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08/30/1988 - City Council SpecialMINUTES OF A SPECIAL MEETING OF THE EAGAN CITY COUNCIL EAGAN, MINNESOTA August 30, 1988 A special meeting of the Eagan City Council was held on Tuesday, August 30, 1988, at 7:00 p.m., at the Eagan Municipal Center Building. Present were Mayor Ellison and City Councilmembers Egan, Gustafson and Wachter. City Councilmember McCrea was absent due to a work assignment for her employer. Also present were Director of Finance VanOverbeke, Administrative Assistant Hohenstein and City Administrator Hedges. The purpose of the meeting was to discuss the draft 1989 budget document as presented by the City Administrator. DRAFT 1989 BUDGET City Administrator Hedges presented the 1989 operating budget for all general fund activities that was prepared by his office. He stated that preparation of the budget took into consideration the $10,495,780 direction of the City Council at the June 20 workshop, includes a sizable contingency, proposes the sale of an equipment certificate, proposes a control for all public improvement projects to be contracted by the City and, finally, a new revenue source which is a storm water user fee. The City Administrator commented in detail on each of the aforementioned budget considerations resulting in questions and discussion by the City Council. City Administrator Hedges provided a brief history of the budget process which began in May with handouts to all department heads for the preparation of their departmental budgets. He reported on the process that is used by each department, the review by his office in the final meetings requesting reprioritization by departments for their respective operating budgets. The Director of Finance presented the revenue estimates stating that several revenue classifications have been refined since the June 20 presentation. He presented other revenue forecasts including a projection for the mill rate which indicates a reduction of .2 mills, payable in 1989 from that amount payable in 1988. The City Administrator and Director of Finance presented graphs and other material to address various increases and expenditures as well as the offsetting revenues. The City Administrator stated that the purpose of local government is to provide the delivery of public services which is labor intensive. The cost for total personal services was reviewed for various departments by the Director of Finance. After a discussion regarding the proposed property tax, further explanation of the equipment revolving fund that requires the sale of an equipment certificate and special revenue sources, the City Administrator was asked to review each departmental budget in detail. The City Administrator reviewed each of the departmental budgets in detail and following an explanation by department, the City Council discussed personnel requests and capital items that were under consideration. OJ0/7 74 The City Council review reduced the proposed operating budget by eliminating six new positions, changing the request from 25 to 19, eliminating a telephone study proposed at $30,000, reducing the East Metro contribution from $2,500 to $500 which is a non -participating status and other budgetary considerations. After considerable discussion of each departmental budget, the new revenue sources as proposed by the City Administrator, a suitable fund balance and other considerations, the City Administrator was directed to revise the budget given the adjustments that were proposed by the City Council. OTHER BUSINESS There was no other business to be discussed. ADJOURNMENT There being no further business, the meeting was adjourned at 10:40 p.m. August 30, 1988 Date TLH SPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 30, 1988 7:00 P.M. I. Roll Call II. Proposed 1989 Budget Review III. Other Business IV. Adjournment MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 26, 1988 SUBJECT: INFORMATIVE A workshop/special City Council meeting is scheduled for Tuesday, August 30, 1988 for the purpose of reviewing and discussing a proposed 1989 budget for all general government fund operations. During the review of that document please do not hesitate to contact this office at any time if you have questions. Since there are three (3) weeks between City Council meetings I thought I would include some informational items for your review and knowledge. Drought Damage to City Parkland Our analysis of turf damage in the parks due to hot and extremely dry summer conditions is not good. Unfortunately most of the grass in our park system is relatively new and the root damage could be extensive. Soils are sandy in many locations and it appears that a considerable amount of grass and other vegetation has been lost due to the drought conditions. One of the worst conditions is Walnut Hill Park where approximately 90% of the park is affected and will require overseeding. Old Rahn Park is approximately 75% affected primarily as a result of the July 4th celebration. According to the Director of Parks and Recreation through an extensive review by his superintendent and foreman, approximately 75 acres of turf have been damaged and will require total reseeding or overseeding. The cost could exceed $20,000.00 given the extent of supplies and seed that will be required. Community Center Update According to the Director of Parks and Recreation, the Hastings and Chivetta Design Charette No. 2 will be conducted September 21st through September 23rd. An agenda will be determined and more than likely the City Council will be asked to participate on that Thursday evening which is September 22. North Central Cable Communications Update According to our staff, North Central Cable Communications Corporation is planning an ad campaign some time during the month of September to notify subscribers regarding the cost of public access, and from what we hear NCCCC will be pointing fingers at the Commission and City Councils of Burnsville and Eagan in an effort to lower the commitment of public access or cause the cities to use part of their franchise fees for public access. The alternative as suggested by NCCCC is to raise rates, an angle they will use on the subscribers. It has been suggested by the joint commission that a meeting of the two City Councils and Cable Commission be held some time during the month of September, more than likely the latter part of the month, to further discuss this issue. Pat O'Malley, Chairperson for the Commission, may be contacting members of the City Council to discuss strategy and provide further update. Cray Research Enclosed is a letter from Edwin Braman, representing Cray Research, that explains their construction program. Star of the North State Games The City Administrator attended a meeting in Burnsville on August 17 and learned that Burnsville was selected as the host city of the 1989 summer Star of the North State Games. This will be a ten (10) day event next June and current plans call for participation in 35 to 40 different sports with a draw of 12,000 to 15,000 athletes with up to two times as many families and fans. It was stated at that breakfast meeting that facilities in surrounding communities will be required and our Director of Parks and Recreation, who was also in attendance, will be working with committees of the North State Games to coordinate some of the facilities in Eagan. This event will add to the economy of Eagan, specifically for the hotel and restaurant business and certainly other retail establishments. Board of Equalization Meeting At a July City Council Meeting a question was raised about the results of property evaluations that were made by the Dakota County Assessor's office with those residents in attendance at our last Board of Equalization meeting held on May 10. The Director of Finance was asked to contact the Dakota County Assessor's office and enclosed for your review is a response from Seymour Olson. Fire Station No. 4 Fire Station No. 4 was officially placed in service at 6:00 p.m. on Wednesday, August 24, for full operations. Fire Station No. 5 is progressing and should be completed early this fall. Director of Community Development Applications were closed on Friday, August 12, for the position of Director of Community Development. There were approximatly 125 applications received. Administrative Assistant Duffy has completed an initial review of all applications and placed the applications into categories for review by the City Administrator. The City Administrator will begin his review this coming week. The plan is to screen the top applications and contact approximately ten to fifteen persons for an initial interview which will be conducted by a screening committee. The City Administrator is making arrangements for one or two community development directors to participate in the process. Once that review process is completed the applications will be narrowed to approximately four for final review, interviews and consideration by the City Council. More than likely, given the budget process, final interviews would not occur until late September. \ww. � V �___ - City Administrator Enclosures TLH/kh BRAMAN & NELSON INC. Corporate Real Estate August 12, 1988 Mr. Richard J. Dwinell Senior Planner Dahlgren, Shardlow and Uban, Inc. 300 First Avenue North, Suite 210 Minneapolis, MN 55401 Dear Dick: The information you have requested continues to be a moving target. Cray will be commencing construction between two and seven buildings on their site sometime between late fall and the next several years. This is really no different from what was contemplated in the past. It appears now to be a "catch-up" on long range planning. The following summary is based on the best current information (still very preliminary and in a state of constant refinement) of the anticipated building sizes and personnel occupancy based on 1995 staffing. Building 1. Software Training 2. Corporate Computing Services 3. Software Division 4. Marketing 5. Technical Operations 6. Common Facilities, inc. Linkage 7. Distribution Center (remote) Employees 85 160 682 125 185 8 1$ 1,263 Building Area (GSF) 56,000 130,000 150,000 50,000 50,000 57,000 32.000 525,000 The present Cray master plan anticipates the following square footage use of the site by the year 2005 or so. Planned Expansion to Initial Buildings: 50% expansion to building #1, 2, 4, 5 and 7 above Future Building, Connected to Initial Building Linkage 50% of building #3 (assumed building size) 160,000 75,000 4438 IDS CENTER • Minneapolis, Minnesota 55402 • (612) 338-3644 Mr. Richard J. Dwinell August 12, 1988 Page 2 Future Remote Building on Overall Site 1. On present Outlot C, Northwest corner (mult. buildings) 314,000 2. On present Outlot L, Southwest corner 65,000 3. On present Outlot E, Northeast corner 60,000 Total Estimated Expansion 674,000 Total (Ultimate Site Development) 1,199,000 GSF Cray's theme is flexibility within the contractual and permitted framework of acquiring the property. If you have any questions, please do not hesitate to call. Sincerely, gCl Rt4t*S.41r"". Edwin C. Braman cc: Eric Lindahl DAKOTA COUNTY August 12, 1988 SEYMOUR B. OLSON 612 33-4200 DAKOTA COUNTY GOVERNMENT CENTER 1560 HWY. 55- HASTINGS, MINNESOTA 55033 Eagan City Council Attn: Gene VanOverbeke 3830 Pilot Knob Road Eagan, Mn. 55122 Honorable Councilpersons: Mr. Gene VanOverbeke contacted me expressing your concerns regarding the 1988 Board of Equalization meeting. Approximately 290 taxpayers were in attendance. Of that number, 75 parcels were physically reinspected by our staff. However, many people were unable to wait the night of the meeting, or were unable to attend the night of the meeting, and contacted our office by letter or telephone. This generated approximately 189 additional physical reinspections. Most of the property owners were concerned that their valuations had substantially increased from 1986 to 1988. I believe that our staff did an excellent job of explaning that the real estate market had increased as well as the State of Minnesota ordering all assessors to maintain a higher median level of assessment than what was required prior to 1987. Of all the properties physically reinspected, approximately 90% received some type of adjustment. I have been told by our staff that the average was less than a 5% decrease in market value. Many of these changes were a result of the inability of our staff to make an interior inspection of the property during our last appraisal because nobody was home. The purpose of the 1988 Board of Equalization meeting was to examine the 1988 estimated market value for taxes payable in 1989. Any changes made at this time do not require an abatement. Occasionally, if our staff makes some type of gross mechanical or judgement error,(i.e. incorrect square footage, etc.), the assessor, in all fairness to the taxpayer, will recommend an abatement for current and or previous years taxes. AN EQUAL OPPORTUNITY EMPLOYER DAKOTA COUNTY SEYMOUR B. OLSON 612 438-4200 DAKOTA COUNTY GOVERNMENT CENTER 1560 HWY 55- HASTINGS, MINNESOTA 55033 Pg. 2 (cont.) Property owners disatisfied with the results and findings of the Local Board of Equalization have the right to appeal to the County Board of Equalization. Based upon my information there were 5 such instances from the City of Eagan this year. The next processes of appeal are the State Board of Equalization and or the Minnesota Tax Court. Property owners have until May 15th of the year the taxes are payable to appeal to the Tax Court. Our staff is currently studying the local board of equalization process regarding accomodations and taxpayer noticication to determine if a more timely and organized procedure can be developed. If you have any additional questions, comments, or recommendations, please contact me. Thank you for allowing me to address your concerns. Sincere 40(/'// 14111 William Peterson Senior Appraiser AN EQUAL OPPORTUNITY EMPLOYER MEMO TO: FROM: DATE: SUBJECT: HONORABLE MAYOR AND CITY COUNCIL MEMBERS CITY ADMINISTRATOR HEDGES AUGUST 22, 1988 PROPOSED 1989 GENERAL FUND OPERATING BUDGET INTRODUCTION Attached is the proposed 1989 Operating Budget for all general fund activities as presented by the City Administrator. The City Administrators budget was prepared with two (2) major considerations: (1) Direction by the City Council at the June 20, 1988 special City workshop at which time direction was given to present a budget of $10,495,780 (this number was presented by the Director of Finance at that meeting as the preliminary revenue estimate available to the City for 1989). Additional revenues can be raised as the budget will illustrate in a further, detailed discussion of revenues. (2) To respect and analyze the needs of each and every department responsible for providing public service to the Community. Departmental budgets were to reflect operational needs and approach current service levels as requested by the community and established by the City Council. The City Administrator began the budget process in late May allowing department heads to review, analyze and propose an operating budget for 1989 that carefully reflects their budgetary needs. These budgets were received by the City Administrator in mid July. The City Administrator has met with each and every department head to analyze all budgetary requests and following those meetings has evaluated and made adjustments to each budget. The total dollar amount for all operating budgets was substantially higher than the City Councils guidelines and therefore departments heads were asked in early August to prioritize all personnel and capital outlay requests to assist the City Administrator in presenting a balanced budget for Council consideration. Departmental requests totalled in excess of $13,000,000, which on the surface seems extremely high given an $8,600,000 budget which with the capital equipment certificate included exceeded $9,000,000 in 1988. A population increase of 25,000 persons during the 1980's to a City that had 20,000 residents per the 1980 Census is astronomical. To properly manage the growth, assure public service at a constant level and provide those new programs requested by the Public is difficult The City Administrator could have instructed ea to present an operating budget that reflec increase of approximately 20 - 21% however the effective and efficient operations of a depart reflected or presented to the City Council department heads to analyze their needs and th personnel and capital provides the City Cou accurate picture of the kind of organizationa directly proportionate to our rapid growth. preceding each line item budget for each and attempts to provide the rationale for the request for additional personnel and capital. presents comments by the City Administ prioritization and reductions to meet the prel cap placed on the 1989 Operating Budget at t Council work session. • 1 given the growth. h department head ed a percentage eal needs or the ent would not be Allowing the -n prioritize all cil with a more needs that are The narrative every department department heads he narrative also ator regarding iminary budgetary e June 20, 1988 At the end of each narrative is a summary t at addressed the 1988 Operating Budget and proposed 1989 budget ith a per capita figure for that departmental operation. The .opulation number used for calculating the 1988 per capita i 43,000 and the population number for 1989 is 45,000. This n mber is slightly higher than the City Planners projection of Jan ary 1, 1989 which is 44,485. That number was rounded up to 45,000 for purposes of calculating a per capita number for the 1989 b dget. Following the narrative a budget worksheet is included showing 1986 and 1987 actuals, the 1988 appropriation, th- year to date expenditures, the department head request and C'ty Administration recommendations. Also included in certain •epartments is a column showing the dollar amount of capital proposed to be included in the Equipment Revolving Fund. A computer summary sheet is attached to each budget breakdown, summarizing the capital. The proposed general fund budget reflects numer• are directly proportionate to the additional Community expects a certain level of Public neighborhood Police patrolling, all streets p hour period of time, street sweeping, upkeep of Community Parks and other related services. I these types of services additional expendit $10,495,780 budget considered in June, consideration. Unfortunately, persons moving expect a delivery of service commensurate with city of 45,000. To assist the City Council s been prep red for both expenditures and revenu pages II air- ' Q . The 1989 bu. consideration by the City Council is $11,557,2 all capital equipment, an issue that is addre narrative as well as a contingency of $339 Administrator is prepared to discuss what th= amount represents in his presentation on the 30 a us increases that population. The service such as owed within a 12 neighborhood and order to provide res, beyond the should be given nto Eagan in 1989 mature built out mary sheets have s which appear on get proposed for 0. This includes .sed next in this ,310. The City proposed budget h. CAPITAL EQUIPMENT REVOLVING FUND The City Administrator is recommending that all capital items that are greater than $5,000 or do not depreciate in less than one (1) year be removed from each of the operating budgets and considered as an EQUIPMENT REVOLVING FUND. The designation of an equipment revolving fund allows the Management Team and City Council to better manage a Capital Improvements program that addresses all large pieces of equipment in future years. The Director of Finance and City Administrator are proposing that equipment certificates be sold in 1989 and 1990 in addition to designating a portion of the general fund mill levy to the Capital Improvement fund as an ongoing designation. In other words, if the City mill rate is 20 mills, 1 mill could be designated each calendar year for the Equipment Revolving fund. Traditionally street sweepers, road graders, fire pumper trucks make it difficult to evaluate an operating budget and also cause such severe peaks and valleys in budget totals it is hard to maintain any year to year comparisons of departmental operations. For example, in the Finance/City Clerk budget the increase from 1988 to 1989 is 27.5% with the election equipment included and 13.4% with the election equipment moved to the Equipment Revolving Fund. The latter is clearly a more correct reflection of on-going operations. The following items of equipment/capital improvements are proposed to be funded through the recommended revolving equipment/capital fund: Amount Administration Recyclable Containers $147,000 Finance/City Clerk Election Equipment 77,800 Community Development General Government Buildings Parking Lot Expansion Planning Vehicle Protective Inspections 2 Vehicles Police 3 Administrative Vehicles Fire Air/Salvage Vehicle Grass Fire Truck 3 10,000 12,500 26,000 40,400 30,000 29,000 Public Works Survey Van Streets 57 GVW Dump Truck 1 Ton Dump Truck Street Sweeper 250 Gallon Melter Loader W/Trailer Trailer Mounted Distributer 2 Pickup Trucks Power Grinder Air Compressor Central Services - Maintenance Man/Equipment Lift Parks and Recreation Pickup Truck Groundsmaster 16,000 80,000 55,000 75,000 25,000 28,000 20,000 25,000 40,000 13,000 7,000 12,000 10,500 TOTAL $779,200 These expenditures are proposed to be financed as follows: Source Amount Equipment Certificates County Grant (Solid Waste) General Fund Revenues $400,000 147,000 232,200 TOTAL $779,000 Assuming approval of the concept of a revolving equipment/capital fund, the expenditures and revenues will be shown in a separate fund segregated from the General Fund. Attached on page is is a graphic illustration of how the concept of a revolving equipment/capital improvements fund could be phased in over the next six-year period. MILL LEVY The proposed 1989 budget property tax calculation is based on an estimated, taxable assessed valuation of $395,118,000. The mill rate that was approved for 1988 was 19.417 mills. The estimated mill rate for the proposed 1989 budget is 19.258 mills. Attached on page iy is an exhibit comparing the final 1988 levy and mill rate to the estimated 1989 levy and mill rate including both the June 20 and current estimates. The Director of Finance will discuss all the proposed levies at the budget workshop session. y DEPARTMENTAL BUDGETS The 1989 proposed budget is presented by department. Each department line item expenditure request is included on the worksheets. Until the 1989 budget a program represented a department activity. In other words the Police Department was a program of an annual budget. Due to the increased operations in all departments the City Administrator has modified certain operating budgets to reflect programs within a department. The 1989 budget will include program breakdowns for both Police and Fire in the final budget document. Please note that the difference in increased line items results more from increased operations than inflation. The addition of buildings, vehicles and labor force cause line item budget accounts to increase in most cases. A per capita analysis follows each department head narrative comparing 1988 to 1989. Graphics are included that illustrate the total budget by per capita cost. PERSONNEL Personnel/Labor Force increases proposed for the 1989 budget exceed any numbers of Personnel considered in previous years. Providing local service at the local unit of Government is labor intensive and in order to meet the Community objectives for continued growth and to maintain a high level of public service additional personnel are required in each and every department. The City Administrator has reviewed all departmental requests and is suggesting the City Council review and consider 25 new persons for 1989. This is a reduction of 14 from department head requests. Personnel to be considered are as follows: Administration Clerk Typist Communications/Projects Coordinator Finance Staff Accountant Community Development Planning Planner I General Government Buildings Janitor 2@1/2 Protective Inspections Fire Marshall Police Lieutenants (2) Clerk Typist Police Officers (3) 5 Fire Fire Chief Public Works/Engineering Development/Design Eng. Senior Tech. Supervisor Engineering Aides (2) Streets Maintenance Personnel (2) Central Services Maintenance Mechanic Clerk Typist (1/2) Parks & Recreation/Forestry Recreation Supervisor Foreman Landscape Architect Clerk Typist (1/2) City Forester NEW REVENUE SOURCES The Director of Finance and City Administrator are reviewing new revenue sources for the purpose of financing capital equipment objectives and ongoing general fund needs. The purpose of adding revenue sources is to enhance and maintain a good level of public service by providing the necessary man power and equipment for departmental operations. New revenue sources are not intended to finance new programs. Several cities are billing, as a user fee with water and sewer utilities, a storm sewer charge that finances maintenance of street sweeping, catch basin repair, cleaning of trunks and laterals and other related storm sewer operations. The costs for waste water management organizations, improvements to the system as well as future repair and replacement could be charged to this fund. The budget presented includes revenue of $250,000 from a storm water utility. A quarterly fee of $5.00 per single family residential property would generate approximately $298,000 in annual revenue. After including commercial/industrial property estimated revenue would be substantially higher. Upon approval of this type of utility a new fund similar to water and sewer would be created with all revenues and related expenditures removed from the general fund. While technically not a new revenue source for the general fund, the net effect would be the same as expenditures would be reduced. This operation has the advantage of being on-going and not strictly development -related. (0 A second consideration for an additional revenue source is the elimination of private construction of public improvement projects. The elimination of private construction of public improvement projects gives the City control over its own franchise of its infrastructure and transportation system and also allows the collection of an administrative transfer equal to 4% of all public improvement projects which helps to defray expenses that are incurred City wide for new developments. Unlike the storm water utility user fee the 4% administrative transfer will fluctuate given the volume of development and therefore should be considered as a contingency or available only for capital expenses to minimize any reliance as a long term General Fund operating revenue. The City of Eagan owns and operates a franchise for its storm sewer, sanitary sewer, water supply and transportation systems. The City owns this franchise just as private utility companies own and maintain their facilities. Private utility companies would not give up their control of the planning, design and construction of their facilities. Approximately five (5) years ago it was the recommendation of the Director of Public Works that private construction of public improvement projects be allowed. Until that time all public improvement projects were coordinated by the City including Improvement Bonds etc. The reason for considering private was the inability to manage all public construction given one (1) consulting firm and the small in house staff consisting mainly of the Director of Public Works. It was recognized at the time that project control would be sacrificed once a private developer is paying for the construction of public improvements as opposed to the City bidding and directly contracting with a construction company for those Public Infrastructure or projects. With the recent change in philosophy by allowing more that one consulting engineering firm to handle public improvements for the City and the increased staff in Public Works/Engineering it is the recommendation of the Director of Public Works, City Administrator and Director of Finance that total control of all public improvements be reinstated to the City as public contracts. Considering the City's long term ownership and maintenance responsibility for its infrastructure, it would seem that the advantages received from full control over the design and construction would be self evident. A design team contracted by the City as opposed to the developer is the best means of assuring the maintenance departments input into the infrastructure improvements. Under the public improvement system the contractor selected by the bidding system works under direct contract with the City. Construction surveying adds a significant advantage to the quality control efforts on utility and street improvement projects. In summary the pool of consulting engineers now allows the City the ability to handle all Public construction of public improvements as a Public contract under the direct control of the City. The Director of Public Works is of the opinion that conformance to design standards is not easily maintained when the design and construction is controlled by a private developer. The City under a Public contract can directly enforce design standards and plan review that provides for a better product both during construction and for long term maintenance. The Development community might object, but public improvements under the complete direction of the City is in the City's best interest for reasons stated. REVENUES The Director of Finance/City Clerk has prepared revenue estimates as shown on pages 16 . Consistent with City policies revenue estimates are shown at conservative yet realistic levels. Significant changes from the 1988 budget to the 1989 estimates are highlighted by major revenue classifications as follows: 1. Taxes including fiscal disparities and homestead credit (shown as part of intergovernmental revenue on the worksheets) increases by $888,410 from $5,593,640 to $6,482,050. 2. Licenses are increasing by $13,720 which reflects additional liquor licenses and slightly more amusement device licensing revenue. 3. Permits are decreased slightly in total. In individual revenue sources electrical permits are down while sign revenue is increasing from $9,000 to $14,250. 4. Intergovernmental revenue is increasing by $827,100 which includes a $675,000 increase to Local Government Aid, a $40,000 reduction to homestead credit, an estimate of $75,000 for the biennial building permit surcharge rebate, and an increase in grants of $152,900. The County grant currently shows $176,150 of estimated revenues and relates entirely to the solid waste abatement program, the expenditures for which are showing in the Administration Department budget. Municipal State Aid maintenance is increasing from $39,000 to an estimated $55,500 for 1989 although it is now being shown as a transfer and therefore not included in this revenue classification. 5. Charges for Services is increasing by $55,800 which includes approximately $12,900 of platting and rezoning increases. The development related escrow reimbursement account is increasing slightly. 6. Recreation fees show an increase of approximately $6,000 reflecting the on going increase in participation. 7. Court fines and forfeits are estimated to be $150,000 which is an increase of $6,000 over the 1988 estimate. This account is approximately a wash with the prosecution fees reported in the Legal Department! 8. Miscellaneous revenue is being reduced by $10,200 which results from a projected $8,000 increase in interest earnings and decreases in building rent and sale of City property. 9. Program revenues show an increase of $626,370 in total. The project reimbursement account is increased by $310,000 reflecting a proposed return to public installation of all public improvement projects which was previously discussed. Both the Central Services - Maintenance and Cable TV reimbursement accounts are increased and relate directly to the proposed expenditure budgets in those departments. The Water and Sewer Administrative transfers are estimated to increase by 5%. Also shown in this classification is a $250,000 estimate related to the creation of a storm water drainage utility to operate similarly to the existing water and sanitary sewer utilities which was also previously discussed. The relationship between tax related and other revenues for the 1988 and 1989 budget is as follows: Taxes (Including Fiscal Disparities & Homestead Credit) Other TOTALS 1988 1989 Amount % Amount % $5,593,640 64.7 $6,482,050 58.1 3,058,460 35.3 4,675,200 41.9 $8,652,100 100.0 11,157,250 100.0 Actual historical results are as follows: 1984 1985 1986 1987 Taxes (As above) 65.4% 55.5% 56.5% 59.4% Other 34.6% 44.5% 43.5% 40.6% TOTAL 100.0% 100.0% 100.0% 100.0% The Director of Finance/City Clerk will provide additional 9 explanation and detail as desired at a future budget meeting. SUMMARY The draft budget, as presented, represents the culmination of many hours of preparation, study, estimating and meetings. It represents the best efforts of the City Administrator, with significant assistance from the Director of Finance, and entire management team with the primary objective of continuing the current level of services and delivery of them in the most cost- effective manner possible. Due to our rapid growth, various service levels have suffered and this budget attempts to analyze and improve those situations. While it was an objective to provide a balanced budget at $10,495,780, it was soon recognized during the budget process that this level of reduction would be extremely difficult if City departments are expected to maintain and accomplish the level of service desired by the community and City Council given this high growth curve. The City Administrator made a strong effort to cause for substantial reductions to department head requests, however, he feels it is appropriate for the City Council to examine the personnel, capital and other operating expenses presented as the proposed 1989 budget. Further reductions will likely reduce or impact certain programs this City has maintained. As previously stated, the draft 1989 budget reflects a small inflationary increase for several line item accounts; however, the increase in population and developed service areas has caused a higher increase in certain accounts simply to maintain a constant service level. Therefore, the percentage increases should not necessarily be associated with the a cost of living increase. If any member of the City Council would like additional information in preparing for the meeting on Tuesday, August 30, please feel free to contact this office at any time. (\m)vAt,ijA L 9,I2 City Administrator TLH/kf 10 r \§ /\ / ( « \\\\ \ \ \ \ \ / ® \ / /\G / l \ / 8 \ G e CO§ / § 0 / n ƒ \ \ f L"- (N:1‘ / 2 ▪ 0 0 * ® \ \ \ k / \ / } / ƒƒ \N ON %I / /4,1 ] rP, r r r r r+ 0 0 0 0 0 0 0 A2 H A 8 QQ g In V ti 8Ro§§§o O O OT O M N 8 �D �� N 00 OWN Ft'C'0g1 MO: Ln CV t- oO Os 0 t- CV tion' ti rn 0.7 �D O N o CO 0 0 r� O 8 A co 2,247,526 2,705,978 88m N 'D L CO 0 0 is 0 CO tz- 8 o o co" M ? N 8 N g or LA'ti co (17 0 0 M c,- M 0 0 O 0 CJ �O �O 0 0 0 0 O N 8 F 1988 PER CAPITA EXPENDITURES POUCE (30.0x:) FORESTRY (0.9X) COMMUNITY DEVELOPMENT (13.4X) CABLE TV (1.4::) CTRL SERVICES MAINT (2.9%) MAYOR&CITY COUNCIL (0.8%) FIRE (8.7%) FINANCE (6.476) ADMINISTRATION (4.1X) STREETS&HIGHWAYS (9.830) DATA PROCESSING (2.2%) ENGINEERING (5.9%) LEGAL (2.1%) PARKS&RECREATION (13.476) 1989 PER CAPITA EXPENDITURES FORESTRY (1.3R) POUCE (29.2x) COMMUNITY DEVELOPMENT (11.770 CABLE TV (1.3%) CTRL SERVICES MAINT (2.D%) MAYOR&CITY COUNCIL (0.390 FIRE (7.0X) FINANCE (6.3%) ADMINISTRATION (3.8g) STREETS&HIGHWAYS (11.7%) DATA PROCESSING (3.1%) ENGINEERING (6.17) LEGAL (2.3%) PARKS&RECREATION (12.7%) .p . .. \ 4. 0\ c" 0 COWO Cd wO O rnl N In Lc, so M o O cc S ktr cco \-\ a N as ato r - o0 toco M el tcotoJr co 0 co 0,0\ To M 0 N �� e+ CW W O N A i* \ \ ‘ ,--, cts"-4 VI. $11 1VA N 620,236,390 563,851,264 512,592,058 465,992,780 423,629,800 I I 0 0 0 M 0 M I 0 O O0 ON 01N Odd• 0 0 0 1 I M HN N0 1 d' d' d' 01 d' 10 10 H N CO CO r-1 r -I MO NO L00 00 1 01 Ol H d' co d' L0 0 NCO 0 L10 10 • l0 l0 H d' r-1 1 1/40 \O CO d' 10 CO N N CO O1 '.0 1/40 HO NO NON 001 I I LIN 10 COM CI CO O 1/40 N Ln LO ON 0H" 0 d' d' • N .d01 r -i 1/40 H CO , I 0 0 0 ' N l0 M M 1/40 N d' d H O r-1 O N M LOM I r�1 NI -I, N N r-1 CO 01 d' N d' a' O 01 N O H N I 1/40 1/40 O1 in M CO N N d• Ln V} i a a> ON 0 01 l0 O l0 O O 0 d 0 M 0 e-1 d' 0 d' 0 N N N1/40 HO 1/40H ON 0 10 10 • Liz l0 N r-1 M ' O1/413 d d O In N .14O c-1 CO CO 0 CO 0 I I 1/40 N Ln N 0 I 0 0 N0 d' LO NLLI 0 0 0 0 0 • H H I I CO OO1 0 I 0 ri .-. H H N d' d' ifi- 4 j H r.:19 i t_i -,-1 94 H 11 4d Crl -NI til Ul + gi En A > W0Sa8 a8m. 8 @ E N `7 fl!iiR-1-1 -1 Or�-IO ri 8 - t N „,1 8 z (-9 15 (71 LIl Ld I- M, §oOO b t` m `ligI.( OO— CT.- I L? • f1 N K O O$ 9 g- d O O r L d 2„ ffl §g§°°201?-n° §O6$g O d 0 I 0 0 0 g r$ O b d 01 0, 6% A '2. P01 L L M N 10 1 10O X- sd N N N .- • Lr• °11 d F 6 O? L O t1,O O$ O CON N HRP,2° OLf, rnR�a1 a", Co 1-N M? ^10 C- 00 016 6 M ( n MM MM n1M MCMV M I4 ) FA (.C-�, C�'.i� (MC,1� (?VV L��f��, SC(O,,,� 0150 cNt. M MM MM f�'1M M M 1 ) ,Areg',k • OCJi00 6§ § VD ti N F71. S N CT CO Q 0 0 0 0 0 O 0 cJ 02" 25 ug300 cmaFAFTm 8 0 cJ `,+,'Ill 'A' M 0 fC .. N :Li , cO iS ti s 00 §bl F� 00 as en co M • N • N S M 5 puP;li dhRan infi cri (.')M MM M fm'lm CO fie V irdi '- V g m O000 ,d p§§§§ v 0 000 0 0 0 u18 § 1 WS§ NO,l Ol M �o .O O F 8 u7 N ^cAs Illi lf� OOO dMOI�O§t§N0 0 M0000d OO d §H CJ Ol M co 'O O g .�- '0 N r' Ol 1 O1s0 0cv0m8 0 ll 111 ? N rnt 0 0 ; N 0 I. 0 0 0 r tn N 111 N .O S M fJ Nap m N co §• l.h A��N(( LA' ��jjM ��jjCJ �(( ��jjM- ��TT� CLg sg0it'25o71 n• Mo aS O M—oma 0Oo.o'00.- g+ (4,1 .--7G C.?8 �+1 fc° co i0 N r ao Q ppmCJ ddOO°.5s [� �O.S- OCM,l0 ddM ,7 10 M S Ol CJ O cO O N rNl0'1 Mtll Ol N•'- •-• CJ S •'- ▪ c co IO r- CJ I nm LNHIhfid • N M S Ul " CO OF.! J C71 C: CJ CJ CJ SS f�J N c'�l CJ 10 ri W oe §§§§g§ssg���g000Sg§s§sa§§§g§§§§ M � m tr7 a O S g S g R g b O o O O o§ g 0 2R g - i o f o r- u, m 7 O3OO8g°§g§§§g°g°$§kg°§gIs§k..§g§-§0. �'- fJ N O .- •- CJ I CV ti r o O O 10 L l[l lfl cJ� L(1 to O 01 CEJ O O QQ C O . o o7 m o ? M m N O O 4 01 on m0ON 1- [� 0 010 O CAI- v7 Qsu.° C_ O cJ M N N c0 ,D N 0 tCw� ^ m r- '- M 00 e]gF ti A0" 8 t11§.70O 1f1? M� F.1� �,(��O�g lr�0�0 5000 1 L(l u\ ^ i0 ? S .? (:nN O ul LC) CO r N LAN o. '- M r- OOOV- Og O u,g5 000 o 8 072 0M 00 C4 c, 0000 �- tD ? N cp N N .-- • y Cp' PC o � a F F n d as 11 ii 11 'eCImMMMmWmMMRMed`M'm MxiM m K KIL MMMMMMM gI Ln Ln m1 �Zi ONi Oi h O_ A 1 ) ) ) ) ) ) ) ) ) ) ) ) rn ca—N Mci t� Ol a g f pV O O Ol 1 0 0 0 0 0 Q ( O b O g 0 0 0 0,9 g O �O Mjj cci Or- c O crs r - O- 0 0 0 0 0 Q I Q ppoQ 0 0 8 0 0 0 0$ QV 0 0 0 0, 0 0 0 0 0 CM 0 l[l '.D [- Nj ? N SIN of (lO OOg am- C.: co Iil m m `^ r°r°°°i 0 o Q Q Q Q Q Q§ O o o O R 800 6-O 00c`' 00 .--`in0 i0 ? O0i� (: M CJr- 00 C: 000 m. - U O O�l C N CJ O, .- MSD 01.0 X10 Oco0 OOO olO 710 OO pOO0a0 t- �j pl cc" O- g g O O O - m to N OCJ O O •1%6 (;2 Nrn O 0CJ OJ [J t1i; N 00 ? O ,15% Ol VS.00 �O I . � 5 h604, Ion dhh a s n li zt N N C 3 Io+ If! R HAI-Ung N h N mmo Nm Cvl4' ti'0 0' U 0'rnm p'0' 0'('1 6; 0' 19 M u1 010scs 01- 8 M M 0 1 O 0 I 0 I 11 u II II II II w II II 0' C l 8 11 CJ 11 In I I CJ &5 II II II 1 N 11 8 g8 J1 49. J c'N f r r" d^ 1f% 0 0 0 0 0 0 • 0 • • MAYOR & CITY COUNCIL The City Administrator again recommends an increase for the monthly compensation. According to State law, an increase must be adopted by resolution prior to a municipal election and cannot be made effective until the new calendar year begins following the municipal election. In other words, a salary increase can be adopted anytime prior to the municipal election in November 1989 and the rate of compensation would become effective January 1, 1990. Therefore, the proposed 1989 budget for personal services does not reflect any increase in the level of compensation. Please refer to the attachment which represents a survey and a recommendation regarding a proposed increase in the Mayor and City Council's rate of compensation as discussed. There was a significant decrease in the services and other charges which is primarily for insurance. Costs related to the public officials liability insurance have declined and provide for this significant savings. In summary, the Mayor and Council budget for 1989 is lower than the appropriation for 1988 and the actual 1987. I would suggest that the Mayor and Council give conferences and schools, and any other operations that may cause an expenditure, consideration at this time and that those adjustments be included for further budgetary deliberations. The City Administrator's budget for conference/training is $3,500, an increase of $1,000 from 1988. Proposed is a 1989 budget for Mayor and Council are expenditures in the amount of $57,100, a decrease of 18.1% from the 1988 budget of $69,760. The proposed budget, using the projected population of 45,000 is a per capita cost of $1.27 per Eagan resident in 1989. The cost in 1988 was $1.62 per capita. oo 1988 1988 20,000+ POPU- SALARY SALARY CITY LATION MAYOR COUNCIL INVER GROVE HTS 20003 3300 2900 SOUTH ST PAUL 20434 7200 4200 COTTAGE GROVE 21164 6600 4800 GOLDEN VALLEY 21527 7536 5652 NEW HOPE 22785 6925 4901 WHT BEAR LAKE 22991 4800 3600 NEW BRIGHTON 23324 5700 4500 SHOREVIEW 23473 5460 4200 CRYSTAL 25009 7068 5358 MAPLEWOOD 28927 5500 4600 FRIDLEY 29310 7500 5475 BROOKLYN CENTER 29759 6480 4140 APPLE VALLEY 29776 6300 5400 EDEN PRAIRIE 30712 6000 4800 MAPLE GROVE 33449 6600 4800 ROSEVILLE 34608 6600 5100 BLAINE 35566 7008 5316 RICHFIELD 36828 7000 5435 EAGAN 39225 4500 3600 MINNETONKA 43025 7200 5040 ST LOUIS PARK 43363 7200 4800 PLYMOUTH 43834 7500 5400 BURNSVILLE 44353 6000 4200 COON RAPIDS 44599 9000 8000 EDINA 45924 5850 3900 BROOKLYN PARK 52392 9720 6480 20000+ AVERAGE: 6560 4869 30000+ AVERAGE: 6937 5144 EAGAN ACTUAL: 4500 3600 The City Administrator is recommending a salary range of $7200 for the Mayor and $5400 for each City Councilmember. The difference in compensation is consistant with the cities surveyed with a population of more than 30,000. The elected position of Mayor is expected to attend ceremonial functions, meetings and other events that require an additional time commitment and out-of-pocket expenses. ;1 F H ozr H os ccr 8 cO 8 H 01 s H O 8 H 8 H M M 1 1 LIN H O H m th H 8 H 8 H O 8 O H H H 0 O 1 0 H 8 H 8 H 8 c3i 01 M H H H u O O H 8 H 8 m H 0 8 N M H H H O O O H 0 H L H O o H H 0 H H 8 H 8 u.4 H co tz C0 M e` e^ P f P P r P P E°+ /f+ P 0 0 0 0 0 ! • ADMINISTRATION The Administration Department budget contains personal services for the City Administrator and required support staff that assist the Mayor and City Council, various standing committees and commissions and all departments of the City. Like other departments, Administration is experiencing an increase in change in work volume that requires additional personnel. Initially, the City Administrator was recommending that the City Council consider a Communciations/Projects Coordinator, two (2) clerk - typists as additional personnel in the initial budget. Also, the Administration budget includes all dues, subscriptions and various contractual services for the League of Minnesota Cities, AMM and other agencies that are outlined further in this narrative. The largest, most singular change in the Administration budget is the expense and off -setting revenue for managing the Solid Waste Abatement program during 1989. PERSONNEL The City Administrator has recommended a Communications/Projects Coordinator with specific duties to include assumption of information related responsibilities, such as, City Newsletter, media relations, press releases, resident and developer information and coordination of a variety of projects and programs with specific media aspects. An example would be the Solid Waste Management program that will be implemented next year. One-half of this position is reimbursable through the Landfill Abatement Fund. Two (2) administrative clerk -typists were proposed. At the present time, the Administrative Secretary and one Clerk -typist are responsible for clerical support to the Mayor and Council, City Administrator, Finance Director, Assistant Finance Director, Administrative Assistants in both Administration and Finance, Cable Coordinator, MIS Coordinator and the requested Communications Coordinator. Due to budget constraints and an effort to meet the proposed budget limits, one Administrative clerk -typist as recommended has been reduced from further consideration in the 1989 budget. The City Administrator is also proposing that the titles of Administrative Assistant be changed to read Assistant to the City Administrator. This change would have no direct impact on compensation as the City's comparable worth system is based on actual duties performed not titles assigned. A review of the metro area cities indicates that the current responsibilities of these positions are comparable to positions with the proposed titles. Administrative Assistant is often misconstrued as an Administrative Aide or internship level position. 2 OTHER Costs that are associated with Other for Parts and Supplies and Services and Other Charges include professional services for human services/employee training, a goal setting session and other related services. Also included are expenses for employee physicals and employment advertising for all City employees coordinated through the Administrative Assistant in charge of Personnel. To continue enhancing public relations, communication dollars have been budgeted for general advertising which will be used primarily for Solid Waste Abatement. Also included are dollars allocated for four (4) City-wide newsletters, the annual report, community profiles and other promotional materials. Conferences or continuing education include registration for three administrative staff for the National ICMA Conference due to its location in Des Moines, state conferences, and NLC conference for the City Administrator and other training sessions for Personnel, Solid Waste and general City Administration. An increase is recognized in local meeting expense, which is primarily lunches for the Economic Development Commission and Solid Waste Abatement Commission. This expense has not been identified in the operating budget in past years. Dues and Subscriptions is estimated at $20,660 which includes an $8,900 payment to the LMC, a $1,000 appropriation to the LMC Building Fund, AMM dues at $3,940 and the Metro East Coalition at $2,500 if the City wishes to increase from a participating to a full member. Additionally, it includes a $1,050 membership to N.O.I.S.E., many other professional dues including service organizations, memberships and other activities such as the Citizen's League and Safety Council. These are basically fixed costs for necessary memberships the City has maintained during the past several years. Also included are other contractual services for Human Resource Associates, an employee assistance program, the hearing conservation program, recyclable redemption center for Recycle Minnesota Resources and the household hazardous waste which together total $9,000 and other expenses, including Municipal Legislative Commission participation at $11,700. Also included is a courier service in the amount of $2,000 for newsletter distribution. CAPITAL OUTLAY There are two (2) capital outlay categories, one being Furnishings and Equipment and the other, Other Equipment. The office furnishings and equipment was adjusted to reflect the elimination of one clerk -typist for 1989. All office furnishings and equipment are directly related to new personnel. The new `y amount for office furnishings and equipment as revised in the final City Administrator recommendation is $6,370. Other equipment is proposed at $147,000 and is the amount necessary for the purchase of household recyclable containers. It is estimated that 12,250 containers, costing $12 each, will be required to implement the curb -side recycling program in 1989. The expenditure is above and beyond the normal operating budget and will be offset by an equal revenue through an appropriation by Dakota County. SUMMARY The Administration budget reflects a significant increase due to implementation of the Solid Waste Abatement Program to handle curb -side recycling. Therefore, the budget proposed for 1989 is $594,520, an increase of 67.3% from the 1988 budget. For a better comparison, the Solid Waste Abatement portion of the Administration budget was removed to demonstrate a more accurate percentage increase and with that reduction, the percentage from 1988 to 1989 is 17.2%. The cost per capita, based on a projection of 45,000 persons, is $9.25 per capita without the Solid Waste Abatement/Curb Side Recycling budget. This is a comparison of $8.27 per capita for 1988. 9.5 H q5 t N � H 01 01 T 01 H 1-4 H a o: 0 M C- 1.11 01 H H H N 01 N H 4.0 H 4.0 H 01 01 ao O M H H 01 F m H H O NM H a1 N N H H 44.0 NN H 4.0 0 O Ul S H 0 01 H S 0) M H 0- m 01 H H H 01 H S H N O O O H H 01 H ti 01 01 H H M N 8 CO 5 H N H ('1 4-4 * H 8 M H 8 M H a H 0) H 0 8 H 01 H O H O 01 M H 01 H H 4.0 011 01 0 H g to H 01 H U1 to ti O 'D 0, a rn H 8 M H trN8 H 0 O O O r' e^ f' f- f" v- r' r ▪ es 0 0 0 0 0 0 0 • • 8H H H I 1 H H 8 H 01 H H H M 0 rn h 1 9' rn H H H O O H H H O O 0 H H H O O O 4/1 0 iD H H 8 iris H f M 1-4 1-4 CO O 0 H H H 0 H H H 110 c�$ fi M IP H H H O O 8 0\ H H H O O 0 O ri H H H O 8 O A H 8 1-1 H In H H H 0 H cn 8 0 1-4 H H H O O O O H H H A 1.11 H 0 A a 8 H H 1.11 0 H 9' H rn M 14, N 1 � ~ A 3 � 05 b ti ti 1 2 N 2 1 C7 N N M 1• H �N1 3 1• L� g 1 1 1 cJ ti 0 II 11 II LIR II 11 II DATA PROCESSING BUDGET The data processing department is a portion of Administration which serves all departments' data processing and management information systems needs. The department and staff are the City's management information systems coordinator who oversees all hardware and software purchases and support as well as the City's relationship with LOGIS, a joint City computing consortium. PERSONNEL The department requires no additional personnel for 1989. The department is able to be effective with only one person due to the City's relationship with LOGIS. Absent that support, it would be necessary for the City to hire additional personnel to provide programming and technical expertise currently provided by the consortium. OPERATING EXPENSES In its role as the central support department for computing needs, data processing incorporates into its budget all operating costs associated with data processing. In the past certain of these costs were assumed by the various departments. As these data processing specific items are identified, they are being transferred to this budget. The electronic data processing line item is the largest single increase in this budget category. It consists of the basic LOGIS support costs. For 1989 the basic LOGIS membership is expected to increase to $110,000. Unlike previous years, this line item also includes certain direct costs for the development of new applications as prioritized by the City's computer committee. The largest single component of applications development is the City's cooperative effort with Dakota County and LOGIS to implement a geographic information system called ULTIMAP. This system will provide a mechanism to retain and graphically display property based information such as: property ownership, assessments, utilities information, etc. on a geographic data base. CAPITAL The data processing department request is a combination of individual department requests submitted to data processing and City wide data processing needs. Due to this budgeting structure, the department has requested a substantial increase of its 1988 appropriation for hardware and software. While the City Administrator believes that this equipment is necessary in the long run, budget constraints require that certain priorities be applied in the purchase of this equipment. A detail of the City Administrators recommendation results in a reduction of the capital budget to $115,606. 71 Special attention should be paid to aspects of this recommenda- tion. First, the data processing departments request for additional personal computers is partially offset by the departments intent to reuse the outdated personal computers as LOGIS terminals at various locations throughout City Hall. As the trade in value of the older personal computers is comparable to or less than the cost of new terminals, the purchase of the new units not only upgrades the abilities of those positions receiving them but increases the access to and useability of the City's LOGIS main frame link. The second point relates to increased software costs. It is a goal of the data processing department to reach a point at which the City has at least one set of each necessary software per department. This includes both word processing and spreadsheet software. Fewer departments are anticipated to need the City's "Data Base Manager" and "Desk Top Publishing" softwares. It is the MIS coordinators opinion that under software copyright laws this ratio is the minimum allowable. Due to the number of computers involved, however, it will be appropriate to implement this goal in two years rather than one. Therefore certain reductions have been applied to this area. Proposed as a 1989 budget for data processing are expenditures in the amount of $346,250, an increase of 823% from the 1988 budget of $189,980. The proposed budget, using the projected population of 45,000 is a per capita cost of 7.69 per Eagan resident in 1989. The cost in 1988 was $4.42 per capita based on a population of 43,000. 30 H 0 0 5 I a q a O H H H M 0 d H H H 0 0 1 H H H 0 j H 4,7 1-4 H 0 49 A b H H H M d H H H H H H H H 01 H N A- 31 )) ) H O H H H O 8 H O H H O H H . 0 H O 3 n H H H 49 A a. 0 g. 8 3a O 5 O O H H H O O 1 H H H 'O O 0 H O 0 H H D O H O H O H O O 1• F m LH M H a v� 1-4 H H O 0, 3 1 m H 4-4 H O z CO O O 0 O 1 ' t t. PO. 6 In Ot CO 8 8 n 8 49 tL Os In 8 8 8 8 33 t0 8 CO 8 d3' 8 8 .53 M 0 8 0 1 1 9 8 ti 11 RII II II fl II 11 C 11 ' 0 11 FINANCE° The Department of Finance, like other departments is also experiencing the impact of City growth by the increase in financial transactions. Finance includes all City Clerk duties, Elections, Workers Compensation/General Liability Insurance, Risk Management and other related activities. The main budgetary increases for the Finance department include an additional Staff Accountant and Scan Ballot Counters. PERSONNEL The Director of Finance is requesting a Staff Accountant to assist with Project Accounting, Escrow Accounting and Reporting. These are duties currently being performed by the Assistant Director of Finance. There are other areas that Finance should be spending additional time on such as: Property, Risk Management, Financial Status of Funds, Investment Reporting, Revolving Funds, Bonding and other related activities. With an additional Staff Accountant the Director of Finance will avail more time to these financial matters. The Finance Department is responsible for budgeting office supplies for all City departments that include paper for the copy machine and all other pens, paper, folders and envelopes. Also time cards, general ledger forms, purchase orders, cash recaps, election supplies and the related are purchased through this department. The City will be preparing a request for proposal this Fall for auditing services and it is estimated that the General Fund cost for general auditing services will be approximately $16,500. There are additional costs for the water and sewer utilities that will appear in that budget. Also postage is allocated to this department and due to special assessment notices and many other documents the number of $12,500 is reasonable. The telephone service is also billed through this department. Another line item is Legal Notice Publication which is the amount paid to the successful newspaper for all Legal Notices that are published through the City by the City Clerks Office. The copy machine is no longer effective, given the number of employees and volume of copies that are required for each of the departments. The Director of Finance is proposing and the City Administrator concurs that the City consider leasing a new copy machine and a budget amount of $18,000 has been allowed for that expense. Other items include compensation for Election Judges and various 31 maintenance contracts for copy machine, typewriters, telephone system and other operating equipment. CAPITAL OUTLAY Included in Capital Outlay are the following items: City Administrator's Proposal Microfiche Reader $ 500 Furniture - desk chair, table, book shelf for Staff Accountant 1,500 Telephone 800 Mega Scan Ballot Counters & Equip. 77,000 The Director of Finance is also proposing the Ballot Counters at a cost of $5,000 each times 15 units is $75,000. Accessory equipment of $2,000 for a total of $77,000 for new election equipment. This item was proposed during calendar year 1987 and excluded by the City Council as a Capital item in the 1988 budget. The Scan Ballot Counters would replace the current punch card voting system with state of the art optical scan equipment. This increases the Ballot counting speed and election efficiency. It would also join other Dakota County cities in election information sharing. SUMMARY The Finance Department budget proposed for 1989 is $700,480, an increase of 27.5% from the 1988 budget. The cost per capita based on a projection of 45,000 persons is $15.57. This is a comparison of $12.77 per capita for 1988. 15 H 4.0 ti H H 8 O H H H H H H 40 4. 4-- 0 O O H 0 H H 9, H H H O (+1 H CJ 1.11 4.0 a 0 N H H N 0 H 8 H 8 H 358,985 407,410 H H H N CO N '-1 8 0 0.1 3L H H H m M A H 8 1-4 N O O N H 8 H O H CO H H H 1 r-1 H H 1-4 O O 01 O H 1-4 H O O O 9 2 H 2 H H A 1 H 1-4 O O H 8 H 8 1-4 O 8 8 H 8 H 8 N H H H H ti 2 - `r. toI01 f.1 I 0 1 H H H 8 0 O O H H H O O O 8 H H H H H R co" 5 H H 0, 4 O ii H H H g 1 8 H O O A H H H H H H O 8 1 O H H H 1 1 H H O M O H 8 H H O 8 co M H H 8 Os H 8 H 8 H O to H H 8 H O a 1 4 4 a a H 1-1 H O 8 O co O E§ 8 4 H H H O O 7 M H H H 0 0 H 8 H H 8 0 O 0 0 H H . K. H t— M 8 0 O\ 8 H H H 0 0 8 N H 8 H O n 8 H H H O O O 0 H H 8 H a 6 O H H H CSM til Lfl 6 1 Ng g 3 rn M 8 N 10. 3 ti LCN 111 388 1 H Total - 4570 8 II II II 11 11 'lj LEGAL The City Administrator, through the Director of Finance, requested letters from both General Council, Jim Sheldon and the City's Prosecutor, Kevin Eide to submit budget figures for 1989. General Council, excluding project costs that are charged back to developers, and public improvement project work is proposed at $160,000. The Prosecution services, assuming both an hourly increase and an increase in the amount of hours is proposed at $130,000. Copies of letters that were forwarded by both Mr. Sheldon and Mr. Eide are attached for City Council review. The City Administrator was anticipating an increase in 1989; however, an increase of $105,000 is estimated by our law firms. The 1988 Budget is $185,000 and the proposed Legal Budget for both categories is $290,000 for 1989. The City Administrator has adjusted professional services for Legal by reducing each proposal by ten percent (10%) and the new adjusted total is $260,000. With these proposed expenditures there is a 40.5% increase from the 1988 Budget. The proposed budget using the projected population of 45,000 has a per capita cost of $5.78 in 1989. The per capita cost in 1988 was $4.30 based on a population of 43,000. 39 HAUGE, EIDE & KELLER, P.A. 11 � 1llorrietlS u1 -a tc TOWN CENTRE PROFESSIONAL BLDG., SUITE 200 1260 YANKEE DOODLE ROAD EAGAN, MINNESOTA 55123 (612) 456-9000 FAX 454-4232 August 10,1988 Mr. Gene VanOverbeke Eagan City Clerk 3830 Pilot Knob Road Eagan, Minnesota 55121 RE: Prosecution Services for the year 1989. Dear Mr. VanOverbeke: PAUL H. HAUGE KEVIN W. EIDE DAVID G. KELLER LORI M. BELLIN DEBRA E SCHMIDT THOMAS P. LOWE In response to your inquiry as to the expected prosecution budget for the calendar year, 1989, I would propose the annual budget figure of $130,000. This figure takes into account that the average monthly billing for the first six months of the year was slightly over $9,600.00. This includes costs. This average only partially takes into account the increase in hourly billing to $70.00 per hour effective in May. We would intend to provide attorney services at his same rate in 1989 and paralegal services at $30.00 per hour. The expected budget figure also allows for an approximately 10% increase in the amount of hours in 1989, recognizing the increasein the police department staff. Our work load continues to increase. For example, September marks the first time the court has had to schedule two extra pretrial/court trial calendars in one moth to accommodate the necessary case load. I hope this provides the information you require. I will be happy to supplement this letter with any supportive information that you require. cc: Chief of Police, Mr. Jay Berthe Very truly yours, Kevin W. E i d e EDWARD B. MCMENOMY LARRY S. SEVERSON* •LAMES F. SHELI)ON MICHAEL V. SOVIS J. PATRICK WILCOX* TEREN('E P. I)UP,KIN BERNIE M. I)USICH 'ALSO LICENSED IN IOWA *«ALSO LICENSED IN WISCONSIN August 9, 1988 Mr. E. J. VanOverbeke Eagan City Clerk 3830 Pilot Knob Road Eagan, MN 55121 McMENOMY & SEVERSON A PROFESSIONAL ASSOCIATION ATTORNEYS AT LAW ri REPLY T{): 7:4011 EST 117T11 STREET 1' u. BOX 24129 .1PPI.E VALLEY. NIiNNES( /TA x51::'.1 TELEFAX NUMEER 1612) RIEI'LV 'I'O: 14 45SOUTH 1{01',E 'Tr TI -t.,\11., pc.. HOY I•; ROSEMOCNT. N1{' NI O`rA:,PI d RE: Budget for Attorneys Fees Our File No.: 00E-05035 Dear Gene: MICHAEL G. DOU-JGHERTY REIT) J. HANSEN MICHAEL E. MOLENHA** PAUL J. STIER PATRICK W. STEWART KEVIN P. ('ARROLL KENNET(! R. HALL OF ('!)UNSEL. LEONARD F. 13IERNA'(' .IOHN E 1'l'KELi('li I am suggesting a proposed budget of $160,000.00 for attorneys fees as requested. I realize that the figures are estimates only. I am predicting $16,000.00 worth of paralegal time and $144,000.00 worth of lawyers' time. As we discussed, this does not include amounts charged to projects or charged back to developers. Because of the uncertainty of lawsuits, this prediction is a "guess" at best. We will, however, make every effort to keep your costs as low as possible but still provide the service that you desire. If you have any questions or I can provide any further information, please feel free to contact me. Thank you for your consideration and cooperation. Very truly yours, McMENOMX & SEVERSON, P.A. James ¶ Sheldon JFS/dj k 411 AH I 1 1c9 N z H H H 0 0 H H N H 0 CO N ti 0 H A H 0 N �la ) ) ) ) ) ) ) _) ) ) • • COMMUNITY DEVELOPMENT The Department of Community Development is responsible for three (3) public service areas that include: planning and zoning, protective inspections and the maintenance of governmental buildings. The following discussion examines budget requests for each division of Community Development followed by City Administrator adjustments starting with Personal Services. PERSONNEL Planning A request for two (2) Planner I's was made by the Planning Division. Responsibilities would differ with each position, proposing that one Planner I would assist with site plan reviews and the other, a Comprehensive Planner, would help with environmental reviews, evaluate and process certain impact analysis and process department applications. The City Administrator supports the concept, which is now practiced, of separating position responsibilities within Planning whereby one Planner I position responds to and processes applications while the other is evaluating special studies such as opt -out, senior housing, transportation and many others. A recommendation to hire one (1) Planner I position is proposed by the City Administrator. The Director of Community Development will be expected to evaluate personnel and recommend a designa- tion of a Planner I hired in 1989. The intern could compliment departmental needs that are not met by hiring one instead of two Planner I's. Personnel Request City Administrator's Proposal (2) Planner I (1) Planner I Protective Inspections The Chief Building Official is proposing two (2) new positions for 1989 and one (1) promotion. The City Administrator is recommending one (1) position and the promotion as outlined in the following personnel summary: Personnel Request Supervisor of Inspections Fire Marshall Combination Inspector City Administrator's Proposal Supervisor of Inspections/ promotion only not a new position Fire Marshall Supervisor of Inspectors and Fire Marshall positions are both recommended in the City Administrator's budget. Presently, the -<7,3 City retains full-time or contractual services of eight (8) inspectors. The position of supervisor of inspections would be similar in theory to a police sergeant. This individual is responsible for communications between field operations and the office, providing direction to other inspectors and would continue performing some field inspections. This position is not an additional but is regarded as a promotion of an existing inspector. The other position is Fire Marshall. Presently, the Chief Building Official is also the Fire Marshall. Volume of actual fire inspections and other responsibilities such as enforcing the uniform fire code, inspecting new and existing buildings and reviewing plans for new and remodelled buildings require a full-time position. There is additional discussion regarding the proposed Fire Marshall position found in personnel under Fire Department. The combination inspector was eliminated in the City Administrator's budget. Hopefully, responsibilities of this position will be picked up with the contractual services category. Governmental Buildings Two (2) additional part-time custodians are requested to perform general cleaning duties at the Municipal Center Building, Police Department, Fire Administration Building and Community Room. The added square footage in the downstairs and police level is adding to our maintenance responsibilities. The use of part-time personnel provides flexibility that is desirable for performing the many tasks required in properly maintaining our public buildings. Contractual services were used at one time for these services, however, required security in the Police Department and scheduling of the building are best coordinated by City personnel. The City Administrator is proposing the two (2) part- time personnel. OTHER Planning Expenditures are again proposed for the update of the zoning map, which includes a new base map and zoning information in the amount of $4,000. The City Planner is proposing a complete revision of the Comprehensive Guide Plan during 1989/1990. The new plan would incorporate the transportation study, market study and other reports that were adopted in the 1980's. Cost for a new and revised Comprehensive Guide Plan is estimated to be $30,000 for the two year study. A cost of $15,000 was recommended for 1989. The City Planner and City Administrator have discussed this item and a decision was reached to use in- house personnel for phase I. There are no other significant changes proposed for parts and supplies or services and other charges. The consultant planner or professional services is increased to reflect activity in the Department. Most of these hours are billable as project costs. Protective Inspections The City Administrator is recommending that appropriations for electrical inspection services and contractual inspection services be reduced from the amount requested for 1989. The electrical inspection expenditures are offset by revenues, so any adjustment, up or down, is offsetting. Our Chief Building Official has maximized the efficiency of Consultant Services by retaining contractual personnel during peak building permit activity. This allows for a budget reduction in the building inspection services category and is a commendable efficiency measure by a department head. Governmental Buildings The largest increase for operational activities is proposed for building operation and cleaning supplies. The Police and Fire Administration buildings were combined into the Municipal Center Building account and the new amount is $16,000 as proposed in the City Administrator's budget. There is also an amount budgeted for carpet cleaning and other equipment maintenance totalling $4,000.00 which is a new expenditure for 1989. The City Administrator is recommending that a consultant be hired to perform a space needs analysis for the future utilization and expansion of the Municipal Center and Police Department space. This study would be integrated with the Community Center project. The cost is proposed at $30,000. Please refer to the attached memo and a proposal for further review. The City Administrator is also recommending that a telephone system consultant be hired to perform the same type of study for a new system encompassing all City facilities. The cost is proposed at $30,000. The telephone system is at a maximum within all departments and needs a comprehensive analysis before new systems are considered for varous departments. Several improvements to governmental buildings were requested and are being recommended as follows: General Government City Administrator's Request Proposal Community Room Floor Covering $3,500 Repaint Fire Admin. Building 3,000 New Roof Fire Admin. Building 38,000 Police Dept. Improvements 4,850 2/S $3,000 38,000 4,000 CAPITAL OUTLAY Capital requests include office equipment and vehicles. Please refer to the following list of capital, both proposed by the Planning Department and revised by the City Administrator: Planning Department City Administrator's Request Proposal Furniture/Equipment (2) Vehicles Total Protective Inspections 4,500 26,000 2,500 (1) 12,500 $30,500 $15,000 The following capital includes office equipment, mobile radio equipment and vehicles that are used by the inspectors. The City Administrator has reduced the manpower request and as a result capital items associated with any personnel reduction can be reduced. Protective Inspections City Administrator's Request Proposal (2) Telephones 1600 800 Office Equipment 950 600 (5) Horizontal Files 2,000 2,000 (2) Portable Radios 1,600 900 (4) Vehicles 52,000 (2)26,000* (2) Mobile Radios 3,400 (1) 1,700 Total $61,550 $32,100 * (1) vehicle is a replacement; (1) vehicle is new/additional Government Buildings Generally, the largest appropriation for capital in Community Development is for improvements to government buildings. Several repairs are proposed for 1989 and are listed below for review and consideration. The City Administrator has prioritized the capital, finding it necessary to reduce certain requests in order to meet the overall budget considerations: a(0 General Government City Administrator's Request Proposal Community Room Floor Covering $3,500 Repaint Fire Admin. Building 3,000 $3,000 New Roof Fire Admin. Building 38,000 38,000 (3) Humidifiers & Generator 12,900 12,900 (3) Smoke Detectors 1,670 1,670 Police Dept. Improvements 4,850 4,000 (2) Garage Doors/Orr House 600 600 Expand Parking Lot 70,000 10,000 Parking Lot Lights/Fire Admin. 2,000 2,000 Removal of Fuel Tanks 6,500 City Hall Irrigation 5,000 Other Equipment 2,070 2,070 Relocation of Town Hall 20,000 Expand Fire Admin. Parking Lot 36,000 Maintenance Contract/Generator 2,000 2,000 Total $159,240 $29,240 Additional parking is necessary, given parking needs for employees and general public. The cost for a permanent improvement is $70,000 placing a sizeable obligation on the general fund. A temporary parking lot is proposed for 1989 at a cost of approximately $10,000. A permanent lot would be redesigned and included as a referendum cost as a part of the community center project, therefore reducing this capital expense as a 1989 general fund obligation. SUMMARY The total community development budget proposed for 1989 is $1,300,710, an increase of 12.8% from the 1988 budget. The cost per capita, based on a projection of 45,000 persons is $28.90 per capita. The per capita cost in 1988 was $26.82 based on a population of 43,000. 7 MEMO TO: CITY ADMINISTRATOR HEDGES FROM: ADMINISTRATIVE ASSISTANT HOHENSTEIN DATE: AUGUST 16, 1988 SUBJECT: RATIONALE FOR SPACE NEEDS ANALYSIS This memo will serve to address the rationale for a space needs analysis as it pertains to the proposed 1988 budget. The function of such a study will be to apply the talents of our growing community. When the Municipal Center was built, it was anticipated to serve a population and house a staff comparable to what we have today. As we have grown much more quickly than could have been reasonably anticipated, the available space in the building has begun to approach a saturation level. If the building is to continue to serve Eagan, a more efficient and optimal use of its space is essential. The building was designed to be flexible and its open design has facilitated several remodelings or rearrangements already. However, each of those modifications involved the location of work stations in previously unutilized or underutilized portions of the building. Little such space remains. Two things are apparent: first, that inefficiencies in the current arrangement may not be overcome without the services of a design professional capable of matching needs to functions in a systematic manner; second, that efficient use of the lower level of the Municipal Center is essential if the effective life of the building is to be extended more than a few years. Further, the unique needs of the Police Department do not lend themselves to simple rearrangement of space. The function of a space needs analysis would be to analyze staffing projections in the near future and define a phased plan for their incorporation into the building's general floor plan. The general format for such a study is attached. The City of Woodbury undertook such a study to better anticipate its space needs in anticipation of remodeling, expanding or building its city hall. The study was done by Winsor/Faricy, the firm which is designing the new Burnsville City Hall. Both cities have expressed satisfaction with the company's work and were used as references in the preparation of this budget request. There are other architectural firms which are also highly recommended. Discussions with other cities and a potential vendor indicate that the cost of such a study would be roughly $30,000 - $35,000. The cost may seem substantial if not viewed in terms of the alternative, which is to go through a series of unrelated remodelings of existing space, with the effective life of the building being substantially reduced due to unforeseen inefficiencies in space utilization. As an example, the $100,000 SPACE NEEDS ANALYSIS AUGUST 16, 1988 PAGE TWO remodeling of the lower and police levels required a $10,000 architectural expense. It such a study forestalls the need to bond for a building addition even a few years, it could be justified. I hope this explains more fully the perceived need for a space needs analysis. It is a functional, rather than decorative, exercise intended to anticipate organizational needs rather than respond to them. If you have further questions in this regard or wish additional background, please let me know. 14:%4/"./ Ad nist tive Assistant JDH/jeh v �Vinsor Faricv,- rchitccts 15 August 1988 Mr. John Hohenstein City of Eagan 3830 Pilot Knob Road Eagan, Minnesota 55123 Dear John: Suite 375, 28 West Fifth Street Arch;:ects Saint Paul, Minnesota 55102 Intenor Des!grers 612 227 0655 Planners Enclosed is part of our proposal to the City of Woodbury for the planning study we performed. The fee proposal on page 3 was reduced somewhat by deleting some of thA require- ments. This proved to be unwise because the missing information was eventually needed. I would recommend that you budget no less than $30,000 and more likely $35,000. Sincerely, kovwv\ Wayne Winsor WW/gge Enclosure METHODOLOGY The following is our preliminary work plan. This plan will be modified and enlarged as we become more familiar with the specifics of the project. It is presented here as a focus for our proposal. Project Definition Establish project protocol • Create a master calendar and schedule for the project • Establish project budget • Designate roles/responbilities • Establish communication system between all team members • Set up documentation requirements including minutes of all meetings, memoranda, and other project records Set Purpose Validate goals and objectives as they have been set forth by the City of PHASE 1 Task One Interior space planning study Critical to assessing the City needs is having an accurate space program for all departments. We will work with the City staff and develop and circulate a space needs questionnaire. It would include such items as: • Organization charts • Function • Sub -departments • Communications with other departments • Equipment, special equipment requirements • Future changes, service needs • Major shortcomings of existing department Interviews will be conducted to verify information Based on information gathered through the interview process and the questionnaires, a space program will be compiled. The program will enable the team to accurately assess the City's needs and will .become the guide for all space planning. Task Two Once the space program has been approved, Winsor/Faricy will translate the organizational relationships into space plans based on the proper function of each department (present and future) • Organizational relationships • Reviews and approvals • Cost analysis There is much interaction between client and designer as the layouts are finalized. Task Three Evaluation matrix Each design alternative will be prepared to contain the following components: PHASE 11 • Response to program • Mechanical, electrical, structural (conceptual level only) • Site plan concept • Urban design concept • Response to design criteria Options and constraints will be defined and evaluated before recommending the final design. Each will be compared for fit with developed design criteria, facility constraints and requirements. Each alternative will clearly show how existing space, in gross square feet, will be utilized. Once the space program has been approved Winsor/Faricy -will translate the organizational relationships into a Concept Design. Staff and support spaces are located on the floor plan along with preliminary furniture and equipment layouts. • Conference with client • Analysis of project requirements - program analysis and concepts -site analysis - space and cost analysis • Building code information • Diagram studies of space requirements • Assembling of utility and survey data • Concept design plans • Sketches and study models • General project description • Engineering system concepts • Statement of construction cost • Presentation of CD documents to Owner The end product will be a set of concept design drawings for an addition to and remodeling of the existing facility or the construction of a new building and efficient utilization of the existing facility. I. TaR SUMMARY OF PROPOSED FEE The following fee summary represents a guaranteed maximum for the space utilization and staffing needs - feasibility study proposal as outlined in the Request for Proposal dated 22 December 1986 and the outline of the proposed tasks described previously. 1. Space program $7,800 2. Space plan alternatives analysis $10,600 3. Staffing and facility study alternatives $12,200 4. Cost estimate $6,000 5. Direct costs (materials, travel, reproductions, etc) $1,000 Total not to exceed $35,600 The above fee summary represents what we consider to be total comprehensive services required to maximize the potential for success of this project. Fees for Phase H will be determined based on the selection of an alternative scheme and consent of the City Council. The following represents the range of billable rates per personnel classification. Principal: $75 per hour Project Manager: $60-$70 per hour Project Designer: $60-$70 per hour Architect: $50-$55 per hour Technician: $35-$45 per hour Clerical: $25-$30 per hour I H H H O 5 1-1 H H O H H 1-4 O m cn t H H 0 H LO In CO 0 H H H O O 1-4 O CO H 8 H 0 0 H O 2 1-1 H m 8 H 8 H 0 cotrl H co 8 6 1-4 H 8 M H N 8 H 8 H H m N 1-4 H H 0.1 O O O y�. H H 0 H 8 ti 1l H 8 N H 8 rn co H H N H 0 O 0 H 8 H 8 H 0 O 0 N a a A H H 8 ti H 0, L 1 H H CO 8 0 .2f H H H 414-4 0. ya a M N H O 8 H L 111 H 8 H 8 H rn O O O N H 8 H H 8 N 8 LA' 0 N A ) ) ) ) ) ) ) ) ) ) e— a 1 H H O 9' O O H H H z 8 co M H 8 H H 8 O O H H H 8 9' H H 0 O O a H H H oo N 9' Fos 1 H H H O 0 0 C H H H m H H H ti co 0 C+1 H H H M N O O A SS H 9' H 9' H H H H m 4 0-1 H M H H O O 0 0 H H H O 8 O O 1 m 7 H H H 9' N 1 H H H N H H 0 ao H CO co" A H O H 0 H chi H O H 0 H 3 N h 'O a H H H J .1 H H 1-4 0,75 H H H 8 t` 9' 111 0.7 1 A H H 8 H 9' 8 0 A O H O H N 4 q I H 1.0 0 O H 8 H O H O Crs O CV 8 8 0 O 8 0 j 0 H H H 0 8 8 M t�Y H 8 H H 0 8 O 0 5 H 1.0 O H 0 H O O O 0 H H H O M 8 0 H O H 0 H 0 0 O O H 8 H 8 H O O O H O H O H O O 0 0 H H 1-i O O O O O U 8 8 H H H O H 0 8 O 0 H O H O H H O O O j H H O H O H 8 M O 0 0 8 N 2 a. N U c. H H 8 H O O 8 O 0 8 r .-, H H O H O H O O 10 10 8 10 H H 10 0 1.00 m a 8 8 10 H H O H H O ti H 8 10 M H O H 8 H 10 O tn H 8 10 0 H O ti H N O ti m a H H 0 A H H 8 s0 6 I M S 8 01 0 79- 9- §. 0 0 0 2 r e, eq • • A A w w A �1 WO. OQ a. A 0 8 0 2 OO 0 ✓ O Ll\ 49 19 49 s9 49 +9 yr 49. 49. 49. M 2 A O O 0 r t-' r € Ni N 49. 8N S 8 N 49. 11 11 11 11 F' t+ a A A a A • • • CABLE The cable communications function is a joint entity with the City of Burnsville functioning to monitor the Cities' franchise agreement with Cable TV North Central and to encourage use of cable facilities and capabilities in the two communities. The commission's budget is funded through cable franchise fees which amount to 5% of the gross revenue of the cable company. Because the Cable Coordinator's offices are currently located in the City of Eagan, the City also incurs certain costs of supervision and clerical support for this position. All such costs are billed back to the commission and are included in its budget. As a result of Council action, however, all other cable related costs specific to Eagan and not considered a joint responsibility are incorporated into the city's budget, but may be charged against retained franchise fees. PERSONNEL The cable budget anticipates no additional personnel for 1989. However, as cable is one of the numerous positions supported by the administrative clerical staff, it is anticipated that up to 1/2 of the recommended administration clerk typists time may be devoted to cable related issues. To the extent that they are, such cost will be rebilled and recaptured from the cable budget. The cable budget consists of a general commission budget in the amount of $79,995 and the local programming budget in the amount of $105,630. The general cable budget supports the commission and its general professional and administrative costs. The local programming budget reflects those items which support locally produced television including cable costs of local government meetings, support of local access use through promotions and grants and consideration of the company request for local access alternatives. Under the funding agreement between the two cities, Eagan is responsible for 50% of the proposed budgets. The combined budgets total $185,625. Eagan's portion of those costs would be $92,812.50. This amount would be fully funded from cable franchise fees with a retained amount of roughly $25,000 for the year, based on company estimates. A copy of the Burnsville/Eagan Cable Commission's recommended budget is included on pages The Cable TV Department budget incorporated into the City's General Fund is only a reflection of the activities directly accounted for by this City. It is not a budget for the Burnsville/Eagan Cable Communications Commission nor does it reflect the activity of that body. 0 The City department expenditures include: Cable Administrator $46,820 Postage, Telephone, Etc. 200 Franchise Fees Paid 92,810 $139,830 There is an off -setting revenue account (#3918) which shows $161,880 of cable related revenue coming to Eagan from the Cable Commission as follows: City of Eagan Staff and Accounting Support Cable Administrator Franchise Fee Transfer City Expenditures (I $22,050 46,820 92,810 200 $161,880 EAGAN 1.61441 J .VEI1 COMMUNICATIONS 2 COMMISSION 3830 PILOT KNOB ROAD, PO BOX 21199, EAGAN, MN 55121 612 454-8100 MEMORANDUM TO: Linda Barton, City Manager - Burnsville Tom Hedges, City Administrator - Eagan Gene Van Overbeke - Finance Director - Eagan Les Anderson - Finance Director - Burnsville Jon Hohenstein, Assistant Administrator - Eagan Steve King, Assistant to the City Manager - Burnsville FROM: Mike Reardon - Cable Coordinator Burnsville/Eagan Cable Communications Commission DATE: July 28, 1988 SUBJECT: 1989 Budget Proposals for the Burnsville/Eagan Cable Communications Commission BACKGROUND The following are the 1989 Budget Proposals for the Burnsville/Eagan Cable Communications Commission (BECCC). The budget for the BECCC is divided into two separate budgets, the General Budget (City of Eagan's account number O1-XXXX) and the Local Programming Budget (11-XXXX). The General Budget is used to support the activities and administration of the BECCC while the Local Programming Budget supports and provides for local programming activities on the Burnsville/Eagan cable system under the auspices of the BECCC. Both budgets are systemitized to cor- respond to_the Eagan accounting/budget system. Both the General and the Local Programming Budgets are to be funded by equal contributions from the two Cities. The funds to support the budgets are derived from the franchise fees the Cities receive from Cable TV North Central. The fees represent five -percent of the company's gross revenues received from the Burnsville and Eagan cable subscribers. Any franchise fees that are not budgeted into the BECCC's needs -based budgets are then retained by the respective city and are to be used for that City's cable related expenses. Details of the policy regarding the individual use of retained franchise fees by either City on "cable related items" has been, until now, unresolved by the two Cities. This has made it dif- ficult for myself to administer the 1988 budgets and to formulate the 1989 budgets. City staff and myself met on July 7th to dis- cuss this topic. As a result of that meeting it was decided that staff will develop policy and present it to the individual Coun- cils for their endorsements. If adopted and endorsed, the policy will state that individual City cable needs will be paid by using that particular Cities retained franchise fees. The BECCC, for example, will no longer have the financial responsibilty to repair and maintain the cable equipment in the Eagan city hall or to purchase new equipment for a particular City. DOCUMENTS ENCLOSED As stated in the background, attached/enclosed you will find the Cable Coordinator's budget proposals for both the BECCC's General and Local Programming Budgets. Also, there will be a Memo ad- dressing the projected franchise fee contributions to the Joint Cities which are to be used to fund both budgets. W c BECCC - GENERAL BUDGET - 01-XXXX. PERSONAL SERVICES 4110 - ADMINISTRATION WAGES - $12,900.00 Cable Coordinator - $12,900.00 Based on the rationale that was used to develop the 1988 Budget, the Cable Coordinator will spend approximately one-third of his time tending to and administering items related directly to the administration of the BECCC. Therefore, the Coordinator's salary and benefits are divided to represent one-third in General and two-thirds in Local Programming. (Salary increase reflects rate structured for Coordinator at the 9 to 21 month level of tenure, including step increase). 4115 - CITY/STAFF SUPPORT WAGES - $5,750.00 Clerk/Typist - $3,500.00 The City of Eagan's Administration Department has proposed, in their 1989 budget, the addition of a full-time Clerk/Typist. As the Cable Coordinator utilizes Eagan's clerical support on a regular basis, it is proposed in this, and the Local Programming Budget, that the new proposed postion be partially funded from the BECCC's funds. The rationale for the co -funding is that the new clerk/typist will be specifically trained in cable related matters. In addition to performing the following tasks, packet preparation, typing, minutes, xeroxing, filing, and other general clerk/typist duties, this postion would be available to assist the Coordinator as a back-up on cable related matters with the general public. This position would not incur expenses more than 50 per -cent of total costs for such a position and will be billed by the City on an actual use basis. NOTE: It is estimated by the Coordinator that at least 25 per -cent of his time is cur- rently spent on clerical matters. With a person trained to specifically assist the Coordinator, his time would be better utilized to address the local access issue, monitoring the cable franchise ordinance, assisting the public on questions and com- plaints regarding the cable company, and assisting the Cities on cable related items. The rationale of splitting the time of one- third to General and two-thirds to Local Programming will apply to the clerk/typist postion. Administrative Assistants - $1,500.00 Based on the assumption, by the Cities administrative assistants, that approximately five -percent of their time will be devoted to BECCC matters the Coordinator is likewise splitting their time, (1/3 to 2/3), between this budget and the Local Programming Budget. Financial Accounting - $1,500.00 There is a need to budget for additional staff support, based on Eagan's financial assistant director's estimation, that their staff spends approximately ten hours per month preparing the (9 BECCC's financial records. This item will be budgeted in full to the General Budget. 4150 - BENEFITS - $6600.00 Cable Coordinator - $4550.00 Based on the Financial Director's rule of thumb, salary times 35 per -cent equals benefits. Benefits will show the 1/3 - 2/3 split between the two budgets. Clerk/Typist - $1250.00 Same reasoning as above. Administrative Assistants - $530.00 Same reasoning as above. Financial Accounting - $270.00 Benefits will be paid in full from the General Account. TOTAL PERSONAL SERVICES - $26,270.00 SUPPLIES AND REPAIRS 4210 - OFFICE SUPPLIES - $1,000.00 This item includes all data processing supplies as well. It would appear based on costs incurred to date that a reduction in this line -item by $600.00 is appropriate. 4230 - REPAIR AND MAINTENANCE - $300.00 This line -item was included in last year's budget but was not ap- propriated with any funding. To date this year there has been over $200.00 expended. However, these expenditures reflect repair and maintenance of the cablecasting equipment in the Eagan city hall. As already mentioned, the policy on this item is cur- rently being addressed by both city and cable staff. It is as- sumed, at this time, that any future repair/maintenance will be the responsibility of the individual City. The amount reflected and budgeted above is for the maintenance and repair of the BECCC's personal computer, as per Eagan's MIS Coordinator's projections. TOTAL OFFICE SUPPLIES AND REPAIRS/MAINTENANCE - $1,300.00 YET C PROFESSIONAL SERVICES 4310 - PROFESSIONAL SERVICES - GENERAL - $2500.00 This amount has been reduced from the 1988 budget by $3,000.00. The rationale for this is two -fold. Reason one, being that the bulk of the professional services that actually affects the ad- ministration of the BECCC is more along the lines of goal setting workshops which are facilitated by outside professionals. The amount will be reduced to reflect the anticipated needs for no more than two sessions for 1989. Continuing with this same reasoning, the anticipated need for professional consultants in regards to the local access transfer issue will be demonstrated to a much greater extent in the Local Programming budget where such activites are to be reflected. Thus, this budget amount will be reduced while the other budget will be increased. 4311 - PROFESSIONAL SERVICES - LEGAL - $8,500.00 It is anticipated that the legal counsel will devote a percentage of his time to the administration issues concerning the BECCC and will still be requested to attend the BECCC monthly meetings and address items that will affect the BECCC and the Cities. At the current rate of $85.00 per hour the budgeted amount will only cover about eight hours of work per month. However, it is as- sumed that the majority of the counsel's work will be in the area of local programming and thus it will proportionately budgeted. For your information, the BECCC will be bidding out the services for legal counsel this fall with the selected counselor assuming duties January, 1989. 4314 - PROFESSIONAL SERVICES - AUDIT - $4,000.00 BECCC's 1989 Financial Audit - $1,000.00 The amount expended on this audit for 1988 was $900.00. It is anticipated that the 1989 audit will be slightly higher. Cable TV North Central's Franchise Fees Audit - $3,000.00 It has been discussed in detail this spring by the BECCC and re- searched by staff, regarding cost and firms, as to performing an audit of North Central's revenue records. Such an audit would determine if the Cities are actually receiving the correct amount due them from the franchise fees. It also would indicate to the company that the Cities and the BECCC may annually take account of them. The figure of $3,000.00 is based on the assumption that other commissions that are serviced by North Central would also support and share in such an audit. There are currently two com- missions that perform similiar individual audits of North Central. 4316 - PROFESSIONAL SERVICES - COMPUTER ACCOUNTING - $600.00 This was established as a line -item for the 1988 budget but was not appropriated with any funds. However, this is an actual monthly expense which, at current operating costs, will total approximately $540.00 for 1988. The BECCC accounting system is maintained on the Logis Financial System which is under contract to the City of Eagan. TOTAL PROFESSIONAL SERVICES - $15,600.00 OTHER SERVICES AND CHARGES 4321 - POSTAGE/TELEPHONE - $600.00 Projecting out the costs on these two items through the end of 1988, the budgeted figure appears to be an over-estimate by several hundred dollars. A more realistic figure for 1989 would seem to be the amount budgeted above, a reduction of $150.00. 4332 - PARKING/MILEAGE - $250.00 This figure represents a slight increase of $50.00, taking in to account the mileage reimbursement increase of two cents per mile established by the Eagan City Council and adopted by the BECCC. 4340 - ADVERTISING - $1,500.00 This is a substantial increase over the $50.00 budgeted for 1988. The reasoning behind the increase is two -fold. The first becomes apparent when one looks at the $885 in expenses already incurred for this year. The bulk of this amount reflects the advertising for the Cable Coordinator's position but costs yet to be incurred this year, advertising an RFP for legal counsel, will increase this under budgeted amount even further. Obviously, it is hoped that the BECCC does not have to replace the present Coordinator in 1989 nor advertise for legal counsel but it is the thinking of the Coordinator that this line -item be budgeted with a more realistic allocation. Anticipated amount is $750.00. The second portion is to be used to develop a brochure which ex- plains the purpose, activities and functions of the BECCC for the general public. It is anticipated that this brochure would be a handy instrument especially for subscribers. Cost - $750.00. 4360 - INSURANCE - $7350 BECCC Insurance - $2200.00 According to the BECCC's insurance agent, the insurance is not expected to increase in cost for 1989. This amount was a reduc- tion from 1987. . _ , 6,7 BECCC Insurance Bonding - $150.00 It is estimated that a bond in the amount of $150.00 will be adequate to cover the BECCC. BECCC Deductable Payment - $5000.00 As per staff's decision from last year, the deductable amount for a single liability occurance should be included in the budget and that after one liability claim/instance the Cities, the BECCC and staff would be on heightened awareness. In the event another deductable payment would occur the payment would need to be authorized by the Councils. 4370 - REPAYMENT OF ADVANCED FRANCHISE FEES - $17,500.00 This figures represents the Cities repayment of the cable company's advanced franchise fees as agreed upon by all parties. For your information, the final payment will occur in 1990. 4411 - CONFERENCES/SEMINARS/SCHOOLS - $4,500.00 N.A.T.O.A. Conference - $2,200.00 The National Association of Telecommunications Officers and Ad- visors is an annual conference that has been attended in the past by the BECCC and staff. The Cities requested that the 1988 budget reflect the attendance to this conference of one commis- sioner and one staff member. With this same thinking in mind the amount stated above represents the attendance of two people at a cost of $1,100.00 per person. MACTA Annual Conference - $1,650.00 Based upon the 1988 budget authorization by both Councils, that all members of the BECCC could attend state conferences, this figure represents the attendance of all 10 commissioners plus one staff member at the Minnesota Association of Cable Television Ad- ministrators at a cost of $150 per person. MACTA Fall Conference - $330.00 With the same rationale as above this amount reflects the atten- dance of all members of the BECCC plus one staff member at a cost of $30.00 per person. Additional Seminars - $320.00 This amount has been budgeted to indicate attendance by staff/coordinator at one or two appropriate seminars or con- ferences that may arise thoughout the year. It is assumed these events would be held in the immediate area. 4412 - PUBLICATIONS/SUBSCRIPTIONS - $250.00 This amount reflects the annual cost incurred to subscribing to Multichannel News, the "Wall Street Journal" for those involved in cable/television. All members of the BECCC receive this weekly newspaper as well as the coordinator. 4413 - MEMBERSHIP DUES - $325.00 The expenses incurred to belong to NATOA for 1989 will be $175.00 and for MACTA, $150.00, thus the total of $325.00. 4414 - MEETING EXPENSE - $500.00 The coordinator believes that the amount budget for this year will be appropriate again for next year. 4460 - CONTINGENCIES - $3700.00 The budget for contingencies was obtained by multiplying all line -items by five -percent. TOTAL OTHER SERVICES AND CHARGES - $36,475.00 4550 - OFFICE FURNITURE & EQUIPMENT - $350.00 It is anticipated that the BECCC will need to purchase an addi- tional file cabinet and at least two 1/2 inch VHS tape storage cases in 1989. TOTAL CAPITAL OUTLAY - $350.00 SUMMARY & TOTAL - LINE -ITEM GROUPS - BECCC GENERAL BUDGET PERSONAL SERVICES SUPPLIES AND REPAIRS PROFESSIONAL SERVICES OTHER SERVICES AND CHARGES CAPITAL OUTLAY TOTAL AMOUNT - $26,270.00 - $1,300.00 - $15,600.00 - $36,475.00 $350.00 - GENERAL - $79,995.00 BECCC - LOCAL PROGRAMMING BUDGET - 11-XXXX PERSONAL SERVICES 4110 - ADMINISTRATION WAGES - $24,800.00 Cable Coordinator - $24,800.00 In conjunction with the rationale stated in the General Budget and the anticipated increased involvement surrounding the local access issue, the Coordinator will spend at least two-thirds of his time tending to local programming issues. 4115 - CITY/STAFF SUPPORT WAGES - $10,750.00 Clerk/Typist - $7,000.00 See General Budget for rationale. Administrative Assistants - $3,000.00 See General Budget for rationale. 4150 - BENEFITS - $12,870.00 Cable Coordinator - $9,100.00 See General Budget for rationale. Clerk/Typist - $2,500.00 See General Budget for rationale. Administrative Assistants - $1,000.00 See General Budget for rationale. TOTAL PERSONAL SERVICES - $47,400.00 SUPPLIES AND REPAIRS 4250 - VIDEO AND AUDIO TAPES - $500.00 This amount will be adequate to cover the taping of the Burnsville City Council meetings. Approximate cost of tapes at six hours per meeting times 24 meetings is $435.00. (The Eagan meetings are now only cablecast live). This amount allows for a slight surplus for any additional taping by the BECCC. No in- crease from the 1988 budget. TOTAL SUPPLIES, REPAIRS AND MAINTENANCE - $500.00 PROFESSIONAL SERVICES 4310 - PROFESSIONAL SERVICES - GENERAL - $5000.00 The BECCC and staff will more than likely need to use consult- ants to assist them in their decision/recommendation making process concerning the local access issue/transfer. One example would be the search for and assistance in purchasing or renting a new access facility. Such a venture would possibly involve real - tors, architects and technicians. At this time it is difficult to determine the extent to which the BECCC would require consult- ants but the Coordinator believes that this is an item that will be utilized at least to the above indicated capacity. 4311 - PROFESSIONAL SERVICES - LEGAL - $10,000.00 With all the issues involved surrounding the transfer and estab- lishment of the local access issue, it is obvious, that whom ever is retained by the BECCC as legal counsel in 1989, this will be a very important and busy position. With the cost of the BE - CCC meetings and their related matters being budgeted in the General Budget, this line -item's amount hopefully will be more than adequate to meet the demands of local programming issues. 4314 - PROFESSIONAL SERVICES - AUDIT - $5,000.00 The BECCC has directed staff to perform a compliance audit and inventory of North Central's local access facilities. This is to determine exactly what equipment is at the facility, and the con- dition and value/worth of it. Depending on how long the access issue remains unresolved there could be a need to perform such an audit again next year. It has been estimated by staff, in con- sultation with other coordinators who performed like audits, that the above amount would provide for such an audit. This line -item was not included in the 1988 budget. 4315 - PROFESSIONAL SERVICE - CABLECASTING - $5,000.00 The current operating expense the BECCC occurs per month cablecasting the public meetings for the cities of Eagan and Burnsville is approximately, $325.00. Depending on how the City of Burnsville decides to cablecast their meetings, once they are housed in their new facilities, this amount appears to be adequate. If Burnsville should decide to add additional meet- ings, such as park or planning, there still appears to be a buffer. TOTAL PROFESSIONAL SERVICES - $25,000.00 7/ c OTHER SERVICES AND CHARGES 4332 - PARKING AND MILEAGE - $450.00 Following the logic, used for this item in the General Budget, a slight increase of $50.00 from this years budget should offset the increased mileage claim rate now allowable. 4340 - ADVERTISING - $9,800.00 Display Advertising - $8,300.00 Following the rationale by staff for the 1988 budget, ie; heavy promotion of local access in the local newspapers to get it off the ground, the Coordinator is requesting that the 1989 budget reflect the same logic and vehicle to promote local access. The cost for quarter page ads in the Burnsville/Eagan This Week newspapers is $134.55 per ad, (lowest price available no matter how many ads run). The cost for the same size ad in the Burnsville/Eagan Current/Chronicle is $182.70 . It is suggested that the ads be run on an alternating weekly basis utilizing both papers. Brochures and Signs - $1,500.00 The production of a brochure promoting what local access is/does would be a very useful tool in educating and informing the general public. In addition, the display of signs at actual taping/cablecasting events would be extremely helpful in the promotion of the access channels. Note: this line -item has been reduced by $1,200.00 from the 1988 budget. 4411 - CONFERENCES/SEMINARS/SCHOOLS - $2,500.00 N.F.L.C.P. Conference - $2,200.00 The National Federation of Local Cable Programmers holds an an- nual conference that has been attended in the past by the BECCC and staff. The Cities requested that the 1988 budget reflect at- tendance to this conference of one commissioner and one staff member. With this rationale in mind the amount stated above rep- resents the attendance of two people at a cost of $1,100.00 per person. It was decided last year that this conference be budgeted in the Local Programming Budget due to the nature of it. Additional Seminars - $300.00 This amount has been budgeted to indicate attendance by staff/coordinator at one or two appropriate seminars or con- ferences that may arise in 1989. It is assumed that these events would take place in the immediate area. 4412 - PUBLICATIONS AND SUBSCRIPTIONS - $200.00 Staff currently receives three trade publications, Cable Vision, Channels and Audiovisual, at an annual cost of $150.00. This amount anticipates higher subscription fees for 1989. 4413 - MEMBERSHIP DUES - $150.00 This figure represents the anticipated amount due to be a member of the N.F.L.C.P.. Line -item follows same logic as per con- ference as stated above for inclusion in this budget. 4414 - MEETING EXPENSE - $500.00 This item has been reduced by $500.00. 4430 - CABLE SERVICE FOR THE BECCC MEMBERS - $2,400.00 As per the Council's decision for the 1988 budget, the members of the BECCC will receive, at no charge to them, basic cable serv- ice. The rationale for this is so the commissioners can monitor the local access and basic service programs as a necessary func- tion of their responsibilites. This line -item was previously lo- cated in the General Budget but due to the nature of the Local Programming Budget, ie; local access/programs, it makes more sense that this item be in this budget. The additional amount nticipates a rate hike of $2.00 per subscriber per month. Therefore, $16.95 times 10 members times 12 months equals $2,034.00. NOTE: Staff has also included in the 1989 budget the commissioners use of a remote control. The logic behind this request is since they are monitoring what is on the system it makes since they have the capability to scan the channels with the ease of a remote. The additional cost of a remote is $3.00 per month per commissioner. This amount then totals $360.00. 4450 - TAPE DUPLICATING - $100.00 As per legal opinion from the BECCC's counsel, the BECCC is responsible to provide to the public duplicating capabilites of the taped public meetings. This is due to the Minnesota Data Privacy Act. The BECCC will provide copies of tapes to the public at the cost of $20.00 per tape. This cost will be paid by the tape requestee as a legitimate and actual cost currently charged by North Central. The BECCC cost should be nill but $100.00 has been budgeted as a buffer. This is a reduction of $200.00 from 1988. 4460 - CONTINGENCIES - $5,030.00 The budget for contingencies was obtained by multiplying all line -items by five -percent. TOTAL SERVICES AND OTHER CHARGES - $21,130.00 rtr 7� C LOCAL PROGRAMMING ASSISTANCE 4810 - Local Access Grants - $10,000.00 These grants are made to individuals and organizations in Burnsville and Eagan with the intent of assisting them in produc- ing local programming. This amount appears more than adequate to meet this demand. However, in the event the local access trans- fer does happen, and the BECCC is involved in the operation in some form, it would make sense, as part of the promotion of the local access facilities and programming, to include in the promo- tions an emphasis on the ability for producers to receive grant monies. This may create a burden on this line -item to meet the demand. 4820 - Regional Local Access Support - $1,600.00 This new line -item is different from 4810, Local Access Grants, as this item pertains to local access assistance of two regional entities that are involved with local access. The Slate Awards - $500.00 It honors, recognizes and supports the efforts of local access producers state wide, via an annual awards ceremony and video presentation. The Slate Awards has requested and received $500.00 in funding contributions in 1987 and 1988. The non- profit event is recognized by the BECCC as a worthwhile venture which helps promote and showcase local access production. It is assumed the Slate Awards Committee will request funding again in 1989. Regional Channel 6 - $1,100.00 The second amount of $1,100 is budgeted for Regional Channel 6 which is currently cablecast throughout the Twin Cites metropolitan area. Regional Channel 6, like the Slate Awards, further advances local access by displaying on a regional basis quality Twin Cities local access shows. Their current budget is comprised mainly of contributions from grants of corporations and similiar foundation support. Regional Channel 6 is currently in the process of soliciting contributions from amongst the cable commissions in the Twin Cities area. The State has awarded to the Channel a grant for $20,000 if they can receive matching funds from the local public. Therefore, the Channel has ap- proached the commissions and their 300,000 subscribers to make a per subscriber annual donation of 5 - 10 cents per viewer. Based on 15,000 projected subscribers in 1989, at 7 cents per sub, the amount comes to approximately $1,100. Again, the BECCC sees Regional Channel 6 as a quality promoter of local access and wishes to budget for its support. TOTAL LOCAL PROGRAMMING ASSISTANCE - $11,600.00 SUMMARY & TOTAL - LINE -ITEMS - BECCC LOCAL PROGRAMMING BUDGET PERSONAL SERVICES SUPPLIES AND REPAIRS PROFESSIONAL SERVICES OTHER SERVICES AND CHARGES LOCAL PROGRAMMING ASSISTANCE - $47,400.00 $500.00 - $25,000.00 - $21,130.00 - $11,600.00 TOTAL AMOUNT - LOCAL PROGRAMMING - $105,630.00 1989 CABLE REVENUES/EXPENDITURES Franchise Burnsville --Mn3 A'11.14IOf--- U) -s v u 1-1 C Q) • 'O In 1 0 al 0• •• X CT W ur y 0 ZT r0 m 1989 BECCC 4-1 U (1) '0 (1.) U + J 0 a w r -I a) a a) O O .-4 3 C -0 •••1 O '0 01 U C 0 W 14 04 o x w W W 0 A Burnsville Carryforward BURNSVILLE (54%) u1 rn rn 0 01- a) 0 co 0. O rn ca V? Q.) 7 \ 4) U to w r+ 0 T 0 G p‘ CCI o • \ U Franchise CO 0 CO CO - 0 } Franchise Coordinator 0 0 0' Eagan Carryforward Franchise Fees Revenues 1 H A5 N 8 R7 H 0 N H H 1 H 441 H M H 0 1-4 H O 0 H I i j H 0 H 0 H CO • 0 H H H O 0 0 0 1-4 H 1-4 O O O N S H H H 0 '0 c. H H H O O 0 a 77 1 H 8 H 8 H Cyl H H C) H N 8 M chi 11 1• F rn H H O O O 1 H H H CO O o 0 f 1 H H 1-4 O O 0 H 0 CO H 0 1-1 1 8 a H 0 0 co crs 1-4 O m rn H 0.7 m 8 1-1 H 1-4 O O O 3 0 O 1 A POLICE DEPARTMENT To assist Council review, Police operations were divided into six (6) programs that include: Administration Patrol Investigation Support Animal Control Civil Defense Consistent with previous years, the budget is presented as a line item approach but the final draft will include a program breakdown to better understand the cost of certain police services. The proposed 1989 budget for police operations includes a request for additional personnel, a new telephone system at $33,000, and increases for capital purchases and line item expenses. A close review of all the proposed expenditures by the City Administrator and an effort to balance the budget required adjustments to the proposed Police budget. The following is a breakdown by budget category, starting with Personnel. PERSONNEL A suburban police department generally staffs sworn personnel at a ratio of one officer per 1,000 people. This ratio has been a goal of our department. During the past several years, the number of sworn police personnel per 1,000 population has fluctuated due to various budgetary constraints and significant population increases. There were 37 sworn personnel approved in the 1988 budget. During this calendar year, a special action was taken to approve the ongoing funding of a drug task force officer, a police officer and investigator for the handling of child abuse cases. The total sworn personnel is now 40. The Police Department is requesting six (6) additional sworn staff in 1989 for a total of nine in one year to meet the anticipated ratio of 1 per 1,000 or 46 sworn personnel for an anticipated population of 47,500. In addition to sworn personnel a full time clerk typist is proposed beginning in January. The City Administrator is suggesting a change, both in the months scheduled for hiring and the number of personnel requested. The planning department has calculated 45,000 based on Metropolitan Council and City permit projections. Like all departments, additional personnel is required for the Police if a high level of service delivery is to be maintained. However, due to the increase in personnel during 1988, the anticipation of a leveling growth during the next few years and many other budgetary demands throughout City departments, the 1989 police budget request for manpower was adjusted in the City Administrator's budget. Since a strong commitment has been demonstrated by recent Council action to increase sworn police personnel to an acceptable level, the reduction of one officer and change in starting dates for new personnel should not cause any significant impact on police operations for 1989. Lieutenants are proposed for 1989 to provide supervision during evening hours, Monday - Friday, and a similar coverage on weekends and holidays. In past years, supervisory coverage during these hours was not necessary. Volume of calls, the necessity of available administration at the Police offices and other needs are among reasons for the additional supervisory personnel. The three (3) year management plan presented to the City Council in a June work session confirms this personnel request. To assist Council review, graphics were prepared that illustrate both current and proposed supervision coverage, Monday through Friday, and for weekends and holiday. (See attached exhibits). The following personnel breakdown is presented as follows: Proposed 1989 City Administrator Personnel Proposal Chief 1 Captain 2 2 Lieutenant 2 (2 new) 2 (2 new) Sergeants 5 Investigators 5 Patrol Officers 31 (4 new) 30 (3 new) (2) January (2) March (2) April (1) September Total 46 45 Office Manager 1 Dispatchers 8 (4 part-time, 4 full-time) Lead Dispatcher 1 (part-time) Secretary 1 Clerk Typist 2 (1 new) Receptionist 2 (part-time) Data Entry Clerk 1 Animal Control 1 Community Service 2 Officer (part-time) 19 1 8 2 (1 new) 2 Total Police Personnel 65 64 The City Administrator's proposal 'is an increase of six (6) personnel from the 1988 budget. Overtime is also budgeted to cover those hours in excess of 172 per month that involve training requirements, court time and other requirements. OTHER There are a number of proposed increases that are referenced as other. Clothing and personal equipment is increased to properly reflect new and proposed personnel as well as gear for the SWAT team. Repairs are increased realizing that the City purchased two additional vehicles in 1988 and there are three more proposed for 1989. Motor fuels is also increased due to the extra vehicles. Both professional and medical services are directly related to police (sworn) personnel. All animal disposal is now required at Lakeside since burial is no longer permitted, requiring an increase in this operation. The Police Department is recommending the use of cellular phones for all field supervisory personnel. The ability to return telephone calls while located in a parking lot or some other area of the community allows the sergeant to patrol and return calls while located in the field for increased efficiency. Also included, as a new line item, is vehicle rental (4397) for our drug enforcement officer. This position needs unmarked vehicles and a different model on a regular basis. Conferences and schools, better described as continuing education, is increasing each year. Sixteen (16) hours of continuing education is required each year at a cost of $325 per officer. A portion of this amount is reimbursed by the State of Minnesota and will be listed as a revenue. Other educational expenses include explorers, FBI updated training, driver training, dispatcher training and many others. CAPITAL OUTLAY Capital is generally not a large consideration in police when compared to a fire pumper or a street road grader. However, there are police car replacements, equipment purchase, i.e.: radios, office equipment, that is required on an ongoing basis. The following is a breakdown of proposed capital. Police City Admin. Proposal 4560 Office Equipment $7,050 New Telephone System 33,600 70 $5,000 4570 (12) Pagers @ $400 4,800 (17) Portable Radios @ $1,168 19,460 (7) Cellular Phones @ $795 5,570 (8) Mobile Radar Units $1,200 9,600 Other equipment such as sirens, sensors, cameras, vests and weapons. 4580 (8) Patrol cars @ $12,800 (3) Admin/Invest. Cars (1) 4 Wheel Drive Visa bars, oxygen units and squad switch overs 28,430 4,800 19,460 5,570 9,600 10,000 102,400 (7) 95,100 * 33,600 (2) 22,400 18,000 18,000 11,100 Total Capital $273,610 9,000 $198,930 The total proposed capital is significant but necessary for operations. Five of the patrol cars proposed are replacement while three are new or additional. Other equipment is directly proportionate to the growth in personnel and vehicles. The City Administrator modified the capital request, by making adjustments that should not impair police operations. It is recommended, and the budget will reflect, that a consultant be hired during 1989 to review the entire City of Eagan's telephone system. * Includes 7 cars @ $12,800 and $5,500 additional for licensing and excise tax. SUMMARY The total police budget proposed for 1989 is $3,232,240, an increase of 24.9% from the 1988 budget of $2,588,470. The proposed budget, using a projected population of 45,000, is a per capita cost of $71.83 per Eagan resident in 1989. The cost in 1988 is $60.20 per capita based on a population of 43,000. 44 cS) H 1 H H H K H H 0 ✓ H 0 0 H 0 H 8 M 0 0 H H H M 0 CO H t H N H H �NN 10 0 pEs ti H N H N H 8 S 8 H 8 10 N H 8 '8 N Ol 3 ) ) F• H411 §Il 55lQ I H O m 7 H H 2n H H H AcA H O O O 8 N 1-1 H H H H 1• H H H m H O M O H H H N 0 0. c H 0 1-4 O H O OS H H M H ON N H H H N 2 O H H H N H H H M • • N N H O H O 011 H O O O H H 0 O H H H N 111 �Np H H H O z O N H H A H H H H H H O 8 O H H H O O O H O H O H LIN O 0 O H 0 H H O N R N M m 411 §CI I 1 H H H O ti H 8 'O H H cn M H 8 N 1-1 8 N H 0 0 H H H 8 O H O H H t0rl 0 A M H N 1-1 N 1 X H 1-4 H LL'1 4- ui O M H g H (Nit— H LA. rn 3 M H H H O 0 0 1 M H H H 0 O O 0 N 8 H 8 H 0 8 01 0 1 1 H N H 0 0 O 1 1 V Lo H H 8 N 1-1 CO O u H O N H O 1-4 to 10 03 8 0 m H H 111 O 8 �N1 [s] H O H O H 0 O O 1 a H H H N H H N M A ) ) ) N H H m 8 H 8 M H 8 M H O CO H M H M H N 1 O H H H 0 N O 3 H H H 0 0 O 1 N SCI a H , 8 c H O 8 tfl 4 H H H 8 1 8 H isc 0 OM h H 0 O 0 8 8 H H 0 LCN H 8 n § H 8 H 0 8 R LIN H 0 H CO 0 0 0 A s a H M H r 0 O 0 Lel H O 0 A H H f2 H 8 O cO 0 8 ti 8 N H H O H 0 8 In 0 O H H O H 8 0 H '0 M .n 8 g7 H H a- a - 1 -1 H fi O O O0 M 0 0 a - H 8 O H tf1 a- 8 8 so O 1 H 8 O H 0 H 0 H M a 6 * H H 0 8 H 6 !li 1 49. N 00 A m L §sA g 1 A N i 1 rn A 10. 49. } ) ) J ) ) ) J ) ) ) J ) ) _) ) J N N • O N Lri t•-• CO 8 8 s N 0 0 0 0 to A N 0 O 0 N O 8 N A 0 8 1 O 8 O n1 LA. y N 111 N N 1 .H A 7 N 6 1 1 * approved $5,500 to be spent on 4580 equip 8 8 444 -64 O C4 CO 'O O N- F.?, coco A. co" N O co Lo LC CV m LO c-- 1 a 0 8 M 44. FIRE During the spring of 1987, a referendum was approved for two (2) new fire stations and additional fire pumpers. The stations were constructed during 1988, pumpers were received during this calendar year and, finally, the firefighters were recruited and training began to staff Station #4. New buildings, equipment and additional manpower is causing an increase in the operating budget above and beyond any inflationary considerations. The operating budget of the Fire Department will reflect these new operating expenses as well as other adjustments to reflect the increasing volume of fire calls and other related Fire Department activities. There are no new programs suggested; however, the Fire Chief is recommending greater concentration on fire prevention, preventative maintenance of equipment and the addition of a full-time fire chief to provide clear and better organization for the operation of the Fire Department. PERSONNEL The Fire Department is recommending a full-time Fire Chief, Fire Marshal, and half Clerk -typist as new personnel. The position of Fire Chief was given strong consideration by the City Council in 1987 for 1988. During the budget deliberations, it was a mutual decision on the part of our volunteer Fire Chief, former City Council and City Administrator that this position be delayed one (1) year. A full-time Fire Chief position is included in the City Administrator's budget to begin on approximately April 1, 1989. The Department is reaching a level of operation whereby a full-time chief is necessary for the coordination of buildings, equipment and the 100+ volunteers that staff our five (5) stations. A full-time Fire Chief would be available during the daytime hours to meet with the City Administrator and participate in various departmental activities that require the entire management team. A full-time Fire Chief administering a volunteer fire department is not unusual for a City of this size where a volunteer Fire Department exists. The position of Fire Marshal is being requested by two (2) departments: Community Development at the request of the Chief Building Official and, in this budget, by the volunteer Fire Chief. It has been agreed by Chief Southorn, Chief Building Official Reid and the City Administrator that one (1) full-time Fire Marshal position is necessary. The City Administrator has placed this position in Community Development under the division of Protective Inspections, recognizing that our Chief Building Official is full-time and the Fire Marshal should report to a full-time supervisor. If the position of Fire Chief is approved as a full-time position, the position of Fire Marshal should be further evaluated and it will be determined by the City Administrator as to whether the Fire Marshal should appear in Q' the Fire or Protective Inspections'' budget. In any event, the Fire Marshal will perform duties for both departments, Protective Inspections and Fire. Duties include review of multifamily residential, commercial and industrial building permit plans, fire prevention, oversee day care inspection and other related duties, investigation regarding cause and origin of all fires. Another duty of the Fire Marshal will be to oversee contractual Fire Inspectors and the performance of maintenance inspections of all existing multifamily, commercial and industrial buildings to assure adequate public safety levels. Fire Chief Southorn is proposing a half Clerk -Typist. The City Administrator has taken the $6,500 recommended for half Clerk Typist and designated it as salaries and wages for temporaries which allows Chief Southorn to retain clerical assistance on an as -needed basis during calendar 1989. Chief Southorn is recommending that the firefighters compensation be increased from $5 to $6 per call. The average number of firefighters attending a fire call is 37.8 X 575 @ $6.00 per call, projects $130,410. Volunteer firefighters are paid two (2) times a year in July and December and the $6 is calculated as a base guarantee, in other words, $130,410 is divided by the number of persons responding to calls, therefore the rate could be slightly higher than the $6. The City Council should approve any increase in the amount paid for fire calls when giving consideration to firefighters compensation. Chief Southorn is estimating the compensation for fire training to be approximately $57,600 which allows for 5,760 hours of training at $10.00 per session. The emergency hours for repairs and other equipment malfunction is estimated at $4,500. Meetings that are established by the Fire Chief are estimated at 1,538 hours X $10.00 per hour or $15,380. The officers' pay for Fire Chief, District Chief, Captains, Training Officers and other related positions, is $58,820. The total firefighter compensation considering calls, training, maintenance of equipment, meetings and officer pay is proposed at $266,710. The City Administrator concurs with the amount recommended for firefighters' compensation. The reason for what appears to be a substantial increase from $190,000 figure approved in 1988 is the addition of firefighters and an increase in a per call compensation from $5 to $6. Firefighters Relief Association --Each year the City appropriates an amount for the City's portion of the Firefighters Relief Association or Retirement Fund. An increase in firefighters' pension amounts was approved in 1987 for 1988 and that new rate continues in 1989. Each year an actuarial determines the City's contribution for the unfunded liability. The Firefighters Relief Association is recommending that the City allocate $97,550 which is greater than the required amount for the unfunded liability. This amount is based on using a factor of 7% X the budgeted 1988 amount of $91,166. This 7% factor was in agreement with the last five (5) year pension plan that wasin effect through 1987. The recent pension increase did not call for a 7% factor which tends to build greater dollars in the unfunded liability account for the Fire Relief Association than is necessary. The actual amount required for a City contribution is $65,000 and the City Administrator has adjusted his budget to reflect this reduction. OTHER Again, Other includes parts and supplies, services and other charges. As previously stated, the addition of four (4) new pumpers and two (2) additional fire stations requires an additional appropriation for such items as motor fuels, lubricants, shop materials and other supplies. The addition of new firefighters increases the clothing and personnel equipment. One item has not appeared in previous budgets is supplies for the joint fire training center that will be completed in the near future. Walls, doors and other kinds of materials will be burned and destroyed as firefighters train in the facility. Each city has a responsibility to replace supplies necessary for training purposes. A medical services appropriation was increased from $1,700 to $15,500 from 1988 to 1989. The Fire Chief is proposing fitness testing for all existing personnel at a cost of $12,000 which includes stress tests. Also included are physical exams for all new personnel that will be trained during calendar year 1989. The City Administrator has adjusted the budget to exclude the wellness seminar which can be provided through Human Resources, Inc. Another increase is general printing and binding which has increased from 1988 appropriation of $4,500 to the City Administrator's budget of $7,700 due to the reduction in route book printing for five (5) stations. All fire route printing is based on a response to all addresses throughout the community from three (3) stations. It will be necessary to print new books and continue to update section maps, keeping in mind a response from five (5) stations. Also, utility charges for electricity and natural gas have been increased to reflect the additional buildings. A number of building repairs were suggested for Stations #1, #2, and #3 and the Fire Administration Building that include painting, heating and cooling system repair, overhead door repairs, circulating fans, recarpeting and number of other improvements. The City Administrator's budget has scaled back the Fire Chief's budget of $50,100. The City Administrator's budget totalling $18,850 assumes a three (3) year remodeling program starting with Station #1 in 1989, Station #3 in 1990 and the remodeling and upgrading of Station #2 in 1991. Station #2 is delayed until 1991 to allow the Fire Department and City Council ample time to study whether this station should be abandoned and a new station constructed at a different location. Therefore, the City Administrator's budget considers improvements and repairs that are necessary for Station #1 as a part of the building repair budget for 1989. Also included in that number are some other small repairs to all stations that address heating and cooling system and other minor repairs. Conferences and schools include training for Fire Administration and other volunteer personnel. The increase in costs again reflects a larger department. CAPITAL OUTLAY The following is a list of capital outlay proposed by the Fire Department. Each capital item will include a brief explanation, in the next column the dollar amount, and the City Administrator's recommendation. Land -finish parking lots & curbs at Station #2 Fire Department's City Administrator's Request Proposal $23,000 Furniture --Meeting Room furniture including tables, chairs, sofas, etc., for all five (5) stations 12,700 $10,200 Office furnishing and equipment --Office fur- nishing & equipment for Stations 1,2,&3, accou- stical cover for printers, file for ; section maps, other drafting equipment & miscellaneous equipment Other Equipment: Exercise Equipment Stations #4 & #5 Computer Equipment Hose Replacement Four (4) Foam Generators Water Rescue Equipmt Floating Pumps Stinger Water Cannon 4,300 4,300 16,800 10,800 14,400 --* 24,550 14,550 2,400 2,400 4,250 4,250 2,000 1,000 7,700 Dive Suits $4,800° Emitters for Fire Vehicles 15,400 Training Equipment to include a Fog Machine & Video Equipment 5,200 $5,200 Robotics Robot 4,500 Tables, Chairs, Cots & Improve- ment to Fire Stations 19,000 6,650 Small Equipment for Trucks 3,760 3,530 Three (3) Mobile and Eight -Frequency Radio 3,600 3,600 Survivair Breathing Bottles/Replacement 6,000 4,500 Arson Investigation Camera 1,000 1,000 Mobile Equipment: Air/Salvage Vehicle 36,100 30,000 Three (3) 4X4 Vehicle for Chiefs' Cars 42,000 Three (3) Light Bars 2,400 2,400 Three (3) Sirens 900 900 Grass Fire Truck 29,000 29,000 Replacement of Grass Rescue Truck 27,000 Mobile Maintenance/ Refurbishment for Unit #5 20,000 20,000 $332,760 $154,280 The City Administrator will review each of the capital items in more detail upon the request of the City Council. Q5 SUMMARY Proposed as a 1989 budget for Fire Department are expenditures in the amount of $772,900, an increase of 33.9% from the 1988 of $577,170. The proposed budget, using the projected populations of 45,000 is a per capita cost of $17.18 per Eagan resident in 1989. The cost in 1988 was $13.42 per capita based on a population of 43,000. N 411 fq I 5 I q H tn H H co - O O O H H H c O m 0 H H O O H H H O 0 0 H H O H O 0 9 H H H O 0 O M H O ti H M O N 0 H H H 0 ti tf, H H H ti m 1 H H 0' H 8 07 H H H N A H 0 H 0 N H O 0 H O N H 0 H O 0 O 1 S H H H N H H H 0\ net 0 H H H O O H H H 8 O O 4�. H cs.1 H Asa' H a 1 1 H 8 cO H 8 H N pO 0 tP r� O H t 0.d tgN N 1 H H H 11'1 N H H H cn O CO., A m H H H N m H 8 H H 0 8 M 8 H H O H 4 H H H Lfs rn H 8 H H O H H H CC H H 01 H H H L H 0 H 8 4-1 8 H 0 N 01 O Qg H H H M H 8 H H In S 1 H 0 s H H M rn H H 8 H O O O M H H H 8 A 0 1 H 8 ezt H 0' H 8 H H H 53 H H H 8 ccrt— UU N H H 8 H ti c a a H H LL H H H H u PG 1 H H 8 H A 5 • l 1 l • sl 11 Q EI cor 1 cON-a, 1 H O H 0 0 H 8 8 0 8 co co 0 co H 0 H 0 c M 0 1 H D 5' 0 H H 1X M LCN 8 a 3 H H H 0 0 0 H H 8 H H 0 H 0 Q o 2 0 H g 11 1-4 n 0 H H O H O 0 0 ON H H H 0 O cg A H 3 H fi 0 Oq H H H H 0 O 0 H H H H h 8 4- H H 8 H 4' n H O 5' 0 0 n 8 H H a H 3 m 5' 1 8- CO 01 • 01 H H 8 1-1 8 01 1-1 O 8 01 0 11 1-11 H 3 5' 1-1 AM C.1 H 4' N f. a 8 H /-1 1-4 11 0 eg% r r P A n r+ ^ A w P+ A A c, O 49. 0 R 49. 4) Total - 4510 A A 49. N F 8 A A 4. 4i 3 6 49. a N O N O 1 1 8 N A. 8 h' N 8 O /OI O O 0 M 8 0 M 8 A A N •c eA r e A o t a• •• 1 "4. 1 6 fi N 1 M 2 fi 2 2 lQQ 3 49 44 8 44 44 M A M • PUBLIC WORKS/ENGINEERING The Public Works/Engineering Division of the Public Works Department is experiencing change as a department, possibly more so than any other department. As the City continues its development and neighborhoods continue to mature, our Engineering Division is not only responsible for the processing and management of final plats, but also a public service to residents for the many engineering questions and concerns that are raised on a day to day basis. Therefore, the need for additional labor or personnel is great in this department. The Director has expressed a need for 7.5 persons to adequately handle the volume of workload that is occurring. PERSONNEL The department's budget includes a request for a development design engineer to coordinate all consultants, perform some in- house projects and act as the core group to handle projects at some time in the future when consultants are no longer required on a day-to-day basis. At the present time, the City is employing two (2) consultants from OSM at approximately $65.00 per hour each. This design engineer could perform some of those tasks and bill at the same rate creating revenue for the City. Two other civil engineers are proposed and they include a transportation/traffic engineer who would perform daily, routine accident analysis, plan traffic signs, and examine new projects. In addition to the design engineers, some of this individual's time could be billed to projects. The other engineer is a drainage/water resources person who would coordinate the 340 wetlands that presently consist of six different classifications and respond to the public regarding information on plans for the on-going maintenance of the various wetlands. The City Administrator was not able to include these two positions due to our budgetary ceiling; however, a number of the responsibilities will be handled by consultants. The Director of Public Works and City Administrator would like to discuss the significance of additional, in-house engineers as part of the budget process. Also recommended by the Director of Public Works, is a senior tech responsible for the administration of plats, Ultimap and the handling of all as-builts. Engineering aides are recommended for the replacement of existing interns who are performing permanent type work. The City Administrator is recommending the senior tech and two (2) engineering aides as proposed. Also a clerk - typist is recommended to assist in the growing clerical responsibilities but the City Administrator is not recommending this position. It is not possible for Personnel to hire all positions effective January 1. Engineering personnel are proposed to begin on approximately February 15, therefore, they are budgeted at 101/2 /03 months for new personnel. The City Administrator is proposing to continue the internship program with one (1) intern as opposed to the three that are currently employed. OTHER There are no major changes under parts and supplies or services and other changes. The Director of Public Works is proposing a mobile phone which is included for City Council consideration. The Director feels there is enough time spent in his automobile that the return of phone calls could enhance efficiency in day- to-day operations. Engineering services was reduced in the City Administrator's budget to reflect a part of the new personnel he has included in his budget for Council consideration. The watershed management assessment is $8,000 in 1989, a reduction of $7,000 from the $15,000 in 1988. All other costs accurately reflect the volume of business or increased activity in that department. CAPITAL OUTLAY There are a number of small items requested as capital outlay. Included as furniture and fixtures are four (4) office screens, desks, two (2) six-foot, layout tables, two (2) legal size files and two (2) bookshelves. Other equipment includes three (3) telephones, two (2) traffic counters and various survey equipment. A vehicle with a radio was proposed in the amount of $13,000 but eliminated by the City Administrator. The survey van with radio estimated at $16,000 is reflected as an item in the City Administrator's budget. SUMMARY The increase in demand for engineering services prompted by developers and residents is requiring higher expenditures to accommodate this volume. Each new addition and accompanying increase in streets adds to the need for equipment and manpower as the Department continues to try to meet this need. Proposed as a 1989 budget for Public Works/Engineering are expenditures in the amount of $678,450, an increase of 32.3% from the 1988 budget of $512,970. The proposed budget, using the projected population of 45,000 is a per capita cost of $15.08 per Eagan resident in 1989. The cost in 1988 was $11.93 per capita based on a population of 43,000. H 411L.,!3' H 0, H 9, 0 H H H 0 m 1 1 H H H 0 N H H H c7,p M H H H 0 8 0 F t H H H 0 0 Uu H H H 3, 8 07 H H H 0, CO Cn O co 9, 9' 3 c� 1 3 M O 9' L1-1 M N 3 1.11 H H H 9' H H 8 H N 8 H H 8 H '0 O g O M rn O a ( D� 8 CV H H A H N 8 O ) ) ) H H 8 H N 8 8 a H H H 8 rn 0 H 0 H 0 I-1 0 O 0 1 H 0 H 0 H 2 0 0 9, s H H H ti 00 H H H 0 4 2 H H 8 H 0 8 z H H H m 0 H 8 H H N N '0 0 1 H 1-4 H CO M N 0 O H N H NO H pO H H m m H 8 1-4 8 H O 8 CV M H H H M H 1-4 H 0-1 H 8 H 8 H CO a H H H 8 H H H N CO 8 H 8 1-4 8 1-4 8 N 8 M H8 H H CO N 3 H 8 H 8 H O 8 O 0 (D H H H 0 0 O H H H H H O H O 0 0 0 (Yl N 0 H H O H O O O 1O H 0 H H O 8 0 O O H A 1-4 8 H 8 8 KI N N H 8 H 8 H O O N O 1• N H H H CO H 8 H 8 H 3 4 a a H H A O q 1 .11 I n O O 1§ 8 4 0 0 H 0 8 O O H O H 0 H 0 0 0 4 H O O H 0 0 0 4 H O O H 0 0 H H 8 0 H 8 8 H H H t!1 H O 0 0 H H H 8 H 8 8 H H H 5 H 0 0 R M 0 H H H O H O O 0 1 5 x H O 0 H oM ll 1 M 0 1C\ H 8 8 H 8 0 /07 1 ) 1 !/q M 3 0 LA - 48 4 P 0 48 48 �A — N 2 2 1 2 2 m � -64 1 1 /og 1 ti 0 49. 2 A 11 1 -64 ii STREETS & HIGHWAYS The Streets & Highways Department, also responsible for storm sewer maintenance, is adding street miles at the rate of approximately 20 miles per calendar year. At the end of 1987, this department was responsible for the maintenance of approximately 175 street miles, while in 1986 the mileage was approximately 156. With the addition of many new subdivisions and miles of streets in 1988, it is anticipated that the department will be responsible for approximately 190 - 200 miles by the end of calendar year 1988. With increased miles and streets are additional street signage, storm water catch basins, boulevard restoration and many other responsibilities for the maintenance division. The Director of Public Works is requesting additional manpower and capital to assure a high level of street maintenance for existing and new subdivisions. A pavement management software system, among several other capital items, is proposed for the purpose of establishing a detailed street maintenance and replacement program. Contractual routes for snow removal, more efficient street repair, improved paving operations and a variety of other maintenance enhancements are considered with the 1989 street budget. PERSONNEL The Director of Public Works is proposing three (3) street maintenance personnel with one to be hired October 1988. Also proposed is a Solid Waste Coordinator. Only one maintenance person has been hired for the Streets and Highways Department since the early 1980's. That person was added in 1988. The City Administrator has reduced the number of Street Maintenance personnel to two (2) with both starting February 1, 1989. The Director of Public Works has implemented a number of efficiency measures in recent years to maximize his allocation of personnel. As an example, wing operators have been eliminated for snowplowing; therefore, one person is driving a plow vehicle with special mirrors and windows that were installed thus reducing the number of personnel required for each vehicle during snow plowing. Also in the spring of 1988, the department has administered a three shift, 24-hour per day, five -day -a -week schedule for several weeks to complete the spring clean-up. The City of Eagan, due to its growth has fallen behind in the number of appropriate maintenance employees per thousand population. Presently, out a number of cities surveyed in the Metropolitan area, the City of Eagan ranks at the bottom in terms of street maintenance employees per thousand and second to the top in the number of street maintenance miles each employee is responsible for. Please refer to the attached graphs for further information. This information helps us understand the impact of rapid growth. ioG According to the Dakota County Landfill Abatement Funding Program, our community must develop a program by July 1, 1989, and implement that program by January 1, 1990, as it relates to curbside recycling. The Director of Public Works has proposed a Solid Waste Coordinator, making the assumption that his Department may be responsible for the coordination of trash pick- up, monitoring storage, collection and transporting of solid waste and the possible monitoring and control of the compost site. Since the type of program and frequency of recycling by haulers determines the direct responsibility of City Hall for the necessity of additional City personnel and, further, since a policy has not been determined by the City Council, this item has been reduced from the 1989 budget. The City Administrator's office under the direct coordination of the Administrative Assistant will continue to coordinate and administer the program for 1989. There is a position proposed in the City Administrator's budget that will coordinate a portion of this responsibility. Please refer to the Administration budget for further detail. OTHER A number of budgetary expenditures are directly associated with the repair of vehicular and maintenance equipment. Heavy equipment is expensive to maintain and given the use and pieces of equipment, these costs are increasing each and every year. Evidence of an increased budget is reflected by the amount for tires, motor fuels and equipment operation replacement parts to mention a few. Street Repairs and Supplies was increased from $51,000 to $88,800 in the Director of Public Works budget. The estimate for street repairs includes: Asphalt patch Rock base Crack filler Curb gutter repair Gravel for unimproved Roads $40,000 15,000 32,000 1,000 800 TOTAL $88,800 In order to effectively maintain all public streets for preparation of seal coating, filling potholes and repairing any deterioration, a sizeable appropriation is required on an annual basis. Also included for snow and ice control supplies is an estimate of $40,000. The City Administrator has reduced this number to $32,500 given the 1987 - 1988 expenditure levels. Signs and striping material has increased due to the aging street sign replacement, vandalism, accidents and an increase in I /o regulatory sign replacement. The amount recommended in the City Administrator's budget is $18,000. Utility charges for streetlights and lift station operations are also increasing due to the number of new semaphores, streetlights and installation of storm lift stations. Please note that 1988 was a dry year and therefore the electricity charges for the lift station are down considerably. Several expenditures were adjusted by the City Administrator due to the acquisition of new equipment as requested by the Director of Public Works. As an example, the street repair account (4385) was reduced to $12,000, assuming the paver is authorized as a capital expenditure. Similar reductions are reflected in the machinery and equipment rental and if capital equipment items are not authorized, this expenditure will be increased. The Director of Public Works has budgeted dust control which will decrease due to the paving of additional gravel roads during 1988. In order to complete the spring sweeping program by May 15, it would be necessary to contract an additional street sweeper at a cost of approximately $20,000. 0 Additional expenses include the contracting of two main line plus cul-de-sac routes at an estimated cost of $36,000. This amount has been reduced by the City Administrator to $24,000, assuming that the 1 -ton truck is purchased in 1989 as a capital expense. Also, sealcoating of streets and trails is recommended at $75,000 in 1989 which is one-half of the total sealcoating allocation. The other 50% of sealcoating is budgeted in the major street construction fund. A conscious effort is being made in the 1989 budget to improve the level of maintenance of all municipal streets. Also, the budget clearly reflects an effort to maintain a constant level of service for snowplowing, dust control and other related services that have been provided to the community. CAPITAL The Director of Public Works is proposing a capital outlay expenditure that totals $654,400. The list of capital requests vary from those items that were removed from the 1988 budget as a budgetary adjustment, new items required to improve efficiency and maintain the growing miles of streets and storm sewer system or, in many case, replacement of capital items. The Director of Public Works and City Administrator have reviewed in detail the following list of capital and, to assist the City Council, have listed the items as a matter of priority: 54 GVW Tandem Dump Truck: Proposed for an additional snow plow route in '89-'90. Also to be used for hauling sweepings, rock, asphalt & other maintenance needs. Loader with plow & wing: Replacement for 1978 Ford loader which has in excess of 5,600 hours. This equip- ment is necessary for snow removal as well as salt, rock and asphalt removal for the maintenance of the street system. Street Dept City Admin. Proposal Proposal $ 80,000 $ 80,000 140,000 Paver/Grinder: This unit will grind or mill the asphalt area in need of repair, tack it with a fine spray and pave the new patch. A self-propelled paver/ grinder would provide a more uniform and compact asphalt overlay. 40,000 40,000 Two (2) 1 -Ton Dump Trucks W/Plow: One piece of equipment is the replacement of a 1980, 1 -Ton Dump Truck with in excess of 80,000 miles. Both these trucks are used for snowplowing cul-de-sac routes, crack filling, patching and hauling of materials. 53,000 55,000 Street Sweeper: The 1980 Elgin Sweeper has in excess of 5,000 hours and had a maintenance bill of $15,000 in 1987. A new sweeper is requested and the existing sweeper would be retained as a back-up sweeper. 75,000 75,000 Air Compressor: An additional air compressor is required due to the project demand that requires this piece of equip- ment. Two (2) Pick -Up Trucks: Replacement of one pick-up with 70,000 miles and the addition of one new pick-up truck for the additional personnel is recom- mended. 13,000 13,000 25,000 25,000 250 Gallon Melter for Crack Sealing: This melter would replace the 50 gallon melter that does not produce enough heated crack filler for the production rate the per- sonnel can apply to. This melter is a replacement of the 50 gallon melter. 25,000 25,000 Small loader with trailer: This vehicle is similar to a skid steer loader but articu- lates and would be used for street patching of trails and other areas. Directional display panel: A directional display panel for OSHA purposes is recom- mended when street main- tenance operations are occur- ring in high traffic areas. Asphalt Reclaimer: Hot asphalt mix is not avail- able in late fall, winter & spring time and the asphalt reclaimer would provide a hot, permanent patch at any time. It also allows the City to reuse asphalt given the fact that disposal is a serious problem for the City. Trailer -Mounted Distributer: This is an asphalt oil distributer with spray bars. This could be used on trails and small street areas. It would not be used for prepar- ation of sealcoating. 28,000 28,000 3,500 3,500 23,000 20,000 20,000 Self -Propelled Power Paver: This paver will replace the existing pull -paver which is currently pulled by a truck when doing overlays. Hot Air Blower for Crack Sealing: This item would be carried by maintenance personnel and improve efficiency for crack sealing. MT Trackless for Plowing Side- walks and Trails: The City Council needs to address the policy of trail snowplowing maintenance. If snowplowing maintenance is to be initiated, two (2) trackless snowplowing vehicles for the plowing of trails and sidewalks will be required. Vehicle Plan Racks (2) This concludes capital outlay. 40,000 2,500 2,500 85,000 1,400 1,400 $654,400 $368,400 SUMMARY Street maintenance is becoming a large operation within the City budget. Proposed as a 1989 budget for Streets and Highways are expenditures in the amount of $1,291,180, an increase of 52.6% from the 1988 budget of $846,000. The proposed budget, using the projected population of 45,000 is a per capita cost of $28.69 per Eagan resident in 1989. The cost in 1988 was $19.67 per capita based on a population of 43,000. 2'11 Q�f 50J H 8 H O H H H 8 0 0 H H OO H 8 CLJ H H Ls - 0 H O H H H O 0 N 6 H M H 8 H O H H O 0 H M 03 '-- fi H 0 H 8 H 8i ,13 M IIS H O H O H O CO CO 0 H 8 H 8 H O A 8 F H 8 H 8 H CIN O O O A y8. N x H H O 0 8 H H H 0 8 M 8 H H M O H H H O O 4 H O H O H O O W H H H 8 N 8 1 H lIl H H 8 O. N H H 8 H N H H M 0 O 0 O ti M N H H O O H 4 c g d O". b t N ti 0 IP H CV H H 1,1 M 0, 1,1 T N lfl ao c0 O 0 CNI H H ti 8 in O H 8 8 H 0 CC N S H Nl H 0 M H H O H O 0 O S+ N H H H 8. H H 1-1 0 ri 11'1 N a H Pt H O H ON N 0 2 A H H CO 0, r 4 . H H L(1 ui H 0 O O H Ln H H 0 0 M H 8 H 8 H O 8 0 O H 0 H O H 0 0 01 CO 1 H 8 H H 0 8 O H O 1-4 O H 0 0 t - O 4 1 H H H 0 O 1-1 H H 0 '0N 53 H 0 H O H O O N 8 H 1-1 H N lP r— O 4 H H H H H H M 0, N ti H 0 H 0 H 0 0 D N j H H H 0 O H 8 H H O CO 1,1 N N (Y1 Q N a a H O H O H O O O H H H O 0 N N a A H H H O 8 0 H H 8 H O O N O H O H O H O 0 1 H O H O c�t H 8 M 0 8 i3 1 H O H O H O 8 1 O H H H N CO 8 0 1 H .4- H N H N H 0 0 a 1 H H H 0 N H O H O m H O cg 8 H O H O H 0 O N O 23 8 H O H O H i 1 7 1.11 H O H O H O 1- 1 2 rR H H 8 1 H 0 O O A 4 H 8 H 8 H O N 0 4 H O H O H O O O H O H O H O O O 8 M H H O M H O .n A a H H 1-1 H O O A a H H O 4-4 1-1 O O 015. H H O O c§ cr 4 ez. et Pi 0 0 0 0 0 0 0 • H H 0 H O O O A M O O H 0 8 H H O H O 0 O O O H 0 O H 0 0 8 8 N 8 8 H M H O 1 8 I-4 m 8 H 8 S 1 a H N 0 O F1 H O O w 4-, O S * H «g J � J A 13- ?• g N a 8 § ti 8 Total - 4570 5 5 (�a 0 0 E. 2 CJ 49 49. 1 > i > > i ) ) CENTRAL SERVICES MAINTENANCE As the City's vehicular fleet (including both light and heavy equipment) has continued to grow, a centralized fleet maintenance program was evaluated as a part of the new Public Works garage facility. It was determined that a full maintenance garage would be constructed and mechanics hired to perform both routine and other vehicle maintenance for all departments. Currently, our maintenance personnel are maintaining the City's mobile equipment except for Police and Fire. This includes 81 pieces of mobile equipment and 43 miscellaneous pieces of equipment such as compressors, cement mixers, chainsaws, trailers, etc. The fleet maintenance program has been scheduled to include both Police and Fire in 1989. Currently, vehicle maintenance personnel includes a chief mechanic/shop supervisor and one mechanic. The Director of Public Works is proposing two (2) vehicle maintenance personnel. The City Administrator has revised the personnel request to one (1) vehicle maintenance person and it is agreed that all vehicle maintenance, whether it be public safety vehicles or other City vehicles, be taken to our centralized services maintenance garage and the chief mechanic or his designee will determine whether that vehicle is sent to a garage facility or is maintained by the City's department. The Director of Public Works is also recommending a 1/2 time clerk -typist and the City Administrator has included that position. With the increased volume of activities, additional clerical support is necessary. The Director of Public Works has also proposed a buildings and grounds person who would evaluate and coordinate the repair and maintenance of all City buildings. Currently, a portion of the City buildings are managed under Community Development. The City Administrator has appointed a subcommittee of department heads to review both short and long term maintenance objectives for all City buildings including park shelters, well houses, fire stations and the public buildings that are currently maintained by the Community Development Department. Therefore, the proposed buildings and grounds working foreman was eliminated in the City Administrator's budget for 1989. This program will be carefully studied and alternative means of inspecting, inventorying and determining both long and short term maintenance programs for all buildings will be fully examined in 1989. The City Administrator has budgeted $3,120 for the Public Works Director to hire a seasonal vehicle maintenance person who will run parts, fuel and clean vehicles, and assist the mechanics as needed. This person would be hired for a period of time not to exceed 65 days and retained during an anticipated peak period of time. OTHER This includes certainparts and supplies for the maintenance of all City vehicles, electricity an& natural gas for the entire public works garage facility and all other related expenses pertaining to the operation and maintenance of that facility. Realizing that our central services maintenance is new and there are no actual financial reports to gauge expenditures it is therefore difficult to forecast expenditures for 1989. The City Administrator has eliminated the new telephone system, included janitorial services on a contractural basis as proposed by the Director of Public Works and most all other program requests as proposed with some minor revisions. CAPITAL OUTLAY The Public Works facility was financed partially by the use of fund balance proceeds to be repaid over a five (5) year period of time. The third year of the five year program which includes the $30,000 is listed as a capital expense. Listed under other improvements is landscaping, irrigation equipment, turf establishment, a maintenance facility identifica- tion sign, installation of water to the southside of the facility, electricity and lights for salt storage building, outside receptacles on the westside of the building, air conditioning on the mezzanine and a 30 -yard, roll -off box for trash. The City Administrator's budget has eliminated the sprinkling/watering proposed at $15,000 in the 1989 budget. All other items are to be included as a capital expense reducing that appropriation to $15,800. Furniture and fixtures is proposed at $6,000 reduced by $1,500 which is the reduction of a video camera. This camera is to be used for training, safety, and public relations. The City owns video camera equipment as well as equipment at the cable studio. Efforts will be made to coordinate the use of existing equipment. That budget amount is reduced to $4,500. To be included is other equipment in an amount equal to $16,100 proposed by the Director of Public Works. A welder generator replacement is proposed at $2,500 while a number of items totalling $13,585 are listed as shop equipment. The City Administrator is recommending a budget in the amount of $9,000 or a reduction of $4,585 and the use of that appropriation will be determined by the Director of Public Works. Items that were requested as shop equipment include tool sets, 7 -ton end lift, 3/4 -ton crane, oil and grease reels (over the new hoist) and a number of other related items. Under mobile equipment is a request for a pick-up truck with radio to be used for field operation, parts pick-up and field transport. Also the one-man equipment lift is proposed to allow storage on shelves in mezzanines. This lift could also be used for overhead door maintenance and bulb replacement in the shop area. The City Administrator has reduced the pick-up truck with radio but is including the one-man equipment lift for 1989. The total capital outlay was reduced to the City Administrator's budget in the amount of $66,300. Proposed as a 1989 budget for Central Services Maintenance are expenditures in the amount of $324,360, an increase of 27.6% from the 1988 budget of $254,110. The proposed budget, using the projected population of 45,000 is a per capita cost of $7.21 per Eagan resident in 1989. The cost in 1988 was $5.91 per capita based on a population of 43,000. * * * * * * * * ,2a 1 1 H H H O O H H H O H LA - H H EN H H N H 0 0 H H ti H H r- 1-1 H H 1 1 S S O H H H 8 a 88 H H 8 H 3 ) ) ) ) ) ) ) ) ) ) ) ) H 1-4 8 H 8 H 0 O H H H H H 1-4 8 H 8 H R. a 1-4 H O H m 8 1 H csr H H 0 1 5 H H vD vD H 0, O H O H 8 H H H H 1-4 H 8 H O 1. H 1-4 8 H N 1 CC M H O H O H 8 1\ O N S ) ) ) ) ) ) ) ) ) H H 1-4 H 1-4 8 4-1 H H H 2 O H O H O H M 0 .2f H H H 8 0 0 H H H O H H H 0 H H H (r) 8 H H H S 1 8 H H H 1 O H H H O a 1. H 8 M H I-1 1a� H H H 8 M 8 H H 8 H H H H CO 8 0 H H 8 N H 0 H I-1 H 0 N 1-4 H H .tl H 8 H 8 H a H H H A a H 0 H 0 H H H H L H H 8 u H a H 8 1-4 H O 4 H 0 N H 8 N 1-4 H 0 8 H N FD 0 O ) ) ) , , ) ) ) > ) ) 411 H H 94 H 94 H 0 H H H H 0 J-1 M H H H H M H H O H O H H F+ H 8 H 8 N Z. H ti H H H •.i 2 H H H H 0 O �{af V 11 11 II II 11 II 11 H 11 11 II 11 11 11 i 11 11 11 II HI I ii 11 11 4'„ 11 II Ng 11 II 11 11 11 11 IP 11 11 11 0 It 11 11 11 11 11 11 11 II 11 11 11 11 11 11 11 11 11 11 11 11 0 11 11 O 11 11 11 it 11 11 11 11 11 11 11 11A 11 11 11 11 Ia� 1 8 8 8 N -64 49. 4i} O O S 44 4!! 44- A 9. A 8 L[1 8 N 8 N O 8 a 8 0. b a O 8 a 4 49 -64 - a a m 4 8 8 r r r r r r e' r f% 0 A 0 f e A e • 1 E *approved $9,000 to be spent on ti s g g § N sD N O7 E' "A /^ r re 8 8 11 11 11 O ti II A i �a7 P r r orN • • • • •• PARKS & RECREATION= DEPARTMENT The 1984 Park Improvement Bond issue is nearing final stages of completion, including both parkland acquisition and improvements. As anticipated additional land, facilities, landscape and recreational areas, i.e., softball diamonds, etc., are causing the need for additional scheduling and maintenance. Personnel and equipment are proposed for 1989 to continue the increased service. Like other departments, increased personnel and equipment require higher than inflationary adjustment for certain line item expenses but unlike other departments, Parks has added many facilities that require upkeep and general maintenance. These type of expenses have been addressed and are included as a part of the proposed operating budget for Parks and Recreation (P&R). PERSONNEL Personnel requests for P&R include a Recreation Supervisor, maintenance foreman, landscape architect, a park maintenance worker and a one-half time data -entry clerk -typist. The total personnel request is 4.5 for 1989. The City Administrator, in an effort to balance the proposed operating budget has reduced the proposed maintenance employee and Community Center Manager. The landscape architect is proposed as a sunset employee, expecting that this position would end in 4-6 years. The additional landscape architect would specialize in design work allowing our existing landscape architect to spend needed time with Development applications. A full time position is preferred over consultants, due to the high cost for consultant services, loss of continuity and the inability provide the necessary control in meeting with developers to plan park expansion. Need for another recreation supervisor is clear. The number of teams, participants and registrants has grown dramatically in recent years. This position would be titled recreation supervisor/athletic coordinator. This position will coordinate the two recreation supervisors and plan functions for the community center and other activities. A foreman is proposed to coordinate evening mowing crews, evening and weekend park and facility use including rink maintenance and general development of new parklands. Similar to police operations, Parks & Recreation provides a public service beyond the "normal" office hours. Maintenance operations have grown whereby a daytime and evening/weekend foreman is desired. The Director of Parks and Recreation is proposing to maximize mowing by using two part-time employee work shifts while utilizing the same equipment. The other two positions include a one-half time data entry clerk - typist (new registrations and other clerical tasks). ra $ Personnel Recap for 1989 Parks Proposal Recreation Supervisor Foreman Landscape Architect z Data Entry Clerk Park Maintenance Employee Community Center Manager City Administrator Proposal Recreation Supervisor Foreman Landscape Architect (Sunset) 1/2 Data Entry Clerk The temporary seasonal budget is proposed at $170,852 for 1989, and increase of approximately $40,000. The additional appropriation should fund attendants at the Thomas Lake shelter and meet increased staffing needs. Also interns are proposed for a landscape aide in addition to the administrative/recreation intern position. The City Administrator has reduced the proposed temporary/seasonal budget to $155,000. A careful examination of 1988 expenditures and a proposed increase of $25,000 is expected to provide adequate funds for temporary needs. OTHER The "Other" category includes various supplies for parks operations for field maintenance, repair of equipment, motor fuels, building repairs, athletic field supplies and parks and play areas supplies. The largest line item budgetary consideration is bituminous trail maintenance proposed at $47,200 for 1989. This includes improvements to tennis courts, hardcourts and trails by applying a seal coating application, overlay or color coating. Turf maintenance supplies is another account that requires a large operating allocation. The addition of the two new fire stations, Woodlands Parks and the need for fertilizer for grounds maintenance, additional supplies are required. Several budgetary increases are proposed under the category of services and other charges. The volume of active parks and continued acquisition through land dedication or other means is cause for additional expenditure requests under professional services. Recreation programs continue to increase by public demand and participation causing need for instructors and sporting event officials. Most of the aforementioned personnel costs are passed on to the users through program charges. A new account is proposed with an expenditure of $38,000 for architectural services. This amount is the budget for services to be provided by Hastings and Chivetta who are preparing plans /aQ for the community center. The City Administrator is proposing that this expenditure be charged to the Park Site and Development fund as a community -wide park use; however, $3,000 will be retained in this account. This expense is reimbursable as a bond expense. The General Printing budget was doubled to reflect the additional cost for two park calendars, a change from an annual calendar to a semi-annual calendar. also included are the printing of informational brochures for ski trails, tennis courts, picnic pavilions and bike trails. Utility costs are included for park facilities, fields and other uses. Repairs for small equipment, mobile equipment, field equipment are all included with increases that reflect volume of service. Satellite restroom rentals are included as an expense. A new contractual service is included for janitorial services at the park shelter buildings. Dakota Inc., is currently providing basic cleaning services, a program that will be evaluated during the year to determine efficiency. A new account entitled transportation services is budgeted for summer playground programs, senior citizen events, special trips in combination with other communities. Generally, these costs are recaptured through revenue program fees. CAPITAL Capital requests for budgetary consideration range from construction material for building soccer and hockey equipment and small equipment to a tractor and other vehicular equipment. A breakdown with a brief description of each capital request and the Administrator's proposal are listed below: City Administrator Parks Request Proposal Other -Construction of Soccer and hockey goals, picnic tables and other items. The amount re- quested will fund 8-10 projects during 1989. $35,000 $28,500 Furniture -Acquisition of equipment for Blue Cross/Blue Shield and Quarry Parks. 880 880 Office Equipment -New foreman & Full-time recreation supervisor 1,650 1,400 Other Equipment -Includes a "sound system" to be used for "Wednesday in the Park," senior events, tournaments and youth athletic association needs. Gang mower replacement reels. Mobil trailer/warming house to replace Well Site Park. Weed spraying unit/ 35 gallon to be used in small park areas mounted on the small Cushman. Portable stage (8'X4') section can be inter- locked with a Lakeville stage section to double the size."Wednesday in the Park," senior citizens, July 4th cele- bration and other events; Eagan share: Mowers/trimmers/backpack blowers. Mobile equipment includes: • 3/4 Ton pickup for foreman & forestry • Groundmaster replace- ment 5,000 11,500 6,500 5,000 11,500 3,200 3,200 4,800 4,800 1,400 1,400 (2) 24,000 (1) 12,000 • Replacement of Unit #310 (1970) 1 Ton Truck With Plow & Box (smaller unit) 10,500 10,500 20,000 •Replacement of 3/4 Ton 4X4 pickup (1981) 14,000 •Tractor, 4X4, such as a John Deere #1250 for mowing and ice time use TOTAL CAPITAL 28,000 $166,430 $79,180 SUMMARY The increase in parkland, programs and athletic associations is requiring higher expenditures to accommodate the volume of users. Each new parkland, the addition of athletic fields and many new residents adds the need for equipment and manpower as the Department continues to grow. Proposed as a 1989 budget for Parks and Recreation are expenditures in the amount of $1,405,750, an increase of 21.3% from the 1988 budget of $1,158,620. The proposed budget, using the projected population of 45,000 is a per capita cost of $31.24 per Eagan resident in 1989. The cost in 1988 was $26.94 per capita based on a population of 43,000. * * * * * * ** Ls - O H H H CV O ON CO O 11-1 1 H 1-4 H g 0 1 a a N H N H H 0 H H Q O 0 O 9) 0 H a .P7) H H 1-4 H 00 H 8 H 1-4 H H 0 8 1 8 4- S 11 w H H H H 8 H H O O g yy� I 33_ ) H 8 1-4 H A O O O N 71 H 8 H 8 H H H H 'O pig 1 H 8 H 8 H O O 1-4 H H N ) H O M H 0 M m H rn "s (+l } H 4" H 8 H N co t` 4- N H H H M ) H H H 8 H H H ) 8 O O N H 8 H 8 H 0, N A ) H H H O 0 q517- HFNM H M H H H H H N H s E�+ N H H O H M 8 O O QA M 1-1 H N H 8 N 0 H H O H H H 8 H m 8 r- t - 1 1 g, H O H O H O O O A N H H H s0 O 8 3 H H 8 H a 8 H tT H cO H H Crs m ti O j 8 H 8 H H O h'1 N H ,S- 1-1 H 3 H 4.0 8 00 ID H H H M rn O Ccl H H ID H O O O O H H H t- 4- N 2 H H H O O O 0 H 8 H H Cr) O H H 1-4 M CO O O ffi H H H 0' N O A 4)) H H H 47. NN O H N H H 0 N N 8 H H N H N 2 C4-1 ID O' M 1 ) ) I ) ) ) ) ) 1-4 H 0 1-4 N rel N 0 M 1. H 8 0 4- 0' 1 (1'1 .7 H 0 H H H 0 ti 8 rn H 8 H 8 H 8 5 H 8 ti H H M LII s0 H- H H N 08 00 a H 8 H 8 H 8 CO H H H M co N O H H H MEft RS H 8 H H O O 1' A H H H O G H 8 N H 8 H 8 m Os ,10 H H 4 H H 8 H 8 H 8 CO O a H H H Cfl N 8 N 5 H H Lc18 H O O 0 1 N a H H H O O Y H H 8 0-1 H 8 M 05 5 I 5T 4 ) H 8 H 8 H 8 05 A ti a H H H 0 O5 8 H H H O 0 O O 5 H O H 0 H O O H 5 H H H 0 • CO CO 5 4-4 H H O CO M 0 A 5 H 8 H 8 H O O O 5 H 8 H 8 H M O 08 N 14-5 N O 5 H 8 H 8 H N 8 O ON 5 ) ) ) H 8 H 8 H 0 c, 8 4 H H O H C41 0 8N LL'1 CO O N t/1 co H H 1-1 H 6 64 2 M 8 e M H 1-1 H 8 O A rLn n 8 H 8 H H O A 0 8 H 1-4 8 0 O b In 0 H 1-, O 0 8 0 8 H H 8 3 1- 1-1 H ti 0 1 8 H 0 H F- O 0 1- O 0 H H 0 0 O O O 6 0 0 O H O O H O Lh 8 I"• O Ia H O 1-1 O 8 * H H 8 0 H 0 'D 8 co t N3 2 M -69. M tri0 49. 0 E. 8 25• AAa O 1 2 8 8 1 O 8 M 2 2 1 47' cr N N 2 1 O O Z$ A co ii 11 49. II ) ) ) FORESTRY As the City continues to acquire and develop parkland, more and more trees and other plant materials are becoming a responsibility of the Forestry Division. Presently, the Tree Inspector is responsible for the planting and maintenance of trees in all City parks, both passive and active and at all public facilities that include fire stations, municipal building, library, park shelters and all utility buildings, such as, pump stations, reserviors, etc. The Tree Inspector also is expected to maintain two (2) nurseries whereby the City is growing future tree planting stock. Like other operations, the City has literally tens of thousands of dollars invested in tree and plant material assets that require attention by our staff. The Director of Parks and Recreation has recommended in previous years a full-time City Forester. Due to budgetary constraints, this position has not been funded. Again, Ken is proposing a full-time City Forester and the City Administrator is recommending the same for that department. The full-time Tree Inspector would be reduced to a 3/4 time position with the additional 1/4 being allocated to the Parks and Recreation Department. This person would be assigned to rink maintenance or the winter skating program during the months of January and February and, of course, during the remaining nine months be assigned to the forestry activities. In summary, personnel would increase from 1 full-time position to 1 3/4 persons in addition to the .05 for Park Director and .15 for Park Superintendent that is allocated to the Forestry budget, or a net total of 1.95 employees in the Forestry Division. The small allocation of time reflects the time and commitment of management personnel to the Forestry Division. OTHER A budget amount is suggested for machinery and equipment rental to secure a tree spade that will transfer trees greater than 4" in diameter. The City's tree spade will handle trees less than 4" in diameter. Often the City is given trees that can be used on public property at no cost. By renting a tree spade at a cost of $100 to $200 per tree, the City can obtain trees with the value greater than $1,000 for public property. Most of the remaining items in the Forestry Division are constant or represent a small increase, again, due to increased operations or inflation. CAPITAL OUTLAY The Parks and Recreation Department is requesting an increase from the $7,500 appropriation to $10,000 for the purchase and investment for tree stock for nurseries and public facilities. A portion of these funds are used to replace diseased and dead trees in existing facilities and for new stock for such facilities as the Water Treatment Plant, Public Works Building, Fire Stations, City Hall and parks. With the two (2) year drought, it is expected that more trees will be lost requiring a greater financial commitment to replacement. The City Administrator has reduced this amount to $9,000. Other equipment to be considered as a part of Capital Outlay include the replacement of two (2) chain saws and a portable truck mounted water tank and pump consisting of a 400 gallon, polyurethane tank with associated hoses and nozzles. The cost for the tank is $1,000 and the cost for additional chain saws is $800 as recommended by the City Administrator. The portable truck -mounted water tank will provide sufficient water for irrigation and newly planted shrubs and stock at various job sites where a limited number of trees or shrubs are planted versus the larger 2,000 gallon tanker often used by the Streets Department for their operations. SUMMARY The significant increase in forestry is related directly to personnel. All other expenses and operations are proportionate or constant to previous years' operations for this department. Proposed in the 1989 budget for Forestry are expenditures in the amount of $144,170, an increase of 94.6% from the 1988 Budget of $74,080. The proposed budget using the projected population of 45,000 is a per capita cost of $3.20 per Eagan resident in 1989. The cost in 1988 was $1.72 per capita with a population of 43,000. Icy H 95 F 01 1-4 I01 4'1 C-- 1-4 l!'1 �rn a J-) . 6 1-4 H H H O M H H H O N A N H O H O H fs M M 1-4 H H 01 O O O 1 m H 8 0 H 8 0 H 0 O ('; H 3 H H 8 (A- 8 S H 0, H 0, H W O OSi g, N 1 1 w 1 ) 1 H 0 H 0 H O O O 0 OID H 8 H 8 H 0 8 8 N H 8 H H O O O O 8 H 8 m H H 0 8 H 8 H 8 H O 8 0 H H H A H H H O O O 1 H H H ti H 8 H 8 H O 8 O O H N H N 1-4 O O O O 1-1 O H O H O O 0 1-4 8 H 8 H CO 8 H 8 H 8 H 0 3 H 8 H H s M 0 ■ E 5 0 P. 4- 1-1 H p 8 1-1 H 0 8 H H 0 0 0 0 0 1 1,1 8 H H H 8 H H H 0 0 N N 0 Acp H 8 H 8 H 0 8 CV N 4 H H H CO 0 O O H H 8 H H H H 0 0 0 0 0 5 8 O g H 8 H 8 H 0 8 Cfl 1.41 0 1 0 H H 8 m H 8 H 8 H 8 H N 0 0 0 N H 8 H 8 H O 0 H 8 H 0 H 0 O O 0 N a a 3 a 5 H 8 H H 0, 0 O 0 8 H 0 N Ul H H m 0 Lll H H H 8 ti 1 H H H H H H 0 0 25 Lri O 1 0 0 O 0 1-4 0 H H ri 8 CO 0 a H H H !li Z• 3 w 8A 8 0.7 2 +s? * approved $1,800 for 4570 equip 49. 8 m m 1 44 A CD 0 A *11 Total - 4570 8 .27 ii 19. 2 p e n r t" P e n E'+ e, P+ p 0 0 0 • 0 • 0 • • CONTINGENCY The contingency account has been set at $339,310 to balance estimated revenues including equipment certificates and recommended expenditures. No specific potential uses have been determined for use of this appropriation at this time. H 0 m M O H O H 0 M H O H O H 0 M H O H O 0 0 O O O O O O O H O M 4,1 rn cl 7.8 tsM SPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 30, 1988 7:00 P.M. I. Roll Call II. Proposed 1989 Budget Review III. Other Business IV. Adjournment • 1}q stA a. / 14s s 4A.b.ivuL s MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 26, 1988 SUBJECT: INFORMATIVE A workshop/special City Council meeting is scheduled for Tuesday, August 30, 1988 for the purpose of reviewing and discussing a proposed 1989 budget for all general government fund operations. During the review of that document please do not hesitate to contact this office at any time if you have questions. Since there are three (3) weeks between City Council meetings I thought I would include some informational items for your review and knowledge. Drought Damage to City Parkland Our analysis of turf damage in the parks due to hot and extremely dry summer conditions is not good. Unfortunately most of the grass in our park system is relatively new and the root damage could be extensive. Soils are sandy in many locations and it appears that a considerable amount of grass and other vegetation has been lost due to the drought conditions. One of the worst conditions is Walnut Hill Park where approximately 90% of the park is affected and will require overseeding. Old Rahn Park is approximately 75% affected primarily as a result of the July 4th celebration. According to the Director of Parks and Recreation through an extensive review by his superintendent and foreman, approximately 75 acres of turf have been damaged and will require total reseeding or overseeding. The cost could exceed $20,000.00 given the extent of supplies and seed that will be required. Community Center Update According to the Director of Parks and Recreation, the Hastings and Chivetta Design Charette No. 2 will be conducted September 21st through September 23rd. An agenda will be determined and more than likely the City Council will be asked to participate on that Thursday evening which is September 22. North Central Cable Communications Update According to our staff, North Central Cable Communications Corporation is planning an ad campaign some time during the month of September to notify subscribers regarding the cost of public access, and from what we hear NCCCC will be pointing fingers at the Commission and City Councils of Burnsville and Eagan in an effort to lower the commitment of`public access or cause the cities to use part of their franchise fees for public access. The alternative as suggested by NCCCC is to raise rates, an angle they will use on the subscribers. It has been suggested by the joint commission that a meeting of the two City Councils and Cable Commission be held some time during the month of September, more than likely the latter part of the month, to further discuss this issue. Pat O'Malley, Chairperson for the Commission, may be contacting members of the City Council to discuss strategy and provide further update. Cray Research Enclosed is a letter from Edwin Braman, representing Cray Research, that explains their construction program. Star of the North State Games The City Administrator attended a meeting in Burnsville on August 17 and learned that Burnsville was selected as the host city of the 1989 summer Star of the North State Games. This will be a ten (10) day event next June and current plans call for participation in 35 to 40 different sports with a draw of 12,000 to 15,000 athletes with up to two times as many families and fans. It was stated at that breakfast meeting that facilities in surrounding communities will be required and our Director of Parks and Recreation, who was also in attendance, will be working with committees of the North State Games to coordinate some of the facilities in Eagan. This event will add to the economy of Eagan, specifically for the hotel and restaurant business and certainly other retail establishments. Board of Equalization Meeting At a July City Council Meeting a question was raised about the results of property evaluations that were made by the Dakota County Assessor's office with those residents in attendance at our last Board of Equalization meeting held on May 10. The Director of Finance was asked to contact the Dakota County Assessor's office and enclosed for your review is a response from Seymour Olson. Fire Station No. 4 Fire Station No. 4 was officially placed in service at 6:00 p.m. on Wednesday, August 24, for full operations. Fire Station No. 5 is progressing and should be completed early this fall. Director of Community Development Applications were closed on Friday, August 12, for the position of Director of Community Development. There were approximatly 125 applications received. Administrative Assistant Duffy has completed an initial review of all applications and placed the applications into categories for review by the City Administrator. The City Administrator will begin his review this coming week. The plan is to screen the top applications and contact approximately ten to fifteen persons for an initial interview which will be conducted by a screening committee. The City Administrator is making arrangements for one or two community development directors to participate in the process. Once that review process is completed the applications will be narrowed to approximately four for final review, interviews and consideration by the City Council. More than likely, given the budget process, final interviews would not occur until late September. City Administrator Enclosures TLH/kh BRAMAN & NELSON INC. Corporate Reaf Estate August 12, 1988 Mr. Richard J. Dwinell Senior Planner Dahlgren, Shardlow and Uban, Inc. 300 First Avenue North, Suite 210 Minneapolis, ALN 55401 Dear Dick: The information you have requested continues to be a moving target. Cray will be commencing construction between two and seven buildings on their site sometime between late fall and the next several years. This is really no different from what was contemplated in the past. It appears now to be a "catch-up" on long range planning. The following summary is based on the best current information (still very preliminary and in a state of constant refinement) of the anticipated building sizes and personnel occupancy based on 1995 staffing. Building 1. Software Training 2. Corporate Computing Services 3. Software Division 4. Marketing 5. Technical Operations 6. Common Facilities, inc. Linkage 7. Distribution Center (remote) Employees 85 160 682 125 185 8 1,263 Building Area (GSF) 56,000 130,000 150,000 50,000 50,000 57,000 32.000 525,000 The present Cray master plan anticipates the following square footage use of the site by the year 2005 or so. Planned Expansion to Initial Buildings: 50% expansion to building #1, 2, 4, 5 and 7 above Future Building, Connected to Initial Building Linkage 50% of building #3 (assumed building size) 160,000 75,000 4438 IDS CENTER • Minneapolis, Minnesota 55402 • (612) 338-3644 Mr. Richard J. Dwinell August 12, 1988 Page 2 Future Remote Building on Overall Site 1. On present Outlot C, Northwest corner (mult. buildings) 314,000 2. On present Outlot L, Southwest corner 65,000 3. On present Outlot E, Northeast comer 60,000 Total Estimated Expansion 674,000 Total (Ultimate Site Development) 1,199,000 GSF Cray's theme is flexibility within the contractual and permitted framework of acquiring the property. If you have any questions, please do not hesitate to call. Sincerely, li))-t-4,...,e., Edwin C. Braman cc: Eric Lindahl DAKOTA COUNTY SEYMOUR B. OLSON 6121 438-4200 DAKOTA COUNTY GOVERNMENT CENTER 1560 HWY 55- HASTINGS, MINNESOTA 55033 August 12, 1988 Eagan City Council Attn: Gene VanOverbeke 3830 Pilot Knob Road Eagan, Mn. 55122 Honorable Councilpersons: Mr. Gene VanOverbeke contacted me expressing your concerns regarding the 1988 Board of Equalization meeting. Approximately 290 taxpayers were in attendance. Of that number, 75 parcels were physically reinspected by our staff. However, many people were unable to wait the night of the meeting, or were unable to attend the night of the meeting, and contacted our office by letter or telephone. This generated approximately 189 additional physical reinspections. Most of the property owners were concerned that their valuations had substantially increased from 1986 to 1988. I believe that our staff did an excellent job of explaning that the real estate market had increased as well as the State of Minnesota ordering all assessors to maintain a higher median level of assessment than what was required prior to 1987. Of all the properties physically reinspected, approximately 90% received some type of adjustment. I have been told by our staff that the average was less than a 5% decrease in market value. Many of these changes were a result of the inability of our staff to make an interior inspection of the property during our last appraisal because nobody was home. The purpose of the 1988 Board of Equalization meeting was to examine the 1988 estimated market value for taxes payable in 1989. Any changes made at this time do not require an abatement. Occasionally, if our staff makes some type of gross mechanical or judgement error,(i.e. incorrect square footage, etc.), the assessor, in all fairness to the taxpayer, will recommend an abatement for current and or previous years taxes. AN EQUAL OPPORTUNITY EMPLOYER DAKOTA COUNTY SEYMOUR B. OLSON 3c-4200 DAKOTA COUNTY GOVERNMENT CENTER 1560 HWY 55 -HASTINGS, MINNESOTA 55033 Pg. 2 (cont.) Property owners disatisfied with the results and findings of the Local Board of Equalization have the right to appeal to the County Board of Equalization. Based upon my information there were 5 such instances from the City of Eagan this year. The next processes of appeal are the State Board of Equalization and or the Minnesota Tax Court. Property owners have until May 15th of the year the taxes are payable to appeal to the Tax Court. Our staff is currently studying the local board of equalization process regarding accomodations and taxpayer noticication to determine if a more timely and organized procedure can be developed. If you have any additional questions, comments, or recommendations, please contact me. Thank you for allowing me to address your concerns. Sincere l William Peterson Senior Appraiser AN EQUAL OPPORTUNITY EMPLOYER