Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
08/24/2004 - City Council Special
r~~~ ~--~ <~.~' Agenda Memo August 24, 2004 Special City Council Meeting III. CONTRACT 04-04, LEXINGTON AVE. - TH 55 to LONE OAK RD - STREET IMPROVEMENTS (CONTRACT AWARD) DIRECTION TO BE CONSIDERED: To Approve the contract for Contract 04-04 (Lexington Avenue, Trunk Highway 55 to Lone Oak Road -Street Improvements) with Max Steininger, Inc., for the Base Bid in the amount of $1,289,124.00, and authorize the Mayor and City Clerk to execute all related documents. BACKGROUND: • Contract 04-04 provides for the reconfiguration of the TH 55/Lexington AveBlue Gentian Road intersection and the rehabilitation of Lexington Avenue (County State Aid Highway 43) between TH 55 and Lone Oak Road. • The City of Eagan is the lead agency in partnership with the Dakota County Transportation Department and Minnesota Department of Transportation (MnDOT) in the proposed reconfiguration of the Trunk Highway 55 intersection and resurfacing of Lexington Avenue. • The proposed TH 55/Lexington AveBlue Gentian Road intersection improvements are in conformance with the Alternative Urban Areawide Review (AUAR) completed for the Grand Oak Business Park in 1998 and recently updated. • On May 18, 2004, the Council approved the plans for Contract 04-04 and authorized the advertisement for solicitation of competitive bids. • At 10:30 a.m. on August 12, formal bids were received for this project. • All bids have been reviewed for compliance with the bid specifications and accuracy on unit price extensions and summations. The low bid from Max Steininger, Inc., has been reviewed by the Engineering Division and found to be in order for favorable Council action. • This item was included as part of the Aug. 17 Regular Council Meeting packet; however, due to MnDOT's inability to execute the required Cooperative Agreement by Aug. 17 providing fora $500,000 contribution towards this project, the City was precluded from awarding the contract at that time. • It is expected that the agreement will be signed by MnDOT in time for the Council's consideration of approval on Aug. 24. Agenda Memo August 24, 2004 Special City Council Meeting IV. CONSIDERATION OF DRAFT 2005 GENERAL FUND BUDGET AND PROPOSED 2005 LEVY CERTIFICATION DIRECTION TO BE CONSIDERED: • To provide direction regarding the 2005 proposed tax levy, which will be placed on the September 7, 2004 regular City Council meeting agenda for certification to Dakota County. • To provide public policy direction to the City Administrator regarding any revisions of the preliminary 2005 General Fund Operating Budget. BACKGROUND: • Preparation of the 2005 preliminary General Fund budget began this past June, with departments each submitting budget requests. • Since that time, the budget team-City Administrator Hedges, Director of Administrative Services VanOverbeke, Chief Financial Officer Pepper, and Assistant to the City Administrator Miller-have met with each of the departments on two occasions to finalize the City Administrator's recommended budget. Per the request of the City Council, the preliminary budget is laid out in a fashion similar to last year in which year to year changes are drawn out and justification is provided. • The department directors are each prepared to give a 10-minute overview of their respective departmental budget requests. Directors will also highlight trends that are anticipated in coming years. • The City must certify a proposed levy to the County Auditor, adopt a proposed budget, and select dates for the initial and continuation truth in taxation hearings no later than September 15. Formal City Council action to comply with those requirements is currently scheduled for the September 7, 2004 regular City Council meeting. Material prepared for that meeting will incorporate direction received at the workshop. ATTACHMENTS: • Enclosed on pages 3 through~~ is the preliminary 2005 General Fund Budget narrative and line item budgets for each department. a FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 20, 2004 SUBJECT: PRELIMINARY GENERAL FUND OPERATING BUDGET AND BUDGET INFORMATION Meeting Purpose The City is required to certify a proposed payable 2005 property tax levy to the County Treasurer-Auditor on or before September 15, 2004. The primary purpose of the August 24 Special City Council meeting is to review the preliminary 2005 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 7 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 2005 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 28, 2004 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 In early May staff began the 2005 budget process with Department Director's proposals due to the City Administrator on June 18, 2004. The City Administrator and budget team have met with Directors on two occasions in preparing the City Administrator's recommended budget that is now being presented for consideration by the City Council. As a starting point and consistent with past practice, Directors were instructed to target an inflationary 3% increase or less in each department. In addition they were asked to clearly outline resource requirements to maintain the current level of service and to adjust for budgetary items that fluctuate from year to year. Depending on impacts remaining from adoption of the 2004 budget, other service delivery challenges, and a unique circumstances within departments, the 3% goal is clearly not realistic in all departments. It also has proven to be problematic and perhaps unreasonable across the entire budget. However, the City Administrator's recommended budget has again been prepared keeping in mind the City Council adopted goals for 2003-2004 to: • Streamline City operations and staffing to reduce City costs and improve efficiencies and output. • Research the impacts of the possible reduction in 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 the recent economic downturn and continuing period of constrained revenues 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 low 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. Citizen Opinions/Continuing Reform Staff has undertaken the challenge of preparing a preliminary 2005 budget in the continuing context of the 2003 State aid cuts, the no overall increase to the 2004 budget, continuing reform, economic conditions, concern over 2005 State Aid cuts, and a myriad of public policy considerations. The preliminary budget is responsive to these circumstances while continuing to provide the highest priority, desired services in the most cost efficient manner possible. Although the process is now labeled "reform" by the State, the challenges and the overall objective are the same as they have 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 4 worthwhile?" The most recent community-wide survey undertaken late in the summer of 2002 in which 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 and was rated higher than our neighboring cities. The one exception was storm 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. In general, Eagan compares favorably, meaning a higher percentage of approval, compared to our neighboring cities and to Dakota County in ratings for Quality of Life and in the willingness to consider tax increases, if necessary, to maintain the current level of services. An appropriation for a new community-wide survey is included in the Communications Department budget. Additional background information is provided in that department narrative. 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, 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. Also, in general, no reliable systems have really been developed in government to provide an economic "bottom line" as to program success and efficiency. The City Administrator has prepared this document as a preliminary 2005 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 finished product. Importantly, it is balanced and will provide changes to operations in the spirit of reform as well as a continuation of services expected and rated highly by the citizens. It allows for a reasonable continuation of services in 2005 and maintains options for 2006 as we await any additional State action and results from the continuing 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. 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 may also be useful in making comparisons and in helping to understand Eagan's financial position and budgeting options: • Enclosed on page 1 O is a copy of the recently released State Auditor's Report for 2002 expenditures showing Eagan's per capita spending lowest, relative to other cities with 50,000 or more residents. • Enclosed on page ~ l is a copy of local property taxes of selected other metro cities as well as a number of Dakota County cities. 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. Revenue Estimates The preliminary 2005 budget as presented is balanced based on a continuation of the City's established budgeting practices; namely, revenues are budgeted conservatively, but realistically. The 2004 reallocation of the tax levy is discontinued. The $107,791 levy for renewal and replacement of facilities was temporarily suspended in 2004 and allocated to General Fund operations. There are no significant increases to user fees for 2005 following an increase of $150,000 resulting from higher fees in 2004, and the increase in the administrative transfer fees from the water and sanitary sewer utilities is maintained at the higher level. As always, there are an infinite number of possible revenue combinations that could be used to balance the preliminary budget at the preliminary budget level or at an increased level to maintain or even enhance service delivery in program areas as determined by the City Council. Per previous direction from the City Council, the preliminary 2005 revenue estimates do not include use of any Market Value Homestead Credit (MVHC). The proposed tax levy has been raised to the level necessary to provide sufficient revenues to operate without receipt of MVHC. In the event that the State chooses not to withhold the promised payment of the estimated $1,300,000 aid the City will be in position to use the money for another purpose of community wide benefit or save it to be applied as funding for future operating budgets. 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 2005 preliminary budget total $22,950,400 which is a 5.4% increase from the 2004 budget total of $21,778,700 including a minimal contingency in both years. Resources actually dedicated to operations, thereby excluding the contingency account, show a two year (2003 to 2005) increase of 6.9% changing from $21,431,250 in 2003 to $22,910,400 proposed in 2005. Given the circumstances following the 2003 budget cuts, the "0° increase to the total 2004 budget and continuing service demands, the increase averaged over two years at an annual rate of 3.0% to 3.5% seems reasonable from an operations perspective. Outlined in the following table are the proposed 2005 expenditure allocations compared to the 2004 budget; with allocations summarized by major classifications. of % of % % of Total 2004 Total 2005 Total Chan a Change Increase Personal Services $16,467,000 75.6% $17,447,000 76.0% $ 980,000 6.0% 83.6% Parts and Supplies 1,307,500 6.0% 1,395,800 6.1% 88,300 6.8% 7.5% Services and Other Charge; 3,768,800 17.3% 3,780,100 16.5% 11,300 0.3% 1.0% Capital Outlay 178,900 0.8% 257,500 1.1 % 78,600 43.9% 6.7% Merchandise for Resale 18,200 0.1 % 30,000 0.1 % 11,800 64.8% 1.0% Contingency 38,300 0.2% 40,000 0.2% 1,700 4.4% 0.1% TOTAL $21,778,700 100.0% $22,950,400 100.0% $1,171,700 5.4% 100.0% It is important to note that 83.6% of the proposed 2005 budget increase is a result of personnel costs, which primarily is attributed to union contracts, annual step increases, and increases to health insurance costs as agreed upon through negotiations and at the time of employment. As is well known, in our service-oriented role as local government, labor is our commodity, and thus consistently drives approximately three-quarters of the City's annual budget. 7 The $980,000 increase to the overall 2005 personnel budget for existing and proposed personnel compared to the 2004 personnel budget appropriation are further illustrated in the following table. 2004 Budget Existing Personnel Regular Employees $ 15,174,800 Volunteer Firefighters comp 601,500 Subtotal -Existing Personnel 15,776,300 New Positions Finance -Accountant Comm Dev/Planning -Code Enforcement Tech Police -Crime Prevention Specialist Fire -Dispatcher Tree Conservation -Maintenance Subtotal -New Positions Position Reductions Cent Svcs -Clerical Tech (to Util Fd) Parks -Preschool Coord (hrs reduction) Subtotal -Deleted Position Temporary/Seasonal City Clerk (elections) Pub Wks/Engineering Pub Wks/Streets Parks/Recreation: ECC programming Other Recreation Parks Maintenance Tree Conservation Subtotal -Temporary/Seasonal Increase 2005 % of Total Proposed Amount % Increase $15,943,400 $ 768,600 5.1% 78.4% 538,200 (63,300) -10.5% -6.5% 16,481,600 705,300 4.5% 72.0% 58, 500 55, 000 62, 500 49, 900 48,100 274, 000 274,000 28.0% (45,100) (11,000) (56,100) (56,100) 3,400 - (3,400) 18,400 18,400 - 18,400 18,600 200 -5.7 -0.3% 0.0% 0.0% 32, 600 88, 700 56,100 5.7% 323,900 328,900 5,000 0.5% 204, 000 215, 500 11, 500 1.2% 90,000 77,400 (12,600) -1.3% 690,700 747,500 56,800 8.2% 5.8% Total Personnel $ 16,467,000 $17,447,000 $ 980,000 6.0% 100.0% 8 As noted in the table, the City Administrator's recommended preliminary budget includes appropriations for five (5) additional positions. Detailed information about each position is included in the department narratives that follow this introductory memo. Also, while not included in the 2005 proposed budget, the City Administrator is recommending that the position of full-time Fire Chief be studied during 2005 and considered for funding with the 2006 budget. A completed Fire Department report will be submitted and more discussion undertaken during late 2004 and into 2005. The City Administrator in consultation with the Police Chief is also recommending that one rather than two new dispatchers be added. The additional dispatcher position results primarily from the proposed change to having the dispatch center in the Police Department handle all the dispatching for fire calls as opposed to the current practice in which volunteer firefighters handle the dispatching after the initial call out. The new position is currently shown as a Fire Department appropriation due to it resulting primarily from a change in how services are delivered within the Fire Department. In the final budget and in subsequent years it will be integrated into the Police Department as a component of the overall dispatching complement of employees. The City Administrator's recommended preliminary budget also incorporates a significant reorganization of personnel resources proposed to be undertaken within the Police Department. That reorganization is explained in detail in a memo attached to the Police Department narrative. Given its specific application to only the Police Department, the City Administrator and Police Chief are recommending that implementation begin even before the City wide organizational study is completed. The timing of the reorganization in the Police Department also takes advantage of the recent or pending retirement of one captain and two senior patrol officers. The scenario as presented in the preliminary budget increases the percentage of the budget dedicated to personal services slightly from 75.6% to 76.0% continuing to reflect the intensity of personnel costs to deliver local government services. Overtime allocations remain at approximately the 2004 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 without increasing the personnel complement necessary for base level staffing for ongoing activities. Enclosed on page ~~ is a copy of the Comparative Summary of Expenditures. Enclosed on pages ~ through e~ 1 is a copy of the Comparative Expenditures by Department by Type. Enclosed on pages ~ through ~ o~ is a copy of the individual department narratives and line item preliminary budgets. Supplementary Funding Sources and Uses Not Included In the General Fund Budget In preparing individual department budgets the Department Directors and Division Heads identified certain expenditures that are of anon-recurring nature and when included in the operating budget have a significant impact on the City's ability to finance on-going operations in a consistent manner. Consequently, in the City Administrator's recommended budget certain proposed expenditures have been removed and it is requested that consideration be given by the City Council as a matter of public policy to using other proposed funding sources as follows: Proposed Expenditure Responsible Dollar Appropriation Department/Divison Amount The City Administrator is recommending that the the following obligation be paid from the Public Utilities operating budget: LOGIS Utiliity Billing Assessment Information Technologies $ 80,000 The City Administrator is recommending that the the following obligations be paid from the the City's General Fund Fund Balance: LOGIS Police Application Assessment Information Technologies $ 131,800 Police CJ11N Project Information Technologies 35,700 Total General Fund Fund Balance $ 167,500 The City Administrator is recommending that the the following obligations be paid from the the City's General Facilities Renewal and Replacement Fund: Lexington/Diffley Athletic Field Parking Lot Seal Coating Parks and Recreation $ 17,600 Maintenance Facility Parking Lot Seal Coating Municipal Center Campus Landscaping City Hall Basement Air Conditioning For Technology Equipment Municipal Center 8~ Fire Administration Parking Lot Improvements Central Services 13, 800 20, 000 14,600 3, 600 15,000 Gen Governmental Bldgs Gen Governmental Bldgs Gen Governmental Bldgs Cascade Bay & Civic Arena Parking Lot Seal Coating Gen Governmental Bldgs Total General Facilities Renewal and Replacement Fund $ 84,600 The City Administrator is recommending that the following request be given consideration in the Part II CIP and compete within that allocation for funding: Card Access Security System Fire $ 28,500 to General Facilities Renewal and Replacement Fund This fund was created in 1999 for the purpose of providing resources for renewal and replacement of general facilities. Major renewal and replacement items such as roofs, parking lot improvements, and grounds enhancements are cyclical in nature and create budgeting problems when inserted into the annual operating budgets. The operation of the fund is similar to the successful Part II CIP process where an annual allocation of the tax levy is used as the primary funding source for major equipment and vehicles thereby removing the impact of those requirements from the operating budget. An annual allocation of the tax levy which began in 1999 at $100,000 has been dedicated to the General Facilities Renewal and Replacement Fund except for payable 2004. For that one year the levy was redirected to the general fund to assist in enabling the City to finance the 2004 operating budget following the 2003 budget cuts and constrained revenues available for use in the General Fund. The allocation of the tax levy is proposed to be reinstated for payable 2005 in the amount of $121,551. The following table illustrates the 2004 and 2005 activity in this fund assuming the proposed levy and appropriations are approved. December 31, 2003 Fund Balance $297,648 Minus: Budgeted 2004 Appropriations - Plus: 2004 Revenues-Interest 6,000 Projected 12-31-04 Fund Balance $303,648 Minus: 2005 Proposed Expenditures (84,600) Plus: 2005 Revenues-Interest 6,500 2005 Revenues-Tax Levy 121,551 Projected 12-31-05 Fund Balance $347,099 City Market Value and Tax Capacity Based on the preliminary information received from Dakota County the City will see an increase in overall market value from $5,800,558,600 for payable 2004 to $6,366,769,100 for payable 2005, or 9.8%. The City will also see a net tax capacity increase from $61,815,230 to $67,402,452 or 9.0%. The net tax capacity calculation is affected by the fiscal disparities contribution and the tax increment tax capacity being factored into the base tax capacity. This infor ation is demonstrated in approximately the top 1/3 of the table enclosed on page . Approximately 18% of the increase in overall market value results from new construction with the balance generated through inflation. Tax Levy The City is not receiving any Local Government Aid in 2004 and that will not change for 2005 per the recent State certification. State Statutes sunset levy limits for taxes payable in 2005 so there is no State mandated property tax levy limit on the City to be considered in this budget. The property tax component of the City's proposed certified levy is $20,542,914 for payable 2005 in the proposed 2005 budget compared to the certified property tax component of the levy for payable 2004 of $19,337,168. That is an increase of $1,205,746 or 6.2% from payable 2004 to payable 2005. In both years the City is budgeting with the understanding that the State will give the MVHC to the property taxpayers but will not make the payment to the City. That State action is in law for 2004 and is predicted by the City to be put in place in 2005, again resulting from the State's projected deficit. This proposed preliminary budget reflects $1,300,000 in additional taxes to protect the City against the State's anticipated response to its projected budget problem. Net tax resources available to the City to actually appropriate to provide services and to balance the budgets are $19,242,914 and $18,113,765 for the years 2005 and 2004 respectively. Final Allocation of 2004 Property Tax Levy General Fund Equipment Revolving Fund Major Street Construction Fund Totals Certified Net Budgeted Amount of Tax Revenue Amount of Taxes (At Levy Limit) $ 17, 351,480 834, 980 1,150, 708 $ 19, 337,168 (Not Budgeted) MVHC 2004 Reduction $ 1,097,774 52, 827 72,802 $ 1,223,403 $ 16,253,706 782,153 1, 077, 906 $ 18,113, 765 Preliminary Allocation of 2005 Property Tax Levy Preliminary Amount of Taxes General Fund General Facilities R & R Equipment Revolving Fund Major Street Construction Fund Market Value Homestead Credit Totals $ 17,168, 300 121,551 821, 261 1,131,802 1, 300, 000 $ 20,542,914 (Not Budgeted) MVHC 2005 Prelim Hold $ - 1, 300, 000 $ 1, 300, 000 Net Budgeted Amount of Tax Revenue $ 17,168, 300 121,551 821,261 1,131,802 $ 19,242,914 ~~ 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 2005 tax capacity rate calculates to .28142 compared to .28701 for payable 2004, a decrease of 1.95%. The market value referendum rate for the Community Center Bonds debt service calculates to .0001894 for payable 2005 compared to .0001874 for payable 2004, an increase of 1.1 %. The calculation of this infor tion 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 the total levy for payable 2005 taxes and compares them to historical tax rates and levies for the years 2001 through 2004 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 City Taxes Only 15-Aug-04 Projected 2001 2002 2003 2004 2005 Tax Capacity Rate 0.20326 0.31715 0.29912 0.28701 0.28142 Market Value Rate 0.0003285 0.0002972 0.0001986 0.0001874 0.0001894 Market Value 150,000 $ 452 $ 444 $ 404 $ 387 $ 376 180,000 562 557 508 487 474 200,000 636 632 578 553 540 225,000 728 726 664 637 622 250,000 820 820 751 720 705 300,000 1,004 1,008 925 886 869 ~~ The following table illustrates the impact of these rates on the property taxes on an average market value property ($224,019) for payable 2004 compared to an average market value property ($240,038) for payable 2005 thereby adjusting for inflation on property values. City Portion of Taxes on an Average Market Value House in Eagan: 2004 Value 224,019 2004 City Tax: $ 631 2005 Value 240,038 2005 City Tax: 672 Increase 7.2% Increase 6.6% Figures Include Community Center Levy The following table illustrates the impact on an average market value property ($240,038) for payable 2005 resulting from reductions of various amounts in the overall tax levy. The reductions would result from a decision to not levy at the proposed dollar amount. The reductions amount to approximately $3 to $4 on an annual basis for each $100,000 that the levy is reduced. Impact of Reductions in Tax Levy on Average Market Value House: City Tax At Proposed Levy $240,038 Market Value $ 672 Proposed Levy Minus... Amount Adjusted of City Tax Reduction $100,000 $ 668 $ 4 200,000 665 7 300,000 661 11 400, 000 658 14 500,000 655 17 600,000 651 21 Contingency Account The preliminary budget as prepared by the City Administrator includes a very small budgeted contingency account of $40,000 primarily for the purpose of facilitating small changes during the budget implementation. This presentation combined with no use of the fund balance to support 2005 on-going operations continues the City Council direction in response to the 2004 budget public policy considerations for use of the Contingency Account and Fund Balance. An adequate savings account is continued in the fund balance to be used to provide security and flexibility in future operations. That savings account remains undesignated in the General Fund in the preliminary budget. Previously, the City 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. ~~ General Fund Fund Balance The General Fund fund balance as reported in the December 31, 2003 Comprehensive Annual Financial Report was $9,532,907. This balance calculates to 43.8% of the budgeted 2004 expenditures and is undesignated and available as a contingency and to provide working capital for operations. The preliminary budget as presented proposes to use the Fund Balance as a funding source for certain one-time, non-operational, expenditures related to General Fund operations that have been removed from the preliminary proposed 2005 budget by the City Administrator. Based on the continuation of City Council direction used in the preparation of the 2004 budget operations, the balance of the Fund Balance is set aside to provide for emergency or unanticipated expenditure appropriations during 2005. During the 2004 budget deliberations, 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. The position of the fund balance is as follows: December 31, 2003 Fund Balance $9,532,907 Minus Recommended Appropriation For 2005 Budget (167,500) Projected 12-31-04 Balance $9,365,407 Minus 35% Fund Balance Target (8,030,820) Available For Contingency or Appropriation During Either 2004 or 2005 $1,334,587 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 2004 is $2,000. The levy for payable 2003 was $2,000 and for 2002 was $3,000. ~~ Debt Service Levy The Community Center bond referendum levy will be in its fifth year in payable 2005. The $15.3 million bonds were issued in 2001, with the first debt service payment required in 2002. The debt service levy for payable 2005 is $1,204,823 compared to $1,086,476 for payable 2004. The market value referendum tax rate is projected to increase from 0.1874 to 0.1894 per $1,000 of market value. The increase results from an increase to the required debt service payment and is partially offset by the increase in the referendum market value in the community. The impact to an average value property for payable 2004 and payable 2005 is as follows: Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2004 $ 224,019 0.1874 41.98 2005 240,038 0.1894 45.46 Truth In Taxation Hearing Dates On or before September 15, 2004 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 6 and December 13 are reserved for cities until September 15. Given these parameters, December 6 works nicely for the City. The first December meeting has already been tentatively rescheduled from December 7 to December 6 due to Hanukkah. The continuation hearing, if necessary, could then be scheduled for a Special City Council meeting on Monday, December 13 with the final adoption at the second regularly scheduled December meeting on the 21St Action will need to be taken at the September 7 meeting to set the schedule accordingly. l(~ 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 scheduling requirements. The proposed dates are Monday, December 6 which is a rescheduled regular City Council meeting for the initial hearing and December 13 which would be a special meeting for the continuation hearing, if one is necessary. Final action would take place at the regular meeting scheduled for December 21. 2. Preliminary Tax Levy-The Council is asked to provide direction to staff for the preparation of required material for consideration at the September 7, 2004 regular City Council meeting. 3. General Fund Budget Target-The Council is asked to provide direction to staff on the appropriate total 2005 General Fund Budget. 4. Supplementary Funding Sources and Uses Not Included to the General Fund Budget---The Council is asked to provide a response to the use of the supplementary funding sources for the non-recurring appropriations included in the proposed budget. 5. Fund Balance---The Council is asked to reaffirm or modify its determination on the use of the Fund Balance as a contingency for operations and as a savings account. 6. 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 recommended preliminary budget, the enclosed budget information and these policy issues for your consideration. City Administrator Hedges ~~ Per Capita Total Current Expenditures Minnesota Cities over 50,000 Population (source: State Auditor's report of 2002 expenditures, released Jan 04) Eagan Coon Rapids Burnsville Minnetonka Plymouth Maple Grove Eden Prairie Brooklyn Park Bloomington St. Cloud Rochester St. Paul Duluth Minneapolis $311 $ 42 372 376 $402 $438 $452 $49 576 $591 $631 $9 1 $9 2 $1,2 5 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 18 City Portion of Property Taxes 2004 Truth-in-Taxation Estimates $224,019 Homestead (Eagan avg.) Plymouth Mendota Heights Eagan Minnetonka Lakeville Coon Rapids Woodbury Eden Prairie Maple Grove Bloomington 18-City Average Burnsville South St. Paul Inver Grove Heights Apple Valley West St. Paul Brooklyn Park Hastings Rosemount 7 $554 ~ $631 ~ $633 ~ $636 ~ $673 ~ $691 ~ $701 ~ $707 ~ $742 ~ $770 $818 ~ $830 $88 $1,069 ~ $1,145 $0 $500 $1,000 $1,500 19 2005 Gen Fd revs byline item Comp Sum of Rev 8-24 2005 BUDGET GENERAL FUND 8/17/2004 COMPARATIVE SUMMARY OF REVENUES General Property Taxes Licenses Permits Intergovernmental Revenues Charges for Services Recreation Charges Fines & Forfeits Other Revenues Program Revenues Transfers 2002 2003 2004 2005 Change Actual Actual Budget Budget 2005 to 2004 $ 14,745,862 $ 15,392,252 $ 16,253,700 $ 17,168,300 5.6% -4.8% 7.3% 6.3% 3.3% 11.3% -8.3% -15.0% 11.0% 5.3% 174,993 256,801 272,800 259,800 1,871,615 1,223,888 936,500 1,004,900 2,141,010 703,943 560,700 596,300 1,483,821 1,454,632 893,200 923,000 465,823 484,014 614,000 683,200 304,959 251,042 306,500 281,200 575,215 208,919 375,500 319,100 1,043,936 966,421 1,150,100 1,276,900 293,756 388,617 415,700 437,700 TOTAL GENER,4L FUND $ 23,100,990 $ 21,330,529 $ 21,778,700 $ 22,950,400 5.4% 0 N 4 W F' W W Z ? (~ ~ J m m O W W NC7Z W W E C N OD ~ E >: ~ C ~ T a m d ~ ~ c o > d N ~ M W O Z N a O Y U O N m I!'~ ~ c°r E Y! W O O ~ N ~ m M m N Q N m N Q 0 a o! N W O z a ZI \° t0 O O O ~ ~ CA CA O O M M t0D COO .- ~ ti r r O O N N m co ~ aN N M O M ~ •-- ~ O ~_ N N 000 r ~ In ~ M ~ M ~ ~ .- r ww ~~H ~ ~ O W > U ~ N I~ a lL ~ ~ 0 0 0 of ~~ o 0 0 0 0 0 0 h COCOOC'70tt OOCDO000 ~tT~01~00~CCL)CC~ tr M ch O r ~ r O O O O O O O O O O Q O 000 0000 X00 ... ~ v ..i ~ v ~ .N.. ~ O O O O O O O O O O O O O tAN~~CO~M~Nm x-00 to W m C+f CO N I!J CA Of r N N O O O O O O O O O O O O O t[) N M I O N N 1A N ~- CO ~ CO CO O CO to N N ~ n N N CD I~ O O O O O CC) O O r 0~ ~ O) O h O O ~hOOM~ N~ dhl~ 00 ~ to CA CO N CV n ~ N OOOOtI')pOp$COOOtnO MC'~ ~ ~COO~ONCO~M~n~00i OCt OD CO CO N CV Cp a U J a U ~ N a ~a uWiaw Z Z = W W J h z m w a W w Q _ J C~~ O~mJ W=UW ~ ZOd'aW mZ fnNN~ WF- W~ W mW mZ~~h-~~= V<JwOQ:awO~w4~0-- ..IJmFF-C7Y~aa UO to CO N O CA O r N M aa CO O 0 1D 4! O O CD CO CO iD CD CO h oQo a°oQo 0 oe3Qd~°~o 3Eo 0 t~'V;OOMpOpOMM000OOM OO C~MOOO~pOCOOh r ~ r r ~ M N O O O O O O O Q O O O O O 0 0 0 0 0 O O O O O O r M aD ti~ ~ 7 .~- ~ N ~ ~ M O O . .. ,. C O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O OOOONOOOCOI~ ~ Df O~tiO ACV ~ N ao 0 O O O O O S S O~ S O O O I S 11~ CMD OOD ~ d' r- ~(O~ ~ rn CC) M [h (A000~ 000OMCC) ONO N CM7 ~ N ~ O VN' ~ 00D COO N ~ a00 OOi ~~ ~ ('M M~ Ln ~ N N CA N r NCOOOpp~000 CDO 00000 Ln CM700MM0 COD CNOO ~ CO ~ ~ of N ~ M Cn M CV CO I~ 00 CV ~ I~ r r ~ Q F- O ~ ~ ~ ~ U ~? ¢ Wa .~ w WO Zza W jvi Voo c~ a ~ viozz ~-a.HOa ~~~ ~ CZOpa n,af-~ UUa O .~0~= ~a0~~J1lUL W ~ ama~voion~u~~u~.~acWi~c~7O O !~ O 01 r~ C{~ t0 O N r~ O O OD OD O CA OI O~ CA O O ~ ~ N o~° O O O O r O O O O O 00 O N S O O M ~ c~ ~ ~ cps Obi r ~ ~ ~ ~ H z ~~~ W 2WH ~°v ~~ at 0 N f~D O W ~_ W W°z? (9 LL J = J } QQ m o W W N C1 Z W W E w C N CD ~ E > '~ ~ c ~ T C ~ ~~ C7 ~ c o > a~ N 0' 0 0 0 oe o 0 3° 3° O O Q O M 00 O M 000.=T~O(G r O O O O O O S p Op O O O ~ (D O W cD N ~ ~ N M Z O Q 2 U p N 0 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 r Op e'9 r O d t+i C r t00~NMN ~ O E N b W 0 0 0 0 0 0 0 0 O O O O O O O O I~ I~ M S 0 O CO N ( 0 p ~ ~ M u7 N m O O O O~ S S M M m c'7 ti N ~A !~ O «I N N (O ~ t~ M O U <GM~NMMO N Q ~nrn~rnrn~~_o ~ M ~ ~ OOi ~ OD O C ~I r-~.=coi:rio~ O ~j 1~ M O M N M N~ N Q ~ cy 0 Q 0 0 w ~zoQ Z ~ w Z Q Z~ Z F- Q ~ W Z _Z Q ~ O~QHI-a~0 p Q Y~ U U~ Z~ () ~ Q J J Q ~ ~~~aac~nU +' I O 1'7 1[J OD W O tC! ~ ~ 0 O O 1ff O b t0 t~ Z QZ ~~~~re-~ vetvavav ~a°~~oEaE3E~o o d°aEa°3Q~°~3Eo23Ea°.o~°oEa2aE~a°.o~°3E~ M OOMO~t 0~1~ c~0000OpOOCCOMOONlnO>OOOM Op G 1t7 M C CM C tT t0 ~ O C Q G O) ~Cf C 00 O CM C C~ M CV O C C '~t O ~ N M N tD .- N cc.~~ N fV 1~ N M ~ ~ ~ r r O O S O O S O O O S O S O 0 0 0 0 S O 0 0 0 0 0 0 0 0 0 0 M O O v N N O O O v .- M A O v N M I C ~-.-~ ON`s O COM~cV O)CV V ... O r M ~ O O O O O O O O O O O O 4"J O1l7O O OOOOO N ~ '7 ~ tD M G M t0 O r M r ~O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 M r O 1~ O r O ~ O N O> r r 0 0 0 0 0 0 0 0 0 OI~~tD0000 M~tOpMfDNrtO r O O O O O O O O O O O O O O O O S O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 p N O cD1n GO O O1A O O1pMOM00 ~ O O ~[>000000 r O M ~- In ~ M co (O ~ ~ CM' r I~ r M M COO M CO N r !~ N ~ r ~[") N O to O O O O f") O N CO h fD In O O O M O OD st O OO h 0 ~ ~ C7 M M E M~ CO ~ ~ M N M ~O ~ O~ O ~ O r- O O LL~ O N E tf) O I[) 00 CD ~ ~ .- OD M t[) h N P In r In r M (G ~ Of f1D M N N 1n 0 C'J O O ~ t~0 O ~ N ~ h ~ ~ fC ~ ~ N CO O 00 O 1n M O O 1i') O 1IJ Il9 ~A O O H O ~ M O t~ O O H N d' .M- ~~ C MO t~~ O r O ti t) n O N~ S c'i p n N~ ti M O~ O f 00 O D S~ t7 ~ M .- tp M N h !~ ~ ~ r CC ~ CO ~ M f+J r r f~ r ~ r~ Il') h I~ ~ O 1n M r r W (n fA J F' Z J aw w LL w~Za~~ mz a V W ~ W fnQZ ~_~ V ZW w..JXO~ ~~U ~ tL Z Z w w U p N U m-~ Z~ a w Z Q a N w W YmZlwilwiW ww W Q~~QO~O ~ ~ U=QOw~U H ~U>YU~UV u. ~ W W W ~] V U~~v)c.)"- aQQ ~ W W w=W OZ~QO~~(~fn~fA=QtiZ~~OHZZ~=tn ~~LL"'U~~~-¢~a~vuZiZO?~WQzUt=i~a~0a~0 W U~ z w~ a z~ Z Z y= 0 g U w z~ U 0~ vw w p~ J d ai W ~Q~O~U~(~jU' uiQ~ZH WwZfAF-~UW W jWl-=w~Z ~QUUV~UmO~~ =ag~woo~~wa~g~n'wzz~wooooo>~Z~c v>a~~?owm~>aa~QOwwa~~-aaaa?Q~aQ off i0 I~ O e- N 1'9 ~ O O r N ~N7 NIp tC h 0N0 O r M ~ 1!> <O 00 Of r N tp t0 0 0 0 ~ ~ ~- ~ ~ N N N N N N N M {+7 M M M !+f M~~ ~~ NvavNV VN'~vv~~vvNaNV V~VN'NV V avvvvvvNVVv v 0 0 N O J 0 0 0 0 0 0 0 0 oe o 3° 3e o 0 3° ~ 3° o o d° 3° `oe d° d° 3° 3° 3° 0 0 3° 3e d° oe a° 3° 0 0 aDNM OOOO~OOOMCCOOOMOMOOOMOtDOOOO~hO~ONaDM N(V c~ OCCOC~C~ACr-c~C~fV ~OOOOOtDfV I~~OOOOd~C~CCMO~~ff ' ~ O O H O ' ' ' r lD 1n ' If! O ~ N~ ~ r r r r i i ~ W H W WZZ (:~ ~ J = g m m cL opoWW N C7 Z W W a~~i C N GO a~ ~ ~ ~ ._ C '~ ~. c ~ a~ ~ ~ ~ c o > N N ~ m O O o O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000000 0 000 0 S 0 0 O O N 0 0 0 0 o ooo 0 ~ M M of C ~ .- '? 1l7 M ! N OO T ~ CO CO CO O eT N M ~ ! M W ~ N ? ~ : v . .. ... M i h M v C9N ~ ` ~ ~ v ~r N ~ C ~OOv MN . .- Mp ~ v ~ ~ ~ ~ v Z O - a- .. ~ . v N N Q U N O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~ O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O a O O O t0 GD O M O M 4! r ej N ~7 O- N 1p ~ et 4! M 1p 1. M i0 t0 M 00 47 ~ 1!f M M ~ M N ~ ~ N W /~ It! ~Q r M GO M 1p ~ OD N N N V N r t0 r W p E M O ~ N N M OEM ~ N r e~Hf N '- W W 0 0 0 0 0 0 0 0 0 0 0 S O O O O S O O O O O S O O O O O O O O O O O O G O C~ N GO O O O N •' O OI M f'~ N I~ ~ O~ O cO ~ ~ GD ~ IA h 1n 1n GO I~ W1 '~ ~ COGO M ~tf tACON~A~r-GOP~MO (V iANGO~O fV fV ~~~ r 010 Q M CO ~ M N N E N M a0 ~ M O O ~ ~ S N M 00 N M ~-- M - 1~ O O O M O O GO ~ (~ O Of OD O m M GO GD m a0 M O lf') IA IA O r r [D 1A N I~ u'> O O M O~ t!') ~ 1n ~ M CA M LL") h O N O h~ CO M I~ t[> f0 O ~ GD t O I~ GO ~ N M - LL7 O M ~ GD . (D fD GO ~ N 1~ ~ . ) N ~ C> ~ 1n GJ CA O uJ h c0 O 1~ 40 ~ A '7 O C V O ~ ~ tip ~ r ~ C ~ i CV ( O C N ~ r r~ r O N r S A N f N O U N Q OtD~ O N N Mtf)00~ ~--aD ONLL~O GOO~sTGO~ OONOh00~O M~aD O M N~~ 1~ ~ ti a0 ~~ ~ a0 M ti O M~ aD O N M M N W O 01 O GO ~ N aD ~ N N n O ~'- GO CO 1~ t0 ~ ~ M O 1~ CO 1A h ~ 1~ to O N M ti N M el ' A~ 7 M CMM 0 O O M ~ O V ~MM O U ) t f 0 C v 0 ~~tt C O~ CV Nf ~ N N a0 ~ M ~ f~ N r .- O~ ~ N Q Z N O W z m ~~ ~ ~ ' H~ ~ W LL Q Z W Y ~ ~ W O ~[ Z a w ~ ~ ~Q ~ ~ O Q J ~~U UO a z O z C7 C mp Q JJJ x~ WZxwW~ JQ N Z ~- d o~ Q (..- a aUV m mmQ I-a xOH--o,z V~C9xm w x J J O J F- U' Z E N W Z W O~ J J N Z ~ ~ U J ~WQ Z ~xQJ~ O QQ OOO J Jm~ zyu~Naw ~~a~xoaoU U ~ O Z ~}SC^~ ~ QQ VO ~ O}m fnfAIA~QQ1-x I-- JZJ > WoiS tea' m JJJ ~ Z YO W Q ~_' OW U (/~ w YfnZ~aZ Ofn UUG.~ liJaJZF-lL~ JOJ ~ ~ z ~ ~ m U Q O> wW awx wzQ>~ C~ »>c.)Ov~ - v~ w~l-z~--~ JO OO~O~mooo00QO~W»>UugaQOZQx~QW WO QQ x? Q w ~=v~UZ~~c~cn>m~QQQV~wm=ai-cnawcnrnv~oQwz~~-mug 0 f OrN!">~I~tiOlO~NM 1ptOPa0010~:tid0 7tO~p~i ~I~G ~O 0 3 V 4J V Z h N N ~1~ Ol ~ aa e- X 0 0 0 0 ~"> O ~"~ ~ ~~~ O O O Z Q eta ~ ~O !~ M M M ~ M p p M 'O' ~ M ll~ M M l' M p M M M M !' MMMe'7M MMI"f1'9M M l l a M M l'7 ~3 0 N CO r W ~_ W W°z? C9~?J J } QQ m oWW N V' .Z W W N c ~ _o a E c LL T c ~ N m C7 ~ c o > N ~' 0 3° 3' 0 0 2° ~ 3° 3° 0 3° d° 3e 3° 3° a° 3° 3E CO00(OODf•OO~ OOOM 0rnO)OM 00 ~ ~ ~ ~ N O C ~ O C C ~ aQ ~ ~ O OQ ~ ~ r i i 0 0 0 0 0 0 0 0 0 O O O O O O O O Q O 000000 O 00 00g c..~~ W _d:00 _M N OO MO M (, N v M N M r N 0 ~ r r v M 0 Z p N `-' CO v N Q U p N 0 0 0 0 0 0 0 0 0 O O O O O O O O O ~ 0 0 0 0 0 0 0 O O O O O O O O O O C~OIOMr00 N 0000 I'OOCON tC~ ~ ~ N OD N M CO N ~ ~~ r N Of O~ O r ~ N ~ tD N N a W 0 0 0 0 0$ 0 0 0 0 0 0 0 O c~ oo °o 00000 0 $ °o$ $ °ooo~n~n rn~A00pOM0 ~p O ~ 0N0N~--0N ~ ~~ ~ 0~n~0 O ~ 0 N M N ~ OOOsTtD~00N OCONN OOOD~N o~nnn t()r ooooMO M ~ M M CO ~ ~ r OD ~ ~ N N ~ iA N O ~I M O ~ N M r O ~-' N O O ~ r r O -~I N N ~ r r N N N N Q COO V' M~ NOO~OD 0000 n OOd~ O) CO M n O O O CO O N (b N Cn N. rnn MMr o ch~ O ovovrn of ~ ri ri o M y ~ of n is r ~~ N N ~ r N~ M N Q fn W ~ ~ d ~ fn F- W ? H N UO j U_z' ~ H-'c~~ ~~ W Vj W ~ ~-fn~F- N W~ U o 0 y~ O O- O ~ U J_ w~ H~ Q ~ ~ a W O U~ tWi Q Z U~ W>~ U J Y~~ Y J ~ w 0 W~ J ~ v~iv0-i~~wUOaQ Q~O¢Q ~?~? WQ U ztn0 oQOcn~ aQ~af- w LLUH w ~ w U~= r a a 0 ~ U a~ 0 °a H w W z 0 ~ zz~0~~~= two= W~OJo ~UOQcan~laLZ~O O~aO ~LUaaw +' OI O r N 0 CO 0 O r O fi r}} O r Z QZI MC07C'O~MMMM ~~~ ~ V' ~~ apt 0 oe~°a°o o~~3Q~3e3E3°o~3E OOOCOCDMMOrnODOOO ~00~~'ONONfOrp00 ~ r ~ rC O O O O Q Q O Q O O O Q O O O O c ry rv IA vO OD 0 M v ' M r r r v .M.. .r,. O O O O O O O O O O O O O O OO OEM O O1!'JO OO N 1!f ~ 0 r f: N M I ~~ °ooo°o~nggga°o°o~n°~°o Ch ~ CO ~ .~ CCl r ~ C'h CG ~ In N r N ~ ~~N000 V O~C07~0~0 ~ ~ r ~ ~ ~ r- r to 00 CO 0 O CO 0 r~ ~ d CO ~ N CO ~ r r r O CA 0 0 n N 0 0 n N 0 00 N 01 0 CO N CO CO O M M M M ~nrn cO~m corn orn r~nCCMrtt ~f7 d' C'M CV Ma M r r r to ~ N n' ~ z ~ = u~~ ~ a> Z? Z Z Z Z W y > Z Z W Z ~ ~ ~ ~ ~ ~ ~ W? a~ cn Z w~~~~~ w a W ~ZF-W ~W~W QWW W~~J W O~ z aU' w v z w w v= U N WcACNnWZ W=2- u.w ~ W Q(,ZZ~F-~v~v~H~OJ V W U Z W O a J 0 Y Y J W W V y~'OW.2Z~C7F=- W QQHQQ W ~ZInUQm W QliaaQf~y> O r 0 O r ~~ 0 CO n O P W r r r N N N N N N N M tp 1!7 CO CO CD CO t0 CO fD CO CO CO CO CD CO m 0 N 'O J W ~_ W W Z ? (~ ~ J = J ~' m m oWW N C7 Z W W E a~ ._ ,~ c ~ E ~ C v ~ L ~ c ~ ~ 3 U c o > N N ~ 0 0 0 0 0 0 0 0 0 0 3~ 0 0 0 0 0 0 000000 NMOO~~.-0~00 eI y o O O O ~ C ~ O t~ ~ r CV fV tp ~ ~ ~ ~ C CM G ~- (O ~ ~ M 0 0 0 0 0 0 O S 0 O O O O O 0 0 0 0 0 O O O O S O O O 0 O W 0 O ~ f0 ~ O~ M O M O ~ N OD C9 N Q O ~~ ~ ~ vN ~ N ~ = O U O N .d 0 0 0 0 0 0 O O O f 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O M i G ~~ m t0 O O> t 1 O r ti ~ R ~ r M t00 N~ N ~~ A N A p E M N~~lfN N N ~ ~ W 0 0 0 0 0 0 S O S S S S S O S O O ~ OO ~ ~ OCOaOd_~AM ~O ~ O ,I ~ " mod' ~ ~ ~~MN~~ ~~--N ~ O ~{ M ~.-~N ~ N I m ~ tn0001~ ~ 0 OOOOOOOM ~ O O M ~ ~ r ~ ~ ~ ~ M - O D O ~ ~ ~ S C O M O O M N M D O 7I . ~ ~ N O ~ t CO O CO CO P N ~ M tD N Q N ~ M ~ O ~~OtOf~ Q> O O M ~ ~ ~ oDOOOOOOhO~(D M O O O O O O M~ h M M000O~ A M v N ON~d~I~O OO O N ~ M ~~ ~~ ~ M .~- N M O~ N Q .- H Z ~ W O O Z Z W C ~ W W ~ wQ ? ~~Z ~ W ~ Zpg ~g w ~w Q W W O Y Z Z=_ > c i~ } > Q Q~ ~~ ~ Z to O ~ mj~ j W Q L~pp~~j .1~J U l } m~~> ~ ~ ~ J Q Q J ~~~ Q~~ ~Q'Hp'O O O ~ p OHZWS U' W W WQ:WJ(9W ~ F" I- f"ZQ=u~ ~ g O '~a'O a~~= OZ Q QQ~~ HQ O =UC90U ~ a ~W W F-F- aU~cntncn~000 +' m V p~ ~ M 1n ~ O t0 i0 t0 CI r O r N M t[7 fG P O r N ~ ~ ~ ~ r r ~ N N N Z Q Z ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ '~V ~ ~ ~ ~ 0 0 M M ~ ~ O O O O O N fV N N ~ O O ~~ ~ ~ O O O ~ ~ In In ~ ~ o i. ~ is cc cc M M o^~ N N ~w ~w D ~ ~ U bjOZ~ C Q U O Z W ~ ~ ~OU O \° O r r O ~ ON/ N O O N O M M N 0 O_ K1 N J Z 2005 GENERAL FUND BUDGET COMPARATIVE SUMMARY OF EXPENDITURES GENL GOVERNMENT 01 Mayor & Council 02 Administration 03 Information Technologies 04 City Clerk 05 Finance 06 Legal 07 Comm Dev/Planning 08 Comm Dev/Inspections 09 Communications Gen Govt Total Aug 24 ven3lon Admin Recomm 2002 2003 2004 2005 Actual Actual Budget Budget °4 Cng $ 103,702 $ 117,257 $ 114,900 $ 118,600 709,655 627,147 639,700 659,200 831,323 954,583 939,800 967,600 w/ Finance 203,025 276,800 231,200 1,029,702 774,573 799,500 865,000 374,778 353,032 429,700 434,000 661,342 600,284 655,100 767,400 688,268 835,129 906,700 947,100 293,417 388,988 416,200 437,700 4,692,187 4,854,018 5,178,400 5,427,800 7,801,239 8,337,148 8,210,100 8,719,700 1,044,500 996,845 1,190,300 1,260,700 8,845,739 9,333,993 9,400,400 9,980,400 1,187,294 1,174,957 1,282,200 1, 314,900 1,324,452 1,282,469 1,410,400 1,452,800 481,324 442,683 492,000 458,500 2,993,070 2,900,109 3,184,600 3,226,200 2,790,855 3,023,997 3,112,900 3,345,100 279,199 318,014 313,900 377.200 3,070,054 3,342,011 3,426,800 3,722,300 3.2% 3.0% 3.0% -16.5% 8.2% 1.0% 17.1% 4.5% 5.2% 4.8% PUBLIC SAFETY 11 Police 12 Fire Public Safety Total PUBLIC WORKS 21 Public Works Engineering 22 Streets & Highways 24 Central Svices. Maint. Public Works Total PARKS ~ RECREATION 31 Parks & Recreation 32 Tree Conservation Parks & Rec Total GENL GOVT BLDG MAINT 33 Building Maintenance 597,796 569,598 550,200 553,700 Total Expenditures- General Fund 41 Contingency--undesignated Total Expenditures + Contingency s.2°~ 5.9% s.2% 2.6°k 3.0% -6.8% 1.3% 7.5% 20.2% 8.6% o.s% 21,740,400 22,910,400 5.4% $ 20,198,846 S 20,999,729 38,300 40,000 a.4~° $ 21.778.700 $ 22.950.400 5.4% a4 2005 Budget Expenditures by object classification 2005 Budget 8/17/2004 Aug 24 version General Fund Expenditures by Object Classification Requested Actual Actual Budget Budget 2002 2003 2004 2005 % change GENERAL GOVERNMENT 01 Mayor and Council Personal Services $ 64,437 $ 64,265 $ 68,900 $ 77,200 12.0% Parts and Supplies - 150 - 100 #DIV/0! Services and Other Charges 39,265 52,842 46,000 41,300 -10.2% Total 103,702 117,257 114,900 118,600 3.2% 02 Administration Personal Services 496,267 507,937 501,400 527,800 5.3% Parts and Supplies 7,386 8,666 5,600 4,700 -16.1% Services and Other Charges 206,002 110,544 132,700 122,700 -7.5% Capital Outlay - - - 4,000 #DIV/0! Total 709,655 627,147 639,700 659,200 3.0% 03 Information Technologies Personal Services 193,369 214,054 222,700 248,100 11.4% Parts and Supplies 124,678 74,639 28,000 33,000 17.9% Services and Other Charges 502,640 652,386 689,100 681,300 -1.1% Capital Outlay 10,636 13,504 - 5,200 #DIV/0! Total 831,323 954,583 939,800 967,600 3.0% 04 City Clerk Personal Services With Finance 183,478 204,700 206,000 0.6% Parts and Supplies 236 2,600 - -100.0% Services and Other Charges 19,311 69,500 23,200 -66.6% Capital Outlay - - 2,000 #DIV/0! Total - 203,025 276,800 231,200 -16.5% 05 Finance/City Clerk Personal Services 844,168 636,063 660,700 742,000 12.3% Parts and Supplies 37,822 26,830 33,200 27,000 -18.7% Services and Other Charges 138,887 101,857 105,600 88,000 -16.7% Capital Outlay 8,825 9,823 - 8,000 #DIV/0! Total 1,029,702 774,573 799,500 865,000 8.2% 06 Legal Services and Other Charges 374,778 353,032 429,700 434,000 1.0% Total 374,778 353,032 429,700 434,000 1.0% O7 Community Development -Planning Personal Services 614,857 569,792 633,000 714,900 12.9% Parts and Supplies 7,829 4,305 1,600 3,600 125.0% Services and Other Charges 35,157 26,187 20,500 48,900 138.5% Capital Outlay 3,499 - - - Total 661,342 600,284 655,100 767,400 17.1% 08 Community Development -Inspections Personal Services 641,438 779,251 855,700 897,400 4.9% Parts and Supplies 11,892 15,079 12,800 15,000 17.2% Services and Other Charges 14,430 25,496 31,000 26,900 -13.2% Capital Outlay 20,508 15,303 7,200 7,800 8.3% Total 688,268 835,129 906,700 947,100 4.5% ~~ 2005 Budget Expenditures by object classification 2005 Budget Aug 24 version General Fund Expenditures by Object Classification Requested Actual Actual Budget Budget 2002 2003 2004 2005 8r17~2ooa chance 09 Communications Personal Services 122,604 170,004 170,800 176.100 3.1 Parts and Supplies 658 2,189 7,500 1,700 -77.3% Services and Other Charges 167,481 216,795 237,900 253,100 6.4% Capital Outlay 2,674 - - 6,800 Total 293,417 388,988 416,200 437,700 5.2% TOTAL GENERAL GOVERNMENT 4,692,187 4,854,018 5,178,400 5,427,800 4.8% PUBLIC SAFETY 11 Police Personal Services 6,993,893 7,493,337 7,288,700 7,743,000 6.2% Parts and Supplies 335,335 403,895 372,500 405,100 8.8% Services and Other Charges 408,168 417,116 533,600 538,800 1.0% Capital Outlay 63,843 22,800 15,300 32,800 114.4% Total 7,801,239 8,337,148 8,210,100 8,719,700 6.2% 12 Fire Personal Services 583,270 547,775 735,400 742,200 0.9% Parts and Supplies 123,288 133,054 127,200 140,400 10.4% Services and Other Charges 239,775 252,472 232,700 279,900 20.3% Capital Outlay 98,167 63,544 95,000 98,200 3.4% Total 1,044,500 996,845 1,190,300 1,260,700 5.9% TOTAL PUBLIC SAFETY 8,845,739 9,333,993 9,400,400 9,980,400 6.2% PUBLIC WORKS 21 Engineering Personal Services 1,105,387 1,090,677 1,223,500 1,243,500 1.6% Parts and Supplies 18,726 14,321 13,100 20,100 53.4% Services and Other Charges 55,092 58,086 45,600 39,900 -12.5% Capital Outlay 8,089 11,873 - 11,400 #DIVIO! Total 1,187,294 1,174,957 1,282,200 1,314,900 2.6% 22 Streets and Highways Personal Services 722,370 749,580 803,800 845,400 5.2% Parts and Supplies 342,681 300,520 295,900 315,100 6.5% Services and Other Charges 252,644 225,671 310,700 286,000 -7.9% Capital Outlay 6,757 6,698 - 6,300 #DIVlO! Total 1,324,452 1,282,469 1,410,400 1,452,800 3.0% 24 Central Services Maintenance Personal Services 383,511 368,197 418,900 387,500 -7.5% Parts and Supplies 31,821 26,393 27,200 28,600 5.1% Services and Other Charges 48,075 44,489 45,900 42,400 -7.6% Capital Outlay 17,917 3,604 - - #DIV/0! Total 481,324 442,683 492,000 458,500 -6.8% TOTAL PUBLIC WORKS 2,993,070 2,900,109 3,184,600 3,226,200 1.3% ~~ 2005 Budget Expenditures by object classification 2005 Budget 8/17/2004 Aug 24 version General Fund Expenditures by Object Classification Requested Actual Actual Budget Budget 2002 2003 2004 2005 % chance PARKS AND RECREATION 31 Parks and Recreation Personal Services 2,031,530 2,213,453 2,291,500 2,457,200 7.2% Parts and Supplies 283,844 300,790 313,400 338,800 8.1 Services and Other Charges 412,177 436,728 471,100 496,Q00 5.3% Capital Outlay 47,950 62,758 22,700 38,100 67.8% Merchandise for Resale 15.354 10.268 14,200 15,000 5.6% Total 2,790,855 3,023,997 3,112,900 3,345,100 7.5% 32 Tree Conservation Personal Services 193,952 224,363 231,900 272,500 17.5% Parts and Supplies 23,996 24,323 20,500 23,900 16.6% Services and Other Charges 23,487 28,181 29,500 39,300 33.2% Capital Outlay 19,590 22,987 28,000 26,500 -5.4% Merchandise for Resale 18,174 18,160 4,000 15,000 275.0% Total 279,199 318,014 313,900 377,200 20.2% TOTAL PARKS AND RECREATION 3,070,054 3,342,011 3,426,800 3,722,300 8.6% GENERAL GOVERNMENT BUILDING MAINTENANCE 33 Building Maintenance Personal Services 124,868 113,940 155,400 166,200 6.9% Parts and Supplies 67,470 53,714 46,400 38,700 -16.6% Services and Other Charges 375,028 384,605 337,700 338,400 0.2% Capital Outlay 30,430 17,339 10,700 10,400 -2.8% Total 597,796 569,598 550,200 553,700 0.6% OTHER 41 Transfers Out/Contingency - - 38,300 40,000 4.4% TOTAL GENERAL FUND EXPENDITURES Personal Services 15,115,921 15,926,166 16,467,000 17,447,000 6.0% Parts and Supplies 1,456,691 1,389,104 1,307,500 1,395,800 6.8% Services and Other Charges 3,253,821 3,405,798 3,768,800 3,780,100 0.3% Capital Outlay 338,885 250,233 178,900 257,500 43.9% Merchandise for Resale 33,528 28,428 18,200 30,000 64.8% Transfers Out/Contingency - - 38.300 40.000 4.4% TOTAL 20.198.846 20.999.729 21.778.700 22.950.400 5.4% aq 2005 Proposed Operating Budget Mayor and City Council MAYOR & CITY COUNCIL Service Delivery Summary: The 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 community group participation. 30 2005 Proposed Budget Summary-Mayor and City Council 2004 Mayor and City Council Budget: $114,900 2005 Mayor and City Council Budget (proposed): 118,600 $ 3,700 (3.2% increase) The Mayor and City Council budget shows an increase of 3.2%. The primary reason for the increase is the rise in personnel services, and in particular, an increase of $9,200 in health insurance, which is attributed to one additional Councilmember becoming a participant in the City's health insurance plan. The Mayor and City Council budget is unique in that personnel services and property/casualty insurance costs make up 90% of the total budget, which means that it is very difficult to make reductions in the few remaining budget line items. There are no significant changes proposed in the 2005 Mayor and City Council budget. The following points should be noted in conjunction with the Mayor and City Council budget: The proposed budget does not reflect any changes that could result if the proposed City Charter is adopted (i.e. no additional costs are budgeted for special elections, addition of Councilmembers, etc.) 2. The proposed allocation for Conferences and Schools is consistent with the 2004 allocation. The budget proposal includes funding for the City Council to attend the following conferences: National League of Cities Conference (5 Councilmembers), the League of Minnesota Cities Conference (3 Councilmembers), and the National Organization to Insure aSound-controlled Environment (N.O.I.S.E.) Conference (3 Councilmembers). 31 0 N r E E f0 o~ n ~. m ~ ~ o ~ N fA ~ 11 O~ II O ' O O O O O O ' O ~ C O O M ~ N ~ II O N M N ~ M ~ N ~ ~ II Q ~' 11 II C II 11 O ' 000 O M ~ N ~ O O ~ II M N ~ 0 ~ p 7 C 7 N ~ I ~ ~ II II O O O O O II O O O ~ II O ~ O ' ~ ' ' ~ O ' ~ ~ 11 ~ N 0 O (7 11 M N t 0 N m II II ~ ~ M ~ 0 ~ 11 t D ~ M ~ N t C1 J II ~ ~ O ~ ~ N ~ ~ M N ~ N O~ II O N U ii Q ii n ii '~ J II O ~ CMO M U') ~ ~ ~ 'MV ' ' ' II M N ~ N O ~ II N U ii Q ii N H O w tom ~ c O c N [1 U 0 C O a U d ~ p I ~ I y ~ I d I O J _ V Z 0 V ~ ~ g C7 ~ O ~ ~ W e w ~ ~ ~ Q cn w ~ p ~ a v li Q ~ a Z 0 Q o x ~ ~ ~ w ZO ~ ~ o a Z 0 ~ ~ ~ w U ~ ~ O a tO ~ ~ ~ ~ ~ V I i ~ I i I ~ ~ ~ ~ ~ o m ~ Z H 0 a a ~ ~ w ~ a Q w J ~ a. j U W ~ W J v w a 0 ~ o ~ ~ ~ ~ ~ ~ O 10 O N O p O S O N O N fOD ~ N ~D ~ ~ ~ ti N rn ~ ~ ~ fp N w U w z vwi ~? Y w w a ~ u~ p a J ~ J Z Q ~ w o ~ g Z w O ~ J ~ O.' J a a U ? o ch us ~ ~ ~ ~ ~ ~a 0 N ti A E a~~i c E c~ ~o n Z, O `n E o ~ N fn II O ~ II ~ ~ ~ II N •~ E II II Q ~ II II c ~~ ~ II II Q N 0 ~ II II II F- W II N m II II u J I O ~ ~ N U Q I J ~ I O ~ ~ N U ~I Q I Z ~ F- ~ W W G ~ O m E ~ r o ~ o n U N d O c j 0 1 .a I •~ I 1 o ~ m a I O O S ~ \° N ~ M M r N ~ ~ 00 r r O O O O ' ~ CC M CO M r N ~ sf ~ ~ r O O O O ' ~ CO ' O~ ~ ~ N ~ ~ r 0~0 ~ 0~0 N N ~ ~ M OD O N CO r to N IL7 h ~ r O ~ ~ ~ O N N ~ ' N h ~ ~ M O F- J_ W V 2 ~ ~ ~ D ~ W W ~ ~ ~ J ~ = J ~ O w ~ Z U Z ~ ~ U Z ~ Z U ~ ` 4. Q Z r 0 ~ U ~ F. ~ Z ~ W ~ ~ Q ~ ~ Z I m U > ~ O ii ~ O W W U H ~ ~ ~ W } Q ~ ~ Z ~ w w o z ~ ~ w ~ W p U Z U W H O O H ~ ~ 0 u~ co ti o>, 33 2005 Proposed Operating Budget Administration 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, including the carrying out of human resource activities. • 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 personnel for Administration is broken down into the following personnel chart: Proposed Personnel 2002 2003 2004 2005 City Administrator 1 1 1 1 Assistant City Administrator /Director of Human Resources* 1.8 2 1 1 Assistant to the City Administrator 1 1 1 1 Administrative Secretary/Deputy Clerk 1 I 1 1 Clerical Technicians 2 2 2 2 6.8 7 6 6 *Prior to 2003, .2 of the Assistant City Administrator was budgeted in Communications; however, with the addition of the Communications Director, the .2 has been reallocated to Administration. In 2004, one of the Assistant City Administrator positions was reassigned as Director of Community Development, which is now included in the Community Development budget. 3`i 2005 Proposed Budget Summary-Administration 2004 Administration Budget: $639,700 2005 Administration Budget (proposed): 659,200 $ 19,500 (3.0% increase) The Administration budget shows an increase of 3.0% due largely to inflationary costs, including a 3% wage increase and a 15% increase to health insurance. The following are proposed additions to the 2005 Administration budget: 1. Addition of the bi-annual cost of $1,500 in Professional Services to fund a facilitator for the Council's Goals/Strategic Planning Session. Impact-The City Council has had a long standing practice of hiring a facilitator to meet with the City Council for the purpose of developing City Council goals/strategic plan. The last goals session was held in January of 2003, and is proposed for January of 2005, at which time the 2005-2006 City Council will be in place. 2. Addition of $1,400 in capital improvements for the installation of a historical marker at Thresher Fields, per the request of the Eagan Historical Society. Impact-The Historical Society is proposing to design the marker, which would include historic photos of the Thresher Fields site. The marker could be installed in-house by Parks Maintenance. 3s v 0 0 N ti CO E a~i c v is N N O O a ~, a~ ~ ~ E In E O ~ N fn ` C) II O - II O O O O O p C II to ~ O ' N ' M N ~ N CO t~ O N ~ II ° ~Eu d' ~ c Q ~ ii ~-. 11 ~ N II 0 °o ' °o ' °o o° O E C) II O O M ~ ap 00 ~ ~ II ~ N N N ~ N d ~' II ~ p II II ~ II N ~ 11 ~ sf N N ~ ~ II CD II II 11 lI') b lA O CA ~ c0 r O CA II O J ~ i O ~ C O. ' ~ ' N O N CO t~ l+j N r N = II I'"' ~ c II Q II II ~ ~ O ~ eOe~~ O c0 O~ O O ~ (O O f0 N O O N J II Q O M N If) '- N ~ N ~ c'~ ~ cal ~ O II N = 11 ~ II a ~~ z Q~ d ~ W ~ m ~ LL m d I Q o ~ I I i N ~ I U ~ ~ of i ~a i I i °~ o OU ~z ~o ~~~a } ~ I f.. h I~ pp Q N II ~ z ~ °d' a ~ ~ W O ~ (~ ~ Q w Q cn ~ 7 ~ ~ > O W ~ fn C~ Z ~' Q w Q cn ~ ~ ~ ~ i ~ > O ~ W ~ Z O ~ a U L W = ~ fn x ~ x ~ ~ ~ ~ J O ~ m ~ o p H fA Z ~ V w Y O ~ n U J ~ Q vOi ~ a N ~ (7 ~ r M M ~ ~ I f I l1 I r r r ~ r r ~ r r r tD t0 t0 tD t0 t0 tD tD t0 t0 O N O~ c0 t00 O M °o o °o °o °o °o r N ~ M VJ ~ M O N ~ «~ c°o ~ N ' ~ ~ ~ ~ M ~ oM0 ~ N tt ~ J O /) w a v=i U LL W Q ~ ~ w Z a U W Q w a vii U LL fA Q w Q w z wx w W (7 W a ? ~ z ~ a Z ~ U O a ~ ~ °~ ~ I i ~ I i W O O O x O _ W r r ~ r N N ~ ~ ~ ~ ~ ~ v 0 0 N .A E U d c co N N O d p o E 7 N fn .p II Q ~ II ~ C II O C ~ 11 N ~- E u Q ~ ii y ii ~ ii ' O ~ ~ II O ~p Q II N N ~ II p II II d' W II ' O Vr II N j ii m II II II M J II ' N ~ II ~ II Q II II ~ II ~ II J II Q N jj ~ II Q 11 QU' pm W ~ 1 ~ m a~i O C ~ I I N ~ I U I p of I o. I D I ~ 0 1 a OU O O O O O O O O O O O O O O O O O O O O O O O O O O O O I~ ~ ' O N ~ <O O O) O t0 c0 N ch O) ~ )A ~ ti r N cF r M ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 o g o 0 0 0 0 0 0 0 0 0 0 0 ti ' O N CO O O O t0 CD N M O) tl' Cjj ~ 1~ r N ~ ~ ~ ~ ~ O O O O O O O O O O O O O O O O O O O O O O O O O O O O CO O ' O ~ ~ CD ~ to O ~ GO N O O II7 ~ ~ n r r ~ r h Cf) N CO O ~t CCU ~ O d' O ~ O) In O ~ ~ O In O ~ C O ti ~ ' C O ' ~ M ~ O) 0 0 00 N CO ~ h CV Cp Cn N CO ~ M In ~ O M O O t0 N N O > O h ~ ~ ~ h ~ M O O T N O C'n a0 N N ~ ' 01 h .-- O CA r M GO o0 I~ ~t CO h ~ p a0 N CID Cn ~ C J ~ W ~ ~ ~ FW-- ~ ~ ~ Z ~ Z Q ~ a ~ w J a ~ ~ ~ ' W U ~ ~ -~ Z N fn W O a J ~ ~ j - Q U ~ ~ = ~ U ~ ~ J Q w ~ W ~ Q O a = w Z J otS U ~ w ~ Z O a W I- C~ Z ~[ Q 'p ~ Q Q Z O W a V ~ W fA W O a W w a ~ ~ W U U cn ~ w ~ J ~ w C7 Z ~ ~ W p Q Z ~ }O g w Z Z CG p Z ~ z ~_ ~ J ~ W C7 U Z ~ ~ ? ~ ~ W Z ~ w ~ ~ J O 2 U p Q ~ U w W O U W fn Z X uJ ~ F- w ~ p J O !~ N tD O r M CO r r M m O r M t0 t0 ~ M t0 I~ ~ M CO e+f 1C1 M m If) Cfl Ch CD /+ lC7 M O O Cn M tD O ti M CO O 00 M t0 Cl! m ~ 31 v 0 0 N r tb E c E co N C O ~. Z` N `n E O N !/1 ` d tl w0 ~ it II O ~ N O r ~ O ~ ' O ~ O ~ ~p C O II C C ~ ii ~ ~ ~- (D r N N r N •- E II r Q ~ II II ' N ~ ' ~ ' ~ lL7 ~ ~ ~~ O ~' ~ II ~ r (O ~ r O f0 Q II N '~t r N r d Q.' II O II II II F- II ~ N ~ ~ II ~ ~ r ~ ~ ~ ~ N ~ ~ ~ II CD II 11 II p J I~ Q M r N O N = 11 ~ ~ r r r II Q II II t0 .~- O N ~ O II O J II Q M ~ O O II N N Q II Z ~ ~ ~~ of m 3 C Il m ~ r~o~ r N d U ~ O c •a .~ N O m c I OU I ~ I H I ~ ~' Z I ~ ~ W ~ ~ ~ ~ ~ O ~ a w W ~ j Np I ~ ~ G I ~ Y O ~ Q Z O F F=- a_ ~ ~ ~ Q w D ~ W U ~ Q ~ ~ 2 a OJ W ~ U O O w J ~ Z ~ x O A ~ ~ O M a a a ~ ~ t0 t0 t 0 tD w Q 2 U O Z Q W U W w O F z w d ~ W W Z ~ O ~ ~ a ~ o ~ ~ w w ~? Q ~ ~ U ~ 0 M i00 ~ t~D 0 O M ~_ Z W a a w 0 Z O LL H Z Q O H 38 2005 Proposed Operating Budget Information Technology ADMINISTRATIVE SERVICES-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 personnel for Information Technologies is broken down as follows: Personnel IT Coordinator IT Specialist Proposed 2002 2003 2004 2005 1 1 1 1 2 2 2 2 3 3 3 3 aq 2005 Proposed Budget Summary-Administrative Services/Information Technologies 2004 Information Technologies Budget: $ 939,800 2005 Information Technologies Budget (proposed): 967,600 $ 195,300 (3.0% increase) The Information Technologies (IT) budget shows an increase of 3.0%. In order to demonstrate how the LOGIS applications are utilized across all City departments, enclosed on page ~ is a summary of the LOGIS services utilized by the City. As an example of the need for LOGIS services within a specific deparhnent, enclosed on pages ~ through ~ is a memo from the Police department that summarizes the increasing reliance on LOGIS applications and IT services. The following are proposed increases, decreases, and adjustments to the 2005 IT budget: 1. A proposed decrease of 7.4% in the City's general fund allocation to LOGIS IT Services and a proposed allocation of $211,800 towards LOGIS IT Services to be paid from the General Fund fund balance and Utility Enterprise Fund. Impact-The major projects that are included in the proposed increase to the LOGIS IT Services that are budgeted in the IT operating budget are: • Security charges, including a City security audit charge and portion of new security position ($21,000) • annual operating costs for the LOGIS backup facility ($14,000) • one-time start up costs for the LOGIS 2"d site backup facility ($27,300) The following LOGIS IT Services are proposed to be funded outside of the IT operating budget: • The third of the three Police Printrak system assessment is proposed to be allocated from the Fund Balance. ($131,800) • The first of the three utility billing assessments is proposed to be allocated from the Fund Balance. ($80,000) 2. Increase of $5,000 in Computer Software to purchase two new types of software. Impact-Two types of software are planned to be added to the City's network in 2005, including: 1.) "sniffer" software that manages the network by troubleshooting and monitoring performance; and 2.) network intrusion detection software, which is a network security product that monitors unauthorized intrusions, malicious Internet worms, and attacks on bandwidth and e-business applications. 3. . An allocation of $35,700 from the City's Fund Balance is proposed for the Dakota County Criminal Justice Integrated Information Network (CJIIN) partnership project. Impact-Dakota County was one of only two counties selected by the State for implementation planning funds to establish the CJIIN partnership. The issue at hand is that current computer systems do not allow for judges, prosecutors, police officers, or probation officers to track criminals and exchange information that would assist in the apprehension and prosecution of criminals across City, County, and State lines. CJIIN will eliminate barriers to communication, promote sharing of information across agency and jurisdictional boundaries, and increase the efficiency and effectiveness of the criminal justice system. The CJIIN project includes a 5-year implementation plan, with the County and its cities providing the necessary funding. The funding amount will decrease to $20,000 in subsequent years for maintenance expenses. It is proposed that the 2005 start up funding for the CJIIN project be allocated from the Fund Balance. 4. An increase of $29,300 in Maintenance Contracts, primarily due to the $25,000 Matrix 24/7 maintenance agreement. Impact-Matrix provides telephone service for the City of Eagan. The two-year initial warranty coverage has expired, and the rate is now proposed to increase by $25,000. The Matrix maintenance agreement rate is based on a per module charge, with service being available 24/7. Ko 0 0 N n U C O m M - O '~ y ~ p (~ ~~ 0 N OJ O O O O O O O M 1~ 0 0 0 0 0 0 0 0 0 0 0 O +-~ O O O O O O O ~t 0 0 0 0 0 0 0 0 0 0 0 0 O O N 00 h O rN ' 00 ~OM0000 ~MNN~DO ' ' ' ' ' ~ O -O ~- d' l1') O 1n M M O r CO N~ O N r r Cp r to N O ~ N'ct~'~t ~~Nr-N r MrN ~M m ~p lnLn~f~Nr000 ' rN0'~f~000MOro0oo0100N O cDCO~-O r N c~c00 000 NNOOOInt~o00 ~OOCOMO O O O ~ n N C? W ~ ~ ~ O ~ QJ N ~ 00 O O ~ O CO '~t -!~ ~t O CO ~t O N r O .-r~M~1~00M c'700MaicDd-00cV I~NCir NMtA~I~ (~ N O MMNCO~'V f~v ~~tNrN NrN r rN ~ a ~~ M ~p .... O M ~ -p ~ ~ .-. O ~° va~'ia a ~ppN O ;a M U.. N ~ 3 `' C~ :~ (C yam- opcLi`~ ~ y yea N r m c 7 Q m~ omE ~ c c~o~c'Co N ~ C 3 «. N ~ V1 O ~.. C C O - ai ~ N O (0 ~ .~ ... ~ Y~ ~~ N O ~ O 3 ~ O d F" oM m a y E E w v D ° y c w p c io W C N N N O O U U N fC C ++ -~ C N W ~ a O N N N H y N~ N N y y~ O ?~ a O N 0 ~ _ ~ cn ""'~-U ~ ~ ~p ~"Q y ov ~r o ~~ N ~ ° a~iQ ~ 3wro a m~> a~ m y= m> o 'c U R~~~ ti N L N a~ ~ a~ m h o a~i a n W ~op~.co~,o~oda~a~w o. cNOE•Lc4v~>> O C7 ~ E ~,- ~ 5._ E ~= '? v vx E E ~~ aoi a~cAv$ ~ 3 3 ~ v ~ a°~cn~iia~~wWan°.a°aau°.cnzcn ~t~ci¢'aizzmm Ni MEMORANDUM EAGAN POLICE DEPARTMENT 3830 Pilot Knob Road Eagan, MN 55122 651-675-5700 651-675-5707 FAX DATE: Angnst 2, 2004 TO: Tom Hedges, City Administrator FROM: .Kent Therkelsen, Chief of Police James McDonald, Captain SUBJECT: Police Department Technology Utilization As you requested, we have prepared this memo to outline the effect technology has on the day-today operations of the police department. Although the department has experienced technology impacts in areas such as less lethal force options, evidence processing and surveillance equipment, this information focuses on the role of information technology. History Simply stated, the police department relies on a variety of equipment and information to police the city. Until recent times, police officers relied upon support staff to obtain information from various sources to help solve crimes or provide information for their decision-making needs. Typically, police officers in the field would contact the police dispatcher by radio to request a query of a specific database.. The various processes were very cumbersome and oftentimes demanded the information be confirmed via telephone. Generally, the data bases were not updated regularly and provided very simple information. In the late 80's and early 90's the police department began an array of initiatives to research and procure information technologies that would help the department become more efficient in its overall operations. These initiatives included streamlining police communications, records management and wireless data access for the police officers working in the community. One initiative involved the purchase and development of a Computer Aided Dispatch (CAD) system that eliminated manual documentation. Prior to CAD, it was standard procedure for a police dispatcher to write pertinent information onto a "Dispatch log" for every telephone call, radio transmission, or other inquiry that was made to the police department. The process was cumbersome and subject to accuracy problems. Besides difficulties encountered when trying to collate and recall information, long-term storage and retention issues min;m;~ed the value of the dispatch logs. As the City and Police Department grew, it became apparent that an efficient and less cumbersome manner in which to query databases to recall victim, suspect, witness or other pertinent information on an incident was needed. After considerable research, the department joined the Local Government Information System or LOGIS. This entity is a consortium of municipalities having similar ideas on how to enhance government information processing that includes police applications like Records Management Systems (RMS) and Computer Aided Dispatch (CAD). Page 2 Police Department Technology Utilization Joining the LOGIS consortium allowed us to realize the economic efficiencies of centralized electronic storage of data, technical support and the operational benefits of exchanging criminal justice information between the LOGIS members. LOGIS provided local agencies such as Eagan, with technology features that would have been cost prohibitive in a stand-alone system. Another significant technology initiative was the procurement of a Mobile Digital Terminal (bIDT) system. Two-way devices, known as "dumb terminals" were installed in our patrol vehicles. These devices were a significant improvement in that they allowed officers, for the first time, to directly query state and national databases to access motor vehicle, drivers license and wanted person information. The MDTs also allowed for "silent" connmunications between officers and dispatchers, freeing up voice channels for emergency use and allowing for the exchange of sensitive information without as much risk of eavesdropping by criminals. Officer safety was enhanced by easy access to criminal justice data and by the reduced congestion on our voice radio network. Although installing these terminals in the police cars offered the advantage of a faster return of state and national information, they still lacked functionality. Because the MDTs simply emulated the functions of a centralized computer, and had no actual on-board computing power, the array of applications was very limited. For example, the MDT system did not allow officers to access the police department's "in- house" data. Important local information such as prior contacts with an individual, address history, or "safety alert" information was not available through the MDTs. It was not until the procurement of an updated mobile data system'in 1999 that officers were able to query local information from their squad cars. Known as Mobile Computing Devices (MCD's) the new terminals were off-the-shelf laptop computers capable of accessing local, state and national databases. It also allowed access to a number of `~veb based" criminal justice applications. The purchase of these powerfiil computers allowed the department to be more creative in accessing criminal justice data from a variety of sources. While utilizing the World Wide Web, the department was able to allow officers to access probation, sex offender, and other web sites that would only be available to them if they were in an office. Essentially, the acquisition of this equipment brought office technology into the field. Although the new devices allowed access to our in-house CAD data, RMS data was still not readily available to field officers. In 2003, the LOGIS Consortium replaced the police CAD/RMS and Mobile Data system. The consortium now includes 201aw enforcement agencies, which can now seamlessly share a wide range of criminal justice data. To fully leverage the features of the new system, updated MCDs were purchased and installed. The latest upgrade allows field officers to access all LOGIS information sources, as well as the emerging features included in the Minnesota CriMNet system, which is an effort to integrate criminal justice data on a statewide basis. The improved MCD processor speed and memory required to run the new LOGIS programs, has allowed the department to realize additional benefits. The devices are now able to upload large electronic files such as photographs of suspects, maps, and other criminal justice information that would have been impossible to access with the older MCD's. Furthermore, "touch screen" technology allows officers to navigate from program to program while driving. 43 Page 3 Police Department Technology Utilization Regarding records management, the department realized there were inefficiencies with police officers spending a fair amount of time handwriting their police reports. Furthermore, support staffwas dedicating a fair amount of their time faxing or mailing information to other criminal justice agencies or manually collating reports and other documents. To improve report generation the department used a COPS grant from the U.S. Department of Justice to purchase a system that allowed police officers to dictate their narrative reports into a report server for later transcription by a clerical staff member. Our belief was it was more cost effective to have a clerical worker type a report rather than have an officer write it. Ideally, less time spent by officers writing reports would translate to more time patrolling the community. The dictation system did, in fact, meet the Department of Justice's standard for redeployment of officers from administrative tasks to field duties. Besides more efficient use of patrol officer time, we have realized several other benefits by having a clerical worker transcribe reports directly into the RMS system. Reports are available to department users through their desk top PCs, eliminating the need for hard copy print outs. The reports are now stored electronically in a digital format, a significant step towards a "paperless" environment. Moreover, with the move to digital devices, the department can now include audio recordings and digital photographs in the RMS system, saving space and allowing for electronic sharing within the department and with prosecutors, courts and other agencies. This electronic sharing with other agencies is reducing our commitment of personnel and vehicle usage to hand carry reports to users. outside of the police department. The dictation system also results in reports that are more consistent in their appearance, spelling and grammar. Another significant feature of the LOGIS replacement project was the property and evidence module, which has allowed us to fully integrate our property and evidence records into the RMS system. Previously these records were maintained by astand-alone system, which was not searchable by most department users. With the integrated system, all users can determine the real-time status of any property or evidence item placed in the property room. Realized Benefits from Technology Although it is di$icult to say if the department's investments in the above technology initiatives have replaced any human resource costs, we are confident that our use of technology has allowed our staff to work more efficiently and effectively. It is likely that our improved ability to process and share information has slowed the growth of the Police Department staff. For example, statistical information or address history, now accessible from the squad car can be used by an officer in the field to develop problem-solving strategies, reducing the need for future responses. Our technology initiatives have allowed the Police Department to streamline business practices as outlined above. Wireless data systems, digital storage of reports, photos and audio files have made it easier than ever to access information and put it to immediate use in response to pubfic safety problems. The improvement in information processing has allowed our department to be far more analytical in projecting needs and developing response to issues in the community. ~~ Page 4 Police Department Technology Utilization Th_ Already the LOGIS Consortium is planning a product enhancement that will enable the police department to more effectively utilize its current mobile data system. Anticipated to be available in 2005, the Automatic Vehicle Location (AVL) application will enable police dispatchers and officers in the field to immediaxely determine the location of police units in the community at any moment. Therefore, in an emergency situation, a dispatcher will be able to quickly determine which patrol officer(s) are closest to the call and assign the nearest officer to the incident. Citizens will benefit by faster response times and officer safety will be enhanced. The system provides officer accountability by its ability to track squad caz speed, specific location and direction at all times. Again, major benefits include officer safety and accountability. We also anticipate that LOGIS will implement automated ticket writing in the neaz future. This application will allow field officers to check a driver's status and complete a citation with a swipe of the driver's license card, completing the process in under a minute. Besides the obvious efficiency improvement in the field, the system will transmit citation data directly to the 1tMS system, as well as the court records system, eliminated the manual keyboazd entry that currently is done twice for every citation. Another potential initiative that could improve our efficiency involves voice recognition. Although the department does not currently possess this technology, it may be possible in the future to have a computer transcribe officer's police reports based on voice recognition. This technology has the potential to greatly reduce staff time used to enter reports into the 1tMS system. This could reduce the size of the clerical staff or allow us to redeploy staff to other duties. Conclusion The olice Department, like all Iaw enforcement agencies in our country is shifting our business model to include responsibilities associated with Homeland Security needs. Although the shift is on- going, it is cleaz that effective policing will require strong information processing capabilities. The ability to collect, analyze and shaze data will be crucial to both our traditional and more recent responsibilities. The Eagan Police Department has always evaluated our business practices throughout the organization and attempted to improve job functions through technology solutions. Like the private sector, evaluation and investment in technology will be a constant feature of public sector management. Some technologies may reduce personnel costs or allow additional work with existing staff. Perhaps just as importantly, other technologies will make our department more effective in carrying out our mission of improved public safety within the City of Eagan. If there are any questions or concerns regarding this memo, please do not hesitate to see either one of us. C/ Gene VanOverbeke, Director of Administrative Services JM/Ib G/Admin/McDonaid/Police Deparhnent Technology Utilizazion ~~ v 0 0 N r E U C v ~ M M O O ~ .. a ~. a~ ~ ~ ~ O° ~ N fn ~ ~ O ~ C 1n w N ~ U Q ~ +• II O ~ ~ II N ~ ~ II Q II H d' (7 11 O ~ jj N m II II Q II O ~ II N Q II II Q II O ~ it N Q ii a~ C7 ~ 3 qW m LL = N O ° ~ N d U ~ D C ~ o i ai I a~i v O O U O ~ O O O O ' O N ~ O M ~ r ~ Q j r ~ N ~ r N O N ~ O ~ O O O O ' M `- ~ C ~ r r N ~ ~ N O O O O O O O O O 117 lt) ' r O O ~ ~ O O O N O ~ ~ N ~ O Op ~ r r r r N OD N 00 (O f~ (O f ~ O ~ ~ N ~ M M ~ { M ' ( O O O ~ M CO 1D O 00 N 00 ~= ~ N O ~ I~ CO ~ r r r ~ r N ti N O O 00 r- O M O O I~ ~ N M CD M ~- tt7 r r O (p l17 r N M 117 f~ M ~ M t* V M N ~ N e- ap CV (D M OD ~ (O r O ~ r r r } ~ a W W O ~ f/) fn ~ ~ ' W ~ W ~ ~ ~ W W ~ ~ ~ ~ Q z z a Q Q w W o w o o j ~ p ~ Z ~ Z ~ ~ U to Q Q ~ W O Z ~ (n Q ~ W ~ W O ~ Q U 2 J W Z Q ~ Q Q > w U W ~ ~_ O W CA O fn ~ _ IL = J O > > a N ~ r M ' V ~ ~ 1N ~ 1~ J Z W C7 W U Q Q z ~ ~ W Z Q w a z ~ w ~ ~ ~ Q ~ ~ W ~ ~ W W a J tl_ W O ~ O ~ U to N N N so co co ~~ 0 0 N O 0 E U c ~ M M O O ~ 1 ~+ y ~ Q N ~ O O O O O O O O O O O II O O O O O O O O O O O gy II ~ ~ O ~ M ~ O O ' N O ~-- O ' $ ' p r ~ N ~ N O M N o N E ii ~ N ~ Q V II ~ II II II O O O O O O O O O O O O ~ "' tl1 II ' ' ~ O ~ M ~ O O f~ N O ~ O O ~ Q II e- O N ~- N M fD M N N ~ ~ (Y 11 Q tl ~ II O O O O O O O O O O O O UJ O O O O O O O O O O O O ~ ~ ~~ ' ~ O ~ M ~ O O ' f~ O .- O ~ O Q II ~ ~ N ~ CV (D N ~ O N ~ m II II Q II O ~ ~ O ti ~ O ~ ' O f~ N M O ~ ~ ~ ~ i i i O N H V II II ~ (OD N ~ CO Q II II ~ J II O O ~ O (D M CO N O N ~ p ~ N ~ ~ ~ ~ ti ~ ~ ~ ~ ~ M ~ M N U II II N N ~ ~ ~ Q II I I II d. I I H Z II W ~ ii 2 U W Q ~' ~ ii U ~ > a m J m ~ D m ii ~ Z ~ ~ ~ ~ ~ ~ O ~` ~ m c ~ II ii ~ ~ Y W W ~ w a w o w ~ ~ z z a a c o `~° ii o j Q m ~ ~ a 2 ~ Z I~i O U U N ~ ii Z w U U W ~ ~ w a ~ C9 O m 0 U ~ Z m ~~ ii ~ w ~ w ~ w Q ~ ~ w v w °z ~ ~~ ~ ~ ~ o z ~ U Z ~ ~ Z o a ~ _ = Z Q v a~ ~~ a Q a X ~ ~ a O U ~ w ~ O J I G Q C9 C9 J Q' Y ~ Z U ~ W O "' I O W ~ d W a U 0 ? U ~ H ~ d F- ~ F - 'ef ~ g ~ M n e° M ~ ~ d ~ M M e o e i ~ ~ ~D t0 ~D r,0 <D tG tC t0 r,0 ~D ~O y'1 v 0 0 N E U N C v ~ M M ~ O ~ o. Z• m ~ O ~ N fA Q w ~ QWO O m I.~ = a~i O ° m o Q. U N ~ O ~ ~ O ~ lC C O !A N ~ V Q ~ ~' C ~ O ~ 7 N p, N N ~ F- W N m J Q O ~ II N Q 11 Q II O ~ II N Q ii 0 o. .~ to U N :n I O U O O O O O O O N ti M r O N N i i ti r r H a o O z ~ ~ U ~ ~ ~ Q U ~ N W z w a w o ~ W ~ Q G ~ a Q ~ U ~ F- OU Z U W Q W Z ~ Q w U W ~ W O ~ X W ~ ~ F- Z Iii fn Z_ = ~ z ~ W U O ~' i-- O Q H U ~ o ~ ~ c o to cp to to ~~i (O ~', O O N r N r N M M H Z W a w F- J H 0 0 O M 48 2005 Proposed Operating Budget City Clerk ADMINISTRATIVE SERVICES-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: • General/Administration • Property/Casualty Insurance • Elections and Voter Registration • Records Management • Licensing The personnel for the City Clerk division is as follows: Proposed Personnel 2002 2003 2004 2005 City Clerk/Admin. Svcs. Coordinator 1 1 1 1 Clerical Technicians * 2.5 2.5 2.5 2.5 3.5 3.5 3.5 3.5 *One clerical technician has been temporarily reassigned to the Parks and Recreation Department. yq 2.005 Proposed Budget Summary-Administrative Services/City Clerk 2004 City Clerk Budget: $276,800 2005 City Clerk Budget (proposed): 231,200 $ 45,600 (16.5% decrease) The City Clerk budget shows a decrease of 16.5% due in large part to no budgeted election costs for 2005. In 2004, the election costs were budgeted at $56,100. It should be noted that the City Clerk budget does not take into account any election costs that could result if the proposed City Charter is passed. The remaining budget proposal is consistent with 2004. While not included in the operating budget, the CIP Part II includes costs associated with the Help America Vote Act (HAVA) to purchase voting machines and equipment that will need to phased in over the coming years. The costs to implement HAVA will be approximately $23,000 per year for 5 years beginning in 2005. J v 0 0 N A E O U c v m '~ o 0 1 ~. y ~ ~ E o E N (n -0 11 -gy II 0 ~ O p ~ ~ ~ C 0 N t ~ ~ C II Oi CO N ~t cG ~ ~ E II ~ `- ~ N N O ~ N E V I - p I Q ' II Q 11 w C w, ~ N II tQD ~ ~ ~ N ~ ~ O p~ Q II Uj ~ ~ N O ~ 11 N r N ~ D II , w 1~ ~ O O O ~ O O O ~ C Q II IM ~ ch ~ ~ N O N ~ ~~ ~ N m 11 II ~ ~ ~ J II N ~ ~ ~ M O Q II h ~ ~ t~ O) O) N M ~ ~ ~ ~ 11 Qj 1~ C) '~t M ~ r ap N U II Q II II II w ~ ~ II 7 ~ ~ N Q II C L ii 3 m a w Q ~ m W ~ ~ }O c I- o n U N a> C O ~~ ~ I p I a~~i v ! o O U ~ ~ Y ~ O j J ii v U W ~ w Q ~ ~ ~ ~ w Q p Fw- ~ w ~ O Z O ~ ~ ~ U ~ c Z II ~ l a w o Z IQ Q to ~ ~ w > O Z Q W g Q cn Q O ~ 00 ~ W d U w w Z pn ? w w _I Z O ~ ~ m ai o ~ W Y ~ O ~ > N Z J O ~ w n. } 'CT N ~ { ~ ~ r M ~ 1 f I IA 1 ~ t0 ~O <O ~O tD t 0 tp ~D ~O Z 0 Z ~ Q W J ~ a a a ~ ~ N O w v v a O w u O ~N N N ID tD O O r O O r O N C~ z Y ~_ O Q Q Z O W a M M tG N O r N 0.. 51 v 0 0 N ti r E U N C f~0 ~o 0 _~ sl Z• N ~ ~ E `~' E O N U ~ ~ II (0 C II p t~A ~ II O C II N ~ U II Q ~ II ~ N ~I o E ~ ~ II N 0 ~ II W O U II N m II II II 00 ~ ~I N C1 II Q II II II G ~ 'I N (~ II Q II N Q W ~ Q 0 m W ~ c O c N ~' U ~ C ~ O I d I ~ I ~ 1 I d ~ ~ O O U ~ ~ cOD M ~ ~ O O ~ M ~ ~ ~ r O O O ~ ~ c D M ~ ~ ~ _ r ~ T ~ ~ M O ~ N G O M ~ O ~ _ r ~ r ~ am d ' ~ ~ ~ •- ~ Cn ~ J ~ W V ~~ ~ ~ V Iii ~ i~ ~ F- ~ a o W > ~ ~ z = W W ~ ~ J U Z ~ m ~ (j ~ ~ ~ ¢ ZO Q v m d U p J a ~ U ~ ~ ? O U fn Z Z ~ ~ W w W Z OU W w n. W ~ Z w ~ Q ~ ~ ~ ~ a-0, ~ m ~ o Q W O W U ~ ~ ~' H U f'- O ~ = O n ~ j Z O U w fn U ~ ~ U U Q ~ Z ~ W U Q U ~ ~ W j w 0' W O W ~ ~ w ~ _Z = Z ~ W U O ~ O Q H U ~ ~ ~ ~ ti ~ ti M ~ ~ ~ C 0 M ~ ~ ~ e ~ ~ ~ i ~ ~ ~ t 0 tC t p t 0 t 0 O li o N II CO r p r i N II II 11 O II N II N ~1 11 II ~ II ~p II N II II (D II O 11 p II N ~~ II ' II II II a W D Y W J U U J H O I- N O N N ZA f6 a 2005 Proposed Operating Budget Finance ADMINISTRATIVE SERVICES-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 personnel for the Finance division is as follows: Personnel Director of Administrative Services Chief Financial Officer Accountants (NEW)* Accounts Payable Clerk* Utility Billing Clerk Payroll Clerk Special Assessment Clerk 2002 2003 2004 Proposed 2005 1 1 1 1 1 1 1 1 2.75 2.75 2.75 3.75 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 9.75 (NEW)*--An additional accountant is proposed for 2005 (see next page for proposed position responsibilities). ~~ 2005 Proposed Budget Summary-Administrative Services/Finance 2004 Finance Budget: $799,500 2005 Finance Budget (proposed): 865.000 $ 65,500 (8.2% increase) The Finance budget shows an increase of 8.2% due largely to the proposal of one additional full-time position and inflationary costs, including a 3% wage increase and a 15% increase to health insurance. The following are proposed additions and reductions to the 2005 Finance budget, as well as changes that could have a significant impact on the service delivery of the division: 1. Assume purchasing, accounting, and auditing responsibilities associated with the Dakota County Drug Task Force. Impact- The City has been approached by the Dakota County Drug Task Force (DTF) to assume the purchasing, accounting, and auditing responsibilities currently performed by the City of Burnsville. The City would be reimbursed by the DTF for its administrative expenses. Because a certain amount of effort on the part of the Police Dept staff is also required, it is the Burnsville Police Chief who is requesting another City get involved. Eagan and Burnsville are the two largest city participants in the DTF. The County is apparently unwilling or unable to take on these duties. If the full-time position is not approved, the City would be unable to take on the DTF duties. 2. Addition of $58,000 to hire afull-time accountant position (Approximately $14,000 of this position's salary would be reimbursed by the DTF). Impact-Since 1997, despite the addition of Cascade Bay and the Eagan Community Center (ECC), the Finance/City Clerk divisions have reduced staff by 2.25 FTE. A new full-time accountant position is proposed to assist in handling the following duties: • Coordinate cash receipting for all points of sale, including Cascade Bay and ECC. Currently, Parks & Recreation Office Supervisor Cherryl Mesko estimates she spends 40% of her time reviewing and reconciling ECC deposits. • Coordinate DTF purchasing, accounting and auditing. Burnsville's Financial Accounting Director estimates their senior-level clerk spends 25% of her time on DTF activities. In addition, Burnsville's Accounts Payable Clerk spends a small portion of her time processing DTF purchases. The cost of all activities related to DTF are reimbursed. • Preparation of the annual budget book, conversion of the utility billing system ,and electronic timesheet implementation. • Provide back-up assistance in a variety of areas. Currently, when certain staff members are on vacation or other leave, there is difficulty in providing service at levels customers have come to expect. Sy 0 N A E c E v co ~ iD o d Z. d ~ ~ E o E N fn >+ O ~ II ,~ o ~ E ii ~ N E E ii ~ Q Q' II T C II II o In E d O $ ~ ~ II m N N ~ II 0 0 II II ~ ~ II ~ O Q II d N ~ II ~ m II n ~ 0 ~ ~I p, N (J II o a II ii ~ ~ ~ II aai N U II O Q ii N Q W ~ Q o m w ~ c O ~ ~ o° m N °' U ~ O c ~ o i ~n i i o O U \° 0 C7 CV O ~ ~ ~ O S W ~ ~ v n N O 0 ~ S O 10 ~ ~ M ~ A N O O O O O N ~ N M (00 N M ~ ' C07 ~ ~ O O) IA ~ OD CO (O ~- r N M ~ N t~D M t~D (00 CMO ~ IOA N ~ (OD ~ `07 I j ~ r tD K ~~~ ~ a cwi w w Z i Z ~ F ~ O H ', z w ~ W o w ~ ~ w w w `~ a g a te ~ O a ~ ~ ~ i-- o w ~ z ~ ~ p w Z Z ~ Z ~ ~ U N ~ g W g ~ QJ m ~ U ui Iwi to O O vi O v¢i a u. x .~ ~o{ ~ a trD tp trD 10 ~O t~G t~0 i0 i0 SS O O O O O r r O ' fV p ~ ~ p i N N O O O O 00 O O 10 ~ M ~ ~ i N ~ ~ N N ~ ~ ~ M ~ N •- N w Q a N w w v~ O w a w w ~ ? a ~ = a ¢ w v i U Z Z N ~ W F O U U ~ W U w O O ~ O w ~ r r N N N N N ~ N i 0 t 0 t 0 t D M O m ~) to a 0 N r E C 'O m ~~ o~ a ~. N ~ ~ E iA E c°~1 in ~ ~ >, O ~p~ II O ~ ~ N II ~ p C E II yN~E E ii ~ Q ~ ii ~ ~ ii N ~ p ~ O' II N ~ ~ II ~ 0 II II ~ F, 11 W ~ O C7 II d N ~ II 0 m 11 T J II C ~ ~ ~ d N U II O Q II ii ~ ~ ~ II N N U II 0 Q II Z ~ W OI q ~ m W ~ c O ~ ~Ep U N d C ' 0 1 a o a~i ~ U O rn r F a z ~ Z Q a w ~ ° z z ~ a Q LL Z ~ ~ ~ ~ (~ W = w ~ C 7 vi ~ w ~ w a W ~ O ~ D to U to N O O O O O O O O O O O O O O O O O O O O O C O O M O M N ~ N ' ' P r 01 M M CO O N r- ~ h OD t0 ~ r r r r °o °o °o °o g °o o °o °o °o °o °o M O M N ~ N ' ' ~ •- ~ 01 M M fD O ~ ~ R t~ W (D ~ r r O O O O O O O O O O O O 00 O ~ N N M ' ' t0 00 r ~ N M O fV ~ ~ ~ ~ ~t7 (O fV r r r O ~ ~ O O N O O N 0 ~ M M ~ O O) N ' ' h M ' O ~ M f~ ~ ~ ~ M ~ r O ~-- O 00 N M .- O N O N O 0 M c~ M ~ t0 M 00 f0 1~ M M O O ~ ~ O 000 ~! tD 00 00 ~ M ~ CO M CO r CO ap ~ ~ ~ N .- O .- ~ N r r r r r = w Z m ~ > ~ o g Z z , ~ z O O H atf Y w U U Q W ? N a = m m ~ ~ w z ~ Z Z Z ~ ~ W ~ W Z ~ Q O W Q U ~ a w U c~ a w o¢~ N o ~ ~ v~ g w U Z W z a a ~ ~ ~ -~ ~ ~ ~ = w ~ H ZQ ~ W ~ J w ~ Q li a Fw- a U Q ~ UW' ? ~ ~ ~ U ~ {p ta0 P M tff !~ O! O 1p t0 P 1!'! tG M M (~i `Q r0+f 10! M M M M ~ ~ 10 t0 <O t0 t0 t0 t0 OD i0 OD t0 10 S~ M O r N t>) N a v 0 0 N O E m c v m ~ ~ O 7 Z d ~ ^ E `~' E N fn ~ ~' ~ N II O O ~ O O O II N II ~ C ~6 C _ II N N ~ i ~ ~ O O p N ~ II ~ ~ ~ O O ~ 11 ~ E O 11 a°i N E ii ii O ~ a ~ ii ii >' ~ 11 0 °o °o °o °o °o °o ii C N y p ~ E N jj N N ' ' ' ' O O 0 O O O II ~ O ~ 7 II r ~ ~ 0 C f~D II ~ N II O II 0 0 II II T ~ II II O M O ~ O ~ O ~ O ~ pO jj p ~ i ~ ' ' tp II (7 ~ ~ Q II II N r ~ O Qj II O II N m II ~ II Q II II ~+ II O tq M tp h N N M II J C p M Q II II N N O h ~ ~ ~ O ' ' N ~ 00 N 00 N 00 ~ II ~ II M II ~ ~ O O O~ T O ^ II N U r ti Q 0 II II n II ~ O O O ~ ~ O ~ O u N II ~ Q II ~ ^ N M M W h d' O> O O a0 N O N O O 11 ~ II ~ O Q U a ~~ (V ~ co r- ~7 N ap ~ oD oD O II o i N a ° u Q Q ii n ~ ii n a~ Q W v Q ~ m ul ~ c o~~pp N d U ~ C] C ~ o ~ .a i t"i a~ d ~ U O c l c ( ~ W w N O_ Z w ~ i u. X ~ c W o C7 m E Z ~ i N ~ ~ W Q z Q U w ~ W O Q O ~ O C a~ ~ C i0 ~ i w ~ uJ U ~ ~ Q lA Q ~ W U H _ U J W ~ J Q J C] ~ ~ U ~ I j U W U j Z ? Z ~ ~ Z a v O ~ i ~ ~ O ~ ~ V Z _ ~ ~ O w H O ~ ~ ~ M Y Y i0 t 0 ~ ~ ~ t 0 ~ i 0 t 0 F- 0~. Z lL W Q ~ Y a ~ ~ w W V (~ ~ Z U ~ } Z g ~ Z ~ O Z_ w Q ~ U ~ Q O U ~ O tD 5~ M O M N <T f0 a 2005 Proposed Operating Budget Legal Services LEGAL Service Delivery Summary: Legal Services, which is contracted by the City, 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 Insurance Trust legal services. SV 2005 Proposed Budget Summary-Legal 2004 Legal Budget: $429,700 2005 Legal Budget (proposed): 434,000 $ 4,300 (1% increase) The Legal budget shows an increase of 1 %, which is attributed to the 0% rate increase in prosecution services and a 3% proposed increase for civil legal services. The following are brief summaries regarding the budget impact of the two legal services being offered: 1. Civil Services-Proposed 3% rate increase. Impact-The 3% rate increase pertains to legal services received from Severson, Sheldon, Dougherty, and Molenda, which include paralegal services, general legal work, development legal services, and Council and APC meetings. As a point of interest, eligible legal fees pertaining to development projects are paid out of developers' escrow accounts. 2. Prosecution Services-No proposed rate increase. Impact-The firm of Grannis, Grannis, Hauge, Eide, Anderson, and Keller, which provides the City with prosecution legal services, has not proposed a rate increase in 2005. The costs that the City pays towards prosecution services are partially offset by revenues generated through prosecution fees, fines, etc. SR v 0 0 N O U C f0 O O O O a Z. N ~ O O ~ N C/1 a~ Q W ~ ~ ~7 m D .. ~ ~ O ~ coo O O. U N m O ~ II N C 11 to `+3 ~ II O C p~ II N ~ © II Q ~ II II W ~ ~ II O ~ ~ it N ~ ~ II ~ ii may. W II p ~ II N ~ ~~ m II 1 II M Q II N F-' II Q II II N Q II N U ii Q II o! a I ~ I I ~ ~ I V 0 v O O O O ~ ~ O II o O ~~ O r ~ II O O O O O O I ~ ~ ~ I I O O I O O O O ~ ti ti l I I ~ ~ ~ O O c'q M cWq M ~ ~ ti ~ '~t ~ C~7 M ~ II O M 11 M ii I ~ 11 M jj II ~ w ii ~ i J ~ Q = U H Z w i W J i o iZ W ~ i Q W ~ J ~ J Q w U ~ W ~ ~ Q w 0 ~ W -1 O H ~ ~ m m J p 'O ~ m m r M t0 O O O O O O O O r N N ~ O O O O O O O O O O O O r N N ~ O O O O O O O O h 001 NNtAT ~NNdN' COhON tON~O Oi c0 I~ c+i ~ N c0~ N ~ to op r O ~ t~ t[) N `7 ~ N e~ _ ~ >_ p ~ +~ V ~ O U d to a co 2005 Proposed Operating Budget Planning COMMUNITY DEVELOPMENT-PLANNING/ECONOMIC DEVELOPMENT Service Delivery Summary: The Community Development Department is made up of two divisions-Planning/Economic Development and Protective Inspections. Community Development also coordinates the City's economic development and redevelopment activities through the Planning division. 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 Zoning Code enforcement services City-wide. • 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. Economic Development • Works with businesses and other agencies to retain, expand and attract jobs and businesses in the community. • Coordinates the economic development, redevelopment and housing finance in the City. • Coordinates staff support for Economic Development Commission, Economic Development Authority and City Council deliberations concerning development and development finance policies and their application. The personnel for the Planning and Economic Development divisions is broken down as follows: Proposed Personnel 2002 2003 2004 2005 Community Development Director City Planner* Planner Planning Intern Office Supervisor Planning Aide GIS Technician Code Enforcement Technician (NEVI** 8.5 8.5 8.5 9.5 *The title of Senior Planner was changed to City Planner in 2004 to better reflect the skills and services required of that position. (NEV~* *--One additional Code Enforcement Technician position is proposed in 2005 (see next page for proposed position responsibilities). 0 0 1 1 2 2 .5 .5 2 2 .5 .5 1 1 Z 2 0 0 1 1 1 1 1 1 2 3 ~l 2005 Proposed Budget Summary-Community Development-Planning/Economic Development 2004 Planning Budget: 2005 Planning Budget (proposed) $655,100 767,400 $ 112,300 (17.1% increase) The Planning budget shows an increase of 17.1 % due largely to the proposed addition of a full-time Code Enforcement Technician and inflationary costs, including a 3% wage increase and a 15% increase to health insurance The following are proposed additions to the 2005 Planning budget, as well as changes that could impact the division: 1. Addition of $55,000 to hire afull-time Code Enforcement Technician. Impact-Despite the City's stage in its life cycle, planning, zoning enforcement, development and building activity are not substantially declining. Rather, the development that is occurring is increasingly complex. Demands within the department have particularly increased in the area of code enforcement. The following --` table illustrates the consistency within development applications, and the trend in code enforcement demand: 1999 2000 2001 2002 2003 Develo ment A lications 162 150 159 158 153 Code Enforcement Cases 394 414 388 590* 740 *Includes 108 election sign cases The 2004 year-to-date code enforcement cases are on pace to well exceed the number of cases in 2003, particularly due to the coming election season. Based on trends over the past few years and consistent with other jurisdictions, demand for code enforcement services will continue to rise as the City matures. 2. Increase of $4,000 in Professional Services to begin planning for the mandated 2008 Comprehensive Guide Plan Update. 3. Increase of $6,000 for Economic Development activities within the Community Development budget. Impact-The proposed 2005 budget strives to integrate economic development functions and activities into the Community Development budget. The focus of the budget proposal is those resources that will encourage business retention, expansion and location within the community. The following economic development and redevelopment activities and functions are proposed: • Update public financing policies ($2,500) • the expansion of marketing databases ($2,500). • Expand the economic development and marketing data base presence on the City's Web site, and complete the updating of the City's public financial policies ($1,000). 4. An increase of $15,700 in conferences, training, memberships, and meeting expenses that accompany the new economic development activities. Impact-Prior to 2003, economic development training/memberships was budgeted in Administration; and in 2004, there was a limited budget for economic development conferences, training, memberships ,etc. in the Community Development budget. Included in the 2005 budget proposal is $2,000 for the Community Development Director to participate in the National Development Council or similar training, as well as funding for economic development associated memberships and conferences. c~a v 0 0 N O .~ I C I I O to ~ ~ N .E ~ Q ~ I i o E ~ C N~.~I 0 ~ I ~ I N ~ I m J I O F- I N Q ~ J I o ~ Q N 3 m ~ ~ O ~ _ o o. U N O v m ti ~o o ~ i d O ~ a~ ~~ O U 1 Z. ~~ o E N fA O O O O M ' ' N O) ~ M ~ n °o °o °o °o M ' ' N ~ ~ M ~ P O ' ' pp N tp ~ i O N M CEO aM0 ~ OMO M c~yyry O ~ ~ ~ ' N f"1 VN ~ c0 N O Op N O~ of O t^A_ ~ ~ tOD h O M .- N N M ~ ~ •- I II Z Z ~g d f- W q~ s ~ ~ w ~ W ~ p ¢ w ~ vai ~ ~ w W ~ W O w ~ W ~ p Q w g vai O Q ? O O ~ a a U w w Z ~ Z = F- ~QQ' W = ~ ~ ~ W z ~ 1 ~ ~ o O H ~ a O N w Y o ~ W w J Z a ~ r { N ~ M '? '~! IC! It'! r m tp tp tp ~O I 0 t0 ~O ~ O O O O O O O O O to GO N ~ N N M r 0 0 °o °o °o °o $ b O ~ OD N er N N M r t00 ' ' N N N ' ~ ~ N N ~ ~ ' ~ N M M to ~ ~ ~ ~ ~ ~ ~ ~ co J O ~ Fm. w Z LL Q ~- Z ~ H ~ ~ w to wU' z a p p F d ~ W ~ Q Q Q to ~ d ~ a U w H w w w Q ? O ~ z Q a ~ ~ ~ m a °-' ~ w Z U C7 g p ~ ~ ~ a «~ z z ~ ~ m v~ U U U ~ ~ ~ J J J w w a O O O ~ O u. ~ ~ t=n O r N 1!'! O ~ r 4"! i0 10 ~O 10 f0 t0 t0 f0 N a 0 N 00 II O •~p II M ~ ~ 11 ~ ~' E II N •~ E ii n Q ~ ii 0 ~~ n c u N~ y II N y ~ II ~ II ~ ~I O II N ~ II m ~i Q ~ v OC7m ~ a~i O m E ~ r °o U N O c ca ~~ 00 d Z. N ~ ~ E O E N fA J j M Q I I N U I Q i N Q I N ~ I Q pO O O O O O O O O O O p O ~ S N O S S ~ N top. ~ ~ ~ S ~ p i ~ 111 ~ ~ N M 0 ~ N ~ t0 0 o c~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O ~ M N O M M O) N cn a0 d !~ .- ' O ' ' ~ '~t ~ N M C) ~ (V ~ CO O O O O O O S O O O O O O ' ' O N N ~ of M of N O CO M 0 ~ ' ' ' ' ~ M to d~ O t0 O N CO O ~ ~ O CO b 1l') r M p S ~ N _ ~ M O S ~ ~ N ' 00 00 ' ' O f D ' ~ `7 ~ O th ~ r M N N ~ ~ ' O ~ d' ' ' 00 ~ 01 ~ ~ ~ CV N 000 M r ' c0 ~ M ~- .~-• •- ~ 00 ~ 1A N 00 t0 M ~ O O ~ O O M ~ ~ !L II ~ ~ p Z ~ Z Z ~~ g t o Z i W ', ~ ~~ ~a~' ~ J QQ W Z W C7 ~ v w J Q ~ ~ W ~ a Z z 3 a ~ Q o a O = U W ? xs v ~ ~ W w = a w i•- ~ a ~ ,~ W U ~ X ~ ~ 7 Y a a O ~ Q Z O w a W ~ ~ w w o = W J ~ g ] w U O ? p Z m z a z H Z ~ J ~ w c7 W Z ~ = ? O m g ~ ~ a ~ ~ W ~ °- W J ~ to J p O v o z Q U v ~ W O U m W z a w C7 Z f- ~ J v ~ Z ~ w U ~ m ~ ~ Y O m o Q ZO t ~ Z ~ a ~ N m N Z Q w o m W ~ z ~ ~. ~ ~ a W cn w ~ w ~ ¢ U z ° ~ a > ~ > U Q Z W a ~ W ~ o ~ O zp w m W U > W rn ~ F V ~ Z ~ m = O U ~ W J U O m g a w ~ ~ O ~ ~ O M m ~ 00 M ~!'! O 1q tG 10 P 00 OI O I~ 1<7 r ~ ~ ~ ~ M M M ~ M ~ ~ ~ 0 0 0 t D t 0 i 0 t 0 t 0 t 0 t 0 t 0 t0 t0 tG ~ ~ i 0 i 0 t 0 c ' O 1 •a •~ I O y I O U ~4 0 N .. y o ~ c E N •~ Q m 0' C ~ N O E 7 N ~• d N Q' O H N ~ m J fh Q N () Q J N V Q Q ~ 'O ~ ~ O D ~- m N r O ~ r c a, U N 0 E c E m ~~ ~o 0 n U ayi O a~i a V O s Z• a~ ~ O E N !A 2 Z g a 0 F- Z W a w 0 W t7 U 0 W U ~' W w O z W a_ w w O 0 ti 5 O U 0 0 v co O d0' tD O O r f0 M N O COO N ~~ O II II Z W a w 0 U z Z a O F 0 M d O a ~~ 2005 Proposed Operating Budget Community Development-Inspections COMMUNITY DEVELOPMENT-INSPECTIONS Service Delivery Summary: The Community Development Department is divided into two divisions-Planning/Economic Development and Protective 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, and heating through the inspection of buildings and structures under construction and inspection of existing structures. The division also oversees fire, energy, and accessibility codes. • Fire/Life Safety Inspection -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: Proposed Personnel 2002 2003 2004 2005 Community Development Director 0 0 .5 .5 Chief Building Official 1 1 1 1 Senior Inspector 2 2 2 2 Inspector 4.5 4 4 4 Clerical Technician (STATUS CHANGE)* 3 2.75 2.75 2.75 Fire Marshal 1 1 1 1 Fire Inspector 1 1 1 1 12.5 11.75 12.25 12.25 (STATUS CHANGE)*--In 2004, there was $24,000 of temporary wages allocated towards clerical support. It is proposed that the same monetary allocation be used for the clerical position in 2005; however, it is suggested that the position be reclassified as a permanent part-time employee. (See narrative for current position responsibilities) L~ 2005 Proposed Budget Summary-Community Development/Inspections 2004 Inspections Budget: $906,700 2005 Inspections Budget (proposed): 947,100 $ 40,400 (4.5% increase) The Inspections budget shows an increase of 4.5% due largely to inflationary costs, including a 3% wage increase and a 15% increase to health insurance. The Inspections division is unique in that the vast majority of their staff are eligible for step increases, thus resulting in an increase of 4.9% in personnel services even though no new staff are proposed. The following is a proposed addition to the 2005 Inspections budget: 1. An addition of $3,300 to change the status of a Clerical Technician position from a temporary employee to a .75 part-time, regular employee. Impact- In 2004, there was $24,000 of temporary wages allocated towards clerical support. It is proposed that $27,300 be used for the clerical position in 2005 (the additional $3,300 would be allocated towards benefits); however, it is suggested that the position be reclassified as a permanent part-time employee given the ongoing need for clerical assistance. The position will provide support to the ePermit system and will also back up the full-time clerical staff during the busiest times of the day. L1 0 0 N r O ~~ jj p O O O O O O O O O O O O O O O O O O O O O O O O O O O O _ ~ ~~ M D O ~ ' M i N •- h O 0 ~ O N M O) N ~ M - 11 O y~ ii C O O M ~ O c ~ ~ ~ e N -C ~ 11 Q ~ ~~ II O O O O O O O O O O O O O O y II O O ' O O O O O O O O O O O O tp ~ d II O ~ 7 II N p N II ch CO O O ~ ch W M N ~ ~ 1~ oD ~ CO ~ I~ O) O> N ~ M O) N ~ ch ~- p ~ II ^ O p u ~ II O O O O O O O O O O O O O O O W II II O r O O O O O N O OD O 'd: O N O I~ O CG O tp O ~ O O O N O N O `7 O~ II O ~ ~ O ~ M CO O ~ ~ N~ II l~D N M O O ~ m II II u Q II ~ O ~ ~ O ~ M ~ O M ~ O O~ . M ~ O = 11 N ~ ' h O ~ c'~ a 0 M a0 N I~ O ~ c (O ' ~"' N V 11 M O r M M 'V' ~ Oi It7 ~ N ~ Oi ~ ~ ~ Q II II ~ 11 Q II M ms.. t~ ~ .- ~ .- ~ O ~ ~- O 117 ~ Op ~ ~ ~ !~ ~ N O O ~ N O N ~ ' ' tp <O O e M ~ ~ ~ r ~ II N ~ ' N ~ N M ~ ~ Q II II ~ c v is 00 0 0 d ~, p N O O ~ O ~ N fn W 'o C9 m II II II II II II II N ~ ' ~ ~ A ~ J ~ Z o ;; ~ g o o ~ w ~ O Imn ~ c~ ii II w a O w ~ w z O ~ Q H z z w c9 a O () N aai ri ? ~ to ~ Q W g J Q ~ ? W p 11 II ~ O W (~ ~ w ~ 0 W W W ~ ~ Z fn W F- Q d ~ ~ W J ~ W Q Z a ii Z ~ ~ ~ Z Qz Z ~ ~ ~ w w w Q ~ a ~ p cOn w ~ Q ~ ? 1 O w a ~ ~ a O II ~ ~ W ~ O Z }} F_- ~ "'J Q ~ ~ ~ V Z ~ ~ Z d 'a II O U ii ~ d' g W Q' ~ 0 ~ H Q J ~ J W Q W Y ~ O ~ W IU-i W IU-i W IU-i ~ Iwi ~ W ~ ~ x ~ ~ Q > Q w U ~ cn ~ O ~ W u. w ~ w a ~ cn O v~ a u. x ~ a O O O ~ O u. U O ~ N ~ O M N 'eT r ~ LLY N Icf ~ 4") 1f1 O r ~ r N r 1[1 r O N ~- N ~7 N r ~O r <O r t0 r t0 r r t0 tD r r t0 tD r tD N t0 N t0 N t0 N tD N <O N t0 N t0 V v 0 0 N E c co 00 0 a Z, a~ ~ ~ E "' E o~ N fn L _O m O C E 11 N E II Q ~ lY ~I 11 C 11 ~ N II f0 N ~ ~ II D W II N ~ II m II II Q II O ~ II N Q II II II NO = ~I O ~ II N UQ ii f• OI w ~ o m ~ c m ~ ~ ~ o ~ o a N y c ~ I •a i ~ p I O U cO~ O N ~ ~ N 1~ coo O N t~ ~ N !~ cO~ O N O N N cD O 01 tD N ~ ~ ~ ~ M N CO O ~ CO ~ ' O CA r ~ i rn ~ 'Z ~ i 0 ii t` ¢ ~ w ~ ~ ~ H y w a a o 0 Z J ~ ~ ~ ~ U=j W Z Fes- OC Z ~ ~ W Z Q a v ~ a ~ ~ ~ ~ ~ p ~d ~ ~ w ~ ~ w ~ W V J J '~ J J J J J J ~ ~ ~ a ~ vii Iii ai c=n N Ch l'N7 M ~ ~ ~ ~ ~ ~ ' N ~ N ~ O O pOp O O O r ~ f` ' N ~ N ~ O O ~ O O O r ~ ~ ' N N N ~ O ~ ~ N N ~ CV ~ O r M O '~t M d' O ~- ~ ~ G M CDC'' ~ C ~ N ~ ~ r tY W O N CD O ~ N r .ON.. ch ~ ~ ch O ~ i ~ ~ .M.i J ~ ~ w C7 w m O m w w ~ Q z ~ a a U aS W ~ Y w ~ w ~ W ~ w U a8 w d 2 Z H ~ ~ w W p Ina w w (~ Q cwn U U ~ J a ~ O > w ~ a O Z W W ~ ~ U C~ ~ z ~ X~ Z g Z w w g J w ~ m ~_ ~ O w Q Q W -L ~ O ~ a a H ~ a a U ? ~ cn ~ ~ ~ '^Q ~ C> 1[1 t[1 000 aN} N ti CD CMO tMD t0 tD iM0 t0 CMD t0 ~q v 0 0 N r O +~ m 0O o 0 a Z, a> ~ O ~ ~ ~ o ~ N fn ~ ~ I ~ ~ I I O ~ ~ ~ N ~ ~ ~ Q Q. C I ~ N I O ~ Q' I f0 N 0 ~ W O ~ O N ~ m M ~ I O ~ I N Q I I ~ ~ I N Q II H aT W ~ D m ~ c m ~ u'i ~ o ~ o n N ~ O c ' 0 1 I ~a I N I I O I ~ p I O U O O O O O O O O O O O j~ o O O O O O O O O O O O 11 ~ O !T O O N O ' O ~ ' ~ ~? r tl d' In r r r N h f` ~ N II O II II O O O O O O O O O O O II u 11 O O O O O O O O O O O 11 O ~ O O N O ' O O ~ ~ O r II ~D r .- r N ~ ~ N ~ II II u O O O O O O O O O O O 11 0 0 0 0 0 0 0 0 0 0 o II t0 t0 O OO N O ' O O ' N N ~ II In N r N h ~ C ~ O II II O M h CD M O O f0 O M M O~ II h ~ 1~ M h ~ !~ 01 M h O N II OD ' Op 00 v ~ ~ d' 00 M r ~ N N r r M II O 11 II M ~ O 00 O O> O o0 00 1~ ~~ r ti ~ ~ II N N ' N ' N ~ ' ~ N ~ r r om N N ~ t - II O II II II G F.. a N Z ~ 00 Z ~ H i ~ o o J O = ~ O ~ v Z W uJ Z O U w cn W X LLC,i ~ W W ~ ~ O ~ ~ ~ m ~ W ~ O o Z Z ° O I- z O H d ~ ~ Z Q W ] O i w X ~' O Q ~ ~ a w fA w U ~ A ~ ~ U z Q U ~ a cn > ~ U w U J Q ~ U ~ Z O ~ F- O F- ~ ~ ~ W Z 2 ~ a O U H Q ~ ~ ~ = U O Q W > ~ uWi ~ H O W a w ~ fA ~ ~ Z ~ LL W w O ~ ~ a > CW7 ~ ~ O } g > O Q Q U W ~ ~ a W O ~ Z O H w ~ z J O H m I. ao o> 0 1. to o>' 0 0 ~o 2005 Proposed Operating Budget Communications 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 2002 2003 2004 2005 1 1 1 1 1 1 1 1 0.2 0 0 0 2.2 2 2 2 *Prior to 2003, .2 of the Assistant City Administrator was budgeted in Communications; however, with the addition of the Communications Director, the .2 of the position was reallocated to Administration. ~l 2005 Proposed Budget Summary-Communications 2004 Communications Budget: $416,200 2005 Communications Budget (proposed): 437,700 $ 21,500 (5.2% increase) The Communications budget shows an increase of 5.2%. The budget proposal includes reductions in printing and advertising due to the rebidding of Eagan Business News and the successful completion of the Eagan Community Center grand opening. While the Communications budget is a general fund operation, it is unique in that it is entirely funded through franchise fees. The following are proposed increases and decreases to the 2005 Communications budget: 1. An addition of $24,100 is proposed to conduct aCommunity-wide survey. Impact-Per the direction of the Council, included in the proposed budget is $24,100 to conduct aCommunity-wide survey in 2005. 2. A $15,000 increase is proposed to fund additional Web programming opportunities provided through the City's contract with Quantum Art. Impact-As the City prepares to offer three new Web features-online surveys and polls, automatic a-mail notification of Council meetings and minutes, and the ability for staff to build online forms asneeded-it is proposed that the City contract with Quantum Art at the set price of $15,000, rather than having to individually price each project. The additional funding would be used towards a-mail notification of commission agendas and minutes, development of the City's Intranet for the purposes of online policies, Communications Committee initiatives, etc. 3. An addition of $30,000 is proposed to purchase technology to provide live Web-casting of City meetings and to have a digitized, searchable video record of each meeting available to the public at any time. Impact-It is proposed that the City spend $30,000 in one-time costs to create live Web-casting of City meetings and tc, have a digitized, searchable video record (like a DVD) of each meeting available to the public at any time. Currently, 40% of residents are non-cable subscribers and therefore cannot view televised City Council and Commission meetings. For those that are cable subscribers, the threatened federal elimination of franchise fees may eliminate funding sources for cable-casting. By digitizing the format, citizens and staff, the very next day, would be able to go right to the section of a meeting that most interests them (e.g. a specific development proposal) without having to listen to or view the whole meeting. The live Web-casting also positions the City to deliver any video content to the public via the Web that the City desires (e.g. annual message from the Mayor, recycling promotions, Cascade Bay and Community Center marketing, etc.). Staff support for the function could be handled by BECT staff. 4. An addition of $7,000 to fund costs associated with communications regarding airport issues in the community. Impact-Per the direction of the City Council, funds are budgeted to prepare and distribute a comprehensive brochure pertaining to airport issues in the community, including communications about the new North/South Runway opening in Fall 2005. The funding will also be used towards the creation of large display boards to be used at the approximately 10 community forums/open houses being conducted throughout the community to communicate about the impact of the new runway. 5. An addition of $6,800 for improvements to the Eagan Room. • Relocate camera to accommodate U-shaped meeting set up ($1,500) • Update Compix character generator to match Council Chamber system ($1,000) • Purchase MN and United States flags ($265) • Alter podium to cover connection cables to avoid damage and add wing to left side of podium ($4,000) 6. A reduction of $24,800 in printing and advertising due to the rebidding of the Eagan Business News and the successful completion of the Community Center Grand Opening. 1a v 0 0 N E U N E v m O O O O i ~, ~ ~ ~ E "' E o ~ N ~ ~ ~~ o ~ ii ~ C II O .r N C E II Q N it ~. Y~ ~1 N (p II O ~ 3 II Q II f~ N ~ ~ II 11 II d' W II o° O ii 0 N m II 11 11 O Q II O ~ 11 N ~ II a ~~ n N J II Q °o ~ ii N ~ 11 U II Q u N 000 GOO N ~ ti O ~ ~' r T r N ~ ~ N r I~ O -Q ~ r r r O ~ 0 1 I~ t~ O et M ~ ~ r ~ ~ N ch ~ O ~ M N (D N N O 1~ O O ~ r r r ~ ~ 0 r N ~ ( 0 ~ ~ ~ O r O (fl ti ~~ O O_ cD r O r ti O N N r ii W Z ~i O Z~ aW m ° ;; " z g wO m ii ~ ~ z N fl. ~~ pl ~ ~ W H Z (.1 U ~ o ii ~ Q p Q Z Z a w a ii U II w ~ z ? ~ ~ ~ O J ~ ~ cn J ~ II ~ ~ W ~ O Z ~ Q' O W ~ ~ W m Y O ~ ~ O V i Q W V w u . J «_a ~ > fn d LL = > ~ ~ ~ ~ ~ ~ ~ `~ 3 O O O ~ ~ N i ~ ~ r O O O ~ ~ N ~ i ~ ~-- ~ ~ ~ i ~ i r ~ M N_ d' O r ~ ~ tD ~ f r (Np 0~0 ~ ~ N r r r ~ J F ~ a w ~ z ~ z ~ ~ Q d W ~ ~ J ~ w W H w w Q ~ o.. ~ ~ Q W Z ~ U' C!1 CA Z W ~ W W U U ~ ~ °~ ~ LL u a ~ ~ I i. l i w O O ~' O _ u. fn r M ~ r N N N N N N N N c O t D t O t C c O t G 0 0 N ti r U m E c~ rn ~ o° d ~, N ~ ~ E `~' E o ~ N ~ ~ ~ 11 O O ~ 0 0 N O ~ C tI ~ ~ ~ ~ 0 0_ ' 0 0 ~ ! A ~ i ~ O N ' ~ 11 r 00 ~ O d' M ~ CA N N C E II U II - p ¢ ' I I Q ~ .,, II M II O O O O O O O O O O O O O O O O O O LL) E 0) 11 ' 1~ I~ tD ' ' r CO ' 00 N CO ~ ' ' 0 N ~ ~ 7 II N II ~ CD ~ aj ~ M N O N ~ II 0 II H II O O O O O O O O O O O O O O O O O O ~ W II f0 ~ M O ' ' ~ ~ ' ~ ' ~ OO ' ' O O II O ~ ~ 1N N ~ pMj ~ N m II II J O O O N Cn ~ 00 aD 00 ~ ~A N ~ ~ N N O O O 00 O CA M II ¢ ' ( D ' ' ~ O II ~"" N ~ ~ ~ r ~ r N II ¢ II jj ~ f~ ~ r N O ~ ~ ~ M M ~ c0 O h ~ ~- M N t~ d' 00 N O O O ¢ II (~ CO N ~ ~ st ~ O) N ~ ' ' O N ~ II F' II ~ ~ N N ~ r ¢ II II II II II N H Z ~ w II F. Q J ~ (~ Q' ~ J¢ ~ ~ j '~ II ~ Z Z w Z = w U Z m ~ W ¢ o m ~~ ~ ~ ~ U w ~ z ? g ~ w ~ m c n ~ O p v~ z ~_ C7 w O m ~ a F- w O r r, ° E m ii II c i ~ w ~ Q v U > its w ¢ w ~ Y ~ w Z p z Q U z ¢ W ~ U o N II G ) W ~ ~ ~ d 2 ~ m O ~ D C o" z ~ w Q a J ~ w O w w ~ Z Z ~ d a ii . w O w ¢ w U U ~ ~ W Z ~ U ii ~ ~ ~ ~ w ~ ~ ¢ 1w- ~ U ~ ~ w ~' ~ ~ ~ II a~ Q ~ w d fn w W Z = ~ w ~ Q Z ~ g J ~ O Z d ~ (~ ~ ~ w ~ ? ~~ a ~ Q x O O U II ~ ~ O fn O ~ ~ O J w ~ ¢ (~ ¢ ~ w J w Z w ~ w Z w ~ ¢ ~ U ¢ U a a ~ ~ n. a U C7 ~ C7 ? cn ~ ~ N O M ~ M ti ~ 00 ~ ~ ~ M ~ ~ M ~ M ti M ~ N ~ t 0 t CI t 0 ~ t 0 ~ t D i 0 t 0 ~ v 0 0 N O U a~ c m rn~ o~ a°i ~' D ~ a ~ N fn ~ II " ° ~ ~ o g o o fC C II _ N ;i (V .- ~- ~ tp M O ~ II N N C Q ~ II ~ .. u N y II O O O O O O O ti) ~ N II M '- O 1~ O O Cp ~ N ~ ~ O tD N N II ~ N ~ 0 II 11 II O O O O O W ~ ~ ~ O ~ ~ II ' O U II N ti N ~ N ~ N m II II ~ ~ ~ ~ ~ ~ M Q II cp co cD r N ' h O ~ II ~ tD N U II N Q 11 11 II ~ ~ N J II ' fD M ~ ~ ~ ~ .~ O ~ II ~ ~ N ~ U II Q II Q w ~ C7 ~ 7 1 Q m I w ~ ~ I i 00 a i O ,n ~ I ~ m _ N U ~ I ~ 0 1 ~ a °~ o ~ a O U ti (O O I o~ ~ I C7 I N 00 II ~ II ~ II II O _O 11 ~ II II II a? II M 11 II II ~ II Irj II N II ~--' (~ Z O V ~ p ~ o~ z w ~ ~ w ~ G ~ O W Z w ~ ~ ~ = ~ O Q w U Z ~ w Z OU O a ~ 00 Q Q W ~ ~ w ~ tw Q ~ ~ ~ ZO ~ 2 O ~ 0 Z ~ c~ O a ~' ~ U ~ Z OU U ~ Z ° w Q ~ Z ~ ~ 2 U p Q ~ ~_ ~ ~ ~ = O~ W d ~ C~ w in O = Z ? tL w !U-i O g ~ J ~ a U Z w ~ pQ„ c0 Z O Q U g O ~ ~ ti ti ~ ~ c~ ~ ~ cl`o coo ~ coo ~°o ~ 1~ 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 • Police Records Management • Organization and Management • Communications • Animal Control • Emergency Management The personnel for Police is broken down into the following personnel chart: Proposed Personnel 2002 2003 2004 2005 Police Chief 1 1 1 1 Deputy Police Chief 0 0 0 1 Captains 2 2 2 0 Lieutenants 0 0 0 3 Sergeants 10 10 10 9 Detectives -Regular 7 9 8 7 Drug Task Force Detective 1 1 1 1 High School Liaison Officer 2 2 3 3 Police Officers 46 44 44 44 Power to Arrest Subtotal 69 69 69 69 Administrative Assistant 1 1 1 1 Office Supervisor 1 1 1 1 Clerical Technicians 6.25 6.25 6 6 Secretary 1 1 1 1 Receptionist 1.5 1.5 1.5 1.5 Property Room Tech. .75 .75 .75 .75 Community Service Officer 4 4 2 2 Animal Control Officer ~ 1 1 1 1 Crime Analyst 1 1 1 1 Crime Prevention Specialist (NEW)* 0 0 0 1 Office Subtotal 17.5 17.5 15.25 16.25 Dispatchers Lead Dispatcher 1 1 1 1 Full-time 5 5 8 8 Part-time 5.25 5.25 1.75 1.75 Dispatchers Subtotal TOTAL 11.25 11.25 10.75 10.75 97.75 97.75 95 96 (NEW)*-- A full-time Crime Prevention Specialist is proposed for 2005 (see next page for proposed position responsibilities). ~v Proposed Budget Summary-Police 2004 Police Budget: $8,210,100 2005 Police Budget (proposed): 8,719,700 $ 509,600 (6.2% increase) The Police budget shows an increase of 6.2% due in large part to inflationary costs in personnel services and the proposed addition of a full-time Crime Prevention Specialist. The following are proposed additions and reductions to the 2005 Police budget: 1. An increase of $62,500 for afull-time Crime Prevention Specialist. Impact It is proposed that anon-sworn Crime Prevention Specialist be hired to oversee volunteers, coordinate community events where the Police department has an active role, and work with businesses and residents regarding issues of crime. The position would also be responsible for the coordination of National Night Out, Business Watch, Neighborhood Watch, Citizen's Academy, and assisting with crime prevention by environmental design. The position would also answer citizen questions and arrange canine and other demonstrations for community events. Currently these tasks are being performed by a sworn police officer. It is proposed that if the Crime Prevention Specialist is approved, the sworn officer currently handling the crime prevention duties would return to patrol duties. Anon-sworn Crime Prevention Specialist would have fewer hours lost to other duties and mandated police officer training than the City currently experiences with a sworn officer in the position. Furthermore, the new position would serve as the coordinator of volunteer units within the department, thus allowing Sergeants more time for their supervisory responsibilities. 2. Departmental organizational adjustments-Three-phased approach Im act As the Police department prepares for the future and takes into account the pending retirement of numerous senior staff members, it is the recommendation of the department that some organizational changes be made over the next couple of years in order to best position the department for the future. The department, since 2000, has been involved in a strategic planning process to identify ways in which the department can more efficiently and effectively operate in the coming years. Enclosed on pages ~ through g5 is a memo summarizing the organizational changes being proposed, along with organizational charts showing the organization over the next three years. ~~ MEMORANDUM EAGAN POLICE DEPARTMENT -- 3830 Pilot Knob Road Eagan, MN 55122 651-675-5700 651-675-5707 FAX DATE: August 13, 2004 TO: Thomas Hedges, City Administrator FROM: Kent Therkelsen, Chief of Police SUBJECT: Police Department Reorganization Proposal Introduction At a recent department head retreat, we discussed the issue of organizational structure and were encouraged to think about how our city organization and the operational units could better serve the community. You and I have had the opportunity on previous occasions to discuss challenges and opportunities within the police department in view of the pending retirements of key personnel, along with the overall financial environment of the city. This document serves as a proposal for your consideration of a new organizational structure within the police department. While the current department structure, in place since 1993, has provided for effective service delivery, the proposed structure reflects current realities and improves our department by: • Improved Homeland Security capability, including: o Increased and improved capacity for critical incident management. o Geographic accountability for problem solving and service delivery. o Better utilization of volunteers in policing. • Broadened responsibility for department management and command. Given the budget realities that we face as an organization, maintenance of the "status quo" would be the most expedient approach to our future structure. However, the continuing focus on homeland security, combined with the anticipated retirement of key personnel makes now a critical time for defining the nature of the Eagan Police Department for many years to come. Background In 2000-2001, the Police Department convened a strategic planning process involving Police Department staff and members of the community. The result of that process was the identification of six strategic areas for further focus and planning, including the issue of Organizational Structure. Starting in 2002 police department supervisors participated in a series of meetings to consider how the organization should address the issues identified in the strategic plan. Those meetings included the discussion of many alternative organizational structures leading to a strong consensus on the organizational structure we now propose. Plan Overview The proposed organizational table, when fully implemented, replaces two Captains with one Deputy Chief, creates three Lieutenants and one non-sworn position as division commanders. The current position of Administrative Assistant is phased- out and the Crime Prevention Officer is returned to patrol duties, to be replaced with anon-sworn crime prevention specialist. 18 Police Department Reorganization August 13, 2004 Page Two If fully implemented, this plan includes 71 sworn officers (current 69), and provides a staffing ratio of 1.07 officers per 1,000 residents. This ratio is below the 1.1 per thousand ratio (72.6 officers) adopted as a goal by the Eagan City Council in 1995 and well below the 1.2 average (79 officers in our case) for all Minnesota cities in the 50,000 to 100,000 population range. This plan maintains non-supervisory police officer staffing at current levels. Patrol staffing will increase by one officer with the conversion of the crime prevention officer to a non-sworn position. Budget constraints may require that the reorganization plan be implemented in a phased approach. A proposed phasing is included later in this proposal, with organizational charts reflecting each phase. Plan Goals Homeland Security Since the attacks of September 11, 2001 and the events that followed, law enforcement has been challenged to defend our communities against events not anticipated when our department was last reorganized. In addition to the standard set of duties familiar to all of us, the Eagan Police Department has been preparing our staff and the community for threats such as weapons of mass destruction and other terrorist type attacks. Local government's new role in national defense has challenged police departments nationwide to consider seriously if their organizations have the expertise and resources to respond effectively to threats of this nature. The Increased risk of terrorist attacks in the metropolitan area requires all agencies to increase their capacity to manage these incidents. Eagan's status as home to many major employers, transportation hub, proximity to an international airport and major towism venues makes it incumbent on our organization to prepaze for the unthinkable incident. The division commanders proposed in this plan will be trained and certified as Incident Commanders within the Minnesota Incident Command System, a statewide protocol for emergency management of critical incidents. This system provides a standard of operation for personnel from multiple city units or multiple agencies to manage the consequences of a major event, be it manmade, or an act of nature. Currently, our organization has only three staff members who have command authority for major events. Daily Operations The proposed organizational structure will place four commanders under the direction of the Deputy Chief of Police. The Deputy Chief will have department wide responsibility for operations and will represent the department in the absence of the Chief. The Deputy Chief position also provides for a leadership succession capability. The three Lieutenants and one non-sworn division commander will be assigned as commanders of Patrol, Investigations, Administrative Services and Professional Standards. They will be responsible for all administrative functions within each division, including, budget, policy, planning, training, public information, personnel and complaint investigation. They will function together, along with the Chief and Deputy Chief, as a command staff and will rotate through an on-call week, during which time they will respond as needed to critical incident needs. The Lieutenant rank designation will also better acknowledge the command level work that these employees currently perform as Sergeants. As envisioned, the Lieutenants will be ciassified as exempt employees for compensation purposes. The move to division commanders is designed to provide greater accountability and clear lines of authority within our department. Our current structure divides departmental command authority into operations and support tasks. This creates an unbalanced structure, with the Operations Captain being responsible for 66 sworn personnel on anaround-the-clock basis, including 10 direct reports. The Administration Captain manages 21 non-sworn FTEs with four direct reports. Another significant benefit of the proposed plan will be the opportunity for Sergeants to focus on the direct supervision of their personnel, with less time spent on administrative tasks. This will be a significant organizational need, given the number of anticipated retirements of senior officers in the next few years, resulting in an influx of less experienced officers to replace retiring officers. If this plan is implemented we anticipate moving to geographic accountability for service delivery within the city. Patrol sergeants would be designated as "service managers" for specific areas of the city and be primary contact for citizens with concerns in their neighborhoods, regardless of time of day or day of week. l Police Department Reorganization August 13, 2004 _-Page Three _ _.. - - Crime Prevention/Volunteer Coordinator Partnerships with the community and outreach activity have been a high priority for the Eagan Police Department for many years. This proposal includes anon-sworn employee who would be hired to carry out the work currently assigned to a sworn police officer. This would enhance our crime prevention efforts in several ways. First, it would allow for the hiring of an individual with the background and skills specific to the work. Community organizing and event coordination are two areas that require specific knowledge and skills to be well accomplished. Anon-sworn crime prevention specialist would also have faz fewer hours lost to other duties and mandated police officer training than we currently experience with a sworn officer. Finally, the crime prevention specialists would serve as the coordinator for volunteer units within the police department, freeing Sergeants up for supervisory responsibilities. Imalementation/Fiscal Imaa cts In light of budget constraints in 2004 and 2005, I am recommending that the Police Department implement the proposed reorganization in a phased-in approach. Captain Jim McDonald has worked with Director of Administrative Services, Gene VanOverbeke and other personnel from the city's finance department to develop cost estimates for Phases I and II. Because compensation figures for 2006, where Phase III would be implemented, are not yet known, we did not factor cost estimates that would take into consideration cost of living adjustments. At this time, we believe it would be prudent not to base any 2006 figures on conjecture or speculation. Three program areas of the police department budget will be affected by the proposed reorganization. Because the proposal requires the reallocation of staff within the three program areas, some programs reflect increases in personal service costs while other areas realized a decrease. The staff costs for the three program areas in the current operating budget total $5,964,900. This amount serves as a baseline for expense compazisons for two of the three phases of implementation. Phase I: Upon the retirement of Captain Rick Swanson. Phase I is initiated upon the retirement of Captain Rick Swanson, in November 2004. Steps include: • Remaining captain position re-titled Deputy Chief of Police • Two existing sergeants promoted to lieutenant, one to command operations division, another to command administration division. • One police officer promoted to sergeant. • One detective sergeant position temporarily left vacant. Phase I maintain our authorized sworn strength at 69 and maintain a supervisory compliment of 13 sworn supervisors. Fiscal Impacts of Phase I: Assuming that Phase I is implemented on December 1, 2004; we estimate an increase of $1,600 to the personal service costs in the three program areas by year-end. Therefore, at yeaz-end, the budget would reflect an expenditure of $5,966,500 ($5,964,900 + $1600 = $5,966,500). This estimate is based upon an assumption that all other staff positions have been filled throughout 2004. In reality, the police department has a number of personnel who have been granted unpaid leave and we have had numerous authorized positions vacant for various lengths of time in 2004. It is anticipated that our actual staff expenses will be well below the 2004 authorization, even with implementation of phase I. Phase II: Proposed for 2005 Budget Phase II is recommended to commence at the start of 2005 and will be reflected in our 2005 budget proposal. Steps include: • Promotion of an existing sergeant to lieutenant rank. Results in two operations lieutenants (Patrol and Investigations and one administrative lieutenant. • Promotion of one officer to sergeant to backfill for promoted lieutenant. • Detective Rotator (training) position not filled for phase II. • Addition of non-sworn crime prevention specialist. (Police officer redeployed to Patrol Division). Phase II maintains our authorized sworn strength at 69 officers, increases the supervisory compliment to 14, but maintains current patrol strength by re-deployment of the sworn crime prevention officer to patrol duties. 80 - Police Department Reorganization - _ _ _ _. _ _ _ ... August 13, 2004 Page Four Fiscal Impacts of Phase II: Assuming the Eagan Police Department was unable to implement Phase II of the reorganization plan and needed to keep its current organizational structure, the overa112005 department budget would be estimated at $8,648,100. This figure is an increase of $438,000 over the 2004 budget ($8,210,100) resulting in a 5.3 % increase. If Phase II is implemented, the police department's proposed 2005 budget as recommended by the city administrator would be $8,719,700. This figure equates to a $509,600 difference from 2004 resulting in a 6.2 % increase. In essence, it costs the City of Eagan $71,600 dollars to implement Phase II ($8,719,700 - $8,648,100 = $71,600). When factoring the $71,600 to reorganize the department, it appears this figure is modest after considering one added position (Crime Prevention Specialist) along with additional police managers. However, by taking advantage of retirements where new officers are replacing senior officers at a lower pay rate and temporary redeployment of staff, cost savings are realized. Phase III: Proposed for 2006 Budget Phase III completes the departmental reorganization as proposed. Significant steps include: • Administrative Assistant Position eliminated. Current duties absorbed by existing staff: • Administrative Commander (Non-sworn) added to manage support functions. • Administrative Lieutenant shifted to Professional Standazds division. • One Police Officer promoted to Sergeant to allow filling of vacant detective sergeant position. • Two police officers added to increase sworn staff to 71. Fiscal Impacts of Phase III: . Without knowing what the anticipated cost of living adjustments maybe 2006 when Phase III could be implemented, it is difficult to speculate what the actual cost of implementation would be. However, it is anticipated the department may realize some short term savings due to anticipated retirements of senior staff. Phase III steps, with fiscal impacts will be included in our 2006 budget proposal for consideration next year. Other Issues Compensation Issues The plan designates Lieutenants as administrators who report to the Deputy Chief. They will be "on-call" in the same manner as ow Captains and Chief are currently. Because of their status, they will exempt employees, paid a salary and will not have the opportunity to collect any overtime for additional hours worked. Lieutenants will have Sergeants or support supervisors as their direct subordinates. To estimate a salary for the proposed Lieutenants, we polled surrounding police agencies and arrived at a wage figure that is consistent with comparable ranks and duties in our surrounding agencies. Although the proposed hourly wage for a Lieutenant is 9% higher than a Sergeant's, the potential exists for the Sergeants to make more money annually than Lieutenants due to available overtime, holiday pay, and accrued comp time payouts for Sergeants. The potential for wage compression between the Sergeants and Lieutenants will create a possible pay inequity within the Police Department. Increasing the Lieutenant wages would most certainly put their salary close to the Deputy Chief's. A study by the city's human resowces department may be in order, to consider the issue and alternative solutions. Work Space: Phase I changes have minimal impact on workspace needs for the police department. The Deputy Chief remains in his current office, while one of the Lieutenants will occupy the space currently used by Operations Captain, who is retiring. The second Lieutenant will occupy the office currently used by Community Action Council. This office has been made available to C.A.C. since 1995, but their use of the space has been minimal for the last two years. I have spoken with C.A.C. about our eventual need for this space. ~~ Police Department Reorganization August 13, 2004 Page Five _ _ _ Vehicles: The reorganization plan does not create a need for additional police vehicles. The vehicle currently assigned to the Operations Captain would be assigned on a weekly basis to the on-call Lieutenant. Other vehicle needs would be accommodated by the existing fleet or by personal vehicles with reimbursement per City Policy. In summary, I believe that the proposed reorganization plan will position the Eagan Police Department to continue our high level of community service into the future. The plan will improve our ability to manage major incidents, allow for better use of volunteer resources and establish greater accountability for organizational performance. I look forward to discussing the proposal with you soon to discuss the merits of the proposal and future steps. C/ Captain Rick Swanson Captain Jim McDonald 8~ O •J N .~ L 0 N~ I.J... .~...I .~ fin' ,^^ W V/ '~ ^' W U ^^O (..1.. W i:. :9 -s ~~ m V O a 0 m L V 0 m m y m W C _C Q m U T a 0 c C 41 E c ~ ~ v c ~ d 07 ~ d '' c m ~ c E o w c g m LL m w m E W m> b ro c Q o ~ LL ~ ~ ~ U ~ E c ~ ~ ~ m ~ c > m m o y ~ ~ a w' ~ ~ o E c U W E ~ m ~ o > J a Q a $ m ~ ~ = ~ ~ E v ~ ~ i U ~ Z m m r a ~ ti ~ C O ~ ~ d V ~,- O a z ~ vi U ~ C ~` O O. a. a r U N C O m c J N m a O m Q m E i ~ m io c a a ~ N C 0 0 a 83 ~ C m C m U O + N ~ r O O O O o T ~ r r O N O N ~ N r O CD a ~ ~ ~ ~ r O N O O r N ~ ~ N e-' O CO 7 U ~ 0 m d 0 c N Cf d y Q ~ c ~ m y c ~ O ~ > c ~ 3 ,~,. m n ~f0 a c m ~ m N ~ ° U m ~ m U ~ U ~ tt~ a O F~- _Li / W (l~ n~ I~.i~ N .~ L ^0^1 W +-+ ^~ W C6 W 0 U O d. \V W 0 sy c m U O ~-- N ~ r + .-- i- r.. O .f • + ~ ~ O + U C G m 0 N M ~ H O W r r O fh ~ ~ r p C ~ v a N O ~ r •-- O N O ~ r ( O O a ~ ~ N ~ O N O ~ ~ ~ ~ O 7 U ~ 0 ~- 0 0 m 3 o ~ c _ . y y Z 0 v a ~ C ~ U > H ~ U ~ c 0 > 3 a ~ c w .R m m m U ~ m m ~ d d ~ ~ O L m _ [D es U D U ~ ~ d O F - U Q~ O .+.J N .~ L... n~ W ~~ ^~ W U O W 0 nJ- ,J 85 C m 3 U r N Ch ~. N r O {. + O O O + t m U C m m 0 - m M O ~ N r W ~ r r O Cr! r ~ r t~ r. d ch m ~ r O ~ r r O M O ~ r O r ~ a N N ~ O ~ r r O N O ~ ~ -- L ~ d C N ~ ~ r ~ O r O N O ~ 7 ~ U 0 a 0 ~ m U C m C aI D. O y ~ VJ C fA Q O O ~ d w ~ ~ m U m .y.. i > ~ c ~ ~ y N! m c ~ 3 a ~ C ~ N f0 w U ~ N f6 N ~ ~ m fl ~ 7 ~ -~ + ~ . . ° U o U ~ vi a o F - U D N tD p m o 0 0 0 0 0 O O O O p O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O +~ O O pp O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 w C N OrGp OO f~ yN OOM OhMO~}000M0 r(p001 (p~1nMMethlnMr OOln OlnletW1C100tOrN ~ 41 C7 lCj CG N~ O J Q) N O In tC/ ~ ~ C7 ~ fG M ~ h M (O ~ O N lC) M ~ N (h C~) M CV ~ M ~ r 47 ~ OD fV ~- O E ~~tpM~ Q ~O Mti Rr~r^ rrr N ~rMtn ~ ~O r N 00N Mti N f ~ V ~ ~ Q ~ ~ a~ d~ oSoolo 7 N O CO CQ1 ~ ~ ~ MLL)OCNOi a~ ~v°'~~'M'~ $' ~ ~ u~ o aoooo w~ O O~ N n r O d M M r~ (~ N mg 00000 00 0 0000 0 00 0 0 0 000 mo o~ool0 00 0 00010 0 00 0 0 0 0 0 '0 N. n t'D M11 r O A O CO M t0 1n ~ In N n N ch M 4) O r I~ LO ~~MOG r £ ++ 1Cj N Mir ~ r fV N NM10 N r Q V fR ~ O ~- vi O O O O O O O O O O O O O O O O O O O C W O O O O O O O O O O O O1 O O O O O O ap 7 C MO ~ OhOr OP01 to l~dD N 07 W 117 r E w MN M y~MO r f0 ~ r ~~•- r C 10 In P V {~ FA mo 00000 a o0 0 0000 00000000 0 0 000 00 mo 00000 r o0 0 0000 00000000 0 0 000 0 'ON 01000('~0M ti ° ~ et0 M rU~tClW rl0 fp etOOMN M ~ tOrr M m N~001NM ~ G~ V 0 N ~~N~ CDMf~ WMM r ~ n(pr r M et O r 7 41 In r r r ac N N ~ r ~ ~ v ° c°o °o c°o ° °et 1OC) O ~ d N N d a E W m N 0 0 0 0 0 C O O O O O O O O O O O O O O O O O 07p O O OOIO O` O O O O OOIO O O O O O O O O O ~N tOrMhir OfO M7et1L51~ r~1f') ~ ~ CO O N O 3 to !D O (O tC u9 .~ d ap to 01 ti et aD N ~ r CV m lp M ~ ~ ~ ~ ~ dl ~ r Op O M O N r d E fA E09 d~9 C V r °7 0 0 0 0 0 0 0 O O O 0 0 0 0 0 0 O~ O O O O O O 0 0 0 0 0 0 ~ V MO ~a00. fOO. COON N O~ 10[7~c0'1 etOLLO'1_(p0 ~Ot~O ~ 001"0'1_ (ON ~ .~ ~ O 0 0 10 M N O et fO Qf 0 CV N 1f1 cO et M r (h N M et ~ O ~~ M~~~n r Mr Mt1) ~ M N N r a F ~ ~ m p 001[1 f~(O 00 000000 O O O O 00 O 0000 070 1C1 ~I A C 00 000000 O O O O 00 O O 00 ~N Q1rTCD1 GO r ~ rO ~ ~rOto O to ~ O rO M 10 (O (O fa O O~ N t~ ~ C E M M ~ Q) h~ 0) Op r r M Op r r fM n In atMr~ r~ Q et r lI') t0 f` fA b9 d9 ,~J, J d ~ ~ J W 2 H "' a 2 W m Z ~ ~ ~ g g o v ~ W °' ~a>a~n ~ ° ww ~ ~ ~G ~ a O_> ¢z wU~v~ QQ~gw ww ¢ ~a z vi a rn E E w w~ ~w w~JU' ZW~ aa~Hd U~ ~ atl~ Y W W v, ~ ~ ~ ~; ~ ¢cn Ha¢~CnJd ~W¢cna >O Z wCJ~~ z ~ ° as N~UUw zJ ¢-~wcn¢a ¢~ ~~ ~~ ¢ Uw~¢ O E- .c ° ° wgwWH w¢ g~w~wz~ aF-vi~N wW c7 ~a 2 z U a`a` c7~c~v)a zaz U C7FdU0U wzF-zas mcn ~ >UU~ a w y N ¢O¢J Z O~ O J W J¢~S S{.. S~¢ON W J> = W CA~ O J d '2 ,c~_1 .L. >. ~~~j0 W Q~O~ dZJ~fAd W Wz?aUQ~ ~ Z~~ J ~CnUQfnW a1 ZO:C o6 o~~Q'U N W d-¢ WU' ~dLLO ~~U¢ ¢ OwOW W W W J W H W~~ cn vo6 ~ tnwlnUU-' J~a ~~~UZ_J_U' ¢-C7~m-a x-rn~ZwZUZ¢S~UVCJ mN rnO W W~ W ~Ua H W'~ W W W WQ~ LL? U Z W w J 2 J V ~¢jW~22SZ¢~ZSW O~ ~~ o V ~~Sf- dYf- NUUUWQ'°tSF_ JSJ J J~H W LLUSYF¢ W W W~3 J~UJ Ln i' Z G~ ~~ W ~Z~[LaU~O W LL U. LI.LL W ~OCO~m¢ W ~O S O~~F-~JJJ~Q:J=W m a11o a1 ~¢>¢O W WUOO~ J LLLL LL WaJJ2~Og~OF- H ~ WUWO W W W W ¢ W ~JO aav~c`~ wv~OcnUaal~2~ a000~OLLUa¢~v~LLU Oaf?>aF-F-H-aUU?w~ NONOONM O ~OrN1n0 ~tO Cp N1000 Otj 000117 f0 f~TNM 00u71t7 JrrMN7sf 1010 N NNNNNMMMM NN~~~1n LL7~in COON r N N N N N N N N N N N N N ~ M M M M M M M M M Z f0 f0 (D f0 10 t0 t0 cD cO o~ (O (O c0 t0 c0 cD t0 f0 t0 t0 (D c0 1D V 0 O (O c0 fD t0 t0 fD f0 (O t0 t0 ~ ~ ~ W ¢ W a a Q r - v~ Cf Y 0 N O `p 9y ~ O O O O I O 0 0 0 0 0 0 0 0 0 0 0 0 0 O O 0 0 O O O 0 O Ip ~ O OOC°0 a00 ~ N~C 7 fOO~~nN~~' C ~ 0 0 ~~ 0 0 ~ „ EN _ J M ll7 OD N O J ~, NIfJ t0 t0Oer SON n' r . a0 NO N 01 ~lh AR I Q r n~f0 c'o ~ N~ C7 ~ C ~ 1 ~ p L V ~ ~ 0 d 9 Q ~ H d 7 O 0 0 J O ~ N a 0. a 0 r $ C'10 aDN 0) ~ ~ p 0 ~`? o ~ V~ m g 0 0 0 0 0 0 0 0 0 0 0 0l o ~O O ~~ M1 ~ O l 0 N N O ~ N t D. ' 0 O a 0. m 1 1 ro~rehi"' ° 11 ~ E ~ ' ~ N ~ N co iA N ~ Q V fA ~ ~ vi IA do mp ~ N 7 m m O 3 N m m Wo ~ N m O O O O O O O O 3 C o pp pp p ~001n~ N p 0110 c E o W ~ in ~ n of o cR rn V 0 oooo 00000 0 Coo 000 00 000 00 0 0 00 ~ o~oooc+~ n p ~n gvao nm ~ NaD ~OOO~Nf7 ~ 4 Z (ONe= N a0~ C7 ~ O ~ 7 ti m N N to G9 V C N ~ N T ~ d r d a E W O O O O O O O O OI O C O O> O O O O O O O O O O O O O O O t0 M t~ ~ d t0 f? Q) ~ OD O M t~7 fOOM ~fOD O Ola ~ >- M~ N ~ ao r1 v co ~ E ~ ~ ~~ U ~ ~p 0 0 0 0 0 0 0 0 0 O O O C O O' ° NO ~ N ° ~ ~ X00 O ~ C ] p ~ c` )f O V ~O~fVO~<n~ NtON O ~ ` ` Mtn Q! ~ - . t0 F a n ~ 1p tO ° ° ° ° ° ° 0 r ~ i J o o o o o 0 01 Q1 aD 00 ~ ~ C <O t17 01 (O N N N C7 tD ~ N n r ° O C £ r f0 ni N M (O N ~ 1~ V M ~ ~ a co n d9 vi H N OI t w U V N L ~ZOw Cn d aj1 7 m ~o_ v°1~'Zp1a° aat~iU C m Z (Y O Q O~ ~ w = a m~ ~ ~w~CCZ v a! O Qwa =Zg~pw OF A mm1 ~~~ ~d~aQO ~oa O O E- ~ W Z~ Y~~ Q~ Z W a`a woov~¢U~~gcg~~U g_Z~uJZmmrrF ~w> a_I-¢Ow_ ~wcnav~ ~~~ZZwZOa~~a~ ~w~zg~~ZZw?~z~ J~=ULLQ~~ZUZZO Q~U Zt~l-ww~~ _ viOU~~UU~t=-o~~~~~ ccon111conaprnoooDrn N C'1 to in}nnnn00NM c~0 ~ ~ O ~ ~ ~ ~ ~ f 00 c ~D t~0 O OI OI 00 O m u9 °o OI of o0 co co ~ ~ ~ ~ of OI o0 O O OI OI O ~ ~ ~ c7 MI °o°o°o °o O~ ~ N ~ C7 O V' ~ N N OI N~ T O O ~ z w 0. C7 w Z Z co c=n~0 ~ Zak ~ LL W n ~ ~W~ }u.=~ a goo O~o J f00 f00 a a v N S'~ 2005 Proposed Operating Budget Fire FIRE 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; preparation 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 personnel for the Fire Department is broken down into the following chart: Proposed Personnel 2002 2003 2004 2005 Secretary 1 1 1 1 Clerical Technician 1 1 1 1 Dispatcher (NEV~* 0 0 0 1 2 2 2 3 Volunteers: Fire Chief 1 1 1 1 District Chiefs 2 2 2 2 Firefighters 147 147 147 147 150 150 150 150 (NEVI*--One new dispatcher is proposed in 2005 (see next page for proposed position responsibilities) ss 2005 Proposed Budget Summary-Fire 2004 Fire Budget: $ 1,190,300 2005 Fire Budget (proposed): 1,260,700 $ 70,400 (5.9% increase) The Fire department budget shows an increase of 5.9% due in large part to the proposed addition of a full-time dispatcher. As a point of information, the Fire Department has had along-standing committee of the whole investigating the need for afull-time Fire Chief. The committee's findings are expected to be completed by the end of the year (2004). Since the findings are not complete at this time, the full-time Fire Chief proposal is not included in the 2005 operating budget request. Rather, it is suggested that the City Council wait to view the findings and justifications of the committee before considering the hiring of a full-time Chief. At the time the findings are complete, the City Council may wish to consider the hiring of the full-time Chief in 2006, with preliminary recruiting taking place in late 2005. The Fire Department has also proposed that a card access security system be installed at the fire stations at a cost of $28,500. The security system is proposed to be considered as part of the C1P Part II process, and therefore is not included in the General Fund budget proposal. The following are proposed additions to the 2005 Fire department budget: 1. Addition of $53,000 to hire and train one full-time dispatcher in order to remove dispatch services from the fire stations. Impact-The proposed addition of $53,000 will fund one full-time dispatchers to be housed out of the Police Dispatch Operation. By having one full-time dispatcher, fire fighters would no longer need to operate dispatch services out of the fire stations, which would mean that the fire department would free up a much needed resource during critical times of the day, particularly when manpower is slim. Currently, some fire trucks are not being fully staffed during call outs because one fire fighter must stay behind to operate the dispatch operations. It was initially proposed that two full-time dispatchers be hired to take on the duties of Fire dispatch; however, in consulting with the Police and Fire Chiefs, there was agreement that the fire dispatch operation could be addressed with the addition of one dispatcher. It was suggested that if the additional dispatcher is approved, then the departments would have the opportunity in 2005 to evaluate the change in dispatching operations. Since the dispatching operations are a function of the Police department, it is suggested that the proposed full-time dispatcher be budgeted in the Police Department budget in future years. 2. Addition of $19,100 for the replacement of fifteen sets of NFPA approved bunker gear. Impact-The Fire department has maintained afive-year replacement plan for NFPA approved bunker gear. In keeping with the replacement schedule, it is proposed that fifteen sets of bunker gear be purchased in 2005. 8q Ip ln° ' ~In 1nM ON SfDN ' tO W 0~7"i OC'71~N~ ' ' N°mN f ~OR tl! Q NNNO t001~N f0 V ffVV l~ W D O N V ~NN~t~ W N tDh N~ [O O~ ~ fV H 1_ .- M A S O r w a n ti ~ o o r d N ~ ~ M N ~ A ~` ~' N N ~ ~ ~ ~ ~ C O O O Op O ~' ' O O S c7 , m N V ry M W N O ~ M ~ ~ E c 0 0 ~ ~ r E~ o v mac °o°o°OO°oo\i ` ° „ ~ y N ~ ~ N 1~ ~y ~ OI u 5 oo 8S cq M C~ 7 N ti ~ N O N ~ ~ ~ O m Ctll ~ . N d Q ~ ~i tss ~ m g g ~ g g ~ ~~ ~ a' A ' A y ~ ~ L ro M ~ N M °' s W ~+ d w s+ pOp O p Op O O IA M 01 ~ ~ Q p p pO O O o O O O ' ' O O ' ~ O i' d 9 0 O~ OD N tD C 9 C O I V !7 W fN fV (O N ~mN a O N r tt ~m~ ~~ ~ c A O o0 0 0o g ' a00 (~Ny a00~ cOV ~ N , , N A N p a ~ ~ ~ N M Q W GI 0 0 0 0 N~ O M C C ppp S O~ 0 0 ~ A a ~ O ~ ~ ~ ao m N ~ r N O LL ' a fR ~ C1 Y O 00 ~ gj ~ ~ ~ ~ ~ ~ y ' T d N t9 ~ S ` 1~ lf) ~ ~ ~ p 8 8 ~ O ~ R q h 0~ M C 1[7 ' l7 N y ~ 00 ^ T~~ O1 N C N V F... Q N ~ N ~ ~ F W «ss ~ Q 5~ ° 7 aS ~ m c E ~ IL Q a o_ i i ~ fV 7 I'- m 0 N N ~ ~ ~ ` C ?1n 1~ ~ 1n In t h ' ' ~ N O fD N OO f7 ' V ' ' t0 W t0 ' O a~D ~ C07 01 ~ N C E ( y ~ p ~ N M O W N M n ~ r O (~ Q N iA N ~~$ ~ ~ 0 0 N ~' } ~ N ~ J W Z Z FN- K h K ~ d to ~ (? Q d N~ E ~ d ~ vi0 zv ~ w ~ Jg a~a~~>a w w a ~~ tll ~ a O W g O ~~ W w ~w ~ W y w Z y a O W~~ Q ~ Z D W d d w- as w ~ n y ~w N ~ ~ V ~ O m w~q o~H O WZ a ~ N ~~wW~wNZZjQLL~N w~n N~ 6 ~ ~. ~ Cd uc C7 LLO c~SW~a ~nz ~ a v> c7~FaUU7-Ov>zwz~ ~z N~'~ ~ ~ ~ aiv. ~~~ ~ mR Z a Paz w~ fw 3W'i~o a~ ~Orc wWwa ao° y w~waw w~~aaa ~~ JaaO~ Ffn a~~~~ V a ~ = _ m qqr ~ N ar0 oae w ~ W W,6 ~ay~ LL~ c.>a v i v i Z J W Z-- W S- S y~ a_arnwo~wc~aLL-~~~w~aJww a a~ u~ C dN-- a~ °O d a jW~W~O ~Q ~~ ~ F-w w waiaaioz?~~c30vaifWOC9Hmz~aQw ? ? W FLL w F'" ~ U~~ E 8~ Ny O `:o d O ~ C.t'aF- ~' Jw K-- F-z~~? ~- Y~ QQ v LL ~~~ w~g ~ aZ zO ~ aw ~ J W W W a ~¢oGU-=U-JJ-~ J N=F ~pma ¢~~ a~~LL~aw ~ ~~ ~ap Q/ 7 ~•+ lC d N 0 V i iw Lawv [ J >OQw U~OLLNO ~ ~o Z m ij Z ~LLLLLL~ W dJ W OJOW O~> W ]O~SaO W ' a fn O> N d LL LL 2 J ~ f d U a ~ ~ N f O O O O R O I L ~ y li LL U fq V) U y O° ~ R'i c~'~ v~ v~ n 1~ 1 A 10A p p l o p (N ~ f ry fV ( V V N~ ~ ~ ~ ~ N N N N N N N N N N N N N N ~ ~O ~O <O ~D tO lO ~O ~O tO lO fO f V N N ~~m~~~rD ~O tD (DOfD t0 f0 f0 f0 (O <O f0 ~O 10 tpm a (~ O a F E O C r OO~In ' nO!$O. ' ' N~SOLO ' 81[1wYN ON ' 1OCS~v° ' $ ' $S~ W IA Of O~ONM V S O MN ~ ~N N V t0~t~fC~ 10Oa0 N N Oi Oi M W Oi r .- (7 fV N p ~ 1 10 ~Lf O N d M ~ = N ~ W O N $ ~ ' O N ~- a O N r O O S r ~ ~ ~ m N V A •'y~ oEc Q ~ ~i i N E ~ ~~ ~ Sr A ~ i0 ~~4 ~~E ui a c q b ~ d °o N N 6 y=+ ~ j V Q W ~ ~ ~ S °o ~ N C C ~ 7 =' m A O S O ~ O = N ~ p N n 6 O ~ 7 ~ Q W o S 8 N ~ > ~ ~ a °1 ~ ~ N °o N N K S ~ ' o N C r M H w N O ~ ~ LL 6 N oa° o~ ~ ~~° ' ~~ °~ e ~ O~ N ~O ~ ~fV .-~ f0~ " ° °~ $~ ~~ ~ tO Oa MN V O ~ N ' ' ' 0 g fV ' $~ ~'o ~ o ' l0 1(1 N ~ ~ ' S8S o a~ 8 ~O ' N N M ' O O M w (V M ~i 000 0 aOD~ ~ n ' N I r ~ m W ~ N O S 8 n W ~~, v ~~ ' o~~ ~ Z > = C7 W Z OmQttgO]ppOpgq~Qg W rnw ~ Z W~ UZ~ ~ O J~~W a J ~ {yx~U Z a. ~ C ~~ K W Z~ W C7 W O m ¢~~ H~ S W m Z F W O~ w ~ r a c w>i U JaU z v>F=p a¢QZW x<n~Opy CVO mC7 Z, 4 V 2H > 4'f7Oa'fnyY wUZ U~wwwN V W wF JV! Z~ep w~ ~ y ~ t m>aC? a wOawF-x z JQ ~a~ ma~aw a~ ~ E~ uc ~mUCwi ~cwi ~z~LLC=ip aa? wwWZazrn¢~gygv~WQ~v ~=wwJa O awe w r vi O C7 c7 ~ ~ 'm E E =a»y~> NinpUV~ ~~z rna~Fw~Ow?m~W~w~pw~ u.rna a E c~z~~~~z v~v~ arn~uc~~ a a ~ ~~a U ~sz_ ova ~OwwOFw ww-aw w zaw~O~S~wUZZwZNaz x~zy w~~~C~ ~~ Qo WNwv~~WU~wooo~o~x~w zV WOarx-~3wwaZVio~U~z~l >~~LLwW O wE as cn ~ C9O zN¢g~= a ww x~z w a0 J z ~ O g; ~wU__~CzQaa~xaO~~~~~r~J_JOO~WW 0¢NaOZw~F- Fw~~~ ~ NN pOpp~UyyJJ W U' ~xO~fJ>>pZpW~m~pO~~ZC~c~~H_W W=~~~ZO ~ ~~IU-i2 m OF d a~~?a~alw-Iw-wa~ac~cwi¢c~'?WZ~mmLLOU~OUO~~pJO~~3~ O»LLFO o ~O (p p ~p m a 0 0~ („~ O ao W NNN~n~ 1tO0~1t0+~1~10 1t0+~1~M MOONONN Onn~~n~p W ~ ~~MO) ~ ~~p ~~pp ~~Opp ~Op ~oOpp W 1MO ~ ~tMO~~O ~O t0 (D f010~fp tO tD ~~t~ ~~ t~~ ~ ~ t~~~~0 ~lD ~O tD~ f~0 Q tO f0 ~0 ~0 tD tll ' \ ~ V 2005 Proposed Operating Budget Public Works-Engineering 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 operations 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 personnel for the Engineering division is as follows: Personnel 2002 2003 2004 Proposed 2005 Director of Public Works 1 1 1 1 PW Coordinator/Administrative Assistant 1 1 1 1 City Engineer 1 1 1 1 Assistant City Engineer 1 1 1 1 Superintendent of Streets/Equipment 1 1 1 1 Superintendent of Utilities 1 1 1 1 Construction Manager 1 1 1 1 Engineering Technicians 5 5 5 5 Secretary 1 1 1 1 Clerical Technician 1 1 1 1 14 14 14 14 qa 2005 Proposed Budget Summary-Public Works /Engineering 2004 Engineering Budget: $1,282,200 2005 Engineering Budget (proposed): 1,314,900 $ 32,700 (2.6% increase) The Engineering budget shows an increase of 2.6% due largely to inflationary costs, including a 3% wage increase and a 15% increase to health insurance. The following is a proposed addition to the 2005 Engineering budget: 1. Increase of $4,400 for Computer software to complete the required upgrade for the next version of Autocad design software. Im act-The Autocad design software is integral software utilized by the City's Engineering Technicians. q3 0 N r E c v Itl _ N N n ~, d ~ ~ E `n E o ~ N~ O ~ II ~ ~ ~ 11 O N E II N •E ~ ~ ii Q ~ ii ii N N II O ~ 3 II N ~ Q' II ~ II II ~ II O ~ II N ~ II m II II 11 o ~ j~ N V II Q II J ~ O ~ j N U Q ! F rn W ~~~ ~ m I uW. m a~i I m U N ~ ~ ~ g 'a i .C I U ~ y I y I ~ ~ a o ~ O U O ~ COO_ COO. COO. ~ ~ r ~ ~ ~ O) °o °o °o °o °o °0 0 CO ~ O ~! CO CO tO ~ ~ r ~ ~ ~ O O O O O O O O O h O e} Cn ~t N ~ O r ~ ~ O O ~ O O °o O O M ~ ~ M ' ~ N ~ ~ OOi ~ ~ CO ~ COO CEO r N f~ ~ ~ ~ ~ ~ M 0 COO ~ ~ ~ CEO Cep ~ N CO ao Z Z ~ ~ ~ ~ W ~ Z 0 ~ N ~ ~ Q ~ ~ ~ Q ~ w W ~ W U ? W ~ O Z U U J a N ~ W g cn W ~ ~ W O U W g ~ W ~ ~ W O O O ~ a Z = J Q ~ LL ~ J ~ J m v¢i o ~ W Y O ~ ~ r M M ~ ~ C~Cf CNp I!! 1~ ~y M ~ ~ ~ ' N ~ O N ° ° ° ° o o o o o ~ ' M N ti 07 ~ CO N r O O O O O O ' M O M CO O N N r ti O ti M O e e~~ i Q C O cO O ~ ' ~ N CO r- 0 ~ ~ M M ~ N C 0 M CO O M CO O O Ch r ~ N .: ` H J W a ~ Z j ~ W a cn c 7 w Q W Q' W Q Q > w ~ a O ~ c i~ w ~ ~ ~ w a ~ a W a ~ O Z ~ ~ Z W W W ~ _ J U ~ O m W o . O ~ O U ~ O C[~ O ~ ~- C Q N N N N N so ~ ~ ~ ~ M O a O/ CC1 a 0 N .J E C E v m 1 N J. Z• ~ ~ 0 o E N (n II ~~ ~~ O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O C II ~ ~ r ~ r O ' lt7 M ~ N M N eY M fh N N N 00 N ~~ H ~ II r et f0 O N ~[) r M r 1~ N E E ii Q ~ ii ii c 11 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N U! II lt7 r ~ r O ' lt7 r M N W ~! M N N N ~ E~ ~~ r er CO O 47 r ~ N M Of r h ~ T N N ~ <Y !I ~ II II 11 O O O O O O O O O O O O O O O O O O O O O O O O O O O O ~ II ~ O~ O r O ~ lA r O ' M O ~ 1C) O M r CM CV ~ l() r In cM ll) ~ r In II N ~ II m II II II II tb j ~ ^ sr~ M O ^ ' ^ N N N ~ '~! r M ~ r ~ O ~ M N 0~ OOi r ~ J M Q II ~ N op ~ i O O r In N t1 M fp r r r N U II Q ii u ~~ r 1(') CD lA r 00 ~ M M M r ~ M N N O M ~ O 0 O r O M CO J II M ~ ' ~ f 0 N Q jj M N 00 v c0 r ~A C7 l^7 N fV O) O ~ „ N r Q ii II II 11 II II t7 ~ J ~ 0 m a' ii ~ ~ Z U Z ~ m Z F of II W ~ j Z ~ ' ~ Z ~ ~ Ue ~ m Q II C7 ¢ H ~ ~ w U z W m m o Q a Q O x IWi ~ a ii W w o ~ w ~ o Z > m ~ Z Q ~ w N ,. m ,I ~ Q Q ¢ w ~ °~ " ~ z ~ ~ ~ ai a p a z w Z a U N °~ ~ c ii O ~ Q O a Q ~? ~ ~ ? a ~ w a ii 3 a U ~ aw Oz Z ~ ¢ w F a w _ > > Z ~~ ii ~ d ~ ~ w vN, w ~ N z ¢ g J z w w ~ ~ D D ~ = a J J a ~ J a LWL Z ~ W fn ~ J ~ ~ ~ J m J IWL a~ ii °' ~~ ¢ ~ w ~ O ~ O a C9 z to O C7 Q a w a Q J w z w m O z U O U ii N m '~ U m a w a a a U U C~ ? ~ rn M M ti ~ ~ a~a ~ ~ ~ ~ M N M ti M ~ M N aa N aa ti N t0 N t0 N tC M t0 M tD 1 i i0 M iD M tD tD tD t0 tD t0 t0 M O N d N a QS v 0 0 N r E C v 16 _ N N a Z• a~ ~ ~ E o E N~ II O ~ II ~ ~ ~ II O N E ii N •E ~ ~ ii Q ~ ii ii N N II ~A E ~ II I N ~ ~' II ~ 11 II ~ II N ~ II m II II J M Q ~~ O ~ II N U ii Q ii u ii O ~ jj N U ii Q ii I ~ ' ~ N N O W ' ~ ' r r O r M ~ ° ° ° ° ° ~ o o o o o o ~ ' ~ N N O ~ ' ~ ' ~ ~ M ~ O O O O O O M ' tt c0 N O c0 ' ' ' fV ~ ~ ~ ~ ~ O ~ N ~ o p N ~ CO 00 N ' O CO N ' ~ .- ~ N ~ N ^ r p 0 n O 0, ~ ~ I I ~ 0 ~ O ~ ii ii z ii ~ U W X U' W~ m II Z W ~ Q r H W p ~ II ii Z W Z ~ ~ ~ Q U i IL m a O w ~ n . o~ U N ~ ii i Y G Z U U m ~ ~ U W O ~ c o n 3 ~ O O ~ w " W U ~~ II II J ~ °i~ ~ Z Q W fA ~ ~ Z ~ 0 ~ n m m ii ~ a J Q ~ w w O W Z O V II N 0 J ~ F' ~ ~ U J ~ Q ti ~ ti ~ -°. ~ a°o ~ aro ~ m m F- ~ a a ~ _ U ~ C7 ~ ~~ W Z a Z ~„ Z W U Q N a ~ = W ~ ~ t i H W J ~ 2 ~ m O ~ O ~ ~ ~ ~ co so ro O ~ I ~ O II ~ ~ II ii ii u °o °o ii ~ ~ II ~ M II ~ II II O II O II ~ N II N II ~ II II II I ~ ~ I ~ ~ II ~_ •= ii ii u O N ~ ~ ~ I ii ii H z w ~' a W O O z } ~ g Z ~ ~ O Q W F, J a U ~ I I t0 CV M w O r N O a 9~e 2005 Proposed Operating Budget Public Works-Streets/Highways PUBLIC WORKS--STREETS/HIGHWAYS Service Delivery Summary: The Streets/Highways Division is broken into five (5) basic areas of responsibility that provide for 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 personnel for the Streets/Highways Department is broken down as follows: Personnel 2002 2003 2004 Proposed 2005 Supervisor 1 1 1 1 Technician/Inspector 1 1 1 1 Maintenance Workers 10 10 10 10 12 12 12 12 q~ 2005 Proposed Budget Summary-Public Works /Streets and Highways 2004 Streets and Highways Budget: $1,410,400 2005 Streets and Highways Budget (proposed): 1,452,800 $ 42,400 (3.0% increase) The Streets and Highways budget shows an increase of 3.0% due largely to inflationary costs, including a 3% wage increase and a 15% increase to health insurance. The following are proposed additions and reductions to the 2005 Streets and Highways budget: 1. Purchase of Spray Injection Patch Machine at the cost of $6,300. Impact-The City has been renting and evaluating the spray injection patch machine through a rental program during 2003 and 2004. The machinery is proving to be a very effective piece of equipment, as it replaces an 8-person crew with a 2-person crew, plus expanded applications over current procedures. The machinery, if purchased in 2005 would cost the City $18,200; however, the vendor has agreed to apply the 2003 and 2004 rental payments ($11,900) towards the purchase price, resulting in a net cost to the City of $6,300. 2. An increase of $20,700 due to the anticipated increase in fuel prices. Imkact-An increase of $20,700 is related to the instability of fuel prices. For budgetary purposes, fuel prices are being raised from the budgeted $1.30/gallon to $1.80/gallon for all City vehicles. 3. An increase of $2,500 to implement a salt only experimental program in a portion of the City. Impact-The proposed $2,500 increase is to begin a salt only application experimental program for 1/3 of the City streets to reduce the clean up costs and environmental impacts associated with winter sanding. More and more cities are looking at salt only programs. The cities of Lakeville and Plymouth are both using all salt and no sand. 4. A decrease of $12,500 in snow and ice removal based on historic averages. Impact-The proposed reduction of $12,500 in snow and ice removal is the result of reducing the estimate for the projected snowfall accumulation and related callouts for the City's contractual plow routes and winter trail maintenance programs based on historical averages. 5. A decrease of $10,400 in Other Contractual Services due to the transfer of the Pavement Condition Index (PCI) rating and data entry functions to the Major Street Fund. Impact-Street improvement costs, including sealcoating functions, are all paid out of the Major Street Fund. Since the PCI functions are used to determine street improvement needs, it is proposed that the PCI rating and data entry functions also be paid out of the Major Street Fund. R8 0 N .J E d c m V N n Z, d ~ ~ E o E N to 11 `p 11 O O O O O O O O O O O O O O O O O O O O O O O O C II ~ h N N h ~ GO ~ ' ~ M cp sf G y ~ jj ONi N ~ ~ 'OV OOi ~ ~ OD f0 r- M N -C E 11 O Q ~ II II O O O O O O O O O O O O C II N II O ~ O !~ O N O N O h O ~ O GO O ~ ~ O ~O ~ Ost O ~ = II pNj N r ~ OV pOj COrJ ~ tD r M N p N II ~ CO - ~ 0 II II 11 O ~ O ~ O O O O ppO O ~ O O O O ' O M O COO ppO (p O f00 W O i O a D _ e~ O C9 II ~ N ~ ~ ~ O N O !~ ~ co N ~ II O p p N O ~ II m II II M ~ II M Q II ~ N ~ N ~ N ~ N ~ ~ c D ' 00 ~ N ~ M O F- II c~O N O M ~ COO ~ N CD ~ .- c N () II O ~ Q II II 00 h ~ ~ 00 O ~ Of ~ W O N t0 (O J II N II ~ N (OD_ f~D_ O M t? tMD_ ~ M N M N h ~ t~ II ~ M r 00 ~ r IA ~ ~ C7 p~ ~ N ~ O ~ CV ~ N V II Q II I II II II ~ W ~ ii ~ ~ ~ a z ~ a ~0 00 i a ~ ~ O z w ~ ~ u ~ C II ~ ~ w _ ~ J ~ W O m E ii ~ w ~ w p vi ~ g w Q Q o ~ ii = ¢ g Q H U ~ w U w ~ a ~ ~ z O v N ~ ° ii z ~ ~ ~ z ~ z a > w ¢ c n o .°- ~~ Q o w o o ~ O w a ~ ~ cVn w o u N z ~ Q ~ = ~ v J a w O w a_ II W Cn W ~ O Z ~ ~ Q N Z z ~ O ~i a>' u II w F w ~ ~ w ~ O U = J ~ m w Y ~ W U ~ ~ ~ Q U d~ O ii y ¢ a. > Q U g W ai O In w LL W w a w F- ~ N cn O ~ w a ~ u x I i ~ o ~ a u . O ~ O ~ v ~ r M 'N? ~ ~ 1Nf7' ~ IBC! O ~ N N N N N r t0 r tD r t0 r t0 r tD r iD ~ t0 r t0 r tD N t0 t0 tD fD <D qa 0 N O E a~i C ~~ a Z. a~ ~ ~ ~ °o ~ N fn O N •+ 'D ~I p C ~ II N ~ 11 Q Q' II yy II 0 ~ 7 ~I N ~ ~ II ~ 11 II II O ~ II II 0] II II J II (h Q II p ~ II N () 11 Q 11 II J jj N Q II N U II Q II Z ~ Q W v ~ i i Q W O m IL m a~i ~ ~_ ° V N ~ °~ ~ 0 ~. I •~ i D N ~ I O O O O O O ' ~M• M ' ' ' !~ ~ O ' IA ~ O GOO r r ~ ~ p~j i i ~ ~ ~ O ' IM O 000 ~ r ~ p0 ~ ~ ~ ~ M ~ O ' (O M ~ n ~ ~ ~ M ~ ti W ~ chi ~~~•• ~ GO cN~ ~ ~ O M In CO ~ ' ~ ~ ~ In r f` ~ C7 ~ ch ~ aD N r w W J W J d a ' ~ ~ a ~ F- ~ ~ w_ w -' ~ w Q w ~ O ~ na. ~ > a = z ~ a ~ a ~ ~ ~ a ~' z ~ = w ~ o ~ z Q a ~ Q ~ = Q a vi y a ~ N v ~ Q F ~ Z O ~ 4 ~ Q Z w a O m V O a ~ w ~ w W ~ w ~ Z Z U ~ oty ~ ~ a w .~ ~ _ N Q °~ J ~ ~ Z ~ O Z ~ N ~ ~ ~ U ~ ~ ~ ~ ~ OU ~ ~ ~ eNp ~ ~ tN0 ~ tN0 ~ O S O ~ l['1 C7 M S O O O ~ N ' ~ 00 ~ M M O O O N ' ~ GO ~ ~ N N N ~ I O) O N ~ ~ O ~ 0 ( 0 tD IA ~ st O c7 ~ CV 0 a d w vi w J a d w U ~ z w ~ ~ z m ~ z as uw- = z U J Z W I- w W ~ a c~ ~ g ~ J ~ a U ~ ~ ~ ~ co ~ ~ eMo 0 N E a~i c N '~ N a Z. a~ ~ ~ E o E N tq ~ y II It7 ~ O O O N ~7 ~ ' N ~ ' W O O lA ~ N II N c+i N O '7 N aD ~ ~ M a00 o ~ E i ~ N N ~ ~ II a ~ II II O ~ O ~ O O O O pO O N O ~ O M ' O N O ~ ' O 001 pO O O O ~ E y ~~ NN O N '7 O ~ Q II N M N a0 ~t a0 ~ 10 c ~ N ~ d II N ~ ~ II II 11 ~ O O O pp O O O O O O O O O O O O O O O O O O ' O O II W ~ 1C1 O O O N ~ M ' 1C1 ~ ' O ti fV ~ M ~ N Cp M N f~ ~ O ~ _O ~ II ~ M m 11 II ~~ O M r CO M CO M 1A M O O O •' p -- II ~ N N ~ ~ N ~ N N N () II a II II II O ~ O 0 ~ O 0 ~ O ^ a II N O n ~ a D N C D ~ ~ ' M ~ a 0 O ~ O i O ~ ' 0 cf0' ~ (D 01 M c'N') tO1D N ~ uN'1 1 11 U II N a II s W ~ a W D m LL ~ O m d E o ~ I U N ~ ~ I o :a ~ y I N I o m ~ .a I O J ~ a Z g ~ cn N w U d wU' ~ ~ > ~ ~ Q a W O w m z ~ w t ~ _ 3 w ~ a U z ~ ~ z° ~ ~ U U ~ ~ o S~ a~ ~_ a a a W ~ Z D W CD W Z Y ~ ~ ~ >O ~ Z a g a `~` O U U~~ O cn 7d a Q Q w z m~ W~~ c~ w v ~ a ~ w z U > w v d w~ z w Q o~ p v Q zd w w z w ~ z ~ g z z w U ,~ O z w cn a' Q w ~ w J O a cn Q' v ~ Q' rn N O ~ ¢ O p > > U F=- z ~ ~ Q H N Z ~ (A ~ U J F- D J O fn (A fA ~ O ~ w a1 h co I. oD o+ °oo~ IA ~ u'1 ~o o>' ~ ~ ~ ~ ~ ~ ~ ~ r3 ~ so ~ ~ ~ O M CO O M t0 co CO 1 (D H Z W a w W 2 O 0 Ipt 0 N II O C II O N I c+~ o0 M I 0 N E ~ ~ II N C E II ~ II r II ~ ~ 11 II Q' II II O ~ II ~ II ~ ~ E cc N N ~ N II ~ II ~ II ~ 11 0 11 II II ~ ~ 11 O O Q II N ~ II II ~ II m II II II II II ~ ~ ~Q 11 I ~ Q II ": I it ~ ~ it N U ii ~ ii Q u u u u J II ~ ~ II ~ ~ I ~ N II O F- I N V 11 II Q II II ~ II II W H II II ~ a W ii ~ ?t E c (9 N ~. Z' N ~ ~ E N ~ ~ W 'O II } } ? Q aim ii 3 ~ C=7 O m °~ E ii ~ _ o~ ii _ = o Z ~ U n ~ 0 o ii ~ ;; Z~ Z ~- ~ a ~ ~ ~ ~~ ~ ~ V ~ II ~ Q ~ II N !- 1- J ~ y 0 II Q 0 N U ~ ~~ 2005 Proposed Operating Budget Public Works-Central Services Maintenance PUBLIC WORKS-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 personnel for the Central Services Maintenance division is broken down as follows: Proposed Personnel 2002 2003 2004 2005 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 1.5 6.5 6.5 6.5 5.5 *It is proposed that one of the full-time clerical technician positions be transferred to the Utility Enterprise budget to perform the clerical/reception/administrative duties for the Utility Division operations being relocated to the office at the expanded North Water Treatment Plant. The position that is proposed to be transferred is currently vacant. l03 2005 Proposed Budget Summary-Public Works /Central Services 2004 Central Services Budget: $492,000 2005 Central Services Budget (proposed): 458,500 $ -33,500 (6.8% decrease) The Central Services budget shows a decrease of 6.8% due in large part to the transfer of one full-time clerical technician from the Central Services budget to the Utility Enterprise budget. The following are proposed additions and reductions to the 2005 Central Services budget: 1. A decrease of $45,100 by transferring one full-time clerical technician from the Central Services budget to the Utility Enterprise budget. Impact In order to attend to the clerical needs at the new North Water Treatment Facility, it is proposed that one full-time clerical technician be moved from the Central Maintenance Facility to the Water Treatment Facility, and therefore be budgeted under the Utilities Enterprise budget. The position will be responsible for responding to the public at the front desk, issuing meters, "One Call for Service" requests, telephone coverage, etc. The position that is proposed to be transferred is currently vacant. 2. A $13,800 allocation is proposed from the Renewal and Replacement Fund to overlay the north parking entrance area to the North Water Treatment Facility. Im act-The funding to overlay the north parking entrance to the North Water Treatment Facility is proposed to be taken from the Renewal and Replacement Fund. The north parking lot is proposed to be overlaid at the same time that the Treatment Facility lot is overlaid. 3. An addition of $3,100 to fund the bi-annual Community Services Open House. Impact-The Community Services Open House was last held in 2003, and is therefore proposed to take place again in 2005. The event is an opportunity for the City to showcase the services it offers and educate residents about City services. ~~ l v 0 0 N .70 E U m ~ N ti a ~. d ~ O ~ N fn N W C7 ~ C9 ~ Q ~ m liJ ~ c O ° coo o n, U N v ~~ jj O O O O O O O O O O O O~ II p O 11Y O I~ O .- O 01 O O O O O ~ O ~ O ~ O to O M C 11 r l[j M ~ M tp •- f~ 00 ~ y~ II ~~ OD N r r N M .~ OD M N ~ E II Q ~ II n C II m O O ~ O ~ O ~ O O ~ O O ~ O O ~ O y II ~ O ~ ~ M C O Q II ~ O ~ M ~ tp .- M N tp M ~ ~ h OD OD N a ~ II N M ~ ~ 11 u ~ 11 11 O O O O O O O O O O O O O O O O O O O O O O C ~ II p ~t ~O M 1~ ~ M ' 1~ a C) N 7 11 c00 r ~ N ~ ~ m II II II II O O 1~ h `A ~i CO CO O ~ M ~ ~ ~ tG O O CO O 00 t~ O ~ O N h 1~ Q ~ M ~ M OO CO .- tp ~ to ~ ~ N O ~ ~ 11 N V 11 cD N ~ fV r ~[! r O N Oi N ~ cD oD ~ 1~ Q II II II J II Q II O ~ ~ p~ O O CC Op 0 et o O I~ I~ t0 0 O Op c0 tT .- r M cC N ~- to O OD O ~ ~ O) ' ~ II p~ ~ ~ N N t t 0 ~ a - O) D M i ~ II N O ~ ~ c ~ ~ N . M t Cp Q Q p II II N M II II ~ ~ a' ~ g o ~~ W ~ Z Z I' V > ~ ~ g ~ O W W U H Z W U ~ J o ~~ ~ Q ~ ~ Q 3 ~ Q Z z W a > w W ~ a d II V1 ~ W p W Z ~ ~ 0 W J ~ ~ ~~ ii ~ Q ~ Q ~ ~ ~ }}' U ~ a W ~ ~ ~ w ~ O J Z w ii 11 Z W ~ ~ = J m w ~ W U W O O U ii ~ ~ > ~ > ~ v ~ LL ~ ~ o w ~ w a ~, Q Q w u = ~ o ~ o ~ o ~, cn o cn o a w a O N O " ~- N ' ~ ~ N ~{ ~ 1!f [f r O If'1 O - N r r r ~ t 7 r M r ef r ~- 1n r If1 r r , r r N r N N tC cD f0 tD tp tD tC t0 tD tp t0 t0 10 '~~ 0 0 N r U N c E N 7 N N n ~, d O lA E O p N Cn a~ F ~ W O m m ~ In ~ o m 0 11 N N D ~~ II m O O O O O O O O O O O O O II C 11 ' O O O O O O O CD O O O ~ O 1A O CD O ~ ' O CO O O ' O O ~ ~ ~ ~~ ~ ~ N ~ st 1~ r N c''! ~ c0 c°~1 ~ E ii n Q ~ ii n ~ n ~ II ~ o o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O + u E 7 II ~ o 0 o co o v ~ co ~ ao o o O ~ CS ~~ ~ ~ N ~ ~' ~ ~ a0 N Ch ~ CD ~ N ~ O II n F II W O o O O pO S O O o O O 11 O O N N N OD N aD ~ .- O r~ p Q II ~' `- ~ ~ O N CI ~ N ~ 11 m ~~ 11 J II Q II N tD 001 ~ O~C1 M ~ 00i f~ h COD O ~ O N O O N .- M ' M h 00 ~ .- O O F" 11 N r ~ h N O ~ N Q II II II J II Q II ti M a- CO tD CD O ~ O N O tG1 O N ' ~ N O O O O O ~ t` O es II ~ O1 r- M ~ ~ ~ ' CD O) O) O N O F - O p r' N r O O e- Co M r <D r N Q i' II II II II II ii W - O O ii a w ¢ a m w w = U m m t= _ ~ ~ > F.Z. ZO Z ~ ~ ii n ~ C1 Q ~ ~ ~ m ~ a a ii w Q ~ a ~ Q ~ Q ~ w ~ ~ 11 V Q Q a Q 0 U H a c ~~ > u7 O w ~ -m- m ~ ~ Q ~ _ > Z W ~ O ~~ W rn ~ U fA w Q' a (~ W Z Q J Q 11 O °Q Z W a w •c ii ~ n v i w a ~ w ~ ~ JO w ~ ' ~ > m W w ~ w ~ II ~ ~ Z W F- ~ ~ Q F- W -~ U' = Z II Z Q W O J ~ O Q W O ° ii V p ~O m ~ w Q O ~ a w N ~ ~ p w O V u W J O w = O d N ~ U ~ LL L t_ fn lA U fA fn 1- Z ~ li N N a M ~ ~ O N N ~ ~ ~ N N N N M N M N ~ M M M t 0 t G t 0 ~ ~ ~ t 0 t G t 0 ~ t 0 !oe v 0 0 N A E 8 m c E f0 v~ V N i ~, O ~ N to ~ ~ W ~ 0 m ~ C m E ~ ~ o m o a N y O ~ II O ~ II W ~ m II II N C ~ 11 E II a ~ ii c to ~ II ~ ~ ~ II N O ~ II ~ II W II N = II m II II II ~ ~ II N a II II II O ~ jj N Q ~~ c ' G I I ~a I o I m c a O U I ~ N ~ ~ M M ~ ~ r ~ ~ am N ~ c '! M ~ ~ ~- ~ N N ~ ~ ~ c 0 e ~ 0 0 c D N I~ 11') r r ~ ^ 7 ~ ~ 11 0 0 C N r ~ M r r ~ ~ r ai M N ~ ~ ~ c c ~ op N CO rn c+i r W w N cn Z J h O W Z I- ~ O ~ ~ W (n W a ¢ z V a O w ~ O c n Z ~ ~ Z m ~ > w a U W f= ~ Z w w o v~ w a z ~ g a w ~ z w c n w W v ~ ~ z w w v i z O N U J D J > > 2 mo ti ~ ~ ~ ~ . I o p f t D t~0 ~ e / i0 t~0 t0 O I O ~ ~ ~ N ~ ~ i ~ ~ ~ O O ~ ~ ~ tt ' fD r r ~ O ' N 00 .- CO ~ ~ H w w ~ a a 0 Q ~ U W of ~ w O ~ ~ ~ W ~ Z ~ ~ LL ~ a_ O w ~ ~ W U ~ O O O O M ~ ti i 0 ~ ~ ~ t D t 0 t 0 O O tp M r O tD M <O O> r g H 0 Q H Q U II II O jj 00 ~ II ~ II ~ II ii n ~~ M II N ~ II 11 n O II O ~ ~ II 11 II ~ II N~ II d' II II ~ II ~ II '~ 11 H Z W F- a w 0 N W U w z w U Q O H 'O~ 2005 Proposed Operating Budget Parks and Recreation PARKS & RECREATION Service Delivery Summary: The Parks & Recreation Department is divided into four 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 including 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. Eagan 4~' of July Festival • Provides funding towards the 4`~ of July festival fireworks and associated festival expenses. The total personnel for the Parks & Recreation Department is broken down as follows: Proposed Personnel 2002 2003 2004 2005 Director of Parks and Recreation 1 1 1 1 Parks Superintendent 0.85 .85 .85 .85 Parks Planner/Landscape Architect 1 1 1 1 Administrative Specialist 1 1 1 1 Superintendent of Recreation 1 1 1 1 Recreation Supervisor 3 3 3 3 Events & Recreation Program Supervisor 1 1 1 1 Preschool Coordinator* 1 I 1 .8 Park Maintenance Supervisor 1 1 1 1 Park Operations Supervisor 1 1 1 1 Park Maintenance Worker 9.4 9.4 9.4 9.4 Parks and Rec. Administrative Coordinator** 1 1 1 1 Clerical Technicians 3.4 3.4 3.4 3.4 25.65 25.65 25.65 25.45 * The Preschool Coordinator position is proposed to decrease from 40 hours per week to 34 hours per week. The reduction in hours was at the request of the person holding the position. The reduction was made in 2004 on a trim basis and is proposed again for 2005. **The title of the Office Supervisor position was changed to Parks and Recreation Administrative Coordinator in 2004 to better reflect the duties and responsibilities of the position. I CAS 2005 Proposed Budget Summary-Parks and Recreation )4 Parks and Recreation Budget: $3,112,900 ~~OS Parks and Recreation Budget (proposed): 3,345,100 $ 232,200 (7.5% increase) The Parks and Recreation budget shows an increase of 7.5% due in large part to proposed programming additions at the Community Center, as well as inflationary increases. It is important to note that many of the budgetary increases in the Parks and Recreation budget are anticipated to be offset by revenues. Enclosed on pages 1~~ through is a summary of proposed expenditures and revenues associated with recreational programming. Please note that the proposed City contribution towards the 4th of July Festival activities, including fireworks, is consistent with the 2004 contribution level. The following are proposed additions to the 2005 Parks and Recreation budget and transfers that impact the department: 1. An increase of $98,000 (proposed to be offset by $90,500 in revenues) in expenses at the Eagan Community Center (ECC), which includes $52,100 in additional seasonal staff, to support additional recreational activities and programs at the ECC. Impact-In addition to continuing current successful fee-based recreational programs at the ECC, it is proposed that additional programming be developed at the ECC to engage residents in activities that are not currently being offered and to boost membership sales. The new recreational programs will only proceed ahead if there are adequate registrations submitted for the programs, and thus will be offset by revenues. It is also proposed that seasonal staffing be increased by $9,500 to support senior programming and Eagan Seniors ~; Program Advisory Board activities at the ECC. The seniors currently have volunteers that are assisting with programming, which they plan to continue in 2005. There is also an additional $6,700 in seasonal salaries proposed to support teen programming at the ECC, including Eagan Teen Advisory Board activities. Revenues are proposed to offset much of the additional teen programming; however, given that a large portion of the proposed teen programming is new and in response to program popularity in 2004, staff is cognizant that expenditures and revenues will need to be regularly monitored to evaluate the financial impacts of the programming. 2. An increase of $16,500 due to the anticipated increase in fuel prices. Impact-An increase of $16,500 is related to the instability of fuel prices. For budgetary purposes, fuel prices are being raised from the budgeted $1.30/gallon to $1.80/gallon for all City vehicles. 3. An increase of $10,900 to hire additional contractual instructors and an increase of $11,400 to hire additional sporting event officials at the Community Center (proposed to be offset by revenues). Impact-The increases are proposed to develop new and unique opportunities to maximize the use of the Community Center. Many of the activities proposed are dependent upon the outside expertise of specialty instructors that work as independent contractors. Likewise, in order to offer additional sporting activities, there is a need for more sporting event officials. These program costs are expected to be offset by projected program revenue. 4. A $17,600 allocation is proposed from the Renewal and Replacement Fund to sealcoat the parking lot at the Lexington/Diffley Athletic Complex. Impact-The funding to sealcoat the parking lot at Lexington/Diffley Athletic Complex is proposed to be taken from the Renewal and Replacement Fund. ~o~ O O c0+7 407 fC7 ~ N t00 O N Y ~ ~ ~ e0~7 ~ ~ < N Q cOi tOV ~ O~ Y Y !O ~ ~O O ~ ~ ~ ~ +C CO ~ O !O'7 T O O m ' ~ ;'.~ O ~ ~ T p! r 17 r ~f O O M a 1~ 1A ' cr,~ 17 W N r ~ N N N N 7 N r 17 ~ ~ N CO N ~ lO N ~ _ '(O •. ~ 0 0 0 0 0 ' 0 O 0 0 0 ' ' 0 OpGp O pppp ooO G Oo O O 00 00 00 0O Q p 0 O 0 O 0 O 0 C ~ pp 0 O 0 O 0 O 0 O 0 O 0 pp 0 ~ ' 0 0 0 0 ' 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 p 8 0 O ~Pk Co~.~ ~~OM ~ ZZ O N < ~ ~ r m t 0_ m r- N N 61 W ~ T ~ t7 ~n ~O N r O N 0 0 /7 r t0 N N ICl b N r Of r CO lO /7 N !~=:AD-! h 17 < i7 h t0 V 4~ 1A x 17 1{7 Of C1 r N `Q r r Of O N fO N 17 7 17 r x 47 O f M m l7 0 10 N ~ ''~'~ t7 47 N LL7 4) C7 7 - N N h 4) -. ~C1 ~~ ~ N m O ;N ., 6 Q, pp p O O ? p Q p N O _pq f~ ~' ~? ~ O7 r r O m : ¢ ; , F.. m M T .. ~ .,t C M p O p O ~ ~ p m O r O ~ p 4] p O p 1D ~ m ~' . W ~"~ a O~ m N c7 N ~ .~•~~~ ' ' O $ O O e'~ ~:~.'O c~ ~ ~' 7 !oil i' 4..N .~ d ~ » N o° ob °o o° °0 0 °o °o .~:°o m • ~ SI ' ~ 0 u7 r t7 c7 17 r b 1D to •: A Ci ' ea- u f c7 c7 r ~ . ~ ' e O ~ u ~ 47 ~ 0 :~ ~ P g i W 7 1, . 0 0 0 O O O O .%~pOo ~•~ C ~ ~ C ~ ~ Y O m :~:~47 N mC a 1p r c7 r r Ql ,.)O m ~ • N M Q O 0 ..~0 = C D 4 7 ~ F m N t7 .. ~'17 ~. : a V ' q !p r C7 c a0 : ~ ...:: w 0 p 0 0 O 0 0 0 O p +17 ' P W 1~ 4 f q 0 0 pp 0 0 O 0 ' O P ~ 0 . m r M r 47 P7 t 0 O m •:QJ ;; `' m ; ~ ' J ~ !p ~ O 0 O 0 O 0 O 0 O 0 O 0 O 0 O 0 O 0 O O O O - 0 ~ -0~ ~~ r M N N ~ I~ tp p r N N .•lA _ YJ m 1'7 r h r 4 0 0 o a g o o ' o A° C ' g ~ 4 7 r ~ 1~ ~ N ~ O m N U m N m. 3~_'e o $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ 0 00~° • Y ~ I h N o N O 0 h 0 h $ o ~ 0 h o [7 o C7 o h o P o O v N o N o N o Iq o l7 o r 0 h 0 r 0 r 0 tp 0 of 0 Y 0 17 0 N 0 0 0 1+7 0 M 0 r o Q v r o 0 0 O 0 <fl 0 O1 47 0 N om ~Y" 3 i~ 47 r N r N ~ N h t0 < r ~ N C'V r ~ ~ pC d g~ v O o g 0 0 0 O ° O ~ O ~~O a° ° O ~ ~ z m ~ ~ ° e o N m n,~ r r a N 0 ~ O 0 O ~ 4 7 O r r y~ O 0 0 0 O 0 ~ O p O i 0 0 0 po 0 oo 0 0 0 0 QQ 0 0 0 0 0 0 po 0 0 ' 0 0 0 0 0 0 0 0 0 O O O oo0 0 0 0 po 0 0 1n 0 1/7 O ~~Of r Y Y h t r r N Pf O N !~ t~ r O O r r R S N C7 1A 1D h O N eO N CO /y r tD Of 47 m N r m lfl r r f7 N r N 'et r O OO r r M O ~ O r CD •p r r 17 O 47 t7 M N r m ~ ~ H~ o `C o p O O O Q ~ oo IQ 47 4] 47 p O O 0 0 0 0 0 4] O O Q O 0 ~ O O M lp N O 0 0 0 0 CD 47 o o 0 ~ O Q O ~ po O p 0 0 47 0 $ ~ O O O ~ ~ ~ Q O ~ z N ^ N Y ~ ? ~ O ~ C 7 ~ T ~ N pOj f 7 ~N.. r - " ~ b ~7 ~ N ~ ^ ~ ~ ^ r - m O 0 ~ ~7 ~ ~ b F O 0 !~ N 0 G7 N 0 Of N 0 r 17 N 1*1 c7 t7 0 ~ 0 M 0 M M 0 oy 0 ~ O O ~ O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - = 0 7 1 7 1` 7 P 7 ~ ~ C .7 i 7 1 7 ~ i W { 7 t7 17 i7 17 17 17 O 17 Cj 17 i7 f7 i7 /7 07 17 17 17 17 17 17 p C7 CJ 17 17 c7 /7 /7 17 F7 /7 P7 c7 i7 P7 17 17 /7 01 0 Q « '~ ~ ~ ~ C i m LL ~_ ~ ~ e ~ S C t~ ~ y m ~ (0 (0 L it ~ C C C ~ E U 2c rS o '~ Y a ~ J yy V p~ o ~ 1111 J !D } ~ ~ ~ o M ~ o h a „ m .]~ ~ ~ ~ a ~,YC, a a L C O m 3 . C ~ y C rf1 >> W ~ ~ a ST 1: = i = C _ = _ T• O a C G ~ Ip V ~ ; `Tj ry ~ m O {"' .~. .mi. o O !0 I"' m G a ~ ~ V JV O J ~ y Yi fff ~~~ S U = 8 r q m ~ h ~ ~ O 0 C aa N g a y ~J J C ~ m C Y q ar ~ C ~ * S S ~ S S ~ m ~ a C m ? 'd ~ ~ D $ C C ~ r S ~ ~' O '.: ~O G ~ a N < S d' C7 2 t < F 1- U' C7 d7 ~ ~ pp V ~ U F ~ 3 6 U W } ~ Y t~ N l~ > W N H N N ~ < 2 H F- 3 F 3 F ~ J 4. U =d y Y ti 2 N N a ~ ~n ,~ ~ 00p 0 0 0 ~ 0 m 0 M 0 t[ 0 » sO~ O 1~ N mb ICl N r ~ ~ 0 0 0 N ~ 0 N r m W N . ~ 1 rf c 7 4 '7 r f O 10 SO ~~~ 0 0 0 0 0 0 0 0 O e~ O O S°• .~ 0 117 0 1~ 0 to 0 a0 0 Of 0 vT 0 C•1 0 r O 1"7 O rIA ~7 O P7 Nr ' ~O. r O1 N N N N m mr 0 ~ •~ 47 r r Q 7 m tO ' ~_ ~ oo °o m ~ • ~ ~ ~ O N -~ gyp. 4'7 r er r a 8 ~ o ~ 0 S 0 a° 0 ~ ~ n 0~ Sam, F m r N o 1'~J ~ O t0 ~ _ ~ ~ ~ O ~, A ~~ ~~ ~ % ~ ID .. V ~ R Y ~ O e~ O $~` • A ~ ~O 100 OEOD ~ ~ Ql v3 ~ g ~o °~ ~ ~ ~ ~ o o° o° °0 00 ~ °o 'OO ~ o° ~ o ~ Ilf m fO tD J M Of h N lO -~~~ ~ aJr , m C f~ { r ' N N N ~ O O O O O ICJ Id 117 ICJ ~ m M 1"7 {h t'7 O O i ~ ~ ~ O 10 Y7 J- ~ m `o ri .~' m o °o °o ~ °o ~ oo~i ~ ~ O r r ~ i7 r tD 07 r N O O M S O ~~ O ^ m t0 r t0 tD N cy ti ~ A li ~ ly O O 4] ~ O n O ~ I C e ~ O n ~ m f` O N p O O O r O N O ~ b O 4~9 (p m V ~ m O O r ch N r ^ r mr O O O O O O O O T~ O O a~° Q 6 P C'1 0 r 0 r 0 O7 0 r 0 1~ 0 07 0 W C /0 O 'ICJ ID O O (O OJ Y~1I 6 iq m r r IC) N T C7N N h ~b 3= O O ~ ~,a. m n ° o v' i ~ ~ / c c C m r r '~ p 0 0 0 O 0 O 0 O 0 O 0 O 03~ o •C N O oe O P M O a D ~ O l p QJ r ~ N l' 7 h 0 7 O T N r ~ ~ tD Y 67 Q 'J ~ V7 y t7 {7 i C ~ b ~ O m ~ ~ ~ ~ * ~ N ' N ~ l ~" 4 m C O N C9 t0 CO P O V 0 0 0 0 0 0 17 1q 1`'J 1h M i~ i7 C LLB. Yom. m C m ~ c C O C7 C • f9 • p1 V Uoo ~ yo .m ~ c~i °i ~ ~ uJ 0 m~ v 0 v~ 3 ~ U " ~ g '~ :°. T,ga i Como, 8 ~ ~ ~ ~ ~ s~ ~ cam ~, ~~ O Q p a ~ o ~ o a '~ ~ O O C ~ O~ O ~ C O (~ d N ~ F 3 d r3 ~ ~ m ~ N N~ N a N o 0 N r v c,s _ M M n Z, ~ ~ O ~ ~ ~ N cn L~ 11 p~ 11 O O O O O O O O O O O O O O O O O O O O O O O O O O N C 11 ch O ~ O I~ ('7 O) O) N O O Ir7 ~ O y ~ II II O ' r O 1fA N Il') op (D OD t~ N ~ r O (O N I~ ~ ~ ~ II N ~ ch In r ~ ~ N ~ II r Q ~° .. ii m w, 11 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 u ch o co 0 o v rn w o 0 o In v O~ 7 II p~ N O ~ M Q~ N O N p d II M CO ~ ~ ~ ~ , ~ II •-- N Q II II ~ II O O O O O O O O O O O O O O O O O O O O O O O O O O ' II W ~ O O I17 ~ O N CO ~ h h O M Cl O C9 II N N r ~ O r aM0 N ~ O c ~ N~ II ~ ~ 47 r r r N m II II r N I J II c~ ~ r ~A ~-- Gp ~ f~ ~C) ~ In f~ O ~ O O N ti O M M Il') O ~ N 1~ O `7 M r" II CO h In c0 OJ cD M O ti O ~ N O j II ~ N ti O ~ M M N ~ N ~ ~ N V II M ~ r r N a II II r N II 11 00 ~ of M M oD If') ~ O d' OD M cD O) 01 O N O ~ ~ O N ~ N M N O M ~ M J II ~ N M O) 11) O O 1n cD ~ 00 If) M l1') lA C) 0p h ~7 C~ ~~ M to N ~ O O ~ O ~ N ~ N N N ~ M O M ~ N V II N r M ~ ~ N a I I 11 II Z II ~~ a w II ~~ ~ } ~ ~, ~~ o II ~ ~ ~ O Qom ii Y (~ ~ Z ~ H W d ~ r ~ O ~ W ~ O m E ~o ~ ii ~~ ~ to w ~ w ~ o w can U ~ a ~ ~N~ ~;;M a g a o ~ ~ ~ w > ~ ~ w ~ ° ii Z ~ ~ ~ ~ z ~ Z ~ ~ ~ w w d U ~ Z Z ~ ~ ~ O J O J a ~ Z J ~ II ~ cn a d. a cn --~ ii a w ~ W ~ 0 ~ = ~ m w Y cOn ~ w w w ? ~ acv u w ~ g w g w ~ J W a O a U W U W U Q U II a cn > O a cn > O a V IL W x L L ~ c n o ~ I i O u . O ~ O o ~ r M M ~ ~ 1n 1N ~ 1~!! ~ r r r r ~O r ~O r tD r tD r tD r i~ r t0 r t0 r t0 ~ t0 N ~O N tD N iD N tD CD O m a ~~a v 0 0 N .70 C v ~o h~ Z ~ ~ D ~ l1) O ~ N V1 Z ~ W Cn Q ~ W G m Oo~ o ~, (~ N Q) D ~ II ~ ~ II ~ ~ Cy II O H ~ II N ~ ~ II II ~ ~ II Q W' II u C r,, II O ~ ~ II N a ~ II ~ ~ II II n II ~ II W N ~ I~ m II II II II M Q II o = ii N U II Q II N II N Q II O = II N V II Q c~ of ai y I r i ~ ~ I O N ~ ~ 'd O COO O ' CV CV r (p tD r r h O ~ O O O t~ COO ' a0 .- CV Ill M N ~t M r r ~ O O. N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N IC1 r ~ O CO O ' O ~ O O O M a0 ' O r N r CD ti C07 r r ~ C'7 N ~ N O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O ~ N r ~ O O ~ ' O O O to O O O ' O N N O 1~ r a0 r r CO M N ~ r r r I~ M r r N N In r r N (O O Cp M CA CO M h ~ O O IC) CO O r I~ 1~ O O M ~ CO r ~ r M 1~ Lt7 ~' CA r If) O r N r r O N O CD I~ M r r M O N T I~ ~ ~ O O rN,~ '' N ~ r N CO CA M O <D M CO O c0 O CA N CA c0 ~ 'ct N ~ ~t M M to r CO 00 to CO M O O 1~ r O O In CO N CO et CO ~ M CO CA ' lA ~ r ~ CD r CD O r t0 M N N N ~ N r r N N z O Q J fY U w W Z Q.' fn ~ J J Z J fn ~ LL J Q ~ ~ w ~ d J ~ W W ~ W ~ Y z m a~~ a~ w~~¢ ~~ m a ~ ~ z w ~ w Z v=i a a w o a ~ ~ J w W o ~ a, m ~ w ~ O z a z a ~ a vi a nQ. ~ Z ~ ~ ~ U ~ ~ W w ~ ~ W Q ~ a ~ ~ ~ w cn a w ,~ a z z ~ w ~ U ~ J ~ w w_ _O d' W ~ J O I1 Q Z Z ~ ~ (~ Z H ~ W U' ~ j Q O ~ Q U a w Ha u. Q z ~ a w z O ~ I,L ~ Z IU ~ W `W w ~ ~ ~ H W' Q J ~ 0 J Y J H O J G w a -~ w ~ ~ w w O ~ w ~ Q ~ u~ z ~ ~ o LL~ m U~~~ m~ w a cn x g Q ~n o .- N r~ ~ 1. o r e"> ~ u7 0> o rf o r r N N N N N N M M M M M M d' a} 1n fCJ N N N N N N N N N N N N N N N N N CD ~O t0 tD ~ f0 CD CD 10 ~O ~O t0 ~O ~O O <D tD CO O N m CA C3 a lt3 0 N ti r U d c E ~_ M M a Z. ~ ~ E ~ ~ o ~ N (n ~~ jj O O O O O O O O O O O O O O O~ 11 O O O O O O O O O O O O O O N C II O O O r 00 O to h r C'7 t1) O h h ~ II O O 1a7 ~ CO ~ ti ti M N M CO OD fD p N~ ~' N (C M r 00 r N ~ ~ II II Q ~ II u ..+ II O O O O O O O O O O O O O O O C II O O O O O O O O O O O O O O O ~ y II O O O r OD O LA t~ r M ~ O h 1~ ~ IA ~ d II O O O ~ a0 ti ~ ~ M N M CO a0 cD O~ Q II N (C M r Op r N n d II M 0 ~ II II 11 O O O O O O O O O O O O O II O O O O O O O O O O O O O ~ II O O O ' ~ O fD t!') h r ' 1~ h (O O W N ~ ~ ~ ~ (O t~ ~ N ~ oD O M N ~ 11 m II II II N N 00 O O tt N N N M CO N OD II O i~ (D r Op Op M fD M CO CO CO O -J II r O ~ ' N M M O f0 O> ' M N (O ~ M Q II pp M et O .- ~ N ~ M ~ h CO O= II r l[) O r r fp r N V II M Q II II n 11 O t!') N ~ O M r O CD O M fD M J II M OD r ~ M CO .- O I~ r t[) CG IA N Q II ~ ~ O M OD N N ~ O ~ ' f~ Op OD CO ~ r .~ N r r t~ r Q II II II Z 11 II Q d' I~ W J II ~ ~ ¢ W (' ~ II D W W QU' W~ II Q W_ ~ Z W W u" U ~ m 11 Y J ~ Q ~ ~ LL J Z W O z O m ~ jj d ~ d H W Q U O U U atf Y C~ II r Q U ~ Q fn > U ~ ~ W W 0' _o n ~ ~ Z O O U W Q UNO ° ri Z Q Z z ~ a J ~ Z ~ w ~ w O •°• u w } g a ~ ~ Z ~ ~ > Z W ~ U w ~- > Q U II g ajS ~ (/j W Z W J N II ~ a Z ~ w d ~ OU U Z J ~ ~ _ ~ Q ~ 11 Q otS F- F- Z ~~ ii ~ ~ ~ Z ~ ~ O ~ = p W ~ U ~ O ~ O~ n Q ~ O O ~ ~ ~ ~ a a ~ O w Q w a ~ v~ U a ? Q v~ cn ~ a i- a a N[! ~ ~ ti ~ N N N N N a ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ cMO ~ cMO ~ ~ ~ ~ CD O N N a ~' v 0 0 N O E 8 C N ~ M ~. Z' O N 0 tC') O ~ N Cn N alj~ ~c~m ~0.. ~_ °o~ o a U N O ~~ jj O O O O O O O O O O O O O O O O O O II O O O O O O O O O O O O O O O O ~-' ~ ~ N ~ ' O ch IZ7 O O to O O IL7 N I'7 tD I~ ~ ~ d ~~ O M M ~ ~ ti M a~ CO ~ N ~ ~ ~ °o ~ E n N.~En n a ~ ii ~~ .r II o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 c,r II o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 d m II ~ N It7 O ch ~ O O LL7 O O In N ch ra ~ O ~ 7 II O M M ~ M~ f~ M OJ cD O N ~ ~ 01 N p• N II ~ ~ II 11 11 O O O O O O O O O O O O q O O II O O O O O O O Q Q ~ O O O O O W ~ 00 ' ' O 00 O O O ic' v O ~ C N O~ O C~ II d• M a~0 N~ 1~ M I~ u7 M N ~ ~ W N ~ II m II II II O N O ti O O M O O O ~ N N ~ ~ ~ J II M M 00 r O ~C OD QJ ~ ~ f~ lt7 tO M a II N N ' O O O to tf ~ 01 1~ r M O IA N II ~ N N ^ ~ CC N ~ ~ 'd' et (V M ~ U a ii n II ~ oD 1~ O O N IA Its vi In M ~ eh 00 O O C~ J II ~ N O O M O) M O ~ M M o0 u~ t~ M a0 N 11 00 GO r M ~ ~ ~ ~ '7 CO N r ~O Op tD ~ O ~ II CO ~ N ~ M ~ N IL') ~ N ~ N Oi O cow U ii a ii u nZ it 0 n F- Q ~i W tZ' II W II ~ ~ Q' II Z w Z m m m m u Y ~ Z O Z ~ ~ ~ ~ m Z O ii Q cwn ~ a_i o a Q Q Qa g ~ _ ii a w a ~ Z U ~ w W ~ ~ j (U II ~ p J W ~ > ~ ~ ~ a_ Qa d o c ;; ~ a ~ ~ Z w w Z Z = ~ ¢ o cn Q a ii W ~ n ~ Z m o. ~ ~ w Z Q O W •c n~ cn w C7 z ~ a a m ~ w w U o n e = I- Z w Q. w ~ ~ ~ W J ~ o ri Q m ~ u~ g J Z U ~ w W a ~ v ~ w g w a~ n a >Q g ~ ~ ~ ~ ~ ~ J J p O ~ z z W w O p II ~ > J W J W = U ~ ~ J O 0 Y ~ U U Z O U u a w p ~ w m J a O ~ 0 W a ~ 4~ ~ O U U a w C9 ? w z ~ «~ m Il a m ~ U 1~ 1~~1 ~ ~ 0~0 O ~ N N N N Mme{ ~ eti} ~A{ tM0 tM0 tM0 ~ tM0 tM0 ~ ~ ~ ~ ~ ~ ~ iG ~ `d ca 0 v d N a v 0 0 N ti r O E C ~_ M M a. ~, O t0 0 t!') O O N ~ m H sa Q W ~ Q ~ m W ~ c O ~ m ~o a U N N O ~. ~ 0 0 jj 11 O O O O O O O O O O O O O O O O O O O O O O O O O O O O N C 11 ~ O ~ CO O r ~ M 1~ O ' '~t O O O •- ~ y~ O . 11 ii IA r lt7 r ~ N ~} . at r O r r r N (D ~ N r In _ N C ~ II ~ II Q ~ II II O O O O O O O O O O O O O O C ~,,, O y 11 II O ~ O O O I~ O CO O O O r O lCj O f+1 O f~ O O ' O O O f0 O O O O O~ Q II ~ r r N ~ r ~ r N N ~ Il) N p. N II ~ ~ II ~ II II O O O O O O O O O O O O O O ~ II II O 'cf O O O N O O O O O O O 00 O ~A O O O lL') ' O O O r O O O O W ~ r CV N ~ CV M CD O CO ." ~ 1(~ O N ~ II II r N r r r h- ~ m II II II O) N O O) h 1~ C) tf) a0 10 O `7 O M h J II II ~ N M O ~ ti 1~ O O ~ M O h ~ O M 1~ M cD ~ f~ lD C) CO N I~ M fD ~ 01 O= II CV CO N M f~ (C O ~ M N ~ N V II ~ Q II II 11 r CO In Cp ~ N fD 1~ M O ~ OD N M J II II (D N O ~ I~ N Il) M O N 1[) ~O r f~ In tt? O f~ (p N ' In ~ 1~ ~" M ~ N M N Q O~ II II N r M O ~ O CD O ~ N GD CO N V II r r r r r r ~ r Q II I II Z II ~ II I~ V II ~ ~ Z ~ Q ~ ii D II 2 g W fn ~ W w ~ U ~ J W ii v1 ~ ~ > O w U ~ Q _ a Z ~ O W ~ ~ ~ m H Z Z II r f ~ X ~ ~ ~ = U fa !n ~ ~ f~ W c , °~ ul O U ~ 2 V _ ~ ~ Z a ~ ~ W ~ d II W Z m m ~ (.1 ~ W ~ ~ W > ~ N ii ~ w z c=n a Q z ~ ~ ~ ~ a ~ ~ a ~ ii Q W Q z w m O Q ~ O ~ Q Q ~ ~ ~ a v ~~ w ~ p Q cn •~ ~ O ~ a U O = 0 o 11 g ~ o ~ > o ~ ~ ~ ~ g ~ m o 1~ 00 ~ Caaf eO~ 1~ ~ 1ff 1~ Qf ~ O ~ r ~ !+f ~ 4">' ~ O ~ O ~ ~p t0 ~ m ~ t D t 0 i D i 0 t G t 0 O O N O) (0 a \~ v 0 0 3 d c E v o "~ a Z, a~ ~ Q ~ 0 3 N ~ M Q W 'G 3 Q Q m Ijj ~ ~~ ~ ~N a U ~ O .a n $ ~ ii co c n ~ ~ ~ II o N E n N o0 n O ~ • ~ 11 ~ N II Q ' II d II d N II ~ lD m E ~ N r o0 N G m II ~ II 0 II ~ II ~ 11 ~ N N CD N ~ 11 m 11 II 11 d' d' J II ~ O N ~ ii Ir7 O r f'-' Q II 11 11 ~ N J ~ ~ o ~ ii N U n II 1 c I O I d I W I a~ ' O I I aUi v ! ~~ O Z W a w ~ ~ z z ~ ~ a ~ ~ ~ ~ W U W ~ H O O 0 0 ~ ~ 0 0 .- o M ~ O C cdi ~ O N N r ti N O o~ ti H J H Q U w w O tL W 0 Q 2 U w us ao co u 0 o ii c ~ u u ~ ii ~ ii II U O O II ~ ~ II ~ ~ II ~ II II u N O ~I d' N ~ ~ II Ch II II II II O N I Il u ~ II ~ u N II II H Z W t- ~' Q a w 0 z O w J Q ~ ~ w ~ ~ O ~ IL Z w Q ~ Y ~ ~ a J W ~ ~ O (D O t0 m fT f9 a 11~ 2005 Proposed Operating Budget Tree Conservation/Forestry TREE CONSERVATION/FORESTRY Service Delivery Summary: Tree Conservation provides the following services: • Responsible for the maintenance of existing trees and the planting of new trees and landscape material on public property. • Oversees the care and maintenance of the tree nursery. • Inspects potentially diseased trees on private and public properties. The personnel for the Tree Conservation/Forestry division is broken down into the following personnel chart: Personnel 2002 2003 2004 Proposed 2005 Supervisor of Forestry 1 1 1 1 Parks Superintendent 0.15 .15 .15 .15 Park Maintenance Worker (NEV~* 0 0 0 1 Forester/Maintenance 0.6 .6 .6 .6 1.75 1.75 1.75 2.75 (NEW) *-- A Park Maintenance Worker is proposed for 2005 (see next page for proposed position responsibilities). 118 2005 Proposed Budget Summary-Tree Conservation/Forestry 2004 Tree Conservation Budget: $313,900 2005 Tree Conservation Budget (proposed): 377,200 $ 63,300 (20.2% increase) The Tree Conservation budget shows an increase of 20.2% due in large part to the proposed addition of a full-time regular park maintenance position, and the proposed funding to purchase plant materials for the biannual tree sale (offset by revenue). The following are proposed additions to the 2005 Tree Conservation budget: 1. An increase of $48,000 for the addition of a full-time regular park maintenance position. Im act-Since 2003, the added grounds maintenance responsibility to the Parks and Tree Conservation staff include: the Community Center, Central Park, Thresher Fields, the North Water Treatment Facility, new landscaping around the Wescott Library, and the streetscaping in the Cedar Grove area and Central Parkway. Since 2003, the square footage of landscaping that needs to be maintained has increased 36%. Furthermore, the investment and value of new plant materials at the Community Center and Central Park, Cedar Grove and Central Parkway streetscaping, and the Water Treatment Facility is approximately $400,000, thus requiring significant maintenance to preserve the City's investment. Moreover, many of these new locations serve as entryways to the City, and thus need to be maintained at a high level. There are also over 400 additional landscape beds throughout the City. In addition to the physical maintenance that is proposed to be done by the new position, the staff person will also be responsible for the planning and ordering of all plant material, which cannot currently be done by seasonal staff. The position will also be responsible for providing work direction to seasonal crews assigned to maintain grounds and landscaping. During the non-growing and winter months, it is proposed that the new position will be responsible for the trimming of boulevard trees, park trees, shrubs, and perennials in addition to trail trimming, updating new plant inventories, and assisting with snow removal and rink maintenance. 2. An addition of $15,000 to purchase plant materials for the biannual City Tree Sale (costs are offset by revenues generated). Impact-The bi-annual City Tree Sale, which takes place during odd numbered years, is proposed for 2005. Included in the budget is $15,000 to purchase plant materials to be sold at the tree sale. The sale is very popular, and costs are expected to be offset by revenues. 3. An increase of $3,500 is proposed to fund the Oak Wilt cost sharing program. Impact-Currently, the City operates the Oak Wilt Cost sharing program on a first come, first serve basis, with residents being eligible for up to 30% of the tree removal cost (capped at $300). The number of residents seeking assistance through the Oak Wilt Cost sharing program continues to increase, while funds are often already expended by mid year. As a note, the City has no other diseased tree cost sharing programs for other tree diseases such as Dutch Elm. u °I 0 0 N n r U p m N N M M G. Z. p N ~ ~ ~ ~ O ~ N fA ~ 'C II p~ ~~ O O O O O O O O O O O O O O O O O O O O O O O O O O ~ O N O O M D ~ Cp r O In In r 1t7 t In O ~ d i; ~ ~ r C CO N C ~ 't O C II NEE r N v ~ u Q ~ ii " u ~ 11 ~« 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 y II ~ ~ O N O O O C7 ~ 00 r D In L!7 r In In ~ ~~ C ~ r OD CO N ( ~ `7 N n d ~~ ~ r N D II F._ II LU II O O O O O O O O O O O O O O O O O O O O O O O O O O 11 ~ O II O O O O N 00 CD M ~ tI') r (G ~ pj O (V N O r (~ tt r CV r tt r N et N= II r m ~~ II II J 11 O ~ O_ O M M ~ r N N ~ ~ O CO N _O O O M M N ~ O O N ~ Q II O 0 O ~ ' M O~ II _ r ti _ r ~ ~ O ~ N `7 N U ~~ r N Q II II J jj O ~ ~ r ~ A ~' r M ~ l[) Cp 00 ~ O 1~ r N M N O M N l1y O r ~ O I (O O ~y Q II 1 1 r ~ ao N M N ~ (O ~ O F- II pOj tOD O ~ O M ~ 'd' N (~ II r Q II II Z O ~~ a ii w ~ w Q~~ ~~ z ~ g ~ J a =m ~ W o ~ ~ ~ ~ ' C LL ~ W w Z O m 11 ~ t1J <Y F - ~ fn O W ii c II H v) ~ ~ v> ~ ~ ~ ~ Q w V Q ~ lJJ I i N ~ U ° ;, N 3 ~ ~ ~ a W Q W Z a ~ ~ ~ o d II ~ Z U ~ Z z ~ z O ~ fn J ~ ~ U U II ~ ~ Q ~ ~ Q ~ ~ ~ J O Q d W (~ W O ~ Q ~ O II ~ LLJ ~ lJJ ~ U = J W fn LlJ W W H ~ ~ ~~~~ U o g w g w ~ Q U Q W Q ~ ~ O w ~- ~ w w a w O II Q cn > O Q v~ > O w a IL ui = ~- .7 0 ~ I i. O ~ O ~ r r M M ~ ~ ~fl ~ ~ ~ r r N N r t0 r iG r tD r tD r 10 r ~D ~- t0 r tC r tD r tD N t0 N t0 N ~O N 10 IZo v 0 0 v E 8 c N ~ 7 d Z, ~ ~ O ~ M ~ O N Cn u n ~ tO C II O , N O O O II y ~ N M N 11) ~ u O N ~ O II ~ C) 11 Q ~ II C II 0) y I O O ' O N O ~ O O O O O O I O~ 7 ~~ ~ N M N tC') to O OS ~ II N ~ 0 II W O N O O O ~ ii O N t f)_ ~ r r ~ N .- ~ ~ N O II m II II II J jj O CAA CMO _ O ~ ti M Q II ~ r 1~ 00 00 ~ ~T O F- II •- ~ N ~ tc7 CO N II J II ~ O D II ~ O C O O D ~ O p~ ~ N M 0 N Q II II Z O ° a II ~ ~ it y Z J W H ~ M w m i ZO ~ ~ w O ~ a 7 C a a ~ = ~ ii m w > (W > N Q ~_ a J u i F'S ~ II p~ II ~ H J W ~- Q' 0 Q U J Q ° a ii N~ II M Q Z U Q Q 0 Q fn 0 o ~~ Z ~ W .. ~ Z W U W Q a u w W F- d Q ~ ,~ ~ ~' ~ ~ W j J O J d 0 a Z ~ W J J a U a ~ ~i N II = OU u p OJ w D W ¢ w Z ~ ~ ~ ~ ~ ~ g N N N N N N N t 0 C O C D t D t G t C C D ° ° ° ° ° ° rn o o o a o N cM CV O O O 0 ~ O i O O ' 00 ' N M CV ~ ~ O ~ 0 t~ O N O C ' 0 0 N N r CV (D ~ N ~ CN O ' OJ ' I N r N M ~ O D O M r 0 ~ 0 0 M N N J (7 W z ~ ~ ~ w z w O z u i o Q V Y w Q Z W Z (~ Q ~ ~ W Q O W ~ = m Z w ~ w ~ w a -- U Z Q ~ J ~ z > Q w C7 ~ w 0 w - ~ Q ~ ~ ~ z c n W d Q W Q ? r ~ a I i F - W ~ w W ~ O to O ~ J > Z ~ ~ a a a U Q Z ~ C7 O C O r M O P O 1Lf ~ M M M M ~ M M M C O t 0 C O t 0 C O t 0 C O ia~ v 0 0 N r 00 of U c -Ea N M M d 0) f0 ~ E "' E 0 N !n II ~~ O O O O O O O O O O O O p~ ~~ O ~ O ~ ~ O u? O N O N O O O O O 'd' O CO O O O O O ~ ' t0 C it O y 0) ;i M r 119 r M M N ~ N . E ~ 11 O N ~ ~+ II Q ~ II C II O O O O O O O O O O O O 0) y II 0 ~ ~ ' ~ N N O O ~ ~ O O ~ N ' p ~ j ~~ 0 N ~ M r ~ M M N ~ II N ~ Q ~... II O O O O O O O O O O W II ~ -~ ' 000 N N O O ' ~ O ' ' O ~ C7 II N ~ M N OD O C ~ II N m it II II II ~ O ~ O r CA r ~ r f~ J II r ~ ~ ~ O ~ N N ~ N ~ p j ~ ~ ~ 0 II N r M N N N Q II II II f~ et (D O O O O f~ N 00 ~ ~ ~ 0 Q II ~ <O [> ' N N ~ ~ ~ ~ 0 p N O~ II r N N M CO N II r N r N Q II ~ I O I W ~ I (~ m I I ~ c 1 m E c n N ~ I o ~~ of a N I I ~ 1 ~ -pp I O I :n OU Z O Q ~ ~ i W O ~ ~ N m W to U ii V ~ Z O U U ~ ~ W ~ W a Z ~ ~ H ~ ~ fn W f" J a Q j M Z W Z W ~ ~ Z Z ~ Z j ~ (~ m U J O ~ W a Q O W z ~ ~ > U ii ~ ~ ~ Z Z W ~ O ~ Q ~~ w z g~~ Q"~ w I' a ~ x w w -~ ~ ~ ap U U Z ~I D Q ~ Z U W 2 W ~ ~ ~ ~ OU ~ O O ~ ~ N ~[ ti ti ~ ti M ~ c00 t00 10 ~ W (~ Q 2 U 0 z Q W U W w O H z W W O ~' a W 2 O O M t0 ~D H w a_ a w W W J 2 m ~ O O ~ O O 10 t00 O N O N O O O 00 N N N CA r g H O J d U ~a~ v 0 0 ti E m c a (0 M h a Z. a~ ~ ~ E iA E o ~ N (n ~ N 11 O O O O II N N C II O ~ to N ~~ ~ In 1~ N f~ N p y~ II ~ N M II N~Eii ii ~ ~ ii Q ~ ii ii ii c ~ O ~ ~ N tl to II p~ 3 LL t ti ~~ y II N ) `_ n N N II M II D. ~ D 11 II ~-- W II ' ~ O ~ II ~ ~ N ~ II ~ II m 11 II I I II J 11 Q 11 ~ ~ ~ ~ ~ ~ ~ II G tl M p ~ II O I~ OD OD II II N () II ~ ~ r II C7 II Q 11 11 II II II O p ~ ~ II J II II ~ C 0 ~ ~ ~ II II p ~ M ~ OD to II a- ~ N If N U Q II II II II a~ F- .a W ~ ~ ~ ~ m ~ ~ ~ O ~ o a N ~ O II II Z O ~~ ~ u w ii ~ Z it V W II ~ II ~ N M O II Z d 11 W U II ~ O ii ~ ~°'iia w Ovii~ H Z W a w 0 W Z 0 J Q W ~ ~ 0 tli Z F-' J_ ~ Y O z Q _ ~ ~ ~ ~'' ~ w o Q = W ~ Q W !n O U w W ~ J ~ O ~ 0 ~ O ~ ~ ~~ 2005 Proposed Operating Budget Government Buildings COMMUNITY DEVELOPMENT-GOVERNMENT BUILDINGS Service Delivery Summary: Government Buildings is a division of Community Development that provides the following services: • General maintenance, repair and operation of the Municipal Center Building/Campus and Fire Administration. • Caze of Municipal Center, Eagan Room and Maintenance Facility, 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: Personnel Proposed 2002 2003 2004 2005 Building Maintenance Supervisor Building Maintenance Workers ra'1 1 1 1 1 2 2 2 2 3 3 3 3 2005 Proposed Budget Summary-Community Development/Government Buildings 004 Government Buildings Budget: $550,200 1005 Government Buildings Budget (proposed): 553,700 $ 3,500 (0.6% increase) The Government Buildings budget shows an increase of 0.6% due to the proposed addition of capital outlay. The following are proposed additions to the 2005 Government Buildings budget: 1. An increase of $9,400 in Capital expenses proposed to be funded in the General Fund budget. General Fund Capital Proiects • Campus benches and bike racks ($4,000)-It is proposed that benches and bike racks be purchased for the Municipal Center campus. Currently, there are no bike racks for those employees and visitors that bike to City Hall. There are also no outdoor seating areas for employee or visitors to the Municipal Center. • UPS batteries for Police Facilit~($3,700}-UPS batteries are required for emergency power supply for the Police Facility • Directional sig_na~e for Cit~all ($1,000}-Additional directional signage is proposed within City Hall due to the number of visitors that have difficulty navigating the building. Additional signage is also proposed at the Municipal Center parking lot entrances. • Replace "Staff entrance" sign for the North side City Hall north side of building ($700) 2. An allocation of $53,200 proposed to be funded through the General Facilities Renewal/Replacement Fund. General Facilities Renewal/Replacement Fund Capital Proiects • Landscaping for Campus $20,000}- At the time City Hall was remodeled, there were plans for landscaping to be installed-along Wescott Road and Pilot Knob Road to screen the building and City vehicles. It is proposed that$20,000 be allocated to complete the landscaping plan on the City Hall campus. • Parkin lg of improvements at City Hall, Fire Administration, and Old Town Hall ($3,600~Per past practice, it is proposed that the aforementioned parking lot improvements be funded through the General Facilities Renewal/Replacement Fund. • Parkin lg of improvements at Cascade Bay and Civic Arena ($15,0001-Per past practice, it is proposed that parking lot improvements to the Cascade Bay and Civic Arena lots be funded through the General Facilities Renewal/Replacement Fund. • Installation of an air conditioning system in the Information Technology equipment room at City Hall ($14,600)-Additional equipment installed in the Information Technology Room over the past couple of years has increased the heat in the room to the point that the current system cannot cool the room, and thus is jeopardizing the equipment. 3. The City Administrator's recommended budget proposal removed the following items from the Government Buildings budget. • City Hall campus walkway architect fee ($16,000) • Eagan Room chair replacement ($12,000) 1~5 0 N O E a~i co M fh M M a Z• a~ ~ Q E N fq ~~ p y 11 O O O O O O O O O O O O O O O O O O O O O O O O p O O O N c II ~ ~ ~ ~ ~ `t O N ~ N r N O = O GO O $NEii c 11 N r; rn ~ ui ~ . o N •- E II a ~ II 11 N ~/+ 11 O ~ ~ ~ O ~ O O O ~ O ~ O N O ~ O N O ~ O N O O pOp O O 000 O O C~ ~ ~~ N ~ p p^ ~ ~ b ~ r C r ~-- ~~ W II O O ' ' O O O O O O O O O O O O O O O O O O O O O O O O 00 1~ N ~ N ~ ~ N ~ ~ O O O 00 Q II N ~ ~~ N r (p 01 ~ ~ ~ .- ~ cG m II II II II J 11 c0 r ~ N ('7 O M 1~ to ~ r ~ c'7 N O ~ ~ h c0 P <O 00 h N a0 ti C7 ~ ' O n ~ N N n ' N ' ' ' t0 00 00 h O F- 11 W ~A tD O (V .M-- - •- ~ N N Q II II . J II I'7 aO.yf t~ 01 O 11> (O N OD ~ O N CO 0 1n N ('7 ~ ~ IA~A}} C7 O O ~ N Q II M CO ' <O i^ O M t 0 0 0 ' ' ~ M 0 Q II N V 11 0 ~ ~ ~A f~ <O fV ~ '" ~ 01 ~ •- Q II R II N U II Z D ~~ J_ II ~ II m Q W 'o ii ~ ~ ~ ~ N J Z Z 000=° "z ~ O ~ ~ J ~ na. ~ cn g ~ tL m m li W C7 ~ Q w > n ~ o ~p li G W ~ W F~ ~ ~ H tq W Z ~ W O ~ W a ~ W (~ N Q II ~ W W W W H ~ U Q d W Q ~ Q W U ~ ii '"~ Q ~ Q E- Z VQ C7 w a ~ ~ d a t7 ? O Q a it W 11 ~ O z C7 w O Z o ¢ ~ O ~ ~ O ~ -, J a W F- J J Q U U ~ Q W ~ w W ~ z H p ~ a a O Z ~ U ~ ~ ii Q ~~~W w ~ ~ ~ ~ O " ~ m ~ Y ~ i ~ ~ C7 o z a ~ ~ ~ Q ~ ~ ~ O ii N O a a U- ~ ~ O a O O O O ~ m 0 ~ v i u . ~ O ~- N r O M N V' ~ r Vn N O ~ ~!f O O r ~ ~- N r O N N Nf ~y ~ N O Nf r m r ~ r so r m r ro .- co ~- m r so r so N co N ro N ro N so N ro N so N ~o N so ' ~~ 0 N E C N ~ M ~ M a Z• a~ ~ ~ E N U ~~ p N II O O O O O O O O O O O O O O ' O O O O O O O p O O O O O O O O c6 C M ~ O n N O ~ ~ ~ M ~ 01 O O ~ O ~ ~~ p N ~ N ~ M ~ N ~ N II N ~ 9 ~ ii Q ~ II _ N y I O O O O O O O O O O O O O O ~ ~ ~ O O O O O O O O O O O O O O O ppp I M O 1~ N O f~ M ~ T O O ~ O~ Q II N ~ M n N ~ N N ~ ~ ii ~ O II ~ O O O O O O O O O O O O O O ' ' ' O O O O O O M O O O O O O O O ' C7 II ~ ~ O h N O ~ M ~ r N N ~ ~ ~ ~ N N ~ 11 m II II II J II O ~ 00 dD O h M M ~ M 0 CO 0 ~ r N ~ O 0 h O OD M Q II ' N i O O 1 ( 7 ' 0 D a O ~ ~ ' N ~ ~ ii II ~ N ~ ~ ~ °~ rn v ctDo ( j Q II II II 01 N ' a0 ~ O ~ (O 0 O O ~ N ^ ~ N ' M ~ ' CO ~ M ~ ~ ~ ' ~ ~ r 1 0 0 D O = II ° U ~ ~ ~ r 0 O M ~ c ~I ~~ Q II ii N ii Z ~ u u ~ 11 m ii J W J ~ W Z Z 01 w t7 m m O m li ~ ~ ~ ~ d w w ~ Z ~ ~ g g m j c ii N W ~ ~ ~ (7 ~ ~ ~ 1ef II G Q Q w J ~ O Z fn Q Z _ Q _ Q x °o n ii O N ~ W d 0 w Z Q U m W N Y ~ U a . a . ~ N II ~ ~~ ~ oa ~ I- ~ m Q vi a fA Q ~ w > W ~ a ~ a Z a z Z ~ 11 Z . ~ W ~ ~ W J W W ~ (/) W O ~ a II W ~ ~ d a Q W ~ J ~ ~ Q ~ ~ Q ~ Q d ~ ~ U I i1 ii C7 ~ C 7 ~ ~ O _ O w O Z ~ m J W z U C9 ~ a Z o ii a p I W J w c9 j J ~ C7 Z ~ ~ w O z ~ ~ ~ w ~ y -p I W o V J ~ J Q ~ U W Q Q. W N J (~ ~ LL n O O g ~ ~ g W ~ O W Q W Z J Q ~ O ~ cn m w m x a a ~ a n. w z v~ m v r N M 119 O M O M a10 M 1~ ~ ~ M M M 11'1 M N OO t0 ~h}} fO INO tN0 1N0 tN0 tN0 INO t 0 t 0 t 0 i 0 t 0 1 0 ~ t0 ~ Ip i~~ 0 N r E a`~i c E v m M M M M a ~. O W ,~ E N fA `~ II p C1 11 O O O O O O O O O O O O S O O O O O O II O II O 11 fD l6 C II N ~ ~ O fD ~ ~ O ~ ~ 1~ ~~ C II p y~ II ~ M N M ~ O> O r fh 1l7 II ~ °. ~Eii ~ M II u I c Q ~ ii ii ~ ~~ ° ° ° o ° o ° ° ° ° O ~~ N N 11 O~ 7 jj o N o M o ~ O ~ o cD M ' .- ~ o ~ O o O ~ o c0 O o cD ~ II d~i a II ~ jj N ~ N M tT tT M O II Q n II W II ~ ~ ~ O 0 ' M ~ ' ~ ~ N II Q II M ( 0 M a0 ~ O O O II II ~ M ~ O II N m II II ch ~ II II J II O O O O d' O a0 M c0 O t0 M CO O II ~ M Q II ' ' t D ' t p ' M II O ~ 11 iA O N N tc') ~ h •'" 1~ ~ ~ II ~ 11 N U 11 Q II II II II II ~ ~ N N ~ N ~ N ~ ~ II II ' ' ~ O ~f N ~ O N M ~ 11 O = 1 t~0 M r ^ r ~ ~ GMO II N U II r M In II Q II II II II F- to Z w ii z ~ ~ ii Q o. m F. 07rn ii Z w ~ Q w ~ W 7 II =. W ~ N ~ ~ Z p m ii Z ~ W ~ Z Z Q ~ m ~ ii W ~ W to ~ m ~ ~ ~ H U U ~ m ° a ~ Z W z ~ ~ ~ Z ~ ~' I- Z / .I ii o u ~~ a ~ aj U Q O z ~ W W II ~ x W Y ~ vs Q' W ~ r Z ii z O ~ ~ w > a U > > g w c~ ii ~ F= O ~ ~ O ~ ~ U w ~ O O v, II I- O ii ~ w ~ z Q w -~ ~ H U ~ v) ~ u) O d ~ J Q C7 y d ii W ~ J O Z ~ ~ Iw- ~ Z ~ = H O w c L ¢ O ~ ii ~ U U ~ W In Z Z O J = U ~ 11 O O J = I- U J Q ~ ~ U ~ m O A ti COD M M f~D t~D N cO~i f~0 t~0 i~D i~0 1~0 i~0 ~V ++ C o ~ ~ ~ U L ai W ~„ °' a Q ~ I.f. C O ~ s Q V ~ C ~ `n O_ ~,.. O N O Q ~ ~T U oa Q ~, CO V =_ ~A i r ~ ~~ Ni •L .. a W J j W ~ Y ~ ~ cQ LL Ni G Z _~ Q G \I c0 ~- c0 I O 00 ~ ~ as N O In M N N N Cfl M o ~ ~ (D ~ O ~ I ~ o ~ o ~ '~T o0 N ~ ~ fD 1~ ~D Ch cD ~ ~ ~ o r~ o r. o ~ ~ N (D 0 0 CO M t.f) ~ O r lA M M N 00 ~ O 1~ tC Lc? Ef} (~ I 4R ~ U cC Q. cv X c~ H ~ U N ~ J ~ ~.+ ~ ~ .r ~ ~ Z ~ N ~ Q N ~ ~ ~ ~ U c G ~ ~.~.. o N M O! CO ~ tD ~ ~ M ti ~ O N N N r r ~ ~ ~ ~ ~ ~ d' O ~ 00 00 1` N ~ ~ to ~ ~ ~ ~ 00 0 00 00 0 ~ l~ ~ ~ N ti ~ r r 47 ~ ti ti M W O ~ ti ti ~ r r r tD 63 EA EA Eg Q > b N V1 J ~ ~ J ;~ . ~ ~ a~ uQi z U J N U ~ Q.,N w OLL F-- U ~ ~ ~ U ~- x /~ I..L LL 1~ iaq 0 0 0 0 C! 00 Q~ r r- O O r r. as o n. o M 1~ ti O 0 ~ ~ ° 0 0 .~ O ~ O O O fR EA N 00 d' O O d N O ' ' t~ r O is M ~O ~ ~ ~ ~ ~ ~ N N CO O ~ N 00 O cc o 0 pp r O O ti O EA 64 N ~.. (0 N ~ ~ C ~ ~ a~ ~ Y ~ y~ J ~ E v ~ ~ ~ ~ Y N~/ CCL LL 0 G