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08/26/1996 - City Council SpecialAGENDA SPECIAL CITY COUNCIL MEETING MONDAY, AUGUST 26, 1996 5:00 P.M. I. ROLL CALL & ADOPTION OF AGENDA II. VISITORS TO BE HEARD III. REVIEW DRAFT 1997 GENERAL FUND OPERATING BUDGET • CONSIDERATION OF FIRE FIGHTERS PENSION INCREASE • STATUS OF WESCOTT SQUARE HOUSING UNIT IV. COMMUNITY SURVEY RESULTS - WALLACE GROUP V. GENERAL DISCUSSION RE: WESTERN DAKOTA COUNTY 4-PLEX ICE CENTER VI. OTHER BUSINESS VII. ADJOURNMENT city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 23, 1996 SUBJECT: SPECIAL CITY COUNCIL MEETINGITUESDAY, AUGUST 26, 1996 MEMO A Special City Council meeting was scheduled for Monday, August 26, 1996, at 5:00 p.m. for the main purpose of reviewing the Draft 1997 General Fund Operating Budget. Also included on the agenda is a look at the community survey results compiled by The Wallace Group and general information/discussion regarding a proposal to build a four-plex ice center in Western Dakota County. REVIEW DRAFT 1997 GENERAL FUND OPERATING BUDGET The 1997 General Fund Operating Budget has been completed in draft form and will be presented by the City Administrator at the meeting on Monday. Enclosed in a special notebook is the Draft 1997 General Fund Budget. The background memo includes'a summary of the following: ► Special City Council Meeting Purpose ► Budget Formulation Process ► Revenue Estimates ► Expenditure Appropriations ► Significant Budget Adjustments and/or Policy Considerations ► 1997 Tax Levy ► Property Tax Rates ► Five Year Budget Projections ► Truth -in -Taxation ► Summary This portion of the narrative attempts to provide a summary of the critical policy issues relating to an action that will be necessary to certify a property tax levy for the County to produce the parcel specific truth -in -taxation notices. For example, there is an analysis of the revenues, including the proposed property tax amount. It is important to note that the proposed budget does not propose any change in the tax capacity rate that was set for 1996 for general government operations. It does explain how the property tax rate would be impacted if the September 10 park bond referendum is passed and further, how the truth -in -taxation statements will reflect the redistribution of the transit property tax levy from metropolitan government to city government on the truth -in -taxation statements. This portion of the memo will also address all major revenue changes and summarizes reasons for the increase in expenditures. The budget document continues on with a detailed narrative and expenditure breakdown by department. DIRECTION TO BE CONSIDERED: The City Administrator is looking for direction from the City Council on the following items: 1) The proposed tax capacity rate payable 1997, 2) Any changes or modifications to the preliminary 1997 budget and 3) Some indication regarding the date suggested for the truth -in -taxation public hearings scheduled for December. Formal action regarding this item will be considered at the September 3 regular City Council meeting. Due to the uncertainty of the park bond referendum certification, a final ratification of the tax capacity levy will be considered at the September 12 Special City Council meeting per explanation in the attached budget narrative. CONSIDERATION OF FIREFIGHTERS PENSION INCREASE Mark Sportelli, Chairperson of the Fire Relief Association Pension Committee, will be present with other members of the Pension Committee to review the Relief Association's proposal for pension rates 1997-1999. As a part of the General Fund Operating Budget discussion, the Relief Association would like the opportunity to address the City Council and receive some direction on their proposal. Once the information has been presented at the meeting on Tuesday, the City Council could delegate the City Administrator to meet with the Relief Association Pension Committee to work toward an acceptable pension rate. It is quite possible that special legislation will be required. As a reminder, the original proposal was distributed to the City Council several weeks ago; another copy is enclosed as an attachment to the budget narrative on pages 110 through 12. DIRECTION TO BE CONSIDERED: To provide direction to the City Administrator and Relief Association Pension Committee regarding how to proceed with the proposed pension rate increase to be effective 1997- 1999. This item would require discussion/ratification at a future regular City Council meeting. STATUS OF V The City has been contacted by the HRA regarding acquisition of the Wescott Square Housing Unit that it being utilized for special programs in the Wescott Square development. The Director of Finance will provide a brief summary on the status of the Wescott Square Housing Unit which has ramifications on the General Fund Operating Budget. DIRECTION TO BE CONSIDERED: To provide the appropriate direction to the City Administrator relative to public ownership of the Wescott Square Housing Unit that is currently being leased for programming activities in the Wescott Square neighborhood. COWU IU SURVEY ESULTSMALLAC-E GROUP The Wallace Group was retained as a communications consultant during 1996 for several reasons, including the appropriation of a community survey. The preliminary work in preparing the survey began in late spring with a positioning exercise in which the City Council and staff viewed other Minnesota cities in comparison to the City of Eagan, a method to develop a community image. Following that exercise, dialogue began between The Wallace Group, staff and City Council regarding the purpose of a community survey and eventually, drafting of questions that were reviewed by the City Council and staff during the month of July. The Wallace Group conducted the survey in late July/early August and has now completed its .findings which will be presented at the Special City Council meeting on Monday. DIRECTION TO BE CONSIDERED: This item will be directed to the September 3 regular City Council meeting for additional presentation by The Wallace Group and a formal acceptance by the City Council. GENERAL DISCUSSION RE: WESTERN DAKOTA COUNTY FOUR PLEX ICE CENTER A group of various hockey associations, including the Eagan Hockey Association, has been working under the direction of Kirk Detlefsen, a Burnsville businessman, to see it there is interest in a four-plex ice arena to be located in Western Dakota County. If there is interest by four communities to partner, an application will be submitted on October 1 for a $2 million Mighty Ducks grant. This is $500,000 per community per sheet of ice. The group has identified seven potential community participants. They are Apple Valley, Burnsville, Eagan, Farmington, Lakeville, Rosemount and Savage. The total project cost is estimated at $9,420,000. Each of the four full members would be required to participate in the amount of $500,000. The remainder of the project would be financed through the sale of revenue bonds with the Dakota County HRA being the issuing unit of government. The Dakota County Managers Group has heard a presentation by Mr. Detlefsen on two separate occasions in the past three weeks and has asked a number of questions that will be answered in a report being prepared by Springsted, who was contracted by the Western Dakota County Ice Center Task Force, to prepare a report on the proposed four sheet indoor ice arena facility. The purpose of placing this on the agenda is to allow the Director of Parks & Recreation and City Administrator to share information about the proposal. It should be noted that Eagan is in a unique position in that our City has already made application for Mighty Ducks funding for a second sheet of ice. Each city has a slightly different situation. Either they have two existing ice facilities and they are wondering how a four-plex might impact them or, like Eagan, they have one sheet of ice and are recognizing the need for a second sheet of ice; would it be better to have any investment in that second sheet of ice adjacent to their existing facility or become a part of the four-plex unit? DIRECTION TO BE CONSIDERED: To provide some direction to the City Administrator and Director of Parks & Recreation relative to any further investigation of the joint four-plex being proposed by the Western Dakota County Ice Center Task Force. OTHER BUSINESS There are no other items proposed for Other Business at this time. /S/ Thomas L. Hedges City Administrator city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 23, 1996 SUBJECT: DRAFT 1997 GENERAL FUND BUDGET Special City Council Meeting Purpose MEMO By law, the City is required to certify to the County Auditor, on or before September 15, 1996, the following information: 1. The proposed property tax payable 1997; 2. A proposed 1997 budget; and 3. Public hearing and continuation hearing dates for truth -in -taxation. The purpose of the August 26 Special City Council meeting is to determine the above - referenced information which can then be considered at the regular meeting to be held September 3, ratified at the special meeting held on September 12, and forwarded to the County in advance of the September 15 deadline. The City Council will meet in special session at 5:00 p.m. on September 3 to consider any budget modifications. A special meeting will also be held on September 12, 1996 to canvas returns and declare the results of the municipal election being held on September 10 and to complete the budget certification requirements. The County will use the proposed property tax levy and hearing dates to produce the parcel -specific truth -in -taxation notices. The notices will be mailed after November 10, 1996 and on or before November 22, 1996. The hearings must be held between November 29 and December 20, 1996. Additional information regarding available dates is presented later in this memo. The tax levy can be decreased but cannot be increased after the original certification. To the extent it does not require an increase in the overall tax levy, the budget can be changed at any time throughout the process. Budget Formulation Process Preparation of the draft 1997 general fund budget began in late April with the distribution of budget material to each department. Staff, under the guidance of Department Heads, prepared budget requests for consideration by the City Administrator. The City Administrator met with each Department Head during the months of June, July and August, followed by a comprehensive review of all department requests. The total departmental requests have been adjusted to $16,171,200 by the City Administrator. The City Administrator's budget does reflect the City Council's guideline of a no net tax caci rate increase for payable 1997, the action taken for the 1996 budget. The recommended budget is an increase of $1,089,300 over the 1996 general fund budget, of which $225,000 is placed in the contingency account. This is a 7.2% overall increase or 5.8% without the contingency change. The contingency account is shown at $424,100 in 1997 compared to $199,100 in 1996. The proposed 1997 contingency is broken down into two parts, the first called undesignated at $199,100 or the same level as 1996. The second part is called designated and totals $225,000. Three specific projects which will require additional study and City Council review are combined to make up the designated portion of the contingency. The projects are not specifically budgeted within operating departments because they have not adequately been reviewed and because they will skew operating budgets significantly. This is a different approach than has been used in the past, although staff feels it is appropriate and allows the City Council to set the money aside without making the final decision to actually approve the projects. The specific projects are as follows: $120,000 to acquire necessary hardware and software to begin the transition from paper filing toward a paperless office environment and records management system. The request for $60,000 for an electronic filing system has been removed from the Community Development budget in lieu of a more comprehensive approach to City-wide filing, records management and storage. No final cost estimates have been made at this time. An employee committee has recently begun studying options and will be making recommendations at some point in the future. 2. $75,000 to set funds aside to complete the State mandated Comp Guide update. Since the approach and final expected cost have not been refined, staff is recommending that the actual appropriation to an operating department be delayed until more definition can be provided to the project. This request was also removed from the Community Development Department budget. 3. $30,000 to set aside funds for the implementation of a basic winter trail maintenance program. Again, the program ' and approach have not been completely determined so the money is being set aside but not approved as a 2 departmental allocation. Depending on which department is assigned ultimate responsibility, if and when the program is given final approval, a budget adjustment to that department will be required. A fourth item which could be included in contingency is the request for furniture improvements which are currently included in certain departmental budgets as follows: Department Request Administrator's Budget Administration $4,200 $4,200 Data Processing 1,500 1,500 Finance 12,100 7,100 Community Development 40,000 35,000 Engineering 18.100 18.100 7 00 65 900 It might be appropriate to remove consideration of these appropriations from individual budgets until a comprehensive review of furniture needs is made and a City-wide approach is put together. This is an obvious area where all departments should be operating in a consistent manner. . Another item, although not as clear a candidate for the contingency, is training generic to all departments. While it has not been segregated out of individual departmental budgets, the proposed network and related technology type training requirements and expectations are having a significant impact on budgets. A well managed, City-wide, coordinated effort will be important to maximize the return on this training investment. Each Department Head was asked to develop an operating budget proposal based on criteria considering a reasonable no limit, 5% and no increase. The City. Administrator's budget acknowledges, in each departmental summary, various requests that were made by the respective departments. Each Department Head was also asked to examine service delivery to determine: 1) whether any particular program is necessary and 2) whether any greater efficiencies may be available in providing service. This is consistent with the City Council's goal of responsible and efficient spending, while leaving the details of each departmental operation to the City Administrator and Department Heads. Each budget has been reviewed in detail with some suggested revisions undertaken by the City Administrator. The Department Heads have reviewed these revisions and following a review and reaction by the City Council, the Department Heads will be asked to respond and re-evaluate as necessary. Department Heads are expected to meet after the City Council has reviewed the City Administrator's budget. That meeting would allow each Department Head to present/justify the individual department budget to the other departments in the context of City Council defined expectations and parameters. A second purpose would be to conduct a detailed 3 review of the capital outlay requests and City Administrator recommendations for capital. It is the desire of the City Administrator to continue coordinating department and City Council expectations for budgeting and service delivery. This process has worked well with previous operating and capital budgets. Format of Recommended Budget Presentation Following this introductory memo, which includes summarized City-wide information about estimated revenues, the proposed expenditure appropriations and taxes, is a section for each department. The material for each department includes the following: 1. A brief narrative by the City Administrator highlighting staffing, personnel requests, status of personnel requests, supplies, repairs & maintenance, other services & charges and capital outlay. Incorporated in that analysis is information that addresses certain requests that were not included in the City Administrator's budget; 2. Department budget worksheets which show by line item historical expenditures for 1994 and 1995, the 1996 appropriation, the 1997 Department Head requests and the 1997 City Administrator's recommendation. Revenue Estimates The revenue estimates show an increase in the reliance on property taxes for general fund operations increasing to 68.7% of the revenues compared to 68.0% in 1996. With development activity decreasing, there is no significant increase in the traditional general fund non -tax revenues. A graph was prepared that illustrates this trend by comparing tax - related (including fiscal disparities) to non -tax revenues and to HACA for the years 1994 through proposed 1997. General Fund Revenues % of Total 1994 1995 1996 1997 M Non -Tax' M Tax OHACA *Includes $63,900 of the new local performance aid and $1,641,000 of HACA. 4- In 1995, the City set up a $500,000 reserve for abatements within the general fund balance. This reserve protects the revenue stream on an as -needed basis against extreme abatement losses. No change is contemplated with this reserve and no specific tax allocation is proposed in response to the concern with abatements. Significant changes in the 1997 revenue estimates include the following: 1. Tax related revenue shows an increase of $857,600 over the 1996 budget. This includes an increase of $97,000 in the fiscal disparities distribution and an increase of $760,600 in taxes raised from local taxpayers and directed to the general fund. These numbers are estimates based on available information received from Dakota County and reflect a constant tax capacity rate. 2. Licenses are increased by $20,500 with increases in liquor and a reduction in dog license revenue estimates. Given the recent restaurant with on -sale liquor construction, 21 on -sale liquor licenses are budgeted for in 1997 compared to 15 in 1996. Dog licenses are now issued for a two-year period and are due in even years. 3. Permit revenues are decreased by $17,300 which reflects a reduction of $20,000 in building permits and other small changes. 4. Intergovernmental revenue, including HACA, is increased by $128,900 which reflects an increase of $15,000 in police town aid, an increase of $34,000 in HACA, the new local performance aid of $63,900 (although $56,681 is a direct shift from HACA) and a new State grant of $25,000 for the Project Cop program. Federal grants are reduced by $12,000. 5. Charges for services are increased by $161,100 in total. This reflects an increase in plan check fees of $87,000, an increase of $66,200 in developer escrow reimbursements, a $13,600 increase in MDT Technical Support revenue, a $6,000 increase in the Youth Services revenue from the School District and an increase of $5,900 in Police Dispatch Service fees. These increases are partially offset by a $24,000 reduction in Engineering Services fees and numerous other small changes. 6. Program recreation fees are increased by $32,000 due to increased activity. The Holz Farm program is budgeted at $2,000 for the first time. Some programming with registration fees is expected to begin at Holz Farm. Other changes reflect primarily increases in various programs due to more activity. 7. Fines and forfeits are maintained at the same level as 1996. The estimate is based on year-to-date activity for the first seven months of 1996. It is hoped that the enhanced fine collection program will cause this estimate to be too conservative; however, those expectations are not budgeted at this time. 8. Miscellaneous revenues are decreased by $40,300 which reflects a decrease in projected interest earnings of $6,000 and a decrease of $34,300 in building rent. The antenna leases previously recognized as revenue in the general fund have been T moved to public utilities. A 10% administrative charge is transferred and reflected in account number 3912 as an administrative transfer. 9. Program revenues decreased in total by $52,600. The administrative transfer on special assessment projects was reduced by $50,000. The streetlight administrative fee was reduced by $22,200 and the storm drainage administrative fee was reduced by $12,500. These two transfers have been recalculated at 5% of gross revenue to more realistically reflect actual general fund costs related to their operations. The water administration and sewer administration fees increased by $15,200 and $6,100 respectively. The Central Services transfer increased by $5,200 and the Drug Task Force reimbursement increased by $5,800. 10. Transfers show a decrease of $600. This decrease is a net of an increase of $2,700 in the cable tv equipment in the Cable TV Department budget to be purchased in 1997 through retained franchise fees. There is also a decrease in the transfer from the recycling fund of $4,900 and a $1,600 increase in the MSA street maintenance. As has been the case in recent years, user fees were given specific attention in preparing the 1997 budget. The 20.8% of the non -tax revenue is generally considered to be user fees of one sort or another. While the "user fees" ideas become quite popular in local government, its application in providing services through the general fund of the City is rather complicated. With the exception of Park programs, the bulk of the 20.8% or $3,357,000 of 1997 general fund revenue is designed more as a reimbursement of City expenditures than as a user fee. In a true user fee situation, the customer has a choice as to whether or not they want to purchase the goods or services at the listed price. However, in licenses, for example, the customer is required to make a purchase and the City can charge only what it reasonably expects to spend to provide the service. The pricing structure then becomes one of what the market will bear and does not reflect whether or not the customer wants the service, but how much they will pay before complaining. The breakdown of estimated 1996 and 1997 revenues is as follows: Percent of Budget 1996 1997 1996 1997 Licenses $ 98,400 $ 118,900 0.6% 0.7% Permits 611,600 594,300 4.1% 3.7% Inter -Governmental 309,500 340,500 2.1% 2.1% Charges for Services 459,600 620,700 3.0% 3.9% Recreation Programs 262,600 294,600 1.7% 1.8% Other Park Related 32,000 32,000 0.2% 0.2% Fines and Forfeits 200,000 200,000 1.3% 1.2% Miscellaneous 329,700 289,400 2.2% 1.8% Program 770,200 717,600 5.1% 4.5% Transfers _ 149.600 149.000 1.0% 0.9% Sub -Total Non -Tax 3,223.200 3.357.000 21.3% 20.8% Sub -Total HACA 1,607,090 1.704.900* 10.7% 10.5% Sub -Total Tax 10.251 ,700 11.109300 68.0% 68.7% Total Budget $15.081.900 $16.171.200 100.0% 10 *Includes $63,900 of local performance aid in 1997. When this list is analyzed, there does not appear to be much opportunity to generate additional revenue by raising user fees. A number of the larger line items are internal transfers and amount to taking money from other funds. The related analysis is to look at the expenditure side of the budget to determine if there is anything being supported by general revenues which could legitimately become user fee supported. None of these changes are contemplated in this budget. A comparative summary of revenues is enclosed on page 22. A complete line item worksheet of revenues is included on pages 21 through 3. Expenditure Appropriations The following table illustrates expenditure appropriations by major classification. It shows the 1996 budget and proposed 1997 budget in dollar amounts as well as by percentage of total budget. The table then shows the increase in dollars and percentages for each major classification. Finally, the total budget increase is broken down by major classification. 1996 Budget Proposed 1997 By Increase (Decrease) % of Total Amount Budget Amount Budget Amount Increase Increase Personal Services $10,929,600 72.5% $11,526,900 Parts & Supplies 986,500 6.5% 1,039,600 Services & Other 2,640,300 17.5% 2,759,200 Charges 118,900 4.5% 10.9% Capital Outlay 298,400 2.0% 394,400 Other 28.000 0.2% _ 27,000 Total Excluding Contingency 114.882.800 98.7% $15.747.100 Contingency 199.100 1.3% 424.100 Total Including Contingency $15,081.900100.00/0 $16,171.200 71.3% $597,300 5.5% 54.8% 6.4% 53,100 5.4% 4.9% 17.1% 118,900 4.5% 10.9% 2.4% 96,000 32.2% 8.8% 0.2% _ (1.000(3.6%).(0.1%) 97.4% $864,300 5.8°0 79.3% 2.6% 225.000 113.Q% 20.7% 100.0%a $1,089,300 _ 7.2�r4 100.0% For example, in 1996, Personal Services was budgeted at $10,929,600 which is 72.5% of the 1996 budget. The proposed 1997 Personal Services total is $11,526,900 which is 71.3% of the total 1997 proposed budget. Personal Services are increased by $597,300 or 5.5% between the two years. The $597,300 increase is 54.8% of the total proposed increase of $1,089,300. I Increase to the Personal Services component of the 1997 budget is further broken down as follows: PROPOSED NEW PERSONNEL 1) Data Processing MIS Technical Assistant $41,400 Total Data Processing 41,400 2) Police a) 3 Sworn Officers $141,900 Increase .5 Clerical Tech II 15,000 Proposed ° of Total 17,000 1996 Budget 1997 Budget Amount ° Increase EXISTING PERSONNEL Total Police 204,900 Regular/Temporary $10,493,000 $10,775,100 $282,100 2.7% 47.2% Volunteer Firefighter Compensation & Benefits _436,600 476.100 —39.500 9.0% 6.6% Subtotal Existing $10.929,600 $11.251.200 $321,600 PROPOSED NEW PERSONNEL 1) Data Processing MIS Technical Assistant $41,400 Total Data Processing 41,400 2) Police a) 3 Sworn Officers $141,900 b) .5 Clerical Tech II 15,000 c) .5 Clerical Tech III 17,000 d) Additional Dispatching Hours 31.000 Total Police 204,900 3) Engineering .5 Clerical Tech III $16,300 Total Engineering $16,300 4) Building Maintenance .5 Maintenance $13.100 Total Building Maintenance 13,100 Sub -Total New $275,700 $275,700 46.2% $10,929 600___ $11.526,900 $597.300 5.5% 100.0% Any reduction/adjustment to Total Personal Services is directly proportionate to the quantity and quality of service delivery. The budget, as proposed, does not intend to expand service delivery or change the qualityof existing services. The City has a specific number of miles of infrastructure, more neighborhood parks to accommodate the growth • in subdivisions, more constituents requiring attention by all departments in City Hall and more calls to all City departments creating a greater workload for the same complement of staff. Significant Budget Adjustments and/or Policy Considerations A number of appropriations included in the City Administrator's budget increase at a rate greater than inflation or incorporate policy implications. Increases greater than inflation may indicate slight program enhancements or modifications or may result from mandates or legal requirements which were not previously incorporated into the budget. They may also incorporate growth factors at a level greater than inflation. If one were to use a 3% inflationary factor as a benchmark, the 1997 budget would change from the 1996 budget as follows: 1996 Budget $15,081,900 3% Inflation 452.500 1997 Budget $15,534,400 This approach leaves an increase of $636,800 in excess of the 3% inflation ($1,089,300 - 452,500) factor. Three obvious components of this increase are new personnel, the change to the contingency account and the Capital Outlay increase in the budget as follows: Increase Beyond 3% Inflation $636,800 New Personnel (275,700) Contingency Increase (225,000) Capital Outlay Increase Over 3% 87 0001 49,100 The following department by department review is intended to explain where the changes in excess of inflation are included and to point out for City Council consideration any policy implications, even though it is not always real obvious where policy implications begin. Adminis ra i n General printing and binding increases by $16,700, approximately $14,000 of which is to improve the quality of the newsletter. Capital outlay increases by $5,100. Without those two increases, the overall department increase becomes 3.4% rather than 6.9%. Data Processing In addition to the new personnel previously identified, there is a $62,000 or 23.2% increase to service fee for computer services reflecting the new GIS application and additional utilization of available computing resources. W Finance The significant reduction because 1997 is a non -election year ($43,300) is offset by a capital outlay increase of $13,400 and by the maintenance contract (bi-annual election machines) of $9,300. Community Development The two most significant Community Development proposed changes have been moved to the contingency account and discussed previously. The significant remaining increase is $59,100 in capital outlay, changing from $5,000 to $64,100. Incorporated in the Community Development Department budget is $15,400 for the Economic Development Commission. Part of the $15,400 is $6,500 for dues to the Dakota County Economic Development Partnership. While this membership has been the subject of considerable City Council discussion, there has been no formal action to discontinue the membership. It is not a large dollar amount (uniforms - $600 and safety shoes - $1,100 requested and City Administrator's budget - $1,500); however, the inclusion of the appropriation to provide uniforms for building inspectors should be given consideration by the City Council because of the change in City policy and recent reform on uniform allowances. Police The Police Department has been able to maintain an overall department. increase of 4.9% with significant personnel cost increases partially through the reduction in capital outlay of $37,200 from 1996. Fire Incorporated in the Fire Department budget is an increase in the appropriation for the proposed increase to the pension plan of $39,500. Staff would also like City Council direction as to the appropriate payment from this account. The Finance Department has paid based on the actuarial report requirement less the State premium tax revenue. To the extent that the premium tax exceeds the budget estimate, the City's contribution is less than the budget amount and the total to the relief association is exactly the actuarial requirement. The relief association representatives have suggested that the budgeted amount should be paid whether or not it is required. In most cases, this will result in an overpayment. While it has the advantage of reducing the unfunded liability faster, it is not consistent with the budgeting practice of spending only what is necessary and not what is available. Reductions of $3,000 in Parts and Supplies and $17,600 in Capital Outlay and a small increase of $3,500 in Services and Other Charges allows for an overall department increase of 3.3% to Engineering Capital outlay is increased by $14,600 or from 1996. Streets & Highways Increases of $14,900 for street repair supplies and $9,900 for snow removal/ice control supplies exceed inflation and reflect more miles of streets, more stringent requirements on disposal of sweepings and more maintenance being paid for from the general fund as a maintenance cost rather than as a renewal and replacement or a reconstruction cost paid for by the Major Street Fund. Capital Outlay increases by $13,100. Central Services Maintenance Capital Outlay is increased by $1,600 from 1996. Parks & Recreation Recreation Equipment/Supplies is increased by $6,500, mobile equipment repair parts is increased by $4,000 and turf maintenance and landscape supplies is increased by $7,500. Sporting event officials increases by $6,200 and miscellaneous includes a $10,000 increase to support the 4th of July fireworks. Capital Outlay is increased by $6,700. Government Buildings Building repair supplies increases by $4,000. partially by reductions of $16,100 in Additional maintenance contracts (exp requirements also impact this department $28,200. The Personal Services cost increase is offset and $2,200 in natural gas service. warranties) and contractual cleaning al increase. Capital Outlay is increased by electricity iration of 1997 Ad Valorem Tax Lev The following table illustrates the total tax levy as certified and adjusted in 1995 and 1996 and as proposed for 1997: Pro osed 1997 Ad Valorem Including Fiscal Disparities Compared to the 1995 & 1996 Levies The proposed 1997 levy for operations has allocated 91 % to the general fund, 6% to the major street fund and 3% to the equipment revolving fund. In 1996, the allocation was 92% to the general fund, 6% to the major street fund and 2% to the equipment revolving fund. Consistent with 1995 and 1996, 100% of the HACA distribution is shown in the general fund. This process was changed in 1995 and has the effect of reducing the general fund levy slightly while slightly increasing the levy in all other funds. %OL Actual 1995 Actual 1996 Proposed 1997 Operating Levy General Fund $ 9,167,477 $10,251,693 $11,109,261 Major Street Fund 550,000 631,600 679,487 Equipment Revolving Fund 150,000 200,000 383,200 Reserve for Abatements 200,000 0 0 Total Operating $10.067.477 $11.083,,293 $12.171.948 Special Levies Debt Service $ 1,399,000 $ 1,364,400 $1,242,800 Special Assessments City 148,600 183,200 175,000 Total Special $1,547,600$1,547,600 $ 1.417.800 Total Tax Related Revenues $11.615.077 X12.630.893 $13,589.748 The proposed 1997 levy for operations has allocated 91 % to the general fund, 6% to the major street fund and 3% to the equipment revolving fund. In 1996, the allocation was 92% to the general fund, 6% to the major street fund and 2% to the equipment revolving fund. Consistent with 1995 and 1996, 100% of the HACA distribution is shown in the general fund. This process was changed in 1995 and has the effect of reducing the general fund levy slightly while slightly increasing the levy in all other funds. %OL PROPOSED LEVY Fund General Levy Debt Service Levy Total Levy Percent of Levy General $11,109,261 -0- $11,109,261 81.8% Debt Service -0- $1,242,800 1,242,800 9.1% Major Street 679,487 -0- 679,487 5.0% Equipment Revolving 383,200 -0- 383,200 2.8% Assessments on City Property -0- 175,000 175,000 1.3% TOTALS $12,171,948 $1,417,800 1 $13,589,748 100.0% BUDGETED AS Fund Net Current Ad Valorem Fiscal Disparities Totals General $10,172,300 $ 937,000 $11,109,300 Debt Service 1,138,600 104,200 1,242,800 Major Street 622,200 57,300 679,500 Equipment Revolving 351,100 32,100 383,200 Assessments on City Property 160,100 14,900 175,000 TOTALS $12,444,300 $1,145,500 $13,589,800 The City Administrator's budget reflects a decrease in the tax obligation for debt service and special assessments from $1,547,600 to $1,417,800 from 1996 to 1997. This reduction amounts to $129,800 not including the new park bond referendum levy. This difference in the levy of $129,800 has been moved to the Equipment Revolving Fund which is now proposed at $383,200 and was previously scheduled to be $250,000 for 1997. This levy increase will allow the reliance on equipment certificates to be reduced at a more rapid pace than previously scheduled or for more flexibility in the acquisition of capital equipment including technology related enhancements. V3 Cedarvale Special Services District The special services district levy is not included in any of the tax or levy calculations in this budget since it is a special service district and separate from general City operations. The levy is required to be certified on the same schedule, however. Budget work with district representatives is not scheduled to take place until the week of September 9 and a final levy number for certification and truth-in4axation will be provided at the meeting scheduled for September 12, 1996. The 1996 payable levy was as follows: Gross Levy $11,792 Fiscal Disparities Reduction (966) Net Levy Spread To Taxpayer JIQ 826 Tax Capacity Rate .02718 (On the U -Haul property, for example, with a market value of $113,500, this added $90.40 taxes for payable 1996.) The total City tax capacity in the district for payable 1996 is as follows: General .22139 Special Services .02718 Total .24857 Property Tax Rates Again, no changes were made by the State this year, although it remains difficult to project the bottom line tax impact of the levy this early in the process. All of the factors are expected to be in place when parcel specific truth -in -taxation notices are mailed, although abatements will continue to reduce total tax capacity until actual tax statements are run. It is important to note that the values used to arrive at the 1997 estimated tax rate are estimates. The Dakota County Assessor's office has provided a current number for total tax capacity in the City which is subject to change. Staff has reduced the County tax capacity estimate by $250,000 (0.4% of the County estimate) to provide a cushion for additional abatements. The tax levy could be adjusted down at a later date; however, the estimates affect the truth -in -taxation notices and there is the possibility of the estimates of today being out -of - line with those notices. 14 Given that uncertainty, the following table compares payable 1996 with estimated 1997 values and rates: (')Excludes $966 and $3,101 of fiscal disparities applied to the special services district in 1996 and 1997 respectively. Opt -Out Transit Tax Levy The City Council at its regular meeting on June 18, 1996, passed a resolution approving the levy of a transit tax for payable 1997. This action was authorized by the State Legislature and is in lieu of receiving financial assistance from the Metropolitan Council to operate transit. The City must levy an amount sufficient to maintain the level of transit service provided in the City in the previous year to a maximum of 88% of the transit tax revenues for the transit levy year. k5 Tax Year Payable 1996 Actual L1997 Estimate Operating Levy $11,083,293 $12,171,948 Special Levies: Debt Service 1,364,400 1,242,800 Other 183,200 175,000 Total Levy Certified $12,630,893 $13,589,748 Reduction to Certified Levy: Fiscal Disparities Distribution (1,034,374)(1) (1,145,529)(1) Net Levy to be Raised Locally $11,596,519 $12,444,219 Gross Tax Capacity $63,421,607 $67,502,632 Less: Fiscal Disparities Contribution (10,706,957) (10,954,179) Tax Increment Value (333,019) (338,963) Net Taxable Valuation $52,381,631 $56,209,490 City Tax Capacity Rates .22139 .22139 Tax Capacity Rate Increase 0% (')Excludes $966 and $3,101 of fiscal disparities applied to the special services district in 1996 and 1997 respectively. Opt -Out Transit Tax Levy The City Council at its regular meeting on June 18, 1996, passed a resolution approving the levy of a transit tax for payable 1997. This action was authorized by the State Legislature and is in lieu of receiving financial assistance from the Metropolitan Council to operate transit. The City must levy an amount sufficient to maintain the level of transit service provided in the City in the previous year to a maximum of 88% of the transit tax revenues for the transit levy year. k5 The payable 1997 gross levy is $2,125,982 and the tax capacity impact is estimated as follows: Gross Levy $ 2,125,982 Less: HACA (387,789) Fiscal Disparities14,x_ __.4.141 ) Net Levy Raised From Local Taxpayers � 1 -594,052 Net Taxable Valuation (Estimate) $56.209.490 Transit Tax Capacity Rate .02836 This rate will be added to the City's tax capacity rate as follows: Operations/Debt Service Transit Total .22139 .02836 .24975 There is to be an equal reduction of .02836 from the Metropolitan Council tax rate with a statement of the dollar impact on truth -in -taxation notices. Park Bond Referendum The information provided in the ballot question for the park bond referendum contemplates a 1996 certification payable 1997 tax levy for debt service. The first payment would be due February 1, 1998. This schedule provides for the greatest net proceeds available to be used for acquisition of property. The 1997 payable debt service to be levied is $406,300, which is not included in the previously noted debt service levy amount of $1,242,800. The new levy is based on market value and not tax capacity; consequently, the relative impact will be the same on all taxable property. The impact is estimated to be .0143% of market value or $14.30 per $100,000 of market value. The City's total market value is an estimate and will change when the actual levy is made; consequently, the rate will also change. A final determination on this certification will be made at the Special City Council meeting to be held on September 12, 1996, when the election results are canvassed. The table on page I'S is a City tax comparison which shows the property tax impact on homestead residential properties with market values ranging from $70,000-$250,000. Since the tax capacity rate is not changing, there is no increase or decrease from 1996 to 1997 for City services shown on the table. Property owners would pay a different amount only if the market value and subsequently, the tax capacity changed on their specific parcel. Note, however, tax capacity and market value change at different rates given the Minnesota system. Again, this table only reflects the tax bill which is collected by the City. 1(40 Year Budget P To provide additional information as a management information tool, a five-year projection of expenditures and revenues has been prepared. Enclosed on pages n through _IQ is a copy of a summary of projected expenditures and revenues for the general fund. The following charts illustrate the expected trend toward increased reliance on property taxes to finance the City's general fund over the next five years. The $2,083,800 increase in total property taxes from 1997 to 2001 represents an average annual increase of 4.7%. 1996 Revenues 68.0% 14 12 w 10 8 S 1 6 4 2 0 6.1% 6.1% 2401 Revenues 72.x01- 3.7% Revenues - 1996-2001 96 97 98 99 00 01 1, 1.8% oTaxes M Development ®other Maxes Development 0 Other Using the 1997 proposed budget as the base year, expenditures are projected to increase at 3% per year and include no new personnel. This assumption increases the budget over the five year period from $16,171,200 in 1997 to $18,200,900 in 2001. Due to compounding, this is a 12.6% increase over that time period. The revenues would increase accordingly; however, the increased funding relies on new tax dollars. A fiscally conservative projection for non -tax revenue continues the trend of a reduction in charges for services and permits as they relate to building/development type activities. Therefore, the non -tax revenues will decrease by approximately 1.1% while tax revenues will increase by 18.8% for the five years. This amounts to a 0.3% decrease per budget year for non -tax revenues and a 4.7% increase in tax revenues per year. There is an increase of $133,800 or 4.2% in non -tax revenues included in the 1997 budget as presented. These revenue assumptions offset the 3% annual increase in total expenditures for each budget year. These projections are somewhat simplistic and are based on a number of assumptions which could be debated endlessly. It is not a good bet, for example, that HACA will make it for four more years at $1,641,000. However, the projections do provide a glimpse of what happens five years out. Also enclosed on page It is a list of the assumptions regarding these projections. Truth -in -Taxation As noted earlier in the memo, truth -in -taxation laws mandate three actions which need to be certified to the County Auditor on or before September 15, 1996, regarding the 1997 budget and tax levy. In addition to certifying a levy and proposed budget, the City must certify the dates it has selected for its public hearing and for continuation of this hearing, if necessary. The dates for the City's hearing or for the continuation of its hearing must not. conflict with the hearing dates of the County, School Districts or metro agencies. The dates must fall between November 29 and December 20, 1996, for this budget cycle. The continuation date must be at least five business days after the initial hearing date, but no more than fourteen business days after the initial public hearing. For 1997, the levy and budget cannot be adopted at the initial hearing or at the continuation hearing if it is used as such. Cities must adopt their final payable 1997 property tax levy and their final payable 1996 budgets at a subsequent public hearing after the conclusion of the truth -in -taxation hearing or hearings. The subsequent hearing for adoption may be on the date of the scheduled continuation hearing if the date is not required for continuation of the truth -in - taxation hearing. The following calendar illustrates dates available for consideration by the City: NOVEMBER/DECEMBER ------------ Sunday Monday Tuesday Wednesday Thursday Friday Saturday 29 30 1 2 3 Proposed 4 5 6 7 Regular City City Council Metro Council Mtg Meeting w/ #191 #196 Initial Hearing #197 8 9 10 11 12 13 14 Proposed Metro County Continuation #191 Hearing #196 Of Necessary) #197 15 Proposed 16 17 18 19 20 City Council Regular City Meeting w/ Council Mtg Levy Adoption County The hearing can be held on a regular meeting night but must be handled as a separate hearing. If the City Council desires to continue the practice of holding the initial truth -in -taxation hearing at a regular City Council meeting, it must be rescheduled from December 3, 1996. The same is true if final adoption is to be at the second regular meeting of the month. Given those constraints, the following schedule would be a possibility: Wednesday, December 4, 1996 Initial truth -in -taxation hearing as part of a rescheduled City Council meeting. Wednesday, December 11, 1996 Tentatively scheduled as the date of the continuation hearing. If a continuation hearing is not necessary, it could be used as the subsequent hearing to adopt the levy and budget or it could be canceled. W Monday, December 16, 1996 Tentatively scheduled as the subsequent hearing date to adopt the levy and budget as part of a rescheduled City Council meeting if December 11, 1996 is not used for that purpose. This schedule would allow the necessary hearings and actions to take place at rescheduled regular December meetings, if a continuation hearing is not necessary. If a continuation hearing is necessary, this schedule would require one special meeting. Given the way the calendar falls in 1996 and dates selected by the school districts or set by law, the City cannot take any budget action (initial hearing, continuation hearing or subsequent hearing) on the regularly scheduled December meeting dates. Consequently, staff is suggesting the rescheduling of both December meetings. While Wednesday night is generally considered to be church night, it is probably preferable to the other option of Friday or Saturday. Other schedules could also be utilized if desired by the City Council, assuming they meet the legal requirements. Summary The City Administrator is presenting a balanced budget which incorporates a 7.2% (5.8% operational) increase over the approved 1996 budget. Significant elements contained in the budget and in the budget preparation include the following: • Net tax capacity is estimated to increase by 7.3% for taxes payable in 1997. w Fiscal disparities elements, including the tax capacity contribution and dollar distribution, remain relatively favorable compared to the 1996 budget. �► The projected tax capacity rate for consistent operations does not change from payable 1996. The contingency account is increased substantially and segregated into two components. One component provides flexibility for unforeseen 1997 obligations and/or small revenue variances. The second component reserves money for specific projects after additional review and approval. As a percent of total revenues in the General Fund, taxes go from 68.0% to 68.7% from 1996 to 1997 reflecting a stabilization in the relationship of taxes, development related revenues and other revenues. g As the required levy for existing debt service requirements decreases, the levy is shifted toward the pay-as-you-go philosophy for equipment acquisition. The annual levies are consistent with City policy and past practice. Service delivery which is labor intensive is maintained at existing levels. The three new sworn officers will allow for some enhancement to police services, although no program expansion is included. The clerical positions will enhance efficiency and customer service. The additional building maintenance reflects the increase in requirements with the additional office and police space. ILI' There is an increased commitment to the Data Processing Department or MIS function. Along with Administration and Finance, this department is becoming a major support service and will require significant resources to efficiently provide the necessary City-wide support. A special thanks to all departments for the level of detail, creativity and time spent in preparing budget proposals. A special thanks to the Director of Finance for his assistance and the support his department gave for the many calculations and budget analysis. It should be further noted that the public enterprise fund budgets which include the water utility, sanitary sewer utility, storm water utility, street lighting and the Civic Arena are nearing completion and will be presented at a future work session. U,66 �& -1� 5k CIO. City Administrator TLH/vmd 2"1 97REVSUM 1997 BUDGET GENERAL FUND COMPARATIVE SUMMARY OF REVENUES 08/23/96 2Z 1994 1995 ! j 1996 1997 Actual Actual Budaet Estimate General Property Taxes $ 8,754,716 $ 9,272,291 $ 10,251,700 $ 11,109,300 Licenses 98,595 105,591 98,400 118,900 Permits 934,911 812,975 611,600 594,300 Intergovernmental Revenues 1,732,434 2,082,154 1,916,500 2,045,400 Charges for Services 943,041 757,268 459,600 620,700 Recreation Charges 311,768 320,436 294,600 326,600 Fines & Forfeits 154,958 240,710 200,000 200,000 Other Revenues 355,932 501,236 329,700 289,400 Program Revenues 923,450 721,640 770,200 717,600 Transfers 134.112 121.246 149,600 149,000 TOTAL GENERAL FUND $14.343 1717 $ 4.935 547 $ 15.081.900 $ 16.171.200 2Z tD O CD OD O 0 LU Z Z LL J � Q m m WN 0 Z W LuZ W W W Ix ❑ D m flO 23 oe oe lot 00000Lf) t000tD01tn OMI-OIT00000000000 rtOet 000OOOMMOO9CO 00000 MOOOtnO0PI: OM00 o I 0 � O o w a o o m m o o 0 0 OD N j 0 0 o m a o O T W O W O W O O M o r r N T- O O r 0 O (O V- T- rtA O -10000 N N N r N O O CO, OO 0 0 0 0 0 0 0 0 0 OI O O O OO OOOO O O O O O O O O IOOOOOO 0 0 00OZtDOCD rl� Ott rNtO O Ory r1 N Q O C N Or r N N N.. 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NCD 00000M Mr lf) I-")IT(0hN(0�1�(Orct IP 00(0hr'O 7r1�1� I M (Or(0�MNMVI,-(n N(C)� Z Z Z F- Q L Z p a g - Lu WW W LL W w w W U QO �� ZU)ZH W XZ _ZF-Z LLm Z ZUL=ilwi w m m o z Y 2 J mp-jQQ-jO�Q�~ O w z O E -i 2 O a WU.?�ZUF- < LL W O w W~ W � 2 W O QQmU-i 00ZF-�W0mo2 �wwQW�-F-¢WP- rr.W¢w0 aU3:(A()(A000 F-20Xa OT- V- �(O 00 T.- N 0 0 0 M(0MMC0)MCOMM(MCCV) M 11 U) W X Q �Z V Q W 1J. 0 U. 0 Q W m Z 0 U) IL 0 V 28 CY) CC) 9 C)C7 O 0~O OOi 140 OF) O 6:! � 6F? 69 69 EA T N 64 64.69 64 O N co ti ti co coo 041 V N90)000 O M 6% 6%69 d4 N 69 O N � � � 66% 66% 6 � ul � T O � 0) 0) MM f7 I v 69 6x} iA 640). 64 M9 I 69 _N 64 a OD oMMM M N MO � ( ( G 69 64 69 64 69 !64 69 Eli O oo co OD N co TI -T N N N N M (M+) I C T 64 69 6% 69 6'4 V�l iii O_ EA 69 O O O to (fl LO (n In O T T O 00 00 O O TM O _) _ONN O bO4 64 64 64 Ef3 64 6NR 00 69 � O O �_ LO N� � T 00 O _� _U 0 6F). 69 61} 61!T 69 69 I69 d4 ti 64 M O O O co tf) M 04 LO r r r-- N N 04 N N N N O N N N N N N O O N X H w w w W N (/) C W 7' ' �'CD ' U t0 V .� j ~ O > n a Q n a naa)=� cc (D«=n>°�o CO 0 m .. F- Y cc`o U U O N V O N U N cu U N N(a C.) r- x �� U H d (O � Y fe N i F-cCCua (C L L co LL m L (x0 LL LL fx6 G 28 5YEAR96 CITY OF EAGAN 0821/96 range PROJECTED REVENUES - GENERAL FUND 1997-2001 Proposed TOTAL REVENUE 'Development -related $921,600 $979,800 $819,100 $768,100 $717,200 $666,300 % of Total 6.1% 6.1% 4.9% 4.5% 4.1% 3.7% See attached for basis and/or sources of revenue estimates. gal Budget Budget 1996 1997 1998 1999 2000 2001 PROPERTY TAXES Ad Valorem Taxes $9,411,700 $10,172,300 $10,768,900 $11,251,600 $11,747,200 $12,256,100 Fiscal Disparities 840.000 937.000 937.000 937 00039 7 000 937,000 Total Property Taxes 10,251,700 11,109,300 11,705,900 12,188,600 12,684,200 13,193,100 LICENSES - Total 98,400 118,900 118,900 118,900 118,900 118,900 PERMITS Building * 420,000 400,000 375,000 350,000 325,000 300,000 Elec/Plbg/Mech * 169,800 169,800 120,000 112,000 104,000 96,000 Other Permits 21,800 24.500 25.200 26.000 26.800 27.600 Total Permits 611,600 594,300 520,200 488,000 455,800 423,600 INTER -GOVT Police Town/Training Aid 280,000 298,000 306,900 316,100 325,600 335,400 HACA 1,607,000 1,641,000 1,641, 000 1,641,000 1,641,000 1,641, 000 Grants 29.500 106.400 106.400 106.400 106.400 106,400 Total Inter -govt 1,916,500 2,045,400 2,054,300 2,063,500 2,073,000 2,082,800 CHARGES FOR SERVICES Plan Check/SAC Adm/Surcharge * 124,000 207,000 194,100 181,100 168,200 155,300 Platting/Zoning * 19,000 20,000 20,000 20,000 20,000 20,000 Eng Serv/Escrow/St Lt&Sign ' 38,800 83,000 60,000 55,000 50,000 45,000 Investment Mgmt Fee 74,000 76,000 78,300 80,600 83,000 85,500 Other Charges 203,800 234.700 241,700 249,000 256.500 264.200 Total Charges for Services 459,600 620,700 594,100 585,700 577,700 570,000 REC CHARGES - Total 294,600 326,600 336,400 346,500 356,900 367,600 FINES & FORFEITS - Total 200,000 200,000 206,000 212,200 218,600 225,200 OTHER REVENUE Interest 270,000 264,000 271,900 280,100 288,500 297,200 Other 59.700 25.400 26.200 27.000 27.800 28,600 Total Other Revenue 329,700 289,400 298,100 307,100 316,300 325,800 PROGRAM REVENUES Project Admin * 150,000 100,000 50,000 50,000 50,000 50,000 Public Util Transfers 561,800 553,600 570,200 587,300 604,900 623,000 Other Reimbursements 58.400 64.000 65.900 67.900 69.900 72.000 Total Program Revenues 770,200 717,600 686,100 705,200 724,800 745,000 TRANSFERS MSA/Cable 128,000 132,300 136,300 140,400 144,600 148,900 Other Transfers 21.600 16,700 0 0 0 0 Total Transfers 149.600 149.000 136.300 140.400 144.600 148.900 TOTAL REVENUE 'Development -related $921,600 $979,800 $819,100 $768,100 $717,200 $666,300 % of Total 6.1% 6.1% 4.9% 4.5% 4.1% 3.7% See attached for basis and/or sources of revenue estimates. gal 5YEAR96 range B CITY OF EAGAN PROJECTED EXPENDITURES AND REVENUES GENERALFUND 1997-2001 EXPENDITURES' PERSONAL SERVICES PARTS & SUPPLIES SERVICES & OTHER CHARGES CAPITAL OUTLAY OTHER (Includes Contingency) TOTAL EXPENDITURES REVENUES NON -TAX REVENUES TAX REVENUES " TOTAL REVENUES Taxes - % of Total 0820/96 Proposed Budget Budget 1996 1997 1998 1999 2000 2001 $10,929,600 $11,526,900 $11,872,700 $12,228,900 $12,595,800 $12,973,700 986,500 1,039,600 1,070, 800 1,102, 900 1,136,000 1,170,100 2,640,300 2,759,200 2,842,000 2,927,300 3,015,100 3,105,600 298,400 394,400 406,200 418,400 431,000 443,900 22_7,100 $15.081.900 451,100 $16.171200 464,600 16.656.300 478,500 $17.156.000 492,900 $17.67D.800 507,700 $18.201.D00 $4,830,200 $5,061,900 $4,950,400 $4,967,400 $4,986,600 $5,007,900 1.0,2 51,700 11.109.300 11.705,900 12.188.600 12.684.200 13,193,100 $15.081.900 16.171200 16.656.300 17.156.000 $17.670.800 18201.000 68.0% 68.7% 70.3% 71.0% 71.8% 72.5% 'Expenditures assume annual increase of 3% for 1998-2001; no new personnel included. "Tax Revenue includes Ad Valorem Taxes and Fiscal Disparities. (HACA is excluded.) �Vw 5YEAR96 range C SOURCES OF REVENUE AND EXPENDITURE ESTIMATES REVENUES Ad valorem taxes are 'forced" from all other revenues and expenditures. Fiscal disparities is assumed to stay constant. Licenses are assumed to remain constant. Building permits are estimated to be $400,000 in 1997, and $25,000 less in each subsequent year. Comm Dev Dept does not project building permits revenue beyond the current year. Estimates are made by Finance Dept without detailed computations. Electrical, plumbing and mechanical permits are 32% of building permits, based on history. Other permits are assumed to grow at 3% per year. Police town/training aid is assumed to grow at 3% per year. HACA is assumed to stay constant. Plan checks, SAC admin, and surcharges decrease proportionately with building permits. Platting and zoning fees are assumed to stay constant. Engineering services and developer escrow reimbursements are assumed drop to $60,000 in 1996, and decrease $5,000 per year thereafter. Investment management fee is assumed to increase by 3% per year. Other charges are assumed to increase by 3% per year. Recreation charges are assumed to increase by 3% per year. Fines and forfeits are assumed to increase by 3% per year. Other revenues are assumed to increase by 3% per year. Project admin revenues are determined by the 1995-99 CIP. $100,000 in 1997 reduced to $50,000 in each subsequent year. Public utilities transfers are assumed to grow at 3% per year. Other reimbursements are assumed to grow at 3% per year. Transfers are assumed to grow at 3% per year. EXPENDITURES All expenditures are assumed to grow at 3% per year, with no new personnel added. M 97EXPSUM.WK4 GENERAL FUND COMPARATIVE SUMMARY OF EXPENDITURES GENERAL GOVERNMENT 01 Mayor and Council 02 Administration 03 Data Processing 05 Finance/City Clerk 06 Legal 07 Community Development 10 Cable TV PUBLIC SAFETY 11 Police 12 Fire PUBLIC WORKS 21 Engineering 22 Streets and Highways 24 Central Services Maintenance PARKS AND RECREATION 31 Parks and Recreation 32 Forestry GENL GOVT BUILDING MAINT 33 Building Maintenance OTHER 41 Contingency - Undesignated Contingency - Designated TOTAL GENL FD EXPENDITURES 12. 7.2% Prelim Admin Actual Actual Budget Budget Recommd Increase 1993 1994 1995 1996 1997 96 to 97 $83,630 $94,169 $94,700 $98,200 $101,300 3.2% 483,502 546,772 563,600 616,900 659,200 6.9% 331,824 324,016 373,500 381,500 497,000 30.3% 745,758 842,602 847,900 890,600 893,700 0.3% 355,283 241,302 315,800 315,800 315,800 0.0% 1,323,238 1,298,735 1,256,200 1,284,800 1,361,200 5.9% 66,872 74,910 78,800 32,200 33,800 5.0% 3,390,107 3,422,506 3,530,500 3,620,000 3,862,000 6.7% 4,433,416 4,709,532 5,024,500 5,442,700 5,711,800 4.9% 814,080 808.408 851.000 888,500 917.700 3.3% 5,247,496 5,517,940 5,875,500 6,331,200 6,629,500 4.7% 774,102 810,010 866,200 902,400 950,300 5.3% 880,468 859,530 966,800 961,300 1,045,600 8.8% 372.000 371.684 327.400 346,600 365,500 5.5% 2,026,570 2,041,224 2,160,400 2,210,300 2,361,400 6.8% 1,639,795 1,839,429 1,953,200 2,074,300 2,184,200 5.3% 124.816 176.292 181.300 191.400 212.900 11.2% 1,764,611 2,015,721 2,134,500 2,265,700 2,397,100 5.8% 0 0 366,300 455,600 497,100 9.1% 0 0 366,300 455,600 497,100 9.1% 0 108,000 198,200 199,100 199,100 0.0% 0 0 0 0 225.000 ERR 0 108,000 198,200 199,100 424,100 113.0% 12. 7.2% MAYOR AND COUNCIL There are no new programs considered in the Mayor and Council budget proposed for 1997. Personal Services There are no changes suggested for salaries and wages. If the City Council would like to review or consider a change in the salary/wages beginning in 1997, it would be necessary to take action prior to the November 5 election in order for the salaries to become effective in January, 1997. Attached on pages J(6 through 'j"I_ is the most recent salary survey for elected officials in cities with over 20,000 in population as compiled by the AMM. Other Services and Charges Expenses for the Mayor and Council in this category include reimbursement for personal auto mileage, conferences and schools and local meeting expenses. A small increase in conferences and schools more accurately reflects registration, travel and lodging for the NLC, LMC and NOISE conferences that are attended each year. It should be noted that the National League of Cities Conferences will be held in Washington during March and Philadelphia during December, 1997. The location for the NOISE conference will be Minneapolis. The League of Minnesota Cities Conference is planned for St. Cloud in 1997. Budget Summary The only potential reduction for mayor and council is in travel, conferences and schools. The networking, education, contacts and general information have been valuable to the City Council as a board of directors while attending national conferences. The Mayor and City Council budget is increasing by $3,100 or 3.2% from 1996 to 1997. 33 Y 0 OD M 11 11 O O O O O O O O O O O O c E n O 0) O O O P O M O V O N O Ln O Go O 03 O r O O r N (D O o II � Lo Cl)N � 11 H II W II O O O O O O O O O O O O O O O O O O O O O O O II O p 1` CO V N Ln (0 0) r qr gM rf�O II r (V (D LLn M OO m II O 4) O O O O C II m II v (0 v � II 11 O O O O O O O O O O O O I! 11 O Ql O O O O Cl) O O N O Ln O Go O c) O r O O 0) Ir II r N (D O LO � LO (N II � II O � II �_ 11 N 0 11 O O O O O O O O O O O O O O O O O O O O O O Q II W �j 0) O h N M IT N LC) co 0) N r O O LLA 0) �+ /� II M r (O r Ln Ln CV) r aA II O..II 11 II Ln � O r OO O O O O O IT N M M M Go M r 0 r O Ln M Cl N M Cl N r II 1+ M h r O N O r v Ln II H II C r vr r r N m } m II O II II O O O O O O O O O O O O O O O O O W II O O O M O f` O O O O N O (0 O M O r O v (0 It 0) 0 II 0) = co r N (0 r (6 Ln r M Op II m 11 It O O co Ln N 1` M M Ln O O co M M N O N Q II N O Ln r N N M N r MW 0 Ln r--0) N co r r O Go M w Ln M co M 0)H jj �7 N L[i (6 I r= U u () r Ln M r r Q II u u J11 Oo co O O O h O O IT Ln to O N 0) v Ln 0) Q II II O Go O r O M N N N N w to Ln Ln N v v OD Q H CD~ 11 N M r co "�Lf c(D7 O r Q Q V' I I U. 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CO CA M N 0q M Co CD H V, N LO N N N U) M vNNM N N CL 9) O W CL u, CD 3"i co C CU m O Y CCI O wN c E T a t U cc g -j`o ►; cn L y L9 CD a in con Y m c 0 3 o a� 9 CU tCt d m �+ Y O- t1 C 2 2 z 3"i co m CL _ $ Q1 z Y CCI O wN c E T a t U cc g -j`o ►; cn L y L9 CD a in con Y m c 0 3"i co ADMINISTRATION Presented for consideration is a draft 1997 budget for Administration. There are no new programs being considered other than the additional appropriation for further enhancement of community -wide public relations. Personnel Services There is no change in the FTE complement for 1997. While the position of Administrative Intern is listed at one FTE, the budgetary impact is not full-time and represents only a small increase from 1996. An effort will be made to look for a HUD intern through the Mankato State University Urban Studies program whereby only a portion of the student's salary will be paid by the City. The last two interns have been through Hamline University and there is no financial assistance offered. The following is a summary of personnel for administration: Proposed Personnel 1994 19 2.5L 1996 1997 City Administrator 1 1 1 1 Assist. to City Admin. 2 2 2 2 Administrative Secretary 1 1 1 1 Administrative Intern 1 1 1 1 Clerical Technicians 2 2 2 2 Recycling/Comm. Coordinator 1 l 1 1 8 8 8 8 Supplies, Repairs and Maintenance The Administration budget for supplies, repairs and maintenance totals $2,300, which is an increase of $200 from 1996. This budget is for basic office supplies, reference materials, etc. Other Services and Charges The category for professional services/general includes a $2,000 amount for employee training, $3,000 for City Council/management team goal setting and $26,000 for the communications consultant. The communications allocation is at the same level as the 1996 budget. The increase for medical services/physical exam is for human services which includes physicals for new employees and drug/alcohol testing for 45 employees. The amount for postage at $11,400 is primarily for newsletter distribution. The general printing and binding line item indicates an increase of approximately $16,700 of which $13,500 reflects an upgrade of the City newsletter to a higher quality printing process. The availability of providers of this service in the metropolitan area would increase the competition of this service and permit staff to review a draft copy before the print run is completed. The allocation also responds to the increased population within the City and the pressure for more pages of information between the general information and parks and recreation information. Dues and subscriptions, at a cost of $33,700 which is largely due to two memberships, the LMC for 1997 is estimated at $18,128 and AMM at $9,245. All other memberships, except NOISE at $1,200 range from $10 to approximately $500. The Municipal Legislative Commission membership is estimated at $11,000 and included under other contractual services. Under capital outlay, like other departments there are computers, ergonomic chairs and work station components under requests. The total capital is $12,500. Summary The administration budget includes the communications consultant and the additional appropriation for the City-wide newsletters and is increasing by $42,300 or 6.9%. I'M% 0 O D m rn Ec II +� 11 m II = 11 � II � II � II 0 O 1! � II G1 11 �.�11 0� 11 0) N 11 « n 11 N = 11 II W 11 } O 11 (p W CD II r m 11 11 Ln Q II Q 11 11 D II O II (71J O Q II W D II LL -j 11 LU 11 o ^ 11 Z Qtr < V% r M II -+ O ~ W v .' w Z Z m w m w O I U)CO w H m(1) LLJ F- U' O2 w Z Z Q O W I- Q z w Q Q>CL Q Z j ~ O j N Z W Z W O Z U 1 0 Q J I Q I R Z w w w 2 w O 0 C3 O w Q LY 1W U H w Q a It U w w U ir Q U Q vi ¢ O vai O Q a ILL. 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(n In O r co r 0) T M N O M T M h M co M O IV r It O (O O (D N O OD r M M M M M M M M M Cl) M M M Nr k R CO) LU 0 $ I U c I CO) LU U > � w U) Q� U.1 I 0 \ CNk C) 0 X k ¥ R z LU a 5 O LU U) o � 2 2 KLu 2 U. � b E 0 0 v \ Al / k Lo V a ~ m CD CO � �2 -j EL / § w k o i m � I a� / Q z x CN S m 2 Cq C i \ m / § z v k / k k i g R O co z ~ z w R � 7 z 2 z 0 CD CD i ƒ < Q 0 i 2 e S ƒ $ R co ; q A CL N m Nr 2 Ik /k k i 0 ~ m — . � � � k Im � m K C \ k k k k CD CSI / / 7 2 S m o g N G CIt o cl w m q / k k k k V- � CO) LU 0 $ I U c I CO) LU U > � w U) Q� U.1 I 0 \ CNk C) 0 X k ¥ R z LU a 5 O LU U) o � 2 2 KLu 2 U. � b E 0 0 v \ Al �z w CO �2 -j EL / § w k o i I a� / �■ z x e 2 i \ m / § z i g R O co z z w z z 2 z 0 i ƒ < 0 i 2 e S ƒ $ R R O ; q / CL N m Nr 2 i 0 CO) LU 0 $ I U c I CO) LU U > � w U) Q� U.1 I 0 \ CNk C) 0 X k ¥ R z LU a 5 O LU U) o � 2 2 KLu 2 U. � b E 0 0 v \ Al DATA PROCESSING The following is a presentation of the draft 1997 data processing budget. This department provides all management information systems (MIS) for each of the City departments. Personnel A full-time MIS Assistant was again requested for funding in 1997. Given funding constraints, the position was eliminated for calendar 1996. The City Administrator's 1996 budget included a line item for a contractual service in the amount of $5,000 which was approved by the City Council. With the rapid change in technology, growth and data processing and service expansion into networking and Internet, an FTE to assist the MIS Coordinator is proposed. The following is a summary of personnel for data processing: Proposed Perspnnel 1994 1995 1996 1907 MIS Coordinator 1 1 1 1 MIS Technical Assistant (1 0 0 1 1 1 1 2 Supplies, Repairs and Maintenance There are no significant changes in supplies, repairs and maintenance which typically funds office supplies, repair and maintenance and computer software for the data processing system. The cost for software, memory, etc., continues to increase proportionate to the City's growth in data processing. Other Services and Charges The amount budgeted in 1996 for professional services ($5,000) was removed due to the consideration for funding a full-time MIS Assistant. The most significant change in this category is the amount budgeted for electronic data processing; the services provided by LOGIS. In 1997, the LOGIS budget reflects the second and final year of a new cost allocation phase-in structure introduced in 1996. The primary objectives of the new cost structure are to determine the true cost to support each LOGIS application and to equitably distribute these costs among the members. The City will experience a 13.4 % increase over the 1996 LOGIS budget. The electronic data processing budget for 1996 was $267,400 and proposed 1997 is $329,400. GIS services is estimated at $29,000 which is a new service to be provided by LOGIS. For Council information, the City contracts 20 applications with LOGIS that range from utility billing which is the highest at $52,000 and Police CAD/records at $50,000 to financial, payroll, tree inventory, parks and recreation, dog licenses, network service and support and many others. pk3 Also an increase is proposed under contractual services which will provide an additional allocation for installation charges for equipment, cards, cable, cable ends and other expenses incurred with the Novel network system. Capital There is a proposal for a lap top computer, desk, ergonomic chairs, a new computer and printer totalling $10,000 in capital outlay. Summary The 1997 operating budget is placing a high priority to consider additional funding for personnel, the new program for GIS services with LOGIS and other costs associated with implementation of the network and Internet/Web enhancements. The MIS department is expected to provide support to the Police Department, a 365 day, 24 hour operation and all other departments that require extensive data processing functions. One person is no longer adequate to provide that support. The data processing budget is increasing by $115,500 or 30.3%. 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U 0 Z w U O °0 � LU ❑ C7 cn v II N (9 w Cn > g v� � Q) z w z v z Ci z m ~ < ii Ow 2 Q vwi � O ¢ II U it a> aIf w O m CO CO Y w Z d U z a a Q 2 U a� U w Q O ❑ x Y O z ❑ I'll ii Qw > " U a za z Z W O U O II C Q W ❑ U O J In Z m m J W ii cz w U > w Q W a U H ❑ U W U c II O oil z Z cc Z J W j Z W Z � Z S ii W _ N = Z 0 g zQ W m W z Q Q � W w iIwi 11 H p a J ~ W w 0 a J I � J � = -j Q z J U O W Z � Z � s � w a a z U) OU OJ o cwi m o m(I W O C Ir c tt 1C) m I- CD M O M N — N_ M qw V M v O p M O U II IT CM7 1w CMV) et CV) 1t CMO IT CMV) V IT at COO It v It v 1w qw v 1w IT v qr b6 F - z W a 5 Q W z = w d > > W O LU LU X U W O O COO 1- N CIS tt 1w OR 10 O O O 11 O 11 II 11 1 O O O II 01 11 Si II 1!i IG 11 N N 0 0 N c H Ln 11 Al FINANCE The following is the proposed 1997 budget for the Finance Department. Personnel There are no changes being proposed for personnel. Proposed r5onnel 1994 1995 1996 1997 Finance Director/City Clerk Assistant Finance Director Administrative Assistant Accountants Accounting Clerks Clerical Technicians Receptionists 2 2 2 2 4.5 4.5 4.5 4.5 2.5 2.5 2.5 2.5 1,. M 1.50) 1.5T I SU 13.5 13.5 13.5 13.5 (')Includes one person working half-time, one working 3/5 time, and one working 2/5 time. Supplies, Repairs and Maintenance Office supplies continue to be the largest expenditure in this category. Office supplies for all City departments which include letterhead, envelopes, copy machine toner, etc., are budgeted in Finance. The budget for election supplies varies every other year. Since there is no election proposed for 1997, this amount was reduced by $7,700, which is the amount allocated in the 1996 budget. Other Services and Charges The total for this category is actually reduced by a total of approximately $13,000. Reasons for the reduction include the elimination of funding for election judges due to the fact that there is no election scheduled for 1997. A reduction of approximately $10,000 for auditing services which is the agreement the City negotiated with the new audit firm of Kern, DeWenter, Viere. There are some increases such as the cost for telephone service and line charge that has increased by approximately $10,000 due to the new system and the maintenance of the election equipment which is an increase to maintenance contracts of approximately $9,300. The election equipment maintenance contract is paid in non -election years, which helps to average some of the cost the City incurs during election years. Capital Outlay The capital outlay proposed for Finance included new PC's totalling $35,000, furniture and ergonomic chairs at $12,100, a new laser printer at $2,500 and $2,000 allocated for miscellaneous office equipment and furnishings. The City Administrator's budget reflects an alternative capital M budget which reduced the number of PC's from ten to six, delayed acquisition of furniture for the north addition area and the new laser printer for one additional year. Summary The Finance Department budget will fluctuate from year to year based on whether elections are scheduled. As stated, there is a reduction in the 1997 budget of $7,700 for election supplies and $35,000 for election judge wages. There are no elections scheduled for calendar 1997. 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(O `° O O N IT °' N N O m - 0) O coh r CO u n II O O O O O O o O o O o O 0 o O 0 II M.Q o II II tl (p O O M 00 I'l 1A N 01 M 1- II � 11 O O01�� r o II O (^A r OD 11 m II II D U 11 O O O O 11 C 11 jj 1' v O 1� OD 1l 11 OD 11 V7 11 m 11 O O O O O O O O O O O O O O O O I'll O 11 � 0 11 (p m O M Op ([ r IV (A m co VZ IT II N CliW) II r r O d 0 II 11 II II N � II II .. II O O O 11 II 11 OwO II O 11 ) II II O O (n O O 1w I` M (O IT r OD O I- N O II r II ID II N O O U) M co II ODUT a N � II O 11 11 W 11 O O O O O O O O O O O O O O O O O II O II 11 (00 O1 N (p (p O O N (n (A (G 11 01 C, I I C N OrD O I I r m II II r O II II Q 11 II OD r co O 0 N o 0 N co 00 v co r I+ M0 N II II qTLo D II C4 O (O r r (h - r- O II 0) � f 11 M (r N N O II V- Q 11 r O II II J 11 Q II O (p f� OO I- I�(D w h Q o cn Lo r m w 00 II N 11 O II II 1� I� O It r (A co co II Z Ql U 11 N r N 01 O cor O r O r N II � II rQii� r CO1! a°o W C U. J 11 m II co w Z V Il V U WIx 11 p 11Ix Q > (n co a.III J ii wU Q w Ir a W U It VQ ii z w Z U o X (7 U Z m O w z ii U. w o w w Z r Q ii .110 L` a f z U z U Q w Z a D g w z aII z v z O z w w LL w O a z LLIz oil wU w HCO)LL � w w Q Q I --w 2 III U- H J H " 4, II a o O w d � w 0 O O Q O -0 11W O U H OU ii v v v v v v v S2 LEGAL The following is a presentation of a draft 1997 legal budget. There is no change recommended for the general fund legal budget which is estimated at $315,000 for 1997. This is the same amount as approved for 1995 and 1996. The 1994 and 1995 financial reports show legal expense of $241,303 and $263,201 respectively. It should be noted that the legal budget includes prosecution services that are provided by Grannis, Grannis, Hauge, Eide, Anderson and Keller and general legal work of the City Attorney provided by Severson, Dougherty, Sheldon, & Molenda. There is also a small amount for other legal services such as labor and other specialties. Historically, the legal department budget is 48% for the City Attorney (general legal work) and 47% for prosecution. It should be noted that development work proposed at $145 per hour is not reflected in the general fund legal budget nor is the work on special assessment projects. That total will vary depending on the amount of applications and activity. The amount paid for development work is reimbursed by the applicant through the escrow process. Enclosed on pages 55 through s% are copies of letters provided by the City Attorney and prosecuting attorney proposing their rate structure for 1997. 53 0 OD O c E ii v 0 a � 11 11 z II 01 m C II in II D LOi II m II � II � ❑ 11 � 11 IM 1tA II D SII I II II Ur II r ++ A 11 10 w 11 ❑ v 11 11 � II II �M � O II if ~ 11 W II 001 D 11 r m It II a 11 N H 11 �a II 11 J 11 QF- U a u Lu W a II W = G m II � 0) II 0 coo m vi vi m M OO O O cD co r r M M i O COO COD co I u'i ui ui I I ( M � a cl M N M f� N N W 0 Q U ❑ a W U m W CO) IL' W 2 O 0 U141 In ` r NI �"II T r MMMIIIIIIII m Sot i ID O OOo OO CO O U) L6 U'i M M M I 0) O O 01 1 N in CD Go a cl M N M f� N N W 0 Q U ❑ a W U m W CO) IL' W 2 O 0 U141 In ` r NI �"II T r MMMIIIIIIII m Sot LARRY S. SEVERSON JAMES F. SHELDON MICHAEL G. DOUGHERTY* MICHAEL E. MOLENDA SEVERSON, SHELDON, DOUGHERTY & MOLENDA, P.A. A PROFESSIONAL ASSOCIATION ATTORNEYS AT LAW SUITE 600 7300 WEST 147TH STREET APPLE VALLEY, MINNESOTA 55124-7538 (612)432-3136 TELEFAX NUMBER 432-3780 July 23, 1996 Mr. Tom Hedges, City Administrator City of Eagan 3830 Pilot Knob Road Eagan, Minnesota 55122 Re: Requested Attorney Fee Rates for 1997 Dear Tom: You requested attorney fee rates for the calendar year 1997. Those rates are: Paralegal Rate General Legal Work Development Work Council and APC Meetings Current Proposed $50.00 $51.00 $95.00 $97.00 $145.00 $148.00 $300.00 $305.00 These proposed rates indicate an approximate 2% increase. LOREN M.SOLFEST ANNETTE M. MARGARIT SHARON K. HILLS ROBERT B. BAUER CHRISTOPHER A. GROVE SHARI L. STERUD GERALD (JUD) E. DELOSS The work we do for Independent School District No. 196 is done at a general legal rate of $110.00/hour, together with a paralegal rate of $60.00/hour. In addition, we do work for the City of Coates and Castle Rock Township for very similar rates of $95.00/hour. The vast majority of work we do for the City of Apple Valley is on a flat -fee retainer for general legal work and a flat -fee retainer for all criminal prosecution. The proposed fees are reasonable in our opinion and compare favorably, we believe, to neighboring communities. Please express to the City Council and City staff our sincere appreciation for the opportunity to provide legal services and legal advise to the City of Eagan. If you have any questions, or if there is any further we can do, please contact me. Very truly yours, Jan e/ s F. Sheldon JFS/skr INDIVIDUAL ATTORNEYS ALSO LICENSED IN IOWA OR WISCONSIN *CERTIFIED REAL PROPERTY LAW SPECIALIST. MSBA SS AUG 23 '96 02:43PM GRANNIS & HAUGE LAW FIRM PAUL H. HAUGE VANCE B. GRANNIS. JR. - KEVIN W. EIDE DAVID 0. KELLER WARD R. ANDERSON MICHAEL J. DWYER ' 'Also admillw 10 IWACTIes In WIloomsIn Mr. Thomas Hedges City Administrator City of Eagan 3830 Pilot Knob Road Eagan, MN 55122 GRANNIS, GRANNIS, HAUGE, EIDE, ANDERSON & KELLER, P.A. AmDrrwo and Cmmrelo►s at Law 200 Town Centro Professional Bldg. 1260 Yankee Doodle Road Eagan, Minnesota 55121-2201 Tel: (612) 456.9000 Facsimile: (612) 454-4232 August 23, 1996 Re: Sourly Rate Legal Fees for Calendar'YeAr 1997 Dear Mr. Hedges: P.2/2 MICHAEL J. MAYER BARRY L. WITTENKELLER' EDWARD C. TISCHLEDER VIRGINIA DWYER WILLIAM L. BERNARD Also odmitft in Illinpis Ager a number of years of keeping our legal fees static, we did slightly increase our rates for 1996. We will maintain those same rates for calendar year 1997, Tbose dourly rates are as follows: Attorneys - $86.00 Law Clerk - $40.00 Paralegal - $35.00 Clerical - $10.00 You should note that an hourly xatc is charged for clerical staff only when they are initiating their own work such as drafting complaints, contacting witnesses or drafting correspondence. If you have any questions regarding this proposal, please feel free to contact me. very truly yours, GRANNIS, GRANNIS, HAUGE, EIDE, ANDERSON 8t KFI.LBR, P.A. ,7 BY. W. Bide KWEJvam cc: Jon Hohenstein, Assistant City Manager 5 612 456 9000 08-23-96 02:49PM P002 #22 WSJu�luURIVIM0M-M1CIMIDIM The following is a presentation of the draft 1997 Community Development Department budget. This department includes activities of planning and zoning and protective inspections. Not included in the departmental budget is the new program mandate from the State Legislature to complete a comprehensive guide plan update by July, 1998. Currently shown in the contingency - designated account is $75,000 to employ consultants to assist the City in the update of the comprehensive plan. The City of Inver Grove Heights recently contracted with a consulting frni for $95,000 to perform the update. Before the City would proceed with this type of expenditure, a work program will be developed and alternatives discussed as to how the comprehensive guide plan update should be approached by the City. The comprehensive guide plan will include land use, transportation, the parks system plan and other analysis; some of which has been updated within the past two to three years. Since this is a one-time expenditure and the final process and cost are not determined, an allocation has been placed in the contingency account and not in this budget. Personnel The position of Fire Inspector has appeared in previous budget documents as temporary, including the 1996 general fund operating budget. For the past two years, the entire fire inspection program has been under evaluation and it is the recommendation of both the Chief Building Oficial and Fire Chief that the Fire Inspector position be made full-time. The 1997 preliminary budget removes Fire Inspector as temporary and proposes the position be funded as a regular position. The net personnel to the City does not change, however, the appropriation is reallocated from temporary to regular. For a number of years, the budget for Community Development has included an allocation for temporary inspectors. It is the recommendation of the Chief Building Official that the amount of time proposed for a temporary inspector be increased from four to six months, realizing the need for a structural inspector to handle the commercial/industrial projects anticipated for 1997. There are no other positions proposed for Community Development. Following completion of the preliminary budget, the City Administrator will be presenting various organizational proposals for the future staffing of Community Development. These proposals will not increase the personnel portion of the Community Development Budget. 61 The following is a summary of personnel for Community Development: Proposed Personnel 1994 1995 A996 1997 Community Development Director City Planner Senior Planner Project Planners Planners Associate Planner Secretary Clerical Technicians Planning Intern Planning Aide Building Maintenance Workers Chief Building Official Assistant Building Official Inspectors Construction Analyst Lead Inspector Senior Inspector Fire Marshal Fire Inspector 1 1 1 1 1 1 0 0 1 1 2 2 3 3 0 0 0 0 2 2 0 0 2 2 1 1 1 1 2 2.5 2.5 2.5 0 0 1 1 1 1 1 1 1.5 0 0 0 1 1 1 1 1 1 0 0 3 3 3 3 1 1 1 1 1 1 0 0 0 0 2 2 1 1 1 1 0 0 0 1* 20 19.5 20.5 21.5 *The Fire Inspector position was previously budgeted as temporary and is proposed as a regular FTE for 1997. Supplies, Repairs and Maintenance Supplies for the plotter are proposed for the new GIS system which will allow the City to print up-to-date comp plan and zoning maps to provide/sell for use by developers, contractors, realtors and residents. There is also a small increase for reference materials and office printed forms. The Chief Building Official is proposing that inspectors wear clothing that has the City logo similar to uniforms allocated in other departments. The inspectors' primary customers during the 1980s and early 90s were contractors and builders. Now, the primary customers are homeowners. Building inspectors are entering more and more private homes to review plans for additions, decks and many other permit required home improvements. A shirt with an official City logo provides identification and a professional appearance for the inspectors. a; Other Services and Charges Included under services and charges are costs associated with the Economic Development Commission for a newsletter, Dakota County partnership for the GIS system and EDC marketing materials. The most significant increase is for conferences and schools. Like many other departments, there is a budget proposed for computer training in the amount of $9,600. Included in the Community Development budget is the allocation for the Economic Development Commission. The budget proposes the following: Business Contact Survey $ 700 Four Business Newsletter Mailings 500 Printing for Business Newsletters 5,500 Local Meetings Including Business Reachout and Bus Tour 1,700 Metro East Dues 500 Dakota County Economic Development Dues 6,500 Total $15,400 This is an area that will require some further discussion as an outcome of the recent August 6 City Council meeting. Capital Outlay The amount proposed for capital outlay is a significant increase over previous budgets. A proposal for furniture components for work stations that are ergonomic sensitive total approximately $40,000 and the computers, new for the inspections division and to upgrade existing computers, is estimated at $32,700. A $60,000 request for an electronic file system to house parcel files has been removed from the departmental budget for the same reasons as the removal of the comp guide update appropriation. The designated section of the contingency account as explained in the budget general narrative includes an allocation as part of the larger filing/paperless office project. Summary The comprehensive guide plan and proposed electronic file system are inlcuded in the contingency budget. The Community Development budget is increasing by $76,400 or 5.9%. 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Supplies, Repairs and Maintenance There is an allocation for $700 which covers equipment repair not covered under maintenance service contracts and other miscellaneous supplies. Other Services and Charges Proposed under Other Services and Charges is $5,000 for media equipment maintenance service contracts. Capital Outlay The Capital Outlay requested for Cable consists of the following: Camcorder and Tripod Wireless Microphone Iris Controller for Cameras 44 & 45 in City Council Chambers Remote unit with iris control Controller panel Remote control adapter Camera cabling Replace Council Chambers Camera #1 Total $2,500 800 1,500 200 $5,000 each $ 3,000 800 10,000 17 000 $30,800 The modifications to the City Council Chambers will make improvements that were contemplated with the original construction but subsequently eliminated for budgeting reasons. The City Administrator is recommending a capital outlay allocation of $28,100 and a total budget of $33,800. The budget increases by $1,600 or 5.0% over 1996. This budget is financed completely by a transfer from retained franchise fees. zu §_ B � R � D � (905 �2| / / EE� w n 2| L . a 0 # 0 0 0 0 0 §E ¢� 0 8 8 U� Ld _$ ' c e |� o� " C', § g w §SAI r, § o o f o i o 2 0 0 0 0 0 o w Q$if ® f ABN ¢ • 0 0 0 0 0 0 0 0 0 0 0 E 0 0 0 0 8. 8 q� 00 r -m V7 ¥ n ¥ � R o§ § § § J o o o o r- m §§/ w v 7 w w \ k$ K o o g o 0 o f R R 2) k k f m § n r 2 k ujw o�Ixe LL. E S E w 2 w Wm LU z Z g z 0 w 2 E LLIIr co 0 Z / § 2 c 0 V) � C) wC0 0 0 w I■ 2 R $ R w e z « 2 E -j Cl)w % J w z 7 k § g§ cr w m § m k k § � k } / / LU z § § § »� z w o w m w_ o w 0. o w<< w e o w ww< 2 2 w w Um UJ k ® « o m k 2 0 CL m z O z w W a W k k a LL< m 0 w 0 D a 0 q§ |ice R g S§ S 8 B-^ o U 1 � IV le IV It It le Q Q Q 3 I# (905 m CD 0 O Z m am I U 8 8 W I W 8 1 8 O 4 O O N EN r Z W H a W D W J m U H 0 I (4,. POLICE The following is the proposed 1997 budget for the Police Department operations. The Police Department budget is prepared and presented on a program basis. The budget is divided into the following eight programs. ► General Administration ► Patrolling/Traffic ► Investigation and Crime Prevention ► Emergency Preparedness ► Support Services ► Communications ► Animal Control ► Contractual Security The Police Department is proposing to expand personnel in an effort to make a greater impact on gang activity, continue a commitment to community policing efforts, address the 30% increase in juvenile crime and participate in the Minnesota Crime Free Multi -Housing Program. The police budget includes three additional sworn officers. Two of those officers are the diversity hiring candidates that were approved in May 1996 by the City Council. Those two Community Service Officers will complete their training by January 1997 and be hired as police officers. The third officer would come from a list the City would develop in August 1996 for hiring during calendar 1997. The City has received a three year Block Grant totaling $75,000 to help fund the third officer. A great deal of resource is being allocated in an effort to discourage gang activity within the community. It is a commitment by the Police Department to aggressively patrol the community which will be successful in preventing the burglaries, car prowls, robberies and serious assaults that related to the increased gang activity. The commitment to community policing efforts is important given the presence of Wescott Square, Cinnamon Ridge, Town Centre, Coachman and Yankee and in the near future the new Promenade area. The Minnesota Crime Free Multi -Housing Program is a program that the City has received funding for that educates the multi -dwelling managers and owners how to select good tenants for their housing. It also educates residents on how to be a better tenant and how to be aware of suspicious activities and how the tenants should get to know each other and watch for each other. Again, this program is funded through a state grant. The other major concern identified is the increase in juvenile crime. The number of juveniles within the City is rising and to cope with the 30% increase in juvenile crime that occurred in 1995 compared to 1994, the Police Department needs to provide educational programs, more contact in the schools and the establishment of more enforcement must be apparent to the offenders. L1 Personnel The proposed 1997 Police budget includes the request for three additional officers. This includes the two officers who were authorized as a part of the diversity hiring program at a May 1996 City Council meeting. A third officer is being requested for 1997. There is also a request for additional clerical to increase the Clerical Tech III from a .5 (20 hours) to a full-time (40 hours) and to add a 20 hour Clerical Tech II. The additional clerical is being requested to process reports that are presently taped via telephone into a digital dictation system for all incidences incurred by Police Officers. The additional clerical help would get reports typed and filed in a timely manner. Due to a recent Supreme Court ruling, the Police Department is required to tape all suspects in custody. This means the clerical unit must type up many more statements, most of which are multiple pages in length and can require as long as four hours to transcribe. Because of the call load, in our community and the city of Rosemount, 33 additional hours in dispatch was approved for 1996. Efforts were made to implement the additional hours with existing personnel, however, it limited the ability to use part-time dispatchers to those shifts, thus forcing an overtime rate in many circumstances. It is the recommendation of the Chief of Police that a part-time dispatcher be hired to fill the hours that are again allocated in 1997. The proposed budget for Police personnel will increase by 5.9% due to the following reasons: ► 3% salary increase, step increases and insurance ► A request for three new officers ► An increase in the hours for the Clerical Tech III, from 20 hours to 40 hours, and the addition of a 20 hour Clerical Tech II The following is a break down for Police personnel as allocated in calendars 1994 through 1996 and proposed 1997. Proposed Personnel 1994 1995 1996 1997 Police Chief Deputy Chief Captains Lieutenants Sergeants Investigators - Regular Drug Task Force Investigator High School Liaison Officer Police Officers Power to Arrest Subtotal 1 1 1 1 0 0 0 0 2 2 2 2 0 0 0 0 9 9 9 9 6 6 6 6 1 1 1 1 2 2 2 2 33 35 36 39 54 56 57 60 POLICE CONTINUED Administrative Assistant 1 1 1 1 Clerical Supervisor 1 1 1 1 Clerical Technicians 4 4 4.5 5.5(') Secretary 2 1 1 1 Receptionist 1.5 1.5 1.5(2) 1.5(2) Property Room/Admin. Tech. 0 .5 .5 .5 Community Service Officers 4 4 4 4 Animal Control Officer 1 1 1 1 Criminal Intelligence Analyst Q 1 1(3) 1 (3) Office Subtotal 14.5 15.0 15.5 16.5 Dispatchers Lead Dispatcher 1 1 1 1 Full-time 4 4 4 - 4 Part-time 5 5 6 6 (4) Dispatchers Subtotal 10 10 11 11 78.5 81.0 83.5 87.5 (1) Includes five (5) full-time and one (1) half-time employees (2) Three persons each working 1/2 time (3) Drug Task Force employee (4) Six employees working various schedules totaling 9,260 hours (approx. 4.5 FTE) Supplies, Repairs and Maintenance Reasons for an increase in this category include a new statute that was passed in early 1996 mandating the City to purchase ballistic vests for officers at no cost to the employee. The state does reimburse for half the cost. A vest turns over approximately every five years and the cost is $450 to $500. Services and Other Charges As, cities consider charging more user fees, Bloomington is now charging $300 per call for the Bomb Squad. Fingerprint analysis from the St. Paul Police Department is also being billed, an expense the City had not incurred until 1996/1997. The use of interpreters is also increasing dramatically. Outsourcing these services is less expensive than duplicating these services with Eagan employees. The dedicated line charge for MDT's (squad car computers) has increased due to incorporation of this service in recent years and the number of squad cars that are outfitted with MDT's. (01 POLICE CONTINUED Schools and conferences were proposed at $78,200 which range from Decision Driving, First Responder, cultural diversity, firearm instruction, SWAT leader school and many other types of training that Police personnel require on an annual basis. The City Administrator's budget has suggested a training budget in the amount of $61,100, leaving the need for prioritization of conferences and schools with the Chief of Police. Capital Outlay The request for Capital Outlay for 1997, presented by Police is $104,000. That compares to capital outlay budgeted at $80,700 in 1996. The City Administrator's budget has reduced the capital to $43,500 for 1997, to provide a funding allocation for the additional personnel requests. Emphasis for capital items is to complete the MIS networking. All other items are to be prioritized by the Chief of Police. Requests varied in patrol from visabar lights, lasar radar unit, night vision goggles to anatomically correct doll sets. Summary The total Police budget, as presented by the City Administrator, is an increase from 1996 of $282,000 or 4.9%. The Police Department budget is labor intensive and reflects approximately 89% of that department's operating budget. 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L £ O � §� N ac V C-4 in o to CINI $ E || J to co Ln o © — i . co S q MCSI $ n co Clcq \�� O || H ,. 8 e 0 8 q 0 Lo 0 o m || co k � k . r- \ g || ® co ■Q„ - - « 0 0 0 0 I In N 2 2 01� r co — — M z % w |i & || ƒ 0� o ,. — e \o L q C* CL / wi 2 co w 0 z LU \ § w w 11 ZZ2 W w / §� co ||11 - 2 § v L) q L 0 z k§CID w k w 0 w 5 k k k 0 ■ |i III « k \ m � 0 / a. .. ■ q to LLo o U || qT v q Iw IV %"I G � c cj / �K L 0 0 8 @ 0 9 0 k w m FIRE There are no additional or new programs being requested for the fire operations in 1997. The Fire Department budget, like the Police budget, is also prepared and presented on a program basis. Those programs consist of: ► General Administration ► Fire Suppression ► Training ► Rescue ► Fire Prevention ► Equipment Maintenance/Mobil ► Building Maintenance ► Equipment Maintenance/Other ► Systems/Preplanning ► Communication Maintenance ► SCBA Maintenance ► MIS ► Hazardous Materials There is no increase recommended in the total allocation for volunteer Firefighter compensation. The City Council may recall there was an increase from $293,200 to $307,800 approved for 1996. The retirement benefits for the volunteer Fire Department are typically set for a three year period of time. The current pension agreement expires at the end of 1996. The Fire Relief Association has made a request for a pension plan that includes a request to increase the monthly pension from $28 a month per year of service to $35 a month per year of service and the alternative of a lump sum benefit to change from $4,000 per year of service to $5,250 per year of service. For details relating to the pension request, and an overview fact sheet the Fire Department has provided, refer to pages A jb through \24r . Personnel The following is the breakdown of the personnel for the Fire Department functions: Proposed Personnel_ 1994 _ _ 1995 _.1996 1997 Secretary 0 0 1 1 Clerical Technician III 1.5 1.5 .5 _ 1.5 1.5 1.5 1.5 Volunteers: Fire Chief District Chiefs Firefighters (authorized strength) 1 1 1 1 2 2 2 2 147 147 147 147 150 150 150 150 IS Conferences and Schools The total Conferences and Schools budget is $28,300. Examples of conferences include the Minnesota Fire Chiefs Conference, the National Fire Chiefs Conference, Sectional Schools for Minnesota State Fire School, Minnesota State Fire Convention, Fire Instructors School, Certification for EMTs and many others. Parts and Supplies This category includes supplies such as printed material for fire prevention, building cleaning supplies, mobile equipment repair, motor fuel and communication systems parts. Examples of parts and supplies include a $29,600 request which is consistent with previous years for replacement of outer gear for each of the firefighters. This includes gear for the new firefighters. Other Services and Charges This category for the Fire Department includes physical examinations, medical services for all Fire Department recruits and firefighters. There is a mandate to test for T.B. for each firefighter. It also includes insurance, electricity and natural gas service for the five stations. Utility charges for fire administration is now a part of Government Buildings which is a division of Parks and Recreation. The largest expenditure is for conferences and schools, which is a continuance of training for the 100 firefighters throughout the calendar year at various specialty schools throughout the state of Minnesota. Capital Outlay The Capital Outlay consists of a request to replace furniture and fire station meeting rooms including chairs, tables and white boards. Equipment that was donated by Sperry a number of years ago is also under request for replacement which consists of office chairs and landscape screens for work station space. There is a category for Other Equipment which includes $7,100 budgeted for a lap top computer and modems for the Chief and Battalion Chief s cars and $6,700 to replace outdated PC's at two of the fire stations. Also included in the capital is the third and final year of an SCBA replacement which is again proposed at $28,000. Summary The Fire Department presented various budget scenarios. The first budget scenario totalled $959,600, while the City Administrator's budget is $917,700. The City Administrator's budget amount reflects an increase of 3.3% from the 1996 budget or a total of $29,200. 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III d z U _ C ii � (� Q W w z C7 w a - w O °° >L.Li r2 W H Q J III W � m Q o 4w) u a 0 w w a O w w O ~ Q 00 O U x LL j U a O H Q O Of d p 11 N N M M m NLD IT O apo U ~ U a II a OU if N v N It N c N v It v v v v u) IT Wk Eagan Fire Department Relief Association To: Tom Hedges, Eagan City Administrator From: Mark Sportelli, EFD Relief Association, Pension Committee Date: May 3, 1996 Re: Proposed 1997 Pension Changes This briefing package describes the EFD Relief Association's proposal for the pension rates for 1997-1999. The supporting data can be found in the following attachments: 1. Proposed Benefit Changes - giving both the benefits change and their costs 2. OVERVIEW FACT SHEET - overview of FD activities 3. DETAILED FACT SHEET - detailed FD activities 4. FIRE DEPARTMENT PENSION SURVEY - giving comparative statistics for other Metro fire departments CC: Craig Jensen, EFD Chief c:\kpdocs\f1ood\pen3.97 3795 Pilot Knob Road - Eagan, Minnesota 55122 - (612) 681-4770 110 G7 Eagan Fire Department belief Association Proposed Benefit Changes May 3, 1996 Benefit changes - to be effective as of 1/1/97. Monthly pension to change from $28.00/month per year of service to $35.00/month per year of service. Optional lump sum benefit to change from $4000 per year of service to $5250 per year of service. Note: $28.00/month and $4200/year were approved by Council for the 1994-1996 period, and City funding did occur for those amounts during 1994-1996. However, State Law only permitted the yearly benefit to reach $4000 for 1996. B. Costs of benefit changes - funding of new pension benefit level to begin in 1997. $145,951 per year, calculated as follows - Annual pension contribution for 1997 Less projected State aid for 1997 Cost to City for 1997 Budgeted pension contribution for 1996 Increase in pension cost, 1997 over 1996 C. Methodology (basis of funding estimates) $323,968 -178,017 $145,951 111,166 $34,785 The benefit costs were obtained via acturial survey (from Van Iwaarden Associates). The data provided to the actuary included: personnel as of 12/31/95 (service dates and ages) vested retirees fund assets as of 12/31/95 ($2,576,946) pension and death benefit schedules 3795 Pilot Knob Road - Eagan, Minnesota 55122 - (612) 681-4770 M 0 The number of active firefighters as of 12/31/95 was 97. The number of firefighters for the previous 4 years was: 1994: 1993: 1992: 1991: Summary 100 firefighters 90 98 98 Both the monthly benefit change and the lump sum benefit change exceed State Law maximums. Special legislation will have to be obtained to accommodate these changes. The following table summarizes the current, proposed, and State maximum rates. The Pension Committee, chaired by Mark Sportelli, will be available to meet with you at your earliest convenience to discuss this proposal. Since the Relief Association needs to submit its annual budget request in June, it is hoped that we can discuss this matter with you by mid May. A meeting in your office, during your working hours, would not be a problem. My home telephone number is 452-5253. c:\wpdocs\f1ood\pen.97 Mark Sportelli, President Eagan Fire Department Relief Association �1Z Current Proposed State Maximum Monthly $28./month $35./month $30./month Lump Sum $4000/year $5200/year $4000 The Pension Committee, chaired by Mark Sportelli, will be available to meet with you at your earliest convenience to discuss this proposal. Since the Relief Association needs to submit its annual budget request in June, it is hoped that we can discuss this matter with you by mid May. A meeting in your office, during your working hours, would not be a problem. My home telephone number is 452-5253. c:\wpdocs\f1ood\pen.97 Mark Sportelli, President Eagan Fire Department Relief Association �1Z OVERVIEW FACT SHEET for the Eagan Fire Department a volunteer organization serving the City of Eagan compiled 04-28-96 Rr 5 -year average of 585 emergency Fire Department calls per year Yo 5 -year average of 35,100 work hours per year 20 Current staff of 107 volunteer firefighters and officers 2 City of Eagan's population is estimated at 57,000 20 Firefighter training programs (apprentice firefighters, firefighters, officers) Rr Fire Prevention activities (numerous organized programs) 20 Supporting organizations (Auxiliary, Fire Explorers, retirees, mutual aid) Rf" Maintenance activities (stations, trucks, property, systems) Rr Administrative meetings (regular meetings of officers, boards, committees) 20 Purchasing activities (research, pricing, purchasing) Z Unusual personal sacrifices (health and property hazards) 0 Economics (all volunteer) CONCLUSION: The firefighter pension is an important tool that the City of Eagan uses to maintain an appropriate staff of volunteer firefighters. cAwpdocsV1oodlre1.7 "I DETAILED FACT SHEET for the Eagan Fire Department a volunteer organization serving the City of Eagan compiled 04-28-96 STATISTICS: 1. 5 -year average of 585 emergency Fire Department calls per year. Fires by time of day for the past 5 years were: Time # Calls 0000-0159 155 0200-0359 95 0400-0559 92 0600-0759 156 0800-0959 172 1000-1159 270 1200-1359 276 1400-1559 315 1600-1759 341 1800-1959 392 2000-2159 292 2200-2359 198 2. 5 -year average of 35,100 work hours per year (for calls, training, fire prevention, maintenance, administrative). 3. Current staff of 107 volunteer firefighters and officers plus clerical staff of 1 full- time secretary. 4. City of Eagan's population is estimated at 57,000. Coverage is for 35 square miles. MISCELLANEOUS DETAILS: 1. Firefighter Training Programs: • Rookies: 42 classes of 2-3 hours duration, consisting of: 20 classes in firefighter training 14 classes in 1st responder (medical) training 8 classes in truck driving and pump operation • All officers: monthly officer training classes (2 hours each) • All firefighters: weekly firefighting/medical/Hazmat training classes (2 hours each) • Special schools: Minnesota sectional schools and state schools, vocational schools, National Fire Academy, other out-of-city/state schools • Training conferences and conventions �\bt 2. Fire Prevention Activities: • Annual fire prevention week (school and fire station programs) • "Learn Not To Burn" program for schools • Fire prevention training for senior citizens in high rises • Fire extinguisher classes for commercial/industry • Neighborhood Fire Safety Watch training • Fire prevention training for children in day care • Fire prevention training for Lewis House clients • Safety camp, 6th year in 1996 • Fund raising for fire safety house (children's fire safety training) • Fire prevention demonstrations at 4th of July celebration • Public relations (parades, newspaper articles, annual dance, etc.) • Fire prevention safety house 3. Supporting Organizations: • Auxiliary group (various community services such as babysitting clinics on safety, donations to Community Action Council, 911 stickers for Eagan Telephone Directory, annual Christmas party for firefighters and police children, donations to American Cancer Society; firefighting assistance such as food preparation at fires) • Fire Explorers group (trained in firefighting by Eagan firefighters; assist at emergency calls, safety camps, health fairs, etc.) • EFD Retirees group (maintain maps, assist at emergency calls, etc.) • Mutual Aid with neighboring fire departments 4. Maintenance Activities: • Station maintenance (regular maintenance of stations and related property, remodeling, etc.) • Truck maintenance (regular weekly maintenance, special projects, etc.) • Property maintenance (truck and personnel gear maintenance and replacement program) • Systems maintenance (maintain currency of street maps, sectional maps, and preplans) • SCBA maintenance (maintain operation and repair of SURVIVAIRs) • MIS maintenance (maintains operation of PC's and hazmat materials software) 5. Administrative meetings: • Officers' business meetings. (quarterly) • Executive Board meetings (twice monthly) • Review Board meetings (quarterly) • General meetings (every three months) • Committee meetings (bylaws, SOP, truck replacement, stations, chiefs, pay, training, election process, safety, and zoning) • Relief Association meetings (bylaws, committees, financial seminars) 1%s 6. Purchasing Activities (research/pricing/purchasing): • Trucks • Supplies • Firefighting personnel gear • Tools and Equipment 7 Unusual Personal Sacrifices: • Health hazards (risks to personal health) --communicable diseases such as HIV, Hepatitis (and other such bloodborne pathogens), TB; chronic diseases such as cancer, pulmonary problems. In the past two years, Eagan firefighters have responded to 225 "heavy" rescue calls involving extrication of victims, normally with multi-trauma, and normally with exposure to bodily fluids. • Family disruptions (emergency calls at all hours, baby sitting problems) • Job disruptions (attend work after all night fire) • Personal material loss (damage to clothing and personal automobile usage) • Injury hazards --Eagan firefighters have experienced injuries incurred in the line of duty on the Eagan Fire Department). Types of injuries included: lower back injury injuries to hands and feet respiratory distress (natural gas, ammonia) neck injury knee injury heat exhaustion Hazardous Materials (HAZMAT) dangers --Eagan firefighters have answered HAZMAT calls, consisting of: vapor gas leaks (e.g., LP, propane) fuel spills chemical fires hazardous material spills (e.g., ammonia, chlorine, etc.) ECONOMICS: The City of Eagan has chosen to retain and encourage a fully volunteer firefighter staff. The cost benefit to the City of such an organization is overwhelming. With firefighter applications decreasing each year, the challenge to the City is to maintain firefighter benefits that will continue to attract volunteers. Demographic, social and other changes need to be accommodated: With the increase in hazardous materials, firefighting is becoming even more dangerous as an occupation. Time demands upon firefighters are increasing (due to population and industry growth, increased OSHA requirements for training, etc.) Attitudes of generations change. More people become "me" oriented and are less likely to volunteer. The firefighter pension is an important tool that the City of Eagan uses to maintain an appropriate staff of volunteer firefighters. c:lwpdocsl floodlrel .6 MINIMUM REQUIREMENTS FOR A 3 YEAR TRAINING PROGRAM FIREFIGHTING Once A Year Hand equipment: sawzall/chain saw Hose testing: about 23,000 ft.(not a regular training) Handling hose lines: 13 different evolutions Special equipment: command vehicle, tanker, gamma goat, aerial, boat Pump refresher Ladder: operations Street locations: pre -plans, tours Ventilation Fire ground rescue: hose maze, search pattern, confined space Fire prevention Fire attack tactics: critique Vehicle fire Live burns Incident command Hazmat: decontamination, mitigation Right -to -know Every Other Year Ever}- Third Year Basic drafting Fire behavior Pump course: hydraulic operation Protective clothing Driving safety Ropes Driving evolution Fire extinguishers Aerial operations Hydrants Salvage overhaul Water supply Hazmat: natural gas, LNG, LPG Master streams Relay operations Tandem pumping Breathing apparatus Building construction Sprinkler systems Standpipes Property inspections Fire protection devices Forcible entry Communications Size -up Fire ground rescue: elevator, stokes Aircraft fires Fire investigation observation Multiple company tactical operations Incident command: fire flow, accountability, NFPA 1500 Hazmat materials: electrical, bleve, pest herbicides Foam/foam equipment EMS Once A Year CPR Refresher Medical Emergencies Wounds Burn Emergencies Heat & Cold Emergencies Back boarding C -collars Airway Management 02 Management Vital Signs Patient Assessment Splinting Suctioning Extrication Hare "traction training/trngReq.pd Every Other Year CPR Testing Medical Emergencies Testing Wounds Testing Burn Emergencies Testing Heat & Cold Emergencies Testing Back boarding Testing C -collars Testing Airway Management Testing 02 Management Testing Vital Signs Testing Patient Assessment Testing F O W U z zH v v!E� N 00 O �D 00 O O +�+ 0 M O Uz�� OOO� vNi U O O O p O F (7 O N O O O O O N In ti N M F+1 yr d z-, zr O O O N ti z N z M z N N �► O GM 6t c UCl W O O O O N O O n O C Oik O O W CL 00 �i 'e! 00 r M t0. 000 tn O N i 00 O w 00 0 t�•1 tq ro OWn ~y 1O v0) M W) OQ M OG :1r ON t- to W) 00 M Ch 00 to O 00 00 w 0 0 0 0 0 0 00 o O o o 0 0 0 0 0 n o0 0 0 0 U o0 M C, 00 0o t` N 00 to tn "4 %n o 0 c =■ 3 1 7, %A Al L co 0 > U- 13 ❑ ❑ Emergency Calls Totals 502 532 574 635 678 700 600 500 400 300 200 100 0 04 cY) �t Lf) o� rn rn a) a� rn a) rn a) Z-, 13 ther B Medical ❑ False IN Vehicle 1® Grass 1 1 Structure 1991 1992 1993 1994 1995 Structure 115 72 86 150 139 Grass 29 32 33 32 37 Vehicle 66 36 45 49 65 False 175 252 279 222 275 Medical 90 82 84 105 120 Other 27 58 47 77 42 Totals 502 532 574 635 678 700 600 500 400 300 200 100 0 04 cY) �t Lf) o� rn rn a) a� rn a) rn a) Z-, 13 ther B Medical ❑ False IN Vehicle 1® Grass 1 1 Structure L 4 occo LO CN N V/ C cc U w: C .2 o a, c w c c �+ c m o > 1 a' 0) C W o c0c d '� U :- L7 C W P L P fn U- Q i❑ ® ❑ ❑ ® ❑ Ch rJ r: 1 ZZ R C Firefighter Hours Totals 33,339 34,911 34,718 34,965 37,353 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 1991 1992 1993 1994 1995 \Z3 M Administration ■ Fire Prevention ❑ Station Maint. ■ Truck/Equip Maint. ; i ■ Trainings ■ Emergency Calls 1991 1992 1993 1994 1995 Emergency Calls 9,273 9,961 10,196 11,360 11,026 Trainings 9,437 10,517 9,343 9,600 12,258 Truck/Equip Maint. 3,144 3,123 3,146 2,529 2,838 Station Maint. 2,582 2,537 2,478 2,351 1,569 Fire Prevention 1,342 1,457 1,313 763 1,433 Administration 7,561 7,316 8,242 8,362 8,229 Totals 33,339 34,911 34,718 34,965 37,353 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 1991 1992 1993 1994 1995 \Z3 M Administration ■ Fire Prevention ❑ Station Maint. ■ Truck/Equip Maint. ; i ■ Trainings ■ Emergency Calls ENGINEERING The following is information pertaining to the proposed 1997 operating budget for the Engineering Division. Personnel A request was,presented by the department for a Clerical Technician II proposed as a half time position. Since Engineering is directly responsible to a front counter with the new Municipal Center configuration, there is need to provide direct assistance to the general public. With the increase in work load, public inquiries from a growing community and the lack of proper back up support personnel, the Engineering Division is requesting the addition of a part-time (0.5 FTE) Clerical Technician to assist at the front counter, telephone contact, filing, typing and other related clerical functions. This position was proposed for 1996 but not included in the City Administrator's budget. As a part of the budget process, the City Administrator is evaluating the entire MIS position in tangent with the clerical support staff to determine what type of personnel is necessary for the Municipal Center operations. The following is a summary of the Public Works/Engineering staff allocation: Proposed Personnel 1994 199-5 1996 1997 Director of Public Works Assistant City Engineer Design/Development Engineer Superintendent of Streets/Equip. Superintendent of Utilities/Bldgs. Senior Engineering Technicians Supervisor of Construction Engineering Technicians Engineering Aide Secretary Clerical Technician PW Coordinator/Admin Assistant Engineering Intern Supplies, Repairs and Maintenance 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 4 4 4 1 0 0 0 1 1 1 1 1 1 1 1.5 0 1 1 1 15 15 15 15.5 The 1996 budget included a consolidation of office supplies, small equipment, drafting supplies and film processing into operating supplies general. The City Administrator's budget is suggesting $5,500 for all operating supplies as proposed. There is a small increase under small equipment repair due to the anticipated maintenance costs of the plan -size copier. There are no other significant changes. %zs Other Services and Charges The category of professional services is the most difficult to propose with the uncertainty of special studies that may be requested of the Engineering Division. As an example, the crosswalk study has cost approximately $3,300 during 1996. The City Administrator's budget has reduced the request proposed for 1997 but increased the amount from 1996 to an allowance of $4,000 for professional services. An additional account, telephone service and line charge has increased due to the consolidation of other accounts. There are also some other consolidations proposed with small equipment repair that would zero out other accounts. The City Administrator's budget suggests an increase in the allocation for conferences and schools to $6,500, which is less than the departmental request at $8,200 but an increase from the 1996 budget of $4,000. This amount will carry the highest priority for staff training for software on City Hall network which totals approximately $5,500, while the remainder is set aside for Engineering workshops. Capital Outlay The Capital Outlay request was presented given three different scenarios with a 0%, 5% and greater than 5%, which is a range of $10,500 to $33,100. The City Administrator is recommending a budget of $30,300. Summary The total increase for Engineering is $47,900 or a 5.3% increase from $902,400 in 1996 to $950,300 for proposed 1997. 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N 00 T N 1,17 N O CD T Ii p- 11 N 11 D 4) It O O O O O O O O O O O O O O O c II t00 II ❑ II ++ N m II O O O O O O O O O O O O O O O II O O O O O O O O O O O cr II O V N M r T O m M m r O N OD r cif qT N N N T❑ 1if 1 d1 11 O O O O O O O O O O O O O O O C II O O O '� II y ❑ 11 11 OO II O O O O O O O O O O O O O O O O O O O O O O O O cr `pe II O v N co t- r N m M co r a' O C aD T m O CV M CD •+ N M M 0 v II II 1 T O O O m O to N N O r O 11- co II �- O) N O O M M O r- v r M N O O r N co M r M ❑(0 II II Ocn II T N M O II 1- 11 O O O O O O O O O O O O O O O W II co O O O O O O O O O O II O M O M n v O m T CD O) ❑ 11 r . r R M O O r O r 0) 11 m 11 J II M O N OOD OD O O r � N co O r N O r O O O N O N O❑ I I OD 0)L6II T O6 T CD T T CD U 11 v v v T Q If Ja 11 II V to O) O r O O N m m r r m r N cD M T IT (D uD O co V LO t- O to O) II v r 1�- N r v t0 N O N 1- O Z 0) V 11 II N r M M r L a� ra u LLI N W 11 O Z C m II0 0m w H m m m w z W ri r 11 11 g m g g a' a J CO LLJ 111 �w�CC If ¢ a w cWn g Z p Q w O CL ii LL m Ix LD w a ai w w w ~ Q v o in Z ~ a N ❑ Z ❑ X Y a- In H Z X C7 Z II w O U a Z w w Z m m a LL w Z Co a 0 D w U Z W Z a C7 U W w a CO w w II II J W H Z rt 0 Z Q 10 ❑ ❑ F- LL W 0 J +� LL J U W II O W 0 0 UO j m U � W W � H ~ tj a� �� cn 1� U v J H o n a a O O Q O II T N v m r N M v O mO O O U O 11 OD co O co T r T r r r O m 1` OC.) 11 M 11 11 1 Mm st M et R et O O tt O OA STREET DEPARTMENT The following is information pertaining to the proposed 1997 Street Department budget. There are no new programs being proposed. Personnel There are no full-time equivalent positions being proposed for the Street Maintenance Division. The total number of maintenance workers has not changed since 1989, which is ten in number. The Director of Public Works has used seasonal street maintenance and technicians/inspectors to assist with peak seasonal work and programs such as the preparatory structural street maintenance program the City Council has approved as a part of the CIP Street Rehabilitation Overlay Program. The salaries and wages - temporary are proposed to increase for 1997 which will specifically relate to a one eight month position to assist with work associated with the Preparatory Structural Street Maintenance Program. This is in addition to the four three-month positions and three eight -months positions that make up the temporary category under streets and highways. There is also a request to increase the .5 FTE position for seasonal technician/inspector to .75 which allows further back-up support to assist the Street Department in research, inventory report preparation, inspections, developing plow routes and other related work programs for street personnel. The City Administrator's budget is recommending an increase to $61,100 with the Director of Public Works prioritizing the personnel as he sees appropriate for various work anticipated for the Street Maintenance Division. The following is a breakdown in personnel for the Street Department: Proposed Personnel _1994 1995 1996 1997 Supervisor 1 1 1 1 Maintenance Workers 9 9 9 9 10 10 10 10 Supplies Repairs and Maintenance This category includes an allocation for the Maintenance Facility Safety Committee to invest in safety videos, safety vests, hearing and eye protection and other general operating expenses. The significant amounts relate to mobile equipment repair parts, street repair supplies, snow removal/ ice control supplies and signs and striping material. The significant increase is for street repair supplies. There is 2,400 tons of asphalt patch, 1,600 tons of rock base, 50,000 pounds of crack filler, 125 yards of curb and gutter repair and 600 tons of gravel for unimproved roads proposed in the budget. The asphalt patch represents 60 - 70% of the total street repair supplies. This amount was increased from $73,200 to $88,100 in the City Administrator's budget. The snow removal/ice control supplies was proposed at $60,200 which reflects 1,600 tons of salt and 4,000 tons of sand. The major portion of that cost is for the salt. The 1996 budget was at $50,300. %30 Other Services and Charges The major cost for this category is the seal coating of streets. That portion of the seal coating program budgeted as a general fund expenditure has been estimated at $50,000. The remainder of the program is a cost to the street construction fund. A part of the snow removal is outsourced through contractual plow routes. The number of plowings in 1995/1996 was estimated at ten and the contractual plow routes proposed for 1996/1997, due to residential/ commercial growth in the number of streets is eleven causing an adjustment to the budget in the amount of $3,000. The amount budgeted for striping has increased by 10-15% because of a state mandate for water -borne paint. The city stripes its safety lanes, turning lanes and center lane on collector streets and hires pavement messages through a contractual arrangement. Due to the mandate and increase in volume of streets, this amount has been increased to $30,000. Capital Outlay The capital request for streets is $25,800, which includes two portable radios ($1,900), two P.C.'s ($8,000), a mud jacker ($11,000), a salt brine or cc tailgate mixer/spreader ($3,500) and two truck box vibrators ($1,400). Summary The street budget proposed for 1997 will be $1,045,600 in an amount 8.8% higher than the 1996 budget approved at $961,300. V3\ Y N N 0 D CD t` M S E ii 0 11 II •- u a� rnm��� m II V II C 11 � II +, 0 I I c 11 0 W) II r Q ii �I � II 0) II ti mom II LO II 0)r A 11 n .Z II IV'.- II- II 0 11 17 I I > M 11 � II O II (p W II r in II It a It M H II M a II I I QII M II (jW MQ 11 fl G II LL m II II CD I °10 OL) k3z O O O O M r- lO lO r CID r O O Q M O r - Cl) M M N O N co rl- 00 LU U IY W U Q z O w ix LU a CD Cl, V Goo 000 rn ti V.Z N 0 0 0 0 v ao m M h r N O O O 'T GO OD � 00 N O O O O O Or O O O O O O M O O 00) N uul M O r - M r N M N (O M M v M r- O O CNI O O (D N (0 O O 0 0 0 0 0 0 O o IO Lf) M r 1O 1- O 1- M O r r (O N (n (0 r (+') O O M 0) M r O (00 CV) ir N M cr OD CN V N (O N lto O O O O lO O O Z u) M V COD O OOD t!Y a U-)._. r O N O O .r. i O 0 O O O O O O O O C CD N Q N Z O M 000 W (00 a D � U a w m a (MO N (0 M VN' M I- M U' M R m LO k3z O O O O M r- lO lO r CID r O O Q M O r - Cl) M M N O N co rl- 00 LU U IY W U Q z O w ix LU a CD Cl, V Goo 000 rn ti V.Z N 0 0 0 0 v ao m M h r N O O O 'T GO OD � 00 N O O O O O IT O O O O O 00 O M O r M r N N (0 M O r O O O CNI O O (D N (0 O O CS M r N r (O M M IO Lf) M r 1O 1- O 1- N 00 r r (O In r (+') O O 0) N ti O (00 N N M cr OD CN V N (O N N !`- lO r 0o I- Z u) 00 r7 0) OD r r a r O O O 00 i O M C C) a C a 0 Q w Z W a D � U a w m a w a M N v Z � U' M R m W W H LL Z oIj U U W M O N w (O r- r (O LO M v (0 (0 r v Co OD w r O M r M h M It r M M Cl) N r r r (O m (n (V O) 00 (O r N r N M N N O O O O CD � J N (a n cr) M O M N O lq LO NV) -- N v (00 } g w m a O CL w } w w m I.- ) LL Ill zz w m O F- C7 (n 0 W W U ai Q ry W w W w W O CW7 Q U W g 0 a WYz W w W O w m 0 W U Q w w O 0 Q � a Q U L z � z 0 w U ¢ z Oa J a (n z0 z Illw0 p U N W O � O r N O r O N Q O r tO r r r M M q v (O LO u7 r r r r r r r r r r r k3z O O O O M r- lO lO r CID r O O Q M O r - Cl) M M N O N co rl- 00 LU U IY W U Q z O w ix LU a CD Cl, V Goo 000 rn ti V.Z N 0 0 0 0 v ao m M h r N O O O 'T GO OD � 00 N O O O O IT 00 co 0) 00 r (V W N N O O O O O O v O O O CS r N r (O M r IO Lf) M r 1O 1- O 1- N 00 r r (O In r (+') O r r 0) M N r CC O 114 cr r N Z a W a z a Z W W i a w a a w M w Z W a D � U a w m a w a Z Z � U' (Un W W H LL Z oIj U U W F- E LL O O m O li M U Or LD N N N N 04 �v IT � � C, o 0 0 0 0 C:) o O O CD c E if N o o M 03 O0 ON (D cli o M If NO N (OD O O N N O II Q if LO p) (A 000 CCD 0) 11 N M M O00 y II 01 �� O O O O O O O O O 00) It 000 (LO co N N 000 N (0D N O II O O -C II O 0 (D (cn (m C II II (A (0 D O 0 O r '� II N C L 0 II N y 11 11 O O M - O O N O O II � 000 0n (0D O 00 0 N If (tr C07 N 00 0 (D T W r O O O O O O O O O O O O 0 0 coo Ov N O MN � II C7 p) 0 14 N � 11 � T LO 0 N O r N O c 11 O 11 000 (00 O (n CD N O M T A 11 N M N w 000 (00 N a ,s u v r N CA LO it N II O V) CO O 04 N � LO II N t0 0 OOD 00 114 N 000 p0j r 0 O (D CD I- 00 r (D O II N T N r N CO } cq,) N O II N II 0 O W U O O O O O O 0� m O N O M O O (CO)OC C) 0 I I U) N 1- u0'i N m T m II I I I o 0 L QI I I (00 II 0 O ti 00D ((') (M 000 O w m N 0) 00 CD N m N II ill 0 N W w ly N w Z ONO (L!) T Q 11 m Q 11 C° Q w 0 J II r Q L M M co r M r GD r (D (C) O z 11 (r) (D CD T Z poi ~ I I IV N z M � ait r0 �w TQ if a ~ w 111 II m U a. 0 LL 11 w w J Z w m d m ° J w w vi ¢ a CO Z w LL CO CO w w a O u a ir > _ Q 11 w a p O as w 0 w O ii LLI r 0 Q O O z J Q a U If Q U w Of H z O W O z II � _a v m a Q > a c if Z a W M O 0 w aQ w F - o II 00 O (O') wjr m uj z IX Oil U 11 Q QJ -1 H 0 w m Z ED LU 0 0 11 , U 1II1 LL CO mg O n w w I- N V O :6 Ln O Cry CD I 0UIN N NNNNNN N O II v N 14T v IT v IT v C, o C, C, 0 0 C:) 0 CD Q cr) M 03 O0 ON (D cli m M V-: NO M (OD O O N N p) (A N M M O00 O (0D O O v-: C u O N N O O O 9 0 0 C, o 00 0 CD Q (00 m M m O (OD O O r N p) (A N O O O 0 (D (cn (m (m O (0 D O 0 r N C L N M - O O O O O O 00 N OD N N CD r W r O O O O O O O O O O O 0 0 coo N O MN C7 p) N T LO 0 N O r N O O O co r O (n CD M v M m I� r N w T In M r r N CA LO N � M N Ln 0 OOD 000 O � O (D CD r M I- (D N 0 CD N r CO N N 0� m O w z m o g a O > Z It w m z w m 0 W w ly w Z m Q O C° Q w 0 w LL m z z g J z O w U a ~ w 111 w m U a. 0 w w w J Z w m Z (n g F- vi ¢ m Q w CO O N 00 O O r O O O X33 Y N O D IM I- CA %3 Dir VII O 11 O O O O O O O O0 O O O oil , II o O c E 11 o O CO O to O M O (D O O O O O O O co O O O O O O O w O (0 IICP c 11 (O Vf r MM LO M 000 CA N V II OD oil Q r 0 II 11 T II N 11 O 110 11 O O O O O O O O O O O O O O O O O O O O O II o p II O O N D I I (D O V O M 10 r O M O O N w ti M 11 N T II 116 r 100 O II � fl 11 D U II O O O O O0 II O O II C If II v O M O O N O r II O II 0 11 I I +, 11 O O O OO O O O O O O O O oil 0 II 11,10 O O M O O O M O O O M O O O O O Cn O0 00 st II O r L O 11 r M O M CA MO II 11 r 11 f; 11 O O O O O O O O O 11 C II v O O (O O 11 CA O (O 11 II II v v v Ov CA N LO N H � II 11 N II O O II II O O O O O O O O O O OO O O O OO OO O II eo O O Ln (D O (D O M O 00 M O O co CA O OO IIII0 r 00 11 O w A II M �O O N r f- if T. N O if r II IfO O O O O 0o O v O O O r O v O v O II (pCA 11 DII O N qr (D O v M O (D r- (O IT 00 O O O O N II 11 II f 110 r CV) vCA } to If N II O 11 I I O O O O O O O O O O O all W O O II O O O O O O M O M O (O O O d O O O O O O O O O O I -M O 11 II IM = II r6 M (LO N N m CN r O II T QII O II V 1- N O 00 O 11 00 O M0 O N I I �t CA LO 11 M00 r 1- N (0 r r M O r 1- CA N 00 M r M V 1- N N (D M M O 00 (0 O (O r O O II O~ II OO v r N O N ^ ci O C 11 V N CA T Q II N O II I O N O O O CA h O O Go r O O O O O 11 O II Qfill 11 O N O CA 1w T CO CA h M r T M 11 (C (O N N v M O O co I+ CA CA O II Z II Of OJ N N OD N O O M II Opi (~) r Q T O if if LU Q� 11 II W C W 11 H O m ii w a co z cl CD V ii 0) JO co w x U J cow wz (n 11� 0 co M z L ? a N O LU w ii (L tVn z w W Q J -1 W U w w CD C7 11 W Y W H H W Z LU 0 = Il Z Q W O U V O M z Q Z ZD z p ii Q w z m m v) O O w W p = w a > w z z cn r II W W w Q 0 ( O U U Q O (� z O LL d W LU W Ix nII z z OLL Q COw z U W w O II U z U W w = O Q = u = c~n .J II Q O U O D o V i' O z W H W H LL i- Q 11 (n (n (n o O O O q O 0) 0 11 Onl .0 O V 11 r r r r LO ( � Ln (O OD ( O (O M ((00 - 1- U H co O Il v �t v �t v v 1w v v st er v sf O v O v O v %3 Dir CENTRAL SERVICES There are no additional or new programs being requested for Central Services in 1997. Personnel There are no new positions being considered under Central Services. For the 1997 budget salaries and wages for temporary was increased from $12,600 to $14,200. This program has provided the full-time vehicle maintenance complement, additional maintenance assistance for peak periods of time and this appears to be working quite well. The following is a breakdown of the personnel for Central Services: Proposed —Personnel 1994 1995 199() 1997 Shop Supervisor/Head Mechanic 1 Equipment Maintenance Workers 2 Receptionist/Clerical Technician 1 Secretary 1 Clerical Technician .5 Office Supervisor (] 5.5 Supplies, Repair and Maintenance 1 1 1 2 2 2 1 1 1 0 0 0 1.5 1.5 1.5 0 1 1 6.5 6.5 6.5 There is no change in the budget amount for the supplies, repairs and maintenance from 1996. Other Services and Charges The total telephone service and line charge has been increased due to the cost of the new telephone system to average $800 per month for a total annualized cost of $14,100. This amount includes telephone equipment charges and is an increase from 1996 of $5,200. The total cost for conferences and schools has increased due to the city-wide network training that will be necessary. Capital Outlay There were three items requested under capital outlay. The City Administrator's budget proposes a printer and oil filter crusher at a total cost of $5,800. The pressure washer proposed at $5,000 has been eliminated for consideration in 1997. Summary The total increase for Central Services is $38,100 or 6.8% higher than 1996. 135 Y v N O m 0) O ,01 v 11O 0 0 O 0 0 0 O 0 O 0 O 0 O 0 O 0 O 0 O 0 O 0 O C E II M n N M CD 1q � N co N co II Or r O 1- r CID N O 0) Q o II N N u II O O O O O O 0 O O 0 O O II O O O 0 O O O O O O O O 1- 7 II II M I.- r M 1w t1 CD of CO N CD O1 CT of Of CU 0 O r O6 r O r ti r CD N W a N V T- a' N 0 11 0II O O O 00 O O O O O O O = 11 0 11 11 CO Crf N cr) M � II 11 m II O O O OO O O O O O o 0 II O O O O O O O O O O O O d M � N M CD h N 14 CO N CO Off II CA Q' 117 jj O r 10 IT r O r r- r CO N 0) v O v r II N N d CJ II �j II O O O O O O O O O O O O y II � 11 �_ 11 H 0 II 0)II 3 .-. 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W It N M N 1• GO r 0) v 0) r GOO N M r j- II r r r N (t7 I,- I- T M Q II 00 O 0 O 11 Q 11 O) (O 0 1- M 0) r- 11 r 0 00 1� O M d' Z 0C1 H it r O Ci II LO N 0) N v 1,- r QU. to OD OO r �Lu O r T 11 O IT O r 0 r- O 11 (A lf) O m m O N V CO 0) M w > w a O w r T r I- GO ii a a w H O M M In 00 iia 0) 00 CL Q } (0 (n O ii w M v 0) 0) v 00 O IIIx Q W Z U O J 0) 1- C6 O w w w < U O w r 4 w z N m O w N p j (D II m IS �J w Q O II OU 'j -p II m LL L=L 0 w y r MCf) v tocr) co 0 Itr Ov v v v v v v v OO O O O 0 GOD N (00 000 r r r O OT GO N (00_ 00 W 0) T r T T O O O O 0 O O v 00 OOO GOO N ( 00 r r r r r r O D O O O O O M O O (D O O O r O GO N (0 0 co r r r 1� r w 0) (0 0) O r N r (f) I,- I- T M 00 O 0 O O 0 0 O O O 0 0 O O 00 0) 1,- to OD OO r 00 O r T 'gr O IT O r 0 r- O O (A lf) O m O N V v 0) M r O r T r GO O CO O O M M In 00 r 0) 00 1-- M (0 (n O Go M v 0) 0) v 00 O r N r r r Ln 0) 1- C6 O CO O - r C7 N N N r g LU z m m m z U o g Z g g w Z w Z O m O a a w 0 Z w o w w x U w w (~n U CL w w d Q Q Q O >w H U co O Z � Z o a LU w v a a U.1 > w� 5 wy U J O O Q Z J W d Z ULU 2 Q a Q O O W J 0 J w O LL w i- w z w z w m co r v O O r (O N M v O N M M In (0 1- 1- 0 0 GO OD M M M M M M M M M M M M i3lb 0 M 0 0 U7 0 0 0 0 C7 to 0 0 0 C E it O M O W co co 1- M M II II O on n 0 11 M (W COO II r II M 11 II II 0 N to (1; COAD ori ri 11 Ln M II 11 H II N 11 CD O O M O O O 0 O M to O O M O Or W 5 11 vv N 1w CO coO O (OA COO r_: If C O O (O r II M M N II O V - w 11 r II O O O O O O II II N N O II M II 11 O O d ❑ ii m M c 0 0 0 0 0 0 N r � I I W CD co CD CD O I I 11 co CMO C II ^ O n et N r r O O O M 11 II H z w � a a � II w w = ❑ w w W X ,r, ❑ II �— U lJ_ Z W ❑ y II II 0 Q a w OO Ov M O O w w O j O O M O W U W Q M LL tOfi J COo O O L6 v r Ln II (0 � o v v v v CL II 0 0 II O O O O O O 00 [) f I C CD CO IIII 9 ii N ❑ II 3 II O O O O O O O Ng II 0 N] II v Ch M r 0 (O r CIO (CJ 0 CO r ,—A II ` ❑ II II O M O O M O (0 LO II M V r N N LO M CO f- O II II V O II O O 0 O 1J II (7 O r- O M O r O r.- O v O r-- O CA (C II 5❑ II r r M C r m 11 11 11 11 O O O Im � t- Q II M Go N N M N CO M LO CO r 0 II r CO 0 r II J 1 N O N O co (O 0 M M LO CA Q ((O CN cn 11 r t0 0 (O O M C r zT- Im 1— 11 CV N r r r r (G U7 CA II U. II J J 0 m II X Q t- 11m w U 11 U w w U o Z U V 11 J O J W O w M ui U p U Q z O ❑ w Q = ii a a_ Q Q w Q m U ii z W U a. Z O z W 11 O co ? m w w > 0 =U) w U U w 11 LU U �- U a z J g } U .2 z w ° z ii w LL Q z w a LLJ U U U (an w (A Z z ❑ ii O O ❑ U Q Q W Q 2 V 4111 U J ❑ J O H 01 � 11 1F 0 II O r N V � O v N v V v N v O � O OU v v v u v v v v v v IT i3lb 0 M 0 0 U7 CO 0 N C7 to lA M II I I O O O 00 �� o O W, Il O OD , M II II on n M (W COO II r II M II II 0 N to (1; COAD ori ri 11 Ln M II 11 O CD I I II O 0 O M to CCL 0 II v II CD 11 Orl- II M N 1w CO coO O cl II n 11 O O O tD (O r II M M N II O r II O O O O O O II II N N O II M II 11 O O 00 m M r m II m 11 CSO O •- N N r CA 11 N II I I W CD co CD CD O I I 11 co CMO ^ II n et N r r M 11 II H z w � a a w w = ❑ w w W X Z �— U lJ_ Z W ❑ co J 0 Q a w za w a Q w w w j O w W Z z W U W Q U LL J O LL O O a U M LO (0 � o v v v v PARKS AND RECREATION The following is the proposed operating budget for Parks and Recreation in 1997. The Director of Parks and Recreation after analyzing the maintenance and recreation activities/ programs is proposing 1) the addition of a full-time maintenance person, 2) $3,150 for a seasonal wading pool attendant, 3) additional seasonal salaries for attendant at Blackhawk Park Shelter, 4) an additional clerical seasonal, and 5) elimination of part-time landscape planner position. The City Administrator's budget includes an additional $25,000 which would result in an allotment of $375,000 for temporary seasonal, however, the full-time maintenance employee is not included for the 1997 calendar year. With the increase in recreational programming and the number of acres, shelter buildings, playground equipment and other recreational facilities, there will be need to consider an additional full-time maintenance employee in order to maintain a proper efficiency in the delivery of parks and recreation services. In addition to the reasons stated for increasing salaries and wages temporary, there are expanded recreational program services requiring the need for additional instructors, etc., which is traditionally reimbursed through user fees. The following is a breakdown of the Parks and Recreation Department staffing: Proposed Personnel 1994 1995 1996 1997 Director of Parks and Recreation Parks Superintendent Parks Planner/Landscape Architect Intern Superintendent of Recreation Recreation Supervisors Park Maintenance Supervisor Park Operations Supervisor Park Maintenance Workers Secretary Office Supervisor Clerical Technicians .95 .95 .95 .95 .85 .85 .85 .85 1 1 1 1 0 0 1 1 1 1 1 1 2.75 3 3 3* 1 1 1 1 1 1 1 1 8.6 8.6 8.4 8.4 1 1 1 0 0 0 0 1 19.90 20.40 21.20 21.20 *It should be noted that the City does receive 1/4 cost reimbursement from Independent School District 196 for the Youth Development Coordinator position. k 30% Revenues The department projection for 1997 is to generate $325,550 in revenues for the City. These are programs such as tennis, adult softball, football, baseball, dance, senior citizens, preschool and many other related programs. The net revenue is proposed as a result of anticipated growth in participation and in increased expense from their participation. Supplies, Repairs and Maintenance This budget category includes building cleaning supplies, recreational equipment supplies, mobil equipment repair parts (i.e., Trapp Farm roof repair) and athletic field supplies. Preliminary estimates for turf maintenance and landscaping supplies indicate that a change in the budget allocation of $45,000 for 1996 to $52,500 will assure the same quantity as purchased in 1996. It should be noted with the exception of a fall application, the Park Department is no longer fertilizing turf that is five years or greater in life. This is a case where inflation is exceeding the typical 3 - 4% that is budgeted in the accounts/operations. Other Services and Charges This includes professional services for engineering, planning and architectural services. The account for instructors shows a reduction due to a transfer to salaries and wages temporary under personnel. This is necessary due to federal requirements for classification of employees. As previously stated, there is no back-up for park planning and design with the 1997 operating budget. The expense for athletic team sanctions and sporting event officials is due to the higher number of recreational teams. Building rental has increased dramatically due to the need to rent the Wescott Apartment for Youth Coordinator programming purposes. The budget has increased by approximately $6,000 for that purpose. During the past two years, 1995/1996, the City has participated at a much higher contribution for the fireworks display. Traditionally, the City has provided a $1,500 - $2,500 donation, while the past two years the cost has averaged $10,000. There is a new expenditure for Visa bank charges which has been extremely popular for customer service. Users of the system have asked if other expenditures for City operations could be paid with a Visa/Master Card. This option is being given consideration. The amount budgeted under other contractual services has also been transferred to temporary services which accounts for the reduction. The Park Department is assuming responsibility for rough cut (mowing performed three times per year) that was previously handled by the Street Department. An example might be weeds on Blue Gentian Road around intersections that need mowing as a matter of public safety for intersection visibility. Instead of hiring additional seasonal maintenance, there are plans to outsource this contract to a private provider. The City continues to outsource janitorial service for all shelter buildings using Dakota Inc. for that purpose. an All satellite and garbage for parks are also handled through privatization with a sanitation service. The amount budgeted for seal coating trails was kept constant with the 1996 budget at $35,500. Our risk management analysis has suggested that an adequate seal coating program be maintained on an annualized basis to minimize any deterioration of the trails that could cause accidents for rollerbladers, bicycles, joggers and other users. Capital Requests for capital include ongoing improvements to playground equipment; another important compliance standard for meeting the City's risk management recommendations. Other capital include computers, shelves, and an automated chlorination feeder which constantly checks the level of the balance of chlorine on an ongoing basis for the wading pool. The total capital proposed by the Parks and Recreation Department if all items were to be purchased was $68,400; the City Administrator's revised capital is $40,400. Summary The Parks and Recreation Department continues to experience continued growth in programming activities. 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N O to O to LO O O O O) O O 0 Ln CO O) Q' La II M V-: In td M I, r (d 1- V:, r N M r (d a II � n c II O M tOA O O O � II U) O II 011 0 :3 0 0 0 0 0 0 o O 0 0 0 0 0 0 0 0 0 0 0 o r- II tO 0 LO O N o O O tO 0 O 0 tO 0 0 o Co O Ln o O 0 O 0 O) 0 O 0 O 0 O 0 N to 11 (p Cb Cr1 LCI W r� V -7r a0 v r N W O r + A II M r r r 11 N O O O O O O O 0o er 1� N 0o O r (o r O fl- O II r- LO CID 147 O LO in N Ln V' LO M IT M O O N 10 co M IT CA ti 0 II r -or 06 M r N N N H O p r O II II O O O O 0 O O O O O O O Co O O O O 0 O O W O O O O O O O O O O O O O O O O O UC II LO LO N O LO 00 N LO N In O O O O O 00 N (p LO O M M C N (d 1 CO CO CO CO N C6 CO II r m II I I f O 0 (O Cl) O 0) M Ln 1- (O M 00 N N M v CA v (O r QI II <n M LO r- 00 Go O O OD r v 0 v v Ln LO r N N II act O v N O fl r LO CA v N O v Of O O (0 N N 0) F- 11 N N N N: tl1 R r r r O fD r Q 11 11 Q CO 00 0 LO r er 0 O CO 0 N F- Cl) O v r r CID 1� Q11 II 1� 1- 0) O 0 n r N CO O 1- r (o Cl) V OD CO I7 II 00 (O r 0o LO 0 LO CID r r co (0 M to V Ln N Z ~ II V M th M L(j r d' (d v N C7 00) U n rQ (3 Lu p If Om ii cr w z m m m m0 IIc� W z o m< m W O� m �_ F' O w a Q a a u Y n < w zrn z �' v z m v LLI w w � a z LU ii d = > °° C9 U z a a w Z X ii a O a � o w W p v Q O m Q 0 11 J � w Z W d g w } Z Z O Z < w w a x w Q O w w ~ a W a W d 5 _� } Z Z W II Q oliz J a} 0 z J a U Q U Q U J Q W d w W o = o U z z w W w II IX OJ w J J w U CA J W 0.Q w U O J (' O Y p = W a 11 W W W W W (= J Q O 2 w Q Q Cl) O U II a U C9 w J 0 ? ? w z 2 w m � a m v 0-0 11 1�- co O r N O O r r CIO r N M v O (0 1+ O r N 0 11 M (MrJ m m (n M (m M M ( i co cn co co M Cco �7 M v v O U II v v v v v IT v v IT IT v v v v et v v v v J CID 0 O 1Oc( II O O O 0 0 0 0 0 0 0 0 0 0 0 O 0 0 C 11 p (p Ln co O M N 0 O Ln It It O O r r r M (0 (O h (D r V N oil M H 11 O 11 O O O O O O O O O O O O O O O O O O O 0 O O O O O O O CO O O d 11 O 1� 7 O II (O V r O O M O m O (0 O _ r (0 1- 0 (D O Lf) V 0 C% O O O p r r N LO N II d II 0 II O O O O O O C II v v O N O O 0 LD LO m II � 11 o N W 11 OO O O O O O O O O 0 O O O 0 O 0 O O O O O O O O O O O O O O O = 11 p 11 Ln O O O O (O O Ln V 1,- O O � O M ti M r " M O II O silo O O O O O O O M v 000 LOn 401 O Ln � II Go 5 11 II OO 11 O O O O 0 O O O O O O O O O O O II M O O O V O Ln O to O O O O O O O (0 O O O o O qr 0 OO O O O O a Ln N r OD r-7� ~ (O w A 11 l6 l0n ems- l0n r V O M r O Ln O 0 N v O O O O r O O OCN r 11 N Ln O IT O O W) r r r r C II f 11 0 O O O O O O O O O O O o O o O O O w 11 O O 0 O O O O O O O O O O O t0 0 r (O O M M O Ln v r O N 0 II CA (O O T- 1z (O tri M V to O N ('M OOi r m II J II O OD N O O 0 N NOD Ln 1+ 1` O 00 O N M O Q II 11 r M Ln N N o M r CA OO CA O CA V (0 r 1� O M MM OD er v O M aoi 1- 11 (O O Lti (h (O 1 O oU II r M v r Q ii M u JQ 11 CA Ln M O O N N O v O CO O O O 0 N O .� Ln 00 CA O CO OD Ln 0 M 1- M OO II N M O 13 r O r O O r (O CCLCA Z �� II r U II r r 1,- LA 0) U) 00 N 04 N r Q M us W C m w ix II _U rII w 03 w w U CD Z cr LU J y r ii w m -i ¢ w LU ii O z w ~ m Q = CO Z fe a s w Q � g � z o Z x ii Y 11 O ~ (� Z J ~ O Q LLI CL Ll 11 O U N W = U U Q Q w > x Q - w U Q a 1 m 111 m D LU LU w Y w Z LU O Q = z U w O w Q 11 z o u Q (n o a O Z Q m Z O O U g w 0 Q Q ¢ > m a IX a;;o a (6 ) w L Z o v o° Z LU Ir U) z z 2 ~ w X111= W w° a= Q Q FX Zcr _ w % m 11 �- D J > O 2 E- u) U) 2 m O M LL y n 0 CI4( (O O O O O OO II r II V V r V r V N V Ln V O Ln v L V V 0 Vv (D (0 V V N O M O v Ln O Ln O V II V V V V V V V V V V v V V v v v v 1Oc( k Al -0II OO o 0 o 0 0 0 0 11 11 C E II O v O O o v O O 0 O O N 11 M E Eii � o o cli c*i vii `" co II 11 N II 11 O co:, O O O O O O O 11 II R O R O O N 11 O M Q O Or r r N O)�0 II C07 c II II 11 _ N I I y D U II O O O II +, ❑ 11 I I m O CO, OO O O O O O II II cr1 CD R o O cq qr 0 O O M 11 r 1r- T ~ f0 11 r O r r 11 r N I I II N II � O O O O O all C II CIDO II coCD O II O O N ter. r 11 v D y II II II O O O O O O O O O II M II O O (0 O co O Ch O (7 N II M N II .. A II r Gor r O II v N D II II (D O O O O O O o N II II 01 M n Ui O O In r r II cc"), II } r cco o II V O II II W II O O O 0 O O O O O O I I 11 U O 0 t+ O O M II O❑ II ❑ r O M M M r M r 11 O rl I I CD Il II II N 11 II QJ ��v sr (f0v tt v M CD Ny M N o 0 Ln W 1!7 ( D CO II N II �❑ II w M O O N v 0) IT IRTt` II 0) jj 0)Q N (h r r r co M co OD (D ( c0 If 11 II II II r II II J II II r 0) co 07 M O co O 0) 0) II II Q D II O CO C', U r N LO M N (D N (D U7 ID lA (O N II Z O) H jj O U 11 M r (Dr M r r r r r r II I 11 Q r Q Q II II W 0 W II Y Q m A II Z Q W V r II LU 2 Z Z Q Z D Z 2: W co w O 11 a _Z Z c Q W Q ii w (7 Z w ~ m a w ii O H W w fn w IY CO U W Z Z w Z ❑ i O a Ow p of D ii Z a d 5 } g ~ ~ Z w h II w D v q o o CO Y .0 W W O U J j Q Z Q 11 wJ Q W U cr _ = a O a Ir d z w a n O O Q a m O w O U U H OU 11 v v v v v v k Al FORESTRY The following is the proposed 1997 Forestry budget. The Forestry Department is actively involved in reforestation. During the past several years, it has been the City's direction to plant trees and shrubs in parks and municipal facilities. With the large number of trees planted in the last five to ten years, staffing efforts have been shifted from tree planting to also include an active tree inventory/maintenance program. The following table illustrates the extent of the tree planting program since 1990. Year Number of Trees 1990 432 1991 343 1992 204 1993 377 1994 614 1995 505 1996* 301 *The 1996 total is year to date. It is significant in 1996 that 1,200 seedlings and over 3,000 shrubs and perennials have also been planted in various public spaces throughout the community. Disease control efforts continue with oak wilt in 1996, utilizing a similar format as the current year under the supervision of the Supervisor of Forestry. The new tree preservation ordinance has required a more extensive review of plant applications by the Forestry Department. Residents enjoy a service of contacting the Forestry Division for early detection of other diseases such as the gypsy moth infestation. Personnel There is a recommendation that seasonal personnel be expanded to include expanded hours for a seasonal horticulturist and personnel to perform tree planting and other vegetation maintenance. The following is a review of the Forestry Department staffing: Proposed Personnel 1.994 im--L 1996 1997 Director of Parks and Recreation .05 .05 .05 .05 Parks Superintendent .15 .15 .15 .15 Forester/Maintenance .40 .40 .60 .60 Supervisor of Forestry ] 1 1 1 1.6 1.6 1.8 1.8 koo Supplies, Repairs and Maintenance There are very few changes recommended under supplies, repairs and maintenance. There's a small decrease suggested in landscape materials and supplies as it relates to elimination of tree wrappings. Other Services and Charges There is little difference between the 1996 and proposed 1997 budget for other services and charges with the exception of other contractual services. The reason for the increase in that account is for the required rental of tree spades to handle the donation of larger trees the City continues to receive through various donations. The amount for general printing and binding for brochures has been reduced to the reprint of the existing brochure. Capital Outlay The category entitled other improvements is for reforestation. The City has been averaging approximately $20,000 for tree reforestation during the past several years. There is also a category for merchandise for resale which includes the purchase of trees which are sold by the City in the spring as part of the Arbor Day festivities. Trees are actually acquired through a lottery system through the City newsletter which has been a highly successful program. Summary The Forestry budget is increasing by $31,600 or 11.2%. I0° Y N M 0 D m C7 1 J o II 0 0 0 0 0 0 0 0 0 0 0 0 o O 0 C E 11 O m O O o O 0 O 0 r 0 fr 0 M 0 M 0 O 0 N o r O t'0 o M O O N � Ep CV M r to 00 00 Q 0 N 11 Q II � r II y 11 II O O O O O O O O OO O O O O O O O O O O O O O O O OO O O O 3 II c0 O O O O M M r N N r v M N IT � g II rQ.O II N N m v OD OD v M N m II 11 C 1cO) cN LoIf v II ;� II m 11 11 O O O O O O O O O O OO O O O ti tS O O O O O W O O O N O co O M O •! O 00 O M O r O Q O M O O N v CO) f0 11 � if ^ Na r to 0 OD ITr� C% T T m O O O O O O O O mtO0 C O M O O N R N 11 C6 � II � II y 0) II II O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O Q II c0 O r O M r v to O M r 00 M It 19t O to II N N c6 r to Ci OD 'R c0 N �+ N 11 1' W'�II if Il r 00 O O O O r- N O co O ti O O 00 to O O II cp II O to v N 00 c0 r c0 c0 to O c0 ti 00 c0 qT N M N N r r— V O r c0 1w N r r r H M II N } C 11 O 11 11 0 0 0 0 0 0 o O 0 0 0 0 0 0 0 0 0 0 LL) CD II 0 T 0 O 0 M 0 O 0 M 0 IT 0 N 0 ti 0 O 0 N 0 r 0 0 M 0 0 N M 0 11 C6 O C% Oi N N Iti r- 1- t•i Ci T N O1 r m II 11 aJ 11 N O h M 0) 0) r C) LO C) 00 00 r to r N N O N c0 to to 00 Lo O N c0 C) 00 C') 1' O N 00 O O 11 Lo D h O to O M I` O N v O M r M r N N ~ 11 M ti M M M c0 to cM r N r Q 11 r 11 II O to N C) 'T r-- o o to O O N CO CO r 0 CO O Q II O M N O O C) O O N r M � 'IT lq C) r o r c0 t* r M (D r Z 0)~ 11 Go CO tri r N I- � co N r Q LU Q0 n 11 W CU. II 11 Z } O m O W H H Q H cn J d LUz UT ii D a w w a II W (� Lu W w z z zI } j Z 11 O IxW } m m J (� 0 Z W W tl U II CO W W CO W W Q Z W 0 W U Q Q cI1 w N U LL J Q Q II W U' C7 q W z z c0 J W N z ii w a Q p d U w Q a O D vii ii nl z u� L z W w o (0 Q O w 0- w w 11 M Q J I Q 7 X X Z N U W d W Ur W d L 011 H +' II Z U Q W to W m O 0 J Q U x cA J co U z Z J 0 Z II W n W W F— W � H W U Q W D i H a Y Z W U LLJQ ues U = a IY g W U Q U U) � LL LL w � o p m 11 if < Q O O Q a rL Q z O con O m O U -, c¢n w d 0 11 W U11 O r r P) M qT IV 04 qT too T- W Loa Loo r N N N N 0 11 r v T T IT r v r v r v r v r v r v r It r IT N v N v N v N v N N v v 1 J o to 0> 0 tV 0 0 O cD M CO co 0 T z H ❑ Q CL w Ir C W J a a 0 0 0 0 0 0 0 0 0 0 O T N v O v Ln T � cl; O O O O O O O O O O U) 000 O V tn V- C 0 0 0 0 0 0 0 0 0 0 O T T OD O eh LA T Of M OO 0 0O 0 O O O O O T T co O R U) N M M O o 0 co O 0 00 O O O r O O O O O 00 coo O o O O O O O O O O T N M O M T T N V- Crl CrJ N CO OD LC) O I• OD M O O T T CO M CO v 00 M M ti T N N � O � O O Cl) co ( O 00 O T O 00 N J a' w w Z m m m w � p g g � z LY a W Z cw0° Q Q n p if Q a > vi w Z Q w w w Q-, a Z W z D LL Q U j J z d 2 W z > w a a O a �' a w a 5 w U) cw7 cWn z g Q z w W o W Q a O p a < �_ O (� C9 a Z N m Q w d d d d U 0 Z w li C� C� C7 co LQ CD OD OND 000 M M M M M M M M M M v Q et V v V et IV v 11 O O O o O O O o n c E 11 o LOO o ^ 0 0 T _ T T Ch ii u � II OO m O O O O O 0 11 V- N I11 O T O T w O O N 8 O II 11 ya ❑ V 11 O O O O C 11 v v N O 3 11 o O 00 o 0m 0 0 QOia' N 11 0 T 0 T mo M T ii a ❑ o ii C 11 00 N 0 O y ❑ II f.- t 0 OOOO n coOO 0 0) II V .. n 11 C1 I I Z-7— ❑ II HO N O O m O O ❑ �i N T � O } II O 0 lJ 11 O O 11 T O O 0 O O O O M O O T m II 11 Q11 O II CO O O co T ti M CO cp N 0) N c0 LO q H jj T T Q 11 11 Q II N N m v 0 w COV 0 II LA co CA N N r - Obi H j j T CO pw TQ ii W G II U. O m II CO) U V r ii a CO O 0 d CL iia Lr > Q m a z a ii ii W 2 p Q U Q Q z Q d ii W D co w U w Q O Z CL II = w - 0 W J ro II Qm du W O 0 w w w Q w w O z Z (7 ❑ 11 ii al 11 Lr L� LL N U rn OV u v v v v v v v v tV 0 0 O cD M CO co 0 T z H ❑ Q CL w Ir C W J a a 0 0 0 0 0 0 0 0 0 0 O T N v O v Ln T � cl; O O O O O O O O O O U) 000 O V tn V- C 0 0 0 0 0 0 0 0 0 0 O T T OD O eh LA T Of M OO 0 0O 0 O O O O O T T co O R U) N M M O o 0 co O 0 00 O O O r O O O O O 00 coo O o O O O O O O O O T N M O M T T N V- Crl CrJ N CO OD LC) O I• OD M O O T T CO M CO v 00 M M ti T N N � O � O O Cl) co ( O 00 O T O 00 N J a' w w Z m m m w � p g g � z LY a W Z cw0° Q Q n p if Q a > vi w Z Q w w w Q-, a Z W z D LL Q U j J z d 2 W z > w a a O a �' a w a 5 w U) cw7 cWn z g Q z w W o W Q a O p a < �_ O (� C9 a Z N m Q w d d d d U 0 Z w li C� C� C7 co LQ CD OD OND 000 M M M M M M M M M M v Q et V v V et IV v M O � II o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 11 II 11 0 cEno 0 N 0 ao 0 r 0 r 0 0 0 o 0 ao 0 0 0 0 0 0 0 o o Our! N N N N r r " 11 r O II Q r N 0 II II II II w 11 O N O O O O O O O O O O O O O O O O O O O O O O O O O O O O II II N om rr�` 11 C', N O r r LL) ti 1A N r O O CV to N O vi O N N II r V O O H O II N r r r r Oil r r II 11 m O II C) II O O O O O O OO CO O O O O O all O II C II N ... v N O to to O 11 •- II � � � � CO 11 v � II II w, O 11 I I II OO O O O O O O O O O O O O O O 11 0 11 W 4m N O r co r O f O fv r O n O L O N O to N II M ti jj cD O Lb N 11 0 11 I I of c n v o o o O r u ii vii H O II I 11 II OO O O O O O O O O O O O O O O O O LnII M N O V-7 r M r N') N(6 N r V O O O O O N O 4) M II CO �� 0) r M N N r r w A 11 N II O v 11 II 11 M O O O O W) O O O O to CD M O O "3 II II O N r COO � N P, L II II O II r CO H O II } I N II O1, I 11 F. II O O O O O O O O O O O O O O O O II LU II O N COD M N O O 0 O CD 11 O II CM II CO CO L N O N N to r U') r r II � II m II II J II Ln O N O O CO O v v M co R N M M p, 11 II Q II O N Cn M r O CO r IT LO h M W O co M CO M O O lO O 0 II � O U II N N r r M O N CV C4 N Ch r M r ti II co 11 r Q II r II II —JIT Ir M O O CO O N O N0) O O M M II N II 11 I I (p N r co M CA co M N M O O v (O r r r r h ti CD N II Z OOD ~ II N N tt N N r r II Q r II II LL II II Z m H � co Ix U W g a w 0 w m z Q H w C7 Ix D w Q w z 11 = U O CO Q 2 CO v W CO LU J ii a X a ¢ Q U z w iiw z °O co H z LU zIx Ix ILLJ a D O co w (9 z °° � CO W a U) W > o z r o ,� z O z z z CO a > d g c ii w g w w ¢ z I D LL O DH z= CO o w W ZLLI z W c W Z_jQ lix ~ mliU CO Z O 111 LL af Q =i O a_5 O w O C1 -0 11 ti :F 0o) II M O qT r N M Q 1w 1O O v CO � 0 O u O CO[i U m m O U II 1w IV v IT v 1w V Q V v IT tr V IT IT Iqr GOVERNMENTAL BUILDINGS The following is the proposed 1997 Governmental Buildings budget. Since operations were reorganized during 1995 from Community Development to Parks and Recreation and the fact that the Municipal Center Building has not completed a full year of operation, forecasting the Governmental Buildings operating budget has been done with limited experience. As mentioned in the 1996 budget document, a number of operational systems for both the Police Facility and Municipal Center that were covered by warranty are expiring during 1996 and, in some cases, will require some maintenance contracts for calendar 1997. This operating budget continues to propose that janitorial services be contracted. Currently, 2.5 FTE is overseeing the day to day operations, administering the contract with the janitorial firm for all four buildings - Public Works Maintenance, Fire Administration, Municipal Center and Police. It is recommended that a separate half time position (20 hour allocation) be budgeted that could assist with the late afternoon/evening hours to provide better building coverage for evening meetings. The following is the personnel for building maintenance: Proposed Personnel 1994 1995+ 1996. 1997 Building Maintenance Supervisor Building Maintenance Workers Supplies, Repairs and Maintenance 1 1 1 1.5 2 2.5 2.5 3 The total of these line items for supplies, repair and maintenance is quite similar to the 1996 budget with the exception of building repair and supplies which was increased by $4,000 to 1) reflect breakdown/repairs that are not covered under contractor warranty and 2) that portions of the mechanical system are old, having been part of the original City Hall. Other Services and Charges This category includes electricity, natural gas service and the most significant amount is the janitorial service which is now at a full dollar amount for the Municipal Center and Police Facility for a full calendar year. Examples of maintenance contracts that are being outsourced as opposed to hiring additional maintenance staff is Northern Air for air handling units in the Police and City Hall, elevator and dumbwaiter in Police, emergency generator, Simplex Fire Alarms Systems and the related. Capital Outlay There is a request to replace existing thermostatic control valves in secretarial support pool (Police) with electronic valves to be tied into the energy management system. This, along with k53 replacing pneumatic controls for four existing old air handling units in City Hall and tie into the energy management system. It will also be necessary to replace the pneumatic controls on the old boiler. All of these improvements total $14,900. A budget request for seal coating the parking lots and building storage shelves in the basement, replacement of a vehicle and depreciation fund for building repair and placement. The replacement of a vehicle was removed from the City Administrator's budget. After review and discussion with the Director of Finance, the building repair/replacement (depreciation) was also removed from the budget. Summary This budget compares to the 1996 funding level at $455,600 to a proposed budget of $497,100 in 1997, which is a 9.1% increase. 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