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08/13/2019 - City Council SpecialSPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 13, 2019 5:30 P.M. EAGAN ROOM—EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. JOINT MEETING WITH ADVISORY PLANNING COMMISSION IV. HOUSING IMPROVEMENT AREA DISCUSSION V. REFINED SCOPE ON LAND USE AND PROPERTY TAX STUDY VI. PROPOSED 2020-2021 GENERAL FUND BUDGET PRESENTATION VII. OTHER BUSINESS VIII. ADJOURNMENT Agenda Memo August 13, 2019 Special City Council Meeting III. JOINT MEETING WITH ADVISORY PLANNING COMMISSION Action to be Considered: To discuss various topics with the Advisory Planning Commission. Facts:  At the June 25, 2019 APC Workshop, Commissioners suggested discussion topics for the annual APC/City Council joint meeting.  Those topics suggested by the APC and staff include:  Affordable Housing Update. The City submitted its draft 2040 Comprehensive Plan to the Metropolitan Council for formal review on February 26, 2019. Met Council staff responded on March 21, 2019 that the City’s draft plan was incomplete. Since that time, City staff have been working to provide additional requested information and clarification. The draft plan was resubmitted for formal review on August 7, 2019. The Metropolitan Council will notify the City within 15 working days whether it is complete. If it is complete, the Met Council has 120 days to act on the plan. During work on the 2040 Comprehensive Plan Update and at the 2018 City Council/APC Joint Meeting, the APC and City Council discussed several issues related to affordable housing. Following is an update. o The draft 2040 Comprehensive Plan identifies the City’s affordable housing need. The City approved the Lexington Flats workforce housing development on November 20, 2018. The City Council reviewed a comprehensive plan amendment request for the Nichols Park workforce housing project on August 5, 2019 approved it to be submitted for Metropolitan Council review. The following chart compares the Met Council Allocation of Affordable Housing Need (2030) with approved and proposed workforce housing units. Level of Affordability Met Council Allocation of Affordable Housing Need (2030) Approved Units – Lexington Flats Proposed Units – Nichols Park At or below 30% AMI 232 3 0 31% to 50% AMI 100 0 45 51% to 80% AMI 140 47 157 If the units at Lexington Flats and Nichols Park proceed with construction, the City will have made substantial progress towards meeting the 2030 affordable housing need particularly for households with 31% or more of area median income. Providing units at the lowest level of affordability requires the deepest subsidies and generally requires tools that are available through the Dakota County Community Development Agency. Discussion Question: Should the APC proceed with research or work items to further promote affordable housing? o At the 2018 APC/City Council Joint Meeting, the City Council directed staff to undertake limited research on inclusionary zoning. Since that time, staff has participated in a Federal Reserve webinar “Expert Insights on Inclusionary Zoning”, attended an Urban Land Institute panel discussion on inclusionary zoning, and reviewed relevant literature. Several Twin Cities municipalities have enacted or are considering inclusionary zoning policies including St. Louis Park (revised 2018), Edina (revised 2018), Golden Valley (2017), Brooklyn Park (2019), Bloomington (2019), and Minneapolis (under consideration). Staff notes the following regarding inclusionary zoning: • Cities that have enacted policies almost always revise policies after a few years. Best practices on inclusionary zoning are still being developed. • Inclusionary zoning appears to work best in very hot housing markets and locations. • The effect of inclusionary zoning on the private housing market outside of peak market cycles and locations is unknown. • The amount of staff resources required to implement inclusionary zoning is unknown. • Whether inclusionary zoning in Eagan would produce significantly more affordable units than existing housing policies and tools is unknown. Staff intends to monitor the implementation of inclusionary zoning policies in Twin Cities municipalities over the next few years to determine whether an inclusionary zoning policy might be appropriate for Eagan, and if so, what elements should be included. Discussion Question: Would the City Council like to further consider inclusionary zoning at this time? o Cities charge fees to development projects to cover the cost of new development including sewer and water connections, roads, parks, plan review, and inspections. Recent media stories have compared development fees of several Twin Cities communities. Advocates for affordable housing and the building industry have questioned the variability of fees between cities and their impact on housing affordability. Cities maintain that the fees are necessary and appropriate so that the cost of new development is borne by new residents and businesses. The APC has expressed interest in studying the issue to determine whether Eagan’s development fees are affecting housing affordability. Discussion Question: Should the APC research the relationship between development fees, City services, and affordability?  Public Hearing Notifications. At public hearings, APC Commissioners frequently hear an attendee remark that he or she did not receive a mailed notification of the project. o Minnesota Statutes require that public hearing notices be mailed to all property owners within 350 feet of the property line of the subject property. The APC would like to consider whether the notification distance should be increased. The advantage of increasing the notice distance is that more people would receive mailed notices. On the other hand, increasing the distance exponentially increases mail recipients and therefore developer costs and staff time. Except for Bloomington which notifies to 500 feet, Eagan’s adjacent cities notify to 350 feet. o For a brief period, several years ago, the City installed development signs on some properties for which a land use application had been submitted. The practice gradually ceased after confusion about when signs should be posted and challenges with installing signs and maintaining them through wind and winter conditions. Most cities that are using development signs have transitioned or would like to transition to more durable metal signs, but the metal signs are too large and heavy to be stored, transported, installed, and removed by Planning staff. o Cities are encouraged to provide user-friendly and transparent public notices. The City has not recently evaluated the format of its public hearing notices and it may be appropriate to do so. Likewise, the City has not considered whether digital communication and social media could augment the mailed notices. Discussion Questions: Does the City Council support increasing the distance for mailed public hearing notifications? Should the City consider using development signs to notify passersby of land use applications? Should the City review its notification format and process to determine if notifications can be made more user-friendly and effective? Agenda Memo August 13, 2019 Special City Council Meeting IV. HOUSING IMPROVEMENT AREAS Action to be Considered: To provide direction on the draft revised Housing Improvement Area Policy, application, process, and Housing Improvement Area standards and forward documents for formal approval at a future regular City Council meeting. Facts:  Housing Improvement Areas are governed by Minnesota Statutes and are a funding mechanism for townhome and condominium homeowner associations to finance common area improvements through the means of an owner-imposed special taxing district.  Because private banks are often unwilling or unable to finance common area improvements, HIA’s are used when associations do not have enough reserve balances to address common area needs.  The City of Eagan has approved three HIA’s for Cedar Bluffs (2006), Meadowlark Ridge (2010), and Coachman Oaks (2012). Repayments for all three are progressing as originally anticipated.  In the years since the Coachman Oaks HIA, the Dakota County CDA approved and funded HIA’s throughout Dakota County. In 2018, however, the Dakota County CDA notified the City that the CDA will no longer approve or fund HIA’s.  Countryside Villas townhome association has approached the City with a request for HIA financing. The Scope of Work for the proposed Countryside Villas HIA includes replacement of siding, garage doors, decks, and asphalt.  If the City proceeds with HIA financing, it may want to consider amendments to the City’s Housing Improvement Area Policy to implement current best practices for HIA administration.  At a Listening Session, the City Council delegated the review of HIA policy to the Finance Committee. The Finance Committee reviewed suggested changes at a meeting on June 12, 2018 and directed staff to draft amendments to the HIA policy and related documents and present to the City Council for consideration.  The following are reflected in the revised draft HIA policy and related documents: o Petitions of Support. State Statutes require that 50% of property owners petition for an HIA. Following the public hearing, if 45% or more of property owners or property owners representing 45% or more of tax capacity object to the HIA, it is not established. To avoid controversy stemming from a thin majority, the draft HIA policy requires a petition from 75% of property owners. o Construction Financing. The applicant is required to obtain construction financing from a private lender. Construction financing allows the bonding to be postponed until final costs and the size of bond are known. The commercial lender and title company will be responsible for construction progress inspections and draws. o Financial Plan. The applicant must submit a thirty-year plan that identifies necessary replacement reserves and contributions and plans for the association’s operating budget with cost increases over time. o HIA Property Standards. The proposed improvement project must bring the property into compliance with the proposed HIA Property Standards which are derived from the City Code and the Minnesota State Building Code. o Fees. City costs are reimbursed through an escrow and the payment of an annual administrative fee. o Bonds. The bond term may be for 20 years or less. The par amount of bonds issued shall not be less than $250,000. Attachments: (4) SPCCIV-1 Draft Housing Improvement Area Policy SPCCIV-2 Draft Housing Improvement Area Financing Application SPCCIV-3 Draft Housing Improvement Area Approval Process SPCCIV-4 Draft Property Standards for Housing Improvement Areas CITY OF EAGAN HOUSING IMPROVEMENT AREA POLICY Approved September 20, 2005 Revised October 3, 2006 Revised August 17, 2010 Revised _______, 2019 I. PURPOSE The purpose of this policy is to establish the City’s position relating to the use of Housing Improvement Area (HIA) financing for private housing improvements. This policy shall be used as a guide in processing and reviewing applications requesting HIA financing. The City shall have the option of amending or waiving sections of this policy when determined necessary or appropriate. II. POLICY It is the policy of the City of Eagan to use HIA financing to assist private property owners only in those circumstances in which the proposed private improvement project addresses one or more of the following goals: A. To promote neighborhood stabilization and revitalization by the removal of blight and/or the upgrading of the existing housing stock in the neighborhood. B. To correct housing or building code violations as identified by the City code enforcement staff. C. To maintain or obtain FHA mortgage eligibility for a particular condominium or townhome association or single family home within the designated HIA. D. To increase or prevent the loss of the tax base of the City in order to ensure the long-term ability of the City to provide adequate services for its residents. E. To preserve naturally-occurring affordable housing. F. To preserve variety in housing styles and values within the community. G. To stabilize or increase the owner-occupancy level within a neighborhood or association. H. To meet other uses of public policy, as adopted by the City from time to time, including promotion of quality urban design, quality architectural design, energy conservation, decreasing the capital and operating costs of local government, etc. III. PROCEDURE In order to be eligible for HIA financing through the City, the association must submit an application and follow the established HIA approval process as attached, along with an escrow payment as set from time to time by resolution of the City Council. All HIA improvements financed through the City shall meet the following minimum approved criteria. However, it should not be presumed that a project meeting these criteria would automatically be approved. Meeting these criteria creates no contractual rights on the part of any association. A. The project must be consistent with the Comprehensive Plan and Zoning Ordinances, or required changes to the Plan and Ordinances must be under active consideration by the City at the time of approval. B. The creation of the HIA and HIA financing shall be provided within applicable state legislative restrictions, debt limit guidelines, and other appropriate financial requirements and policies. C. The project shall meet one or more of the goals stated in Section II of this document. D. The association shall designate an administrator who will be the City’s point of contact throughout the improvement project. E. The term of the HIA should be the shortest term possible while still making the annual fee affordable to the association members. The term of any bonds or other debt incurred for the area shall mature in 20 years or less. The par amount of any bonds issued shall not be less than $250,000. The City may determine to provide other sources of financing in lieu of issuance of bonds. F. Service charges (including, but not limited to, construction/improvement costs, cost of issuance of bonds and other pertinent costs associated with the project) will be imposed on the owners in the same ratio as common elements or other such uniform method as proposed by the applicant. G. The association in a HIA shall provide adequate financial guarantees to ensure repayment of the HIA financing and the performance of the administrative requirements of the development agreement. Financial guarantees may include, but are not limited to the pledge of the association’s assets including reserves, operating funds and/or property. H. The proposed improvement project, including the use of HIA financing, should be supported by seventy-five percent (75%) of the owners within the association. The application submittal should include petitions in support in the format provided by the City from at least 75% of property owners within the association. I. The association must have a replacement reserve study (the “Reserve Study”) conducted by an independent third party with designation as a Community Associations Institute (CAI) certified reserve specialist. The Reserve Study must conform to CAI Reserve Study standards. The components of the proposed improvements must normally come from the Reserve Study. The Reserve Study must include a thirty-year replacement reserve plan (the “Reserve Plan”), and the Reserve Study and Reserve Plan must be submitted with the application and will be reviewed by the City’s Financial Advisor. The association must also have an independent third party prepare a thirty- year reserve plan (the “HIA Reserve Plan”) with the components of the proposed improvements removed from the Reserve Plan. The independent third party must also prepare a thirty-year financial plan (the “Financial Plan”) that reflects the annual replacement reserve contributions based on the HIA Reserve Plan. The Financial Plan will provide a plan for the association’s operating budget with cost increases over time. The HIA Reserve Plan and the Financial Plan must be submitted with the application and will be reviewed by the City’s financial advisor. J. HIA financial assistance is a last resort financing and shall not be provided to projects that have the financial feasibility to proceed without the benefit of HIA financing. Evidence that the association has sought other permanent financing for the project shall be provided as part of application and should include an explanation and verification that an assessment by the association is not feasible along with rejection letters from at least two private lenders or other evidence indicating lack of financing options. K. The association shall obtain temporary construction financing from a private lender, and the City shall provide a take-out commitment to the lender, detailing the terms for the payoff of the construction financing. Upon project approval and issuance of a certificate of completion, the City will issue bonds or notes to satisfy the temporary construction loan. L. The association must be willing to enter into a development agreement, which may include, but is not limited to, the following terms: a. Establishment of a reserve fund b. Staffing requirements c. Submission of annual financial statements and other annual reports d. Conditions of disbursement e. Required dues increases f. Notification to new owners of levied fees g. Require multiple bids for project construction M. The improvement project shall address all items not in compliance with the HIA Property Standards. Items defined within the governing documents of the association as common elements are eligible for HIA financing. Limited Common Elements may be eligible for HIA financing if the costs of improvements are prorated among owners in the same ratio as common elements or such other uniform method as proposed by the applicant. The improvements must be of a permanent nature and must normally be reflected in the Reserve Study N. HIA financing shall not be provided to a project that fails to meet public policy criteria as determined by the City Council, including but not limited to: poor project quality; a project that is not consistent with the Comprehensive Plan, zoning, redevelopment plans and the City policies; a project that does not result in the property meeting HIA Property Standards; projects that provide no significant improvement to the neighborhood and/or the City; and projects that do not provide a significant increase in the tax base and/or prevent the loss of tax base. O. The City Council reserves the right to deny funding for specific improvements if they are determined not to be in keeping with the intent of the policy. P. The financial structure of the project shall receive a favorable review by the City’s financial advisor and bond counsel. The review will include a review of performance and level of outstanding debt of previous HIAs. Q. The average market value of units in the association should not exceed the maximum home purchase price for existing homes under the Dakota County CDA’s first time homebuyer program. IV. RESPONSIBILITY The Community Development Department shall have primary responsibility for implementation and coordination of this policy. V. AUTHORITY The City has the authority to establish HIAs under Minnesota statutes 428A.11 through 428A.21 Within the HIA, the City has the authority to: A. Make housing improvements B. Levy fees and assessments C. Issue bonds to pay for improvements The City Council has the authority to review each HIA application which includes scope of improvements, association’s finances, long-term financial plan, and at least 75% membership support. Date of Approval: Signed: _______-s-__________________________ Mike Maguire, Mayor City of Eagan 1 APPLICATION HOUSING IMPROVEMENT AREA FINANCING Legal Name of Association: _______________________________________________________ Mailing Address:________________________________________________________________ Name of Designated Administrator:_________________________________________________ Phone:_______________________ Name of Management Firm/Agent (if different than contact person) _________________________________________________________Phone________________ Legal Description of the Project Site:________________________________________________ ______________________________________________________________________________ REQUESTED INFORMATION Addendum shall be attached hereto addressing in detail the following: 1. Give a general description of the project. 2. Explain how the project will meet the goals of the City Council as identified in Section II of the City’s Housing Improvement Area (HIA) policy. 3. Provide a proposed timeline for the project including the dates of membership meetings to discuss a project, submittal of required petitions, public hearings, construction start, submission of first draw request and project completion. City of Eagan 2 4. Explain why HIA financing is necessary to undertake the project. Attach any documentation regarding efforts to secure private financing and at least two letters from financial institutions denying permanent loan approval. 5. Explain the process used to determine the scope of the proposed project. Provide any documentation regarding owner meetings discussing project. 6. Provide petitions in support from at least 75% of owners within the association. The letters of support must be in the format provided by the City. 7. Provide evidence of preliminary approval of temporary construction financing from a private lender. Explain how construction progress will be monitored, and how construction draws will be reviewed and processed. 8. Provide a Reserve Study, Reserve Plan, HIA Reserve Plan, and Financial Plan that meets the requirements of the City’s HIA policy and that has been prepared by an independent third-party with designation as a CAI certified reserve specialist. The plans must conform to Community Associations Institute (“CAI”) reserve study standards. The plans must include the following elements: a. A replacement reserve study (“Reserve Study”) which must include a thirty-year replacement reserve plan (the “Reserve Plan”). The components of the proposed improvements must normally come from the Reserve Study. b. A thirty-year reserve plan (the “HIA Reserve Plan”) with the components of the proposed improvements removed from the Reserve Plan. c. A thirty-year financial plan (the “Financial Plan”) that reflects the annual replacement reserve contribution based on the HIA Reserve Plan. The Financial Plan will provide a plan for the association’s operating budget with cost increases over time. d. Scope of Work for Improvement Project including project budget. The Scope of Work must address all items needed to bring the property into compliance with the HIA Property Standards. Items identified in the association’s governing documents as common elements are eligible for HIA financing. Limited common elements may be eligible for HIA financing if the cost of improvements is prorated among owners at the same ratio as common elements or such other uniform method as proposed by the applicant. Attach a copy of the following: Recorded Association Declaration Association Bylaws Audited financial statements for the last two years. If the association has not had the practice of having its annual financial statements audited, then audited financials statements for the City of Eagan 3 immediately preceding fiscal year along with unaudited financial statements for the fiscal year before that. Certificate of Good Standing from the Secretary of State What is the proposed term of the HIA?________________Years. How do you propose the fee to be charged to the affected property owners? Equally among all properties Other: for example-based on unit size, percent interest in association or value. If Other, please identify: ___________________________________________________ ________________________________________________________________________ Amount of loan anticipated: $__________________________________________________ Are there any properties within the HIA which should be exempt from the fee? No Yes If Yes, please explain: _________________________________________________________ REQUIREMENTS FOR HOUSING IMPROVEMENT AREA (HIA) FINANCING To apply for HIA financing, the owners within the association must agree to the following: 1. Must use City's choice of bond counsel and financial advisor(s). The City’s legal, financial consulting, and administrative costs will be charged to escrow or the project. 2. The association will obtain construction financing through a private lender. 3. Payment of an escrow fee in the amount of $7,500.00. The escrow will be drawn upon to pay all of the City’s costs for legal and fiscal review of this project including Bond Counsel (if not included in the bond amount), financial advisor, City attorney, and staff and administrative costs. If the escrow becomes depleted prior to the issuance of bonds, the association will be required to replenish the escrow. 4. City staff or its agents will review the performance and level of outstanding debt of previous HIAs before recommending the approval of additional HIA debt. 5. The bond (s) shall be for an issue not less than $250,000, other City sources may be used, and the City determines if bonds are to be used. a) Payment of an annual administrative fee. The City will charge interest on the service charges at a rate determined by the City at time of sale of the bonds. To cover the City’s administrative costs, the interest rate for the service charges shall be two percent (2%) greater than the average coupon interest rate of the bonds, rounded to the nearest quarter of a percent. City of Eagan 4 6. Service charges (including, but not limited to, construction/improvement costs, cost of issuance of bonds and other pertinent costs associated with the project) will be imposed on the owners in the same ratio as common elements or such other uniform method as proposed by the applicant. Services charges will be payable and collected at the same time and in the same manner as provided for payment and collection of ad valorem taxes. Service charges not paid on or before the applicable due date shall be subject to the same penalty and interest as in the case of ad valorem tax amounts not paid by the respective due date. By signing this application signee hereby agrees to the following: 1. I have read and will abide by all the requirements of the City for taxable bond financing. I will also commit all contractors, subcontractors, and any other major contributors to the project to all segments applicable to them. 2. The above information is true and correct. 3. The Association will pay all costs involved in the legal and fiscal review of this project. These costs include the bond counsel, financial advisor, City attorney, staff and administrative costs and all costs involved in the issuance of the bonds to finance the project. 4. I understand that the City reserves the right to deny final approval, regardless of preliminary approval of the application. Signature of Designated Administrator_____________________________ Date____________ Housing Improvement Areas Approval Process Updated: Date xx, 2019 1. City and CDA staff meet with the applicant’s designated Administrator to explain the policy and process for establishing a Housing Improvement Area (HIA). City staff will provide the criteria for City approval of permanent HIA project financing. [City Council communication] 2. The applicant submits a complete application which will include the following elements: a. Description of the project and how it will meet goals listed in the Eagan HIA Policy b. Explanation of why HIA financing is necessary and documentation that permanent private financing is unavailable c. Project timeline and description of the association’s process d. Petitions in support in the format provided from at least 75% of property owners e. A replacement reserve study (the “Reserve Study”) conducted by an independent third party with designation as a Community Associations Institute (CAI) certified reserve specialist. The Reserve Study must conform to CAI Reserve Study standards. The components of the proposed improvements must normally come from the Reserve Study. The Reserve Study must include a thirty-year replacement reserve plan (the “Reserve Plan”). f. A thirty-year reserve plan (the “HIA Reserve Plan”) prepared by an independent third party with the components of the proposed improvements removed from the Reserve Plan. g. A thirty-year financial plan (the “Financial Plan”), completed by an independent third party, that reflects the annual replacement reserve contributions based on the HIA Reserve Plan. The Financial Plan will provide a plan for the association’s operating budget with cost increases over time. h. An escrow deposit of $7,500.00 i. Evidence of preliminary approval of construction financing j. Copies of the Recorded Association Declaration, Association Bylaws, audited financial statements for the last two years, and a Certificate of Good Standing from the Secretary of State. If the association has not had the practice of having its annual financial statements audited, then audited financial statements for the immediately preceding fiscal year along with unaudited financial statements for the fiscal year before that. 3. City and CDA staff review Application for completeness and compliance with policy requirements. [City Council communication] 4. City and CDA staff visit the site to: a. Assess the physical condition of the property to verify that proposed improvements are necessary; and b. Identify improvements that have not been included in the scope of work but that are not in compliance with City code and the HIA property standards. 5. The City’s financial advisor reviews the Reserve Study, Reserve Plan, HIA Reserve Plan, and Financial Plan, provides findings, and makes recommendations to be included in the development agreement. 6. The City and its financial advisor determine the debt structure, financing terms, and conditions. If bonds are issued, the minimum bond amount is $250,000 and maximum term is 20 years. 7. The City attorney and/or bond counsel prepare a Development Agreement and related documents. The Development Agreement may include, but is not limited to, the following terms: a. Establishment of a reserve fund b. Staffing requirements c. Submission of annual financial statements and other annual reports d. Conditions of disbursement e. Required dues increases f. Notification to new owners of levied fees g. Require multiple bids for project construction 8. The City Council schedules a public hearing and notice of public hearing is published in the official City publication at least 10 days prior to meeting. Notice is also mailed to each property owner. 9. The City Council holds a public hearing and adopts ordinance declaring the Housing Improvement Area and designating the Implementing Entity. 10. Notice to property owners of fee resolution is mailed within five (5) days. 11. Upon expiration of the 45-day veto period, the applicant finalizes construction financing from private lender. Private lender and its inspecting agent approve draw requests and monitor construction progress. 12. Sixty days after issuance of a certificate of completion and receipt of final lien waivers, the City will issue bonds or notes to satisfy the construction loan. HOME IMPROVEMENT AREAS (HIA) PROPERTY STANDARDS These City standards provide a basis for assuring that a project meets minimum conditions established by the City. The scope of work for the project must include all items necessary to bring the associations into compliance with all property standards. Only items that are the responsibility of the association (as determined by the association by laws) are subject to these requirements. The following minimum standards are hereby accepted for implementation in the Home Improvement Area (HIA) Program. SITE The condition of exterior stairways, walkways, driveways, etc., shall not present a danger of tripping or falling. All sidewalks, walkways, stairs, driveways, parking spaces and similar areas shall be kept in sound and good repair and maintained free from hazardous conditions. Grass maintenance on private property. Vegetation shall not exceed a height of 8” measured from the ground to the tip of each stem, blade, etc. Unmanaged vegetation is prohibited and shall not be permitted or maintained on any property. Refuse Deposit & Disposal. It is unlawful for any person to deposit garbage or other refuse from any source, in any place other than a licensed solid waste facility or county-designated facility. In residential districts, it is unlawful to store refuse for more than 1 week. Enclosure of Trash & Recyclables. All trash and recyclable containers stored outside in R-4, LB, NB, GB, CSC, RD, I-1, I-2, PF, & BP zoning districts shall be stored within an enclosure that meets specific design requirements. Refuse Container Storage and Placement. Garbage / recycling containers shall be stored inside the dwelling unit or garage, or at a point behind the front of the dwelling unit or garage. Junk Vehicle / Furniture / Household / Appliances. It is unlawful to park or store any vehicle that is unlicensed, inoperable, or displaying expired registration tabs; household furnishings or appliances; or parts thereof on any property, unless housed within a lawfully erected building. Fence Maintenance & Paint. All exterior fence wood surfaces shall be protected by paint or other protective surface covering or treatment, which shall be maintained in good repair. No fence section shall have peeling, cracked, chipped or deteriorated surface finish. The fence shall not be leaning or in the stage of collapse; firmly fastened and anchored. Pool Maintenance / Fence Requirements. All outdoor swimming pools shall be completely enclosed by a 4’ tall security fence or wall, located at least 4’ from the edge of the pool. Fence openings to the pool area shall be equipped with self-closing, self-latching, lockable gates that are non-climbable. • The appearance of the site, after rehabilitation, should make a positive contribution to the general appearance of the association. To this extent, other items identified as deficient (including but not limited to, play areas, exterior lighting, landscaping, signage, and common spaces) should be included as part of the scope of work. STRUCTURE AND MATERIALS Surface Condition. No part of exterior surface shall have deterioration, holes, breaks, or loose or rotting siding. All exterior surfaces shall be maintained in good condition and wood shall be protected from decay by painting or other protective treatment. Paint / Finish Condition. Every exterior surface shall be maintained to avoid noticeable deterioration of the finish. No wall or other exterior surface shall have peeling, cracked, chipped, or otherwise deteriorated finish on or more than 20% of any one surface. Siding / Masonry Joints Condition. All siding and masonry joints, including joints between the building envelope and the perimeter of windows, doors, and skylights, shall be maintained weather resistant and water tight. Foundation Walls Condition. All foundation walls shall be maintained so as to prevent the entry of rodents. Roofs & Drainage Condition. Roof structures, including but not limited to: drains, gutters and downspouts, fascia and trim, shall be maintained in good repair. All roof drainage systems shall be attached securely. Building Projections Condition. Chimney, antennae, air vents, and other similar projections shall be structurally sound and in good repair. Such projections shall be attached securely, where applicable, to an exterior wall or roof. Window / Door / Light Fixture Condition. Every window, exterior light fixture, skylight, door and frame shall be kept in sound condition; good repair, weather tight, and shall be maintained free from cracks and holes. Decorative Features Condition. All cornices, moldings, decorative features, lintels, sills, bay or dormer windows, and similar projections shall be kept in good repair and free from cracks and defects which make them hazardous or unsightly. Stairway & Exterior Safety Conditions. Every exterior stairway, ramp, deck, porch, balcony, etc. shall be kept in sound and good repair, maintained structurally sound and free of hazardous conditions, anchored and capable of supporting the imposed loads. Handrails / Guardrails Condition. Every handrail and guardrail shall be firmly fastened and capable of supporting normally imposed loads and shall be maintained in sound and good repair and free from hazardous conditions Building Numbers Required. The City of Eagan requires that the owner or occupant of any building fronting upon any street shall place and maintain on the front of the building the property building number assigned by the City in a contrasting color. Residential = 4”, Single-Story Commercial = 12”, Two-Story Commercial = 18”, Three-Story or more Commercial = 24”. Address or tenant names are required on multi-tenant rear access doors. • The general appearance of the outside of the structure, after rehabilitation, should make a positive contribution to the general appearance of the association. COMPLIANCE WITH OTHER CODES/REGULATIONS/BYLAWS * The completed Rehabilitation must meet the Minnesota State Building Code. * The contractor will be responsible for applying for and fulfilling any and all applicable building permits and meeting the local building codes. * Lead based paint-all work performed on structures built before 1978 shall be in compliance with the Environmental Protection Agency (EPA) Renovation, Repair, and Painting Rule (RRP). Agenda Information Memo August 13, 2019 Special City Council Meeting V. REFINED SCOPE ON LAND USE AND PROPERTY TAX STUDY Direction To Be Considered: To provide direction to Staff on the merits of including in the 2020 or 2021 Budget funds to allow for the preparation of a land use and property tax study for the City of Eagan. Facts:  On occasion, the City Council is asked to consider a change in the land use guide designation of land in the City of Eagan.  As part of that discussion, it is not uncommon for the City Council to address the fiscal impact to the City of the requested land use change.  This may include, but not be limited to the property tax revenue generated from certain land use designations: residential low density, medium density, commercial and industrial; which might then be compared against the expenditures incurred by the City to service those same types of property.  Throughout the last several months, Staff conducted certain limited analysis of 2017-2018 public safety calls (as a proxy for expenditures) by land use type, and compared those to property tax capacity (proxy for revenues) for those land use designations; if you will a “high level” comparison of City revenues vs. expenditures for various land use designations.  Northland Securities has augmented Staff’s analysis by incorporating estimated allocations of Public Works and Parks/Recreation resources by property type to test whether the results would mirror the conclusions of a 2012 TischlerBise Study prepared for the Minnesota Department of Revenue.  During its most recent meeting on April 9, 2019 the Finance Committee reviewed the following conclusions: a.) The TischlerBise study suggest generally that Commercial and Industrial (C/I) property taxes more than cover the cost of services provided to those properties, while taxes on residential properties do not cover costs. b.) The City’s simplistic study of 911 calls indicates that C/I taxes do not cover cost, and neither to taxes on high-density residential; only low to medium density residential taxes cover costs. c.) Northland’s augmentation of the City’s study appears to confirm the results of the TischlerBise Report: C/I property taxes more than cover the costs to serve C/I properties, while the opposite is the case for residential. This also seems to confirm that 911 calls alone are not a good proxy for total costs.  The Finance Committee directed Staff to contact both Northland Securities and TischlerBise to learn what they would charge the City to conduct a more in depth and specific to Eagan study on land use and property tax implications.  The City Council discussed the possibility of conducting a more in depth and specific to Eagan study on land use and property tax implications at the June 11, 2019 City Council meeting  At that meeting, Staff was asked to get a more refined definition and cost estimate from Northland to complete such a study.  Northland prepared the attached project scope and preliminary estimated hours for cost of land use fiscal analysis.  Northland’s estimates assume a certain amount of staff time to complete the study. If those time estimates were correct, that would be equivalent to more than $50,000 in additional staff costs.  Further, Staff is uncertain that gathering all the necessary data is even feasible, given that systems are not currently in place to record—by property type—how much time is spent by police officers on each call, for example, or where visitors to our parks are coming from, or how staff time is spent on just about any other service provided by the City.  Staff seeks direction from the City Council on inclusion of the nearly $50,000 in the 2020 Budget (or 2021 Budget) for completion of said study. Attachments: (1) V.-1 Preliminary Estimated Hours for Cost of Land Use Fiscal Analysis PRELIMINARY FOR DISCUSSION PURPOSES ONLY City of Eagan Preliminary Estimated Hours for Cost of Land Use Fiscal Analysis City Staff Hours INSI Community Hours Parks Public Works Police Fire Develop- ment Task 1 Project Initiation / Financial Data Acquisition la Kick off meeting with NSI and City Finance Department 4 to define objectives, process, deliverables, and calendar lb City staff to provide requested financial data to NSI lc NSI to evaluate financial data for purposes of project 16 Id NSI to meet individually with City Departments to 30 4 4 4 4 4 explain project objectives and data that will be needed from each City De artm nts le NSI to compile results and notes from meetings with 8 City Departments Task 2 Define Service Area Factors for Allocation of , Costs and Revenues 2a NSI to meet individual with City Departments to discuss 14 6 6 6 6 6 process/method for defining services area factors 2b City Departments to define proposed service area 30 30 30 30 30 factors and provide information to NSI 2c NSI to review information provided by City Departments 16 and follow-up with questions and comments 2d NSI and City Departments to finalize defined services 8 16 16 16 16 16 area factors for calculation of direct and indirect costs and allocation of ravaniiac 7/9/2019 NORTHLAND �q,,,� PUBLIC FINANCE PRELIMINARY FOR DISCUSSION PURPOSES ONLY Task 3 Develop Cost, Revenue, and Level of Service Factors 3a NSI to meet with City Finance Department to discuss 8 and review financial data (provided under Task 1) 3b NSI and City Finance Department to determine how 8 existing general ledger system may be used to determined direct and indirect cost net of revenues for 3c NSI and City Finance Department to evaluate the 10 defined services areas and the City's current method of recordin ex ense and revenues to de artments or 3d NSI and City Finance Department to agree to method for 8 allocation of indirect costs and revenues to defined services area from Task 2 3e NSI to prepare initial report with allocation of service 30 costs, defined to be tax levy, by defined service area 4 iuetilne Land Use Prototypes to be Evaluated Nei ano Uty Finance Department to meet to discuss 16 land use proposed land use prototypes (residential, NSI to compile results of discussion and present technical memo with proposed recommendation for 4c NSI to meet with City Finance Department to update/revise land use prototypes based on City staff 7/9/2019 20 NORTHLAND PUBLIC FINANCE PRELIMINARY FOR DISCUSSION PURPOSES ONLY Task 5 Allocation of Cost of Services to Land Use Prototypes 5a NSI to develop preliminary cost of land use fiscal impact report 20 5b NSI to meet with City staff to review preliminary report 4 4 4 4 4 4 5c NSI to update/revise report based City staff feedback 8 Task 6 Finalize Report and Prepare for Presentation of Findings 6a NSI will finalize report and prepare presentation of findings 25 6b NSI to meet with City staff to review report and presentation 8 4 4 4 4 4 6c Presentation of findings to city officials at workshop 4 7/9/2019 GRAND TOTAL 269 64 64 64 64 64 NSI HOURLY RATE $185 TOTAL NSI COMPENSATION ESTIMATE $49,765 Note: 1. Schedule assumes administrator would attend all meetinqs with the City Finance Department and NSI. 2. City Department hours are estimated based on assumption of number of employees attendinq a meetinq and participatinq in the di 3. Hours include preparation time for meetings, where applicable. 4. NSI hours include 2 employees at meetinqs with City staff. 5. This is not an offer of service or proposed compensation by NSI. This is provided for planninq purposes and further discussion. NORTHLAND -,,,+ PUBLIC FINANCE Agenda Information Memo August 13, 2019 Special City Council Meeting VI.2020 AND 2021 GENERAL FUND BUDGET PRESENTATION Direction To Be Considered: •To provide direction to staff regarding the proposed 2020 and 2021 General Fund budgets and the 2020 preliminary tax levy Facts: •Preparation of the 2020 and 2021 preliminary General Fund budget has been ongoing since April. •The budget team—City Administrator Osberg, Assistant City Administrator Miller, Finance Director Pepper, and Assistant Finance Director Feldman—has met with each of the departments as part of the process to bring the City Administrator’s recommended 2020 and 2021 budget to its current state. •The general narrative is laid out in a fashion similar to previous years. •The budget team and department directors will be present at the meeting to respond to any questions the City Council may have about the proposed budget. •The 2020 and 2021 General Fund budgets and 2020 tax levy are next scheduled to be considered at the regular City Council meeting on September 3. •Staff will walk through the budget memo information a with PowerPoint presentation for the viewing public. Attachments: (2) VI.-1 Budget Memo from City Administrator Osberg VI.-2 Proposed General Fund Departmental Budgets 1 TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: CITY ADMINISTRATOR OSBERG DATE: AUGUST 13, 2019 SUBJECT: PROPOSED 2020 AND 2021 GENERAL FUND OPERATING BUDGETS, PAYABLE 2020 AND 2021 PROPERTY TAX LEVIES, AND BUDGET INFORMATION INTRODUCTION The 2020-2021 budget and levy proposal represents a significant increase over 2018- 2019. As one would expect for a service organization, most of the proposed increase is for additional staff to provide services. With the City’s transition to a full-time fire department, Step 2 (2020) and Step 3 (2021) of the Citygate staffing study comprise the largest part of the budget increase. Other new positions in several departments will be discussed in more detail later in this memo. Eagan is evolving as a City. Growth by way of redevelopment of the original Cedar Grove Mall, Lockheed Martin, and Northwest Airlines headquarters areas has changed the face of Eagan. Service level demands of our residents and businesses have changed not only the degree to which we provide those services, but also the manner in which they are delivered. These are positive changes for Eagan, but they come with increases in costs. W e believe the service level supported by this proposed budget will add value to those who live and work in Eagan. MEETING PURPOSE The City is required by State law to certify a preliminary payable 2020 property tax levy to the County Treasurer-Auditor on or before September 30, 2019. The primary purpose of the August 13 Special City Council meeting is to review the preliminary 2020-2021 General Fund Budget and 2020 property tax levy so that adjustments can be made in time for certification at the September 3 regular Council meeting. As the Council is aware, the preliminary levy can be reduced for the final certification in December; however, it cannot be increased. If necessary, the Council could continue the budget discussion to the September 10 Special City Council meeting and/or refer to the Council’s Finance Committee for further 2 consideration. In that case, the Council could certify the preliminary levy at its September 17 regular meeting. BUDGET ADOPTION PROCESS Department Directors began work on their two-year budgets in April and submitted proposals in June. Formal action on the levy and preliminary 2020 General Fund budget is scheduled for the regular meeting on September 3, but as noted, could be delayed until the regular meeting on September 17. The Truth-in-Taxation hearing is tentatively scheduled for Tuesday, December 3. Should the Council wish to discuss further, final budget and levy approval could occur at the regular Council meeting on December 17. EXECUTIVE SUMMARY • General Fund budget increase: o 2020: 10.0% o 2021: 7.6% • Tax levy increase: o 2020: 7.9% o 2021: 8.1% • Total tax capacity increased 8.3% (New construction was 2.3% of the increase) • Average-value home increased in value 5.0% to $313,671 • Increase in taxes on average value home: o 2020: 6.8% o 2021: 8% (estimated) • 2020 proposed staff additions/changes, which account for 3.9% of the total General Fund budget increase: o 9 full-time firefighters o 1 police sergeant o 1 police cadet o 1 web/applications developer o 1 streets maintenance worker o 1 tree inspector for EAB (funded from tree mitigation revenues in a separate fund; not included in General Fund budget) • Per previous Council direction, the existing IT network supervisor, previously accounted for in AccessEagan (AE), is now accounted for in the General Fund, along with associated AE revenues • 2021 proposed staff additions, which account for 3.8% of the total budget increase: o 9 additional full-time firefighters o 1 IT specialist o 1 HR assistant o 1 deputy public works director o 1 engineering project coordinator • Market value of property in Eagan increased 7.6%. New construction accounted for 1.8% of the increase. 3 General Fund Budget The proposed 2020 General Fund budget is $41,755,700, an increase of $3,792,700, or 10.0%, over the 2019 expenditure budget. The proposed 2021 General Fund budget of $44,419,000 is an increase of $3,163,300, or 7.6%, over 2020. While proposed staff additions comprise a large amount of the budget increase, it should be noted that even with no changes to staff or programs, the 2020 General Fund budget would increase more than 5%. The tail effect of the 2017 compensation study (i.e., more employees getting step increases in wages) and a health insurance premium increase of 11% contribute to a significant increase in the status quo budget. Revenues The 2020 and 2021 revenue estimates are based on a continuation of the City’s established practice staying on the conservative side of a realistic range. Significant revenue changes are noted below: Significant changes - 2020 Budget: • Permit revenue is expected to drop $216,700. The 2019 estimates were exceptionally high primarily because of the Viking Lakes development. • Charges for Service revenue are up $249,100. Recreation program fees account for $174,700 of the increase. Additionally, AccessEagan revenues of $80,700 are included in the General Fund for the first time in 2020; previously, they were accounted for in an enterprise fund. • Transfers In is $139,700 higher than a year ago. Transfers are from the Utilities Fund ($1,617,900) as reimbursement for staff and other support services paid from the General Fund, and from the Cable Franchise Fees Fund ($689,200) to fund the Communications budget. 0.5%1.3% 2.9% 4.4%3.8% 2.8% 4.48% 7.1% 5.5% 10.0% 7.6% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 General Fund Budget Annual Increase 2011-2021 4 General Fund Revenues 2019 2020 $% Property Taxes 29,937,700 33,331,600 3,393,900 11.3% Licenses and Permits 1,689,100 1,472,400 (216,700)-12.8% Inter-gov't Rev.1,172,700 1,296,700 124,000 10.6% Charges for Services 2,198,500 2,447,600 249,100 11.3% Program and Other Revenues 979,200 921,300 (57,900)-5.9% Transfers In 2,146,400 2,286,100 139,700 6.5% 38,123,600 41,755,700 3,632,100 9.5% ∆ Significant changes – 2021 Budget: • Charges for Services increases by $111,300, largely due to engineering service charges related to assessable street improvement projects, which are anticipated to increase $89,000 over the 2020 budget. • Transfers In from the Utilities Fund and the Franchise Fees Fund are programmed to increase $110,500. General Fund Revenues 2020 2021 $% Property Taxes 33,331,600 36,291,700 2,960,100 8.9% Licenses and Permits 1,472,400 1,457,400 (15,000)-1.0% Inter-gov't Rev.1,296,700 1,259,900 (36,800)-2.8% Charges for Services 2,447,600 2,558,900 111,300 4.5% Program and Other Revenues 921,300 954,500 33,200 3.6% Transfers In 2,286,100 2,396,600 110,500 4.8% 41,755,700 44,919,000 3,163,300 7.6% ∆ 5 Expenditures 75% of the proposed 2020 budget increase and 96% of the 2021 budget increase is additional costs for existing and newly proposed staff, as summarized here. The rationale for the new positions is addressed in a separate section: 2019 2020 2021 Approved Proposed Proposed Existing Personnel Budget Budget $%Budget $% Regular Employees Salaries/wages/overtime 20,109,800$ 21,003,700$ 893,900$ 4.4%21,899,500$ 895,800$ 4.1% Temporary/Seasonal 1,029,500 1,281,000 251,500 24.4%1,183,000 (98,000) -8.3% Contractual Overtime 118,100 118,100 - 0.0%118,100 - 0.0% PERA 2,470,000 2,487,800 17,800 0.7%2,668,800 181,000 6.8% FICA 991,500 1,057,400 65,900 6.6%1,093,600 36,200 3.3% Health/Life/LTD insurance 3,095,300 3,444,600 349,300 11.3%3,818,300 373,700 9.8% Workers' compensation 761,700 965,800 204,100 26.8%1,008,000 42,200 4.2% Part-time firefighters compensation 382,000 260,000 (122,000) -31.9%215,000 (45,000) -20.9% Fire Relief Association (pension)596,500 315,000 (281,500) -47.2%240,000 (75,000) -31.3% Unemployment compensation 26,000 26,000 - 0.0%26,000 - 0.0% 29,580,400 30,959,400 1,379,000 4.7%32,270,300 1,310,900 4.1% 2020 2021 Proposed Additions FTE FTE Fire Captains - 2020 3 - 384,300 384,300 413,100 28,800 Firefighters - 2020 6 - 649,400 649,400 763,800 114,400 Fire Captains - 2021 3 - - - 371,600 371,600 Firefighters - 2021 6 - - - 682,500 682,500 Police Sergeant - 2020 1 - 118,500 118,500 125,500 7,000 Police Cadet - 2020 1 - 30,500 30,500 32,700 2,200 Deputy Public Works Director - 2021 1 - - - 149,800 149,800 Streets Maintenance Worker - 2020 1 - 98,000 98,000 106,800 8,800 Project Coordinator - 2021 1 - - - 127,000 127,000 Web/Application Developer - 2020 1 - 84,500 84,500 87,600 3,100 IT Specialist (support) - 2021 1 - - - 123,600 123,600 Human Resources Asst - 2021 1 - - - 99,600 99,600 13 13 - 1,365,200 1,365,200 3,083,600 1,718,400 Total Personnel 29,580,400$ 32,324,600$ 2,744,200$ 9.3%35,353,900$ 3,029,300$ 8.6% Δ Δ General Fund Personnel Summary 2020-2021 6 Significant non-personnel changes - 2020 Budget: • Parts and supplies are up $197,600 largely due to a $102,500 increase to replenish the inventory of salt for snow/ice removal. Salt levels were intentionally reduced in 2019 to facilitate the Central Maintenance remodel project. • Services and Other Charges increased by $684,400: o DCC fees increased by $137,800 (10.5% over prior year) o AccessEagan non-personnel operating costs of $120,700 have been moved from an enterprise fund to the General Fund. As noted earlier, AccessEagan revenues of $80,700 will partially offset these costs. o Conference and training expenditures are up $85,100. $37,900 of the increase is in Police; $12,200 of the increase is in IT. General Fund Expenditures 2019 2020 $% Personal Services 29,466,300$ 32,324,500$ 2,858,200$ 9.7% Parts & Supplies 1,929,700 2,127,300 197,600 10.2% Services & Other Charges 6,299,900 6,984,300 684,400 10.9% Capital Outlay 228,400 279,600 51,200 22.4% Contingency 38,700 40,000 1,300 3.4% 37,963,000$ 41,755,700$ 3,792,700$ 9.99% ∆ 7 Significant non-personnel changes - 2021 Budget: • Services and other charges will be up $213,200. The two biggest contributors to the increase are DCC costs ($41,800) and LOGIS services (26,800), both of which represent a 3% increase. Emerald ash borer We are entering the stage of the emerald ash borer infestation where significant action is required on the part of the City. Over the next seven years, staff anticipates the need to spend perhaps $1,000,000 or more to remove (or treat, in some cases) ash trees in parks and on the boulevards of Eagan’s streets. A full-time tree inspector position is proposed for 2020 at a cost of $97,900. Additionally, $145,100 is requested in each of 2020 and 2021 for contractual boulevard tree removal. Staff proposes to fund both the tree inspector position and the contractual tree removal from tree mitigation fees. Currently, the balance in the tree mitigation fund is $675,000. With another $672,000 expected to be received in the future, the available balance will exceed $1,300,000. A more detailed long-term budget for this fund will be presented to the Council at a later time for approval. As proposed, there is no impact on the General Fund budget and no impact on the levy. General Fund Expenditures 2020 2021 $% Personal Services 32,324,500$ 35,353,900$ 3,029,400$ 9.4% Parts & Supplies 2,127,300 2,080,300 (47,000) -2.2% Services & Other Charges 6,984,300 7,197,500 213,200 3.1% Capital Outlay 279,600 247,300 (32,300) -11.6% Contingency 40,000 40,000 - 0.0% 41,755,700$ 44,919,000$ 3,163,300$ 7.58% ∆ 8 Proposed new positions 2020-2021 – General Fund Fire Department Proposed Positions: 3 Captains and 6 Firefighters in 2020—9 total (Step 2 of plan) 3 Captains and 6 Firefighters in 2021—9 total (Step 3 of plan) How will public service be improved if the Captains and Firefighters are hired? • Steps 1A and 1B of the Citygate fire staffing plan have been implemented, allowing 24/7 coverage with at least two firefighters at Fire Stations 1 and 2. Part-time firefighters are still filling the shift vacancies needed to have three firefighters on duty. • Implementation of Step 2 will enable the department to staff Fire Station 4 round the clock with assistance from part-time firefighters • Implementation of Step 3 will enable 24/7 coverage at all three stations. After Step 3 is completed, the need for part-time staff will be very minimal, if required at all. • With three stations fully staffed 24/7, response times to fires and medical calls for service will continue to improve to meet widely accepted national fire guidelines. • Fire fighters trained as EMTs will begin responding to additional medical calls for service. Police Department Proposed Positions: 1 Administrative Sergeant in 2020 1 Police Cadet (CSO) in 2020 How will public service be improved if the Administrative Sergeant is hired? • Will assume some of the duties that are performed by Patrol Sergeants. • The position will draw the Police Department closer to a 5 to 1 officer to supervisor ratio. • The position will improve our service level to the community with improved front- line supervision. How will public service be improved if the Cadet (CSO) is hired? • The position would improve our response time on weekends for Community Service Officer type calls. • The position would free up officers to handle law enforcement related calls. • The position provides an opportunity to expand our abilities to be a more inclusive department. • The position would serve as a recruitment tool, where the department could identify quality candidates prior to the completion of their college courses. 9 Public Works Proposed Positions: 1 Streets Maintenance worker in 2020 1 Deputy Public Works Director in 2021 1 Engineering Project Coordinator in 2021 How will public service be improved if the Streets Maintenance worker is hired? • The new position will increase efficiency and productivity in all areas of Streets Maintenance. It will greatly improve response time and customer service for our residents and to our internal departments. • Increase in street & trail miles due to development/redevelopment has affected street maintenance (asphalt repair, potholes, crackseal and sealcoating), snow plowing (streets & trails), sweeping, sidewalk and trail repair, boulevard and ditch maintenance, signs and streetlights. • We have a high number of miles of street and population per street maintenance employee as compared to other cities (highest among 9 polled). How will public service be improved if the Deputy Public Works Director is hired? • Some of the work of Public Works is either not getting completed or is completed ineffectively. The position will enable appropriate prioritization of work and improve operations efficiency • Working with the new Asset Management Coordinator, the position will enable the evaluation and coordination of the maintenance and improvement of City infrastructure assets. • The position will enable an enhanced safety program, improving efficiency and reducing lost time and workers compensation costs. How will public service be improved if the Engineering Project Coordinator is hired? • Internal and external customer service and project delivery—for developers, consulting engineers, builders, and other City departments—will be improved by performing more timely and comprehensive coordination of infrastructure projects. • Adding this position will avoid inefficiencies in project management and thereby reduce customer costs and improve project timelines. Communications/IT Proposed Positions: 1 Web/Applications Developer in 2020 1 IT Specialist in 2021 How will public service be improved if the Web/Applications Developer is hired? • This will significantly improve the website through clear and easy navigation to find information. • We’ll have stronger search functionality so that the public finds what they are looking for, resulting in a better experience and better customer service. • We’ll have user-friendly applications that empower the user and free up staff time 10 • There will be a better alignment of tools, applications and forms, leading to more impact, efficiency and less duplication of efforts and services • There will be integration of applications, tools, platforms, an SAAS applications to improve functionality of the website and empowerment of content creators and users How will public service be improved if the IT Specialist is hired? • Information Technology is rarely a public facing department. The IT department is a support-oriented department for many internal diverse staff members. The service impacts would typically not directly affect the public, apart from public wireless service. • Typically, IT service impacts would indirectly affect the public. For an example, if a customer is waiting to get checked in at the Community Center and someone’s computer is slow, the network is offline or the application that they use is not working properly this IT related issue can make it appear as if the Community Center employee is responding slowly and/or not providing good customer service. Occasionally, this can result in lost sales if credit card terminals are offline or the network in general is offline. • By filling this position, IT can reduce the time it takes to update and replace aging equipment, resolve IT hardware/software issues more efficiently and thus indirectly improving employee productivity by reducing citizen’s wait times. Human Resources Proposed Position: 1 Human Resources Assistant in 2021 How will public service be improved if the HR Assistant is hired? • Daily functions of the HR department will be fulfilled in a more cost-effective manner by having a lower classification position performing duties that do not require a higher level of skills. General Fund balance The 2018 year-end General Fund balance of $21,250,076 is a very solid 55.4% of the next year’s budget. This is 10%--or $4,000,000—above the upper end of the Council’s target range of 40% to 45%. It’s $5,900,000 above the lower end of the target range. Staff is proposing to utilize $2,250,000 of the excess fund balance by way of a transfer of funds to the Equipment Revolving Fund used for acquisition of capital equipment. This will allow the overall capital levy to be reduced over the period 2020-2024 in a tapered fashion so that the impact at the end of the five years will be minimal. The first-year levy reduction would be $750,000. The second-year reduction would be $600,000, and so on, reducing each year by $150,000. If the City is successful in obtaining SAFER grants to assist in funding the proposed firefighters for either 2020 or 2021, that funding may impact the extent to which the Council may wish to utilized the $2,250,000 and/or the timing of utilization over the five- year period. 11 In addition to the $2,250,000, Staff proposes to make another $1,750,000 in transfers shown below: $1,100,000 City Hall/Police remodel to cover unanticipated costs 500,000 Remodel Fire Station 4 to accommodate FT staff 24/7 150,000 Cedar Grove parking ramp fund – deficits accumulated from delays in hotel construction and lack of a restaurant All of these transfers total $4,000,000, the exact amount we currently have in excess of the target. Because the denominator (total budget) in the calculation of fund balance percentage keeps growing, we project the fund balance to be slightly below the upper end—but still within the target range—at 42.8% by the end of 2020. Market Value and Tax Capacity Tax capacity has increased an average of 7% annually over the past 5 years. Preliminary numbers from Dakota County indicate an 7.8% increase in net tax capacity for 2020. Property values have now regained all that was lost in the Great Recession a decade ago, and then some. Similarly, market value has increased an average rate of 7% since 2014. The preliminary 2020 value of $9.5 billion is up 7.6% from 2019. 12 Final Proposed Payable 2019 Payable 2020 Dollars % Taxable Market Value 8,812,902,291 9,486,313,598 673,411,307 7.6% Tax Capacity: Gross Tax Capacity 110,287,372 119,426,131 9,138,759 8.3% Fiscal Disparities Contribution (14,345,095) (15,753,256) (1,408,161) -9.8% Tax Increment Value (3,801,099) (4,383,107) (582,008) -15.3% Net Local Tax Capacity 92,141,178 99,289,768 7,148,590 7.8% Taxable Market Value and Tax Capacity Change Tax capacity-based levy The tax capacity-based component of the City’s 2020 proposed levy for operations and debt service is $38,487,378, an increase of $2,858,306 or 8.0% over the 2019 levy of $35,465,524. The preliminary tax capacity rate calculated at .35720 is slightly higher than the 2019 rate of .35227. Final Proposed 2019 2020 Amount % Operating Levy 34,683,584$ 37,669,739$ 2,986,155$ Debt Service Levy 945,488 872,039 (73,449) Total Tax Capacity Levy 35,629,072 38,541,778 2,912,706 8.2% Fiscal Disparities Distribution (3,170,688) (3,076,254) 94,434 -3.0% Net Local Levy 32,458,384$ 35,465,524$ 3,007,140$ 9.3% Calculation:Net local levy 32,458,384 35,465,524 Local tax cap 92,141,892 99,289,768 Tax capacity rate: 0.35227 0.35720 1.4% Tax Capacity Levy & Tax Capacity Rates Difference $- $1,000,000,000 $2,000,000,000 $3,000,000,000 $4,000,000,000 $5,000,000,000 $6,000,000,000 $7,000,000,000 $8,000,000,000 $9,000,000,000 $10,000,000,000 2015 2016 2017 2018 2019 2020 Eagan Market Value 13 The fiscal disparities distribution amount for 2020 is an estimate. Final amounts are not available until later in August, so the tax capacity rate calculation is only an estimate. Market value-based levy (Community Center bonds) 2020 will be the last year the City levies for the Community Center bonds. Under statute, the levy for debt service on the referendum-approved Community Center bonds is spread across market value, not tax capacity. Bond covenants require this levy; it is not optional. The bonds will mature in 2021. Final 2019 Amount % Referendum Mkt Value 9,019,979,280$ 9,669,656,391$ 649,677,111$ 7.2% Debt Service Levy 1,113,210 1,119,300 6,090 0.5% Mkt Value Ref Rate 0.0001235 0.0001158 (0.0000077) -6.2% Levy for Market Value Referendum Proposed 2020 For the average homeowner, the market-value levy decreases by a few pennies in 2020 to $36.32. 14 Total levy and levy allocation In total, the proposed levies are up 7.9% in 2020 and 8.1% in 2021. Here is a 10-year history of the annual levy percentage changes: For 2020, the General Fund budget increase of 10.0% is driving the 7.9% overall levy increase. As noted earlier, the General Fund balance will be utilized to reduce the Equipment Revolving Fund (ERF) levy over the next five years in increasingly smaller amounts. The 2020 levy reduction for the ERF is $750,000. The Facilities Renewal & Replace Fund levy and the Parks System levy are both proposed to increase 2% for inflationary purposes. The Fire Apparatus Fund levy (and related debt service levies) remain level at $400,000 total, per the funding plan laid out many years ago. The other debt service levies are according to plan—the Community Center bonds levy goes away in 2021 and debt service on the City Hall/Police remodel, Fire Station 1 and the Maintenance Facility expansion replaces the Community Center debt. In 2021, the levy is up 8.1% over 2020. Again, the 7.6% increase in the General Fund budget is the primary reason for the increase. The reduction in the ERF levy is proposed to be $600,000 (compared to $750,000 in 2020) from what the normal levy amount would be, which is also a contributing factor to the overall increase. 15 Final 2019 $ change %$ change % General Fund 29,937,700$ 33,331,600$ 3,393,900$ 11.3%36,291,700$ 2,960,100$ 8.9% Special Revenue - Parking Ramp 46,000 81,000 35,000 76.1%83,000 2,000 2.5% General Facilities R & R 235,000 240,000 5,000 2.1%245,000 5,000 2.1% Equipment Revolving Fund 1,530,000 811,000 (719,000) -47.0%992,000 181,000 22.3% Major Streets Fund - A 1,942,000 1,981,000 39,000 2.0%2,021,000 40,000 2.0% Major Streets Fund - B (Overpasses)394,723 550,000 155,277 39.3%590,000 40,000 7.3% Fire Apparatus - Debt 265,839 207,861 (57,978) -21.8%213,176 5,315 2.6% - Revolving 94,161 152,139 57,978 61.6%146,824 (5,315) -3.5% Park Systems Development & R & R 498,000 508,000 10,000 2.0%518,000 10,000 2.0% DataBank Abatement 6,000 15,000 9,000 150.0%15,500 500 3.3% Debt Service - 2016 Bonds 520,771 500,349 (20,422) -3.9%543,214 42,865 8.6% Debt Service - 2018 Bonds 158,878 163,829 4,951 N/A 1,223,184 1,059,355 N/A Fund Totals 35,629,072$ 38,541,778$ 2,912,706$ 8.2%42,882,598$ 4,340,820$ 11.3% Community Center Bonds 1,113,210$ 1,119,300$ 6,090 0.5%-$ (1,119,300) -100.0% Grand Total Levy 36,742,282$ 39,661,078$ 2,918,796$ 7.9%42,882,598$ 3,221,520$ 8.12% Proposed 2021Proposed 2020 Allocation of Property Tax Levy Property tax impact As a rule of thumb, the percentage that the levy increases should approximate the percentage that the City portion of property tax on the average home will increase. Many factors come into play that cause these percentages to differ and vary from one property to another, but in general, if the levy goes up 8%, the sum of all property owners’ taxes will go up close to 8% as well. New development is one of the factors that will reduce the impact on the property owner. In 2020, the tax capacity of all property in Eagan increased 8.3%, but 2.3% of the increase was due to new construction. Some of the increase is shared with other communities by way of fiscal disparities, but the growth makes the slice of the pie for existing homeowners a little smaller than it would be with no growth. The value of the average Eagan house increased by 5.0% for 2020 taxes, from $298,846 to $313,671. The City portion of taxes on the average value home will increase by $71 (6.8%), from $1,053 to $1,124. Not all properties will see the same impact. Depending on the assessed value assigned by the Dakota County Assessor’s office, property tax increases will vary from property to property. For simplicity’s sake, a comparison of various values of homestead property is shown below with their associated City taxes over a range of years. Again, pending final word on the fiscal disparities distribution, these tax figures could go up or down. The shaded areas show the estimated market value and taxes in 2020 of the property value immediately above it, as it may have been valued/taxed in 2019. For example, a $150,000 home in 2019 would have had city taxes of $463. That same home may be valued at $157,441 in 2020 (based on average value increases), causing it to have 2020 taxes of $498, an increase of $35. If the value of that home stayed the same from 2019 to 2020, the taxes would have increased by $5 to $468. 16 Projected 2016 2017 2018 2019 2020 Tax Capacity Rate 0.37097 0.37385 0.36378 0.35227 0.35720 Market Value Rate 0.0001490 0.0001451 0.0001359 0.0001235 0.0001158 Market Value 150,000$ 491 494 480 463 468 157,441 498 200,000 700 705 685 661 669 209,921 709 298,846 Pay 2019 Average Eagan House Mkt Value 1,053 313,671 Pay 2020 Average Eagan House Mkt Value 1,124 400,000 1,539 1,549 1,505 1,454 1,471 419,843 1,548 500,000 1,929 1,942 1,887 1,823 1,844 524,804 1,958 Eagan Property Tax History City Portion Projected 2017 2018 2019 2020 Average home value 263,485 277,322 298,846 313,671 % increase 1.8%5.3%7.8%5.0% City portion of property taxes 973 1,002 1,053 1,124 % increase 2.7%3.0%5.1%6.7% City Portion of Taxes on Average Value Home Proposed Next Steps  Staff incorporates City Council direction from this meeting into the proposed budget and levy.  City Council approves the preliminary levy at the regular meeting on September 3 (or the regular meeting on September 17).  If the City Council feels further consideration is necessary, it could discuss at its September 10 Special meeting, as a precursor to approval at the meeting on 17 September 17. Alternatively, the Council could refer the budget to the Finance Committee for a meeting in late-August or early-September.  The preliminary levy must be certified to Dakota County by September 30  The annual Truth-in-Taxation public hearing will be held at the regular City Council meeting on December 3 with the opportunity to adopt the 2020 and 2021 budgets, and the 2020 tax levy. If not adopted at the December 3 meeting, the City Council will be asked to approve at the December 17 City Council meeting. Public Policy Issues  Does the City Council support the plan to move up by one year, the 4th year of the Fire Staffing Study implementation? In the event the City receives SAFER Grant funds to assist with the hiring of full-time firefighters, Staff will bring back to the Council for further discussion the feasibility of reducing the levy and/or reducing or redistributing the amount transferred from the General Fund.  The General Fund has excess fund balance of $4,000,000 above the upper end of the target range (45%) and $5,900,000 above the lower end (40%) according to City Policy. To reduce the levy, the budget includes a transfer of $2,250,000 of the General Fund balance to the Equipment Revolving Fund, which is used for capital expenditures. The five-year plan would reduce in total the capital levy by the same amount, thus reducing the impact on the levy each year. As proposed, the 2020 capital levy would be reduced by $750,000; the 2021 capital levy reduced by $600,000; 2022 levy by $450,000, 2023 by $300,000 and the 2024 capital levy would be reduced by $150,000; thus, the total of $2,250,000 over the five-year period. Does the City Council support this five-year plan, recognizing that future City Councils cannot be bound by this decision?  In addition to the aforementioned five-year plan, it is anticipated the following transfers from the General Fund will be proposed at a future City Council meeting for consideration: o $1,100,000 to City Hall/PD project fund to cover unanticipated project costs. As has been communicated to the Council over the past 6-9 months during a series of project change orders, there have been unforeseen expenses associated with the first phase of the project. The project contingency fund has covered some of this, but known additional expenses that must be covered total about $1,000,000 to date. o $500,000 to fund the remodel of Fire Station #4 to accommodate 24/7 staffing at that station. 18 o $150,000 transfer to Cedar Grove Parking ramp maintenance fund for the underfunding of the City portion due to delays in hotel construction and inability to attract a restaurant. Provided all General Fund balance transfers are completed as proposed, the fund balance is estimated to be at 42-43%. Is that acceptable?  The proposed General Fund expenditure budget of $41,755,700 represents a $3,792,700 increase, or 10.0%, in 2020. The 2021 budget of $44,919,000 represents a $3,163,300 increase, or 7.6%, in 2021. Are those amounts acceptable to the City Council? If not, is there a different target you would like Staff to work toward before adoption of the preliminary levy and budget (or final levy and budget)?  Is the approach of using Tree Mitigation fees to fund the EAB tree removal and treatment plan acceptable to the City Council?  Are there concerns or objections to any of the proposed staffing additions you would like to see changed or additional information needed? ___________________ City Administrator 19 2019 2020 Budget Budget $% General Property Taxes 29,937,700$ 33,331,600$ 3,393,900 11.3% Licenses 323,400 330,200 6,800 2.1% Permits 1,365,700 1,142,200 (223,500) -16.4% Intergovernmental Rev 1,172,700 1,296,700 124,000 10.6% Charges for Services 1,401,400 1,475,800 74,400 5.3% Recreation Charges 797,100 971,800 174,700 21.9% Fines & Forfeits 253,500 263,200 9,700 3.8% Other Revenues 391,900 391,800 (100) 0.0% Program Revenues 333,800 266,300 (67,500) -20.2% Fund Balance 210,000 - (210,000) N/A Transfers 2,146,400 2,286,100 139,700 6.5% TOTAL GENERAL FUND 38,333,600$ 41,755,700$ 3,422,100 8.9% ∆ 2020 vs. 2021 General Fund 2020 Budget COMPARATIVE SUMMARY OF REVENUES 20 2020 2021 Budget Budget $% General Property Taxes 33,331,600 36,291,700 2,960,100 8.9% Licenses 330,200 332,200 2,000 0.6% Permits 1,142,200 1,125,200 (17,000) -1.5% Intergovernmental Rev 1,296,700 1,259,900 (36,800) -2.8% Charges for Services 1,475,800 1,547,800 72,000 4.9% Recreation Charges 971,800 1,011,100 39,300 4.0% Fines & Forfeits 263,200 263,200 - 0.0% Other Revenues 391,800 394,600 2,800 0.7% Program Revenues 266,300 296,700 30,400 11.4% Transfers 2,286,100 2,396,600 110,500 4.8% TOTAL GENERAL FUND 41,755,700$ 44,919,000$ 3,163,300 7.6% ∆ 2020 vs. 2021 General Fund 2021 Budget COMPARATIVE SUMMARY OF REVENUES 21 Acct20172018201920202021No. DESCRIPTION ActualBudgetBudgetBudgetBudgetTAXES:4020AD VALOREM TAXES - CURRENT23,988,359$ 25,263,646$ 26,897,000$ 33,331,600$ 36,291,700$ 6,434,600 23.9%2,960,100 8.2%4021AD VALOREM TAXES - DELINQUENT(86,479) (4,684) - - - - N/A- N/A4030FISCAL DISPARITIES2,340,161 2,509,730 3,040,700 - - (3,040,700) -100.0%- N/A4031PENALTIES AND INTEREST11,494 14,913 - - - - N/A- N/A4032FORFEITED TAX SALES1,664 - - - - - N/A- N/A TOTAL26,255,199$ 27,783,605$ 29,937,700$ 33,331,600$ 36,291,700$ 3,393,900 11.3%2,960,100 8.2%LICENSES:4055LIQUOR283,547$ 281,879$ 270,000$ 282,000$ 282,000$ 12,000 4.4%- 0.0%4056BEER- - - - - - N/A- N/A4057TOBACCO10,433 10,117 9,000 10,000 10,000 1,000 11.1%- 0.0%4058TREE MTN CONTRACTOR 1,525 1,400 1,400 1,400 1,400 - 0.0%- 0.0%4059GARB/RUBBISH HAULING9,460 3,520 8,600 8,000 8,000 (600) -7.0%- 0.0%4060KENNEL50 50 - 100 100 100 N/A- 0.0%4061DOG22,130 19,858 26,700 20,000 22,000 (6,700) -25.1%2,000 9.1%4063PET SHOP LICENSE400 350 200 200 200 - 0.0%- 0.0%4064MASSAGE THERAPIST8,075 9,025 7,500 8,500 8,500 1,000 13.3%- 0.0% TOTAL335,620$ 326,199$ 323,400$ 330,200$ 332,200$ 6,800 2.1%2,000 0.6%PERMITS:4085BUILDING2,275,766$ 897,028$ 1,047,000$ 850,000$ 820,000$ (197,000) -18.8%(30,000) -3.7%4087PLUMBING241,762 133,387 110,000 110,000 105,000 - 0.0%(5,000) -4.8%4088MECHANICAL337,408 203,608 130,000 130,000 125,000 - 0.0%(5,000) -4.0%4089SIGN50,027 73,069 20,000 20,000 20,000 - 0.0%- 0.0%4091WELL/PRIVATE SEPTIC- - 100 - - (100) -100.0%- N/A4093DEMOLITION/MOVING- 59 - - - - N/A- N/A4094EXCAVATING8,000 3,900 2,500 2,500 2,500 - 0.0%- 0.0%4095CONDITIONAL/SPECIAL USE7,450 2,050 5,000 5,000 5,000 - 0.0%- 0.0%4096FIRE SUPPRESSION PERMITS41,270 48,553 20,000 20,000 20,000 - 0.0%- 0.0%4097FIREWORKS PERMITS1,368 1,752 1,400 1,500 1,500 100 7.1%- 0.0%4098SPECIAL EVENT PERMITS550 1,250 400 500 500 100 25.0%- 0.0%4100UTILITY99,541 77,407 27,500 200 23,200 (27,300) -99.3%23,000 99.1%4102PUBLIC ROW CONST2,109 320 800 800 800 - 0.0%- 0.0%4116CHICKEN PERMIT800 400 600 400 400 (200) -33.3%- 0.0%4118BEEKEEPING PERMIT360 280 300 300 300 - 0.0%- 0.0%4120OTHER960 2,275 100 1,000 1,000 900 900.0%- 0.0% TOTAL3,067,371$ 1,445,338$ 1,365,700$ 1,142,200$ 1,125,200$ (223,500) -16.4%(17,000) -1.5%GENERAL FUNDREVENUES BY LINE ITEM ∆2019 to 2020 % ∆2020 to 2021 % 22 Acct20172018201920202021No. DESCRIPTION ActualActualBudgetBudgetBudgetINTER-GOV'T REV:4135FEDERAL GRANTS93,614$ 96,768$ 34,500$ 42,200$ 42,400$ 7,700 22.3%200 0.5%4140STATE GRANTS83,309 66,422 38,100 77,000 40,000 38,900 102.1%(37,000) -92.5%4151LOCAL PERFORMANCE AID9,551 - 9,400 9,400 9,400 - 0.0%- 0.0%4153MVHC839 202 - - - - N/A- N/A4155MSA - MAINTENANCE71,970 71,970 76,000 72,000 72,000 (4,000) -5.3%- 0.0%4158POLICE TOWN AID583,612 597,407 544,700 590,000 590,000 45,300 8.3%- 0.0%4159POLICE TRAINING AID21,301 65,076 22,600 65,000 65,000 42,400 187.6%- 0.0%4160STATE PERA AID33,114 33,114 33,100 33,100 33,100 - 0.0%- 0.0%4161FIRE STATE AID408,026 419,693 394,800 408,000 408,000 13,200 3.3%- 0.0%4175COUNTY GRANTS- - - - - - N/A- N/A4177OTHER GRANTS AND AIDS- - 19,500 - - (19,500) -100.0%- N/A TOTAL1,305,336 1,350,652 1,172,700 1,296,700 1,259,900 124,000 10.6%(36,800) -2.9%CHARGES FOR SERVICES:4205VARIANCE FEES3,900$ 2,700$ 2,000$ 2,000$ 2,000$ - 0.0%- 0.0%4206PLATTING FEES13,772 12,575 8,000 8,000 8,000 - 0.0%- 0.0%4207REZONING FEES8,250 8,157 5,000 5,000 5,000 - 0.0%- 0.0%4210RETURNED CHECK FEE1,694 1,522 800 1,300 1,300 500 62.5%- 0.0%4212DOG IMPOUND/KENNEL FEE5,130 4,040 5,000 4,500 4,500 (500) -10.0%- 0.0%4214BURGLAR ALARM FEES16,865 14,600 20,000 15,000 15,000 (5,000) -25.0%- 0.0%4215REPEAT NUISANCE CALL FEE248 100 500 200 200 (300) -60.0%- 0.0%4216DAYCARE INSPECTION FEES586 968 500 600 600 100 20.0%- 0.0%4220VACATION PROCEEDINGS2,400 3,045 3,000 2,800 2,800 (200) -6.7%- 0.0%4221PUBLIC SAFETY FEES- 89 1,200 100 100 (1,100) -91.7%- 0.0%4222PLAN CHECKS1,284,064 467,949 400,000 400,000 380,000 - 0.0%(20,000) -5.3%4226DEV ESCROW REIMBURS254,318 215,959 100,000 100,000 100,000 - 0.0%- 0.0%4227ENGINEERING SERVICES372,115 511,292 493,500 440,000 529,000 (53,500) -10.8%89,000 16.8%4228ENG/FINANCIAL ADMINISTRATION5,641 9,893 6,200 6,200 6,200 - 0.0%- 0.0%4229BUSINESS ASSIST APPLICATION FEE5,000 - - - - - N/A- N/A4230PRINT MATERIAL/OTHER FEES5,095 4,314 4,300 4,500 4,500 200 4.7%- 0.0%4231RESEARCH OF CITY RECORDS- 205 - - - - N/A- N/A4233TOBACCO NON-COMPL. PENALTY- - - - - - N/A- N/A4234CONTR SERVICES - SECURITY/EMS113,148 235,348 157,100 200,000 200,000 42,900 27.3%- 0.0%4236POL SVCES TO SCHOOL DIST78,410 80,097 79,400 81,800 84,200 2,400 3.0%2,400 2.9%4239INVESTIGATION FOR LICENSING20,150 18,625 20,000 20,000 20,000 - 0.0%- 0.0%4241ALCOHOL NON-COMPL. PENALTY1,000 - - - - - N/A- N/A4242MAINT EQUIP & PERS CHG10,484 31,623 13,700 10,000 10,000 (3,700) -27.0%- 0.0%4245PERMIT SURCHARGE2,183 1,241 900 1,300 1,300 400 44.4%- 0.0%4246ADMN FEE ON SAC23,657 11,801 5,600 11,800 11,800 6,200 110.7%- 0.0%4247ROOM TAX ADMIN FEE49,282 53,411 48,000 53,000 53,000 5,000 10.4%- 0.0%4260INVESTMENT MGMT FEE16,853 25,460 26,700 27,000 27,000 300 1.1%- 0.0%47XXACCESSEAGAN FEES- - - 80,700 81,300 80,700 N/A600 0.7%OTHER- 20 - - - - N/A- N/A TOTAL2,294,245 1,715,034 1,401,400 1,475,800 1,547,800 74,400 5.3%72,000 4.7%GENERAL FUNDREVENUES BY LINE ITEM ∆2019 to 2020 %% ∆2020 to 2021 23 Acct20172018201920202021No. DESCRIPTION ActualActualBudgetBudgetBudget4310-13RECREATION PROGRAM FEES:3001GENERAL/ADMIN RECREATION-$ -$ -$ -$ -$ - N/A- N/A3027HOLZ FARM1,500 4,995 1,600 7,800 7,800 6,200 387.5%- 0.0%3029SAFETY CAMP4,125 2,565 4,400 4,000 4,000 (400) -9.1%- 0.0%3032-5TENNIS7,805 7,147 10,700 12,100 12,100 1,400 13.1%- 0.0%3037-8GOLF8,706 - 6,000 - - (6,000) -100.0%- N/A3041-3VOLLEYBALL23,594 19,459 29,700 24,700 24,700 (5,000) -16.8%- 0.0%3044-6BROOMBALL6,446 4,335 6,300 - - (6,300) -100.0%- N/A3047T-BALL12,288 12,115 17,100 13,400 13,600 (3,700) -21.6%200 1.5%3048ADULT SOFTBALL-MEN88,440 78,516 93,400 86,700 86,600 (6,700) -7.2%(100) -0.1%3049ADULT SOFTBALL-WOMEN3,009 1,512 3,500 2,100 2,100 (1,400) -40.0%- 0.0%3050ADULT SOFTBALL-CO-REC18,166 16,803 23,200 20,100 20,200 (3,100) -13.4%100 0.5%3052FOOTBALL2,872 2,925 3,800 2,900 2,900 (900) -23.7%- 0.0%3054-6HOCKEY/BOOT HOCKEY- - - - - - N/A- N/A3057PRESCHOOL PROGRAMS151,427 148,875 180,800 175,900 169,000 (4,900) -2.7%(6,900) -4.1%3058,75TEENS2,518 2,700 6,100 10,800 11,400 4,700 77.0%600 5.3%3059SUMMER IN THE PARK24,627 27,224 37,600 43,600 54,500 6,000 16.0%10,900 20.0%3060PUPPET WAGON1,760 2,980 1,700 4,000 4,000 2,300 135.3%- 0.0%3061MARKETFEST25,462 39,118 24,900 37,300 39,100 12,400 49.8%1,800 4.6%3062SCHOOL'S OUT EVENTS- - - - - - N/A- N/A3063SEASONAL SPECIAL EVENTS7,123 - - - - - N/A- N/A3064RECREATION OUTREACH- - - 5,000 5,000 5,000 N/A- 0.0%3065SPECIAL EVENTS1,668 - - - - - N/A- N/A3066DANCE4,500 2,960 4,600 3,000 3,000 (1,600) -34.8%- 0.0%3067ADAPTIVE/INCLUSION- - - - - - N/A- N/A3069NATURE PROGRAMS390 330 - - - - N/A- N/A3071,74TUBING HILLS4,420 7,497 8,700 28,000 29,800 19,300 221.8%1,800 6.0%3076BASKETBALL24,240 24,880 26,100 26,200 26,300 100 0.4%100 0.4%3077WIFFLEBALL2,777 2,754 2,800 11,200 11,100 8,400 300.0%(100) -0.9%3078SENIOR CITIZENS30,360 29,211 53,800 50,100 53,700 (3,700) -6.9%3,600 6.7%3079FUN RUNS/WALKS7,855 32,624 18,400 47,600 50,500 29,200 158.7%2,900 5.7%3080CONCESSIONS- - - - - - N/A- N/A3081ARTS COUNCIL127,523 147,575 131,600 161,000 166,500 29,400 22.3%5,500 3.3%3082SPORTS & CREATIVE CAMPS11,796 15,090 21,800 18,800 19,200 (3,000) -13.8%400 2.1%3085FAMILY ACTIVITES- - - - - - N/A- N/A3086NEW PROGRAMS- 2,464 - 2,400 2,400 2,400 N/A- 0.0%3088PARK FACILITY RENTALS501 308 - 40,000 40,000 40,000 N/A- 0.0%3089EQUIPMENT RENTALS560 478 - 24,100 24,100 24,100 N/A- 0.0%3090OFF-LEASH DOG AREA6,669 5,219 - - - - N/A- N/A3092CDGB SENIOR PROGRAMS28,428 50,109 54,000 90,800 94,100 36,800 68.1%3,300 3.5%3097MRAC COUMMUNITY ARTS GRANT 4,336 3,665 9,500 18,200 18,400 8,700 91.6%200 1.1%3201TREE SALES4,544 - 15,000 - 15,000 (15,000) -100.0%15,000 100.0%OTHER REVENUE- - - - - - N/A- N/A TOTAL650,435 696,433 797,100 971,800 1,011,100 174,700 21.9%39,300 3.9%GENERAL FUNDREVENUES BY LINE ITEM ∆2019 to 2020 % ∆2020 to 2021 % 24 Acct20172018201920202021No. DESCRIPTION ActualActualBudgetBudgetBudgetFINES & FORFEITS:4410COURT FINES/FORFEITS224,305$ 210,916$ 216,300$ 217,000$ 217,000$ 700 0.3%- 0.0%4411PROSECUTION COSTS/FINES57,873 74,226 36,000 45,000 45,000 9,000 25.0%- 0.0%4421EVIDENCE FORFEITURES2,333 5 1,200 1,200 1,200 - 0.0%- 0.0% TOTAL284,511 285,147 253,500 263,200 263,200 9,700 3.8%- 0.0%MISC REVENUES:4610INTEREST ON INVESTMENTS162,837$ 259,274$ 175,000$ 200,000$ 200,000$ 25,000 14.3%- 0.0%4611/12SPEC ASSMT-PRINCIPAL/INT6,513 5,826 4,500 5,000 5,000 500 11.1%- 0.0%4615CHANGE IN FMV - INVESTMTS(43,943) 35,906 - - - - N/A- N/A4620ANTENNA LEASES - HOLZ FARM38,200 40,500 43,400 46,100 48,900 2,700 6.2%2,800 5.7%4624ATHLETIC FIELD RENT35,343 38,630 61,300 40,000 40,000 (21,300) -34.7%- 0.0%4625PARK SHELTER RENT68,617 73,281 43,000 75,000 75,000 32,000 74.4%- 0.0%4628SWITCHING STATION RENT24,146 25,595 22,000 24,000 24,000 2,000 9.1%- 0.0%4634ATHLETIC FIELD RENT-NON-RESIDENT- - - - - - N/A- N/A4657SALE OF CITY PROPERTY1,244 2,268 700 1,600 1,600 900 128.6%- 0.0%4660LAPEL PINS7 4 - - - - N/A- N/A4661HISTORY BOOKS149 5,894 3,200 - - (3,200) -100.0%- N/A4663CONTRIBUTION/DONATION40,768 16,225 38,600 - - (38,600) -100.0%- N/A4666HISTORY CARDS93 267 - - - - N/A- N/A4691OTHER REVENUE28,409 36,859 200 100 100 (100) -50.0%- 0.0% TOTAL362,383 540,529 391,900 391,800 394,600 (100) 0.0%2,800 0.7%PROGRAM REVENUES:4810PROJ. ADMIN198,599$ 351,410$ 285,600$ 209,600$ 238,000$ (76,000) -26.6%28,400 11.9%4821DRUG TASK FORCE REIMB20,845 27,659 21,700 23,000 25,000 1,300 6.0%2,000 8.0%4822OTHER REIMBURSEMENTS6,037 18,986 8,600 10,900 10,900 2,300 26.7%- 0.0%4831CAPITAL CREDITS25,084 22,727 17,900 22,800 22,800 4,900 27.4%- 0.0% TOTAL250,565 420,782 333,800 266,300 296,700 (67,500) -20.2%30,400 10.2%FUND BALANCE-$ -$ 210,000$ -$ -$ (210,000) -100.0%- N/ATRANSFERS:CABLE FRANCHISE FEES667,365 517,433 648,700 668,200 689,200 19,500 3.0%21,000 3.0%UTILITY TRANSFERS1,297,404 1,459,900 1,497,700 1,617,900 1,707,400 120,200 8.0%89,500 5.2% TOTAL1,964,769 1,977,333 2,146,400 2,286,100 2,396,600 139,700 6.5%110,500 4.6% GRAND TOTAL36,770,434$ 36,541,052$ 38,333,600$ 41,755,700$ 44,919,000$ 3,422,100 8.9%3,163,300 7.0% ∆2019 to 2020 %GENERAL FUNDREVENUES BY LINE ITEM ∆2020 to 2021 % 25 201920202021 BudgetBudget$%Budget$%GENERAL GOVERNMENT01Mayor & Council155,100$ 169,300$ 14,200$ 9.2%175,800$ 6,500$ 3.8%02Administration629,100 669,300 40,200 6.4%690,400 21,100 3.2%03Information Technologies1,858,000 2,335,200 477,200 25.7%2,600,700 265,500 11.4%04City Clerk304,300 503,200 198,900 65.4%399,000 (104,200) -20.7%05Finance992,500 996,800 4,300 0.4%1,046,900 50,100 5.0%06Legal404,900 440,500 35,600 8.8%464,800 24,300 5.5%07Comm Dev--Planning1,157,400 1,211,600 54,200 4.7%1,268,700 57,100 4.7%08Comm Dev--Inspections1,412,600 1,659,500 246,900 17.5%1,710,400 50,900 3.1%09Communications652,600 673,400 20,800 3.2%693,900 20,500 3.0%10Human Resources567,900 616,300 48,400 8.5%739,000 122,700 19.9%Gen Govt Total8,134,400 9,275,100 1,140,700 14.0%9,789,600 514,500 5.5%PUBLIC SAFETY 11Police 14,700,400 15,542,800 842,400 5.7%16,211,700 668,900 4.3% 12Fire4,288,100 5,099,100 811,000 18.9%6,397,500 1,298,400 25.5%Public Safety Total18,988,500 20,641,900 1,653,400 8.7%22,609,200 1,967,300 9.5%PUBLIC WORKS 21Public Works/Engineering1,417,700 1,505,800 88,100 6.2%1,809,100 303,300 20.1% 22Streets & Highways2,227,800 2,466,200 238,400 10.7%2,538,600 72,400 2.9% 24Central Svces. Maint.847,900 1,026,300 178,400 21.0%1,112,200 85,900 8.4%Public Works Total4,493,400 4,998,300 504,900 11.2%5,459,900 461,600 9.2%PARKS & RECREATION30Recreation2,410,600 2,682,600 272,000 11.3%2,772,500 89,900 3.4%31Parks2,386,600 2,528,400 141,800 5.9%2,592,900 64,500 2.6%32Tree Conservation710,400 777,800 67,400 9.5%815,000 37,200 4.8%Parks & Rec Total5,507,600 5,988,800 481,200 8.7%6,180,400 191,600 3.2%GENL GOVT BLDG MAINT33Government Buildings800,400 811,600 11,200 1.4%839,900 28,300 3.5% Subtotal37,924,300 41,715,700 3,791,400 10.0%44,879,000 3,163,300 7.6%41Contingency--Undesignated38,700 40,000 1,300 3.4%40,000 1,300 3.3%General Fund Total37,963,000$ 41,755,700$ 3,792,700$ 10.0%44,919,000$ 3,163,300$ 7.6%DifferenceDifference2020-2021Comparative Summary of ExpendituresGeneral Fund Budget 2020‐2021 Budget Operating Budget  General Fund   Departmental   Budgets  Draft August 13, 2019 Work Session 1 2020‐2021 Budget Operating Budget  Mayor &  Council 0.4% Expenditures as % of General Fund Mayor & City Council (01)  Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. City Administrator  PURPOSE & DESCRIPTION    The purpose of the Mayor and City Council is  to:  Provide for the legislative and policy‐ making  activities  of  the  City's government 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 1st 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  2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 13 12 12 12 12 100% 100% 100% 100% 100% Number of special City Council meetings held annually Percentage of City advisory commissions that met in a joint  meeting with the council each year Draft August 13, 2019 Work Session 2 2020‐2021 Budget Operating Budget  Mayor & City Council (01) Responsible Managers: Dave Osberg, City  Administrator  Dianne Miller, Asst. City Administrator  HIGHLIGHTS & CHANGES  Overview:  The 2020 budget reflects an increase  of $8,400, or 5.2%, which is mostly due to health  insurance premium increases.  The 2021 budget  increases by 3.2% over 2020.  The non‐personnel  budgets for 2020 and 2021 remain consistent  with the 2019 budget level.  2020‐2021  Highlight/Change  1:   The  Conferences/meetings/training  line  item  (6476)  includes  funding  for  Councilmembers to attend either the National League of Cities or Alliance for Innovation national conference,  along with the in‐state League of Minnesota Cities’ annual conference. Per the direction of the Council in 2019,  should a Councilmember wish to allocate these professional development funds to an alternative conference or  training, Council approval will be required.   Financial Impact: None  Service Level Impact: None  EXPENDITURE SUMMARY  Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 106,350 110,145 119,700 126,500 133,400 Parts and Supplies - - - - - Services and Other Charges 35,612 37,216 40,100 41,000 41,200 Capital Outlay 148 -1,100 1,800 1,200 142,110 147,361 160,900 169,300 175,800 Draft August 13, 2019 Work Session 3 2020‐2021 Budget Operating Budget  Mayor & City Council (01) Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. City Administrator  LINE ITEM DETAIL  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 01 - MAYOR AND COUNCIL 6110 - Salaries and Wages - Regular 53,643 53,850 53,600 53,600 53,600 6144 - FICA 2,408 2,400 4,100 4,100 4,100 6146 - PERA - DCP 2,001 2,009 2,000 2,000 2,000 6151 - Health Insurance 37,879 40,797 59,800 66,500 73,400 6152 - Life 78 77 - - - 6154 - Disability - Long-term 220 218 - - - 6155 - Workers Compensation 169 180 200 300 300 6158 - Dental Insurance 952 1,581 - - - 6159 - VEBA 9,000 9,034 - - - PERSONAL SERVICES 106,350 110,145 119,700 126,500 133,400 6353 - Personal Auto/Parking 296 858 600 700 700 6385 - Insurance 21,000 21,000 21,000 21,000 21,000 6475 - Miscellaneous - - 100 100 100 6476 - Conferences/Meetings/Training 8,981 9,367 12,900 12,900 12,900 6477 - Local Meeting Expenses 5,335 5,990 5,500 6,300 6,500 SERVICES AND OTHER CHARGES 35,612 37,216 40,100 41,000 41,200 6660 - Office Furnishings & Equipment 148 - 1,100 1,800 1,200 CAPITAL OUTLAY 148 - 1,100 1,800 1,200 TOTAL MAYOR AND COUNCIL 142,110 147,361 160,900 169,300 175,800 Draft August 13, 2019 Work Session 4 2020‐2021 Budget  Operating Budget                                                    This page left intentionally blank                                         Draft August 13, 2019 Work Session 5 2020‐2021 Budget  Operating Budget  Admin.,  1.9% Expenditures as % of General Fund 2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 70 53 50 45 45 N/A 95% N/A 96% N/A Number of airport noise complaints/questions (telephone and  Percentage of citizens rating quality of life in Eagan as  Administration (02)  Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. 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     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         Draft August 13, 2019 Work Session 6 2020‐2021 Budget  Operating Budget  Administration (02)  Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. City Administrator      HIGHLIGHTS & CHANGES  Overview:  Personal service costs are the main driver  for  the  increases  in  both  the  2020  and  2021  Administration  budgets.  The  2020  Administration  budget is set to increase by $26,200, or 4.1%, from  the  2019  budget,  and  the  2021  Administration  budget is programmed to increase by 3.2%.       2020  Highlight/Change  1:   Professional  Services  (6310) is proposed to increase primarily due the proposed participation in the Drucker Playbook for the Public Sector.   The Drucker program would provide year‐long leadership training to 40 employees. Two cohorts are suggested—one for  supervisors (focusing on those hired in the last few years with limited supervisory skills) and one for “rising stars” within  our organization. The budget also includes funding to conduct a 360‐ review process for the Senior Management Team.  Financial Impact: $15,100 increase   Service Level Impact: This funding starts a leadership training program for our City, which will develop our staff to  provide the best service possible to our citizens.     2020 Highlight/Change 2:  Conferences/Meetings/Training (6476) increases due to the 2019 budget inadvertently not  including the State City Management Conference.  Financial Impact: $2,000 increase   Service Level Impact: None     2021 Highlight/Change 2:  Professional Services (6310) includes funding for a Council retreat facilitator.  Financial Impact: $2,000 increase   Service Level Impact: None             EXPENDITURE SUMMARY            Administration (02)  Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 492,005 546,077 539,600 553,200 572,700 Parts and Supplies 1,485 1,894 2,100 3,100 3,100 Services and Other Charges 93,199 93,496 100,100 108,300 111,800 Capital Outlay 1,907 1,674 1,300 4,700 2,800 588,596 643,141 643,100 669,300 690,400 Draft August 13, 2019 Work Session 7 2020‐2021 Budget  Operating Budget  Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. City Administrator      POSITION INVENTORY            2020‐2021 WORK PLAN                 Personnel 2017 2018 2019 2020 2021 Hours City Administrator 111112,080 Assistant City Administrator 111112,080 Executive Assistant 111112,080 Total 333336,240 1 2 3 4 5 6 7 Oversight of the City's Support Services (HR, IT, and City Clerk) 8 9 10 Activity Routine Airport duties (citizen communication, ARC preparation, service on Committees, etc.) Intergovernmental, municipal, City departmental, and association meetings Clerical and administrative support Annual budget preparation Oversight of Recycling operations for the City Assist in development and execution of City Goals  and Eagan Forward Development and execution of public policy decisions Council meeting and workshop preparation Oversight of the City's day‐to‐day operations Draft August 13, 2019 Work Session 8 2020‐2021 Budget  Operating Budget  Administration (02)  Responsible Managers:  Dave Osberg, City Administrator  Dianne Miller, Asst. City Administrator    LINE ITEM DETAIL                 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 02 - ADMINISTRATION 6110 - Salaries and Wages - Regular 318,757 332,433 424,200 431,500 444,300 6112 - Overtime - Regular 3,950 5,030 3,500 5,000 5,000 6124 - Funeral Leave 1,184 - - - - 6125 - Floating Holiday Pay 2,161 2,247 - - - 6127 - Empl Recog Day/Special Duty 540 - - - - 6134 - Vacation Pay 33,747 54,077 - - - 6135 - Holiday Pay 15,218 15,748 - - - 6136 - Sick Pay 15,658 30,452 - - - 6137 - Jury Duty Pay 2,500 - - - - 6142 - PERA - Coordinated 28,498 29,818 32,100 32,700 33,700 6144 - FICA 24,728 25,375 26,600 26,100 26,400 6151 - Health Insurance 31,723 40,153 50,500 55,200 60,500 6152 - Life 353 355 - - - 6154 - Disability - Long-term 756 766 - - - 6155 - Workers Compensation 1,391 1,421 2,700 2,700 2,800 6158 - Dental Insurance 1,899 2,187 - - - 6159 - VEBA 8,942 6,014 - - - PERSONAL SERVICES 492,005 546,077 539,600 553,200 572,700 6210 - Office Supplies 1,485 1,894 2,100 3,100 3,100 PARTS AND SUPPLIES 1,485 1,894 2,100 3,100 3,100 6310 - Professional Services-General 4,490 4,000 4,400 15,100 16,300 6353 - Personal Auto/Parking 4,969 5,120 6,300 6,400 6,400 6355 - Cellular Telephone Service 1,638 2,836 2,100 1,900 1,900 6385 - Insurance 4,000 4,000 4,000 4,000 4,000 6476 - Conferences/Meetings/Training 9,350 9,040 7,200 9,200 9,500 6477 - Local Meeting Expenses 2,523 2,551 4,500 2,600 2,700 6479 - Dues and Subscriptions 54,728 54,449 59,200 56,800 58,400 6535 - Other Contractual Services 11,500 11,500 12,400 12,300 12,600 SERVICES AND OTHER CHARGES 93,199 93,496 100,100 108,300 111,800 6660 - Office Furnishings & Equipment 1,260 1,674 1,300 4,700 2,800 6670 - Other Equipment 647 - CAPITAL OUTLAY 1,907 1,674 1,300 4,700 2,800 TOTAL ADMINISTRATION 588,596 643,141 643,100 669,300 690,400 Draft August 13, 2019 Work Session 9 2020‐2021 Budget  Operating Budget  IT 4.9% Expenditures as % of General Fund Information Technology (03)  Responsible Manager:  Dan Cook, IT Manager    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 Citywide IT  policies and procedures   Provide technology support for the City's  desktop and mobile hardware   Provide support for all City software appli‐ cations   Provide support for City's Communication  Systems hardware and software   Establish standards for efficient operation  of staff’s IT tools to maintain high quality of service with minimal downtime   Recognize and recommend new developments in technology.    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    2017 2018 2019 2020 2021 Description Actual Actual Estimated Target Target 375 385 400 415 425 2,600 2,700 2,800 3,300 3,500 117 125 175 200 225 85 90 95 100 105 110 110 110 120 120 50 50 55 65 65 Copiers Supported 10 10 10 10 10 Video Cameras Supported 37 72 85 115 125 Squad Video Cameras Supported 25 25 25 25 25 Body Cameras Supported 0 0 0 0 50 Wireless Access Points 37 38 40 75 90 20 20 25 25 25 48,000 55,000 60,000 95,000 105,000 36,000 40,000 44,000 46,000 48,000 Printers maintained City PCs maintained Work orders processed Mobile Devices (Smartphones, Tablets) PCs replaced per year Non‐LOGIS software applications supported LOGIS software applications supported Gigabytes of server storage Average gigabytes supported (PC support) Draft August 13, 2019 Work Session 10 2020‐2021 Budget  Operating Budget  Information Technology (03)  Responsible Manager:  Dan Cook, IT Manager HIGHLIGHTS & CHANGES  Overview: The Information Technology (IT) 2020  budget  is  proposed  to  increase  by  $462,100  or  24.7%.    The  2021  budget  increase  is  11.4%  over  2020.  The increases are primarily related to moving  IT Network Supervisor from the AccessEagan budget  to the IT budget, adding a proposed Web and  Applications  Developer  position,  maintenance  contracts increases, and LOGIS IT Services increases.          2020  Highlight/Change  1:  Per Council action on June 4, 2019 AccessEagan operations will no longer be an  Enterprise operation and therefore, the IT Network Supervisor position is proposed to move into the IT budget  along with other ongoing costs to service current AccessEagan customers under contract.  Financial Impact: $130,400 for salaries and benefits and $120,000 of maintenance and relocation costs.  Revenue  of $80,700 is also reflected in the General Fund due to the change.  Service Level Impact:  Minimal service level impact as the IT Network Supervisor had a large impact on City  operations in prior years.    2020 Highlight/Change 2:  In 2020, IT and Communications are proposing a new shared position to enhance and  strengthen  our  technical  abilities  and  user  experience  when  the  citizens  access  our website  and  mobile  applications.  The Web and Application Developer is proposed to be funded 67% in the IT budget and 33% in the  Communications budget.  Financial Impact: $66,000 increase  Service Level Impact: This position should enhance a better user experience by improved search engines and  create  new  service  levels  by  potentially  creating  a  Citywide  mobile  application,  allow  integration  between  applications and social media sites and assist with developing department‐wide Sharepoint sites.    2020 Highlight/Change 3:  Conferences and Schools (6476) is proposed to increase to allow each staff member in  IT to attend at least one training event per calendar year to expand our IT expertise and knowledge base.  The  increase in this year’s training is due to an increase in Citywide training, adding training for each IT specialist so  they get one training per year and also adding more advanced type of training.  Financial Impact: $12,200 increase  Service Level Impact: An increased knowledge base in employees will reduce the amount of consulting assistance  needed and enhance the employees technical capabilities to perform a wider range of tasks.    2020 Highlight/Change 4:  Other Contractual Services (6535) has decreased by $36,025 due to the need for a  network security assessment that will take place in 2019.  This is scheduled every 3‐4 years to verify that the City’s  information systems are staying in compliance with various institutions such as PCI, BCA and other agencies.  Financial Impact: $36,000 decrease  Service Level Impact: No service level impact.              Draft August 13, 2019 Work Session 11 2020‐2021 Budget  Operating Budget  2020 Highlight/Change 5:  LOGIS Services (6350) has proposed a 9% increase in services primarily due to additional  third‐party licenses and maintenance contract increases in the following applications: HR/Payroll, Police Records,  Police Mobiles, RecTrac, Permits & Inspections, Special Assessments and Internet bandwidth.   Financial Impact: $77,900 increase  Service Level Impact: These services are the City’s core applications ranging from financials to police and fire CAD,  mobiles, field reporting, etc.  By using the consortium’s purchasing power and economies of scale, Eagan can avail  itself of top‐tier software systems with superior service levels at a reasonable cost.    2020 Highlight/Change 6:  Maintenance Contracts (6569) are proposed to increase because of additional Citywide  Adobe licenses and Microsoft maintenance contract increases.  In addition, Police had a few new applications that  either increased or were added to IT software maintenance contracts this year.  Financial Impact: $42,500 increase  Service Level Impact: Increased user security of Office 365 online that will help prevent malware and phishing  attacks, as well as increased ability to modify PDF documents at a reduced rate.     2021 Highlight/Change 1:  In 2021 IT is proposing to add a new IT Specialist position.  This position would report to  the IT Systems Supervisor and would have similar help desk responsibilities that the current IT Specialists have.   The services and endpoints that are supported have grown over the past 10 years and there is a need for more IT  staff to support future City initiatives.  Financial Impact: $91,100 increase  Service Level Impact: This new position should improve IT response times in new equipment setup and work order  responses and may allow for a future IT café where end users can schedule time to bring in devices for any  questions they may need additional assistance with in the future space at city hall.    2021  Highlight/Change  2:  LOGIS Services (6350) have increased due to additional third‐party  licenses  and  maintenance contract increases.  Financial Impact: $27,000 increase  Service Level Impact: These services are the City’s core applications ranging from financials to police and fire CAD,  mobiles, field reporting, etc.  By using the consortium’s purchasing power and economies of scale, Eagan can avail  itself of top‐tier software systems with superior service levels at a reasonable cost.    2021 Highlight/Change 3:  Maintenance Contracts (6569) are proposed to increase because in 2020 we removed  the Laserfiche software maintenance because we are proposed to purchase new Laserfiche software with funds  from the 2020 CIP.  Those funds will cover the software maintenance in 2020 and then the City will start paying for  software maintenance in 2021.  The new maintenance costs which includes workflow setup hours is estimated to  be $35,950.  Financial Impact: $58,500 increase  Service Level Impact: No service level impact expected from software maintenance contracts.        EXPENDITURE SUMMARY       Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 530,041 562,333 603,000 840,500 999,400 Parts and Supplies 24,059 15,285 34,600 34,600 34,600 Services and Other Charges 1,025,690 1,120,587 1,231,000 1,445,700 1,554,500 Capital Outlay 3,853 2,897 4,500 14,400 12,200 1,583,642 1,701,102 1,873,100 2,335,200 2,600,700 Draft August 13, 2019 Work Session 12 2020‐2021 Budget  Operating Budget  Information Technology (03) Responsible Manager:  Dan Cook, IT Manager      POSITION INVENTORY               2020‐2021 WORK PLAN                                Personnel 2017 2018 2019 2020 2021 Hours IT Manager 1 1 1 1 1 2,080 IT Network Security Supervisor 0 0 0 1 1 2,080 IT Systems Supervisor 1 1 1 1 1 2,080 Web and Applications Developer 0 0 0 0.66 0.66 1,373 IT Systems Specialist 2 2 2 2 3 6,240 Total 4 4 4 5.66 6.66 13,853 1 2 3 4 5 6 7 8 9 10 Routine Activity Coordinate projects with LOGIS Maintain network hardware infrastructure and user accounts Design and implement network wiring infrastructure Maintain relationships/memberships with intergovernmental agencies Develop IT policies and procedures Research and recommend new technologies Establish IT goals, objectives, standards and controls Troubleshoot hardware/software system and telephone/voicemail problems Maintain LAN backups and recovery and security systems Purchase hardware/software, supplies, licensing and maintenance agreements Draft August 13, 2019 Work Session 13 2020‐2021 Budget  Operating Budget  Information Technologies (03)  Responsible Manager:  Dan Cook, IT Manager    LINE ITEM DETAIL    Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 03 - INFORMATION TECHNOLOGIES 6110 - Salaries and Wages - Regular 321,092 330,830 429,800 620,700 737,300 6112 - Overtime - Regular 309 478 - - - 6124 - Funeral Leave - 799 - - - 6125 - Floating Holiday Pay 2,729 2,812 - - - 6127 - Empl Recog Day/Special Duty 309 1,083 - - - 6130 - Salaries and Wages - Temporary 12,896 - 34,000 22,800 22,800 6132 - Compensatory Pay 29 185 - - - 6134 - Vacation Pay 38,322 50,567 - - - 6135 - Holiday Pay 18,911 20,002 - - - 6136 - Sick Pay 19,432 28,135 - - - 6137 - Jury Duty Pay 258 - - - - 6142 - PERA - Coordinated 28,836 31,601 34,000 48,300 57,000 6144 - FICA 27,537 28,801 33,500 47,600 56,200 6151 - Health Insurance 48,746 55,981 69,200 96,600 120,800 6152 - Life 510 520 - - - 6154 - Disability - Long-term 1,260 1,292 - - - 6155 - Workers Compensation 1,711 1,554 2,500 4,500 5,300 6158 - Dental Insurance 2,652 3,074 - - - 6159 - VEBA 4,500 4,618 - - - PERSONAL SERVICES 530,041 562,333 603,000 840,500 999,400 6210 - Office Supplies 7,257 6,036 9,500 9,500 9,500 6224 - Clothing/Personal Equipment - - 100 100 100 6230 - Repair/Maintenance Supplies-Ge 10,943 7,191 20,000 20,000 20,000 6270 - Computer Software 5,859 2,058 5,000 5,000 5,000 PARTS AND SUPPLIES 24,059 15,285 34,600 34,600 34,600 6311 - Legal - - - 2,000 2,000 6312 - Engineering - - - 3,500 3,500 6314 - Auditing - - - 500 500 6346 - Postage 56 33 200 200 200 6348 - Analog Service & Repair - - 500 500 500 6350 - LOGIS IT Services 707,110 746,207 783,000 869,500 896,300 6352 - Telephone Circuits 5,680 5,601 8,300 6,000 6,000 6353 - Personal Auto/Parking 1,196 2,016 1,800 2,200 1,800 6355 - Cellular Telephone Service 3,802 3,696 5,300 5,100 5,600 6370 - General Printing and Binding - - - - - 6385 - Insurance 5,400 5,400 5,400 5,400 5,400 6456 - Building Rental - - - 13,000 13,300 6476 - Conferences/Meetings/Training 7,976 10,628 25,200 37,400 40,300 6477 - Local Meeting Expenses - - 100 100 100 6479 - Dues and Subscriptions 462 - - - - 6497 - AccessEagan relocation cost - - - 40,000 40,000 6535 - Other Contractual Services 2,041 5,943 40,400 4,400 3,000 6567 - Contractual Programming/Data P 9,915 6,474 7,000 7,500 8,500 6569 - Maintenance Contracts 282,053 334,589 353,800 448,400 527,500 SERVICES AND OTHER CHARGES 1,025,690 1,120,587 1,231,000 1,445,700 1,554,500 6660 - Office Furnishings & Equipment 3,803 2,897 4,500 12,900 10,700 6670 - Other Equipment 50 - - 1,500 1,500 CAPITAL OUTLAY 3,853 2,897 4,500 14,400 12,200 TOTAL INFORMATION TECHNOLOGIES 1,583,642 1,701,102 1,873,100 2,335,200 2,600,700 Draft August 13, 2019 Work Session 14 2020‐2021 Budget  Operating Budget  City Clerk 1.1% Expenditures as % of General Fund City Clerk (04)  Responsible Manager:  Christina Scipioni, 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  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                            2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 45,502 47,078 45,000 47,000 45,000 n/a 82% 75% 65% n/a 33 31 50 50 50 49 54 50 50 50 411 478 450 450 450 29,012 31,503 35,000 40,000 30,000 Registered voters in the City Voter turnout Data Practice Requests Processed Insurance claims processed Licenses (all types) issued Pages of documents imaged Draft August 13, 2019 Work Session 15 2020‐2021 Budget  Operating Budget  City Clerk (04)  Responsible Mgr:  Christina Scipioni, City Clerk    HIGHLIGHTS & CHANGES  Overview: The 2020 City Clerk budget shows  an  increase  of  $133,500,  or  36.1%,  because  2020 is an election year. Factoring out election  costs,  the  budget  reflects  a  decrease  of  $12,600 or 3.4% less than the 2019 budget.     The 2021 City Clerk budget shows a decrease  of $104,200 or 20.80%, because 2021 is not an  election year. Factoring out election costs, the  budget reflects an increase of $39,600 or 11.09% from the 2020 budget.    2020‐2021 Highlight/Change 1:  In even‐numbered years, the City Clerk administers a State Primary and General  Election.   Financial Impact:  $106,800 increase (includes $97,000 for election and absentee judges, and a Temporary Election  Assistant(6130);  $3,000  for  overtime  for  regular  staff(6112);  $5,000  for  ballots  and  supplies(6225);  $500  for  election  judge  supervisor  mileage  reimbursements(6353);  $300  for  election  judge  supervisor  cell  phone  reimbursements(6355); and $1,000 for election‐related legal notices(6359)).  A corresponding decrease will occur  in 2021.  Service Level Impact:  A well‐trained, well‐staffed election workforce provides residents with a pleasant voting  experience and ensures votes are counted accurately and reported in a timely fashion.    2020‐2021 Highlight/Change 2:   Replacement of voting booths (20 in 2020 and 132 in 2021)  Financial Impact: $5,000 increase in 2020 and $33,000 in 2021 (6225).  Service Level Impact: The City’s 200 existing voting booths are reaching the end of their useful lives. The City is  legally required to have functional voting booths at each of its 20 polling places and its absentee voting location.  Additionally, up‐to‐date equipment at polling places creates a better voter experience.    2020 Highlight/Change 1:  During presidential election years, State Statute requires municipalities to administer a  Presidential Nomination Primary (PNP).   Financial Impact: $37,000 increase (6130 and 6225), which should be offset by a reimbursement from the State;  however, this is the first PNP in over 25 years and the actual reimbursement amounts are not yet known.  Service Level Impact: Administration of a Presidential Nomination Party provides voters with a well‐run election  experience and ensures the City is in conformance with its statutory responsibilities.  2020 Highlight/Change 2:   Maintenance costs for electronic poll books  Financial Impact: $6,700 increase (6569)  Service Level Impact: In 2018, Dakota County and the City entered into a cost‐sharing agreement for the purchase  of electronic poll books. Beginning with the 2020 election, the City is required to pay a portion of the annual  maintenance costs. The electronic poll books improve polling place efficiency and voting record accuracy.                Draft August 13, 2019 Work Session 16 2020‐2021 Budget  Operating Budget  City Clerk (04)  Responsible Manager:  Christina Scipioni, City Clerk    EXPENDITURE SUMMARY          POSITION INVENTORY        2020‐21 WORK PLAN                 Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 245,873 363,220 272,200 440,200 317,200 Parts and Supplies 770 6,324 500 11,800 33,800 Services and Other Charges 32,642 159,194 96,000 49,800 47,000 Capital Outlay 1,460 1,228 1,000 1,400 1,000 280,744 529,967 369,700 503,200 399,000 Personnel 2017 2018 2019 2020 2021 Hours City Clerk/Administrative Coordinator 1 1 1 1 1 2,080 Confidential Office Support Specialist 0.5 0.5 0.75 1 1 2,080 Licensing/Office Support Specialist 1 1 1 1 1 2,080 Clerical Technician IV 0.50.250000 Total 3 2.75 2.75 3 3.00 6,240        1 2 3 4 5 6 7 8 Respond to data practices requests Coordinate records retention Coodinate City insurance policy and claims Administer elections Issue licenses and permits Coordinate City purchasing Coordinate ordinance amendments and codification Provide clerical and administrative support Routine Activity Draft August 13, 2019 Work Session 17 2020‐2021 Budget  Operating Budget  City Clerk (04)  Responsible Manager:  Christina Scipioni, City Clerk    LINE ITEM DETAIL                Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 04 - CITY CLERK 6110 - Salaries and Wages - Regular 150,990 158,743 200,400 219,000 228,300 6112 - Overtime - Regular 22 858 - 3,000 - 6124 - Funeral Leave 183 - - - - 6125 - Floating Holiday Pay 1,282 1,020 - - - 6127 - Empl Recog Day/Special Duty 308 - - - - 6130 - Salaries and Wages - Temporary 181 89,524 - 130,000 - 6131 - Overtime - Temporary - 2,136 - - - 6132 - Compensatory Pay 617 1,390 - - - 6134 - Vacation Pay 13,508 19,849 - - - 6135 - Holiday Pay 7,902 8,355 - - - 6136 - Sick Pay 8,104 8,705 - - - 6142 - PERA - Coordinated 13,586 14,200 15,000 18,900 17,100 6144 - FICA 12,308 14,981 15,300 19,300 17,500 6151 - Health Insurance 27,063 32,372 40,400 47,600 52,700 6152 - Life 283 308 - - - 6154 - Disability - Long-term 665 736 - - - 6155 - Workers Compensation 765 880 1,100 2,400 1,600 6158 - Dental Insurance 1,283 1,636 - - - 6159 - VEBA 6,823 7,525 - - - PERSONAL SERVICES 245,873 363,220 272,200 440,200 317,200 6210 - Office Supplies 738 480 300 500 500 6220 - Operating Supplies - General 17 82 - - - 6225 - Election Supplies 15 5,762 - 11,000 33,000 6270 - Computer Software - - 200 300 300 PARTS AND SUPPLIES 770 6,324 500 11,800 33,800 6353 - Personal Auto/Parking 798 1,164 500 1,000 500 6355 - Cellular Telephone Service - 285 - 300 - 6359 - Legal Notice Publication 11,563 7,882 6,000 9,000 8,000 6385 - Insurance 1,500 1,500 1,500 1,500 1,500 6476 - Conferences/Meetings/Training 2,039 3,835 3,800 3,500 3,600 6477 - Local Meeting Expenses - 118 - 200 - 6479 - Dues and Subscriptions 440 315 400 400 400 6535 - Other Contractual Services 3,642 118,473 71,400 12,500 12,500 6561 - Temporary Help-Labor/Clerical - 12,982 - - - 6569 - Maintenance Contracts 12,660 12,640 12,400 21,400 20,500 SERVICES AND OTHER CHARGES 32,642 159,194 96,000 49,800 47,000 6650 - Furniture & Fixtures 824 - 6660 - Office Furnishings & Equipment 636 1,228 1,000 1,400 1,000 CAPITAL OUTLAY 1,460 1,228 1,000 1,400 1,000 TOTAL CITY CLERK 280,744 529,967 369,700 503,200 399,000 Draft August 13, 2019 Work Session 18 2020‐2021 Budget  Operating Budget    Finance (05)  Responsible Manager:  Tom Pepper, Finance Director    PURPOSE & DESCRIPTION    The purpose of the 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    The  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         2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target AaaAaaAaaAaaAaa AAA AAA AAA AAA AAA 0.8% 1.5% 2.0% 1.8% 1.6% 6,938 7,247 7,300 7,400 7,400 13,036 14,490 14,500 14,500 14,500 20,000 20,000 20,000 20,000 20,000Utility accounts serviced Payroll checks/direct deposit issued Moody's credit rating Standard & Poors credit rating Average rate of return on investments Vendor checks issued Draft August 13, 2019 Work Session 19 2020‐2021 Budget  Operating Budget  Finance (05)  Responsible Manager: Tom Pepper, Finance Director     HIGHLIGHTS & CHANGES  2020  Overview:  The  proposed  2020  Finance  budget  reflects  an  increase  of  $10,500,  or  1.1%,  over  2019.    With  the  same  staffing  complement as in 2019, the department’s 2020  personnel costs are up $32,000, or 3.6%.  Non‐ personnel  expenditures  are  down  $21,500  primarily because the one‐time Hubble budget  software costs of $18,700 were included in the  2019 budget.    2021 Overview:  The proposed 2021 Finance  budget represents an increase of $50,100, or  5.0%.  Wage and benefit increases on existing personnel account for $48,800 of the increase.  Non‐personnel costs  are up $1,300, or 1.5%.    There are no highlights/changes of note.                                          EXPENDITURE SUMMARY          Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 839,946 856,615 880,000 912,000 960,800 Parts and Supplies 10,431 6,745 33,100 8,800 8,800 Services and Other Charges 79,320 67,498 69,700 71,500 72,500 Capital Outlay 3,731 1,890 3,500 4,500 4,800 933,428 932,749 986,300 996,800 1,046,900 Draft August 13, 2019 Work Session 20 2020‐2021 Budget  Operating Budget  Finance (05)  Responsible Manager:  Tom Pepper, Finance Director        POSITION INVENTORY          2020‐21 WORK PLAN                                  Personnel 2017 2018 2019 2020 2021 Hours Finance Director 111112,080 Asst. Finance Director 111112,080 Accountant II 111224,160 Accountant I 222112,080 Accounts Payable Accounting Clerk 1 1 1 1 1 2,080 Payroll Specialist 1 1 0.9 1 1 2,080 Utility Billing and Special Assessment Accountant** 0 0 0 0 0 0 Utility Billing/Special Assessment Clerk** 0 0 0 0 0 0 Total 7 7 6.9 7 7 14,560 ** Utility positions are supervised by Finance, but accounted for and paid out of the Public Utilities Fund 1 2 3 4 5 6 7 8 9 10 11 Activity Routine Administrative/supervision Other general accounting and reporting Payroll processing Purchasing/accounts payable processing Investment/debt management Implement online utility billing payment and account maintenance Water/sewer utility billing Preparation of budget/CIP Preparation for audit and completion of annual report Dakota County Drug Task Force accounting Special assessment accounting Draft August 13, 2019 Work Session 21 2020‐2021 Budget  Operating Budget  Finance (05)  Responsible Manager:  Tom Pepper, Finance Director    LINE ITEM DETAIL      Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 05 - FINANCE 6110 - Salaries and Wages - Regular 508,761 519,554 674,600 697,000 730,700 6112 - Overtime - Regular 19,466 15,947 6,500 6,500 6,500 6124 - Funeral Leave 2,084 1,980 - - - 6125 - Floating Holiday Pay 4,066 5,159 - - - 6127 - Empl Recog Day/Special Duty 586 772 - - - 6130 - Salaries and Wages - Temporary 6,259 - - - - 6131 - Overtime - Temporary 11 - - - - 6132 - Compensatory Pay 3,810 4,352 - - - 6134 - Vacation Pay 55,706 64,843 - - - 6135 - Holiday Pay 30,071 31,362 - - - 6136 - Sick Pay 26,613 28,413 - - - 6137 - Jury Duty Pay - 2,732 - - - 6142 - PERA - Coordinated 48,104 49,782 51,100 52,800 55,300 6144 - FICA 45,613 46,816 49,000 49,900 51,700 6151 - Health Insurance 67,785 62,610 94,900 100,800 111,400 6152 - Life 918 909 - - - 6154 - Disability - Long-term 2,249 2,231 - - - 6155 - Workers Compensation 2,643 2,714 3,900 5,000 5,200 6158 - Dental Insurance 3,172 3,431 - - - 6159 - VEBA 12,028 13,005 - - - PERSONAL SERVICES 839,946 856,615 880,000 912,000 960,800 6210 - Office Supplies 8,176 6,216 13,500 8,000 8,000 6212 - Office Small Equipment 1,498 - 6215 - Reference Materials - 45 300 300 300 6220 - Operating Supplies - General 224 484 600 500 500 6270 - Computer Software 533 - 18,700 - - PARTS AND SUPPLIES 10,431 6,745 33,100 8,800 8,800 6314 - Auditing 27,600 28,165 29,400 30,000 31,000 6315 - Financial-Non-Audit 15,701 990 - 6346 - Postage 6,198 9,951 7,500 10,000 10,000 6347 - Telephone Service & Line Charg 2,314 2,407 3,800 2,500 2,500 6353 - Personal Auto/Parking 4,506 5,442 5,200 5,300 5,300 6355 - Cellular Telephone Service 727 730 700 700 700 6370 - General Printing and Binding 269 258 300 300 300 6385 - Insurance 7,100 7,100 7,100 7,100 7,100 6457 - Machinery & Equipment-Rental - 161 - 6475 - Miscellaneous 4,952 4,556 5,500 5,500 5,500 6476 - Conferences/Meetings/Training 4,613 5,824 8,200 7,900 7,900 6477 - Local Meeting Expenses 267 427 400 500 500 6478 - Tuition and Book Reimbursement 3,426 - - 6479 - Dues and Subscriptions 1,600 1,487 1,600 1,700 1,700 6481 - Recording Fees 46 - SERVICES AND OTHER CHARGES 79,320 67,498 69,700 71,500 72,500 6650 - Furniture & Fixtures - 389 800 1,500 1,500 6660 - Office Furnishings & Equipment 3,731 1,502 2,700 3,000 3,300 CAPITAL OUTLAY 3,731 1,890 3,500 4,500 4,800 TOTAL FINANCE 933,428 932,749 986,300 996,800 1,046,900 Draft August 13, 2019 Work Session 22 2020‐2021 Budget  Operating Budget  Legal 1.1% Expenditures as % of General  Fund Legal Services (06)  Responsible Manager:  Dianne Miller, Asst. City Administrator    PURPOSE & DESCRIPTION    The purpose of 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  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      2017 2018 2019 2020 2021 Description Estimate Actual Target Estimate Estimate Number of civil legal service hours billed to the City 1810 1270 1700 1500 1500 Number of prosecution legal service hours billed to the City 3450 3583 3650 3700* 3750 Number of pre‐trail dockets and contest trial docket (misdemeanors) 750 948 854 854 925 Number of cases opened (gross misdemeanors) 26 449 391 391 450 Number of defendants that attended arraignments (misdemeanors) 1630 2339 1720 2200** 1800** Number of labor service hours billed to the City 80 226 170 170 170 *without Body worn cameras ** hearing officer for Petty Misdemeanor cases starts 8/1/2019 Draft August 13, 2019 Work Session 23 2020‐2021 Budget  Operating Budget  Legal Services (06)  Responsible Manager:  Dianne Miller, Asst. City Administrator    HIGHLIGHTS & CHANGES  Overview: The 2020 Legal Services budget is  proposed  to  increase  by  $35,600,  or  8.7%,  due  primarily to increased fees for prosecution services.    The  2021  Legal  Services  budget  is  proposed  to  increase  by  $24,300,  or  5.5%,  due  primarily  to  increased fees for prosecution services.             2020‐2021 Highlight/Change 1: Prosecution Legal Services reflects a 14.9% increase to the retainer rate in 2020. The  rate is proposed to increase due to the added costs to the attorney’s office resulting from body worm cameras (BWC) in  the police department. Each prosecutor must review BWC video footage when prosecuting cases. If a decision is made  not to implement BWC, the prosecution costs can be decreased. The overall rate increase also includes a 3% inflationary  increase.   Financial Impact: $31,100 increase for 2020 and $19,800 increase for 2021  Service Impact: Prosecutors have an additional tool available to them in body worn camera footage.    2020 Highlight/Change 1: Civil legal services have remained constant and/or decreased in recent years. Therefore,  despite a rate increase of approximately 3%, the budget for civil services is proposed to remain the same as 2019.    Financial Impact: None  Service Impact: None    2020  Highlight/Change  2: The  City  is  needing  to  retain  labor  legal  services  more  frequently,  particularly  with  the  addition of two new unions in 2018/2019, evolving federal laws pertaining to health care, and a changing workforce,  particularly due to retirements.   Financial Impact: $4,000 increase  Service Impact: None        EXPENDITURE SUMMARY                  Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Services and Other Charges 402,960 407,220 404,900 440,500 464,800 402,960 407,220 404,900 440,500 464,800 Draft August 13, 2019 Work Session 24 2020‐2021 Budget  Operating Budget                                        This page left intentionally blank          Draft August 13, 2019 Work Session 25  2020‐2021 Budget Operating Budget    Community Development – Planning (07)  Responsible Manager: Mike Schultz, 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   Coordinate economic development, redevelopment and housing finance activities in the City   Provide adequate support/coverage for information requests from a variety of customers    Manage special studies, projects and data analysis for development  and  redevelopment   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           Actual Actual Estimate Target Target 2017  2018  2019  2020  2021  Subdivision & Platting related applications 20 22 20 20 20 Zoning Enforcement Cases* 1,800 2,121 1,500 2,000 2,000 Special Studies/Task Forces staffed 0 0 1 0 0 Rezonings/Prelim & Final PD/PD Amendment 25 28 20 25 25 CUP/IUP/Variances 2525202020 Ord Amendment/Comp Plan Amendment 8 7 10 8 8 Sign Permits 300 185 300 200 200 Zoning Permits 250 351 250 275 275 Rental Registrations 240 110 100 80 80 *Includes code violations, license compliance checks,  foreclosure & utility shut off monitoring and proactive  Description Draft August 13, 2019 Work Session 26  2020‐2021 Budget Operating Budget    Community Development – Planning (07)  Responsible Manager:  Mike Schultz, City Planner    HIGHLIGHTS & CHANGES  Overview:   The  Planning  Division’s  proposed  2020  budget  reflects  a  4.39%,  or  $51,000,  increase  from  2019.      The  total  budget  represents  a  $41,900  (3.9%)  increase  in  personnel costs and a $9,100 (11.3%) increase  in non‐personnel costs.  The increase in non‐ personnel costs is largely driven by the need for  team‐building and customer service training as  well  as  Bluebeam  training  required  by  the  conversion to digital plan review.       The Planning Division’s proposed 2021 overall budget reflects a 4.71%, or $57,100, increase from 2020.  The total  budget represents a $61,900 (5.5%) increase in personnel costs and a $4,800 (‐5.4%) decrease in non‐personnel  costs.  The decrease in non‐personnel costs is largely driven by the completion of equipment purchases and  training required by the conversion to digital plan review.      2020 Highlight/Change #1:  Salaries and wages – Temporary.  Planning hires a 0.3 FTE summer intern to assist with  landscape inspections and other work.  Budgeted intern wages have been adjusted to be consistent with the City  intern wage scale.   Financial Impact: Increase of $1,500 from $8,200 in 2019 to $9,700 in 2020.  In the future, intern wages will be tied  to the City intern wage scale.   Service Level Impact: No change to existing level of service.     2020  Highlight/Change  #2: Professional Services.  IT recommends that Community Development  include  GIS  consulting fees in its budget.  A GIS consultant will be asked to develop MapIt features that will be specific to  Community Development needs such as PIMS integration and workflow management.  Financial Impact: Increase of $1,300 from $0 in 2019 to $1,300 in 2020.   Service Level Impact: Increased productivity and customer service as a result in improved data sharing.     2020 Highlight/Change #3: Conferences/Meetings/Training.  Recently Community Development has had several  retirements with additional retirements expected during the budget period.  Team‐building and customer service  training will help maintain a cohesive team, high customer service expectations, and high levels of employee  satisfaction. Following the completion of the remodel project, staff will begin to use Bluebeam for digital review of  plans.  On‐site staff training on Bluebeam will maximize the effectiveness of the City’s software investment.  Financial Impact: Increase of $6,600 from $10,600 in 2019 to $17,200 in 2020 includes $3,600 for team‐building  and customer service training and $3,000 for staff Bluebeam training  Service Level Impact: No change to existing level of service.                     Draft August 13, 2019 Work Session 27  2020‐2021 Budget Operating Budget  Community Development – Planning (07)  Responsible Manager:  Mike Schultz, City Planner      HIGHLIGHTS & CHANGES (CONT’D)    2021  Highlight/Change  #1: Salaries  and  wages  –  Regular.    Planner  Sarah  Thomas  currently  works a 0.8 FTE  schedule.  Ms. Thomas has indicated that she would like to return to full‐time work in September 2021. Financial Impact: Increase of $5800 in 2021 for 0.2 FTE September 1 – December 31.  The 2022 budget will see a  more significant increase since the additional hours will apply to the entire year.  Service  Level  Impact: Greater  flexibility  in  assigning work  tasks,  scheduling  meetings,  and  responding  to  customers.     2021  Highlight/Change  #2: Professional Services.  IT recommends that Community Development  include  GIS  consulting fees in its budget.  A GIS consultant will be asked to develop MapIt features that will be specific to  Community Development needs such as PIMS integration and workflow management.  Financial Impact: Proposed budget of $1,300.  No increase from 2020.  Service Level Impact: Increased productivity and customer service as a result in improved data sharing.     2021 Highlight/Change #3: Conferences/Meetings/Training.  Recently Community Development has had several  retirements with additional retirements expected during the budget period.  Team‐building and customer service  training will help maintain a cohesive team, high customer service expectations, and high levels of employee  satisfaction.   Financial Impact: Decrease of $3,000 from $17,200 in 2020 to $14,200 in 2021 includes $3,600 for team‐building  and customer service training.  Bluebeam training will be completed in 2020 and is not budgeted as a 2021  expenditure. Service Level Impact: No change to employee retention and satisfaction.                 EXPENDITURE SUMMARY                    Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,008,506 1,011,301 1,080,000 1,121,900 1,183,800 Parts and Supplies 3,097 3,519 4,300 4,900 4,900 Services and Other Charges 122,657 72,749 69,500 79,100 76,500 Capital Outlay 6,094 4,202 6,800 5,700 3,500 1,140,354 1,091,771 1,160,600 1,211,600 1,268,700 Draft August 13, 2019 Work Session 28  2020‐2021 Budget Operating Budget    Community Development – Planning (07)  Responsible Manager:  Mike Schultz, City Planner      POSITION INVENTORY          2020‐2021 WORK PLAN         Personnel 2017  2018  2019  2020  2021  Hours Community Development Director (50% Planning) 0.5 0.5 0.5 0.5 0.5 1,040 City Planner 1 1 1 1 1 2,080 Planners 1.8 1.8 1.8 1.8 1.8 3,744 Planning Aide 1 1 1 1 1 2,080 GIS Specialist 1 1 1 1 1 2,080 Sr. Code Enforcement Technician 1 1 1 1 1 2,080 Property Maintenance Code Enforcement Specialists 2 2 2 2 2 4,160 Office Supervisor 1 1 1 1 1 2,080 Total 9.3 9.3 9.3 9.3 9.3 19,344 1 2 3 4 5 Zoning Permits ‐ Planning review of physical improvements that do not require a Building Permit 6 7 8 9 10 11 12 Economic Development/Redevelopment ‐ Includes ongoing efforts to support and promote development GIS Administration ‐ Includes assitance with current, long‐range planning efforts as well as econ dev inquiries Clerical ‐ Planning & Zoning Technical Assistance ‐ Includes providing planning and GIS expertise internally and externally Rental Registration ‐ Program that requires registration and appropriate contact information for all rental properties. Zoning ‐ Includes on‐going maintenance, updates and responding to zoning inquiries from the general public Activity Routine General administration of Planning & Zoning requirements; i.e. creating/mailing notices, assorted document prep, etc. Current Planning ‐ Includes working with current residents and current and prospective business owners/developers Special Studies/Budget ‐ Annual (sometimes bi‐annual) budget work and coordinating special studies when they arise Comprehensive Plan ‐ Includes ongoing maintenance, updates and review/comments of adjacent city amendments Code Enforcement ‐ Includes applying quality of life standards throughout the community Draft August 13, 2019 Work Session 29  2020‐2021 Budget Operating Budget    Community Development – Planning (07)  Responsible Manager:  Mike Schultz, City Planner    LINE ITEM DETAIL      Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 07 - COMM DEV-PLANNING 6110 - Salaries and Wages - Regular 625,500 625,794 807,100 825,900 864,900 6124 - Funeral Leave 595 659 - - - 6125 - Floating Holiday Pay 4,683 4,819 - - - 6127 - Empl Recog Day/Special Duty 558 580 - - - 6130 - Salaries and Wages - Temporary 2,802 3,224 8,200 9,700 10,600 6134 - Vacation Pay 80,732 74,896 - - - 6135 - Holiday Pay 30,274 31,401 - - - 6136 - Sick Pay 33,740 26,209 - - - 6142 - PERA - Coordinated 56,190 58,259 60,500 61,900 64,900 6144 - FICA 52,488 54,203 61,700 63,600 66,300 6151 - Health Insurance 92,322 101,191 138,800 155,500 171,500 6152 - Life 977 968 - - - 6154 - Disability - Long-term 2,400 2,382 - - - 6155 - Workers Compensation 2,669 2,603 3,700 5,300 5,600 6158 - Dental Insurance 3,726 4,576 - - - 6159 - VEBA 18,850 19,539 - - - PERSONAL SERVICES 1,008,506 1,011,301 1,080,000 1,121,900 1,183,800 6210 - Office Supplies 1,937 2,118 2,200 2,400 2,400 6211 - Office Printed Material/Forms - - 200 200 200 6220 - Operating Supplies - General 47 32 100 100 100 6221 - Film & Film Processing 439 - 300 300 300 6224 - Clothing/Personal Equipment - - 300 300 300 6231 - Mobile Equipment Repair Parts - 693 500 800 800 6235 - Fuel, Lubricants, Additives 674 677 700 800 800 PARTS AND SUPPLIES 3,097 3,519 4,300 4,900 4,900 6310 - Professional Services-General 61,800 9,287 - 1,300 1,300 6311 - Legal 788 - - - - 6346 - Postage 2,318 3,673 4,000 4,000 4,000 6353 - Personal Auto/Parking 4,293 4,380 4,600 4,600 4,600 6355 - Cellular Telephone Service 3,886 3,788 3,800 3,200 3,200 6385 - Insurance 4,200 4,200 4,200 4,200 4,200 6425 - Mobile Equipment Repair Labor - 305 - - - 6476 - Conferences/Meetings/Training 5,777 3,796 10,600 17,200 14,200 6477 - Local Meeting Expenses 2,087 2,232 3,500 3,800 3,800 6479 - Dues and Subscriptions 36,205 37,152 36,800 38,800 39,200 6481 - Recording Fees 629 (46) 6535 - Other Contractual Services 675 3,980 2,000 2,000 2,000 SERVICES AND OTHER CHARGES 122,657 72,749 69,500 79,100 76,500 6660 - Office Furnishings & Equipment - - - - - 6670 - Other Equipment 6,094 4,202 6,800 5,700 3,500 CAPITAL OUTLAY 6,094 4,202 6,800 5,700 3,500 TOTAL COMM DEV-PLANNING 1,140,354 1,091,771 1,160,600 1,211,600 1,268,700 Draft August 13, 2019 Work Session 30  2020‐2021 Budget Operating Budget    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      2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target Building permits 5,044 2,470 2,500 2,500 2,500 Plumbing permits 1,483 1,228 1,400 1,400 1,400 Mechanical permits 1,270 986 1,000 1,000 1,000 Inspections per building inspector 2,345 1,935 1,800 1,800 1,800 Inspections performed                                                                       *20,915 12,641     10,500 10,000 10,000 Draft August 13, 2019 Work Session 31  2020‐2021 Budget Operating Budget    Community Development – Protective Inspections (08)  Responsible Manager:  Dale Schoeppner, Chief Building Official     HIGHLIGHTS & CHANGES  Overview: The Protective Inspections Division’s  proposed 2020 budget reflects a 4.1%, or  $65,200,  increase  from  2019  while  the  2021  budget reflects a 3.1% or $50,900 over 2020.   The 2020 budget represents a $82,700 (7.2%)  increase  in  personnel  costs  and  a  $17,500  (4.0%) increase in non‐personnel costs.  The  2021 Inspections budget is largely status quo  given  expected  wage  and  benefit  increases.   For non‐personnel costs, estimated inflationary  increases for contract inspectors are offset by  the  completion  of  training  and  equipment  purchases for the conversion to digital plan review.          2020‐2021 Highlight/Change 1:  Overtime – Regular.  The use of overtime has been higher than budgeted in  recent years due to the level of construction activity.  Due to continued high volumes of construction activity, an  increase in budgeted overtime was proposed in 2020 and is also proposed in 2021.    Financial Impact: Increase of $10,000 from $5,000 in 2019 to $15,000 in 2020.  Overtime levels are proposed to  stay the same in 2021.  Service Level Impact:  No change from existing level of service and wait time for plan review and inspections.   The  following projects will likely be under construction in 2020:  Viking Lakes 320‐room Conference Center Hotel,  Viking  Lakes  community  center  and  multi‐family  buildings,  Lexington  Pointe  173‐unit  senior  living,  172‐unit  Preserve at Cedar Grove, 120‐unit Fairfield Inn & Suites, 114 units in two buildings at Glen Pond Apartments, Nicols  Road self‐storage facility, and Yankee Doodle self‐storage facility.       2020‐2021 Highlight/Change 2:  Professional Services. The 2020 and 2021 budget requests include a 9‐month  residential  contract  inspector  and  a  12‐month  commercial  contract  inspector.  Due  to  the  cyclical  nature  of  construction, the City has used contract inspectors to augment our full‐time staff since 2002. The contract allows  us to cancel the agreement with a 90‐day notice. In 2019 we budgeted two full‐time temporary inspectors.  One  inspector focused primarily on commercial projects and one worked on residential projects.  The 2020 budget  request  includes  a  decrease  in  residential  contact  inspector  services  from  2080  to  1560  hours  (9  months).   Although homeowners continue to reinvest in their properties, fewer vacant lots are available for new single‐ family dwellings.  In addition, IT recommends that Community Development include GIS consulting fees in its  budget.  A GIS consultant will be asked to develop MapIt features that will be specific to Community Development  needs such as PIMS integration and workflow management.  Financial Impact:  The reduction in contract inspection hours from our 2019 budget will result in a decrease of  $11,800  from  $336,400  in  2019  to  $324,600  in  2020.    An  increase  of  $16,100  is  programmed  for  2021.  GIS  Consulting is $1,300 of the total Professional Services budget proposal.  The hourly rates are higher than full‐time  employees, however we do not have the long‐term commitment of hiring full‐time staff.  Service Level Impact:  No change from existing level of customer service.  Increased productivity and customer  service as a result of improved data sharing from GIS consulting work.               Draft August 13, 2019 Work Session 32  2020‐2021 Budget Operating Budget  Community Development – Protective Inspections (08)  Responsible Manager:  Dale Schoeppner, Chief Building Official    2020‐2021  Highlight/Change  3:  Conferences/Meetings/Training.  Recently Community Development  has  had  several retirements with additional retirements expected during the budget period.    Financial Impact:  Increase of $8,800 in 2020 and $15,900 in 2021. The increases include $3,600 for team‐building  and customer service training, $3,000 for staff Bluebeam training, and $1,600 professional writing training.   Service Level Impact:  Team‐building  and customer  service  training will  help  maintain a cohesive team, high  customer service expectations, and high levels of employee satisfaction.  Following the completion of the remodel  project,  staff  will  begin  to  use  Bluebeam  for  digital  review  of  plans.    On‐site  staff  training  on  Bluebeam  will  maximize the effectiveness of the City’s software investment.  With increased use of email communication,  improved professional writing skills will increase customer service and professionalism and decrease the need for  editing by other staff.  Improved customer service and better intradepartmental collaboration due to transition to  digital plan review.  Improved customer service and efficiency with professional writing skills.                             EXPENDITURE SUMMARY                          Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,063,000 1,125,454 1,152,400 1,235,100 1,278,700 Parts and Supplies 9,351 9,757 20,300 18,900 18,800 Services and Other Charges 168,178 373,266 394,400 390,700 402,200 Capital Outlay 4,814 7,520 27,200 14,800 10,700 1,245,343 1,515,996 1,594,300 1,659,500 1,710,400 Draft August 13, 2019 Work Session 33  2020‐2021 Budget Operating Budget  Community Development – Protective Inspections (08)  Responsible Manager:  Dale Schoeppner, Chief Building Official      POSITION INVENTORY            2020‐2021 WORK PLAN                                                Personnel 2017 2018 2019 2020 2021 Hours Community Development Director (50% Inspections) 0.5 0.5 0.5 0.5 0.5 1,040 Chief Building Official 1.0 1.0 1.0 1.0 1.0 2,080 Senior Inspectors 2.0 2.0 2.0 2.0 2.0 4,160 Inspectors 3.0 4.4 4.0 4.0 4.0 8,320 Clerical Technicians 2.25 2.5 2.3 2.3 2.3 4,784 Total 8.8 10.44 9.8 9.8 9.8 20,384 1 2 3 4 5 6 Research Code provisions and acceptability of alternative products   Process permits, set up inspectors' schedules Provide direction, planning, support and final code interpretation Perform plan reviews, interpret codes, meet with applicants Perform field inspections and issue correction orders if necess ary Directs, evaluates and oversees Division operations  Activity Routine Draft August 13, 2019 Work Session 34  2020‐2021 Budget Operating Budget  Community Development – Protective Inspections (08)  Responsible Manager: Dale Schoeppner, Chief Building Official     LINE ITEM DETAIL      Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 08 - COMM DEV-INSPECTIONS 6110 - Salaries and Wages - Regular 681,343 692,735 874,400 904,100 934,700 6112 - Overtime - Regular 20,083 18,254 5,000 15,000 15,000 6124 - Funeral Leave 39 2,357 - - - 6125 - Floating Holiday Pay 4,508 5,020 - - - 6127 - Empl Recog Day/Special Duty 540 323 - - - 6130 - Salaries and Wages - Temporary - - - - - 6132 - Compensatory Pay 63 42 - - - 6134 - Vacation Pay 61,042 71,273 - - - 6135 - Holiday Pay 32,178 34,074 - - - 6136 - Sick Pay 30,290 49,758 - - - 6137 - Jury Duty Pay - 3,974 - - - 6142 - PERA - Coordinated 57,897 60,560 66,000 68,900 71,200 6144 - FICA 56,141 57,989 67,100 69,900 72,000 6151 - Health Insurance 101,185 110,873 135,900 171,400 179,900 6152 - Life 852 875 - - - 6154 - Disability - Long-term 2,296 2,330 - - - 6155 - Workers Compensation 2,944 2,871 4,000 5,800 5,900 6158 - Dental Insurance 3,446 3,971 - - - 6159 - VEBA 8,152 8,176 - - - PERSONAL SERVICES 1,063,000 1,125,454 1,152,400 1,235,100 1,278,700 6210 - Office Supplies 1,847 1,184 2,800 3,000 3,000 6211 - Office Printed Material/Forms - - 300 200 200 6212 - Office Small Equipment - - 200 200 200 6215 - Reference Materials 37 - 2,000 2,200 2,000 6220 - Operating Supplies - General - - 100 100 100 6224 - Clothing/Personal Equipment 1,075 662 1,500 1,600 1,700 6226 - Public Safety Supplies 316 - 500 500 500 6231 - Mobile Equipment Repair Parts 1,121 3,006 3,500 3,500 3,500 6232 - Small Equipment Repair Parts - - 100 100 100 6235 - Fuel, Lubricants, Additives 4,955 4,899 9,200 7,400 7,400 6240 - Small Tools - 5 100 100 100 PARTS AND SUPPLIES 9,351 9,757 20,300 18,900 18,800 6310 - Professional Services-General 104,523 322,698 336,400 324,600 340,700 6347 - Telephone Service & Line Charg - - 200 - - 6348 - Analog Service & Repair - - 200 200 200 6353 - Personal Auto/Parking 895 872 1,100 900 900 6355 - Cellular Telephone Service 6,740 7,584 8,800 7,700 7,700 6385 - Insurance 7,000 7,000 7,000 7,000 7,000 6425 - Mobile Equipment Repair Labor - - 100 100 100 6476 - Conferences/Meetings/Training 3,111 5,457 7,100 15,900 11,300 6477 - Local Meeting Expenses 516 572 2,200 3,000 3,000 6479 - Dues and Subscriptions 598 908 1,200 1,200 1,200 6480 - Licenses, Permits and Taxes 2 128 100 100 100 6487 - VISA/MC Bank Charges 44,794 28,047 30,000 30,000 30,000 SERVICES AND OTHER CHARGES 168,178 373,266 394,400 390,700 402,200 6660 - Office Furnishings & Equipment - - - 6670 - Other Equipment 4,814 7,520 27,200 14,800 10,700 CAPITAL OUTLAY 4,814 7,520 27,200 14,800 10,700 TOTAL COMM DEV-INSPECTIONS 1,245,343 1,515,996 1,594,300 1,659,500 1,710,400 Draft August 13, 2019 Work Session 35  2020‐2021 Budget Operating Budget    Communications (09)  Responsible Manager:  Joe Ellickson, Director of Communications and Engagement    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  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), Eagan TV (ETV) operations,  and the Eagan History Committee    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, ETV,  and provide staff support to the Telecommunications Commission, Eagan Technology  Working Group, 4th of July & Eagan History committees    PERFORMANCE INDICATORS          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target % of residents who have accessed City Web site 70% 70% 85% 88%88% % of Web site visitors finding what they were looking for 94% 94%98% 98%98% % of residents who read Experience Eagan 88% 88% 90% 92%92% Issues of Eagan Business News out on time 8 of 8 8 of 8 8 of 8 8 of 8 8 of 8 Average Web site visits per day 1,717 1,791 2,000 2,200 2,200 Average monthly page views 232,331   146,000   120,000* 120,000* 120,000* Annual Web site viewers 378,000 388,000 395,000 410,000 410,000 Number of Web site subscribers 4,888 5,636 5,800 9,700 9,700 Facebook fans 3,817 5,019 5,000 7,000 7,000 Facebook Vid Views (# of times videos viewed for more than :10)n/a 3,349 25,000 35,000 35,000 Twitter followers 925 2,008 1,800 3,100 3,100 Twitter monthly impression (retweets and views)40,300 45,300 57500** 58,000       58,000           Mobile Devices accessing Web ‐ Non‐desktop acess 42% 50% 50% 55%55% *Monthly page views decreasing because of page consolidation **Misleading because actuals for 16 have already exceeded estimate Draft August 13, 2019 Work Session 36  2020‐2021 Budget Operating Budget    Communications (09)  Responsible Manager:  Joe Ellickson, Director of Communications and Engagement    HIGHLIGHTS & CHANGES  Overview:  The 2020 Communications budget  proposal is up 3.1% from 2019. Key changes to  the budget include an additional staff member,  further  investment  in  message  amplification  and marketing funding, shifting hardware and  software to a more appropriate funding source  (PEG Funding), and one‐time expenditure for a  public  education  and  history  display  for  City  Hall.     This  budget  represents  the  first  step  in  transitioning  the  Communications  Department’s current capabilities into an Enterprise Communication Service model that will lead to an increase in  service  levels.  Specifically,  the  Department  will  be  able  to  provide  a  full  suite  of  communication  services  enterprise‐wide.  This  service  model  includes  building  capacity to  provide  more  content  creation,  digital  communications strategy, integration, and execution, graphic design and layout, communications planning and  consultation, and website and digital application development and management.      This proposal for the 2021 Communications budget includes a 3% increase. Key changes to the budget from 2020  include investing in an engagement tool.     There is no impact to the tax levy with the following budget requests. The Communication Department is funded  through Franchise Fees.      2020  Highlight/Change  1:  Working collaborative with IT, we propose a new position of Web/Applications  Developer.  There is currently a staff capacity and technical knowledge deficit of web administration, development,  and application implementation and integration. The position would increase our service quality, capacity, ability,  technological function, and better leverage the tools and digital assets we own and subscribe to with a dedicated  team member.  Financial Impact: $33,000 increase in Communications; $66,000 increase in IT department. The Communications  portion is ultimately funded by cable franchise fees.  Cross‐departmental collaboration and funding of the position  will help us maximize resources and the financial impact of the position on both the Communications Department  and the IT Department.  Service Level Impact: This team member will administer the website, integrate, implement and align our digital  applications, help leverage and maximize the use of SharePoint, and identify and evolve our tools for an increased  user experience, both internal and external. The end and direct value to the public would be providing more timely  and easier to find information. The position will create the opportunity to narrow and refine the scope of the work  of the Communications Coordinator ‐ eliminating the website administration tasks from the job responsibility. We  will redistribute that time and capacity to internalize the writing, creation and management of the Eagan Business  News  (EBN)  newsletters  and  emails.  This  will  also  remove  additional  line  items  (starting  in  2021)  for  web  development, support and administration.  These gaps in knowledge and technical expertise impact our ability to  create and maintain a user‐friendly website. This position will create the opportunity for more technical focus and  integration of our website. This added position will focus the scope of current positions – leading to stronger web  development, applications integration and communications content creation.       Draft August 13, 2019 Work Session 37  2020‐2021 Budget Operating Budget    Communications (09)  Responsible Manager:  Joe Ellickson, Director of Communications and Engagement      2020 Highlight/Change 2:  Granicus will shift from the Communications budget to the ETV budget (PEG Funding).  This is an expense that serves the mission of public education.   Financial Impact: This will move $19,000 from the Communications Department (Franchise Fee funding) to the ETV  Budget (PEG Funding). There is no new, added or removed costs. This is a transfer for funding sources.   Service Level Impact: None     2020 Highlight/Change 3:  A goal of the City of Eagan is to ensure that our services – and communications – are  more accessible and engage all communities within the City. This dedicates budget to proactively and reactively  translate and create accessible materials, communications and collateral. This is a key step in making the services  we provide as a city accessible and inclusive to all.    Financial Impact: +$2000 Annually  Service  Level  Impact: This  dedicated  budget  ensures  that  we  have  the  resources  to  hire  consultation  and  translation services – so our communications are accessible to all community members.     2021 Highlight/Change 1:  In 2018 the Council changed the scope of the Communications Department and the job  description of the Communication Director to Communication and Engagement Director. As a part of this process,  the Communications Department will evaluate potential tools to help the City proactively engage with diverse  audiences, communities and stakeholders in Eagan.    Financial Impact: +$5,000 Annually  Service Level Impact: An engagement tool will increase the capacity of the City to proactively engage with diverse  audiences, communities and stakeholders in Eagan. A tool will also help measure the impact of engagement efforts  across  departments,  services  and  communities  in  the  City  to  help  inform  and  shape  the  direction  of  our  communications and services.  The engagement tool will be an enterprise‐wide asset – available to all departments  and services across the City.             EXPENDITURE SUMMARY        Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 373,428 337,913 411,300 450,600 478,200 Parts and Supplies 2,087 2,849 2,600 3,700 3,900 Services and Other Charges 277,392 190,973 237,200 217,100 209,800 Capital Outlay 750 2,110 2,000 2,000 2,000 653,657 533,844 653,100 673,400 693,900 Draft August 13, 2019 Work Session 38  2020‐2021 Budget Operating Budget    Communications (09)  Responsible Manager:  Joe Ellickson, Director of Communications and Engagement      POSITION INVENTORY          2020‐2021 WORK PLAN           Personnel 2017 2018 2019 2020 2021 Hours Communications Director 1 1 1 1 1 2,080 Strategic Mktg & Online Communications  Specialist 1 1 1 1 1 2,080 Communications Coordinator 1 1 1 1 1 2,080 Web and Applications Developer 1 1 2,080 3 3 3 4.00 4.00 8,320 1 Continued emphasis on communicating Council goals & value of city services  2 Integrate Communications messaging across platforms and be more proactive/less reactive 3 Lead successful integration of new logo implementation 4 Write, edit, & publish 6 bi‐monthly city newsletters (Experience Eagan)  5 Marketing of city fiber project (in AccessEagan budget, but dependent on personnel here) 6 Deepen training & adoption Intranet capabilities as the place to look for information & share info; backend CMS training 7 Emphasize community engagement themes & messages, press releas es; Issues management & Media relations 8 Assist other departments in accomplishing communication goals 9 Special events including State of City Address, Mayor & Counci l speeches at City events 10 Realign Eagan Business News strategy to promote economic development and repurpose content in resident communications  11 Refresh design of city materials incorporating new logo 12 City‐wide resident survey w projectable results and national comparisons 13 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication 14 Enhance Programming at Old Town Hall and Eagan History Book marketing & sales 15 Training & adoption of city-wide digital photo asset mgmt system 16 Continued Staff training on new Website 17 Successfully implement new cable franchises & develeop E-TV strategic plan 18 Oversight/liaison responsibilities for E‐TV,  History Committee, Technology Working Group & CVB Draft August 13, 2019 Work Session 39  2020‐2021 Budget Operating Budget    Communications (09)  Responsible Manager:  Joe Ellickson, Director of Communications and Engagement    LINE ITEM DETAIL       Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 09 - COMMUNICATIONS 6110 - Salaries and Wages - Regular 252,751 237,699 325,700 354,000 374,400 6124 - Funeral Leave - 525 - - - 6125 - Floating Holiday Pay 1,635 2,030 - - - 6127 - Empl Recog Day/Special Duty - 525 - - - 6130 - Salaries and Wages - Temporary 881 - 1,900 500 500 6134 - Vacation Pay 20,344 17,541 - - - 6135 - Holiday Pay 11,743 10,137 - - - 6136 - Sick Pay 12,021 (4,225) - - - 6142 - PERA - Coordinated 21,652 21,058 24,400 26,500 28,100 6144 - FICA 21,226 21,156 23,500 26,200 27,300 6151 - Health Insurance 25,305 25,631 34,100 41,000 45,400 6152 - Life 306 295 - - - 6154 - Disability - Long-term 756 729 - - - 6155 - Workers Compensation 1,242 1,188 1,700 2,400 2,500 6158 - Dental Insurance 566 611 - - - 6159 - VEBA 3,000 3,011 - - - PERSONAL SERVICES 373,428 337,913 411,300 450,600 478,200 6210 - Office Supplies 1,566 262 400 300 400 6212 - Office Small Equipment - - - - - 6215 - Reference Materials 61 50 100 - - 6270 - Computer Software 459 2,537 2,100 3,400 3,500 PARTS AND SUPPLIES 2,087 2,849 2,600 3,700 3,900 6310 - Professional Services-General 78,430 56,657 46,400 45,800 33,000 6328 - Special Events/Admission Fees 216 265 300 2,200 300 6346 - Postage 47,217 49,077 51,500 53,300 54,900 6353 - Personal Auto/Parking 4,225 3,488 4,300 4,400 4,400 6355 - Cellular Telephone Service 2,467 2,521 2,800 2,400 2,400 6357 - Advertising/Publication 411 905 800 2,400 2,400 6370 - General Printing and Binding 55,635 46,870 62,000 65,700 66,300 6385 - Insurance 2,100 2,100 2,100 2,100 2,100 6475 - Miscellaneous 305 - - - - 6476 - Conferences/Meetings/Training 4,322 2,273 6,400 6,900 6,900 6477 - Local Meeting Expenses 567 365 600 200 200 6478 - Tuition and Book Reimbursement 8,210 - - - - 6479 - Dues and Subscriptions 1,932 1,601 3,100 2,800 3,000 6496 - Historical Society 2,054 648 4,400 5,200 4,700 6535 - Other Contractual Services 64,682 18,820 47,900 23,700 25,200 6569 - Maintenance Contracts 4,620 5,382 4,600 - 4,000 SERVICES AND OTHER CHARGES 277,392 190,973 237,200 217,100 209,800 6660 - Office Furnishings & Equipment 750 2,110 2,000 2,000 2,000 CAPITAL OUTLAY 750 2,110 2,000 2,000 2,000 TOTAL COMMUNICATIONS 653,657 533,844 653,100 673,400 693,900 Draft August 13, 2019 Work Session 40  2020‐2021 Budget Operating Budget    Human Resources (10)  Responsible Manager:  Lori Peterson, Human Resource Manager    PURPOSE & DESCRIPTION    The purpose of the Human Resources 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    The Human Resources Department 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                    2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 10 21 25 30 35 593 600 620 620 60 86 65 70 70 1,900 2,747 3,000 3,500 3,500 7 9 15 15 15 Safety/Wellness Events/ Campaigns 7 21 25 25 25 10 21 22 25 35 4 3 10 10 10 No of resignations/retirements 10 17 20 23 31 No of PDI Assessments 80 10 n/a n/a n/a No of days conducting interviews/testing 20 25 30 35 40 No of days HR onboarding & HR orienting 10 13 15 20 25 No of EE's promoted or reclassified 3 9 20 7 11 6% 8% 10%12%14% Job vacancies posted and advertised for; FT Job vacancies posted and advertised for; seasonal,PR  Temp/Interns/seasonal positions posted or advertised Applications received Internal training opportunities presented by HR FT Employees hired Policies & Initiatives revised/created Turnover rate (People that leave divided by total positions) Draft August 13, 2019 Work Session 41  2020‐2021 Budget Operating Budget    Human Resources (10)  Responsible Manager:  Lori Peterson, Human Resource Manager    HIGHLIGHTS & CHANGES  Overview: The 2020 Human Resources budget  is proposed to increase by $18,400 or 3%. The  increase is attributed to services to support an  increasing  number  of  staff  across  the  City,  additional medical services for new hires, and  tuition reimbursement costs.     The 2021 Human Resources budget is proposed  to increase by $122,700 or 19.9%. The increase  is primarily due to a proposed staff addition.      2020 Highlight/Change 1:  Medical Services‐Other (6319) are increasing due to the proposed addition of annual  wellness counseling for police officers, which was requested by the Police Department. This effort is part of the  Police Department’s new focus on officer wellness. Eagan joins three other communities in this effort.  Financial Impact: $15,000 increase  Service Level Impact: None    2020 Highlight/Change 2:  Employment Advertising (6358) is proposed to decrease due to electronic Employment  Advertising.    Financial Impact: $31,000 decrease  Service Level Impact: None    2020  Highlight/Change  3:    Tuition  Reimbursement  (6478)  is  proposed  to  increase  to  reflect  13  employees  projected to be enrolled in 2020.   Financial Impact: $26,600 increase  Service Level Impact: Our employees are receiving higher levels of education to grow in their positions.     2021 Highlight/Change 1:  A fulltime Human Resources Assistant/Analyst is proposed as an additional FTE within  the HR Department given the increased demands on the division as the City continues to see significant growth in  our employee count, along with demands for benefit administration, federal reporting, and training.  Financial Impact:  $ 99,700 (salary and benefits)  Service  Level  Impact:  The  new  position  will  ensure  quality  service  is  provided  to  meet the growing service  demands and volume in recruitment, benefits, records retention and creating metric and benchmarks to develop  best practices.    2021 Highlight/Change 2:  Professional Services‐General (6310) will decrease in 2021 because the maintenance  contract  for the ICIMS applicant tracking system software moves to the IT budget.   Financial Impact: $10,000 decrease  (the  maintenance  contract  is  $20,000,  which  was moved to IT. The total  decrease is less because 2020 had the contract cost for the new ICIMS program.)    Service Level Impact: None            Draft August 13, 2019 Work Session 42  2020‐2021 Budget Operating Budget    Human Resources (10)  Responsible Manager:  Lori Peterson, Human Resource Manager      EXPENDITURE SUMMARY        POSITION INVENTORY        2020‐2021 WORK PLAN                 Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 345,613 341,394 375,600 397,200 522,900 Parts and Supplies 1,943 2,343 4,700 2,700 2,700 Services and Other Charges 120,134 140,854 211,300 213,200 208,600 Capital Outlay 2,324 2,032 6,300 3,200 4,800 470,013 486,622 597,900 616,300 739,000 Personnel 2017 2018 2019 2020 2021 Hours Human Resources Manager 1 1 1 1 1 2,080 Human Resources Rep/Analyst 1 1 1 1 1 2,080 Human Resources Generalist 0 0 1 1 1 2,080 Human Resource Assistant 0 0 0.25 0 1 2,080 Total 2 2 3.25 3 4 8,320 1 2 3 4 5 6 7 8 9 10 Wellness 11 Safety 12 13 Employee Engagement 14 Compensation &Classification Activity Routine Recruitment Administration Benefits administration Management Consult/Assistance Workers Compensation General, administrative Employment‐related issues/investigations Labor relations/contract administration Employee relations Policy/organizational development Employee orientation & training Draft August 13, 2019 Work Session 43  2020‐2021 Budget Operating Budget    Human Resources (10)  Responsible Manager:  Lori Peterson, Human Resource Manager    LINE ITEM DETAIL        Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 10 - HUMAN RESOURCES 6110 - Salaries and Wages - Regular 223,996 208,887 288,800 300,500 385,600 6112 - Overtime - Regular 355 135 - - - 6124 - Funeral Leave - 62 - - - 6125 - Floating Holiday Pay 1,448 1,563 - - - 6130 - Salaries and Wages - Temporary 295 12,443 - - - 6134 - Vacation Pay 27,770 22,702 - - - 6135 - Holiday Pay 9,646 10,794 - - - 6136 - Sick Pay 10,250 10,255 - - - 6142 - PERA - Coordinated 19,066 19,759 21,700 22,500 28,900 6144 - FICA 18,724 19,472 21,000 21,300 27,300 6151 - Health Insurance 25,595 27,793 42,500 50,800 78,400 6152 - Life 307 292 - - - 6154 - Disability - Long-term 747 721 - - - 6155 - Workers Compensation 1,133 1,116 1,600 2,100 2,700 6156 - Unemployment Compensation 146 - - - - 6158 - Dental Insurance 869 1,108 - - - 6159 - VEBA 5,263 4,291 - - - PERSONAL SERVICES 345,613 341,394 375,600 397,200 522,900 6210 - Office Supplies 1,743 1,435 2,500 500 500 6211 - Office Printed Material/Forms - 491 1,000 1,000 1,000 6215 - Reference Materials 200 418 1,200 1,200 1,200 PARTS AND SUPPLIES 1,943 2,343 4,700 2,700 2,700 6310 - Professional Services-General 38,794 6,800 34,300 18,000 8,000 6318 - Medical Services - Physical Ex 5,833 11,259 20,600 22,500 25,500 6319 - Medical Services - Other 9,269 15,012 15,000 30,000 30,600 6346 - Postage 27 - - - - 6353 - Personal Auto/Parking 454 - 700 100 200 6355 - Cellular Telephone Service 609 610 600 900 700 6358 - Employment Advertising 12,186 9,629 45,100 14,100 17,100 6359 - Legal Notice Publication - - 300 300 300 6370 - General Printing and Binding 1,275 1,836 4,000 2,600 3,600 6475 - Miscellaneous 12,351 14,566 13,900 14,700 14,800 6476 - Conferences/Meetings/Training 15,270 11,099 8,500 10,300 1,300 6477 - Local Meeting Expenses 609 1,305 900 2,400 3,500 6478 - Tuition and Book Reimbursement 1,100 48,513 39,700 66,300 72,000 6479 - Dues and Subscriptions 1,794 5,159 2,100 1,200 1,200 6535 - Other Contractual Services 9,329 4,909 25,600 26,000 26,000 6536 - Flex Plan Administration Fee 11,235 10,157 - 3,800 3,800 SERVICES AND OTHER CHARGES 120,134 140,854 211,300 213,200 208,600 6650 - Furniture & Fixtures 341 817 - - - 6660 - Office Furnishings & Equipment 2,350 1,214 6,300 3,200 4,400 6670 - Other Equipment (367) - - - 400 CAPITAL OUTLAY 2,324 2,032 6,300 3,200 4,800 TOTAL HUMAN RESOURCES 470,013 486,622 597,900 616,300 739,000 Draft August 13, 2019 Work Session 44 2020‐2021 Budget Operating Budget Police‐ Admin. 1.7% Expenditures as % of General  Fund   Police–Administration (11)  Responsible Manager:  Roger New, 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   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            2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target Calls for service 46,744 51,158 48,951 50,054 49,503 Draft August 13, 2019 Work Session 45 2020‐2021 Budget Operating Budget   Police (11)  Responsible Manager:  Roger New, Deputy Chief of Police    HIGHLIGHTS & CHANGES – ENTIRE DEPARTMENT    2020 Overview: The Police Department’s 2020  proposed budget submission reflects an overall  increase of $879,100 or 5.7 %.  This increase is due to  negotiated contractual obligations, and the request for  one new Police Officer, one Police Cadet and one  Investigative Aide.  One additional Police Officer would  increase the department’s authorized strength to 76  sworn staff members and 95 staff members overall.   Further, additional personnel will help mitigate  ongoing staffing issues which are caused by time‐off  requests, unforeseen leaves, and mandatory training.      Revenue will show a $31,000 debit for ballistic vests the department will purchase this year.  This comes from a 50%  reimbursement for the costs of all vests from both the Minnesota Department of Public Safety and the United States  Department of Justice Bulletproof Vest Partnership.      Revenue will show a $83,332 debit for School Resource Officer services paid by Independent School District #196.      The non‐personnel services portion of the police department budget reflects a $224,300 increase or 9.8% from 2019.  If  the increase in DCC fees is excluded, the budget increased $86,500 or 3.8%.      2021 Overview: The Police Department’s 2021 proposed budget submission reflects an overall increase of $665,700 or  4.1%.  This increase is due mostly to anticipated contractual obligations.      Revenue will show a $27,000 debit for ballistic vests the department will purchase this year.  This comes from a 50%  reimbursement for the costs of all vests from both the Minnesota Department of Public Safety and the United States  Department of Justice Bulletproof Vest Partnership.     Revenue will show a $85,000 debit for School Resource Officer services paid by Independent School District #196.      The non‐personnel services portion of the police department budget reflects an increase of $11,300 or .5% from 2020.                            Draft August 13, 2019 Work Session 46 2020‐2021 Budget Operating Budget   Police–Administration (11)  Responsible Manager:  Roger New, Deputy Chief of Police    HIGHLIGHTS & CHANGES     Administration Division Overview: The Police Administration non‐personal services portion of the budget proposal  reflects an increase of $20,700 or 16.5% for 2020.  This is due mostly to an increase in the cost of pre‐employment  background investigations, training and a department photo which will be taken every five years.      2021 Highlight/Change 1:  Increased fee as member of Dakota Special Operations Team (SOT).  Equipment for the team is  aging and expiring and needs replacement.  Each agency is asked to increase their 2021 fee.  We have two officers who  participate on the team.    Financial Impact:  A 27% overall increase would be approximately $5,500 for an overall cost of $26,000.    Service Level Impact:  New equipment will help these officers perform these specialized duties in a safer manner.                     POLICE ADMINISTRATION ‐ EXPENDITURE SUMMARY                   Expenditure 2017 2018 2019 2020 2021 Personal Services 829,686 820,117 502,900 520,400 551,900 Parts and Supplies 7,573 5,055 5,700 6,900 6,900 Services and Other Charges 121,852 120,811 118,900 135,100 137,600 Capital Outlay 2,198 5,225 800 4,100 5,200 961,309 951,208 628,300 666,500 701,600 Draft August 13, 2019 Work Session 47 2020‐2021 Budget Operating Budget   Police–Administration (11)  Responsible Manager:  Roger New, Deputy Chief of Police    POSITION INVENTORY SUMMARY – TOTALS BY DIVISION      POSITION INVENTORY – ADMINISTRATION DIVISION        2020‐2021 WORK PLAN                          Personnel 2017 2018 2019 2020 2021 Hours Administration Division 333336,240 Patrol Division 5253545859122,720 Investigations Division 141413131327,040 Support Division 14.16 14.83 14.83 15.80 15.80 32,864 Total 83.16 84.83 84.83 89.80 90.80 188,864 Personnel 2017 2018 2019 2020 2021 Hours Chief of Police 111112,080 Deputy Chief of Police 111112,080 Executive Secretary 111112,080 Total 333336,240 1 2 3 4 5 6 7 8 9 10 11 12 Activity Clerical Support Prepare Annual Report and other publications Routine Establish and review police department policies and procedures Respond to citizen questions and concerns  Attend department and outside training relating to law enforcement issues Promote geographic policing initiatives  Work with elected officials and other city staff members on iss ues affecting Eagan Meet with other government agencies on law enforcement issues  Ensure compliance with established law enforcement practices and norms Plan and implement goals and objectives for the department Interact with citizens to foster positive relationships between  the city and the community Develop the department budget Draft August 13, 2019 Work Session 48 2020‐2021 Budget Operating Budget   Police–Administration (11)  Responsible Manager:  Roger New, Deputy Chief of Police    LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT        Continued on next page  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 11 - POLICE 6110 - Salaries and Wages - Regular 6,418,167 6,746,432 8,928,200 9,225,900 9,588,500 6112 - Overtime - Regular 202,593 199,195 117,400 173,600 173,600 6120 - Contractual Services 105,446 184,018 100,000 100,000 100,000 6124 - Funeral Leave 16,108 15,678 - - - 6125 - Floating Holiday Pay 9,055 10,686 - - - 6127 - Empl Recog Day/Special Duty 4,338 5,975 - - - 6130 - Salaries and Wages - Temporary 166 - - - - 6132 - Compensatory Pay 275,019 253,260 - - - 6134 - Vacation Pay 494,232 576,304 - - - 6135 - Holiday Pay 404,846 429,443 - - - 6136 - Sick Pay 304,069 261,550 - - - 6137 - Jury Duty Pay - 827 - - - 6138 - Military Duty Pay 2,460 - - - - 6142 - PERA - Coordinated 68,763 73,470 81,200 88,900 93,500 6143 - PERA - Police 1,170,346 1,230,490 1,361,900 1,348,500 1,464,200 6144 - FICA 164,505 172,935 197,800 207,800 216,200 6151 - Health Insurance 831,207 933,005 1,286,600 1,382,200 1,523,600 6152 - Life 8,264 8,615 - - - 6154 - Disability - Long-term 20,354 21,180 - - - 6155 - Workers Compensation 218,647 223,370 318,400 474,100 491,700 6156 - Unemployment Compensation 9,030 2,000 2,000 2,000 6158 - Dental Insurance 32,998 38,012 - - - 6159 - VEBA 117,370 124,283 - - - PERSONAL SERVICES 10,868,952 11,517,758 12,393,500 13,003,000 13,653,300 6210 - Office Supplies 9,420 7,512 9,000 10,000 10,000 6211 - Office Printed Material/Forms 3,469 2,650 9,100 9,100 9,100 6212 - Office Small Equipment 14,847 4,347 14,200 14,200 14,200 6215 - Reference Materials 5,824 4,230 4,900 5,400 5,400 6220 - Operating Supplies - General 17,207 14,777 19,700 23,500 23,500 6224 - Clothing/Personal Equipment 81,491 110,477 84,500 120,100 115,900 6226 - Public Safety Supplies 37,090 33,293 39,600 40,400 40,400 6228 - Ammunition 58,244 60,010 59,800 59,800 59,800 6231 - Mobile Equipment Repair Parts 46,575 56,472 51,000 51,000 51,000 6232 - Small Equipment Repair Parts 4,414 6,553 8,100 5,300 5,300 6235 - Fuel, Lubricants, Additives 118,502 149,589 175,700 156,600 156,600 6238 - Communication System Parts 1,083 472 4,500 4,500 4,500 6270 - Computer Software - 908 2,800 - - PARTS AND SUPPLIES 398,166 451,288 482,900 499,900 495,700 Draft August 13, 2019 Work Session 49 2020‐2021 Budget Operating Budget   Police–Administration (11)  Responsible Manager:  Roger New, Deputy Chief of Police    LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT (CONT’D)          Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 11 - POLICE 6310 - Professional Services-General 9,363 13,813 7,000 27,100 9,600 6319 - Medical Services - Other - - 300 300 300 6320 - Instructors 200 1,538 1,100 1,100 1,100 6325 - Vet/Kennel Charge/Animal Dispo 14,643 15,944 25,500 27,000 27,000 6330 - DCC Fees 1,198,452 1,256,304 1,316,300 1,454,100 1,495,900 6346 - Postage 2,149 3,545 3,000 - - 6347 - Telephone Service & Line Charg 3,240 3,374 5,000 5,000 5,000 6349 - Teleprocessing Equipment 28,482 28,208 29,600 29,600 29,600 6352 - Telephone Circuits 100 - - - - 6353 - Personal Auto/Parking 1,930 2,503 3,100 3,100 3,100 6354 - Car Washes 4,487 7,553 5,000 5,000 5,000 6355 - Cellular Telephone Service 39,926 41,113 37,600 41,600 41,600 6385 - Insurance 65,500 65,500 65,500 65,500 65,500 6405 - Electricity 2,902 2,076 2,500 2,500 2,500 6425 - Mobile Equipment Repair Labor 8,189 8,694 10,700 10,700 10,700 6426 - Small Equipment Repair-Labor 919 - 3,300 3,300 3,300 6430 - Communication System Repair-La 90 87 3,600 3,600 3,600 6457 - Machinery & Equipment-Rental 7,308 14,357 12,400 12,400 12,400 6475 - Miscellaneous 6,308 3,757 4,900 8,800 8,800 6476 - Conferences/Meetings/Training 124,616 150,534 132,700 170,600 167,600 6477 - Local Meeting Expenses 10,436 9,356 13,800 13,800 13,800 6478 - Tuition and Book Reimbursement 1,900 - - - - 6479 - Dues and Subscriptions 9,182 8,658 8,100 11,300 11,300 6480 - Licenses, Permits and Taxes 521 395 700 700 700 6482 - Awards, Judgements and Losses 99 40 - - - 6520 - Major Investigation Expenses 22,604 22,090 27,500 27,500 33,000 6535 - Other Contractual Services - 2,427 - - - 6538 - Towing Charges 1,025 977 2,000 2,000 2,000 6569 - Maintenance Contracts 40,147 47,448 54,900 61,800 61,800 SERVICES AND OTHER CHARGES 1,604,719 1,710,291 1,776,100 1,988,400 2,015,200 6660 - Office Furnishings & Equipment 15,489 33,748 13,700 24,400 25,300 6670 - Other Equipment 35,403 17,635 26,500 27,100 22,200 CAPITAL OUTLAY 50,893 51,383 40,200 51,500 47,500 TOTAL POLICE 12,922,730 13,730,720 14,692,700 15,542,800 16,211,700 Draft August 13, 2019 Work Session 50 2020‐2021 Budget Operating Budget                                     This page left intentionally blank                                        Draft August 13, 2019 Work Session 51 2020‐2021 Budget Operating Budget Police‐ Patrol 23.2% Expenditures as % of General  Fund Police–Patrol (11)  Responsible Managers:  Lieutenant Duane Pike   Lieutenant Nate Tennessen    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 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       2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 13,542 16,708 16,368 17,428 17,882 3,229 3,383 2,746 2,406 2,425 The above information is based on projections from the department crime analyst. Traffic stops Traffic citations Draft August 13, 2019 Work Session 52 2020‐2021 Budget Operating Budget   Police–Patrol (11)  Responsible Managers:  Lieutenant Duane Pike  Lieutenant Nate Tennessen    HIGHLIGHTS & CHANGES  Patrol Division Overview:  The non‐personal services  Patrol budget for 2020 reflects an increase of $50,600 or  8.4%, due to an increase in training costs for Pathways to  Policing Officer candidates and the cost of services for  lead abatement at the Valley Acres Range.  Personal  services increased $204,000, due to negotiated  contractual obligations and the request for one  additional officer.      The non‐personal services patrol budget for 2021 reflects a decrease of $28,000 or 4.3%; however, the overall Patrol  budget increased $427,400 or 4.4 %.  This increase is due mostly to anticipated contractual obligations.       2020 Highlight/Change 1:  Increase in the training budget.  This will cover the cost of training for two Pathways to Policing  officers.  Financial Impact: An increase of $22,000 to the training budget for 2020.      Service Level Impact:  These officer candidates will fill anticipated police officer vacancies.  We anticipate being reimbursed  from the Minnesota Department of Public Safety Office of Justice Programs a total of $11,000.           2020 Highlight/Change 2:  An additional police officer is proposed to maintain appropriate staffing levels.    Financial Impact: This position would increase our personal services budget $119,000 the first year.        Service Level Impact:  We would like to create an Administrative Sergeant position for a current Sergeant.  A Patrol Officer  would then be promoted to Patrol Sergeant to allow for continued supervisory oversight on patrol.  This would increase the  overall number of Sergeants by one, to eleven.  This position would be a replacement for a Patrol Officer being promoted to  Patrol Sergeant.  This will allow us to continue to provide a high level of police service to the Eagan community.        2020 Highlight/Change 3:  :  Increase in Professional Services for lead abatement at Valley Acres Range.  This will keep us in  compliance with Environmental Pollution Agency guidelines.  This was last done in 2009.      Financial Impact: Our cost will be $14,500.  Apple Valley Police Department will cover the other half of the overall cost  ($29,000).        Service Level Impact:  The range will be safe for all users.            EXPENDITURE SUMMARY – PATROL DIVISION        Expenditure 2017 2018 2019 2020 2021 Personal Services 6,919,039 7,427,381 8,383,100 8,656,500 9,112,100 Parts and Supplies 325,737 384,825 410,200 400,000 400,000 Services and Other Charges 149,606 182,961 155,700 206,300 188,800 Capital Outlay 45,807 33,954 34,300 30,000 31,100 7,440,189 8,029,121 8,983,300 9,292,800 9,732,000 Draft August 13, 2019 Work Session 53 2020‐2021 Budget Operating Budget   Police–Patrol (11)  Responsible Managers:  Lieutenant Duane Pike  Lieutenant Nate Tennessen      POSITION INVENTORY            2020‐2021 WORK PLAN                                        Personnel 2017 2018 2019 2020 2021 Hours Sergeants 8 8 8 8 8 16,640             Police Officers 42 43 44 48 49 101,920           Operations Lieutenants 2 2 2 2 2 4,160                Total 52 535458 59 122,720           1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Practice Geographic Policing strategies  Crisis negotiator training Proactive patrol/misc. duties Special Operations Team and team training/other Policy writing and revisions Administer Special Operations Programs, K‐9, Geo‐policing Assign, develop and administer training programs Administer and ensure emergency management mandated compliance SWAT training Command vehicle training Traffic unit enforcement efforts Neighborhood Watch/ National Night Out and crime prevention efforts Directed traffic enforcement Routine Activity Time spent on answering calls for service Court preparation and testimony  Participate in POST mandated training Participate in FEMA and emergency preparedness training Time spent on DUI arrests Draft August 13, 2019 Work Session 54 2020‐2021 Budget Operating Budget                                                   This page left intentionally blank       Draft August 13, 2019 Work Session 55 2020‐2021 Budget Operating Budget Police‐ Invest. 5.3% Expenditure as % of General Fund   Police–Investigations (11)  Responsible Manager:  Lieutenant Duane Pike    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    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       2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 1,333 1,156 1,244 1,200 1,222Cases assigned for investigative follow‐up Draft August 13, 2019 Work Session 56 2020‐2021 Budget Operating Budget   Police–Investigations (11)  Responsible Manager: Lieutenant Duane Pike    HIGHLIGHTS & CHANGES  Investigation Division Overview:  The Investigation  division’s non‐personal services portion of the budget  increased $1,550 or 2%, while the overall budget  reflects a $276,050 or 12.2% increase.  This is due to  negotiated contractual obligations and the request for  an Investigative Aide.      The Investigations division non‐personal services  budget increased $500.00 or .6%, while the overall  budget reflects an increase of $101,3000 or 4.3%.  This  increase is due mostly to anticipated contractual obligations            2020 Highlight/Change 1: Hire a new civilian employee as an Investigative Aide.  This newly created position would assist  Detectives and Patrol Officers by performing research, technical tasks, case preparation and communicate with the public  on cases being investigated.  This would allow Detectives to take on more cases while still continuing to make necessary  steps towards resolving all cases assigned.         Financial Impact:  This would be an increase in Personal Services of $83,900    Service Level Impact:  This position gives Detectives and Patrol Officers more time to work on other aspects of  investigations, providing a more efficient and enhanced level of police service.                          EXPENDITURE SUMMARY – INVESTIGATIONS DIVISION                    Expenditure 2017 2018 2019 2020 2021 Personal Services 1,856,865 1,967,444 1,913,500 2,104,100 2,196,300 Parts and Supplies 23,364 17,983 24,700 24,700 24,700 Services and Other Charges 30,118 38,370 48,900 48,850 48,850 Capital Outlay 1,711 6,131 4,300 5,900 6,400 1,912,058 2,029,929 1,991,400 2,183,550 2,276,250 Draft August 13, 2019 Work Session 57 2020‐2021 Budget Operating Budget   Police–Investigations (11)  Responsible Manager: Lieutenant Duane Pike      POSITION INVENTORY      2020‐2021 WORK PLAN                                                                        Personnel 2017 2018 2019 2020 2021 Hours 2222 24,160 11 11 11 11 11 22,880 1100 00 Total 14141313 13 27,040 Detective Sergeants Detectives Rotating Detective 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Support Geographic Policing initiatives  Employment background investigations DUI forfeiture process and completion Confer with prosecution on active cases Specialized investigative training POST mandated training Attend meetings (Tri‐County, Supv., Geo‐Police, Sgts., Chief briefings, etc) Conduct training for other officers Community presentations Prepare materials and conduct briefings on specialized crimes Schedule detectives for training, time off and special functions Activity Routine Actively Investigate criminal cases Testify in court Case management/review reports and assign cases to detectives Complete background investigations for permit and license activity Detective/Sergeant case consultations Proactive case work‐‐surveillance of potential criminal activity Courtroom preparation Develop and execute search warrants Draft August 13, 2019 Work Session 58 2020‐2021 Budget Operating Budget                                                                 This page left intentionally blank                                             Draft August 13, 2019 Work Session 59 2020‐2021 Budget Operating Budget Police‐ Support 8.2% Expenditures as % of General Fund   Police–Support (11)  Responsible Manager:  Lieutenant Mike Fineran    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    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          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 7,573 7,701 7,637 7,669 7,653Police reports created/processed Draft August 13, 2019 Work Session 60 2020‐2021 Budget Operating Budget   Police–Support (11)   Responsible Manager:  Lieutenant Mike Fineran    HIGHLIGHTS & CHANGES    Support Services Division Overview (Clerical and  Emergency Management: The Support Services  division’s proposed budget increased $129,900 or 7.7%,  which is due to wage and benefit increases, and the  request for one additional Police Cadet.        The Support Services division’s proposed budget  increased $63,500 or 3.6 %.  This is due to negotiated  wage and benefit increases.                     2020 Highlight/Change: Hire one additional Police Cadet who could transition into an anticipated open Police Officer  position.  Over the past three years, we have seen a steady decline in Police Officer applicants.  This position would provide  us with a qualified Police Officer candidate available to transition into a full‐time Police Officer.           Financial Impact:  The position would increase Personal Services by approximately $30,500.  We would like to continue to  use this position to fill anticipated open Police Officer positions.  Human Resources was notified to increase their  Tuition/Book Reimbursement $20,000 for this position and for 2021.            Service Level Impact:  This Police Cadet position works evening and weekend hours and performs Community Service  Officer duties including assisting officers with traffic details, prisoner transports, animal control calls and public assists.                EXPENDITURE SUMMARY – SUPPORT DIVISION  Expenditure 2017 2018 2019 2020 2021 Personal Services 1,071,849 1,011,617 1,387,100 1,515,900 1,583,800 Parts and Supplies 26,273 23,334 36,600 31,800 31,800 Services and Other Charges 7,484 6,368 10,400 7,100 7,100 Capital Outlay 1,176 6,073 - 11,500 4,800 1,106,782 1,047,392 1,434,100 1,566,300 1,627,500 Draft August 13, 2019 Work Session 61 2020‐2021 Budget Operating Budget Police–Support (11)  Responsible Manager:  Lieutenant Mike Fineran      POSITION INVENTORY        2020‐2021 WORK PLAN                            Personnel 2017 2018 2019 2020 2021 Hours 222224,160 Police Cadet 0 0 0.6 1.2 1.2 2,496 0.625 0.625 0.625 1 1 2,080 5 5 5 5 5 10,400 1.2 1.2 1.2 1.2 1.2 2,496 111112,080 111112,080 111112,080 111112,080 111112,080 Forensic/Crime Analyst 0.333 1 1 1 1 2,080 Total 14.16 14.83 15.425 16.400 16.400 34,112      Property Room Technician Clerical Technicians‐Full‐time Clerical Technicians‐Part‐time Crime Prevention Specialist Support Services Manager Office Manager Animal Control Officer Administrative Lieutenant Community Service Officers 1 2 3 4 5 6 7 8 9 10 11 Support Geographic Policing initiatives  Citizen academy, National Night Out, Safety Camp events Intake of evidence and process for court Dictation of police reports and citations Analyze crime statistics and patterns Assist other departments within police department Activity Neighborhood watch and crime prevention meetings Budget preparation, payroll and line item budget  Routine Investigate animal complaints Assist other departments within the city, i.e. mail, packets Supervision of staff and programs Draft August 13, 2019 Work Session 62 2020‐2021 Budget Operating Budget                                                           This page left intentionally blank     Draft August 13, 2019 Work Session 63 2020‐2021 Budget Operating Budget Fire  10.3% Expenditures as % of General Fund   Fire (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;  firefighting, firefighting training, emergency  medical care, rescue, disaster response, fire  prevention and education, and fire  investigations and 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   Assure building safety and fire code compliance in new and existing buildings   Reduce fire risk through prevention, education and inspections    Ensure the protection of life and property for the City of Eagan      The Fire Department 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   Organize, track and analyze fire problem specific to our communities and develop 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   Research and recommend improved technology for emergency call response   Develop and enhance collaborative relationships with surrounding areas   Ensure that emergency equipment and buildings are in a state of readiness   Provide all necessary equipment for the fire department to provide continued emergency service to residents of  Eagan                        Draft August 13, 2019 Work Session 64 2020‐2021 Budget Operating Budget   Fire (12)  Responsible Manager:  Mike Scott, Fire Chief    PERFORMANCE INDICATORS      INSPECTIONS            OPERATIONS          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 36 86 90 50 50 137 243 175 175 175 2,138 894 1,000 1,000 1,000 7,397 7,462 6,000 4,800 5,300 2,206 1,501 2,000 2,000 2,000 Total hours spent at training Fires investigated Fire Alarms/ Fire Sprinkler permits processed  Total fire prevention hours Fire Safety Building Inspections 2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 91 63 39 27 0 1,763 2,873 4000 5058 5500 33 3 3 3 $585,000 $446,000 $500,000 $500,000 $500,000 8:00 7:50 7:30 7:30 7:30 87 88 100 100 100 71 0 8 8 824 1,748 2,900 4,000 4,442 110 113 150 150 150 82 103 100 100 100 295 333 300 300 300 357 477 450 400 400 00 0 0 0 110 0 0 0 1,763 2,873 4,000 5,058 5,500 Large dollar loss (over $1,000 per state reporting) FIRE Explosion/Overhead Overall response time in minutes‐Staffed vehicle Number of Volunteer Firefighters Number of fire reports completed Insurance Services Office Rating (ISO score 1 best ‐ 10 worst) Rescue/EMS Hazardous Condition Service Call Good Intent Call False Alarm/False Call Severe Weather/Natural Disaster Special Incident  Call type totals: Draft August 13, 2019 Work Session 65 2020‐2021 Budget Operating Budget   Fire (12)  Responsible Manager:  Mike Scott, Fire Chief  HIGHLIGHTS & CHANGES    Department  Overview:  The 2020 Fire Department  budget shows an increase of $736,200, or 17%. This is  due to the continued transition of converting the Fire  Department to a career staffed department operating  from all three fire stations, 24 hours a day, 7 days a  week  as  recommended  in  the  2017  Citygate Fire  Department Staffing, Emergency Medical Services, and  Response Times Study.    The 2021 Fire Department budget shows a increase of  $1,298,386 or 25%. The greatest impact is following the  recommendations of the Citygate Staffing Study and implementing Step 3 of the study. Step 3 in the Citygate study was  recommended for 2022. Due to the rapid decline in part‐time staff, the Fire Department is recommending this to be  completed one year earlier in 2021.       2020 Highlight/Change 1:  The Fire Department is proposing that we follow the recommendations of the Citygate Staffing  Study from 2017. This study recommended a total of four steps to change the fire department from an all‐volunteer staffed  department  to  a  career  staffed  department  with  coverage  from  three fire stations 24/7. In our previous budget we  implemented Step 1 (A & B) which staffed a fire engine at both Fire Stations 1 & 2. For 2020 Step 2 would staff a fire engine  at Station Four. This would be a total of 9 new staff (3 Captains, 6 Firefighters) divided up in three shifts for 24‐hour  coverage. The Fire Department will take primary responsibility for EMS calls with this step of the staffing model completed.  The total cost increase is offset slightly by the declining cost for the part‐time model as the staffing level has decreased  from 97 in 2017 to an estimated 30 in 2020.  Financial Impact:  $1,074,536 increase (includes $1,033,536 for salaries 1221.6110, $5,500 for uniforms 1221.6224, $27,000  for turnout gear 1225.6224, $8,500 for new hire medicals and psychological 1221.6318/6319). The total cost increase is  offset slightly by the declining cost for the part‐time model as the staffing level has decreased from 97 in 2017   Service Level Impact:  The Citygate Study outlined the need for a well‐trained, adequately‐staffed fire department with a  predictable and sustainable staffing model to ensure an acceptable response to emergency fire and EMS calls.     2020 Highlight/Change 2: The Citygate Study from 2017 recommended that the Fire Department take primary  responsibility for EMS calls for the City of Eagan. There were approximately 4,500 EMS calls in Eagan in 2018.  As the Fire  Department takes primary responsibility we need to increase the amount of EMS supplies used in the field ($2,000), move  the oxygen tanks ($4,000) used for most medical calls to the fire department for easy access to replenish our supplies and  add equipment per our Medical Director that will allow our EMT’s to provide a higher level of care while waiting for an  ambulance transport ($3,600)   Financial Impact: $9,600 increase 1225.6222  Service Level Impact: Fire staff responding to EMS calls are either EMT’s or paramedic level certification which provides a  higher level of training response with enhanced EMS equipment for better patient outcomes. This also allows the Police  Department to free officers for police related calls verses medical calls as outlined in Citygate.     2020 Highlight/Change 3:   With our new staffing model of 24‐hour coverage from three buildings we have a need to create  a renewal and replacement of items not normally used by a volunteer force. This includes overnight sleeping rooms,  kitchens, laundry facilities for turnout gear and laundry for linens/uniforms, kitchen appliances, general furniture and  workout facility equipment. The Fire Department along with the Government Building Engineer developed a replacement  schedule for all equipment.  Financial Impact: $20,000 increase 1221.6660  Service Level Impact: This are items necessary for the 24/7 operation from three city buildings.   Personal  Services 84% Parts &  Supplies 7% Services &  Other  Charges 8% Capital  Outlay 0.2% Expenditure by Category Draft August 13, 2019 Work Session 66 2020‐2021 Budget Operating Budget   Fire (12)  Responsible Manager:  Mike Scott, Fire Chief  HIGHLIGHTS & CHANGES        2020 Highlight/Change 4:   As we have added career staff the need for part‐time leadership has changed. Typically, part‐ time leaders were paid a monthly stipend in addition to being paid for their training and call response. Starting in 2020 we  are proposing eliminating the stipends and paying everyone hourly for their actual time working. This also results in a pay  restructure to increase the hourly rate of pay for part‐time staff who have not had a pay increase since 2015. Eagan is  greatly below the Metro area average for part‐time fire staff and even below what we pay other City of Eagan part‐time  positions. The net result of this restructure is a slight savings over the old model.    Financial Impact: (‐$5,500) decrease annually 1221.6129  Service Level Impact: It helps increase the part‐time fire staff pay to bridge the gap with career staff and retain part‐time  staff.      2020 Highlight/Change 5:   With the change from “volunteer” staff to that of part‐time and full‐time staff and the addition  of exercise equipment at each fire station, we will eliminate the offer of free membership to the Eagan Community Center  Fitness Facility to “volunteer” staff.   Financial Impact: (‐$2,000) decrease annually 1221.6515  Service Level Impact: Equipment provided at stations for on‐duty staff.    2021 Highlight/Change 1:  The Fire Department is proposing that we follow the recommendations of the Citygate Staffing  Study from 2017. This study recommended a total of four steps to change the fire department from an all‐volunteer staffed  department to a career staffed department with coverage from all three fire stations 24/7. In our previous budget we  implemented Step 1‐2 which staffed a fire engine at all three fire stations. For 2021 Step 3 would staff a ladder truck. This  would be a total of 9 new staff (3 Captains, 6 Firefighters) divided up in three shifts for 24‐hour coverage.  The total cost  increase is offset slightly by the declining cost for the part‐time model as the staffing level has decreased from 97 in 2017 to  an estimated 15 in 2021.    Financial  Impact:   $1,095,419  increase  (includes  $1,054,419  for  salaries,  $5,500  for  uniforms  1221.6224,  $27,000  for  turnout gear 1225.6224, $8,500 for new hire medicals and psychological 1221.6318/6319)  Service  Level  Impact:  The Citygate Study outlined the need for a well‐trained, well‐staffed  fire  department  with  a  predictable and sustainable staffing model to ensure an acceptable response to emergency fire and EMS calls.         EXPENDITURE SUMMARY  Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 2,414,390 3,044,825 3,920,800 4,606,400 5,910,600 Parts and Supplies 197,190 151,388 213,700 246,400 250,100 Services and Other Charges 268,517 245,435 214,500 213,000 208,000 Capital Outlay 14,767 17,239 13,900 33,300 28,800 2,894,865 3,458,888 4,362,900 5,099,100 6,397,500 Draft August 13, 2019 Work Session 67 2020‐2021 Budget Operating Budget Fire (12)  Responsible Manager:  Mike Scott, Fire Chief    POSITION INVENTORY    INSPECTIONS            OPERATIONS          2020‐2021 WORK PLAN          Personnel 2017 2018 2019 2020 2021 Hours 111112,080 111000 Fire Prevention Specialist 0.5 0.5 0.5 0.0 0.0 0 Total 2.5 2.5 2.5 1.0 1 2,080 Deputy Chief/Marshal Fire Inspector Personnel 2017 2018 2019 2020 2021 Hours Fire Chief 1 1 1 1 1 2,080 Deputy Fire Chief 1 1 1 1 1 2,080 Fire Captain 0 1 0 0 0 0 Fire Captain/Inspector 0 0 6 9 12 24,960 Fire Fighter 3 4 12 18 24 49,920 Office Support Specialist 0 0 1 1 1 2,080 Administrative Assistant 1 1 0.8 0.8 0.8 1,664 Total 6 8 21.8 30.8 40 82,784 Activity Routine 1 Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepare training for fire department 6 Review new building plans for fire code. 7 Plan, direct and coordinate the activities of the training department. 8 Plan, direct, manage and coordinate the activities of the Fire Dept. 9 Annual budget preparation and administration of budget. 10 Respond to emergency calls. 11 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 12 Direct and manage the firefighter recruitment process. 13 Promote community relations through fire prevention and educa tion. 14 Process Fire Reports Draft August 13, 2019 Work Session 68 2020‐2021 Budget Operating Budget     Fire (12)  Responsible Manager:  Mike Scott, Fire Chief    LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT      Continued on next page  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 12 - FIRE 6110 - Salaries and Wages - Regular 753,005 1,184,845 1,905,600 2,583,000 3,469,300 6112 - Overtime - Regular 14,639 28,313 81,000 146,800 175,400 6120 - Contractual Services 10,671 18,100 18,100 18,100 6124 - Funeral Leave 826 - 6125 - Floating Holiday Pay 2,482 2,671 6127 - Empl Recog Day/Special Duty - 180 6129 - Volunteer Firefighters Compens 365,591 384,765 382,000 260,000 215,000 6132 - Compensatory Pay 1,618 (34) 6134 - Vacation Pay 44,786 95,726 6135 - Holiday Pay 35,909 55,758 6136 - Sick Pay 34,733 76,127 6142 - PERA - Coordinated 6,500 7,147 13,700 19,000 21,500 6143 - PERA - Police 126,467 201,764 309,000 405,200 572,400 6144 - FICA 21,784 29,096 40,400 55,100 68,600 6145 - Fire Relief Association 719,478 598,119 596,500 315,000 240,000 6151 - Health Insurance 121,336 165,646 332,000 531,900 788,200 6152 - Life 1,093 1,567 6154 - Disability - Long-term 2,612 3,754 6155 - Workers Compensation 138,515 174,217 235,500 265,300 335,100 6156 - Unemployment Compensation 10,329 34 7,000 7,000 7,000 6158 - Dental Insurance 3,719 6,229 6159 - VEBA 8,971 18,228 PERSONAL SERVICES 2,414,390 3,044,825 3,920,800 4,606,400 5,910,600 6210 - Office Supplies 5,274 4,122 6,000 5,500 5,500 6215 - Reference Materials 7,935 4,181 4,500 2,500 2,500 6220 - Operating Supplies - General 18,702 4,295 7,500 8,500 8,500 6221 - Film & Film Processing - - 6222 - Medical/Rescue/Safety Supplies 3,780 2,685 5,000 15,100 17,100 6224 - Clothing/Personal Equipment 55,718 62,780 47,800 70,800 71,400 6226 - Public Safety Supplies 3,888 1,847 3,500 3,500 3,500 6230 - Repair/Maintenance Supplies-Ge 14,890 2,760 17,000 17,500 17,500 6231 - Mobile Equipment Repair Parts 46,692 21,559 55,000 55,000 55,000 6234 - Field/Other Equipment Repair 4,394 2,883 6,600 6,500 6,500 6235 - Fuel, Lubricants, Additives 27,290 31,561 45,900 46,000 47,000 6238 - Communication System Parts 1,396 1,713 2,000 1,500 1,500 6240 - Small Tools 5,115 1,549 2,300 2,300 2,300 6244 - Chemicals & Chemical Products 426 246 500 700 800 6270 - Computer Software 1,691 9,207 10,100 11,000 11,000 PARTS AND SUPPLIES 197,190 151,388 213,700 246,400 250,100 Draft August 13, 2019 Work Session 69 2020‐2021 Budget Operating Budget   Fire (12)  Responsible Manager:  Mike Scott, Fire Chief    LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT (CONT’D)        Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 12 - FIRE 6310 - Professional Services-General - 326 - 6318 - Medical Services - Physical Ex 11,056 12,230 12,300 14,500 13,000 6319 - Medical Services - Other 830 2,795 4,500 - - 6320 - Instructors 40,696 19,757 8,000 12,000 12,500 6321 - Architectural Services 77 - 6323 - Testing Services 13,143 17,739 37,200 37,200 37,200 6346 - Postage 546 741 700 700 700 6347 - Telephone Service & Line Charg 735 688 1,300 900 900 6353 - Personal Auto/Parking 295 975 300 300 300 6354 - Car Washes 551 541 800 800 800 6355 - Cellular Telephone Service 6,561 6,539 7,500 7,000 7,000 6370 - General Printing and Binding 100 - - 6385 - Insurance 40,100 40,100 40,100 40,100 40,100 6425 - Mobile Equipment Repair Labor 17,955 9,145 14,000 14,000 14,000 6426 - Small Equipment Repair-Labor 112 90 - - - 6427 - Building Operations/Repair-Lab 2,500 2,500 2,500 3,000 3,500 6475 - Miscellaneous 25,004 17,952 4,500 4,000 4,000 6476 - Conferences/Meetings/Training 32,316 22,414 45,600 44,200 41,700 6477 - Local Meeting Expenses 1,368 1,791 2,000 1,600 1,600 6479 - Dues and Subscriptions 2,326 1,128 1,800 2,900 2,900 6480 - Licenses, Permits and Taxes 52 15 - 6515 - Internal Expenses (Interfund)3,251 2,664 2,000 - - 6535 - Other Contractual Services 68,941 85,055 29,000 29,000 27,000 6538 - Towing Charges - 250 400 800 800 SERVICES AND OTHER CHARGES 268,517 245,435 214,500 213,000 208,000 6650 - Furniture & Fixtures - - - 6660 - Office Furnishings & Equipment 413 8,092 2,400 20,000 20,000 6670 - Other Equipment 14,355 9,148 11,500 13,300 8,800 CAPITAL OUTLAY 14,767 17,239 13,900 33,300 28,800 TOTAL FIRE 2,894,865 3,458,888 4,362,900 5,099,100 6,397,500 Draft August 13, 2019 Work Session 70 2020‐2021 Budget                                Operating Budget    Public Works—Engineering (21)  Responsible Manager:  John Gorder, City Engineer     PURPOSE & DESCRIPTION:    The purpose of the Public Works—Engineering is to:   Provide or recommend the best‐designed and economical  solutions  in  the  most  efficient  manner  for  all  public  improvements   Technically  guide  the  Council  with  regards  to  all  engineering and public works issues   Follow the Council’s directives   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 engineering and public  works    The Public Works—Engineering 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    PERFORMANCE INDICATORS          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target NA 85%NA 90% NA NA 86%NA 90% NA 200 321 250 250 250 4.7 6.1 5.0 6.8 9.4 430 445 1,300 600 700 1.0 1.2 1.0 0.5 0.5 1.0 1.4 1.0 0.5 0.5 1.0 1.0 1.0 1.0 1.0 150 39 175 100 100 Properties assessed for public improvement Miles of water main installed Reviews of residential building permit site plans Miles of streets overlayed City Survey‐ positive about trails & sidewalks City Survey‐Good/excellent storm drainage Utility permits issued Miles of sanitary sewer installed Miles of storm sewer installed Draft August 13, 2019 Work Session 71 2020‐2021 Budget                                Operating Budget    Public Works—Engineering (21)  Responsible Manager:  John Gorder, City Engineer    HIGHLIGHTS & CHANGES  Overview:  The 2020 Engineering budget reflects an  increase of $83,100, or 5.84% for Personnel Services  from the 2019 budget. The overall increase is primarily  due to anticipated wage and benefit cost increases. The  non‐personnel  items  increase  $10,200  (13.4%),  primarily  due  to  the  proposed  acquisition  of  traffic  analysis software and GIS training.     The  2021  Engineering  budget  reflects  an  increase  of  $303,300,  or  20.4%,  from  the  2020  budget.  The  overall  increase is  primarily  due  to  additional  staffing  requests  and  anticipated wage increases. The non‐personnel items decrease $1,900 (2.2%), primarily due to office space needs for the  additional staffing requests.    2020 Highlight/Change 1: StreetLight traffic data analysis software purchase from the MN Department of Transportation.  StreetLight InSight data software will provide accurate traffic pattern and circulation information, useful in preparing and  verifying traffic studies and analysis performed as part of development and environmental reviews.   Financial Impact: $5,000 increase Engineering Dept 21 (General Fund)  Service Level Impact: Enhance evaluation, planning and management of City’s transportation infrastructure assets. 2021 Highlight/Change 1: Addition of the Deputy Director position. Growth, aging infrastructure, technology, and changing  service level expectations have made effective public works services unsustainable at the current staffing levels.   Financial Impact: $117,000 increase to Engineering, Dept 21 (General Fund)    Service Level Impact: Enhance the efficiency of services, helping to ensure economically and environmentally responsible  management and maintenance of the public rights of way, City‐owned fleet and equipment, and public infrastructure  systems  and  facilities.    Better  evaluation  and  coordination  of the  assets,  such  as  long‐term  public  infrastructure  requirements, of the City will enable staff to effectively meet the needs and the welfare of the community.  2021 Highlight/Change 2: Addition of a Project Coordinator position. Contract and project management tasks, dependably  completed by Engineering staff, have steadily increased over the past twenty plus years, without a corresponding increase  in staff.      Financial Impact: $115,000 increase to Engineering, Dept 21 (General Fund)    Service Level Impact: Improve productivity and customer service by increasing the department’s ability to coordinate and  oversee  the  inspection  of  development‐related  activities  to  ensure  completion  of  the  developer’s  contractual  commitments. Would also coordinate contract and construction management to ensure all projects (public and privately  installed) are constructed within the scope of the project, on schedule, within budget, and with minimal disruption to  existing public infrastructure and the public/customers.                     Draft August 13, 2019 Work Session 72 2020‐2021 Budget                                Operating Budget    Public Works—Engineering (21)  Responsible Manager:  John Gorder, City Engineer        EXPENDITURE SUMMARY      POSITION INVENTORY      2020‐2021 WORK PLAN      Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,191,911 1,257,301 1,346,600 1,419,500 1,724,700 Parts and Supplies 10,946 10,205 11,500 17,000 15,900 Services and Other Charges 78,636 42,445 59,000 61,100 58,000 Capital Outlay 3,522 3,492 5,600 8,200 10,500 1,285,016 1,313,443 1,422,700 1,505,800 1,809,100 Personnel 2017 2018 2019 2020 2021 Hours Public Works Director 0.6 0.6 0.6 0.6 0.6 1,248 Deputy Director 0.0 0.0 0.0 0.0 0.6 1,248 City Engineer 111112,080 Assistant City Engineer 111112,080 Transportation Operations Engineer 0.4 0.4 0.4 0.3 0.3 624 Project Coordinators 222236,240 Engineering Technician 333336,240 Engineering Aide 111112,080 Clerical Technician 111112,080 GIS Technician 0 0 0 0.5 0.5 1,040 Total 10.0 10.0 10.0 10.4 12.0 23,920 1 2 3 4 5 6 7 8 9 10 11 12 Review and implement comprehensive infrastructure plans Maintain and upgrade the GIS service delivery program Provide general administration/supervision to the Engineering Division Manage the Municipal State Aid Street funding program Evaluate and provide local traffic management Evaluate and initiate transportation planning Monitor and manage the budget Collect data and prepare the annual report Activity Routine Manage and administer public improvements; implement Capital Improvement Plan Manage and inspect private developments Provide general engineering customer service Manage the Storm Water Pollution Prevention Program (SWPPP) Draft August 13, 2019 Work Session 73 2020‐2021 Budget                                Operating Budget    Public Works—Engineering (21)  Responsible Manager:  John Gorder, City Engineer    LINE ITEM DETAIL        Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 21 - ENGINEERING 6110 - Salaries and Wages - Regular 718,921 767,330 1,003,500 1,047,600 1,266,700 6112 - Overtime - Regular 22,094 21,369 20,000 20,000 20,000 6124 - Funeral Leave 3,897 964 - - - 6125 - Floating Holiday Pay 5,951 5,742 - - - 6127 - Empl Recog Day/Special Duty 227 1,075 - - - 6130 - Salaries and Wages - Temporary 15,450 17,558 19,800 19,800 19,800 6131 - Overtime - Temporary 24 - 200 200 200 6134 - Vacation Pay 86,715 106,868 - - - 6135 - Holiday Pay 38,297 40,142 - - - 6136 - Sick Pay 49,156 18,529 - - - 6142 - PERA - Coordinated 67,029 71,913 76,800 80,100 96,500 6144 - FICA 64,177 68,832 77,700 80,400 96,600 6151 - Health Insurance 91,691 105,812 143,900 164,600 216,700 6152 - Life 1,021 1,091 - - - 6154 - Disability - Long-term 2,489 2,662 - - - 6155 - Workers Compensation 3,262 3,635 4,700 6,800 8,200 6158 - Dental Insurance 3,968 4,769 - - - 6159 - VEBA 17,540 19,011 - - - PERSONAL SERVICES 1,191,911 1,257,301 1,346,600 1,419,500 1,724,700 6210 - Office Supplies - 53 6220 - Operating Supplies - General 1,079 2,048 1,600 1,700 1,700 6224 - Clothing/Personal Equipment 449 652 700 1,400 1,100 6231 - Mobile Equipment Repair Parts 4,780 1,393 2,000 2,000 2,000 6232 - Small Equipment Repair Parts 20 471 500 500 500 6235 - Fuel, Lubricants, Additives 4,618 5,364 6,100 5,500 5,500 6270 - Computer Software - 225 600 5,900 5,100 PARTS AND SUPPLIES 10,946 10,205 11,500 17,000 15,900 6310 - Professional Services-General 43,773 5,760 15,300 15,300 15,300 6311 - Legal 198 - - - - 6346 - Postage 927 1,463 1,600 1,600 1,600 6353 - Personal Auto/Parking 4,218 4,234 4,900 4,900 4,900 6354 - Car Washes 33 53 200 - - 6355 - Cellular Telephone Service 6,844 7,732 9,400 7,600 7,500 6370 - General Printing and Binding 10 175 100 100 100 6385 - Insurance 8,400 8,400 8,400 8,400 8,400 6425 - Mobile Equipment Repair Labor 1,148 117 300 300 300 6426 - Small Equipment Repair-Labor - 22 200 200 200 6476 - Conferences/Meetings/Training 9,089 10,053 15,300 18,400 16,500 6477 - Local Meeting Expenses 205 316 600 500 600 6479 - Dues and Subscriptions 2,013 2,178 2,200 2,200 2,200 6480 - Licenses, Permits and Taxes - 652 100 1,200 - 6481 - Recording Fees 395 138 400 400 400 6487 - VISA/MC Bank Charges 1,384 1,154 - - - SERVICES AND OTHER CHARGES 78,636 42,445 59,000 61,100 58,000 6660 - Office Furnishings & Equipment 3,522 3,492 5,600 8,200 10,500 CAPITAL OUTLAY 3,522 3,492 5,600 8,200 10,500 TOTAL ENGINEERING 1,285,016 1,313,443 1,422,700 1,505,800 1,809,100 Draft August 13, 2019 Work Session 74 2020‐2021 Budget                                Operating Budget    Public Works—Streets & Highways (22)  Responsible Manager:  Tim Plath, Transportation Operations Engineer    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, street‐lights 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          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 240 243 243 244 244 479 475 500 500 500 301 488 400 400 400 $2,472  $2,058  $2,500  $2,500  $2,500  84 83 80 78 78 79% N/A 85% 85% 85% 71% N/A 85% 85% 85% 70% N/A 80% 80% 80% Miles of streets maintained  Employee days spent maintaining roads/trails Employee days spent sweeping Snow removal cost per mile, annual Avg pavement condition rating  (0‐poor, 100‐ Street repair/maintenance rating excellent or good  Snowplowing rating excellent or good (resident  Winter trail/sidewalk maintenance excellent or  good (resident survey) Draft August 13, 2019 Work Session 75 2020‐2021 Budget                                Operating Budget    Public Works–Streets & Highways (22)  Responsible Manager:  Tim Plath, Transportation Operations Engineer     HIGHLIGHTS & CHANGES  Overview:  The  Transportation  Operations  (Streets  &  Highways)  Division  proposed  non‐personnel  budget  would  increase  by  $258,100  or  11.7%  from  the  2019  budget.    The  proposed  personnel  budget  would  increase  by  $197,800  or  13.3%.    The  2021  proposed  budget is set to increase 2.94% or by $72,700.    The  Transportation  Operations  (Streets  &  Highways)  Division  proposed  non‐personnel  budget  would  decrease  by  $62,200  or  6.4%  from  the  2020  budget.   The  proposed  personnel  budget  would  increase  by  $128,700 or 8.0%.    2020‐2021 Highlight/Change 1:  Minimal leftover materials from previous years and the challenging 2018‐2019 winter  season have eliminated our stockpile of ice control materials.  In addition to purchase materials to replenish our stockpile,  the quantity of materials being purchased includes an annual amount based on historical needs.  In 2021, the quantity of ice  control materials needed is estimated to return to a historical average after a one‐year increase.  Financial Impact: $102,500 increase in 2020 and a decrease of $83,000 in 2021 (6256).  Service Level Impact: Ability to maintain current winter snow and ice control service levels.    2020‐2021  Highlight/Change  2:  A decrease in the quantity of pavement markings needing annual  repainting  as  the  pavement management program is implemented.  Financial Impact: $146,500 decrease in 2020 and an increase of $14,500 in 2021 (6566).  Service Level Impact: Maintaining pavement markings to adequate levels of visibility and reflectivity.    2020 Highlight/Change 1:  Reclassify existing Engineering Technician I position to Engineering Technician‐ Streets.   Financial Impact: $4,400 increase in personnel services  Service Level Impact: The Engineering Technician ‐ Streets reclassification provides greater service to the City through  contract management, project design support and technical assistance.    2020 Highlight/Change 2:  Add new Street Maintenance Worker position.   Financial Impact: $98,000 increase in personnel services  Service Level Impact: The new position will increase efficiency and productivity in all areas of Street Maintenance.  It will  also improve response time and customer service for our residents and to our internal departments.    2020 Highlight/Change 3:   Add proportional cost (1/6 of total cost) for a new Asset Manager position that was hired in  2019.  Financial Impact:  $ 19,200 increase in personnel services   Service Level Impact:  The position will assist all divisions within the Public Works Department in collecting asset  information, maintaining the asset inventory, providing financial plans for long‐term infrastructure maintenance and  assisting with developing short‐term operations plans.    2021 Highlight/Change 1:   Add proportional cost (1/6 of total cost) for a new Deputy Director position.  Financial Impact:  $ 41,200 increase in personnel services   Service Level Impact:  The position will assist the Public Works Director and all divisions within the Public Works  Department in leading, planning and executing department tasks.    Draft August 13, 2019 Work Session 76 2020‐2021 Budget                                Operating Budget    Public Works–Streets & Highways (22)  Responsible Manager:  Tim Plath, Transportation Operations Engineer        EXPENDITURE SUMMARY            POSITION INVENTORY          2020‐2021 WORK PLAN    Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,291,006 1,420,639 1,482,300 1,680,100 1,814,700 Parts and Supplies 364,365 394,461 484,800 595,600 519,900 Services and Other Charges 99,884 167,361 236,700 182,800 197,400 Capital Outlay 947 2,606 4,300 7,700 6,600 1,756,202 1,985,067 2,208,100 2,466,200 2,538,600 Personnel 2017 2018 2019 2020 2021 Hours Deputy Director 0 0 0 0 0.17 354 Operations and Transportation Engineer 0.6 0.6 0.6 0.6 0.6 1,248 Streets Supervisor 1 1 1 1 1 2,080 Asset Manager 0 0 0 0.17 0.17 354 Technician/Inspector 1 1 1 1 1 2,080 Maintenance Workers 10 10 10 11 11 22,880 Streets Engineering Tech.0 0.75 1 1 1 2,080 Total 12.6 13.4 13.6 14.8 14.9 31,075 1 2 3 4 5 6 7 8 9 10 11 12 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training) Evaluate and initiate transportation planning Review and implement comprehensive infrastructure plans Sweeping Buildings, facilities Curb and gutter work Crackseal Boulevard/tree & storm system maintenance Customer service response Activity Routine Bituminous surface maintenance Snow and ice control Signs/traffic control Draft August 13, 2019 Work Session 77 2020‐2021 Budget                                Operating Budget    Public Works–Streets & Highways (22)  Responsible Manager:  Tim Plath, Transportation Operations Engineer    LINE ITEM DETAIL    Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 22 - STREETS AND HIGHWAYS 6110 - Salaries and Wages - Regular 757,745 798,511 1,007,100 1,127,100 1,196,600 6112 - Overtime - Regular 25,069 72,351 38,800 38,800 38,800 6124 - Funeral Leave 4,453 4,836 - - - 6125 - Floating Holiday Pay 6,786 7,770 - - - 6127 - Empl Recog Day/Special Duty 1,112 319 - - - 6130 - Salaries and Wages - Temporary 14,304 11,355 35,300 35,300 35,300 6131 - Overtime - Temporary 84 - - - - 6132 - Compensatory Pay 9,872 7,171 - - - 6134 - Vacation Pay 63,340 64,191 - - - 6135 - Holiday Pay 36,276 40,339 - - - 6136 - Sick Pay 35,900 30,278 - - - 6142 - PERA - Coordinated 69,478 77,668 78,400 87,400 92,700 6144 - FICA 67,063 74,932 82,700 91,900 97,200 6151 - Health Insurance 131,395 150,936 174,400 218,500 263,700 6152 - Life 1,346 1,444 - - - 6154 - Disability - Long-term 3,305 3,491 - - - 6155 - Workers Compensation 46,166 50,610 65,600 81,100 90,400 6156 - Unemployment Compensation 362 - - - 6158 - Dental Insurance 4,426 5,244 - - - 6159 - VEBA 12,887 18,830 - - - PERSONAL SERVICES 1,291,006 1,420,639 1,482,300 1,680,100 1,814,700 6210 - Office Supplies 90 631 - - - 6215 - Reference Materials - 132 100 100 100 6220 - Operating Supplies - General 9,198 3,028 6,600 6,600 6,600 6222 - Medical/Rescue/Safety Supplies 3,203 2,126 3,700 8,700 8,700 6224 - Clothing/Personal Equipment 5,598 6,907 5,500 5,600 6,000 6230 - Repair/Maintenance Supplies-Ge 1,007 308 - - - 6231 - Mobile Equipment Repair Parts 77,466 95,494 87,700 93,500 95,500 6235 - Fuel, Lubricants, Additives 48,852 79,681 104,900 100,100 103,100 6240 - Small Tools 13 - - - - 6243 - Heating Oil/Propane/Other Fuel 188 128 800 1,400 1,400 6255 - Street Repair Supplies 44,791 13,057 53,500 55,100 57,000 6256 - Snow Removal/Ice Control Suppl 156,835 179,837 202,000 304,500 221,500 6257 - Signs & Striping Material 17,126 13,134 20,000 20,000 20,000 PARTS AND SUPPLIES 364,365 394,461 484,800 595,600 519,900 6346 - Postage 4 20 300 300 300 6355 - Cellular Telephone Service 5,748 8,213 6,400 6,500 6,500 6370 - General Printing and Binding 30 513 800 1,000 1,000 6385 - Insurance 26,100 26,100 26,100 26,100 26,100 6405 - Electricity 174 177 200 200 200 6425 - Mobile Equipment Repair Labor 5,585 13,603 22,500 22,500 22,500 6429 - Street Repair-Labor 19,202 14,475 37,400 - - 6457 - Machinery & Equipment-Rental 2,676 - 4,000 4,000 4,000 6476 - Conferences/Meetings/Training 4,428 6,229 8,100 7,500 7,600 6478 - Tuition and Book Reimbursement 1,475 - - - - 6479 - Dues and Subscriptions 743 574 600 600 600 6480 - Licenses, Permits and Taxes 149 928 - - - 6535 - Other Contractual Services 7,190 2,263 17,200 17,200 17,200 6564 - Snow & Ice Removal 15,023 36,681 37,500 40,500 40,500 6566 - Striping 11,359 57,586 75,600 56,400 70,900 SERVICES AND OTHER CHARGES 99,884 167,361 236,700 182,800 197,400 6660 - Office Furnishings & Equipment - 1,331 - - - 6670 - Other Equipment 947 1,275 4,300 7,700 6,600 CAPITAL OUTLAY 947 2,606 4,300 7,700 6,600 TOTAL STREETS AND HIGHWAYS 1,756,202 1,985,067 2,208,100 2,466,200 2,538,600 Draft August 13, 2019 Work Session 78 2020‐2021 Budget                                Operating Budget    Public Works – Central Services Maintenance (24)  Responsible Manager:  Tim Plath, Transportation Operations Engineer   Amy Grannes, Administrative Supervisor       PURPOSE & DESCRIPTION    The purpose of the Public Works – Central Services/Equipment  Maintenance Division is to:    Provide administrative, clerical, and customer service  support for all departments located at the Maintenance  Facility.  This includes Streets, Equipment Maintenance,  Water, Sewer, Parks, Forestry and Water Quality  Departments   Provides maintenance and repair for all City vehicles and equipment across all departments, including police and  fire    The Public Works – Central Services/Equipment Maintenance Division is responsible for the following functions:    Central services process all customer service requests for any maintenance services provided by the City   Central Services manages and operates software programs to support maintenance service delivery     Equipment Maintenance crews maintain equipment for safe and efficient operation   Equipment maintenance staff performs vehicle safely inspections     PERFORMANCE INDICATORS        2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 1,488 1,344 1,300 1,400 1,400 108 110 108 110 110 62% 38% 65% 50% 50% 1.0% 3.2% 1.0% 2.0% 2.0% 1.0% 1.0% 1.0% 1.0% 1.0% Customer Service requests responded to Units (cars/trucks/heavy equipment) serviced per mechanic  Scheduled (vs. unscheduled) maintenance as % of total  Average Unit Downtime (industry standard is 5%) Comebacks (return for repeat work)  (industry standard is 3%) Draft August 13, 2019 Work Session 79 2020‐2021 Budget                                Operating Budget    Public Works – Central Services Maintenance (24)  Responsible Manager: Tim Plath, Transportation, Operations Engineer   Amy Grannes, Administrative Supervisor       HIGHLIGHTS & CHANGES  Overview: The Central Services Division non‐personnel  budget  is  programmed  to  increase  by  $133,800  or  15.0% from the 2019 budget.  The personnel budget  proposal would increase by $117,700 or 15.4%.  The  2021 budget is set to increase by $85,900 or 5.3% from  the 2020 budget.  The Central Services Division non‐ personnel budget increases by $7,600.             2020 Highlight/Change 1:   Increase proportional cost (1/6 of total cost) for a new Asset Manager position.  Financial Impact:  $ 19,200 increase in personnel services   Service Level Impact:  The position will assist all divisions within the Public Works Department in collecting asset  information, maintaining the asset inventory, providing financial plans for long‐term infrastructure maintenance and  assisting with developing short‐term operations plans.    2020 Highlight/Change 2:   Increase for Fleet Maintenance and GIS staff training.  Financial Impact:  $8,500 increase (6476)  Service Level Impact:  Allow GIS and Fleet Maintenance staff to attend training and conferences which will enhance the  City’s ability to leverage existing investments in technology and equipment.  Provide Fleet Maintenance staff to receive  skills training better advance their knowledge.      2021 Highlight/Change 1:   Increase cost for an additional Seasonal Equipment Maintenance worker position.  Financial Impact:  $ 21,600 increase in personnel services   Service Level Impact:  The position will seasonally assist the Fleet Maintenance staff with miscellaneous tasks such as  general Shop and building clean‐up, parts pick‐up, vehicle pick‐up and delivery, loading and hauling of material for  equipment maintenance, and perform minor vehicle, building, and grounds maintenance.    2021 Highlight/Change 2:   Replace large‐scale plotter.    Financial Impact:  $ 6,200 increase (6660)   Service Level Impact:  The large‐scale plotter is nearing the end of its useful life and it due for replacement.  The plotter is  used by multiple departments at the Central Maintenance Facility and assists in plotting a variety of large‐size documents  such as work maps, aerial photos and development plans necessary for daily operations.                    Draft August 13, 2019 Work Session 80 2020‐2021 Budget                                Operating Budget    Public Works – Central Services Maintenance (24)  Responsible Manager:  Tim Plath, Transportation Operations Engineer   Amy Grannes, Administrative Supervisor        EXPENDITURE SUMMARY              POSITION INVENTORY          2020‐2021 WORK PLAN                    Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 571,912 656,641 763,900 881,600 959,900 Parts and Supplies 30,572 36,250 58,900 63,700 64,200 Services and Other Charges 33,997 53,194 58,400 71,000 71,900 Capital Outlay 8,557 14,854 11,300 10,000 16,200 645,038 760,938 892,500 1,026,300 1,112,200 Personnel 2017 2018 2019 2020 2021 Hours Shop Supervisor/Chief Mechanic 1111 12,080 Transportation Operations Engineer 0 0 0 0.10 0.10 208 Asset Manager 0 0 0.17 0.17 0.17 354 GIS Technician (50% Maintenance) 0.5 0.5 0.5 0.5 0.5 1,040 Equipment Maintenance Workers 2 2 3 3 3 6,240 Office Supervisor 1 1.0 1 1 1 2,080 Administrative Assistant 1 1 1 1 1 2,080 PT GIS/Office Support 0.5 0.5 0.6 0.6 0.6 1,300 Total 5.5 5.8 7.27 7.40 7.40 15,382 1 2 3 4 5 Buildings, facilities maintenance General administration Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.) Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.) Snow plowing (assist Street Maint.) Routine Activity Draft August 13, 2019 Work Session 81 2020‐2021 Budget                                Operating Budget    Public Works – Central Services Maintenance (24)  Responsible Manager:  Tim Plath, Transportation, Operations Engineer   Amy Grannes, Administrative Supervisor   LINE ITEM DETAIL         Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 24 - CENTRAL SERVICES 6110 - Salaries and Wages - Regular 350,299 391,947 530,600 602,500 654,900 6112 - Overtime - Regular 1,952 16,212 7,000 7,000 7,000 6124 - Funeral Leave 1,440 2,859 - - - 6125 - Floating Holiday Pay 2,714 3,187 - - - 6127 - Empl Recog Day/Special Duty 308 145 - - - 6130 - Salaries and Wages - Temporary 5,237 - 27,000 27,000 27,000 6131 - Overtime - Temporary 145 - - - - 6132 - Compensatory Pay 3,726 688 - - - 6134 - Vacation Pay 27,062 31,148 - - - 6135 - Holiday Pay 17,937 20,186 - - - 6136 - Sick Pay 18,106 27,126 - - - 6137 - Jury Duty Pay 755 - - - - 6142 - PERA - Coordinated 30,676 35,973 40,300 45,700 49,600 6144 - FICA 29,569 34,324 43,200 48,700 52,700 6151 - Health Insurance 54,916 61,908 95,600 117,300 133,200 6152 - Life 553 597 - - - 6154 - Disability - Long-term 1,323 1,424 - - - 6155 - Workers Compensation 15,597 18,046 20,200 33,400 35,500 6158 - Dental Insurance 2,099 2,506 - - - 6159 - VEBA 7,500 8,365 - - - PERSONAL SERVICES 571,912 656,641 763,900 881,600 959,900 6210 - Office Supplies 6,038 6,371 5,600 6,600 6,600 6220 - Operating Supplies - General - 100 300 300 300 6222 - Medical/Rescue/Safety Supplies 851 490 1,100 1,300 1,300 6224 - Clothing/Personal Equipment 1,333 1,809 1,500 2,000 2,000 6230 - Repair/Maintenance Supplies-Ge - 1,289 20,000 20,000 20,000 6231 - Mobile Equipment Repair Parts 1,772 1,737 2,000 2,000 2,000 6234 - Field/Other Equipment Repair 3,290 3,396 3,800 3,800 3,800 6235 - Fuel, Lubricants, Additives 1,221 849 1,500 2,800 2,800 6240 - Small Tools 4,295 8,819 10,000 10,000 10,000 6241 - Shop Materials 8,304 9,237 7,100 9,000 9,000 6270 - Computer Software 3,470 2,152 6,000 5,900 6,400 PARTS AND SUPPLIES 30,572 36,250 58,900 63,700 64,200 6346 - Postage 58 17 6347 - Telephone Service & Line Charg 1,074 1,118 2,500 2,500 2,500 6355 - Cellular Telephone Service 287 1,100 1,000 1,300 6385 - Insurance 15,400 15,400 15,400 15,400 15,400 6425 - Mobile Equipment Repair Labor - - 500 500 500 6428 - Field/Other Equipment Repair-L 1,184 1,419 2,700 2,700 2,700 6476 - Conferences/Meetings/Training 1,698 2,401 5,100 16,500 16,500 6477 - Local Meeting Expenses - (0) 200 200 200 6479 - Dues and Subscriptions - 120 - 700 700 6480 - Licenses, Permits and Taxes 94 50 300 300 300 6535 - Other Contractual Services 13,055 - - - 6539 - Waste Removal/Sanitation Servi 14,338 19,327 29,100 29,700 30,300 6569 - Maintenance Contracts 150 - 1,500 1,500 1,500 SERVICES AND OTHER CHARGES 33,997 53,194 58,400 71,000 71,900 6660 - Office Furnishings & Equipment 2,001 6,758 3,800 2,500 8,700 6670 - Other Equipment 6,557 8,096 7,500 7,500 7,500 CAPITAL OUTLAY 8,557 14,854 11,300 10,000 16,200 TOTAL CENTRAL SERVICES 645,038 760,938 892,500 1,026,300 1,112,200 Draft August 13, 2019 Work Session 82 2020‐2021 Budget                                Operating Budget      Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, 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   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          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 5,148 5,151 5,600 5,500 5,500 91,146 93,364 85,000 92,000 92,000 9,540 9,679 10,000 10,000 10,000 13,419 15,759 16,000 16,000 16,000 95% 95% 95% 100% 100% 99% 99% 99% 100% 100% Hours of Subsidized programs Participants in Subsidized programs Hours of fee based programs Participants in fee based programsyy, yp programs as good or excellentyy,pp p g satisfied with their experience in recreation programs Draft August 13, 2019 Work Session 83 2020‐2021 Budget                                Operating Budget    Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation      HIGHLIGHTS & CHANGES   Overview:  The  Recreation/Administration  Division  budget in 2020 is set to increase $263,400 or 10.1%.   The  2021  budget  is  programmed  to  increased  $89.900  or  3.35%.  Personnel‐related  expenses  are  increasing 11.5% from 2019 to 2020 and is mostly  due increases in Salary and Wages for Temporary  and Seasonal staff.                  2020 Highlight/Change 1:  Modifications to Art House program area will increase the overall revenue and expenses. There  are  staffing  increases due  to  increased  hours  of  programming,  wages  and paid  staff time  for mandatory  trainings.  In  addition,  increase  in  expenses  include  3  part  time  variable  hour  Program  assistant.  There  are  also  increases  in  Advertising/Publicity to reflect increased outreach. The 2019 revenue is programmed to reflect additional revenue based on  actual revenues from 2018.  Financial Impact: $6,500 in Revenue and $28,700 in expenses compared to overall budgeted totals in 2019.  Service Level Impact: Based on community feedback and the changing demographics in Eagan, increased programming in  outreach areas, increase in staff hours and training for staff is needed to address the demographic growth in this service  area.      2020 Highlight/Change 2:  Harvest of Art and Art Block program area will see an increase in the overall revenue and  decrease in expenses. There are staffing and supply increases due to the addition of the Art Block program. Some of this  program will be dependent on securing grant funding.  Financial Impact: $8,700 increase in Revenue and $5,000 decrease in expenses compared to overall budgeted totals in  2019.  Service Level Impact: Based on community feedback and the changing demographics in Eagan, increased programming in  the Arts, partnerships and sponsorship are needed to address the demographic growth in our community.    2020 Highlight /Change 3:  The budget for volunteers program is programmed to decrease due to the removal of the  expense for the Volgistics software program. Rec Trac software has incorporated the tracking of volunteers.   Financial Impact: $5,700 decrease in expenses  Service Level Impact:  None    2020 Highlight /Change 4:  League registrations for adult sports have continued to decline in the past 8 years.  The 2020  budget is programmed to reflect the decline based on actual revenues from 2018 and the projection of actuals from 2019.   Adult Softball has mostly contributed to the decline as well the elimination of broomball leagues.  While staff is trying new  alternative adult leagues based on items like bean bags, bocce, pickleball and other new opportunities, none of these will  have the net positive financial revenue impacts that adult softball has had in the past.  Financial Impact: $28,400 decrease in revenue over the 2019 projected budget. $18,800 decrease in expenses over the  2019 projected  Service Level Impact:  Less league offerings for adult softball, but increased leagues in non‐traditional sports such as Bocce,  Bean Bag and Pickleball leagues and lessons.  Draft August 13, 2019 Work Session 84 2020‐2021 Budget                                Operating Budget    Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation          2020 Highlight/Change 5:  The Rec on the Go Program, Pop Up events and onsite visits are all included in this budget as  part of the Outreach and Engagement program.  These programs specifically address equity issues and access to programs  for the entire city.  Financial Impact: $15,600 in Expenses and $5,000 in Revenue   Service Level Impact: Based on community dialogs and feedback from the Eagan Police Department, the Rec on the Go  Program  started  in  2019  and  during  2019  is  being  absorbed  into other  budgets.  A  new  program  is  being  setup  for  expenditures and donation and sponsorship revenue.     2020  Highlight/Change  6:    The  Special  Event  budget  encompasses  all  special  events  handled through the Recreation  Division. The 2020 and 2021 program budgets reflect a few changes to the budget with increased staffing needs but is  offset a little with anticipated amounts of increased sponsorships  Financial Impact: $7,700 in Expenses and $5,850 in Revenue   Service Level Impact: through multiple feedback mechanisms, large community building events are supported and desired  within the City of Eagan. These events will enhance these initiatives of more affordable, community building, community  wide events.     2020 Highlight/Change 7: Overall increases in revenue and expenses in the CDBG 62+ Senior program area reflect the  increase in health and wellness and other program offerings. In order to ensure proper spenddown of accumulated CDBG  funds an increase in both areas is necessary.   Financial Impact: $45,700 in Expenses and $36,400 in Revenue   Service Level Impact: based on community feedback and senior surveys, increased programming is needed to address the  demographic growth in this service area. Residents will see increased program offerings and in more locations in the  62+Senior program area.     2020 Highlight/Change 8: Overall increases in expenses for Program Assistants and Part time/Internship/variable hour  seasonal staff to support the Recreation Division.  Trends of recreation divisions across the twin cities that are so reliant on  part time staffing have shown increased wages are needed to be competitive with private market employers who are  moving towards a local $15 per hour starting wage.  In addition, increases in mandatory staff meetings and trainings,  addition of outreach programs like Rec on the Go, Pop Ups and collaborative  programs  with  partner  organizations,  additional part time support is requested.   Financial Impact: $28,800 in Expenses   Service Level Impact: The increase in staffing and offerings will assist in meeting the demand of the community with the  many additions of subsidized programs, and residents will see increased offerings in their neighborhood parks as well as  more events to be engaged in creating community.    EXPENDITURE SUMMARY   Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,665,325 1,810,937 1,863,000 2,077,700 2,159,800 Parts and Supplies 108,293 116,831 133,900 149,100 148,500 Services and Other Charges 418,482 380,206 413,000 444,900 453,100 Capital Outlay 7,674 4,315 8,300 9,500 9,700 Other 494 1,293 1,000 1,400 1,400 2,200,269 2,313,582 2,419,200 2,682,600 2,772,500 Draft August 13, 2019 Work Session 85 2020‐2021 Budget                                Operating Budget    Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation      POSITION INVENTORY      2020‐2021 WORK PLAN    Personnel 2017 2018 2019 2020 2021 Hours Director of Parks and Recreation 1 1 1 1 1 2,080 Superintendent of Operations 1 0 0 0 0 0 Recreation Facility Manager 1 0 0 0 0 0 Assistant Parks and Recreation Director 0 1 1 1 1 2,080 Administrative Analyst 0 1 0 0 0 0 Recreation Program Manager 1 1 1 1 1 2,080 Recreation Program Supervisor 3.6 3.8 3.8 4.8 4.8 9,984 Sports Program Assistant 1 1 1 0 0 0 Clerical Technicians 3.4 3.9 3.9 3.4 3.4 7,072 Recreation Technician 0   0 0 0.5 0.5 1 Office Supervisor 1 0.5 0 0 0 0 Administrative Supervisor 0 0 0.5 0 0 0 Total 13 13 12.2 11.7 11.7 23,297 1 2 3 4 5 6 7 8 9 Provide department administration ‐ Parks, Recreation & Revenue Facilities Activity Routine Respond to concerns and suggestions from residents Account for collection of revenues from all department facilities and programs Providing recreation programs and services Oversee development and construction projects Prepare information for City Council Provide support to Advisory Parks Commission Provide program registration, facility reservations, and answer public inquiries Provide support for special events and community partner groups . Draft August 13, 2019 Work Session 86 2020‐2021 Budget Operating Budget    Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL                        Cont’d on next page  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 30 - RECREATION 6110 - Salaries and Wages - Regular 774,071 825,620 999,200 1,061,400 1,095,700 6112 - Overtime - Regular - 2,142 - - - 6124 - Funeral Leave 1,569 1,741 - - - 6125 - Floating Holiday Pay 5,274 5,865 - - - 6127 - Empl Recog Day/Special Duty 895 659 - - - 6130 - Salaries and Wages - Temporary 414,283 435,016 482,000 582,000 603,800 6131 - Overtime - Temporary 125 232 - - - 6132 - Compensatory Pay 1,179 520 - - - 6134 - Vacation Pay 57,959 80,034 - - - 6135 - Holiday Pay 37,751 40,176 - - - 6136 - Sick Pay 38,733 60,925 - - - 6142 - PERA - Coordinated 85,045 90,400 94,200 102,900 106,300 6144 - FICA 95,697 101,173 111,800 123,700 127,400 6151 - Health Insurance 105,318 116,549 149,900 167,600 185,100 6152 - Life 1,167 1,178 - - - 6154 - Disability - Long-term 3,064 3,102 - - - 6155 - Workers Compensation 21,327 22,998 25,900 40,100 41,500 6156 - Unemployment Compensation 80 64 - - - 6158 - Dental Insurance 3,790 4,375 - - - 6159 - VEBA 17,999 18,171 - - - PERSONAL SERVICES 1,665,325 1,810,937 1,863,000 2,077,700 2,159,800 6210 - Office Supplies 3,871 5,654 5,200 6,000 6,200 6211 - Office Printed Material/Forms 2,564 80 - - - 6212 - Office Small Equipment - 104 - - - 6220 - Operating Supplies - General 13,044 10,542 12,200 13,600 13,000 6222 - Medical/Rescue/Safety Supplies 477 2,391 2,500 3,300 3,300 6224 - Clothing/Personal Equipment 2,238 3,129 2,400 3,000 3,000 6227 - Recreation Equipment/Supplies 85,177 94,381 106,300 115,900 116,200 6239 - Park Facility Repair Parts 152 - - - - 6270 - Computer Software 770 550 5,300 7,300 6,800 PARTS AND SUPPLIES 108,293 116,831 133,900 149,100 148,500 Draft August 13, 2019 Work Session 87 2020‐2021 Budget Operating Budget    Parks & Recreation—Recreation/Administration Division (30)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL (CONT’D)                        Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 6310 - Professional Services-General 750 - 6,600 6,600 6,600 6320 - Instructors 75,799 88,341 104,700 126,700 129,000 6326 - Athletic Team Sanction Fees 3,540 4,406 5,200 5,000 5,100 6327 - Sporting Event Officials 66,675 60,116 75,300 69,800 70,900 6328 - Special Events/Admission Fees 3,127 2,257 2,200 2,600 2,600 6329 - Tournament Entry Fees 600 185 1,400 1,200 1,200 6331 - Scholarship Expenses 5,705 4,911 6,500 8,000 8,000 6346 - Postage 5,017 8,565 8,800 9,000 9,200 6353 - Personal Auto/Parking 4,218 4,509 4,500 4,600 4,600 6355 - Cellular Telephone Service 7,486 5,280 11,300 10,300 10,800 6357 - Advertising/Publication 17,425 19,375 15,700 26,900 27,400 6370 - General Printing and Binding 443 1,740 1,500 1,700 1,800 6385 - Insurance 8,900 8,900 8,900 8,900 8,900 6456 - Building Rental 7,288 6,939 11,100 9,300 7,400 6457 - Machinery & Equipment-Rental 3,832 1,145 2,900 2,000 2,000 6475 - Miscellaneous 36,279 40,048 39,700 32,000 32,000 6476 - Conferences/Meetings/Training 10,513 10,623 11,800 13,000 13,000 6477 - Local Meeting Expenses 2,419 1,082 5,000 10,000 10,100 6479 - Dues and Subscriptions 3,630 2,810 3,100 3,200 3,200 6480 - Licenses, Permits and Taxes 96 95 1,000 - - 6487 - VISA/MC Bank Charges 24,923 21,537 18,000 22,000 25,000 6515 - Internal Expenses (Interfund)63,765 55,767 50,000 50,000 50,000 6535 - Other Contractual Services 53,769 20,803 6,800 6,600 6,800 6537 - Janitorial Service 90 - - - - 6539 - Waste Removal/Sanitation Servi - (366) - - - 6550 - Transportation Services 12,194 11,138 11,000 15,500 17,500 SERVICES AND OTHER CHARGES 418,482 380,206 413,000 444,900 453,100 6660 - Office Furnishings & Equipment 7,674 4,315 8,300 9,500 9,700 CAPITAL OUTLAY 7,674 4,315 8,300 9,500 9,700 6855 - Merchandise for Resale 494 1,293 1,000 1,400 1,400 OTHER 494 1,293 1,000 1,400 1,400 TOTAL RECREATION 2,200,269 2,313,582 2,419,200 2,682,600 2,772,500 Draft August 13, 2019 Work Session 88 2020‐2021 Budget Operating Budget    Parks & Recreation—Parks Division (31)  Responsible Manager:  Andrew Pimental, 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            2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 97% 97% 95% 95% 95% 94% 95% 95% 95% 95% 3 2 <3 <3 <3 15 15 12 12 12 470 470 474 474 474 30 30 31 31 31 Total Hardcourt/racquet court surfaces maintained 32 32 40 40 40 % 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 Irrigation Systems maintained seasonally Draft August 13, 2019 Work Session 89 2020‐2021 Budget Operating Budget    Parks & Recreation—Parks Division (31)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    HIGHLIGHTS & CHANGES  Overview:    The  Parks  Division  2020  budget  indicates an increase of $120,000 or 5.0% from  the 2019 budget. The increase primarily comes  from  an  increase  in  personnel  costs  and  an  increase in contractual services.    The  Parks  Division  2021  budget  indicates  an  increase $64,500 or slightly more than 1%. The  slight  increase  comes  from  routine  wage/benefit  increases  and  additional  operational costs.      2020 Highlight/Change 1:  Personnel services costs are programmed to increase in 2020.  Most of the increase is  due to increased wage rates and health insurance, an increase of Regular employee overtime to actuals and 7th day  Worked Union agreement, and a Lead Worker request to help with strategies of employee development and to be  aligned with other departments seeking this same strategy. Seasonal Employee wages are also proposed to  increase along with additional hours to align with the timing these employees are available for the busy seasons of  spring summer and fall.  Financial Impact: $129,400 increase  Service Level Impact: An inherent service level increase for customer service (internal and external), increased  productivity and maintenance activities within the Park Department is expected with the additional seasonal hours  and Lead staff position.    2020 Highlight/Change 2: There is an increase with Contractual Services (6535) due to a need for increased  contract mowing costs and contractual weed control  2020 Financial Impact: $ 5,000 increase         Service Level Impact: Increased service to highly visible areas such as Cedar Grove Parkway and Vikings Parkway    2021 Highlight/Change 1:  Personnel services costs are programmed to increase in 2021. The increase is due to  routine wage/benefit increases for fulltime staff and increase in wages for seasonal staff as agreed upon in the  Union contract language  Financial Impact: $38,800 increase  Service Level Impact: None      EXPENDITURE SUMMARY      Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 1,438,356 1,583,094 1,679,200 1,808,600 1,881,500 Parts and Supplies 305,763 288,987 351,000 347,800 349,000 Services and Other Charges 289,581 299,971 313,500 319,500 320,300 Capital Outlay 59,496 44,836 64,600 52,500 42,100 2,093,196 2,216,888 2,408,300 2,528,400 2,592,900 Draft August 13, 2019 Work Session 90 2020‐2021 Budget Operating Budget      Parks & Recreation–Parks Division (31)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation      POSITION INVENTORY        2020‐2021 WORK PLAN           Personnel 2017 2018 2019 2020 2021 Hours Parks Superintendent 0.6 0.7   0.7 0.7 0.7 1,456 Park Operations Supervisor 1 1 1 1 1 2,080 Park Maintenance Supervisor 1 1 1 1 1 2,080 Park Maintenance Workers 8.4 9 10 10   10 20,800 Total 11 11.7 12.7 12.7 12.7 26,416 1 2 3 4 5 6 7 8 9 10 11 12 13 Activity Routine Provide support and assistance to other City Departments and Di visions Develop and implement CIP initiatives Prepare and monitor divisional budget and CIP Participate in the master planning process, implement recommendations Administration and supervision of staff and programs Provide input and logistical support to the APrC Maintain City park buildings, facilities, amenities and infrastructure,install new  elements Mow and maintain turf and irrigation at other City facilities Mow boulevards throughout the City Prepare athletic fields and facilities for community, league and tournment use Provide support for special events and scheduled use of park fa cilities Develop and maintain winter recreational sites Maintain City park grounds, turf and irrigation systems Draft August 13, 2019 Work Session 91 2020‐2021 Budget Operating Budget    Parks & Recreation–Parks Division (31)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL              Cont’d on next page  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 31 - PARKS 6110 - Salaries and Wages - Regular 670,087 754,623 959,100 1,003,700 1,037,700 6112 - Overtime - Regular 16,438 36,179 28,500 28,500 28,500 6124 - Funeral Leave 929 194 - - - 6125 - Floating Holiday Pay 5,427 7,145 - - - 6127 - Empl Recog Day/Special Duty 502 258 - - - 6130 - Salaries and Wages - Temporary 304,643 258,994 274,300 305,900 315,000 6131 - Overtime - Temporary 1,969 2,032 2,800 2,800 2,800 6132 - Compensatory Pay 6,338 15,978 - - - 6134 - Vacation Pay 52,918 80,780 - - - 6135 - Holiday Pay 30,961 35,506 - - - 6136 - Sick Pay 32,828 34,664 - - - 6142 - PERA - Coordinated 60,287 69,957 78,400 82,200 84,900 6144 - FICA 80,708 85,403 96,800 102,600 105,900 6151 - Health Insurance 102,303 125,820 181,400 205,100 226,600 6152 - Life 1,131 1,225 - - - 6154 - Disability - Long-term 2,763 2,994 - - - 6155 - Workers Compensation 35,907 37,704 48,900 68,800 71,100 6156 - Unemployment Compensation 7,012 6,919 9,000 9,000 9,000 6158 - Dental Insurance 3,948 5,247 - - - 6159 - VEBA 21,258 21,472 - - - PERSONAL SERVICES 1,438,356 1,583,094 1,679,200 1,808,600 1,881,500 6210 - Office Supplies 381 496 500 500 500 6215 - Reference Materials 73 - 200 200 200 6220 - Operating Supplies - General 12,662 6,635 13,500 13,500 13,500 6222 - Medical/Rescue/Safety Supplies 2,299 2,928 2,800 2,800 2,800 6223 - Building/Cleaning Supplies 11,498 13,899 14,000 14,000 14,000 6224 - Clothing/Personal Equipment 5,550 7,449 8,000 8,900 9,100 6231 - Mobile Equipment Repair Parts 63,804 64,821 53,000 55,000 55,000 6233 - Building Repair Supplies 19,266 18,200 15,000 15,000 15,000 6234 - Field/Other Equipment Repair 13,042 16,829 17,000 17,300 17,500 6235 - Fuel, Lubricants, Additives 55,331 67,174 82,100 75,000 75,000 6239 - Park Facility Repair Parts 3,764 3,385 4,100 4,100 4,300 6240 - Small Tools 3,178 3,507 3,000 3,000 3,000 6243 - Heating Oil/Propane/Other Fuel 445 - - - - 6251 - Athletic Field Supplies 15,329 15,019 28,900 28,600 28,600 6252 - Parks & Play Area Supplies 20,775 19,976 25,500 25,500 26,000 6253 - Turf Maintenance & Landscape S 74,785 43,798 79,400 79,400 79,500 6257 - Signs & Striping Material 3,582 4,471 4,000 5,000 5,000 6270 - Computer Software 400 PARTS AND SUPPLIES 305,763 288,987 351,000 347,800 349,000 Draft August 13, 2019 Work Session 92 2020‐2021 Budget Operating Budget    Parks & Recreation–Parks Division (31)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL (CONT’D)                                  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 31 - PARKS 6347 - Telephone Service & Line Charg 8,626 6,889 8,900 7,500 7,500 6353 - Personal Auto/Parking - - - 100 100 6355 - Cellular Telephone Service 6,300 7,424 6,900 6,800 6,800 6385 - Insurance 88,600 88,600 88,600 88,600 88,600 6405 - Electricity 80,933 83,411 82,000 83,000 83,000 6410 - Natural Gas Service 6,008 9,133 7,600 8,500 8,500 6425 - Mobile Equipment Repair Labor 1,817 4,447 3,000 3,000 3,000 6426 - Small Equipment Repair-Labor 787 1,708 600 600 600 6427 - Building Operations/Repair-Lab 15,538 13,223 14,000 14,000 14,000 6428 - Field/Other Equipment Repair-L 5,430 7,598 8,000 8,000 8,000 6431 - Park Facility Repair-Labor 10,282 12,126 10,500 10,500 10,500 6457 - Machinery & Equipment-Rental 5,879 888 5,000 3,500 3,500 6476 - Conferences/Meetings/Training - - - 600 600 6477 - Local Meeting Expenses 1,478 2,753 1,800 1,700 1,900 6479 - Dues and Subscriptions 177 697 500 600 600 6480 - Licenses, Permits and Taxes 768 2,044 1,500 1,900 2,000 6535 - Other Contractual Services 7,519 8,863 9,000 14,000 14,000 6537 - Janitorial Service 8,354 7,552 10,600 10,600 10,600 6539 - Waste Removal/Sanitation Servi 17,409 18,769 22,000 21,900 22,000 6561 - Temporary Help-Labor/Clerical 18,240 18,520 18,500 19,300 19,500 6565 - Seal Coating-Streets/Trails 5,438 5,325 14,500 14,800 15,000 SERVICES AND OTHER CHARGES 289,581 299,971 313,500 319,500 320,300 6620 - Buildings 11,539 5,076 9,000 11,000 11,500 6630 - Other Improvements 22,382 13,932 20,500 24,200 24,300 6660 - Office Furnishings & Equipment 897 1,394 2,400 1,900 300 6670 - Other Equipment 24,678 24,435 32,700 15,400 6,000 CAPITAL OUTLAY 59,496 44,836 64,600 52,500 42,100 TOTAL PARKS 2,093,196 2,216,888 2,408,300 2,528,400 2,592,900 Draft August 13, 2019 Work Session 93 2020‐2021 Budget Operating Budget                                                                      This page left intentionally blank                                    Draft August 13, 2019 Work Session 94 2020‐2021 Budget Operating Budget    Parks & Recreation – Tree Conservation (32)  Responsible Manager:  Andrew Pimental, 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        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              2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 662 662 655 650 640 98% 98% 95% 97% 99% na na 50% 60% 70% 163 165 170 170 170 167 167 165 165 165 95%63% 70% 85% 90% Landscape beds maintained (662 beds = 674,000 sq ft) % of private oak wilt sites that perform recommended/needed management  activities Buckthorn pickups Linnear miles of boulevard streets to manage tree architecture % of private emerald ash borer sites that perform recommended/needed  management activities Percentage of the estimated 700 park installed (vs natural) ash   trees actively managed for Emerald Ash Borer Draft August 13, 2019 Work Session 95 2020‐2021 Budget Operating Budget    Parks & Recreation–Tree Conservation (32)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    HIGHLIGHTS & CHANGES    Overview:   In 2020, the budget reflects an  increase of $51,900, or 7.1% The 2021 budget  is set to increase 4.8% over the 2020 budget.   Personnel  costs  are  the  main  driver  for  both  years.                    Highlight/Change 1:   An increase in Other Equipment for replacing a landscape trailer.  The current trailer has  deteriorated and needs to be replaced.  2020 Financial Impact: $ 7,500 increase  Service Level Impact: None                  EXPENDITURE SUMMARY                Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 447,688 485,120 542,100 584,900 606,200 Parts and Supplies 48,512 56,653 51,000 58,900 64,800 Services and Other Charges 47,187 47,461 59,900 62,800 67,100 Capital Outlay 36,929 35,053 42,900 54,400 42,900 Other 12,747 10,099 30,000 16,800 34,000 593,062 634,387 725,900 777,800 815,000 Draft August 13, 2019 Work Session 96 2020‐2021 Budget Operating Budget      Parks & Recreation–Tree Conservation (32)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation      POSITION INVENTORY        2020‐2021 WORK PLAN               Personnel 2017 2018 2019 2020 2021 Hours Parks Superintendent 0.1 0.3 0.3 0.3 0.3 624            Supervisor of Forestry 1 1 1 1 1 2,080        Forestry Maintenance Worker 1.6 2 2 2.0 2.0 4,160        Total 2.7 3.3 3.3 3.3 3.3 6,864        1 2 3 4 5 6 7 8 Participate in development of Eagan master plan Routine Activity Provide support to other departments and divisions Administrative and supervisory responsibilities Maintenance of trees in city parks, public facilities, and boulevards Maintenance of landscape plants in city parks, public facilities, and boulevards Insect and plant disease monitoring and treatment activities Plan for and implement public tree sale Implement invasive plant management activities Draft August 13, 2019 Work Session 97 2020‐2021 Budget Operating Budget    Parks & Recreation – Tree Conservation (32)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL  LINE ITEM DETAIL – CONT’D  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 32 - TREE CONSERVATION 6110 - Salaries and Wages - Regular 195,354 204,751 284,200 298,000 310,900 6112 - Overtime - Regular 1,271 1,998 - 2,000 2,000 6124 - Funeral Leave 251 - - - - 6125 - Floating Holiday Pay 1,556 1,639 - - - 6130 - Salaries and Wages - Temporary 118,749 131,154 143,000 144,000 144,200 6131 - Overtime - Temporary 330 1,050 1,000 1,000 1,000 6132 - Compensatory Pay 630 1,680 - - - 6134 - Vacation Pay 14,875 16,882 - - - 6135 - Holiday Pay 8,909 9,493 - - - 6136 - Sick Pay 9,353 13,101 - - - 6142 - PERA - Coordinated 17,176 18,282 21,400 22,600 23,500 6144 - FICA 25,183 27,237 31,200 32,500 33,500 6151 - Health Insurance 28,708 30,756 37,000 54,400 60,000 6152 - Life 297 291 - - - 6154 - Disability - Long-term 734 717 - - - 6155 - Workers Compensation 11,695 12,896 16,300 22,400 23,100 6156 - Unemployment Compensation 4,002 4,485 8,000 8,000 8,000 6158 - Dental Insurance 1,376 1,546 - - - 6159 - VEBA 7,241 7,163 - - - PERSONAL SERVICES 447,688 485,120 542,100 584,900 606,200 6210 - Office Supplies 134 250 500 500 500 6215 - Reference Materials - - 100 100 100 6220 - Operating Supplies - General 7,440 7,162 6,200 7,500 7,500 6222 - Medical/Rescue/Safety Supplies 759 150 1,500 1,500 1,500 6224 - Clothing/Personal Equipment 2,768 2,776 2,600 3,000 3,100 6231 - Mobile Equipment Repair Parts 5,952 9,692 6,000 8,000 8,000 6235 - Fuel, Lubricants, Additives 9,152 9,203 10,100 12,600 13,000 6240 - Small Tools 2,339 2,786 2,500 2,800 3,000 6244 - Chemicals & Chemical Products 11,349 14,750 15,600 15,600 20,700 6250 - Landscape Material & Supplies 8,618 9,884 5,900 7,300 7,400 PARTS AND SUPPLIES 48,512 56,653 51,000 58,900 64,800 Draft August 13, 2019 Work Session 98 2020‐2021 Budget Operating Budget  Parks & Recreation – Tree Conservation (32)  Responsible Manager:  Andrew Pimental, Director of Parks & Recreation    LINE ITEM DETAIL – CONT’D  Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 32 - TREE CONSERVATION 6310 - Professional Services-General 8,680 7,907 11,800 11,800 14,300 6346 - Postage - 137 - - - 6353 - Personal Auto/Parking 80 19 100 100 100 6355 - Cellular Telephone Service 2,841 3,024 3,600 3,600 3,600 6370 - General Printing and Binding 501 - 300 300 300 6385 - Insurance 3,100 3,100 3,100 3,100 3,100 6425 - Mobile Equipment Repair Labor 1,011 800 1,000 1,000 1,000 6457 - Machinery & Equipment-Rental 1,757 211 3,000 3,000 3,000 6476 - Conferences/Meetings/Training 1,338 630 1,100 2,700 2,700 6477 - Local Meeting Expenses 116 212 100 100 100 6479 - Dues and Subscriptions 140 125 400 1,200 400 6535 - Other Contractual Services 22,049 18,121 20,000 20,000 20,000 6545 - Tree Removal 5,575 13,175 15,000 15,500 18,100 6569 - Maintenance Contracts - - 400 400 400 SERVICES AND OTHER CHARGES 47,187 47,461 59,900 62,800 67,100 6630 - Other Improvements 31,852 30,112 35,000 34,000 35,000 6660 - Office Furnishings & Equipment 1,202 - 900 900 900 6670 - Other Equipment 3,875 4,941 7,000 19,500 7,000 CAPITAL OUTLAY 36,929 35,053 42,900 54,400 42,900 6855 - Merchandise for Resale 5,001 - 15,000 15,000 6860 - Contributions/Cost Sharing Pay 7,745 10,099 15,000 16,800 19,000 OTHER 12,747 10,099 30,000 16,800 34,000 TOTAL TREE CONSERVATION 593,062 634,387 725,900 777,800 815,000 Draft August 13, 2019 Work Session 99 2020‐2021 Budget Operating Budget  This page is left blank intentionally Draft August 13, 2019 Work Session 100 2020‐2021 Budget Operating Budget  Government Buildings (33) Responsible Managers:  Mike Sipper, Maintenance Engineer   Paul Graham, Parks Operations 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    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          2017 2018 2019 2020 2021 Description Actual Actual Estimate Target Target 196,000 205,000 205,000 235,000 235,000 33355 18 18 18 18 18 500 500 500 500 500 80   100 100 100 100 475 500 500 500 500 Hours backup generator runs (per MPCA) Square footage of buildings maintained Buildings controlled by Energy Management System Maintenance contracts monitored Light bulbs used per year for recycling E‐mail Work order requests *different source for information than previous years Draft August 13, 2019 Work Session 101 2020‐2021 Budget Operating Budget    Government Buildings (33)  Responsible Managers:  Mike Sipper, Maintenance Engineer   Paul Graham, Parks Operations Supervisor    HIGHLIGHTS & CHANGES    Overview:  The  2020  Government  Buildings  operating  budget  is  set  to  increase  $10,000,  or  1.3%, over the amended 2019 Budget.  The 2021  budget is programmed to increase by $28,300, or  3.5% over the 2020 budget.                   2020‐2021  Highlight/Change  1:  6569  –  Maintenance  Contracts.  The  Ziegler  contract  for  the  generator  increased  dramatically due to adding Station 1 & 2 generators along with the campus generator. This includes comprehensive PM and  monitoring.  Financial Impact:  $6,200 increase for 2020 & 2021 over 2019.  Service Level Impact:  None.                              EXPENDITURE SUMMARY          Expenditure Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 Personal Services 152,426 151,392 170,500 185,600 196,100 Parts and Supplies 38,226 28,634 61,400 61,000 62,300 Services and Other Charges 525,624 536,212 567,700 565,000 581,500 Capital Outlay - 1 2,000 - - 716,277 716,238 801,600 811,600 839,900 Draft August 13, 2019 Work Session 102 2020‐2021 Budget Operating Budget    Government Buildings (33)  Responsible Managers:  Mike Sipper, Maintenance Engineer   Paul Graham, Parks Operations Supervisor      POSITION INVENTORY          2020‐2021 WORK PLAN                   Personnel 2017 2018 2019 2020 2021 Hours Building Maintenance Workers 222224,160 Total 222224,160 1 2 3 4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations Vendor relations involving contracts and repairs  Building maintenance and management of HVAC systems, building r ounds Recycling,setting up and tear down of rooms, snow removal, clea ning carpets and rooms Activity Routine Draft August 13, 2019 Work Session 103 2020‐2021 Budget Operating Budget    Government Buildings (33)  Responsible Managers:  Mike Sipper, Maintenance Engineer   Paul Graham, Parks Operations Supervisor    LINE ITEM DETAIL             Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget 2021 33 - GOVERNMENT BUILDINGS 6110 - Salaries and Wages - Regular 92,603 84,280 119,200 126,500 132,400 6125 - Floating Holiday Pay 607 671 - - - 6127 - Empl Recog Day/Special Duty - 213 - - - 6134 - Vacation Pay 7,432 11,652 - - - 6135 - Holiday Pay 4,308 4,675 - - - 6136 - Sick Pay 3,719 5,270 - - - 6142 - PERA - Coordinated 7,989 7,412 8,900 9,500 9,900 6144 - FICA 7,485 6,884 9,100 9,700 9,900 6151 - Health Insurance 21,675 23,730 28,400 31,400 35,000 6152 - Life 204 206 - - - 6154 - Disability - Long-term 436 466 - - - 6155 - Workers Compensation 3,664 3,501 4,900 8,500 8,900 6158 - Dental Insurance 804 927 - - - 6159 - VEBA 1,500 1,506 PERSONAL SERVICES 152,426 151,392 170,500 185,600 196,100 6210 - Office Supplies 188 139 - - - 6220 - Operating Supplies - General 4,015 270 1,200 - - 6222 - Medical/Rescue/Safety Supplies - - 100 - - 6223 - Building/Cleaning Supplies 18,850 10,468 21,500 21,000 21,700 6224 - Clothing/Personal Equipment 692 248 800 800 800 6230 - Repair/Maintenance Supplies-Ge 36 117 600 600 600 6231 - Mobile Equipment Repair Parts 124 829 200 - - 6233 - Building Repair Supplies 9,063 9,062 19,000 19,000 19,600 6235 - Fuel, Lubricants, Additives 1,329 2,967 1,000 1,000 1,000 6240 - Small Tools 537 249 500 600 600 6241 - Shop Materials 22 255 - - - 6243 - Heating Oil/Propane/Other Fuel 2,094 2,963 14,500 14,500 14,500 6244 - Chemicals & Chemical Products 1,278 1,067 2,000 3,500 3,500 PARTS AND SUPPLIES 38,226 28,634 61,400 61,000 62,300 6347 - Telephone Service & Line Charg 480 503 900 900 900 6351 - Pager Service Fees 89 55 100 100 100 6355 - Cellular Telephone Service 394 349 1,300 1,500 1,500 6385 - Insurance 10,300 10,300 10,300 10,300 10,300 6405 - Electricity 200,315 195,697 194,700 193,000 198,800 6410 - Natural Gas Service 61,537 86,740 72,100 70,700 72,800 6476 - Conferences/Meetings/Training 295 - - - 6477 - Local Meeting Expenses 24 500 500 500 6480 - Licenses, Permits and Taxes 839 845 900 1,000 1,000 6535 - Other Contractual Services 84,919 69,290 89,000 81,500 83,600 6537 - Janitorial Service 119,946 122,466 135,400 138,100 143,250 6539 - Waste Removal/Sanitation Servi 9,226 14,517 15,000 14,700 15,000 6569 - Maintenance Contracts 37,578 35,132 47,500 52,700 53,750 SERVICES AND OTHER CHARGES 525,624 536,212 567,700 565,000 581,500 6620 - Buildings - - 2,000 6640 - Machinery/Equipment - 1 CAPITAL OUTLAY - 1 2,000 - - TOTAL GOVERNMENT BUILDINGS 716,277 716,238 801,600 811,600 839,900 Draft August 13, 2019 Work Session 104