall patrol budget has increased $62,300 or 0.9% from the 2015 budget. Personnel services represent a majority of this increase due to negotiated contracts, which are partially offset by a non -personnel decrease of $30,700 or 4.9%. Highlight/Change 1: The increase in personal services is due to negotiated contracts and inflationary costs to accommodate for the increase in costs of living. In addition, additional funding ($28,900) is included in the budget to address compensation compression issues for the Lieutenants. The pay increase for the Lieutenants comes recommended from a compensation consultant. Financial Impact: $93,000 increase (Personnel Services) Service Level Impact: None Highlight/Change 2: The proposed 2016 Patrol budget reflects a decrease in motor fuels to represent budgeted costs closer to 2013 and 2014 actuals. Financial Impact: $43,900 decrease (6235) Service Level Impact: None Highlight/Change 3: The Police Patrol division is proposing to upgrade typical tire purchases from previously purchased regular tires to All -Weather Tires. Financial Impact: $10,000 increase (6231) Service Level Impact: Providing easier and safer travel for both City employees and surrounding citizens throughout the unpredictable Minnesota seasons. 59 52 EXPENDITURE SUMMARY— PATROL DIVISION Actual Actual Expenditure _ 2013 Personal Services $ 5,972,729 Parts and Supplies 406,656 Services and Other Charges 166,354 Capital Outlay 65,560 Total $ 6,611,300 59 52 EXPENDITURE SUMMARY— PATROL DIVISION Actual Budget Budget 2014 2015 2016 $ 6,304,563 $ 6,646,700 $ 6,739,700 399,534 454,800 412,200 149,041 164,400 152,600 48,804 8,400 32,100 $ 6,901,942 $ 7,274,300 $ 7,336,600 411_pllllcity of hpo 2016 Proposed Budget Operating Budget Police—Patrol (11) Responsible Managers: Lieutenant Duane Pike Lieutenant Michael Fineran POSITION INVENTORY Personnel Sergea nts Police Officers Operations Lieutenants Total 2016 WORK PLAN 2013 _ 2014 2015 2016 8 8� 8 8 42 42 43 43 2 2 2� 2 52 52 53 53 Activity Routine 1 Participatein POSTmandated training 2 Participate in FEMAand emergency preparedness training 3 Times pent on DUI arrests 4 Time spent on answering calls for service 5 Court preparation and testimony 6 Proactive patrol/mist. 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 vehicletraining 15 Traffic unit enforcement efforts 16 Neighborhood Watch/ National Night Out and crime prevention efforts 17 Crisis negotiator training 18 Practice Geographic Policing strategies 60 53 Hours 89,440 4,160 110,240 llb� City of Eap 2016 proposed Budget Operating Budget This page left intentionally blank 61 54 City of Hap 2016 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 Expenditure as % of General Fund 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 Descri tp ion Cases assigned for investigative follow-up Cases assigned to Detective Unit Investigations Division case cl ea ra nce rate Community outreach forums presented by detectives Felony complaints charged Gross -misdemeanor complaints charged Eagan cases investigated by the Dakota County Drug Task Force 62 55 2018 2014 2015 2016 Actual _ Actual Estimate Target 1,471 1,553 1,463 1,495 637 655 636 643 48% 42% 47% 46% 18 19 25 24 251 244 223 239 241 252 260 251 70 121 82 91 City of Ea�a� 10P. 2016 Proposed Budget Operating Budget ... ... Budget Expenditure by Category 2015 Supplies Personal 2% Services66 Services 96%�E� �� and Other 23,481 Charges 38,200 10,820 12,500 f capital $ 1,755,813 outlay $ 1,924,100 0.3% Police—investigations (11) Responsible Manager: Lieutenant Mike Fineran HIGHLIGHTS & CHANGES Investigation Overview: Overall the Investigation budget increased $156,800 or 8.9%from 2015, due to negotiated wage and benefit increases for staff. The rotating detective position was also moved from patrol personal services in 2015 to investigation's personal services. It should be noted the "non -personal services" area of the budget decreased $6,800 or 8.3% from 2015 due to decreased need for laptop/computers in 2016. Highlight/Change 1: The Investigations Division is proposing the purchase of a portable light source, diagram software, and "bait" car tracking device, which is more than offset by decreased spending on operating supplies and tuition reimbursement. Financial Impact: $5,000 increase (6212) Service Level Impact: The department Crime Scene Team has taken a more active role with processing crime scenes. As a result, the team identified a need for more specialized equipment and computer software. The department also plans to procure a tracking device, which will be installed in the department's "bait car." Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 $ 1,671,452 25,815 29,059 9,711 $ 1,736,038 63 EXPENDITURE SUMMARY ®° INVESTIGATIONS DIVISION Actual Budget Budget _ 2014 2015 2016 $ 1,684,585 $ 1,684,900 $ 1,848,500 36,926 27,900 31,000 23,481 42,000 38,200 10,820 12,500 6,400 $ 1,755,813 $ 1,767,300 $ 1,924,100 City of Eapo 2016 Proposed Budget Operating Budget Police—Investigations (11) Responsible Manager; Lieutenant Mike Fineran POSITION INVENTORY Personnel 2.013 2014 2.015 2016Hours _ 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 2016 WORK PLAN Activity Routine 1 Actively Investigate criminal cases 2 Testify in court 3 Courtroom preparation 4 Develop and execute search warrants 5 Detective/Sergeant case consultations 6 Proactive case work --surveil lance of potential criminal activity 7 Case management/review reports and assign cases to detectives 8 Complete background investigations for permit and license activity 9 Schedule detectives for training, time off and special functions 10 DUI forfeiture process and completion 11 Confer with prosecution on active cases 12 Specialized investigative training 13 POST mandated training 14 Attend meetings (Tri -County, Supv., Geo -Police, Sgts., Chief briefings, etc) 15 Conduct training for other officers 16 Prepare materials and conduct briefings on specialized crimes 17 Community presentations 18 Employment background investigations 19 Support Geographic Policing initiatives 64 57 az 1� City of Hap 016 Proposed Budget Operating Budget This page left intentionally blank 65 58 City of Eap 2016 Proposed Budget Operating Budget Police -Support (11) Responsible Manager: Lieutenant Mike Fineran PURPOSE & DESCRIPTION The purpose of the Support Division of the Police Department is to: a Support administrative, patrol and investigative divisions ® Develop budget trends and monitor budget expenditures ® Management of police reports and citations o 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 m Neighborhood Watch and crime prevention meetings o Animal control and licensing of dogs ® Coordination with Dakota Communications Center (DCC) for dispatch services a Fleet maintenance ® Intake and management of evidence and property • Management of criminal intelligence and trends PERFORMANCE INDICATORS Description Police reports created/processed Animal control related calls Dog Licenses issued/sold (2 year licenses) Chi Id Safety Checks Neighborhood Watch groups managed Crime prevention and neighborhood watch presentations 59 2013 2014 2015 2016 Actual Actual Estimate Y Target 7,960 7,573 8,022 8,000 1,380 1,365 1,475 1,510 3,255 2,096 3,081 3,115 210 217 208 29.5 141 142 140 144 112 118 111 115 City of Eap 2016 Proposed Budget Operating Budget Police—Support (11) Responsible Manager: Lieutenant Mike Fineran HIGHLIGHTS & CHANGES Support Services Overview: The total Support Service programs increased $86,600 or 3.3% from 2015 due to negotiated wage and benefit increases for staff with a non - personnel decrease of $7,000 or 0.5%. Highlight/Change 1: Funding is included in the budget to address compensation compression issues for the Lieutenant. The pay increase comes recommended from a compensation consultant. Financial Impact: $9,700 increase (Personnel Services) Service Level Impact: None. Highlight/Change 2: A decrease of Dakota Communications Center (DCC) fees is programmed in the 2016 budget based off of the adopted DCC budget set for 2016. The decrease is primarily a result of a decline of calls for the City of Eagan and in increase in calls for other Cities in recent years. Financial Impact: $9,900 decrease (6330) Service Level Impact: None Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 $ 1,199,063 29,843 1,148,930 18,512 $ 2,396,348 +m 60 EXPENDITURE SUMMARY — SUPPORT DIVISION Actual Budget Budget 2014 2015 2016 $ 1,225,985 $ 1,301,400 $ 1,395,000 31,179 35,000 35,000 1,228,948 1,320,700 1,312,800 1,481 5,400 6,300 $ 2,487,593 $ 2,662,500 $ 2,749,100 Clay of Eap 2016 proposed Budget Operating Budget Police—Support (11) Responsible Manager: Lieutenant Mike Fineran POSITION INVENTORY Personnel 2013 _ 2014 _ 2015 2016 Hours Community Service Officers 2 2 2 2 4,160 Property Room Technician 0.75 0.625 0.625 0.625 1,300 Clerical Technicians -Full-time 5 5 5 5 10,400 Clerical Technicians -Part-time 1.2 1.2 1.2 1.2 2,496 Crime Prevention Specialist 1 1 1 1 2,080 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 Animal Control Officer 1 1 1 1 2,080 Forensic/Crime Analyst 0 0.333 1 1 2,080 Total 13.95 14.16 14.825 14.825 30,836 2016 WORK PLAN Activitd Routine 1 Investigate animal complaints 2 Supervision of staff and programs 3 Neighborhood watch and crime prevention meetings 4 Intake of evidence and process for court 5 Dictation of police reports and citations 6 Analyze crime statistics and patterns 7 Assist other departments within police department 8 Assist other departments within the city, i.e. mail, packets 9 Budget preparation, payroll and line item budget 10 Citizen academy, National Night Out, Safety Camp events 11 Support Geographic Policing initiatives 61 *— City of EaPH 2016 proposed Budget Operating Budget This page left intentionally blank :• 62 2016 Proposed Budget Operating Budget City of Evan 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 Expenditures as %cif General f=und 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 70 63 2016 Proposed Budget Operating Budget Description Fire prevention functions performed Fires investigated Firesprinkler permits processed Total fire prevention hours Total hours spent attraining 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 response ti me in minutes -first Chief Fi re Engine/Ladder response time FIRE Explosion/Overhead Rescue/EMS Hazardous Condition Service Call Good Intent Cal I False Alarm/False Call Severe Weather/Natural Disaster Special Incident Call type total s: 71 64 Fire (12) Responsible Manager: Mike Scott, Fire Chief PERFORMANCE INDICATORS 2013 2014 2015 2016 Actual Actual Estimate Target 375 423 400 500 30 23 20 20 175 293 150 200 2,269 2,478 2,500 2,500 7,841 7,692 7,500 7,500 827 1,587 1,000 1,800 100 96 100 100 1,306 1,485 1,400 1,750 0 98 0 100 3 3 3 3 100 100 100 100 1,616,893 626,849 1,000,000 750,000 26 70 100 100 6.30 6.13 6.00 6.00 9.30 8.13 7.00 7.00 92 105 90 100 9 15 10 15 404 582 600 770 106 87 75 75 83 53 90 70 231 278 300 350 376 365 390 370 2 0 5 0 3 0 5 0 1,306 1,485 1,565 1,750 City of EapI1 2016 Proposed Budget Operating Budget Fire (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Department Overview: The proposed Fire Department Person budget shows an increase of $27,700 or 1.0%from 2015, Servic( with a non -personnel increase of $22,600 or 5.7%. Overall, 85/ most of the increases are directly related to an attempt to continue 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 in 2014 has helped ensure a uniform response during our busiest call volume of weekdays. In early 2016 the SAFER grant expires and we are proposing to continue to fund the five full-time positions. The budget also continues to address the rapid change in our ability to recruit and retain paid -on-call firefighters. Outlay 0.2 Farts & Supplies 7% ces & her Charges 8% Highlight/Change 1: SAFER Staffing: The 2016 budget includes a request to retain all five of our full-time operational staff that were hired with the SAFER grant- Staffing for Adequate Fire & Emergency Response. The five positions are four firefighters and one Fire Captain. These full-time positions work during our busiest call time which is weekdays. This is also the hardest time to find paid -on-call firefighters that are available. The SAFER staff is supplemented by two paid -on-call staff each shift to make up our weekday "Duty Crew" staff. The Duty Crew staffs two fire engines Monday -Friday from 08:30am- 5pm. This staffed model has allowed the fire department to provide not only a guaranteed response, but also a much quicker response with an average response time of just over four minutes or almost five minutes quicker than our traditional response. When the Duty Crew isn't responding to emergency calls, they assist with building fire inspections, Community Outreach programs and equipment/apparatus maintenance. In addition to the funding for the full-time positions, we are asking for an additional shift differential pay for one of the four firefighters to act as the crew leader of the second fire engine. With the city split in half and one of the two fire engines working with the Captain onboard, we would like to have a second supervisor on the second fire engine. Financial Impact: • Overall cost for five full-time staff with benefits: $437,000 (will be partially offset by remaining SAFER grant funding for approximately 2 months in 2016) • Projected overtime costs for full-time staff: $15,000 • Officer in charge pay: $2,600 Service Level Impact: The weekday Duty Crew program has proven a method to provide an acceptable level of service for our community. Without this coverage during weekdays we cannot ensure a staffing level to be able to support the types of calls we are requested to respond to. Highlight/Change 2: Recruitment/Retention: The Eagan Fire Department continues to experience a large turnover of our paid -on-call staffing. We are averaging approximately 15 paid -on-call firefighters that leave the department each year with a record 19 that resigned in 2014. This large turnover has caused us to see increases in the cost to interview and test potential new paid -on-call firefighters and the cost to find ways to retain the firefighters that we already have. In the 2016 budget there are a couple of examples. • We have seen an increase in the cost of pre-employment psychological exams due to the volume of candidates we need to hire to replace those that have resigned. Financial Impact: $2,000 increase (1221.6319) Service Level Impact: Being proactive for common trends allowing the opportunity to get more individuals of interest. Cont'd on next page 72 65 City of �a�a� 2016 Proposed Budget Operating Budget .� Fire (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES (CONT'D) Highlight/Change 3: Standby Crews: A number of metro area fire departments have started to change their model of operations from the traditional paging paid -on-call firefighters for emergency calls to have the part-time firefighters sign up for standby crew shifts. With standby crews the paid -on-call staff sign up for shifts to staff a truck from a fire station vs, waiting for their pager to sound and trying to make their call response requirements when available. The standby model can be a win-win for the firefighters and the community. It provides the firefighters with a more predictable schedule for their part-time commitment as a firefighter and for the city it helps ensure we have firefighters available, and provides a much quicker response. Eagan has been tracking fire/EMS calls that we have had a delayed response to because of limited or no paid -on-call staff availability. A number of cities have switched to the standby model for all weeknights and weekends. For 2016 we are proposing to try a pilot program to better assess the benefits for the firefighters and for the community. The pilot program would allow us to try an average of 3 four hour shifts per week in 2016. The pilot program would have up to three fire fighters working a shift from one station. Financial Impact: $24,300 increase (6129) Service Level Impact: This will help us ensure a better response to calls on weeknights and weekends. Highlight/Change4: Fire Apparatus Maintenance Costs: As our fire apparatus are starting to be used a lot more on a daily basis with our Duty Crew program, we are starting to experience a slight increase in the operational costs to keep the fire apparatus maintained and for fuel costs. Financial Impact: $11,800 increase: $500 (6230) + $8,000 (6231) + $300 (6234) + $800 (6235) + $2,200 (6425) Service Level Impact: Necessary for the Duty Crew operations and their ability to provide a quick weekday response. Highlight/Change 5: Fire Equipment: Our Fire Equipment budget is up 23.7% or $19,400 from 2015. This is due to increased costs of the equipment we are replacing and testing services for required annual testing. There is a new NFPA Standard for testing turnout gear that would cost $15,000 in total to test all 100 sets of gear plus additional fees for any repairs. To act in alliance with this new standard, we are proposing to test one-third of the turnout gear, which accounts for $5,000 of the total increase. The remaining increase is due to general cost increases for equipment. Financial Impact: $19,400increase: $11,000 (6224) + $1,500 (6320) + $6,900 (6323) EXPENDITURE SUMMARY 73 66 Actual Actual Budget Budget Expenditure b Cy ategory 2013 2014 2015 2016 Personal Services 1,648,143 1,957,510 2,320,500 2,325,600 Parts and Supplies 174,601 199,514 181,500 198,600 Services and Other Charges 191,697 234,953 206,900 213,300 Capital Outlay 6,2.84 5,802 6,400 5,500 Total 2.,020,726 2,397,778 2,715,300 2,743,000 73 66 POSITION INVENTORY Personnel 2013_ �1.0 2014 2015 2016 Hours Ad mini strative Assistant 1.0 1.0 1.3 2,704 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 Fire Captain - - 1.0 1.0 2,080 Fire Fighter - - 4.0 4.0 8,320 Fire Inspector 1.0 1.0 1.0 1.0 2,080 Fire Marshal 1.0 1.0 1.0 1.0 2,080 Fire Prevention Specialist 0.5 0.5 0.5 0.5 1,664 Total 5.5 5.5 10.5 10.8 23,088 2016 WORKPLAN Activity Routine 1 Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepare training for fire department 6 Review new building plans for fire code. 7 Plan, direct and coordinatethe activities of thetraining department. 8 Plan,direct, manage and coordinate the activities of the Fire Dept. 9 Annual budget preparation and administration of budget. 10 Respond to emergency calls. 11 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 12 Direct and managethefirefighter recruitment process. 13 Promote community relations through fire prevention and education. 14 Process Fire Reports 74 67 Citi a� �a�a� 2016 Proposed Budget Operating Budget �.� Fire - Division Totals (12) Non -personnel increase: 5.72% 75 68 Responsible Manager: Mike Scott, Fire Chief Program #: 1221 1228 1223 1224 1225 1227 2016 Division Operations Inspections/Pr eventions Operations _ Budget Inspect & Fire/EMS _ Program Description: Prevent Train./EMS Totals Engineer. Equip SCBA Totals Total PERSONALSERVICES 6110 "SALARIES&WAGES REGULAR $ 610,500 $ 183,300 $ $ 183,300 $ - $ - $ $ $ 793;800 6112 OVERTIME- REGULAR 15;000 3;000 3,000 18,ODO 6129 VOLUNTEER FIREFIGHTERS 425;300 - - 425;300 6142 PERA-COORDINATED 6,100 200 200 6,300 6143 PERA-POLICE/FIRE 88,100 29,700 29,700 117,800 6144 FICA 14,100 4,600 4,600 18,700 6145 FIRE,RELIEFASSOCATION 705;500 - - - - 705;500 6151 HEALTH INSURANCE 101,600 34,700 34,700 - - 136,300 6155 WORKERS COMPENSATION 96,100 7;800 7,800 103,900 TOTAL PERSONAL SERVICES 2,062;300 263,300 263,300 2,325,600 PARTS &SUPPLIES 6210 OFFICE SUPPLIES 6,000 - - - 6,DDO 6215 .REFERENCEiMIATERIALS - - 2;000 2,DDO - 2,000 6220 OPERATING SUPPLIES -GENERAL 3,000 1,500 2,000 3,500 500 500 7,000 6222 MEDICAL/RESCUE/SFETYSUPPLIES - - - - 2,500 - 2,500 2,500 6224 CLOTH[ NG/PERSONAL EQUIPMENT 13,600 2,000 2,000 46,000 500 46,500 62,100 6226 PUBLIC SAFETYSUPPLIES - 3,500 3,500 - - 3,500 6230 iREPAIR/MAINTENANCESUPP-GENL 4,000 1,000 1,000 2,200 6,000 4,000 12,200 17,200 6231 'MOBILE EQUIP REPAIR PARTS - - - 40;000 - - 40,000 40,000 6234 FIELD/OTHER EQUIPMENT REPAIR - 3,300 2,500 5,800 5,800 6235 FUEL, LUBRICANTS, ADDITIVES - 47,600 - - 47,600 47,600 6238 COMMUNICATION SYSTEM PARTS 2,000 - - - 2,000 6240 SMALLTOOIS - - - 2,300 100 ' 2,400 2,400 6244 CHEMICAL& CHEMICAL PRODUCT - - - SOD - 500 500 TOTAL PARTS & SUPPLIES $ 28,600 $ 81000 ;$ 4,000 $ 12;DDD $ 89,800 $ 60,600 $ 7,600 $ 158,000 $ 198,600 SERVICES & OTHER CHARGES 6318 MEDICAL SERVICES- PHYSICAL EXAM 28,300 - - - - - 28,300 6319 MEDICAL SERVICES OTHER 8;000 - - - 8,000 6320 'INSTRUCTORS - 13,500 13,500 - - 13,500 6323 TESTI NG SERVICE - - 8,600 17,100 - 25,700 25;700 6346 POSTAGE 1,000 - - - 1,000 6347 TELEPHONE SERVICE & LINE CHG 1,700 - 1,700 6353 PERSONAL AUTO/PARKING - 300 300 300 .6354 -CAR WASHES 700 - - - - 7DO 6355 (CELLULAR TELEPHONE SERVICE 7,500 - - 7,500 6385 :INSURANCE 40,100 - - 40,100 6425 MOBILE EQUIPMENT REPAIR LABOR - - 3,700 3,700 3,700 6427 BLDG OPERATIONS/REPAIR-LABOR 2,500 2,500 - 2,500 6475 MISCELLANEOUS 4,500 - - - - 4,500 6476 CONFERENCESANDSCHOOIS 5;000 1,700 19,400 31;1DD 1;000 1,000 27,100 6477 LOCAL MEETING IEXPENSES 2,000 - - - - 2,000 6478 TUITION' REIMBURSEMENT - 1,500 1;500 - - - 1,500 6479 DUES AND SUBSCRIPTIONS 1,200 200 200 1,400 6515 INTERNAL EXPENSES 3,000 - - 3,000 6535 OTHER CONTRACTUAL SERVICES 28,400 12,000 12,000 40,400 '6538 TOWING CHARGES - 400 - 400 400 TOTAL SERVICES i&OTHER 131,400 3,400 35,700 39,100 12,700 17;10) 13,000 42,800 213,3DO CAPITAL OUTLAY 6670 OTHER EQUIPMENT 5,500 - - 5,500 TOTAL CAPITAL OUTLAY 5,500 - - - 5,500 PROGRAM TOTALS' $ 2,227;800 $ 274,700 :$ 39,700 $ 314,400 $ 302;500 $ 77,70D $ 20,600 $ 200,800 $ ;2,743;000 1!0'/ Non -personnel increase: 5.72% 75 68 Cly of Eap 20.16 Proposed Budget Operating Budget . Fila (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL- ENTIRE FIRE DEPARTMENT Continued on next page 76 69 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 431,016 $ 657,362 $ 743,200 $ 793,800 6112 OVERTIME -REGULAR - 6,630 10,000 18,000 6129 VOLUNTEER FIREFIGHTERS COMP 350,314 334,195 462,300 425,300 6130 SALARIES AND WAGES -TEMPORARY - 1,732 - - 6142 PERA-COORDINATED 3,185 3,386 6,100 6,300 6143 PERA-POLICE/FIRE 53,432 91,029 108,900 117,800 6144 FICA 13,532 16,996 15,900 18,700 6145 FIRE RELIEF ASSOCIATION 667,768 670,696 743,300 705,500 6151 HEALTH INSURANCE 49,864 83,997 127,800 136,300 6152 LIFE INSURANCE 610 994 - - 6154 DISABILITY- LONGTERM 1,178 1,892 - - 6155 WORKERS COMPENSATION 77,244 88,600 _ 103,000 _ 103,900 PERSONAL SERVICES 1,648,143 1,957,510 2,320,500 2,325,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 4,054 6,028 5,500 6,000 6215 REFERENCE MATERIALS 11612 6,131 1,800 2,000 6220 OPERATING SUPPLIES -GENERAL 10,064 4,936 7,100 7,000 6221 FILM& FILM PROCESSING 183 - - - 6222 MEDICAL/RESCUE/SAFEIYSUPPLIES 1,859 2,507 4,200 2,500 6224 CLOTHING/PERSONAL EQUIPMENT 49,939 66,204 51,100 62,100 6226 PUBLIC SAFETY SUPPLIES 5,494 11390 4,000 3,500 6230 REPAIR/MAINTENANCE SUPPLIES-GENER, 16,313 14,751 16,700 17,200 6231 MOBILE EQUIPMENT REPAIR PARTS 26,736 42,451 32,000 40,000 6234 FIELD/OTHER EQUIPMENT REPAIR 14,696 7,253 5,500 5,800 6235 FUEL, LUBRICANTS, ADDITIVES 38,019 42,214 46,800 47,600 6238 COMMUNICATION SYSTEM PARTS 4,328 1,920 4,200 2,000 6240 SMALLTOOLS 1,119 149 2,100 2,400 6244 CHEMICAL& CHEMICAL PRODUCTS (19) 3,581 500 500 6270 COMPUTER SOFTWARE 204 - - - PARTS & SUPPLIES 174,601 199,514 181,500 198,600 Continued on next page 76 69 City of Rap2016 proposed Budget Operating Budget Fire (12) Responsible Manager: Mike Scott, Fire Chief LINE ITEM DETAIL ® ENTIRE FIRE DEPARTMENT (CONT'D) SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES GENERAL 6318 MEDICAL SERVICES -PHYSICAL EXAM 6319 MEDICAL SERVICES -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 6385 INSURANCE 6425 MOBILE EQUIPMENT REPAIR- LABOR 6426 SMALL EQUIPMENT REPAIR -LABOR 6427 BUILDING OPERATIONS/REPAIR-LABOR 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6478 TUITION REIMBURSEMENT 6479 DUES AND SUBSCRIPTIONS 6480 LICENSES, PERMITS, AND TAXES 6515 INTERNAL EXPENSES 6535 OTHER CONTRACTUAL SERVICES 6538 TOWING CHARGES SERVICES & OTHER CHARGES CAPITAL OUTLAY 6670 OTHER EQUIPMENT CAP ITA L O UTLAY TOTAL FIRE Actual ,)m a 3,594 24,736 5,625 13,266 13,725 1,146 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 r1aP Actual ,ima 5,3M 27,583 13,360 14,873 15,540 767 1,476 195 442 7,089 40,100 3,727 104 7,000 4,900 18,918 1,893 2,142 1,117 46 2,096 66,067 150 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 Budget 2016 28,300 8,000 13,500 25,700 1,000 1,700 300 700 7,500 40,100 3,700 2,500 4,500 27,100 2,000 1,500 1,400 3,000 40,400 400 191,697 234,953 206,900 213,300 6,284 5,802 6,400 5,500 6,284 5,802 6,400 5,500 $ 2,020,726 $ 2,397,778 $ 2,715,300 $ 2,743,000 s w 1.0% 77 70 Non -personnel increase: 5.7% 40�_ City of Eayn 2016 Proposed Budget Operating Budget Public Works— Engineering (21) Responsible Manager: John Gorder, City Engineer o Expenditures as % of General Fund 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 publicPublic�� improvements works/ • Technically guide the Council with regards to all En'neering 3.9% engineering and public works issues�� • Follow the Council's directives • Administer and manage all public improvements, 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/adrninister 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 Description City Survey -About right a mount oftraiIs &sidewalks available City Survey-Good/excel I ent storm d ra i nage Utility permits issued Miles of streets overlayed Properties assessed for public improvement Miles of water main installed Miles of sanitary sewer installed Miles of storm sewer installed Reviews of residential building permitsite plans 71 2013 2014 2015 2016 Actual Actual Estimate Target NA 70% NA 80% NA 90% NA 90% 267 200 250 250 17.7 16.1 9.0 12.5 1,689 1,400 400 1,400 3.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 2.5 1.0 1.0 1.0 187 150 175 175 1 City of EUyii 2016 Proposed Budget Operating Budget Public Works— Engineering (21) Responsible Manager: John Gorder, City Engineer HIGHLIGHTS & CHANGES Overview: The proposed 2016 Engineering budget reflects an increase of $54,800 or 4.5% from the 2015 budget. The non - personnel items increase $11,500 or 15.3%.The overall increase is primarily due to anticipated wage increases, the need for a comprehensive plan update, software upgrades (GIS and other) and training. Highlight/Change 1: Increase the amount of Consultant Services budget in 2016. The use of engineering consultant services to complete required updates to the Public Works portions of City's Comprehensive Plan which is due for update as required by statute. Engineering consultant services are used to update the Plan to utilize their technical specialty expertise in areas of transportation, storm water management, sanitary sewer, and water supply & distribution. Financial Impact: $7.500 increase (6310) Service Level Impact: Timely and efficient update of the City's Comprehensive Plan, as required by State statute. Highlight 2: Additional software programs are needed to continue 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 will be under the supervision of the GIS Coordinator and will enable the efficient management of nearly $1 billion of non -street public infrastructure, including the utilization of mobile technology. Financial Impact: $2,500 increase (6310) Service Level Impact: Enhance department efficiencies with the continued development of an asset management system for $1 billion of public infrastructure. Highlight/ Change 3: There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee acting on the recommendations of the 2014 GIS Strategic Plan, recommends this GIS training for Engineering. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. Financial Impact: $2,100 increase (6476) Service Level Impact: Enhance department efficiencies with the continued development of an asset management system for $1 billion of public infrastructure. Highlight/Change 4: The budget reflects the purchase of Adobe Professional computer software necessary to provide timely, efficient review of developer and consultant generated development and building permit plans, and to compile scanned plans and specifications prepared by City staff for advertisement of bids. Current versions are outdated and no longer supported by Adobe. Financial Impact: $1,200 increase (6270) Service Level Impact: The software upgrade will provide an increased level of efficiency for all staff preparing and reviewing plans and specifications. 72 44!'�' 2016 Proposed Budget Operating Budget city of EaPH Public Works— Engineering (21) Responsible Manager: John Gorder, City Engineer EXPENDITURE SUMMARY POSITION INVENTORY Personnel Actual Actual Budget Budget Expenditure 2013 2014 2015 2016 Personal Services $ 1,109,566 $ 1,148,831 $ 1,141,400 $ 1,184,700 Parts and Supplies 17,258 12,071 13,500 14,700 Services and Other Charges 32,400 58,372 54,500 65,300 Capital Outlay 4,101 6,990 7,400 6,900 Total $ 1,163,325 $ 1,226,264 $ 1,216,800 $ 1,271,600 POSITION INVENTORY Personnel 2013 _ 2014 2015 _2016 Fours Public Works Director 0.6 0.6 0.6 0.6 1,248 City Engineer 1 1 1 1 2,080 Assistant City Engineer 1 1 1 1 2,080 Transportation Operations Engineer 0.4 0.4 0.4 0.4 832 Project Coordinators 2 2 2 2 4,160 Engineering Technician 3 3 3 3 6,240 Engi neeri ng Ai de 1 1 1 1 2,080 Clerical Technician 1 1 1 1 2,080 Total 10.0 10.0 10.0 10.0 20,800 2016 WORK PIAN Activity Routine 1 Manage and administer public improvements; implement Capital improvement Plan 2 Manage and inspect private developments 3 Provide genera I engineering customer service 4 Manage the Storm Water Pollution Prevention Program (SWPPP) 5 Monitor and manage the budget 6 Collect data and prepare the annual report 7 Maintain and upgrade the GIS service delivery program 8 Providegeneral administration/supervision to the Engineering Division 9 Manage the Municipal State Aid Street funding program 10 Evaluate and provide local traffic management 11 Evaluateand initiate transportation planning 12 Reviewand implement comprehensive infrastructure plans 73 City of EaTAR 2016 Proposed Budget Operating Budget Public Works -Engineering (21) Responsible Manager: John Gorder, City Engineer LINE ITEM DETAIL Non -personnel increase: 15.3% 74 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 837,907 $ 863,189 $ 843,400 $ 876,700 6112 OVERTIME -REGULAR 17,004 15,924 17,000 17,000 6130 SALARIES AND WAGES -TEMPORARY 15,906 15,139 19,000 19,800 6131 OVERTIME -TEMPORARY - 229 500 200 6142 PERA-COORDINATED 60,673 62,754 64,500 67,000 6144 FICA 59,788 61,965 67,100 69,200 6151 HEALTH INSURANCE 110,400 121,724 125,400 128,900 6152 LIFE INSURANCE 1,318 1,320 - - 6154 DISABILITY -LONGTERM 2,571 2,578 - - 6155 WORKERS COMPENSATION 3,999 4,009 4,500 5,900 P ERSO NAL S ERVI CES 1,109,566 1,148,831 1,141,400 1,184,700 PARTS &SUPPLIES 6210 OFFICE SUPPLIES - 26 - - 6215 REFERENCE MATERIALS 87 - - - 6220 OPERATING SUPPLIES -GENERAL 3,564 1,951 2,100 2,100 6224 CLOTHING/PERSONAL EQUIPMENT 140 128 500 500 6231 MOBILE EQUIP REPAIR PARTS 4,449 2,099 2,000 2,000 6232 S MALL EQUI P M ENT REPAI R PARTS 13 72 500 500 6235 FUEL, LUBRICANTS, ADDITIVES 7,865 7,520 8,400 8,400 6270 CO M P LITER SO FTWARE 1,140 275 - 1,200 PARTS & SUPPLIES 17,258 12,071 13,500 14,700 SERVICES &OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 4,133 23,794 22,000 30,500 6320 INSTRUCTORS - 1,042 - - 6346 POSTAGE 1,657 1,484 2,000 2,000 6353 PERSONALAUTO/PARKING 4,241 4,234 4,900 4,900 6354 CAR WASHES 10 - 200 200 6355 CELLULAR TELEPHONE SERVICE 3,676 4,819 5,200 5,400 6370 GENERAL PRINTING AND BINDING - 67 100 100 6385 INSURANCE 8,400 8,400 8,400 8,400 6425 MOBI LE EQUIPMENT REPAIR LABOR 643 1,774 300 300 6426 SMALL EQUIPMENT REPAIR -LABOR 29' - 300 300 6476 CONFERENCES AND SCHOOLS 6,351 7,322 8,400 9,800 6477 LOCAL MEETING EXPENSES 311 239 500 500 6478 TUITION AND BOOK REIMBURSEMENT - 726 - - 6479 DUES AND SUBSCRIPTIONS 2,063 2,692 1,900 1,800 6480 LICENSES, PERMITS AND TAXES 316 1,138 - 800 6481 RECORDING FEES 368 264 300 300 6487 VISA/MC BANK CHARGES 202 377 - SERVICES & OTHER CHARGES 32,400 58,372 54,500 65,300 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 4,101 6,990 7,400 6,900 CAPITAL OUTLAY 4,101 6,990 7,400 6,900 TOTAL PUBLIC WORKS - ENGINEERING $ 1,163,325 $ 1,226,264 $ 1,216,800 $ 1,271,600 4.5 Non -personnel increase: 15.3% 74 40k City of Eajo 2016 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 procedures including snow and ice control, sweeping, traffic control, street -lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as economic constraints allow 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 excellent or good (resident survey) 75 2013 2014 2015 2016 Actual Actual Estimate s Target 239.5 240 241 242 631 479 550 550 304 301 350 375 $3,141 $2,472 $2,500 $2,500 85 84 80 80 N/A 79% N/A 85% N/A 71% N/A 85% N/A 70% N/A 80% 410h, City of Rap 2016 Proposed Budget Operating Budget ,-Ilk Actual Actual Budget Budget Expenditure 2013 2014 rs> 2016 3 $ 1,132,655 $ 1,096,568 $ 1,203,100 M Parts and Supplies 573,839 451,971 507,100 485,600 Services and Other Charges 152,879 Public Works—Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer HIGHLIGHTS & CHANGES Overview: The Transportation Operations (Streets) budget displays an increase of $117,000 or 6.2% with non -personnel costs increasing $2,700 or 0.4%from the 2015 budget. The primary drivers for the changes in non - personnel expenses are: annual fluctuations in service demands, increases in costs of equipment and materials, strengthened GIS resources, and continued response to emerald ash borer. Highlight/Change 1: Fluctuations in service demands from year-to-year cause increases/decreases to certain materials and costs for mobile equipment repairs, lubricants, additives, and supplies. Budgeted fuel costs have also been adjusted to represent values closer to actuals. Financial Impact: $37,400 decrease: -$3,100 (6231) - $21,800 (6235) - $6,000 (6255) +$2,900 (6425)- $9,400 (6566) Service Level Impact: None Highlight/Change 2: Inflation and other economic forces result in increasing raw material and equipment costs for ice control, equipment rental, and snow removal. Financial Impact: $16,100 increase: $9,000 (6256) + $4,700 (6457) + $2,400 (6564) Service Level Impact: None. Highlight/Change 3: There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee acting on the recommendations of the 2014 GIS Strategic Plan, recommends GIS training for Public Works - Transportation Operations. Financial Impact: Net increase of $5,900 (6476 &6535) Service Level Impact: Training will improve GIS skills, meet department goals and contribute to the City's GIS model. Highlight/Change 4: Emerald ash borer has been detected in the City. Per the City Forester's direction, continued proactive removal of low -quality and/or high -susceptible ash trees will be removed from city rights-of-way, resulting in an increase in the quantity of ash trees that will be removed. City resources are utilized for the removal of the tree while contractual services are utilized for removal of the tree stump. (Account 6429- Street Repair- Labor) Financial Impact: $20,000 increase (6429) Service Level Impact: None Highlight/Change 5: 0.75 FTE Street Engineering Tech was approved in 2015 and is reflected in 2016 as an increase in the streets and highways budget. Conversely, a partial decrease in the central services budget due to an employee retirement was made to the central services budget. Financial Impact: $61,100 increase (Salary & Benefits) Service Level Impact: The shift in personnel resources will help the Street Engineering team address street improvements and maintenance issues in an efficient and timely manner. EXPENDITURE SUMMARY 76 Actual Actual Budget Budget Expenditure 2013 2014 2015 2016 Personal Services $ 1,132,655 $ 1,096,568 $ 1,203,100 $ 1,317,400 Parts and Supplies 573,839 451,971 507,100 485,600 Services and Other Charges 152,879 194,819 173,400 196,500 Capital Outlay 15,733 _ 1,273 2,400 3,500 Total $ 1,875,106 $ 1,744,631 $ 1,856,000 $ 2,003,000 76 City of Eap 2016 Proposed Budget Operating Budget Public Works -Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours Operations a nd Tra ns portati on Engineer 0.6 0.6 0.6 0.6 1,248 Streets Supervisor 1 1 1 1 2,080 Technician/Inspector 1 1 1 1 2,080 Maintenance Workers 10 10 10 10 20,800 Streets Engineering Tech. 0 0 _ 0 0.75 1,560 Total 12.6 12.6 12.6 13.35 27,768 2016 WORK PLAN Activity Routine 1 Bituminous surface maintenance 2 Snow and ice control 3 Signs/traffic control 4 Sweeping 5 Buildings, facilities 6 Curb and gutter work 7 Crackseal 8 Boulevard/tree & storm system maintenance 9 Customer service response 10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training) 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 77 * cit� of Eapfl 016 Proposed Budget Operating Budget Public Works -Streets & Highways (22) Responsible Manager: Tim Plath, Transportation Operations Engineer LINE ITEM DETAIL Non -personnel increase: 0.4% 78 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 780,647 $ 728,095 $ 822,500 $ 884,800 6112 OVERTIME -REGULAR 48,265 45,001 34,200 35,400 6130 SALARIES AND WAGES -TEMPORARY 15,758 33,031 20,600 31,500 6131 OVERTIME -TEMPORARY - 2,193 - - 6142 PERA-COORDINATED 59,837 56,052 64,300 69,000 6144 FICA 61,385 58,401 67,100 72,800 6151 HEALTH INSURANCE 119,850 129,640 146,100 164,200 6152 LIFE INSURANCE 1,565 1,490 - - 6154 DISABILITY- LONGTERM 2,920 2,818 - - 6155 WORKERS COMPENSATION 42,428 39,847 48,300 59,700 PERSONAL SERVICES 1,132,655 1,096,568 1,203,100 1,317,400 PARTS & SUPPLIES 6215 REFERENCE MATERIALS 8 - 100 100 6220 OPERATING SUPPLIES -GENERAL 6,173 6,898 6,600 6,600 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 4,424 2,106 3,500 3,500 6224 CLOTHING/PERSONAL EQUIPMENT 4,899 5,035 4,900 5,100 6230 REPAIR/MAINTENANCE SUPPLIES GENERAL - 346 - - 6231 MOBILE EQUIP REPAIR PARTS 91,843 86,541 88,200 85,100 6235 FUEL, LUBRICANTS, ADDITIVES 114,244 95,676 133,800 112,000 6243 HEATING OIL/PROPANE/OTHER FUEL 560 1,068 500 700 6255 STREET REPAIR SUPPLIES 95,918 42,324 51,500 45,500 6256 SNOW REMOVAL/ICE CONTROL SUPPL 238,766 191,930 198,000 207,000 6257 SIGNS &STRIPING MATERIAL 17,004 20,047 20,000 20,000 PARTS & SUPPLIES 573,839 451,971 507,100 485,600 SERVICES & OTHER CHARGES 6346 POSTAGE 24 259 100 300 6354 CAR WASHES - - 100 100 6355 CELLULAR TELEPHONE SERVICE 3,756 3,613 4,200 4,200 6370 GENERALPRINTING & BINDING 451 1,030 600 600 6385 INSURANCE 26,100 26,100 26,100 26,100 6405 ELECTRICITY 134 127 200 200 6425 MOBILE EQUIPMENT REPAIR LABOR 7,916 18,359 5,600 8,500 6429 STREET REPAIR -LABOR 2,380 7,638 12,000 32,000 6457 MACHINERY AND EQUIPMENT RENTAL 4,161 6,779 6,600 11,300 6476 CONFERENCES AND SCHOOLS 4,480 3,945 4,500 5,300 6477 LOCAL MEETING EXPENSES 50 13 - - 6478 TUITION REIMBURSEMENT 235 - - 2,100 6479 DUES AND SUBSCRIPTIONS 219 23 400 400 6480 LICENSES, PERMITS AND TAXES 163 592 - - 6535 OTHER CONTRACTUAL SERVICES 17,716 33,887 12,400 14;800 6564 SNOW & ICE REMOVAL 50,882 48,790 46,400 48,800 6566 STRIPING 31,212 40,765 51,200 41,800 6569 MAINTENANCE CONTRACTS _ 3,000 2,899 3,000 SERVICES & OTHER CHARGES 152,879 194,819 173,400 196,500 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 2,152 1,273 2,400 3,500 6680 MOBILE EQUIPMENT 13,581 - - CAP ITALOUTLAY 15,733 1,273 2,400 3,500 TOTAL STREETS & HIGHWAYS $ 1,875,106 $ 1,744,631 $ 1,886,000 $ 2,003,000 Non -personnel increase: 0.4% 78 2016 Proposed Budget Operating Budget *—City of Cajaa Public Works a 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 The Public Works — Central Services/Equipment Maintenance Division is responsible for the following functions: • Central services process all customer service requests for any maintenance services provided by the City • Central Services manages and operates software programs to support maintenance service delivery • Equipment Maintenance crews maintain equipment for safe and efficient operation • Equipment maintenance staff performs vehicle safely inspections PERFORMANCE INDICATORS Description Customer Service requests responded to Units (cars/trucks/heavy equipment) serviced per mechanic Scheduled (vs. unscheduled) maintenance as %of total Average Unit Downtime (industry standard is 5%) Comebacks (return for repeat work) (industry standard is 3%) 79 2013 2014 2015 2016 Actual Actual Estimate Target 1,283 1,488 1,300 1,300 108 108 108 108 64% 62% 65% 65% 50.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% City of Eago 2016 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 shows a decrease of $2,800 or 0.5%from the 2015 budget. Vehicle maintenance staff changed this year after retirement of the past Shop Supervisor. This has led to an evaluation of the work flow and equipment. The budget includes an increase in training for the Operations Support Specialist and GIS office staff as part of the GIS Strategic Plan. Highlight/Change 1: Replace one upright mechanics tool box. The box currently in use is 28 years old, in poor condition and no longer adequately stores the tools in use in the shop. Financial Impact: $5,000 increase (6670) Service Level Impact: Increased efficiency for mechanics as this will allow for easy access to tools while working on equipment. Highlight/Change 2: Increased GIS training for Office Support Specialist and GIS Office Staff according to 2014 City-wide GIS Strategic Plan. There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee acting on the recommendations of the 2014 GIS Strategic Plan, recommends this GIS training for Central Services. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. Financial Impact: $3,600 increase (6476) Service Level Impact: Increased support through GIS functions to department operations. Highlight/Change 1: 0.75 FTE Street Engineering Tech was approved in 2015 in the Streets and Highways budget as a result of a retirement in the Central Services budget. The new position is a reallocation of the staff resources and will benefit the Streets and Highways in the City. Financial Impact: $ 66,000 decrease in personnel services Service Level Impact The shift in personnel resources will help the Street Engineering team address street improvements and maintenance issues in an efficient and timely manner. E enditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure byCategory Parts 2015 ~$ 2016 SUPPlieS $ 531,274 531,700 $ 515,800 .. .Services � t 414 3�R'` 3•>Services 30,500 31,500 3 46,756 84 56,400 Charges 5,383 3,000 10,700 $ 672,666 $ 606,146 $ 617,200 $ 614,400 Outlay HIGHLIGHTS & CHANGES Overview: The proposed Central Services Division budget shows a decrease of $2,800 or 0.5%from the 2015 budget. Vehicle maintenance staff changed this year after retirement of the past Shop Supervisor. This has led to an evaluation of the work flow and equipment. The budget includes an increase in training for the Operations Support Specialist and GIS office staff as part of the GIS Strategic Plan. Highlight/Change 1: Replace one upright mechanics tool box. The box currently in use is 28 years old, in poor condition and no longer adequately stores the tools in use in the shop. Financial Impact: $5,000 increase (6670) Service Level Impact: Increased efficiency for mechanics as this will allow for easy access to tools while working on equipment. Highlight/Change 2: Increased GIS training for Office Support Specialist and GIS Office Staff according to 2014 City-wide GIS Strategic Plan. There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee acting on the recommendations of the 2014 GIS Strategic Plan, recommends this GIS training for Central Services. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. Financial Impact: $3,600 increase (6476) Service Level Impact: Increased support through GIS functions to department operations. Highlight/Change 1: 0.75 FTE Street Engineering Tech was approved in 2015 in the Streets and Highways budget as a result of a retirement in the Central Services budget. The new position is a reallocation of the staff resources and will benefit the Streets and Highways in the City. Financial Impact: $ 66,000 decrease in personnel services Service Level Impact The shift in personnel resources will help the Street Engineering team address street improvements and maintenance issues in an efficient and timely manner. E enditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total EXPENDITURE SUMMARY Actual Actual Budget Budget 2013 2014 2015 ~$ 2016 $ 597,732 $ 531,274 531,700 $ 515,800 31,234 22,733 30,500 31,500 36,823 46,756 52,000 56,400 6,877 5,383 3,000 10,700 $ 672,666 $ 606,146 $ 617,200 $ 614,400 80 City of Eap 2016 Proposed Budget Operating Budget Sam Public Works s Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours Shop Supervisor/Chief Mechanic 1 1 1 1 2,080 Parks Superintendent 0.3 0.3 0.3 0.3 624 Operations Support Specialist (50% Maintenance) 0.5 0.5 0.5 0.5 1,040 Equipment Maintenance Worker 2 2 2 2 4,160 Administrative Supervisor 0 0 1 0.5 1,040 Clerical Technician IV 0 0 0.5 0.75 1,560 PT GIS/Office Support 1 1 _ 1 _ 0.5 m 1,040_ Total 4.8 4.8 5.8 5.55 11,544 2016 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 81 City � �a�al� 2016 Proposed Budget Operating Budget � . Public Works -Central Services Maintenance (24) Responsible Manager: Paul Olson, Parks Superintendent LINE ITEM DETAIL Non -personnel increase: 15.3% 82 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 438,218 $ 388,864 $ 384,700 $ 359,500 6112 OVERTIME -REGULAR 8,154 8,526 - 7,000 6130 SALARIES AND WAGES -TEMPORARY - - - - 6142 PERA-COORDINATED 31,799 28,348 28,800 27,500 6144 FICA 31,317 27,626 29,400 28,000 6151 HEALTH INSURANCE 71,562 61,593 73,800 77,000 6152 LIFE INSURANCE 813 645 - - 6154 DISABILITY -LONGTERM 1,779 1,613 - - 6155 WORKERS COMPENSATION 14,090 14,059 15,000 16,800 PERSONAL SERVICES 597,732 531,274 531,700 515,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6,315 5,967 5,600 5,600 6215 REFERENCE MATERIALS 27 - - - 6220 OPERATING SUPPLIES -GENERAL 29 12 300 300 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 1,115 1,139 1,100 1,100 6224 CLOTHING/PERSONAL EQUIPMENT 1,197 1,298 1,400 1,400 6231 MOBILE EQUIP REPAIR PARTS 902 800 1,300 1,300 6234 FIELD/OTHER EQUIPMENT REPAIR 4,587 3,215 3,800 3,800 6235 FUEL, LUBRICANTS, ADDITIVES 2,563 1,005 1,900 1,900 6240 SMALLTOOLS 5,081 2,639 4,200 5,000 6241 SHOP MATERIALS 7,361 5,120 7,100 7,100 6270 COMPUTER SOFTWARE 2,057 1,538 3,800 4,000 PARTS & SUPPLIES 31,234 22,733 30,500 31,500 SERVICES & OTHER CHARGES 6346 POSTAGE - 56 - - 6347 TELEPHONE SERVICE & LINE CHG 2,157 2,470 2,500 2,500 6385 INSURANCE 15,400 15,400 15,400 15,400 6425 MOBILE EQUIPMENT REPAIR LABOR 562 1,192 500 500 6428 FIELD/OTHER EQUIP REPAIR -LABOR 2,896 503 2,000 2,700 6476 CONFERENCES AND SCHOOLS 1,872 928 2,000 4,900 6477 LOCAL MEET] NG EXPENSES - 63 200 200 6478 TUITION REIMBURSEMENT 2,693 - - 6479 DUES AND SUBSCRIPTIONS - - 200 200 6480 LICENSES, PERMITS AND TAXES 105 50 200 200 6539 WASTE REMOVAL/SANITATION SERV 13,831 20,538 27,700 28,500 6569 MAINTENANCE CONTRACTS _ 2,863 1,300_ 1,300 SERVICES & OTHER CHARGES 36,823 46,756 52,000 56,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 1,391 2,233 1,800 3,200 6670 OTHER EQUIPMENT 5,486 3,150 1,200 7,500 CAP I TAL 0 UTLAY 6,877 5,383 3,000 10,700 TOTAL CENTRAL SERVICES $ 672,666 $ 606,146 $ 617,200 $ 614,400 -0.5 Non -personnel increase: 15.3% 82 oa,' 1� City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation ®Recreation/Ad ministration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Recreation/Administration Division of the Parks and Recreation Department is to: • Develop community through provision of recreation programs, facilities and events a Provide support and oversight to partner organizations providing leisure activities • Provide opportunities for leisure and social skill development Expenditures as % of General Fund • Provide meeting spaces and facilities for community groups and private functions • Schedule and allocate use of community facilities to provide equal benefits to all residents The Recreation/Administration Division is responsible for the following functions: • Provide recreation programs and services to all Eagan residents • Provide clerical support for program registrations, facility reservations, memberships & general inquiries • Provide staff support to the Advisory Parks Commission • Facilitate planning for future park, recreation, and facility development PERFORMANCE INDICATORS Description Hours of Subsidized programs Participants in Subsidized programs Hours of fee based programs Participants in fee based programs Based on City survey, %who rate City -sponsored recreation programs as good or excellent Based on City survey, %of participants who report being satisfied with their experience in recreation programs 83 2013 2014 2015 2016 Actual Actual Estimate Target 5,606 5,148 5,600 5,600 81,212 91,146 80,000 85,000 10,357 9,540 10,000 10,000 16,536 13,419 16,000 16,000 N/A 95% N/A 95% N/A 99% N/A 99% 2016 Proposed Budget Operating Budget . City of Evan Parks tie Recreation— Recreation/Ad ministration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The proposed Recreation/Administration Division budget has increased $4,400 or 0.2% from 2015. This is the cause of removing the Administrative Analyst position for a decrease of $32,600 in personnel services and a non -personnel increase of $37,000. Service level remains consistent; although, recreation programs are adjusted each year to meet community needs. Highlight/Change 1: Removing the Administrative Analyst position. Financial Impact: $105,650 decrease Service Level Impact: None to be expected. The tasks the Administrative Analyst performed will be allocated to other employees in the Parks and Recreation Department. Highlight/Change 2: Increased contract fees for entertainment at special events and contract instructors. The fees charged by musical groups, entertainers and other program specialists have increased. Financial Impact: $13,500 increase (6320) Service Level Impact: Increase maintains number and quality of contract entertainers and instructors. Highlight/Change 3: Increased marketing efforts through use of additional print ads and marketing materials for special events and recreation programs. Financial Impact: $6,100 increase (6357) Service Level Impact: Increase will allow for better communication to residents concerning events and services. Highlight/Change 4: Decreased contractual services — barricades and table rental. Financial Impact: $6,700 decrease (6535) Service Level Impact: Location change from a street closure to being held at Central Park Event Grounds for special events, Highlight/Change 5: Increased Transportation Services. Financial Impact: $4,300 increase (6550) Service Level Impact: Increased transportation costs for at -risk teen programs due to changes in school district bussing. Highlight/Change 6: In 2016, one of our employee's qualifies for tuition reimbursement. Financial Impact: $4,100 increase (6478) Service Level Impact: Continue to expand Eagan employee's educational opportunities. Highlight/Change 7: There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee recommends this GIS training for the Administrative Supervisor. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Financial Impact: $3,500 increase (6477) Service Level Impact: Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. Cont'd on next page 84 Expendituree Personal Services Supplies 76%��� . .,; Services ` and Other Charges 19% Merch.for-ys�if�n�� apital resale Outlay , HIGHLIGHTS & CHANGES Overview: The proposed Recreation/Administration Division budget has increased $4,400 or 0.2% from 2015. This is the cause of removing the Administrative Analyst position for a decrease of $32,600 in personnel services and a non -personnel increase of $37,000. Service level remains consistent; although, recreation programs are adjusted each year to meet community needs. Highlight/Change 1: Removing the Administrative Analyst position. Financial Impact: $105,650 decrease Service Level Impact: None to be expected. The tasks the Administrative Analyst performed will be allocated to other employees in the Parks and Recreation Department. Highlight/Change 2: Increased contract fees for entertainment at special events and contract instructors. The fees charged by musical groups, entertainers and other program specialists have increased. Financial Impact: $13,500 increase (6320) Service Level Impact: Increase maintains number and quality of contract entertainers and instructors. Highlight/Change 3: Increased marketing efforts through use of additional print ads and marketing materials for special events and recreation programs. Financial Impact: $6,100 increase (6357) Service Level Impact: Increase will allow for better communication to residents concerning events and services. Highlight/Change 4: Decreased contractual services — barricades and table rental. Financial Impact: $6,700 decrease (6535) Service Level Impact: Location change from a street closure to being held at Central Park Event Grounds for special events, Highlight/Change 5: Increased Transportation Services. Financial Impact: $4,300 increase (6550) Service Level Impact: Increased transportation costs for at -risk teen programs due to changes in school district bussing. Highlight/Change 6: In 2016, one of our employee's qualifies for tuition reimbursement. Financial Impact: $4,100 increase (6478) Service Level Impact: Continue to expand Eagan employee's educational opportunities. Highlight/Change 7: There is a citywide need for continuing GIS training to support the findings of the 2014 GIS Strategic Plan. The GIS Steering Committee recommends this GIS training for the Administrative Supervisor. The goal of this training is to support the continued effort to implement and expand the City's enterprise Geographic Information System by providing staff the opportunity to improve GIS skills and meet department goals and needs. Financial Impact: $3,500 increase (6477) Service Level Impact: Training is an integral part of the City's continuing GIS implementation strategy and will support each department as well as contribute the City's enterprise GIS model. Cont'd on next page 84 City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation — Recreation/Ad ministration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES (CONT'D) Highlight/Change 8: In addition to regular increase in costs for Fun Fest, the Fun Fest Committee has proposed that extending the event from 2 days in 2015 to 3 days in 2016 to mark the event's 50th anniversary. This is a one year change to the event. Financial Impact: $4,000 cost increase + $3,000 increase for an additional day Service Level Impact: General cost increase due to increased costs of equipment rentals for portable toilets and traffic control. The additional funds are for one additional day's rental of portable toilets, traffic cones, barricades and other event equipment. Highlight/Change 9:. Discontinue concession sales during adult softball leagues. Financial Impact: Decreases of $4,700 for concessions supplies, $5,000 for seasonal salaries, $1,336 operating supplies. Decrease in revenues of $10,600 from 2015 budget. Service Level Impact: Concessions will no longer be available on-site at league sites. However, several fast food restaurants, convenience stores and grocery stores are located in close proximity, Note: An audit is being conducted of recreation program fees to determine adherence to Fees & Charges Policy. This will lead to an evaluation of the viability of several current programs. EXPENDITURE SUMMARY 85 Budget 2015 $ 1,700,400 115,900 372,700 5,300 4,700 $ 2,199,000 Budget 2016 $ 1,667,800 117,700 411,600 5,200 1,100 $ 2,203,400 Actual Actual Expenditure 2013 _ 2014 Personal Services $ 1,506,712 $ 1,526,037 Parts and Supplies 98,833 93,356 Services and Other Charges 358,446 375,541 Capital Outlay 1,695 4,274 Merchandise for Resale 4,789 _ 5,197 Total $ 1,970,475 $ 2,004,405 85 Budget 2015 $ 1,700,400 115,900 372,700 5,300 4,700 $ 2,199,000 Budget 2016 $ 1,667,800 117,700 411,600 5,200 1,100 $ 2,203,400 :�E, city of Wan2016 proposed Budget Operating ,Budget Parks & Recreation—Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2013 _ 2014 2015 2016 Hours Director of Parks and Recreation 1 1 1 1 2,080 Superintendent of Operations 1 1 0 0 0 Recreation Facility Manager 1 1 0 0 0 Assistant Parks and Recreation Director 0 0 1 1 2,080 Administrative Analyst 0 0 1 0 0 Recreation Program Manager 1 1 1 1 2,080 Recreation Program Supervisor 3.6 3.6 3.8 3.8 7,904 Sports Program Assistant 1 1 1 1 2,080 Clerical Technicians 3.4 3.4 3.9 3.9 8,112 Office Supervisor 1 1 0.5 0 0 Administrative Supervisor 0 — 0 0 0.5 1,040 Total 13 13 13.2 12.2 25,376 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 supportto Advisory Parks Commission 6 Provide program registration, facility reservations, and answer public inquiries 7 Provide supportfor 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 1.19 41� City Of EaPH 2016 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Cont'd on next page 87 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 _ 2015 _ 2016 _ 6110 SALARIES AND WAGES -REGULAR $ 891,579 $ 903,731 $ 973,200 $ 924,200 6112 OVERTIME -REGULAR - 518 - - 6130 SALARIES AND WAGES -TEMPORARY 313,651 301,653 357,600 390,700 6131 OVERTIME -TEMPORARY 290 215 - - 6142 PERA-COORDINATED 78,335 78,663 87,300 84,900 6144 FICA 87,294 87,417 100,500 99,100 6151 HEALTH INSURANCE 116,728 134,692 165,400 148,700 6152 LIFE INSURANCE 1,528 1,597 - - 6154 DISABILITY - LONGTERM 2,704 2,837 6155 WORKERS COMPENSATION 14,603 14,714 16,400 20,200 PERSONAL SERVICES 1,506,712 1,526,037 1,700,400 1,667,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,530 3,211 3,400 3,400 6211 OFFICE PRINTED MATERIAL/FORMS - - 200 200 6212 OFFICE SMALL EQUIPMENT 454 44 600 500 6220 OPERATING SUPPLIES -GENERAL 4,108 5,763 9,600 8,100 6222 MEDICAL/RESCUE/SAFETY SUPPLIES - 348 500 500 6224 CLOTHING/PERSONAL EQUIPMENT 2,430 1,211 1,900 2,200 6227 RECREATION EQUIPMENT/SUPPLIES 83,775 82,779 97,900 100,900 6235 FUEL, LUBRICANTS, ADDITIVES 41 - - - 6257 SIGNS& STRIPING MATERIAL 3,566 - - 6270 COMPUTER SOFTWARE 929 - 11800 1,900_ PARTS & SUPPLIES 98,833 93,356 115,900 117,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 8,092 (54) - - 6320 INSTRUCTORS 81,577 86,597 86,500 100,000 6326 ATHLETIC TEAM SANCTION FEES 6,359 5,647 6,200 6,100 6327 SPORTING EVENT OFFICIALS 76,741 72,379 75,300 78,500 6328 SPECIAL EVENTS/ADMISSION FEES 3,097 3,106 2,600 3,500 6329 TOURNAMENT FEES 3,360 3,520 3,400 3,600 6331 PROGRAM SCHOLARSHIPS 6,685 5,224 6,500 6,500 6346 POSTAGE 10,448 9,264 12,300 11,000 6353 PERSONAL AUTO/PARKING 6,089 6,130 7,000 7,000 6355 CELLULAR TELEPHONE SERVICE 5,286 6,701 9,600 9,200 6357 ADVERTISING/PUBLICATION 13,030 11,010 10,500 16,600 Cont'd on next page 87 *_�' City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation ®- Recreation/Ad ministration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM RETAIL (CONT'D) Non -personnel increase: 7.4% 95 88 Actual Actual Budget Budget SERVICES & OTHER CHARGES CONT D 2013 2014 2015 2016 6370 GENERAL PRINTING AND BINDING 1,635 47 800 600 6385 INSURANCE 8,900 8,900 8,900 8,900 6456 BUILDING RENTAL 1,278 1,228 1,000 1,000 6457 MACHINERYAND EQUIPMENT 1,213 1,411 2,900 2,900 6475 MISCELLANEOUS 28,512 34,444 37,100 44,100 6476 CONFERENCES AND SCHOOLS 6,189 7,114 8,400 11,300 6477 LOCAL MEETING EXPENSES 1,955 2,092 4,600 7,600 6478 TUITION REIMBURSEMENT - - - 4,100 6479 DUES AND SUBSCRI PTI ONS 2,170 2,270 2,500 3,000 6480 LICENSES, PERMITS AND TAXES 456 422 1,100 1,500 6487 VISA/MC BANK CHARGES 15,336 18,456 16,500 18,000 6515 BUI LDI NG RENTALd NTERNAL EXPENSES 50,975 62,990 50,000 50,000 6535 OTHER CONTRACTUAL SERVICES 10,068 18,562 11,500 4,800 6550 TRANSPORTATION SERVICES 8,995 8,081 7,500 11,800 SERVICES & OTHER CHARGES 358,446 375,541 372,700 411,600 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 1,695 4,274 X5,300 5,200 CAP I TAIL OUTLAY 1,695 4,274 5,300 5,200 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 4,789 5,197 4,700 1,100 MERCHANDISE FOR RESALE 4,789 5,197 4,700 1,100 TOTAL PARKS & RECREATION - RECREATION $ 1,970,475 $ 2,004,405 $ 2,199,000 $ 2,203,400 0.2% Non -personnel increase: 7.4% 95 88 *_ City of EaTan 2016 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 Expenditures as % of General Fund events and recreational initiatives • Coordinate the development of new park features and amenities per the budget and CIP • Cooperate and coordinate with other providers of community recreational facilities • Maintain the visual and physical integrity of City parks and grounds • Assist other City Departments as required and/or requested The Parks Division is responsible for the following functions: • Implementing an effective turf and grounds management • Repairing and maintain park buildings, structures and hardscapes • Promptly responding to citizen requests • Creating and maintaining winter recreational opportunities, assisting with snow removal • Providing logistical and physical support to special events • Supporting departmental recreational programs • Constructing and installing new park features and amenities PERFORMANCE INDICATORS Description %of citizens who rate park facilities as good or excellent %of pavilion/shelter users rating service and cleanliness as Games canceled on City fields due to nonweather related Outdoor hockey rinks with skatable ice Acres mowed regularly by Parks staff Adultteam overall ave. ratings of league softball sites (0-5) Playground Replacement or Upgrades Irrigation Systems maintained year round 89 2013 2014 2015 2016 Actual Actual Estimate Target N/A 97% 95% 95% 95% 94% 95% 95% 2 3 <3 <3 15 15 15 15 470 470 470 470 4 4 4 4 2 3 3 2 30 30 30 31 City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation— Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The proposed Park Division budget has decreased $7,400 or 0.4%from the 2015 budget. The decrease comes from an offset of personnel services routine wage/benefit increases and decreases in non -personnel services of $9,500 or 1.3%.Service level remains status quo with this budget. Highlight/Change 1: Additional contract janitorial service at Eagan Art House. Financial Impact: $2,300 increase (6537) Service Level Impact: One additional cleaning per week is proposed for the Eagan Art House due to increased use of the building by art and pottery classes. Highlight/Change 2: Reduced budgeted fuel expenses closer to 2013 and 2014 actuals. Financial Impact: $10,000 decrease (6235) Service Level Impact: None. Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Actual 2013 $ 1,280,073 323,711 274,695 66,622 $ 1,945,101 Actual 2014 $ 1,313,048 291,523 281,288 54,943 $ 1,940,802 90 EXPENDITURE SUMMARY Budget 2015 $ 1,357,600 348,700 306,800 58,200 $ 2,071,300 Budget 2016 $ 1,359,700 338,700 307,800 57,700 $ 2,063,900 City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation—Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours Parks Superintendent (60%) 0.6 0.6 0.6 0.6 1,248 Park Operations Supervisor 1 1 1 1 2,080 Park Maintenance Supervisor 1 1 1 1 2,080 Park Maintenance Workers 8.4 8.4 8.4 7.4 15,392 Forestry Maintenance Workers 0 0 0 1 21080 Total 11 11 11 11 22;880 2016 WORK PLAN Activity Routine 1 Maintain City park grounds, turf and irrigation systems 2 Maintain City park buildings, facilities, amenities and infrastructure 3 Install newparkfeatures 4 MowboulevardsandturfatallCitybuildings 5 Prepare athletic fields for community and league use 6 Provide support for special events andscheduled useoffacilities 7 Develop and maintain winter recreational sites 8 Provide support to other departments and divisions 9 Prepare and monitor divisional budget and CIP 10 Administration and supervision 11 Provide input and logistical supporttotheAPrC 12 I mpl ement Cl P i ni ti atives 13 Implement master planning process/recommendations, 20/20 & PF 41 1-1 City of EapaR 2016 Proposed Budget Operating Budget Parks & Recreation -Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation Cont'd on next page 92 LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 _ 6110 SALARIES AND WAGES -REGULAR $ 732,699 $ 714,102 $ 736,100 $ 722,900 6112 OVERTIME -REGULAR 20,070 26,127 24,500 25,500 6130 SALARIES AND WAGES -TEMPORARY 240,926 277,853 278,500 289,600 6131 OVERTIME -TEMPORARY 2,840 1,862 5,000 5,000 6142 PERA-COORDINATED 62,077 63,028 61,600 60,800 6144 FICA 70,763 72,871 79,900 79,800 6151 HEALTH INSURANCE 120,063 125,931 142,300 141,200 6152 LIFE INSURANCE 1,400 1,349 - 6154 DISABILITY- LONGTERM 2,624 2,556 - 6155 WORKERS COMPENSATION 26,611 27,369 29,700 34,900 _ PERSONAL SERVICES 1,280,073 1,313,048 1,357,600 1,359,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - - 500 500 6215 REFERENCE MATERIALS 132 - 200 200 6220 OPERATING SUPPLIES -GENERAL 10,061 9,554 13,500 13,500 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 852 1,448 2,800 2,800 6223 BUILDING/CLEANING SUPPLIES 12,210 12,210 14,000 14,000 6224 CLOTH ING/PERSO NAL EQUIPMENT 6,343 6,791 6,800 7,200 6231 MOBILE EQUIP REPAIR PARTS 46,306 53,608 52,100 53,000 6233 BUI LDI NG REPAI R SUPPLI ES 9,324 8,733 15,800 15,000 6234 FI ELD/OTH ER EQUI P MENT REPAI R 14,631 8,580 12,500 12,500 6235 FUEL, LUBRICANTS, ADDITIVES 87,175 81,258 95,800 85,800 6239 PARK FACILITY REPAIR PARTS 1,646 1,681 3,700 3,700 6240 SMALLTOOLS 2,269 1,642 2,800 21800 6243 HEATING OIL/PROPANE/OTHER FUEL 566 815 500 - 6251 ATHLETIC FIELD SUPPLIES 24,073 22,105 23,800 23,800 6252 PARKS & PLAY AREA SUPPLIES 18,442 17,365 20,500 20,500 6253 TURF MTN & LANDSCAPE SUPPLIES 86,038 63,835 79,400 79,400 6257 SIGNS & STRIPING MATERIAL 3,643 1,898 4,000 4,000 PARTS & SUPPLIES 323,711 291,523 348,700 338,700 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE & LINE CHG 6,843 6,049 9,200 91200 6351 PAGER SERVICE FEES 293 277 500 - 6354 CAR WASHES - - 300 200 6355 CELLULAR TELEPHONE SERVICE 3,544 4,231 5,300 51800 6385 INSURANCE 88,600 88,600 58,600 88,600 6405 ELECTRICITY 83,233 81,047 80,000 80,000 6410 NATURAL GAS SERVICE 6,343 8,668 10,000 9,500 6425 MOBILE EQUIPMENT REPAIR LABOR 1,743 4,493 3,000 3,000 6426 SMALL EQUIPMENT REPAIR -LABOR 228 12 600 600 6427 BLDG OPERATIONS/REPAIR-LABOR 15,542 11,620 19,000 18,000 6428 FIELD/OTHER EQUIP REPAIR -LABOR 9,022 8,447 8,000 8,000 6431 PARK FACILITY REPAI R-LABO R 5,544 3,705 10,200 9,500 Cont'd on next page 92 City of Eap 016 Proposed Budget Operating Budget Parks & Recreation -Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Non -personnel increase: -1,3% E*N Actual Actual Budget Budget Acct SERVICES & OTHER CHARGES CONT' D 2013 2014 2015 2016 6457 MACHI NERY AND EQUI PMENT $ 3,277 $ 2,026 $ 5,000 $ 5,000 6476 CONFERENCES AND SCHOOLS 489 - - - 6477 LOCAL MEETING EXPENSES 880 958 1,600 1,600 6479 DUES AND SUBSCRIPTIONS 300 190 300 300 6480 LICENSES, PERMITS AND TAXES 529 1,767 1,000 1,500 6535 OTHER CONTRACTUAL SERVICES 4,833 7,024 7,000 7,500 6537 JANITORIAL SERVICE 6,865 6,212 7,600 9,900 6539 WASTE REMOVAL/SANITATION SERV 17,173 20,247 21,400 21,400 6561 TEMPORARY HELP-LABOR/CLERICAL 17,014 17,355 18,000 18,000 6565 SEAL COATI NG-STREETS/TRAI LS 2,400 8,360 10,200 10,200 SERVICES & OTHER CHARGES 274,695 281,288 306,800 307,800 CAPITAL OUTLAY 6620 BUILDINGS 9,684 21,851 6,300 15,500 6630 OTHER IMPROVEMENTS 24,284 4,770 13,000 14,300 6660 OFFICE FURNISHINGS/EQUIPMENT - 1,304 - - 6670 OTHER EQUIPMENT _ 32,654 27,018 38,900 27,900 CAP I TAL 0 UTLAY 66,622 54,943 58,200 57,700 TOTAL PARKS & RECREATION - PARKS $ 1,945,101 _ $ 1,940,80'2 _ $ 2,071,300 $ 2,063,900 -0.4% Non -personnel increase: -1,3% E*N c City of Eai��il 2016 Proposed Budget Operating Budget This page left intentionally blank 94 *6 City of EaPH 2016 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 *Our park and boulevard ash tree resource is being re -inventoried in 20.14, required EAB management treatment will be re -analyzed late 2014. 95 2013 2014 2015 2016 Description Actual Actual Actual Target Landscape beds maintained (663 beds = 673,962 sq ft) 660 662 650 655 of private oak wilt sites that perform recommended/needed 92% 98% 95% 95% ma na gement a cti vi ti es Buckthorn pickups 227 163 170 170 Linnear miles of boulevard streets to managetree architecture 165 167 165 165 Percentage of the estimated 700 park ash trees 65% 63% 65% 85/0 actively managed* for Emerald Ash Borer *Our park and boulevard ash tree resource is being re -inventoried in 20.14, required EAB management treatment will be re -analyzed late 2014. 95 *—City of Eapo 2016 proposed Budget Operating Budget Parks & Recreation—Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Overview: The Tree Conservation Division budget has an increase of $22,000 or 4.1%over the 2015 budget. Routine personnel increases account for $11,300 of this increase. The remaining increase is primarily due to efforts to control the Emerald Ash Borer infestation. Emerald Ash Borer was first identified at an Eagan location in December 2014. The service level provided for all other tree conservation services remains equal to recent years. Highlight/Change 1: Chemical treatments and tree removal line items are budgeted to increase due to Emerald Ash Borer: Financial Impact: $2,000increase for insecticide chemical purchases + $1,000 increase for Stump Grinding + $1,000 for Contractual Tree Removal + $4,000 for purchase of landscaping shrubs, trees, and plants Service Level Impact: Additional treatment and removal of identified diseased and at -risk trees. Actual 2014 $ 373,845 42,312 44,090 37,762 7,241 $ 505,250 EXPENDITURE SUMMARY Budget 2015 $ 389,300 47,700 50,700 37,700 8,000 $ 533,400 Budget 2016 $ 400,600 51,400 52,400 43,000 8,000 $ 555,400 Actual Expenditure 2013 Personal Services $ 348,358 Parts and Supplies 45,269 Services and Other Charges 31,825 Capital Outlay 41,899 Merchandisefor Resale 19,034 Total $ 486,385 Actual 2014 $ 373,845 42,312 44,090 37,762 7,241 $ 505,250 EXPENDITURE SUMMARY Budget 2015 $ 389,300 47,700 50,700 37,700 8,000 $ 533,400 Budget 2016 $ 400,600 51,400 52,400 43,000 8,000 $ 555,400 411-01"'City of Eap 2016 Proposed Budget Operating Budget Parks & Recreation—Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2013 2014 2015 2016 Hours Parks Superintendent (10%) 0.1 0.1 0.1 0.1 208 Supervisor of Forestry 1 1 1 1 2,080 Forestry Maintenance Worker 1.6 1.6 1.6 0.6 1,248 Parks Maintenance Worker 0 0 0 1 2,080 Total 2.7 2.7 2.7 2.7 5,616 2016 WORK PLAN Activity Routine 1 Administrative and supervisory responsibilities 2 Maintenanceof trees in city parks, public facilities, and boulevards 3 Maintenance of landscape plants in city parks, public facilities, and boulevards 4 Insect and plant disease monitoring and treatment activities 5 Provide support to other departments and divisions 6 Implement invasive plant management activities 7 Plan for and implement public tree sale 8 Participate in development of Eagan master plan 97 *-City of EaTan 2016 Proposed Budget Operating Budget Parks & Recreation 'Tree Conservation (32) Responsible Manager; Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Non -personnel increase: 7.4% 98 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARIES AND WAGES -REGULAR $ 184,006 $ 196,054 $ 194,200 $ 191,600 6112 OVERTIME -REGULAR 1,179 747 2,000 2,000 6130 SALARIES AND WAGES -TEMPORARY 94,252 99,203 115,600 120,900 6131 OVERTIME -TEMPORARY 247 274 1,000 1,000 6142 PERA-COORDINATED 14,483 18,131 14,800 14,600 6144 FICA 20,681 21,908 23,600 23,500 6151 HEALTH INSURANCE 24,626 28,270 29,000 36,100 6152 LIFE I NSU RANCE 338 339 - - 6154 DISABILITY - LONG TERM 641 648 - - 6155 WORKERS COMPENSATION 7,905 8,271 9,100 10,900 PERSONAL SERVICES 348,358 373,845 389,300 400,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 17 29 500 500 6215 REFERENCE MATERIALS - - 100 100 6220 OPERATING SUPPLI ES -GENERAL 5,131 4,429 5,600 5,500 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 812 870 1,400 1,500 6224 CLOTHING/PERSONAL EQUIPMENT 2,403 3,118 2,300 2,300 6231 MOBILE EQUIP REPAIR PARTS 4,902 2,970 4,700 4,700 6235 FUEL, LUBRICANTS, ADDITIVES 10,477 9,872 13,600 14,100 6240 SMALLTOOLS 2,199 2,559 2,000 2,000 6244 CHEMICALS & CHEMICAL PRODUCTS 14,428 12,029 11,000 14,700 6250 'LANDSCAPE MATERIAL &SUPPLIES 4,900 6,436 6,500 6,000 PARTS & SUPPLIES 45,269 42,312 47,700 51,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 5,940 4,670 5,000 5,900 6346 POSTAGE 93 - - - 6353 PERSONAL AUTO/PARKING 46 52 100 100 6355 CELLULAR TELEPHONE SERVICE 1,422 1,640 2,900 3,600 6370 GENERAL PRINTING AND BINDING 272 138 300 300 6385 INSURANCE 3,100 3,100 3,100 3,100 6425 MOBILE EQUIPMENT REPAIR LABOR 581 242 1,000 1,000 6457 MACHINERY AND EQUIPMENT 2,074 300 3,000 3,000 6476 CONFERENCES AND SCHOOLS 930 898 1,000 1,100 6477 LOCAL MEETING EXPENSES - - 100 100 6479 DUES AND SUBSCRIPTIONS 191 175 300 300 6535 OTHER CONTRACTUAL SERVICES 11,907 19,845 21,000 20,000 6545 TREE REMOVAL 5,269 13,030 12,500 13,500 6569 MAINTENANCE CONTRACTS 400 400 SERVICES & OTHER CHARGES 31,825 44,090 50,700 52,400 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 34,687 33,451 30,000 34,000 6660 OFFICE FURNISHINGS/EQUIPMENT 1,077 371 700 2,000 6670 OTHER EQUIPMENT 6,135 3,940 7,000 7,000 CAPITAL OUTLAY 41,899 37,762 37,700 43,000 MERCHANDISE FOR RESALE 6860 COSTSHARING-OAKWILT 19,034 7,241 8,000 8,000 MERCHANDISE FOR RESALE 19,034 7,241 8,000 8,000 TOTAL TREE CONSERVATION $ 486,385 $ 505,250 $ 533,400 $ 555,400 4.1 Non -personnel increase: 7.4% 98 City Of Eap 2016 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: e 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 Squarefootage of buildings maintained Buildings controlled by Energy Ma nagement System Maintenance contracts monitored Light bulbs used per year for recycling Hours backup generator runs (per MPGA) E-mail Work order requests 99 2013 2014 2015 2016 Actual Actual Estimate Target 196,000 196,000 196,000 198,000 3 3 3 3 18 18 18 18 350 487 280 500 59 126 60 80 471 510 475 475 40' City of Eap 2016 (proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor HIGHLIGHTS & CHANGES Overview: The 2016 Government Buildings budget increases $12,100 or 1.6%from 2015. This is largely due to routine increases in personnel, the custodial contract and other maintenance or service contracts. No service changes are proposed with this budget. Highlight/Change 1: Increase in payment to janitorial service contractor.. Staff evaluated the costs and benefits of potentially hiring City staff for these functions. Recommendation is to remain with contract cleaning. Financial Impact: $5,800 increase Service Level Impact: None. Highlight/Change 2: The 2016 budget represents an increase in maintenance contracts due to a Federal Government mandate requiring EPA annual testing of Carbon Monoxide emissions on the campus generator. Financial Impact: $3,200 increase Service Level Impact: Ensure low levels of emissions and abide by Federal Mandate. Highlight/Change 3: Remove OSHA Update testing from Operating budget and account for in the Capital budget. Financial Impact: $10,000 decrease Service Level Impact: None. Highlight/Change 4: Calculate budgeted Electricity costs closer to 2013 and 2014 actuals; slightly offsetting the 12% increase to Natural Gas Service costs. Financial Impact: $5,200 decrease to Electricity + $7,400 increase to Natural Gas Service costs Service Level Impact: None. 100 EXPENDITURE SUMMARY Actual Actual Expenditure 2013 Personal Services $ 139,350 Parts and Supplies 64,850 Services and Other Charges 529,252 Capital Outlay - Total $ 733,452 100 EXPENDITURE SUMMARY Actual Budget Budget 2014 2015 2016 $ 140,164 $ 144,100 $ 149,400 50,746 70,200 71,400 543,678 546,600 559,400 400 15,200 8,000 $ 734,988 $ 776,100 $ 788,200 400, City of EaPH 2016 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor POSITION INVENTORY Personnel 2013 2014 2.015 2016 Flours Bui [ding Maintenance Workers 2 2 2 2 4,160 Total 2 2 2 2 4,160 2016 WORK PLAN Activit Routine 1 Building maintenance and management of HVAC systems, building rounds 2 Recycl i ng,setti ng up and tear down of rooms, snow removal, cleaning carpets and rooms 3 Vendor relations involving contracts and repairs 4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations 101 410City o� a�an 2016 Proposed Budget Operating Budget .. Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer Paul Graham, Parks Operations Supervisor LINE ITEM DETAIL Non -personnel increase: 1.1% 102 Actual Actual Budget Budget Acct PERSONAL SERVICES 2013 2014 2015 2016 6110 SALARI ES AND WAGES -REGULAR $ 98,505 $ 99,238. $ 100,600 $ 102,900 6112 OVERTIME -REGULAR 2,011 - - - 6142 PERA-COORDINATED 7,164 7,188 7,500 7,700 6144 FICA 7,186 7,025 7,700 7,900 6151 HEALTH INSURANCE 20,339 22,591 24,500 26,100 6152 LIFE INSURANCE 233 237 - - 6154 DISABILITY -LONGTERM 394 401 - - 6155 WORKERS COMPENSATION 3,518 3,484 3,800 4,800 PERSONAL SERVI CES 139,350 140,164 144,100 149,400 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - 134 - - 6220 OPERATING SUPPLIES -GENERAL 792 719 1,200 1,200 6222 MEDICAL/RESCUE/SAFETY SUPPLIES - - 100 100 6223 BUILDING/CLEANING SUPPLIES 18,824 18,885 21,000 22,000 6224 CLOTHING/PERSONAL EQUIPMENT - 194 800 800 6230 REPAIR/MAI NTENANCE SUPP-GENL 504 81 600 600 6231 MOBILE EQUIP REPAIR PARTS 255 107 200 200 6233 BUILDING REPAI R SUPPLI ES 24,347 14,648 24,500 24,700 6235 FUEL, LUBRICANTS, ADDITIVES 560 592 1,300 1,300 6240 SMALLTOOLS 133 699 500 500 6241 SHOP SUPPLIES 304 393 - - 6243 HEATING OIL/PROPANE/OTHERFUEL 17,767 8,525 18,000 18,000 6244 CHEMICALS/CHEMICAL PRODUCTS 1,364 5,769 2,000 2,000 PARTS & SUPPLIES 64,850 50,746 70,200 71,400 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE (BACKUP GENERATOR) 479 411 900 900 6351 PAGER SERVICE FEES 59 55 100 100 6353 PERSONAL AUTO/PARKING - - 100 100 6355 CELLULAR TELEPHONE SERVICE 334 342 500 500 6385 INSURANCE 10,300 10,300 10,300 10,300 6405 ELECTRICITY 197,246 190,570 200,200 195,000 6410 NATURAL GAS SERVICE 74,492 98,905 72,600 80,000 6477 LOCAL MEETING EXPENSES - - 500 500 6480 LICENSES, PERMITS AND TAXES 606 635 900 900 6535 OTHER CONTRACTUAL 86,479 87,221 90,700 90,700 6537 JANITORIAL SERVICE 118,137 111,159 119,700 125,500 6539 WASTE REMOVAL/SANITATION SERV 9,086 9,445 9,100 9,500 6569 MAINTENANCE CONTRACTS 32,034 34,635 41,000 45,400 SERVICES & OTHER CHARGES 529,252 543,678 546,600 559,400 CAPITAL OUTLAY 6620 BUILDINGS - 400 15,200 8,000 CAPITALOUTIAY 400 15,200 8,000 TOTAL GOVERNMENT BUILDINGS $ 733,452 $ 734,988 $ 776,100 _$ 788,200 p 1.6% Non -personnel increase: 1.1% 102