10/10/2017 - City Council SpecialSPECIAL CITY COUNCIL MEETING
TUESDAY, OCTOBER 10, 2017
5:30 P.M.
EAGAN ROOM
EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND ADOPTION OF THE AGENDA
II. VISITORS TO BE HEARD
III. JOINT MEETING WITH ENERGY AND ENVIRONMENT ADVISORY COMMISSION
IV. 2018 EAGAN CONVENTION AND VISITORS BUREAU BUDGET
V. 2018 ENTERPRISE AND SPECIAL REVENUE FUND BUDGETS
VI. REVIEW OF LICENSING AND REGULATING ALCOHOL AT VIKING LAKES
VII. OTHER BUSINESS
VIII. ADJOURNMENT
Agenda Information Memo
October 10, 2017 Eagan Special City Council Workshop
III. JOINT MEETING WITH ENERGY AND ENVIRONMENT ADVISORY COMMISSION
Direction For Consideration:
This is an informational item and discussion, therefore no specific action is required. Pending the
Council’s direction, a final work plan and goals will be executed by the Advisory commission.
Facts:
EEAC and City Council meets at a combined workshop one time per year to go over previous
year’s successes, current year’s goals and work plan, and discuss any items City Council
would like for the Commission to work on in the next year.
EEAC goals from 2017 were as follows:
o Community Outreach and Education – utilize some of our own resources to further
educate the community on a variety of energy and environment related topics. For
2017 a big focus was on educating local residents on the dangers of radon in homes.
o GreenSteps Cities program – research and look at achieving Level 4 status. As the
Council knows in June the City was awarded the Level 4 status.
o Research other cities and their respective bans on plastic bags. This goal really
stalled due to initial research showing that possible legislation wouldn’t allow this to
be a local government regulation.
EEAC projected goals for 2018 include:
o Research other local governments and their ordinance/city code in relation to green
energy and regulations that allow or don’t allow and regulate certain opportunities.
o Continue the Community Outreach and Education efforts started in 2017 on a
variety of programs and topics.
o Research Green Steps Level 5 program and look at how this could be strategically
achieved over the next few years.
There should be time after the presentation to discuss any other energy and environment
related topics that are important to City Council or which Council would like to see
integrated into future work plans for the EEAC.
Attachments: (0)
Agenda Information Memo
October 10, 2017, Special Eagan City Council Meeting
IV. 2018 EAGAN CONVENTION AND VISITORS BUREAU BUDGET
Direction For Consideration:
To hear an overview of the 2018 marketing priorities and receive the Board-adopted
2018 ECVB budget and direct that it be placed on a future regular City Council meeting
consent agenda for formal ratification.
Facts:
The Eagan CVB’s 2018 budget process began early this summer, and has been
reviewed by the ECVB Finance Committee which includes City of Eagan’s Assistant
Finance Director, Josh Feldman. The budget was also reviewed separately by City
Liaison Tom Garrison.
A 4% budget increase has been approved by the Eagan CVB’s Board of Directors
during their October 5 Board meeting. City Liaison Tom Garrison and Mayor Mike
Maguire were present for Board action.
While the Eagan CVB Board operates independently from the City, Section 3.2 of the
Operating Agreement with the City of Eagan requires the ECVB to submit its work
plan and operating budget to the City Council for its “review and approval.”
As Eagan prepares to welcome the Minnesota Vikings to its new headquarters and
practice facility in 2018, the Eagan CVB will be ready to promote Eagan’s newest
destination attraction throughout the Upper Midwest. Training Camp represents a
unique opportunity to host and promote Eagan throughout a 10-state region as a
great place to shop, eat and stay.
The ECVB will once again play an active role in spearheading promotional efforts for
Eagan’s July 4th Funfest, Art Festival, Market Fest and Caponi Art Park while also
working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on
joint marketing efforts for 2018.
The Eagan CVB’s primary mission of promoting Eagan as a preferred destination for
leisure travelers, tour groups, meeting attendees and sports tournaments is backed
by a creative and comprehensive sales and promotion plan. The Bureau will also
target marketing efforts on the Canadian providences of Manitoba and Ontario.
Communications Director Garrison and ECVB President & CEO Brent Cory will make a
very brief presentation and be available to answer any questions relative to the
ECVB’s 2018 budget.
Attachments: (2)
IV.-1 Summary and Highlighted changes of the ECVB Budget
IV.-2 ECVB Budget
Eagan Convention and Visitors Bureau
Proposed 2018 Budget
Eagan Convention & Visitors Bureau
Responsible Manager: Brent Cory, President & CEO
City Liaison: Tom Garrison
City Council ECVB Board Representation: Mayor Mike Maguire
PURPOSE & DESCRIPTION
The purpose of the Eagan Convention and Visitors Bureau is to:
• Promote Eagan as a major conference, meeting and tourist destination through creative
marketing and sales efforts.
• Generate a greater economic impact for Eagan, thus enhancing the quality of life for all
residents.
The Eagan Convention and Visitors Bureau is responsible for the following functions:
• Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as
increasing guest visits to area hotels, attractions, restaurants and retail outlets.
• Promoting Eagan through advertising, public and media relations, creative promotions
and collateral, website/Internet initiatives, and e-commerce/direct mail campaigns.
• Participating in trade shows, women’s expos, sales missions, targeted sales calls and
familiarization tours aimed at generating leads and business prospects for Eagan.
PERFORMANCE INDICATORS
2016 2017 2018
Description Actual Estimate Estimate
Amount of lodging tax generated $967,499 $910,000 $1,020,000
Qualified leads generated through 113,694 125,000 150,000
advertising/promotional/sales efforts
HIGHLIGHTS & CHANGES
Overview:
A wide spectrum of travel segments already sees Eagan as an attractive and affordable
destination for visitors, thanks to the ECVB’s substantial marketing and branding efforts through
the years. Eagan’s consistently been active in the marketplace With the addition of the
Minnesota Vikings in 2018 and Viking Lakes, ECVB staff see an unprecedented opportunity to
position Eagan as an elite destination for decades to come.
Like the City of Eagan’s recent new logo and updated brand identity, the ECVB is completing
fresh new branding aligned with highly innovative and creative marketing campaigns to position
Eagan, its many amenities it has to offer, while capitalizing on Eagan as the new home of the
Vikings. Included in the extensive marketing to the Viking fan base outside the metro area will be
an extensive digital campaign with a larger geographic reach than ever before. ECVB will
continue promoting Eagan’s existing array of amenities, including Cascade Bay, Twin Cities
Premium Outlets, and our diverse retail, dining and lodging options as well.
Highlight/Change 1: ($100,000)
Over a quarter of our advertising dollars will be invested in digital marketing with measurable
results/conversions.In addition to geotargeting Vikings fans, the ECVB will continue marketing to
shoppers with household incomes of $75,000 and above while also focusing on group sports
tournament directors and meeting planners.
Highlight/Change 2: ($25,000)
Because of the addition of TCO Stadium into our community efforts are being increased to
promote Eagan as a sports tournament destination. In addition to the Division III tournaments,
Minnesota State High School league sports opportunities (football, lacrosse, soccer, etc) and
“regular” tournaments, the ECVB will national conferences to promote Eagan as a first-class
tournament town. New memberships are also being added to two national sports marketing
organizations in an effort to build Eagan’s brand at a higher level.
Highlight/Change 3: ($20,000)
Working with regional Vikings media partnerships, the ECVB will promote Eagan and Viking
Lakes as the new home Training Camp beginning in 2018. One of the largest opportunities will be
a PR push aimed at befriending media contacts and securing coverage in order to share
destination Eagan stories to emphasize not just training camp, but access to the complex
throughout the year, with the goal of visitors planning multiple trips and staying longer when
visiting.
Highlight/Change 4: ($30,000)
Promoting other core Eagan market drivers such as Twin Cities Premium Outlets and Cascade
Bay Waterpark remain a strong focus. Itinerary builders and reservation revenue builders will be
built into the ECVB website along with more geographic-friendly features and mobile offerings.
POSITION INVENTORY
Personnel 2014 2015 2016 2017 Hours
President & CEO 1 1 1 1 2,080
Sales Director 1 1 1 1 2,080
Tourism Sales Director 1 1 1 1 2,080
Marketing Manager 1 1 1 1 2,080
Marketing Coordinator 1 1 1 1 2,080
Total
2018 WORK PLAN
Activity
Routine
1. Generate and fulfill inquires from leisure, group tour, business, meeting travelers and
Sports tournament directors.
2. Create/distribute collateral promoting Eagan’s hotels, restaurants, attractions and
shopping destinations to target markets.
3. Conduct sales missions aimed at generating increased travel/economic impact for Eagan.
4. Work closely with hospitality partners to continually keep Eagan top of mind in identified
market segments.
5. Provide superior customer service to guests interested in the many amenities Eagan has
to offer.
2015 2016 2017 2018
Actual Actual Budget Budget
INCOME
Lodging tax 905,379$ 967,499$ 950,000$ 1,020,000$
Other 7,672 8,747 21,100 15,500$
Utilization of reserves 75,000 75,000 25,000 -$
Total Income 988,051 1,051,246 996,100 1,035,500$
EXPENSES
Personnel 298,395 294,656 320,000 330,500$
Other 131,330 131,069 128,250 135,500$
Marketing 548,509 544,750 520,100 540,000$
Travel & Entertainment 24,571 22,626 27,750 29,500$
Total Expenses 1,002,805 993,101 996,100 1,035,500$
Net income (14,754)$ 58,145$ -$ -$
Eagan Convention & Visitors Bureau
Proposed 2018 Budget
%
Budget vs. Budget
2015 2016 2017 2018 Change
Actuals Actuals Budget Budget 2017 to 2018
INCOME
Tax Income 905,379$ 967,499$ 950,000$ 1,020,000$ 7.4%
Interest Income 1,088 861 500 500 0.0%
Explore MN Tourism Coop 6,584 7,886 15,600 7,000 -55.1%
Undesignated Reserves 75,000 75,000 25,000 - -100.0%
Misc. Income - - 5,000 8,000 60.0%
Total Income 988,051 1,051,246 996,100 1,035,500 4.0%
EXPENSES
Personnel Expenses
Salaries 250,324 245,709 267,000 275,000 3.0%
Health Insurance 24,290 22,803 24,000 25,000 4.2%
Payroll Expenses (FICA, etc.)20,210 20,460 22,000 22,500 2.3%
SIMPLE Matching Funds 3,571 5,684 7,000 8,000 14.3%
Subtotal 298,395 294,656 320,000 330,500 3.3%
Other Expenses
Accounting 21,166 22,389 22,000 23,000 4.5%
Annual Meeting/Awards Program 4,693 4,574 5,000 5,500 10.0%
Auto Expenses 523 2,417 2,000 750 -62.5%
Contract Labor 12,448 9,521 10,500 11,000 4.8%
Depreciation 9,824 8,728 10,000 10,500 5.0%
Donations 550 800 500 500 0.0%
Dues/Subscriptions 8,874 11,023 6,000 7,000 16.7%
Education/Training 10,320 13,002 12,500 13,000 4.0%
Equipment Lease 725 663 750 750 0.0%
Equipment Maintenance 5,848 4,651 1,000 3,500 250.0%
Insurance 4,969 4,967 6,500 6,500 0.0%
Legal Fees - - 1,000 1,000 0.0%
Meetings 3,621 2,417 2,500 3,000 20.0%
Office Supplies/Equipment 9,276 6,764 7,000 7,500 7.1%
Rent 32,759 34,160 34,000 35,000 2.9%
Telephone 5,734 4,993 7,000 7,000 0.0%
Subtotal 131,330 131,069 128,250 135,500 5.7%
Marketing Expenses
Advertising 355,598 312,313 350,000 370,000 5.7%
FAM 3,949 3,811 5,000 5,500 10.0%
Fulfillment House Services 9,912 3,448 5,600 6,000 7.1%
Postage 16,572 10,031 9,000 10,000 11.1%
Promotion 108,263 111,836 85,000 100,000 17.6%
Research 9,430 53,000 30,000 7,500 -75.0%
Telecommunications Services 7,387 7,235 6,000 6,500 8.3%
Trade Show 14,776 22,115 12,000 16,000 33.3%
Website/Mobile Technology 22,622 20,961 17,500 18,500 5.7%
Subtotal 548,509 544,750 520,100 540,000 3.8%
Travel & Entertainment
Transportation 9,742 8,081 10,000 11,000 10.0%
Entertainment 28 - 750 - -100.0%
Meals 2,541 1,739 3,500 4,000 14.3%
Lodging 12,260 12,806 13,500 14,500 7.4%
Subtotal 24,571 22,626 27,750 29,500 6.3%
Total Expenses 1,002,805 993,101 996,100 1,035,500 4.0%
Net Income (14,754)$ 58,145$ -$ -$
Proposed 2018 Budget
Eagan Convention & Visitors Bureau
Agenda Information Memo
October 10, 2017 Special City Council Workshop
V. 2018‐2019 ENTERPRISE AND SPECIAL REVENUE FUND BUDGETS
Direction For Consideration:
To provide direction to staff regarding the proposed 2018‐2019 fund budgets for:
ENTERPRISE FUNDS:
o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage and
Water Quality)
o Civic Arena
o Cascade Bay
o Community Center
o AccessEagan/Fiber Infrastructure
SPECIAL REVENUE FUND
o E‐TV
To direct that the budgets be placed on a future City Council meeting Consent Agenda
for formal ratification, or studied further.
Direct the Finance Committee to address matters identified below (Civic Arena and
AccessEagan), as appropriate.
Facts:
GENERAL INFORMATION
By definition, enterprise funds are established to account for self‐supporting activities
with revenues primarily from user fees at rates set by the City Council.
The Budget Team—City Administrator Osberg, Assistant City Administrator Miller,
Finance Director Pepper, Assistant Finance Director Feldman—met with the following
responsible budget managers to review and discuss the respective budget proposals and
operating issues:
o Public Utilities Budgets ‐ Public Works Director Matthys, Transportation
Operations Engineer Plath, Utilities Superintendent Eaton, and Water Resources
Manager Macbeth
o Civic Arena and Cascade Bay ‐ Parks and Recreation Director Pimental, Facilities
Manager Vaughan
o Community Center ‐ Parks and Recreation Director Pimental, Community Center
Manager Grange
o AccessEagan ‐ Communications Director Garrison and IT Manager Cook to review
and discuss the respective proposals and operating issues.
o E‐TV – Communications Director Garrison and E‐TV Studio Supervisor Ongstad
Agenda Information Memo
October 10, 2017 Special City Council Workshop
Staff responsible for these budgets will be available at the meeting to expand on policy
issues and respond to questions.
2018 and 2019 highlights for each operating budget are included in the detail pages in
the usual budget book format. Additional comments about each fund are noted below:
PUBLIC UTILITIES (Water, Sanitary Sewer, Street Lighting, Storm Drainage and Water Quality)
The Public Utilities Fund budgets note a net cash outflow of $3.0 million in 2018 and
$4.48 million in 2019. The higher than usual outflow amounts are from the increased
capital improvement costs in the Public Utilities budgets. Capital expenditures by
nature can result in large fluctuations in expenditures from year to year. We anticipate
these fluctuations and plan for them accordingly. Included in these costs are $1.0
million in 2018 and $2.0 million in 2019 for the water reclamation project that is
considered tentative at this time due to its unique nature. It is anticipated that the
water reclamation project would have grants or other funding sources besides City
funds, although no other sources have been firmly identified at this time, and are not
included as revenue in the in the attached budgets.
The City participates in an annual utilities rate survey by AE2S, an engineering consulting
firm. In the 2016 survey, Eagan’s combined rates for water, wastewater and
stormwater ranked 3rd lowest among the 28 Twin Cities metro communities responding
to the survey. Survey results for 2017 are not yet available.
User rates for the utilities are approved annually with the Fee Schedule adoption in
December. An internal rate study of utilities rates based on Springsted’s 20‐year model
has been completed. The following rate increases are proposed as a result of our study:
o Water: 5.00 %
o Sanitary sewer: 3.15 %
o Street lighting: 3.50 %
o Storm drainage/water quality: 1.74 %
CIVIC ARENA
Comparable rates are included in the attachment for review and analysis. The Council
will be asked to adopt all rates when the City‐wide fee schedule is adopted in
December. These rates include an increase a $5 increase in the prime‐time and non‐
prime hourly ice rates.
The 2018 and 2019 Civic Arena budgets do not include a reduction of the outstanding
$2,223,000 internal loan from the Utilities budget.
DIRECTION FOR CONSIDERATION: Staff requests that the Council consider directing the
Finance Committee to address options with respect to the internal loan that is not being
paid.
Agenda Information Memo
October 10, 2017 Special City Council Workshop
CASCADE BAY
2018 will be the 20th year that Cascade Bay will be operational. Total attendance for the
facility amounts to just over 2.2 million patrons. In 2016, attendance count for the year
totaled 127,645. In 2017 rose to 118,501. The facility’s best year was in 2001 with
168,109 patrons.
Actual results for 2017 were down approximately $100,000 from 2016 but were higher
then budgeted. Cooler weather in 2017 may have contributed to the revenue decline.
COMMUNITY CENTER
The Community Center continues to serve Eagan’s residents and businesses as a fitness
center and event and meeting facility. 2018 will be the Community Center’s 15th year of
operation.
From the Community Center’s inception, it was recognized that fee revenues from
operations would be insufficient to cover operating expenses. The budget has always
been balanced by way of a transfer of antenna lease revenues from the Public Utilities
fund. The 2018 and 2019 budget calls for utilization of $349,100 and $378,000 of
antenna lease revenue, respectively. This is less than 20% of the proposed Community
Center budgets for each year.
The 2018 and 2019 levy for the Community Center bonds, which is excluded from the
operating budget, is about $1.1 million. The bonds will be paid off in 2021.
ACCESSEAGAN/FIBER INFRASTRUCTURE
Expenditures continue to exceed revenue for AccessEagan operations. To date, the City
Council has approved and committed a $3 million investment. By the end of 2017, we
are estimating a deficit of $0.2 million if the actual match the budget. In addition, based
on the 2018‐2019 budgets, we anticipate an additional $0.5 million investment will be
needed to pay for budgeted expenditures.
Staff continues to build expertise while improving service to existing customers. In
addition, staff is able to better capture sales opportunities with improved internal and
external partnerships.
DIRECTION FOR CONSIDERATION: Staff requests that the Council consider directing the
Finance Committee to address possible sources of AccessEagan operations funding to be
identified by staff.
Agenda Information Memo
October 10, 2017 Special City Council Workshop
E‐TV
The proposed E‐TV operational budgets are mostly status quo except for significant
capital investments.
Franchise fee negotiations are ongoing and expected to continue into 2018.
Attachments: (3)
V‐1 2016 Metro Utility Rate Survey Results
V‐2 2018‐2019 Enterprise Fund Budgets
V‐3 2018‐2019 E‐TV Budget
i
MINNEAPOLIS/ST. PAUL METRO AREA
Maple Grove, MN
$28.86
Farmington, MN
$36.50
Eagan, MN
$37.57
Spring Lake Park, MN
$39.83
Oakdale, MN
$41.68
Eden Prairie, MN
$42.06
Apple Valley, MN
$42.09
Ramsey, MN
$42.82
Plymouth, MN
$44.09
Hopkins, MN
$44.41
Shakopee, MN
$45.88
Mounds View, MN
$46.24
Anoka, MN
$46.29
Savage, MN
$46.56
Champlin, MN
$48.05
Fridley, MN
$52.07
Minnetonka, MN
$52.62
Dayton, MN
$52.93
Richfield, MN
$53.65
Victoria, MN
$57.04
Columbia Heights, MN
$57.70
St. Louis Park, MN
$58.24
Falcon Heights, MN
$62.33
Robbinsdale, MN
$65.88
Prior Lake, MN
$67.13
Waconia, MN
$7118
Mahtomedi, MN
$7312
Minneapolis, MN
$75.13
$0.00 $30.00 $60.00 $90.00 $120.00 $150.00
49 www.ae2s.com www.ae2snexus.com
2018‐2019 Proposed Budget Operating Budget
Enterprise Funds
1 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Sanitary Street Storm Water
Quality
Revenues:
Service charges 5,355,075$ 7,215,500$ 743,000$ 1,012,000$ 1,518,000$ 15,843,575$
Connection permits 8,000 8,000 - - - 16,000
Meter sales 40,000 - - - - 40,000
Other 16,000 19,000 3,500 - 35,000 73,500
Total revenues 5,419,075$ 7,242,500$ 746,500$ 1,012,000$ 1,553,000$ 15,973,075$
Operating Expenses:
Personal services 1,968,800 798,200 10,500 125,400 503,000 3,405,900
Supplies, repairs, maint.465,200 96,500 - 12,100 51,100 624,900
Other services & charges 1,925,500 380,300 575,600 321,400 173,000 3,375,800
Merchandise for resale 21,300 - - - - 21,300
Transfers Out 774,500 368,200 38,100 25,400 73,000 1,279,200
MCES disposal charges - 5,198,200 - - - 5,198,200
Total operating expenses*5,155,300$ 6,841,400$ 624,200$ 484,300$ 800,100$ 13,905,300$
Net operating cash inflow(outflow 263,775 401,100 122,300 527,700 752,900 2,067,775
Capital 3,423,100 1,169,000 142,500 152,000 1,586,600 6,473,200
*Excluding depreciation expense
Other non-departmental revenues:
Interest income 335,000
Connection charges 250,000
Antenna lease revenue (excludes ECC allocation 775,200
Other 40,100
Total - non-dept revenue 1,400,300
Net cash inflow (outflow)(3,005,125)$
Public Utilities Fund
2018 Budget
Revenue and Expense Summary
TOTALSWater Sewer Lighting Drainage
2 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Sanitary Street Storm Water
Quality
Revenues:
Service charges 5,621,329$ 7,442,500$ 769,450$ 1,028,000$ 1,542,000$ 16,403,279$
Connection permits 8,000 8,000 - - - 16,000
Meter sales 40,000 - - - - 40,000
Other 16,000 19,000 3,500 - 35,000 73,500
Total revenues 5,685,329$ 7,469,500$ 772,950$ 1,028,000$ 1,577,000$ 16,532,779$
Operating Expenses:
Personal services 2,063,400 798,800 11,200 131,400 529,500 3,534,300
Supplies, repairs, maint.553,200 153,500 - 12,100 50,600 769,400
Other services & charges 1,905,500 368,700 612,300 311,200 173,200 3,370,900
Merchandise for resale 21,300 - - - - 21,300
Transfers Out 774,500 368,200 38,100 25,400 73,000 1,279,200
MCES disposal charges - 5,502,000 - - - 5,502,000
Total operating expenses*5,317,900$ 7,191,200$ 661,600$ 480,100$ 826,300$ 14,477,100$
Net operating cash inflow(outflow 367,429 278,300 111,350 547,900 750,700 2,055,679
Capital 3,371,800 1,273,000 42,500 143,000 3,157,000 7,987,300
*Excluding depreciation expense
Other non-departmental revenues:
Interest income 355,000
Connection charges 250,000
Antenna lease revenue (excludes ECC allocation 810,500
Other 40,100
Total - non-dept revenue 1,455,600
Net cash inflow (outflow)(4,476,021)$
Public Utilities Fund
2019 Budget
Revenue and Expense Summary
Water Sewer Lighting Drainage TOTALS
3 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Actual Actual Budget Budget Budget
Acct 2015 2016 2017 2018 2019
4175 County Grants 37,949 ‐ ‐ ‐ ‐
4228 Eng / Financial Information 553 180 300 300 300
4230 Printed Material/Other Fees 504 ‐ ‐ ‐ ‐
4242 Maint Equipment and Personnel 9,361 14,251 8,900 9,000 9,000
4243 Manual Reading‐Ded Bill Meters 1,040 1,000 600 800 800
4305 Equipment Rental 230 154 ‐ ‐ ‐
4511 Sale of Property ‐ Other 9,340 10,734 ‐ ‐ ‐
4610 Interest on Investments 266,524 259,904 180,000 280,000 300,000
4612 Interest on Assessments 57,620 61,178 50,000 55,000 55,000
4613 Interest on Interfund Receivable ‐ ‐ ‐ ‐ ‐
4615 Change in Fair Value of Inv (19,800) 12,067 ‐ ‐ ‐
4617 Antenna Lease Admn Fees 28,800 9,600 3,000 10,000 10,000
4618 Site Survey / Eng Applic Review 4,600 600 4,300 2,000 2,000
4619 Antenna Lease Landscape Escow 3,200 ‐ 5,000 ‐ ‐
4620 Antenna Site Rent (excludes ECC) 613,610 591,197 664,600 775,200 810,500
4658 Vehicle Sales ‐ 43,130 ‐ ‐ ‐
4675 Wetlands Conserv Appl Fee 600 700 ‐ ‐ ‐
4680 Connection Charge‐‐Water 202,847 458,189 200,000 200,000 200,000
4685 Conn Chg‐‐Water Treatmt Plant 43,831 75,038 180,000 50,000 50,000
4691 Other Revenue 20,238 2,675 ‐ ‐ ‐
4822 Other Reimbursements 343,796 125,310 ‐ ‐ ‐
4981 Capital Contributions 468,802 ‐ ‐ ‐ ‐
2,170,898 1,765,833 1,307,100 1,400,300 1,455,600
GRAND TOTAL 15,248,579$ 16,210,619$ 16,676,900$ 17,373,375$ 17,988,379$
2018‐19 Budget
PUBLIC UTILITIES ENTERPRISE FUND
Detail of Revenues ‐ cont'd
4 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities – Water Department is to:
Produce, treat, store and distribute safe and clean potable water for the
City of Eagan.
Continuously monitor the quality of the drinking water supply and
maintain compliance to all State and Federal requirements.
Provide skilled and trained personnel to operate and maintain the water
supply/treatment/storage/distribution, sewer collection, and storm
drainage conveyance systems.
The Public Utilities – Water Department is responsible for the following functions:
Inspect and maintain the water distribution system, including point‐of‐use metering.
Inspect and maintain the storm water conveyance system and assist with natural resources water quality
objectives.
Supply and treat all potable water needed within the City including sampling, testing and chemical
treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and
maintain storage facilities, wells, and pressure control stations.
Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies.
Assist other departments when needed.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
12 26 10 10 10
2,879 2,885 3,100 3,100 3,100
79 78 75 75 75
840 840 840 840 840
677 543 600 600 600
742 889 800 800 800
2,654 3,625 3,800 3,800 3,800
661 661 600 600 600
535 585 600 600 600
9,173 9,106 8,400 8,400 8,400
Meter service calls
Customer service calls
Water main breaks/Service Leaks
Residential per capita usage
MN Dept. of Health samples collected
Backflow preventers tested
Millions of gallons of safe drinking water produced
Hydrants flushed
Hydrants painted
Locates performed
5 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent
of Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2018 Water operating
budget shows an increase of $160,100 or 3.2%
from the 2017 budget. A majority of the increase
comes from increased costs in energy and
contractual services. The proposed total Water
budget, including capital, increases $498,800 or
6.2% over the prior year. The majority of the increase comes from an advanced meter system and the painting of
two water towers with the new City Logo.
The proposed 2019 Water operating budget shows an increase of $162,600 or 3.2% from the 2018 budget
proposal. A majority of the increase comes from the anticipated addition of asset management software and
health insurance and cost of living adjustments to salaries. The total 2019 Water budget has a proposed overall
budget increase of $111,300 or 1.3%.
Highlight/Change 1: Meter reading equipment to collect commercial, industrial and institutional water use has
exceeded its life cycle. Radio batteries are failing at an increasing rate and the mobile electronic equipment is no
longer supported. Utilities is proposing to update this system with an advanced meter system.
Financial Impact: $510,000 one‐time purchase cost (6670) and $14,000 annual licensing/maintenance fee (6270).
A $250,000 savings is estimated over the next 5 years if the work is completed in one year versus a 5‐year period.
Service Level Impact: This will save up to 60 hours per month of staff time and continues the City’s ability and
initiative to read non‐residential meters remotely, while providing opportunity for City and customers to review
water usage at any time which will help identify problems sooner and may lead to conservation.
Highlight/Change 2: Public Works proposes the addition of an asset management software for implementation in
2019. Public Works (Streets, Utilities and Water Resources) manages infrastructure valued at nearly $1 billion.
Better management of assets, including maintenance, life‐cycle, future cost, etc., will help the City better plan,
both physically and financially, for future costs. Proceeding with the asset management system acquisitions would
only occur with further review and approval of the Budget Team.
Financial Impact: The software is expected to cost upwards of $200,000 in total between Water, Sewer and Storm
Drainage funds. $67,000 is budgeted in Water in 2019, plus $16,000 for consulting costs (6310).
Service Level Impact: More effectively manage public assets in a way that better aligns with City goals and
strategies, providing higher quality of life for customers at reduced cost.
Highlight/Change 3: Public Works proposes the addition of a GIS Technician/Operations Support Specialist in 2018
to manage Geographic Information System use. Public Works has utilized GIS for over 20 years to help track
infrastructure valued at nearly $1 billion. Additional data collection and management of the infrastructure is
needed to more fully utilize GIS to help the City better plan for future improvements.
Financial Impact: Total cost of position is $105,600; $17,600 (one‐sixth) is budgeted in Water (6110)
Service Level Impact: More effectively track public infrastructure to better meet goals and strategies.
Continued on next page
6 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
HIGHLIGHTS & CHANGES (CONT’D)
Highlight/Change 3: With the new City logo, the largest logos of all are proposed to be updated in phases on the
water reservoirs. Public Works proposes to update two reservoirs a year beginning in 2018, utilizing the Capital
Improvement Plan to limit the cost impact.
Reservoir maintenance and repair for the Lexington/Diffley site was scheduled as part of the CIP in 2019 at an
estimated cost of $250,000. It is proposed that the CIP improvements be advanced one year and include the new
logo for cost efficiency.
Financial Impact: $470,000 additional funds over the 2018‐2019 biennium. The Lex/Diffley water tower was due
to be rehabbed in 2019 and much of the cost will be absorbed as part of the improvement.
Service Level Impact: Timely implementation of new City logo as part of the new branding campaign.
Highlight/Change 5: Auditing of utility billing accounts has increased revenue due to the discovery of billing errors.
Consultant services are proposed to perform a city‐wide review of the Utility Billing accounts for accuracy in 2018.
Financial Impact: $30,000 annual increase (6310)
Service Level Impact: Improve utility billing account accuracy and increase revenue.
EXPENSE SUMMARY
Location Year Est. Cost
Lex/Diffley 2018 130,000
Deerwood 2018 130,000
Safari 2019 130,000
Yankee 2019 130,000
Actual Actual Budget Budget Budget
Expenses 2015 2016 2017 2018 2019
Personal Services 1,542,126$ 1,634,095$ 1,864,000$ 1,968,800$ 2,063,400$
Parts and Supplies 383,809 307,132 454,300 465,200 553,200
Services and Other Charges 1,551,898 1,451,553 1,881,100 1,925,500 1,905,500
Merchandise for Resale ‐ ‐ 21,300 21,300 21,300
Capital Outlay 1,341,177 67,707 3,084,400 3,423,100 3,371,800
Transfer Out 1,019,924 855,393 774,500 774,500 774,500
Total Operating Expenses 5,838,934$ 4,315,880$ 8,079,600$ 8,578,400$ 8,689,700$
Depreciation Expense 2,372,122$ 2,461,333$ 2,271,700 2,271,700 2,271,700
7 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
POSITION INVENTORY
2018‐2019 WORK PLAN
Personnel 2015 2016 2017 2018 2019 Hours
0.67 0.67 0.67 0.67 0.67 1,394
111112,080
0.33 0.33 0.33 0.33 0.33 686
111112,080
1 0.92 1 1 1 2,080
GIS Coordinator 0.61 0.61 0.61 0.61 0.61 1,269
1111.171.172,434
0.5 0.5 0.5 0.5 0.5 1,040
444448,320
3555510,400
11000 ‐
Clerical Tech IV 001112,080
Public Works Director 0.24 0.24 0.24 0.24 0.24 499
UB/SA Accountant 0.61 0.61 0.61 0.61 0.61 1,269
UB/SA Clerk 0.61 0.61 0.61 0.61 0.61 1,269
011112,080
Total 15.57 18.49 18.57 18.74 18.74 38,979
Superintendent
Water Production/Treatment Supervisor
Utility Field Operations Supervisor
Utilities Inspector
Administrative Assistant (System Analyst)
GIS Specialist
GIS Technician
Senior Instrumentation Technician
System Maintenance Workers
Utility Technician
Water Treatment/Production Workers
Activity
Routine
1
2
3
4
5
6
Water Administration
GIS/GPS Administration
Emergency call outs
Water Field Operation/Repair
Erosion control
Treatment Plant/Production
8 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 1,095,184$ 1,167,020$ 1,299,500$ 1,358,400$ 1,419,900$
6112 OVERTIME‐REGULAR 13,801 16,418 65,300 69,000 69,000
6130 SALARIES AND WAGES‐TEMPORARY 39,750 24,757 32,800 42,700 42,700
6142 PERA‐COORDINATED 83,332 88,674 102,400 107,100 111,700
6144 FICA 82,512 86,728 106,900 112,500 117,200
6151 HEALTH INSURANCE 185,706 208,124 220,000 240,700 263,100
6152 LIFE 1,629 1,432 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 3,124 3,463 ‐ ‐ ‐
6155 WORKERS COMPENSATION 37,088 37,479 37,100 38,400 39,800
TOTAL PERSONAL SERVICES 1,542,126 1,634,095 1,864,000 1,968,800 2,063,400
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 2,566$ 3,804$ 3,500$ 3,500$ 3,500$
6212 OFFICE SMALL EQUIPMENT 98 188 100 100 100
6215 REFERENCE MATERIALS 81 412 300 300 300
6220 OPERATING SUPPLIES‐GENERAL 3,177 3,079 3,200 3,200 3,200
6222 MEDICAL/RESCUE/SAFETY SUPPLIES 3,362 1,774 5,800 5,800 5,800
6223 BUILDING/CLEANING SUPPLIES 3,274 1,129 4,000 4,000 4,000
6224 CLOTHING/PERSONAL EQUIPMENT 4,214 4,349 5,900 6,100 6,100
6230 REPAIR/MAINTENANCE SUPPLIES‐GENERAL 2,955 4,383 5,000 5,000 5,000
6231 MOBILE EQUIP REPAIR PARTS 3,910 3,788 5,600 5,600 5,600
6232 SMALL EQUIPMENT REPAIR PARTS 797 740 500 700 700
6233 BUILDING REPAIR SUPPLIES 24,492 29,058 20,000 25,000 25,000
6235 FUEL, LUBRICANTS, ADDITIVES 18,190 14,915 28,900 28,900 28,900
6240 SMALL TOOLS 5,842 6,481 6,000 6,500 6,500
6244 CHEMICALS & CHEMICAL PRODUCTS 91,917 76,937 103,000 106,000 113,000
6250 LANDSCAPE MATERIAL & SUPPLIES ‐ 75 2,000 2,000 2,000
6255 STREET REPAIR SUPPLIES 13,321 1,982 15,000 15,000 15,000
6257 SIGNS & STRIPING MATERIAL ‐ ‐ 500 500 500
6260 UTILITY SYSTEM PARTS/SUPPLIES 84,594 95,476 139,500 139,500 139,500
6270 COMPUTER SOFTWARE 121,019 58,562 105,500 107,500 188,500
TOTAL PARTS & SUPPLIES 383,809 307,132 454,300 465,200 553,200
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES‐GENERAL 248,333$ 170,430$ 350,400$ 315,000$ 315,000$
6311 LEGAL 26,674 24,689 ‐ ‐ ‐
6314 AUDITING 7,300 7,400 7,300 7,300 7,300
6323 TESTING SERVICES 9,033 11,199 10,800 12,600 12,600
6346 POSTAGE 2,000 2,747 3,100 3,100 3,100
6347 TELEPHONE SERVICE & LINE CHG 24,031 18,723 26,000 26,000 26,000
6351 PAGER SERVICE FEES 132 55 ‐ ‐ ‐
6352 TELEPHONE CIRCUITS 1,629 1,629 1,800 1,800 1,800
6353 PERSONAL AUTO/PARKING 7 15 100 100 100
6355 CELLULAR TELEPHONE SERVICE 4,543 4,711 4,600 7,100 7,100
6370 GENERAL PRINTING AND BINDING 192 ‐ 3,700 3,700 3,700
9 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water (61)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL (CONT’D)
Actual Actual Budget Budget Budget
SERVICES & OTHER CHARGES 2015 2016 2017 2018 2019
6385 INSURANCE 79,600$ 79,600$ 79,600$ 79,600 79,600
6408 ELECTRICITY‐LIFT STATIONS 10,501 10,899 ‐ ‐ ‐
6409 ELECTRICITY‐WELLS/BOOSTER STN 642,226 616,775 776,100 777,300 777,300
6410 NATURAL GAS SERVICE 93,779 69,861 101,000 114,300 114,300
6425 MOBILE EQUIPMENT REPAIR LABOR 3,116 552 1,000 1,000 1,000
6426 SMALL EQUIPMENT REPAIR 3,312 635 1,500 1,500 1,500
6427 BLDG OPERATIONS/REPAIR‐LABOR 72,523 85,935 214,000 234,000 214,000
6429 STREET REPAIR‐LABOR ‐ 24,677 10,000 10,000 10,000
6430 COMMUNICATION SYSTEM REPAIR ‐ ‐ 20,000 20,000 20,000
6432 UTILITY SYSTEM REPAIR‐LABOR 178,500 158,430 110,000 150,000 150,000
6457 MACHINERY & EQUIPMENT‐RENTAL ‐ 1,422 1,000 1,000 1,000
6475 MISCELLANEOUS 51 ‐ ‐ ‐ ‐
6476 CONFERENCES AND SCHOOLS 11,261 13,636 27,200 27,300 27,300
6477 LOCAL MEETING EXPENSE 40 ‐ 200 200 200
6478 TUITION AND BOOK REIMBURSEMENT ‐ 1,526 2,100 2,100 2,100
6479 DUES AND SUBSCRIPTIONS 13,407 12,972 14,200 14,700 14,700
6480 LICENSES, PERMITS AND TAXES 40,843 41,463 48,600 48,600 48,600
6487 VISA/MC BANK CHARGES 11,184 14,908 ‐ ‐ ‐
6805 TRANSFER OUT 1,019,924 855,393 774,500 774,500 774,500
6535 OTHER CONTRACTUAL SERVICES 47,918 36,621 38,000 38,000 38,000
6537 JANITORIAL SERVICE 9,698 10,002 5,100 5,500 5,500
6539 WASTE REMOVAL/SANITATION SERV 377 226 1,100 1,100 1,100
6561 TEMPORARY HELP‐LABOR/CLERICAL ‐ 17,423 ‐ ‐
6569 MAINTENANCE CONTRACTS 2,526 10,601 11,600 11,600 11,600
6575 MCES DISPOSAL CHARGES 7,162 1,791 11,000 11,000 11,000
OTHER SERVICES AND CHARGES 2,571,822 2,306,946 2,655,600 2,700,000 2,680,000
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE ‐ ‐ 21,300 21,300 21,300
MERCHANDISE FOR RESALE ‐ ‐ 21,300 21,300 21,300
TOTAL OPERATING 4,497,757 4,248,173 4,995,200 5,155,300 5,317,900
3.2%3.2%
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS & EQUIPMENT 2,436 1,050 ‐ 22,000 ‐
6670 OTHER EQUIPMENT 2,236 11,281 13,900 524,700 15,500
6680 MOBILE EQUIPMENT 2,095 11,281 60,000 40,000 30,000
CAPITAL OUTLAY 6,767 23,612 73,900 586,700 45,500
CAPITAL/CONSTRUCTION PROJECTS
6630 RENEWAL & REPLACEMENT ‐ OUTLAY 1,268,465 75,441 459,000 1,477,000 735,000
6700 CONSTRUCTION PROJECTS 65,945 (31,346) 2,551,500 1,359,400 2,591,300
1,334,410 44,095 3,010,500 2,836,400 3,326,300
TOTAL CAPITAL 1,341,177 67,707 3,084,400 3,423,100 3,371,800
11.0%‐1.5%
TOTAL WATER DEPARTMENT 5,838,934$ 4,315,880$ 8,079,600$ 8,578,400$ 8,689,700$
6.2% 1.3%
DEPRECIATION
6488 DEPRECIATION EXPENSE 2,372,122 2,461,333 2,271,700 2,271,700 2,271,700
10 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
This page intentionally left blank
11 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities – Sewer Department is to:
Provide uninterrupted sanitary sewer conveyance services for the City.
Meet all State and Federal standards in waste water management.
Provide skilled and trained personnel to operate and maintain the water
distribution system, sewer collection/conveyance, and storm drainage conveyance
systems.
The Public Utilities – Sewer Department is responsible for the following functions:
Maintain sanitary sewer collection and conveyance system including pipes, manholes, and lift stations.
Report to all State and Federal agencies required by law.
To inspect and maintain the waste water collection system and ensure its sanitary conveyance to the
Metropolitan Treatment Facility at Seneca.
To inspect and maintain the storm water conveyance system and assist with natural resources water
quality objectives.
Respond to customer needs on a daily basis and be available on a 24/7 basis for emergencies.
Assist other departments as directed.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
23,336 29,251 80,000 80,000 80,000
61 46 100 100 100
7,269 7,544 7,500 7,500 7,500
19,656 19,739 19,800 19,800 19,800
Televised sewer pipe, in feet
Sewer pipe jetted, in miles
Sewer pipe relined, in feet
Sewer Connections
12 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of
Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2018 Sewer operating
budget shows an increase of $102,200 or 1.5% from
the 2017 budget. The majority of the proposed
increase would be from the MCES sewer rate increase.
The total budget, including capital, proposes an overall
increase of $55,200 or 0.8%. The majority of the
increase is also from increase costs in waste treatment services (MCES).
The proposed 2019 Sewer operating budget shows an overall increase of $287,900 or 4.2% from the 2018 budget.
The majority of the proposed increase would be from the MCES sewer rate increase. The total budget proposes an
overall increase of $269,900 or 3.3%. The majority of the increase would come from increased costs in waste
treatment services (MCES) and the portion of a yet‐to‐be‐determined asset management system.
Highlight/Change 1: The Metropolitan Council Environmental Services (MCES) operates and maintains the large,
intercommunity sanitary sewers and related facilities (640 miles of pipe, 61 lift stations, 188 meter stations)
necessary to collect and transport wastewater from community sewer systems to eight regional wastewater
treatment plants in the Twin Cities area. The associated MCES Wastewater Disposal charges are set to increase
from 2017 fees. The fees are established by MCES and allocated to cities for sewage treatment based on their
proportionate share of the metro wide total flow. Due to the success of the City’s Inflow & Infiltration program,
Eagan’s rate increase is only 1.8% as compared to the 3.7% average rate increase.
Financial Impact: $91,900 increase (6575)
Service Level Impact: None.
Highlight/Change 2: Public Works proposes the addition of a GIS Technician/Operations Support Specialist in 2018
to manage Geographic Information System use. Public Works (Streets, Utilities and Water Resources) has utilized
GIS for over 20 years to help track infrastructure valued at nearly $1 billion in 2017. Additional data collection and
management of the infrastructure is needed to more fully utilize GIS to help the City better plan for future
improvements.
Financial Impact: Total cost of position is $105,600; $17,600 (one‐sixth) is budgeted in Sewer (6110)
Service Level Impact: More effectively track public infrastructure in a way that allows the City to better meet goals
and strategies.
Highlight/Change 3: Public Works proposes the addition of an Asset Management software for implementation in
2019. Public Works (Streets, Utilities and Water Resources) manages infrastructure valued at nearly $1 billion.
Better management of assets (including maintenance, life cycle, future cost, etc.) will help the City better plan,
both physically and financially, for future costs. Proceeding with the asset management system acquisitions would
only occur with further review and approval of the Budget Team.
Financial Impact: The software is expected to cost upwards of $200,000 in total between Water, Sewer and Storm
Drainage funds. $67,000 is budgeted in Sewer in 2019, plus $16,000 for consulting costs (6310).
Service Level Impact: More effectively manage public assets in a way that better aligns with City goals and
strategies, providing higher quality of life for customers at reduced cost.
Personal
Services
9%
Parts and
Supplies
1%
Services
and Other
Charges
69%
Capital
Outlay
16%
Transfer
Out
5%
Expenditure by Category
13 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
EXPENSE SUMMARY
POSITION INVENTORY
2018‐2019 WORK PLAN
Actual Actual Budget Budget Budget
Expense 2015 2016 2017 2018 2019
Personal Services 564,096$ 588,040$ 718,900$ 768,200$ 798,800$
Parts and Supplies 44,265 42,055 85,000 96,500 153,500
Services and Other Charges 4,850,834 5,135,774 5,629,000 5,670,400 5,870,700
Capital Outlay 309,219 10,871 1,273,000 1,169,000 1,151,000
Transfer Out 344,000 368,200 368,200 368,200 368,200
Total 6,112,414$ 6,144,940$ 8,074,100$ 8,072,300$ 8,342,200$
Depreciation Expense 806,232$ 823,684$ 753,400 753,400 753,400
Personnel 2015 2016 2017 2018 2019 Hours
Superintendent 0.33 0.33 0.33 0.33 0.33 686
Utilities Operations Supervisor 0.67 0.67 0.67 0.67 0.67 1,387
Utility Technician 0.5 0.5 0.5 0.5 0.5 1,040
System Maintenance Workers 4 4 4 4 4 8,320
Public Works Director 0.12 0.12 0.12 0.12 0.12 250
GIS Coordinator 0.29 0.29 0.29 0.46 0.46 957
0 0 0 0.17 0.17 354
UB/SA Clerk 0.29 0.29 0.29 0.29 0.29 603
UB/SA Accountant 0.29 0.29 0.29 0.29 0.29 603
Total 6.49 6.49 6.49 6.83 6.83 14,199
GIS Technician
1 Sanitary sewer administration
2 Sanitary sewer field operation/repair maintenance
3I & I mitigation
4Emergency call outs
Activity
Routine
14 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 408,159$ 422,577$ 476,800$ 496,100$ 515,000$
6112 OVERTIME‐REGULAR 4,011 8,523 24,800 27,100 27,100
6130 SALARIES AND WAGES‐TEMPORARY 2,689 4,430 32,800 42,700 42,700
6142 PERA‐COORDINATED 31,114 32,198 37,600 39,200 40,700
6144 FICA 30,516 31,949 40,900 43,300 44,700
6151 HEALTH INSURANCE 68,563 69,659 72,900 84,800 92,700
6152 LIFE 624 539 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 1,168 1,272 ‐ ‐ ‐
6155 WORKERS COMPENSATION 17,252 16,893 33,100 35,000 35,900
6157 RETIREE INSURANCE FUNDING ‐ ‐ ‐ ‐ ‐
TOTAL PERSONAL SERVICES 564,096 588,040 718,900 768,200 798,800
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 900$ ‐$ 2,000$ 2,000$ 2,000$
6212 OFFICE SMALL EQUIPMENT ‐ ‐ ‐ ‐ ‐
6215 REFERENCE MATERIALS ‐ ‐ 200 200 200
6222 MEDICAL/RESCUE/SAFETY SUPPLIES 607 97 3,100 13,100 3,100
6223 BUILDING/CLEANING SUPPLIES 49 ‐ 300 300 300
6224 CLOTHING/PERSONAL EQUIPMENT 2,191 3,098 2,600 2,700 2,700
6230 REPAIR/MAINTENANCE SUPPLIES‐GENERAL 2,291 763 2,500 2,500 2,500
6231 MO BILE EQUIP REPAIR PARTS 2,785 8,171 16,600 16,600 16,600
6232 SMALL EQUIPMENT REPAIR PARTS 2,444 121 500 500 500
6235 FUEL, LUBRICANTS, ADDITIVES 21,239 13,138 30,100 30,100 30,100
6240 SMALL TOOLS 7,050 789 3,000 3,000 3,000
6250 LANDSCAPE MATERIALS & SUPPLIES ‐ 3,116 2,000 2,000 2,000
6255 STREET REPAIR SUPPLIES ‐ ‐ 1,000 1,000 1,000
6260 UTILITY SYSTEM PARTS/SUPPLIES 4,109 11,353 20,500 20,500 20,500
6270 COMPUTER SOFTWARE 600 1,409 600 2,000 69,000
TOTAL PARTS & SUPPLIES 44,265 42,055 85,000 96,500 153,500
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES‐GENERAL 21,980 32,227 169,400 106,000 94,000
6314 AUDITING 7,300 7,400 7,300 7,300 7,300
6346 POSTAGE 2,050 2,266 3,100 3,100 3,100
6347 TELEPHONE SERVICE & LINE CHG 7,482 7,518 7,800 7,800 7,800
6352 TELEPHONE CIRCUITS 3,400 2,286 4,200 4,200 4,200
6353 PERSONAL AUTO/PARKING ‐ ‐ 100 100 100
6355 CELLULAR TELEPHONE SERVICE 3,431 3,293 2,900 5,100 5,100
6356 ONE CALL SERVICE FEES 11,319 12,971 13,900 13,900 13,900
6357 ADVERTISING/PUBLICATIONS ‐ 57 ‐ ‐ ‐
6358 EMPLOYMENT ADVERTISING ‐ ‐ ‐ ‐ ‐
6359 LEGAL NOTICE PUBLICATION ‐ ‐ ‐ ‐ ‐
6385 INSURANCE 14,100 14,100 14,100 14,100 14,100
6405 ELECTRICITY 1,134 1,017 ‐ ‐ ‐
15 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Sewer (62)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL (CONT’D)
Actual Actual Budget Budget Budget
SERVICES & OTHER CHARGES 2015 2016 2017 2018 2019
6408 ELECTRICITY‐LIFT STATIONS 23,958 24,138 27,300 27,000 27,200
6425 MOBILE EQUIPMENT REPAIR LABOR (224) 6,853 10,000 10,000 10,000
6426 SMALL EQUIPMENT REPAIR 217 276 1,500 1,500 1,500
6428 FIELD/OTHER EQUIPMENT REPAIR‐LABOR 420 ‐ ‐ ‐ ‐
6429 STREET REPAIR‐LABOR ‐ ‐ 5,000 5,000 5,000
6430 COMM. SYSTEM REPAIR‐LABOR ‐ ‐ 5,000 5,000 5,000
6432 UTILITY SYSTEM REPAIR‐LABOR 45,892 21,846 52,500 62,500 62,500
6440 I/I MITIGATION ‐ SUMP PUMP 593 1,156 20,000 20,000 20,000
6441 I/I MITIGATION ‐ OTHER 20,608 ‐ 63,000 63,000 63,000
6457 MACHINERY AND EQUIPMENT ‐ ‐ 1,000 1,000 1,000
6476 CONFERENCES AND SCHOOLS 2,256 2,790 8,600 9,200 9,400
6477 LOCAL MEETING EXPENSES ‐ ‐ 200 200 200
6479 DUES AND SUBSCRIPTIONS 1,022 1,020 1,100 1,100 1,100
6480 LICENSES, PERMITS AND TAXES 36 2,160 600 600 600
6487 VISA/MC BANK CHARGES 11,184 14,908 2,400 2,400 2,400
6805 TRANSFER OUT 344,000 368,200 368,200 368,200 368,200
6535 OTHER CONTRACTUAL SERVICES 57,354 22,099 2,100 2,100 2,100
6537 CLEANING CONTRACTUAL SERVICES ‐ 5,100 5,500 5,500
6539 WASTE REMOVAL/SANITATION SERVICES ‐ 1,100 1,100 1,100
6569 MAINTENANCE CONTRACTS 300 300 1,500 1,500 1,500
6575 MCES DISPOSAL CHARGES 4,615,022 4,955,093 5,198,200 5,290,100 5,502,000
SERVICES & OTHER CHARGES 5,194,834 5,503,974 5,997,200 6,038,600 6,238,900
TOTAL OPERATING 5,803,195 6,134,069 6,801,100 6,903,300 7,191,200
1.5%4.2%
CAPITAL OUTLAY
6670 OTHER EQUIPMENT 5,723 1,071 9,000 29,000 ‐
6680 MOBILE EQUIPMENT ‐ 80,000 350,000 130,000
CAPITAL OUTLAY 5,723 1,071 89,000 379,000 130,000
CAPITAL/CONSTRUCTION PROJECTS
6630 RENEWAL & REPLACEMENT (BUDGET ONLY) 303,259 9,800 684,000 690,000 671,000
6700 CONSTRUCTION PROJECTS 237 ‐ 500,000 100,000 350,000
303,496 9,800 1,184,000 790,000 1,021,000
TOTAL CAPITAL 309,219 10,871 1,273,000 1,169,000 1,151,000
‐8.2%‐1.5%
TOTAL SEWER DEPARTMENT 6,112,414$ 6,144,940$ 8,074,100$ 8,072,300$ 8,342,200$
0.0%3.3%
DEPRECIATION
6488 DEPRECIATION EXPENSE 806,232$ 823,684$ 753,400$ 753,400$ 753,400
16 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Utilities – Street Lighting Department is to:
Provide adequate lighting for public safety on city streets and at signalized intersections
within the City of Eagan.
Provide the electrical power for the traffic control signals within the City of Eagan.
Coordinate the maintenance of the street lighting system for optimal performance.
Administer the maintenance of the traffic control signals’ operation and infrastructure.
The Public Utilities – Street Lighting Department is responsible for the following functions:
Coordinate the installation of street lights on all streets within City jurisdiction, both
private developments and public improvements.
Address maintenance needs of the street lighting system & traffic control signals within the City, including
light replacement, pole repair/refurbishment.
Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for
public improvements for street lights.
Manage the reimbursement of electrical services for street lighting and traffic signals.
Update Capital Improvement Program for the City’s street light and traffic control signals.
Coordinate/present Public Hearings/Final Assessment Hearings for City improvements for street lights.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
393 393 392 392 392
000130
90888
69 70 70 70 70
01000
Street lights maintained (city‐owned)
New street lights installed (city‐owned)
Upgrade existing street lights (utility‐owned)
Traffic signals (city, county & state)
New traffic signals installed (city, county & state)
17 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Street Lighting (63)
Responsible Manager: Tim Plath, Transportation
Operations Engineer
HIGHLIGHTS & CHANGES
Overview: The proposed Street Lighting budget
shows an increase of $83,800, or 12.3% in 2018 and a
decrease of $62,600, or 8.9% in 2019 (relative to
2018) due to reduced project costs and slight
increases in projected electricity costs.
Highlight/Change 1: Electricity‐ Street Lights (#6406) and Electricity – Signal Lights (#6407) show a slight decrease
in costs in 2018 and a slight increase in costs in 2019 due to anticipated increases in electricity rates.
Financial Impact: Decrease of $2,400 in 2018 and an Increase of $31,500 in 2019
Service Level Impact: None
Highlight/Change 2: Renewal and Replacement – Capital Outlay (#6630) is increased in 2018 due to the planned
installation of streetlights along Yankee Doodle Road. The same account shows a decrease in 2019 due to the
completion of the capital improvement project in 2018.
Financial Impact: Increase of $100,000 in 2018 and decrease of $100,000 in 2019
Service Level Impact: Improved community lighting along Yankee Doodle Road, from Coachman Road to
Federal Drive.
18 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
EXPENSE SUMMARY
POSITION INVENTORY
2018 ‐ 2019 WORK PLAN
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 9,000 9,400 10,100 10,500 11,200
Services and Other Charges 486,269 470,480 592,200 575,600 612,300
Transfers Out 35,700 38,100 38,100 38,100 38,100
Capital Outlay 13,100 11,315 42,500 142,500 42,500
Total 544,069$ 529,295$ 682,900$ 766,700$ 704,100$
Depreciation Expense 12,797$ 19,280$ 19,300$ 19,300$ 19,300$
Personnel 2015 2016 2017 2018 2019 Hours
Public Works Director 0.01 0.01 0.01 0.01 0.01 21
UB/SA Accountant 0.03 0.03 0.03 0.03 0.03 62
UB/SA Clerk 0.03 0.03 0.03 0.03 0.03 62
GIS Coordinator 0.03 0.03 0.03 0.03 0.03 62
Total 0.10 0.10 0.10 0.10 0.10 208
1Coordinate the installation of street lights on City streets through private developments or public improvements
2Address maintenance needs of the City’s street lighting system & traffic control signals
3Provide field surveying, feasibility studies/reports and staff support at Council meetings for public improvements for street lights
4 Manage the reimbursement of electrical services for street lighting and traffic signals
5 Update Capital Improvement Program for City’s street light and traffic control signals
6 Coordinate/present Public Hearings/Final Assessment Hearings for City improvements for street lights
Activity
Routine
19 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Street Lighting (63)
Responsible Manager: Tim Plath, Transportation Operations Engineer
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 7,100$ 7,400$ 7,700$ 8,100$ 8,600$
6142 PERA‐COORDINATED 400 400 600 600 600
6144 FICA 500 500 600 600 700
6151 HEALTH INSURANCE 1,000 1,100 1,200 1,200 1,300
TOTAL PERSONAL SERVICES 9,000 9,400 10,100 10,500 11,200
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES ‐ GENERAL 3,238 2,320 5,000 5,000 5,000
6406 ELECTRICITY‐STREET LIGHTS 425,020 423,203 486,900 484,500 518,400
6407 ELECTRICITY‐SIGNAL LIGHTS 23,203 23,095 26,600 26,400 28,300
6411 UTILITY SYSTEM STREETLIGHT INSTALLATIONS 18 ‐ ‐ ‐ ‐
6432 UTILITY SYSTEM REPAIR‐LABOR 18,067 16,912 66,700 52,700 53,600
6805 TRANSFER OUT 35,700 38,100 38,100 38,100 38,100
6535 OTHER CONTRACTUAL SERVICES 16,723 4,950 7,000 7,000 7,000
OTHER SERVICES AND CHARGES 521,969 508,580 630,300 613,700 650,400
TOTAL OPERATING 530,969$ 517,980$ 640,400$ 624,200$ 661,600$
‐2.5% 6.0%
Acct CAPITAL OUTLAY
6630 RENEWAL AND REPLACEMENT ‐ OUTLAY 13,100 11,315 42,500 142,500 42,500
CAPITAL OUTLAY 13,100 11,315 42,500 142,500 42,500
TOTAL CAPITAL 13,100 11,315 42,500 142,500 42,500
235.29%‐70.18%
TOTAL STREET LIGHTING DEPARTMENT 544,069$ 529,295$ 682,900$ 766,700$ 704,100$
12.3%‐8.2%
6488 DEPRECIATION EXPENSE 12,797$ 19,280$ 19,300$ 19,300$ 19,300$
20 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
PURPOSE & DESCRIPTION
The purpose of the Public Utilities – Storm Drainage Department is
to:
Maintain the City’s collection and conveyance system for
excess surface water runoff.
The Public Utilities – Storm Drainage Department is responsible for
the following functions:
Inspect and maintain drainage system consisting of pipes, ponds and pumping stations.
Maintain the inlets and outlets for ponds including the removal of any erosion/siltation that restricts the
flow or limits ponding capacities.
Respond to emergency pumping station alarms or resident calls during major peak events.
Assist with Water Quality programs and objectives as necessary to meet Federal, State, and City standards
and reporting requirements.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
Televised storm pipes, in feet 0 890 0 1,000 1,000
Grease Trap Inspections 98 0 0 150 150
Construction inspections performed 149 208 125 125 125
Ponds inspected 427 174 250 250 250
Control structures checked 890 572 600 600 600
21 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of
Utilities
HIGHLIGHTS & CHANGES
Overview: The proposed 2018 Storm Drainage
operating budget shows an increase of $21,000 or
4.5% from the 2017 budget. The total 2018 Storm
Drainage budget, including capital, proposes an overall
decrease of $438,000 or ‐40.8%. A majority of the decrease comes from a proposed reduction in Capital
Improvements from 2017.
The proposed 2019 Storm Drainage operating budget shows a decrease of $4,200 or ‐0.9% from the 2018 budget.
The budget basically remains consistent, other than the Cost of Living Adjustment for staffing. The total Storm
Drainage budget has an overall decrease of $13,200 or ‐2.1%. A majority of the decrease comes from reductions in
capital improvements from 2018.
Highlight/Change 1: A recommendation to improve the storm sewer system model was included in the 2017
Storm Water Management Plan update. The current system model has very limited capabilities. The long‐term goal
is to analyze flooding concerns and manage system operations with the model. Staff would be able to enter new or
updated infrastructure information in to the City’s GIS and incorporate said data into the updated future models.
The expectation is to spend $30,000 each year for the next 10 years to fill in missing data and improve data quality.
Financial Impact: $30,000 increase (6310)
Service Level Impact: Better anticipate problem areas and proactively address storm events.
Highlight/Change 2: Storm lift stations have begun to show significant wear; costs to maintain and repair are
increasing. It is anticipated additional operational and maintenance costs will be needed to address repairs and
maintain equipment life cycles.
Financial Impact: $30,000 increase (6432)
Service Level Impact: Ensure system operation as needed.
Highlight/Change 3: Utilities is proposing to begin contracting services in 2018 to clear access easements and at
least 10 feet around structures to improve access and infrastructure life. Little to no general maintenance has
been performed around storm infrastructure (inlets, outlets, remote manholes, etc.). The growing weeds and trees
are having a negative impact on infrastructure life.
Financial Impact: $50,000 increase (6432)
Service Level Impact: Increase life of infrastructure and enhance accessibility in emergency events.
Highlight/Change 5: Public Works proposes the addition of an asset management software for implementation in
2019. Public Works (Streets, Utilities and Water Resources) manages infrastructure valued at nearly $1 billion.
Better management of assets, including maintenance, life cycle, future cost, etc., will help the City better plan,
both physically and financially, for future costs. Proceeding with the asset management system acquisitions would
only occur with further review and approval of the Budget Team.
Financial Impact: The software is expected to cost upwards of $200,000 in total between Water, Sewer and Storm
Drainage funds. $67,000 is budgeted in Storm Drainage in 2019, plus $16,000 for consulting costs (6310).
Service Level Impact: More effectively manage public assets in a way that better aligns with City goals and
strategies, providing higher quality of life for customers at reduced cost.
22 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
EXPENDITURE SUMMARY
POSITION INVENTORY
2018‐2019 WORK PLAN
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 109,894$ 124,565$ 115,700$ 125,400$ 131,400$
Parts and Supplies 3,259 10,443 11,900 12,100 12,100
Services and Other Charges 159,413 225,482 310,300 321,400 311,200
Transfers Out 23,700 29,282 25,400 25,400 25,400
Capital Outlay 136,228 21,040 611,000 152,000 143,000
Total 432,494$ 410,812$ 1,074,300$ 636,300$ 623,100$
Depreciation Expense 1,034,157$ 1,040,627$ 1,041,600$ 1,041,600$ 1,041,600$
Personnel 2015 2016 2017 2018 2019 Hours
Operations Maintenance Worker111112,080
Public Works Director 0.01 0.01 0.01 0.01 0.01 21
UB/SA Clerk 0.02 0.02 0.02 0.02 0.02 42
UB/SA Accountant 0.02 0.02 0.02 0.02 0.02 42
GIS Coordinator 0.02 0.02 0.02 0.02 0.02 42
Total 1.07 1.07 1.07 1.07 1.07 2,226
Activity
Routine
1 Inspection/clean‐up of structures
2Lift station maintenance
3 Weed harvesting
4Water quality support
5Aeration
6Storm response
23 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Storm Drainage (64)
Responsible Manager: Jon Eaton, Superintendent of Utilities
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 69,233$ 83,761$ 68,000$ 73,100$ 77,300$
6112 OVERTIME‐REGULAR 1,034 1,514 5,700 7,300 7,300
6130 SALARIES AND WAGES‐TEMPORARY 13,225 6,589 13,300 13,900 13,900
6142 PERA‐COORDINATED 5,222 6,520 5,500 6,000 6,300
6144 FICA 6,092 6,839 6,700 7,200 7,500
6151 HEALTH INSURANCE 11,717 15,349 10,200 11,100 12,000
6152 LIFE 110 112 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 203 262 ‐ ‐ ‐
6155 WORKERS COMPENSATION 3,058 3,619 6,300 6,800 7,100
TOTAL PERSONAL SERVICES 109,894 124,565 115,700 125,400 131,400
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 60 ‐ ‐ ‐ ‐
6224 CLOTHING/PERSONAL EQUIPMENT 604 444 700 700 700
6230 REPAIR/MTN SUPPLIES‐GENERAL 17 206 300 300 300
6232 SMALL EQUIPMENT REPAIR PARTS ‐ 91 ‐ 200 200
6233 BUILDING REPAIR SUPPLIES 17 ‐ ‐ ‐ ‐
6235 FUEL, LUBRICANTS, ADDITIVES 6 4 400 400 400
6240 SMALL TOOLS 100 720 500 500 500
6255 STREET REPAIR SUPPLIES ‐ 561 1,000 1,000 1,000
6260 UTILITY SYSTEM PARTS/SUPPLIES 2,455 8,417 9,000 9,000 9,000
TOTAL PARTS & SUPPLIES 3,259 10,443 11,900 12,100 12,100
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES‐GENERAL 3,018 303 120,000 58,000 46,000
6311 LEGAL 333 1,602 ‐ ‐ ‐
6385 INSURANCE 3,900 3,900 3,900 3,900 3,900
6408 ELECTRICITY‐LIFT STATIONS 113,862 162,220 134,500 137,500 139,300
6429 STREET REPAIR‐LABOR ‐ 860 ‐ ‐ ‐
6432 UTILITY SYSTEM REPAIR ‐ LABOR 37,207 54,402 50,000 120,000 120,000
6457 MACHINERY AND EQUIPMENT 342 2,019 1,000 1,000 1,000
6476 CONFERENCES AND SCHOOLS 340 ‐ 400 400 400
6480 LICENSES, PERMITS AND TAXES ‐ 176 ‐ 100 100
6805 TRANSFER OUT 23,700 29,282 25,400 25,400 25,400
6539 WASTE REMOVAL/SANITATION SERVICE ‐ ‐ 500 500 500
6569 MAINTENANCE CONTRACTS 411 ‐ ‐ ‐ ‐
OTHER SERVICES AND CHARGES 183,113 254,764 335,700 346,800 336,600
TOTAL OPERATING 296,266 389,772 463,300 484,300 480,100
4.5%‐0.9%
CAPITAL CONSTRUCTION/PROJECTS
6630 RENEWAL AND REPLACEMENT ‐ OUTLAY 136,228 21,040 611,000 152,000 143,000
TOTAL CAPITAL 136,228 21,040 611,000 152,000 143,000
‐75.1%‐5.9%
TOTAL STORM DRAINAGE DEPARTMENT 432,494$ 410,812$ 1,074,300$ 636,300$ 623,100$
‐40.8%‐2.1%
DEPRECIATION
6488 DEPRECIATION EXPENSE 1,034,157$ 1,040,627$ 1,041,600$ 1,041,600$ 1,041,600$
24 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
PURPOSE & DESCRIPTION
The purpose of the Public Utilities – Water Quality Department is to:
Protect and improve natural, aesthetic, and recreational
qualities of Eagan lakes and wetlands for enjoyment and use
by residents of the City and region.
The Public Utilities – Water Quality Department is responsible for the
following functions:
Direct implementation of Eagan Water Quality Management Plan.
Ensure City compliance with Minnesota Wetland Conservation Act rules.
Coordinate City compliance with Minnesota storm‐water discharge permit and impaired water
regulations.
Monitor and manage water resources and other land use activities directly or indirectly affecting water
resources.
Educate community about land and water issues relating to water quality, lakes, and wetlands.
Coordinate among city, county, state, and federal entities to protect and improve water resources.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
14 14 13 14 11
13 13 13 13 13
Lakes monitored for fish populations 2 2 3 1 1
70 60 50 60 60
75 80 90 80 80
300 0 300 0 400
Lakes, wetlands monitored in long‐term program
Lakes aerated in winter for fisheries
Loads of aquatic plants removed from lakes
Youth Fishing Program participants
Biennial LakeFest attendees
25 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources
Manager
HIGHLIGHTS & CHANGES
Overview: The 2018‐2019 Water Quality operating
budget has an increase of $79,500 or 11.0% in 2018 and
an increase of $26,200 or 3.3% in 2019. The proposed
budget continues recent initiatives to emphasize lake
improvements and lake protection, while expanding
capabilities to review plans, oversee implementation, and verify compliance with City of Eagan stormwater
management regulations. A significant majority of the first‐year’s increase relates to the proposed new full‐time,
permanent Stormwater Technician position.
Highlight/Change 1: Personal Services increase due to proposed new full‐time, permanent Stormwater Technician
position, which will provide primary support for administrative requirements of Federal/State National Pollutant
Discharge Elimination System (NPDES)/Municipal Separate Storm Sewer System (MS4) General Permit and assist
with implementation of Eagan’s Stormwater Pollution Prevention Program (SWPPP).
2018 Financial Impact: $94,500 increase in 2018 (Account 6110)
2019 Financial Impact: COLA increase from 2018 (Account 6110)
Service Level Impact: Consolidation of most of the MS4 Permit work under this new position will free up
time/resources of other departments’ staff to serve customers, enhance program efficiency, and support capacity
to address current unmet permit requirements and to respond to expected future increased and expanded
requirements. Without this position, some current and additional future MS4 requirements will go unmet,
subjecting the City to possible fines. Existing staff will be unable to meet workload demands and expectations.
26 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
EXPENDITURE SUMMARY
POSITION INVENTORY
2018‐2019 WORK PLAN
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 376,036$ 374,102$ 394,700$ 503,000$ 529,500$
Parts and Supplies 65,133 55,852 47,800 51,100 50,600
Services and Other Charges 281,791 130,280 211,500 169,900 170,100
Other 3,080 3,080 3,100 3,100 3,100
Transfers Out 59,300 63,500 63,500 73,000 73,000
Capital Outlay 245,593 389,204 2,055,800 1,586,600 3,157,000
Total 1,030,933$ 1,016,018$ 2,776,400$ 2,386,700$ 3,983,300$
Depreciation Expense 97,838$ 202,339$ 95,700$ 165,000$ 165,000$
Personnel 2015 2016 2017 2018 2019 Hours
1 11112,080
1 11112,080
‐‐‐1 1 2,080
111‐‐ ‐
‐‐‐1 1 2,080
0.5 0.5 0.5 0.5 0.5 1,040
0.5 0.5 0 0 0 ‐
Public Works Director 0.02 0.02 0.02 0.02 0.02 42
UB/SA Accountant 0.05 0.05 0.05 0.05 0.05 104
UB/SA Clerk 0.05 0.05 0.05 0.05 0.05 104
GIS Coordinator 0.05 0.05 0.05 0.05 0.05 104
Total 4.17 4.17 3.67 4.67 4.67 9,714
Operations Support Specialist
Clerical Technician
Water Resources Manager
Water Resources Specialist
Water Resources Technician
Stormwater Technician
Watershed Specialist
1
2
3
4
5
6
7
8
9
10
Interagency coordination/partnerships
Professional development/training
Coordinate required Stormwater Pollution Prevention Plan
Monitor/coordinate required TMDL implementation plans
Enhance recreational fishing; assess ecological conditions
Manage grant projects/initiate new proposals
Public education/involvement
Public relations/customer service
Program administration/staff supervision/operations & clerical support
Monitor & manage water resources and relevant land use activities
Routine
Activity
27 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 275,298$ 271,668$ 287,800$ 362,700$ 380,200$
6112 OVERTIME‐REGULAR 15 238 ‐ ‐ ‐
6130 SALARIES AND WAGES‐TEMPORARY 8,828 8,328 8,900 9,400 9,400
6142 PERA‐COORDINATED 20,540 20,565 21,600 27,200 28,500
6144 FICA 19,717 18,935 22,700 28,500 29,800
6151 HEALTH INSURANCE 44,952 48,507 46,800 67,600 73,800
6152 LIFE 416 347 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 820 857 ‐ ‐ ‐
6155 WORKERS COMPENSATION 5,450 4,657 6,900 7,600 7,800
TOTAL PERSONAL SERVICES 376,036 374,102 394,700 503,000 529,500
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 111 3 ‐ ‐ ‐
6215 REFERENCE MATERIALS 90 ‐ ‐ ‐ ‐
6220 OPERATING SUPPLIES‐GENERAL 2,829 2,084 2,800 2,800 2,800
6224 CLOTHING/PERSONAL EQUIPMENT 773 507 600 900 900
6227 RECREATION EQUIPMENT/SUPPLIES 1,775 2,270 2,600 3,400 2,900
6231 MOBILE EQUIP REPAIR PARTS 10,573 4,423 9,200 9,300 9,500
6232 SMALL EQUIPMENT REPAIR PARTS 472 216 700 400 400
6234 FIELD/OTHER EQUIPMENT REPAIR 3,763 90 2,500 1,500 1,500
6235 FUEL, LUBRICANTS, ADDITIVES 10,082 6,580 12,100 14,900 15,300
6240 SMALL TOOLS 286 370 400 400 400
6244 CHEMICALS & CHEMICAL PRODUCTS 9,612 29 15,600 15,300 15,300
6250 LANDSCAPE MATERIAL & SUPPLIES 9,894 37,564 500 500 500
6257 SIGNS & STRIPING MATERIAL 531 806 800 500 500
6260 UTILITY SYSTEM PARTS / SUPPLIES 13,555 910 ‐ ‐ ‐
6270 COMPUTER SOFTWARE 787 ‐ ‐ 1,200 600
TOTAL PARTS & SUPPLIES 65,133 55,852 47,800 51,100 50,600
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES‐GENERAL 123,362 30,121 71,000 39,800 40,600
6311 LEGAL ‐ 92 ‐ ‐ ‐
6323 TESTING SERVICES 15,824 13,493 22,300 14,300 14,800
6328 SPECIAL EVENTS/ADMISSION FEES ‐ 1,949 ‐ 3,000 ‐
6346 POSTAGE 67 ‐ 100 ‐ ‐
6353 PERSONAL AUTO/PARKING 33 127 100 100 100
6355 CELLULAR TELEPHONE SERVICE 2,453 2,027 2,000 2,800 2,800
6359 LEGAL NOTICE PUBLICATION 600 ‐ ‐ ‐ ‐
6370 GENERAL PRINTING AND BINDING 1,715 ‐ 1,000 ‐ 1,500
28 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Public Utilities – Water Quality (65)
Responsible Manager: Eric Macbeth, Water Resources Manager
LINE ITEM DETAIL (CONT’D)
Actual Actual Budget Budget Budget
Acct SERVICES & OTHER CHARGES 2015 2016 2017 2018 2019
6385 INSURANCE 8,000 7,574 8,000 8,000 8,000
6405 ELECTRICITY 2,786 2,006 4,000 4,000 4,000
6425 MOBILE EQUIPMENT REPAIR‐LABOR ‐ ‐ 200 ‐ ‐
6426 SMALL EQUIPMENT REPAIR‐LABOR ‐ 11 200 ‐ ‐
6475 MISCELLANEOUS 106 14 ‐ ‐ ‐
6476 CONFERENCES AND SCHOOLS 4,354 7,500 7,500 7,100 5,800
6477 LOCAL MEETING EXPENSES 12 45 ‐ ‐ ‐
6479 DUES AND SUBSCRIPTIONS 3,657 3,484 5,400 5,300 5,600
6480 LICENSES, PERMITS AND TAXES 228 473 400 500 600
6495 WATERSHED MANAGEMENT ASSESSMNT 43,950 38,921 42,200 41,000 41,700
6805 TRANSFER OUT 59,300 63,500 63,500 73,000 73,000
6535 OTHER CONTRACTUAL SERVICES 74,644 21,702 46,200 43,100 43,700
6569 MAINTENANCE CONTRACTS ‐ 741 900 900 900
OTHER SERVICES AND CHARGES 341,091 193,780 275,000 242,900 243,100
OTHER
6860 COST SHARING PAYMENTS 3,080 3,080 3,100 3,100 3,100
OTHER 3,080 3,080 3,100 3,100 3,100
TOTAL OPERATING 785,340 626,814 720,600 800,100 826,300
11.0%3.3%
Acct CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS 3,550 2,043,500 1,574,600 3,150,800
6640 MACHINERY/EQUIPMENT 3,932 480 2,800 1,000 ‐
6660 OFFICE FURNISHINGS & EQUIPMENT ‐ 1,384 ‐ 2,000 ‐
6670 OTHER EQUIPMENT 2,364 9,447 9,500 9,000 6,200
6680 MOBILE EQUIPMENT ‐ 3,277 ‐
6700 CONTRUCTION PROJECTS 235,747 374,616 ‐ ‐ ‐
CAPITAL OUTLAY 245,593 389,204 2,055,800 1,586,600 3,157,000
TOTAL CAPITAL 245,593 389,204 2,055,800 1,586,600 3,157,000
‐22.8%99.0%
TOTAL WATER QUALITY DEPARTMENT 1,030,933$ 1,016,018$ 2,776,400$ 2,386,700$ 3,983,300$
‐14.0% 66.9%
6488 DEPRECIATION EXPENSE 97,838$ 202,339$ 95,700$ 165,000$ 165,000$
29 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
This page left intentionally blank
30 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
PURPOSE & DESCRIPTION
The purpose of the Civic Arena is to:
Provide a positive environment for residents and guests of all ages to
gather.
Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
Provide a high level of service, accessibility and professionalism to
expand revenue options to ensure the viability of this resource to the community.
The Civic Arena is responsible for the following functions:
Provide a wide variety of ice and dry floor related recreational opportunities for the public to enjoy.
Capture a high level of revenue to offset operational costs, debt repayment and expand the retained
earnings capacity to accommodate future growth and expansion.
Protect the city's community investment by maintaining the integrity and value of the building and its
amenities.
Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
On‐going analysis of existing operation and research to find ways to expand the opportunities offered
year round in order to maximize the capital investment.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
2,007 1,998 2,000 2,000 2,000
913 1,081 900 1,000 1,000
56 56 56 56 56
66 7 77
3,129 3,110 3,000 3,000 3,000
Participants in skate school program
Summer hockey rental hours (June 1‐Aug 31)
Adult league team registrations
Dry floor events
Prime ice rental hours (Oct 15 ‐ March 15)
31 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Managers: Andrew Pimental,
Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
HIGHLIGHTS & CHANGES
Overview: The 2018 operating budget is up
$14,700 (1.5%) from 2017. This is primarily due to
routine increases in personnel and maintenance
contracts. The budget also reflects a $5 increase in
prime and non‐prime hourly ice/turf rates, to increase revenue and remain competitive with other area ice rinks.
The 2019 operating budget is up $47,600 (4.9%) from 2018. This reflects personnel increases and maintenance
contracts. The budget also reflects a $5 increase in prime and non‐prime hourly ice/turf rates, to increase revenue
and remain competitive with other area ice rinks.
Highlight/Change 1: With changing programs and events at the Eagan Civic Arena, there is a need for a
mobile/portable concession stand. Currently the East rink does not have a concession stand. A mobile concession
stand would be an option for use in the East rink during large events and at Cascade Bay.
Budget Impact: $10,000 expense increase.
Service level impact: A mobile concession stand allows greater flexibility and opportunity for increased revenue
($3,400), by offering concession sales at new locations and events at the Eagan Civic Arena.
Highlight/Change 2: The East Storage Room needs additional shelving to maximize storage area by adding a rack
system to organize supplies and items used for seasonal events.
Financial Impact: $8,000 increase to Capital.
Service Level Impact: Quality shelving system will improve efficiencies in operation and provide a safer, more
organized storage solution.
Highlight/Change 3: Credit card processing fees continue to increase, along with usage of credit/debit cards.
Financial Impact: $3,000 increase.
Service Level Impact: Accepting credit/debit card payments allows for better customer service, as credit is
becoming more increasingly the preferred method of payment.
Highlight/Change 4: The Pro Shop and office space is undersized for the service and products that we offer. Skate
rental rack system would be updated, along with improvements to skate sharpener and changes in full‐time office
spaces.
Budget Impact: Increase of $10,000
Service Level Impact: An improved layout to the space would make distributing skate rentals during open skate
and large group rentals more organized and efficient.
32 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
POSITION INVENTORY – CIVIC ARENA
The Civic Arena and Cascade Bay share a number of staff. The Cascade Bay staff complement is shown below:
POSITION INVENTORY – CASCADE BAY
2018‐2019 WORK PLAN
Personnel 2015 2016 2017 2018 2019 Hours
0.67 0.67 0.67 0.67 0.67 1,394
1.00 1.00 1.00 1.00 1.00 2,080
0.50 0.50 0.50 0.60 0.60 1,248
0.50 0.50 0.50 0.70 0.70 1,456
0.20 0.20 0.20 0.20 0.20 416
1.00 1.00 0.80 0.80 0.80 1,664
Total 3.87 3.87 3.67 3.97 3.97 8,258
Campus Facilities Operations Coordinator
Campus Facilities Manager
Skating School Coordinator
Campus Facilities Maintenance Coordinator
Custodian
Clerical Technician
Personnel 2015 2016 2017 2018 2019 Hours
0.33 0.33 0.33 0.33 0.33 686
1.00 1.00 1.00 1.00 1.00 2,080
0.50 0.50 0.50 0.40 0.40 832
0.50 0.50 0.50 0.30 0.30 624
0.40 0.40 0.40 0.40 0.40 832
Total 2.73 2.73 2.73 2.43 2.43 5,054
Clerical Technician
Campus Facilities Operations Coordinator
Campus Facilities Manager
Campus Facilities Maintenance Coordinator
Custodian
1
2
3
4
5
6
7
8
9
10
11
12
Provide work direction to ensure high level of customer service is maintained
Respond to public comments or requests via phone or in person
Daily maintenance of ice and cleaning of building
Manage the building infrastructure to ensure efficient, safe and clean environment
Develop promotional materials for facility
Recruit, hire, train and supervise temporary and part time employees
Develop and manage capital improvements and long range planning
Develop and manage policies & procedures that best meet the needs of the community
Manage staff scheduling and training to meet the demands of the building
Provide support to the day‐to ‐day concessions operation
Establish and manage skate school program and auxilliary events
Provide input and directions pertaining to policies, budget and general operation of CA
33 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
RENTAL RATES
( source of data on other cities: staff phone survey of proposed rates for upcoming year).
Ice time
Prime Non-prime Off-peak notes
Burnsville 225 200 (neg) 100
St.Thomas Ice Arena 220 160 (neg) only raising non prime
Lakeville 225 160 (neg)
Apple Valley 215 160 (neg) no change from 2017
Eagan 220 155 (neg)130 $5.00 increase for both prime and non
Inver Grove Heights 210 145 (neg) no change for 2017
South St. Paul 210 155 (neg) only changed prime rate
Richfield 210 155 (neg) no change for 2017
Rosemount 205 135 did not raise prime rate for 2017
Turf/Dry Floor Concreate Arena Floor
Full Floor 95/hour 55/hour $700/day
1/2 floor remove remove remove
Less than 24/hour notice remove
Mezzanine Rental
Hourly 8- hour rental Notes
Resident 27/hour $200/8 hours
Non-resident 31/hour $225/8 hours Staff proposes to remove
Resident w/outside F & B 60/hour $440/8 hours
Non-resident w/outside F & B 67/hour $500/8 hours Staff proposed to remove
Community Room
Eagan Hockey N/C
Eastview Hockey N/C
Eagan Figure Skating Club N/C
Rental 20/hour
Training Center Rooms
Prime 27/hour
Non-prime 15/hour
Board Room
Rate 15/hour
2018 proposed Hourly Rates
34 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
REVENUE SUMMARY
EXPENDITURE SUMMARY
Actual Actual Budget Budget Budget
Acct REVENUES 2015 2016 2017 2018 2019
4304 OTHER REVENUE 9,478$ 29,914$ ‐$ ‐$ ‐$
4305 EQUIPMENT RENTAL 14,135 14,097 14,000 14,000 15,000
4310 PARK PROGRAM REVENUE (4311)270,266 286,349 261,500 279,300 285,800
4312 CONCESSION SALES 47,699 38,569 47,600 51,000 51,000
4314 MERCHANDISE SALES ‐ TAXABLE 8,220 6,128 8,000 8,000 8,000
4315 MERCHANDISE SALES ‐ NON TAXABLE 1,362 2,758 1,400 2,000 2,000
4320 MARKETING REVENUE 19,200 20,900 20,000 25,000 28,000
4322 VENDING (CITY OWNED)14,222 12,249 14,000 14,000 14,500
4323 VENDING (VENDORS)3,830 2,226 3,800 4,000 4,000
4324 ROOM RENTAL (4325) 37,761 48,971 37,700 41,100 42,100
4326 FACILITY/ICE RENTAL (4327) 673,128 698,914 681,000 686,300 711,300
4657 SALE OF CITY PROPERTY 29,452 2,334 ‐ ‐ ‐
4663 CONTRIBUTIONS AND DONATIONS 528 96,835 ‐ ‐ ‐
SUBTOTAL 1,129,281 1,260,244 1,089,000 1,124,700 1,161,700
TOTAL CIVIC ARENA REVENUES 1,129,281$ 1,260,244$ 1,089,000$ 1,124,700$ 1,161,700$
3.3%3.3%
Proposed Proposed
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 556,670$ 574,501$ 576,500$ 588,500$ 617,800$
Parts and Supplies 51,519 50,677 60,800 62,900 66,100
Services and Other Charges 275,780 275,126 286,900 287,500 297,600
Merchandise for Resale 37,274 39,038 40,000 40,000 45,000
Capital Outlay 142,322 282,731 122,100 145,800 135,200
Debt Service (27,190) 25,014 2,700 ‐ ‐
Total 1,036,375$ 1,247,087$ 1,089,000$ 1,124,700$ 1,161,700$
Depreciation Expense 429,406$ 441,974$ 413,500$ 425,000$ 425,000$
35 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
EXPENSES DETAIL
Continued on next page
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 258,524$ 273,345$ 255,200$ 274,000$ 289,700$
6112 OVERTIME‐REGULAR ‐ 66 ‐ ‐ ‐
6130 SALARIES AND WAGES‐TEMPORARY 175,199 170,448 189,300 190,000 195,000
6142 PERA‐COORDINATED 26,403 26,511 19,100 20,500 21,700
6144 FICA 31,523 30,933 34,000 35,500 37,100
6151 HEALTH INSURANCE 54,875 63,971 69,800 58,900 64,300
6152 LIFE INSURANCE 467 429 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 862 965 ‐ ‐ ‐
6155 WORKERS COMPENSATION 8,817 7,833 9,100 9,600 10,000
TOTAL PERSONAL SERVICES 556,670 574,501 576,500 588,500 617,800
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 191 526 400 500 500
6220 OPERATING SUPPLIES‐GENERAL 21,162 23,142 22,000 23,000 24,000
6222 MEDICAL/RESCUE/SAFETY SUPPLIES 476 508 500 500 600
6223 BUILDING/CLEANING SUPPLIES 4,610 3,294 5,600 5,600 6,000
6224 CLOTHING/PERSONAL EQUIPMENT 905 790 2,000 3,000 3,500
6230 REPAIR/MAINTENANCE SUPP‐GENL 14,645 12,992 17,000 17,000 18,000
6233 BUILDING REPAIR SUPPLIES 7,821 5,613 10,000 10,000 10,000
6235 FUEL, LUBRICANTS, ADDITIVES 28 21 100 100 100
6240 SMALL TOOLS ‐ 243 500 500 500
6241 SHOP MATERIALS 76 135 500 500 500
6244 CHEMICALS & CHEMICAL PRODUCTS 1,605 3,413 2,200 2,200 2,400
TOTAL PARTS & SUPPLIES 51,519 50,677 60,800 62,900 66,100
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES‐GENERAL 5,170 192 100 100 100
6314 AUDITING 1,000 1,100 1,000 1,000 1,000
6346 POSTAGE 138 142 300 300 300
6347 TELEPHONE SERVICE & LINE CHG 633 477 2,500 2,500 2,500
6353 PERSONAL AUTO/PARKING 10 ‐ 200 200 200
6355 CELLULAR TELEPHONE SERVICE 991 1,288 1,200 1,500 1,500
6357 GENERAL ADVERTISING 2,338 4,178 10,500 10,500 10,500
6370 GENERAL PRINTING AND BINDING 917 1,206 1,500 1,500 1,500
6385 INSURANCE 7,800 7,300 7,300 7,300 7,300
6405 ELECTRICITY 158,072 140,784 150,000 145,000 149,000
6410 NATURAL GAS SERVICE 9,101 5,808 9,000 7,500 7,800
6457 MACHINERY AND EQUIPMENT 2,056 3,449 3,000 3,500 4,000
36 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Civic Arena
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
EXPENSES DETAIL (CONT’D)
Actual Actual Budget Budget Budget
SERVICES & OTHER CHARGES 2015 2016 2017 2018 2019
6476 CONFERENCES AND SCHOOLS 2,943$ 875$ 3,600$ 3,300$ 3,300$
6477 LOCAL MEETING EXPENSES ‐ ‐ 100 ‐ ‐
6479 DUES AND SUBSCRIPTIONS 1,140 1,402 1,100 1,300 1,500
6480 LICENSES, PERMITS AND TAXES 1,476 753 1,100 1,100 1,100
6483 LOSS ON DISPOSAL OF PROPERTY ‐ 20,023 ‐
6487 VISA/MC BANK CHARGES 18,216 21,418 17,000 20,000 21,000
6515 INTERFUND EXPENSES 393 ‐ ‐ ‐ ‐
6535 OTHER CONTRACTUAL SERVICES 21,301 15,552 22,400 22,400 24,400
6539 WASTE REMOVAL/SANITATION SERV 3,630 5,306 5,600 5,800 6,000
6569 MAINTENANCE CONTRACTS 38,455 43,873 49,400 52,700 54,600
SERVICES AND OTHER CHARGES 275,780 275,126 286,900 287,500 297,600
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 37,274 39,038 40,000 40,000 45,000
MERCHANDISE FOR RESALE 37,274 39,038 40,000 40,000 45,000
TOTAL OPERATING 921,243 939,342 964,200 978,900 1,026,500
1.5%4.9%
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS 790 158,963 ‐ 21,000 10,000
6640 MACHINERY / EQUIPMENT 1,140 ‐ ‐ 1,300 1,300
6660 OFFICE FURNISHINGS & EQUIPMENT 2,564 1,604 1,900 3,300 2,700
6670 OTHER EQUIPMENT 17,628 5,364 ‐ ‐ 1,000
CAPITAL OUTLAY 22,122 165,931 1,900 25,600 15,000
RESERVE FOR RENEWAL & REPLACEMENT 120,200 116,800 120,200 120,200 120,200
120,200 116,800 120,200 120,200 120,200
TOTAL CAPITAL 142,322 282,731 122,100 145,800 135,200
19.4%‐7.3%
DEBT SERVICE
6491 INTEREST 1,451 ‐ ‐ ‐ ‐
6490 PRINCIPAL (LT and Current)(28,641) 25,014 2,700 ‐ ‐
TOTAL DEBT SERVICE (27,190) 25,014 2,700 ‐ ‐
‐100.0% #DIV/0!
TOTAL CIVIC ARENA 1,036,375$ 1,247,087$ 1,089,000$ 1,124,700$ 1,161,700$
3.3%3.3%
6488 DEPRECIATION & AMORTIZATION EXPENSE 429,406$ 441,974$ 413,500$ 425,000$ 425,000$
37 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
This page left intentionally blank
38 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility ‐ Cascade Bay
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
PURPOSE & DESCRIPTION
The purpose of the Aquatic Facility is to:
Provide a positive environment for residents and guests of all
ages to gather.
Encourage and help build a sense of community through a range
of recreational and social opportunities.
Provide a high level of service accessibility and professionalism
to expand revenue options to ensure the viability of this resource to the community.
The Aquatic Facility is responsible for the following functions:
Provide a wide variety of water‐related recreational opportunities for members and non‐members.
Capture a high level of revenue to offset operational costs and expand the retained earnings capacity to
accommodate future growth and expansion.
Protect the City's community investment by maintaining the integrity and value of the building and its
amenities.
Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
On an ongoing basis, analyze existing operations and research ways to expand the recreational
opportunities beyond the three‐month pool season in order to maximize the capital investment.
PERFORMANCE INDICATORS
Proposed Proposed
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 605,758$ 632,539$ 628,100$ 674,600$ 699,100$
Parts and Supplies 85,699 73,297 87,800 95,600 99,900
Services and Other Charges 148,382 166,001 179,000 204,400 200,200
Merchandise for Resale 122,310 123,673 95,000 99,600 100,000
Capital Outlay 103,760 93,016 96,000 95,900 95,900
Total 1,065,909$ 1,088,526$ 1,085,900$ 1,170,100$ 1,195,100$
Depreciation Expense 308,960$ 365,111$ 351,500$ 352,000$ 352,000$
39 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility – Cascade Bay
Responsible Manager: Andrew Pimental, Director of
Parks & Recreation
Mark Vaughan, Campus Facilities Manager
HIGHLIGHTS & CHANGES
Overview: The 2018 Cascade Bay operating budget
reflects an increase of $84,300 (8.5%) to expenses,
from 2017. The budget also reflects a $60,900 (5.5%)
revenue increase from 2017. The budget reflects status quo operations at Cascade Bay with increased expenses
due largely to routine increases in personnel costs while maintaining same staffing levels as 2016.
The 2019 Cascade Bay operating budget reflects an increase of $25,000 (2.3%) to expenditures and a $25,000
(2.1%) revenue increase.
Highlight/Change 1: Personnel costs for seasonal staff increased based on 2016 actuals and due to the increased
federal minimum wage.
Budget Impact: $35,000 increase (6130)
Service level impact: Allows for same staffing levels as in previous years.
Highlight/Change 2: Caulking and brick repairs and replacements are needed on the pool deck.
Budget Impact: Increase of $9,000 (6424)
Service level impact: No service level impact.
Highlight/Change 3: Purchase and installation of pool lift for the main, leisure pool and the lazy river. Lifts would
be installed one in 2018 and the other in 2019.
Financial Impact: $8,000 increase (6660)
Service Level Impact: Cascade Bay would be in compliance with ADA regulations for guests needing assistance
entering and exiting the pool.
40 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility – Cascade Bay
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
CASCADE BAY POSITION INVENTORY
Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below:
CIVIC ARENA POSITION INVENTORY
2018‐2019 WORK PLAN
Activity
1
2
3
4
5
6
7
8 Manage staff scheduling and training to meet the demands of the building
Respond to public comments or requests via phone or in person
Daily mainenance and cleaning of building and pool
Manage the building infrastructure to ensure efficient, safe and clean environment
Develop promotional materials for seasonal facility
Recruit, hire, train and s upervise temporary and part time employees
Provide work direction to ensure high level of customer service is maintained
Develop long range plans and strategies for expanded service
Routine
41 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility – Cascade Bay
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
REVENUE ESTIMATES
EXPENDITURE SUMMARY
Actual Actual Budget Budget Budget
Acct REVENUES 2015 2016 2017 2018 2019
4160 STATE PERA AID 404$ 740$ 400$ ‐$ ‐$
4304 OTHER REVENUE ‐ NON TAX 0 0 ‐ ‐ ‐
4310/11 PARK PROGRAM REVENUE 16,233 17,114 17,000 18,000 20,000
4312/13 CONCESSION SALES 247,062 257,678 220,000 240,000 245,000
4314/15 MERCHANDISE SALES 16,507 17,870 17,000 17,000 19,000
4316/17 GROUP SALES 107,741 130,573 122,000 131,000 134,000
4318/19 DAILY ADMISSIONS 652,862 684,197 560,800 606,600 613,400
4320 MARKETING REVENUE (COKE)‐ 0 4,000 2,000 4,000
4321 MEMBERSHIPS 156,550 140,642 156,000 140,000 143,000
4322/23 VENDING 75 0 ‐ ‐ ‐
4326/27 FACILITY RENTAL 11,476 11,729 12,000 15,500 16,700
4331 TRANSIT TAX EXEMPT REVENUE 840 210 ‐ ‐ ‐
4610 INTEREST INCOME 6,504 7,402 ‐ ‐ ‐
4822 OTHER REVENUE‐cash short/over 2,136 3,291 ‐ ‐ ‐
SUBTOTAL 1,218,392 1,271,446 1,109,200 1,170,100 1,195,100
TOTAL AQUATIC FACILITY REVENUES 1,218,392$ 1,271,446$ 1,109,200$ 1,170,100$ 1,195,100$
5.5%2.1%
Proposed Proposed
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 605,758$ 632,539$ 628,100$ 674,600$ 699,100$
Parts and Supplies 85,699 73,297 87,800 95,600 99,900
Services and Other Charges 148,382 166,001 179,000 204,400 200,200
Merchandise for Resale 122,310 123,673 95,000 99,600 100,000
Capital Outlay 103,760 93,016 96,000 95,900 95,900
Total 1,065,909$ 1,088,526$ 1,085,900$ 1,170,100$ 1,195,100$
Depreciation Expense 308,960$ 365,111$ 351,500$ 352,000$ 352,000$
42 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility – Cascade Bay
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 130,493 143,551 160,500$ 170,500$ 179,000$
6112 SALARIES AND WAGES‐OVERTIME ‐ ‐ ‐ ‐ ‐
6130 SALARIES AND WAGES‐TEMPORARY 379,689 389,904 355,000 390,000 400,000
6142 PERA‐COORDINATED 9,552 10,641 12,000 12,800 13,400
6144 FICA 37,776 39,488 39,400 42,900 44,300
6151 HEALTH INSURANCE 27,371 30,452 38,100 33,300 36,400
6152 LIFE INSURANCE 243 222 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 473 522 ‐ ‐ ‐
6155 WORKERS COMPENSATION 20,161 17,759 23,100 25,100 26,000
TOTAL PERSONAL SERVICES 605,758 632,539 628,100 674,600 699,100
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 259 302 400 400 400
6211 OFFICE PRINTED MATERIAL/FORMS 410 ‐ 700 700 700
6212 OFFICE SMALL EQUIPMENT ‐ 358 100 ‐ ‐
6215 REFERENCE MATERIALS 386 (1,075) 500 1,000 1,200
6220 OPERATING SUPPLIES‐GENERAL 4,903 7,675 6,000 7,000 7,000
6222 MEDICAL/RESCUE/SAFETY SUPPLIES 412 791 2,000 2,000 2,000
6223 BUILDING/CLEANING SUPPLIES 6,507 9,258 6,500 8,000 8,000
6224 CLOTHING/PERSONAL EQUIPMENT 5,948 4,069 6,000 7,000 8,000
6230 REPAIR/MAINTENANCE SUPP‐GENL 4,565 8,510 5,000 6,000 7,000
6231 MOBILE EQUIPMENT REPAIR PARTS 60 ‐ 100 100 100
6232 SMALL EQUIPMENT REPAIR PARTS 108 154 500 500 500
6233 BUILDING REPAIR SUPPLIES 3,012 663 4,000 5,000 5,000
6235 FUEL, LUBRICANTS, ADDITIVES 7 ‐ ‐ 100 100
6236 POOL REPAIR SUPPLIES 47 430 3,000 3,000 3,000
6240 SMALL TOOLS 52 231 500 500 500
6243 HEATING OIL, PROPANE AND OTHER FUELS 462 796 500 900 900
6244 CHEMICALS & CHEMICAL PRODUCTS 56,092 40,634 50,000 50,000 52,000
6257 SIGNS & STRIPING MATERIALS 1,819 501 2,000 2,700 2,700
6270 COMPUTER SOFTWARE 650 ‐ ‐ 700 800
TOTAL PARTS & SUPPLIES 85,699 73,297 87,800 95,600 99,900
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES 3,134 ‐ 5,000 2,000 2,000
6314 AUDITING 1,100 1,100 1,100 1,000 1,000
6315 FINANCIAL NON‐AUDIT ‐ ‐ 100 ‐ ‐
6346 POSTAGE 2,139 2,370 3,000 3,000 3,000
6347 TELEPHONE SERVICE & LINE CHG 528 477 1,000 600 600
6353 PERSONAL AUTO/PARKING 5 ‐ 200 100 100
6355 CELLULAR TELEPHONE SERVICE 989 1,154 1,500 1,500 1,500
6357 ADVERTISING/PUBLICITY/PROMOTION 565 3,015 5,000 10,000 10,000
6370 GENERAL PRINTING AND BINDING 859 1,241 1,200 1,200 1,200
6385 INSURANCE 29,500 29,500 29,500 29,500 29,500
43 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Aquatic Facility – Cascade Bay
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Mark Vaughan, Campus Facilities Manager
LINE ITEM DETAIL (CONT’D)
Actual Actual Budget Budget Budget
Acct 2015 2016 2017 2018 2019
6405 ELECTRICITY 43,181$ 37,989$ 46,000$ 46,000$ 47,500$
6410 NATURAL GAS SERVICE 31,562 15,167 36,000 33,000 34,000
6424 POOL REPAIR/ LABOR 1,920 990 6,000 15,000 5,000
6426 SMALL EQUIPMENT REPAIR LABOR ‐ ‐ ‐ ‐ ‐
6427 BUILDING OPERATIONS REPAIR LABOR 248 257 ‐ ‐ ‐
6475 MISCELLANEOUS ‐ 80 100 ‐ ‐
6476 CONFERENCES AND SCHOOLS 194 1,338 2,500 3,000 3,000
6477 LOCAL MEETING EXPENSES ‐ 40 100 100 100
6479 DUES AND SUBSCRIPTIONS 179 218 300 400 400
6480 LICENSES, PERMITS AND TAXES 1,509 1,668 2,000 2,600 2,600
6487 VISA/MC BANK CHARGES 16,203 27,337 16,000 27,000 29,600
6535 OTHER CONTRACTUAL SERVICES 7,418 10,286 8,000 12,000 12,000
6539 WASTE REMOVAL/SANITATION SERV 2,733 4,515 3,000 4,500 4,600
6563 LANDSCAPING 4,110 4,630 5,000 7,000 7,000
6569 MAINTENANCE CONTRACTS 306 22,629 6,400 4,900 5,500
OTHER SERVICES AND CHARGES 148,382 166,001 179,000 204,400 200,200
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 122,310 123,673 95,000 99,600 100,000
MERCHANDISE FOR RESALE 122,310 123,673 95,000 99,600 100,000
TOTAL OPERATING 962,149 995,510 989,900 1,074,200 1,099,200
8.5%2.3%
CAPITAL OUTLAY
6640 MACHINERY/EQUIPMENT 12,345 1,110 ‐ 4,000 4,000
6660 OFFICE FURNISHINGS & EQUIPMENT 2,015 2,006 4,000 2,000 2,000
CAPITAL OUTLAY 14,360 3,116 4,000 6,000 6,000
RESERVE FOR RENEWAL & REPLACEMENT 89,400 89,900 92,000 89,900 89,900
89,400 89,900 92,000 89,900 89,900
TOTAL CAPITAL OUTLAY 103,760 93,016 96,000 95,900 95,900
‐0.1%0.0%
TOTAL AQUATIC FACILITY 1,065,909$ 1,088,526$ 1,085,900$ 1,170,100$ 1,195,100$
7.75% 2.14%
6488 DEPRECIATION & AMORTIZATION 308,960$ 365,111$ 351,500$ 352,000$ 352,000$
44 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Marshall Grange, Community Center Manager
PURPOSE & DESCRIPTION
The purpose of the Community Center is to:
Provide a positive environment for residents and guests of all
ages to gather.
Encourage and help build a sense of community through a wide
range of recreational and social opportunities.
Promote health and wellness in the community.
Maintain a high level of service, accessibility and
professionalism to expand revenue options to ensure the
viability of this resource to the community.
The Community Center is responsible for the following functions:
Facilitate a wide variety of programs and classes for members and non‐members.
Market and operate a wide range of meeting spaces and rental opportunities for the community.
Capture a high level of revenues to best offset the operational costs of the building.
Protect the City's community investment by maintaining the integrity and value of the building and its
amenities.
Operate and maintain a quality fitness center and wellness programs.
Provide space, programming and opportunities for all ages.
Create a welcoming atmosphere and solicit input from users to best determine how to meet existing
needs and identify future growth opportunities.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
54 39 55 55 55
321 345 325 330 330
1175 1,229 1,125 1,150 1,150
14,757 11,510 15,000 15,000 15,000
1,711 1,750 1,750 1,800 1,800
978 884 1,100 1,125 1,125
78 63 85 80 80
980 1,026 1,200 1,200 1,200
Personal Training hours
Weddings
Average attendance in building per day
Groups in the Blast
Birthday parties
Meetings
Open gym program participants (POG/ $3open/BB & VB open)
Memberships ‐ year round
45 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Managers: Andrew Pimental,
Director of Parks & Recreation Marshall
Grange, Community Center Manager
HIGHLIGHTS & CHANGES
Overview: The 2018 Community Center
operating expenditure budget is up $29,700 or
1.7% compared to 2017. The budget reflects
status quo operations at the Community
Center with increased expenses occurring in
personnel services. Full‐time staffing levels for 2018 will remain the same as 2017. The overall Community Center
budget for 2018 is $1,946,100 versus a 2017 budget of $1,885,800 resulting in a 3.2% increase. The 2019
Community Center operating expenditure budget is up $79,800 or 4.6% over 2018. The budget reflects status quo
operations at the Community Center with increased expenses due to rising and routine increases in full‐time
personnel costs. Staffing levels for 2019 will remain the same as 2018. The overall Community Center budget for
2019 is $2,023,000 vs. 2018 budget of $1,946,100 resulting in a 4.0% increase.
Highlight/Change 1: The total for personnel services in 2018 is increased as a result of the recent Springsted
compensation study. As an offset, part‐time staff costs have been reduced slightly as a result of restructuring of
part‐time staff shifts and creating operational efficiencies. Additional clerical support is proposed with the
transition of City Hall parks and recreation clerical staff in 2018 to operate in the former Kids Kare room in the
Eagan Community Center.
Financial Impact: $27,400 increase in total personnel services
Service Level Impact: Centralizing parks and recreation administrative services at the ECC will provide added
convenience and attract people to a premier facility.
Highlight/Change 2: The ECC will reach its 15‐year milestone in 2018 and has plans to utilize renewal and
replacement funds to enhance the facility in order to maintain our reputation as a beautiful and good value multi‐
purpose facility that serves the public in a variety of ways. Some of the plans include: new carpeting in The Oaks
banquet room and pre‐function area, new interior paint throughout the building, replacement and/or refurbishing
of woodwork, new banquet chairs, etc.
Financial Impact: Funds will come from Renewal and Replacement funds that were set aside in advance for the
replacement of these items.
Service Level Impact: The enhancements will maintain the quality and beauty of the facility that we are known
for.
Highlight/Change 3: It should be pointed out that in 2017 the ECC successfully implemented new fitness center
membership plans and procedures to avoid an approximate cost of $40,000 per year that would have been
imposed to meet PCI credit card compliance standards that the previous procedures would have required.
Financial Impact: None/cost avoidance
Service Level Impact: None, the ECC has the ability to offer a variety of membership plans.
46 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Marshall Grange, Community Center Manager
POSITION INVENTORY
2018‐2019 WORK PLAN
Personnel 2015 2016 2017 2018 2019 Hours
1 1 1 1 1 2,080
Manager on Duty (MOD)2 0 0 0 0 ‐
1 1 1 1 1 2,080
Government Buildings Engineer 1 1 1 1 1 2,080
00 0 0 0 ‐
Fitness Coordinator 0 0.75 1 1 1 2,080
0 2.35 2.35 2.35 2.35 4,888
Training/Office Support Specialist 0.75 0 0 0 0 ‐
1 1 1 1 1 2,080
3 3 3 3 3 6,240
Total 9.75 9.75 10.35 10.35 10.35 21,528
Lead Custodian/Maintenance
Custodial
Rental Coordinator
Guest Services Specialist
Community Center Manager
Fitness & Operations Supervisor
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Provide input and directions pertaining to policies, budget and general operation of ECC
Develop and manage capital improvements and long‐range planning
Develop and manage policies & procedures that best meet the needs of the community
Coordinate outdoor events with indoor activities
Recruit, hire, train and supervise temporary and part‐time employees
Provide work direction to ensure high level of customer service is maintained
Manage the building infrastructure to ensure efficient, safe and clean environment
Establish and manage fitness programs, classes and memberships
Coordinate the rentals of all available spaces within the building
Manage staff scheduling and training to meet the demands of th e building
Respond to public comments or requests via phone or in person
Provide support to the day‐to ‐day fitness center
Daily maintenance and cleaning of building
Provide support to the day‐to‐day concessions operation
Register participants in recreation programs, memberships or daily admissions
Develop promotional materials for specialized uses: B last/Rentals/Fitness
Activity
Routine
Set up and change room configurations to accommodate multiple events
47 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Marshall Grange, Community Center Manager
REVENUE SUMMARY
EXPENDITURE SUMMARY
Actual Actual Budget Budget Budget
Acct REVENUES 2015 2016 2017 2018 2019
4304 PERSONAL TRAINERS 47,981$ 61,264$ 50,000$ 63,000$ 65,000$
4305/4306 EQUIPMENT RENTAL 21,797 32,829 25,000 33,000 35,000
4310/4311 PARK PROGRAM REVENUE 22,791 12,276 23,000 15,000 16,000
4312/4313 CONCESSION SALES 72,653 71,423 72,000 72,000 75,000
4314/4315 MERCHANDISE SALES 1,728 2,777 2,500 2,000 2,000
4316/4317 GROUP SALES 51,102 54,385 50,000 55,000 57,000
4318 DAILY ADMISSIONS 91,257 99,445 92,000 104,000 107,000
4321 MEMBERSHIPS 651,493 709,266 685,000 735,000 750,000
4322/23 VENDING (VENDORS)2,591 1,088 800 1,000 1,000
4324/25 ROOM RENTALS 329,620 305,039 330,000 330,000 345,000
4326/27 FACILITY RENTAL 2,754 2,220 1,500 2,000 2,000
4328 CONTRACT REVENUE 101,111 125,841 100,000 120,000 125,000
4621 ECVB RENT 15,214 15,200 15,000 15,000 15,000
4657 SALE OF CITY PROPERTY 6,066 6,950 ‐ ‐ ‐
4840 INTERNAL REVENUE 64,369 58,149 63,000 50,000 50,000
OTHER REVENUE 40,184 31,905 ‐ ‐ ‐
SUBTOTAL 1,522,711 1,590,057 1,509,800 1,597,000 1,645,000
OTHER FUNDING SOURCES
TRANSFER IN‐ANTENNA LEASE REVENUE 284,710 356,071 376,000 349,100 378,000
SUBTOTAL 284,710 356,071 376,000 349,100 378,000
TOTAL REVENUES 1,807,421$ 1,946,128$ 1,885,800$ 1,946,100$ 2,023,000$
3.2%4.0%
Proposed Proposed
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 1,147,290$ 1,229,843$ 1,265,200$ 1,292,600$ 1,357,200$
Parts and Supplies 52,965 62,067 60,300 61,100 64,500
Services and Other Charges 356,155 348,990 363,600 360,100 370,900
Merchandise for Resale 39,744 39,346 35,000 40,000 41,000
Capital Outlay 183,663 532,035 161,700 192,300 189,400
Total 1,779,817$ 2,212,281$ 1,885,800$ 1,946,100$ 2,023,000$
Depreciation Expense 531,108$ 546,453$ 485,500$ 535,000$ 535,000$
Debt Service 1,049,603 1,043,938 1,066,800 1,056,300 1,041,100
48 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Marshall Grange, Community Center Manager
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 551,162$ 596,989$ 617,400$ 665,400$ 700,400$
6112 OVERTIME‐REGULAR 113 96 ‐ ‐ ‐
6130 SALARIES AND WAGES‐TEMPORARY 335,936 347,875 345,000 340,000 350,000
6142 PERA‐COORDINATED 63,859 67,088 60,800 64,200 67,200
6144 FICA 64,558 67,835 73,600 76,900 80,400
6151 HEALTH INSURANCE 117,385 129,057 155,400 132,500 145,000
6152 LIFE INSURANCE 1,181 946 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 2,132 2,275 ‐ ‐ ‐
6155 WORKERS COMPENSATION 10,964 17,682 13,000 13,600 14,200
TOTAL PERSONAL SERVICES 1,147,290 1,229,843 1,265,200 1,292,600 1,357,200
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 1,655 1,614 1,600 1,800 1,900
6211 OFFICE PRINTED MATERIAL/FORMS 1,188 1,049 1,200 1,200 1,300
6212 OFFICE SMALL EQUIPMENT 80 88 500 500 600
6220 OPERATING SUPPLIES‐GENERAL 5,804 11,783 8,000 9,000 9,500
6222 MEDICAL/RESCUE/SAFETY SUPPLIES 485 709 900 900 900
6223 BUILDING/CLEANING SUPPLIES 23,061 28,042 23,000 25,000 26,000
6224 CLOTHING/PERSONAL EQUIPMENT 2,361 1,998 2,000 2,000 2,200
6227 RECREATION EQUIPMENT SUPPLIES 1,503 2,812 3,600 3,600 4,000
6230 REPAIR/MAINTENANCE SUPP‐GENL 4,591 2,679 4,000 3,000 3,000
6232 SMALL EQUIPMENT REPAIR PARTS 2,865 584 3,000 2,500 3,000
6233 BUILDING REPAIR SUPPLIES 7,476 8,097 9,200 8,500 9,000
6240 SMALL TOOLS 143 276 500 500 500
6241 SHOP MATERIALS 226 189 600 300 300
6244 CHEMICALS & CHEMICAL PRODUCTS 1,212 1,332 1,400 1,500 1,500
6257 SIGNS & STRIPING MATERIAL ‐ 500 300 300 300
6270 COMPUTER SOFTWARE 315 315 500 500 500
TOTAL PARTS & SUPPLIES 52,965 62,067 60,300 61,100 64,500
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES 90 ‐ 1,000 500 500
6314 AUDITING 2,300 2,400 2,300 2,400 2,500
6315 FINANCIAL NON‐AUDIT 2,750 ‐ ‐ ‐ ‐
6346 POSTAGE 922 1,339 1,000 1,000 1,100
6347 TELEPHONE SERVICE & LINE CHG 3,707 2,912 4,100 3,500 3,600
6348 MATRIX SERVICE & REPAIR ‐ ‐ ‐ ‐ ‐
6353 PERSONAL AUTO/PARKING 287 ‐ 300 500 500
6355 CELLULAR TELEPHONE SERVICE 1,531 1,759 1,600 2,000 2,000
6357 GENERAL ADVERTISING 13,882 13,245 15,000 17,000 17,000
6370 GENERAL PRINTING AND BINDING 156 ‐ 1,000 2,000 2,000
6385 INSURANCE 28,300 28,300 28,300 28,300 28,300
6405 ELECTRICITY 166,310 173,547 164,000 168,000 173,000
6410 NATURAL GAS SERVICE 46,977 39,671 51,000 45,000 46,500
49 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
Community Center
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Marshall Grange, Community Center Manager
LINE ITEM DETAIL (CONT’D)
Actual Actual Budget Budget Budget
SERVICES & OTHER CHARGES 2015 2016 2017 2018 2019
6426 SMALL EQUIPMENT REPAIR‐LABOR 2,813$ 128$ ‐$ ‐ ‐
6475 MISCELLANEOUS 138 432 300 500 500
6476 CONFERENCES AND SCHOOLS 3,627 3,222 3,000 3,500 4,000
6477 LOCAL MEETING EXPENSES ‐ ‐ 1,000 2,000 2,500
6479 DUES AND SUBSCRIPTIONS 119 419 600 600 600
6480 LICENSES, PERMITS AND TAXES 2,022 2,552 2,000 2,500 2,600
6482 AWARDS, JUDGEMENTS, AND LOSSES 92 3,796 ‐ ‐ ‐
6487 VISA BANK CHARGES 18,778 16,757 19,000 14,000 14,000
6535 OTHER CONTRACTUAL SERVICES 37,210 30,218 36,000 35,000 37,000
6539 WASTE REMOVAL/SANITATION SERV 7,769 7,087 8,500 7,500 7,700
6569 MAINTENANCE CONTRACTS 16,375 21,206 23,600 24,300 25,000
OTHER SERVICES AND CHARGES 356,155 348,990 363,600 360,100 370,900
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE 39,744 39,346 35,000 40,000 41,000
MERCHANDISE FOR RESALE 39,744 39,346 35,000 40,000 41,000
TOTAL OPERATING 1,596,154 1,680,246 1,724,100 1,753,800 1,833,600
1.7% 4.6%
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS 3,331 5,150 ‐ ‐ ‐
6640 MACHINERY/EQUIPMENT 5,732 74,340 1,800 6,300 5,400
6650 FURNITURE & FIXTURES 6,911 35 2,000 ‐ ‐
6660 OFFICE FURNISHINGS & EQUIPMENT 3,241 2,484 5,900 6,000 4,000
6670 OTHER EQUIPMENT 6,448 14,606 5,000 5,000 5,000
6805 TRANSFER OUT ‐ 213,620 ‐ ‐ ‐
CAPITAL OUTLAY 25,663 310,235 14,700 17,300 14,400
RESERVE FOR RENEWAL & REPLACEMENT 158,000 221,800 147,000 175,000 175,000
TOTAL CAPITAL 183,663 532,035 161,700 192,300 189,400
18.9%‐1.5%
TOTAL COMMUNITY CENTER 1,779,817$ 2,212,281$ 1,885,800$ 1,946,100$ 2,023,000$
3.2%4.0%
DEBT SERVICE
6490 PRINCIPAL 855,000 875,000 900,000 960,000 980,000
6491 INTEREST 194,153 168,488 166,300 95,800 60,600
6492 PAYING AGENT/BOND DESTRUCTION 450 450 500 500 500
TOTAL DEBT SERVICE 1,049,603 1,043,938 1,066,800 1,056,300 1,041,100
6488 DEPRECIATION & AMORTIZATION 531,108$ 546,453$ 485,500$ 535,000$ 535,000$
50 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator
Dan Cook, IT Manager
PURPOSE & DESCRIPTION
The purpose of the AccessEagan – (Fiber Infrastructure) operation is
to:
Respond to the City Council’s goal of implementing leading
technologies to support the evolving “infostructure” needs of
Eagan’s business community.
Support current and future needs of large and small Eagan businesses with a wide range of bandwidth
options for business, commercial and institutional use through a high performance carrier class network.
Offer wholesale lit fiber open to any provider wishing to lease AccessEagan capacity to reach and serve
Eagan businesses. (The City does not offer retail services.)
Ensure access in crowded rights of way to multiple carriers providing competitive services, and create
additional security and redundancy to Eagan’s fiber infrastructure.
The additional purpose of the Fiber Infrastructure fund is to keep track of all fiber and broadband
planning investments in one place.
The AccessEagan operation is responsible for the following functions:
Provide secure network bandwidth to carriers and providers for resale
Ensure and monitor on‐going network operations
Continued analysis of existing operation for growth and other service opportunities
Provide all network equipment end‐to‐end, including customer premises equipment
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Actual Target Target
Customer Counts 2 5 10 17 23
Revenues Generated 13,805 50,378 101,700 141,400 138,100
Miles of Fiber installed 1616404040
51 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure
Fund (225)
Responsible Managers: Tom Garrison, Director of
Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
HIGHLIGHTS & CHANGES
Overview: The 2018 AccessEagan budget is proposed to decrease by $52,500 (‐11.3%) from 2017, primarily due to
a reduction in costs incurred in 2017 for the expansion of the fiber network to northeast Eagan. While the vast
majority of the expenses in the AccessEagan/Fiber Infrastructure Fund are for the open access network, the fund
also accounts for inter‐agency fiber lease arrangements and revenues. The City also receives revenue from
separate conduit‐only lease arrangements. The 2019 AccessEagan budget decreases by $37,500 (‐8.1%) from
2018, primarily due to the reduction of cost in Professional Services (6310) category.
Highlight/Change 1 Last year’s budget included a $100,000 allocation for expanding the AccessEagan fiber network
into northeast Eagan. Construction will begin in the fall and should be completed by the end of 2017. There is no
additional network expansion planned for 2018.
Financial Impact: $100,000 decrease (6756)
Service Level Impact: No service level impact
Highlight/Change 2: Fiber Maintenance contract was renegotiated in 2017 and the City was able to reduce cost of
locating and maintaining its fiber network by combining some of the City’s institutional network (INET) and
AccessEagan commercial network (CNET) into one contract.
Financial Impact: $13,500 decrease (6569)
Service Level Impact: No service level impact
Highlight/Change 3: Staff is proposing to increase drop cost expenses as a method to increase customer base.
This strategy has shown to be a valuable tool in getting customers to sign on with service providers. This expense
is fully recovered throughout the term of the contract with the service provider.
Financial Impact: $25,000 increase (6756)
Service Level Impact: The incentive provides a significant advantage to bring customers onto the network.
Highlight/Change 4: The 2018 and 2019 budgets include funding to secure outside sales and marketing support to
promote new customers coming onto AccessEagan. The City has the technical skills to run the network, and to
date, staff has continued to grow customers coming onto the network using internal sales and marketing
strategies. However the network has reached a juncture where a focused sales and marketing strategy is needed
to end users to encourage them to utilize the AccessEagan network.
Financial Impact: Increase $50,000 (6310)
Service Level Impact: It is anticipated that the investment in outside assistance with sales and marketing will
further grow the number of AccessEagan customers.
Continued on next page
52 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
HIGHLIGHTS & CHANGES (CONT’D)
Highlight/Change 5: The revenues calculated in the 2018 budget were derived from the pro forma staff created in
2016 projecting future AccessEagan revenues. In this pro forma, it was anticipated revenues will come in at
$106,943. It is anticipated that AccessEagan’s 2018 revenues will be closer to $141,400 due to an anticipated dark
fiber lease with the County that is in the final stages of negotiations.
Financial Impact: $46,300 Increase from 2017 budget
Service Level Impact: No service level impact
POSITION INVENTORY
2018‐2019 WORK PLAN
Personnel 2015 2016 2017 2018 2019 Hours
011112,080
Total 0.001.001.001.001.00 2,080
IT Network Security Supervisor
Activity
1
2
3
4
5
6
7
8
9
10
Coordinate support issues with all vendors
Maintain all equipment documentation for new installations of customers on the network
Coordinate with internal departments to make operations flow smoothly
Establish AccessEagan Goals, Objectives, Standards and Controls
Routine
Develop AccessEagan policies and procedures for Operational Guide
Build Relationships with Service Providers, Carriers, Data Centers and Eagan Businesses
Establish various Agreements with Service Providers to make operations flow seemlessly
Hire appropriate staff to be determined by network growth
Document all variances from original build out to ensure reliability and scalability
Update City Council on AccessEagan progress annually
53 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
REVENUE SUMMARY
EXPENDITURE SUMMARY
Actual* Actual* Budget* Budget Budget
Acct REVENUES 2015 2016 2017 2018 2019
4140 STATE GRANTS ‐$ ‐$ ‐$ ‐$ ‐$
4615 CHANGE IN FAIR VALUE ‐ ‐ ‐ ‐ ‐
4622 EQUIPMENT RENT 14,522 17,049 24,400 77,600 103,300
4686 FIBER LEASE ‐ SERVICE PROVIDERS 17,050 33,585 66,700 52,800 18,400
4687 FIBER LEASE ‐ OTHER 1,234 ‐ 9,000 11,000 16,400
4691 OTHER REVENUE 40 457 ‐ ‐ ‐
4822 OTHER REFUNDS AND REIMBURSEMENTS 17,532 60,188 ‐ ‐ ‐
4980 TRANSFERS IN 350,000 250,000 ‐ ‐ ‐
TOTAL ACCESSEAGAN/FIBER REVENUE 400,378$ 361,279$ 100,100$ 141,400$ 138,100$
* Actual and Budgeted Revenue was reclassified for budget presentation to best represent service activity to the
AccessEagan customers.
Proposed Proposed
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 115,165$ 118,985$ 123,300$ 128,600$ 144,700$
Parts and Supplies 750 1,063 2,900 2,900 2,900
Services and Other Charges 45,636 54,758 139,900 155,200 106,700
Capital Outlay 8,492 1,114 9,200 11,100 6,000
Construction Projects 1,990 3,349 190,000 115,000 115,000
Total 172,033$ 179,269$ 465,300$ 412,800$ 375,300$
Depreciation Expense 124,790$ 140,136$ 125,000$ 125,000$ 125,000$
54 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budget Operating Budget
AccessEagan/Fiber Infrastructure Fund (225)
Responsible Managers: Tom Garrison, Director of Communications;
Dianne Miller, Assistant City Administrator;
Dan Cook, IT Manager
LINE ITEM DETAIL
Actual Actual Budget Budget Budget
Acct PERSONAL SERVICES 2015 2016 2017 2018 2019
6110 SALARIES AND WAGES‐REGULAR 92,000$ 95,146$ 96,100$ 102,200$ 108,400$
6142 PERA‐COORDINATED 6,569 6,383 7,500 7,900 8,400
6144 FICA 6,658 6,646 7,400 7,800 8,300
6151 HEALTH INSURANCE 9,056 10,012 11,700 10,100 11,000
6152 LIFE 122 95 ‐ ‐ ‐
6154 DISABILITY ‐ LONG TERM 244 237 ‐ ‐ ‐
6155 WORKERS COMPENSATION 516 466 600 600 700
TO TAL PERSONAL SERVICES 115,165 118,985 123,300 128,600 144,700
PARTS & SUPPLIES
6210 OFFICE SUPPLIES ‐ ‐ ‐ ‐ ‐
6220 OPERATING SUPPLIES ‐ GENERAL 750 1,063 2,900 2,900 2,900
PARTS & SUPPLIES 750 1,063 2,900 2,900 2,900
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES ‐ GENERAL 9,159 3,887 32,100 64,200 14,200
6311 LEGAL 2,370 ‐ 4,500 4,500 4,500
6312 ENGINEERING ‐ ‐ 10,000 10,000 10,000
6314 AUDITING 100 100 500 500 500
6346 POSTAGE ‐ 846 800 800 800
6350 LOGIS IT SERVICES 11,256 10,484 11,500 7,400 7,400
6355 CELLULAR TELEPHONE SERVICE ‐ 607 800 800 800
6370 GENERAL PRINING AND BINDING 138 ‐ ‐ ‐ ‐
6456 BUILDING RENTAL ‐ 8,500 12,000 12,400 12,700
6476 CONFERENCES/MEETINGS/TRAINING ‐ 1,418 3,700 4,100 4,100
6569 OTHER CONTRACTUAL SERVICES 22,613 28,916 64,000 50,500 51,700
SERVICES & OTHER CHARGES 45,636 54,758 139,900 155,200 106,700
TOTAL OPERATING 161,551 174,806 266,100 286,700 254,300
4.4%‐7.0%
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS & EQUIPMENT 3,219 224 ‐ 1,900 ‐
6670 OTHER EQUIPMENT 5,273 890 9,200 9,200 6,000
CAPITAL OUTLAY 8,492 1,114 9,200 11,100 6,000
CONSTRUCTION PROJECTS
6700 PROJECT ‐ CONTRACT 1,990 3,349 ‐ ‐ ‐
6756 BUILDING & STRUCTURES ‐ ‐ 190,000 115,000 115,000
CONTRUCTION PROJECTS 1,990 3,349 190,000 115,000 115,000
TOTAL CAPITAL 10,482 4,463 199,200 126,100 121,000
‐15.7%‐1.1%
TOTAL FIBER INFRASTRUCTURE 172,033$ 179,269$ 465,300$ 412,800$ 375,300$
‐11.3%‐8.1%
Non ‐personnel increase:‐16.9%‐18.9%
6488 DEPRECIATION & AMORTIZATION 124,790$ 140,136$ 125,000$ 125,000$ 125,000$
55 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
Eagan Television (E‐TV) creates public, educational, and government cable TV
programming through a partnership of volunteers and professional staff. E‐TV also
provides television production equipment facilities, and channel time to televise locally‐
produced programming. It is cable programming by the community, for the community.
PERFORMANCE INDICATORS
2015 2016 2017 2018 2019
Description Actual Actual Estimate Target Target
Monthly Staff Program Production 20 21 24 30 30
Monthly Access Show Production 24 20 30 30 30
New Volunteers 180 188 200 200 200
Outside Revenue $47,613 $21,102 $40,000 $40,000 $40,000
Opportunities For Youth 12‐18 150 144 150 180 180
Monthly Multipurpose Short Video Production NA NA NA 4 4
1 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of
Communications
HIGHLIGHTS & CHANGES
Overview: The 2018 Eagan Television (E‐TV) budget is
proposed to increase $569,500 or 94.2% overall. The
increase is mostly due to planned significant capital
purchases. The operational portion of the budget is set to
increase slightly in 2018, by 0.5%, or about $2,700. The 2019
total budget is proposed to decrease $291,000 or 24.8% from the 2018 while the operational budget is programmed to
increase at modest 4.7%.
The E‐TV budget is funded by non‐taxpayer dollars. The sources of funding are franchise fees and a small fee on local
subscriber bills which supports capital equipment for Public, Educational and Governmental (PEG) public access facilities.
Highlight/Change 1: The proposed legal counsel budget will decrease over the next two years, assuming successful
conclusion of negotiations by the end of the 2017. Once the agreement with Comcast is concluded there will be legal
expense to make sure both franchises materially conform and accurate reporting is forthcoming. In ’19 it is recommended a
financial audit be conducted to ensure early in the term that the City is being paid appropriately under the new agreements
Financial Impact: Decrease of $26,000 (6311)
Service Level Impact: No service impact is expected at this time, assuming agreement in 2017. A formal legal process, if the
parties could not agree, would obviously be more expensive
Highlight/Change 2: For the first time, we anticipate access to electronic program guides, so E‐TV viewers can find E‐TV
shows and public access programs by name to watch or record. When the second of two cable franchises are completed,
there will be an ongoing cost to provide the program content information in a manner that can be used by the cable
companies.
Financial Impact: This would be an increase in Professional Services by $700 per channels per year or $2,800 for the 4
channels we would provide program descriptions for.
Service Level Impact: Improved. This will allow us to have an electronic program guide for all our main channels. It would
allow of programming information and descriptions to be available in the exact same way they are for the other channels
on the cable system. Responsibilities will be carried out by same person who currently schedules the programs for air.
Highlight/Change 3: Perhaps the most significant change is within the proposed CIP paid for by PEG funds. In our
partnership with Burnsville on the shared mobile production studio, it is due for full replacement and each city has set aside
$400,000 each for this expensive endeavor. In addition, several other capital items, including the last remaining piece to
make HD streaming from the Eagan room possible, and replace studio set equipment are included.
Financial Impact: Budget set aside within PEG fund balance and some retained franchise fees. Altogether, more than
$500,000
Service Level Impact: Improved ability for live and mobile production, HD programming and in‐studio experience.
Significant staff time will be dedicated by studio supervisor for acquisition of mobile studio in cooperation with Burnsville.
2 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of Communications
Highlights (cont’d)
Highlight/Change 4: Our 2018 CIP requests are for replacing equipment that was either brought over from the old
Burnsville/Eagan operation or purchased at start of Eagan Television or soon afterwards. The bulk of the requests are for
the replacement of the Shared Production Truck. The truck is now 12 years old. The requested replacement truck would
be HD and capable of doing live productions much more easily. The remainder of the CIP purchases are for replacement of
our video streamer, studio sets and Eagan Room character generator. We have also requested a lens package. All of these
requests play an important part in our conversion to High Definition.
Financial Impact: The Capital purchases include Mobile Van which will be split with Burnsville – Eagan expense = $450,000;
Studio Set upgrade = $32,900; Live Location upgrade = $29,200; Eagan Room Character Generator = $19,195; and EF Mount
Prim Lens Package $28,500. Aside from the initial CIP purchase price for the requests, the only ongoing expense would be
the data charge for the streamer modems. This expense is covered in the operational budget.
Service Level Impact: Improved. All of these requests will complete our conversion to High Definition. It will also simplify,
improve and increase several fold, the reliability of our live production capabilities. In partnering again with Burnsville for
the truck, we will also have all the benefits, with only half of the expense.
Highlight/Change 5: Our 2019 CIP requests are for replacement of our studio cameras that were purchased at the launch
of Eagan television in 2008. We have the same life expectancy for the replacement cameras of 8 to 10 years. The current
studio cameras would be converted for use with our portable production unit. Our other request is to replace 2 of the
computers in our edit suites as per IT policy. The respective computers will be 4 and 5 years old in 2019.
Financial Impact: 3 Studio camera packages = $182,000; Edit computers replace $59,400.
Service Level Impact: Improved. In the studio environment, the newer cameras will have an improved picture and also be
more reliable. We will also be able to improve our remote production capabilities by moving our current cameras to the
less demanding portable package. This is also true for the edit suites as the faster computers will speed up the editing and
post production process by significantly reducing the render times of the more demanding HD workflow.
EXPENDITURE SUMMARY
Actual Actual Budget Budget Budget
Expenditure 2015 2016 2017 2018 2019
Personal Services 368,779 340,916 408,400 418,400 436,200
Parts and Supplies 23,418 31,050 33,900 39,600 40,200
Services and Other Charges 108,723 120,069 137,400 124,400 133,500
Capital Outlay 100,544 154,706 24,900 591,700 273,200
Total 601,464 646,741 604,600 1,174,100 883,100
3 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of Communications
POSITION INVENTORY
WORK PLAN 2018‐2019
Personnel 2015 2016 2017 2018 2019 Hours
Studio Supervisor 1 1 1 1 1 2,080
Client Services Coordinator 1 1 1 1 1 2,080
Govt Programming Coordinator 1 1 1 0 0 0
Production/Programming Assistant 0 0 0 1 1 2,080
Videographer/Editor 1 1 1 1 1 2,080
Total 4 4 4 4 4 8,320
Routine
1 Supervision of PEG channels for Eagan
2Provide and maintain public access facilities
3Plan & implement HD channel(s) conversion
4Conclude franchise agreement(s)
5Provide coverage of community events & facilitate volunteer partnerships and co‐productions
6Provide coverage of all Eagan government meetings
7Provide video production services to City of Eagan departments
8Provide video production services to revenue generating clients
9 Assist Comcast customers with complaints
10 Provide training for PA studio and equipment use
11 Provide video production services to Thomson Reuters in exchange for rent
12 Facilitate, organize and execute the playback of all PA shows, increasing interactivity
Note: City may be managing more than
one cable franchise
Activity
4 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of Communications
REVENUE SUMMARY
Actual Actual Budget Budget Budget
Revenue 2015 2016 2017 2018 2019
4689 PEG fees (total)373,058 376,129 375,000 380,000 380,000
4690 City contribution ‐ from Cable Franchise Fees fund 371,528 345,311 417,200 429,700 447,500
4695 E‐TV dubbing 1,117 909 3,000 3,000 3,000
4699 Class fees 9,830 7,115 15,000 15,000 15,000
4696 Dub/Rental/Paid production ‐ ‐ ‐ ‐ ‐
4697 E‐TV paid production 4,375 7,835 22,000 22,000 22,000
XXXX Other Revenue 40,235 29,570 ‐ ‐ ‐
Total Operating Revenues 800,143 766,869 832,200 849,700 867,500
2.1%2.1%
5 October 10, 2017 Special City Council Meeting
2018‐2019 Proposed Budgets Operating Budget
E‐TV (197)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
2015 2016 2017 2018 2019
Actual Actual Budget Budget Budget
6110 SALARIES AND WAGES‐REGULAR 261,859 229,814 250,500 270,800 282,000
6112 OVERTIME ‐ REGULAR 3,018 2,794 9,000 9,000 9,000
6130 SALARIES AND WAGES‐TEMPORARY 16,514 26,071 40,000 40,000 40,000
6142 PERA‐COORDINATED 21,291 18,553 22,500 24,000 24,800
6144 FICA 21,236 18,408 22,900 24,500 25,300
6151 HEALTH INSURANCE/VEBA 42,409 44,405 62,200 48,700 53,600
6155 WORKERS COMPENSATION 2,452 871 1,300 1,400 1,500
PERSONAL SERVICES 368,779 340,916 408,400 418,400 436,200
6210 OFFICE SUPPLIES 460 613 900 1,000 1,000
6212 OFFICE SMALL EQUIPMENT 140 153 300 400 400
6215 REFERENCE MATERIALS 27 ‐ 300 300 300
6220 OPERATING SUPPLIES ‐ GENERAL 7,110 10,920 9,700 10,200 10,400
6224 CLOTHING/PERSONAL EQUIPMENT ‐ ‐ 1,500 1,500 1,500
6231 MOBILE EQUIPMENT REPAIR ‐ PARTS 1,733 2,331 2,000 4,400 4,400
6232 SMALL EQUIPMENT REPAIR ‐ PARTS 1,738 2,453 2,000 4,400 4,400
6235 FUEL, LUBRICANTS, ADDITIVES 1,103 613 2,000 2,000 2,000
6270 COMPUTER SOFTWARE 11,107 13,967 15,200 15,400 15,800
PARTS & SUPPLIES 23,418 31,050 33,900 39,600 40,200
6310 PROFESSIONAL SERVICES‐GENERAL 1,240 5,307 2,500 9,500 22,100
6311 LEGAL 24,149 8,779 60,000 34,000 30,000
6313 PLANNING 22,086 44,607 ‐ ‐ ‐
6314 AUDITING 100 100 ‐ ‐ ‐
6346 POSTAGE ‐ ‐ 500 500 500
6347 TELEPHONE SERVICE & LINE CHARGES ‐ ‐ 100 ‐ ‐
6353 PERSONAL AUTO/PARKING 13 23 100 100 100
6355 CELLULAR TELEPHONE SERVICE 3,641 4,555 4,200 4,200 4,200
6357 GENERAL ADVERTISING 100 295 1,700 2,600 2,600
6370 GENERAL PRINTING AND BINDING 1,950 ‐ 800 800 800
6385 INSURANCE 7,400 7,400 7,400 7,400 7,400
6405 ELECTRICITY 12,000 12,000 12,000 12,000 12,000
6425 MOBILE EQUIPMENT REPAIR ‐ LABOR 1,220 ‐ 2,000 2,000 2,000
6426 SMALL EQUIPMENT REPAIR ‐ LABOR 3,071 3,412 4,000 3,000 3,000
6457 MACHINERY & EQUIPMENT RENTAL ‐ 60 200 300 300
6475 MISCELLANEOUS 3,941 4,060 5,000 7,700 7,700
6476 CONFERENCES AND SCHOOLS 2,543 4,250 7,000 9,500 9,500
6477 LOCAL MEETING EXPENSES 206 124 200 200 200
6479 DUES AND SUBSCRIPTIONS 3,190 3,733 4,100 5,000 5,000
6480 LICENSES, PERMITS AND TAXES ‐ 16 ‐ ‐ ‐
6535 OTHER CONTRACTUAL SERVICES 82 ‐ ‐ ‐ ‐
6569 MAINTENANCE CONTRACTS 21,791 21,348 25,600 25,600 26,100
OTHER SERVICES AND CHARGES 108,723 120,069 137,400 124,400 133,500
TOTAL OPERATING 500,920 492,035 579,700 582,400 609,900
0.5%4.7%
6640 MACHINERY/EQUIPMENT 97,825 29,318 17,300 109,800 241,400
6660 OFFICE FURNISHINGS/EQUIPMENT 1,301 2,312 1,600 2,400 2,300
6670 OTHER EQUIPMENT ‐ 121,298 ‐ 23,000 23,000
6680 MOBILE EQUIPMENT 1,418 1,778 6,000 456,500 6,500
TOTAL CAPITAL 100,544 154,706 24,900 591,700 273,200
23 (1)
TOTAL E‐TV 601,464 646,741 604,600 1,174,100 883,100
94.2%‐24.8%
6 October 10, 2017 Special City Council Meeting
Agenda Information Memo
October 10, 2017 Eagan Special City Council Workshop
VI. REVIEW OF LICENSING AND REGULATING ALCOHOL AT VIKING LAKES
Directions For Consideration:
1. To direct preparation of an ordinance amendment to allow issuance of on-sale liquor
licenses to the owners of Lots 1 and 2, Block 1, Viking Lakes and concessionaires or
vendors under contract with the owner.
2. If direction is given to prepare an ordinance amendment, provide direction on the public
policy questions raised below.
Facts:
The 2017 Special Legislative Session included a law that allows Eagan to issue on-sale
alcohol licenses to the owner of Lots 1 and 2, Block 1, Viking Lakes, or to any
concessionaire or other third-party vendor under contract with the owner.
The next step in the process for allowing alcohol at the Viking Lakes complex is for the
City to enact an ordinance amendment allowing issuance of on-sale liquor licenses and
setting appropriate regulations.
The attached memo summarizes the research conducted regarding on-sale alcohol
service at Viking Lakes and outlines policy considerations. Staff have met with
representatives from the Vikings to understand the organization’s plans for alcohol sales
and service on their site and to provide education regarding alcohol regulations.
In addition to the ordinance amendment, a Planned Development Amendment is
required in order to sell or serve alcohol on Lots 1 and 2, Block 1 and to conduct
tailgating or other related activities at Viking Lakes. Per the advice of the City Attorney,
security plans for large events with alcohol and standards for tailgating and related
activities are best regulated by a PD Amendment. Council discussion of those issues
would occur during consideration of a PD Amendment.
The attached memo outlines the following policy considerations and provides
background information for each one.
1. Should City Code be amended to allow the issuance of annual on-sale liquor licenses
to the owner, concessionaire or vendor for Lots 1 and 2, Block 1, Viking Lakes?
2. Should City Code be amended to allow the issuance of short-term on-sale license
licenses to vendors for Lots 1 and 2, Block 1 Viking Lakes?
a. How many days should the license term be?
b. Should short-term permits be approved by Council or administratively?
3. Should City Code include limitations for the types of events at which alcohol service
is allowed?
4. Should City Code limit the areas in which alcohol can be served/consumed on Lots 1
and 2, Block 1, Viking Lakes?
5. Should City Code include a City permit requirement for alcohol caterers who are
selling/serving food and alcohol at a large-scale event?
6. What fees are appropriate for the newly created licenses?
7. Does the Council wish to enact any additional regulations regarding alcohol service
at Lots 1 and 2, Block 1, Viking Lakes?
Attachments: (2)
VI-1 Background Memo
VI-2 Map of Lots 1 & 2, Block 1, Viking Lakes
Memo
To: Dianne Miller, Assistant City Administrator
From: Christina M. Scipioni, City Clerk/Administrative Coordinator
Date: October 6, 2017
Subject: Alcohol license regulations at Viking Lakes
Background
The 2017 Special Legislative Session included a law that allows Eagan to issue on-sale alcohol
licenses to the owner of Lots 1 and 2, Block 1, Viking Lakes, or to any concessionaire or other
third-party vendor under contract with the owner. The next step in the process for allowing
alcohol at the Viking Lakes complex is for the City to enact an ordinance amendment allowing
issuance of on-sale licenses and setting appropriate regulations.
The on-sale alcohol licenses would allow the sale of alcohol on Lot 1 and Lot 2 for events taking
place in conjunction with events on Lot 1.
Lot 1 includes the Indoor Practice Facility, outdoor practice fields, the stadium, Vikings
Headquarters and the northern lake. Lot 2 includes the plaza areas, parking lots, stadium drop-
off area, the medical office building (MOB), the sports medicine center (SMC) and the south
lake.
Plans for Alcohol Service
Events with alcohol at the Vikings complex are planned to run the gamut from small, corporate
and community events to large-scale concerts, sporting events and training camp.
For all of these events, the alcohol licensing falls into one of four categories:
1. Annual On-Sale Licenses: It is anticipated a few entities will require an on-sale liquor
license with a yearly duration (similar to other alcohol licenses issued by the City). These
entities would include the Vikings organization and any concessionaires and vendors
under contract to serve the stadium, cafeteria and other areas of the complex.
2. Short-Term On-Sale Licenses: Given the variety of events anticipated to be held at the
site, there will likely be alcohol vendors who have a need to apply for a short-term
license to sell alcohol. An example of this would be an alcohol vendor sponsoring an
event who wants to sell their product at the event.
3. Caterer’s Permits: State Statute allows restaurants with an on-sale liquor license to
apply for a caterer’s permit. The caterer’s permit allows the license holder to sell or serve
alcohol anywhere in the state as long as it is accompanied by the sale or service of
Page 2
prepared food. The caterer is required to notify the police chief of a municipality when
service is planned in their community. No additional review or licensing of caterer’s
permits currently exists in City Code; however, the permit holder is subject to all of the
same regulations as on-sale liquor license holders.
4. Temporary On-Sale Liquor Licenses: State Statute allows municipalities to issue
temporary on-sale liquor licenses to non-profit organizations. This type of license might
be used by non-profit groups utilizing the Vikings complex for an event. Under State
Statute, the City would be limited to issuing one temporary license every 30 days for a
total of not more than 12 days per year. Regulations for temporary on-sale liquor
licenses already exist in City Code. Temporary on-sale liquor licenses are subject to
review by the Police Department and approval by the City Council.
Planned Development Regulations
In addition to the regulations set forth in City Code, Viking Lakes is subject to a Planned
Development Agreement, which includes other regulations for activities at the site.
The Planned Development Agreement requires an Event Travel Demand Management Plan
(ETDMP), which is in the process of being drafted. The ETDMP will identify management
strategies for activities and events of various sizes, including traffic operations/control, parking
and circulation.
The current Planned Development Agreement does not allow alcohol sales or service or other
associated events, such as tailgating. A Planned Development Amendment will be needed to
allow for on-sale liquor on Lots 1 and 2, Block 1 and associated events. Because of the variety
of alcohol vendors that might be on-site for any given event, the City Attorney’s Office has
advised that if Council wishes to require security plans for large-scale events, that requirement
should be considered and included as part of a review of an application for a Planned
Development Amendment. The same is true for any regulations pertaining to tailgating or other
similar activities.
Liquor License Regulation Policy Considerations
If City Code is amended to allow issuance of on-sale liquor licenses for the Vikings complex, the
license holders will be subject to the alcohol regulations in State Statute and City Code. Given
this site will operate differently from other regulated uses (i.e. restaurants, hotels, taprooms), the
following policy considerations exist:
• Duration of licenses: Discussions with the Vikings about operation of the site have
identified a need for creation of two types of on-sale licenses: annual and short-term.
o The annual licenses could be administered similar to other annual on-sale liquor
licenses, which require a background investigation upon initial application and
require annual Council approval.
(Public Policy Question No. 1)
o The short-term licenses could be administered similar to the temporary on-sale
liquor licenses, which include Police Department review, but not background
investigations. These licenses could be approved by Council or administratively.
(Public Policy Question No. 2)
Page 3
• Types of events where alcohol is permitted: The Council could choose to limit the
types of events where alcohol can be sold and/or consumed. State Statute does not
prohibit the Minnesota State High School League, NCAA or MIAC from serving or selling
alcohol at events at private facilities. The MSHSL has rules that prohibit alcohol at
League-sanctioned events. In addition, the NCAA and MIAC typically prohibit alcohol
sales to the general public, but not necessarily to all event attendees.
(Public Policy Question No. 3)
• Area where alcohol sales are allowed: The special legislation allows the City to issue
on-sale liquor licenses for sale and consumption of alcohol anywhere within Lot 1 and on
Lot 2, as long as the event on Lot 2 is in connection with an event on Lot 1. If the
language from the legislation is adopted into City Code, the license holder could apply
for a license that includes the entire site, including the parking lots. If the Council wishes
to prohibit alcohol sales/consumption within certain areas of the site, those prohibitions
can be included in the ordinance amendment.
(Public Policy Question No. 4)
• Additional regulations for caterer’s permit holders: Under current State Statute and
City Code, a restaurant serving or selling alcohol at the Vikings complex is required to
notify the City in advance of the event, but is not subject to any review or permitting by
the City. Historically, caterer’s permits have been used throughout the City without
incident. However, if caterer’s permits are used at the high-attendance events
anticipated at the Vikings complex, the City may want to require an additional permit for
those events to allow for Police Department review. Such review provides authority to
the Police Department to require measure be taken to ensure public safety is considered
before the permit will be issued.
(Public Policy Question No. 5)
• License Fees: When enacting new licenses, new fees for those licenses must also be
included in the ordinance amendment. Consistent with other metro communities, the City
could apply its on-sale liquor license fee schedule to the newly created annual license,
short-term license and caterer’s permit. The current fee schedule is:
On Sale Annual Licenses:
Alcohol Sales less than $275,000: $5,500
Alcohol Sales between $275,000-$550,000: $6,500
Alcohol Sales greater than $550,000: $7,500
Short-Term Licenses: $150
Caterer’s Permit: $150
(Public Policy Question No. 6)
• Additional regulations desired by Council: State Statute allows cities to be more
restrictive with their alcohol licensing regulations. In addition to the policy considerations
above, the Council has latitude under State Statute to enact other regulations as it
deems necessary.
(Public Policy Question No. 7)
Page 4
Public Policy Questions
1. Should City Code be amended to allow the issuance of annual on-sale liquor licenses to
the owner, concessionaire or vendor for Lots 1 and 2, Block 1 Viking Lakes?
2. Should City Code be amended to allow the issuance of short-term on-sale license
licenses to vendors for Lots 1 and 2, Block 1 Viking Lakes?
a. How many days should the license term be?
b. Should short-term permits be approved by Council or administratively?
3. Should City Code include limitations for the types of events at which alcohol service is
allowed?
4. Should City Code limit the areas in which alcohol can be served/consumed on Lots 1
and 2, Block 1, Viking Lakes?
5. Should City Code include a City permit requirement for alcohol caterers who are
selling/serving food and alcohol at a large-scale event?
6. What fees are appropriate for the newly created licenses?
7. Does the Council wish to enact any additional regulations regarding alcohol service at
Lots 1 and 2, Block 1 Viking Lakes?
Lot 1
Lot 2