08/08/2023 - City Council Special
SPECIAL CITY COUNCIL MEETING
TUESDAY
AUGUST 8, 2023
5:30 P.M.
EAGAN ROOM – EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND ADOPTION OF THE AGENDA
II. VISITORS TO BE HEARD
III. JOINT MEETING WITH ENERGY AND ENVIRONMENT COMMISSION (EEAC)
IV. CENTER FOR ECONOMIC INCLUSION - PROPOSED REI PLAN
V. 2024-2025 GENERAL FUND BUDGET
VI. OTHER BUSINESS
VII. ADJOURNMENT
Agenda Information Memo
August 8, 2023 Eagan Special City Council Workshop
III.Joint Meeting with Energy and Environment Advisory Commission
Action For Consideration:
To receive an update from staff on the sustainability program for the city, meet with members
of the EEAC to talk 2022/2023 achievements and work plan for 2023/2024.
Facts:
➢The Energy and Environment Advisory Commission meets with City Council once a
year in the early fall timeline.
➢This opportunity to connect advisory commission members and council allows for
dialogue around the commissions’ work plan each year. Multiple goals are set each
year for the commission to research and look to implement with staff key initiat ives
in the field of sustainability.
➢The City of Eagan has previously used the Minnesota Green Steps Cities program as
a framework for sustainability and best practices. The City again achieved for the
sixth year in a row the highest level of achievement in that program.
➢The EEAC for years worked with CC on the importance of adding a professional
sustainability staff member to the team to help lead the city’s efforts in the world of
sustainability.
➢In June of 2023 Gillian Catano became the city’s first Sustainability Coordinator and
began employment.
➢The EEAC will recap their achievements from their 2022/2023 goals and work plan,
then immediately go into their 2023/2024 work plan and goals for consideration.
➢Gillian and Andrew Pimental, Director of Parks and Recreation will present on a
couple more related sustainability topics including the sustainability funding policy,
go over the 2023 proposed sustainability budget, and recap the work achieved over
the past year.
➢Last, the commission will go over one final item – the renaming of the commission
that was discussed at last year’s joint meeting. A new name has been recommended
and the commission will present the Sustainable Eagan Advisory Commission on
Tuesday.
Attachments: (3)
III-1 – Presentation slides
III-2 – Sustainability Funding Policy draft
III-3– Sustainability budget (proposed) for fiscal year 2023
A Sustainable
Future for Eagan
08/08/2023
City Council
Energy and Environment Advisory Commission
Introduction of
Sustainability Coordinator:
Gillian Catano
AGENDA
Review Sustainability Work
Sustainability Fund Policy
2023 Sustainability Budget
EEAC Introductions
EEAC Introductions
22-23 Goals
•Outreach (Commissioner Robicheaux)
•Research neighboring city’s environmental academy
•Communications (Commissioner Swanlund)
•Organize and gather content related sustainability for Green Eagan page
23-24 Goals
•Outreach (Commissioner Robicheaux)
•Develop Eagan’s own Sustainable Eagan Academy for residents
•Communications (Commissioner Swanlund)
•Update Green Eagan content, incorporate resident stories, and seek ways to increase
website traffic
•Climate Action (Commissioner Ziese)
•Research options for Eagan to conduct a Climate Action Plan
EEAC Goals
Commission Name Change:
(Commissioner Robicheaux)
Sustainable Eagan Advisory Commission
Past Sustainability Work
February
2023
City Council approval of Utility Franchise Fee
September
2022
State of sustainability meeting with team of sustainability
experts from Eagan community
October
2022
Identifying sustainability values with City leaders
Nov. 2022
–Jan 2023
Internal department presentations on sustainability plan
for City of Eagan staff
Feb. 2023
–April 2023
Series of strategic planning workshops with staff
volunteers
Sustainability vision:
Eagan is a thriving, environment -
based community with resilient
natural living spaces and diverse,
interconnected mobility.
Reexamine the
built environment
City of Eagan will
become a resource
for best practices
Invest in natural
living spaces
Learn about and
address local
impacts of climate
change
Sustainability Fund Policy
•Sustainability Fund developed in response to utility franchise
fee revenues
•Sustainability Fund Policy created to ensure revenues are
reserved for sustainability projects
•Sustainability Fund Policy adopted largely from a peer city
•Sustainability Fund Policy lists eligible & ineligible expenses
General Information:
2023 Sustainability
Budget
Revenue:2023 Budget
Franchise Fees $ 875,000
Expenditures Summary:
Personal Services 75,600
Parts and Supplies 2,500
Services and Other Charges 58,700
Capital Outlay 190,000
Transfers 370,000
Total $696,800
Fund Balance, End of Year $178,200
2023 Sustainability Budget
•Hire a Professional Sustainability Staffer
•Support to Forestry/Urban Canopy Management
•Recycling Support for Parks & Public Spaces
•Building Sustainability Projects
•Planning & Professional Services
•Support for Green Infrastructure
2023 Sustainability Budget Initiatives
1.Is the Council supportive of the EEAC name change?
New Name: Sustainable Eagan Advisory Commission
2.Is the Council supportive of the 23-24 EEAC goals?
Policy Questions for Consideration:
3.Is the Council supportive of the Sustainability Fund Policy, to
be approved on the consent agenda at the Regular Council
meeting on 8/15?
4.Is the Council supportive of the 2023 Sustainability Budget,
to be approved on the consent agenda at the Regular
Council meeting on 8/15?
Policy Questions for Consideration:
Sustainable Eagan Vision Statement
Eagan is a thriving, environment-based community with resilient natural living spaces and
diverse, interconnected mobility.
Sustainability Fund Policy
The Sustainability Fund (SF) is a special revenue fund created to account for the utility franchise
fee revenues. The utility franchise fees will be a dedicated revenue of the SF. Other potential
revenues for the SF may include grants, gifts, special assessments and transfers from other
City funds. The SF will be used to support the City in meeting current and future sustainability
goals to realize a resilient future.
Eligible expenses for the SF will include the following:
1. Capital improvements to City-owned buildings and equipment, across departments,
which improve energy conservation, efficiency or performance for the purpose of
reducing the City's production of Greenhouse Gases (GHGs).
a. Sustainability Funds shall be used to go above like-for-like replacement
of individual building components.
2. Capital expenses related to incorporating energy conservation, efficiency or performance
equipment for new construction at City-owned locations, across departments, for the
purpose of reducing the City’s production of GHGs.
a. Sustainability Funds shall be used to go above like-for-like replacement of
individual building components.
3. Capital expenses related to vehicles used to go above like-for-like replacement to
advance the electrification of the City’s fleet.
4. Legal and consulting services directly related to accomplishing the City's sustainability
work plan or capital improvements.
5. Staffing and personnel operational costs (compensation, overhead related employee
costs, work related equipment, professional development, etc.) for the number and level
of employees necessary for the accomplishment of the City’s goals, objectives and work
plan related to sustainability.
6. Funds disbursement to community stakeholders to accelerate the adoption of
sustainability practices that reduce GHG emissions and meet Sustainability Plan goals.
a. Annual disbursement amount to be approved by the City Administrator.
7. Costs related to public education and events, including outreach efforts through related
City Advisory Commissions.
8. Costs associated with the emergency response to changing environmental conditions
and the related effects to City-owned and managed property.
Examples of ineligible expenses for the SF include the following:
1. Political and advocacy activities.
2. Consulting studies not directly related to sustainability projects that are not included in
the City's Sustainability work plan or Sustainability capital improvement plan (CIP).
3. Capital expenses not related to improving the sustainability of energy performance of a
City building or equipment or does not reduce the GHG production of the building.
4. Costs related to travel, professional development of City advisory commission members.
The City Administrator will direct employees paid from the SF to perform the following
assignments when necessary: operating or capital expenses related to water conservation, local
food production, solid waste management, resource recycling, storm water management, noise
pollution reduction and other non-Sustainability related policy priorities of the related City
Advisory Commission.
The new City staff position will be responsible for creating a budget and work plan
each year to accomplish the SF goals. The revenue of the SF will be determined by the Finance
Director each year based upon a consultation with representatives from both utilities.
Among the primary duties of the new SF staff position are the following:
• Serve as the staff liaison to the related City Advisory Commission.
o Sustainability Funds may only be spent on SF eligible expenses.
• Act as a resource and liaison to all City departments on conservation and sustainability
matters.
• Represent the City to other levels of government on conservation and sustainability
issues.
• Write grants and seek other outside funding to assist the City with meeting its
conservation and sustainability goals.
• Provide cost/benefit analysis of proposed environmental projects and programs.
• Report on performance management metrics related to the City's conservation and
sustainability programs and projects.
• Prepare Sustainability Fund budget.
o Related City Advisory Commissions to review.
• Prepare Sustainability Fund work plans and Sustainability CIP.
o Related City Advisory Commissions to review.
2023 Operating Budget
Special Revenue Funds – Sustainability Fund (127)
PURPOSE & DESCRIPTION
The purpose and description of the Special Revenue Sustainability Fund is to:
• Account for franchise fees paid through local utility companies in
accordance with the City’s gas and electric franchise fee ordinances.
• Fund public education of the City’s sustainability initiatives.
• Track the City’s forestry and urban canopy management initiatives
including its emergency response to changing environmental
conditions and the related effects to city property.
• Support the mandatory recycling in parks initiative established by
Dakota County Ordinance 110.
• Provide funding for project alternatives that improve energy efficiency at city facilities and help bolster long term
sustainability.
• Support the replacement of city vehicles with electric and hybrid alternatives reducing the City’s dependency on
fossil fuels.
• Mitigate development impacts on beneficial pollinators and other wildlife in an effort to recover critical native
landscaping across the city.
2023 Operating Budget
HIGHLIGHTS & CHANGES
Overview: The Sustainability Program for the City of Eagan
officially began in 2023 with the establishment of franchise fee
ordinances for gas and electric utility accounts to fund key
sustainability initiatives across the city moving forward. The
2023 budget is the inaugural budget for the Sustainability
Program and will kickstart a few key initiatives for the city and
pave the way for future year budgets to be established,
effectively supporting the ecological, facility, and other
sustainability related initiatives for the city as a means to help
secure a sustainable Eagan for future generations to come.
2023 Initiative 1: Hire a professional sustainability staff member.
Financial Impact: $75,600 in personal services
Service Level Impact: The Sustainability Coordinator will oversee the administration of the City of Eagan’s Sustainability Program
2023 Initiative 2: Improve trail connections, right of way reconstruction, and the restoration of native landscape.
Financial Impact: $110,000 in capital outlay
Service Level Impact: Funding will support the program initiative to recover critical native landscaping and beneficial pollinators
2023 Initiative 3: Support the City’s efforts to mitigate the Emerald Ash Borer infestation and the impact it has on the City’s
tree canopy accounted for under the City’s General Fund.
Financial Impact: $145,000 in transfers out
Service Level Impact: Funding will support the City’s emergency response to the EAB infestation
2023 Initiative 4: Purchase a recycling truck accounted for under the City’s Equipment Revolving Capital Projects Fund.
Financial Impact: $175,000 in transfers out
Service Level Impact: Funding will support the mandatory recycling in parks ordinance established by Dakota County
2023 Operating Budget
REVENUE & EXPENDITURE DETAIL:
2023
Budget
Revenues:
Franchise Fees 875,000
Expenditures:
Salaries and Wages - Regular 56,200
PERA-Coordinated 4,200
FICA 4,300
Health Insurance 10,600
Workers Compensation 300
Operating Supplies - General 2,500
Professional Services 55,000
Auditing 200
Conferences/Meetings/Training 2,000
Local Meeting Expenses 1,500
Office Furnishing & Equipment 5,000
Other Improvements 185,000
Total Expenditures 326,800
Other Financing Uses:
Transfers out - EAB mitigation 145,000
Transfers out - sustainable equipment 225,000
Total Other Financing Uses 370,000
Fund Balance, End of Year 178,200$
Agenda Information Memo
August 8, 2023 City Council Workshop
IV. Center for Economic Inclusion – Proposed REI Plan
Direction For Consideration:
Receive presentation from Center for Economic Inclusion with their final report on Phase I of the City’s
race, equity, and inclusion effort.
Background
➢ In April, 2021 Council directed staff to seek professional services to support the
development of a racial equity and inclusion (REI) plan. The Council approved a contract
with the Center for Economic Inclusion (CEI) on June 7, 2022.
➢ Through a collaborative and inclusive process involving city leaders and staff, Eagan and CEI
have:
o Established Eagan’s racial equity and inclusion vision;
o Developed focus areas, goals, and performance metrics;
o Identified obstacles to achieving goals;
o Drafted recommendations for leadership.
➢ Kowsar Mohamed , Director of Strategic Partnerships, has led the CEI team partnering with
the City. At this meeting she will present the project’s progress, findings, and
recommendations. Joining Kowsar will be Tawanna Black, CEI’s CEO and Founder, and
Heather Worthington, Managing Consultant.
➢ In addition to sharing this report, Kowsar will introduce the Public Sector Race Equity Index
and explain what involvement in the Index would look like for Eagan.
➢ Phase I focused on making sure that the city's workforce reflects the diversity of the
community. Over the course of the next 18 months, staff will implement ten key strategies
to address the existing disparity. Efforts will include hiring interventions to improve equity
in the recruitment and selection process; connecting with candidates of color to
understand their experience; monitoring data to evaluate impact; educating employees on
how to identify disparities; and supporting new employees as they navigate the workpla ce.
➢ Two key takeaways from the Phase 1 partnership with the Center for Economic Inclusion
are (1) the value and importance of investing in BIPOC communities to close the racial
wealth gap, and (2) the ongoing challenge of accessing diverse community perspectives to
help identify racial disparities and determine inclusive solutions .
➢ In Phase 2, the city will turn its attention outward and expand its focus towards ensuring
equitable impact of city operations in the community. A listening campaign, with
intentional investment in partnerships and expertise of Black, Indigenous, Latine, Asian, or
other residents of color will be key to helping the city “know what we don’t know.”
➢ CEI will provide an overview of the Public Sector Racial Equity Dividends Index and invite
Eagan to participate. Participation in the Index could provide the strategic framework for
Phase 2 Community Conversations.
➢ Staff anticipates a six-month planning period to design an inclusive and welcoming listening
campaign and community investment program, to be launched in 2024.
➢ Phase 2 will include research and recommendations for the application process, structure,
and role of advisory commissions.
Policy Questions
• Does Council support Eagan’s participation in the Public Sector Racial Equity Index?
• Does Council support staff moving forward with design and preparation for Phase 2, to be
launched in 2024?
Attachments
1. Presentation
2. Final Report / REI Framework
CITY OF EAGAN
Racial Equity and Inclusion
FRAMEWORK
August 2023
2
Prepared in Partnership with:
Julie Andersen
Brian Boekhoff
Darrin Bramwell
Sarah Brandel
Joe Ellickson
Josh Feldman
Rebecca Foote
Sara Horwath
Jill Hutmacher
Joseph Johns
Jessie Koehle
Brent Massmann
Jacob McPherson
Roger New
Alexandra O’Leary
Jenna Olson
Thani Petersson
Adam Schnaible
Hugo Searle
Jesse Swenson
Kristen Twitchell
ACKNOWLEDGEMENTS
RACIAL EQUITY AND INCLUSION FRAMEWORK CHAMPIONS’
MESSAGE
EXECUTIVE SUMMARY - A JOURNEY TOWARD RACIAL
EQUITY AND INCLUSION
GUIDING FRAMEWORK - WHY LEAD WITH RACIAL EQUITY?
KEY FINDINGS
RECOMMENDATIONS
INTRODUCTION
CENTER FOR ECONOMIC INCLUSION APPROACH
RACIAL EQUITY FRAMEWORK METHODOLOGY
KEY FINDINGS
LANDSCAPE ANALYSIS
ORGANIZATION DATA ANALYSIS
ROOT CAUSE ANALYSIS
SYSTEMS CHANGE EDUCATION WITH GOALS AND
STRATEGY DEVELOPMENT
SMARTIE GOALS
RECOMMENDATIONS
Contents
City of Eagan Office of the
Administrator
Dianne Miller, City Administrator
Sarah Alig, Assistant City
Administrator
Ashleigh Walter, Assistant to City
Administrator
City of Eagan Mayor and City
Council
Mayor Mike Maguire
Council Member Paul Bakken
Council Member Cyndee Fields
Council Member Gary Hansen
Council Member Mike Supina
City of Eagan Racial Equity and Inclusion Committee
Consultant
Center for Economic Inclusion
3
4
5
6
7
8
9
11
13
15
18
28
21
27
29
25
3
Acknowledgments
The Center for Economic Inclusion would like to express our deep appreciation for the unwavering
commitment and invaluable contributions of the dedicated City of Eagan staff and elected officials
throughout the development of the Racial Equity and Inclusion Framework. The Center also
acknowledges the Racial Equity and Inclusion Committee and members of the Senior Management
Leadership Teams for their continuous partnership in this important work. Their dedication, curiosity,
and intentionality throughout this process have strengthened the development of this framework
and will continue to foster meaningful change and progress. Additionally, the Center extends a
special thank you to the Human Resources Department for partnering to share and analyze the data
that provided critical baselines for future action.
As the city embarks on the next phase of taking action to advance this framework, we remain
excited to witness your commitments come to fruition and actualize a shared racial equity and
inclusion vision. Through transformative partnerships, an Eagan where every resident, business, and
stakeholder thrives in a racially equitable and inclusive environment is a reality.
We also acknowledge that we are currently on land and water, which is the current and ancestral
homeland of the Dakota community. This area includes the Mississippi River (Wakpá) and the
confluence of the Minnesota and Mississippi Rivers (Bdoté). We’re also cognizant of and respectfully
acknowledge the enslaved people, primarily of African descent, who were bought and sold into forced
labor to build our nation. We pay respects to Dakota elders, African ancestors, their descendants,
and all marginalized communities whose humanity wasn’t recognized and generational progress
halted. We invite all to commit to and steward dismantling racism and systemic oppression by
creating transformative change where we live, work, play, and pray.
The Center for Economic Inclusion team is immensely grateful for the trust and partnership extended
to us to join the City of Eagan on this journey toward racial equity and inclusion.
Thank you for your continued dedication and support.
4
Racial Equity and Inclusion Framework
Champions’ Message
With a steadfast commitment to
progress and inclusivity, City of Eagan
City Council, Mayor Mike Maguire, City
Administrator Dianne Miller, Asst. City
Administrator Sarah Alig and the Racial
Equity and Inclusion Committee are
proud to introduce the City of Eagan
Racial Equity and Inclusion Framework.
This message reflects our city’s commitment to embarking on a path toward building a racially
equitable and inclusive city.
We’re at a critical juncture where social progress and equality are paramount. We embrace
diversity as a strength and strive to foster an environment where everyone feels valued, respected,
included, and empowered. The City of Eagan aims to be an exemplary community celebrating
racial diversity and ensuring equitable and inclusive opportunities for all.
Throughout the city’s 12-month engagement with the Center for Economic Inclusion, we’ve
participated in continuous learning about our shared histories to inform a deeper understanding
of the community we share and our collective role in continuing to improve it. This framework lays
the foundation for comprehensive action toward a more racially equitable and inclusive city. By
championing racial equity and inclusion, we create a community that enhances social cohesion,
promotes economic growth, and drives transformative innovation.
With this framework, we will implement efforts that promote racial equity, address barriers,
and create a vibrant city. We will work collaboratively with stakeholders to ensure sustainable,
measurable, and accountable efforts. By serving as stewards of racial equity and inclusion, the City
of Eagan hopes to inspire other communities to create a community where everyone can thrive.
We’re excited about the possibilities ahead and are confident that through our collective efforts,
our city will reflect an environment that embraces equity and inclusion. This framework let us take
strides toward a brighter future where everyone thrives, contributing to the City of Eagan’s record
of success.
Join us on this journey to build a City of Eagan that represents us all!
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Executive Summary
In 2021, the City of Eagan Racial Equity and Inclusion Committee championed a racial equity and
inclusion plan as a first step to support their ongoing efforts to foster an environment of equity,
inclusion, and belonging throughout the city for all.
City of Eagan leaders recognized government’s historical role in creating racial inequities, and
committed to altering this trend in their community, and commissioned a public Request for Proposal
in late 2021. In 2022, the City of Eagan City Council selected the Center for Economic Inclusion to help
identify the contents and facilitate the development of a citywide Racial Equity and Inclusion Plan.
This marked the start of Phase I of the plan, where the Center facilitated a 12-month comprehensive
process to develop a Racial Equity Inclusion Framework creating a path to organically produce a
Racial Equity Plan and build the city’s capacity to implement the plan in Phase II. During this journey,
we examined the city’s practices, data, and culture and developed goals and strategies to advance
this work in the City.
Key insights and recommendations from this process are described in this framework. This
framework includes findings from extensive qualitative and quantitative data analysis, peer learning,
and education sessions with City staff. It also provides short- and long-term recommendations for
the City of Eagan to evolve into a more welcoming, equitable, and inclusive community, setting the
stage for more inclusive and transformative economic growth.
A JOURNEY TOWARD RACIAL EQUITY AND INCLUSION
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The Guiding Framework
Organizations exploring racial equity and inclusion (REI)
must have an actionable guide or strategy to work toward
progress. This allows for a comprehensive understanding
of the envisioned approach and shared language related
to the effort. This Racial Equity and Inclusion Framework
for the City of Eagan describes the conceptual process of
change that serves as a foundation for the City’s work to
advance equity and inclusion for all. The framework was
molded through an intentional design approach using
the Center for Economic Inclusion guiding principles and
theory of change, assessments of the City of Eagan, and a
deep understanding of our present and past shared societal
histories.
This framework does not serve as a policy document or
government regulation. It does not work to impose any
specific requirements or procedures on City of Eagan
staff, services, external stakeholders, or entities. It offers a
transformative guide for the City of Eagan to implement
actionable steps toward actualizing racial equity and
inclusion.
The framework is necessary to address unconscious and/or
conscious avoidance of tackling forms of racial, systemic,
and spatial inequality as it may arise in the city’s work
due to cultural discomfort with discussing race, racism,
inequality, and oppression. Discomfort with discussing race
and racism isn’t uncommon, but adopting a racial equity
lens through this framework (further described) is essential
to advancing equity and inclusion for all.
We encourage that this framework lives as an iterative
document that is open to be updated over time as you
experience shifts and improvements in your environment.
We know that as an organization begins to embark on
intentional racial equity and inclusion efforts, there will be a
need to expand upon the work in responsive and supportive
ways that reflect lessons learned from the diverse and
equitable culture you’ve now fostered.
The Racial Equity and Inclusion Framework is presented
in four parts and recommendations:
• LANDSCAPE ANALYSIS
• DATA ANALYSIS
• ROOT CAUSE ANALYSIS
• SYSTEMS CHANGE EDUCATION WITH GOALS AND
STRATEGY DEVELOPMENT
• RECOMMENDATIONS FOR BUILDING AN EAGAN THAT
THRIVES
WHY LEAD WITH RACIAL EQUITY?HOW WE DEFINE
“RACIAL EQUITY”,
“EQUITY”, AND
“INCLUSION”
Racial Equity is the condition
where one’s race identity has
no influence on how one fares
in society. Race equity is one
part of race justice and must be
addressed at the root causes
and not just the manifestations.
This includes the elimination of
policies, practices, attitudes, and
cultural messages that reinforce
differential outcomes by race.
Race is a social construct that
works to categorize humans
based on physical features such
as skin color.
Equity is the guarantee of fair
treatment, access, opportunity,
and advancement while at the
same time striving to identify
and eliminate barriers that have
prevented the full participation
of some groups. The principle of
equity acknowledges that there
are historically underserved and
underrepresented populations,
and that fairness regarding these
unbalanced conditions is needed
to assist equality in the provision
of effective opportunities to all
groups.
Inclusion is the act of creating
environments in which any
individual or group can be and feel
welcomed, respected, supported,
and values to fully participate and
bring their full, authentic selves to
where they live, work, play, and
pray. An inclusive and welcoming
climate embraces differences
and offers respect in the words/
actions/thoughts of all people.
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The City of Eagan’s Racial Equity and Inclusion
Champions made up of employees from the
Senior Management Team, the Racial Equity
and Inclusion Committee, and other dedicated
staff participated in several facilitated sessions
throughout 2022 and 2023. More than 50 City
employees were also engaged in the process.
The following themes emerged:
• ●The City of Eagan’s workforce lacks racial diversity, particularly at the leadership level.
• ●The most cited opportunities to increase workforce diversity were improvements to the
recruitment, hiring and retention processes.
• ●Recruiting and hiring employees of color was noted as a challenge, with many groups citing
workplace culture, lack of community connections and visibility in promotions as contributing
factors.
• ●Some White employees struggled to identify racial disparities at the City of Eagan, yet
recognized this as a skill they want to urgently grow.
To deepen understanding of these issues and further develop a data informed approach, the
Center analyzed four years of City workforce data. Just 38 of 620 staff at the City of Eagan,
approximately 6% of all staff, identify as Black, Indigenous, Hispanic, Asian, or Two or More Races,
while 94% identify as White. These shares have remained largely unchanged between 2015 and
2021. Compared to the available labor force and the City’s overall population, the City’s workforce
is less racially diverse. This indicates an opportunity to employee a workforce that is more
representative of the composition of Black, Asian, Hispanic, and multiracial people in the City of
Eagan community.
These and other qualitative and quantitative data points informed the recommendations in this
report.
Key Findings
REI Champions’ Vision:
The City of Eagan is inclusive and
equitably serves our racially diverse
community so everyone can thrive.
All City of Eagan
Employees (2021)
City of Eagan
Population (2020)
Difference
American Indian & Alaskan Native .2%.2%0.0 pp
Asian or Other Pacific Islander 2.9%9.0%-6.1 pp
Black or Afri can American 1.8%10.1%-8.3 pp
Hispanic or Latino 1.1%5.0%-3.9 pp
Other 0.2%-0.2 pp
Two or More Races .2%2.6%-2.5 pp
White 93.9%72.9%+21.0 pp
Figure 1a: The City of Eagan’s workforce is less racially diverse than the City of Eagan’s
population.
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Recommendations
A summary of the recommendations for each area of analysis is listed below. Throughout this
journey, staff elevated people-related challenges, opportunities, and the critical need for robust racial
equity and inclusion education. Therefore, the Center for Economic Inclusion focused on analysis,
findings, and recommendations related to people and recommends that the City of Eagan prioritize
Recruitment, Hiring, and Retention, while recognizing other areas to be addressed in subsequent
phases.
Rationale and recommended actions are listed further beginning on Page 27.
LEADERSHIP
• Assess and share data on the racial demographics of City advisories, boards, commissions, council,
and workforce with City staff and the public and set goals for improving citywide diversity.
• Systematically measure, evaluate, and report usage of city services by racial demographics and
neighborhoods, including emergency services, parks, and recreation programming, and other
city services. Utilize these data to pinpoint disparities and opportunities, inform neighborhood-
specific and racially equitable policies, and ensure equitable access and service delivery across
all racial groups and neighborhoods.
• Adopt a Community of Practice model prioritizing racial equity and inclusion, fostering open
dialogue in community, mutual learning, and equitable civic participation.*
HIRING
• Review and update job qualifications to remove barriers for hiring a diverse workforce.*
• Review hiring decision processes to reduce bias and establish a set of agreed-upon hiring criteria.*
• Increase the use of racially diverse interview panels.*
• Analyze the impact of Employment Guidelines, Policies, Procedures, and Rules against the City
of Eagan’s racial equity goals.
• Enact a retainer contract as needed with a third-party Racial Equity and Inclusion provider
to deliver expertise and assistance on interview panels reviewing minimum requirements and
qualifications for key roles of impact for the city moving forward.
RECRUITMENT
• Provide racial equity and inclusion best practices for recruitment and unconscious bias training
to everyone involved in the City’s recruitment process.*
• Develop a Racial Equity and Inclusion (REI) centered recruitment strategic plan.*
• Enhance recruitment efforts to target candidates of color specifically.*
• Strengthen outreach and recruitment efforts by building authentic relationships with academic
institutions and community organizations with a high percentage of underrepresented racial/
ethnic groups.
CULTURE, RETENTION, & ADVANCEMENT
• Develop training on city vision, values, shared language on racial equity and inclusion, and
understanding and expectations related to racial equity and inclusion.*
• Incorporate Race Equity and Inclusion questions into employee engagement surveys to track
feelings and thoughts.*
• Incorporate questions on Race Equity, Inclusion, and sense of belonging into regular employee
engagement surveys, using quantitative results to drive action.*
• Establish a robust mentorship program with race equity embedded as a core curriculum that also
provides participants opportunities to join and/or lead special assignments.
• Establish clear promotion criteria and evaluation metrics for all staff. Review promotion and
retention rates for BIPOC employees to identify any disparities and trends.
*Recommendation could be initiated in the next 6 - 12 months
9
Introduction
As trustees of public dollars and providers of essential services, public agencies possess a remarkable
opportunity to direct resources toward more equitable outcomes for those on the margins of society.
Public institutions, specifically government agencies, have a long- and present history of designing
policies, practices, and systems that have deliberately marginalized and harmed specific groups -
particularly Black, Indigenous, Latine, Asian, and New American populations. As we’re aware, many
of the policies, practices, and systems created were intentionally harmful, such as claiming land for
the United States and Minnesota governments that Indigenous people had occupied for hundreds of
years while forcefully using enslaved and stolen people, predominantly of African descent to build
this nation.
Other measures, though meant to benefit everyone equally, resulted in disparate impacts on
communities of color due to hundreds of years of unaddressed compounding exclusion and wealth
extraction. For instance, hiring practices favoring formal education has systematically failed to
acknowledge that communities of color were barred from obtaining higher education for decades,
creating unnecessary barriers to family-sustaining careers in government for Black, Indigenous,
Latine, Asian, and New American populations.
Leaders in the City of Eagan, Minnesota, have recognized government’s role in perpetuating racial
disparities and are committed to transformative change. This framework outlines in detail the City of
Eagan’s 12-month engagement with the Center for Economic Inclusion and reports on findings from
extensive engagement with city data and staff. It also provides key insights and recommendations
from this process to inform a citywide Racial Equity Plan.
10
ABOUT THE CENTER FOR ECONOMIC INCLUSION
The Center for Economic Inclusion (the Center) is the nation’s first
organization dedicated to closing racial employment, income,
and wealth gaps and building racially inclusive and equitable
regional economies. Founded in 2017, the Center is a Black
woman-founded and led organization that aims to equip public
and private sector employers to build anti-racist organizations.
The Center has built a reputation for transforming organizations
and communities by delivering groundbreaking racial equity,
inclusion, and belonging strategies to people and businesses
ready for results.
ABOUT THE CITY OF EAGAN
Located in the Minneapolis-Saint Paul region of Southeastern
Minnesota, the City of Eagan is home to 69,086 people and is the
second-largest city in Dakota County. Eagan is located on land
that was historically and presently inhabited by the Dakota Sioux
tribe. The City is known for its thriving business sector and natural
resources such as parks, lakes, and hiking trails.
In terms of governance, the City of Eagan residents elect a Mayor
and four-member City Council. The City Council appoints a City
Administrator to oversee functions such as Administration (i.e.,
City Attorney’s Office, City Clerk, Election Office, and Information
Technologies), Public Works, Police, Fire, Parks & Recreation,
Finance, Community Development, Communications &
Engagement. To serve the community efficiently, the City maintains
the Eagan Civic Arena, Eagan Community Center, City of Eagan
City Hall, and a few other smaller sites. In 2023, the City’s annual
operating budget was $43,321,800, and it employed over 200
regular full-time employees and works to employ approximately
400 seasonal and part-time employees.
CENTER FOR ECONOMIC INCLUSION APPROACH
The Center’s mission is to equip public and private sector leaders with the tools and resources they
need to take antiracist actions, build regional economies in Minnesota and across the Country in
which race is no longer a determinant of economic outcomes; and build communities where all
people, including Black, Indigenous, Hispanic, and Asian people, thrive.
The Center views racism in its many interconnected forms—individual, institutional, and systemic—as
the source of all racial disparities today. The Center holds that systemic racism will not disappear
on its own. True change will require deliberate action by all economic stakeholders and sectors,
including government, business, philanthropy, and nonprofits.
To achieve this change, the Center moves people and organizations from awareness about racial
disparities, inclusion, and equity to taking meaningful, measurable action to foster accountability.
This formula grounds the Center’s efforts to transform organizations and communities.
11
Six ConditionS of SyStemS Change
THINKING AT THE SYSTEM LEVEL
A key approach informing the Center’s practice is FSG’s Six Conditions of Systems Change.
This framework calls for a close examination of the interconnected conditions that hold a problem of
inequity in place at the system level. As illustrated below, these conditions begin with an examination
of the explicit policies, practices, and resource flows within an organization or system. It also includes
an analysis of the relationships, connections, and power dynamics between the people within the
system. Finally, the framework calls for evaluating mental models or the assumptions the players
hold within the system. The Center utilizes this framework to design strategies that address each
condition to dismantle the systems that perpetuate racial inequities. This approach facilitates the
transformational change critical to individual, organizational, and regional economic prosperity. The
recommendations in this report are intentionally aligned with the conditions of systems change
USING TERMS INTENTIONALLY
There is no universally accepted set of terms to describe the systemic dynamics of race and racism
or the people these forces impact. Furthermore, terms hold different definitions depending on who
is using them. For instance, “Black” is often used synonymously with the term “African American,”
but sometimes these terms hold distinct and complementary meanings. Similarly, “BIPOC” is used
by some in place of terms like “people of color” or “non-White.”
In this report, the Center for Economic Inclusion will use “Black, Indigenous, Latine, and Asian” to
refer to all peoples who do not identify as White. When brevity is preferred, the Center will use the
term “people of color.”
APPLYING AN ASSET-BASED LENS TO DATA ANALYSIS
The Center believes it is essential to consider how individuals analyze, visualize, and interpret
quantitative data related to race and racism, including using an “asset-based” lens.
Many data points within this report reveal stark inequities by race and ethnicity. This sort of data
often leads to “deficit”-based thinking, particularly by White readers, in which Black, Indigenous,
Hispanic, or Asian communities are seen to be falling short of a benchmark set by White communities.
There are other ways to understand these patterns. One could ask how it came to be that White
employees, as a group, have established themselves within an organization. Or, consider what skills
and values have allowed Black, Indigenous, Hispanic, and Asian people to thrive while navigating the
systemic barriers that were created to exclude them from prosperity keenly measured in academics,
housing, employment, income, and wealth equity. The latter mindset, an “asset-based” framing,
ensures strategies advance racial equity and inclusion.
Applying an asset-based lens requires a willingness to be curious and challenge assumptions. When
readers review quantitative data within this report, it is worth asking: What do I know about the
communities and the issues I am learning about? What assumptions are motivating the feelings and
reactions I have about the data? Who am I centering as the standard for “good”? What experiences
are guiding my understanding? With these questions in mind, the Center believes that this data can
become a useful tool to inform the actions the City of Eagan can take to create a City that is, as the
City’s vision statement identifies, “The City of Eagan is inclusive and equitably serves our racially
diverse community so everyone can thrive.”
12
13
Racial Equity Framework Methodology
LANDSCAPE ANALYSIS
Staff Interviews and Workshops. In Milestone 1, the Center began its work by conducting a landscape
analysis of the City of Eagan to understand its core functions, organizational culture, and staff
experiences of racial equity and inclusion. This phase included individual interviews to understand
leaders’ vision of success for racial equity efforts, strengths, and opportunities for improvement and
workshops designed to assess employee understanding of key racial equity concepts and solicit
input on developing a racial equity and inclusion-centered vision statement.
In the summer of 2022, interviews were held with the Mayor, most City Council members, City
Administrator, Assistant City Administrator, all department heads, and the Racial Equity and
Inclusion Committee members. From September 2022 to April 2023, 10 workshops were held with
30+ employees, representing a wide range of expertise in the City’s workforce.
Vision Statement Workshops. Three workshops were conducted in 2022 to develop a racial equity
and inclusion vision statement for the City to use as a guiding ‘north star’ during this process and
embed throughout city services as a shared vision. Workshop participants referred to as Racial Equity
and Inclusion (REI) Champions, drafted, reviewed, and agreed upon a refined vision statement.
DATA ANALYSIS
Organizational Data Analysis. Reflecting feedback that the Center received from City leadership,
Senior Management Team members, and the REI Committee during the Landscape Analysis, the
Center conducted a more detailed analysis of People-related datasets, including data related to
hiring, retention, and advancement of City staff. Data was shared with the Center from October -
November 2022 and included: the current City workforce, changes in the City workforce, and hiring
data. The Center’s Analytics Team analyzed all data, and key findings are outlined in the subsequent
section of this report. To ensure accuracy and alignment, the Center’s staff presented the findings
during the three-part Root Cause Analysis Workshops, where city staff reviewed the analysis.
ROOT CAUSE ANALYSIS
Through a series of workshops in November 2022, the Center conducted 3 workshops with the
REI Champions team consisting of Senior Management Team members, REI Committee members,
the City Administrator, and the Assistant City Administrator to unpack one finding from the data
analysis that the group deemed important: the underrepresentation of employees of color at the
City of Eagan compared with the city’s diverse population. The group examined why the racial
diversity of City staff has not increased significantly over the past five years. City staff were unable
to break out into racial affinity groups due to the small number of Black, Indigenous, Latine, and
Asian staff participants.
14
SYSTEMS CHANGE EDUCATION WITH GOALS AND STRATEGY DEVELOPMENT
Six Conditions of Systems Change Workshops. From February to mid-April 2023, several Six
Conditions of Systems Change with Goals and Strategies Development Workshops were held
to introduce a systems-level thinking model paired with SMARTIE goals (Specific, Measurable,
Achievable, Relevant, Time-bound, Inclusive, and Equitable) and strategy development process. This
method supported the organization in understanding and articulating the racial inequities they were
working to address by examining policies, practices, resource flows, relationships, power dynamics,
and mental models within the system. Through the combination of the Six Conditions of Systems
Change model and SMARTIE goals staff were guided in developing strategies that are not only
measurable and inclusive but also foster racial equity. By pairing these approaches, participants were
able to formulate goals and strategies that target and address the underlying factors contributing to
racial inequities, ultimately paving the way for tangible, yet substantial transformative change.
The group examined and learned about the issues together, although we generally recommend
this to occur based on racial affinity groups. Participants identified the problem’s root causes and
explored which policies and practices held the problem in place together. Next, the group identified
the “hot roots” from their discussions. A hot root is a core origin or cause that, if addressed, would
significantly improve the problem. The full group then began to identify strategies to tackle the hot
roots. This report includes these strategies and additional recommendations to improve racial equity
and inclusion across the City of Eagan.
Key Findings
VISION AND VALUES
City of Eagan’s staff, consisting of employees from the Senior Management Team, the Racial Equity
and Inclusion Committee, and elected officials, expressed a profound commitment to promoting
diversity, racial equity, and inclusion. This dedication encompasses all levels and aspects, including
race, gender, religion, ability, sexual orientation, and any other identities that have historically
faced exclusion. Recognizing the need for a deepened understanding amongst participants, due
to unfamiliarity with anti-racist learning, action, and shared accountability the Center led a 3-day
‘Vision of Success’ Interview process paired with a series of Vision Statement Workshops. Through
this process, participants decided that their vision would resonate with “everyone” to not exclude in
any one community but they would be direct in approach by having a cognizant emphasis on racial
diversity, to extend the group’s efforts to address disparities in other areas.
This particular approach is in line with the targeted universalism framework1 , which recognizes the
unique needs of specific groups while emphasizing our collective existence within the same societal
tapestry. It rejects the idea of an indifferent, broad-spectrum universality that fails to acknowledge
the reality of varied group positions in relation to societal institutions and resources. It also dismisses
the notion of formal equality, which proposes treating everyone identically, which overlooks individual
differences.
The REI Champions of the City of Eagan have achieved consensus and pledged to uphold a vision
statement that embodies the spirit of inclusivity and equitable service to their racially diverse
community. The statement firmly asserts: “The City of Eagan is inclusive and equitably serves our
racially diverse community so everyone can thrive.”
At the time of this report marks the finalization of the city’s vision to uplift racial equity and inclusion.
The statement has been published on the City’s Racial Equity and Inclusion landing page, making
it accessible to all and signaling the City’s steadfast commitment to these principles. This vision is
not merely a declaration; it serves as a guiding principle for how the City of Eagan operates as an
employer and a service provider.
In upholding this vision, the city demonstrates a dedication to continuously work towards creating
a community that is not only diverse but also inclusive and equitable. It acknowledges the city’s
responsibility to foster an environment where equity and inclusion are integral parts of the city’s
social, economic, and political fabric. This vision helps the City of Eagan live up to its commitment
to being a community where everyone especially historically underresourced communities has
equitable access to opportunities, and all members of the community can confidently say, “I belong
here.”
1 Haas Institute for a Fair and Inclusive Society, “Targeted Universalism, Policy & Practice, by John A. Powell, Stephen Menendi-
an, Wendy
Ake, May 2019.
15
SNAPSHOT: VISION OF SUCCESS INTERVIEW FINDINGS
During the Vision of Success interview, participants were asked a series of questions with two
central questions presented here: to articulate the mission or guiding principle for their respective
departments or the city as a whole and to identify any racial equity and inclusion issues within the
City of Eagan. The responses were diverse, reflecting the wide range of guiding principles within the
city and varied perceptions of racial equity issues. However, some common themes emerged, which
are captured below.
What is the mission or guiding principle for the City of Eagan and/or your Department? In your
own words:
16
This interview process led to participants thinking deeper about a shared racial equity and inclusion
vision. Participants recognized that the racial equity and inclusion vision for the city didn’t work to
reinvent the citywide vision that came from it but to encapsulate and further harness the inclusive,
diverse, and vibrant future participants envision for their city and community.
17
Are there any racial equity and inclusion issues you think need to be addressed within the City of
Eagan?
To this question participants generally responded to the question with “I don’t know, what I don’t
know” and then deferred to DEI-oriented staff training needs that could enhance learning and
participation to improve City systems to become more equitable.
THEMES FINDINGS
Understanding and Reflection on
Diversity
Most participants were able to identify the need for understanding
and reflecting on all types of diversity (i.e., gender, religion, or ability
status)
Identification of Racial Disparities Many participants were unable to identify racial disparities within
their department or within the city, yet recognized this as a skill
they want to urgently grow. Black, Indigenous, Asian, and Latine
participants were able to identify the presence of disparities.
Equity Beyond Proximity CEI consultants observed and recorded the possibility of
participants finding their “proximity” to the small percentage of
Black, Indigenous, Asian, and Latine staff and community members
as evidence of a lack of inequity and racism within the organization.
With the absence of strong workforce diversity, there is an ongoing
assumption that the success of a few BIPOC staff there isn’t a
problem.
Ownership and Urgency in
Addressing Systemic Racism
Some participants shared they felt a sense of ownership and
urgency to develop and provide tools to address systemic racism.
This sense of urgency isn’t the same across the board for all, some
are more cautious than others in approaching racial equity and
inclusion.
Double Burden Black, Indigenous, Asian, and Latine participants shared that they
not only fulfill their job responsibilities but also bear the
additional, often unrecognized, labor of educating non-BIPOC
colleagues about racial and systemic inequities in the workplace,
broader American society, and globally.
Themes from the series of Vision of Success Interviews, held in August 2022. These themes informed
the development of the racial equity and inclusion vision statement.
18
LANDSCAPE ANALYSIS
The Center’s Consulting Team conducted several ‘Landscape Assessments’ of the City of Eagan.
These assessment throughout the workshop series served as diagnostic tools to understand the
city from multiple perspectives. The team conducted a comprehensive examination of the current
demographic, workforce, economic landscape, and staff insights then assessed how these factors
impact the city’s racial equity and inclusion journey. The purpose of the landscape analysis is to
provide a clear, holistic picture of the City’s current status on racial equity and inclusion. Insights
gained from this analysis re-informed our process, priority areas, partnership, and solving for
upcoming workshops.
Employee workshops with more than 30+ City staff yielded the following findings related to racial
equity and inclusion at the City of Eagan:
Nearly every discussion group in every department said the City’s workforce lacks racial diversity,
particularly at the leadership level. Employees cited that the workforce is primarily White and
that boards, commissions, and City Council are mostly White and male. Staff from departments
including Community Development, Public Works, Fire, Communications & Engagement, and the
City Administrator’s Office also noted that their primarily White workforce does not reflect the racial
diversity of the people they serve.
“It’s going to take a while for me to digest
because we’ve been operating and oblivious to it,
maybe it was intentional.”
– Employee Workshop Participant
The lack of acknowledging racial and economic disparities was noted as a challenge, with many
participants indicating a workplace culture that doesn’t require centering racial equity and
inclusion as a contributing factor. Some staff recognized the absence of education and exposure
on racial equity as an ongoing challenge that allows for this workplace culture to continue. Many
shared that they recognize that the small percentage of employees of color experience a “double
burden” of fulfilling their designated role and providing additional education to colleagues on racial
equity and inclusion.
“Eagan has an opportunity be leaders in the
community and set benchmarks. Race needs to be
[at] the forefront.”
– Employee Workshop Participant
19
“Appreciate the time to ground in the history. We
are being intentional to ground racial equity and
transformation for this organization.”
– Employee Workshop Participant
Many participants rallied around the opportunity for City leadership to set new cultural standards
and principles to bring issues of racial inequity into the primary focus. Several staff found the
racial demographic data shared to be striking. Many noted that in order for the city to embark on
this path it would be paramount for leadership and staff to be continuously steeped in the data and
simultaneously work towards creating a more racially equitable and inclusive environment in order
to be excellent service providers.
The most cited opportunity to engage with racial equity and inclusion was through increasing
workforce diversity internally with improvements to recruitment, hiring, and retention processes.
Employees across all departments called for a shift from the historically exclusionary minimum
qualification requirements utilized during the hiring process. Several staff noted that the recruitment
and hiring processes are in need of an overhaul to intentionally increase workforce diversity and
consider the lived experiences of people of color as “best fit”.
“I’m hearing fear of change. We need to address
real fear in a real way.”
– Employee Workshop Participant
Collective emphasis on establishing a safe environment for discussing racial equity and disparities.
Staff recognized that there was a sense of fear and judgement when discussing the transformative
changes required to address racial disparities. Various participants elevated the need for these fears
to be understood and address genuinely and compassionately to support one another along the
journey towards creating a more racially equitable and inclusive city.
“This is going to be hard and continue to be hard.
Embracing that it will be hard and it’s going to be
hard. There is commitment to it.”
– Employee Workshop Participant
20
Progress is slow when working to advance racial equity and inclusion. When recent racial
demographic data was shared with staff there were significantly impacted by the growth of racially
diverse youth populations in the city. All staff recognized that there is a new generation of Eagan
residents that are representative of the city’s demographics. Many participants expressed a sense of
urgency and frustration at the thought of delaying solutions for racial and economic disparity, urging
others to not repeat history’s slow pace of progress.
Some employees struggled to identify racial disparities in the City of Eagan. When tasked with
developing a racial equity and inclusion vision some employees were unable to identify the purpose
of centering racial equity and inclusion. Several staff identified disparities related to gender, religion,
ability status, or geography but couldn’t explicitly name any racial disparities they could create a
vision for. Identifying this early in the workshop series, Center for Economic Inclusion consultants
introduced other regional comparable REI visions and reemphasized the findings of the ‘500-Year
Wealth Gap Timeline’. This provided participants the space to revisit challenging conversations and
beliefs on racial equity, which allowed for new shared learning and discovery.
Additional themes that were not explicitly related to racial equity and inclusion were the desire for:
expanding opportunities for further communication between staff and racially diverse community
members and increasing professional development opportunities and pathways to attract and retain
employees of color.
“Appreciate the time to ground in the history. We
are being intentional to ground racial equity and
transformation for this organization.”
– Employee Workshop Participant
Figure 1a: The City of Eagan’s workforce is less racially diverse than the City of Eagan’s
population.
21
To deepen understanding of existing opportunities and strengths related to racially equitable and
inclusive workforce development, the Center for Economic Inclusion requested and analyzed four
years (2015, 2017, 2019, 2021) of workforce data. This data was initially compiled for the Equal
Employment Opportunity Commission.
The City of Eagan serves a diverse population, but this diversity is not reflected in the City’s workforce,
which remains predominately White. While the City’s workforce experienced a shift towards more
full-time workers between 2019 and 2021, this did not significantly impact the workforce’s diversity.
WORKFORCE
ORGANIZATIONAL DATA ANALYSIS
All City of Eagan
Employees (2021)
City of Eagan
Population (2020)
Difference
American Indian & Alaskan Native .2%.2%0.0 pp
Asian or Other Pacific Islander 2.9%9.0%-6.1 pp
Black or Afri can American 1.8%10.1%-8.3 pp
Hispanic or Latino 1.1%5.0%-3.9 pp
Other 0.2%-0.2 pp
Two or More Races .2%2.6%-2.5 pp
White 93.9%72.9%+21.0 pp
22
Figure 1b: While 1 in 4 Eagan residents are people of color, just 1 in 20 City employees are, and
City employee demographics have not changed in recent years.
Note: The Y-axis has been cropped to better visualize Black, Indigenous, Hispanic, Asian, and Two or More races employees. This data
includes both full-time and non-full-time employees.
Sources: Center for Economic Inclusion analysis of the City of Eagan Data, 5-year American
Community Survey data compiled by DataUSA
• Just 38 of 620 staff at the City of Eagan, approximately 6% of all staff, identify as Black, Indigenous,
Hispanic, Asian, or Two or More Races, while 94% identify as White.
• The racial demographics of the City’s workforce have remained largely unchanged between 2015
and 2021.
• The City’s workforce is less diverse than the population of the City of Eagan, where approximately
25% of individuals identify as people of color.
• This means that the City has an opportunity to employ a workforce that is representative of
the composition of Black, Asian, Hispanic, and people identifying as Two or More races in their
community.
Key Insights
2019 2021 Change in
full-time
workforce
American Indian 0 1 1
Asian 4 6 2
Black 5 6 1
Hispanic or Latino 0 2 2
Two or More Races 0 1 1
White 246 359 113
Total 255 375 120
23
Figure 2a: The City’s workforce shifted towards more full-time staff between 2019 and 2021.
Note: Employee counts by status (full-time and non-full-time) for 2019 and 2021.
Sources: Center for Economic Inclusion analysis of City of Eagan Data.
• The City’s full-time workforce increased across all race and ethnicity groups between 2019 and
2021.
• The City hired the first full-time American Indian and Two or more races employees between
2019 and 2021.
• The City’s non-full-time workforce decreased across all race and ethnicity groups between 2019
and 2021, with the largest change among White employees.
Key Insights
FIGURE 2: THE CITY’S WORKFORCE SHIFTED TOWARDS MORE FULL-TIME STAFF
BETWEEN 2019 AND 2021.
Figure 2b: Non-full-time workforce by race and ethnicity (2019 and 2021)
2019 2021 Change in
non full-time
workforce
American Indian 0 0 0
Asian 11 12 1
Black 7 5 -2
Hispanic or Latino 8 5 -3
Two or More Races 1 0 -1
White 437 223 -214
Total 464 245 -219
24
Note: Data is for 2021. Employee counts are shown on bars. For each race/ethnicity group, the darker color on the left indicates
employees with full-time status and the lighter color indicates employees with non-full-time status.
Sources: Center for Economic Inclusion analysis of the City of Eagan Data.
• Full-time workers make up 60% of the City of Eagan’s workforce in 2021.
• Among race and ethnicity groups with more than one employee, the highest share of full-time
workers is among White (62%) and Black (55%) employees. The lowest share is among Asian
(33%) and Hispanic or Latino (29%) employees.
Key Insights
Figure 3: Full-time workers make up a majority of the city’s workforce, among Black,
Indigenous, and White workers.
Darker color:
Full-time
Lighter color:
Non-full-time
25
As previously defined, a Root Cause Analysis (RCA) is conducted to ascertain the fundamental cause
of a given issue and design solutions that will significantly reduce the chances of its recurrence. By
targeting these root causes, strategies can be developed that lead to transformational progress
toward achieving set objectives and goals.
A Root Cause Analysis:
• Builds a shared understanding of the problem.
• Fosters a deeper understanding of qualitative data surrounding the problem.
• Acknowledges that the people who are closest to the problem are closest to the solutions.
• Informs strategy development to address the problem.
Employees (i.e. REI Champions) participating in the workshops chose to examine why the racial
diversity of City staff has not increased significantly over the past four years. Through this activity,
staff identified that barriers and bias continuously emerge in three systems connected to workforce:
recruitment, hiring, and retention. These identified areas subsequently served as the focus points
where staff formulated goals and strategies aimed at embedding racial equity in the identified
systems.
During the RCA workshops, several consistent themes were revealed:
Key Findings:
Culture:
• Consistent avoidance of engaging in challenging yet relevant conversations about racial disparities
and obstacles faced by historically underrepresented communities.
• Discomfort with discussing racial and ethnic diversity.
• Lack of inclusive and open spaces that allow for conversations on racial equity and inclusion
without feeling judged or harmed.
As previously defined, a Root Cause Analysis (RCA) is conducted to ascertain the fundamental cause
of a given issue and design solutions that will significantly reduce the chances of its recurrence. By
targeting these root causes, strategies can be developed that lead to transformational progress
toward achieving set objectives and goals.
A Root Cause Analysis:
• Builds a shared understanding of the problem.
• Fosters a deeper understanding of qualitative data surrounding the problem.
• Acknowledges that the people who are closest to the problem are closest to the solutions.
• Informs strategy development to address the problem.
Employees (i.e. REI Champions) participating in the workshops chose to examine why the racial
diversity of City staff has not increased significantly over the past four years. Through this activity,
staff identified that barriers and bias continuously emerge in three systems connected to workforce:
recruitment, hiring, and retention. These identified areas subsequently served as the focus points
where staff formulated goals and strategies aimed at embedding racial equity in the identified
systems.
ROOT CAUSE ANALYSIS
26
During the RCA workshops, several consistent themes were revealed:
Key Findings:
Culture:
• Consistent avoidance of engaging in challenging yet relevant conversations about racial disparities
and obstacles faced by historically underrepresented communities.
• Discomfort with discussing racial and ethnic diversity.
• Lack of inclusive and open spaces that allow for conversations on racial equity and inclusion
without feeling judged or harmed.
Processes and Practices:
• Historic and ongoing elevation of societal behaviors, beliefs, and skills associated with whiteness;
for example, bias towards white and (mid)western standards of dress, speech, accent, and affect.
• Define candidates on a scale of “best fit” which benefits White candidates; for example, unofficial
preference for Eagan residents.
Relationships & Connections:
• Lack of visibility in recruitment through marketing and storytelling of present and upcoming
opportunities with the City.
• Absence of intentional relationships with Black, Indigenous, Latine, and Asian community
members in the City.
• Lack of translated materials and background for roles that require licensing and minimum
qualifications. This shows up through the technical and industry terminology used without
intentional translation paired with it.
Policies:
• Minimum qualifications, as currently set by hiring managers, do not adequately value the lived
experiences of the city’s racially diverse racial demographics or require a diverse workforce.
Power Dynamics:
• Average tenure of White employees, power dynamics, and the absence of Black, Indigenous,
Latine, and Asian representation add to the concerns about opportunities for advancement and
growth for racially diverse staff.
27
SYSTEMS CHANGE EDUCATION WITH GOALS AND STRATEGY
DEVELOPMENT
The Center for Economic Inclusion is grounded in the model of Six Conditions of Systems Change
and encourages its use when exploring goal-setting and strategy development. This is because the
model is specifically designed to shift and disrupt the conditions that hold inequitable problems,
results, and impacts in place.
To shift inequitable conditions in the city, staff was tasked with exploring, discussing, and developing
SMARTIE goals (Specific, Measurable, Achievable, Relevant, Time-bound, Inclusive, and Equitable)
to provide direction toward solving the hot root inequities uncovered during the Root Cause
Analysis Workshops. Participants were also trained in equitable strategy development, actions,
and accountabilities working toward their identified equitable goals. The group was also provided
guidance on what makes a good measure and how it works in partnership with goal setting (See
Image below).
Image: Measures and Goals Relational Proximity
Through a series of workshops from February - April 2023, staff used the models, formula, and
guidance above, to draft 11 goals and 17 strategies. The goals were categorized under workforce-
specific thematic buckets with measurable timelines: Recruitment, Hiring, and Retention. Following
the final workshop held in April 2023, participants have been involved in various activities to continue
the work that was initiated. A significant part of this was the staff-led ‘Action Planning Workshop’
where they discussed and planned the implementation process of their goals and strategies.
The group revisited the 17 strategies developed at the end of an April workshop and distilled them
into 10, not by discarding any but through a process of intentional consolidation and refinement
made amendments (See Tables 4a and 4b).
28
Table 4a - SMARTIE Goals
As of June 2023, four staff-led working groups were created to manage the strategies: Community Engagement,
Employee Engagement, Data Analysis for Workforce Equity, and Employee Development + Education.
Participants self-selected into these work groups based on their interests and expertise. A key focus of the
groups is to ensure their strategies are connected to the RCA insights while also challenging preconceived
notions. Realities, risks, and future aspirations regarding the effort were discussed briefly. The groups are
navigating these assumptions and exploring new ways to create connections through a collaborative process.
The groups have planned a 90-day check-in for October 2023 to review the progress and make any necessary
adjustments to their plans and strategies.
RECRUITMENT HIRING RETENTION
⟐Increase the percentage of
BIPOC applicants to 20% by the
end of 2024.
⟐100% of job interviews will
include at least one REI-related
question by June 2024.
⟐Every active hiring manager
will incorporate best practices
for equitable and inclusive
recruitment by the end of 2024.
⟐Full-time BIPOC hires
will increase by 10% by
the end of 2024.
⟐Part-time BIPOC hires
will increase by 10% by
the end of 2024.
⟐In 2024, 90% of Eagan employees
have a shared understanding
of org values, language, and
expectations around race.
⟐In 2024, identify where disparities
exist in employee engagement
and satisfaction.
⟐Increase the percentage of
BIPOC applicants to 30% of the
overall applicant pool by 2028,
including a minimum of 10%
BIPOC applicants for each job
posting
⟐By 2028, 15% of new
talent in Eagan will be
people of color
⟐By 2028, ensure regular new
employees understand how to
navigate the organization and
feel connected to the employee
community
⟐By 2028, less than 10% of new FT
hires leave within the first year, with
equal rates of departure between
BIPOC and white employees with a
tenure of less than 5 years
RECRUITMENT HIRING RETENTION
⟐Create a menu of REI-related
interview questions.
⟐Train hiring managers on REI
best practices.
⟐Create a staff ambassador
program to connect with job
candidates.
⟐Engage with BIPOC–connected
community partners and staff to
understand the opportunities and
desires of BIPOC candidates.
⟐Connect with racially diverse
schools and communities in and
outside of Minnesota.
⟐Score for the value of
lived experience within
racially diverse communities
in job descriptions, interview
questions, and scoring
criteria.
⟐Regularly review
qualifications.
⟐Develop pool of full-
time BIPOC staff that are
interested and willing to
serve on hiring panels.
⟐Create hiring panels with
diverse cultural, ethnic, and
racial backgrounds.
⟐Introduce and create training
around city values, shared language,
and expectations around race.
⟐Add race and diversity options to
employee engagement surveys.
⟐Monitor and evaluate
disaggregated employee engagement
data, retention, and promotions.
⟐Establish a mentorship program
with race equity embedded as a core
curriculum.
EXECUTED
IN PROGRESS
Table 4b - Refined SMARTIE Strategies
IN PROGRESS
IN PROGRESS
IN PROGRESS
IN PROGRESS
IN PROGRESS
EXECUTED
EXECUTED
IN PROGRESS
IN PROGRESS
IN PROGRESS
IN PROGRESS
The Center for Economic Inclusion focuses on racial equity and
inclusion, and accordingly, the following recommendations for the
City of Eagan explicitly center on race. They are organized into
short- and long-term recommendations, with short-term meaning
initiation could begin within the next 12 months. Our team also
is happy to celebrate and acknowledge that the city has already
received and executed on early recommendations that are
well underway and already making substantial progress. These
recommendations are highlighted and identified in the following
recommendations section.
All recommendations are mapped to FSG’s Six Conditions of Systems Change in order to ensure
a comprehensive approach to dismantling systems that perpetuate disparities. Throughout the
process, staff unequivocally elevated People-related issues and opportunities. Therefore, the Center
recommends the City of Eagan prioritize recommendations related to Leadership, Recruitment,
Hiring, and Culture, Retention, and Advancement.
Recommendations
SHORT-TERM
RECOMMENDATIONS:
Initiate within 12 months
(2024).
LONG-TERM
RECOMMENDATIONS:
Initiate within the next
5-years (2028).
29
LEADERSHIP RECOMMENDATIONS Timeframe Conditions of Systems Change
Adopt a Community of Practice model prioritizing racial equity and
inclusion, fostering open dialogue in community, mutual learning, and
equitable civic participation. Directly responds to the frequent requests
from staff to intentionally invest in community partnerships and co-design
inclusive solutions to create a more welcoming and inclusive city.
Short-term
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Assess and share data on the racial demographics of City advisories,
boards, commissions, council, and workforce with City staff and the
public and set goals for improving citywide diversity. Understanding the
City’s current advisories, boards, commissions, council, and workforce will
critically support the identification of gaps and opportunities and set the
foundation for actualizing the clear goals and strategies set in Milestone 3.
Long-term
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Systematically measure, evaluate, and report usage of city services
by racial demographics and neighborhoods, including emergency
services, parks, recreation programming, and other city services.
This data will be critical in pinpointing disparities and opportunities,
informing neighborhood-specific and racially equitable policies, and
ensuring equitable access and service delivery across all racial groups and
neighborhoods.
Long-term
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
30
RECOMMENDATIONS FOR BUILDING AN EAGAN THAT THRIVES
HIRING
RECOMMENDATIONS
Timeframe Conditions of Systems Change
Review and update job qualifications to remove barriers for hiring
a diverse workforce. Continuous conscious reviews and updates of
job qualification significantly minimizes biases, enhances accessibility,
promotes equity, and broadens the talent pool attracted to refined and
intentionally developed roles.
Short-term
ACTIVE
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Review and revise hiring decision processes to reduce bias and establish
a set of agreed-upon hiring criteria. To address barriers in the interview
process the City could share interview questions in advance, provide in-
person and/or virtual interviews, and support with transportation and/or
childcare. Based on the review, the City could reduce the number of steps
in the hiring process, provide flexible times for interviewing, and multiple
ways of answering questions/receiving in advance.
Short-term
IN-PROGRESS
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Develop hiring panels with diverse cultural, ethnic, and racial
backgrounds consisting of current Black, Indigenous, Latine, and Asian
staff and BIPOC-connected ecosystem partners. When effectively paired
and actualized with other racial equity and inclusion recommendations,
this short-term strategy will promote deep inclusivity throughout city
services by fostering diverse thought, evaluation, and ensuring equitable
yet reflective hiring practices.
Short-term
IN-PROGRESS
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Analyze the impact of Employment Guidelines, Policies, Procedures, and
Rules against the City of Eagan’s racial equity goals. This assessment
allows for the City to ensure alignment with iterative racial equity hiring
goals and strategies set forth to foster accountable and reflective
practices.
Long-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Enact a retainer contract as needed with a third-party Racial Equity
and Inclusion provider to deliver expertise and assistance on interview
panels reviewing minimum requirements and qualifications for key
roles of impact for the City moving forward. This is a critical strategy
that guarantees impartial and specialized expert assessment that ensures
equitable practices and processes are followed by the City, which results
in a diverse workforce.
Long-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
31
CULTURE, RETENTION & ADVANCEMENT
RECOMMENDATIONS
Timeframe Conditions of Systems Change
Develop training on city vision, values, shared language on racial
equity and inclusion, and understanding and expectations related to
racial equity and inclusion. The development of a city-specific training
focused on values and racial equity and inclusion commitments for all
new hires and existing employees facilitates common understanding while
strengthening city culture and improving belonging.
Short-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Incorporate questions on Race Equity, Inclusion, and sense of belonging
into regular employee engagement surveys, using quantitative results
to drive action. Adding a racial equity and inclusion-specific question to
regular employee engagement surveys encourages intentional dialogue
on areas of opportunity and contention. It also supports the measurement
of racial equity and inclusion progress, identifies areas for improvement,
drives action-based solutions, and fosters a sense of belonging when
needs are effectively addressed and wins are celebrated.
Short-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Establish a robust mentorship program with race equity embedded as
a core curriculum that also provides participants opportunities to join
and/or lead special assignments. Often times Black, Indigenous, Latine,
and Asian employees and community members are over-mentored and
under-invested in. Using this model of pairing a mentorship program that
has clear developmental opportunities to invest in an employee’s career
and professional development, the City is ensuring that staff of color
participants are receiving fluid and transformative resources and support.
Long-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Establish clear promotion criteria and evaluation metrics for all
staff. Review promotion and retention rates for BIPOC employees to
identify any disparities and trends. Adopting this evaluation process
will support fostering trust and provide employees with a clear pathway
to understanding career growth. This could also assist with encouraging
diverse leadership as a transparent process for career trajectory is shared
that creates a more inclusive workplace to grow in.
Long-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
RECRUITMENT
RECOMMENDATIONS
Timeframe Conditions of Systems Change
Provide racial equity and inclusion best practices for recruitment and
unconscious bias training to everyone involved in the City’s recruitment
process. This will support the City in identifying and mitigating biases that
might affect City staff’s recruitment decisions.
Short-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Develop a Racial Equity and Inclusion (REI) centered recruitment
strategic plan. Developing an REI strategic recruitment plan will promote
diverse perspectives, improve workplace culture, mitigate bias, and ensure
equity across the board.
Short-term Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Enhance recruitment efforts to target candidates of color specifically.
Intentionally working to address underrepresentation, foster diverse
thinking, and promote racial equity and inclusion, enhances overall
organizational performance by creating inclusive growth in the workplace
that results in a diversity of thought, and comprehensive and reflective
decision-making that’s reflective of city representation.
Short-term
IN-PROGRESS
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Strengthen outreach and recruitment efforts by building authentic
relationships with academic institutions and community organizations
with a high percentage of underrepresented racial/ethnic groups.
Increasing racial diversity in institutions and community connections will
nurture inclusivity in the City, improve talent acquisition gaps, and bolsters
community relations.
Long-term
IN-PROGRESS
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Agenda Information Memo
August 8, 2023 Special City Council Meeting
V. 2024 AND 2025 GENERAL FUND BUDGET PRESENTATION
DIRECTION TO BE CONSIDERED:
To provide direction to staff regarding the proposed 2024 and 2025 General Fund
budgets and tax levies
FACTS:
Preparation of the 2024 and 2025 preliminary General Fund budget has been ongoing
since April.
The budget team—City Administrator Miller, Assistant City Administrator Alig, 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 2024
and 2025 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 2024 and 2025 General Fund budgets and 2024 tax levy are next scheduled to be
considered at the regular City Council meeting on September 5.
Staff will walk through the budget memo information a with slideshow presentation for
the viewing public.
ATTACHMENTS:
V-1 Budget Memo from City Administrator Miller and budget team
V-2 Proposed General Fund departmental budgets
V-3 2024-2025 proposed General Fund budget and tax levies presentation
1
To: Mayor and Members of the City Council
From: City Administrator Miller
Finance Director Feldman
Assistant City Administrator Alig
Assistant Finance Director Foiles
Date: August 8, 2023
Subject: Proposed 2024 and 2025 General Fund operating budgets, payable
2024 and 2025 property tax levies, and budget information
INTRODUCTION
The 2024-2025 General Fund budget addresses the continued evolution of City services
from new and existing development throughout the City while also responding to public
safety challenges felt throughout the state. The proposed 2024-2025 General Fund
includes programming and personnel to address essential service areas.
The 2023 state legislative session recently adjourned and resulted in some of the most
significant legislation changes and new laws. The state investment in public safety
resulted in $3.02 million of public safety aid for the City of Eagan. These funds are slated
to be received in 2023 and are the primary driver of the proposed budgets. The public
safety funds are proposed to be used over the next four years, with a phased-in tax levy
to pay for positions that are proposed to be hired in 2024 and 2025. This approach is
similar to how the City used the previous SAFER grant funds to pay for fire staffing. By
using a phased approach with state-allocated funds, the City can hire needed public
safety positions that would have otherwise been a challenge to fund in this budget cycle.
In addition, the approach also allows for the hiring of non-public safety positions to meet
the community’s needs. The proposed approach would require tax levy increases of
approximately $400,000 annually in 2025, 2026, and 2027 to pay for the ongoing
budgeted positions (apart from the Police and Fire cadets, which are proposed as a four-
year trial to determine the effectiveness of the programs).
Included in this memo are additional budget drivers, factors, and details of the proposed
2024-2025 budget. We believe this budget meets the service goals of the community
while also continuing the City’s sound financial budgeting approach.
2
MEETING PURPOSE
The City is required by state law to certify a preliminary payable 2024 property tax levy
to the County Treasurer-Auditor on or before September 30, 2023. The primary purpose
of the August 8 special City Council meeting is to review the preliminary 2024-2025
General Fund budget and 2024 property tax levy so that adjustments can be made in
time for certification at the September 5 regular City 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 at the September 12
special City Council meeting and/or refer to the Council’s Finance Committee for further
consideration. If that occurs, the Council could certify the preliminary levy at its
September 19 regular City Council meeting.
BUDGET ADOPTION PROCESS
Department directors began work on their two-year budgets in April and submitted
proposals in May. Formal action on the levy and preliminary 2024 General Fund budget
is scheduled for the regular City Council meeting on September 5, but as noted, could
be delayed until the regular meeting on September 19. The Truth-in-Taxation hearing is
tentatively scheduled for December 5. Should the Council wish to discuss this further,
the final budget and levy approval could occur at the regular City Council meeting on
December 19.
EXECUTIVE SUMMARY
General Fund proposed budget increase:
o 2024: 8.3% 2025: 5.6%
Tax levy proposed increase:
o 2024: 6.9% 2025: 5.6% - Parks Facilities Debt Service (beginning
2025): 2.6%
Total tax capacity increased 7.9% from taxes payable 2023 to 2024 (New
construction was 0.7% of the increase)
Market value of property in Eagan increased 6.8% from taxes payable 2023 to
2024. New construction accounted for 0.8% of the increase.
Average-value home increased in value 3.9% to $409,636
Increase in taxes on average value home: 2024 (proposed): 4.0%
2024 proposed staff additions/changes, which account for 1.8% of the total
General Fund budget being presented, are the following:
o 1 property maintenance technician (planned position with new rental
licensing program)
o 1 school resource officer/detective, partially offset by Independent School
District 196 (ISD196) revenue
o 2 police cadets
o 1 assistant chief of training and EMS
o 2 firefighters
3
o 1 forestry maintenance worker
o 1 streets maintenance worker (funded by Water Quality)
2024 reclassification of the following positions:
o Events and outreach superintendent
o 2 parks lead workers
o 1 engineering aide
2024 includes an 8.5% increase in health insurance costs, while 2025 includes a
9.5% increase in health insurance costs.
2025 proposed staff additions, which account for 0.9% of the total budget
General Fund budget being presented, are the following:
o 1 police officer
o 1 deputy fire marshal
o 2 fire cadets
o 1 part-time engagement coordinator
2025 reclassification of the following positions:
o 1 graduate engineer
General Fund Budget
The proposed 2024 General Fund budget is $52,337,700, an increase of $4,015,900, or
8.3%, over the 2023 expenditure budget. The proposed 2025 General Fund budget of
$55,270,400 is an increase of $2,932,700, or 5.6%, over 2024.
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 2024 General Fund budget
would increase by 6.3%. Significant changes in General Fund revenues and
expenditures are further detailed below.
4
Revenues
The 2024 and 2025 revenue estimates are based on a continuation of the City’s
established conservative practice.
Significant changes — 2024 budget:
License and permit revenues in 2024 are expected to increase by $329,000 over the
levels programmed for 2023. This anticipated increase is a result of 2024 being the
second year of implementation for the City’s rental licensing program. City staff
forecast the program will reach 60% compliance in 2024.
Revenue generated from charges for services is projected to increase by $571,900
in 2024. Internal engineering time charged to the planning and review of City projects
as well as increased support from ISD 196 for school resources officers are the
primary factors leading to the increase in 2024.
Transfers in revenues are budgeted $1,183,800 higher than a year ago. These
transfers are mostly routine and are from the Utilities Fund ($2,042,000) as
reimbursement for staff and other support services paid from the General Fund and
the Cable Franchise Fees Fund ($456,800) to fund the Communications budget.
New in 2024 is a transfer in ($983,800) of the aforementioned public safety aid
received from the state, which will help fund the proposed public safety personnel
additions as well as other public safety expenses slated for 2024.
General Fund Revenues 2023 2024 $ %
Property Taxes 38,606,600 40,913,400 2,306,800 6.0%
Licenses and Permits 1,803,400 2,132,400 329,000 18.2%
Inter-gov't Rev. 1,399,300 1,470,800 71,500 5.1%
Charges for Services 2,515,700 3,087,600 571,900 22.7%
Program and Other Revenues 953,000 1,105,900 152,900 16.0%
Fund Balance 600,000 - (600,000) -100.0%
Transfers In 2,443,800 3,627,600 1,183,800 48.4%
48,321,800 52,337,700 4,015,900 8.3%
∆
5
Significant changes — 2025 budget:
License and permit revenues in 2025 are expected to increase by $239,900 over
the levels programmed for 2024. This anticipated increase is a result of City staff
forecasting the program will reach 90% compliance in 2025.
Revenue generated from charges for services is projected to increase by
$180,200 in 2025. Internal engineering time charged to the planning and review
of City projects as well as increased financial support from ISD 196 for school
resources officers are the primary factors leading to the increase in 2025.
Transfers from public safety state aid, the Utilities Fund, and the Franchise Fees
Fund are programmed to increase by $186,500 in 2025.
General Fund Revenues 2024 2025 $ %
Property Taxes 40,913,400 43,150,400 2,237,000 5.5%
Licenses and Permits 2,132,400 2,372,300 239,900 11.3%
Inter-gov't Rev. 1,470,800 1,497,900 27,100 1.8%
Charges for Services 3,087,600 3,267,800 180,200 5.8%
Program and Other Revenues 1,105,900 1,167,900 62,000 5.6%
Transfers In 3,627,600 3,814,100 186,500 5.1%
52,337,700 55,270,400 2,932,700 5.6%
∆
6
Expenditures
The proposed budget increases are largely attributed to existing and newly proposed
staff (74% of the increase in 2024 and 78% in 2025). The rationale for the new positions
is addressed in a separate section of this memo.
Significant non-personnel changes — 2024 budget:
Parts and supplies are programmed to increase by $213,300 from the 2023
budget:
o The parts and supplies budget for the Police Department is forecasted to
increase by $48,000 primarily in ammunition, personal equipment, and
fuel.
o Clothing and personal equipment expenses for the Fire Department are
programmed to increase by $67,300 due to proposed new personnel and
routine replacement of firefighter gear.
o Snow removal and ice control supplies for the Streets Division are
budgeted to increase by $31,400, while mobile equipment repair part
costs are anticipated to increase by $16,900 as a result of inflationary
adjustments.
Budgeted services and other charges increased by $640,300 from 2023 levels:
o Other contractual service costs are budgeted to increase by $145,000 in
the Forestry Department due to EAB Tree Removal Program costs.
o DCC fees increased by $42,400 (3% over the prior year).
o IT maintenance contract costs are anticipated to increase by $33,400,
while budgeted LOGIS services increased by $141,400.
o Electricity and natural gas costs for governmental buildings are
programmed to increase by $25,200.
General Fund Expenditures 2023 2024 $ %
Personal Services 37,693,300$ 40,657,300$ 2,964,000$ 7.9%
Parts & Supplies 2,242,400 2,455,700 213,300 9.5%
Services & Other Charges 7,970,900 8,611,200 640,300 8.0%
Capital Outlay 316,400 493,500 177,100 56.0%
Contingency 98,800 120,000 21,200 21.5%
48,321,800$ 52,337,700$ 4,015,900$ 8.31%
∆
7
Significant non-personnel changes — 2025 budget:
Budgeted services and other charge costs are set to increase by $345,100. The
two biggest contributors to the increase are DCC costs $104,400 (7.5%) and
LOGIS services $71,300 (6.7%).
Due to uncertainty on total debt service funding needed for planned park and
Eagan Television facility improvements, contingency dollars are programmed to
increase by $430,000.
General Fund Expenditures 2024 2025 $ %
Personal Services 40,657,300$ 43,277,600$ 2,620,300$ 6.4%
Parts & Supplies 2,455,700 2,537,700 82,000 3.3%
Services & Other Charges 8,611,200 8,956,300 345,100 4.0%
Capital Outlay 493,500 398,800 (94,700) -19.2%
Contingency 120,000 100,000 (20,000) -16.7%
52,337,700$ 55,270,400$ 2,932,700$ 5.60%
∆
8
Proposed new positions 2024-2025 — General Fund
The proposed new full-time positions have the following budgetary impact on the 2024-
2025 General Fund budget:
2023 2024 2025
Approved Proposed Proposed
Existing Personnel Budget Budget $ % Budget $ %
Regular Employees
Salaries/wages/overtime 26,342,300$ 27,679,000$ 1,336,700$ 5.1% 29,066,300$ 1,387,300$ 4.8%
Temporary/Seasonal 1,223,200 1,349,600 126,400 10.3% 1,298,500 (51,100) -3.9%
Contractual Overtime 109,800 207,500 97,700 89.0% 215,000 7,500 3.5%
PERA 3,380,800 3,583,700 202,900 6.0% 3,761,300 177,600 4.7%
FICA 1,246,600 1,318,400 71,800 5.8% 1,382,100 63,700 4.6%
Health/Life/LTD insurance 4,138,900 4,355,600 216,700 5.2% 4,753,300 397,700 8.4%
Workers' compensation 1,175,700 1,207,600 31,900 2.7% 1,258,700 51,100 4.1%
Part-time firefighters compensation 50,000 - (50,000) -100.0% - - N/A
Unemployment compensation 26,000 - (26,000) -100.0% - - N/A
37,693,300 39,701,400 2,008,100 5.3%41,735,200 2,033,800 4.9%
2024 2025
Proposed Additions FTE FTE
Property Maintenance Inspector - 2024 * 1 - 85,800 85,800 122,000 36,200
Detective (SRO) - 2024 ** 1 - 176,000 176,000 183,500 7,500
Police Cadet - 2024 ** 2 - 156,600 156,600 167,400 10,800
Assistant Fire Chief - EMS & Training - 2024 ** 1 - 161,200 161,200 171,800 10,600
Fire Fighter - 2024 ** 2 - 264,800 264,800 282,600 17,800
Maintenance Worker - 2024 1 - 111,500 111,500 120,600 9,100
Police Officer - 2025 1 - - - 170,500 170,500
Deputy Fire Marshal - 2025 1 - - - 160,000 160,000
Fire Cadet - 2025 2 - - - 164,000 164,000
8 4 - 955,900 955,900 1,542,400 586,500
Total Personnel 37,693,300$ 40,657,300$ 2,964,000$ 7.9% 43,277,600$ 2,620,300$ 6.4%
* Above noted position is partially supported by the City's propoerty maintenance rental licensing program
** Above noted positions are supported by public safety funding provided by the State of Minnesota
General Fund Personnel Summary
2024-2025
ΔΔ
9
Public safety funding — General Fund
It is proposed that the City allocate $983,800 in 2024 and $1,047,300 in 2025 of the
state public safety aid to pay for public safety positions and programs. The use of these
one-time monies will require future tax levy increases to pay for ongoing costs for full-
time positions if approved in future budgets. The plan contemplates 2026 and 2027 tax
increases of an estimated $400,000 annually to pay for these positions and is an
approach similar to how the City incorporated the SAFER Grant in the last budget cycle
to hire full-time firefighters.
Proposed new positions 2024 — General Fund
Community Development Department
Proposed positions: 1 property maintenance technician
The City Council approved the rental licensing ordinance in March 2023.
This position is anticipated to continue the support the rental licensing program
that began in 2023.
Police Department
Proposed positions: 2 police cadets
Cadets are entry-level positions in the police, which provide traditional and
nontraditional applicants to enter the field.
With the decreasing number of applicants, the program allows the department
to remain competitive with other agencies throughout the state to identify
candidates sooner in hopes of them becoming police officers in the future.
Cadets work evening and weekend hours, while performing duties that include
assisting officers with traffic details, prisoner transports, animal control calls,
and public assistance.
Proposed Positions: 1 school resource officer (SRO):
ISD 196 requested a full-time SRO for the Alternative Learning Center.
SROs investigate criminal activity that occurs at school, while also building
connections and relationships with our community’s youth.
This position is partially funded by the school district.
10
Fire Department
Proposed positions: 1 assistant chief of training and EMS
The assistant chief of EMS & training will provide administration and oversight of
the busiest fire department function (EMS) and the most complicated function
(training). These roles are currently shared by multiple staff.
Consolidation under one staff member will ensure better trained, more competent
firefighters, accurate record keeping, and improved compliance with certification
and licensing requirements.
Proposed positions: 2 firefighters
The current staffing model is designed to respond to 5,000 calls per year. In
2022, the Fire Department responded to 6,467 calls and this is expected to rise
close to 7,000 calls in 2023.
The 2 firefighter positions will result in reduced overall response time, including
faster response to EMS calls with the addition of a response to Alpha/Bravo type
category calls an estimated 50 percent of the time and therefore leaving other
staff available for other response needs.
The additional firefighters will also result in a reduction in the amount of time the
fire department is unable to respond to a call, due to all units being committed.
Forestry Department
Proposed Position: 1 maintenance worker
Enables the City to effectively manage the increasing maintenance demands of
an expanded and aging park system, maturing landscapes and tree canopy, and
ensure the preservation of natural resources.
The need for a skilled employee in this position is crucial to the advancement of
sustainable best management practices, and the ability to deliver successful
services and safety standards that come with appropriate response times to
emergencies, customer requests, and citywide maintenance support and
demands.
The expertise of this skilled employee will support current and future
sustainability initiatives, create a safer and more appealing environment for
residents and visitors, and ensure the natural environment continues to positively
impact residents’ quality of life.
11
General Fund balance
Fund balance in the General Fund is primarily used for cash flow purposes as a result of
the City receiving the majority of its General Fund revenue from two tax levy distributions
that occur in June and December and requires the City to essentially use fund balance
to support operations until mid-year. The fund balance is also allocated for contingency
uses that are unplanned and emergency needs, as directed by the City Council.
The 2022 year-end General Fund balance of $29,487,000 represents 61% of the next
year’s budget. This is 16%, or $7.7 million, above the upper end of the Council’s target
range of 40% to 45% and $10.2 million above the lower end of the target range of the
following year's budgeted expenditures.
City Council directed staff to use $1.5 million for the Equipment Revolving Fund and an
addition $1.0 million for the Parks Development fund in 2022. These funds were
transferred in 2023. Staff is now proposing an additional $1.0 million of fund balance
from the General Fund to pay for a portion of the parks facility projects that recently
began construction in 2023. The use of these one-time funds for capital projects is a
prudent use of the funds and will lower the amount of planned debt issuance in 2024. In
the end, it will reduce the amount of a future tax levy needed to pay for the debt
issuance to finance these projects and is in line with the City’s fund balance policy.
The combination of the use of $3.5 million for capital improvements and the increase of
the proposed 2024 and 2025 General Fund budgets results in a fund balance that is
slightly above the target range. The remaining plan continues to allow for financial
flexibility during a changing and uncertain economic period.
12
Market Value and Tax Capacity
Tax capacity has increased an average of 7.8% annually over the past five years.
Preliminary numbers from Dakota County indicate a 7.9% increase in net tax capacity for
2024. Similarly, market value has increased an average rate of 7.9% since 2020. The
preliminary 2024 value of $12.8 billion is up 6.8% from 2023.
Final Proposed
Payable 2023 Payable 2024 Dollars %
Taxable Market Value 11,994,519,068 12,808,635,798 814,116,730 6.8%
Tax Capacity:
Gross Tax Capacity 149,277,835 161,125,062 11,847,227 7.9%
Fiscal Disparities Contribution (18,732,942) (19,697,848) (964,906) -5.2%
Tax Increment Value (5,083,552) (5,861,999) (778,447) -15.3%
Net Local Tax Capacity 125,461,341 135,565,215 10,103,874 8.1%
Taxable Market Value and Tax Capacity
Change
13
Tax capacity-based levy
The tax capacity-based component of the City’s 2024 proposed levy for operations and
debt service is $48,833,469, an increase of $3,170,831 or 6.9% over the 2023 levy of
$45,662,638. The proposed tax capacity rate calculated at .33403 is slightly lower than
the 2023 rate of .33567.
The fiscal disparities distribution and tax increment value amounts for the proposed 2024
budget are estimates. Final amounts are not available until later in August, so the tax
capacity rate calculation is only an estimate.
Total levy and levy allocation
In total, the proposed levies are proposed to increase 6.9% in 2024 and 8.2% in 2025.
The 2025 proposed levy increase includes a 2.6% increase to pay for debt service
requirements for the anticipated 2024 issuance of Parks facility bonds. Here is a 10-year
history of the annual levy percentage changes:
Final Proposed
2023 2024 Amount %
Operating Levy 43,624,840$ 46,394,990$ 2,770,150$
Debt Service Levy 2,037,798 2,438,479 400,681
Total Tax Capacity Levy 45,662,638 48,833,469 3,170,831 6.9%
Fiscal Disparities Distribution (3,550,878) (3,550,878) - 0.0%
Net Local Levy 42,111,760$ 45,282,591$ 3,170,831$ 7.5%
Calculation: Net local levy 42,111,760 45,282,591
Local tax cap 125,461,341 135,565,215
Tax capacity rate: 0.33567 0.33403 -0.5%
Tax Capacity Levy & Tax Capacity Rates
Difference
14
For 2024, the General Fund budget increase of 8.4% is driving the 6.9% overall levy
increase. As noted earlier, the proposed General Fund budget is using $983,800 in 2024
and $1,047,300 in 2025 to pay for public safety positions and programs. The use of
these one-time monies will require future tax levy increases in 2026 and 2027 to
continue the public safety positions. The Equipment Revolving Fund (ERF) levy is
proposed to increase $574,000 in the last year of a five-year planned use of fund
balance dating back to 2020 and direction received from the City Council.
Based on City Council direction, the Parks Development Fund is proposed to increase
$250,000 as part of a planned approach to ensure funding is available for the
replacement parks facilities and equipment. The Facilities Renewal & Replace Fund levy
is proposed to increase 2% and the Major Street Fund 5% 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 planned reduction of the Major
Street Bridges levy is offset by the increase in the 2018A Debt service scheduled to
increase to replace that levy. The other debt service levies are according to plan and
debt service requirements.
In 2025, the levy is up 8.2% over 2024. Again, the General Fund budget and tax levy are
the main driver in a 6.5% General Fund budget increase as well as the planned ERF tax
levy increase of $395,000 in funding for the replacement of equipment and vehicles.
Consistent with 2024, a 2% inflationary rate is also set for the Facilities Renewal &
Replace Fund and 5% for the Major Street Fund. The 2025 Tax levy also includes an
estimated tax levy of $1.25 million as part of the planned debt issuances to pay for the
Parks Facilities planned project. This is an estimated amount with an additional levy
most likely to be needed in 2026 of $1.25 million. These amounts are estimates as
project costs are being gathered, but not yet to be finalized.
15
Property tax impact
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 2024, the tax capacity of all property in Eagan increased 7.9%, but 0.8% 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 3.9% for 2024 taxes, from
$394,166 to $409,636. The City portion of taxes on the average value home is expected
to increase by an estimated $52 (4.0%), from $1,315 to $1,367.
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 the final
word on the fiscal disparities’ distribution and tax increment values, these tax figures
could go up or down.
Final
2023 $ change % $ change %
General Fund 38,606,600$ 40,913,400$ 2,306,800$ 6.0% 43,150,400$ 2,237,000$ 5.5%
Special Revenue - Parking Ramp 56,000 59,000 3,000 5.4% 62,000 3,000 5.1%
General Facilities R & R 255,000 260,000 5,000 2.0% 265,000 5,000 1.9%
Equipment Revolving Fund 1,356,000 1,930,000 574,000 42.3% 2,325,000 395,000 20.5%
Major Streets Fund - A 2,102,000 2,207,500 105,500 5.0% 2,318,000 110,500 5.0%
Major Streets Fund - B (Overpasses) 474,020 - (474,020) -100.0% - - #DIV/0!
Fire Apparatus - Debt 140,280 140,910 630 0.4% 141,330 420 0.3%
- Revolving 219,720 219,090 (630) -0.3% 218,670 (420) -0.2%
Park Systems Development & R & R 539,000 789,000 250,000 46.4% 789,000 - 0.0%
DataBank Abatement 16,500 17,000 500 3.0% 17,500 500 2.9%
Debt Service - 2016 Bonds 546,654 545,184 (1,470) -0.3% 543,399 (1,785) -0.3%
Debt Service - 2018 Bonds 1,350,864 1,752,385 401,521 29.7% 1,753,645 1,260 0.1%
Debt Service - 2024 - Parks Facility - - - #DIV/0! 1,250,000 1,250,000 #DIV/0!
Grand Total Levy 45,662,638$ 48,833,469$ 3,170,831$ 6.9% 52,833,944$ 4,000,475$ 8.2%
Allocation of Property Tax Levy
Proposed 2024 Proposed 2025
16
The shaded area for the average valued home shows the estimated market value and
taxes in 2024 of the property value immediately above it, as it may have been
valued/taxed in 2023. For example, a $393,843 home in 2023 would have had city taxes
of $1,315. That same home may be valued at $409,636 in 2024 (based on average
value increases), causing it to have 2024 taxes of $1,367, an increase of $52. If the
value of that home stayed the same from 2023 to 2024, the taxes would have decreased
by $6 to $1,309.
Estimated
2020 2021 2022 2023 2024
Tax Capacity Rate 0.35262 0.36333 0.36119 0.33567 0.33403
Market Value Rate 0.0001359 - - - -
Market Value
200,000$ 665 657 653 607 604
300,000 1,063 1,053 1,057 973 968
393,843 1,382 1,424 1,416 1,315 1,310
409,636 1,443 1,487 1,478 1,374 1,367
400,000 1,460 1,449 1,440 1,338 1,332
500,000 1,831 1,817 1,806 1,678 1,670
600,000 2,285 2,271 2,257 2,098 2,088
700,000 2,740 2,725 2,709 2,518 2,505
Eagan Property Tax History
City Portion
Projected
2020 2021 2022 2023 2024
Average home value 313,077 324,634 345,478 393,843 409,636
% increase 4.8% 3.7% 6.4% 14.0% 4.0%
City portion of property taxes 1,115 1,150 1,226 1,315 1,367
% increase 5.9% 3.1% 6.6% 7.3% 4.0%
City Portion of Taxes on Average Value Home
17
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
5 (or the regular meeting on September 19).
If the City Council feels further consideration is necessary, the budget could be
further discussed at the September 12 special City Council meeting, as a
precursor to approval at the regular City Council meeting on September 19.
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 5 with the opportunity to adopt the 2024 and 2025
budgets, and the 2024 tax levy. If not adopted at the December 5 meeting, the
City Council will be asked to approve the budgets and tax levy at the December
19 regular City Council meeting.
Public Policy Issues
Is the City Council supportive of the proposed 8.4% increase in the 2024 budget
and the 6.9% increase in the 2024 property tax levy adjustment?
Recognizing that the City Council will review and formally approve only the 2024
budget, is the City Council supportive of the proposed 5.6% increase in the 2025
General Fund budget and 8.2% increase in the 2025 property tax levy
adjustment?
Are there concerns or objections to any of the proposed staffing additions or
additional information needed?
Are there concerns or objections to the use of the public safety funding the City is
slated to receive in 2023, or concerns with the proposed phase-in of the tax levy
over the next three years to pay for the positions being funded by public safety
dollars?
18
2023 2024
Budget Budget $%
General Property Taxes 38,606,600$ 40,913,400$ 2,306,800 6.0%
Licenses 396,000 601,000 205,000 51.8%
Permits 1,407,400 1,531,400 124,000 8.8%
Intergovernmental Rev 1,399,300 1,470,800 71,500 5.1%
Charges for Services 1,633,400 2,101,700 468,300 28.7%
Recreation Charges 882,300 985,900 103,600 11.7%
Fines & Forfeits 264,300 235,000 (29,300) -11.1%
Other Revenues 354,000 393,600 39,600 11.2%
Program Revenues 334,700 477,300 142,600 42.6%
Fund Balance 600,000 - (600,000) N/A
Transfers 2,443,800 3,627,600 1,183,800 48.4%
TOTAL GENERAL FUND 48,321,800$ 52,337,700$ 4,015,900 8.3%
∆ 2023 vs. 2024
General Fund
2024 Budget
COMPARATIVE SUMMARY OF REVENUES
19
2024 2025
Budget Budget $%
General Property Taxes 40,913,400 43,150,400 2,237,000 5.5%
Licenses 601,000 795,600 194,600 32.4%
Permits 1,531,400 1,576,700 45,300 3.0%
Intergovernmental Rev 1,470,800 1,497,900 27,100 1.8%
Charges for Services 2,101,700 2,200,400 98,700 4.7%
Recreation Charges 985,900 1,067,400 81,500 8.3%
Fines & Forfeits 235,000 240,000 5,000 2.1%
Other Revenues 393,600 402,400 8,800 2.2%
Program Revenues 477,300 525,500 48,200 10.1%
Transfers 3,627,600 3,814,100 186,500 5.1%
TOTAL GENERAL FUND 52,337,700$ 55,270,400$ 2,932,700 5.6%
∆ 2024 vs. 2025
General Fund
2025 Budget
COMPARATIVE SUMMARY OF REVENUES
20
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1,
5
0
0
1,
2
0
0
1,
2
0
0
(3
0
0
)
‐
20
.
0
%
‐
0.
0
%
40
9
8
SP
E
C
E
V
E
N
T
P
E
R
M
I
T
S
1,
9
7
5
1,
3
2
5
1,
0
0
0
80
0
1,
0
0
0
(2
0
0
)
‐
20
.
0
%
2
0
0
25
.
0
%
41
0
0
UT
I
L
I
T
Y
59
,
7
5
1
51
,
4
2
3
50
,
8
0
0
52
,
5
0
0
55
,
0
0
0
1,
7
0
0
3.
3
%
2
,
5
0
0
4.
8
%
41
1
5
OU
T
D
O
O
R
E
V
E
N
T
22
5
30
0
‐
‐
‐
‐
N/
A
‐
N/
A
41
1
6
CH
I
C
K
E
N
P
E
R
M
I
T
1,
0
0
0
62
5
60
0
70
0
70
0
10
0
16
.
7
%
‐
0.
0
%
41
1
7
UT
I
L
I
T
Y
T
A
S
K
V
E
H
I
C
L
E
P
E
R
M
I
T
25
75
1,
5
0
0
10
0
20
0
(1
,
4
0
0
)
‐
93
.
3
%
1
0
0
10
0
.
0
%
41
1
8
BE
E
K
E
E
P
I
N
G
P
E
R
M
I
T
42
0
42
0
40
0
40
0
40
0
‐
0.
0
%
‐
0.
0
%
41
1
9
MI
N
I
P
I
G
P
E
R
M
I
T
‐
‐
‐
10
0
10
0
10
0
N/
A
‐
0.
0
%
41
2
0
OT
H
E
R
50
‐
‐
‐
‐
‐
N/
A
‐
N/
A
T
O
T
A
L
1,
8
1
5
,
1
7
0
$
1,
6
3
9
,
8
9
6
$
1,
4
0
7
,
4
0
0
$
1,
5
3
1
,
4
0
0
$
1,
5
7
6
,
7
0
0
$
12
4
,
0
0
0
8.
8
%
4
5
,
3
0
0
3.
0
%
∆
20
2
4
t
o
2
0
2
5
%
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
∆
20
2
3
t
o
2
0
2
4
%
21
Ac
c
t
20
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
No
.
D
E
S
C
R
I
P
T
I
O
N
Ac
t
u
a
l
Ac
t
u
a
l
Bu
d
g
e
t
Bu
d
g
e
t
Bu
d
g
e
t
I
N
T
E
R
-
G
O
V
'
T
R
E
V
:
41
3
5
FE
D
E
R
A
L
G
R
A
N
T
S
1,
5
5
1
,
6
7
4
$
81
6
,
1
6
6
$
73
,
0
0
0
$
15
0
,
3
0
0
$
12
7
,
4
0
0
$
77
,
3
0
0
10
5
.
9
%
(
2
2
,
9
0
0
)
‐
15
.
2
%
41
4
0
ST
A
T
E
G
R
A
N
T
S
19
9
,
4
4
4
57
,
2
1
9
8,
0
0
0
21
,
0
0
0
21
,
0
0
0
13
,
0
0
0
16
2
.
5
%
‐
0.
0
%
41
5
1
LO
C
A
L
P
E
R
F
O
R
M
A
N
C
E
A
I
D
9,
6
4
0
9,
6
7
2
9,
5
0
0
9,
5
0
0
9,
5
0
0
‐
0.
0
%
‐
0.
0
%
41
5
3
MV
H
C
21
5
21
8
‐
‐
‐
‐
N/
A
‐
N/
A
41
5
5
MS
A
-
M
A
I
N
T
E
N
A
N
C
E
73
,
9
9
5
73
,
9
9
5
84
,
0
0
0
70
,
0
0
0
70
,
0
0
0
(1
4
,
0
0
0
)
‐
16
.
7
%
‐
0.
0
%
41
5
8
PO
L
I
C
E
T
O
W
N
A
I
D
67
2
,
5
9
0
72
1
,
1
8
3
62
7
,
0
0
0
67
5
,
0
0
0
70
0
,
0
0
0
48
,
0
0
0
7.
7
%
2
5
,
0
0
0
3.
7
%
41
5
9
PO
L
I
C
E
T
R
A
I
N
I
N
G
A
I
D
73
,
1
5
6
74
,
0
8
2
57
,
5
0
0
70
,
0
0
0
70
,
0
0
0
12
,
5
0
0
21
.
7
%
‐
0.
0
%
41
6
0
ST
A
T
E
P
E
R
A
A
I
D
‐
13
1
,
0
6
2
38
,
0
0
0
‐
‐
(3
8
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
41
6
1
FI
R
E
S
T
A
T
E
A
I
D
49
8
,
2
1
5
44
6
,
0
3
2
50
2
,
3
0
0
47
5
,
0
0
0
50
0
,
0
0
0
(2
7
,
3
0
0
)
‐
5.
4
%
2
5
,
0
0
0
5.
3
%
T
O
T
A
L
3,
0
7
8
,
9
2
9
2,
3
2
9
,
6
2
9
1,
3
9
9
,
3
0
0
1,
4
7
0
,
8
0
0
1,
4
9
7
,
9
0
0
71
,
5
0
0
5.
1
%
2
7
,
1
0
0
1.
8
%
CH
A
R
G
E
S
F
O
R
S
E
R
V
I
C
E
S
:
42
0
5
VA
R
I
A
N
C
E
F
E
E
S
3,
7
0
0
$
2,
6
0
0
$
2,
0
0
0
$
2,
0
0
0
$
2,
0
0
0
$
‐
0.
0
%
‐
0.
0
%
42
0
6
PL
A
T
T
I
N
G
F
E
E
S
11
,
6
0
2
10
,
1
8
0
8,
0
0
0
10
,
0
0
0
10
,
0
0
0
2,
0
0
0
25
.
0
%
‐
0.
0
%
42
0
7
RE
Z
O
N
I
N
G
F
E
E
S
8,
7
8
2
7,
5
5
1
5,
0
0
0
7,
5
0
0
7,
5
0
0
2,
5
0
0
50
.
0
%
‐
0.
0
%
42
1
0
RE
T
U
R
N
E
D
C
H
E
C
K
F
E
E
1,
0
5
3
1,
6
8
0
1,
5
0
0
1,
5
0
0
1,
5
0
0
‐
0.
0
%
‐
0.
0
%
42
1
2
D
O
G
I
M
P
O
U
N
D
/
K
E
N
N
E
L
F
E
E
2,
5
0
0
1,
1
0
0
3,
5
0
0
1,
0
0
0
1,
0
0
0
(2
,
5
0
0
)
‐
71
.
4
%
‐
0.
0
%
42
1
4
BU
R
G
L
A
R
A
L
A
R
M
F
E
E
S
19
,
2
0
0
8,
7
2
5
15
,
5
0
0
12
,
5
0
0
12
,
5
0
0
(3
,
0
0
0
)
‐
19
.
4
%
‐
0.
0
%
42
1
5
RE
P
E
A
T
N
U
I
S
A
N
C
E
C
A
L
L
F
E
E
‐
‐
20
0
20
0
20
0
‐
0.
0
%
‐
0.
0
%
42
1
6
DA
Y
C
A
R
E
I
N
S
P
E
C
T
I
O
N
F
E
E
S
61
8
‐
70
0
70
0
70
0
‐
0.
0
%
‐
0.
0
%
42
2
0
VA
C
A
T
I
O
N
P
R
O
C
E
E
D
I
N
G
S
2,
0
0
0
2,
8
0
0
2,
4
0
0
2,
5
0
0
2,
5
0
0
10
0
4.
2
%
‐
0.
0
%
42
2
1
PU
B
L
I
C
S
A
F
E
T
Y
F
E
E
S
1,
6
1
4
1,
6
5
0
1,
0
0
0
1,
5
0
0
1,
5
0
0
50
0
50
.
0
%
‐
0.
0
%
42
2
2
PL
A
N
C
H
E
C
K
S
52
8
,
4
5
9
53
7
,
3
9
0
48
0
,
0
0
0
52
4
,
1
0
0
53
9
,
8
0
0
44
,
1
0
0
9.
2
%
1
5
,
7
0
0
3.
0
%
42
2
6
DE
V
E
S
C
R
O
W
R
E
I
M
B
U
R
S
11
4
,
0
0
2
60
,
9
4
1
10
0
,
0
0
0
75
,
0
0
0
75
,
0
0
0
(2
5
,
0
0
0
)
‐
25
.
0
%
‐
0.
0
%
42
2
7
EN
G
I
N
E
E
R
I
N
G
S
E
R
V
I
C
E
S
53
6
,
6
6
4
67
2
,
3
1
4
62
4
,
8
0
0
94
3
,
2
0
0
95
1
,
2
0
0
31
8
,
4
0
0
51
.
0
%
8
,
0
0
0
0.
8
%
42
2
8
EN
G
/
F
I
N
A
N
C
I
A
L
A
D
M
I
N
I
S
T
R
A
T
I
O
N
13
,
7
3
8
11
,
6
9
6
7,
5
0
0
10
,
0
0
0
10
,
0
0
0
2,
5
0
0
33
.
3
%
‐
0.
0
%
42
3
0
PR
I
N
T
M
A
T
E
R
I
A
L
/
O
T
H
E
R
F
E
E
S
2,
7
9
6
96
2
3,
5
0
0
1,
0
0
0
1,
0
0
0
(2
,
5
0
0
)
‐
71
.
4
%
‐
0.
0
%
42
3
1
RE
S
E
A
R
C
H
O
F
C
I
T
Y
R
E
C
O
R
D
S
‐
57
5
‐
‐
‐
‐
N/
A
‐
N/
A
42
3
4
C
O
N
T
R
S
E
R
V
I
C
E
S
-
S
E
C
U
R
I
T
Y
/
E
M
S
27
5
,
6
4
4
22
7
,
8
7
6
13
6
,
1
0
0
22
5
,
0
0
0
23
0
,
0
0
0
88
,
9
0
0
65
.
3
%
5
,
0
0
0
2.
2
%
42
3
6
PO
L
S
V
C
E
S
T
O
S
C
H
O
O
L
D
I
S
T
65
,
0
3
8
49
,
3
3
5
83
,
0
0
0
12
0
,
0
0
0
18
5
,
0
0
0
37
,
0
0
0
44
.
6
%
6
5
,
0
0
0
54
.
2
%
42
3
9
IN
V
E
S
T
I
G
A
T
I
O
N
F
O
R
L
I
C
E
N
S
I
N
G
18
,
0
0
0
15
,
6
5
0
‐
10
,
0
0
0
10
,
0
0
0
10
,
0
0
0
N/
A
‐
0.
0
%
42
4
1
A
L
C
O
H
O
L
N
O
N
-
C
O
M
P
L
.
P
E
N
A
L
T
Y
‐
3,
5
0
0
‐
‐
‐
‐
N/
A
‐
N/
A
42
4
2
MA
I
N
T
E
Q
U
I
P
&
P
E
R
S
C
H
G
19
,
6
0
3
16
,
1
5
0
10
,
0
0
0
12
,
5
0
0
12
,
5
0
0
2,
5
0
0
25
.
0
%
‐
0.
0
%
42
4
5
PE
R
M
I
T
S
U
R
C
H
A
R
G
E
1,
4
1
0
1,
0
8
4
1,
5
0
0
1,
5
0
0
1,
5
0
0
‐
0.
0
%
‐
0.
0
%
42
4
6
AD
M
N
F
E
E
O
N
S
A
C
3,
7
5
2
16
,
2
4
6
17
,
2
0
0
10
,
0
0
0
10
,
0
0
0
(7
,
2
0
0
)
‐
41
.
9
%
‐
0.
0
%
42
4
7
RO
O
M
T
A
X
A
D
M
I
N
F
E
E
43
,
4
2
5
63
,
6
1
4
50
,
0
0
0
60
,
0
0
0
60
,
0
0
0
10
,
0
0
0
20
.
0
%
‐
0.
0
%
42
6
0
IN
V
E
S
T
M
E
N
T
M
G
M
T
F
E
E
5,
7
6
8
17
,
1
7
7
20
,
0
0
0
20
,
0
0
0
20
,
0
0
0
‐
0.
0
%
‐
0.
0
%
47
X
X
AC
C
E
S
S
E
A
G
A
N
F
E
E
S
43
,
7
0
1
42
,
0
0
5
60
,
0
0
0
50
,
0
0
0
55
,
0
0
0
(1
0
,
0
0
0
)
‐
16
.
7
%
5
,
0
0
0
10
.
0
%
T
O
T
A
L
1,
7
2
3
,
0
6
9
1,
7
7
2
,
8
0
1
1,
6
3
3
,
4
0
0
2,
1
0
1
,
7
0
0
2,
2
0
0
,
4
0
0
46
8
,
3
0
0
28
.
7
%
9
8
,
7
0
0
4.
7
%
%
∆
20
2
4
t
o
2
0
2
5
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
∆
20
2
3
t
o
2
0
2
4
%
22
Ac
c
t
20
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
No
.
D
E
S
C
R
I
P
T
I
O
N
Ac
t
u
a
l
Ac
t
u
a
l
Bu
d
g
e
t
Bu
d
g
e
t
Bu
d
g
e
t
43
1
0
-
1
3
RE
C
R
E
A
T
I
O
N
P
R
O
G
R
A
M
F
E
E
S
:
30
2
7
HO
L
Z
F
A
R
M
5,
4
5
6
16
,
7
1
3
21
,
9
0
0
19
,
6
0
0
20
,
7
0
0
(2
,
3
0
0
)
‐
10
.
5
%
1
,
1
0
0
5.
6
%
30
2
9
SA
F
E
T
Y
C
A
M
P
2,
0
3
0
2,
8
0
0
3,
4
0
0
6,
2
0
0
6,
4
0
0
2,
8
0
0
82
.
4
%
2
0
0
3.
2
%
30
3
0
YO
U
T
H
S
P
O
R
T
S
C
A
M
P
‐
‐
‐
4,
3
0
0
4,
4
0
0
4,
3
0
0
N/
A
1
0
0
2.
3
%
30
3
5
RA
C
Q
U
E
T
S
P
O
R
T
S
10
,
7
5
5
58
,
5
3
5
25
,
2
0
0
16
,
3
0
0
17
,
5
0
0
(8
,
9
0
0
)
‐
35
.
3
%
1
,
2
0
0
7.
4
%
30
4
1
-
3
0
4
3
VO
L
L
E
Y
B
A
L
L
18
,
0
1
7
6,
8
3
3
18
,
3
0
0
3,
7
0
0
3,
7
0
0
(1
4
,
6
0
0
)
‐
79
.
8
%
‐
0.
0
%
30
4
7
YO
U
T
H
S
P
O
R
T
S
-
T
B
A
L
L
16
,
9
3
7
23
,
3
2
2
20
,
8
0
0
14
,
6
0
0
15
,
0
0
0
(6
,
2
0
0
)
‐
29
.
8
%
4
0
0
2.
7
%
30
4
8
-
3
0
5
0
SO
F
T
B
A
L
L
72
,
7
2
4
61
,
9
5
2
86
,
5
0
0
69
,
0
0
0
62
,
8
0
0
(1
7
,
5
0
0
)
‐
20
.
2
%
(
6
,
2
0
0
)
‐
9.
0
%
30
5
2
F
O
O
T
B
A
L
L
2,
8
2
8
2,
8
8
5
3,
1
0
0
3,
2
0
0
3,
3
0
0
10
0
3.
2
%
1
0
0
3.
1
%
30
5
5
P
O
T
T
E
R
Y
‐
‐
‐
18
4
,
2
0
0
22
7
,
2
0
0
18
4
,
2
0
0
N/
A
4
3
,
0
0
0
23
.
3
%
30
5
7
PR
E
S
C
H
O
O
L
P
R
O
G
R
A
M
S
10
4
,
8
1
0
10
9
,
2
2
1
14
8
,
0
0
0
90
,
0
0
0
97
,
0
0
0
(5
8
,
0
0
0
)
‐
39
.
2
%
7
,
0
0
0
7.
8
%
30
5
8
TE
E
N
S
P
R
O
G
R
A
M
S
‐
‐
‐
6,
6
0
0
6,
8
0
0
6,
6
0
0
N/
A
2
0
0
3.
0
%
30
5
9
SU
M
M
E
R
I
N
T
H
E
P
A
R
K
69
,
2
8
3
88
,
6
7
0
65
,
3
0
0
90
,
7
0
0
98
,
4
0
0
25
,
4
0
0
38
.
9
%
7
,
7
0
0
8.
5
%
30
6
0
SP
A
R
K
!
M
O
B
I
L
E
‐
3,
5
0
0
5,
1
0
0
6,
4
0
0
6,
4
0
0
1,
3
0
0
25
.
5
%
‐
0.
0
%
30
6
1
MA
R
K
E
T
F
E
S
T
35
,
3
9
6
35
,
8
2
3
37
,
7
0
0
35
,
5
0
0
38
,
5
0
0
(2
,
2
0
0
)
‐
5.
8
%
3
,
0
0
0
8.
5
%
30
6
4
RE
C
R
E
A
T
I
O
N
O
U
T
R
E
A
C
H
‐
12
0
1,
5
0
0
4,
4
0
0
4,
4
0
0
2,
9
0
0
19
3
.
3
%
‐
0.
0
%
30
6
6
MU
S
I
C
‐
‐
‐
12
,
0
0
0
12
,
0
0
0
12
,
0
0
0
N/
A
‐
0.
0
%
30
6
9
PI
C
K
L
E
B
A
L
L
‐
‐
‐
48
,
2
0
0
48
,
2
0
0
48
,
2
0
0
N/
A
‐
0.
0
%
30
7
0
FR
I
D
A
Y
F
U
N
‐
‐
‐
6,
3
0
0
6,
6
0
0
6,
3
0
0
N/
A
3
0
0
4.
8
%
30
7
1
MN
S
T
A
T
E
A
R
T
S
B
O
A
R
D
‐
75
0
‐
‐
‐
‐
N/
A
‐
N/
A
30
7
3
WA
R
M
I
N
G
H
O
U
S
E
-
R
I
N
K
S
‐
‐
‐
7,
0
0
0
7,
0
0
0
7,
0
0
0
N/
A
‐
0.
0
%
30
7
4
TR
A
P
P
F
A
R
M
T
U
B
I
N
G
7,
2
9
9
12
,
8
6
0
10
,
0
0
0
‐
‐
(1
0
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
30
7
5
TE
E
N
S
92
0
1,
6
9
0
9,
6
0
0
7,
3
0
0
8,
0
0
0
(2
,
3
0
0
)
‐
24
.
0
%
7
0
0
9.
6
%
30
7
6
BA
S
K
E
T
B
A
L
L
5,
1
0
3
8,
2
8
7
‐
‐
‐
‐
N/
A
‐
N/
A
30
7
7
NO
N
-
T
R
A
D
I
T
I
O
N
A
L
S
P
O
R
T
S
3,
1
7
5
2,
8
8
4
5,
6
0
0
5,
1
0
0
5,
4
0
0
(5
0
0
)
‐
8.
9
%
3
0
0
5.
9
%
30
7
8
S
E
N
I
O
R
C
I
T
I
Z
E
N
S
18
,
7
3
9
19
,
3
8
9
53
,
3
0
0
68
,
3
0
0
70
,
9
0
0
15
,
0
0
0
28
.
1
%
2
,
6
0
0
3.
8
%
30
7
9
SP
E
C
I
A
L
E
V
E
N
T
S
30
,
1
5
6
35
,
5
1
4
45
,
3
0
0
31
,
8
0
0
33
,
8
0
0
(1
3
,
5
0
0
)
‐
29
.
8
%
2
,
0
0
0
6.
3
%
30
8
1
AR
T
S
C
O
U
N
C
I
L
11
2
,
5
6
0
21
1
,
7
6
8
20
6
,
0
0
0
11
6
,
1
0
0
12
7
,
7
0
0
(8
9
,
9
0
0
)
‐
43
.
6
%
1
1
,
6
0
0
10
.
0
%
30
8
2
NA
T
U
R
E
P
R
O
G
R
A
M
S
2,
1
6
0
4,
9
7
6
7,
1
0
0
5,
8
0
0
6,
0
0
0
(1
,
3
0
0
)
‐
18
.
3
%
2
0
0
3.
4
%
30
8
3
PR
E
S
C
H
O
O
L
-
S
U
M
M
E
R
‐
‐
‐
48
,
1
0
0
51
,
0
0
0
48
,
1
0
0
N/
A
2
,
9
0
0
6.
0
%
30
8
5
FA
M
I
L
Y
A
C
T
I
V
I
T
E
S
‐
14
4
‐
4,
7
0
0
5,
7
0
0
4,
7
0
0
N/
A
1
,
0
0
0
21
.
3
%
30
8
6
NE
W
P
R
O
G
R
A
M
S
1,
1
6
1
3,
8
3
0
2,
3
0
0
90
0
1,
0
0
0
(1
,
4
0
0
)
‐
60
.
9
%
1
0
0
11
.
1
%
30
8
9
EQ
U
I
P
M
E
N
T
R
E
N
T
A
L
S
98
50
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
0
DO
G
P
A
R
K
9,
8
2
5
6,
6
2
2
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
2
C
D
G
B
S
E
N
I
O
R
P
R
O
G
R
A
M
S
30
,
2
1
9
48
,
5
5
2
91
,
3
0
0
51
,
6
0
0
53
,
6
0
0
(3
9
,
7
0
0
)
‐
43
.
5
%
2
,
0
0
0
3.
9
%
30
9
5
MR
A
C
G
R
A
N
T
‐
4,
4
9
8
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
7
AR
T
B
L
O
C
K
3,
0
1
8
26
‐
3,
0
0
0
3,
0
0
0
3,
0
0
0
N/
A
‐
0.
0
%
32
0
1
TR
E
E
S
A
L
E
S
‐
13
,
0
3
1
15
,
0
0
0
15
,
0
0
0
15
,
0
0
0
‐
0.
0
%
‐
0.
0
%
T
O
T
A
L
56
2
,
6
6
9
78
5
,
2
4
5
88
2
,
3
0
0
98
5
,
9
0
0
1,
0
6
7
,
4
0
0
10
3
,
6
0
0
11
.
7
%
8
1
,
5
0
0
8.
3
%
%
∆
20
2
4
t
o
2
0
2
5
%
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
∆
20
2
3
t
o
2
0
2
4
23
Ac
c
t
20
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
No
.
D
E
S
C
R
I
P
T
I
O
N
Ac
t
u
a
l
Ac
t
u
a
l
Bu
d
g
e
t
Bu
d
g
e
t
Bu
d
g
e
t
FI
N
E
S
&
F
O
R
F
E
I
T
S
:
44
1
0
C
O
U
R
T
F
I
N
E
S
/
F
O
R
F
E
I
T
S
18
4
,
7
1
4
$
17
7
,
7
2
3
$
20
9
,
3
0
0
$
18
5
,
0
0
0
$
19
0
,
0
0
0
$
(2
4
,
3
0
0
)
‐
11
.
6
%
5
,
0
0
0
2.
7
%
44
1
1
PR
O
S
E
C
U
T
I
O
N
C
O
S
T
S
/
F
I
N
E
S
52
,
2
1
0
27
,
7
6
6
55
,
0
0
0
50
,
0
0
0
50
,
0
0
0
(5
,
0
0
0
)
‐
9.
1
%
‐
0.
0
%
44
2
1
E
V
I
D
E
N
C
E
F
O
R
F
E
I
T
U
R
E
S
60
4
1,
9
5
0
‐
‐
‐
‐
N/
A
‐
N/
A
T
O
T
A
L
23
7
,
5
2
8
20
7
,
4
3
9
26
4
,
3
0
0
23
5
,
0
0
0
24
0
,
0
0
0
(2
9
,
3
0
0
)
‐
11
.
1
%
5
,
0
0
0
2.
1
%
MI
S
C
R
E
V
E
N
U
E
S
:
46
1
0
IN
T
E
R
E
S
T
O
N
I
N
V
E
S
T
M
E
N
T
S
55
,
2
8
3
$
19
9
,
8
4
7
$
12
5
,
0
0
0
$
15
0
,
0
0
0
$
15
0
,
0
0
0
$
25
,
0
0
0
20
.
0
%
‐
0.
0
%
46
1
1
/
1
2
SP
E
C
A
S
S
M
T
-
P
R
I
N
C
I
P
A
L
/
I
N
T
3,
2
1
0
1,
4
2
5
5,
0
0
0
2,
5
0
0
2,
5
0
0
(2
,
5
0
0
)
‐
50
.
0
%
‐
0.
0
%
46
1
5
CH
A
N
G
E
I
N
F
M
V
-
I
N
V
E
S
T
M
T
S
(7
0
,
6
3
3
)
(3
6
9
,
3
0
6
)
‐
‐
‐
‐
N/
A
‐
N/
A
46
2
0
AN
T
E
N
N
A
L
E
A
S
E
S
-
H
O
L
Z
F
A
R
M
48
,
9
0
0
51
,
8
0
0
54
,
9
0
0
58
,
2
0
0
61
,
7
0
0
3,
3
0
0
6.
0
%
3
,
5
0
0
6.
0
%
46
2
2
EQ
U
I
P
M
E
N
T
R
E
E
N
T
14
,
5
2
3
12
,
6
1
0
‐
‐
‐
‐
N/
A
‐
N/
A
46
2
4
AT
H
L
E
T
I
C
F
I
E
L
D
R
E
N
T
71
,
5
9
2
69
,
9
3
6
93
,
0
0
0
75
,
0
0
0
78
,
0
0
0
(1
8
,
0
0
0
)
‐
19
.
4
%
3
,
0
0
0
4.
0
%
46
2
5
PA
R
K
S
H
E
L
T
E
R
R
E
N
T
60
,
6
3
4
61
,
3
2
3
42
,
0
0
0
60
,
0
0
0
60
,
0
0
0
18
,
0
0
0
42
.
9
%
‐
0.
0
%
46
2
8
SW
I
T
C
H
I
N
G
S
T
A
T
I
O
N
R
E
N
T
29
,
6
2
2
32
,
3
1
3
30
,
5
0
0
36
,
2
0
0
38
,
5
0
0
5,
7
0
0
18
.
7
%
2
,
3
0
0
6.
4
%
46
5
7
SA
L
E
O
F
C
I
T
Y
P
R
O
P
E
R
T
Y
3,
9
7
3
3,
1
9
5
1,
6
0
0
1,
6
0
0
1,
6
0
0
‐
0.
0
%
‐
0.
0
%
46
6
0
LA
P
E
L
P
I
N
S
‐
‐
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
1
HI
S
T
O
R
Y
B
O
O
K
S
32
8
16
2
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
3
C
O
N
T
R
I
B
U
T
I
O
N
/
D
O
N
A
T
I
O
N
26
,
0
2
2
29
,
1
2
6
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
6
HI
S
T
O
R
Y
C
A
R
D
S
52
29
‐
‐
‐
‐
N/
A
‐
N/
A
46
9
1
OT
H
E
R
R
E
V
E
N
U
E
36
,
4
9
9
38
,
8
8
5
2,
0
0
0
10
,
1
0
0
10
,
1
0
0
8,
1
0
0
40
5
.
0
%
‐
0.
0
%
T
O
T
A
L
28
0
,
0
0
5
13
1
,
3
4
5
35
4
,
0
0
0
39
3
,
6
0
0
40
2
,
4
0
0
39
,
6
0
0
11
.
2
%
8
,
8
0
0
2.
2
%
PR
O
G
R
A
M
R
E
V
E
N
U
E
S
:
48
1
0
PR
O
J
.
A
D
M
I
N
17
4
,
9
6
0
$
29
7
,
8
2
6
$
25
2
,
7
0
0
$
39
4
,
2
0
0
$
44
1
,
2
0
0
$
14
1
,
5
0
0
56
.
0
%
4
7
,
0
0
0
11
.
9
%
48
2
1
DR
U
G
T
A
S
K
F
O
R
C
E
R
E
I
M
B
33
,
7
3
5
35
,
1
7
9
37
,
0
0
0
38
,
1
0
0
39
,
3
0
0
1,
1
0
0
3.
0
%
1
,
2
0
0
3.
1
%
48
2
2
OT
H
E
R
R
E
I
M
B
U
R
S
E
M
E
N
T
S
15
,
7
1
1
42
,
3
8
3
10
,
0
0
0
10
,
0
0
0
10
,
0
0
0
‐
0.
0
%
‐
0.
0
%
48
3
1
CA
P
I
T
A
L
C
R
E
D
I
T
S
60
,
7
0
5
‐
35
,
0
0
0
35
,
0
0
0
35
,
0
0
0
‐
0.
0
%
‐
0.
0
%
T
O
T
A
L
28
5
,
1
1
1
37
5
,
3
8
8
33
4
,
7
0
0
47
7
,
3
0
0
52
5
,
5
0
0
14
2
,
6
0
0
42
.
6
%
4
8
,
2
0
0
10
.
1
%
FU
N
D
B
A
L
A
N
C
E
‐
$
‐
$
60
0
,
0
0
0
$
‐
$
‐
$
(6
0
0
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
TR
A
N
S
F
E
R
S
:
CA
B
L
E
F
R
A
N
C
H
I
S
E
F
E
E
S
59
2
,
8
1
3
66
8
,
4
3
7
54
0
,
7
0
0
45
6
,
8
0
0
47
7
,
7
0
0
(8
3
,
9
0
0
)
‐
15
.
5
%
2
0
,
9
0
0
4.
6
%
CA
R
E
S
T
R
A
N
S
F
E
R
‐
‐
‐
14
5
,
0
0
0
14
5
,
0
0
0
14
5
,
0
0
0
N/
A
‐
0.
0
%
AR
P
A
T
R
A
N
S
F
E
R
‐
54
,
1
0
6
‐
‐
‐
‐
N/
A
‐
N/
A
PU
B
L
I
C
S
A
F
E
T
Y
A
I
D
S
U
B
S
I
D
Y
‐
‐
‐
98
3
,
8
0
0
1,
0
4
7
,
3
0
0
98
3
,
8
0
0
N/
A
6
3
,
5
0
0
6.
5
%
UT
I
L
I
T
Y
T
R
A
N
S
F
E
R
S
1,
7
0
7
,
4
0
0
1,
8
2
2
,
7
0
0
1,
9
0
3
,
1
0
0
2,
0
4
2
,
0
0
0
2,
1
4
4
,
1
0
0
13
8
,
9
0
0
7.
3
%
1
0
2
,
1
0
0
5.
0
%
T
O
T
A
L
2,
3
0
0
,
2
1
3
2,
5
4
5
,
2
4
3
2,
4
4
3
,
8
0
0
3,
6
2
7
,
6
0
0
3,
8
1
4
,
1
0
0
1,
1
8
3
,
8
0
0
48
.
4
%
1
8
6
,
5
0
0
5.
1
%
G
R
A
N
D
T
O
T
A
L
45
,
3
3
2
,
7
9
2
$
46
,
3
1
3
,
2
3
4
$
48
,
3
2
1
,
8
0
0
$
52
,
3
3
7
,
7
0
0
$
55
,
2
7
0
,
4
0
0
$
4,
0
1
5
,
9
0
0
8.
3
%
2
,
9
3
2
,
7
0
0
5.
6
%
∆
20
2
4
t
o
2
0
2
5
%
∆
20
2
3
t
o
2
0
2
4
%
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
24
20
2
3
2
0
2
4
2
0
2
5
Bu
d
g
e
t
B
u
d
g
e
t
$
%
B
u
d
g
e
t
$
%
G
E
N
E
R
A
L
G
O
V
E
R
N
M
E
N
T
01
M
a
y
o
r
&
C
o
u
n
c
i
l
1
7
5
,
8
0
0
$
1
8
2
,
8
0
0
$
7
,
0
0
0
$
4
.
0
%
1
9
0
,
0
0
0
$
7
,
2
0
0
$
3
.
9
%
02
A
d
m
i
n
i
s
t
r
a
t
i
o
n
8
2
5
,
0
0
0
7
5
4
,
1
0
0
(
7
0
,
9
0
0
)
-
8
.
6
%
8
2
1
,
6
0
0
6
7
,
5
0
0
9
.
0
%
03
I
n
f
o
r
m
a
t
i
o
n
T
e
c
h
n
o
l
o
g
i
e
s
2
,
9
8
6
,
6
0
0
3
,
1
6
9
,
0
0
0
1
8
2
,
4
0
0
6
.
1
%
3
,
3
3
5
,
7
0
0
1
6
6
,
7
0
0
5
.
3
%
04
C
i
t
y
C
l
e
r
k
4
0
3
,
7
0
0
5
6
9
,
9
0
0
1
6
6
,
2
0
0
4
1
.
2
%
4
2
2
,
7
0
0
(
1
4
7
,
2
0
0
)
-
2
5
.
8
%
05
F
i
n
a
n
c
e
1
,
0
9
8
,
2
0
0
1
,
1
6
9
,
8
0
0
7
1
,
6
0
0
6
.
5
%
1
,
2
3
3
,
9
0
0
6
4
,
1
0
0
5
.
5
%
06
L
e
g
a
l
4
8
6
,
8
0
0
5
1
4
,
6
0
0
2
7
,
8
0
0
5
.
7
%
5
3
5
,
1
0
0
2
0
,
5
0
0
4
.
0
%
07
C
o
m
m
D
e
v
-
-
P
l
a
n
n
i
n
g
1
,
5
1
0
,
1
0
0
1
,
6
4
1
,
6
0
0
1
3
1
,
5
0
0
8
.
7
%
1
,
7
6
3
,
3
0
0
1
2
1
,
7
0
0
7
.
4
%
08
C
o
m
m
D
e
v
-
-
I
n
s
p
e
c
t
i
o
n
s
1
,
7
0
4
,
4
0
0
1
,
8
1
6
,
4
0
0
1
1
2
,
0
0
0
6
.
6
%
1
,
9
7
8
,
4
0
0
1
6
2
,
0
0
0
8
.
9
%
09
C
o
m
m
u
n
i
c
a
t
i
o
n
s
7
8
8
,
2
0
0
8
0
8
,
0
0
0
1
9
,
8
0
0
2
.
5
%
9
2
9
,
0
0
0
1
2
1
,
0
0
0
1
5
.
0
%
10
H
u
m
a
n
R
e
s
o
u
r
c
e
s
7
6
9
,
1
0
0
7
9
5
,
3
0
0
2
6
,
2
0
0
3
.
4
%
8
1
7
,
5
0
0
2
2
,
2
0
0
2
.
8
%
Ge
n
G
o
v
t
T
o
t
a
l
10
,
7
4
7
,
9
0
0
1
1
,
4
2
1
,
5
0
0
6
7
3
,
6
0
0
6
.
3
%
1
2
,
0
2
7
,
2
0
0
6
0
5
,
7
0
0
5
.
3
%
PU
B
L
I
C
S
A
F
E
T
Y
1
1
P
o
l
i
c
e
1
7
,
4
6
7
,
5
0
0
1
9
,
1
0
8
,
7
0
0
1
,
6
4
1
,
2
0
0
9
.
4
%
2
0
,
0
2
7
,
5
0
0
9
1
8
,
8
0
0
4
.
8
%
1
2
F
i
r
e
6
,
7
1
3
,
6
0
0
7
,
6
6
7
,
6
0
0
9
5
4
,
0
0
0
1
4
.
2
%
8
,
4
4
3
,
2
0
0
7
7
5
,
6
0
0
1
0
.
1
%
Pu
b
l
i
c
S
a
f
e
t
y
T
o
t
a
l
24
,
1
8
1
,
1
0
0
2
6
,
7
7
6
,
3
0
0
2
,
5
9
5
,
2
0
0
1
0
.
7
%
2
8
,
4
7
0
,
7
0
0
1
,
6
9
4
,
4
0
0
6
.
3
%
PU
B
L
I
C
W
O
R
K
S
2
1
P
u
b
l
i
c
W
o
r
k
s
/
E
n
g
i
n
e
e
r
i
n
g
1
,
8
5
8
,
3
0
0
1
,
8
9
6
,
1
0
0
3
7
,
8
0
0
2
.
0
%
1
,
9
6
7
,
3
0
0
7
1
,
2
0
0
3
.
8
%
2
2
S
t
r
e
e
t
s
&
H
i
g
h
w
a
y
s
2
,
7
3
4
,
8
0
0
2
,
8
6
0
,
7
0
0
1
2
5
,
9
0
0
4
.
6
%
3
,
0
0
1
,
2
0
0
1
4
0
,
5
0
0
4
.
9
%
2
4
C
e
n
t
r
a
l
S
v
c
e
s
.
M
a
i
n
t
.
1
,
1
0
3
,
2
0
0
1
,
1
2
9
,
4
0
0
2
6
,
2
0
0
2
.
4
%
1
,
1
6
5
,
4
0
0
3
6
,
0
0
0
3
.
2
%
Pu
b
l
i
c
W
o
r
k
s
T
o
t
a
l
5,
6
9
6
,
3
0
0
5
,
8
8
6
,
2
0
0
1
8
9
,
9
0
0
3
.
3
%
6
,
1
3
3
,
9
0
0
2
4
7
,
7
0
0
4
.
2
%
PA
R
K
S
&
R
E
C
R
E
A
T
I
O
N
30
R
e
c
r
e
a
t
i
o
n
2
,
9
2
0
,
4
0
0
2
,
9
3
3
,
6
0
0
1
3
,
2
0
0
0
.
5
%
3
,
1
3
5
,
7
0
0
2
0
2
,
1
0
0
6
.
9
%
31
P
a
r
k
s
2
,
7
8
3
,
8
0
0
2
,
9
3
5
,
5
0
0
1
5
1
,
7
0
0
5
.
4
%
3
,
0
5
0
,
4
0
0
1
1
4
,
9
0
0
3
.
9
%
32
T
r
e
e
C
o
n
s
e
r
v
a
t
i
o
n
9
1
0
,
2
0
0
1
,
2
1
4
,
1
0
0
3
0
3
,
9
0
0
3
3
.
4
%
1
,
2
6
0
,
6
0
0
4
6
,
5
0
0
3
.
8
%
Pa
r
k
s
&
R
e
c
T
o
t
a
l
6,
6
1
4
,
4
0
0
7
,
0
8
3
,
2
0
0
4
6
8
,
8
0
0
7
.
1
%
7
,
4
4
6
,
7
0
0
3
6
3
,
5
0
0
5
.
1
%
GE
N
L
G
O
V
T
B
L
D
G
M
A
I
N
T
33
G
o
v
e
r
n
m
e
n
t
B
u
i
l
d
i
n
g
s
9
8
3
,
3
0
0
1
,
0
5
0
,
5
0
0
6
7
,
2
0
0
6
.
8
%
1
,
0
9
1
,
9
0
0
4
1
,
4
0
0
3
.
9
%
Su
b
t
o
t
a
l
48
,
2
2
3
,
0
0
0
5
2
,
2
1
7
,
7
0
0
3
,
9
9
4
,
7
0
0
8
.
3
%
5
5
,
1
7
0
,
4
0
0
2
,
9
5
2
,
7
0
0
5.
7
%
4
1
C
o
n
t
i
n
g
e
n
c
y
-
-
U
n
d
e
s
i
g
n
a
t
e
d
9
8
,
8
0
0
1
2
0
,
0
0
0
2
1
,
2
0
0
2
1
.
5
%
1
0
0
,
0
0
0
2
1
,
2
0
0
1
7
.
7
%
Ge
n
e
r
a
l
F
u
n
d
T
o
t
a
l
48
,
3
2
1
,
8
0
0
$
5
2
,
3
3
7
,
7
0
0
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1
To: Mayor and Members of the City Council
From: City Administrator Miller
Finance Director Feldman
Assistant City Administrator Alig
Assistant Finance Director Foiles
Date: August 8, 2023
Subject: Proposed 2024 and 2025 General Fund operating budgets, payable
2024 and 2025 property tax levies, and budget information
INTRODUCTION
The 2024-2025 General Fund budget addresses the continued evolution of City services
from new and existing development throughout the City while also responding to public
safety challenges felt throughout the state. The proposed 2024-2025 General Fund
includes programming and personnel to address essential service areas.
The 2023 state legislative session recently adjourned and resulted in some of the most
significant legislation changes and new laws. The state investment in public safety
resulted in $3.02 million of public safety aid for the City of Eagan. These funds are slated
to be received in 2023 and are the primary driver of the proposed budgets. The public
safety funds are proposed to be used over the next four years, with a phased-in tax levy
to pay for positions that are proposed to be hired in 2024 and 2025. This approach is
similar to how the City used the previous SAFER grant funds to pay for fire staffing. By
using a phased approach with state-allocated funds, the City can hire needed public
safety positions that would have otherwise been a challenge to fund in this budget cycle.
In addition, the approach also allows for the hiring of non-public safety positions to meet
the community’s needs. The proposed approach would require tax levy increases of
approximately $400,000 annually in 2025, 2026, and 2027 to pay for the ongoing
budgeted positions (apart from the Police and Fire cadets, which are proposed as a four-
year trial to determine the effectiveness of the programs).
Included in this memo are additional budget drivers, factors, and details of the proposed
2024-2025 budget. We believe this budget meets the service goals of the community
while also continuing the City’s sound financial budgeting approach.
2
MEETING PURPOSE
The City is required by state law to certify a preliminary payable 2024 property tax levy
to the County Treasurer-Auditor on or before September 30, 2023. The primary purpose
of the August 8 special City Council meeting is to review the preliminary 2024-2025
General Fund budget and 2024 property tax levy so that adjustments can be made in
time for certification at the September 5 regular City 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 at the September 12
special City Council meeting and/or refer to the Council’s Finance Committee for further
consideration. If that occurs, the Council could certify the preliminary levy at its
September 19 regular City Council meeting.
BUDGET ADOPTION PROCESS
Department directors began work on their two-year budgets in April and submitted
proposals in May. Formal action on the levy and preliminary 2024 General Fund budget
is scheduled for the regular City Council meeting on September 5, but as noted, could
be delayed until the regular meeting on September 19. The Truth-in-Taxation hearing is
tentatively scheduled for December 5. Should the Council wish to discuss this further,
the final budget and levy approval could occur at the regular City Council meeting on
December 19.
EXECUTIVE SUMMARY
•General Fund proposed budget increase:
o 2024: 8.3% 2025: 5.6%
•Tax levy proposed increase:
o 2024: 6.9% 2025: 5.6% - Parks Facilities Debt Service (beginning
2025): 2.6%
•Total tax capacity increased 7.9% from taxes payable 2023 to 2024 (New
construction was 0.7% of the increase)
•Market value of property in Eagan increased 6.8% from taxes payable 2023 to
2024. New construction accounted for 0.8% of the increase.
•Average-value home increased in value 3.9% to $409,636
•Increase in taxes on average value home: 2024 (proposed): 4.0%
•2024 proposed staff additions/changes, which account for 1.8% of the total
General Fund budget being presented, are the following:
o 1 property maintenance technician (planned position with new rental
licensing program)
o 1 school resource officer/detective, partially offset by Independent School
District 196 (ISD196) revenue
o 2 police cadets
o 1 assistant chief of training and EMS
o 2 firefighters
3
o 1 forestry maintenance worker
o 1 streets maintenance worker (funded by Water Quality)
2024 reclassification of the following positions:
o Events and outreach superintendent
o 2 parks lead workers
o 1 engineering aide
2024 includes an 8.5% increase in health insurance costs, while 2025 includes a
9.5% increase in health insurance costs.
2025 proposed staff additions, which account for 0.9% of the total budget
General Fund budget being presented, are the following:
o 1 police officer
o 1 deputy fire marshal
o 2 fire cadets
o 1 part-time engagement coordinator
2025 reclassification of the following positions:
o 1 graduate engineer
General Fund Budget
The proposed 2024 General Fund budget is $52,337,700, an increase of $4,015,900, or
8.3%, over the 2023 expenditure budget. The proposed 2025 General Fund budget of
$55,720,400 is an increase of $2,932,700, or 5.6%, over 2024.
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 2024 General Fund budget
would increase by 6.3%. Significant changes in General Fund revenues and
expenditures are further detailed below.
4
Revenues
The 2024 and 2025 revenue estimates are based on a continuation of the City’s
established conservative practice.
Significant changes — 2024 budget:
License and permit revenues in 2024 are expected to increase by $329,000 over the
levels programmed for 2023. This anticipated increase is a result of 2024 being the
second year of implementation for the City’s rental licensing program. City staff
forecast the program will reach 60% compliance in 2024.
Revenue generated from charges for services is projected to increase by $571,900
in 2024. Internal engineering time charged to the planning and review of City projects
as well as increased support from ISD 196 for school resources officers are the
primary factors leading to the increase in 2024.
Transfers in revenues are budgeted $1,183,800 higher than a year ago. These
transfers are mostly routine and are from the Utilities Fund ($2,042,000) as
reimbursement for staff and other support services paid from the General Fund and
the Cable Franchise Fees Fund ($456,800) to fund the Communications budget.
New in 2024 is a transfer in ($983,800) of the aforementioned public safety aid
received from the state, which will help fund the proposed public safety personnel
additions as well as other public safety expenses slated for 2024.
General Fund Revenues 2023 2024 $%
Property Taxes 38,606,600 40,913,400 2,306,800 6.0%
Licenses and Permits 1,803,400 2,132,400 329,000 18.2%
Inter-gov't Rev.1,399,300 1,470,800 71,500 5.1%
Charges for Services 2,515,700 3,087,600 571,900 22.7%
Program and Other Revenues 953,000 1,105,900 152,900 16.0%
Fund Balance 600,000 - (600,000) -100.0%
Transfers In 2,443,800 3,627,600 1,183,800 48.4%
48,321,800 52,337,700 4,015,900 8.3%
∆
5
Significant changes — 2025 budget:
License and permit revenues in 2025 are expected to increase by $239,900 over
the levels programmed for 2024. This anticipated increase is a result of City staff
forecasting the program will reach 90% compliance in 2025.
Revenue generated from charges for services is projected to increase by
$180,200 in 2025. Internal engineering time charged to the planning and review
of City projects as well as increased financial support from ISD 196 for school
resources officers are the primary factors leading to the increase in 2025.
Transfers from public safety state aid, the Utilities Fund, and the Franchise Fees
Fund are programmed to increase by $186,500 in 2025.
General Fund Revenues 2024 2025 $ %
Property Taxes 40,913,400 43,150,400 2,237,000 5.5%
Licenses and Permits 2,132,400 2,372,300 239,900 11.3%
Inter-gov't Rev. 1,470,800 1,497,900 27,100 1.8%
Charges for Services 3,087,600 3,267,800 180,200 5.8%
Program and Other Revenues 1,105,900 1,167,900 62,000 5.6%
Transfers In 3,627,600 3,814,100 186,500 5.1%
52,337,700 55,270,400 2,932,700 5.6%
∆
6
Expenditures
The proposed budget increases are largely attributed to existing and newly proposed
staff (74% of the increase in 2024 and 78% in 2025). The rationale for the new positions
is addressed in a separate section of this memo.
Significant non-personnel changes — 2024 budget:
Parts and supplies are programmed to increase by $213,300 from the 2023
budget:
o The parts and supplies budget for the Police Department is forecasted to
increase by $48,000 primarily in ammunition, personal equipment, and
fuel.
o Clothing and personal equipment expenses for the Fire Department are
programmed to increase by $67,300 due to proposed new personnel and
routine replacement of firefighter gear.
o Snow removal and ice control supplies for the Streets Division are
budgeted to increase by $31,400, while mobile equipment repair part
costs are anticipated to increase by $16,900 as a result of inflationary
adjustments.
Budgeted services and other charges increased by $640,300 from 2023 levels:
o Other contractual service costs are budgeted to increase by $145,000 in
the Forestry Department due to EAB Tree Removal Program costs.
o DCC fees increased by $42,400 (3% over the prior year).
o IT maintenance contract costs are anticipated to increase by $33,400,
while budgeted LOGIS services increased by $141,400.
o Electricity and natural gas costs for governmental buildings are
programmed to increase by $25,200.
General Fund Expenditures 2023 2024 $ %
Personal Services 37,693,300$ 40,657,300$ 2,964,000$ 7.9%
Parts & Supplies 2,242,400 2,455,700 213,300 9.5%
Services & Other Charges 7,970,900 8,611,200 640,300 8.0%
Capital Outlay 316,400 493,500 177,100 56.0%
Contingency 98,800 120,000 21,200 21.5%
48,321,800$ 52,337,700$ 4,015,900$ 8.31%
∆
7
Significant non-personnel changes — 2025 budget:
Budgeted services and other charge costs are set to increase by $345,100. The
two biggest contributors to the increase are DCC costs $104,400 (7.5%) and
LOGIS services $71,300 (6.7%).
Due to uncertainty on total debt service funding needed for planned park and
Eagan Television facility improvements, contingency dollars are programmed to
increase by $430,000.
General Fund Expenditures 2024 2025 $ %
Personal Services 40,657,300$ 43,277,600$ 2,620,300$ 6.4%
Parts & Supplies 2,455,700 2,537,700 82,000 3.3%
Services & Other Charges 8,611,200 8,956,300 345,100 4.0%
Capital Outlay 493,500 398,800 (94,700) -19.2%
Contingency 120,000 550,000 430,000 358.3%
52,337,700$ 55,720,400$ 3,382,700$ 6.46%
∆
8
Proposed new positions 2024-2025 — General Fund
The proposed new full-time positions have the following budgetary impact on the 2024-
2025 General Fund budget:
2023 2024 2025
Approved Proposed Proposed
Existing Personnel Budget Budget $%Budget $%
Regular Employees
Salaries/wages/overtime 26,342,300$ 27,679,000$ 1,336,700$ 5.1% 29,066,300$ 1,387,300$ 4.8%
Temporary/Seasonal 1,223,200 1,349,600 126,400 10.3% 1,298,500 (51,100) -3.9%
Contractual Overtime 109,800 207,500 97,700 89.0%215,000 7,500 3.5%
PERA 3,380,800 3,583,700 202,900 6.0%3,761,300 177,600 4.7%
FICA 1,246,600 1,318,400 71,800 5.8%1,382,100 63,700 4.6%
Health/Life/LTD insurance 4,138,900 4,355,600 216,700 5.2%4,753,300 397,700 8.4%
Workers' compensation 1,175,700 1,207,600 31,900 2.7%1,258,700 51,100 4.1%
Part-time firefighters compensation 50,000 - (50,000) -100.0%- - N/A
Unemployment compensation 26,000 - (26,000) -100.0%- - N/A
37,693,300 39,701,400 2,008,100 5.3%41,735,200 2,033,800 4.9%
2024 2025
Proposed Additions FTE FTE
Property Maintenance Inspector - 2024 * 1 - 85,800 85,800 122,000 36,200
Detective (SRO) - 2024 **1 - 176,000 176,000 183,500 7,500
Police Cadet - 2024 **2 - 156,600 156,600 167,400 10,800
Assistant Fire Chief - EMS & Training - 2024 ** 1 - 161,200 161,200 171,800 10,600
Fire Fighter - 2024 **2 - 264,800 264,800 282,600 17,800
Maintenance Worker - 2024 1 - 111,500 111,500 120,600 9,100
Police Officer - 2025 1 - -- 170,500 170,500
Deputy Fire Marshal - 2025 1 - -- 160,000 160,000
Fire Cadet - 2025 2 - -- 164,000 164,000
8 4 - 955,900 955,900 1,542,400 586,500
Total Personnel 37,693,300$ 40,657,300$ 2,964,000$ 7.9% 43,277,600$ 2,620,300$ 6.4%
* Above noted position is partially supported by the City's propoerty maintenance rental licensing program
** Above noted positions are supported by public safety funding provided by the State of Minnesota
General Fund Personnel Summary
2024-2025
ΔΔ
9
Public safety funding — General Fund
It is proposed that the City allocate $983,800 in 2024 and $1,047,300 in 2025 of the
state public safety aid to pay for public safety positions and programs. The use of these
one-time monies will require future tax levy increases to pay for ongoing costs for full-
time positions if approved in future budgets. The plan contemplates 2026 and 2027 tax
increases of an estimated $400,000 annually to pay for these positions and is an
approach similar to how the City incorporated the SAFER Grant in the last budget cycle
to hire full-time firefighters.
Proposed new positions 2024 — General Fund
Community Development Department
Proposed positions: 1 property maintenance technician
The City Council approved the rental licensing ordinance in March 2023.
This position is anticipated to continue the support the rental licensing program
that began in 2023.
Police Department
Proposed positions: 2 police cadets
Cadets are entry-level positions in the police, which provide traditional and
nontraditional applicants to enter the field.
With the decreasing number of applicants, the program allows the department
to remain competitive with other agencies throughout the state to identify
candidates sooner in hopes of them becoming police officers in the future.
Cadets work evening and weekend hours, while performing duties that include
assisting officers with traffic details, prisoner transports, animal control calls,
and public assistance.
Proposed Positions: 1 school resource officer (SRO):
ISD 196 requested a full-time SRO for the Alternative Learning Center.
SROs investigate criminal activity that occurs at school, while also building
connections and relationships with our community’s youth.
This position is partially funded by the school district.
10
Fire Department
Proposed positions: 1 assistant chief of training and EMS
The assistant chief of EMS & training will provide administration and oversight of
the busiest fire department function (EMS) and the most complicated function
(training). These roles are currently shared by multiple staff.
Consolidation under one staff member will ensure better trained, more competent
firefighters, accurate record keeping, and improved compliance with certification
and licensing requirements.
Proposed positions: 2 firefighters
The current staffing model is designed to respond to 5,000 calls per year. In
2022, the Fire Department responded to 6,467 calls and this is expected to rise
close to 7,000 calls in 2023.
The 2 firefighter positions will result in reduced overall response time, including
faster response to EMS calls with the addition of a response to Alpha/Bravo type
category calls an estimated 50 percent of the time and therefore leaving other
staff available for other response needs.
The additional firefighters will also result in a reduction in the amount of time the
fire department is unable to respond to a call, due to all units being committed.
Forestry Department
Proposed Position: 1 maintenance worker
Enables the City to effectively manage the increasing maintenance demands of
an expanded and aging park system, maturing landscapes and tree canopy, and
ensure the preservation of natural resources.
The need for a skilled employee in this position is crucial to the advancement of
sustainable best management practices, and the ability to deliver successful
services and safety standards that come with appropriate response times to
emergencies, customer requests, and citywide maintenance support and
demands.
The expertise of this skilled employee will support current and future
sustainability initiatives, create a safer and more appealing environment for
residents and visitors, and ensure the natural environment continues to positively
impact residents’ quality of life.
11
General Fund balance
Fund balance in the General Fund is primarily used for cash flow purposes as a result of
the City receiving the majority of its General Fund revenue from two tax levy distributions
that occur in June and December and requires the City to essentially use fund balance
to support operations until mid-year. The fund balance is also allocated for contingency
uses that are unplanned and emergency needs, as directed by the City Council.
The 2022 year-end General Fund balance of $29,487,000 represents 61% of the next
year’s budget. This is 16%, or $7.7 million, above the upper end of the Council’s target
range of 40% to 45% and $10.2 million above the lower end of the target range of the
following year's budgeted expenditures.
City Council directed staff to use $1.5 million for the Equipment Revolving Fund and an
addition $1.0 million for the Parks Development fund in 2022. These funds were
transferred in 2023. Staff is now proposing an additional $1.0 million of fund balance
from the General Fund to pay for a portion of the parks facility projects that recently
began construction in 2023. The use of these one-time funds for capital projects is a
prudent use of the funds and will lower the amount of planned debt issuance in 2024. In
the end, it will reduce the amount of a future tax levy needed to pay for the debt
issuance to finance these projects and is in line with the City’s fund balance policy.
The combination of the use of $3.5 million for capital improvements and the increase of
the proposed 2024 and 2025 General Fund budgets results in a fund balance that is
slightly above the target range. The remaining plan continues to allow for financial
flexibility during a changing and uncertain economic period.
12
Market Value and Tax Capacity
Tax capacity has increased an average of 7.8% annually over the past five years.
Preliminary numbers from Dakota County indicate a 7.9% increase in net tax capacity for
2024. Similarly, market value has increased an average rate of 7.9% since 2020. The
preliminary 2024 value of $12.8 billion is up 6.8% from 2023.
Final Proposed
Payable 2023 Payable 2024 Dollars %
Taxable Market Value 11,994,519,068 12,808,635,798 814,116,730 6.8%
Tax Capacity:
Gross Tax Capacity 149,277,835 161,125,062 11,847,227 7.9%
Fiscal Disparities Contribution (18,732,942) (19,697,848) (964,906) -5.2%
Tax Increment Value (5,083,552) (5,861,999) (778,447) -15.3%
Net Local Tax Capacity 125,461,341 135,565,215 10,103,874 8.1%
Taxable Market Value and Tax Capacity
Change
13
Tax capacity-based levy
The tax capacity-based component of the City’s 2024 proposed levy for operations and
debt service is $48,833,469, an increase of $3,170,831 or 6.9% over the 2023 levy of
$45,662,638. The proposed tax capacity rate calculated at .33403 is slightly lower than
the 2023 rate of .33567.
The fiscal disparities distribution and tax increment value amounts for the proposed 2024
budget are estimates. Final amounts are not available until later in August, so the tax
capacity rate calculation is only an estimate.
Total levy and levy allocation
In total, the proposed levies are proposed to increase 6.9% in 2024 and 8.2% in 2025.
The 2025 proposed levy increase includes a 2.6% increase to pay for debt service
requirements for the anticipated 2024 issuance of Parks facility bonds. Here is a 10-year
history of the annual levy percentage changes:
Final Proposed
2023 2024 Amount %
Operating Levy 43,624,840$ 46,394,990$ 2,770,150$
Debt Service Levy 2,037,798 2,438,479 400,681
Total Tax Capacity Levy 45,662,638 48,833,469 3,170,831 6.9%
Fiscal Disparities Distribution (3,550,878) (3,550,878) - 0.0%
Net Local Levy 42,111,760$ 45,282,591$ 3,170,831$ 7.5%
Calculation: Net local levy 42,111,760 45,282,591
Local tax cap 125,461,341 135,565,215
Tax capacity rate: 0.33567 0.33403 -0.5%
Tax Capacity Levy & Tax Capacity Rates
Difference
14
For 2024, the General Fund budget increase of 8.4% is driving the 6.9% overall levy
increase. As noted earlier, the proposed General Fund budget is using $983,800 in 2024
and $1,047,300 in 2025 to pay for public safety positions and programs. The use of
these one-time monies will require future tax levy increases in 2026 and 2027 to
continue the public safety positions. The Equipment Revolving Fund (ERF) levy is
proposed to increase $574,000 in the last year of a five-year planned use of fund
balance dating back to 2020 and direction received from the City Council.
Based on City Council direction, the Parks Development Fund is proposed to increase
$250,000 as part of a planned approach to ensure funding is available for the
replacement parks facilities and equipment. The Facilities Renewal & Replace Fund levy
is proposed to increase 2% and the Major Street Fund 5% 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 planned reduction of the Major
Street Bridges levy is offset by the increase in the 2018A Debt service scheduled to
increase to replace that levy. The other debt service levies are according to plan and
debt service requirements.
In 2025, the levy is up 8.2% over 2024. Again, the General Fund budget and tax levy are
the main driver in a 6.5% General Fund budget increase as well as the planned ERF tax
levy increase of $395,000 in funding for the replacement of equipment and vehicles.
Consistent with 2024, a 2% inflationary rate is also set for the Facilities Renewal &
Replace Fund and 5% for the Major Street Fund. The 2025 Tax levy also includes an
estimated tax levy of $1.25 million as part of the planned debt issuances to pay for the
Parks Facilities planned project. This is an estimated amount with an additional levy
most likely to be needed in 2026 of $1.25 million. These amounts are estimates as
project costs are being gathered, but not yet to be finalized.
15
Property tax impact
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 2024, the tax capacity of all property in Eagan increased 7.9%, but 0.8% 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 3.9% for 2024 taxes, from
$394,166 to $409,636. The City portion of taxes on the average value home is expected
to increase by an estimated $52 (4.0%), from $1,315 to $1,367.
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 the final
word on the fiscal disparities’ distribution and tax increment values, these tax figures
could go up or down.
Final
2023 $ change % $ change %
General Fund 38,606,600$ 40,913,400$ 2,306,800$ 6.0% 43,150,400$ 2,237,000$ 5.5%
Special Revenue - Parking Ramp 56,000 59,000 3,000 5.4% 62,000 3,000 5.1%
General Facilities R & R 255,000 260,000 5,000 2.0% 265,000 5,000 1.9%
Equipment Revolving Fund 1,356,000 1,930,000 574,000 42.3% 2,325,000 395,000 20.5%
Major Streets Fund - A 2,102,000 2,207,500 105,500 5.0% 2,318,000 110,500 5.0%
Major Streets Fund - B (Overpasses)474,020 - (474,020) -100.0%- - #DIV/0!
Fire Apparatus - Debt 140,280 140,910 630 0.4% 141,330 420 0.3%
- Revolving 219,720 219,090 (630) -0.3% 218,670 (420)-0.2%
Park Systems Development & R & R 539,000 789,000 250,000 46.4% 789,000 - 0.0%
DataBank Abatement 16,500 17,000 500 3.0% 17,500 500 2.9%
Debt Service - 2016 Bonds 546,654 545,184 (1,470) -0.3% 543,399 (1,785) -0.3%
Debt Service - 2018 Bonds 1,350,864 1,752,385 401,521 29.7% 1,753,645 1,260 0.1%
Debt Service - 2024 - Parks Facility - - - #DIV/0! 1,250,000 1,250,000 #DIV/0!
Grand Total Levy 45,662,638$ 48,833,469$ 3,170,831$ 6.9% 52,833,944$ 4,000,475$ 8.2%
Allocation of Property Tax Levy
Proposed 2024 Proposed 2025
16
The shaded area for the average valued home shows the estimated market value and
taxes in 2024 of the property value immediately above it, as it may have been
valued/taxed in 2023. For example, a $393,843 home in 2023 would have had city taxes
of $1,315. That same home may be valued at $409,636 in 2024 (based on average
value increases), causing it to have 2024 taxes of $1,367, an increase of $52. If the
value of that home stayed the same from 2023 to 2024, the taxes would have decreased
by $6 to $1,309.
Estimated
2020 2021 2022 2023 2024
Tax Capacity Rate 0.35262 0.36333 0.36119 0.33567 0.33403
Market Value Rate 0.0001359 - - - -
Market Value
200,000$ 665 657 653 607 604
300,000 1,063 1,053 1,057 973 968
393,843 1,382 1,424 1,416 1,315 1,310
409,636 1,443 1,487 1,478 1,374 1,367
400,000 1,460 1,449 1,440 1,338 1,332
500,000 1,831 1,817 1,806 1,678 1,670
600,000 2,285 2,271 2,257 2,098 2,088
700,000 2,740 2,725 2,709 2,518 2,505
Eagan Property Tax History
City Portion
Projected
2020 2021 2022 2023 2024
Average home value 313,077 324,634 345,478 393,843 409,636
% increase 4.8% 3.7% 6.4% 14.0% 4.0%
City portion of property taxes 1,115 1,150 1,226 1,315 1,367
% increase 5.9% 3.1% 6.6% 7.3% 4.0%
City Portion of Taxes on Average Value Home
17
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
5 (or the regular meeting on September 19).
If the City Council feels further consideration is necessary, the budget could be
further discussed at the September 12 special City Council meeting, as a
precursor to approval at the regular City Council meeting on September 19.
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 5 with the opportunity to adopt the 2024 and 2025
budgets, and the 2024 tax levy. If not adopted at the December 5 meeting, the
City Council will be asked to approve the budgets and tax levy at the December
19 regular City Council meeting.
Public Policy Issues
Is the City Council supportive of the proposed 8.4% increase in the 2024 budget
and the 6.9% increase in the 2024 property tax levy adjustment?
Recognizing that the City Council will review and formally approve only the 2024
budget, is the City Council supportive of the proposed 5.6% increase in the 2025
General Fund budget and 8.2% increase in the 2025 property tax levy
adjustment?
Are there concerns or objections to any of the proposed staffing additions or
additional information needed?
Are there concerns or objections to the use of the public safety funding the City is
slated to receive in 2023, or concerns with the proposed phase-in of the tax levy
over the next three years to pay for the positions being funded by public safety
dollars?
18
2023 2024
Budget Budget $%
General Property Taxes 38,606,600$ 40,913,400$ 2,306,800 6.0%
Licenses 396,000 601,000 205,000 51.8%
Permits 1,407,400 1,531,400 124,000 8.8%
Intergovernmental Rev 1,399,300 1,470,800 71,500 5.1%
Charges for Services 1,633,400 2,101,700 468,300 28.7%
Recreation Charges 882,300 985,900 103,600 11.7%
Fines & Forfeits 264,300 235,000 (29,300) -11.1%
Other Revenues 354,000 393,600 39,600 11.2%
Program Revenues 334,700 477,300 142,600 42.6%
Fund Balance 600,000 - (600,000) N/A
Transfers 2,443,800 3,627,600 1,183,800 48.4%
TOTAL GENERAL FUND 48,321,800$ 52,337,700$ 4,015,900 8.3%
∆ 2023 vs. 2024
General Fund
2024 Budget
COMPARATIVE SUMMARY OF REVENUES
19
2024 2025
Budget Budget $%
General Property Taxes 40,913,400 43,150,400 2,237,000 5.5%
Licenses 601,000 795,600 194,600 32.4%
Permits 1,531,400 1,576,700 45,300 3.0%
Intergovernmental Rev 1,470,800 1,497,900 27,100 1.8%
Charges for Services 2,101,700 2,200,400 98,700 4.7%
Recreation Charges 985,900 1,067,400 81,500 8.3%
Fines & Forfeits 235,000 240,000 5,000 2.1%
Other Revenues 393,600 402,400 8,800 2.2%
Program Revenues 477,300 525,500 48,200 10.1%
Transfers 3,627,600 3,814,100 186,500 5.1%
TOTAL GENERAL FUND 52,337,700$ 55,270,400$ 2,932,700 5.6%
∆ 2024 vs. 2025
General Fund
2025 Budget
COMPARATIVE SUMMARY OF REVENUES
20
Ac
c
t
20
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8
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41
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0
UT
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1
5
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41
1
6
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0.
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41
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7
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25
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5
0
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20
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‐
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.
3
%
10
0
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0
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41
1
8
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0
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1
9
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0.
0
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0
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1
5
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1
7
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6
3
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7
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4
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4
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8
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5
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3.
0
%
∆
20
2
4
t
o
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5
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∆
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3
t
o
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21
Ac
c
t
20
2
1
2
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2
2
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3
2
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4
20
2
5
No
.
D
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Ac
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l
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41
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77
,
3
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0
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9
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(
2
2
,
9
0
0
)
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2
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41
4
0
ST
A
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19
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57
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2
.
5
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0
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5
1
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0
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0.
0
%
41
5
3
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C
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5
21
8
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‐
‐
‐
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A
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N/
A
41
5
5
MS
A
-
M
A
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73
,
9
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9
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0
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0
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4
,
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0
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7
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‐
0.
0
%
41
5
8
PO
L
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A
I
D
67
2
,
5
9
0
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,
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0
48
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7.
7
%
2
5
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0
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0
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7
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41
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9
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D
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5
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0
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7
%
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0.
0
%
41
6
0
ST
A
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D
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1
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0
6
2
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0
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‐
(3
8
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
41
6
1
FI
R
E
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T
A
T
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D
49
8
,
2
1
5
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,
3
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5
,
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50
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0
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7
,
3
0
0
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4
%
2
5
,
0
0
0
5.
3
%
T
O
T
A
L
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0
7
8
,
9
2
9
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3
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9
,
6
2
9
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3
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9
,
3
0
0
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4
7
0
,
8
0
0
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4
9
7
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9
0
0
71
,
5
0
0
5.
1
%
2
7
,
1
0
0
1.
8
%
CH
A
R
G
E
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F
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R
S
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R
V
I
C
E
S
:
42
0
5
VA
R
I
A
N
C
E
F
E
E
S
3,
7
0
0
$
2,
6
0
0
$
2,
0
0
0
$
2,
0
0
0
$
2,
0
0
0
$
‐
0.
0
%
‐
0.
0
%
42
0
6
PL
A
T
T
I
N
G
F
E
E
S
11
,
6
0
2
10
,
1
8
0
8,
0
0
0
10
,
0
0
0
10
,
0
0
0
2,
0
0
0
25
.
0
%
‐
0.
0
%
42
0
7
RE
Z
O
N
I
N
G
F
E
E
S
8,
7
8
2
7,
5
5
1
5,
0
0
0
7,
5
0
0
7,
5
0
0
2,
5
0
0
50
.
0
%
‐
0.
0
%
42
1
0
RE
T
U
R
N
E
D
C
H
E
C
K
F
E
E
1,
0
5
3
1,
6
8
0
1,
5
0
0
1,
5
0
0
1,
5
0
0
‐
0.
0
%
‐
0.
0
%
42
1
2
D
O
G
I
M
P
O
U
N
D
/
K
E
N
N
E
L
F
E
E
2,
5
0
0
1,
1
0
0
3,
5
0
0
1,
0
0
0
1,
0
0
0
(2
,
5
0
0
)
‐
71
.
4
%
‐
0.
0
%
42
1
4
BU
R
G
L
A
R
A
L
A
R
M
F
E
E
S
19
,
2
0
0
8,
7
2
5
15
,
5
0
0
12
,
5
0
0
12
,
5
0
0
(3
,
0
0
0
)
‐
19
.
4
%
‐
0.
0
%
42
1
5
RE
P
E
A
T
N
U
I
S
A
N
C
E
C
A
L
L
F
E
E
‐
‐
20
0
20
0
20
0
‐
0.
0
%
‐
0.
0
%
42
1
6
DA
Y
C
A
R
E
I
N
S
P
E
C
T
I
O
N
F
E
E
S
61
8
‐
70
0
70
0
70
0
‐
0.
0
%
‐
0.
0
%
42
2
0
VA
C
A
T
I
O
N
P
R
O
C
E
E
D
I
N
G
S
2,
0
0
0
2,
8
0
0
2,
4
0
0
2,
5
0
0
2,
5
0
0
10
0
4.
2
%
‐
0.
0
%
42
2
1
PU
B
L
I
C
S
A
F
E
T
Y
F
E
E
S
1,
6
1
4
1,
6
5
0
1,
0
0
0
1,
5
0
0
1,
5
0
0
50
0
50
.
0
%
‐
0.
0
%
42
2
2
PL
A
N
C
H
E
C
K
S
52
8
,
4
5
9
53
7
,
3
9
0
48
0
,
0
0
0
52
4
,
1
0
0
53
9
,
8
0
0
44
,
1
0
0
9.
2
%
1
5
,
7
0
0
3.
0
%
42
2
6
DE
V
E
S
C
R
O
W
R
E
I
M
B
U
R
S
11
4
,
0
0
2
60
,
9
4
1
10
0
,
0
0
0
75
,
0
0
0
75
,
0
0
0
(2
5
,
0
0
0
)
‐25
.
0
%
‐
0.
0
%
42
2
7
EN
G
I
N
E
E
R
I
N
G
S
E
R
V
I
C
E
S
53
6
,
6
6
4
67
2
,
3
1
4
62
4
,
8
0
0
94
3
,
2
0
0
95
1
,
2
0
0
31
8
,
4
0
0
51
.
0
%
8,
0
0
0
0.
8
%
42
2
8
EN
G
/
F
I
N
A
N
C
I
A
L
A
D
M
I
N
I
S
T
R
A
T
I
O
N
13
,
7
3
8
11
,
6
9
6
7,
5
0
0
10
,
0
0
0
10
,
0
0
0
2,
5
0
0
33
.
3
%
‐
0.
0
%
42
3
0
PR
I
N
T
M
A
T
E
R
I
A
L
/
O
T
H
E
R
F
E
E
S
2,
7
9
6
96
2
3,
5
0
0
1,
0
0
0
1,
0
0
0
(2
,
5
0
0
)
‐
71
.
4
%
‐
0.
0
%
42
3
1
RE
S
E
A
R
C
H
O
F
C
I
T
Y
R
E
C
O
R
D
S
‐
57
5
‐
‐
‐
‐
N/
A
‐
N/
A
42
3
4
C
O
N
T
R
S
E
R
V
I
C
E
S
-
S
E
C
U
R
I
T
Y
/
E
M
S
27
5
,
6
4
4
22
7
,
8
7
6
13
6
,
1
0
0
22
5
,
0
0
0
23
0
,
0
0
0
88
,
9
0
0
65
.
3
%
5,
0
0
0
2.
2
%
42
3
6
PO
L
S
V
C
E
S
T
O
S
C
H
O
O
L
D
I
S
T
65
,
0
3
8
49
,
3
3
5
83
,0
0
0
12
0
,
0
0
0
18
5
,
0
0
0
37
,
0
0
0
44
.
6
%
6
5
,
0
0
0
54
.
2
%
42
3
9
IN
V
E
S
T
I
G
A
T
I
O
N
F
O
R
L
I
C
E
N
S
I
N
G
18
,
0
0
0
15
,
6
5
0
‐
10
,
0
0
0
10
,
0
0
0
10
,
0
0
0
N/
A
‐
0.
0
%
42
4
1
A
L
C
O
H
O
L
N
O
N
-
C
O
M
P
L
.
P
E
N
A
L
T
Y
‐
3,
5
0
0
‐
‐
‐
‐
N/
A
‐
N/
A
42
4
2
MA
I
N
T
E
Q
U
I
P
&
P
E
R
S
C
H
G
19
,
6
0
3
16
,
1
5
0
10
,
0
0
0
12
,
5
0
0
12
,
5
0
0
2,
5
0
0
25
.
0
%
‐
0.
0
%
42
4
5
PE
R
M
I
T
S
U
R
C
H
A
R
G
E
1,
4
1
0
1,
0
8
4
1,
5
0
0
1,
5
0
0
1,
5
0
0
‐
0.
0
%
‐
0.
0
%
42
4
6
AD
M
N
F
E
E
O
N
S
A
C
3,
7
5
2
16
,
2
4
6
17
,
2
0
0
10
,
0
0
0
10
,
0
0
0
(7
,
2
0
0
)
‐
41
.
9
%
‐
0.
0
%
42
4
7
RO
O
M
T
A
X
A
D
M
I
N
F
E
E
43
,
4
2
5
63
,
6
1
4
50
,0
0
0
60
,
0
0
0
60
,
0
0
0
10
,
0
0
0
20
.
0
%
‐
0.
0
%
42
6
0
IN
V
E
S
T
M
E
N
T
M
G
M
T
F
E
E
5,
7
6
8
17
,
1
7
7
20
,
0
0
0
20
,
0
0
0
20
,
0
0
0
‐
0.
0
%
‐
0.
0
%
47
X
X
AC
C
E
S
S
E
A
G
A
N
F
E
E
S
43
,
7
0
1
42
,
0
0
5
60
,
0
0
0
50
,
0
0
0
55
,
0
0
0
(1
0
,
0
0
0
)
‐16
.
7
%
5,
0
0
0
10
.
0
%
T
O
T
A
L
1,
7
2
3
,
0
6
9
1,
7
7
2
,
8
0
1
1,
6
3
3
,
4
0
0
2,
1
0
1
,
7
0
0
2,
2
0
0
,
4
0
0
46
8
,
3
0
0
28
.
7
%
9
8
,
7
0
0
4.
7
%
%
∆
20
2
4
t
o
2
0
2
5
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
∆
20
2
3
t
o
2
0
2
4
%
22
Ac
c
t
20
2
1
2
0
2
2
2
0
2
3
2
0
2
4
20
2
5
No
.
D
E
S
C
R
I
P
T
I
O
N
Ac
t
u
a
l
Ac
t
u
a
l
Bu
d
g
e
t
Bu
d
g
e
t
Bu
d
g
e
t
43
1
0
-
1
3
RE
C
R
E
A
T
I
O
N
P
R
O
G
R
A
M
F
E
E
S
:
30
2
7
HO
L
Z
F
A
R
M
5,
4
5
6
16
,
7
1
3
21
,
9
0
0
19
,
6
0
0
20
,
7
0
0
(2
,
3
0
0
)
‐
10
.
5
%
1,
1
0
0
5.
6
%
30
2
9
SA
F
E
T
Y
C
A
M
P
2,
0
3
0
2,
8
0
0
3,
4
0
0
6,
2
0
0
6,
4
0
0
2,
8
0
0
82
.
4
%
20
0
3.
2
%
30
3
0
YO
U
T
H
S
P
O
R
T
S
C
A
M
P
‐
‐
‐
4,
3
0
0
4,
4
0
0
4,
3
0
0
N/
A
10
0
2.
3
%
30
3
5
RA
C
Q
U
E
T
S
P
O
R
T
S
10
,
7
5
5
58
,
5
3
5
25
,
2
0
0
16
,
3
0
0
17
,
5
0
0
(8
,
9
0
0
)
‐
35
.
3
%
1,
2
0
0
7.
4
%
30
4
1
-
3
0
4
3
VO
L
L
E
Y
B
A
L
L
18
,
0
1
7
6,
8
3
3
18
,
3
0
0
3,
7
0
0
3,
7
0
0
(1
4
,
6
0
0
)
‐79
.
8
%
‐
0.
0
%
30
4
7
YO
U
T
H
S
P
O
R
T
S
-
T
B
A
L
L
16
,
9
3
7
23
,
3
2
2
20
,
8
0
0
14
,
6
0
0
15
,
0
0
0
(6
,
2
0
0
)
‐
29
.
8
%
40
0
2.
7
%
30
4
8
-
3
0
5
0
SO
FT
B
A
L
L
72
,
7
2
4
61
,
9
5
2
86
,
5
0
0
69
,
0
0
0
62
,
8
0
0
(1
7
,
5
0
0
)
‐20
.
2
%
(6
,
2
0
0
)
‐9.
0
%
30
5
2
F
O
O
T
B
A
L
L
2,
8
2
8
2,
8
8
5
3,
1
0
0
3,
2
0
0
3,
3
0
0
10
0
3.
2
%
10
0
3.
1
%
30
5
5
P
O
T
T
E
R
Y
‐
‐
‐
18
4
,
2
0
0
22
7
,
2
0
0
18
4
,
2
0
0
N/
A
4
3
,
0
0
0
23
.
3
%
30
5
7
PR
E
S
C
H
O
O
L
P
R
O
G
R
A
M
S
10
4
,
8
1
0
10
9
,
2
2
1
14
8
,
0
0
0
90
,
0
0
0
97
,
0
0
0
(5
8
,
0
0
0
)
‐39
.
2
%
7,
0
0
0
7.
8
%
30
5
8
TE
E
N
S
P
R
O
G
R
A
M
S
‐
‐
‐
6,
6
0
0
6,
8
0
0
6,
6
0
0
N/
A
20
0
3.
0
%
30
5
9
SU
M
M
E
R
I
N
T
H
E
P
A
R
K
69
,
2
8
3
88
,
6
7
0
65
,
3
0
0
90
,
7
0
0
98
,
4
0
0
25
,
4
0
0
38
.
9
%
7,
7
0
0
8.
5
%
30
6
0
SP
A
R
K
!
M
O
B
I
L
E
‐
3,
50
0
5,
1
0
0
6,
4
0
0
6,
4
0
0
1,
3
0
0
25
.
5
%
‐
0.
0
%
30
6
1
MA
R
K
E
T
F
E
S
T
35
,
3
9
6
35
,
8
2
3
37
,
7
0
0
35
,
5
0
0
38
,
5
0
0
(2
,
2
0
0
)
‐5.
8
%
3,
0
0
0
8.
5
%
30
6
4
RE
C
R
E
A
T
I
O
N
O
U
T
R
E
A
C
H
‐
12
0
1,
5
0
0
4,
4
0
0
4,
4
0
0
2,
9
0
0
19
3
.
3
%
‐
0.
0
%
30
6
6
MU
S
I
C
‐
‐
‐
12
,
0
0
0
12
,
0
0
0
12
,
0
0
0
N/
A
‐
0.
0
%
30
6
9
PI
C
K
L
E
B
A
L
L
‐
‐
‐
48
,
2
0
0
48
,
2
0
0
48
,
2
0
0
N/
A
‐
0.
0
%
30
7
0
FR
I
D
A
Y
F
U
N
‐
‐
‐
6,
3
0
0
6,
6
0
0
6,
3
0
0
N/
A
30
0
4.
8
%
30
7
1
MN
S
T
A
T
E
A
R
T
S
B
O
A
R
D
‐
75
0
‐
‐
‐
‐
N/
A
‐
N/
A
30
7
3
WA
R
M
I
N
G
H
O
U
S
E
-
R
I
N
K
S
‐
‐
‐
7,
0
0
0
7,
0
0
0
7,
0
0
0
N/
A
‐
0.
0
%
30
7
4
TR
A
P
P
F
A
R
M
T
U
B
I
N
G
7,
2
9
9
12
,
8
6
0
10
,
0
0
0
‐
‐
(1
0
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
30
7
5
TE
E
N
S
92
0
1,
6
9
0
9,
6
0
0
7,
3
0
0
8,
0
0
0
(2
,
3
0
0
)
‐
24
.
0
%
70
0
9.
6
%
30
7
6
BA
S
K
E
T
B
A
L
L
5,
1
0
3
8,
2
8
7
‐
‐
‐
‐
N/
A
‐
N/
A
30
7
7
NO
N
-
T
R
A
D
I
T
I
O
N
A
L
S
P
O
R
T
S
3,
1
7
5
2,
8
8
4
5,
6
0
0
5,
1
0
0
5,
4
0
0
(5
0
0
)
‐
8.
9
%
30
0
5.
9
%
30
7
8
S
E
N
I
O
R
C
I
T
I
Z
E
N
S
18
,
7
3
9
19
,
3
8
9
53
,
3
0
0
68
,
3
0
0
70
,
9
0
0
15
,0
0
0
28
.
1
%
2,
6
0
0
3.
8
%
30
7
9
SP
E
C
I
A
L
E
V
E
N
T
S
30
,
1
5
6
35
,
5
1
4
45
,
3
0
0
31
,
8
0
0
33
,
8
0
0
(1
3
,
5
0
0
)
‐29
.
8
%
2,
0
0
0
6.
3
%
30
8
1
AR
T
S
C
O
U
N
C
I
L
11
2
,
5
6
0
21
1
,
7
6
8
20
6
,
0
0
0
11
6
,
1
0
0
12
7
,
7
0
0
(8
9
,
9
0
0
)
‐43
.
6
%
1
1
,
6
0
0
10
.
0
%
30
8
2
NA
T
U
R
E
P
R
O
G
R
A
M
S
2,
1
6
0
4,
9
7
6
7,
1
0
0
5,
8
0
0
6,
0
0
0
(1
,
3
0
0
)
‐
18
.
3
%
20
0
3.
4
%
30
8
3
PR
E
S
C
H
O
O
L
-
S
U
M
M
E
R
‐
‐
‐
48
,
1
0
0
51
,
0
0
0
48
,
1
0
0
N/
A
2,
9
0
0
6.
0
%
30
8
5
FA
M
I
L
Y
A
C
T
I
V
I
T
E
S
‐
14
4
‐
4,
7
0
0
5,
7
0
0
4,
7
0
0
N/
A
1,
0
0
0
21
.
3
%
30
8
6
NE
W
P
R
O
G
R
A
M
S
1,
1
6
1
3,
8
3
0
2,
3
0
0
90
0
1,
0
0
0
(1
,
4
0
0
)
‐
60
.9
%
10
0
11
.
1
%
30
8
9
EQ
U
I
P
M
E
N
T
R
E
N
T
A
L
S
98
50
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
0
DO
G
P
A
R
K
9,
8
2
5
6,
6
2
2
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
2
C
D
G
B
S
E
N
I
O
R
P
R
O
G
R
A
M
S
30
,
2
1
9
48
,
5
5
2
91
,
3
0
0
51
,
6
0
0
53
,
6
0
0
(3
9
,
7
0
0
)
‐43
.
5
%
2,
0
0
0
3.
9
%
30
9
5
MR
A
C
G
R
A
N
T
‐
4,
4
9
8
‐
‐
‐
‐
N/
A
‐
N/
A
30
9
7
AR
T
B
L
O
C
K
3,
0
1
8
26
‐
3,
0
0
0
3,
0
0
0
3,
0
0
0
N/
A
‐
0.
0
%
32
0
1
TR
E
E
S
A
L
E
S
‐
13
,
0
3
1
15
,
0
0
0
15
,
0
0
0
15
,
0
0
0
‐
0.
0
%
‐
0.
0
%
T
O
T
A
L
56
2
,
6
6
9
78
5
,
2
4
5
88
2,
3
0
0
98
5
,
9
0
0
1,
0
6
7
,
4
0
0
10
3
,
6
0
0
11
.
7
%
8
1
,
5
0
0
8.
3
%
%
∆
20
2
4
t
o
2
0
2
5
%
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
∆
20
2
3
t
o
2
0
2
4
23
Ac
c
t
20
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
No
.
D
E
S
C
R
I
P
T
I
O
N
Ac
t
u
a
l
Ac
t
u
a
l
Bu
d
g
e
t
Bu
d
g
e
t
Bu
d
g
e
t
FI
N
E
S
&
F
O
R
F
E
I
T
S
:
44
1
0
C
O
U
R
T
F
I
N
E
S
/
F
O
R
F
E
I
T
S
18
4
,
7
1
4
$
17
7
,
7
2
3
$
20
9
,
3
0
0
$
18
5
,
0
0
0
$
19
0
,
0
0
0
$
(2
4
,
3
0
0
)
‐
11
.
6
%
5
,
0
0
0
2.
7
%
44
1
1
PR
O
S
E
C
U
T
I
O
N
C
O
S
T
S
/
F
I
N
E
S
52
,
2
1
0
27
,
7
6
6
55
,
0
0
0
50
,
0
0
0
50
,
0
0
0
(5
,
0
0
0
)
‐
9.
1
%
‐
0.
0
%
44
2
1
E
V
I
D
E
N
C
E
F
O
R
F
E
I
T
U
R
E
S
60
4
1,
9
5
0
‐
‐
‐
‐
N/
A
‐
N/
A
T
O
T
A
L
23
7
,
5
2
8
20
7
,
4
3
9
26
4
,
3
0
0
23
5
,
0
0
0
24
0
,
0
0
0
(2
9
,
3
0
0
)
‐
11
.
1
%
5
,
0
0
0
2.
1
%
MI
S
C
R
E
V
E
N
U
E
S
:
46
1
0
IN
T
E
R
E
S
T
O
N
I
N
V
E
S
T
M
E
N
T
S
55
,
2
8
3
$
19
9
,
8
4
7
$
12
5
,
0
0
0
$
15
0
,
0
0
0
$
15
0
,
0
0
0
$
25
,
0
0
0
20
.
0
%
‐
0.
0
%
46
1
1
/
1
2
SP
E
C
A
S
S
M
T
-
P
R
I
N
C
I
P
A
L
/
I
N
T
3,
2
1
0
1,
4
2
5
5,
0
0
0
2,
5
0
0
2,
5
0
0
(2
,
5
0
0
)
‐
50
.
0
%
‐
0.
0
%
46
1
5
CH
A
N
G
E
I
N
F
M
V
-
I
N
V
E
S
T
M
T
S
(7
0
,
6
3
3
)
(3
6
9
,
3
0
6
)
‐
‐
‐
‐
N/
A
‐
N/
A
46
2
0
AN
T
E
N
N
A
L
E
A
S
E
S
-
H
O
L
Z
F
A
R
M
48
,
9
0
0
51
,
8
0
0
54
,
9
0
0
58
,
2
0
0
61
,
7
0
0
3,
3
0
0
6.
0
%
3
,
5
0
0
6.
0
%
46
2
2
EQ
U
I
P
M
E
N
T
R
E
E
N
T
14
,
5
2
3
12
,
6
1
0
‐
‐
‐
‐
N/
A
‐
N/
A
46
2
4
AT
H
L
E
T
I
C
F
I
E
L
D
R
E
N
T
71
,
5
9
2
69
,
9
3
6
93
,
0
0
0
75
,
0
0
0
78
,
0
0
0
(1
8
,
0
0
0
)
‐
19
.
4
%
3
,
0
0
0
4.
0
%
46
2
5
PA
R
K
S
H
E
L
T
E
R
R
E
N
T
60
,
6
3
4
61
,
3
2
3
42
,
0
0
0
60
,
0
0
0
60
,
0
0
0
18
,
0
0
0
42
.
9
%
‐
0.
0
%
46
2
8
SW
I
T
C
H
I
N
G
S
T
A
T
I
O
N
R
E
N
T
29
,
6
2
2
32
,
3
1
3
30
,
5
0
0
36
,
2
0
0
38
,
5
0
0
5,
7
0
0
18
.
7
%
2
,
3
0
0
6.
4
%
46
5
7
SA
L
E
O
F
C
I
T
Y
P
R
O
P
E
R
T
Y
3,
9
7
3
3,
1
9
5
1,
6
0
0
1,
6
0
0
1,
6
0
0
‐
0.
0
%
‐
0.
0
%
46
6
0
LA
P
E
L
P
I
N
S
‐
‐
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
1
HI
S
T
O
R
Y
B
O
O
K
S
32
8
16
2
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
3
C
O
N
T
R
I
B
U
T
I
O
N
/
D
O
N
A
T
I
O
N
26
,
0
2
2
29
,
1
2
6
‐
‐
‐
‐
N/
A
‐
N/
A
46
6
6
HI
S
T
O
R
Y
C
A
R
D
S
52
29
‐
‐
‐
‐
N/
A
‐
N/
A
46
9
1
OT
H
E
R
R
E
V
E
N
U
E
36
,
4
9
9
38
,
8
8
5
2,
0
0
0
10
,
1
0
0
10
,
1
0
0
8,
1
0
0
40
5
.
0
%
‐
0.
0
%
T
O
T
A
L
28
0
,
0
0
5
13
1
,
3
4
5
35
4
,
0
0
0
39
3
,
6
0
0
40
2
,
4
0
0
39
,
6
0
0
11
.
2
%
8
,
8
0
0
2.
2
%
PR
O
G
R
A
M
R
E
V
E
N
U
E
S
:
48
1
0
PR
O
J
.
A
D
M
I
N
17
4
,
9
6
0
$
29
7
,
8
2
6
$
25
2
,
7
0
0
$
39
4
,
2
0
0
$
44
1
,
2
0
0
$
14
1
,
5
0
0
56
.
0
%
4
7
,
0
0
0
11
.
9
%
48
2
1
DR
U
G
T
A
S
K
F
O
R
C
E
R
E
I
M
B
33
,
7
3
5
35
,
1
7
9
37
,
0
0
0
38
,
1
0
0
39
,
3
0
0
1,
1
0
0
3.
0
%
1
,
2
0
0
3.
1
%
48
2
2
OT
H
E
R
R
E
I
M
B
U
R
S
E
M
E
N
T
S
15
,
7
1
1
42
,
3
8
3
10
,
0
0
0
10
,
0
0
0
10
,
0
0
0
‐
0.
0
%
‐
0.
0
%
48
3
1
CA
P
I
T
A
L
C
R
E
D
I
T
S
60
,
7
0
5
‐
35
,
0
0
0
35
,
0
0
0
35
,
0
0
0
‐
0.
0
%
‐
0.
0
%
T
O
T
A
L
28
5
,
1
1
1
37
5
,
3
8
8
33
4
,
7
0
0
47
7
,
3
0
0
52
5
,
5
0
0
14
2
,
6
0
0
42
.
6
%
4
8
,
2
0
0
10
.
1
%
FU
N
D
B
A
L
A
N
C
E
‐
$
‐
$
60
0
,
0
0
0
$
‐
$
‐
$
(6
0
0
,
0
0
0
)
‐
10
0
.
0
%
‐
N/
A
TR
A
N
S
F
E
R
S
:
CA
B
L
E
F
R
A
N
C
H
I
S
E
F
E
E
S
59
2
,
8
1
3
66
8
,
4
3
7
54
0
,
7
0
0
45
6
,
8
0
0
47
7
,
7
0
0
(8
3
,
9
0
0
)
‐
15
.
5
%
2
0
,
9
0
0
4.
6
%
CA
R
E
S
T
R
A
N
S
F
E
R
‐
‐
‐
14
5
,
0
0
0
14
5
,
0
0
0
14
5
,
0
0
0
N/
A
‐
0.
0
%
AR
P
A
T
R
A
N
S
F
E
R
‐
54
,
1
0
6
‐
‐
‐
‐
N/
A
‐
N/
A
PU
B
L
I
C
S
A
F
E
T
Y
A
I
D
S
U
B
S
I
D
Y
‐
‐
‐
98
3
,
8
0
0
1,
0
4
7
,
3
0
0
98
3
,
8
0
0
N/
A
6
3
,
5
0
0
6.
5
%
UT
I
L
I
T
Y
T
R
A
N
S
F
E
R
S
1,
7
0
7
,
4
0
0
1,
8
2
2
,
7
0
0
1,
9
0
3
,
1
0
0
2,
0
4
2
,
0
0
0
2,
1
4
4
,
1
0
0
13
8
,
9
0
0
7.
3
%
1
0
2
,
1
0
0
5.
0
%
T
O
T
A
L
2,
3
0
0
,
2
1
3
2,
5
4
5
,
2
4
3
2,
4
4
3
,
8
0
0
3,
6
2
7
,
6
0
0
3,
8
1
4
,
1
0
0
1,
1
8
3
,
8
0
0
48
.
4
%
1
8
6
,
5
0
0
5.
1
%
G
R
A
N
D
T
O
T
A
L
45
,
3
3
2
,
7
9
2
$
46
,
3
1
3
,
2
3
4
$
48
,
3
2
1
,
8
0
0
$
52
,
3
3
7
,
7
0
0
$
55
,
2
7
0
,
4
0
0
$
4,
0
1
5
,
9
0
0
8.
3
%
2
,
9
3
2
,
7
0
0
5.
6
%
∆
20
2
4
t
o
2
0
2
5
%
∆
20
2
3
t
o
2
0
2
4
%
GE
N
E
R
A
L
F
U
N
D
RE
V
E
N
U
E
S
B
Y
L
I
N
E
I
T
E
M
24
20
2
3
20
2
4
20
2
5
Bu
d
g
e
t
Bu
d
g
e
t
$
%
Bu
d
g
e
t
$
%
G
E
N
E
R
A
L
G
O
V
E
R
N
M
E
N
T
01
M
a
y
o
r
&
C
o
u
n
c
i
l
17
5
,
8
0
0
$
18
2
,
8
0
0
$
7,
0
0
0
$
4.
0
%
19
0
,
0
0
0
$
7,
2
0
0
$
3.
9
%
02
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d
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2024‐2025 Budget Operating Budget
General Fund
Departmental
Budgets
2024‐2025 Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant 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 resident 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
12 10 12 12 12
100% 100% 100% 100% 100%
22222
Number of special City Council meetings held annually
Percentage of City advisory commissions that met in a joint
meeting with the council each year
Annual conferences attended by at least 1 council member
Mayor &
Council
0.3%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2024 budget is proposed to increase
$7,000, or 4.0%, as a result of increases in health
insurance costs ($5,300) and costs to attend state and
national conferences ($3,100). The 2025 budget
increases by 4.0% over 2024 due to additional
increases in insurance premium costs ($6,500).
2024 Highlight/Change 1: Insurance premiums for employee health and dental plans are programmed to increase
by 8.5% in 2024.
Financial Impact: $5,300
Service Level Impact: None
2025 Highlight/Change 1: Insurance premiums for employee health and dental plans are programmed to increase
by 9.5% in 2025.
Financial Impact: $6,500
Service Level Impact: None
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 129,372 125,553 131,900 137,200 143,700
Parts and Supplies ‐ ‐ ‐ ‐ ‐
Services and Other Charges 29,107 32,213 40,100 45,600 46,300
Capital Outlay ‐ ‐ 3,800 ‐ ‐
158,479 157,766 175,800 182,800 190,000
2024‐2025 Budget Operating Budget
Mayor & City Council (01)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant City Administrator
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
01 ‐ MAYOR AND COUNCIL
6110 ‐ Salaries and Wages ‐ Regular 54,196 53,643 53,600 53,600 53,600
6144 ‐ FICA 2,073 2,101 4,100 4,100 4,100
6146 ‐ PERA ‐ DCP 2,026 2,001 2,000 2,000 2,000
6151 ‐ Health Insurance 59,917 56,423 71,900 77,200 83,700
6152 ‐ Life 50 51 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 149 150 ‐ ‐ ‐
6155 ‐ Workers Compensation 268 265 300 300 300
6158 ‐ Dental Insurance 1,837 1,920 ‐ ‐ ‐
6159 ‐ VEBA 8,855 9,000 ‐ ‐ ‐
PERSONAL SERVICES 129,372 125,553 131,900 137,200 143,700
6353 ‐ Personal Auto/Parking 243 1,152 700 1,000 1,000
6385 ‐ Insurance 21,000 21,000 21,000 22,900 22,900
6475 ‐ Miscellaneous ‐ ‐ 100 100 100
6476 ‐ Conferences/Meetings/Training 4,656 9,680 11,600 14,700 15,200
6477 ‐ Local Meeting Expenses 3,064 381 6,700 6,900 7,100
6479 ‐ Dues and Subscriptions 144 ‐ ‐ ‐ ‐
SERVICES AND OTHER CHARGES 29,107 32,213 40,100 45,600 46,300
6660 ‐ Office Furnishings & Equipment ‐ ‐ 3,800 ‐ ‐
CAPITAL OUTLAY ‐ ‐ 3,800 ‐ ‐
TOTAL MAYOR AND COUNCIL 158,479 157,766 175,800 182,800 190,000
2024‐2025 Budget Operating Budget
Administration (02)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
N/A 98% N/A 95% N/A
N/A 75% N/A 75% N/A
N/A 67% N/A 75% N/A
Percentage of residents rating quality of life in
Ea gan as excellent or good (biennial survey)
Percentage of residents rating their connection
and engagement with the community as excellent
or good (biennial survey)
Percentage of residents rating the Eagan
community's openness and acceptance of
diversity as good or excellent (biennial survey)
Admin.,
1.5%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
Administration (02)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2024 Administration budget is proposed
to decrease by $70,900, or 8.6%, due primarily to the
reduction of $123,700 from the Professional Services
(6310) account. The 2025 Administration budget is
proposed to increase by $67,500, or 9.0%, primarily due
to programmed increases for city‐wide training.
2024 Highlight/Change 1: Professional Services (6310) is decreased as the City reduced executive recruiting services
previously allocated for hiring the City Administrator. Funds are included, albeit at a lesser amount than in previous
years, to continue the City’s race, equity, and inclusion efforts.
Financial Impact: $123,700 decrease in Professional Services (6310)
Service Level Impact: This funding supports an ongoing leadership training program for city employees, which will
develop our staff to provide the best service possible to our resident, as well as professional consulting support to
ensure that race is not a barrier to community members’ ability to thrive in Eagan.
2024‐2025 Budget Operating Budget
Administration (02)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant City Administrator
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 594,493 555,380 545,600 588,300 622,400
Parts and Supplies 1,994 2,310 2,800 2,800 2,800
Services and Other Charges 92,689 193,669 276,300 161,200 195,300
Capital Outlay 1,891 1,425 300 1,800 1,100
691,067 752,783 825,000 754,100 821,600
Personnel 2021 2022 2023 2024 2025 Hours
City Administrator 111112,080
Assistant City Administrator 111112,080
Assistant to the City Administrator111112,080
Total 333336,240
1
2
3
4
5
6
7Oversight of the City's Support Services (HR, IT, and City Clerk)
9
9
10 Establish race equity and inclusion framework for city workforce and Eagan community
Oversight of the City's day‐to ‐day operations
Annual budget preparation
Assist in development and execution of City Goals
Development and execution of public policy decisions
Activity
Routine
Council meeting and workshop preparation
Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
Intergovernmental, municipal, City departmental, and association meetings
Clerical and administrative support
2024‐2025 Budget Operating Budget
Administration (02)
Responsible Managers: Dianne Miller, City Administrator
Sarah Alig, Assistant City Administrator
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
02 ‐ ADMINISTRATION
6110 ‐ Salaries and Wages ‐ Regular 359,530 335,738 431,400 459,900 490,300
6112 ‐ Overtime ‐ Regular ‐ ‐ 5,000 5,000 5,000
6124 ‐ Funeral Leave ‐ 302 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 2,829 3,699 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty 277 ‐ ‐ ‐ ‐
6132 ‐ Compensatory Pay 165 ‐ ‐ ‐ ‐
6134 ‐ Vacation Pay 69,008 50,073 ‐ ‐ ‐
6135 ‐ Holiday Pay 19,607 18,189 ‐ ‐ ‐
6136 ‐ Sick Pay 18,206 21,958 ‐ ‐ ‐
6137 ‐ Jury Duty Pay ‐ 745 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 32,787 39,217 32,700 34,900 37,100
6144 ‐ FICA 28,136 32,210 26,500 32,000 33,300
6151 ‐ Health Insurance 52,329 40,432 47,200 53,600 53,600
6152 ‐ Life 300 340 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 867 1,006 ‐ ‐ ‐
6155 ‐ Workers Compensation 2,232 2,046 2,800 2,900 3,100
6158 ‐ Dental Insurance 2,485 1,694 ‐ ‐ ‐
6159 ‐ VEBA 5,735 7,731 ‐ ‐ ‐
PERSONAL SERVICES 594,493 555,380 545,600 588,300 622,400
6210 ‐ Office Supplies 1,994 2,169 2,800 2,800 2,800
6211 ‐ Office Printed Material/Forms ‐ 55 ‐ ‐ ‐
6212 ‐ Office Small Equipment ‐ 32 ‐ ‐ ‐
6220 ‐ Operating Supplies ‐ General ‐ 54 ‐ ‐ ‐
PARTS AND SUPPLIES 1,994 2,310 2,800 2,800 2,800
6310 ‐ Professional Services ‐General 10,957 94,652 184,700 61,000 96,000
6353 ‐ Personal Auto/Parking 4,967 14,874 6,400 11,600 11,600
6355 ‐ Cellular Telephone Service 1,792 1,778 1,900 1,000 1,000
6357 ‐ Advertising/Publication ‐ ‐ ‐ ‐ ‐
6385 ‐ Insurance 4,000 4,000 4,000 4,300 4,300
6476 ‐ Conferences/Meetings/Training 3,351 5,359 9,800 11,600 12,200
6477 ‐ Local Meeting Expenses 752 6,003 2,600 1,300 1,300
6479 ‐ Dues and Subscriptions 53,779 18,413 54,600 56,900 55,400
6496 ‐ Historical Society ‐ ‐ ‐ ‐ ‐
6535 ‐ Other Contractual Services 13,090 48,589 12,300 13,500 13,500
SERVICES AND OTHER CHARGES 92,689 193,669 276,300 161,200 195,300
6660 ‐ Office Furnishings & Equipment 1,891 1,425 300 1,800 1,100
CAPITAL OUTLAY 1,891 1,425 300 1,800 1,100
TOTAL ADMINISTRATION 691,067 752,783 825,000 754,100 821,600
2024‐2025 Budget Operating Budget
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 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 the WAN backup system
Conduct research and recommend new or improved technology systems
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimated Target Target
375 385 487 500 510
2,600 2,700 2,800 3,300 3,000
117 125 308 315 325
85 90 120 125 125
110 110 110 110 110
50 50 55 55 55
Copiers Supported 10 10 10 10 10
Video Cameras Supported 37 72 120 130 130
Squad Video Cameras Supported 25 25 30 30 30
Body Cameras Supported 0 0 82 85 90
Wireless Access Points 37 38 79 85 85
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)
IT
6.0%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
HIGHLIGHTS & CHANGES
Overview: The 2024 budget is proposed to increase by
$182,400, or 6.1% from 2023, while the 2025 budget is
proposed to increase by $166,700 or 5.3% over 2024.
2024 Highlight/Change 1: The 2024 budget includes Security as a Service (SECaaS), a new LOGIS managed service
that nine other LOGIS member organizations implemented in 2023. This service will assist our IT department in
performing routine IT security assessments and roadmaps, assist with IT security policies, standards, procedures,
and guidelines as well as provide annual vulnerability management sessions. Through this service, the City will be
elevating its security platforms and evolving to a more mature security posture.
Financial Impact: $41,700 increase in LOGIS IT Services (6350)
Service Level Impact: Strengthening security postures is imperative as attacks are increasing in volume,
complexity, and severity among cities across America. Local municipalities are becoming a larger target as the
public sector accounted for 50% of all credential stealing phishing attacks in 2021 and 2022.
2024 Highlight/Change 2: The 2024 budget includes Fiber as a Service, which is a LOGIS Managed Service . This
service will cover all locates and fiber management of over 45 miles of City fiber. In addition, this service will take
care of all engineering, project management, and GIS mapping of any new fiber projects. It will also more
accurately document the City’s fiber infrastructure using dedicated LOGIS staff to identify and record fiber optic
management at the strand‐level.
Financial Impact: $73,900 increase in LOGIS IT Services (6350), $42,000 decrease in Maintenance Contracts (6569),
and a $3,500 reduction in Engineering (6312). Overall net budgetary increase of $28,400
Service Level Impact: These services are vital to preserving the value of the fiber and conduit system that the City
constructed in 2011‐2012.
2024 Highlight/Change 3: The Community Development Department has selected new software to manage
business licenses, permits and inspections. In the past, the department used LOGIS’s PIMS solution to accomplish
their department’s needs. In 2023, the department implemented a replacement product called LAMA by the
Davenport Group USA, Ltd. The business license module was rolled out in July of 2023, with the rest of the
applications projected to be online by the end of 2023. In implementing the new software, the City was able to
decrease costs while getting a more modern application.
Financial Impact: $72,800 decrease in LOGIS IT Services (6350) and $37,400 increase in Maintenance Contracts
(6569). Overall net budgetary decrease of $35,400
Service Level Impact: This new software application will enable staff to access new web‐based tools improving the
level of servicing provided to the community.
2024‐2025 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
2025 Highlight/Change 1: Maintenance contract costs are programmed to increase in 2025 due to anticipated
inflationary cost adjustments of around 4%. The most significant contracts that will be increasing in 2025 are to the
Microsoft Licenses subscriptions, Marco Copier/Printer Leases, and the PD Drone software.
Financial Impact: $34,800 increase in Maintenance Contracts (6569)
Service Level Impact: These maintenance contracts are supporting the City’s core applications. These services
operate a variety of City services and programs.
2025 Highlight/Change 2: The LOGIS Services contract is proposed to increase by 3% to cover anticipated third‐
party license, maintenance contract, and general staff salary cost increases.
Financial Impact: $71,300 increase in LOGIS IT Services (6350)
Service Level Impact: These services support the City’s core suite of operating and support applications. 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.
EXPENDITURE SUMMARY
POSITION INVENTORY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 806,924 993,551 1,059,800 1,071,900 1,121,300
Parts and Supplies 17,669 12,669 34,600 35,100 35,100
Services and Other Charges 1,554,029 1,626,417 1,883,100 2,055,600 2,165,400
Capital Outlay 8,199 3,235 9,100 6,400 13,900
2,386,821 2,635,871 2,986,600 3,169,000 3,335,700
Personnel 2021 2022 2023 2024 2025 Hours
IT Manager 111112,080
Network & Security Solutions Architect111112,080
IT Systems Supervisor 1 1 1 1 1 2,080
Web and Applications Developer 0.66 0.66 0.66 0.66 0.66 1,373
IT Systems Specialist 333336,240
Total 6.66 6.66 6.66 6.66 6.66 13,853
2024‐2025 Budget Operating Budget
Information Technology (03)
Responsible Manager: Dan Cook, IT Manager
2024‐2025 WORK PLAN
LINE ITEM DETAIL
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
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
03 ‐ INFORMATION TECHNOLOGIES
6110 ‐ Salaries and Wages ‐ Regular 497,309 641,839 796,200 824,700 858,600
6112 ‐ Overtime ‐ Regular 273 909 2,000 1,500 2,000
6124 ‐ Funeral Leave 856 1,109 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 3,996 5,563 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty ‐ 405 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary ‐ ‐ 22,800 ‐ ‐
6132 ‐ Compensatory Pay 293 455 ‐ ‐ ‐
6134 ‐ Vacation Pay 58,905 70,485 ‐ ‐ ‐
6135 ‐ Holiday Pay 30,748 31,934 ‐ ‐ ‐
6136 ‐ Sick Pay 24,946 32,059 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 45,761 57,284 61,600 62,000 64,500
6144 ‐ FICA 42,310 54,462 59,600 62,700 64,900
6151 ‐ Health Insurance 85,940 80,063 111,800 115,300 125,300
6152 ‐ Life 617 765 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 1,862 2,284 ‐ ‐ ‐
6155 ‐ Workers Compensation 3,481 (601) 5,800 5,700 6,000
6158 ‐ Dental Insurance 3,485 3,402 ‐ ‐ ‐
6159 ‐ VEBA 6,140 11,134 ‐ ‐ ‐
PERSONAL SERVICES 806,924 993,551 1,059,800 1,071,900 1,121,300
2024‐2025 Budget Operating Budget
Information Technologies (03)
Responsible Manager: Dan Cook, IT Manager
LINE ITEM DETAIL (CONTINUED)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
03 ‐ INFORMATION TECHNOLOGIES
6210 ‐ Office Supplies 7,870 4,474 9,500 10,000 10,000
6220 ‐ Operating Supplies ‐ General 19 ‐ ‐ ‐ ‐
6224 ‐ Clothing/Personal Equipment ‐ ‐ 100 100 100
6230 ‐ Repair/Maintenance Supplies ‐Ge 7,378 5,406 20,000 20,000 20,000
6270 ‐ Computer Software 2,401 2,789 5,000 5,000 5,000
PARTS AND SUPPLIES 17,669 12,669 34,600 35,100 35,100
6311 ‐ Legal ‐ ‐ 2,000 2,000 2,000
6312 ‐ Engineering 315 5,580 3,500 ‐ ‐
6314 ‐ Auditing ‐ ‐ 500 500 500
6346 ‐ Postage 42 ‐ 200 200 200
6347 ‐ Telephone Service & Line Charg 100 ‐ 1,000 1,000 1,000
6348 ‐ Analog Service & Repair ‐ ‐ 500 500 500
6350 ‐ LOGIS IT Services 889,760 727,312 923,800 1,065,200 1,136,500
6352 ‐ Telephone Circuits 4,887 4,678 5,000 5,000 5,000
6353 ‐ Personal Auto/Parking 289 353 2,000 2,000 2,000
6355 ‐ Cellular Telephone Service 6,225 7,157 5,000 5,000 5,000
6385 ‐ Insurance 5,400 5,400 5,400 5,900 5,900
6456 ‐ Building Rental 13,776 12,996 14,000 14,500 15,000
6476 ‐ Conferences/Meetings/Training 1,757 27,892 44,500 42,700 45,900
6477 ‐ Local Meeting Expenses ‐ ‐ 100 100 100
6497 ‐ AccessEagan relocation cost 13,565 29,122 40,000 40,000 40,000
6535 ‐ Other Contractual Services ‐ ‐ 3,000 4,000 4,000
6563 ‐ Landscaping 2,234 2,171 ‐ ‐ ‐
6567 ‐ Contractual Programming/Data P 3,289 4,336 9,000 10,000 10,000
6569 ‐ Maintenance Contracts 612,388 799,420 823,600 857,000 891,800
SERVICES AND OTHER CHARGES 1,554,029 1,626,417 1,883,100 2,055,600 2,165,400
6660 ‐ Office Furnishings & Equipment 8,199 3,235 9,100 6,400 13,900
6670 ‐ Other Equipment ‐ ‐ ‐ ‐ ‐
CAPITAL OUTLAY 8,199 3,235 9,100 6,400 13,900
6718 ‐ Project ‐ Other Charges ‐ ‐ ‐ ‐ ‐
CONSTRUCTION PROJECTS ‐ ‐ ‐ ‐ ‐
TOTAL INFORMATION TECHNOLOGIES 2,386,821 2,635,871 2,986,600 3,169,000 3,335,700
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
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 the 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
45,502 47,000 49,000 49,000 49,000
n/a 68% n/a 85% n/a
46 82 50 50 50
49 50 40 40 40
445 465 465 465 465
Registered voters in the City
Voter turnout
Data Practice Requests Processed
Insurance claims processed
Licenses (all types) issued
City Clerk
1.1%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
HIGHLIGHTS & CHANGES
Overview: The 2024 City Clerk budget proposes an
increase of $166,200, or 41.2%, as a result of 2024 being
a presidential election year. Outside of presidential
election costs, the 2024 budget proposes an increase of
$9,500 from the 2023 budget.
The 2025 City Clerk budget proposes a decrease of
$147,200 or 25.8%; because 2025 is not an election year.
Outside of the removed election costs, the budget
proposes an increase of $9,500 over the 2024 budget.
2024 Highlight/Change 1: In even‐numbered years, the City Clerk budget increases to provide administration of a
Presidential, State, Primary, and General Election. Additionally, the 2024 budget reflects wage adjustments for
election judges to remain competitive in the labor market and comply with minimum wage requirements.
Financial Impact: $135,300 increase in personal services costs; $8,000 increase for Election Supplies (6225);
$13,000 increase in Maintenance Contracts (6569); and $400 for election judge supervisor mileage
reimbursements (6353)
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.
2024 Highlight/Change 2: In 2023, Dakota County and the City entered into a cost‐share agreement for the
purchase of replacement electronic poll books. Beginning January 2024, the City is required to pay its portion of
the purchase cost in three equal installment payments to end in 2026.
Financial Impact: None – annual installment payments are equal to prior maintenance costs (6569)
Service Level Impact: The electronic poll books have been a great improvement for polling place efficiency and
voting record accuracy.
2024‐2025 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐25 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 263,444 428,113 355,600 509,300 397,600
Parts and Supplies 8,254 7,827 800 9,100 1,100
Services and Other Charges 41,653 77,229 46,600 46,800 20,600
Capital Outlay 435 2,472 700 4,700 3,400
313,786 515,641 403,700 569,900 422,700
Personnel 2021 2022 2023 2024 2025 Hours
City Clerk/Administrative Coordinator 1 1 1 1 1 2,080
Deputy City Clerk 1 1 1 1 1 2,080
Administrative Assistants 0.5 0.5 1 1 1 2,080
Total 2.5 2.5 3 3 3 6,240
1
2
3
4
5
6
7
8
Routine
Activity
Respond to data practices requests
Coordinate records retention
Coordinate City insurance policy and claims
Administer elections
Issue licenses and permits
Coordinate City purchasing
Coordinate ordinance amendments and codification
Provide clerical and administrative support
2024‐2025 Budget Operating Budget
City Clerk (04)
Responsible Manager: Elizabeth VanHoose, City Clerk
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
04 ‐ CITY CLERK
6110 ‐ Salaries and Wages ‐ Regular 164,586 203,209 267,300 276,400 288,400
6112 ‐ Overtime ‐ Regular 163 2,601 ‐ 3,000 3,000
6124 ‐ Funeral Leave ‐ 766 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 2,090 1,649 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary ‐ 100,429 ‐ 130,000 ‐
6131 ‐ Overtime ‐ Temporary ‐ 4,973 ‐ ‐ ‐
6134 ‐ Vacation Pay 15,252 13,506 ‐ ‐ ‐
6135 ‐ Holiday Pay 9,159 8,307 ‐ ‐ ‐
6136 ‐ Sick Pay 8,137 9,570 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 14,569 17,478 20,100 21,000 21,900
6144 ‐ FICA 13,782 20,378 20,300 21,400 22,300
6151 ‐ Health Insurance 28,242 33,217 46,000 55,700 60,100
6152 ‐ Life 225 272 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 505 679 ‐ ‐ ‐
6155 ‐ Workers Compensation 1,084 2,033 1,900 1,800 1,900
6158 ‐ Dental Insurance 1,117 1,660 ‐ ‐ ‐
6159 ‐ VEBA 4,532 7,384 ‐ ‐ ‐
PERSONAL SERVICES 263,444 428,113 355,600 509,300 397,600
6210 ‐ Office Supplies 820 833 500 800 800
6212 ‐ Office Small Equipment 13 ‐ ‐ ‐ ‐
6220 ‐ Operating Supplies ‐ General 20 ‐ ‐ ‐ ‐
6225 ‐ Election Supplies 7,401 6,995 ‐ 8,000 ‐
6270 ‐ Computer Software ‐ ‐ 300 300 300
PARTS AND SUPPLIES 8,254 7,827 800 9,100 1,100
6310 ‐ Professional Services ‐General ‐ ‐ ‐ ‐ ‐
6346 ‐ Postage ‐ 8,733 ‐ ‐ ‐
6353 ‐ Personal Auto/Parking 55 1,123 500 800 400
6355 ‐ Cellular Telephone Service ‐ 95 ‐ 100 ‐
6357 ‐ Advertising/Publication ‐ ‐ ‐ ‐ ‐
6359 ‐ Legal Notice Publication 8,054 5,913 8,000 8,000 8,000
6385 ‐ Insurance 1,500 1,500 1,500 1,600 1,600
6457 ‐ Machinery & Equipment‐Rental ‐ 41 ‐ ‐ ‐
6476 ‐ Conferences/Meetings/Training (50) 500 3,600 3,500 3,700
6477 ‐ Local Meeting Expenses 52 248 ‐ 400 ‐
6479 ‐ Dues and Subscriptions 465 232 400 400 400
6535 ‐ Other Contractual Services 18,263 19,883 12,800 12,500 ‐
6569 ‐ Maintenance Contracts 13,313 38,961 19,800 19,500 6,500
SERVICES AND OTHER CHARGES 41,653 77,229 46,600 46,800 20,600
6660 ‐ Office Furnishings & Equipment 435 2,472 700 4,700 3,400
CAPITAL OUTLAY 435 2,472 700 4,700 3,400
TOTAL CITY CLERK 313,786 515,641 403,700 569,900 422,700
2024‐2025 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
Federal Grant Compliance Management
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Aaa Aaa Aaa Aaa Aaa
AAA AAA AAA AAA AAA
0.7% 1.8% 5.0% 5.5% 6.0%
6,529 6,852 6,700 6,800 6,800
12,505 13,578 12,750 13,750 12,900
21,071 21,221 21,300 21,400 21,500
Payroll checks/direct deposit issued
Moody's credit rating
Standard & Poors credit rating
Average rate of return on investments
Vendor checks issued
Utility accounts serviced
2024‐2025 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
HIGHLIGHTS & CHANGES
Overview: The 2024 Finance budget proposes an
increase of $71,600 or 6.5% over 2023, primarily due to
inflationary personnel costs.
The 2025 Finance budget proposes an overall increase of
$64,100 or 5.5% over 2024 primarily due to inflationary
personnel costs.
2024 Highlight/Change 1: The primary role of the Finance Department is to provide internal services and support
to the various departments across citywide operations. The 2024 budget reflects personnel salary and benefit
increases as well as inflationary adjustments necessary to maintain existing levels of support.
Financial Impact: $71,000 department‐wide
Service Level Impact: Maintain existing service levels being provided
2024 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 LOGIS consortium selected a new web‐based
financial software and utility billing platform. The Finance Department is currently working with LOGIS staff to
complete testing of the new financial software with an anticipated implementation date of Fall 2024.
Financial Impact: None – financial software implementation costs are programmed to be covered by ARPA funds.
Service Level Impact: Maintain existing service levels being provided
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 992,563 966,166 1,011,100 1,077,300 1,138,200
Parts and Supplies 10,175 9,316 9,000 9,000 9,000
Services and Other Charges 61,497 70,927 72,900 77,500 79,800
Capital Outlay 3,870 6,046 5,200 6,000 6,900
1,068,105 1,052,455 1,098,200 1,169,800 1,233,900
2024‐2025 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
POSITION INVENTORY
2024‐25 WORK PLAN
Personnel 2021 2022 2023 2024 2025 Hours
Finance Director 111112,080
Assistant Finance Director 111112,080
Senior Accountant ‐1 1 1 1 2,080
Accountant II 211112,080
Accountant I 111112,080
Accounts Payable Accounting Clerk 111112,080
Payroll Specialist 0.9 1 1 1 1 2,080
Utility Billing and Special Assessment Accountant**‐‐‐‐‐‐
Utility Billing/Special Assessment Clerk**‐‐‐‐‐‐
Total 6.9 7 7 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
2024‐2025 Budget Operating Budget
Finance (05)
Responsible Manager: Josh Feldman, Finance Director
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
05 ‐ FINANCE
6110 ‐ Salaries and Wages ‐ Regular 574,894 572,599 759,000 801,400 843,900
6112 ‐ Overtime ‐ Regular 16,989 17,820 8,500 11,000 11,500
6124 ‐ Funeral Leave 875 442 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 5,845 5,240 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty ‐ 429 ‐ ‐ ‐
6132 ‐ Compensatory Pay 1,511 3,829 ‐ ‐ ‐
6134 ‐ Vacation Pay 65,648 58,777 ‐ ‐ ‐
6135 ‐ Holiday Pay 36,857 30,900 ‐ ‐ ‐
6136 ‐ Sick Pay 29,783 34,759 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 54,789 52,987 57,600 60,900 64,200
6144 ‐ FICA 52,520 49,727 54,900 60,800 63,300
6147 ‐ Pension Expense 34,717 35,730 ‐ ‐ ‐
6151 ‐ Health Insurance 91,202 85,889 125,600 137,800 149,600
6152 ‐ Life 903 884 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 2,179 2,213 ‐ ‐ ‐
6155 ‐ Workers Compensation 4,222 (4,616) 5,500 5,400 5,700
6158 ‐ Dental Insurance 4,109 4,539 ‐ ‐ ‐
6159 ‐ VEBA 15,520 14,019 ‐ ‐ ‐
PERSONAL SERVICES 992,563 966,166 1,011,100 1,077,300 1,138,200
6210 ‐ Office Supplies 7,897 8,770 8,000 8,000 8,000
6212 ‐ Office Small Equipment 148 ‐ ‐ ‐ ‐
6215 ‐ Reference Materials ‐ ‐ 500 ‐ ‐
6220 ‐ Operating Supplies ‐ General 528 546 500 1,000 1,000
6270 ‐ Computer Software 1,603 ‐ ‐
PARTS AND SUPPLIES 10,175 9,316 9,000 9,000 9,000
6314 ‐ Auditing 32,575 38,592 33,500 42,800 44,900
6346 ‐ Postage 3,916 4,307 8,500 5,000 5,000
6347 ‐ Telephone Service & Line Charg 2,798 1,913 2,500 2,500 2,500
6353 ‐ Personal Auto/Parking 5,118 4,487 5,000 4,700 4,700
6355 ‐ Cellular Telephone Service 598 757 700 600 600
6357 ‐ Advertising/Publication ‐ ‐ ‐ ‐ ‐
6370 ‐ General Printing and Binding ‐ ‐ ‐ ‐ ‐
6385 ‐ Insurance 7,100 7,100 7,100 7,700 7,700
6457 ‐ Machinery & Equipment‐Rental 1,325 941 ‐ ‐ ‐
6475 ‐ Miscellaneous 4,826 5,123 5,500 5,400 5,600
6476 ‐ Conferences/Meetings/Training 2,566 5,872 7,800 7,500 7,500
6477 ‐ Local Meeting Expenses 151 50 600 ‐ ‐
6479 ‐ Dues and Subscriptions 525 1,785 1,700 1,300 1,300
6481 ‐ Recording Fees ‐ ‐ ‐ ‐ ‐
SERVICES AND OTHER CHARGES 61,497 70,927 72,900 77,500 79,800
6650 ‐ Furniture & Fixtures ‐ ‐ 1,500 2,000 2,000
6660 ‐ Office Furnishings & Equipment 3,870 6,046 3,700 4,000 4,900
CAPITAL OUTLAY 3,870 6,046 5,200 6,000 6,900
TOTAL FINANCE 1,068,105 1,052,455 1,098,200 1,169,800 1,233,900
2024‐2025 Budget Operating Budget
Legal Services (06)
Responsible Manager: Sarah Alig, Assistant 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Number of civil legal service hours billed to the City 989 1,019 1,500 1,500 1,500
Number of prosecution legal service hours billed to the City 3,555 3,237 3,750 3,750 3,750
Number of labor service hours billed to the City 174 148 250 225 225
Legal
1.0%
Expenditures as % of General
Fund
2024‐2025 Budget Operating Budget
Legal Services (06)
Responsible Manager: Sarah Alig, Assistant City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2024 Legal Services budget is proposed to
increase by $27,800, or 5.7%, due primarily to increased fees
for prosecution services.
The 2025 Legal Services budget is proposed to increase by
$20,500 or 4.0%, due primarily to increased fees for
prosecution services.
2024 & 2025 Highlight/Change 1: Civil legal services have remained steady in the past few years. The proposed
budget reflects a rate increase of 2% in both 2024 and 2025.
Financial Impact: $2,700
Service Level Impact: None
2024 Highlight/Change 2: The proposed prosecution legal services budget reflects a 7% rate increase to the City
annual retainer in 2024 and a 4.9% increase in 2025
Financial Impact: $ 23,000 increase
Service Impact: None
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Services and Other Charges 476,117 479,853 486,800 514,600 535,100
476,117 479,853 486,800 514,600 535,100
2024‐2025 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
2021 2022 2023 2024 2025
Subdivision & Platting related
applications 14 18 15 20 20
Rezonings/Prelim & Final PD/PD
Amendment 15 26 28 25 25
CUP/IUP/Variances 2218282525
Ord Amendment/Comp Plan Amendment 8 5 8 5 5
Special Studies/Task Forces staffed ‐‐1 ‐‐
Zoning Letters 56 46 50 45 45
Sign Permits 274 174 200 200 200
Zoning Permits 366 464 480 400 400
Chicken & Bee Permits 1724242020
Accessory Dwelling Unit Registrations ‐‐211
Rental Registrations 240 136 100 ‐‐
Rental Licenses ‐‐590 1,030 1,430
Zoning Enforcement Cases* 1,660 1,640 1,600 1,600 1,600
Description
*Includes Code violations, license compliance checks, foreclosure & utility shut off monitoring and proactive
enforcement.
2024‐2025 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
HIGHLIGHTS & CHANGES
Overview: The Community Development – Planning
Department’s 2024 budget proposes an increase of
$131,500, or 8.7%, over 2023 budgeted levels. In 2023,
the City adopted a rental licensing ordinance which is
administered by a property maintenance division
within the Community Development – Planning
Department. The 2023 operating budget reflects a
third‐quarter implementation of the rental licensing
ordinance with the 2024 operating budget supporting a
full year of operations.
The Community Development – Planning Department’s 2025 overall budget proposes a $121,700, or 7.4%,
increase over 2024. The budgetary increase programmed in 2025 is primarily a result of anticipated salary and
benefit adjustments for staff within the department.
2024 Highlight/Change #1: A new property maintenance division was created in 2023 following the City Council’s
adoption of the rental licensing ordinance. Per City Council direction, the property maintenance division is
intended to be largely self‐sustaining with license fee revenue set at a level to recover 85% of program costs. City
staff anticipate the program will reach 60% compliance in 2024 with compliance continuing to rise in future years.
The 2024 budget figures have been established under the assumption of reaching 60% program compliance and
funding to hire a property maintenance inspector in the second quarter to help administer the program.
Financial Impact: $168,300 increase in personal services costs (6100s) and $9,000 increase in non‐personnel costs.
$159,600 increase in rental licensing revenue (4065).
Service Level Impact: Long‐term maintenance and preservation of housing, improvement to housing safety for
renters, and prevention of housing decline and blight throughout the City.
2024 Highlight/Change #2: While implementing the property maintenance division, City staff evaluated the
existing staff’s scope of work in comparison to the budgetary assignment. As a result, City Staff reassigned a
portion of the salary and benefits of its Community Development Manager to the Community Development –
Protective Inspections Department.
Financial Impact: Decrease of $71,000 in personal service costs (6100s).
Service Level Impact: None – internal reallocation to better align budgetary salary and benefit costs to the scope
of work being performed.
2025 Highlight/Change #1: The 2024 budget figures have been established under the assumption of reaching 90%
program compliance as the rental licensing program will be in its second full year of implementation.
Financial Impact: $182,600 increase in rental licensing revenue (4065).
Service Level Impact: Continuation of the City’s efforts for long‐term maintenance and preservation of housing,
improvement to housing safety for renters, and prevention of housing decline and blight throughout the City.
2024‐2025 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,182,047 1,210,113 1,365,300 1,495,600 1,619,100
Parts and Supplies 3,657 3,114 8,600 10,500 10,000
Services and Other Charges 53,174 72,233 116,900 126,900 126,300
Capital Outlay 4,385 6,937 19,300 8,600 7,900
1,243,262 1,292,397 1,510,100 1,641,600 1,763,300
Personnel 2021 2022 2023 2024 2025 Hours
Community Development Director 0.5 0.5 0.5 0.5 0.5 1,040
City Planner 111112,080
Community Development Manager 1 1 0.5 0.5 0.5 1,040
Planners 1.922224,160
Planning Aide 111112,080
GIS Specialist/Planner 111112,080
Sign & Special Event Permit Coordinator111112,080
Senior Property Maintenance Inspector ‐‐1 1 1 2,080
Property Maintenance Inspectors 2 2 2 2.75 3 6,240
Community Development Clerical ‐‐0.5 0.5 0.5 1,040
Total 9.4 9.5 10.5 11.25 11.5 23,920
Activity
Routine
1 General administration of Planning & Zoning requirements; i.e. creating/mailing notices, assorted document prep, etc.
2 Current Planning ‐ Includes working with current residents and current and prospective business owners/developers
3 Special Studies/Budget ‐ Annual (sometimes bi ‐annual) budget work and coordinating special studies when they arise
4 Comprehensive Plan ‐ Includes ongoing maintenance, updates and review/comments of adjacent city amendments
5 Zoning Permits ‐ Planning review of physical improvements that do not require a Building Permit
6 Zoning ‐ Includes on‐going maintenance, updates and responding to zoning inquiries from the general public
7 GIS Administration ‐ Includes assitance with current, long‐range planning efforts as well as econ dev inquiries
8 Code Enforcement ‐ Includes applying quality of life standards throughout the community
9 Rental Licensing ‐ Issues rental licenses and performs inspections
10 Economic Development/Redevelopment ‐ Includes ongoing efforts to support and promote development
11 Technical Assistance ‐ Includes providing planning and GIS expertise internally and externally
12 Clerical ‐ Planning & Zoning
2024‐2025 Budget Operating Budget
Community Development – Planning (07)
Responsible Manager: Mike Schultz, City Planner
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
07 ‐ COMM DEV ‐PLANNING
6110 ‐ Salaries and Wages ‐ Regular 718,166 729,147 1,015,500 1,118,600 1,192,500
6124 ‐ Funeral Leave 742 4,210 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 5,011 6,006 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty ‐ 764 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary 10,044 7,102 12,500 12,500 12,500
6134 ‐ Vacation Pay 80,594 113,310 ‐ ‐ ‐
6135 ‐ Holiday Pay 38,251 33,165 ‐ ‐ ‐
6136 ‐ Sick Pay 39,139 40,611 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 64,742 66,932 76,200 83,900 89,400
6144 ‐ FICA 61,007 62,891 77,400 86,600 92,200
6151 ‐ Health Insurance 127,384 111,111 177,200 186,900 225,000
6152 ‐ Life 986 950 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 2,380 2,400 ‐ ‐ ‐
6155 ‐ Workers Compensation 5,061 4,610 6,500 7,100 7,500
6158 ‐ Dental Insurance 5,093 4,755 ‐ ‐ ‐
6159 ‐ VEBA 23,448 22,148 ‐ ‐ ‐
PERSONAL SERVICES 1,182,047 1,210,113 1,365,300 1,495,600 1,619,100
6210 ‐ Office Supplies 1,324 572 3,500 3,400 3,300
6211 ‐ Office Printed Material/Forms 435 ‐ 400 300 300
6215 ‐ Reference Materials 198 ‐ 400 500 500
6220 ‐ Operating Supplies ‐ General ‐ ‐ 100 ‐ ‐
6221 ‐ Film & Film Processing ‐ ‐ ‐ ‐ ‐
6224 ‐ Clothing/Personal Equipment ‐ 269 400 1,200 800
6231 ‐ Mobile Equipment Repair Parts 674 454 1,600 2,000 2,000
6235 ‐ Fuel, Lubricants, Additives 1,026 1,819 2,200 3,100 3,100
PARTS AND SUPPLIES 3,657 3,114 8,600 10,500 10,000
6310 ‐ Professional Services ‐General 836 7,452 27,000 28,000 28,000
6346 ‐ Postage 2,086 2,027 5,600 5,600 4,800
6353 ‐ Personal Auto/Parking 4,234 4,218 4,600 4,300 4,300
6355 ‐ Cellular Telephone Service 2,568 2,277 5,200 6,400 6,400
6385 ‐ Insurance 4,200 4,200 4,200 4,600 4,600
6476 ‐ Conferences/Meetings/Training 1,923 10,617 18,900 22,900 19,500
6477 ‐ Local Meeting Expenses 909 1,828 4,000 2,900 2,900
6479 ‐ Dues and Subscriptions 36,269 38,724 41,400 42,100 42,100
6480 ‐ Licenses, Permits and Taxes ‐ 193 4,000 800 400
6487 ‐ VISA/MC Bank Charges ‐ ‐ ‐ 7,000 11,000
6535 ‐ Other Contractual Services 150 698 2,000 2,300 2,300
SERVICES AND OTHER CHARGES 53,174 72,233 116,900 126,900 126,300
6660 ‐ Office Furnishings & Equipment ‐ 48 500 1,000 1,000
6670 ‐ Other Equipment 4,385 6,889 18,800 7,600 6,900
CAPITAL OUTLAY 4,385 6,937 19,300 8,600 7,900
TOTAL COMM DEV ‐PLANNING 1,243,262 1,292,397 1,510,100 1,641,600 1,763,300
2024‐2025 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Mike Grannes, 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Building permits 3,673 2,853 3,000 2,700 3,000
Plumbing permits 1,476 1,603 1,400 1,300 1,400
Mechanical permits 1,313 1,290 1,000 1,000 1,000
Inspections per building inspector 1,699 1,533 1,400 1,250 1,400
Inspections performed 13,167 11,883 11,000 10,500 11,000
2024‐2025 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Mike Grannes, Chief Building Official
HIGHLIGHTS & CHANGES
Overview: The Community Development – Protective
Inspections Department’s 2024 budget proposes an
increase of $112,000, or 6.6%, over 2023. The 2025
budget proposes an increase of $162,000, or 8.9%, over
2024. A significant portion of the 2024 budgetary
increase is related to personal services costs due to
inflationary increases in personnel costs and the
reallocation of the Community Development Manager’s
salary and benefits to align with the scope of work. The
budgetary increase programmed for 2025 is largely
related to an anticipated rise in externally contracted
inspection hours needed to facilitate a rise in improving market conditions in comparison to 2024.
2024 Highlight/Change #1: During 2023, the Community Development – Protective Inspections Department
selected new software, LAMA by the Davenport Group USA, Ltd, to manage business licenses, permits and
inspections. In the past, the department used LOGIS’s PIMS solution to accomplish their department’s needs. The
business license module was rolled out in July of 2023, with the rest of the applications projected to be online by
the end of 2023. In implementing the new software, the City was able to save costs while getting a more modern
application. As part of the new LAMA permitting software, all building permit fees will be paid online increasing
efficiency and transparency, but at an additional cost of processing fees.
Financial Impact: Increase of $32,800 – VISA/MC Bank Charges (6487)
Service Level Impact: The online permitting and payment portal will allow for increased efficiency and customer
support as applicants will be provided the status of applications in real‐time.
2024 Highlight/Change #2: While implementing the property maintenance division, City staff evaluated the
existing staff’s scope of work in comparison to the budgetary assignment. As a result, City Staff reassigned a
portion of the salary and benefits of its Community Development Manager to the Community Development –
Protective Inspections Department.
Financial Impact: Decrease of $71,000 in personal service costs (6100s).
Service Level Impact: None – internal reallocation to better align budgetary salary and benefit costs to the scope
of work being performed.
2025 Highlight/Change #1: Due to the cyclical nature of construction, the City has historically used contract
inspectors to augment our full‐time staff during heightened construction periods. Overall, the City experiences cost
savings as the City is able to facilitate the additional workflow without the long‐term commitment of hiring full‐
time staff. Due to market conditions, a residential contract inspector was budgeted for only 1,040 hours in 2024.
With an anticipated improvement in market conditions, the 2025 budget includes 1,560 residential contract
inspector hours, which have also been adjusted for inflationary increases
Financial Impact: Increase of $70,200 – Professional Services (6310)
Service Level Impact: No change to the existing level of service.
2024‐2025 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Mike Grannes, Chief Building Official
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,184,304 1,011,457 1,235,100 1,338,100 1,421,400
Parts and Supplies 8,255 7,987 21,600 15,700 15,700
Services and Other Charges 367,651 405,038 431,200 454,200 526,200
Capital Outlay 10,052 14,434 16,500 8,400 15,100
1,570,263 1,438,916 1,704,400 1,816,400 1,978,400
Personnel 2021 2022 2023 2024 2025 Hours
Community Development Director 0.5 0.5 0.5 0.5 0.5 1,040
Community Development Manager ‐‐‐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 2.3 2.0 2.0 2.0 2.0 4,160
Total 9.8 9.5 9.5 10.0 10.0 20,800
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
2024‐2025 Budget Operating Budget
Community Development – Protective Inspections (08)
Responsible Manager: Mikes Grannes, Chief Building Official
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
08 ‐ COMM DEV ‐INSPECTIONS
6110 ‐ Salaries and Wages ‐ Regular 739,199 625,322 919,400 1,000,400 1,060,000
6112 ‐ Overtime ‐ Regular 1,570 1,833 15,000 15,000 15,000
6124 ‐ Funeral Leave 877 359 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 5,482 5,858 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty 632 1,026 ‐ ‐ ‐
6134 ‐ Vacation Pay 67,929 77,131 ‐ ‐ ‐
6135 ‐ Holiday Pay 39,454 28,740 ‐ ‐ ‐
6136 ‐ Sick Pay 34,035 29,975 ‐ ‐ ‐
6137 ‐ Jury Duty Pay 1,259 ‐ ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 65,870 58,602 ‐ ‐ ‐
6144 ‐ FICA 61,214 56,016 70,100 76,200 80,600
6151 ‐ Health Insurance 145,583 107,345 71,500 77,700 82,200
6152 ‐ Life 961 860 153,300 162,400 176,800
6154 ‐ Disability ‐ Long‐term 2,393 2,075 ‐ ‐ ‐
6155 ‐ Workers Compensation 4,624 3,924 5,800 6,400 6,800
6158 ‐ Dental Insurance 4,868 3,558 ‐ ‐ ‐
6159 ‐ VEBA 8,353 8,831 ‐ ‐ ‐
PERSONAL SERVICES 1,184,304 1,011,457 1,235,100 1,338,100 1,421,400
6210 ‐ Office Supplies 1,835 1,622 3,000 2,000 2,000
6211 ‐ Office Printed Material/Forms 60 60 2,700 2,500 2,500
6212 ‐ Office Small Equipment ‐ ‐ 200 ‐ ‐
6215 ‐ Reference Materials 442 126 2,200 1,000 1,000
6220 ‐ Operating Supplies ‐ General ‐ ‐ 100 ‐ ‐
6224 ‐ Clothing/Personal Equipment 115 1,180 1,700 1,500 1,500
6226 ‐ Public Safety Supplies ‐ ‐ 500 500 500
6231 ‐ Mobile Equipment Repair Parts 2,170 1,430 3,500 3,000 3,000
6232 ‐ Small Equipment Repair Parts ‐ ‐ 100 ‐ ‐
6235 ‐ Fuel, Lubricants, Additives 3,633 3,544 7,500 5,100 5,100
6240 ‐ Small Tools ‐ 26 100 100 100
PARTS AND SUPPLIES 8,255 7,987 21,600 15,700 15,700
6310 ‐ Professional Services ‐General 301,706 341,972 371,000 358,800 429,000
6353 ‐ Personal Auto/Parking ‐ 185 900 500 500
6355 ‐ Cellular Telephone Service 8,976 9,165 7,700 7,700 7,700
6385 ‐ Insurance 7,000 7,000 7,000 7,600 7,600
6425 ‐ Mobile Equipment Repair Labor ‐ 20 100 100 100
6476 ‐ Conferences/Meetings/Training 3,240 6,289 10,200 14,000 14,000
6477 ‐ Local Meeting Expenses 463 950 3,000 1,000 1,000
6479 ‐ Dues and Subscriptions 817 95 1,200 1,300 1,300
6480 ‐ Licenses, Permits and Taxes ‐ 108 100 400 2,200
6487 ‐ VISA/MC Bank Charges 45,450 39,253 30,000 62,800 62,800
SERVICES AND OTHER CHARGES 367,651 405,038 431,200 454,200 526,200
6660 ‐ Office Furnishings & Equipment ‐ 48 ‐ 500 500
6670 ‐ Other Equipment 10,052 14,385 16,500 7,900 14,600
CAPITAL OUTLAY 10,052 14,434 16,500 8,400 15,100
TOTAL COMM DEV ‐INSPECTIONS 1,570,263 1,438,916 1,704,400 1,816,400 1,978,400
2024‐2025 Budget Operating Budget
Communications and Engagement (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,
websites, government cable programs, marketing
pieces and press releases
Communicate with residents 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 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 website 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 ETV and its contracted services and agreements, the City’s cable franchise agreements, and cable
access.
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Homepage Bounce Rate 37% 29% 37% 37% 34%
% of residents that consider Experience Eagan as a valued new 84% 84% 86% 88% 88%
Issues of Eagan Business News out on time 8 of 88 of 88 of 88 of 88 of 8
Yearly pageviews 2,089,345 3,333,369 2,100,000 2,200,000 2,300,000
Average monthly pageviews 174,112 277,781 175,000 183,333 191,667
Yearly website users 662,031 753,542 755,000 760,000 770,000
Social Media Followers 26,738 27,954 28,000 29,500 30,250
Mobile Devices accessing Web ‐ Non‐desktop acess 51% 50% 52% 54% 55%
Digital Platform Video Views * 298,000 219,600 200,000 225,000 235,000
% of residents that consider City webpage a source of informa 86% 86% 86% 87% 88%
% of residents that will complete a task online at City website. 75% 79% 79% 82% 82%
Emails Distributed 236 226 230 230 230
Email Subscribers **‐‐23600 23000 23100
Email Open Rates 40% 40% 41% 42% 43%
*2021 video views driven by sporting events that people could not attend in person because of pandemic
** The email distribution tool will be transitioning in 2023 and 2024, and in the process, some inactive subscribers may not carry over
2024‐2025 Budget Operating Budget
Communications and Engagement (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
HIGHLIGHTS & CHANGES
Overview: The 2024 Communication and Engagement
Department budget is proposed to increase by $19,800,
or 2.5%, over 2023. The 2025 budget is proposed to
increase by $121,000, or 15%, over 2024. Franchise fee
revenues continue to supplement the overall
Communication and Engagement Department budget;
however, the 2024 and 2025 budgets reflect a planned
reduction in the use of franchise fee revenues as the
level of these revenues is anticipated to decline in the
future.
The 2024‐2025 operating budgets represent continuing efforts to transition the Communications and Engagement
Department’s 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.
2024 Highlight/Change 1: Budgetary costs have been added to support the communications and engagement
efforts needed to share the value of the park and recreation facilities projects to the community in a manner that
highlights the long‐term improvements of our park system and the livability of Eagan.
Financial Impact: $16,500 increase in Postage (6346) and General Printing and Binding (6370) costs
Service Level Impact: Facilitate community engagement and education on the impacts and value of the park and
recreation facilities projects taking place at Goat Hill and the Eagan Art House.
2024 Highlight/Change 2: City staff have successfully transitioned the Discover Catalog to an insert within the
Experience Eagan newsletter and are only providing the full edition of the Discover Catalog in a digital format. The
cost savings in transitioning the Discover Catalog were offset by rising costs experienced in postage and general
printing and binding.
Financial Impact: Minimal net impact to Postage (6346) and General Printing and Binding (6370) costs.
Service Level Impact: The transition to a digital Discover Catalog create accessibility, improve the quality of design,
offset rising publishing costs, and enhance capacity within the Communications and Engagement Department.
2025 Highlight/Change 1: 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. As part of the implementation of the Enterprise
Communication Service model, the City has transitioned the Communications Department to a Communications
and Engagement Department. As a result, the City continues to evaluate ways in which we can grow our
community engagement through race, equity, and inclusion efforts. To facilitate these continued efforts, the 2025
budget includes funding for a part‐time engagement coordinator position.
Financial Impact: $79,000 increase in personal services costs and $9,700 increase in non‐personal services costs
Service Level Impact: The City will have a position dedicated to engagement, with a specific lens of race, equity,
and inclusion, and will help us develop models, grow organizationally, and improve services to all residents.
2024‐2025 Budget Operating Budget
Communications and Engagement (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 441,262 451,161 537,600 541,400 645,100
Parts and Supplies 6,507 7,178 4,400 2,700 2,700
Services and Other Charges 146,881 208,959 244,700 258,400 269,800
Capital Outlay ‐ 2,594 1,500 5,500 11,400
594,650 669,892 788,200 808,000 929,000
Personnel 2021 2022 2023 2024 2025 Hours
Director of Communications and Engagement 1 1 1 1 1 2,080
Strategic and Digital Marketing 1 1 1 1 1 2,080
Communications Coordinator 1 1 1 1.00 1.60 3,328
Web Developer 0.34 0.34 0.34 0.34 0.34 707
Total 3.34 3.34 3.34 3.34 3.94 8,195
Activity
Routine
1Continued emphasis on communicating Council goals & value of city services
2Integrate Communications messaging across platforms and be more proactive/less reactive
3Write, edit, & publish 6 bi ‐monthly city newsletters (Experience Eagan)
4 Deepen training & adoption Intranet capabilities as the place to look for information & share info; backend CMS training
5Build and emphasize community engagement capabilities, expertise, and models
6Continue to build themes & messages; earn media through press releases; Issues management & Media relations
7 Assist other departments in accomplishing communication and engagement goals
8Special events including State of City Address, Mayor & Council speeches at City events
9Continue to drive Eagan Business News strategy to promote economic development and repurpose content in resident communications
10 Refresh design and translate as necessary city materials with current standards
11 City‐wide resident survey w projectable results and national comparisons
12 Enhance strategic marketing of City programs & brand, & extend Social Media reach,improve employee communication
13 Continued enhancements on city‐wide digital photo asset mgmt system
14 Continued Staff training on new Website
15 Oversight/liaison responsibilities for communications, engagement, digital administration, ETV, distribution, and brand
2024‐2025 Budget Operating Budget
Communications and Engagement (09)
Responsible Manager: Joe Ellickson, Director of Communications and Engagement
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
09 ‐ COMMUNICATIONS
6110 ‐ Salaries and Wages ‐ Regular 287,185 284,573 425,100 421,100 494,000
6125 ‐ Floating Holiday Pay 1,957 2,440 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary ‐ 6,804 500 ‐ ‐
6134 ‐ Vacation Pay 30,193 36,286 ‐ ‐ ‐
6135 ‐ Holiday Pay 15,130 12,861 ‐ ‐ ‐
6136 ‐ Sick Pay 14,209 14,696 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 25,287 26,188 31,900 31,600 37,100
6144 ‐ FICA 24,991 25,368 30,100 31,700 36,900
6151 ‐ Health Insurance 33,887 32,369 47,100 54,200 73,800
6152 ‐ Life 309 298 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 903 882 ‐ ‐ ‐
6155 ‐ Workers Compensation 1,922 2,275 2,900 2,800 3,300
6158 ‐ Dental Insurance 772 1,045 ‐ ‐ ‐
6159 ‐ VEBA 4,518 5,077 ‐ ‐ ‐
PERSONAL SERVICES 441,262 451,161 537,600 541,400 645,100
6210 ‐ Office Supplies 366 ‐ ‐ ‐ ‐
6215 ‐ Reference Materials ‐ 120 ‐ ‐ ‐
6220 ‐ Operating Supplies ‐ General ‐ 104 ‐ ‐ ‐
6270 ‐ Computer Software 6,140 6,954 4,400 2,700 2,700
PARTS AND SUPPLIES 6,507 7,178 4,400 2,700 2,700
6310 ‐ Professional Services ‐General 33,939 61,227 67,500 67,900 72,900
6328 ‐ Special Events/Admission Fees ‐ ‐ 300 500 500
6346 ‐ Postage 47,045 62,848 54,900 70,300 73,500
6353 ‐ Personal Auto/Parking 4,234 4,218 4,400 4,500 4,500
6355 ‐ Cellular Telephone Service 1,960 2,444 3,600 2,600 4,200
6357 ‐ Advertising/Publication 517 1,147 2,400 8,000 8,000
6370 ‐ General Printing and Binding 41,253 49,884 47,400 58,300 59,800
6385 ‐ Insurance 2,100 2,100 2,100 2,400 2,400
6476 ‐ Conferences/Meetings/Training 910 500 7,700 7,300 7,300
6477 ‐ Local Meeting Expenses ‐ ‐ 200 200 200
6479 ‐ Dues and Subscriptions 786 1,323 3,200 2,300 2,300
6480 ‐ Licenses, Permits and Taxes ‐ 39 ‐ ‐ ‐
6496 ‐ Historical Society 1,837 1,455 4,700 1,200 1,300
6535 ‐ Other Contractual Services 12,300 21,775 46,300 26,900 26,900
6569 ‐ Maintenance Contracts ‐ ‐ ‐ 6,000 6,000
SERVICES AND OTHER CHARGES 146,881 208,959 244,700 258,400 269,800
6660 ‐ Office Furnishings & Equipment ‐ 2,594 1,500 5,500 11,400
CAPITAL OUTLAY ‐ 2,594 1,500 5,500 11,400
TOTAL COMMUNICATIONS 594,650 669,892 788,200 808,000 929,000
2024‐2025 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resources Director
PURPOSE & DESCRIPTION
The purpose of the Human Resources Department is to:
Develop and implement personnel policies
Administer compensation and benefits plans
Coordinate employee relations initiatives
Maintain and protect the privacy and security of
employee records
Serve as internal consultant to management
The Human Resources Department is responsible for the
following functions:
Coordinate recruitment efforts
Respond to employee performance and discipline issues
Negotiate and administer labor contracts
Coordinate employee recognition program
Conduct new employee orientations and coordinate limited training initiatives
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
31 48 40 40 40
47 49 50 50 50
5 6 10 10 10
2,493 2,992 3,500 3,500 3,500
235 5 5
Safety/Wellness Events/ Campaigns 4 12 15 15 15
30 53 35 35 35
545 5 5
No of resignations/retirements 22 39 31 31 31
No of days conducting interviews/testing 39 52 40 40 40
No of days HR onboarding & HR orienting 8 4 25 25 25
No of EE's promoted or reclassified 6 11 10 10 10
7% 13% 14% 14% 14%
Job vacancies posted and advertised for; FT
Job vacancies posted and advertised for; seasonal,PR
Intern positions posted or advertised
Applications received
Internal training opportunities presented by HR
FT Employees hired
Policies & Initiatives revised/created
Turnover rate (People that leave divided by total positions)
2024‐2025 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resources Director
HIGHLIGHTS & CHANGES
Overview: The 2024 Human Resources budget is
proposed to increase by $26,200, or 3.4%. The increase
is attributed to inflationary adjustments to personal
services costs and a planned city‐wide compensation
study. The 2025 Human Resources budget is proposed
to increase by $22,200, or 2.8%. The increase is
primarily reflected in personal services costs due to
inflationary adjustments. The budget also reflects a
reduction in non‐personal service costs due to the city‐
wide compensation study being mostly complete in
2024.
2024 Highlight/Change 1: The 2024 Human Resources operating budget includes funding for a city‐wide
compensation study. The City’s last compensation study was completed in 2016‐2017 and industry best practices
suggest a compensation study should be conducted every 5‐10 years. The compensation study will also assist the
City in preparing its pay equity report due to the State of Minnesota in 2025.
Financial Impact: $40,000 increase in Other Contractual Service costs (6535)
Service Level Impact: The compensation study will align the City’s offered salary and benefits to comparable cities
enabling the City to remain competitive in the labor market.
2024 Highlight/Change 2: City staff are continuing their efforts to use online job posting channels to reduce the
employment advertising costs and align job postings with modern platforms.
Financial Impact: $7,000 decrease in Employment Advertising (6358)
Service Level Impact: City job opportunities are being advertised on modern communication channels (digital)
including those viewed by younger members of the workforce in an effort to increase the number of candidates
applying for vacant City positions.
2025 Highlight/Change 1: The 2025 budget reflects the second year of the city‐wide compensation study resulting
in an overall decrease in other contractual service costs as the cost of the study is more heavily weighted to the
first year of analysis.
Financial Impact: $40,000 increase in Other Contractual Service costs (6535)
Service Level Impact: The compensation study will align the City’s offered salary and benefits to comparable cities
enabling the City to remain competitive in the labor market.
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 406,223 499,965 538,300 556,200 593,400
Parts and Supplies 882 937 2,600 2,600 2,600
Services and Other Charges 95,183 138,833 225,300 233,500 218,500
Capital Outlay 2,602 2,276 2,900 3,000 3,000
504,890 642,012 769,100 795,300 817,500
2024‐2025 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resources Director
POSITION INVENTORY
2024‐2025 WORK PLAN
Personnel 2021 2022 2023 2024 2025 Hours
Human Resources Manager111112,080
Human Resources Generalist222224,160
Human Resource Assistant 111112,080
Total 4 4 4 4 4 8,320
Activity
Routine
1 General, administrative
2Recruitment Administration
3 Benefits administration
4Employment‐related issues/investigations
5Employee‐Labor relations/contract administration
7 Policy/organizational development
8Employee orientation & training
9 Management Consult/Assistance
10 Wellness
11 Safety
12 Workers Compensation
13 Employee Engagement
14 Compensation &Classification
2024‐2025 Budget Operating Budget
Human Resources (10)
Responsible Manager: Jesse Swenson, Human Resources Director
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
10 ‐ HUMAN RESOURCES
6110 ‐ Salaries and Wages ‐ Regular 264,664 320,080 415,000 432,600 461,100
6124 ‐ Funeral Leave ‐ 160 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 1,982 2,498 ‐ ‐ ‐
6134 ‐ Vacation Pay 20,281 40,578 ‐ ‐ ‐
6135 ‐ Holiday Pay 14,630 13,913 ‐ ‐ ‐
6136 ‐ Sick Pay 13,332 15,626 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 22,664 27,702 31,100 32,400 34,600
6144 ‐ FICA 22,104 26,982 29,100 32,500 34,000
6151 ‐ Health Insurance 38,063 42,814 60,200 55,900 60,700
6152 ‐ Life 334 383 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 842 952 ‐ ‐ ‐
6155 ‐ Workers Compensation 1,862 2,115 2,900 2,800 3,000
6158 ‐ Dental Insurance 947 1,261 ‐ ‐ ‐
6159 ‐ VEBA 4,517 4,904 ‐ ‐ ‐
PERSONAL SERVICES 406,223 499,965 538,300 556,200 593,400
6210 ‐ Office Supplies 882 692 500 700 700
6211 ‐ Office Printed Material/Forms ‐ ‐ 900 700 700
6215 ‐ Reference Materials ‐ 245 1,200 1,200 1,200
PARTS AND SUPPLIES 882 937 2,600 2,600 2,600
6310 ‐ Professional Services ‐General 5,226 10,429 8,000 8,000 8,000
6318 ‐ Medical Services ‐ Physical Ex 14,281 18,668 25,800 26,000 26,000
6319 ‐ Medical Services ‐ Other 25,227 33,320 34,400 10,000 10,000
6353 ‐ Personal Auto/Parking ‐ 201 200 200 200
6355 ‐ Cellular Telephone Service 482 497 ‐ 500 500
6358 ‐ Employment Advertising 1,967 5,705 17,100 10,000 10,000
6359 ‐ Legal Notice Publication ‐ ‐ 300 300 300
6370 ‐ General Printing and Binding 2,569 2,410 3,600 3,600 3,600
6475 ‐ Miscellaneous 4,527 3,602 26,500 28,000 28,000
6476 ‐ Conferences/Meetings/Training 104 646 8,800 9,000 9,000
6477 ‐ Local Meeting Expenses 26 ‐ 900 900 900
6478 ‐ Tuition and Book Reimbursement 13,559 31,890 65,000 65,000 65,000
6479 ‐ Dues and Subscriptions 4,479 5,340 1,100 2,000 2,000
6535 ‐ Other Contractual Services 7,252 15,207 13,800 55,000 40,000
6536 ‐ Flex Plan Administration Fee 15,485 10,919 19,800 15,000 15,000
SERVICES AND OTHER CHARGES 95,183 138,833 225,300 233,500 218,500
6660 ‐ Office Furnishings & Equipment 2,602 2,276 2,900 3,000 3,000
6670 ‐ Other Equipment ‐ ‐ ‐ ‐ ‐
CAPITAL OUTLAY 2,602 2,276 2,900 3,000 3,000
TOTAL HUMAN RESOURCES 504,890 642,012 769,100 795,300 817,500
2024‐2025 Budget Operating Budget
Police (11)
Responsible Manager: Roger New, Chief of Police
HIGHLIGHTS & CHANGES – ENTIRE DEPARTMENT
Overview: The Police Department’s 2024 budget proposes an
increase of $1,641,200, or 9.4%. Following the 2023 State
legislative session, the City of Eagan received approximately
three million dollars in public safety state aid. The proposed
2024 budget includes the hiring of two full‐time cadet positions
and a detective position that will be used as a school resource
officer for ISD 196. The public safety state aid will be used to
phase these new positions in to the City’s tax levy over the next
four years.
The Police Department’s 2025 budget proposes an increase of $918,800, or 4.8%, over the 2024 budget. The majority of the
increase is due to personal service costs. The 2025 budget reflects the hiring of an additional patrol officer, which will be
phased into the City’s tax levy through the use of the public safety state aid funding received.
The City’s Police Department and its budget are separated into four primary divisions: Administration, Patrol, Investigations,
and Support Services. Details regarding 2024‐2025 budgetary changes for each of these divisions of the Police Department
is further detailed in subsequent sections of the Budget Book.
POLICE ENTIRE DEPARTMENT ‐ EXPENDITURE SUMMARY
POSITION INVENTORY SUMMARY – TOTALS BY DIVISION
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 13,398,014 13,567,662 14,823,100 16,115,500 17,031,400
Parts and Supplies 491,600 598,853 560,100 608,100 628,100
Services and Other Charges 1,872,933 1,788,389 2,009,300 2,224,200 2,286,200
Capital Outlay 52,154 89,079 75,000 160,900 81,800
15,814,701 16,043,983 17,467,500 19,108,700 20,027,500
Personnel 2021 2022 2023 2024 2025 Hours
Administration Division333336,240
Patrol Division 59 60 61 61 62 128,960
Investigations Division 14 14 14 15 15 31,200
Support Division 15.80 16.20 16.20 18.20 18.20 37,856
Total 91.80 93.20 94.20 97.20 98.20 204,256
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Police (11)
Responsible Manager: Roger New, Chief of Police
LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT
Continued on next page
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
11 ‐ POLICE
6110 ‐ Salaries and Wages ‐ Regular 7,326,920 7,528,996 10,447,100 11,180,500 11,762,600
6112 ‐ Overtime ‐ Regular 337,036 377,677 198,600 337,400 362,500
6120 ‐ Contractual Services 248,417 215,301 100,000 200,000 207,000
6124 ‐ Funeral Leave 18,463 18,121 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 10,380 12,314 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty 21,740 23,580 ‐ ‐ ‐
6132 ‐ Compensatory Pay 256,448 247,810 ‐ ‐ ‐
6134 ‐ Vacation Pay 623,931 646,786 ‐ ‐ ‐
6135 ‐ Holiday Pay 490,633 489,402 ‐ ‐ ‐
6136 ‐ Sick Pay 357,818 367,331 ‐ ‐ ‐
6138 ‐ Military Duty Pay ‐ ‐ ‐ ‐ ‐
6139 ‐ Other Pay 5,000 3,000 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 82,088 92,381 ‐ ‐ ‐
6143 ‐ PERA ‐ Police 1,516,844 1,543,892 112,600 111,600 116,800
6144 ‐ FICA 192,251 204,633 1,665,700 1,810,600 1,907,200
6147 ‐ Pension Expense 47,257 47,666 236,700 262,200 275,200
6151 ‐ Health Insurance 1,248,113 1,126,909 1,527,100 1,633,800 1,789,700
6152 ‐ Life 8,931 8,847 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 23,546 23,748 ‐ ‐ ‐
6155 ‐ Workers Compensation 374,868 385,275 533,300 579,400 610,400
6156 ‐ Unemployment Compensation ‐ ‐ 2,000 ‐ ‐
6158 ‐ Dental Insurance 46,400 44,645 ‐ ‐ ‐
6159 ‐ VEBA 160,929 159,349 ‐ ‐ ‐
PERSONAL SERVICES 13,398,013 13,567,662 14,823,100 16,115,500 17,031,400
6210 ‐ Office Supplies 7,127 9,507 10,500 8,400 8,400
6211 ‐ Office Printed Material/Forms 2,834 5,703 9,100 6,400 6,400
6212 ‐ Office Small Equipment 12,153 15,926 14,200 15,500 15,500
6215 ‐ Reference Materials 2,030 3,155 5,600 5,200 5,200
6220 ‐ Operating Supplies ‐ General 30,200 26,413 24,700 25,500 25,500
6224 ‐ Clothing/Personal Equipment 135,445 139,588 118,500 131,800 146,200
6226 ‐ Public Safety Supplies 66,536 79,971 82,400 84,100 85,800
6228 ‐ Ammunition 53,840 93,664 76,900 86,800 90,700
6231 ‐ Mobile Equipment Repair Parts 46,563 60,799 51,000 51,000 51,000
6232 ‐ Small Equipment Repair Parts 1,363 3,529 6,100 13,100 13,100
6235 ‐ Fuel, Lubricants, Additives 112,087 158,615 156,600 172,300 172,300
6238 ‐ Communication System Parts 21,423 1,984 4,500 8,000 8,000
6244 ‐ Chemicals & Chemical Products ‐ ‐ ‐ ‐ ‐
6270 ‐ Computer Software ‐ ‐ ‐ ‐ ‐
PARTS AND SUPPLIES 491,600 598,853 560,100 608,100 628,100
2024‐2025 Budget Operating Budget
Police (11)
Responsible Manager: Roger New, Chief of Police
LINE ITEM DETAIL – ENTIRE POLICE DEPARTMENT (CONT’D)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
11 ‐ POLICE
6310 ‐ Professional Services ‐General 33,112 48,159 12,900 87,700 35,700
6319 ‐ Medical Services ‐ Other 4 ‐ 300 21,500 21,500
6320 ‐ Instructors ‐ ‐ 1,100 1,600 1,600
6325 ‐ Vet/Kennel Charge/Animal Dispo 27,499 28,016 25,000 42,600 42,600
6330 ‐ DCC Fees 1,410,228 1,187,151 1,353,200 1,395,600 1,500,000
6346 ‐ Postage 1,689 1,573 ‐
6347 ‐ Telephone Service & Line Charg 3,297 9,815 5,000 10,000 10,000
6349 ‐ Teleprocessing Equipment 43,253 34,955 49,000 38,000 38,000
6353 ‐ Personal Auto/Parking 85 1,681 3,100 3,100 3,100
6354 ‐ Car Washes 4,031 5,491 5,500 6,000 6,000
6355 ‐ Cellular Telephone Service 45,117 59,870 50,000 54,000 56,000
6385 ‐ Insurance 65,500 65,500 65,500 71,500 71,500
6405 ‐ Electricity 1,782 420 2,900 3,400 3,400
6425 ‐ Mobile Equipment Repair Labor 4,267 ‐ 7,700 7,700 7,700
6426 ‐ Small Equipment Repair ‐Labor 389 66 3,300 2,900 2,900
6430 ‐ Communication System Repair‐La 47 ‐ 3,600 3,600 3,600
6457 ‐ Machinery & Equipment‐Rental 18,161 9,776 13,300 14,200 14,700
6475 ‐ Miscellaneous 6,083 21,245 7,800 15,400 15,400
6476 ‐ Conferences/Meetings/Training 125,834 211,988 228,300 271,200 270,600
6477 ‐ Local Meeting Expenses 7,859 21,544 19,800 22,300 27,300
6478 ‐ Tuition and Book Reimbursement ‐ 1,900 ‐ ‐ ‐
6479 ‐ Dues and Subscriptions 10,575 7,878 13,600 15,500 15,500
6480 ‐ Licenses, Permits and Taxes 872 799 700 900 900
6520 ‐ Major Investigation Expenses 23,462 28,071 73,200 70,800 73,300
6538 ‐ Towing Charges 602 542 2,000 2,000 2,000
6569 ‐ Maintenance Contracts 39,186 41,948 62,500 62,700 62,900
SERVICES AND OTHER CHARGES 1,872,933 1,788,389 2,009,300 2,224,200 2,286,200
6660 ‐ Office Furnishings & Equipment 25,596 32,890 30,100 34,100 30,000
6670 ‐ Other Equipment 26,559 56,189 44,900 126,800 51,800
CAPITAL OUTLAY 52,154 89,079 75,000 160,900 81,800
TOTAL POLICE 15,814,701 16,043,983 17,467,500 19,108,700 20,027,500
2024‐2025 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, 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 residents
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 residents are obtaining appropriate services
Risk management for the Police Department
Development and implementation of the department budget
Strategic planning
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Calls for service 44,072 50,724 46,667 49,000 50,960
The above information is based on projections from the department crime analyst.
Police‐
Admin.
1.7%
Expenditures as % of General
Fund
2024‐2025 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
HIGHLIGHTS & CHANGES
Administration Division Overview: The 2024 budget for the
Administration Division proposes an increase of $110,600, or
13.8%. Non‐personal services costs are the main driver of the
increase. The 2025 budget is proposed to decrease $16,700, or
1.8%. Inflationary cost increases for recurring expenses are
offset by the savings from the one‐time expense for a
department‐wide staffing study planned for 2024.
2024 Highlight/Change 1: The 2024 budget for the Administration division of the Police Department includes funding for a
department‐wide staffing study.
Financial Impact: $55,000 increase to Professional Services – General (6310)
Service Level Impact: The department‐wide staffing study would provide department leadership with the necessary data
to determine the appropriate staffing levels and best practices for utilizing those staffing levels to provide city‐wide public
safety services.
2024‐2025 Budget Operating Budget
Police–Administration (11)
Responsible Manager: Andy Speakman, Deputy Chief of Police
POLICE ADMINISTRATION ‐ EXPENDITURE SUMMARY
POSITION INVENTORY – ADMINISTRATION DIVISION
2024‐2025 WORK PLAN
Expenditure
Personal Services 425,132 480,637 603,600 612,800 636,600
Parts and Supplies 1,077 7,916 7,500 9,000 9,000
Services and Other Charges 102,628 135,567 186,740 287,600 246,100
Capital Outlay 12,257 7,770 5,450 4,500 5,500
541,094 631,890 803,290 913,900 897,200
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personnel 2021 2022 2023 2024 2025 Hours
Chief of Police 111112,080
Deputy Chief of Police111112,080
Executive Secretary 111112,080
Total 333336,240
1
2
3
4
5
6
7
8
9
10
11
12
Activity
Clerical Support
Prepare Annual Report and other publications
Routine
Establish and review police department policies and procedures
Respond to citizen questions and concerns
Attend department and outside training relating to law enforcement issues
Promote geographic policing initiatives
Work with elected officials and other city staff members on 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
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Police–Patrol (11)
Responsible Managers: Lieutenant Nate Tennessen
Lieutenant Bryan Johnson
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police Department
is to:
Maintain a safe community through enforcement
and educational efforts
Reduce and prevent crime through education and
community involvement
Provide emergency assistance to residents
Protect the constitutional rights of residents
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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
7,610 16,420 11,987 12,586 13,089
1,397 1,479 1,361 1,400 1,450
The above information is based on projections from the department crime analyst.
Traffic stops
Traffic citations
Police
Patrol
22.2%
Expenditures as % of General
Fund
2024‐2025 Budget Operating Budget
Police–Patrol (11)
Responsible Managers: Lieutenant Nate Tennessen
Lieutenant Bryan Johnson
HIGHLIGHTS & CHANGES
Patrol Division Overview: The 2024 budget for the Patrol
Division proposes an increase of $962,300, or 9.1% due primarily
to inflationary staff expenses. The 2023 operating budget
reflected a planned reassignment of a patrol officer from the
Patrol Division to the Investigations Division as a detective,
which did not take place. Excluding the impacts the
reassignment has on the division’s overall change, the 2024
budget is proposed to increase $800,000 over 2023.
The 2025 for the Patrol Division budget is proposed to increase
$674,400, or 5.3%, over 2024 which is mostly due to anticipated contractual obligations. Non‐personal services budget for
2025 reflects a decrease of $62,100 due to inflationary adjustments being offset by the one‐time capital outlay purchase
planned for 2024.
2024 Highlight/Change 1: The 2024 operating budget for the Patrol Division of the Police Department includes funding for
the replacement of the optical sights on all City issued handguns.
Financial Impact: $81,000 increase in Other Equipment (6670)
Service Level Impact: N/A
2024 Highlight/Change 2: The 2024 operating budget includes funding for the purchase of Class A uniforms for all sworn
officers. These uniforms will enable Eagan police officers to maintain the highest level of professionalism and appearance
for ceremonies, presentations, funerals, and other formal events.
Financial Impact: $12,000 increase in Clothing/Personal Equipment (6224)
Service Level Impact: N/A
2025 Highlight/Change 1: No significant budgetary adjustments to note.
Financial Impact: N/A
Service Level Impact: N/A
2024‐2025 Budget Operating Budget
Police–Patrol (11)
Responsible Managers: Lieutenant Nate Tennessen
Lieutenant Bryan Johnson
EXPENDITURE SUMMARY – PATROL DIVISION
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Personal Services 8,729,015 8,831,571 9,853,600 10,641,900 11,316,300
Parts and Supplies 367,128 515,361 464,800 528,200 547,100
Services and Other Charges 188,989 277,791 259,300 289,800 284,700
Capital Outlay 30,138 71,717 56,250 136,300 60,400
9,315,270 9,696,440 10,633,950 11,596,200 12,208,500
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personnel 2021 2022 2023 2024 2025 Hours
Sergeants 8 9 9 9 9 18,720
Police Officers 48 48 48 48 49 101,920
Operations Lieutenants 3 3 4 4 4 8,320
Total 59 60 61 61 62 128,960
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
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Police–Investigations (11)
Responsible Manager: Lieutenant John Collins
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the Police
Department is to:
Investigate crimes and criminal cases
Learn and train on investigative methods and
tactics for criminal cases including thefts, rapes,
child abuse, murder, embezzlement, internet
crimes etc.
Conduct seminars to help 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
1,481 1,278 1,100 1,200 1,304Cases assigned for investigative follow‐up
Police
Investigations
5.3%
Expenditure as % of General Fund
2024‐2025 Budget Operating Budget
Police–Investigations (11)
Responsible Manager: Lieutenant John Collins
HIGHLIGHTS & CHANGES
Investigation Division Overview: The 2024 budget for the
Investigations Division proposes an increase of $109,800, or
4.1%, from 2023. The 2023 operating budget reflected a
planned reassignment of a patrol officer from the Patrol
Division to the Investigations Division as a detective, which did
not take place. Excluding the impacts the reassignment has on
the division’s overall change, the 2024 budget is proposed to
increase $272,100 over 2023. The 2024 budget adda a full‐time
detective who will also serve as a school resource officer for ISD
196.
The 2025 Investigation Division’s budget is proposed to increase by $101,700, or 3.6%, over the 2024 budget due to
inflationary personnel costs.
2024 Highlight/Change 1: The budget includes funding for the addition of a full‐time detective position. This position will
share time between investigative work for the City and being a school resource officer for the ISD 196 alternative learning
center. The City and ISD 196 have a contractual agreement in which ISD 196 will subsidize a portion of the detective’s salary
and benefit costs. The revenue figures for the 2024 budget have been adjusted to reflect the additional subsidy projected
to be received from ISD 196.
Financial Impact: Increase in Personal Services costs totaling $176,000 (6100s)
Service Level Impact: This full‐time detective would allow the City to fulfill its contractual obligations for a school resource
officer at the alternative learning center without depleting the City’s existing detective workforce. Outside of the school
resource officer capacity, the position will assist the Investigation Division with responding to criminal activity and cases.
2024‐2025 Budget Operating Budget
Police–Investigations (11)
Responsible Manager: Lieutenant John Collins
EXPENDITURE SUMMARY – INVESTIGATIONS DIVISION
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Personal Services 2,367,402 2,229,354 2,613,100 2,692,500 2,799,700
Parts and Supplies 20,725 21,039 27,500 35,800 36,900
Services and Other Charges 32,897 38,683 56,600 74,100 76,100
Capital Outlay 3,749 4,016 8,300 12,900 4,300
2,424,773 2,293,092 2,705,500 2,815,300 2,917,000
Budget
2025
Budget
2024
Budget
2023
Actual
2022
Actual
2021
Personnel 2021 2022 2023 2024 2025 Hours
222224,160
12 12 12 13 13 27,040
Total 14 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
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Police–Support (11)
Responsible Manager: Lieutenant Dan Tocko
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 residents in crime prevention efforts
Assist the community, other police divisions,
and city departments with collecting intelligence information and analyzing 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
7,685 7,246 7,010 7,497 7,898Police reports created/processed
Police
Support
7.2%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
Police–Support (11)
Responsible Manager: Lieutenant Dan Tocko
HIGHLIGHTS & CHANGES
Support Services Division Overview: The 2024 budget for the
Support Services Division is proposed to increase by $458,500,
or 13.8%. The additional funding will add two full‐time police
cadet positions in 2024. Additionally, non‐personal services
costs have increased due to non‐discretionary cost anticipated
for Dakota County Communication fees as well as
kennel/boarding fees.
The 2025 budget for the Support Services Division is proposing
an increase of $221,500, or 5.9%, over 2024 due to inflationary
personnel costs.
2024 Highlight/Change 1: The 2024 budget for the Support Services Division includes funding for the addition of two full‐
time police cadet positions. In recent years, the Police Department has faced difficulties in maintaining a fully staffed
workforce. The police cadet program would assist with recruitment efforts as it is anticipated the police cadets would
transition to full‐time police officers at the culmination of their training program. During their time in the program, the
police cadets would also respond to traffic details, prisoner transport, assist on animal control calls, and respond to public
assist calls.
Financial Impact: Increase in Personal Services costs totaling $156,700 (6100s)
Service Level Impact: The full‐time police cadet positions are part of a larger program intended to help with recruitment
efforts for patrol officers. The police cadets would also respond to traffic details, prisoner transport, assist on animal control
calls, and respond to public assist calls.
2024‐2025 Budget Operating Budget
Police–Support (11)
Responsible Manager: Lieutenant Dan Tocko
EXPENDITURE SUMMARY – SUPPORT DIVISION
POSITION INVENTORY
2024‐2025 WORK PLAN
Support Services
Expenditure
Personal Services 1,876,465 2,026,100 1,752,800 2,168,300 2,278,800
Parts and Supplies 102,670 54,537 60,300 35,100 35,100
Services and Other Charges 1,548,419 1,336,348 1,506,660 1,572,700 1,679,300
Capital Outlay 6,010 5,576 5,000 7,200 11,600
3,533,564 3,422,561 3,324,760 3,783,300 4,004,800
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personnel 2021 2022 2023 2024 2025 Hours
22 2 224,160
Police Cadet 0.6 2 2 4 4 8,320
11 1 112,080
55 5 5510,400
1.2 1.2 1.2 1.2 1.2 2,496
11 1 112,080
11 1 112,080
11 1 112,080
11 1 112,080
Forensic/Crime Analyst 1 1 1 1 1 2,080
Total 14.8 16.2 16.2 18.2 18.2 37,856
Crime Prevention Specialist
Support Services Manager
Office Manager
Animal Control Officer
Property Room Technician
Clerical Technicians ‐Full ‐time
Clerical Technicians ‐Part‐time
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
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
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 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 Eagan
residents
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Overall response time in minutes ‐Staffed vehicle 7:32 7:39 7:45 6:50 6:40
Fire Calls 111 124 130 137 138
Explosion/Overhead 20 13 14 15 15
Rescue/EMS 4,366 4,798 5,017 5,280 5,362
Hazardous Condition 102 131 137 144 145
Service Call 162 151 158 166 168
Good Intent Call 598 693 725 761 769
False Alarm/False Call 400 533 558 586 592
Severe Weather/Natural Disaster 5 3 3 3 3
Special Incident 28 8 8 8
Number of fire reports completed 5,766 6,454 6,750 7,100 7,200
Fire
14.8%
Expenditures as % of General Fund
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
HIGHLIGHTS & CHANGES
Department Overview: The 2024 Fire Department budget is
proposed to increase by 14.2%, or $954,000. The majority of this
increase is due to personal services costs. The 2024 budget
includes the addition of an Assistant Fire Chief of Training and
EMS, as well as two fire fighters. Non‐personal services costs are
due primarily to planned replacement of department‐wide
uniforms and an increase in contractual fees for the
department’s radios.
The 2025 Fire Department budget is proposed to increase 10.1%
or$793,300. The majority of this increase is due to personal services costs primarily because of the addition of a Deputy Fire
Marshal and two full‐time fire cadets.
2024 Highlight/Change 1: Addition of an Assistant Fire Chief of Training and EMS
Financial Impact: $161,200 increase in personal service costs (6100s)
Service Level Impact: The Assistant Fire Chief of Training and EMS will oversee all emergency medical services (EMS)
operations for the department, manage the department’s trainings, and administer the fire department’s cadet program in
2025. Currently these functions are being handled by multiple positions throughout the department. With 70% of calls for
service being EMS related, having a centralized position overseeing EMS operations will harbor greater consistency and
efficiency.
2024 Highlight/Change 2: Addition of two fire fighters
Financial Impact: $282,600 increase in personal service costs (6100s)
Service Level Impact: The current staffing model established according to the Citygate report was built on a response
model of 5,000 service calls per year. In 2022, the fire department responded to 6,467 services calls and anticipates service
calls in 2023 will reach 7,000 calls. These positions will help the fire department to adjust its response model to provide a
city‐wide EMS rescue truck for all alpha and bravo medicals. This is a force multiplier that will allow the department to
respond to up to 5 different calls at the same time, an increase from the current level of 3. This will increase reliability to
NFPA accepted levels and reduce response times.
2025 Highlight/Change 1: Addition of Deputy Fire Marshal
Financial Impact: $160,000 increase in personal service costs (6100s)
Service Level Impact: The Deputy Fire Marshal will assist in the review of fire‐related permit applications to ensure
appropriate state and local fire code compliance. The position will assist in identifying violations of fire codes and educate
owners and operators on the necessary steps to bring the property into compliance.
2025 Highlight/Change 2: Addition of two fire cadets
Financial Impact: $164,100 increase in personal service costs (6100s)
Service Level Impact: The fire cadet program will provide graduating high school students the opportunity to gain the
necessary qualifications and experience to pursue a career in firefighting and EMS while earning a living wage.
2024‐2025 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 5,615,526 5,935,490 6,213,400 6,974,500 7,767,800
Parts and Supplies 201,081 308,417 235,900 344,000 336,000
Services and Other Charges 171,500 244,409 225,500 290,600 290,900
Capital Outlay 22,636 30,107 38,800 58,500 48,500
6,010,742 6,518,423 6,713,600 7,667,600 8,443,200
Personnel 2021 2022 2023 2024 2025 Hours
Fire Chief 1 1 1 1 1 2,080
Deputy Chief 1 1 1 1 1 2,080
Assistant Chief ‐ EMS & Training ‐‐ ‐1 1 2,080
1 1 1 1 1 2,080
Deputy Fire Marshal ‐‐ ‐ ‐1 2,080
Battalion Chief ‐3 3 3 3 6,240
Fire Captain 12 9 9 9 9 18,720
Fire Fighter 24 27 27 29 29 60,320
Fire Prevention Specialist 1 1 1 1 1 2,080
Administrative Assistant 0.8 0.8 0.8 0.8 0.8 1,664
Total 40.8 43.8 43.8 46.8 47.8 99,424
Deputy Chief Fire Marshal
Activity
Routine
1 Inspections of new buildings
2 Inspections of existing buildings
3 Investigations of Fires
4Fire Prevention
5Prepare training for fire department
6Review new building plans for fire code.
7Plan, direct and coordinate the activities of the training department.
8Plan, 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
2024‐2025 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT
Continued on next page
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
12 ‐ FIRE
6110 ‐ Salaries and Wages ‐ Regular 3,001,299 3,282,872 4,125,700 4,640,900 5,151,700
6112 ‐ Overtime ‐ Regular 147,124 236,504 202,000 235,000 260,000
6120 ‐ Contractual Services 5,314 6,206 9,800 7,500 8,000
6124 ‐ Funeral Leave 3,423 2,466 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 3,857 2,599 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty 1,206 2,265 ‐ ‐ ‐
6129 ‐ Volunteer Firefighters Compens 100,892 ‐ 50,000 ‐ ‐
6132 ‐ Compensatory Pay 15,800 71,216 ‐ ‐ ‐
6134 ‐ Vacation Pay 199,116 225,597 ‐ ‐ ‐
6135 ‐ Holiday Pay 164,579 183,808 ‐ ‐ ‐
6136 ‐ Sick Pay 141,169 152,731 ‐ ‐ ‐
6137 ‐ Jury Duty Pay 312 ‐ ‐ ‐ ‐
6138 ‐ Military Duty Pay 8,775 9,326 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 7,377 4,377 26,500 12,600 13,000
6143 ‐ PERA ‐ Police 623,660 730,242 697,000 822,700 903,100
6144 ‐ FICA 55,882 60,053 80,300 84,400 99,300
6145 ‐ Fire Relief Association 224,318 39,000 ‐ ‐ ‐
6147 ‐ Pension Expense 47,257 47,666 ‐ ‐ ‐
6151 ‐ Health Insurance 552,334 542,664 708,200 833,200 971,100
6152 ‐ Life 4,170 4,421 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 9,144 10,472 ‐ ‐ ‐
6155 ‐ Workers Compensation 215,001 215,433 306,900 338,200 361,600
6156 ‐ Unemployment Compensation ‐ ‐ 7,000 ‐ ‐
6158 ‐ Dental Insurance 17,580 21,731 ‐ ‐ ‐
6159 ‐ VEBA 65,938 83,843 ‐ ‐ ‐
PERSONAL SERVICES 5,615,526 5,935,490 6,213,400 6,974,500 7,767,800
6210 ‐ Office Supplies 4,205 3,947 5,500 5,500 5,500
6215 ‐ Reference Materials ‐ 555 ‐ ‐ ‐
6220 ‐ Operating Supplies ‐ General 978 3,077 2,500 3,000 3,000
6221 ‐ Film & Film Processing 8,475 10,440 9,000 11,000 11,000
6222 ‐ Medical/Rescue/Safety Supplies 25,486 24,887 22,000 25,000 25,000
6224 ‐ Clothing/Personal Equipment 44,492 85,586 41,200 108,500 98,000
6226 ‐ Public Safety Supplies 4,910 3,856 4,500 4,500 4,500
6230 ‐ Repair/Maintenance Supplies ‐Ge 21,706 17,812 21,000 23,000 23,000
6231 ‐ Mobile Equipment Repair Parts 33,591 69,018 55,000 65,000 65,000
6234 ‐ Field/Other Equipment Repair 8,711 4,909 3,800 6,000 6,000
6235 ‐ Fuel, Lubricants, Additives 32,801 60,446 50,000 67,500 70,000
6238 ‐ Communication System Parts 689 2,571 1,500 3,000 3,000
6240 ‐ Small Tools 1,225 4,842 2,300 4,000 4,000
6244 ‐ Chemicals & Chemical Products ‐ 3,724 4,000 4,000 4,000
6270 ‐ Computer Software 13,812 12,746 13,600 14,000 14,000
PARTS AND SUPPLIES 201,081 308,417 235,900 344,000 336,000
2024‐2025 Budget Operating Budget
Fire (12)
Responsible Manager: Hugo Searle, Fire Chief
LINE ITEM DETAIL – ENTIRE FIRE DEPARTMENT (CONT’D)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
12 ‐ FIRE
6318 ‐ Medical Services ‐ Physical Ex 9,617 8,958 17,200 18,700 20,500
6319 ‐ Medical Services ‐ Other 4,850 13,100 1,200 15,200 13,200
6320 ‐ Instructors 14,906 16,914 14,000 17,000 17,000
6323 ‐ Testing Services 28,549 43,093 38,100 43,500 44,000
6346 ‐ Postage 450 411 700 700 700
6347 ‐ Telephone Service & Line Charg 1,099 613 900 900 900
6353 ‐ Personal Auto/Parking ‐ 147 300 300 300
6354 ‐ Car Washes 607 118 600 600 600
6355 ‐ Cellular Telephone Service 10,910 11,189 7,000 12,500 12,500
6385 ‐ Insurance 40,100 40,100 40,100 43,700 43,700
6425 ‐ Mobile Equipment Repair Labor 10,939 5,259 20,000 13,000 13,000
6427 ‐ Building Operations/Repair‐Lab 3,500 ‐ 4,000 5,000 5,000
6475 ‐ Miscellaneous 3,464 566 4,000 5,000 5,000
6476 ‐ Conferences/Meetings/Training 10,928 41,228 41,700 46,500 46,500
6477 ‐ Local Meeting Expenses 1,110 3,583 3,600 5,000 5,000
6479 ‐ Dues and Subscriptions 1,305 2,636 2,300 4,000 4,000
6480 ‐ Licenses, Permits and Taxes 263 217 ‐ ‐ ‐
6535 ‐ Other Contractual Services 28,402 56,279 29,000 58,000 58,000
6538 ‐ Towing Charges 500 ‐ 800 1,000 1,000
SERVICES AND OTHER CHARGES 171,500 244,409 225,500 290,600 290,900
6660 ‐ Office Furnishings & Equipment 11,691 16,397 27,500 23,500 23,500
6670 ‐ Other Equipment 10,945 13,710 11,300 35,000 25,000
CAPITAL OUTLAY 22,636 30,107 38,800 58,500 48,500
TOTAL FIRE 6,010,742 6,518,423 6,713,600 7,667,600 8,443,200
2024‐2025 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
NA 95%NA 98% NA
NA 91%NA 95% NA
285 238 250 250 250
9.8 16.1 13.8 14.5 16.0
703 1,690 1,551 1,800 1,700
‐‐0.5 0.5 0.5
‐‐0.5 0.5 0.5
0.2 0.1 1.0 1.0 1.0
19 15 100 100 100
Miles of streets overlayed
City Survey‐ positive about trails & sidewalks
City Survey‐Good/excellent storm drainage
Utility permits issued
Miles of sanitary sewer installed
Miles of storm sewer installed
Properties assessed for public improvement
Miles of water main installed
Reviews of residential building permit site plans
2024‐2025 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
HIGHLIGHTS & CHANGES
Overview: The proposed 2024 Engineering budget reflects an
increase of $37,800, or 2.0%, from budgetary levels set for 2023,
while budget expenses for 2025 reflect an increase of $71,200,
or 3.8%, from the 2024 budget. The overall budgetary increase
planned for 2024 is primarily due to increased funding for staff
training specifically regarding GIS capabilities as well as the
replacement of a Global Positioning System (GPS) survey unit.
Budgeted expenses in 2025 are programmed to increase due to
cost of living and benefit adjustments for existing City Staff.
2024 Highlight/Change 1: The 2024 budget includes additional funding to support City staff attendance at various
conferences and trainings to maintain professional licensures and technical certifications. A large portion of the budgetary
increase is related specifically to GIS trainings to further support the City‐wide initiative to improve its GIS capabilities.
Financial Impact: $17,300 increase in Conferences/Meetings/Training (6476)
Service Level Impact: City staff attendance at conferences, schools, and technical trainings is needed to maintain productivity,
internal customer service, and the department’s ability to manage public improvement projects and Public Works
infrastructure assets.
2024 Highlight/Change 2: The 2024 budget includes funding for the replacement of the department’s survey‐grade
Geographic Positioning System (GPS) EOS Arrow Gold unit. 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: $10,500 increase in office furnishing and equipment costs (6660)
Service Level Impact: Maintain efficient and accurate grade, location, and public improvement as‐built and construction
surveys.
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,439,371 1,462,029 1,778,400 1,783,800 1,866,700
Parts and Supplies 5,385 11,730 17,300 15,000 14,700
Services and Other Charges 51,677 44,578 54,200 77,000 74,100
Capital Outlay 6,154 33,330 8,400 20,300 11,800
1,502,587 1,551,669 1,858,300 1,896,100 1,967,300
2024‐2025 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
POSITION INVENTORY
2024‐2024 WORK PLAN
Personnel 2021 2022 2023 2024 2025 Hours
Public Works Director 0.6 0.6 0.6 0.6 0.6 1,248
Public Works Deputy Director ‐0.6 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 ‐‐‐
Graduate Engineer ‐11112,080
Project Coordinators 222224,160
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 12.0 12.0 11.7 11.7 23,296
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)
2024‐2025 Budget Operating Budget
Public Works—Engineering (21)
Responsible Manager: John Gorder, City Engineer
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
21 ‐ ENGINEERING
6110 ‐ Salaries and Wages ‐ Regular 848,924 855,547 1,324,900 1,314,300 1,369,100
6112 ‐ Overtime ‐ Regular 15,451 26,860 20,000 20,600 21,200
6124 ‐ Funeral Leave 2,035 2,478 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 6,797 7,613 ‐ ‐ ‐
6127 ‐ Em pl Recog Day/Special Dut y 1,039 360 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Tem porary 24,390 17,187 20,000 20,600 21,200
6131 ‐ Overtime ‐ Temporary ‐ ‐ ‐ ‐ ‐
6132 ‐ Compensatory Pay ‐ ‐ ‐ ‐ ‐
6134 ‐ Vacation Pay 114,138 126,313 ‐ ‐ ‐
6135 ‐ Holiday Pay 49,334 42,958 ‐ ‐ ‐
6136 ‐ Sick Pay 47,438 53,138 ‐ ‐ ‐
6137 ‐ Jury Dut y Pay ‐ 4,260 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 79,666 82,652 100,600 100,100 104,300
6144 ‐ FICA 74,826 76,550 101,300 103,200 107,100
6151 ‐ Health Insurance 144,245 138,194 203,100 216,400 235,000
6152 ‐ Life 1,071 1,127 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 2,815 3,004 ‐ ‐ ‐
6155 ‐ Workers Compensation 5,560 83 8,500 8,600 8,800
6158 ‐ Dental Insurance 5,223 6,362 ‐ ‐ ‐
6159 ‐ VEBA 16,419 17,342 ‐ ‐ ‐
PERSONAL SERVICES 1,439,371 1,462,029 1,778,400 1,783,800 1,866,700
6220 ‐ Operating Supplies ‐ General 798 1,780 1,800 1,400 1,500
6224 ‐ Clothing/Personal Equipment 559 546 1,100 1,400 1,400
6231 ‐ Mobile Equipment Repair Parts 364 2,564 2,000 2,600 2,600
6232 ‐ Small Equipment Repair Parts 77 505 500 500 500
6235 ‐ Fuel, Lubricants, Additives 3,113 4,932 6,600 7,000 7,000
6270 ‐ Computer Software 474 1,404 5,300 2,100 1,700
PARTS AND SUPPLIES 5,385 11,730 17,300 15,000 14,700
6310 ‐ Professional Services‐General 14,658 1,840 15,300 11,000 10,200
6346 ‐ Postage 842 861 1,700 1,500 1,500
6353 ‐ Personal Auto/Parking 434 185 1,500 3,600 3,600
6355 ‐ Cellular Telephone Service 7,292 8,247 8,600 13,200 13,200
6370 ‐ General Printing and Binding 173 55 100 100 100
6385 ‐ Insurance 8,400 8,400 8,400 9,100 9,100
6425 ‐ Mobile Equipment Repair Labor 129 ‐ 300 300 300
6426 ‐ Small Equipment Repair‐Labor ‐ ‐ 200 200 200
6476 ‐ Conferences/Meetings/Training 14,385 19,973 15,100 33,400 32,400
6477 ‐ Local Meeting Expenses ‐ 354 600 500 500
6479 ‐ Dues and Subscriptions 1,880 1,850 1,900 2,600 2,600
6480 ‐ Licenses, Permits and Taxes 322 812 300 1,100 ‐
6481 ‐ Recording Fees 246 591 200 400 400
6487 ‐ VISA/MC Bank Charges 2,918 1,410 ‐ ‐ ‐
SERVICES AND OTHER CHARGES 51,677 44,578 54,200 77,000 74,100
6660 ‐ Office Furnishings & Equipment 6,154 33,330 8,400 20,300 11,800
6670 ‐ Other Equipment ‐ ‐ ‐ ‐ ‐
CAPITAL OUTLAY 6,154 33,330 8,400 20,300 11,800
TOTAL ENGINEERING 1,502,587 1,551,669 1,858,300 1,896,100 1,967,300
2024‐2025 Budget Operating Budget
Public Works—Streets & Highways (22)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
PURPOSE & DESCRIPTION
The purpose of the Public Works—Streets & Highways Division
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, streetlights, and boulevard maintenance in
order to provide safe conditions for residents and the traveling public as economic constraints allow
The Public Works—Streets & Highways Division 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, streetlights, cross departmental services delivery,
traffic control, and the cleaning of streets and surface drainage grates
Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and repair of
related boulevard amenities
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
240 243 243 244 244
479 475 500 500 500
301 488 400 400 400
$2,472 $2,058 $2,500 $2,500 $2,500
71 72 73 74 75
79% 74% 85% 85% 85%
71% 74% 80% 85% 85%
70% 75% 80% 80% 80%
Street repair/maintenance rating excellent
Snowplowing rating excellent or good
or good (resident survey)
Miles of streets maintained
Employee days spent maintaining
Employee days spent sweeping
Snow removal cost per mile, annual
Avg pavement condition rating (0‐poor, 100‐
2024‐2025 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
HIGHLIGHTS & CHANGES
Overview: The Transportation Operations (Streets & Highways)
Department personnel 2024 budget is programmed to increase
by $82,900, while non‐personnel costs are set to increase by
$43,000 from the 2023 budget. Personal services costs are
planned to increase due to the reallocation of the
Superintendent of Street and Fleets salary and benefits to
better align with the scope of work being completed.
Programmed increases in non‐personnel costs reflect
anticipated inflationary adjustments in pavement management
services and supplies.
The 2025 proposed budget is set to increase 4.9%, or $140,500, with non‐personnel budgeted costs increasing by $52,100,
or 5.8% from the 2024 budget.
2024 Highlight/Change 1: Budgetary costs in 2024 reflect anticipated inflationary costs for snow removal and ice control
supplies. City staff monitor the quantity of ice control materials being purchased every year in relation to the state
cooperative purchasing venture contract to mitigate incurred costs as best as possible.
Financial Impact: $31,400 increase in Snow Removal and Ice Control Supplies (6256)
Service Level Impact: Adequate supplies purchased provides City staff the ability to maintain winter snow and ice control
service levels.
2024 Highlight/Change 2: The 2024 budget includes additional funding for forecasted inflationary adjustments in unit
prices for pavement messaging and centerline pavement striping.
Financial Impact: $15,500 increase in Striping (6566)
Service Level Impact: Maintaining City pavement markings to adequate levels of visibility and reflectivity.
2024 Highlight/Change 3: Following the implementation of the City’s Sustainability Fund, City Staff reviewed and revised
the City’s approach to preserving the City’s tree canopy. As a result of this approach, City Staff reduced the level of
budgetary funding needed to remove diseased trees in the public right of way as a new funding source was identified.
Financial Impact: $17,500 decrease in Street Repair Labor (6429)
Service Level Impact: None
2025 Highlight/Change 1: Budgetary costs in 2025 reflect anticipated inflationary costs for snow removal and ice control
supplies. City staff monitor the quantity of ice control materials being purchased every year in relation to the state
cooperative purchasing venture contract to mitigate incurred costs as best as possible.
Financial Impact: $36,900 increase in Snow Removal and Ice Control Supplies (6256)
Service Level Impact: Adequate supplies purchased provides City staff the ability to maintain winter snow and ice control
service levels.
2025 Highlight/Change 2: The 2025 budget includes additional funding for forecasted inflationary adjustments in unit
prices for pavement messaging and centerline pavement striping.
Financial Impact: $27,000 increase in Striping (6566)
Service Level Impact: Maintaining City pavement markings to adequate levels of visibility and reflectivity.
2024‐2025 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,750,120 1,845,412 1,876,900 1,959,800 2,048,200
Parts and Supplies 441,171 559,084 604,700 667,600 704,500
Services and Other Charges 275,861 124,285 245,000 219,400 240,500
Capital Outlay 1,832 3,021 8,200 13,900 8,000
2,468,983 2,531,802 2,734,800 2,860,700 3,001,200
Personnel 2021 2022 2023 2024 2025 Hours
Superintendent Streets & Fleet 0.6 0.6 0.6 0.7 0.7 1,456
Streets Supervisor 1 1 1 1 1 2,080
Technician/Inspector 1 1 1 1 1 2,080
Maintenance Workers 10 11 11 11 11 22,880
Streets Engineering Tech. 1 1 1 1 1 2,080
Maintenance Worker Trainee ‐0.7 0.7 0.7 0.7 1,414
Total 13.6 15.3 15.3 15.4 15.4 31,990
1
2
3
4
5
6
7
8
9
10
11
12
Routine
Bituminous surface maintenance
Snow and ice control
Signs/traffic control
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
2024‐2025 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
22 ‐ STREETS AND HIGHWAYS
6110 ‐ Salaries and Wages ‐ Regular 977,798 1,035,927 1,275,900 1,329,300 1,384,800
6112 ‐ Overtime ‐ Regular 68,714 82,011 38,800 38,800 38,800
6124 ‐ Funeral Leave 2,216 2,840 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 7,309 7,296 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Dut y 656 ‐ ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Tem porary 13,351 9,853 35,600 35,600 35,600
6131 ‐ Overtime ‐ Temporary 334 6 ‐ ‐ ‐
6132 ‐ Compensatory Pay 15,364 22,667 ‐ ‐ ‐
6134 ‐ Vacation Pay 77,881 106,558 ‐ ‐ ‐
6135 ‐ Holiday Pay 51,871 46,291 ‐ ‐ ‐
6136 ‐ Sick Pay 45,016 49,499 ‐ ‐ ‐
6137 ‐ Jury Dut y Pay 699 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 90,784 97,924 97,900 102,600 106,800
6144 ‐ FICA 89,946 95,170 102,500 107,400 111,600
6151 ‐ Health Insurance 199,392 178,593 226,400 246,100 267,000
6152 ‐ Life 1,488 1,511 ‐ ‐ ‐
6154 ‐ Disabilit y ‐ Long‐term 3,231 3,358 ‐ ‐ ‐
6155 ‐ Workers Compensation 72,061 72,522 99,800 100,000 103,600
6158 ‐ Dental Insurance 6,782 6,428 ‐ ‐ ‐
6159 ‐ VEBA 25,926 26,258 ‐ ‐ ‐
PERSONAL SERVICES 1,750,120 1,845,412 1,876,900 1,959,800 2,048,200
6210 ‐ Office Supplies ‐ 103 ‐ ‐ ‐
6215 ‐ Reference Materials ‐ 43 100 100 100
6220 ‐ Operating Supplies ‐ General 9,014 3,363 8,200 8,200 8,200
6222 ‐ Medical/Rescue/Safety Supplies 1,580 3,448 8,700 8,700 8,700
6224 ‐ Clothing/Personal Equipment 7,079 8,305 6,800 8,300 8,300
6230 ‐ Repair/Maintenance Supplies‐Ge 25 ‐
6231 ‐ Mobile Equipment Repair Parts 102,770 99,840 100,600 117,500 117,500
6235 ‐ Fuel, Lubricants, Additives 59,389 106,928 129,400 132,900 132,900
6240 ‐ Small Tools 1,212 1,006 1,500 1,500
6243 ‐ Heating Oil/Propane/Other Fuel 1,609 2,172 1,400 3,000 3,000
6255 ‐ Street Repair Supplies 10,894 9,346 57,000 57,000 57,000
6256 ‐ Snow Removal/Ice Control Suppl 239,912 294,750 267,500 298,900 335,800
6257 ‐ Signs & Striping Material 7,686 29,780 25,000 31,500 31,500
PARTS AND SUPPLIES 441,171 559,084 604,700 667,600 704,500
2024‐2025 Budget Operating Budget
Public Works–Streets & Highways (22)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
LINE ITEM DETAIL (CONT’D)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
22 ‐ STREETS AND HIGHWAYS
6346 ‐ Postage 27 ‐ 300 300 300 22
6355 ‐ Cellular Telephone Service 9,574 8,106 11,600 10,500 10,500 22
6370 ‐ General Printing and Binding ‐ ‐ 1,000 1,000 1,000 22
6385 ‐ Insurance 26,100 26,100 26,100 28,400 28,400 22
6405 ‐ Electricity 194 192 200 300 300 22
6425 ‐ Mobile Equipment Repair Labor ‐ ‐ 22,500 ‐ ‐ 22
6429 ‐ Street Repair‐Labor 142,602 5,691 37,500 20,000 20,000 22
6457 ‐ Machinery & Equipment‐Rental ‐ ‐ 4,000 4,000 4,000 22
6476 ‐ Conferences/Meetings/Training 6,636 13,276 12,100 15,300 15,300 22
6479 ‐ Dues and Subscriptions 450 563 600 700 700 22
6480 ‐ Licenses, Permits and Taxes 21 674 300 300 22
6535 ‐ Other Contractual Services 18,430 2,186 19,800 20,100 14,200 22
6564 ‐ Snow & Ice Removal 33,468 26,873 51,300 45,000 45,000 22
6566 ‐ Striping 38,360 40,624 58,000 73,500 100,500 22
SERVICES AND OTHER CHARGES 275,861 124,285 245,000 219,400 240,500 22
6630 ‐ Other Improvements ‐ 2,921 ‐ ‐ ‐ 22
6670 ‐ Other Equipment 1,832 100 8,200 13,900 8,000 22
CAPITAL OUTLAY 1,832 3,021 8,200 13,900 8,000 22
TOTAL STREETS AND HIGHWAYS 2,468,983 2,531,802 2,734,800 2,860,700 3,001,200 22
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
Amy Grannes, Administrative Supervisor
PURPOSE & DESCRIPTION
The purpose of the Public Works – Central
Services/Equipment Maintenance Division is to:
Provide administrative, clerical, and customer
service support for all departments located at the
Maintenance Facility. This includes Streets,
Equipment Maintenance, Water, Sewer, Parks,
Forestry and Water Quality Departments
Provides maintenance and repair for all City
vehicles and equipment across all departments,
including police and fire
The Public Works – Central Services/Equipment Maintenance Division is responsible for the following functions:
Central services process all customer service requests for any maintenance services provided by the City
Central Services manages and operates software programs to support maintenance service delivery
Equipment Maintenance crews maintain equipment for safe and efficient operation
Equipment maintenance staff performs vehicle safely inspections
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
1,488 1,344 1,300 1,400 1,400
108 110 108 110 110
62% 38% 65% 50% 50%
1.0% 3.2% 1.0% 2.0% 2.0%
1.0% 1.0% 1.0% 1.0% 1.0%
Customer Service requests responded to
Vehicles serviced per mechanic (10‐city survey average: 54)
Scheduled (vs. unscheduled) maintenance as % of total
Average Unit Downtime (industry standard is 5%)
Comebacks (return for repeat work) (industry standard is 3%)
2024‐2025 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
Amy Grannes, Administrative Supervisor
HIGHLIGHTS & CHANGES
Overview: The proposed 2024 Central Services Maintenance
budget reflects an increase of $26,200, or 2.4%, from
budgetary levels set for 2023, while budget expenses for
2025 reflect an increase of $36,000, or 3.2%, from the 2024
budget. The overall budgetary increase planned for 2024 and
2025 are due to cost of living and benefit adjustments for
existing City Staff. Additionally, the 2024 budget reflects
decreases in select non‐personnel line items as a means to
align budgetary levels to historical costs incurred.
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 884,185 903,107 954,100 1,002,200 1,039,300
Parts and Supplies 27,412 36,130 65,000 47,900 47,900
Services and Other Charges 45,376 45,782 71,600 60,700 61,900
Capital Outlay 10,308 5,221 12,500 18,600 16,300
967,280 990,241 1,103,200 1,129,400 1,165,400
Personnel 2021 2022 2023 2024 2025 Hours
Shop Supervisor/Chief Mechanic 111112,080
Superintendent Streets & Fleet 0.1 0.1 0.1 0.3 0.3 624
GIS Technician 0.5 0.5 0.5 0.5 0.5 1,040
Equipment Maintenance Workers 333336,240
Office Supervisor 1 1 1 1 1 2,080
Administrative Assistant 111112,080
GIS/Office Support (PT) 0.6 0.6 0.6 0.6 0.6 1,300
Total 7.2 7.2 7.2 7.4 7.4 15,444
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
2024‐2025 Budget Operating Budget
Public Works – Central Services Maintenance (24)
Responsible Manager: Jeff Brooker, Superintendent of Streets and Fleets
Amy Grannes, Administrative Supervisor
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
24 ‐ CENTRAL SERVICES
6110 ‐ Salaries and Wages ‐ Regular 517,980 519,082 664,600 698,200 724,600
6112 ‐ Overtime ‐ Regular 16,947 14,336 7,000 7,000 7,000
6124 ‐ Funeral Leave ‐ 2,626 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 3,647 3,777 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Dut y 858 382 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Tem porary 10,111 18,019 27,000 27,000 27,000
6131 ‐ Overtime ‐ Temporary ‐ 83 ‐ ‐ ‐
6132 ‐ Compensatory Pay 2,869 1,434 ‐ ‐ ‐
6134 ‐ Vacation Pay 46,417 59,290 ‐ ‐ ‐
6135 ‐ Holiday Pay 28,054 23,968 ‐ ‐ ‐
6136 ‐ Sick Pay 26,457 27,260 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 47,005 48,049 50,400 52,900 54,900
6144 ‐ FICA 44,947 46,007 53,200 56,000 58,000
6151 ‐ Health Insurance 91,970 89,302 114,700 117,200 127,100
6152 ‐ Life 684 682 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 1,580 1,625 ‐ ‐ ‐
6155 ‐ Workers Compensation 30,569 31,631 37,200 43,900 40,700
6158 ‐ Dental Insurance 3,390 3,994 ‐ ‐ ‐
6159 ‐ VEBA 10,700 11,561 ‐ ‐ ‐
PERSONAL SERVICES 884,185 903,107 954,100 1,002,200 1,039,300
6210 ‐ Office Supplies 5,048 4,934 6,600 6,600 6,600
6220 ‐ Operating Supplies ‐ General ‐ 270 300 300 300
6222 ‐ Medical/Rescue/Safety Supplies 773 556 2,000 2,000 2,000
6224 ‐ Clothing/Personal Equipment 2,121 2,309 2,100 2,100 2,100
6230 ‐ Repair/Maintenance Supplies‐Ge 2,314 4,262 20,000 5,000 5,000
6231 ‐ Mobile Equipment Repair Parts 839 1,946 2,000 2,000 2,000
6232 ‐ Small Equipment Repair Parts ‐ 214 ‐ ‐ ‐
6234 ‐ Field/Other Equipment Repair 7,364 6,926 3,800 7,000 7,000
6235 ‐ Fuel, Lubricants, Additives 848 1,539 2,800 2,800 2,800
6240 ‐ Small Tools 2,784 3,533 10,000 5,000 5,000
6241 ‐ Shop Materials 3,714 6,507 9,000 9,000 9,000
6244 ‐ Chemicals & Chemical Products ‐ 60 ‐ ‐ ‐
6270 ‐ Computer Software 1,607 3,073 6,400 6,100 6,100
PARTS AND SUPPLIES 27,412 36,130 65,000 47,900 47,900
6310 ‐ Professional Services‐General ‐ ‐ ‐ ‐ ‐
6347 ‐ Telephone Service & Line Charg 1,299 888 2,500 2,500 2,500
6355 ‐ Cellular Telephone Service 1,608 641 1,300 1,300 1,300
6385 ‐ Insurance 15,400 15,400 15,400 16,800 16,800
6425 ‐ Mobile Equipment Repair Labor ‐ 135 500 500 500
6428 ‐ Field/Other Equipment Repair‐L ‐ 3,460 2,700 2,700 2,700
6476 ‐ Conferences/Meetings/Training 3,869 5,415 16,600 14,500 15,700
6477 ‐ Local Meeting Expenses ‐ ‐ 200 200 200
6479 ‐ Dues and Subscriptions 225 409 100 400 400
6480 ‐ Licenses, Permits and Taxes 50 89 300 300 300
6539 ‐ Waste Removal/Sanitation Servi 22,924 19,083 30,500 20,000 20,000
6569 ‐ Maintenance Contracts ‐ 262 1,500 1,500 1,500
SERVICES AND OTHER CHARGES 45,376 45,782 71,600 60,700 61,900
6660 ‐ Office Furnishings & Equipment 6,800 3,345 5,000 11,100 8,800
6670 ‐ Other Equipment 3,509 1,876 7,500 7,500 7,500
CAPITAL OUTLAY 10,308 5,221 12,500 18,600 16,300
TOTAL CENTRAL SERVICES 967,280 990,241 1,103,200 1,129,400 1,165,400
2024‐2025 Budget Operating Budget
Parks & Recreation—Recreation (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Tanya Mozingo, Superintendent of Recreational Programming
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 meet ing 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
Special Event Attendance 69,424 65,000 65,000 70,000 70,000
Athletic field usage 12,555 15,000 30,000 35,000 35,000
13,589 11,933 13,000 13,000 15,000
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
2024‐2025 Budget Operating Budget
Parks & Recreation—Recreation (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Tanya Mozingo, Superintendent of Recreational Programming
HIGHLIGHTS & CHANGES
Overview: The Recreation Division 2024 budget is proposed to
increase $13,200, or 0.5%, over 2023. Personnel related
expenses in 2024 are proposed to increase $31,900 due to
inflationary adjustments, while non‐personnel related expenses
are budgeted to decrease $18,700. Non‐personnel budgeted
expenses reflect decreased programming during the
construction of a new Eagan Art House, offset by additional
costs programmed for operating the Goat Hill ice rink. The 2025
budget is proposed to increase $202,100, or 6.9%, over 2024.
The 2025 budget related to personnel is proposed to increase
$159,800, while non‐personnel costs are proposed to increase
$42,300. These budgetary figures reflect approximately four months of operations at the Eagan Art House as well as
anticipated inflationary increases of supplies need to maintain existing program offerings.
2024 Highlight/Change 1: During 2022, the City in partnership with the Eagan Hockey Association worked together to
construct an outdoor refrigerated hockey rink at the City’s Goat Hill location. The Goat Hill ice rink has experienced
significant use as residents and local organization alike have used the space for social and athletic events. The 2024 budget
includes staffing support for operating and maintaining the Goat Hill hockey rink.
Financial Impact: $15,000 increase in personal services
Service Level Impact: Additional funding will enable City staff to maintain safe and playable ice conditions and site
amenities for all users throughout the winter skating season.
2025 Highlight/Change 1: Under City Council direction, City staff are in the process of designing a new Eagan Art House
with construction planned for 2024. The 2025 budget includes approximately four months of operations at the new Eagan
Art House facility. The majority of the increase of costs budgeted is to account for additional personnel and contractual
services to support the expanded building operations. Expansion of revenue generating opportunities is also reflected in the
budgeted revenue line items for group rentals, increased class size, and membership opportunities at the Eagan Art House.
Financial Impact: $25,000 net increase in departmental costs
Service Level Impact: Additional funding will enable City staff to used the expanded building operational amenities while
provided increased access to art educational programming and public use of the new facility.
2024‐2025 Budget Operating Budget
Parks & Recreation—Recreation (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Tanya Mozingo, Superintendent of Recreational Programming
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,872,748 2,135,850 2,339,500 2,371,400 2,531,200
Parts and Supplies 84,752 138,681 133,100 127,200 146,500
Services and Other Charges 264,588 371,383 440,600 419,500 440,100
Capital Outlay 6,843 10,630 7,200 13,900 16,600
Other 1,615 3,323 ‐ 1,600 1,300
2,230,545 2,659,866 2,920,400 2,933,600 3,135,700
Personnel 2021 2022 2023 2024 2025 Hours
Director of Parks and Recreation 111112,080
Assistant Parks and Recreation Director 111112,080
Administrative Analyst 111112,080
Superintendent of Recreation and Programming111112,080
Recreation Program Supervisor 3.833336,240
Recreation Programmer ‐‐2224,160
Clerical Technicians 4 4 2.4 2.4 2.4 4,992
Recreation Technician 0.6 0.6 1.6 1.6 1.6 3,328
Total 12.40 11.60 13.0 13.0 13.0 27,040
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
2024‐2025 Budget Operating Budget
Parks & Recreation—Recreation (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Tanya Mozingo, Superintendent of Recreational Programming
LINE ITEM DETAIL
Cont’d on next page
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
30 ‐ RECREATION
6110 ‐ Salaries and Wages ‐ Regular 898,834 931,611 1,248,100 1,292,400 1,356,500
6112 ‐ Overtime ‐ Regular 3,261 238 ‐ ‐ ‐
6124 ‐ Funeral Leave 6,711 7,433 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 425 2,075 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Dut y 366,108 568,027 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Tem porary ‐ 194 577,600 580,800 642,800
6131 ‐ Overtime ‐ Temporary 85,133 91,488 ‐ ‐ ‐
6134 ‐ Vacation Pay 48,967 42,787 ‐ ‐ ‐
6135 ‐ Holiday Pay 46,744 48,735 ‐ ‐ ‐
6136 ‐ Sick Pay ‐ 351 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 98,416 110,917 115,700 114,200 121,000
6144 ‐ FICA 103,797 122,109 134,900 141,500 150,900
6151 ‐ Health Insurance 155,531 138,780 220,800 226,400 245,500
6152 ‐ Life 1,154 1,176 ‐ ‐ ‐
6154 ‐ Disabilit y ‐ Long‐term 2,820 2,955 ‐ ‐ ‐
6155 ‐ Workers Compensation 25,290 36,026 42,400 16,100 14,500
6156 ‐ Unemployment Compensation ‐ 1,158 ‐ ‐ ‐
6158 ‐ Dental Insurance 5,408 5,714 ‐ ‐ ‐
6159 ‐ VEBA 24,147 24,075 ‐ ‐ ‐
PERSONAL SERVICES 1,872,748 2,135,850 2,339,500 2,371,400 2,531,200
6210 ‐ Office Supplies 5,133 10,623 6,200 11,000 11,500
6220 ‐ Operating Supplies ‐ General 7,559 14,042 9,400 9,700 9,700
6222 ‐ Medical/Rescue/Safety Supplies 638 1,296 1,000 600 600
6224 ‐ Clothing/Personal Equipment 1,518 2,489 2,500 2,700 2,700
6227 ‐ Recreation Equipment/Supplies 65,934 104,425 112,200 99,200 118,000
6230 ‐ Repair/Maintenance Supplies‐Ge ‐ 600 ‐ ‐ ‐
6233 ‐ Building Repair Supplies 1,167 4,544 ‐ ‐ ‐
6244 ‐ Chemicals & Chemical Products 2,337 ‐ ‐ ‐ ‐
6251 ‐ Athletic Field Supplies 465 ‐ ‐ ‐ ‐
6270 ‐ Computer Software ‐ 662 1,800 4,000 4,000
PARTS AND SUPPLIES 84,752 138,681 133,100 127,200 146,500
2024‐2025 Budget Operating Budget
Parks & Recreation—Recreation (30)
Responsible Manager: Andrew Pimental, Director of Parks & Recreation
Tanya Mozingo, Superintendent of Recreational Programming
LINE ITEM DETAIL (CONT’D)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
30 ‐ RECREATION
6310 ‐ Professional Services‐General 250 4,545 5,500 5,000 5,000
6320 ‐ Instructors 50,892 103,822 130,600 133,100 135,600
6326 ‐ Athletic Team Sanction Fees 1,675 1,475 3,700 2,400 2,500
6327 ‐ Sporting Event Officials 42,867 44,158 47,400 37,600 34,900
6328 ‐ Special Events/Admission Fees 1,638 4,567 4,900 8,900 10,000
6329 ‐ Tournament Entry Fees ‐ ‐ 700 400 400
6331 ‐ Scholarship Expenses 3,913 15,831 20,000 20,000 20,000
6346 ‐ Postage 4,600 4,054 8,000 4,600 4,600
6353 ‐ Personal Auto/Parking 4,234 4,513 4,700 4,700 4,700
6355 ‐ Cellular Telephone Service 10,654 10,841 11,300 11,500 11,500
6357 ‐ Advertising/Publication 13,974 21,039 32,400 22,300 18,900
6370 ‐ General Printing and Binding ‐ 167 1,500 1,000 1,000
6385 ‐ Insurance 8,900 8,900 8,900 9,700 9,700
6456 ‐ Building Rental ‐ 120 2,500 1,400 1,400
6457 ‐ Machinery & Equipment‐Rental 1,174 1,250 2,000 1,500 1,500
6475 ‐ Miscellaneous 29,770 33,570 32,000 34,100 34,100
6476 ‐ Conferences/Meetings/Training 6,550 11,761 13,200 14,100 14,100
6477 ‐ Local Meeting Expenses 2,510 2,413 10,600 8,600 8,600
6479 ‐ Dues and Subscriptions 3,643 3,804 3,500 3,300 3,300
6480 ‐ Licenses, Permits and Taxes 1,013 1,974 1,400 1,500 1,500
6487 ‐ VISA/MC Bank Charges 17,938 29,131 27,000 30,000 32,000
6515 ‐ Internal Expenses (Interfund)50,000 50,000 50,000 50,000 50,000
6535 ‐ Other Contractual Services 3,894 10,204 8,100 3,800 23,000
6550 ‐ Trans portation Services 2,016 3,245 10,700 10,000 11,800
6569 ‐ Maintenance Contracts 2,484 ‐ ‐ ‐ ‐
SERVICES AND OTHER CHARGES 264,588 371,383 440,600 419,500 440,100
6660 ‐ Office Furnishings & Equipment 6,843 10,630 7,200 13,900 16,600
CAPITAL OUTLAY 6,843 10,630 7,200 13,900 16,600
6855 ‐ Merchandise for Resale 1,615 3,323 ‐ 1,600 1,300
OTHER 1,615 3,323 ‐ 1,600 1,300
TOTAL RECREATION 2,230,545 2,659,866 2,920,400 2,933,600 3,135,700
2024‐2025 Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
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 resident 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
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
50 50 50 49 51
20 19 19 20 20
470 470 480 480 480
30 30 34 34 34
Total hardcourts maintained ‐tennis, basketball, and pickleball 70 70 77 80 80
Playgrounds inspected and maintained
Outdoor hockey rinks total
Acres mowed regularly by Parks staff
Irrigation Systems maintained seasonally
2024‐2025 Budget Operating Budget
Parks & Recreation—Parks Division (31)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
HIGHLIGHTS & CHANGES
Overview: The Parks Department 2024 budget
proposes an increase of $151,700, or 5.5% over 2023.
Increased contractual servicing costs for park
maintenance during peak summer months and
scheduled replacement of equipment are the primary
factors contributing to the budgetary increase in 2024.
The Parks Division 2025 budget proposes an increase
$114,900, or 3.9% over 2024 due to inflationary
increases for personnel.
2024 Highlight/Change 1: The City has historically used external contractual servicing to help augment City staff
with the general maintenance of park facilities and amenities during the peak summer month usage. The 2024
budget reflects inflationary increases for these services in order to continue to provide the level of maintenance
efforts needed to maintain park facilities and fields.
Financial Impact: A $26,000 increase in Other Contractual Services (6535)
Service Level Impact: Following the COVID‐19 pandemic, outdoor park use is at an all time high leading to
additional wear and tear on park facilities. The additional funding allows for City staff to manage the additional
maintenance and be more reactive to immediate needs in order to continue to provide the park amenities Eagan
residents are accustomed to enjoying.
2024 Highlight/Change 2: The 2024 budget includes additional funding for the replacement of aging equipment
(blowers, sweepers, machinery attachments, cleaning machines etc.) used by City maintenance staff on a daily basis
as well as a GPS unit to further support the city‐wide GIS efforts. In addition, the budget includes funding to provide
cell phones to the full‐time maintenance staff to facilitate better communication of daily workflow between staff
and supervisors.
Financial Impact: $23,500 increase in Office Furnishing and Equipment (6660) and Other Equipment (6670)
Service Level Impact: Providing City staff with adequate equipment and communication channels will support
workflow efficiencies in the maintenance of park facilities and amenities.
2024‐2025 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 1,688,263 1,749,196 1,970,200 2,043,200 2,138,100
Parts and Supplies 339,707 362,374 399,100 403,200 418,900
Services and Other Charges 284,371 318,578 361,300 406,400 415,800
Capital Outlay 42,653 56,941 53,200 82,700 77,600
2,354,993 2,487,089 2,783,800 2,935,500 3,050,400
Personnel 2021 2022 2023 2024 2025 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 10.3 10.3 10.3 10.3 10.3 21,424
Total 131313131327,040
1
2
3
4
5
6
7
8
9
10
11
12
13
14 Schedule and provide support for contractual services
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 elements
Mow and maintain turf and irrigation at other City facilities
Mow boulevards throughout the City
Prepare athletic fields and facilities for community, league and tournment use
Provide support for special events and scheduled use of park facilities
Develop and maintain winter recreational sites
Maintain City park grounds, turf and irrigation systems
Activity
Routine
2024‐2025 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
LINE ITEM DETAIL
Cont’d on next page
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
31 ‐ PARKS
6110 ‐ Salaries and Wages ‐ Regular 803,649 843,436 1,111,200 1,149,400 1,202,000
6112 ‐ Overtime ‐ Regular 20,240 26,038 28,500 29,400 30,300
6124 ‐ Funeral Leave 1,618 1,838 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 6,063 6,275 ‐ ‐ ‐
6127 ‐ Empl Recog Day/Special Duty 1,083 573 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary 264,477 277,474 348,700 359,200 370,000
6131 ‐ Overtime ‐ Temporary 3,199 5,185 2,800 2,900 3,000
6132 ‐ Compensatory Pay 13,741 13,586 ‐ ‐ ‐
6134 ‐ Vacation Pay 75,623 87,129 ‐ ‐ ‐
6135 ‐ Holiday Pay 44,018 36,680 ‐ ‐ ‐
6136 ‐ Sick Pay 41,920 42,740 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 74,069 78,230 90,800 94,000 98,200
6144 ‐ FICA 91,339 97,192 113,100 117,900 122,800
6151 ‐ Health Insurance 161,252 142,426 190,000 211,700 229,900
6152 ‐ Life 1,246 1,230 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 2,747 2,755 ‐ ‐ ‐
6155 ‐ Workers Compensation 54,390 58,195 76,100 78,700 81,900
6156 ‐ Unemployment Compensation ‐ 166 9,000 ‐ ‐
6158 ‐ Dental Insurance 5,770 5,496 ‐ ‐ ‐
6159 ‐ VEBA 21,818 22,554 ‐ ‐ ‐
PERSONAL SERVICES 1,688,263 1,749,196 1,970,200 2,043,200 2,138,100
6210 ‐ Office Supplies 200 544 500 500 500
6215 ‐ Reference Materials 302 ‐ 200 300 300
6220 ‐ Operating Supplies ‐ General 15,513 11,119 13,500 16,000 17,000
6222 ‐ Medical/Rescue/Safety Supplies 2,384 2,132 2,800 2,800 2,800
6223 ‐ Building/Cleaning Supplies 15,545 16,591 21,000 21,000 22,000
6224 ‐ Clothing/Personal Equipment 6,562 8,771 9,600 9,800 10,000
6227 ‐ Recreation Equipment/Supplies ‐ ‐ ‐ ‐ ‐
6231 ‐ Mobile Equipment Repair Parts 51,894 76,325 65,000 75,000 77,000
6233 ‐ Building Repair Supplies 12,694 10,053 18,000 15,500 15,500
6234 ‐ Field/Other Equipment Repair 27,581 17,251 20,000 22,000 24,000
6235 ‐ Fuel, Lubricants, Additives 53,929 79,406 94,500 78,000 80,000
6239 ‐ Park Facility Repair Parts 5,611 1,372 4,300 4,300 4,300
6240 ‐ Small Tools 3,340 4,420 5,000 5,000 5,500
6250 ‐ Landscape Material & Supplies 40 ‐
6251 ‐ Athletic Field Supplies 29,328 33,174 33,600 35,000 36,500
6252 ‐ Parks & Play Area Supplies 31,362 20,731 26,000 28,000 30,000
6253 ‐ Turf Maintenance & Landscape S 78,802 76,192 80,100 85,000 88,000
6257 ‐ Signs & Striping Material 4,620 4,293 5,000 5,000 5,500
PARTS AND SUPPLIES 339,707 362,374 399,100 403,200 418,900
2024‐2025 Budget Operating Budget
Parks & Recreation–Parks Division (31)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
LINE ITEM DETAIL (CONT’D)
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
31 ‐ PARKS
6347 ‐ Telephone Service & Line Charg 5,712 1,226 7,500 2,000 2,200
6353 ‐ Personal Auto/Parking ‐ ‐ 100 100 100
6355 ‐ Cellular Telephone Service 8,180 6,311 6,800 8,200 8,200
6385 ‐ Insurance 88,600 88,600 88,600 96,500 96,500
6405 ‐ Electricity 68,617 89,055 103,000 104,000 106,000
6410 ‐ Natural Gas Service 6,986 11,020 8,500 11,500 12,000
6425 ‐ Mobile Equipment Repair Labor 704 262 4,000 4,300 4,500
6426 ‐ Small Equipment Repair ‐Labor 375 100 1,000 1,000 1,000
6427 ‐ Building Operations/Repair ‐Lab 13,653 12,153 14,000 14,500 15,000
6428 ‐ Field/Other Equipment Repair‐L 5,501 18,093 18,000 18,500 20,000
6431 ‐ Park Facility Repair ‐Labor 8,359 7,860 10,500 10,500 10,500
6457 ‐ Machinery & Equipment‐Rental 267 2,725 3,500 3,500 3,500
6476 ‐ Conferences/Meetings/Training 180 611 1,000 2,500 2,500
6477 ‐ Local Meeting Expenses 165 732 2,000 2,500 2,500
6479 ‐ Dues and Subscriptions 634 553 600 2,600 3,000
6480 ‐ Licenses, Permits and Taxes 1,012 1,718 2,200 2,200 2,300
6535 ‐ Other Contractual Services 14,230 11,131 14,000 40,000 40,000
6537 ‐ Janitorial Service 8,596 7,313 10,600 12,000 15,000
6539 ‐ Waste Removal/Sanitation Servi 29,892 28,599 25,600 30,000 31,000
6561 ‐ Temporary Help‐Labor/Clerical 19,240 10,582 19,800 20,000 20,000
6565 ‐ Seal Coating‐Streets/Trails 3,467 19,935 20,000 20,000 20,000
SERVICES AND OTHER CHARGES 284,371 318,578 361,300 406,400 415,800
6620 ‐ Buildings 11,264 5,837 8,000 9,000 10,000
6630 ‐ Other Improvements 24,274 31,086 30,000 35,000 40,000
6660 ‐ Office Furnishings & Equipment 1,358 4,278 2,200 13,700 2,600
6670 ‐ Other Equipment 5,758 15,740 13,000 25,000 25,000
CAPITAL OUTLAY 42,653 56,941 53,200 82,700 77,600
TOTAL PARKS 2,354,993 2,487,089 2,783,800 2,935,500 3,050,400
2024‐2025 Budget Operating Budget
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2024‐2025 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Division 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 dis ease program
Conduct the annual City‐sponsored Arbor Day program
Conduct the biennial public tree sale
PERFORMANCE INDICATORS
2021 2022 2023 2024 2025
Description Actual Actual Estimate Target Target
662 662 655 655 655
98% 98% 95% 95% 95%
121 62 45 65 65
85%63%
Landscape beds maintained (663 beds = 673,962 sq ft)
Percentage of private oak wilt sites that perform
recommended/needed management activities
Buckthorn pickups
85% 85%70%Percentage of the estimated 700 park ash trees actively
managed for Emerald Ash Borer
2024‐2025 Budget Operating Budget
Parks & Recreation–Tree Conservation (32)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
HIGHLIGHTS & CHANGES
Overview: The 2024 operating budget for the Parks and
Recreation – Tree Conservation division proposes an
increase of $303,900, or 33.4% over 2023. This
significant increase is due to the City’s Emerald Ash Borer
tree removal program being accounted for under the
forestry department budget starting in 2024 as well as
the addition of a forestry maintenance full time
employee. The 2025 Tree Conservation budget is
proposed to increase $46,500, or 3.8%, over 2024 due to
inflationary increases for personnel.
2024 Highlight/Change 1: The Parks and Recreation – Tree Conservation division has operated under the same
staffing model for the past 18 years. In that timeframe, the City has added 13 parks, 22 public facilities, 10.5 acres
of prairie and dedicated pollinator gardens, significantly expanding the services and responsibilities of the
department. The 2024 budget includes funding for an additional full‐time forestry maintenance position to help
support the city‐wide maintenance services being provided by the department.
Financial Impact: $ 111,500 increase in personal services
Service Level Impact: This position will allow the division to deliver its services more effectively and efficiently,
including faster response times to customer requests, fewer internal support requests, improving maintenance
standards, revitalizing aging landscapes, and supporting current and future sustainability initiatives.
2024 Highlight/Change 2: At the beginning of 2020, City Council gave staff direction regarding the City’s initiative
to address the Emerald Ash Borer infestation detected in the City’s tree canopy. As part of the EAB Tree Removal
Program, City Council authorized the use of Tree Mitigation monies to fund the emergency tree removal initiative.
City staff have identified a funding source for the EAB Tree Removal Program as part of the City’s overall tree
canopy preservation plan and have reflected that funding source in the budgeted 2024 revenue figures.
Financial Impact: $145,000 increase in Other Contractual Services (6535), offset by increased revenue.
Service Level Impact: Funding will enable City staff to successfully deliver on the EAB Tree Removal Project
initiated by City Council.
EXPENDITURE SUMMARY
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 493,424 408,299 663,700 785,200 832,900
Parts and Supplies 64,183 60,253 75,300 81,600 84,700
Services and Other Charges 44,448 56,895 77,200 227,100 229,300
Capital Outlay 45,440 56,747 53,800 80,000 73,500
Other 32,196 31,955 40,200 40,200 40,200
679,691 614,149 910,200 1,214,100 1,260,600
2024‐2025 Budget Operating Budget
Parks & Recreation–Tree Conservation (32)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
POSITION INVENTORY
2024‐2025 WORK PLAN
Personnel 2021 2022 2023 2024 2025 Hours
Parks Superintendent 0.1 0.1 0.1 0.3 0.3 624
Supervisor of Forestry 1 1 1 1 1 2,080
Forestry Maintenance Worker 2 2 2 3.0 3.0 6,240
Forestry Maintenance Trainee 0.3 0.3 0.3 0.3 0.3 624
Total 3.4 3.4 3.4 4.6 4.6 9,568
1
2
3
4
5
6
7
8Participate 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
2024‐2025 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
LINE ITEM DETAIL
Cont’d on next page
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
32 ‐ TREE CONSERVATION
6110 ‐ Salaries and Wages ‐ Regular 234,560 169,113 327,600 409,200 435,600
6112 ‐ Overtime ‐ Regular 1,637 1,269 2,000 2,000 2,000
6124 ‐ Funeral Leave 540 404 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 1,424 1,471 ‐ ‐ ‐
6130 ‐ Salaries and Wages ‐ Temporary 92,330 106,960 ‐ ‐ ‐
6131 ‐ Overtime ‐ Temporary 424 155 174,700 180,000 185,400
6132 ‐ Compensatory Pay 747 2,942 1,000 1,000 1,000
6134 ‐ Vacation Pay 16,491 15,314 ‐ ‐ ‐
6135 ‐ Holiday Pay 10,808 8,129 ‐ ‐ ‐
6136 ‐ Sick Pay 10,163 8,237 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 20,524 15,431 24,800 30,900 32,900
6144 ‐ FICA 26,321 22,541 35,200 44,100 46,200
6151 ‐ Health Insurance 48,583 32,626 64,800 88,500 98,700
6152 ‐ Life 349 232 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 774 572 ‐ ‐ ‐
6155 ‐ Workers Compensation 17,201 14,635 25,600 29,500 31,100
6156 ‐ Unemployment Compensation ‐ ‐ 8,000 ‐ ‐
6158 ‐ Dental Insurance 2,036 1,815 ‐ ‐ ‐
6159 ‐ VEBA 8,513 6,454 ‐ ‐ ‐
PERSONAL SERVICES 493,424 408,299 663,700 785,200 832,900
6210 ‐ Office Supplies ‐ 279 500 500 500
6215 ‐ Reference Materials 82 143 100 200 200
6220 ‐ Operating Supplies ‐ General 7,092 7,461 8,100 8,300 8,400
6222 ‐ Medical/Rescue/Safety Supplies 1,499 1,401 1,500 1,500 1,500
6224 ‐ Clothing/Personal Equipment 3,313 3,773 3,400 3,900 4,000
6231 ‐ Mobile Equipment Repair Parts 8,875 5,241 8,000 8,200 8,400
6235 ‐ Fuel, Lubricants, Additives 12,616 13,541 21,200 18,500 19,600
6240 ‐ Small Tools 3,106 3,230 3,500 3,500 3,600
6244 ‐ Chemicals & Chemical Products 20,492 17,171 19,500 25,000 26,000
6250 ‐ Landscape Material & Supplies 7,108 8,014 9,500 12,000 12,500
PARTS AND SUPPLIES 64,183 60,253 75,300 81,600 84,700
2024‐2025 Budget Operating Budget
Parks & Recreation – Tree Conservation (32)
Responsible Managers: Andrew Pimental, Director of Parks & Recreation
Chris Fleck, Parks Superintendent
LINE ITEM DETAIL – CONT’D
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
32 ‐ TREE CONSERVATION
6310 ‐ Professional Services ‐General 7,490 14,293 16,800 20,000 22,000
6353 ‐ Personal Auto/Parking ‐ ‐ 100 100 100
6355 ‐ Cellular Telephone Service 3,610 4,120 3,600 3,900 3,800
6370 ‐ General Printing and Binding 306 ‐ 400 400 400
6385 ‐ Insurance 3,100 3,100 3,100 3,400 3,400
6425 ‐ Mobile Equipment Repair Labor ‐ ‐ 1,000 1,000 1,000
6457 ‐ Machinery & Equipment‐Rental ‐ ‐ 3,000 3,000 3,000
6476 ‐ Conferences/Meetings/Training 1,054 1,151 2,000 2,500 2,500
6477 ‐ Local Meeting Expenses 71 98 100 100 200
6479 ‐ Dues and Subscriptions 636 842 500 1,000 1,200
6535 ‐ Other Contractual Services 15,681 12,470 20,000 165,000 165,000
6545 ‐ Tree Removal 12,500 18,175 25,500 25,500 25,500
6569 ‐ Maintenance Contracts 2,646 1,100 1,200 1,200
SERVICES AND OTHER CHARGES 44,448 56,895 77,200 227,100 229,300
6620 ‐ Buildings 30 131 ‐ ‐ ‐
6630 ‐ Other Improvements 38,502 37,269 40,000 50,000 55,000
6660 ‐ Office Furnishings & Equipment 654 782 1,800 10,000 3,500
6670 ‐ Other Equipment 6,254 18,566 12,000 20,000 15,000
CAPITAL OUTLAY 45,440 56,747 53,800 80,000 73,500
6855 ‐ Merchandise for Resale 13,229 13,537 15,000 15,000 15,000
6860 ‐ Contributions/Cost Sharing Pay 18,968 18,418 25,200 25,200 25,200
OTHER 32,196 31,955 40,200 40,200 40,200
TOTAL TREE CONSERVATION 679,691 614,149 910,200 1,214,100 1,260,600
2024‐2025 Budget Operating Budget
This page is left blank intentionally
2024‐2025 Budget Operating Budget
Government Buildings (33)
Responsible Manager: Mike Sipper, Maintenance Engineer
PURPOSE & DESCRIPTION
The purpose of the Government Buildings division 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
2021 2022 2023 2024 2025
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
2024‐2025 Budget Operating Budget
Government Buildings (33)
Responsible Manager: Mike Sipper, Maintenance Engineer
HIGHLIGHTS & CHANGES
Overview: The Government Buildings 2024 budget is
proposed to increase of $67,200, or 6.8%, over 2023.
The 2024 budgetary increase is the result of anticipated
inflationary costs increases for contracted custodial
services, waste removal services, and maintenance
supplies. The 2025 budget is proposed to increase
$41,400, or 3.9% over 2024 due to inflationary
increases for personnel.
EXPENDITURE SUMMARY
POSITION INVENTORY
2024‐2025 WORK PLAN
Expenditure
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
Personal Services 207,239 214,201 293,700 306,400 319,800
Parts and Supplies 56,408 63,421 67,500 73,600 77,400
Services and Other Charges 561,381 641,708 622,100 670,200 692,700
Capital Outlay 805 6,859 ‐ 300 2,000
825,834 926,189 983,300 1,050,500 1,091,900
Personnel 2021 2022 2023 2024 2025 Hours
Maintenance Engineer ‐0.5 0.5 0.5 0.5 1,040
Building Maintenance Workers 2 2.0 2.0 2.0 2.0 4,160
Total 2 2.5 2.5 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
2024‐2025 Budget Operating Budget
Government Buildings (33)
Responsible Manager: Mike Sipper, Maintenance Engineer
LINE ITEM DETAIL
Actual
2021
Actual
2022
Budget
2023
Budget
2024
Budget
2025
33 ‐ GOVERNMENT BUILDINGS
6110 ‐ Salaries and Wages ‐ Regular 115,817 118,501 207,300 214,800 222,300
6124 ‐ Funeral Leave 465 1,174 ‐ ‐ ‐
6125 ‐ Floating Holiday Pay 1,197 827 ‐ ‐ ‐
6134 ‐ Vacation Pay 13,234 18,136 ‐ ‐ ‐
6135 ‐ Holiday Pay 6,318 5,250 ‐ ‐ ‐
6136 ‐ Sick Pay 7,305 8,838 ‐ ‐ ‐
6142 ‐ PERA ‐ Coordinated 10,838 11,566 15,500 16,100 16,700
6144 ‐ FICA 9,946 10,625 15,900 16,400 17,000
6151 ‐ Health Insurance 33,534 30,735 43,500 47,100 51,400
6152 ‐ Life 218 220 ‐ ‐ ‐
6154 ‐ Disability ‐ Long‐term 409 432 ‐ ‐ ‐
6155 ‐ Workers Compensation 5,343 5,232 11,500 12,000 12,400
6158 ‐ Dental Insurance 1,109 1,164 ‐ ‐ ‐
6159 ‐ VEBA 1,506 1,500 ‐ ‐ ‐
PERSONAL SERVICES 207,239 214,201 293,700 306,400 319,800
6210 ‐ Office Supplies 422 174 ‐ ‐ ‐
6220 ‐ Operating Supplies ‐ General 20 451 ‐ ‐ ‐
6222 ‐ Medical/Rescue/Safety Supplies ‐ 50 ‐ ‐ ‐
6223 ‐ Building/Cleaning Supplies 25,224 26,890 29,500 29,500 30,500
6224 ‐ Clothing/Personal Equipment 563 748 900 1,000 1,000
6227 ‐ Recreation Equipment/Supplies ‐ 35 ‐ ‐ ‐
6230 ‐ Repair/Maintenance Supplies ‐Ge ‐ 727 800 800 800
6233 ‐ Building Repair Supplies 17,266 18,607 19,000 19,500 21,000
6235 ‐ Fuel, Lubricants, Additives ‐ ‐ 1,000 1,000 1,000
6240 ‐ Small Tools 145 684 600 600 600
6241 ‐ Shop Materials 14 28 ‐
6243 ‐ Heating Oil/Propane/Other Fuel 10,848 13,233 15,700 16,000 16,500
6244 ‐ Chemicals & Chemical Products 1,906 1,794 ‐ 5,200 6,000
PARTS AND SUPPLIES 56,408 63,421 67,500 73,600 77,400
6347 ‐ Telephone Service & Line Charg 580 569 ‐
6351 ‐ Pager Service Fees 56 56 100
6355 ‐ Cellular Telephone Service 858 902 1,500 1,500 1,500
6385 ‐ Insurance 10,300 10,500 10,500 11,400 11,400
6405 ‐ Electricity 190,575 195,075 214,500 220,000 226,000
6410 ‐ Natural Gas Service 67,913 130,889 78,800 98,500 108,400
6427 ‐ Building Operations/Repair‐Lab ‐ 5,592 ‐
6476 ‐ Conferences/Meetings/Training ‐ ‐ 2,500 ‐ ‐
6477 ‐ Local Meeting Expenses ‐ ‐ 500 500 500
6480 ‐ Licenses, Permits and Taxes 722 900 1,000 1,000 1,000
6535 ‐ Other Contractual Services 100,962 109,545 93,500 108,000 112,400
6537 ‐ Janitorial Service 119,582 119,870 137,200 143,000 143,000
6539 ‐ Waste Removal/Sanitation Servi 10,997 13,434 22,800 26,300 27,700
6567 ‐ Contractual Programming/Data P 150
6569 ‐ Maintenance Contracts 58,837 54,225 59,200 60,000 60,800
SERVICES AND OTHER CHARGES 561,381 641,708 622,100 670,200 692,700
6620 ‐ Buildings ‐ 676 ‐ ‐ ‐
6640 ‐ Machinery/Equipment ‐ 3,853 ‐ ‐ ‐
6660 ‐ Office Furnishings & Equipment 800 2,330 ‐ 300 2,000
6680 ‐ Mobile Equipment 5 ‐ ‐ ‐ ‐
CAPITAL OUTLAY 805 6,859 ‐ 300 2,000
TOTAL GOVERNMENT BUILDINGS 825,834 926,189 983,300 1,050,500 1,091,900
2024-2025 Proposed General Fund
Budget and Tax Levies
August 8, 2023 Special City Council Meeting
Executive Summary
2024
• Budget: 8.3% increase
• Levy: 6.9% increase
• Avg value home: $409,636
increase of 3.9%
• City taxes on avg home:
$1,367, up $52 (4.0%)
2025
• Budget: 5.6% increase
• Levy increase:
– Operating/Capital - 5.6%
– Parks Facilities - 2.6%
Proposed Staff Additions
2024
• 1 Prop. Maintenance Tech
• 1 School Resource
Officer/Detective
• 2 Police Cadets
• 1 Asst Chief of
Training/EMS
• 2 Firefighters
• 1 Streets Maint. Worker-Util.
• 1 Forestry Maint. Worker
2025
• 1 Police Officer
• 1 Deputy Fire Marshal
• 2 Fire Cadets
• 1 (PT) Engagement
Coordinator
Expenditure Summary by Major Classifications
($ in 000’s)
2023 2024 Δ
% of total % of total
Personal Services $37,693 78.0%$40,657 77.7%$2,964
Parts and Supplies 2,242 4.6%2,456 4.7%214
Services and Other
Charges 7,971 16.5%8,611 16.5%640
Capital Outlay 316 0.7%494 0.9%177
Contingency 99 0.2%120 0.2%21
TOTAL $48,321 100.0%$52,338 100.0%$4,016
8.3%
General Fund Personnel Summary
2024
FT
E Budget ∆
Proposed Additions
Property Maintenance Inspector (2nd qtr)1 85,800
SRO/Detective 1 176,000
Police Cadets 2 156,600
Asst Fire Chief of EMS and Training 1 161,200
Firefighters 2 264,800
Forestry Maintenance Worker 1 111,500
Total Personnel Impact 8 955,900
General Fund Personnel Summary
2025
FTE Budget ∆
Proposed Additions
Police Officer 1 170,500
Deputy Fire Marshal 1 160,000
Fire Cadets 2 164,000
(PT) Engagement Coordinator .6 64,000
Total Personnel Impact 4.6 558,500
2023 Fund Balance uses:
$1.5M – Equipment Revolving Fund
1.0M –Parks Development Fund
1.0M –Parks Facilities Funding
$3.5M
City Portion of Taxes on Average Value Home
2020 2021 2022 2023
Projected
2024
Tax Capacity Rate .35262 .36333 .36119 .33567 .33403
Market Value Rate 0.0001359 -‐--
Market Value
$ 200,000 665 657 653 607 604
300,000 1,063 1,053 1,057 973 968
Avg value 2023 ‐393,843 1,382 1,424 1,416 1,315 1,310
Avg value 2024 ‐409,636 1,443 1,487 1,478 1,374 1,367
400,000 1,460 1,449 1,440 1,338 1,332
500,000 1,831 1,817 1,806 1,678 1,670
600,000 2,285 2,271 2,257 2,098 2,088
700,000 2,740 2,725 2,709 2,518 2,505
Eagan Property Tax History: City Taxes Only
2021 2022 2023 Est. 2024
Average home value 324,634 345,478 393,843 409,636
% increase 3.7% 6.4% 14.0% 3.9%
City portion of property tax 1,150 1,226 1,315 1,367
% increase 3.1% 6.6% 7.3% 4.0%
Public Policy
Questions
•Is the City Council supportive of the proposed 8.3%
increase in the 2024 budget and the 6.9% increase in
the 2024 Property tax levy adjustment?
•Recognizing that the City Council will review and
formally approve only the 2024 budget, is the City
Council supportive of the proposed 5.6% increase in the
2025 General Fund budget and 8.2% increase in the
2025 property tax levy adjustment?
•Are there concerns or objections to any of the proposed
staffing additions or additional information needed?
•Are there concerns or objections to the use of the
public safety funding the City is slated to receive in
2023, or concerns with the proposed phase‐in of the tax
levy over the next three years to pay for the positions
being funded by public safety dollars?
2024-2025 Proposed General Fund
Budget and Tax Levies
August 8, 2023 Special City Council Meeting
Executive Summary
2024
• Budget: 8.3% increase
• Levy: 6.9% increase
• Avg value home: $409,636
increase of 3.9%
• City taxes on avg home:
$1,367, up $52 (4.0%)
2025
• Budget: 5.6% increase
• Levy increase:
– Operating/Capital - 5.6%
– Parks Facilities - 2.6%
Proposed Staff Additions
2024
• 1 Prop. Maintenance Tech
• 1 School Resource
Officer/Detective
• 2 Police Cadets
• 1 Asst Chief of
Training/EMS
• 2 Firefighters
• 1 Streets Maint. Worker-Util.
• 1 Forestry Maint. Worker
2025
• 1 Police Officer
• 1 Deputy Fire Marshal
• 2 Fire Cadets
• 1 (PT) Engagement
Coordinator
Expenditure Summary by Major Classifications
($ in 000’s)
2023 2024 Δ
% of total % of total
Personal Services $37,693 78.0%$40,657 77.7%$2,964
Parts and Supplies 2,242 4.6%2,456 4.7%214
Services and Other
Charges 7,971 16.5%8,611 16.5%640
Capital Outlay 316 0.7%494 0.9%177
Contingency 99 0.2%120 0.2%21
TOTAL $48,321 100.0%$52,338 100.0%$4,016
8.3%
General Fund Personnel Summary
2024
FT
E Budget ∆
Proposed Additions
Property Maintenance Inspector (2nd qtr)1 85,800
SRO/Detective 1 176,000
Police Cadets 2 156,600
Asst Fire Chief of EMS and Training 1 161,200
Firefighters 2 264,800
Forestry Maintenance Worker 1 111,500
Total Personnel Impact 8 955,900
General Fund Personnel Summary
2025
FT
E Budget ∆
Proposed Additions
Police Officer 1 170,500
Deputy Fire Marshal 1 160,000
Fire Cadets 2 164,000
Total Personnel Impact 4 494,500
2023 Fund Balance uses:
$1.5M – Equipment Revolving Fund
1.0M –Parks Development Fund
1.0M –Parks Facilities Funding
$3.5M
City Portion of Taxes on Average Value Home
2020 2021 2022 2023
Projected
2024
Tax Capacity Rate .35262 .36333 .36119 .33567 .33403
Market Value Rate 0.0001359 -‐--
Market Value
$ 200,000 665 657 653 607 604
300,000 1,063 1,053 1,057 973 968
Avg value 2023 ‐393,843 1,382 1,424 1,416 1,315 1,310
Avg value 2024 ‐409,636 1,443 1,487 1,478 1,374 1,367
400,000 1,460 1,449 1,440 1,338 1,332
500,000 1,831 1,817 1,806 1,678 1,670
600,000 2,285 2,271 2,257 2,098 2,088
700,000 2,740 2,725 2,709 2,518 2,505
Eagan Property Tax History: City Taxes Only
2021 2022 2023 Est. 2024
Average home value 324,634 345,478 393,843 409,636
% increase 3.7% 6.4% 14.0% 3.9%
City portion of property tax 1,150 1,226 1,315 1,367
% increase 3.1% 6.6% 7.3% 4.0%
Public Policy
Questions
•Is the City Council supportive of the proposed 8.3%
increase in the 2024 budget and the 6.9% increase in
the 2024 Property tax levy adjustment?
•Recognizing that the City Council will review and
formally approve only the 2024 budget, is the City
Council supportive of the proposed 5.6% increase in the
2025 General Fund budget and 8.2% increase in the
2025 property tax levy adjustment?
•Are there concerns or objections to any of the proposed
staffing additions or additional information needed?
•Are there concerns or objections to the use of the
public safety funding the City is slated to receive in
2023, or concerns with the proposed phase‐in of the tax
levy over the next three years to pay for the positions
being funded by public safety dollars?