08/10/2021 - City Council SpecialSPECIAL CITY COUNCIL MEETING
TUESDAY
AUGUST 10, 2021
5:30 P.M.
EAGAN ROOM—EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND ADOPTION OF THE AGENDA
II. VISITORS TO BE HEARD
III. DAKOTA COUNTY WESCOTT LIBRARY UPDATE
IV. RACIAL EQUITY AND INCLUSION PLAN ASSESSMENT REQUEST FOR PROPOSAL
V. PROPOSED SUSTAINABILITY EFFORTS
VI. PROPOSED 2022-2023 GENERAL FUND BUDGET
VII. OTHER BUSINESS
VIII. ADJOURNMENT
Special City Council Workshop
August 10, 2021
III. DAKOTA COUNTY WESCOTT LIBRARY UPDATE
Action to be Considered:
No formal action is needed. This item is informational.
Facts:
➢ Amanda Feist, Branch Manager for Dakota County’s Wescott Library, will provide an
update to the City Council about the library, including service changes in response to the
COVID-19 pandemic.
Attachments:
III-1 Presentation, Amanda Feist
Wescott Library
1304 Wescott Road, Eagan
(651) 450 -2 9 12
Amanda Feist, Branch Manager
Responsive Services
Books by Mail service
Re -imagined Summer
Discovery program
Curbside Pick -up
Digital resources
Classes and events
Study rooms & spaces
Remodeled early literacy
play space
Responsive Services
iLab Reservations
Responsive Services
0
10 0
200
300
400
500
600
700
800
900
1000
1/2/2021 2/2/2021 3/2/2021 4/2/2021 5/2/2021 6/2/2021 7/2/2021
Wescott Library Visits per Day 20 21
WiFi Hotspots and Chromebook/Hotspot
Kits have checked out over 400 times
since October
Amanda Feist
(651) 450 -2 9 12
Amanda.Feist@co.dakota.mn.us
What can we do for you?
Agenda Information Memo
August 10, 2021 Special City Council Meeting
IV. Racial Equity and Inclusion Plan Assessment Request for Proposal (RFP)
Action to Be Considered:
Provide comments on the contents of the RFP for a racial equity and inclusion plan consultant and
direction on the schedule and process for selection of the consultant.
Facts:
At the City Council retreat on April 29, 2021 the Council discussed racial equity and inclusion in
the community and additional steps the City might take to address these topics.
During the retreat, Staff was asked to prepare a Request for Proposals (RFP) for the City Council
to consider that would allow for the consultant to assist with the following:
●Work with the City Council, Staff, and the community to audit and assess the City’s current
racial equity and inclusion systems and efforts.
●Provide guidance on the feasibility and merit of establishing a commission or advisory group
on the topics of human rights and racial equity and inclusion. The consultant could assist
with the definition, charge, and efforts of said commission.
●Assist with engaging other resources, stakeholders, businesses, and corporations to assist
the City in our racial equity and inclusion efforts.
●Receive an outside, honest review and assessment of the City’s efforts and provide
recommendations on improvements.
Staff has prepared the attached draft RFP for the City Council’s review and comment.
Key elements of the draft RFP include:
1.) Information on the City of Eagan and a brief background on recent efforts undertaken by
the City with regards to racial equity and inclusion.
2.) The expectations of the consultant and steps they would take throughout the assessment,
including findings and recommendations, such as “What are the take aways” and “what
should the City do next?”.
3.) Preparation of a racial equity and inclusion plan that will assist the City Council, Staff and
community in prioritizing programs and services to maximize racial equity and inclusion.
4.) Qualifications of the consultant and consultant evaluation criteria.
The following is a schedule for consideration, including distribution, review, and selection of the
consultant:
September 7, 2021 City Council Meeting: Approve the RFP and authorize its publication and
distribution.
Friday October 5, 2021: RFP submittals due to the City
October 25-November 5: Consultant interviews
December 7, 2021 City Council Meeting: City Council approves the selection of the consultant
January 2022: Consultant begins assessment
Staff has included $50,000 in the proposed 2022 budget for completion of the consultant’s
work. Likewise, a Racial Equity and Inclusion Coordinator position (final job title to be
determined) has been included in the proposed 2023 Budget.
At the same time the RFP process continues, Staff will research grant opportunities to assist with
funding of the study and possible staffing considerations, along with options to use American
Rescue Plan Act Funds.
Additional Option for Consideration
The City’s Racial Equity and Inclusion Committee reviewed the request for proposal document
and provided valuable input which has been incorporated in the current draft.
In addition to providing input on the RFP contents, the Committee discussed at length the
option of inserting an initial step in the process: solicit Request for Qualifications (RFQ) to
determine those most qualified and capable to complete the project work, and then invite those
to submit the actual proposal for the project work.
With some uncertainty on the number of consultants who may be interested, coupled with a
wide variety of capabilities, depth, and familiarity with the project scope, narrowing the field for
consideration by soliciting Request for Qualifications as an initial step was a strong suggestion
from the Committee.
While project roll out may be delayed 2-3 months, there was a sense that it would make the
selection process more focused and thus assuring a field of consultants more experienced and
capable of completing the project work in timely and effective manner.
Policy Questions
1.) Does the City Council continue to support the plan to distribute an RFP to assist the City in an
assessment of its racial equity and inclusion efforts?
2.) If so, are there suggested changes to the proposed RFP?
3.) Does the City Council support the projected schedule?
4.) Does the City Council have direction it wishes to provide to Staff on the selection process for the
consultant; what degree of involvement does the City Council wish to have in the selection
process?
5.) Does the City Council support the inclusion of a full time Racial Equity and Inclusion Coordinator
in the 2023 Budget? (pending the recommendations/outcomes from the assessment)
6.) Would the City Council prefer to have a Request for Qualifications (RFQ) step in the process to
assist with narrowing down the total number of consultants who may be asked to submit
proposals?
Attachments: (2)
IV.-1 RFP
IV-2 Eagan Forward Strategy 1: Eagan is a Place for All People
1
July 15, 2021
INTRODUCTION
The City of Eagan, Minnesota is accepting proposals from consultants to facilitate the
development of a city-wide racial equity and inclusion plan (REI Plan). Such a plan will reflect
the City’s desire to include a race equity, inclusion and welcoming foundation across all City
services, programs, policies, and budgetary decisions, not only throughout the City of Eagan
organization, but throughout the entire external community of Eagan. It is expected the
consultant will engage City leaders, community members, City employees, partner organizations
and businesses. The consultant will listen to these groups, identify action steps in an attempt to
reflect the needs of traditionally underrepresented populations.
About Eagan
Home to over 68,000 people, Eagan is the 11th largest city in Minnesota and is conveniently
located in the Twin Cities metro area, near both Minneapolis and St. Paul. The community has a
strong tax base and has over 2,300 businesses and nearly 60,000 people work in Eagan. Eagan is
the home of major corporations like Thomson Reuters, Ecolab, Blue Cross Blue Shield, Prime
Therapeutics, and the Minnesota Vikings.
The City operates under a Council-Administrator form of government, employing nearly 300
regular full-time employees, and up to 400 seasonal and part-time employees. Eagan is proud of
its AAA bond rating from both Standards and Poors, and Moody’s.
Eagan also prides itself on exceptional customer service. Residents rate and rank the City highly
in national surveys for services provided, direction, and trust in government. The City places a
high value on responsiveness to community needs within established fiscal parameters. Regarded
as a great place to live, work, and play, the City enjoys a stable workforce with experienced and
professional staff.
Eagan has an exceptional quality of life, with 350 lakes and ponds and 60 city parks.
Additionally, Eagan offers 162 miles of walking trails and over 1,300 acres of park land. Among
the many wonderful park amenities include the popular Cascade Bay Waterpark, a challenging
disc golf course, and a unique dog park. Eagan residents and those working in Eagan enjoy
fantastic community events, including a weekly farmer’s market with live music. Eagan is
consistently ranked as one of the best cities in America to live by Money Magazine, and recently
by USA Today.
In 2016, the City adopted a 20-year vision called Eagan Forward. The effort was initiated by the
City to create an inclusive, candid process to give Eagan an opportunity to address its challenges,
engage new community leaders, assess the trends impacting the region, and identify a new vision
for current and future residents. Residents and those who work in Eagan offered thousands of
ideas. Ultimately, one of the six strategies adopted to achieve the vision was, “Eagan is a place
for all people.”
2
Community study groups, the City Council, and City staff worked in partnership to determine
how to make the vision a reality for Eagan’s future. The updated Comprehensive Guide Plan
includes many suggestions from Eagan Forward.
Eagan is more diverse today than ever before in our history. Nearly one in four people who call
Eagan home are now black, indigenous, or people of color (BIPOC).
Nearly one in four people who call Eagan home are now black, indigenous or people of color.
(BIPOC).
Eagan continues to draw people from across the country and globe. This rich diversity brings
with it a range of cultural differences and perspectives. In order to sustain all that makes Eagan
attractive, all voices must be heard, represented, and respected.
The City has changed from its origin as a farming community of European settlers when it
was established in 1860 to a now thriving city with diverse housing, employment, entertainment,
transit, and people.
PAST, CURRENT AND ONGOING EFFORTS BY THE CITY OF EAGAN, RACE,
EQUITY AND INCLUSION
Racial Equity and Inclusion Committee: A cross section of nine (9) employees for the
City of Eagan participated in a yearlong training through the Government Alliance on Race
and Equity (GARE). GARE is a national network of government agencies working to
achieve racial equity and advance opportunities for all. Throughout the training sessions, the
employee team learned more about the history, current realities, and best practices for
advancing racial equity throughout the organization and the community.
In 2019, GARE participants merged with another committee of City employees to create a
newly branded committee that has been meeting for nearly two years. “The Racial Equity
and Inclusion” Committee (REI) includes the City Administrator, who also participated in
the yearlong GARE training in 2018. Employees representing Parks and Recreation,
Finance, Police, Fire, Community Development, Public Works, Human Resources and
Administration are also members of the REI Committee. Recent projects and success of the
REI Committee (and the prior GARE Committee include the following:
• Race equity assessment given to all employees
• Creation of an REI Statement
• Racial equity and inclusion (REI) analysis tool created to review policies, programs
• REI analysis tool used in the 2022/2023 budgetary process
• Public facing webpage started in September 2020
• Interpretation and accessibility line
• Employee training and education, including race and implicit biases training in May 2019
and implicant bias training for Police Department by internal trainers
3
• Fair Housing Policy was reviewed by the REI Committee through the REI analysis tool,
before presented to City Council for review and approval.
• Updated hiring practices, including a video-recruitment and interviewing tool
Police Department community affairs advisory group: The Eagan Police Department
created a community affairs advisory group in 2015 who have been assisting the Police
Department with a variety of issues associated with policing, racial equity, and social justice
for the City of Eagan. In addition, the group has helped provide a lens to the City’s hiring
and promotional processes. Some of the more recent projects and successes for the advisory
group have included:
● Held community conversations in 2019 to discuss race and ways to build trust with the
community.
● The group was instrumental in the creation of the “Police Cadet” position, which serves
as a way to help diversify the Police Department.
● In 2016, the group challenged the department and their diversity training efforts which
lead to implicit bias training.
● The group has helped provide a more diverse lens to the hiring and promotional
processes.
Eagan Forward: Included in the RFP is a section from the Eagan Forward report entitled:
“Eagan is a Place for All People”. A summary of the successes from that section of the Eagan
Forward report [cityofeagan.com/forward] is also attached for a reference.
The six adopted Eagan Forward strategies are:
• Eagan is a place for all people
• Eagan is a healthy city
• Eagan is creative and innovative
• Eagan is a destination community
• Eagan has an updated brand
• Eagan uses residents to put the plan to work
REI PLAN DELIVERABLES
The City of Eagan is seeking a firm who can assist in an assessment of our current racial equity
and inclusion efforts and develop a long-term and sustainable racial equity and inclusion plan.
The consultant will assist in gathering information from City leaders, staff, the community, and
partner organizations regarding potential racial equity and inclusion issues and to help identify
how the City of Eagan can address those issues. The anticipated outcome is a Racial Equity and
Inclusion Plan that will assist the City Council, staff, and community in prioritizing racial equity
and inclusion efforts in Eagan. The City is seeking expertise to develop as part of the Racial
Equity and Inclusion Plan strategies that may include but are not limited to the following
4
● Conducting surveys and assessment to identify the extent of racial equity and inclusion
disparities in Eagan.
● Identify a decision-making framework that prioritizes racial equity and inclusion in City
policy, programming, and budgetary considerations.
● Identify targets of success; although racial equity and inclusion are paths, the Racial
Equity and Inclusion Plan will identify milestones along that path.
● Establish metrics and data to determine the baseline and to measure progress and
successes toward achieving goals
● Gather relevant input and data and establish appropriate benchmarks to reduce disparities
within our BIPOC community.
● Make policy recommendations to advance equity and inclusion in priority areas such as
affordable housing and homelessness, planning and economic development, police and
criminal justice reform, education, health, transit and transportation services, and other
critical community functions.
● Identify ongoing training opportunities and best practices to ensure the City of Eagan is
welcoming and inclusive, and an empowering environment for City staff and the entire
Eagan community.
Reason for the Request for Proposals: The City is seeking a consultant to assist with
addressing issues that may include but not be limited to the following
Assessment: Do City services, City documents, City organization/community culture and
City practices accurately reflect the City’s commitment to racial equity and inclusion?
Education and Training: What types of training and education are recommended to further
increase multicultural competence in the City Council?
Community Commitment: What methods can Eagan undertake to support and promote the
value of diversity and recognize the history and consequences of racism?
Engagement Opportunities: Provide insight into engagement opportunities and methods that
would be most suitable and inclusive for the communities who make up Eagan with specific
focus on communities that may not have been as involved or were not asked to be involved
in the past.
Representation: How can the City work to address and eliminate barriers and otherwise
create opportunities to build a more diverse workforce including City Staff, City Council
boards and commission and working groups and stakeholders,
5
Additional Committees - provide guidance on the merits of creating an external racial equity
and inclusion committee, or other similarly named committee?
TIMELINE
• October 2021 - Request for Proposal process initiated
• November 15, 2021 – Request for Proposal application deadline
• December 2021 - Review and interview process
• January 2022 – Contract Awarded
• February 2022 – REI Plan initiative launched
PROPOSAL COMPONENTS
Proposal Content:
1.) Name, email, telephone number of the individual to contact regarding the proposal
2.) Identify your project principal or lead, project manager, other key staff, consultants or
subcontractors
3.) Brief discussion of the firm’s size, qualifications, staff duration with the firm and firms
experience as it relates to the project, including any specific experience of consulting
with workplace or government employers and individual government members.
4.) Provide a brief description of how your team would complete the required tasks as
defined in the RFP.
5.) Provide a scope of work including how the project will be completed and a timeline of
completion of each task and the entire project. If you have alternative recommendations
to the proposed process, or certain steps included in this RFP, you may include that as an
“alternative process” and include in your scope of work.
6.) Create a description of the deliverables the City can expect
7.) Outline how the firm will address and assure confidentiality in terms of stakeholder input
and work product.
8.) Include the level of involvement and at what steps the key members of your team will be
involved in the project
An RFP submission should not exceed 20 pages and should be compiled into a single file.
Project Qualification
A.) Share a description of any previous, similar work completed within the last 24 months.
Include a name, telephone number and email address of the agencies project manager for
each project listed and describe your role with the projects listed.
B.) Demonstrate your firm’s ability to control cost, meet schedules and deadlines and provide
quality work based on the past projects you list.
C.) Share any unique or special knowledge or skills your team as it relates to the project
6
Fee Proposal: provide a breakdown of costs including all insurances, labor and incidentals
required to complete the work. The proposal should include an outline of expected expenditures
by function and task.
Evaluation Criteria
The following criteria will be used to guide the evaluation process:
a.) The contractor’s interest in the services which are the subject of this RFP, as well as the
proposed project process and recommendations for the project based on creating a racial
equity and inclusion plan for the City of Eagan.
b.) The applicant and its team’s experience successfully completing similar projects
c.) The reputation, experience and efficiency of the applicant and its team
d.) The ability of the applicant to provide quality services with time and funding constraints
e.) The general organization of the proposal. Special effort should be given to providing
proposals that are appropriate, address the goals and provide a clear and precise format of
the requested information.
f.) Other factors the City may determine as relevant for consideration
To be confirmed with City Attorney office before distribution.
Outcomes and Successes Since the Launch of Eagan Forward
2016-2019 Activities
Strategy 1: Eagan is a Place for All People
2016
• Safe Summer Nights—in June 2016, over 500 people attended a free community event
at Woodhaven Park held in partnership with the Dakota County Sheriff's office. The
event was intentionally located in an area of the community with diverse community
members as a way for police and residents to interact, with one another.
• "Everyone Eagan"—Comm unity volunteers collected and shared stories that showcase
the residents of Eagan. The volunteers were trained by E -TV staff to operate video
cameras and then recorded short stories provided by Eagan residents. Those stories will
be shared with the broader community as a way to emphasize connections and
understanding by highlighting the diverse backgrounds, passions, goals, dreams, and
stories of the people of Eagan. Approximately 44 people were recorded telling their
stories.
• Build a Bihe/Give a bike partnership with Thomson Reuters—Thomson Reuters
employees built bikes and then gave the bikes to the City of Eagan Police to distribute
to children in need throughout the community. Erik's Bikes Shop inspected the bikes
before they were given the City to distribute.
• A first-ever Bollywood night was held at Market Fest in August 2016
• 15D196 and City staff are meeting regularly to promote one another's programs and
remove redundancy between the two entities ( e.g. Eagan is now promoting 15D196
open swim times in City publications)
• Senior Safety Academy -6 -week program offered by Eagan, Police to provide
education and crime prevention tips to the 55+ population
• The Minnesota Autism Center (MAC) -opened a new grade school (K-8) to service those
with autism. A high school and college were added to serve students ages 13-21. A third
expansion of the facility is approved for 2018.
• Team 3 (Becoming a Welcoming and Inclusive Community) continues to sew welcome
totes, filled withinformation about Eagan. Tote Sewing ing parties have occurred with the
seniors, City employees, residents, and youth across the community. The totes are
distributed to new residents as a way to welcome them to the community. The City
provides them to new residents when they set up their utility accounts.
• Expanded Circulation of "News from the Front Porch" senior newsletter from 550 to all
Eagan households by combining the newsletter with the Discover Parks and Recreation
publication can effort of Team 1 to improve communication with senior citizens)
2017
• A splash pad ("spray ground") at Central Park has been approved in the Parks and
Recreation 2018 Capital Improvement Plan (CIP).
• Experience Eagan cover story with Top 10 list of things to know when you move into
Eagan and a story about the welcome bags created by Team 3.
• On March 4, 2017, the City hosted a new community -wide event, "Community
Connections". A marketing emphasis was made to attract new Eagan residents to the
event (per Team 3. feedback). The event will happen aga . in in 2018.
• The Eagan Skate Park will be upgraded Spring 2018, changing from a modular to
concrete system. The new design was created with input from skaters at the park.
• The Police Department implemented a new hiring initiative to diversify the ranks of
licensed police officers and attract non-traditional candidates. One new officer with a
4 -year degree, but no law enforcement education, has been hired. After completing
and graduating from a 14 -week law enforcement training and passing the State's
licensing exam, new candidate was hired, as law enforcement officers in Eagan. She is
currently in the department's 16 -week training program. The goal is to remove barriers
for people who may be interested in a career in law enforcement, but simply cannot
afford to leave their jobs to go back to school.
ool.
• The City purchased Language Line services, providing us with interpreting services for
250 languages from across the world.
• A Culture of Learning Team has been established for City employees, with a focus on
being more welcoming and inclusive, both internally at City Hall and. in service to our
residents.
• Eagan residents and businesses are donating fabric towards the Eagan welcome totes
project.
• Three new senior developments are under construction.: Affinity of Eagan (Cedar
Grove -active senior, market -rate apartments), Stonehaven Senior Living
(independent, assisted living, and memory care), and Applewood Pointe Senior
Cooperative (Quarry Road)
• Three new high-density residential developments are coming to Eagan: Quarry Road
(183 -unit market rate apartments), City Vue 11 (a second tower next to the 10 -story City
Vue 1, formerly the BCB5 building), and The Preserves of Eagan (Cedar Grove)
• The Council authorized the creation of residential overlay districts to encourage
reinvestment in residential neighborhoods and to upgrade the City's housing stock.
• In Fall 2017, the Eagan 50+ Seniors piloted a program of day, evening, and weekend
social activities for working senior citizens.
• The park shelter at Bridle Ridge has been reconstructed for greater community usage,
including senior programming opportunities
G -GA
E, lAG A ;N
01 r&
rlud,
2018
• Eagan PD participated in Community Conversation on Race in January 2018.
Participants included the cities of Eagan, Apple Valley, Burnsville and Shakopee. The
event was initiated when citizens of color reached out to Apple Valley to learn about
relationships between the Police and the community.
• Knowing Your Refugee Neighbor event held at ECC, Presentation by Refugee
Resettlement Service of the MN Dept of Human Services. The event was co-sponsored
by the City, Eagan so+ Seniors, and MN Assoc. of Senior Services (MASS).
• 5outhview Senior Living, a new continuum of care senior facility, is proposed for the
intersection of Yankee Doodle Road and Lexington Avenue.
• Glen Ponds Apartments expanded with additional buildings.
• The City participated and graduated from the Local and Regional Government
Alliance on Race and Equity (DARE), coordinated by the League of MN Cities. The
program included monthly training sessions to learn more about the history, current
realties,. and best practices for advancing racial equity `in our community. A baseline
employee survey was conducted and training for employees on racial equity is
scheduled in early 2019.
2019
• Rec scholarship program revised with equity lens. No longer limit scholarships to youth.
All ages welcome.
• Meeting your Muslim and Refugee neighborhood gathering
• Interactive mtg with PD department and. 15D 196 (through Comm Ed) on getting to
know your PD
Strategy 2: Eagan is a Healthy City
2016
• First bus shelters in Eagan were built on the north and south side of Duckwood Drive
(by Walmart) and at Central Park Commons (on Yankee Doodle Road)
• City Code was tweaked to make it easier for al fresco dining opportunities and the
serving of alcohol in more local eateries, where appropriate
• Bike racks were installed at Central Park Commons and access was made from the
street for bikes to park next to HyVee.
• Solar powered, electronic vehicle charging stations at HyVee
• Solar panels providing electricity at Goat Hill Part?
3
What is a city, but the
people?—Shakespeare
Looking at history, we might say that Eagan is for
nuclear families with school -aged children who are
in the upper middle class. And usually, Caucasian.
These are the families who moved to Eagan during
its first waves of growth, and helped develop the
community we know today.
Looking forward, Eagan is expected to grow to
between 75,000 - 87,000 people by 2040. But the
people who will fuel that growth will be different
than those who fueled the first waves. Eagan's
future residents will be older, have fewer children,
and represent more ethnic minorities. Here are
some of the key demographic and societal trends
that will shape Eagan's future:
Young people are getting
married later, or not
marrying at all.
In 1960, two-thirds (68%) of all twenty -somethings
were married. In 2008, just 26% were.'
Fewer couples are
having kids®
In the peak of the Baby Boom after World War
II, roughly half of American households were
7 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
engaged in raising children. By 2020, that
number will be closer to 25%.2 In Eagan, 32.5% of
households currently have children under age 18.
!FIGURE 1:
The Decline in Marriage Among the Young.
PEW RESEARCH CENTER
' Pew Research, The Decline of Marriage and the
Rise of New Families, www.pewsocialtrends.org/
files/2010/11/pew-social-trends-2010-families. pdf
accessed on November 23, 2015
2 A. C. Nielson as reported in The Great Inversion and
the Future of the American City byAlan Ahrenhalt
Seniors are living longer®
The dramatic increase in average life
expectancy during the 20th century ranks
as one of society's greatest achievements.
In 1900, a newborn could expert to reach her
or his 50th birthday.3 Today in Minnesota, life
expectancy is 81 years old, ranking second in
the United States behind Hawaii.4 By 2030,
the number of Minnesotans overage 65 is
expected to almost double and older adults will
compose about one-fifth of the population.5
-to the .
suburbs.
> _
In Eagan between 2010 and 2014, the white
population decreased slightly while Asian,
Hispanic and Black populations increased. In
Eagan's public schools (ISD 191,196, and 197),
20% of all children are minorities. Eight percent
are Asians, 5% are African American, 5% are
Hispanic and one percent are two or more races.
How can Eagan leverage these trends and
become a place for all people?
r
The Minnesota State Demographic Center
projects that by 2030, nearly 25% of Dakota
County's population will be age 65 and older.6
Eagan's growing senior population is adamant:
they love Eagan, and they want to stay here.
But there must be more housing options that
are "senior friendly." Today's seniors are active
longer; they want walkable communities and
things to do. Eagan will prosper if it makes room
for its seniors. Research shows that seniors
who are integrated into communities enjoy
better health, and communities are healthier
when seniors are engaged.
The two most frequently
mentioned needs for
seniors
• Eagan: gr
Housing that is affordable, single level,
aesthetically pleasing and integrated into
the community. Seniors don't want to be
boxed up and shipped off; they want to stay
actively engaged in the community. Many
seniors at focus groups and online echoed
this senior's sentiment:
Transportation options that will help
seniors meet their needs. One senior asked
if there could be an "Uber" for seniors, to pair
stay at home parents who might be willing
to offer a ride to a senior, to keep a doctor
appointment or go to the store.
3 National Institute on Aging, https.11www.nia.nih.
gov/research/publication/global-health-andaging/
living -longer, accessed December 3, 2015
4 List of US States by Life Expectancy, https://
en. wikipedia.org/wiki/Lisi of_U.S._states by life
expectancy, accessed December 3, 2015
5 Minnesota Compass "Overview,"http://www.
mncompass.org/demographics/overview, accessed
December 3, 2015
6 Data for the City of Eagan is unavailable. Dakota
County Demographics, https.11www.co.dakota.
mn. us/Govemmen t/publiccommittees/ CHA/
DocumentslDemographics.pdf, accessed on
January3, 2016.
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 8
One focus group participant summarized
his thoughts in a letter, addressing ways thal
Eagan could embrace its seniors. The letter
included this idea:
Golden Years Initiative
"There was agreement (at our focus group
table) that senior citizens never want to stop
learning (e.g. senior language or history
classes); they continue to enjoy all types
of entertainment that includes but is not
limited to: going to the theatre, visiting a
restaurant or museum, outdoor recreational
activities, etc. A number of people also
recommended travel -related activities that
could offer tours for interested residents,
not only within Minnesota, but regional,
national and international trips. Seniors
often get bored and they want to stay
invigorated and active. If you combine
Learning, Entertainment and Travel you
come up with the acronym L.E.T. Eagan
could have a "LFT's Program" that would
be open to all age groups. It is noteworthy
to point out that by 2020, the number of
senior householders (44%) will be 75 and
older. A significant percentage of this
group will be living in multi -generational
households. There is a need for more homes/
apartments that can accommodate both
younger and older family members. Home
builders would be well served to meet with
future home buyers and listen to their
suggestions for how these dwellings should
be built to meet the expected needs of an_
agingpopulation. Seniors are living longer
and access to local healthcare is paramount.
These issues need to be addressed."
9 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
In addition, seniors mentioned their
desire for amenities like pickle ball
courts, a dedicated senior center
with space for multiple concurrent
uses, hospitals and clinics,
multigenerational housing options,
and a grant program that would help
them renovate their basements and
move their laundry to the main floor,
to be more accessible.
One last note ... There are many
ways that Eagan can build physical
infrastructure for its seniors. But we
must remember that isolation and
loneliness are the two most often
cited maladies of the elderly. Feeling
connected to their community
requires more than transportation; it
requires a community -wide sense of
inclusion and compassion.
Bead more about this in Strategy2:
Eagan is a Healthy Community
Interviews and focus groups with
Eaganites reveal a surprising insight:
many Baby Boomers who are empty
nesters are considering moving to
St. Paul to be closer to "downtown."
They cite restaurants, walkability, and
the desire to downsize. These are the
same amenities that young, single Millennials
are looking for in a community.
Many suburbs are responding to residents'
requests for a town square with "urban
villages" - places where you can park your car
once and walk to a bar, a restaurant, a book
shop or other retail establishment, and enjoy
an outdoor meal. The Flats at Cedar Grove are
one example of this kind of development.
"Walkability" and a "downtown city center"
were mentioned 171 times in online forums and
on chalkboards. One resident summed it up
well in the quote below:
Belmar (pictured below) is Lakewood,
Colorado's urban village, a response to
citizens' requests for a more walkable "city
center" feel in a suburban setting. Belmar
retrofitted a dead, low-rise shopping mall
surrounded by parking lots into an area with
an interconnected, walkable street grid and
ground level retail space topped by offices
and residences.
Strategy 4: Eagan as a Destination includes
ideas on how to incorporate the "Urban
Village" concept into Eagan's future
redevelopment. The following community
amenities were mentioned repeatedly by
"Create a walkable pity core where people
canenuinely live, work, and play without
needing to own a car. Site housing closer to transit
stations, and provide vertical mixed use (retail on
the ground, housing on the upper stories):"
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 10
Eagan citizens, to be included in the urban
village, or developed elsewhere:
Trader Joe's (mentioned over 40 times),
Whole Foods, or a natural food co-op
• Curbside composting
• Another dog park (Millennials have
dogs before they have children, and pet
ownership is at an all-time high in the U.S.)
• Disc golf (additional amenity to existing
public parks)
• Alfresco (outdoor) dining options
• Independent restaurants (not typical
national chains)
• Outdoor programming, e.g. using Caponi
Park to host more local theater and
musical performances
One transplant to Eagan explained his
experience in a vibrant suburb in Iowa:
"I am from Clive,
Iowa and a big
hit in the area is their
outdoor music venue
with a beer garden in
the summer. There
are at least.'three
performances a week
and are well attended.
This (beer sales) could
be a fundraiser for an
organization."
11 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
t
Commi"I'L to
beim" a �) 41
-M&
communitiff
Eagan's residents are becoming more diverse.
Minorities are the fastest growing population
in the Twin Cities' suburbs, and dozens of
languages are spoken in homes where Eagan
students live. Local employers confirm that
their workforces will continue to become more
diverse, in part because countries including
China and India are producing more graduates
with post -secondary degrees, as the table
below shows.
Eagan residents understand that the community
is changing. And many want their community to
be a welcoming one. As one resident said:
r.
"7 GG Y one wish for
Eagan is that It is a
place where peole of all
shin colors, genTcer, sexual
orientation, and a variety
of cultural differences
would respect each ether
and celebrate each other."
2030
Proj'ecteGlobal Talentpoo�
in
share of 25-34 year olds,with tertiary
degrees across OECD and G20 countries
'm Positive Trend
NSE Negative Trend
China
r/
India
23%
United States
MO 8%
Brazil
Kai 5%
Indonesia
E���a 5%
Russian Federation
01_x= 4%
Saudi Arabia
09M 3%
Japan
�.EN 3%
Mexico
0 M9 2%
Argentina
5 29la
Turkey�
2%
United Kingdom
=Miff 26/o
Korea
W 2%
Germany
2%
France
W 1%
Canada%
Poland
i%
Australia
ja, °Io
Spain
1%a
Italy
Others = 01 _1 6%
SOURCE 0ECO
Brooklyn Park is one of the Twin Cities most
diverse suburbs. There, a series of city -led
initiatives have helped the community engage
non-English speaking households, a proactive
effort that was given a Humanitarian Award by
the International Association of Chiefs of Police.
-Brooklyn Park Po ice
Cm r. Brian Peters
7 Maria Elena Baca, `Immigrants get Introduction
to Cops on the Beat," Minneapolis Star Tribune,
March 20, 2011.
Fly the flags of every country represented
in the school districts in a public park or civic
space, to showcase the many heritages found
in Eagan.
Add an Ethnic Food Festival to the
community's annual calendar of celebrations.
Partner with restaurants, churches with non-
English speaking services, ethnic grocers, etc.
The purpose is to raise awareness of Eagan's
diversity through food.
Convene a Diversity Roundtable that
includes Human Resource professionals
EAGAN FORWARD I A VISION FOR EAGAN's NEXT 20 YEARS 12
and Chief Diversity officers from
the region's public, private, and
education sectors, to discuss best
practices to engage and retain
racial and ethnic minorities.
Create a "Welcome Eagan"
initiative, similar to those
undertaken in other communities
like Toledo, Ohio. The initiative
was founded several years ago
to help companies attract global
talent, and be a welcoming and
inclusive community.
A core of Eagan's identity has always
included an emphasis on children.
The love that parents have for their
children is timeless and transcends
country of origin. Many community
members - including kids! - would like
to see additional amenities in Eagan.
The most popular citizen ideas
included a splash pad, an indoor
swimming pool, communitywide
wireless, and an indoor soccer or
sports practice facility.
x
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Eag arq AIS Peo 1
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'� �'�I{{+ }. Y_ d {iyf4y't� i Y '3
t l f i
Embrace Seniors
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, 3L Nc i
•Senior Coalition
�}i� Ev-g i�
•Dedicated multi
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use
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„ j spae for seniors
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thatAppeal to M�llenn�als
c� - 'Fr1-%'ar> '� _h
working to atrac't
P
�+ s^i4 x��f. L - i f >4 G
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and Baby Boomers i
Milfennials to Eagan 4 r fi
;economic tmpact
Urban 1/�Ilage
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;, • Better promotion of
t t
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♦ i.A 4....e.'� � • i ,r}v�'_r f}.. . '.Y ..� N'i Sf..=
Y�e :. i. Y � a
13 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
Agenda Information Memo
August 10, 2021 Special City Council Meeting
V. Proposed Sustainability Efforts
Direction for Consideration:
Receive information and provide comment on the draft five-year sustainability program.
Facts:
Throughout the last decade, the City has incorporated sustainability efforts through a variety of
means, including achieving level 4 and level 5 accomplishments through the Green Steps Cities
program.
Components of the work have been completed with the direction and leadership of the Energy
and Environment Commission that was established in 2010.
Throughout the last several years the EEAC has shared with the City Council that additional
sustainability efforts are needed and should the additional work be completed in a timely and
effective manner, additional staff resources must be dedicated.
During the April 2021 retreat, the City Council discussed the topic of creating a sustainability
fund, that would in part, fund a full time Sustainability Coordinator, with the establishment of a
franchise fee to provide a revenue source for both staffing and other sustainability related
projects.
The City Council directed Staff to provide more information on how a franchise fee ordinance
process would work, projects that might be needed and funded by the franchise fee, all while
offering initial support for the inclusion of the Sustainability Coordinator position in the 2022
Budget and the implementation of a franchise fee ordinance along a similar timeline.
Currently, the City of Eagan has identical gas and electric franchise ordinances with gas and
electric providers Xcel Energy and Dakota Electric Association and identical gas franchise
ordinances with MERC and Center Point Energy
The City has engaged WSB Engineering to calculate estimates based on certain assumptions on
what amount of revenue could be generated through the implementation of franchise fee
ordinances.
Those findings will be calculated and presented at the October Special City Council workshop.
Staff is seeking input at this workshop on some of the high level, initial components of the
attached sustainability program.
The sustainability plan uses previous guidance from the City Council and will focus on a plan
that can be funded through the franchise fee that is:
o Less than many comparable Twin Cities’ suburbs
o Invests revenue into clean, renewable energy for City facilities
o Clearly defines all expenditures that are funded with franchise fees
The average franchise fee for comparable cities is $3.77 per month, per franchise. Staff
anticipates the calculations WSB will present at the October workshop, will compare favorably
to our peer cities for not only residential, but also various levels of commercial accounts, all
leading to an adequate source of funding for the needs identified in the draft sustainability
plan.
An example of a 10-year funding plan for staff, projects and planning has been attached for
Council review, at a high level. The hiring of a professional sustainability staff member in 2022
will assist with refining this plan over the coming years.
At the October 12, 2021 Workshop, Staff will provide the following for the City Council’s review
and consideration:
1.) Results of the study by WSB, illustrating the projected franchise fee rates and projected revenue
that could be generated through the implementation of a franchise fee.
2.) Schedule to illustrate how the franchise fee ordinance and sustainability program could be
initiated over the next several months.
3.) Revisions to the sustainability plan, based on feedback received at the August 10, 2021
Workshop
Policy Questions for Consideration
1.) Does the City Council continue to support the concept of the creation of a sustainability
program, future hiring of a sustainability coordinator, through the implementation of a franchise
fee ordinance?
2.) Is the City Council supportive of the sustainability plan components as identified in the 10-year
plan prepared by Staff?
3.) The Parks Development Fund and Tree Mitigation Fund are both declining. Sustainability
program funds might be a resource for replenishing each of these funds. Would the City Council
be supportive of allocating a certain amount of the sustainability funds (franchise fees) to the
Parks Development and/or Tree Mitigation Funds.
Attachment: (1)
V.-1 Example of Sustainability Fund CIP Program
costs are rough estimates FIVE YEAR EXAMPLE SUSTAINABILITY CIP PROGRAMProject:cost estimateTotal $Location EquityTiming LED conversion Lighting projects (4 locations) 100,000.00$ $100,000 all yes 2nd quarterPlanning Initiatives (Energy management, climate action plan) 50,000.00$ $50,000 na na 2nd quarterPersonnel Expenses (FT Sustainability Coordinator, PT recycling staffing) 150,000.00$ $150,000 na na 1st quarterRecycling program needs 150,000.00$ $150,000 all all 2nd quarterEV Rapid Charging stations (1 dual station) 75,000.00$ $75,000 all all 3rd quarterautomated building technology upgrades in software programs 75,000.00$ $75,000 all all 4th quartergreen energy program purchases for city buildings (including solar gardens) 250,000.00$ $250,000 all all 4th quarterrebate program for residential sustainability (ie electric yard equipment) 25,000.00$ $25,000 all all 2nd quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000annual transfer to park development fund* 500,000.00$ $500,000 all all 4th quarteryear one rolling fund balance** 500,000.00$ $500,000 all all 4th quarterTotal estimated costs $1,990,000*funds solution to diminishing parks development funding2023***Project:cost estimateTotal $Location EquityTimingLED conversion Lighting Projects (CB, park shelter buildings) 100,000.00$ $100,000 all all 3rd quarterPlanning Initiatives (Energy management, climate action plan) 50,000.00$ $50,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 159,000.00$ $159,000 all all year roundElectric Vehicles/Equipment purchases (3) 50,000.00$ $150,000 all all 1st quarterInstall 2 community use Level 2 dual vehicle charging stations 30,000.00$ $60,000 all all 2nd quarternative restoration50,000.00$ $50,000 all all 2nd quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quartergreen energy program purchases and solar applications for city buildings 250,000.00$ $250,000 all all year roundannual transfer to park development fund 500,000.00$ $500,000 all all 4th quarteryear two addition to rolling fund balance 500,000.00$ $500,000 all all 4th quarterTotal estimated costs $1,959,000***2023 and beyond modified per new professional Sustainability staff**prevents fund from going negative2022
Project:cost estimateTotal $Location EquityTimingLED conversion lighting projects (remaining parking lots) 100,000.00$ $100,000 all all 2nd quarterPlanning (additional plans, specifics and Initiatives) 50,000.00$ $50,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 169,000.00$ $169,000 all all year roundSolar for PD Garage 250,000.00$ $250,000 all all 2nd quarterElectric Vehicle Purchases and support charging stations (2) 60,000.00$ $120,000 all all 2nd quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quartergreen energy purchases for city facilities 250,000.00$ $250,000 all all year roundtree replacement/urban canopy program 150,000.00$ $150,000 all all 2nd quarterEmergency Generator at ECC 500,000.00$ $500,000 all all 3rd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quarterNative restoration50,000.00$ $50,000 all all 2nd quarterOpportunistic trail projects 100,000.00$ $100,000 all all 3rd quarterTotal estimated costs $2,279,000Project:cost estimateTotal $Location EquityTimingLED conversion lighting projects (remaining facilities) 100,000.00$ $100,000 all all 2nd quarterTree Replacesments/Urban Canapy program 150,000.00$ $150,000 all all 2nd quarterElectric Vehicle Purchases and support charging stations (2) 60,000.00$ $120,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 179,000.00$ $179,000 all all year roundgreen energy purchases for city facilities 250,000.00$ $250,000 all all year roundrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quarterSolar application at city/park buildings 250,000.00$ $250,000 all all 3rd quarternative restoration50,000.00$ $50,000 all all 2nd quarterOpportunistic trail projects 100,000.00$ $100,000 all all 3rd quarterTotal estimated costs $1,839,00020252024
2026Project cost estimate Total $ Location Equity TimingMechanical systems efficiency upgrads and replacements 500,000.00$ $500,000 all all 3rd quarterTree Replacements/Urban Canopy work 150,000.00$ $150,000 all all 2nd quarterElectric Vehilce Purchases and support charging stations (3) 60,000.00$ $180,000 all all 1st quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quartergreen energy purchases for city facilities 250,000.00$ $250,000 all all year roundPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 195,000.00$ $195,000 all all year roundNative Restoration50,000.00$ 50,000 all all 2nd quarterOpportunitistic Trail projects 100,000.00$ 100,000 all all 3rd quarterTotal estimated costs 2,065,000Project:cost estimateTotal $Location EquityTimingMechanical systems efficiency upgrads and replacements 500,000.00$ $500,000 all yes 2nd quarterPersonnel Expenses (FT Sustainability Coordinator, PT recycling staffing) 205,000.00$ $205,000 na na 1st quarterTree Replacements/Urban Canopy work 150,000.00$ $150,000 all all 2nd quarterEV Rapid Charging stations (1 dual station) 75,000.00$ $75,000 all all 3rd quarterautomated building technology upgrades in software programs 100,000.00$ $100,000 all all 4th quartergreen energy program purchases for city buildings 250,000.00$ $250,000 all all 4th quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 2nd quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quarterannual transfer to park development fund 500,000.00$ $500,000 all all 4th quarterNative Restoration50,000.00$ $50,000 all all year roundOpportunitistic Trail projects 100,000.00$ $100,000 all all 4th quarterTotal estimated costs $2,070,000 2027
2028Project:cost estimateTotal $Location EquityTimingMechanical systems efficiency upgrads and replacements 500,000.00$ $500,000 all all 3rd quarterTree Replacements/Urban Canopy work 150,000.00$ $150,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 215,000.00$ $215,000 all all year roundElectric Vehicles/Equipment purchases (3) 50,000.00$ $150,000 all all 1st quarterLevel 2 dual vehicle charging station 50,000.00$ $50,000 all all 2nd quarternative restoration50,000.00$ $50,000 all all 2nd quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quartergreen energy program purchases and solar applications for city buildings 250,000.00$ $250,000 all all year roundannual transfer to park development fund 500,000.00$ $500,000 all all 4th quarterOpportunitistic Trail projects 100,000.00$ $100,000 all all 3rd quarterTotal estimated costs $2,105,000Project:cost estimateTotal $Location EquityTimingPlanning Initiatives (follow up work on intial planning work) 50,000.00$ $50,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 225,000.00$ $225,000 all all year roundSolar for CMF/Utilities Garage 250,000.00$ $250,000 all all 3rd quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quartertree replacement/urban canopy program 150,000.00$ $150,000 all all 2nd quartergreen energy program purchases and solar applications for city buildings 250,000.00$ $250,000 all all year roundEmergency Generator at ECC 500,000.00$ $500,000 all all 2nd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quarterNative restoration25,000.00$ $25,000 all all 2nd quarteropportunitistic trail projects 100,000.00$ $100,000 all all 3rd quarterTotal costs $2,190,0002029
Project:cost estimateTotal $Location EquityTimingMechanical systems efficiency upgrads and replacements 500,000.00$ $500,000 all all 2nd quarterTree Replacesments/Urban Canapy program 150,000.00$ $150,000 all all 2nd quarterElectric Vehicle Purchases and support charging stations (2) 60,000.00$ $120,000 all all 1st quarterPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 235,000.00$ $235,000 all all year roundgreen energy purchases for city facilities 250,000.00$ $250,000 all all year roundrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quarterSolar application at remaining city/park buildings where applicable 150,000.00$ $150,000 all all 2nd quarternative restoration50,000.00$ $50,000 all all 2nd quarteropportunitistic trail projects 100,000.00$ $100,000 all all 3rd quarterTotal costs $2,195,000 2031Project cost estimate Total $ Location Equity TimingMechanical systems efficiency upgrads and replacements 500,000.00$ $500,000 all all 2nd quarterTree Replacements/Urban Canopy work 150,000.00$ $150,000 all all 2nd quarterElectric Vehilce Purchases and support charging stations (2) 60,000.00$ $120,000 all all 1st quarterrebate program for electric yard equipment/residential sustainability support 25,000.00$ $25,000 all all 4th quartercommunity green‐ matching gifts/awards & recognitions/marketing programs100,000.00$ $100,000 all all 4th quarterEagan Bike share program 15,000.00$ $15,000 all all 2nd quarteryearly transfer to park development fund 500,000.00$ $500,000 all all 4th quartergreen energy purchases for city facilities 225,000.00$ $225,000 all all year roundPersonnel Expenses (FT Sustainability Coordinator, PT Recycle staffing) 245,000.00$ $245,000 all all year roundNative Restoration50,000.00$ 50,000 all all 2nd quarterOpportunistic trail projects 100,000.00$ 100,000 all all 3rd quarterTotal costs 2,030,000 2030
Agenda Information Memo
August 10, 2021 Special City Council Meeting
VI. 2022 and 2023 General Fund Budget Presentation
Direction To Be Considered
To provide direction to staff regarding the proposed 2022 and 2023 General Fund budgets and
the 2022 preliminary tax levy
Facts:
Preparation of the 2022 and 2023 preliminary General Fund budget has been ongoing since
April.
The budget team—City Administrator Osberg, Assistant City Administrator Miller, Finance
Director Feldman, and Assistant Finance Director Foiles—has met with each of the departments
as part of the process to bring the City Administrator’s recommended 2022 and 2023 budget to
its current state.
The general narrative is laid out in a fashion similar to previous years.
The budget team and department directors will be present at the meeting to respond to any
questions the City Council may have about the proposed budget.
The 2022 and 2023 General Fund budgets and 2022 tax levy are next scheduled to be
considered at the regular City Council meeting on September 7.
Staff will walk through the budget memo information a with slideshow presentation for the
viewing public.
Attachments: (2)
VI-1 Budget Memo from City Administrator Osberg
VI-2 Proposed General Fund Departmental Budgets
1
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY ADMINISTRATOR OSBERG
DATE: AUGUST 10, 2021
SUBJECT: PROPOSED 2022 AND 2023 GENERAL FUND OPERATING
BUDGETS, PAYABLE 2022 AND 2023 PROPERTY TAX
LEVIES, AND BUDGET INFORMATION
INTRODUCTION
The 2022-2023 Budget is a strong effort by City staff to reflect the changing dynamics of
our City. While the City does continue to grow, we have transitioned to more of a
redeveloping City. Most of the vacant parcels of property are developed, with most of the
City’s growth occurring as redevelopment. The City is also recovering from the pandemic
of 2020-2021. There was considerable funding relief provided by the federal
government, with much of the City’s share used to assist with the lost revenue at
Cascade Bay, Civic Arena and Community Center. Early in the pandemic, projections
suggested considerable losses in property tax and development revenues. That was not
the case as the Eagan economy remained strong during and coming out of the
pandemic.
As noted in this memorandum, the City’s General Fund remains strong and as such,
includes some transfers to assist with keeping the property tax levy lower. Both the 2022
and 2023 budgets are void of any significant changes or new programming models. But
for the three additional Battalion Chiefs proposed to complete the final stages of the of
Fire Department Staffing model, and one additional Lieutenant in the Police Department,
there are minimal staffing changes proposed in those departments supported primarily
by the general fund and thus the general levy.
For the first time, department directors and their staff were asked to prepare their
budgets with an eye towards more equity in our services and programs. In addition, the
2022-2023 budget includes funding for a racial equity and inclusion assessment in 2022
and a staff person in 2023 to advance racial equity and inclusion efforts not only within
the City organization, but the entire community of Eagan. This effort was initiated by the
City Council as a key project, stemming from its discussion at the April 2021
Council/Staff retreat.
2
MEETING PURPOSE
The City is required by State law to certify a preliminary payable 2022 property tax levy
to the County Treasurer-Auditor on or before September 30, 2021. The primary purpose
of the August 10 Special City Council meeting is to review the preliminary 2022-2023
General Fund Budget and 2022 property tax levy so that adjustments can be made in
time for certification at the September 7 regular Council meeting.
As the Council is aware, the preliminary levy can be reduced for the final certification in
December; however, it cannot be increased.
If necessary, the Council could continue the budget discussion to the September 14
Special City Council meeting and/or refer to the Council’s Finance Committee for further
consideration. In that case, the Council could certify the preliminary levy at its
September 21 regular meeting.
BUDGET ADOPTION PROCESS
Department directors began work on their two-year budgets in April and submitted
proposals in June. Formal action on the levy and preliminary 2022 General Fund budget
is scheduled for the regular meeting on September 7, but as noted, could be delayed
until the regular meeting on September 21. The Truth-in-Taxation hearing is tentatively
scheduled for Tuesday, December 7. Should the Council wish to discuss further, final
budget and levy approval could occur at the regular Council meeting on December 21.
EXECUTIVE SUMMARY
General Fund proposed budget increase:
o 2022: 3.6% 2023: 4.1%
Tax levy proposed increase:
o 2022: 3.9% 2023: 5.1%
Total tax capacity increased 5.2% (New construction was 0.9% of the increase)
Market value of property in Eagan increased 5.9%. New construction accounted
for 0.8% of the increase.
Average-value home increased in value 6.8% to $346,481
Increase in taxes on average value home:
o 2022: 7.2% 2023: 8% (estimated)
2022 proposed staff additions/changes, which account for 1.2% of the total
General Fund budget increase:
o 3 Firefighter Battalion Chiefs
o 1 Police Lieutenant
Reassign a vacant Project Coordinator position to a Graduate Engineer position.
2022 includes an 8.2% decrease in health insurance costs, while 2023 includes a
9.0% increase in health insurance costs.
2023 proposed staff additions, which account for 1.7% of the total budget
increase:
o 1 Race Equity and Inclusion Coordinator
o 1 Part-time Recreation Program Specialist
3
General Fund Budget
The proposed 2022 General Fund budget is $46,208,000, an increase of $1,609,400, or
3.6%, over the 2021 expenditure budget. The proposed 2023 General Fund budget of
$48,093,700 is an increase of $1,885,700, or 4.1%, over 2022.
While proposed staff additions comprise a large portion of the budget increase, it should
be noted that even with no changes to staff or programs, the 2022 General Fund budget
would increase by 2.4%. Significant changes in General Fund revenues and
expenditures are further detailed below.
Revenues
The 2022 and 2023 revenue estimates are based on a continuation of the City’s
established practice staying on the conservative side. Significant revenue changes are
noted below:
Significant changes - 2022 Budget:
License and permit revenues are expected to increase $559,400 in 2022. The 2021
estimate was conservative due to uncertainty regarding the impact the COVID-19
pandemic would have on development projects across the City.
Intergovernmental revenues are estimated to be down $624,200. This decrease in
revenue is a result of the City entering its third and final year of the SAFER Grant in
2022. Federal reimbursement of eligible firefighter payroll costs decreases from 75%
in 2021, to 35% in 2022.
Transfers in revenues are $224,300 higher than a year ago. These transfers are
mostly routine and are from the Utilities Fund ($1,822,700) as reimbursement for
staff and other support services paid from the General Fund and the Cable Franchise
Fees Fund ($748,200) to fund the Communications budget. The American Rescue
Plan Fund ($50,000) is also set to reimburse eligible expenses paid from the General
Fund by way of a transfer.
4
Significant changes – 2023 Budget:
Intergovernmental revenues are estimated to be down $631,500. This decrease
in revenue is a result of the SAFER Federal Grant expiring in 2022.
Transfers in from the Utilities Fund and the Franchise Fees Fund are
programmed to increase $192,000.
General Fund Revenues 2021 2022 $ %
Property Taxes 33,857,500 36,330,200 2,472,700 7.3%
Licenses and Permits 1,007,400 1,566,800 559,400 55.5%
Inter-gov't Rev. 2,655,000 2,030,800 (624,200) -23.5%
Charges for Services 2,289,800 2,451,300 161,500 7.1%
Program and Other Revenues 868,600 958,000 89,400 10.3%
Fund Balance 1,523,700 250,000 (1,273,700) -83.6%
Transfers In 2,396,600 2,620,900 224,300 9.4%
44,598,600 46,208,000 1,609,400 3.6%
∆
General Fund Revenues 2022 2023 $ %
Property Taxes 36,330,200 38,277,600 1,947,400 5.4%
Licenses and Permits 1,566,800 1,567,100 300 0.0%
Inter-gov't Rev. 2,030,800 1,399,300 (631,500) -31.1%
Charges for Services 2,451,300 2,485,700 34,400 1.4%
Program and Other Revenues 958,000 951,100 (6,900) -0.7%
Fund Balance 250,000 600,000 350,000 140.0%
Transfers In 2,620,900 2,812,900 192,000 7.3%
46,208,000 48,093,700 1,885,700 4.1%
∆
5
Expenditures
The proposed budget increases are largely attributed to existing and newly proposed
staff (35% of the increase in 2022 and 12% in 2023). The rationale for the new positions
is addressed in a separate section:
Significant non-personnel changes - 2022 Budget:
Parts and supplies are up $128,750 from 2021:
o Police ammunition costs increased $42,100, driven primarily by the
purchase of less lethal control device munitions and taser equipment.
o Parts and supplies for the Parks Department increased $46,900 overall.
Fuel costs are expected to increase $19,500, building repair and other
repair supplies increase by $17,300, and field supplies are increasing by
$5,600.
o Fuel costs for the Streets Department are budgeted to increase $22,500.
Services and Other Charges increased by $807,300:
o Conference and training expenditures are up $264,600 as in person
trainings were reduced in 2021 due to the COVID-19 pandemic. The
proposed level of training is consistent with pre-pandemic levels.
o DCC fees increased by $29,900 (2% over prior year).
o IT maintenance contract costs are anticipated to increase $250,400, while
budgeted LOGIS services increased $15,700.
6
General Fund Expenditures 2021 2022 $ %
Personal Services 35,154,100$ 35,758,200$ 604,100$ 1.7%
Parts & Supplies 2,047,800 2,176,550 128,750 6.3%
Services & Other Charges 6,998,600 7,805,900 807,300 11.5%
Capital Outlay 247,300 367,350 120,050 48.5%
Contingency 150,800 100,000 (50,800) -33.7%
44,598,600$ 46,208,000$ 1,609,400$ 3.61%
∆
7
Significant non-personnel changes - 2023 Budget:
Services and other charges will be up $109,750. The two biggest contributors to
the increase are DCC costs $30,600 (2.0%) and LOGIS services $39,200 (4.3%).
General Fund Expenditures 2022 2023 $ %
Personal Services 35,758,200$ 37,576,200$ 1,818,000$ 5.1%
Parts & Supplies 2,176,550 2,196,150 19,600 0.9%
Services & Other Charges 7,805,900 7,915,650 109,750 1.4%
Capital Outlay 367,350 305,700 (61,650) -16.8%
Contingency 100,000 100,000 - 0.0%
46,208,000$ 48,093,700$ 1,885,700$ 4.08%
∆
8
2021 2022 2023
Approved Proposed Proposed
Existing Personnel Budget Budget $ % Budget $ %
Regular Employees
Salaries/wages/overtime 23,892,000$ 24,789,700$ 897,700$ 3.8% 25,787,600$ 997,900$ 3.9%
Temporary/Seasonal 1,183,000 1,300,500 117,500 9.9% 1,239,400 (61,100) -4.9%
Contractual Overtime 118,100 109,800 (8,300) -7.0% 109,800 - 0.0%
PERA 3,064,200 3,042,000 (22,200) -0.7% 3,311,500 269,500 8.1%
FICA 1,150,600 1,191,100 40,500 3.5% 1,226,700 35,600 2.9%
Health/Life/LTD insurance 4,128,800 3,640,600 (488,200) -11.8% 3,894,500 253,900 6.5%
Workers' compensation 1,136,400 1,102,300 (34,100) -3.0% 1,149,500 47,200 4.1%
Part-time firefighters compensation 215,000 - (215,000) -100.0% 50,000 50,000 100.0%
Fire Relief Association (pension) 240,000 - (240,000) -100.0% - - N/A
Unemployment compensation 26,000 26,000 - 0.0% 26,000 - 0.0%
35,154,100 35,202,000 47,900 0.1%36,795,000 1,593,000 4.3%
2022 2023
Proposed Additions FTE FTE
Fire Battalion Chiefs - 2022 3 - 371,900 371,900 400,000 28,100
Police Lieutenant - 2022 1 - 184,300 184,300 197,200 12,900
Racial Equity Coordinator - 2023 1 - - - 150,000 150,000
Program Specialist- 2023 1 - - - 34,000 34,000
4 2 - 556,200 556,200 781,200 225,000
Total Personnel 35,154,100$ 35,758,200$ 604,100$ 1.7% 37,576,200$ 1,818,000$ 4.8%
General Fund Personnel Summary
2022-2023
ΔΔ
9
Proposed new positions 2022-2023 – General Fund
Fire Department
Proposed Positions: 3 Battalion Chiefs in 2022 (Step 4 of plan)
How will public service be improved if the Battalion Chiefs are hired?
Implementation of Steps 4 of the Citygate Fire Department Staffing Study
would provide 24/7 incident command, safety, and shift supervision.
With the addition of the Battalion Chiefs, the part-time staffing model originally
outlined in the Citygate Fire Department Staffing Study is no longer desired.
Battalion Chiefs would handle the initial incident command role at call sites and
allow Captains to provide direct supervision of the task and tactical functions of
the responding firefighter crew.
Police Department
Proposed Positions: 1 Administrative Lieutenant in 2022
How will public service be improved if the Administrative Lieutenant is hired?
The Administrative Lieutenant would focus on maintaining professional
compliance and accountability standards through department-wide trainings.
The position will conduct internal investigations and use of force incident reviews.
The position will be the point of contact for community outreach as well as the
code enforcement liaison for the City.
Existing administrative duties will be shared with the position, allowing
administrative personnel additional capacity for engagement with the community.
Administration Department
Proposed Position: 1 Equity Coordinator in 2023
How will public service be improved if the Equity Coordinator is hired?
The position will lead the City’s race, equity, and inclusion efforts to ensure the
best service to all members of the Eagan community.
Recreation Department
Proposed Position: 1 Program Specialist in 2023
How will public service be improved if the Program Specialist is hired?
The position will seek inclusion of residents who are currently not being served
by program offerings and actively engage in racial, equity, and inclusion to serve
all members of the Eagan community.
10
General Fund balance
The 2020 year-end General Fund balance of $26,674,032 represents 59.8% of the next
year’s budget. This is 15%, or $6.6 million, above the upper end of the Council’s target
range of 40% to 45% and $8.8 million above the lower end of the target range of the
following years budgeted expenditures.
Staff is proposing to use Fund Balance from the General Fund to essentially pay for a
portion of the SAFER Grant firefighters over the next three years. With 2022 being the
3rd year of the SAFER Grant, and a $650,000 decline in funding from 2021, we are
proposing the use of fund balance totaling $1,150,000 in 2022, 2023, and 2024 with a
corresponding tax levy to be phased in over the same period. The following transfers
from fund balance are proposed to be used over the next three years:
2022 - $250,000
2023 - $600,000
2024 - $300,000
As previously noted as part of the 2021 Budget process, additional General fund
transfers would be used to support the Enterprise Recreation Funds, as needed. Based
on current results in the Enterprise Recreation Funds, staff is estimating the following
transfers of fund balance for operations (revenue loss) and capital replacement and
renewal financial support in 2021.
$200,000 Cascade Bay
220,000 Civic Arena
650,000 Community Center
$1,070,000
The estimated transfers in 2021 total $1.32 million and results in fund balance being at
51% of the 2022 General Fund Budget at the end of 2021. Staff is also prudently
planning for additional fund balance transfers from the General Fund to the Enterprise
Funds totaling $1.07 million in 2022 which leaves fund balance at $600,000 above the
target range at the end of 2022. An additional $600,000 of fund balance will be used in
2023 as part of the planned phase-in approach to pay for the SAFER grant firefighters.
11
Market Value and Tax Capacity
Tax capacity has increased an average of 7.1% annually over the past 5 years.
Preliminary numbers from Dakota County indicate a 4.4% increase in net tax capacity for
2022. Property values have now regained all that was lost in the Great Recession a
decade ago, and then some.
Similarly, market value has increased an average rate of 7.1% since 2018. The
preliminary 2022 value of $10.6 billion is up 5.9% from 2021.
12
Tax capacity-based levy
The tax capacity-based component of the City’s 2022 proposed levy for operations and
debt service is $43,067,906, an increase of $1,619,508 or 3.9% over the 2021 levy of
$41,448,398. The preliminary tax capacity rate calculated at .36087 is slightly lower
than the 2021 rate of .36333.
The fiscal disparities distribution and tax increment value amounts for the proposed 2022
budget are estimates. Final amounts are not available until later in August, so the tax
capacity rate calculation is only an estimate.
Final Proposed
Payable 2021 Payable 2022 Dollars %
Taxable Market Value 9,989,675,214 10,577,081,200 587,405,986 5.9%
Tax Capacity:
Gross Tax Capacity 126,528,170 133,107,200 6,579,030 5.2%
Fiscal Disparities Contribution (17,393,314) (18,938,482) (1,545,168) -8.9%
Tax Increment Value (4,289,876) (4,747,591) (457,715) -10.7%
Net Local Tax Capacity 104,844,980 109,421,127 4,576,147 4.4%
Taxable Market Value and Tax Capacity
Change
Final Proposed
2021 2022 Amount %
Operating Levy 39,468,824$ 41,223,760$ 1,754,936$
Debt Service Levy 1,979,574 1,844,146 (135,428)
Total Tax Capacity Levy 41,448,398 43,067,906 1,619,508 3.9%
Fiscal Disparities Distribution (3,355,821) (3,449,784) (93,963) 2.8%
Net Local Levy 38,092,577$ 39,618,122$ 1,525,545$ 4.0%
Calculation: Net local levy 38,092,577 39,618,122
Local tax cap 104,844,980 109,421,127
Tax capacity rate: 0.36333 0.36208 -0.3%
Tax Capacity Levy & Tax Capacity Rates
Difference
13
Total levy and levy allocation
In total, the proposed levies are proposed to increase 3.9% in 2022 and 5.1% in 2023.
Here is a 10-year history of the annual levy percentage changes:
For 2022, the General Fund budget increase of 4.2% is driving the 3.9% overall levy
increase. As noted earlier, the General Fund balance will be utilized to reduce the
General Fund levy over the next three years in increasingly smaller amounts. The 2022
levy reduction for the General Fund is $250,000. The Equipment Revolving Fund (ERF)
levy is proposed to increase and additional $150,000 plus the 2% inflationary rate in the
3rd year of a 5-year planned use of fund balance. The Facilities Renewal & Replace
Fund levy and the Parks System levy are both proposed to increase 2% for inflationary
purposes. The Fire Apparatus Fund levy (and related debt service levies) remain level
at $400,000 total, per the funding plan laid out many years ago. The other debt service
levies are according to plan and debt service requirements.
In 2023, the levy is up 5.1% over 2022. Again, the General Fund budget and tax levy
are the main driver in the 5.4% increase as well as the ERF tax levy as part of the
planned use of fund balance. The planned reduction of the Major Street bridges levy is
offset from the increase in the 2018A Debt service scheduled increase to replace that
levy. A 2% inflationary rate is also set for the capital levies, including the Major Street
Fund and Parks Systems Development Funds.
14
Property tax impact
As a rule of thumb, the percentage that the levy increases or decreases should
approximate the percentage that the City portion of property tax changes on the average
home. Many factors come into play that cause these percentages to differ and vary from
one property to another, but in general, if the levy goes up 5%, the sum of all property
owners’ taxes will go up close to 5% as well.
New development is one of the factors that will reduce the impact on the property owner.
In 2022, the tax capacity of all property in Eagan increased 5.2%, but 0.9% of the
increase was due to new construction. Some of the increase is shared with other
communities by way of fiscal disparities, but the growth will reduce the tax impact for
existing property owners if all things are the same.
The value of the average Eagan house increased by 6.7% for 2022 taxes, from
$324,495 to $346,481. The City portion of taxes on the average value home will
increase by $83 (7.2%), from $1,150 to $1,233.
Not all properties will see the same impact. Depending on the assessed value assigned
by the Dakota County Assessor’s office, property tax increases will vary from property to
property.
For simplicity’s sake, a comparison of various values of homestead property is shown
below with their associated City taxes over a range of years. Again, pending final word
on the fiscal disparities distribution and tax increment values, these tax figures could go
up or down.
Final
2021 $ change % $ change %
General Fund 34,857,500$ 36,330,200$ 1,472,700$ 4.2% 38,277,600$ 1,947,400$ 5.4%
Special Revenue - Parking Ramp 83,000 54,000 (29,000) -34.9% 56,000 2,000 3.7%
General Facilities R & R 245,000 250,000 5,000 2.0% 255,000 5,000 2.0%
Equipment Revolving Fund 992,000 1,174,000 182,000 18.3% 1,356,000 182,000 15.5%
Major Streets Fund - A 2,021,000 2,061,000 40,000 2.0% 2,102,000 41,000 2.0%
Major Streets Fund - B (Overpasses) 590,000 590,000 - 0.0% 474,020 (115,980) -19.7%
Fire Apparatus - Debt 213,176 139,440 (73,736) -34.6% 140,280 840 0.6%
- Revolving 146,824 220,560 73,736 50.2% 219,720 (840) -0.4%
Park Systems Development & R & R 518,000 528,000 10,000 1.9% 539,000 11,000 2.1%
DataBank Abatement 15,500 16,000 500 3.2% 16,500 500 3.1%
Debt Service - 2016 Bonds 543,214 547,809 4,595 0.8% 546,653 (1,156) -0.2%
Debt Service - 2018 Bonds 1,223,184 1,156,897 (66,287) -5.4% 1,279,858 122,961 10.6%
Grand Total Levy 41,448,398$ 43,067,906$ 1,619,508$ 3.9% 45,262,631$ 2,194,725$ 5.1%
Allocation of Property Tax Levy
Proposed 2022 Proposed 2023
15
The shaded areas show the estimated market value and taxes in 2022 of the property
value immediately above it, as it may have been valued/taxed in 2021. For example, a
$150,000 home in 2021 would have had city taxes of $459. That same home may be
valued at $160,163 in 2022 (based on average value increases), causing it to have 2022
taxes of $497, an increase of $40. If the value of that home stayed the same from 2021
to 2022, the taxes would have decreased by $2 to $457.
Projected
2018 2019 2020 2021 2022
Tax Capacity Rate 0.36378 0.35227 0.35262 0.36333 0.36208
Market Value Rate 0.0001359 0.0001235 0.0001359 - -
Market Value
150,000$ 480 463 466 459 457
160,163 497
200,000 685 661 665 657 655
213,551 708
324,495 Pay 2021 Average Eagan House Mkt Value 1,150
346,481 Pay 2022 Average Eagan House Mkt Value 1,233
400,000 1,505 1,454 1,460 1,449 1,444
427,102 1,546
500,000 1,887 1,823 1,831 1,817 1,810
533,877 1,964
Projected
2019 2020 2021 2022
Average home value 298,846 313,077 324,634 346,481
% increase 7.8% 4.8% 3.7% 6.7%
City portion of property taxes 1,053 1,115 1,150 1,233
% increase 5.1% 5.9% 3.1% 7.2%
City Portion of Taxes on Average Value Home
16
Proposed Next Steps
Staff incorporates City Council direction from this meeting into the proposed
budget and levy.
City Council approves the preliminary levy at the regular meeting on September
7 (or the regular meeting on September 21).
If the City Council feels further consideration is necessary, the budget could be
further discussed at the September 14 Special meeting, as a precursor to
approval at the meeting on September 21. Alternatively, the Council could refer
the budget to the Finance Committee for a meeting in late-August or early-
September.
The preliminary levy must be certified to Dakota County by September 30
The annual Truth-in-Taxation public hearing will be held at the regular City
Council meeting on December 7 with the opportunity to adopt the 2022 and 2023
budgets, and the 2022 tax levy. If not adopted at the December 7 meeting, the
City Council will be asked to approve the budgets and tax levy at the December
21 City Council meeting.
Public Policy Issues
Is the City Council supportive of the proposed 3.6% increase in the 2022 Budget
and the 3.9% increase in the 2022 Property tax levy adjustment?
Recognizing that the City Council will review and approve 2022, generally, is the
City Council supportive of the proposed 4.1% increase in the 2023 General Fund
Budget and 5.1% increase in the 2023 Property tax levy adjustment?
Are there concerns or objections to any of the proposed staffing additions or
additional information needed?
Recognizing that the current City Council does not bind future City Council
decisions, does the three-year plan for the phased-in tax levy approach and the
use of fund balance in the General Fund acceptable?
___________________City Administrator
17
2021 2022
Budget Budget $%
General Property Taxes 34,857,500$ 36,330,200$ 1,472,700 4.2%
Uncollectible Taxes (1,000,000) - 1,000,000 N/A
Licenses 282,200 296,000 13,800 4.9%
Permits 725,200 1,270,800 545,600 75.2%
Intergovernmental Rev 2,655,000 2,030,800 (624,200) -23.5%
Charges for Services 1,522,800 1,606,200 83,400 5.5%
Recreation Charges 767,000 845,100 78,100 10.2%
Fines & Forfeits 233,200 259,300 26,100 11.2%
Other Revenues 338,700 338,300 (400) -0.1%
Program Revenues 296,700 360,400 63,700 21.5%
Fund Balance 1,523,700 250,000 (1,273,700) N/A
Transfers 2,396,600 2,620,900 224,300 9.4%
TOTAL GENERAL FUND 44,598,600$ 46,208,000$ 1,609,400 3.6%
∆ 2021 vs. 2022
General Fund
2022 Budget
COMPARATIVE SUMMARY OF REVENUES
18
2022 2023
Budget Budget $%
General Property Taxes 36,330,200 38,277,600 1,947,400 5.4%
Uncollectible Taxes - - - N/A
Licenses 296,000 296,000 - 0.0%
Permits 1,270,800 1,271,100 300 0.0%
Intergovernmental Rev 2,030,800 1,399,300 (631,500) -31.1%
Charges for Services 1,606,200 1,603,400 (2,800) -0.2%
Recreation Charges 845,100 882,300 37,200 4.4%
Fines & Forfeits 259,300 264,300 5,000 1.9%
Other Revenues 338,300 352,100 13,800 4.1%
Program Revenues 360,400 334,700 (25,700) -7.1%
Fund Balance 250,000 600,000 350,000 140.0%
Transfers 2,620,900 2,812,900 192,000 7.3%
TOTAL GENERAL FUND 46,208,000$ 48,093,700$ 1,885,700 4.1%
∆ 2022 vs. 2023
General Fund
2023 Budget
COMPARATIVE SUMMARY OF REVENUES
19
Acct2019 2020 2021 2022 2023No. DESCRIPTION ActualBudgetBudgetBudgetBudgetTAXES:4020AD VALOREM TAXES - CURRENT27,133,506$ 30,044,734$ 31,530,900$ 32,880,400$ 34,731,200$ 1,349,500 4.3% 1,850,800 5.3%4021AD VALOREM TAXES - DELINQUENT93,687 168,023 ‐ ‐ ‐ ‐ N/A‐ N/A4030FISCAL DISPARITIES2,619,353 2,682,852 3,326,600 3,449,800 3,546,400 123,200 3.7% 96,600 2.7%4031PENALTIES AND INTEREST7,201 16,649 ‐ ‐ ‐ ‐ N/A‐ N/A4032FORFEITED TAX SALES‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A TOTAL29,853,747$ 32,912,258$ 34,857,500$ 36,330,200$ 38,277,600$ 1,472,700 4.2% 1,947,400 5.1%UNCOLLECTIBLE TAXES‐ ‐ (1,000,000) ‐ ‐ 1,000,000 ‐100.0%‐ N/ALICENSES:4055LIQUOR286,638$ 155,469$ 232,000$ 250,000$ 250,000$ 18,000 7.8%‐ 0.0%4056BEER‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4057TOBACCO9,000 9,383 10,000 9,000 9,000 (1,000) ‐10.0%‐ 0.0%4058TREE MTN CONTRACTOR 1,650 1,750 1,400 1,500 1,500 100 7.1%‐ 0.0%4059GARB/RUBBISH HAULING13,089 6,720 8,000 8,000 8,000 ‐ 0.0%‐ 0.0%4060KENNEL‐ 50 100 100 100 ‐ 0.0%‐ 0.0%4061DOG26,801 9,483 22,000 18,700 18,700 (3,300) ‐15.0%‐ 0.0%4063PET SHOP LICENSE150 100 200 200 200 ‐ 0.0%‐ 0.0%4064MASSAGE THERAPIST8,925 7,500 8,500 8,500 8,500 ‐ 0.0%‐ 0.0% TOTAL346,253$ 190,455$ 282,200$ 296,000$ 296,000$ 13,800 4.9%‐ 0.0%PERMITS:4085BUILDING1,405,911$ 1,292,093$ 520,000$ 900,000$ 900,000$ 380,000 73.1%‐ 0.0%4087PLUMBING200,850 203,689 55,000 115,000 115,000 60,000 109.1%‐ 0.0%4088MECHANICAL259,339 189,172 75,000 140,000 140,000 65,000 86.7%‐ 0.0%4089SIGN29,149 31,631 20,000 28,000 28,000 8,000 40.0%‐ 0.0%4091WELL/PRIVATE SEPTIC‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4093DEMOLITION/MOVING‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4094EXCAVATING1,600 2,700 2,500 2,500 2,500 ‐ 0.0%‐ 0.0%4095CONDITIONAL/SPECIAL USE4,303 5,307 5,000 4,800 4,800 (200) ‐4.0%‐ 0.0%4096FIRE SUPPRESSION PERMITS45,460 22,337 20,000 25,000 25,000 5,000 25.0%‐ 0.0%4097FIREWORKS PERMITS1,472 1,368 1,500 1,500 1,500 ‐ 0.0%‐ 0.0%4098SPECIAL EVENT PERMITS1,125 210 500 800 1,000 300 60.0% 200 20.0%4100UTILITY72,820 86,732 23,200 50,000 50,000 26,800 115.5%‐ 0.0%4102PUBLIC ROW CONST220 2,910 800 800 800 ‐ 0.0%‐ 0.0%4116CHICKEN PERMIT675 825 400 500 600 100 25.0% 100 16.7%4118BEEKEEPING PERMIT3,050 ‐ ‐ 1,500 1,500 1,500 N/A‐ 0.0%4118BEEKEEPING PERMIT315 395 300 400 400 100 33.3%‐ 0.0%4120OTHER661 130 1,000 ‐ ‐ (1,000) ‐100.0%‐ N/A TOTAL2,026,950$ 1,839,499$ 725,200$ 1,270,800$ 1,271,100$ 545,600 75.2% 300 0.0%GENERAL FUNDREVENUES BY LINE ITEM ∆2021 to 2022 % ∆2022 to 2023 %
20
Acct2019 2020 2021 2022 2023No. DESCRIPTION ActualActualBudgetBudgetBudgetINTER-GOV'T REV:4135FEDERAL GRANTS89,579$ 1,446,114$ 1,437,500$ 724,000$ 73,000$ (713,500) ‐49.6% (651,000) ‐891.8%4140STATE GRANTS85,237 97,182 40,000 8,000 8,000 (32,000) ‐80.0%‐ 0.0%4151LOCAL PERFORMANCE AID9,569 9,692 9,400 9,500 9,500 100 1.1%‐ 0.0%4153MVHC203 208 ‐ ‐ ‐ ‐ N/A‐ N/A4155MSA - MAINTENANCE73,200 73,995 72,000 79,000 84,000 7,000 9.7% 5,000 6.0%4158POLICE TOWN AID652,617 674,962 590,000 627,000 627,000 37,000 6.3%‐ 0.0%4159POLICE TRAINING AID75,557 66,805 65,000 57,500 57,500 (7,500) ‐11.5%‐ 0.0%4160STATE PERA AID33,406 16,849 33,100 38,100 38,000 5,000 15.1% (100) ‐0.3%4161FIRE STATE AID444,557 473,465 408,000 487,700 502,300 79,700 19.5% 14,600 2.9%4175COUNTY GRANTS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4177OTHER GRANTS AND AIDS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A TOTAL1,463,925 2,859,272 2,655,000 2,030,800 1,399,300 (624,200) ‐23.5% (631,500) ‐45.1%CHARGES FOR SERVICES:4205VARIANCE FEES3,900$ 1,900$ 2,000$ 2,000$ 2,000$ ‐ 0.0%‐ 0.0%4206PLATTING FEES8,163 15,447 8,000 8,000 8,000 ‐ 0.0%‐ 0.0%4207REZONING FEES6,612 5,649 5,000 5,000 5,000 ‐ 0.0%‐ 0.0%4210RETURNED CHECK FEE1,900 1,040 1,300 1,500 1,500 200 15.4%‐ 0.0%4212DOG IMPOUND/KENNEL FEE2,986 2,116 4,500 3,500 3,500 (1,000) ‐22.2%‐ 0.0%4214BURGLAR ALARM FEES12,940 17,200 15,000 15,500 15,500 500 3.3%‐ 0.0%4215REPEAT NUISANCE CALL FEE250 (1,261) 200 200 200 ‐ 0.0%‐ 0.0%4216DAYCARE INSPECTION FEES659 559 600 700 700 100 16.7%‐ 0.0%4220VACATION PROCEEDINGS1,404 2,800 2,800 2,400 2,400 (400) ‐14.3%‐ 0.0%4221PUBLIC SAFETY FEES‐ 1,425 100 1,000 1,000 900 900.0%‐ 0.0%4222PLAN CHECKS782,029 654,745 380,000 450,000 450,000 70,000 18.4%‐ 0.0%4226DEV ESCROW REIMBURS126,811 124,572 100,000 100,000 100,000 ‐ 0.0%‐ 0.0%4227ENGINEERING SERVICES467,528 588,178 529,000 633,200 624,800 104,200 19.7% (8,400) ‐1.3%4228ENG/FINANCIAL ADMINISTRATION6,573 3,200 6,200 7,400 7,500 1,200 19.4% 100 1.3%4229BUSINESS ASSIST APPLICATION FEE‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4230PRINT MATERIAL/OTHER FEES3,303 2,175 4,500 3,000 3,500 (1,500) ‐33.3% 500 14.3%4231RESEARCH OF CITY RECORDS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4233TOBACCO NON-COMPL. PENALTY‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4234CONTR SERVICES - SECURITY/EMS133,008 63,515 200,000 136,100 136,100 (63,900) ‐32.0%‐ 0.0%4236POL SVCES TO SCHOOL DIST81,938 72,770 84,200 83,000 83,000 (1,200) ‐1.4%‐ 0.0%4239INVESTIGATION FOR LICENSING17,650 17,100 20,000 ‐ ‐ (20,000) ‐100.0%‐ N/A4241ALCOHOL NON-COMPL. PENALTY1,000 3,500 ‐ ‐ ‐ ‐ N/A‐ N/A4242MAINT EQUIP & PERS CHG22,783 9,102 10,000 10,000 10,000 ‐ 0.0%‐ 0.0%4245PERMIT SURCHARGE1,504 1,178 1,300 1,500 1,500 200 15.4%‐ 0.0%4246ADMN FEE ON SAC16,152 249 11,800 17,200 17,200 5,400 45.8%‐ 0.0%4247ROOM TAX ADMIN FEE58,558 29,952 28,000 45,000 50,000 17,000 60.7% 5,000 10.0%4260INVESTMENT MGMT FEE40,654 25,257 27,000 20,000 20,000 (7,000) ‐25.9%‐ 0.0%47XXACCESSEAGAN FEES‐ 52,819 81,300 60,000 60,000 (21,300) ‐26.2%‐ 0.0%OTHER‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A TOTAL1,798,305 1,695,187 1,522,800 1,606,200 1,603,400 83,400 5.5% (2,800) ‐0.2%% ∆2022 to 2023 GENERAL FUNDREVENUES BY LINE ITEM ∆2021 to 2022 %
21
Acct2019 2020 2021 2022 2023No. DESCRIPTION ActualActualBudgetBudgetBudget4310-13RECREATION PROGRAM FEES:3001GENERAL/ADMIN RECREATION‐$ ‐$ ‐$ ‐$ ‐$ ‐ N/A‐ N/A3027HOLZ FARM3,893 2,988 5,800 19,400 21,900 13,600 234.5% 2,500 11.4%3029SAFETY CAMP2,205 ‐ 3,000 3,200 3,400 200 6.7% 200 5.9%3032-5TENNIS6,236 4,568 12,100 25,000 25,200 12,900 106.6% 200 0.8%3037-8GOLF‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3041-3VOLLEYBALL17,039 7,829 18,700 18,300 18,300 (400) ‐2.1%‐ 0.0%3044-6BROOMBALL2,251 ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3047T-BALL12,364 5,470 10,600 20,800 20,800 10,200 96.2%‐ 0.0%3048ADULT SOFTBALL-MEN71,968 31,743 68,600 86,500 86,500 17,900 26.1%‐ 0.0%3049ADULT SOFTBALL-WOMEN1,512 ‐ 2,100 ‐ ‐ (2,100) ‐100.0%‐ N/A3050ADULT SOFTBALL-CO-REC11,818 9,928 15,200 ‐ ‐ (15,200) ‐100.0%‐ N/A3052FOOTBALL2,825 2,828 1,900 3,100 3,100 1,200 63.2%‐ 0.0%3054-6HOCKEY/BOOT HOCKEY‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3057PRESCHOOL PROGRAMS132,994 74,187 144,000 141,800 148,000 (2,200) ‐1.5% 6,200 4.2%3058,75TEENS2,574 267 11,400 8,800 9,600 (2,600) ‐22.8% 800 8.3%3059SUMMER IN THE PARK37,026 43,876 44,500 58,100 65,300 13,600 30.6% 7,200 11.0%3060PUPPET WAGON2,500 2,500 4,000 4,300 5,100 300 7.5% 800 15.7%3061MARKETFEST32,389 35,680 29,100 38,400 37,700 9,300 32.0% (700) ‐1.9%3062SCHOOL'S OUT EVENTS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3063SEASONAL SPECIAL EVENTS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3064RECREATION OUTREACH‐ 1,450 5,000 1,500 1,500 (3,500) ‐70.0%‐ 0.0%3065SPECIAL EVENTS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3066DANCE‐ ‐ 2,000 ‐ ‐ (2,000) ‐100.0%‐ N/A3067ADAPTIVE/INCLUSION‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3069NATURE PROGRAMS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3071,74TUBING HILLS4,514 11,613 8,300 10,000 10,000 1,700 20.5%‐ 0.0%3076BASKETBALL16,582 6,500 18,800 ‐ ‐ (18,800) ‐100.0%‐ N/A3077WIFFLEBALL7,621 3,484 9,100 5,600 5,600 (3,500) ‐38.5%‐ 0.0%3078SENIOR CITIZENS18,418 7,633 33,700 48,800 53,300 15,100 44.8% 4,500 8.4%3079FUN RUNS/WALKS33,029 12,888 43,500 43,500 45,300 ‐ 0.0% 1,800 4.0%3080CONCESSIONS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3081ARTS COUNCIL157,474 61,160 126,500 198,200 206,000 71,700 56.7% 7,800 3.8%3082SPORTS & CREATIVE CAMPS13,310 6,392 14,200 5,300 7,100 (8,900) ‐62.7% 1,800 25.4%3085FAMILY ACTIVITES‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A3086NEW PROGRAMS2,765 3,234 2,400 2,300 2,300 (100) ‐4.2%‐ 0.0%3088PARK FACILITY RENTALS154 ‐ 30,000 ‐ ‐ (30,000) ‐100.0%‐ N/A3089EQUIPMENT RENTALS238 461 ‐ ‐ ‐ ‐ N/A‐ N/A3090OFF-LEASH DOG AREA12,704 5,946 ‐ ‐ ‐ ‐ N/A‐ N/A3092CDGB SENIOR PROGRAMS71,382 25,795 69,100 87,200 91,300 18,100 26.2% 4,100 4.5%3097MRAC COUMMUNITY ARTS GRANT 398 1,725 18,400 ‐ ‐ (18,400) ‐100.0%‐ N/A3201TREE SALES‐ 1,200 15,000 15,000 15,000 ‐ 0.0%‐ 0.0%OTHER REVENUE‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A TOTAL678,743 371,345 767,000 845,100 882,300 78,100 10.2% 37,200 4.2%% ∆2022 to 2023 %GENERAL FUNDREVENUES BY LINE ITEM ∆2021 to 2022
22
Acct2019 2020 2021 2022 2023No. DESCRIPTION ActualActualBudgetBudgetBudgetFINES & FORFEITS:4410COURT FINES/FORFEITS242,494$ 176,089$ 187,000$ 209,300$ 209,300$ 22,300 11.9%‐ 0.0%4411PROSECUTION COSTS/FINES69,155 45,726 45,000 50,000 55,000 5,000 11.1% 5,000 9.1%4421EVIDENCE FORFEITURES1,571 ‐ 1,200 ‐ ‐ (1,200) ‐100.0%‐ N/A TOTAL313,220 221,815 233,200 259,300 264,300 26,100 11.2% 5,000 1.9%MISC REVENUES:4610INTEREST ON INVESTMENTS413,892$ 277,132$ 100,000$ 125,000$ 125,000$ 25,000 25.0%‐ 0.0%4611/12SPEC ASSMT-PRINCIPAL/INT8,160 5,288 5,000 5,000 5,000 ‐ 0.0%‐ 0.0%4615CHANGE IN FMV - INVESTMTS85,414 26,537 ‐ ‐ ‐ ‐ N/A‐ N/A4620ANTENNA LEASES - HOLZ FARM42,987 45,600 48,900 51,800 54,900 2,900 5.9% 3,100 5.6%4622EQUIPMENT REENT‐ 10,371 ‐ ‐ ‐ ‐ N/A‐ N/A4624ATHLETIC FIELD RENT62,100 28,595 64,100 84,000 93,000 19,900 31.0% 9,000 9.7%4625PARK SHELTER RENT40,951 24,959 75,000 42,000 42,000 (33,000) ‐44.0%‐ 0.0%4628SWITCHING STATION RENT27,131 28,759 24,000 28,800 30,500 4,800 20.0% 1,700 5.6%4634ATHLETIC FIELD RENT-NON-RESIDENT‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4657SALE OF CITY PROPERTY2,674 1,671 1,600 1,600 1,600 ‐ 0.0%‐ 0.0%4660LAPEL PINS‐ ‐ ‐ ‐ ‐ ‐ N/A‐ N/A4661HISTORY BOOKS1,236 369 ‐ ‐ ‐ ‐ N/A‐ N/A4663CONTRIBUTION/DONATION19,394 19,484 ‐ ‐ ‐ ‐ N/A‐ N/A4666HISTORY CARDS152 47 ‐ ‐ ‐ ‐ N/A‐ N/A4691OTHER REVENUE51,053 35,342 20,100 100 100 (20,000) ‐99.5%‐ 0.0% TOTAL755,144 504,154 338,700 338,300 352,100 (400) ‐0.1% 13,800 3.9%PROGRAM REVENUES:4810PROJ. ADMIN277,808$ 192,157$ 238,000$ 284,700$ 252,700$ 46,700 19.6% (32,000) ‐12.7%4821DRUG TASK FORCE REIMB28,520 32,069 25,000 35,700 37,000 10,700 42.8% 1,300 3.5%4822OTHER REIMBURSEMENTS22,633 3,740 10,900 10,000 10,000 (900) ‐8.3%‐ 0.0%4831CAPITAL CREDITS35,540 38,027 22,800 30,000 35,000 7,200 31.6% 5,000 14.3% TOTAL364,501 265,993 296,700 360,400 334,700 63,700 21.5% (25,700) ‐7.7%FUND BALANCE‐$ ‐$ 1,523,700$ 250,000$ 600,000$ (1,273,700) ‐83.6% 350,000 58.3%TRANSFERS:CABLE FRANCHISE FEES576,624 554,494 689,200 748,200 759,800 59,000 8.6% 11,600 1.5%CARES TRANSFER‐ 3,797,103 ‐ ‐ ‐ ‐ N/A‐ N/AARPA TRANSFER‐ ‐ ‐ 50,000 150,000 50,000 N/A 100,000 66.7%UTILITY TRANSFERS1,497,700 1,617,900 1,707,400 1,822,700 1,903,100 115,300 6.8% 80,400 4.2% TOTAL2,074,324 5,969,497 2,396,600 2,620,900 2,812,900 224,300 9.4% 192,000 6.8% GRAND TOTAL39,675,112$ 46,829,475$ 44,598,600$ 46,208,000$ 48,093,700$ 1,609,400 3.6% 1,885,700 3.9% ∆2022 to 2023 % ∆2021 to 2022 %GENERAL FUNDREVENUES BY LINE ITEM
23
2021 2022 2023 Budget Budget $ % Budget $ %GENERAL GOVERNMENT01 Mayor & Council 161,700$ 164,700$ 3,000$ 1.9% 173,700$ 9,000$ 5.5%02 Administration 681,100 784,400 103,300 15.2% 904,500 120,100 15.3%03 Information Technologies 2,564,400 2,879,400 315,000 12.3% 2,995,100 115,700 4.0%04 City Clerk 394,800 519,300 124,500 31.5% 383,800 (135,500) -26.1%05 Finance 1,039,200 1,039,400 200 0.0% 1,079,600 40,200 3.9%06 Legal 464,800 474,100 9,300 2.0% 486,800 12,700 2.7%07 Comm Dev--Planning 1,255,800 1,311,900 56,100 4.5% 1,366,100 54,200 4.1%08 Comm Dev--Inspections 1,708,100 1,696,600 (11,500) -0.7% 1,754,900 58,300 3.4%09 Communications 687,300 746,300 59,000 8.6% 756,300 10,000 1.3%10 Human Resources 738,000 705,200 (32,800) -4.4% 729,400 24,200 3.4%Gen Govt Total9,695,200 10,321,300 626,100 6.5% 10,630,200 308,900 3.0%PUBLIC SAFETY 11 Police 16,221,300 16,816,500 595,200 3.7% 17,558,900 742,400 4.4% 12 Fire 6,217,400 6,253,400 36,000 0.6% 6,687,300 433,900 6.9%Public Safety Total22,438,700 23,069,900 631,200 2.8% 24,246,200 1,176,300 5.1%PUBLIC WORKS 21 Public Works/Engineering 1,794,200 1,810,600 16,400 0.9% 1,848,500 37,900 2.1% 22 Streets & Highways 2,475,000 2,615,100 140,100 5.7% 2,723,400 108,300 4.1% 24 Central Svces. Maint. 1,043,900 1,056,900 13,000 1.2% 1,090,900 34,000 3.2%Public Works Total5,313,100 5,482,600 169,500 3.2% 5,662,800 180,200 3.3%PARKS & RECREATION30 Recreation 2,760,500 2,692,000 (68,500) -2.5% 2,790,500 98,500 3.7%31 Parks 2,588,900 2,699,100 110,200 4.3% 2,765,000 65,900 2.4%32 Tree Conservation 812,100 883,400 71,300 8.8% 912,600 29,200 3.3%Parks & Rec Total6,161,500 6,274,500 113,000 1.8% 6,468,100 193,600 3.1%GENL GOVT BLDG MAINT33 Government Buildings 839,300 959,700 120,400 14.3% 986,400 26,700 2.8% Subtotal44,447,800 46,108,000 1,660,200 3.7% 47,993,700 1,885,700 4.1%41 Contingency--Undesignated 150,800 100,000 (50,800) -33.7% 100,000 (50,800) -50.8%General Fund Total44,598,600$ 46,208,000$ 1,609,400$ 3.6% 48,093,700$ 1,885,700$ 4.1%DifferenceDifference2022-23Comparative Summary of ExpendituresGeneral Fund Budget
2022‐2023 Budget Operating Budget
General Fund
Departmental
Budgets
1 August 10 Workshop
2022‐2023 Budget Operating Budget
Mayor &
Council
0.4%
Expenditures as % of General Fund
Mayor & City Council (01)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of the Mayor and City Council is
to:
Provide for the legislative and policy‐
making activities of the City's
government
Provide for the planning and control
of municipal expenditures through
the adoption of an annual budget
Provide for the generation of revenue
through the levying of taxes, fees,
and rate structures
Provide a forum for citizen input into the policy process through public hearings, advisory commissions, public
testimony, and civic and community groups
The Mayor and City Council are responsible for the following functions:
Participate in regular City Council meetings on the 1st and 3rd Tuesday of the month, as well as monthly Council
workshops as needed
Serve on City Council Committees that make recommendations to the City Council as a whole
Represent the City on various boards and Commissions pertaining to local government
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
12 13 13 12 12
100% 100% 100% 100% 100%
Number of special City Council meetings held annually
Percentage of City advisory commissions that met in a joint
meeting with the council each year
2 August 10 Workshop
2022‐2023 Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2022 budget reflects an increase
of $3,000, or 1.9%, which is mostly due to a
reduction in health insurance costs which is
offset by the increased conferences and training
costs. The 2023 budget increases by 5.5% over
2022 and is mostly due to personal service cost
increases.
2022 Highlight/Change 1: Coming out of the pandemic, the Conferences/Meetings/training line item (6476) once
again includes funding for Councilmembers to attend either the National League of Cities or Alliance for Innovation
national conference, along with the in‐state League of Minnesota Cities’ annual conference. Per the direction of
the Council in 2019, should a Councilmember wish to allocate these professional development funds to an
alternative conference or training, Council approval will be required.
Financial Impact: $11,100
Service Level Impact: None
2023 Highlight/Change 1: The Council’s iPads are proposed to be replaced in 2023 in accordance with the four‐
year replacement schedule recommended by our IT department.
Financial Impact: $3,800
Service Level Impact: None
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 119,856 125,383 132,200 125,300 129,800
Parts and Supplies - - - - -
Services and Other Charges 39,052 22,450 28,300 39,400 40,100
Capital Outlay 3,171 23 1,200 - 3,800
162,078 147,856 161,700 164,700 173,700
3 August 10 Workshop
2022‐2023 Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
01 - MAYOR AND COUNCIL
6110 - Salaries and Wages - Regular 53,850 53,710 53,600 53,600 53,600
6144 - FICA 2,436 2,402 4,100 4,100 4,100
6146 - PERA - DCP 2,009 1,999 2,000 2,000 2,000
6151 - Health Insurance 50,482 55,941 72,200 65,300 69,800
6152 - Life 51 51
6154 - Disability - Long-term 151 150
6155 - Workers Compensation 180 266 300 300 300
6158 - Dental Insurance 1,662 1,847
6159 - VEBA 9,034 9,017
PERSONAL SERVICES 119,856 125,383 132,200 125,300 129,800
6353 - Personal Auto/Parking 1,151 119 700 700 700
6385 - Insurance 21,000 21,000 21,000 21,000 21,000
6475 - Miscellaneous - - 100 100 100
6476 - Conferences/Meetings/Training 11,416 - - 11,100 11,600
6477 - Local Meeting Expenses 5,484 1,331 6,500 6,500 6,700
SERVICES AND OTHER CHARGES 39,052 22,450 28,300 39,400 40,100
6660 - Office Furnishings & Equipment 3,171 23 1,200 3,800
CAPITAL OUTLAY 3,171 23 1,200 - 3,800
TOTAL MAYOR AND COUNCIL 162,078 147,856 161,700 164,700 173,700
4 August 10 Workshop
2022‐2023 Budget Operating Budget
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5 August 10 Workshop
2022‐2023 Budget Operating Budget
Admin.,
1.9%
Expenditures as % of General Fund
Administration (02)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration
Department is to:
Ensure the execution of policies and
direction of the Eagan City Council
Provide administrative leadership for
day‐to‐day operations
Coordinate the various municipal
functions and provide administrative
support as required
The Administration Department is responsible
for the following functions:
Respond to inquiries and requests of the City Council
Oversee Department Heads and ensure departments are working in coordination with one another toward a
common goal
Complete administrative activities not unique to and, therefore, not assignable to other operating departments
or divisions
Prepare weekly Council packets and other communications to the City Council and the City's organization as a
whole
Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
70 20 35 40 40
N/A 95% N/A 98% N/A
Number of airport noise complaints/questions (telephone and
email)
Percentage of citizens rating quality of life in Eagan as
excellent or good (biennial survey)
6 August 10 Workshop
2022‐2023 Budget Operating Budget
Administration (02)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: Personal service costs and services and
other charges are the main drivers for the increases
noted in the 2022 and 2023 Administration budgets.
The 2022 Administration budget is set to increase by
$103,300, or 15.2%, from the 2021 budget, and the
2023 Administration budget is programmed to
increase by 15.3%.
2022 Highlight/Change 1: The City is looking to engage with consultants to facilitate the development of a city‐wide
racial equity and inclusion plan (REI Plan). Such a plan will reflect the City’s desire to include an equity, inclusion and
welcoming foundation across all City services, programs, policies, and budgetary decisions, not only throughout the City
of Eagan organization, but throughout the entire external community of Eagan. It is expected the consultant will engage
City leaders, community members, City employees, partner organizations and businesses.
Financial Impact: $50,000 increase (ARPA Funds)
Service Level Impact: The consultant will identify action steps to improve service for underrepresented populations.
2022 Highlight/Change 2: Professional Services (6310) is proposed to increase primarily due the proposed
participation in the Drucker Playbook for the Public Sector. The Drucker program would provide year‐long
leadership training to 40 employees. Two cohorts are suggested—one for supervisors (focusing on those hired in
the last few years with limited supervisory skills) and one for “rising stars” within our organization. The budget also
includes funding to conduct a 360‐degree review process for the Senior Management Team. Both of these
trainings were postponed due to the pandemic and did not occur in 2020‐2021.
Financial Impact: $14,300 increase
Service Level Impact: This funding starts a leadership training program for our City, which will develop our staff to
provide the best service possible to our citizens.
2022 Highlight/Change 3: Conferences/Meetings/Training (6476) increases following reductions made to the 2021
budget in light of the pandemic. The proposed training mirrors previous years. No new trainings are proposed.
Financial Impact: $8,800 increase
Service Level Impact: None
2022 Highlight/Change 4: Dues and Subscriptions (6479) is proposed to decrease due to no longer being a
member of the Alliance for Innovation. Other dues were adjusted downward in light of organizations reducing or
not raising dues coming out of the pandemic.
Financial Impact: $4,600 decrease
Service Level Impact: None
2023 Highlight/Change 1: Professional Services (6310) includes funding for a City Council retreat facilitator.
Financial Impact: $3,200 increase
Service Level Impact: None
7 August 10 Workshop
2022‐2023 Budget Operating Budget
Administration (02)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
EXPENDITURE SUMMARY
POSITION INVENTORY
2022‐2023 WORK PLAN
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 560,972 584,179 571,900 606,500 776,000
Parts and Supplies 730 1,593 3,100 2,800 2,800
Services and Other Charges 90,601 76,176 103,300 171,400 125,400
Capital Outlay 946 719 2,800 3,700 300
653,248 662,666 681,100 784,400 904,500
Personnel 2019 2020 2021 2022 2023 Hours
City Administrator 111112,080
Assistant City Administrator 111112,080
Racial Equity Inclusivity Coordinator 000012,080
Executive Assistant 111112,080
Total 333348,320
1
2
3
4
5
6
7Oversight of the City's Support Services (HR, IT, and City Clerk)
8
9
10
Activity
Routine
Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
Intergovernmental, municipal, City departmental, and association meetings
Clerical and administrative support
Annual budget preparation
Oversight of Recycling operations for the City
Assist in development and execution of City Goals and Eagan Forward
Development and execution of public policy decisions
Council meeting and workshop preparation
Oversight of th e City's day‐to ‐day operations
8 August 10 Workshop
2022‐2023 Budget Operating Budget
Administration (02)
Responsible Managers: Dave Osberg, City Administrator
Dianne Miller, Asst. City Administrator
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
02 - ADMINISTRATION
6110 - Salaries and Wages - Regular 353,869 363,319 444,300 480,000 606,400
6112 - Overtime - Regular 3,508 1,892 5,000 5,000 5,000
6124 - Funeral Leave 784 166
6125 - Floating Holiday Pay 2,355 2,435
6127 - Empl Recog Day/Special Duty 697 -
6134 - Vacation Pay 52,945 63,489
6135 - Holiday Pay 16,436 17,062
6136 - Sick Pay 17,001 17,710
6142 - PERA - Coordinated 31,102 31,425 33,700 33,300 42,700
6144 - FICA 26,293 26,546 26,400 26,000 34,900
6151 - Health Insurance 44,769 48,486 59,700 59,200 83,300
6152 - Life 317 298
6154 - Disability - Long-term 886 858
6155 - Workers Compensation 1,611 2,278 2,800 3,000 3,700
6158 - Dental Insurance 2,313 2,525
6159 - VEBA 6,085 5,689
PERSONAL SERVICES 560,972 584,179 571,900 606,500 776,000
6210 - Office Supplies 730 1,593 3,100 2,800 2,800
PARTS AND SUPPLIES 730 1,593 3,100 2,800 2,800
6310 - Professional Services-General 432 32 16,300 80,600 33,800
6353 - Personal Auto/Parking 5,341 4,409 6,400 6,400 6,400
6355 - Cellular Telephone Service 1,533 1,380 1,900 1,900 1,900
6357 - Advertising/Publication - - -
6385 - Insurance 4,000 4,000 4,000 4,000 4,000
6476 - Conferences/Meetings/Training 9,804 850 1,000 9,800 9,800
6477 - Local Meeting Expenses 1,858 1,723 2,700 2,600 2,600
6479 - Dues and Subscriptions 55,883 51,987 58,400 53,800 54,600
6496 - Historical Society - - -
6535 - Other Contractual Services 11,750 11,795 12,600 12,300 12,300
SERVICES AND OTHER CHARGES 90,601 76,176 103,300 171,400 125,400
6660 - Office Furnishings & Equipment 946 719 2,800 3,700 300
CAPITAL OUTLAY 946 719 2,800 3,700 300
TOTAL ADMINISTRATION 653,248 662,666 681,100 784,400 904,500
9 August 10 Workshop
2022‐2023 Budget Operating Budget
IT
4.9%
Expenditures as % of General Fund
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
PURPOSE & DESCRIPTION
The purpose of the IT Department is to:
Provide technology support for the City's
Local and Wide Area Network operations
Develop and implement Citywide IT
policies and procedures
Provide technology support for the City's
desktop and mobile hardware
Provide support for all City software appli‐
cations
Provide support for City's Communication
Systems hardware and software
Establish standards for efficient operation
of staff’s IT tools to maintain high quality of service with minimal downtime
Recognize and recommend new developments in technology.
The IT Department is responsible for the following functions:
Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and
Wide Area Network operations and all of its components
Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and
software applications
Provide support for telephone/voicemail software and hardware
Recommend, purchase, install and support the City's low‐voltage wiring infrastructure.
Maintain WAN backup system
Conduct research and recommend new or improved technology systems
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimated Target Target
375 385 400 415 425
2,600 2,700 2,800 3,300 3,000
117 125 175 200 225
85 90 95 100 105
110 110 110 110 110
50 50 55 55 55
Copiers Supported 1010101010
Video Cameras Supported 3772858585
Squad Video Cameras Supported 2525252525
Body Cameras Supported 0 0 0 0 50
Wireless Access Points 37 38 40 50 50
20 20 20 20 20
48,000 55,000 60,000 65,000 72,000
36,000 40,000 44,000 46,000 48,000
Gigabytes of server storage
City PCs maintained
Work orders processed
PCs replaced per year
Non ‐LOGIS software applications supported
Printers maintained
LOGIS software applications supported
Average gigabytes supported (PC support)
Mobile Devices (Smartphones, Tablets)
10 August 10 Workshop
2022‐2023 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
HIGHLIGHTS & CHANGES
Overview: The Information Technology (IT) 2022
budget is set to increase by $315,000 or 12.3%. The
2023 budget increase is 4.0% or $115,700 over 2020.
The increases are primarily related to increased
software applications, licensing costs and LOGIS
support services in the IT Budget.
2022 Highlight/Change 3: Microsoft Licensing (6569) is proposed to increase due to additional licenses purchased
for new Microsoft products in 2020‐2021 and miscellaneous software price increases for existing licenses. New
products included Teams Room Licensing, Visio Licensing and Dynamic365 Licenses. The proposed renewal begins
July 31, 2021 and is a three‐year contract running into July 31, 2024.
Financial Impact: $36,700 increase
Service Level Impact: These services are the City’s core applications and offer a wide range of online security
enhancements to protect Microsoft assets and increase Citywide productivity.
2022 Highlight/Change 3: In 2020, the Police Department replaced their in‐squad cameras and interview room
camera system and added new Axon body cameras for each officer. A contract was signed in 2020 which covers
replacement cameras and data storage for 11 years. In 2022, the annual maintenance agreement (6569) costs are
proposed to be reflected in the IT department budget. Staff would appreciate a decision from the budget team on
whether these maintenance costs would be more appropriately paid out of the Police department budget.
Financial Impact: $162,900 increase
Service Level Impact: The new video system supports the Police Departments operations and increases citizen’s
safety.
2022 Highlight/Change 3: In 2020 and 2021, the Police Department purchased a variety of new software
applications ranging from forensic cell phone security software, work scheduling software to Drone analysis
software. In 2022, the annual maintenance agreement (6569) costs for these new software purchases it is
proposed to be reflected in the IT department budget.
Financial Impact: $44,200 increase
Service Level Impact: These new software applications support the Police Departments various operations and
increase citizen’s safety.
2022 Highlight/Change 4: With the recent renovations of the City Hall/Police campus, a new audio‐visual system
was installed. A Crestron system was installed, with multiple video feeds that service roughly 50 new monitors
across the campus. This system is complex and needs to be maintained over its normal life cycle. The annual
maintenance agreement (6569) cost for the Crestron system is now included in the IT department budget.
Financial Impact: $30,500 increase
Service Level Impact: This system includes all AV equipment in the small, medium, and large conference rooms, as
well as the various monitors and digital signage around the campus. The system also assists with general way
finding as well as CAD system response capabilities.
11 August 10 Workshop
2022‐2023 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
2022 Highlight/Change 5: LOGIS Services (6350) has proposed a 2.5% increase in services primarily due to
additional third‐party licenses and maintenance contract increases in the following applications: HR/Payroll, Police
Records, Police Mobiles, RecTrac, Permits & Inspections, Special Assessments, and Internet bandwidth.
Financial Impact: $23,100 increase
Service Level Impact: These services are the City’s core applications ranging from financials to police and fire CAD,
mobiles, field reporting, etc. By using the consortium’s purchasing power and economies of scale, Eagan can avail
itself of top‐tier software systems with superior service levels at a reasonable cost.
2022 Highlight/Change 6: Fiber Maintenance and Fiber Locates costs were not reflected in the 2021 IT budget.
These line items have been added back into the 2022 IT department budget as the maintenance will need to be
maintained for the life of the materials in the ground.
Financial Impact: $40,000 increase
Service Level Impact: These services are vital to preserving the value of the fiber and conduit system that the City
put in place in 2011‐2012. Services include fiber locates and fiber maintenance of existing fiber and conduit of
which the City has over 45 miles of fiber throughout the City.
2023 Highlight/Change 1: LOGIS Services (6350) had a modest increase of about 4% to cover third‐party license
increases, maintenance contract increases, and general staff salary increases.
Financial Impact: $39,200 increase
Service Level Impact: These services are the City’s core applications ranging from financials to police and fire CAD,
mobiles, field reporting, etc. By using the consortium’s purchasing power and economies of scale, Eagan can avail
itself of top‐tier software systems with superior service levels at a reasonable cost.
2023 Highlight/Change 2: Maintenance Contracts (6569) are proposed to increase because of additional Citywide
Adobe, Lastpass and Laserfiche licenses increases, as well as Microsoft maintenance contract increases.
Financial Impact: $28,888 increase
Service Level Impact: These maintenance contracts are supporting the City’s core applications. These services
operate a variety of City services and programs.
2023 Highlight/Change 3: Conferences/Meetings/Training will increase in 2023 mainly due to new staff getting
added to the IT department in 2021. Additional ongoing training will need to be budgeted in 2023 to advance their
skills sets and give added educational value to the IT department.
Financial Impact: $10,000 increase
Service Level Impact: An increased knowledge base in employees will reduce the amount of consulting assistance
needed and enhance the employees technical capabilities to perform a wider range of tasks.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 613,259 795,825 997,400 1,021,100 1,056,400
Parts and Supplies 15,789 14,531 34,600 34,600 34,600
Services and Other Charges 1,195,206 1,423,239 1,520,200 1,817,800 1,895,000
Capital Outlay 2,864 11,716 12,200 5,900 9,100
1,827,117 2,245,312 2,564,400 2,879,400 2,995,100
12 August 10 Workshop
2022‐2023 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
IT Manager 1 1 1 1 1 2,080
IT Network Security Supervisor 0 1 1 1 1 2,080
IT Systems Supervisor 1 1 1 1 1 2,080
Web and Applications Developer 0 0.66 0.66 0.66 0.66 1,373
IT Systems Specialist 2 2 3 3 3 6,240
Total 4 5.66 6.66 6.66 6.66 13,853
1
2
3
4
5
6
7
8
9
10
Routine
Activity
Coordinate projects with LOGIS
Maintain network hardware infrastructure and user accounts
Design and implement network wiring infrastructure
Maintain relationships/memberships with intergovernmental agencies
Develop IT policies and procedures
Research and recommend new technologies
Establish IT goals, objectives, standards and controls
Troubleshoot hardware/software system and telephone/voicemail problems
Maintain LAN backups and recovery and security systems
Purchase hardware/software, supplies, licensing and maintenance agreements
13 August 10 Workshop
2022‐2023 Budget Operating Budget
Information Technologies (03)
Responsible Manager: Dan Cook, IT Manager
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
03 - INFORMATION TECHNOLOGIES
6110 - Salaries and Wages - Regular 371,545 501,758 737,300 770,700 794,800
6112 - Overtime - Regular 1,049 903 - 1,500 2,000
6124 - Funeral Leave 1,484 -
6125 - Floating Holiday Pay 3,017 3,794
6127 - Empl Recog Day/Special Duty 525 429
6130 - Salaries and Wages - Temporary - - 22,800 22,800 22,800
6132 - Compensatory Pay 65 625
6134 - Vacation Pay 54,170 53,576
6135 - Holiday Pay 21,089 26,759
6136 - Sick Pay 22,108 26,576
6142 - PERA - Coordinated 33,914 43,673 57,000 59,600 61,500
6144 - FICA 30,641 40,322 56,200 58,400 59,500
6151 - Health Insurance 61,899 81,575 118,800 102,500 110,100
6152 - Life 522 621
6154 - Disability - Long-term 1,449 1,813
6155 - Workers Compensation 1,951 3,507 5,300 5,600 5,700
6158 - Dental Insurance 3,230 3,847
6159 - VEBA 4,601 6,047
PERSONAL SERVICES 613,259 795,825 997,400 1,021,100 1,056,400
6210 - Office Supplies 5,597 3,966 9,500 9,500 9,500
6224 - Clothing/Personal Equipment - - 100 100 100
6230 - Repair/Maintenance Supplies-Ge 7,070 8,590 20,000 20,000 20,000
6270 - Computer Software 3,122 1,976 5,000 5,000 5,000
PARTS AND SUPPLIES 15,789 14,531 34,600 34,600 34,600
6311 - Legal 2,000 2,000 2,000
6312 - Engineering 113 3,500 3,500 3,500
6314 - Auditing 500 500 500
6346 - Postage - 74 200 200 200
6347 - Telephone Service & Line Charg - 250 - 700 1,000
6348 - Analog Service & Repair - - 500 500 500
6349 - Teleprocessing Equipment 44
6350 - LOGIS IT Services 773,772 954,541 896,300 912,000 951,200
6352 - Telephone Circuits 5,209 4,592 6,000 5,000 5,000
6353 - Personal Auto/Parking 1,989 665 1,800 2,000 2,000
6355 - Cellular Telephone Service 4,846 5,400 5,600 5,000 5,000
6385 - Insurance 5,400 5,400 5,400 5,400 5,400
6456 - Building Rental 13,375 13,300 13,500 14,000
6476 - Conferences/Meetings/Training 13,592 8,062 6,000 34,500 44,500
6477 - Local Meeting Expenses - - 100 100 100
6497 - AccessEagan relocation cost 6,227 40,000 40,000 40,000
6535 - Other Contractual Services 33,771 - 3,000 3,000 3,000
6563 - Landscaping 116
6567 - Contractual Programming/Data P 1,471 6,835 8,500 12,000 9,000
6569 - Maintenance Contracts 355,156 417,546 527,500 777,900 808,100
SERVICES AND OTHER CHARGES 1,195,206 1,423,239 1,520,200 1,817,800 1,895,000
6660 - Office Furnishings & Equipment 2,864 11,716 10,700 5,900 9,100
6670 - Other Equipment - - 1,500
CAPITAL OUTLAY 2,864 11,716 12,200 5,900 9,100
6718 - Project - Other Charges 2,743
CONSTRUCTION PROJECTS - 2,743 - - -
TOTAL INFORMATION TECHNOLOGIES 1,827,117 2,248,055 2,564,400 2,879,400 2,995,100
14 August 10 Workshop
2022‐2023 Budget Operating Budget
City Clerk
1.1%
Expenditures as % of General Fund
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is to:
Conduct elections
Execute official documents and maintain
official records of the City
Oversee issuance of personal and business
licenses as required by City Code
Oversee City purchasing
The City Clerk Department is responsible for the
following functions:
Provide for maintenance and execution of
procedures for voter registration
Coordinate purchases through co‐op ventures and vendor selection
Prepare, execute, and maintain official City records
Prepare and post official notices
Record and maintain minutes of Council and Commission/Committee meetings
Provide public information on ordinances, contracts and policies
Issue and renew business licenses
Oversee risk management programs
Coordinate the City’s safety program
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
45,502 49,329 49,000 49,000 49,000
n/a 88% n/a 85% n/a
33 31 40 50 50
49 40 40 40 40
411 465 465 465 465
29,012 31,503 35,000 40,000 40,000
Registered voters in the City
Voter turnout
Data Practice Requests Processed
Insurance claims processed
Licenses (all types) issued
Pages of documents imaged (cumulative)
15 August 10 Workshop
2022‐2023 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
HIGHLIGHTS & CHANGES
Overview: The 2022 City Clerk budget shows
an increase of $124,500, or 31.5%, because
2022 is an election year. Factoring out election
costs, the budget reflects an increase of
$11,500 or 2.9% more than the 2021 budget.
The 2023 City Clerk budget shows a decrease
of $134,000 or 34%, because 2023 is not an
election year. Factoring out election costs, the
budget reflects an increase of $11,000 or 3%
from the 2022 budget.
2022 Highlight/Change 1: In even‐numbered years, the City Clerk budget increases to provide administration of a
State Primary and General Election. The election supply line item decreased due to voting booths being purchased
in 2021. There are no plans to purchase new voting booths in 2022.
Financial Impact: $145,000 increase (includes $132,500 for election judges, absentee judges, and a Temporary
Election Assistant (6130); $3,000 for overtime for regular staff (6112); $8,000 for ballots and supplies (6225); $500
for election judge supervisor mileage reimbursements (6353); $150 for election judge supervisor cell phone
reimbursements (6355); and $1,000 for election‐related legal notices (6359))
Service Level Impact: A well‐trained, well‐staffed election workforce provides residents with a pleasant voting
experience and ensures votes are counted accurately and reported in a timely fashion.
Highlight/Change 1: In even‐numbered years, the City Clerk budget increases to provide for election‐related
activities. In odd‐numbered years, the budget is lower.
Financial Impact: Decrease of $145,000 (6130, 6112, 6225, 6353, 6355 and 6359)
Service Level Impact: None
EXPENDITURE SUMMARY
Expenditure
A ctual
2019
A ctual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 271,613 466,765 316,400 461,700 335,700
Parts and Supplies 858 26,800 33,800 8,800 800
Services and Other Charges 70,799 86,980 43,600 47,150 46,600
Capital Outlay 605 251 1,000 1,650 700
343,874 580,795 394,800 519,300 383,800
16 August 10 Workshop
2022‐2023 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
POSITION INVENTORY
2022‐23 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
City Clerk/Administrative Coordinator111112,080
Confidential Office Support Specialist 0.75 ‐‐‐‐ ‐
Licensing/Office Support Specialist 1 ‐‐‐‐ ‐
Administrative Assistants 022224,160
Total 2.7533336,240
1
2
3
4
5
6
7
8
Respond to data practices requests
Coordinate records retention
Coodinate City insurance policy and claims
Administer elections
Issue licenses and permits
Coordinate City purchasing
Coordinate ordinance amendments and codification
Provide clerical and administrative support
Routine
Activity
17 August 10 Workshop
2022‐2023 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
LINE ITEM DETAIL
A ctual
2019
A ctual
2020
Budg et
2021
Budg et
2022
Budg et
2023
04 - CITY CLERK
6110 - Salaries and Wages - Regular 169,697 199,990 228,300 242,000 253,000
6112 - Overtime - Regular - 17,528 - 3,000
6125 - Floating Holiday Pay 1,469 1,251
6127 - Empl Recog Day/Special Duty 232 -
6130 - Salaries and Wages - Temporary - 122,625 - 132,500 -
6131 - Overtime - Temporary - 5,640
6132 - Compensatory Pay 131 1,507
6134 - Vacation Pay 15,470 13,404
6135 - Holiday Pay 7,937 8,831
6136 - Sick Pay 8,619 9,131
6139 - Other Pay 240
6142 - PERA - Coordinated 15,507 17,850 17,100 20,800 19,000
6144 - FICA 14,400 21,028 17,500 21,200 19,400
6151 - Health Insurance 29,337 36,111 51,900 39,600 42,500
6152 - Life 286 320
6154 - Disability - Long-term 568 639
6155 - Workers Compensation 848 2,186 1,600 2,600 1,800
6156 - Unemployment Compensation 637
6158 - Dental Insurance 1,338 1,526
6159 - VEBA 5,775 6,321
PERSONAL SERVICES 271,613 466,765 316,400 461,700 335,700
6210 - Office Supplies 858 1,260 500 500 500
6220 - Operating Supplies - General - 58
6225 - Election Supplies - 25,482 33,000 8,000 -
6270 - Computer Software 300 300 300
PARTS AND SUPPLIES 858 26,800 33,800 8,800 800
6310 - Professional Services-General 132 -
6346 - Postage - 34,805
6353 - Personal Auto/Parking 822 1,229 500 1,100 500
6355 - Cellular Telephone Service - 150 - 150 -
6357 - Advertising/Publication - -
6359 - Legal Notice Publication 5,860 7,556 8,000 8,000 8,000
6385 - Insurance 1,500 1,500 1,500 1,500 1,500
6476 - Conferences/Meetings/Training 3,517 1,118 200 3,600 3,600
6477 - Local Meeting Expenses 92 267 - 300 -
6479 - Dues and Subscriptions 271 235 400 400 400
6535 - Other Contractual Services 51,674 39,008 12,500 12,500 12,800
6569 - Maintenance Contracts 6,930 1,113 20,500 19,600 19,800
SERVICES AND OTHER CHARGES 70,799 86,980 43,600 47,150 46,600
6660 - Office Furnishings & Equipment 605 251 1,000 1,650 700
CAPITAL OUTLAY 605 251 1,000 1,650 700
TOTAL CITY CLERK 343,874 580,795 394,800 519,300 383,800
18 August 10 Workshop
2022‐2023 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
PURPOSE & DESCRIPTION
The purpose of the Finance Department is to:
Manage and safeguard the City's financial assets
Provide timely and accurate financial information to
aid management in making decisions about the
City's operations
Communicate financial plans and financial results to
the City's various stakeholders via financial reports
The Finance Department is responsible for the following
functions:
Accounting and financial reporting
Budgeting
Accounts payable
Payroll
Utility Billing
Cash receipting and investment management
Debt management
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
Aaa Aaa Aaa Aaa Aaa
AAA AAA AAA AAA AAA
0.8% 1.5% 1.0% 1.0% 1.0%
6,938 7,247 7,300 7,400 7,400
13,609 11,753 14,000 14,000 14,000
20,000 20,000 20,000 20,000 20,000Utility accounts serviced
Payroll checks/direct deposit issued
Moody's credit rating
Standard & Poors credit rating
Average rate of return on investments
Vendor checks issued
19 August 10 Workshop
2022‐2023 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
HIGHLIGHTS & CHANGES
Overview: The 2022 Finance budget reflects an
increase of $200, or 0.2%, over 2021. Personal
service costs are down primarily due to health
insurance reduction in costs but are offset with
proposed part‐time personnel request to assist
with software implementation.
The 2023 budget is proposed to increase 3.9%,
or $40,200 and is primarily due to step
adjustments and cost of living adjustments for
compensation.
2022 Highlight/Change 1: The Finance Department assessed its personnel structure and related titles in 2021. As a
result of this assessment, the department reassigned one of its Accountant II positions to the title of Accountant III
to better align with the duties and responsibilities of that position. The Accountant III acts as the Finance Controller
for the Dakota County Drug Task Force and a key finance personnel for citywide construction projects.
Financial Impact: $4,900
Service Level Impact: None
2022 Highlight/Change 2: In 2021, the Finance Department began working with LOGIS to complete an RFP process
for its existing suite of financial software. As a result of this RFP, the Finance Department anticipates additional
workload due to a software conversion process in 2022. A three‐month internship would assist the department
with its current duties while providing an opportunity for student development in the industry.
Financial Impact: $11,700
Service Level Impact: The Finance Intern would assist with various administrative duties currently performed by
other finance personnel and free up those individuals to assist with the RFP review and software conversion.
2022 Highlight/Change 3: Due to the pandemic in 2021, the original conferences and training budgets were
reduced due to the uncertainly for in‐person events in 2022. Conference and training costs are now expected to
increase $5,800 in 2022, due to the local and national GFOA conferences now expected to take place during the
year.
Financial Impact: $11,700
Service Level Impact: Education events will afford Finance team members the opportunity to be well‐informed
and educated on the latest GASB pronouncements and operational trends in the industry.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 939,593 990,706 959,100 953,800 992,500
Parts and Supplies 8,857 7,664 8,800 9,000 9,000
Services and Other Charges 63,857 55,070 66,500 71,600 72,900
Capital Outlay 2,825 4,737 4,800 5,000 5,200
1,015,133 1,058,176 1,039,200 1,039,400 1,079,600
20 August 10 Workshop
2022‐2023 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
POSITION INVENTORY
2022‐23 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Finance Director 111112,080
Asst. Finance Director 111112,080
Senior Accountant 0 0 0 1 1 2,080
Accountant II 222112,080
Accountant I 111112,080
Accounts Payable Accounting Clerk 111112,080
Payroll Specialist 1 1 0.9 1 1 2,080
Utility Billing and Special Assessment Accountant**000000
Utility Billing/Special Assessment Clerk** 000000
Total 7 7 6.9 7 7 14,560
** Utility positions are supervised by Finance, but accounted for and paid out of the Public Utilities Fund
1
2
3
4
5
6
7
8
9
10
11
Activity
Routine
Administrative/supervision
Other general accounting and reporting
Payroll processing
Purchasing/accounts payable processing
Investment/debt management
Implement online utility billing payment and account maintenance
Water/sewer utility billing
Preparation of budget/CIP
Preparation for audit and completion of annual report
Dakota County Drug Task Force accounting
Special assessment accounting
21 August 10 Workshop
2022‐2023 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
05 - FINANCE
6110 - Salaries and Wages - Regular 577,059 621,674 730,700 725,600 753,600
6112 - Overtime - Regular 18,219 12,034 6,500 9,500 8,500
6124 - Funeral Leave 1,200 143
6125 - Floating Holiday Pay 4,964 4,852
6127 - Empl Recog Day/Special Duty 1,087 269
6132 - Compensatory Pay 2,888 2,071
6134 - Vacation Pay 61,487 66,214
6135 - Holiday Pay 32,582 33,994
6136 - Sick Pay 33,778 35,143
6142 - PERA - Coordinated 53,215 54,769 55,300 54,300 57,200
6144 - FICA 50,290 51,603 51,700 53,500 54,500
6151 - Health Insurance 78,870 80,229 109,700 105,700 113,300
6152 - Life 917 930
6154 - Disability - Long-term 2,118 2,209
6155 - Workers Compensation 3,145 4,544 5,200 5,200 5,400
6158 - Dental Insurance 3,510 3,860
6159 - VEBA 14,266 16,168
PERSONAL SERVICES 939,593 990,706 959,100 953,800 992,500
6210 - Office Supplies 9,993 7,014 8,000 8,000 8,000
6212 - Office Small Equipment 43 282
6215 - Reference Materials - - 300 500 500
6220 - Operating Supplies - General 469 368 500 500 500
6270 - Computer Software (1,648) - -
PARTS AND SUPPLIES 8,857 7,664 8,800 9,000 9,000
6314 - Auditing 27,000 27,209 31,000 32,300 33,500
6346 - Postage 6,286 5,946 10,000 8,500 8,500
6347 - Telephone Service & Line Charg 2,389 2,681 2,500 2,500 2,500
6353 - Personal Auto/Parking 6,260 4,250 5,300 5,000 5,000
6355 - Cellular Telephone Service 675 573 700 700 700
6357 - Advertising/Publication - -
6370 - General Printing and Binding - - 300
6385 - Insurance 7,100 7,100 7,100 7,100 7,100
6457 - Machinery & Equipment-Rental 492 917 -
6475 - Miscellaneous 4,802 4,970 5,500 5,500 5,500
6476 - Conferences/Meetings/Training 6,723 234 1,900 7,700 7,800
6477 - Local Meeting Expenses 620 115 500 600 600
6479 - Dues and Subscriptions 1,509 1,120 1,700 1,700 1,700
6481 - Recording Fees - (46)
SERVICES AND OTHER CHARGES 63,857 55,070 66,500 71,600 72,900
6650 - Furniture & Fixtures 118 - 1,500 1,500 1,500
6660 - Office Furnishings & Equipment 2,707 4,737 3,300 3,500 3,700
CAPITAL OUTLAY 2,825 4,737 4,800 5,000 5,200
TOTAL FINANCE 1,015,133 1,058,176 1,039,200 1,039,400 1,079,600
22 August 10 Workshop
2022‐2023 Budget Operating Budget
Legal
1.1%
Expenditures as % of General
Fund
Legal Services (06)
Responsible Manager: Dianne Miller, Asst. City Administrator
PURPOSE & DESCRIPTION
The purpose of Legal Services is to:
Provide legal counsel to the City Council
and staff
Provide prosecution services in charges
against perpetrators
Provide counsel to Human Resources on
labor and personnel issues
The Legal Department is responsible for the
following functions:
Provide legal representation to City in
the prosecution or defense of all
proceedings in which the City is a party
Review ordinances, resolutions, contracts and other legal documents
Provide coordination with outside legal counsel
Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
2020 2021 2022 2023
Description Actual Estimate Target Target
1278 1500 1500 1500
3700* 3450 3550 3650
133 250 225 225
Number of prosecution legal service hours billed to the City
Number of civil legal service hours billed to the City
Number of labor service hours billed to the City
23 August 10 Workshop
2022‐2023 Budget Operating Budget
Legal Services (06)
Responsible Manager: Dianne Miller, Asst. City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2022 Legal Services budget is set to
increase by $9,300, or 2.0%, due primarily to
increased fees for prosecution services.
The 2023 Legal Services budget is set to increase by
$12,700 or 2.7%, due primarily to increased fees for
prosecution services.
2022 Highlight/Change 1: Civil legal services have remained fairly steady in the past few years. A rate increase of
2% was requested by the civil firm.
Financial Impact: $2,600
Service Level Impact: None
2022 Highlight/Change 2: Prosecution Legal Services reflects a 3% rate increase to the City annual retainer.
Financial Impact: $ 6,200 increase
Service Impact: None
2023 Highlight/Change 2: Prosecution Legal Services reflects a 3% rate increase to the City annual retainer.
Financial Impact: $9,500
Service Impact: None
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Services and Other Charges 383,859 422,032 464,800 474,100 486,800
383,859 422,032 464,800 474,100 486,800
24 August 10 Workshop
2022‐2023 Budget Operating Budget
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25 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development— Planning
Department is to:
Coordinate development review process and
interaction with residential, commercial and industrial
developers and the public
Perform long range planning activities to guide the
physical development of the City
Supervise the regulation of zoning and land use
requirements set by the City Code
Manage Geographic Information Systems data and reports for multiple City functions
Coordinate economic development, redevelopment and housing finance activities in the City
Provide adequate support/coverage for information requests from a variety of customers
Manage special studies, projects and data analysis for development and redevelopment
The Community Development—Planning Department is responsible for the following functions:
Perform development application review and coordinate staff report preparation for Commission/Council
review of land use, zoning and subdivision applications
Maintain/Update Comprehensive Land Use Plan and Subdivision and Zoning Code
Provide education and enforcement of zoning and land use regulations
Develop GIS applications for department and provide multi‐department GIS support
Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in
the community and to maintain, revitalize and redevelop specific areas of the City as appropriate
Participate and/or staff Task Forces and coordinate special studies
Manage cold phone/counter calls from residents, realtors, developers, etc.
PERFORMANCE INDICATORS
Actual Actual Estimate Target Target
2019 2020 2021 2022 2023
Subdivision & Platting related applications 14 18 15 15 15
Rezonings/Prelim & Final PD/PD Amendment 15 26 28 30 30
CUP/IUP/Variances 22 18 28 30 30
Ord Amendment/Comp Plan Amendment 8 5 8 10 10
Special Studies/Task Forces staffed 00100
Zoning Letters 56 46 50 50 50
Sign Permits 274 174 200 200 200
Zoning Permits 366 464 480 400 400
Chicken & Bee Permits 1724242020
Accessory Dwelling Unit Registrations 00211
Rental Registrations 240 136 200 200 200
Zoning Enforcement Cases* 1,660 1,640 1,600 1,600 1,600
*Includes Code violations, license compliance checks, foreclosure & utility shut off
monitoring and proactive enforcement.
Description
26 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
HIGHLIGHTS & CHANGES
Overview: The Planning Division’s 2022 budget
reflects a 4.4%, or $56,100, increase from 2021.
The budget includes a $14,200 (1.2%) increase
in personnel costs and a $41,900 (56.1%)
increase in non‐personnel costs. The increase in
non‐personnel costs is largely driven by the
restoration of 2021 cuts to the training budget
($10,200), a planning consultant to assist with
workload overflow ($25,000), equity‐based
service improvements ($1,350), and
replacement of Advisory Planning Commission
tablets ($3,000).
The Planning Division’s 2023 overall budget reflects a 4.1%, or $54,200, increase from 2022. The total budget
represents a $53,200 (4.5%) increase in personnel costs and a $1,000 0.9% increase in non‐personnel costs.
2022 Highlight/Change #1: Salaries and wages – Temporary. Planning hires a 0.3 FTE summer intern to assist with
the higher seasonal volume of applications. Budgeted intern wages have been adjusted to be consistent with the
City’s 2021 Intern Compensation Plan.
Financial Impact: Increase of $2,900
Service Level Impact: No change to existing level of service.
2022 Highlight/Change #2: Professional Services – General. Planning consultant services are proposed to manage
workflow and response times during peak application periods. Similar to the contract inspectors used by
Protective Inspections, planning consulting services would allow the City to manage workload without adding a
permanent position.
Financial Impact: Increase of $25,000. Much of the cost would be supported through application and escrow fees.
Service Level Impact: Improved ability to manage workload and response times for zoning permits, variances, and
other land use requests.
2022 Highlight/Change #3: Conferences/Meetings/Training. Cuts to the 2021 training budget due to the COVID
pandemic were restored. Regular training and conferences for code enforcement officers was added.
Financial Impact: Increase of $8,800 from $4,000 in 2021 (adjusted due to COVID pandemic) to $12,800 in 2022.
The annual increase was mitigated by moving department‐wide customer service training from 2021 to 2023.
Service Level Impact: Providing staff with professional development opportunities maintains and builds skills and
knowledge and improves customer service.
2022 Highlight/Change #4: Other Equipment (Technology). The City shifted to digital Commission packets in 2017,
and Commissioner tablets are scheduled for replacement in 2022 and 2023. Events of the past year have shown
the value of a mobile workforce, and desktop computers scheduled for replacement will be upgraded to laptops.
As recommended by IT, replacement of desk phones, cell phones, monitors, and headsets is budgeted in the event
that equipment fails.
Financial Impact: Increase of $5,400.
Service Level Impact: Adherence to replacement schedules for technology equipment increases efficiency and
minimizes disruptions to customer service.
27 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
HIGHLIGHTS & CHANGES (CONT’D)
2023 Highlight/Change #1: Conferences/Meetings/Training. Department‐wide teambuilding and customer service
training is scheduled for 2023 following several anticipated retirements in 2022 and 2023.
Financial Impact: Increase of $1,900
Service Level Impact: Maintain a cohesive team and high customer service expectations
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,047,388 1,140,257 1,181,100 1,195,300 1,248,500
Parts and Supplies 4,495 2,606 4,900 6,250 5,350
Services and Other Charges 77,652 55,184 66,300 101,450 103,650
Capital Outlay 6,752 6,632 3,500 8,900 8,600
1,136,287 1,204,679 1,255,800 1,311,900 1,366,100
28 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Community Development Director (50% Planning) 0.5 0.5 0.5 0.5 0.5 1,040
City Planner 111112,080
Planners** 1.8 1.8 1.9 2 2 4,160
Planning Aide 111112,080
GIS Specialist/Planner 1 1 1 1 1 2,080
Sr. Code Enforcement Technician 111112,080
Property Maintenance Code Enforcement Specialists222224,160
Office Supervisor 111112,080
Total 9.3 9.3 9.4 9.5 9.5 19,760
**One Planner is working 32 hours/week through
September 1, 2021, and 40 hours/week thereafter
1
2
3
4
5 Zoning Permits ‐ Planning review of physical improvements that do not require a Building Permit
6
7
8
9
10
11
12
Economic Development/Redevelopment ‐ Includes ongoing efforts to support and promote development
GIS Administration ‐ Includes assitance with current, long‐range planning efforts as well as econ dev inquiries
Clerical ‐ Planning & Zoning
Technical Assistance ‐ Includes providing planning and GI S expertise internally and externally
Rental Registration ‐ Program that requires registration and appropriate contact information for all rental properties.
Zoning ‐ Includes on‐going maintenance, updates and responding to zoning inquiries from the general public
Activity
Routine
General administration of Planning & Zoning requirements; i.e. creating/mailing notices, assorted document prep, etc.
Current Planning ‐ Includes working with current residents and current and prospective business owners/developers
Special Studies/Budget ‐ Annual (sometimes bi ‐annual) budget work and coordinating special studies when they arise
Comprehensive Plan ‐ Includes ongoing maintenance, updates and review/comments of adjacent city amendments
Code Enforcement ‐ Includes applying quality of life standards throughout the community
29 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
07 - COMM DEV-PLANNING
6110 - Salaries and Wages - Regular 641,501 707,849 864,900 903,300 941,700
6124 - Funeral Leave - 1,104
6125 - Floating Holiday Pay 5,669 4,701
6127 - Empl Recog Day/Special Duty 360 254
6130 - Salaries and Wages - Temporary 5,909 - 10,600 12,500 12,500
6134 - Vacation Pay 86,873 91,114
6135 - Holiday Pay 31,128 32,438
6136 - Sick Pay 34,819 36,962
6137 - Jury Duty Pay 524 -
6142 - PERA - Coordinated 57,449 60,715 64,900 67,700 70,600
6144 - FICA 54,045 56,469 66,300 69,500 72,000
6151 - Health Insurance 96,944 113,236 168,800 136,600 145,700
6152 - Life 902 969
6154 - Disability - Long-term 2,063 2,248
6155 - Workers Compensation 2,845 4,449 5,600 5,700 6,000
6158 - Dental Insurance 4,327 4,866
6159 - VEBA 22,029 22,883
PERSONAL SERVICES 1,047,388 1,140,257 1,181,100 1,195,300 1,248,500
6210 - Office Supplies 2,730 1,652 2,400 2,950 3,050
6211 - Office Printed Material/Forms - - 200 1,200 200
6220 - Operating Supplies - General 181 - 100 100 100
6221 - Film & Film Processing - - 300 - -
6224 - Clothing/Personal Equipment 469 41 300 300 300
6231 - Mobile Equipment Repair Parts 781 257 800 800 800
6235 - Fuel, Lubricants, Additives 334 657 800 900 900
PARTS AND SUPPLIES 4,495 2,606 4,900 6,250 5,350
6310 - Professional Services-General 10,121 - 1,300 27,000 27,000
6346 - Postage 3,282 3,168 4,000 4,350 4,350
6353 - Personal Auto/Parking 4,574 4,250 4,600 4,600 4,600
6355 - Cellular Telephone Service 3,501 2,765 3,200 3,200 3,200
6385 - Insurance 4,200 4,200 4,200 4,200 4,200
6475 - Miscellaneous 2,481 -
6476 - Conferences/Meetings/Training 8,842 1,608 4,000 12,800 14,700
6477 - Local Meeting Expenses 1,691 1,026 3,800 3,800 3,800
6479 - Dues and Subscriptions 36,929 36,484 39,200 39,500 39,800
6481 - Recording Fees 147 98
6535 - Other Contractual Services 1,884 1,586 2,000 2,000 2,000
SERVICES AND OTHER CHARGES 77,652 55,184 66,300 101,450 103,650
6660 - Office Furnishings & Equipment - 242 -
6670 - Other Equipment 6,752 6,391 3,500 8,900 8,600
CAPITAL OUTLAY 6,752 6,632 3,500 8,900 8,600
TOTAL COMM DEV-PLANNING 1,136,287 1,204,679 1,255,800 1,311,900 1,366,100
30 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PURPOSE & DESCRIPTION
The purpose of the Community Development ‐ Inspections
Department is to:
Protect the health, safety and welfare of designers, builders
and occupants of the built environment in Eagan
Verify compliance with municipal and state building, fire,
plumbing, electrical, heating, energy and accessibility codes
Inform and educate residents, builders and designers of
minimum requirements and inform them of the history of
those codes
Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary.
Identify potential improvements that can be made in codes and standards and propose changes
The Community Development – Inspections Department is responsible for the following functions:
Review plans, specifications and support documents and request revisions, when necessary
Collect fees directly and indirectly related to the Division
Issue sewer/water, fire suppression, building, plumbing, mechanical, underground storage tank and
building move permits
Schedule and perform field inspections for the above permits
Coordinate proposed construction projects with other Departments and other government agencies
Respond to residents’ questions and concerns regarding code interpretations and potential code
violations
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
Building permits 2,555 3,351 2,500 3,000 3,000
Plumbing permits 1,356 1,439 1,400 1,400 1,400
Mechanical permits 1,188 1,176 1,000 1,000 1,000
Inspections per building inspector 1,601 1,456 1,350 1,400 1,400
Inspections performed 12,410 11,291 10,500 11,000 11,000
31 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
HIGHLIGHTS & CHANGES
Overview: The Protective Inspections Division’s
2022 budget reflects a 0.1%, or $65,200,
decrease from 2021 while the 2023 budget
reflects a 3.4% or $58,300 over 2022. The 2022
budget represents a $38,700 (3.0%) decrease in
personnel costs and a $27,200 (6.3%) increase
in non‐personnel costs. The increase in non‐
personnel costs is largely attributed to a
projected increase in the cost of contract
inspectors ($19,400), equity‐based service
improvements ($2,700), and replacement of
tablets for in‐field inspections ($2,200).
2022 Highlight/Change #1: Salaries and Wages – Regular. The 2021 decrease in salaries and wages is related to
replacing retired staff with new employees at lower steps and the elimination of 0.3 FTE at the front desk. In 2020,
the 0.5 FTE clerical staff retired and the 0.8 clerical staff resigned. The positions were filled with a 1.0 FTE position.
Staff are working to identify efficiencies to mitigate the loss of 0.3 FTE.
Financial Impact: Decrease of $11,900
Service Level Impact: No change to existing level of service.
2022 Highlight/Change #1: Professional Services. Due to the cyclical nature of construction, the City has used
contract inspectors to augment our full‐time staff since 2002. The hourly rates are higher than full‐time
employees, however we do not have the long‐term commitment of hiring full‐time staff. The contract allows us to
cancel the agreement with a 90‐day notice. The budget reflects anticipated increases in contract costs.
Financial Impact: Increase of $19,400 from $340,700 in 2021 to $360,100 in 2022.
Service Level Impact: No change to existing level of service.
2022 Highlight/Change #3: Other Equipment. Tablets used by inspectors to access building plans and permit
history during field inspections are scheduled to be replaced. Events of the past year have shown the value of a
mobile workforce, and desktop computers scheduled for replacement will be upgraded to laptops. As
recommended by IT, replacement of desk phones, cell phones, monitors, and headsets is budgeted in the event
that equipment fails.
Financial Impact: Increase of $4,700
Service Level Impact: Adherence to replacement schedules for technology equipment increases efficiency and
minimizes disruptions to customer service.
32 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
HIGHLIGHTS & CHANGES (CONT’D)
2023 Highlight/Change 1: Professional Services. Due to the cyclical nature of construction, the City has used
contract inspectors to augment our full‐time staff since 2002. The hourly rates are higher than full‐time
employees, however we do not have the long‐term commitment of hiring full‐time staff. The contract allows us to
cancel the agreement with a 90‐day notice. The budget reflects anticipated increases in contract costs.
Financial Impact: Increase of $10,900.
Service Level Impact: No change from existing service level.
2023 Highlight/Change 2: Other Equipment. Tablets used by inspectors to access building plans and permit
history during field inspections are scheduled to be replaced.
Financial Impact: Increase of $1,100.
Service Level Impact: Adherence to replacement schedules for technology equipment increases efficiency and
minimizes disruptions to customer service.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,158,554 1,213,033 1,275,700 1,237,000 1,285,600
Parts and Supplies 12,443 13,978 18,800 21,800 21,600
Services and Other Charges 290,014 313,800 402,900 422,400 431,200
Capital Outlay 22,736 15,711 10,700 15,400 16,500
1,483,747 1,556,521 1,708,100 1,696,600 1,754,900
33 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Community Development Director (50% Inspections) 0.5 0.5 0.5 0.5 0.5 1,040
Chief Building Official 1.0 1.0 1.0 1.0 1.0 2,080
Senior Inspectors 2.0 2.0 2.0 2.0 2.0 4,160
Inspectors 4.0 4.0 4.0 4.0 4.0 8,320
Clerical Technicians 2.30 2.3 2.3 2.0 2.0 4,160
Total 9.8 9.8 9.8 9.5 9.5 19,760
Activity
Routine
1 Process permits, set up inspectors' schedules
2 Provide direction, planning, support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
6 Research Code provisions and acceptability of alternative products
34 August 10 Workshop
2022‐2023 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
08 - COMM DEV-INSPECTIONS
6110 - Salaries and Wages - Regular 708,318 740,798 934,700 930,100 963,000
6112 - Overtime - Regular 2,583 878 15,000 15,000 15,000
6124 - Funeral Leave 1,957 2,719
6125 - Floating Holiday Pay 5,349 5,955
6127 - Empl Recog Day/Special Duty 838 360
6130 - Salaries and Wages - Temporary 32,388 37,877 -
6132 - Compensatory Pay 69 -
6134 - Vacation Pay 73,879 71,301
6135 - Holiday Pay 35,182 35,293
6136 - Sick Pay 32,634 32,980
6137 - Jury Duty Pay - -
6142 - PERA - Coordinated 59,943 62,586 71,200 70,900 73,300
6144 - FICA 60,298 60,499 72,000 71,400 73,700
6151 - Health Insurance 125,264 139,779 176,900 143,700 154,500
6152 - Life 943 955
6154 - Disability - Long-term 2,252 2,332
6155 - Workers Compensation 3,287 4,860 5,900 5,900 6,100
6158 - Dental Insurance 4,396 5,021
6159 - VEBA 8,972 8,841
PERSONAL SERVICES 1,158,554 1,213,033 1,275,700 1,237,000 1,285,600
6210 - Office Supplies 1,378 4,641 3,000 3,000 3,000
6211 - Office Printed Material/Forms 409 60 200 2,900 2,700
6212 - Office Small Equipment - 141 200 200 200
6215 - Reference Materials 714 3,996 2,000 2,200 2,200
6220 - Operating Supplies - General - 46 100 100 100
6224 - Clothing/Personal Equipment 687 53 1,700 1,700 1,700
6226 - Public Safety Supplies - - 500 500 500
6231 - Mobile Equipment Repair Parts 4,749 1,769 3,500 3,500 3,500
6232 - Small Equipment Repair Parts - - 100 100 100
6235 - Fuel, Lubricants, Additives 4,506 3,273 7,400 7,500 7,500
6240 - Small Tools - - 100 100 100
PARTS AND SUPPLIES 12,443 13,978 18,800 21,800 21,600
6310 - Professional Services-General 242,837 267,085 340,700 360,100 371,000
6346 - Postage 24 - -
6348 - Analog Service & Repair 200
6353 - Personal Auto/Parking 19 406 900 900 900
6355 - Cellular Telephone Service 7,821 6,867 7,700 7,700 7,700
6385 - Insurance 7,000 7,000 7,000 7,000 7,000
6425 - Mobile Equipment Repair Labor - 21 100 100 100
6476 - Conferences/Meetings/Training 2,590 2,418 12,000 12,300 10,200
6477 - Local Meeting Expenses 987 306 3,000 3,000 3,000
6479 - Dues and Subscriptions 305 764 1,200 1,200 1,200
6480 - Licenses, Permits and Taxes - 262 100 100 100
6487 - VISA/MC Bank Charges 28,430 28,671 30,000 30,000 30,000
SERVICES AND OTHER CHARGES 290,014 313,800 402,900 422,400 431,200
6660 - Office Furnishings & Equipment - 242 -
6670 - Other Equipment 22,736 15,469 10,700 15,400 16,500
CAPITAL OUTLAY 22,736 15,711 10,700 15,400 16,500
TOTAL COMM DEV-INSPECTIONS 1,483,747 1,556,521 1,708,100 1,696,600 1,754,900
35 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
PURPOSE & DESCRIPTION
The purpose of the Communications Department is to:
Oversee city public information, public relations
and communications tools including newsletters,
Web sites, government cable programs, marketing
pieces and press releases
Communicate with citizens and the business
community
Identify emerging issues and messages while
proactively communicating with the media and
responding to requests
Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand
Provide strategic communications advice and special event and marketing support to City staff, as needed
Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Eagan TV (ETV) operations,
and the Eagan History Committee
The Communications Department is responsible for the following functions:
Publish the bimonthly city newsletter and quarterly Eagan business newsletter
Maintain the content of the City Web site and Intranet
Respond to public requests for information and specifically media requests
Provide marketing and special event support
Provide strategic communications advice and develop appropriate themes, messages and materials
Oversee ECVB, ETV, and provide staff support to the Telecommunications Commission, Eagan Technology
Working Group, 4th of July & Eagan History committees
36 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
HIGHLIGHTS & CHANGES
Overview: The 2022 Communications budget
is up 8.6% from 2021 and funded primarily
through Franchise fees. Key changes to the
budget include providing enterprise‐wide
assets to increase accessibility through
translation and graphic services.
Other changes include:
‐ necessary digital applications for
accountability, security and manage risk,
‐ increasing our departments capacity without
adding additional FTEs.
This budget represents a second step in transitioning the Communications Department’s current capabilities into
an Enterprise Communication Service model that will continue to lead to an increase in service levels. This service
model includes building capacity to provide more content creation, looking at inclusion through multiple lenses
and capabilities, digital communications strategy, integration, and execution, accessibility, communications
planning and consultation, and website and digital application development and management.
The 2023 Communications budget is programmed for a 1.3% increase. Personnel costs are the primary driver for
the 2023 Budget increase.
2022 Highlight/Change 1: We are a professional organization that provides many professional publications that go
to tens of thousands of people at a time. This investment would go to copy editing Experience Eagan and the
Discover Catalog. We have done this on two editions, and it’s improved the process in time, efficiency and quality.
Financial Impact: $5,000 increase
Service Level Impact: Higher quality and more professional publications and increase staff capacity for other
projects.
2022 Highlight/Change 2: A goal of the City of Eagan is to ensure that our services – and communications – are
more accessible and engage all communities within the City. This dedicates budget for graphics will allow us to use
graphic design in coordination with translation and plain language to make our communications more accessible
materials, and professional. This is in replacement of the initial step 2 of the Enterprise Communication Model of
hiring a graphic designer/coordinator.
Financial Impact: $8,000 increase
Service Level Impact: This will create accessibility, improve quality of design, save staff across the organization
time, and enhance capacity within the Communications and Engagement Department.
2022 Highlight/Change 3: A goal of the City of Eagan is to ensure that our services – and communications – are
more accessible and engage all communities within the City. This dedicates budget to proactively and reactively
translate and create accessible materials, communications and collateral. This is a key step in making the services
we provide as a city accessible and inclusive to all.
Financial Impact: $8,000 increase
Service Level Impact: This dedicated budget ensures that we have the resources to hire consultation and
translation services – so our communications are accessible to all community members.
37 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
HIGHLIGHTS & CHANGES (CONT’D)
2022 Highlight/Change 4: We are in the process of working with Parks & Recreation on moving the Discover
Catalog to completely online. This will take place over the next two years. During the transition we will print 1
summer catalog, print 3 supplemental postcards, and create inserts in Experience Eagan. Over the next two years,
the catalog will move to only printing for summer editions, and eventually eliminate the additional postcards for
the other seasons and will move solely to inserts in Experience Eagan. This is savings from not printing the catalog,
but still doing postcards for a year during the transition.
Financial Impact: $16,000 increase
Service Level Impact: The goal of this transition is to acclimate residents to the new online catalog over the next
year to ensure the same accessibility and sign ups.
2022 Highlight/Change 5: Experience Eagan Inserts ‐ This is also in coordination with the transition to the Discover
Catalog moving significantly to digital. The goal will be to eventually move all Discover promotion to be inserts for
Experience Eagan and not need the postcards.
Financial Impact: $4,500 increase
Service Level Impact: This will eventually save money by transitioning Discover promotion to be as an insert in
Experience Eagan and not separate magazines and postcards.
2022 Highlight/Change 6: Media Training ‐ We have many new leaders in the City and it would be of great benefit
to have professional media training to ensure we have the skills to present Eagan in the best light possible and
avoid and or manage any heightened communication needs.
Financial Impact: $5,500 increase
Service Level Impact: This is an investment in our media relations capabilities
2022 Highlight/Change 7: Training Platform ‐ Organizations grow through training, and specifically high‐quality
training. This would be an investment in an organization wide training platform that could grow in use and users as
our organization needs grow. The Communications and Engagement Team has used the Lynda.com training
platform in the past with great success. The online training platform is now owned by LinkedIn where they have
enhanced those features to provide training resources, courses, and curriculum and administration for
organizations. This initial investment would provide unlimited training access for up to 35 employees a year and
could be expanded upon. This would also allow us to upload training curriculum as well.
Financial Impact: $5,500 increase
Service Level Impact: This is an investment in our long‐term ability to train our staff to provide better outcomes.
The immediate uses will be in communications, but this platform can serve our organization in countless ways.
2022 Highlight/Change 8: Intern ‐ The Communications Many colleges/universities have an internship required as
part of their program. We can take advantage of that requirement. A seasonal intern would be a low‐cost resource
that would help increase capacity for a portion of the year. An intern could also be an opportunity for current
employees to gain leadership and mentoring skills.
Financial Impact: $9,400 increase
Service Level Impact: This will allow us to expand our capacity, while creating an opportunity for a person rising in
their career, and could even help with succession planning.
38 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
HIGHLIGHTS & CHANGES (CONT’D)
2022 Highlight/Change 9: Digital Distribution Tool ‐ With increased engagement and number of social media
channels we need to continue to increase accountability while maintaining accessibility to staff. Administering
social media properly for different platforms will continue to adjust. Being able to implement a tool, specifically for
single‐login accounts will help us limit our risk, increase our accountability, and measure our performance.
Financial Impact: $6,000 increase
Service Level Impact: This increases our ability manage our social media platforms in a professional, secure, and
accountable manner.
2023 Highlight/Change 1: Discover Brochure Printing ‐ We are in the process of working with Parks & Recreation
on moving the Discover Catalog to completely online. This will take place over the next two years. During the
transition we will print 1 summer catalog, print 3 supplemental postcards, and create inserts in Experience Eagan.
Over the next two years, the catalog will move to only printing for summer editions, and eventually eliminate the
additional postcards for the other seasons and will move solely to inserts in Experience Eagan. This is savings from
not printing the catalog, but still doing postcards for a year during the transition.
Financial Impact: $7,000 increase
Service Level Impact: The goal of this transition is to acclimate residents to the new online catalog over the next
year to ensure the same accessibility and sign ups.
2023 Highlight/Change 2: To ensure that we have the ability to get our publications out in a timely manner when
staff is not available. This would build our capacity to continue to provide our publications.
Financial Impact: $6,000 increase
Service Level Impact: No impact
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 385,395 425,113 477,600 501,100 528,200
Parts and Supplies 1,673 795 3,900 4,400 4,400
Services and Other Charges 192,517 131,407 203,800 237,500 222,200
Capital Outlay 1,368 1,494 2,000 3,300 1,500
580,954 558,809 687,300 746,300 756,300
39 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Communications Director 111 1 12,080
Strategic Mktg & Online
Communications Specialist 1 1 1 1 1 2,080
Communications Coordinator 111 1 12,080
Web and Applications Developer ‐11 1 12,080
344 4 48,320
1 Continued emphasis on communicating Council goals & value of city services
2Integrate Communications messaging across platforms and be more proactive/less reactive
3Lead successful integration of new logo implementation
4Write, edit, & publish 6 bi ‐monthly city newsletters (Experience Eagan)
5Marketing of city fiber project (in AccessEagan budget, but dependent on personnel here)
6 Deepen training & adoption Intranet capabilities as the place to look for information & share info; backend CMS training
7 Emphasize community engagement themes & messages, press releases; Issues management & Media relations
8 Assist other departments in accomplishing communication goals
9Special events including State of City Address, Mayor & Council speeches at City events
10 Realign Eagan Business News strategy to promote economic development and repurpose content in resident communications
11 Refresh design of city materials incorporating new logo
12 City‐wide resident survey w projectable results and national comparisons
13 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication
14 Enhance Programming at Old Town Hall and Eagan History Book ma rketing & sales
15 Training & adoption of city-wide digital photo asset mgmt system
16 Continued Staff training on new Website
17 Successfully implement new cable franchises & develeop E-TV strategic plan
18 Oversight/liaison responsibilities for E‐TV, History Committee, Technology Working Group & CVB
40 August 10 Workshop
2022‐2023 Budget Operating Budget
Communications (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
09 - COMMUNICATIONS
6110 - Salaries and Wages - Regular 253,553 276,400 374,400 399,000 420,400
6125 - Floating Holiday Pay 2,183 1,852
6127 - Empl Recog Day/Special Duty 699 -
6130 - Salaries and Wages - Temporary - - 500 500 500
6134 - Vacation Pay 30,753 32,549
6135 - Holiday Pay 11,473 13,023
6136 - Sick Pay 12,119 13,452
6142 - PERA - Coordinated 21,638 23,877 28,100 29,900 31,500
6144 - FICA 21,746 23,922 27,300 28,600 29,700
6151 - Health Insurance 24,313 31,146 44,800 40,400 43,300
6152 - Life 280 311
6154 - Disability - Long-term 764 878
6155 - Workers Compensation 1,279 1,851 2,500 2,700 2,800
6158 - Dental Insurance 621 1,317
6159 - VEBA 3,975 4,534
PERSONAL SERVICES 385,395 425,113 477,600 501,100 528,200
6210 - Office Supplies 141 48 400
6212 - Office Small Equipment 530 - -
6270 - Computer Software 1,002 747 3,500 4,400 4,400
PARTS AND SUPPLIES 1,673 795 3,900 4,400 4,400
6310 - Professional Services-General 39,018 19,389 33,000 71,600 67,500
6328 - Special Events/Admission Fees 59 - 300 2,300 300
6346 - Postage 54,295 44,825 54,900 58,900 54,900
6353 - Personal Auto/Parking 3,845 4,250 4,400 4,400 4,400
6355 - Cellular Telephone Service 2,945 1,919 2,400 2,600 3,600
6357 - Advertising/Publication 935 749 2,400 2,400 2,400
6370 - General Printing and Binding 62,611 38,202 66,300 31,900 24,900
6385 - Insurance 2,100 2,100 2,100 2,100 2,100
6476 - Conferences/Meetings/Training 3,074 90 900 7,700 7,700
6477 - Local Meeting Expenses 36 - 200 200 200
6479 - Dues and Subscriptions 1,527 1,068 3,000 3,200 3,200
6496 - Historical Society 4,330 4,315 4,700 4,700 4,700
6535 - Other Contractual Services 12,373 9,000 25,200 45,500 46,300
6569 - Maintenance Contracts 5,370 5,499 4,000
SERVICES AND OTHER CHARGES 192,517 131,407 203,800 237,500 222,200
6660 - Office Furnishings & Equipment 1,368 1,494 2,000 3,300 1,500
CAPITAL OUTLAY 1,368 1,494 2,000 3,300 1,500
TOTAL COMMUNICATIONS 580,954 558,809 687,300 746,300 756,300
41 August 10 Workshop
2022‐2023 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resources Department is to:
Develop and implement personnel policies
Administer compensation and benefits plans
Coordinate employee relations initiatives
Maintain and protect the privacy and security of
employee records
Serve as internal consultant to management
The Human Resources Department is responsible for the following functions:
Coordinate recruitment efforts
Respond to employee performance and discipline issues
Negotiate and administer labor contracts
Coordinate employee recognition program
Conduct new employee orientations and coordinate limited training initiatives
42 August 10 Workshop
2022‐2023 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resource Manager
HIGHLIGHTS & CHANGES
Overview: The 2022 Human Resources budget
is set to decrease by $32,800 or 4.4%. The
decrease is attributed to personal service costs
and reduction in tuition reimbursement costs.
The 2023 Human Resources budget is
programmed to increase by $24,200 or 3.4%.
The increase is primarily due to a personal
costs due to steps, cost of living adjustments
and the programmed health insurance
increase.
2022 Highlight/Change 1 Professional Services‐General (6310) are increasing due to a new recruitment platform.
Hiring managers will have the opportunity to use an online portal to interview candidates via recorded messages.
The City partnered with the League of Minnesota Cities in 2021 to test this platform, at no cost to the City. The
technology was highly successful for hiring managers and a technology that was requested we continue to use for
recruitments. The tool has also assisted us in our racial equity and inclusion efforts as a way to get more
candidates into the interview process.
Financial Impact: $3,500 increase
Service Level Impact: None
2022 Highlight/Change 2: Tuition Reimbursement (6478) is proposed to decrease given fewer participants. There
are six (6) employees projected to be enrolled in 2022.
Financial Impact: $7,000 decrease
Service Level Impact: Our employees are receiving higher levels of education to grow in their positions.
2022 Highlight/Change 3: Office Furnishings & Equipment (6660) is proposed to increase for the purchase of a
new scanner.
Financial Impact: $4,000 increase
Service Level Impact: Moving to a paperless format for all personnel related filing.
2021 Highlight/Change 1: Salaries and Wages (6110) represent a 6% increase from 2022 to 2023 due to staff
moving through steps and also an annual cost of living increase.
Financial Impact: $25,000 increase
Service Level Impact: none
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 335,707 362,439 521,900 486,700 518,600
Parts and Supplies 1,396 572 2,700 2,700 2,600
Services and Other Charges 132,337 101,127 208,600 209,500 205,300
Capital Outlay 1,069 880 4,800 6,300 2,900
470,508 465,018 738,000 705,200 729,400
43 August 10 Workshop
2022‐2023 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resource Manager
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Human Resources Manager 1 1 1 1 1 2,080
Human Resources Rep/Analyst 1 1 1 1 1 2,080
Human Resources Generalist 1 1 1 1 1 2,080
Human Resource Assistant 0.25 ‐11 1 2,080
Total 3.25344 4 8,320
1
2
3
4
5
6
7
8
9
10 Wellness
11 Safety
12
13 Employee Engagement
14 Compensation &Classification
Activity
Routine
Recruitment Administration
Benefits administration
Management Consult/Assistance
Workers Compensation
General, administrative
Employment‐related issues/investigations
Labor relations/contract administration
Employee relations
Policy/organizational development
Employee orientation & training
44 August 10 Workshop
2022‐2023 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resource Manager
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
10 - HUMAN RESOURCES
6110 - Salaries and Wages - Regular 219,116 239,450 385,600 374,400 399,100
6125 - Floating Holiday Pay 1,654 2,470
6127 - Empl Recog Day/Special Duty - 557
6134 - Vacation Pay 22,561 22,565
6135 - Holiday Pay 11,020 10,498
6136 - Sick Pay 10,771 11,017
6142 - PERA - Coordinated 18,920 19,633 28,900 28,100 29,900
6144 - FICA 18,595 19,286 27,300 27,100 28,400
6151 - Health Insurance 27,277 29,293 77,400 54,400 58,400
6152 - Life 257 295
6154 - Disability - Long-term 654 724
6155 - Workers Compensation 1,242 1,700 2,700 2,700 2,800
6158 - Dental Insurance 895 724
6159 - VEBA 2,746 4,229
PERSONAL SERVICES 335,707 362,439 521,900 486,700 518,600
6210 - Office Supplies 1,054 572 500 500 500
6211 - Office Printed Material/Forms - - 1,000 1,000 900
6215 - Reference Materials 342 - 1,200 1,200 1,200
PARTS AND SUPPLIES 1,396 572 2,700 2,700 2,600
6310 - Professional Services-General 19,460 26,029 8,000 11,500 8,000
6318 - Medical Services - Physical Ex 9,498 8,019 25,500 25,800 25,800
6319 - Medical Services - Other 10,006 14,244 30,600 34,400 34,400
6353 - Personal Auto/Parking - - 200 200 200
6355 - Cellular Telephone Service 555 463 700 700
6358 - Employment Advertising 16,494 579 17,100 17,100 17,100
6359 - Legal Notice Publication - - 300 300 300
6370 - General Printing and Binding 710 4,819 3,600 3,600 3,600
6475 - Miscellaneous 5,654 9,399 14,800 6,500 6,500
6476 - Conferences/Meetings/Training 22,020 5,197 1,300 8,800 8,800
6477 - Local Meeting Expenses 965 445 3,500 900 900
6478 - Tuition and Book Reimbursement 26,666 10,772 72,000 65,000 65,000
6479 - Dues and Subscriptions 1,122 339 1,200 1,100 1,100
6535 - Other Contractual Services 6,197 6,034 13,800 13,800 13,800
6536 - Flex Plan Administration Fee 12,990 14,789 16,000 19,800 19,800
SERVICES AND OTHER CHARGES 132,337 101,127 208,600 209,500 205,300
6660 - Office Furnishings & Equipment 1,069 880 4,400 6,300 2,900
6670 - Other Equipment - - 400
CAPITAL OUTLAY 1,069 880 4,800 6,300 2,900
TOTAL HUMAN RESOURCES 470,508 465,018 738,000 705,200 729,400
45 August 10 Workshop
2022-2023 Budget Operating Budget
Police-
Admin.
1.7%
Expenditures as % of General
Fund
Police–Administration (11)
Responsible Manager: Roger New, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the Police
Department is to:
• Ensure the compliance of department policies
and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and Training
Board
• Work with elected officials and other city staff to
support Eagan citizens
• Assure community members have confidence in
the Police department
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs/practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
Calls for service 58,848 45,949 51,606 51,288 50,970
46 August 10 Workshop
2022-2023 Budget Operating Budget
Police (11)
Responsible Manager: Roger New, Deputy Chief of Police
HIGHLIGHTS & CHANGES – ENTIRE DEPARTMENT
Overview: The Police Department’s 2022 budget
reflects an overall increase of $595,200 or 3.7 %. This
increase is due to anticipated negotiated contractual
obligations, and the request for one new Police
Lieutenant Administration, and additional training and
equipment. One additional Police Officer would
increase the department’s authorized strength to 77
sworn staff members and 96 staff members overall.
The non-personnel services portion of the police
department budget reflects a $259,100 increase or
10.3% from 2021.
2023 Overview: The Police Department’s 2023 budget submission reflects an overall increase of $717,600 or 5.1%. This
increase is mostly due to anticipated contractual obligations and health care cost increases.
The non-personnel services portion of the police department budget reflects an increase of $24,800 or 0.9% from 2022.
47 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
HIGHLIGHTS & CHANGES
Administration Division Overview: The Police Administration non-personal services portion of the budget proposal
reflects an increase of $25,200 or 3.6% for 2022. This is due mostly to a department photo which will be taken every five
years and was delayed due to the pandemic and the Youth Leadership Academy/Program. There was a decrease in the
Dakota Special Operations annual costs of $4,000.
2022 Highlight/Change 1 Youth Leadership Academy/Program
Financial Impact: An Increase of $5,000.
Service Level Impact: The department has partnered with the Federal Bureau of Investigation (FBI) to develop a Youth
Leadership Academy/Program, which is intended to expose kids ages 14-16 to leadership principles from leaders in the
public/private sector. The program will conclude with a discussion on what steps can be made to advance things through
a racial equity and inclusion lens.
POLICE ADMINISTRATION - EXPENDITURE SUMMARY
Expenditure 2019 2020
g
2021
g
2022
g
2023
Personal Services 869,871 814,084 553,200 568,900 597,200
Parts and Supplies 7,878 3,709 6,900 7,500 7,500
Services and Other Charges 126,869 98,539 137,600 147,500 143,000
Capital Outlay 972 7,756 5,200 4,200 5,500
1,005,590 924,087 702,900 728,100 753,200
48 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
POSITION INVENTORY SUMMARY – TOTALS BY DIVISION
POSITION INVENTORY – ADMINISTRATION DIVISION
2022-2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Administration Division 3 3 3 3 3 6,240
Patrol Division 54 58 59 60 60 124,800
Investigations Division 13 14 14 15 15 31,200
Support Division 15.425 15.80 15.80 15.80 15.80 32,864
Total 85.425 90.80 91.80 93.80 93.80 195,104
Personnel 2019 2020 2021 2022 2023 Hours
Chief of Police 1 1 1 1 1 2,080
Deputy Chief of Police 1 1 1 1 1 2,080
Executive Secretary 1 1 1 1 1 2,080
Total 3 3 3 3 3 6,240
1
2
3
4
5
6
7
8
9
10
11
12
Activity
Clerical Support
Prepare Annual Report and other publications
Routine
Establish and review police department policies and procedures
Respond to citizen questions and concerns
Attend department and outside training relating to law enforcement issues
Promote geographic policing initiatives
Work with elected officials and other city staff members on issues affecting Eagan
Meet with other government agencies on law enforcement issues
Ensure compliance with established law enforcement practices and norms
Plan and implement goals and objectives for the department
Interact with citizens to foster positive relationships between the city and the community
Develop the department budget
49 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT
Continued on next page
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
11 - POLICE
6110 - Salaries and Wages - Regular 7,142,968 7,461,885 9,588,500 10,071,600 10,464,700
6112 - Overtime - Regular 219,378 305,178 173,600 168,000 167,800
6120 - Contractual Services 113,575 54,830 100,000 100,000 100,000
6124 - Funeral Leave 12,843 20,109
6125 - Floating Holiday Pay 10,271 10,429
6127 - Empl Recog Day/Special Duty 18,993 18,877
6132 - Compensatory Pay 223,405 206,861
6134 - Vacation Pay 574,422 615,478
6135 - Holiday Pay 463,029 475,776
6136 - Sick Pay 337,977 354,943
6138 - Military Duty Pay 3,773 -
6139 - Other Pay 2,000
6142 - PERA - Coordinated 77,101 77,104 93,900 105,100 108,900
6143 - PERA - Police 1,345,270 1,463,298 1,536,600 1,472,200 1,671,400
6144 - FICA 180,868 184,797 216,200 227,700 235,700
6151 - Health Insurance 1,055,754 1,152,239 1,498,800 1,375,800 1,469,500
6152 - Life 8,993 8,974
6154 - Disability - Long-term 22,456 23,306
6155 - Workers Compensation 249,014 377,097 491,700 515,000 535,000
6156 - Unemployment Compensation - 117 2,000 2,000 2,000
6158 - Dental Insurance 40,612 47,065
6159 - VEBA 140,315 157,875
PERSONAL SERVICES 12,241,015 13,018,239 13,701,300 14,037,400 14,755,000
6210 - Office Supplies 9,315 7,407 10,000 10,500 10,500
6211 - Office Printed Material/Forms 5,364 2,976 9,100 9,100 9,100
6212 - Office Small Equipment 7,759 7,568 14,200 14,200 14,200
6215 - Reference Materials 1,321 1,916 5,400 5,600 5,600
6220 - Operating Supplies - General 26,873 50,516 23,500 24,700 24,700
6224 - Clothing/Personal Equipment 97,904 144,872 115,900 118,500 118,500
6226 - Public Safety Supplies 40,173 58,621 40,400 70,400 82,400
6228 - Ammunition 46,878 58,201 59,800 76,900 76,900
6231 - Mobile Equipment Repair Parts 66,640 59,196 51,000 51,000 51,000
6232 - Small Equipment Repair Parts 8,330 1,938 5,300 6,100 6,100
6235 - Fuel, Lubricants, Additives 127,566 118,428 156,600 156,600 156,600
6238 - Communication System Parts 519 3,066 4,500 4,500 4,500
6244 - Chemicals & Chemical Products 384 -
6270 - Computer Software 66 - -
PARTS AND SUPPLIES 439,091 514,706 495,700 548,100 560,100
50 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT (CONT’D)
6310 - Professional Services-General 17,696 26,774 9,600 17,900 12,900
6319 - Medical Services - Other - 2,283 300 300 300
6320 - Instructors 700 150 1,100 1,100 1,100
6325 - Vet/Kennel Charge/Animal Dispo 15,338 15,864 27,000 25,000 25,000
6330 - DCC Fees 1,361,112 1,454,076 1,495,900 1,525,800 1,556,400
6346 - Postage 5,923 2,362 -
6347 - Telephone Service & Line Charg 3,087 3,160 5,000 5,000 5,000
6349 - Teleprocessing Equipment 29,949 45,460 29,600 49,000 49,000
6353 - Personal Auto/Parking 1,878 240 3,100 3,100 3,100
6354 - Car Washes 4,735 5,469 5,000 5,500 5,500
6355 - Cellular Telephone Service 39,770 42,637 41,600 48,000 50,000
6385 - Insurance 65,500 65,500 65,500 65,500 65,500
6405 - Electricity 1,818 1,715 2,500 2,900 2,900
6425 - Mobile Equipment Repair Labor 4,698 3,604 10,700 7,700 7,700
6426 - Small Equipment Repair-Labor 1,821 794 3,300 3,300 3,300
6430 - Communication System Repair-La 365 - 3,600 3,600 3,600
6457 - Machinery & Equipment-Rental 18,890 9,172 12,400 13,300 13,300
6475 - Miscellaneous 9,378 4,101 8,800 7,800 7,800
6476 - Conferences/Meetings/Training 134,731 73,583 129,200 226,700 228,300
6477 - Local Meeting Expenses 11,393 2,944 13,800 19,800 19,800
6479 - Dues and Subscriptions 10,142 11,177 11,300 13,600 13,600
6480 - Licenses, Permits and Taxes 366 997 700 700 700
6520 - Major Investigation Expenses 22,621 23,303 33,000 29,500 29,500
6538 - Towing Charges 1,229 626 2,000 2,000 2,000
6569 - Maintenance Contracts 42,742 39,964 61,800 62,300 62,500
SERVICES AND OTHER CHARGES 1,805,882 1,835,956 1,976,800 2,139,400 2,168,800
6660 - Office Furnishings & Equipment 16,343 35,597 25,300 30,200 30,100
6670 - Other Equipment 24,587 45,080 22,200 61,400 44,900
CAPITAL OUTLAY 40,930 80,677 47,500 91,600 75,000
TOTAL POLICE 14,526,918 15,449,577 16,221,300 16,816,500 17,558,900
51 August 10 Workshop
2022-2023 Budget Operating Budget
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52 August 10 Workshop
2022-2023 Budget Operating Budget
Police-
Patrol
23.2%
Expenditures as % of General
Fund
Police–Patrol (11)
Responsible Manager: Lieutenant John Collins
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police Department is to:
• Maintain a safe community through enforcement and
educational efforts
• Reduce and prevent crime through education and
community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of citizens
• Solve ongoing law enforcement problems
The Patrol Division is responsible for the following functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county
and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations/participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
16,287 10,228 11,149 10,022 8,896
3,154 2,071 2,177 1,947 1,716
Traffic stops
Traffic citations
53 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Patrol (11)
Responsible Manager: Lieutenant John Collins
HIGHLIGHTS & CHANGES
Patrol Division Overview: The non-personal services
Patrol budget for 2022 reflects an increase of $206,200
or 35.5%, due to an increase in training for Pathways to
Policing Officer candidates, a Virtual Reality training
system, Squad Air Card fees, control device munitions,
and Axon Taser equipment. Personal services increased
$153,600 or 1.7%, due to one new Police Lieutenant and
negotiated contractual obligations which is offset by a
decrease in health insurance costs and the reassignment
of an officer to detective.
The non-personal services patrol budget for 2023 reflects a decrease of $7,300 or 0.9%, however, the overall Patrol budget
increased $502,900 or 5.0 % which is mostly due to anticipated contractual obligations.
2022 Highlight/Change 1: The addition of one Police Lieutenant Administrator.
Financial Impact: This position would increase our personal services budget $201,800 the first year.
Service Level Impact: The primary focus for this position would be Professional Standards, which encompasses training,
policy review and internal affairs, which are currently embedded in other administrative positions. This position will allow
for administrative oversight necessary in these areas along with freeing up the operational lieutenants to engage and interact
with the community more. The department is exploring grant opportunities which may offset some of the wages and
benefits for this position.
2022 Highlight/Change 2: Increase in the training budget for the Pathways to Policing program.
Financial Impact: An increase of $8,000 to the training budget for 2022. The state is no longer reimbursing cities for
participating in the Pathways program, which places the burden on participating cities.
Service Level Impact: The Pathways program allows the department to recruit non-traditional law enforcement
candidates, which serves as a means to draw candidates with diverse backgrounds.
2022 Highlight/Change 3: Virtual Reality training system (Axon).
Financial Impact: $30,000 annually in the training budget.
Service Level Impact: The training system would allow officers to do virtual based training in a controlled environment,
which is intended to further their decision-making skills during actively involved situations. This system will also be used
during community engagement initiatives to help provide a context of what types of situations officers might encounter
during the course of their duties.
2022 Highlight/Change 4: Increase in squad Air Cards.
Financial Impact: An increase of $21,000 annually.
Service Level Impact: The Air Cards provide wireless functionality to the computers in the squad cars, which are used for
calls for service, access to law enforcement databases, report writing, and operating the mobile video recorder systems.
2022 Highlight/Change 5: Increase in cost of control device munitions.
Financial Impact: An increase of $17,000 annually.
Service Level Impact: The department would like to properly train and equip officers with control device munitions, which
are less lethal devices. Following the events over the past year, an emphasis is being placed on equipment and training
such as this to maintain order in communities.
54 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Patrol (11)
Responsible Manager: John Collins
EXPENDITURE SUMMARY – PATROL DIVISION
POSITION INVENTORY
2022-2023 WORK PLAN
Expenditure 2019 2020
g
2021
g
2022
g
2023
Personal Services 7,868,426 8,508,505 9,145,900 9,299,500 9,809,700
Parts and Supplies 357,736 381,512 400,000 452,800 464,800
Services and Other Charges 159,303 154,248 150,400 258,200 259,300
Capital Outlay 32,893 46,825 31,100 76,700 56,300
8,418,357 9,091,090 9,727,400 10,087,200 10,590,100
Personnel 2019 2020 2021 2022 2023 Hours
Sergeants 8 8 8 8 8 16,640
Police Officers 44 48 49 49 49 101,920
Operations Lieutenants 2 2 2 3 3 6,240
Total 54 58 59 60 60 124,800
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18 Practice Geographic Policing strategies
Crisis negotiator training
Proactive patrol/misc. duties
Special Operations Team and team training/other
Policy writing and revisions
Administer Special Operations Programs, K-9, Geo-policing
Assign, develop and administer training programs
Administer and ensure emergency management mandated compliance
SWAT training
Command vehicle training
Traffic unit enforcement efforts
Neighborhood Watch/ National Night Out and crime prevention efforts
Directed traffic enforcement
Routine
Activity
Time spent on answering calls for service
Court preparation and testimony
Participate in POST mandated training
Participate in FEMA and emergency preparedness training
Time spent on DUI arrests
55 August 10 Workshop
2022-2023 Budget Operating Budget
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56 August 10 Workshop
2022-2023 Budget Operating Budget
Police-
Invest.
5.3%
Expenditure as % of General Fund
Police–Investigations (11)
Responsible Manager: Lieutenant Dan Tocko
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the Police
Department is to:
• The primary function of the Investigative Division
is to complete investigations of criminal cases that
are potentially solvable
• Learn specialized police methods and tactics that
will assist in all types of criminal cases that are
reported from thefts, rapes, child abuse, murder,
embezzlement, internet crimes, etc.
• Conduct seminars that will assist the community
with crime reduction and prevention
The Investigations Division is responsible for the following functions:
• Complete specialized follow-up for criminal investigations
• Provide support and resources for Patrol Division cases
• Gather and disseminate criminal intelligence—federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
1,356 1,498 1,536 1,601 1,667Cases assigned for investigative follow-up
57 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Investigations (11)
Responsible Manager: Lieutenant Dan Tocko
HIGHLIGHTS & CHANGES
Investigation Division Overview: The 2022
Investigation division’s non-personal services portion of
the budget increased $9,700 or 12.1%, while the overall
budget reflects a $286,700 or 12.6% increase. This is
due to negotiated contractual obligations, a
reassignment of an officer to investigations which are
offset by a decrease in health insurance costs.
The Investigations division non-personal services
budget increased $92,400 or 3.1%, while the overall
budget reflects an increase of $125,600 or 4.9%. This increase is due mostly to anticipated contractual obligations and an
increase in health insurance.
2022 Highlight/Change 1: Reassign an officer to a detective role due to the increased case load and case complexity over
the past few years. Many crimes are committed by using electronic means which has allowed for leads, more follow up
scenarios and better solvability. However, extra personal time and attention is needed for these types of crimes.
Financial Impact: Shift in personal service costs from the Patrol division to the Investigations totaling $158,000 plus the
detective differential of $6,500
Service Level Impact: Shifting an officer from Patrol to Investigations will assist in spreading the cases that need follow-up
from other than patrol officers since they can be limited in range of follow-up due to the demand of radio calls for service.
EXPENDITURE SUMMARY – INVESTIGATIONS DIVISION
Expenditure 2019 2020
g
2021
g
2022
g
2023
Personal Services 2,179,713 2,393,179 2,203,800 2,480,800 2,603,000
Parts and Supplies 23,085 24,363 24,700 27,500 27,500
Services and Other Charges 49,031 28,960 48,850 56,600 56,600
Capital Outlay 5,829 1,417 6,400 5,500 8,300
2,257,658 2,447,919 2,283,750 2,570,400 2,695,400
58 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Investigations (11)
Responsible Manager: Lieutenant Dan Tocko
POSITION INVENTORY
2022-2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
2 2 2 2 2 4,160
11 12 12 13 13 27040
Total 13 14 14 15 15 31,200
Detective Sergeants
Detectives
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19 Support Geographic Policing initiatives
Employment background investigations
DUI forfeiture process and completion
Confer with prosecution on active cases
Specialized investigative training
POST mandated training
Attend meetings (Tri-County, Supv., Geo-Police, Sgts., Chief briefings, etc)
Conduct training for other officers
Community presentations
Prepare materials and conduct briefings on specialized crimes
Schedule detectives for training, time off and special functions
Activity
Routine
Actively Investigate criminal cases
Testify in court
Case management/review reports and assign cases to detectives
Complete background investigations for permit and license activity
Detective/Sergeant case consultations
Proactive case work--surveillance of potential criminal activity
Courtroom preparation
Develop and execute search warrants
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2022-2023 Budget Operating Budget
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60 August 10 Workshop
2022-2023 Budget Operating Budget
Police-
Support
8.2%
Expenditures as % of General Fund
Police–Support (11)
Responsible Manager: Lieutenant Nate Tennessen
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and investigative
divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
• Assist the community, other police divisions and
city departments with intelligence information
and crime trends
The Support Division is responsible for the following functions:
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
7,745 8,312 8,201 8,352 8,503Police reports created/processed
61 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Support (11)
Responsible Manager: Lieutenant Nate Tennessen
HIGHLIGHTS & CHANGES
Support Services Division Overview (Clerical and
Emergency Management: The proposed Support
Services division’s budget is programmed to decrease
$76,450 or 2.2%, which is mostly due to a decrease in
health insurance costs.
The Support Services division’s proposed 2023 budget is
set to increase $89,400 or 2.6 %. This is mostly due to
anticipated wage and benefit increases through
contractual obligations.
2022 Highlight/Change: No highlights to note
EXPENDITURE SUMMARY – SUPPORT DIVISION
Expenditure 2019 2020
g
2021
g
2022
g
2023
Personal Services 1,323,006 1,302,471 1,798,400 1,688,200 1,745,100
Parts and Supplies 50,392 105,122 64,100 60,300 60,300
Services and Other Charges 1,470,679 1,554,208 1,639,950 1,677,100 1,709,900
Capital Outlay 1,236 24,680 4,800 5,200 4,900
2,845,314 2,986,481 3,507,250 3,430,800 3,520,200
62 August 10 Workshop
2022-2023 Budget Operating Budget
Police–Support (11)
Responsible Manager: Lieutenant Nate Tennessen
POSITION INVENTORY
2022-2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
2 2 2 2 2 4,160
Police Cadet 0.6 0.6 0.6 0.6 0.6 1,248
0.625 1 1 1 1 2,080
5 5 5 5 5 10,400
1.2 1.2 1.2 1.2 1.2 2,496
1 1 1 1 1 2,080
1 1 1 1 1 2,080
1 1 1 1 1 2,080
1 1 1 1 1 2,080
1 1 1 1 1 2,080
Forensic/Crime Analyst 1 1 1 1 1 2,080
Total 15.425 15.80 15.80 15.80 15.80 32,864
Property Room Technician
Clerical Technicians-Full-time
Clerical Technicians-Part-time
Crime Prevention Specialist
Support Services Manager
Office Manager
Animal Control Officer
Administrative Lieutenant
Community Service Officers
1
2
3
4
5
6
7
8
9
10
11 Support Geographic Policing initiatives
Citizen academy, National Night Out, Safety Camp events
Intake of evidence and process for court
Dictation of police reports and citations
Analyze crime statistics and patterns
Assist other departments within police department
Activity
Neighborhood watch and crime prevention meetings
Budget preparation, payroll and line item budget
Routine
Investigate animal complaints
Assist other departments within the city, i.e. mail, packets
Supervision of staff and programs
63 August 10 Workshop
2022-2023 Budget Operating Budget
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64 August 10 Workshop
2022-2023 Budget Operating Budget
Fire
10.3%
Expenditures as % of General Fund
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Fire—Administration Division of the
Fire Department is to:
• Plan, direct, manage and coordinate the overall
operation, function and administration of the
Eagan Fire Department to ensure the protection
of citizens' life and property, including;
firefighting, firefighting training, emergency
medical care, rescue, disaster response, fire
prevention and education, and fire
investigations and inspections
• Fulfill the mission statement of the Eagan Fire
Department: protecting life and property by providing public safety education, fire prevention, fire suppression,
medical services and related emergency and non-emergency activities
• Assure building safety and fire code compliance in new and existing buildings
• Reduce fire risk through prevention, education and inspections
• Ensure the protection of life and property for the City of Eagan
The Fire Department is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology
• Oversee Firefighters, Fire Marshal, and Fire Inspector
• Provide resources necessary for the fire department to provide effective and responsible emergency response and
fire prevention/education services
• Organize, track and analyze fire problem specific to our communities and develop targeted programs to reduce the
occurrence of emergency response.
• Respond to emergency calls
• Inspect new and existing buildings for fire code compliance
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide
education to the business community on way to eliminate future calls
• Perform/coordinate fire education and fire prevention functions
• Research and recommend improved technology for emergency call response
• Develop and enhance collaborative relationships with surrounding areas
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire department to provide continued emergency service to residents of
Eagan
65 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
PERFORMANCE INDICATORS
INSPECTIONS
OPERATIONS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
20 30 30 30 30
157 108 200 200 200
287 28 2,500 2,000 2,000
7,397 3,542 5,000 6,000 6,000
1,553 1,709 1,800 1,800 1,800Fire Safety Building Inspections
Total hours spent at training
Fires investigated
Fire Alarms/ Fire Sprinkler permits processed
Total fire prevention hours
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
54 20 ---
3,829 4,907 2965 5065 5065
3 3 3 3 3
$895,000 $1,770,475 $750,000 $750,000 $750,000
7:36 7:48 7:30 7:30 7:30
111 115 100 100 100
16 22 15 15 15
2,587 3,570 1,900 4,000 4,000
98 100 150 150 150
117 135 100 100 100
395 527 300 300 300
490 425 400 400 400
1 5 ---
14 8 ---
3,829 4,907 2,965 5,065 5,065
Service Call
Good Intent Call
False Alarm/False Call
Severe Weather/Natural Disaster
Special Incident
Call type totals:
Large dollar loss (over $1,000 per state reporting)
FIRE
Explosion/Overhead
Overall response time in minutes-Staffed vehicle
Number of Volunteer Firefighters
Number of fire reports completed
Insurance Services Office Rating (ISO score 1 best - 10 worst)
Rescue/EMS
Hazardous Condition
66 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
HIGHLIGHTS & CHANGES
Department Overview: The 2022 Fire Department
budget reflects a modest increase of $36,000, or 0.6%.
This is mostly due to the suggested deviation from the
original Citygate study of retaining a large part-time
firefighter force. It also reflects, with the elimination of
the Fire Relief Association, the ability to redistribute the
Fire State Aid towards career staffing.
The 2023 Fire Department budget shows a increase of
$433,900 or 6.9%. The increase is mostly related to
salary and benefit including an increase in health
insurance costs. The 2023 budget also highlights a new program to attract and train firefighter candidates from within the
community.
2022 Highlight/Change 1: Battalion Chiefs - The 2017 Citygate Fire Department Staffing Study outlined four steps to
transition from an all paid-on-call staffed fire department, to a career staffed fire/EMS department. The final step is to add
three full-time Battalion Chiefs for 24/7/365 providing incident command, safety, and shift supervision. This leadership
position is a critical final step to provide daily oversight and leadership to our 12 career on-shift staff working out of three
separate fire stations. While our current fire captains are team leaders for their individual crews, Battalion Chiefs would
provide leadership to our on-shift Captains across the city and a mid-level supervision between the Fire Chiefs and shifts.
With the elimination of the part-time staffing model and the dissolution of the fire relief association at the end of 2021, the
City of Eagan will continue to receive Fire Aid that once was used to fund the fire relief association. In 2020 Fire Aid totaled
$381,297.42. (Total Fire State Aid for Eagan in 2020 was $465,464.56, this is made up of Fire Aid and Supplemental Aid,
cities without fire relief associations no longer receive supplemental aid) The Fire Aid amount could be used to pay for the
addition of the three Battalion Chiefs positions. In addition to the use of Fire Aid funding, we would propose that the
Battalion Chiefs be promoted from our current 12 full-time Captains positions and that these three captains’ vacancies be
filled with full-time firefighters instead of captains. This would be an additional savings of ($46,794). (FF salary benefits =
$119,288 vs FT Capt. = $134,886).
Total “savings” from Fire Aid and back filling with firefighter vs captains’ positions would be ($428,100).
Financial Impact: Salary and benefit increase to promote 3 Captains to Battalion Chiefs = $75,369. Salary and benefits for 3
Firefighters to backfill open Captains positions = $357,865. Totals costs = $433,234 in 2022.
Service Level Impact: The Citygate Study outlined the need for a well-trained, well-staffed fire department with a
predictable and sustainable staffing model to ensure an acceptable response to emergency fire and EMS calls. The final step
of this plan required Battalion Chiefs for 24/7 supervision.
2022 Highlight/Change 2: Citygate finding #7- Eliminate Fire Relief Association - Citygate recommended eliminating the
relief association due to inequities in how part time staff were compensated for pensions. It has been agreed that the
Eagan Fire Relief Association will not continue after December 31,2021. This will also end the Cities obligation to contribute
funds to the Relief association from Fire State Aid.
Financial Impact: $240,000 decrease from 1221-6145 Fire Relief Association
Service Level Impact: None.
HIGHLIGHTS & CHANGES (CONT’D)
Personal
Services
84%
Parts &
Supplies
7%
Services &
Other
Charges
8%
Capital
Outlay
0.2%
Expenditure by Category
67 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
HIGHLIGHTS & CHANGES (CONT’D)
2022 Highlight/Change 3: Eliminate Part-Time Staffing - With the addition of the three Battalion Chiefs proposed in 2022
and the completion of the 2017 Citygate Fire Department Staffing Study for career staffing levels, we recommend ending
the part-time model that currently exists. The Staffing Study recommends a part time staff of 35 members to help backfill
scheduled position absences or increase unit staffing. The Battalion Chiefs will provide additional operational level career
staff and we fell with this final step of the staffing study complete, we would no longer need to support a part-time staffing
plan.
Financial Impact: $215,000 decrease from 1221-6129 Volunteer Firefighter Compensation
Service Level Impact: With the addition of full time Battalion Chiefs who will bring staffing levels to 13 on-shift personnel,
we can have a reliable and adequate response of fire suppression staff in addition to on-scene incident management.
2022 Highlight/Change 3: Mental Health wellness exams - An increasing issue nationwide in the fire service related to
firefighter wellness is mental health. Studies are showing an increase in suicides, PTSD and emotional trauma amongst
firefighters. In an effort to maintain a healthy workforce we are recommending annual mental wellness exams for all full-
time firefighters. With the ending of the part time staff, we can decrease $2,800 for new hire physical exams and decrease
$3,000 for annual physical evaluations. These decreases will help offset the costs for the mental wellness exams.
Financial Impact: $5,000 total increase annually 1221.6318
Service Level Impact: Maintain a healthy workforce and lower the amount of mental wellness related claims.
2023 Highlight/Change 1: Wellness equipment replacement plan - With an increased focus on firefighter health and
wellness, over the past 5 years we have added fitness equipment at the fire stations. In previous years the department
offered paid memberships to our Community Center, but with the transition to career staff, this option no longer worked.
The original equipment was purchased through two separate donations from the Lions Club. We currently have 2 large
pieces of fitness equipment at each of our three fire stations. We need to increase our office furniture and equipment
budget to support a replacement plan for the fitness equipment.
Financial Impact: $7,500 increase annually 1221.6660
Service Level Impact: Keeping firefighters healthy will continue to limit injury claims and continue to provide adequate
staffing levels for city wide coverage.
2023 Highlight/Change 2: Cadet Program - In reviewing our practices for career firefighter recruitment through a racial
equity lens, we are recommending a new program to provide a more inclusive overall process. The development of a cadet
program will allow staff to hire, train, and prepare possible non-traditional candidates for future firefighter positions. The
intent of this program is to attract applicants that more closely represent the demographics of our community. A multi-city
collaboration of this program will increase the candidate pool for our cities.
Financial Impact: $50,000 increase annually that will fund the costs of 3 candidates in the program.
Service Level Impact: We are looking for this new program to assist with attracting firefighter candidates that may have
not considered public safety as their career path, addressing any racial inequities that may exist in our recruitment and
hiring process. It will also streamline the hiring process should a firefighter opening exist, cutting down on staff hours with
interviews and eliminating a training academy for just 1 or 2 recruits.
68 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
EXPENDITURE SUMMARY
POSITION INVENTORY
INSPECTIONS
OPERATIONS
2022-2023 WORK PLAN
Expenditure
Actual
2019
Ac tual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 3,485,214 5,259,083 5,802,500 5,763,700 6,187,100
Parts and Supplies 214,972 297,018 217,600 232,900 235,900
Services and Other Charges 211,133 209,992 168,500 222,500 225,500
Capital Outlay 16,120 74,198 28,800 34,300 38,800
3,927,438 5,840,290 6,217,400 6,253,400 6,687,300
Personnel 2019 2020 2021 2022 2023 Hours
1 1 1 1 1 2,080
Fire Prevention Specialist 0.5 -----
Total 1.5 1.0 1.0 1.0 1.0 2,080
Deputy Chief/Marshal
Personnel 2019 2020 2021 2022 2023 Hours
Fire Chief 1 1 1 1 1 2,080
Deputy Fire Chief 1 1 1 1 1 2,080
Fire Captain/Inspector 6 12 12 9 9 18,720
Battalion Chief ---3 3 6,240
Fire Fighter 12 24 24 27 27 56,160
Office Support Specialist 1 1 0 0 0 0
Fire Support Technician 0 0 1 1 1 2,080
Administrative Assistant 0.8 0.8 0.8 0.8 0.8 1,664
Total 21.8 39.8 39.8 42.8 42.8 89,024
Activity
Routine
1 Inspections of new buildings
2 Inspections of existing buildings
3 Investigations of Fires
4 Fire Prevention
5 Prepare training for fire department
6 Review new building plans for fire code.
7 Plan, direct and coordinate the activities of the training department.
8 Plan, direct, manage and coordinate the activities of the Fire Dept.
9 Annual budget preparation and administration of budget.
10 Respond to emergency calls.
11 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
12 Direct and manage the firefighter recruitment process.
13 Promote community relations through fire prevention and education.
14 Process Fire Reports
69 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT
Continued on next page
Actual
2019
Ac tual
2020
Budget
2021
Budget
2022
Budget
2023
12 - FIRE
6110 - Salaries and Wages - Regular 1,576,285 2,946,261 3,464,000 3,867,000 4,112,400
6112 - Overtime - Regular 71,718 80,955 175,400 187,000 202,000
6120 - Contractual Services 6,209 - 18,100 9,800 9,800
6124 - Funeral Leave 1,737 1,156
6125 - Floating Holiday Pay 2,842 2,682
6127 - Empl Recog Day/Special Duty 428 1,271
6129 - Volunteer Firefighters Compens 284,288 129,465 215,000 - 50,000
6132 - Compensatory Pay - 2,764
6134 - Vacation Pay 94,936 133,017
6135 - Holiday Pay 77,511 145,405
6136 - Sick Pay 84,171 125,663
6138 - Military Duty Pay 2,011
6142 - PERA - Coordinated 7,557 3,991 21,500 22,700 24,300
6143 - PERA - Police 297,638 579,502 596,700 665,700 708,100
6144 - FICA 34,717 50,374 68,600 74,200 78,300
6145 - Fire Relief Association 444,557 274,569 240,000 - -
6151 - Health Insurance 251,346 472,785 661,500 640,600 686,900
6152 - Life 2,164 3,931
6154 - Disability - Long-term 4,606 8,467
6155 - Workers Compensation 202,164 212,327 334,700 289,700 308,300
6156 - Unemployment Compensation 735 4,481 7,000 7,000 7,000
6158 - Dental Insurance 9,548 16,842
6159 - VEBA 30,058 61,164
PERSONAL SERVICES 3,485,214 5,259,083 5,802,500 5,763,700 6,187,100
6210 - Office Supplies 2,490 5,546 5,500 5,500 5,500
6215 - Reference Materials 6,441 1,279 2,500 2,500 2,500
6220 - Operating Supplies - General 13,471 16,336 8,500 9,000 9,000
6221 - Film & Film Processing - 33
6222 - Medical/Rescue/Safety Supplies 5,967 33,695 17,100 22,000 22,000
6224 - Clothing/Personal Equipment 50,601 113,855 38,900 41,200 41,200
6226 - Public Safety Supplies 4,588 3,339 3,500 4,500 4,500
6230 - Repair/Maintenance Supplies-Ge 23,465 22,364 17,500 21,000 21,000
6231 - Mobile Equipment Repair Parts 48,618 48,852 55,000 55,000 55,000
6234 - Field/Other Equipment Repair 5,571 5,776 6,500 3,800 3,800
6235 - Fuel, Lubricants, Additives 29,288 25,514 47,000 47,000 50,000
6238 - Communication System Parts 1,545 2,423 1,500 1,500 1,500
6240 - Small Tools 2,214 3,180 2,300 2,300 2,300
6244 - Chemicals & Chemical Products 2,328 3,834 800 4,000 4,000
6270 - Computer Software 18,383 10,992 11,000 13,600 13,600
PARTS AND SUPPLIES 214,972 297,018 217,600 232,900 235,900
70 August 10 Workshop
2022-2023 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT (CONT’D)
6318 - Medical Services - Physical Ex 20,419 9,555 13,000 17,200 17,200
6319 - Medical Services - Other 11,050 1,019 - 1,200 1,200
6320 - Instructors 12,335 6,590 12,500 11,000 14,000
6323 - Testing Services 19,648 32,950 37,200 38,100 38,100
6346 - Postage 661 726 700 700 700
6347 - Telephone Service & Line Charg 683 766 900 900 900
6353 - Personal Auto/Parking 475 81 300 300 300
6354 - Car Washes 233 139 800 600 600
6355 - Cellular Telephone Service 6,213 6,407 7,000 7,000 7,000
6385 - Insurance 40,100 40,100 40,100 40,100 40,100
6425 - Mobile Equipment Repair Labor 14,953 21,658 14,000 20,000 20,000
6426 - Small Equipment Repair-Labor 26 - -
6427 - Building Operations/Repair-Lab 2,500 3,000 3,500 4,000 4,000
6475 - Miscellaneous 4,875 5,454 4,000 4,000 4,000
6476 - Conferences/Meetings/Training 36,680 28,782 2,200 41,700 41,700
6477 - Local Meeting Expenses 2,489 2,425 1,600 3,600 3,600
6479 - Dues and Subscriptions 1,967 336 2,900 2,300 2,300
6480 - Licenses, Permits and Taxes 58 425 -
6515 - Internal Expenses (Interfund)1,189 - -
6535 - Other Contractual Services 33,870 49,579 27,000 29,000 29,000
6538 - Towing Charges 712 - 800 800 800
SERVICES AND OTHER CHARGES 211,133 209,992 168,500 222,500 225,500
6660 - Office Furnishings & Equipment 5,341 15,023 20,000 20,000 27,500
6670 - Other Equipment 10,779 59,174 8,800 14,300 11,300
CAPITAL OUTLAY 16,120 74,198 28,800 34,300 38,800
TOTAL FIRE 3,927,438 5,840,290 6,217,400 6,253,400 6,687,300
71 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
PURPOSE & DESCRIPTION:
The purpose of the Public Works—Engineering is to:
Provide or recommend the best‐designed and economical
solutions in the most efficient manner for all public
improvements
Technically guide the Council with regards to all engineering
and public works issues
Follow the Council’s directives
Administer and manage all public improvements, private developments, right‐of‐way activities, NPDES Phase II
permit and all other engineering and public works issues
Provide customers with accurate and clearly understandable information as it relates to engineering and public
works
The Public Works—Engineering is responsible for the following functions:
Respond to all inquiries and requests of the City Council, various City departments and residents by providing
municipal engineering and utility information/assistance
Address demands on the transportation system & traffic management impacting the City
Provide topographical, construction and as‐built surveying, preparation of feasibility studies, reports and staff
support at Council meetings for public improvements
Design/draft construction plans, write/administer specifications, hold informational meetings and coordinate
construction/inspection services for public improvements
Provide quality control for the City’s infrastructure and erosion/sediment control (SWPPP)
Update Capital Improvement Program & Comprehensive Plans for City’s infrastructure
Coordinate/present Public Hearings/Final Assessment Hearings for City improvements
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
NA 85%NA 90% NA
NA 86%NA 90% NA
200 321 250 250 250
4.7 6.1 9.8 16.1 13.8
430 445 703 1,826 1,551
1.0 1.2 1.0 0.5 0.5
1.0 1.4 1.0 0.5 0.5
1.0 1.0 1.0 1.0 1.0
150 39 175 100 100
Miles of water main installed
Miles of sanitary sewer installed
Miles of storm sewer installed
Reviews of residential building permit site plans
Properties assessed for public improvement
City Survey‐ positive about trails & sidewalks
City Survey‐Good/excellent storm drainage
Utility permits issued
Miles of streets overlayed
72 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
HIGHLIGHTS & CHANGES
Overview: The proposed 2022 Engineering budget
reflects a decrease of $19,000, or 1.1% for Personnel
Services from the 2021 budget. The overall $16,400
increase is primarily due to the proposed replacement of
a 15‐year old Global Positioning System (GPS) survey
unit.
The 2023 Engineering budget reflects an increase of
$37,900, or 2.1%, from the 2022 budget. The overall
increase is primarily due to increased personnel costs.
2022 Highlight/Change 1: Addition of a Graduate Engineer position. Growth, mandates, regulations, technology, aging
infrastructure, and changed perspectives are contributing to the ever‐increasing demands for engineering services. This staff
request would improve productivity and customer service by increasing the department’s ability to perform and review
technical studies and the professional engineering project delivery work for public and private improvements installed under
public contracts, private development agreements, grading permits, and building permits. This would enable said work to be
completed in a timely manner and would ensure these improvements are properly designed.
Financial Impact: $113,900 increase to Engineering, Dept 21 (General Fund)
Service Level Impact: Enhance timely, comprehensive preparation and review of public and private infrastructure project
documents and studies.
2022 Highlight/Change 2: Replacement of survey‐grade Geographic Positioning System (GPS) unit. The existing GPS is over
fifteen years old and no longer fully accepting software updates. This unit provides for efficient and accurate grade, location,
and construction surveys, primarily addressing all public infrastructure. The GPS unit also replaces need for other two‐person
survey technologies.
Financial Impact: $25,000 increase Engineering Dept 21 (General Fund)
Service Level Impact: Maintains efficient and accurate grade, location, and public improvement as‐built and construction
surveys.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,357,278 1,409,876 1,721,800 1,702,800 1,768,600
Parts and Supplies 12,330 5,472 15,900 18,200 17,300
Services and Other Charges 40,723 26,560 46,000 54,900 54,200
Capital Outlay 4,995 5,490 10,500 34,700 8,400
1,415,326 1,447,397 1,794,200 1,810,600 1,848,500
73 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Public Works Director 0.6 0.6 0.6 0.6 0.6 1,248
Deputy Director ‐‐0.6 0.6 0.6 1,248
City Engineer 111112,080
Assistant City Engineer 111112,080
Transportation Operations Engineer 0.4 0.3 0.3 0.3 0.3 624
Project Coordinators 223336,240
Engineering Technician 333336,240
Engineering Aide 111112,080
Clerical Technician 111112,080
GIS Technician ‐0.5 0.5 0.5 0.5 1,040
Total 10.0 10.4 12.0 12.0 12.0 23,920
1
2
3
4
5
6
7
8
9
10
11
12 Review and implement comprehensive infrastructure plans
Maintain and upgrade the GIS service delivery program
Provide general administration/supervision to the Engineering Division
Manage the Municipal State Aid Street funding program
Evaluate and provide local traffic management
Evaluate and initiate transportation planning
Monitor and manage the budget
Collect data and prepare the annual report
Activity
Routine
Manage and administer public improvements; implement Capital Improvement Plan
Manage and inspect private developments
Provide general engineering customer service
Manage the Storm Water Pollution Prevention Program (SWPPP)
74 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
21 - ENGINEERING
6110 - Salaries and Wages - Regular 828,453 870,234 1,266,700 1,278,200 1,324,200
6112 - Overtime - Regular 16,078 15,542 20,000 20,000 20,000
6124 - Funeral Leave 1,127 1,456
6125 - Floating Holiday Pay 6,873 6,121
6127 - Empl Recog Day/Special Duty - 1,399
6130 - Salaries and Wages - Temporary 15,201 - 19,800 20,000 20,000
6131 - Overtime - Temporary 52 - 200 -
6132 - Compensatory Pay 116 44
6134 - Vacation Pay 102,378 106,009
6135 - Holiday Pay 42,941 43,793
6136 - Sick Pay 46,590 52,669
6142 - PERA - Coordinated 76,388 78,786 96,500 97,100 100,500
6144 - FICA 72,286 72,155 96,600 96,700 99,700
6151 - Health Insurance 116,938 128,038 213,800 182,600 195,700
6152 - Life 1,095 1,094
6154 - Disability - Long-term 2,757 2,808
6155 - Workers Compensation 3,681 5,552 8,200 8,200 8,500
6158 - Dental Insurance 4,931 5,186
6159 - VEBA 19,393 18,990
PERSONAL SERVICES 1,357,278 1,409,876 1,721,800 1,702,800 1,768,600
6220 - Operating Supplies - General 1,310 1,315 1,700 1,800 1,800
6224 - Clothing/Personal Equipment 752 409 1,100 1,400 1,100
6231 - Mobile Equipment Repair Parts 4,063 529 2,000 2,000 2,000
6232 - Small Equipment Repair Parts 1,357 15 500 500 500
6235 - Fuel, Lubricants, Additives 4,848 3,204 5,500 6,600 6,600
6270 - Computer Software - - 5,100 5,900 5,300
PARTS AND SUPPLIES 12,330 5,472 15,900 18,200 17,300
6310 - Professional Services-General 4,094 - 15,300 15,300 15,300
6346 - Postage 1,361 1,385 1,600 1,700 1,700
6353 - Personal Auto/Parking 4,275 4,104 4,900 1,500 1,500
6354 - Car Washes - - - - -
6355 - Cellular Telephone Service 7,122 5,449 7,500 8,600 8,600
6370 - General Printing and Binding - - 100 100 100
6385 - Insurance 8,400 8,400 8,400 8,400 8,400
6425 - Mobile Equipment Repair Labor 300 - 300 300 300
6426 - Small Equipment Repair-Labor 37 - 200 200 200
6476 - Conferences/Meetings/Training 12,486 1,386 4,500 15,100 15,100
6477 - Local Meeting Expenses 234 - 600 600 600
6479 - Dues and Subscriptions 1,558 2,508 2,200 2,100 1,900
6480 - Licenses, Permits and Taxes 125 1,080 - 800 300
6481 - Recording Fees 291 49 400 200 200
6487 - VISA/MC Bank Charges 439 2,199
SERVICES AND OTHER CHARGES 40,723 26,560 46,000 54,900 54,200
6660 - Office Furnishings & Equipment 4,995 5,447 10,500 34,700 8,400
6670 - Other Equipment 43
CAPITAL OUTLAY 4,995 5,490 10,500 34,700 8,400
TOTAL ENGINEERING 1,415,326 1,447,397 1,794,200 1,810,600 1,848,500
75 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works—Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation Operations
Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works—Streets & Highways Department is
to:
Provide resources and technical application of structural
maintenance procedures for public roadways, transportation
trail ways and related infrastructure keeping them in the best possible and safest condition economic constraints
allow
Provide resources for operational maintenance procedures including snow and ice control, sweeping, traffic control,
street‐lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as
economic constraints allow
The Public Works—Streets & Highways Department is responsible for the following functions:
Structural maintenance of infrastructure located in local public rights of way including the repair and preservation
of roadways, sidewalks, trails, street lighting, signage and street drainage systems
Provide operational maintenance including snow and ice control, street lights, cross departmental services delivery,
traffic control, and the cleaning of streets and surface drainage grates
Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and repair of
related boulevard amenities
76 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation Operations Engineer
HIGHLIGHTS & CHANGES
Overview: The Transportation Operations (Streets &
Highways) Division non‐personnel budget would
increase by $64,600 or 9.0% from the 2019 budget. The
personnel budget would increase by $75,500 or 4.3%.
the primarily driver is proposed Maintenance Trainee
program.
The 2023 proposed budget is set to increase 4.1% or by
$108,300 with proposed non‐personnel budget would
increase by $34,400 or 4.4% from the 2022 budget. The
personnel budget would increase by $73,900 or 4.0%.
2022 Highlight/Change 1: Maintenance Trainee (entry level) positions shared between Streets, Utilities, and Parks/Forestry
Divisional maintenance operations will promote the growth of the future work force while also enhancing the opportunity
for non‐traditional maintenance worker candidates. Similar training programs have worked well in other metro cities and
would be comparable to the Eagan Police program.
Financial Impact: $47,500 increase (6110/6130)
Service Level Impact: Development of future maintenance staff, including addressing equity, and enhance ability to complete
currently unfinished maintenance tasks.
2022 Highlight/Change 2: Increased unit prices for unleaded fuel and diesel fuel.
Financial Impact: $22,500 increase (6235)
Service Level Impact: Ability to maintain current year‐round service levels
2022 Highlight/Change 3: Decreased quantity of ice control materials being purchased and the price available on the 2021
state cooperative purchasing venture contract result in a slight decrease in costs compared to the 2021 budget.
Financial Impact: $12,000 decrease (6256)
Service Level Impact: Ability to maintain current winter snow and ice control service levels
2022 Highlight/Change 4: Training opportunities were limited during COVID and the budget amount was reduced. Training
opportunities are anticipated to return to pre‐COVID levels budget year.
Financial Impact: $5,000 increase (6476)
Service Level Impact: Staff development and use of improved techniques to complete street maintenance tasks
2022 Highlight/Change 5: A decrease in the quantity of pavement markings needing annual repainting as the pavement
management program is implemented.
Financial Impact: $21,400 decrease (6566)
Service Level Impact: Maintaining pavement markings to adequate levels of visibility and reflectivity.
2023 Highlight/Change 1: Historic trends in ice control material pricing suggest a slight increase in price will occur annually
Financial Impact: $18,000 increase (6256)
Service Level Impact: Ability to maintain current winter snow and ice control service levels.
2023 Highlight/Change 2: An increase in the quantity of pavement markings needing annual repainting as the pavement
management program is implemented.
Financial Impact: $8,500 increase (6566)
Service Level Impact: Maintaining pavement markings to adequate levels of visibility and reflectivity.
77 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation Operations Engineer
EXPENDITURE SUMMARY
POSITION INVENTORY
2022‐2023 WORK PLAN
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,592,346 1,677,333 1,756,100 1,831,600 1,905,500
Parts and Supplies 531,696 360,343 519,900 540,600 564,700
Services and Other Charges 198,661 250,746 192,400 234,700 245,000
Capital Outlay 2,081 13,007 6,600 8,200 8,200
2,324,784 2,301,430 2,475,000 2,615,100 2,723,400
Personnel 2019 2020 2021 2022 2023 Hours
Operations and Transportation Engineer 0.6 0.6 0.6 0.6 0.6 1,248
Streets Supervisor 1 1 1 1 1 2,080
Technician/Inspector 1 1 1 1 1 2,080
Maintenance Workers 10 10 10 11 11 22,880
Streets Engineering Tech. 0 0.75 1 1 1 2,080
Maintenance Worker Trainee 0 0 0 0.7 0.7 1,414
Total 12.6 13.4 13.6 14.6 14.6 30,368
1
2
3
4
5
6
7
8
9
10
11
12
Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training)
Evaluate and initiate transportation planning
Review and implement comprehensive infrastructure plans
Sweeping
Buildings, facilities
Curb and gutter work
Crackseal
Boulevard/tree & storm system maintenance
Customer service response
Activity
Routine
Bituminous surface maintenance
Snow and ice control
Signs/traffic control
78 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation Operations Engineer
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
22 - STREETS AND HIGHWAYS
6110 - Salaries and Wages - Regular 883,559 960,710 1,156,200 1,239,100 1,296,100
6112 - Overtime - Regular 83,209 56,716 38,800 38,800 38,800
6124 - Funeral Leave 1,463 1,869
6125 - Floating Holiday Pay 7,204 7,912
6127 - Empl Recog Day/Special Duty 532 888
6130 - Salaries and Wages - Temporary 16,606 8,434 35,300 35,600 35,600
6132 - Compensatory Pay 17,733 16,767
6134 - Vacation Pay 69,749 76,854
6135 - Holiday Pay 41,304 43,505
6136 - Sick Pay 39,973 42,446
6142 - PERA - Coordinated 85,552 88,258 89,600 95,800 99,400
6144 - FICA 82,165 83,213 94,100 100,500 104,100
6151 - Health Insurance 168,508 184,391 252,000 225,100 231,400
6152 - Life 1,459 1,471
6154 - Disability - Long-term 2,937 3,116
6155 - Workers Compensation 59,360 70,359 90,100 96,700 100,100
6156 - Unemployment Compensation 6,365 1,277
6158 - Dental Insurance 5,706 6,825
6159 - VEBA 18,961 22,322
PERSONAL SERVICES 1,592,346 1,677,333 1,756,100 1,831,600 1,905,500
6215 - Reference Materials - - 100 100 100
6220 - Operating Supplies - General 9,629 8,179 6,600 8,200 8,200
6222 - Medical/Rescue/Safety Supplies 871 7,481 8,700 8,700 8,700
6224 - Clothing/Personal Equipment 4,445 6,107 6,000 6,500 6,800
6230 - Repair/Maintenance Supplies-Ge 22 -
6231 - Mobile Equipment Repair Parts 107,742 87,882 95,500 98,600 100,600
6235 - Fuel, Lubricants, Additives 80,339 52,757 103,100 125,600 129,400
6240 - Small Tools - -
6243 - Heating Oil/Propane/Other Fuel 1,179 1,393 1,400 1,400 1,400
6255 - Street Repair Supplies 28,740 18,719 57,000 57,000 57,000
6256 - Snow Removal/Ice Control Suppl 279,484 163,933 221,500 209,500 227,500
6257 - Signs & Striping Material 19,246 13,893 20,000 25,000 25,000
PARTS AND SUPPLIES 531,696 360,343 519,900 540,600 564,700
6346 - Postage - 78 300 300 300
6355 - Cellular Telephone Service 8,553 9,737 6,500 9,800 11,600
6370 - General Printing and Binding - - 1,000 1,000 1,000
6385 - Insurance 26,100 26,100 26,100 26,100 26,100
6405 - Electricity 168 179 200 200 200
6425 - Mobile Equipment Repair Labor 3,501 - 22,500 22,500 22,500
6429 - Street Repair-Labor 34,325 143,935 - 37,500 37,500
6457 - Machinery & Equipment-Rental 140 - 4,000 4,000 4,000
6476 - Conferences/Meetings/Training 6,076 1,535 2,600 12,100 12,100
6479 - Dues and Subscriptions 1,165 656 600 600 600
6480 - Licenses, Permits and Taxes 165 985
6535 - Other Contractual Services 13,591 3,467 17,200 19,800 19,800
6564 - Snow & Ice Removal 61,536 36,117 40,500 51,300 51,300
6566 - Striping 43,341 27,957 70,900 49,500 58,000
SERVICES AND OTHER CHARGES 198,661 250,746 192,400 234,700 245,000
6630 - Other Improvements 11,142
6670 - Other Equipment 2,081 1,865 6,600 8,200 8,200
CAPITAL OUTLAY 2,081 13,007 6,600 8,200 8,200
TOTAL STREETS AND HIGHWAYS 2,324,784 2,301,430 2,475,000 2,615,100 2,723,400
79 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation Operations
Engineer
Amy Grannes, Administrative Supervisor
PURPOSE & DESCRIPTION
The purpose of the Public Works – Central Services/Equipment
Maintenance Division is to:
Provide administrative, clerical, and customer service
support for all departments located at the Maintenance
Facility. This includes Streets, Equipment Maintenance,
Water, Sewer, Parks, Forestry and Water Quality Departments
Provides maintenance and repair for all City vehicles and equipment across all departments, including police and
fire
The Public Works – Central Services/Equipment Maintenance Division is responsible for the following functions:
Central services process all customer service requests for any maintenance services provided by the City
Central Services manages and operates software programs to support maintenance service delivery
Equipment Maintenance crews maintain equipment for safe and efficient operation
Equipment maintenance staff performs vehicle safely inspections
80 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation, Operations Engineer
Amy Grannes, Administrative Supervisor
HIGHLIGHTS & CHANGES
Overview: The 2022 Central Services Division non‐
personnel budget is programmed to increase by $14,700
or 10.5% from the 2021 budget. The personnel budget is
programmed to decrease by $1,700 or 0.2%. The 2023
budget is set to increase by $34,000 or 3.2% from the
2022 budget. Training costs and Personnel service costs
is the primary drivers for both years.
2022 Highlight/Change 1: Increase cost for training
Financial Impact: $ 12,100 increase in conferences/meetings/training
Service Level Impact: Restoring training budget to pre‐Covid amounts. The increased training will assist our GIS staff and
mechanics to better serve the community with improved systems and processes.
2022 Highlight/Change 2: Increase to add S2/lock to the second entry door
Financial Impact: $6,500 increase office furnishing/equipment
Service Level Impact: Adding S2 and lock to the second entry door will allow us to offer after hours pick‐up times for our
residents and will add another level of security for the front office.
2023 Highlight/Change 2: : Decrease in office furnishing/equipment
Financial Impact: ‐$5,900 office furnishing/equipment
Service Level Impact: There is no service level impact. Less new equipment is needed this year.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 736,641 868,806 903,600 901,900 941,800
Parts and Supplies 45,059 34,910 64,200 65,000 65,000
Services and Other Charges 44,639 36,788 59,900 71,600 71,600
Capital Outlay 6,630 8,893 16,200 18,400 12,500
832,969 949,397 1,043,900 1,056,900 1,090,900
81 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation Operations Engineer
Amy Grannes, Administrative Supervisor
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Shop Supervisor/Chief Mechanic 1111 12,080
Transportation Operations Engineer ‐0.1 0.1 0.1 0.1 208
GIS Technician (50% Maintenance)0.5 0.5 0.5 0.5 0.5 1,040
Equipment Maintenance Workers 3 3 3 3 3 6,240
Office Supervisor 1111 12,080
Administrative Assistant 1 1 1 1 1 2,080
PT GIS/Office Support 0.6 0.63 0.63 0.63 0.63 1,300
Total 7.1 7.23 7.23 7.23 7.23 15,028
1
2
3
4
5 Buildings, facilities maintenance
General administration
Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.)
Snow plowing (assist Street Maint.)
Routine
Activity
82 August 10 Workshop
2022‐2023 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation, Operations Engineer
Amy Grannes, Administrative Supervisor
LINE ITEM DETAIL
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
24 - CENTRAL SERVICES
6110 - Salaries and Wages - Regular 448,956 519,781 614,300 641,600 663,200
6112 - Overtime - Regular 7,859 12,207 7,000 7,000 7,000
6124 - Funeral Leave 246 2,197
6125 - Floating Holiday Pay 3,674 3,940
6127 - Empl Recog Day/Special Duty - 416
6130 - Salaries and Wages - Temporary - 8,710 27,000 27,000 27,000
6131 - Overtime - Temporary - 26
6132 - Compensatory Pay 5,486 2,252
6134 - Vacation Pay 38,219 50,401
6135 - Holiday Pay 21,578 24,109
6136 - Sick Pay 23,122 25,459
6142 - PERA - Coordinated 39,953 45,587 46,600 48,600 50,300
6144 - FICA 37,668 43,136 49,600 51,700 53,100
6151 - Health Insurance 72,942 83,331 123,900 90,000 104,000
6152 - Life 658 717
6154 - Disability - Long-term 1,375 1,583
6155 - Workers Compensation 21,998 29,212 35,200 36,000 37,200
6158 - Dental Insurance 2,894 3,241
6159 - VEBA 10,011 12,500
PERSONAL SERVICES 736,641 868,806 903,600 901,900 941,800
6210 - Office Supplies 7,273 6,552 6,600 6,600 6,600
6220 - Operating Supplies - General - - 300 300 300
6222 - Medical/Rescue/Safety Supplies 1,004 2,207 1,300 2,000 2,000
6224 - Clothing/Personal Equipment 1,870 2,144 2,000 2,100 2,100
6230 - Repair/Maintenance Supplies-Ge 698 2,002 20,000 20,000 20,000
6231 - Mobile Equipment Repair Parts 607 873 2,000 2,000 2,000
6233 - Building Repair Supplies (730)
6234 - Field/Other Equipment Repair 2,249 6,616 3,800 3,800 3,800
6235 - Fuel, Lubricants, Additives 1,305 1,365 2,800 2,800 2,800
6240 - Small Tools 3,398 2,313 10,000 10,000 10,000
6241 - Shop Materials 8,302 9,527 9,000 9,000 9,000
6270 - Computer Software 18,353 2,041 6,400 6,400 6,400
PARTS AND SUPPLIES 45,059 34,910 64,200 65,000 65,000
6310 - Professional Services-General 4,426 -
6347 - Telephone Service & Line Charg 1,109 1,245 2,500 2,500 2,500
6355 - Cellular Telephone Service 582 566 1,300 1,300 1,300
6385 - Insurance 15,400 15,400 15,400 15,400 15,400
6425 - Mobile Equipment Repair Labor - 114 500 500 500
6428 - Field/Other Equipment Repair-L 1,387 1,877 2,700 2,700 2,700
6476 - Conferences/Meetings/Training 3,418 (1,322) 4,500 16,600 16,600
6477 - Local Meeting Expenses - - 200 200 200
6479 - Dues and Subscriptions - - 700 100 100
6480 - Licenses, Permits and Taxes 82 25 300 300 300
6535 - Other Contractual Services 1,571 -
6539 - Waste Removal/Sanitation Servi 16,665 18,884 30,300 30,500 30,500
6569 - Maintenance Contracts - - 1,500 1,500 1,500
SERVICES AND OTHER CHARGES 44,639 36,788 59,900 71,600 71,600
6660 - Office Furnishings & Equipment 5,790 2,503 8,700 10,900 5,000
6670 - Other Equipment 840 6,390 7,500 7,500 7,500
CAPITAL OUTLAY 6,630 8,893 16,200 18,400 12,500
TOTAL CENTRAL SERVICES 832,969 949,397 1,043,900 1,056,900 1,090,900
83 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Recreation/Administration Division of the Parks
and Recreation Department is to:
Develop community through provision of recreation
programs, facilities and events
Provide support and oversight to partner organizations
providing leisure activities
Provide opportunities for leisure and social skill
development
Provide meeting spaces and facilities for community
groups and private functions
Schedule and allocate use of community facilities to
provide equal benefits to all residents
The Recreation/Administration Division is responsible for the following functions:
Provide recreation programs and services to all Eagan residents
Provide clerical support for program registrations, facility reservations, memberships & general inquiries
Provide staff support to the Advisory Parks Commission
Facilitate planning for future park, recreation, and facility development
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
Lone Oak Room Participants 7,082 1,180 3,000 6,500 7,000
Special Event Attendance 69,424 30,744 65,000 70,000 70,000
Athletic field usage 12,555 5,375 10,000 12,000 12,800
19,263 6,516 18,000 19,500 20,000
95% 95% 95% 100% 100%
99% 99% 99% 100% 100%
Participants in fee based programs
Based on City survey, % who rate City‐sponsored recreation
programs as good or excellent
Based on City survey, % of participants who report being
satisfied with their experience in recreation programs
84 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: The Recreation/Administration Division
budget in 2022 is set to decrease $68,500 or 2.5%.
The 2023 budget is programmed to increased $98,500
or 3.7%. Personnel related expenses are decreasing
2.3% from 2021 to 2022 which is mostly due
decreases health insurance costs and Salary and
Wages for Temporary and Seasonal staff.
The Recreation team has increased programming
efforts related to equity and inclusion to ensure all
community members have access to programs and
activities across the city. Revenues in 2022 are
anticipated to reach 2019 levels as participants continue to come back to programs after the pandemic. After significant
changes and alignment in the 2022 Budget the 2023 Budget will reflect minimal changes related to cost of living and salary
increases. Revenue is programmed to increase by 4.5% and expenses by 2.3% for fiscal year 2023.
2022 Highlight/Change 1: Seasonal salaries increased is directly correlated to implementation of inclusion and equity
programs and a 25 hour a week position as stated in highlight #1. Remaining increase is due to increase in salaries in a
competitive part time market and inclusion of payroll related taxes in budgets that has not previously been accounted for.
Financial Impact: $67,000 increase from 2021 budgets
Service Level Impact: Increased program offerings directly targeted at equity and inclusion and competitive wages in a
tight local job community.
2022 Highlight/Change 2: The fee option program will be expanded and targeted in many outreach programs to prioritize
race, equity and inclusion in all recreation activities.
Financial Impact: $12,000 in additional expense
Service Level Impact: This additional expense allows for the Parks & Recreation Department to successfully offering
equitable and accessible programming across the city and support community members who have differing socioeconomic
needs.
2022 Highlight /Change 3: Field usage (3087) in the City of Eagan continues to be in high demand. The division of youth
sports organizations has increased non‐resident field rentals. Reservation is scheduled for a large national sports
tournament in 2023 which will increase revenues significantly
Financial Impact: $3,000 increase in expenses and $22,000 increase in revenue
Service Level Impact: None
2022 Highlight /Change 4 The Senior Citizen (3078) programming opportunities dramatically changed due the pandemic.
Large trips are slow to return but health and wellness classes (3092) have continued to remain popular. All classes are
offered in a variety of formats including in‐person, virtually and hybrid.
Financial Impact: $45,000 increase in revenues, $9,000 increase in expenses.
Service Level Impact: The increase in staffing and offerings will assist in meeting the demand of the community and
increasing access to seniors who may be housebound, or travel outstate for extended periods of time.
85 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
HIGHLIGHTS & CHANGES ‐ (CONT’D)
2022 Highlight/Change 5: The Eagan Art House (3081 and 3071) programming model shifted during the pandemic. Classes
have grown to include offerings at two additional park buildings. A focus for upcoming programs will be to include outreach
and highlights to communities of color and artists of color. Past grants have expired (4140) but staff will continue to search
for new opportunities.
Financial Impact: $25,000 increase in revenues and $24,000 increase in expenses from 2019 actuals.
Service Level Impact: Expansion of programs to include equity focused curriculum and outreach in park buildings in
different areas of town to improve access to arts educations. Staff has completed REI toolkits to analyze equity and
inclusion‐based programming. Efforts will target specific socio‐economic areas of Eagan and increase access to arts
education programs through low cost neighborhood programming.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,899,375 1,822,264 2,156,900 2,107,200 2,209,600
Parts and Supplies 131,947 62,163 148,500 142,100 133,100
Services and Other Charges 341,489 133,568 444,000 432,400 440,600
Capital Outlay 6,205 6,967 9,700 10,300 7,200
Other 477 451 1,400 - -
2,379,493 2,025,413 2,760,500 2,692,000 2,790,500
86 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Director of Parks and Recreation 111112,080
Assistant Parks and Recreation Director 111112,080
Administrative Analyst 001112,080
Recreation Program Manager 111112,080
Recreation Program Supervisor 3.8 4.8 3.8 3.8 3.8 7,904
Clerical Technicians 3.9 3.4 3.4 3.4 3.4 7,072
Recreation Technician 0.5 0.5 0.5 0.5 0.5 1,040
Total 11.20 11.70 11.7 11.7 11.7 24,336
1
2
3
4
5
6
7
8
9
Respond to concerns and suggestions from residents
Account for collection of revenues from all department facilities and programs
Providing recreation programs and services
Oversee development and construction projects
Prepare information for City Council
Provide support to Advisory Parks Commission
Provide program registration, facility reservations, and answer public inquiries
Provide support for special events and community partner groups.
Provide department administration ‐ Parks, Recreation & Revenue Facilities
Activity
Routine
87 August 10 Workshop
2020‐2021 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL
Cont’d on next page
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
30 - RECREATION
6110 - Salaries and Wages - Regular 862,098 914,910 1,095,700 1,115,500 1,143,200
6112 - Overtime - Regular 2,671 143
6124 - Funeral Leave 5,041 1,440
6125 - Floating Holiday Pay 6,015 6,314
6127 - Empl Recog Day/Special Duty - 951
6130 - Salaries and Wages - Temporary 470,573 309,025 603,800 548,000 603,800
6131 - Overtime - Temporary 268 -
6134 - Vacation Pay 75,811 81,854
6135 - Holiday Pay 42,575 44,806
6136 - Sick Pay 43,778 46,061
6142 - PERA - Coordinated 98,453 93,721 106,300 106,900 109,900
6144 - FICA 107,378 98,011 127,400 126,500 129,200
6151 - Health Insurance 127,593 143,669 182,200 169,900 181,700
6152 - Life 1,184 1,192
6154 - Disability - Long-term 2,719 2,830
6155 - Workers Compensation 24,904 22,628 41,500 40,400 41,800
6156 - Unemployment Compensation - 24,922
6158 - Dental Insurance 4,926 5,611
6159 - VEBA 23,388 24,176
PERSONAL SERVICES 1,899,375 1,822,264 2,156,900 2,107,200 2,209,600
6210 - Office Supplies 4,221 3,144 6,200 14,000 6,200
6220 - Operating Supplies - General 15,295 6,260 13,000 12,500 9,400
6222 - Medical/Rescue/Safety Supplies 916 700 3,300 1,000 1,000
6224 - Clothing/Personal Equipment 3,201 1,469 3,000 2,500 2,500
6227 - Recreation Equipment/Supplies 104,581 49,312 116,200 105,300 112,200
6233 - Building Repair Supplies - 672
6244 - Chemicals & Chemical Products 607
6251 - Athletic Field Supplies 3,732 -
6270 - Computer Software - - 6,800 6,800 1,800
PARTS AND SUPPLIES 131,947 62,163 148,500 142,100 133,100
88 August 10 Workshop
2020‐2021 Budget Operating Budget
Parks & Recreation—Recreation/Administration Division (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL (CONT’D)
6310 - Professional Services-General - - 6,600 5,500 5,500
6320 - Instructors 97,914 29,424 129,000 125,000 130,600
6326 - Athletic Team Sanction Fees 3,848 1,894 5,100 3,700 3,700
6327 - Sporting Event Officials 52,994 28,989 70,900 47,300 47,400
6328 - Special Events/Admission Fees 3,251 1,184 2,600 4,500 4,900
6329 - Tournament Entry Fees - - 1,200 700 700
6331 - Scholarship Expenses 8,032 3,995 8,000 20,000 20,000
6346 - Postage 7,245 6,975 9,200 8,000 8,000
6347 - Telephone Service & Line Charg 232 - -
6353 - Personal Auto/Parking 4,349 4,250 4,600 4,700 4,700
6355 - Cellular Telephone Service 10,540 10,083 10,800 11,000 11,300
6357 - Advertising/Publication 18,112 6,880 27,400 33,100 32,400
6370 - General Printing and Binding 191 173 1,800 1,500 1,500
6385 - Insurance 8,900 8,900 8,900 8,900 8,900
6456 - Building Rental 8,490 490 7,400 2,500 2,500
6457 - Machinery & Equipment-Rental 491 917 2,000 2,000 2,000
6475 - Miscellaneous 37,717 970 32,000 32,000 32,000
6476 - Conferences/Meetings/Training 6,581 2,910 3,900 13,800 13,200
6477 - Local Meeting Expenses 2,182 2,030 10,100 10,600 10,600
6479 - Dues and Subscriptions 3,438 3,582 3,200 3,500 3,500
6480 - Licenses, Permits and Taxes 108 1,252 - 1,400 1,400
6487 - VISA/MC Bank Charges 22,043 13,332 25,000 25,000 27,000
6515 - Internal Expenses (Interfund)13,396 - 50,000 50,000 50,000
6535 - Other Contractual Services 18,794 2,554 6,800 7,700 8,100
6550 - Transportation Services 12,642 2,785 17,500 10,000 10,700
SERVICES AND OTHER CHARGES 341,489 133,568 444,000 432,400 440,600
6660 - Office Furnishings & Equipment 6,205 6,967 9,700 10,300 7,200
CAPITAL OUTLAY 6,205 6,967 9,700 10,300 7,200
6855 - Merchandise for Resale 477 451 1,400
OTHER 477 451 1,400 - -
TOTAL RECREATION 2,379,493 2,025,413 2,760,500 2,692,000 2,790,500
89 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Parks Division of the Parks & Recreation
Department is to:
Provide safe opportunities for residents to gather as a
community
Support league, tournament and public play.
Ensure the availability of clean, safe, quality facilities,
play features and amenities
Facilitate reservations, community‐based special
events and recreational initiatives
Coordinate the development of new park features and amenities per the budget and CIP
Cooperate and coordinate with other providers of community recreational facilities
Maintain the visual and physical integrity of City parks and grounds
Assist other City Departments as required and/or requested
The Parks Division is responsible for the following functions:
Implementing an effective turf and grounds management
Repairing and maintain park buildings, structures and hardscapes
Promptly responding to citizen requests
Creating and maintaining winter recreational opportunities, assisting with snow removal
Providing logistical and physical support to special events
Supporting departmental recreational programs
Constructing and installing new park features and amenities
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
50 50 50 51 51
15 15 11 11 11
470 470 470 470 470
30 30 32 32 32
Total hardcourts maintained ‐tennis, basketball, pickleball 70 70 77 77 77
Playgrounds inspected and maintained
Outdoor hockey rinks total
Acres mowed regularly by Parks staff
Irrigation Systems maintained seasonally
90 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: The Parks Division 2022 budget
indicates an increase of $110,200 or 4.3% from
the 2021 budget. The increase primarily comes
from an increase in personnel costs and an
increase in parts and supplies.
The Parks Division 2023 budget indicates an
increase $65,900 or 2.4% The slight increase
comes from routine wage/benefit increases.
2022 Highlight/Change 1: Personnel services (6010) costs are programmed to increase in 2022. The majority of
the increase is due to increased wage rates and benefits for fulltime employees. Seasonal wage rates are also
proposed to increase to keep wages competitive in the market. Last with this highlight, a new trainee program is
being proposed in collaboration with Public Works.
Financial Impact: A $23,400 increase (6223) from 2021.
Service Level Impact: Increased service levels for internal and external customers.
2022 Highlight/Change 2: A new Maintenance Trainee program is being proposed in collaboration with Public
Works with increased Personnel services (6010). The establishment of this program will introduce non‐traditional
employees to the maintenance positions within the Public Works and Parks maintenance operations; further
enhancing the diversity of Eagan’s maintenance staff and ensure a viable future workforce.
Financial Impact: $28,800 increase
Service Level Impact: Increased service levels for internal and external customers while enhancing staff diversity.
2022 Highlight /Change 3: There is an increase to Parts and Supplies (6200) due to several factors including lining
paint costs, increased number of fields needing lining, unleaded and diesel fuel costs, ageing amenity repair costs,
waste containers and bags, and mobile equipment repair costs.
Financial Impact: $46,900 increase
Service Level Impact Continued high level of playable fields and maintaining the park amenities to avoid total
replacement at higher costs.
2022 Highlight /Change 4: Increase in costs related to Services (6300) including waste removal contracts,
Sentence To Serve contracts, contractual lot striping and court maintenance, contractual labor increases for field
and equipment repairs.
Financial Impact: $20,500.
Service Level Impact: None
2022 Highlight /Change 4: Increase in Capital Outlay/Other Equipment (6670) for replacement small equipment (3
hand mowers, 3 weed trimmers, 3 leaf blowers), replacement irrigation remote control, and a new stand‐on
mower for additional efficiency for turf maintenance.
Financial Impact: $17,300.
Service Level Impact: Replacement and new equipment is necessary to maintain and add efficiency to our current
level of service.
91 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
EXPENDITURE SUMMARY
POSITION INVENTORY
2022‐2023 WORK PLAN
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 1,711,118 1,663,121 1,877,900 1,902,800 1,974,400
Parts and Supplies 331,396 299,747 349,000 395,900 396,100
Services and Other Charges 295,684 288,208 319,900 341,000 341,300
Capital Outlay 55,147 43,696 42,100 59,400 53,200
2,393,345 2,294,772 2,588,900 2,699,100 2,765,000
Personnel 2019 2020 2021 2022 2023 Hours
Parks Superintendent 0.7 0.7 0.7 0.7 0.7 1,456
Park Operations Supervisor 1 1 1 1 1 2,080
Park Maintenance Supervisor 1 1 1 1 1 2,080
Park Maintenance Workers 10 10 10 10 10 20,800
Total 12.7 12.7 12.7 12.7 12.7 26,416
1
2
3
4
5
6
7
8
9
10
11
12
13
14 Schedule and provide support for contractual services
Activity
Routine
Provide support and assistance to other City Departments and Divisions
Develop and implement CIP initiatives
Prepare and monitor divisional budget and CIP
Participate in the master planning process, implement recommendations
Administration and supervision of staff and programs
Provide input and logistical support to the APrC
Maintain City park buildings, facilities, amenities and infrastructure,install new el ements
Mow and maintain turf and irrigation at other City facilities
Mow boulevards throughout the City
Prepare athletic fields and facilities for community, league and tournment use
Provide support for special events and scheduled use of park facilities
Develop and maintain winter recreational sites
Maintain City park grounds, turf and irrigation systems
92 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL
Cont’d on next page
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
31 - PARKS
6110 - Salaries and Wages - Regular 819,192 828,034 1,037,700 1,082,300 1,122,000
6112 - Overtime - Regular 30,580 16,763 28,500 28,500 28,500
6124 - Funeral Leave 2,081 3,215
6125 - Floating Holiday Pay 7,589 7,899
6127 - Empl Recog Day/Special Duty 258 1,333
6130 - Salaries and Wages - Temporary 280,583 225,196 315,000 328,600 338,700
6131 - Overtime - Temporary 947 849 2,800 2,800 2,800
6132 - Compensatory Pay 14,199 11,214
6134 - Vacation Pay 75,347 77,487
6135 - Holiday Pay 38,732 39,184
6136 - Sick Pay 40,755 41,827
6142 - PERA - Coordinated 75,805 74,684 84,900 88,500 91,600
6144 - FICA 93,350 88,329 105,900 110,300 113,900
6151 - Health Insurance 151,993 156,896 223,000 178,700 191,200
6152 - Life 1,287 1,273
6154 - Disability - Long-term 2,689 2,749
6155 - Workers Compensation 42,096 53,197 71,100 74,100 76,700
6156 - Unemployment Compensation 6,919 5,568 9,000 9,000 9,000
6158 - Dental Insurance 6,111 6,217
6159 - VEBA 20,607 21,207
PERSONAL SERVICES 1,711,118 1,663,121 1,877,900 1,902,800 1,974,400
6210 - Office Supplies 239 408 500 500 500
6215 - Reference Materials 111 - 200 200 200
6220 - Operating Supplies - General 11,507 10,933 13,500 13,500 13,500
6222 - Medical/Rescue/Safety Supplies 1,275 5,660 2,800 2,800 2,800
6223 - Building/Cleaning Supplies 14,764 11,811 14,000 21,000 21,000
6224 - Clothing/Personal Equipment 8,707 7,705 9,100 9,400 9,600
6227 - Recreation Equipment/Supplies - 918
6231 - Mobile Equipment Repair Parts 76,584 62,637 55,000 65,000 65,000
6233 - Building Repair Supplies 11,910 9,159 15,000 15,000 15,000
6234 - Field/Other Equipment Repair 22,189 17,921 17,500 20,000 20,000
6235 - Fuel, Lubricants, Additives 59,152 46,581 75,000 94,500 94,500
6239 - Park Facility Repair Parts 2,316 4,278 4,300 4,300 4,300
6240 - Small Tools 3,015 3,098 3,000 5,000 5,000
6251 - Athletic Field Supplies 27,713 19,287 28,600 33,600 33,600
6252 - Parks & Play Area Supplies 20,089 22,433 26,000 26,000 26,000
6253 - Turf Maintenance & Landscape S 67,642 72,902 79,500 80,100 80,100
6257 - Signs & Striping Material 4,183 4,015 5,000 5,000 5,000
PARTS AND SUPPLIES 331,396 299,747 349,000 395,900 396,100
93 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL (CONT’D)
6347 - Telephone Service & Line Charg 5,981 5,418 7,500 7,500 7,500
6353 - Personal Auto/Parking - - 100 100 100
6355 - Cellular Telephone Service 7,584 7,037 6,800 6,800 6,800
6385 - Insurance 88,600 88,600 88,600 88,600 88,600
6405 - Electricity 87,297 78,776 83,000 83,000 83,000
6410 - Natural Gas Service 8,404 7,357 8,500 8,500 8,500
6425 - Mobile Equipment Repair Labor 1,982 3,101 3,000 4,000 4,000
6426 - Small Equipment Repair-Labor 41 298 600 1,000 1,000
6427 - Building Operations/Repair-Lab 11,195 7,789 14,000 14,000 14,000
6428 - Field/Other Equipment Repair-L 9,297 3,972 8,000 18,000 18,000
6431 - Park Facility Repair-Labor 11,340 7,027 10,500 10,500 10,500
6457 - Machinery & Equipment-Rental 3,334 3,327 3,500 3,500 3,500
6476 - Conferences/Meetings/Training - 299 200 1,000 1,000
6477 - Local Meeting Expenses 1,609 1,104 1,900 2,000 2,000
6479 - Dues and Subscriptions 311 495 600 600 600
6480 - Licenses, Permits and Taxes 1,173 1,597 2,000 2,200 2,200
6535 - Other Contractual Services 7,920 13,197 14,000 14,000 14,000
6537 - Janitorial Service 6,204 5,691 10,600 10,600 10,600
6539 - Waste Removal/Sanitation Servi 18,425 23,735 22,000 25,600 25,600
6561 - Temporary Help-Labor/Clerical 18,880 15,392 19,500 19,500 19,800
6565 - Seal Coating-Streets/Trails 6,108 13,995 15,000 20,000 20,000
SERVICES AND OTHER CHARGES 295,684 288,208 319,900 341,000 341,300
6620 - Buildings 8,827 6,636 11,500 8,000 8,000
6630 - Other Improvements 16,940 19,341 24,300 30,000 30,000
6660 - Office Furnishings & Equipment 2,249 2,230 300 5,400 2,200
6670 - Other Equipment 26,899 15,489 6,000 16,000 13,000
6680 - Mobile Equipment 231 -
CAPITAL OUTLAY 55,147 43,696 42,100 59,400 53,200
TOTAL PARKS 2,393,345 2,294,772 2,588,900 2,699,100 2,765,000
94 August 10 Workshop
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95 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Department is to:
Maintain existing trees and landscaping in parks,
public facilities, and boulevards
Install new trees and landscaping in parks, public
facilities, and boulevards
Review and manage tree preservation per the City
Tree Preservation Ordinance
The Tree Conservation Department is responsible for the following functions:
Conduct the City shade tree disease program
Conduct the annual City‐sponsored Arbor Day program
Conduct the biennial public tree sale
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
662 662 655 684 684
98% 98% 95% 95% 95%
163 165 170 170 170
167 167 165 165 165
63% 70% 85% 85% 85%
Landscape beds maintained (684 beds = 690,537 sq ft)
% of private oak wilt sites that perform recommended/needed
management activities
Buckthorn pickups
Linnear miles of boulevard streets to manage tree architecture
Percentage of the estimated 700 park ash trees
actively managed for Emerald Ash Borer
96 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation–Tree Conservation (32)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
HIGHLIGHTS & CHANGES
Overview: In 2022, the budget reflects an
increase of $71,300, or 8.8%. Increased costs in
contractual services, parts and supplies,
personnel services, professional services and
landscape maintenance are the primary
reasons. The 2023 budget is set to increase
3.3% or 29,700 over the 2022 budget.
Personnel costs are the main driver for 2023.
2022 Highlight/Change 1: Increase in personnel services. The majority of the increase is due to increased wage
rates and benefits for fulltime employees and a split of the new trainee positions in collaboration with Public
Works. Seasonal wage rates are also proposed to increase to keep wages competitive in the market.
Financial Impact: $ 31,200 increase
Service Level Impact: None
2022 Highlight/Change 2: Increase in parts and supplies including fuel, landscape materials, operating supplies.
Financial Impact: $ 9,200 increase
Service Level Impact: None
2022 Highlight/Change 3: Annual tree sale. In the past this has been held every two years.
Financial Impact: $ 15,000 increase
Service Level Impact: Increased opportunity, due to current demand related much to Ash tree removals, for
residents to purchase trees at reasonable price on an annual basis. In the past this was held biannually.
2022 Highlight/Change 4: Increase in Other Equipment for replacement of a landscape trailer. The current trailer
has deteriorated along with the equipment kept on the trailer such as water pumps and storage racks, thus the
need for replacing.
Financial Impact: $ 12,000 increase
Service Level Impact: None
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 516,846 523,327 605,200 640,200 666,100
Parts and Supplies 57,497 56,698 64,800 74,000 75,300
Services and Other Charges 47,437 54,844 65,200 75,100 77,200
Capital Outlay 41,416 52,613 42,900 57,300 53,800
Other 25,379 15,808 34,000 36,800 40,200
688,575 703,290 812,100 883,400 912,600
97 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation–Tree Conservation (32)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Parks Superintendent 0.3 0.3 0.3 0.3 0.3 624
Supervisor of Forestry 1 1 1 1 1 2,080
Forestry Maintenance Worker 2.0 2.0 2.0 2.0 2.0 4,160
Total 3.3 3.3 3.3 3.3 3.3 6,864
1
2
3
4
5
6
7
8 Participate in development of Eagan master plan
Routine
Activity
Provide support to other departments and divisions
Administrative and supervisory responsibilities
Maintenance of trees in city parks, public facilities, and boulevards
Maintenance of landscape plants in city parks, public facilities, and boulevards
Insect and plant disease monitoring and treatment activities
Plan for and implement public tree sale
Implement invasive plant management activities
98 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL
LINE ITEM DETAIL – CONT’D
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
32 - TREE CONSERVATION
6110 - Salaries and Wages - Regular 218,354 273,788 310,900 318,500 331,800
6112 - Overtime - Regular 1,648 421 2,000 2,000 2,000
6124 - Funeral Leave 339 -
6125 - Floating Holiday Pay 1,938 1,618
6127 - Empl Recog Day/Special Duty 682 349
6130 - Salaries and Wages - Temporary 145,887 76,957 144,200 169,200 174,700
6131 - Overtime - Temporary 328 143 1,000 1,000 1,000
6132 - Compensatory Pay 967 802
6134 - Vacation Pay 19,703 16,017
6135 - Holiday Pay 9,203 9,252
6136 - Sick Pay 9,667 9,648
6142 - PERA - Coordinated 21,115 22,720 23,500 24,100 25,100
6144 - FICA 28,178 26,943 33,500 34,400 35,500
6151 - Health Insurance 33,707 52,027 59,000 58,200 62,200
6152 - Life 288 405
6154 - Disability - Long-term 644 829
6155 - Workers Compensation 14,331 18,315 23,100 24,800 25,800
6156 - Unemployment Compensation 666 - 8,000 8,000 8,000
6158 - Dental Insurance 1,702 2,468
6159 - VEBA 7,500 10,625
PERSONAL SERVICES 516,846 523,327 605,200 640,200 666,100
6210 - Office Supplies 611 49 500 500 500
6215 - Reference Materials 231 202 100 100 100
6220 - Operating Supplies - General 5,638 7,304 7,500 7,900 8,100
6222 - Medical/Rescue/Safety Supplies 1,301 1,200 1,500 1,500 1,500
6224 - Clothing/Personal Equipment 5,175 2,369 3,100 3,300 3,400
6230 - Repair/Maintenance Supplies-Ge 37 - -
6231 - Mobile Equipment Repair Parts 6,819 10,780 8,000 8,000 8,000
6235 - Fuel, Lubricants, Additives 9,827 10,910 13,000 20,600 21,200
6240 - Small Tools 2,233 2,938 3,000 3,200 3,500
6244 - Chemicals & Chemical Products 15,228 15,298 20,700 19,500 19,500
6250 - Landscape Material & Supplies 10,396 5,648 7,400 9,400 9,500
PARTS AND SUPPLIES 57,497 56,698 64,800 74,000 75,300
99 August 10 Workshop
2022‐2023 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
LINE ITEM DETAIL – CONT’D
6310 - Professional Services-General 13,194 9,625 14,300 16,800 16,800
6353 - Personal Auto/Parking 46 51 100 100 100
6355 - Cellular Telephone Service 3,858 2,709 3,600 3,600 3,600
6370 - General Printing and Binding - - 300 400 400
6385 - Insurance 3,100 3,100 3,100 3,100 3,100
6425 - Mobile Equipment Repair Labor 916 409 1,000 1,000 1,000
6457 - Machinery & Equipment-Rental 250 1,474 3,000 3,000 3,000
6476 - Conferences/Meetings/Training 1,795 1,327 800 2,000 2,000
6477 - Local Meeting Expenses 175 43 100 100 100
6479 - Dues and Subscriptions 145 400 400 500 500
6535 - Other Contractual Services 9,138 19,205 20,000 20,000 20,000
6545 - Tree Removal 14,820 16,500 18,100 21,400 25,500
6569 - Maintenance Contracts 400 3,100 1,100
SERVICES AND OTHER CHARGES 47,437 54,844 65,200 75,100 77,200
6620 - Buildings 58
6630 - Other Improvements 35,769 33,133 35,000 36,500 40,000
6660 - Office Furnishings & Equipment 958 1,245 900 1,800 1,800
6670 - Other Equipment 4,689 18,177 7,000 19,000 12,000
CAPITAL OUTLAY 41,416 52,613 42,900 57,300 53,800
6855 - Merchandise for Resale 12,430 - 15,000 15,000 15,000
6860 - Contributions/Cost Sharing Pay 12,949 15,808 19,000 21,800 25,200
OTHER 25,379 15,808 34,000 36,800 40,200
TOTAL TREE CONSERVATION 688,575 703,290 812,100 883,400 912,600
100 August 10 Workshop
2022‐2023 Budget Operating Budget
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101 August 10 Workshop
2022‐2023 Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
PURPOSE & DESCRIPTION
The purpose of the Government Buildings
Department is to:
Provide for the general maintenance, repair
and operation of the municipal center,
police department, fire administration
building and municipal maintenance facility
Provide a safe and clean working
environment for staff and visitors
Act as a building maintenance resource for other City facilities
The Government Buildings Department is responsible for the following functions:
Maintain mechanical and operating systems in five municipal buildings
Maintain life safety and building equipment under vendor contracts including generators and fire systems
Manage vendor contracts for elevator, janitorial and waste hauler services
Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meeting
rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning,
carpet cleaning, or tile maintenance
Coordinate tenant support, security and property maintenance for buildings and property purchased by the
City for redevelopment
PERFORMANCE INDICATORS
2019 2020 2021 2022 2023
Description Actual Actual Estimate Target Target
196,000 196,000 198,000 205,000 205,000
33666
18 18 18 18 18
126 45 80 100 100
510 457 475 550 550
Square footage of buildings maintained
Buildings controlled by Energy Management System
Maintenance contracts monitored
Hours backup generator runs (per MPCA)
E‐mail Work order requests
*different source for information than previous years
102 August 10 Workshop
2022‐2023 Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
HIGHLIGHTS & CHANGES
Overview: The Government Buildings 2022 budget
indicates an increase of $120,400 or 14.4% from
the 2021 budget. The increase primarily comes
from an increase in personnel costs and an increase
in contractual services. Additional cleaning
procedures due to COVID‐19 have resulted in
additional supplies and reshaping the staffing
structure, most notably the allocation of time for
the Government Buildings Manager. Also,
additional full time Fire Fighters and more usage of
the Fire Stations by Fire Fighters has caused more
demand on cleaning and maintenance at Fire
Stations.
The Government Buildings 2023 budget indicates an increase $26,700 or 2.8% The slight increase comes from
routine wage/benefit increases and additional operational costs.
2022 Highlight/Change 1: Due to Covid-19, the cost of custodial supplies has been erratic and drastically
increased due to demand.
Financial Impact: A $13,400 increase (6223) from 2021.
Service Level Impact: Increased labor and supply costs to receive similar service.
2022 Highlight/Change 2: The elevator, pest control and custodial contract increased for 2022.
Financial Impact: A $14,000 increase (6535) in contractual services.
Service Level Impact: Quality contract cleaning and maintenance will continue.
Highlight /Change 3: The Aspen waste contract was renewed for facility dumpsters following a 3‐year term. The
new contract pricing reflects wage increases, rising fuel costs and disposal fees.
Financial Impact: A $7,800 increase (6539) in expenses for waste removal for 2022.
Service Level Impact Continue to have regulated quality waste removal throughout the city.
Highlight /Change 4: After reviewing where time is spent, Government Buildings Manager salaries and wages has
been allocated 50% to Government Buildings budget and 50% from Eagan Community Center budget.
Financial Impact: A $75,700 increase in personal services.
Service Level Impact: A more accurate reflection of time spent at each facility.
EXPENDITURE SUMMARY
Expenditure
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
Personal Services 175,544 187,023 195,500 282,100 296,800
Parts and Supplies 34,519 65,006 62,300 69,400 67,500
Services and Other Charges 561,504 595,959 581,500 605,200 622,100
Capital Outlay 128 414 - 3,000 -
771,694 848,401 839,300 959,700 986,400
103 August 10 Workshop
2022‐2023 Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
POSITION INVENTORY
2022‐2023 WORK PLAN
Personnel 2019 2020 2021 2022 2023 Hours
Building Maintenance Workers 2 2 2 2.5 2.5 5,200
Total 2 2 2 2.5 2.5 5,200
1
2
3
4 Necessary painting and repairs to City Hall, Police, Central Maintenance and Fire Stations
Vendor relations involving contracts and repairs
Building maintenance and management of HVAC systems, building rounds
Recycling,setting up and tear down of rooms, snow removal, cleaning carpets and rooms
Activity
Routine
104 August 10 Workshop
2022‐2023 Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
LINE ITEM DETAIL
LINE ITEM DETAIL – CONT’D
Actual
2019
Actual
2020
Budget
2021
Budget
2022
Budget
2023
33 - GOVERNMENT BUILDINGS
6110 - Salaries and Wages - Regular 105,040 109,964 132,400 195,300 203,600
6124 - Funeral Leave 219 -
6125 - Floating Holiday Pay 693 719
6127 - Empl Recog Day/Special Duty - 261
6134 - Vacation Pay 8,775 11,380
6135 - Holiday Pay 4,894 5,121
6136 - Sick Pay 5,056 3,584
6142 - PERA - Coordinated 9,154 9,606 9,900 14,600 15,300
6144 - FICA 8,470 8,942 9,900 14,900 15,600
6151 - Health Insurance 26,066 27,173 34,400 46,500 51,000
6152 - Life 206 207
6154 - Disability - Long-term 342 361
6155 - Workers Compensation 4,158 7,423 8,900 10,800 11,300
6158 - Dental Insurance 966 770
6159 - VEBA 1,506 1,511
PERSONAL SERVICES 175,544 187,023 195,500 282,100 296,800
6210 - Office Supplies 10 127 -
6220 - Operating Supplies - General 13 624 -
6222 - Medical/Rescue/Safety Supplies - - -
6223 - Building/Cleaning Supplies 15,317 48,389 21,700 28,700 29,500
6224 - Clothing/Personal Equipment 806 - 800 900 900
6230 - Repair/Maintenance Supplies-Ge 33 - 600 700 800
6231 - Mobile Equipment Repair Parts 1,073 162 -
6233 - Building Repair Supplies 9,919 8,731 19,600 18,000 19,000
6235 - Fuel, Lubricants, Additives (1,019) 1,918 1,000 1,000 1,000
6240 - Small Tools 217 88 600 600 600
6241 - Shop Materials 111 46 -
6243 - Heating Oil/Propane/Other Fuel 7,424 2,543 14,500 15,000 15,700
6244 - Chemicals & Chemical Products 616 2,378 3,500 4,500
PARTS AND SUPPLIES 34,519 65,006 62,300 69,400 67,500
105 August 10 Workshop
2022‐2023 Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer
Paul Graham, Parks Operations Supervisor
LINE ITEM DETAIL – CONT’D
6347 - Telephone Service & Line Charg 517 564 900
6351 - Pager Service Fees 55 55 100 100 100
6355 - Cellular Telephone Service 847 807 1,500 1,500 1,500
6385 - Insurance 10,300 10,300 10,300 10,500 10,500
6405 - Electricity 185,592 190,088 198,800 206,100 214,500
6410 - Natural Gas Service 91,995 67,897 72,800 75,700 78,800
6476 - Conferences/Meetings/Training - - - 2,500 2,500
6477 - Local Meeting Expenses - - 500 500 500
6480 - Licenses, Permits and Taxes 850 1,405 1,000 1,000 1,000
6535 - Other Contractual Services 78,978 134,454 83,600 93,300 93,500
6537 - Janitorial Service 126,593 119,993 143,250 132,800 137,200
6539 - Waste Removal/Sanitation Servi 11,285 11,379 15,000 22,800 22,800
6569 - Maintenance Contracts 54,491 59,017 53,750 58,400 59,200
SERVICES AND OTHER CHARGES 561,504 595,959 581,500 605,200 622,100
6620 - Buildings - 82 -
6630 - Other Improvements 128 331
6640 - Machinery/Equipment - - 3,000
6680 - Mobile Equipment
CAPITAL OUTLAY 128 414 - 3,000 -
TOTAL GOVERNMENT BUILDINGS 771,694 848,401 839,300 959,700 986,400
106 August 10 Workshop
Aug 10, 2021 City Council WorkshopMeeting Purpose•2022 and 2023 General Fund budget and levy:•Review preliminary operating budget•Review proposed 2022 property tax levy•Provide direction to staff
Executive Summary2022•Budget: 3.6% increase•Levy: 3.9% increase•Avg value home: $346,481 increase of 6.7%•City taxes on avg home: $1,233, up $83 (7.2%)2023•Budget: 4.1% increase•Levy: 5.1% increase
Proposed Staff Additions2022•3 Battalion Chiefs•1 Police Lieutenant2023•1 Equity Coordinator•1 Recreation Program Specialist
2.9%4.4%3.8%2.8%4.5%7.1%5.50%10.0%7.6%3.5%4.1%2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023General Fund Budget Annual Increase2011‐2021
Expenditure Summary by Major Classifications($ in 000s)2021 2022Δ% of total % of totalPersonal Services$35,15478.8%$35,758 77.4%$604 Parts and Supplies2,0484.6%2,177 4.7%129 Services and Other Charges6,99915.7%7,806 16.9%807 Capital Outlay2470.6%367 0.8%120Contingency1510.3%100 0.2%(51) TOTAL$44,599100.0%$46,208 100.0%$1,6093.6%
Expenditure Summary by Major Classifications($ in 000s)2022 2023Δ% of total % of totalPersonal Services$35,75877.4%$37,57678.1%$1,818Parts and Supplies2,1774.7%2,1964.6%20Services & Other Charges7,80616.9%7,91616.5%110Capital Outlay3670.8%3060.6%(62)Contingency1000.2%1000.2%0 TOTAL $46,208100%$48,094100%$1,8864.1%
General Fund Personnel Summary 2022‐20232022 2023FTEBudget ImpactFTEBudget ImpactProposed AdditionsFire Battalion Chiefs3371,900Police Lieutenant1184,300Equity Coordinator1150,000Recreation Program Specialist.634,000Total Personnel Impact4 556,2001.6 184,000
Market Value and Tax Capacity($ in 000s)FinalPayable 2021PreliminaryPayable 2022 Change in $ Change in %Market Value $9,989,675 $10,577,081 $587,4065.9%Gross Tax Capacity 126,528 133,107 6,5795.2%Fiscal Disparity (17,393) (18,938) (1,545) (8.9)%TIF (4,290)(4,748)(458)(10.7)%Net Local Tax Capacity104,845 109,421 4,5764.4%
Tax Capacity‐based Levy & Tax Capacity Rates($ in 000s)Final 2021 Prelim. 2022Δin $Δin %Total Tax Capacity‐based Levy$41,448 $43,068 $1,620 3.9%FD Distribution (3,356)(3,450)(94)2.8%Net Local Levy 38,092 39,618 1,526 4.0%Tax Cap Rate‐City 38,092104,84539,618109,4210.36333 0.36208‐0.3%
Eagan Property Tax History: City Taxes Only2018 2019 2020 2021Projected2022Tax Capacity Rate .36378 .35227 .35262 .36333 .36208Market Value Rate 0.0001359 0.0001235 0.0001359--Market Value$ 150,000 480 463 466 459 457 160,163 497 200,000 685 661 665 657 655 213,551 708 324,495 Pay 2021 Average Eagan House Mkt Value 1,150 346,481 Pay 2022 Average Eagan House Mkt Value 1,233 400,000 1,505 1,454 1,460 1,449 1,444 427,102 1,546 500,000 1,887 1,823 1,831 1,817 1,810 533,877 1,964
City Portion of Taxes on Average Value Home2019 2020 2021 Est. 2022Average home value 298,846 313,077 324,634 346,481% increase 7.8% 4.8% 3.7% 6.7%City portion of property tax 1,053 1,115 1,150 1,233% increase 5.1% 5.9% 3.1% 7.2%
Public Policy Issues•Is the City Council supportive of the proposed 3.6% increase in the 2022 budget and the 3.9% increase in the 2022 Property tax levy adjustment?•Generally, is the City Council supportive of the proposed 4.1% increase in the 2023 General Fund Budget and 5.1% increase in the 2023 Property tax levy adjustment?•Are there concerns or objections to any of the proposed staffing additions?•Does the three‐year plan for the phased‐in tax levy approach and the use of fund balance in the General Fund acceptable?