10/13/2015 - City Council SpecialSPECIAL CITY COUNCIL MEETING
TUESDAY, OCTOBER 13, 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. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION
a. MSP AIRPORT 2035 LONG-TERM COMPREHENSIVE PLAN UPDATE
b. PROPOSED 2015-2016 AIRPORT RELATIONS COMMISSION WORK PLAN
IV. 2015-2016 ENERGY AND ENVIRONMENT COMMISSION (EEAC) WORKPLAN AND
GOALS
V. 2016 EAGAN CONVENTION AND VISITORS BUREAU BUDGET AND ANNUAL
UPDATE ON ECVB PROGRAMMING
VI. 2016 ENTERPRISE AND SPECIAL REVENUE FUND BUDGETS
VII. OTHER BUSINESS
VIII. ADJOURNMENT
Agenda Information Memo
October 13, 2015, Eagan City Council Meeting
III. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION
A. MSP AIRPORT 2035 LONG-TERM COMPREHENSIVE PLAN UPDATE
Action To Be Considered:
There is no formal action. Staff from the Metropolitan Airports Commission (MAC) will
be present to provide an update on the proposed MSP Airport 2035 Long-term
Comprehensive Plan (LTCP).
Facts:
➢ The Metropolitan Airports Commission (MAC) has prepared a draft 2035 Long -
Term Comprehensive Plan (LTCP) for the Minneapolis -St. Paul International
Airport (MSP). The purpose of the plan is to identify facility needs, based on
forecasted numbers of passengers and aircraft operations, at MSP for the years
between 2015 and 2035.
➢ The MAC voted in September to defer publication of the MSP LTCP. The decision
to delay the document followed a MAC staff recommendation to complete the
draft LTCP document after an evaluation of runway use data is conducted that
includes results of an arrival procedure that is currently being evaluated by the
FAA at MSP.
➢ The arrival procedure on Runway 35 (over Eagan) began August 28, 2015, and is
currently undergoing a 60 -day evaluation period for revised converging runway
operations (CRO) procedures. Delaying publication of the draft LTCP will allow
the incorporation of the FAA's finalized CRO procedures after the testing period
is concluded.
➢ Neil Ralston, Airport Planner, and Dana Nelson, MAC Manager—Noise,
Environment & Planning, will be in attendance to provide an overview of the
LTCP. They will also speak to the changes on Runway 35 and the corresponding
impact to the LTCP process.
Attachments: (1)
IIIA -1 Presentation from MAC, 2035 Long-term Comp Plan Update
MSP Airport
Draft 2035 Long -Term Comprehensive Plan (LTCP)
Briefing Agenda
• LTCP Purpose & Background
• Stakeholder Engagement &Timeline
• Planning Process
- Aviation Activity Forecast
- Draft Noise Contour Analysis
- Facility Requirements & Recommended
Development Concept
• Next Steps
Purpose
- Update view of future facility
needs
- Serve as the "road map" to guide
the MAC's development strategy
and shape its 7 -Year Capital
Improvement Program
- Assesses when facility
improvements are needed
- Does not authorize construction
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Previous LTCP Recommendation
— 2030 look -out completed in
2010
— Existing facilities require
expansion
— Balance passenger demand
between terminals (Terminal
1 -Lindbergh and Terminal 2 -
Humphrey)
— Relocate non -Delta carriers
— Environmental Assessment
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PROCESS TIMELINE & STAKEHOLDER OUTREACH
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LTCP Process Timeline
LTCP Stakeholder Engagement
• Pre -Publication Phase
- City briefings
- Pre -Publication Information Meeting
- Draft LTCP publication deferred M.
• Formal LTCP Public Review
- Written comment period (45 days)
• Public Information Meetings (2)
• LTCP Final Draft/Adoption by MAC
AVIATION ACTIVITY FORECAST
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2035 LTCP Passenger Forecast (2015 — 2035
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• Enplanements
— —17 million in 2014
— —27 million by 2035
— 2.2% annual growth
2014-2035
— Surpass historical peak
before 2020
• Originations
— —9 million in 2014
— —15 million by 2035
— 2.5% annual growth
2014-2035
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511,000 operations in
2035
— 412,000 in 2014
— +1.0% annual
growth 2014-2035
— Projected operations
less than historical
peak of 540,000
LTCP DRAFT NOISE ANALYSIS
2014 Base Case Noise Contour (Existing Condition)
Draft 2035 Forecast Condition
LTCP Draft Noise Analysis
• 2014 Base Case Noise Contour
(Existing Condition)
• Draft 2035 Forecast Noise
Contours (Runway Use
assumptions under review)
Considerations for 2035 Forecast:
- 24% increase in total operations
- Day/night split assumptions
(8.4% of total operations
forecasted to occur at night)
- Changes in aircraft types
— Runwnv est- umntinnG
LTCP ®raft Noise Analysis
Changes in Aircraft Fleet Mix
• Approximately 1/3 of the 2035 forecast operations are in new -
technology aircraft, not yet in the FAA's noise modeling database.
These new aircraft are significantly quieter than those that were
used as substitutions in the draft 2035 forecast noise contour.
• Once the noise data for these aircraft types are available and can
be incorporated into the model, the noise contours are expected to
shrink.
Runway Use Assumptions
• Currently, the draft 2035 forecast noise contour is using the MSP
2020 Improvements EA/EAW runway use assumptions, which
were based on airport and airspace simulations. These runway use
assumptions are subject to change based on the FAA's new
Converging Runway Operation procedures.
FAA Converging Runway operations
MSP
North Flow Runway Use at MSP with
avoidance area circled in red
MSP Converging Runway Operations
Next Steps
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LTCP Incremental Airlines Relocate
Refinement of 2030 LTCP Recommendation
— Relocate some, but not all, non -Delta airlines
from Terminal 1 -Lindbergh to Terminal 2 -
Humphrey
— Leverage capacity in existing terminal facilities
— Fits within 2030 LTCP and 2020 Improvements
EA/EAW development programs
No changes to existing runways
2035 Incremental Airlines Relocate — Terminal 1
1 :Concourse A+ B Infill / Balancing
2 - Concourse C Balancing /Gate Modifications
3 -
East CurbsideUpper Level Check-in
4 - Outbound Bag Makeup Expansion (Lower)
- Concourse D Infill (Upper)
5 - Concourse E.Infill / Balancing
6 - Concourse F Infill /Balancing
7 -Security Checkpoint Expansion
8 -Baggage Claim Expansion
- Vertical Circulation Improvements
- Ticket Lobby Operational Improvements
9 -Restroom Upgrades
10 - Curb Front Improvements (Upper + Lowe[)
11 - International Arrivals Recheck Lobby
- Reconfiguration /APC Kiosks
12- Concourse G Infill /Balancing
13 - Phase 1 Parking Expansion
14 - Phase 2Parking Expansion
15 - Concourse.G Extension (5 New Gates)
16 - Hotel / Conference Center
17 - Outbound Roadway Realignment
18 - Infield Parking Exit Plaza
19 - Deicing Pad Relocation
20 - Quick -Ride Ramp Expansion (2 Levels)
as
2035 Incremental Airlines Relocate —Terminal 1
14- Phase 2Parking Expansion
15 - Concourse Extension (6 New Gates)
16 - Hotel /Conference Center
19.2 field Parking Exit Plaza
19 - DeicingPad Relocation
20 - Quick -Ride Ramp Expansion (2 Levels)
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2035 Incremental Airlines Relocate —Terminal 1
-A,
1 - Concourse A+ B Infill / Balancing
2 - Concourse C Balancing /Gate Modifications
3 - East Curbside Upper Level Check-in
4 -Outbound Bag Makeup Expansion (Lower)
- Concourse D Infill (Upper)
5 - Concourse E Infill ! Balancing
6 - Concourse F Infill / Balancing
7 - Security Checkpoint Expansion
8 - Baggage Claim Expansion
- Vertical Circulation Improvements
-Ticket Lobby Operational Improvements
9 - Restroom Upgrades
90 - Curb Front. improvements (Upper +.Lower)
11. - International Arrivals Recheck Lobby
- Reconfiguration./APCKiosks
12 - Concourse G Infill /Balancing
13 -Phase 1 Parking Expansion
14 - Phase 2Parking Expansion
16 -Hotel I Conference Center
17 - Outbound Roadway Realignment
18- Infield. ParkingExit Plaza
2035 Incremental Airlines Relocate —Terminal 1
I*
1 - Concourse A+ B Infill /Balancing
2 -Concourse C Balancing /Gate Modifications
3 -
East Curbside Upper Level Check-in
4 Outbou0d Bag Makeup Expansion (Lower)
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5 - Concourse E Infill / Balancing
6 - Concourse F Infill / Balancing
7 -Security Checkpoint Expansion
B- Baggage Claim Expansion gg
-Vertical Circulation Improvements
ket Lobby Operational Improvements
9 - Restroom Upgrades
10 - Curb Front Improvements (Upper+ Lower)
11- International Arrivals Recheck Lobby
- Reconfiguration /APCKiosks
13 - Phase 1 Parking Expansion
14 - Phase 2Parkng Expansion
15 - Concourse GExtension (5 NewGates)
16 - Hotel / Conference Center
17 - Outbound Roadway Realignment
16 - Infield Parking Exit Plaza
19- Deicing Pad Relocation
20 - Quick -Ride Ramp Expansion (2 Levels)
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2035 Incremental Airlines Relocate — Terminal 1
2 - Concourse C. Balancing /Gate Modifications
4 - Outbound Bag Makeup Expansion (Lower)
- RTjc2u.rs4lj Infill (Upper)
5 -Concourse E Infill / Balancing
7- Security Checkpoint Expansion
8 - Baggage Claim Expansion
- Vertical Circulation Improvements
-Ticket Lobby Operational Improvements
9 - Restroom Upgrades
10 - Curb Front Improvements (Upper+ Lower)
11 - International Arrivals Recheck Lobby
- Reconfiguration/APC Kiosks
13 - Phase 1
15 - Concourse Extension (5 New Gates)
16 - Hotel /Conference Center
17 - Outbound Roadway Realignment
18 - Infield Parking Exit Plaza
19 - Deicing PadRelocation
20 - quick -Ride Ramp Expansion (2 Levels)
2035 Incremental Airlines Relocate — Terminal 2
1 -Intersection Improvements
2 - North Gate Expansion (2 Gates)
3 - Outbound Baggage Expansion
4 - Arrivals /. Departures Curb Extension I
Widening
b - Ticket Counter / Lobby. Expansion
- International Arrivals Enhancement
6 - Baggage Claim Expansion
7 - South Gate Expansion (10 Gates)
8 -Remain-Overnight Apron Infill
9 - Outbound Roadway Realignment
10 - New Parking Ramp I Skyway
11 -Purple Ramp Parking Expansion
12 - Orange Ramp Parking Expansion
13 - Replace Run -Up Pad
14 - Relocate Ground Service Equipment
Building
2035 Incremental Airlines Relocate —Terminal 2
1 - Intersection Improvements
North Gate Expansion (2 Gates)mµm
3- Outbound Baggage Expansion^^mm
d - Arrivals/ Departures Curb Extension/
Widening
5 -Ticket Counter/Lobby Expansion
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International Arrivals Enhancement
6 - Baggage Claim Expansion
9 —Outbound Roadway Realignment
10 - New Parking Ramp l Skyway
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tP i 4+ 11 -Purple Ramp Parking Expansion
12 Orange Ramp Parking Expansion
*�
13 -Replace Run -Up Pad
14 - Relocate Ground Service Equipment
Building
8 - Remain -Overnight Apron Infill
9 - Outbound Roadway Realignment
tg - New Parking Ramp! Skyway
11- Purple Ramp Parking Expansion
12 - Orange Ramp Parking Expansion
13 - Repface Rum -Up Pad
14 - Relocate Ground Service Equipment
Building
25
2035 Incremental Airlines Relocate — Terminal 2
1 -Intersection Improvements
2 - North Gate Expansion (2 Gates)
3 - Outbound Baggage Expansion
5 - Ticket Counter /Lobby Expansion
International Arrivals Enhancement
6 - Baggage Claim Expansion
7 - South Gate Expansion (10 Gales)
8 - Remain -Overnight Apron Infill
10 - New Parking Ramp / Skyway
11 - Purple Ramp Parking Expansion
12- Orange Ramp Parking Expansion
14 - Relocate Ground Service Equipment
Building
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B. PROPOSED 2015-2016 AIRPORT RELATIONS COMMISSION WORK PLAN
Action To Be Considered:
There is no formal action. The ARC will present their proposed 2015-2016 work plan for
discussion. Formal action to consider the work plan will be added to a future City
Council consent agenda.
Facts:
➢ The Airport Relations Commission (ARC) is prepared to dialogue with the
Council about their proposed 2015-2016 ARC Work Program.
➢ Chuck Thorkildson, Chair of the ARC, will present an overview of the proposed
work plan.
➢ If so directed by the Council, formal action can be included on the October 20,
2015 City Council consent agenda to approve the 2015-2016 ARC work program.
Attachments: (1)
III13-1 Proposed 2015-2016 ARC Work Plan
City of Evan
Proposed 2015-2016 Eagan Airport Relations Commission (ARC) Work Plan
Work Plan Topic
Presenters/Invited
Schedule (tentative)
Guests
Street Alive Event—ARC Booth
Saturday, September 12,
• Location: Eagan Outlets Parkway (Cedar Grove District,
2015, 11am-4pm
adjacent to Outlet Mall)
Joint Meeting with the City Council
Neil Ralston, MAC
Tuesday, October 13,
• Presentation by MAC staff, update on MSP 2035 Long-
Aviation Planner
2015, 5:30 p.m., Eagan
Term Comprehensive Plan
Room
• Presentation of ARC 2015-2016 Work Plan
Dana Nelson, MAC
Manager—Noise,
Environment &
Planning
Regular ARC Meeting
Ray Brown, Delta
Tuesday, November 10,
• Skype presentation from Ray Brown, Delta Aviation
Airlines (confirmed)
2015 ARC mtg, 7pm,
Engineer and Delta's Manager of Advanced
Council Chambers
Development in the Aircraft Performance and
Engineering Division—addressing advances in aviation
technology and engines resulting in quieter planes
• Plan Town Hall Meeting
• Receive update on Next Gen initiatives (Dan Johnson)
Town Hall Meeting (community -wide)
Elaine Buckner, FAA
Thursday, January 14,
• Runway Use, including any FAA changes to the use of
Air Traffic Manager
2016; 7pm, Eagan
Runway 35
Community Center
• Future of RNAV at MSP
John Nelson, MAC
• Future trends in aviation, fleet mix, stage five noise
Noise Program Mgr
compliance, etc.
Delta/Airline rep (TBD)
Regular ARC Meeting
Realtor Association
Tuesday, March 8, 2016
• Presenters on the Economic impacts of MSP
Rep (TBD)
ARC mtg, 7pm, Council
• Debrief on Town Hall Meeting
Chambers
• Review 2015 Actual Noise Contour Report
Chamber and/or ECVB
Rep
Proposed 2015-2016 ARC Work Plan
Page 2
Work Plan Topic
Presenters/Invited
Schedule (tentative)
Guests
Regular ARC meeting
MAC Executive
Tuesday, May 10, 2016
• State of the Airport Address by MAC (possible joint
Director (or designee)
ARC mtg, 7pm
meeting with Mendota Heights and Inver Grove
Heights ARC)
Ibrahim Mohamed,
MAC Commissioner
IGH and MH Airport
Relations Commission
Regular ARC meeting and 2016-2017 Goals/Work Plan
Tuesday, July 12, 2016
Workshop
ARC mtg, 6:30pm
• Annual MSP Nighttime Operations Assessment 2014-2015
• Develop 2016-2017 ARC Work Plan
Ongoing ARC Efforts
Review at monthly ARC
• Monthly review of MAC technical reports, including
meetings in 2015-2016
Corridor compliance, fleet mix, and runway usage
• Receive feedback from the public on airport issues
• Review and provide feedback on NOC initiatives and
studies
• Ongoing communication efforts about airport issues via
Experience Eagan, City website, social media and cable TV
• Participation in MAC aviation disaster drills
• Participate in Streets Alive community event
Agenda Information Memo
October 13, 2015, Eagan City Council Meeting
CONSENT AGENDA
IV. 2015-2016 Energy And Environment Commission (EEAC) Work Plan And Goals
Action To Be Considered:
To provide feedback and direction to the Energy and Environment Advisory Commission
regarding their 2015-2016 Work Plan and Goals.
Facts:
➢ The Energy and Environment Commission has been working to develop a
comprehensive work plan that they could focus on for the years 2015-2016.
➢ A summary of topics studied during 2014-15 is included as Attachment III -1
➢ The EEAC is proposing the following work plan and goals for 2015-2016:
o GOAL 1: Study and recommend actions exploring the availability of using
biodiesel and adding electric vehicles to the City fleet. Research options
for the installation of charging stations where applicable for City vehicles
and as an option for private residents. Coordinate speakers by City Staff
to discuss current practices and discuss opportunities for future
efficiencies.
o GOAL 2: Study information concerning solar use specifically for Eagan's
climate and location in order to provide unbiased information to Eagan
residents.
o GOAL 3: Increase public awareness of the City of Eagan's efforts and
programs through the use of City publications, City website, social media,
City events such as Showcase Eagan and the Home & Leisure show, and
other communication opportunities that would be available and
approved by the City of Eagan.
o Provide available information for residents concerning
ecologically sound landscaping that conserves water and supports
bees. Provide information and announcements of
training/learning opportunities to residents.
o Provide recommended actions for additional water conservation
measures to residents.
o Additional Goals—time permitting:
o Continue to investigate ways in which the GreenSteps Cities
program can be enhanced and expanded through policy
exploration and use GreenSteps methodology to create and
communicate outreach and educational opportunities for the
community. Evaluate Step 4 criteria of GreenSteps Cities program
to determine next steps for achieving Step 4 recognition.
o Review public works water utility investments and water
conservation ordinances and recommend changes or initiatives to
the City of Eagan and its constituents to support GreenSteps best
practices.
Attachments: (1)
IV -1 Summary of 2014-15 EEAC Work Plan Items.
Summary
Energy and Environment Advisory Commission Goals and Work Plan 2014-2015
City Council Approved October 7, 2014
1. GOAL 1
Continue to investigate ways in which the GreenSteps Cities program can be enhanced and
expanded through policy exploration and use GreenSteps methodology to create and
communicate outreach and educational opportunities for the community.
• Update and publish the GreenSteps Cities report with current practices. Coordinate
speakers from GreenSteps Cities to provide information on the new Step 4 that will be
added in 2015.
o Presentation made to EEAC at August, 2014 Workshop by Amir Nadav from Great
Plains Institute. Step 4 criteria not defined and released to cities until summer
2015.
o EEAC members LeClair and Radmer evaluated best practice not completed by
City of Eagan. Presented grid and evaluation to EEAC at April, 2015 meeting.
• Explore policies and initiatives to promote energy efficiencies for existing and newly
constructed/remodeled City Buildings, including exploring biodiesel opportunities for
boilers in City buildings.
o A report was presented by the EEAC to the City Council at August, 2014 Council
Workshop.
• Study and recommend actions for additional water conservation measures and
recommendations. Review public works water utility investments and water conservation
ordinances and recommend changes or initiatives to the City of Eagan and its
constituents to support GreenSteps best practices.
o EEAC met with City of Eagan Utilities Superintendent Eaton and Public Works
Director Matthys for a presentation and tour of the Eagan North Water Treatment
plant in March, 2015.
o Commission determined that City staff is addressing water conservation issues
as part of general operations and future capital projects.
o Commission would like to support further policy change to allow for better
enforcement of watering restrictions along with encouragement of water
conservation by all Eagan residents and businesses.
• Study and recommend actions exploring the availability of using biodiesel and adding
electric vehicles to the City fleet. Research options for the installation of charging
stations where applicable for City vehicles and as an option for private residents.
Coordinate speakers by City Staff to discuss current practices and discuss opportunities
for future efficiencies.
o Presentation of "Alternative Fuel Usage by City Fleet" was made to EEAC at
October, 2014 meeting.
o Continued to 2015-16 Work Plan.
• Study and recommend actions for additional opportunities to provide more efficient
traffic flows by adding additional round -abouts, flashing yellow arrow lights, and providing
public education. Coordinate speakers by City Staff to review current practices and
discuss opportunities for future efficiencies.
o EEAC met with City of Eagan Operations Supervisor Plath and Public Works
Director Matthys for a presentation concerning Eagan's efforts to calm traffic,
allow for more efficient traffic movement and provide for alternative methods of
transportation at February, 2015 meeting.
o Commission determined that City staff is addressing traffic efficiencies as part of
general operations and future capital projects.
o Commission would like to support further investment in capital improvements
which provides for more efficient traffic flow and use of alternative transportation
methods.
• Explore waste management practices of other cities and present a white paper.
o EEAC workgroup of members LeClair, Dugan, Radmer and Prabhakar researched
practices of other Minnesota cities and met with City of Eagan City Administrator
Osberg and Public Works Director Matthys to discuss issue in Eagan. Research
report to be presented to EEAC and City Council in fall of 2015.
2. GOAL 2
Increase public awareness of the GreensSteps Cities efforts and programs through the use of
City publications, City website, social media, City events such as Showcase Eagan and the Home
& Leisure show, and other communication opportunities that would be available and approved
by the City of Eagan.
o Annual Water Report by Utilities Division
o Water Resource information in newsletters, web, etc
o Dakota County Recycling information in City publications
Agenda Information Memo
October 13, 2015, Special Eagan City Council Meeting
V. 2016 EAGAN CONVENTION AND VISITORS BUREAU BUDGET
Action To Be Considered:
To hear an overview of the 2016 marketing priorities and receive the Board -
adopted 2016 ECVB budget and direct that it be placed on a future regular City
Council meeting consent agenda for formal ratification.
Facts:
➢ The Eagan CVB's 2016 budget process began early this summer, and has been
reviewed by the ECVB Finance Committee which includes City of Eagan's
Assistant Finance Director, Josh Feldman. The budget was also reviewed
separately by City Liaison Tom Garrison as part of the executive committee of
the Board.
➢ The budget was examined and approved by the ECVB's Board of Directors during
their September 24 Board meeting. City Liaison Tom Garrison was present for
the Board approval.
➢ While the ECVB Board operates independently from the City, Section 3.2 of the
Operating Agreement with the City of Eagan requires the ECVB to submit its
work plan and operating budget to the City Council for its "review and approval."
➢ The proposed 2016 ECVB budget is down 6.1% from the approved 2015 budget,
which had assumed a hotel coming online sooner than it did.
➢ Eagan's hospitality community continues to prosper, and with the new Holiday
Inn Express and Suites opening next summer, additional resources will be
available to the ECVB and further increasing positive economic impact within the
community.
➢ The ECVB's engages in comprehensive sales and marketing campaigns to
promote its core mission making Eagan known as a preferred destination for
leisure travelers, tour groups, meeting attendees, sports tournaments, etc. In
addition to promoting Eagan's major attractions, hotels and restaurants to a 14
state region, the Canadian market remains a major target market for the Bureau,
particularly given their affinity for outlet malls.
➢ The ECVB will once again play an active role in spearheading promotional efforts
for Eagan's July 4th Funfest, Art Festival, Market Fest and Caponi Art Park while
also working with officials from Cascade Bay Waterpark and the Eagan Civic
Arena on joint marketing efforts for 2016.
➢ Communications Director Garrison and ECVB President & CEO Brent Cory will
make a very brief presentation and be available to answer any questions relative
to the ECVB's 2016 budget.
➢ As the City Council may recall the ECVB's agreement with the City requires it to
engage in certain research studies particularly as it relates to economic impact.
Following the main budget discussion Director Garrison and Mr. Cory would like
to explore the Council's willingness to have some flexibility in setting the
research topic for 2016. With the new Vikings opportunity and the ECVB's shared
goal of attracting a hotel/conference center/additional night life options, the
ECVB's research dollars could be used to help leverage those outcomes by
documenting the viability of those elements in a feasibility study either separate
from or in conjunction with the Vikings. No public tax dollars (only visitor lodging
tax revenues) would be used to fund such a study.
Attachments: (1)
2016 ECVB Budget
Eagan Convention and Visitors Bureau
Proposed 2016 Budget
Eagan Convention & Visitors Bureau
Responsible Manager: Brent Cory, President & CEO
City Liaison: Tom Garrison
City Council ECVB Board Representation: Mayor Mike Maguire
PURPOSE & DESCRIPTION
The purpose of the Eagan Convention and Visitors Bureau is to:
• Promote Eagan as a major conference, meeting and tourist destination through creative
marketing and sales efforts.
• Generate a greater economic impact for Eagan, thus enhancing the quality of life for all
residents.
The Eagan Convention and Visitors Bureau is responsible for the following functions:
• Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as
increasing guest visits to area hotels, attractions, restaurants and retail outlets.
• Promoting Eagan through advertising, public and media relations, creative promotions
and collateral, website/Internet initiatives, and e-commerce/direct mail campaigns.
• Participating in trade shows, women's expos, sales missions, targeted sales calls and
familiarization tours aimed at generating leads and business prospects for Eagan.
PERFORMANCE INDICATORS
2014 2015 2016
Description Actual Estimate Estimate
Amount of lodging tax generated $894,307 $905,000 $950,000
Qualified leads generated through 81,265 90,000 110,000
advertising/promotional/sales efforts
HIGHLIGHTS & CHANGES
Overview:
Twin Cities Premium Outlets has provided our destination with a powerful product to promote,
and during its first year of existence, we've managed to boldly position the mall and Eagan as a
sensational shopping destination for weekend leisure travelers both domestically and
internationally. Our target market has also expanded which in turn has afforded us the
opportunity to promote Eagan's 15 hotels, 100+ restaurants and world-class attractions
to a total of 14 states and 2 Canadian provinces.
While attracting weekend leisure travel business remains our core mission, our Eagan CVB sales
team is also hard at work luring group tour operators, meeting planners and tournament directors
to our community as well. New sales initiatives along with enhanced partnerships are the driving
force behind creating a whole new awareness about Eagan that will inevitably shore up the three
aforementioned markets for years to come.
The methods we're utilizing in an effort to brand Eagan and its amazing amenities are also
changing. In addition to launching a new desktop website, the Eagan CVB has invested wisely in
a number of new, cutting-edge digital offering as well, including a new mobile website, a new
tablet -optimized website and digital kiosks. Gone are the days of investing in expensive apps
that consumers are required to download onto their mobile devices. Instead, responsive websites
and mobile websites are the name of the game, and I'm proud to say that with our new lineup of
featured technologies, Eagan is poised to compete with destinations across the world.
Highlight/Change 1: ($370,000)
In 2016, we look forward to welcoming the brand new Holiday Inn Express hotel into our
hospitality community which will provide us with even more resources to promote our wide array
of amenities. A diverse and rather comprehensive advertising campaign will be launched next
spring and also next fall aimed at enticing leisure travelers from the Midwest and Canada to visit
Eagan during the times when our hospitality community could use the business most.
Specifically, radio, television, print and digital marketing outlets will be utilized in what will
represent one of the largest, most comprehensive advertising campaigns in our organization's
history.
Highlight/Change 2: ($25,000)
The Eagan CVB continues to value the partnerships with our local festival leaders and remains
fully committed to promoting Eagan's July 4th Funfest, the Eagan Art Festival, Market Fest and
Caponi Art Park. We'll also continue marketing Cascade Bay Waterpark as a premier summer
destination while also working with the Eagan Civic Arena and Eagan Community Center teams
on attracting event planners and amateur sports teams to our area.
Highlight/Change 3: ($20,000)
Increasing our public relations efforts will be a big focus for 2016. We'll be looking to secure
coverage in regional/national magazines and newspapers, on travel shows and on
radio/television broadcast outlets. Also, by reaching out to travel writers, talk show hosts and
bloggers and inviting them to experience our community, they'll inevitably be amazed by what we
have to offer and will begin spreading the great news about our dynamic destination.
Highlight/Change 4: ($20,000)
Eagan has quickly become synonymous with great shopping, and needless to say, it would
behoove us to leverage this connection as much as possible. During our 2016 campaign, more
women's expos have been identified which will give us an opportunity to definitively connect with
our target market (females 25-54) in a very direct way. In addition to Des Moines, Madison,
Sioux Falls and Fargo/Moorhead, we'll be working to identify even more high profile expos which
have proven to be extremely cost effective ways of reaching new shoppers and vacationers.
We'll also be looking to retain our top performing sports shows, which include Duluth and
La Crosse, WI.
Highlight/Chancie 5: ($40,000)
Our brand new, magazine -style Eagan visitors guide has been a hit, and in 2016, we'll be looking
to monetize it by selling advertisements to our tourism partners. Despite the highly digitized world
we live in, our traditional "lure piece" still remains a highly effective way to reach our targeted
travelers with and approach that no other advertising vehicles can offer. Today's travelers also
continue to comparison shop, and by positioning Eagan as an affordable destination through our
Pick Your Package program and by producing our highly coveted ECVB coupon book, we're
managing to attract the comparison shoppers to our hotels, restaurants and attractions in a much
more aggressive way than what our competition is offering.
POSITION INVENTORY
Personnel
2012
2013
2014
2015
Hours
President & CEO
1
1
1
1
2,080
Sales Director
1
1
1
1
2,080
Tourism Sales Director
1
1
1
1
2,080
Marketing Manager
1
1
1
1
2,080
Marketing Coordinator
1
1
1
1
2,080
Total
2016 WORK PLAN
Routine
1. Generate and fulfill inquires from leisure, group tour, business, meeting travelers and
Sports tournament directors.
2. Create/distribute collateral promoting Eagan's hotels, restaurants, attractions and
shopping destinations to target markets.
3. Conduct sales missions aimed at generating increased travel/economic impact for Eagan.
4. Work closely with hospitality partners to continually keep Eagan top of mind in identified
market segments.
5. Provide superior customer service to guests interested in the many amenities Eagan has
to offer.
Eagan Convention & Visitors Bureau
Proposed 2016 Budget
Total Income
EXPENSES
Personnel
Other
Office
Marketing
Travel & Entertainment
Total Expenses
855,090 974,250 1,103,900 $ 1,037,000
285,699
2013
2014
2015
2016
131,000
Actual
Budget
Budget
Budget
INCOME
$ 7,000
471,981
512,525
609,900
Lodging tax
$ 843,379
$ 866,250
$ 1,020,000
$ 950,000
Other
11,711
8,000
8,900
$ 12,000
Utilization of reserves
100,000
100,000
75,000
$ 75,000
Total Income
EXPENSES
Personnel
Other
Office
Marketing
Travel & Entertainment
Total Expenses
855,090 974,250 1,103,900 $ 1,037,000
285,699
289,225
298,500
$ 308,750
139,917
131,000
146,500
$ 122,000
11,098
8,000
8,000
$ 7,000
471,981
512,525
609,900
$ 570,500
25,904
33,500
41,000
$ 28,750
934,599
974,250 1,103,900 $ 1,037,000
Net income $ 20,491 $ - $ - $ -
Eagan Convention & Visitors Bureau
Proposed 2016 Budget
EXPENSES
Personnel Expenses
Salaries
241,062
237,367
248,500
249,000
257,000
3.2%
3.4%
Health Insurance
21,767
17,002
22,000
22,500
22,750
Actual vs. Budget
Budget vs. Budget
Payroll Expenses (FICA, etc.)
2013
2014
2015
2015
2016
Change
Change
SIMPLE Matching Funds
Actual
Actual
Budget
Actuals
Budget
2015 to 2016
2015 to 2016
INCOME
285,699
276,341
298,500
294,996
308,750
4.7%
3.4%
Tax Income
$846,048
$ 897,992
$ 1,020,000
$ 920,000
$ 950,000
3.3%
-6.9%
Interest Income
5,686
2,073
900
456
500
9.6%
-44.4%
Explore MN Tourism Coop
-
-
8,000
6,584
8,000
21.5%
0.0%
Undesignated Reserves
100,000
100,000
75,000
75,000
75,000
0.0%
0.0%
Misc. Income
-
-
-
-
3,500
100.0%
100.0%
Total income
951,734
1,000,065
1,103,900
1,002,040
1,037,000
3.5%
-6.1%
EXPENSES
Personnel Expenses
Salaries
241,062
237,367
248,500
249,000
257,000
3.2%
3.4%
Health Insurance
21,767
17,002
22,000
22,500
22,750
1.1%
3.4%
Payroll Expenses (FICA, etc.)
19,027
18,843
20,500
20,136
21,500
6.8%
4.9%
SIMPLE Matching Funds
3,843
3,129
7,500
3,360
7,500
123.2%
0.0%
Subtotal
285,699
276,341
298,500
294,996
308,750
4.7%
3.4%
Other Expenses
Accounting
20,090
20,419
20,000
20,636
23,000
11.5%
15.0%
Annual Meeting/Awards Program
7,428
6,293
7,000
4,693
5,000
6.5%
-28.6%
Auto Expenses
1,183
589
2,000
1,269
2,000
57.6%
0.0%
Contract Labor
14,662
7,258
21,000
19,563
10,000
-48.9%
-52.4%
Depreciation
11,400
11,400
10,000
10,000
10,000
0.0%
0.0%
Donations
471
300
1,000
550
1,000
81.8%
0.0%
Dues/Subscriptions
9,135
6,655
8,500
7,080
6,000
-15.3%
-29.4%
Education/Training
14,659
11,165
12,500
11,544
12,500
8.3%
0.0%
Equipment Lease
1,008
912
1,500
591
1,000
69.2%
-33.3%
Equipment Maintenance
6,952
2,896
6,000
2,592
500
-80.7%
-91.7%
Insurance
4,860
3,604
5,500
4,952
6,000
21.2%
9.1%
Legal Fees
1,000
-
2,500
1,874
1,000
-46.6%
-60.0%
Meetings
4,166
3,604
5,000
3,236
3,000
-7.3%
-40.0%
Office Supplies/Equipment
11,099
9,970
8,000
7,380
7,000
-5.1%
-12.5%
Rent
33,983
33,582
33,000
34,000
34,000
0.0%
3.0%
Telephone
6,920
6,169
11,000
5,264
7,000
33.0%
-36.4%
Subtotal
149,016
124,816
154,500
135,224
129,000
-4.6%
-16.5%
Marketing Expenses
Advertising
293,483
357,676
370,125
368,945
370,000
0.3%
0.0%
FAM
14
1,,646
5,000
4,928
5,000
1.5%
0.0%
Fulfillment House Services
5,997
6,481
6,000
6,936
6,000
-13.5%
0.0%
Newsletter/e-newsletter
4,239
-
1,500
1,247
-
-100.0%
-100.0%
Postage
6,257
9,788
10,000
7,532
10,000
32.8%
0.0%
Promotion
106,496
108,725
150,275
146,357
125,000
-14.6%
-16.8%
Research
10,373
9,790
17,500
10,085
20,000
98.3%
14.3%
Telecommunications Services
5,843
6,717
6,500
6,548
7,000
6.9%
7.7%
Trade Show
22,649
14,818
20,000
15,789
12,500
-20.8%
-37.5%
Website/Mobile Technology
16,630
22,389
23,000
22,687
15,000
-33.9%
-34.8%
Subtotal
471,981
538,030
609,900
591,054
570,500
-3.5%
-6.5%
Travel & Entertainment
Transportation
9,587
7,886
17,500
11,260
12,000
6.6%
-31.4%
Entertainment
1,803
246
3,500
276
750
171.7%
-78.6%
Meals
3,613
3,623
5,000
2,795
3,000
7.3%
-40.0%
Lodging
10,901
16,509
15,000
11,543
13,000
12.6%
-13.3%
Subtotal
25,904
28,264
41,000
25,874
28,750
11.1%
-29.9%
Total Expenses
932,600
967,451
1,103,900
1,047,148
1,037,000
-1.0%
-6.1%
Net Income
$ 19,134
$ 32,614
$ -
L_(15,11 08)
$ -
Agenda Information Memo
October 13, 2015 Special City Council Workshop
VI. 2016 ENTERPRISE AND SPECIAL REVENUE FUND BUDGETS
Direction For Consideration:
• To provide direction to staff regarding the proposed 2016 fund budgets for:
ENTERPRISE FUNDS:
o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage and
Water Quality)
o Civic Arena
o Cascade Bay
o Community Center
o AccessEagan/Fiber Infrastructure
SPECIAL REVENUE FUND
o E -TV
• To direct that the budgets be placed on a future City Council meeting Consent Agenda
for formal ratification, or studied further.
• Ratify the AccessEagan policy recommendations of the Finance Committee as outlined
below.
Facts:
GENERAL INFORMATION
➢ By definition, enterprise funds are established to account for self-supporting activities
with revenues primarily from user fees at rates set by the City Council.
➢ The Budget Team—City Administrator Osberg, Assistant City Administrator Miller,
Finance Director Pepper, Assistant Finance Director Feldman, and Finance Intern
Lundell—met with the following responsible budget managers to review and discuss the
respective budget proposals and operating issues:
o Public Utilities Budgets - Public Works Director Matthys, Transportation
Operations Engineer Plath, Utilities Superintendent Eaton, and Water Resources
Manager Macbeth
o Civic Arena and Cascade Bay - Parks and Recreation Director Johnson, Facilities
Manager Vaughan
o Community Center - Parks and Recreation Director Johnson, Community Center
Manager Grange
o AccessEagan - Communications Director Garrison and IT Manager Cook to review
and discuss the respective proposals and operating issues.
o E -TV — Communications Director Garrison and E -TV Studio Supervisor Ongstad
➢ Staff responsible for these budgets will be available at the meeting to expand on policy
issues and respond to questions.
➢ 2016 highlights for each operating budget are included in the detail pages in the usual
budget book format. Additional comments about each fund are noted below:
PUBLIC UTILTIES (Water, Sanitary Sewer, Street Lighting, Storm Drainage and Water Quality)
➢ The City participates in an annual utilities rate survey by AE2S, an engineering consulting
firm. In the 2015 survey, Eagan's combined rates for water, wastewater and
stormwater ranked 2nd lowest among the 29 Twin Cities metro communities
responding to the survey. Survey results are included in the attachments.
User rates for the utilities are approved annually with the Fee Schedule adoption in
December. An internal rate study of utilities rates based on Springsted's 20 year model
has been completed. The following rate increases are proposed as a result of study:
o Water: 5.00
o Sanitary sewer: 3.15 %
o Street lighting: 3.50 %
o Storm drainage/water quality: 66.00% - Staff originally presented 3 options at
the May 12, 2015 workshop to pay for Storm drainage/water quality
improvements. City Council directed staff to move forward with option 3 and
propose a one-year large increase of the Storm drainage/water quality rate as
part of the 2016 Fee Schedule which will be considered at the November 30,
2015 meeting. In May the rate increase was estimated to be 112% above the
2015 rate. Since then, staff has further refined numbers and is able to reduce
the one-time rate increase to 66% and still pay for the proposed improvements.
�]►TI[41_l: Oluil
Comparable rates are included in the attachment for review and analysis. The Council
will be asked to adopt all rates when the City-wide fee schedule is adopted in
December. These rates include an increase a $5 increase in the prime -time and non-
prime hourly ice rates.
CASCADE BAY
➢ 2016 will be the 18th year that Cascade Bay will be operational. Total attendance for the
facility amounts to just over 2 million patrons. In 2014, attendance fell to a low point of
94,608 in part due to cooler weather while 2015 ended the year with 119,382 patrons.
The facility's best year was in 2001 with 168,109 patrons.
COMMUNITY CENTER
➢ The Community Center continues to serve Eagan's residents and businesses as a fitness
center and event and meeting facility. 2016 will be the Community Center's 13th year of
operation.
➢ From the Community Center's inception, it was recognized that fee revenues from
operations would be insufficient to cover operating expenses. The budget has always
been balanced by way of a transfer of antenna lease revenues from the Public Utilities
fund. The 2016 budget calls for a use of $471,600 of antenna lease revenue or 25% of
the proposed 2016 Community Center budget. This is an increase of $117,100 over the
2015 budget.
➢ The 2016 levy for the Community Center bonds, which is excluded from the operating
budget, is about $1.1 million. The bonds will be paid off in 2021.
➢ The first phase of reorganization of full-time staff due to attrition occurred in 2014 and
resulted in an essentially budget neutral impact for the 2015 budget. The 2016 budget
requests an increase to the Fitness Coordinators hours from 30 to 40 hours per week, or
the equivalent of adding .25 FTE.
ACCESSEAGAN/FIBER INFRASTRUCTURE
➢ The proposed 2016 AccessEagan/Fiber Infrastructure fund budget continues to build
momentum on 2015 accomplishments.
➢ Those highlights include raising the number of carriers on the network to six, connecting
the AccessEagan network into the newly opened DataBank carrier hotel, and the
addition of new customers for both lit and dark fiber.
➢ The Finance Committee met on September 22, 2015 to review current progress and
policy changes that will facilitate 2016 sales. The Finance committee recommended
AccessEagan continue to draw operating funds from retained antenna lease revenues,
and that with continued patience the goal should be for revenues to cover expenses by
2020.
➢ To date the 17 -mile network has utilized $2.1 million of the previously authorized $2.6
million antenna lease revenues which are non -tax dollars.
➢ The Finance Committee further recommended that:
o The City enter into a Joint Powers Agreement with Dakota County that would
have the County place a high capacity fiber count in City -owned empty conduit,
in exchange for the City having control over 48 strands and completing a ring
along Cliff Road that would allow the City to expand AccessEagan fiber to some
underserved businesses in southern Eagan, connect up a booster station for
Public Works, and enable future connectivity to a future fire station;
o AccessEagan may continue to cover build costs to get business, provided there is
cost recovery from revenue over the term of the contract
o In cases where the City's institutional network (I -Net) is closer, or more cost
effective for businesses to connect to than AccessEagan fiber, such connections
may be used on a temporary basis to get more clients, but with documentation
of the method to separate private use from the network in the future.
o Infrequently and on a case-by-case basis, AccessEagan fiber may be utilized as an
incentive for economic development purposes to provide free or discounted
fiber as approved by the City Council.
CWl
➢ The proposed E -TV operational budget is down slightly from 2015, because no large
equipment purchases are anticipated in 2016.
➢ The major drivers of the operational budget are legal expenses associated with
continuing negotiations with not just one but two cable franchise applicants and
preparation for transition to HD channel delivery. (The City already shoots video in HD,
but because the current cable provider down converts to standard definition, planning
and research to accomplish a transition to transmission in HD is necessary.)
Attachments: (3)
VI -1 Metro Utility Rate Survey Results
VI -2 2016 Enterprise Fund Budgets
VI -3 2016 E -TV Budget
MINNEAPOLIS/ST. PAUL METRO AREA
Maple Grove, MN
$27-26
Eagan, MN
LTA rAq j ---e $34.25
Water
Cottage Grove, MN
$34.88
Wastewater
Brooklyn Park, MNStormwater
$35.20
Rosemount, MN
1110 -v' $37.58
Spring Lake Park, MN
$38.33
Oakdale, MN
ffN JIM -$39.58
Eden Prairie, MN
NF@MjJffij&VAW $40.19
Ramsey, MN
I-PRININAM8 $41.47
Shakopee, MN
$42.81
Anoka, MN
$44.38
Hopkins, MN
$44.41
Champlin, MN
$45.82
Minnetonka, MN=
$46.97
Fridley, MN
PAIN&IWARN11 $47.23
Richfield, MN
$50.65
Columbia Heights, MN
$52.70
Forest Lake, MN
W $53.32
Falcon Heights, MN
AMI&RFAVOIR 'lip RM" $56.02
Mendota Heights, MN
$56A1
Victoria, MN
$56.52
Prior Lake, MN
a $62,20
Robbinsdale, MN
$62.62
West St. Paul, MN
$68.21
Mahtomedi, MN
Mal 1 $68.29
Waconia, MN
gooMilMill'i'i �111` WN $69.53
Minneapolis, MN
$71.64
New Hope, MN
$76.81
Orono, MIN
$83.15
$0.00 $24.00 $48.00 $72,00
$96.00 $120.00
37 www.ae2s.com I www.ae2snexus.com
1:1111 l'ij.; jj;%'r'lj'j' !::-', , ,,
aw-=` CityQBa 2016 Proposed Budget Operating Budget
Enterprise Funds
= City of Eapo 2016 Proposed Budget Operating Budget
Public Utilities Fund
2016 Budget
Revenue and Expense Summary
*Excluding depreciation expense
Other non -departmental revenues:
Interest income 170,000
Connection charges 330,000
Antenna lease revenue (excludes ECC allocatioi 528,400
Other 178,500
Total - non -dept revenue 1,206,900
Net cash inflow (outflow) $ (971,200)
Sanitary
Street
Storm
Water
Water
Sewer
Lighting
Drainage
Quality
TOTALS
Revenues:
Service charges
$4,830,000
$ 6,751,000
$ 694,000
$ 1,215,000 $
1,229,000
$ 14,719,000
Connection permits
8,000
8,000
-
-
-
16,000
Meter sales
40,000
-
-
-
-
40,000
Other
12,200
3,000
-
-
45,000
60,200
Total revenues
$4,890,200
$ 6,762,000
$ 694,000
$ 1,215,000 $
1,274,000
$ 14,835,200
Operating Expenses:
Personal services
1,771,400
667,000
9,700
107,600
391,800
2,947,500
Supplies, repairs, maint.
450,800
83,900
-
9,700
68,300
612,700
Other services & charges
1,520,700
333,700
553,600
193,600
262,200
2,863,800
Merchandise for resale
21,300
-
-
-
-
21,300
Transfers Out
774,500
368,200
38,100
25,400
MCES disposal charges
-
4,955,100
-
-
-
4,955,100
Total operating expenses*
$ 4,538,700
$ 6,407,900
$ 601,400
$ 336,300 $
722,300
$ 12,606,600
Net operating cash inflow(outflow
351,500
354,100
92,600
878,700
551,700
2,228,600
Capital
1,865,800
888,000
390,000
340,000
922,900
4,406,700
*Excluding depreciation expense
Other non -departmental revenues:
Interest income 170,000
Connection charges 330,000
Antenna lease revenue (excludes ECC allocatioi 528,400
Other 178,500
Total - non -dept revenue 1,206,900
Net cash inflow (outflow) $ (971,200)
4City oa8� 2016 Proposed Budget Operating Budget
2016 Budget
PUBLIC UTILITIES ENTERPRISE FUND
Detail of Revenues
Actual
Actual
Budget
Budget
Acct
2013
2014
2015
2016
DEPARTMENTAL:
Water
4505
Water Service Fees
$ 4,465,665
$ 4,310,146
$ 4,568,000
$ 4,800,000
4506
Water Service Penalties
32,386
28,212
30,000
30,000
4507
Water Connection Permits
10,572
8,432
8,000
8,000
4509
Sale of Meters
65,764
65,076
40,000
40,000
4511
Sale of Property
5,253
12,234
2,000
2,000
4512
Water Turn Off/On Fee
14,435
13,524
9,000
9,000
4521
Constr Meter Permits
1,200
2,100
1,200
1,200
4536
Water Meter Surcharge - non-insp
3,600
8,550
-
-
4,598,876
4,448,274
4,658,200
4,890,200
Sanitary
Sewer
4530
Sanitary Sewer Service Fees
6,002,669
6,364,722
6,536,000
6,726,000
4531
Sanitary Sewer Penalties
28,522
32,684
25,000
25,000
4532
San Sewer Connection Permits
11,400
9,000
8,000
8,000
4534
1/1 Surcharge - Non -inspection
51,150
43,950
3,000
3,000
4535
1/1 Surcharge - Non -correction
10,200
14,550
-
-
6,103,940
6,464,906
6,572,000
6,762,000
Street Lights
4550
Neighborhood Light Svc Fees
394,704
417,292
417,200
435,000
4551
Neighbrhd/Comm Lt Penalties
3,038
3,766
3,000
3,000
4560
Community Light Service Fees
220,658
252,836
232,800
256,000
618,400
673,894
653,000
694,000
Storm Drainage/Water Quality
4540
Storm Drainage Service Fees
1,335,237
1,414,162
1,464,500
2,440,000
4541
Storm Drainage Penalties
4,426
5,432
4,000
4,000
4226
Developer Escrow Reimbursmt
38,590
18,030
35,000
35,000
4672
Water Quality Dedication Fees
-
10,000
10,000
10,000
1,378,253
1,447,624
1,513,500
2,489,000
NON -DEPARTMENTAL:
4031
Assmt Penalties and Interest
6,551
9,765
5,000
5,000
4140
State Grants
147,736
62,344
-
-
4160
State PERA Aid
4,442
4,442
4,400
4,400
4176
County Cost Participation Agreement
10,148
-
-
-
» City of Eapn 2016 Proposed Budget Operating Budget
2016 Budget
PUBLIC UTILITIES ENTERPRISE FUND
Detail of Revenues - cont'd
Actual
Actual
Budget
Budget
Acct
2013
2014
2015
2016
4228
Eng / Financial Information
427
258
300
300
4230
Printed Material/Other Fees
336
222
-
-
4242
Maint Equipment and Personnel
8,983
3,781
8,900
8,900
4243
Manual Reading-Ded Bill Meters
610
630
600
600
4305
Equipment Rental
236
-
-
-
4610
Interest on Investments
141,265
291,842
120,000
170,000
4612
Interest on Assessments
54,955
50,754
50,000
50,000
4613
Interest on Interfund Receivable
34,721
-
-
-
4615
Change in Fair Value of Inv
(253,059)
207,183
-
-
4617
Antenna Lease Admn Fees
22,500
3,000
20,000
100,000
4618
Site Survey / Eng Applic Review
4,300
8,250
4,300
4,300
4619
Antenna Lease Landscape Escow
-
-
5,000
5,000
4620
Antenna Site Rent (excludes ECC)
463,676
619,072
629,046
528,400
4657
Sale of City Property
(30)
-
-
-
4658
Vehicle Sales
14,970
22,661
-
4675
Wetlands Conserv Appl Fee
100
-
-
-
4680
Connection Charge --Water
241,144
230,609
150,000
150,000
4685
Conn Chg--Water Treatmt Plant
605,600
313,619
180,000
180,000
4691
Other Revenue
-
776
-
-
4822
Other Reimbursements
20,049
64,239
30,000
-
1,529,661
1,893,448
1,207,546
1,206,900
GRAND TOTAL
$ 14.229.129
S 14.928.146
$ 14.604.246
$ 16.042.100
lor City of Eapn 2016 Proposed Budget Operating Budget
Public Utilities — Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities — Water Department is to:
• Produce, treat, store and distribute safe and clean potable water for the
City of Eagan.
• Continuously monitor the quality of the drinking water supply and
maintain compliance to all State and Federal requirements.
• Provide skilled and trained personnel to operate and maintain the water
supply/treatment/storage/distribution, sewer collection, and storm
drainage conveyance systems.
The Public Utilities — Water Department is responsible for the following functions:
• Inspect and maintain the water distribution system, including point -of -use metering.
• Inspect and maintain the storm water conveyance system and assist with natural resources water quality
objectives.
• Supply and treat all potable water needed within the City including sampling, testing and chemical
treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and
maintain storage facilities, wells, and pressure control stations.
• Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies.
• Assist other departments when needed.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Water ma i n brea ks/Servi ce Lea ks
9
12
10
10
Millions of gallons of safe drinking water produced
3,171
2,879
3,100
3,100
Residential per capita usage
74
79
75
75
MN Dept. of Health samples collected
840
840
840
840
Backflow preventers tested
659
677
600
600
Meter service calls
512
742
800
800
Customer service calls
3,900
2,654
3,800
3,800
Hyd ra nts f I us hed
636
661
600
600
Hydrants painted
616
535
600
600
Locates performed
9,132
9,173
8,400
8,400
City of Eap 2016 Proposed Budget Operating Budget
Public Utilities — Water (61)
Responsible Manager: Jon Eaton, Superintendent
of Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Water budget shows
an overall increase of $272,100 or 6.4% from the
2015 budget. The non -personnel operations budget
(excludes labor and capital) increased by $186,200
or 7.3% with the majority of the overall increases
outlined below. Capital improvements total
$1,813,900.
Highlight/Change 1: The Utility Professional Services line item (#6310) has increased $80,000 with the uptick in
cellular lease upgrades/improvements being performed at all antenna sites. The expenses began to rise in 2014
and have kept staff busy in 2015. As noted by the leases, more upgrades are planned in 2016. A portion of the
increase is for legal review and lease improvements. The other portion is for contractual project review. Per
existing lease agreements, lessees are responsible for all costs incurred for infrastructure improvements.
Financial Impact: Net impact is -0- as all expenses are reimbursed by lessees.
Service Level Impact: Improved cellular communication networks for the public.
Highlight/Change 2: There is a citywide need for continuing GIS training (#6476) to support the findings of the
2014 GIS Strategic Plan. The goal of the 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: $11,400 increase
Service Level Impact: Improved internal and external GIS services.
Highlight/Change 3: The improvement (#6630) and addition of Storz connections to existing hydrants in street
overlay project areas will cost approximately $466,900 in 2016. These were approved through the CIP process.
Financial Impact: $466,900
Service Level Impact: Saves Fire Department time during water hook-ups.
Highlight/Change 4: The Renewal and Replacement (#6630) has several projects included in the Capital
Improvement Plan for 2016:
1. The addition of a pressure reducing station in the Highview Neighborhood; currently only one entry point
into the pressure zone exists. The new station will create a redundant entrance for potable water delivery
and improve water service reliability. $50,000
2. The replacement of failing valve operators at the North Treatment Plant. The replacement will improve
water delivery reliability and reduce call -ins and overtime expense. $30,000
3. IT would like to upgrade all security cameras and associated infrastructure at the north and south
treatment plants from an analog to digital system. The upgrade will renew the aging security monitoring
system, address significant technology changes since the original installation, and improve system
reliability. The upgrade is expected to have a service life of 10-15 years. $37,000
4. The Utility initiative to update infrastructure (due to age and wear) was discussed and approved through
the CIP process. These include municipal well rehabilitations, plant safety improvements, generator
switchgear updates, reservoir rehabilitations, pressure zone monitoring, controls & monitoring updates,
meter calibration & change out program and electric system updates. $242,000
Financial Impact: $359,000 increase
Service Level Impact: Improve potable water delivery, service reliability, water system, building security, and
reduce call -ins / overtime expense.
*4!City of Eap 2016 Proposed Budget Operating Budget
Public Utilities - Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
EXPENSE SUMMARY
2016 WORK PLAN
Activity
Routine
1 Water Administration
2 Water Field Operation/Repair
3 Erosion control
4 GIS/GPS Administration
5 Treatment Plant/Production
6 Emergency ca I I outs
Actual
Actual
Budget
Budget
Expenses
2013
.2014
2015
2016
Personal Services
$ 1,351,558
$ 1,482,886
$ 1,685,500
$
1,771,400
Parts and Supplies
338,334
383,384
423,900
450,800
Services and Other Charges
1,489,410
1,510,423
1,413,500
1,520,700
Merchandise for Resale
-
-
20,100
21,300
Capital Outlay
320,584
1,247,960
988,000
1,865,800
Transfer Out
692,100
756,600
723,600
774,500
Total Operating Expenses
$ 4,191,986
$ 5,381,253
$ 5,254,600
$
6,404,500
Depreciation Expense
$ 2,251,483
$ 2,309,855
2,210,000
2,271,700
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Superintendent
0.67
0.67
0.67
0.67
1,394
Water Production/Treatment Supervisor
1
1
1
1
2,080
Utility Field Operations Supervisor
0.33
0.33
0.33
0.33
686
Utilities Inspector
1
1
1
1
2,080
GI S Speci a l ist
0.8
1
0.92
1
2,080
GIS Coordinator
0.61
0.61
0.61
0.61
1,269
GIS Technician
1
1
1
1
2,080
Utility Technician
0.5
0.5
0.5
0.5
1,040
Water Treatment/Production Workers
4
4
4
4
8,320
System Maintenance Workers
3
3
5
5
10,400
Administrative Assistant (System Analyst)
1
1
1
0
-
Clerical Tech IV
0
0
0
1
2,080
Public Works Director
0.24
0.24
0.24
0.24
499
UB/SA Accounta nt
0.61
0.61
0.61
0.61
1,269
UB/SA Clerk
0.61
0.61
0.61
0.61
1,269
Senior Instrumentation Technician
0
0
1
1
2,080
Total
15.37
15.57
18.49
18.57
38,626
2016 WORK PLAN
Activity
Routine
1 Water Administration
2 Water Field Operation/Repair
3 Erosion control
4 GIS/GPS Administration
5 Treatment Plant/Production
6 Emergency ca I I outs
49_b�
City of Eap 2016 Proposed Budget Operating Budget
Public Utilities - Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2013
2014
2015
2016
6110 SALARIES AND WAGES -REGULAR
$ 977,565
$ 1,060,070
$ 1,166,100
$ 1,216,600
6112 OVERTIME -REGULAR
20,321
24,982
55,700
60,200
6130 SALARIES AND WAGES -TEMPORARY
21,293
34,452
31,800
32;500
6131 OVERTIME -TEMPORARY
116
-
-
-
6142 PERA-COORDINATED
71,227
77,493
91,600
95,800
6144 FICA
72,528
80,623
95,900
100,200
6151 HEALTH INSURANCE
153,595
167,227
217,100
232,100
6152 LIFE
1,598
1,727
-
-
6154 DISABILITY - LONGTERM
2,983
3,247
-
-
6155 WORKERS COMPENSATION
30,087
33,065
27,300
34,000
6157 RETIREE HEALTH INSURANCE FUNDING
245
-
-
-
TOTAL PERSONAL SERVI CES
1,351,558
1,482,886
1,685,500
1,771,400
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$ 4,378
$ 3,317
$ 3,000
$ 3,500
6212 OFFICE SMALL EQUIPMENT
330
299
-
100
6215 REFERENCE MATERIALS
85
64
300
300
6220 OPERATING SUPPLIES -GENERAL
2,286
2,277
3,000
3,000
6222 MEDICAL/RESCUE/SAFETY SUPPLIES
4,155
2,274
4,400
5;400
6223 BUILDING/CLEANING SUPPLIES
1,343
2,374
4,000
4,000
6224 CLOTHING/PERSONAL EQUIPMENT
4,321
4,743
5,900
5,900
6230 REPAIR/MAINTENANCE SUPPLIES -GENERAL
2,612
1,786
5,000
5,000
6231 MOBILE EQUIP REPAIR PARTS
3,214
2,211
3,600
5,600
6232 SMALL EQUI P M ENT REPAI R PARTS
4
294
300
500
6233 BU I LDI NG REPAI R SU PP LI ES
14,885
7,303
10,000
10,000
6235 FUEL, LUBRICANTS, ADDITIVES
19,147
19,529
28,800
28,900
6240 SMALLTOOLS
3,714
5,873
2,000
6,000
6244 CHEMICALS & CHEMICAL PRODUCTS
97,762
81,004
103,000
96,000
6250 LANDSCAPE MATERIAL & SUPPLIES
-
-
2,000
2,000
6255 STREET REPAIR SUPPLIES
5,140
15,000
15,000
6257 SIGNS & STRIPING MATERIAL
-
-
500
500
6260 UTILITY SYSTEM PARTS/SUPPLIES
117,633
127,657
111,000
136,000
6270 CO M P UTER SO FTWAR E
62,465
117,239
122,100
123,100
TOTAL PARTS & SUPPLIES
338,334
383,384
423,900
450,800
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
$ 185,813
$ 188,387
$ 130,300
$ 205,800
6314 AUDITING
7,000
7,100
7,300
7,300
6323 TESTING SERVICES
9,786
9,709
10,300
10,800
6346 POSTAGE
2,938
2,652
3,100
3,100
6347 TELEPHONE SERVICE & U NE CHG
23,839
22,779
26,200
26,000
6351 PAGER SERVICE FEES
156
133
-
-
6352 TELEPHONE CIRCUITS
1,585
1,629
1,700
1,800
6353 PERSONAL AUTO/PARKING
5
64
100
100
6355 CELLULAR TELEPHONE SERVICE
3,808
4,317
4,400
4,400
6356 ONE CALL SERVICE FEE
-
-
6,900
6,700
6357 ADVERTISING/PUBLICATIONS
40
-
100
6358 EMPLOYMENT ADVERTISI NG
100
6359 LEGAL NOTICE PUBLICATION
-
-
100
6370 GENERAL PRINTING AND BINDING
402
3,700
3,700
Y Citi of Eapn 2016 Proposed Budget Operating Budget
Public Utilities -Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL (CONT'D)
Actual
Actual
Budget
Budget
SERVICES & OTHER CHARGES
2013
2014
2015
2016
6385 INSURANCE
$ 79,600
$ 79;600
$ 79,600
79,600
6408 ELECTRICITY -LI FT STATIONS
-
3,170
-
-
6409 ELECTRICITY -W ELLS/BOOSTER STN
739,402
696,692
763,400
752,800
6410 NATURAL GAS SERVICE
96,063
134,290
84,200
99,200
6425 MOBILE EQUIPMENT REPAI R LABOR
275
535
500
1,000
6426 SMALL EQUIPMENT REPAIR
14
2,213
-
1,500
6427 BLDG OPERATIONS/REPAIR-LABOR
20,905
25,555
25,000
37,500
6429 STREET REPAI R-LABO R
-
7,300
10,000
10,000
6430 COMMUNICATION SYSTEM REPAIR
809
-
-
-
6432 UTILITY SYSTEM REPAIR -LABOR
161,729
177,872
115,000
110,000
6457 MACHINERY & EQUIPMENT -RENTAL
457
708
1,000
1,000
6476 CONFERENCES AND SCHOOLS
10,365
12,591
13,200
23,000
6477 LOCAL MEETING EXPENSE
49
47
200
200
6478 TUITION AND BOOK REIMBURSEMENT
-
-
-
2,100
6479 DUES AND SUBSCRIPTIONS
15,635
14,772
13,800
13,800
6480 LICENSES, PERMITS AND TAXES
56,856
46,899
53,600
48,600
6487 VISA/MC BANK CHARGES
3,032
5,432
3,600
3,600
6805 TRANSFER OUT
692,100
756,600
723,600
774,500
6535 OTHER CONTRACTUAL SERVICES
55,932
45,987
27,800
38,000
6537 JANITORIAL SERVICE
9,834
9,416
5,100
5,100
6539 WASTE REMOVAL/SANITATION SERV
-
-
1,100
1,100
6569 MAINTENANCE CONTRACTS
2,166
7,814
11,500
11,600
6575 MCES DISPOSAL CHARGES
1,357
2,318
10,900
11,000
OTHER SERVICES AND CHARGES
2,181,510
2,267,023
2,137,100
2,295,200
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE
-
20,100
21,300
MERCHANDISE FOR RESALE
-
-
20,100
21,300
TOTAL OPERATING
3,871,402
4,133,293
4,266,600
4,538,700
6.4%
CAPITAL OUTLAY
6640 MACHINERY/EQUIPMENT
2,897
-
-
6660 OFFICE FURNISHINGS & EQUIPMENT
-
3,058
-
-
6670 OTHER EQUIPMENT
5,901
7,094
10,000
13,900
6680 MOBILE EQUIPMENT
1,641
-
190,000
38,000
CAP I TAL 0 UTLAY
10,439
10,152
200,000
51,900
CAPITAL/CONSTRUCTION PROJECTS
6630 RENEWAL&REPLACEMENT- OUTLAY
295,832
1,234,650
688,000
1,263,900
6700 CONSTRUCTION PROJECTS
14,313
3,158
100,000
550,000
310,145
1,237,808
788,000
1,813,900
TOTAL CAPITAL
320,584
1,247,960
988,000
1,865,800
88.8%
TOTAL WATER DEPARTMENT
$ 4,191,986
$ 5,381,253
$ 5,254,600
$ 6,404,500
21.9%
DEPRECIATION
6488 DEPRECIATION EXPENSE
2,251,483
2,309,855
2,210,000
2,271,700
(WzRyflap
2016 Proposed Budget Operating Budget
Public Utilities — Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities — Sewer Department is to:
• Provide uninterrupted sanitary sewer conveyance services for the City.
• Meet all State and Federal standards in waste water management.
• Provide skilled and trained personnel to operate and maintain the water
distribution system, sewer collection/conveyance, and storm drainage conveyance
systems.
The Public Utilities — Sewer Department is responsible for the following functions:
• Maintain sanitary sewer collection and conveyance system including pipes, manholes, and lift stations.
• Report to all State and Federal agencies required by law.
• To inspect and maintain the waste water collection system and ensure its sanitary conveyance to the
Metropolitan Treatment Facility at Seneca.
• To inspect and maintain the storm water conveyance system and assist with natural resources water
quality objectives.
• Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies.
• Assist other departments as directed.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Televised sewer pipe, in feet
67,168
23,336
80,000
80,000
Sewer pipe j etted, in miles
98
61
100
100
Sewer pipe relined, in feet
7,515
7,269
7,500
7,500
Sewer Connections
19,190
19,656
19,700
19,800
2016 Proposed Budget Operating Budget
City of Eap
Public Utilities — Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of
Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Sewer operating budget
shows an overall increase of $410,600 or 6.8% from the
2015 budget. The majority of the increase comes from the
estimated increase in MCES expense for sanitary water
treatment. Capital projects funded by
renewal/replacement dollars were approved as part of the
Public Works CIP. Select projects are noted below in Highlight 3.
Highlight/Change 1: The MCES Wastewater Disposal charges (#6575) are projected to increase from 2015 fees.
The fees are established by MCES and allocated to cities for sewage treatment based on their proportionate share
of the metro wide total flow.
Financial Impact: $340,100 increase
Service Level Impact: None.
Highlight/Change 2: The Utility System Repair (#6432) costs have increased over the past two years. The line item
was adjusted to better align with actual repair costs. In addition, there will be an increase to mobile equipment
repairs to cover the additional repairs on the jet/vac vehicle in 2016.
Financial Impact: $24,000 increase (6432) + $9,000 (6425)
Service Level Impact: None.
Highlight/Change 3: The 5 -year Utility initiative to update infrastructure (due to age and wear) was discussed and
approved through the CIP (#6630) process. Projects include the Country Hollow Sanitary Lift Station rebuild, sewer
lining, and zoo metering station safety improvements, access road for the zoo sanitary main line, main line
cleaning/inspection, and SCADA renewal.
Financial Impact: $853,000 total; $49,500 decrease
Service Level Impact: Improvements maintain service level, improve worker safety, and automate some portions
of sewage system.
Highlight/Change 4: Information from our Chief Mechanic indicates an increased need for routine mobile repairs
in 2016.
Financial Impact: $7,000 increase (6231, 6240, 6260)
Service Level Impact: Improve efficiencies with fully functional equipment.
�CQ of Eapn
2016 Proposed Budget Operating Budget
Public Utilities - Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
EXPENSE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expense
2013
2014
2015
2016
Personal Services
$ 628,212
$ 552,482
$ 668,700
$ 667,000
Parts and Supplies
47,472
53,537
75,700
83,900
Services and Other Charges
4,915,246
4,800,309
4,908,900
5,288,800
Capital Outlay
257,423
138,189
992,500
888,000
Transfer Out
329,100
360,000
344,000
368,200
Total
$ 6,177,453
$ 5,904,517
$ 6,989,800
$ 7,295,900
Depreciation Expense
$ 760,590
$ 806,232
704,000
753,400
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Superintendent
0.33
0.33
0.33
0.33
686
Utilities Operations Supervisor
0.67
0.67
0.67
0.67
1,387
Utility Technician
0.5
0.5
0.5
0.5
1,040
System Maintenance Workers
4
4
4
4
8,320
Public Works Director
0.12
0.12
0.12
0.12
250
GIS Coordinator
0.29
0.29
0.29
0.29
603
UB/SA Clerk
0.29
0.29
0.29
0.29
603
UB/SAAccountant
0.29
0.29
0.29
0.29
603
Total
6.49
6.49
6.49
6.49
13,492
2016 WORK PLAN
Activity
Routine
1 Sanitary sewer administration
2 Sanitary sewer field operation/repair maintenance
3 1 & I mitigation
4 Emergency cal I outs
==-' 0'a�a� 2016 Proposed Budget Operating Budget
City
Public Utilities - Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2013
2014
2015
2016
6110
SALARIES AND WAGES -REGULAR
$ 453,807
$ 398,493
$ 434,800
$ 428,500
6112
OVERTIME -REGULAR
7,435
11,695
22,500
22,900
6130
SALARIES AND WAGES -TEMPORARY
7,119
3,119
31,800
32,500
6142
PERA-COORDINATED
32,938
29,502
34,300
33,900
6144
FICA
33,180
29,973
37,400
37,000
6151
HEALTH INSURANCE
74,874
63,361
82,400
82,800
6152
LIFE
745
610
-
-
6154
DISABILITY- LONGTERM
1,378
1,140
-
-
6155
WORKERS COMPENSATION
16,627
14,589
25,500
29,400
6157
RETIREE INSURANCE FUNDING
109
-
-
-
TOTAL PERSONAL SERVICES
628,212
552,482
668,700
667,000
PARTS &SUPPLIES
6210
OFFICE SUPPLIES
$ 1,386
$ 406
$ 2,000
$ 2,000
6212
OFFICE SMALL EQUIPMENT
-
399
-
-
6215
REFERENCE MATERIALS
-
56
200
200
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
466
2,603
1,900
2,600
6223
BUILDING/CLEANING SUPPLIES
-
11
300
300
6224
CLOTHING/PERSONAL EQUIPMENT
1,983
2,547
2,500
2,600
6230
REPAI R/MAI NTENANCE SUPPLI ES -GENERAL
585
302
2,500
2,500
6231
MOBILE EQUIP REPAIR PARTS
4,996
12,367
11,600
16,600
6232
SMALL EQUIPMENT REPAIR PARTS
31
48
300
500
6235
FUEL, LUBRICANTS, ADDITIVES
28,479
27,004
29,900
30,100
6240
SMALLTOOLS
149
1,250
2,000
3,000
6250
LANDSCAPE MATERIALS & SUPPLIES
-
-
2,000
2,000
6255
STREET REPAI R SUPPLIES
-
-
1,000
1,000
6260
UTI LI TY SYSTEM PARTS/SUPPLIES
9,397
5,944
19,500
20,500
6270
COMPUTER SOFTWARE
-
600
-
-
TOTAL PARTS & SUPPLIES
47,472
53,537
75,700
83,900
SERVICES & OTHER CHARGES
6310
PROFESSI ONAL SERVICES -GENERAL
17,523
23,470
80,800
80,800
6314
AUDITING
7,000
7,100
7,300
7,300
6346
POSTAGE
2,834
2,619
3,100
3,100
6347
TELEPHONE SERVICE & LI NE CHG
7,043
7,071
7,600
7,800
6352
TELEPHONE CIRCUITS
3,870
3,870
4,200
4,200
6353
PERSONAL AUTO/PARKING
-
-
100
100
6355
CELLULAR TELEPHONE SERVICE
2,444
2,836
2,800
2,800
6356
ONE CALLSERVICE FEES
13,754
13,283
6,900
6,700
6357
ADVERTISING/PUBLICATIONS
-
55
100
100
6358
EMPLOYMENT ADVERTISI NG
-
-
100
100
6359
LEGAL NOTICE PUBLICATION
190
-
-
100
6385
INSURANCE
14,100
14,100
14,100
14,100
6405
ELECTRICITY
1,030
1,196
-
-
2016 Proposed Budget Operating Budget
City of %apn
6408 ELECTRICITY -LIFT STATIONS
6425 MOBILE EQUIPMENT REPAIR LABOR
6426 SMALL EQUIPMENT REPAIR
6429 STREET REPAIR -LABOR
6430 COMM. SYSTEM REPAIR -LABOR
6432 UTI LITY SYSTEM REPAIR -LABOR
6440 1/1 MITIGATION - SUMP PUMP
6441 1/1 MITIGATION - OTHER
6457' MACHINERY AND EQUIPMENT
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6487 VISA/MC BANK CHARGES
6805 TRANSFER OUT
6535 OTHER CONTRACTUAL SERVICES
6537 CLEANING CONTRACTUAL SERVICES
6539 WASTE REMOVAL/SANITATION SERVICES
6569 MAINTENANCE CONTRACTS
6575 MCES DISPOSAL CHARGES
SERVICES & OTHER CHARGES
TOTAL OPERATING
CAPITAL OUTLAY
6670 OTHER EQUIPMENT
6680 MOBILEEQUIPMENT
CAP I TAL OUTLAY
CAPITAL/CONSTRUCTION PROJECTS
6630 RENEWAL & REPLACEMENT (BUDGET ONLY)
6700 CONSTRUCTION PROJECTS
TOTAL CAPITAL
TOTAL SEWER DEPARTMENT
DEPRECIATION
6488 DEPRECIATION EXPENSE
Public Utilities - Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL (CONT'D)
Actual
Actual
Budget
Budget
2013
2014
2015
2016
24,836
23,489
27,800
26,000
11,983
8,171
1,000
10,000
-
77
-
1,500
-
-
5,000
5,000
-
-
-
5,000
39,805
16,081
28,500
52,500
369,855
15,104
20,000
20,000
896
19,065
63,000
63,000
-
-
1,000
1,000
3,355
2,614
6,700
8,500
-
-
200
200
41
48
1,100
1,100
224
440
500
600
3,032
5,432
2,400
2,400
329,100
360,000
344,000
368,200
20,430
21,839
2,000
2,000
-
-
5,100
5,100
-
-
1,000
1,100
321
1,171
1,500
1,500
4,370,680
4,611,178
4,615,000
4,955,100
5,244,346
5,160,309
5,252,900
5,657,000
5,920,030 5,766,328 5,997,300 6,407,900
6.8%
241 267 - -
5,206 - 90,000 35,000
5,447 267 90,000 35,000
231,764 137,809 902,500 853,000
20,212 113 - -
251,976 137,922 902,500 853,000
257,423 138,189 992,500 888,000
...1.0.5%
$ 6,177,453 $ 5,904,517 $ 6,989,800 $ 7,295,900
4.4%
$ 760,590 $ 806,232 $ 704,000 $ 753,400
e' City 0f Eap 2016 Proposed Budget Operating Budget
Public Utilities — Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Utilities — Street Lighting Department is to:
• Provide adequate lighting for public safety on city streets and at signalized intersections
within the City of Eagan.
• Provide the electrical power for the traffic control signals within the City of Eagan.
• Coordinate the maintenance of the street lighting system for optimal performance.
• Administer the maintenance of the traffic control signals' operation and infrastructure.
The Public Utilities — Street Lighting Department is responsible for the following functions:
• Coordinate the installation of street lights on all streets within City jurisdiction, both
private developments and public improvements.
• Address maintenance needs of the street lighting system & traffic control signals within the City, including
light replacement, pole repair/refurbishment.
• Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for
public improvements for street lights.
• Manage the reimbursement of electrical services for street lighting and traffic signals.
• Update Capital Improvement Program for the City's street light and traffic control signals.
• Coordinate/present Public Hearings/Final Assessment Hearings for City improvements for street lights.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Street lights maintained (city -owned)
334
393
393
393
New street lights installed (city -owned)
33
0
0
0
Upgrade existing street lights (utility -owned)
0
9
8
8
Traffic signals (city, county & state)
69
69
69
69
Newtraffic signals installed (city, county & state)
0
0
0
0
City o haul)
2016 Proposed Budget Operating Budget
Public Utilities— Street Lighting (63)
Responsible Manager: Tim Plath, Transportation
Operations Engineer
HIGHLIGHTS & CHANGES
Overview: The overall proposed Street Lighting
budget shows an increase of $320,700, or 47.8%,
due to increased energy and repair costs as well
as the City's first large-scale LED retrofit project.
Such a budget increase may require the
recalculation of the Street/Signal Lighting rates
as part of the Utilities Fees user rates.
Highlight/Change 1: Cost estimates for Utility System Street Light (#6630) upgrades and the City's first large-scale
LED retrofit project are increased based on the improvements included in the Council approved Capital
Improvement Plan for 2016.
Financial Impact: $354,000 increase
Service Level Impact: None.
Highlight/Change 2: Utility System Repair/Labor (#6432) shows a contingency increase based on historical repair
costs and painting of City -owned streetlights in the Central Area (painting included in the Council approved Capital
Improvement Plan for 2016).
Financial Impact: $9,900 increase
Service Level Impact: None.
Highlight/Change 3: Budget electricity for street lights closer to 2013 and 2014 actuals.
Financial Impact: $49,800 decrease (6406)
Service Level Impact: None.
Clay a� �a�al� 2016 Proposed Budget Operating Budget
Public Utilities — Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
EXPENSE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
8,900
9,300
9,000
9,700
Parts and Supplies
191
-
-
-
Services and Other Charges
501,720
480,947
590,100
553,600
Transfers Out
34,100
37,300
35,600
38,100
Capital Outlay
-
-
36,000
390,000
Total
$ 544,911
$ 527,547
$ 670,700
$ 991,400
Depreciation Expense
$ 12,797
$ 19,280
$ 12,800
$ 19,300
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Public Works Director
0.01
0.01
0.01
0.01
21
UB/SAAccountant
0.03
0.03
0.03
0.03
62
UB/SA Cl erk
0.03
0.03
0.03
0.03
62
GIS Coordinator
0.03
0.03
0.03
0.03
62
Total
0.10
0.10
0.10
0.10
208
2016 WORK PLAN
Activity
Routine
1 Coordinatethe installation of street lights on City streets through private developments or public improvements
2 Address maintenance needs of the City's street lighting system & traffic control signals
3 Providefield surveying, feasibility studies/reports and staff support atCouncil meetings for public improvements for street lights
4 Managethe reimbursementof electrical services for streetlighting and traffic signals
5 Update Capital Improvement Program for City's streetlightand traffic control signals
6 Coordinate/present Public Hearings/Final Assessment Hearings for City improvements for streetlights
=� ���a� 2016 Proposed Budget Operating Budget
Public Utilities - Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES -REGULAR
6142 PERA-COORDINATED
6144 FICA
6151 HEALTH INSURANCE
TOTAL PERSONAL SERVICES
PARTS & SUPPLIES
6260 UTILITYSYSTEM PARTS/SUPPLIES
TOTAL PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES - GENERAL
6406 ELECTRICITY -STREET LIGHTS
6407 ELECTRICITY -SIGNAL LIGHTS
6411 UTILITY SYSTEM STREETLIGHT INSTALLATIONS
6432 UTILITY SYSTEM REPAIR -LABOR
6805 TRANSFER OUT
6535 OTHER CONTRACTUAL SERVICES
OTHER SERVICES AND CHARGES
TOTAL OPERATING
Acct CAPITAL OUTLAY
6630 RENEWAL AND REPLACEMENT - OUTLAY
CAPITAL OUTLAY
TOTAL CAPITAL
TOTAL STREET LIGHTING DEPARTMENT
6488 DEPRECIATION EXPENSE
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
2013
2014
2015
2016
$
6,900
$
7,300
$
7,100
$
7,400
500
500
500
600
500
600
500
600
1,000
900
900
1,100
8,900
9,300
9,000
9,700
$
191
$
-
$
-
$
-
191
-
-
-
3,180
8,118
5,000
5,000
435,710
417,104
499,800
450,000
17,621
20,626
20,200
23,600
114
-
-
-
41,540
12,354
58,100
68,000
34,100
37,300
35,600
38,100
3,555
22,745
7,000
7,000
535,820
518,247
661,700
591,700
$
544,911
$
527,547
$
670,700
$
601,400
-10.3%
-
36,000
390,000
36,000
390,000
36,000
390,000
983.33%
$
544,911
$
527,547
$
706,700
$
991,400
40.29%
$
12,797
$
19,280
$
12,800
$
19,300
__�=�_;= City of bap2016 Proposed Budget Operating Budget
Public Utilities — Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities — Storm Drainage Department is
to:
• Maintain the City's collection and conveyance system for
excess surface water runoff.
The Public Utilities — Storm Drainage Department is responsible for
the following functions:
• Inspect and maintain drainage system consisting of pipes, ponds and pumping stations.
• Maintain the inlets and outlets for ponds including the removal of any erosion/siltation that restricts the
flow or limits ponding capacities.
• Respond to emergency pumping station alarms or resident calls during major peak events.
• Assist with Water Quality programs and objectives as necessary to meet Federal, State, and City standards
and reporting requirements.
PERFORMANCE INDICATORS
Description
Televised storm pipes, in feet
Grease Trap Inspections
Construction inspections performed
Ponds inspected
Control structures checked
2013
2014
2015
2016
Actual
Actual
Estimate
Target
4,571
0
4,500
4,500
173
98
150
150
155
149
125
125
315
427
250
250
643
890
600
600
45_(�h�e� 2016 Proposed Budget Operating Budget
W
Public Utilities — Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Storm Drainage operating
budget shows an overall increase of $26,900 or 8.7% from the
2015 budget. The operations portion of the budget is
essentially unchanged; projected capital construction costs
account for a majority of the increase. Renewal and
replacement capital projects were approved with the Public
Works CIP and are discussed in Highlight 3 below.
Highlight/Change 1: The Utility System Repair (#6432) costs have increased over the past two years. The line item
was adjusted to better align with actual repair costs.
Financial Impact: $14,000 increase
Service Level Impact: None.
Highlight/Change 2: Electrical and natural gas market pricing continue to hold steady but the greater variability in
climate, especially extreme rain events, have increased the lift station usage. The budget uses a three-year actual
expense average to determine the future budgeted expense.
Financial Impact: $10,300 increase
Service Level Impact: None.
Highlight/Change 3: The Capital Renewal & Replacement (#6630) line item has increased to cover projected
renewal & replacement projects. The Utility initiative to update infrastructure (due to age and wear) was discussed
and approved through the CIP process. Projects include delta removal, storm pond repair, SCADA renewal and
general storm water infrastructure maintenance.
Financial Impact: $250,000 increase
Service Level Impact: None.
Expenditure by Category
Capital
Services
'� '`ter
Olddlay
and Other
7
50% ,
I Charges
32%n
Parts and��
Personal
Supplies
_
Services
2`Ya
16%
Public Utilities — Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Storm Drainage operating
budget shows an overall increase of $26,900 or 8.7% from the
2015 budget. The operations portion of the budget is
essentially unchanged; projected capital construction costs
account for a majority of the increase. Renewal and
replacement capital projects were approved with the Public
Works CIP and are discussed in Highlight 3 below.
Highlight/Change 1: The Utility System Repair (#6432) costs have increased over the past two years. The line item
was adjusted to better align with actual repair costs.
Financial Impact: $14,000 increase
Service Level Impact: None.
Highlight/Change 2: Electrical and natural gas market pricing continue to hold steady but the greater variability in
climate, especially extreme rain events, have increased the lift station usage. The budget uses a three-year actual
expense average to determine the future budgeted expense.
Financial Impact: $10,300 increase
Service Level Impact: None.
Highlight/Change 3: The Capital Renewal & Replacement (#6630) line item has increased to cover projected
renewal & replacement projects. The Utility initiative to update infrastructure (due to age and wear) was discussed
and approved through the CIP process. Projects include delta removal, storm pond repair, SCADA renewal and
general storm water infrastructure maintenance.
Financial Impact: $250,000 increase
Service Level Impact: None.
M1 City of Eapo 2016 Proposed Budget Operating Budget
Public Utilities — Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
EXPENDITURE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
$ 127,216
$ 117,578
$ 108,800
$ 107,600
Parts and Supplies
6,637
7,808
8,600
9,700
Services and Other Charges
188,869
209,933
168,300
193,600
Transfers Out
22,600
25,100
23,700
25,400
Capital Outlay
12,051
43,619
90,000
340,000
Total
$ 357,373
$ 404,038
$ 399,400
$ 676,300
Depreciation Expense
$ 1,036,359
$ 1,034,157
$ 1,035,000
$ 1,041,600
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
System Maintenance Workers
1
1
1
1
2,080
Public Works Director
0.01
0.01
0.01
0.01
21
UB/SA Clerk
0.02
0.02
0.02
0.02
42
UB/SAAccountant
0.02
0.02
0.02
0.02
42
GIS Coordinator
0.02
0.02
0.02
0.02
42
Total
1.0
1.07
1.07
1.07
2,226
2016 WORK PLAN
Activity
Routine
1 Inspection/clean-up of structures
2 Liftstation maintenance
3 Weed harvesting
4 Water qualitysupport
5 Aeration
6 Storm response
City ofEapp 2016 Proposed Budget Operating Budget
Public Utilities - Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
TOTAL OPERATING 345,322 360,419 309,400 336,300
8.7%
CAPITAL CONSTRUCTION/PROJECTS
6630 RENEWAL AND REPLACEMENT- OUTLAY 12,051 43,619 90,000 340,000
TOTAL CAPITAL 12,051 43,619 90,000 340,000
277.8
TOTAL STORM DRAINAGE DEPARTMENT $ 357,373 $ 404,038 $ 399,400 $ 676,300
69.3%
DEPRECIATION
6488 DEPRECIATION EXPENSE $ 1,036,359 $ 1,034,157 $ 1,035,000 $ 1,041,600
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2013
2014
2015
2016
6110 SALARIES AND WAGES -REGULAR
$ 76,911
$ 75,949
$ 64,000
$ 59,300
6112 OVERTIME -REGULAR
251
2,493
1,300
5,300
6130 SALARIES AND WAGES -TEMPORARY
20,621
10,838
13,000
13,200
6142 PERA-COORDINATED
5,664
5,503
4,900
4,800
6144 FICA
7,153
6,133
6,000
6,000
6151 HEALTH INSURANCE
12,992
13,338
14,800
13,400
6152 LIFE
151
131
-
-
6154 DISABILITY -LONGTERM
277
244
-
-
6155 WORKERS COMPENSATION
3,196
2,949
4,800
5,600
TOTAL PERSONAL SERVICES
127,216
117,578
108,800
107,600
PARTS & SUPPLIES
6224 CLOTHI NG/PERSONAL EQUI PMENT
425
447
600
700
6240 SMALLTOOLS
-
43
-
-
6255 STREET REPAIR SUPPLIES
-
1,128
-
-
6260 UTILITY SYSTEM PARTS/SUPPLIES
6,212
6,190
8,000
9,000
TOTAL PARTS & SUPPLIES
6,637
7,808
8,600
9,700
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
-
4,477
5,000
5,000
6385 INSURANCE
3,900
3,900
3,900
3,900
6408 ELECTRICITY -LI FT STATIONS
119,597
157,799
121,500
131,800
6428 FIELD/OTHEREQUIPMENTREPAIR-LABOR
-
-
-
1,000
6432 UTI LITY SYSTEM REPAI R - LABOR
64,994
43,375
36,000
50,000
6457 MACHINERY AND EQUIPMENT
-
56
1,000
1,000
6476 CONFERENCES AND SCHOOLS
225
200
400
400
6480 LICENSES, PERMITS AND TAXES
-
126
-
-
6805 TRANSFER OUT
22,600
25,100
23,700
25,400
6535 OTHER CONTRACTUAL SERVICES
153
-
-
-
6539 WASTE REMOVAL/SAN I TATI 0 N SERVICE
-
-
500
500
OTHER SERVICES AND CHARGES
211,469
235,033
192,000
219,000
TOTAL OPERATING 345,322 360,419 309,400 336,300
8.7%
CAPITAL CONSTRUCTION/PROJECTS
6630 RENEWAL AND REPLACEMENT- OUTLAY 12,051 43,619 90,000 340,000
TOTAL CAPITAL 12,051 43,619 90,000 340,000
277.8
TOTAL STORM DRAINAGE DEPARTMENT $ 357,373 $ 404,038 $ 399,400 $ 676,300
69.3%
DEPRECIATION
6488 DEPRECIATION EXPENSE $ 1,036,359 $ 1,034,157 $ 1,035,000 $ 1,041,600
0� 2016 Proposed Budget Operating Budget
City
Public Utilities — Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
PURPOSE & DESCRIPTION
The purpose of the Public Utilities — Water Quality Department is to:
• Protect and improve natural, aesthetic, and recreational
qualities of Eagan lakes and wetlands for enjoyment and use
by residents of the City and region.
The Public Utilities — Water Quality Department is responsible for the tf g` 71,
following functions:
• Direct implementation of Eagan Water Quality Management Plan.
• Ensure City compliance with Minnesota Wetland Conservation Act rules.
• Coordinate City compliance with Minnesota storm -water discharge permit and impaired water
regulations.
• Monitor and manage water resources and other land use activities directly or indirectly affecting water
resources.
• Educate community about land and water issues relating to water quality, lakes, and wetlands.
• Coordinate among city, county, state, and federal entities to protect and improve water resources.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Lakes, wetlands monitored in long-term program
12
14
10
10
Lakes aerated in winter for fisheries
13
13
13
13
Lakes monitored for fish populations
3
2
3
3
Loads of aquatic plants removed from lakes
46
70
50
50
Lakes of study/planning efforts
12
12
12
0
Climb Theatre performances in K-12 schools
5
4
4
4
Youth Fishing Program participants
254
75
90
90
Biennial LakeFest attendees
N/A
300
N/A
300
City of Eap 2016 Proposed Budget Operating Budget
Public Utilities — Water Quality
(65)
Responsible Manager: Eric Macbeth, Water
Resources Manager
HIGHLIGHTS & CHANGES
Overview: While continuing traditional
programs, the 2016 Water Quality proposed
budget includes a number of initiatives that
increase emphasis on future lake improvements
and lake protection, as also emphasized in the
2016-2020 Water Quality Capital Improvement
Program. However, the proposed operating budget is only up $19,000 or 2.7% over 2015, mainly due to the
reduction of assigned department staff.
Highlight/Change 1: Increase Storm Water Utility Fee rate by 66% to address implementation of lake
management plans in accordance with the City Council's approved 2007 Water Quality & Wetland Management
Plan (WQWMP), as well as meet state and federal requirements (e.g. Total Maximum Daily Load reports).
Financial Impact: $910,000 (6630). Service charges are proposed to increase 66% to pay for the current year and
future improvements associated with the (WQWMP).
Service Level Impact: Enable program to meet mandated pollutant reductions and further enhance water quality
of prioritized community lakes in accordance with WQWMP.
Highlight/Change 2: Budget transfer 0.5 FTE Clerical Technician from Dept. 65 (Water Quality) to Dept. 24 (Central
Services) to better reflect actually responsibility/task coding.
Financial Impact: $30,300 decrease (personal services)
Service Level Impact: None
Highlight/Change 3: Professional Services -General includes an initiative for an effort on impaired lakes titled
"Master Water Stewards Program," through a proposed contract with Freshwater Society, which would provide
rigorous education and a certification process for community members who want to protect and improve surface
water. The program is intended to give participants the skills, knowledge, and confidence to become trusted
liaisons between the City and neighbors regarding yard -care and other land use practices that contribute to urban
runoff.
Financial Impact: $35,000 increase (6310)
Service Level Impact: Enhance program efficiencies in meeting mandated pollutant reductions and achieving
higher water quality of prioritized community lakes while developing stronger community relationships.
Highlight/Change 4: Professional Services -General includes an update of the 2007 Water Quality & Wetland
Management Plan that is required as part of the City's Comprehensive Plan Update 2040.
Financial Impact: $15,000 increase (6310)
Service Level Impact: Timely and efficient update of the City's Comprehensive Plan, as required by State statute.
Highlight/Change 5: Other Contracted Services includes enhanced water -quality street sweeping, through a
proposed contract (TBD) in addition to typical in-house street sweeping. Proposal is based upon University of
Minnesota, St. Anthony Falls Laboratory, studies that quantified nutrient removal through targeted intensive street
sweeping. Proposal would enable adjusted street sweeping according to seasons (e.g., spring and fall) and
increased frequency (e.g., sweeps per month).
Financial Impact: $17,500 increase (6535)
Service Level Impact: Increase program effectiveness in achieving higher water quality of prioritized community
lakes.
*2",11�
City of Hap 2016 Proposed Budget Operating Budget
Public Utilities - Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
EXPENDITURE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
$ 351,315
$ 366,103
$ 405,900
$ 391,800
Parts and Supplies
126,183
58,383
73,700
68,300
Services and Other Charges
327,484
257,153
160,800
195,600
Other
3,080
3,080
3,600
3,100
Transfers Out
56,800
62,100
59,300
63,500
Capital Outlay
403,299
587,526
7,200
922,900
Total
$ 1,268,161
$ 1,334,345
$ 710,500
$ 1,645,200
Depreciation Expense
$ 115,331
$ 97,838
$ 115,300
$ 95,700
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Water Resources Manager
0
1
1
1
2,080
Water Resources Coordinator
1
0
0
0
-
Water Resources Specialist
1
1
1
1
2,080
Water Resources Technician
1
1
1
1
2,080
Operations Support Specialist
0.5
0.5
0.5
0.5
1,040
Clerical Technician
0.5
0.5
0.5
0
-
Public Works Director
0.02
0.02
0.02
0.02
42
UB/SAAccountant
0.05
0.05
0.05
0.05
104
UB/SA Clerk
0.05
0.05
0.05
0.05
104
GIS Coordinator
0.05
0.05
0.05
0.05
104
Total
4.2
4.17
4.17
3.67
7,634
2016 WORK PIAN
Activity
Routine
1 Program administration/staffsupervision/operations &clerical support
2 Monitor & managewater resources and relevant land use activities
3 Monitor/coordinate required TMDL implementation plans
4 Enhance recreational fishing; assess ecological conditions
5 Managegrant projects/initiate new proposals
6 Public education/involvement
7 Public relations/customer service
8 Interagency coordination/partnerships
9 Professional development/training
10 Coordinate required Stormwater Pollution Prevention Plan
r : City o Eapo 2016 Proposed Budget Operating Budget
Public Utilities - Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2013
2014
2015
2016
6110 SALARIES AND WAGES -REGULAR
$ 262,106
$ 272,330
$ 300,100
$ 281,400
6130 SALARIES AND WAGES -TEMPORARY
7,757
7,217
8,800
9,300
6142 PERA-COORDI NATED
18,654
19,460
22,500
21,100
6144 FICA
18,198
18,866
23,600
22,200
6151 HEALTH INSURANCE
38,221
41,900
45,200
51,000
6152 LI FE
443
440
-
-
6154 DISABILITY - LONGTERM
858
857
-
-
6155 WORKERS COMPENSATION
5,013
5,033
5,700
6,800
6157 RETIREE INSURANCE FUNDING
65
-
-
-
TOTAL PERSONAL SERVICES
351,315
366,103
405,900
391,800
PARTS &SUPPLIES
6210 OFFICE SUPPLI ES
16
-
100
-
6215 REFERENCE MATERIALS
11
-
100
-
6220 OPERATI NG SUPPLIES -GENERAL
4,107
1,155
3,200
2,600
6222 MEDICAL/RESCUE/SAFETY SUPPLIES
59
9
100
100
6224 CLOTHING/PERSONAL EQUIPMENT
706
328
800
600
6227 RECREATION EQUIPMENT/SUPPLIES
1,475
1,749
1,600
2,200
6231 MOBILE EQUIP REPAIR PARTS
13,572
10,628
12,300
9,700
6232 SMALLEQUIPMENT REPAIR PARTS
357
1,094
400
700
6234 FIELD/OTHER EQUIPMENTREPAIR
994
2,256
2,000
1,500
6235 FUEL, LUBRICANTS, ADDITIVES
12,733
11,939
17,000
14,700
6240 SMALLTOOLS
182
360
200
400
6244 CHEMICALS & CHEMICAL PRODUCTS
77,749
7,683
34,000
33,800
6250 LANDSCAPE MATERIAL& SUPPLIES
12,447
7,515
500
500
6257 SIGNS & STRIPING MATERIAL
1,649
766
1,200
1,200
6260 UTILITY SYSTEM PARTS / SUPPLIES
126
12,666
-
-
6270 COMPUTER SOFTWARE
-
235
200
300
TOTAL PARTS & SUPPLIES
126,183
58,383
73,700
68,300
SERVICES & OTHER CHARGES
6310 PROFESSIONALSERVICES-GENERAL
251,904
176,202
10,300
57,000
6323 TESTING SERVICES
18,548
18,229
20,800
18,800
6328 SPECIAL EVENTS/ADMISSION FEES
-
1,716
-
2,500
6346 POSTAGE
2
34
-
-
6353 PERSONAL AUTO/PARKING
20
40
100
100
6355 CELLULAR TELEPHONE SERVICE
1,305
1,716
1,800
2,100
6370 GENERAL PRINTING AND BINDING
1,088
264
-
1,300
49F,
City of Eapn 2016 Proposed Budget Operating Budget
Public Utilities - Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
LINE ITEM DETAIL (CONT'D)
Acct SERVICES & OTHER CHARGES
63851NSURANCE
6405 ELECTRICITY
6425 MOBILE EQUIPMENT REPAIR -LABOR
6426 SMALL EQUI PMENT REPAIR -LABOR
6457 MACHINERY AND EQUIPMENT
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6495 WATERSHED MANAGEMENTASSESSMNT
6805 TRANSFER OUT
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
OTHER SERVICES AND CHARGES
OTHER
6860 COST SHARING PAYMENTS
OTHER
Actual
Actual
Budget
Budget
2013
2014
2015
2016
8,526
8,000
8,000
8,000
3,365
4,120
2,600
4,000
110
928
-
-
164
-
-
910,000
59
-
-
2,602
52
6
-
-
2,812
2,614
2,700
7,100
58
20
100
-
698
3,630
1,900
3,900
2,377
644
200
600
33,036
38,990
37,100
41,200
56,800
62,100
59,300
63,500
3,360
-
75,200
48,100
-
-
-
900
384,284
319,253
220,100
259,100
3,080
3,080
3,600
3,100
3,080
3,080
3,600
3,100
TOTAL OPERATING
864,862
746,819
703,300
722,300
2.7
Acct
CAPITAL OUTLAY
6630
RENEWAL AND REPLACEMENT- OUTLAY
-
185,054
-
910,000
6640
MACHINERY/EQUIPMENT
-
2,602
4,000
3,300
6660
OFFICE FURNISHINGS & EQUIPMENT
-
-
-
2,000
6670
OTHER EQUIPMENT
3,449
4,098
3,200
7,600
6700
CONTRUCTION PROJECTS
399,850
395,772
-
-
CAPITAL OUTLAY
403,299
587,526
7,200
922,900
TOTAL CAPITAL
403,299
587,526
7,200
922,900
12718.1%
TOTAL WATER QUALITY DEPARTMENT
$ 1,268,161
$ 1,334,345
$ 710,500
$ 1,645,200
131.6%
6488
DEPRECIATION EXPENSE
$ 115,331
$ 97,838
$ 115,300
$ 95,700
41WZ" cityflaon 2016 Proposed Budget Operating Budget
Civic Arena
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
PURPOSE & DESCRIPTION
The purpose of the Civic Arena is to:
• Provide a positive environment for residents and guests of all ages to
gather.
• Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
• Provide a high level of service, accessibility and professionalism to
expand revenue options to ensure the viability of this resource to the community.
The Civic Arena is responsible for the following functions:
• Provide a wide variety of ice and dry floor related recreational opportunities for the public to enjoy.
• Capture a high level of revenue to offset operational costs, debt repayment and expand the retained
earnings capacity to accommodate future growth and expansion.
• Protect the city's community investment by maintaining the integrity and value of the building and its
amenities.
• Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
• On-going analysis of existing operation and research to find ways to expand the opportunities offered
year round in order to maximize the capital investment.
PERFORMANCE INDICATORS
Description
Participants in skate school program
Summer hockey rental hours (June 1 -Aug 31)
Adult league team registrations
Dry floor events
Prime ice rental hours (Oct 15 - March 15)
2013
2014
2015
2016
Actual
Actual
Estimate
Target
1,834
2,007
1,850
2,000
891
913
850
900
56
56
50
56
7
6
7
7
3,064
3,129
3,000
3,000
2016 Proposed Budget Operating Budget
City of Eapao
Civic Arena
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 operating budget is up $50,100
or 5.7% from 2015, primarily due to routine increases in
personnel and maintenance contracts. The budget also reflects
a $5 increase in the prime -time and non -prime hourly ice rates
to remain competitive with other area ice rinks.
Highlight/Change 1: Change color of interior paint.
Budget Impact: Increased expense of $3,400 in line 6233.
Service Level Impact: Proposal by current hockey user groups is to change the color of the interior stripe to blue.
No change in service level.
Highlight/Change 2: 2016 capital equipment investment will include a dance floor and a balance barre for figure
skating/dance/exercise training in the mezzanine.
Budget Impact: $7,800 increase in line 6670.
Service Level Impact: These items have been requested by rental groups, the ice skating club and will provide for
additional rental from these groups.
Highlight/Change 3: The proposed budget anticipates a rate increase of $5 per hour for both prime and non -prime
ice time rental.
Budget Impact: $17,000 revenue increase
Service Level Impact: None
Highlight/Change 4: Renewal & Replacement (R&R) projects are reviewed annually to make sure they are needed
and appropriately scheduled. The R&R items in need of replacement this year are listed below. Several items
slated for this year were previously scheduled for prior years, but the replacements were delayed due to the actual
(good) condition of the items.
• Divider Curtain for the East Arena - $20,000
• Resurfacer Batteries - $8,500
• Common Area Furniture - $10,000
• Flooring for the East Community Room - $6,000
Financial Impact: All items have been funded through the Renewal and Replacement account for the Civic Arena.
Service Level Impact: All R&R items are replacements of current equipment that will continue service at current
levels.
2016 Proposed Budget Operating Budget
1 Citi of CaDafl
Civic Arena
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
POSITION INVENTORY -CIVIC ARENA
Personnel
2013
2014
2015
2016
Hours
Campus Facilities Manager
0.67
0.67
0.67
0.67
1,394
Campus Facilities Operations Coordinator
1.00
1.00
1.00
1.00
2,080
Campus Facilities Maintenance Coordinator
0.50
0.50
0.50
0.50
1,040
Custodian
0.50
0.50
0.50
0.50
1,040
Clerical Technician
0.20
0.20
0.20
0.20
416
Skating School Coordinator
1.00
1.00
1.00
0.80
1,664
Total
3.87
3.87
3.87
3.67
7,634
The Civic Arena and Cascade Bay share a number of staff. The Cascade Bay staff complement is shown below:
POSITION INVENTORY -CASCADE BAY
Personnel
2013
2014
2015
2016
Hours
Campus Facilities Manager
0.33
0.33
0.33
0.33
686
Campus Facilities Operations Coordinator
1.00
1.00
1.00
1.00
2,080
Campus Facilities Maintenance Coordinator
0.50
0.50
0.50
0.50
1,040
Custodian
0.50
0.50
0.50
0.50
1,040
Clerical Technician
0.40
0.40
0.40
0.40
832
Total
2.73
2.73
2.73
2.73
5,678
2016 WORK PLAN
Activity
Routine
1 Respond to public comments or requests via phone or in person
2 Daily maintenance of ice and cleaning of building
3 Manage the building infrastructure to ensure efficient, safe and clean environment
4 Develop promotional materials for facility
5 Recruit, hire, train and supervise temporary and parttime employees
6 Provide work direction to ensure high level of customer service is maintained
7 Manage staff schedul i ng a nd trai ni ng to meet the dema nds of the bui I di ng
8 Provide supportto the day-to-day concessions operation
9 Establish and manage skate school program and auxilliary events
10 Provide input and directions pertaining to policies, budget and general operation of CA
11 Develop and manage capital improvements and long range planning
12 Develop and manage policies & procedures that best meet the needs of the community
4_k pity o� �a�a� 2016 Proposed Budget Operating Budget
,.
Civic Arena
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
RENTAL RATES
2016 Hourly Rates
( source of data on other cities: staff phone survey of proposed rates for upcoming year).
Ice time
Mezzanine Rental
Hourly 8- hour rental All Day Rental (7am-1 am
Resident
Prime
Non -prime Off-peak
notes
Burnsville
220
195 (neg) 95
BV can negotiate the non -prime
St.Thomas Ice Arena
220
155 (neg)
$500/day
Lakeville
225
160 (neg)
$600/day
Apple Valley
215
160 (neg)
non -prime and off peak are negotiable.
Farmington
210
155
Eagan
210
145 (neg) 120
Inver Grove Heights
205
140
South St. Paul
205
155 (neg)
volume discounting
Richfield
205
150
Rosemount
205
125
Turf/Dry Floor Concreate
Arena Floor
Full Floor
90/hour
50/hour
$650/day
1/2 floor
55/hour
25/hour
$325/day
Less than 24/hour notice
95/hour
47.50/hour
Mezzanine Rental
Hourly 8- hour rental All Day Rental (7am-1 am
Resident
27/hour
$200/8 hours
$250/day
Non-resident
31/hour
$225/8 hours
$300/day
Resident w/outside F & B
60/hour
$440/8 hours
$500/day
Non-resident w/outside F & B
67/hour
$500/8 hours
$600/day
Eagan Hockey
Eastview Hockey
Eagan Figure Skating Club
Rental
Prime
Non -prime
Rate
Communitv Room
N/C
N/C
N/C
20/hour
Training Center Rooms
27/hour
15/hour
Board Room
15/hour
* City of Eap 2016 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
REVENUE SUMMARY
Acct REVENUES
4304 OTHER REVENUE
4305 EQUIPMENT RENTAL
4310 PARK PROGRAM REVENUE NON -TAX
4311 PARK PROGRAM REVENUE
4312 CONCESSION SALES
4314 MERCHANDISE SALES - TAXABLE
4315 MERCHANDISE SALES - NON TAXABLE
4320 MARKETING REVENUE
4322 VENDING (CITY OWNED)
4323 VENDING (VENDORS)
4324 ROOM RENTAL
4325 ROOM RENTAL NON -TAX
4326 FACILITY/ICE RENTAL
4327 FACILITY RENTAL NON -TAX
4663 CONTRIBUTIONS AND DONATIONS
SUBTOTAL
OTHER FUNDING SOURCES
TRANSFERIN
SUBTOTAL
TOTAL CIVIC ARENA REVENUES
EXPENDITURE SUMMARY
Actual
Actual
Budget
Budget
2013
2014
2015
2016
$ (61
$ 5,881'
$ -
$
8,681
13,416
9,000
13,000
134,833
139,975
130,000
130,900
130,800
133,596
122,500
130,500
58,257
51,507
62,200
58,000
5,075
7,357
8,000
8,000
1,844
1,408
1,700
-
18,650
17,537
17,000
20,000
13,695
12,495
14,000
14,000
5,058
3,055
4,000
4,000
26,868
22,754
16,000
20,000
8,484
7,087
4,000
4,000
161,495
107,972
140,000
150,000
494,020
518,063
505,000
526,000
135
50,003
-
-
1,070,834
1,092,106
1,033,400
1,078,400
405,000
-
-
405,000
-
$ 1,475,834 $ 1,092,106 $ 1,033,400 $ 1,078,400
4.4
Expenditure
Actual
2013
Actual
2014
Budget
2015
Budget
2016
Personal Services
$ 548,707
$ 567,545
$ 534,500
$ 553,700
Parts and Supplies
51,501
52,248
48,000
55,800
Services and Other Charges
253,791
246,134
247,400
270,000
Merchandisefor Resale
42,832
42,420
45,500
46,000
Capital Outlay
77,311
157,007
132,400
127,500
Debt Service
36,172
1,451
25,600
22,000
Total
$ 1,010,314
$ 1,066,805
$ 1,033,400
$ 1,075,000
Depreciation Expense $ 416,730 $ 429,406 $ 420,000 $ 413,500
40`201citj Of Eapfl 2016 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES -REGULAR
6112 OVERTIME -REGULAR
6130 SALARIESAND WAGES -TEMPORARY
6142 PERA-COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONGTERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6220 OPERATI NG SUPPLIES -GENERAL
6222 MEDICAL/RESCUE/SAFETY SUPPLIES
6223 BUILDING/CLEANING SUPPLIES
6224 CLOTHING/PERSONAL EQUIPMENT
6230 REPAIR/MAINTENANCESUPP-GENL
6233 BUILDING REPAIR SUPPLIES
6235 FUEL, LUBRICANTS, ADDITIVES
6240 SMALLTOOLS
6241 SHOP MATERIALS
6244 CHEMICALS & CHEMICAL PRODUCTS
TOTAL PARTS & SU P P LI ES
Actual
2013
$ 247,511
185,093
27,085
30,852
49,960
518
921
6,722
45
548,707
377
20,553
476
6,351
879
13,287
6,566
50
269
431
2,262
51,501
Actual
2014
$ 272,797
169,534
27,028
31,069
58,660
541
969
6,947
567,545
312
21,803
403
3,910
384
16,618
7,299
175
46
1,298
52,248
EXPENSES DETAIL
Budget
Budget
2015
2016
$ 228,900
$ 239,000
500
-
195,000
200,000
17,200
17,900
32,500
33,600
54,100
54,200
6,300
534,500
400
17,700
500
5,600
1,000
14,100
6,600
100
500
500
1,000
48,000
9,000
SSs,iuu
400
20,000
500
5,600
1,000
15,000
10,000
100
500
500
2,200
55,800
Continued on next page
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
-
-
100
100
6314
AUDITING
900
1,000
900
900
6315
FINANCIAL -NON -AUDIT
525
60
-
-
6346
POSTAGE
197
181
300
300
6347
TELEPHONE SERVICE & LINE CHG
1,489
1,350
2,400
2,500
6348
MATRIX SERVICE & REPAIR
-
-
200
200
6353
PERSONAL AUTO/PARKING
16
54
200
200
6355
CELLULAR TELEPHONE SERVICE
593
827
1,200
1,200
6357
GENERAL ADVERTISING
4,780
5,724
9,200
10,500
6370
GENERAL PRINTING AND BINDING
2,008
1,078
1,400
1,400
6385
INSURANCE
7,800
7,800
7,300
7,300
6405
ELECTRICITY
147,600
134,850
134,500
139,000
6410
NATURAL GAS SERVICE
5,519
8,359
5,300
8,600
6457
MACHINERY AND EQUIPMENT
4,079
3,729
3,700
3,000
Continued on next page
City of Eap 2016 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
EXPENSES DETAIL (CONT'D)
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6482 AWARDS, JUDGEMENTS AND LOSSES
6487 VISA/MC BANK CHARGES
6535 OTHER CONTRACTUAL SERVICES
6539 WASTE REMOVAL/SANITATION SERV
6569 MAINTENANCE CONTRACTS
SERVICES AND OTHER CHARGES
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
Actual
Actual
Budget
Budget
2013
2014
2015
2016
$ 676
$ 559
$ 3,000
$ 700
-
62
100
100
1,177
1,147
1,000
1,100
1,057
947
1,100
1,100
-
5,914
-
-
12,215
14,609
12,000
15,000
19,285
13,946
19,800
22,400
4,602
4,719
5,200
5,600
39,273
39,219
38,500
48,800
253,791
246,134
247,400
270,000
42,832
42,420
45,500
46,000
42,832
42,420
45,500
46,000
RESERVE FOR RENEWAL& REPLACEMENT
TOTAL CAPITAL
DEBT SERVICE
6491 INTEREST
6490 PRINCIPAL
TOTAL DEBT SERVICE
TOTAL CIVIC ARENA
59,600 120,200 120,200 116,800
59,600 120,200 120,200 116,800
67,311 147,007 132,400 127,500
-3.7%
36,172 1,451 - -
- 60,900 25,600 25,400
36,172 62,351 25,600 25,400
-0.8%
$ 1,000,314 $ 1,117,705 $ 1,033,400 $ 1,078,400
4.4%
6488 DEPRECIATION & AMORTIZATION EXPENSE $ 416,730 $ 429,406 $ 420,000 $ 413,500
TOTAL OPERATING
896,831
908,347
875,400
925,500
5.7%
CAPITAL OUTLAY
6630
OTHER IMPROVEMENTS
2,519
12,660
-
-
6640
MACHINERY/EQUIPMENT
-
11,892
-
-
6660
OFFICE FURNISHINGS & EQUIPMENT
5,192
2,255
1,400
1,700
6670
OTHER EQUIPMENT
-
-
1,200
9,000
6756
BUILDINGS & STRUCTURES
-
-
9,600
-
CAP I TAL O UTLAY
7,711
26,807
12,200
10,700
RESERVE FOR RENEWAL& REPLACEMENT
TOTAL CAPITAL
DEBT SERVICE
6491 INTEREST
6490 PRINCIPAL
TOTAL DEBT SERVICE
TOTAL CIVIC ARENA
59,600 120,200 120,200 116,800
59,600 120,200 120,200 116,800
67,311 147,007 132,400 127,500
-3.7%
36,172 1,451 - -
- 60,900 25,600 25,400
36,172 62,351 25,600 25,400
-0.8%
$ 1,000,314 $ 1,117,705 $ 1,033,400 $ 1,078,400
4.4%
6488 DEPRECIATION & AMORTIZATION EXPENSE $ 416,730 $ 429,406 $ 420,000 $ 413,500
42016 -s==
Proposed Budget Operating Budget
W Cft� of Eapn
Aquatic Facility - Cascade Bay
Responsible Manager: Mark Vaughan, Campus Facilities Manager
PURPOSE & DESCRIPTION
The purpose of the Aquatic Facility is to:
• Provide a positive environment for residents and guests of all
ages to gather.
• Encourage and help build a sense of community through a range
of recreational and social opportunities.
• Provide a high level of service accessibility and professionalism
to expand revenue options to ensure the viability of this resource to the community.
The Aquatic Facility is responsible for the following functions:
• Provide a wide variety of water -related recreational opportunities for members and non-members.
• Capture a high level of revenue to offset operational costs and expand the retained earnings capacity to
accommodate future growth and expansion.
• Protect the City's community investment by maintaining the integrity and value of the building and its
amenities.
• Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
• On an ongoing basis, analyze existing operations and research ways to expand the recreational
opportunities beyond the three-month pool season in order to maximize the capital investment.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Season passes sold
2,381
2,411
3,000
3,000
Total attendance
107,545
94,608
120,000
105,000
Group admissions
14,825
14,925
20,000
15,000
Days facility is open
91
89
89
89
Paid rounds of golf
5,523
5,770
5,000
5,000
Private rentals
7
7
9
7
2016 Proposed Budget Operating Budget
6a
City of Cap
Expenditure by Category
Parts and
Aquatic Facility — Cascade Bay
Responsible Manager: Juli Seydell Johnson, Director of
Parks & Recreation
Mark Vaughan, Campus Facilities Manager
HIGHLIGHTS & CHANGES
Overview: The 2016 Cascade Bay operating budget
request reflects a decrease of $900 or 0.1% from the 2015
budget. The total budget including capital is decreasing
$200 or 0.02%. Actuals for 2014 were lower than expected
largely due to poor weather conditions. The proposed
2016 budget is status quo for service and staffing levels.
Highlight/Change 1: There are less routine pool repairs expected in 2016.
Budget Impact: $9,000 decrease
Service Level Impact: None.
Highlight/Change 2: R&R projects are reviewed annually to make sure they are accurate and appropriately
scheduled. The R&R items to be replaced this year are listed below. Several items slated for this year were
previously scheduled for prior years, but the replacements were delayed due to the actual (good) condition of the
items.
Under Slides/structures - $178,000
• Deck Chairs - $ 48,558
• Guard Chair - $1,500
Financial Impact: All items have been funded through the Renewal and Replacement account for the Aquatic
Facility—Cascade Bay.
Service Level Impact: All R&R items are replacements of current equipment that will continue service at current
levels.
Supplies I
Personal
ji:..
_
8%
ServicesServices
&
59%
Other
Charges '
16% j
Capital
Outlay
Merch_ for
8%
Resale
8.4%
Aquatic Facility — Cascade Bay
Responsible Manager: Juli Seydell Johnson, Director of
Parks & Recreation
Mark Vaughan, Campus Facilities Manager
HIGHLIGHTS & CHANGES
Overview: The 2016 Cascade Bay operating budget
request reflects a decrease of $900 or 0.1% from the 2015
budget. The total budget including capital is decreasing
$200 or 0.02%. Actuals for 2014 were lower than expected
largely due to poor weather conditions. The proposed
2016 budget is status quo for service and staffing levels.
Highlight/Change 1: There are less routine pool repairs expected in 2016.
Budget Impact: $9,000 decrease
Service Level Impact: None.
Highlight/Change 2: R&R projects are reviewed annually to make sure they are accurate and appropriately
scheduled. The R&R items to be replaced this year are listed below. Several items slated for this year were
previously scheduled for prior years, but the replacements were delayed due to the actual (good) condition of the
items.
Under Slides/structures - $178,000
• Deck Chairs - $ 48,558
• Guard Chair - $1,500
Financial Impact: All items have been funded through the Renewal and Replacement account for the Aquatic
Facility—Cascade Bay.
Service Level Impact: All R&R items are replacements of current equipment that will continue service at current
levels.
2016 Proposed Budget Operating Budget
)OP City of Eap
Aquatic Facility - Cascade Bay
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
CASCADE BAY POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Campus Facilities Manager
0.33
0.33
0.33
0.33
686
Campus Facilities Operations Coordinator
1.00
1.00
1.00
1.00
2,080
Campus Facilities Maintenance Coordinator
0.50
0.50
0.50
0.50
1,040
Custodian
0.50
0.50
0.50
0.50
1,040
Clerical Technician
0.40
0.40
0.40
0.40
832
Total
2.73
2.73
2.73
2.73
5,678
Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below:
CIVIC ARENA POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Campus Facilities Manager
0.67
0.67
0.67
0.67
1,394
Campus Facilities Operations Coordinator
1.00
1.00
1.00
1.00
2,080
Campus Facilities Maintenance Coordinator
0.50
0.50
0.50
0.50
1,040
Custodian
0.50
0.50
0.50
0.50
1,040
Clerical Technician
0.20
0.20
0.20
0.20
416
Skating School Coordinator
1.00
1.00
1.00
0.80
1,664
Total
3.87
3.87
3.87
3.67
7,634
2016 WORK PLAN
Activity
Routine
1 Respond to public comments or requests via phoneor in person
2 Daily mainenance and cleaning of building and pool
3 Managethe building infrastructure to ensure efficient, safeand clean environment
4 Develop promotional materials for seasonal facility
5 Recruit,hire, train and supervise temporary and parttime employees
6 Provide work direction to ensure high level of customer service is maintained
7 Develop long range plans and strategies for expanded service
8 Manage staff scheduling and training to meetthe demands of the building
City of Eap 2016 Proposed Budget Operating Budget
Aquatic Facility - Cascade Bay
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
Acct REVENUES
4160 STATE PERA AlD
4304 OTHER REVENUE - NON TAX
4310/11 PARK PROGRAM REVENUE
4312/13 CONCESSION SALES
4314/15 MERCHANDISE SALES
4316/17 GROUP SALES
4318/19 DAILY ADMISSIONS
4320 MARKETING REVENUE (COKE)
4321 MEMBERSHIPS
4322/23 VENDING
4326/27 FACI LI TY RENTAL
4331 TRANSIT TAX EXEMPT REVENUE
4610 I NTEREST I NCOME
4822 OTHER REVENUE -cash short/over
SUBTOTAL
OTHER FUNDING SOURCES
TRANSFERIN
SUBTOTAL
TOTAL AQUATIC FACILITY REVENUES
REVENUE ESTIMATES
Actual
Actual
Budget
Budget
2013
2014
2015
2016
$ 404
$ 404
$ 400
$ 400
1,912
2,390
600
-
22,390
16,015
27,000
27,000
220,641
190,009
220,000
205,000
14,880
12,567
17,000
12,300
110,001
115,726
130,000
110,000
564,268
463,901
510,400
546,400
159
-
1,500
4,000
128,719
132,619
152,500
146,000
-
26
-
-
11,385
12,550
12,000
12,000
840
211
-
-
(3,739)
17,460
-
62
657
-
-
1,071,922
964,534
1,071,400
1,063,100
827,200
-
-
-
827,200
-
$ 1,899,122 $ 964,534 _L1,071,400 $ 1,063,100
-0.8%
EXPENDITURE SUMMARY
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
$ 569,753
$ 564,075
$ 618,800
$ 633,900
Parts and Supplies
67,648
66,240
84,400
82,300
Services and Other Charges
203,578
156,846
187,000
167,100
Merchandisefor Resale
100,372
96,042
90,000
96,000
Capital Outlay
73,859
74,249
91,200
91,900
Total
$ 1,015,210
$ 957,452
$ 1,071,400
$ 1,071,200
Replenish Operating Cas h
-
-
-
-
Depreciation Expense
$ 307,748
$ 308,960
$ 308,000
$ 351,500
3 x Citi o��a�:�n 2016 Proposed Budget Operating Budget
4
Aquatic Facility - Cascade Bay
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2013
2014
2015
2016
6110
SALARI ES AND WAGES -REGULAR
120,897
125,445
$ 162,900
$ 169,800
6112
SALARIES AND WAGES-OVERTI ME
327
-
-
-
6130
SALARIES AND WAGES -TEMPORARY
363,643
352,070
349,300
350,000
6142
PERA-COORDINATED
8,865
9,633
12,200
12,700
6144
FICA
36,069
35,535
39,200
39,800
6151
HEALTH INSURANCE
22,702
24,616
36,400
38,300
6152
LIFE INSURANCE
240
186
-
-
6154
DISABILITY - LONGTERM
442
350
-
-
6155
WORKERS COMPENSATION
16,566
16,240
18,800
23,300
6157
RETIREE INSURANCE FUNDING
2
-
-
-
TOTAL PERSONAL SERVICES
569,753
564,075
618,800
633,900
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
243
179
500
400
6211
OFFICE PRINTED MATERIAL/FORMS
464
774
700
700
6212
OFFICE SMALL EQUIPMENT
-
-
100
100
6215
REFERENCE MATERIALS
1,027
121
1,000
1,000
6220
OPERATING SUPPLIES -GENERAL
5,578
3,435
8,000
6,000
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
1,349
487
2,000
2,000
6223
BUI LDI NG/CLEANI NG SUPPLI ES
5,334
5,526
5,500
6,000
6224
CLOTHI NG/PERSONAL EQUI PMENT
1,733
4,559
5,000
5,000
6230
REPAIR/MAINTENANCESUPP-GENL
1,557
3,318
5,000
5,000
6231
MOBILE EQUIPMENT REPAIR PARTS
-
-
300
300
6232
SMALL EQUIPMENT REPAIR PARTS
608
80
500
500
6233
BUI LDI NG REPAI R SUPPLI ES
1,471
2,316
3,500
2,500
6235
FUEL, LUBRICANTS, ADDITIVES
-
-
100
-
6236
POOL REPAIR SUPPLIES
63
-
3,000
3,000
6240
SMALLTOOLS
-
129
300
300
6243
HEATING OIL, PROPANE AND OTHER FUELS
579
454
900
500
6244
CHEMICALS & CHEMICAL PRODUCTS
46,309
43,431
46,000
47,000
6257
SIGNS & STRIPING MATERIALS
691
781
2,000
2,000
6270
COMPUTER SOFTWARE
642
650
-
-
TOTAL PARTS & SUPPLIES
67,648
66,240
84,400
82,300
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES
7,302
820
6,000
1,000
6314
AUDITING
1,000
1,100
1,000
1,100
6315
FINANCIAL NON -AUDIT
525
60
-
100
6346
POSTAGE
3,031
2,796
3,000
3,000
6347
TELEPHONE SERVICE & LINE CHG
751
760
1,000
1,000
6353
PERSONAL AUTO/PARKING
90
18
200
200
6355
CELLULAR TELEPHONE SERVICE
627
858
1,500
1,500
6357
ADVERTISING/PUBLICITY/PROMOTION
7,402
166
3,500
4,000
6370
GENERAL PRINTING AND BINDING
658
184
1,200
1,200
6385
INSURANCE
29,500
29,500
29,500
29,500
-=
City
2016 Proposed Budget
�aoda
Operating Budget
a
Aquatic Facility - Cascade Bay
Responsible Managers: Juli Seydell
Johnson, Director of Parks & Recreation
Mark Vaughan, Campus Facilities
Manager
LINE ITEM DETAIL (CONT'D)
Actual
Actual
Budget
Budget
Acct
2013
2014
2015
2016
6405
ELECTRICITY
$ 43,104
$ 39,210
$ 46,000
$ 46,000
6410
NATURAL GAS SERVICE
30,627
42,429
33,000
35,000
6424
POOL REPAI R/ LABOR
23,079
4,100
15,000
6,000
6426
SMALL EQUI PMENT REPAI R LABOR
-
-
500
500
6427
BUILDING OPERATIONS REPAIR LABOR
573
694
600
600
6475
MISCELLANEOUS
-
-
100
100
6476
CONFERENCES AND SCHOOLS
615
229
700
700
6477
LOCAL MEEfING EXPENSES
5
152
100
100
6479
DUES AND SUBSCRIPTIONS
260
271
300
300
6480
LICENSES, PERMITS AND TAXES
1,349
1,674
1,600
1,200
6487
VISA/MC BANK CHARGES
14,383
14,043
15,000
15,000
6535
OTHER CONTRACTUAL SERVICES
25,116
5,063
12,000
6,000
6539
WASTE REMOVAL/SANITATION SERV
2,587
2,812
4,200
3,000
6563
LANDSCAPING
3,864
4,612
4,000
5,000
6569
MAINTENANCE CONTRACTS
7,130
5,295
7,000
5,000
OTHER SERVICES AND CHARGES
203,578
156,846
187,000
167,100
MERCHANDISE FOR RESALE
6855
MERCHANDISE FOR RESALE
100,372
96,042
90,000
96,000
MERCHANDISE FOR RESALE
100,372
96,042
90,000
96,000
TOTAL OPERATING
941,351
883,203
980,200
979,300
-0.1%
CAPITAL OUTLAY
6640
MACHINERY/EQUIPMENT
485
1,276
-
-
6660
OFFICE FURNISHINGS & EQUIPMENT
274
3,073
1,800
2,000
6670
OTHER EQUIPMENT
3,200
-
-
-
CAP ITALOUTLAY
3,959
4,349
1,800
2,000
RESERVE FOR RENEWAL& REPLACEMENT
69,900
69,900
89,400
89,900
69,900
69,900
89,400
89,900
TOTAL CAPITAL OUTLAY
73,859
74,249
91,200
91,900
0.8%
TOTAL AQUATIC FACILITY
$ 1,015,210
$ 957,452
$ 1,071,400
$ 1,071,200
-0.02%
REPLENISH OPERATING CASH
-
-
-
-
6488
DEPRECIATION & AMORTIZATION
$ 307,748
$ 308,960
$ 308,000
$ 351,500
4-uhh-
City of Eaoao
2016 Proposed Budget
Community Center
Responsible Managers: Juli Seydell Johnson, Director of Parks & Recreation
Marshall Grange, Community Center Manager
PURPOSE & DESCRIPTION
The purpose of the Community Center is to:
• Provide a positive environment for residents and guests of all
ages to gather.
• Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
• Promote health and wellness in the community.
• Maintain a high level of service, accessibility and
professionalism to expand revenue options to ensure the
viability of this resource to the community.
Operating Budget
The Community Center is responsible for the following functions:
• Facilitate a wide variety of programs and classes for members and non-members.
• Market and operate a wide range of meeting spaces and rental opportunities for the community.
• Capture a high level of revenues to best offset the operational costs of the building.
• Protect the City's community investment by maintaining the integrity and value of the building and its
amenities.
• Operate and maintain a quality fitness center and wellness programs.
• Provide space, programming and opportunities for all ages.
• Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Groups in the Blast
51
54
55
55
Birthday parties
312
321
325
325
Meeti ngs
1,132
1175
1,000
1,125
Open gym program participants (POG/$3open/BB & VB open)
17,614
14,757
15,000
15,000
Memberships -year round
1,675
1,711
1,750
1,750
Personal Training hours
1,263
978
1,400
1,100
Weddings
72
78
87
85
Average attendance in building per day
1,205
980
1,250
1,200
-R 2016 Proposed Budget Operating Budget
s. Cite of Eagan
Community Center
Responsible Managers: Juli Seydell Johnson,
Director of Parks & Recreation Marshall Grange,
Community Center Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Community Center
operating expenditure budget is up $83,100 or
5.2% over 2015. The budget reflects status quo
operations at the Community Center with
increased expenses due largely to rising utility
costs and routine increase in personnel along with an increase in hours from 30 to 40 for the Fitness Coordinator.
Highlight/Change 1: Utility costs were lowered in the 2015 budget based on actuals from 2012 and 2013. The
trend has changed and costs have risen. 2016 budget numbers have been raised based on actuals from 2014 and
YTD 2015.
Financial Impact: $21,800 increase to electricity, $12,900 increase to natural gas.
Service Level Impact: Continue to maintain a comfortable building for guests.
Highlight/Change 2: Oasis storage improvements and fitness equipment purchase. This will provide renovations to
storage area in Oasis and purchase of kettle bells or similar training equipment to allow space to be used for
additional specialty fitness classes.
Financial Impact: $7,000 increase (6670)
Service Level Impact: These improvements provide customer services based on needs expressed by current
members and will allow for additional fee-based small group training/fitness class options.
Highlight/Change 3: The Community Center is proposing an increase in the Fitness Coordinators hours from 30 to
40 hours per week, or the equivalence of 0.25 FTE.
Financial Impact: $16,100 increase (personal services)
Service Level Impact: Improve efficiencies and opportunities available to visitors.
Expenditure by Category
Personal
Services
,.
Parts and
64%
Supplies
Capital
\
3°f
Outlay
1.2%
a
Services &
Merch. for
Other
Resale
Charges
210
19%
Community Center
Responsible Managers: Juli Seydell Johnson,
Director of Parks & Recreation Marshall Grange,
Community Center Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 Community Center
operating expenditure budget is up $83,100 or
5.2% over 2015. The budget reflects status quo
operations at the Community Center with
increased expenses due largely to rising utility
costs and routine increase in personnel along with an increase in hours from 30 to 40 for the Fitness Coordinator.
Highlight/Change 1: Utility costs were lowered in the 2015 budget based on actuals from 2012 and 2013. The
trend has changed and costs have risen. 2016 budget numbers have been raised based on actuals from 2014 and
YTD 2015.
Financial Impact: $21,800 increase to electricity, $12,900 increase to natural gas.
Service Level Impact: Continue to maintain a comfortable building for guests.
Highlight/Change 2: Oasis storage improvements and fitness equipment purchase. This will provide renovations to
storage area in Oasis and purchase of kettle bells or similar training equipment to allow space to be used for
additional specialty fitness classes.
Financial Impact: $7,000 increase (6670)
Service Level Impact: These improvements provide customer services based on needs expressed by current
members and will allow for additional fee-based small group training/fitness class options.
Highlight/Change 3: The Community Center is proposing an increase in the Fitness Coordinators hours from 30 to
40 hours per week, or the equivalence of 0.25 FTE.
Financial Impact: $16,100 increase (personal services)
Service Level Impact: Improve efficiencies and opportunities available to visitors.
4 t- City of Eap 2016 Proposed Budget Operating Budget
Community Center
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Marshall Grange, Community Center Manager
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Community Center Manager
0
1
1
1
2,080
Manager on Duty (MOD)
2
2
0
0
-
Rental Coordinator
1
1
1
1
2,080
Government Buildings Engineer
1
1
1
1
2,080
Fitness & Operations Supervisor
1
0
0
0
-
Fitness Coordinator
0
0
0.75
1
2,080
Guest Servi ces Specialist
0
0
2.35
2.35
4,888
Training/Off iceSupport Specialist
0.75
0.75
0
0
-
Lead Custodian/Maintenance
1
1
1
1
2,080
Custodial
3
3
3
3
6,240
Total
9.75
9.75
10.10
10.35
21,528
2016 WORK PLAN
Activity
Routine
1 Respond to public comments or requests via phone or in person
2 Provide support to the day-to-day fitness center
3 Daily maintenance and cleaning of building
4 Provide support to the day-to-day concessions operation
5 Register participants in recreation programs, memberships or'daily admissions
6 Set up and change room configurations to accommodate multiple events
7 Develop promotional materials for specialized uses: Blast/Rentals/Fitness
8 Manage staff scheduling and training to meetthe demands of the building
9 Recruit, hire, train and supervise temporary and part-time employees
10 Provide work direction to ensure high level of customer service is maintained
11 Manage the building infrastructure to ensure efficient, safe and clean environment
12 Establish and manage fitness programs, classes and memberships
13 Coordinate the rentals of all available spaces within the building
14 Provide input and directions pertainingto policies, budget and general operation of ECC
15 Develop and manage capital improvements and long-range planning
16 Develop and manage policies & procedures that best meet the needs of the community
17 Coordinate outdoor events with indoor activities
2016 Proposed Budget Operating Budget
)I City o Evan
Community Center
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Marshall Grange, Community Center Manager
REVENUE SUMMARY
EXPENDITURE SUMMARY
Actual
Actual
Budget
Budget
Acct REVENUES
2013
2014
2015
2016
4304 PERSONALTRAINERS
$ 61,164
$ 49,386
$ 70,000
$ 55,000
4305/4306 EQUIPMENT RENTAL
22,558
25,130
30,000
25,000
4310/4311 PARK PROGRAM REVENUE
11,950
9,552
10,000
15,000
4312/4313 CONCESSION SALES
101,361
101,264
74,000
75,000
4314/4315 MERCHANDISE SALES
2,183
1,277
2,200
1,000
4316/4317 GROUP SALES
42,609
37,195
38,500
37,000
4318 DAILY ADMISSIONS
97,684
87,634
100,000
95,000
4320 MARKETING REVENUE (COKE)
527
245
500
-
4321 MEMBERSHIPS
613,756
632,223
650,000
660,000
4322/23 VENDING (VENDORS)
6,686
3,265
6,000
2,000
4324/25 ROOM RENTALS
274,998
297,406
320,000
350,000
4326/27 FACILITY RENTAL
615
1,474
1,000
1,200
4328 CONTRACT REVENUE
87,888
100,860
99,000
112,000
4621 ECVB RENT
14,118
14,555
14,000
14,000
4840 INTERNAL REVENUE
53,493
63,800
3,000
2,000
OTHER REVENUE
(7,481)
42,135
-
-
SUBTOTAL
1,384,109
1,467,401
1,418,200
1,444,200
OTHER FUNDING SOURCES
TRANSFER I N -ANTENNA LEASE REVENUE
363,945
284,710
354,500
459,300
SUBTOTAL
363,945
284,710
354,500
459,300
TOTAL REVENUES
$ 1,748,054
$ 1,752,111
$ 1,772,700
$ 1,903,500
7.4
EXPENDITURE SUMMARY
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
$ 1,118,975
$ 1,123,172
$ 1,169,400
$ 1,219,600
Parts and Supplies
64,769
55,022
56,700
57,500
Services and Other Charges
338,063
362,496
333,100
374,400
Merchandise for Resale
51,958
49,170
33,300
24,100
Capitol Outlay
186,060
174,159
180,200
227,900
Total
$ 1,759,825
$ 1,764,019
$ 1,772,700
$ 1,903,500
Depreciation Expense
$ 539,553
$ 531,108
$ 523,500
$ 485,500
Debt Servi ce
1,060,396
1,053,613
1,057,600
1,054,900
*P wh_2016 Proposed Budget Operating Budget
a City of Eap
Community Center
Responsible Manager: Juli Seydell Johnson, Director of Parks & Recreation
Marshall Grange, Community Center Manager
LINE ITEM DETAIL
Actual
Actual
Budget
Budget
Acct
PERSONAL SERVICES
2013
2014
2015
2016
6110
SALARIES AND WAGES -REGULAR
$ 509,420
$ 515,575
$ 563,100
$ 596,300
6112
OVERTIME -REGULAR
100
37
-
-
6130
SALARI ES AND WAGES -TEMPORARY
369,319
362,794
343,000
350,000
6131
OVERT[ ME -TEMPORARY
-
-
-
-
6142
PERA-COORDINATED
60,274
60,926
56,600
59,400
6144
FICA
63,676
63,196
69,300
72,400
6151
HEALTH INSURANCE
105,084
109,670
129,200
128,700
6152
LIFEINSURANCE
1,108
1,094
-
-
6154
DISABILITY - LONGTERM
1,984
1,964
-
-
6155
WORKERS COMPENSATION
7,920
7,916
8,200
12,800
6157
RETIREE INSURANCE FUNDING
90
-
-
-
TOTAL PERSONAL SERVICES
1,118,975
1,123,172
1,169,400
1,219,600
PARTS & SUPPLIES
6210
OFFICE SUPPLI ES
2,137
1,440
2,200
1,800
6211
OFFICE PRINTED MATERIAL/FORMS
1,196
1,359
1,100
1,400
6212
OFFICE SMALL EQUIPMENT
351
64
500
500
6220
OPERATING SUPPLIES -GENERAL
6,632
10,283
6,100
6,500
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
664
1,034
900
900
6223
BUILDING/CLEANING SUPPLIES
26,673
21,319
20,600
21,200
6224
CLOTHING/PERSONAL EQUIPMENT
1,572
188
2,400
2,000
6227
RECREATION EQUIPMENT SUPPLIES
4,574
3,297
3,600
3,600
6230
REPAIR/MAINTENANCESUPP-GENL
4,164
3,598
3,000
3,000
6232
SMALL EQUIPMENT REPAIR PARTS
2,611
5,268
3,700
4,000
6233
BUILDING REPAIR SUPPLIES
12,291
6,883
9,200
9,200
6240
SMALLTOOLS
281
213
500
500
6241
SHOP MATERIALS
272
239
600
600
6244
CHEMICALS & CHEMICAL PRODUCTS
1,297
(615)
1,400
1,400
6257
SIGNS & STRIPING MATERIAL
54
74
300
300
6270
COMPUTER SOFTWARE
-
378
600
600
TOTAL PARTS & SUPPLIES
64,769
55,022
56,700
57,500
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES
2,010
255
1,400
1,000
6314
AUDITING
2,200
2,200
2,200
2,200
6315
FINANCIAL NON -AUDIT
525
60
-
-
6346
POSTAGE
1,006
388
1,000
1,000
6347
TELEPHONE SERVICE & LINE CHG
3,599
3,946
3,700
4,000
6348
MATRIX SERVICE & REPAIR
-
-
500
-
6353
PERSONAL AUTO/PARKING
10
549
100
600
6355
CELLULAR TELEPHONE SERVICE
770
1,533
1,700
1,600
6357
GENERAL ADVERTISING
9,177
5,332
17,400
17,000
6370
GENERAL PRINTING AND BINDING
704
52
1,200
5,000
6385
INSURANCE
28,300
28,300
28,300
28,300
6405
ELECTRICITY
152,567
164,887
142,200
164,000
6410
NATURAL GAS SERVICE
44,698
59,556
42,100
55,000
APO% City
Eapan 2016 Proposed Budget
6630
Operating Budget
of
MACHINERY/EQUIPMENT
6650
FURNITURE & FIXTURES
6660
OFFICE FURNISHINGS & EQUIPMENT
6670
OTHER EQUIPMENT
Community Center
CAP I TAL OUTLAY
Responsible
Manager: Juli Seydell
Johnson, Director
of Parks & Recreation
6,800
7,000
Marshall
Grange,
Community Center Manager
16,400
158,000
158,000
158,000
LINE ITEM DETAIL (CONT'D)
202,200
179,400
Actual
Actual
Budget Budget
425
SERVICES & OTHER CHARGES (CONT'D)
2013
2014
2015 2016
6457
MACHINERY & EQUIPMENT -RENTAL
$ 224 $
-
$ - $ -
6475
MISCELLANEOUS
1,165
268
1,300 1,000
6476
CONFERENCES AND SCHOOLS
593
42
2,000 3,000
6477
LOCAL MEETING EXPENSES
166
-
2,000 1,000
6479
DUES AND SUBSCRIPTIONS
417
372
600 600
6480
LICENSES, PERMITS AND TAXES
1,541
2,793
1,700 2,000
6482
AWARDS, JUDGEMENTS, AND LOSSES
122
17,371
- -
6487
VISA BANK CHARGES
17,147
19,004
14,500 19,000
6535
OTHER CONTRACTUAL SERVICES
50,538
34,223
42,800 37,000
6539
WASTE REMOVAL/SANITATION SERV
7,718
8,298
10,100 8,500
6569
MAINTENANCE CONTRACTS
12,866
13,067
16,300 22,600
OTHER SERVICES AND CHARGES
338,063
362,496
333,100 374,400
6855
MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
TOTAL OPERATING
RESERVE FOR RENEWAL & REPLACEMENT
TOTAL CAPITAL
51,958 49,170 33,300 24,100
51,958 49,170 33,300 24,100
1,5 73,765 1,589,860 1,592,500 1,675,600
5.2%
-
CAPITAL OUTLAY
6630
OTHER IMPROVEMENTS
6640
MACHINERY/EQUIPMENT
6650
FURNITURE & FIXTURES
6660
OFFICE FURNISHINGS & EQUIPMENT
6670
OTHER EQUIPMENT
2,229
CAP I TAL OUTLAY
RESERVE FOR RENEWAL & REPLACEMENT
TOTAL CAPITAL
51,958 49,170 33,300 24,100
51,958 49,170 33,300 24,100
1,5 73,765 1,589,860 1,592,500 1,675,600
5.2%
-
-
-
1,600
14,057
4,387
3,600
2,800
3,304
-
8,500
1,000
2,229
1,664
3,300
4,000
8,470
10,108
6,800
7,000
28,060
16,159
22,200
16,400
158,000
158,000
158,000
211,500
186,060 174,159 180,200 227,900
26.5%
TOTAL COMMUNITY CENTER
$ 1,759,825
$ 1,764,019
$ 1,772,700
$ 1,903,500
7.4%
DEBT SERVICE
6490
PRINCIPAL
830,000
840,000
855,000
875,000
6491
INTEREST
229,971
213,188
202,200
179,400
6492
PAYING AGENT/BOND DESTRUCTION
425
425
400
500
TOTAL DEBT SERVICE
1,060,396
1,053,613
1,057,600
1,054,900
6488
DEPRECIATION & AMORTIZATION
$ 539,553
$ 531,108
$ 523,500
$ 485,500
s;.City 0) Ea0811 2016 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator
Dan Cook, IT Manager
PURPOSE & DESCRIPTION
i
The purpose of the AccessEagan — (Fiber Infrastructure) operation is A
to: • A
• CCESsEAGAN
Respond to the City Council's goal of implementing leading
technologies to support the evolving "infostructure" needs of
Eagan's business community.
• Support current and future needs of large and small Eagan businesses with a wide range of bandwidth
options for business, commercial and institutional use through a high performance carrier class network.
• Offer wholesale lit fiber open to any provider wishing to lease AccessEagan capacity to reach and serve
Eagan businesses. (The City does not offer retail services.)
• Ensure access in crowded rights of way to multiple carriers providing competitive services, and create
additional security and redundancy to Eagan's fiber infrastructure.
• The additional purpose of the Fiber Infrastructure fund is to keep track of all fiber and broadband
planning investments in one place.
The AccessEagan operation is responsible for the following functions:
• Provide secure network bandwidth to carriers and providers for resale
• Ensure and monitor on-going network operations
• Continued analysis of existing operation for growth and other service opportunities
• Provide all network equipment end-to-end, including customer premises equipment
PERFORMANCE INDICATORS
Performance indicators will be developed once AccessEagan is operational.
City of Cagan
49_��
2016 Proposed Budget
Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of
Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
HIGHLIGHTS & CHANGES
Overview: The proposed 2016 AccessEagan budget
will decrease by $103,700 (-18.4%) from the previous
year's approved budget. The actual expenses year-to-
date are $324,000 of the approved $564,900 2015
budget, with the construction costs to build into
DataBank making up about $146,000 of the total
expenses. Financial projections show that AccessEagan operations will run at a deficit for the next several years,
but it anticipates covering operating expenses by 2020. Operational costs include equipment and maintenance
costs, marketing expenses, after hours support, fiber locates, and some legal and engineering support. While the
vast majority of the expenses in the AccessEagan/Fiber Infrastructure Fund are for the open access network, it
should be noted that the fund also accounts for inter -agency fiber lease arrangements and revenues. The City also
receives revenue from separate conduit -only lease arrangements. AccessEagan has gained new customers with its
lit services as well as secured some dark fiber services and new conduit leases throughout 2015. Total new
revenues from these services will be approximately $32,000 by year end. Listed below are some of the highlights
and/or changes to the budget from the previous year.
Highlight / Change 1: The budget includes $13,750 to fund the Dakota County Broadband Study Systems Plan.
The CDA, County and Cities are putting together resources to evaluate a County -wide institutional network (INET)
with the possibility of expanding it to a commercial network (CNET). Research is being done to evaluate
everyone's resources and what it would take to interconnect this network. The funding will be used towards an
Engineering Systems Plan and an Administrative Systems Plan. Based off this information, each entity should then
be able to make an educated decision as to whether they would like to enter into a County -wide JPA.
Financial Impact: $13,750 increase - Professional Services — (6310)
Service Level Impact: By partnering with the County in this Broadband Study, it offers more opportunities for
building a County fiber ring to provide lower cost INET connections, increase customer base for CNET purposes by
expanding AccessEagan's reach from within the City limits to extend to surrounding Dakota County cities.
Highlight / Change 2: The 2015 Access Eagan budget, included a one-time colocation installation charge used to
move fiber from Fire Station 2 to the DataBank facility. DataBank currently has nine service providers with
commitments to bring resources into the shared Meet -Me -Rooms (MMR) in 2015. By moving facilities to this Data
Center, it significantly increases AccessEagan's reach to new customer and service providers.
Financial Impact: $100,000 decrease
Service Level Impact: N/A
Highlight / Change 3: In the Other Equipment section (6670), AccessEagan is budgeting $32,000 for two switches.
The existing Cisco 7609 is expensive to maintain and doesn't offer an affordable upgrade path for other line cards.
By purchasing these two new switches, AccessEagan will be able to offer increased circuit speeds and more
capacity. In addition, the cost of yearly ongoing equipment maintenance will decrease.
Financial Impact: $32,000 increase or less depending upon the trade-in value of existing switch
Service Level Impact: The network will be able to expand service providers and/or customers up to twenty-four
10GB connections or four 40GB connections with these two stackable switches. Some service providers have
either had to ask for an additional port and use more fiber connections or oversubscribe their network
connections.
Continued on next page
>- :g% 2016 Proposed Budget Operating Budget
City of EaPH
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
HIGHLIGHTS & CHANGES (CONT'D)
Highlight / Change 4: AccessEagan has increased drop costs from the City's backbone to the customer premise by
$30,000 from the 2015 budget (6756—Construction Project). This strategy worked well in 2015 and service
providers have commented on its effectiveness. In order to increase the number of customers on the network,
build -in incentives to the customer premise is a strategy anticipated to continue in 2016.
Financial Impact: $30,000 increase, however this cost of build -in will be recuperated over the life of new service
contracts.
Service Level Impact: The incentive provides a significant advantage to bring customers onto the network.
Highlight / Change 5: In the Fiber Lease – Service Providers section, AccessEagan is projecting revenue from new
sales in 2016 of $46,000. Based off of some new developments in town with the CSM development ramping up
into 2016, the DataBank Data Center in town, and new and continued efforts from our service providers, we are
anticipating generating new customers along the route. In addition, there are some exciting new opportunities
with Dakota County partnerships and JPA's that offer the potential for new customers in the southwest corner of
Eagan. Financial Impact: $46,000 increase
Service Level Impact: N/A
POSITION INVENTORY
Personnel 2013 2014 2015 2016 Hours
IT Network Security Supervisor 0 0 1 1 2,080
Total 0.00 0.00 1.00 1.00 2,080
2016 WORK PLAN
Activity
Routine
1 Develop AccessEagan policies and procedures for Operational Guide
2 Establish AccessEagan Goals, Objectives, Standards and Controls
3 Build Relationships with Service Providers, Carriers, Data Centers and Eagan Businesses
4 Establish various Agreements with Service Providers to make operations flow seemlessly
5 Hire appropriate staff to be determined by network growth
6 Document all variances from original build outto ensure reliability and scalability
7 Update City Council on AccessEagan progress quarterly
8 Coordinate support issues with all vendors (MP Nexlevel, LOGIS, Design Nine)
9 Coordinatewith internal departments to make operations flow smoothly
10 Maintain all equipment documentation for new installations of customers on the network
2016 Proposed Budget Operating Budget
, City of Wan
Acct REVENUES
4140 STATE GRANTS
4615 CHANGE IN FAIR VALUE
4622 EQUI PMENT RENT
4686 FIBER LEASE -SERVICE PROVIDERS
4687 FIBER LEASE - OTHER
4822 OTHER REFUNDS AND REIMBURSEMENTS
TOTAL ACCESSEAGAN/FIBER REVENUE
txpenaiture
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Construction Projects
Total
Depreciation Expense
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller,
Assistant City Administrator;
Dan Cook, IT Manager
REVENUE SUMMARY
Actual
Actual
Budget Budget
2013
2014
2015 2016
(1,050)
-
7,639
10,146
- -
-
2,457
103,500 76,100
641
5,015
8,000 24,000
$ 7,230
$ 17,619'
$ 111,500 $ 100,100
EXPENDITURE SUMMARY
Actual
Actual
Budget Budget
2013
2014
2015 2016
$ - $
3,811
$ 123,300 $ 122,200
-
144
4,700 5,700
77,693
78,611
162,900 149,800
2,568
4,060
64,000 43,500
543
3,230
210,000 140,000
$ 80,803 $
89,856
$ 564,900 $ 461,200
$ 117,781 $
124,790
$ 125,000 $ 125,000
CONSTRUCTION Drop Costs
Relocations
TOTAL
CAPITAL PURCHASES
$ 100,000
40,000
$ 140,000
��� pity ofEagn 2016 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
LINE ITEM DETAIL
Non -personnel increase: -23.2%
6488 DEPRECIATION & AMORTIZATION $ 117,781 $ 124,790 $ 125,000 $ 125,000
Actual
Actual
Budget
Budget
Acct PERSONAL SERVICES
2013
2014
2015
2016
6110 SALARIES AND WAGES -REGULAR
$
$ 3,289
$ 93,100
$ 91,500
6142 PERA-COORDINATED
247
7,000
7,100
6144 FICA
252
7,100
7,000
6151 HEALTH INSURANCE
-
15,500
16,000
6155 WORKERS COMPENSATION
23
600
600
TOTAL PERSONAL SERVICES
3,811
123,300
122,200
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
44
-
-
6220 OPERATINGSUPPLIES- GENERAL
100
4,700
5,700
PARTS & SUPPLIES
144
4,700
5,700
SERVICES& OTHER CHARGES
6310 PROFESSIONAL SERVICES - GENERAL
27,262
11,983
43,300
36,400
6311 LEGAL
5,173
324
15,600
8,000
6312 ENGINEERING
-
-
17,500
10,000
6314 AUDITING
100
50
500
500
6346 POSTAGE
154
-
500
1,500
6350 LOGIS IT SERVICES
858
11,382
16,500
16,500
6355 CELLULAR TELEPHONE SERVICE
-
-
800
800
6370 GENERAL PRI NI NG AND BINDING
1,204
-
-
6456 BUILDING RENTAL
-
15,000
8,000
6475 MISCELLANEOUS
-
-
-
6476 CONFERENCES/MEETINGS/TRAINING
79
-
200
2,600
6569 OTHER CONTRACTUAL SERVICES
42,862
54,872
53,000
65,500
SERVICES & OTHER CHARGES
77,693
78,611
162,900
149,800
TOTAL OPERATING
77,693
82,566
290,900
277,700
-2.3
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS & EQUIPMENT
640
4,060
2,500
-
6670 OTHER EQUIPMENT
1,928
-
61,500
43,500
CAPITALOUTLAY
2,568
4,060
64,000
43,500
CONSTRUCTION PROJECTS
6710 PROJECT- CONTRACT
543
2,540
100,000
-
6756 BUILDING &STRUCTURES
-
690
110,000
140,000
CONTRUCTION PROJECTS
543
3,230
210,000
140,000
TOTAL CAPITAL
3,111
7,290
274,000
183,500
-16.0
TOTAL FIBER INFRASTRUCTURE
$ 80,803
$ 89,856
$ 564,900
$ 461,200
-18.4
Non -personnel increase: -23.2%
6488 DEPRECIATION & AMORTIZATION $ 117,781 $ 124,790 $ 125,000 $ 125,000
Aft
" 747P
City of Evan 2016 Proposed Budget Operating Budget
E -TV (197 )
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
Eagan Television (E -TV) creates public, educational, and government cable TV
programming through a partnership of volunteers and professional staff. E -TV also
provides television production equipment facilities, and channel time to televise locally -
produced programming. It is cable programming by the community, for the community.
PERFORMANCE INDICATORS
2013
2014
2015
2016
Description
Actual
Actual
Estimate
Target
Monthly Staff Program Production
18
20
24
24
Monthly Access Show Production
23
24
30
30
New Volunteers
134
180
200
200
Outside Revenue
$27,790
$47,613
® $40,000
$40,000
Opportunities For Youth 12-18
106
150
140
150
4T*
City of EOPH 2016 Proposed Budget Operating Budget
Personal
Services
67%
Capital
Outlay
4%
Expenditure by Category
operational budget would be -9.0%.
and
ies
s
er
s
24%
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
HIGHLIGHTS & CHANGES
Overview: The Eagan Television (E -TV) overall total budget shows a
decrease of 0.6% or $3,500 with the operational budget decreasing
$4,900 or 0.9%. This despite the extraordinary costs for cable
franchise negotiations experienced every 10 years and the need for
new franchise enforcement protocols, with potentially more than
one franchisee. Without the extra $50,000 + in legal fees, the
The E -TV budget is funded by non -taxpayer dollars. The sources of funding are franchise fees currently paid by Comcast
and a small fee on local subscriber bills which supports capital equipment for Public, Educational and Governmental (PEG)
public access facilities.
Highlight/Change 1: Professional services are returning to 2013-14 levels after an unusually low year in 2015. Most notably
the increase is driven by a $5,000 continuation of work with our Community Needs Analysis consultant who previously
heard Eagan resident concerns over cable customer service, developed new proposed standards, and following completion
of franchise negotiations will be expected to help us develop and implement the back -end systems to enforce the new
standards once adopted.
Financial Impact: $4,400 increase (6310)
Service Level Impact: The additional & concluding body of work on customer service standards will allow staff to better
track and monitor any new franchise, benefitting Eagan residents who asked for improvements, and fulfilling the Council's
expressed desire to concentrate in this area.
Highlight/Change 2: Conference and Schools are up $2,400 primarily because with the coming HD conversion it is advisable
that the E -TV Studio Supervisor attend the NAB convention where the most extensive display of broadcast equipment is
available for viewing from a variety of vendors.
Financial Impact: $2,400 increase (6476)
Service Level Impact: Will create a more informed choice on the necessary equipment for the HD Conversion.
m City of Ep 2016 Proposed Budget Operating Budget
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
EXPENDITURE SUMMARY
POSITION INVENTORY
Personnel
Actual
Actual
Budget
Budget
Expenditure
2013
2014
2015
2016
Personal Services
$ 369,136
$ 377,745
$ 388,900
$ 397,400
Parts and Supplies
24,043
20,890
30,100
31,100
Services and Other Charges
124,583
131,892
155,500
141,100
Capital Outlay
188,373
98,203
22,600
24,000
Total
$ 706,134
$ 628,730
$ 597,100
$ 593,600
POSITION INVENTORY
Personnel
2013
2014
2015
2016
Hours
Studio Supervisor
1
1
1
1
2,080
Client Services Coordinator
1
1
1
1
2,080
Govt Programming Coordinator
1
1
1
1
2,080
Field Coordinator/Video Specialist
0
0
0
0
0
Vi deogra pher/Editor
1
1
1
1
2,080
Total
4
4
4
4
8,320
WORK PLAN 2016
Activit
Routine
1 Supervision of PEG channels for Eagan
2 Provide and maintain public access facilities
3 Providetraining for PAfacility and equipment
4 Facilitate, organize and executethe playback of all sponsored PAshows
5 Provide coverage of community events
6 Provide coverage of all Eagan government meetings
7 Provide video production services to City of Eagan departments
8 Provide video production services to revenue generating clients
9 Assist Comcast customers with complaints
10 Provide video production services to Thomson Reuters in exchange for rent
City of Ep 2016 Proposed Budget Operating Budget
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
REVENUE SUMMARY
CAPITAL PURCHASES
Fund Source
CIP(PEG) Studi o/Control Room UpGrade $ 14,100
CIP(PEG) Master Control HD UpGrade 135,100
Total $ 149,200
Actual
Actual
Budget
Budget
Revenue
2013
2014
2015
2016
4689
PEG fees (total)
$ 371,671
$ 368,677
$ 375,000
$ 375,000
Less: PEG fees used for current year CIP - E -TV
-
-
(55,600)
(14,100)
PEG fees used for Master Control Upgrade to HD
(135,100)
PEG fees used (available) for future cap. exp.
-
-
(157,100)
(32,500)
Net PEG fees used for E -TV operations
371,671
368,677
162,300
193,300
4690
City contribution -from Cable Franchise Fees fund
371,288
381,857
394,800
360,300
4695
E-TVdubbing
1,438
1,671
3,000
3,000
4699
Class fees
12,335
11,665
15,000
15,000
4696
Dub/Rental/Paid production
-
-
-
-
4697
E -TV paid production
15,840
25,637
19,500
20,000
XXXX
Other Revenue
(1,823)
8,640
2,500
2,000
Total Operating Revenues
770,749
798,147
597,100
593,600
-0.59
CAPITAL PURCHASES
Fund Source
CIP(PEG) Studi o/Control Room UpGrade $ 14,100
CIP(PEG) Master Control HD UpGrade 135,100
Total $ 149,200
AMb-
4T'
City Of E8jan 2016 Proposed Budget Operating Budget
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
2013
2014
2015
2016
Actual
Actual
Budget
Budget
6110
SALARIES AND WAGES -REGULAR
265,317
271,029
273,500
279,600
6112
OVERTIME - REGULAR
3,641
3,804
3,000
3,000
6130
SALARIES AND WAGES -TEMPORARY
19,160
16,540
20,000
20,000
6142
PERA-COORDINATED
20,200
20,835
22,200
22,700
6144
FICA
20,845
21,278
22,700
23,200
6151
HEALTH INSURANCE/VEBA
37,476
41,735
45,500
47,600
6155
WORKERS COMPENSATION
2,497
2,524
2,000
1,300
PERSONAL SERVICES
369,136
377,745
388,900
397,400
6210
OFFICE SUPPLIES
562
349
500
900
6212
OFFICE SMALL EQUIPMENT
255
305
500
300
6215
REFERENCE MATERIALS
160
-
500
300
6220
OPERATING SUPPLIES - GENERAL
6,181
7,843
9,300
9,500
6224
CLOTHING/PERSONAL EQUIPMENT
-
154
1,000
1,500
6231
MOBILE EQUIPMENT REPAI R - PARTS
1,313
348
2,000
2,000
6232
SMALL EQUIPMENT REPAIR - PARTS
2,831
2,485
2,000
2,000
6235
FUEL, LUBRICANTS, ADDITIVES
1,369
1,407
2,000
2,000
6270
COMPUTER SOFTWARE
11,372
7,999
12,300
12,600
PARTS & SUPPLIES
24,043
20,890
30,100
31,100
6310
PROFESSIONAL SERVICES -GENERAL
7,962
4,195
2,500
6,900
6311
LEGAL
20,558
43,035
77,500
60,000
6313
PLANNING
37,412
25,555
-
-
6314
AUDITING
100
100
6323
TESTING SERVICES
-
637
-
-
6346
POSTAGE
130
92
500
500
6347
TELEPHONE SERVICE & LINE CHARGES
-
-
100
100
6353
PERSONAL AUTO/PARKING
-
85
100
100
6355
CELLULAR TELEPHONE SERVICE
1,784
2,440
4,200
4,200
6357
GENERAL ADVERTISI NG
1,100
-
2,800
2,500
6370
GENERAL PRINTING AND BINDING
166
379
3,700
800
6385
INSURANCE
7,400
7,400
7,400
7,400
6405
ELECTRICITY
12,000
12,000
12,000
12,000
6425
MOBI LE EQUIPMENT REPAI R - LABOR
-
497
1,500
1,500
6426
SMALL EQUIPMENT REPAIR - LABOR
325
-
4,000
3,500
6457
MACHINERY & EQUIPMENT RENTAL
-
-
200
200
6475
MISCELLANEOUS
5,146
4,627
5,000
5,000
6476
CONFERENCES AND SCHOOLS
3,258
3,396
4,600
7,000
6477
LOCAL MEETING EXPENSES
388
716
200
200
6479
DUES AND SUBSCRIPTIONS
3,093
2,809
3,600
3,600
6480
LICENSES, PERMITS AND TAXES
-
16
-
-
6569
MAINTENANCE CONTRACTS
23,761
23,913
25,600
25,600
OTHER SERVICES AND CHARGES
124,583
131,892
155,500
141,100
TOTAL OPERATING
517,761
530,527
574,500
569,600
-0.9
6640
MACHINERY/EQUIPMENT
87,823
94,521
15,000
15,600
6660
OFFICE FURNISHINGS/EQUIPMENT
160
570
1,600
2,400
6670
OTHER EQUIPMENT
95,252
-
-
-
6680
MOBILE EQUIPMENT
5,138
3,112
6,000
6,000
TOTAL CAPITAL
188,373
98,203
22,600
24,000
6.2
TOTAL E -TV
706,134
628,730
597,100
593,600
-0.6