08/27/2002 - City Council Special_ :, r ~-- MEMO
' city of eagan
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 23, 2002
SUBJECT: SPECIAL CITY COUNCIL MEETING /TUESDAY, AUGUST 27, 2002
A Special City Council meeting is scheduled for Tuesday, August 27 at 5:30 p.m. in the City Hall
Community Room for the purpose of reviewing the proposed 2003 General Fund Operating Budget
and proposed property tax levy. The meeting will include the presentation and review of the 2003
budget, the levy limits/allocation of the tax levy, the General Fund revenues and expenditures, the
Truth in Taxation Hearing dates and an Executive Summary that includes certain policy issues for
consideration. Also included, as a part of the budget narrative, is a contingency plan that addresses
the potential State cutbacks that could occur in 2003, if the State Legislature should reduce the local
government aid and/or the market value credit revenues during the 2003 session.
The proposed levy needs to be certified to Dakota County on or before September 16`t' with final
City Council action currently scheduled for the regular September 3`d meeting. If it is the City
Council's desire to review the levy further, it could be included with the Monday, September 9
Work Session with official action required at that meeting to meet the County deadline.
As a reminder, there will be other opportunities to address the 2003 budget if the City Council is
inclined to do so this fall as a part of the Enterprise Funds budget reviews. To the extent that it
does not require an increase to the overall property tax levy, the budget can be changed at any time
throughout the process. Fina] budget approval will be required in December.
A special thanks to the entire staff for their assistance in drafting the departmental budgets and data
for presentation to the City Council.
The following attachments are included for Council consideration of the proposed 2003 budget and
property tax levy:
^ Overall narrative entitled Proposed 2003 Budget on pages ~ through !Q_.
The Comparative Summary of Revenues on page ~_.
The Revenues by Line Item on pages ~~ through ~.~
The Comparative Summary of Expenditures on page ~_
The Comparative Expenditures by Department by Type on pages ~~ through ~~
Departmental narratives and budget worksheets on pages ~_ through $~.
DIRECTION TO BE CONSIDERED:
To provide direction to the City Administrator regarding; 1) the 2003 General Fund Preliminary
Budget, 2) the proposed payable 2003 Property Tax Levy, and 3) dates to be considered for the
Truth in Taxation Hearing that will be held in December.
OTHER BUSINESS
There are no other items for Other Business at this time.
/s/ Thomas L. Hedges
City Administrator
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TO:
FROM:
DATE:
SUBJECT:
City of Eagan
MEMO
HONORABLE MAYOR AND CITY COUNCIL MEMBERS
CITY ADMINISTRATOR HEDGES
AUGUST 23, 2002
PROPOSED 2003 BUDGET
Meeting PurposeBackground
The City is required to certify a proposed payable 2003 property tax levy to the County
Treasurer-Auditor on or before September 16, 2002.
The purpose of the August 27 Special City Council meeting is to review the proposed
2003 budget and proposed levy, and to provide direction to staff. Any modifications to
the proposed levy as directed by the City Council will then be made in preparation for the
September 3 regular City Council meeting, at which time the preliminary levy can be
adopted in official action. The required material will then be forwarded to the County in
time to comply with the September 16 deadline. Modifications to the proposed 2003
budget as directed by the City Council can continue beyond that date in preparation for
the Truth-in-Taxation (TnT) hearing and final approval.
Following the sweeping changes to the property tax system in 2001, TnT hearings were
not required by the State last year; however in keeping with past practice, Eagan did hold
a TnT budget hearing. In 2002 however, the State is again formally requiring a TnT
hearing in preparation of the 2003 budget and approval of the tax levy. In a subsequent
section of this memo possible dates for the City's TnT hearing are delineated for City
Council consideration. It has been the City's practice to hold the TnT hearing in late
November or early December, followed by a second meeting in December to adopt the
budget. The TnT hearing and the adoption of the budget are required to take place at
separate meetings.
The final property tax levy that is due at the County no later than December 30, 2002 can
be decreased but cannot be increased from the preliminary certification. To the extent
that it does not require an increase to the overall tax levy, the budget can be changed at
any time throughout the process.
Budget Formulation Process
Preparation of the draft 2003 General Fund Budget began in late April. Staff, under the
direction of the Department Directors, prepared budget requests for consideration by the
City Administrator. During the months of June and July, the City Administrator met with
each of the Department Directors and completed a comprehensive review of all requests.
The City Administrator has provided copies of his recommendations to each Department
Director. He will be working with them after the City Council meeting to incorporate
their suggestions and the City Council direction into the final budget document.
Throughout the budget process, Directors have been challenged to maximize the
efficiencies within their given departments and to minimize any new program initiatives
or expansion beyond those already approved by the City Council, especially in light of
the State's uncertain budget situation. Furthermore, the budget is being reviewed in light
of the City Council's initiatives, as well as policy decisions made by the Council in the
past year that have impacted the budget. Modifications as directed by the City Council
will be incorporated as the development of the final budget continues.
The primary purpose of the August 27 meeting is to consider the "big picture" of the
budget and provide staff with direction as to final preparation of the 2003 budget and
levy. To provide the necessary context and framework for current and projected service
delivery for the Council, the individual departmental detail budgets are provided along
with summaries of revenues and expenditures.
Lew Limits/Allocation of Tax Lew
As in most years, the City's general levy is subject to limits established by the State
Legislature. The State's official levy limit notice calculates the City's payable 2003 levy
limit to be $18,940,467 compared to $18,500,260 for the 20021evy limit excluding the
impact of Local Government Aid in both years. This calculates to an increase of
$369,207 or 1.9%. As in the past when the State has imposed limits, debt service levies
(including the market value levy for the Community Center bonds) are considered special
levies outside the general levy limit calculations.
In the preliminary budget as presented for this meeting the 2003 payable levy limit is
proposed to be allocated as follows (the actua120021evy is also shown for comparative
purposes):
State Levy Limit: 2002 2003
$18,500,260 $18,940,467
Fund 2002 Actual Levy 2003 Proposed Levy
General Fund $15,979,300 $16,514,300
Equipment Revolving Fund 742,000 800,000
Major Street Fund 1,050,000 1,102,500
Special Assessments on City Property 25,000 -
General Facilities R&R Fund 105,000 110,250
Reserve for State Aid Reductions - 413,417
$17,901,300 $18,940,467
Amount actual levy below levy limit $598,960 -
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Special levies, which are not subject to levy limits, are as follows:
2002 Actual Lew 2003 Proposed Levy
Community Center bonds debt service $1,400,000 $1,038,800
EDA bonds debt service (Central Park) 212,600 125,900
For payable 2002 State law allowed a special levy to cover the required .35% increase in
the employer's contribution to the PERA pension fund for eligible employees. That
special levy of approximately $25,000 was not used and those costs were paid within the
levy limit. Although the same PERA special levy option is available for payable 2003,
no special levies other than the above referenced debt service levies are included in this
proposed budget.
Tax Rates/Property Tax Impact
Based on the above referenced levies and current estimates for tax capacity, fiscal
disparities and tax increment value, the payable 2003 tax capacity rate calculates to
.30835 compared to .31715 for payable 2002, a decrease of 2.8%. The market value
referendum rate for the Community Center Bonds debt service calculates to .0001985 for
payable 2003 compared to .0002972 for payable 2002, a reduction of 33.2%.
The following table of property tax history illustrates the impact of these levies on
various levels of market value residential property along with a historical comparison for
the years 1999 through 2003:
Eagan Property Tax History
1999-2003
Tax Capacity Rate * 0.21527 0.21266 0.20326 0.31715 0.30835
Market Value Rate 0.0003285 0.0002972 0.0001985
1999 2000 2001 2002 2003
Market Value
$100,000 $ 253 $ 246 $ 268 $ 256 $ 239
150,000 436 421 452 444 417
180,000 546 527 562 557 524
200,000 619 597 636 632 596
225,000 710 684 728 726 685
250,000 802 772 820 820 774
300,000 965 948 1,004 1,008 952
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The following table illustrates the impact of these rates on the property taxes on an
average market value property ($170,000) for payable 2002 compared to an average
market value property for payable 2003 ($180,000) thereby adjusting for inflation on
property values:
City Portion of Taxes on an Average Market Value House in Eagan
2002 Value: $ 170,000 2002 City Tax: $ 520
2003 Value: 180,000 2003 City Tax: 524
Increase: 5.9% Increase: 0.8%
Fi ures Include Communi Center Le
The following table illustrates the impact on an average market value property
($180,000) resulting from reductions of various amounts in the overall tax levy. The
reductions would result from a decision to not levy at the levy limit. The reductions
amount to approximately $3 on an annual basis for each $100,000 that the gross levy is
reduced.
Dollar Impact of Reductions in Tax Levy on Avg Market Value House:
Amount
City Tax At Levy Limit Adjusted of
Le Limit Minus Ci Tax Reduction
$180,000 Market Value $ 524
$100,000 $ 521 $ 3
200,000 519 5
300,000 516 8
400,000 513 11
500,000 510 14
600,000 507 17
Budget Contin~ency Plan
In preparing the proposed 2003 budget, the City Administrator acknowledged potential
State cutbacks that could occur in 2003 by maximizing the efficiencies within operations
and by minimizing any new or expanded program initiatives beyond those already
approved by the City Council. While the proposed budget does not directly reflect
anticipated State aid cutbacks, staff is working on a contingency plan should cutbacks be
realized. It should be noted that full implementation of the contingency plan may impact
the 2003 level of service that residents have enjoyed to date.
Included in the proposed 2003 General Fund Budget is Local Government Aid revenue of
$126,794 and approximately $1,126,000 of Market Value Credit (86.6% of $1,300,000
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total). Given the State's budget deficit, as well as Finance Conunissioner Wheelock's
emphatic prediction that cities will not be spared in 2003, it is reasonable to believe that
Eagan could lose most if not all of these State pass through dollars, $1,252,794 in total.
The framework for the staff contingency plan includes the following:
1. The tax levy as proposed within the levy limit provides for $413,417 to be levied
and placed in a reserve for potential State aid reductions. The money would be
available to continue services during 2003 and if not needed for that purpose
would be saved and available to finance 2004 operations. That course of action
would allow a reduced levy for payable 2004.
2. The operating budget includes a 2% ($427,050) contingency account, all or part
of which may be available to cushion the impact of potential State aid reductions
through a reappropriation of dollars.
3. Certain new positions proposed in the 2003 budget may be approved
conditionally and would not be filled until after the State action and impact are
known.
4. A hiring freeze may be necessary for certain vacant positions.
5. Expenditure appropriation reductions that may directly impact service delivery
will be made when the State action and impact are known.
6. The fund balance may be used to offset service delivery reductions, assuming the
State allows a levy back of the dollars in subsequent years.
It would be appropriate for the Council to discuss their vision/parameters for the
contingency as a policy consideration at the August 27 meeting.
Fund Balance
There has been discussion by the City Council to use $2.2 million of the General Fund
fund balance to retire the EDA bonds issued to purchase the land for Central Park. The
bonds were sold with a final principal payment of $2,205,000 in February of 2006. The
General Fund fund balance as of December 31, 2001, was approximately $9.6 million.
Assuming the $2.2 million is allocated for this debt reduction, the 2002 year end fund
balance would be approximately $7.4 million, which is 35% of the proposed 2003
General Fund budget and in line with the City Council target fund balance. The final
results of operations for 2002 will also impact this percentage. Historically, annual
operations have resulted in positive variances resulting in an increase to the fund balance.
Should the Council choose to use the fund balance to address potential cuts in State aid,
primarily as a bridge to an increased levy, there would also be an impact on the 2003
fund balance level.
City Administrator's 2002 Draft Budget - 3.9%
The original proposed budget submittals by the departments totaled $21,648,200.
Following the City Administrator's reductions, the proposed 2003 General Fund draft
budget totals $21,351,650 (excluding the contingency account of $427,050} an increase
of $806,500 or 3.9% over the 2002 budget of $20,544,800, again excluding the
contingency.
In preparing the draft 2003 budget for Council consideration, the following parameters
were used:
• Growth in the proposed General Fund budget should reflect a continuation of
existing service delivery levels except for changes already approved by the City
Council.
• To provide flexibility in the uncertain times at the State, revenue calculations are
based on the levy limit.
• Non-general fund levies are adjusted reflecting previous City Council
determinations.
• Given the great likelihood that the State will make cuts to Eagan's aid, a
contingency plan needs to be articulated in the budget formulation process.
Expanded services:
Community Center/Central Park
• Grounds Maintenance Staff
• Senior and Teen Center staffing
• Sliding hill staffing
The staffing costs associated with these expanded services are quantified in the next
section of this memo.
General Fund Expenditures
The proposed expenditures are part of the "bare bones" 2003 draft budget, which is
reflective of the uncertainty for the year to come. The following table illustrates
expenditure appropriations as contained in the draft budget by major classification:
°I° of ~ % of % of total
2002 total 2003 total $ change % change increase
Personal Services 15,034,300 73.2% 15,773,950 73.9% 739,650 4.9% 91.7%
SupplieslRepairs 1,446,400 7.0% 1,476,250 6.9% 29,850 2.1% 3.7%
Svcs & Other Chrg: 3,684,100 17.9% 3,767,850 17.6% 83,750 2.3% 10.4%
Capital Outlay 342,100 1.7% 295,700 1.4% (46,400) -13.6% -5.8%
Merch for resale 37.900 0.2% 37,900 0.2% 0
Total 20,544,800 100.0% 21,351,650 100.0% 806,850 3.9% 100.0%
6
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It is important to note that 91.7% of the proposed 2003 budget increase is a result of
personnel costs, which primarily is attributed to union contracts and annual step increases
as agreed upon at the time of employment. As you well know, in our service-oriented
role as a local government, labor is our commodity, and thus consistently drives
approximately three-quarters of our annual budget.
The $739,650 increase in personnel costs is further broken down as follows:
Increase
of Total
2002 Budget 2003 Proposed Amount % Increase
EXISTING PERSONNEL
Regular employees $ 13,683,932 $ 14,319,248 635,316 4.6% 85.9%
Vof Firefighter Comp/benefits 683,600 694,500 10,900 1.6% 1.5%
Subtotal Existing Personnel 14,367,532 15,013,748 646,216 4.5% 87.4%
NEW POSITION
Grounds maintenance (Tree Conservation Dept)
TEMPORARY/SEASONAL
Inspections Dept
Engineering Dept
Streets Dept
Central Services Maint Dept
Parks/Recreation Dept:
Comm Ctr -Teen Center
Comm Ctr -Senior Center
Central Pk -Sliding hill
Other Parks/Rec operations
Tree Conservation Dept
Building Maint Dept
Subtotal Temporary/Seasonal
TOTAL PERSONNEL
General Fund Revenues
31,370
28, 922
19,314
15,613
502, 541
69,008
666, 768
15,034,300
44, 323
25, 937
17, 936
18,421
14,892
24, 721
13,185
43,120
496,251
60, 284
1,132
715, 879
15,773,950
44,323
(5,433)
(10,986)
(893)
(721)
24,721
13,185
43,120
(6,290)
(8,724)
1,132
49,111
6.0%
7.4% 6.6%
739,650 4.9% 100.0%
As in previous years, General Fund revenues are budgeted conservatively, but
realistically. Per the previous discussion, the proposed levy in the draft 2003 budget is
shown at the State levy limit with approximately $400,000 placed in a reserve account.
7
General Fund Contingency
As directed by the City Council in the past, the operating contingency amount has been
set at 2.0% of the budgeted General Fund expenditures in the 2003 proposed budget. In
2002 due to some special circumstances, the City Council approved a contingency of
$250,000, which was less than the previously dedicated 2.0%. The full amount of the
contingency is undesignated and is available for the Council to appropriate to any
operating department as a particular need arises. Also, if an unforeseen liability or
revenue shortfall arises in 2003, such as cuts to State aid, the contingency account could
be used to address those concerns.
Cedarvale Special Services District
The Cedarvale Special Services District was established several years ago to fund the
purchase of signage and certain property maintenance (primarily mowing) activities.
Annual maintenance costs are $4,000-5,000. The fund has a cash balance from prior
years, and thus, staff is recommending a levy of $3,000, which is the same amount levied
in 2001 and 2002. The special services district is anticipated to continue through the
redevelopment of Cedar Grove, and will most likely cease once the redevelopment has
been completed.
Debt Service Levies
The Community Center bond referendum levy will be in its third year in 2003. The $15.3
million bonds were issued in 2001, with the first debt service payment required in 2002.
By issuing the bonds one year ahead of schedule, the City was able to buy down the
amount of the bonds, and thus the $1.4 million annual levy has been reduced to
approximately $1 million. The City's bond upgrade reflected in the interest rates also
was a factor in the reduced levy and ultimate impact on property taxpayers.
Truth in Taxation Hearing Dates/Calendar for Future Budget Consideration
On or before September 16, 2002 the City must certify to the county auditor the dates that
it has selected for its public hearing and for the continuation of its hearing, if a
continuation of its hearing becomes necessary. Cities essentially choose dates after the
counties, special service districts, and school districts, although December 2 and
December 9 are reserved for cities until September 16. Given these parameters, the dates
(bold) included in the following calendar are recommended for City Council
consideration for the scheduling of the Truth in Taxation hearings:
August 27 Initial City Council meeting on 2003 General Fund
Budget and preliminary 2003 property tax levy.
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September 3 City Council formally approves preliminary levy
certification amount and provides direction on 2003
budget.
October/November Additional budget meetings as necessary.
November 10 -November 22 County Auditor prepares and County Treasurer
delivers parcel specific notices to property
taxpayers.
December 2 Truth-in-Taxation Hearing (Reschedule the first
December regular City Council meeting from
Tuesday the 3rd to Monday the 2"d).
December 10 City Continuation Hearing date, if continuation
hearing is necessary.
December 17 City adopts final payable 2003 property tax levy
and the payable 2003 final budget (Regular City
Council Meeting Date).
December 30
Deadline to submit final budget and levy.
Executive Summary and Policy Issues for Consideration
Recognizing the state of the economy, as well as the potential cuts by the State, the 2003
proposed budget shows a modest increase of 3.9% resulting primarily from projected cost
of living increases to existing personnel and other slight service delivery modifications.
Matters of public policy for the Council's consideration at this time:
1. Truth in Taxation Hearing Dates---The Council is asked to approve or modify
the recommended dates per the State requirements.
2. Preliminary Tax Levy-The Council is asked to provide direction to staff for
preparation of required material for consideration at the September 3, 2002
regular City Council meeting.
3. Levy Allocation---The City Council is asked to provide direction to staff on the
allocation of the tax levy to the various funds and uses.
4. Property Tax Impact---The City Council is asked to provide direction as to
expectations for the impact of the proposed levy on individual tax payers relative
to the services expected and being delivered.
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5. 2003 Budget Contingency Plan- The Council is asked to provide direction to
staff concerning the plan as outlined earlier in this memo.
6. Service Delivery Options-In light of growth and inflation, together with
revenue limitations and possible State aid cuts, the Council is asked to provide
direction to staff conceming the appropriate expenditure level and allocation for
2003.
7. Debt Retirement---Should formal action be taken at this time to designate a
portion of the fund balance for retirement of the Economic Development
Authority bonds used as a part of the financing for the acquisition of Central
park?
Together with the Department and Division Heads, I submit these policy issues for your
consideration. Each year, I am struck by the ever-increasing demands on local
government service, but excited and challenged by the service we provide and our ability
to respond to the needs of our citizens. The draft budget is mindful of striking a balance
between maintaining high levels of service and the willingness and ability to pay for
those services.
The City Administrator, Department and Division Directors, and staff have worked very
hard in compiling and presenting the 2003 draft budget. At the August 27 meeting, we
look forward to presenting the proposed budget, responding to any questions about the
budget process, and receiving direction from the City Council to complete preparation of
the budget document and the preliminary tax levy for future consideration.
City Administrator
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Cornparative Sum of Revenues
2003 BUDGET
GENERAL FUND
8/23!2002
COMPARATIVE SUMMARY OF REVENUES
General Property Taxes
Licenses
Permits
Intergovernmental Revenues
Charges for Services
Recreation Charges
Fines & Forfeits
Other Revenues
Program Revenues
Transfers
2000 2001 2002 2003
Change
Actual Actual Budget Budget 2002 to 2002
$ 12,274,640 $ 13,183,822 $ 15,979,300 $ 16,514,300
3.3%
2.7%
32.5%
-9.3%
12.9%
30.4%
22.7%
-16.7%
-0.3%
17.2%
161,473 176,114 165,100 169, 500
1,117,870 1,208,713 670,800 889,100
3,509,875 2,624,265 633,800 575,100
931,967 1,204,040 860,700 971,800
457,089 402,146 438,200 571,200
225,144 299,870 214,000 262,500
788,318 807,785 484,300 403,600
733,757 1,020,302 914,600 911,900
121,736 341,868 434,900 509,700
TOTAL GENERAL FUND $ 20,321,869 $ 21,268,925 $ 20,795,700 $ 21,778,700
4.7%
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2003 Revenues by line item 822/2002
2003 BUDGET
GENERAL FUND
REVE NUES BY LINE ITEM
New
Acct 2000 2001 2002 2003 CHANGE
No. DESCRIPTION Actual Actual Bud et Estimated 2002 to 2003
TAXES:
4020 AD VALOREM TAXES 11,269,703 12,067,297 15,979,300 16,514,300 535,000
4030 FISCAL DISPARITIES 1,004,937 1,116,524 0 0
TOTAL 12,274,640 13,183,822 15,979,300 16,514,300 535,000
LICENSES:
4055 LIQUOR 109,708 113,634 112,000 113,000 1,000
4056 BEER 7,896 8,342 7,700 7,200 (500)
4057 CIGARETTE 6,250 6,800 2,500 6,100 3,600
4058 TREE MTN CONTRACTOR 375 476 600 600 0
4059 GARB/RUBBISH HAULING 5,794 5,625 5,700 5,700 0
4081 DOG 25,776 30,152 30,000. 29,100 (900)
4082 AMUSEMENT 2,445 2,985 2,900 3,000 100
4063 PET SHOP LICENSE 400 600 400 400 0
4084 MASSAGE THERAPIST 2,215 6,651 2,500 3,300 800
4088 COMML FERTILIZER APPLICATR 450 800 700 800 100
4067 ADULT ESTABLISHMENT LIC 90 0 0 0 0
4070 OTHER 75 50 100 300 200
TOTAL 161,473 176,114 165,100 189,500 4,400
PERMITS:
4085 BUILDING 915,094 965,325 500,000 700,000 200,000
4087 PLUMBING 64,946 86,048 60,000 85,000 5,000
4088 MECHANICAL 77,360 88,075 50,000 80,000 30,000
4089 SIGN 13,050 19,980 13,000 13,000 0
4091 WELL/PRIVATE SEPTIC 150 170 200 200 0
4D93 DEMOLITION/MOVING 300 0 400 100 (300)
4094 EXCAVATING 6,200 4,900 6,000 4,500 (1,500)
4095 CONDITIONAL/SPECIAL USE 2,550 2,550 3,000 1,800 (1,200)
4100 UTILITY 34,250 37,365 34,800 21,400 (13,400)
4102 PUBLIC ROW CONST 1,445 1,470 700 600 (100)
4111 SERVICE STATIONS 2,500 2,800 2,700 2,500 (200)
4114 GOLFCART FOR PUBLIC ROAD 25 29 0 0 0
TOTAL 1,117,870 1,208,713 670,800 889,100 218,300
INTER-GOVT REV:
4135 FEDERAL GRANTS 988,677 178,847 116,700 41,800 (75,100)
4140 STATE GRANTS 274,509 141,463 0 0 0
4150 LOCAL GOVT AID 83,880 71,384 71,400 128,800 55,d00
4152 HACA AID 1,711,470 1,710,909 0 0 0
4158 POLICE TOWN AID 358,879 345,938 360,000 348,000 (14,000)
4159 POLICE TRAINING AID 28,621 27,308 20,000 27,000 7,000
4180 STATE PERA AID 33,725 33,725 34,000 33,700 (300)
4175 COUNTY GRANTS 30,114 114,692 31,700 0 (31,700)
TOTAL 3,509,874 2,624,265 633,800 575,100 (58,700)
CHARGES FOR SERVICES:
4205 VARIANCE FEES 2,250 3,750 2,500 2,000 (500)
4206 PLATTING FEES 13,290 12,953 13,000 11,000 (2,000)
4207 REZONING FEES 5,650 5,350 6,OOD 5,000 (1,000)
4210 RETURNED CHECK FEE 620 806 600 700 100
4212 DOG IMPOUNDlKENNEL FEE 5,311 5,244 5,500 5,500 0
4213 ELECTION FILING FEE 35 0 0 0 0
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2063 Revenues by line item 8!22/2002
2003 BUDGET
GENERAL FUND
REVE NUES BY LINE ITEM
New
Acct 2000 2001 2002 2003 CHANGE
No. DESCRIPTION Actual Actual Budget Estimated 2002 to 2003
4214 BURGLAR ALARM FEES 26,986 45,551 28,000 32,000 4,000
4220 VACATION PROCEEDINGS 4,200 4,200 4,200 4,200 0
4221 PUBLIC SAFETY FEES 14,690 12,952 20,700 15,300 (5,400)
4222 PLAN CHECKS 457,794 488,960 200,OD0 250,000 50,000
4225 ASSESSMENT SEARCH 155 278 200 200 0
4228 DEV ESCROW REIMBURS 63,452 52,747 54,000 54,000 0
4227 ENGINEERING SERVICE (16) 152,148 200,000 248,900 48,900
4228 ENGSIGN/LIGHTADMN 2,148 189 1,500 0 (1,500)
4230 PRINT MATERIAL/OTHER FEES 7,833 5,941 7,000 6,500 (500)
4231 RESEARCH OF CITY RECORDS 0 165 0 0 0
4233 TOBACCO NON-COMPL. PENALI 1,925 1,950 2,000 2,000 0
4234 SECURITY FEES-EXEMPT 17,798 18,434 0 0 0
4235 POLICE SECURITY FEES 23,833 94,501 36,100 32,000 (4,100}
4236 POL SVCES TO SCHOOL DIST 84,774 93,303 101,700 117,200 15,500
4238 POLICE DISPATCH 50,200 53,714 57,500 61,500 4,000
4239 INVESTIGATION FOR LICENSIN 5,150 3,449 2,000 0 (2,000)
4241 ALCOHOL NON-COMPL. PENALI 0 0 0 15,000 15,000
4242 MAINT EQUIP & PERS CHG 450 1,711 1,000 1,000 0
4245 PERMIT SURCHARGE 1,171 973 1,200 1,000 (200)
4246 ADMN FEE ON SAC 5,885 7,073 4,000 5,000 1,000
4247 ROOM TAXADMIN FEE 38,822 35,249 40,000 36,000 (4,000)
4260 INVESTMENT MGMT FEE 97,562 102,449 72,000 85,800 (6,200)
TOTAL 931,967 1,204,040 860,700 971,800 111,100
4310 RECREATION PROGRAM FEES:
3026 BIRTHDAY PARTIES 0 2,185 0 0 0
3027 HOLZ FARM (5) 2,430 1,000 1,500 500
3029 SAFETY CAMP 3,717 2,945 3,000 3,500 500
3030 BAIL SKILLS 0 656 0 0 0
3031 NAIL YOUTH COACH ASSN 200 2,360 6,000 8,000 0
3032 TENNIS 11,926 20,719 10,900 23,100 12,200
3038 GIRLS SOFTBALL 2,695 2,140 1,200 400 (800)
3037 GOLF 38,588 5,253 4,000 4,800 800
3039 SKIING 956 689 1,800 1,800 0
3040 SKATING 1,496 1,209 0 1,000 1,000
3041 VOLLEYBALL 24,068 27,050 28,100 28,100 0
3044 BROOMBALL 6,773 5,877 7,300 7,400 100
3047 T-BALL 6,664 6,733 6,700 8,700 0
3048 ADULT SOFTBALL-MEN 81,110 75,363 78,300 79,900 1,600
3049 ADULT SOFTBALL-WOMEN 10,540 14,105 15,800 13,100 (2,700)
3050 ADULT SOFTBALL-CO-REC 30,640 27,891 28,900 27,900 (1,000)
3051 SOCCER 0 13,680 14,200 0 (14,200)
3052 FOOTBALL 2,610 2,850 2,500 2,400 (100)
3053 BASEBALL 803 2,421 100 2,000 1,900
3054 HOCKEY 9,850 2,221 2,900 3,100 200
3057 PRESCHOOL PROGRAMS 67,655 52,095 73,000 89,900 16,900
3058 TEENS 26 (17) 3,500 25,200 21,700
3059 SUMMER IN THE PARK 25,991 27,396 25,000 25,000 0
3060 PUPPET WAGON 831 460 0 800 800
3081 EVENINGS IN THE PARK 2,161 9 700 2,500 1,800
3082 SCHOOLS OUT EVENTS 0 0 0 8,100 6,100
3064 MULTI-CULTURAL FEST 0 0 3,800 0 (3,800)
3085 SPECIAL EVENTS 1,872 3,468 4,400 4,400 0
3086 DANCE 3,915 3,769 4,000 4,000 0
t3
2003 Revenues by line item 8122!2002
2003 BUDGET
GENERAL FUND
REVE NUES BY LINE ITEM
New
Acct 2000 2001 2002 2003 CHANGE
No. DESCRIPTION Actual Actual Budget Estimated 2002 to 2003
3067 ADAPTIVE/INCLUSION 1,160 (20) 2,200 1,000 (1,200)
3068 ENVIRONMENTAL EDUCATION 302 119 0 0 0
3069 NATURE PROGRAMS 0 0 0 1,000 1,000
3070 TRIPS 8 TOURS 2,110 4,306 0 0 0
3074 TUBING HILLS 0 0 0 35,000 35,000
3075 YOUTH DEVEL-QUARRY 2,392 2,534 2,400 25,500 23,100
3076 BASKETBALL 18,110 17,265 21,400 22,200 800
3078 SENIOR CITIZENS 3,173 8,625 6,000 11,300 5,300
3079 FUN RUNS/WALKS 2,853 3,661 3,700 4,300 600
3081 ARTS 8 HUMANITIES 35,920 1,920 4,000 5,000 1,000
3082 SPORTS 8~ CREATIVE CAMPS 17,983 15,436 17,500 20,000 2,500
3084 YOUTH DEVEL-WESCOTT 1,953 2,516 6,200 16,000 9,800
3085 FAMILY ACTIVITIES 0 632 0 400 400
3086 PROGRAM TRIAL DEV 3,268 0 3,000 1,000 (2,000)
OTHER/SPECIAL SERVICES 1,870 936 0 0 0
TOTAL 426,171 363,905 393,500 513,300 119,800
OTHER PARK FEES:
4340 CONCESSION SALES 20,943 26,318 29,700 42,900 13,200
4375 TREE SALES 9,849 11,924 12,000 15,000 3,000
4376 MERCHANDISE SALES 126 0 3,000 0 (3,000)
TOTAL 30,918 38,241 44,700 57,900 13,200
FINES 8 FORFEITS:
4410 COURT FINES/FORFEITS 210,203 253,133 200,000 230,000 30,000
4411 PROSECUTION COSTS/FINES 11,282 38,033 10,000 27,000 17,000
4420 POLICE FINES 8 FORFEITURE 0 5,763 0 3,000 3,000
4421 EVIDENCE FORFEITURES 3,840 2,941 4,000 2,500 (1,500)
TOTAL 225,324 299,870 214,000 262,500 48,500
MISC REVENUES:
4610 INTEREST ON INVESTMENTS 545,305 527,924 404,700 311,300 (93,400)
4611 SPEC ASSMT-PRINCIPAL 2,096 1,423 0 0 0
4615 CHANGE IN FMV-INVESTMTS 132,629 149,583 0 0 0
4620 ANTENNA LEASES 14,200 15,000 15,900 17,000 1,100
4321 BUILDING RENT 12,114 6,006 6,000 14,800 8,800
4622 EQUIPMENT RENT 1,720 2,281 1,000 1,000 0
4624 ATHLETIC FIELD RENT 4,158 6,727 2,000 2,000 0
4625 PARK SHELTER RENT 20,976 20,742 16,000 22,000 6,000
4626 PARK SHELTER RENT-EXEMPT 5,342 5,756 4,000 7,000 3,000
4627 ATHLETIC FIELD RENT-EXEMPT 11,852 12,175 6,900 6,900 0
4630 SAFETY HOUSE RENT 477 117 100 100 0
4657 SALE OF CITY PROPERTY 8,413 4,915 6,500 5,000 (1,500)
4658 VEHICLE SALES 16,494 5,493 18,000 10,000 (8,000)
4661 HISTORY BOOKS/TREE PINS 459 619 200 500 300
4663 CONTRIBUTION/DONATION 2,650 12,346 0 0 0
4665 GRANTS FROM NON-GOVT ENT 3,340 6,475 0 0 0
4691 OTHER REVENUE 5,946 29,989 3,000 6,000 3,000
4710 CASH OVER (SHORT) 147 215 0 0 0
TOTAL 788,318 807,785 484,300 403,600 (80,700)
PROGRAM REVENUES:
4810 PROJ. ADMIN 53,280 307,844 170,000 133,900 (36,100)
1 ~t
~_ - r
2003 Revenues by line item 822/2002
2003 BUDGET
GENERAL FUND
REVE NUES BY LINE ITEM
New
Acct 2000 2001 2002 2003 CHANGE
No. DESCRIPTION Actual Actual Budget Estimated 2002 to 2003
4811 CENTRAL SERVICES MTN 137,100 152,402 157,200 163,700 6,500
4812 WATER ADMIN 311,400 327,000 343,400 360,600 17,200
4813 SEWER ADMIN 148,200 155,600 163,400 171,600 8,200
4815 STREET LIGHT ADMIN 18,200 19,103 19,100 20,000 900
4816 STORM DRAINAGE ADMIN 39,600 41,602 43,700 46,000 2,300
4820 CABLE TV 1,385 1,113 1,300 0 (1,300)
4821 DRUG TASK FORCE REIMS 20,730 14,050 14,000 14,100 100
4822 OTHER REIMBURSEMENTS 3,863 1,588 2,500 2,000 (500)
TOTAL 733,757 1,020,302 914,600 911,900 (2,700)
TRANSFERS:
4980 MSA MAINTENANCE (MAJ ST) 64,410 341,868 69,000 65,000 (4,000)
CABLE FRANCHISE FEES 57,326 0 365,900 444,700 78,800
TOTAL 121,736 341,868 434,900 509,700 74,800
GRAND TOTAL 20,322,049
~ 21,268,924
~~ 20,795,700
~~ 21,778,700 983,000
~
Tax revenues 12,274,640 13,183,822 15,979,300 16,514,300 535,000
HACA, LGA (4150, 4152} 1,795,350 1,782,293 71,400 126,800 55,400
Other revenues 6,252,059 6,302,809 4,745,000 5,137,600 392,600
20,322,049
®~ 21,268,924
~~e~ 20,795,700 21,778,700 983,000
'~
i
2003 Comparative Sum of Exp 8/23!2002
August 27 Version
2003 GENERAL FUND BUDGET
COMPARATIVE SUMMARY OF EXPENDITURES
2000 2001 2002 2003
Actual Actual Budget Budget % Change
GENL GOVERNMENT 2002 to 2003
01 Mayor & Council $ 103,883 $ 116,437 $ 104,800 $ 101,500 -3.1°!0
02 Administration 644,804 742,054 681,500 724,600 6.3%
03 Information Technologies 655,991 692,350 976,400 890,200 -8.8%
04 City Clerk with Finance with Finance 232,100 198,100 -14.6%
05 Finance 884,594 850,712 771,800 802,000 3.9%
O6 Legal 341,104 338,720 374,200 427,000 14.1%
07 Comm Dev/Planning 1,228,020 674,123 592,200 590,700 -0.3%
08 Inspections with Planning 662,290 795,800 825,000 3.7%
09 Communications 181,917 234,424 367,400 444,700 21.0%
Gen Govt Total 4,040,313 4,311,110 4,896,200 5,003,800 2.2%
PUBLIC SAFETY
11 Police 6,867,632 7,417,816 7,666,700 7,997,900 4.3%
12 Fire 950,343 991,196 1,155,600 1,187,600 2.8%
Public Safety Total 7,817,975 8,409,012 8,822,300 9,185,500 4.1%
PUBLIC WORKS
21 Public Works Engineering 1,234,292 1,433,021 1,204,400 1,225,550 1.8%
22 Streets & Highways 2,159,678 1,345,072 1,435,600 1,477,600 2.9%
24 Central Svices. Maint. 453,529 482,797 472,100 481,700 2.0%
Public Works Total 3,847,499 3,260,890 3,112,100 3,184,850 2.3%
PARKS 8 RECREATION
31 Parks & Recreation 2,535,033 2,746,586 2,867,400 3,092,100 7.8%
32 Tree Conservation 246,435 292,056 282,300 327,200 15.9%
Parks 8 Rec Total 2,781,468 3,038,642 3,149,700 3,419,300
GENL GOVT BLDG MA1NT
33 Building Maintenance 552,762 655,899 564,500 558,200 -1.1%
Total Expenditures-
General Fund 19,040,017 18,575,553 20,544,800 21,351,650 3.9%
41 Contingency-undesignated 250,900 427,050 70.2%
Total Expenditures + Contingency $ 2o.7ss.70o $ 21.778.700 a.7%
Ib
~.
20G°3 Comparative Sum of Exp
827 Summary by Category
2003 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
GENL GOVERNMENT
01 Mayor 8 Council
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
02 Administration
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
03 Information Technologies
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
04 City Clerk
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
05 Finance
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
06 Legal
Svcs & Other Chrgs
2002 2003 S Change % change
$ 59,300 $ 58,000 $ (1,300) -2.2%
45,500 43,500 (2,000) -4.4%
104,800 101,500 (3,300) -3.1%
493,300 558,300 65,000 13.2%
5,800 7,500 1,700 29.3%
182,400 158,800 (23,600) -12.9%
681,500 724,600 43,100 6.3%
215,600 213,000 (2,600) -1.2%
123,600 118,400 (5,200) -4.2%
624,400 543,200 (81,200) -13.0%
12,800 15,600 2,800 21.9%
976,400 890,200 (86,200) -8.8%
162,900 172,500 9,600 5.9%
6,000 - (6,000) -100.0%
63,200 23,600 (39,600) -62.7%
- 2,000 2,000
232,100 198,100 (34,000) -14.6%
595,800 620,900
33,300 35,600
134, 700 137, 500
8,000 8,000
771, 800 802,000
25,100 4.2%
2,300 6.9%
2,800 2.1
- 0.0%
30,200 3.9%
374,200 427,000
~~
52,800 14.1
8/22/2002
2003 Comparative Sum of Exp 8!22/2002
827 Summary by Category
2003 GENERAL FUND BUDGET
Comparative Expenditures by Dept fay Type
2002 2003 $ Change % change
07 Comm Dev/Planning
Personal Services 520,200 543,100 22,900 4.4%
Supplies/Repairs 5,900 5,700 (200) -3.4%
Svcs & Other Chrgs 57,200 41,900 (15,300) -26.7%
Capital Outlay 8,900 - (8,900) -100.0%
Total 592,200 590,700 (1,500) -0.3%
08 Inspections
Personal Services 727,300 758,200 30,900 4.2%
Supplies/Repairs 20,400 17,800 (2,600) -12.7%
Svcs 8~ Other Chrgs 33,600 31,800 (1,800) -5.4%
Capital Outlay 14,500 17,200 2,700 18.6%
Tatal 795,800 825,000 29,200 3.7%
09 Communications
Persona{ Services 156,300 161,700 5,400 3.5%
SupplieslRepairs 2,300 2,300 - 0.0%
Svcs & Other Chrgs 206,800 280,400 73,600 35.6%
Capital Outlay 2,000 300 (1,700) -85.0%
Total 367,400 444,700 77,300 21.0%
PUBLIC SAFETY
11 Police
Personal Services 6,813,600 7,092,300 278,700 4.1%
Supplies/Repairs 366,100 388,500 22,400 6.1%
Svcs & Other Chrgs 430,300 494,300 64,000 14.9%
Capital Outlay 56,700 22,800 (33,900) -59.8%
Total 7,666,700 7,997,900 331,200 4.3%
12 Fire
Personal Services 683,600 694,500 10,900 1.6%
SupplieslRepairs 127,200 129,600 2,400 1.9%
Svcs & Other Chrgs 228,800 260,200 31,400 13.7%
Capital Outlay 116,000 103,300 (12,700) -10.9%
Total 1,155,600 1,187,600 32,000 2.8%
~~
~..
2003 Comparative Sum of Exp
827 Summary by Category
2003 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
2002 2003 S Change % change
PUBLIC WORKS
21 Public Works Engineering
Personal Services 1,118,600 1,131,550 12,950 1.2%
SupplieslRepairs 16,200 17,500 1,300 8.0%
Svcs & Other Chrgs 60,600 65,000 4,400 7.3%
Capital Outlay 9,000 11,500 2,500 27.8%
Total 1,204,400 1,225,550 21,150 1.8%
22 Streets 8~ Highways
Personal Services 719,500 760,200 40,700 5.7%
Supplies/Repairs 326,700 321,600 (5,100) -1.6%
Svcs & Other Chrgs 381,900 384,000 2,100 0.5%
Capital Outlay 7,500 11,800 4,300 57.3%
Total 1,435,600 1,477,600 42,000 2.9%
24 Central Svices. Maint.
Personal Services 382,800 398,300 15,500 4.0%
Supplies/Repairs 29,100 28,600 (500) -1.7%
Svcs & Other Chrgs 43,900 49,800 5,900 13.4%
Capital Outlay 16,300 5,000 (11,300) -69.3%
Total 472,100 481,700 9,600 2.0%
PARKS 8~ RECREATION
31 Parks 8 Recreation
Personal Services 2,039,300 2,225,900 186,600 9.2%
Supplies/Repairs 317,600 331,500 13,900 4.4%
Svcs & Other Chrgs 446,200 457,900 11,700 2.6%
Capital Outlay 48,900 61,400 12,500 25.6%
Merch for resale 15,400 15,400 - 0.0%
Total 2,867,400 3,092,100 224,700 7.8%
32 Tree Conservation
Personal Services 195,900 234,900 39,000 19.9%
Supplies/Repairs 15,500 20,400 4,900 31.6%
Svcs & Other Chrgs 25,900 29,400 3,500 13.5%
Capital Outlay 22,500 20,000 (2,500) -11.1%
Merch for resale 22,500 22,500 - 0.0%
Total 282,300 327,200 44,900 15.9%
8/22/2002
2003 Comparative Sum of Exp 8/22/2002
827 Summary by Category
2003 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
2002 2003 S Change % change
GENL GOVT BLDG MAINT
33 Building Maintenance
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Total
GRAND TOTALS
Personal Services
Supplies/Repairs
Svcs & Other Chrgs
Capital Outlay
Merch for resale
Total
150,300 150,600 300 0.2%
50,700 51,250 550 1.1%
344,500 339,550 (4,950) -1.4%
19,000 16,800 (2,200) -11.6%
564,500 558,200 (6,300) -1.1%
Percent of
Total Increase
15,034,300 15,773,950 739,650 4.9% 91.7%
1,446,400 1,476,250 29,850 2.1% 3.7%
3,684,100 3,767,850 83,750 2.3% 10.4%
342,100 295,700 (46,400) -13.6% -5.8%
37,900 37,900 - 0.0% 0.0%
20,544,800 21,351,650 806,850 3.9% 100.0%
~O
...~_. ~
MAYOR & CITY COUNCIL
Service Delivery Summary:
Mayor and City Council provide the following services:
• The legislative and policy-making activities for municipal government.
• The planning and control of municipal expenditures through the adoption of
annual operating and capital improvements budgets.
• The generation of revenue through the levying of taxes and approval of fee and
rate structures.
• The facilitation of citizen input to the policy process through advisory
commissions, neighborhood meetings, listening sessions, visitors to be heard, and
civic and community group participation.
Mayor & City Council--2003 Budget Notes
• The draft 2003 budget is decreased from $104,800 to $101,500 or $3,300 (3.1 %)
in 2003.
• The decreases were made primarily in conferences and schools ($1,400) and local
meeting expenses ($2,400) to better reflect actual expenditures in 2002.
• The City Administrator found the budget to be in order and made no further
adjustments.
POLICY CONSIDERATIONS
1) Mayor and City Council Compensation--Should the Council desire to increase the
compensation for Mayor and/or City Councihnembers, aresolution would be needed by
November 2002 in order for the new compensation rate to go into effect in January 2003.
Attached for your review is the July 9 memo and salary survey ofinetro-area elected
officials' salaries in comparable cities to Eagan.
a~
.:. r ~.~. MEMO
' City of Eagan
TO: IiONORABLE MAYOR AND CITY COUNCIL
FROM: CITY ADMINISTRATOR HEDGES
DATE: JULY 9, 2002
SUBJECT: MAYOR AND COUNCIL SALARIES
Recently the Association of Metropolitan Municipalities (AMM) distributed its annual
elected official salary survey. Enclosed for your review is a summary of metro azea
elected officials' salaries in comparable cities to Eagan.
The average salary in 2002 for mayors in the nine comparable cities (including Eagan) is
$11,818, and the average salary for councilmembers is $8,506. If the high and low
salaries are removed (Bloomington and Eden Prairie), the average mayoral salary is
$11,494, and the average Councilmember salary is $8,408.
Should the City Council wish to consider a salary change for 2003, state law mandates
that all City Council salary changes become effective following the next municipal
election. In other words, any salary changes approved by the Eagan City Council prior to
the next election would go into effect in January 2003.
Direction from the Council is needed if it is the Council's desire to discuss the Mayor and
City Council salary structure for 2003. Additionally, the fu112002 AMM Elected Official
Salary is available for your review. Please contact Mira if you would like a copy of the
document.
If you have any questions, please feel free to call me.
~o w~
City Administrator
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ADMINISTRATION
Service Delivery Summary:
Administration provides for executive management and administration in the following
areas:
• Execution of policy as adopted by the City Council.
• Administration activities as maybe required.
• Such administrative activities as may be required in municipal operations, but
which are not unique to and, therefore, not assignable to other operating programs
or departments.
• Attend and participate in regional and national organizations that provide
education and enhancement for local government service.
• Implementation of Council directives and the goals and objectives of the adopted
Strategic Plan.
The total personnel for Administration is broken down into the following personnel chart:
Proposed
Personnel 2000 2001 2002 2003
City Administrator 1 1 1 1
Assistant City Administrator* 2 1.8 1.8 2
Assistant to the City Administrator 0 0 1 1
Administrative Secretary/Deputy Clerk 1 1 1 1
Administrative Intern 1 1 0 0
Clerical Technicians 2 2 2 2
Communications/Recycling Coordinator 1 0 0 0
8 6.8 6.8 7
*Previously, .2 of the Assistant City Administrator has been budgeted in
Communications; however, with the addition of the Communications Director, the .2 has
been reallocated to Administration.
Administration-2003 Budget Notes
• The draft 2003 Administration budget is increased from $681,500 to $724,600 or
$43,100 (6.3%) from 2001 to 2002. The increase is primarily due to annual step
increases and reclassifications. Personal Services represents 76% of the
Administration budget.
• The remaining non-personal services budget shows a decrease of $18,400, which
includes reductions made by the City Administrator to Employment Advertising
and General Printing and Binding.
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INFORMATION TECHNOLOGIES
Service Delivery Summary:
Information Technologies provides a critical support service to all departments and city
buildings. The services provided by IT are as follows:
• Evaluate appropriate computer hardware and software on a continuous basis
• Coordinate all software and programs with LOGIS
• Train employees to facilitate effective use of technology
• Enhance efforts among departments to assure an integrated information system
• Provide technical assistance as needed
• Complete both short and long-term computer and information systems planning
• Facilitate website development and maintenance
• Provide E-Commerce support
• Provide telephone and voice mail system support
The total personnel for Information Technologies is broken down as follows:
Proposed
Personnel 2000 2001 2002 2003
IT Coordinator 1 1 1 1
IT Technical Assistant 1 1 0 0
IT Intern 0.5 0 0 0
IT Technician 0 1 0 0
IT Specialist 0 0 2 2
2.5 3 3 3
Information Technologies--2003 Budget Notes
• The draft 2003 Information Technologies budget decreased from $976,400 to
$890,200 or $86,200 (-8.8%) from 2002 to 2003.
• No additions to staff are proposed for 2003.
• A slight change in personnel was implemented in mid-2002 following the
resignation of the City's IT Technical Assistant, which resulted in the
reclassification of two positions and thus, a decrease in personnel services of
1.2%. Personal Services represents 23% of the Information Technologies budget.
• A significant decrease was made by the City Administrator in the electronic data
processing allocation to more accurately reflect past expenditures.
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CITY CLERK
Service Delivery Summary:
The City Clerk functions operate under the supervision of the Director of Administrative
Services. The City Clerk provides service in the following areas:
• GeneraUAdministration
• Property/Casualty Insurance
• Elections and Voter Registration
• Records Management
• Licensing
The total personnel for the Finance/City Clerk department is as follows:
Personnel
Proposed
2000 2001 2002 2003
City C1erklAdministrative Svcs Coordinator 0 1 1 1
Clerical Technicians 2.5 2.5 2.5 2.5
2.5 3.5 3.5 3.5
City Clerk--2003 Budget Notes
• The draft 2002 Finance/City Clerk budget is decreased from $232,100 to
$198,100 or $34,000 (-14.6%) from 2002 to 2003.
• For the first time, the divisions of Finance and City Clerk are split into separate
budgets in order to reflect the individual programmatic responsibilities of the two
divisions.
• The significant change in the proposed City Clerk budget is that election judges
are not included, as election years are cyclical and 2003 is anoff-election year.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
5.9%. Personal Services represents 8?% of the City Clerk Budget.
• The City Administrator found the budget to be in order, and made no adjustments.
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FINANCE
Service Delivery Summary:
The Finance functions operate under the supervision of the Director of Administrative
Services. The Finance Department provides service in the following areas:
• GeneraUAdministration
• Accounts Payable
• Treasury
• Payroll
• Purchasing
• Utility Billing
• Special Assessments
• Workers Compensation Insurance
The total personnel for the Finance division is as follows:
Personnel 2000 2001 2002 2003
Director of Administrative Service: 0 1 1 1
Finance Director/City Clerk 1 0 0 0
Chief Financial Officer 0 1 1 1
Assistant Finance Director 1 0 0 0
Accountants 2 2.75 2.75 2.75
Accounting Clerk/Deputy Clerk 1 0 0 0
Accounts Payable Clerk 1.5 1 1 1
Utility Billing Clerk 1.5 1.5 1.5 1.5
Payroll Clerk 1 1 1 1
Special Assessment Clerk 0.5 0.5 0.5 0.5
9.5 8.75 8.75 8.75
Finance--2003 Budget Notes
• The draft 2002 Finance/City Clerk budget is increased from $771,800 to $802,000
or $30,200 (3.9%) from 2002 to 2003.
• For the first time, the divisions of Finance and City Clerk are split into sepazate
budgets in order to reflect the individual programmatic responsibilities of the two
divisions.
• No additions to staff are proposed for 2003. Due to fixed costs, such as step
increases and cost of living adjustments, personal services shows an increase of
4.2%. Personal Services represents 77% of the Finance budget.
• The City Administrator found the budget to be in order, and made no adjustments.
37
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LEGAL
Service Delivery Summary:
The Legal Department provides for the following services:
• Legal counsel to the City Council and municipal operating personnel.
• Legal representation on behalf of the municipality in the prosecution or defense of
all proceedings in which the municipality is a party.
• Review of ordinances, resolutions, contracts and other legal documents.
• Coordination with outside legal counsel and work with the League of Minnesota
Cities legal services.
Legal--2003 Budget Notes
• The draft 2003 Legal budget is increased from $374,200 to $427,000 or $52,800
(14.1 %) from 2002 to 2003.
• The cost for prosecution services has increased due to recent court action
requiring two prosecutors to be present at prosecution hearings, as compared to
the previous requirement of only one prosecutor being present. Furthermore, an
additional day has been added to the County Court scheduled for prosecution
hearings in response to the increased number of prosecution cases.
• Although the cost for prosecution services has increased, revenues from
prosecution services will offset the increase.
• The City Administrator found the budget to be in order, and made no adjustments.
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COMMUNITY DEVELOPMENT--PLANNING
Service Delivery Summary:
The Community Development Department is divided into two divisions-Planning and
Inspections. The Planning division provides the following services:
Planning & Zoning
• Provides the principal contact between prospective developers and builders of
residential, commercial and industrial properties.
• Coordinates staff reports for Advisory Planning Commission and City Council
deliberations concerning zoning, variances, platting, waivers and conditional use
permits.
• Provides for the development of long-range plans to guide the physical
development of the municipality including gathering and evaluating data,
preparation and review of plans and preparation of special planning studies.
The total personnel for Planning is broken down as follows:
Proposed
Personnel 2000 2001 2002 2003
Senior Planner 1 1 1 1
Planners 3 2 2 2
Planning Intern 0 0.5 0.5 0.5
Office Supervisor 1 1 1 1
Planning Aide 1 1 1 1
GIS Technician 1 1 1 1
Code Enforcement Technician 1 2 2 2
8 8.5 8.5 8.5
Community Development-Planning--2003 Budget Notes
• The draft 2003 Community Development-Planning budget is decreased from
$592,200 to $590,700 or $1,500 (-0.3%) from 2002 to 2003.
• Both Planning and Inspections make up the Community Development
Department; however, for the first time, the divisions are split into separate
budgets in order to reflect the individual programmatic responsibilities of the two
divisions.
• Due to fixed cost increases, such as step increases and cost of living adjustments,
personal services show an increase of 4.4%. Personal services represents 92% of
the Planning budget.
• The remaining non-personal service budget items are decreased by 4.7%.
• Dues and Subscriptions have been significantly reduced as a result of the City no
longer paying dues to the Dakota County Economic Development Partnership,
which is in the process of restructuring. There is no longer an acting Executive
Director of the Partnership.
• The City Administrator found the budget to be in order, and made no adjustments.
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COMMUNITY DEVELOPMENT--INSPECTIONS
Service Delivery Summary:
The Community Development Department is divided into two divisions-Planning and
Inspections. The Inspections division provides the following services:
Inspections
The Inspections Division is broken into two categories: Protective Inspections and
Fire/Life Safety Inspections:
• Protective Inspections -Provides for the administration and enforcement of
municipal ordinances relating to building, plumbing, electrical, heating and sign
erection through the inspection of buildings and structures under construction and
inspection of existing structures.
• Fire/Life Safety Inspection -Provides for the inspection of building plans,
buildings under construction and existing structures in order to secure compliance
with codes and ensure life safety.
The total personnel for Community Development-Inspections is broken down as follows:
Proposed
Personnel 2000 2001 2002 2003
Chief Building Official 1 1 1 1
Assistant Chief Building Official 1 1 0 0
Senior Inspector
Inspectors
Clerical Technicians
Fire Marshal
Fire Inspector
1 1 2 2
4.7 4.5 4.5 4
2.75 3 3 2.75
12.45 12.5 12.5 11.75
Community Development-Inspections--2003 Budget Notes
• The draft 2003 Community Development budget is increased from $795,800 to
$825,000 or $29,200 (3.7%) from 2002 to 2003.
• Both Planning and Inspections make up the Community Development
Department; however, for the first time, the divisions are split into separate
budgets in order to reflect the individual programmatic responsibilities ofthe two
divisions.
• There are no additional personnel proposed for 2003; however due to fixed costs,
such as annual step increases and cost of living adjustments, personal services
shows an increase of 4.2% Personal services represents 92% of the Inspections
Division total budget.
• The remaining non-personal service budget items are decreased by 0.5%.
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So
COMMUNICATIONS
Service Delivery Summary:
Communications provides the following services:
Public relations and information activities to keep citizens informed of the City's
activities and opportunities.
Publications distributed to aII Eagan residents.
Coordination of information to be posted on the website.
The total personnel for Communications is broken down into the following personnel
chart.
Proposed
Personnel 2000 2001 2002 2003
Communications Director 0 0 1 1
Communications Coordinator 1 1 1 1
Assistant City Administrator* 0 0.2 0.2 0
1 1.2 2.2 2
*Previously, .2 of the Assistant City Administrator has been budgeted in
Communications; however, with the addition of the Communications Director, the .2 has
been reallocated to Administration.
Communications--2003 Budget Notes
• The draft 2003 Communications budget is increased from $367,400 to $444,700
or $77,300 (21%) from 2002 to 2003.
• No additions to personnel are proposed; however, due to fixed costs, such as
annual step increases and cost of living adjustments, personal services shows an
increase of 3.5%. Personal services represents 33% of the Communications
budget.
• In following the City Council's goals and initiatives, the Communications budget
includes funding to improve the City's website, create a professional City of
Eagan promotional video, and institute a common branding strategy.
• An increase in postage is proposed due to the Chamber of Commerce no longer
paying for the cost of mailing Eagan Business News.
• The Communications budget is offset by the cable franchise fee fund.
• The City Administrator made adjustments in several areas of the budget, primarily
to assure that the expenses associated with the Community Center grand opening
are budgeted under the Community Center construction budget.
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S3
POLICE
Service Delivery Summary:
The Police Department is broken into eight (S) categories that represent law enforcement:
• Patrol
• Community Investigation
• Crime Prevention and Public Information
• Alcohol Safety Action Program
• Organization and Management
• Communications
• Animal Control
• Emergency Preparedness
The total personnel for Police is broken down into the following personnel chart:
Proposed
Personnel 2000 2001 2002 2003
Police Chief 1 1 1 1
Captains 2 2 2 2
Sergeants 10 10 10 10
Detectives -Regular 7 7 7 9
Drug Task Force Detective 1 1 1 1
High School Liaison Officer 2 2 2 2
Police Officers 45 46 46 44
Power to Arrest Subtotal 68 69 69 69
Administrative Assistant
Office Supervisor
Clerical Technicians
Secretary
Receptionist
Property Room Tech.
Community Service Officers
Animal Control Officer
Criminal Intelligence Analyst
Criminal Analyst
Office Subtotal
1 1 1 1
1 1 1 1
6 6.25 6.25 6.25
1 1 1 1
1.5 1.5 1.5 1.5
0.75 0.75 0.75 0.75
4 4 4 4
1 1 1 1
1 0 0 0
0 0 1 1
17.25 16.5 17.5 17.5
Sy
~~.
Dispatchers
Lead Dispatcher 1 1 1 1
Full-time 4 4 5 5
Part-time 4.5 4.5 5.25 5.25
Dispatchers Subtotal 9.5 9.5 11.25 11.25
Total Personnel 94.75 95 97.75 97.75
Police--2003 Budget Notes
• The draft 2003 Police budget is increased from $7,666,700 to $7,997,900 or
$331,200 (4.3%) from 2002 to 2003.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
4.1 %. Personal Services represents 89% of the Police budget.
• Included in the 2003 proposed budget is a budget amount of $25,000 for the
Reverse 9-1-1 service as directed by the City Council.
• The City Administrator found the budget to be in order, and made no adjustments.
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FIRE
Service Delivery Summary:
The Fire Department is divided into three categories as follows:
• Organization and Management -Provides for the overall administration of the
Fire Department including the preparation and distribution of information
regarding programs; preparation of the annual report and annual budget; training;
and acquisition and maintenance of equipment and facilities.
• Fire Suppression -Provides for the controlling and extinguishing of fires of all
types in order to minimize personal injury, loss of life and property damage.
• Rescue Squad -Provides for emergency operations pertaining to bodily injury or
serious illness requiring emergency services.
The total personnel for the Fire Department is broken down into the following chart:
Proposed
Personnel 2000 2001 2002 2003
Secretary 1 1 1 1
Clerical Technician 1 1 1 1
2 2 2 2
Volunteers:
Fire Chief 1 1 1 1
District Chiefs 2 2 2 2
Firefighters 147 147 147 147
150 150 150 150
Fire--2002 Budget Notes
• The draft 2003 Fire budget is increased from $1,155,600 to $1,187,600 or
$32,000 (2.8%) from 2002 to 2003.
• No additions in personnel are proposed. Due to annual step increases and cost of
living adjustments, personal services show an increase of 1.5%. Personal Services
represents 58% of the Fire Budget.
• The Fire Department has scheduled to replace and upgrade SCBA (air packs) over
the next six to seven years. To replace all air packs and masks at one time would
cost an estimated $375,000. Funding for 2003 allows for Phase I of a seven year
funding/replacement program.
• While not proposed in the 2003 budget, the department asked that the position of
full-time fire chief be considered in the near future.
• The City Administrator made minor adjustments to the budget, particularly in
personal services, to reflect the actual expenditures of 2002.
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PUBLIC WORKS--ENGINEERING
Service Delivery Summary:
The Engineering Division is divided into several responsibilities incorporating the overall
engineering design, construction and maintenance of the City's infrastructure including,
but not limited to, streets, sanitary sewer, water distribution, storm sewer, street lights and
related equipment and building facilities.
Those responsibilities are the following:
• Administration -Supervision and management of all personnel and
administrative operation of the Engineering and Maintenance Divisions.
• Engineering - consisting of the planning, programming, contract management and
inspection of public infrastructure projects, including but not limited to, streets,
sanitary sewer, storm sewer water supply, distribution and storage facilities.
• Management of the maintenance operations of all public utilities and streets.
• Coordination of all consulting services that provide technical and peoplepower
expertise to assist the department with various public infrastructure
improvements.
The total personnel for the Public Works/Engineering Department is as follows:
Proposed
Personnel 2000 2001 2002 2403
Director of Public Works 1 1 1 1
PW Coordinator/Administrative Assistant 1 1 1 1
City Engineer 1 1 1 1
Assistant City Engineer 0 0 1 1
Design/Development Engineer 1 1 0 0
Superintendent of Streets/Equipment 1 1 1 1
Superintendent of Utilities 1 1 1 1
Supervisor of Construction 1 1 1 1
Engineering Technicians 5 5 5 5
Secretary 1 1 1 1
Clerical Technician 1.5 1.5 1 1
Engineering Intern 1 1 1 .6
15.5 15.5 15 14.6
~~
Public Works-Engineering--2003 Budget Notes
• The draft 2003 Public Works/Engineering budget is increased from $1,204,400 to
$1,225,550 or $21,150 (1.8%) from 2002 to 2003.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
0.5%. Personal Services represents 92% of the Engineering Budget.
• Apart-time vacant clerical technician position has been eliminated on a trail basis
to determine if reallocation of clerical workloads can eliminate this position from
future considerations.
• The two 6-month intern positions have been reduced to 4-month positions due to
budget constraints and the difficulty in filling these seasonal positions with
qualified students for the planned 6-month duration.
• The City Administrator made minor adjustments to reflect actual expenditures of
2002 and also reduced capital outlays by removing a vehicle replacement request
from the operating budget in order to consider the request under the CIP Part II
allocation process.
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PUBLIC WORKS--STREETS/HIGIIWAYS
Service Delivery Summary:
The Streets/Highways Division is broken into five (5) basic areas of responsibility that
represent the safe and efficient use of all City streets.
Those areas include:
• Structural and operational maintenance of public roads through patching, sealing,
grading and overlays.
• Street sanitation through the sweeping of streets and the collection and disposal of
debris from public rights of way.
• Maintains and repairs the street inlets to the storm drainage system.
• Provides snow and ice control on streets, municipally owned parking lots and
designated sidewalks/trails.
• Provides for the installation, operation maintenance and replacement of traffic
control devices including street signs, signals, pavement markings and guardrails.
The total personnel for the Streets/Highways Department is broken down as follows:
Proposed
Personnel 2000 2001 2002 2003
Supervisor 1 1 1 1
Technician/Inspector 1 1 1 1
Maintenance Workers 10 10 10 10
12 12 12 12
Streets/Highway--2002 Budget Notes
• The draft 2003 Streets/Highways budget is increased from $1,435,600 to
$1,477,600 or $42,000 (2.9%) from 2002 to 2003.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
5.7%. Personal Services represents 51 % of the Streets/Highway Budget.
• The City Administrator made adjustments to snow and ice removal to more
accurately reflect the actual expenditures made in 2002.
• A reduction was also made by the City Administrator in the sealcoating allocation
to reflect the 2002 actual expenditures rather than restoring the general fund
budget contribution to its historic level of $50,000 towards the Major Street Fund
overall sealcoat program.
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CENTRAL SERVICES MAINTENANCE
Service Delivery Summary:
Central Service Maintenance provides a major support service to all departments in the
following two areas:
• Maintenance of Vehicles, equipment and material storage and repair areas at the
Central Maintenance Facility including the building and grounds.
• Maintenance and repair of vehicles and equipment for the Streets, Parks and
Recreation and Utility Departments.
The total personnel for the Central Services Maintenance Department is broken down as
follows:
Personnel
Proposed
2000 2001 2002 2003
Shop Supervisor/Chief Mechanic
Equipment Maintenance Workers
Office Supervisor
Clerical Technicians
1 1 1 1
2 2 2 2
1 1 1 1
2.5 2.5 2.5 2.5
6.5 6.5 6.5 6.5
Central Services Maintenance--2002 Budget Notes
• The draft 2003 Central Services Maintenance budget is increased from $472,100
to $481,700 or $9,600 (2.0%) from 2002 to 2003.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
4%. Personal Services represents 83% of the Central Services Maintenance
budget.
• An addition in special events is included to fund the biennial Community Services
Open House historically held on the odd year.
• The City Administrator reduced capital outlays by postponing for one year a
request to strip and recoat the concrete floors in the Vehicle Maintenance Bay.
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PARKS & RECREATION
Service Delivery Summary:
The Parks & Recreation Department is divided into three service categories as follows:
Administration
• Provides for overall planning, coordination, management and administration of
activities within the department.
• Provides for long-range planning of park needs and master planning of individual
parks.
• Provides for parks development, budget preparation, parks acquisition, forestry,
contract administration and coordination with other service agencies.
• Provides Eagan residents an opportunity to reserve facilities and register for
department programs.
Recreation
• Provides for the operation of a variety of participative activities for the diversified
interests of Eagan residents.
• Provides athletic events, special programs, instructional classes and social
gatherings for tots, youth, adult and senior citizens.
• Provides youth athletic programs through coordination with local youth athletic
associations.
Parks Maintenance & Improvements
• Provides for the maintenance of parks facilities, athletic fields, community parks,
park shelter buildings and trails, as well as other municipal grounds, such as the
municipal campus, library and the incoming Community Center/Central Park.
• Provides parks development activities including the installation of playground
equipment, landscaping projects, hockey rink constructions and other similar
construction activities in the development and improvement of Eagan's parks.
The total personnel for the Parks & Recreation Department is broken down as follows:
Proposed
Personnel 2000 2001 2002 2003
Director of Parks and Recreation 0.95 0.95 1 1
Parks Superintendent 0.85 0.85 0.85 .85
Parks Planner/Landscape Architect 1 1 1 1
Administrative Specialist 1 1 1 1
Superintendent of Recreation 1 1 1 1
Recreation Supervisor 3 3 3 3
Events & Recreation Program Supervisor 1 1 1 1
Preschool Instructors 1.25 1.25 1 1
Park Maintenance Supervisor 1 1 1 1
1~
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Park Operations Supervisor 1 1 1 1
Park Maintenance Workers 8.4 9.4 9.4 9.4
Office Supervisor 1 1 1 1
Clerical Technicians 2.4 2.4 3.4 3.4
23.85 24.85 25.65 25.65
Parks and Recreation--2003 Budget Notes
• The draft 2003 Parks and Recreation budget is increased from $2,867,400 to
$3,092,100 or $224,700 (7.8%) from 2002 to 2003.
• Projected revenues for 2003 are $604,915, a 23% increase over 2002. Taking into
account the additional revenue offset, the proposed budget reflects a 5% increase.
• The clerical position transferred from Public Works to Parks and Recreation in
May of 2002 has been retained in the 2003 draft budget. In addition to the clerical
position, fixed costs, such as annual step increases and cost of living adjustments,
personal services show an increase of 9.2%. Personal services represents 72% of
the Pazks and Recreation budget.
• Additional seasonal staffing is proposed for both sliding hill operations. The
purchase of sliding tubes is also included in Capital Outlay.
• Additional seasonal staffing is proposed for the preschool program. Revenues
from the preschool program offset the proposed additions to the staff.
• Transportation Services have been significantly increased as programming for
teens and seniors expand, with the assumption that the additional costs will be
offset by additional revenues.
• Per Council direction, seasonal staffing is included in the proposed budget to staff
the new teen and senior programming at the Community Center.
• There is a reduction in the Building Rental allocation, as space is no longer being
rented at Wescott Square.
• The City Administrator adjusted several line items to more accurately reflect the
actual expenditures in 2002.
POLICY CONSIDERATIONS
1) Sliding Hills-A determination is needed from either a Council subcommittee or
the Council as a whole as to a proposed budget and fee structure for the sliding
hills at both Central Park and Trapp Farm Park. Currently, there is no fee for the
Trapp Farm Park sliding hill; however, staff is recommending that a fee be
charged for both Trapp Farm and Central Park sliding hills in order to offset
operating costs.
2) Community Center Budget-The Community Center budget is currently being
drafted under the guidance of the newly hired Community Center Manager, Sandy
Wagner. The proposed budget is scheduled to be completed during this fall.
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a
TREE CONSERVATION
Service Delivery Summary:
Tree Conservation provides for the maintenance of existing trees and the planting of new
trees on public property and the care and maintenance of the tree nursery.
Also, inspection of potentially diseased trees on private properties is an ongoing response
service provided by the Forester.
The total personnel for Tree Conservation is broken down into the following personnel
chart:
Personnel
2000
2001
2002 Proposed
2003
Supervisor of Forestry 1 1 .1 1
Grounds Maintenance 0 0 0 1
Parks Superintendent 0.15 0.15 0.15 .15
Forester/Maintenance 0.6 0.6 0.6 .6
1.75 1.75 1.75 2.75
Tree Conservation--2003 Budget Notes
• The draft 2003 Tree Conservation budget is increased from $282,300 to $327,200
or $44,800 (15.9%) from 2002 to 2003.
• In response to the addition of the new Community Center and Central Park, as
well as streetscaping initiatives, redevelopment of Cedar Grove, and the existing
500+ landscape beds maintained by the City, the budget proposes the addition of
one full-time grounds maintenance staff member.
• In addition to the grounds maintenance personnel request, fixed costs, such as
annual step increases and cost of living adjustments, resulted in a 19.9% increase
in personal services. Personal Services represents 72% of the Tree Conservation
budget.
• The City Administrator made adjustments to personal services by eliminating one
additional grounds maintenance staff request, and also made a reduction in mobile
equipment.
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By
GOVERNMENT BUILDINGS
Service Delivery Summary:
Government Buildings provide for the following services:
• General maintenance, repair and operation of the Municipal Center
Building/Campus.
• Care of Municipal Center, Community Room and municipal shop but does not
include Park & Recreation buildings and properties, nor does it include the
maintenance of the fire stations.
The total personnel for Government Buildings is broken down in the following chart:
Proposed
Personnel 2000 2001 2002 2003
Director of Parks & Recreation 0.05 0.05 0 0
Building Maintenance Supervisor 1 1 1 1
Building Maintenance Workers 2 2 2 2
3.05 3.05 3 3
Government Buildings--2003 Budget Notes
• The draft 2003 Government Buildings budget is decreased from $564,500 to
$558,200 or $6,300 (-1.1%) from 2002 to 2003.
• No additions in personnel are proposed. Due to fixed costs, such as annual step
increases and cost of living adjustments, personal services show an increase of
0.4%. Including the janitorial services that are provided on a contractual basis,
personal services represents 48% of the Government Buildings budget.
• The City Administrator made adjustments to the Capital Outlay and asked Parks
and Recreation to prioritize the improvements for 2003. Also removed was the
funding to replace the Old Town Hall roof, as the City's insurance claim paid for
the new roof in 2002 as a result of hail damage.
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