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
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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)
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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%)
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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.
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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.
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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.
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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.
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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.
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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
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•
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
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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
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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
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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.
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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.
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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.
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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.
* * * * * * * *
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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.
* * * * * * **
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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.
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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.
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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