11/21/1996 - City Council SpecialAGENDA
SPECIAL CITY COUNCIL MEETING
Thursday
November 21, 1996
5:00 p.m.
I. ROLL CALL & ADOPTION OF AGENDA
II. VISITORS TO BE HEARD
III. RESPONSE TO QUESTIONS
RE: THE PROPOSED 1997 GENERAL FUND ?,, ' I " 95
IV. PROPOSED FIVE YEAR C.I.P. (1997-2001)
PART I (FIRE ADMINISTRATION), fa$-ts
PART II NEW & REPLACEMENT VEHICLES AND
PART III PARKS
CHER BUSINESS
)JOLIZNMENT
MEMO
city of eagan
TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: NOVEMBER 16, 1996
SUBJECT: RESPONSE TO QUESTIONS RE: PROPOSED
1997 GENERAL FUND BUDGET
Several requests for additional information were made by the City Council during the
review and adoption of the preliminary 1997 General Fund Budget. Staff has researched
each of the items and is providing the following material in response to those requests.
GIS/Dakota County Economic Development Partnership,LOGIS
Enclosed on pages through is a summary memo written by Assistant to the
City Administrator Hohenstein with an attached memo from MIS Coordinator Peterson
which covers this issue. The memos provide historical cost and cost avoidance, along with
an explanation of the relationships of GIS implementation and use. These relationships
include Dakota County, the Dakota County Economic Development Partnership, LOGIS
and various City departments.
Itemization of the Ci 's Training Budget
A question was raised about the amount of training dollars proposed specifically for
computer related activities such as networking, e-mail and the Internet. Administrative
Intern Davis researched the departmental budgets and compiled the following information.
The training budgets were broken down into MIS which is computer related, recertification
for specific areas of expertise such as law enforcement, and other which covers more
generic training and conferences and seminars. The breakdown is as follows:
Department
MIS
Recertification
Other
Total
Mayor/Council
$ 0
$ 0
$10,000
$10,000
Administration
600
0
9,900
10,500
MIS
2,000
0
0
2,000
Finance
2,000
0
4,200
6,200
Community Development
9,600
1,500
9,000
21,000
Police
1,000
21,700
38,400
61,100
Fire
0
4,200
242,100
28,300
Engineering
3,800
0
2,700
6,500
Streets
0
0
4,800
4,800
Central Services
1,800
0
1,200
3,000
Parks & Recreation
0
0
7,000
7,000
Forestry
0
200
600
800
Building Maintenance
_0
200
800
1.000
Total General Fund
20,800
27,800
113,600
162,200
Water
0
1,200
2,100
3,300
Sewer
0
1,000
900
1,900
Storm Drainage
0
0
2000
2.000
Total Public Utilities Fund 0
2,200
5,000
7,200
Civic Arena Fund
0
_0
1.000
1.000
Grand Totals
2
3 000
$119,600
$170,400
Only the travel, conferences and schools line -item has been included in this bnalysis.
Certain training and recertification expenditures for local meetings may be included in other
line -items. Those totals would not make a material difference, however.
The General Fund training budget of $162,200 represents 1.0% of the total budget of
$15,952,100.
Clothing Allowances/Uniforms
At the September workshop, questions were raised about whether the City should
purchase uniforms for certain employees. There was also discussion about making
uniforms the responsibility of employees. Enclosed on pages 15 through 16 is a
copy of information prepared by Assistant to the City Administrator Duffy covering current
policy. The City Administrator has not begun any steps to change the existing policy. If
the City Council would like to require uniforms as an employee responsibility not funded
by the City, that direction should be provided.
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Clerical Staff Support
During the general discussion about MIS, computers and technology, a desire was
expressed to utilize technology enhancements to offset increases to clerical staff support.
This desire is consistent with City policy of reviewing all vacant positions and of not staffing
with regular employees to meet peak work load requirements. Interns, both in professional
areas and in clerical with high school students, help meet this objective, for example. To
help put this issue in perspective, Assistant to the City Administrator Duffy has prepared
a breakdown of clerical support positions in the City enclosed on pages_ through
City Take Home Vehicles
In budget discussions, Councilmember Wachter raised the question of how many City
owned vehicles are taken home by City employees. Assistant to the City Administrator
Duffy researched the question and prepared the memo enclosed on pages ,ID through
21 -
In addition to these issues related directly to the General Fund Budget, three other
questions were raised.
What was the actual cost of thLpolice mechanical,sygtern and was it over designed?
Assistant to the City Administrator Hohenstein has prepared a memo, enclosed on page
4 , which addresses the system design. The memo obviously does not address
engineering detail and design specifications which would take additional outside
consultants at an additional cost. Staff also has not analyzed the specific cost of the
system at this time. If the City Council would like either of these additional steps
undertaken, please advise the City Administrator.
What is the actual cost for MVTA ridership; in other wQrr ow does the Rroperty
tax levy relate to actual ridership?
With the preliminary budget and levy action of September 12, 1996, $1,738,193 was
certified to Dakota County as the 1997 payable transit levy. This action reflected the
change from the Met Council levy to individual city levies for opt -out transit providers. The
MVTA fact sheet distributed with the November 8 Informative packet explained the
mechanics of and rationale for this change. The City Council at the earlier meeting
expressed an interest in having information comparing the levy to ridership in the City of
Eagan.
Beverly Miller, Executive Director of the MVTA, was asked to provide this information. The
MVTA response is enclosed on page �2S . The City Council might want to consider the
ridership cost issue in more detail at a special meeting. If that is the desire of the City
Council, the City Administrator will be happy to arrange the meeting.
How will traffic signal preemption be funded, what are the alternatives?
At the special meeting held on August 20, 1996, authorization was given to proceed with
preparation of plans and specs for a signal preemption system in the City. The estimated
cost of the project was noted to be $465,000. Staff was also directed to provide a funding
scenario for consideration at a future City Council meeting.
The City Administrator and Director of Finance have reviewed the following potential
sources:
1. Community Investment Fund
2. Equipment Certificates
3. Major Street Fund
4. Bond Referendum
5. General Fund (Fund Balance)
6. Municipal State Aid (MSAS) Account
As a result of that review, equipment certificates, a bond referendum and MSAS are all
removed from further consideration for recommendation. The defined purpose of
equipment certificates, the immediate impact on the ad valorem tax levy and the desire to
reduce their utilization have all led staff to eliminate them from further consideration. A
bond referendum is probably not a viable alternative unless it were to be combined with
some other public safety referendum. Since none is contemplated, that choice is also
eliminated as a potential recommendation. Because of the relationship between WAS
and the Major Street Fund, MSAS is also eliminated to simplify the process. If road or
street related funds are the most desirable, direct payment from the Major Street Fund
would be more appropriate.
The elimination of those three potential sources leaves the Community Investment Fund,
the Major Street Fund and the General Fund (Fund Balance) for further consideration. Any
one of the three or any combination of the three would be completely reasonable.
Consideration of those funds individually is as follows.
Expenditures from this fund have been limited to infrastructure improvements with
community wide benefit. These projects, for example the Police Facility, City Hall
remodeling and the Civic Arena, have been highly visible and one-time capital
improvements. Contemplated expenditures for fire related needs are similar type projects.
Signal preemption is certainly a project that enhances the City's infrastructure and will be
of community wide benefit; therefore, it is consistent with previous projects from that
standpoint. However, it is probably not a project that will maintain high visibility over a long
period of time as it is taken for granted and not real visible to citizens from day to day.
Dollars are available in the fund if the City Council feels this is the best choice.
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Major Street Fund
With this project so directly related to streets and highways, this is probably the most
obvious funding source. The fund currently pays for the City's share of signal lights and
signal preemption is an obvious extension to that system. Unfortunately, the fund is also
subject to a great deal of uncertainty with the Country Joe lawsuit, the continuing difficulty
in assessing street improvements and ongoing and increasing renewal and replacement
requirements. Again, dollars are available if the City Council feels this is the best choice.
General Fund (Fund Balance)
The City has been committed to maintaining 30-35 percent of the next year's operating
expenditures budget as a fund balance. This balance is appropriate to provide working
capital and to provide a cash reserve for unanticipated emergency type needs. The
unreserved fund balance at December 31, 1995 was $5,414,248 or 35.9% of the approved
1996 operating expenditure budget. If the 1997 preliminary operating budget is approved
at $15,952,100, the required fund balance at 30% would be $4,785,630; at 35%, the
required fund balance would be $5,583,235. A reduction of $465,000 from the December
31, 1995 balance of $5,414,248 would leave the balance at $4,949,248 or 31% of the
preliminary 1997 operating budget. This analysis has obviously not included 1996
operations which we expect to produce favorable results of revenues over expenditures.
The conclusion is also that the money could be taken from the General Fund (Fund
Balance) if desired. This type of expenditure would be consistent with the money that has
been set aside for a City-wide radio improvement project. Again, both projects have
community -wide benefit, they are not bricks and mortar type improvements and will not be
real obvious to citizens in the longer time frame.
Staff Recommendation
Certainly, financing signal preemption from any one of these funds is appropriate. The
Council might give consideration to an equal one-third funding distribution from each fund,
which amounts to a $155,000 allocation each from the Community Investment Fund, Major
Street Fund and General Fund. Another approach is to divide the funding equally from two
of these funding sources. Using this example, an equal appropriation from the Major Street
Fund and General Fund Balance of approximately $232,000 could be given consideration.
C\\4�A
City Administrator
Attachments
TLH/vmd
5
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN
DATE: NOVEMBER 14, 1996
SUBJECT: GIS/DAKOTA COUNTY PARTNERSHIP INFORMATION
MEMO
This is in follow up to the additional questions you raised with respect to MIS Coordinator
Peterson's memo on the topic above.
CONTRIBUTIONSTO DAKOTA COUNTY ECONOMIC DEVELOPMENT PARTNERSHIP
Eagan's annual Partnership dues are approximately $6,100 and the Partnership's fiscal
year overlaps the City's calendar year. In 1994/95 the City paid dues $6,100 and
reduced the contribution to $2,000 in 1995/96. The current budget anticipates that the
City will pay $2,000 for 1996/97. The dues payable over the three years would have
totaled $18,300 of which we will have paid $10,100.
VALUE OF ITEMS RECEIVED FROM PARTNERSHIP
As outlined in more detail in Kristi's memo, the City received $5,000 from the Innovation
and Cooperation Grant through the Partnership for hardware purchases. In addition, the
City avoided the following costs:
Zoning and Comprehensive Guide Information Layers
and Map Layouts
$7,500
Updates of Building Footprints since Basemap Preparation
1,000
Set up and Conversion of County Data to City System
1,500
Staff Training to Date
2,000
Staff Training to be Provided
2.000
SUBTOTAL
$14,000
Hardware Grant
5.000
TOTAL
$19,000
INTANGIBLE CONSEQUENCQES OF PARTNERSHIP
From a staff perspective the most significant consequence of the Partnership's GIS
activities is the most difficult to assign a dollar value. The Partnership brought about a
coordination between cities for software and user group support which permitted the cities
and County to share data and solutions to problems. Dakota County was willing to share
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its data with cities without the Partnership, but its format was not consistent with the
cities' and required each city to pay the costs of conversion and reformatting. In addition,
the County's base information did not include the Zoning and Comprehensive Plan layers
that the cities were requesting. Without these, the value of the information to the sties
was limited.
FUTURE PARTNERSHIP GIS PROJECTS
The Partnership is contemplating several upcoming projects that will be useful to the
cities. The Partnership will set up an available land and vacant building inventory system
for member cities to permit property searches for business prospects which will save each
city about $3,600 per year as compared to the City setting it up seperately. It is also
developing linkages between city zoning codes and zoning maps to consolidate site and
land use information from a single point of access. The Partnership is helping cities by
subdividing multi -tenant properties by address to permit the development of data by
individual location rather than parcel for prospective tenants. Ultimately, the Partnership
proposes to link property based information with city web pages as they become
available.
HARDWARE AND SOFTWARE RESPONSIBILITIES
The cities, County and Partnership all contribute to the acquisition of hardware, software
and software support. The cities will have ongoing costs in these areas with or without
the Partnership. The opportunity to share certain costs and leverage grant funds is not
the same if the cities each duplicate the services coordinated by the Partnership.
GIS APPLICATIONS AND LOGIS
The City of Eagan has one GIS system which is utilized in different ways by a number
of departments and users. Because GIS links property information with a base map,
certain departments will use different layers of information for applications which affect
them and different capabilities of the software to build the applications they need.
Planning, engineering, utilities and police have all identified different uses for the system.
Until the City is networked, we have GIS software on a number of computers. Eventually,
we will have one multi-user software networked to all locations. They will make use of
the same database rather than duplicating it at the various computers.
MIS is proposing the use of LOGIS beginning in 1997 for coordination of the GIS system
among the City's various departments rather than hiring an individual coordinator for the
City at a greater annual cost. In the network environment, such a coordinator would
oversee file management and security for the data collected and provided by a number
of sources including the City, County and Partnership. The complexity of this particular
application and its unique aspects from user to user requires this type of support instead
of relying on supplier support or trial and error by employees.
As noted above, more detail is provided in Kristi's memo which is attached.
MEMO
— city of eagan
MEMO TO: TOM HEDGES, CITY ADMINISTRATOR
FROM: KRISTI PETERSON, MIS COORDINATOR
DATE: NOVEMBER 4, 1996
SUBJECT: GIS, DAKOTA COUNTY, LOGIS AND PARTNERSHIP
The following information will help clarify the differences of GIS and its relationship with Dakota
County, Dakota County Economic Development Partnership and LOGIS GIS support. It was
written with help from Mike Foertsch and Lisa Freese.
DAKOTA COUNTY
In May, 1990, the City, Dakota County, and Dakota Electric entered into a cost sharing
agreement for aerial photography and stereo digitizing associated with establishing the base maps
for a GIS system within the City. All costs associated with the mapping in sections 10-36 would
be shared on a 1/3 basis between parties. A copy of this agreement is attached fdr your
information.
In August, 1992, the City and Dakota County entered into a cost sharing agreement for aerial
photography and stereo digitizing associated with establishing the base maps for a GIS system in
the remaining area of the City not covered under the May, 1990 agreement. Since the remaining
areas were not in Dakota Electric's service area they were not a parry to this agreement. The
County and City attempted to negotiate a similar agreement with NSP in their service area but
was met with no cooperation from NSP.
The current structure requires the cities within the County to submit all revenues from map sales
to the County for allocation within a GIS Enterprise Fund. The purpose of this fund is to pay for
all updates to the base map and physical features map within the County as well as the initial
map(s) development.
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The County's role in the consortium is to maintain the base and physical features map and provide
periodic updates for all maps to the consortium participants.
DAKOTA COUNTY ECONONHC DEVELOPMENT PARTNERSHIP (Partnership)
The Dakota County Economic Development Partnership has facilitated a multi city Geographic
Information System (GIS) project in coordination the cities of Apple Valley, Burnsville, Eagan,
Farmington and Lakeville and the Dakota County Surveyor's Office. The purpose of this project
was to facilitate the development and maintenance of GIS planning and economic development
applications with the County data in each of the participating communities. In the project's
design stages, it was determined that planning and economic development functions in each city
would benefit from GIS. It was acknowledged, however, that in each city the technology had
been difficult to establish for planning and economic development functions primarily because the
cities did not have the capacity to use the County's data.
At the time the partnership project was initiated, the Surveyor's Office had a policy of delivering
the data in one format and one medium. The City of Eagan, for example, did not have the
software on the UNIX workstation to support or convert the format and did not have away to
transfer the data to a PC where the software was located that could read the data. The Surveyor's
Office had made it clear that without further financial commitments by the City that this was how
it intended to distribute the data. In the short term, without a local network and new GIS
software, Eagan was not able to receive data directly from the county without sending it out to a
service bureau for conversion. Other communities were experiencing similar delivery problems.
Unfortunately each city had different software and hardware requirements.
On the initiative of the Partnership, the cities were asked to participate in a technology grant
application from the State of Minnesota Board of Government Innovation and Cooperation. As
a part of the application, each community was asked to commit for four years to the project to
help cities overcome these obstacles by working together on data delivery standards and to
develop information layers for the GIS in each community related to planning, zoning and
economic development. Year one of the project required no direct financial contribution from the
City, and for years three through four each city committed funds for ongoing maintenance and
joint application development. Each city was required to standardize its development on Arcview
software for the project.
In November 1994 the Community Development Department reviewed the partnership's proposal
and recommended that the City participate in the project. At that time the department had been
exploring the cost of having the zoning and land use maps digitized into a format compatible with
the City's existing CAD software. Cost estimates for that one time project were between $4,500
-and $8,000. The partnership proposal went far beyond the development of the two maps by
assisting with the setup of a system and helping with ongoing maintenance. Knowing that existing
staff would be required to run the system and that the City would not be hiring a GIS specialist,
the support and transition provided by this proposal made sense. The City Council approved
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Eagan's participation in this grant proposal on November 15, 1994. The Partnership was
successful in securing the grant.
To facilitate the process, a GIS committee was established consisting of members from each of
the cities, the Dakota County Partnership and the County Surveyor's office. This GIS committee
has developed the work program and the contract for the project. The grant and contract has
been administered by the County. Each agency has one vote on the committee. Eagan has been
represented by Lisa Freese. To date the City has received the following deliverables:
1. $5,000 of the grant money was given directly to the City for the purchase of
hardware and software specified for the project. Using this grant money, some
MIS funds, and capital outlay dollars budgeted in the Community Development
Department, a GIS PC workstation has been equipped in the department.
2. The zoning and comprehensive plan maps have been developed into coverages
(layers) on the GIS database and related to parcels. The original maps were not
parcel based and as a result it took several reviews by city staff to complete the
project. These extra edits were done at no extra cost to the City. It is likely that if
we had contracted for the project the consultant would have allowed two edits and
each additional edit would have been billable.
Furthermore, after it was determined that additional manipulation was necessary to
associate parcels to the zoning and land use information and that the City did not
have the software to accomplish this, the consultant built the data coverages at no
additional charge. The coverages were delivered and loaded on the City's
computer in two formats, for the PC. We were also give data for the workstation
version of ARCINFO.
3. Layouts were developed for the printed zoning and comp plan maps. Plot files
compatible with the HP 650 plotter and hard copies of each map were provided to
the City in two different sizes. This project required manipulation of annotation
layers for accurate labeling of zoning and land use districts, street names, section
numbers, etc. By having these maps developed initially by a consultant rather than
in-house we were able to have a high quality, readable map right away. As staff
works with the software, we are learning that good layouts and map design take a
lot of trial and error to produce. This is costly to the City both in terms of staff
time and materials.
4. Footprints for all commercial and industrial buildings constructed since the original
aerial photography (In Eagan 1989-91 for different parts of the City) were
digitized on a temporary layer. For Eagan this task was substantial with over 120
buildings constructed since the planimetric base map was developed. This
information has been invaluable for compiling the land use inventory currently
underway by the Community Development Department. This task would have
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taken a trained operator approximately 20 hours of time to complete. Assuming a
rate of $50 per hour this would have cost approximately $1000.
5. In addition to the zoning and land use coverages, the partnership project provided
for the delivery and setup of the County's data on the City's system. The task
represents between 20 and 40 hours of consultant time ($1,000 to $2,000) to
obtain, format, optimize and deliver the County data for each City. My own
personal experience in setting up City systems from County data (once in Dakota
County) in communities is that easily a month or longer of a semi skilled staff
person time would be necessary to accomplish this task. The learning curve is very
steep.
6. Four staff persons from Eagan were provided with a two day Arcview training
class taught by a certified trainer plus a half day training by County personnel
regarding the County data. The Arcview training is a $2,000 cost if we had
contracted independently and the County data training would have not occurred
systematically without the partnership's facilitation. A real benefit to the group
training was that it could be focused on planning and land use applications.
FUTURE PROJECTS
As a part of the grant the Cities and the partnership have committed to the
development of one joint application as well as ongoing maintenance of the
information during years 2 through 4. This is the phase of the project that we are
moving into. It appears that each city is intended to take over the maintenance
function and that once we build the capacity on the workstation we will not be
using consultants for zoning and land use map updates. Several applications are
being discussed and one or more applications may be developed as a part of the
partnership's program or through the County Surveyor's Office The joint
applications being discussed include:
1. Further automation of zoning code and related information by linking the
zoning code to the map so that staff and eventually the public would be
able to query a property, find out the zoning and be able to browse through
the zoning code provisions applicable to that property on the computer.
2. Setting up a system that will allow ongoing parcel and assessor data
updates directly from the County to each of the communities. Currently
the updates are provided as requested on 5mm dat tape (readable on
UNIX) and several manipulations are needed to set the data up for our City
applications. CD-ROM, internet and direct connections are being
considered.
tl!
3. Development of a database standard and procedure to track Commercial/
Industrial available space and vacant land inventory in each city. This
project was identified initially as a part of the grant, but it has been difficult
to obtain access to a secondary source for available space because of
organizational changes within the Minnesota Real Estate Journal and the
proprietary nature of this data from the Commercial Realtors' Association.
The group is now exploring the possibility of developing a database design
for each community to use for tracking this data until a secondary source is
more accessible.
4. Development of a comprehensive Parcel Number / Address cross reference
database and an associated address map in the GIS system. The County
Assessor data has only 1 site address for each parcel number. Multi -family
and multi -tenant commercial buildings have a many to one relationship.
The City keeps an address listing for platted properties but this listing is not
in a database format. It would need to be manipulated into a database.
The Partnership GIS committee (expanded to include representatives from eleven Dakota County
Cities and the County Surveyor's) is currently analyzing these four projects and the committee
will be deciding which projects to undertake.
FUTURE FINANCIAL COMMITMENT
The initial funding source for the Partnership project was a $93,698 technology grant from the
State of Minnesota Board of Government Innovation and Cooperation. To date the City has not
paid any dollars directly to the Partnership to support this effort. The grant required a multi-year
project commitment. Years 2 (1996) through 4 (1998) required local community financial
participation. The formula presented to the City Council in November 1994 of $7,500 is still the
required financial commitment. But this money is not going to be pooled into one fund but rather
is the commitment that each community will put toward the selected development applications
described above that the GIS committee decides to pursue.
After the applications for the project are decided by the GIS committee, Eagan will be able to use
the $7,500 to purchase what is needed to facilitate the project at the local level. Depending on
the projects selected this could be data entry, purchasing data, payroll costs for an intern for field
verification or data collection, document scanning, specialized training or specialized
programming. This money has been budgeted in the Community Development Department's
budget and it is separate from the services that LOGIS will be providing.
The partnership decided to work on two projects at no immediate cost to the City. Those are:
1)integrating commercial real estate data from each community's Web page; and 2)linking the city
zoning code with the zoning map for staff and public access.
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LOGIS
The City of Eagan will be using LOGIS GIS System support for the year 1997. GIS support
services are offered to consortium members and are very beneficial, cost-effective, services to
members who are seeking GIS coordination, consultation, database maintenance, and skilled
application development expertise. LOGIS GIS Support Services uses Arc/Info and ArcView as
does the City of Eagan, Dakota County and Dakota County Economic Development Partnership.
Eagan has had the opportunity to participate in a few GIS related cost sharing ventures over the
past several years and has taken good advantage of these options. The first and primary has been
an ongoing relationship with Dakota County to share in developing, maintaining and distributing a
high quality parcel basemap. Another is the City's participation in the Dakota County Economic
Development Partnership which has allowed the City to share the cost of obtaining a variety of
GIS data and services.
Eagan City departments have a tremendous amount of interest and support for an integrated, city-
wide GIS. Each department of the City has a fairly well defined list of general goals they hope to
achieve with GIS. This is the largest software application that the City has ever undertaken and it
cannot be done without coordination and someone specifically designated to do that coordination.
We need LOGIS to be that coordinator because they have that expertise and can help us with
system support, data maintenance, specific training needs, and documentation. The staff has
already identified many application needs and can readily identify more; however, specific
requirements for and support of these applications has not yet been addressed. Currently, our
GIS implementation appears to be somewhat disjointed and departmentalized. This is due mainly
to the lack of GIS coordination. For example, Community Development, through its participation
in the Partnership, has acquired a great deal of geographic information. Much of this should
eventually become shared data among all the City GIS users.
We need to use LOGIS as this single point of coordination to help the City with their goals,
planning, implementation of software and its applications, hardware, network integration and
training. The budget request for 1997 is $29,000.
This is actually the first project that is a true integrated effort from all departments and will
become the nucleus of the City's data processing applications.
NETWORK
The network is hardware and software that allows a group of computers to connect and
communicate with each other, share resources, such as hard drives and printers and access remote
hosts or other networks. This includes all of the computers, printers, workstations, and client
servers. The network also is the tool that is used to connect the different buildings together, City
Hall, Police, Fire Administration, Maintenance Facility, Civic Center, Fire Stations, Logis, other
city, county or regional agencies, Internet access and access from outside of the building. The
Ri
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Network is what allows the sharing of software applications such as word processing,
spreadsheets, database managers, graphic and design software and GIS.
Novell NetWare is the network software the enables the intercommunication of devices and
sharing of resources. (It tells the hardware what to do.)
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_.city of eagan
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR DUFFY
DATE: SEPTEMBER 10, 1996
SUBJECT: UNIFORMS
MEMO
Per your request for information regarding studies/discussions concerning uniforms for City
employees, I researched the Department Head Meeting synopses.
We first began discussing the appropriateness of various types of uniform items for City
employees in the fall of 1995. A survey was made of the private sector at that time, but I don't
think it was shared with Council, but I could be wrong. A copy of that survey is attached.
The conclusions reached by the Department Heads included the following:
The provision of uniforms for police, dispatch and maintenance employees is controlled
by the collective bargaining agreements. Uniforms are provided where immediate
identification of employees is required, where safety is involved and where there is
occasion for wear and tear because of the work tasks (such as for maintenance
employees).
2. The supplying of shirts and/or jackets for recognition purposes to seasonal maintenance
employees and to recreation personnel who need to be distinguished from program
participants is appropriate.
3. The image that a City employee projects is very important.
4. The purchase of boots for employees should be done only if they are an actual part of the
uniform or for safety purposes.
5. The purchase of shirts and jackets for other personnel was inappropriate.
6. A °poncho pool" could be established if employees need rain gear for specific
assignments.
7. If employees are worried about identification, name tags will be furnished. (In fact, all
employees now have been supplied name tags.)
If you need further information, please contact me.
[I.. hi 'h",& -
Assistant t the City Adminis ator
115
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city of eagan
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR DUFFY
DATE: OCTOBER 1, 1996
SUBJECT: CLERICAL STAFFING REPORT
MEMO
The following is a summary of the clerical workers at the City of Eagan, especially
targeting those positions which deal with the public and perform the traditional clerical
functions such as word processing and data entry.
Administration currently has one full-time secretary and two full-time clerical technicians.
They are responsible for filing, word processing, data entry, spreadsheet and desk top
publishing assignments for the Mayor and City Council, City Administrator, Assistants to
the City Administrator, Director of Finance, and Assistant Finance Director. They prepare
packets and take minutes for all regular City Council, Airport Relations Commission,
Burnsville - Eagan Cable Commission and Solid Waste Abatement Commission meetings.
They answer phones for the Administration area, including calls to the Mayor & Council,
City Administrator and Assistants to the City Administrator. They do back up the primary
person at the Finance/Administration Counter and also the main reception desk. They
also assist in the Personnel function by sending out hundreds of application forms,
scheduling and administering testing and scheduling interviews.
Parks & Recreation currently has one full-time office supervisor, two full-time clerical
technicians and a half-time high school clerical intern. They also use recreation leaders
as temporary clerical staff during their really busy seasons such as registration for
recreation programs. They are responsible for filing, word processing, data entry
spreadsheet and desk top publishing assignments for the Director of Parks & Recreation,
the Superintendent of Recreation, the Landscape Architect/Park Planner and the three
Recreation Supervisors. They prepare packets and take minutes for all Advisory Parks,
Recreation and Natural Resource Commission meetings. They answer all phones for the
department and greet customers at the Parks & Recreation counter.
Finance currently has one full-time and two part time (equivalent to one full-time)
receptionists. They also have a half-time position which has not been filled. The two part -
11
time persons work mainly at the main reception desk, answering phones and general
questions, directing calls to the proper person and greeting people who come to the
counter. They also register voters and issue and oversee absentee balloting. The full-
time person is the main receptionist at the Administration/Finance counter on the second
floor and backs up the other receptionist position during breaks, mail runs, illness and
vacations. The three also share duties related to operating the postage machine,
sorting/opening/distributing mail, other election functions such as contacting/enlisting
election judges, receipting, inventory of supplies, purchasing, and keeping of official City
records such as minutes, resolutions, etc. During the current election season, one of the
half-time persons is working full-time and a temporary clerical worker has been brought
in to assist. The other positions in the Finance Department are more function specific
although the Assessment Clerk is a backup for the receptionist if more than one is missing.
She also deals with calls and in-person questions regarding assessments. There are two
clerks in Utility Billing who deal with the public on the phones and in-person regarding
utility billing and also prepare and send out all bills and take in payments and credit them
to an account. There is one Payroll/Accounts Receivable Clerk, one full-time and one half-
time position performing only Accounts Payable functions, and one half-time Account Clerk
who performs internal accounting functions.
Community Development currently has one full-time secretary and two full-time clerical
technicians in the department. The department also has a half-time clerical technician
position in the budget, but they have not filled it to date. They are responsible for word
processing and data entry for the Chief Building Official and sometimes for the two Senior
Planners. They prepare packets and take minutes for all Advisory Planning Commission
and Economic Development Commission meetings. They schedule all protective
inspections, answer general phone calls and calls for the Chief Building Official and two
Senior Planners, serve people at the counter, perform receipting functions for all of
Community Development (takes approximately two hours a day), issue sewer and water
permits, plumbers licenses, underground sprinkler permits and additional requirements for
site plans and do the filing for the department.
Engineering currently has one full-time secretary and one full-time clerical technician.
They are responsible for filing, word processing, data entry, and spreadsheet assignments
for the Director of Public Works, Assistant City Engineer, Design Engineer, Construction
Supervisor and four Engineering Technicians. They answer all phones for the department
and serve persons coming to the Engineering counter. Currently, they are using
engineering interns to back them up for phone and front counter coverage.
Central Services Maintenance has one full-time office supervisor, one full-time
receptionist/Clerical Tech II, and one full-time and two half-time Clerical Tech Ills. They
are responsible for filing, word processing, heavy data entry, and spreadsheet functions
for the Superintendent of Parks, the Superintendent of Streets, the Superintendent of
Utilities, two Utilities Supervisors, two Parks Supervisors, the Street Supervisor, the Chief
Mechanic/Shop Supervisor, the Forester and the Water Quality Coordinator. They also
perform the above functions occasionally for Maintenance Workers. The Receptionist also
E
answers all phone calls to the facility and greets customers. The other Clerical
Technicians back up these functions.
Fire currently has one full-time secretary and a half-time high school clerical intern. They
perform all clerical functions for the department and the secretary also does some
dispatching for the department.
Police currently has the secretary to the Chief of Police, an office manager, 4.5 clerical
technicians and 1.5 FTE receptionists. The receptionists currently staff the reception desk
from 8:00 a.m. to 8:00 p.m. Clerical Technicians work around the clock in shifts and
perform all data entry/word processing/filing functions for all police personnel.
1A -I&
Assistant to 1he City Adminis ator
11
s
city of eagan
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR DUFFY
DATE: NOVEMBER 13, 1996
SUBJECT: EMPLOYEES WHO HAVE TAKE HOME VEHICLES
As you are aware, in the summer of 1993, the City's take home vehicle policy was revised in order
to conform with the new legislation passed by the state legislature. The revised policy was officially
approved by the City Council at their July 20, 1993 meeting and became effective August 1, 1993.
A copy of the policy is attached for your information.
Generally, those employees who do have take home vehicles are those who provide services with
a need to respond directly to a work-related situation from their residence and also live in the City
of Eagan. They are:
Public Works Maintenance:
Arnie Erhart, Superintendent of Streets/Equipment
Wayne Schwanz, Superintendent of Utilities
Tom Struve, Street Supervisor
Parks Maintenance:
Steve Taylor, Parks Maintenance Supervisor
Engineering:
Mike Foertsch, Assistant City Engineer
Community Development:
Doug Reid, Chief Building Official
Police:
Pat Geagan, Chief of Police
Rick Swanson, Captain
Jim Sewald, Captain
Kathleen Gilbertson, Animal Control Officer
Six Detectives
Canine Officer
Eight Sergeants & Officers (Only on days scheduled to work)
Fire:
Craig Jensen, Fire Chief
Dave Diloia, Battalion Chief
Mark Adam, Battalion Chief
Dale Wegleitner, Fire Marshal
46it", k 1)4'L -
Assistant tokhe City Admin trator
Attachment
90
MEMv
CITY OF EAGAN
CAR ALLOWANCE/CAR USE POLICY
The City has determined that the use of City vehicles and
reimbursement for use of personal vehicles shall be controlled by
this policy.
I. All employees of the City will be paid mileage for use of
personal vehicles while conducting official City business.
The mileage rate will be as set by the City Council. However,
employees are encouraged to use City vehicles while conducting
official City business, if available, and if the vehicle will
not also be used for personal business unless that personal
use is clearly incidental to the use of the vehicle for
official City business.
II. City employees who provide services with a need to respond
directly to a work-related situation from their residence
will be provided a take-home vehicle under the following
conditions:
1. The employee must live in the City of Eagan.
2. The vehicle is not available for personal use other
than commuting to and from work.
3. Employees will be reported to have non-cash income
per controlling IRS regulations.
4. Vehicles will be marked and licensed as appropriate
for City use.
5. The employee does not receive a car allowance.
III. A City employee (1) who occasionally performs work-related
activities during hours when the employee is not normally
working; or (2) who occasionally has authorized City business
away from the municipal building to which the employee is
permanently assigned and the number of miles traveled, or the
time needed to conduct the business, will be minimized if the
employee uses a local government vehicle to travel to the
employee's residence before or after traveling to the place of
local government business may use a City vehicle to travel to
or from the employee's residence under the following
conditions:
1. The vehicle is used for commuting to and from work
only on those dates on which one of the above
situations occur.
2. The vehicle is not available for personal use other
than commuting to and from work.
3. Vehicles will be marked and licensed as appropriate
for City use.
IV. Department heads, with the exception of public safety
department heads, by virtue of their job responsibilities are
provided the following options at their discretion upon
approval by the City Administrator:
A. I or II above; or
B. A flat monthly car allowance with the following
conditions:
1. The car allowance covers all business miles driven
and all parking costs incurred within the seven -
county metropolitan area.
2. City vehicles are to be used only:
a. In emergencies when the personal vehicle is
not available;
b. In situations such as work related off-road
driving when the personal vehicle would be
subjected to conditions above normal wear and
tear on a vehicle;
C. In severe adverse weather conditions; or
d. In cases where the department head must travel
by vehicle outside the seven -county
metropolitan area. ;
3. Employees are responsible for all costs related to
vehicle ownership and operation. The City is
responsible for all costs related to installation
and maintenance of City equipment in the vehicle
which is necessary in order that the employee may
perform the position's functions. The City is also
responsible for all costs related to the removal of
such equipment and to the restoration of the
vehicle caused by such removal.
4. Car allowances will be set by official Council
action.
V. Public safety department heads may use take home vehicles for
personal use under the following conditions:
1. Vehicles may be licensed with passenger plates and
may contain no external markings as City vehicles.
2. Vehicles are to be used by employees secondarily to
personal/family vehicles.
A
3. Only City employees are authorized to drive the
vehicles.
4. Vehicles meeting Condition #2 can be used for
personal activities on an unlimited basis within
the seven county metropolitan area.
5. Employees must provide evidence that they have a
personal automobile insurance policy.
6. At the time requested, employees must report
annually to the Finance Department the total number
of miles driven for personal use.
Effective: August 1. 1993
I
I
93
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN
DATE: NOVEMBER 14, 1996
SUBJECT: POLICE DEPARTMENT MECHANICAL DESIGN
MEMO
I have reviewed the Police Department mechanical system, designed by BKBM, with
Government Buildings Supervisor Favilla in response to the budget question in its regard.
It would also be possible to review the system with another engineer at a certain cost.
For the time being, it seemed reasonable to discuss the system with its primary user.
Howard indicates that the mechanical systems are of a type and capacity appropriate for
a building of this kind. Certain of the systems, including the boilers and air handling
system, have been sized to accomodate the potential expansion of the building without
substantial modification. The layout of the building also resulted in the seperation of two
air handlers which might have been used as back up for one another with a different
functional layout. Again, these were sized to accomodate expansion of the building if it
ever occurs.
Howard indicates that the design of the system allows him to run a number of the
components at less than full capacity. Were it not for this capacity, however, future
expansion of the building would have required substantial excavation and reconstrution
in the existing mechanical space or the construction of duplicate mechanical systems in
a new mechanical space.
Specific design concerns were addressed in the final fee negotiations with the architect
resulting in the final addendum to the architect's contract. As you know, claims by the
City, the architect and the engineer for extra charges were offset to achieve a final
settlement. The settlement was reviewed in detail by Councilmember Wachter and was
approved by the Council.
If you have further questions, please let me know.
As i tant to the City Administrator
6126827600
11/14/96 THU 17:33 FAX 61 28827600 _ _ MN VALLEY TRANSIT
--- EBBSn f¢J 001
Post-tt - brand
Fax Transmittal Memo N� r,l��o�, Toony'sDale Jf f, �� Trme L/.
T. T From / ✓�l
VVVIII
Compsny
Dept Charge
/ , / .� (/ lela Dhnnc • FoY tr �� - -'7G 4 C ie!ephone
Comments / O""'^''' 7 Delor•uy Return 7 l�J Call lorJp,Chup
Memorandum
To: Shannon Tyree, City of Eagan
From: Mike Abegg, Planner
Re: Eagan Service Statistics
I've summarized four YOU S-011ic of the key statistics regarding MVTA service in
Eagan. As you knew, Eog m receives a variety of services that benefit Eagan
residents as well as emhluvl•r-, %-vitlhin the city \•vho are able to hire emplellyees from
throughout the Metra are.1.
Route
Service 1996 Typical
Number
Type Weekday Boardings
Rorttes Prinlarilr/
Srr7.4r1,ti l'rr.t((ir licsi ertlti/F_nrl�loycrs
77DE
Mpk. L-%pres, 506
77W
MpIs. 146
48F
St. i'attt Fxpress 133
77G,
Local & Roverse -C: ouirnute 100
771
Local 55
72S
Revs rte( -C_ (lmmutc• 26
72W
87
Routes Servirng Primarily r ?tJ(rr t'or► itm"itics Iml also servhig Eagan:
48AB
St. Paul I.,X gots 205
77BC
Mpls. l .Xpress 589
1997 Eagan Transit Operating Tax Levy: $2,125,000
Not all of which is
necessarily available to hay for MVTA service
95
E4*"?'a.a�. S�r
Com#*&$
NaF.. .
7
1, U, 03
MEMO)
city of eagan
TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: NOVEMBER 16, 1996
SUBJECT: PROPOSED FIVE-YEAR CIP/1997-2001
At the November 7 Special City Council workshop, all of the Part III section of the five-year
CIP, with the exception of park improvements, was discussed. That discussion included
storm water utility, sanitary and water utilities and all aspects of street/transportation
improvements including signals and streetlighting.
Presented for consideration now is Part I which includes primarily a capital building
program for the Fire Department, Part II which includes the vehicles and equipment,
including replacement and new vehicles, and the Part III park improvements identified in
the recent master park systems plan update.
Part I
The Part I portion of the five-year CIP contains two capital building projects, a new fire
administration building and a future fire training center. The funding source, discussed
previously by the City Council, for these capital projects is the Community Investment
Fund.
Following the fire administration site analysis, it was determined by the City Council that
demolition of the existing fire administration building (former municipal center building) and
construction of a new Fire Administration building was the appropriate alternative.
Authorization was given to Art Dickey, Art Dickey & Associates, to develop a site plan and
cost estimate for a new fire administration building. That cost estimate is as follows:
REPLACE EXISTING ADMINISTRATION:
Demolition of Existing Building $ 26,000
Administration Building 1,202,580
Basement 228,000
Landscape 60,129
Furnishings 139,050
Total Construction Budget $1,655,759
Regarding the fire training center, it was determined by the City Council that the need for
fire training and other City training/storage needs would be further analyzed during 1997
for consideration in a future CIP. Consequently, there is no dollar amount associated with
the fire training/storage. The tax forfeiture parcel (River Bottom/adjacent to the police
shooting range) the City recently acquired is under review by the Dakota County
Environmental Department to determine whether there is any clean-up required of that site.
The Community Investment Fund has a cash balance of approximately $7.48 million at
October 31, 1996. Staff is in the process of completing a comprehensive review of that
fund, although it cannot be completed until after the close out of the municipal complex
project. Staff is also working on the final accounting for that close out. Any additional
obligations from the Community Investment Fund will not be material.
Part I of the CIP consists of a Fire Administration building constructed in 1997 at a cost of
$1,656,000 funded by the Community Investment Fund.
I;MlJ
This portion of the CIP pertains to replacement/new vehicles for each department. The
vehicles proposed in the water, sewer and storm water utility are a direct expense to the
Public Enterprise Fund. The remainder of vehicles are paid for through the annual
$500,000 allocation for replacement/new vehicles. This includes Police, Fire, Inspections,
Streets, Engineering and Parks & Recreation.
The following is the departmental breakdown by percentage based on an annual
appropriation of $500,000:
Data Processing is appropriating the $35,000 toward the network implementation.
Community Development requests are enclosed on page_. Police requests are
enclosed on page 30 . The Fire Department has dedicated all allocations through
1999 to the purchase of the recently approved pumper/telesquirt unit. Engineering
requests are enclosed on pages 91 through 3(p . The Street Department requests
are enclosed on pages 33 through NQ . Central Services Maintenance is enclosed
on pages 41 through 448 . The Parks & Recreation Department requests are
Annual
Department
Amount
oIo
Data Processing
$ 35,000
7.0%
Community Development
13,000
2.6%
Police
97,000
19.4%
Fire
125,000
25.0%
Engineering
9,000
1.8%
Streets
122,000
24.4%
Central Services
10,000
2.0%
Parks & Rec/Tree Conservation
89.00
17.8%
TOTALS
$500,000
100.0%
Data Processing is appropriating the $35,000 toward the network implementation.
Community Development requests are enclosed on page_. Police requests are
enclosed on page 30 . The Fire Department has dedicated all allocations through
1999 to the purchase of the recently approved pumper/telesquirt unit. Engineering
requests are enclosed on pages 91 through 3(p . The Street Department requests
are enclosed on pages 33 through NQ . Central Services Maintenance is enclosed
on pages 41 through 448 . The Parks & Recreation Department requests are
enclosed on pages 4di_ through S_. A memo of explanation regarding the trash
compacting unit is enclosed on pages SS through .51
The water utility requests are enclosed on pages Sq through (_4 and the sanitary
sewer requests are enclosed on pages (a. through IIS.
The total expenditures, in most cases, exceed the annual departmental appropriation
requiring discussion and policy direction by the Council. Certainly, the 1997 C.I.P can be
approved, based on the current funding appropriation, without action on the remaining four
years. Either at this meeting or a future Council work session, the proposed expenditures
should be presented and policy direction given by the Council relative to a revised funding
allocation.
Part 111
During 1993/1994, the Park Systems Plan was updated by Barton Ashman consultants
under the direction of the Advisory Parks, Recreation & Natural Resources Commission.
There were numerous joint meetings between the APRNRC and the City Council. The
comprehensive plan update identified a number of park improvements within the
community. Recently, a task force was appointed to consider a park bond referendum that
was held and did not pass on September 10, 1996. That referendum considered the
addition of parkland open space. The primary source for funding these improvements is
either an allocation from the Community Investment Fund or a park bond referendum. To
date, with the exception of a City match for the civic arena, there has been no Council
consideration to use Community Investment Funds for parkland improvements. Therefore,
the only source of funding is a park bond referendum. Since there is uncertainty regarding
future park bond referendums, it seems appropriate to have some City Council direction
regarding how Part III for the parks portion of the CIP should be presented. Possibly, a
joint meeting with the APRNRC would be appropriate to determine a future CIP.
There is a total of approximately $2,000,000 in the Park Site Fund, which are monies the
City has received through cash donation in lieu of parkland donation as a result of
development. Enclosed on page fl I— is a summary of the Park Site Acquisition &
Development Fund. It has been a policy of the City Council for a number of years that
these proceeds be used to develop ten acre minimum neighborhood parks or community
parks that result from actual development. Enclosed on pages 10 through f1l_ is a
copy of the 1997 CIP. This discussion along with the four years 1998-2001 could also be
presented jointly with the APRNRC at a future meeting.
City Administrator
GdVi
TLH/vmd
_. city of eagan
TO:
FROM:
DATE:
TOM HEDGES, CITY ADMINISTRATOR
DOUG REID, CHIEF BUILDING OFFICIAL
JULY 24,1996
SUBJECT: 1997-2001 C.I.P. VEHICLES REQUEST
MEMO
As previously directed by your office, I have reviewed Community Development's need for vehicles
for the next 15 years to try and reduce or alternate vehicles. It is our intent to rotate vehicles
amongst staff so all vehicles acquire approximately the same amount of mileage during the year.
We will begin purchasing sub -compact vehicles for field inspections as requested in the City's new
vehicle policy and will pass along pros or cons to your office within the first year of doing so.
Attached for your information is a copy of our current 15 -year C.I.P. We are not proposing to
purchase any vehicles in 1997 and currently have a 1996 allocation of $14,000 which will be carried
into 1998.
Vehicle #500 (the '86 Chevrolet Celebrity currently used by Administration/Finance) is npt in our
Plan, however, Tom Streefland informed me that funding for maintenance is coming from
Community Development. I am, therefore, recommending that this vehicle be placed under
Community Development so it can be reviewed with the other vehicles in our department.
Following are recommendations for the 1997-2001 C.I.P.
Y=
Ramage Vehicle
UILI
1997
500*"
$15,000
1998
503
15,000
1999
509
15,000
2000
506
15,000
2001
505
15,000
Suggested for replacement V budgeted in Community Development or used as a back-up
vehicle by Administration and Community Development when vehicles are being repaired, etc.
Vehicle #508 will be used by staff in both Community Development and Administration as well.
If you rid further information, please. let me know.
f -l', c
1
� -
Chief S ding Official q
DR/js vehicles.cip
EAGAN POLICE DEPARTMENT
1997-2001
CAPITAL D"ROVEMENTS PROGRAM
A Vehicles
1997 5 marked replacements @ $19,700/car
1 marked additional hires @ $19,700/car
1 MDT for above car @ $7,500
$125,700
1998 7 marked replacements @ $20,500/car
2 detective replacements @ $13,600/car
$170,700
1999 6 marked replacements @ $21,320/car
2 detective replacements @ 14,100/car
$156,120
2000 8 marked replacements @ $22,200/car
1 detective replacement @ $14,600/car
$192,200
2001 6 marked replacements @ $23,000/car
1 detective replacement @ $15,100/car
$153,100
Total for 5 Years = $797,830
Average per Year = $159,600
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G
MEMO TO: KEN VRAA, DIRECTOR OF PARKS AND RECREATION
FROM: PAUL OLSON, SUPERINTENDENT OF PARKS
PAUL GRAHAM, PARK OPERATIONS SUPERVISOR
DATE: NOVEMBER 14, 1996
SUBJECT: TRASH COMPACTING UNIT
., y 4 Xemel1
The City of Eagan has approximately 200 trash receptacles strategically located within park areas
and at buildings. Each container is approximately 30 gallons in size. Each year more containers
are added to existing and newly constructed parks. When large special events are planned, City
crews bring out 55 gallon plastic trash containers to handle the larger accumulation of trash.
Current practice in collecting trash from park areas involves driving a pickup truck from site to
site, pulling trash container bags from the barrels, tieing the bag so trash does not fall out, and
putting the bag into the box of the pickup truck. When the pickup is full, the truck is then driven
back to the maintenance facility dumpster and unloaded. On average, four to five trips are made
back to the dumpster in one eight hour work day. Containers are emptied 1-3 times per week.
Most loads are taken to the large dumpster at the public works maintenance building. Smaller
dumpsters located at several athletic facilities may also be used. Each of the dumpsters is
emptied by a refuse hauler 1-2 times per week, depending upon the location.
Purchase a "slide -in" trash compacting unit compatible with the pickup trucks currently in the
fleet. The unit is capable of compacting trash to approximately 1/6 of its original volume thereby
reducing the time, mileage and container dumping fees associated with the refuse program.
JUSTIFICATION
- Reduced mileage
In 1995, from May through September, Unit #307 (3/4 ton pickup) was used primarily for trash
collection. As stated previously, numerous trips are made from parks to the dumpster. From
May to September, #307 accumulated 6,492 miles, averaging close to 1,300 miles per month. In
comparison, other park vehicles averaged 3,891 miles from may to September, or 778 miles per
month.
55
- Fuel Savings
A.pickup truck operating on the trash route averages four to five trips to the Maintenance Facility
to dump. It is believed that with a compacting unit, a person could go all day before dumping
(dump at the end of each day to clean out unit). With a compactor unit, there would be a realized
savings in fuel costs on the refuse route. Currently, the fuel costs for the season are $860.00
(1995). With a compacting unit, it is estimated to be about half that cost, of $430.00.
- Staff Time/Special Events
By eliminating the need to come back to unload four times per day, there would be less
"downtime" for personnel and more efficient use of personnel for this maintenance function.
Also, a compacting unit would be useful in expanding our refuse maintenance program. The unit
could be parked at or near special events or tournaments to provide on-site collection/disposal for
crews.
- Reduced Container Costs
Compacting trash would reduce volume and thereby reduce the frequency with which dumpsters
must be emptied.
Unscheduled dumpster service can cost from $150 - $400 an occasion. Additional dumpsters
cost from $150 - $300 a month. Current refuse volumes may necessitate the rental of an
additional dumpster at the public works building in 1997.
PROFILES OF OTHER CITIES
Burnsville
The City of Burnsville Parks Department currently has two units for compacting trash. They
recently purchased a six yard capacity unit (which they haven't used yet) and they also have a
four yard "pup" unit which they have used for seven full seasons. The pup unit has not had any
mechanical problems over the years and they plan to use it as a backup unit. The main reason
they went to a larger unit is due to the increase of trash containers in the parks. They currently
have 456 containers. Included in this figure are 23 containers located in the parking lot and
surrounding park area near the civic arena. The civic arena and city hall contract a large dumpster
to handle the refuse collected within the buildings.
The City of Burnsville also uses the compacting unit to assist in refuse collection at special
events and tournaments. They have found this to be very helpful in their refuse maintenance
program.
Re
Apple Valley
The City of Apple Valley currently has two six yard trash compacting units. One unit belongs to
the Street Department and is used to collect refuse in the downtown area. The Park Department
uses the other unit for collection at parks. They do not collect any refuse from other municipal
buildings other than park shelters. The Park Department collects refuse from 240 steel barrels.
Their first unit was purchased used in 1982 and traded after the 1994 season. This unit was
operating three years previous to when they purchased it and was still in operating condition
when they traded.
Paul Olson
Superintendent of Parks
PO/PG/nab
Attachment
I:\23b1vraa319
Paul Graham
Park Operations Supervisor
S1
COST SUMMARY
Costs are for five-month season (April - September)
I. City Staff
A. Current Costs
• Dumpster at Shop $2,000*0)
• Additional Dumpster at Shop 1,000**(2)
• Fuel Costs 86_0_
Total Per Season $3,860
B. Projected Costs (With Compactor)
• One Dumpster at Shop $2,000
• Fuel Costs 430
Total Per Season $2,4303)
C. Estimated Savings = $1,430/Season
D. Estimated Investment Return
Compactor Cost $20,000
— 40
14 Years
(') Includes tipping fees
(2) Projected for `96/'97 Season
(3) Does not include seasonal staff cost, emphasis on improved service and efficiency.
II. Contractor
Utilizing a contractor to service all cans and containers.
A. Estimated Cost
• Monthly = 00
• Total Per Season = $27,500
Note: Assumes 200 containers, twice a week
B. Estimated investment Return
Compactor Cost = $20,000
— SS
4 months
IA23b\vraa.319
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90
328 PARK SITE ACQUISITION & DEVELOPMENT f UND
This fund is a combination of the Park Site Fund which has been used to account for payments required under the Subdivision
Regulations from developers for the purpose of obtaining and developing park lands and the Park Acquisition and Development
Grants fund which has been used to account for park related grant proceeds along with the new corresponding expenditures. At
year end 1989, the balance of the 1984 Park Improvement Bond Fund was closed to this fund. That transfer allowed for the
onsolidation of any remaining improvements which relate to the 1984 Parks Bond Referendum. All of these transactions are
now accounted for in the combined fund. Remaining proceeds from the 1973 Debit Service Fund for the 1973 Park Referendum,
were transferred to the Park Site in 1994, amounting to $525,875. At the time of the transfer, the City Council also determined
that the Acquisition of Holz Farm would come from these proceeds. $138,900 was also designated to be used for cost associated
with the Civic Arena project including the Ice Resurfacer and Building Equipment Acquisition, telephonelcomputer tie line and
billing. The City prepares a long range five year C.I.P., which is used as the basis for improvement projects. These projects are
carefully reviewed and re-evaluated before being initiated. All material expenditures from this fund are reviewed and authorized
by the City Council before any project is undertaken.
Beginning Fund Balance
Revenues & Other
Financing Sources:
Interest
Park Dedication Fee
School Dist Participation/
Cost Sharing
Contributions
Other
Sale of Property:
Diffley/Daniel Drive
Lexington Ave
Intergovernmental Grants:
Thomas Lake Park
Blackhawk
Wescott Commons
Tansfer from Other Funds
Total Revenues & Other
Financing Sources
Total Available
Expenditures & Other
Financing Uses
Ending Fund Balance
6udpW328paik.mM
Revised 11/15/96
Actual Actual
Actual
Actual
Budget
Budget
1992 1993
1994
1995
_1996
1997
$1,223,469 $1,193,415
$1.,545,869
$1,740,317
$1,349,554
$1,731,454
92,831
81,106
78,540
80,315
65,000
70,000
246,514
522,133
273,357
450,895
750,000
200,000
0
0
0
0
0
1,225
0
13,360
0
0
43,111
0
0
222,735
0
0
0
0
0
0
151,900
30,001
0
0
0
0
0
97,402
54,946
0
0
0
0
102,204
13,121
0
0
0
525.875
0
0
$3M571
$700,641
$1.271.017
$587,442
966 90
$270,000
$1,594,040
$1,894,056
$2,816,886
$2,327,759
$2,316,454
$2,001,454
400 625
$1.193.415
3__ 4$ 18
$1.545,869
1,076,569
S1.74�0.317
978.205
$1.3�
585,000
$1.73�1.45q
985,000
11.016.454
1(
November 15, 1996
199'
Proposed
Park improvement Projects
Parr Site Acquisition & Development
Fund
�a
1997 PARKS
Project Park: Play Equipment
Description: This item established the funding need for play
equipment replacement.
justification/Need Analysis: Eagan parks are going through the aging process to the
extent that some of the parks developed in late 70 and
early 80's have play equipment that will soon need
replacement/upgrading.
The C.P.S. guidelines and A.D.A. requirements seriously
impact the reusability of many of these structures,
consequently upgrading to newer standards of safety will
be expensive.
This item reflects funding needs to begin this process as
play grounds approach the 12-16 year replacement need.
For example: River Hills and Highview, which were
retrofitted in the early 80's utilizing then existing play
equipment, should be among the first scheduled for
replacement.
1997 Project Cost: $100,000
Future Projects:
Future Projects
1998 Playgrounds installed prior to 1984
1999 Playgrounds installed prior to 1985
2000 Playgrounds installed prior to 1985
2001 Playgrounds installed prior to 1985/86
B dgWparkimpr.97
93
Cost
$100,000
$100,000
$150,000
$150,000
1997 PARKS
Project Park: North Park
Description: The land necessary to allow for substantial development
of this new park should be acquired this coming year.
The focal point of the new development will be an
athletic complex. Projected to be needed by the year
2000.
Justification/Need Analysis: A site restoration project which includes the removal of
illegally dumped materials and slope revegitation should
be completed in 1997. The development of an athletic
complex and trails which meander through the existing
woodlands and around an onsite lake should begin in
1998, if not sooner. Restoration work will be financed
by carry-over funds from 1995/96.
1997 Project Cost: Site Restoration $100,000
(Carry-over from 1995/96 Park Site Fund)
Future Projects:
Future Proiects Cost
1998 Grading, landscaping, fencing, parking $1,000,000
lots, utilities, service building, turf
establishment, signage and engineering
1999 None Planned
2000 None Planned
2001 None Planned
8udgWpvWmpr.97
14
1997 PARKS
Project Park:
Walden Heights
Description:
Walden consists of approximately 5 acres of undeveloped
land. The City has been anticipating the development of
adjacent land for several years and expansion of the park
to ultimate size as dedication requirements would occur.
justification/Need Analysis:
One of the last remaining neighborhood parks to
develop. Neighborhood has appeared before Advisory,
Parks, Recreation and Natural Resources Commission in
1994 asking for development. Funds were set aside in
1995 in expectation for development. This is carry-over
from 1996. Site grading, design and engineering,
landscaping, trails and equipment totaling $225,000.
Funds for 1998 reflect possible trail connection to
regional park.
1997 Project Cost:
$225,000
Future Projects:
Future Pro'ects Cost
1998 $25,000
1999
2000
2001
Bud®d/paklmpr.97
15
Project Park:
Description:
Justification/Need Analysis:
1997 Project Cost:
Future Projects:
Wandering Walk
Acquisition of Wandering Walk Park is near completion
with Garden Woods Ponds. No prior development has
occurred. The first phase of development would be the
portion north of Northview Park Road, west of Elrene.
This linear, open space park will provide trail connection
to Bridle Ridge Park from two access points off
Northview Park Road. Considerable hand work will be
necessary during the grading of the trail. This is a carry-
over project from 1996.
$35,000
Future Projects Cost
1998 None
1999 None
2000 None
2001 None R.
Development of the southeast portion of Wandering Walk Park will occur beyond the year
2000.
8udgNputrimpr.97
1�
1997 PARKS
Project Park: Lexington Diffley/Athletic Fields
Description: The first phase of development consisting of grading,
fencing, the installation of infields, turf, signing,
landscaping and first phase parking was completed in
1995. League play began in the spring of 1996 and
soccer in the fall. A park maintenance building was
begun in 1995 and completed early in the year 1996.
Some additional work, remains, i.e. landscaping.
justification/Need Analysis: Contingent upon the development of the Caponi property
immediately to the west of the site, staff is recommending
that the proposed west parking lot be completed in 1997
or at such time as the Caponi development is completed.
Additional improvements will be made to further
enhance the quality of the facilities and maximize the
use potential of the site.
1997 Project Cost: Toilet/Service Building $500,000
Landscaping $25,000
Proposed for construction are restrooms/park service
buildings. The buildings would be located within each of
the centers of three field pods. Preliminary sketch plans
have been reviewed by the A.P.R.N.R.C.
Future Projects:
Future Proiects Cost
1998 West Parking Lot $ 85,000
Play Equipment $ 35,000
1999 None Planned
2000 None Planned
2001 Athletic Field Lighting/Parking Lot Lights $300,000
Budpt/parkimpr.97
I I