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10/09/2001 - City Council SpecialL r ~ MEMO _ city of eagan TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMII~IISTRATOR HEDGES DATE: OCTOBER 3, 2001 SUBJECT: SPECIAL CITY COUNCIL WORKSHOP/OCTOBER 9, 2001 The Special City Council Workshop for October 9 is scheduled for 4:30 p.m. in the City Hall Community Room. The purpose ofthe meeting is to discuss the following agenda items that include; 1.) Community Entrance Markers, 2.) Review 2002 General Fund Budget, 3.) Review Proposed 2002 Cascade Bay Budget and Fees, 4.) Community Visioning Update, and 5.) the every other month Goals Update. COMMUNITY ENTRANCE MARKERS This item was scheduled for the workshop meeting on September 11; however, due to the east coast event, the meeting was shortened and this item was not further considered. As previously reported to the City Council, the EDC Image Committee met with Senior Planner Ridley and Assistant City Administrator Verbrugge on September 7, 2001 to discuss entrance markers and street-scaping. The discussion by the committee was three-fold: 1.) Determining the feasibility of income from cellular antennae use; 2.) Establish design goals/parameters for materials, lighting, general image, etc.; and 3.) Prioritization of locations, partially dictated by available financing. Staff has since contacted industry representatives to determine if the 494/35E/55 intersection would be a desirable location for future communications antennae towers, or if the existence of the Mendota Heights water tower sites had captured the market. It was the opinion of the industry reps that future demand would exist and the 35E/55 location would be desirable. Staff has asked for future information regarding likely timelines for industry need. It was the opinion of the EDC that one of the City's consulting engineer firms should be utilized to draft design options. This and other discussion items will be further enhanced by staff at the meeting for the benefit of the City Council. From that discussion, findings will be reported back to the EDC and a project timeline for negotiation of easements and potential installation will be drafted. ACTION TO BE CONSIDERED: To receive an update and provide the appropriate direction to City staff. REVIEW 2002 GENERAL FUND BUDGET The City Council reviewed the 2002 General Fund Operating Budget on two (2) occasions during August; August 14 and 28. The preliminary limit was certified to Dakota County by action of the City Council at the September 4 meeting. Attached without page number is a copy of the draft budget including summary information for revenues, expenditures and departments as well as individual departmental narratives and budget worksheets. City Council modifications have been incorporated into the document. Also enclosed on pages ~~ through ~ for Council review is a copy of a memo City Councilmember Carlson requested on the history and status of the Fund balance in the City's General Fund. ACTION TO BE CONSIDERED: To provide direction regazding the revised and proposed 2002 General Fund Operating Budget and agree to a time-table for a public hearing and final budget approval. REVIEW PROPOSED 2002 CASCADE BAY BUDGET AND FEES In order to begin mazketing for the 2002 Cascade Bay season, it is necessary to review and establish a fee schedule along with operating budget considerations at this time. Enclosed on pages ~ through ~ is a copy of a memo that provides background on this item, as well as an expenditure worksheet. ACTION TO BE CONSIDERED: To provide direction to staff and schedule formal action at a regular City Council meeting. COMMUNITY VISIONING UPDATE At the September 11 workshop meeting, the City Council had a conference call with Carl Neu to discuss the community-wide visioning process. The first step is to a point a Leadership Task Force and based on recommendations by Mr. Neu, the memo attached on page ~ was prepazed for Council consideration. Mr. Neu will be providing an outline that will be distributed to the Council regarding the Community Visioning Project. ACTION TO BE CONSIDERED: To affirm the community-wide visioning process and provide direction regazding the appointment of the Leadership Task Force. a PUD REVIEW Per direction of the City Council at the October 2 City Council meeting, Councilmember Bakken will share his findings after examining the Stonebridge PUD. Councihnember Bakken has volunteered on behalf of the City Council to review planned unit developments with City staff and present his fmdings to the City Council in an effort to answer certain questions such as;1.) should reference to PUD zoning be minimi~Pd on the official zoning map to an underlying zoning to provide a better use clarification for the public, 2.) have the PUD agreements of record expired, 3.) are there PUD zones that meet standard zoning district requirements, and 4.) other issues relative to planned development zoning. ACTION TO BE CONSIDERED: To provide City Councilmember Bakken and City staff direction regarding the PUD review. GOALS UPDATE Attached without page number is the updated City of Eagan Strategic Plan. In order to consolidate the document, a new format 11as been created, which is meant to make the document more concise and readable. Due to the numbber of Public Works and Parks and Recreation goals to be updated, the final October update for the two departments will be available at the October 9, 2001 Goals Workshop. Items to be specifically discussed during the Goals Update include the Communications Committee update on the ECVB, Cort~munications Director position and update by Director Colbert on the status of certain storm mitigation projects. /s/ Thomas L. Hedges City Administrator 3 city of eagan ~~ MEMO TO: City Administrator Hedges FROM: Director of Administrative Services VanOverbeke DATE: September 25, 2001 SUBJECT: Fund Balance of the City's General Fund At your request I am providing the following information regarding the fund balance in the City's General Fund. Background Within the General Fund and all other budgeted funds, at the end of each accounting period, which for the City is the calendar year, all revenues and expenditures are closed to the fund balance. The fund balance increases by the amount actual revenues exceed revenue estimates or decreases by the amount that actual revenues are less than estimated revenues. The fund balance also increases by the amount that actual expenditures are less than budgeted appropriations or decreases by the amount that actual expenditures exceed the budgeted appropriations. The overall impact of a year's operations on the fund balance reflects the sum total of the revenue variance, which is Citywide, and the expenditure variances, which are based on operating departments. At the most basic level, the balance will increase anytime the City spends less than it receives in revenues. The City has consistently practiced a couple of philosophies that make that result likely. First, we have budgeted a contingency account from annual revenues. By its very definition the contingency account will be totally spent in only very extreme cases. For example, an emergency such as a natural disaster or a similar problem would probably cause the entire contingency account to be spent. Naturally, there would be some opportunity to recover some of those expenditures from other governmental agencies over the long run. Second, we use conservative budgeting practices in that we are attempting to minimize the reliance on development related revenues. Because we budget revenues conservatively, variances are generally favorable. On the expenditure side, we try to budget at appropriate levels to carry out desired programs while limiting program expansion or new program introduction. We expect departments to operate within those budgets while allowing for extraordinary circumstances and making adjustments as necessary and as they can be justified. PurposelPolicies The fund balance in effect becomes the City's savings account and is used to provide working capital to fund subsequent activities until tax and aid revenues are received. It also works like a personal savings account in that it is available for emergencies, any other unforeseen obligation or large one time purchases. The City Council is free to make policy determinations as to the appropriate level of fund balance and what the money in the account will be used for if it is determined that the level is inappropriate. Historically, the fund balance as a percent of the next year's expenditure budget has stayed fairly consistently in the 30 - 40% range after first reaching that level at the end of 1985. There have been years in the 20's and one year in the 50's. The actual level is quite variable depending on the unique circumstances of any particular year and is impacted directly by budget increases resulting from growth and other factors. Current policy is to maintain an undesignated fund balance level of approximately 30 - 35% of the next year's expenditure budget as a target. Over the years staff and or the City Council have suggested uses for the fund balance to maintain that general level. Fund Balance Changes Over the last five years the results from operations at year-end have produced the following increases to the fund balance: Year-end Increase 12-31-96 $1,821,262 12-31-97 $2,318,732 12-31-98 $2, 526, 879 12-31-99 $2,243,203 12-31-00 $1,281,854 Fund Balance Uses Over the years 1995 through 2001 the following appropriations have been made by the Ciry Council from the fund balance: Year Use /Amount 1995 Radio Replacement Fund $1,250,000 1997 Emergency Vehicle Preemption System $170,000 Equipment Revolving Fund $1,700,000 Defeasance of G. O. Bonds $2,415,000 2000 Central Park Acquisition $3,000,000 2001 Municipal Generator Project $725,000 Aerial Fire Truck $825,000 2002 Assessment for Police System Replacement $126,100 Microsoft Licensing $66,000 Conclusion The net effect of the City using it's fund balance in this manner has been to reduce current tax levies by defeasing general obligation bonds and to reduce future tax levies by applying the fund balance to large capital items of community wide benefit. Allowing a certain amount of money to accumulate in this "savings account" has provided the City Council flexibility in providing infrastructure enhancements to the community that might have otherwise been impossible or at best more difficult. Please let me know, if you would like to discuss this information or would like anything else. Direb~pr of Administrative Services cc: Chief Financial Officer Pepper ~. _ city of eagan MEMO TO: TOM HEDGES, C1TY ADNIINISTRAT'OR FROM: KEN VRAA, DIRECTOR OF PARKS AND RECREATION DATE: OCTOBER 3, 2001 SUBJECT: 2002 CASCADE BAY BUDGET/FEES The proposed 2002 budget for Cascade Bay is attached for City Council review. With the above average heat this summer, Cascade Bay exceeded previous year's attendance and revenue. The successful summer, however, provides a challenge in preparing the 2002 budget. As with any enterprise operation, especially one dependent on weather and customer acceptance, success is ultimately defined not by one or even three years but over the long term. The most significant impact to future budgets will be the expenditures associated with maintaining an aging facility, at a level visitors have come to expect, in order to maintain financial viability. Although the first three yeazs of operation have been successful, it would be prudent to plan for challenges that will face Cascade Bay in the future. The novelty and excitement of a new recreational facility such as Cascade Bay obviously will wane without a deliberate and defined vision for practical as well as image maintenance and overall enhancements to the facility. 2002 Budget - Eauenditures The 2002 budget reflects increased expenditures for personnel, natural gas, electricity, waste removal and pool chemicals; basic services necessary to operate and increases that are based primarily on inflation. Increases are also shown to reflect the additional services and supplies necessary to address the natural aging of Cascade Bay; repair/maintenance supplies, professional services, insurance, small equipment repair, building operations repair, and other contractual services. Increased expenditures are included for sign replacement in order to maintain Cascade Bay's image and identity. The budget also reflects a $7,000 annual contribution towards the purchase of the campus generator (first installment of a ten-year repayment plan) and $50,000 for additional improvements to the facility. This concept and general staff ideas for improvements that will be subject to future City Council approval prior to unplementation will be shared at the meeting on Tuesday. The 2001 season brought to light significant maintenance needs. Cracking of the pool's DiamondBrite surface has become commonplace and requires annual inspection and repair, the condenser for the walk-in refrigerator had to be replaced and subsequent roof venting installed to minimize further equipment failure due to the hot summer, slide repair is becoming more than routine maintenance, multiple electrical problems required some re-wiring, a chemical control pump was replaced and the front gate was removed, re-painted and then rehung. These are only a few examples of more extensive maintenance during the 2001 season. Staff was aware of and planned for the repair of the front gate and pool surface but the other items came about during the season. Staff believes this is indicative of what can be expected in the future. Renewal and Replacement In 1999 a master list was generated to determine how much money should be set aside each year to replace larger capital items. At that time, $50,000 was determined to be the amount. The replacement schedule was reviewed and re-calculated this year to more accurately reflect the actual life cycle of various items. The re-calculation results in an annual contribution of $61,000. In addition, $3,000 will be added to this amount for the next 7 years for the next replacement of the City's telephone system. 2002 Budget -Revenues and Fees There were 168,000 visitors to Cascade Bay during the 2001 season of which 100,000 were daily admissions. This compares to total visitors of 160,000 in 1999 and 150,000 in 2000. These numbers reflect three very successful summers with good weather and a good economy. The financial results resulting from those attendance figures also reflect relatively low maintenance costs and few long-term enhancements to the new facility. Although planning for balanced annual budgets should be a priority, long-term planning that incorporates the potential for the inevitable cooUrainy summer, a significant economic downturn and facility enhancements needs to be considered. Also, as successful as the facility has been, it has been financially unable to begin setting reserves aside for potential repayment of the $1,000,000 advance from the Community Investment Fund. No annual payment is required on the advance, however a balloon payment contemplated after twenty years would require annual deposits of approximately $85,000 at 5.6% interest. In assessing the fee structure for 2002 and future years, staff is recommending that the City Council look at options to set current and future rates to ensure that Cascade Bay continues to be the best aquatic facility in the metro area while maintaining its financial integrity. Fee structures are usually determined by the City Council in December. November and December are critical to marketing the 2002 season and could be enhanced by including season pass and daily admission information in the winter Discover brochure. In year's past that information has not been published in the brochure until March. Inclusion of the fee structure would be beneficial to residents and could still be included in the winter brochure through October 17 (date it goes to the printer). Fee options Projected revenue based on total daily admission attendance of 100,000: 7. n.o • 7.75n, s• .oon.a~• • Daily admissions/groups $701,000 $725,000 $747,000 • Season passes (based on 7000 @ $41) 287,000 287,000 287,000 • Concessions 230,000 230,000 230,000 • Classes/vending/mdse for resale 16.200 16.200 16,200 $1,234,200 1,258,200 1,280,200 7 Projected revenue based on total daily admission attendance of 90,000: 7. n 1• 7.75n. s• o0n.a7• • Daily admissions/groups $630,000 $652,500 $672,300 • Season passes (based on 7000 @ $41) 287,000 287,000 287,000 • Concessions 230,000 230,000 230,000 • Classes/vending/mdse for resale 16,200 16`200 16.200 $1,163,200 1,185,700 1,205,500 Projected revenue based on total daily admission attendance of 80,000 7.SOn.oi• 7.75n. s• .OOn.ar • Daily admissions/goups $560,800 $580,000 $597,600 • Season passes (based on 7000 @ $41) 287,000 287,000 287,000 • Concessions 230,000 230,000 230,000 • Classes/vending/mdse for resale 16.200 16.200 16200 $1,094,000 1,113,200 1,130, 800 abased w nec revue after sales we Numerous charts and gaphs will be presented at the meeting illustrating the relationships between the overall number of visitors, whether the visitors attend with season passes or are daily admissions and the resulting revenue streams. Based on this information staff will be presenting a recommendation to increase admission fees for the 2002 season as well as to implement a framework for annual fee increases tied to the goal of long-term financial viability and not directly to one season's attendance figures or directly to particular projected seasonal maintenance requirements. This approach while incorporating a bit of a change in rate setting would move the budget review to more of a review of a long-term business plan while continuing to be sensitive to competitive market forces from other similar water facilities as well as to other entertainment choices. It would also introduce more of a long- term perspective into the budgeting process while recognizing the unique characteristics of a Cascade Bay type enterprise. Staffbelieves that this type of change would provide the best opportunity for the facility to remain self-sustaining and avoid future use of General Fund subsidies to remain viable. 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As you may recall, Carl Neu recommended that the steering committee be limited to twelve persons. The suggested categories are in no way meant to be exclusive; rather, they are simply suggestions as you consider beginning the Community Visioning Process. Su~aested Categories 1.) Religious Community (1 or two members given there are 26 churches in Eagan) 2.) Large Business 3.) Small Business 4.) Eagan Athletic Association (EAA) 5.) Eagan Chamber 6.) Advisory Commission member 7.) Neighborhood Association/Neighborhood Watch Representative 8.) At-large Community Member 9.) At-large Community Member 10.) Education Representative (you may wish to select one representative from each district, or have only one representative) 11.) Not-for Profit 12.) Service Organization (i.e. Rotary, Lions Club, etc.) Other Representation to Consider: Senior Citizens, Financial Community/Banking Representative, MVTA, Other Units of Government (i.e. County, State) If you have any questions regarding Community Visioning, please feel free to contact me. City Administrator Ib 1~ti._ ~J ~,' ~' MEMO - city of eaga~ TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: OCTOBER 5, 2001 SUBJECT: PROPOSED 2002 GENERAL FUND BUDGET Meeting Purpose/Background The City Council previously reviewed the 2002 General Fund budget on August 14 and August 28. At the August 28 meeting, primary attention was given to the preliminary tax levy that was required to be certified to Dakota County no later than September 17, 2001 for taxes payable in 2002. The primary purpose of this meeting is to review the 2002 General Fund budget in more detail and to provide staff any additional direction deemed appropriate for final budget preparation in advance of the public hearing. Also, it would be appropriate for the City Council to set the public hearing date for the budget. Staff has previously suggested the first regular meeting in November to be held on the 8~'. Upon City Council approval of a hearing date, appropriate notification and advertising can be undertaken. The City has been notified that this year's Truth in Taxation notices are expected to be mailed by the Dakota County during the week of November 26, 2001. Preliminary Lew The preliminary 20021evy as approved by the City Council and certified to Dakota County with 2001 shown for comparative purposes is as follows: 2001 2002 General Fund (1) $ 13,238,600 $ 15,979,300 Equipment Revolving Fund 700,000 742,000 Major Street Fund 1,000,000 1,050,000 Special Assessments on City Property 65,000 25,000 General Facilities R&R Fund 100,000 105,000 Total $ 15,103,600 $ 17,901,300 (1) The General Fund increase of $2,740,700 consists of the tax levy to replace $1,710,300 of 1-IACA that will no longer be received by the City and $1,030,400 as a resource to support General Fund operations as explained in subsequent sections of this memo. The proposed Storm Sewer Mitigation levy of $395,483 as previously included as an additional use of levy has been removed per City Council direction. The preliminary levy of $17,901,300 as certified is $623,960 under the State determined levy limit of $18,500,260 plus the unused $25,000 PERA special levy. Special levies, which are not subject to levy limits, are as follows: 2001 2002 Community Center bonds debt service $ 1,400,000 $ 1,400,000 EDA bonds debt service (Central Park) 123,000 212,608 $ 1,523,000 $ 1,612,608 The $25,000 PERA levy originally proposed as a special levy as authorized by the State has been eliminated per City Council direction and the expenditures resulting from the increased contribution requirement will be financed within the general levy. 2002 General Fund Budget The attached 2002 General Fund budget totals $20,795,700, an increase of $1,515,000 or 7.9% over the 2001 budget of $19,280,700. The $20,795,700 is a reduction of $170,500 from the draft budget reviewed on August 28, 2001. The 7.9% increase can be broken down into three basic components: City growth, inflation, and expanded services, as summarized below. The numbered items are fiuther explained in the corresponding notes below: Budget Dollar Increase Increase OO Inflation (factor used by State in levy limits) 3.4% $ 655,500 OO Household growth (factor used by State in levy limits) 3.5% 674,800 Subtotal 6.9% 1,330,300 Increases in City service levels: ® Communications Director position .4% 70,900 © Other Communications initiatives .6% 116,200 ® Winter trail maintenance expansion .2% 44,000 ® PERA contribution rate increase .1 % 25,000 © Lobbying -ring road construction funding .1 % 16.000 Subtotal 1.4% 272,100 Total increase due to growth, inflation and service levels 8.3% 1,602,400 While not a new service, the following items accounts for a significant portion of the total budget increase: ® LOGIS assessment for new Police records system .7% 126,100 O Software licensing .3% 66,000 9.3% $ 1,794,500 In other words, the draft budget is up 7.9% over 2001, but with the inflation and growth assumptions added to the proposed new services, the LOGIS assessment, and the software 2 licenses, the budget would be projected to be up by 9.3% total. Therefore, the draft budget reflects a smaller increase than inflation, growth factors and the increased services would suggest. Notes: OO Inflation and household growth factors would include new staff added to maintain the current levels of service. In 2002, 2 FTEs aze proposed in conjunction with maintaining current levels of service: 1 Police Criminal Analyst $ 44,700 1 Police Dispatcher 43,300 $ 88,000 The Criminal Analyst, a civilian position, will allow the Police to better utilize sworn officers in the field. The Dispatch position is the fast one added since 1992. The Horticulturalist position originally proposed has been eliminated and replaced by seasonal help of $10,000. Two departments that are experiencing significant percentage increases for 2002 are Information Technologies and Communications. Council has identified both departments as areas of focus and priority for City resources. Gasoline prices and energy costs continue to climb with increases in fuel costs in Police, Public Works and Pazks/Recreation and gas/electricitycnsts in General Government Buildings alone totaling $93,700. ® Expansion of communications (Goal 8.0) includes a proposed Communications Director position with salazy/benefits of $70,900. The Communications Committee of the City Council is recommending this additional position to fulfill the Council's goal of increased communications. This position would supervise and expand the City's cable television presentations, joint efforts with the Eagan Convention and Visitors Bureau (ECVB) to publicize and promote the City, and all other mass communications products such as newsletters, other printed material, the web site, news releases, etc. The position would work closely with department heads to ensure that a consistent style and message was produced by all departments. The total communications budget is proposed at $365,900 and is further proposed to be fully reimbursed by cable franchise fees and potential resources from the ECVB. The 2002 Communications budget is increased $187,100 (1.0% of the total General Fund increase) over 2001 in order to provide a full color, redesigned newsletter, the new position and other communications initiatives. The frequency of the newsletter is also proposed to increase from four to six annually. © Expansion of public works services includes the Council-approved Winter Trail Maintenance Program, accounting fora $44,000 increase to the Streets budget. ® The State has increased both the employer's and employee's contribution to PERA by .35% beginning in 2002. We estimate the cost to the City to be $25,000. 3 © Increased lobbying efforts add $16,000 to the Administration budget. The City has an 18-month contract through the conclusion of the 2002 Legislative session. Lobbying efforts will be used to pursue funding for the "ring road" construction, sewer and infrastructure improvements and other benefits for the citizens of Eagan (Goal 4.0). © LOGIS, the information technology consortium Eagan participates in with over 20 other cities, shows an increase of $271,800. $126,100 of the increase reflects the assessment for purchase of the new police records system to be implemented by LOGIS in 2002. The assessment should be viewed as a capital item more than an operating item as it is a one-time, up-front cost for each of three years for the system. Per a recent study LOGIS continues to be more cost-effective than purchasing and maintaining hardware/software in-house, and staffing up to the necessary levels. LOGIS and the continued expansion of our information technology capacity are key to both communications (8.0) and public safety (9.0) goals of the City Council. O An additional $66,000 of the increase in the IT budget is due to a retroactive software licensing charge implemented by Microsoft. The LOGIS special assessment (item ®) and the Microsoft licensing (item O) total $192,100 and are financed through the contingency account. General Fund Expenditures The following table illustrates expenditure appropriations as contained in the draft budget by major classification: 2001 Bud get 2002 Bud et Increase decrease of total Amount % Amount % Amount % increase Personal Services $ 14,059,000 72.9% $ 15,034,300 72.3% $ 975,300 6.9% 64.4% Parts & Supplies 1,252,350 6.5% 1,446,400 7.0% 194,050 15.5% 12.8% Services & Other Charges 3,160,450 16.4% 3,716,000 17.9% 555,550 17.6% 36.7% Capital Outlay 392,200 2.0% 342,100 1.6% (50,100) -12.8% -3.3% Other 35,100 0.2% 37,900 0.2% 2,800 8.0% 0.2% Subtotal 18,899,100 98.0% 20,576,700 98.9% 1,677,600 8.9% 110.7% Contingency 381,600 2.0% 219,000 1.1 % (162,600) -0.8% -10.7% Total $ 19,280,700 100.0°k $ 20,795,700 100.0°k $ 1,515,000 7.9% 100.0% For example, in 2001, Personal Services was budgeted at $14,059,000, which is 72.9% of the 2001 budget. The draft 2002 Personal Services total is $15,034,300, which is 72.3% of the tota12002 draft budget. Personal Services are increased $975,300, or 6.9% between the two years. The $975,300 increase accounts for 64.4% of the total proposed increase of $1,515,000. In our service-oriented role as a local government, labor is our commodity, and thus consistently drives approximatelythree-quarters of our budget annually. 4 General Fund Revenues As in previous years, General Fund revenues are budgeted conservatively, but realistically. Staff anticipates that the downturn in the economy, coupled with the City approaching full development, will result in lower development-related revenues than prior year actuals. Generally, most revenue line items are not significantly changed. The one exception, of course, is HACA, which the State eliminated in its tax reform package. The $1.7 million the City will lose in HACA is incorporated into the levy, as intended by the Legislature for all cities. (See comments in the Property Tax Impact section below regarding reductions in education/transit levies that will offset the increase to the City portion of property taxes.) General Fund Contingency The contingency account has been reduced from the 2% level ($411,100) to $219,000 with $192,100 appropriated to Information Technologies to provide funding for the new Police system ($126,100) and Microsoft licensing fees ($66,000). This funding does not change the overall spending appropriation, however the reduction in the undesignated contingency lowers the need for current revenue, which allows for the reduction in the tax levy. The remaining amount of the contingency ($219,000) 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 2002, it could be addressed by the contingency account. 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. Because the fund has a cash balance from prior years, staff is recommending a levy of $3,000-the same amount levied in 2001. Oat-Out Transit Tax Levy With the new tax reform legislation, and transit funding being removed from the property tax levy, opt-out cities like Eagan no longer levy for transit. Going forward, local transit operations will be funded by a portion of the State's motor vehicle excise tax collections. Cities retain the right to levy for capital projects related to transit if they wish. Such levies would be outside the levy limit calculations. Market Value Community Center Bond Referendum Levy This will be the second year of the Community Center bond referendum levy. The $15.3 million bonds are expected to be issued before year-end, with the first debt service payments due in 2003. The $1.4 million levy is based on debt service levels projected by the City's fiscal consultant. 5 Property Tax Impact Property tax reform has rendered all comparisons between previous years and payable 2002 virtually meaningless. Six major property tax changes occur this year: 1) reduction and compression of property class rates; 2) the elimination of HACA Aid; 3) the new market value credit; 4) the removal of the general education levy; 5) the new State property tax; and 5) the removal of the transit levy from property taxes. All of these factors will combine to make significant changes to the property tax bills. Eagan property taxpayers are projected to pay $8,383,1481ess in property taxes for payable 2002 as a result of tax reform. That is a net figure resulting from a decrease of $17,056,556 due to the elimination of the education levy, an increase of $13,462,816 due to the new State property tax, a decrease of $4,031,210 resulting from the new mazket value credit, an increase of $2,098,017 due to the elimination of HACA and finally a decrease if $2,856,216 resulting from the removal of the transit levy from the property tax. Eagan taxpayers will most certainly see their overall property tax bill drop, but determining how much they will drop is difficult at this point due to lack of firm information from the State and County. The House Research Department simulations are projecting tax reductions of 28.3% for residential property, 7.8% for commerciaUindustrial property, and 29.3% for apartments. Everything else remaining constant, the City Council's decision to levy less than the levy limit should result in even greater reductions. Attached to this memo is a page from the House Reseazch Department illustrating the impacts of the tax reform for the City of Eagan. The bottom of the page shows the property tax burdens for various hypothetical properties. The baseline tax is House Reseazch's estimate of what property taxes would be for payable 2002 before reform and the alternative is its estimate of taxes after reform. The calculations assume levying full HACA replacement and levying at the levy limit. Calendar for Future Budget Consideration November 8 (Proposed) Public hearing on proposed budget Week of November 26 TnT notices sent by County December 4 * City Council approves final budget and levy * This date may change due to the NLC conference. 6 Executive Summary & Policy Issues For Consideration The proposed budget increase of 7.9% reflects City growth and inflation (almost 7% combined) together with the following new Council initiatives in accordance with the Strategic Goals: - Communications Director position and increased communications efforts - Expanded winter trail maintenance program - Increased lobbying efforts for funding of the "ring road" - New LOGIS police records systems Matters of public policy for consideration at this time include: 1) Final Budget for Public Hearing -The Council is asked to provide direction to staff for preparation of required material for consideration at the public hearing. 2) Total budget increase - In light of growth and inflation, together with new initiatives, what is the appropriate budget increase for 2002. 3) Funding Communications budget with franchise fees -With limitations on the uses of franchise fee revenues, it is a reasonable option to consider them as a funding source for Communications operations as an alternative to general revenue sources. Franchise fee revenues currently total more than $400,000 annually. Another possible revenue source is the ECVB. There is some risk in relying on franchise fees in that sometime in the future, legislation maybe enacted that stops our authority to collect franchise fees. 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 attempts to strike a balance between the desire for services and the willingness or ability to pay for them. The City Administrator, Department and Division Heads and staffhave worked hard to bring this budget to this point. We look forward to presenting the information at the October 9 meeting, responding to any questions about the process implications resulting from the budget and receiving City Council direction to complete preparation of the budget document and the public hearing materials. City 7 House Research Dept. Simulation iW4 Baseline: Proj Pay 2002: Previous Law (Rev 7/24) Page 187 0786/2001 10:02 AM Alternative: Proj Pay 2002: Final Tax & K-12 Bills (7/257 (all figures in SOOOs) Eagan city Tax Burdens by Tazable Market Val ue Net Tax Effective Property Class Pctg Pctg Tax Rates Baseline Alternative Change Chng Baseline Alternative Change Chng Base Alter Res Hmstd 3,069,155 3,069,155 0 0.0 38,670 27,719 -10,951 -28.3 1.26 0.90 Res NonHmstd 1 Un 79,979 79,979 0 0.0 1,204 823 -381 -31.6 1.S 1 1.03 ResNonHmstd2-3 20,870 20,870 0 0.0 368 311 -S7 -1S.S 1.76 1.49 Reg Apartments 262,729 262,729 0 0.0 6,429 4,545 -1,883 -29.3 2.45 1.73 Low-income Apts ]5,520 15,520 0 0.0 177 144 -34 -19.0 1.14 0.92 Seasonal Rec 4,108 4,108 0 0.0 72 52 -21 -28.6 1.76 1.26 Com/Ind Lo Tier 75,482 75,482 0 0.0 2,096 2,027 -69 -3.3 2.78 2.69 Com/Ind Hi Tier 991,183 991,183 0 0.0 38,103 35,018 -3,085 -8.l 3.84 3.53 Publ U: Elec Gen 0 0 0 0.0 0 0 0 0.0 0.00 0.00 Publ U: Other 52,932 52,932 0 0.0 2,040 1,871 -169 -8.3 3.SS 3.53 Ag Hmstd: House 968 968 0 0.0 12 8 -3 -29.3 1.21 0.86 Ag Hmstd: Land 437 437 0 0.0 2 2 0 -7.9 0.41 0.38 Ag NonHmstd 305 305 0 0.0 3 3 -1 -15.6 1.11 0.94 New Con: Res HS 65,706 65,706 0 0.0 889 612 -278 -31.2 1.35 0.93 New Con: Other 82,905 82,905 0 0.0 2,831 2,503 -328 -11.6 3.42 3.02 Total 4,722,279 4,722,279 0 0.0 92,896 75,636 -17,260 -18.6 1.97 1.60 Tax Base Tax Rates Pctg Net Tax Cap (Pctg) Ref Mkt Val (mills) Baseline Alternative Change Chng Base Alter Base Alter Total Tax Capacity 89,775 60,950 -28,825 -32.1 County 23.65 33.08 0.000 0.00 (-) TIF Tax Capacity 492 289 -203 -41.2 Cityrl'own 22.15 30.19 0.297 0.29 (-) FD Contrib Tax Capacity 13,699 8,058 -5,641 -41.2 School District 46.73 24.17 1.516 0.740 (_) Taxable Tax Capacity 75,584 52,603 -22,982 -30.4 Special District 3.00 4.52 0.000 0.00 FD Distrib Tax Capacity 7,037 4,140 -2,898 -412 Total 95.53 91.95 1.813 1.037 Tax Burdens on Hypothetical Properties Tazable Market Net Taz Effective Value Pctg Pctg Tax Rates Baseline Alternative Chng Baseline Alternative Change Cbng Base Alter Rcs Hmstd: Lo Val 112,300 112,300 0.0 1,177 878 -299 25.4 1.047 0.781 Res Hmstd:Avg Val 168,400 168,400 0.0 2,098 1,502 -595 -28.4 1.245 0.892 Res Hmstd: Hi Val 224,500 224,500 0.0 3,084 2,127 -957 -31.0 1.373 0.947 Res Hmstd: Ex-Hi Val 336,900 336,900 0.0 5,059 3,378 -1,681 -33.2 1.501 1.002 Apartment (Mkt rate) 300,000 300,000 0.0 7,422 5,276 -2,145 -28.9 2.473 1.758 Comm/lnd: Lo Val 150,000 150,000 0.0 4,185 4,039 -147 -3.S 2.790 2.692 Comm/lnd: Med Val 300,000 300,000 0.0 10,001 9,371 -629 -6.3 3.333 3.123 Comm/lnd: Hi Val 1 ,000,000 1,000,000 0.0 37,140 34,258 -2,882 -7.8 3.713 3.425 8 2002 revsum prelim 10-01 2002 BUDGET GENERAL FUND 10/5/2001 COMPARATIVE SUMMARY OF REVENUES General Property Taxes Licenses Permits Intergovernmental Revenues Charges for Services Recreation Charges Fines & Forfeits Other Revenues Program Revenues Transfers 1999 2000 2001 2002 Change Actual Actual Bud et Sudaet 2001 to 2002 $ 11,666,769 $ 12,274,640 $ 13,238,600 $ 15,979,300 20.7% -0.4% 16.2% -73.2% 1.5% 6.7% 166,656 161,473 165,800 165,100 1,278,561 1,117,870 577,300 670,800 2,365,643 3,509,875 2,361,300 633,800 1,204,213 931,967 847,600 860,700 399,897 457,089 410,700 438,200 193,835 225,144 178,000 214,000 606,788 788,318 508,700 484,300 801,968 733,757 883,400 914,600 202.106 121.736 109.300 434.900 TOTAL GENERAL FUND $ 18.886.436 $ 20.321.869 $ 19.280.700 $ 20.795.700 20.2% -4.8% 3.5% 297.9% 7.9% 9 0 0 N O r W ~" W ~ ~ J m O W = N C9 Z W W a~~i .~ c .Q c N 8 N N W Z N Q O U N N N a W T NI N ~ O ~p7]I m O ~j N Q ~ ~) ~a z O a U W O 3 °~ z aZ Q ZI M CO ~ ~ ~ ~ r h M ~ CV O O O O O O O O O O O O O 00 •- h ~ M M r e} r' N M N ~ O O O O O O O O O O O O O O O o~~~AO~ gS~A ~~ S A N r'ff M N N A ~ en vs ~ r- rsi Sri O tOl C00 O ~J N M M 1~ O N O N r- ~ CV ca rn M ~ ~c~pp O O ~O !" 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Maint. 381,829 453.529 457.200 471.700 3.2% Public Works Total 2,451,025 3,847,499 2,940,400 3,139,200 6.8% PARKS 8~ RECREATION 31 Parks & Recreation 2,275,045 2,535,033 2,659,200 2,862,200 7.6% 32 Tree Conservation 253.461 246.435 278.900 282.800 1.4% Parks & Rec Total 2,528,506 2,781,468 2,938,100 3,145,000 7.0°k GENL GOVT BLDG MAINT 33 Building Maintenance 495,397 495,397 547,300 584,600 3.2% Tota! Expenditures- Genera) Fund 16,643,235 18,982,652 18,899,100 20,576,700 8.9% 41 Contingency-undesignated 381,600 219,000 -42.6°~ Total Expenditures + Contingency $ 19280.700 $ 20.795.700 7.9% 15 Revised Dept breakdown 10-01 Proposed Budget -August 2001 2002 Expenditure Summary by Classification 10/2/2001 Services & Personal Parts & Other Capital Services Supplies Charges Outlay Other Total GENERAL GOVERNMENT 01 Mayor/Council $ 59,300 $ - $ 56,700 $ - $ 116,000 02 Administration 493,300 5,800 181,400 - - 680,500 03 Information Technologies 215,600 123,600 624,400 12,800 - 976,400 05 Finance 758,700 39,300 198,200 8,000 - 1,004,200 06 Legal 374,200 374,200 07 Community Development 1,247,500 26,300 92,400 23,400 1,389,600 09 Communications 156,300 2,300 205,300 2,000 - 365,900 General Government Total 2,930,700 197,300 1,732,600 46,200 - 4,906,800 PUBLIC SAFETY 11 Police 6,813,600 366,100 428,200 56,700 7,664,600 12 Fire 683,600 127,200 229,700 116,000 1,156,500 Public Safety Total 7,497,200 493,300 657,900 172,700 8,821,100 PUBLIC WORKS 21 Public Works/Engineering 1,118,600 16,200 59,200 9,000 1,203,000 22 Streets/Highways 719,500 326,700 410,800 7,500 1,464,500 24 Central Services Maintenance 382,800 29,100 43,500 16,300 471,700 Public Works Total 2,220,900 372,000 513,500 32,800 3,139,200 PARKS Bz RECREATION 31 Parks & Recreation 2,039,300 317,600 441,000 48,900 15,400 2,862,200 32 Forestry 195,900 15,500 26,400 22,500 22,500 282,800 Parks 8< Recreation Total 2,235,200 333,100 467,400 71,400 37,900 3,145,000 GOVT BLDG MAINTENANCE 33 Government Buildings 150,300 50,700 344,600 19,000 564,600 Contingency 219,000 TOTAL 15,034,300 1,446,400 3,716,000 342,100 37,900 20,795,700 ~~ T 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--2002 Budget Notes The draft 2002 Mayor & City Council budget is increased from $103,200 to $116,000 or $12,800 (12.4%) from 2001 to 2002. Conferences and schools provides for 3 Councilmembers to attend each of the National League of Cities Conferences, 3 registrations for the League of Minnesota Cities conference, and 2 registrations for the national NOISE conference. To provide flexibility, undesignated travel dollars are included for one additional conference/registration. The line item budget amount is consistent with the amount budgeted for 2001. A new $10,000 appropriation has been included in the budget to provide for professional facilitation and for a community visioning process to be undertaken during 2002. Occasionally, the salaries of the Mayor and Council are reviewed to determine whether there should be any consideration for an adjustment. In 2001, the Council chose not to propose a salary increase. The next time a salary increase could be considered would be for the 2003 budget to take effect in January 2003, following the 2002 elections, therefore no adjustment was made to Council salaries in the 2002 budget. Enclosed on pages through ~ is material provided by the Association of Metropolitan Municipalities providing summary salary information and salaries for cities over 20,000 in population. Material Changes From First Department Request None 1'1 d V '~ g ~ ~M ~ ~ .~ ~ ~ Ci r ~ O O ~~ r..- ~ ~ v _~ W •~ rl y O ~ N .~ .N W O N w 0 ~, Q ~W /-, V1 W a 0 o, r N ~--~ 6R o ~n v'1 N d9 --~ ~o 00 ~ 69 ~ -•~ .•r [~ 69 r v~ tt O~ 69 oo o0 ~ ~ fA ~Vj a o r 0o + ~n M M M r N O r M ~n v'~ M O N Q1 c-~ r.~ ~ •- b9 69 ~O 69 O~ b9 ~t ~ ~G b~4 C/~ Q ; O p ~; c a a ~ ~ °?3 y a ~ o ~ C ~ ° ~ 3 ~ 3 W o 0 F''d' ~ ° o o °o °o ^~ U c ~i j ~ ~ o o ~ . 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W ~ Z ~ ~ N p Q O ~ W O a W ~ U ~ I - i W ~ d ~ W ~ Q ~ ~ U O O a v~ a ~ a = 3 ~ m erv ~ o ~ ~ ~ ~ a '4 ~ v v v v v v at I 11 c S o s o o ~~a O CD ~ O O f~ O 11 p N f0 ~l ~ ~ II II II O GO ~ O O ~ O II p N f0 ~ ~ ~ II r I e is ~ N r- GAD e- ~ O O O ~`! II ~ ~ ~ O N II ~ II ~ e ~ II II p t0 M ^ N ~ ~p OD n ~"~ 1 N . - ~ C 1 ~ II p 11 n C~0 ~ p ~- ~~}} C0 O I~ fD O D 11 ~ r ~ ~ pp N O ~ II 1 H Z W a ~ W W ~ p J = Z O v~ Z = W U ~ w c n p O > ~ ~ W Q p ~ Q p X to Z p Q rn lA ~ U ~ z a w U ~ w ~ J W Z Z W to v z Z g ~ ~ w i LL ~ ~ W LL Q = H p O ~ w ~ N p ~ d a ? ~ U ~ M m ~ ~ I O Ip ~ M O ~ ~ a v ~ r ~ v v O a 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 may be 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: Personnel City Administrator Assistant City Administrator Administrative Secretary/Deputy Clerk Administrative Intern Clerical Technicians Communications/Recycling Coordinator Proposed 1999 2000 2001 2002 1 1 1 1 2 2 1.8 1.8 1 1 1 1 1 1 1 1 2 2 2 2 1 1 0 0 8 8 6.8 6.8 Administration--2002 Budget Notes The draft 2002 Administration budget is increased from $671,300 to $680,500 or $9,200 (1.4%) from 2001 to 2002. The 2001 appropriation for professional services included $2,000 for employee training, $3,000 for goal setting and a contingency type amount of $54,300 for organizational study/staffing options. The 2002 appropriation is $30,000 or $29,3001ess and includes $10,000 for an organizational study, $16,000 for lobbying related primarily to transportation and $4,000 for miscellaneous professional services. Other significant increases in Administration include employment advertising, $12,000; local meeting expenses, $5,500; and dues and subscriptions, $10,300. These increases more accurately reflect actual expenditures and are not service level changes. as In addition to professional associations the dues and subscriptions appropriation includes the many citywide activities with continued memberships in LMC, AMM, NOISE, MLC and other associations reflecting the City's continuing commitment to regional, state and national affairs that impact the City of Eagan. Material Changes From First Department Request None a~ °o N N O r C .~ Q N O w a~ rn ~ w ~ Q C7 m w o ~ O m E °o n U N O) 0 0 0 0 0 0 0 0 0 0 0 0 0 ~° ii o 0 0 0 0 0 0 0 0 0 0 0 0 C ~ II ~ O ~ tD r ~ M O N ~ ~ ~ N .- ~ O II ~ N N N er ~ M ~ Q ~ II Q' I I I I ~, II y II O O O O O O O O O O O O O y II O O O O O O O O O O O O O a ~~ ~ ~ O r (O ~ ~ M O N to ~ ~Cl N N II N N N ~ ~ p ~ II M '~t ~ N fl. I I ~ II II O O O O O O O O O O O O O I- II O O O O O O O O O O O O O W II O O an ~ CD N f~ O N ~ ~ ~t M O~ II p ~ M N N M N aD ~ N M ~ m II jj N O O ~ O M O O O O M N N O J II ~ O O to ~ O N ~ O ~ M .- O (O O O ~ N O N M OO (O O ~ ~ N 0 N N l ~ M N H 11 ~ ~ N c ~ c ~ U ii Q u II II O M (D M N ~ ~'- 00 (D (O f~ ~ f~ l0 J II O (O ~ O O ~ OO O N M r to r 1n . (O M M O O O) ~ OJ N ~ M M N O~ 1! Oro N ~ N N ~ ~- O N U ii `~ ~ Q u c~ O 1 C I y I ~ I ~ I ~ ~ I OU 'Z O i l ~ ~ l ~ ~ ~ i F- ~ g o O QQ OC I w ' Z ~ ~ Z j ~- z ~' ~ ~ Z a u ~ c b Q w ~ ~ Q p cn U a w ~ I N ~ ~ ~ Z Q ~ w ~ ~ ~ Z O ~ w w W w Q ~ Z c n ~ I W ~ w ~ ~ ~ ~ ~ fn ~ Z ~ Z 0 V J ~. Z J w Q. ~ J Q ~ d ~ Q W ~ W ~ Q ~ W 1- LL a v ~ w ~ w w w w ~ ~ ~ ~ Y ~ U U U ~ ~ ~ ~ Q Q QQ U a ~ a w w LL w ~ > W p I i u ,. I i w d cn O v~ d ~ _ 'S O O O ~ O li O N O N ~ ~1 O r N ~ O e- ~ ~ C7 ~ ~ IA 1A ~- ~ ~ ~ N N r r r r r r r N N N N N N tC tD fD f0 OD OD t0 tD tD t0 fD fD tD O N O N ~ ~ ~ O ~ N ~ O ~" r r M ~ ~ 1L7 I[') r r r r N N r r r r r .- r N N N N N N 'a ~ ~ ~ ~ ~ 'V ~t ~ sf ~ ~ ~ 0 a~ rn m a ay 0 O N N O r C .~ Q N O UQ, W ~ Q (~ m W D w C O °~ U N ~ O ii C ~ II Q N li Q' II y II N Q II p ~ II N p_ II p ii u u w ii N ~ jj m II II II O J II Q O ~ II N ~ II a ~~ u I I O J i~ Q rn ~ ii ~- u Q ii ' I o0 I O O O O M ~ M O r r °o °o °o °o °0 0 O O ~ O ~A N 00 N ~ ~N ~ I~ 0 ~ ' a O O O O O M O O ~ O N ~ O 00 ~ ~ OD N ~ N ~ f~ M M 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ' O M ~ O ~ N CO ~ O O ~ O N I~ r r -~ r r N r I~ ~ M 00 00 ~ (D O CO ~ ~ 00 N (D 00 I~ h ~ ~ O h O ~ CO O ~O N tD I~ Q1 M I~ (~ ~O 00 ~O '~ CD M ti `~ M M N ~ cp M CO t0 M N O O O N O ~ O O O ~ oD O Q~ ~ ~ ~ O 00 C7 00 ~ ~ ~ ' ~ M N ~ f0 ~- OO f~ r ~ ~ ~ N Z O II Hq J ~ ,~ 11 ii ¢ N uj = W U Z _ ~ w J U ~ Z ~ U U Z ~ O Z_ ii II ~ ~ W J ~ Z ~ Z m ii Q Q } Q O ~ Z W U = atS Il Y W Q ' ~ I I N O Q' Q W ~ ~ (~ °~ Q a O = (_n W ~ Vr C II ii z ~ Q d J W U W U ~ ~ w O w F" w Q _Z F- . w ~ ii ~ ~ ~ 0 w w W ~ Q H Q w d W ~ W J J ~ W ~ Q ~ J ~ J U O II d ~ U d (n ~ O Z ii w d uW. ~ ~ ~ ~ ~ J OU ii ~ ~ ~ ~ w O w w w ~ w ~ W W Q ? U a ~ ~ a ~ ~ a U O w U O O 00 M t0 I~ O M M ~ ~ ~ M O M O M ~ M N M M M ~ ~ M ! ~ ~O ~O {D t0 t0 <O {O 1D 10 tD t0 t0 1C O 1~ O r 00 ~- M N O M ~ M N M f~ M CO M O ~ O O O O M 0 N N O f0 d ~5 O O N N O r C .~ a 0 1 O ~ O N 1 ~ O ~ Q N 11 ~ II II II II N II O O O O O ~ 11 ~ It ~ ~ O p O ' O ' ' ' O O~ I I ~ O ~ N OMO ~ N a II 0 II II O O O O O O O ~ W II ~ ~ ~ N ~ O O O O II ~ N ~ ~ ~ ~ ~ N ~ II ~ m 11 11 II ~ _ ~ ti _ ~ O N O 'J II O ~ N M ~ I~ CO N fD O f~ r ~ (D O~ II N 01 (O ~ r ~ M r r N U II ~O O Q II tl II J O ~ M ~ O ~ r- ~ O ~ ~ ~ O) II ~ O ~ CO ~ II ~ O ~ r ~ ~ to ~ N U ii N Q u Z Q ..+ pl II W ~ 11 w 0 m n u O m~ ii w z U N Q O ~ W ~~ H Z ii ~ W ~ ~ ~ t ~ U Z II J O ~ O = LL ii ~ w z w ~' Q U ~ w ~ v ii Q x U cn Z ~ ~ Z o Z ~ w fn W ~ Q Q ~~ p Z W ~ ~ ~ W ~ ~ C7 Z ~ ~ ~ 11 ~'- fn Q U U -~ V = a ii W ~ ~ Z m ~ > > Z ~ ~ N II ~ W ~ ~ W ~ O o Z 2 Z ~ ~ ~~ Q g ~ ~ Z ~ ~ ~ ~ ~ ~ a~ II ~~ a IlJ ~ W W J Q ~ w ~ w = ~ w U d 11 OU II ~ cn LL z Q U fn ~ W ~ O Z ~ LL U 0 ~ Q ~ U ~ O ~ li O M M O ti ~ ~ti} 'et ti ~ ~ ~ ~ f! ~ <G ~ t 0 t 0 O ~ r N r ~ ~- O tt7 O (D r ~ ~ ~ ~ ~ ~ t O 11 0 ~ II ~' O ~ ~ II 11 II O II r nj II O II II I I ~ II ch II O II I I II II ~ 11 ~ II ~ II II N jj ~' II ~ II u u F z W Q' Q a w 0 z O Z_ a a O F \° (O r ~~ 0 M d aT f0 a 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 softwaze 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 1999 2000 2001 2002 MIS Coordinator 1 1 1 1 MIS Technical Assistant 1 1 1 1 MIS Intern 0.5 0.5 0 0 MIS Technician 0 0 1 1 2.5 2.5 3 3 Information Technologie--2002 Budget Notes The draft 2002 Information Technologies budget is increased from $704,600 to $976,400 or $271,800 (38.6%) from 2001 to 2002. Included in the IT proposed budget but financed through use of the contingency account is $126,100 (line item 6350) for the first year of a three year assessment for the new Police system and $66,000 for the first of a three year installment for software licensing (line item 6270). A change to Micro Soft licensing requirements is obligating Cities to make large payments to them to provide proper licensing for their products. As technology continues to change and new applications are added in all City departments to enhance service delivery, the role of this support service department has become more prominent and consequently costs are rising faster than the overall City budget. As expressed in City Council goal (8.0), the City is committed to utilizing technology to enhance service delivery in our technology savvy community; as expectations increase, City service delivery must keep pace. an More than two-thirds of the Information Technology budget is the City's participation in LOGIS, a consortium of 22 metro-area cities that share a wide variety of applications including Financial, Human Resources/Payroll, Police Records, Permits, Utility Billing, Special Assessments, Recreation Program Registration and GIS. In addition, LOGIS staff provides network support, Internet, e-commerce and a host of other services to member cities. City staff continue to believe that membership in LOGIS is more cost- effective than purchasing hardware and software applications on our own and maintaining a staff with programmers. IT continues to be heavily involved in the implementation of new Financial, Human Resources and Payroll systems, a new Police system and a telephone system change. The department appropriation total increase of $180,400 includes the first of three $126,100 assessment payments for the purchase of a new police records system through the LOGIS consortium. The budget also includes an increase of $46,600 in payments to LOGIS reflecting expanded use of the various systems. Personal services are increased by $18,400 reflecting implementation of the revised compensation system for department employees approved in 2001. There are no changes to the number of positions or responsibilities incorporated into this budget. Maintenance contracts are increased by $15,800 resulting from a greater number of systems and increased security considerations that generate a need for more tracking and firewall systems. Telephone circuits are increased by $14,100 resulting from providing enhanced communication capability among City facilities including the five fire stations. The software line item is increased by $64,700 primarily as a result of the required payments to Micro Soft. The overall department increase is reduced through a $10,000 reduction in the appropriation for capital outlay. Material Changes From First Department Request • A request to incorporate the GIS Coordinator position into this budget was removed ($60,000). The position is currently budgeted in public utilities. • The purchase of a projector previously budgeted elsewhere ($6,500) was removed from this budget. The purchase of Herman Miller office furniture ($5,000) was removed for consideration in the CIP Part II budget. as • An adjustment to the new Police system assessment was made and increased by $57,600 from $68,500 to $126,100. • $91,400 in proposed expenditures have been incorporated from the proposed Part II CIP as they relate directly to operations. $66,000 is financed from the contingency account and $25,400 is financed through current revenues. 0 0 N N O r H M O O O O O O O O O O O O O O O O O O O O O O O U II 1~ 00 00 Ill CO N <O O O (O t~ C_ ~ II M N O r r r N ~ ~ N ~ II r N .- Q Q II ~ II II II N II ~ 11 II O O O O O O O O O O O O O O O O O O O O O O ~ II tt 00 h M ~ M O O O ~ ~O O~ II M N N r r N ~ N ~ N ~ N .r II N ~ II I"~ 11 w O O O O O O O O O O Q II O O ~ O N t>D N O O ~ cn O Q II tl O ~ r' O ~ ~ ~ N ~ N 11~ N m II I I ~ Q I I pNj O{ ~ ~ ~ ~ M ~ A O O ~ M ~ ~ GMD O pOppp (O O (O ~ ~ p O F- II N Q II M ~ ~ .- (O h M ~ ~ M ~ ~ (D ~ to O O ~ O ~ ~ II II ~ .- Q II O ~ O ~ ~ ~ ~ ~ ti O M O ~ ~ II ~ O N (O 1~ f~ 11') r' N CO CO Q1 ~ U O ~ CO O O ~ ~ O N ~N II Q II II ~ r- Q ~, N ~ -p II W m p II m ~ O O p r U . N O ~ Z ~ u w ~ w 11 g o O a ii C7 ~ z ~ a ~ ~ ~ ~ o z w ~ c~ ~ p ii ~ ~ ~ ~ Z w w z ~ Q w Q Q ~~ ~ ~ j ~ w Q z a ~ > w z a ~ ~ o ~~ z o ~ ~ w a w p w p iQQ- O w ~ ~ ~ O vvi ii ~ Q ~ Q ~ N U Q ~ t1 Q ~ ~ °~~ ~ W ~ w ° ~ w ~ o w a } N ~ ii V D ~ w ~ ~ Q U cai) ~ O Z ~ ~ d J ~ a O 11 Q cn > o Q cn w a LL O = 3 O v w a ~- o w ~ ~ ~ O v ~ w ~ r ~ ~ ~ 1 7 f!1 ~ ~ M t00 ti ~ t0 ~ ~ r IC r <O r tD r <O r t0 r t0 N ID N t0 N tD N tC N r et r ~ r ~ r ~ r ~ r ~ r '~ N ~ ~ N ~ 30 M O rT f0 0 0 N N O r H M O a~ z ~, Q CW7 m W p +- c O 00 E o ~ N a U ~ O O O O O $ O O O O O O O O ~ j j N 000 O M ~ O M ~ O ~- O ~ O O ~ ~ II ~ N ~= r 1(7 M O 00 N Q ~ II Q~ ii II II N II ~ II O O O O O O O O O O O O O O 11 11 O N O 0p O O O M O O O O O M O M O O O ~ O O O ~ O O O ti N O ~j ~~ (p O •- ~ ~ M CO 00 00 N ~ fl. I I 0 II F- ~~ O O O O O O O O O O O O O O W O O O O O O O O O O O O O O II N h 00 M O O O M O ~ O ~ O N O D jj r ~ .- r ~ M O 00 O 0 II 1~ r r r ~ N m II II M J II Q II (p 00 to h O M h O lA M O ~ M N 7 I~ M O O cD 00 I~ ~ M M O ~ c0 ~ N O O r C r O I- 11 N V 11 ~ OOp ~ O ~ M N ~ N M Q II II M Q II 00 to ~ O 00 O O N CO N O 00 0 r- M O p 11 N M ~ Cn ~ ~ M O ~ r O M ( 0 ( O CA F" II ~ M O r Il') tf) N Q II 11 ii ii ii F- w ii a U ~ O ii U Z U N ~ C7 ~ J Z ii W U Z W 0 ~ m Z ~ U ~ 2 ~ O li F °~ ~ ~ cn fn _ Y W N W W H ii ~ U z d w F Q O p a ~ ~- O z ii o j Q Q ~ ~ a z Z a w O U ~ O c ;; ~ ~ w U Q W ~ O w C7 O ~ a ~ v a ii W ~ p U U ~ J W Z c0 m W t~$ 11 ~ W ~ U ~ W Q ~ W V W Z M ~ Z O ii ~ ZO ~ ~ ~ ~ Q ~ Z W W Q Z U Z ~~ II W W ~ U W W ~ J ~ W Q O ~ ~ Z ~ II 0 O U 11 J W ~ Q W J ~ Q J W ~ W J W ~ Z O (.~ Q H p W p Z O Q F- ~ w a H a U ? U J F- p U ~ ~ ~ M M (~ ~ ~ ti tQ ~ {O 10 {' 'f ~O t ~f 10 M 10 M <O t~ OD ~ ~ ~ ~ t0 ~O ~ N M cD h 00 O r- N C7 ~ Op O M M M M M M M M r- ~ .- ~ O ~ th O N N co a 3~ 0 0 N a a c+) 0 r a~ z ~ w ~ w om O m E o ~ N ~' U ~ ~~ o S o o 'O II v C~ II N o0 ~ 00 ~ ~. II ~ II ad M ~ gy ~ ~ II II ' p ~ Q 11 ~ II 11 II 11 II I I fl II II II ~ II O ~ II O O M O M II II II O II ~ 11 c ~ p O ~ 11 ~ II ~ ~ N d N ~ II ~ II N N ~ ~ II II 0 II II II Lll ~ 0 ~ II ~ II II ~ Q I C 0 N ~ II 0 I N = II ~ N N N ~ II m II II II II -~ II ~p N _ ap ~ pp ~ p~ II ~ - II O } _ II N V II M all ~ u N N ~ II ~ 11 u Q I p p~ ~ ~ II ~ ~ II r Q~ ~ II ~ ~ M ~ M ~ ~ II (h II Q II ~ ~ II u u u ii ii ii ii ii W ~ W ii C7 ~ ~ ii d = n ~ p ~ ii F_ p W w Z 11 M Q C7 C II C ~ O II ~., w 11 Z = } ~ Q Z ~ JQ a ~ II ~ Cn LL- J ~ y ~ ii a~ ~ U ~ J ii~H O Iii Q O O O U H 0 so ~o so 0 co In v 3~ M O M N Of III a FINANCE/CITY CLERK Service Delivery Summary: The Finance and City Clerk functions operate under the supervision of the Director of Administrative Services. The Finance Department and City Clerk provide service in the following areas: • General/Administration • Accounts Payable • Treasury • Payroll • Purchasing • Property/Casualty Insurance • Utility Billing • Special Assessments • Elections and Voter Registration • Records Management • Licensing • Workers Compensation Insurance The total personnel for the Finance/City Clerk department is as follows; Revised Proposed Personnel 1999 2000 2001 2002 Director of Administrative Service 0 0 1 1 Finance Director/City Clerk 1 1 0 0 Chief Financial Officer 0 0 1 1 Assistant Finance Director 1 1 0 0 City Clerk/Admin Services Coord 0 0 1 1 Accountants 2 2 2.75 2.75 Accounting Clerk/Deputy Clerk 1 1 0 0 Accounting Clerks 4 3 3 3 Clerical Technicians 2.5 2.5 2 2 Receptionists 1.5 1.5 1.5 1.5 13 12 12.25 12.25 33 Finance/City Clerk--2002 Budget Notes The draft 2002 Finance/City Clerk budget is increased from $875,500 to $1,004,200 or $128,700 (14.7%) from 2001 to 2002. After reflecting changes made during 2001, the personal services appropriation is increasing by $68,900. The appropriation is not changing in amount from 2001 however, as the Human Resources/Payroll system is completed in 2002, and with the reduction of one accountant position from full-time to .75, the need for temporary clerical help remains during the conversion process and is critical to ensuring a successful conversion and a consistently high level of service delivery within the organization and to our residents. With 2002 being an election year, there is an increase of $51,000 to the department budget to cover the cost of elections including election judges at $45,000 and election supplies at $6000. Material Changes From First Department Request • The request to purchase computer software ($6,000) was removed from the budget. • The request to purchase 5 replacement computers was reduced to 4 at a reduced per computer cost ($4,500). 3~ 0 0 N a 0 V C C6 C O z ~ rn v O w ~ w o °~ ~ C O °~ E N ~ U N N O ii O O O O O o o O O O O O O o ti 11 O O O O O O O O O O O O O O C E II ~ O I~ O N ao ~ O O ~ In O N O ~~ II O M d O ~ N O N CO O C O ~ II Q d II CO h ~ II h O O O O O O O O O O O O O O O O I~ O N GO I~ O O •- O O N IA O ~ II O ~ c+i ~ COO tOA N ~ CV CO CO N ~~ CO f~ ~ 11 ~ 11 O O O O O S O O O O O O W II N O O ~ ' I~ t0 O> ~ N QO O O O ~ ~ O ' ~ ' S Q I I ~ N ~ ~ G O CO N N ~ ~~ m II 11 II Q II O) ~ CO ~ a0 N N N O ~ ~ ~ GO ~ a0 ~ M +i ~ ~ ~A O CO GOO N O ~A c G~ II S n N M ~ ~ N C.Oj CV CO N Q II ~ tp II II ~ CO ~ ~ OOi O (D C~ N CO GMO ~ ~ O Q II N N M M a0 O ~ O O ~ CO v N CO ~ F II ~ CV O N coo ~ ~ N N ch c+i Q I I `~ cD II ii ii II II II Q' ~ ~ ~ . J ~ , a ~ ~ a ii ~ w a z Q a OC ii w ~ ~ w c~ a w II II ~ ~ ~ W Q Z W W a J ' (n lJJ (n W ~ ~ a ? (7 ~ (7 Q a J a W I- w ii ~ ~ z O a ~ ~ w w ~ 0 a ~ a a ~ u. O •c ii v u y o z W ~ o z ~ ~ ~ U ~ a ~ z ~ W ~ N a cn a i ii ~ ii ~ W w ~ ~ W O ~ J H v) w Q z ~ w ~ w z W Z t= z O d W w ~ ~ v ~ o~ ii g W g ~ a ~ ~ ~ u . ~ w w ¢ ~ can O can a LL ~ ~ a O O ~ O w ai UO O r N r O M N ~ ~ ~ M If> 1f'f O r r r CCY ~- O N 1ff N N C'7 O 1~ r t0 r CO r CO r tG r CO r CO r CD N CO N CO N CO N CO N CO N CD N CO O ~ N ~ O M N ~ d• ~ ~ O ~ Or ~ ~ N N M ~ ~ . - 'd' ~ ~ . - ~ r tY ~t N ~ N tt N st N ~' N d' N ~ N ~ O d a 35 0 0 0 u tl II 0 o 0 0 0 0 0 0 0 0 $ 0 0 0 0 0 0 0 0 0 $ 0 0 0 0 0 0 0 c n M ~ o ~ ~ o 0 o ch rn ~ r` o cD o ~ ~ ii °~ ~ ° ~ ~ ` `r ~ ~ ai co v a `~ r i r a i ~ ii N U C C LL O ~ ii ~ II ~ II 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 g o 0 0 0 0 0 O O ~ M I~ O IA IA O O O M O r I~ O fD ~~ O~ II ~ ~ IA r M r ~ r CO r ~T N r ~ Q1 f0 er ~ N .., II 0 11 ~ 11 O N O O O O O O O ~ O O O O O O O M O 0 O ~ Op < O S O ~ O O ~ I i C c 0 O O C N~ 11 r M (C r ~ M r ~ r fV M ~ r r' ~ ( '~ ~ m II II J 11 II Q c7 1~ 1~ 00 O I~ CO O N O OD O c0 ~ ~ O) ~ OD O ' O ~ fC 1i~n CO r- RJ M ('~ O II ~~ II II M ~ r ~ O ~ a0 ~ ~ ~ ~ N O ~ O ~ ~ 1l7 - r ~ M N U Q II 11 11 J II Q ap ~ O cp O ~ n ~ b N c0 N N n to ~ ~ ~ O ' N ~ ~D ~ Of ~ c'~ M O~ d' C' II ~ ~ N OD I ~ ~ II N ~ eN- eN- ~ c'7 CV M ~ ~ .- U u Q u n z ~ w ~ ii w O ~ ii LLO m ~ ii N ~ II U N m u ~ O ri = U Z m ~~ z W o o o m g ~ ~ ~ ~ J ° W ~ ~ ~ Z ~ Q ~ a o v z ii II o Q ~ D o~ W a ~ lY Z ~ U J Q a ~ N c ry ~ Q > atS d ~ m j Z ~ Z W Z a W d ~ U O a w a Z ~ u~ O Q w c ii 11 Z vi W > ~ J W C7 W U a Q } Z ? N ~ ~ ~ F- Q V ~ w Z g W d~ ° ~ z ~ Q ? x o j ~ ? ~ W ~ J Z 2 W Il ~ Q O U II a ~ Q (A J ~ ~ J ~ ~ Z ~ Q U ~ Z U fA Q LL a H ~ a U Q J U' ? (n ~ ~ OU OJ M M M M ~ M M t•"f M ~A'f O~'f !j `Q t0 t0 t0 tD tD tD <G t0 tD t0 f0 ~Gv 10 ~ r M M M M ~N~} ~ (O OND M Ori M ~ ~ r e- M M M M M M M M M ~ ~ M O N a~ co a 34 0 0 N N O r m U C CCI C LL lf) O a~ rn ~ w ~ w om O 00 E U ~ d ^ ,~ ~ ~I I I a d 11 ~ II N ~ II N N II I I w II N ~ II m II u C ~ II N a II 1 u ~ ~ II e- a II I c 0 a .U a a~i v ~U O N C07 N ~ O O 000^ N O O r 1<7 lL7 4") Ql CK) OD CO ~ •- N O O O O O O O O O O O O 0 p ~ N M N C D O O 0 0. N IA ~ _ O ~ ~ 07 a0 N V N O ~ 0 O ~ O O ~ ~ O M N ( 0 ' N C'7 ~ N ~ r- ~ 00 r r r O ~ N ~ O O i O D O ~ r ' ~ ~ N ~ ~ r ~ N p . - N ~ tD t0 ~ ~ ~ N N i i ~ C D ' .- 0 N O n t` N N r- .- ~ Z O a °C m ai Z ~ ^ W ~ F. ^ a ~ ~ aW ~ w ~ U ~ N w c~ z ^ ~ W ~ U U ~ W U a ~ ~ z o U ~ ~ O ~ O ~ z O H ~ W Q V ~ U ~- W 2 } ~ ~ O W I- ~ H U ~ O U W z a Z w ~ a ~ U ~ Q = U Z ~ U ~ w (n ~ H O W ~ ~ ~ Z w oc ^ -- ~ W z ~ a ~ w ~ z ~ ~ ~ LL U W O ~ o ~ Fa- a U A a°o ~ M ~ N ~ t'O ~ t~0 ~ Y~9 ~ t~D ~ ~ r ~ ~ O CND ~ 10C7 c0D O II o N jj ~ II ~ O 11 ~ II O II ~ _~ II ~ O jj .- II I I 11 O 11 ~ II O 11 II u M II ~ 11 O II II 01 II Oj' II ~ II II a w w J U U W U z a z Q H O M O co lU C71 C6 a 3'1 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. Leal--2002 Budget Notes I'he draft 2002 Legal budget is increased from $359,800 to $374,200 or $14,400 (4.0%) from 2001 to 2002. There are no significant changes to the Legal Department budget at this time. As a result of Council action at the November 21, 2001 regular Council meeting, Legal Services is scheduled for the SOQ process during 2001. This review is underway and may or may not result in a modification to the budget. Material Changes From First Department Request None 38 S N a a J .. a~ ~ w~ Qm u. ~ a~i O m E U N m ~~ o 0 0 ~~ o ~ jj N N N II ~ II ~ ~ M ~ II M .~ II d M II Q 11 II ~ II 11 I I 11 11 O O I I O II o O ~ lff N ~ II N N `+ N 11 ~ ~~~ N p O a' II ~ n n 11 On0 ~ N N 11 N M M M ~~ M Q ~ II II F- ~ ~ O O pp O 11 N N O 00 ~ CO W 11 O CO a0 II ~ ~ p 0 II ~ M ~ M ~ II M ~~ N N M N~ II ~~ m 11 II I I II ~ ~ ~ J II 11 O O O O N F ~ ~ M j j ~ ~ N I I 11 Q I I II O O Q II ~ O Q II ~ ~ ~` ~, II rn~ 11 ~ rn N rn N rn ii N U II II Q u n u it ii W Q H ri U w ii ~ Z ~ ii ~ Q d u ii ~ w U w ~ O p 11 F- ~ ,J Q a ii W W W c U II ~ ~ J p O 0 II ~ _ ~ Y ~ V ~~;; •' ~ II W J O ~ m ~ t O O~ ii ~ W MUa`_O ~ J fD T lh T M O fD a COMMUNITY DEVELOPMENT Service Delivery Summary: The Community Development Department is divided into two divisions with services provided as follows: 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. 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 is broken down as follows: Revised Proposed Personnel 1999 2000 2001 2002 Senior Planner 1 1 1 1 Planners 3 3 2 2 Secretary 1 0 0 0 Clerical Technicians 2.75 2.75 3 3 Planning Intern 0.5 0 0.5 0.5 Planning Aide 1 1 1 1 GIS Technician 1 1 1 1 Code Enforcement Technician 1 1 2 2 Chief Building Official 1 1 1 1 Assistant Chief Building Offici 1 1 1 0 Senior Inspector 1 1 1 2 Inspectors 3.7 4.7 4.5 4.5 Office Supervisor 0 1 1 1 Fire Marshal 1 1 1 1 Fire Inspector 1 1 1 1 1 ~ ~ 19.95 20.45 21 21 1 Community Development--2002 Budget Notes The draft 2002 Community Development budget is decreased from $1,400,400 to $1,389,600 or $10,800 (-0.8%) from 2001 to 2002. After incorporation of changes approved during 2001 including the reclassification of the Assistant Chief Building Official to a Senior Inspector and the change in a clerical position from .75 to 1 FTE, personal services is increasing by only $3,800 for 2002. The 2002 appropriation reflects a reduction of temporary salaries of $25,100 and includes an amount of $27,500 for 1,375 hours of consulting building inspection time. The City will continue to budget for wages for temporary Building Inspector Consultants, which help the City's staffing during peak times for processing building inspections. Conferences and schools ($7,400) and local meeting expenses ($6,700) are being reduced to more accurately reflect actual activity while capital equipment is increasing by $6,400 to reflect equipment needs. There are no new programs proposed in either Planning and Zoning or Building Inspections although the City recognizes that Code Enforcement responsibilities are on the rise, causing a re-appropriation of resources from Planning to Code Enforcement as needed. Material Changes From First Department Request A request for professional consulting services related to TIF ($90,000) was removed from this budget to be accounted for in the Cedar Grove TIF project fund. • The purchase of Herman Miller office furniture ($12,000) was removed for consideration in the CIP Part II budget. y! S N O N Ol Q () m lJ.l 0 IL m N O ~ N G U c d E n O ry> O E pE U 0 9 II ~ O W N O ~ ~ ~ N t00 COO O O V tl') 1A M O O It7 'E ~ II a0 O Il) f~ CO ~ ~ l`7 M N r r r C7 r CO E II ~ 117 P M ~ Q d II ~ r ~ II N II O O O O O O O O O O O O O O O O O O O O N ~ IOA O ~ ~ f0 p O M N c0 CO O O a p ~ p 1n M ~ M p /~ N~ II c0 . IA C'7 CO W f~ Os C7 M N r r r M O O Q' II ~ V' IA ~ O N r N r G II ry ^ II ~ II W O O O O O O p O O p O p O O O O pp O O O O O O ~ I O ~ N ~ M 00 O h C? 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N r M ~ to O ~`'~ I~ n N O W ~ II M N 10 M W t O M ~ T N ~ Oi N N m ~ 01 Q II 2 I W a ii 0 J i7 W ii ~ ~ O ~ ~ z W ii ~ Z U V Z g m y ~ W °~ Z ~ w ~ °z ~ g o rn ~ '~ ii O ~ w ~ ¢ d z ~ m a ¢ _ ~ m Z o ii C1 Z U otf W ~ ~ Y W Z ~ W ~ W lil ~ Q 0 O ~ W > 00 Vr LL d = Z Z w Z Z ~ Y V F- G II W d Q W W U Z fA U O ~ J Z d ~ = N Z 8 m m ~ ii ~ ~ p w ~ w ~ Q r a W ~ ~ z z w z ~ a a;;Q W Z o N o w Z ~ -' z v W ~ a g ~ ~ a ° w ~ °i u a ~ ~ u , ~ ~ ~ ~ w O z Q ~ O ii ~ a LL ¢ z ~ a ~ a w ~ ~ J ~ LL Q ~ Z U a = O C7 g O w Q w ¢ w w w ~ ~ O ~ O p > > V c n a ~ a a ~ ~ -- a a U C7 ? w f w ~ U ~ H o ~ M M M ~ ~ ~ M M M M M l'f V ~l '$ t0 t0 10 tD t0 t0 t0 t0 t0 t0 t0 e0 ~ eD ~ t0 O ~ (h O C7 C7 N f7 M M M M r M W M O LL~ O f0 t~ EO N 00 O ~_ N_ C_7 ~_ ~Y a a ~ 7 a a V a if a a ~ 7 ~ V ~ a a M 0 N Qi a 4~ 0 0 N a a d Z rn Q C7 m' W O ~- LL ~ N m } c C F- o a (.1 N Q c a~ E a 0 D E E O U 0 ~~ II ~~~ o 0 o S o o~~ II O O ~ ' v_ ~ f0 II E pp E II N .-~ ~ N N 000 11 O Q 07 II ~ II ~ II ~ II O M M ~ II O O ~ N II n ON ~ II N r- N 00 ~ C7 N In C7 to II 11 O d' II N .-~ II ~ II ~ d 11 II ~ II II u W r (~ II O O N ' O O ~ II O~ II ~ N ~ M ~ ~ O II N II m ~ ~ II II ~ II Q II ~ ~ aD ~ O) ~ O) ~ ~ II N O II ~ ~ ~ ^ I I O II O N ~"~ II Q n ~ ~ II N II I II ~ I Q II pl N N N K f0 II ~ = Of ~ O M r' ~ II F- ~ Q ~ ri o N N II ~ 11 II II II N II ~ II F Z u W ~ W ~ II ~ ~ II -~ Q a ii W w II ~ ~ ii ~ ~ U uj w Z ii ~ ii ~ F z O ¢ d ~ ii U W O U y ~ Z W ii n ~ z = Q ~ f- ~} Y {~W ~ ~ ~ Z ~ g ~ c> n ~ Z Y _ > Q ~ ~ ~ m ii ~ m O W ~ C7 O ~ Ei ~ ii Q ~ U U cn ~ w ~ ~ m II W ~~ ii D ~ a ~ Z Q' = ~ ~ ~ 2 Q a J a ll O U - F ~ > ~ ~ O n rn to o In 0 I~ m ~ ~ N O O ~ O ~ R v 7 v v o II o O II e M O M Dl l0 a ~~ 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 all 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 1999 2000 2001 2002 Communications Director 0 0 0 1 Communications Coordinator 1 1 1 1 Assistant City Administrator (20% of time) 0 0 0.2 0.2 1 1 1.2 2.2 Communications--2002 Budget Notes The draft 2002 Communications budget is increased from $178,800 to $365,900 or $187,100 (104.6%) from 2001 to 2002. Expansion of communications (Goal 8.0) includes a proposed Communications Director position with salary/benefits of $70,900. The Communications Committee of the City Council is recommending this additional position to fulfill the Council's goal of increased communications. This position would supervise and expand the City's cable television presentations, joint efforts with the Eagan Convention and Visitors Bureau (ECVB) to publicize and promote the City, and all other mass communications products such as newsletters, other printed material, the web site, news releases, etc. The position would work closely with department heads to ensure that a consistent style and message was produced by all departments. The total communications budget is proposed at $365,900 and is further proposed to be fully reimbursed by cable franchise fees and potential resources from the ECVB. The 2002 Communications budget is increased $178,800 (1.0% of the total General Fund increase) over 2001 in order to provide a full color, redesigned newsletter, the new position and other communications initiatives. The frequency of the newsletter is also proposed to increase from four to six annually. To provide for these additional services the line items of professional services $43,400, postage $19,900 and general printing and binding $48,250 are also increased dramatically in addition to personal services. 45 The draft budget includes the reimbursement of the full amount of the communications budget from cable franchise fees as a way to reduce the impact on the property tax levy of this expanded service. As noted in 2002, the decision to limit the use of franchise revenue collection has built a reserve in excess of a million dollars; that reserve is expected to grow substantially if the policy of limited expenditures continues. The City is responding to increased communications demands from residents and businesses and being proactive in this critical service delivery area by expanding its services. Material Changes From First Department Request None vb 0 0 N N O r N C O .~ ~C 0 O a~ z Q, ~ w ~ om p m~ O ~ 07 (J N N p I I C ~ ii 'E E ii u a 8 ~ II II •.+ N d N CT II p ~ II N p. II 0 II ~ r~XWe~+ II N -.~ II m II O ~ II N Q ii 0 J II rn ~ ii ~- u Q ii c~ Q' C ~~' o I p Oo p O O O O O O O O O O M O 8 ~ N M cO7 M ~ ~ M N O M N ~ 0 r ~ N N ~ ~ N ~ N O r r N O O O O O O $ O O O O O O M O ~ O N O l<7 O N O M O M M O ~ O ~ O M O N O O M ~ 0 N N ~[ Q N ~ N O N r l0 I r r N O O O O O O O O O O O O O O ~ O O O ~ O O M ~ In ~ t{~ ~ M I~ (h M O Iti ' ~ ' ~ M ~ CO ~ M M ~ N ~ 0 ~ 0 0 N I Z I O i i F I I V ~ '= g ~ W O ~ - V F (~ W ~ U i ~ p c Q W _ > ~ ~ ~ a o a Z ai ~ W p O ~ U ~ W O Q w O w ~ ~ a ~ w ~ g ~ a ~ a U o ~ u i a ~ z ~ ~ ~ ~ ~ Ily ~ ~ ~ r t 0 ~ t G t 0 t 0 ~ ~ ~ ~ ~ ~ d' ~ ~ ~ Q F- ILL- N w a ~ ~ Z ~ ~ a W ~ w a a ~ v, W C7 W ~ W ~ z o w o a Q - ~ a Z ~ ~ w ~ a ~ w z ~ Z Z p Q ~ ~ Z ~ a ~ w z ~ ~ Z ~ Z a fn U z w LL z v (7 U p Q W U_ W cn = ~ O n ~ ~ IAA ~ ti tN0 IMO t0 tM0 ~ e ~ tD O ~ M tOA ~ ~ ~ ~ O m rn m a I 0 0 N a 0 y c 0 Y __~ C C~ CC 'oC V O Y Q~ (4g w ~ W O "" E (~ N N ~_~~~ II Q m II ~ II II N Q II N ~ II ~ 11 8 W it ~ II N = ii m II II U ii Q II II ~ ~ II ~ F II Q II c~ 41 ~I i ~ ~ O N ~ \ `° (h II II ' O O O II o ~ II ~ nj ~ II CD II M II M M II ~ ~ ' ~ ~ II ~ II ~ II II II ' II II II ~ ~I II II Z O IV Z w a 'o a v w c I W ~~ ~ H i ~ ', a O z ~ Z ~ LL w ti w ~ O ~ a U O 0 co O Z W I- Q a w 0 z O aF-c U Z O U O t O N d N y8 POLICE Service Delivery Summary: The Police Department is broken into eight (8) 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: Revised Proposed Personnel 1999 2000 2001 2002 Police Chief Captains Sergeants Detectives -Regular Drug Task Force Detective High School Liaison Officer Police Officers Power to Arrest Subtotal 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 2 2 2 2 10 10 10 10 7 7 7 7 1 1 1 1 2 2 2 2 42 45 46 47 65 68 69 70 1 1 1 1 1 1 1 1 5.5 6 6.25 6.25 1 1 1 1 1.5 1.5 1.5 1.5 1 0.75 0.75 0.75 4 4 4 4 1 1 1 1 1 1 1 1 0 0 0 1 17 17.25 17.5 18.5 49 Dispatchers Lead Dispatcher 1 1 1 1 Full-time 4 4 4 5 Part-time 4.5 4.5 4.5 4.5 Dispatchers Subtotal 9.5 9.5 9.5 10.5 91.5 94.75 96 99 Police--2002 Budget Notes The draft 2002 Police budget is increased from $7,115,400 to $7,664,600 or $549,200 (7.7%) from 2001 to 2002. The Police Department received authorization during 2001 fora 69t" police officer financed through a federal grant and in conjunction with Independent School District 191. One additional officer (70), one civilian criminal analyst and a 5`" full-time dispatcher were requested for 2002. The criminal analyst position would be responsible for Tactical, Strategic and Administrative Crime Analysis, as well as Operations analysis. This position will create a greater efficiency of resources by assisting department leadership in determining how resources can be most effectively allocated. A dispatch position is proposed in response to the increased volume of calls received due to population increases over time. Due to infrastructure constraints, no dispatch positions have been added since 1992; the completion of the communications center remodeling makes this position a possibility. Furthermore, our dispatch team continues to contribute to our revenues through our contracted dispatch services for the City of Rosemount. The level of service proposed for the Police Department remains constant, though the elimination of the proposed 70~' police officer drops the city below the 1.1 officers per thousand ratio. Enclosed on pages ~_ and ~~ is a memo from Chief of Police Therkelsen addressing police staffing ratios. As stated above, the criminal analyst position will provide some efficiencies that balance the departure from the l .l sworn officers/thousand residents ratio. Material Changes From First Department Request • A request fora 70t" officer was eliminated. Upon a request by the City Administrator for additional departmental review for potential reductions, various line item reductions totaling $31,800 were suggested by the Chief of Police and incorporated into the current budget. Among the largest are conferences and schools $7,200, fuel $9,000, a summer clerical worker $5,873, a 5 hour per week clerical increase $4,997, office furniture $5,000 and a ballistic vest replacement $5,100. 50 MEMORANDUM EAGAN POLICE DEPARTMENT 3830 Pilot Knob Road f ~rco ° ~ ~ ` Eagan, MN 55122 ~ b 651-681-4700 ~~ 651-681-4738 FAX A G A N DATE: September 1, 2000 TO: Tom Hedges, City Administrator FROM: Kent Therkelse~Chief of Police SUBJECT: Police Staffing Ratio In the recent budget discussions by the City Council, the issue of the police department staffing ratio was raised. I would like to provide some additional thoughts and comments that were not part of the discussion, but I believe are pertinent to the issue. I hope they will be helpful to the Mayor and City Council in their decision-making. Staffing based upon population or crime rate? In 1995, the Council adopted a position recommended by then-Chief Geagan that tied police department strength to the population of the community. Although population is not always the best indicator of police staffing needs, it is widely used, easily understood by all concerned, and a good way to compare staffing between communities. It also provides a higher degree of predictability for organizational planning than measures which tend to be more in flux, such as the crime rate. Eagan adopted a staffing ratio of 1.1 sworn officers per 1,000 population. I believe this number has served the community well and allowed the police department to carry out many examples of community oriented and problem solving policing. It does not appear to be an unreasonably high ratio when compared to similar cities in Minnesota. The average number of sworn officers per 1,000 residents for the ten Minnesota cities, including Eagan, with populations between 50,00 and 100,000 was 1.2 in 1999. The average ratio for cities statewide in Minnesota is 1.5. With a population of 63,000, 1.2 officers per 1,000 residents would raise Eagan's sworn total to 75. At 1.5 the number would raise to 94. Broad Service Function I recommend against tying our staffing directly to the crime rate for two reasons. First of all, as mentioned earlier, crime rates have historically fluctuated much more dramatically than population. Although our crime rate has been relatively stable in Eagan for the past several years, there is no guarantee of continued stability. The total number of crimes in Eagan increased 1.9% in 1999. Secondly, and more importantly, the police department is involved in many non-criminal areas of service delivery. Of our 43,804 calls for service in 1999, only 11.8% were for criminal events. Medical emergencies, burglar alarms, traffic accidents, and domestic disputes are examples of situations where the community depends upon prompt police response, but are not reflected in the crime rate. As of August 30, the police department had received 31,116 calls for service in year 2000. This represents 1,812 more calls than the same period last year, an increase of 6%. SI Page 2 Police Staffing Ratio Community Policing e agan o ice epartment is considered a leader in the move to Community Oriented Policing. A few examples of our efforts in this area are: Crime Free Multi-Housing, Citizen's Academy, Neighborhood Watch, National Night Out, Hotel/Motel Coalition, DARE, Business Watch, Police Explorers, School Resource Officers, Wescott Substation, Chaplain Corps, and Youth Safety Camp. These partnerships with the community are more labor intensive than the purely reactive, incident based policing of earlier times, but are intended to prevent problems before they are reflected in the crime rate. We believe this more intimate, customer service oriented relationship with the community is a major factor in our relatively stable crime rate. As important as our community oriented policing efforts are, our first priority will always be response to emergencies within the city. If the police department does not grow with the city, we will eventually have to sacrifice some currently offered services and activities in order to maintain our emergency response capacity. Conclusion age an enjoys a reputation as a safe, low-crime community for many reasons. The current economic prosperity is no doubt an important factor. Our well trained, well equipped, and dedicated police staff works around the clock to provide the highest level of service possible to our citizens. They have been supported in this effort by resources and policy provided by our elected officials. This support has allowed the police department to assist the community in keeping crime and quality of life problems at reasonably low levels. C/ Captain Rick Swanson Captain James McDonald sa ~ N QC7vf00_Q01~W W i0 ~Wt~1~~~MfQpOMOCOO r ~OSO47 l7~OOONf~ o J CO~N(ON r~y M OOI~CO~m rMNa tn~ ~p l1')~tMrA~p OD*-~N a p o a rCpMtOO~tFN' r' N N N ~NNd' N t0 r N '~t~ O h O ~ H ~ ~ to e~ EO r NS ~- 10 N 1~ Q 1(') l0 O ~ V O C N ~ ~ •~ O O ~ ~ f0 ~ ' ~ p Vy M M M V N1 ~ N tD ~ N ~J C0 !0 O O M M N CD ~ O LL'3 N M M C'7 v ~~ m M tD ap co ~t o~ C@ N M M NO r N O r (p N ~0 fV 00 M st tp ~ ~C O co ~ Q V ~ ~ p p pQ pp ~C y QQ O O8S S ~~GOD M ~ (O N O~ COD_~ ' pp 3 C~ O 00 I~ M 1~ r O H O~p r O N1~ ~ N N fD r Mrr r :Z~p MN M ~f~ r O {i I0n 1~ V d rp O O O O O O pQ O O p p p O pp pp pp O O O O p pp©© O O C10 O O O O O ~ y O Q O O O O O O O O O O O O S O S 0 8 _O O~ y N ~ N cO N1 V ~ 100 O0 61 O '1 r O W M N c7 r ~0A M 7 1(j In to M to ~ D. ,~ Q Q7 1A In OQ O) W ~ 1D 00 ~ ('7 r 1n R LO r m h~~ O r r G Z~ r N M i~7 S r r f0 r M N M r r~ N m E09 E9 W C ~ ~ ~O O r d d _N W ~ N p 0 0 0 0 0 ~ o O p p p p O O p O O ~ OIp O O O OIO O~~~ O O O G3 O Q~ S O O O O O~ ~ ~ N ti h M~ r ~, M~ ~[? 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