08/26/2003 - City Council Special~.-
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AGENDA
EAGAN CITY COUNCIL -SPECIAL MEETING
EAGAN MUNICIPAL CENTER BUILDING
COMMUNITY ROOM
August 26, 2003
5:00 P.M.
I. Roll Call and Agenda Adoption
II. Visitors To Be Heard
III. Consideration of Draft 2004 General Fund Budget and Proposed 2004
Levy Certification
IV. Review of All Special Funds
V. Other Business
VI. Adjournment
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city of eagan
MEMO
TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 22, 2003
SUBJECT: SPECIAL CITY COUNCIL MEETING /AUGUST 26, 2003
A Special City Council meeting is scheduled for Tuesday, August 26, 2003 starting at 5:00 p.m. in
the City Hall Community Room.
CONSIDERATION OF DRAFT 2004 GENERAL FUND BUDGET AND PROPOSED 2004
LEVY CERTIFICATION
Preparation of a preliminary 2004 budget and proposed levy began in the early winter months with
City Council and staff brainstorming about the possible reduction in state aid and the impact the
loss of revenue would have on the 2004 General Fund Operating Budget. A series of City Council
workshops have been held over the past few months to provide direction to the City Administrator
and Department Directors for the preparation of the 2004 General Fund Budget.
To assist in the Council's discussions, enclosed are binders containing information regarding the
draft 2004 General Fund Budget. The overall budget narrative and individual narratives are
designed to provide information and address areas of reform in the delivery of City services.
As stated in the attached memo, the main purpose of the meeting is to provide direction to the City
Administrator and Department Directors regarding a proposed levy and a preliminary 2004 budget
to be considered at the September 2 regular City Council meeting at which time the preliminary
levy can be adopted in official action for Dakota County to prepare the Truth and Taxation
information.
DIRECTION TO BE CONSIDERED:
1.) To provide direction regarding the 2004 property tax levy, which will be placed on the
September 2, 2003 regular City Council meeting agenda for certification to Dakota County.
2.) To provide public policy direction to the City Administrator to proceed with any further
revision of the preliminary 2004 General Fund Operating Budget.
REIVEW OF ALL SPECIAL FUNDS
The 2002 Annual Financial Report was presented to the City Council for adoption in June 2003. It
was suggested by the City Administrator and Director of Administrative Services that the City
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Council may wish to schedule a time to review the funds status of all general fund, special revenue,
debt service, capital project, enterprise and internal service funds that comprise the overall
comprehensive financial operation of the City. The City Council asked that such a review be
scheduled for a time during the review of the General Fund Operating Budget.
Enclosed on pages ~ { through ~ is a copy of a memo that provides the funds status for each
of the funds acknowledged, along with some general public policy issues regarding the use of
balances and appropriate levels of balances in the various funds.
DIRECTION TO BE PROVIDED ON THIS ITEM:
The financial status including fund balances is provided as information for the City Council. No
action is required at this time.
OTHER BUSINESS
There are no items for other business at this time.
/s/ Thomas L. Hedges
City Administrator
a
MEMO
city of eagan
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 22, 2003
SUBJECT: PRELIMINARY GENERAL FUND OPERATING BUDGET AND
BUDGET INFORMATION
Meeting Purpose
The City is required to certify a proposed payable 2004 property tax levy to the County
Treasurer-Auditor on or before September 15, 2003.
The primary purpose of the August 26 Special City Council meeting is to review the
preliminary 2004 budget and proposed levy, and to provide direction to staff. Any
modifications to the proposed levy as directed by the City Council will then be made in
preparation for the September 2 regular City Council meeting, at which time the
preliminary levy can be adopted in official action. The required material will then be
forwarded to the County in time to comply with the September 15 deadline.
Modifications to the preliminary 2004 budget as directed by the City Council can
continue beyond that date in preparation for the Truth-in-Taxation (TnT) hearing to be
scheduled for a date in November/December and before final budget approval.
In a subsequent section of this memo possible dates for the City's TnT hearing are
delineated for City Council consideration. It has been the City's practice to hold the
TnT hearing in late November or early December, followed by a second meeting in
December to adopt the budget. The TnT hearing and the adoption of the budget are
required to take place at separate meetings.
The final property tax levy that is due at the County no later than December 29, 2003
can be decreased but cannot be increased from the preliminary certification. To the
extent that it does not require an increase to the overall tax levy, the budget can be
changed at any time throughout the process.
Background
The 2004 budget preparations have been anything but business as usual as the State
aid cuts, reform, economic conditions and a myriad of policy considerations all must
come together while the City continues to provide the highest priority, desired services
in the most cost efficient manner possible. Preparation of the preliminary 2004 General
Fund Budget began in late April and all department budgets were prepared with the
ongoing goals and expectations provided by the City Council at the February retreat
which include the following:
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• Streamline City operations and staffing to reduce City costs to improve
efficiencies and output;
• Research the impacts of the possible reduction of non-essential services
currently provided within the City's annual budget.
The following general observations help provide background to implementation of these
goals and to this budget preparation cycle and its unique challenges:
• The City of Eagan has historically been a relatively low service delivery City
committed to limited government.
• Numerous services that other communities are evaluating and considering
eliminating as part of this economic downturn are not provided in Eagan.
• During Eagan's years of rapid growth, the allocation of limited resources was
balanced between providing services to the development community and to
current residents and new residents moving into the City.
• At the same time, the commitment to low property taxes and an aggressive
approach to user fees was continued and strengthened.
• The combination of rapid development, gradual provision of desired, albeit
limited, services and relatively low property taxes forced a healthy emphasis on
creating efficiencies, a wise and limited selection of services and tow
cost/efficient service delivery.
• The process also drove limited resources to higher priority, essential services
and at the same time limited development of non-essential services.
• Sound operational budget management by the City Councils and staff
consistently helped to generate efficiencies through the delivery of expected
services resulting in very high citizen satisfaction in the City.
Benchmarks
While it is not always complete information and must be used carefully, it can be helpful
to show comparisons with similar cities to provide benchmarks on efficiency and
productivity. The following attachments prepared by other entities are useful in making
comparisons and in helping to understand Eagan's financial position and budgeting
options:
• Enclosed on page ~ is a copy of the recently released State Auditor's
Report for 2001 expenditures showing Eagan's per capita spending lowest,
relative to other cities with 50,000 or more residents.
• A second measure that also provides similar information is contained in the
number of employees per capita survey conducted by the City of Brooklyn Park
showin Eagan with the lowest per capita personnel complement enclosed on
page ~ rl
• Finally, as demonstrated on page ~_, Eagan has significantly lower local
property taxes than average in the metro area and the lowest local property
taxes compared to any of our neighboring cities except Mendota Heights.
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Citizen Opinions/Reform
It is in this context that Eagan undertakes the challenge of responding to the budget
problem at the State and to the resulting loss of Local Government Aid (LGA) and
Homestead Market Value Credit (HMVC). Although now labeled "reform° by the State,
that challenge and the overall objective is the same as it has been in Eagan for a
number of years and can be summarized as follows: the City has worked to deliver a
balanced budget that provides the services that citizens desire and are willing to pay for
at the lowest possible cost, financed by revenues, including property taxes, that are
fairly collected and consistently allocated to the highest priority services.
Given the size and complexity of the General Fund Budget, the inter-relationships with
other funds, and diverse perspectives about services, costs, and program value, it can
become an overwhelming task to formulate an appropriate and efficient budgeting
process much less to formulate the budget itself. The logical and foundational question
in budgeting is "what do we do, how much does it cost to do it, and are the results
worthwhile?" The community-wide survey late last summer of 400 randomly selected
Eagan residents in all precincts found great value in what services Eagan currently
provides:
- A "comparatively high" 78°~ of residents polled rate the value of City services as
excellent or good.
- A "very large° 88% rated city services in Eagan as excellent or good in
comparison to their previous city of residence.
- 58% rated their City taxes as about average or somewhat low. Only 3% said
they were very high.
- Of 11 City services rated (from police protection to snow plowing and park
maintenance) every single service was rated excellent or good by at least four
out five residents who had opinions. The one exception was stone drainage
with 62% rating it as excellent or good.
- 95% rate their quality of life as excellent or good.
- One out of four residents polled could not think of a serious issue facing the
City, of the issues raised, only two (growth and affordable housing) garnered
double-digit responses (22% and 13% respectively.)
- Two times as many residents (58%-26%) favored an increase in property taxes
if it were necessary to maintain City services at their current level, but even
among those who opposed a tax hike, nearly 1/3 could not name any portion of
the budget they would cut and another 15% said no cuts were needed to
maintain current services.
Given this citizen survey information and the various options, the City Council through
the public policy process is able to decide the appropriate reform by enhancing
revenues, discontinuing services, modifying service delivery or implementing some
combination of the choices. In challenging economic times such as today's the budget
question obviously becomes even more important, and reform in that context becomes
more than an option and transitions to a requirement. Unfortunately, as a result of the
commitment to keep overhead costs down, accounting systems are not in place nor
have resources been committed to maintain complete program costing information.
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Also, in general, no reliable systems have really been developed in government to
provide an economic "bottom tine" as to program success and efficiency.
Milestones
In addition to City Council updates and feedback, milestones in the budget preparation
process include the following:
• A Special City Council Meeting on May 21, 2003 at which time the City Council
provided direction to the City Administrator by laying out general parameters
and expectations for the budget preparation. The City Council concur-ed with
the budget process as presented and requested that executive summaries for
each department be prepared for the June 24 meeting.
• A Special City Council Meeting on June 24, 2003 at which time a great deal of
background material about reform, revenue projections, use of reserves and
philosophies on budget reductions was presented along with the executive
summaries for each department. Upon discussion, there was City Council
consensus for each Councilmember to email the City Administrator with their
comments on the proposed General Fund Operating Budget information as well
as to provide responses to the public policy questions raised in the budget
memo. Complete summaries of these responses were provided to the City
Council mid-July.
• The City Administrator and budget team met with each of the department
directors during the week of July 7-11 to discuss the details of the 2004 budget.
• A memo dated July 11 was distributed to the City Council providing a narrative
and matrices on the Council public policy input. A budget update was then
provided at the July 22 special City Council workshop.
Current Status
The City Administrator has prepared this document as a preliminary 2004 General Fund
Budget incorporating City Council direction, as referenced in the individual department
narratives. The preliminary budget is a starting point for City Council consideration and
is not presented as a recommendation or finished product. Importantly, it is balanced
and will provide changes to operations in the spirit of reform. It allows for a reasonable
continuation of services in 2004 and maintains options for 2005 as we await any
additional State action and an economic recovery. To that end, also included in this
budget narrative is information that will allow the City Council to make changes and
adjustments to the preliminary budget through the deliberative process. The additional
information is presented in a building block or scenario option format to facilitate public
policy discussion by the City Council.
Next Steps
Enclosed on page ~~ is a copy of the updated Budget Calendar to outline the
balance of the budget preparation process. Of primary importance at this time is the
certification of the preliminary levy which is required before September 15, 2003. The
City Administrator will also continue to incorporate budget modifications and present
different scenarios as directed by the City Council.
Revenue Estimates
The preliminary 2004 budget as presented is balanced based on a continuation of the
City's established budgeting practices; namely, revenues are budgeted conservatively,
but realistically. In addition there is a slight reallocation of the tax levy (the $107,791
levy for renewal and replacement of facilities is temporarily suspended and allocated to
operations), there is an increase to user fees ($150,000), and there is an increase in
the administrative transfer fees from the water and sanitary sewer utilities ($200,394).
There are an infinite number of possible revenue combinations that could be used to
balance the preliminary budget at the preliminary budget level (°0" Base) or at an
increased level to maintain or even enhance service delivery in program areas as
determined by the City Council.
In summary form, the following table illustrates how the "0" Base preliminary 2004
Budget is financed on the revenue side as adjusted from 2003:
2003 Revenue $ 21,778,700
Adjustments for 2004:
Net Levy Limit Tax Change 722,109
Miscellaneous Net Changes 36,994
Reallocation of Taxes 107,791
HMVC Loss (1,090,494)
LGA Loss (126,794)
Transfer Increase 200,394
User Fee Increases 150,000
2004 Preliminary Budget Revenue $ 21,778,700
The following table illustrates the components in a building block approach to revenue
options including an estimate of the total revenue potential in each option:
Used in
Potentially Preliminary
Available Budget
Reallocation of Tax Revenues 107,791
Sale of Equipment Certificates
Antenna Leases 337,000 -
Fee Increase To Median 229,000 150,000
Utility Fund Administrative Transfers 502,500 200,394
Civic Arena Administrative Transfer 24,000 -
Cascade Bay Administrative Transfer 30,000 -
Fund Balance Contingency 605,455
Using this information the City Council will be able to provide direction to the City
Administrator to make the desired adjustments to the budget before final adoption in
December.
Enclosed on page ~_ is a copy of the Comparative Summary of Revenues.
Enclosed on pages ~,_ through ~_ is a copy of the Revenues By Line Item.
Expenditure Appropriations
The appropriations in the 2004 preliminary budget total $21,778,700 which is identical
to the 2003 budget total, hence a 0% change to the overall budget. However, the
budgeted contingency (explained in the contingency section of this memo) is reduced
by $320,750 allowing for that amount of increase to the operating appropriations as
noted in the following table. The operational budget increases from $21,431,250 to
$21,762,000 which is a 1.5% increase. Also outlined in the following table are the 2004
expenditure allocations contained in the preliminary 2004 budget as compared to 2003.
The appropriations are grouped by major classifications.
of % of % of Total
2003 Total 2004 Total Chan % Chance Increase
Personal Services 15,845,450 73.9% 16,488,600 75.8% 643,150 4.1% 194.5%
Supplies/Repairs 1,476,250 6.9% 1,307,600 6.0% (168,650) -11.4% -51.0%
Svcs 8~ Other Chgs 3,775,950 17.6% 3,758,700 17.3% (17,250) -0.5% -5.2%
Capital Outlay 295,700 1.4% 188,900 0.9% (106,800) -36.1% -32.3%
Merch for resale 37.900 0.2% 18.200 0.1 % 19 7 0 -52.0% -6.0%
Total 21,431,250 100.0% 21,762,000 100.0% 330,750 1.5% 100.0%
All General Fund positions currently subject to the hiring freeze remain in the 2004
budget, although some appropriations may be for only a partial year. The 2003 hiring
freeze along with specific reductions to travel and conferences and general savings has
been used as a mechanism to reduce 2003 spending. The balance of the aid reduction
is made up for through the use of reserves during 2003. The scenario as presented in
the preliminary budget increases the percentage of the budget dedicated to personal
services from 73.9% to 75.8% continuing to reflect the intensity of personnel costs to
deliver local government services. Overtime allocations remain at approximately the
2003 levels to provide for unavoidable circumstances such as police investigations,
police call for service responses that cross shifts, filling out patrol shifts, and snow
plowing, etc. The overtime allocation also covers the required peak service demand
times such as election clerical support without increasing the personnel compliment
necessary for base level staffing for on-going activities. Enclosed on pages ~1$_
and ~_ is a copy of an overtime analysis for 2002.
As noted in the individual department narratives, the City Administrator has made some
adjustments to the "0" base department budgets based on the City Council input and
on discussions with Department Directors, while maintaining the overall City "0" base.
Between this Special City Council meeting and final budget approval in December the
City Administrator will continue to modify the departmental budgets per City Council
direction.
Enclosed on page is a copy of the Comparative Summary of Expenditures.
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Enclosed on pages ~~ through ~ is a copy of the Comparative
Expenditures by Department by Type.
Enclosed on pages 3~ through ~~ is a copy of the individual department
narratives and line item preliminary budgets.
City Market Value and Tax Capacity
Based on the preliminary information received from Dakota County the City will see an
increase for payable 2004 compared to payable 2003 in overall market value from
$5,235,386,700 to $5,798,562,700 or 10.8% and a net tax capacity increase from
$56,761,634 to $62,465,812 or 10.0%. The net tax capacity calculation is affected by
fiscal disparities and tax increment being factored into the base tax capacity. This
inf'or^mation is demonstrated in approximately the top i/3 of the table enclosed on page
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Approximately 25% of the increase results from new construction with the balance
generated through inflation.
Levy Limit
The property tax component of the City's levy limit is estimated to be $18,113,766 for
payable 2004 compared to the property tax component of the levy limit for payable
2003 of $17,717,065. Eagan's actual property tax levy for payable 2003 was
$17,303,648 or $413,417 less than the actual limit. These numbers factor out the
impact of both Local Government Aid (LGA) and the Market Value Homestead Credit
(HMVC) to get a valid comparison of available dollars between the two years. The
payable 2004 increase of $810,118 ($18,113,766 - $17,303,648) results from the
State's authorization to levy back 60% of the 2004 loss of LGA and HMVC (the loss is
estimated at $1,350,196 which is the 2003 amount). The 2004 levy limit is reduced by
the unlevied 2003 amount of $413,417. The limited levy back is in lieu of any
inflationary or growth increase to the limit and the $413,417 reduction results in a
penalty for not levying the maximum for payable 2003.
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This calculation can be summarized as follows:
Actual 2003 Payable Levy Limit
Minus:
LGA
MVHC
Net 2003 Levy Limit From Property Taxes
Minus:
Unlevied 2003 Amount
Adjusted 2004 Payable Base
Plus:
2004 Payable Adjustment For Lost Aid
Net 2004 Levy Limit From Property Taxes
$ 19,067,261
(126,794)
(1,223,402)
$ 17,717,065
(413,417)
$ 17, 303,648
810,118
$ 18,113,766
At first glance, the $810,118 appears to be a significant increase from one year to the
next; however the bottom line issue is total available resources which is summarized
in the following information.
When the 2003 Budget was completed the resources related to property taxes were
as follows:
2003 Property Taxes $ 17,303,648
Plus:
LGA 126,794
HMVC 1,223,402
Total Resources $ 18,653,844
In preparation of the 2004 Budget the resources related to property taxes are as follows:
2004 Property Taxes $ 18,113,766
Total Resources $ 18,113,766
Consequently, at the bottom line there is a reduction in property tax related resources
of $540,078 ($18,653,844 - $18,113,766) to work with in the 2004 Budget.
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Allocation of Tax Levy
The payable 2003 tax related resources were allocated as follows in the 2003 Budget:
General Fund
Equipment Revolving Fund
Major Street Construction Fund
General Facilities Renewal Fund
Totals
The payable 2004 tax related res
General Fund
Equipment Revolving Fund
Major Street Construction Fund
General Facilities Renewal Fund
Totals
Property Taxes MVHC LGA Totals
$ 15,423,806 $ 1,090,494 $ 126,794 $ 16,641,094
747,173 52,827 - 800,000
1,029,698 72,802 - 1,102,500
102,970 7,280 - 110,250
$ 17,303,647 $ 1,223,403 $ 126,794 $ 18,653,844
ources are allocated as follows in this preliminary budget:
Property Taxes MVHC LGA Totals
$ 16,253,706 $ - $ - $ 16,253,706
782,154 - - 782,154
1,077,906 - - 1,077,906
$ 18,113,766 $ - $ - $ 18,113, 766
Property Tax Capacity Rates/Property Tax Impact
Based on the above referenced levies and current estimates for taxable market value,
tax capacity, fiscal disparities and tax increment values the payable 2004 tax capacity
rate calculates to .28249 compared to .29912 for payable 2003, a decrease of 5.6%.
The market value referendum rate for the Community Center Bonds debt service
calculates to .0001875 for payable 2004 compared to .0001986 for payable 2003, also
a reduction of 5.6°k. This information is demonstrated in approximately the lower 2/3 of
the table enclosed on page .~.
The following table of property tax history illustrates the estimated impact of these
levies for payable 2004 taxes and compares them to historical levies for the years 2000
through 2003 on various market value residential properties. Distribution of the MVHC
is based on consistent levies from other taxing jurisdictions; any change in relative
levies will impact the final credit distribution.
Eagan Property Tax History
6-Aug-03
2000-2003
Tax Capacity Rate 0.21266 0.20326 0.31715 0.29912 0.28249
Market Value Rate 0.0003285 0.0002972 0.0001986 0.0001875
Market Value 2000 2001 2002 2003 2004
$100,000 $ 246 $ 268 $ 256 $ 230 $ 216
150,000 421 452 444 404 380
180,000 527 562 557 508 479
200,000 597 636 632 578 544
225,000 684 728 726 664 627
250,000 772 820 820 751 709
300,000 948 1,004 1,008 925 873
The following table illustrates the impact of these rates on the property taxes on an
average market value property ($180,000) for payable 2003 compared to an average
market value property ($190,000) for payable 2004 thereby adjusting for inflation on
property values.
City Portion of Taxes on an Average Market Value House in Eagan:
2003 Value $ 180,000 2003 City Tax: $ 508
2004 Value 190,000 2004 City Tax: 512
Increase 5.6% Increase 0.7%
Figures Include Community Center Levy
The following table illustrates the impact on an average market value property
($190,000) resulting from reductions of various amounts in the overall tax levy. The
neductions would result from a decision to not levy at the levy limit. The reductions
amount to approximately $3 on an annual basis for each $100,000 that the levy is
reduced.
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Dollar Impact of Reductions in Tax Levy on Average Market Value House:
Amount
City Tax At Levy Liimit Adjusted of
Le Limit Minus City Tax Reduction
$190,000 Market Value $ 512
$100,000 $ 509 $ 3
200,000 506 6
300,000 503 9
400,000 500 12
500,000 498 14
600,000 495 17
Contingency
The preliminary budget as prepared by the City Administrator includes a very small
budgeted contingency account of $26,700 primarily for the purpose of facilitating small
changes during the budget implementation. This presentation combined with no use of
the fund balance to support 2004 operations incorporates the City Council feedback to
the public policy considerations that some combination of the Contingency Account and
Fund Balance could be used in balancing the 2004 Budget, however an adequate
savings account needed to be maintained to provide security and flexibility in future
operations. That savings account remains in the General Fund in the preliminary
budget. Historically, the City has actually budgeted from current resources
approximately 2% of the budgeted operations into the contingency account in addition
to maintaining the fund balance at approximately 30 to 35% of the next year's
expenditures.
Fund Balance
The General Fund balance as reported in the December 31, 2002 Comprehensive
Annual Financial Report was approximately $12,063,000 with $2,734,000 of that
amount designated for debt service through previous City Council action. The balance
of $9,329,000 was undesignated and available as a contingency and to provide
working capital for operations. In action earlier this year the City Council decided that
the fund balance would be used in addition to training/travel reductions (estimated to
save $80,000) and the hiring freeze (estimated to save $253,000) to address the 2003
loss of LGA and HMVC. The net cost to the fund balance is therefore $885,000 (-
1,091,000 -127,000 + 253,000 + 80,000), and, assuming a balance between revenues
and expenditures from 2003 operations, a 2003 year end undesignated balance of
approximately $8,474,000 is projected.
Of the estimated year end balance of $8,474,000, $246,000 is a paper entry required
by accounting regulations to reflect the increase in investment value resulting from the
fall in interest rates. The high end of the City's target range for the fund balance would
place the desired balance at $7,622,545 (35% of the 2004 expenditures-$21,778,700
used for this calculation). These assumptions and calculations make $605,455
available for use in 2004 to provide a contingency account and/or for appropriation.
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The preliminary budget as presented does not include any direct use of the Fund
Balance as a funding source for the 2004 Budget. Based on the City Council
responses to the previously noted public policy questions, there is only a minimal
contingency budgeted within 2004 operations with the Fund Balance providing for
emergency or unanticipated expenditure appropriations during 2004. It was determined
that it would not be prudent to both eliminate the operating contingency and use more
of the savings account from the Fund Balance to finance current operations. Further,
given the uncertainty of the Community Center operations during the first full year of
operations, it may become necessary to support those operations at some point during
2004 and that potential obligation is not currently budgeted. The Fund Balance would
be available to provide that support as necessary, assuming it has been previously
appropriated.
The fund balance calculation can be summarized as follows:
December 31, 2002 Fund Balance $ 12,063,000
Minus Designation For Debt Service (2,734,000)
Undesignated 12-31-02 Fund Balance $ 9,329,000
Minus Appropriation For 2003 Aid Loss (855,000)
Projected 12-31-03 Undesignated Fund Balance $ 8,474,000
Minus Paper Investment Increase (246,000)
Net Undesignated Fund Balance $ 8,228,000
Minus 35% Fund Balance Target (7,622,545)
Available For Contingency During 2004 $ 605,455
Cedarvale Special Services District
Prior to the preliminary levy certification a final determination will be made concerning
the appropriate levy for the Cedarvale Special Services District. The levy for payable
2003 is $2,000. The levy for payable 2002 was $5,000 and for 2001 was $3,000.
Debt Service Levy
The Community Center bond referendum levy will be in its fourth year in payable 2004.
The $15.3 million bonds were issued in 2001, with the first debt service payment
required in 2002. The debt service levy for payable 2004 is $1,086,476 compared to
$1,038,796 for payable 2003. The market value referendum tax rate is projected to
decrease from 0.1986 to 0.1875 per $1,000 of market value. The decrease results
from the previously discussed increase in the referendum market value in the
community.
The impact to an average value property over this four year period is as follows:
Average Annual
Payable Market Rate Tax
Year Value Per $1.000 Amount
2001 $ 160,000 0.3285 $ 52.56
2002 170,000 0.2972 50.52
2003 180,000 0.1986 35.75
2004 190,000 0.1875 35.63
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Truth In Taxation Hearing Dates
On or before September 15, 2003 the City must certify to the County Auditor the dates
it has selected for its public hearing and for the continuation of its hearing, if a
continuation of the hearing becomes necessary. Cities essentially choose after the
counties, special service districts, and school districts, although December 1 and
December 8 are reserved for cities until September 15. Given these parameters,
December 1 probably works best for the City, by rescheduling the first regular
December meeting from December 2 to December 1. (December 2 is taken by the
school districts.) The continuation hearing, if necessary, could then be scheduled for a
Special City Council meeting on Monday, December 8 with the adoption at the second
regularly scheduled December 16 meeting.
Action will need to be taken at the September 2 meeting to set the schedule
accordingly.
Public Policy Issues
The following are matters of public policy for the city Council's consideration at this
time:
1. Truth in Taxation Hearing Dates-The Council is asked to approve or modify
the recommended dates per State requirements.
2. Preliminary Tax Levy-The Council is asked to provide direction to staff for the
preparation of required material for consideration at the September 2, 2003
regular City Council meeting.
3. General Fund Budget Target The Council is asked to provide direction to
staff on the appropriate total 2004 General Fund Budget.
4. Revenue Option Building Blocks-The Council is asked to provide a response
to the various revenue options included/not included in the preliminary budget.
5. Feedback on Expenditures-The City Council is asked to provide feedback for
the City Administrator to continue preparation for the Truth in Taxation Hearing
and for final budget preparation.
Together with the Department and Division Heads, I submit this preliminary budget, the
enclosed budget information and these policy issues for your consideration.
City A ministrator Hedges
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Per Capita Total Current Expenditures
Minnesota Cities over 50,000 Population
(source: State Auditor's report of 2001 expenditures, released Jan 03)
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2002 General Fund Employees
per 10,000 population
From survey of comparable-sized cities
conducted by City of Brooklyn Park, June 2003
Eagan
Maple Grove
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Brook) n Park
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Coon Rapids
Plymouth
Burnsville
I
Minnetonka
~ Eden Prairie
Bloomington
20
~,
50
~~
25 30 35 40 45
City Portion of Property Taxes
2003 Truth in Taxation Estimates
$185,000 Homestead
~ Plymouth
Mendota Heights
Coon Rapids
Eagan
Minnetonka
Lakeville
Bloomington
Woodbury
Eden Prairie
Maple Grove
West St. Paul
18-City Average
Burnsville
Inver Grove Heights
South St. Paul
i Apple Valley
Brooklyn Park
I
Hastings
Rosemount
$0 $200 $400 $600 $800 $1,000 $1,200
~o
01-Au4-03
CITY OF EAGAN
UPDATED 2004 BUDGET CALENDAR
Through August 15 City Administrator prepares budget information.
August 20, 2003 County Auditor notifies the City of the dates which have been selected by
school districts and the County for Truth-in-Taxation hearings.
August 26, 2003 Special City Council meeting to discuss City Administrators
Budget information and to provide tax levy direction for
September 2, 2003, formal meeting action.
September 15, 2003 City must certify proposed levy to the County Auditor, the City must also
(September 2, 2003 Reg Mtg} adopt a proposed budget.
City must select dates for initial hearing and continuation hearing (if needed}.
October 14, 2003 Special City Council meeting to discuss non-General Fund Budgets and
any additional General Fund Budget items.
November 25, 2003 Special City Council meeting to discuss non-General Fund Budgets and
any additional General Fund Budget items.
November 29 through Truth-in-Taxation Public Hearing.
December 20, 2003
On or before December 29 Certification of Tax Levy and adoption of a112004 Budgets.
lq
Comparative Sum of Revenues
2004 BUDGET
GENERAL FUND
8/22/2003
COMPARATIVE SUMMARY OF REVENUES
General Property Taxes
Licenses
Permits
Intergovernmental Revenues
Charges for Services
Recreation Charges
Fines & Forfeits
Other Revenues
Program Revenues
Transfers
2001 2002 2003 2004
Change
Actual Actual Budget Budget 2004 to 2003
$ 13,183,822 $ 14,745,862 $ 15,323,000 $ 16,253,706
176,114 174,993 169,500 227,400
1,208,713 1,871,615 889,100 986,500
2,688,810 2,141,010 1,831,400 560,700
1,204,040 1,483,821 971,800 929,700
402,146 465,894 571,200 560,700
299,870 304,959 262,500 306,500
807,785 575,215 403,600 359,100
1,020,302 1,043,936 911,900 1,149,694
277,323 293,756 444,700 444,700
6.1
34.2%
11.0%
-69.4%
-4.3%
-1.8%
16.8%
-11.0%
26.1
0.0%
TOTAL GENERAL FUND $ 21,268,925 $ 23,101,061 $ 21,778,700 $ 21,778,700
0.0%
go
2003 Revenues by line item 8/22/2003
2004 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
New
Acct 2001 2002 2003 2004 CHANGE
No. DESCRIPTION Actual Actual Budc.~et Estimated 2003 to 2004
TAXES:
4020 AD VALOREM TAXES 12,067,297 13,431,648 15,323,000 16,145,915 822,915
4030 FISCAL DISPARITIES 1,116,524 1,314,214 0
TOTAL 13,183,822 14,745,862 15,323,000 16,145,915 822,915
LICENSES:
4055 LIQUOR 113,634 118,100 113,000 123,400 10,400
4056 BEER 8,342 8,538 7,200 7,900 700
4057 TOBACCO 6,800 6,600 6,100 8,300 200
4058 TREE MTN CONTRACTOR 476 475 600 400 (200)
4059 GARB/RUB$ISH HAULING 5,625 6,000 5,700 5,500 (200)
4060 KENNEL 0 200 0 200 200
4081 DOG 30,152 22,616 29,100 28,200 (2,900)
4082 AMUSEMENT 2,985 2,490 3,000 2,500 (500)
4083 PET SHOP LICENSE 600 300 400 200 (200)
4084 MASSAGE THERAPIST 6,651 8,849 3,300 4,100 800
4068 COMML FERTILIZER APPLICATR 800 700 800 800 (200)
4070 OTHER 50 125 300 100 (200)
TOTAL 176,114 174,993 169,500 177,400 7,900
PERMITS:
4085 BUILDING 965,325 1,660,332 700,000 750,000 50,000
4087 PLUMBING 86,048 74,886 65,000 85,000 0
4088 MECHANICAL 88,075 84,334 80,000 80,000 0
4089 SIGN 19,980 22,318 13,000 15,000 2,000
4091 WELUPRNATE SEPTIC 170 60 200 100 (100)
4093 DEMOLITION/MOVING 0 0 100 0 (100)
4094 EXCAVATING 4,900 4,965 4,500 4,500 0
4095 CONDITIONAUSPECIAL USE 2,550 3,600 1,800 1,200 (600)
4100 UTILITY 37,365 15,620 21,400 19,800 (1,600)
4102 PUBLIC ROW CONST 1,470 3,000 600 900 300
4111 SERVICE STATIONS 2,800 2,500 2,500 0 (2,500)
4114 GOLFCART FOR PUBLIC ROAD 29 0 0 0 0
TOTAL 1,208,713 1,871,615 889,100 938,500 47,400
INTER-GOVT REV:
4135 FEDERAL GRANTS 178,847 136,531 41,600 40,000 (1,600)
4140 STATE GRANTS 141,463 94,896 0 0 0
4150 LOCAL GOVT AID 71,384 71,425 126,800 0 (126,800)
4152 HACA AID 1,710,909 0 0 0 0
4153 MARKET VALUE CREDIT AID 0 1,327,309 1,191,300 0 (1,191,300)
4155 MSA-MAINTENANCE 64,545 51,765 65,000 68,000 3,000
4158 POLICE TOWN AlD 345,938 376,549 346,000 390,000 44,000
4159 POLICE TRAINING AID 27,308 27,999 27,000 29,000 2,000
4160 STATE PERA AID 33,725 33,725 33,700 33,700 0
4175 COUNTY GRANTS 114,692 20,811 0 0
TOTAL 2,688,810 2,141,010 1,831,400 560,700 (1,270,700)
CHARGES FOR SERVICES:
4205 VARIANCE FEES 3,750 4,132 2,000 1,200 (800)
4206 PLATTING FEES 12,953 11,946 11,000 10,000 (1,000)
4207 REZONING FEES 5,350 3,450 5,000 3,600 (1,400)
4211 RETURNED CHECK FEE 806 1,638 700 1,500 800
2003 Revenues by line item 8/22/2003
2004 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
New
Acct 2001 2002 2003 2004 CHANGE
No. DESCRIPTION Actu Actual Budget Estimated 2003 to 2004
4210 INDUSTRIAL REV BOND APP 0 500 0 0 0
4212 DOG IMPOUND/KENNEL FEE 5,244 5,791 5,500 5,800 300
4213 ELECTION FILING FEE 0 65 0 0 0
4214 BURGLAR ALARM FEES 44,801 34,143 32,000 35,000 3,000
4215 REPEAT NUISANCE CALL FEE 750 3,025 0 3,000 3,000
4220 VACATION PROCEEDINGS 4,200 2,700 4,200 3,500 (700)
4221 PUBLIC SAFETY FEES 12,952 17,560 15,300 18,000 700
4222 PLAN CHECKS 488,960 447,765 250,000 250,000 0
4224 MULT HOUSING REV BOND FEE 0 500 0 500 500
4225 ASSESSMENT SEARCH 278 295 200 300 100
4226 DEV ESCROW REIMBURS 52,747 59,105 54,000 54,000 0
4227 ENGINEERING SERVICE 152,148 79,865 248,900 131,500 (117,400)
4228 ENG SIGWLIGHTADMN 189 1,530 0 1,000 1,000
4230 PRINT MATERIAL/OTHER FEES 5,941 6,769 6,500 7,000 500
4231 RESEARCH OF CITY RECORDS 165 21 0 100 100
4233 TOBACCO NON-COMPL. PENALI 1,950 875 2,000 1,500 (500)
4234 POLICE SECURITY -EXEMPT 18,434 374,711 0 0 0
4235 POLICE SECURITY -NON-EXMT 94,501 118,383 32,000 32,000 0
4238 POL SVCES TO SCHOOL DIST 93,303 109,060 117,200 135,500 18,300
4238 POLICE DISPATCH 53,714 54,747 61,500 65,800 4,300
4239 INVESTIGATION FOR LICENSING 3,449 3,050 0 300 300
4241 ALCOHOL NON-COMPL. PENALT 0 3,600 15,000 6,000 (9,000)
4242 MAINT EQUIP 8: PERS CHG 1,711 1,814 1,000 2,000 1,000
4245 PERMIT SURCHARGE 973 1,592 1,000 1,000 0
4246 ADMN FEE ON SAC 7,073 7,774 5,000 7,000 2,000
4247 ROOM TAX ADMIN FEE 35,249 34,189 36,000 36,000 0
4260 INVESTMENT MGMT FEE 102,449 93,226 65,800 68,600 2,800
TOTAL 1,204,040 1,483,821 971,800 878,700 (92,100)
4310 RECREA7)ON PROGRAM FEES:
3028 BIRTHDAY PARTIES 2,185 0 0 0 0
3027 HOLZ FARM 2,430 2,403 1,500 1,800 300
3029 SAFETY CAMP 2,945 3,235 3,500 3,500 0
3030 BALL SKILLS 656 0 0 0 0
3031 NATL YOUTH COACH ASSN 2,360 0 6,000 5,000 (1,000)
3032-5 TENNIS 20,719 22,221 23,100 25,000 1,900
3038 YOUTH SOFTBALL 2,140 2,444 400 2,000 1,600
3037-8 GOLF 5,253 4,741 4,800 4,300 (500)
3039 SKIING 689 71 1,800 0 (1,800)
3040 SKATING 1,209 978 1,000 1,000 0
3041-3 VOLLEYBALL 27,050 29,144 28,100 29,300 1,200
3044.6 BROOMBALL 5,877 6,875 7,400 7,700 300
3047 T-BALL 6,733 5,682 6,700 8,100 (600)
3048 ADULT SOFTBALL-MEN 75,363 85,715 79,900 84,400 4,500
3049 ADULT SOFTBALL-WOMEN 14,105 15,675 13,100 13,300 200
3050 ADULT SOFTBALL-CO-REC 27,891 30,404 27,900 29,100 1,200
3051 SOCCER 13,680 14,118 0 0 0
3052 FOOTBALL 2,850 3,380 2,400 2,800 200
3053 BASEBALL 2,421 6,037 2,000 5,000 3,000
3054-6 HOCKEY/BOOT HOCKEY 2,221 3,774 3,100 3,700 600
3057 PRESCHOOL PROGRAMS 52,095 73,688 89,900 92,300 2,400
3058 TEENS (17) 2,419 25,200 24,600 (600)
3059 SUMMER IN THE PARK 27,396 26,784 25,000 28,400 1,400
3080 PUPPET WAGON 460 0 800 800 100
~~
2003 Revenues by line item 8/22/2003
2004 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
New
Acct 2001 2002 2003 2004 CHANGE
No. DESCRIPTION Actual Actual Budget Estunated 2003 to 2004
3061 EVENINGS IN THE PARK 9 0 2,500 2,500 0
3062 SCHOOLS OUT EVENTS 0 82 6,100 0 (6,100)
3063 SEASONAL SPECIAL EVENTS 0 1,500 0 2,500 2,500
3065 SPECWL EVENTS 3,468 1,727 4,400 1,400 (3,000)
3066 DANCE 3,789 4,550 4,000 4,500 500
3067 ADAPTIVE/INCLUSION (20) 930 1,000 8,500 7,500
3068 ENVIRONMENTAL EDUCATION 119 221 0 0 0
3069 NATURE PROGRAMS 0 390 1,000 1,600 600
3070 TRIPS & TOURS 4,306 701 0 0 0
3071,74 TUBING HILLS 0 293 35,000 22,500 (12,500}
3075 YOUTH DEVEL-QUARRY 2,534 6,112 25,500 22,800 (2,700)
3076,77 BASKETBALL 17,265 16,501 22,200 20,500 (1,700)
3078 SENIOR CITIZENS 8,625 15,488 11,300 10,600 (700)
3079 FUN RUNSNVALKS 3,661 3,966 4,300 4,700 400
3080 CONCESSIONS 0 28,739 0 21,500 21,500
3081 ARTS COUNCIL 1,920 74 5,000 5,500 500
3082 SPORTS & CREATNE CAMPS 15,436 23,393 20,000 24,000 4,000
3084 YOUTH DEVEL--WESCOTT 2,516 354 16,000 11,000 (5,000)
3085 FAMILY ACTMTIES 632 3,192 400 7,600 7,200
3086 PROGRAM TRIAL DEV 0 0 1,000 2,000 1,000
OTHER/SPECIAL SERVICES 936 88 0 0 0
TOTAL 363,905 448,089 513,300 541,700 28,400
OTHER PARK FEES:
4340 CONCESSION SALES 26,318 0 42,900 0 (42,900)
4375 TREE SALES 11,924 13,365 15,000 15,000 0
4380 PARK PROG - UNDESIGNATED 0 4.440 0 4,000 4,000
TOTAL 38,241 17,805 57,900 19,000 (38,900)
FINES & FORFE/TS:
4410 COURT FINES/FORFEITS 253,133 249,027 230,000 251,000 21,000
4411 PROSECUTION COSTSiFINES 38,033 47,419 27,000 47,000 20,000
4420 POLICE FINES & FORFEITURE 5,763 7,089 3,000 7,000 4,000
4421 EVIDENCE FORFEITURES 2,941 1,424 2,500 1,500 (1,000)
TOTAL 299,870 304,959 262,500 306,500 44,000
MISC REVENUES:
4610 INTEREST ON INVESTMENTS 527,924 431,791 311,300 263,000 (48,300)
4611 SPEC ASSMT-PRINCIPAL 1,423 4,750 0 5,000 5,000
4615 CHANGE IN FMV - INVESTMTS 149,583 37,969 0 0 0
4620 ANTENNA LEASES 15,000 16,000 17,000 18,000 1,000
4621 BUILDING RENT 6,006 3,625 14,800 5,700 (9,100)
4622 EQUIPMENT RENT 2,281 1,167 1,000 1,200 200
4624 ATHLETIC FIELD RENT 6,727 4,662 2,000 4,700 2,700
4625 PARK SHELTER RENT 20,742 19,105 22,000 25,000 3,000
4628 PARK SHELTER RENT-EXEMPT 5,756 3,037 7,000 3,000 (4,000)
4627 ATHLETIC FIELD RENT-EXEMPT 12,175 14,932 6,900 14,900 8,000
4630 SAFETY HOUSE RENT 117 0 100 100 0
4657 SALE OF CITY PROPERTY 4,915 3,038 5,000 4,000 (1,000)
4658 VEHICLE SALES 5,493 2,932 10,000 5,000 (5,000)
4661 HISTORY BOOKS/TREE PINS 619 394 500 500 0
4663 CONTRIBUTIOWDONATION 12,346 23,894 0 0 0
4865 GRANTS FROM NON-GOVT ENT 6,475 5,000 0 5,000 5,000
2003 Revenues by line item
New
Acct
No. DESCRIPTION
4691 OTHER REVENUE
4710 CASH OVER (SHORT)
TOTAL
PROGRAM REVENUES:
4810 PROJ. ADMIN
4811 CENTRAL SERVICES MTN
4812 WATER ADMIN
4813 SEWER ADMIN
4815 STREET LIGHT ADMIN
4816 STORM DRAINAGEADMIN
4877 WATER QUALITY ADMIN
4820 CABLE TV
4821 DRUG TASK FORCE REIMB
4822 OTHER REIMBURSEMENTS
TOTAL
TRANSFERS:
4980 OTHER -CLOSE FD 445
CABLE FRANCHISE FEES
TOTAL
REVENUE OPTION CHANGES
LEVY REALLOCATION
ADDITIONAL TRANSFERS:
WATER ADMIN
SANITARY SEWER
CENTRAL SER MAINTEN
ADDITIONAL USER FEES
TOTAL
GRAND TOTAL
8/22/2003
2004 BUDGET
GENERAL FUND
REVENUES BY LINE ITEM
2001 2002 2003 2004 CHANGE
Actu Actual Bum Estimated 2003 to 2004
29,989 3,036 6,000 4,000 (2,000)
215 (117) 0 0 0
807,785 575,215 403,600 359,100 (44,500)
307,844 300,958 133,900 142,400 8,500
152,402 157,200 163,700 163,700 0
327,000 343,400 360,600 378,600 18,000
155,600 163,400 171,600 180,200 8,600
19,103 19,1 ~ 20,000 20,000 0
41,602 12,700 13,300 14,000 700
0 31,000 32,700 34,300 1,600
1,113 57 0 0 0
14,050 14,050 14,100 14,100 0
1,588 2,071 2,000 2,000 0
1,020,302 1,043,936 911,900 849,300 37,400
232,207 0 0 0 0
45,116 293,756 444,700 444,700 0
277,323 293,756 444,700 444,700 0
107,791
200,394
150,000
458,185 0
21,268,924 23,101,061 21,778,700 21,778,700 (458,185)
~-
Tax revenues 13,183,822 14,745,862 15,323,000 16,253,706 822,915
HACA, LGA, MVHC aid 1,782,293 1,398,734 1,318,100 - (126,80D)
Other revenues 6,302,810 6,956,465 5,137,600 5,524,994 387,394
21,268,924
®® 23,101,061 21,778,700 21,778,700 1,083,509
ay
2002 Overtime/Comp Pay
Overtime Comp Pay Total
Over/
Budget Actual Budget Actual Budget Actual (Under)
02 Admin - 5,501 - 3,752 - 9,253 9,253
03 IT 2,800 1,332 - 647 2,800 1,979 (821)
04 City Clerk 2,500 5,847 - - 2,500 5,847 3,347
Elections 4,547
Front Counter 1,300
05 Finance 2,500 7,806 - 4,701 2,500 12,507 10,007
Payroll 5,461
Other 2,345
OT Planning - 1,678 - - - 1,678 1,678
08 Inspections - 23,488 - 4,239 - 27,727 27,727
Plan Review 4,931
Constr-trek! 12,960
Other 5,597
09 Communications - - - 974 - 974 974
11 Police * 89,300 104,450 - 17,019 89,300 121,469 32,169
Pafrd 35,000 22,961
lnvestrgatrar 15,000 8,192
Support Svcs !8000 7,112 5.228
Communications 21,000 35,015 8,332
State grants - 30,215
Other 300 955 3,459
12 Ffre 1,700 1,536 - 769 1,700 2,305 605
21 Engineering 9,000 10,584 - 4,119 9,000 14,703 5,703
Public Projects 8,127
Other 2,457
22 Streets 25,600 21,237 - 5.881 25,600 27,118 1,518
Snow Plowing 14,223
Other 7,014
24 Cent Svcs 6,700 6,549 - - 6,700 6,549 (151)
Snow Plowing 2,078
Other 4,471
31 Parks/Rec 27,500 33,809 - 3,687 27,500 37,496 9,996
Structure Care/Maint 3,413
Park Mowing 2,474
Field Mainf/Setup 6,520
Rink Maint/Setup 4,507
Rec Prog Support 3,242
Snow Plowing 5,035
Other 8,618
32 Forestry 3,000 1,014 - - 3,000 1,014 (1,986)
33 Bldg Maint 4,000 1,640 - - 4,000 1,640 2,360
Total Genl Fund 174,600 226,471 - 45,788 174,600 272,259 97,659
* Police excludes $413,456 in contractual overtime, which is fully reimbursed.
2002 OT for 2004 budget planning Pie 1 ~~ 7/8/2003
2002 Overtime/Comp Pay
Overtime Comp Pay Total
Overl
Budget Actual Budget Actual Budget Actual (Under)
61 Water 27,600 10,822 - 3,428 27,600 14,250 41,850
62 Sewer 8,400 7,684 - 3,704 8,400 11,388 19,788
Snow Pbwing 3,150
Other 4,534
64 Storm Drainage - 4,806 - 807 - 5,613 5,613
Proj Insp-Escrow 1,134
Emergency Response 1,550
Other 2,122
65 Water Quality 1,500 1,885 - 770 1,500 2,655 1,155
221 Civic Arena 500 482 - - 500 482 982
222 Cascade Bay 1,000 109 - - 1,000 109 1,109
592 Benefit Accrual Fd - - - 88,895 - 88,895 88,895
2002 OT for 2004 budget planning Pag6 2 ~ r _ 7/8/2003
2004 Comparative Sum of E~ - From G Drive 8-18-03
Aug 22 TLH version
2004 GENERAL FUND BUDGET
COMPARATIVE SUMMARY OF EXPENDITURES
8/22/2003
2001 2002 2003 2004
Actual Actual Budget Budget % Chg
GENL GOVERNMENT
01 Mayor & Council $ 116,367 $ 103,702 $ 109,300 $ 114,900 5.1%
02 Administration 742,054 709,655 724,900 791,300 9.2%
03 Information Technologies 692,350 831,323 891,400 954,200 7.0%
04 City Clerk w/ Finance w/Finance 199,000 266,300 33.8%
05 Finance 850,712 1,029,702 804,300 799,500 -0.6%
06 Legal 338,720 374,778 427,000 429,700 0.6%
07 Comm Dev/Planning 674,123 661,342 593,000 595,800 0.5%
08 Comm Dev/Inspections 662,290 688,268 828,400 852,600 2.9°k
09 Communications 234,424 293,417 445,800 415,700 -6.8%
Gen Govt Total 4,311,040 4,692,187 5,023,100 5,220,000 3.9%
PUBLIC SAFETY
11 Police 7,417,816 7,801,239 8,031,300 8,210,100 2.2%
12 Fire 991,196 1,044,500 1,189,200 1,190,300 0.1%
Public Safety Total 8,409,012 8,845,739 9,220,500 9,400,400 2.0%
PUBLIC WORKS
21 Public Works Engineering 1,433,021 1,187,294 1,229,150 1,287,200 4.7%
22 Streets & Highways 1,345,072 1,324,452 1,481,500 1,410,400 -4.8%
24 Central Svices. Maint. 482,797 481,324 483,300 492,000 1.8%
Public Works Total 3,260,890 2,993,070 3,193,950 3,169,600 -0.1%
PARKS & RECREATION
31 Parks & Recreation 2,746,586 2,790,855 3,106,400 3,087,900 -0.6%
32 Tree Conservation 292,056 279,199 327,600 313,900 ~4.2%
Parks 8 Rec Total 3,038,642 3,070,054 3,434,000. 3,401,800 -0.9%
GENL GOVT BLDG MAINT
33 Building Maintenance 555,899 597,796 559,700 550,200 -1.7%
Total Expenditures-
General Fund
41 Contingency-undesignated
19,575,463 $ 20,198,846
Total Expenditures + Contingency
21,431,250 21,762,000 1.5%
347,450 26,700 -92.3%
$ 21.778.700 $ 21.788.700 0.0%
a7
2004 Comparative Sum of Exp - From G Drive 8-18-03
8-22-03 Summary by Category
2004 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
2003 2004 $ Change °~ change
GENL GOVERNMENT
01 Mayor S Council
Personal Services $ 64,000 $ 68,900 $ 4,900 7.7%
Supplies/Repairs - 100 100
SVGS & Other Chrgs 45,300 45,900 600 1.3%
Capital Outlay - - - -
Total 109,300 114,900 5,600 5.1%
02 Administration
Personal Services 559,800 649,300 89,500 16.0%
Supplies/Repairs 7,500 5,600 (1,900) -25.3°~
Svcs ~ Other Chrgs 157,600 136,400 (21,200) -13.5%
Capital Outlay - - - -
Total 724,900 791,300 66,400 9.2°~
03 Information Technologies
Personal Services 213,600 222,100 8,500 4.0%
Supplies/Repairs 118,400 28,000 (90,400) -76.4%
Svcs & Other Chrgs 543,800 704,100 160,300 29.5%
Capital Outlay 15,600 - (15,600) -100.0%
Total 891,400 954,200 62,800 7.0%
04 City Clerk
Personal Services 172,700 194,200 21,500 12.4°~
Supplies/Repairs - 2,600 2,600
Svcs & Other Chrgs 24,300 69,500 45,200 186.0%
Capital Outlay 2,000 - (2,000) -100.0°k
Total 199,000 266,300 67,300 33.8%
05 Finance
Personal Services 623,000 660,700 37,700 6.1%
Supplies/Repairs 35,600 33,200 (2,400) -6.7°~
Svcs 8~ Other Chrgs 137,700 105,600 (32,100) -23.3%
Capital Outlay 8,000 - (8,000) -100.0%
Total 804,300 799,500 (4,800) -0.6%
O6 Legal
Svcs & Other Chrgs
07 Comm Dev/Planning
Personal Services
Supplies/Repairs
Svcs 8~ Other Chrgs
Capital Outlay
Total
427,000 429,700 2,700
546,900 574,900 28,000
5,700 1,600 (4,100)
40,400 16,800 (23,600)
- 2,500 2,500
593,000 595,800 2,800
0.6%
5.19/0
-71.9%
-58.4%
0.5%
8/22/2003
r ~8
2004 Comparative Sum of F~ - From G Drive 8-18-03
8-22-03 Summary by Category
2004 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
2003 2004 S Change % change
08 Inspections
Personal Services 759,700 799,100 39,400 5.2%
Supplies/Repairs 17,800 12,800 (5,000) -28.1°~
Svcs & Other Chrgs 33,700 31,000 (2,700) -8.0°~
Capital Outlay 17,200 9,700 (7,500) -43.6°~
Total 828,400 852,600 24,200 2.9%
09 Communications
Personal Services 162,700 170,300 7,600 4.7%
Supplies/Repairs 2,300 7,500 5,200 226.1%
Svcs & Other Chrgs 280,500 237,900 (42,600) -15.2%
Capital Outlay 300 - (300) -700.0%
Total 445,800 415,700 (30,100) -6.8°~
PUBLIC SAFETY
11 Police
Personal Services 7,122,000 7,288,700 166,700 2.3%
Supplies/Repairs 388,500 372,500 (16,000) -4.1°k
Svcs & Other Chrgs 498,000 533,600 35,600 7.1°~
Capital Outlay 22,800 15,300 (7,500) -32.9%
Total 8,031,300 8,210,100 178,800 2.2°~
12 Fire
Personal Services 695,400 735,400 40,000 5.8%
Suppiies/Repairs 129,600 127,200 (2,400) -1.9%
Svcs & Other Chrgs 260,900 232,700 (28,200) -10.8%
Capital Outlay 103,300 95,000 (8,300) -8.0%
Total 1,189,200 1,190,300 1,100 0.1%
PUBLIC WORKS
21 Public Works Engineering
Personal Services 1,134,650 1,223,500 88,850 7.8%
Supplies/Repairs 17,500 13,100 (4,400) -25.1%
Svcs & Other Chrgs 65,500 45,600 (19,900) -30.4%
Capital Outlay 11,500 5,000 (6,500) -56.5%
Total 1,229,150 1,287,200 58,050 4.7°~
22 Streets ~ Highways
Personal Services 762,000 803,800 41,800 5.5%
Supplies/Repairs 321,600 295,900 (25,700) -8.0%
Svcs 8~ Other Chrgs 386,100 310,700 (75,400) -19.5%
Capital Outlay 11,800 - (11,800) -100.0%
Total 1,481,500 1,410,400 (71,100) -4.8%
24 Central Svices. Maint
8/22/2003
x ~q
2004 Comparative Sum of ~P - From G Drive 8-18-03
8-22-03 Summary by Category
2004 GENERAL FUND BUDGET
Comparative Expenditures by Dept by Type
2003 2004 S Change °k change
Personal Services 399,400 418,900 19,500 4.9%
Supplies/Repairs 28,600 27,200 (1,400) -4.9%
Svcs & Other Chrgs 50,300 45,900 (4,400) -8.7%
Capital Outlay 5,000 - (5,0001 -100.0%
Total 483,300 492,000 8,700 1.8°~
PARKS ~ RECREATION
8/22/2003
31 Parks ~ Recreation
Personal Services 2,243,100 2,291,500 48,400 2.2%
Supplies/Repairs 331,500 313,400 (18,100) -5.5%
Svcs & Other Chrgs 455,000 446,100 (8,900) -2.0°~
Capital Outlay 61,400 22,700 (38,700) -63.0%
Merck for resale 15,400 14,200 (1,200) -7.8%
Total 3,106,400 3,087,900 (18,500) -0.6%
32 Tree Conservation
Personal Services 235,400 231,900 (3,500) -1.5%
Supplies/Repairs 20,400 20,500 100 0.5°~
Svcs 8~ Other Chrgs 29,300 29,500 200 0.7%
Capital Outlay 20,000 28,000 8,000 40.0%
Merck for resale 22,500 4,000 (18,500) -82.2%
Total 327,600 313,900 (13,700) -4.2%
GENL GOVT BLDG MAINT
33 Building Maintenance
Personal Services 151,100 155,400 4,300 2.8%
Supplies/Repairs 51,250 46,400 (4,850} -9.5%
Svcs & Other Chrgs 340,550 337,700 (2,850) -0.8%
Capital Outlay 16,800 10,700 (6,100) -36.3%
Total 559,700 550,200 (9,500) -1.7%
Percent of
GRAND TOTALS Total Increase
Personal Services 15,845,450 16,488,600 643,150 4.1% 194.5%
Supplies/Repairs 1,476,250 1,307,600 (168,650) -11.4°~ -51.0%
SVGS & Other Chrgs 3,775,950 3,758,700 (17,250) -0.5% -5.2%
Capital Outlay 295,700 188,900 (106,800) -36.1% -32.3%
Merck for resale 37,900 18,200 (19,700) -52.0°~ -6.0%
Total 21,431,250 21,762,000 330,750 1.5% 100.0%
r 30
MAYOR & CITY COUNCIL
Service Delivery Summary:
Mayor and City Council provide the following services:
• The legislative and policy-making activities for municipal government.
• The planning and control of municipal expenditures through the adoption of
annual operating and capital improvements budgets.
• The generation of revenue through the levying of taxes and approval of fee and
rate structures.
• The facilitation of citizen input to the policy process through advisory
commissions, neighborhood meetings, listening sessions, visitors to be heard, and
civic and conununity group participation.
Proposed 2004 Operating Budget Summary/Impact
The Mayor and City Council budget includes few changes given that personnel and
insurance (property and liability) account for 85% of the total budget. Furthermore, the
Mayor and Council budget saw a $5,100 increase in hospitalization costs for 2004. The
City Council primarily has two line item expenses that are discretionary, and thus could
bereduced-conferences and schools, and local meeting expenses. The budget
information as presented shows no change to the allocation of funds for conference
attendance, other than the transfer of the City Administrator's NLC expenses to the
Administration budget. Likewise, a modest adjustment was made to the local meeting
expenses to reflect historic expenses.
The budget material as presented shows a 5.1 % increase over the 2003 budget. The City
Councilmembers' responses to the June 24 executive summaries suggestions were mixed,
in that some members suggested the reduction of some conference expenditures, while
other members suggested that conference expenditures remain at the current level as there
is significant value in the Council attending conferences.
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~3
ADMINISTRATION
Service Delivery Summary:
Administration provides for executive management and administration in the following
areas:
• Execution of policy as adopted by the City Council.
• Administration activities as may be required.
• Such administrative activities as may be required in municipal operations, but
which are not unique to and, therefore, not assignable to other operating programs
or departments.
• Attend and participate in regional and national organizations that provide
education and enhancement for local government service.
• Implementation of Council directives and the goals and objectives of the adopted
Strategic Plan.
The total personnel for Administration is broken down into the following personnel chart:
Proposed
Personnel 2001 2002 2003 2004
City Administrator 1 1 1 1
Director of Community Development** 0 0 0 1
Assistant City Administrator* 1.8 1.8 2 1
Assistant to the City Administrator 0 1 1 1
Volunteer Coordinator (I~ 0 0 0 1
Administrative Secretary/Deputy Clerk 1 1 1 1
Administrative Intern 1 0 0 0
Clerical Technicians 2 2 2 2
6.8 6.8 7 8
*Prior to 2003, .2 of the Assistant City Administrator has been budgeted in
Communications; however, with the addition of the Conununications Director, the .2 has
been reallocated to Administration.
**The Director of Community Development position is proposed to be budgeted in the
Administration budget for 2004 given that the position was created out of the vacancy of
the Assistant City Administrator position. The Director position will be budgeted under
Community Development in subsequent years; the total for 2004 will return to 7 FTEs.
(1~-The Volunteer Coordinator is a new position being proposed for further City
Council discussion. See narrative below for further information.
~~i
2004 Operating Budget
Administration
Proposed 2004 Operating Sud~et Summary/Impact
The primary change to the Administration budget in 2004 is the addition of the
Community Development Director to the budget. Since the position was created to
assume many of the roles of the Assistant Ciry Administrator position, which was vacated
in 2003, the Director's salary is included in the Administration budget. Once the budget
is adopted, the position will be included in the Community Development budget.
Furthermore, included in the Administration budget is an allocation of $36,000 for a
volunteer coordinator, which could be a contractual employee. The position is included to
serve as a continued topic of discussion for the City Council. Over the past few months,
the City Council has discussed utilizing volunteer services to provide some selected City
services. The purpose of the volunteer coordinator would be to organize, recruit, and
coordinate a volunteer program at the City. No starting date is proposed, and if there is
interest in the position, the Council may wish to impose a sunset clause depending on the
measured success during the first I8 to 24 months. Furthermore, if there is Council
interest, the position may be a candidate to share with other local jurisdictions.
There is a 9.2 percent proposed increase in the Administration budget, all of which is
attributed to the addition of the Director of Community Development position and the
Volunteer Coordinator. All other inflationary costs were offset with further budget
reductions and reform, including the following-
s Reorganization of the Assistant City Administrator position to Director of Human
Resources during 2004
• Freeze on capital expenditures
• A reduction in the allocation towards employment advertising for a cost savings of
$5,000.
• A 40% reduction to conferences and school attendance for a cost savings of $3,800.
The City Councihnembers that responded to the June 24 executive summaries were
lazgely in favor of the above suggestions; however, the actual volunteer coordinator
position to address the suggestion to incorporate more service delivery with volunteers
was not proposed at that time.
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INFORMATION TECHNOLOGIES
Service Delivery Summary:
Information Technologies provides a critical support service to all departments and city buildings. The
services provided by IT are as follows:
• Evaluate appropriate computer hardware and software on a continuous basis
• Coordinate all software and programs with LOGIS
• Train employees to facilitate effective use of technology
• Enhance efforts among departments to assure an integrated information system
• Provide technical assistance as needed
• Complete both short and long-term computer and information systems planning
• Facilitate website development and maintenance
• Provide E-Commerce support
• Provide telephone and voice mail system support
The total personnel for Information Technologies is broken down as follows:
Proposed
Personnel 2001 2002 2003 2004
IT Coordinator 1 1 1 1
IT Technical Assistant 1 0 0 0
IT Technician 1 0 0 0
IT Specialist 0 2 2 2
3 3 3 3
Proposed 2004 Operating Budget Summary/Impact
The TT budget as proposed shows a 7 percent increase over 2003. As an internal support service, the
Information Technology division is an important function, as it provides for staff efficiency and
effectiveness through the use of technology. The Information Technology budget increases due to the
LOGIS IT Police Application assessment cost of $131,800. A "zero increase" budget would require
that the assessment be considered as part of the CIP process. City Councilmembers responding to the
June 24 executive summaries largely were in favor of the reduction, if necessary, provided the expense
did not place too much stress on the CIP. This allocation maybe given further consideration as final
budget preparation continues.
The City's continued participation in LOGIS provides the City with tremendous savings and
opportunity in the area of technology, while serving the 26+ consortium of cities and other
governmental entities. The City's participation in LOGIS exemplifies an area in which the City is
actively participating and collaborating with other entities to maximize the City's investment in
technology, while also realizing a significant cost savings.
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CITY CLERK
Service Delivery Summary:
The City Clerk functions operate under the supervision of the Director of Administrative
Services. The City Clerk provides service in the following areas:
• GeneraUAdministration
• Property/Casualty Insurance
• Elections and Voter Registration
• Records Management
• Licensing
The total personnel for the Finance/City Clerk department is as follows:
Personnel
Proposed
2001 2002 2003 2004
City Clerk/Admin. Svcs. Coordinator
Clerical Technicians
2.5 2.5 2.5 2.5
3.5 3.5 3.5 3.5
Proposed 2004 Operating Budget Summary/Impact
The City Clerk budget shows a 34% increase as a result of the election costs that are
incurred every other year as part of the election cycle, which amounts to $59,600 of the
total budget. Historically, the Finance/City Clerk has been very Lean, as the Finance and
City Clerk departments together have reduced staff by 2.25 FTE over the past 6 years,
despite continued growth of the City and the addition of Cascade Bay and the
Community Center.
The budget information provided proposes:
• Although budgeted in this department, the continued reassignment of one City Clerk
Clerical Technician to Parks and Recreation to accommodate the need for Parks and
Recreation front desk coverage, and assistance with the Community Center and
Cascade Bay passes.
• Delay all capital outlay in 2004.
The City Councilmembers that responded to the June 24 executive summaries agreed
with the recommendations as presented. It was also suggested by some Councilmembers
that the City consider reducing the number of election judges.
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FINANCE
Service Delivery Summary:
The Finance functions operate under the supervision of the Director of Administrative Services. The
Finance Department provides service in the following areas:
• GeneraUAdministration
• Accounts Payable
• Treasury
• Payroll
• Purchasing
• Utility Billing
• Special Assessments
• Workers Compensation Insurance
The total personnel for the Finance division is as follows:
Proposed
Personnel
Director of Administrative Services
Chief Financial Officer
Accountants
Accounts Payable Clerk
Utility Billing Clerk
Payroll Clerk
Special Assessment Clerk
2001 2002 2003 2004
1 1 1 1
1 1 1 1
2.75 2.75 2.75 2.75
1 1 1 1
1.5 1.5 1.5 1.5
1 1 1 1
.5 .5 .5 .5
8.75 8.75 8.75 8.75
Proposed 2004 Operating Budget Summary/Impact
The Finance budget as proposed shows a 0.6% decrease from 2003. Historically, the Finance and City
Clerk departments have been very lean, as the departments together have reduced staff by 2.25 FTE
over the past 6 years, despite continued growth of the City and the addition of Cascade Bay and the
Community Center.
The budget information provided proposes:
• The elimination of Temporary Help/Clerical in the finance department.
• The delay all capital outlay in 2004.
The City Councilmembers that responded to the June 24 executive summaries agreed with the
recommendations aspresented.
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LEGAL
Service Delivery Summary:
The Legal Department provides for the following services:
• Legal counsel to the City Council and municipal operating personnel.
• Legal representation on behalf of the municipality in the prosecution or defense of all
proceedings in which the municipality is a party.
• Review of ordinances, resolutions, contracts and other legal documents.
• Coordination with outside legal counsel and work with the League of Minnesota Cities legal
services.
Proposed 2004 Operating Budget Summarv/Impact
The 2004 Legal budget shows an increase of .6%, which is due to a 1.75% rate increase in the City's
contractual service with Severson, Sheldon, Dougherty, and Molenda. Prosecution services have
steadily risen each year; however, the costs the City pays towards prosecution services are offset by
revenues generated through prosecution fees, fines, etc. It is customary for the City to budget $25,000
for "other legal expenses" in the event that the City has unforeseen legal costs during the year and to
provide for specialized services, primarily in the area of labor law.
The City Councilmembers that responded to the June 24 executive summaries were in favor of the
legal budget information as presented.
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I
COMMUNITY DEVELOPMENT--PLANNING
Service Delivery Summary:
The Community Development Department is divided into two divisions-Planning and Inspections.
The Planning division provides the following services:
Planning & Zoning
• Provides the principal contact between prospective developers and builders of residential,
commercial and industrial properties.
• Coordinates staff reports for Advisory Planning Commission and City Council deliberations
concerning zoning, variances, platting, waivers and conditional use permits.
• Provides for the development of long-range plans to guide the physical development of the
municipality including gathering and evaluating data, preparation and review of plans and
preparation of special planning studies.
The total personnel for Planning is broken down as follows:
Proposed
Personnel 2001 2002 2003 2004
Senior Planner 1 1 1 1
Planner 2 2 2 2
Planning Intern .5 .5 .5 0
Office Supervisor 1 1 1 1
Planning Aide 1 1 1 1
GIS Technician 1 1 1 1
Code Enforcement Technician 1 2 2 2
7.5 8.5 8.5 8
Proposed 2004 Operating Budget Summary/Impact
In order to achieve the 0% budget increase, the Planning division made two primary adjustments:
• The professional services budget was decreased by $7,500 due largely in part to the
Comprehensive Guide Plan not needing to be produced in 2004. The next mandated effort that will
require professional services expenditures is the 2008 Comprehensive Guide Plan.
• Reduce the general printing and binding by $7,250 due to reduction in the number of
Comprehensive Guide Plans to be reproduced. Staff continues to recommend to citizens and
contractors that the electronic version of the Guide Plan be utilized, which is gaining popularity.
The City Councilmembers that responded to the June 24 executive summaries agreed with the
recommendations as presented. Also, as noted under Administration, the Community Development
Director personnel costs are not included in the proposed 2004 Community Development budget;
however, in subsequent years, the position will be entirely budgeted in Community Development.
~~
2004 Operating Budget
Planning
As the Planning division considered further reform and reductions, personnel was reviewed in light of
present and future demand. The City is currently experiencing a significant change in the types and
demands of development applications. No longer is the City receiving applications for large
subdivisions. Rather, the City is beginning to witness the growing number of requests for infill
development and redevelopment, which are much more complex by nature. From parcels that were
previously undesirable to parcels that were previously unavailable, development will be affected by
one or more of the following issues: steep slopes, woodlands, proximity to established neighborhoods,
soil correction and/or remediation issues-i.e. wetlands issues, brownsfields, redevelopment issues
(acquisition, relocation, and demolition), etc. All of these potential issues result in the need for extra
care and expertise when working with a developer and/or affected neighbor, and all of which properly
requires more time spent by staff.
In addition to the changing development that the City is experiencing, the continued aging of Eagan's
residential, commercial, and industrial properties has led to significant annual growth in code
enforcement cases. As existing structures continue to age, it can be anticipated that the number of code
enforcement cases will continue to rise. Attached on page ~ is a table to illustrate development and
code enforcement activity over the past five years.
r. Z.
Development Auulications and Code Enforcement Activity Summary
1998 1999 2000 2001 2002
Development 145 162 150 159 158
A lications
Code 246 394 414 388 590*
Enforcement
Cases
Total 391 556 594 547 748
* Includes 108 election sign cases.
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lL
COMMUNITY DEVELOPMENT-INSPECTIONS
Service Delivery Summary:
The Community Development Department is divided into two divisions-Planning and Inspections.
The Inspections division provides the following services:
Inspections
The Inspections Division is broken into two categories: Protective Inspections and Fire/Life Safety
Inspections:
• Protective Inspections -Provides for the administration and enforcement of municipal
ordinances relating to building, plumbing, electrical, heating and sign erection through the
inspection of buildings and structures under construction and inspection of existing structures.
• Fire/Life SafetyInspection -Provides for the inspection of building plans, buildings under
construction and existing structures in order to secure compliance with codes and ensure life
safety.
The total personnel for Community Development-Inspections is broken down as follows:
Personnel
Chief Building Official
Assistant Chief Building Official
Senior Inspector
Inspector
Clerical Technician (F)
Fire Marshal
Fire Inspector
Proposed
2001 2002 2003 2004
1 0 0 0
1 2 2 2
4.5 4.5 4 4
3 3 2.75 2.75
1 1 1 1
1 1 1 1
12.5 12.5 11.75 11.75
(F)-A .75 FTE Clerical Technician position was frozen in 2003, and maybe eliminated in 2004
depending on the priority relative to the additional part-time temporary building inspector position.
Proposed 2004 Operating Budget Summary/Impact
The Inspections Division as proposed shows an increase of 2.9%. An allocation of $26,000 has been
placed in the budget by the City Administrator to allow for the continuation of either the clerical or
building inspection position.
In the initial budget proposed by the Protective Inspections division, it was proposed that apart-time,
temporary building inspector be eliminated for a cost reduction in temporary wages of $24,000. The
City Councilmembers that responded to the June 24 executive summaries agreed with the
recommendations aspresented; however, there was a concern voiced regarding the impact on service if
the part-time inspector position were eliminated. The City Council recognized that if the inspector
position were eliminated, efficiency within the division would be affected. The City Administrator, in
reviewing the Council's feedback, noted that if the part-time building inspector were eliminated, the
~~
2004 Operating Budget
Community Development-Inspections
turn around time for permit issuances, field inspections, and plan reviews would increase, which could
result in a slower permit process. Furthermore, with the elimination of a clerical technician position,
response time to customers will likely be slowed, as would turn azound time in processing permits.
Therefore it is proposed that $26,000 be restored towazds temporary wages. By restoring the temporary
wages, the Director of Community Development could evaluate where the greatest staffing needs will
be and allocate the funding as appropriate.
Throughout the budget, it is becoming evident that over the past five years, the number of permits
issued in the City has increased significantly. Enclosed on page~is a table showing the fees and
permit history over the past five years. With the increase in permits has come an increase in staff time
allocated towards inspections and plan reviews. Furthermore, projects continue to become more
complicated for staff, particularly as homeowners take on their own improvement projects and
manufacturers continue to mazket new products, thus reducing the standardization that previously
existed.
Protective Inspections' revenues have also made a dramatic increase over the past years with no
increase in the fee schedule. The fee schedule was last changed in 1997. Moreover, fees collected have
far exceeded the budget and expenses for the division.
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COMMUNICATIONS
Service Delivery Summary:
Communications provides the following services:
• Public relations and information activities to keep citizens informed of the City's activities and
opportunities.
• Publications distributed to all Eagan residents.
• Coordination of information to be posted on the website.
The total personnel for Communications is broken down into the following personnel chart.
Personnel
Communications Director
Communications Coordinator
Assistant City Administrator*
Proposed
2003 2004
0.2 0.2 0 0
1.2 2.2 2 2
*Prior to 2003, .2 of the Assistant City Administrator has been budgeted in Communications; however,
with the addition of the Communications Director, the .2 has been reallocated to Administration.
Proposed 2004 Operating Budget Summary/Impact
The Communications budget, as proposed, shows a 6.8% decrease. While the Communications budget is
a general fund operation, it is unique in that it is entirely funded through franchise fees. Reductions made
to achieve the decrease include:
• Reduce postage for a cost reduction of $29,900.
• Reduce Printing and Binding for a cost reduction on $11,600.
Due to changing trends of website and electronic mail usage, postage and printing are both proposed to be
reduced in order to be more consistent with historical expenditures. The City Councilmembers that
responded to the June 24 executive summaries agreed with the recommendations aspresented.
Included in the June 24 executive summary were three other potential reductions to be considered,
including: 1.) Changing the number of Experience Eagan publications; 2.) Eliminate the printing of the
New Resident Guide; and, 3.) Begin advertising in the Experience Eagan newsletter. Councilmembers
commenting on the additional reductions noted they would not want to see a reduction in the number of
Experience Eagan publications. No feedback was provided regarding the New Resident Guide, and there
were differing opinions regarding advertising in City publications. The Council did provide direction at
the August 19, 2003 regarding communications, as the Council requested a review of the 2004
communications goals to provide refinement on the communication expenditure allocation.
The 2004 budget information is presented with the expectation that the department will continue moving
ahead positively, and strive to demonstrate the commitment to continue improving communications with
Eagan's residents and businesses, as well as the media. With the new website coming online, production
of Experience Eagan, Community Center mazketing, and the many City communications produced
annually, the consistency within the department's structure will be heavily relied upon.
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POLICE
Service Delivery Summary:
The Police Department is broken into eight (8) categories that represent law enforcement:
• Patrol
• Community Investigation
• Crime Prevention and Public Information
• Alcohol Safety Action Program
• Organization and Management
• Communications
• Animal Control
• Emergency Preparedness
The total personnel for Police is broken down into the following personnel chart:
Proposed
Personnel 2001 2002 2003 2004
Police Chief 1 1 1 1
Captains 2 2 2 2
Sergeants 10 10 10 10
Detectives -Regular 7 7 9 8
Drug Task Force Detective 1 1 1 1
High School Liaison Officer 2 2 2 3
Police Officers (F) 46 46 44 44
Power to Arrest Subtotal 69 69 69 69
Administrative Assistant
Office Supervisor
Clerical Technicians
Secretary
Receptionist
Property Room Tech.
Community Service Officer (F)
Animal Control Officer
Criminal Intelligence Analyst
Criminal Analyst
Office Subtotal
1 1 1
1 1 1
6.25 6.25 6.25
1 1 1
1.5
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4
1
0
0
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17.5 15.25
2004 Operating Budget
Police
Dispatchers
Lead Dispatcher 1 1 1 1
Full-time
Part-time (F)
Dispatchers Subtotal
Total Personnel
4 5 5 8
4.5 5.25 5.25 1.75
9.5 11.25 11.25 10.75
95 97.75 97.75 95
(F}-Two police officer positions are vacant and frozen for 2003. Based on the feedback from City
Councilmembers, both police officer positions are included in the 2004 preliminary budget.
(F}-Two CSO positions are frozen in 2003. The original Police Department budget eliminated four
CSO positions. Based on the City Councihnembers' feedback, the City Administrator has placed an
appropriation for two CSO positions in the 2004 preliminary budget.
(F~One dispatcher position was frozen in 2003, and due to reorganization within the division, it is
proposed that this position not be filled in 2004.
Proposed 2004 Operating Budget Summary/Impact
The proposed 2004 police budget shows a 2.2 percent increase over 2003. The following reductions
are proposed for Council consideration:
• Reorganization of Police Communications and Dispatchers
• Elimination of two Community Service Officers for a cost reduction of $89,950
• Eliminate financial support for the Sibley High School Police School Resource Officer for a
cost reduction of $6,200
In the initial budget reductions proposed, as summarized in the June 24, 2003 executive summaries, the
above reductions and reorganizations were proposed, along with the elimination of all CSOs and the
deferment in hiring two police officers in 2004. Councihnembers that responded to the summaries
expressed their hope that the crime prevention program could be retained and that National Night Out
remain under the supervision of the City. Furthermore, many of the Councihnembers suggested that
some CSOs be retained. In response to the Councilmembers' feedback, two of the CSO positions are
proposed to be restored and the two police officer positions are proposed to be reinstated in 2004.
The City has already experienced the effect of a reduced number of CSOs, as the position was frozen
in 2003 due to a vacancy. With the elimination of two CSOs, many tasks have been and will continue
to be absorbed by other City staff. Those tasks include:
• Delivery of mail, Council packets, Commission packets, bank deposits, and legal
documents to the City Attorney's office
• Transportation of prisoners to detention facilities
• Shuttle police vehicles for service and assist with traffic control at accident scenes
r~~z
2004 Operating Budget
Police
• Enforce City code, respond to medical emergencies, serve as "back-up to the Animal
Control Officer, and maintain the cleanliness of areas that are not cleaned by other City
staff
Upon reviewing the City's current dispatch personnel structure, the department realized that greater
efficiency could be achieved by changing the number of FTE equivalent dispatchers from 10.5 FTEs to
9.75 FTEs. The reorganization, which has already been implemented in 2003, is resulting in greater
schedule coverage and efficiency.
The proposed budget suggests that two police officer positions be reinstated in 2004, which would
result in the City retaining the same number of police officers as in 2003. One of the officer positions
was frozen in 2003 due to a vacancy not being filled. A second officer position was originally
anticipated to be filled in March of 2004, once the approximate nine month time period had passed to
fulfill insurance requirements. As proposed, both of these vacant officer positions would be filled in
2004.
As was noted in the executive summaries, in the event that the number of officers was reduced,
staffing adjustments within the department would be needed. For example, if the two vacant police
officer positions were not reinstated in 2004, the City's Crime Prevention Officer and one Detective
would be reassigned to the Patrol Division. The Crime Prevention Officer, if reassigned, would no
longer be able to oversee the following programs: National Night Out, Business Watch, Neighborhood
Watch, and the Citizens' Academy. The position also currently responds to citizen's questions, and
arranges police activities in the community. Reassignment of the Crime Prevention Officer to the
Patrol division would result in a service reduction to these programs and services.
By reassigning a detective to the patrol division, follow-up to cases maybe slowed, and in turn, patrol
officers will be doing further case follow-up. The reassignment will result in less discretionary time for
officers to patrol for drank drivers, neighborhood crime, or other traffic concerns. Furthermore,
response time to lower priority calls will likely be reduced as the staffmg ratio would be reduced from
1.1 officers per 1,000 residents to 1.01 officers per 1,000 residents.
The final budget reduction proposed is the elimination of financial support for the Sibley High School
Police School Resource Officer for a cost reduction of $6,200. The position is staffed by a West St.
Paul officer and has historically been funded in part by the City of Eagan. It is unknown whether the
position will be eliminated without funding from Eagan.
~„a
2004 POLICE DEPARTMENT BUDGET SUMMARY
Budget Budget Budget Budget Budget
2000 2007 2002 2003 2004
Personal Services $8,084,884 $6,503,914 $8,813,800 $7,122,000 $7,288,700
Parts & Services 326,648 408,150 366,100 388,500 372,500
Services ~ Olfier Charges 350,124 394,915 430,300 498,000 533,800
CapilalOutlay 105.996 112.837 56.700 22.800 15.300
Total $6,667,832 $7,417,818 $7,886,700 $8,031,300 $8,210,100
Program ~ 1701 1104 1106 1108 1107 1108 1110 1116 TOTALS
Program Description Oaneral Patrolling Investigation Emergency Support Communi- Animal Contract
Admin Traffic Crime Prev Prep Services cations Control Security
PERSONAL SERVICES
6110 SALARIES 8WAGES-REGULAR $352,400 $3,488,800 $970,200 $430,000 $517,100 $44,500 $5,781,000
6112 OVERTIME-REGULAR 3,000 40,000 15,000 18,000 23,000 300 99,300
6130 SALARIES & WAGESTEMPORARY 0
6120 CONTRACTUAL SECURfIY 32,000 32,000
8142 PERA-COORDINATED 8,800 24,800 29,900 2,500 85,800
8143 PERA-POLICE 18,500 328,100 91,600 3,000 439,200
6144 FICA 13,200 42,200 11,100 34,300 41,300 3,400 500 148,000
8151 HOSPRALIZATION 38,000 317,800 100,100 63,400 82,900 7,000 0 587,000
8155 WORKERS COMPENSATION 6.600 98.500 27.700 0 1800 2.300 5~Q 1 000 138.400
TOTAL PERSONAL SERVICES 436,300 4,291,200 1,215,700 0 572,300 876,500 58,200 36,500 7,288,700
PARTS 8 SUPPLIES
6210 OFFICE SUPPLIES 1,000 17,100 18,100
6211 OFFICE PRINTED MATERIAL/FORMS 2,200 100 18,600 700 21,800
6212 OFFICE SMALL EOUIPMENT 3,400 5,500 1,000 9,900
6215 REFERENCE MATERIALS 500 8,000 500 800 300 700 200 8,800
6220 OPERATING SUPPLIES-GENERAL 14,400 2,000 8,000 800 1,300 27,500
6221 FILM & FILM PROCESSING 6,900 8,900
6224 CLOTHING/PERSONAL EOUIPMENT 1,500 32,200 9,100 3,300 2,500 3lX) 48,900
6228 PUBLIC SAFETY SUPPLIES 17,800 200 17,800
6228 AMMUNI110N 30,200 30,200
8231 MOBILE EOUIP REPAIR PARTS 52,400 52,400
8232 SMALL EQUIPMENT REPAIR PARTS 2,000 900 1,300 4,200
8235 FUEL, LUBRICANTS, ADDITIVES 12(1,000 120,000
8238 COMMUNICATION SYSTEM PARTS 0 66 ~0 0 Q 0 200 0 Q 6.200
TOTAL PARTS & SUPPLIES 3,000 283,000 14,000 2,800 62,200 5,200 2,500 0 372,500
SERVICES 8 OTHER CHARGES
6310 PROFESSIONAL SERVICES-GENERAL 10,300 3,700 1,200 15,200
6319 MEDICAL SERVICES~OTHER 1,OD0 1,000 1,800 3,800
8320 INSTRUCTORS 3,500 3,500
6325 VETMENNEL CHRG/ANIMAL DISPOSE 2,000 20,000 22,000
6346 POSTAGE 7,500 7,500
B347 TELEPHONE SERVICE & LINE CHG 1,300 16,000 86,000 83,300
6349 TELEPROCESSING EQUIPMENT 21,900 1,100 1,400 24,400
6352 TELEPHONECIRCUffS 1,800 1,800
B353 PERSONAL AUTOJPARKING 800 3,100 200 500 300 500 100 5,300
6354 CAR WASHES 0 3,300 0 0 0 0 3,30D
8355 CELLULAR TELEPHONE SERVICE 1,000 11,300 20,100 400 500 33,300
63851NSURANCE 91,800 0 81,800
6405 ELECTRICITY 800 500 1,100
8425 MOBILE EQUIPMENT REPAIR LABOR 20,200 20,200
6428 SMALL EQUIPMENT REPAIR-LABOR 1,300 800 700 2,600
8430 COMMUNICATION SY517-M RPR-LABOR 4,400 1,000 5,400
8457 MACHINERY ANDEOUIPMENT 5,400 4,300 8,400 25,800 41,900
8475 MISCELLANEOUS 800 1,100 900 2,400 500 200 5,700
6476 CONFERENCES AND SCHOOLS 10,200 34,800 11,100 1,200 1,800 5,300 800 64,800
8477 LOCAL MEETING EXPENSES 4,400 10,600 15,OOD
6478 TUITION AND BOOK REIMBURSEMENT 29,800 4,000 1,000 2,000 0 36,800
6479 DUES AND SUBSCRIPTIONS 1,600 4,600 1,800 400 200 200 200 9,200
8480 LICENSES, PERMRS AND TAXES 1,100 1,100
6520 MAJOR INVESTIGATION EXPENSES 0 2,000 2,000
6536 TOWING CHARGES 2,500 2,500
8589 MAINTENANCE CONTRACTS Q 6.000 0 5200 8 200 10.900 0 0 30.300
TOTAL SERVICES 8 OTHER CHARGE 122,800 172,000 46,800 8,200 45,600 116,800 21,600 0 533,800
CAPITAL OUTLAY
6680 OFFICE FURNISHINGS/EQUIPMENT 2,400 1,900 1,900 4,800 10,800
8670 OTHER EQUIPMENT 0 4500 0 0 0 0 0 0 4500
Total Capital Outlay 2,400 6,400 1,900 0 4,800 0 0 0 15,300
Program Total 588,500 4,752,800 1,278,400 10,800 684,700 798,300 82,300 36,500 8,210,100
70
TIRE
Service Delivery Summary:
The Fire Department is divided into three categories as follows:
• Organization and Management -Provides for the overall administration of the Fire Department
including the preparation and distribution of information regarding programs; prepazation of
the annual report and annual budget; training; and acquisition and maintenance of equipment
and facilities.
• Fire Suppression -Provides for the controlling and extinguishing of fires of all types in order to
minimize personal injury, loss of life and property damage.
• Rescue Squad -Provides for emergency operations pertaining to bodily injury or serious illness
requiring emergency services.
The total personnel for the Fire Department is broken down into the following chart:
Proposed
Personnel 2001 2002 2003 2004
Secretary 1 1 1 1
Clerical Technician 1 1 1 1
2 2 2 2
Volunteers:
Fire Chief 1 1 1 1
District Chiefs 2 2 2 2
Firefighters 147 147 147 147
150 150 150 150
Proposed 2004 Operating Budget Summary/Impact
The proposed 2004 Fire department budget shows a 0.1% increase. The following reductions were
made:
• Reduce building repair and maintenance, janitorial services, and parking lot repairs for a cost
reduction of $10,000.
In addition to the above reduction, the June 24 executive summary proposed that the number of
stations and fire engines called to an incident be reduced, as well the elimination of psychological
testing for new firefighters. Per the input received from Councilmembers,hoth of these expenses are
proposed to be reinstated. There was concern expressed that by reducing the number of stations and
engines "toned" to an incident, public safety would be compromised. Furthermore, while $2,000 is a
nominal expense, Councihnembers recognized the importance of psychological testing to ensure high
quality recruits and the safety of all volunteer firefighters.
Also, per the direction of the Council in 2003, the fire department's training budget is proposed to
remain at its current level, and not be reduced. As the City Council has stated, conferences and schools
are the only opportunity for volunteer firefighters to receive necessary training and instruction.
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PUBLIC WORKS--ENGINEERING
Service Delivery Summary:
The Engineering Division is divided into several responsibilities incorporating the overall engineering
design, construction and maintenance of the City's infrastructure including, but not limited to, streets,
sanitary sewer, water distribution, storm sewer, street lights and related equipment and building
facilities.
Those responsibilities are the following:
• Administration -Supervision and management of all personnel and administrative operation of
the Engineering and Maintenance Divisions.
• Engineering - consisting of the planning, programming, contract management and inspection
of public infrastructure projects, including but not limited to, streets, sanitary sewer, storm
sewer water supply, distribution and storage facilities.
• Management of the maintenance operations of all public utilities and streets.
• Coordination of all consulting services that provide technical and peoplepower expertise to
assist the department with various public infrastructure improvements.
The total personnel for the Public Works/Engineering Department is as follows:
Personnel
2001
2002 Proposed
2003 2004
Director of Public Works 1 1 1 1
PW Coordinator/Administrative Assistant (F) 1 1 1 1
City Engineer 1 1 1 1
Assistant City Engineer 0 1 1 1
Design/Development Engineer 1 0 0 0
Superintendent of Streets/Equipment 1 1 1 1
Superintendent of Utilities 1 1 1 1
Supervisor of Construction 1 1 1 1
Engineering Technicians (F) 5 5 5 5
Secretary 1 1 1 1
Clerical Technician 1.5 1 1 1
Engineering Intern 1 1 .6 0
15.5 15 14.6 14
(F}-The positions of PW Coordinator/Administrative Assistant and one Engineering Technician are
vacant and included in the frozen 2003 positions. Allocations for both are included in the 004
preliminary budget.
r?L~
2004 Operating Budget
Engineering
Prouosed 2004 Operating Budget Summary/Imuact
The General Fund Public Works budget includes the divisions of Engineering, Street Maintenance, and
Central Services, all of which are financed through the General Fund. The three budgets, when taken
as a whole, show a slight decrease in 2004. The budgets of Water Utility Maintenance, Sanitary Utility
Maintenance, and Storm Water Drainage are not included, as they are not funded from the general
fund.
The 2004 proposed Engineering budget shows an increase of 4.7%. The proposed increase is primarily
the result of personnel costs and the need to purchase a new copy machine, with the expense being
split between public works and community development.
Not only is the Engineering Division available to assist the general public with technical issues
(drainage, traffic management, infrastructure, and property records), but they also provide design,
inspection, and construction/contractrnanagement technical services for all public infrastructure
improved, whether performed under a City Contract or by a private developer. These required services
can either be provided by a private consulting firm (with all incurred fees charged back to the
benefiting improvement) or by in-house engineering staff. However, the fees charged by the City for
its personnel services are 40% less than a comparable consultant. Also, in many cases, the overall
charges are limited by a 4% cap on the total project cost. If the rates were adjusted and all costs
incurred (e.g. vehicles, equipment, materials, etc.) were able to be charged to the benefiting entity, a
more equitable accounting to the General Fund Revenue might be achieved. This option would be a
way to meet the 0% budget increase goal rather than reduce revenue generating expenses.
The City Councihnembers that responded to the June 24 executive summaries largely were in favor of
the revenue enhancing suggestions. Included in the Councilmembers' feedback was the suggestion that
the City consider privatizing design, inspection and construction contract management services for all
public infrastructure improvements. From acost/benefit perspective, the City's expenses would be
significantly higher if services were privatized, particularly since the City's engineering services are a
"quasi enterprise budget" in that costs are charged back for services rendered. In addition to the cost
saving that the City receives through in-house services, it is important to recognize that the engineering
staffprovides a vast service to the public on a daily basis and also supports other City departments, i.e.
Parks and Recreation. The benefit of providing a service to the public would be lost without in-house
engineering staff.
For comparative purposes, enclosed on page ~ are the survey results showing how the City of
Eagan compares to other comparable municipalities in regards to the number of Public Works
employees. As the table demonstrates, the City of Eagan has the fewest number of Public Works
employees when compared to the nine comparable cities in the Metropolitan area.
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PUBLIC WORKS--STREETS/HIGHWAYS
Service Delivery Summary:
The Streets/Highways Division is broken into five (5) basic azeas of responsibility that represent the
safe and efficient use of all City streets.
Those areas include:
• Structural and operational maintenance of public roads through patching, sealing, grading and
overlays.
• Street sanitation through the sweeping of streets and the collection and disposal of debris from
public rights of way.
• Maintains and repairs the street inlets to the storm drainage system.
• Provides snow and ice control on streets, municipally owned parking lots and designated
sidewalks/trails.
• Provides for the installation, operation maintenance and replacement of traffic control devices
including street signs, signals, pavement markings and guardrails.
The total personnel for the Streets/Highways Department is broken down as follows:
Personnel 2001 2002
Supervisor 1 1
Technician/Inspector 1 1
Maintenance Workers 10 10
Proposed
2003 2004
10 10
12 12 12 12
Proposed 2004 Oneratine Budget Summary/Impact
As noted in the Engineering budget, the General Fund Public Works budget includes the divisions of
Engineering, Street Maintenance, and Central Services, all of which are financed through the General
Fund. The three budgets, when taken as a whole, show a 0% increase in 2004. The budgets of Water
Utility Maintenance, Sanitary Utility Maintenance, and Storm Water Drainage are not included, as they
are not funded from the general fund.
The 2004 proposed Streets and Highways budget shows a decrease of 4.9%. The following reductions
are proposed:
• Reduce trail and street repairs for a cost reduction of $18,000
• Reduce snow plow damage repair and Pavement Rating for a cost reduction of $17,500
• Replace signs as part of the annual street overlay CIl', and assess the costs to the project for a cost
reduction of $15,000.
S?1
2004 Operating Budget
Streets and Highways
• Reduce Winter Trail Plowing to historic levels for a cost reduction of $30,900 (the reduction is the
net change after the City Council's direction at the August 12 meeting to add winter trail
maintenance in Town Centre.)
• Reduce the application of winter sand/salt in the residential areas to only hills, curves, and
intersections for a cost reduction of $10,400 (This reduction was not previously noted in the June
24 executive summary)
By reducing trail and street repairs in 2004, the scope and quantity of asphalt used and the number of
applications in structural street and trail repairs would be reduced. Also, curb and gutter repair would
be reduced by 66% by limiting repair only to critical safety or drainage requirements and delaying
other repairs to the CIP street overlay program, which is funded through the Major Street Fund.
The reduction in the snow plow repair program would result in the City using topsoil and seed, as
opposed to using sod, which is the current practice. The seed has a better survival rate and long term
quality; however, it does not have the "instant" lawn effect that citizens have come to expect. Also, it
is recommended that contractual expenses for performing the field rating of the Pavement Condition
Index (PC)) be coded to the Major Street Fund as an annual management expense of the Pavement
Management Program.
By replacing signs as part of the annual street overlay CIP, the cost of the sign replacements will be
assessed to the overlay project. As a result, signs may not be replaced as frequently as they currently
are.
It is proposed that the budget for snow plowing be reduced to better reflect historical expenses. To
gauge plowing expenses, the budget includes a contingency factor of 1.5 times the 4-year average to
account for unpredictable total yeaz accumulations.
The City Councilmembers that responded to the June 24 executive summaries largely were in favor of
the reductions as presented. There was some concern expressed regarding the assessment of significant
costs back to residents; however, support was offered for the revenue producing structure provided that
fees would be evenly disbursed or matters of consumer choice.
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CENTRAL SERVICES MAINTENANCE
Service Delivery Summary:
Central Service Maintenance provides a major support service to all departments in the following two
areas:
Maintenance of Vehicles, equipment and material storage and repair areas at the Central
Maintenance Facility including the building and grounds.
Maintenance and repair of vehicles and equipment for the Streets, Parks and Recreation and
Utility Departments.
Provides clerical support to all streets, utilities, and parks maintenance operations.
The total personnel for the Central Services Maintenance Department is broken down as follows:
Proposed
Personnel 2001 2002 2003 2004
Shop Supervisor/Chief Mechanic 1 1 1 1
Equipment Maintenance Workers 2 2 2 2
Office Supervisor 1 1 1 1
Clerical Technicians 2.5 2.5 2.5 2.5
6.5 6.5 6.5 6.5
Proposed 2004 Operating Budget Summary/Impact
As previously noted, the General Fund Public Works budget includes the divisions of Engineering,
Street Maintenance, and Central Services, all of which are financed through the General Fund. The
three budgets, when taken as a whole, show a 0% increase in 2004. The budgets of Water Utility
Maintenance, Sanitary Utility Maintenance, and Storm Water Drainage are not included, as they are
not funded from the general fund.
The 2004 proposed Central Services budget shows an increase of 1.8%. Central Services is a small,
labor intensive support function, and therefore, reductions are difficult to make. Included in the
proposed budget is a combined reduction of 7.6% ($6,000) in the Supplies/Services categories. The
majority of these reductions are associated with the off-year elimination of the biannual Community
Services Open House and reductions in Conferences and Schools. There aze also no capital requests
within the budget as proposed.
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PARKS & RECREATION
Service Delivery Summary:
The Parks & Recreation Department is divided into three service categories as follows:
Administration
• Provides for overall planning, coordination, management and administration of activities within the
department.
• Provides for long-range planning of park needs and master planning of individual parks.
• Provides for parks development, budget preparation, parks acquisition, forestry, contract administration and
coordination with other service agencies.
• Provides Eagan residents an opportunity to reserve facilities and register for department programs.
• Provides overview and direction for the Civic Arena, Community Center, and Cascade Bay facilities.
Recreation
• Provides for the operation of a variety of participative activities for the diversified interests of Eagan
residents.
• Provides athletic events, special programs, instructional classes and social gatherings for tots, youth, adult
and senior citizens.
• Provides youth athletic programs through coordination with local youth athletic associations.
Parks Maintenance & Improvements
• Provides for the maintenance of parks facilities, athletic fields, community parks, park shelter buildings and
trails, as well as other municipal grounds, such as the municipal campus, library and the new Community
Center/Central Park.
• Provides parks development activities including the installation of playground equipment, landscaping
projects, hockey rink constructions and other similar construction activities in the development and
improvement of Eagan's parks.
The total personnel for the Parks & Recreation Department is broken down as follows:
Personnel
Proposed
2001 2002 2003 2004
Director of Parks and Recreation
Parks Superintendent
Parks Planner/Landscape Architect
Administrative Specialist
Superintendent of Recreation
Recreation Supervisor
Events & Recreation Program Supervisor
Preschool Coordinator
Park Maintenance Supervisor
Park Operations Supervisor
Park Maintenance Worker (F)
Office Supervisor
Clerical Technicians
0.95 1 1 1
0.85 0.85 .85 .85
1 1 1 1
1 1 1 1
1 1 1 1
3 3 3 3
1 1 1 1
1.25 1 1 1
1 1 1 1
1 1 1 1
9.4 9.4 9.4 9.4
1 1 1 1
2.4 3.4 3.4 3.4
24.85 25.65 25.65 25.65
(F) One Parks Maintenance position was frozen in 2003. There is an appropriation in the 2004 preliminary
budget to fill the position in the 4`h quarter.
01
2004 Operating Budget
Parks and Recreation
Proposed 2004 Operating Budget Summary/Impact
The proposed 2004 Parks and Recreation budget shows a 0.6% decrease. The following reductions are proposed:
• Maintaining the full-time pazks maintenance position vacancy until 4~h Quarter 2004
• Eliminate 5 or 6 seasonal pazks maintenance staff for a reduction of $20,000
• Delay the opening of the Central Park sliding for a cost reduction of $13,700
• Reduce part-time, seasonal program salaries (e.g. outdoor rinks, senior programming, and teen
programming) for a cost reduction of approximately $26,500.
• Reduce the 4th of July expenses by $5,000, and reduce the music at the Rotary Band Shell at Central Park to
only those events funded by volunteer contributions fora $3,000 reduction
• Defer maintenance of colored tennis courts, shelters and pavilions, or back stop and fences for a cost
reduction of up to $14,500.
• Eliminate staffing at Class "B" skating sites (Lexington, Ridgecliff, and Carnelian) for a reduction of
approximately $10,000 and place rink lights on timer so that part-time attendants would no longer be
responsible for the lighting.
Due to the suggested freeze of a full-time Parks Maintenance staffperson until the 4~' Quarter, as well as the
reduction of 5 or 6 seasonal parks maintenance staff, park maintenance tasks will be assigned to the existing staff,
thus increasing work load and impacting efficiency. Positions are proposed to be eliminated from both the park
maintenance crew and the boulevard mowing crew, which will reduce the frequency of grass trimming in parks
and around municipal buildings from the current trimming of 2.5 times/month to 2 times/month. The consequences
to the elimination would be immediately noticeable as Central Park will now need to be maintained, which
includes 60 acres to be mowed, trails to be swept and plowed, sprinkler heads to be maintained, and a winter
skating area. Also, maintenance staff will be needed to maintain Central Parkway and Cedar Grove streetscaping,
as well as Thresher Fields.
To further demonstrate the park maintenance work load, enclosed on page ~ is a memo from Steve Taylor, Pazks
Maintenance Supervisor, regarding the equipment and employee hours needed to maintain specifically Central
Park and the Community Center Grounds. All of these responsibilities are in addition to the maintenance of the
other 54 parks. As a result of the personnel reductions, certain parks maintenance projects and duties may need to
be delayed given the staffing reduction in 2004.
If it is the Council's desire to open the Central Park sliding hill, an additional $32,272 in expenses would exist,
which would be offset by an estimated $18,600 in revenue, resulting in a cost of $13,700. Furthermore,
maintenance of the operation would be required. Currently, the opening of the sliding hill is not proposed in the
2004 preliminary budget. Should it be the Council's desire to open the sliding hill, the Council may wish to discuss
whether the sliding hill operation is expected to be operated as an enterprise fund.
As additional programs are being offered at the Community Center, part-time staff will be needed. The additional
staffing costs will be offset by revenues. By reducing General Fund part-time salaries in programs that are not
offset by revenues, as is being proposed, a need for greater reliance on volunteers will be created, which perhaps
could be an opportunity in which the proposed volunteer coordinator could assist. In surveying comparable metro
area municipalities, it was common for these communities to have between 1 to 1.5 FTEs assigned specifically to
working with the senior population via senior programming. As part-time salaries are reduced, program growth
may be restricted as the need to staff existing programs remains. As a result, the City would not be able to meet
requests for new programming.
47
2004 Operating Budget
Parks and Recreation
It is proposed in the preliminary budget that the City reduce the 4~' of July expenses by $5,000, and reduce the
music at the Rotary Band Shell at Central Park to only those events funded by volunteer contributions fora $3,000
reduction. If this reduction is implemented, the 4~' of July festival programming would be affected. Also, the music
programming at the bandshell would be reduced by 50%, if volunteer contributions were relied upon. There have
been some suggestions made recently by a member of the 4~' of July committee that the City seek contributions
from the community for the 4~' of July celebration, which includes $30,000 for fireworks and other related costs.
It is proposed that maintenance of colored tennis courts, shelters and pavilions, back stops, and fences be deferred
in 2004. Deferment beyond additional years will reduce playability of the courts as surfaces deteriorate. Like
streets, surface repair deferment can lead to more expensive total replacement.
Lastly, it is proposed that staffing be eliminated at three Class "B" skating sites (Lexington, Ridgecliff, or
Carnelian). The three rinks would continue to be flooded, and the rink lights at these locations would be placed on
timers. As can be expected, any time neighborhood rinks aze not staffed, there will be negative responses from
patrons within those specific neighborhoods.
"1,~
MEMO
city of eag
TO: KEN VRAA, DIRECTOR OF PARKS AND RECREATION
FROM: STEVE TAYLOR, PARK MAINTENANCE SUPERVISOR
DATE: JULY 17, 2003
SUBJECT: MOWING COMMUNITY CENTER SITE
Ken -
Just an update about the first time that we mowed the Community Center site. Although we have been mowing the
few pazking islands in front of the community center, yesterday was the first day the newly sodded area on Central
Park Boulevard (which included the boulevard on the north side of the street,) the island that is sodded from Yankee
Doodle to Pilot Knob Road, and much of the area that is sodded around the Community Center.
Two (2) groundsmasters and four (4) hand mowers were sent to the site with six (~ part-time employees. It took
about six (~ hours to cut the sod that is there now. We wanted to get a feel for what had to be cut with hand mowers
and what could be cut with the groundmasters. Unfortunately, a lot of it has to be hand mowed. A fair amount of it
has to be hand mowed AND bagged. Central Pazkway from Yankee Doodle to Pilot Knob had to be bagged. It is a
small section so you can't blow it, you have to bag it.
In addition much of the boulevards and parking lot islands have trees so close to the curb that the groundsmasters
aren't able to get azound without mating a mess on the road. The hand mowers have to be used to cut around the trees
as well as in the Community Center itself. Much of the islands have to be trimmed by hand mowers. I would estimate
that the site is probably 50% sodded.
To sum it up, judging from what it took to do 50% of the site, I think when the site is completed (in other words -
100% in grass) it will take a crew of six (~ or seven (7) part-timers probably a full day to cut the site; and perhaps
twice per week.
As far as equipment needs, I think you are looking at four (4) hand mowers with bags, two (2) Crroundsmasters 72,
and the seventh person would be a high capacity mower such as the 580 or the 4000 for the bigger sodded areas.
Equipment and Man Hours needed to mow the Community Center
112 -man hours a week
1-High Capacity Mower (580 or 4000)
2 - Groundsmasters 72 2 inch mowers
4 -Hand mowers with baggers
2 -Weed trimmers
Vehicle to haul clippings away -either truck or Cushman
I hope this helps you to understand vyhat it takes to mow this site.
I hope it is helpful for you down the road.
Steve Taylor
Park Maintenance Sup 'sor
ST/nab
I:~47b~mowing of community center site
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TREE CONSERVATION/FORESTRY
Service Delivery Summary:
Tree Conservation provides for the maintenance of existing trees and the planting of new trees on
public property and the care and maintenance of the tree nursery.
Also, inspection of potentially diseased trees on private properties is an ongoing response service
• provided by the Forester. .
The total personnel for Tree Conservation is broken down into the following personnel chart:
Personnel
Supervisor of Forestry
Parks Superintendent
Grounds Maintenance (F)
Forester/Maintenance
Proposed
2001 2002 2003 2004
0.15
0 0.15
0 .15
1 .15
1
0.6 0.6 .6 .6
1.75 1.75 2.75 2.75
(F) The Grounds Maintenance position was originally approved in 2003; however, there was Council
action in 2003 to hire part time/seasonal staff to fulfill the grounds maintenance duties in lieu of hiring
the FT Grounds Maintenance position. As presented, the 2004 preliminary budget continues the use of
seasonal staff in lieu of the full-time position.
Proposed 2004 Operating Budget Summary/Impact
The 2004 proposed Tree Conservation budget shows a decrease of 4.2 percent. The following
reduction is proposed:
• Continue freeze of full-time Grounds Maintenance position through 2004 for a cost reduction of
approximately $35,000.
Due to the freeze, maintenance tasks will be assigned to the existing staff, thus increasing work load
and jeopardizing efficiency. Certain parks maintenance/tree conservation projects and duties may need
to be delayed given the staffing reduction in 2004. Enclosed on pages I~ through ~OZ is a memo from
Greg Hove, Supervisor of Forestry, which summarizes the current work load of the forestry division.
It is suggested that in lieu of filling the full-time Grounds Maintenance position in 2004, the City
instead allocate an additional $12,000 to temporary wages so that part-time/seasonal staff will be able
to assist with the increased work load in 2004.
The City Councihnembers that responded to the June 24 executive summaries were in favor of the
above recommendation.
inn
r~
`^ `-~-z
~ ~'
( ~~ .. '"
~' l f J city of eagan
MEMO
TO: KEN VItAA, DIRECTOR OF PARKS AND RECREATION
CC: PAUL OLSON, PARKS MAINTENANCE SUPERINTENDENT
FROM: GREGG HOVE, SUPEVISOR OF FORESTRY
DATE: JULY 15, 2003
SUBJECT: LANDSCAPE MAINTENANCE DETAILS 2003-OS
Ken, per your request this memo will summarize the type of landscape plant resource the Forestry
Division (landscape crew) maintains at the current time, as well as projects into the next two years _
the type of workload expected to require plant maintenance. Ground cover data and/or
measurements are accurate numbers taken from either actual ground measurements or from
measurements off final landscape plans.
The City of Eagan Forestry Division relies on two landscape crews, consisting of five seasonal
employees (May/June to August/September) to maintain all the existing landscape within the City
of Eagan parks and public facility sites. To date we maintain plant material in 43 city parks and in
24 public facility sites (i.e. City Hall, Cascade Bay, Fire Stations, etc.). In 2004 we will be
responsible for plant maintenance at Eagan Community Center and at Central Park. In 2005 we
will be responsible for plant maintenance in all streetscape sites (Central Parkway and Cedar
Grove). Additional streetscape sites will likely be installed in future years (these are not included in
this memo).
The table below summarizes data pertaining to plant maintenance in city sites.
City of Eagan Plant Material Maintenance Responsibilities
2003 2004 2005
Number of ParkstPublic Facilities maintained 67 69 71
(Community Center and Thresher Fields added in 2004)
(Cenbal Pkwy and Cedar Grove added in 2005)
Number of Landscape Beds 481 553' 588
~'otal Spuaze Feet of Landscape Beds 478 511 534 97I' 596 776
(Conversion to acres) 11. D 12.3' 13.7
Percent increase from
11.8 24.7
` Data for 2004 and 2005 does not include landscape maintenance figures for the balance of plant material to be added
to the Community Center (i.e. Patriot's Plaza, Festival Ellipse area), Thresher Fields, or any other project currently not
planned for.
~( l)
NOTE:
1. The 2004 addition of the new Community Center will add 256 trees, 2,317 shrubs, and
1,881 perennials to landscape maintenance responsibilities.
2. The 2005 addition of streetscape sites will add 408 trees, 2,529 shrubs, and 4,786
perennials to landscape maintenance responsibilities.
3. Both the Community Center and streetscape sites will be classified as "A" sites,
requiring high priority maintenance.
4. The data mentioned in this memo does not include plant material to be installed at
Thresher Fields, the Community Center Patriot's Plaza and Festival. Ellipse area, or any
other unplanned park sites.
5. The data mentioned in this memo does not include the 17,000 boulevard trees, over
7,000 park landscape trees, and approximately 25 acres of prairie sites requiring regular
maintenance by forestry staff (landscape staff occasionally assists forestry staff in these
areas).
I:\ghove\200351e\misc\2003-05 workload nxmo to KV
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105
GOVERNMENT BUILDINGS
Service Delivery Snmmary:
Government Buildings provide for the following services:
• General maintenance, repair and operation of the Municipal Center Building/Campus.
• Care of Municipal Center, Community Room and municipal shop but does not include Park &
Recreation buildings and properties, nor does it include the maintenance of the fire stations.
The total personnel for Government Buildings is broken down in the following chart:
Proposed
Personnel
Director of Parks & Recreation*
Building Maintenance Supervisor
Building Maintenance Workers (F)
2001 2002 2003 2004
0.05 0 0 0
1 1 1 1
2 2 2 2
3.05 3 3 3
*Previously, Government Buildings was a function of Parks and Recreation, and therefore, .5 percent
of the Director of Parks and Recreation position was allocated to Government Buildings. The division
is now included as a function of Community Development.
(F}--One FTE Building Maintenance position was frozen in 2003. An allocation for the position is
included in the 2004 budget.
Proposed 2004 Operating Budget Summary/Impact
The 2004 proposed Government Buildings budget shows a reduction of 1.6 percent. The budget
information provided includes the following reductions:
• Reduce building maintenance supplies for a cost reduction of approximately $6,000.
• Eliminate Conferences and Schools expenditures for a moderate cost reduction of $500.
By reducing the building maintenance supplies, small maintenance projects throughout the City
buildings may need to be delayed during 2004. The City Councilmembers that responded to the June
24 executive summaries largely were in favor of the above suggestions.
Additionally, in 2004, the value of contractual janitorial services versus full-time personnel will
continue to be evaluated under the direction of the Community Development Director.
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~'"~ "- MEMO
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city of eagan
TO: City Administrator Hedges
FROM: Director of Administrative Services VanOverbeke
DATE: August 21, 2003
SUBJECT: Fund Status
At your request, I am providing this background information regarding the financial
status of the various City funds along with general information about the source of those
funds and any restrictions on the use of the funds. In that context I am also presenting
a brief description of each City fund. The description is a combination of
accounting/legal requirements and information and specific application to Eagan's
circumstances.
GENERAL FUND
The General Fund is established to account for the revenues and expenditures to carry
out basic governmental activities of the City such as general government, public safety,
public works, and parks and recreation. Revenue is recorded by source; i.e. taxes,
licenses and permits, fines and forfeits, service charges, etc. General Fund
expenditures are made primarily for current day-to-day operations and operating
equipment and are recorded by major functional classifications and by operating
departments. This fund accounts for all financial transactions not properly accounted for
in another fund.
The financial position of the General Fund is best described by the fund balance which
is presented as follows in the budget information memo showing the amount available
for consideration in the 2004 Budget.
That calculation can be summarized as follows:
December 31, 2002 Fund Balance
Minus Designation For Debt Service
Undesignated 12-31-02 Fund Balance
Minus Appropriation For 2003 Aid Loss
Projected 12-31-03 Undesignated Fund Balance
Minus Paper Investment Increase
Net Undesignated Fund Balance
Minus 35% Fund Balance Target
Available For Contingency During 2004
$ 12, 063, 000
(2,734,000)
$ 9, 329, 000
(855,000)
$ 8,474,000
(246, 000)
$ 8, 228, 000
(7,622,545)
$ 605,455
SPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for revenues derived from specific taxes or
other earmarked revenue sources. They are usually required by statute or local
ordinance to finance particular functions or activities of government.
Housing Fund
This fund accounts for the proceeds of an annual fee equal to 1/8 of 1 % of the
outstanding principal balance of certain revenue bonds or obligations issued to finance
multifamily housing developments in accordance with the City's housing program and
housing plan. It also accounts for the activities of the Housing and Redevelopment
Authority in and for the City. The fund will be used to finance future housing-related
developments within the City as determined by the City Council. (12-31-02 Cash and
Investments: $594,325 and Fund Balance: $1,669,336)
Cable TV Franchise Fees Fund
This fund was established to account for franchise fees paid to the City from Meredith
Cable (now Comcast), the area cable television provider. The money is restricted for
cable-related and communications activities. The City provides funding for the
Burnsville/Eagan Cable Communications Commission from this fund. (12-31-02 Cash
and Investments: $2,021,108 and Fund Balance: $1,926,494)
Police Forfeiture Fund
This fund was established to account for the proceeds from court ordered forfeitures.
The money is restricted for police related activities by court order and state statute. (12-
31-02 Cash and Investments: $23,737 and Fund Balance: $24,086)
Recycling Fund
This fund was established to account for the implementation and on-going operation of
the City's recycling program. Funding is provided primarily from Dakota County grants
and is restricted to recycling activities. (12-31-02 Cash and Investments: $70,677 and
Fund Balance: $28,046)
Economic Recovery Grant Fund
This fund was established to account for grant proceeds from the State of Minnesota to
establish a revolving loan fund for local businesses for the purpose of economic
development. (12-31-02 Cash and Investments: $185,925 and Fund Balance:
$189, 560)
Cedarvale Special Services Fund
This fund was established to account for the Cedarvale area special services district.
This designation allows business owners in the area to pay for and receive special
services above and beyond those provided to the remainder of the community. (12-31-
02 Cash and Investments: $12,418 and Fund Balance: $12,567)
~~a
DEBT SERVICE FUNDS
Debt Service Funds are established to finance and account for the payment of interest
and principal on all general obligation debt, including debt payable from special
assessments but excluding debt issued for and serviced by a governmental enterprise.
Provisions are made in the City's general property tax levy for money sufficient to meet
the general obligation debt. Special assessment levies are sufficient to meet the debt
service obligation of the special assessment improvement debt issues.
General Obligation Bond Debt Service Funds presently established are as
follows:
Fire Facility Refunding Bonds Fund The debt service payments are being made from
the designated portion of the General Fund Balance.
Assessments on City Property Fund Financed from an annual tax levy as necessary.
(12-31-02 Cash and Investments: $66,022 and Fund Balance: $66,812)
EDA Revenue Bonds Fund The debt service payments are being made from the
designated portion of the General Fund Balance.
Special Assessment Improvement Bond Funds By City Council policy these balances
are allocated to the Community Investment Fund after all other Special Assessment
Improvement Bond Funds have been determined to be financially sound. (12-31-02
Cash and Investments: $7,775,285 and Fund Balance: $8,005,368) (12-31-02 Bonds
Payable: $17,295,000-Included in General Long Term Debt Account)
In general, balances in debt service funds are pledged to repayment of the bonds and
cannot be appropriated until such time as the bonds have been retired.
CAPITAL PROJECTS FUNDS
Capital Projects Funds are established to account for the resources expended to
acquire assets of a relatively permanent nature. (Special revenue and enterprise fund
resources are not included in this category.) These funds evolve from the need for
special accounting for bond proceeds, grants, and contributions for the acquisition of
capital assets.
Capital Projects Funds provide a formal mechanism which enables administrators to
ensure that revenues designated for certain purposes are properly used. Capital
Projects Funds further enhance reporting that requirements regarding the use of
revenue were fully satisfied.
The City's Capital Projects Funds are as follows:
Park Site Acquisition & Development Fund This fund is a combination of the Park Site
Fund, which accounted for park dedication fees from developers for the purpose of
obtaining and developing parklands, and the Park Acquisition and Development Grants
Fund, which accounted for parks-related grant proceeds and corresponding
expenditures. The budget for this fund is approved by way of the five-year Capital
Improvement Program adopted by the City Council. (12-31-02 Cash and Investments:
$3,216,579 and Fund Balance: $3,245,792)
113
Community Investment Fund
This fund is financed primarily from special assessment collections remaining after all
debt service obligations are met in special assessment debt service funds. The fund is
used to pay capital costs and City Council designated start-up operational costs of
projects of general benefit to the City. (12-31-02 Cash and Investments: $637,101 and
Fund Balance: $2,658,855)
Tax Increment Funds
These funds are each set up to account for the revenues and expenditures related to
the individual tax increment districts approved in the City.
The City's Tax Increment Funds are as follows:
• Sperry Tax Increment Fund
• Hwy 55/149 Tax Increment (2-3) Fund
• I-494/Dodd Road Tax Increment (2-2) Fund
• Cedar Grove/Hwy 13 Tax Increment Fund
• Hwy 55/Blue Gentian Tax Increment (2-4) Fund
Equipment Revolving Fund
In 1989, the City implemented the Equipment Revolving fund with the long-range
objective of funding capital equipment purchases with a dedicated portion of the
operating levy, eliminating the need to borrow via equipment certificates. The
City has been successful in this effort; 1997 was the last year equipment
certificates were issued. A secondary objective was to remove operating budget
fluctuations from the General Fund departments caused by large capital
purchases. The use of this fund better facilitates overall planning for these large
expenditures. (12-31-02 Cash and Investments: $1,658,257 and Fund Balance:
$1, 529, 877)
Radio Replacement Improvement Fund and Backup Generator Construction Fund
These two funds are special purpose capital projects funds created to account for the
revenues and expenditures related to those specific projects. They are short-term and
will be closed upon complete final costing of the projects.
General Facilities Renewal Fund
This fund was created to account for the tax levy collected for the purpose of providing
resources to allow for major repairs for the City's general facilities. (12-31-02 Cash and
Investments: $209,038 and Fund Balance: $211,345)
Revolving Improvement Construction Fund
This fund is used to account for all construction costs for public improvement projects
that will be permanently financed by bond sales with debt service payments made from
special assessment collections.
The City's utility trunk funds are used to account for the collection and expenditure of
money used to provide over sizing for utilities. The revenues come primarily from area
assessment charges and from collection charges.
uy
The City's Utility Trunk Funds are as follows:
Storm Sewer Trunk Construction Fund (12-31-02 Cash and Investments: $4,053,546
and Fund Balance: $4,116,489)
Water Trunk Construction Fund (12-31-02 Cash and Investments: $4,333,401 and
Fund Balance: $4,412,496)
Sanitary Sewer Trunk Construction Fund (12-31-02 Cash and Investments: $5,718,730
and Fund Balance: $5,835,093)
Maior Street Construction Fund
This fund operates similarly to the utility trunk funds, however streets cannot be
classified as utilities. Financing derives from the tax levy, Municipal State Aid, and
interest earnings. Expenditures are used to pay the City's share of collector streets,
county roads, certain trails, signal lights, etc. (12-31-02 Cash and Investments:
$19,501,981 (Including interfund receivables) and Fund Balance: $19,937,482)
ENTERPRISE FUNDS
Enterprise Funds are established to account for the financing of self-supporting activities
of governmental units which render services to the general public on a user charge
basis. Records are maintained on the accrual basis of accounting.
The reports of the Enterprise Funds are similar to comparable private enterprise reports
and are self-contained. Creditors, legislators, or the general public can evaluate the
performance of the municipal enterprise on the same basis as they can the performance
of investor-owned enterprises.
The City's Enterprise Funds are as follows:
Public Utilities Funds
The operations of the water, sanitary sewer, street lighting, and storm drainage/water
quality utilities provided by the City are accounted for in this fund.
Civic Arena Fund
The City's Civic Arena contains two sheets of ice that are in use about eleven months of
the year for ice skating and hockey games. Its operations are accounted for in this
fund.
Aquatic Facility Fund
Cascade Bay, an outdoor recreational pool with slides and a "lazy river," operates during
the summer months. Its operations are accounted for in this fund.
Community Center Fund
Construction of a community center with a variety of programs and uses is nearing
completion. Community center operations are accounted for in this fund.
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Sliding Hill Fund
A sliding hill adjacent to the community center has been constructed. This fund will
account for operations once the sliding hill opens.
Enterprise Fund Total: (12-31-02 Cash and Investments: Unrestricted $24,794,900
Restricted $27,379,798 and Retained Earnings: $75,227,322)
INTERNAL SERVICE FUNDS
Internal service funds are established to account for the financing of goods or services
provided by one department or agency to other departments or agencies of the
governmental unit, or to other governmental units, on acost-reimbursement basis.
Records are maintained on the accrual basis.
The City's Internal Service Funds are as follows:
Benefit Accrual Fund
This fund's revenues are derived form direct labor charges to other City funds. All
benefits are accrued and paid by the Benefit Accrual Fund. (12-31-02 Cash and
Investments: $5,887,749 and Retained Earnings: $3,934,885)
Risk Management Fund
This fund's revenues are derived from general insurance premium charges to other City
funds. This fund purchases general insurance with certain deductibles and pays afl
uninsured claims. (12-31-02 Cash and Investments: $1,948,627 and Retained
Earnings: $1,978,666)
Workers' Compensation Self-Insurance Fund
This fund's revenues are derived from charges to other City funds. Workers'
compensation claims are paid directly from this fund. Premiums for workers'
compensation reinsurance coverage required by state statute are paid by this fund as
well. (12-31-02 Cash and Investments: $2,203,685 and Retained Earnings: $2,136,671)
PUBLIC POLICY
General public policy issues regarding the use of balances and appropriate levels of
balances in the various funds include the following:
Fund Integrity
The City's past practice has been to place a high priority on fund integrity meaning that
money raised for and being accounted for in a particular fund would be used for the
purpose for which it was raised and not made available for other purposes as general
revenue. For example, the City's Cable TV Franchise Fees Fund has not been used to
provide general government services but has been restricted to Cable TV and
communications special purposes.
The primary exception to that process involves funds where the original purpose has
been met and there are remaining assets. The City Council has the discretion in most
cases to appropriate the residual assets of that fund to any other authorized public
purpose. The creation of the Community Investment Fund formalized the method for
dealing with remaining assets in the Special Assessment Debt Service Funds.
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Highest Priority Funding Items
As asserts become available the City is typically faced with the issue of allocating it now
or saving it for later in an attempt to get the best long-term return on the resources.
Today's project may not be the highest priority over a period of time and it is necessary
to strike a balance between short and long-term perspectives.
Credit Ratings
In spite of very rapid growth and tremendous infrastructure demands the City has been
able to maintain and increase its credit ratings from the bond rating agencies over the
years. There are a number of rating factors that have been favorable for the City and
have resulted in this very positive outcome. One of the most obvious and clearly noted
in the rating reviews has been the City's conservative financial operations resulting in
favorable reserves. The agencies have consistently noted a strong trend of prudent
management.
It is obviously difficult to communicate this financial information in memo format and at
the same time provide appropriate background. Hopefully, we can take the time to page
through the 2002 Comprehensive Annual Financial Report and discus the various funds
and options through that process. Please advise, if you want to discus this information
or if you would like anything else.
Direct r o dministrative Services
cc: Chief Financial Officer Pepper
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