08/22/2006 - City Council Special (2)• SPECIAL CITY COUNCIL MEETING
AUGUST 22, 2006
5:30 PM .
EAGAN ROOM—EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND AGENDA ADOPTION
H. VISITORS TO BE HEARD
III. CONSENT
A. ECONOMIC DEVELOPMENT AUTHORITY = Cedarvale Mall Property
Management Service Contract with Griffin Companies
�.� IV. 2007 PROPOSED CIVIC ARENA BUDGET
2007 PROPOSED TAX LEVY AND GENERAL FUND OPERATING
. BUDGET
VI. OTHER BUSINESS
• VII. ADJOURN
The City of Eagan Economic Development Authority will hold a special meeting as a part of this
Special City Council Meeting.
0
Agenda Memo
Special Eagan City Council Meeting
Consent Item - Economic Development Authority Meeting
August 22, 2006
A.
ACTION TO BE CONSIDERED: To convene a meeting of the EDA, adopt a
resolution to approve a Property Management Service Contract with Griffin Companies
for the operation of the Cedarvale Mall property and to authorize the EDA President and
Executive Director to execute the appropriate documents and to adjourn the EDA
meeting.
FACTS:
• In anticipation of the redevelopment of the Cedar Grove Area, the City is
proceeding with the acquisition of the Cedarvale Mall. The City is scheduled to
take possession of the mall on, September 1, 2006.
• While staff, the City Attorney and relocation consultant are working with the mall
• tenants to facilitate their relocation, a number of them will remain in the building
for a period of time after that date.
• To min; ��e the number of changes occurring at that time, staff has solicited a
proposal from the property manager that currently operates the mall, Griffin
Companies, to continue that service until the remaining tenants are relocated from
the space. The scope of work will include general building maintenance, repairs,
cleaning, site management, mowing, etc. It is staff s intention to have the snow
removal for the property added to one of the City's snow removal contracts.
• Staff and the City Attorney are finalizing the details of the agreement, so it will be
in order for approval at Tuesday's meeting.
ATTACBMENTS:
• Area map on page �(
• Resolutions on pages v—
• Property Management Agreement available upon request.
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CITY OF EAGAN 0
RESOLUTION TO APPROVE A PROPERTY MANAGEMENT AGREEMENT
BETWEEN THE CITY OF EAGAN AND GRIFFIN COMPANY RELATED TO
THE MANAGEMENT OF THE CEDARVALE MALL PROPERTY
BE IT RESOLVED by the Eagan City Council to Property Management Service
Contract Between the City of Eagan and Griffin Companies for operation of the
Cedarvale Mall property in the Cedar Grove Redevelopment District.
Motion by:
Second by:
Those in Favor:
Those Against:
CERTIFICATION
I, Maria Petersen, City Clerk of the City of Eagan, Dakota County, Minnesota, do hereby
certify that the foregoing resolution was duly passed and adopted by the City Council in a
regular meeting thereof assembled this 22nd day of August, 2006.
Maria Petersen, City Clerk
U
9
EAGAN ECONOMIC DEVELOPMENT AUTHORITY
RESOLUTION TO APPROVE A PROPERTY MANAGEMENT AGREEMENT
BETWEEN THE CITY OF EAGAN AND GRIFFIN COMPANY RELATED TO
THE MANAGEMENT OF THE CEDARVALE MALL PROPERTY
BE IT RESOLVED by the Board of Commissioners of the Eagan Economic
Development Authority to approve a Property Management Service Contract Between
the City of Eagan and Griffin Companies for operation of the Cedarvale Mall property in
the Cedar Grove Redevelopment District.
Motion by:
Second by:
Those in Favor:
Those Against:
•
CERTIFICATION
Y, Jon Hohenstein, Secretary/Deputy Executive Director of the Economic Development
Authority of the City of Eagan, Dakota County, Minnesota, do hereby certify that the
foregoing resolution was duly passed and adopted by the Authority in a regular meeting
thereof assembled this 22°d day of August, 2006.
Jon Hohenstein, Secretary/Deputy Executive Director
•
Agenda Information Memo
August 22, 2006, Special Eagan City Council Meeting
IV. 2007 PROPOSED CIVIC ARENA BUDGET
ACTION TO BE CONSIDERED:
To approve the 2006-2007 ice rental rates, to approve the 2007 Civic Arena operating
budget, and to approve the 2006 purchase of 2007 capital outlay items.
FACTS:
• The Civic Arena Budget is being presented in advance of the other Enterprise
Funds due to the fact that the Civic Arena operations, are run on a seasonal
basis starting in September as opposed to the calendar year. This is consistent
with the practice established over the past few years.
• The budget as presented is balanced, provides for the appropriate level of
renewal and replacement funds, includes an allocation for capital equipment', and
annual debt service. It is presented 'in a fashion consistent with previous years
and provides for continued successful arena operations building on the
successes of the enterprise.
• Campus. Facilities Manager Vaughan, Superintendent of Operations Mesko, City
• Administrator Hedges, Director of Parks & Recreation Johnson, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper have
reviewed theproposed rates, revenue estimates, and expenditure requests
included in this budget.
• The proposed budget is based on ice rental rates being increased slightly for the
2006-2007 season.
• The budget is supported entirely by user fees with no tax dollars used as a
revenue source.
• Since the Civic Arena operates on a season that overlaps two fiscal years, it is
important to begin the 2007 capital outlay improvements in 2006 in advance of
the new ice rental season.
• The proposed capital outlay improvements are presented as part of the
proposed 2007 Civic Arena operating budget.
ATTACHMENTS:
Enclosed on pages (D through is a copy of the proposed Civic Arena
2007 budget including rate information, &venue and expense information, capital outlay
information; and all related material.
2006 Civic Arena Budget
•
Traditionally, the Civic Arena Budget has been acted upon in advance of the
other Enterprise Funds and the General Operating Budgets due to the fact that
the Civic Arena operations are run on a seasonal basis starting in September as
opposed to the calendar year. To provide for proper communication with the
various organizations and individuals that are users of the facility, it would be
helpful to have rates, revenues and expenditures all formally set by City Council
action at the August 22, 2006 special meeting. A rate change is being.
recommended and the rates would officially be :effective September 1, 2006. The
budget including the revenues, expenditures, and capital improvements covers
the calendar year 2007. Approval to begin purchasing 2007 capital items during
calendar year 2006 is also scheduled for consideration in formal action at the
August 22 meeting.
Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City
Administrator Hedges, Director of Parks & Recreation Johnson, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper have
reviewed the proposed rates, revenue estimates, and expenditure requests
included in this budget. The budget as presented is balanced, provides for the
appropriate level of renewal and replacement funds, includes an allocation for
capital equipment, and annual debt service. Hourly ice time rental rates are
proposed to change; however, Eagan's rates remain competitive while slightly
• below the average of surrounding ice arenas. The proposed hourly rates
continue to aggressively price non -prime time ice rental. The strategy which has
been very successful over the years is to.maximize rental hours and therefore
total revenue even though the hourly rate is lower than nearly all of the
competing arenas.
Revenues
The estimated 2007 revenues are projected to increase to $881,500 compared to
the 2006 budget of $850,000. The budget as presented includes a $5 per hour
increase to the ice time rental rates. The total increase in revenue results
primarily from the increased hourly rates (approximately $10,000), an increase of
$20,000 in the budget for Adult Leagues, and a $10,000 increase in sponsorship
revenue. Numerous other accounts continue'to be adjusted to reflect actual
results. There is no. significant increase in the total projected rental hours.
Included in the revenue estimates is a conservative projection of $2,000 resulting
from the Arena Softball initiative that is contingent upon approval of the capital
outlay request to purchase the necessary infrastructure.
The following table displays the Civic Arena Revenue Summary and Revenue
Detail including actual revenues for 2004 and 2005, the approved 2006 budget,
and the estimated 2007 revenues.
0
CIVIC ARENA REVENUE SUMMARY
2004
2005
2006
2007
•
Actual
Actual
Budget
Estimated
Rentals -ice$
503,402
$ 500,878 $
465,000
$ 479,000
Rentals -Non Ice
22,287
12,126
20,500
16,000
Services
42,000
42,517
48,500
46,500
Programs
145,171
162,228
161,000
183,000
Events
27,192
24,321
24,000
20,000
Sessions
31,507
24,659
32,500,
31,000
Sales
86,431
87,202
93,500
96,000
Other
16,628
12,094
5,000
10,000
Total
$ 8741618
$ 866,025 $
'850,000
$ 881,500
CIVIC ARENA REVENUE DETAIL
2004
2005
2006
2007
Actual
Actual
Budget
Estimated
Ice Rental -Exempt
$,401,049
$ 383,574 $
370,000
$ 380,000
Ice Rental- Non exempt
102,353
117,304
95,000
99,000
Equipment Rental
6,897
5,908
6,500
6,500
Skate Sharpening
10,825
9,941
11,000
10,000
.
Learn to Skate
110,583
114,870
111,000
115,000
Ice Show
10,805
6,445
1.0,000
8,000
Open Skate
21,454.
14,504
22,000
20,000
Open Hockey
9,561
9,337
10,000
10,000
Adult Leagues
23,784
40,913
40,000
60,000
Equipment Washing
10,178
7,881
12,000
9,000
Punch Card Revenue
6,989
7,168
5,338
7,000
4,000
7,000
6,000
Parties
Concession Revenue
1,723
58,603
609891
65,000
65,000
Pro Shop Revenue
5,463
5,017
6,000
6,000
Vending -Vendor Owned
9,653
10,186
9,500
12,000
Vending- Arena Owned
5,723
3,940
6,000
6,000
Home Show
24,471
21,956
22,000
20,000
Arena Advertising
12,376
13,449
15,000
15,000
Marketing Money
5,416
-
-
-
10,000
Sponsorships
Dry Floor Rental -Exempt
19,365
11,365
15,000
15,000
Dry Floor Rental -Non Exempt
2,922
761
5,500
1,000
Open Freestyle
492
818
500
1,000
Circus
2,721
2,365
2,000
-
Interest
6,981
9,294
5,000
-
Other
4,231
2,800
•
Total
$ 874,618
$ 866,025
$ 850,000
$ 881,500
• Hourly Rates
C7
r]
The following is a summary of hourly ice rental rates for the surrounding
,,%m ,i initiac/arenas nr000sed for the 2006-2007 skating season.
The following is a comparison of Eagan's 2005-2006 rates to the rates proposed
for the """"
cwv-cuv i *UCIOU . Eagan Hourly Ice Rental Rates
Season
Approved Proposed
User/Use 2005_-2006 2006-2007
Eagan Association $ 155 $160
Eastview Association 157 162
High School 165 170
Non -Prime 112 112
T 75 75
Turf
D floor 40 40
Expenditures
Enclosed on pages through is a copy of the detailed line item
budget information for the Civic Arena. On a comparative basis the proposed
2007 budget of $881,500 is increased by 3.7% from 2006 budget of $850,000.
Enclosed on page is a reconciliation that allows a comparison of the
budget format on a cash basis to the actual financial report which is reported on
a full accrual basis. This page has no budget implications; however it helps
explain the differences between the budget and the official financial report as
certified to by the .independent auditors.. .
Cil
Hourly Ice Rental Rates
Prime
Non -Prime
City/Arena
Time
Time
Farmington
$ 150
$ 120
Apple Valley
165
110
Rosemount
165
115
Burnsville
170
125
Lakeville
180
145
Inver Grove Heights
175
145
South St. Paul
170
140
Richfield
160
130
St.Thomas Ice Arena
190
120
Prime Time Rate Excluding High ($190) and Low ($150):
$169
Average
Averaae Non -Prime Time Rate Excluding
High ($145) and Low ($110):
$125
The following is a comparison of Eagan's 2005-2006 rates to the rates proposed
for the """"
cwv-cuv i *UCIOU . Eagan Hourly Ice Rental Rates
Season
Approved Proposed
User/Use 2005_-2006 2006-2007
Eagan Association $ 155 $160
Eastview Association 157 162
High School 165 170
Non -Prime 112 112
T 75 75
Turf
D floor 40 40
Expenditures
Enclosed on pages through is a copy of the detailed line item
budget information for the Civic Arena. On a comparative basis the proposed
2007 budget of $881,500 is increased by 3.7% from 2006 budget of $850,000.
Enclosed on page is a reconciliation that allows a comparison of the
budget format on a cash basis to the actual financial report which is reported on
a full accrual basis. This page has no budget implications; however it helps
explain the differences between the budget and the official financial report as
certified to by the .independent auditors.. .
Cil
The personnel section of the Civic Arena budget is consistent with the
presentation for the 2006 budget and continues to reflect the implementation of
the recent organizational study. To better utilize resources and to gain
efficiencies, the study recommended more consolidation of operations between
the two enterprise facilities located on the Municipal Center Campus and the
Community Center. The study recommended and the City Council authorized.
the elimination of the Cascade Bay Manager and Civic Arena Manager positions,
and the creation of the Campus Facilities Manager and the Superintendent of
Operations positions. This action and the related reallocation of support
personnel between the Civic Arena and Cascade Bay are reflected in the
following table for the Civic Arena and in the presentation of the Cascade Bay
budget. Finally, with the consolidation of the management of the two campus
facilities the need for operational support is reflected in this proposed budget
through the continuation of an.additional clerical/administrative position. The
new position was added in 2006 with a one year sunset provision to allow the full
implementation of the new operational model and to provide for a management
review of organizational needs and service delivery over the year. Staff is
recommending that the position be approved on a continuing basis beginning in
2007 to maintain the required support services to the management of the
racmties.
Personnel
2004
2005 _
2006
2007
Civic Arena Manager
1
1
0
0.67
0
0.67
Campus. Facilities Manager
0
Building Supervisor .
1
1
0
1
1
Skating School Coordinator
0.75
1
1
Maintenance Worker (2 @ 0.5)
1
1
1
Operations/Maintenance.Worker (1 @ .67)
0.67
0.67
Clerical Technician
0.20
0.20
0.20
0.20
Administrative Coordinator
-0.33
—
0.33
.95
4.2
3.87
3.87
All partial positions are shared with the Cascade Bay and in the case
of the clerical technician also with the General Fund.
In addition to the above noted regular employees the proposed 2007 budget
includes $1.50,000 in wages for seasonal employees compared to $145,000 in
the 2006 budget.
As a result of the above referenced changes, the personal services budget
increases by $22,500 or 5.7%.
•
•
0
Other significant expenditures changes in the proposed 2006 budget include the
• following:
Line item 6220 Operating Supplies - General is reduced by $3,000 to more
accurately reflect past actual expenditures.
• Line item 6357 General Advertising is maintained at $8,000. In the past, the
ECVB has assisted the Civic Arena with the advertising for the Home and
Leisure show and this line item reflects the continuation of the partnership
through the ECVB funding of approximately $3,000 for that promotion.
• Line item 6405 Electricity is increased by $3,000 to reflect actual usage.
Line item 6410 Natural Gas is increased by $7,000 to reflect actual usage.
Additional adjustments in future a ears for these two line items result of the improvements beingectricity made following Gas) are expected a lowing
the energy audit. Staff has not made an effort to include projected savings from
the energy audit related improvements into this operational budget. Completion
of the improvements and establishment of a track record will facilitate better
estimates in the future.
• • Line item 6535 Other Contractual Services is increased by $17,100 to more
accurately reflect historical usage. This account provides for the more
specialized and technical maintenance requirements at the arena, for
example refrigeration and HVAC.
• Line item 6491 Debt Services Payments is increased by $1,800 to reflect
changes in the actual debt service schedule.
Line item 6855 Merchandise for Resale is reduced by $20,000 reflecting the
new process in accounting for and pricing the cost of goods sold across the
enterprise. operations.
Capital Expenditures
The 2007 expenditure line items show an account for a capital outlay allocation
with an appropriation of $10,000, continuing the process implemented with the
2004 budget. Civic Arena capital needs can best be addressed by setting aside
some money from each year's operations through the operating budget process
and combining that with the use of available retained earnings to provide for.
capital needs to renew and enhance the facility beyond what is available through
the renewal and replacement account. This process clearly designates a Civic
Arena use for retained earnings while preventing spikes in annual operating
• budgets caused by fluctuating capital needs.
iC)
Enclosed on page is a list.of proposed 2007 capital items for
consideration. Renewal and replacement items are included in the first section of
the list and are funded by the annual allocation set aside from operations for that
purpose. There are no replacement items not funded through the renewal and.
replacement account proposed in the 2007 budget (second section). The third
section includes new items that would either enhance operations at the arena
with the goal'of increasing utilization of the facility thereby increasing revenues or
by maximizing other revenue opportunities. The third section of the list is funded
through the annual capital allocation from the operating budget ($10;000 each in
2004, 2005, 2006, and 2007 to date) and. from retained earnings as available and
appropriate.
Enclosed on page is an ex lanation of each of the. proposed 2007 capital
onpage is a worksheet showing the infrastructure
items. Also enclose worksheet shows
included in the renewal and replacement funding process. The
the cost,being recovered and the useful life of each capital item.
Enclosed on page is a copy of the 2006 Civic Arena Capital Improvement
List — Update showing a current status of each of those capital needs.
At the time of final 2007 budget approval staff is recommending that the City •
Council approve the purchase of the 2007 capital items in the 2006 fiscal year so
they are in place for the 2006-2007 operational season.
Cash Position
Enclosed on page is a copy of an analysis showing the cash position of
the Civic Arena. Fund'from inception through the 2006 budget. In summary the
analysis shows $347,960 in the official renewal and replacement account and
$173,654 of retained earnings over the 12 year period. Those balances will both
be impacted in the process of paying for the energy related improvements
recently approved by the City Council. On a cash basis, results from operations
vary annually depending primarily on capital acquisitions. The analysis
demonstrates that the facility is on firm financial footing and should be able to
sustain similar operations into the future absent any significant change to market
forces.
•
• The following is a recap of the status of the Eagan Hockey Association
commitment to the addition of the East Arena. The commitment will be
completely paid off in 2007.
•
•
Eagan Hockey Association Contributions to Eagan Civic Arena II
9337.1340.3
$500,000 over 10 year period.
Payment
Number Date Amount Paid Balance Due
1
02/17/98
2
Ice Resurfacer
3a
05/05/99
3b
05/23/00
4
06/03/01
5
06/03/02
6
05/30/03
7
06/20/04
8
06/09/05
9
05131/06
10
TOTAL
$ 500,000
$ 50,000
450,000
59,500
390,500
25,000
365,500
50,000
315,500
50,000
265,500
50,000
215,500
50,000
165,500
50,000
115,500
50,000
65,500
50,000
15,500
$ 484,500
Payments 1 & 2 were deposited directly to the Civic Arena Fund.
All additional payments are to be deposited to the CIF.
Su_
There is a great deal of material presented with this budgetproposal to assist the
City Council in its consideration of the 2007 budget. The 2007 budget as
presented is balanced, continues the results of the organizational study, provides
for the appropriate level of renewal and replacement funds, includes an allocation
for capital equipment as well as an allocation for some capital improvements, and
the annual installment for the scheduled debt service. Although increased,
hourly ice time rental rates remain competitive while slightly below the average of
surrounding ice arenas..
Staff continues to efficiently operate the arenas and to aggressively market the use of
the facility to increase revenues and is making every effort to operate a successful
business venture per City Council direction. While ice time rental is the basic
business of the facility, auxiliary uses account for approximately 19% ($165,000) of
the estimated revenues for 2007 and clearly demonstrate management's and staffs
commitment to customer service and to expanding revenue opportunities. The
continued marketing has attracted some non -ice users, growth of the Home and
Leisure Show and extra amenities for our customers.
Positive Civic Arena operations continue with the growth of the skate school provided
by the City of Eagan, the continuation of a figure skating club at the arena and the •
growth in Adult Leagues.
The cash position is an indicator of previous success as a business. However,
the competition from surrounding rinks and customer expectations demonstrate
the need to remain efficient and to remain a preferred vendor for the services
provided through the arena operations. This proposed operating budget and the
proposed capital improvements assist in meeting that objective.
•
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• . 8006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
Page 1
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004
2005
2006 Department
Code Description
ACTUAL
ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6110
SALARIES AND WAGES -REGULAR
178,081
157,649
177,100
187,400
6112
OVERTIME -REGULAR
340
117
1,000
1,000
6130
SALARIES AND WAGES -TEMPORARY
117,047
136,827
145,000
150,000
6142
PERA-COORDINATED
12,475
12,157
9,800
11,800
6144
FICA
21,298
21.,545
24,700
25,900
6151
HEALTH INSURANCE
23,639
24,038
31,700
35,100
6152
LIFE
304
317
-
6154
DISABILITY - LONG TERM
478
496
-
6155
WORKERS COMPENSATION
5,346
6,110
7,000
7,600
PERSONAL SERVICES
359,008
359,256
396,300
418,800
6210
OFFICE SUPPLIES
1,455
796
1,000
1,000
6211
OFFICE PRINTED MATERIAUFORMS
-
-
100
100
6220
OPERATING SUPPLIES -GENERAL
25,021
16,249
20,000.
17,000
Page 1
8/16/2006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
6314 AUDITING 500 400 - 400
6315 FINANCIAL NON -AUDIT - 550 500 800
6327 SPORTING EVENT OFFICIALS 15,425 1,185 2,000 2,000
• P 2 •
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004.
2005
2006 Department
Code Description
ACTUAL
ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
441
482
900
600
6223
BUILDING/CLEANING SUPPLIES
4,402
5,580
4,500
4,500
6224
CLOTHING/PERSONAL EQUIPMENT
1,547
1,023
2,500
2,500
6230
REPAIR/MAINTENANCE SUPP-GENL
21,163
. 19,064
17,000
18,000
6233
BUILDING REPAIR SUPPLIES
7,253
3,287
4,500
4,500
6235
FUEL, LUBRICANTS, ADDITIVES
14
10
100
100
6240
SMALL TOOLS
313
335
400
400
-
100
100
6241
SHOP MATERIALS
-
6244
CHEMICALS & CHEMICAL PRODUCTS
5,041
4,471
5,000
5,000
SUPPLIES,REPAIRS AND MTN
66,650
51,297
56,100
53,800
6310
PROFESSIONAL SERVICES -GENERAL
914
266
-
300
6314 AUDITING 500 400 - 400
6315 FINANCIAL NON -AUDIT - 550 500 800
6327 SPORTING EVENT OFFICIALS 15,425 1,185 2,000 2,000
• P 2 •
Arena budget 8-16-06.)ds
8//&06
Civic proposed
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004 2005
2006 Department
Code Description
ACTUAL ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6346 POSTAGE
902
307
1,200
1,200
6347 TELEPHONE SERVICE & LINE CHG
3,681
998
2,000
1,500
6348 MATRIX SERVICE & REPAIR
-
319
500
500
6351 PAGER SERVICE FEES
38
-
-
ti 6353 PERSONAL AUTO/PARKING
376
19
400
500
6355 CELLULAR TELEPHONE SERVICE
337
27
600
600
6357 GENERAL ADVERTISING
4,851
6,524
8,000
8,000
6370 GENERAL PRINTING AND BINDING
1,544
440
1,700
1,700
6386 INSURANCE
10,500
6,800
11,000
11,600
6405 ELECTRICITY
64,414
70,523
63,000
66,000
6410 NATURAL GAS SERVICE
61,200
66,262
58,000
65,000
6457 MACHINERY AND EQUIPMENT
2,765
2,836
2,500
2,500
6475 MISCELLANEOUS
139
-
110
100
6476 CONFERENCES AND SCHOOLS
2,098
4,299
3,400
3,300
6477 LOCAL MEETING EXPENSES
209
63
200
200
Page 3
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
6491 BOND PAYMENT -INTEREST
BOND PAYMENT - PRINCIPAL
6492 PAYING AGENT/BOND DESTRCTN FEE
DEBT SERVICE PAYMENTS
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
70,478
CITY OF EAGAN
64,000
60,800
55,000
60,000
60,000
2007 BUDGET
699
374
750
700
Department Budget
126,177
2007
124,750
Object
2004
2005
2006
Department ,
Code Description
ACTUAL
'ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6479
DUES AND SUBSCRIPTIONS
714
212
800
800
6480
LICENSES, PERMITS AND TAXES
25
305
400
400
6487
VISA/MC BANK CHARGES
3,455
3,987
5,000
5,000
6535
OTHER CONTRACTUAL SERVICES
35,986
32,983
12,900
30,000
6539
WASTE REMOVAUSANITATION SERV
3,276
1,724
4,000
4,000
J 6569
MAINTENANCE CONTRACTS
5,090
8,420
5,640
7,000
OTHER SERVICES AND CHARGES
218,439
209,449
183,850
213,400
6491 BOND PAYMENT -INTEREST
BOND PAYMENT - PRINCIPAL
6492 PAYING AGENT/BOND DESTRCTN FEE
DEBT SERVICE PAYMENTS
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
70,478
67,495
64,000
60,800
55,000
60,000
60,000
65,000
699
374
750
700
126,177
127,869
124,750
126,500
38,545
37,456
43,000
23,000
38,545
37,456
43,000
23,000
8/16/2006
• P •
Civic Arena proposed budget 8-16-06.)ds
• 8006
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget 2007
Object 2004 2005 2006 Department
Code Description ACTUAL ACTUAL BUDGET Request
221 -CIVIC ARENA ENTERPRISE
6640 MACHINERY/ EQUIPMENT
6660 OFFICE FURNISHINGS & EQUIPMENT
6670 OTHER EQUIPMENT
TOTAL CAPITAL EQUIPMENT
6,418 6,883 -
6,418 6,883 - -
CAPITAL EQUIPMENT ALLOCATION - 10,000 10,000
RESERVE FOR CAPITAL RENEW & REPLACE 36,000 36,000 36,000 36,000
TOTAL CAPITAL ALLOCATIONS 36,000 36,000 46,000 46,000
TOTAL CIVIC ARENA 851,237 828,210 850,000 881,500
3.7%
Page 5
8/16/2006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget 2007
Object 2004 2005 2006 Department
Code Description ACTUAL ACTUAL BUDGET Request
221 -CIVIC ARENA ENTERPRISE
Reconciliation to financial'statements:
TOTAL CIVIC ARENA EXPENSES (per above)
851,237
828,210
Less:
CAPITALIZED EQUIPMENT/OTHER
-
-
RESERVE FOR CAP R/R
(36,000)
(36,000)
BOND PAYMENT - PRINCIPAL
(55,000)
(60,000)
Plus:
6488 DEPRECIATION
198,617
198,399
6489 AMORTIZATION EXPENSE
250
250
TOTAL EXPENSES959,104
930,859
FINANCIAL STATEMENTS:
OPERATING EXPENSES 690,009 664,965
DEPRECIATION 198,617 198,399
INTEREST EXPENSE 70,478 67,495
TOTAL EXPENSES 9® 930,859
• 2007 Civic Arena Capital Improvements List
Renewal and Replacement
Hot Water Heaters
Replacement Items
None
New_
• Arena Softball
Arena Curtain
0
Total Capital Improvements
Sub=total
Sub -total
Sub -total .
$ . . 6,000
$ 6,000
$ 10,000,
8,000
$ 18,000
$ 24,000
The hot water heaters ($6,000) will be paid for from. the renewal and replacement
account and the new items ($18,000) will be financed from the capital outlay allocation set
up with the 2004 budget and being funded annually at $10,000. The cumulative balance in
that account is carried forward in the unrestricted retained earnings account for
financial reporting purposes.
0
2007 Capital Improvements Descriptions is
Renewal and Replacement
Hot Water Heaters — The hot water heaters in the West Arena need to be
replaced in the very near future. Staff has been working with Harris Services
regarding the replacement and potential upgrade to the system. Based on the
renewal and replacement schedule, the equipment was scheduled for
replacement after 7 years in 2002. There is currently $6,600 in the R&R fund
scheduled to be used for the purchase of new water heaters. The preliminary
research from Harris Services identifies a potential cost of $14,000 and they are
working to determine if this project would be eligible for energy rebates.
Now Items
Arena Softball —. Staff is working with the Arena Softball organization to upgrade
the East Arena for expanded spring use of the indoor turf. Arena softball is a
new sport to Minnesota and Eagan would be the first and only option to try this
extreme sport for players of all ages. Half of the arena will be netted from ceiling •
to the floor to create a caged -in area for arena softball leagues, enlarged batting
cages, and to add protection to the lighting.
Are Curtain — The arena currently rents curtains for the annual ice show and
staff is requesting to purchase them instead. While owning them would expand
the versatility of the ice show, these curtains could be rented to other ice arenas
for events or utilized at the Eagan Community Center in the gymnasium for
events.
•
Al
GRAND TOTAL REPAIR AND REPLACEMENT 733,400 50,355
Removed der City Council ---d- bud" et t _ x _ __..(��00� - _
Total set aside per year since 2002 36,355
CIVIC ARENA EQUIPMENT
REPLACEMENT CHARGES .
West Arena
Useful life (yrs)
Cost Annual
Contribution
Water heaters (2)
7
4,200.00
600
Water heater -concession
20
500
25
Resufacer
15
75,000
5,000
Resurfacer Batteries
5 .
5,000.00
1,000
Resurfacer Charger
5
2,500.00
500
Desicant wheel-dehumid
7
6,500
929
Compressors - 4
10
30,000
3,000
Circulation pumps/motors
10
7,500.00
750
Cooling tower
15
16,000
1,067
Dehumidifier
15
35,000
2,333
Room Furnaces (3)
10
9,600
960
Concession equip
7
7,000
1,000
Floor Scrubber,ice edger, wet vac
0
Skate sharpener
7
7-000
1,000
Rental Skates
6
5,000
8.33
- 2 - j v 1 061000
Roof -
3,000 y
25,997
Total West
184
370,800
n '
JU
East Arena
Water heaters (3)
7
6,300
900
Resurfacer
15
75,000
5,000
Resurfacer batteries
5
5,000
1,000
Resurfacer Charger
5
2,500
500
Desicant wheel-dehumid
7
6,500
929
Compressor (6)
10
36,000
3,600
Circulation pumps/motors
10
71500
750
Cooling Tower
15
16,000
1,067
Dehumidifier
15
35,000
2,333
Room Furnaces (4)
10
12,800
1,280
1100ti00
Total. East
144
362,600
24,359
GRAND TOTAL REPAIR AND REPLACEMENT 733,400 50,355
Removed der City Council ---d- bud" et t _ x _ __..(��00� - _
Total set aside per year since 2002 36,355
2006 Civic Arena Capital Improvements List - Update
Renewal and Replacement
Boiler $ 1.5,000
Sub -total $ 15,000 See below-- to be completed
by 11-1-2006.
Replacement Items
Computer $ 2,000 Completed
Carpet for Community Room 2,000 Change to waxing -carpet not installed.
Multi Plexer 5,000 Completed
Sub -total $ 9,000
New Items
Feasibility and Design Options $ 5,000 In process pending more planning.
Rubber Matting Installations 4,000 Completed
Computer CPU Only 1,000 Completed
Sub -total $ 10,000
Total Capital Improvements -
2006 Budget $ 34,000
Note: The boiler replacement has been incorporated into the improvements resulting
from the energy audit to maximize cost effectiveness of operations. The complete
energy related project and funding sources are as follows:
Total
$ 181083
25,194
33,518
$ 76,795
Li
0
Renewal
and
Retained
Improvement Component
Replace
Earnings
Boiler
$ 15,000
$ 3,083
De -Super Heater
-
25,194
Replace Lighting
-
33,518
Total
$ 15,000
$ 61,795
Total
$ 181083
25,194
33,518
$ 76,795
Li
0
•
•
012006
Eagan Civic Arena
cash balances:
Capital replacement set-aside
6,688
33,438
60,188
90,188
114,857
150,979
207,994
229,580
268,764
280,403
• 304,828
Single sheet of ice
Interest on cap rep] funds
Two sheets of ice
(241)
3,722
6,615
-
.7,547
(19,061)
11,250
(8,066)
7,426
(31,787)
6,226
(17,801)
8,435
(8,803)
Less: Cap replacemt funds used
-
6,688
-
33,438
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
(Budget)
Cash revenues $
132,924 $
383,307 $
421,465
$ 541,588 $
612,600 $
666,126
$ 712,429
564,762
$ 833,398
550,667
$ 745,737 $
580,459
873,444 $
690,009
866,365
664,965
$850,000
679,250
Cash expenses
134,477
313,787
302,531
373,083
439,474
521,210
37,718
Net cash profit
(1,553)
69,520
118,934
168,505
173,126
144,916
147,667
282,731
165,278
183,435
201,400
170,750
Less other outlays:
Debt service principa�nterest
-
-
-
-
(167,648)
(124,575)
(127,460)
(125,185)
(127,979)
( ,048)
(1 ,142)
(1,750)
Capital expenditures (no set-aside)
$ 155
(11,295)
(9,001)
(10,107)
(8,21.9)
(93,436)
(32,400)
(20,713)
(50,400)
(4,788)
(33,100)
(369)
(36,000)
(44,553)
(44
(36,000)
(3,699)
(3
(36,000)
(1100,000)
(36,000)
Capital replacement set-aside
(6,688)
(26,750)
(26,750)
(30,000)
(35,000)
Excess revenues
(8,241)
31,475
83,183
128,398
(37,741)
(105,495)
(50,906)
119,658
930
(22,166)
34,559
-
Carryforward from prior year
-
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
Cumulative excess revenues
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
SCumulative
cash balances:
Capital replacement set-aside
6,688
33,438
60,188
90,188
114,857
150,979
207,994
229,580
268,764
280,403
• 304,828
340,460
7,500
Interest on cap rep] funds
(241)
3,722
6,615
-
.7,547
(19,061)
11,250
(8,066)
7,426
(31,787)
6,226
(17,801)
8,435
(8,803)
Less: Cap replacemt funds used
-
6,688
-
33,438
-
60,188
(10,090)
79,857
-
118,579
157,594
196,480
232,764
244,403
268,828
304,460
347,960
Net Cap Replacemt cash
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
Excess revenues
-
-
-
-
14,338
9,363
(8,035)
(191)
1,323
-
Other
-
-
37,718
Change in Deferred Revenue
Total cash bal per financial statements
(1,553)
56,672
166,605
314,672
315,653
249,173
251,491
402,458
397,629
407,732
517,155
521,614
Prime ice time hourly rate: $
120 $
125
$ 125
$ 130
$ 135 $
135
$ 135
$ 140
$ 145
$ 150
$ 155
$ 155
Non-profts:
$ 155
Eastview Athl Assn:
$ 157
ISD 196 HS:
$ 165
• Agenda Information Memo
August 23, 2006, Special Eagan City Council Meeting
V. 2007 PROPOSED TAX LEVY AND GENERAL FUND OPERATING BUDGET
DIRECTION TO BE CONSIDERED:
• To provide direction regarding the 2007 proposed tax levy, which will be placed
on the September 5, 2006, regular City Council meeting agenda for approval and
certification to Dakota County.
• To provide public policy direction to the City Administrator regarding any
questions and/or revisions to the proposed 2007 General. Fund Operating
Budget.
FACTS:
• Preparation of the 2007 preliminary General Fund budget began this past April,
with departments each submitting budget requests in June.
• Since that time, the budget team—City Administrator Hedges, Director of
Administrative Services VanOverbeke, Chief Financial Officer Pepper, and
. Assistant to the City Administrator Miller—have met with each of the
departments to finalize the City Administrator's recommended budget.
• The general narrative is laid out in a fashion similar to previous years. The
individual department budgets are presented in a revised manner incorporating
additional information helping to begin the process of enhancing the budget to
become a better and more comprehensive planning, policy, and communications
tool. ' .
• The department directors will be present at the meeting to respond to any
questions the City Council may have about the proposed budget.
• The City must certify a proposed tax levy to the County Auditor, adopt a
proposed budget, and select dates for the initial and continuation truth in taxation
hearings no later than September 15. Formal City Council action to comply with
those requirements is currently scheduled for the September 5, 2006 regular City
Council meeting. Material prepared for that meeting will incorporate direction
received at this workshop as well as at the August 29 workshop.
ATTACHMENTS:
• Enclosed on the following pages is the proposed 2007 tax levy and General
Fund Operating Budget information. (As an FYI, numbers 104 through 107 were
not used in the page numbering; there is nothing missing.)
i
•
c]
•
4 City of Ea an
www.c4ofeagamcom
2007
Proposed Tax Levy
and
General Fund
Operating Budget
Proposed 2007 General Fund Budget
Table of Contents
Page
Introductory Narrative .......................................
.......... 2-21
Comparison of Market Value and Tax Capacity ...................................... :....................
7
Comparison of Tax Levy for Operations & Tax Capacity Rates ..................................
8
Allocation of 2006 & 2007 Property Tax Levies...........................................................
9
Comparison of Levy for. Debt Service & Market Value Ref Rates..............................10
Comparative Expenditures by Department by Type ................................................... 29
Tax Impact of Market Value Referendum Debt Service Levy....................................10
Comparison of Total Levy................................................:.........................................10
Comparison of State TnT Hearing Requirement........................................................11
Eagan Property Tax Impact – History ........................................................................12
Mayor& Council...........................................:............................................................. 34
Tax Impact of Average Eagan House Value..............................................................12
Administration............................................................................................................. 38
Tax Impact of Levy Reductions/Increases.................................................................13
Administrative Services—Information Technologies..................................................42
Comparison of 2006 & 2007 Expenditure Allocations................................................14
Administrative Services—City Clerk.:......................................................................... 46
Breakdown of Proposed 2007 Personnel Changes...................................................15
Administrative Services—Finance.............................................................................. 50
General Fund Explanation of Increases.....................................................................17
Legal........................................................................................................................... 54
Tables of Supplementary Sources and Uses..............................................:..............18
Community Development—Planning/Economic Development .................................. 56
General Fund Fund Balance Table.....:......................................................................
20
Truth -in -Taxation Hearing Dates......:.........................................................................
20
PublicPolicy Issues....................................................................................................
21
Per Capita Expenditure Comparison............................................................................ 22
City Property Tax Comparison...:......................................:........................................... 23
Comparative Summary of Revenues .................... ...................... 24
..................................
Detail of Revenue Estimates by Line Item ...... :............................................................. 25
Comparative Summary of Expenditures...................................................................... 28
Comparative Expenditures by Department by Type ................................................... 29
Department Narratives & Detail Line -Item Budgets ............................................. 33-139
Mayor& Council...........................................:............................................................. 34
Administration............................................................................................................. 38
Administrative Services—Information Technologies..................................................42
Administrative Services—City Clerk.:......................................................................... 46
Administrative Services—Finance.............................................................................. 50
Legal........................................................................................................................... 54
Community Development—Planning/Economic Development .................................. 56
Community Development—Protective Inspections.....................:............................... 60
Communications......................................................................................................... 64
Administrative Services—Human Resources............................................................ 70
Police—Administration............................................................................................... 74
Police—Patrol ............................................................................................................. 80
........................................:...................................................
Police—Investigations ...:84
Police—Support Services........................................................................................... 88
Fire—Administration.................:................................................................................. 92
Fire—Inspections/Prevention.....................................................................................
98
Fire—Operations......................................................................................................100
Fire—Support...........................................................................................................102
Public Works/Engineering..................................................:.....................................
108
Streets& Highways.............................................:....................................................112
Central Services Maintenance..................:..............................................................116
Parks & Recreation—Recreation/Administration .....................................................120
Parks & Recreation—Parks..............................................:.......................................126
Tree Conservation....................................................................................................130
Building Maintenance...........................:...................................................................136
MEMO
city of eagan
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 18, 2006
SUBJECT: PAYABLE 2007 PROPERTY TAX LEVY, PRELIMINARY
GENERAL FUND OPERATING BUDGET AND BUDGET
INFORMATION
Introduction
This proposed budget presents the City Council with an opportunity to continue
providing the current level of services while resulting in a reduction in property.taxes
even after accounting for reasonable inflation on property values. If desired, it also
provides an opportunity to.begin providing replacement revenues for franchise fees and
to enhance funding for the Major Street Fund. The following highlights explained in
more detail in the complete narrative provide a summary of relevant facts:
➢ The payable 2007 tax levy for operations included in the proposed budget is at
the same dollar amount as the payable 2006 levy. The combined levy including
the levy for the Community Center Debt Service is slightly less than payable
2006 and means"that a Truth in Taxation (TnT) Hearing is not legally required for
the second consecutive year. The City Council may wish to consider levying
some or all of the amount available under the state threshold to enhance the
Major Street Fund or some similar infrastructure need.
➢ The estimated City tax capacity rate for payable 2007 is currently 9.0% lower
than the final payable 2006 rate.
➢ The estimated market value rate for payable 2007 is 8.1 % lower than the final
payable 2006 rate (applies only to the debt service for the Community Center).
➢ After providing for a 5.2% inflationary increase in the market value of the
average valued house in Eagan as determined by the County Assessor
(increasing from $264,281 to $278,021), there is a 3.5% decrease in overall City
taxes for payable 2007 (decreasing from $709 to $684) on that sample property.
➢ As is always,the case, and especially with a $25 million budget, there are
significant fluctuations in required appropriations and/or revenue estimates from
year to year that cause anomalies in percentage calculations in certain areas, in
certain departmental budgets or even in the total budget. The 2007 budget
includes a number of those types of items with an extraordinary fuel cost
increase coming in, the biannual election judge wages out, the biannual
community survey in,. State payment of the Market Value Homestead Credit
(MVHC) in, and accounting. modifications.in both directions to highlight a few
examples. The percentage fluctuations are even more dramatic in smaller
departments with lower expenditure bases.
➢ In an "apples to apples" comparison the proposed 2007 budget is increased by
4.4% over the approved 2006 budget. Due to the combination of the above
mentioned anomalies along with numerous other modifications the overall
2
summary shows an increase for 2007 of 5.6%. Again, due to the various
anomalies and modifications individual department changes vary from a •
decrease of 22.3% (City Clerk with no election judge wages and a small base) to
an increase of 26.5% (Fire after moving certain personnel costs in from
Protective Inspections). While remaining sensitive to these variations, staff has
attempted to frame the basic public policy matters for consideration at the more
macro policy level through out the narrative and through out the entire budget.
➢ Budgets and taxes typically create challenges for staff and elected officials alike
and this budget is no different; however, this proposed budget builds on past .
successes, maintains the desired level of services, and allows for reasonable
options for today and into the future.
Meeting Purpose
The City is required to certify a proposed payable 2007 property tax levy to the County
Treasurer -Auditor on or before September 15, 2006.
The primary purpose of the, August 22 Special City Council meeting is to review the
proposed property tax levy, the preliminary 2007 General Fund operating budget, and to
provide direction to staff. Any modifications to the proposed levy as directed by the City
Council will then be made in preparation for the September 5 regular City Council
meeting, at which time the preliminary levy can be adopted in official action. The
required material will then be forwarded to the County in time to comply with the
September 15 deadline. Modifications to the preliminary 2007 budget as directed by the
City Council can continue beyond that date in preparation. for the TnT hearing to be
scheduled for a date in November/December and before final•budget approval.
In a subseq uent section of this memo possible dates for the City's TnT hearing are •
delineated for City Council consideration. It has been the City's practice to hold the TnT
hearing in late November or early December, followed by a second meeting in
December to adopt the budget. The TnT hearing and the adoption of the budget are
required to take place. at separate meetings. Although, since the combined levy is
slightly less than the payable 2006 levy and significantly less than the State threshold, a
TnT Hearing is not legally required. In the interest of inviting community participation
into the budget process it has been the City's past practice to follow all procedures in
noticing and holding the hearing as if it is a legal requirement.
The final property tax levy that is due at the County no later than December 28, 2006
can be decreased but cannot be increased from the preliminary certification. To the
extent that it does not require an increase to the overall tax levy, the budget can be
changed at any time throughout the process.
Background
In early April staff began the 2007 budget process with Department Director's proposals
due to the City Administrator on June 16, 2006. The City Administrator and budget
team have met with Directors in preparing the City Administrator's recommended budget
that is now being presented for consideration by the City Council. This budget cycle is
incorporating the beginning steps of a process of enhancing the budget to become a
better and more comprehensive planning, policy, and communications tool. The desired
enhancements are consistent with recommendations of the Government Finance
Officers Association and are generally accepted by practitioners and governments as
appropriate objectives. While the old budget process and book have served the City
well for years, it is important to take the document to the next level.
When reviewing individual department budgets please note that staff has not been able
to complete the necessary work on refining the Performance Indicators and the Work
Plans for this budget draft. They are currently included in each department budget, but
Will be refined and improved upon for the published budget and in future years.
Even though there was no financial assistance provided, since the State Legislature has
completed its work, some of the uncertainty associated with previous year's budgeting is
eliminated for at least this one cycle. For the last couple of years the budget has been
prepared without the benefit of knowing whether or not the State would- provide funding
of the MVHC and whether or not formal'levy limits or any other types of limitations on
local control would be implemented. This budget incorporates the expectation that the
State will pay the MVHC to the City per current statute and the City's levy has been
allocated accordingly.
As a starting point and consistent with past practice, Directors were instructed to target
an inflationary 3% increase or less in each department. In addition they were asked to
clearly outline resource requirements to maintain the current level of service and rto
adjust for budgetary items that fluctuate from year to year. Depending on impacts
remaining from adoption of the 2006 budget, other service delivery challenges, and
unique circumstances within departments, the 3% goal is clearly not realistic in all
departments. It also has proven to be problematic and perhaps unreasonable across
the entire budget, if a constant level of services is desired. However, the City
Administrator's recommended budget has again been prepared keeping in mind the City
Council's continuing financial goal including the objectives to:
➢ Streamline City operations and staffing to reduce City costs and improve
efficiencies and output.
➢ Research the impacts of the possible reduction in non-essential services
currently provided within the City's annual budget.
The following general observations again help provide background to implementation of
these goals and to this budget preparation cycle and its unique challenges:
➢ . The City of Eagan has historically been a relatively low service delivery City
committed to limited government.
➢ Numerous services that other communities are evaluating and considering
eliminating as part of limiting the role of local government are not.provided in
Eagan.
➢ During Eagan's years of rapid growth, the allocation of limited resources was
balanced between providing services to the development community and to
current residents and new residents moving into the City.
➢ At the same time, the commitment to low property taxes and an aggressive
approach to user fees was continued and strengthened.
➢ The combination of rapid development, gradual. provision of desired, albeit
limited, services and relatively low property taxes forced a healthy emphasis on
creating efficiencies, a wise and limited selection of services and low
cost/efficient service delivery.
Gl
W
The process also drove limited resources to higher priority, essential services
and at the same time limited development of non-essential services.
➢ Sound operational budget management by the City Councils and staff
consistently helped to generate efficiencies through the delivery of expected
services resulting in very high citizen satisfaction in the City.
Citizen Opinions/Continuing Reform
The proposed 2006 budget provides for continuation of services at a level that has
been satisfactory to the citizens of Eagan. This preliminary budget continues to be
responsive to today's circumstances while providing for the highest priority; desired
services in the most cost efficient manner possible. City staff continues to work to
deliver a balanced budget that provides the services that citizens desire and are willing
to pay for at the lowest .possible cost, financed by revenues, including property taxes
that are fairly collected and consistently allocated to the highest priority services.
Given the size and complexity of the General Fund Budget, the inter -relationships with
other funds, and diverse perspectives about services, costs, and program value, it can
become an overwhelming task to formulate an appropriate and efficient budgeting
process much less to formulate the budget itself. The logical and foundational
questions in budgeting are "what do we do, how much does it cost to do it, and are the
results worthwhile?" According to the 2005 community -wide survey, citizens find great
value in the services Eagan provides as demonstrated in the following results:
A "comparatively high" 83% of residents polled rate the value of City services as
excellent or good. This is up 6 percentage points from the 2002 City Survey.
➢ A very large 84% rated City services in Eagan as excellent or good in
comparison to their previous city of residence. The mean positive rating for all
City services is 87.3%, well within the top five ranked communities in the
Metropolitan area.
➢ 56% rated their City taxes as about average or somewhat low. Only 4% said
they were very high.
➢ Of 11 City services rated (from police protection to snow plowing and park
maintenance) every service was rated excellent or good by 4 or more of every 5
residents who had opinions and was rated higher than our neighboring cities.
➢ 95% rate their quality of life as excellent or good.
➢ Nearly 1 out of 4 residents polled could not think of a serious issue facing the
City. Of the issues raised, only 3 (growth, traffic, and airplane noise) garnered
double-digit responses (19%, 14%, and 13% respectively.)
➢ By a 20 -point margin (54% to 34%) residents favored an increase in City
property taxes in order to maintain City services at their current level. Even,
among those who opposed a tax hike, nearly 30% could not name any. portion of
the budget they would cut.
➢ Of the citizens who have had interaction with City staff, ,79% rate City staff
positively, placing Eagan within the top dec'ile of suburban communities. The
job approval rating of staff is up 19% from 2002 and among the highest in the
metro.
➢ The approval rating for the City Council has increased 22% since the 2002 study.
The almost 10 to 1 approval rating of the City Council is at the top of the
Metropolitan area suburbs.
W
•
While rated highly in the past by its residents, the City of. Eagan in this survey now ranks
among the top four cities in terms of citizen satisfaction — together with Minnetonka,
Woodbury, and Shoreview. In general, Eagan compares very favorably -meaning a
higher percentage of approval -to our neighboring cities and to Dakota County in ratings
for Quality of Life and in the willingness to consider tax increases, if necessary, to
maintain the current level of services.
Independent analysis also ranks Eagan highly:
➢ Not only did the Met Council find Eagan to be the number one job producer in
the Twin Cities in its most recent study from 2000-2004, but MONEY magazine
July 2006 named Eagan to be among the top 12 best places in America to live.
➢ Starting with cities with 50,000 or more population, the magazine conducted.
months of research on everything from incomes to taxes, parks to transportation,
with the goal of identifying those "small livable cities that had the best possible
blend of good jobs, low crime, quality schools, plenty of open space, rational
home prices and lots to do."
Eagan was found to have higher than average median household incomes and
education and more miles of walking trails than even the #1 city selected (Fort
Collins, CO). These best places "offer a quality of life that is hard to find," and
the people who live there, said MONEY magazine, °couldn't agree more.
Given this citizen survey information and the various options, the City Council through
the public policy process is able to decide the. appropriate reforms and/or changes by
enhancing revenues, modifying service delivery or implementing some combination of
the choices. In continuing challenging economic times such as today's the budget
question obviously becomes even more important and responses more challenging than
ever.
The City Administrator has prepared this document as a. preliminary 2007 General Fund
Budget incorporating City Council direction, as referenced in the individual department
narratives. The preliminary budget is a starting point for City Council consideration and
is not presented as a finished product. Importantly, it is balanced and will continue to
provide changes to operations in the spirit of reform as well as a continuation of services
expected and rated highly by the citizens. It allows for a reasonable continuation of
services in 2007 and maintains options for future years. To that end, also included in
this budget narrative is information that will allow the City Council to make changes and
adjustments to the preliminary budget through the deliberative'process.
G
Benchmarks
While it is not always complete information and must be used carefully, it can be helpful
to show comparisons with similar cities to provide benchmarks on efficiency and
productivity. The following attachments may also be useful in making comparisons and
in helping to understand Eagan's financial position and budgeting options:
• Enclosed on page 2-2o is. a copy of the recently released State Auditor's .
Report for 2004 expenditures showing Eagan's per capita spending lowest,
relative to other cities with 50,000 or more residents.
Enclosed on page 23 is a copy of local payable 2006 property taxes of
selected other metro cities as well as a number of Dakota County cities. Eagan
has significantly lower local property taxes than average in the metro area and
the lowest local property taxes compared to any of our neighboring cities except
Mendota Heights.
City Market Value and Tax Capacity
Based on the preliminary information received from. Dakota County the City will see an
increase in overall market value of 8.5% from $7,025,353,800 for payable 2006 to
$7,620,484,300 for payable 2007. The City will also see a net tax capacity increase of
9.3% from $74,524,899 to $81,429,731. The net tax capacity calculation is affected by
the fiscal disparities contribution and the tax increment tax capacity being factored into
the base tax capacity. This information is demonstrated in the following table.
COMPARISON OF MARKET VALUE AND TAX CAPACITY
Approximately 19% ($111,184,100)' of the increase in overall market value results from
new construction with the balance generated through inflation.
C
7
Final
Preliminary
Change
2006
2007
Amount
Per Cent
Market Value
$ 7,025,353,800
$ . 7,620,484,300
$ 595,130,500
8.5%
Tax Capacity
$ 85,160,030
$ 93,150,301
$ 7,990,271
9.4%
Fiscal Disparities
(10,064,239)
(10,735,570)
(671,331)
6.7%
Tax Increment Value
(570,892)
(985,000)
(414,108) .
72.5%
Net Local Tax Cap
$ 74,524,899
$ 81;429,731
$ 6,904,832
9.3%
Approximately 19% ($111,184,100)' of the increase in overall market value results from
new construction with the balance generated through inflation.
C
7
Tax Capacity Property Tax Levy
The City is not receiving any Local Government Aid in 2006 and that will not change for
2007 per the recent State certification. State Statutes sunset levy limits for taxes
payable in 2005 so there is no State mandated property tax levy limit on the City to be
considered in this budget.
The property tax component of the City's proposed certified levy for operations included
in the proposed budget is $21,557,307 for payable 2007 or the same as payable 2006.
This information is demonstrated in the following tables:
COMPARISON OF TAX LEVY FOR OPERATIONS & TAX CAPACITY RATES
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy $ 21,557,307 $ 21,557,307 $ - 0.0%
F D Distrib (1,656,452) (1,761,253) (104,801) 6.3%
Net Local Levy
Tax Cap Rate -City:
•
$ 19,900,855 $ 19,796,054 $ (104,801) -0.5%
$ 19,900,855
$ 74,524,899
$ 19,796,054
$ 81,429,731
0.26704 0.24311 (0.02393)
8
Tax related resources available to the City to appropriate in the budgets to provide
services are $20,403,745 (all taxes) and $21,557,307 ($20,607,207 taxes and $950,100
MVHC) for the years 2006 and 2007 respectively. The property tax resources for the
two years are allocated as follows:
Final Allocation of 2006 Property Tax Levy
The proposed 2007 payable levies for the General Facilities Renewal and Replacement
Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all
increased by 5.0% over the actual 2006 payable levies, while the General Fund levy is
increasing by 4.6%. An additional tax levy is proposed to begin replacement funding for
Cable TV Franchise Fees as Federal action continues to threaten that revenue source.
This levy would begin theprocess of funding the City's communications budget from
General Fund Revenues rather than 100% from Franchise Fees. The proposed levy
allocation assumes the State will pay MVHC in 2007 per existing law, consequently
there is no replacement levy included as. a funding source in the 2007 budget.
C
E
Net
(Not Budgeted)
Budgeted
Property
MVHC
Amount of
Taxes
2006 Budget
Tax Revenue
General Fund
$18,225,400
$ -
$ 18,225,400
General .Facilities R & R
127,629
-
127,629
Equipment Revolving Fund
. 862,324
-
862,324.
Major St Const Fund
1,188,392
-
1,188,392
Mkt Value Homestead Credit
1,153,562
1,153,562
-
Totals
$ 21,557,307
$ 1,153,562
$ 20,403,745
Preliminary Allocation of 2007 Property Tax Levy
Net
Preliminary
Budgeted
Amount of
MVHC
Amount of
General Fund
Taxes
2007 Prelim.
* $ 840,353
Tax Revenue
$ 18,226,847
$19,067,200
General Facilities R & R
134,010
** 5,906
128,104
Equipment Revolving Fund
905,440
** 39,906
865,535
Major St Const Fund
1,247,812
** 54,995
1,192,817
Communications
202,845
*** 8;940
193,905
Totals
$ 21,557,307
$ 950,100
$ 20,607,207
* $ 841,800 or 4.6% Increase
** 5% Increase
*** New
The proposed 2007 payable levies for the General Facilities Renewal and Replacement
Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all
increased by 5.0% over the actual 2006 payable levies, while the General Fund levy is
increasing by 4.6%. An additional tax levy is proposed to begin replacement funding for
Cable TV Franchise Fees as Federal action continues to threaten that revenue source.
This levy would begin theprocess of funding the City's communications budget from
General Fund Revenues rather than 100% from Franchise Fees. The proposed levy
allocation assumes the State will pay MVHC in 2007 per existing law, consequently
there is no replacement levy included as. a funding source in the 2007 budget.
C
E
. Market Value Property Tax Levy (Community Center Debt Service)
The City's proposed certified levy for. debt service based on referendum market value is
$1,198,523 for payable 2007 compared to $1,202,093 for payable 2006. That is a
decrease of $3,570 or 0.3% from payable 2006 to payable 2007. The resulting market
value referendum rate is reduced by 8.1% from 0.0001712 to 0.0001573.
COMPARISON OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES
Final Preliminary Change
2006 2007 Amount Per Cent
Ref Mkt Value $ 7;024,052,900 $ 7,619,162,400 $ 595,109,500 8.5%
Debt Service Levy $ 1,202,093 $ 1,198,523 $ (3,570) -0.3%
Mkt Value Ref Rate 0.0001712 0.0061573 (0.0000139) -8.1
The following table illustrates the impact of the market value referendum debt service
levy (Eagan Community Center) for average value property for payable 2006 and 2007:
Total Levy
The following table illustrates the total proposed levy (excluding the Cedarvale Special
Services District) for payable 2007 compared to the total levy for payable 2006.
COMPARISON OF TOTAL LEVY
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy
Debt Service Levy
Total
$ 21,557,307 $
21,557,307 $ - 0.0%
1,202,093 1,198,523 (3,570) -0.3%
$ 22,759,400 $ 22,755,830 $ (3,570) -0.02%
State TnT Hearing Requirement
According to the State's calculation, a total levy up to.$24,223,450 is permissible before
a TnT Hearing is legally required. The calculation allows for an inflationary adjustment
in the levy of 6.4% that is not incorporated into the proposed payable 2007 levy as
presented. Eagan is $1,464,620 under that threshold after allowing for inclusion of a
$3,000 Cedarvale Special Services District levy. This is the second consecutive year in
which a TnT hearing has not been legally required.
10
Average
Annual
Payable
Market
Rate
Tax
Year
Value
Per $1,000
Amount
2006
$ 264,281
0.1712
$ 45.24
2007
278,021
0.1573
43.73
Total Levy
The following table illustrates the total proposed levy (excluding the Cedarvale Special
Services District) for payable 2007 compared to the total levy for payable 2006.
COMPARISON OF TOTAL LEVY
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy
Debt Service Levy
Total
$ 21,557,307 $
21,557,307 $ - 0.0%
1,202,093 1,198,523 (3,570) -0.3%
$ 22,759,400 $ 22,755,830 $ (3,570) -0.02%
State TnT Hearing Requirement
According to the State's calculation, a total levy up to.$24,223,450 is permissible before
a TnT Hearing is legally required. The calculation allows for an inflationary adjustment
in the levy of 6.4% that is not incorporated into the proposed payable 2007 levy as
presented. Eagan is $1,464,620 under that threshold after allowing for inclusion of a
$3,000 Cedarvale Special Services District levy. This is the second consecutive year in
which a TnT hearing has not been legally required.
10
Some or all of that levy capacity could be used to enhance the Major Street Fund levy or .
any other levy as determined by the City Council. It would probably not be appropriate
to direct any of the additional capacity to operations and that is not necessary as the
current proposed budget is balanced as presented, unless the City Council desired an
increased level of services. The following table demonstrates the calculations:
COMPARISON TO STATE TnT HEARING REQUIREMENT
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy $ 21,557,307 $ 21,557,307 $ - 0.0%
Debt Service Levy 1,202,093 1,198,523 (3,570), -0.3%
Subtotal. $ 22,759,400 $ 22,755,830 $ (3,570) -0.020/6
Cedarvale Sp Service 3,000 3,000 - 0.0%
Total $ 22,762,400 $ 22,758,830 $ (3,570) -0.02%
State Threshold 24,223,450
Available $ 1,464,620
Total City Property Tax Capacity Rates/Property Tax Impact
In summary, based on the above referenced levies and current estimates for taxable
market :value, tax capacity, fiscal disparities and tax increment values the payable 2007
tax capacity rate calculates to .24311 compared to .26704 for payable 2006, a decrease
of 9.0%. The market value referendum rate for the Community Center bonds debt
service calculates to .0001573 for payable 2007 compared to .0001712 for payable
.2006, a decrease of 8.1 %.
11
•
The following. table of property tax history illustrates the estimated impact of the total
proposed levy for payable 2007 taxes and compares the rates and impacts to historical
tax rates and impacts for the years 2003 through 2006 on various market value
residential properties. Distribution of the MVHC for 2007 is based on consistent levies
from other taxing' jurisdictions; any change in relative levies will impact the final credit
distribution.
Eagan Property Tax History
City Taxes Only
Projected
2003 2004 2005 2006 2007
Tax Capacity Rate 0.29912 0.28702 0.28186 0.26704 0.24311
Market Value Rate 0.0001986 0.0001874 0.000189 0.0001712 0.0001573
Market Value
150,000 $ 404 $ 383 $ 375 $ 352 $ 319
180,000 508 483 474 446 404
200,000 578 550 540 508 461
225,000 664 637 622 586 433
264,281 Pay 2006 Average Eagan House Mkt Value
278,021 Pay 2007 Average Eagan House Mkt Value MEN=
300,000 925 885 869 820 746
The following table illustrates the impact of these rates on the property taxes on an
average market value property ($264,281) for payable 2006 compared to an average
market value property ($278,021) for payable 2007 thereby adjusting for inflation on
property values.
City Portion of Taxes on an Average Market Value House in Eagan
2006 Value: $ 264,281 2006 City Tax: $ 709
2007 Value: 278,021 2007 City Tax: 684
Increase 5.2% Decrease -3.5%
Figures Include Community Center Debt Service Levy
12
Impact on Property Taxes Resulting From a Reduced Levy
The following table illustrates the impact on an average market value property,
($278,021) for payable 2007 resulting from reductions of various amounts in the overall
tax levy. The reductions would result from a decision to levy at an amount less than the
proposed dollar amount. The reductions amount to approximately $3 to $4 on an
annual basis for each $100,000 that the levy is reduced.
Impact of Reductions in Tax Levy on Average Market Value House
City Tax
Tax
Proposed
Amount
At Proposed
Capacity
Levy
Adjusted
of
Levy
Rate
Minus...
City Tax
Reduction
$ 278,021 Market Value $ 684
0.24311
0.24188.
'$100,000
$ 680
$ 4
0.24065
200,000
677
7
0.23942
300,000
674
10
0.23819
400,000
671
13
0.23697
500,000
667
17
2006 Payble taxes on same house
0.23574
600,000
664
20
valued at $264,281 was $709 with
0.23451
700,000
661
23
tax capacity rate of .26704.
0.23328
800,000
657
27
Impact on Property Taxes Resulting From an Increased Levy
The following table illustrates the impact on an average market value property
($278,021) for payable 2007 resulting from increases of various amounts in the overall
tax levy. The increases would result from a decision to levy at a higher dollar amount.
The increases amount to approximately $3 to $4 on an annual basis for each $100,000
that the levy is increased.
Impact of Increases in Tax Levy on Average Market Value House
City Tax
Tax
Proposed
Amount
At Proposed
Capacity
Levy
Adjusted
of
Levy
Rate
Plus...
City Tax .
Increase
$ 278,021 Market Value $ 684
0.24311
0.24433
$100,000
$ 687
$ 3
0.24556
200,000
690
6
0.24679
300,000
694
10
0.24802
400,000
697
13
0.24925
5001000
700
16
2006 Payble taxes on same house
0.25047
600,000
703
19
valued at $264,281 was $709 with
0.25170
700,000
707
23,
tax capacity rate of .26704.
0.25293
800,000
710
26.
•
13
•
General Fund Revenue Estimates
The preliminary 2007 budget as presented is balanced based on a continuation of the
City's established budgeting practices; namely, revenues are budgeted conservatively,
but realistically. There are no significantr increases to user fees for 2007. There is a
reduction in the transfers from utilities for operation of the Central Services as some
personnel costs are now charged directly to the Utility Funds. As always, there are an
infinite number of possible revenue combinations that could be used to balance the
preliminary budget at the preliminary budget level or at an increased level to maintain or
even enhance service delivery in program areas as determined by the City Council.
The financing of the City's General Fund operations remains heavily reliant on the
property tax,related revenues as 71 % of the estimated. 2007 revenue is from that
source. This percentage reflects Eagan's situation with little reliance on any State .
revenue sources to finance General Fund operations. The estimate for MVHC for the
General Fund is $840,353 or 3.3% of the total budget. With current State law providing
for the payment of MVHC in the City's 2007 fiscal year that revenue source is included
in the proposed 2007 budget. Any State response to potential revenue shortfalls in its
budget would likely include non payment of the •MVHC and would create a revenue
shortfall for Eagan.and other cities similarly treated.
Enclosed on page 24' is a copy of the Comparative Summaryof Revenues.
Enclosed on pages 25 through 21 • is a copy of the Revenues By Line Item.
General Fund Expenditure Appropriations
The appropriations in the 2007 preliminarybudget including the extraordinary increases
like motor fuels and the accounting changes total $25,354,200 which is a 5.6% increase
from the 2006 budget total of $24,017,500 including a minimal contingency in both
years. Factoring out the extraordinary increase and accounting changes the proposed
General Fund budget reflects a modest 4.4% increase providing for a constant level of
services.
Outlined in the following table are the proposed 2007 expenditure allocations compared
to the -2006 budget; with allocations summarized by major classifications.
Expenditure Summary by Major Classifications
% of % of Change
% of Total
2006 Total 2007 Total Dollar %
Increase
Personal Services* $18,432,000 76.7% $18,467,000 72.8% $ 35,000 0.2%
2.6%
Parts and Supplies 1,399,900 5.8% 1,656,400 6.5% 256,500 18.3%
19.2%
Services and Other Charges 3,867,300 16.1% 4,926,400 19.4% 1,059,100. 27.4%
79.2%
Capital Outlay 272,400 1.1% 233,600 0.9% (38,800) -14.2%
-2.9%
Merchandise for Resale 19,000 0.1% 30,800 0.1% 11,800 62.1%.
0.9%
Contingency 26,900 0.1% 40,000 0.2% 13,100 48.7%
1.0%
TOTAL $24,017,500 100.0% $25,354,200 100.0% $1,3361700 '5.6%
100.0%
* The 2006 to 2007 comparison is complicated by the fact that in this table personnel
costs for dispatchers are included in the 2006 Personal Services account while the
similar costs for 2007 are included in the Services and Other Charges account as a
payment to the DCC.
14
As is well known, in our service-oriented role as local government, labor is our primary commodity, and •
thus consistently drives approximately three-quarters of the City's annual budget. Changes to the
overall 2007 personnel budget for existing and proposed personnel compared to the 2006
personnel budget appropriation are further illustrated in the following table.
2007 Budget
General Fund
Proposed Personnel Changes
Increase
2006 2007 % of Total
Budget * Proposed Amount % Increase
Existing Personnel
.Regular Employees
Salaries/wages
PERA
FICA
Health/Life/LTD Insurance
Worker's Compensation
Volunteer Firefighters compensation
Fire Relief Association (pension)
Subtotal- Existing Personnel
New Positions
Finance - Accountant II from .75 to FT
Recreation -Clerical III
Subtotal - New Positions
Position Reductions
Administration,- Asst. to City Admin. (From FT to .8)
Subtotal - Deleted Positions
Temporary/Seasonal
Administration (Intern)
City Clerk (Elections)
Comm Devel (Planning Intern)
Communications (Seasonal Intem) .
Pub Wks/Engineering (Seasonal Intern)
Pub Wks/Streets (Temp/Seasonal)
Central Svcs Maint. (Temp/Seasonal)
Parks/Recreation (Temporary/Seasonal)
Tree Conservation (Temporary/Seasonal)
Subtotal - Temporary/Seasonal
Total Personnel
$12,590,600 $13,116,900 $ 526,300 4.2%
991,800
1,120,600
128,800
13.0%
623,400
648,100
.24,700
4.0%
1,630,900
1,789,700
158,800
' 9.7%
366,900
400,600
33,700
9.2%
385,000
381,500
(3,500)
-0.9%
31,900
144,600
112,700
353.3%
16,620,500.
17;602,000
981,500
5.9%
101.1%.
20,300
49,100
69,400
69,400
7.1°0
(16,000)
(16,000)
(16,000)
17,1'00 .
-
(17,100)
-1.8%
68,200
-
(68,200)
-7.0%
7,400
13,600
6,200
0.6%
-
3,900
3,900
0.4%
19,400
15,400
(4,000)
-0.4%
21,000
26,100
5,100
0.5%
18,400
16400
(2,000)
-0.2%
629,300
635,800
6,500
0.7%
94,400
100,400
6,000
0.6%
875,200
811,600
(63,600
-7.3%
-6.5%
$17,495,700 $18,467,000 $ 971,300 5.6% 100.0%
To make 2006 figures comparable to 2007, Police dispatch staff and Utilities Superintendent have been excluded
from 2006 figures.
** Employer PERA contribution rates mandated by the State increased from 6.00% to 6.25% for Coordinated Plan, and
from 10.5% to 11.7% for Police/Fire.
1.5
• As noted in the table, the City Administrator's recommended preliminary budget includes
appropriations for one (1) additional position, and an increase from .75 to 1.0 for one (1)
position along with the reduction from 1.0 to .80 for a second position: Implementation
of these changes results in a net increase in FTE's of 1.05 in the total personnel
compliment. Detailed information about each position is included in the department
narratives that follow this introductory, memo. Numerous other changes reflected in
Temporary/Seasonal net to a $63,600 reduction. The increase in wages and salaries
reflects the cost of living and step increases per labor agreements.
•
The scenario as presented in the preliminary budget decreases the percentage of the
budget dedicated to personal services slightly from 76.7% to 72.8%. Even with the
reduction the allocation continues to reflect the intensity of personnel costs to deliver
local government services. Overtime allocations remain at approximately the 2006
levels to provide for unavoidable circumstances such as police investigations, police call
for service responses that cross shifts, filling out patrol shifts, and snow plowing, etc.
The overtime allocation also covers the required peak service demand times without.
increasing the personnel complement necessary for base level staffing for ongoing
activities.
16
The following summary illustrates the anomalies, modifications, and extraordinary items
that are incorporated into the proposed budget which can make simple percentage
comparisons problematic:
2007 Budget
General Fund -
Explanation of Increases
% Increase
2006 Adopted General Fund Budget
$ 24,017,500
Personal Services changes
COLA and step increases on existing staff
$ 873,400
3.64%
New positions—regular staff
69,400
0.29%
Position reductions—regular staff
(16,000)
-0.07%
Non -Personal Services changes
Ordinary and customary/inflationary increases
130,100
0.54%
2007 "apples to apples" budget
$ 25,074,400
4.40%
Other "extraordinary" items
Gastenergy costs above normal inflation
185,000
0.77%
Increase in City contribution to Fire Relief pension
112,700
0.47%
Accounting change for Recreation expenditures
74,300
0.31%
Increase in DCC costs, net of staff reductions
25,400
0.11%
City survey (odd years only)
25,300
0.11%
Comprehensive Guide Plan update (only in 2007)
20,500
0.09%
Tree sale (odd years only)
15,000
0.06%
Community Services Open House (odd years only)
5,900
0.02%
Election judges (even years only)
-0.30%
-(72,500)
Move Superintendent of Utilities to Utlities Fund
(111,800)
-0.47%
2007 Proposed Budget
$ 25,354,200
5.57%
Enclosed on page ZI is a copy of the Comparative Summary of Expenditures.
Enclosed on pages 2-9 through 2 is a copy of the Comparative
Expenditures by Department by Type.
Enclosed on pages 33 through 3 I is a copy of the individual department
narratives and line item preliminary budgets.
•
17
Contingency Account
The preliminary budget as prepared by the City Administrator includes a very small
budgeted contingency account of $40,000 primarily for the purpose of facilitating small
changes during the budget implementation. This presentation combined with no use of
the fund balance to support 2007 on-going operations continues the City Council
direction in response to the 2004 budget public policy considerations for use of the
Contingency Account and Fund Balance. An adequate savings account is continued in
the fund balance to be used to provide security and flexibility in future operations. That
savings account remains undesignated in the General. Fund in the preliminary budget.
Previously, the City actually budgeted from current resources approximately 2% of the
budgeted operations into the contingency account in addition to maintaining the fund
balance at approximately 30 to 35% of the next year's expenditures. The fund balance
target has subsequently been revised to 40 to 45% of the next year's expenditures. Per
previous City Council direction the appropriate level and use of the fund balance will
continue to be reviewed for potential future modification.
Supplementary Funding Sources and Uses Not Included In the General Fund
Budget
In preparing individual department budgets the Department Directors and Division
Heads identified certain expenditures that are of a non-recurring nature and when
included in the operating budget have a significant impact on the City's ability to finance
• on-going operations in a consistent manner.
•
Consequently, consistent with the practice established in the 2005 budget and continued
in 2006, the City Administrator's recommended 2007 budget has removed certain
proposed expenditures from the General Fund operations. Review of the expenditures
and consideration for approval will be included with the individual fund budgets at a later
date. The proposed funds and requested expenditures are as follows:
Public Utilities '
The City Administrator is recommending that the the following obligations be paid.from the
Public Utilities operating budget:
.LOGIS Utiliity Billing Assessment $ 82,400
Utility Billing System Implementation 13,000
Total Public Utilities $ 95,400
18
General Facilities Renewal and Replacement Fund •
be
The City Administrator is recommending that the the following proposed projects
given
later consideration for financing from the City's General Facilities Renewal and
Replacement- Fund:
Replacement/upgrade of lighting in the Parks Department
workshop at the maintenance facility
$ 12,000
Replacement/enlargement of the trash enclosure at the
Fire Administration building
26,900
Resurfacing of East & North parking lots at Municipal Center
45,000
Carpet replacement Police north stair tower
2,600
Carpet replacement City Hall 2nd floor corridor, waiting area
and stairs
6,300
Rooftop screening equipment on Police building
11,700
Fire Administration remodeling
17,000
Fire Administration lobby, stairwell, and training room
painting
5,400
City Hall 1 st floor security improvements
7,200
Re -side salt storage building
11,800
Seal coat and restrip parking lots and drives at Eagan
Community Center and Moonshine Retreat Center
17,200
Total General Facilities Renewal & Replacement Fund
$ 163,100
Consequently, no appropriations for any of these projects are included in the proposed 2007
General Fund Budget.
Part II CIP
The City Administrator is recommending that the following request be given
consideration in the Part II CIP and compete within that allocation for funding:
Municipal Center Reader Board $ 40,000
.Total Part II CIP Consideration $ 40,000
Adequate resources are available in each. of these funds to provide the necessary
funding if the expenditures are approved. Staff will determine a priority expenditure list
for funding and present it to the City Council for consideration.
General Fund Fund Balance
The following proposed expenditures are recommended for approval with the General
Fund budget to be financed through the General Fund fund balance.
General Fund Fund Balance
The City Administrator is recommending that the following obligations be paid from
the City's General Fund Balance:
Police CJIIN Project $ 45,600
CJIIN IT Needs Assessment Funding 34,500
DCC Dispatch Start Up Costs 54,800
Total General Fund Fund Balance $ 134,900
The General Fund fund balance as reported in the December 31, 2005 Comprehensive
Annual Financial Report was $9,659,415. This balance calculates to 39.9% of the
19
budgeted 2006 expenditures and is undesignated and available as a contingency and to
provide working capital for operations.
The preliminary budget as presented proposes to use the Fund Balance as a funding
source for certain one-time, non -operational, expenditures related to General Fund
operations that have been removed from the preliminary proposed 2007 budget by the
City Administrator. Based on the continuation of City Council direction used in the
preparation of the 2004 budget operations, the balance of the Fund Balance is set aside.
to provide for emergency or unanticipated expenditure appropriations during the balance
of 2006 and 2007. During the 2004 budget deliberations, it was determined that it would
be prudent to eliminate the budgeted operating contingency and to use the Fund
Balance as a contingency account.
The position of the fund balance is as follows:
December 31, 2005 Fund Balance
$9,659,415
Minus Appropriations. included in 2006 Budget
(169,900)
Projected 12-31-06 Balance
$9,489,515
Minus Proposed Appropriations for 2007 Budget.
(134,900)
Projected 12-31-07 Balance
$9,354,615
Fund Balance Target at 40% $ 10,125,680
Projected Variance From Target $ 771,065
• Again, per'previous City Council direction the appropriate level and use of the fund
balance will continue to be reviewed for potential future modification.
•
Cedarvale Special Services District
Prior to the preliminary levy certification a final determination will be made concerning
the appropriate levy for the Cedarvale Special Services District. The levy for payable
years 2003 through 2005 was $2,000 annually. The levy for payable 2006 was raised to
$3,000 and is currently proposed at that level for payable 2007.
Truth In Taxation Hearing Dates
On or before September 15, 2006 the City must certify to the County Auditor the dates it
has selected for its public hearing and for the continuation of its hearing, if a
continuation of the hearing becomes necessary. Cities essentially choose after the
counties, special service districts, and school districts, although December 4 and
December 11 are reserved for cities until September 15. Given these parameters,
December 4 works nicely for the City. The first December meeting has already been
scheduled for Monday, December 4 rather than Tuesday, December 5. The
continuation hearing, if necessary, could be scheduled for a Special City Council
meeting on Monday, December 11 with the final adoption at the second regularly
scheduled December meeting on the 19"'.
Action will need to be taken at the September 5 meeting to set the schedule accordingly.
20
Public Policy Issues
The' following are matters of public policy for the City Council's consideration at this •
time:
1. Truth in Taxation Hearing Dates -- The Council is asked to approve or modify
the recommended dates per State scheduling requirements. The proposed
dates are Monday, December 4 which is a scheduled regular City Council
meeting for the initial hearing and December 11 which would be a special
meeting for the continuation hearing, if one is necessary. Final action would take
place at the regular meeting scheduled for December 19.
2. Preliminary. Tax Levy —Is the proposed amount and allocation of the 2007
property tax levy appropriate?
Specifically, is the implementation of a replacement levy for communications
the desired public policy?
➢ Given the significant reduction in the tax impact, should additional dollars be
levied for street and highway infrastructure or, some other purpose?
The Council is asked to provide direction to staff for the preparation of required
material for consideration at the September 5, 2006 regular City Council
meeting..
3. Supplementary Funding Sources and Uses Not Included In the General
Fund Budget -- The Council is asked to provide a response to the continued use
of the supplementary funding sources for the non-recurring appropriations •
included in the proposed budget.
4. Fund Balance — The Council is asked to reaffirm or modify its determination on
the use of the Fund Balance as a contingency for operations and as a savings
account.
5. Feedback on Revenue Estimates/Expenditures Appropriations -- The City
Council is asked to provide feedback for the City Administrator to continue
preparation for the Truth in Taxation. Hearing and for final budget preparation:
➢ Members of the City Council asked that the cost of storing the Web
streaming videos for more than one year be researched in the budget
process. The upfront cost is $14,600 and the annual service charge is
estimated to be $2,400. Those costs are not included in the current
,proposed budget, but can be added if that is the wish of the City Council.
Other costs related to this initiative are included in the Communications
budget. .
Together with the Department and Division Heads, I submit this recommended
preliminary budget, the enclosed budget information and these policy issues for your
consideration.
City Administrator Hedges •
21
2004 Per Capita Total Expenditures
MN Cities > 50,000 Population
(Source: Office of the State Auditor, December 2005)
Eagan
Coon Rapids
Blaine
Burnsville
Plymouth
Minnetonka
Eden Prairie
Brooklyn Park
Rochester
Maple Grove
St. Cloud
Woodbury
Bloomington
St. Paul
Duluth
Minneapolis
$0 $500 $1,000 $1,500 $2,000
City Portion of Property Taxes
Payable 2006
$264,281 Homestead (Eagan avg.)
Plymouth
Mendota Heights
Eagan
Minnetonka
Eden Prairie
Coon Rapids
Woodbury
Maple Grove
Lakeville
Bloomington
18 -City Average
South St. Paul
Burnsville
Inver Grove Heights
Apple Valley
Brooklyn Park
West St. Paul
Rosemount
Hastings
$0 $500 $1,000 $1,500
8/21/2006
2007 BUDGET •
GENERAL FUND
COMPARATIVE SUMMARY OF REVENUES
2004 2005 2006 2007
Actual Actual Budget Proposed
General Property Taxes $ 16,214,910 $ 17,292,300 $ 18,225,400 $ 18,226,800
''Licenses
250,736
248,507
261,600
260,900
Permits
1,010,638
1,057,785
972,200
818,600
Intergovernmental Rev
662,375
591,389
595,500
1,409,300
Charges for Services
1,187,572
1,310,369
1,019,200
1,157,000
Recreation Charges
581,092
509,100
616,300
840,100
Fines & Forfeits
271,447
287,149
268,300
282,100
Other Revenues
268,989
381,869
350,200
459,500
Program Revenues
1,100,221
1,309,569
1,314,200
1,447,100
Transfers
369,920
402,392
394,600
452,800
TOTAL GENERAL FUND $ 21,917,900 $ 23,390,429 $ 24,017,500 $ 25,354,200
24
•
•
25
2007 BUDGET
8/18/2006
GENERAL FUND
REVENUES BY LINE ITEM
New
Acct
2004
2005
2006
2007
CHANGE
No.
DESCRIPTION
Actual
Actual
Budoet
Estimated
2006 to 2007
TAXES:
4020
AD VALOREM TAXES - CURRENT
14,828,011
15,875,607
18,225,400
18,226,800
1,400
4021
AD VALOREM TAXES - DELINQUENT
0
79;505
0
0
0
4030
FISCAL DISPARITIES
1,386,899,
1,327,459
0
0
0
4031
PENALTIES AND INTEREST
0
7,422
0
0
0
4032
FORFEITED TAX SALES
0
99
0
0
0
4035
TAX EQVLNTY PAYMENTS
2
2,206
0
0
0
TOTAL
16,214,910
17,292,300
18,225,400
18,226,800
1,400
0.0%
LICENSES:
4055
LIQUOR
182,933
191,475
195,700.
1979900
2,200
1.1%
4056
BEER
7,975
7,488
7,800
8,300
500
6.4%
4057
TOBACCO
13,667
12,050
13,200
12;600
(600)
-4.5%
4058
TREE MTN CONTRACTOR
506
562
400
400
0
0:0%
4059
GARB/RUBBISH HAULING
11,200
9,880
11,200
9,800
(1,400)
-12.5%
4060
KENNEL
0
50
100
200
100
'100.0%
4061
DOG
26,649
19,437
25,200
24,100
(1,100)
-4.4%.
4062
AMUSEMENT
2,430
1,740
2,200
2,000
(200)
-9.1%
4063
PET SHOP LICENSE
200
200
300
200
(100)
•33.3%
4064
MASSAGE THERAPIST
5,675
5,625
5,400
5,300
(100)
-1.9%
4066.
COMML FERTILIZER APPLICATR
(500)
0
0
0
0
0.0%
4070
OTHER
0
0
100
100'
_ 0
0.0%
TOTAL
250,736
248,507
261,600
260,900
(700)
-0.3%
4085
PERMITS:
BUILDING
775,452
778,989
750,000
640,000
(110,000)
-14.7%
4087.
PLUMBING
78,311
72,168
80,000
57,000
(23,000)
-28.8%
4088
MECHANICAL
86,072
116,841
80,000
60,000
(20,000)
-25.0%
4089
SIGN
19305
26,512
14,000
14,000
0
0.0%
4091
WELLIPRIVATE SEPTIC
0
60
0
100
100
0.0%
4094
EXCAVATING
5,800
3,900
61000
4,500
(1,500)
-25.0%
4095
CONDITIONAL/SPECIAL USE
3,700
5,950
3,000
3,000
0
0.0%
4096
FIRE SUPPRESSION PERMITS
15,048
22,304
13,000
18,000
5,000
-16.7%
4097
FIREWORKS PERMITS
3,000
800
3,000
1,000
(2,000)
4.100
UTILITY
22,050
26,280
21,600
18,000
(3,600)
2900.0%
4102
PUBLIC ROW CONST
.1,690
2,805
600
2,000
1,400
0.0%
4111
SERVICE STATIONS
100
0
0.
0
0
#REFI
4120
OTHER
111
1,176
1,000
1,000
0
0.0%
TOTAL
1,010,636
1,057,785
972,200
818,600
(155,600)
-15.8%
INTER -GOVT REV.
4135
FEDERAL GRANTS
39,715
17,048
0
0
0
0.0%
4140
STATE GRANTS
23,371
1,775
5,000
2,000
(3,000)
-60.0% .
4153
MVHC
4,736
4,734
0
840,400
840,400
0.0%
4155
MSA - MAINTENANCE
66,945
66,945
69,400
67,000
(2,400)
-3.5%.
4158
POLICE TOWN AID
452,085
429,176
452,000
429,200.
(22,800)
-5.0%
4159
POLICE TRAINING AID
23,277
22,559
28,000
22,600
(5,400)
-19.3%
4160
STATE PERA AID
33,114
33,114
33,100
33,100
0
0.0%
4175
COUNTY GRANTS
19,132
16,038
8,000
15,000
7,000
87.5%
TOTAL
662,375
591,389
595,500
1,409,300
813,800
136.7%
CHARGES FOR SERVICES
4205
VARIANCE FEES
3,800
2,700
3,000
5,500
500
16.7%
4206
PLATTING FEES
20,312
18,790
14,000
11,500
(2,500)
-17.9%
4207
REZONING FEES
12,000
5,500
3,500
5,000
1,500
42.9%
4210
RETURNED CHECK FEE
861
861
800
800
0
0.0%
4212
DOG IMPOUND/KENNEL FEE
5,343
5,348
5,000
5,000
0
0.0%
4213
ELECTION FILING FEE
15
0
100
0
(100)
-100.0%
4214
4215
BURGLAR ALARM FEES
:REPEAT NUISANCE CALL FEE
26,163
(3,458)
29,630
500
33,000
1,000
31,000
500
(2,000)
(500)
-6.1%
-50.0%
4216
DAYCARE INSPECTION FEES
1,050
850.
1,000
500
(500)
-50.0%
4220
VACATION PROCEEDINGS
2,400
2,700
2,000
2,000
0
0.0%
.4221
PUBLIC SAFETY FEES
8,834
7,722
10,000
8,000
(2,000)
-20.0%
4222
PLAN CHECKS
334,886
361,223
. 300,000
300,000
0
0.0%
25
26
2007 BUDGET
8/18/2006
GENERAL FUND
REVENUES BY LINE. ITEM
New
Acct
2004
2005
2006
2007
CHANGE
•
No.
DESCRIPTION
Actual
Actual
Buda et
Eaftatod
2006 to 2007
4223
PLANNED DEVELOPMENT REVIEW
150
0
0
100
100
0.0%
.4225
ASSESSMENT SEARCH
197
131
200
100
(100)
-50.0%
4226
DEV ESCROW REIMBURS
148,843
1501916
122,600
158,300
35,700
29.1%
4227
ENGINEERING SERVICES
179,958
315,986
150.,000
300,000
. 150,000
100.0%
4228
ENG SIGN/LIGHT.ADMN
2,101
3,561
4,000
3,500
(500)
-12.5%
4230 'PRINT
MATERIAUOTHER FEES
7,349
7,858
8,000
8,000
0
0.0%
4231
RESEARCH OF CITY RECORDS
125
0
100
100
0
0.0%
4233
TOBACCO NON-COMPL. PENALTY .
300
2,575
300
500
200
66.7%
4234
POLICE SECURITY - EXEMPT
35,441
46,830
32,000
37,500
5,500
17.2%
4236
POL SVCES TO SCHOOL DIST
140,759
152,465
151,700
151,700
.0
0.0%
4236
POLICE DISPATCH
65,802
68,124
70,200
0
(70,200)
'-100.0%
4239
INVESTIGATION FOR LICENSING
8,875
9,300
7,400
9,100
1,700
23.0%
4241
ALCOHOL NON-COMPL. PENALTY
14,000
11,300
6,000
8,500
2,500
41.7%
4242
MAINT EQUIP & PERS CHG
79,060
6,348
1,000
1,000
0
0.0%
4245
PERMIT SURCHARGE
929
875
1,000
1,000
0
0.0%
4248
ADMN FEE ON SAC
5,103
5,162
6,000
5,000
(1,000)
-16.7%
4247
ROOM TAX ADMIN FEE
37,871
36,299
36,000 •
38,000
2,000
5.6%
4260
INVESTMENT MGMT FEE
48,704
54,795
49,300
66,800
17,500
35.5%
TOTAL
1,187,572
1,310,369
1,019,200
1,157,000
137,800
13.5%
4310713
RECREA77ON PROGRAM FEES:
3027
HOLZ FARM
2,281
1,349
1,500
0
(1,500)
-100.0%
3029
SAFETY CAMP
3,565
3;045
4,000
5,700
1,700
42.5%
3036
CAMPSICLINICS.
5,531
10,362
13,900
24,600
10,700
77.0%
3031
NATL YOUTH COACH ASSN.
0
0
1,000
0
(1,000)
-100.0%
3032.5
TENNIS
20,667
19,779
21,400
21,800
400
1.9%
3037-8
GOLF
4,641
4,354
4,200
60,900
56,700
1350.0%
3040•
SKATING
820
127
700
.0
(700)
-100.0%
3041-3
VOLLEYBALL
34,093
34,294
32,600
37,000
4,400
13.5%
3044-6
BROOMBALL
7,938
7,695
7,700
9,200
1,500
19.5%
3047
T43ALL
7,776
7,750
7,300
8,300
1,000
13.7%
3048
ADULT SOFTBALL -MEN
87,211
90,108
88,500
116,100
27,600
31.2%
3049
ADULT SOFTBALL -WOMEN
11,932
10,605
12,500
17,100
4,600
36.8%
3050 '
ADULT SOFTBALL-CO-REC
32,273
31,873
31,400
41,200
9,800
31.2%
3052
FOOTBALL
2,909
3,362
3,200
4,100
900
28.1%
3053
ATHLETIC CAMPS
7,625
5,142
6,000
0
(6,000)
-100.0%
3054-6
HOCKEY/BOOT HOCKEY
4,062
3,502
2,800
3,000
200
7.1%
3057
PRESCHOOL PROGRAMS
130,747
85,566
112,700
194,100
81,400
72.2%
3058,75
TEENS
22,142
21,104
32,900
18,200
(14,700)
-44.7%
3059
SUMMER IN THE PARK
29,298
26,239
32,100
33,300
1,200
3.7%
3060
PUPPET WAGON
1.70
0
400
1,300
900
225.0%
3061
EVENINGS IN THE PARK
700
0
2,000
3,000
1,000
50.0%
3062
SCHOOLS OUT EVENTS
110
1,319
2,300
10;100
7,800
339.1%
3063
SEASONAL SPECIAL EVENTS
1,244
3,710
5,500
5,000
(500)
-9.1%
3085
SPECIAL EVENTS
0
125
0
100
100
0.0%
3066
DANCE
4,568
3,830
4,700
5,300
600
12.8%
3067
ADAPTIVE/INCLUSION
5,724
3,906
6,900
5,400
(1,500)
-21.7%
3068
ENVIRONMENTAL EDUCATION
0
1,035
11800
0
(1,800)
-100.0%
3069
NATURE PROGRAMS
81
0
1,600
1;300
(300)
-18.8%
3070
TRIPS & TOURS
550
1,485
0
4,700
4,700
0.0%
3071,74
TUBING HILLS
495
551
21,000
5,200
(15,800)
-75.2%
3073
WARMING HOUSES / RINKS
452
0
0
0
0
0.0%
3076,77
BASKETBALL
29,794
29,224
31,300
42,100
10,800
34.5%
3078
SENIOR CITIZENS
14,061
14,600
10,600
30,900
20,300
191.5%
3079
FUN RUNSNVALKS
4,173
4,819
4,500
4,900
400
8.9%
3080
CONCESSIONS
23,052
21,715
25,300
23,600
(1,700)
-6.7%
3081
ARTS COUNCIL
34,288
9,981
8,000
8,000
0
0.0%
3082
SPORTS & CREATIVE CAMPS
21,225
19,065
23,000.
38,000
15,000
65.2%.
3083
PRESCHOOL CREATIVE.ACTIVITIES
• 0
0
4,500
6,000
1,500
33.3%
3084
YOUTH DEVEL-WESCOTT
1,149
2,476
31,400
7,800
(23,600)
-75.2%
3085,
FAMILY ACTIVITIES
3,324
(1,068)
6,000
2,700
(3,300)
-55.0%
3086
NEW PROGRAMS
150
2,070
7,800
7,800
0
0.0%
3180
HOCKEY CAMPS12,519
2,907
0
0
0
0.0%
OTHER PROGRAM REVENUE
6,308
7,768
0
15,000
15,000
0.0%
TOTAL
579,647
495,774
.615;000
822,800
207,800
33.8%
26
2007 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
8/18/2006
•
27
New
Acct2004
2005
2006
2007
CHANGE
No.
DESCRIPTION
Actual
Actual
Budast
Estimated
12006 to 2007
°X
OTHER PARK FEES.
4375
TREE SALES
0
10,094
0
15,000
15,000
0.0%
4380
PARK PROG - UNDESIGNATED
258
2,350
300
300
. 0
0.0%
4381
OTHER PARK PROGRAMS
1,187
882
1,000
2,000
1,000
100.0%
TOTAL
1,44513,326
1,300
171300
16,000
1230.8%
FINES 8 FORFEITS:
4410
COURT FINES/FORFEITS
223,161
228,919
216,800
226,100
9,300
4.3%
4411
PROSECUTION COSTS/FINES
24,355
22,685
30,000
30,000
0
0.0%
4420
POLICE FINES & FORFEITURE
22,880
30,978
20,000
25,000
5,000
25.0%
4421
EVIDENCE FORFEITURES
1,051
4,567
1,500
1,000
(500)
-33.3%
TOTAL
271,447
287,149
268,300
282,100
13,800
5.1%
M/SC REVENUES,
4610
INTEREST ON INVESTMENTS
242,119
319,076
250,500
332,200
81,700
32.6%
4611
SPEC ASSMT-PRINCIPAL
2,478
142
0
0
0
0.0%
4615
CHANGE IN FMV - INVESTMTS
(97,333)
(116,616)
0
0
0
0.0%
4617
ANTENNA LEASE ADMN FEES
0
4,000
0
0
4619
ANTENNA LEASE LDSCP ESCROW
0
4,000
0
0
4620
. ANTENNA LEASES - HOLZ FARM
17,931
19,000
20,100
21,400
1,300
6.5%
4621
BUILDING RENT
5,838
6,088
5,900
6,300
400
6.8%
4622
EQUIPMENT RENT
1,231
1,126
1,300
1,200
(100)
-7.7%
4624
ATHLETIC FIELD RENT
26,121
24,561
26,000
26,500
500
1.9%
4625
PARK SHELTER RENT
26,598
30,656
30,000
26,500
(3,500)
-11.7%
4626
PARK SHELTER RENT -EXEMPT
511
0
500
1,700
1,200
240.0%
4627
ATHLETIC FIELD RENT -EXEMPT
15,015
12,174
5,000
1000
14,200
284.0%
4628
SWITCHING STATION RENT
0
5,000
0
13,100
13,100
0.0%
4657
SALE OF CITY PROPERTY
1,784
3,433
4,000
4,000
0
0.0%
4660
LAPEL PINS
32
71
0
O
0
0.0%
4661
HISTORY BOOKSrfREE PINS
394
563
400
400
0
0.0%
4663
CONTRIBUTIONIDONATION
17,320
17,778
0
O
0
0.0%
4665
GRANTS FROM NON -GOVT ENT
675
14,125
5,000
5,000
0
0.0%
4666
HISTORY CARDS
3,328
1,158
500
0
(500)
-100.0%
4667
EAGAN VIDEO/DVD
0
45
0
0
0
0.0%
4691
OTHER REVENUE
4,744
35,491
1,000
20000
1,000
100.0%
4710
CASH OVER (SHORT)
2
(2)
0
0
0
0.0%
TOTAL
268,989
381,869
350,200
459,500
109,300
31.2%
PROGRAM REVENUES,
4810
PROJ. ADMIN
95,190
236,561
193,500
310,600
117,100
60.5%
4811
CENTRAL SERVICES MTN
164,000
160,300
126,600
85,400
(41,20D)
-32.5%
4812
WATER ADMIN
499,600
524,600
579,100
613,100.
34,000
5.9%
4813
SEWER ADMIN
237,800
249,700
275,600
291,800
16,200
5.9%
4815
STREET LIGHT ADMIN
26,400
38,000.
29,000
30,700
1,700
5.9%
4816
STORM DRAINAGE ADMIN
18,500
19,400
20,400
21,600
1,200
5.9%
4817
WATER QUALITY ADMIN
45,300
47,600
50,000
52,900
2,900
5.8%
4821
DRUG TASK FORCE REIMS
7,500
12,336.
38,000
35,000
(3,000)
-7.9%
'4822
OTHER REIMBURSEMENTS
5,932
17,464
2,000
6,000
4,000
200.0%
4831
CAPITAL CREDIT
0
3,608
0
0
0
0.0%
TOTAL
1,100,221
1,309,569
1,314,200
1,447,100
132,900
10.1%
TRANSFERS:
CABLE FRANCHISE FEES
369,920
402,392
394,600
452,800
58,200
14.7%
TOTAL
369,920
402,392
394,600
452,800
58,200
14.7%
GRAND TOTAL
21,917,900
23,390,429
24,017,500
25,354,200
1,336,700
5.6%
•
27
8/18/2008
2007
Comparative Summary of Expenditures
General Fund Budget
2004
2005
2006
2007
Difference 07 vs.06 ..
Budget
Actual
Actual
Budget
Proposed
Amt
%
GENERAL GOVERNMENT
01 Mayor & Council
$ 108,380
$ 112,577
$ 121,900
$ 127,500
$ 5,600
4.6%
02 Administration
705,281
532,276
502,100
484,000
(18,100)
-3.6%
03 Information Technologies
907,676
1,135,655
1,060,000
1,141,400
81,400
7.7%
04 City Clark
304,334
225,887
294,900
229,000
(65,900)
-22.3%
05 Finance
767,946
821,927
900,400
955,200
54,800
6.1%
06 Legal
387,499
478,504
400,700
458,000
57,300
14.3%
07 Comm Dev-Pianning/ED
675,316
820,341
813,900
873,400
59,500
7.3%
08 Comm Dev-Inspections
852,828
925,919
999,300
906,300
(93,000)
-9.3%
09 Communications
369,985
401,639
394,500
452,800
58,300
14.8%
10 Human Resources
With Admin
231,800
240,500
241,900
1,400
0.6%
Gen Govt Total
5,079,245
5,686,525
5,728,200.
5,869,500
141,300
2.5%
PUBLIC SAFETY
11 Police
Administration
477,100
Investigations
1,453,100
Patrol
5,739,600
Support Services
2,162,800
Total Police
7,735,803
8,778,306
9,334,500
9,832,600
498,100
5.3%
12 Fire
Administration
961,800
Operations
173,800
Inspectlons/prevent
- 228,600
Support
177,500
Total Fire
1,025,743
1,100,821
1,218,500
1,541,700
323,200
26.5%
Public Safety Total
8,761,546
9,879,127
10,553,000
11,374,300
821,300
7.8%
PUBLIC WORKS
21 Public Works/Engineedng
1,108,634
1,206,353
1,315,900
1,138,900
(177,000)
-13.5%
22 Streets
1,352,192
1,412,796
1,454,000
1,617,400
163,400
11.2%
24 Central Svices. Maint.
440,601
441,541
485,900
531,800
45,900
9.4%
Public Works Total
2,901,427
3,080,690
3,255,800
3,288,100
32,300
1.0%
PARKS & RECREATION
Parks& Recreation
30 Recreation
1,946,000
31 Parks
1,732,800
Total Parks and Ree.
3,053,375
3,246,188
3,429,000
3,678,800
249,800
7.3%
32 Tree Conservation
321,180
386,240
408,400
464,100
55,700
13.6%
Parks & Rec Total
3,374,555
3,632,428
3,837,400
4,142,900
305,500
8.0%
GENL GOVT BLDG MAINT
33 Building Maintenance
583,442
647,788
616,200
639,400
23,200
3.8%
Total Expenditures -
General Fund
$ 20,700,215
22,906,558
23,990,600
25,314,200
1,323,600
5.5%
41 Contingency -undesignated
-
26,900
40,000
13,100.
48.7%
Transfer Out
1,575,000
Total Expenditures + Contingency
324.481.558
S 24.017.500
$ 25.354.200
$ 1.336.700
5.57%
•
2007 Budget
General Fund
Expenditures by Object Classification
28. '
4,500
1,100
5,600
(17,700)
(400)
2,000
(2,000)
(18,100)
1.4,000
12,500
43,000
11,90.0
81,400
(61,800)
(3,000)
(1,800)
700
(65,900)
49,800
1,100
7,000
(3,100)
54,800
57,300
57,300
47,200
700
11,600
59,500
(106,100)
8,900
2,OOQ
2,200
(93,000)
Proposed
Actual
Actual
Budget
Budget
.2004
2005
2006,
47
change
GENERAL GOVERNMENT
01 Mayor and Council
Personal Services
$ 69,482
$ 75,334
$ 80,800
$ 85,300
5.6%
Parts and Supplies
22
-
100
100
0.0%
Services and Other Charges
38,876
37,243
41,000
42,100
2.7%
Total
108,380
112,577
121,900
127,500
4.6%
02 Administration
Personal Services
503,620
401,054
397,700
380,000
-4.5%
Parts and Supplies
3,227
3,424
4,400
4,000
-9.1%
Services and Other Charges
198,477
125,787
96,000
98,000
2.1%
Capital Outlay
2,012
4,000
2,000
-50.0%
Total
705,324
532,277
502,100
484,000
-3.6%
03 Information Technologies
Personal Services
222,255
249,780•
276,000
290,000
5.1%
Parts and Supplies
30,150
27,740
29,000
41,500
43.1%
Services and Other Charges
655,271
850,680
748,200
791,200
5.7%
Capital Outlay
7,455
6,800
18,700
175.0%
Total
907,676
1,135,655
1,060,000
1,141,400
7.7%
04 City Clerk
Personal Services
277,228
208,695
266,900
205,100
-23.2%
Parts and Supplies
3,361
239
3,300
300
Services and Other Charges
23,745
15,687
23,200
21,400
-7.8%
Capital Outlay
1,266
11500
2,200
46.7%
Total
304,334
225,887
294,900
229,000
-22.3%
05 Finance/City Clerk
Personal Services
654,853
697,559
789,200
839,000
6.3%
Parts and Supplies
27,039
25,604
25,600
26,700
4.3%
Services and Other Charges
85,909
92,835
79,500
86,500
8.8%
Capital Outlay
146
5,929
6,100
3,000
-50.8%
Total
767,947
621,927
900,400
955,200
6.1%
06 Legal
Services and Other Charges
387,499
478,504
400,700
458,000
14.3%
Total
387,499
478,504
400,700
458,000
14.3%
07 Community Development - Planning
Personal Services
612,103
730,990
760,300
807,500
6.2%
Parts and Supplies
3,072
5,726
3,200
3,900
21.9%
Services and Other Charges
60,142
•83,175
50,400
62,000
23.0%
Capital Outlay
450
Total
675,317
820,341
813,900
873,400
7.3%
08 Community Development- inspections
Personal Services
800,308
873,439
949,900
843,800
-11.2%
Parts and Supplies
13,666
18,836
14,800
23,700
60.1%
Services and Other Charges
31,412
27,066
28,600
30,600
7.0%
Capital Outlay
7,442
6,577
6,000
8,200
36.7%
Total
852,828
925,918
999,300
906,300
-9.3%
28. '
4,500
1,100
5,600
(17,700)
(400)
2,000
(2,000)
(18,100)
1.4,000
12,500
43,000
11,90.0
81,400
(61,800)
(3,000)
(1,800)
700
(65,900)
49,800
1,100
7,000
(3,100)
54,800
57,300
57,300
47,200
700
11,600
59,500
(106,100)
8,900
2,OOQ
2,200
(93,000)
Ell
General Fund
Expenditures by Object Classification
Proposed
Actual
Actual
Budget
Budget
2004
2005
2006
2207.chance
09 Communications
Personal Services
169,515
178,566
183,300
194,400
6.1%
-
11,100'
Parts and Supplies
6,917
2,800
1,200
1,400
16.7%
200
Services and Other Charges
193,553
219,869
206,900
257,000
24.2%
50,100
Capital'Ouday
-
403
3,100
-
-100.0%
(3,100)
Total
369,985
401,638
394,500
452,800
14.8% ..
58,300
10 Human'Resources
Personal Services
150,501
173,400
185,800
7.2%
•12,400
Parts and Supplies
724
5,500
1,700
-69.1%
(3,800)
Services and Other Charges
77,339
61,600
53,500
2.5%
.500)
Capital Outlay
3, 36
-
#D
Total
-
231,800 ,
240,500
241,900
0.6%
1,400
TOTAL GENERAL GOVERNMENT
5,079,290
5,686,524
5,728,200
5,869,500
2.5%
141,300
PUBLIC SAFETY
11 Police
Services
6,961,110
7,864,089
8,389,100
8,016,600
-4.4%
(372,500)
.Personal
Parts and Supplies
330,364
405,593
387,600
429,800
10.9%
42,200
Services and Other Charges
421,112
467,907
521,000
1,350,500
159.2%
829,500
Capital Outlay
23,217
40,718
36,800.
35,700
-3.0%
(1,100)
Total
7,735,803
8,778,307
9,334,500
9,832,600
5.3%
498,100
12 Fire
Personal Services
537,325
585,124
688,800
980,600
42.4%
291,800
Parts and Supplies
135,292
138,881
150,700
207,400
37.6%
56,700
Services and Other Charges
245,132
281,409
279;200
305,000
9.2%
'25,800
Capital Outlay
107,995
95,406
99,800
48,700
-51.2%
(51,100)
Total
1,025,744
1,100,820
1,218,500
1,541,700
26.5%
323,200
TOTAL PUBLIC SAFETY .
8,761,547
9,879,127
10,553,000
11,374,300
7.8%
821,300
PUBLIC WORKS
21 Engineering
Personal Services
1,057,392
1,139,634
1,241,000
1,070,600
•13.7°k
(170,400)
Parts and Supplies
9,854
20,567
16,400
15,000
-8.5%
(1,400)
Services.andOther Charges
41,389
36,396
48,900
44,000
-10.0%
(4,900)
Capital Outlay
9,756
9,600
9,300
-3.1%
(300)
Total
1,108,635
1,206,353
1,315;900
1,138,900
-13.5%
(177,000)
22 Streets and Highways
"
Personal Services
788,524
807,067
864,600
1,003,900
.13.5%
119,300
Parts•and Supplies
321,280
361•,791
312,500
355,100
13.6%
42,600
Services and Other Charges
242,387
243,937
•249,400
252,400
1.2%
3,000
Capital Outlay
-
7,500
6,000
-20.0%
(1,500)
Total
1,352,191
1,412,795
1,454,000
1,617,400
11.2%
163,400
24 Central Services Maintenance
"
Personal Services
368,254
380,910
403,800
457,000
13.2%
53,200
Parts and Supplies
28,598
28,353
26,600
27,400
3.0%
800
Services and Other Charges
43,750
32,278
43,300
38,300
-11.5%
(5,000)
Capital Outlay
-
-
12,200
9,100
(3,100)
Total
440,602
441,541
485,900
531,800
9.4%
45,900
TOTAL PUBLIC WORKS
2,901,428
3,060,689
3,255,800
3,288,100
1.0%
32,300
Ell
General Fund
Expenditures by Object Classification
Proposed
Actual Actual Budget Budget
2004 2005 2006 2007change
PARKS AND RECREA77ON
31 Parks and Recreation (combined)
Personal Services
.Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
32 Tree Conservation
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
TOTAL PARKS AND RECREATION
2,208,521
2,311,540,
2,475,000
2,600,500
5.1%
327,437
351,816
345,000
393,100
13.9%
486,031
527,808
566,700
646,100
14.0%
20,989
45,894
30,800
30,800
0.0%
10.397
9.132
11,500
8,300
-27.8%
3,053,375
3,246,190
3,429,000
3,678,800
7.3%
229,283
269,830
295,200
322,500
27,428
35,178
29,300
40,700
29,039
35,242
31,900
32,200
35,430 '
32,119
44,500
46,200
67,836
13,871
7,500
22,500
321,180
386,240
408,400.
464,100
3,374,555 .3,632,430 3,837,400 4,142,900
GENERAL GOVERNMENT BUILDING MAINTENANCE
33 .Building Maintenance
Personal Services
156,014
172,415
177,000
184,400
Parts and Supplies
42,298
67,836
44,700
56,200
Services and Other Charges
383,051
381,653
390,800
390,600
Capital Outlay
8,125
3,700
8;200
Construction Project
17,759
Total
581,363
647,788
616,200
639,400
OTHER
41 Transfers Out/Contingency
-
1,575,000
26,900
40,000
TOTAL GENERAL FUND EXPENDITURES
Personal Services
15,615,787
17,096,527
18,432,000
18,467,000
Parts and Supplies
1,310,005
1,495,108
1,399,900
1,628,000
Services and Other Charges
3,566,775
4,014,815
- 3,867,300
4,959,800
Construction Projects
-
17,759
-
Capital Outlay
195,219
259,346
272,400
228,600
Merchandise for Resale
10,397
23,003
19,000
30,800
Transfers Out/Contingency
1.575.000
26.900
40.000
TOTAL
20.698.183
24.481.558
24.017.500
25.354.200
double check 20,698,183 24,481,558 24,017,500 25,354,200
31
9.2%
38.9%
0.9%
3.8%
200.0%
13.6%
8.0%
4.2%
25.7%
-0.1%
121.6%
3.8%
48.7%
0.2%
16.3%
28.2%
-16.1%
62.1%
48.7%
5.6%
125,500
48,100
79,400
(3,200)
249,800
'27,300
11,400
300
1,700
15,000
55,700
305,500
7,400
11,500
(200)
23,200
13,100
35,000
228,100
1,092,500
(43,800)
11,800
13,100
1,336,700
•
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•
•
32
•
•
2007 Proposed Budget
DEPARTMENTAL
BUDGETS
33
Operating Budget
4_ City of EaPo 2007 Proposed Budget Operating Budget
Mayor & City Council (01) •
Responsible Manager: Mayor & City Council
PURPOSE & DESCRIPTION
The purpose of the Mayor and City Council is to: Expenditures as %of the General FundMayor &
• Provide for the legislative and policy-making council
activities of the City's government 0.50%
• Provide for the planning and control of
municipal expenditures through the
adoption of an annual budget
• Provide for the generation of revenue
through the levying of taxes, fees, and rate
structures
• Provide a forum for citizen input into the
policy process through public hearings,
advisory commissions, public testimony, and civic and community groups
The Mayor and City Council are responsible for the following functions:
• Participate in regular City Council meetings on the 1 st and 3rd Tuesday of the month, as well as monthly
Council workshops as needed
• Serve on City Council Committees that make recommendations to the City Council as a whole
• Represent the City on various boards and Commissions pertaining to local government
PERFORMANCE INDICATORS
the Council each year
34
0
2005
2006
2007
Description
Actual
Budget
Proposed
Number of regular and special City Council meetings held annually
39
39
39
Number of Council Committee meetings held annually
13
15
15
Percentage of City advisory commissions that met in a joint meeting with
80%
100%
100%
the Council each year
34
0
CO Of ke 2007 Proposed Budget Operating p g Ope at ng Budget
i Mayor & City Council (01)
Responsible Manager: Mayor & City Council
Expenditures- by Category
Parts & Services &
Supplies Other
0.08% Charges
33.02%
Personal
Services
6i
66.90%
Financial Impact: Current year increase is $1,100
Service Level Impact: None
HIGHLIGHTS & CHANGES
Overview: The Mayor and City Council budget
shows an increase of $5,600, or 4.6%, due in large
part to inflationary increases associated with liability
insurance and health insurance costs
Hiahliaht/Chanae 1: Health 'Insurance costs are
budgeted to increase 15%
Financial Impact: Current year increase is $4,200
Service Level Impact: None
Hiahliaht/Chanae 2: Liability insurance costs are
budgeted to increase 5%
EXPENDITURE SUMMARY
Expenditure
Actual
2004.
Actual
2005
Budget
2006
Proposed
2007
Personal Services
$ 69,482
$ 75,333
$ 80,800
85,300
Parts and Supplies
22
-
100
100
Services and Other Charges
38,876
37,243
41,000
42,100
Total
$ 108,380
$ 112,576
$ 121,900
$ 127,500
•
35
Of 2007 Proposed Budget Operating Budget
Mayor & City Council (01)
Responsible Manager: Mayor & City Council
LINE ITEM DETAIL
TOTAL MAYOR & CITY COUNCIL
$108,380
$ 112,576 $ 121,900 $ 127,500
4.59%
0
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
35,764
$
37,134
$
37,000
$
37,000
6144 FICA
2,130
2,084
2,800
2,800
6146 PERA-DCP
997
1,035
1,000
1,000
6151 HEALTH INSURANCE
30,264
34,731
39,900
44,100
6152 LIFE INSURANCE
81
80
-
-
6154 DISABILITY -LONG TERM
114
124
-
-
6155 WORKERS COMPENSATION
132
145
100
400
PERSONAL SERVICES
$
69,482
$
75,333
$
80,800
$
85,300
PARTS & SUPPLIES .
6210 OFFICE SUPPLIES
$
22
$
-
$
-
$
-
6215 REFERENCE MATERIALS
-
-
100
100
PARTS & SUPPLIES
$
22
$
-
$
100
$
100
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO/PARKING
$
-
$
10
$
100
$
100
6355 CELLULAR TELEPHONE SERVICE
376
-
500
-
6385 INSURANCE
29,100
24,700
22,900
24,000
6475 MISCELLANEOUS
257
232
-
200
6476 CONFERENCES AND SCHOOLS
3,979
7,958
13,400
13,500
6477 LOCAL MEETING EXPENSES
5,164
4,343
4,100
4,300
SERVICES & OTHER CHARGES
$
38,876
$
37,243
$
41,000
$
42,100
TOTAL MAYOR & CITY COUNCIL
$108,380
$ 112,576 $ 121,900 $ 127,500
4.59%
0
•
•
•
41�Mdkm 2007 Proposed Budget Operating Budget
This page left blank intentionally
37
(al Of laps 2007 Proposed Budget Operating Budget
p g g
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration Department is to:
• Ensure the execution of policies and
direction of the Eagan City Council
• Provide administrative leadership for day-to-
day operations
• Coordinate the various municipal functions
and provide administrative support as
required
Expenditures as %of the General Fund
Admin.
1.91%
The Administration Department is responsible for
the following functions:
• Respond to inquiries and requests of the City Council
• Oversee Department Heads and ensure departments are working in coordination with one another toward
a common goal
• Complete administrative activities not unique to—and, therefore, not assignable to—other operating
departments or divisions
• Prepare weekly Council packets and other communications to the City Council and the City's organization
as a whole
• Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
PERFORMANCE INDICATORS
•
r:
0
2005
2006
2007
Description
Actual
Budget
Proposed
Number of City Council meetings and workshops held annually.
39
39
39
Percentage of airport noise complaints (telephone calls and e-mails)
responded to within 24 business hours
96%
97%
99%
Percentage of citizens rating quality of life in Eagan as excellent or good.
(note: biannual survey)
95%
N/A
96%
•
r:
0
•
•
41 0
MOW 2007 Proposed Budget Operating Budget
Expenditures by Category
Personal Parts &
Services Supplies
78.51% 0.83%
Services &
Other
Charges
20.25%
Capital
Outlay
0.41%
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
HIGHLIGHTS & CHANGES
Overview: The Administration budget shows a
decrease of $18,100, or 3.6%, due in large part to
the reduction of the Assistant to the City
Administrator position from 1.0 FTE to 0.8 FTE, and
the elimination of the Administrative Intern position
in 2007
Hiahliaht/Chanoe 1: A reduction in personnel
costs of $15,000 due to no longer employing an
Administrative Intern.
Financial Impact: Reduction of approximately
$15,000 in personal services
Service Level Impact: The previous intern provided support to all departments, and thus some work on special
projects will need to be absorbed within the departments. For example, the intern previously oversaw the work
associated with housing improvement district requests..
Hiahlioht/Chanoo 2: In 2007, the Assistant to the City Administrator position is proposed to be reduced to 32
hours (exempt)
Financial Impact: Reduction of approximately $16,000 in personal services
Service Level Impact: It is anticipated there will be very little service impact as the position will retain its existing
work load as well as its exempt status. The position will continue to attend evening meetings as necessary.
Should the reduction in hours result in a loss of work product, the City has retained the right to require the position
to resume its 40 hour FTE status.
Hiahliaht/Chanae 3: Installation of Interpretive Sign at 1914 Town Hall at a cost of $600 (much like the sign
installed in 2006 at Thresher Fields).
Financial Impact: Increase of $600
Service Level Impact: None
EXPENDITURE SUMMARY
30
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 503,620
$ 401,054
$ 397,700
380,000
Parts and Supplies
3,060
3,424
4,400
4,000,
Services and Other Charges
198,434
125,786
96,000
98,000
Capital Outlay
167
2,012
4,000
2,000
Total
$ 705,281
$ 532,276
$ 502,100
$ 484,000
30
Of hp 2007 Proposed Budget Operating Budget
p g
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
City Administrator
1
1
1
1
2,080
Assistant City Administrator
1
0
0
0
-
Assistant to'City Administrator
1
1
1
0.8
1,664
Administrative Secretary/Deputy Clerk
1
1
1
1
2,080
Clerical Technicians
2
1
1
1
2,080
Administrative Intern
0
0.5
0.5
0
-
Total
6
4.5
4.5
3.8
7,904
2007 WORK PLAN
Activitv
Routine
1 Council meeting and workshop preparation
2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
3 Intergovernmental, municipal, City departmental, and association meetings
4 Clerical and administrative support
5 Oversight of the City's day-to-day operations
6 Annual budget preparation
•
40
Of ] 2007 Proposed Budget Operating Budget
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
LINE ITEM DETAIL
41
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2066
2007
6110 SALARIES AND WAGES -REGULAR
$
406,866
$
320,897
$
304,800
$
302,800
6112 OVERTIME -REGULAR
3,665
2,955
2,000
-
6130 SALARIES AND WAGES -TEMPORARY
-
-
15,000
-
6142. PERA-COORDINATED
22,679
17,614
19,300
18,900
6144 FICA
28,095
21,270
21,800
20,200
6151 HEALTH INSURANCE
38,145
34,738
32,300
35,600
6152 LIFE INSURANCE
651
517
-
-
6154 DISABILITY- LONG TERM
1,214
1,003
-
-
6155 WORKERS COMPENSATION
2,305
2,060
2,500
2,500
PERSONAL SERVICES
$
503,620
$
401,054
$
397,700
$
380,000
PARTS &SUPPLIES
6210 OFFICE SUPPLIES
$
2,097
$
2,115
$
3,000
$
2,800
6211 OFFICE PRINTED MATERIAL(FORMS
-
-
100
100
6212 OFFICE SMALL EQUIPMENT
89
652
400
400
6215 REFERENCE MATERIALS
416
344
300
300
6220 OPERATING SUPPLIES -GENERAL
458
206
500.
400
6221 FILM & FILM PROCESSING
-
-
100
-
6230 REPAIR/MTN SUPPLIES - GENERAL
-
107
-
-
PARTS & SUPPLIES
$
3,060
$
3,424
$
4,400
$
4,000
SERVICES & OTHER CHARGES
631.0 PROFESSIONAL SERVICES -GENERAL
$
62,895
$
44,130
$
5,100
$
5,100
6318 MEDICAL SERVICES -PHYSICAL EXAM
10,260
-
-
-
6319 MEDICAL SERVICES -OTHER
595
-
-
-
6346 POSTAGE
1,525
-
-
-
6347 TELEPHONE SERVICE & LINE CHG
-
-
100
-
6348 MATRIX SERVICE - REPAIR
170
-
-
-
6353 PERSONAL AUTO/PARKING
8,085
8,357
8,900
9,300
6355 CELLULAR TELEPHONE SERVICE
1,208
703
1,000.
800
6357 GENERAL ADVERTISING
500
-
400
400
6358 EMPLOYMENT ADVERTISING
32,289
-
-
-
6370 GENERAL PRINTING AND BINDING
1,125
-
600
400
6385 INSURANCE
7,800
4,600
5,300
5,600
6475 MISCELLANEOUS
2,110
692
1,000
1,000
6476 CONFERENCES AND SCHOOLS
9,252
6,312
6,500
6,900
.6477 'LOCAL MEETING EXPENSES
4,688
2,871
4,600
4,800
6479 DUES AND SUBSCRIPTIONS
41,661
44,386
46,000
47,300
6496 HISTORICAL SOCIETY
931
985
1,500
1,900
6535 OTHER CONTRACTUAL SERVICES
13,340
12,750
13,800
14,500
6561 TEMPORARY HELP --CLERICAL
-
-
1,200
-
SERVICES & OTHER CHARGES
$
198,434
$
125,786
$
96,000
$
98,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$
167
$
2,012
$
4,000
$
2,000
CAPITAL OUTLAY
$
167
$
2,012
$
4,000
$
2,000
TOTAL ADMINISTRATION
$
705,281
$
532,276
$
502,100
$
484,000
-3.60%
41
41, CRY
Of hp 2007 Proposed Budget Operating Budget
P g
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
PURPOSE &DESCRIPTION
The purpose of the IT Department is to:
• Provide technology support for the City's
Local and Wide Area Network operations
• Develop and implement city-wide IT policies
and procedures
• Provide technology support for the City's
desktop and mobile hardware .
• Provide support for all City software
applications.
• Provide support for City's Communication
S t h d d ft.,
Expenditures as %of the General Fund
yS ems ar ware an So are
• Recognize and recommend new developments in technology
• Establish standards for efficient operation of staffs IT tools to maintain high quality of service with minimal
downtime
The IT Department is responsible for the following functions:
• Recommend, purchase, install and provide technical support, maintenance and security for the City's
Local and Wide Area Network operations and all of its components
• Recommend, purchase, install and provide technical. support for desktop and mobile computer hardware
and software applications
• Provide support for telephone/voicemail software and hardware
• Recommend, purchase, install and support the City's low -voltage wiring infrastructure
• Maintain WAN backup system
• Conduct research and recommend new or improved technology systems
PERFORMANCE INDICATORS
42
•
•
0
2005
2006
2007
Description
Actual
Budget
Proposed
City PCs maintained
250
262
270
Work orders processed
2,070
TBD
TBD
PCs replaced per year
N/A
TBD
TBD
Non-LOGIS software applications supported
66
79
TBD
Printers maintained
95
100
TBD
Spam emails deleted before arriving at City, average per month
N/A
122,046
TBD
Spam emails quarantined, average per day
400
1,000
TBD
LOGIS software applications supported
13
14
TBD
Gigabytes of server storage
1,327
2,555
TBD
Average gigabytes supported (PC support)
N/A
15,720
TBD
42
•
•
0
:7
0
0
Of hF 2007 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
HIGHLIGHTS & CHANGES
Overview: The proposed IT budget is up $81,400,
or 7.7%, in 2007.
Hlahliaht/Chanae 1: Maintenance contract/soft-
ware licensing costs with four different providers are
up 30% in total.
Financial Impact: Total increase for the four
providers is $23,000. Microsoft licensing increased
from $40,000 to $48,000; Matrix (telephone
maintenance) increased from $25,300 to $31,000;
ArcView (GIS) increased from $5,000 to $12,000;
and voicemail maintenance increased from $7,700
to $12,000.
Service Level Impact: An additonal 12 PCs were added to the Microsoft licensing agreement for support.
Hisahlisaht/Chanae 2: LOGIS has strongly encouraged all its member cities to periodically undergo a full
vulnerability assessment, known as a security audit. Audits were performed on many LOGIS cities in 2006;
Eagan is hoping to have an audit in 2007.
Financial Impact: $12,000 in 2007
Service Level Impact: The audit will help prevent unnecessary business interruption and unauthorized and/or
inappropriate access, assisting the City in achieving a more secure technical environment for its systems and
network. Such security audits will be conducted every few years.
Hisahlioht/Chanae 3: IT -related DCC start-up costs (outside of those billed by DCC) are budgeted in the current
year.
Financial Impact: $10,000 for 2007 only, nothing in'subsequent years. Nothing was budgeted in 2006.
Service Level Impact: Costs are necessary to complete the transition to DCC operations.
Hisahliaht/Chanae 4: Police is proposing the purchase of identity management software that allows staff to enter
a single ID and password and have access to multiple State, County and other jurisdiction software applications.
Financial Impact: $7,000 in 2007
Service Level Impact: This single sign -on software will increase Police staffs efficiency in accessing the various
software databases necessary in their work.
EXPENDITURE SUMMARY
Expenditures by Category
Actual
Budget
Capital
Expenditure
Services &
Outlay
2006
Other
1.64%
$ 222,255
Charges
$ 276,000
Personal
69.32%
30,150
Services
29,000
41,500
25.41%
655,271
850,679
Parts &
791,200
Capital Outlay
Supplies
7,455
6,800
3.64%
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
HIGHLIGHTS & CHANGES
Overview: The proposed IT budget is up $81,400,
or 7.7%, in 2007.
Hlahliaht/Chanae 1: Maintenance contract/soft-
ware licensing costs with four different providers are
up 30% in total.
Financial Impact: Total increase for the four
providers is $23,000. Microsoft licensing increased
from $40,000 to $48,000; Matrix (telephone
maintenance) increased from $25,300 to $31,000;
ArcView (GIS) increased from $5,000 to $12,000;
and voicemail maintenance increased from $7,700
to $12,000.
Service Level Impact: An additonal 12 PCs were added to the Microsoft licensing agreement for support.
Hisahlisaht/Chanae 2: LOGIS has strongly encouraged all its member cities to periodically undergo a full
vulnerability assessment, known as a security audit. Audits were performed on many LOGIS cities in 2006;
Eagan is hoping to have an audit in 2007.
Financial Impact: $12,000 in 2007
Service Level Impact: The audit will help prevent unnecessary business interruption and unauthorized and/or
inappropriate access, assisting the City in achieving a more secure technical environment for its systems and
network. Such security audits will be conducted every few years.
Hisahlioht/Chanae 3: IT -related DCC start-up costs (outside of those billed by DCC) are budgeted in the current
year.
Financial Impact: $10,000 for 2007 only, nothing in'subsequent years. Nothing was budgeted in 2006.
Service Level Impact: Costs are necessary to complete the transition to DCC operations.
Hisahliaht/Chanae 4: Police is proposing the purchase of identity management software that allows staff to enter
a single ID and password and have access to multiple State, County and other jurisdiction software applications.
Financial Impact: $7,000 in 2007
Service Level Impact: This single sign -on software will increase Police staffs efficiency in accessing the various
software databases necessary in their work.
EXPENDITURE SUMMARY
43
Actual
Actual
Budget
Proposed
Expenditure
2004.
2005
2006
2007
Personal Services
$ 222,255
$ 249,781
$ 276,000
$ 290,000
Parts and Supplies
30,150
27,740
29,000
41,500
Services and Other Charges
655,271
850,679
748,200
791,200
Capital Outlay
-
7,455
6,800
18,700
Total
$ 907,676
$1,135,655
$ 1,060,000
$1,141,400
43
aq Of No 2007 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
IT Coordinator
1
1
1
1
2,080
IT Specialist
2
2
2
2
4,160
Total
3
3
3
3
6,240
2007 WORK PLAN
Activit
Routine
1 Develop IT policies and procedures
2 Research and recommend new technologies
3 Establish IT goals, objectives, standards and controls
4 Troubleshoot hardware/software system and telephone/voicemail problems
5 Maintain LAN backups and recovery and security systems
6 Purchase hardware/software, supplies and licensing
7 Coordinate projects with LOGIS
8 Maintain network and user accounts
9 Design and implement network wiring infrastructure
10 Maintain relationships/memberships with intergovernmental agencies
•
•
44
Of 2007 Pro 'Osed Budget Operating Budget
41 k
CRY D0�" A 9 A 9 9
Information Technologies (03)
Responsible Manager: Kristi Peterson, IT Coordinator
LINE ITEM DETAIL
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGSIEQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
•
$ - $ 655 $ - $ 8,000
6,800 6,800 10,700
$ - $ 7,455 $ 6,800 $ 18,700
$ 907,676 $ 1,135,655 $ 1,060,000 $ 1,141,400
7.68%
45
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
180,221
$
193,455
$
211,800
$
225,300
6112 OVERTIME -REGULAR
1,807
4,198
3,000
4,000
6130 SALARIES AND WAGES -TEMP
-
-
-
-
6142 PERA COORDINATED
10,174
11,081
12,900
14,300
6144 FICA
13,105
14,277
16,400
17,500
6151 HEALTH INSURANCE
15,164
24,711
30,700
27,600
6152 LIFE INSURANCE
338
366
-
-
6154 DISABILITY- LONG TERM
600
712
-
-
6155 WORKERS COMPENSATION
846
981
1,200
1,300
TOTAL PERSONAL SERVICES
$
222,255
$
249,781
$
276,000
$
290,000
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$
17,056
$
16,592
$
14,000
$
17,000
6224 CLOTHING/PERSONAL EQUIPMENT
-
110
200
6230 REPAIR/MAINTENANCE SUPP-GENL
9,197
10,969
12,000
12,000
6270 COMPUTER SOFTWARE
3,897
69
3,000
12,300
PARTS & SUPPLIES
$
30,150
$
27,740
$
29;000
$
41,500
SERVICES & OTHER CHARGES
PROFESSIONAL SERVICES -GENERAL
$
$
$
96,500
$
96,500-
•6310
6330 DCC STARTUP COSTS
_
10,000
6346 POSTAGE
-
90
-
-
6347 TELEPHONE SERVICE & LINE CHG
-
-
1,900
500
6348 MATRIX SERVICE AND REPAIR
420
635
1,000
1,000
.6349 TELEPROCESSING EQUIPMENT
-
1,890
-
6350 LOGIS IT SERVICES
531,649
620,330
467,300
480,000
6351 PAGER SERVICE FEES
222
68
100
100
6352 TELEPHONE CIRCUITS
27,165
26,774
261500
27,000
6353 PERSONAL AUTO/PARKING
1,199
1,700
1,000
1,500
6355 CELLULAR TELEPHONE SERVICE
769
1,059
1,500
600
6360 DAKOTA COUNTY CJIIN PARTNERSHIP
-
36,609
-
6385 INSURANCE
6,700
6,200
6,000
6,300
6476 CONFERENCES AND SCHOOLS
1,233
2,573
5,000
5,000
6477 LOCAL MEETING EXPENSES
-
-
100
100
6478 TUITION AND BOOK REIMBURSEMENT
3,000
-
-
-
6535 OTHER CONTRACTUAL SERVICES
-
4,535
-
-
6567 CONTRACTUAL PROGRAMMING/DP
1,070
3,642
8,000
8,000
6569 MAINTENANCE CONTRACTS
81,844
144,574
133,300
154,600
SERVICES & OTHER CHARGES
$
655,271
$
850,679
$
748,200
$
791,200
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGSIEQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
•
$ - $ 655 $ - $ 8,000
6,800 6,800 10,700
$ - $ 7,455 $ 6,800 $ 18,700
$ 907,676 $ 1,135,655 $ 1,060,000 $ 1,141,400
7.68%
45
MY Of IF 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is to:
• Conduct elections
• Execute official documents and maintain
official records of the City
• Oversee issuance of personal and business
licenses as required by City Code
• Oversee City purchasing
The City Clerk Department is responsible for the
following functions:
• Provide for maintenance and execution of
Expenditures as %of the General Fund
procedures for voter registration
• Coordinate purchases through co-op ventures and vendor selection
• Prepare, execute, and maintain official City records
• Prepare and post official notices
• Record and maintain minutes of Council and Commission/Committee meetings
• Provide public information on ordinances, contracts and policies
• Issue and renew business licenses
• Oversee risk management programs
• Coordinate the City's safety program
PERFORMANCE INDICATORS
46
0
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Registered voters in City
N/A
45,000
N/A
Voter turnout
N/A
75%
N/A
Dangerous dog hearings
15
8
7
Insurance claims processed
63
55
50
Licenses (all types) issued
292
292
292
Pages of documents imaged
N/A
35,000
70,000
46
0
•
•
•
Of 2007 ProA 9 Operating 9 osed Budget O eratin Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
Expenditures by Category
Personal Parts &
Services Supplies
89.56% 0.13%
Services &
Other
Charges
Capital 9.34%
Outlay
0.96%
HIGHLIGHTS & CHANGES
Overview: The City Clerk budget is down $65,900,
or 22.3%, as 2007 is a non -election year. Factoring
the election out of the 2006 budget, the 2007
proposal is up 2.2% over 2006.
Hichliaht/Chanae 1: Decrease in election -related
costs as elections are held only in even -numbered
years. '
Financial Impact: $72,500 total for election judges
and supplies.
Service Level Impact: None.
Hiahliaht/Chance 2: HAVA-compliant voting equipment is now mandated for the disabled voter.
Financial Impact: Additional equipment maintenance cost of $1,400. The Help, America Vote Act (NAVA)
enhancements will add about $50 per machine per year to the maintenance costs. The equipment itself was
purchased by Dakota County with Federal grant funds; however, annual equipment maintenance contract costs
are paid by the City.
Service Level Impact: Access for disabled voters is enhanced.
Hiahlicht/Chanas 3: Publication costs for legal notices are reduced.
Financial Impact: $2,600 budget reduction. The budget is adjusted to reflect actual 2005 expenditures. Costs
vary with the number of legal notices required per year.
Service Level Impact: None.
EXPENDITURE SUMMARY
47
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 277,228
$ 208,694
$ 266,900
$ 205,100
Parts and Supplies
3,361
239
3,300
300
Services and Other Charges
23,745
15,686
23,200
21,400
Capital Outlay
-
1,266
1,500
2,200
Total
$ 304,334
$ 225,885
$ 294,900
$ 229,000
47
40'morhp 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
City Clerk
1
1
1
1
2,080
Clerical Technician
1
1
0.75
0.75
1,560
Receptionist
1.5
1.5
1.5
1.5
3,120
Total
3.5
3.5
3.25
3.25
6,760
2007 WORK PLAN
Activitv
Routine
1 Risk Management
2 Licensing
3 Purchasing
4 Safety Coordination
5 Annual Budget Preparation
6 Clerical and Administrative Support
48
•
:7
•
4110'
MY Of B� 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
LINE ITEM DETAIL
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6220 OPERATING SUPPLIES -GENERAL
6225 ELECTION SUPPLIES
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES'
SERVICES & OTHER CHARGES
6348 MATRIX SERVICE -REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES, TRAINING, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
CAPITAL OUTLAY
TOTAL CITY CLERK
$ 890
171
2,300
$ 3,361
295
384
105
18,622
1,800
25
374
36
35
2,069
$ 136 $
3
100
$ 239
208
.9,917
1,300
968
198
3,095
$ 23,745 $ 15,686
300 $ 300
3,000 -
$ 3,300 $ 300
200 200
13,600
1,400
1,000
1,300
100
3,000
2,600
$ 23,200
11,000
1,500
100
1,500
100
3,000
4,000
$. 21,400
$ - $ 1,266 $ 1,500 $ 2,200
$ - $ 1,266 $ 1,500 ' $ 2,200
$ 304,334 $ 225,885 $ 294,900 $ 229,000
-22.35%
49
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ 154,045
$ 165,212
$ 150,000
$ 156,500
6112 OVERTIME -REGULAR
3,859
-
4,000
-
6130 SALARIES AND WAGES -TEMPORARY
73,632
-
60,000
-
6131 OVERTIME -TEMPORARY
3,524
-
-
-
6142 PERA COORDINATED
9,023
9,136
12,800
9,800
6144 FICA
11,932
10,225
16,400
12,000
6151 HEALTH INSURANCE
19,824
22,665
22,800
25,900
6152 LIFE INSURANCE
203
212
-
-
6154 DISABILITY -LONG-TERM
377
414
-
-
6155 WORKERS COMPENSATION
809
830
900
900
PERSONAL SERVICES
$ 277,228
$ 208,694
$ 266,900
$ 205,100
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6220 OPERATING SUPPLIES -GENERAL
6225 ELECTION SUPPLIES
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES'
SERVICES & OTHER CHARGES
6348 MATRIX SERVICE -REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES, TRAINING, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
CAPITAL OUTLAY
TOTAL CITY CLERK
$ 890
171
2,300
$ 3,361
295
384
105
18,622
1,800
25
374
36
35
2,069
$ 136 $
3
100
$ 239
208
.9,917
1,300
968
198
3,095
$ 23,745 $ 15,686
300 $ 300
3,000 -
$ 3,300 $ 300
200 200
13,600
1,400
1,000
1,300
100
3,000
2,600
$ 23,200
11,000
1,500
100
1,500
100
3,000
4,000
$. 21,400
$ - $ 1,266 $ 1,500 $ 2,200
$ - $ 1,266 $ 1,500 ' $ 2,200
$ 304,334 $ 225,885 $ 294,900 $ 229,000
-22.35%
49
Of 2007 Prop9 Operating g osed Budget O eratin Bud et
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
PURPOSE & DESCRIPTION
The purpose of the Administrative Services
Finance Department is to:
• Manage and safeguard the City's financial
assets
• Provide timely and accurate financial
information to aid management in making
decisions about the City's operations
• Communicate financial plans and financial
results to the City's various stakeholders via
financial reports
Expenditures as %of the General Fund
Finance
3.77%
The Administrative.Services - Finance Department is responsible for the following functions:
• Accounting and financial reporting
• Budgeting
• Accounts payable
• Payroll
• Utility Billing
• Cash receipting and investment management
• Debt management
PERFORMANCE INDICATORS
2005
2006
2007
Description
Actual
Budget
Proposed
Moody's credit rating
Aa1
Aa1
Aa1
Standard & Poors credit rating
AA
AA+
AA+
Average rate of return on investments
3.3%
4.0%
4.0%
Vendor checks issued
79744
7,800
7,800
Payroll checks/direct deposit issued
12,150
12,150
12,1.50
Percent of paychecks paid as direct deposit
68%
70%
80%
Utility accounts serviced
19,423
19,600
19,750
•
50
•
400, 04
Of hp 2007 Proposed Budget Operating Budget
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
Expenditures by Category
Parts &
Personal Supplies
Services 2.80% Services &
87.840% Other
Charges
9.06%
Capital
Outlay
0.31%
HIGHLIGHTS & CHANGES
Overview: The Administrative Services—Finance
Division's proposed budget totals $955,200, up
$54,800, or 6.1 %, from the 2006 budget.
Hiahliaht/Chanae 1: Adding 0.25 FTE to the
existing 0.75 Accountant II position, restoring the
position to full-time, is proposed. In 2001, at the
employee's request, the position was reduced from
FT to .75. Since the opening of ECC, the existing
accounting staff has taken on more tasks, including
additional work brought about by the recent
implementation of new point-of-sale systems at the
Civic Arena and ECC. Furthermore, preparation of a reformatted budget book, serving as a comprehensive
planning, policy, and communications tool, will require additional accounting staff time.
Financial Impact: $20,300 in the current year, and the same amount (with inflationary increases) annually going
forward
Service Level Impact: At present, tasks/projects are not being addressed as promptly as staff or customers may
expect due to resource limitations. These tasks/projects include electronic timesheet implementation, creating
and utilizing databases to increase efficiency, in-depth budget analysis, and others. Adding .25 FTE should
enable staff to tackle some such tasks/projects in a timelier manner.
EXPENDITURE SUMMARY
51
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services.
$ 654,853
$ 697,559
$ 789,200
$ 839,000
Parts and Supplies
27,039
25,604
25,600
26,700
Services and Other Charges
85,909
92,836
79,500
86,500
Capital Outlay
145
5,929
6,100
3,000
Total
$ 767,946
$ 821,928
$ 900,400
$ 955,200
51
'04'
04 Of ke 2007 Proposed Budget Operating Budget
P g
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Administrative Services
1
1
1
1
2,080
Chief Financial Officer
1
1
1
1
2,080
Accountant II
1
0.75
0.75
1
2,080
Accountant 1
2
3
3
3
6,240
Accounting Clerk - Accounts Payable
1
1
1
1
2,080
Accounting Clerk - Payroll
1
1
1
1
2,080
Accounting Clerk - Utility Billing
1
1
1
1
2,080
Accounting Clerk - UB/Special Assessments
1
1
1
1
2,080
Total
9
9.75
9.75
10
20,800
2007 WORK PLAN
Activitv
Routine
1 Administrative/supervision
2 Preparation of budget/CIP
3 Preparation for audit and completion of annual report
4 Dakota County Drug Task. Force accounting •
5 Special assessment accounting
6 Other general accounting and reporting
7 Water/sewer utility billing
8 Payroll processing
9 Purchasing/accounts payable processing
10 Investment/debt management
11 Preparation of new budget format/budget book
12 Utility billing system conversion
•
52
atyd hp 2007 Proposed Budget Operating Budget
Administrative Services -Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
LINE ITEM DETAIL
53
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ 525,002
$
556,636
$
616,300
$
650,800
6112 OVERTIME -REGULAR f
4,710
.2,268
5,000
5,000
6130 SALARIES AND WAGES -TEMP I
-
-
-
-
6142 PERA-COORDINATED
29,189
30,919
37,300
41,000
6144 FICA
36,077
38,735
45,600
48,400
6151 HEALTH INSURANCE
54,688
63,229
81,400
89,.900
6152 LIFE INSURANCE
955
1,031
-
-
6154 DISABILITY - LONG TERM
1,787
1,991
-
-
6155 WORKERS COMPENSATION
2,445
.2,750
3,600
3,900
PERSONAL SERVICES
$ 654,853
$
697,559
$.
789,200
$
839,000
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$ 21,476
$
21,428
$
21,000
$
22,500
6215 REFERENCE MATERIALS
117
294
200
400
6220 OPERATING SUPPLIES -GENERAL
4,570
3,082
3,500
3,000
6232 SMALL EQUIPMENT REPAIR PARTS
75
-
100
-
6270 COMPUTER SOFTWARE
801
800
800
800
PARTS & SUPPLIES
$ 27,039
$
25,604
$
25,600
$
26,700
SERVICES & OTHER CHARGES
6314 AUDITING
$ 10,800
$
18,200
$
15,200
$
20,300
6315 FINANCIAL NON AUDIT
9,248
15,345
-
-
6346 POSTAGE
11,495
13,656
12,300
13,500
6347 TELEPHONE SERVICE & LINE CHG
11,600
7,235
10,900
11,700
6348 MATRIX SERVICE -REPAIR
-
170
-
200
6353 PERSONAL AUTO/PARKING
3,898
4,279
4,300
4,400
6355 CELLULAR TELEPHONE SERVICE
204
103
100
100
6370 GENERAL PRINTING AND BINDING
559
699
700
400
6385 INSURANCE
9,800
7,100
8,600
8,900
6426 SMALL EQUIPMENT REPAIR -LABOR
-
372
-
200
6457 MACHINERY AND EQUIP RENT
5,281
8,769
8,800
8,800
6475 MISCELLANEOUS
7,395
6,919
6,100
6,700
6476 CONFERENCES AND SCHOOLS
2,485
2,841
4,500
5,100
6477 LOCAL MEETING EXPENSES
1,288
155
200
300
6479 DUES AND SUBSCRIPTIONS
1,697
2,036
1,700
1,700
6493 DAKOTA COUNTY SPECIAL ASSESSMENT FEES
32
3
-
-
6535 OTHER CONTRACTUAL SERVICES
678
-
-
-
6569 MAINTENANCE CONTRACTS
9,449
4,954
6,100
4,200
SERVICES & OTHER CHARGES
$ 85,909
$
92,836
$
79,500
$
86,500
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$ 145
$
5,929
$
6,100
$
3,000
CAPITAL OUTLAY
$ 145
$
5,929
$
6,100
$
3,000
TOTAL FINANCE
$ 767,946
$
821,928
$
900;400
$
955,200
•
6.09%
53
(al of hp 2007 Proposed Budget Operating Budget
Legal Services (06) 0
PURPOSE & DESCRIPTION
The purpose Legal Services is to:
• Provide legal counsel to the City Council
and staff
• Provide prosecution services in charges
against perpetrators
• Provide counsel to Human Resources on
labor and personnel issues
The Legal Department is responsible for the
following functions:
• Provide legal representation to City in the
Expenditures as %of the General Fund
51�,Aloj
doe
prosecution or defense of all proceedings in which the City is a party
• Review ordinances, resolutions, contracts and other legal documents
• Provide coordination. with outside legal counsel
• Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
Number of civil
Number of court appearances by City prosecutors.following arraignments
54
2005 2006 2007
Actual Budget Propos
2,900
3,000
0
0
0
0
orip 2007 Proposed Budget Operating Budget
Legal Services (06)
Expenditures by Category
HIGHLIGHTS & CHANGES
Overview: The proposed legal services budget is up
$57,300, or 14.3%.
Hinhilaht/Chande 1: General civil legal services
are proposed to increase by 39% over last year's
budget. As the City follows the City Attorney's
advice to allocate more resources to up -front legal
review, it is expected the City will eventually realize
a net savings through reduced litigation costs;
however, it may be awhile before the City is able to
start realizing.such savings.
Financial Impact: Total budget increase of $63,300. $58,600 of the increase is a function both of the 2006
budget estimate being too conservative and a higher utilization of the City attorney's services; $4,700 is due to a
proposed 3% rate increase.
Service. Level Impact: Costs, of more preventive -type civil legal services will hopefully be recovered through
reduced litigation and/or judgment costs.
Hiahliaht/Channe 2: The budget for "Other" (primarily unforeseen) legal expenditures is' increased. Examples
from the recent past include the MAC lawsuit and a significant personnel issue requiring work from our labor
attorney as well as outside counsel.
Financial Impact: $30,000 over the 2006 amount, although nothing specific is anticipated at this time for 2007.
The revised figure better reflects actual expenditures.
Service Level Impact: None
Hiahliaht/Chanue 3: Prosecution services are down $36,000, bringing the number more in line with actual
expenditures over the past two years.
Financial Impact: Since prosecution fees/revenues offset prosecution expenses, no financial impact results to
the City.
Service Level Impact: None
EXPENQITURE SUMMARY
Actual Actual Budget Proposed
Breakdown:
•
Civil 169,149
234,984
Prosecution 160,725
175,474
Other 57,625
68,046
$ 387,499
$ 478,504
55
161,700
214,000
25,000
$ 400,700
225,000
178,000
55,000
$ 458,000
City 0f hp 2007 Proposed Budget Operating Budget
Community Development- Planning (07)
Responsible Manager: Mike Ridley, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development—
Planning Department is to:
• Coordinate development review process
and interaction with residential, commercial
and industrial developers and the public
• Perform long range planning activities to
guide the physical development of the City
• Supervise the regulation of zoning and land
use requirements set by the City Code
• Manage Geographic Information Systems
data and reports for multiple City functions
Expenditures as %of the General Fund
F Comm Dev --
Planning/ED
3.44%
;;ham
• Coordinate economic development, redevelopment and housing finance activities in the City
• Manage special studies, projects and data analysis for development and redevelopment
• Provide adequate support/coverage for information requests from a variety of customers
The Community Development—Planning Department is responsible for the following functions:
• Perform development application review and coordinate staff report preparation for Commission/Council
review of land use, zoning and subdivision applications
• Maintain/Update Comprehensive Land Use Plan and Subdivision and Zoning Code
• Provide education and enforcement of zoning and land use regulations
• Develop GIS applications for department and provide multi -department GIS support
• Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses
in the community and to maintain, revitalize and redevelop specific areas of the City as appropriate
• Participate and/or staff Task Forces and coordinate special studies
• Manage cold phone/counter calls from residents, realtors, developers, etc
PERFORMANCE INDICATORS
M
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Subdivision & Platting related applications
38
40
40
Zoning Enforcement Cases
822
820
820
Special Studies/Task Forces staffed
2
2
2
Rezonings/Prelim & Final PD/PD Amendment
35
35
35
CUP/IUPNariances
29
30
30
Ord Amendment/Comp Plan Amendment
12
10
10
Sign Permits
238
200
200
M
•
•
4101
My Of BBD 2007 Proposed Budget Operating Budget
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
Expenditures by Category
Parts &
Supplies
0.45%
Personal Services &
Services Other
92.45% Charges
7.10%
HIGHLIGHTS & CHANGES
Overview: The 2007 Planning budget shows an
increase of $59,500, or 7.3%, due largely to
additional activities associated with the 2008
Comprehensive Guide Plan Update (intern and
consultants). Apart from the additional allocations in
that area, the primary increased budget demands
relate to the wages and benefits of retaining the
current work force and customer service levels.
Hiahliaht/Chanae 1: Funding for the 2008
Comprehensive Guide Plan Update
Financial Impact: Additional cost of $17,500 over
the $7,500 budgeted for 2006
Service Level Impact: This will allow staff to supplement Comp Plan work with area -specific consultant
assistance
Hiahliaht/Chanue 2: The budget. reflects an increase to cover a half-time intern and a Recording Secretary for
the Advisory Planning Commission meetings.
Financial Impact: Total impact is $15,000. The intern request is increased from '/4 -time in 2006 to %s -time in
2007, an increase of $12,500; the Recording Secretary budget amount of $2,500, unfortunately, had been
inadvertently overlooked for the past several years
Service Level Impact: The service level. impact for the intern position is hard to quantify in that the intern is often
asked to perform "back burner" duties that permanent staff would accomplish when time allowed; equally as
important is providing a young planner the opportunity to experience a real-world planning operation.
The service level impact for the Recording Secretary is critical; previously, the City Attorney's office provided this
service (at a much higher fee) but found it difficult to keep minutes and dispense legal advice at the same time.
Hiahliaht/Chanae 3: _ Disbanding of the Economic Development Commission/Addition of Dakota Future
Membership. (The $6,700 Dakota Future membership is not included in the budget figures due to its late addition
as an item for consideration, but can be incorporated without impact on the overall budgettlevy by adjusting the
General Fund budget contingency down.)
Financial Impact: The budget for Economic Development activities had been proposed to be reduced by $2,000
to reflect the disbanding of the Economic Development Commission. However, the public-private economic
development partnership, Dakota Future, has requested that local governments consider formal membership in
the group at a rate of ten cents per household. Staff would propose that the allocation of $6,700 for this purpose
be covered through a combination of 2006 budgeted and 2007 proposed allocations. .
Service Level Impact: The service level for economic development activities should remain constant and
cooperative activities should be reinforced through Dakota Future membership.
EXPENDITURE SUMMARY
57
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 612,102
$ 730,990
$ 760,300
807,500
Parts and Supplies
3,072
5,726
3,200
3,900
Services and Other Charges
60,142
83,175
50,400
62,000
Capital Outlay
-
450
Total
$ 675,316
$ 820,341
$ 813,900
$ 873,400
57
City Of im 2007 Proposed Budget Operating Budget
p g
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Community Development Director
0.5
0.5
0.5
0.5
1,040
City Planner
1
1
1
1
2,080
Planners
2
2
2
2
4,160
Planning Aide
1
1
1
1
2,080
GIS Technician/Planner
1
1
1
1
2,080
Code Enforcement Technician
2
3
3
3
6,240
Office Supervisor
1
1
1
1
2,080
Total
8.5
9.5
9.5
9.5
19,760
2007 WORK PLAN
Activit
Routine
1 General Planning & Zoning Administration
2 Current Planning
3 Special Studies/Budget
4 Comprehensive Plan
5 Zoning
6 GIS Administration
7 Code Enforcement
8 Economic Development - Redevelopment
9 Technical Assistance
10 Clerical - Planning & Zoning
58
•
0
40' Cq
Of hp 2007 Proposed Budget Operating Budget
Community Development - Planning (07)
Responsible Manager: Mike Ridley,, City Planner
LINE ITEM DETAIL
Acct
PERSONAL SERVICES
Actual
2004
Actual
2005
Budget
2006
Proposed
2007
6110
SALARIES AND WAGES -REGULAR
$ 490,238
$ 571,532
$ 588,700
$ 613,600
6112
OVERTIME -REGULAR
-
-
-
-
6130
SALARIES AND WAGES -TEMPORARY
6,123
13,422
6,800
15,000
6142
,PERA-COORDINATED
26,954
31,592
35,300
38,300
6144
FICA
35,605
42,444
45,200
47,500
6151
HEALTH INSURANCE
46,711
63,949
78,500
86,700
6152
LIFE INSURANCE
917
1,070
$ 450
-
6154
DISABILITY- LONG TERM
1,705
2,079
-
6155
WORKERS COMPENSATION
3,849
4,902
5,860
6,400
PERSONAL SERVICES
$ 612,102
$ 730,990
$ 760,300
$ 807,500
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6211 OFFICE PRINTED MATERIAUFORMS
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES -GENERAL
6221 FILM.& FILM PROCESSING
6231 MOBILE EQUIP REPAIR PARTS
6235 FUEL,. LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
6312 ENGINEERING
6313 PLANNING
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 MATRIX SERVICE & REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6425 MOBILE EQUIPMENT REPAIR LABOR
6426 SMALL EQUIPMENT REPAIR -LABOR
6457 MACHINERY & EQUIPMENT -RENTAL .
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6504 ECONOMIC DEVELOPMENT ACTIVITY
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
$ 2,069 $
55
78
453
65
343
9
$ 3,072
$ 18,520
18,217
4,000
425
3,626
451
51
5,400
45
2,807 $
1,000 $
1,000
257
500
400
783
400
600
78
200
200
552
400
500
49
200
100
594
200
500
606
300
600
$ 5,726 $
3,200
$ 3,900
$ 11,810 $
7,500
$ 25,000
16,983
-
-
27,431
-
-
4,547
4,500
4,500
323
500
500
-
200
100
3,932
4,000
4,000
859
500
900
-
2,500
1,000
3,900
4,300
4,500
200 100
10
-
-
-
6,076
8,248
11,600
9,600
1,170
1,969
3,000
2,400
1,859
2,676
5,000
4,800
-
30
100
100
-
-
6,000
4,000
292
467
500'
$
500
$ 60,142
$ 83,175
$ 50,400
$
62,000
$ -
$ 450
$ -
$
-
$ -
$ 450
$ -
$
-
TOTAL COMMUNITY DEV. - PLANNING $ 675,316 $ 8202341 $ 813,900 $ 873,400
7.31%
59
aq Of ku 2007 Proposed Budget Operating Budget
P g
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PURPOSE & DESCRIPTION
The purpose of the Community Development -
Inspections Department is to:
• Protect the health, safety and welfare of
designers, builders and occupants of the
built environment in Eagan.
• Verify compliance with municipal and state
building, fire, plumbing, electrical, heating,
energy and .accessibility codes
• Inform and educate residents, builders and
designers of minimum requirements and
inform them of the history of those codes
• Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary
• Identify potential improvements that can be made in codes and standards and propose changes
The Community Development — Inspections Department is responsible for the following functions:
• Review plans, specifications and support documents and request revisions, when necessary
• Collect fees directly and indirectly related to the Division
• Issue sewer/water; fire suppression, building, plumbing, mechanical, underground storage tank and
building move permits
• Schedule and perform field inspections for the above permits
• Coordinate proposed construction projects with other. Departments and other government agencies
• Respond to residents' questions and concerns regarding code interpretations and potential code
violations
PERFORMANCE INDICATORS
•
60
2005
2006
2007
Description
Actual
Budget
. Proposed
Building permits
2,010
1,600
1,700
Plumbing permits
1,114
1,100
1,100
Mechanical permits
958
750
700
Total inspections made
11,133
10,750
10,750
•
60
04 Of B� 2007 Proposed Budget Operating Budget
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
Expenditures by Category
Parts &
Actual
Supplies
Budget
2.62%
Expenditure
Personal
Services &
Services
Other
93.10%
Charges
$ 873,439
3.38%
Capital
Outlay
Parts and Supplies
0.90%
18,835
HIGHLIGHTS&. CHANGES
Overview: The Protective Inspections proposed
budget reflects a $93,000, or 9.3%, decrease from
last year due to the Fire Marshal and Fire: Inspector
being moved to the Fire Department. Factoring out
the effect of moving the two positions, the proposed
budget is up 7.6%.
Hiahliaht/Chanue 1: In conjunction with the hiring
of a FT Fire Chief, both the Fire Inspector and Fire
Marshal will. now be supervised by the Fire Chief
instead of the Chief Building official. They have
moved offices to Fire Administration.
Financial Impact: There is no overall financial impact to the General Fund. The personal services increase of
$155,600 to the Fire Department is offset by a decrease of the same amount in Protective Inspections. Expenses
related to the two positions (auto, cell phone, etc.) of $13,100 have been moved to the Fire Dept as well.
Service Level Impact: It is anticipated moving.the two positions will provide better coordination of fire inspection
needs
Hichilaht/Chanae 2: Budget for credit card fees is increased due to increased purchasing of City permits via
credit card by contractors and individuals
Financial Impact: $2,500 in 2007
Service Level Impact: No change in service level offered; purchase of City services via credit card is on the
increase.
Hiahliaht/Chance 3: New/replacement code books, and an increase in office supplies to better align budget with
historical results are proposed.
Financial Impact: $1,500 for code books; $2,800 for office supplies. A major code cycle typically occurs every
third year and reference materials must be purchased for the inspectors
Service Level Impact: Inspectors need up-to-date code books to properly perform inspections
EXPENDITURE SUMMARY
0
Actual
Actual
Budget
Proposed
Expenditure
2004
2005.
2006
2007
Personal Services
$ 800,308
$ 873,439
$ 949,900
843,800
Parts and Supplies
13,666
18,835
14,800
23,700
Services and Other Charges
31,412
27,067
28,600
30,600
Capital Outlay
7,442
6,578
6,000
8,200
Total
$ 852,828
$ 925,919
$ 999,300
$ 906,300
0
40'
M Of 11 2007 Proposed Budget Operating Budget
P g
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Community Development Director
0.5
0.5
0.5
0.5
1,040
Clerical Technicians
2
2
2.75
2.75
5,720
Chief Building Official
1
1
1
1
2,080
Senior Inspector
2
2
2
2
4,160
Inspectors
4
4
4
4
8,320
Fire Marshal
1
1
1
0
-
Fire Inspector
1
1
1
0
-
Total
11.5
11.5
12.25
10.25
21,320
2007 WORK PLAN
Activitv
Routine
1 Process permits, set up inspectors' schedules
2 Provide direction, planning; support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
62
•
•
:7
Of BBD 2007ProPosed Budget Operating Budget
Community Development - Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
LINE ITEM DETAIL
63
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
640,021
$
685,657
$
734,800
$
646,400
6112
OVERTIME -REGULAR
4,305
7,254
4,000
5,000
6130
SALARIES AND WAGES -TEMPORARY
-
-
-
-
6142
PERA-COORDINATED
35,242
38,162
44,300
40,700
6144
FICA
45,350
48,987
56,400.
49,400
6151
HEALTH INSURANCE
66,749
83,462
103,100
95,600
6152
LIFE INSURANCE
1,222
1,372
-
6154
DISABILITY - LONG TERM
2,243
2,665
-
6155
WORKERS COMPENSATION
5,176
5,880
7,300
6,700
PERSONAL SERVICES
$
800,308
$
873,439
$
949,900
$
843,800
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
1,998
$
3,610
$
1,200
$
4,000
6211
OFFICE PRINTED MATERIAL/FORMS
956
210
1,200
800
6212
OFFICE SMALL EQUIPMENT
-
318
100
300
6215
REFERENCE MATERIALS
929
419
700
2,200
6220
OPERATING SUPPLIES -GENERAL
217
-
200
200
6221
FILM & FILM PROCESSING
-
19
100
100
6224
CLOTHING/PERSONAL EQUIPMENT
1,288
1,334
1,300
1,100
6226
PUBLIC SAFETY SUPPLIES
-
377
300
400.
6231
MOBILE EQUIP REPAIR PARTS
1,454
3,294
2,000
3,000'
6232,
SMALL EQUIPMENT REPAIR PARTS
8
197
100
200
6235
FUEL, LUBRICANTS, ADDITIVES
6,816
9,047
7,500
11,300
6240
SMALL TOOLS
-
10
100
100
PARTS &.SUPPLIES
$
13,666
$
18,835
$
14,800
$
23,700
SERVICES & OTHER CHARGES
6346
POSTAGE
$
58
$
33
$
100
$
200
6347
TELEPHONE SERVICE & LINE CHG
1,127
744
1,000
800
6348
MATRIX SERVICE & REPAIR
-
-
200
200
6351
PAGER SERVICE FEES
378
316
400
300
6353
PERSONAL AUTO/PARKING
975
1,096
1,000
1,100
6355
CELLULAR TELEPHONE SERVICE
6,616
4,113
4,000
4,200
6370
GENERAL PRINTING AND BINDING
-
27
-
-
6385
INSURANCE
10,400
7,800
8,700
9,100
6475
MISCELLANEOUS
6
50
200
100
6476
CONFERENCES AND SCHOOLS
5,828
3,808
5,900
4,900
.6477
LOCAL MEETING EXPENSES
1,545
1,343
1,900
1,800
6479
DUES AND SUBSCRIPTIONS.
675
1,585
1,000
1,100
6480
LICENSES, PERMITS AND TAXES
187
7
200
200
6487
VISA/MC BANK CHARGES
. 2,866
5,568
3,500
6,000
6569
MAINT. COPY MACHINE CONTRACT
751
577
500
600
SERVICES & OTHER CHARGES
$
31,412
$
27,067
$
28,600
$
30,600
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
$
7,442
$
6,578
$
6,000
$
8,200
CAPITAL OUTLAY
$
7,442
$
6,578
$
6,000
$
8,200
TOTAL COMMUNITY DEV. - INSPECTIONS
$
852,828
$
925,919
$
999,300
$
906,300
-931%
63
111040fw
2007 Proposed Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
The purpose of the Communications Department is
to:
• Oversee city public information, public
relations and communications tools
including newsletters, Web sites,
government cable programs, marketing
pieces and press releases
• Communicate with citizens and the business
community '
• Identify emerging issues and messages
while proactively communicating with the
Operating Budget
Expenditures as %of the General Fund
Conn, nicab
ons
1.79%
media and responding to requests
• Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand
• Provide strategic communications advice and special event and marketing support to City staff, as
needed.
• Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
• Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Burnsville -Eagan
Community TV (BECT) operations, History Committee and Recycling programs
The Communications Department is responsible.for the following functions:
• Publish the bimonthly city newsletter and quarterly Eagan business newsletter.
• Maintain the content of the City Web site and Intranet
• Respond to public requests for information and specifically media requests
• Provide marketing and special event support
• Provide strategic communications advice and develop appropriate -themes, messages and materials
• Oversee ECVB, BECT, Dakota Valley Recycling, and provide staff support to the Telecommunications
Commission, Eagan Technology Working Group, 4th of July & Eagan History committees
PERFORMANCE INDICATORS
64
r�
L
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Percentage of residents who have accessed City Web site
56%
N/A
65%
Percentage of Web site visitors able to find what they were looking for
88%
N/A
90%
Issues of Experience Eagan newsletter out on time
5 of 6
In. Progress
6 of 6
Issues of Eagan Business News published on schedule
3 of 4
N/A
4 of 4
Attendance at City Services Open House
700
WA
850
64
r�
L
•
•
41,
aq Of ke 2007 Proposed Budget Operating Budget
-.Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
Expenditures by Category
Parts & Services &
Supplies Other
Charges
56.76%
Personal
Services
42.93%
HIGHLIGHTS & CHANGES
Overview: After a 2006 budget decrease of 9.9%,
the proposed 2007 budget is up $58,300, or 14.8%.
The City Council's policy has been to fund the
Communications Department's operating and capital
budgets entirely from Cable TV franchise fees.
Hiohliaht/Chanae 1: 2007 City Survey
,Financial Impact: Cost of the every -other year
survey is $25,300, or 5.1 % of the budget:
Service Level Impact: The biennial survey, last
done in 2005, will help the new Council in 2007 set
priorities and will help departments and Council. track performance indicators
Hiahliaht/Chanae 2: Showcase Eagan/City Services Open House scope broadens; budget moves from Central
Services Maintenance to Communications
Financial Impact: Event previously was budgeted at $3,100; actual 2005 cost was $3,200 when located at the
.Community Center. Event scope is broadening in 2007 to include non-profit community groups interested in
reaching new residents. To allow for recommended table skirting and additional community groups, costs will
increase by $2,700, partially offset by $1,500 in revenues from 50 community groups paying $30 each to be
present.
Service.Level Impact: This event has been in need of a new dimension. The changes, enhance outreach to new
residents, a group previous surveys indicated rated Eagan less highly. By also building interest and an audience
from community groups, city services should be seen by a larger number of attendees than in past years. This is
pegged as a one-year experiment to see if the City can bring new energy and increased attendance to this event
Hiahliaht/Chanae 3: Communications Intern (10 hours per week for 22 weeks)
Financial Impact: Proposed, at this time, for 2007 only. It would increase personnel costs by $3,400
Service Level Impact: This .would allow Communications to make significant headway loading important
information to the Intranet (policies, forms & content) while also helping create a master event calendar, organize
photo files, and systematize tracking of our performance measurement metrics. Having more information
centralized to the intranet helps document our procedures, reduces inefficiencies and should allow for using the
network I: drive as it was intended, for the temporary, exchange of files
Hiahliaht/Chanue 4: On one-year trial basis, replace Quantumart Web development consulting with City of
Eden Prairie Web development programmer available 20 hours per month. Eden Prairie is both a Quantumart
customer and a LOGIS member like Eagan and has been able to optimize its Web functionality without paying
development dollars to Quantumart.
Financial Impact: Net impact is $10,200 increase.
Service Level Impact: A major communications priority is to implement improvements to Eagan's public Web
site based on the 2006 usability study to be performed this summer and to push to expand our capabilities on the
Intranet to have secure My Information detail. EP's programmer has the specific skills we need to engage in this
work. The partnership would also further demonstrate interagency cooperation and use of resources. Eagan
does not currently have Web programmers on ,staff and could not hire one for anywhere near this price. Outside
programmers typically charge $150 an hour. LOGIS has programmers, but only for those projects the consortium
of cities agrees upon. Eagan is barely scratching the surface in terms of the power our content management
system could be delivering if we had these skill sets.
65
C4 Of ku 2007 Proposed Budget Operating Budget
Communications (09) •
Responsible Manager: Tom Garrison, Director of Communications
Hisahliaht/Chanue 6: Eagan Business News reader survey & increased design costs
Financial impact: $3,100
Service Level Impact: Eagan Business News was redesigned two years ago, and while the writing and graphics
are stronger than before, it is time to see what our business readers actually want and expect in information from
the city, and whether they are in fact reading the publication. A further benefit will be to gauge whether readers
prefer or would care if the publication were just sent to them electronically. If the reader survey is positive, this
could allow Eagan in 2007 or 2008 to eliminate nearly $7,000 in printing and postage costs and potentially reduce
design costs with an e-mail based posting.
Hisahliaht/Chanaae 7: Granicus Web streaming (Webcast Central)
Financial Impact: $3,000 as proposed to continue Web streaming service. However, Council asked what it
would cost to store videos beyond one year. This would require Media Vault installation and service at a
projected cost of $14,608 + training and a yearly service charge of $2,400; the proposed budget does not include
these charges.. Based on anticipated usage, Communications does not recommend adding the Media Vault at this
time, but if a need is established this could be reconsidered for the 2008 budget.
EXPENDITURE SUMMARY
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
Parts and Supplies
$ 169,515
6,917
$ 178,566
2,800
$ 183,300
1,200
194,400
1,400
Services and Other Charges
193,553
219,869
206,900
257,000
Capital Outlay
-
403
3,100
-
Total
$ 369,985
$ 401,638
$ 394,500
$ 452,800
•
•
2007 Proposed Budget Operating Budget
Communications, (09)
Responsible Manager:. Tom Garrison, Director of Communications
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Communications Director
1
1
1
1
2,080
Communications Coordinator
1
1
1
1
2,080
Communications Intern
0
0
0
0.25
520
Total
2
2
2
2.25
4,680
2007 WORK PLAN
Activi
Routine
1 Write, edit, & publish 6 bi-monthly city newsletters (Experience Eagan) & annual rpt.
2 Edit & publish 4 city business newsletters (Eagan Business News) + 10 Cedar Grove
3 Daily & weekly maintain City Web site and intranet site
4 Public relations & issues management including press releases & reporter calls
5 Special events including July 4, State of City Address, Breakfast with Mayor series, etc.
Oversighttleadership and/or liaison responsibilities for BECT, Telecom Commission, Dak Valley
6 Recycling, History Committee, Technology Working Group
7 In-house graphic design
8 Prepare marketing materials
9 City-wide citizen survey
10 Develop master event calendar
11 Photo management and clean-up of network file storage
67
Of BBD 2007 Proposed Budget Operating Budget
p g
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
TOTAL COMMUNICATIONS
$ 369,985 $ 401,638
$ 394,500 $ 452,800
14.78%
•
Is
C
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
138,010
$
144,731
$
145,500
$
153,300
6142 PERA-COORDINATED
7,622.
7,840
8,700
9,600
6144 FICA
10,341
10,551
11,100
11,700
6151 HEALTH INSURANCE
12,147
13,899
16,700
18,400
6152 LIFE INSURANCE
235
250
-
-
6154 DISABILITY - LONG TERM
220
236
-
-
6155 WORKERS COMPENSATION
940
1,059
1,300
1,400
PERSONAL SERVICES
$
169,515
$
178,566
$
183,300
$
194,400
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$
192
$
189
$
300
$
400
6212 OFFICE SMALL EQUIPMENT
4,873
1,181
400
300
6215 REFERENCE MATERIALS
-
215
-
-
6220 OPERATING SUPPLIES - GENERAL
-
23
-
-
6238 COMMUNICATION SYSTEM PARTS
1,730
527
-
-
6270 COMPUTER SOFTWARE
122
665
500
700
PARTS & SUPPLIES
$
6,917
$
2,800
$
1,200
$
1,400
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
$
44,232
$
54,914
$
37,900
$
60,200
6328 SPECIAL EVENTS/ADMISSION FEES
-
-
-
5,900
6346 POSTAGE
50,088
55,312
52,500
52,000
6351 PAGER SERVICE FEES
88
87
100
1.00
6353 PERSONAL AUTO/PARKING
3,676
3,855
3,750
3,900
6357 GENERAL ADVERTISING
-
300
800
800
6359 LEGAL NOTICE PUBLICATION
-
-
750
.800
6370 GENERAL PRINTING AND BINDING
89,662
85,935
83,700
88,200
6385 INSURANCE
1,800
2,500
2,500
2,600
6475 MISCELLANEOUS
170
250
300
100
6476 CONFERENCES AND, SCHOOLS
19
2,027
3,600
4,600
6477 LOCAL MEETING EXPENSES
19
49
1,200
900
6479 DUES AND SUBSCRIPTIONS
960
980
1,300
1,200.
6515 INTERNAL EXPENSE (INTERFUND)
65
-
-
-
6535 OTHER CONTRACTUAL SERVICES
135
160
500
25,200
6567 CONTRACTUAL PROGRAMMING/DATA
-
7,500
10,000
-
6569 MAINTENANCE CONTRACTS
2,639
6,000
8,000
10,500
SERVICES & OTHER CHARGES
$
193,553
$
219,869
$
206,900
$
257,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$
-
$
403
$
3,100
$
-
CAPITAL OUTLAY
$
-
$
403
$
3,100
$
-
TOTAL COMMUNICATIONS
$ 369,985 $ 401,638
$ 394,500 $ 452,800
14.78%
•
Is
C
Of 2007 Proposed Budget Operating Budget
•
This page left blank intentionally
L�
Ity 0f DIP 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resource Department is
to:
• Develop and implement personnel policies
• Administer compensation and benefits plans
• Coordinate employee relations initiatives
• Maintain and protect the privacy and
security of employee records
• Serve as internal consultant to management
Expenditures as %of the General Fund
Human
Resources
0.95%
The Administrative Services—Human Resources
division is responsible for the following functions:
• Coordinate recruitment efforts
• Respond to employee performance and discipline issues
• Negotiate and administer labor contracts
• Coordinate employee recognition program
• Conduct new employee orientations and coordinate limited training initiatives
PERFORMANCE INDICATORS
•
70
2005
2006
2007 •
Description
Actual
Budget
Proposed
Job vacancies posted and advertised for
N/A
N/A
N/A
Applications received
N/A
N/A
N/A
Employees enrolled in each benefit offered
N/A
N/A
N/A
Internal training opportunities presented by HR
N/A
N/A
4
Employees hired
N/A
N/A
N/A
Policies revised/created
N/A
N/A
10
•
70
•
of
CJI 2007 Proposed Budget Operating Budget
Administrative Services Human Resources (10)
Responsible Manager: Lori Peterson,. Human Resource Manager
Expenditures by Category
Personal Parts &
Services Supplies
76.81% 0.70%
Services &
Other
Charges
22.28%
Capital
Outlay
0.21%
HIGHLIGHTS & CHANGES'
Overview: The 2007 proposed budget of $241,900
is up $1,400, or 0.6%, from 2006.
Hitahliaht/Channe 1: Employment advertising costs
estimates are reduced based on historical figures
Financial Impact: Last year's budget of $32,000
has been cut by $7,000.
Service Level Impact: No impact on services is
anticipated. The City is still able to attract a good
candidate pool for those positions posted in area
newspapers.
EXPENDITURE SUMMARY
71
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 150,500
$ 173,400
$ 185,800
Parts and Supplies
Prior to 2005, HR
724
5,500
1,700
Services and Other Charges
was included in
77,339
61,600
53,900
Capital Outlay.
Dept 02 - Admin
3,236
-
500
Total
$ 231,799
$ 240,500
$ 241,900
71
T'
my Of 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Human Resources Manager
1
1
1
1
2,080
Human Resources Specialist
1
1
1
1
2,080
Clerical Technician
0
0
0.25
0.25
520
Total
2
2
2.25
2.25
4,680
2007 WORK PLAN
Activitv
Routine
1 General & administrative tasks
2 ' Recruitment coordination
3 Benefits administration
4' Employment-related issues
5 Labor relations/contract administration
6 Employee relations/recognition
7 Policy/organizational development
8 Employee orientation & training
9 Dakota Communications Ctr initiative
72
•
•
04 or lip 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
LINE ITEM DETAIL
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ - $
119,758
$
133,800
$
144,400
6112 OVERTIME -REGULAR
-
515
-
-
6130 SALARIES AND WAGES -TEMPORARY
-
-
-
-
6131 OVERTIME -TEMPORARY
-
-
-
-
6142 PERA-COORDINATED
-
6,520
8,000
9,000
6144 FICA
-
8,892
10,200
11,000
6151 HEALTH INSURANCE
-
13,572
20,600
20,500
6152 LIFE INSURANCE
-
217
-
-
6154 DISABILITY - LONG TERM
-
421
-
-
6155 WORKERS COMPENSATION
-
605
800
900
PERSONAL SERVICES
$ - $
150,500
$
173,400
$
185,800
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$ - $
594
$
1,000
$
200
6211, OFFICE PRINTED MATERIAL/FORMS
-
-
2,500
500
6215 REFERENCE MATERIALS
-
130
1,000
500
6220 OPERATING SUPPLIES -GENERAL
-
-
500
500
6270 COMPUTER SOFTWARE
-
-
500
-
PARTS & SUPPLIES
$ - $
724
$.
5,500
$
1,700
•SERVICES
& OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
-
$ $
1,424
$
1,000
$
2,200
6318 MEDICAL SERVICES - PHYSICAL EXAM
-
9,651
4,500
7,800
6319 MEDICAL SERVICES - OTHER
-
5,218
2,000
3,500
6346 POSTAGE
-
76
300
200
6353 PERSONAL AUTO/PARKING
-
246
200
200
6358 EMPLOYMENT ADVERTISING
-
54,273
32,000
25,000
6370 GENERAL PRINTING AND BINDING
-
1,053
4,500
2,200
6475 MISCELLANEOUS
-
-
1,200
1,200
6476 CONFERENCES AND SCHOOLS
-
4,494
3,600
3,000
6477 LOCAL MEETING EXPENSES
-
-
500
200
6479 DUES AND SUBSCRIPTIONS
-
904
1,100
1,100
6561 OTHER CONTRACTUAL SERVICES
-
-
10,700
7,300
SERVICES & OTHER CHARGES
$ - $
77,339
$
61,600
$
53,900
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$ - $
1,683
$
-
$
500
6670 OTHER EQUIPMENT
-
1,553
-
-
CAPITAL.OUTLAY
$ - $
3,236
$
-
$
500
TOTAL HUMAN RESOURCES
$ - $
231,799
$
240,500
$
241,900
0.58%,
•
73
2007 Proposed Budget
Police -Administration (11)
Responsible Manager: James McDonald, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the
Police Department is to:
• Ensure the compliance of department
policies and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and
Training Board
• Work with elected officials and other city
staff to support Eagan citizens
• Assure community members have
confidence in the Police department
Operating Budget
Expenditures as %of the General Fund
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs/practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
Projections are based on Part 1 Crime Statistics and Calls for Service data recorded over the past 10 years
74
•
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Completion of departments annual work plan (by percentage)
100%
100%
100%
Improve follow-up communication to citizens indicated by 50th contact
N/A
3.6
4
cards (a 5 is perfect; most areas average 4.6)
City survey - Police services rating of excellent or good
92%
N/A
92%
Calls for service
50,239
62,856
53,667
Part 1 crime rate *
2,518
2,427
2,341
Projections are based on Part 1 Crime Statistics and Calls for Service data recorded over the past 10 years
74
•
•
•
411k CRY of kin
2007 Proposed Budget
Operating Budget
• Police -Administration (11)
•
Responsible Manager: James McDonald, Deputy Chief of Police
Expenditures by Category
Parts &
Supplies
0.65% Services &
Other
Charges
Personal 25.63%
Services
73.05% Capital
Outlay
0.67%
HIGHLIGHTS & CHANGES
Department Overview: The Police Department's
overall budget proposal is up $498,100, or 5.3%,
over 2006. For the 2007 budget presentation,
Police is broken into four. divisions: Administration,
Patrol, Investigations, and Support. These divisions
match up with management responsibilities of the
lieutenants under the recent reorganization.
Although past budgets have not been. prepared by
Division, program accounting records provide the
historical comparative numbers used below. For
comparability at all levels, budgets will be presented
both by Division and in total for the Department.
Police's Administration Division budget is down $539,000 due to placing the lieutenants and other personnel into
their respective divisions of responsibility.
Hiahliaht/Chancie 1: Several staff have been moved out of Administration and into other divisions. Two
Lieutenants were moved to the Patrol Division. A third Lieutenant, the Crime Analyst, the Crime Prevention
Specialist and the Support Services Manager were moved to the Support Division.
Financial Impact: There is no financial impact of these moves.
Service Level Impact: Police management, under the reorganized department structure, now will be able to
better manage their respective divisions because of the segregated budgeting/reporting.
EXPENDITURE SUMMARY - ADMINISTRATION DIVISION
75
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 444,363
$ 483,212
$ 879,300
348,500
Parts and Supplies
4,687
3,114
4,800
3,100
Services and Other Charges
125,035
106,205
122,800
122,300
Capital Outlay
10,025
4,249
9,200
3,200
Total
$ 584,110
$ 596,780
$ 1,016,100,
$ 477,100
75
Of ka 2007 Proposed Budget Operating Budget
Police -Administration (11)
Responsible Manager: James McDonald, Deputy Chief of Police
POSITION INVENTORY SUMMARY — TOTALS BY DIVISION
POSITION INVENTORY —ADMINISTRATION DIVISION
Personnel
2004
2005
2006
2007
Hours
Administration
6
9
.9
3
6,240
Patrol
52
52
53
54
112,320
Investigations.
14
12
13
14
29,120
Support (excluding dispatch)
13.25
14.25
12.25
16.25
33,800
Subtotal
85.25
87.25
87.25
87.25,
181,480
Dispatch
10.75
10.75
11.75
0
-
Total
96
98
99
87.25
181,480
POSITION INVENTORY —ADMINISTRATION DIVISION
Personnel
2004
2005
2006
2007
Hours
Chief of Police
1
1
1
1
2,080
Deputy Chief of. Police
0
0
1
1
2,080
Captains
2
1
0
0
-
Lieutenants
0
3
3
0
-
Administrative Assistant
1
1
0
0
-
Support Services Manager
0
0
1
0
-
Office Manager
1
1
0
0
-
Crime Analyst
0
0
1
0
-
Administrative Secretary
1
1 _
1
1
2,080
Crime Prevention Specialist
0
1
1
0
-
Total
6
9
9
3
6,240
2007 WORK PLAN
Activitv
Routine
1 Establish and review police department policies and procedures
2 Respond to citizen questions and concerns
3 Work with elected officials and other city staff members on issues affecting Eagan
4 Meet with other government agencies on law enforcement issues
5 Ensure compliance with established law enforcement practices and norms
6 Plan and implement goals and objectives for the department
7 Interact with citizens to foster positive relationships between. the city and the community '
8 Develop the department budget
9 Attend department and outside training relating to law enforcement issues
0
Of 2007 Proposed Budget Operating Budget
•
This page left blank intentionally
0
is
77
Of 2007 Proposed Budget
Operating Budget
26,400
469,500
Police -Department Totals -(11)
3,700
627,100
6144
FICA
7,100
Responsible Manager: James McDonald, Deputy Chief of Police
12,300 52,000
3,700 500
128,900
6151
HOSPITALIZATION
27,600
Actual
Actual
9,200 0
Budget
Proposed
WORKERS COMPENSATION
2004
2005
44.100 8.100
2006
2007
Personal Services
$6,961,110
$7,864,089
$8,389,100
$8,016,600
Parts & Services
330,364
405,593
387,600
429,800
Services & Other Charges
421,112
467,907
521,000
1,350,500
Capital Outlay
23.217
40.718
36.800
35.700
Total
$7,735,803
$8,778,307
$9,334,500
$9,832,600
5.3%
Program # 1101 1164
1105
1106 1107
1108
1110 1116
TOTALS
Division Admin Patrol
Investigations
Support
Program Description
Emergency Support
Communi-
Animal Contract
Prep Services
cations
Control Security
PERSONAL SERVICES
6110 SALARIES & WAGES -REGULAR $271,800 $3,971,400 $1,074,500 $733,500 $48,600 $6,099,800
6112 OVERTIME -REGULAR 3,100 41,200 15,500 18,500 300 78,600
6130 SALARIES & WAGES -TEMPORARY 0
CONTRACTUAL SECURITY oc,uuu oz,uuu
PERA-COORDINATED 3,100 51,900 3,100 58,100
6143
PERA-POLICE
26,400
469,500
127,500
3,700
627,100
6144
FICA
7,100
53,300
12,300 52,000
3,700 500
128,900
6151
HOSPITALIZATION
27,600
492,700
129,000 107,700
9,200 0
766,200
6155
WORKERS COMPENSATION
9.400
162.500
44.100 8.100
500 1.300
225.900
TOTAL PERSONAL SERVICES 348,500 5,190,600 1,402,900 wfl,/uu 00,4uu oi,Z)uu a,vi
PARTS & SUPPLIES
6210
OFFICE SUPPLIES 1,000
14,100
15,100
6211
OFFICE PRINTED MATERIAUFORMS 2,100
100 14,600 900
17,700
6212
OFFICE SMALL EQUIPMENT
1,000 10,100 1,000
12,100
6916
RFFFRFNrF MATFRIALS 500 5.300
500 600 400 0 200
7,500
6220 OPERATING SUPPLIES -GENERAL
6221 FILM & FILM PROCESSING
10,500 2,000 3,800 0 1,300
500
17,600
500
6224 CLOTHINGIPERSONAL EQUIPMENT 1,600 43,700 9,100 2,900 0 300 57,600
6226 PUBLIC SAFETY SUPPLIES 19,700 200 19,900
6228 AMMUNITION 22,200 22,200
6231
MOBILE EQUIP REPAIR PARTS
50,000
au,uuu
6232
SMALL EQUIPMENT REPAIR PARTS
2,000
800 0
2,800
6235
FUEL, LUBRICANTS, ADDITIVES
198,100
198,100
6238
COMMUNICATION SYSTEM PARTS
8.000
700
8.700
TOTAL PARTS & SUPPLIES
3,100 361,600
11,500 2,600 46,600 1,700 2,700
429,800
6319 MEDICAL SERVICES -OTHER 1,000 300 0 - 1,300
6320 INSTRUCTORS 2,100 2,100
6325 VET/KENNEL CHRG/ANIMAL DISPOSL 2,000 22,000 24,000
6330 DCC STARTUP COSTS 853,600 853,600
6346 POSTAGE 7,500 7,500
TELEPHONE SERVICE & LINE CHG 1,300
TELEPROCESSING EQUIPMENT 24,900
12,000 51,000
1,100 1,400
64,300
27,400
6352
TELEPHONE CIRCUITS
15,200
4,600
Of �Q811 2007 Proposed Budget
Operating Budget
PERSONAL AUTO/PARKING
Police -Department Totals (11)
1,900 200 700 300 0 100
3,800
6354
.Responsible Manager: James McDonald, Deputy Chief of Police
0
5,000 0 0 0 0
5,000
Program # 1101 1104
1105
1106 1107 1108
1110 1116 TOTALS
Division Admin Patrol
Investigation
Support
75,600
Program Description
75,600
Emergency Support Communi-
Animal Contract
Prep Services cations
Control Security,
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL 6,600 1,200
0
7,800
6319 MEDICAL SERVICES -OTHER 1,000 300 0 - 1,300
6320 INSTRUCTORS 2,100 2,100
6325 VET/KENNEL CHRG/ANIMAL DISPOSL 2,000 22,000 24,000
6330 DCC STARTUP COSTS 853,600 853,600
6346 POSTAGE 7,500 7,500
TELEPHONE SERVICE & LINE CHG 1,300
TELEPROCESSING EQUIPMENT 24,900
12,000 51,000
1,100 1,400
64,300
27,400
6352
TELEPHONE CIRCUITS
15,200
4,600
4,600
6353
PERSONAL AUTO/PARKING
600
1,900 200 700 300 0 100
3,800
6354
CAR WASHES
0
5,000 0 0 0 0
5,000
6355
CELLULAR TELEPHONE SERVICE
2,400
13,200 15,000 400 700
31,700
6385
INSURANCE
75,600
0
75,600
ELECTRICITY
1,100
500
I
6425
MOBILE EQUIPMENT REPAIR LABOR
15,200
15,200
6426
SMALL EQUIPMENT REPAIR -LABOR
1,900 500
400 2,800
6430
COMMUNICATION SYSTEM RPR -LABOR
4,200
1,000 5,200
6457
MACHINERY AND EQUIPMENT
2,800 5,400
7,000 800 16,000
6475
MISCELLANEOUS
600 1.600 300
1.400 500 200 4.600
CONFERENCES AND SCHOOLS 15,200 36,000 7,600 1,200 2,600 0 1,800
rai
6477
LOCAL MEETING EXPENSES 3,900
9,600
13,500
6478
TUITION AND BOOK REIMBURSEMENI 1,500
28,600 3,300 400 0 .0
33,800
6479
DUES AND SUBSCRIPTIONS 3,200
3,200 1,200 300 200 200 100
8,400
6480
LICENSES, PERMITS AND TAXES
1,100
1,100
6520 MAJOR INVESTIGATION EXPENSES 10,400 2,000 12,400
6538 TOWING CHARGES 2,500 2,500
6569 MAINTENANCE CONTRACTS 5.500 5.200 9.400 40.200 60300
TOTAL SERVICES & OTHER CHARG 122,300 163,900 35,500 8,300 42,300 953,300 24,900 1,350,500
CAPITAL OUTLAY
6660 OFFICE-FURNISHINGS/EQUIPMENT 3,200 11,200 3,200 5,800 - 0 0 23,400
OTHER EQUIPMENT
0 12.300 0 0 0 0 0
12.300
Total Capital Outlay 3,200 23.500 3.200 0 5,800 0 35.700
Program Total $477,100 $5,739,600 $1,453,100 $10,900 $1,066,400 $955,000 $93,000 $37,500 $9,832,600
Su Total = $2,162,800 5.3%
79
Of Il 2007 Proposed Budget Operating Budget
Police -Patrol (11)
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police
Department is to:
• Maintain a safe community through
enforcement and educational efforts
• Reduce and prevent crime through
education and community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of citizens
• Solve ongoing law enforcement problems
The Patrol Division is responsible for the following
Expenditures as %of the General Fund
Police -
Patrol
22.64%
functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations/participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
•
.7
Al
2005
2006
2007
Description
Actual
Budget
Proposed
Citizen follow-up communication rating (1-5 scale)
WA
3.6
4
Geographic (geo) policing and number of projects
WA
6
16
% officers completed mandated FEMA training
0
60
100
DUI arrests
289
329
362
SWAT training hours
1,500
1,700
1,900
Negotiator training hours
0
200
360
Command Vehicle training hours
0
160
240
.7
Al
•
400,
My of B� 2007 Proposed Budget Operating Budget
Police -Patrol (11)
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
Expenditures by Category
Parts &
Personal Supplies
Services 6.30% Services &
90.43% Other
Charges
2.86%
Capital
Outlay
0.41%
HIGHLIGHTS & CHANGES
Hiahliaht/Chanste 1: Two lieutenants, formerly in
the Administration Division, have been moved to
Patrol as that is their primary area of responsibility.
Financial Impact: There is no financial impact of
these moves.
Service Level Impact: Police management, under
the reorganized department structure, now will be
able to better manage their respective divisions
because of the segregated budgeting/reporting.
Hiahliaht/Channe 2: Gasoline prices have increased 57% over 2006 budget estimates.
Financial Impact: Increase in budget over and above normal 3% inflation is $65,100.
Service Level Impact: The increase is required to maintain existing service levels
Hiahliaht/Chanue 3: Officers in the crisis negotiator training program are proposed to dedicate approximately
360 hours to train in 2007 in order to build on the basic training they have received in 2006. They will learn how to
work as a group and with the SWAT team. Appropriate equipment related to crisis negotiations is included in the
proposal as well.
Financial .Impact: There are no additional school/training costs or overtime required; officers have already
received the training. Supplies to properly equip the officers total $4,000.
Service Level Impact: This "continuing education" type of training will occur on officers' regular shifts. Eagan
has had a SWAT team for over 30 years. The one component lacking that would supplement the efforts of the
SWAT team is a crisis negotiation team. In 2006, officers were trained in this field in an effort to reduce reliance
on outside agencies to respond during critical events and assume the role of a negotiator. If the City had its own
crisis team, SWAT team members would be able to train with the crisis team tactical officers. Research shows
that a close working relationship can improve the chances for a successful outcome in these critical events.
EXPENDITURE SUMMARY
81
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 4,166,102
$ 4,769,567
$ 4,715,600
$5,190,600
Parts and Supplies
248,015
305,710
304,400
361,600
Services and Other Charges
119,194
161,475
168,200
163,900
Capital Outlay
7,600
3,800
20,000
23,500
Total
$ 4,540,911
$ 5,240,552
$ 5,208,200
$5,739,600
81
My Of Bad 2007 Proposed Budget Operating Budget
Police -Patrol (11) •
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Sergeants
8
8
8
8
16,640
Police Officers
44
44
45
44
91,520
Operations Lieutenants
0
0
0
2
4,160
Total
52'
52
53
54
112,320
2007 WORK PLAN
Activity
Routine
1 Participate in POST mandated training
2 Participate in FEMA and emergency preparedness training
3 Time spent on DUI arrests
4 Time spent on answering calls for service
5 Court preparation and testimony
6 Proactive patrol/misc. duties
7 Special Operations Team and team training/other
8 Policy writing and revisions
9 Administer Special Operations Programs, K-9, GEO policing
10 Assign, develop and administer training programs
11 Administer and ensure emergency management mandated compliance
12 Directed traffic enforcement
13 Vacations/Breaks-2wks/year-1 hr/day
14 SWAT training
15 Command vehicle training
16 Traffic unit enforcement efforts
17 Neighborhood Watch/ National Night Out and crime prevention efforts
18 Crisis negotiator training
•
N
'00'
14 Of ke 2007 Proposed Budget Operating Budget
•
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•
MY Of kH 2007 Proposed Budget Operating Budget
Police -Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the
Police Department is to:
• The primary function. of the Investigative
Division is to complete investigations of
criminal cases that are potentially solvable
• Learn specialized police methods and
tactics that will assist in all types of criminal
cases that are reported from thefts, rapes,
child abuse, murder, embezzlement,
internet crimes, etc.
• Conduct seminars that will assist the
community with crime reduction and prevention
Expenditures as %of the General Fund
Pblice -
Invest.
5.73%
The Investigations Division is responsible for the following functions:
• Complete specialized follow-up for criminal investigations
• Provide support and resources'for Patrol Division cases
• Gather and disseminate criminal intelligence -federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
Felony complaints charged
Gross -misdemeanor complaints charged
Multi -agency cooperative efforts --GPS tracking, Encase computer
forensics, metro -wide crime trends
Eagan -related Drug Task Force cases
208
2005
2006
2007
Description
Actual
Budget
Proposed
Cases assigned for investigative follow-up
828
850
875
Investigations Division case clearance rate
58%
58%
59%
Community outreach forums presented by detectives
22
24
28
Felony complaints charged
Gross -misdemeanor complaints charged
Multi -agency cooperative efforts --GPS tracking, Encase computer
forensics, metro -wide crime trends
Eagan -related Drug Task Force cases
208
218
229
270
285
300
20
22
24
136
143
150
C
0
•
•
•
•
4qj1Cq0!hF
2007 Proposed Budget Operating. Budget
Expenditures by Category
Parts &
Supplies
0.79%
Services &
Personal Other
Services 'Charges
96.55% 2.44%
Capital
Outlay
0.22%
Police—Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
HIGHLIGHTS 8& CHANGES
No significant highlights/changes.
EXPENDITURE SUMMARY
85
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,047,790
$ 1,075,130
$ 1,253,600
$1,402,900
Parts and Supplies
12,024
15,792
13,300
11,500
Services and Other Charges
27,639
33,170
47,500
35,500
Capital Outlay
1,864
28,495
3,200
3,200
Total
$ 1,089,317
$ 1,152,587
$1,317,600
$1,453,100
85
2007 Proposed Budget
Police—Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
POSITION INVENTORY
.Operating Budget
Personnel
2004
2005
2006
2007
Hours
Detective Sergeants
2
1
2
2
4,160
Detectives
11
11
11
11
22,880
Rotator
1
0
0
1
2,080
Total
14
12
13
14
29,120
2007 WORK PLAN
Activity
Routine
1 Actively Investigate criminal cases
2 Testify in court
3 Courtroom preparation
4 Develop and execute search warrants
5 Detective/Sergeant case consultations
6 Proactive case work --surveillance of potential criminal activity
7 Case management/review reports and assign cases to detectives
8 Complete background investigations for permit and license activity
9 Schedule detectives for training, time off and special functions
10 DUI forfeiture process and completion
11 Confer with prosecution on active cases
12 Specialized investigative training
13 POST mandated training
14 Attend meetings (Tri -County, Supv., Geo -Police, Sgts., Chief briefings, etc)
16 Conduct training for other officers
17 Prepare materials and conduct briefings on specialized crimes
18 Community presentations
19 Employment background investigations
Mt.
•
•
•
0
•
a Of 2007 Proposed Budget Operating Budget
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LIM
2007 Proposed Budget
Police -Support (11)
Responsible Manager: Lieutenant Duane Pike
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and
investigative divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
• Assist the community, other police divisions
and city departments with intelligence
information and crime trends
Operating Budget
Expenditures as %of the General Fund
Police -
Support
8.53%
The Support Division is responsible for the following functions: .
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
PERFORMANCE INDICATORS
::
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Police reports created/processed
8,251
9,055
9,961
Percent of reports dictated within 8 hrs or less
49%
55%
60%
Annual number of animal control .related calls
1,860
1,960
2,058
Dog licenses issued/sold (2 year licenses)
529
3100
555
Child Safety Checks
100
200
250
Number of active Neighborhood Watch groups
95
100
110
Crime prevention and neighborhood watch presentations
105
120
130
Volunteer hours donated to police department
N/A
50
200
::
•
•
Of ku 2007 Proposed Budget Operating Budget
Police -Support (11)
Responsible Manager: Lieutenant Duane Pike
Expenditures by Category
HIGHLIGHTS & CHANGES
Services & Capital Hiaahlisaht/Chanaae 1: Transfer of dispatch
Other outlay employees to Dakota Communications Center
Charges 0.27% (DCC) on January 1, 2007.
47.57% Financial Impact: The DCC has provided two
costs associated with the transition from a stand -
Personal alone dispatch to the DCC. The DCC has estimated
Parts & Services that the operation costs for the city will be $853,600
Supplies A 49.69% for 2007. In the addition, transition costs are
2.48% estimated at $54,800. The department will continue
to cover other costs such as the radio maintenance
contract costs for the towers, police and fire radios,
etc. until the DCC is fully operational sometime in late -2007 or 2008. The department has included in its budget
the operating costs for the DCC and the maintenance of current equipment for police and fire. Transition costs are
excluded from the Police budget and are being paid out of fund balance.
Service Level Impact: Although the DCC is to be operational by Sept 2007, the City's communications staff will
remain on-site, dispatching city personnel until the new facility is operational. Agencies will be phased into the
new center at various times. If the center opens Sept 2007, the City of Eagan may not be able to migrate into the
new center until 2008. Upon our dispatchers vacating the police department, we will lose personnel who currently
are able to answer the telephone, assist walk-ins, and obtain critical documents for outside law enforcement
• agencies.
Hisahlisaht/Chanae 2: Dakota County will charge a $75 maintenance fee for each 800 MHz radio for the last
quarter of 2007. In 2008 and beyond, the annual cost will be $300 per radio.
Financial Impact: With 124 radios, the impact in 2007 is $9,300. In 2008, the impact will be $37,200.
Service Level Impact: The 800 MHz radio standard adopted County -wide enhances communication: These
costs are mandated.
is
Hiahliaht/Chanae 3: Completion of Phase III reorganization
Financial Impact: The reorganization will be implemented in 2006 but 2007 will be the first year that the Office.
Manager and Support Services Manager will fully take on their duties as the dispatchers are transferred to the
DCC. The financial impact will be a reduction in costs versus a previously approved reorganization plan.
Service Level Impact: The proposed amendment to the original reorganization plan is estimated to be a cost
savings while maintaining service.
EXPENDITURE SUMMARY
ER
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,302,897
$ 1,536,178
$ 1,540,600
$1,074,600
Parts and Supplies
65,640
80,979
65,100
53,600
Services and Other Charges
149,241
167,059
182,500
1,028,800
Capital Outlay
3,727
4,174
4,400
5,800
Total
$ 1,521,505
$ 1,788,390
$ 1,792,600
$2,162,800
ER
ro Of hp 2007 Proposed Budget Operating Budget
Police—Support (11)
Responsible Manager: Lieutenant Duane Pike
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Dispatch Supervisor
1
1
1
0
-
Dispatcher - Full-time
8
8
9
0
-
Dispatcher - Part-time
1.75
1.75
1.75
0
-
Administrative Lieutenant
0
0
0
1
2,080
Support Services Manager
0
0
0
1
2,080
Office. Manager
0
0
1
1
2,080
Clerical Supervisor
1
1
0
0
-
Clerical Technicians -Full-time
5
5
5
5
10,400
Clerical Technicians -Part-time
2.5
2.5
2.5
2.5
5,200
Property Room Technician
0.75
0.75
0.75
0.75
1,560
Community Service Officers
2
2
2
2
4,160
Animal Control Officer
1
1
1
1
2,080
Crime Prevention Specialist
0
1
0
1
2,080
Crime Analyst
1
1
0
1
2,080
Total
24
25
24
16.25
33,800
2007 WORK PLAN
0
Activity •
Routine
1 Investigate animal complaints
2 Supervision of staff and programs
3 Neighborhood watch and crime prevention meetings
4 Intake of evidence and process for court
5 Dictation of police reports and citations
6 Analyze crime statistics and patterns
7 Assist other departments within police department
8 Assist other departments within the city, i.e. mail, packets
9 Budget preparation, payroll and line item budget
10 Citizen academy, National Night Out, Safety Camp events
11 Vacations/Breaks-2wks/year-1 hr/day
•
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Of kE 2007 Proposed Budget Operating Budget
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C�
0
04 Of I� 2007 Proposed Budget Operating Budget
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Fire—Administration Division of
the Fire Department is to:
• Plan, direct, manage and coordinate the
overall operation, function and
administration of the Eagan Fire Department
to ensure the protection of citizens' life and
property, including; fire fighting, firefighting
training, emergency medical care, rescue,
disaster response, fire prevention/education,
and fire investigations/inspections.
• Fulfill the mission statement of the Eagan
Fire Department: protecting life and property by providing public safety education, fire prevention, fire
suppression, medical services and related emergency and non -emergency activities.
The Fire—Administration Division is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology.
• Oversee Firefighters, Fire Marshal, and Fire Inspector.
• Provide resources necessary for the fire department to provide effective and responsible emergency
response and fire prevention/education services.
PERFORMANCE INDICATORS
2005
2006
2007 •
Description
Actual
Budget
Proposed
Volunteer firefighters
95
109
120
Fire reports completed
950
850
900
Fire Dept approval rate on community survey, good or excellent
90%
N/A
93%
F_ 1
LJ
�t Of ke 2007 Proposed Budget Operating Budget
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
Parts &
Supplies
/Services
2.03%
Personal
&
Services
Other
85.78%
Charges
Expenditure
11.97%
Capital
2006
Outlay
Personal Services
0.23%
$ 585,124
HIGHLIGHTS & CHANGES r
Overview: The overall Fire Department budget is
up $323,200, or 26.5%, primarily due to moving the
Fire Marshal and Fire Inspector and related
expenses from Comm. Development—Inspections
to this department ($168,700) and an anticipated
increase in the City's annual contribution to the Fire
Relief pension ($112,700). Excluding the factors
above, the increase is $41,800, or 3.4%.
Hiohilaht/Chance 1: The Fire Department is
proposing a reorganization to better allocate
resources by designating a Fire Education Specialist,
position in lieu of the current Clerical Technician position.
Financial Impact: This proposed change will eliminate the annual payment of $3,180 for a paid on-call firefighter
to serve as a Fire Prevention Officer and will reduce the annual payment for a paid on-call firefighter to serve as a
Fire Training Officer. In total there will be no significant financial impact to the operating budget.
Service Level Impact: The number 1 and 2 priorities included in the Fire Department mission statement are fire
prevention and fire education. This reorganization will allow a more consistent and directed focus toward these
areas. The position will also coordinate the internal training for the Fire Department. Services both to internal
and external customers should be enhanced through these changes.
0
93
EXPENDITURE SUMMARY
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 537,325
$ 585,124
$ 688,800
825,000
Parts and Supplies
12,897
15,916
19,500
19,500
Services and Other Charges
143,723
157,765
132,800
115,100
Capital Outlay
93
5,231
5,500
2,200
Total
$ 694,038
$ 764,036
$ 846,600
$ 961,800
0
93
Of 2007 Proposed Budget Operating Budget
p g
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Fire Chief
0
0
1
1 .
2,080
Secretary
1
1
1
1
2,080
Clerical Technician
1
1
1
0
-
Fire Marshal
From Dept 08
1
2,080
Fire Inspector
From Dept 08
1
2,080
Fire Education Specialist
0
0
0
1
2,080
Total
2
2
3
5
10,400
2007 WORK PLAN
Activi
Routine
1 Plan, direct, manage and coordinate the activities of the Fire Dept.
3 Annual budget preparation and administration of budget.
4 Respond to emergency calls.
5 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
7 Direct and manage the firefighter recruitment process.
8 Perform fire inspections of existing buildings.
9 Review new building plans for fire code.
10 Promote community relations through fire prevention and education. •
11 Plan, direct and coordinate the activities of the training department.
U
94
40, My
Of hP 2007 Proposed Budget Operating Budget
a
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•
�tj Of ll 2007 Bud Proposed et
P g
Operating Budget
Fir"Ummary of all Divisions
Responsible Manager: Mike Scott, Fire Chief
Actual
Actual
Budget
Proposed
2004
2005
2006
2007
Personal Services $537,325
$ 585,124
$ 688,800
$ 980,600
Parts and Supplies 135,293
138,881
150,700
207,400
Services and Other Charges 245,131
281,410
279,200
305,000
Captial Outlay 107,995
95,406
99,800
48,700
Total $1,025,744
$ 1,100,821
$1,218,500
$1,541,700
Program # 1221
1222 1223 1224
1225
1226 1227 1228 2007
Division Admin.
Support
Operations Prevention Budget
Fire/EMS
Facility
Program Description: IT/Comm. TrainJEMS Engineer. Equip Mgmt SGBA iotai
PERSONAL SERVICES
6110 SALARIES & WAGES -REGULAR $ 192,900 $ - $ - $ - $ - $ - $ - $ - 116,900 $ 309,800
6112 OVERTIME -REGULAR 2 a00 - - 2,500 5,000
VOLUNTEER FIREFIGHTERS 381,500 - - - - - - - sui,auu
PERA-COORDINATED 17,500 - - - - - - 7,500 25,000
6144 FICA 14,800 - - - - - - 9,100 23,900
6145 FIRE RELIEF ASSOCATION 144,600 - - - - - - - 144,600
6151 HEALTH INSURANCE 27,400 - - - - - - 18,300 45,700
6152 LIFE - - - -
6154DISABILITY - LONGTERM - - - - - - - -
6155 WORKERS COMPENSATION 43,800 - - 1,300 45,100
TOTAL PERSONAL SERVICES 825,000 - - - - - - 155,600 980,600
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 4,400 - 700 - 200 600 - - 5,900
6211 OFFICE PRINTED MATERIAUFORMS 2,200 - - - - - - - 2,200
6212 OFFICE SMALL EQUIPMENT 100 - - - - - - - 100
6215 REFERENCE MATERIALS 800 - 1,800 - - - - 500 3,100
6220 OPERATING SUPPLIES -GENERAL 3,800 - 500 - 3,100 200 2,700 500 10,800
6221 FILM & FILM PROCESSING 100 - - - - - - - 100
6222 MEDICAL/RESCUE/SFETY SUPPLIES - 3,000 - - - 3,000
6223 BUILDING/CLEANING SUPPLIES - - - - - 3,300 - - 3,300
CLOTHING/PERSONAL EQUIPMENT 8,100 - - - 49,100 - 11,600 500 E
6226 PUBLIC SAFETY SUPPLIES - - - - - - - 9,900 9,900
6230 REPAIR/MAINTENANCE SUPP-GENL - 5,100 - 1,800 6,000 2,600 3,000, 800 19,300
6231 MOBILE EQUIP REPAIR PARTS - - - 25,000 - - - - 25,000
6232 SMALL EQUIPMENT REPAIR PARTS - - - 700 - - 700
6233 BUILDING REPAIR SUPPLIES - - - - - 8,100 - - 8;100
FIELD/OTHER EQUIPMENT REPAIR - - - - 4,300 . - 3,100 -
6235 FUEL, LUBRICANTS, ADDITIVES - - - 28,900 - - - - 28,900
6238 COMMUNICATION SYSTEM PARTS - 4,000 - - - 1,800 - - 5,800
6240 SMALL TOOLS - - - 300 900 300 300 - 1,800
6241 SHOP MATERIALS - - 200 - 500 - - 700
6244 CHEMICAL & CHEMICAL PRODUCT - - - - 1,000 - - - 1,000
6250 LANDSCAPE MATS/SUPPLIES - 1,000 - 1,000
TOTAL PARTS & SUPPLIES 19,500 9,100 3,000 56,200 67,600 19,100 20,700 12,200 207,400
6347 TELEPHONE SERVICE & LINE CHG 6,600 - - - - - - - 6,600
6351 PAGER SERVICE FEES - 3,900 - - - - - - 3,900
6353 PERSONAL AUTOIPARKING 500 - 5,500 - - 200 300 - 6,500
6354 CAR WASHES 1,200 - - - - - - - 1,200
6355 CELLULAR TELEPHONE SERVICE - 8,200 - - - - - - 8,200
6357 ADVERTISING / PUBLICATION 800 - - - - - - - 800
6370 GENERAL PRINTING AND BINDING 800 - - - - - - 600 1,400
6385 INSURANCE 38,600 - - - - - - - 38,600
6405 ELECTRICITY - - - - - 21,000. - - 21,000
6410 NATURAL GAS SERVICE - - - - - 20,000 - - 20,000
6425 MOBILE EQUIPMENT REPAIR LABOR - - - 10,000 - - - - 10,000
6426 SMALL EQUIPMENT REPAIRO-LABOR - - 500 - 1,000 - - - 1,500
6427 BLDG OPERATIONS/REPAIR-LABOR - - 2,500 - - 8,100 - - 10,600
6475 MISCELLANEOUS 2,800 - - - - - - - 2,800
6476 CONFERENCES AND SCHOOLS 5,200 - 28,400 - - - 800 3,700 38,100
6477 LOCAL MEETING EXPENSES 2,300 - - _ - - - - - 2,300
DUES AND SUBSCRIPTIONS 2,500 - - 500 - - - - 400
6535 OTHER CONTRACTUAL SERVICES - - - - - 10,300 12,900 - 23,200
6537 JANITORIAL SERVICES - - - - - 19,000 - - 19,000
6538 TOWING CHARGES - - - 600 - - - - 600
6539 WASTE REMOVALISANITATION SERV - - - - - 3,500 - - 3,500
6569 MAINTENANCE CONTRACTS 600 7,700 - - - 2,800 - 11,100
TOTAL SERVICES & OTHER 115,100 19,800 47,100 18,400 1,000 84,900 14,000 4,M 31
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES 2,200 - - - - 4,600 - - 6,800
6670 OTHER EQUIPMENT - 1 20,200 - - - 16,700 5,000 41,900
TOTAL CAPITAL OUTLAY 2,200 20,200 - - - 4,600 16,700 5,000 48,700
PROGRAM TOTALS $ 961,800 $ 49,100 $ 50,100 $ 74,600 $ 68,600 $ 108,600 $ 51,400 $ 177,500 $ 1,541,700
Support Total = $ 173,800 Operations Total = $ 228,600
97
Of �QOII 2007 Proposed Budget
Operating Budget
Fire - Summary of all Divisions
Responsible Manager: Mike Scott, Fire Chief
Program #: 1221
1222 - 1223
1224 1225 1226 1227
1228 2007
Division Admin.
I Support
Operations
Prevention Budget
Fire/EMS Facility
Program Description:
I7/Comm. TrainJEMS
Engineer. Equip Mgmt. SCBA
Total
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL 6,900
- -
- - - -
- 6,900
6318 MEDICAL SERVICES -PHYSICAL EXAM 35,500
- -
- - - -
- 35,500
6319 MEDICAL SERVICES -OTHER 10,000
- -
- - - -
- 10,000
6320 INSTRUCTORS -
- 9,700
- - - -
- 9,700
6323 TESTING SERVICE -
- -
7,800 - - -
- 7,800
6346 POSTAGE 800
- -
- - - -
- 800
6347 TELEPHONE SERVICE & LINE CHG 6,600 - - - - - - - 6,600
6351 PAGER SERVICE FEES - 3,900 - - - - - - 3,900
6353 PERSONAL AUTOIPARKING 500 - 5,500 - - 200 300 - 6,500
6354 CAR WASHES 1,200 - - - - - - - 1,200
6355 CELLULAR TELEPHONE SERVICE - 8,200 - - - - - - 8,200
6357 ADVERTISING / PUBLICATION 800 - - - - - - - 800
6370 GENERAL PRINTING AND BINDING 800 - - - - - - 600 1,400
6385 INSURANCE 38,600 - - - - - - - 38,600
6405 ELECTRICITY - - - - - 21,000. - - 21,000
6410 NATURAL GAS SERVICE - - - - - 20,000 - - 20,000
6425 MOBILE EQUIPMENT REPAIR LABOR - - - 10,000 - - - - 10,000
6426 SMALL EQUIPMENT REPAIRO-LABOR - - 500 - 1,000 - - - 1,500
6427 BLDG OPERATIONS/REPAIR-LABOR - - 2,500 - - 8,100 - - 10,600
6475 MISCELLANEOUS 2,800 - - - - - - - 2,800
6476 CONFERENCES AND SCHOOLS 5,200 - 28,400 - - - 800 3,700 38,100
6477 LOCAL MEETING EXPENSES 2,300 - - _ - - - - - 2,300
DUES AND SUBSCRIPTIONS 2,500 - - 500 - - - - 400
6535 OTHER CONTRACTUAL SERVICES - - - - - 10,300 12,900 - 23,200
6537 JANITORIAL SERVICES - - - - - 19,000 - - 19,000
6538 TOWING CHARGES - - - 600 - - - - 600
6539 WASTE REMOVALISANITATION SERV - - - - - 3,500 - - 3,500
6569 MAINTENANCE CONTRACTS 600 7,700 - - - 2,800 - 11,100
TOTAL SERVICES & OTHER 115,100 19,800 47,100 18,400 1,000 84,900 14,000 4,M 31
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES 2,200 - - - - 4,600 - - 6,800
6670 OTHER EQUIPMENT - 1 20,200 - - - 16,700 5,000 41,900
TOTAL CAPITAL OUTLAY 2,200 20,200 - - - 4,600 16,700 5,000 48,700
PROGRAM TOTALS $ 961,800 $ 49,100 $ 50,100 $ 74,600 $ 68,600 $ 108,600 $ 51,400 $ 177,500 $ 1,541,700
Support Total = $ 173,800 Operations Total = $ 228,600
97
Of ll 2007 Proposed Budget Operating.Budget.
Fire - Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Inspections & Prevention
Division of the Fire Department is to:
• Assuring building safety and fire code
compliance in new and existing buildings.
• Reduce fire risk through prevention,
education and inspections.
The Prevention & Inspections Division is responsible
for the following functions:
• Organize, track and analyze fire problem
specific to our communities and develop
Expenditures as %of the General Fund
targeted programs to reduce the occurrence, of emergency response.
• Respond to emergency calls.
• Inspect new and existing buildings for fire code compliance.
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and
provide education to the business community on way to eliminate future calls.
• Perform/coordinate fire education and fire prevention functions.
PERFORMANCE INDICATORS
•
N:
2005
2006
2007
Description
Actual
Budget
Proposed
Fire prevention functions performed
2351
250
300
Suspicious fires investigated
6
4
2
Dollar value lost to structure fires
$1,718,500
$1,500,000'
$1,500,000
Fire sprinkler permits processed
142
140
140
Fire inspections performed
274
280
300
False fire alarms responded to
477
450
0
Total fire prevention hours
965
1,000
1,500
•
N:
IV Or ku 2007 Proposed Budget Operating Budget
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
HIGHLIGHTS & CHANGES
Highlight/Chanae 1: The Fire Marshal and Fire
Inspector will move from Community Development—
Inspections to the Fire Department for 2007.
Financial Impact: No impact on overall General
Fund budget. Personal services amounts transferred
between departments total $155,600. In addition,
$13,100 in related costs (vehicle maintenance, cell
phone, staff training, etc.) are transferred.
Service Level Impact: To better serve the fire
inspection needs of the City, the Fire Marshal and
Fire Inspector have been moved to the Fire budget
and their workstations have physically been relocated from City Hall to the Fire Administration building.
EXPENDITURE SUMMARY
n
L J
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
155,600
Parts and Supplies
15,446
9,537
8,800
12,200
Services and Other Charges
88
117
200
4,700
Capital Outlay
5,000
Total
$ 15,534
$ 9,654
$ 9,000
$ 177,500
n
L J
2007 Proposed Budget Of hp Operating Budget
Fire—Operations (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Operations Division of the Fire
Department is to:
• Ensure the protection of life and property for
the City of Eagan.
The Operations Division is responsible for the
following functions:
• Research and recommend improved
technology for emergency call response
• Develop and enhance collaborative
relationships with surrounding areas
•
Expenditures as %of the General Fund
Fire -
Operations
0.69%
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire dept to provide continued emergency service to residents of
Eagan
PERFORMANCE INDICATORS'
2005 2006 2007
Description Actual Budget Proposed
Large dollar loss $1,892,500 $1,600,000 $1,300,000
Average time for first truck on scene, minutes 5.73 5.99 5.90
Average time first station in service, minutes 2.05 2.72 2.60
•
100
dhp 2007 Proposed Budget Operating Budget
Fire—Operations (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
Capital
^..Q_..
HIGHLIGHTS & CHANGES
Overview: The Operations budget has two large
increases highlighted below. Even with these
additions, the budget stayed close to the similar
Operations budgets from 2006.
Hiahliaht/Chanue 1: New OSHA requirements for
pandemic flu supplies for first responder staff are
incorporated in the budget. First responders need
N95 face masks and hand sanitizer on the trucks
and at the stations.
Financial Impact: $5,400 for 2007, ongoing
replacement costs of supplies beyond 2007.
Service Level Impact: This requires fire departments to prepare for a possible pandemic outbreak by .providing
protection to first responders.
Hiahliaht/Chanae 2: Provide fire turnout gear for new recruits and replacements on a five-year replacement
plan. The fire department added 14 new recruits in 2006 and plans on adding 10-15 new recruits in 2007. No new
turnout gear was budgeted in 2006 for the 2006 recruits. In addition to the new recruits, the department is trying to
keep all firefighters on a five-year replacement plan for turnout gear. 30 new sets of turnout gear are needed to
catch up with new firefighters and to continue on with the replacement plan.
Financial Impact: At $1,400/set, total impact in 2007 is $42,000. In 2008 and beyond, costs are expected to
decrease as only 15-20 replacement sets/year will be necessary and new recruit counts should be smaller.
Service Level Impact: This is a safety issue for firefighters. Service levels to the community are not affected.
EXPENDITURE SUMMARY
101
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
-
Parts and Supplies
102,335
107,948
104,100
107,400
Services and Other Charges
60,418,
67,502
85,900
.99,900
Capital Outlay
94,927
59,846
38,400
21,300
Total'
$ 257,680
$ 235,296
$ 228,400
$ 228,600
101
Itj Of ku 2007 Proposed Budget Operating Budget
Fire -Support (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Fire
Department is to:
• Ensure that the City is protected with a well-
trained force of firefighters and first
responders
The Support Division is responsible for the following
functions:
Provide new technologies in computer and
electronic support for training and
emergency response
Expenditures as %of the General Fund
• Research methods to recruit and retain volunteer firefighters
• Maintain the fire departments fleet of emergency vehicles
• Provide training in fire and EMS methods to new and current firefighters to ensure that they are taught the
most current methods of firefighting and EMS functions
PERFORMANCE INDICATORS
2005 2006 2007
Description Actual Budget Proposed
Total hours spent at training 9,914 11,000 12,000
Total hours spent on engineering 2,455 2,487 2,500
•
102
•
•
0
aq Of hp 2007 Proposed Budget Operating Bud9et
Expenditures by Category
Services &
Other
Charges
49.08%
Capital
Outlay
11.62%
Parts & 4
Alt
Supplies
39.30%
Fire -Support (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: For the Support budget, the biggest
increases are in fuel costs and replacement pagers.
In addition, the proposed Fire Education Specialist
position (see Fire—Administration Highlights/
Changes) would have a favorable service level
impact on Support operations (training) by providing
a full-time staff person to help coordinate training
needs for the department and ensure firefighters
stay current in all required fields.
Hiahlia t/Chanae 1: A 57% increase in fuel prices
(from $1.75/gallon used in the 2006 budget to
$2.75/gallon in 2007) significantly raises the cost to operate 27pieces of equipment
Financial Impact: Increase is $20,100 over and above a normal (3%) inflationary increase.
Service Level Impact: No impact on service levels
Hiahlicht/Chanae 2: To be compatible with the 800 MHz radio system associated with the new DCC, 20 pagers.
must be replaced in 2007
Financial Impact: At a cost of $560 each, total impact is $11,200.
Service Level Impact: The 800 MHz radio standard adopted County -wide enhances communication. These
costs are mandated.
EXPENDITURE SUMMARY
103
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
-
Parts and Supplies
4,614
5,479
18,300
68,300
Services and Other Charges
40,904
56,025
60,300
85,300
Capital Outlay
12,975
30,328
55,900
20,200
Total
$ 58,493
$ 91,832
$ 134,500
$ 173,800
103
40'M
Of 8811 2007 Proposed Budget Operating Budget
p g
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works—Engineering
Department is to:
• Protect the health, safety and welfare of the
general public and the community's natural
environment with respect to the City's
infrastructure
• Identify -needed infrastructure improvements
for the future and corrective actions for
current environment.
• Provide or recommend the best -designed
and economical solutions in the most
Expenditures as %of the General Fund
Public Works
- Engineering
4.49%
efficient manner for all public improvements
• Technically guide the Council with regards to all engineering and public works issues
The Public Works — Engineering Department is responsible for the following functions:
• Respond to all inquiries and requests of the City Council, various City departments and residents by
providing municipal engineering and utility information/assistance
• Address demands on the transportation system & traffic management impacting the City
• Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and
staff support at Council meetings for public improvements
• Design/draft construction plans, write/administer specifications, hold informational meetings and
coordinate construction/inspection services for public improvements
• Provide quality control for the City's infrastructure and erosion/sediment control (SWPPP)
• Update Capital Improvement Program & Comprehensive Plans for City's infrastructure
• Coordinate/present Public Hearings/Final Assessment Hearings for City improvements
• Administer and manage all public improvements, private developments, right-of-way activities, NPDES
Phase II permit and all other engineering and public works issues
• Provide customers with accurate and clearly understandable information as it relates to municipal
engineering and public works operations
PERFORMANCE INDICATORS
City Survey -About right amount of trails & sidewalks available
City Survey-Good/excellent storm drainage
Utility permits issued
Miles of streets overlayed
Properties assessed for public improvement
Miles of water main installed
Miles of sanitary sewer installed
Miles of storm sewer installed
Reviews of residential building permit site plans
108
2005 2006 2007
Actual Budget Propos
74%
N/A
80%
76%
N/A
80%
177
185
200
10.5
9.2
8.5
1,623
1,600
1,750
2.9
1.8
2.0
1.6
1.0
1.0
1.6
1.0
2.0
161
150
135
•
•
Of 2007 Proposed Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
Expenditures by Category Parts &
Supplies
1.32%
Personal
Services Services &
94.00% Other
Charges
3.86%
Capital
Outlay
0.82%
HIGHLIGHTS & CHANGES
Overview: The Engineering budget is down 13.5%
primarily due to moving the Superintendent of
Streets & Equipment position to other departments
in the General Fund, and moving the Utilities Super-
intendent position to the Utilities Fund. Factoring
out these moves, the Engineering budget is up
$46,600, or 3.2%.
Hiahli'oht/Chanae 1: The Superintendent of
Streets & Equipment is moved to the Streets Dept.
(67%) and Central Service Maintenance Dept.
(33%) to better reflect the tasks/activities of this
position. Because a portion of equipment maintenance costs are charged back to the Utilities Fund, a more
accurate cost accounting will help to properly allocate costs to the funds utilizing the maintenance services.
Financial Impact: There is no impact on General Fund expenditures. $111,800 is moved from this department
to the other two. There is a $2,800 positive impact on General Fund revenues as a fraction of the Central
Services Maintenance portion of this position is reimbursed by the Utilities Fund.
Service Level Impact: This accounting change does not affect service levels.
Hiahliaht/Chanas 2: The Utilities Superintendent is moved to the Utilities Fund (100%) to better reflect the
•tasks/activities of this position. Again, this will provide a more accurate accounting of costs within the two funds.
Financial Impact: General Fund expenditures are reduced by $111,800; Utilities Fund expenditures are
increased by the same amount. A portion of the costs of this position have historically been covered by revenues
(administrative transfer) from the Utilities Fund. This accounting change essentially achieves full recovery of the
costs.
Service Level Impact: This accounting change does not impact services levels.
•
EXPENDITURE SUMMARY
109
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,057,392
$ 1,139,635
$ 1,241,000
1,070,600
Parts and Supplies
9,853
20,567
16,400
15,000
Services and Other Charges
41,389
36,396
48,900
44,000
Capital Outlay
-
9,756
9,600
9,300
Total
$ 1,108,634.
$ 1,206,354
$1,315,900
$1,138,900
109
14 Of ke 2007 Proposed Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Public Works
1
1
1
1
2,080
PW Coordinator/Administrative Assistant
1
1
0
0
-
City Engineer
1
1
1
1
2,080
Assistant City Engineer
1
1
1
1
2,080
Transportation Engineer
0
1
1
1
2,080
Superintendent of Streets/Equipment
1
1
1
0
-
Superintendent of Utilities
1
1
1
0
-
Construction Manager
1
0
0
0
-
Engineering Technicians
5
3
3
3
6,240
Secretary
1
1
1
1
2,080
Clerical Technician
1
1
1
1
2,080
Project Coordinators
0
2
2
2
4,160
Total
14
14
13
11.
22,880
2007 WORK PLAN
Activi
Routine
1 Manage and administer public improvements; implement. Capital Improvement Plan
2 Manage and inspect private developments
3 Provide general engineering customer service
4 Manage the Storm Water Pollution Prevention Program (SWPPP)
5 Monitor and manage the budget
6 Collect data and prepare the annual report
7 Maintain and upgrade the GIS service delivery program
8 Provide general administrationtsupervision to the Engineering Division
9 Manage the Municipal State Aid Street funding program
10 Evaluate and provide local traffic management
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
•
110
1]
is
lk C4
Of 1� 2007 Proposed Budget Operating Budget
Public Works -Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
LINE ITEM DETAIL
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
PARTS & SUPPLIES
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$ 836,334
$' 900,454
$ 966,600
$ 820,400
6112
OVERTIME -REGULAR
5,635
12,106
7,300
11,700
6130
SALARIES AND WAGES -TEMPORARY,
5,622
12,633
17,500
13,800
6131
OVERTIME -TEMPORARY
-
399
4.00
400
6142
PERA-COORDINATED
46,248
50,525
58,400
52,000
6144
FICA
59,432
64,959
73,500
62,500
6151
HEALTH INSURANCE
73,375
86,131
107,400
101,000
6152
LIFE INSURANCE
1,370
1,502
-
6154
DISABILITY - LONG TERM
2,637
2,968
6270
-
6155
WORKERS COMPENSATION
6,784
7,958
91900
8,800
6157
RETIREE INSURANCE FUNDING
19,955
-
-
20,567
$
PERSONAL SERVICES .
$1,057,392
$ 1,139,635
$ 1,241,000
$ 1,070,600
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
.227
$
464
$
-
6215
REFERENCE MATERIALS
78
78
600
6220
OPERATING SUPPLIES -GENERAL
2,736
7,125
5,700
6224
CLOTHING/PERSONAL EQUIPMENT
300
19
500
6231
MOBILE EQUIP REPAIR PARTS
1,648
2,853
800
6232
SMALL EQUIPMENT REPAIR PARTS
207
256
1,500
6235
FUEL,. LUBRICANTS, ADDITIVES.
2,975
5,545
4,100
6270
COMPUTER SOFTWARE
1,682
4,227
3,200
PARTS & SUPPLIES
$
9,853
$
20,567
$
16,400
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$
3,115
$
2,885
$
5,000
6312
ENGINEERING
2,344
-
-
6346
POSTAGE
1,567
1,500
1,800
6351
PAGER SERVICE FEES
127
38
100
6353
PERSONAL AUTO/PARKING
5,127
5,542
5,300
6354
CAR WASHES
8
15
100
6355
CELLULAR TELEPHONE SERVICE
3,060
3,706
2,800
6370
GENERAL PRINTING AND BINDING
1,237
447
3,000
6385
INSURANCE
14,400
9,300
9,700
6425
MOBILE EQUIPMENT REPAIR LABOR
-
88
200
6426
SMALL EQUIPMENT REPAIR -LABOR
333
-
1,000
6476
CONFERENCES AND SCHOOLS
3,814
7,640
13,000
6477
LOCAL MEETING EXPENSES
263
354
400
6478
TUITION & BOOKS
2,854
1,104
1,800
6479
DUES AND SUBSCRIPTIONS
1,259
2,360
2,400
6480
LICENSES, PERMITS AND TAXES
742
558
1,300
6481
RECORDING FEES
558
237
200
6569
'MAINTENANCE CONTRACTS
581
622
800
SERVICES & OTHER CHARGES
$
41,389
$
36,396
$
48,900
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
11�(lyotw
2007 Proposed Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
PURPOSE & DESCRIPTION
The purpose of the Public Works --Streets &
Highways Department is to:
• Provide resources and technical application
of structural maintenance procedures for
public roadways, transportation trail ways
and related infrastructure keeping them in
the best possible and safest condition
economic constraints allow
• Provide resources for operational
maintenance procedures including snow
and ice control, sweeping, traffic control,
Operating Budget
Expenditures as %of the General Fund
streetlights and boulevard maintenance in order to provide safe conditions for citizens and the traveling
public as economic constraints allow
The Public Works—Streets & Highways Department is responsible for the following functions:
• Structural maintenance of infrastructure located in local public rights of way including the repair and
preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems
• Provide operational maintenance including snow and ice control, street lights, cross departmental
services delivery, traffic control, and the cleaning of streets and surface drainage grates
• Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and
repair of related boulevard amenities
PERFORMANCE INDICATORS
112
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Center -line miles of streets maintained annually
236
237
238
Work days, bituminous surface maint (5 yr. avg.= 526)
458
526
526
Sweeper miles (5 yr. avg.= 7,599 miles)
8,725
8,000
8,000
Avg. cost per mile per snow season (10 yr. avg.= $1,140)
$1,056
$1,000
$1,000
Avg weighted pavement condition rating for entire street system
79
75.5
76
Percentage of residents rating street repair and maintenance as high
80%
N/A
80%
(good or better) in survey
Percentage of residents rating snow plowing of City streets as
87%
N/A
87%
excellent in survey
Percentage of residents rating trail and sidewalk winter maintenance
80%
N/A
80%
as high (good or better) in survey
112
•
•
0
•
Of � 2007 Proposed Budget Operating Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
Expenditures by Category
Actual
Parts &
Budget
Supplies
Services &
21.95%
Other
2006
Charges
Personal Services
15.61%
$ 807,067
Capital
Personal
Outlay
Services
0.37%
62.07%
355,100
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways
budget shows an increase of $163;400, or 11.2%. A
significant portion of the increase is due to moving
two-thirds of the Street & Equipment Super-
intendent's salary to this department from
Engineering (see Highlight 1 in Public Works—
Engineering). Factoring out the move, the increase
is $88,700, or 6.1 %
Hi ahliaht/Chande 1: Fuel costs have risen
dramatically. Gas/diesel has gone from $1.75/gallon
(avg).in the 2006 budget to $2.75/gallon in 2007, a
57% increase.
Financial Impact: Increase of $34,900 for fuel costs in 2007. The fuel line item is up $13,500 beyond the
$34,900 as fuel costs for the street sweeper were in a different line item in previous budget years.
Service Level Impact: No service level impact
Hinhilaht/Chancas 2: A 40% increase in asphalt prices results in a proposed reduction of quantities of bituminous
purchased for street repairs from 1,700 tons in 2006 budget to 1,000 tons in 2007. .
Financial Impact: A savings of $9,400 from 2006 to 2007 results from reducing tonnage from 1,700 to 1,000. If
quantities were kept level, an increase of $22,100 would have occurred in 2007. In the long-term, potentially
higher maintenance costs will result from a lesser level of repair earlier in the life -cycle of the streets system.
Service Level Impact: Over time, travelers/citizens on City roads may notice a slight deterioration in driving
surface condition resulting from reduced maintenance.
Hiahliaht/Chanue 3: Salt prices are.up 29% from estimates used in creating the 2006 budget.
Financial Impact: $21,600 increase over 2006 budget
Service Level Impact: No service level impact. Salt -only program has been fully implemented and its benefits—
reduced sweeping and longer -lived pavement markings—are noticeable.
Hicahlisaht/Chanue 4: Contractual snow/ice removal costs are higher as the Council expanded the City's trail
maintenance service delivery program by 6.3 miles (10%).
Financial Impact: $7,600 increase for trails
Service Level Impact: Increase in service delivery by expanding availability of pedestrian transportation system
for all season use
EXPENDITURE SUMMARY
113
Actual
. Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 788,524
$ 807,067
$ 884,600
1,003,900
Parts and Supplies
321,280
361,791
312,500
355,100
Services and Other Charges
242,388
243,937
249,400
252,400
Capital Outlay
-
-
7,500
6,000
Total
$ 19352,192
$1,412,795
$1,454,000
$1,617,400
113
411, IV
or hp 2007 o
Pro sed Budget Operating P. 9 Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Superintendent of Streets & Equipment
0
0
0
0.67
1,394
Supervisor
1
1
1
1
2,080
Technician/Inspector
1
1
1
1
2,080
Maintenance Workers
10
10
10
10
20,800
Total
12
12
12
12.67
26,354
2007 WORK PLAN
Activitv
Routine
1 Bituminous surface maintenance
2 Snow and ice control
3 Signs/traffic control
4 Sweeping
5 Buildings, facilities
6 Curb and gutter work
7 Crackseal
8 Boulevard/tree & storm system maintenance
9 Customer service response
114
•
is
•
�t Of
2007 Proposed Budget Operating Budget
• Public Works - Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
LINE ITEM DETAIL
115
11.24%
SERVICES & OTHER CHARGES
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
$
2004
$
2005
$
2006
$
2007
6110
SALARIES AND WAGES -REGULAR
$
537,824
$
566,956
$
610,700
$
691,805-
6112
OVERTIME -REGULAR
17,160
35,788
27,500
28,300
6130
SALARIES AND WAGES -TEMPORARY
6,385
11,595
18,400
22,800
6131
OVERTIME -TEMPORARY
19
7
-
-
6142
PERA-COORDINATED
30,995
33,744
38,300
45,000
6144
FICA
41,277
45,439
50,200
56,800
6151
HEALTH INSURANCE
67,348
78,803
99,000
114,300
6152
LIFE INSURANCE,
1,117
1,203
-
-
6154
DISABILITY - LONG TERM
2,078
2,277
-
-
6155
WORKERS COMPENSATION
26,748
31,255
40,500
44,900
6157
RETIREE INSURANCE FUNDING
57,573
-
-
-
6479
PERSONAL SERVICES
$
788,524
$
807,067
$
884,600
$
1,003,900
6480
PARTS & SUPPLIES
469
114
-
-
6211
OFFICE PRINTED MATERIAL/FORMS
$
-
$
579
$
-
$
-
6215
REFERENCE MATERIALS
155
213
100
100
6220
OPERATING SUPPLIES -GENERAL
5;153
6,033
5,300
5,300
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
2,016
1,572
1,600
1,600
6224
CLOTHING/PERSONAL EQUIPMENT
$
2,818
$
2,883
$
3,400
$
3,000
6230
REPAIR/MAINTENANCE SUPPLIES - GENERAL
7,856
1,933
-
-
6231
MOBILE EQUIP REPAIR PARTS
$
57,953
$
63,144
$
58,400
$
45,400
6235
FUEL, LUBRICANTS, ADDITIVES
$
37,762
$
60,659
$
54,700
$
103,100
6243
HEATING OIL/PROPANE/OTHER FUEL
$1,352,192
113
1,412,795
270
1,454,000
-
1,617,400
-
6255
STREET REPAIR SUPPLIES
94,877
100,349
93,600
82,600
6256
SNOW REMOVAL/ICE CONTROL SUPPL
84,655
112,775
80,400
104,000
• 6257
SIGNS & STRIPING MATERIAL
27,262
10,983
15,000
10,000
6270
COMPUTER SOFTWARE
660
398
-
-
PARTS & SUPPLIES
$
321,280
$
361,791
$
312,500
$
355,100
115
11.24%
SERVICES & OTHER CHARGES
6346
POSTAGE
$
-
$
18.
$
100
$
1,00
6351
PAGER SERVICE FEES
142
175
-
-
6355
CELLULAR TELEPHONE SERVICE
3,156
2,175
3,100
2,700
6370
GENERAL PRINTING & BINDING
-
-
800
800
6385
INSURANCE
42,100
24,500
25,900
27,200
6425
MOBILE EQUIPMENT REPAIR LABOR
4,873
1,756
3,500
3,500
6428
FIELD/OTHER EQUIPMENT REPAIR
-
45
-
-
6429
STREET REPAIR -LABOR
19,439
22,046
25,000
24,000
6457
MACHINERY AND EQUIPMENT RENTAL
8,347
7,987
8,000
8,000
6476
CONFERENCES AND SCHOOLS
3,322
3,120
4,000
4,000
6477
LOCAL MEETING EXPENSES
54
45
200
200
6478
TUITION AND BOOK REIMBURSEMENT
-ill
5,400
3,600
6479
DUES AND SUBSCRIPTIONS
382
152
300
300
6480
LICENSES, PERMITS AND TAXES
469
114
-
-
6535
OTHER CONTRACTUAL SERVICES
24,714
11,810
7,300
7,300
5564
SNOW & ICE REMOVAL
97,714
113,518
111,900
124,200
6566
STRIPING
37,676
53,365
50,900
41,200
6569,
MAINTENANCE CONTRACTS
-
3,000
3,000
5,300
SERVICES & OTHER CHARGES
$
242,388
$
243,937
$
249,400
$
252,400
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
$
-
$
-
$
7,500
$
6,000
CAPITAL OUTLAY
$
$
-
$
7,500
$
6,000
•
TOTAL STREETS & HIGHWAYS
$1,352,192
$
1,412,795
$
1,454,000
$
1,617,400
115
11.24%
'O'
MYONE 2007 Proposed Budget Operating Budget
Public Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
PURPOSE & DESCRIPTION
The purpose of the Public Works—Central Services Expenditures as'% of the General Fund
Department is to: Public. Works
• Provide operations/clerical & systems - Central
support for all maintenance operations III Serv. Maint.
including Parks, Forestry, Streets, Water 2.10%
Quality and equipment maintenance _
• Provide first-line customer service support
for citizens requesting any kind of
information and or services as it relates to
all maintenance operations including Parks,
Forestry, Streets, Water Quality and
equipment maintenance
• Provide preventative and repair maintenance for all. City -owned vehicles and specialty equipment
The Public Works—Central- Services Department is responsible for the following functions:.
• Providing clerical services, administrative services and customer service support for all departments
located at the Central Maintenance Facility. This includes ongoing operation and support of software
programs
• Processing all customer service requests for any non-utility maintenance services provided by the City
• Maintaining mobile units and miscellaneous pieces of equipment, assuring that this equipment operates
in a safe and efficient manner. This includes repair and preventative maintenance of all Street, Park,
Utility, Administrative/Inspection Engineering, Community Development, Police, and Fire Vehicles •
PERFORMANCE INDICATORS
116
2005
2006
2007
Description
Actual
Budget
Proposed
Customer Service requests responded to
2,112
2,252
2,252
Pieces of equipment serviced per mechanic (10 -city survey average:
55)
98
98
98
Scheduled (vs. unscheduled) maintenance as % of total maintenance
(industry goal/standard is 60-70%)
63%
65%
60%
Downtime of fleet by average (industry standard is 5%)
0.9%
0.9%
0.9%
Comebacks (return for repeat work) (industry standard is 3%)
1%
1%
1%
116
•
2007 Proposed Budget
Operating Budget
Public. Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
Expenditures by Category
Actual
Actual
Parts &
[Personal
Supplies
2004
5.15%
2006
2007
Services
$ 368,254
85.93%
Services &
457,000
Other
28,597
Charges
Capital
7.20%
Outlay
43,750
1.71%
43,300
HIGHLIGHTS & CHANGES
Overview: The Central Services Department budget
for 2007 shows an increase of 9.5,% due to the
reallocation of one-third of the Streets & Equipment
Superintendent's salary from Engineering into this
department. (See Highlight 1 in Public Works—
Engineering.) Factoring out this accounting change,
the increase is 1.8%.
Hiahliaht/Chancte 1: To more accurately represent
equipment maintenance administrative overhead
costs, one-third of the Streets & Equipment Super-
intendent's time will be allocated to Central Services
going forward.
Financial Impact: General Fund expenditures are unchanged by this. Revenue to the General Fund (from the
Utilities Fund) for reimbursement of equipment maintenance services will be increased by $8,300.
Service Level Impact: None.
Hiahliaht/Chanae 2: Maintenance contracts line item reflects an increase for contract maintenance/
support/access for the new Alldata online software for vehicle diagnostics evaluation
Financial Impact: Increased annual cost of $1,500/year.
Service Level Impact: Provides for more accurate and quicker troubleshooting evaluation of vehicle
maintenance, allowing for shorter downtime and quicker return to service with minimal repair efforts.
EXPENDITURE SUMMARY
117
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 368,254
$ 380,910
$ 403,800
457,000
Parts and Supplies
28,597
28,352
26,600
27,400
Services and Other Charges
43,750
32,279
43,300
38,300
Capital Outlay
-
-
12,200
9,100
Total
$ 440,601
$ 441,541
$ 485,900
$ 531,800
117
Its Of hp 2007 Proposed Budget Operating Budget
Public Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of. Streets & Equipment
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Superintendent of Streets & Equipment
0
0
0
0.33
686
Shop Supervisor/Chief Mechanic
1
1
1
1
2,080
Equipment Maintenance Workers
2
2
2
2
4,160
Office Supervisor
1
1
1
1
2,080
Clerical Technicians
2.5
2
1.5
.1.5
3,120
Operations Support Specialist
0
0
0.5
0.5
1,040
Total
6.5
6
6
6.33
12,480
2007 WORK PLAN
Activi
Routine
1 General administration
2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
3 , Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.)
4 Snow plowing (assist Street Maint.)
5 Buildings, facilities maintenance
of
118
Of 2007 Proposed Budget Operating Budget
Public Works - Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
LINE ITEM DETAIL
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS. $ - $ - $ 2,500 $ -
6660 OFFICE FURNISHINGS/EQUIPMENT - - 9,700 5,600
6670 OTHER EQUIPMENT - - - 3,500
CAPITAL OUTLAY $ - $ -$ 12,200 $ 9,100
Am TOTAL CENTRAL SERVICES $ 440,601 $ 441,541 $ 485,900 $ 531,800
9.45%
119
Actual
Actual
Budget
Proposed.
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
275,882
$
275,908
$
285,200
$
324,000
6112
OVERTIME -REGULAR
2,828
7,006
7,600
5,300
6130
SALARIES AND WAGES -TEMPORARY
12,536
14,898
17,000
14,300
6131
OVERTIME -TEMPORARY
113
212
-
-
6142
PERA-COORDINATED
15,997
16,221
17,600
20,600
6144
FICA
20,390
20,949
23,700
26,300
6151
HEALTH INSURANCE
28,796
32,788
40,300
51,900
6152
LIFE INSURANCE,
598
593
-
-
6154
DISABILITY - LONG TERM
1,137
1,134
-
-
6155
WORKERS COMPENSATION
9,977
11,201
12,400
14,600
PERSONAL SERVICES
$
368,254
$
380,910
$
403,800
$
457,000
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
9,622
$
9,316
$
6,800
$
6,800
6215
REFERENCE MATERIALS
445
202
500
500
6220
OPERATING SUPPLIES -GENERAL
-
246
300
300
6222
MEDICAURESCUE/SAFETY SUPPLIES
37
-
-
-
6224
CLOTHING/PERSONAL EQUIPMENT
735
558
1,000
900
6231
MOBILE EQUIP REPAIR PARTS
2,047
720
1,000
1,000
6232
SMALL EQUIPMENT REPAIR PARTS
101
-
-
-
6234
FIELD/OTHER EQUIPMENT REPAIR
1,802
2,191
2,800
2,800
6235
FUEL, LUBRICANTS, ADDITIVES
1,405
1,686
1,600
2,500
6240
SMALL TOOLS
5,142
3,936
5,000
5,000
6241
SHOP MATERIALS
6,844
6,998
7,100
7,100
6270
COMPUTER SOFTWARE
417
2,499
500
500
PARTS & SUPPLIES
$
28,597
$
28,352
$
26,600
$
27,400
SERVICES & OTHER CHARGES
6328
SPECIAL EVENTS/ADMISSION FEES
$
164
$
2,045
$
1,500
$
1,500
6346
POSTAGE
14
.79
-
-
6347
TELEPHONE SERVICE & LINE CHG
8,703
3,477
8,800
6,000
6385
INSURANCE
8,100
6,000
6,100
61400
6425
MOBILE EQUIPMENT REPAIR LABOR,
608
993
-
-
6428
FIELD/OTHER EQUIP REPAIR -LABOR
1,237
1,370
1,300
1,300
6475
MISCELLANEOUS
1,441
-
-
-
6476
CONFERENCES AND SCHOOLS
1,419
2,441
2,900
2,500
6477
LOCAL MEETING EXPENSES
-
100
100
6479
DUES AND SUBSCRIPTIONS
157
35
200
100
6480
LICENSES, PERMITS AND TAXES
50
90
100
100
6539
WASTE REMOVAUSANITATION SERV
17,604
12,212
18,000
16,000
6561
TEMPORARY HELP-LABOR/CLERICAL
206
-
-
-
6569
MAINTENANCE CONTRACTS
4,047
3,537
4,300
4,300
SERVICES & OTHER CHARGES
$
43,750
$
32,279
$
43,300
$
38,300
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS. $ - $ - $ 2,500 $ -
6660 OFFICE FURNISHINGS/EQUIPMENT - - 9,700 5,600
6670 OTHER EQUIPMENT - - - 3,500
CAPITAL OUTLAY $ - $ -$ 12,200 $ 9,100
Am TOTAL CENTRAL SERVICES $ 440,601 $ 441,541 $ 485,900 $ 531,800
9.45%
119
IV Of hp 2007 Proposed Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Recreation/Administration
Division of the Parks and Recreation Department is
to:
• Develop community through provision of
recreation programs, facilities and events.
• Provide support and oversight to partner
organizations providing leisure activities.
• Provide opportunities for leisure and social
skill development
• Provide meeting spaces and facilities for
community groups and private functions
Expenditures as a %of the General Fund
Recreation
7.68%
• Schedule and allocate use of community facilities to provide equal benefits to all residents
The Recreation/Administration Division is responsible for the following functions:
• Provide recreation programs and services to all Eagan residents
• Provide clerical support for program registrations, facility reservations, memberships & general inquiries
• Provide staff support to the Advisory Parks Commission
• Facilitate planning for future park, recreation, and facility development
PERFORMANCE INDICATORS
120
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Hours of "Fiduciary' programs
7,129
N/A
8,000
Participants in "Fiduciary' programs
29,067
N/A
32,000
Hours of "Public Benefit" programs
9,154
N/A
9,500
Participants in "Public Benefit" programs
13,030
N/A
14,333
Based on City survey, % who rate City -sponsored recreation programs as
79%
N/A
85%
good or excellent.
Based on City survey, % of participants who report being satisfied with
96%
N/A
98%
their experience in recreation programs
120
•
•
0
•
•
41, 14 of kal
2007 Proposed Budget
Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Services &
Parts &
Other
Supplies
Charges
4.69%
24.78%
Services
69.60%
Merchandise
for Resale
0.43%
Capital
Outlay
0.50%
HIGHLIGHTS & CHANGES
Overview: The Recreation/Administration budget
has many changes due to an evaluation and
correction of past budgeting and management
practices. It also reflects the separation of Parks
from Recreation/Administration. Recreation
program fees and charges reflect the new Fees and
Charges Policy adopted by the City Council in 2005
which set the parameters for capturing costs for all
programs.
Hiahlia t/Chanae 1: Recreation program expen-
ditures increase by 15% and program revenues
increase by 41 % due to four factors: 1) higher fees with the implementation of the Recreation Fees and Charges
Policy; 2) change in accounting in certain programs that previously recorded only net revenues (and not
expenditures); 3) higher utilization of existing programs; and 4) some new program offerings.
Financial Impact: Expenditures are up $100,200 in total with $74,300 of the increase resulting from the
accounting change, and the balance due to changes in utilization of existing programs and new program
offerings. Revenues are up $227,800 in total with $74,300 due to the accounting change, $66,100 due to higher
fees, $35,800 due to changes in utilization of existing programs, and $51,700 due to new programs.
Service Level Impact: Recreation programming is expanded to provide more service to residents and better
use the capacity of buildings and staff. The accounting change itself does not impact service levels.
Hiahlight/Chanue 2: Recreation/Administration is proposing the addition of a clerical position to enhance
customer service and to increase the coordination of customer service across all operations.
Financial Impact: The net cost for this position will be approximately $14,700 after applying the ongoing savings
from the 2006 reorganization.
Service Level Impact: The ongoing reorganization provides additional staff time to focus on the development
and implementation of recreation programs. The additional clerical staff member will increase the resources
available to support customer needs and to provide additional clerical support to program supervisors. The
reorganization provides for a higher level of seasonal flexibility across all divisions.
Hiahliaht/Chanae 3: Fiduciary program advert!sing/sponsorships are proposed to be sold to local businesses.
Financial Impact: $15,000 increase in revenue; no impact on expenditures.
Service Level Impact: Additional fees raised through the selling of advertising/sponsorships to local businesses
will help to offset the subsidy to free and low -fee recreation events and programs.
Hiahliaht/Channe 4: Purchase of additional computer software for on-line league scheduling.
Financial Impact: $4,000 for the software. Current on-line program registrations are facilitated through Class.
$2,000 for a Point of Sale register at the Parks & Recreation front counter.
Service Level Impact: The league scheduling software will provide convenience to the adult sport programs and
lessen the amount of hands-on staff time needed to produce and communicate schedule information. It will, also
meet the growing demand for instant and convenient registrations. The Point of Sale upgrade will provide a
higher level of service response to program and rental transactions and provide financial tracking that will be
consistent with other department operations.
121
4110'
14 d hF 2007 -proposed Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30) .
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
POSITION INVENTORY
Parks & Rec. Combined
Actual 2004
Actual 2005
Bud et 2006
$ 2,208,521
$ 2,311,539
$ 2,475,000
327,437
351,817
345,000
486,031
527,806
566,700
20,989
45,894
30,800
10,397
9,132
11,500
$ 3,053,375 $ 3,246,188 $ 3,429,000
EXPENDITURE SUMMARY
2007 Proposed
2005
Recreation
Parks
Total
1,354,500
1,246;000
2,600,500
91,300
301,800
393,100
482,200
163,900
646,100
9;700
21,100
30,800
89300
-
8,300
$1,946,000 $1,732,800 $3,678,800
Personnel
2004
2005
2006
2007
Hours
Director of Parks and Recreation
0.5
0.5
0.5
0.5
1,040
Superintendent of Operations
0
0
1
1
2,080
Superintendent of Recreation
1
1
1
0
-
OfFce Supervisor,
1
1
0
0
-
Recreation Program Supervisor
5
4.8
4.8
3.8
7,904
Customer Service Coordinator
1
1
0
0
-
Clerical Technicians
3.4
3.4
4.4
6.4
11,2320
Recreation Program Manager
0
.0
0
1
2,080
Recreation Facility Manager
0
0
0
1
2,080
Total
11.9
11.7
11.7
12.7
26,416
2007 WORK PLAN
Activitv
Routine
1 Provide department administration - Parks, Recreation & Revenue Facilities
2 Providing recreation programs and services
3 Oversee development and construction projects
4 Prepare information for City Council
5 Provide support to Advisory Parks Commission
6 Provide program registration, facility reservations, and answer public inquiries
7 Provide support for special events and community partner groups.
8 Respond to concerns and suggestions from residents
9 Account for collection of revenues from all department facilities and programs
•
122
n
.7
•
2007 Proposed Budget Operating Budget
This page left blank intentionally
123
Of
2007 Proposed Budget
Operating Budget
167,539 202,200 115,700 116,200 231,900
6152
LINE ITEM DETAIL
2,444
2,616 - -
6154
DISABILITY - LONG TERM
4,166
4,643 - - -
6155
WORKERS COMPENSATION
31,610
36,660 29,300 8,900 22,200 31,100
6157
RETIREE INSURANCE FUNDING
2007 Proposed
- - -
Parks & Recreation Combined
Acct PERSONAL SERVICES
MEDICAL/RESCUE/SAFETY SUPPLIES
Actual 2004 Actual 2005
Bud et 2006
Recreation
Parks
Total
6110 SALARIES AND WAGES -REGULAR
$ 1,229,692 $ 1,307,016
$ 1,400,800
$ 738,500
$ 735,600
$ 1.,474,100
6112 OVERTIME -REGULAR
20,629 32,186
23,000
-
27,000
27,000
6130 SALARIES AND WAGES -TEMPORARY 505,979 526,711
576,400
361,400
220,600
582,000
6131 OVERT IME -TEMPORARY
6,814 6,774
5,000
-
5,000
5,000
6142 PERA-COORDINATED
82,470 87,465
85,700
46,200
46,300
92,500
6144 FICA
130,920 139,929
152,600
83,800
73,100
156,900
6151
HEALTH INSURANCE
144,058
167,539 202,200 115,700 116,200 231,900
6152
LIFE INSURANCE
2,444
2,616 - -
6154
DISABILITY - LONG TERM
4,166
4,643 - - -
6155
WORKERS COMPENSATION
31,610
36,660 29,300 8,900 22,200 31,100
6157
RETIREE INSURANCE FUNDING
49.739
- - -
PERSONAL SERVICES $ 2,208,521 $ 2,311,539 $ 2,475,000 $ 1,354,500 $ 1,246,000 $ 2,60
PARTS & SUPPLIES
6210 OFFICE SUPPLIES $ 3,537 $ 5,972 $ 4,000 $ - 5,000 $ 500 $ 51500
6211 OFFICE PRINTED MATERIAL/FORMS 237 390 1,000 700 700
6212 OFFICE SMALL EQUIPMENT 123 499 500 500 - 500
DRAFTING SUPPLIES - 754 200 - 100
6215
REFERENCE MATERIALS
174
273
200
- 200
200
6220
OPERATING SUPPLIES -GENERAL
15,737
13,696
13,300
5,900 12,500
18,400
6221
FILM & FILM PROCESSING
45
7
100
100 100
200
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
1,755
2,539
2,900
500 2,900
3,400
6223
BUILDING/CLEANING SUPPLIES
9,509
11,295
11,000
- 11,500
11,500
CLOTHING/PERSONAL EQUIPMENT 6,541 6,529 7,100 5,600 5,400 1
6227
RECREATION EQUIPMENT/SUPPLIES
66,230
63,707
69,100
66,000 - 66,000
6230REPAIR/MAINTENANCE
SUPPLIES -GENERAL
-
-
-
- - -
6231
MOBILE EQUIP REPAIR PARTS
38,975
47,490
39,000
- 42,000 42,000
6233
BUILDING REPAIR SUPPLIES .
11,188
13,502
12,000
13,000 13,000
6234
FIELD/OTHER EQUIPMENT REPAIR
17,394
13,382
13,000
- 13,000 13,000
FUEL, LUBRICANTS, ADDITIVES 37,858 52,822 47,000 - 71,500 7
6239
PARK FACILITY.REPAIR PARTS
2,746
3,573
3,000
- 3,000
3,000
6240
SMALL TOOLS
3,758
2,373
2,500
- .2,500
2,500
6243
HEATING OIL/PROPANE/OTHER FUEL
5,364
` 7,668
5,000
- 5,000
5,00_0
6250
LANDSCAPE MATERIALS & SUPPLIES
7,900 -
-
-
- -
-
6251
ATHLETIC FIELD SUPPLIES
24,113
24,138
25,200
- 29,000
29,000
PARKS & PLAY AREA SUPPLIES 26,340 17,325 22,000 - 22,000 2
6253 TURF MTN & LANDSCAPE SUPPLIES 51,488 57,865 61,000 - 62,600 62,600
6257 SIGNS & STRIPING MATERIAL 4,325 3,992 5,000 - 5,000 5,000
6270 COMPUTER SOFTWARE 1,936 900 7,000 7 000
PARTS & SUPPLIES $ 327,437 $ 351,817 $ 345,000 $ 91,300 $ 301,800 - $ 393,100
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$ 10,324
$ 11,772
$ 22,500 $ - $ 3,000
$ 3,000
6320INSTRUCTORS
21,725
21,549
12,400 95,300 -
95,300
6323
TESTING SERVICES
15-
- - -
-
6326
ATHLETIC TEAM SANCTION FEES
7,912
7,140
7,800 7,900 -
7,900 -
6327
SPORTING EVENT OFFICIALS
82,326
83,499
90,300 87,700 -
87,700
6328 SPECIAL EVENTS/ADMISSION FEES
11,160 7,669 14,600 13,900 - 13,90
6355
CELLULAR TELEPHONE SERVICE
6,792
6,734
5,600
4,500
2,400 6,900
] Ofke
2007 Proposed Budget
938
Operating Budget
2,000
11,100
- 11,100
Parks & Recreation Combined
GENERAL PRINTING AND BINDING
1,542
418
7,400
2007 Proposed
- 4,700
6385
INSURANCE
Actual 2004 Actual 2005
Bud et 2006
Recreation
Parks
Total
6329 TOURNAMENT FEES
3,510
3,640
3,700
3,200
-
3,200
6346 POSTAGE
11,753
11,442
8,000
11,300
-
11,300
6347 TELEPHONE SERVICE & LINE CHG
7,606
7,589
8,800
-
9,600
9,600
6351 PAGER SERVICE FEES
661
1,095
500
-
700
700
6353 PERSONAL AUTO/PARKING
5,055
5,171
7,300
7,700
500
8,200
6354 CAR WASHES
-
-
100
-
100
100
6355
CELLULAR TELEPHONE SERVICE
6,792
6,734
5,600
4,500
2,400 6,900
6357
ADVERTISING/PUBLICATION
938
5,009
2,000
11,100
- 11,100
6370
GENERAL PRINTING AND BINDING
1,542
418
7,400
4,700
- 4,700
6385
INSURANCE
78,800
90,300
101,300
106,400
- 106,400
6405
ELECTRICITY
56.736
64.346
45.000
-
48,000 48,000
NATURAL GAS SERVICE 7,376 8,111 7,500 - 8,000
6425
MOBILE EQUIPMENT REPAIR LABOR
6,638
3,815
4;000
- 4,000
4,000
6426
SMALL EQUIPMENT REPAIR -LABOR
472
876
500
- 500
500
6427
BLDG OPERATIONS/REPAIR-LABOR
6,597
11,462
8,000
- 9,000
9,000
6428
FIELD/OTHER EQUIP REPAIR -LABOR
10,118
6,517
7,000
- 7,000
7,000
6431
PARK FACILITY REPAIR -LABOR
2.978
5.712
5.000.
- 5.000
5.000
BUILDING RENTAL 1,518 791 29,000 50,000 - 51
6457
MACHINERY AND EQUIPMENT
3,503
7,091
4,000
300
4,500 4,800
6475
MISCELLANEOUS
31,550
31,487
37,000
38,000
- 38,000
6476
CONFERENCES AND SCHOOLS
6,112
9,411
12,800
9,800
3,700 13,500
6477
LOCAL MEETING EXPENSES
310
820
400
500
- 500
6478
TUITION AND BOOK REIMBURSEMENT
4.219
7.398
7.200
1,500
- 1,500
DUES AND SUBSCRIPTIONS 3,126 2,408 1,700 2,200, 300
6480
LICENSES, PERMITS AND TAXES
2,008
1,129
2,000 500
300 800
6487
VISA/MC BANK CHARGES
10,366
11,202
15,000 13,000
- 13,000
6515
INTERNAL EXPENSES
22,571
37,500-
-
- -
6535
OTHER CONTRACTUAL SERVICES
20,434
27,406
24,300 5,100
7,000 12,100
6537
JANITORIAL SERVICE
2,774-
2,087
4,000 -
4,500 4,500
WASTE REMOVAL/SANITATION SERV 6,414 7,100 13,800 - 14,800 11
6550
TRANSPORTATION SERVICES
7,255
4,815
11,700 7,600 -
7,600
6561
TEMPORARY HELP-LABOR/CLERICAL
10,674
11,528
11,500 - 16,000
16,000
6563
LANDSCAPING
-
-
- _ -
-
6565
SEAL COATING-STREETS/TRAILS
12,163
1,267
23,000 15,000
15,000
15,252
SERVICES & OTHER CHARGES
$ 486.031
$ 527.806
$ 566.700 $ 482,200 $ 163,900
$ 646,100
MERCHANDISE FOR RESALE
8855 MERCHANDISE FOR RESALE $ 10,397 $ 9_,132 $ 1.1,500 $ 8,300 $ - $ 8,300
MERCHANDISE FOR RESALE $ 10,397 $ 9;132 $ 11,500 $ 8,300 $ - $ 8,300
TOTAL PARKS.& RECREATION $ 3,053,375 $ 31246,188 $ 3,429,000 $ 1,946,000 $ 1,732,800 $ 3,678,800
7.3%
125
CAPITAL
$620
-OUTLAY
BUILDINGS
$ 8,886
$ 16,536
$ 10,200
$ - $ 8,800
$ 8,800
6630
OTHER IMPROVEMENTS
3,906
4,562
6,500
- 1,500
1,500
6660
OFFICE FURNISHINGS/EQUIPMENT
2,575
15,252
8,000
9,700
9,700
6670
OTHER EQUIPMENT
5,622
9,544
6,100
- 10,800
10,800
CAPITAL OUTLAY
$ 20,989
$ . 45,894
$ 30,800
$ 9,700 $ 21,100
$ 30,800
MERCHANDISE FOR RESALE
8855 MERCHANDISE FOR RESALE $ 10,397 $ 9_,132 $ 1.1,500 $ 8,300 $ - $ 8,300
MERCHANDISE FOR RESALE $ 10,397 $ 9;132 $ 11,500 $ 8,300 $ - $ 8,300
TOTAL PARKS.& RECREATION $ 3,053,375 $ 31246,188 $ 3,429,000 $ 1,946,000 $ 1,732,800 $ 3,678,800
7.3%
125
CRY Of km 2007 Proposed Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Parks Division of the Parks &
Recreation Department is to:
• Provide safe opportunities for residents to
gather as a community
• Support league, tournament and public play
• Ensure the availability of clean, safe, quality
facilities, play features and amenities
• Facilitate reservations, community-based
special events and recreational initiatives
• Coordinate the development of new park
features and amenities per the budget and
CIP
• Cooperate and coordinate with other providers of community recreational facilities
• Maintain the visual and physical integrity of City parks and grounds
• Assist other City Departments as required and/or requested -
The Parks Division is responsible for the following functions: .
• Implementing an effective turf and grounds management
• Repairing and maintain park buildings, structures and hardscapes
• Promptly responding to citizen requests
• Creating and maintaining winter recreational opportunities, assisting with snow removal
• Providing logistical and physical support to special events
• Supporting departmental recreational programs
• Constructing and installing new park features and amenities
PERFORMANCE INDICATORS
2005 2006 2007
Description Actual Budget Proposed
% of citizens who rate park facilities as good or excellent (biennial survey)
• of pavilion/shelter users rating service and cleanliness as good or
excellent (follow-up mail surveys)
Games canceled on City fields due to nonweather related conditions
Outdoor hockey rinks with skatable ice
Acres mowed regularly by Parks staff
Pavilion/shelter rentals serviced
126
90+%
N/A
94%
93+0/o
TBD
95%
N/A
N/A
<3
15
15
15
510
517
517
245
250
260
M Of B 2007 Pro osed Bud et Operating Budget
� P g P 9 9
Parks & Recreation—Parks Division (31)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Parts &
Supplies
17.42%
Services &
Other
Charges
3;
9.46%
Persona
Services
Capital
71.91%
Outlay
1.22%
HIGHLIGHTS & CHANGES
Overview: See Overview section in Recreation/
Administration Division (30) highlights.
Hiahliaht/Chanae 1: Additional seasonal mainten-
ance is proposed in response to increased demand
for use of facilities as well as longer seasons of use,
particularly on athletic sites.
Financial Impact: $15,300 in 2007 (wages only/no
benefits). Revenue from additional facility rent,
while not estimable at this point, partially offsets the
expense
Service Level Impact: Additional seasonal help is needed to keep up with the demand for facility use
Hiahliaht/Chanae 2: The annual cost of Dakota County's Sentence to Service (STS) contract has continued to
increase at double-digit rates.
Financial Impact: Increase of $4,500 in 2007
Service Level Impact: STS crews provide valuable assistance with non -skilled tasks. Because a crew may
consist of 8-10 people, a trade-off for seasonal staff is not applicable
Hiahliaht/Chanae 3: Fuel costs are based on a 57% rate increase
Financial Impact: $24,500 increase for 2007
Service Level Impact: None; same level of service is planned
127
04 0f IF 2007 Proposed Budget Operating Budget
p g
Parks & Recreation—Parks Division (31)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Parks and Recreation
0.5
0.5
0.5
0.5
1,040
Parks Superintendent
0.85
0.85
0.85
0.85
1,768
Park Maintenance Supervisor
1
1
1
1
2,080
Park Operations Supervisor
1
1
1
1
2,080
Parks Planner/Landscape Architect
1
1
0
0
-
Park Maintenance Workers
9.4
9.4
9.4.
9.4
19,552
Total
13.75
13.75
12.75
12.75
26,520
2007 WORK PLAN
Activi
Routine
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 Install new park features
4 Mow boulevards and turf at all City buildings
5 Prepare athletic fields for community and league use
6 Provide support for special events and scheduled use of facilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepare and monitor divisional budget and CIP �.
10 Administration and supervision
11 Provide input and logistical support to the APrC
12 Implement CIP initiatives
13 Review, participate, implement master planning process/recommendations, 20/20 & PE
•
1.28
•
•
My Of18F
2007 Proposed Budget Operating Budget
Parks & Recreation—Parks Division (31:)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
SEE RECREATION/ADMINISTRATION DIVISION (30)
FOR COMBINED LINE -ITEM DETAIL
129
LINE ITEM DETAIL
Of 2007 Proposed Budget Operating Budget
P g
Parks & Recreation — Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Department
is to:
Maintain existing trees and landscaping in
parks, public facilities, and boulevards
Install new trees and landscaping in parks,
public facilities, and boulevards
Review and manage tree preservation per
the City Tree Preservation Ordinance
Expenditures as a %of the General Fund
Forestry
1.83%
The Tree Conservation Department is responsible
for the following functions:
• Conduct the City shade tree disease program
• Conduct the annual City -sponsored Arbor Day program.
• Conduct the biennial public tree sale
PERFORMANCE INDICATORS
Square miles of boulevard streets to manage tree architecture
130
4.75 4.75 4.75
C:
2005
2006
2007
Description
Actual
Budget
Proposed
Landscape beds maintained
606
655
655
% of private oak wilt sites that perform recommended/needed
management activities
60%
70%
80%
is
Buckthorn pickups
110
110
110
Square miles of boulevard streets to manage tree architecture
130
4.75 4.75 4.75
C:
•
•
i�
*aqof 2007 Proposed Budget Operating Budget
Parks & Recreation—Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Parts & Services &
Supplies Other
Charges
6.94% Capital
Outlay
9.95%
Personal
Services 8'77% Merchandise
69.49% for Resale
4.85%
HIGHLIGHTS & CHANGES
Overview: The Forestry Division budget is up
$55,700, or 13.6% over 2006.
Hiahlisaht/Chansae 1: The biennial public tree sale
(held in odd years only) will increase expenditures,
but will be fully offset by an increase in revenues.
Financial impact: Expenditures (and revenues) are
increased by $15,000, accounting for 3.7% of the
overall 13.6% budget increase.
Service level impact: The biennial tree sale
continues to be popular with residents and promotes
beautification of the City.
Hiahlisaht/Chanue 2: Total personnel costs are up; primarily due to underestimating costs for the landscape
maintenance (union) position in the 2006 budget as well as increased overtime in the current year.
Financial impact: $17,200 ($13,000 increase in estimate of landscape maintenance position; $4,200 overtime
department -wide). This accounts for 4.2% of the overall 13.6% increase.
Service level impact: Overtime hours will allow staff to properly maintain trees and landscaping beds.
EXPENDITURE SUMMARY
131
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 229,283
$ 269,830
$ 295,200
322,500
Parts and Supplies
27,428
35,179
29,300
40,700
Services and Other Charges
29,038
35,241
31,900
32,200
Capital Outlay
29,770
32,119
44,500
46,200
Merchandise for Resale
5,661
13,871
7,500
22,500
Total.
$ 321,180
$ 386,240
$ 408,400
$ 464,100
131
M Of.t 2007 Proposed Budget Operating Budget
Parks & Recreation—Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Supervisor of Forestry
1
1
1
1
2,080
Parks Superintendent
0.15
0.15
0.15
0.15
312
Park Maintenance Worker
0
1
1
1
2,080
Forester/Maintenance
0.6
0.6
0.6
0.6
1,248
Total
1.75
2.75
2.75
2.75
5,720
2007 WORK PLAN
Activitv
Routine
1 Administrative and supervisory responsibilities
2 Maintenance of trees in city parks, public facilities, and boulevards
3 Maintenance of landscape plants in city parks, public facilities, and boulevards
4 Insect and plant disease monitoring and treatment activities
5 Provide support to other departments and divisions
6 Implement invasive plant management activities
7 Plan for and implement public tree sale
8 Participate in development of Eagan master plan
132
•
•
40'k
Of ke 2007 Proposed Budget Operating Budget
Parks & Recreation - Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
•
133
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
114,433
$
127,290
$
152,800
$
166,506-
6112
OVERTIME -REGULAR
398
658
-
2,000
6130
SALARIES AND WAGES -TEMPORARY
73,427
91,143
86,000
88,900
6131
OVERTIME -TEMPORARY
547
1,015
-
1,600
6142
PERA COORDINATED
8,689
11,386
9,200
10,600
6144
FICA
14,077
16,408
17,500
19,800
6151
HEALTH INSURANCE
12,206
15,114
22,700
25,100
6152
LIFE INSURANCE
221
251
-
-
6154
DISABILITY - LONGTERM
428
488
-
-
6155
WORKERS COMPENSATION
4,857
6,077
7,000
8,000
PERSONAL SERVICES
$
229,283
$
269,830
$
295,200
$
322,500
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
242
$
388
$
500
$
500
6215
REFERENCE MATERIALS
45
27
100
100
6220
OPERATING SUPPLIES -GENERAL
5,446
4,650
5,000
6,000
6222
MEDICAURESCUE/SAFETY SUPPLIES
267
799
700
700
6224
CLOTHING/PERSONAL EQUIPMENT
1,079
1,222
11000
1,000
6230
REPAIR/MAINTENANCE SUPP-GENL
1,053
-
-
6231
MOBILE EQUIP REPAIR PARTS
2,544
2,899
2,500
2,500
6235
FUEL, LUBRICANTS, ADDITIVES
3,703
7,860
3,200
9,900
6240
SMALL TOOLS
1,790
2,100
2,500
3,000
6244
CHEMICALS & CHEMICAL PRODUCTS
4,235
6,261
6,800
8,000
6250
LANDSCAPE MATERIAL & SUPPLIES
6,683
8,973
7,000
9,000
6270
COMPUTER SOFTWARE
341
-
-
-
PARTS & SUPPLIES
$
27,428
$
35,179
$
29,300
$
40,700
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$
2,209
$
3,140
$
3,000
$
3,000
6346
POSTAGE
-
-
100
100
6351
PAGER SERVICE FEES
186
182
-
-
6353
PERSONAL AUTO/PARKING
16
76
100
100
6355
CELLULAR TELEPHONE SERVICE
1,344
572
1,500
1,500
6370
GENERAL PRINTING AND BINDING.
331
658
400
400
6385
INSURANCE
2,800
2,700
3,200
3,400
6425
MOBILE EQUIPMENT REPAIR LABOR
571
2,154
500
500
6457
MACHINERY AND EQUIPMENT
1,742
1,805,
2,000
2,000
6475
MISCELLANEOUS
37
-
-
-
6476
CONFERENCES AND SCHOOLS
805
593
2,000
2,000
6477
LOCAL MEETING EXPENSES
-
39
-
100
6478
DUES AND SUBSCRIPTIONS
284
214
200
200
6535
OTHER CONTRACTUAL SERVICES
17,914
16,026
15,500
15,500
6545
TREE REMOVAL
799
7,082
3,000
3,000
6569
MAINTENANCE CONTRACTS
-
-
400
400
SERVICES & OTHER CHARGES
$
29,038
$
35,241
$
31,900
$
32,200
•
133
Of km 2007 Proposed Budget Operating Budget
Parks & Recreation — Tree Come rvation (32) •
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
•
•
134
LINE ITEM DETAIL (CONT'D)
Actual
Actual
Budget
Proposed
Acct
CAPITAL OUTLAY
2004
2005
2006
.2007
6630
OTHER IMPROVEMENTS
$
19,691
$
25,226
$
36,000
$ 40,000
6660
OFFICE FURNISHINGS AND EQUIPMENT
-
4,018
-
-
6670
OTHER EQUIPMENT
-
2,875.
8,500
6,200
6680
MOBILE EQUIPMENT
10,079
-
-
CAPITAL OUTLAY
$
29,770
$
32,119
$
. 44,500
$ 46;200
MERCHANDISE FOR RESALE
6855
MERCHANDISE FOR RESALE
$
-
$
9,200
$
-
$ 15,000
6860
COST SHARING - OAK WILT
5,661
4,671
.7,500
7,500
MERCHANDISE FOR RESALE
$
5,661
$
13,871
$
7,500
$ 22,500
TOTAL TREE CONSERVATION
$ 321,180
$
386,240
$
408,400
$ 464,100
13.64%
•
•
134
40,
Qq of� 2007 Proposed Budget Operating Budget
0
• This page left blank intentionally
0
135
all of BIP 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
PURPOSE & DESCRIPTION
The purpose of the Government Buildings
Department is to:
• Provide for the general maintenance, repair
and operation of the municipal center, police
department, fire administration building and
municipal maintenance facility
• Provide a safe and clean working
environment for staff and visitors
• Act as a building maintenance resource for
other City facilities
Expenditures as a %of the General Fund
The Government Buildings Department is responsible for the following functions:
• Maintain mechanical and operating systems in five municipal buildings
• Maintain life safety and building equipment under vendor contracts including generators and fire systems
• Manage vendor contracts for elevator, janitorial and waste hauler services
• Monitor building cleaning by the contracted janitorial service, which includes interior office spaces,
meeting rooms, kitchens, bathrooms and open areas and supervise specialized services such as window
cleaning, carpet cleaning, or tile maintenance
• Coordinate tenant support, security and property maintenance for buildings and property purchased by
the City for redevelopment
PERFORMANCE INDICATORS
0
136
2005
2006
2007
Description
Actual
Budget
Proposed
Municipal buildings maintained
5
5
6
Square footage of buildings maintained
200,000
200,000
205,000
Buildings controlled by Energy Management System
2
2
2
Maintenance contracts monitored
7
7
7
Light bulbs used per year for recycling
800
600
600
Hours backup generator runs (per MPCA)
84
N/A
N/A
136
*Cqdlap 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings
budget represents a $23,200 increase, or 3.8%,
over 2006. Steep increases in energy costs and
inflationary increases in other costs are offset by
savings and efficiencies primarily in the area of
maintenance contracts.
Hiahliaht/Chanae 1: Energy costs, including
electricity, natural gas and fuel for emergency
generators, have risen significantly.
Financial Impact: $12,500 higher than 2006 budget
Service Level Impact: None
Hiahliaht/Chanae 2: The City is combining the elevator maintenance contracts for Municipal Center, Community
Center, Civic Center, Police Facility and Fire Administration
Financial Impact: Annual savings of $1,500. Five-year contract provides for no annual increases.
Service Level Impact: None
Hiahliaht/Chanae 3: An increase in Dakota County's customer base is allowing them to cut rates for generator
monitoring.
•Financial Impact: Annual savings of $1,500 on a three-year contract.
Service Level Impact: None
•
EXPENDITURE SUMMARY
Actual
Expenditures by Category
Parts &
Services &
Supplies
Other
8.79%
Charges
2007
61.09%
Personal
$ 172,415 .
Services
28.84%
apital
Outlay
1.28%
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings
budget represents a $23,200 increase, or 3.8%,
over 2006. Steep increases in energy costs and
inflationary increases in other costs are offset by
savings and efficiencies primarily in the area of
maintenance contracts.
Hiahliaht/Chanae 1: Energy costs, including
electricity, natural gas and fuel for emergency
generators, have risen significantly.
Financial Impact: $12,500 higher than 2006 budget
Service Level Impact: None
Hiahliaht/Chanae 2: The City is combining the elevator maintenance contracts for Municipal Center, Community
Center, Civic Center, Police Facility and Fire Administration
Financial Impact: Annual savings of $1,500. Five-year contract provides for no annual increases.
Service Level Impact: None
Hiahliaht/Chanae 3: An increase in Dakota County's customer base is allowing them to cut rates for generator
monitoring.
•Financial Impact: Annual savings of $1,500 on a three-year contract.
Service Level Impact: None
•
EXPENDITURE SUMMARY
137
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 156,014
$ 172,415 .
$ 177,000
184,400
Parts and Supplies
42,297
67,835
44,700
56,200
Services and Other Charges
383,051
381,654,
390,800
390,600
Capital Outlay
2,080
8,125
3,700
194000
Construction Projects
-
17,759
-
-
Total
$ 583,442
$ 647,788
$ 616,200
$ 825,300
137
Ct� Of 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Building Maintenance Supervisor
1
1
1
1
2,080
Building Maintenance Workers
2
2
2
2
4,160
Total
3
3
3
3
6,240
2007 WORK PLAN
Activitv
Routine
1 Building maintenance and management of HVAC systems,building rounds
2 Recycling,setting up and tear down of rooms, snow removal,cleaning carpets and rooms
3 Vendor relations involving contracts, repairs and code reinforcement
•
•
138
*MyOf 2007 Proposed Budget Operating Budget
• Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
•
•
LINE ITEM DETAIL
CAPITAL OUTLAY
6620 BUILDINGS
6630 OTHER IMPROVEMENTS
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
6710 PROJECT -CONTRACT
TOTAL GOVERNMENT BUILDINGS
2,080
$ 2,080
$ 3,706 $ 3,700 $ 4,000
4,087 - 4,200
332 - -
$ 8,125 $ 3,700 $ 8,200
$ - $ 17,759 $ - $ -
$ 583,442 $ 647,788 $ 616,200 $ 639,400
3.77%
139
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
118,328
$
129,390
$
133,600
$
137,900
6112
OVERTIME -REGULAR
5,313
6,013
2,000
21000
6130
SALARIES AND WAGES -TEMPORARY
-
-
-
-
6142
PERA-COORDINATED
6,937
7,393
.8,100
8,700
6144
FICA
9,101
9,702
10,400
10,700
6151
HEALTH INSURANCE
11,208
13,899
16,700
18,400
6152
LIFE INSURANCE
245
264
-
6154
DISABILITY - LONG TERM
319
396
-
-
6155
WORKERS COMPENSATION
4,563
5,358
6,200
6,700
PERSONAL SERVICES
$
156,014
$
172,415
$
177,000
$
184,400
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
209
$
-
$
100
$
100
6220
OPERATING SUPPLIES -GENERAL
-
-
200
200
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
1,958
1,955
1,000
1,000
6223
BUILDING/CLEANING SUPPLIES
16,658
17,536
14,000
20,000
6224
CLOTHING/PERSONAL EQUIPMENT
918
567
800
800
6230
REPAIR/MAINTENANCE SUPP-GENL
-
1,105
1,000
1,000
6231
MOBILE EQUIP REPAIR PARTS
337
101
300
300
6232
SMALL EQUIPMENT REPAIR PARTS
-
-
100
100
6233
BUILDING REPAIR SUPPLIES
18,396
36,425
22,000
22,000
6235
FUEL, LUBRICANTS, ADDITIVES
3,048
1,409
1,000
1,500
6240
SMALL TOOLS
-
-
200
200
6243
HEATING OIL/PROPANE/OTHER FUEL
773
8,737
4,000
9,000
PARTS & SUPPLIES
$
42,297
$
67,835
$
44,700
$
56,200
SERVICES & OTHER CHARGES
6347
TELEPHONE SERVICE (BACKUP GENERATOR)
$
691
$
690
$
700
$
700
6351
PAGER SERVICE FEES
101
109
300
300
6353
PERSONAL AUTO/PARKING
33
-
100
100
6385
INSURANCE
10,300
7,900
9,500
10,000
6405
ELECTRICITY
97,586
105,935
115,000
120,000
6410
NATURAL GAS SERVICE
53,390
62,675
48,000
50;000
6426
SMALL EQUIPMENT REPAIR -LABOR
-
-
100
100
6427
BLDG OPERATIONS/REPAIR-LABOR
64,251
57,305
64,000
64,000
6476
CONFERENCES AND SCHOOLS
56
-
100
100
6477
LOCAL MEETING EXPENSES
-
228
200
100
6480
LICENSES, PERMITS AND TAXES
85
105
500
500
6537
JANITORIAL SERVICE
117,629
119,112
112,000
112,000
6539
WASTE REMOVAL/SANITATION SERV
2,612
1,625
3,600
3,600
6569
MAINTENANCE CONTRACTS
36,317
25,970
36,700
29,100
SERVICES & OTHER CHARGES
$
383,051
$
381,654
$
390,800
$
390,600
CAPITAL OUTLAY
6620 BUILDINGS
6630 OTHER IMPROVEMENTS
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
6710 PROJECT -CONTRACT
TOTAL GOVERNMENT BUILDINGS
2,080
$ 2,080
$ 3,706 $ 3,700 $ 4,000
4,087 - 4,200
332 - -
$ 8,125 $ 3,700 $ 8,200
$ - $ 17,759 $ - $ -
$ 583,442 $ 647,788 $ 616,200 $ 639,400
3.77%
139
aq Of bp 2007 Proposed Budget Operating Budget
•
0
n
U
140
• SPECIAL CITY COUNCIL MEETING
AUGUST 22, 2006
5:30 PM .
EAGAN ROOM—EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND AGENDA ADOPTION
H. VISITORS TO BE HEARD
III. CONSENT
A. ECONOMIC DEVELOPMENT AUTHORITY = Cedarvale Mall Property
Management Service Contract with Griffin Companies
�.� IV. 2007 PROPOSED CIVIC ARENA BUDGET
2007 PROPOSED TAX LEVY AND GENERAL FUND OPERATING
. BUDGET
VI. OTHER BUSINESS
• VII. ADJOURN
The City of Eagan Economic Development Authority will hold a special meeting as a part of this
Special City Council Meeting.
0
Agenda Memo
Special Eagan City Council Meeting
Consent Item - Economic Development Authority Meeting
August 22, 2006
A.
ACTION TO BE CONSIDERED: To convene a meeting of the EDA, adopt a
resolution to approve a Property Management Service Contract with Griffin Companies
for the operation of the Cedarvale Mall property and to authorize the EDA President and
Executive Director to execute the appropriate documents and to adjourn the EDA
meeting.
FACTS:
• In anticipation of the redevelopment of the Cedar Grove Area, the City is
proceeding with the acquisition of the Cedarvale Mall. The City is scheduled to
take possession of the mall on, September 1, 2006.
• While staff, the City Attorney and relocation consultant are working with the mall
• tenants to facilitate their relocation, a number of them will remain in the building
for a period of time after that date.
• To min; ��e the number of changes occurring at that time, staff has solicited a
proposal from the property manager that currently operates the mall, Griffin
Companies, to continue that service until the remaining tenants are relocated from
the space. The scope of work will include general building maintenance, repairs,
cleaning, site management, mowing, etc. It is staff s intention to have the snow
removal for the property added to one of the City's snow removal contracts.
• Staff and the City Attorney are finalizing the details of the agreement, so it will be
in order for approval at Tuesday's meeting.
ATTACBMENTS:
• Area map on page �(
• Resolutions on pages v—
• Property Management Agreement available upon request.
11
amt
dWHfM1M
k1q
J
0
io
a
�
1 I
0
CITY OF EAGAN 0
RESOLUTION TO APPROVE A PROPERTY MANAGEMENT AGREEMENT
BETWEEN THE CITY OF EAGAN AND GRIFFIN COMPANY RELATED TO
THE MANAGEMENT OF THE CEDARVALE MALL PROPERTY
BE IT RESOLVED by the Eagan City Council to Property Management Service
Contract Between the City of Eagan and Griffin Companies for operation of the
Cedarvale Mall property in the Cedar Grove Redevelopment District.
Motion by:
Second by:
Those in Favor:
Those Against:
CERTIFICATION
I, Maria Petersen, City Clerk of the City of Eagan, Dakota County, Minnesota, do hereby
certify that the foregoing resolution was duly passed and adopted by the City Council in a
regular meeting thereof assembled this 22nd day of August, 2006.
Maria Petersen, City Clerk
U
9
EAGAN ECONOMIC DEVELOPMENT AUTHORITY
RESOLUTION TO APPROVE A PROPERTY MANAGEMENT AGREEMENT
BETWEEN THE CITY OF EAGAN AND GRIFFIN COMPANY RELATED TO
THE MANAGEMENT OF THE CEDARVALE MALL PROPERTY
BE IT RESOLVED by the Board of Commissioners of the Eagan Economic
Development Authority to approve a Property Management Service Contract Between
the City of Eagan and Griffin Companies for operation of the Cedarvale Mall property in
the Cedar Grove Redevelopment District.
Motion by:
Second by:
Those in Favor:
Those Against:
•
CERTIFICATION
Y, Jon Hohenstein, Secretary/Deputy Executive Director of the Economic Development
Authority of the City of Eagan, Dakota County, Minnesota, do hereby certify that the
foregoing resolution was duly passed and adopted by the Authority in a regular meeting
thereof assembled this 22°d day of August, 2006.
Jon Hohenstein, Secretary/Deputy Executive Director
•
Agenda Information Memo
August 22, 2006, Special Eagan City Council Meeting
IV. 2007 PROPOSED CIVIC ARENA BUDGET
ACTION TO BE CONSIDERED:
To approve the 2006-2007 ice rental rates, to approve the 2007 Civic Arena operating
budget, and to approve the 2006 purchase of 2007 capital outlay items.
FACTS:
• The Civic Arena Budget is being presented in advance of the other Enterprise
Funds due to the fact that the Civic Arena operations, are run on a seasonal
basis starting in September as opposed to the calendar year. This is consistent
with the practice established over the past few years.
• The budget as presented is balanced, provides for the appropriate level of
renewal and replacement funds, includes an allocation for capital equipment', and
annual debt service. It is presented 'in a fashion consistent with previous years
and provides for continued successful arena operations building on the
successes of the enterprise.
• Campus. Facilities Manager Vaughan, Superintendent of Operations Mesko, City
• Administrator Hedges, Director of Parks & Recreation Johnson, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper have
reviewed theproposed rates, revenue estimates, and expenditure requests
included in this budget.
• The proposed budget is based on ice rental rates being increased slightly for the
2006-2007 season.
• The budget is supported entirely by user fees with no tax dollars used as a
revenue source.
• Since the Civic Arena operates on a season that overlaps two fiscal years, it is
important to begin the 2007 capital outlay improvements in 2006 in advance of
the new ice rental season.
• The proposed capital outlay improvements are presented as part of the
proposed 2007 Civic Arena operating budget.
ATTACHMENTS:
Enclosed on pages (D through is a copy of the proposed Civic Arena
2007 budget including rate information, &venue and expense information, capital outlay
information; and all related material.
2006 Civic Arena Budget
•
Traditionally, the Civic Arena Budget has been acted upon in advance of the
other Enterprise Funds and the General Operating Budgets due to the fact that
the Civic Arena operations are run on a seasonal basis starting in September as
opposed to the calendar year. To provide for proper communication with the
various organizations and individuals that are users of the facility, it would be
helpful to have rates, revenues and expenditures all formally set by City Council
action at the August 22, 2006 special meeting. A rate change is being.
recommended and the rates would officially be :effective September 1, 2006. The
budget including the revenues, expenditures, and capital improvements covers
the calendar year 2007. Approval to begin purchasing 2007 capital items during
calendar year 2006 is also scheduled for consideration in formal action at the
August 22 meeting.
Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City
Administrator Hedges, Director of Parks & Recreation Johnson, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper have
reviewed the proposed rates, revenue estimates, and expenditure requests
included in this budget. The budget as presented is balanced, provides for the
appropriate level of renewal and replacement funds, includes an allocation for
capital equipment, and annual debt service. Hourly ice time rental rates are
proposed to change; however, Eagan's rates remain competitive while slightly
• below the average of surrounding ice arenas. The proposed hourly rates
continue to aggressively price non -prime time ice rental. The strategy which has
been very successful over the years is to.maximize rental hours and therefore
total revenue even though the hourly rate is lower than nearly all of the
competing arenas.
Revenues
The estimated 2007 revenues are projected to increase to $881,500 compared to
the 2006 budget of $850,000. The budget as presented includes a $5 per hour
increase to the ice time rental rates. The total increase in revenue results
primarily from the increased hourly rates (approximately $10,000), an increase of
$20,000 in the budget for Adult Leagues, and a $10,000 increase in sponsorship
revenue. Numerous other accounts continue'to be adjusted to reflect actual
results. There is no. significant increase in the total projected rental hours.
Included in the revenue estimates is a conservative projection of $2,000 resulting
from the Arena Softball initiative that is contingent upon approval of the capital
outlay request to purchase the necessary infrastructure.
The following table displays the Civic Arena Revenue Summary and Revenue
Detail including actual revenues for 2004 and 2005, the approved 2006 budget,
and the estimated 2007 revenues.
0
CIVIC ARENA REVENUE SUMMARY
2004
2005
2006
2007
•
Actual
Actual
Budget
Estimated
Rentals -ice$
503,402
$ 500,878 $
465,000
$ 479,000
Rentals -Non Ice
22,287
12,126
20,500
16,000
Services
42,000
42,517
48,500
46,500
Programs
145,171
162,228
161,000
183,000
Events
27,192
24,321
24,000
20,000
Sessions
31,507
24,659
32,500,
31,000
Sales
86,431
87,202
93,500
96,000
Other
16,628
12,094
5,000
10,000
Total
$ 8741618
$ 866,025 $
'850,000
$ 881,500
CIVIC ARENA REVENUE DETAIL
2004
2005
2006
2007
Actual
Actual
Budget
Estimated
Ice Rental -Exempt
$,401,049
$ 383,574 $
370,000
$ 380,000
Ice Rental- Non exempt
102,353
117,304
95,000
99,000
Equipment Rental
6,897
5,908
6,500
6,500
Skate Sharpening
10,825
9,941
11,000
10,000
.
Learn to Skate
110,583
114,870
111,000
115,000
Ice Show
10,805
6,445
1.0,000
8,000
Open Skate
21,454.
14,504
22,000
20,000
Open Hockey
9,561
9,337
10,000
10,000
Adult Leagues
23,784
40,913
40,000
60,000
Equipment Washing
10,178
7,881
12,000
9,000
Punch Card Revenue
6,989
7,168
5,338
7,000
4,000
7,000
6,000
Parties
Concession Revenue
1,723
58,603
609891
65,000
65,000
Pro Shop Revenue
5,463
5,017
6,000
6,000
Vending -Vendor Owned
9,653
10,186
9,500
12,000
Vending- Arena Owned
5,723
3,940
6,000
6,000
Home Show
24,471
21,956
22,000
20,000
Arena Advertising
12,376
13,449
15,000
15,000
Marketing Money
5,416
-
-
-
10,000
Sponsorships
Dry Floor Rental -Exempt
19,365
11,365
15,000
15,000
Dry Floor Rental -Non Exempt
2,922
761
5,500
1,000
Open Freestyle
492
818
500
1,000
Circus
2,721
2,365
2,000
-
Interest
6,981
9,294
5,000
-
Other
4,231
2,800
•
Total
$ 874,618
$ 866,025
$ 850,000
$ 881,500
• Hourly Rates
C7
r]
The following is a summary of hourly ice rental rates for the surrounding
,,%m ,i initiac/arenas nr000sed for the 2006-2007 skating season.
The following is a comparison of Eagan's 2005-2006 rates to the rates proposed
for the """"
cwv-cuv i *UCIOU . Eagan Hourly Ice Rental Rates
Season
Approved Proposed
User/Use 2005_-2006 2006-2007
Eagan Association $ 155 $160
Eastview Association 157 162
High School 165 170
Non -Prime 112 112
T 75 75
Turf
D floor 40 40
Expenditures
Enclosed on pages through is a copy of the detailed line item
budget information for the Civic Arena. On a comparative basis the proposed
2007 budget of $881,500 is increased by 3.7% from 2006 budget of $850,000.
Enclosed on page is a reconciliation that allows a comparison of the
budget format on a cash basis to the actual financial report which is reported on
a full accrual basis. This page has no budget implications; however it helps
explain the differences between the budget and the official financial report as
certified to by the .independent auditors.. .
Cil
Hourly Ice Rental Rates
Prime
Non -Prime
City/Arena
Time
Time
Farmington
$ 150
$ 120
Apple Valley
165
110
Rosemount
165
115
Burnsville
170
125
Lakeville
180
145
Inver Grove Heights
175
145
South St. Paul
170
140
Richfield
160
130
St.Thomas Ice Arena
190
120
Prime Time Rate Excluding High ($190) and Low ($150):
$169
Average
Averaae Non -Prime Time Rate Excluding
High ($145) and Low ($110):
$125
The following is a comparison of Eagan's 2005-2006 rates to the rates proposed
for the """"
cwv-cuv i *UCIOU . Eagan Hourly Ice Rental Rates
Season
Approved Proposed
User/Use 2005_-2006 2006-2007
Eagan Association $ 155 $160
Eastview Association 157 162
High School 165 170
Non -Prime 112 112
T 75 75
Turf
D floor 40 40
Expenditures
Enclosed on pages through is a copy of the detailed line item
budget information for the Civic Arena. On a comparative basis the proposed
2007 budget of $881,500 is increased by 3.7% from 2006 budget of $850,000.
Enclosed on page is a reconciliation that allows a comparison of the
budget format on a cash basis to the actual financial report which is reported on
a full accrual basis. This page has no budget implications; however it helps
explain the differences between the budget and the official financial report as
certified to by the .independent auditors.. .
Cil
The personnel section of the Civic Arena budget is consistent with the
presentation for the 2006 budget and continues to reflect the implementation of
the recent organizational study. To better utilize resources and to gain
efficiencies, the study recommended more consolidation of operations between
the two enterprise facilities located on the Municipal Center Campus and the
Community Center. The study recommended and the City Council authorized.
the elimination of the Cascade Bay Manager and Civic Arena Manager positions,
and the creation of the Campus Facilities Manager and the Superintendent of
Operations positions. This action and the related reallocation of support
personnel between the Civic Arena and Cascade Bay are reflected in the
following table for the Civic Arena and in the presentation of the Cascade Bay
budget. Finally, with the consolidation of the management of the two campus
facilities the need for operational support is reflected in this proposed budget
through the continuation of an.additional clerical/administrative position. The
new position was added in 2006 with a one year sunset provision to allow the full
implementation of the new operational model and to provide for a management
review of organizational needs and service delivery over the year. Staff is
recommending that the position be approved on a continuing basis beginning in
2007 to maintain the required support services to the management of the
racmties.
Personnel
2004
2005 _
2006
2007
Civic Arena Manager
1
1
0
0.67
0
0.67
Campus. Facilities Manager
0
Building Supervisor .
1
1
0
1
1
Skating School Coordinator
0.75
1
1
Maintenance Worker (2 @ 0.5)
1
1
1
Operations/Maintenance.Worker (1 @ .67)
0.67
0.67
Clerical Technician
0.20
0.20
0.20
0.20
Administrative Coordinator
-0.33
—
0.33
.95
4.2
3.87
3.87
All partial positions are shared with the Cascade Bay and in the case
of the clerical technician also with the General Fund.
In addition to the above noted regular employees the proposed 2007 budget
includes $1.50,000 in wages for seasonal employees compared to $145,000 in
the 2006 budget.
As a result of the above referenced changes, the personal services budget
increases by $22,500 or 5.7%.
•
•
0
Other significant expenditures changes in the proposed 2006 budget include the
• following:
Line item 6220 Operating Supplies - General is reduced by $3,000 to more
accurately reflect past actual expenditures.
• Line item 6357 General Advertising is maintained at $8,000. In the past, the
ECVB has assisted the Civic Arena with the advertising for the Home and
Leisure show and this line item reflects the continuation of the partnership
through the ECVB funding of approximately $3,000 for that promotion.
• Line item 6405 Electricity is increased by $3,000 to reflect actual usage.
Line item 6410 Natural Gas is increased by $7,000 to reflect actual usage.
Additional adjustments in future a ears for these two line items result of the improvements beingectricity made following Gas) are expected a lowing
the energy audit. Staff has not made an effort to include projected savings from
the energy audit related improvements into this operational budget. Completion
of the improvements and establishment of a track record will facilitate better
estimates in the future.
• • Line item 6535 Other Contractual Services is increased by $17,100 to more
accurately reflect historical usage. This account provides for the more
specialized and technical maintenance requirements at the arena, for
example refrigeration and HVAC.
• Line item 6491 Debt Services Payments is increased by $1,800 to reflect
changes in the actual debt service schedule.
Line item 6855 Merchandise for Resale is reduced by $20,000 reflecting the
new process in accounting for and pricing the cost of goods sold across the
enterprise. operations.
Capital Expenditures
The 2007 expenditure line items show an account for a capital outlay allocation
with an appropriation of $10,000, continuing the process implemented with the
2004 budget. Civic Arena capital needs can best be addressed by setting aside
some money from each year's operations through the operating budget process
and combining that with the use of available retained earnings to provide for.
capital needs to renew and enhance the facility beyond what is available through
the renewal and replacement account. This process clearly designates a Civic
Arena use for retained earnings while preventing spikes in annual operating
• budgets caused by fluctuating capital needs.
iC)
Enclosed on page is a list.of proposed 2007 capital items for
consideration. Renewal and replacement items are included in the first section of
the list and are funded by the annual allocation set aside from operations for that
purpose. There are no replacement items not funded through the renewal and.
replacement account proposed in the 2007 budget (second section). The third
section includes new items that would either enhance operations at the arena
with the goal'of increasing utilization of the facility thereby increasing revenues or
by maximizing other revenue opportunities. The third section of the list is funded
through the annual capital allocation from the operating budget ($10;000 each in
2004, 2005, 2006, and 2007 to date) and. from retained earnings as available and
appropriate.
Enclosed on page is an ex lanation of each of the. proposed 2007 capital
onpage is a worksheet showing the infrastructure
items. Also enclose worksheet shows
included in the renewal and replacement funding process. The
the cost,being recovered and the useful life of each capital item.
Enclosed on page is a copy of the 2006 Civic Arena Capital Improvement
List — Update showing a current status of each of those capital needs.
At the time of final 2007 budget approval staff is recommending that the City •
Council approve the purchase of the 2007 capital items in the 2006 fiscal year so
they are in place for the 2006-2007 operational season.
Cash Position
Enclosed on page is a copy of an analysis showing the cash position of
the Civic Arena. Fund'from inception through the 2006 budget. In summary the
analysis shows $347,960 in the official renewal and replacement account and
$173,654 of retained earnings over the 12 year period. Those balances will both
be impacted in the process of paying for the energy related improvements
recently approved by the City Council. On a cash basis, results from operations
vary annually depending primarily on capital acquisitions. The analysis
demonstrates that the facility is on firm financial footing and should be able to
sustain similar operations into the future absent any significant change to market
forces.
•
• The following is a recap of the status of the Eagan Hockey Association
commitment to the addition of the East Arena. The commitment will be
completely paid off in 2007.
•
•
Eagan Hockey Association Contributions to Eagan Civic Arena II
9337.1340.3
$500,000 over 10 year period.
Payment
Number Date Amount Paid Balance Due
1
02/17/98
2
Ice Resurfacer
3a
05/05/99
3b
05/23/00
4
06/03/01
5
06/03/02
6
05/30/03
7
06/20/04
8
06/09/05
9
05131/06
10
TOTAL
$ 500,000
$ 50,000
450,000
59,500
390,500
25,000
365,500
50,000
315,500
50,000
265,500
50,000
215,500
50,000
165,500
50,000
115,500
50,000
65,500
50,000
15,500
$ 484,500
Payments 1 & 2 were deposited directly to the Civic Arena Fund.
All additional payments are to be deposited to the CIF.
Su_
There is a great deal of material presented with this budgetproposal to assist the
City Council in its consideration of the 2007 budget. The 2007 budget as
presented is balanced, continues the results of the organizational study, provides
for the appropriate level of renewal and replacement funds, includes an allocation
for capital equipment as well as an allocation for some capital improvements, and
the annual installment for the scheduled debt service. Although increased,
hourly ice time rental rates remain competitive while slightly below the average of
surrounding ice arenas..
Staff continues to efficiently operate the arenas and to aggressively market the use of
the facility to increase revenues and is making every effort to operate a successful
business venture per City Council direction. While ice time rental is the basic
business of the facility, auxiliary uses account for approximately 19% ($165,000) of
the estimated revenues for 2007 and clearly demonstrate management's and staffs
commitment to customer service and to expanding revenue opportunities. The
continued marketing has attracted some non -ice users, growth of the Home and
Leisure Show and extra amenities for our customers.
Positive Civic Arena operations continue with the growth of the skate school provided
by the City of Eagan, the continuation of a figure skating club at the arena and the •
growth in Adult Leagues.
The cash position is an indicator of previous success as a business. However,
the competition from surrounding rinks and customer expectations demonstrate
the need to remain efficient and to remain a preferred vendor for the services
provided through the arena operations. This proposed operating budget and the
proposed capital improvements assist in meeting that objective.
•
U
13
• . 8006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
Page 1
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004
2005
2006 Department
Code Description
ACTUAL
ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6110
SALARIES AND WAGES -REGULAR
178,081
157,649
177,100
187,400
6112
OVERTIME -REGULAR
340
117
1,000
1,000
6130
SALARIES AND WAGES -TEMPORARY
117,047
136,827
145,000
150,000
6142
PERA-COORDINATED
12,475
12,157
9,800
11,800
6144
FICA
21,298
21.,545
24,700
25,900
6151
HEALTH INSURANCE
23,639
24,038
31,700
35,100
6152
LIFE
304
317
-
6154
DISABILITY - LONG TERM
478
496
-
6155
WORKERS COMPENSATION
5,346
6,110
7,000
7,600
PERSONAL SERVICES
359,008
359,256
396,300
418,800
6210
OFFICE SUPPLIES
1,455
796
1,000
1,000
6211
OFFICE PRINTED MATERIAUFORMS
-
-
100
100
6220
OPERATING SUPPLIES -GENERAL
25,021
16,249
20,000.
17,000
Page 1
8/16/2006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
6314 AUDITING 500 400 - 400
6315 FINANCIAL NON -AUDIT - 550 500 800
6327 SPORTING EVENT OFFICIALS 15,425 1,185 2,000 2,000
• P 2 •
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004.
2005
2006 Department
Code Description
ACTUAL
ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
441
482
900
600
6223
BUILDING/CLEANING SUPPLIES
4,402
5,580
4,500
4,500
6224
CLOTHING/PERSONAL EQUIPMENT
1,547
1,023
2,500
2,500
6230
REPAIR/MAINTENANCE SUPP-GENL
21,163
. 19,064
17,000
18,000
6233
BUILDING REPAIR SUPPLIES
7,253
3,287
4,500
4,500
6235
FUEL, LUBRICANTS, ADDITIVES
14
10
100
100
6240
SMALL TOOLS
313
335
400
400
-
100
100
6241
SHOP MATERIALS
-
6244
CHEMICALS & CHEMICAL PRODUCTS
5,041
4,471
5,000
5,000
SUPPLIES,REPAIRS AND MTN
66,650
51,297
56,100
53,800
6310
PROFESSIONAL SERVICES -GENERAL
914
266
-
300
6314 AUDITING 500 400 - 400
6315 FINANCIAL NON -AUDIT - 550 500 800
6327 SPORTING EVENT OFFICIALS 15,425 1,185 2,000 2,000
• P 2 •
Arena budget 8-16-06.)ds
8//&06
Civic proposed
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget
2007
Object
2004 2005
2006 Department
Code Description
ACTUAL ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6346 POSTAGE
902
307
1,200
1,200
6347 TELEPHONE SERVICE & LINE CHG
3,681
998
2,000
1,500
6348 MATRIX SERVICE & REPAIR
-
319
500
500
6351 PAGER SERVICE FEES
38
-
-
ti 6353 PERSONAL AUTO/PARKING
376
19
400
500
6355 CELLULAR TELEPHONE SERVICE
337
27
600
600
6357 GENERAL ADVERTISING
4,851
6,524
8,000
8,000
6370 GENERAL PRINTING AND BINDING
1,544
440
1,700
1,700
6386 INSURANCE
10,500
6,800
11,000
11,600
6405 ELECTRICITY
64,414
70,523
63,000
66,000
6410 NATURAL GAS SERVICE
61,200
66,262
58,000
65,000
6457 MACHINERY AND EQUIPMENT
2,765
2,836
2,500
2,500
6475 MISCELLANEOUS
139
-
110
100
6476 CONFERENCES AND SCHOOLS
2,098
4,299
3,400
3,300
6477 LOCAL MEETING EXPENSES
209
63
200
200
Page 3
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
6491 BOND PAYMENT -INTEREST
BOND PAYMENT - PRINCIPAL
6492 PAYING AGENT/BOND DESTRCTN FEE
DEBT SERVICE PAYMENTS
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
70,478
CITY OF EAGAN
64,000
60,800
55,000
60,000
60,000
2007 BUDGET
699
374
750
700
Department Budget
126,177
2007
124,750
Object
2004
2005
2006
Department ,
Code Description
ACTUAL
'ACTUAL
BUDGET
Request
221 -CIVIC ARENA ENTERPRISE
6479
DUES AND SUBSCRIPTIONS
714
212
800
800
6480
LICENSES, PERMITS AND TAXES
25
305
400
400
6487
VISA/MC BANK CHARGES
3,455
3,987
5,000
5,000
6535
OTHER CONTRACTUAL SERVICES
35,986
32,983
12,900
30,000
6539
WASTE REMOVAUSANITATION SERV
3,276
1,724
4,000
4,000
J 6569
MAINTENANCE CONTRACTS
5,090
8,420
5,640
7,000
OTHER SERVICES AND CHARGES
218,439
209,449
183,850
213,400
6491 BOND PAYMENT -INTEREST
BOND PAYMENT - PRINCIPAL
6492 PAYING AGENT/BOND DESTRCTN FEE
DEBT SERVICE PAYMENTS
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
70,478
67,495
64,000
60,800
55,000
60,000
60,000
65,000
699
374
750
700
126,177
127,869
124,750
126,500
38,545
37,456
43,000
23,000
38,545
37,456
43,000
23,000
8/16/2006
• P •
Civic Arena proposed budget 8-16-06.)ds
• 8006
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget 2007
Object 2004 2005 2006 Department
Code Description ACTUAL ACTUAL BUDGET Request
221 -CIVIC ARENA ENTERPRISE
6640 MACHINERY/ EQUIPMENT
6660 OFFICE FURNISHINGS & EQUIPMENT
6670 OTHER EQUIPMENT
TOTAL CAPITAL EQUIPMENT
6,418 6,883 -
6,418 6,883 - -
CAPITAL EQUIPMENT ALLOCATION - 10,000 10,000
RESERVE FOR CAPITAL RENEW & REPLACE 36,000 36,000 36,000 36,000
TOTAL CAPITAL ALLOCATIONS 36,000 36,000 46,000 46,000
TOTAL CIVIC ARENA 851,237 828,210 850,000 881,500
3.7%
Page 5
8/16/2006
Civic Arena proposed budget 8-16-06.)ds
Summary - 221
CITY OF EAGAN
2007 BUDGET
Department Budget 2007
Object 2004 2005 2006 Department
Code Description ACTUAL ACTUAL BUDGET Request
221 -CIVIC ARENA ENTERPRISE
Reconciliation to financial'statements:
TOTAL CIVIC ARENA EXPENSES (per above)
851,237
828,210
Less:
CAPITALIZED EQUIPMENT/OTHER
-
-
RESERVE FOR CAP R/R
(36,000)
(36,000)
BOND PAYMENT - PRINCIPAL
(55,000)
(60,000)
Plus:
6488 DEPRECIATION
198,617
198,399
6489 AMORTIZATION EXPENSE
250
250
TOTAL EXPENSES959,104
930,859
FINANCIAL STATEMENTS:
OPERATING EXPENSES 690,009 664,965
DEPRECIATION 198,617 198,399
INTEREST EXPENSE 70,478 67,495
TOTAL EXPENSES 9® 930,859
• 2007 Civic Arena Capital Improvements List
Renewal and Replacement
Hot Water Heaters
Replacement Items
None
New_
• Arena Softball
Arena Curtain
0
Total Capital Improvements
Sub=total
Sub -total
Sub -total .
$ . . 6,000
$ 6,000
$ 10,000,
8,000
$ 18,000
$ 24,000
The hot water heaters ($6,000) will be paid for from. the renewal and replacement
account and the new items ($18,000) will be financed from the capital outlay allocation set
up with the 2004 budget and being funded annually at $10,000. The cumulative balance in
that account is carried forward in the unrestricted retained earnings account for
financial reporting purposes.
0
2007 Capital Improvements Descriptions is
Renewal and Replacement
Hot Water Heaters — The hot water heaters in the West Arena need to be
replaced in the very near future. Staff has been working with Harris Services
regarding the replacement and potential upgrade to the system. Based on the
renewal and replacement schedule, the equipment was scheduled for
replacement after 7 years in 2002. There is currently $6,600 in the R&R fund
scheduled to be used for the purchase of new water heaters. The preliminary
research from Harris Services identifies a potential cost of $14,000 and they are
working to determine if this project would be eligible for energy rebates.
Now Items
Arena Softball —. Staff is working with the Arena Softball organization to upgrade
the East Arena for expanded spring use of the indoor turf. Arena softball is a
new sport to Minnesota and Eagan would be the first and only option to try this
extreme sport for players of all ages. Half of the arena will be netted from ceiling •
to the floor to create a caged -in area for arena softball leagues, enlarged batting
cages, and to add protection to the lighting.
Are Curtain — The arena currently rents curtains for the annual ice show and
staff is requesting to purchase them instead. While owning them would expand
the versatility of the ice show, these curtains could be rented to other ice arenas
for events or utilized at the Eagan Community Center in the gymnasium for
events.
•
Al
GRAND TOTAL REPAIR AND REPLACEMENT 733,400 50,355
Removed der City Council ---d- bud" et t _ x _ __..(��00� - _
Total set aside per year since 2002 36,355
CIVIC ARENA EQUIPMENT
REPLACEMENT CHARGES .
West Arena
Useful life (yrs)
Cost Annual
Contribution
Water heaters (2)
7
4,200.00
600
Water heater -concession
20
500
25
Resufacer
15
75,000
5,000
Resurfacer Batteries
5 .
5,000.00
1,000
Resurfacer Charger
5
2,500.00
500
Desicant wheel-dehumid
7
6,500
929
Compressors - 4
10
30,000
3,000
Circulation pumps/motors
10
7,500.00
750
Cooling tower
15
16,000
1,067
Dehumidifier
15
35,000
2,333
Room Furnaces (3)
10
9,600
960
Concession equip
7
7,000
1,000
Floor Scrubber,ice edger, wet vac
0
Skate sharpener
7
7-000
1,000
Rental Skates
6
5,000
8.33
- 2 - j v 1 061000
Roof -
3,000 y
25,997
Total West
184
370,800
n '
JU
East Arena
Water heaters (3)
7
6,300
900
Resurfacer
15
75,000
5,000
Resurfacer batteries
5
5,000
1,000
Resurfacer Charger
5
2,500
500
Desicant wheel-dehumid
7
6,500
929
Compressor (6)
10
36,000
3,600
Circulation pumps/motors
10
71500
750
Cooling Tower
15
16,000
1,067
Dehumidifier
15
35,000
2,333
Room Furnaces (4)
10
12,800
1,280
1100ti00
Total. East
144
362,600
24,359
GRAND TOTAL REPAIR AND REPLACEMENT 733,400 50,355
Removed der City Council ---d- bud" et t _ x _ __..(��00� - _
Total set aside per year since 2002 36,355
2006 Civic Arena Capital Improvements List - Update
Renewal and Replacement
Boiler $ 1.5,000
Sub -total $ 15,000 See below-- to be completed
by 11-1-2006.
Replacement Items
Computer $ 2,000 Completed
Carpet for Community Room 2,000 Change to waxing -carpet not installed.
Multi Plexer 5,000 Completed
Sub -total $ 9,000
New Items
Feasibility and Design Options $ 5,000 In process pending more planning.
Rubber Matting Installations 4,000 Completed
Computer CPU Only 1,000 Completed
Sub -total $ 10,000
Total Capital Improvements -
2006 Budget $ 34,000
Note: The boiler replacement has been incorporated into the improvements resulting
from the energy audit to maximize cost effectiveness of operations. The complete
energy related project and funding sources are as follows:
Total
$ 181083
25,194
33,518
$ 76,795
Li
0
Renewal
and
Retained
Improvement Component
Replace
Earnings
Boiler
$ 15,000
$ 3,083
De -Super Heater
-
25,194
Replace Lighting
-
33,518
Total
$ 15,000
$ 61,795
Total
$ 181083
25,194
33,518
$ 76,795
Li
0
•
•
012006
Eagan Civic Arena
cash balances:
Capital replacement set-aside
6,688
33,438
60,188
90,188
114,857
150,979
207,994
229,580
268,764
280,403
• 304,828
Single sheet of ice
Interest on cap rep] funds
Two sheets of ice
(241)
3,722
6,615
-
.7,547
(19,061)
11,250
(8,066)
7,426
(31,787)
6,226
(17,801)
8,435
(8,803)
Less: Cap replacemt funds used
-
6,688
-
33,438
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
(Budget)
Cash revenues $
132,924 $
383,307 $
421,465
$ 541,588 $
612,600 $
666,126
$ 712,429
564,762
$ 833,398
550,667
$ 745,737 $
580,459
873,444 $
690,009
866,365
664,965
$850,000
679,250
Cash expenses
134,477
313,787
302,531
373,083
439,474
521,210
37,718
Net cash profit
(1,553)
69,520
118,934
168,505
173,126
144,916
147,667
282,731
165,278
183,435
201,400
170,750
Less other outlays:
Debt service principa�nterest
-
-
-
-
(167,648)
(124,575)
(127,460)
(125,185)
(127,979)
( ,048)
(1 ,142)
(1,750)
Capital expenditures (no set-aside)
$ 155
(11,295)
(9,001)
(10,107)
(8,21.9)
(93,436)
(32,400)
(20,713)
(50,400)
(4,788)
(33,100)
(369)
(36,000)
(44,553)
(44
(36,000)
(3,699)
(3
(36,000)
(1100,000)
(36,000)
Capital replacement set-aside
(6,688)
(26,750)
(26,750)
(30,000)
(35,000)
Excess revenues
(8,241)
31,475
83,183
128,398
(37,741)
(105,495)
(50,906)
119,658
930
(22,166)
34,559
-
Carryforward from prior year
-
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
Cumulative excess revenues
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
SCumulative
cash balances:
Capital replacement set-aside
6,688
33,438
60,188
90,188
114,857
150,979
207,994
229,580
268,764
280,403
• 304,828
340,460
7,500
Interest on cap rep] funds
(241)
3,722
6,615
-
.7,547
(19,061)
11,250
(8,066)
7,426
(31,787)
6,226
(17,801)
8,435
(8,803)
Less: Cap replacemt funds used
-
6,688
-
33,438
-
60,188
(10,090)
79,857
-
118,579
157,594
196,480
232,764
244,403
268,828
304,460
347,960
Net Cap Replacemt cash
(8,241)
23,234
106,417
234,815
197,074
91,579
40,673
160,331
161,261
139,095
173,654
173,654
Excess revenues
-
-
-
-
14,338
9,363
(8,035)
(191)
1,323
-
Other
-
-
37,718
Change in Deferred Revenue
Total cash bal per financial statements
(1,553)
56,672
166,605
314,672
315,653
249,173
251,491
402,458
397,629
407,732
517,155
521,614
Prime ice time hourly rate: $
120 $
125
$ 125
$ 130
$ 135 $
135
$ 135
$ 140
$ 145
$ 150
$ 155
$ 155
Non-profts:
$ 155
Eastview Athl Assn:
$ 157
ISD 196 HS:
$ 165
• Agenda Information Memo
August 23, 2006, Special Eagan City Council Meeting
V. 2007 PROPOSED TAX LEVY AND GENERAL FUND OPERATING BUDGET
DIRECTION TO BE CONSIDERED:
• To provide direction regarding the 2007 proposed tax levy, which will be placed
on the September 5, 2006, regular City Council meeting agenda for approval and
certification to Dakota County.
• To provide public policy direction to the City Administrator regarding any
questions and/or revisions to the proposed 2007 General. Fund Operating
Budget.
FACTS:
• Preparation of the 2007 preliminary General Fund budget began this past April,
with departments each submitting budget requests in June.
• Since that time, the budget team—City Administrator Hedges, Director of
Administrative Services VanOverbeke, Chief Financial Officer Pepper, and
. Assistant to the City Administrator Miller—have met with each of the
departments to finalize the City Administrator's recommended budget.
• The general narrative is laid out in a fashion similar to previous years. The
individual department budgets are presented in a revised manner incorporating
additional information helping to begin the process of enhancing the budget to
become a better and more comprehensive planning, policy, and communications
tool. ' .
• The department directors will be present at the meeting to respond to any
questions the City Council may have about the proposed budget.
• The City must certify a proposed tax levy to the County Auditor, adopt a
proposed budget, and select dates for the initial and continuation truth in taxation
hearings no later than September 15. Formal City Council action to comply with
those requirements is currently scheduled for the September 5, 2006 regular City
Council meeting. Material prepared for that meeting will incorporate direction
received at this workshop as well as at the August 29 workshop.
ATTACHMENTS:
• Enclosed on the following pages is the proposed 2007 tax levy and General
Fund Operating Budget information. (As an FYI, numbers 104 through 107 were
not used in the page numbering; there is nothing missing.)
i
•
c]
•
4 City of Ea an
www.c4ofeagamcom
2007
Proposed Tax Levy
and
General Fund
Operating Budget
Proposed 2007 General Fund Budget
Table of Contents
Page
Introductory Narrative .......................................
.......... 2-21
Comparison of Market Value and Tax Capacity ...................................... :....................
7
Comparison of Tax Levy for Operations & Tax Capacity Rates ..................................
8
Allocation of 2006 & 2007 Property Tax Levies...........................................................
9
Comparison of Levy for. Debt Service & Market Value Ref Rates..............................10
Comparative Expenditures by Department by Type ................................................... 29
Tax Impact of Market Value Referendum Debt Service Levy....................................10
Comparison of Total Levy................................................:.........................................10
Comparison of State TnT Hearing Requirement........................................................11
Eagan Property Tax Impact – History ........................................................................12
Mayor& Council...........................................:............................................................. 34
Tax Impact of Average Eagan House Value..............................................................12
Administration............................................................................................................. 38
Tax Impact of Levy Reductions/Increases.................................................................13
Administrative Services—Information Technologies..................................................42
Comparison of 2006 & 2007 Expenditure Allocations................................................14
Administrative Services—City Clerk.:......................................................................... 46
Breakdown of Proposed 2007 Personnel Changes...................................................15
Administrative Services—Finance.............................................................................. 50
General Fund Explanation of Increases.....................................................................17
Legal........................................................................................................................... 54
Tables of Supplementary Sources and Uses..............................................:..............18
Community Development—Planning/Economic Development .................................. 56
General Fund Fund Balance Table.....:......................................................................
20
Truth -in -Taxation Hearing Dates......:.........................................................................
20
PublicPolicy Issues....................................................................................................
21
Per Capita Expenditure Comparison............................................................................ 22
City Property Tax Comparison...:......................................:........................................... 23
Comparative Summary of Revenues .................... ...................... 24
..................................
Detail of Revenue Estimates by Line Item ...... :............................................................. 25
Comparative Summary of Expenditures...................................................................... 28
Comparative Expenditures by Department by Type ................................................... 29
Department Narratives & Detail Line -Item Budgets ............................................. 33-139
Mayor& Council...........................................:............................................................. 34
Administration............................................................................................................. 38
Administrative Services—Information Technologies..................................................42
Administrative Services—City Clerk.:......................................................................... 46
Administrative Services—Finance.............................................................................. 50
Legal........................................................................................................................... 54
Community Development—Planning/Economic Development .................................. 56
Community Development—Protective Inspections.....................:............................... 60
Communications......................................................................................................... 64
Administrative Services—Human Resources............................................................ 70
Police—Administration............................................................................................... 74
Police—Patrol ............................................................................................................. 80
........................................:...................................................
Police—Investigations ...:84
Police—Support Services........................................................................................... 88
Fire—Administration.................:................................................................................. 92
Fire—Inspections/Prevention.....................................................................................
98
Fire—Operations......................................................................................................100
Fire—Support...........................................................................................................102
Public Works/Engineering..................................................:.....................................
108
Streets& Highways.............................................:....................................................112
Central Services Maintenance..................:..............................................................116
Parks & Recreation—Recreation/Administration .....................................................120
Parks & Recreation—Parks..............................................:.......................................126
Tree Conservation....................................................................................................130
Building Maintenance...........................:...................................................................136
MEMO
city of eagan
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 18, 2006
SUBJECT: PAYABLE 2007 PROPERTY TAX LEVY, PRELIMINARY
GENERAL FUND OPERATING BUDGET AND BUDGET
INFORMATION
Introduction
This proposed budget presents the City Council with an opportunity to continue
providing the current level of services while resulting in a reduction in property.taxes
even after accounting for reasonable inflation on property values. If desired, it also
provides an opportunity to.begin providing replacement revenues for franchise fees and
to enhance funding for the Major Street Fund. The following highlights explained in
more detail in the complete narrative provide a summary of relevant facts:
➢ The payable 2007 tax levy for operations included in the proposed budget is at
the same dollar amount as the payable 2006 levy. The combined levy including
the levy for the Community Center Debt Service is slightly less than payable
2006 and means"that a Truth in Taxation (TnT) Hearing is not legally required for
the second consecutive year. The City Council may wish to consider levying
some or all of the amount available under the state threshold to enhance the
Major Street Fund or some similar infrastructure need.
➢ The estimated City tax capacity rate for payable 2007 is currently 9.0% lower
than the final payable 2006 rate.
➢ The estimated market value rate for payable 2007 is 8.1 % lower than the final
payable 2006 rate (applies only to the debt service for the Community Center).
➢ After providing for a 5.2% inflationary increase in the market value of the
average valued house in Eagan as determined by the County Assessor
(increasing from $264,281 to $278,021), there is a 3.5% decrease in overall City
taxes for payable 2007 (decreasing from $709 to $684) on that sample property.
➢ As is always,the case, and especially with a $25 million budget, there are
significant fluctuations in required appropriations and/or revenue estimates from
year to year that cause anomalies in percentage calculations in certain areas, in
certain departmental budgets or even in the total budget. The 2007 budget
includes a number of those types of items with an extraordinary fuel cost
increase coming in, the biannual election judge wages out, the biannual
community survey in,. State payment of the Market Value Homestead Credit
(MVHC) in, and accounting. modifications.in both directions to highlight a few
examples. The percentage fluctuations are even more dramatic in smaller
departments with lower expenditure bases.
➢ In an "apples to apples" comparison the proposed 2007 budget is increased by
4.4% over the approved 2006 budget. Due to the combination of the above
mentioned anomalies along with numerous other modifications the overall
2
summary shows an increase for 2007 of 5.6%. Again, due to the various
anomalies and modifications individual department changes vary from a •
decrease of 22.3% (City Clerk with no election judge wages and a small base) to
an increase of 26.5% (Fire after moving certain personnel costs in from
Protective Inspections). While remaining sensitive to these variations, staff has
attempted to frame the basic public policy matters for consideration at the more
macro policy level through out the narrative and through out the entire budget.
➢ Budgets and taxes typically create challenges for staff and elected officials alike
and this budget is no different; however, this proposed budget builds on past .
successes, maintains the desired level of services, and allows for reasonable
options for today and into the future.
Meeting Purpose
The City is required to certify a proposed payable 2007 property tax levy to the County
Treasurer -Auditor on or before September 15, 2006.
The primary purpose of the, August 22 Special City Council meeting is to review the
proposed property tax levy, the preliminary 2007 General Fund operating budget, and to
provide direction to staff. Any modifications to the proposed levy as directed by the City
Council will then be made in preparation for the September 5 regular City Council
meeting, at which time the preliminary levy can be adopted in official action. The
required material will then be forwarded to the County in time to comply with the
September 15 deadline. Modifications to the preliminary 2007 budget as directed by the
City Council can continue beyond that date in preparation. for the TnT hearing to be
scheduled for a date in November/December and before final•budget approval.
In a subseq uent section of this memo possible dates for the City's TnT hearing are •
delineated for City Council consideration. It has been the City's practice to hold the TnT
hearing in late November or early December, followed by a second meeting in
December to adopt the budget. The TnT hearing and the adoption of the budget are
required to take place. at separate meetings. Although, since the combined levy is
slightly less than the payable 2006 levy and significantly less than the State threshold, a
TnT Hearing is not legally required. In the interest of inviting community participation
into the budget process it has been the City's past practice to follow all procedures in
noticing and holding the hearing as if it is a legal requirement.
The final property tax levy that is due at the County no later than December 28, 2006
can be decreased but cannot be increased from the preliminary certification. To the
extent that it does not require an increase to the overall tax levy, the budget can be
changed at any time throughout the process.
Background
In early April staff began the 2007 budget process with Department Director's proposals
due to the City Administrator on June 16, 2006. The City Administrator and budget
team have met with Directors in preparing the City Administrator's recommended budget
that is now being presented for consideration by the City Council. This budget cycle is
incorporating the beginning steps of a process of enhancing the budget to become a
better and more comprehensive planning, policy, and communications tool. The desired
enhancements are consistent with recommendations of the Government Finance
Officers Association and are generally accepted by practitioners and governments as
appropriate objectives. While the old budget process and book have served the City
well for years, it is important to take the document to the next level.
When reviewing individual department budgets please note that staff has not been able
to complete the necessary work on refining the Performance Indicators and the Work
Plans for this budget draft. They are currently included in each department budget, but
Will be refined and improved upon for the published budget and in future years.
Even though there was no financial assistance provided, since the State Legislature has
completed its work, some of the uncertainty associated with previous year's budgeting is
eliminated for at least this one cycle. For the last couple of years the budget has been
prepared without the benefit of knowing whether or not the State would- provide funding
of the MVHC and whether or not formal'levy limits or any other types of limitations on
local control would be implemented. This budget incorporates the expectation that the
State will pay the MVHC to the City per current statute and the City's levy has been
allocated accordingly.
As a starting point and consistent with past practice, Directors were instructed to target
an inflationary 3% increase or less in each department. In addition they were asked to
clearly outline resource requirements to maintain the current level of service and rto
adjust for budgetary items that fluctuate from year to year. Depending on impacts
remaining from adoption of the 2006 budget, other service delivery challenges, and
unique circumstances within departments, the 3% goal is clearly not realistic in all
departments. It also has proven to be problematic and perhaps unreasonable across
the entire budget, if a constant level of services is desired. However, the City
Administrator's recommended budget has again been prepared keeping in mind the City
Council's continuing financial goal including the objectives to:
➢ Streamline City operations and staffing to reduce City costs and improve
efficiencies and output.
➢ Research the impacts of the possible reduction in non-essential services
currently provided within the City's annual budget.
The following general observations again help provide background to implementation of
these goals and to this budget preparation cycle and its unique challenges:
➢ . The City of Eagan has historically been a relatively low service delivery City
committed to limited government.
➢ Numerous services that other communities are evaluating and considering
eliminating as part of limiting the role of local government are not.provided in
Eagan.
➢ During Eagan's years of rapid growth, the allocation of limited resources was
balanced between providing services to the development community and to
current residents and new residents moving into the City.
➢ At the same time, the commitment to low property taxes and an aggressive
approach to user fees was continued and strengthened.
➢ The combination of rapid development, gradual. provision of desired, albeit
limited, services and relatively low property taxes forced a healthy emphasis on
creating efficiencies, a wise and limited selection of services and low
cost/efficient service delivery.
Gl
W
The process also drove limited resources to higher priority, essential services
and at the same time limited development of non-essential services.
➢ Sound operational budget management by the City Councils and staff
consistently helped to generate efficiencies through the delivery of expected
services resulting in very high citizen satisfaction in the City.
Citizen Opinions/Continuing Reform
The proposed 2006 budget provides for continuation of services at a level that has
been satisfactory to the citizens of Eagan. This preliminary budget continues to be
responsive to today's circumstances while providing for the highest priority; desired
services in the most cost efficient manner possible. City staff continues to work to
deliver a balanced budget that provides the services that citizens desire and are willing
to pay for at the lowest .possible cost, financed by revenues, including property taxes
that are fairly collected and consistently allocated to the highest priority services.
Given the size and complexity of the General Fund Budget, the inter -relationships with
other funds, and diverse perspectives about services, costs, and program value, it can
become an overwhelming task to formulate an appropriate and efficient budgeting
process much less to formulate the budget itself. The logical and foundational
questions in budgeting are "what do we do, how much does it cost to do it, and are the
results worthwhile?" According to the 2005 community -wide survey, citizens find great
value in the services Eagan provides as demonstrated in the following results:
A "comparatively high" 83% of residents polled rate the value of City services as
excellent or good. This is up 6 percentage points from the 2002 City Survey.
➢ A very large 84% rated City services in Eagan as excellent or good in
comparison to their previous city of residence. The mean positive rating for all
City services is 87.3%, well within the top five ranked communities in the
Metropolitan area.
➢ 56% rated their City taxes as about average or somewhat low. Only 4% said
they were very high.
➢ Of 11 City services rated (from police protection to snow plowing and park
maintenance) every service was rated excellent or good by 4 or more of every 5
residents who had opinions and was rated higher than our neighboring cities.
➢ 95% rate their quality of life as excellent or good.
➢ Nearly 1 out of 4 residents polled could not think of a serious issue facing the
City. Of the issues raised, only 3 (growth, traffic, and airplane noise) garnered
double-digit responses (19%, 14%, and 13% respectively.)
➢ By a 20 -point margin (54% to 34%) residents favored an increase in City
property taxes in order to maintain City services at their current level. Even,
among those who opposed a tax hike, nearly 30% could not name any. portion of
the budget they would cut.
➢ Of the citizens who have had interaction with City staff, ,79% rate City staff
positively, placing Eagan within the top dec'ile of suburban communities. The
job approval rating of staff is up 19% from 2002 and among the highest in the
metro.
➢ The approval rating for the City Council has increased 22% since the 2002 study.
The almost 10 to 1 approval rating of the City Council is at the top of the
Metropolitan area suburbs.
W
•
While rated highly in the past by its residents, the City of. Eagan in this survey now ranks
among the top four cities in terms of citizen satisfaction — together with Minnetonka,
Woodbury, and Shoreview. In general, Eagan compares very favorably -meaning a
higher percentage of approval -to our neighboring cities and to Dakota County in ratings
for Quality of Life and in the willingness to consider tax increases, if necessary, to
maintain the current level of services.
Independent analysis also ranks Eagan highly:
➢ Not only did the Met Council find Eagan to be the number one job producer in
the Twin Cities in its most recent study from 2000-2004, but MONEY magazine
July 2006 named Eagan to be among the top 12 best places in America to live.
➢ Starting with cities with 50,000 or more population, the magazine conducted.
months of research on everything from incomes to taxes, parks to transportation,
with the goal of identifying those "small livable cities that had the best possible
blend of good jobs, low crime, quality schools, plenty of open space, rational
home prices and lots to do."
Eagan was found to have higher than average median household incomes and
education and more miles of walking trails than even the #1 city selected (Fort
Collins, CO). These best places "offer a quality of life that is hard to find," and
the people who live there, said MONEY magazine, °couldn't agree more.
Given this citizen survey information and the various options, the City Council through
the public policy process is able to decide the. appropriate reforms and/or changes by
enhancing revenues, modifying service delivery or implementing some combination of
the choices. In continuing challenging economic times such as today's the budget
question obviously becomes even more important and responses more challenging than
ever.
The City Administrator has prepared this document as a. preliminary 2007 General Fund
Budget incorporating City Council direction, as referenced in the individual department
narratives. The preliminary budget is a starting point for City Council consideration and
is not presented as a finished product. Importantly, it is balanced and will continue to
provide changes to operations in the spirit of reform as well as a continuation of services
expected and rated highly by the citizens. It allows for a reasonable continuation of
services in 2007 and maintains options for future years. To that end, also included in
this budget narrative is information that will allow the City Council to make changes and
adjustments to the preliminary budget through the deliberative'process.
G
Benchmarks
While it is not always complete information and must be used carefully, it can be helpful
to show comparisons with similar cities to provide benchmarks on efficiency and
productivity. The following attachments may also be useful in making comparisons and
in helping to understand Eagan's financial position and budgeting options:
• Enclosed on page 2-2o is. a copy of the recently released State Auditor's .
Report for 2004 expenditures showing Eagan's per capita spending lowest,
relative to other cities with 50,000 or more residents.
Enclosed on page 23 is a copy of local payable 2006 property taxes of
selected other metro cities as well as a number of Dakota County cities. Eagan
has significantly lower local property taxes than average in the metro area and
the lowest local property taxes compared to any of our neighboring cities except
Mendota Heights.
City Market Value and Tax Capacity
Based on the preliminary information received from. Dakota County the City will see an
increase in overall market value of 8.5% from $7,025,353,800 for payable 2006 to
$7,620,484,300 for payable 2007. The City will also see a net tax capacity increase of
9.3% from $74,524,899 to $81,429,731. The net tax capacity calculation is affected by
the fiscal disparities contribution and the tax increment tax capacity being factored into
the base tax capacity. This information is demonstrated in the following table.
COMPARISON OF MARKET VALUE AND TAX CAPACITY
Approximately 19% ($111,184,100)' of the increase in overall market value results from
new construction with the balance generated through inflation.
C
7
Final
Preliminary
Change
2006
2007
Amount
Per Cent
Market Value
$ 7,025,353,800
$ . 7,620,484,300
$ 595,130,500
8.5%
Tax Capacity
$ 85,160,030
$ 93,150,301
$ 7,990,271
9.4%
Fiscal Disparities
(10,064,239)
(10,735,570)
(671,331)
6.7%
Tax Increment Value
(570,892)
(985,000)
(414,108) .
72.5%
Net Local Tax Cap
$ 74,524,899
$ 81;429,731
$ 6,904,832
9.3%
Approximately 19% ($111,184,100)' of the increase in overall market value results from
new construction with the balance generated through inflation.
C
7
Tax Capacity Property Tax Levy
The City is not receiving any Local Government Aid in 2006 and that will not change for
2007 per the recent State certification. State Statutes sunset levy limits for taxes
payable in 2005 so there is no State mandated property tax levy limit on the City to be
considered in this budget.
The property tax component of the City's proposed certified levy for operations included
in the proposed budget is $21,557,307 for payable 2007 or the same as payable 2006.
This information is demonstrated in the following tables:
COMPARISON OF TAX LEVY FOR OPERATIONS & TAX CAPACITY RATES
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy $ 21,557,307 $ 21,557,307 $ - 0.0%
F D Distrib (1,656,452) (1,761,253) (104,801) 6.3%
Net Local Levy
Tax Cap Rate -City:
•
$ 19,900,855 $ 19,796,054 $ (104,801) -0.5%
$ 19,900,855
$ 74,524,899
$ 19,796,054
$ 81,429,731
0.26704 0.24311 (0.02393)
8
Tax related resources available to the City to appropriate in the budgets to provide
services are $20,403,745 (all taxes) and $21,557,307 ($20,607,207 taxes and $950,100
MVHC) for the years 2006 and 2007 respectively. The property tax resources for the
two years are allocated as follows:
Final Allocation of 2006 Property Tax Levy
The proposed 2007 payable levies for the General Facilities Renewal and Replacement
Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all
increased by 5.0% over the actual 2006 payable levies, while the General Fund levy is
increasing by 4.6%. An additional tax levy is proposed to begin replacement funding for
Cable TV Franchise Fees as Federal action continues to threaten that revenue source.
This levy would begin theprocess of funding the City's communications budget from
General Fund Revenues rather than 100% from Franchise Fees. The proposed levy
allocation assumes the State will pay MVHC in 2007 per existing law, consequently
there is no replacement levy included as. a funding source in the 2007 budget.
C
E
Net
(Not Budgeted)
Budgeted
Property
MVHC
Amount of
Taxes
2006 Budget
Tax Revenue
General Fund
$18,225,400
$ -
$ 18,225,400
General .Facilities R & R
127,629
-
127,629
Equipment Revolving Fund
. 862,324
-
862,324.
Major St Const Fund
1,188,392
-
1,188,392
Mkt Value Homestead Credit
1,153,562
1,153,562
-
Totals
$ 21,557,307
$ 1,153,562
$ 20,403,745
Preliminary Allocation of 2007 Property Tax Levy
Net
Preliminary
Budgeted
Amount of
MVHC
Amount of
General Fund
Taxes
2007 Prelim.
* $ 840,353
Tax Revenue
$ 18,226,847
$19,067,200
General Facilities R & R
134,010
** 5,906
128,104
Equipment Revolving Fund
905,440
** 39,906
865,535
Major St Const Fund
1,247,812
** 54,995
1,192,817
Communications
202,845
*** 8;940
193,905
Totals
$ 21,557,307
$ 950,100
$ 20,607,207
* $ 841,800 or 4.6% Increase
** 5% Increase
*** New
The proposed 2007 payable levies for the General Facilities Renewal and Replacement
Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all
increased by 5.0% over the actual 2006 payable levies, while the General Fund levy is
increasing by 4.6%. An additional tax levy is proposed to begin replacement funding for
Cable TV Franchise Fees as Federal action continues to threaten that revenue source.
This levy would begin theprocess of funding the City's communications budget from
General Fund Revenues rather than 100% from Franchise Fees. The proposed levy
allocation assumes the State will pay MVHC in 2007 per existing law, consequently
there is no replacement levy included as. a funding source in the 2007 budget.
C
E
. Market Value Property Tax Levy (Community Center Debt Service)
The City's proposed certified levy for. debt service based on referendum market value is
$1,198,523 for payable 2007 compared to $1,202,093 for payable 2006. That is a
decrease of $3,570 or 0.3% from payable 2006 to payable 2007. The resulting market
value referendum rate is reduced by 8.1% from 0.0001712 to 0.0001573.
COMPARISON OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES
Final Preliminary Change
2006 2007 Amount Per Cent
Ref Mkt Value $ 7;024,052,900 $ 7,619,162,400 $ 595,109,500 8.5%
Debt Service Levy $ 1,202,093 $ 1,198,523 $ (3,570) -0.3%
Mkt Value Ref Rate 0.0001712 0.0061573 (0.0000139) -8.1
The following table illustrates the impact of the market value referendum debt service
levy (Eagan Community Center) for average value property for payable 2006 and 2007:
Total Levy
The following table illustrates the total proposed levy (excluding the Cedarvale Special
Services District) for payable 2007 compared to the total levy for payable 2006.
COMPARISON OF TOTAL LEVY
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy
Debt Service Levy
Total
$ 21,557,307 $
21,557,307 $ - 0.0%
1,202,093 1,198,523 (3,570) -0.3%
$ 22,759,400 $ 22,755,830 $ (3,570) -0.02%
State TnT Hearing Requirement
According to the State's calculation, a total levy up to.$24,223,450 is permissible before
a TnT Hearing is legally required. The calculation allows for an inflationary adjustment
in the levy of 6.4% that is not incorporated into the proposed payable 2007 levy as
presented. Eagan is $1,464,620 under that threshold after allowing for inclusion of a
$3,000 Cedarvale Special Services District levy. This is the second consecutive year in
which a TnT hearing has not been legally required.
10
Average
Annual
Payable
Market
Rate
Tax
Year
Value
Per $1,000
Amount
2006
$ 264,281
0.1712
$ 45.24
2007
278,021
0.1573
43.73
Total Levy
The following table illustrates the total proposed levy (excluding the Cedarvale Special
Services District) for payable 2007 compared to the total levy for payable 2006.
COMPARISON OF TOTAL LEVY
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy
Debt Service Levy
Total
$ 21,557,307 $
21,557,307 $ - 0.0%
1,202,093 1,198,523 (3,570) -0.3%
$ 22,759,400 $ 22,755,830 $ (3,570) -0.02%
State TnT Hearing Requirement
According to the State's calculation, a total levy up to.$24,223,450 is permissible before
a TnT Hearing is legally required. The calculation allows for an inflationary adjustment
in the levy of 6.4% that is not incorporated into the proposed payable 2007 levy as
presented. Eagan is $1,464,620 under that threshold after allowing for inclusion of a
$3,000 Cedarvale Special Services District levy. This is the second consecutive year in
which a TnT hearing has not been legally required.
10
Some or all of that levy capacity could be used to enhance the Major Street Fund levy or .
any other levy as determined by the City Council. It would probably not be appropriate
to direct any of the additional capacity to operations and that is not necessary as the
current proposed budget is balanced as presented, unless the City Council desired an
increased level of services. The following table demonstrates the calculations:
COMPARISON TO STATE TnT HEARING REQUIREMENT
Final Preliminary Change
2006 2007 Amount Per Cent
Operating Levy $ 21,557,307 $ 21,557,307 $ - 0.0%
Debt Service Levy 1,202,093 1,198,523 (3,570), -0.3%
Subtotal. $ 22,759,400 $ 22,755,830 $ (3,570) -0.020/6
Cedarvale Sp Service 3,000 3,000 - 0.0%
Total $ 22,762,400 $ 22,758,830 $ (3,570) -0.02%
State Threshold 24,223,450
Available $ 1,464,620
Total City Property Tax Capacity Rates/Property Tax Impact
In summary, based on the above referenced levies and current estimates for taxable
market :value, tax capacity, fiscal disparities and tax increment values the payable 2007
tax capacity rate calculates to .24311 compared to .26704 for payable 2006, a decrease
of 9.0%. The market value referendum rate for the Community Center bonds debt
service calculates to .0001573 for payable 2007 compared to .0001712 for payable
.2006, a decrease of 8.1 %.
11
•
The following. table of property tax history illustrates the estimated impact of the total
proposed levy for payable 2007 taxes and compares the rates and impacts to historical
tax rates and impacts for the years 2003 through 2006 on various market value
residential properties. Distribution of the MVHC for 2007 is based on consistent levies
from other taxing' jurisdictions; any change in relative levies will impact the final credit
distribution.
Eagan Property Tax History
City Taxes Only
Projected
2003 2004 2005 2006 2007
Tax Capacity Rate 0.29912 0.28702 0.28186 0.26704 0.24311
Market Value Rate 0.0001986 0.0001874 0.000189 0.0001712 0.0001573
Market Value
150,000 $ 404 $ 383 $ 375 $ 352 $ 319
180,000 508 483 474 446 404
200,000 578 550 540 508 461
225,000 664 637 622 586 433
264,281 Pay 2006 Average Eagan House Mkt Value
278,021 Pay 2007 Average Eagan House Mkt Value MEN=
300,000 925 885 869 820 746
The following table illustrates the impact of these rates on the property taxes on an
average market value property ($264,281) for payable 2006 compared to an average
market value property ($278,021) for payable 2007 thereby adjusting for inflation on
property values.
City Portion of Taxes on an Average Market Value House in Eagan
2006 Value: $ 264,281 2006 City Tax: $ 709
2007 Value: 278,021 2007 City Tax: 684
Increase 5.2% Decrease -3.5%
Figures Include Community Center Debt Service Levy
12
Impact on Property Taxes Resulting From a Reduced Levy
The following table illustrates the impact on an average market value property,
($278,021) for payable 2007 resulting from reductions of various amounts in the overall
tax levy. The reductions would result from a decision to levy at an amount less than the
proposed dollar amount. The reductions amount to approximately $3 to $4 on an
annual basis for each $100,000 that the levy is reduced.
Impact of Reductions in Tax Levy on Average Market Value House
City Tax
Tax
Proposed
Amount
At Proposed
Capacity
Levy
Adjusted
of
Levy
Rate
Minus...
City Tax
Reduction
$ 278,021 Market Value $ 684
0.24311
0.24188.
'$100,000
$ 680
$ 4
0.24065
200,000
677
7
0.23942
300,000
674
10
0.23819
400,000
671
13
0.23697
500,000
667
17
2006 Payble taxes on same house
0.23574
600,000
664
20
valued at $264,281 was $709 with
0.23451
700,000
661
23
tax capacity rate of .26704.
0.23328
800,000
657
27
Impact on Property Taxes Resulting From an Increased Levy
The following table illustrates the impact on an average market value property
($278,021) for payable 2007 resulting from increases of various amounts in the overall
tax levy. The increases would result from a decision to levy at a higher dollar amount.
The increases amount to approximately $3 to $4 on an annual basis for each $100,000
that the levy is increased.
Impact of Increases in Tax Levy on Average Market Value House
City Tax
Tax
Proposed
Amount
At Proposed
Capacity
Levy
Adjusted
of
Levy
Rate
Plus...
City Tax .
Increase
$ 278,021 Market Value $ 684
0.24311
0.24433
$100,000
$ 687
$ 3
0.24556
200,000
690
6
0.24679
300,000
694
10
0.24802
400,000
697
13
0.24925
5001000
700
16
2006 Payble taxes on same house
0.25047
600,000
703
19
valued at $264,281 was $709 with
0.25170
700,000
707
23,
tax capacity rate of .26704.
0.25293
800,000
710
26.
•
13
•
General Fund Revenue Estimates
The preliminary 2007 budget as presented is balanced based on a continuation of the
City's established budgeting practices; namely, revenues are budgeted conservatively,
but realistically. There are no significantr increases to user fees for 2007. There is a
reduction in the transfers from utilities for operation of the Central Services as some
personnel costs are now charged directly to the Utility Funds. As always, there are an
infinite number of possible revenue combinations that could be used to balance the
preliminary budget at the preliminary budget level or at an increased level to maintain or
even enhance service delivery in program areas as determined by the City Council.
The financing of the City's General Fund operations remains heavily reliant on the
property tax,related revenues as 71 % of the estimated. 2007 revenue is from that
source. This percentage reflects Eagan's situation with little reliance on any State .
revenue sources to finance General Fund operations. The estimate for MVHC for the
General Fund is $840,353 or 3.3% of the total budget. With current State law providing
for the payment of MVHC in the City's 2007 fiscal year that revenue source is included
in the proposed 2007 budget. Any State response to potential revenue shortfalls in its
budget would likely include non payment of the •MVHC and would create a revenue
shortfall for Eagan.and other cities similarly treated.
Enclosed on page 24' is a copy of the Comparative Summaryof Revenues.
Enclosed on pages 25 through 21 • is a copy of the Revenues By Line Item.
General Fund Expenditure Appropriations
The appropriations in the 2007 preliminarybudget including the extraordinary increases
like motor fuels and the accounting changes total $25,354,200 which is a 5.6% increase
from the 2006 budget total of $24,017,500 including a minimal contingency in both
years. Factoring out the extraordinary increase and accounting changes the proposed
General Fund budget reflects a modest 4.4% increase providing for a constant level of
services.
Outlined in the following table are the proposed 2007 expenditure allocations compared
to the -2006 budget; with allocations summarized by major classifications.
Expenditure Summary by Major Classifications
% of % of Change
% of Total
2006 Total 2007 Total Dollar %
Increase
Personal Services* $18,432,000 76.7% $18,467,000 72.8% $ 35,000 0.2%
2.6%
Parts and Supplies 1,399,900 5.8% 1,656,400 6.5% 256,500 18.3%
19.2%
Services and Other Charges 3,867,300 16.1% 4,926,400 19.4% 1,059,100. 27.4%
79.2%
Capital Outlay 272,400 1.1% 233,600 0.9% (38,800) -14.2%
-2.9%
Merchandise for Resale 19,000 0.1% 30,800 0.1% 11,800 62.1%.
0.9%
Contingency 26,900 0.1% 40,000 0.2% 13,100 48.7%
1.0%
TOTAL $24,017,500 100.0% $25,354,200 100.0% $1,3361700 '5.6%
100.0%
* The 2006 to 2007 comparison is complicated by the fact that in this table personnel
costs for dispatchers are included in the 2006 Personal Services account while the
similar costs for 2007 are included in the Services and Other Charges account as a
payment to the DCC.
14
As is well known, in our service-oriented role as local government, labor is our primary commodity, and •
thus consistently drives approximately three-quarters of the City's annual budget. Changes to the
overall 2007 personnel budget for existing and proposed personnel compared to the 2006
personnel budget appropriation are further illustrated in the following table.
2007 Budget
General Fund
Proposed Personnel Changes
Increase
2006 2007 % of Total
Budget * Proposed Amount % Increase
Existing Personnel
.Regular Employees
Salaries/wages
PERA
FICA
Health/Life/LTD Insurance
Worker's Compensation
Volunteer Firefighters compensation
Fire Relief Association (pension)
Subtotal- Existing Personnel
New Positions
Finance - Accountant II from .75 to FT
Recreation -Clerical III
Subtotal - New Positions
Position Reductions
Administration,- Asst. to City Admin. (From FT to .8)
Subtotal - Deleted Positions
Temporary/Seasonal
Administration (Intern)
City Clerk (Elections)
Comm Devel (Planning Intern)
Communications (Seasonal Intem) .
Pub Wks/Engineering (Seasonal Intern)
Pub Wks/Streets (Temp/Seasonal)
Central Svcs Maint. (Temp/Seasonal)
Parks/Recreation (Temporary/Seasonal)
Tree Conservation (Temporary/Seasonal)
Subtotal - Temporary/Seasonal
Total Personnel
$12,590,600 $13,116,900 $ 526,300 4.2%
991,800
1,120,600
128,800
13.0%
623,400
648,100
.24,700
4.0%
1,630,900
1,789,700
158,800
' 9.7%
366,900
400,600
33,700
9.2%
385,000
381,500
(3,500)
-0.9%
31,900
144,600
112,700
353.3%
16,620,500.
17;602,000
981,500
5.9%
101.1%.
20,300
49,100
69,400
69,400
7.1°0
(16,000)
(16,000)
(16,000)
17,1'00 .
-
(17,100)
-1.8%
68,200
-
(68,200)
-7.0%
7,400
13,600
6,200
0.6%
-
3,900
3,900
0.4%
19,400
15,400
(4,000)
-0.4%
21,000
26,100
5,100
0.5%
18,400
16400
(2,000)
-0.2%
629,300
635,800
6,500
0.7%
94,400
100,400
6,000
0.6%
875,200
811,600
(63,600
-7.3%
-6.5%
$17,495,700 $18,467,000 $ 971,300 5.6% 100.0%
To make 2006 figures comparable to 2007, Police dispatch staff and Utilities Superintendent have been excluded
from 2006 figures.
** Employer PERA contribution rates mandated by the State increased from 6.00% to 6.25% for Coordinated Plan, and
from 10.5% to 11.7% for Police/Fire.
1.5
• As noted in the table, the City Administrator's recommended preliminary budget includes
appropriations for one (1) additional position, and an increase from .75 to 1.0 for one (1)
position along with the reduction from 1.0 to .80 for a second position: Implementation
of these changes results in a net increase in FTE's of 1.05 in the total personnel
compliment. Detailed information about each position is included in the department
narratives that follow this introductory, memo. Numerous other changes reflected in
Temporary/Seasonal net to a $63,600 reduction. The increase in wages and salaries
reflects the cost of living and step increases per labor agreements.
•
The scenario as presented in the preliminary budget decreases the percentage of the
budget dedicated to personal services slightly from 76.7% to 72.8%. Even with the
reduction the allocation continues to reflect the intensity of personnel costs to deliver
local government services. Overtime allocations remain at approximately the 2006
levels to provide for unavoidable circumstances such as police investigations, police call
for service responses that cross shifts, filling out patrol shifts, and snow plowing, etc.
The overtime allocation also covers the required peak service demand times without.
increasing the personnel complement necessary for base level staffing for ongoing
activities.
16
The following summary illustrates the anomalies, modifications, and extraordinary items
that are incorporated into the proposed budget which can make simple percentage
comparisons problematic:
2007 Budget
General Fund -
Explanation of Increases
% Increase
2006 Adopted General Fund Budget
$ 24,017,500
Personal Services changes
COLA and step increases on existing staff
$ 873,400
3.64%
New positions—regular staff
69,400
0.29%
Position reductions—regular staff
(16,000)
-0.07%
Non -Personal Services changes
Ordinary and customary/inflationary increases
130,100
0.54%
2007 "apples to apples" budget
$ 25,074,400
4.40%
Other "extraordinary" items
Gastenergy costs above normal inflation
185,000
0.77%
Increase in City contribution to Fire Relief pension
112,700
0.47%
Accounting change for Recreation expenditures
74,300
0.31%
Increase in DCC costs, net of staff reductions
25,400
0.11%
City survey (odd years only)
25,300
0.11%
Comprehensive Guide Plan update (only in 2007)
20,500
0.09%
Tree sale (odd years only)
15,000
0.06%
Community Services Open House (odd years only)
5,900
0.02%
Election judges (even years only)
-0.30%
-(72,500)
Move Superintendent of Utilities to Utlities Fund
(111,800)
-0.47%
2007 Proposed Budget
$ 25,354,200
5.57%
Enclosed on page ZI is a copy of the Comparative Summary of Expenditures.
Enclosed on pages 2-9 through 2 is a copy of the Comparative
Expenditures by Department by Type.
Enclosed on pages 33 through 3 I is a copy of the individual department
narratives and line item preliminary budgets.
•
17
Contingency Account
The preliminary budget as prepared by the City Administrator includes a very small
budgeted contingency account of $40,000 primarily for the purpose of facilitating small
changes during the budget implementation. This presentation combined with no use of
the fund balance to support 2007 on-going operations continues the City Council
direction in response to the 2004 budget public policy considerations for use of the
Contingency Account and Fund Balance. An adequate savings account is continued in
the fund balance to be used to provide security and flexibility in future operations. That
savings account remains undesignated in the General. Fund in the preliminary budget.
Previously, the City actually budgeted from current resources approximately 2% of the
budgeted operations into the contingency account in addition to maintaining the fund
balance at approximately 30 to 35% of the next year's expenditures. The fund balance
target has subsequently been revised to 40 to 45% of the next year's expenditures. Per
previous City Council direction the appropriate level and use of the fund balance will
continue to be reviewed for potential future modification.
Supplementary Funding Sources and Uses Not Included In the General Fund
Budget
In preparing individual department budgets the Department Directors and Division
Heads identified certain expenditures that are of a non-recurring nature and when
included in the operating budget have a significant impact on the City's ability to finance
• on-going operations in a consistent manner.
•
Consequently, consistent with the practice established in the 2005 budget and continued
in 2006, the City Administrator's recommended 2007 budget has removed certain
proposed expenditures from the General Fund operations. Review of the expenditures
and consideration for approval will be included with the individual fund budgets at a later
date. The proposed funds and requested expenditures are as follows:
Public Utilities '
The City Administrator is recommending that the the following obligations be paid.from the
Public Utilities operating budget:
.LOGIS Utiliity Billing Assessment $ 82,400
Utility Billing System Implementation 13,000
Total Public Utilities $ 95,400
18
General Facilities Renewal and Replacement Fund •
be
The City Administrator is recommending that the the following proposed projects
given
later consideration for financing from the City's General Facilities Renewal and
Replacement- Fund:
Replacement/upgrade of lighting in the Parks Department
workshop at the maintenance facility
$ 12,000
Replacement/enlargement of the trash enclosure at the
Fire Administration building
26,900
Resurfacing of East & North parking lots at Municipal Center
45,000
Carpet replacement Police north stair tower
2,600
Carpet replacement City Hall 2nd floor corridor, waiting area
and stairs
6,300
Rooftop screening equipment on Police building
11,700
Fire Administration remodeling
17,000
Fire Administration lobby, stairwell, and training room
painting
5,400
City Hall 1 st floor security improvements
7,200
Re -side salt storage building
11,800
Seal coat and restrip parking lots and drives at Eagan
Community Center and Moonshine Retreat Center
17,200
Total General Facilities Renewal & Replacement Fund
$ 163,100
Consequently, no appropriations for any of these projects are included in the proposed 2007
General Fund Budget.
Part II CIP
The City Administrator is recommending that the following request be given
consideration in the Part II CIP and compete within that allocation for funding:
Municipal Center Reader Board $ 40,000
.Total Part II CIP Consideration $ 40,000
Adequate resources are available in each. of these funds to provide the necessary
funding if the expenditures are approved. Staff will determine a priority expenditure list
for funding and present it to the City Council for consideration.
General Fund Fund Balance
The following proposed expenditures are recommended for approval with the General
Fund budget to be financed through the General Fund fund balance.
General Fund Fund Balance
The City Administrator is recommending that the following obligations be paid from
the City's General Fund Balance:
Police CJIIN Project $ 45,600
CJIIN IT Needs Assessment Funding 34,500
DCC Dispatch Start Up Costs 54,800
Total General Fund Fund Balance $ 134,900
The General Fund fund balance as reported in the December 31, 2005 Comprehensive
Annual Financial Report was $9,659,415. This balance calculates to 39.9% of the
19
budgeted 2006 expenditures and is undesignated and available as a contingency and to
provide working capital for operations.
The preliminary budget as presented proposes to use the Fund Balance as a funding
source for certain one-time, non -operational, expenditures related to General Fund
operations that have been removed from the preliminary proposed 2007 budget by the
City Administrator. Based on the continuation of City Council direction used in the
preparation of the 2004 budget operations, the balance of the Fund Balance is set aside.
to provide for emergency or unanticipated expenditure appropriations during the balance
of 2006 and 2007. During the 2004 budget deliberations, it was determined that it would
be prudent to eliminate the budgeted operating contingency and to use the Fund
Balance as a contingency account.
The position of the fund balance is as follows:
December 31, 2005 Fund Balance
$9,659,415
Minus Appropriations. included in 2006 Budget
(169,900)
Projected 12-31-06 Balance
$9,489,515
Minus Proposed Appropriations for 2007 Budget.
(134,900)
Projected 12-31-07 Balance
$9,354,615
Fund Balance Target at 40% $ 10,125,680
Projected Variance From Target $ 771,065
• Again, per'previous City Council direction the appropriate level and use of the fund
balance will continue to be reviewed for potential future modification.
•
Cedarvale Special Services District
Prior to the preliminary levy certification a final determination will be made concerning
the appropriate levy for the Cedarvale Special Services District. The levy for payable
years 2003 through 2005 was $2,000 annually. The levy for payable 2006 was raised to
$3,000 and is currently proposed at that level for payable 2007.
Truth In Taxation Hearing Dates
On or before September 15, 2006 the City must certify to the County Auditor the dates it
has selected for its public hearing and for the continuation of its hearing, if a
continuation of the hearing becomes necessary. Cities essentially choose after the
counties, special service districts, and school districts, although December 4 and
December 11 are reserved for cities until September 15. Given these parameters,
December 4 works nicely for the City. The first December meeting has already been
scheduled for Monday, December 4 rather than Tuesday, December 5. The
continuation hearing, if necessary, could be scheduled for a Special City Council
meeting on Monday, December 11 with the final adoption at the second regularly
scheduled December meeting on the 19"'.
Action will need to be taken at the September 5 meeting to set the schedule accordingly.
20
Public Policy Issues
The' following are matters of public policy for the City Council's consideration at this •
time:
1. Truth in Taxation Hearing Dates -- The Council is asked to approve or modify
the recommended dates per State scheduling requirements. The proposed
dates are Monday, December 4 which is a scheduled regular City Council
meeting for the initial hearing and December 11 which would be a special
meeting for the continuation hearing, if one is necessary. Final action would take
place at the regular meeting scheduled for December 19.
2. Preliminary. Tax Levy —Is the proposed amount and allocation of the 2007
property tax levy appropriate?
Specifically, is the implementation of a replacement levy for communications
the desired public policy?
➢ Given the significant reduction in the tax impact, should additional dollars be
levied for street and highway infrastructure or, some other purpose?
The Council is asked to provide direction to staff for the preparation of required
material for consideration at the September 5, 2006 regular City Council
meeting..
3. Supplementary Funding Sources and Uses Not Included In the General
Fund Budget -- The Council is asked to provide a response to the continued use
of the supplementary funding sources for the non-recurring appropriations •
included in the proposed budget.
4. Fund Balance — The Council is asked to reaffirm or modify its determination on
the use of the Fund Balance as a contingency for operations and as a savings
account.
5. Feedback on Revenue Estimates/Expenditures Appropriations -- The City
Council is asked to provide feedback for the City Administrator to continue
preparation for the Truth in Taxation. Hearing and for final budget preparation:
➢ Members of the City Council asked that the cost of storing the Web
streaming videos for more than one year be researched in the budget
process. The upfront cost is $14,600 and the annual service charge is
estimated to be $2,400. Those costs are not included in the current
,proposed budget, but can be added if that is the wish of the City Council.
Other costs related to this initiative are included in the Communications
budget. .
Together with the Department and Division Heads, I submit this recommended
preliminary budget, the enclosed budget information and these policy issues for your
consideration.
City Administrator Hedges •
21
2004 Per Capita Total Expenditures
MN Cities > 50,000 Population
(Source: Office of the State Auditor, December 2005)
Eagan
Coon Rapids
Blaine
Burnsville
Plymouth
Minnetonka
Eden Prairie
Brooklyn Park
Rochester
Maple Grove
St. Cloud
Woodbury
Bloomington
St. Paul
Duluth
Minneapolis
$0 $500 $1,000 $1,500 $2,000
City Portion of Property Taxes
Payable 2006
$264,281 Homestead (Eagan avg.)
Plymouth
Mendota Heights
Eagan
Minnetonka
Eden Prairie
Coon Rapids
Woodbury
Maple Grove
Lakeville
Bloomington
18 -City Average
South St. Paul
Burnsville
Inver Grove Heights
Apple Valley
Brooklyn Park
West St. Paul
Rosemount
Hastings
$0 $500 $1,000 $1,500
8/21/2006
2007 BUDGET •
GENERAL FUND
COMPARATIVE SUMMARY OF REVENUES
2004 2005 2006 2007
Actual Actual Budget Proposed
General Property Taxes $ 16,214,910 $ 17,292,300 $ 18,225,400 $ 18,226,800
''Licenses
250,736
248,507
261,600
260,900
Permits
1,010,638
1,057,785
972,200
818,600
Intergovernmental Rev
662,375
591,389
595,500
1,409,300
Charges for Services
1,187,572
1,310,369
1,019,200
1,157,000
Recreation Charges
581,092
509,100
616,300
840,100
Fines & Forfeits
271,447
287,149
268,300
282,100
Other Revenues
268,989
381,869
350,200
459,500
Program Revenues
1,100,221
1,309,569
1,314,200
1,447,100
Transfers
369,920
402,392
394,600
452,800
TOTAL GENERAL FUND $ 21,917,900 $ 23,390,429 $ 24,017,500 $ 25,354,200
24
•
•
25
2007 BUDGET
8/18/2006
GENERAL FUND
REVENUES BY LINE ITEM
New
Acct
2004
2005
2006
2007
CHANGE
No.
DESCRIPTION
Actual
Actual
Budoet
Estimated
2006 to 2007
TAXES:
4020
AD VALOREM TAXES - CURRENT
14,828,011
15,875,607
18,225,400
18,226,800
1,400
4021
AD VALOREM TAXES - DELINQUENT
0
79;505
0
0
0
4030
FISCAL DISPARITIES
1,386,899,
1,327,459
0
0
0
4031
PENALTIES AND INTEREST
0
7,422
0
0
0
4032
FORFEITED TAX SALES
0
99
0
0
0
4035
TAX EQVLNTY PAYMENTS
2
2,206
0
0
0
TOTAL
16,214,910
17,292,300
18,225,400
18,226,800
1,400
0.0%
LICENSES:
4055
LIQUOR
182,933
191,475
195,700.
1979900
2,200
1.1%
4056
BEER
7,975
7,488
7,800
8,300
500
6.4%
4057
TOBACCO
13,667
12,050
13,200
12;600
(600)
-4.5%
4058
TREE MTN CONTRACTOR
506
562
400
400
0
0:0%
4059
GARB/RUBBISH HAULING
11,200
9,880
11,200
9,800
(1,400)
-12.5%
4060
KENNEL
0
50
100
200
100
'100.0%
4061
DOG
26,649
19,437
25,200
24,100
(1,100)
-4.4%.
4062
AMUSEMENT
2,430
1,740
2,200
2,000
(200)
-9.1%
4063
PET SHOP LICENSE
200
200
300
200
(100)
•33.3%
4064
MASSAGE THERAPIST
5,675
5,625
5,400
5,300
(100)
-1.9%
4066.
COMML FERTILIZER APPLICATR
(500)
0
0
0
0
0.0%
4070
OTHER
0
0
100
100'
_ 0
0.0%
TOTAL
250,736
248,507
261,600
260,900
(700)
-0.3%
4085
PERMITS:
BUILDING
775,452
778,989
750,000
640,000
(110,000)
-14.7%
4087.
PLUMBING
78,311
72,168
80,000
57,000
(23,000)
-28.8%
4088
MECHANICAL
86,072
116,841
80,000
60,000
(20,000)
-25.0%
4089
SIGN
19305
26,512
14,000
14,000
0
0.0%
4091
WELLIPRIVATE SEPTIC
0
60
0
100
100
0.0%
4094
EXCAVATING
5,800
3,900
61000
4,500
(1,500)
-25.0%
4095
CONDITIONAL/SPECIAL USE
3,700
5,950
3,000
3,000
0
0.0%
4096
FIRE SUPPRESSION PERMITS
15,048
22,304
13,000
18,000
5,000
-16.7%
4097
FIREWORKS PERMITS
3,000
800
3,000
1,000
(2,000)
4.100
UTILITY
22,050
26,280
21,600
18,000
(3,600)
2900.0%
4102
PUBLIC ROW CONST
.1,690
2,805
600
2,000
1,400
0.0%
4111
SERVICE STATIONS
100
0
0.
0
0
#REFI
4120
OTHER
111
1,176
1,000
1,000
0
0.0%
TOTAL
1,010,636
1,057,785
972,200
818,600
(155,600)
-15.8%
INTER -GOVT REV.
4135
FEDERAL GRANTS
39,715
17,048
0
0
0
0.0%
4140
STATE GRANTS
23,371
1,775
5,000
2,000
(3,000)
-60.0% .
4153
MVHC
4,736
4,734
0
840,400
840,400
0.0%
4155
MSA - MAINTENANCE
66,945
66,945
69,400
67,000
(2,400)
-3.5%.
4158
POLICE TOWN AID
452,085
429,176
452,000
429,200.
(22,800)
-5.0%
4159
POLICE TRAINING AID
23,277
22,559
28,000
22,600
(5,400)
-19.3%
4160
STATE PERA AID
33,114
33,114
33,100
33,100
0
0.0%
4175
COUNTY GRANTS
19,132
16,038
8,000
15,000
7,000
87.5%
TOTAL
662,375
591,389
595,500
1,409,300
813,800
136.7%
CHARGES FOR SERVICES
4205
VARIANCE FEES
3,800
2,700
3,000
5,500
500
16.7%
4206
PLATTING FEES
20,312
18,790
14,000
11,500
(2,500)
-17.9%
4207
REZONING FEES
12,000
5,500
3,500
5,000
1,500
42.9%
4210
RETURNED CHECK FEE
861
861
800
800
0
0.0%
4212
DOG IMPOUND/KENNEL FEE
5,343
5,348
5,000
5,000
0
0.0%
4213
ELECTION FILING FEE
15
0
100
0
(100)
-100.0%
4214
4215
BURGLAR ALARM FEES
:REPEAT NUISANCE CALL FEE
26,163
(3,458)
29,630
500
33,000
1,000
31,000
500
(2,000)
(500)
-6.1%
-50.0%
4216
DAYCARE INSPECTION FEES
1,050
850.
1,000
500
(500)
-50.0%
4220
VACATION PROCEEDINGS
2,400
2,700
2,000
2,000
0
0.0%
.4221
PUBLIC SAFETY FEES
8,834
7,722
10,000
8,000
(2,000)
-20.0%
4222
PLAN CHECKS
334,886
361,223
. 300,000
300,000
0
0.0%
25
26
2007 BUDGET
8/18/2006
GENERAL FUND
REVENUES BY LINE. ITEM
New
Acct
2004
2005
2006
2007
CHANGE
•
No.
DESCRIPTION
Actual
Actual
Buda et
Eaftatod
2006 to 2007
4223
PLANNED DEVELOPMENT REVIEW
150
0
0
100
100
0.0%
.4225
ASSESSMENT SEARCH
197
131
200
100
(100)
-50.0%
4226
DEV ESCROW REIMBURS
148,843
1501916
122,600
158,300
35,700
29.1%
4227
ENGINEERING SERVICES
179,958
315,986
150.,000
300,000
. 150,000
100.0%
4228
ENG SIGN/LIGHT.ADMN
2,101
3,561
4,000
3,500
(500)
-12.5%
4230 'PRINT
MATERIAUOTHER FEES
7,349
7,858
8,000
8,000
0
0.0%
4231
RESEARCH OF CITY RECORDS
125
0
100
100
0
0.0%
4233
TOBACCO NON-COMPL. PENALTY .
300
2,575
300
500
200
66.7%
4234
POLICE SECURITY - EXEMPT
35,441
46,830
32,000
37,500
5,500
17.2%
4236
POL SVCES TO SCHOOL DIST
140,759
152,465
151,700
151,700
.0
0.0%
4236
POLICE DISPATCH
65,802
68,124
70,200
0
(70,200)
'-100.0%
4239
INVESTIGATION FOR LICENSING
8,875
9,300
7,400
9,100
1,700
23.0%
4241
ALCOHOL NON-COMPL. PENALTY
14,000
11,300
6,000
8,500
2,500
41.7%
4242
MAINT EQUIP & PERS CHG
79,060
6,348
1,000
1,000
0
0.0%
4245
PERMIT SURCHARGE
929
875
1,000
1,000
0
0.0%
4248
ADMN FEE ON SAC
5,103
5,162
6,000
5,000
(1,000)
-16.7%
4247
ROOM TAX ADMIN FEE
37,871
36,299
36,000 •
38,000
2,000
5.6%
4260
INVESTMENT MGMT FEE
48,704
54,795
49,300
66,800
17,500
35.5%
TOTAL
1,187,572
1,310,369
1,019,200
1,157,000
137,800
13.5%
4310713
RECREA77ON PROGRAM FEES:
3027
HOLZ FARM
2,281
1,349
1,500
0
(1,500)
-100.0%
3029
SAFETY CAMP
3,565
3;045
4,000
5,700
1,700
42.5%
3036
CAMPSICLINICS.
5,531
10,362
13,900
24,600
10,700
77.0%
3031
NATL YOUTH COACH ASSN.
0
0
1,000
0
(1,000)
-100.0%
3032.5
TENNIS
20,667
19,779
21,400
21,800
400
1.9%
3037-8
GOLF
4,641
4,354
4,200
60,900
56,700
1350.0%
3040•
SKATING
820
127
700
.0
(700)
-100.0%
3041-3
VOLLEYBALL
34,093
34,294
32,600
37,000
4,400
13.5%
3044-6
BROOMBALL
7,938
7,695
7,700
9,200
1,500
19.5%
3047
T43ALL
7,776
7,750
7,300
8,300
1,000
13.7%
3048
ADULT SOFTBALL -MEN
87,211
90,108
88,500
116,100
27,600
31.2%
3049
ADULT SOFTBALL -WOMEN
11,932
10,605
12,500
17,100
4,600
36.8%
3050 '
ADULT SOFTBALL-CO-REC
32,273
31,873
31,400
41,200
9,800
31.2%
3052
FOOTBALL
2,909
3,362
3,200
4,100
900
28.1%
3053
ATHLETIC CAMPS
7,625
5,142
6,000
0
(6,000)
-100.0%
3054-6
HOCKEY/BOOT HOCKEY
4,062
3,502
2,800
3,000
200
7.1%
3057
PRESCHOOL PROGRAMS
130,747
85,566
112,700
194,100
81,400
72.2%
3058,75
TEENS
22,142
21,104
32,900
18,200
(14,700)
-44.7%
3059
SUMMER IN THE PARK
29,298
26,239
32,100
33,300
1,200
3.7%
3060
PUPPET WAGON
1.70
0
400
1,300
900
225.0%
3061
EVENINGS IN THE PARK
700
0
2,000
3,000
1,000
50.0%
3062
SCHOOLS OUT EVENTS
110
1,319
2,300
10;100
7,800
339.1%
3063
SEASONAL SPECIAL EVENTS
1,244
3,710
5,500
5,000
(500)
-9.1%
3085
SPECIAL EVENTS
0
125
0
100
100
0.0%
3066
DANCE
4,568
3,830
4,700
5,300
600
12.8%
3067
ADAPTIVE/INCLUSION
5,724
3,906
6,900
5,400
(1,500)
-21.7%
3068
ENVIRONMENTAL EDUCATION
0
1,035
11800
0
(1,800)
-100.0%
3069
NATURE PROGRAMS
81
0
1,600
1;300
(300)
-18.8%
3070
TRIPS & TOURS
550
1,485
0
4,700
4,700
0.0%
3071,74
TUBING HILLS
495
551
21,000
5,200
(15,800)
-75.2%
3073
WARMING HOUSES / RINKS
452
0
0
0
0
0.0%
3076,77
BASKETBALL
29,794
29,224
31,300
42,100
10,800
34.5%
3078
SENIOR CITIZENS
14,061
14,600
10,600
30,900
20,300
191.5%
3079
FUN RUNSNVALKS
4,173
4,819
4,500
4,900
400
8.9%
3080
CONCESSIONS
23,052
21,715
25,300
23,600
(1,700)
-6.7%
3081
ARTS COUNCIL
34,288
9,981
8,000
8,000
0
0.0%
3082
SPORTS & CREATIVE CAMPS
21,225
19,065
23,000.
38,000
15,000
65.2%.
3083
PRESCHOOL CREATIVE.ACTIVITIES
• 0
0
4,500
6,000
1,500
33.3%
3084
YOUTH DEVEL-WESCOTT
1,149
2,476
31,400
7,800
(23,600)
-75.2%
3085,
FAMILY ACTIVITIES
3,324
(1,068)
6,000
2,700
(3,300)
-55.0%
3086
NEW PROGRAMS
150
2,070
7,800
7,800
0
0.0%
3180
HOCKEY CAMPS12,519
2,907
0
0
0
0.0%
OTHER PROGRAM REVENUE
6,308
7,768
0
15,000
15,000
0.0%
TOTAL
579,647
495,774
.615;000
822,800
207,800
33.8%
26
2007 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
8/18/2006
•
27
New
Acct2004
2005
2006
2007
CHANGE
No.
DESCRIPTION
Actual
Actual
Budast
Estimated
12006 to 2007
°X
OTHER PARK FEES.
4375
TREE SALES
0
10,094
0
15,000
15,000
0.0%
4380
PARK PROG - UNDESIGNATED
258
2,350
300
300
. 0
0.0%
4381
OTHER PARK PROGRAMS
1,187
882
1,000
2,000
1,000
100.0%
TOTAL
1,44513,326
1,300
171300
16,000
1230.8%
FINES 8 FORFEITS:
4410
COURT FINES/FORFEITS
223,161
228,919
216,800
226,100
9,300
4.3%
4411
PROSECUTION COSTS/FINES
24,355
22,685
30,000
30,000
0
0.0%
4420
POLICE FINES & FORFEITURE
22,880
30,978
20,000
25,000
5,000
25.0%
4421
EVIDENCE FORFEITURES
1,051
4,567
1,500
1,000
(500)
-33.3%
TOTAL
271,447
287,149
268,300
282,100
13,800
5.1%
M/SC REVENUES,
4610
INTEREST ON INVESTMENTS
242,119
319,076
250,500
332,200
81,700
32.6%
4611
SPEC ASSMT-PRINCIPAL
2,478
142
0
0
0
0.0%
4615
CHANGE IN FMV - INVESTMTS
(97,333)
(116,616)
0
0
0
0.0%
4617
ANTENNA LEASE ADMN FEES
0
4,000
0
0
4619
ANTENNA LEASE LDSCP ESCROW
0
4,000
0
0
4620
. ANTENNA LEASES - HOLZ FARM
17,931
19,000
20,100
21,400
1,300
6.5%
4621
BUILDING RENT
5,838
6,088
5,900
6,300
400
6.8%
4622
EQUIPMENT RENT
1,231
1,126
1,300
1,200
(100)
-7.7%
4624
ATHLETIC FIELD RENT
26,121
24,561
26,000
26,500
500
1.9%
4625
PARK SHELTER RENT
26,598
30,656
30,000
26,500
(3,500)
-11.7%
4626
PARK SHELTER RENT -EXEMPT
511
0
500
1,700
1,200
240.0%
4627
ATHLETIC FIELD RENT -EXEMPT
15,015
12,174
5,000
1000
14,200
284.0%
4628
SWITCHING STATION RENT
0
5,000
0
13,100
13,100
0.0%
4657
SALE OF CITY PROPERTY
1,784
3,433
4,000
4,000
0
0.0%
4660
LAPEL PINS
32
71
0
O
0
0.0%
4661
HISTORY BOOKSrfREE PINS
394
563
400
400
0
0.0%
4663
CONTRIBUTIONIDONATION
17,320
17,778
0
O
0
0.0%
4665
GRANTS FROM NON -GOVT ENT
675
14,125
5,000
5,000
0
0.0%
4666
HISTORY CARDS
3,328
1,158
500
0
(500)
-100.0%
4667
EAGAN VIDEO/DVD
0
45
0
0
0
0.0%
4691
OTHER REVENUE
4,744
35,491
1,000
20000
1,000
100.0%
4710
CASH OVER (SHORT)
2
(2)
0
0
0
0.0%
TOTAL
268,989
381,869
350,200
459,500
109,300
31.2%
PROGRAM REVENUES,
4810
PROJ. ADMIN
95,190
236,561
193,500
310,600
117,100
60.5%
4811
CENTRAL SERVICES MTN
164,000
160,300
126,600
85,400
(41,20D)
-32.5%
4812
WATER ADMIN
499,600
524,600
579,100
613,100.
34,000
5.9%
4813
SEWER ADMIN
237,800
249,700
275,600
291,800
16,200
5.9%
4815
STREET LIGHT ADMIN
26,400
38,000.
29,000
30,700
1,700
5.9%
4816
STORM DRAINAGE ADMIN
18,500
19,400
20,400
21,600
1,200
5.9%
4817
WATER QUALITY ADMIN
45,300
47,600
50,000
52,900
2,900
5.8%
4821
DRUG TASK FORCE REIMS
7,500
12,336.
38,000
35,000
(3,000)
-7.9%
'4822
OTHER REIMBURSEMENTS
5,932
17,464
2,000
6,000
4,000
200.0%
4831
CAPITAL CREDIT
0
3,608
0
0
0
0.0%
TOTAL
1,100,221
1,309,569
1,314,200
1,447,100
132,900
10.1%
TRANSFERS:
CABLE FRANCHISE FEES
369,920
402,392
394,600
452,800
58,200
14.7%
TOTAL
369,920
402,392
394,600
452,800
58,200
14.7%
GRAND TOTAL
21,917,900
23,390,429
24,017,500
25,354,200
1,336,700
5.6%
•
27
8/18/2008
2007
Comparative Summary of Expenditures
General Fund Budget
2004
2005
2006
2007
Difference 07 vs.06 ..
Budget
Actual
Actual
Budget
Proposed
Amt
%
GENERAL GOVERNMENT
01 Mayor & Council
$ 108,380
$ 112,577
$ 121,900
$ 127,500
$ 5,600
4.6%
02 Administration
705,281
532,276
502,100
484,000
(18,100)
-3.6%
03 Information Technologies
907,676
1,135,655
1,060,000
1,141,400
81,400
7.7%
04 City Clark
304,334
225,887
294,900
229,000
(65,900)
-22.3%
05 Finance
767,946
821,927
900,400
955,200
54,800
6.1%
06 Legal
387,499
478,504
400,700
458,000
57,300
14.3%
07 Comm Dev-Pianning/ED
675,316
820,341
813,900
873,400
59,500
7.3%
08 Comm Dev-Inspections
852,828
925,919
999,300
906,300
(93,000)
-9.3%
09 Communications
369,985
401,639
394,500
452,800
58,300
14.8%
10 Human Resources
With Admin
231,800
240,500
241,900
1,400
0.6%
Gen Govt Total
5,079,245
5,686,525
5,728,200.
5,869,500
141,300
2.5%
PUBLIC SAFETY
11 Police
Administration
477,100
Investigations
1,453,100
Patrol
5,739,600
Support Services
2,162,800
Total Police
7,735,803
8,778,306
9,334,500
9,832,600
498,100
5.3%
12 Fire
Administration
961,800
Operations
173,800
Inspectlons/prevent
- 228,600
Support
177,500
Total Fire
1,025,743
1,100,821
1,218,500
1,541,700
323,200
26.5%
Public Safety Total
8,761,546
9,879,127
10,553,000
11,374,300
821,300
7.8%
PUBLIC WORKS
21 Public Works/Engineedng
1,108,634
1,206,353
1,315,900
1,138,900
(177,000)
-13.5%
22 Streets
1,352,192
1,412,796
1,454,000
1,617,400
163,400
11.2%
24 Central Svices. Maint.
440,601
441,541
485,900
531,800
45,900
9.4%
Public Works Total
2,901,427
3,080,690
3,255,800
3,288,100
32,300
1.0%
PARKS & RECREATION
Parks& Recreation
30 Recreation
1,946,000
31 Parks
1,732,800
Total Parks and Ree.
3,053,375
3,246,188
3,429,000
3,678,800
249,800
7.3%
32 Tree Conservation
321,180
386,240
408,400
464,100
55,700
13.6%
Parks & Rec Total
3,374,555
3,632,428
3,837,400
4,142,900
305,500
8.0%
GENL GOVT BLDG MAINT
33 Building Maintenance
583,442
647,788
616,200
639,400
23,200
3.8%
Total Expenditures -
General Fund
$ 20,700,215
22,906,558
23,990,600
25,314,200
1,323,600
5.5%
41 Contingency -undesignated
-
26,900
40,000
13,100.
48.7%
Transfer Out
1,575,000
Total Expenditures + Contingency
324.481.558
S 24.017.500
$ 25.354.200
$ 1.336.700
5.57%
•
2007 Budget
General Fund
Expenditures by Object Classification
28. '
4,500
1,100
5,600
(17,700)
(400)
2,000
(2,000)
(18,100)
1.4,000
12,500
43,000
11,90.0
81,400
(61,800)
(3,000)
(1,800)
700
(65,900)
49,800
1,100
7,000
(3,100)
54,800
57,300
57,300
47,200
700
11,600
59,500
(106,100)
8,900
2,OOQ
2,200
(93,000)
Proposed
Actual
Actual
Budget
Budget
.2004
2005
2006,
47
change
GENERAL GOVERNMENT
01 Mayor and Council
Personal Services
$ 69,482
$ 75,334
$ 80,800
$ 85,300
5.6%
Parts and Supplies
22
-
100
100
0.0%
Services and Other Charges
38,876
37,243
41,000
42,100
2.7%
Total
108,380
112,577
121,900
127,500
4.6%
02 Administration
Personal Services
503,620
401,054
397,700
380,000
-4.5%
Parts and Supplies
3,227
3,424
4,400
4,000
-9.1%
Services and Other Charges
198,477
125,787
96,000
98,000
2.1%
Capital Outlay
2,012
4,000
2,000
-50.0%
Total
705,324
532,277
502,100
484,000
-3.6%
03 Information Technologies
Personal Services
222,255
249,780•
276,000
290,000
5.1%
Parts and Supplies
30,150
27,740
29,000
41,500
43.1%
Services and Other Charges
655,271
850,680
748,200
791,200
5.7%
Capital Outlay
7,455
6,800
18,700
175.0%
Total
907,676
1,135,655
1,060,000
1,141,400
7.7%
04 City Clerk
Personal Services
277,228
208,695
266,900
205,100
-23.2%
Parts and Supplies
3,361
239
3,300
300
Services and Other Charges
23,745
15,687
23,200
21,400
-7.8%
Capital Outlay
1,266
11500
2,200
46.7%
Total
304,334
225,887
294,900
229,000
-22.3%
05 Finance/City Clerk
Personal Services
654,853
697,559
789,200
839,000
6.3%
Parts and Supplies
27,039
25,604
25,600
26,700
4.3%
Services and Other Charges
85,909
92,835
79,500
86,500
8.8%
Capital Outlay
146
5,929
6,100
3,000
-50.8%
Total
767,947
621,927
900,400
955,200
6.1%
06 Legal
Services and Other Charges
387,499
478,504
400,700
458,000
14.3%
Total
387,499
478,504
400,700
458,000
14.3%
07 Community Development - Planning
Personal Services
612,103
730,990
760,300
807,500
6.2%
Parts and Supplies
3,072
5,726
3,200
3,900
21.9%
Services and Other Charges
60,142
•83,175
50,400
62,000
23.0%
Capital Outlay
450
Total
675,317
820,341
813,900
873,400
7.3%
08 Community Development- inspections
Personal Services
800,308
873,439
949,900
843,800
-11.2%
Parts and Supplies
13,666
18,836
14,800
23,700
60.1%
Services and Other Charges
31,412
27,066
28,600
30,600
7.0%
Capital Outlay
7,442
6,577
6,000
8,200
36.7%
Total
852,828
925,918
999,300
906,300
-9.3%
28. '
4,500
1,100
5,600
(17,700)
(400)
2,000
(2,000)
(18,100)
1.4,000
12,500
43,000
11,90.0
81,400
(61,800)
(3,000)
(1,800)
700
(65,900)
49,800
1,100
7,000
(3,100)
54,800
57,300
57,300
47,200
700
11,600
59,500
(106,100)
8,900
2,OOQ
2,200
(93,000)
Ell
General Fund
Expenditures by Object Classification
Proposed
Actual
Actual
Budget
Budget
2004
2005
2006
2207.chance
09 Communications
Personal Services
169,515
178,566
183,300
194,400
6.1%
-
11,100'
Parts and Supplies
6,917
2,800
1,200
1,400
16.7%
200
Services and Other Charges
193,553
219,869
206,900
257,000
24.2%
50,100
Capital'Ouday
-
403
3,100
-
-100.0%
(3,100)
Total
369,985
401,638
394,500
452,800
14.8% ..
58,300
10 Human'Resources
Personal Services
150,501
173,400
185,800
7.2%
•12,400
Parts and Supplies
724
5,500
1,700
-69.1%
(3,800)
Services and Other Charges
77,339
61,600
53,500
2.5%
.500)
Capital Outlay
3, 36
-
#D
Total
-
231,800 ,
240,500
241,900
0.6%
1,400
TOTAL GENERAL GOVERNMENT
5,079,290
5,686,524
5,728,200
5,869,500
2.5%
141,300
PUBLIC SAFETY
11 Police
Services
6,961,110
7,864,089
8,389,100
8,016,600
-4.4%
(372,500)
.Personal
Parts and Supplies
330,364
405,593
387,600
429,800
10.9%
42,200
Services and Other Charges
421,112
467,907
521,000
1,350,500
159.2%
829,500
Capital Outlay
23,217
40,718
36,800.
35,700
-3.0%
(1,100)
Total
7,735,803
8,778,307
9,334,500
9,832,600
5.3%
498,100
12 Fire
Personal Services
537,325
585,124
688,800
980,600
42.4%
291,800
Parts and Supplies
135,292
138,881
150,700
207,400
37.6%
56,700
Services and Other Charges
245,132
281,409
279;200
305,000
9.2%
'25,800
Capital Outlay
107,995
95,406
99,800
48,700
-51.2%
(51,100)
Total
1,025,744
1,100,820
1,218,500
1,541,700
26.5%
323,200
TOTAL PUBLIC SAFETY .
8,761,547
9,879,127
10,553,000
11,374,300
7.8%
821,300
PUBLIC WORKS
21 Engineering
Personal Services
1,057,392
1,139,634
1,241,000
1,070,600
•13.7°k
(170,400)
Parts and Supplies
9,854
20,567
16,400
15,000
-8.5%
(1,400)
Services.andOther Charges
41,389
36,396
48,900
44,000
-10.0%
(4,900)
Capital Outlay
9,756
9,600
9,300
-3.1%
(300)
Total
1,108,635
1,206,353
1,315;900
1,138,900
-13.5%
(177,000)
22 Streets and Highways
"
Personal Services
788,524
807,067
864,600
1,003,900
.13.5%
119,300
Parts•and Supplies
321,280
361•,791
312,500
355,100
13.6%
42,600
Services and Other Charges
242,387
243,937
•249,400
252,400
1.2%
3,000
Capital Outlay
-
7,500
6,000
-20.0%
(1,500)
Total
1,352,191
1,412,795
1,454,000
1,617,400
11.2%
163,400
24 Central Services Maintenance
"
Personal Services
368,254
380,910
403,800
457,000
13.2%
53,200
Parts and Supplies
28,598
28,353
26,600
27,400
3.0%
800
Services and Other Charges
43,750
32,278
43,300
38,300
-11.5%
(5,000)
Capital Outlay
-
-
12,200
9,100
(3,100)
Total
440,602
441,541
485,900
531,800
9.4%
45,900
TOTAL PUBLIC WORKS
2,901,428
3,060,689
3,255,800
3,288,100
1.0%
32,300
Ell
General Fund
Expenditures by Object Classification
Proposed
Actual Actual Budget Budget
2004 2005 2006 2007change
PARKS AND RECREA77ON
31 Parks and Recreation (combined)
Personal Services
.Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
32 Tree Conservation
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
TOTAL PARKS AND RECREATION
2,208,521
2,311,540,
2,475,000
2,600,500
5.1%
327,437
351,816
345,000
393,100
13.9%
486,031
527,808
566,700
646,100
14.0%
20,989
45,894
30,800
30,800
0.0%
10.397
9.132
11,500
8,300
-27.8%
3,053,375
3,246,190
3,429,000
3,678,800
7.3%
229,283
269,830
295,200
322,500
27,428
35,178
29,300
40,700
29,039
35,242
31,900
32,200
35,430 '
32,119
44,500
46,200
67,836
13,871
7,500
22,500
321,180
386,240
408,400.
464,100
3,374,555 .3,632,430 3,837,400 4,142,900
GENERAL GOVERNMENT BUILDING MAINTENANCE
33 .Building Maintenance
Personal Services
156,014
172,415
177,000
184,400
Parts and Supplies
42,298
67,836
44,700
56,200
Services and Other Charges
383,051
381,653
390,800
390,600
Capital Outlay
8,125
3,700
8;200
Construction Project
17,759
Total
581,363
647,788
616,200
639,400
OTHER
41 Transfers Out/Contingency
-
1,575,000
26,900
40,000
TOTAL GENERAL FUND EXPENDITURES
Personal Services
15,615,787
17,096,527
18,432,000
18,467,000
Parts and Supplies
1,310,005
1,495,108
1,399,900
1,628,000
Services and Other Charges
3,566,775
4,014,815
- 3,867,300
4,959,800
Construction Projects
-
17,759
-
Capital Outlay
195,219
259,346
272,400
228,600
Merchandise for Resale
10,397
23,003
19,000
30,800
Transfers Out/Contingency
1.575.000
26.900
40.000
TOTAL
20.698.183
24.481.558
24.017.500
25.354.200
double check 20,698,183 24,481,558 24,017,500 25,354,200
31
9.2%
38.9%
0.9%
3.8%
200.0%
13.6%
8.0%
4.2%
25.7%
-0.1%
121.6%
3.8%
48.7%
0.2%
16.3%
28.2%
-16.1%
62.1%
48.7%
5.6%
125,500
48,100
79,400
(3,200)
249,800
'27,300
11,400
300
1,700
15,000
55,700
305,500
7,400
11,500
(200)
23,200
13,100
35,000
228,100
1,092,500
(43,800)
11,800
13,100
1,336,700
•
This page left intentionally blank.
•
•
32
•
•
2007 Proposed Budget
DEPARTMENTAL
BUDGETS
33
Operating Budget
4_ City of EaPo 2007 Proposed Budget Operating Budget
Mayor & City Council (01) •
Responsible Manager: Mayor & City Council
PURPOSE & DESCRIPTION
The purpose of the Mayor and City Council is to: Expenditures as %of the General FundMayor &
• Provide for the legislative and policy-making council
activities of the City's government 0.50%
• Provide for the planning and control of
municipal expenditures through the
adoption of an annual budget
• Provide for the generation of revenue
through the levying of taxes, fees, and rate
structures
• Provide a forum for citizen input into the
policy process through public hearings,
advisory commissions, public testimony, and civic and community groups
The Mayor and City Council are responsible for the following functions:
• Participate in regular City Council meetings on the 1 st and 3rd Tuesday of the month, as well as monthly
Council workshops as needed
• Serve on City Council Committees that make recommendations to the City Council as a whole
• Represent the City on various boards and Commissions pertaining to local government
PERFORMANCE INDICATORS
the Council each year
34
0
2005
2006
2007
Description
Actual
Budget
Proposed
Number of regular and special City Council meetings held annually
39
39
39
Number of Council Committee meetings held annually
13
15
15
Percentage of City advisory commissions that met in a joint meeting with
80%
100%
100%
the Council each year
34
0
CO Of ke 2007 Proposed Budget Operating p g Ope at ng Budget
i Mayor & City Council (01)
Responsible Manager: Mayor & City Council
Expenditures- by Category
Parts & Services &
Supplies Other
0.08% Charges
33.02%
Personal
Services
6i
66.90%
Financial Impact: Current year increase is $1,100
Service Level Impact: None
HIGHLIGHTS & CHANGES
Overview: The Mayor and City Council budget
shows an increase of $5,600, or 4.6%, due in large
part to inflationary increases associated with liability
insurance and health insurance costs
Hiahliaht/Chanae 1: Health 'Insurance costs are
budgeted to increase 15%
Financial Impact: Current year increase is $4,200
Service Level Impact: None
Hiahliaht/Chanae 2: Liability insurance costs are
budgeted to increase 5%
EXPENDITURE SUMMARY
Expenditure
Actual
2004.
Actual
2005
Budget
2006
Proposed
2007
Personal Services
$ 69,482
$ 75,333
$ 80,800
85,300
Parts and Supplies
22
-
100
100
Services and Other Charges
38,876
37,243
41,000
42,100
Total
$ 108,380
$ 112,576
$ 121,900
$ 127,500
•
35
Of 2007 Proposed Budget Operating Budget
Mayor & City Council (01)
Responsible Manager: Mayor & City Council
LINE ITEM DETAIL
TOTAL MAYOR & CITY COUNCIL
$108,380
$ 112,576 $ 121,900 $ 127,500
4.59%
0
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
35,764
$
37,134
$
37,000
$
37,000
6144 FICA
2,130
2,084
2,800
2,800
6146 PERA-DCP
997
1,035
1,000
1,000
6151 HEALTH INSURANCE
30,264
34,731
39,900
44,100
6152 LIFE INSURANCE
81
80
-
-
6154 DISABILITY -LONG TERM
114
124
-
-
6155 WORKERS COMPENSATION
132
145
100
400
PERSONAL SERVICES
$
69,482
$
75,333
$
80,800
$
85,300
PARTS & SUPPLIES .
6210 OFFICE SUPPLIES
$
22
$
-
$
-
$
-
6215 REFERENCE MATERIALS
-
-
100
100
PARTS & SUPPLIES
$
22
$
-
$
100
$
100
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO/PARKING
$
-
$
10
$
100
$
100
6355 CELLULAR TELEPHONE SERVICE
376
-
500
-
6385 INSURANCE
29,100
24,700
22,900
24,000
6475 MISCELLANEOUS
257
232
-
200
6476 CONFERENCES AND SCHOOLS
3,979
7,958
13,400
13,500
6477 LOCAL MEETING EXPENSES
5,164
4,343
4,100
4,300
SERVICES & OTHER CHARGES
$
38,876
$
37,243
$
41,000
$
42,100
TOTAL MAYOR & CITY COUNCIL
$108,380
$ 112,576 $ 121,900 $ 127,500
4.59%
0
•
•
•
41�Mdkm 2007 Proposed Budget Operating Budget
This page left blank intentionally
37
(al Of laps 2007 Proposed Budget Operating Budget
p g g
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration Department is to:
• Ensure the execution of policies and
direction of the Eagan City Council
• Provide administrative leadership for day-to-
day operations
• Coordinate the various municipal functions
and provide administrative support as
required
Expenditures as %of the General Fund
Admin.
1.91%
The Administration Department is responsible for
the following functions:
• Respond to inquiries and requests of the City Council
• Oversee Department Heads and ensure departments are working in coordination with one another toward
a common goal
• Complete administrative activities not unique to—and, therefore, not assignable to—other operating
departments or divisions
• Prepare weekly Council packets and other communications to the City Council and the City's organization
as a whole
• Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
PERFORMANCE INDICATORS
•
r:
0
2005
2006
2007
Description
Actual
Budget
Proposed
Number of City Council meetings and workshops held annually.
39
39
39
Percentage of airport noise complaints (telephone calls and e-mails)
responded to within 24 business hours
96%
97%
99%
Percentage of citizens rating quality of life in Eagan as excellent or good.
(note: biannual survey)
95%
N/A
96%
•
r:
0
•
•
41 0
MOW 2007 Proposed Budget Operating Budget
Expenditures by Category
Personal Parts &
Services Supplies
78.51% 0.83%
Services &
Other
Charges
20.25%
Capital
Outlay
0.41%
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
HIGHLIGHTS & CHANGES
Overview: The Administration budget shows a
decrease of $18,100, or 3.6%, due in large part to
the reduction of the Assistant to the City
Administrator position from 1.0 FTE to 0.8 FTE, and
the elimination of the Administrative Intern position
in 2007
Hiahliaht/Chanoe 1: A reduction in personnel
costs of $15,000 due to no longer employing an
Administrative Intern.
Financial Impact: Reduction of approximately
$15,000 in personal services
Service Level Impact: The previous intern provided support to all departments, and thus some work on special
projects will need to be absorbed within the departments. For example, the intern previously oversaw the work
associated with housing improvement district requests..
Hiahlioht/Chanoo 2: In 2007, the Assistant to the City Administrator position is proposed to be reduced to 32
hours (exempt)
Financial Impact: Reduction of approximately $16,000 in personal services
Service Level Impact: It is anticipated there will be very little service impact as the position will retain its existing
work load as well as its exempt status. The position will continue to attend evening meetings as necessary.
Should the reduction in hours result in a loss of work product, the City has retained the right to require the position
to resume its 40 hour FTE status.
Hiahliaht/Chanae 3: Installation of Interpretive Sign at 1914 Town Hall at a cost of $600 (much like the sign
installed in 2006 at Thresher Fields).
Financial Impact: Increase of $600
Service Level Impact: None
EXPENDITURE SUMMARY
30
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 503,620
$ 401,054
$ 397,700
380,000
Parts and Supplies
3,060
3,424
4,400
4,000,
Services and Other Charges
198,434
125,786
96,000
98,000
Capital Outlay
167
2,012
4,000
2,000
Total
$ 705,281
$ 532,276
$ 502,100
$ 484,000
30
Of hp 2007 Proposed Budget Operating Budget
p g
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
City Administrator
1
1
1
1
2,080
Assistant City Administrator
1
0
0
0
-
Assistant to'City Administrator
1
1
1
0.8
1,664
Administrative Secretary/Deputy Clerk
1
1
1
1
2,080
Clerical Technicians
2
1
1
1
2,080
Administrative Intern
0
0.5
0.5
0
-
Total
6
4.5
4.5
3.8
7,904
2007 WORK PLAN
Activitv
Routine
1 Council meeting and workshop preparation
2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
3 Intergovernmental, municipal, City departmental, and association meetings
4 Clerical and administrative support
5 Oversight of the City's day-to-day operations
6 Annual budget preparation
•
40
Of ] 2007 Proposed Budget Operating Budget
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
LINE ITEM DETAIL
41
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2066
2007
6110 SALARIES AND WAGES -REGULAR
$
406,866
$
320,897
$
304,800
$
302,800
6112 OVERTIME -REGULAR
3,665
2,955
2,000
-
6130 SALARIES AND WAGES -TEMPORARY
-
-
15,000
-
6142. PERA-COORDINATED
22,679
17,614
19,300
18,900
6144 FICA
28,095
21,270
21,800
20,200
6151 HEALTH INSURANCE
38,145
34,738
32,300
35,600
6152 LIFE INSURANCE
651
517
-
-
6154 DISABILITY- LONG TERM
1,214
1,003
-
-
6155 WORKERS COMPENSATION
2,305
2,060
2,500
2,500
PERSONAL SERVICES
$
503,620
$
401,054
$
397,700
$
380,000
PARTS &SUPPLIES
6210 OFFICE SUPPLIES
$
2,097
$
2,115
$
3,000
$
2,800
6211 OFFICE PRINTED MATERIAL(FORMS
-
-
100
100
6212 OFFICE SMALL EQUIPMENT
89
652
400
400
6215 REFERENCE MATERIALS
416
344
300
300
6220 OPERATING SUPPLIES -GENERAL
458
206
500.
400
6221 FILM & FILM PROCESSING
-
-
100
-
6230 REPAIR/MTN SUPPLIES - GENERAL
-
107
-
-
PARTS & SUPPLIES
$
3,060
$
3,424
$
4,400
$
4,000
SERVICES & OTHER CHARGES
631.0 PROFESSIONAL SERVICES -GENERAL
$
62,895
$
44,130
$
5,100
$
5,100
6318 MEDICAL SERVICES -PHYSICAL EXAM
10,260
-
-
-
6319 MEDICAL SERVICES -OTHER
595
-
-
-
6346 POSTAGE
1,525
-
-
-
6347 TELEPHONE SERVICE & LINE CHG
-
-
100
-
6348 MATRIX SERVICE - REPAIR
170
-
-
-
6353 PERSONAL AUTO/PARKING
8,085
8,357
8,900
9,300
6355 CELLULAR TELEPHONE SERVICE
1,208
703
1,000.
800
6357 GENERAL ADVERTISING
500
-
400
400
6358 EMPLOYMENT ADVERTISING
32,289
-
-
-
6370 GENERAL PRINTING AND BINDING
1,125
-
600
400
6385 INSURANCE
7,800
4,600
5,300
5,600
6475 MISCELLANEOUS
2,110
692
1,000
1,000
6476 CONFERENCES AND SCHOOLS
9,252
6,312
6,500
6,900
.6477 'LOCAL MEETING EXPENSES
4,688
2,871
4,600
4,800
6479 DUES AND SUBSCRIPTIONS
41,661
44,386
46,000
47,300
6496 HISTORICAL SOCIETY
931
985
1,500
1,900
6535 OTHER CONTRACTUAL SERVICES
13,340
12,750
13,800
14,500
6561 TEMPORARY HELP --CLERICAL
-
-
1,200
-
SERVICES & OTHER CHARGES
$
198,434
$
125,786
$
96,000
$
98,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$
167
$
2,012
$
4,000
$
2,000
CAPITAL OUTLAY
$
167
$
2,012
$
4,000
$
2,000
TOTAL ADMINISTRATION
$
705,281
$
532,276
$
502,100
$
484,000
-3.60%
41
41, CRY
Of hp 2007 Proposed Budget Operating Budget
P g
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
PURPOSE &DESCRIPTION
The purpose of the IT Department is to:
• Provide technology support for the City's
Local and Wide Area Network operations
• Develop and implement city-wide IT policies
and procedures
• Provide technology support for the City's
desktop and mobile hardware .
• Provide support for all City software
applications.
• Provide support for City's Communication
S t h d d ft.,
Expenditures as %of the General Fund
yS ems ar ware an So are
• Recognize and recommend new developments in technology
• Establish standards for efficient operation of staffs IT tools to maintain high quality of service with minimal
downtime
The IT Department is responsible for the following functions:
• Recommend, purchase, install and provide technical support, maintenance and security for the City's
Local and Wide Area Network operations and all of its components
• Recommend, purchase, install and provide technical. support for desktop and mobile computer hardware
and software applications
• Provide support for telephone/voicemail software and hardware
• Recommend, purchase, install and support the City's low -voltage wiring infrastructure
• Maintain WAN backup system
• Conduct research and recommend new or improved technology systems
PERFORMANCE INDICATORS
42
•
•
0
2005
2006
2007
Description
Actual
Budget
Proposed
City PCs maintained
250
262
270
Work orders processed
2,070
TBD
TBD
PCs replaced per year
N/A
TBD
TBD
Non-LOGIS software applications supported
66
79
TBD
Printers maintained
95
100
TBD
Spam emails deleted before arriving at City, average per month
N/A
122,046
TBD
Spam emails quarantined, average per day
400
1,000
TBD
LOGIS software applications supported
13
14
TBD
Gigabytes of server storage
1,327
2,555
TBD
Average gigabytes supported (PC support)
N/A
15,720
TBD
42
•
•
0
:7
0
0
Of hF 2007 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
HIGHLIGHTS & CHANGES
Overview: The proposed IT budget is up $81,400,
or 7.7%, in 2007.
Hlahliaht/Chanae 1: Maintenance contract/soft-
ware licensing costs with four different providers are
up 30% in total.
Financial Impact: Total increase for the four
providers is $23,000. Microsoft licensing increased
from $40,000 to $48,000; Matrix (telephone
maintenance) increased from $25,300 to $31,000;
ArcView (GIS) increased from $5,000 to $12,000;
and voicemail maintenance increased from $7,700
to $12,000.
Service Level Impact: An additonal 12 PCs were added to the Microsoft licensing agreement for support.
Hisahlisaht/Chanae 2: LOGIS has strongly encouraged all its member cities to periodically undergo a full
vulnerability assessment, known as a security audit. Audits were performed on many LOGIS cities in 2006;
Eagan is hoping to have an audit in 2007.
Financial Impact: $12,000 in 2007
Service Level Impact: The audit will help prevent unnecessary business interruption and unauthorized and/or
inappropriate access, assisting the City in achieving a more secure technical environment for its systems and
network. Such security audits will be conducted every few years.
Hisahlioht/Chanae 3: IT -related DCC start-up costs (outside of those billed by DCC) are budgeted in the current
year.
Financial Impact: $10,000 for 2007 only, nothing in'subsequent years. Nothing was budgeted in 2006.
Service Level Impact: Costs are necessary to complete the transition to DCC operations.
Hisahliaht/Chanae 4: Police is proposing the purchase of identity management software that allows staff to enter
a single ID and password and have access to multiple State, County and other jurisdiction software applications.
Financial Impact: $7,000 in 2007
Service Level Impact: This single sign -on software will increase Police staffs efficiency in accessing the various
software databases necessary in their work.
EXPENDITURE SUMMARY
Expenditures by Category
Actual
Budget
Capital
Expenditure
Services &
Outlay
2006
Other
1.64%
$ 222,255
Charges
$ 276,000
Personal
69.32%
30,150
Services
29,000
41,500
25.41%
655,271
850,679
Parts &
791,200
Capital Outlay
Supplies
7,455
6,800
3.64%
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
HIGHLIGHTS & CHANGES
Overview: The proposed IT budget is up $81,400,
or 7.7%, in 2007.
Hlahliaht/Chanae 1: Maintenance contract/soft-
ware licensing costs with four different providers are
up 30% in total.
Financial Impact: Total increase for the four
providers is $23,000. Microsoft licensing increased
from $40,000 to $48,000; Matrix (telephone
maintenance) increased from $25,300 to $31,000;
ArcView (GIS) increased from $5,000 to $12,000;
and voicemail maintenance increased from $7,700
to $12,000.
Service Level Impact: An additonal 12 PCs were added to the Microsoft licensing agreement for support.
Hisahlisaht/Chanae 2: LOGIS has strongly encouraged all its member cities to periodically undergo a full
vulnerability assessment, known as a security audit. Audits were performed on many LOGIS cities in 2006;
Eagan is hoping to have an audit in 2007.
Financial Impact: $12,000 in 2007
Service Level Impact: The audit will help prevent unnecessary business interruption and unauthorized and/or
inappropriate access, assisting the City in achieving a more secure technical environment for its systems and
network. Such security audits will be conducted every few years.
Hisahlioht/Chanae 3: IT -related DCC start-up costs (outside of those billed by DCC) are budgeted in the current
year.
Financial Impact: $10,000 for 2007 only, nothing in'subsequent years. Nothing was budgeted in 2006.
Service Level Impact: Costs are necessary to complete the transition to DCC operations.
Hisahliaht/Chanae 4: Police is proposing the purchase of identity management software that allows staff to enter
a single ID and password and have access to multiple State, County and other jurisdiction software applications.
Financial Impact: $7,000 in 2007
Service Level Impact: This single sign -on software will increase Police staffs efficiency in accessing the various
software databases necessary in their work.
EXPENDITURE SUMMARY
43
Actual
Actual
Budget
Proposed
Expenditure
2004.
2005
2006
2007
Personal Services
$ 222,255
$ 249,781
$ 276,000
$ 290,000
Parts and Supplies
30,150
27,740
29,000
41,500
Services and Other Charges
655,271
850,679
748,200
791,200
Capital Outlay
-
7,455
6,800
18,700
Total
$ 907,676
$1,135,655
$ 1,060,000
$1,141,400
43
aq Of No 2007 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
IT Coordinator
1
1
1
1
2,080
IT Specialist
2
2
2
2
4,160
Total
3
3
3
3
6,240
2007 WORK PLAN
Activit
Routine
1 Develop IT policies and procedures
2 Research and recommend new technologies
3 Establish IT goals, objectives, standards and controls
4 Troubleshoot hardware/software system and telephone/voicemail problems
5 Maintain LAN backups and recovery and security systems
6 Purchase hardware/software, supplies and licensing
7 Coordinate projects with LOGIS
8 Maintain network and user accounts
9 Design and implement network wiring infrastructure
10 Maintain relationships/memberships with intergovernmental agencies
•
•
44
Of 2007 Pro 'Osed Budget Operating Budget
41 k
CRY D0�" A 9 A 9 9
Information Technologies (03)
Responsible Manager: Kristi Peterson, IT Coordinator
LINE ITEM DETAIL
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGSIEQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
•
$ - $ 655 $ - $ 8,000
6,800 6,800 10,700
$ - $ 7,455 $ 6,800 $ 18,700
$ 907,676 $ 1,135,655 $ 1,060,000 $ 1,141,400
7.68%
45
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
180,221
$
193,455
$
211,800
$
225,300
6112 OVERTIME -REGULAR
1,807
4,198
3,000
4,000
6130 SALARIES AND WAGES -TEMP
-
-
-
-
6142 PERA COORDINATED
10,174
11,081
12,900
14,300
6144 FICA
13,105
14,277
16,400
17,500
6151 HEALTH INSURANCE
15,164
24,711
30,700
27,600
6152 LIFE INSURANCE
338
366
-
-
6154 DISABILITY- LONG TERM
600
712
-
-
6155 WORKERS COMPENSATION
846
981
1,200
1,300
TOTAL PERSONAL SERVICES
$
222,255
$
249,781
$
276,000
$
290,000
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$
17,056
$
16,592
$
14,000
$
17,000
6224 CLOTHING/PERSONAL EQUIPMENT
-
110
200
6230 REPAIR/MAINTENANCE SUPP-GENL
9,197
10,969
12,000
12,000
6270 COMPUTER SOFTWARE
3,897
69
3,000
12,300
PARTS & SUPPLIES
$
30,150
$
27,740
$
29;000
$
41,500
SERVICES & OTHER CHARGES
PROFESSIONAL SERVICES -GENERAL
$
$
$
96,500
$
96,500-
•6310
6330 DCC STARTUP COSTS
_
10,000
6346 POSTAGE
-
90
-
-
6347 TELEPHONE SERVICE & LINE CHG
-
-
1,900
500
6348 MATRIX SERVICE AND REPAIR
420
635
1,000
1,000
.6349 TELEPROCESSING EQUIPMENT
-
1,890
-
6350 LOGIS IT SERVICES
531,649
620,330
467,300
480,000
6351 PAGER SERVICE FEES
222
68
100
100
6352 TELEPHONE CIRCUITS
27,165
26,774
261500
27,000
6353 PERSONAL AUTO/PARKING
1,199
1,700
1,000
1,500
6355 CELLULAR TELEPHONE SERVICE
769
1,059
1,500
600
6360 DAKOTA COUNTY CJIIN PARTNERSHIP
-
36,609
-
6385 INSURANCE
6,700
6,200
6,000
6,300
6476 CONFERENCES AND SCHOOLS
1,233
2,573
5,000
5,000
6477 LOCAL MEETING EXPENSES
-
-
100
100
6478 TUITION AND BOOK REIMBURSEMENT
3,000
-
-
-
6535 OTHER CONTRACTUAL SERVICES
-
4,535
-
-
6567 CONTRACTUAL PROGRAMMING/DP
1,070
3,642
8,000
8,000
6569 MAINTENANCE CONTRACTS
81,844
144,574
133,300
154,600
SERVICES & OTHER CHARGES
$
655,271
$
850,679
$
748,200
$
791,200
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGSIEQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
•
$ - $ 655 $ - $ 8,000
6,800 6,800 10,700
$ - $ 7,455 $ 6,800 $ 18,700
$ 907,676 $ 1,135,655 $ 1,060,000 $ 1,141,400
7.68%
45
MY Of IF 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is to:
• Conduct elections
• Execute official documents and maintain
official records of the City
• Oversee issuance of personal and business
licenses as required by City Code
• Oversee City purchasing
The City Clerk Department is responsible for the
following functions:
• Provide for maintenance and execution of
Expenditures as %of the General Fund
procedures for voter registration
• Coordinate purchases through co-op ventures and vendor selection
• Prepare, execute, and maintain official City records
• Prepare and post official notices
• Record and maintain minutes of Council and Commission/Committee meetings
• Provide public information on ordinances, contracts and policies
• Issue and renew business licenses
• Oversee risk management programs
• Coordinate the City's safety program
PERFORMANCE INDICATORS
46
0
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Registered voters in City
N/A
45,000
N/A
Voter turnout
N/A
75%
N/A
Dangerous dog hearings
15
8
7
Insurance claims processed
63
55
50
Licenses (all types) issued
292
292
292
Pages of documents imaged
N/A
35,000
70,000
46
0
•
•
•
Of 2007 ProA 9 Operating 9 osed Budget O eratin Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
Expenditures by Category
Personal Parts &
Services Supplies
89.56% 0.13%
Services &
Other
Charges
Capital 9.34%
Outlay
0.96%
HIGHLIGHTS & CHANGES
Overview: The City Clerk budget is down $65,900,
or 22.3%, as 2007 is a non -election year. Factoring
the election out of the 2006 budget, the 2007
proposal is up 2.2% over 2006.
Hichliaht/Chanae 1: Decrease in election -related
costs as elections are held only in even -numbered
years. '
Financial Impact: $72,500 total for election judges
and supplies.
Service Level Impact: None.
Hiahliaht/Chance 2: HAVA-compliant voting equipment is now mandated for the disabled voter.
Financial Impact: Additional equipment maintenance cost of $1,400. The Help, America Vote Act (NAVA)
enhancements will add about $50 per machine per year to the maintenance costs. The equipment itself was
purchased by Dakota County with Federal grant funds; however, annual equipment maintenance contract costs
are paid by the City.
Service Level Impact: Access for disabled voters is enhanced.
Hiahlicht/Chanas 3: Publication costs for legal notices are reduced.
Financial Impact: $2,600 budget reduction. The budget is adjusted to reflect actual 2005 expenditures. Costs
vary with the number of legal notices required per year.
Service Level Impact: None.
EXPENDITURE SUMMARY
47
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 277,228
$ 208,694
$ 266,900
$ 205,100
Parts and Supplies
3,361
239
3,300
300
Services and Other Charges
23,745
15,686
23,200
21,400
Capital Outlay
-
1,266
1,500
2,200
Total
$ 304,334
$ 225,885
$ 294,900
$ 229,000
47
40'morhp 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
City Clerk
1
1
1
1
2,080
Clerical Technician
1
1
0.75
0.75
1,560
Receptionist
1.5
1.5
1.5
1.5
3,120
Total
3.5
3.5
3.25
3.25
6,760
2007 WORK PLAN
Activitv
Routine
1 Risk Management
2 Licensing
3 Purchasing
4 Safety Coordination
5 Annual Budget Preparation
6 Clerical and Administrative Support
48
•
:7
•
4110'
MY Of B� 2007 Proposed Budget Operating Budget
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
LINE ITEM DETAIL
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6220 OPERATING SUPPLIES -GENERAL
6225 ELECTION SUPPLIES
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES'
SERVICES & OTHER CHARGES
6348 MATRIX SERVICE -REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES, TRAINING, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
CAPITAL OUTLAY
TOTAL CITY CLERK
$ 890
171
2,300
$ 3,361
295
384
105
18,622
1,800
25
374
36
35
2,069
$ 136 $
3
100
$ 239
208
.9,917
1,300
968
198
3,095
$ 23,745 $ 15,686
300 $ 300
3,000 -
$ 3,300 $ 300
200 200
13,600
1,400
1,000
1,300
100
3,000
2,600
$ 23,200
11,000
1,500
100
1,500
100
3,000
4,000
$. 21,400
$ - $ 1,266 $ 1,500 $ 2,200
$ - $ 1,266 $ 1,500 ' $ 2,200
$ 304,334 $ 225,885 $ 294,900 $ 229,000
-22.35%
49
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ 154,045
$ 165,212
$ 150,000
$ 156,500
6112 OVERTIME -REGULAR
3,859
-
4,000
-
6130 SALARIES AND WAGES -TEMPORARY
73,632
-
60,000
-
6131 OVERTIME -TEMPORARY
3,524
-
-
-
6142 PERA COORDINATED
9,023
9,136
12,800
9,800
6144 FICA
11,932
10,225
16,400
12,000
6151 HEALTH INSURANCE
19,824
22,665
22,800
25,900
6152 LIFE INSURANCE
203
212
-
-
6154 DISABILITY -LONG-TERM
377
414
-
-
6155 WORKERS COMPENSATION
809
830
900
900
PERSONAL SERVICES
$ 277,228
$ 208,694
$ 266,900
$ 205,100
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6220 OPERATING SUPPLIES -GENERAL
6225 ELECTION SUPPLIES
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES'
SERVICES & OTHER CHARGES
6348 MATRIX SERVICE -REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES, TRAINING, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
CAPITAL OUTLAY
TOTAL CITY CLERK
$ 890
171
2,300
$ 3,361
295
384
105
18,622
1,800
25
374
36
35
2,069
$ 136 $
3
100
$ 239
208
.9,917
1,300
968
198
3,095
$ 23,745 $ 15,686
300 $ 300
3,000 -
$ 3,300 $ 300
200 200
13,600
1,400
1,000
1,300
100
3,000
2,600
$ 23,200
11,000
1,500
100
1,500
100
3,000
4,000
$. 21,400
$ - $ 1,266 $ 1,500 $ 2,200
$ - $ 1,266 $ 1,500 ' $ 2,200
$ 304,334 $ 225,885 $ 294,900 $ 229,000
-22.35%
49
Of 2007 Prop9 Operating g osed Budget O eratin Bud et
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
PURPOSE & DESCRIPTION
The purpose of the Administrative Services
Finance Department is to:
• Manage and safeguard the City's financial
assets
• Provide timely and accurate financial
information to aid management in making
decisions about the City's operations
• Communicate financial plans and financial
results to the City's various stakeholders via
financial reports
Expenditures as %of the General Fund
Finance
3.77%
The Administrative.Services - Finance Department is responsible for the following functions:
• Accounting and financial reporting
• Budgeting
• Accounts payable
• Payroll
• Utility Billing
• Cash receipting and investment management
• Debt management
PERFORMANCE INDICATORS
2005
2006
2007
Description
Actual
Budget
Proposed
Moody's credit rating
Aa1
Aa1
Aa1
Standard & Poors credit rating
AA
AA+
AA+
Average rate of return on investments
3.3%
4.0%
4.0%
Vendor checks issued
79744
7,800
7,800
Payroll checks/direct deposit issued
12,150
12,150
12,1.50
Percent of paychecks paid as direct deposit
68%
70%
80%
Utility accounts serviced
19,423
19,600
19,750
•
50
•
400, 04
Of hp 2007 Proposed Budget Operating Budget
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
Expenditures by Category
Parts &
Personal Supplies
Services 2.80% Services &
87.840% Other
Charges
9.06%
Capital
Outlay
0.31%
HIGHLIGHTS & CHANGES
Overview: The Administrative Services—Finance
Division's proposed budget totals $955,200, up
$54,800, or 6.1 %, from the 2006 budget.
Hiahliaht/Chanae 1: Adding 0.25 FTE to the
existing 0.75 Accountant II position, restoring the
position to full-time, is proposed. In 2001, at the
employee's request, the position was reduced from
FT to .75. Since the opening of ECC, the existing
accounting staff has taken on more tasks, including
additional work brought about by the recent
implementation of new point-of-sale systems at the
Civic Arena and ECC. Furthermore, preparation of a reformatted budget book, serving as a comprehensive
planning, policy, and communications tool, will require additional accounting staff time.
Financial Impact: $20,300 in the current year, and the same amount (with inflationary increases) annually going
forward
Service Level Impact: At present, tasks/projects are not being addressed as promptly as staff or customers may
expect due to resource limitations. These tasks/projects include electronic timesheet implementation, creating
and utilizing databases to increase efficiency, in-depth budget analysis, and others. Adding .25 FTE should
enable staff to tackle some such tasks/projects in a timelier manner.
EXPENDITURE SUMMARY
51
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services.
$ 654,853
$ 697,559
$ 789,200
$ 839,000
Parts and Supplies
27,039
25,604
25,600
26,700
Services and Other Charges
85,909
92,836
79,500
86,500
Capital Outlay
145
5,929
6,100
3,000
Total
$ 767,946
$ 821,928
$ 900,400
$ 955,200
51
'04'
04 Of ke 2007 Proposed Budget Operating Budget
P g
Administrative Services—Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Administrative Services
1
1
1
1
2,080
Chief Financial Officer
1
1
1
1
2,080
Accountant II
1
0.75
0.75
1
2,080
Accountant 1
2
3
3
3
6,240
Accounting Clerk - Accounts Payable
1
1
1
1
2,080
Accounting Clerk - Payroll
1
1
1
1
2,080
Accounting Clerk - Utility Billing
1
1
1
1
2,080
Accounting Clerk - UB/Special Assessments
1
1
1
1
2,080
Total
9
9.75
9.75
10
20,800
2007 WORK PLAN
Activitv
Routine
1 Administrative/supervision
2 Preparation of budget/CIP
3 Preparation for audit and completion of annual report
4 Dakota County Drug Task. Force accounting •
5 Special assessment accounting
6 Other general accounting and reporting
7 Water/sewer utility billing
8 Payroll processing
9 Purchasing/accounts payable processing
10 Investment/debt management
11 Preparation of new budget format/budget book
12 Utility billing system conversion
•
52
atyd hp 2007 Proposed Budget Operating Budget
Administrative Services -Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
LINE ITEM DETAIL
53
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ 525,002
$
556,636
$
616,300
$
650,800
6112 OVERTIME -REGULAR f
4,710
.2,268
5,000
5,000
6130 SALARIES AND WAGES -TEMP I
-
-
-
-
6142 PERA-COORDINATED
29,189
30,919
37,300
41,000
6144 FICA
36,077
38,735
45,600
48,400
6151 HEALTH INSURANCE
54,688
63,229
81,400
89,.900
6152 LIFE INSURANCE
955
1,031
-
-
6154 DISABILITY - LONG TERM
1,787
1,991
-
-
6155 WORKERS COMPENSATION
2,445
.2,750
3,600
3,900
PERSONAL SERVICES
$ 654,853
$
697,559
$.
789,200
$
839,000
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$ 21,476
$
21,428
$
21,000
$
22,500
6215 REFERENCE MATERIALS
117
294
200
400
6220 OPERATING SUPPLIES -GENERAL
4,570
3,082
3,500
3,000
6232 SMALL EQUIPMENT REPAIR PARTS
75
-
100
-
6270 COMPUTER SOFTWARE
801
800
800
800
PARTS & SUPPLIES
$ 27,039
$
25,604
$
25,600
$
26,700
SERVICES & OTHER CHARGES
6314 AUDITING
$ 10,800
$
18,200
$
15,200
$
20,300
6315 FINANCIAL NON AUDIT
9,248
15,345
-
-
6346 POSTAGE
11,495
13,656
12,300
13,500
6347 TELEPHONE SERVICE & LINE CHG
11,600
7,235
10,900
11,700
6348 MATRIX SERVICE -REPAIR
-
170
-
200
6353 PERSONAL AUTO/PARKING
3,898
4,279
4,300
4,400
6355 CELLULAR TELEPHONE SERVICE
204
103
100
100
6370 GENERAL PRINTING AND BINDING
559
699
700
400
6385 INSURANCE
9,800
7,100
8,600
8,900
6426 SMALL EQUIPMENT REPAIR -LABOR
-
372
-
200
6457 MACHINERY AND EQUIP RENT
5,281
8,769
8,800
8,800
6475 MISCELLANEOUS
7,395
6,919
6,100
6,700
6476 CONFERENCES AND SCHOOLS
2,485
2,841
4,500
5,100
6477 LOCAL MEETING EXPENSES
1,288
155
200
300
6479 DUES AND SUBSCRIPTIONS
1,697
2,036
1,700
1,700
6493 DAKOTA COUNTY SPECIAL ASSESSMENT FEES
32
3
-
-
6535 OTHER CONTRACTUAL SERVICES
678
-
-
-
6569 MAINTENANCE CONTRACTS
9,449
4,954
6,100
4,200
SERVICES & OTHER CHARGES
$ 85,909
$
92,836
$
79,500
$
86,500
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$ 145
$
5,929
$
6,100
$
3,000
CAPITAL OUTLAY
$ 145
$
5,929
$
6,100
$
3,000
TOTAL FINANCE
$ 767,946
$
821,928
$
900;400
$
955,200
•
6.09%
53
(al of hp 2007 Proposed Budget Operating Budget
Legal Services (06) 0
PURPOSE & DESCRIPTION
The purpose Legal Services is to:
• Provide legal counsel to the City Council
and staff
• Provide prosecution services in charges
against perpetrators
• Provide counsel to Human Resources on
labor and personnel issues
The Legal Department is responsible for the
following functions:
• Provide legal representation to City in the
Expenditures as %of the General Fund
51�,Aloj
doe
prosecution or defense of all proceedings in which the City is a party
• Review ordinances, resolutions, contracts and other legal documents
• Provide coordination. with outside legal counsel
• Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
Number of civil
Number of court appearances by City prosecutors.following arraignments
54
2005 2006 2007
Actual Budget Propos
2,900
3,000
0
0
0
0
orip 2007 Proposed Budget Operating Budget
Legal Services (06)
Expenditures by Category
HIGHLIGHTS & CHANGES
Overview: The proposed legal services budget is up
$57,300, or 14.3%.
Hinhilaht/Chande 1: General civil legal services
are proposed to increase by 39% over last year's
budget. As the City follows the City Attorney's
advice to allocate more resources to up -front legal
review, it is expected the City will eventually realize
a net savings through reduced litigation costs;
however, it may be awhile before the City is able to
start realizing.such savings.
Financial Impact: Total budget increase of $63,300. $58,600 of the increase is a function both of the 2006
budget estimate being too conservative and a higher utilization of the City attorney's services; $4,700 is due to a
proposed 3% rate increase.
Service. Level Impact: Costs, of more preventive -type civil legal services will hopefully be recovered through
reduced litigation and/or judgment costs.
Hiahliaht/Channe 2: The budget for "Other" (primarily unforeseen) legal expenditures is' increased. Examples
from the recent past include the MAC lawsuit and a significant personnel issue requiring work from our labor
attorney as well as outside counsel.
Financial Impact: $30,000 over the 2006 amount, although nothing specific is anticipated at this time for 2007.
The revised figure better reflects actual expenditures.
Service Level Impact: None
Hiahliaht/Chanue 3: Prosecution services are down $36,000, bringing the number more in line with actual
expenditures over the past two years.
Financial Impact: Since prosecution fees/revenues offset prosecution expenses, no financial impact results to
the City.
Service Level Impact: None
EXPENQITURE SUMMARY
Actual Actual Budget Proposed
Breakdown:
•
Civil 169,149
234,984
Prosecution 160,725
175,474
Other 57,625
68,046
$ 387,499
$ 478,504
55
161,700
214,000
25,000
$ 400,700
225,000
178,000
55,000
$ 458,000
City 0f hp 2007 Proposed Budget Operating Budget
Community Development- Planning (07)
Responsible Manager: Mike Ridley, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development—
Planning Department is to:
• Coordinate development review process
and interaction with residential, commercial
and industrial developers and the public
• Perform long range planning activities to
guide the physical development of the City
• Supervise the regulation of zoning and land
use requirements set by the City Code
• Manage Geographic Information Systems
data and reports for multiple City functions
Expenditures as %of the General Fund
F Comm Dev --
Planning/ED
3.44%
;;ham
• Coordinate economic development, redevelopment and housing finance activities in the City
• Manage special studies, projects and data analysis for development and redevelopment
• Provide adequate support/coverage for information requests from a variety of customers
The Community Development—Planning Department is responsible for the following functions:
• Perform development application review and coordinate staff report preparation for Commission/Council
review of land use, zoning and subdivision applications
• Maintain/Update Comprehensive Land Use Plan and Subdivision and Zoning Code
• Provide education and enforcement of zoning and land use regulations
• Develop GIS applications for department and provide multi -department GIS support
• Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses
in the community and to maintain, revitalize and redevelop specific areas of the City as appropriate
• Participate and/or staff Task Forces and coordinate special studies
• Manage cold phone/counter calls from residents, realtors, developers, etc
PERFORMANCE INDICATORS
M
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Subdivision & Platting related applications
38
40
40
Zoning Enforcement Cases
822
820
820
Special Studies/Task Forces staffed
2
2
2
Rezonings/Prelim & Final PD/PD Amendment
35
35
35
CUP/IUPNariances
29
30
30
Ord Amendment/Comp Plan Amendment
12
10
10
Sign Permits
238
200
200
M
•
•
4101
My Of BBD 2007 Proposed Budget Operating Budget
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
Expenditures by Category
Parts &
Supplies
0.45%
Personal Services &
Services Other
92.45% Charges
7.10%
HIGHLIGHTS & CHANGES
Overview: The 2007 Planning budget shows an
increase of $59,500, or 7.3%, due largely to
additional activities associated with the 2008
Comprehensive Guide Plan Update (intern and
consultants). Apart from the additional allocations in
that area, the primary increased budget demands
relate to the wages and benefits of retaining the
current work force and customer service levels.
Hiahliaht/Chanae 1: Funding for the 2008
Comprehensive Guide Plan Update
Financial Impact: Additional cost of $17,500 over
the $7,500 budgeted for 2006
Service Level Impact: This will allow staff to supplement Comp Plan work with area -specific consultant
assistance
Hiahliaht/Chanue 2: The budget. reflects an increase to cover a half-time intern and a Recording Secretary for
the Advisory Planning Commission meetings.
Financial Impact: Total impact is $15,000. The intern request is increased from '/4 -time in 2006 to %s -time in
2007, an increase of $12,500; the Recording Secretary budget amount of $2,500, unfortunately, had been
inadvertently overlooked for the past several years
Service Level Impact: The service level. impact for the intern position is hard to quantify in that the intern is often
asked to perform "back burner" duties that permanent staff would accomplish when time allowed; equally as
important is providing a young planner the opportunity to experience a real-world planning operation.
The service level impact for the Recording Secretary is critical; previously, the City Attorney's office provided this
service (at a much higher fee) but found it difficult to keep minutes and dispense legal advice at the same time.
Hiahliaht/Chanae 3: _ Disbanding of the Economic Development Commission/Addition of Dakota Future
Membership. (The $6,700 Dakota Future membership is not included in the budget figures due to its late addition
as an item for consideration, but can be incorporated without impact on the overall budgettlevy by adjusting the
General Fund budget contingency down.)
Financial Impact: The budget for Economic Development activities had been proposed to be reduced by $2,000
to reflect the disbanding of the Economic Development Commission. However, the public-private economic
development partnership, Dakota Future, has requested that local governments consider formal membership in
the group at a rate of ten cents per household. Staff would propose that the allocation of $6,700 for this purpose
be covered through a combination of 2006 budgeted and 2007 proposed allocations. .
Service Level Impact: The service level for economic development activities should remain constant and
cooperative activities should be reinforced through Dakota Future membership.
EXPENDITURE SUMMARY
57
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 612,102
$ 730,990
$ 760,300
807,500
Parts and Supplies
3,072
5,726
3,200
3,900
Services and Other Charges
60,142
83,175
50,400
62,000
Capital Outlay
-
450
Total
$ 675,316
$ 820,341
$ 813,900
$ 873,400
57
City Of im 2007 Proposed Budget Operating Budget
p g
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Community Development Director
0.5
0.5
0.5
0.5
1,040
City Planner
1
1
1
1
2,080
Planners
2
2
2
2
4,160
Planning Aide
1
1
1
1
2,080
GIS Technician/Planner
1
1
1
1
2,080
Code Enforcement Technician
2
3
3
3
6,240
Office Supervisor
1
1
1
1
2,080
Total
8.5
9.5
9.5
9.5
19,760
2007 WORK PLAN
Activit
Routine
1 General Planning & Zoning Administration
2 Current Planning
3 Special Studies/Budget
4 Comprehensive Plan
5 Zoning
6 GIS Administration
7 Code Enforcement
8 Economic Development - Redevelopment
9 Technical Assistance
10 Clerical - Planning & Zoning
58
•
0
40' Cq
Of hp 2007 Proposed Budget Operating Budget
Community Development - Planning (07)
Responsible Manager: Mike Ridley,, City Planner
LINE ITEM DETAIL
Acct
PERSONAL SERVICES
Actual
2004
Actual
2005
Budget
2006
Proposed
2007
6110
SALARIES AND WAGES -REGULAR
$ 490,238
$ 571,532
$ 588,700
$ 613,600
6112
OVERTIME -REGULAR
-
-
-
-
6130
SALARIES AND WAGES -TEMPORARY
6,123
13,422
6,800
15,000
6142
,PERA-COORDINATED
26,954
31,592
35,300
38,300
6144
FICA
35,605
42,444
45,200
47,500
6151
HEALTH INSURANCE
46,711
63,949
78,500
86,700
6152
LIFE INSURANCE
917
1,070
$ 450
-
6154
DISABILITY- LONG TERM
1,705
2,079
-
6155
WORKERS COMPENSATION
3,849
4,902
5,860
6,400
PERSONAL SERVICES
$ 612,102
$ 730,990
$ 760,300
$ 807,500
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6211 OFFICE PRINTED MATERIAUFORMS
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES -GENERAL
6221 FILM.& FILM PROCESSING
6231 MOBILE EQUIP REPAIR PARTS
6235 FUEL,. LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
6312 ENGINEERING
6313 PLANNING
6346 POSTAGE
6347 TELEPHONE SERVICE & LINE CHG
6348 MATRIX SERVICE & REPAIR
6353 PERSONAL AUTO/PARKING
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRINTING AND BINDING
6385 INSURANCE
6425 MOBILE EQUIPMENT REPAIR LABOR
6426 SMALL EQUIPMENT REPAIR -LABOR
6457 MACHINERY & EQUIPMENT -RENTAL .
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6504 ECONOMIC DEVELOPMENT ACTIVITY
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
$ 2,069 $
55
78
453
65
343
9
$ 3,072
$ 18,520
18,217
4,000
425
3,626
451
51
5,400
45
2,807 $
1,000 $
1,000
257
500
400
783
400
600
78
200
200
552
400
500
49
200
100
594
200
500
606
300
600
$ 5,726 $
3,200
$ 3,900
$ 11,810 $
7,500
$ 25,000
16,983
-
-
27,431
-
-
4,547
4,500
4,500
323
500
500
-
200
100
3,932
4,000
4,000
859
500
900
-
2,500
1,000
3,900
4,300
4,500
200 100
10
-
-
-
6,076
8,248
11,600
9,600
1,170
1,969
3,000
2,400
1,859
2,676
5,000
4,800
-
30
100
100
-
-
6,000
4,000
292
467
500'
$
500
$ 60,142
$ 83,175
$ 50,400
$
62,000
$ -
$ 450
$ -
$
-
$ -
$ 450
$ -
$
-
TOTAL COMMUNITY DEV. - PLANNING $ 675,316 $ 8202341 $ 813,900 $ 873,400
7.31%
59
aq Of ku 2007 Proposed Budget Operating Budget
P g
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PURPOSE & DESCRIPTION
The purpose of the Community Development -
Inspections Department is to:
• Protect the health, safety and welfare of
designers, builders and occupants of the
built environment in Eagan.
• Verify compliance with municipal and state
building, fire, plumbing, electrical, heating,
energy and .accessibility codes
• Inform and educate residents, builders and
designers of minimum requirements and
inform them of the history of those codes
• Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary
• Identify potential improvements that can be made in codes and standards and propose changes
The Community Development — Inspections Department is responsible for the following functions:
• Review plans, specifications and support documents and request revisions, when necessary
• Collect fees directly and indirectly related to the Division
• Issue sewer/water; fire suppression, building, plumbing, mechanical, underground storage tank and
building move permits
• Schedule and perform field inspections for the above permits
• Coordinate proposed construction projects with other. Departments and other government agencies
• Respond to residents' questions and concerns regarding code interpretations and potential code
violations
PERFORMANCE INDICATORS
•
60
2005
2006
2007
Description
Actual
Budget
. Proposed
Building permits
2,010
1,600
1,700
Plumbing permits
1,114
1,100
1,100
Mechanical permits
958
750
700
Total inspections made
11,133
10,750
10,750
•
60
04 Of B� 2007 Proposed Budget Operating Budget
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
Expenditures by Category
Parts &
Actual
Supplies
Budget
2.62%
Expenditure
Personal
Services &
Services
Other
93.10%
Charges
$ 873,439
3.38%
Capital
Outlay
Parts and Supplies
0.90%
18,835
HIGHLIGHTS&. CHANGES
Overview: The Protective Inspections proposed
budget reflects a $93,000, or 9.3%, decrease from
last year due to the Fire Marshal and Fire: Inspector
being moved to the Fire Department. Factoring out
the effect of moving the two positions, the proposed
budget is up 7.6%.
Hiahliaht/Chanue 1: In conjunction with the hiring
of a FT Fire Chief, both the Fire Inspector and Fire
Marshal will. now be supervised by the Fire Chief
instead of the Chief Building official. They have
moved offices to Fire Administration.
Financial Impact: There is no overall financial impact to the General Fund. The personal services increase of
$155,600 to the Fire Department is offset by a decrease of the same amount in Protective Inspections. Expenses
related to the two positions (auto, cell phone, etc.) of $13,100 have been moved to the Fire Dept as well.
Service Level Impact: It is anticipated moving.the two positions will provide better coordination of fire inspection
needs
Hichilaht/Chanae 2: Budget for credit card fees is increased due to increased purchasing of City permits via
credit card by contractors and individuals
Financial Impact: $2,500 in 2007
Service Level Impact: No change in service level offered; purchase of City services via credit card is on the
increase.
Hiahliaht/Chance 3: New/replacement code books, and an increase in office supplies to better align budget with
historical results are proposed.
Financial Impact: $1,500 for code books; $2,800 for office supplies. A major code cycle typically occurs every
third year and reference materials must be purchased for the inspectors
Service Level Impact: Inspectors need up-to-date code books to properly perform inspections
EXPENDITURE SUMMARY
0
Actual
Actual
Budget
Proposed
Expenditure
2004
2005.
2006
2007
Personal Services
$ 800,308
$ 873,439
$ 949,900
843,800
Parts and Supplies
13,666
18,835
14,800
23,700
Services and Other Charges
31,412
27,067
28,600
30,600
Capital Outlay
7,442
6,578
6,000
8,200
Total
$ 852,828
$ 925,919
$ 999,300
$ 906,300
0
40'
M Of 11 2007 Proposed Budget Operating Budget
P g
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Community Development Director
0.5
0.5
0.5
0.5
1,040
Clerical Technicians
2
2
2.75
2.75
5,720
Chief Building Official
1
1
1
1
2,080
Senior Inspector
2
2
2
2
4,160
Inspectors
4
4
4
4
8,320
Fire Marshal
1
1
1
0
-
Fire Inspector
1
1
1
0
-
Total
11.5
11.5
12.25
10.25
21,320
2007 WORK PLAN
Activitv
Routine
1 Process permits, set up inspectors' schedules
2 Provide direction, planning; support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
62
•
•
:7
Of BBD 2007ProPosed Budget Operating Budget
Community Development - Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
LINE ITEM DETAIL
63
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
640,021
$
685,657
$
734,800
$
646,400
6112
OVERTIME -REGULAR
4,305
7,254
4,000
5,000
6130
SALARIES AND WAGES -TEMPORARY
-
-
-
-
6142
PERA-COORDINATED
35,242
38,162
44,300
40,700
6144
FICA
45,350
48,987
56,400.
49,400
6151
HEALTH INSURANCE
66,749
83,462
103,100
95,600
6152
LIFE INSURANCE
1,222
1,372
-
6154
DISABILITY - LONG TERM
2,243
2,665
-
6155
WORKERS COMPENSATION
5,176
5,880
7,300
6,700
PERSONAL SERVICES
$
800,308
$
873,439
$
949,900
$
843,800
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
1,998
$
3,610
$
1,200
$
4,000
6211
OFFICE PRINTED MATERIAL/FORMS
956
210
1,200
800
6212
OFFICE SMALL EQUIPMENT
-
318
100
300
6215
REFERENCE MATERIALS
929
419
700
2,200
6220
OPERATING SUPPLIES -GENERAL
217
-
200
200
6221
FILM & FILM PROCESSING
-
19
100
100
6224
CLOTHING/PERSONAL EQUIPMENT
1,288
1,334
1,300
1,100
6226
PUBLIC SAFETY SUPPLIES
-
377
300
400.
6231
MOBILE EQUIP REPAIR PARTS
1,454
3,294
2,000
3,000'
6232,
SMALL EQUIPMENT REPAIR PARTS
8
197
100
200
6235
FUEL, LUBRICANTS, ADDITIVES
6,816
9,047
7,500
11,300
6240
SMALL TOOLS
-
10
100
100
PARTS &.SUPPLIES
$
13,666
$
18,835
$
14,800
$
23,700
SERVICES & OTHER CHARGES
6346
POSTAGE
$
58
$
33
$
100
$
200
6347
TELEPHONE SERVICE & LINE CHG
1,127
744
1,000
800
6348
MATRIX SERVICE & REPAIR
-
-
200
200
6351
PAGER SERVICE FEES
378
316
400
300
6353
PERSONAL AUTO/PARKING
975
1,096
1,000
1,100
6355
CELLULAR TELEPHONE SERVICE
6,616
4,113
4,000
4,200
6370
GENERAL PRINTING AND BINDING
-
27
-
-
6385
INSURANCE
10,400
7,800
8,700
9,100
6475
MISCELLANEOUS
6
50
200
100
6476
CONFERENCES AND SCHOOLS
5,828
3,808
5,900
4,900
.6477
LOCAL MEETING EXPENSES
1,545
1,343
1,900
1,800
6479
DUES AND SUBSCRIPTIONS.
675
1,585
1,000
1,100
6480
LICENSES, PERMITS AND TAXES
187
7
200
200
6487
VISA/MC BANK CHARGES
. 2,866
5,568
3,500
6,000
6569
MAINT. COPY MACHINE CONTRACT
751
577
500
600
SERVICES & OTHER CHARGES
$
31,412
$
27,067
$
28,600
$
30,600
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
$
7,442
$
6,578
$
6,000
$
8,200
CAPITAL OUTLAY
$
7,442
$
6,578
$
6,000
$
8,200
TOTAL COMMUNITY DEV. - INSPECTIONS
$
852,828
$
925,919
$
999,300
$
906,300
-931%
63
111040fw
2007 Proposed Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
The purpose of the Communications Department is
to:
• Oversee city public information, public
relations and communications tools
including newsletters, Web sites,
government cable programs, marketing
pieces and press releases
• Communicate with citizens and the business
community '
• Identify emerging issues and messages
while proactively communicating with the
Operating Budget
Expenditures as %of the General Fund
Conn, nicab
ons
1.79%
media and responding to requests
• Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand
• Provide strategic communications advice and special event and marketing support to City staff, as
needed.
• Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
• Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Burnsville -Eagan
Community TV (BECT) operations, History Committee and Recycling programs
The Communications Department is responsible.for the following functions:
• Publish the bimonthly city newsletter and quarterly Eagan business newsletter.
• Maintain the content of the City Web site and Intranet
• Respond to public requests for information and specifically media requests
• Provide marketing and special event support
• Provide strategic communications advice and develop appropriate -themes, messages and materials
• Oversee ECVB, BECT, Dakota Valley Recycling, and provide staff support to the Telecommunications
Commission, Eagan Technology Working Group, 4th of July & Eagan History committees
PERFORMANCE INDICATORS
64
r�
L
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Percentage of residents who have accessed City Web site
56%
N/A
65%
Percentage of Web site visitors able to find what they were looking for
88%
N/A
90%
Issues of Experience Eagan newsletter out on time
5 of 6
In. Progress
6 of 6
Issues of Eagan Business News published on schedule
3 of 4
N/A
4 of 4
Attendance at City Services Open House
700
WA
850
64
r�
L
•
•
41,
aq Of ke 2007 Proposed Budget Operating Budget
-.Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
Expenditures by Category
Parts & Services &
Supplies Other
Charges
56.76%
Personal
Services
42.93%
HIGHLIGHTS & CHANGES
Overview: After a 2006 budget decrease of 9.9%,
the proposed 2007 budget is up $58,300, or 14.8%.
The City Council's policy has been to fund the
Communications Department's operating and capital
budgets entirely from Cable TV franchise fees.
Hiohliaht/Chanae 1: 2007 City Survey
,Financial Impact: Cost of the every -other year
survey is $25,300, or 5.1 % of the budget:
Service Level Impact: The biennial survey, last
done in 2005, will help the new Council in 2007 set
priorities and will help departments and Council. track performance indicators
Hiahliaht/Chanae 2: Showcase Eagan/City Services Open House scope broadens; budget moves from Central
Services Maintenance to Communications
Financial Impact: Event previously was budgeted at $3,100; actual 2005 cost was $3,200 when located at the
.Community Center. Event scope is broadening in 2007 to include non-profit community groups interested in
reaching new residents. To allow for recommended table skirting and additional community groups, costs will
increase by $2,700, partially offset by $1,500 in revenues from 50 community groups paying $30 each to be
present.
Service.Level Impact: This event has been in need of a new dimension. The changes, enhance outreach to new
residents, a group previous surveys indicated rated Eagan less highly. By also building interest and an audience
from community groups, city services should be seen by a larger number of attendees than in past years. This is
pegged as a one-year experiment to see if the City can bring new energy and increased attendance to this event
Hiahliaht/Chanae 3: Communications Intern (10 hours per week for 22 weeks)
Financial Impact: Proposed, at this time, for 2007 only. It would increase personnel costs by $3,400
Service Level Impact: This .would allow Communications to make significant headway loading important
information to the Intranet (policies, forms & content) while also helping create a master event calendar, organize
photo files, and systematize tracking of our performance measurement metrics. Having more information
centralized to the intranet helps document our procedures, reduces inefficiencies and should allow for using the
network I: drive as it was intended, for the temporary, exchange of files
Hiahliaht/Chanue 4: On one-year trial basis, replace Quantumart Web development consulting with City of
Eden Prairie Web development programmer available 20 hours per month. Eden Prairie is both a Quantumart
customer and a LOGIS member like Eagan and has been able to optimize its Web functionality without paying
development dollars to Quantumart.
Financial Impact: Net impact is $10,200 increase.
Service Level Impact: A major communications priority is to implement improvements to Eagan's public Web
site based on the 2006 usability study to be performed this summer and to push to expand our capabilities on the
Intranet to have secure My Information detail. EP's programmer has the specific skills we need to engage in this
work. The partnership would also further demonstrate interagency cooperation and use of resources. Eagan
does not currently have Web programmers on ,staff and could not hire one for anywhere near this price. Outside
programmers typically charge $150 an hour. LOGIS has programmers, but only for those projects the consortium
of cities agrees upon. Eagan is barely scratching the surface in terms of the power our content management
system could be delivering if we had these skill sets.
65
C4 Of ku 2007 Proposed Budget Operating Budget
Communications (09) •
Responsible Manager: Tom Garrison, Director of Communications
Hisahliaht/Chanue 6: Eagan Business News reader survey & increased design costs
Financial impact: $3,100
Service Level Impact: Eagan Business News was redesigned two years ago, and while the writing and graphics
are stronger than before, it is time to see what our business readers actually want and expect in information from
the city, and whether they are in fact reading the publication. A further benefit will be to gauge whether readers
prefer or would care if the publication were just sent to them electronically. If the reader survey is positive, this
could allow Eagan in 2007 or 2008 to eliminate nearly $7,000 in printing and postage costs and potentially reduce
design costs with an e-mail based posting.
Hisahliaht/Chanaae 7: Granicus Web streaming (Webcast Central)
Financial Impact: $3,000 as proposed to continue Web streaming service. However, Council asked what it
would cost to store videos beyond one year. This would require Media Vault installation and service at a
projected cost of $14,608 + training and a yearly service charge of $2,400; the proposed budget does not include
these charges.. Based on anticipated usage, Communications does not recommend adding the Media Vault at this
time, but if a need is established this could be reconsidered for the 2008 budget.
EXPENDITURE SUMMARY
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
Parts and Supplies
$ 169,515
6,917
$ 178,566
2,800
$ 183,300
1,200
194,400
1,400
Services and Other Charges
193,553
219,869
206,900
257,000
Capital Outlay
-
403
3,100
-
Total
$ 369,985
$ 401,638
$ 394,500
$ 452,800
•
•
2007 Proposed Budget Operating Budget
Communications, (09)
Responsible Manager:. Tom Garrison, Director of Communications
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Communications Director
1
1
1
1
2,080
Communications Coordinator
1
1
1
1
2,080
Communications Intern
0
0
0
0.25
520
Total
2
2
2
2.25
4,680
2007 WORK PLAN
Activi
Routine
1 Write, edit, & publish 6 bi-monthly city newsletters (Experience Eagan) & annual rpt.
2 Edit & publish 4 city business newsletters (Eagan Business News) + 10 Cedar Grove
3 Daily & weekly maintain City Web site and intranet site
4 Public relations & issues management including press releases & reporter calls
5 Special events including July 4, State of City Address, Breakfast with Mayor series, etc.
Oversighttleadership and/or liaison responsibilities for BECT, Telecom Commission, Dak Valley
6 Recycling, History Committee, Technology Working Group
7 In-house graphic design
8 Prepare marketing materials
9 City-wide citizen survey
10 Develop master event calendar
11 Photo management and clean-up of network file storage
67
Of BBD 2007 Proposed Budget Operating Budget
p g
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
TOTAL COMMUNICATIONS
$ 369,985 $ 401,638
$ 394,500 $ 452,800
14.78%
•
Is
C
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$
138,010
$
144,731
$
145,500
$
153,300
6142 PERA-COORDINATED
7,622.
7,840
8,700
9,600
6144 FICA
10,341
10,551
11,100
11,700
6151 HEALTH INSURANCE
12,147
13,899
16,700
18,400
6152 LIFE INSURANCE
235
250
-
-
6154 DISABILITY - LONG TERM
220
236
-
-
6155 WORKERS COMPENSATION
940
1,059
1,300
1,400
PERSONAL SERVICES
$
169,515
$
178,566
$
183,300
$
194,400
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$
192
$
189
$
300
$
400
6212 OFFICE SMALL EQUIPMENT
4,873
1,181
400
300
6215 REFERENCE MATERIALS
-
215
-
-
6220 OPERATING SUPPLIES - GENERAL
-
23
-
-
6238 COMMUNICATION SYSTEM PARTS
1,730
527
-
-
6270 COMPUTER SOFTWARE
122
665
500
700
PARTS & SUPPLIES
$
6,917
$
2,800
$
1,200
$
1,400
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
$
44,232
$
54,914
$
37,900
$
60,200
6328 SPECIAL EVENTS/ADMISSION FEES
-
-
-
5,900
6346 POSTAGE
50,088
55,312
52,500
52,000
6351 PAGER SERVICE FEES
88
87
100
1.00
6353 PERSONAL AUTO/PARKING
3,676
3,855
3,750
3,900
6357 GENERAL ADVERTISING
-
300
800
800
6359 LEGAL NOTICE PUBLICATION
-
-
750
.800
6370 GENERAL PRINTING AND BINDING
89,662
85,935
83,700
88,200
6385 INSURANCE
1,800
2,500
2,500
2,600
6475 MISCELLANEOUS
170
250
300
100
6476 CONFERENCES AND, SCHOOLS
19
2,027
3,600
4,600
6477 LOCAL MEETING EXPENSES
19
49
1,200
900
6479 DUES AND SUBSCRIPTIONS
960
980
1,300
1,200.
6515 INTERNAL EXPENSE (INTERFUND)
65
-
-
-
6535 OTHER CONTRACTUAL SERVICES
135
160
500
25,200
6567 CONTRACTUAL PROGRAMMING/DATA
-
7,500
10,000
-
6569 MAINTENANCE CONTRACTS
2,639
6,000
8,000
10,500
SERVICES & OTHER CHARGES
$
193,553
$
219,869
$
206,900
$
257,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$
-
$
403
$
3,100
$
-
CAPITAL OUTLAY
$
-
$
403
$
3,100
$
-
TOTAL COMMUNICATIONS
$ 369,985 $ 401,638
$ 394,500 $ 452,800
14.78%
•
Is
C
Of 2007 Proposed Budget Operating Budget
•
This page left blank intentionally
L�
Ity 0f DIP 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resource Department is
to:
• Develop and implement personnel policies
• Administer compensation and benefits plans
• Coordinate employee relations initiatives
• Maintain and protect the privacy and
security of employee records
• Serve as internal consultant to management
Expenditures as %of the General Fund
Human
Resources
0.95%
The Administrative Services—Human Resources
division is responsible for the following functions:
• Coordinate recruitment efforts
• Respond to employee performance and discipline issues
• Negotiate and administer labor contracts
• Coordinate employee recognition program
• Conduct new employee orientations and coordinate limited training initiatives
PERFORMANCE INDICATORS
•
70
2005
2006
2007 •
Description
Actual
Budget
Proposed
Job vacancies posted and advertised for
N/A
N/A
N/A
Applications received
N/A
N/A
N/A
Employees enrolled in each benefit offered
N/A
N/A
N/A
Internal training opportunities presented by HR
N/A
N/A
4
Employees hired
N/A
N/A
N/A
Policies revised/created
N/A
N/A
10
•
70
•
of
CJI 2007 Proposed Budget Operating Budget
Administrative Services Human Resources (10)
Responsible Manager: Lori Peterson,. Human Resource Manager
Expenditures by Category
Personal Parts &
Services Supplies
76.81% 0.70%
Services &
Other
Charges
22.28%
Capital
Outlay
0.21%
HIGHLIGHTS & CHANGES'
Overview: The 2007 proposed budget of $241,900
is up $1,400, or 0.6%, from 2006.
Hitahliaht/Channe 1: Employment advertising costs
estimates are reduced based on historical figures
Financial Impact: Last year's budget of $32,000
has been cut by $7,000.
Service Level Impact: No impact on services is
anticipated. The City is still able to attract a good
candidate pool for those positions posted in area
newspapers.
EXPENDITURE SUMMARY
71
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 150,500
$ 173,400
$ 185,800
Parts and Supplies
Prior to 2005, HR
724
5,500
1,700
Services and Other Charges
was included in
77,339
61,600
53,900
Capital Outlay.
Dept 02 - Admin
3,236
-
500
Total
$ 231,799
$ 240,500
$ 241,900
71
T'
my Of 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Human Resources Manager
1
1
1
1
2,080
Human Resources Specialist
1
1
1
1
2,080
Clerical Technician
0
0
0.25
0.25
520
Total
2
2
2.25
2.25
4,680
2007 WORK PLAN
Activitv
Routine
1 General & administrative tasks
2 ' Recruitment coordination
3 Benefits administration
4' Employment-related issues
5 Labor relations/contract administration
6 Employee relations/recognition
7 Policy/organizational development
8 Employee orientation & training
9 Dakota Communications Ctr initiative
72
•
•
04 or lip 2007 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
LINE ITEM DETAIL
Actual
Actual
Budget
Proposed
Acct PERSONAL SERVICES
2004
2005
2006
2007
6110 SALARIES AND WAGES -REGULAR
$ - $
119,758
$
133,800
$
144,400
6112 OVERTIME -REGULAR
-
515
-
-
6130 SALARIES AND WAGES -TEMPORARY
-
-
-
-
6131 OVERTIME -TEMPORARY
-
-
-
-
6142 PERA-COORDINATED
-
6,520
8,000
9,000
6144 FICA
-
8,892
10,200
11,000
6151 HEALTH INSURANCE
-
13,572
20,600
20,500
6152 LIFE INSURANCE
-
217
-
-
6154 DISABILITY - LONG TERM
-
421
-
-
6155 WORKERS COMPENSATION
-
605
800
900
PERSONAL SERVICES
$ - $
150,500
$
173,400
$
185,800
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
$ - $
594
$
1,000
$
200
6211, OFFICE PRINTED MATERIAL/FORMS
-
-
2,500
500
6215 REFERENCE MATERIALS
-
130
1,000
500
6220 OPERATING SUPPLIES -GENERAL
-
-
500
500
6270 COMPUTER SOFTWARE
-
-
500
-
PARTS & SUPPLIES
$ - $
724
$.
5,500
$
1,700
•SERVICES
& OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL
-
$ $
1,424
$
1,000
$
2,200
6318 MEDICAL SERVICES - PHYSICAL EXAM
-
9,651
4,500
7,800
6319 MEDICAL SERVICES - OTHER
-
5,218
2,000
3,500
6346 POSTAGE
-
76
300
200
6353 PERSONAL AUTO/PARKING
-
246
200
200
6358 EMPLOYMENT ADVERTISING
-
54,273
32,000
25,000
6370 GENERAL PRINTING AND BINDING
-
1,053
4,500
2,200
6475 MISCELLANEOUS
-
-
1,200
1,200
6476 CONFERENCES AND SCHOOLS
-
4,494
3,600
3,000
6477 LOCAL MEETING EXPENSES
-
-
500
200
6479 DUES AND SUBSCRIPTIONS
-
904
1,100
1,100
6561 OTHER CONTRACTUAL SERVICES
-
-
10,700
7,300
SERVICES & OTHER CHARGES
$ - $
77,339
$
61,600
$
53,900
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
$ - $
1,683
$
-
$
500
6670 OTHER EQUIPMENT
-
1,553
-
-
CAPITAL.OUTLAY
$ - $
3,236
$
-
$
500
TOTAL HUMAN RESOURCES
$ - $
231,799
$
240,500
$
241,900
0.58%,
•
73
2007 Proposed Budget
Police -Administration (11)
Responsible Manager: James McDonald, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the
Police Department is to:
• Ensure the compliance of department
policies and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and
Training Board
• Work with elected officials and other city
staff to support Eagan citizens
• Assure community members have
confidence in the Police department
Operating Budget
Expenditures as %of the General Fund
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs/practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
Projections are based on Part 1 Crime Statistics and Calls for Service data recorded over the past 10 years
74
•
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Completion of departments annual work plan (by percentage)
100%
100%
100%
Improve follow-up communication to citizens indicated by 50th contact
N/A
3.6
4
cards (a 5 is perfect; most areas average 4.6)
City survey - Police services rating of excellent or good
92%
N/A
92%
Calls for service
50,239
62,856
53,667
Part 1 crime rate *
2,518
2,427
2,341
Projections are based on Part 1 Crime Statistics and Calls for Service data recorded over the past 10 years
74
•
•
•
411k CRY of kin
2007 Proposed Budget
Operating Budget
• Police -Administration (11)
•
Responsible Manager: James McDonald, Deputy Chief of Police
Expenditures by Category
Parts &
Supplies
0.65% Services &
Other
Charges
Personal 25.63%
Services
73.05% Capital
Outlay
0.67%
HIGHLIGHTS & CHANGES
Department Overview: The Police Department's
overall budget proposal is up $498,100, or 5.3%,
over 2006. For the 2007 budget presentation,
Police is broken into four. divisions: Administration,
Patrol, Investigations, and Support. These divisions
match up with management responsibilities of the
lieutenants under the recent reorganization.
Although past budgets have not been. prepared by
Division, program accounting records provide the
historical comparative numbers used below. For
comparability at all levels, budgets will be presented
both by Division and in total for the Department.
Police's Administration Division budget is down $539,000 due to placing the lieutenants and other personnel into
their respective divisions of responsibility.
Hiahliaht/Chancie 1: Several staff have been moved out of Administration and into other divisions. Two
Lieutenants were moved to the Patrol Division. A third Lieutenant, the Crime Analyst, the Crime Prevention
Specialist and the Support Services Manager were moved to the Support Division.
Financial Impact: There is no financial impact of these moves.
Service Level Impact: Police management, under the reorganized department structure, now will be able to
better manage their respective divisions because of the segregated budgeting/reporting.
EXPENDITURE SUMMARY - ADMINISTRATION DIVISION
75
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 444,363
$ 483,212
$ 879,300
348,500
Parts and Supplies
4,687
3,114
4,800
3,100
Services and Other Charges
125,035
106,205
122,800
122,300
Capital Outlay
10,025
4,249
9,200
3,200
Total
$ 584,110
$ 596,780
$ 1,016,100,
$ 477,100
75
Of ka 2007 Proposed Budget Operating Budget
Police -Administration (11)
Responsible Manager: James McDonald, Deputy Chief of Police
POSITION INVENTORY SUMMARY — TOTALS BY DIVISION
POSITION INVENTORY —ADMINISTRATION DIVISION
Personnel
2004
2005
2006
2007
Hours
Administration
6
9
.9
3
6,240
Patrol
52
52
53
54
112,320
Investigations.
14
12
13
14
29,120
Support (excluding dispatch)
13.25
14.25
12.25
16.25
33,800
Subtotal
85.25
87.25
87.25
87.25,
181,480
Dispatch
10.75
10.75
11.75
0
-
Total
96
98
99
87.25
181,480
POSITION INVENTORY —ADMINISTRATION DIVISION
Personnel
2004
2005
2006
2007
Hours
Chief of Police
1
1
1
1
2,080
Deputy Chief of. Police
0
0
1
1
2,080
Captains
2
1
0
0
-
Lieutenants
0
3
3
0
-
Administrative Assistant
1
1
0
0
-
Support Services Manager
0
0
1
0
-
Office Manager
1
1
0
0
-
Crime Analyst
0
0
1
0
-
Administrative Secretary
1
1 _
1
1
2,080
Crime Prevention Specialist
0
1
1
0
-
Total
6
9
9
3
6,240
2007 WORK PLAN
Activitv
Routine
1 Establish and review police department policies and procedures
2 Respond to citizen questions and concerns
3 Work with elected officials and other city staff members on issues affecting Eagan
4 Meet with other government agencies on law enforcement issues
5 Ensure compliance with established law enforcement practices and norms
6 Plan and implement goals and objectives for the department
7 Interact with citizens to foster positive relationships between. the city and the community '
8 Develop the department budget
9 Attend department and outside training relating to law enforcement issues
0
Of 2007 Proposed Budget Operating Budget
•
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0
is
77
Of 2007 Proposed Budget
Operating Budget
26,400
469,500
Police -Department Totals -(11)
3,700
627,100
6144
FICA
7,100
Responsible Manager: James McDonald, Deputy Chief of Police
12,300 52,000
3,700 500
128,900
6151
HOSPITALIZATION
27,600
Actual
Actual
9,200 0
Budget
Proposed
WORKERS COMPENSATION
2004
2005
44.100 8.100
2006
2007
Personal Services
$6,961,110
$7,864,089
$8,389,100
$8,016,600
Parts & Services
330,364
405,593
387,600
429,800
Services & Other Charges
421,112
467,907
521,000
1,350,500
Capital Outlay
23.217
40.718
36.800
35.700
Total
$7,735,803
$8,778,307
$9,334,500
$9,832,600
5.3%
Program # 1101 1164
1105
1106 1107
1108
1110 1116
TOTALS
Division Admin Patrol
Investigations
Support
Program Description
Emergency Support
Communi-
Animal Contract
Prep Services
cations
Control Security
PERSONAL SERVICES
6110 SALARIES & WAGES -REGULAR $271,800 $3,971,400 $1,074,500 $733,500 $48,600 $6,099,800
6112 OVERTIME -REGULAR 3,100 41,200 15,500 18,500 300 78,600
6130 SALARIES & WAGES -TEMPORARY 0
CONTRACTUAL SECURITY oc,uuu oz,uuu
PERA-COORDINATED 3,100 51,900 3,100 58,100
6143
PERA-POLICE
26,400
469,500
127,500
3,700
627,100
6144
FICA
7,100
53,300
12,300 52,000
3,700 500
128,900
6151
HOSPITALIZATION
27,600
492,700
129,000 107,700
9,200 0
766,200
6155
WORKERS COMPENSATION
9.400
162.500
44.100 8.100
500 1.300
225.900
TOTAL PERSONAL SERVICES 348,500 5,190,600 1,402,900 wfl,/uu 00,4uu oi,Z)uu a,vi
PARTS & SUPPLIES
6210
OFFICE SUPPLIES 1,000
14,100
15,100
6211
OFFICE PRINTED MATERIAUFORMS 2,100
100 14,600 900
17,700
6212
OFFICE SMALL EQUIPMENT
1,000 10,100 1,000
12,100
6916
RFFFRFNrF MATFRIALS 500 5.300
500 600 400 0 200
7,500
6220 OPERATING SUPPLIES -GENERAL
6221 FILM & FILM PROCESSING
10,500 2,000 3,800 0 1,300
500
17,600
500
6224 CLOTHINGIPERSONAL EQUIPMENT 1,600 43,700 9,100 2,900 0 300 57,600
6226 PUBLIC SAFETY SUPPLIES 19,700 200 19,900
6228 AMMUNITION 22,200 22,200
6231
MOBILE EQUIP REPAIR PARTS
50,000
au,uuu
6232
SMALL EQUIPMENT REPAIR PARTS
2,000
800 0
2,800
6235
FUEL, LUBRICANTS, ADDITIVES
198,100
198,100
6238
COMMUNICATION SYSTEM PARTS
8.000
700
8.700
TOTAL PARTS & SUPPLIES
3,100 361,600
11,500 2,600 46,600 1,700 2,700
429,800
6319 MEDICAL SERVICES -OTHER 1,000 300 0 - 1,300
6320 INSTRUCTORS 2,100 2,100
6325 VET/KENNEL CHRG/ANIMAL DISPOSL 2,000 22,000 24,000
6330 DCC STARTUP COSTS 853,600 853,600
6346 POSTAGE 7,500 7,500
TELEPHONE SERVICE & LINE CHG 1,300
TELEPROCESSING EQUIPMENT 24,900
12,000 51,000
1,100 1,400
64,300
27,400
6352
TELEPHONE CIRCUITS
15,200
4,600
Of �Q811 2007 Proposed Budget
Operating Budget
PERSONAL AUTO/PARKING
Police -Department Totals (11)
1,900 200 700 300 0 100
3,800
6354
.Responsible Manager: James McDonald, Deputy Chief of Police
0
5,000 0 0 0 0
5,000
Program # 1101 1104
1105
1106 1107 1108
1110 1116 TOTALS
Division Admin Patrol
Investigation
Support
75,600
Program Description
75,600
Emergency Support Communi-
Animal Contract
Prep Services cations
Control Security,
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL 6,600 1,200
0
7,800
6319 MEDICAL SERVICES -OTHER 1,000 300 0 - 1,300
6320 INSTRUCTORS 2,100 2,100
6325 VET/KENNEL CHRG/ANIMAL DISPOSL 2,000 22,000 24,000
6330 DCC STARTUP COSTS 853,600 853,600
6346 POSTAGE 7,500 7,500
TELEPHONE SERVICE & LINE CHG 1,300
TELEPROCESSING EQUIPMENT 24,900
12,000 51,000
1,100 1,400
64,300
27,400
6352
TELEPHONE CIRCUITS
15,200
4,600
4,600
6353
PERSONAL AUTO/PARKING
600
1,900 200 700 300 0 100
3,800
6354
CAR WASHES
0
5,000 0 0 0 0
5,000
6355
CELLULAR TELEPHONE SERVICE
2,400
13,200 15,000 400 700
31,700
6385
INSURANCE
75,600
0
75,600
ELECTRICITY
1,100
500
I
6425
MOBILE EQUIPMENT REPAIR LABOR
15,200
15,200
6426
SMALL EQUIPMENT REPAIR -LABOR
1,900 500
400 2,800
6430
COMMUNICATION SYSTEM RPR -LABOR
4,200
1,000 5,200
6457
MACHINERY AND EQUIPMENT
2,800 5,400
7,000 800 16,000
6475
MISCELLANEOUS
600 1.600 300
1.400 500 200 4.600
CONFERENCES AND SCHOOLS 15,200 36,000 7,600 1,200 2,600 0 1,800
rai
6477
LOCAL MEETING EXPENSES 3,900
9,600
13,500
6478
TUITION AND BOOK REIMBURSEMENI 1,500
28,600 3,300 400 0 .0
33,800
6479
DUES AND SUBSCRIPTIONS 3,200
3,200 1,200 300 200 200 100
8,400
6480
LICENSES, PERMITS AND TAXES
1,100
1,100
6520 MAJOR INVESTIGATION EXPENSES 10,400 2,000 12,400
6538 TOWING CHARGES 2,500 2,500
6569 MAINTENANCE CONTRACTS 5.500 5.200 9.400 40.200 60300
TOTAL SERVICES & OTHER CHARG 122,300 163,900 35,500 8,300 42,300 953,300 24,900 1,350,500
CAPITAL OUTLAY
6660 OFFICE-FURNISHINGS/EQUIPMENT 3,200 11,200 3,200 5,800 - 0 0 23,400
OTHER EQUIPMENT
0 12.300 0 0 0 0 0
12.300
Total Capital Outlay 3,200 23.500 3.200 0 5,800 0 35.700
Program Total $477,100 $5,739,600 $1,453,100 $10,900 $1,066,400 $955,000 $93,000 $37,500 $9,832,600
Su Total = $2,162,800 5.3%
79
Of Il 2007 Proposed Budget Operating Budget
Police -Patrol (11)
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police
Department is to:
• Maintain a safe community through
enforcement and educational efforts
• Reduce and prevent crime through
education and community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of citizens
• Solve ongoing law enforcement problems
The Patrol Division is responsible for the following
Expenditures as %of the General Fund
Police -
Patrol
22.64%
functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations/participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
•
.7
Al
2005
2006
2007
Description
Actual
Budget
Proposed
Citizen follow-up communication rating (1-5 scale)
WA
3.6
4
Geographic (geo) policing and number of projects
WA
6
16
% officers completed mandated FEMA training
0
60
100
DUI arrests
289
329
362
SWAT training hours
1,500
1,700
1,900
Negotiator training hours
0
200
360
Command Vehicle training hours
0
160
240
.7
Al
•
400,
My of B� 2007 Proposed Budget Operating Budget
Police -Patrol (11)
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
Expenditures by Category
Parts &
Personal Supplies
Services 6.30% Services &
90.43% Other
Charges
2.86%
Capital
Outlay
0.41%
HIGHLIGHTS & CHANGES
Hiahliaht/Chanste 1: Two lieutenants, formerly in
the Administration Division, have been moved to
Patrol as that is their primary area of responsibility.
Financial Impact: There is no financial impact of
these moves.
Service Level Impact: Police management, under
the reorganized department structure, now will be
able to better manage their respective divisions
because of the segregated budgeting/reporting.
Hiahliaht/Channe 2: Gasoline prices have increased 57% over 2006 budget estimates.
Financial Impact: Increase in budget over and above normal 3% inflation is $65,100.
Service Level Impact: The increase is required to maintain existing service levels
Hiahliaht/Chanue 3: Officers in the crisis negotiator training program are proposed to dedicate approximately
360 hours to train in 2007 in order to build on the basic training they have received in 2006. They will learn how to
work as a group and with the SWAT team. Appropriate equipment related to crisis negotiations is included in the
proposal as well.
Financial .Impact: There are no additional school/training costs or overtime required; officers have already
received the training. Supplies to properly equip the officers total $4,000.
Service Level Impact: This "continuing education" type of training will occur on officers' regular shifts. Eagan
has had a SWAT team for over 30 years. The one component lacking that would supplement the efforts of the
SWAT team is a crisis negotiation team. In 2006, officers were trained in this field in an effort to reduce reliance
on outside agencies to respond during critical events and assume the role of a negotiator. If the City had its own
crisis team, SWAT team members would be able to train with the crisis team tactical officers. Research shows
that a close working relationship can improve the chances for a successful outcome in these critical events.
EXPENDITURE SUMMARY
81
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 4,166,102
$ 4,769,567
$ 4,715,600
$5,190,600
Parts and Supplies
248,015
305,710
304,400
361,600
Services and Other Charges
119,194
161,475
168,200
163,900
Capital Outlay
7,600
3,800
20,000
23,500
Total
$ 4,540,911
$ 5,240,552
$ 5,208,200
$5,739,600
81
My Of Bad 2007 Proposed Budget Operating Budget
Police -Patrol (11) •
Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Sergeants
8
8
8
8
16,640
Police Officers
44
44
45
44
91,520
Operations Lieutenants
0
0
0
2
4,160
Total
52'
52
53
54
112,320
2007 WORK PLAN
Activity
Routine
1 Participate in POST mandated training
2 Participate in FEMA and emergency preparedness training
3 Time spent on DUI arrests
4 Time spent on answering calls for service
5 Court preparation and testimony
6 Proactive patrol/misc. duties
7 Special Operations Team and team training/other
8 Policy writing and revisions
9 Administer Special Operations Programs, K-9, GEO policing
10 Assign, develop and administer training programs
11 Administer and ensure emergency management mandated compliance
12 Directed traffic enforcement
13 Vacations/Breaks-2wks/year-1 hr/day
14 SWAT training
15 Command vehicle training
16 Traffic unit enforcement efforts
17 Neighborhood Watch/ National Night Out and crime prevention efforts
18 Crisis negotiator training
•
N
'00'
14 Of ke 2007 Proposed Budget Operating Budget
•
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•
MY Of kH 2007 Proposed Budget Operating Budget
Police -Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the
Police Department is to:
• The primary function. of the Investigative
Division is to complete investigations of
criminal cases that are potentially solvable
• Learn specialized police methods and
tactics that will assist in all types of criminal
cases that are reported from thefts, rapes,
child abuse, murder, embezzlement,
internet crimes, etc.
• Conduct seminars that will assist the
community with crime reduction and prevention
Expenditures as %of the General Fund
Pblice -
Invest.
5.73%
The Investigations Division is responsible for the following functions:
• Complete specialized follow-up for criminal investigations
• Provide support and resources'for Patrol Division cases
• Gather and disseminate criminal intelligence -federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
Felony complaints charged
Gross -misdemeanor complaints charged
Multi -agency cooperative efforts --GPS tracking, Encase computer
forensics, metro -wide crime trends
Eagan -related Drug Task Force cases
208
2005
2006
2007
Description
Actual
Budget
Proposed
Cases assigned for investigative follow-up
828
850
875
Investigations Division case clearance rate
58%
58%
59%
Community outreach forums presented by detectives
22
24
28
Felony complaints charged
Gross -misdemeanor complaints charged
Multi -agency cooperative efforts --GPS tracking, Encase computer
forensics, metro -wide crime trends
Eagan -related Drug Task Force cases
208
218
229
270
285
300
20
22
24
136
143
150
C
0
•
•
•
•
4qj1Cq0!hF
2007 Proposed Budget Operating. Budget
Expenditures by Category
Parts &
Supplies
0.79%
Services &
Personal Other
Services 'Charges
96.55% 2.44%
Capital
Outlay
0.22%
Police—Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
HIGHLIGHTS 8& CHANGES
No significant highlights/changes.
EXPENDITURE SUMMARY
85
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,047,790
$ 1,075,130
$ 1,253,600
$1,402,900
Parts and Supplies
12,024
15,792
13,300
11,500
Services and Other Charges
27,639
33,170
47,500
35,500
Capital Outlay
1,864
28,495
3,200
3,200
Total
$ 1,089,317
$ 1,152,587
$1,317,600
$1,453,100
85
2007 Proposed Budget
Police—Investigations (11)
Responsible Manager: Lieutenant Jeff Johnson
POSITION INVENTORY
.Operating Budget
Personnel
2004
2005
2006
2007
Hours
Detective Sergeants
2
1
2
2
4,160
Detectives
11
11
11
11
22,880
Rotator
1
0
0
1
2,080
Total
14
12
13
14
29,120
2007 WORK PLAN
Activity
Routine
1 Actively Investigate criminal cases
2 Testify in court
3 Courtroom preparation
4 Develop and execute search warrants
5 Detective/Sergeant case consultations
6 Proactive case work --surveillance of potential criminal activity
7 Case management/review reports and assign cases to detectives
8 Complete background investigations for permit and license activity
9 Schedule detectives for training, time off and special functions
10 DUI forfeiture process and completion
11 Confer with prosecution on active cases
12 Specialized investigative training
13 POST mandated training
14 Attend meetings (Tri -County, Supv., Geo -Police, Sgts., Chief briefings, etc)
16 Conduct training for other officers
17 Prepare materials and conduct briefings on specialized crimes
18 Community presentations
19 Employment background investigations
Mt.
•
•
•
0
•
a Of 2007 Proposed Budget Operating Budget
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LIM
2007 Proposed Budget
Police -Support (11)
Responsible Manager: Lieutenant Duane Pike
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and
investigative divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
• Assist the community, other police divisions
and city departments with intelligence
information and crime trends
Operating Budget
Expenditures as %of the General Fund
Police -
Support
8.53%
The Support Division is responsible for the following functions: .
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
PERFORMANCE INDICATORS
::
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Police reports created/processed
8,251
9,055
9,961
Percent of reports dictated within 8 hrs or less
49%
55%
60%
Annual number of animal control .related calls
1,860
1,960
2,058
Dog licenses issued/sold (2 year licenses)
529
3100
555
Child Safety Checks
100
200
250
Number of active Neighborhood Watch groups
95
100
110
Crime prevention and neighborhood watch presentations
105
120
130
Volunteer hours donated to police department
N/A
50
200
::
•
•
Of ku 2007 Proposed Budget Operating Budget
Police -Support (11)
Responsible Manager: Lieutenant Duane Pike
Expenditures by Category
HIGHLIGHTS & CHANGES
Services & Capital Hiaahlisaht/Chanaae 1: Transfer of dispatch
Other outlay employees to Dakota Communications Center
Charges 0.27% (DCC) on January 1, 2007.
47.57% Financial Impact: The DCC has provided two
costs associated with the transition from a stand -
Personal alone dispatch to the DCC. The DCC has estimated
Parts & Services that the operation costs for the city will be $853,600
Supplies A 49.69% for 2007. In the addition, transition costs are
2.48% estimated at $54,800. The department will continue
to cover other costs such as the radio maintenance
contract costs for the towers, police and fire radios,
etc. until the DCC is fully operational sometime in late -2007 or 2008. The department has included in its budget
the operating costs for the DCC and the maintenance of current equipment for police and fire. Transition costs are
excluded from the Police budget and are being paid out of fund balance.
Service Level Impact: Although the DCC is to be operational by Sept 2007, the City's communications staff will
remain on-site, dispatching city personnel until the new facility is operational. Agencies will be phased into the
new center at various times. If the center opens Sept 2007, the City of Eagan may not be able to migrate into the
new center until 2008. Upon our dispatchers vacating the police department, we will lose personnel who currently
are able to answer the telephone, assist walk-ins, and obtain critical documents for outside law enforcement
• agencies.
Hisahlisaht/Chanae 2: Dakota County will charge a $75 maintenance fee for each 800 MHz radio for the last
quarter of 2007. In 2008 and beyond, the annual cost will be $300 per radio.
Financial Impact: With 124 radios, the impact in 2007 is $9,300. In 2008, the impact will be $37,200.
Service Level Impact: The 800 MHz radio standard adopted County -wide enhances communication: These
costs are mandated.
is
Hiahliaht/Chanae 3: Completion of Phase III reorganization
Financial Impact: The reorganization will be implemented in 2006 but 2007 will be the first year that the Office.
Manager and Support Services Manager will fully take on their duties as the dispatchers are transferred to the
DCC. The financial impact will be a reduction in costs versus a previously approved reorganization plan.
Service Level Impact: The proposed amendment to the original reorganization plan is estimated to be a cost
savings while maintaining service.
EXPENDITURE SUMMARY
ER
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,302,897
$ 1,536,178
$ 1,540,600
$1,074,600
Parts and Supplies
65,640
80,979
65,100
53,600
Services and Other Charges
149,241
167,059
182,500
1,028,800
Capital Outlay
3,727
4,174
4,400
5,800
Total
$ 1,521,505
$ 1,788,390
$ 1,792,600
$2,162,800
ER
ro Of hp 2007 Proposed Budget Operating Budget
Police—Support (11)
Responsible Manager: Lieutenant Duane Pike
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Dispatch Supervisor
1
1
1
0
-
Dispatcher - Full-time
8
8
9
0
-
Dispatcher - Part-time
1.75
1.75
1.75
0
-
Administrative Lieutenant
0
0
0
1
2,080
Support Services Manager
0
0
0
1
2,080
Office. Manager
0
0
1
1
2,080
Clerical Supervisor
1
1
0
0
-
Clerical Technicians -Full-time
5
5
5
5
10,400
Clerical Technicians -Part-time
2.5
2.5
2.5
2.5
5,200
Property Room Technician
0.75
0.75
0.75
0.75
1,560
Community Service Officers
2
2
2
2
4,160
Animal Control Officer
1
1
1
1
2,080
Crime Prevention Specialist
0
1
0
1
2,080
Crime Analyst
1
1
0
1
2,080
Total
24
25
24
16.25
33,800
2007 WORK PLAN
0
Activity •
Routine
1 Investigate animal complaints
2 Supervision of staff and programs
3 Neighborhood watch and crime prevention meetings
4 Intake of evidence and process for court
5 Dictation of police reports and citations
6 Analyze crime statistics and patterns
7 Assist other departments within police department
8 Assist other departments within the city, i.e. mail, packets
9 Budget preparation, payroll and line item budget
10 Citizen academy, National Night Out, Safety Camp events
11 Vacations/Breaks-2wks/year-1 hr/day
•
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Of kE 2007 Proposed Budget Operating Budget
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04 Of I� 2007 Proposed Budget Operating Budget
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Fire—Administration Division of
the Fire Department is to:
• Plan, direct, manage and coordinate the
overall operation, function and
administration of the Eagan Fire Department
to ensure the protection of citizens' life and
property, including; fire fighting, firefighting
training, emergency medical care, rescue,
disaster response, fire prevention/education,
and fire investigations/inspections.
• Fulfill the mission statement of the Eagan
Fire Department: protecting life and property by providing public safety education, fire prevention, fire
suppression, medical services and related emergency and non -emergency activities.
The Fire—Administration Division is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology.
• Oversee Firefighters, Fire Marshal, and Fire Inspector.
• Provide resources necessary for the fire department to provide effective and responsible emergency
response and fire prevention/education services.
PERFORMANCE INDICATORS
2005
2006
2007 •
Description
Actual
Budget
Proposed
Volunteer firefighters
95
109
120
Fire reports completed
950
850
900
Fire Dept approval rate on community survey, good or excellent
90%
N/A
93%
F_ 1
LJ
�t Of ke 2007 Proposed Budget Operating Budget
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
Parts &
Supplies
/Services
2.03%
Personal
&
Services
Other
85.78%
Charges
Expenditure
11.97%
Capital
2006
Outlay
Personal Services
0.23%
$ 585,124
HIGHLIGHTS & CHANGES r
Overview: The overall Fire Department budget is
up $323,200, or 26.5%, primarily due to moving the
Fire Marshal and Fire Inspector and related
expenses from Comm. Development—Inspections
to this department ($168,700) and an anticipated
increase in the City's annual contribution to the Fire
Relief pension ($112,700). Excluding the factors
above, the increase is $41,800, or 3.4%.
Hiohilaht/Chance 1: The Fire Department is
proposing a reorganization to better allocate
resources by designating a Fire Education Specialist,
position in lieu of the current Clerical Technician position.
Financial Impact: This proposed change will eliminate the annual payment of $3,180 for a paid on-call firefighter
to serve as a Fire Prevention Officer and will reduce the annual payment for a paid on-call firefighter to serve as a
Fire Training Officer. In total there will be no significant financial impact to the operating budget.
Service Level Impact: The number 1 and 2 priorities included in the Fire Department mission statement are fire
prevention and fire education. This reorganization will allow a more consistent and directed focus toward these
areas. The position will also coordinate the internal training for the Fire Department. Services both to internal
and external customers should be enhanced through these changes.
0
93
EXPENDITURE SUMMARY
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 537,325
$ 585,124
$ 688,800
825,000
Parts and Supplies
12,897
15,916
19,500
19,500
Services and Other Charges
143,723
157,765
132,800
115,100
Capital Outlay
93
5,231
5,500
2,200
Total
$ 694,038
$ 764,036
$ 846,600
$ 961,800
0
93
Of 2007 Proposed Budget Operating Budget
p g
Fire—Administration (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Fire Chief
0
0
1
1 .
2,080
Secretary
1
1
1
1
2,080
Clerical Technician
1
1
1
0
-
Fire Marshal
From Dept 08
1
2,080
Fire Inspector
From Dept 08
1
2,080
Fire Education Specialist
0
0
0
1
2,080
Total
2
2
3
5
10,400
2007 WORK PLAN
Activi
Routine
1 Plan, direct, manage and coordinate the activities of the Fire Dept.
3 Annual budget preparation and administration of budget.
4 Respond to emergency calls.
5 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
7 Direct and manage the firefighter recruitment process.
8 Perform fire inspections of existing buildings.
9 Review new building plans for fire code.
10 Promote community relations through fire prevention and education. •
11 Plan, direct and coordinate the activities of the training department.
U
94
40, My
Of hP 2007 Proposed Budget Operating Budget
a
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•
�tj Of ll 2007 Bud Proposed et
P g
Operating Budget
Fir"Ummary of all Divisions
Responsible Manager: Mike Scott, Fire Chief
Actual
Actual
Budget
Proposed
2004
2005
2006
2007
Personal Services $537,325
$ 585,124
$ 688,800
$ 980,600
Parts and Supplies 135,293
138,881
150,700
207,400
Services and Other Charges 245,131
281,410
279,200
305,000
Captial Outlay 107,995
95,406
99,800
48,700
Total $1,025,744
$ 1,100,821
$1,218,500
$1,541,700
Program # 1221
1222 1223 1224
1225
1226 1227 1228 2007
Division Admin.
Support
Operations Prevention Budget
Fire/EMS
Facility
Program Description: IT/Comm. TrainJEMS Engineer. Equip Mgmt SGBA iotai
PERSONAL SERVICES
6110 SALARIES & WAGES -REGULAR $ 192,900 $ - $ - $ - $ - $ - $ - $ - 116,900 $ 309,800
6112 OVERTIME -REGULAR 2 a00 - - 2,500 5,000
VOLUNTEER FIREFIGHTERS 381,500 - - - - - - - sui,auu
PERA-COORDINATED 17,500 - - - - - - 7,500 25,000
6144 FICA 14,800 - - - - - - 9,100 23,900
6145 FIRE RELIEF ASSOCATION 144,600 - - - - - - - 144,600
6151 HEALTH INSURANCE 27,400 - - - - - - 18,300 45,700
6152 LIFE - - - -
6154DISABILITY - LONGTERM - - - - - - - -
6155 WORKERS COMPENSATION 43,800 - - 1,300 45,100
TOTAL PERSONAL SERVICES 825,000 - - - - - - 155,600 980,600
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 4,400 - 700 - 200 600 - - 5,900
6211 OFFICE PRINTED MATERIAUFORMS 2,200 - - - - - - - 2,200
6212 OFFICE SMALL EQUIPMENT 100 - - - - - - - 100
6215 REFERENCE MATERIALS 800 - 1,800 - - - - 500 3,100
6220 OPERATING SUPPLIES -GENERAL 3,800 - 500 - 3,100 200 2,700 500 10,800
6221 FILM & FILM PROCESSING 100 - - - - - - - 100
6222 MEDICAL/RESCUE/SFETY SUPPLIES - 3,000 - - - 3,000
6223 BUILDING/CLEANING SUPPLIES - - - - - 3,300 - - 3,300
CLOTHING/PERSONAL EQUIPMENT 8,100 - - - 49,100 - 11,600 500 E
6226 PUBLIC SAFETY SUPPLIES - - - - - - - 9,900 9,900
6230 REPAIR/MAINTENANCE SUPP-GENL - 5,100 - 1,800 6,000 2,600 3,000, 800 19,300
6231 MOBILE EQUIP REPAIR PARTS - - - 25,000 - - - - 25,000
6232 SMALL EQUIPMENT REPAIR PARTS - - - 700 - - 700
6233 BUILDING REPAIR SUPPLIES - - - - - 8,100 - - 8;100
FIELD/OTHER EQUIPMENT REPAIR - - - - 4,300 . - 3,100 -
6235 FUEL, LUBRICANTS, ADDITIVES - - - 28,900 - - - - 28,900
6238 COMMUNICATION SYSTEM PARTS - 4,000 - - - 1,800 - - 5,800
6240 SMALL TOOLS - - - 300 900 300 300 - 1,800
6241 SHOP MATERIALS - - 200 - 500 - - 700
6244 CHEMICAL & CHEMICAL PRODUCT - - - - 1,000 - - - 1,000
6250 LANDSCAPE MATS/SUPPLIES - 1,000 - 1,000
TOTAL PARTS & SUPPLIES 19,500 9,100 3,000 56,200 67,600 19,100 20,700 12,200 207,400
6347 TELEPHONE SERVICE & LINE CHG 6,600 - - - - - - - 6,600
6351 PAGER SERVICE FEES - 3,900 - - - - - - 3,900
6353 PERSONAL AUTOIPARKING 500 - 5,500 - - 200 300 - 6,500
6354 CAR WASHES 1,200 - - - - - - - 1,200
6355 CELLULAR TELEPHONE SERVICE - 8,200 - - - - - - 8,200
6357 ADVERTISING / PUBLICATION 800 - - - - - - - 800
6370 GENERAL PRINTING AND BINDING 800 - - - - - - 600 1,400
6385 INSURANCE 38,600 - - - - - - - 38,600
6405 ELECTRICITY - - - - - 21,000. - - 21,000
6410 NATURAL GAS SERVICE - - - - - 20,000 - - 20,000
6425 MOBILE EQUIPMENT REPAIR LABOR - - - 10,000 - - - - 10,000
6426 SMALL EQUIPMENT REPAIRO-LABOR - - 500 - 1,000 - - - 1,500
6427 BLDG OPERATIONS/REPAIR-LABOR - - 2,500 - - 8,100 - - 10,600
6475 MISCELLANEOUS 2,800 - - - - - - - 2,800
6476 CONFERENCES AND SCHOOLS 5,200 - 28,400 - - - 800 3,700 38,100
6477 LOCAL MEETING EXPENSES 2,300 - - _ - - - - - 2,300
DUES AND SUBSCRIPTIONS 2,500 - - 500 - - - - 400
6535 OTHER CONTRACTUAL SERVICES - - - - - 10,300 12,900 - 23,200
6537 JANITORIAL SERVICES - - - - - 19,000 - - 19,000
6538 TOWING CHARGES - - - 600 - - - - 600
6539 WASTE REMOVALISANITATION SERV - - - - - 3,500 - - 3,500
6569 MAINTENANCE CONTRACTS 600 7,700 - - - 2,800 - 11,100
TOTAL SERVICES & OTHER 115,100 19,800 47,100 18,400 1,000 84,900 14,000 4,M 31
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES 2,200 - - - - 4,600 - - 6,800
6670 OTHER EQUIPMENT - 1 20,200 - - - 16,700 5,000 41,900
TOTAL CAPITAL OUTLAY 2,200 20,200 - - - 4,600 16,700 5,000 48,700
PROGRAM TOTALS $ 961,800 $ 49,100 $ 50,100 $ 74,600 $ 68,600 $ 108,600 $ 51,400 $ 177,500 $ 1,541,700
Support Total = $ 173,800 Operations Total = $ 228,600
97
Of �QOII 2007 Proposed Budget
Operating Budget
Fire - Summary of all Divisions
Responsible Manager: Mike Scott, Fire Chief
Program #: 1221
1222 - 1223
1224 1225 1226 1227
1228 2007
Division Admin.
I Support
Operations
Prevention Budget
Fire/EMS Facility
Program Description:
I7/Comm. TrainJEMS
Engineer. Equip Mgmt. SCBA
Total
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES -GENERAL 6,900
- -
- - - -
- 6,900
6318 MEDICAL SERVICES -PHYSICAL EXAM 35,500
- -
- - - -
- 35,500
6319 MEDICAL SERVICES -OTHER 10,000
- -
- - - -
- 10,000
6320 INSTRUCTORS -
- 9,700
- - - -
- 9,700
6323 TESTING SERVICE -
- -
7,800 - - -
- 7,800
6346 POSTAGE 800
- -
- - - -
- 800
6347 TELEPHONE SERVICE & LINE CHG 6,600 - - - - - - - 6,600
6351 PAGER SERVICE FEES - 3,900 - - - - - - 3,900
6353 PERSONAL AUTOIPARKING 500 - 5,500 - - 200 300 - 6,500
6354 CAR WASHES 1,200 - - - - - - - 1,200
6355 CELLULAR TELEPHONE SERVICE - 8,200 - - - - - - 8,200
6357 ADVERTISING / PUBLICATION 800 - - - - - - - 800
6370 GENERAL PRINTING AND BINDING 800 - - - - - - 600 1,400
6385 INSURANCE 38,600 - - - - - - - 38,600
6405 ELECTRICITY - - - - - 21,000. - - 21,000
6410 NATURAL GAS SERVICE - - - - - 20,000 - - 20,000
6425 MOBILE EQUIPMENT REPAIR LABOR - - - 10,000 - - - - 10,000
6426 SMALL EQUIPMENT REPAIRO-LABOR - - 500 - 1,000 - - - 1,500
6427 BLDG OPERATIONS/REPAIR-LABOR - - 2,500 - - 8,100 - - 10,600
6475 MISCELLANEOUS 2,800 - - - - - - - 2,800
6476 CONFERENCES AND SCHOOLS 5,200 - 28,400 - - - 800 3,700 38,100
6477 LOCAL MEETING EXPENSES 2,300 - - _ - - - - - 2,300
DUES AND SUBSCRIPTIONS 2,500 - - 500 - - - - 400
6535 OTHER CONTRACTUAL SERVICES - - - - - 10,300 12,900 - 23,200
6537 JANITORIAL SERVICES - - - - - 19,000 - - 19,000
6538 TOWING CHARGES - - - 600 - - - - 600
6539 WASTE REMOVALISANITATION SERV - - - - - 3,500 - - 3,500
6569 MAINTENANCE CONTRACTS 600 7,700 - - - 2,800 - 11,100
TOTAL SERVICES & OTHER 115,100 19,800 47,100 18,400 1,000 84,900 14,000 4,M 31
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES 2,200 - - - - 4,600 - - 6,800
6670 OTHER EQUIPMENT - 1 20,200 - - - 16,700 5,000 41,900
TOTAL CAPITAL OUTLAY 2,200 20,200 - - - 4,600 16,700 5,000 48,700
PROGRAM TOTALS $ 961,800 $ 49,100 $ 50,100 $ 74,600 $ 68,600 $ 108,600 $ 51,400 $ 177,500 $ 1,541,700
Support Total = $ 173,800 Operations Total = $ 228,600
97
Of ll 2007 Proposed Budget Operating.Budget.
Fire - Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Inspections & Prevention
Division of the Fire Department is to:
• Assuring building safety and fire code
compliance in new and existing buildings.
• Reduce fire risk through prevention,
education and inspections.
The Prevention & Inspections Division is responsible
for the following functions:
• Organize, track and analyze fire problem
specific to our communities and develop
Expenditures as %of the General Fund
targeted programs to reduce the occurrence, of emergency response.
• Respond to emergency calls.
• Inspect new and existing buildings for fire code compliance.
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and
provide education to the business community on way to eliminate future calls.
• Perform/coordinate fire education and fire prevention functions.
PERFORMANCE INDICATORS
•
N:
2005
2006
2007
Description
Actual
Budget
Proposed
Fire prevention functions performed
2351
250
300
Suspicious fires investigated
6
4
2
Dollar value lost to structure fires
$1,718,500
$1,500,000'
$1,500,000
Fire sprinkler permits processed
142
140
140
Fire inspections performed
274
280
300
False fire alarms responded to
477
450
0
Total fire prevention hours
965
1,000
1,500
•
N:
IV Or ku 2007 Proposed Budget Operating Budget
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
HIGHLIGHTS & CHANGES
Highlight/Chanae 1: The Fire Marshal and Fire
Inspector will move from Community Development—
Inspections to the Fire Department for 2007.
Financial Impact: No impact on overall General
Fund budget. Personal services amounts transferred
between departments total $155,600. In addition,
$13,100 in related costs (vehicle maintenance, cell
phone, staff training, etc.) are transferred.
Service Level Impact: To better serve the fire
inspection needs of the City, the Fire Marshal and
Fire Inspector have been moved to the Fire budget
and their workstations have physically been relocated from City Hall to the Fire Administration building.
EXPENDITURE SUMMARY
n
L J
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
155,600
Parts and Supplies
15,446
9,537
8,800
12,200
Services and Other Charges
88
117
200
4,700
Capital Outlay
5,000
Total
$ 15,534
$ 9,654
$ 9,000
$ 177,500
n
L J
2007 Proposed Budget Of hp Operating Budget
Fire—Operations (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Operations Division of the Fire
Department is to:
• Ensure the protection of life and property for
the City of Eagan.
The Operations Division is responsible for the
following functions:
• Research and recommend improved
technology for emergency call response
• Develop and enhance collaborative
relationships with surrounding areas
•
Expenditures as %of the General Fund
Fire -
Operations
0.69%
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire dept to provide continued emergency service to residents of
Eagan
PERFORMANCE INDICATORS'
2005 2006 2007
Description Actual Budget Proposed
Large dollar loss $1,892,500 $1,600,000 $1,300,000
Average time for first truck on scene, minutes 5.73 5.99 5.90
Average time first station in service, minutes 2.05 2.72 2.60
•
100
dhp 2007 Proposed Budget Operating Budget
Fire—Operations (12)
Responsible Manager: Mike Scott, Fire Chief
Expenditures by Category
Capital
^..Q_..
HIGHLIGHTS & CHANGES
Overview: The Operations budget has two large
increases highlighted below. Even with these
additions, the budget stayed close to the similar
Operations budgets from 2006.
Hiahliaht/Chanue 1: New OSHA requirements for
pandemic flu supplies for first responder staff are
incorporated in the budget. First responders need
N95 face masks and hand sanitizer on the trucks
and at the stations.
Financial Impact: $5,400 for 2007, ongoing
replacement costs of supplies beyond 2007.
Service Level Impact: This requires fire departments to prepare for a possible pandemic outbreak by .providing
protection to first responders.
Hiahliaht/Chanae 2: Provide fire turnout gear for new recruits and replacements on a five-year replacement
plan. The fire department added 14 new recruits in 2006 and plans on adding 10-15 new recruits in 2007. No new
turnout gear was budgeted in 2006 for the 2006 recruits. In addition to the new recruits, the department is trying to
keep all firefighters on a five-year replacement plan for turnout gear. 30 new sets of turnout gear are needed to
catch up with new firefighters and to continue on with the replacement plan.
Financial Impact: At $1,400/set, total impact in 2007 is $42,000. In 2008 and beyond, costs are expected to
decrease as only 15-20 replacement sets/year will be necessary and new recruit counts should be smaller.
Service Level Impact: This is a safety issue for firefighters. Service levels to the community are not affected.
EXPENDITURE SUMMARY
101
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
-
Parts and Supplies
102,335
107,948
104,100
107,400
Services and Other Charges
60,418,
67,502
85,900
.99,900
Capital Outlay
94,927
59,846
38,400
21,300
Total'
$ 257,680
$ 235,296
$ 228,400
$ 228,600
101
Itj Of ku 2007 Proposed Budget Operating Budget
Fire -Support (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Fire
Department is to:
• Ensure that the City is protected with a well-
trained force of firefighters and first
responders
The Support Division is responsible for the following
functions:
Provide new technologies in computer and
electronic support for training and
emergency response
Expenditures as %of the General Fund
• Research methods to recruit and retain volunteer firefighters
• Maintain the fire departments fleet of emergency vehicles
• Provide training in fire and EMS methods to new and current firefighters to ensure that they are taught the
most current methods of firefighting and EMS functions
PERFORMANCE INDICATORS
2005 2006 2007
Description Actual Budget Proposed
Total hours spent at training 9,914 11,000 12,000
Total hours spent on engineering 2,455 2,487 2,500
•
102
•
•
0
aq Of hp 2007 Proposed Budget Operating Bud9et
Expenditures by Category
Services &
Other
Charges
49.08%
Capital
Outlay
11.62%
Parts & 4
Alt
Supplies
39.30%
Fire -Support (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: For the Support budget, the biggest
increases are in fuel costs and replacement pagers.
In addition, the proposed Fire Education Specialist
position (see Fire—Administration Highlights/
Changes) would have a favorable service level
impact on Support operations (training) by providing
a full-time staff person to help coordinate training
needs for the department and ensure firefighters
stay current in all required fields.
Hiahlia t/Chanae 1: A 57% increase in fuel prices
(from $1.75/gallon used in the 2006 budget to
$2.75/gallon in 2007) significantly raises the cost to operate 27pieces of equipment
Financial Impact: Increase is $20,100 over and above a normal (3%) inflationary increase.
Service Level Impact: No impact on service levels
Hiahlicht/Chanae 2: To be compatible with the 800 MHz radio system associated with the new DCC, 20 pagers.
must be replaced in 2007
Financial Impact: At a cost of $560 each, total impact is $11,200.
Service Level Impact: The 800 MHz radio standard adopted County -wide enhances communication. These
costs are mandated.
EXPENDITURE SUMMARY
103
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ -
$ -
$ -
-
Parts and Supplies
4,614
5,479
18,300
68,300
Services and Other Charges
40,904
56,025
60,300
85,300
Capital Outlay
12,975
30,328
55,900
20,200
Total
$ 58,493
$ 91,832
$ 134,500
$ 173,800
103
40'M
Of 8811 2007 Proposed Budget Operating Budget
p g
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works—Engineering
Department is to:
• Protect the health, safety and welfare of the
general public and the community's natural
environment with respect to the City's
infrastructure
• Identify -needed infrastructure improvements
for the future and corrective actions for
current environment.
• Provide or recommend the best -designed
and economical solutions in the most
Expenditures as %of the General Fund
Public Works
- Engineering
4.49%
efficient manner for all public improvements
• Technically guide the Council with regards to all engineering and public works issues
The Public Works — Engineering Department is responsible for the following functions:
• Respond to all inquiries and requests of the City Council, various City departments and residents by
providing municipal engineering and utility information/assistance
• Address demands on the transportation system & traffic management impacting the City
• Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and
staff support at Council meetings for public improvements
• Design/draft construction plans, write/administer specifications, hold informational meetings and
coordinate construction/inspection services for public improvements
• Provide quality control for the City's infrastructure and erosion/sediment control (SWPPP)
• Update Capital Improvement Program & Comprehensive Plans for City's infrastructure
• Coordinate/present Public Hearings/Final Assessment Hearings for City improvements
• Administer and manage all public improvements, private developments, right-of-way activities, NPDES
Phase II permit and all other engineering and public works issues
• Provide customers with accurate and clearly understandable information as it relates to municipal
engineering and public works operations
PERFORMANCE INDICATORS
City Survey -About right amount of trails & sidewalks available
City Survey-Good/excellent storm drainage
Utility permits issued
Miles of streets overlayed
Properties assessed for public improvement
Miles of water main installed
Miles of sanitary sewer installed
Miles of storm sewer installed
Reviews of residential building permit site plans
108
2005 2006 2007
Actual Budget Propos
74%
N/A
80%
76%
N/A
80%
177
185
200
10.5
9.2
8.5
1,623
1,600
1,750
2.9
1.8
2.0
1.6
1.0
1.0
1.6
1.0
2.0
161
150
135
•
•
Of 2007 Proposed Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
Expenditures by Category Parts &
Supplies
1.32%
Personal
Services Services &
94.00% Other
Charges
3.86%
Capital
Outlay
0.82%
HIGHLIGHTS & CHANGES
Overview: The Engineering budget is down 13.5%
primarily due to moving the Superintendent of
Streets & Equipment position to other departments
in the General Fund, and moving the Utilities Super-
intendent position to the Utilities Fund. Factoring
out these moves, the Engineering budget is up
$46,600, or 3.2%.
Hiahli'oht/Chanae 1: The Superintendent of
Streets & Equipment is moved to the Streets Dept.
(67%) and Central Service Maintenance Dept.
(33%) to better reflect the tasks/activities of this
position. Because a portion of equipment maintenance costs are charged back to the Utilities Fund, a more
accurate cost accounting will help to properly allocate costs to the funds utilizing the maintenance services.
Financial Impact: There is no impact on General Fund expenditures. $111,800 is moved from this department
to the other two. There is a $2,800 positive impact on General Fund revenues as a fraction of the Central
Services Maintenance portion of this position is reimbursed by the Utilities Fund.
Service Level Impact: This accounting change does not affect service levels.
Hiahliaht/Chanas 2: The Utilities Superintendent is moved to the Utilities Fund (100%) to better reflect the
•tasks/activities of this position. Again, this will provide a more accurate accounting of costs within the two funds.
Financial Impact: General Fund expenditures are reduced by $111,800; Utilities Fund expenditures are
increased by the same amount. A portion of the costs of this position have historically been covered by revenues
(administrative transfer) from the Utilities Fund. This accounting change essentially achieves full recovery of the
costs.
Service Level Impact: This accounting change does not impact services levels.
•
EXPENDITURE SUMMARY
109
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 1,057,392
$ 1,139,635
$ 1,241,000
1,070,600
Parts and Supplies
9,853
20,567
16,400
15,000
Services and Other Charges
41,389
36,396
48,900
44,000
Capital Outlay
-
9,756
9,600
9,300
Total
$ 1,108,634.
$ 1,206,354
$1,315,900
$1,138,900
109
14 Of ke 2007 Proposed Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Public Works
1
1
1
1
2,080
PW Coordinator/Administrative Assistant
1
1
0
0
-
City Engineer
1
1
1
1
2,080
Assistant City Engineer
1
1
1
1
2,080
Transportation Engineer
0
1
1
1
2,080
Superintendent of Streets/Equipment
1
1
1
0
-
Superintendent of Utilities
1
1
1
0
-
Construction Manager
1
0
0
0
-
Engineering Technicians
5
3
3
3
6,240
Secretary
1
1
1
1
2,080
Clerical Technician
1
1
1
1
2,080
Project Coordinators
0
2
2
2
4,160
Total
14
14
13
11.
22,880
2007 WORK PLAN
Activi
Routine
1 Manage and administer public improvements; implement. Capital Improvement Plan
2 Manage and inspect private developments
3 Provide general engineering customer service
4 Manage the Storm Water Pollution Prevention Program (SWPPP)
5 Monitor and manage the budget
6 Collect data and prepare the annual report
7 Maintain and upgrade the GIS service delivery program
8 Provide general administrationtsupervision to the Engineering Division
9 Manage the Municipal State Aid Street funding program
10 Evaluate and provide local traffic management
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
•
110
1]
is
lk C4
Of 1� 2007 Proposed Budget Operating Budget
Public Works -Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
LINE ITEM DETAIL
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
PARTS & SUPPLIES
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$ 836,334
$' 900,454
$ 966,600
$ 820,400
6112
OVERTIME -REGULAR
5,635
12,106
7,300
11,700
6130
SALARIES AND WAGES -TEMPORARY,
5,622
12,633
17,500
13,800
6131
OVERTIME -TEMPORARY
-
399
4.00
400
6142
PERA-COORDINATED
46,248
50,525
58,400
52,000
6144
FICA
59,432
64,959
73,500
62,500
6151
HEALTH INSURANCE
73,375
86,131
107,400
101,000
6152
LIFE INSURANCE
1,370
1,502
-
6154
DISABILITY - LONG TERM
2,637
2,968
6270
-
6155
WORKERS COMPENSATION
6,784
7,958
91900
8,800
6157
RETIREE INSURANCE FUNDING
19,955
-
-
20,567
$
PERSONAL SERVICES .
$1,057,392
$ 1,139,635
$ 1,241,000
$ 1,070,600
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
.227
$
464
$
-
6215
REFERENCE MATERIALS
78
78
600
6220
OPERATING SUPPLIES -GENERAL
2,736
7,125
5,700
6224
CLOTHING/PERSONAL EQUIPMENT
300
19
500
6231
MOBILE EQUIP REPAIR PARTS
1,648
2,853
800
6232
SMALL EQUIPMENT REPAIR PARTS
207
256
1,500
6235
FUEL,. LUBRICANTS, ADDITIVES.
2,975
5,545
4,100
6270
COMPUTER SOFTWARE
1,682
4,227
3,200
PARTS & SUPPLIES
$
9,853
$
20,567
$
16,400
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$
3,115
$
2,885
$
5,000
6312
ENGINEERING
2,344
-
-
6346
POSTAGE
1,567
1,500
1,800
6351
PAGER SERVICE FEES
127
38
100
6353
PERSONAL AUTO/PARKING
5,127
5,542
5,300
6354
CAR WASHES
8
15
100
6355
CELLULAR TELEPHONE SERVICE
3,060
3,706
2,800
6370
GENERAL PRINTING AND BINDING
1,237
447
3,000
6385
INSURANCE
14,400
9,300
9,700
6425
MOBILE EQUIPMENT REPAIR LABOR
-
88
200
6426
SMALL EQUIPMENT REPAIR -LABOR
333
-
1,000
6476
CONFERENCES AND SCHOOLS
3,814
7,640
13,000
6477
LOCAL MEETING EXPENSES
263
354
400
6478
TUITION & BOOKS
2,854
1,104
1,800
6479
DUES AND SUBSCRIPTIONS
1,259
2,360
2,400
6480
LICENSES, PERMITS AND TAXES
742
558
1,300
6481
RECORDING FEES
558
237
200
6569
'MAINTENANCE CONTRACTS
581
622
800
SERVICES & OTHER CHARGES
$
41,389
$
36,396
$
48,900
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS/EQUIPMENT
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
$ - $ 9,305 $ 9,600
451 -
$ - $ 9,756 $ 9,600
$1,108,634 $ 1,206,354 $ 1,315,900
ill
400
5,200
500
800
1,300
6,300
500
$ 15,000
3,000
1,800
5,600
100
3,100
3,000
10,200
200
1,,000
12,400
400
2,200
200
800
$ 44,000
$ 9,300
$ 9,300
$ 1,138,900
-13.45%
11�(lyotw
2007 Proposed Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
PURPOSE & DESCRIPTION
The purpose of the Public Works --Streets &
Highways Department is to:
• Provide resources and technical application
of structural maintenance procedures for
public roadways, transportation trail ways
and related infrastructure keeping them in
the best possible and safest condition
economic constraints allow
• Provide resources for operational
maintenance procedures including snow
and ice control, sweeping, traffic control,
Operating Budget
Expenditures as %of the General Fund
streetlights and boulevard maintenance in order to provide safe conditions for citizens and the traveling
public as economic constraints allow
The Public Works—Streets & Highways Department is responsible for the following functions:
• Structural maintenance of infrastructure located in local public rights of way including the repair and
preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems
• Provide operational maintenance including snow and ice control, street lights, cross departmental
services delivery, traffic control, and the cleaning of streets and surface drainage grates
• Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and
repair of related boulevard amenities
PERFORMANCE INDICATORS
112
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Center -line miles of streets maintained annually
236
237
238
Work days, bituminous surface maint (5 yr. avg.= 526)
458
526
526
Sweeper miles (5 yr. avg.= 7,599 miles)
8,725
8,000
8,000
Avg. cost per mile per snow season (10 yr. avg.= $1,140)
$1,056
$1,000
$1,000
Avg weighted pavement condition rating for entire street system
79
75.5
76
Percentage of residents rating street repair and maintenance as high
80%
N/A
80%
(good or better) in survey
Percentage of residents rating snow plowing of City streets as
87%
N/A
87%
excellent in survey
Percentage of residents rating trail and sidewalk winter maintenance
80%
N/A
80%
as high (good or better) in survey
112
•
•
0
•
Of � 2007 Proposed Budget Operating Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
Expenditures by Category
Actual
Parts &
Budget
Supplies
Services &
21.95%
Other
2006
Charges
Personal Services
15.61%
$ 807,067
Capital
Personal
Outlay
Services
0.37%
62.07%
355,100
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways
budget shows an increase of $163;400, or 11.2%. A
significant portion of the increase is due to moving
two-thirds of the Street & Equipment Super-
intendent's salary to this department from
Engineering (see Highlight 1 in Public Works—
Engineering). Factoring out the move, the increase
is $88,700, or 6.1 %
Hi ahliaht/Chande 1: Fuel costs have risen
dramatically. Gas/diesel has gone from $1.75/gallon
(avg).in the 2006 budget to $2.75/gallon in 2007, a
57% increase.
Financial Impact: Increase of $34,900 for fuel costs in 2007. The fuel line item is up $13,500 beyond the
$34,900 as fuel costs for the street sweeper were in a different line item in previous budget years.
Service Level Impact: No service level impact
Hinhilaht/Chancas 2: A 40% increase in asphalt prices results in a proposed reduction of quantities of bituminous
purchased for street repairs from 1,700 tons in 2006 budget to 1,000 tons in 2007. .
Financial Impact: A savings of $9,400 from 2006 to 2007 results from reducing tonnage from 1,700 to 1,000. If
quantities were kept level, an increase of $22,100 would have occurred in 2007. In the long-term, potentially
higher maintenance costs will result from a lesser level of repair earlier in the life -cycle of the streets system.
Service Level Impact: Over time, travelers/citizens on City roads may notice a slight deterioration in driving
surface condition resulting from reduced maintenance.
Hiahliaht/Chanue 3: Salt prices are.up 29% from estimates used in creating the 2006 budget.
Financial Impact: $21,600 increase over 2006 budget
Service Level Impact: No service level impact. Salt -only program has been fully implemented and its benefits—
reduced sweeping and longer -lived pavement markings—are noticeable.
Hicahlisaht/Chanue 4: Contractual snow/ice removal costs are higher as the Council expanded the City's trail
maintenance service delivery program by 6.3 miles (10%).
Financial Impact: $7,600 increase for trails
Service Level Impact: Increase in service delivery by expanding availability of pedestrian transportation system
for all season use
EXPENDITURE SUMMARY
113
Actual
. Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 788,524
$ 807,067
$ 884,600
1,003,900
Parts and Supplies
321,280
361,791
312,500
355,100
Services and Other Charges
242,388
243,937
249,400
252,400
Capital Outlay
-
-
7,500
6,000
Total
$ 19352,192
$1,412,795
$1,454,000
$1,617,400
113
411, IV
or hp 2007 o
Pro sed Budget Operating P. 9 Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Superintendent of Streets & Equipment
0
0
0
0.67
1,394
Supervisor
1
1
1
1
2,080
Technician/Inspector
1
1
1
1
2,080
Maintenance Workers
10
10
10
10
20,800
Total
12
12
12
12.67
26,354
2007 WORK PLAN
Activitv
Routine
1 Bituminous surface maintenance
2 Snow and ice control
3 Signs/traffic control
4 Sweeping
5 Buildings, facilities
6 Curb and gutter work
7 Crackseal
8 Boulevard/tree & storm system maintenance
9 Customer service response
114
•
is
•
�t Of
2007 Proposed Budget Operating Budget
• Public Works - Streets & Highways (22)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
LINE ITEM DETAIL
115
11.24%
SERVICES & OTHER CHARGES
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
$
2004
$
2005
$
2006
$
2007
6110
SALARIES AND WAGES -REGULAR
$
537,824
$
566,956
$
610,700
$
691,805-
6112
OVERTIME -REGULAR
17,160
35,788
27,500
28,300
6130
SALARIES AND WAGES -TEMPORARY
6,385
11,595
18,400
22,800
6131
OVERTIME -TEMPORARY
19
7
-
-
6142
PERA-COORDINATED
30,995
33,744
38,300
45,000
6144
FICA
41,277
45,439
50,200
56,800
6151
HEALTH INSURANCE
67,348
78,803
99,000
114,300
6152
LIFE INSURANCE,
1,117
1,203
-
-
6154
DISABILITY - LONG TERM
2,078
2,277
-
-
6155
WORKERS COMPENSATION
26,748
31,255
40,500
44,900
6157
RETIREE INSURANCE FUNDING
57,573
-
-
-
6479
PERSONAL SERVICES
$
788,524
$
807,067
$
884,600
$
1,003,900
6480
PARTS & SUPPLIES
469
114
-
-
6211
OFFICE PRINTED MATERIAL/FORMS
$
-
$
579
$
-
$
-
6215
REFERENCE MATERIALS
155
213
100
100
6220
OPERATING SUPPLIES -GENERAL
5;153
6,033
5,300
5,300
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
2,016
1,572
1,600
1,600
6224
CLOTHING/PERSONAL EQUIPMENT
$
2,818
$
2,883
$
3,400
$
3,000
6230
REPAIR/MAINTENANCE SUPPLIES - GENERAL
7,856
1,933
-
-
6231
MOBILE EQUIP REPAIR PARTS
$
57,953
$
63,144
$
58,400
$
45,400
6235
FUEL, LUBRICANTS, ADDITIVES
$
37,762
$
60,659
$
54,700
$
103,100
6243
HEATING OIL/PROPANE/OTHER FUEL
$1,352,192
113
1,412,795
270
1,454,000
-
1,617,400
-
6255
STREET REPAIR SUPPLIES
94,877
100,349
93,600
82,600
6256
SNOW REMOVAL/ICE CONTROL SUPPL
84,655
112,775
80,400
104,000
• 6257
SIGNS & STRIPING MATERIAL
27,262
10,983
15,000
10,000
6270
COMPUTER SOFTWARE
660
398
-
-
PARTS & SUPPLIES
$
321,280
$
361,791
$
312,500
$
355,100
115
11.24%
SERVICES & OTHER CHARGES
6346
POSTAGE
$
-
$
18.
$
100
$
1,00
6351
PAGER SERVICE FEES
142
175
-
-
6355
CELLULAR TELEPHONE SERVICE
3,156
2,175
3,100
2,700
6370
GENERAL PRINTING & BINDING
-
-
800
800
6385
INSURANCE
42,100
24,500
25,900
27,200
6425
MOBILE EQUIPMENT REPAIR LABOR
4,873
1,756
3,500
3,500
6428
FIELD/OTHER EQUIPMENT REPAIR
-
45
-
-
6429
STREET REPAIR -LABOR
19,439
22,046
25,000
24,000
6457
MACHINERY AND EQUIPMENT RENTAL
8,347
7,987
8,000
8,000
6476
CONFERENCES AND SCHOOLS
3,322
3,120
4,000
4,000
6477
LOCAL MEETING EXPENSES
54
45
200
200
6478
TUITION AND BOOK REIMBURSEMENT
-ill
5,400
3,600
6479
DUES AND SUBSCRIPTIONS
382
152
300
300
6480
LICENSES, PERMITS AND TAXES
469
114
-
-
6535
OTHER CONTRACTUAL SERVICES
24,714
11,810
7,300
7,300
5564
SNOW & ICE REMOVAL
97,714
113,518
111,900
124,200
6566
STRIPING
37,676
53,365
50,900
41,200
6569,
MAINTENANCE CONTRACTS
-
3,000
3,000
5,300
SERVICES & OTHER CHARGES
$
242,388
$
243,937
$
249,400
$
252,400
CAPITAL OUTLAY
6670
OTHER EQUIPMENT
$
-
$
-
$
7,500
$
6,000
CAPITAL OUTLAY
$
$
-
$
7,500
$
6,000
•
TOTAL STREETS & HIGHWAYS
$1,352,192
$
1,412,795
$
1,454,000
$
1,617,400
115
11.24%
'O'
MYONE 2007 Proposed Budget Operating Budget
Public Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
PURPOSE & DESCRIPTION
The purpose of the Public Works—Central Services Expenditures as'% of the General Fund
Department is to: Public. Works
• Provide operations/clerical & systems - Central
support for all maintenance operations III Serv. Maint.
including Parks, Forestry, Streets, Water 2.10%
Quality and equipment maintenance _
• Provide first-line customer service support
for citizens requesting any kind of
information and or services as it relates to
all maintenance operations including Parks,
Forestry, Streets, Water Quality and
equipment maintenance
• Provide preventative and repair maintenance for all. City -owned vehicles and specialty equipment
The Public Works—Central- Services Department is responsible for the following functions:.
• Providing clerical services, administrative services and customer service support for all departments
located at the Central Maintenance Facility. This includes ongoing operation and support of software
programs
• Processing all customer service requests for any non-utility maintenance services provided by the City
• Maintaining mobile units and miscellaneous pieces of equipment, assuring that this equipment operates
in a safe and efficient manner. This includes repair and preventative maintenance of all Street, Park,
Utility, Administrative/Inspection Engineering, Community Development, Police, and Fire Vehicles •
PERFORMANCE INDICATORS
116
2005
2006
2007
Description
Actual
Budget
Proposed
Customer Service requests responded to
2,112
2,252
2,252
Pieces of equipment serviced per mechanic (10 -city survey average:
55)
98
98
98
Scheduled (vs. unscheduled) maintenance as % of total maintenance
(industry goal/standard is 60-70%)
63%
65%
60%
Downtime of fleet by average (industry standard is 5%)
0.9%
0.9%
0.9%
Comebacks (return for repeat work) (industry standard is 3%)
1%
1%
1%
116
•
2007 Proposed Budget
Operating Budget
Public. Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
Expenditures by Category
Actual
Actual
Parts &
[Personal
Supplies
2004
5.15%
2006
2007
Services
$ 368,254
85.93%
Services &
457,000
Other
28,597
Charges
Capital
7.20%
Outlay
43,750
1.71%
43,300
HIGHLIGHTS & CHANGES
Overview: The Central Services Department budget
for 2007 shows an increase of 9.5,% due to the
reallocation of one-third of the Streets & Equipment
Superintendent's salary from Engineering into this
department. (See Highlight 1 in Public Works—
Engineering.) Factoring out this accounting change,
the increase is 1.8%.
Hiahliaht/Chancte 1: To more accurately represent
equipment maintenance administrative overhead
costs, one-third of the Streets & Equipment Super-
intendent's time will be allocated to Central Services
going forward.
Financial Impact: General Fund expenditures are unchanged by this. Revenue to the General Fund (from the
Utilities Fund) for reimbursement of equipment maintenance services will be increased by $8,300.
Service Level Impact: None.
Hiahliaht/Chanae 2: Maintenance contracts line item reflects an increase for contract maintenance/
support/access for the new Alldata online software for vehicle diagnostics evaluation
Financial Impact: Increased annual cost of $1,500/year.
Service Level Impact: Provides for more accurate and quicker troubleshooting evaluation of vehicle
maintenance, allowing for shorter downtime and quicker return to service with minimal repair efforts.
EXPENDITURE SUMMARY
117
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 368,254
$ 380,910
$ 403,800
457,000
Parts and Supplies
28,597
28,352
26,600
27,400
Services and Other Charges
43,750
32,279
43,300
38,300
Capital Outlay
-
-
12,200
9,100
Total
$ 440,601
$ 441,541
$ 485,900
$ 531,800
117
Its Of hp 2007 Proposed Budget Operating Budget
Public Works — Central Services (24)
Responsible Manager: Tom Struve, Superintendent of. Streets & Equipment
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Superintendent of Streets & Equipment
0
0
0
0.33
686
Shop Supervisor/Chief Mechanic
1
1
1
1
2,080
Equipment Maintenance Workers
2
2
2
2
4,160
Office Supervisor
1
1
1
1
2,080
Clerical Technicians
2.5
2
1.5
.1.5
3,120
Operations Support Specialist
0
0
0.5
0.5
1,040
Total
6.5
6
6
6.33
12,480
2007 WORK PLAN
Activi
Routine
1 General administration
2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
3 , Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.)
4 Snow plowing (assist Street Maint.)
5 Buildings, facilities maintenance
of
118
Of 2007 Proposed Budget Operating Budget
Public Works - Central Services (24)
Responsible Manager: Tom Struve, Superintendent of Streets & Equipment
LINE ITEM DETAIL
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS. $ - $ - $ 2,500 $ -
6660 OFFICE FURNISHINGS/EQUIPMENT - - 9,700 5,600
6670 OTHER EQUIPMENT - - - 3,500
CAPITAL OUTLAY $ - $ -$ 12,200 $ 9,100
Am TOTAL CENTRAL SERVICES $ 440,601 $ 441,541 $ 485,900 $ 531,800
9.45%
119
Actual
Actual
Budget
Proposed.
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
275,882
$
275,908
$
285,200
$
324,000
6112
OVERTIME -REGULAR
2,828
7,006
7,600
5,300
6130
SALARIES AND WAGES -TEMPORARY
12,536
14,898
17,000
14,300
6131
OVERTIME -TEMPORARY
113
212
-
-
6142
PERA-COORDINATED
15,997
16,221
17,600
20,600
6144
FICA
20,390
20,949
23,700
26,300
6151
HEALTH INSURANCE
28,796
32,788
40,300
51,900
6152
LIFE INSURANCE,
598
593
-
-
6154
DISABILITY - LONG TERM
1,137
1,134
-
-
6155
WORKERS COMPENSATION
9,977
11,201
12,400
14,600
PERSONAL SERVICES
$
368,254
$
380,910
$
403,800
$
457,000
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
9,622
$
9,316
$
6,800
$
6,800
6215
REFERENCE MATERIALS
445
202
500
500
6220
OPERATING SUPPLIES -GENERAL
-
246
300
300
6222
MEDICAURESCUE/SAFETY SUPPLIES
37
-
-
-
6224
CLOTHING/PERSONAL EQUIPMENT
735
558
1,000
900
6231
MOBILE EQUIP REPAIR PARTS
2,047
720
1,000
1,000
6232
SMALL EQUIPMENT REPAIR PARTS
101
-
-
-
6234
FIELD/OTHER EQUIPMENT REPAIR
1,802
2,191
2,800
2,800
6235
FUEL, LUBRICANTS, ADDITIVES
1,405
1,686
1,600
2,500
6240
SMALL TOOLS
5,142
3,936
5,000
5,000
6241
SHOP MATERIALS
6,844
6,998
7,100
7,100
6270
COMPUTER SOFTWARE
417
2,499
500
500
PARTS & SUPPLIES
$
28,597
$
28,352
$
26,600
$
27,400
SERVICES & OTHER CHARGES
6328
SPECIAL EVENTS/ADMISSION FEES
$
164
$
2,045
$
1,500
$
1,500
6346
POSTAGE
14
.79
-
-
6347
TELEPHONE SERVICE & LINE CHG
8,703
3,477
8,800
6,000
6385
INSURANCE
8,100
6,000
6,100
61400
6425
MOBILE EQUIPMENT REPAIR LABOR,
608
993
-
-
6428
FIELD/OTHER EQUIP REPAIR -LABOR
1,237
1,370
1,300
1,300
6475
MISCELLANEOUS
1,441
-
-
-
6476
CONFERENCES AND SCHOOLS
1,419
2,441
2,900
2,500
6477
LOCAL MEETING EXPENSES
-
100
100
6479
DUES AND SUBSCRIPTIONS
157
35
200
100
6480
LICENSES, PERMITS AND TAXES
50
90
100
100
6539
WASTE REMOVAUSANITATION SERV
17,604
12,212
18,000
16,000
6561
TEMPORARY HELP-LABOR/CLERICAL
206
-
-
-
6569
MAINTENANCE CONTRACTS
4,047
3,537
4,300
4,300
SERVICES & OTHER CHARGES
$
43,750
$
32,279
$
43,300
$
38,300
CAPITAL OUTLAY
6630 OTHER IMPROVEMENTS. $ - $ - $ 2,500 $ -
6660 OFFICE FURNISHINGS/EQUIPMENT - - 9,700 5,600
6670 OTHER EQUIPMENT - - - 3,500
CAPITAL OUTLAY $ - $ -$ 12,200 $ 9,100
Am TOTAL CENTRAL SERVICES $ 440,601 $ 441,541 $ 485,900 $ 531,800
9.45%
119
IV Of hp 2007 Proposed Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Recreation/Administration
Division of the Parks and Recreation Department is
to:
• Develop community through provision of
recreation programs, facilities and events.
• Provide support and oversight to partner
organizations providing leisure activities.
• Provide opportunities for leisure and social
skill development
• Provide meeting spaces and facilities for
community groups and private functions
Expenditures as a %of the General Fund
Recreation
7.68%
• Schedule and allocate use of community facilities to provide equal benefits to all residents
The Recreation/Administration Division is responsible for the following functions:
• Provide recreation programs and services to all Eagan residents
• Provide clerical support for program registrations, facility reservations, memberships & general inquiries
• Provide staff support to the Advisory Parks Commission
• Facilitate planning for future park, recreation, and facility development
PERFORMANCE INDICATORS
120
•
•
2005
2006
2007
Description
Actual
Budget
Proposed
Hours of "Fiduciary' programs
7,129
N/A
8,000
Participants in "Fiduciary' programs
29,067
N/A
32,000
Hours of "Public Benefit" programs
9,154
N/A
9,500
Participants in "Public Benefit" programs
13,030
N/A
14,333
Based on City survey, % who rate City -sponsored recreation programs as
79%
N/A
85%
good or excellent.
Based on City survey, % of participants who report being satisfied with
96%
N/A
98%
their experience in recreation programs
120
•
•
0
•
•
41, 14 of kal
2007 Proposed Budget
Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Services &
Parts &
Other
Supplies
Charges
4.69%
24.78%
Services
69.60%
Merchandise
for Resale
0.43%
Capital
Outlay
0.50%
HIGHLIGHTS & CHANGES
Overview: The Recreation/Administration budget
has many changes due to an evaluation and
correction of past budgeting and management
practices. It also reflects the separation of Parks
from Recreation/Administration. Recreation
program fees and charges reflect the new Fees and
Charges Policy adopted by the City Council in 2005
which set the parameters for capturing costs for all
programs.
Hiahlia t/Chanae 1: Recreation program expen-
ditures increase by 15% and program revenues
increase by 41 % due to four factors: 1) higher fees with the implementation of the Recreation Fees and Charges
Policy; 2) change in accounting in certain programs that previously recorded only net revenues (and not
expenditures); 3) higher utilization of existing programs; and 4) some new program offerings.
Financial Impact: Expenditures are up $100,200 in total with $74,300 of the increase resulting from the
accounting change, and the balance due to changes in utilization of existing programs and new program
offerings. Revenues are up $227,800 in total with $74,300 due to the accounting change, $66,100 due to higher
fees, $35,800 due to changes in utilization of existing programs, and $51,700 due to new programs.
Service Level Impact: Recreation programming is expanded to provide more service to residents and better
use the capacity of buildings and staff. The accounting change itself does not impact service levels.
Hiahlight/Chanue 2: Recreation/Administration is proposing the addition of a clerical position to enhance
customer service and to increase the coordination of customer service across all operations.
Financial Impact: The net cost for this position will be approximately $14,700 after applying the ongoing savings
from the 2006 reorganization.
Service Level Impact: The ongoing reorganization provides additional staff time to focus on the development
and implementation of recreation programs. The additional clerical staff member will increase the resources
available to support customer needs and to provide additional clerical support to program supervisors. The
reorganization provides for a higher level of seasonal flexibility across all divisions.
Hiahliaht/Chanae 3: Fiduciary program advert!sing/sponsorships are proposed to be sold to local businesses.
Financial Impact: $15,000 increase in revenue; no impact on expenditures.
Service Level Impact: Additional fees raised through the selling of advertising/sponsorships to local businesses
will help to offset the subsidy to free and low -fee recreation events and programs.
Hiahliaht/Channe 4: Purchase of additional computer software for on-line league scheduling.
Financial Impact: $4,000 for the software. Current on-line program registrations are facilitated through Class.
$2,000 for a Point of Sale register at the Parks & Recreation front counter.
Service Level Impact: The league scheduling software will provide convenience to the adult sport programs and
lessen the amount of hands-on staff time needed to produce and communicate schedule information. It will, also
meet the growing demand for instant and convenient registrations. The Point of Sale upgrade will provide a
higher level of service response to program and rental transactions and provide financial tracking that will be
consistent with other department operations.
121
4110'
14 d hF 2007 -proposed Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30) .
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
POSITION INVENTORY
Parks & Rec. Combined
Actual 2004
Actual 2005
Bud et 2006
$ 2,208,521
$ 2,311,539
$ 2,475,000
327,437
351,817
345,000
486,031
527,806
566,700
20,989
45,894
30,800
10,397
9,132
11,500
$ 3,053,375 $ 3,246,188 $ 3,429,000
EXPENDITURE SUMMARY
2007 Proposed
2005
Recreation
Parks
Total
1,354,500
1,246;000
2,600,500
91,300
301,800
393,100
482,200
163,900
646,100
9;700
21,100
30,800
89300
-
8,300
$1,946,000 $1,732,800 $3,678,800
Personnel
2004
2005
2006
2007
Hours
Director of Parks and Recreation
0.5
0.5
0.5
0.5
1,040
Superintendent of Operations
0
0
1
1
2,080
Superintendent of Recreation
1
1
1
0
-
OfFce Supervisor,
1
1
0
0
-
Recreation Program Supervisor
5
4.8
4.8
3.8
7,904
Customer Service Coordinator
1
1
0
0
-
Clerical Technicians
3.4
3.4
4.4
6.4
11,2320
Recreation Program Manager
0
.0
0
1
2,080
Recreation Facility Manager
0
0
0
1
2,080
Total
11.9
11.7
11.7
12.7
26,416
2007 WORK PLAN
Activitv
Routine
1 Provide department administration - Parks, Recreation & Revenue Facilities
2 Providing recreation programs and services
3 Oversee development and construction projects
4 Prepare information for City Council
5 Provide support to Advisory Parks Commission
6 Provide program registration, facility reservations, and answer public inquiries
7 Provide support for special events and community partner groups.
8 Respond to concerns and suggestions from residents
9 Account for collection of revenues from all department facilities and programs
•
122
n
.7
•
2007 Proposed Budget Operating Budget
This page left blank intentionally
123
Of
2007 Proposed Budget
Operating Budget
167,539 202,200 115,700 116,200 231,900
6152
LINE ITEM DETAIL
2,444
2,616 - -
6154
DISABILITY - LONG TERM
4,166
4,643 - - -
6155
WORKERS COMPENSATION
31,610
36,660 29,300 8,900 22,200 31,100
6157
RETIREE INSURANCE FUNDING
2007 Proposed
- - -
Parks & Recreation Combined
Acct PERSONAL SERVICES
MEDICAL/RESCUE/SAFETY SUPPLIES
Actual 2004 Actual 2005
Bud et 2006
Recreation
Parks
Total
6110 SALARIES AND WAGES -REGULAR
$ 1,229,692 $ 1,307,016
$ 1,400,800
$ 738,500
$ 735,600
$ 1.,474,100
6112 OVERTIME -REGULAR
20,629 32,186
23,000
-
27,000
27,000
6130 SALARIES AND WAGES -TEMPORARY 505,979 526,711
576,400
361,400
220,600
582,000
6131 OVERT IME -TEMPORARY
6,814 6,774
5,000
-
5,000
5,000
6142 PERA-COORDINATED
82,470 87,465
85,700
46,200
46,300
92,500
6144 FICA
130,920 139,929
152,600
83,800
73,100
156,900
6151
HEALTH INSURANCE
144,058
167,539 202,200 115,700 116,200 231,900
6152
LIFE INSURANCE
2,444
2,616 - -
6154
DISABILITY - LONG TERM
4,166
4,643 - - -
6155
WORKERS COMPENSATION
31,610
36,660 29,300 8,900 22,200 31,100
6157
RETIREE INSURANCE FUNDING
49.739
- - -
PERSONAL SERVICES $ 2,208,521 $ 2,311,539 $ 2,475,000 $ 1,354,500 $ 1,246,000 $ 2,60
PARTS & SUPPLIES
6210 OFFICE SUPPLIES $ 3,537 $ 5,972 $ 4,000 $ - 5,000 $ 500 $ 51500
6211 OFFICE PRINTED MATERIAL/FORMS 237 390 1,000 700 700
6212 OFFICE SMALL EQUIPMENT 123 499 500 500 - 500
DRAFTING SUPPLIES - 754 200 - 100
6215
REFERENCE MATERIALS
174
273
200
- 200
200
6220
OPERATING SUPPLIES -GENERAL
15,737
13,696
13,300
5,900 12,500
18,400
6221
FILM & FILM PROCESSING
45
7
100
100 100
200
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
1,755
2,539
2,900
500 2,900
3,400
6223
BUILDING/CLEANING SUPPLIES
9,509
11,295
11,000
- 11,500
11,500
CLOTHING/PERSONAL EQUIPMENT 6,541 6,529 7,100 5,600 5,400 1
6227
RECREATION EQUIPMENT/SUPPLIES
66,230
63,707
69,100
66,000 - 66,000
6230REPAIR/MAINTENANCE
SUPPLIES -GENERAL
-
-
-
- - -
6231
MOBILE EQUIP REPAIR PARTS
38,975
47,490
39,000
- 42,000 42,000
6233
BUILDING REPAIR SUPPLIES .
11,188
13,502
12,000
13,000 13,000
6234
FIELD/OTHER EQUIPMENT REPAIR
17,394
13,382
13,000
- 13,000 13,000
FUEL, LUBRICANTS, ADDITIVES 37,858 52,822 47,000 - 71,500 7
6239
PARK FACILITY.REPAIR PARTS
2,746
3,573
3,000
- 3,000
3,000
6240
SMALL TOOLS
3,758
2,373
2,500
- .2,500
2,500
6243
HEATING OIL/PROPANE/OTHER FUEL
5,364
` 7,668
5,000
- 5,000
5,00_0
6250
LANDSCAPE MATERIALS & SUPPLIES
7,900 -
-
-
- -
-
6251
ATHLETIC FIELD SUPPLIES
24,113
24,138
25,200
- 29,000
29,000
PARKS & PLAY AREA SUPPLIES 26,340 17,325 22,000 - 22,000 2
6253 TURF MTN & LANDSCAPE SUPPLIES 51,488 57,865 61,000 - 62,600 62,600
6257 SIGNS & STRIPING MATERIAL 4,325 3,992 5,000 - 5,000 5,000
6270 COMPUTER SOFTWARE 1,936 900 7,000 7 000
PARTS & SUPPLIES $ 327,437 $ 351,817 $ 345,000 $ 91,300 $ 301,800 - $ 393,100
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$ 10,324
$ 11,772
$ 22,500 $ - $ 3,000
$ 3,000
6320INSTRUCTORS
21,725
21,549
12,400 95,300 -
95,300
6323
TESTING SERVICES
15-
- - -
-
6326
ATHLETIC TEAM SANCTION FEES
7,912
7,140
7,800 7,900 -
7,900 -
6327
SPORTING EVENT OFFICIALS
82,326
83,499
90,300 87,700 -
87,700
6328 SPECIAL EVENTS/ADMISSION FEES
11,160 7,669 14,600 13,900 - 13,90
6355
CELLULAR TELEPHONE SERVICE
6,792
6,734
5,600
4,500
2,400 6,900
] Ofke
2007 Proposed Budget
938
Operating Budget
2,000
11,100
- 11,100
Parks & Recreation Combined
GENERAL PRINTING AND BINDING
1,542
418
7,400
2007 Proposed
- 4,700
6385
INSURANCE
Actual 2004 Actual 2005
Bud et 2006
Recreation
Parks
Total
6329 TOURNAMENT FEES
3,510
3,640
3,700
3,200
-
3,200
6346 POSTAGE
11,753
11,442
8,000
11,300
-
11,300
6347 TELEPHONE SERVICE & LINE CHG
7,606
7,589
8,800
-
9,600
9,600
6351 PAGER SERVICE FEES
661
1,095
500
-
700
700
6353 PERSONAL AUTO/PARKING
5,055
5,171
7,300
7,700
500
8,200
6354 CAR WASHES
-
-
100
-
100
100
6355
CELLULAR TELEPHONE SERVICE
6,792
6,734
5,600
4,500
2,400 6,900
6357
ADVERTISING/PUBLICATION
938
5,009
2,000
11,100
- 11,100
6370
GENERAL PRINTING AND BINDING
1,542
418
7,400
4,700
- 4,700
6385
INSURANCE
78,800
90,300
101,300
106,400
- 106,400
6405
ELECTRICITY
56.736
64.346
45.000
-
48,000 48,000
NATURAL GAS SERVICE 7,376 8,111 7,500 - 8,000
6425
MOBILE EQUIPMENT REPAIR LABOR
6,638
3,815
4;000
- 4,000
4,000
6426
SMALL EQUIPMENT REPAIR -LABOR
472
876
500
- 500
500
6427
BLDG OPERATIONS/REPAIR-LABOR
6,597
11,462
8,000
- 9,000
9,000
6428
FIELD/OTHER EQUIP REPAIR -LABOR
10,118
6,517
7,000
- 7,000
7,000
6431
PARK FACILITY REPAIR -LABOR
2.978
5.712
5.000.
- 5.000
5.000
BUILDING RENTAL 1,518 791 29,000 50,000 - 51
6457
MACHINERY AND EQUIPMENT
3,503
7,091
4,000
300
4,500 4,800
6475
MISCELLANEOUS
31,550
31,487
37,000
38,000
- 38,000
6476
CONFERENCES AND SCHOOLS
6,112
9,411
12,800
9,800
3,700 13,500
6477
LOCAL MEETING EXPENSES
310
820
400
500
- 500
6478
TUITION AND BOOK REIMBURSEMENT
4.219
7.398
7.200
1,500
- 1,500
DUES AND SUBSCRIPTIONS 3,126 2,408 1,700 2,200, 300
6480
LICENSES, PERMITS AND TAXES
2,008
1,129
2,000 500
300 800
6487
VISA/MC BANK CHARGES
10,366
11,202
15,000 13,000
- 13,000
6515
INTERNAL EXPENSES
22,571
37,500-
-
- -
6535
OTHER CONTRACTUAL SERVICES
20,434
27,406
24,300 5,100
7,000 12,100
6537
JANITORIAL SERVICE
2,774-
2,087
4,000 -
4,500 4,500
WASTE REMOVAL/SANITATION SERV 6,414 7,100 13,800 - 14,800 11
6550
TRANSPORTATION SERVICES
7,255
4,815
11,700 7,600 -
7,600
6561
TEMPORARY HELP-LABOR/CLERICAL
10,674
11,528
11,500 - 16,000
16,000
6563
LANDSCAPING
-
-
- _ -
-
6565
SEAL COATING-STREETS/TRAILS
12,163
1,267
23,000 15,000
15,000
15,252
SERVICES & OTHER CHARGES
$ 486.031
$ 527.806
$ 566.700 $ 482,200 $ 163,900
$ 646,100
MERCHANDISE FOR RESALE
8855 MERCHANDISE FOR RESALE $ 10,397 $ 9_,132 $ 1.1,500 $ 8,300 $ - $ 8,300
MERCHANDISE FOR RESALE $ 10,397 $ 9;132 $ 11,500 $ 8,300 $ - $ 8,300
TOTAL PARKS.& RECREATION $ 3,053,375 $ 31246,188 $ 3,429,000 $ 1,946,000 $ 1,732,800 $ 3,678,800
7.3%
125
CAPITAL
$620
-OUTLAY
BUILDINGS
$ 8,886
$ 16,536
$ 10,200
$ - $ 8,800
$ 8,800
6630
OTHER IMPROVEMENTS
3,906
4,562
6,500
- 1,500
1,500
6660
OFFICE FURNISHINGS/EQUIPMENT
2,575
15,252
8,000
9,700
9,700
6670
OTHER EQUIPMENT
5,622
9,544
6,100
- 10,800
10,800
CAPITAL OUTLAY
$ 20,989
$ . 45,894
$ 30,800
$ 9,700 $ 21,100
$ 30,800
MERCHANDISE FOR RESALE
8855 MERCHANDISE FOR RESALE $ 10,397 $ 9_,132 $ 1.1,500 $ 8,300 $ - $ 8,300
MERCHANDISE FOR RESALE $ 10,397 $ 9;132 $ 11,500 $ 8,300 $ - $ 8,300
TOTAL PARKS.& RECREATION $ 3,053,375 $ 31246,188 $ 3,429,000 $ 1,946,000 $ 1,732,800 $ 3,678,800
7.3%
125
CRY Of km 2007 Proposed Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Parks Division of the Parks &
Recreation Department is to:
• Provide safe opportunities for residents to
gather as a community
• Support league, tournament and public play
• Ensure the availability of clean, safe, quality
facilities, play features and amenities
• Facilitate reservations, community-based
special events and recreational initiatives
• Coordinate the development of new park
features and amenities per the budget and
CIP
• Cooperate and coordinate with other providers of community recreational facilities
• Maintain the visual and physical integrity of City parks and grounds
• Assist other City Departments as required and/or requested -
The Parks Division is responsible for the following functions: .
• Implementing an effective turf and grounds management
• Repairing and maintain park buildings, structures and hardscapes
• Promptly responding to citizen requests
• Creating and maintaining winter recreational opportunities, assisting with snow removal
• Providing logistical and physical support to special events
• Supporting departmental recreational programs
• Constructing and installing new park features and amenities
PERFORMANCE INDICATORS
2005 2006 2007
Description Actual Budget Proposed
% of citizens who rate park facilities as good or excellent (biennial survey)
• of pavilion/shelter users rating service and cleanliness as good or
excellent (follow-up mail surveys)
Games canceled on City fields due to nonweather related conditions
Outdoor hockey rinks with skatable ice
Acres mowed regularly by Parks staff
Pavilion/shelter rentals serviced
126
90+%
N/A
94%
93+0/o
TBD
95%
N/A
N/A
<3
15
15
15
510
517
517
245
250
260
M Of B 2007 Pro osed Bud et Operating Budget
� P g P 9 9
Parks & Recreation—Parks Division (31)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Parts &
Supplies
17.42%
Services &
Other
Charges
3;
9.46%
Persona
Services
Capital
71.91%
Outlay
1.22%
HIGHLIGHTS & CHANGES
Overview: See Overview section in Recreation/
Administration Division (30) highlights.
Hiahliaht/Chanae 1: Additional seasonal mainten-
ance is proposed in response to increased demand
for use of facilities as well as longer seasons of use,
particularly on athletic sites.
Financial Impact: $15,300 in 2007 (wages only/no
benefits). Revenue from additional facility rent,
while not estimable at this point, partially offsets the
expense
Service Level Impact: Additional seasonal help is needed to keep up with the demand for facility use
Hiahliaht/Chanae 2: The annual cost of Dakota County's Sentence to Service (STS) contract has continued to
increase at double-digit rates.
Financial Impact: Increase of $4,500 in 2007
Service Level Impact: STS crews provide valuable assistance with non -skilled tasks. Because a crew may
consist of 8-10 people, a trade-off for seasonal staff is not applicable
Hiahliaht/Chanae 3: Fuel costs are based on a 57% rate increase
Financial Impact: $24,500 increase for 2007
Service Level Impact: None; same level of service is planned
127
04 0f IF 2007 Proposed Budget Operating Budget
p g
Parks & Recreation—Parks Division (31)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Director of Parks and Recreation
0.5
0.5
0.5
0.5
1,040
Parks Superintendent
0.85
0.85
0.85
0.85
1,768
Park Maintenance Supervisor
1
1
1
1
2,080
Park Operations Supervisor
1
1
1
1
2,080
Parks Planner/Landscape Architect
1
1
0
0
-
Park Maintenance Workers
9.4
9.4
9.4.
9.4
19,552
Total
13.75
13.75
12.75
12.75
26,520
2007 WORK PLAN
Activi
Routine
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 Install new park features
4 Mow boulevards and turf at all City buildings
5 Prepare athletic fields for community and league use
6 Provide support for special events and scheduled use of facilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepare and monitor divisional budget and CIP �.
10 Administration and supervision
11 Provide input and logistical support to the APrC
12 Implement CIP initiatives
13 Review, participate, implement master planning process/recommendations, 20/20 & PE
•
1.28
•
•
My Of18F
2007 Proposed Budget Operating Budget
Parks & Recreation—Parks Division (31:)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
SEE RECREATION/ADMINISTRATION DIVISION (30)
FOR COMBINED LINE -ITEM DETAIL
129
LINE ITEM DETAIL
Of 2007 Proposed Budget Operating Budget
P g
Parks & Recreation — Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Department
is to:
Maintain existing trees and landscaping in
parks, public facilities, and boulevards
Install new trees and landscaping in parks,
public facilities, and boulevards
Review and manage tree preservation per
the City Tree Preservation Ordinance
Expenditures as a %of the General Fund
Forestry
1.83%
The Tree Conservation Department is responsible
for the following functions:
• Conduct the City shade tree disease program
• Conduct the annual City -sponsored Arbor Day program.
• Conduct the biennial public tree sale
PERFORMANCE INDICATORS
Square miles of boulevard streets to manage tree architecture
130
4.75 4.75 4.75
C:
2005
2006
2007
Description
Actual
Budget
Proposed
Landscape beds maintained
606
655
655
% of private oak wilt sites that perform recommended/needed
management activities
60%
70%
80%
is
Buckthorn pickups
110
110
110
Square miles of boulevard streets to manage tree architecture
130
4.75 4.75 4.75
C:
•
•
i�
*aqof 2007 Proposed Budget Operating Budget
Parks & Recreation—Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
Expenditures by Category
Parts & Services &
Supplies Other
Charges
6.94% Capital
Outlay
9.95%
Personal
Services 8'77% Merchandise
69.49% for Resale
4.85%
HIGHLIGHTS & CHANGES
Overview: The Forestry Division budget is up
$55,700, or 13.6% over 2006.
Hiahlisaht/Chansae 1: The biennial public tree sale
(held in odd years only) will increase expenditures,
but will be fully offset by an increase in revenues.
Financial impact: Expenditures (and revenues) are
increased by $15,000, accounting for 3.7% of the
overall 13.6% budget increase.
Service level impact: The biennial tree sale
continues to be popular with residents and promotes
beautification of the City.
Hiahlisaht/Chanue 2: Total personnel costs are up; primarily due to underestimating costs for the landscape
maintenance (union) position in the 2006 budget as well as increased overtime in the current year.
Financial impact: $17,200 ($13,000 increase in estimate of landscape maintenance position; $4,200 overtime
department -wide). This accounts for 4.2% of the overall 13.6% increase.
Service level impact: Overtime hours will allow staff to properly maintain trees and landscaping beds.
EXPENDITURE SUMMARY
131
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 229,283
$ 269,830
$ 295,200
322,500
Parts and Supplies
27,428
35,179
29,300
40,700
Services and Other Charges
29,038
35,241
31,900
32,200
Capital Outlay
29,770
32,119
44,500
46,200
Merchandise for Resale
5,661
13,871
7,500
22,500
Total.
$ 321,180
$ 386,240
$ 408,400
$ 464,100
131
M Of.t 2007 Proposed Budget Operating Budget
Parks & Recreation—Tree Conservation (32)
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Supervisor of Forestry
1
1
1
1
2,080
Parks Superintendent
0.15
0.15
0.15
0.15
312
Park Maintenance Worker
0
1
1
1
2,080
Forester/Maintenance
0.6
0.6
0.6
0.6
1,248
Total
1.75
2.75
2.75
2.75
5,720
2007 WORK PLAN
Activitv
Routine
1 Administrative and supervisory responsibilities
2 Maintenance of trees in city parks, public facilities, and boulevards
3 Maintenance of landscape plants in city parks, public facilities, and boulevards
4 Insect and plant disease monitoring and treatment activities
5 Provide support to other departments and divisions
6 Implement invasive plant management activities
7 Plan for and implement public tree sale
8 Participate in development of Eagan master plan
132
•
•
40'k
Of ke 2007 Proposed Budget Operating Budget
Parks & Recreation - Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL
•
133
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
114,433
$
127,290
$
152,800
$
166,506-
6112
OVERTIME -REGULAR
398
658
-
2,000
6130
SALARIES AND WAGES -TEMPORARY
73,427
91,143
86,000
88,900
6131
OVERTIME -TEMPORARY
547
1,015
-
1,600
6142
PERA COORDINATED
8,689
11,386
9,200
10,600
6144
FICA
14,077
16,408
17,500
19,800
6151
HEALTH INSURANCE
12,206
15,114
22,700
25,100
6152
LIFE INSURANCE
221
251
-
-
6154
DISABILITY - LONGTERM
428
488
-
-
6155
WORKERS COMPENSATION
4,857
6,077
7,000
8,000
PERSONAL SERVICES
$
229,283
$
269,830
$
295,200
$
322,500
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
242
$
388
$
500
$
500
6215
REFERENCE MATERIALS
45
27
100
100
6220
OPERATING SUPPLIES -GENERAL
5,446
4,650
5,000
6,000
6222
MEDICAURESCUE/SAFETY SUPPLIES
267
799
700
700
6224
CLOTHING/PERSONAL EQUIPMENT
1,079
1,222
11000
1,000
6230
REPAIR/MAINTENANCE SUPP-GENL
1,053
-
-
6231
MOBILE EQUIP REPAIR PARTS
2,544
2,899
2,500
2,500
6235
FUEL, LUBRICANTS, ADDITIVES
3,703
7,860
3,200
9,900
6240
SMALL TOOLS
1,790
2,100
2,500
3,000
6244
CHEMICALS & CHEMICAL PRODUCTS
4,235
6,261
6,800
8,000
6250
LANDSCAPE MATERIAL & SUPPLIES
6,683
8,973
7,000
9,000
6270
COMPUTER SOFTWARE
341
-
-
-
PARTS & SUPPLIES
$
27,428
$
35,179
$
29,300
$
40,700
SERVICES & OTHER CHARGES
6310
PROFESSIONAL SERVICES -GENERAL
$
2,209
$
3,140
$
3,000
$
3,000
6346
POSTAGE
-
-
100
100
6351
PAGER SERVICE FEES
186
182
-
-
6353
PERSONAL AUTO/PARKING
16
76
100
100
6355
CELLULAR TELEPHONE SERVICE
1,344
572
1,500
1,500
6370
GENERAL PRINTING AND BINDING.
331
658
400
400
6385
INSURANCE
2,800
2,700
3,200
3,400
6425
MOBILE EQUIPMENT REPAIR LABOR
571
2,154
500
500
6457
MACHINERY AND EQUIPMENT
1,742
1,805,
2,000
2,000
6475
MISCELLANEOUS
37
-
-
-
6476
CONFERENCES AND SCHOOLS
805
593
2,000
2,000
6477
LOCAL MEETING EXPENSES
-
39
-
100
6478
DUES AND SUBSCRIPTIONS
284
214
200
200
6535
OTHER CONTRACTUAL SERVICES
17,914
16,026
15,500
15,500
6545
TREE REMOVAL
799
7,082
3,000
3,000
6569
MAINTENANCE CONTRACTS
-
-
400
400
SERVICES & OTHER CHARGES
$
29,038
$
35,241
$
31,900
$
32,200
•
133
Of km 2007 Proposed Budget Operating Budget
Parks & Recreation — Tree Come rvation (32) •
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
•
•
134
LINE ITEM DETAIL (CONT'D)
Actual
Actual
Budget
Proposed
Acct
CAPITAL OUTLAY
2004
2005
2006
.2007
6630
OTHER IMPROVEMENTS
$
19,691
$
25,226
$
36,000
$ 40,000
6660
OFFICE FURNISHINGS AND EQUIPMENT
-
4,018
-
-
6670
OTHER EQUIPMENT
-
2,875.
8,500
6,200
6680
MOBILE EQUIPMENT
10,079
-
-
CAPITAL OUTLAY
$
29,770
$
32,119
$
. 44,500
$ 46;200
MERCHANDISE FOR RESALE
6855
MERCHANDISE FOR RESALE
$
-
$
9,200
$
-
$ 15,000
6860
COST SHARING - OAK WILT
5,661
4,671
.7,500
7,500
MERCHANDISE FOR RESALE
$
5,661
$
13,871
$
7,500
$ 22,500
TOTAL TREE CONSERVATION
$ 321,180
$
386,240
$
408,400
$ 464,100
13.64%
•
•
134
40,
Qq of� 2007 Proposed Budget Operating Budget
0
• This page left blank intentionally
0
135
all of BIP 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
PURPOSE & DESCRIPTION
The purpose of the Government Buildings
Department is to:
• Provide for the general maintenance, repair
and operation of the municipal center, police
department, fire administration building and
municipal maintenance facility
• Provide a safe and clean working
environment for staff and visitors
• Act as a building maintenance resource for
other City facilities
Expenditures as a %of the General Fund
The Government Buildings Department is responsible for the following functions:
• Maintain mechanical and operating systems in five municipal buildings
• Maintain life safety and building equipment under vendor contracts including generators and fire systems
• Manage vendor contracts for elevator, janitorial and waste hauler services
• Monitor building cleaning by the contracted janitorial service, which includes interior office spaces,
meeting rooms, kitchens, bathrooms and open areas and supervise specialized services such as window
cleaning, carpet cleaning, or tile maintenance
• Coordinate tenant support, security and property maintenance for buildings and property purchased by
the City for redevelopment
PERFORMANCE INDICATORS
0
136
2005
2006
2007
Description
Actual
Budget
Proposed
Municipal buildings maintained
5
5
6
Square footage of buildings maintained
200,000
200,000
205,000
Buildings controlled by Energy Management System
2
2
2
Maintenance contracts monitored
7
7
7
Light bulbs used per year for recycling
800
600
600
Hours backup generator runs (per MPCA)
84
N/A
N/A
136
*Cqdlap 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings
budget represents a $23,200 increase, or 3.8%,
over 2006. Steep increases in energy costs and
inflationary increases in other costs are offset by
savings and efficiencies primarily in the area of
maintenance contracts.
Hiahliaht/Chanae 1: Energy costs, including
electricity, natural gas and fuel for emergency
generators, have risen significantly.
Financial Impact: $12,500 higher than 2006 budget
Service Level Impact: None
Hiahliaht/Chanae 2: The City is combining the elevator maintenance contracts for Municipal Center, Community
Center, Civic Center, Police Facility and Fire Administration
Financial Impact: Annual savings of $1,500. Five-year contract provides for no annual increases.
Service Level Impact: None
Hiahliaht/Chanae 3: An increase in Dakota County's customer base is allowing them to cut rates for generator
monitoring.
•Financial Impact: Annual savings of $1,500 on a three-year contract.
Service Level Impact: None
•
EXPENDITURE SUMMARY
Actual
Expenditures by Category
Parts &
Services &
Supplies
Other
8.79%
Charges
2007
61.09%
Personal
$ 172,415 .
Services
28.84%
apital
Outlay
1.28%
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings
budget represents a $23,200 increase, or 3.8%,
over 2006. Steep increases in energy costs and
inflationary increases in other costs are offset by
savings and efficiencies primarily in the area of
maintenance contracts.
Hiahliaht/Chanae 1: Energy costs, including
electricity, natural gas and fuel for emergency
generators, have risen significantly.
Financial Impact: $12,500 higher than 2006 budget
Service Level Impact: None
Hiahliaht/Chanae 2: The City is combining the elevator maintenance contracts for Municipal Center, Community
Center, Civic Center, Police Facility and Fire Administration
Financial Impact: Annual savings of $1,500. Five-year contract provides for no annual increases.
Service Level Impact: None
Hiahliaht/Chanae 3: An increase in Dakota County's customer base is allowing them to cut rates for generator
monitoring.
•Financial Impact: Annual savings of $1,500 on a three-year contract.
Service Level Impact: None
•
EXPENDITURE SUMMARY
137
Actual
Actual
Budget
Proposed
Expenditure
2004
2005
2006
2007
Personal Services
$ 156,014
$ 172,415 .
$ 177,000
184,400
Parts and Supplies
42,297
67,835
44,700
56,200
Services and Other Charges
383,051
381,654,
390,800
390,600
Capital Outlay
2,080
8,125
3,700
194000
Construction Projects
-
17,759
-
-
Total
$ 583,442
$ 647,788
$ 616,200
$ 825,300
137
Ct� Of 2007 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
POSITION INVENTORY
Personnel
2004
2005
2006
2007
Hours
Building Maintenance Supervisor
1
1
1
1
2,080
Building Maintenance Workers
2
2
2
2
4,160
Total
3
3
3
3
6,240
2007 WORK PLAN
Activitv
Routine
1 Building maintenance and management of HVAC systems,building rounds
2 Recycling,setting up and tear down of rooms, snow removal,cleaning carpets and rooms
3 Vendor relations involving contracts, repairs and code reinforcement
•
•
138
*MyOf 2007 Proposed Budget Operating Budget
• Government Buildings (33)
Responsible Manager: Howard Favilla, Building Maintenance Supervisor
•
•
LINE ITEM DETAIL
CAPITAL OUTLAY
6620 BUILDINGS
6630 OTHER IMPROVEMENTS
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
6710 PROJECT -CONTRACT
TOTAL GOVERNMENT BUILDINGS
2,080
$ 2,080
$ 3,706 $ 3,700 $ 4,000
4,087 - 4,200
332 - -
$ 8,125 $ 3,700 $ 8,200
$ - $ 17,759 $ - $ -
$ 583,442 $ 647,788 $ 616,200 $ 639,400
3.77%
139
Actual
Actual
Budget
Proposed
Acct
PERSONAL SERVICES
2004
2005
2006
2007
6110
SALARIES AND WAGES -REGULAR
$
118,328
$
129,390
$
133,600
$
137,900
6112
OVERTIME -REGULAR
5,313
6,013
2,000
21000
6130
SALARIES AND WAGES -TEMPORARY
-
-
-
-
6142
PERA-COORDINATED
6,937
7,393
.8,100
8,700
6144
FICA
9,101
9,702
10,400
10,700
6151
HEALTH INSURANCE
11,208
13,899
16,700
18,400
6152
LIFE INSURANCE
245
264
-
6154
DISABILITY - LONG TERM
319
396
-
-
6155
WORKERS COMPENSATION
4,563
5,358
6,200
6,700
PERSONAL SERVICES
$
156,014
$
172,415
$
177,000
$
184,400
PARTS & SUPPLIES
6210
OFFICE SUPPLIES
$
209
$
-
$
100
$
100
6220
OPERATING SUPPLIES -GENERAL
-
-
200
200
6222
MEDICAL/RESCUE/SAFETY SUPPLIES
1,958
1,955
1,000
1,000
6223
BUILDING/CLEANING SUPPLIES
16,658
17,536
14,000
20,000
6224
CLOTHING/PERSONAL EQUIPMENT
918
567
800
800
6230
REPAIR/MAINTENANCE SUPP-GENL
-
1,105
1,000
1,000
6231
MOBILE EQUIP REPAIR PARTS
337
101
300
300
6232
SMALL EQUIPMENT REPAIR PARTS
-
-
100
100
6233
BUILDING REPAIR SUPPLIES
18,396
36,425
22,000
22,000
6235
FUEL, LUBRICANTS, ADDITIVES
3,048
1,409
1,000
1,500
6240
SMALL TOOLS
-
-
200
200
6243
HEATING OIL/PROPANE/OTHER FUEL
773
8,737
4,000
9,000
PARTS & SUPPLIES
$
42,297
$
67,835
$
44,700
$
56,200
SERVICES & OTHER CHARGES
6347
TELEPHONE SERVICE (BACKUP GENERATOR)
$
691
$
690
$
700
$
700
6351
PAGER SERVICE FEES
101
109
300
300
6353
PERSONAL AUTO/PARKING
33
-
100
100
6385
INSURANCE
10,300
7,900
9,500
10,000
6405
ELECTRICITY
97,586
105,935
115,000
120,000
6410
NATURAL GAS SERVICE
53,390
62,675
48,000
50;000
6426
SMALL EQUIPMENT REPAIR -LABOR
-
-
100
100
6427
BLDG OPERATIONS/REPAIR-LABOR
64,251
57,305
64,000
64,000
6476
CONFERENCES AND SCHOOLS
56
-
100
100
6477
LOCAL MEETING EXPENSES
-
228
200
100
6480
LICENSES, PERMITS AND TAXES
85
105
500
500
6537
JANITORIAL SERVICE
117,629
119,112
112,000
112,000
6539
WASTE REMOVAL/SANITATION SERV
2,612
1,625
3,600
3,600
6569
MAINTENANCE CONTRACTS
36,317
25,970
36,700
29,100
SERVICES & OTHER CHARGES
$
383,051
$
381,654
$
390,800
$
390,600
CAPITAL OUTLAY
6620 BUILDINGS
6630 OTHER IMPROVEMENTS
6680 MOBILE EQUIPMENT
CAPITAL OUTLAY
6710 PROJECT -CONTRACT
TOTAL GOVERNMENT BUILDINGS
2,080
$ 2,080
$ 3,706 $ 3,700 $ 4,000
4,087 - 4,200
332 - -
$ 8,125 $ 3,700 $ 8,200
$ - $ 17,759 $ - $ -
$ 583,442 $ 647,788 $ 616,200 $ 639,400
3.77%
139
aq Of bp 2007 Proposed Budget Operating Budget
•
0
n
U
140