Loading...
08/23/2005 - City Council Special AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 23, 2005 5:30 P.M. EAGAN ROOM I. ROLL CALL AND AGENDA ADOPTION II. VISITORS TO BE HEARD III. CONSIDERATION OF DRAFT 2006 GENERAL FUND BUDGET AND PROPOSED 2006 LEVY CERTIFICATION IV. OTHER BUSINESS V. ADJOURNMENT Agenda Memo August 23, 2005 Special City Council Meeting III. CONSIDERATION OF DRAFT 2006 GENERAL FUND BUDGET AND PROPOSED 2006 LEVY CERTIFICATION DIRECTION TO BE CONSIDERED: • To provide direction regarding the 2006 proposed tax levy, which will be placed on the September 6, 2005 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 2006 General Fund Operating Budget. BACKGROUND: • Preparation of the 2006 preliminary General Fund budget began this past May, with departments each submitting budget requests in June. • 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 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 previous years in which year to year changes are drawn out and justification is provided. • The Department Directors will be in the audience and prepared to respond to any questions the City Council may have about the proposed budget. • 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 6, 2005 regular City Council meeting. Material prepared for that meeting will incorporate direction received at the workshop. ATTACHMENTS: • Enclosed on pages Z throughlZ~is the preliminary 2006 General Fund Budget narrative and line item budgets for each department. Index Proposed 2006 General Fund Budget Page number Introductory Narrative ........................................................................ ............. 3-18 Tax Capacity ............................................................................... .................. 7 Comparison of Tax Levy for Operations & Tax Capacity Rates ... .................. 7 Allocation of 2005 8~ 2006 Property Tax Levies ........................... .................. 8 Comparison of Levy for Debt Service & Market Value Ref Rates .................. 9 Tax Impact of Market Value Referendum Debt Service Levy ....... .................. 9 Eagan Property Tax Impact--History ........................................... .................10 Tax Impact for Average Eagan House Value ............................... .................10 Tax Impact of Levy Reductions ................................................... .................11 Comparison of 2005 & 2006 Expenditure Allocations .................. .................12 Breakdown of Proposed 2006 Personnel Changes ..................... .................13 Tables of Supplementary Sources and Uses ............................... .................15 General Facilities Renewal and Replacement Fund Table .......... .................16 General Fund Fund Balance Table .............................................. .................17 Truth in Taxation Dates ............................................................... .................17 Public Policy Issues ..................................................................... .................17 Per Capita Expenditure Comparison ................................................. .................19 City Property Tax Comparison .......................................................... .................20 Comparative Summary of Revenues ................................................. .................21 Detail of Revenue Estimates By Line Item ........................................ .................22 Comparative Summary of Expenditures ............................................ .................27 Comparative Expenditures by Department by Type .......................... .................28 Department Narratives and Detail Line Item Budgets: Mayor &Council .......................................................................... .................32 Administration ............................................................................. .................36 Information Technologies ............................................................ .................41 City Clerk .................................................................................... .................46 Finance ....................................................................................... .................50 Legal ........................................................................................... .................55 Community Development-Planning/Economic Development ..... .................58 Community Development-Inspections ....................................... .................63 Communications ......................................................................... .................68 Human Resources ....................................................................... .................74 Police .......................................................................................... .................79 Fire .............................................................................................. .................84 Public Works Engineering ........................................................... .................89 Streets & Highways ..................................................................... .................94 Central Services Maintenance ..................................................... ...............100 Parks & Recreation ..................................................................... ...............106 Tree Conservation ....................................................................... ...............116 Building Maintenance .................................................................. ...............122 2 MEMO city of eagan TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 19, 2005 SUBJECT: PAYABLE 2006 PROPERTY TAX LEVY, PRELIMINARY GENERAL FUND OPERATING BUDGET AND BUDGET INFORMATION Meeting Purpose The City is required to certify a proposed payable 2006 property tax levy to the County Treasurer-Auditor on or before September 15, 2005. The primary purpose of the August 23 Special City Council meeting is to review the proposed property tax levy, the preliminary 2006 General Fund operating budget, 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 6 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 2006 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, 2005 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 2006 budget process with Department Director's proposals due to the City Administrator on June 17, 2005. The City Administrator and budget team have met with Directors 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 3 adjust for budgetary items that fluctuate from year to year. Depending on impacts remaining from adoption of the 2005 budget, other service delivery challenges, and 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's continuing financial goal including the objectives 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 again 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. This proposed budget also continues to incorporate the results of the organizational study undertaken in early 2005 to assist the City in determining appropriate and efficient staffing and service delivery models. Implementation of the study results is noted in the narrative of the appropriate departments. The proposed budget also continues implementation of the previously approved Police Department reorganization resulting from the department study to determine the best organizational model for the needs of today and into the future. Citizen Opinions/Continuing Reform Staff has undertaken the challenge of preparing a preliminary 2006 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 future State actions, and a myriad of public policy considerations. Due to the previous City Council public policy decisions in planning for and reacting to these challenges, the proposed 2006 budget provides for a continuation of services at a level that has been satisfactory to the y citizens of Eagan. This preliminary budget continues to be responsive to these circumstances while providing for 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 continue to be 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 questions in budgeting are "what do we do, how much does it cost to do it, and are the results worthwhile?" Although somewhat dated and with a new survey being undertaken, the most recent community-wide survey completed late in the summer of 2002 found great value in the services Eagan provides as demonstrated in the following results: - 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 doubie- 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-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. There is no reason to believe that results will materially change when the results of the new survey are tabulated. 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 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 2006 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 continue to 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 2006 and maintains options for 2007 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 ' l is a copy of the recently released State Auditor's Report for 2003 expenditures showing Eagan's per capita spending lowest, relative to other cities with 50,000 or more residents. • Enclosed on page ~~ 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. 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 of 10.4% from $6,365,659,400 for payable 2005 to $7,025,253,700 for payable 2006. The City will also see a net tax capacity increase of 10.7% from $67,299,402 to $74,500,749. 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 information is demonstrated in the following table. Market Value Tax Capacity Fiscal Disparities COMPARSION OF MARKET VALUE AND TAX CAPACITY Final Preliminary 2005 2006 $ 6,365,659,400 $ 7,025,253,700 $ 77,434,037 $ 85,134,988 $ 7,700,951 (9,812,605) (10,064,239) (251,634) Change Amount Per Cent $ 659,594,300 10.4% 9.9% 2.6% Tax Increment Value (322,030) (570,000) (247,970) 77.0% Net Local Tax Cap $ 67,299,402 $ 74,500,749 $ 7,201,347 10.7% Approximately 16% ($103,890,300) of the increase in overall market value results from new construction with the balance generated through inflation. Tax Capacity Property Tax Levy The City is not receiving any Local Government Aid in 2005 and that will not change for 2006 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 for operations is $21,557,307 for payable 2006 compared to the certified property tax component of the levy for payable 2005 of $20,542,914. That is an increase of $1,014,393 or 4.9% from payable 2005 to payable 2006. Both years incorporate the understanding that the State will give the MVHC to the property taxpayers but will not make the payment to the City. The proposed preliminary budget reflects $1,153,562 in additional taxes to provide full funding for 2006 operations. This information is demonstrated in the following tables: COMPARSION OF TAX LEVY FOR OPERATIONS 8~ TAX CAPACITY RATES Final Preliminary Change 2005 2006 Amount Per Cent Operating Levy $ 20,542,914 $ 21,557,307 $ 1,014,393 4.9% F D Distrib (1,574,174) (1,656,682) (82,508) 5.2% Net Local Levy $ 18,968,740 $ 19,900,625 $ 931,885 4.9% Tax Cap Rate-City: $ 18,968,740 $ 19,900,625 $ 67,299,402 $ 74,500,749 0.28186 0.26712 (0.01474) -5.2% After factoring out the State's non payment of HMVC, net tax resources available to the City to actually appropriate in the budgets to provide services are $19,242,914 and $20,403,745 for the years 2005 and 2006 respectively. The property tax resources for the two years are allocated as follows: Final Allocation of 2005 Property Tax Levy General Fund General Facilities R & R Equipment Revolving Fund Major St Const Fund Mkt Value Homestead Credit Totals (Not Budgeted) Property MVHC Taxes 2005 Budget $ 17,168,300 $ - 121,551 - 821,261 - 1,131,802 - 1,300,000 1,300,000 $ 20,542,914 $ 1,300,000 Net Budgeted Amount of Tax Revenue $ 17,168,300 121,551 821,261 1,131,802 $ 19,242,914 Preliminary Allocation of 2006 Property Tax Levy Preliminary (Not Budgeted) Amount of MVHC General Fund General Facilities R & R Equipment Revolving Fund Major St Const Fund Mkt Value Homestead Credit Totals Taxes 2006 Prelim $ 18,225,400 $ - 127,629 862,324 1,188, 392 Net Budgeted Amount of Tax Revenue $ 18,225,400 127,629 862,324 1,188,392 1,153, 562 1,153, 562 - $ 21,557,307 $ 1,153,562 $ 20,403,745 The proposed 2006 payable levies for the General Facilities Renewal and Replacement Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all increased by 5.0% over the actual 2005 payable levies. Market Value Property Tax Levy (Debt Service) The City's proposed certified levy for debt service based on referendum market value is $1,202,093 for payable 2006 compared to $1,204,823 for payable 2005. That is a decrease of $2,730 or 0.2% from payable 2005 to payable 2006. The resulting market value referendum rate is reduced by 9.6% from 0.0001894 to 0.0001711. COMPARSION OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES Final Preliminary Change 2005 2006 Amount Per Cent Ref Mkt Value $ 6,364,252,800 $ 7,023,853,600 Debt Service Levy $ Mkt Value Ref Rate 1,204,823 $ 0.0001894 $ 659,600,800 10.4% 1,202,093 $ (2,730) -0.2% 0.0001711 (0.0000183) -9.6% The following table illustrates the impact of the market value referendum debt service levy for average value property for payable 2005 and 2006: Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2005 $ 242,605 0.1894 $ 45.95 2006 263,458 0.1711 45.08 Total City Property Tax Capacity Rates/Property Tax Impact In summary, based on the above referenced levies and current estimates for taxable market value, tax capacity, fiscal disparities and tax increment values the payable 2006 tax capacity rate calculates to .26712 compared to .28186 for payable 2005, a decrease of 5.2%. The market value referendum rate for the Community Center bonds debt service calculates to .0001711 for payable 2006 compared to .0001894 for payable 2005, a decrease of 9.6%. The following table of property tax history illustrates the estimated impact of the total levy for payable 2006 taxes and compares the rates and impacts to historical tax rates and impacts for the years 2002 through 2005 on various market value residential properties. Distribution of the MVHC for 2006 is based on consistent levies from other taxing jurisdictions; any change in relative levies will impact the final credit distribution. -1 Eagan Property Tax History City Taxes Only Projected 2002 2003 2004 2005 2006 Tax Capacity Rate 0.31715 0.29912 0.28702 0.28186 0.26712 Market Value Rate 0.0002972 0.0001986 0.0001874 0.000189 0.0001711 Market Value 150,000 $ 444 $ 404 $ 383 $ 375 $ 353 180,000 557 508 483 474 446 200,000 632 578 550 540 509 225,000 726 664 637 622 587 242, 605 Pay 2005 Average Eagan House Mkt Value 680_ 642 263,458 Pay 2006 Average Eagan House Mkt Value 749 707 300,000 1,008 925 885 869 821 The following table illustrates the impact of these rates on the property taxes on an average market value property ($242,605) for payable 2005 compared to an average market value property ($263,458) for payable 2006 thereby adjusting for inflation on property values. City Portion of Taxes on an Average Market Value House in Eagan 2005 Value: $ 242,605 2005 City Tax: $ 680 2006 Value: 263,458 2006 City Tax: 707 Increase 8.6% Increase 4.0% Figures Include Community Center Debt Service Levy The following table illustrates the impact on an average market value property ($263,458) for payable 2006 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. ~O Impact of Reductions in Tax Levy on Average Market Value House City Tax Proposed Amount At Proposed Levy Adjusted of Levy Minus... City Tax Reduction $263,458 Market Value $ 707 $100,000 $ 703 $ 4 200,000 700 7 300,000 697 10 400,000 693 14 500,000 690 17 600,000 687 20 700, 000 683 24 800,000 680 27 Revenue Estimates The preliminary 2006 budget as presented is balanced based on a continuation of the City's established budgeting practices; namely, revenues are budgeted conservatively, but realistically. There are no significant increases to user fees for 2006. The administrative transfer fees from the water and sanitary sewer utilities are increased to move them closer to the actual cost allocation calculation. There is a reduction in the transfers from those utilities for operation of the Central Services Maintenance Facility as some of the services are now provided in the maintenance area of the expanded North Water Treatment Plant. 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. The financing of the City's General Fund operations remains heavily reliant on the property tax as 76% of the estimated 2006 revenue is from that source. This percentage reflects Eagan's situation with little reliance on any State revenue sources to finance General Fund operations. Given the State's approved budget, the preliminary 2006 revenue estimates do not include use of any Market Value Homestead Credit (MVHC). The proposed tax levy has been increased to the level necessary to provide sufficient revenues to operate without receipt of MVHC. This1is consistent with the City's approved budget for 2005. Enclosed on page ~ l is a copy of the Comparative Summary of Revenues. Enclosed on pages Zz through Zlo is a copy of the Revenues By Line Item. Expenditure Appropriations The appropriations in the 2006 preliminary budget total $24,017,500 which is a 4.6% increase from the 2005 budget total of $22,950,400 including a minimal contingency in both years. Outlined in the following table are the proposed 2006 expenditure allocations compared to the 2005 budget; with allocations summarized by major classifications. of % of Change % of Total 2005 Total 2006 Total Dollars Per Cent Increase Persona! Services $ 17,423,600 75.9% $ 18,528,500 77.1% $ 1,104,900 6.3% 103.5% Parts and Supplies 1,399,700 6.1°~ 1,399,900 5.8% 200 0.0% 0.0% Services and Other Charges 3,798,100 16.5% 3,761,700 15.7% (36,400) -1.0% -3.4% Capital Outlay 259,000 1.1 °~ 268,400 1.1 % 9,400 3.6% 0.9% Merchandise for Resale 30,000 0.1% 19,000 0.1% (11,000) -36.7% -1.0% Contingency 40,000 0.2% 40,000 0.2% - 0.0% 0.0% TOTAL $ 22,950,400 100.0% $ 24,017,500 100.0% $ 1,067,100 4.6% 100.0% It is important to note that 103.5% of the proposed 2006 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. The recently State approved increase to the employer PERA contribution requirement is also reflected in this increase. 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. The increase in personnel costs is offset by reductions in certain other expenditure categories. The $1,104,900 increase to the overall 2006 personnel budget for existing and proposed personnel compared to the 2005 personnel budget appropriation are further illustrated in the following table. IZ 2006 Budget General Fund Proposed Personnel Changes Increase 2005 2006 % of Total Budget Proposed Amount % Increase Existing Personnel Regular Employees Salaries/wages $ 12,656,000 $13,185,400 $ 529,400 4.2% PERA 885,500 1,025,600 140,100 15.8% FICA 698,600 742,900 44,300 6.3% Health/Life/LTD Insurance 1,564,800 1,724,500 159,700 10.2% Worker's Compensation 338,000 375,000 37,000 10.9% Volunteer Firefighters comp/pensions 538,200 416,800 (121,400) -22.6% Subtotal -Existing Personnel 16,681,100 17,470,200 789,100 4.7% 71.4% New Positions IT -Network Administrator 96,500 City Clerk -Clerical II (.75) 33,600 Human Resources -Clerical II (.25) 13,800 Police -Officer 66,200 Police -Sergeant 105,500 Fire -Chief (Full-time) 109,100 Subtotal -New Positions 424,700 424,700 38.4% Position Reductions Pub Wks/Engineering - PW Coordinator (80,700) Parks/Rec -Rec Admin Specialist (65,400) Parks/Rec -Parks Planner/Landscape Architect (90,000) Subtotal -Deleted Positions (236,100) (236,100) -21.4% Temporary/Seasonal Administration (Intern) - 17,200 17,200 1.6% City Clerk (Elections) - 68,200 68,200 6.2% Comm Devel (Planning Intern) - 7,400 7,400 0.7% Pub Wks/Engineering (Seasonal Intern) 18,400 19,000 600 0.1% Pub Wks/Streets (Temp/Seasonal) 18,600 21,100 2,500 0.2% Central Svcs Maint. (Temp/Seasonal) - 18,400 18,400 1.7% Parks/Recreation (Temporary/Seasonal) 628,100 623,900 (4,200) -0.4% Tree Conservation 77,400 94,500 17,100 1.5% Subtotal -Temporary/Seasonal 742,500 869,700 110,000 14.8% 10.0% Total Personnel $ 17,423,600 $18,528,500 $ 1,104,900 6.3% 100.0% As noted in the table, the City Administrator's recommended preliminary budget includes appropriations for five (5) additional/reappropriated positions, and the elimination of 13 three (3) positions. Implementation of these changes results in a net increase of two (2) positions in the total personnel compliment and is consistent with the organizational studies. Detailed information about each position is included in the department narratives that follow this introductory memo. The City Administrator's recommended preliminary budget continues the previously approved reorganization of personnel resources being undertaken within the Police Department. That reorganization is explained in detail in a memo attached to the Police Department narrative. Results of the City wide organizational study are also being implemented in the City Administrator's recommended budget and those details are also included in departmental narratives. The scenario as presented in the preliminary budget increases the percentage of the budget dedicated to personal services slightly from 75.9% to 77.1 % continuing to reflect the intensity of personnel costs to deliver local government services. The biannual inclusion of election judge compensation also influences the year to year comparison. Overtime allocations remain at approximately the 2005 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 ZC through J ~ is a copy of the Comparative Expenditures by Department by Type. Enclosed on pages ~~ through ~2~ is a copy of the individual department narratives and line item preliminary budgets. 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 2006 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. Per previous City Council direction the appropriate level and use of the fund balance will continue to be reviewed for potential future modification. 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 IN included in the operating budget have a significant impact on the City's ability to finance on-going operations in a consistent manner. Consequently, consistent with the practice established in the 2005 budget, the City Administrator's recommended 2006 budget includes certain proposed expenditures that have been removed from the General Fund operations and are recommended to be funded from other sources as follows. The department responsible for the expenditure is noted with each proposed appropriation. Public Utilities The City Administrator is recommending that the the following obligation be paid from the Public Utilities operating budget: LOGIS Utiliity Billing Assessment Information Technologies $ 82,400 Total Public Utilities $ 82,400 General Fund Fund Balance The City Administrator is recommending that the the following obligations be paid from the the City's General Fund Fund Balance: Noise Study (Part II) Police CJIIN Project Police Automatic Vehicle Locator HiPP Central Dispatch Start Up Costs Total General Fund Fund Balance $ 169,900 General Facilities Renewal and Replacement Fund The City Administrator is recommending that the the following obligations be paid from the the City's General Facilities Renewal and Replacement Fund: Fire Station # 5 Parking Lot Fire Station # 5 Curb & Gutter Municipal Center Campus Landscaping Police Department Carpet Replacement Municipal Center Benches, Etc. Maint Facility Wash Bay Improvements Maint Facility Lighting Improvements Energy Management System-Police Total General Facilities Ren Part II CIP Administration $ 30,000 Information Technologies 45,500 Information Technologies 19,400 Police 75,000 Fire Fire Gen Governmental Bldgs Gen Governmental Bldgs Gen Governmental Bldgs Gen Governmental Bldgs Gen Governmental Bldgs Gen Governmental Bldgs ewal and Replacement Fund The City Administrator is recommending that the following requests be given consideration in the Part II CIP and compete within that allocation for funding: Desktop/Network Management Software Information Technologies Police Office Furnishings Police Council Chambers/Eagan Room Imp Communications Total Part II CIP Consideration $ 7,600 10,000 25,000 8,000 6,000 2,000 9,900 22, 800 $ 91,300 $ 20,600 18,600 3,700 $ 42,900 t5 Cable TV Retained Franchise Fees The City Administrator is recommending that the the following obligations be paid directly from the City's Cable TV Retained Franchise Fees Fund: Technology Task Force Consulting Svcs Communications $ 49,500 Total Cable TV Retained Franchise Fees $ 49,500 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 aAocation 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 resulting form various State actions. The allocation of the tax levy is proposed for payable 2006 in the amount of $134,129. The following table illustrates the 2005 and 2006 activity in this fund assuming the proposed 2006 levy and appropriations are approved. 12/31/04 Fund Balance $ 294,780 Add: Revenues - 2005 Budget 128,051 Less: Expenditures - 2005 Budget (84,600) Projected 12/31/05 Fund Balance 338,231 Add: Proposed Revenues - 2006 134,129 Less: Proposed expenditures - 2006 (91,300) Projected 12/31/06 fund balance $ 381,060 General Fund Fund Balance The General Fund fund balance as reported in the December 31, 2004 Comprehensive Annual Financial Report was $10,750,543. This balance calculates to 46.9% of the budgeted 2005 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 2006 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 the balance Ib of 2005 and 2006. During the 2004 budget deliberations, it was determined that it would be prudent to eliminate the budgeted operating contingency and to use the Fund Balance as a contingency account. The position of the fund balance is as follows: December 31, 2004 Fund Balance $10,750,543 Minus Appropriations included in 2005 Budget (167,500) Projected 12-31-05 Balance $10,583,043 Minus 35% Fund Balance Target (8,018,640) Minus Proposed Appropriations for 2006 Budget (169,900) Available for Contingency or Appropriation during either 2005 or 2006 $2,394,503 Again, per previous City Council direction the appropriate level and use of the fund balance will continue to be reviewed for potential future modification. 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 years 2003 through 2005 has been $2,000. The levy for payable 2002 was $3,000. Truth In Taxation Hearing Dates On or before September 15, 2005 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 5 and December 12 are reserved for cities until September 15. Given these parameters, December 5 works nicely for the City. The first December meeting has already been scheduled for Monday, December 5 rather than Tuesday, December 6. The continuation hearing, if necessary, could be scheduled for a Special City Council meeting on Monday, December 12 with the final adoption at the second regularly scheduled December meeting on the 20~'. Action will need to be taken at the September 6 meeting to set the schedule accordingly. Public Policy Issues The following are matters of public policy for the City Council's consideration at this time: 1. Truth in Taxation Hearing Dates -- The Council is asked to approve or modify the recommended dates per State scheduling requirements. The proposed dates are Monday, December 5 which is a scheduled regular City Council meeting for the initial hearing and December 12 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 20. I~ 2. Preliminary Tax Levy --The Council is asked to provide direction to staff for the preparation of required material for consideration at the September 6, 2005 regular City Council meeting. 3. Supplementary Funding Sources and Uses Not Included In the General Fund Budget -- The Council is asked to provide a response to the continued use of the supplementary funding sources for the non-recurring appropriations included in the proposed budget. 4. 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. 5. Feedback on Revenue Estimates/Expenditures Appropriations -- 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 edges IS t9 ~Y 2006 Gen Fd revs by line item Comp Sum of Rev Aug 23 2006 BUDGET GENERAL FUND COMPARATIVE SUMMARY OF REVENUES 8/19/2005 2003 2004 2005 2006 Actual Actual Budget Proposed General Property Taxes $ 15,392,252 $ 16,214,910 $ 17,168,300 $ 18,225,400 Licenses 256,801 250,736 259,800 261,600 Permits 1,223,888 1,010,638 1,004,900 972,200 Intergovernmental Rev 703,943 662,375 596,300 595,500 Charges for Services 1,454,632 1,187,572 923,000 1,019,200 Recreation Charges 484,014 581,092 683,200 616,300 Fines & Forfeits 251,042 271,447 281,200 268,300 Other Revenues 208,919 268,989 319,100 350,200 Program Revenues 966,421 1,100,221 1,276,900 1,314,200 Transfers 388,617 369,920 437,700 394,600 TOTAL GENERAL FUND $ 21,330,529 $ 21,917,900 $ 22,950,400 $ 24,017,500 zi 0 0 N '~0 J W ~"' W WZ? (~ ~? J J '"' m ~ m o° w W N t9 z W W ~ M N N O C ~ ~~ a > w a~ ~ c ~ T .~ a~ ~ t7 3 c o > m N ~ 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 0 0 0 0 0 0 0 0 0 0 N r N M 0 CO O N M O tD O O n M 0 00 n 0 0 0 0 M M n 0 0 0 o I ~ O ~C'7 t~ O h o sr OD O M 0 0 0 p t0 CO M O O M N M ~ 0 0 0~ Ch ' r O r to ~ r ~ 7 r O e- ' 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 O ~ O O O O O O 0 0 0 0 O 0 0 0 0 0 0 0 O O O O W 0 r r N ~} pp ~ r v .- v 00 O O O O v to lI) O . i (~ n 0 U' N ~ ~ CO ~ r . O ~ M ~ r M N Z ~„~ . .. ~ .M .. O 2 O O tt r r U 0 N O O 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O 'fl O O 0 0 0 0 0 0 0 0 0 0 0 0 O O O O 0 0 0 0 0 0 O O ~ V A W N~ N r N N M~ r f0 0 0 0 O O O O O t0 iD O N (p ~ to ~A elf h 1+f r ~A N 4'f r O O O ~ i0 P'f M M r r N ~ r r N N Q O M r r N W N N N v ~ ~- W . 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 O O 0 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 0 0 O O M M ~N~~7c0rM~ Nc0 r GO OOOON ~A~O c0n V O) ~A ~ a0 a0 O ~ CO M [D N ~ ~ O ~A n O d' N M d- O CO CO O) r N N n n r r N O 0 N ~ M 0 m ~ ri r ~ GO O M i n cD O O O> 0 0 0 0 cD N r N~ 0 0 0 00 O O O O O r 00 _ m _ MncOOO vMOno M u> no 00 o~nrno ~ r M O 00 O O) 0I CO ~ N c0 d' N c0 v n 0 O c0 r V M O M ao n r c0 ~ ~ ~ (D ~ N n C7 (O N 1n O ~ CO CD ~ in M ~A M N r O O O 7I ~1 ~ +~ _ N O r r N N ~ n op r r N Or N ¢ ~r co O N N t0 V n 0 0 0 O O aD O O O) t0 ~ er ~ r 0 n B O O n 0 O O N N rn n a0 ~ r N~ ~! n n o0 O 3I O N CV O ~ ~ CO (O fV ~ CO O ~j O M M ~ N N ao ~ M O O O O ~ NN N cM''1 ~ N ~ O ~ ~ ~ ~ M C7 ~ O O COO ~ O N ~ a00 o ~ o rn ~ W ~ N N r N ¢ v '- ui r r ¢ U ~ ~ J a O J ~ Q ww_ ~¢ ~aW ~' F- = Z a N ~ ~-~ Z2 W W J a Wd~ ~m Z~~~ ~ ~ 0:0¢ W Ohm waww ¢ w y~ ~ ~ v~ ~ U~~ w w x Q ~~ 0 o W¢¢ 20x¢wmZ rncnv>~w k> U W~ w m w x z O~ H m~_ ¢ m~ V O w 0~¢ w O~ w¢ O I- ~¢w ~~m~~-c~YO¢a~Uo ~' O O H ~ O O! O r N M ~ t0 O m V OI N M O Y! b O N f0 {p i0 fD i0 <p h Z Q Z ~ ~ O ~ ~ '07 VO' ~ OVOQ 'Od' ~ `00' ~ 2Z, ~ ~ ¢ w~ j ~ U H Q d H H m N w aimw p0~ w ~v~a UF=p c~ ¢ ~ (~U >ZZaY OW ~ h HOZZ ~QOa~ o!w¢ O _ ~ _V U ~~~ Z J¢~ W W J ~> W W~ W ~~wc~wX0~~1-~wOH o, m a w rn ~ w U u. LL x n. to C7 O wnapOfr~~fDnONr~O W W O OD Of OI O~ Qi OI O O r r N O O O O O O O O O r r r r ~ vvvavaavvv~avvv 0 0 N O W H W w°z? (' LL J = g m m ~G O W W N C7 Z W W ~ M N 0) CA C ~ ~~ ~ C LL ~ C ~ 0) c~ o > a~ N ~ 0 0 0 0 ~ o o O M O Q7 ~ Cn O f~ ~ o f O H O ~- ~ CO O H O i ~ O O 0 0 W O C~ N O M N~ 0 ~ CA ~ tD 0 0 `~ Q O v = O U O N 0 0 0 0 0 0 0 0 0 ~ O 0 0 0 0 0 0 O ~ O O r O 1!7 p ~ ~ COO ~ N eM'f O o0i ~ ~ ~ N N W 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O r OD M O M ~ fV 00 CV CD M ~ CO 0 . ~ CO M N M N ~ ~ D 0 ~ N m to CO tCJ to f~ ~ N ~ I~ M ~ 00 f~ M f~ ~~ h M h 0) O N •- ~ M M N N O N M~ G~ C O ~ N Q M N M 00 M O N O !~ O O 7 ~' CV N CO ~ h M ~ I of CD vM N M M O N Q D Q ~ W ~ Z ~~ UZOU¢' lA O Wzcnw¢Qz~~ U 0 J~ j?O~wC9~ to C9 C9 t- ¢ F- 1- d O p ~ ~ ~ Y ~ U U ~ ~ ~ Q Q ~ ¢ J J ¢ ~ Z~ai~~aau~i~ +~ ~oe+~~aoo~o~n z azl M~~~~~~~ ~~~~~~~~ vaavvavv \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° 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 M N O h O O O O M O O O M~ O ~ X 0 0 0 Q~ ~ CO O O O O O h N 0 CO O O O O M h O O M tt O 00 ~ O O O ~ M ~A 0 0 0 0 N N N N E M M M I~ M~ ~ n ' O to r 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 O O O 0 0 0 O iA O O v 0 •- O O O r to O M O v O ~ 00 O M *- ~ C~ v N O ~ M N M .... ... ... M ~ ... ... 0 0 0 0 0 0 0 0 0 0 0 0 O O 1~ 000 O~ 0 0 0 0 0 0 M G M 1!7 Crf r r N O O ~ M r O M 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 N m O O O r M O A N~ 0 0 0 0 N N E O M b ti h CD ~ ~ CG ~ r ~- 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 O O O O O O O O O O O O O O O O O O O O X 0 0 O O O O O M A O I~ O ~-- O O h ~ CO O O O O N ~ et •- CO CM .-- M CO 00 O 00 N O `~ M ~ ~ M CO N ~ CO M r r O N O M M M 00 0 0 (D O h M 00 O) to O O N ~O 0 0 0) M O O CO ~ CO ~fY ~ O ~ N M O lA O ~} N O to O h o CO N O 00 M O O ~ tt O~ 00 00 .- .- ~~ ~ M ~ M~~ 00 O O O O r- M N N M N M .- N a0 ~ ~ ~ N P ~ O~ CAD aD 7 ~ to M ~ ~ r O N O O O O O M h CO ~A O 00 O M O 00 P O to ~ M M ~ CO ~ ~ r CV M OOONO ~ M M r M CO _N 7 O O O ~ Cl') ~-- r ~ O M M CO ~ O OD O ~ O O O M N d' ~ O _M 00 OD In t~ N f~ O Cn M N N to O M O O O ~ 1~ ~ ~ CO ~ ~ W ~ U J W W M W W O Z~~ ~¢ W ~ W ~ _ Z W LL JwC9 ~ N ~~a~o wa= V W W U Q Z Z W S~ U Z W W J X D J J U ~ w z W W U O p w ~ U m- g=~ a w 0 a cn w 4aj U W W LL U U w~ p Q~~ Q 0~ 0}~ U 2 0 p w~ U ~w~wwYZ~zaO wai~cwn=~UUF-tAFZUa=ai ~LLwLLC=i°z-'~~za~YwZ~ZC?Woo~~a~oa~o W p~ W ¢~- LLUOwO-J =ZUy~I-Z ywC9OwOz~zwz~wo~~~Z000ww-¢ J»w W UzzzaO F-~0 =wcnUwC_7 ~UmU~~Ow~ ~a~O~~VU' W U¢.=1ZZ W W ZfA~wQUTAUfAOF-~Z =¢J W W OJT W QQ~gg V)W ZZD: WQQOO>J¢W0 v>am~owm~o>aaa¢owwa~F-aaa?¢~a¢ Iff CO h O N M~ tO CO O ~ N M N CO P OO O E M f0 O0 W A N If> CO O O O ~ ~ ~ ~ ~ ~ N N N N N N N N M M e7 ~ M M M~~ ~ e! vaNVNVavvvvvavvvvaavvvaavaavav 23 0 0 N 7 a 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 0 0 0 O) f~ ~ O O O) O M O 0 0 O) OD O~ M O O cD N O N 0 0 0 0 0 0 0 O! O O O c0 O O N C7 N ti O 0 0 0 0 ~A O N O O CM O M r 0 C1 OD 00 O CV M C O O O O O CM O 0 0 CV 0 0 00 (D r ~ ~ M ~ N N ~ M r N N ~ '~ ~ r W ~_ W wz? C9 a J m m °o w W N (7 Z W W ~ M N N al C Q ~ ~ ~ C ~ T a~ ~ c~ c o > d 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 O 0 0 0 O O O O O O O O O O O O O O O O O O O O O O w 0 O r N ~C1 (O O N CO M M M O (D ~ r tf> f0 h ~ O ~ OD (D OO M C7N ~v to r ~rv cMv N~ ~u~(M cM v~ ~ci Z ~ v ~ .~ .,. Q = o U 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 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 O O O O O O O O M N tQ O 01 O a N h tG h M 1!f t!! E N O 00 h Ci r 'a~ O M 49 1~ Of OD f0 O M t0 1lf tG ~ t0 CI 0/ ~= ~ l'9 r ~- ~ N h t~ 00 N r M <O N N N N N N Il> of t0 ~ r r ~ O er M a} r r N M 00 r M r M M N M r C E O r N N ~ W 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 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 O O ~ O O ~ cG OD O M O M ~ r ~ N ~ O) N ~ ~ ~ ~A M ~ 1~ M cD cD M a0 c0 ~~ ~ M M ~ M CV ~ r N 00 h~~ r (`1 00 M O O CV N N ~' N r (O ~ V O~-'I M u~ ~ N N M aO r M ~~ N r M M O ~ N m ~ N O O 1~ O O M O CD r N M 0 to N h N W 0 0 0 O OO ~ O r 0 to N o r f7 h O h 00 (O M CO ~ N O M h r M h O N CD 'ch ~ O h O r CO N 00 IA O tf) O O h N 1~ LL~ N C O tD Cp 0p O T 1~ N O~ N O (D O h r N r h r N ~ 1~ ~ C tt h O r G (~ ~ O N M 1!') N ~ ~ h h OhD r M N h d' M N N r ~ In N~~ N Q M00N h000 N000Oph OQ>o0OpM0000f000MO~~N~O cD~OONO M r M h in GO N O O h ~!'> ~~ M O M O h O~ N O O !~ I~ CO M h O W (D O O M_ OD r (D r O ~ In CO ~ O fD h CO O O CO 1~ O O~ O h N h er ~ N h 00 (h r 1n O N h C~ M CAD ~ N M N O r ~p o0 CD ~ c7 N N CO '7 ~ ~ N r r r~ r (O N N c N QQQ~~I ~- vs z o ~ W ~ ~ Y W W Q Q Z~~ W~ Y ~ H W ~ S IWiH C7 U ~~~ U~ Q a W Q ~W qg !A Z C7 ~ ~ 0 Q J J J SO ~ W Z= w U F- ~ Q LL ~ Z J ~- o~ a aUU m mmm ~'a =Oi--Haz ~~c7~~~ Wa 4. F- Z = J J O J F-C9Z~lnw ZZO~JOJN2 ~ XxQW¢ OO~a Jj ~O QJQ ~~~ JJmO Zafnp"'1 W ~p~„OJ=QF_N ~ ~~ 0 Q Q U V O ~ O} m fA fn fn Q Q}= W~ z J Z J ~ Z W o~ Z m~~ o H~ ttlw~cn}~= Zw~JF-f-F-mm W UtA w_Opaw f=~~c~zg W O_m ~~ ~N W n'JZf-LLH JOJJJJf-wYcn Z~aZOcnUUa ~ x OW UJLL~p-ZmJ JOQ»>OrnU W w~n.WSQ WZQ>F-~-m~tnZZ ~? C~canc¢. ztw-~~~~mm¢¢Q~m=a~aiawvUiuwiaioQwz~t=~mai~ ~'' ~ h0 r hQf Or ~<O~O~~hdOO>ONM~hh01OrNM ~ff~t~ppO~h~ppODf~0pp1O^M~ODO~ m V N N ~ 0 0 0 0 M O M O~~~ O O O O O~ O N O 0 0 0 0 0 0 0 0 p 0^ O~ 0 0 Z Q Z ~ <Y ~ M M M M M M M M M M M M M M M M M M `p M M M M N1 M M M M M M p M 0 1'7 !'4 M M 2~ 0 0 N ao W ~_ W W Z ? (g ~ J = J ~ ~ m ozW NC7 Z W NWN 1i.. M N N O c ~ _¢ '~ E .a ~ ~ ._ ~ c v T LL ~ c p ~~ C7 c o > d N a' 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 cD O~ O N O O O O M O H O to f0 O O O CO O) O O 00 h O a 0 n~ fG O O O ~I ° r O r O N 0 0 0 0 1~ O CV O 1'7 ~ In 0 0 ~ 00 0 0 In r O r 0 to 0 0 0 0 N ~ O N O~ ~ i N O O h O OO h O i N ~ 0 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 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O O O W 0 ~ M 1n v 00 N O t~ h O> O O Of ~ O O O O O O 0 C9 N CD of ~ ao N M 00 N O O N O ~A r O O v N V Z p ~ ~. ... . N r r ... Q . U ° O N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 0 O O O O 0 0 0 0 0 O 0 0 0 0 0 0 0 0 M O O If1 d 0 00 O M O M OD O O 1[f M tC- r OI M O O ICf O O ~O a N 00 M eT r t0 P 1p ~ ~ 10 O O r OD O O ~> r f0 O 1!f ~ Q N N M M N N N N N t'7 O ~ ~ N N W 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 0 o O 0 0 0 0 0 0 0 0 0 0 0 O O O O o 0 0 0 0 01 O M r 0 0 N O O.O O h 0 0 to N O O O O MOO to 0 0 0 ~ ~ ~ CO ~ CV fD N M N sf r 0 W O O r' r O 1Cj ~ to r I~ O M h~ N O N N M ~ r N N o r N N r N r O ~ a N m N 00 ~ O W 7 0 0 O ~ O aD !~ ~ ~A O f~ O O M 00 r r 00 r lly O N ~ 1n 00 N ~ N~ O - M M cc~~ lA O ~ fp In 00 In - M 0 O ~ r~ M M M M N O r ~-- M <n 1n O N M O) O N 7 r ~A O N N ~ (~ d' ~ M (V (D CC ~ N r . 0 M V N r et r r~ r N CV N h ~A r CD CO In r O O I ~ N M N r ~ N N N N N ~ r N N r J¢ 0 0~ 0 O~ O O ~ N N Cp N N M f6 M M t~D ~ tt ~ 00 ~~ N N N QI N N N M~ O r N w _W H > o W H ~ a ~ w Q ~ Uj~ j C~~ _>awcn ~ W o0 O 3 M Z Z U W~ U ~~~ a Q ~ ~ a ~ J ~ ~~~ O w U 0 U a Q Q ~ O¢ Q u m O m= o Q~} m 0 a Q~ a 0 w wU~U=~awa~ ~~aai- 0 U N~ N H J Y W W W Y W zF-OW~~~U= =WAS Oaaa0aw01- ~-~¢F- Uacna~LLZ=O OF-a0 m V CI 000 ~ CNO OMD ~ 000 COO C0D n q 00 Z Q Z 1'00 l00 M M l00 M 10+1 M ~~~ ZS O Ov O ~ N O ~ N O O 01 r N N N w W j N ~ W W ~~LL~ V)R'p~w W~O°'~~ awOw~Q ~?~?w LL O LL U H ~!-F..wwZO fA2(gU W W ~ O J ~ 2 O a O > ~ic~aaw O '- O r r r N N ~~N°ooovml°•~~~oo to 1~ r O h V: r r Ifl OD ~ ~ U7 ~ 10 lA r O O et [D ~ N v ~' a ~ ~ ~~ W X w Q ~ w w ~a> Zf-~Zw h> Z Z W Z~~~~~ ~Za~¢Z~~ww~aw ZF-LL W W~J W O~ Z J a' Z lL J J LL. - Q to WwQWZZ~-'ai~-=LL~a O V W U 2 W ~ a J Y Y ~ W U W ~ a s z~ O H¢¢~ Q w Q ~?fnUQmWQaaQV»J O r 1Cf O r N~ 49 10 h h 00 O ~ r r N N N N N N N 117 tp /0 t0 10 til ttl 1C1 10 tC m 1D t0 t0 10 t0 vvvavvaavavva 0 0 N 7 J W H W WZ? (9~?J m m O W W NC9Z W W 6f. ~ M N .~ m ~Q ~~ d .~. ~ •- T c ~ N ~ C7 c o > N N ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000000 r NO ~ a n NOMOO . . . . . a0 0~ . . c0 y 0000000> c0 ~ 00 ~ MtnOON rn O) 'V o N ~ N ~ .-- ~p ~ ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O ~ O O O O 0 0 0 0 0 0 0 0 O O O O w 0 _ v O O O~~ O) M O er ~ M ~ •- ~ C~ N O M M~ N~ '- N N M ~ ' m Z p M .~ ... V p = c r U O N 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 0 0 0 ~ O H O N N t0 ~ aD O~ 0 0 0 N i0 tp Il9 t0 ~ tp r O e$ tD W ~ O> O O o0 N ~ ~ •! h O~ b M 01 N f~ h N N~ M r r r t[> N M Oi Oa M M ~ O N H ~ N W 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 O O O 0 0 0 0 0 0 O g O O O O O ~ O •- O M CO !~ I~ ~ (D CD O O ti ti ~ In G7 ~ O O~ O ti O ti d' N CD h I~ O N E ~t ~ ~ ~ 7 p '~ M tp N N N N m N 'R O~ 00 N O 0 0 0 0 0 0 0 O N O O O O)NhN~ 00 OOOOOOOOMN N N O) M o') O M B O ~ O cD tD V O M~ O) N O> W OD O ~I N M~ N ~~~ N N 00 ~~~ 00 ~ M M O N Q ' N ~A tnOOG01~ O) ~f 000000M~t N ~ GO 00 0 0 N ~7 r' 'ct ~ ~ M O X27 0 0 0 0 0 0 ~ N cD h GD tD O M I~ to M 7 ~ f (O ~D N In M ~ O 7I ~ O CO 00 ~N tp (`7 O ~ O M N M V (D OCO N~M O DO 00 O M O~ N M~ i O c~t~ N Q N Z U W II-- a0> M z ? gZ to w H O y ~ ~ Z W w W wZ(~ ~ W m ? Q~~~ W Z CpO wp c~,zv~ 2 U owQUm w Qc~ ~~ ~ Q ~ ~ OO~~Zm W ~zZF'z~~m U O ~ a ~ oF-~Q>~-, m~ Uw Q ~?~~~~ QY~J g~ oo-~~cnwQ yZJ ~~Q D ,L w ~ JQa-~oc~ ~ ~ w }m~~-~> ~~ ~ p0 Q~ ao ~Q~~~w~~i-'~0 ~,~ v~ ~ Z 0 ~ ~ ~ O H Z O W= C7 ~ H w w W 2 w U' W w Z J = ~O~~ Q ~~ W Q W ~Q~F=- ~ ~ Q ~ I - =UC9=OU F - ~aU ~cn cncn~DO F-U +' V C 3 ~ M 1Cl t0 ~ O t0 t0 t0 <C Of r O ~ N M Iq t0 P A N ~ ~ ~- ~ ~ r r N N I d Z QZ ~~'7~~~ tf ~~~~a~a~ Zoo 2006 Comparative Summary of Expendkures-General Fund g/1g/2005 Augus123 2006 GENERAL FUND BUDGET COMPARATIVE SUMMARY OF EXPENDITURES 2002 2004 2005 2006 Difference 06 vs.05 Actual Actual Budget Budget Amt GENL GOVERNMENT Proposed 01 Mayor 8 Council $ 117,257 $ 108,380 $ 118,600 $ 124,900 $ 6,300 5.3% 02 Administration 627,147 705,324 450,400 497,600 47,200 10.5% 03 Information Technologies 954,583 907,676 967,600 1,060,500 92,900 9.6% 04 City Clerk 203,025 304,334 231,200 294,900 63,700 27.6% 05 Finance 774,573 767,947 865,000 899,300 34,300 4.0% O6 Legal 353,032 387,499 434,000 4D0,700 (33,300) -7.7% 07 Comm Dev-Planning/ED 600,284 675,317 767,400 813,700 46,300 6.0% 08 Comm Dev-Inspections 835,129 852,828 947,100 998,800 51,700 5.5% 09 Communications 388,988 369,985 437,700 394,600 (43,100) -9.8% 10 Human Resources With Admin With Admin 208,800 240,500 31,700 15.2% Gen Govt Total 4,854,018 5,079,290 5,427,800 5,725,500 297,700 5.5% PUBLIC SAFETY 11 Police 8,337,148 7,735,803 8,781,700 9,338,700 557,000 6.3% 12 Fire 996,845 1,025,744 1,198,700 1,217,900 19,200 1.6% Public Safety Total 9,333,993 8,761,547 9,980,400 10,556,600 576,200 5.8% PUBLIC WORKS 21 Public Works/Engineering 1,174,957 1,108,635 1,314,900 1,316,000 1,100 0.1% 22 Streets 1,282,469 1,352,191 1,452,800 1,453,800 1,000 0.1 24 Central Svices. Maint. 442,683 440,602 458,500 486,100 27,600 6.0% Public Works Total 2,900,109 2,901,428 3,226,200 3,255,900 29,700 0.9% PARKS & RECREATION 31 Parks & Recreation 3,023,997 3,053,375 3,345,100 3,416,500 71,400 2.1% 32 Tree Conservation 318,014 321,180 377,200 408,000 30,800 8.2% Parks 8 Rec Total 3,342,011 3,374,555 3,722,300 3,824,500 102,20D 2.7% GENL GOVT BLDG MAINT 33 Building Maintenance 569,598 583,443 553,700 615,000 61,300 11.1% Total Expenditures- General Fund 3 20,999,729 s 20,700,263 22,910,400 23,977,500 1,067,100 4.7% 41 Contingency-undesignated Total Expenditures + Contingency 40,000 40,000 - 0.0% ~ 22.950.400 $ 24.017.500 $ 1.067.100 4.6% 2~ 2006 budget expenditures by object classification 8/19/2005 Aug 23 version 2006 Budget General Fund Expenditures by Object Classification Proposed Actual Actual Budget Budget 2003 2004 2005 2006 % chanoe GENERAL GOVERNMENT 01 Mayor and Council Personal Services $ 64,265 $ 69,482 $ 77,200 $ 80,800 4.7% Parts and Supplies 150 22 100 100 0.0% Services and Other Charges 52,842 38,876 41,300 44,000 6.5% Total 117,257 108,380 118,600 124,900 5.3% 02 Administration Personal Services 507,937 503,620 353,900 397,700 12.4% Parts and Supplies 8,666 3,227 4,700 4,400 -6.4% Services and Other Charges 110,544 198,477 87,800 95,500 8.8% Capital Outlay - - 4,000 - -100.0% Total 627,147 705,324 450,400 497,600 10.5% 03 Information Technologies Personal Services 214,054 222,255 248,100 372,500 50.1% Parts and Supplies 74,639 30,150 33,000 29,000 -12.1 Services and Other Charges 652,386 655,271 681,300 652,200 -4.3% Capital Outlay 13,504 - 5,200 6,800 30.8% Total 954,583 907,676 967,600 1,060,500 9.6% 04 City Clerk Personal Services 183,478 277,228 206,000 266,900 29.6% Parts and Supplies 236 3,361 - 3,300 Services and Other Charges 19,311 23,745 23,200 23,200 0.0% Capital Outlay - - 2,000 1,500 -25.0% Total 203,025 304,334 231,200 294,900 27.6% 05 Finance/City Clerk Personal Services 636,063 654,853 742,000 789,200 6.4% Parts and Supplies 26,830 27,039 27,000 25,600 -5.2% Services and Other Charges 101,857 85,909 88,000 78,400 -10.9% Capital Outlay 9,823 146 8,000 6,100 -23.8% Total 774,573 767,947 865,000 899,300 4.0% 06 Legal Services and Other Charges 353,032 387,499 434,000 400,700 -7.7% Total 353,032 387,499 434,000 400,700 -7.7% Z$ 2006 budget expenditures by object classification 8/19/2005 Aug 23 version 2006 Budget General Fund Expenditures by Object Classification Proposed Actual Actual Budget Budget 2003 2004 2005 2006 % chancre 07 Community Development -Planning Personal Services 569,792 612,103 714,900 760,300 6.4% Parts and Supplies 4,305 3,072 3,600 3,200 -11.1% Services and Other Charges 26,187 60,142 48,900 50,200 2.7% Capital Outlay - - - - Total 600,284 675,317 767,400 813,700 6.0% 08 Community Development -Inspections Personal Services 779,251 800,308 897,400 949,900 5.9% Parts and Supplies 15,079 13,666 15,000 14,800 -1.3% Services and Other Charges 25,496 31,412 26,900 28,100 4.5% Capital Outlay 15,303 7,442 7,800 6,000 -23.1% Total 835,129 852,828 947,100 998,800 5.5% 09 Communications Personal Services 170,004 169,515 176,100 183,300 4.1% Parts and Supplies 2,189 6,917 1,700 1,200 -29.4% Services and Other Charges 216,795 193,553 253,100 207,000 -18.2% Capital Outlay - - 6,800 3,100 -54.4% Total 388,988 369,985 437,700 394,600 -9.8% 10 Human Resources Personal Services 150,500 173,400 15.2% Parts and Supplies Included with 3,900 5,500 41.0% Services and Other Charges Administration 52,900 61,600 16.4% Capital Outlay 1,500 - -100.0% Total ~ - - 208,800 240,500 15.2% TOTAL GENERAL GOVERNMENT 4,854,018 5,079,290 5,427,800 5,725,500 5.5% 29 2006 budget expenditures by object classification 8/19/2005 Aug 23 version 2006 Budget General Fund Expenditures by Object Classification Proposed Actual Actual Budget Budget 2003 2004 2005 2006 % chans~e PUBLIC SAFETY 11 Police Personal Services 7,493,337 6,961,110 7,805,000 8,389,100 7.5% Parts and Supplies 403,895 330,364 405,100 387,600 -4.3% Services and Other Charges 417,116 421,112 538,800 525,200 -2.5% Capital Outlay 22,800 23,217 32,800 36,800 12.2% Total 8,337,148 7,735,803 8,781,700 9,338,700 6.3% 12 Fire Personal Services 547,775 537,325 680,200 688,800 1.3% Parts and Supplies 133,054 135,292 140,400 150,700 7.3% Services and Other Charges 252,472 245,132 279,900 278,600 -0.5% Capital Outlay 63,544 107,995 98,200 99,800 1.6% Total 996,845 1,025,744 1,198,700 1,217,900 1.6% TOTAL PUBLIC SAFETY 9,333,993 8,761,547 9,980,400 10,556,600 5.8% PUBLIC WORKS 21 Engineering Personal Services 1,090,677 1,057,392 1,243,500 1,241,000 -0.2% Parts and Supplies 14,321 9,854 20,100 16,400 -18.4% Services and Other Charges 58,086 41,389 39,900 49,000 22.8% Capital Outlay 11,873 - 11,400 9,600 -15.8% Total 1,174,957 1,108,635 1,314,900 1,316,000 0.1 22 Streets and Highways Personal Services 749,580 788,524 845,400 884,600 4.6% Parts and Supplies 300,520 321,280 315,100 312,500 -0.8% Services and Other Charges 225,671 242,387 286,000 249,200 -12.9% Capital Outlay 6,698 - 6,300 7,500 19.0% Total 1,282,469 1,352,191 1,452,800 1,453,800 0.1 24 Central Services Maintenance Personal Services 368,197 368,254 387,500 403,800 4.2% Parts and Supplies 26,393 28,598 28,600 26,600 -7.0% Services and Other Charges 44,489 43,750 42,400 43,500 2.6% Capital Outlay 3,604 - - 12,200 Total 442,683 440,602 458,500 486,100 6.0% TOTAL PUBLIC WORKS 2,900,109 2,901,428 3,226,200 3,255,900 0.9% 3~ 2006 budget expenditures by object classification Aug 23 version 2006 Budget General Fund Expenditures by Object Classification 8/19/2005 Proposed Actual Actual Budget Budget 2003 2004 2005 2006 % chans~e PARKS AND RECREATION 31 Parks and Recreation Personal Services 2,213,453 2,208,521 2,457,200 2,475,000 0.7% Parts and Supplies 300,790 327,437 338,800 345,000 1.8% Services and Other Charges 436,728 486,031 496,000 554,200 11.7% Capital Outlay 62,758 .20,989 38,100 30,800 -19.2% Merchandise for Resale 10.268 10,397 15,000 11,500 -23.3% Total 3,023,997 3,053,375 3,345,100 3,416,500 2.1% 32 Tree Conservation Personal Services 224,363 229,283 272,500 295,200 8.3% Parts and Supplies 24,323 27,428 23,900 29,300 22.6% Services and Other Charges 28,181 29,039 39,300 31,500 -19.8% Capital Outlay 22,987 35,430 26,500 44,500 67.9% Merchandise for Resale 18,160 - 15,000 7,500 -50.0% Total 318,014 321,180 377,200 408,000 8.2% TOTAL PARKS AND RECREATION 3,342,011 3,374,555 3,722,300 3,824,500 2.7% GENERAL GOVERNMENT BUILDING MAINTENANCE 33 Building Maintenance Personal Services 113,940 156,014 166,200 177,000 6.5% Parts and Supplies 53,714 42,298 38,700 44,700 15.5% Services and Other Charges 384,605 383,051 338,400 389,600 15.1 Capital Outlay 17,339 2,080 10,400 3,700 -64.4% Total 569,598 583,443 553,700 615,000 11.1 OTHER 41 Transfers Out/Contingency - - 40,000 40,000 0.0% TOTAL GENERAL FUND EXPENDITURES Personal Services 15,926,166 15,615,787 17,423,600 18,528,500 6.3% Parts and Supplies 1,389,104 1,310,005 1,399,700 1,399,900 0.0% Services and Other Charges 3,405,798 3,566,775 3,798,100 3,761,700 -1.0% Capital Outlay 250,233 197,299 259,000 268,400 3.6% Merchandise for Resale 28,428 10,397 30,000 19,000 -36.7% Transfers Out/Contingency - - 40,000 40,000 0.0% TOTAL 20.999.729 20.700.263 22.950.400 24.017.500 4.6% 31 2006 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. 32 2006 Prouosed Budget Summary-Mayor and City Council 2005 Mayor and City Council Budget: $118,600 2006 Mayor and City Council Budget (proposed): 124,900 $ 6,300 (5.3% increase) The Mayor and City Council budget shows an increase of 5.3%. The primary reason for the increase is the rise in personal services, and in particular, an increase of $3,600 in health insurance and a $1,200 increase in property/casualty insurance. The Mayor and City Council budget is unique in that personal 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 2006 Mayor and City Council budget. The following points should be noted in conjunction with the Mayor and City Council budget: 1. Conference and Schools (6476~The proposed allocation for Conferences and Schools is consistent with the 2005 budget 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). 2. Salaries and Wages (6110~The City Council's salary that is proposed in the 2006 budget is the same salary the Council has received since 1996. Currently, as prescribed in the City Code, the Mayor's annual salary is $9,500 and the City Councilmember salary is $6,880, which breaks down to $791.67/month for the Mayor and $573.33/month for Councilmembers. According to the Association of Metropolitan Municipalities (AMM) 2005 Elected Official Salary Survey for cities of populations greater than 20,000 (excluding Minneapolis and St. Paul), the average annual Mayoral salary is $9,693 and the average Councilmember salary is $7,465. Including Minneapolis and St. Paul in the calculations, the annual average mayoral salary is $14,163 and the average annual Councilmember salary is $10,065. Per State Statute, should the City Council choose to adjust the salaries of the City Council, any changes made prior to the elections in 2006 would go into effect in January of 2007. 33 0 0 N T v a~ a 0 a T r Q Q o. ~, ~ ~ (~ O ~ N ~ II O O O O II O ' oD O ~ ~ II I~ N r ~ o ~ ~ ii M ch N ~' ~ II ~ ~ II II II O O O O f.. II O ' OD O c0 ~ II M N r c~ ~ II N m II II II O r O O r J li ~ ' r ~ ~ ~ r ~ O ~ II C7 N M N U ii Q n ii ~~ I M o ~ ~ c~ II~ i O N c o J II r ~ tq O r r ~- I N r I O ~ 11 II M N I N Q 11 Z ~.. rn 'o I w w ~ m ~ ~ C I O ~ ~ oc ~ 1 N I U p I I c 1 o I :r 1 al .~ 1 I ~ ~ ~ ~ I O U O ~ O O O N ' r- N ~ ~i lD ~ N ' t0 O O O ~ O O O r r In N ~ ~ ti ' J_ V Z O V ~ a ~ ~ ~ g ~ Q w ~ .~ ~ z° ¢ z Y > ai w o f- I W O ~ w Q Z ~ O Z a O > w ~ w ~ W ~ ~ ~ a ~ a O Q = ~ w ~ ~ ~~ Q ~a o Q W ~ p ~ O t) Q nl U Q ¢o F- O ~ m U tr Y Q O ~ a a ~ V U Z ~ w -~ oa. ~ Z O F- ~ ~ ~ Q ~ ~ a U W p IWi. ~ a x ~ ~ o O ~ a lui o w ~ ~ w a. w v r 10 r t0 r r r r fD t0 t0 t~ r <O r 10 N t0 N tC M t~ M 10 ~~ 0 0 N Of r CO a~ 0 n 0 a_ o° aai Z ~ ~ E `O E 0 N fA II 11 y W 11 ~ II N ~ ~ II 0 II 1 ~ Il O U ~~ N m II I II J ~~ O ~ II N Q II 11 II M Q ~~ O ~ 11 N U II Q II m aW~ Q G m W Q m o 0 0, ~~ U N N c 0 a d ~ V ~ 1 °~ ~ O U O O O O O o O ~ c+i ~t et et N r t7 N r 0 0 ' er ( 0 ' M ( 0_ ~ c~i N r O N r d' r r O ~ ti ~ ~ O c 0 C O ~ N CA ~ ' ~ M O M t(') O CO N M O r O ~ 1n CO O N P- ~ O O N N c) C O ~ N ~ ~ ~ r r i J I (~ I Z ~I ~ U l i ~ Z Ia ~ ~ ~ J = 0 ~ ~ ~ Z ~ ~ w ~ ~ ' ~ a a ~ o Z X W ~ W ~ ~ Q ~ U Z ~ (~ ~ > 00 W U = w i~ F ~ w Z Z W ~ ~ U O a z g ~ ~ a w C ~ ~ ~ Z V j O O ? ~ U ~ O In ~cf co r- ~ 35 2006 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. • Such administrative activities as maybe 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. • Provide staffing to monitor activities and policies at the MSP International Airport; and provide staff support to the Advisory Airport Relations Commission. • 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 2003 2004 2005 2006 City Administrator 1 1 1 1 Assistant City Administrator / Director of Human Resources* 2 1 1 0 Assistant to the City Administrator 1 1 1 1 Administrative Secretary/Deputy Clerk 1 1 1 1 Clerical Technicians** 2 2 2 1 7 6 6 4 * 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. In 2005, the City's Assistant City Administrator/Director of Human Resources retired. The position was then retitled and filled as Human Resources Manager. The Human Resources division was then transferred to Administrative Services. **In 2005, based on the recommendation of the organizational study, a clerical technician was reassigned from Administration to Human Resources. 3l0 2006 Prouosed Budget Summary-Administration 2005 Administration Budget: $450,400 2006 Administration Budget (proposed): 497,600 $ 47,200 (10.5% increase) The Administration budget shows an increase of 10.5% due largely to personal services increases, including inflationary costs, a 3% wage increase, Job Evaluation System (JES) adjustments, 15% increase to health insurance, 5% increase in general insurance, and mandatory adjustments to PERA. The following are proposed additions to the 2006 Administration budget: 1. Addition of $17,200 in personal services for the remaining 6-month term of the Administrative Intern position. Impact-The City Council approved the hiring of an Administrative Intern on April 5, 2005. The position was hired per the recommendation of the 2004-2005 Organizational Study. The City of Eagan partnered with the Dakota County Community Development Agency (CDA) in hiring the one-year intern, whose term with the City of Eagan will be completed in May 2006. 2. $30,000 originally requested in Administration is proposed to be funded from the General Fund fund balance for Part II of the noise study after the opening of the new runway. Impact-The baseline noise study in advance of the opening of Runway 17/35 was completed in August 2005. Should it be the Council's desire, part II of the study could take place in early 2006 to gather community noise data after the runway has been operational for approximately 6 months. It is proposed that funding for the second part of the study, like the first part, be funded through the General Fund fund balance. 3. $1,200 has been included in this budget to provide some clerical assistance to the Eagan Historical Society. > Impact-This appropriation will provide minimal clerical assistance to the Historical Society to help them with record keeping, filing, etc. 37 0 0 N A v d y 0 a 0 a N N ~ O a Z, a~ ~ ~ ~ ~O E o ~ N (~ 11 II m fp II N ~ ~ II ~ 11 i F- I W ~ o C7 I N ~ I m! 1 O F=- I N U I Q J I N U I Q I d o~ I 7 ~ m j W 3 ~ ~ ~ m a~ }Oor h- N ~. I U ~ ~, 0 ~a y I i of i ~ p I O V O O O O O O oD O O M OD f? O N ~ ~ N M M O ' f00 M d ~ N ~ O M N fD ~ O 11') tf') r ~ tD [C I~ O ~ ~ ~ CO CD ' tp O r- fD N CO C'7 N 00 00 ~ O~ N N C7 In ~ O (D ~ Q~ O ~ OOD ' ~ O OD f~ N ~ .-- N N c+~7 ~ f` O ch O N ~M M ti Z ~O ~ Q~ F y O ~ a o I'i ~ a tIJ ~ W v~'~ C7 Q Q W ~ Q cn ~ g ~ ~ ~ > O W c~n O Q Q W ~ Q v~ W ~ ~ ~ QQ' W a ~ U IL U ~ s J W s w ~ ~ ~ U' J ~ [~ cn 0 Z O_ ~ Z W U w Y O ~ w > Q cOn ~ a N ~ r M ~ ~ 49 1 ff ~ ~ r ~ ~ ~ ~ ~ ~ ~ c o ~ 3$ O O O O O O O r ~ M to r M ~ N ~ M t00 ~ ri 1~ O) tD o0 O ~ r ~ O ' ~ '~7 ' N ~ OMp N O (~C N ' ~ OJ O CD J O W a W w ~ O Z ~ a w ~ _a ~ W J W ~ w w Q ~ a ~ Z J ~ fn 0. ~ ~ U Z ~ U U U ~ °~ W LL i a ~ I i I i ~ w O O O ~ O u. C r r r r N N ~ ~ ~ ~ ~ ~ 0 0 N r W N a O d N N O O d ~. d ~ 0 tD O ~ N fn II O O O 0 C II ~ ~ 7 ~ ~ ' ~ i_ O O ~ ' C O a 0. O ~ jj CO 'at 1( O ~ ~ r ~O N ~ d II n ~ ~ 11 II F" II O O O O O O O O O O W II ~ P ~ ' ' ' ' .-. ' CO O ~ ' CO fD O O C9 jj N ~ II st ~ I~ r ~t ~ u~ m II II O tp ~ O O O to CA ~A N O 1~ an O CA O O O O) CO ~ N O O O ~ N ~ J 11 O 00 ' N ~ ~ ' ~ O N O N ~ 00 ~ N O~ II ~ N CO O r ~ O .- N C7 ~ ti N O N U II Q 11 II ~ ~ ~ ~ ~ 0 ~ ~ ~ O M Q II ~ II O N ' ' ' ( 0^ CO ~" ' O C7 n- N O) lA O N ~ 11 ` Q II 1 II II II II O ~ II J ~ ~ ~ m H W w O U W U O p Q o H J J w ~ c i~ ? ~ ~ U ~ Z ~ (7 ? O ti m m _ O tD ~ II } °o m ii D Q Z Q W U ~ = = F- J °~ Q d Z Y C~ w O Z (n ~ t7 Z = U N I- t~ n II cA > ~. O W W ~ Z ~ Q U ~ ii c ~ w ~ cn U ~ a 2 ~ > O Z F' d ~ U U ~ w O a ~ 0 Z ~ to Q •C II Z W ~ J Q ~ ~ fW j ~ W W uJ ~ Q F- Z ~ O W a, ° ~ vi p w w w ~ Q E- ~ Q w a w z z O II II Q a J d ~ ~ J Q J Q W Q O N Q 0 j J ~ } J Z g W R' ~~ ~~ W a ~ J U U a X ~ ~ ~ I j LL O ~ ii ~ fq O ¢ U W W H ~ W ~ ~ F- to d' J J ~+~+ Z ~ Z ~ ~ Z a J ~ ~ a H ~ a U C7 W C7 ? ~ O U O r M r r O r M Of r M ~O ~ P ~ M Ca0 ~ M M 1t~ M u1 N M 1~ 1[f M lQ I[7 M O 1~ M 1f! CO M tf> iD t 0 O i 0 t D ~ t 0 t D t D t 0 t C t 0 t 0 t C 3~ 0 0 N T JO v d too O a N N ~ O a Z, a> ~ O ~ ~ ~ o ~ N (n II 11 O O +-~ II ~ O tp O O O to ' 00 O N ~A ~ " CO ~ ~ ~ ~ ~ ~ N 1 ~ ~ ~ 0 11 II II O O O O 0 O ~ W 11 O ~ C~ ~ ' c +f ' C7 jj d' r> ~ c+i h O ~ 11 N ~ II et r' O m II ~r J O O M 11 ~ Q II ( p_ C p_ C i ' M Q N ~ II ~ ~ ~ ~ ~ ~ Q II II n II ~ E ~{ v ' O O ~ M ~ eat c+9 Q II C O O O~ II ~ M ~ ~ M ~- ~ N ~ 11 a u ~ ' rn ' C7 ~ m I W 3 ~ w m m }O c r 1- c°r a 1 U ~ C I 0 c y I 1 of a~i ~ ~ I O ~ 1 oll~ ~ ~ ~ ~ O ~ e- O f D O ~ N ~ O '~' ~ O N ' U') O ~ i i .~- N CO z O ~ aq ~ > Q N W ~ Q z ~ z w ~ O Z 0 N ~ z ~- ~ O a ~ ~ w °- > ~ ~ ~ = U U w ~ U rn W O w O O ° z ~ w c~ ~" ~ ~ W oU ~ > ~ F- ~ Z ~ ti W w > y' W g > ~ Z } ~ g ~ O t- z p w ~ W Q fn a ~ U p U z ~ ~ ~ ~ ~ a ~ O ~ ~ w tL ~ V a U J ~ F- ~ ti o ti to = Off ~ w O ego O M ~o H tD m O M ~ O f00 ego 2006 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 Network Administrator (NEV~* IT Specialist Proposed 2003 2004 2005 2006 1 1 1 1 - - - 1 2 2 2 2 3 3 3 4 (NEVI*--A new full-time position of Network Administrator is proposed in 2006 (See next page for additional information about the proposed position). 41 2006 Proposed Budget Summary-Administrative Services--Information Technologies 2005 Information Technologies Budget: $ 967,600 2006 Information Technologies Budget (proposed): 1,060,500 $ 92,900 (9.6% increase) The Information Technologies (IT) budget shows an increase of 9.6% due in large part to the proposed addition of a full-time network administrator. The following are proposed increases, decreases, and adjustments to the 2006 IT budget: 1. $147,300 originally requested in this budget is proposed to be financed from the General Fund fund balance and the Utility Enterprise Fund. Impact-The following non-operational IT services are proposed to be funded outside of the IT operating budget: • The second of the three utility billing assessments is proposed to be paid from the Utilities Fund consistent with the 2005 assessment. ($82,400) • The Police Automatic Vehicle Locator (AVL) Assessment is proposed to be allocated from the fund balance. ($19,400). • CJIIN Partnership ($45,500) -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 S-year implementation plan, with the County and its cities providing the necessary funding. The City made a contribution of $35,700 in 2005 towards the CJIIN partnership. In 2005, the proof of concept for the CJIIN integration hub was completed. The hub will enable law enforcement agencies within the County to share and exchange each others' data. E- briefings and E-forms were also created in 2005 with CJIIN funding, which are web based information initiatives that allow sharing of information from inside squad cars and provide for greater efficiencies in completing necessary forms electronically. 2. A proposed increase of $96,500 for the new position of Network Administrator. Impact-The recommendation for a Network Administrator position in Information Technologies (IT) is included in the 2006 budget, but is suggested not to be immediately filled in 2006 in order to allow for further study of the IT support needs across all City departments. For example, additional study of the IT needs would include a review of potential impacts associated with the joint dispatching operation and the suggestions included in the organizational study to utilize the position of Chief Technology Officer as an added component of the IT operation. It is proposed that prior to proceeding with the hiring of an additional staff person in IT, the study results will be presented to the City Council. yZ 0 0 N CA r v az' N 0 a 0 a M MO 0 d ~ ~ O ~ N fn I~ O O O O O O ~ 0 1 O O ' t~ M ( 0 0) y 1 . ~ 0 M ~ N M ~ O 'C ~ II 0 0 N N N II D. ii L11 ~ II O O ' O N ~ O O p II ~D M r ~ r r CO N ~ m II ~~ II ~ ~ r N N J Q ~ ~~ II II ~ N N 1~ O 00 ' ~ 1~ ~ O O r ~ (O ~ 00 M M O O CO (D ~ 00 O In N O N Q II II 11 oD •- r ~ r r N N Q ~ 11 I ~ ~ r ~ ' CM7 (O M O 0~0 ~ ~ M tt (~ ~ CO O O N Q I II II II ap ti ~ ~ ~ 01 N `- O ~ ~ r N O O ~ N ~ .- O O O ~ O ao r ~ N ~ ~ ~I ~ O ~ 00 ~ CA eM r0,~ ~ 00 ti 0 N ~ (MO ~ 00 ~ ~ Z Q O U o ~ °O N ~ m ... E m p O ~ V 47 o V II II II 11 II II ~- ii ii ii II II II ~~ Il ii ~ c Z ~ H ~ a G ' g w w C7 ~ Z Q w Q m ~ ' d' ~ g ~ > O ~ Q O w w C7 ~ Z Q w Q v~ p W Z ~ p v ee~~ w a U , U ~ = f/1 Z x W _ ~ ~ ~ w ~ Z O J ~ ~ m ~ o ~ ~an Z ~ O ~ w `1 O ~ ~ U ~ ~ J z ~ W a W ~ d ~ cn w U tui O J W C~ ~ U Z W Z Q ~ a W ~ Q " O ~ ~' hW- p 4. O U ~ Q cn Q a LL ~ w J ~ cn O N O N r N ef' ~! O O O r r M ~ ~ 1C~ ~ ~f! 1fl r C9 fr r r r r r r r ~- r N N N t0 ~O tG ~O t0 t0 ~O tC ~G t0 tD <D 43 0 0 N A O 0 I[1 .o a~ 0 O M M O O .. ' ~. ~. N ~ (O N fq .r C ,~„ II II II O O ~ O O O O O M O O r- O O ~ O O O O O 4L7 ' O O In O O O O O ~- ' O O O O O M O G1 ~ y ~ II II ~ r- ~ O ~ (p N ~ ~ cD ~ ap M ~ N ~ N ~ 11 II ~ II II W ~~ II O O to O O O O O ~ O O M O O ~ O O O O O O ' O O N O O O O O ~ O O O O O O O O tC ~ O ~ II `" ~ N ~ N tC M N a0 N m II II II ~ O Q ~ ~~ 11 ~ O ~ d ~ N N ~ ~ d ~ O ti ~ O ~ M N ' O O O O N V Q fl M O N r (a a- M ~ ~ II II Q ~ 11 11 ~ -~ O (gyp h CEO N N M O O st 00 ' O d' ' ' ' ti ~t ~ N O N V Q II II ~-- Op <O O ~ N r (D M M 11 If II II II ii n- = t- w a a W .. ~ ii ii Z w ~ w ~ w H J W ~ ~ C7 z Q ~ m' ;; Z ~ C7 w Q O W m ~ ~ w ~ ~ ,I u _, w z ~ a = v~ ~ o ~ ° ~~ M ° ~ °z Q w w ~ a ~ o Z v o X w Y o z o U N a ~ c n w > ~ U > LL U v O a ~ } ~ Q Z o p a W ii ii ~ w ~ w ~ U w Q H p w w U w 0 o z Q H z m o ;; i~ ~ z0 = ~ rn ~ w ~ zo = z ~ g ¢ z ~ ~ Q v ~ Z ~ ~ ~ II a J x ~ J O I-- O ~ ~ w z ~ O ~ Z ~ Z O v II ~ H ~ ~ ~ ~ a tw- ~ a J U o ? pU V ~ H v ~ 1~ !~ GO ~ M O In M r 1n M N 1n M 11'11 M 1<7 IA ~ O t0 ~ ~ 00 ~ tp f~ ~ P h ~ 00 1~ ~ 1~ t0 ~ Of t0 ~ tp t 0 t 0 t 0 10 t 0 t 0 t 0 ~y an 0 0 N 1 r v a~ rn 0 d O a M ch o° ~. a Z, a~ ~ ~ ~ °o ~ N fn C 11 Q) yy I1 co ON ~ ~ I! ~ II II W ~ C7 ii G ~ II N m II 11 J jj O ~ II N Q II II --1 II O ~ ~I N Q ~ ~ W ~ m 0 m O E tG ~ } o ~ F- ~ Q U N a~ o~ a a~i a~ ~ i m v ! O U W Q U F- Z O Q Z W ~ U w Q p 2 0 1 co I co N N ~ ~ ~ i ~ N N N M r r f- Z W a w w ~ ~ ~ ~ Z x = g ti ~ w ~ ~ ~ LL O Z U Fa- ~ ~ a tL O U 0 0 c'~o ~ /o m 45 ti CO M ti O M H Z W a w 0 H J H 0 O 2006 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: • GeneraUAdministration • Property/Casualty Insurance • Elections and Voter Registration • Records Management • Licensing The personnel for the City Clerk division is as follows: Personnel Proposed 2003 2004 2005 2006 City Clerk/Admin. Svcs. Coordinator Clerical Technicians (NEV~* 1 2.5 1 2.5 1 2.5 1 2.25 3.5 3.5 3.5 3.25 *One clerical technician had been temporarily reassigned to the Parks and Recreation Department since 2004. Due to the success of the reassignment, and the fact that the technician continues to be able to offer support during the election season, it is proposed that the clerical technician be permanently reassigned to Parks and Recreation. (NEVI*--One .75 FTE Clerical Technician position is proposed in 2005 (see next page for proposed position responsibilities). ~~o 2006 Proposed Budget Summary-Administrative Services--City Clerk 2005 City Clerk Budget: $231,200 2006 City Clerk Budget (proposed).: 294,900 $ 63,700 (27.6% increase) The City Clerk budget shows an increase of 27.1 % due in large part to election costs for 2006 and the proposed addition of a .75 FTE Clerical Technician position. The following are proposed increases, decreases, and adjustments to the 2006 IT budget: 1. Addition of $68,200 to hire election judges for the 2006 elections. Impact-Approximately 350 election judges are needed in the City of Eagan to assist in carrying out elections. The cost of election judges and necessary election supplies make up 23% of the City Clerk budget. 2. Addition of $33,600 for a new .75 FTE Clerical Technician. Impact-In 2005, one Clerical Technician was permanently transferred from Finance to Parks and Recreation. Additionally, in early 2005, per the recommendation of the Organizational Study, one of two Clerical Technicians in Administration began providing significantly more support to the Human Resources Manager and there continues to be a need to utilize this position 100% of the time in Human Resources. As a result of the two transfers and the ever increasing demands for Human Resource support, one new Clerical Technician is proposed to be shared by the City Clerk's division and Human Resources (3/4 time-City Clerk, 1/4 time-Human Resources). The new Clerical Technician is proposed to meet the following needs: • Records Management and Retention (e.g. document imagining) • Back up receptionist duties • Election duties • Clerical assistance to Administration and Human Resources • Web editing • Eliminate the need for existing overtime pay y~ 0 0 N A v a~ N a 0 n `* o n Z, m ~ ~ E `O E o ~ N~ II 11 ~ y II O ~ ~ II N y ~ II ~ 11 II ~ II W o p II N = II m 11 II 11 O I-' II N Q ii II ii p ~ II N Q ii N ~ W ~ w o m O c o Q, U N ro c ' o I i nl I ~ p I a O U O O O O O O O O O OD '~t c0 ~ ~ tOC r ~ N r O O O O ~ ' ~ ' COO N L CO N r O O fT O O rn ~A O> N et M N '~t cr! 1~ O O o~D fMD_ ~ O OM1. ~ND_ N c'q aOD C'7 C7 C'1 ~ r- 01 ~ r r r r N N O tD f~ O O ~ W 'V' ~ ~ O O ~ cq OI ' CO O N 0 ~ 0 f N o 0 t '1 0 P N ('7 N r O M n t A O D et ' ~ N r } ~ ~ i J '~ ~ ~~ c ~ I- ~ Z W ~~ W o a' ~ W w a ~ ° z Q w ~ gQ cn g ~ w ~ w ~ > O ~ f J a ~ w a ~ ~ z Q w ~ Q cn ~ o ~ w I- w ~ > O w a o ~ O O ~ w a U . w U z ~ Z __ ~ ~ w ~ ~ -~ ~ _~ ~ o Z ~ W g O U u~ ~ Y O ~ ~ ~ ~ w ~ Q z O w a w a a ~ U O J ~ Z w ~ a ~ O z 1= ~ O W a ~ N z O H w z H' Q ~ w ~ v~ w_ J ~ ~ r tD r r t0 C09 r t0 l'7 r 10 ~ ~ t0 ~ r t0 ~ r t0 4N'1 ~ 10 }} ~ ~f1 ~ tD 1~ ~ tG r N t0 N N t0 N N t0 4R N O C7 tT a 0 0 N W •-- v m pN 0 a v~ o° a Z, d ~ ° CC O ~ N Cn y ~ I o E ~ ~ I N a d I ~ ~ I ° ~ I W p ~ I I N ~ m i J II p ~ II N Q II II J II O f" II N Q II Z F ~ I W W ~ ~ ~ ~ ~ d O ~ r o o U N ° ~ I Q I nl ° I ~ O 1 O U I ' N ' f00 ~ ' O M ~ O M r r ~-- C7 r O O O O O O ' .- ' tD c7 ' V ' r r M ~ r ~ r OOi ODD O N O N ~ f) C~7 tOp N c+7 ~ cC aD c'~ O ' 00 ~ N r Op O M l<) ~ ~ ~ ~ ~ O ~N ~ c'o fp ~ r ~ ~ r M O r 1 U I J w O ° w I Y U U _U j W ~ Z U W ~ U ~ I J U' W 0 O U Z W ~ 2 j V ~ Z fn I- Z_ Z O ~ U U a ~ z U Z a a a ~ ° w ¢ O m ~ ~ = O ~ v w O a a ~ ~ ~ N U U w I O U F- J W ~ fn Z m ~ W U Z ~ Q ~ U W OW V ~ v=i z z ~ ~ vi Q ~ O V Z W w ° O Q W ~ X o g Z Z g w~ a~ W~ ~ J ~ W H l a ~ ~ J ~ ~ U Z (aj w 2 Z = 1 G ~e~p~ a U ~ ? ~ U ~ 0 O ~ O tG iD t0 tD tD t~ tD ~G t0 tD t0 \° ~ ~ ~ II ~ N ~ •- ~ II N II II O O II O II O O N II N N II N II 11 11 ' ' co II C7 II II t0 II i ~ M II O II N II II F- Z W a_ w a ~ w ° Z - Ya, ~ } W J Z F- U ~ O w Q U U F- JQ ~ Q O O U F- t~D m i0 N O N N O f0 a 49 2006 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: Proposed Personnel 2003 2004 2005 2006 Director of Administrative Services 1 1 1 1 Chief Financial Officer 1 1 1 1 Accountants 2.75 2.75 3.75 3.75 Accounts Payable Clerk 1 1 1 1 Utility Billing Clerk 1.5 1.5 1.5 1.5 Payroll Clerk 1 1 1 1 Special Assessment Clerk .5 .5 .5 .5 8.75 8.75 9.75 9.75 5~ 2006 Proposed Budget Summary-Administrative Services--Finance 2005 Finance Budget: $865,000 2006 Finance Budget (proposed): 899,300 $ 34,300 (4.0% increase) The Finance budget shows an increase of 4.0% due largely to inflationary costs, including a 3% wage, Job Evaluation System (JES) adjustments, required PERA increases, and a 15% increase to health insurance. The following are proposed additions and reductions to the 2006 Finance budget, as well as changes that could have a significant impact on the service delivery of the division: 1. Reduction of $10,000 due to the retirement of the City's Financial Consultant/CPA. Impact-Gerald Wobschall, the City's long time financial consultant who did a significant amount of work with special assessments and development changes, will be retiring in 2005. The $10,000 reduction in the finance division represents the portion of Mr. Wobschall's fees that came from the general fund budget. Upon his retirement, his activities will be absorbed by the accountant position added in the 2005 budget, and other existing Finance and Engineering staff. ~~ 0 0 N T m O a n ~~ .~ o d Z, N ~ ~ ~ o E N (n N Q W v Q ~ m' W ~ c o ~ o a U N d 0 II O O O O O C _ II ~ y II M O ' M CO ~ O CO o E 3 II t>7 ~ M ~ Op M ~ ca N ~ II N ~ II 11 11 w ~ ~ O ' ~ ~ ~ N O II aND ~ M ~ ~ M N ~ ~~ ~ m II II J II N ° O CA G D !~ 00 °O ~ ti ~ ¢ ii o n ~- o c O rn ~ v ~ O ~ II ~ ~ ~ cD _ ~ r (V N ~ N M ~ U 11 Q II J M ~ ' M ~ ~ O ~ ~ M = II ~ ~Y GD CO (O ~ ~ •-- N M C N U II to Q II C O a I D N V ~ U O N O ' N ~ ~ ~ GOD N M r` n I ~ 1 ~ a 1 W z I Z 1 z ~ I ~ W O W ~ w ~ Q ~ ~ ¢ v~ ~ O ~ w ~ > O W ~ w ~ Q N w Q Q to o z ~ O O UQQ W a ~ i w Z ~ Z = J w _ i ~ ~ w ~ O ,1 ~ J m cn o Z O aj ~ 0 ~ W ~ O ~ ~ w ~ ~ Q Z (~ W a ~ ~ ~ ~ ~ r r ~ t 0 t 0 t 0 t 0 t 0 t 0 t 0 t D iD Sz O O O O O O ~ O ' Gp N N ~ ~ ~ n O ~ ~ ~ ao v N W ' N P ' CA N N O N Cn M 0 N J ~ Q a ~ W to ~ a w p Q W ~ Q ~- Q ~ <n c 7 ~ a z W W Q ? W W Q a O a Q w ~ v i w ~ _ ~ ~ ~ ~ ~ U Z CJ w tq ~ ~ f- w U U ~ = W ~ a a = O O ~ O ~ U c n O N O O N O N N N N N N tD t0 tD t0 ~O 10 M 0 N O) l0 a 0 0 N O r O a O a ~~ o° d Z+ N ~ ~ E a E N fq Z ~ H ~ v W Q ~ m W ~ c o ~ 0 0, U N N jj O O O O O O O O O O O O C II N ' M ~ M ~ ~ tOC) ' 000 ~ ~ N ~ ' ~p ~ ~ II ~ N ~ O ~Y _ 1~ 00 CO ~ ~ O ~ ~ N ~ ~ II a ~ II 0 II 11 ~ 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 W jj M O M N N ti O? ch M N N ' ~ O II CO O ~ ~ h 00 CO ~ ~ ~ N m II II II II O O 07 ~ ll7 O O O a0 O ~ O O IA O O GO ~A Q1 ~A 00 OO OJ f~ Q~ N M Q II ~ N 'C c0 CO N In t0 ' N ('7 ~ N t0 O I--~ II O ~ ~ ~ M ~ ~ ~ N ~ ~ N Q II n J II II O O CO I~ f~ ~ fD O O O ~t N ~ O O O (O N (O e! _O O N to O ~ 7 Q II M M O ~ O N ~ M ' O O M N ~ O H II ~ r ~ ~ cM O ~ Oi ~ .- N Q II 1 U ~~ W W ii LL H Z W II ~ II ii C9 C7 Q. m (n N ~~ = W V > ? Z 5 ~ J ~ II Z J Z fn 0 Q ~ 2 fn ~ Q Il a " z ~ o ~ w Y ~ w z z a a W s ~ U ~ z W ~ U w ii LL Q j a ~ Z ~ W Z w ~ ~ ~ ~ II ~ Z W 0 W F- W Z ~ ~ (7 ~ •°• ii H Z v) ~ w Z d Q O w Z j Z ~ W z ~ ~ a w ~ y Z Z W ~ O ii ~~ ~ Z ~ Q ~ ° Z g J Z w Z g ~ ~ Q Q ~ ~ II ~ H Z ~ W ~ J ~ J Y U Ll. Q (n O O U II W 0 Z ~ J W ~ -~ Z ~ Q a U ~ ~ Z ~ (~ W o Y 0 o Q u. a I - a U ~ ? i ~ ~ ~ ~ iD hh P~ 49 O 1t~ i0 h 1 f f t 0 1~ Of M ~ ~ ~ y ~ ~ M M a ~ ~ } ~ } ~ a a tp t 0 t 0 f 0 i 0 t~ ID f 0 I 0 fG M O N N O (O a 53 0 0 N 01 N a `~ o 1 ~. ~ ~ ~ E co E o ~ o~ II ~ O ~' ii E cD ~ ii N N ~ II ~ II II F... jj 00 ~ W ° ~ O II o N ~ II m II i II O O O ~ II ~ 0 V II Qj 117 ~ N Q II u II -~ II O ~ ~ Q II M N 07 ~ II ~ ~ ~ N U I I Q II I u n ~ rn I I I i I I I i w ~ w Q O m i i U > ~ ~ m ~ O E i u i V Z w cn ~ U s U ~ o ~ o i i Z Q ~ H O Z (~ N ~ ~ ~ ~ ~ LL ~ Z O Q c~ ~ i °-' i i c i !- ~ U w W U i i ~ O Q W ~ a~i v i o i i ~ Q U ~ w Z W z to ~ w O U 1 1 D O ~ O In M of (O fD tD II O O M II ~ _ ~ co `o rn ii ~ II II II II O O O jj ~ ~ ~ II ~ ii 11 II II ~ ~ ~ 11 ti II II II u N ti II II N 00 O, ~ H Oi Oi ~ 11 f• ~ II ~ a Z w w o ~ Y a ~ C~ J ~ }U C9 F- ? U _ } w Z H U Z ~ O z_ W Q lL U F- Q ~ Q O O U H 0 so t0 Sy M O f7 N N a 2006 Proposed Operating Budget Legal Services LEGAL SERVICES 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 55 2006 Proposed Budget Summary-Leal 2005 Legal Budget: 2006 Legal Budget (proposed): $434,000 400,700 $ (33,300) (7.7% decrease) The Legal budget shows a decrease of 7.7%, which is attributed to there being no hourly rate change in prosecution services, a proposed 3% hourly rate increase for civil legal services, and a 15% decrease in expenses associated with prosecution services to more accurately reflect historical expenditures. The following are brief summaries regarding the budget impact of the two legal services being offered: 1. Civil Services-Proposed 3% hourly 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 City Council and APC meetings. Legal fees pertaining to development projects are paid out of developers' escrow accounts and have no General Fund impact. 2. Prosecution Services-No proposed hourly rate increase. Impact-The law firm of Grannis and Hauge, which provides the City with prosecution legal services, has not proposed a rate increase for 2006. The costs that the City pays towards prosecution services are partially offset by revenues generated through prosecution fees, fines, etc. J1 0 0 N r O I I +-~ II C .,,, II O ~ 7 II ~ II W N 0 ~ II ~ W jj O 0 11 N ~ ~~ m II II II ~ J II O Q N I- jj Q II II II M Q jj O = II N H 11 Q ll O O f` O O d' O O d' M O O O O O O V M O ~~ o O ~~ 1~ ~ II I;' ~ ii O I O I ~ I M ~ ~} I ~ v- ~ II M M M II II O O 11 ~ II M M M II II O O O O O O O O f~ O O f~ r cr ~ O CDNNO O O O O O O O O f~ N OIL r N N ~ O M ~ O d'NNO ~ h t0 ~ 0 0 1~ 1~ ~ ~ O M ~c~~M t~NrO M O ~ ~ ~ N M ~ ~ O ~ L Uw., ~ U ~ E- N O a 'd N N O n O n cD ~° O O d ~+ ~ E co ~ N fq a~ Q W ~ W G m 7 O~~ o ~ o a U N a> O c~ 0 1 n ~ I a> I 0 I 1 ~ p I OU iQ ~i t9 w i J 0 ~~ 'Z W Q d J W Q O ~ W J M w c~ Q ~ = Z U W Z ~ Q a ~ W w o U > Q ~ O W W ~ J 2 Fa- ~ O m v m R m J O C O Y ~a m m 57 2006 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 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 Community Development Director City Planner Planner Office Supervisor Planning Aide GIS Technician Code Enforcement Technician 2003 2004 2005 2006 0 .5 .5 .5 1 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 2 2 3 3 8 8.5 9.5 9.5 5~ 2006 Proposed Budget Summary-Community Development-Planning/Economic Development 2005 Planning Budget: $767,400 2006 Planning Budget (proposed): 813.700 $ 46,300 (6.0% increase) The Planning/Economic Development budget shows an increase of 6.0% due largely to inflationary costs, including a 3% wage increase, a required increase in PERA contributions, and a 15% increase to health insurance. Personnel costs make up 93% of the Planning budget, and therefore, inflationary costs contribute to over 75% of the proposed budget increase. The following are proposed additions to the 2006 Planning/Economic Development budget, as well as changes that could impact the division: 1. Increase of $7,400 in Temporary Personnel and an increase of $4,500 in Professional Services to begin planning for the mandated 2008 Comprehensive Guide Plan Update. Impact-Included in the budget is $7,400 to hire a summer intern to perform a "windshield survey" of every property in Eagan. This type of survey was completed by an intern during the last Comprehensive Guide Plan Update and provided very useful. The survey would be beneficial in identifying specific land uses on every parcel and identify the condition if every structure/parcel. The proposed allocation of $4,500 in Professional Services is proposed to begin preliminary work on the 2008 Comprehensive Guide Plan Update. 59 0 0 N II O O O O O II ~ ' OOO M N t~ C h ~~ CD ~ ~ II ~ O M ~ ti O ~ ~ II N ~- ~ II Q ~ II ~ I CO n It I ~ ~ I M ' ' N ~ ~ O W r N r In ~ O II M 'cl' f• O Q ~ ~ C V m II II II O M eF l!7 r !~ lf') O N J r O ~ ~ ~ Q II N ' ~ C O ti O H II O O N M ~ .~- M ~ p j p N U tl d- CD Q II II It ~ ~ O N O a0 O O CO N J II ~ ~ ~ M O 0 ~ ~ ~ M 6 i O = ~ N ~ ~ ~-- M II ~ ff N Q II ii ii ii ii u Q~ W -o ii }' ~ Q G m ii ~ ~ g ~~ m ~ {. Z z ~ ~ co ~ ii Z O ~ Z U N ~ ~{ a to ~ ~ ~ Q ~ c ° ¢ ~ g Q ~ W I- U (~ W W U o II f- ~ ~ ~ Q Z Z Z ~ O ~ ~ > ~ aVi ° ~ Q ~ Q ~ J t=/) ~ ~ ~ O It n g Q ~ W W ~ ~ W O ~ ? _~ ~ J Q Z N U N II a ~ g g QU _ ..J W a O U ° ¢ > ¢ W U W ~ to O ~ ,, c 0 cn O ~ a -L x ~ o ~ a 1 ~, ~ r M ~ <T ~} 11Y IN[f 1(> YOy O~ CD r CO r CO r Cp r CO r CO r r r tD t0 CD r CD N V1 O O O O O O O O ~ ~ N et N N r O tOfl ~ N ~ N N T O ~ In ~ ~ ~ CD N M CD COD 'V ~ N N ' M ~ Q' J 0 ~ w ~ ~ ~- z ~ a a w g ~ O z d Q W Q ~ Q ~ ~ w ~ "~ a w Q w Q a O ~ a z Q w ~ ~ = z ~ O u i a ai z W W W ~ ~ ~ J U U U W [0 ~ O O O ~ O ~ O r N O O r r N N N N N N N C O t D C D t 0 C O C O t 0 N C9 a 0 0 N 01 II O O O O O O O O O O O O O Il O O O O O O O O O O O O O ~' II C M ' N ~ ' If> 11') N O O If> ~ ' N ' tD O _ II ~ h M ~ ~ ~} N ~ ~ M II cD ~ ~ II O ~ 11 N ~- ~ II ~ 0 II II u II o 0 0 0 0 0 0 0 0 0 0 0 0 ~. II o 0 0 0 0 ' 0 0 0 ' 0 ' 0 0 ' 0 ' 0 II W M ' c0 M O ' In Il ) N O ~ U ) l! ) O) N c0 ~ OD ~ O ~ 11 ~ t* N M N ~ tl II m II II II II M 01 N O N O l!') Gp r" ~-- O In O CD O J ~ O N ~ N ~ ~ ~ ~ Q II e 7 t N O ' C D ~ ' O ~- ~ = 1 M 00 0p ~ _ M I•7 f0 ~ 1 N U II 11 Q II II II II .- ~ O CD O N CD O ~ ~-- O (D I17 J N O O 11') O t7 N M .- ~ O ~ ~ Q ii M N M ~ O tC> N ~ ~t N ~ ~ ~ ' aO GO ~ r ~ r 117 In ~ O H II N Q II y II ~ W ~ II w ~ m ~~ ~ ~m 0 ~ ~~? W 0 ~ {~ g U N ~ u a Q Z o ii ~ H n ii Z W Z Q U Q d. ~ II ~ Q' J ~ a~i .. ~ ii a ~ ~ W m o U~ 'a U ii W °~ w ~ Q J a n O u ~ ~ ~ o 0 N ~ N N p ~ tD t0 N ~ Q~ ~ W. J w U U Z m m Z ~ o g g W J Q Z ~ m Q ~ F- O W U otS W Y W Z W W ~ !U W ~ ~ a ~ w U as a ~ U Z ~- ~ z X Q ~ ~ O W Z ~ a ~ ~ Z off W O Z W ~ ~ a W d ~ ~ Z W >Y U W W Z ~ W ~ O ~ w ~ ~ ~ = LL JQ ~ g O W Q w w w ~ O ~ ¢ O p a a a ~- ~ a U C9 ? ~ cn ~ U ~ O M t0 f~ 00 e+7 1!f O 1!7 1[f e0 h e0 (~ r r ~ ~ ~ Il'f 1A -~ OD N N 1!! 1~ P- tM0 iMD i~ tD tMD t0 i0 t0 <D ~ ~ ~ taD cod N N a (6 a. 0 0 N D II O O O O O O O II c ~ p ~ N ~ ~ II C O O ~ ~ ~ i ~~ O ~~ d E ~ N 117 CD ~ ~ II u n o ao N ~- °~ ii ii m ~ ° ii ii ii ~~ ~~ ii °o °o o °o o° ~~ °o ~~ I j 11 IL7 II v h '- ~ p ~ ~ ~ O ~ ~ ~ II 11 O N ~ O O ~ ~ O ° II N ~ II II ~ 11 m II II U I I II II O ~ II ~ I J a II ~ I f> GD ' ' ' ' ' N ~ r ' ' I f'7 11 ~ ~ II r O If7 II N Q II O II ~ II II II 11 11 ~ O ~ II J a II 0 0 c'7 N O ' ' O t0 ' ' 00 r ' 00 II N II ~ O II ~ r C"7 N p II c ~l U n co u a ii u ii n ¢~"~ W Q C m O m N ~~~ o ~ _ o U N N ° '~ N y a 0 a ~ ~ .~ o i Z, .D ~ t] ~ O ~ N fn c 0 n U N d ° ~ O .n U O I H J I I Z ~ U 1 2 W W F- U w W I V Z ~ ~ ~ ~ a ~ Q J ~ O ° cn w c%i m U U a~ a a c~ ~ a g~° ~- z ~ O ~ a z a W p ~ ~ U ~ U w OU W ~ m w Y w ~ 2 w U ° ~ d Z ~ F- } U > I~ Z a Z~ z~ I Q a z w m ~ ~ ~ z cn W ~ a cn ~ O ~ O Iw.. ~ I v ~ W w a p i ~ Z 2 I H ° ~ > w O F- ~ O ao o~ o n v 'n .- o> ~ ~ ~ coo ~ ~ ~ ~ CoZ H Z w z ° w ~ Z a g z Z w ~ a ~ ~ J w O U ~ 0 r` 0 t0 M N rn co 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: Personnel Proposed 2003 2004 2005 2006 Community Development Director Chief Building Official Senior Inspector Inspector Clerical Technician Fire Marshal Fire Inspector 0 .5 .5 .5 1 1 1 1 2 2 2 2 4 4 4 4 2.75 2.75 2.75. 2.75 1 1 1 1 1 1 1 1 11.75 12.25 12.25 12.25 Co3 2006 Proposed Budget Summary-Community Development/Inspections 2005 Inspections Budget: $947,100 2006 Inspections Budget (proposed): 998,800 $ 51,700 (5.5% increase) The Inspections budget shows an increase of 5.5% due largely to inflationary costs, including a 3% wage increase, mandatory PER.A increases, and a 15% increase to health insurance. Personal Services represents approximately 94% of the Inspections budget and inflationary increases represent 95% of the proposed budget increase. The following is a proposed addition to the 2006 Inspections budget: 1. An addition of $1,500 to pay for costs and fees associated with accepting payment via credit card. Impact- There continues to be greater demand by customers and residents to pay permit fees via credit card. An increase of $1,500 is proposed to pay the necessary service charges and fees associated with operating the credit card processing technology. 0 0 N O U 0) tq oQ a ~ ~ 0 O d d ~ O O ~ N fA II ~ O 00 O O O ' c`') O ~ O ~ O ch y II p ~ j II ~ ~ d ~ O ~ ~ II ~ N ~ ~ II ~ II 11 II ~ II w II O ~ O O O 0 ' O N O ~ O « r ~ 1 ~ Q II p ~ M s ~ m t0 N ~ ~~ f~ IA m II II J ~~ Q II O M N N O M O N N N c'~ N cD ~ O = O ' -- II I N () II ~ ~ ~ f00 ~ N ~ a ii ~ Q ii ago o ~ i° o °r~' a"o ltdn M ~ 11 N <Y ' h O _ C`7 C7 00 O F- II N V II ~ O ~ ch ~ st ~ C~ 0 ~- N <t Q II ~ N I-' ~ Q ~ m ~~d o o a U N N 0 c a •c U ~ d ~i ~ I ~ p Iii O U I H ~ Z g o w = °' c 7 ~ w O Z ~ ~ w w 1 ~ w Z w w w om ~ Z a t - ~ ~ Q z > I w O Z ~ O ~ w a o J O ~ Z ~ Z ~ ~ cn Q J ~ w ~ LU O W Z I a v = J m ~ QQ ~ Q U w w p O ~ Q W I i t fn O (n d ~ _ ~ o ~ a N N ~ } O '- M ~ ~ In 1 l> 1A ~ tD fD f0 10 tD m 10 ~O 10 (~5 O O O O O O O N N ~ 1~ N ~- ~ r r r O O O O O O O ~ N ~ W N O r t- Q07 t0(1 N ~ 000 O~ T ' O~ N ' ~ r°'i c~c `t'v v° `~ vv 1~ ao M cC ' O r ~ r to ~ O ~ g ~ Q W ~ ~ cn Z w ~ ° Q w a Q - i g ~ w ~ w z W a p w o Q O v i Z N a ~ a Q w fA d ~ W Z H LL U U U w ~ °~ ~ ti IL L~ I1 w ~ O O O O ~ O ti U r r N ~ r N N t0 <O t0 i0 t0 10 t0 0 0 N T 5 d N O d 0 a ~~ .~ o 1 ~, N ~ ° E ~ ~ o ~ N f!1 II C II E ~ 11 p ~ 3 II N d ~ II ° 11 II II w II N ~ II m II II n J p O ~ II F- N U ii Q u u ~~ Q ii O = 11 H c°v U ii Q n d F ~ W ~ G m ~ c m~ to r o ~ o sz N y ° C a U N a~ ° ~ ~ II U ~ O M O O O O N 1~ r M O N ~ ~ N t` GO cp r ~ ~ ~ i r (O O 01 CO N ~ Il ~ ~ M N (O M Z O ~ V ~ d w Z W Q. ~ > F- z W °- a ° ° 1 ~ d Q' W ~ Z j O ~ d ~ (/) fA I ~ ~ ~ W Z ~ w ~ a a ~ cn w I ~ w ~ ~ ~ OJ ~ ~ ~ ~ W m l a U W w J O w I Il.l J J J J J d ~ ~ m m Q W Q ~- ~ ~ ~ ~ ~ ~ N M M t7 ~ tD t0 t0 t0 <D ' ~ O N ~ O O N ' ' N ~ ~ ' N ~ 'N ~ O O pQp O O O ~' ~t h 00 !~ ~ OD ll7 CC O CD ' ~ r ' c'7 O CD '7 ' ' ~ f0 O OMO ~ ~ O ~ O N ' ' O C7 C'7 OD O ~ ' ' r ~7 O J ~ ~ U U Q m ~ ~ g c? z ~ ~ W ~ Q Z fn a a U ~iS W ~ Y W ~ W F- W U otl W ~ ~2 Z ~ Q W U U O W _a ~ O O W ~ ~ a ~ w ~ ~ z ~n w p tW W ¢ ~ U O C7 g fn Z Z W W J J ~ fn J ~ (~ Q' J ~ m Q (A ~ a Iw- ~ a a U ? ~ ~ ~ o ~ h ao ~ t~ rti ~ u~ eo ~ M M M M M M ~ ~ aN N ~ fD i0 t0 t0 tD t0 t0 tC i0 ~ t0 c~ 0 0 N o~ a N y a 0 n ~ ~ o ~ a Z, m ~ ~ ~ o E N Cn ii ~ y ii p ~ ~ 11 N ~ ~ II ~ 11 I f- ~ W O O ~ N ~ m Q I O ~ I N Q I I I J j O = I H U N Q ~ m H ~ W ~ O m ~ c m ~' m ~ o ~ 0 0. N y c o .a .~ U U1 ~ i N O O U '~ 0 0 0 0 0 0 rn rn °o cov Ion I°n 47 ~ ~ ch OOi OOi, O O N O ' 1~ N ~ ~ Opp COO In a0 ' O ~ ' ti I!') .-- N ~ ~ ' O O v ~ ~ N ii o o ° ° `n ' w O O O N O~ II O II II II II n ~ o ~ ~ ~ II CD ti f` f` N ~~ ~ _N M I ~ Z f-. j Z W ~ U O F:. U ~ W U W C7 l a O w m cn ~ ~ o to S to g ZO p U ~ W U I Z U Z w~ Z w J Z ~ I ' ~ a 2 d. Q ~ _ = Z 1 ao ~ )( Y ~ ~ Q I~ Q W O U ~ 2 (~j Q U W w Z m m ~ Y ~ ~ U I~ U H D ~ a Z ~ d Z ~ j~ ~ g Z Q ~ U O O ~ O g z v~ w w a= Q= UO ~ H o ~ > O g O ~ ti n ti a00 OC`0 M ~ ~ ~ ~ ~ ~ ~~ N d ~ II ~ ~ ~ ~ 1~ N II N I ~ II II u O C7 C7 p> II ~ ~ ~ r r r II M O II Z W g a_ c~ W C~ F.. Z ~ ~ ~ ~ ~ ~ O O U W Fa- O O U ~ ti ~ ~ H Z w g d w U Z O N U W a z J H O H 2006 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 City's Web site. The total personnel for Communications is broken down into the following personnel chart. Personnel Proposed 2003 2004 2005 2006 Communications Director Communications Coordinator 1 1 1 1 1 1 1 1 2 2 2 2 c~~ 2006 Prouosed Budget Summary-Communications 2005 Communications Budget: $437,700 2006 Communications Budget (proposed): 394,600 $ (43,100)(9.8% decrease) The Communications budget shows an decrease of 9.8% due in large part to an offset of inflationary costs associated with health insurance and printing costs and the elimination of various one time expenditures that were included in the 2005 budget. For example, in accordance with the City's practice of bi-annual community surveys, there is no Community-wide survey proposed in the 2006 budget. 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 2006 Communications budget: 1. An addition of $4,800 to provide additional strategic marketing services to enterprise and recreational programs within the City. Impact-The 2004-2005 organizational study identified the need for Communications to provide additional strategic marketing services to enterprise and recreational programs that have potential to generate additional revenue. These programs include, but are not limited to Cascade Bay, the Civic Arena, the Community Center, and recreational programs offered by the City. Rather than seeking additional staff, it is proposed that Communications, in consultation with the Parks and Recreation Director and appropriate staff, assign two marketing projects ($2,400 per project) to strategic marketing consultants to identify specific tactics and strategies to increase enterprise and recreational program revenues. 2. Addition of $7,000 to conduct Web usability testing on the City's Web site. Impact-The City's newly designed web site has been operational for two years. In the Communications industry, it is highly recommended that organizations periodically conduct usability testing of their Web sites to determine whether the Web site is easy to understand, easy to navigate and use, and whether people can find the information they seek in a satisfactory manner. Usability testing brings in a sampling of residents, assigns them a set of Web tasks and monitors not only how they attempt to navigate the site, but also the user's comments and feedback in accomplishing those tasks. To conduct the usability testing, a firm specializing in such testing would provide trained testers, recommendations and a professional report/presentation. 3. $49,500 originally requested in this department budget for consulting services to conduct a business feasibility plan and engineering study to support the work of the Technology Working Group is proposed to be funded through retained franchise fees and paid for directly from that fund. Impact-In the same way a consultant assisted the previous Technology Task Force in creating afirst-ever map to identify technology gaps in the City to be used for economic development business location purposes, it is proposed that the newly formed Technology Working Group be assisted through a similar level of consulting expertise, to be funded through retained franchise fees. While the Working Group is made up of top technology advisors, they have been asked to serve as volunteer advisors, which does not pay for the marketing/sales and engineering analyses necessary to bring conduit opportunities to the market place, determine the highest value customers, and maximize City revenues. The analyses provided by consultants would suggest leasing options, projected revenues from leasing, and projected take rates to position the City tc recover the costs associated with a City investment in fiber. It is not proposed that such consulting costs would be ongoing; however, it is suggested that such costs are necessary to prepare a viable market-ready plan to provide revenues that might offset the loss of cable franchise fees in the future. c~9 4. $3,700 of equipment enhancements for the City Council Chambers and the Eagan Room are proposed to be moved to the Part II CIP for consideration with that budget. Impact-This type of proposed improvements have historically been considered through the Part II CIP budgeting process, although the funding source will remain the retained franchise fees. ~o 0 0 N r O I I I I II ~,, O O 11 N ~ ~ M M M ~ ~ ~ ~ i ~ II to 00 r (D ~ M ~ i i ~ r r CO N ~ ~ II - ~ ~ II II II O O O O O O O O O F- II O O O O O O O O O to W II N 00 OD N ~- r- ~ d' N ' ' ' ' O C7 II .-- I~ O In ~ (O ~" N II ~ ~ r-- ~ ~ ~-- m II I I II O N ~ i~ ~ O O M N cr7 O J `_ N ~ ~ M N ~t ~ O I~ M '~t II Q O lfl M ~ N N O O ~ CO ' ' ' ' ti ~ II M ~ ~ ~ ~ ~ ~ O N - - (~ II ~ • Q II 11 II ~ ti ~ O N O N ~ M N '~ O M 00 O ~ l!') N O O f` ~ O O Q II ~- M N c0 N N 00 O ~ ' ' cD ~- ch ' O O ti O O O N~ II II U Q ii N 0 Q 0 a rn~ o~ a Z, a~ ~ p ~ °o ~ N fn ~' ~ m' ~ Q p IL ~ a~i m O c ~ i ~_ ~ m ~ a ~ U N ~ ~ o ~ I ~. I N m ~ p I ~ p I O U i H ~ Z i ~ i i F i a ~ ~~ ~ ~ V c~ W ~ O ~ ~ W ~ ~ a ~ W p ~ ~ p ~ W ~ Q Q cn p Q Z O O V Q W a v ~ W Z ~ Z = ~ J w _ i ~ ~ Z O ~ J m vaj o ~ a ~ U ~ W Y O ~ U W f!1 Z fn ~ ~ ~ ° v ~ i ~ ~ r o o c o ~ ~ c o ~ c o ~ ~ ~ ~ a z ° a - f- w ~ ~ W J Z d H ~ Q w ~ ~ } ~ c~ O w a U z W W Q 0- O W O J ~ _ d fA d d N U U ~ ~ Z ~ ~ cn cn w f= ~ w ~ U U W ~ °'~ J ~ ~ O O O ~ O ~ c i~ U N N N N N N N co co co ~ ca cc so I 0 0 N O .-0 I I 11 I I 0 ~ 0 N ~ I I ~ N ~ ~ ' ' ~ ti ' 0 0 N 0 ~ ~ f 11 r M tNA M 00 N N D. y II ~ ~ ~ II 11 II II F"' u II II O O O O O O O O O O O O O O O O O O lA W II ' 1~ 1~ tD ' ' r 00 ' 00 N M l17 ' ' O ~ II r 47 ~ O ~ M ~ N N II CD II J II I I N ~ M ~ 000 ~ cN0 O i i ~ O a 11 r O N O ' O ' CO i ~ ~ 07 00 O = N 11 II (p ~ ~ to M O OD r U II Q II J II 11 O ~ O O O 00 O M ~ r N N N O ~ Op ~ 00 O th !I ' N ~ ' ' (O ' O= II N O ~ ~ r ~ r N U II Q II v m rn a O a rn~ o~ y ~ ~ (O ~ N fn N 1 Q p m ti ~ m ~ I o ~ j U N ~ I ~ C I O 1 1 a I U j rn I 0) O 1 N ~ I ~ 1 O U N Q U g V G Z w ~ ~ W ~ W, Q ~ LL O ~ W ~ ~ O U o Q ~ Q d ~ fA J ~ = ~ ~ W J~ U ~ W J ¢ ~ N LWL O ~ tL W a- ~ O d ~ ¢ = W Z -~ ~ U ~ ~ of W ZO d J w H ~ d ~ , W j ~ ~ ~ F ¢ ~ ~ w tl W U ~ ~ W U ¢ d O Z Y Q d O ~ J Q fO ~ w ~ W ; w !n W O = W w F ~ ~ J w U Z ~ F- W > Q J ~ Z w O Z O F- U m ~ n' W ~ O Q (~ w J O Z Z m 0 Z ~ Z F- Z ~ LgJL W Z w C9 W Z ~ ~ ~ Z ~ O C0 g ~ Q ~ F Z W a ~ U' J Q ~ cA ~ Z ~ F- Z ~ a ~ W as } W = U Q ~ O ti N <D O ~ M t0 tD ~} C'! t0 ti ~ M tD O ~ tD r N t'~ t0 M ~ M ~D O N M tD H Ilf M tD Os 1n M t0 O h M t0 ~ O M tD t0 N of tp N ~ 'd' t0 0 0 N rn 0 a 0 a rn °' 00 .. ' Q ~ ~ cp ~ O N (n c y y i CO ~ ~ I 7 ~ I N D. N I ~ ~ I 0 I Q w ~ C7 ~ ~ Q 0 m IL ~ a~i O ~ ~ °o •m N ~- U ~ 1-- II O W 11 O N ~ II m II II ~ J ~~ Q O ~ II N F"" II Q II 11 M J II O ' jj N F' II Q II 0 0 °o °o °o °o °o °o c'7 cD N M ~ O O O M .-- .- O OD I~ ~- O N M ~ ' O ' f~ O OI O O O O cfl M M rn a - ' c 0 N ~ r to (O LL) LL7 N '~ ~ E ~ ~ ti ( O C O ' ( O ' N ' ~ I O N of of o ~~ 0 0 ~ ~~ ao M M ~ II ~ M ~~ O i ~I ~ O ~~ O ~ II '~ II II ~ II O II M II II II O II O II ~ II 0p II M II I II II II 11 ~ N II Z W ii Q ~ ~ W Q ii V ~ ~ O Z z z W C7 ~ w w u c~ ~ U z Q ~ ~ ii ~ ~ ~ ~ _ ~ cn ~ O W ~ ~ ~ U O i V U Z O ~ p W i ~ Z J ~ cA W ' Q in ~ ( ~ I' O Z X ~ ~ ~ Z W Z } . C w O Z II U d U g a ii w ~ ~ Z ~ w > ~ ~ _ m ~ -' ~ O U ~ ~ w ~ 'n II Z W ~ W Z Z ~ ~ O u W U g " ~ a ~ ¢ z ~ g w w ~ ~~ w a w Q Q O p U W Z Z F- ~ O U f' ~ Z U W f- = O U t- O ~ O O ~ O ~ U ~ ? U ti ti ti ~ r M ~ ~ O i O t 0 t C ~ e~~ e ~ ~ ~ ~ tC t 0 t 0 t0 tD ID t D t 0 73 2006 Proposed Operating Budget Human Resources ADMINISTRATIVE SERVICES-HUMAN RESOURCES Service Delivery Summary: The Human Resources functions operate under the supervision of the Director of Administrative Services. The Human Resources division provides services in the following areas: • Execution of the policies and procedures set forth in the City's Personnel Policy. • Oversight of recruitment and hiring processes • Implementation and negotiations of collective bargaining contracts • Oversight of City employment benefits The personnel for Human Resources is broken down into the following personnel chart: Proposed Personnel 2003 2004 2005 2006 Human Resources Manager* Human Resource Specialist* Clerical Technician (NEVI .25 2 2.25 * Upon the hiring of the Human Resources Manager in 2005, the human resources division was moved from Administration to Administrative Services, and a separate Human Resources division budget was created. Prior to 2005, the Human Resources Director position and the clerical technician who provided support to Human Resources were budgeted under Administration. In 2005, the one of the clerical technician position was moved from Administration to Human Resources and retitled Human Resources Specialist. (NEVI*--One .25 FTE Clerical Technician position is proposed in 2005 (see next page for proposed position responsibilities). ~7y 2006 Proposed Budget Summary-Administrative Services--Human Resources 2005 Human Resources Budget: $208,800 2006 Human Resources Budget (proposed): 240,500 $ 31,700 (15.2% increase) The Human Resources budget shows an increase of 15.2% due in large part to the proposed addition of a .25 FTE Clerical Technician position. 1. Addition of $13,800 for a new .25 FTE Clerical Technician. Impact-In 2005, one Clerical Technician was permanently transferred from Finance to Parks and Recreation. Additionally, in early 2005, per the recommendation of the Organizational Study, one of two Clerical Technicians in Administration began providing significantly more support to the Human Resources Manager and there continues to be a need to utilize this position 100% of the time in Human Resources. As a result of the two transfers and the ever increasing demands for Human Resource support, one new Clerical Technician is proposed to be shared by the City Clerk's division and Human Resources (3/4 time-City Clerk, 1/4 time-Human Resources). The new Clerical Technician is proposed to provide clerical and record keeping assistance and to the Human Resources function. 75 0 0 N A v a~ y 0 n 0 n o° v ~ ~~ O ~ N (n II II _ C II pip ~ ~ ~ O N CEO 0~ 7 II M O O N ~ r N y ~ 11 ~ II N O U 11 ~ ~ Cp a0 «') ~ N D ii ~ m II !! II N N ~ jj w O N ~ II 11 F 1 ~ y _C 1 ~ Q II Q rn ~ = C II II ~ ~ 3 ~ II O Q II O N II V ~ ~ N ~ II O C ~ 1- ii Q i ~ o rv a i a 3 ~ 1 I I I 1 _ I ~ 1 1 ~ mm W;~ LL m d 1 Ocr I ~' N Q. j ~ o O I Q 1 ~ I m 1 D 1 ~ p I :n O U I W I ~ a 'Q ~ I ~ W = ~ W ~~ a g W ~ W ~ Q w Q w ~ a ~ ~ Q w ~ O O N r r t~C tr0 O O O ~ M r c00 ~ O Z O ~ N U W W Z U w > ~ Z ~ O ~ cw ~ J O ~ U w O Z ~ ~ Z ~ O ~ m w ~ ~ w U w LL ~ O a O a w = ~ o ~ e tt ~ ~ ~ M a ~ ~ ~ t 0 ~ ~ ~ ~ tp t D O O O ~ ' .-- N O O ' N 0 LL Q ~ Z ~ w Q a w o a J F... J Z ~ d ~ U U U O O O O r N r r r ~ ~ ~ `l(o 0 0 N O a~ !/1 O d 0 a o° a Z, a~ ~ ~ ~ cc ~ o ~ N fJ) I I I I c 11 ~ y II O ~ 7 II N ~ ~ II p II II n II II O W II N ~ II m II II 11 II O Q II N ~ II I I ~ II Q II II II O Q jj N = II U ii Q u Z ~ C7 °~ m I W ~ c j LL. m N I O ac E 1 F-' N ~ 1 a I U ~ ~ o~ al N I ~ I ~ 1 1 ~ p 1 O U O O O O O ~ O O r O O O O ' ' O M O O O O O O O O O ~ O t'7 N ' O ~ N ~ ~ N M ~ ~ O O O O O O O O N ' ' ~ ' ~ O Ifs !~ ~ N W iW V I J p Q ~ J ~ W ~ Z J U Z ~ Z ~ U Z Q W ~ ~ ~ (~ ~ W p fn ~ W U W Z m ~ Z W } = Z fn = J O W Q U a ~ Y O ~ z O W ' a w Q ~ > ~ Z Z ~ Q ~ ~ W (n N d O (n W Ur W J ~ a U U ~ Z Q d w J O w Q ~ N ~ W W ~ O Q > > j -~ > F- Z O Q ~ p z ~ w ~ W O ~ ~ O W W ~ Z Z W W ~ N W Q ~ J ~ ~ ~ Q Q a a w ~ ~ a W U U Q O ~ w ~ ~ W ~ w o Iwi W ~ ~ O o o c n ~ ~ z a z U ~ ~ W W w w ~ w ~ O O U ~ a ~ ~ O n. w a w U C~ g W U ~ ~A O O O 00 01 ~O M IA P. 00 O If! r N f~ r ~r r ~' If'~ 47 1!7 1A f~ 1~ N M ~ M ~ c O ~ ~ m ~ ~ ~ ~ c O ~ c O 0 0 N r I I C ~ II N II ~a°~ O ~ ii n ii u ~ W ii N ~ II CO I I ~ ii p JQ II N ~ II II ~ II a° ii ii Mo Q ii N ~ II Q II O O O OI O Cfl tl~ ~ ~ I~ CO M ~- O r- ~- cD 0 0 0 0 ~t N ~ O ~~ o ~I ~I NII~ 0 0 0 0 rn ~ ~ `- o N ~i ~i ii i ~, H a~ 0 a 0 a o° a ~, v ~ J ~ cD ~ N fn ii W W H z ~, ii O ~ W U c~ W ~ w Q 'a m II Z -~ ~ > Q d W W ~ C tL m a~ II u Q ~ O O (n w ~ m ~ ~ Z W = U ~ C.1 ~ O o~ ii = Z ~ O U O ~ ~ o c>s a U c~ W W ~' Q Q in O U N ~ ~~ 0 0 D.. ~ ~. ~ m (~ W ~ o ii ~ Q W O U U U = ~ n ii W U Z m m ~ > v) H Z Q ~ ii ~ U H ~ !~ Z w ~ p j D ii ~ W W Q ~ O ~ ~ Q a~ ~~ a w ~ Z Q ~ W W ~ ~ O = a ~- O O U ii Z O U ~ ~ W = ~ O O ~ O U H U ~ ti `t ti M ~ ~ ~ c o ~ t D t 0 2006 Proposed Operating Budget Police Service Delivery Summary: POLICE The Police Department is broken into eight (8) categories that represent law enforcement: • Patrol • Organization and Management • Criminal Investigation • Communications • Crime Prevention and Public Information • Animal Control • Police Records Management • Emergency Management The personnel for Police is broken down into the following personnel chart: Proposed Personnel 2003 2004 2005 2006 Police Chief 1 1 1 1 Deputy Police Chief 0 0 1 1 Captains 2 2 0 0 Lieutenants 0 0 3 3 Sergeants* 10 10 9 10 Detectives -Regular 9 8 7 7 Drug Task Force Detective 1 1 1 1 High School Liaison Officer 2 3 3 3 Police Officers (NEV~* 44 44 44 45 Power to Arrest Subtotal 69 69 69 71 Administrative Assistant 1 1 1 0 Manager of Support Services** - - - 1 Office Supervisor 1 1 1 1 Clerical Technicians 6.25 6 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 2 2 2 Animal Control Officer 1 1 1 1 Crime Analyst 1 1 1 1 Crime Prevention Specialist 0 0 1 1 Office Subtotal 17.5 15.25 16.25 16.25 Dispatchers Lead Dispatcher 1 1 1 1 Full-time 5 8 8 8 Part-time 5.25 1.75 1.75 1.75 Dispatchers Subtotal 11.25 10.75 10.75 10.75 TOTAL 97.75 95 96 98 (NEVI*-- Per the 2004-2006 Police reorganization adopted by the Council in 2005, two additional police officers are proposed in 2006. Additionally, one existing police officer is proposed to be appointed to Sergeant to fill a vacancy in investigations. **The Administrative Assistant retired in 2005. In accordance with the 2004-2006 reorganization, the position is proposed to be reformatted to Manager of Support Services, which would be filled by non-sworn personnel. ~ C1j 2006 Proposed Budget Summary-Police 2005 Police Budget: 2006 Police Budget (proposed) $8,781,700 9,338,700 $ 557,000 (6.3% increase) The Police budget shows an increase of 6.3% due in large part to inflationary costs in personal services and the proposed addition of two police officers. The following are proposed additions and reductions to the 2006 Police budget: 1. An increase of $171,700 to complete the Police reorganization by hiring two additional Police Officers and appointing an existing Police Officer to Sergeant in the investigative unit. Impact-In 2005, the City Council authorized the first and second phases of a Police department reorganization. The third, and final, phase of the Police reorganization plan is now being proposed to the City Council for 2006, which includes: • The appointment of two additional Police Officers (raising the sworn strength from 69 to 71, and raising the officers to residents ratio from 1.03 to 1.06 officers per thousand residents.) • Reformatting the existing position of Administrative Assistant to Manager of Support Services (to be filled by non-sworn personnel) • The appointment of one existing Police Officer to Sergeant to fill a vacancy in investigations The original reorganization called for an additional Administrator of Support Services in the Police Department. However, given the recent consolidation of all PSAPs in Dakota County, staff believes that supervision of support services can be accomplished in 2006 using existing staff. Enclosed on page _~_ is a summary of the changes made to the Police Department in the first two phases of the reorganization, and what is proposed in the third phase of the reorganization. 2. $75,000 for start up operational costs for the City of Eagan's portion of the newly formed consolidated dispatch (PSAP) center is proposed to be funded from the General Fund fund balance. Impact-The transitional costs include the personnel costs to hire an Executive Director, certain operating costs, and the consultant fees that will transition from Dakota County to the cost sharing arrangement included in the Joint Powers Agreement for the new joint dispatch center. 3. $18,600 for office furnishings requested in this department has been moved to the Part II CIP for consideration with that budget. Impact-Significant office furnishings upgrades have historically been financed through the Part II CIP budgeting process. Aso Summary of 2004-2006 Police Reorganization Phase I: Proposed for 4~' quarter of 2004 (Approved during 2005 budget process) Phase I was initiated upon the retirement of Captain Rick Swanson, in November 2004. Steps included: • 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. Phase II: Proposed and approved during the 2005 budget process Phase II was recommended to commence at the start of 2005 and was reflected in the 2005 Police 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 Rotatator (training) position not filled for phase II. • Addition of non-sworn crime prevention specialist. (Police officer redeployed to Patrol Division). Phase III: Proposed for 2006 Budget Original Submission in 2004: Phase III completes the departmental reorganization as proposed. Significant steps include: • Administrative Assistant Position eliminated. Current duties absorbed by existing staff. • Manager of Support Services (Non-sworn) added to manage support functions. • Administrative Lieutenant shifted to Professional Standards 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. Modified Submission for 2006 budget: Phase III completes the departmental reorganization as proposed. Significant steps include: • Administrative Assistant position reformatted to Manager of Support Services. • As a result of pending PSAP consolidation (implementation date: Mide-2007): o Manager of Support Services position remains vacant pending PSAP consolidation issues. Duties absorbed by existing staff. o Administrative Lieutenant retains existing duties while all lieutenants provide professional standards management through existing, decentralized arrangement. • One Police Officer promoted to Sergeant to allow filling of vacant detective sergeant position. • Two police officers added to increase sworn staff to 71 ~i C~ C ~"' W Z W a a w W U J a O O N 0 0 0 0 0 0 0 0 0 0 0 pp pp pp O pp O O O pp pp O O O O 0 0 0 0 0 0 0 0 M 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 ~ N tnM OMCOM01Nr r(prtf>COQ)NOON~tdr~~0 OOhOOd a t0 ,J 01 NlhlnNlnO~ CDhfV hfprfpOhfVr~(OP rfM CVf~00~d' Q ~ N M d V~ r N M r r r N LL~ M N 41 ~ f~ r N fD N H 1~ Q ~ W F' m p O O O~ O (ONODh p. N Of h ~A fD a0 GO GO N M M ~ C7 M lA M a ,o of ~ ~ u~ 0 0 0 0 0 0 t0 1`0 •` O 7 ~ N~ O A C V N M r f~ r O W M M V ~ m ~ O O O OI O 0 o O Q C OI O O O O O O O -pN OOr OOD_OODiI~ p R ~ NM ~ ~Mtf)00 n NM M O O ~ lC1 ~n OONr ~_ _E "' Ih N Mao N r N O m a00~lMAMti N C O ~ tD N h OD Q V 69 fA O O O O O O O O O O O O O O O O O C y O O O 0 0 OI O O O O O O O 0 0 0 ~p 7 C NO ~ i-I~f~N O 0 O h(O N O~fO ~ E 1«~pp. ~~t C07 RpIAjMN r M U'7 r ~r~ ~ O 41 ~ O U m ~ O O O O O y O O O O O O O 0 0 0 0 0 0 0 0 O O O O O p1p OOO OIO S 00 O OO OIO 00000000 O O 00 _O yN h~A fO Mir n p ~ r0 <Y MOI~~ rlO lO stOO~MN M 'C u?.- _ m C00r M~A0 ~ G~ ~O N MIEN _N tid'h p>rM ~ ntpr NMO N r' 3 y (D rr n ~ ~ N ~ r ~ ~ V fOD O lOD O m d ~- ~ m N N .- m a E w d M O O O O O C O O O O O O O O O O O O O O OI p 0 0 0 OI O O m O O O O O OI O O O O O O O O •pN 000G61M ~+ L 'RO rO WM(D rLL')LL") r r M O O N Op a0 N h y d cD 117 a r ap c0 M M O~ M r m ~ M a N MO o~ y ~ r O r O M N r• y ~ 49 6~9 ~ j ~ r C V dd oddoo d oo doooo 0 0000 0 ~~ o0 oooOlo 0 00 00000 cc o00o O _ 00 MOtp PCO N MtD NtCN~OrOD V;, hO1~0 ~ ~•~ ~ CDO OO~~NIn (V If)M I~O~Nr~tO 'ct MCV N r r~~ (OD_~ M~VM .~-I~ r MMN~A ~ M N p1O, ~ Mtf> ~t mo 00000 _ 00 000000 0 0 0 00 0 Wp oooolo ~ 00 0000010 0 0 o g o 0 ~ N co r c? r1 r r~ tD O O CO W LL7 r~ 0 ~ M ao r M ~ MCO OtD tD p m E Of~7 MQiN V OOf r M ~ CO r m mm~t!>~ r ~ •p ~ r~NhN~ tD I~ ~ Q ~ of ea F- fn J r Q• a' J W Q F` W a 2 a m ~ ~ ~ maw¢ w W Uz g o zv ~ z a ~~>_a~n c9~ ° Zw m ~ o-~- O> g w ~m ¢-i.-gw vow ¢ ~ m ~a ci~~v~'~c=.~w z~ Q ~wrn¢a ¢~a}~ ~~ ¢ UW~ r o o wgwwF- Zw¢ ~~ wacw)p~ a~-vi~N ww c9 >O~ U c9~c9cna az r- w wzi--zaa v~UU ~ ~zU ~~ ~, as ~w~¢pw o0~ aZ ~u=idwWZaaUO~ o0[z~~~ vwi~U ~~~Om °awoe~="o~ ~cna Wa Zz~c7a~a~mZa s~~vzw000 ~~~0'_ cn~~WU00 ¢~J w~wzln- w0 J UU zc9 o~ ~~ o V ~~~~Ua dY~ N UU w~°~I-J~-~J ~~~a-. W LL V ~YFaad ~~ Z a~ >gwgz~~¢cn~0 w~~ LLw~Om~m¢w~0 SOO--F-~JJJ G7 co N m ~¢>¢O W W VOOF- J LL W W aJJ~~O~~OF'- H ~w~WOW W W aau)U wcnOcnUaau.2s a00 ~OLLUa¢~cnaU Oaf?>aFH--- yONOONM~rIn ~ Or _N OOr•c}(p Gpr Nln CO O~ OOOIfI fD f~ON J rrMN V'~ LL')4~ N NNNNMMMM NN~~ tt p r r r r y N N N N N N N N N N N N N N M M M M M fh M Z !O CO CD iD t0 l0 (D !D tD tD f0 fD fD cp tD cp lD t0 t0 t0 t0 tD W ~D ~D tp c0 cD [D c0 cD O v1 V W ¢ w a a cn ~~ 0 M ~ ~ Q H O H 00000 ~ C O~NO°O~ d N Oi n ~A t0 t0 ~ M (OO ~MM a ~ o; ~ ~ O O O O O O O O O O O O O O O O O OI O O O O O O O O O O O O O O O O O O 0 0 tAO~N(O NfD f~lf~1~~4~ON~Ntt) N N VAN COQ ~N MCOrOMNOD~~N ~A cn r ~ ~ n .- co in ~ ~ T co R •~ o m V N m p 0 0 0 0 O ° 0 _ O O O o 0 O 0 o O ° •p N O~ a O O O ~ /O `~ ~ D N ( N c0 O A to 0 p r' E "' m I 0 N ~ fh O ~ r .O ~ N O D eF a c, r ~ 69 69 O M 7 ° ° 0 ° NN ° 1 ° 00 C 0 7r ~ OU O ~ V O ~ O ~ ++ r (D (D 011 M _ r O t ~ V 01~ OOOOI O 00 H O OOO OO O O CAp 0000 0 r O O 000 00 0 0 ~N rOCOM ~ r p ~M t~ eF NCO ON ~ O M m W ~MII') O ~ Get tDNN (V O ~ N M ~Cl N r" 3 ~ ~ y ~ fA fA V ~p C p '°7 V ~ N M N~ O . o ~ m r ~. ~ ~ ~.n aD a ~ w m° $°oo°O$I °o o>$o$ 0 000 0 00 ° 0 0 ° ti N OOOaD M ,: m N ~ ~ ~~0 0 et M O 1 A ~ m N CO W N N O N N b d ~ ~ ~ ~ .- ! tC r ~ 1~ ~ . -M V ' O ~ O ' y ! CO fA fA j ~~ V C p~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O ~ V 0M 0 ° ONM~ ° ° O ~M~ ~O N 1 0 O_t V _ C D. t ~ ~ !0 ~ a mo a ~ N m oooo 0 0000 00000 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 0 0 0 0 ~ cD.-MI~1~ ~ ~ ~ f`7 ~N (OO OfOh N O MtO MlD CO 0 C E c+~~ NNMCO IV N apM~ c0 ~~Q ~ r v~ u9 d O> fC t y U N 'Z~~~ O ~ N oD ~ m~ y0- o°~ ~~ o `~` Z •n h• a>mdm a.acnv O OI OI O O O O O v v co n fD OICOI OD N r (~7 CC _°o ti M O OI 00 6A O OI OI 00 N M o O1 0l O ~ vJl co V ~ Oi r to OI OI 00 O o° O1 °o °o N N (O (h C") f~ M O OI OI O CO Ri 01 N O ~ N O N 00 0l $~ °° N N M O O N O ~ ~ O Z O c Q °' v gm~ w N wZ v a~ J ~c ~ ~ ~ ~z Ov» as cnW ~ at D C9 W q~~w O WmZ~X F-= ~ z v~ a-aw~ =cn~Opw U~- C7 m ~ ~ z ~a~a vviw -zz ~O w w}~ aw~Q ~ in o O 0- = z~fAw ZwY~~Q~z W ZZw a`a` ~cnw aa~QOw?mm~~~w> ~~O .3 a w e }~-¢ w U~ O~ w cn Q V~ z a p o w~ ~QQ craw=zw ~~•- ~ Z Q g Z~ w W~ Z J~~ Z Z W Z (7 Z J LL w U m ¢cn wQ w ~~~~Wma~UUZV~wW~~zO ?~~2° a wQw~JO~OQ~00»0004~ gllf-F" aUU?w~cnU~~UJI--~~~H~ ~J00 ch~u~~n~n~nccor~u~or~aornooaorn cO~MM(07O~NN~Ch~RR ~CrOU ~~ 0t00(rD (O (O t0 (O (O ~ CO ~ ~ CD CO (O (O ~ ~ (O (D CO ,,,~ f0 (O H a v 2006 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 2003 2004 2005 2006 Fire Chief (NEV~* - - - 1 Secretary 1 1 1 1 Clerical Technician 1 1 1 1 2 2 2 3 Volunteers: Fire Chief* 1 1 1 - District Chiefs 2 2 2 2 Firefighters 147 147 147 147 150 150 150 149 (NEVI*--One paid, full time Fire Chief is proposed in 2006 (see next page for proposed position responsibilities) ~y 2006 Proposed Budget Summary-Fire 2005 Fire Budget: $1,198,700 2006 Fire Budget (proposed): 1,217,000 $ 19,200 (1.6% increase) The Fire department budget shows an increase of 1.6%. Included in the 2006 budget is a proposal for afull-time Fire Chief. There is also a significant decrease proposed in the City's contribution toward the Fire Relief Association pension obligation due to the increased contribution by the State of Minnesota. The following are proposed additions to the 2006 Fire department budget: 1. Net addition of $97,300 for the proposed hiring of a full-time Fire Chief (taking into account the reduction of $11,800 the current volunteer chief is paid). Impact-As was communicated to the City Council during the 2005 operating budget discussions, the Fire department designated a committee to explore the idea of afull-time Fire Chief. In early 2005 the committee recommended that the City hire afull-time Chief. The Fire Chief is proposed to be responsible for the overall operation, function and administration of the Eagan Fire Department to ensure the protection of citizen life and property, including; fire fighting, firefighter training, emergency medical care, rescue, disaster response and services, fire prevention, inspection/ investigation, and public education. The following are examples of the proposed position responsibilities: • Plans, directs, manages, and coordinates training, purchasing, budget, and human resource mgmt within the department. • Develops, coordinates, and supervises the preparation, presentation and implementation of the annual budget • Directs and manages the fire inspection process in all buildings within the City of Eagan. • Establishes, maintains, and commands large scale emergency operations and coordinates multi- jurisdictional agency involvement. • Oversees the recuitment, selection, hiring, training, performance evaluation, and discipline of all fire department personnel in accordance with City and Fire Dept guidelines and policy. • Promotes conununity relations through; development of community awareness programs and fire prevention programs. 2. Decrease of $113,600 towards the Fire Relief Association due to the funding being provided by the State of Minnesota toward the retirement benefits. Impact-Historically, the City has underestimated the State's contribution toward the pension obligation however, after three years of significantly higher contributions by the State of Minnesota, the 2006 budget reflects a more historically accurate level of contribution to the Fire Relief Association. The reduced City contribution to the Fire Relief Association does not result in any reduction in pension benefits to firefighters. 3. Addition of $14,400 to fund monthly expenses associated with the newly acquired Mobile Command Vehicle. Impact-With the purchase of the new Mobile Command Vehicle in 2005, operational expenses are anticipated. The projected cost of $14,400 equates to $1,200 per month for communication charges that may exist, i.e. cell phone charge, satellite hook up, Internet hook up, etc. The operational expenses are budgeted solely in the Fire Department budget; however, the Police department budget includes funding to respond to communication repairs that are necessary in the vehicle. Given that the command vehicle is not yet in s5 operation, the proposed operational costs are estimates, as actual costs will be dependent on vehicle use, which the department will better be able to gauge after the vehicle becomes operational. 4. $17,600 to complete a mill and overlay and repair/install curb and gutter at Station 5 was requested in this department and is proposed to be funded out of the General Facilities Renewal and Replacement. Impact-The parking lot at Station 5 is in need of a mill and overlay, and it is proposed that curb and gutter be repaired/installed. In accordance with past practice, these significant maintenance items are proposed to be funded from the General Facilities Renewal and Replacement Fund. Flo a 8 A E N r~ ~m mr o E N ~~~ • ~~~'~ s~ sag •'ss~~~s~g~g • ~g~gJ~g~ • ~~g Q ' N,.~ ~ ~ t7 h - Y m ,. O N {7 1~ a N N Oa m N.O t0 f~ m Nv ~ ~ iii F N'- _ ~. ~~~ ~~ ~. ~ ~ 8 'yW 7~~:~ N ~ N yyyR w _ ~ ~ Ti° ,ro 8 •? m ~ ~ - ~ ~ S ~` ~ ~ ~ 8 ly U W N. t7 c'~ '@ r y ~ $,c} o a O -..x E E ~ -- - - -- - - - - ---: V sy V _ -`:T°P C ~ p n G 8 3a d C 1 A E ~ D1 0 v n $ ~ m ~ ~~ t~ LL ~ m d y d .._~ G ~ - ~ 4 A g , • $•~ g .~ .~ N p~ N ~ l ~ ~ ~. ~ C i W '. ~ " ~ .: ro o°OO$°o o° a, 8 ~ ~ 8`.8 888 ~ 8"~' ~mm m~lcaoa~ ~ o a o ro d ao of r~ o ~ "' `D ~.~ "'~"`~ a~ o ao ~ ~ rn ~° to np m7 N 10 N mg ~ ~_ IA (q - c ~<g ~ > g 8 N Q G ~ N m ~' ~ ~ ~ W S °o °o g °0 88 88 , $ .. O V ~ N LL'1 ~ p O 01 aD Oi p ? ~ - m m L p f0 ` 1~ W 1~ ' ~ ` 8 ~~1p~ g ~ ` g . ~ ~ a gS Q, ~Q rt. ~ N N lA C7 ~ .. 6 ~ a X15 ~ ~ ~. 1`N') N ~ 0~1 n - - N O t~ to u'i I~ u'i ~ c° _N ,. '. ! i+i r ~~ to f9 ~ ~ .r ~ $g ~~ ~r~ ~,~ e _ ~ :~? ~ LL a _ N N - _ Ox1 r o a uai, ~ w ~ c$iaS25 85,~~~ ~` gg g$g °q88 $ { ~~y ~O ~~l<7W~ DOE rNm a~(7.N RfC. MN N N`~, N W N ~ ~.. 3 (A t9 vi . y w r J y y .: ~ Z Z. '. r ~ y r u .O ~.. awl ~ ..,a am~ • ~ c ~ g yd _ ~ W ~Ja ayafnK>ax. py• w la ~ ° ~' w~ z ~~ az 'Z~>NaoWN~¢~~oWfw as "a ,. A C w w O. ~FH WW (~dzF-~W,J QaaW r JaWa a~L m ~F; f" Wa ra a~ wy.~awawa Dy ¢ ~~ ~p~ ~ Ji~Q~mW (q~ ~-z¢ a~w~~~~~~a'`~¢~~aaY _Uyay'~ y~ ~ WJLLWr OZ d W Z ~ W Z U d y yy ?~ ~~ M ~' m A lr O ()7wU' a y Za0 N dJra 17i - y~ W~~7 Z xy W r y mu: a Paz yo Wowa ad~z~ ~w-drz N~ ~ :e y3WLL3o ar, ~p~•' a~~~~~a~WW~~a'aaW~~via~~~.4.k ee ~ g'o w,sWW,em w~ yUa a_ayw~~wvaLL 3~~W~Q-~w~w~a .: yyNO R y Wyg J~J~ rNJ WOR'~Ue~Z JQ~~(3QQdd =mU'Qr Jaw Z Y WW W?W~LL ZZ WZOJ~~~UU~j~•~ C n y Y O d LL W ~F ~~ ~F J W F 6:ya y ~ roU-=tl~?'_ `~` J~ ~.~~v-~ a ay nt GH ~S>.Oa~ ~O1Wi~0~ 1LLi lLLi llri~LLw~o~rJa mQ~a~g~~Ow~~~`: C1 ~.. A gaWa=W~~~w~OgjW70~xxz0,: d V~ O (~ QgiO>t/IaLL1:S~0~ 1300o~O~~mUa K~ymLL W pV~yy yUy p~oU ' ~~ Z O~mppN ay O~ Nt71!>.O Nt77t0pp ~~'N 17 1n 170 V aN~ . N 17 V Q V t0 1[l ~ ~ N N N N N'N (7 19 M t7 ~ f7 N N N N N N- N N N N N N N N N N N N N ~mmmmco lommlomco mmmmmm`~mmm`~m ~mmmmm~mmmm Q C~ C ,W V 0 m H a w 0 W ~_ 0 N N 8 ~ _ _ r Q N NNP IA ~f0' V NiNf-~ OD OI~~-m Nf~~~ f~ NfD 070^D n W ww ~ - N N Q - ~El ~ 8 ~ a " "' f 8 ~ ~~~yy a„ 8 g 8 8 S 8.`~ m c ~y ~ N f ~~ o ` $ $ g ~ `,`~_ E a _. __ __.- _ N __ ,-._ N ,_._ D C O f ._ V - - 8 O E~ ~ N N '.N r aj a N 4 °n n~ _.. _ ~ C W w 8 8 8 ~ ~ 8$ ~~~ ~g ~ ~':~ N ~ A _ ti..m ~ m~ - -_ as .. u~ ~ ~ ° ~ N ~ of - - c .. W g s ,, s ~ N Y ~ .. - ._ ~ ~ LL - a $ ~ O O ~ n O. w N- a N o M c1 ~ _.~ n _c N i~ $ c ' - - - S ~ ~ 8 o• ~LL n _ !n C NO(0 ~m N a m m'D Nlb~ N ~ ~ MP M N Iff y Q -_. .. a' Jam;, .. ~~~ (] W ~ F e ~v~ ~ iw~ ~oz rc~~~~ ~y~cn~~ ems a ~ ~n- w ~w c~ w-m a-- ~ wmz w ~- ~ ~ wi=.:c~ -'a_c~._ z_ y~o aaa~Zw ~~oo~n ,~~o ~o ~-. ~ ~ v=F > `~~~oimY w~z u~wwwF- U~z'W-z~m. z~at ww m>aQ ~ wdaw~-z z~a rc(C ~~ awa¢~aa7aw ~~ ~ c~ V W(/1N ~ Vwaw~d gmC7 K.~ (]ja41 2XY~FFUM~~W '-~Z Z~ F ~ ffi yww w >C7HU^c~~ a7z ww ~zmaw'$ ]O ~ w ao vv ~c> ~z w o a- ~ d ~~v~w-acv .~2w ~- .d EE i¢>>cnga> uwi-oUVs ~~rz Naf~wOOmZmm~~w~>w> am~at mE ;~ WNU~vwi~WNwo~ovoaai~yaZQ~c~WW~=z3~~'a°zw°rc~y~~zQ ~`c3>>°W~ ,5y~~, 8N as ~=.LLCaic~~=f,~wWVwW~~~~~jV~JJ~p.~LULLUua~V1ZW~ZFwp ozc~wmp ~. ~W;Wai.~wOww~¢ww¢w'ouzi~~~Of~wONOp~'.~U~z,.~p`<.¢~ ~,?LLFOr aff?(a~Fair,f-wa~ac~c~at7?wZ~Mf9{LpU~UAJF~o~o~~y~3efp mp~oo~ tl7 l'~fr1 {N~~t7M I7r t~w~{ tW~ {~~~~,~~[y]y m~mO~ pO yO. QN aN Na Ny yM yr y~fe~~ ym. yam ~In~ W N t fNp l~/p1~~ ~oOpp tD tD m l0 m t0 t0 ~ f0 ~ f0 f0 f0 tD t0-t0 t0 f0 !O iD O tD O (D tD tD t0 f0 f0 t0 f0 t0 f0-t0 ~ tD d tD f0- fD fD fD 2006 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: Proposed Personnel 2003 2004 2005 2006 Director of Public Works 1 1 1 1 PW Coordinator/Administrative Assistant* 1 1 1 0 City Engineer 1 1 1 1 Assistant City Engineer 1 1 1 1 Transportation Engineer* * - - 1 1 Superintendent of Streets/Equipment 1 1 1 1 Superintendent of Utilities 1 1 1 1 Construction Manager** 1 1 1 0 Engineering Technicians 5 5 5 5 Secretary 1 1 1 1 Clerical Technician 1 1 1 1 14 14 14 14 *Per the recommendation of the Organizational Study conducted in 2004-2005, the position of Public Works Coordinator/Administrative Assistant is proposed to be eliminated in 2005. The position is currently vacant. **Per the recommendation of the Organizational Study conducted in 2004-2005, and per the action of the City Council in 2005, the position of Construction Manager was eliminated, and the position of Transportation Engineer was created and filled. `d9 2006 Proposed Budget Summary-Public Works--Engineering 2005 Engineering Budget: $1,314,900 2006 Engineering Budget (proposed): 1,316,000 $ 1,100 (0.1 % increase) The Engineering budget is substantially unchanged with an increase of 0.1 %. The inflationary increases in the 2006 budget were more than offset as a result of recommendations that came out of the organizational study, which were approved by the City Council in Apri12005. The following is a change to the 2006 Engineering budget: 1. A decrease of $7,000 in personnel services due to the proposed elimination of the Public Works Coordinator, which offsets inflationary increases in personnel services. Impact-The Public Works Coordinator position is proposed to be eliminated in 2006, per the recommendation of the organizational study. The position has been vacant since 2004. The elimination of the position offsets inflationary wage increases, step adjustments for several employees, and the replacement of.the previous Construction Manager position with the Transportation Engineer, who was hired in April 2005, per City Council approval. 90 0 0 N v a~ 0 a_ N N a Z• N ~ ~ E CD E o ~ N (/) C ~ ~ N I O ~ ~ ~ N Q ~ W II O U II N ~ II m II II J Q II O N U 11 a ~~ u ~~ O ~ II N U II Q II z F.. o~ ~ I W W C m w m a~i } i m ~ ~ U N ~ C ~ o 'a I .~ ~ U ~ I ~~~ o ~ O U O O O O O O O O CO M ~ tt ~ ~ ~ CA ' COO n •~- ~ ~ O O O 000 ~ O ~ COO COO COO 0V ' ~ ~ r ~ ~ ~ O) W M N ~ M ~ ~ (^7 00 ~ M CO CD ' N V M M CD h ~ M ~ ~ ~ ~ ~ ~ N CD O) cNO ~ ~ ~ ~ ~ ~ rn c°po ~ M ' a0 N ~ ~ O~ ' ~ CO ~ C00 CtnO ~ N f` O Z ~ ~ g o ~ w ~ a ? Z W W Z D Z ~ ~ } ~ ~ ~ V1 O Q C7 ~ W W W 2 U Y ¢ ~ Q O f- U O d Z oc ~ ~ 3 a z zQ Z ~ Q ~ Q w p j ~ O z J U W U W O Z ~ U - w ~ W ~ ~ 2 J W w a W W U w ~ ~ O ~ N uai o v¢i o a LL = ~ o ~ ~ ~ r M M 'NV ~ 1f 1p N ~ ~ r r r r r r r r r r r m m co so m m co so co co m qt O O O N O COA C' 1 N M 0 CO O W U w Z 0 w a O O O O 0 ~ ~ ,~ O O O M N ~ ' CD M O M O N ~ N t~ M 0. N CA f0 a ° n rn v O ~A ' N O F- J W a Z j w O w w Q W ~ Z ~ ~ ~ ~ a v ~ a a ~ z c~ ~ Z W U W I=- tL IL w O O ~ O U ~ r N N CNO tN0 CNO tN0 0 0 N rn V N O a 0 n y N 1 ~. d ~ ~ E o E N In 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 O O O O C II Op In r N ~ O ' 00 r M r [O O- Cp N O (p ~ N ii r rl M CO In r In N M O) r N ~ ~ II 11 11 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 ~ 11 w tT tf) ~'- ~t r O ~ ~ ~ •- M N O V eF M M ~ N N O ~ II r c} (p N r to ( r N ~ I! m jj II II tl 00 I~ N ~ ^ N M M ~ ! ~ h LL07 N N I~ N O O O ti N O Oet ' M M ,J CO O i c p_ G 0 r II r N ~'- ~ M N r ~ M r et r ~ I I N U ii Q ii n II II ~ ~ N c~ N ~ ' ~ ~ ~ ~ M e~ ~ O ti O CD O ,J i~ of M n 00 M O) N N M o0 N II M ~ r CV ~ O r ~ N tt o II N (~ II Q II II II II II II ~ J m ;; ~ a w w > Z ° ~ ~ g QF~ z ~ ~ ~ z Qom' .. ~ a a Q ~ o ~ w z ~ m ° a W s w o LL ~ aci II ii Z W ~ a W 0 w ~ o Z v ~ (n Y ~ w Z z Q ~ °- W . CG II ~ Q Q Q W ~ a Y w z ~ ~ ~ N w ~ a z w z V N p ~ ii 0 a ~ Q ~ d Q O U ~ w Z a d Q i ~ = a U w Z Z > Q cn W ~ ~ w j ~~ II ~ II J W (~ w m = H (/~ LU (!~ ~ W W ~' ~ Q Z (_ Q ~ J Z ~ W ~ II ~ m ~ W J J .7 a J W W Z Q ~ O ~ ~ ~ ~ W J J II U °' ~ ii d m O Q ~ W ~ O a ~ O ~ C~ Z cA O C7 Q ~ w ~ ¢ J W Z w ~ ~ m O Q g o ci ii N ~ ~ ~ LL v rn a w a a a v v c~ ? ~ v~ r M N M 4Y M O I~ O ~- N r t0 V r ~[f M It> ~ 49 ~fi O A I!f 00 N N t0 N t0 N iC N t0 N 10 M t0 M 10 t~! i0 M fD M i0 M t0 M i0 M t0 e'9 t0 of fG i M O N d OI a 0 0 N G1 pN Q 0 a N N a Z, d ~ ~ ~ o ~ N ~ fl C II d N O C ~ II N O ~ II II II ~ 11 O ~ {I N ~ II m II II J O ~ II N U II Q ii u II J M Q II O ~ II N U II Q II Z F rn I ~ I W w p m ~ m °' I I N ~ ~ ~ ~ ~, ~ o I .a I .C 1 U I N I y I ~ I d a o I O U O O O O O O O O O O ~ 0 a 0 O a O M N a O O ' O. ' C ~ _ ~ N .-- ~ 0 O O O O O O O O p. r r O) M ~ r M ~ 0 C D l~ ~ ~ 00 0 0 a0 N 00 N t~ ~ to M ' ' ' M N ~ a ~ A 0 N N O N ~ C D 0 D_ ' I I C D N ' CO ~ r ~ N O I COO O ~! 0 CO (h II ~ ~I II O O II ~ ~ II M II II II II ~ ~ 11 00 O ~ II ii ii M ^ II ~ ~ 11 r ~ ~ II II II ~ 2 W _Z ~ W N J O ~ U N ~ Z W ~ O o Z N U ~ U' ¢ U~ o ~ 1- ~ j O W Z ~ Q W ~ N O ~ Q X (7 r ~ ~ Y lU ~ LL1 Z OU 0 Q W t~ ^ ~ ~ = ~ W Z } W v m ~ z ~ W w ~ J m U a Z Z W ~ Q fn O ~ ~ z Z ~ ~ (n ~ W ~ H ~ LL W ~ W J ~ c~ O W Q J a N ~ U O ~ > j U 1- O ~ w ~ Z Q ~ H O ~ IL LL O O ~ ¢ O U H ~ ~ ~ n a°o o ~ ~° °m a°o g3 ~ o I ~ I O M O M d CA N a 2006 Proposed Operating Budget Public Works-StreetslHighways PUBLIC WORKS--STREETS Service Delivery Summary: The Streets 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 Department is broken down as follows: Proposed Personnel 2003 2004 2005 2006 Supervisor 1 1 1 1 Technician/Inspector 1 1 1 1 Maintenance Workers 10 10 10 10 12 12 12 12 94 2006 Proposed Budget Summary-Public Works--Streets 2005 Streets Budget: 2006 Streets Budget (proposed): $1,452,800 1,453,800 $ 1,000 (0.1 % increase) The Streets budget shows an increase of 0.1% due largely to inflationary costs, including a 3% wage increase and a 15% increase to health insurance off set by a substantial reduction in the snow and ice removal line item. The following are proposed additions and reductions to the 2006 Streets budget: 1. Addition of $7,500 for the purchase of automatic snow plow chains Impact-This request will equip five snow plow trucks with automatic chains. The new technology on the experimental truck has proven to be more efficient, effective, safer, and more economical by eliminating down time, excessive wear to the vehicle/road surface, and elimination of employee installation in adverse weather conditions. 2. Reduction of $40,000 for snow and ice removal. Impact-This line item has historically been difficult to project due to the wide fluctuations in snow and ice conditions resulting from mild or sever snow fall winters and the fact that the snow season transcends two budget cycles. The line item covers both contractual street plowing routes and trail plowing. The reduced appropriation is slightly above the average of the last five budget years and therefore provides only a small contingency for above average snowfall. Staff is comfortable with the reduced appropriation assuming that the fund balance is maintained and available as a contingency in the event of higher than budgeted costs. 95 0 0 N rn 0 a~ v i ~, ~ ~ ~ E o ~ N fn 11 I I N II N II p ~ j II N ~ ~ II 0 II H W ~ N ~ I m ~ Q II O ~ II N U II Q II II J II M Q II O ~ II N V II Q rn Q W ~ I ~4 ao u LL ~ O m ~ ° U N m ~ ~ I ~ j ~ a I I ~ I ~ ~ I O U O N ~ coq ~ ~ ~ CO ~ ~ N ' ~N{ ti ~ a00 ' ONi N ~ M ~ ~ C07 to N COO 0~0 ~ ~ ti ~ ~ ti ~ ti CD ch 01 N ~ O f~ O M .^--~ O M ~ C^D ~ N N ~ an N N r ~ M ~ O COO d ~ N ~ ' N to N ~ N f~ ' CD N O M ~ COO ~ N a0 to r ~ ~ ~n ~ a z } C7 ~ O z a ~ i ~ ~ ~ ~ Q I=i = C7 ~ (9 ~ w w ~ cn w a g a o~ ~ c~ ~ Z ~ ~ ~ ~ g z ~ p ~ ga Q Z W Z W 0 = J O ~ U ~ W ~ Lll ~ W O Z ~ Cn Z W W ~ W ~ U = J W W g w g w ~ V ~ w Q 1= N ai O ~ O a ~ s ~ o ~ ~ ~ ~ M C7 ~ ~ C!f CNII ~ ILf C! m co ro rogo ( ^~o m ~c ro ~c m ~1./ O O O ~ O 0 c ,~ ~ ta7 O ~ st M c0 N ~ ~ lA ' r r ~ ~ ti O (O to ai w U W Q Z O w a O r CO ' a0 r w Z w a ~ ~ w_ W --~ w a ~ W ~ O Z W ~ U W O ~ O r r N ~ ~ ~ 0 0 N a~°i $. 0 aN N N n ~. N ~ ~ ~ CO E 0 N (A ~ h I ~ E ~ N p_ N ~ N ~ I ~ I W o C7 N ~ I m J Q O f- N U Q M Q II p I=- II N U II Q 11 aW-~ tom om° $ r ~ _ U a °~ o ai $ i O U O O O O O O O CO et ' st I~ ' ' CO ~ O ' r c+i ap c+i O IL7 l<7 ~ ~ OD ~ O O O O O O O CO e} ' M (h ' ' P ~ O ' ri ~ ~ 00 om r c0 CD ~ ~ cN0 M ti ~ CNO CO O CO t0 O) h r- ' CO CO N t0 N fV h ~ M ~ ~ N ~ N_ N GAD ~ N ~ ~ f~ M N O) ~ M t~ N ~ ' QJ W W W J ~ ~ J d d a z ~ ~ a ~ ~ w w = J } ~ ~ a ~ > = z a ~ ~ = a ~ ~o Q w z w 3 W w~ a o ~ O w t9 ~` -~ w ~ ~ Z Q a U Q ~ t1s O Q w Fes- a W cn U C~ c z O -- ~ Q U ~ ~ a a a ~ ~ j ~ O vs w a z ~ U ~ w ~ O ~ N w ~ z ~ w ~ ~ ¢ ~ w ~ ~ v = a ~ -' z ai w ~ ~ a ~ Q ~ ~ o w ~ rn ~ O n- °0 w z ~ O ~ ~ N ~ U ~ ~ I=i ~ ~ v~i uzi ~ OU N N l~7 C~9 ~ ~ G U 4~Y 1 ~ ti tN0 tN0 tN0 iNG tNG tN0 tN0 tN0 ~ tN0 ~ \~ O O O p O O ~ N M O O O O N O Iri ri M O N CO ~ ~ N ' -- M N M INCI O M 0 Q a w w J a a N N ~ ~ (V w U w vi ~ W W Z O LL a U W > F ~ ~ ~ g a a U ~ ~ ~ ~ ~ tM0 0 0 N T ~~ O O O O O O O O O O O O ~ O ~ O O O O ' ' ~ II 11 In N M I!j N O O ~I N Q ll') M M I~ O> e~- O) 1t0 O M N d' ~ ~ r N N ~ ~ ~~ ~ 11 II 11 O O O O O O O O O O O O O O ~ II O O pp O O O O O O O O ~ O O O II W W In In O O O N ~f M ~ N i ~ O O O O C7 II N M N a0 ~t cV oC ~ ~ M COO N ~ II ~ N II m 11 II II 0 ~ e} N ~ ~ ~ ~ ~ II ' O •- ti a0 c 7 ~ ~ N ch ~ ' O D M ~ h 1~ ' (D ch II O ~ d. O aD M N ~ M ~ F- N U II N Q II 11 ~~ M O M r CO M a0 M t!') M O O O ~ Q II ~ O ~ ~ ~ ~ ~ ' M ~ O tD O ~ a0 M~ II ~ ~ N N ~ ~ N n N N N N V II N Q II O a 0 a N N V 1 ~+ D7 ~ ~ E ~ ~ o ~ N fn Z ~ aW~ I I X0°0 m O ' ~ i ~°~ U N ~ ~ I ~ nl m I ~ ~ I a I O U J ~ ~ ~ Z N Z ~ ~ J ~ ~WC U J ~ ~. rr z O cn ~ cn a ~ ~ ~ Q a z aQ ~ = vWi °° z ~- W t Qv s _ ~ ~ 0 ~ N W UJ O Q J J W 2 ~ z Z g w Z~ Y~~~ o~ Z Q Z N m ~ U Q Z d Q Q W Z m ~ W -- ~ Z U > u~ a w w a z w ~ ~ w w ? z w O V Q ¢ w J W Z W ~ ~ Q U7 Q' ~ ~ Z FW ~ f' ~ ~ W 2 LL ~ fq Z W ~ J d Z W fA Z ~ CO ~ U Z U H W W = O ~ _ N (9 ? ~ N ~ U ~ F o ~ O (n ~ ~ ~ O N tMp tM0 t0 ~ ~ ~ ~ ~ ~ ~ t0 ~ ~O t~D <O ~,J 0 0 N O m O dN N N a Z• N ~ ~ E o E N (n II O O O ~I ~ to 11 r n N II N ~ ~ 11 Q ~ II ~ II II II II II II ~ II M ~ II W M D N CO C N ~ II ~ II ~ m II II II II II N 11 ~ Q ii ~ ii ii ~ ii N U II II Q it 11 ~ II I I J II ~ ~ ~ O ~ II II ~ II p ~ II CO CD O N II N V Q II II ~ II II W ~ I I I I ~ a ii W u O ii ~ aW~ ii „ rn } Q o ~ a m ~ ~~ ~ _ } _ o F- `p ~ a ~I o u p W } Q 0 a n ' ~ d ~ w C II N ~ I-- ~ W ~ D II W W ~ J ~ U N II ~ ~ a J ~ ~ II ~ N N 0 U O r` m 99 1 0_ 1 O 2006 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 2003 2004 2005 2006 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 1.5 1.5 6.5 6.5 5.5 5.5 goo 2006 Proposed Budget Summary-Public Works--Central Services 2005 Central Services Budget: $458,500 2006 Central Services Budget (proposed): 486,100 $ 27,600 (6.0% increase) The Central Services budget shows an increase of 6.0% due in large part to inflationary costs The following are proposed additions and reductions to the 2006 Central Services budget: 1. Addition of $6,000 for software and maintenance area improvements. Impact-An addition of $6,000 is proposed for two purchases: 1.) The purchase of software to serve as an online reference for City equipment; and, 2.) to paint the floor in the equipment maintenance area at the Central Maintenance Facility. 2. $9,900 originally requested in this department to paint the floor in the equipment maintenance area at the Central Maintenance facility is proposed to be funded through the General Facilities Renewal and Replacement Fund. Impact-The flooring in the equipment maintenance area is in need of new paint. It is proposed that this improvement be removed from the General Fund budget, and rather be funded through the General Facilities Renewal and Replacement Fund. ioi 0 0 N n .70 N 0 a 0 n 'cY ~ N N ~. ' Z ~ U ~ O CD ~ O ~ N Cn N Q W 'L3 aom w ~ c O c ~ o m N a U °~ I I ~ ~ II ~ ~ ~ 11 ~ ~ II ~ II II u W II O ~ II N ~ m II II -J II ~ ~ II O ~ !1 N ~ II II I II O = II N Q II II II II II II II c o ~ ~n. N ~ O I I ~ ~ o O U N COO, O ' COO, ~ M d~ t17 I~ f~ 1~ C'7 O N N r r N ~ r In M tl.7 C7 CD r N r r N M r Op Q.7 In r O M ~ ~ r O ~ N N lf7 O O r Cn ti r r N N N O 0 O ~ O 0 0 p j ti ~ c 0 ~ C O ( 0 0 0 C'7 r M O CO +" CO ~ ~ C D ~ O r CO A ~ N N N Q' Q' a ~ w o } ~ N ~ ~ ~ H V W ~ W ~ O H ~ _ Q Q W w ~ ~ a H V C9 w ~ Q Z z a ~ ~ ~ rn O W Z ~ ~ O o o F Q ~ Q ~ ~ U , w w O Z ~ F- ~ ~ O ~ uJ W U = J W Z ~ ~"" ~ F"' F- Y Q Q V Q Q U w W O ~ > w I i t i> N f!) O fn O W <L I J ~ M E E E ~ E E E M E C G C O C O C O t G C O C O C O C G C O 10Z O O M O O In ti M N c0 M ti O CO M w U w J Q Z w 0 0 N r v CO N O a 0 a v~ N N a ~. m ~ O ~ N F- ~ W ~ ~ Ln ~ C m ~ tD ~ o ~ o n N ~ C CU jj w II I I O 000 O ll~ O M ' O O O O ' O ~ O COD O O O ~ O ~ O ~ Q I' CD r r N r lI') I~ O N 0- ~ II ~ ~ ii u ~ ii w 11 II o 0 ~ 0 0 tr7 0 0 M ' 0 0 O 0 0 O ' 0 0 O 0 0 cD 0 0 O 0 0 '~ 0 0 ~ ~ O Q II O r r N r 'd' ~ r N m II II o Q II ~ 11 N cD ~t v ~ M I• ~ o O r O a0 O v ~ •- ~ O ~ v V (~ N r r In CD N II a „ n ii Q I I ~ N t) N N C70i OOi N M M 1 O N ~ II ^ N ~ ~ h Q II I II II II II II II II J w d H Z n f- ~ d II II ~ Z n. ~ ~ d ~ Q d ~ Cn ~ II n W O ~ ~ ~ ~ Q a ~ Q F- z F- p I I ii W V Q ~ Cn W ~ Q J Q Q' Q W ~ W d 0 Q Q' o ~~ w w W ¢ a f ~ Z «~ a ~ ~- w C=7 vi z ~ w a n c~ ii N ~ d w ~ w a ~ a w ~ U ~ ~ «~ u, II m n ~ ~ ~ U Z (~ Z ~ ~ ~ U' CJ W ~ d ~ = ~ m O O }"" Q ~ W CU ~ II W U ~ ~ U = W J ~ J J ~ (Z O U ii U Iwi w a w ~ O J g D w J ~ J ~ ~. ~ O N O ~ O ~ U ~ ~ ~ w to cn U O r N elf r N O N N N N N ~ N r M N N M N ~ M N ~A M N O ~ N r et N O 1~ N t 0 t D C D C D ~ t 0 C O C D t 0 D C t D D C O O CD f~ N 0 0 CO N n rn 00 N O M CD N Z F- D Q a w W J W a l u3 0 0 N O N O +Z O d ~ N N .. ' 2 Z+ N ~ a~ ~~ W -~ 0 m ~ c m °' ~ ~ o ~ N sZ D O N ~ ~ II y 11 II 7 ~~ ~ O tf) r ' O O pp O M (p ~ O M r ~ O O N O ~ O N O ~ O O O r ~ ~ II II O ~ II II W II Q II O O r M , O O O ~ O O O CO , O O O r , O O ~ M O O r O O N O O r O O .~. O , N m II II J ~~ ~t ~ M O 00 I~ r O> 1~ O ~ CD O Q I I F=-. II cD r O O O O (00 N r ~ r ~ ~= ' r O COO^ 1` N O N U n Q ii I I r J N ~ W M O N II Q II ~ II Q II II II f~ ~ 1~ CO 00 O O ti ~ ~ r ~ O ~ ~ N r • - r ~ r M O ~ _ Q O II 11 II 11 ~- 11 n 0 jj a ii V 11 ~ it ~ II ~ II U 11 w v W N J t- W V N A w Iwi Z O g o !n Z ~ W Q W (n W ~ (j 0. 7 v w J w v ~ ~ W Z ~ d J I- W Z U ~ ~ cn Z O m g ~_ Q ~ ~- W d ~ C7 W _.I m O ~ O m g ~_ Q ~ a d W W (" = O ~ w lL n O Z J W U m ~ ~ O O cUn ° Q w Z ~ lL Z O ~ W w X Ur Z W ~ J U OJ m O a ~ fn m fn Z Q W 0 X Q ~ Q ~ ~ ~ d W f~ W U J W U Z O H z ~ Q > ~ ~ H ~ >Q > U w U O °° g W _ ~ a ~ F-- N iMp dam' tMD ~ ~ 0~0 tMp N ~ N GAO .ti} tG e~~ ~ ti ~ ~ti} tD 000 ~ M ~ ~ ~ ioy 0 0 N v a~ rn 0 a 0 a~ ~ N N ~ Q N ~ 0 N to .~ a~ t- o' W ~ D m ~ ~ m ~ ~~ O ~ N °- a~ II C N ~ ~ ~ 11 I co N ~- ~ II 0 ~ II II u w II N ~ II m II II 11 J II ~ ~ II N Q ii II J II O ~ II N Q p II II o d I N ~ I ~ ~ I 0 1 O U O ch O M ti O M _M C7 N f- U N U Z ~ O U N W J U Z Q z w V Z ~ ~ N O>' ~O Icy t0 O O O O to In 1~ ' N M N to ~ ~ O O N ~h O U') t` cM tt ti '~t `tt ~ ~ ~ ~ i ~ i I i ' CO ~- ~-- N w U' Q 2 U O Z Q W U w !Y W O t- Z w 4. t- W ~ F. z O ~ ~ a w W W _U W = w = O O O O O O ~ tOD t~0 ~O <D tD 'ct O (O M a J F- O J Q U II II O ii O u ~p ~ II I I II u ~ 11 ~ II II ~ it ~ II ~ II I I II M II ~ II ~ II II F- Z W H Q a w W U w H Z w U Q H O H 2006 Proposed Operating Budget Parks and Recreation PARKS & RECREATION ice 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`s of July Festival • Provides funding towards the 4's of July festival fireworks and associated festival expenses. Dotal personnel for the Parks & Recreation Department is broken down as follows: Personnel 2003 2004 2005 Proposed 2006 Director of Parks and Recreation 1 1 1 1 Parks Superintendent .85 .85 .85 .85 Parks Planner/Landscape Architect* 1 1 1 0 Administrative Specialist* 1 1 1 0 Superintendent of Recreation 1 1 1 1 Superintendent of Enterprise Operations*** - - 1 1 Recreation Supervisor 3 3 3 3 Events & Recreation Program Supervisor 1 1 1 1 Preschool Coordinator 1 1 •g •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 0 0 Clerical Technicians** 3.4 3.4 3.4 4.4 25.65 25.65 25.45 24.45 *Per the recommendation of the 2004-2005 Organizational Study, the positions of Parks Planner/Landscape Architect and Administrative Specialist are proposed to be eliminated in 2006. **Per the recommendation of the 2004-2005 Organizational Study, and per past practice in 2004-2005, it is proposed that one clerical technician from Finance be permanently reassigned to Parks and Recreation to function as an Accounts Receivable Clerk . ***Per the recommendation of the 2004-2005 Organizational Study, and per the approval of the City Council in August 2005, the position of Parks and Recreation Administrative Coordinator was reclassified as Superintendent of Enterprise Operations. '~W 2006 Prouosed Budget Summary-Parks and Recreation 2005 Parks and Recreation Budget: $3,345,100 2006 Parks and Recreation Budget (proposed): 3,416,500 $ 71,400 (2.1% increase) The Parks and Recreation budget shows an increase of 3.4% due primarily to inflationary increases. It is important to note that man of the budgetary increases in the Parks and Recreation budget are anticipated to be offset by revenues. Enclosed on page ~ is a summary of proposed expenditures and revenues associated with recreational programming. Also enclosed, on page ~~°~ is a summary that demonstrates the level of revenue associated with the recreational programs offered by the City. The proposed 2006 City contribution towards the 4th of July Festival activities, including fireworks, is consistent with the 2005 contribution level. The following are proposed additions and deductions to the 2006 Parks and Recreation budget and transfers that impact the department: 1. Personnel costs increase by only 0.7%, which is a result of adjustments made in the organization study. Impact-The personnel services budget is basically flat as a result of the following staffing adjustments recommended in the organizational study and being implemented: • Elimination of the Parks and Recreation Research and Special Projects position • Elimination of the Parks Planner/Landscape Architect position • Permanent transfer of a Clerical Technician from the City Clerk division to Parks and Recreation. • Job Evaluation System (JES) salary adjustments for two positions, which were approved by the City Council in 2005. • Salary adjustments for two positions resulting from position changes implementing the organizational study. • A reduction in seasonal salaries. 2. A decrease of $5,100 in Instructor costs and an increase of $10,100 for sporting event officials. Impact-The instructor budget is proposed to decrease due to fewer instructors needed in the recreation programs. However, there continues to be a demand for more sporting event officials, and thus that line item is proposed to increase by $10,100. The increased costs are proposed to be offset by program revenues. 3. An increase of $3,800 for building rental fees. Impact-Currently, some recreational programs are held at the Community Center and thus the City pays rental fees for the space. The increase in the building rental fees is due to increased rental fees at the Community Center. These costs are offset by program revenues. 4. An increase of $23,000 to color-coat the tennis courts at Northview Park. Impact-It is proposed that in 2006 the tennis courts at Northview Park be resurfaced (color-coated). These tennis courts are the courts used by the City for tennis tournament requests. In 2005, School District 196 provided $1,500 for immediate repairs to the Northview tennis courts. 5. An increase of $4,400 in printing and binding due to the proposal to contract out for the printing of the Senior newsletter. Impact-Given the increasing popularity of the senior newsletter, News from the Front Porch, the City currently produces 1,200 newsletters on a bi-monthly basis. As the requests for the publication increases, it is proposed that this publication be printed off site. ~ ~~ Recreation Division 2006 Budget Prog Expenses Revenues ReRatioxp Admin -July 4 3001 31,500 Holz Farm 3027 3,500 1,500 43% Recreation Interns/Outreach 3028 2,400 0% Safe Camp 3029 3,500 4,000 114% Games and Sports Instruction 3030 9,500 13,900 146% NYSCA 3031 400 1,000 250% Adult Tennis Men & Women 3032 - 300 Adult Tennis Co-Rec 3033 100 500 500% Tennis Lessons 3034 8,500 12,600 148% Tennis Camps 3035 6,600 8,000 121 Golf Lessons 3037 200 2,100 1050% Golf Leagues 3038 200 2,100 1050% Skating Lessons 3040 400 700 175% Mens Volleyball 3041 2,900 4,300 148% W omens Volleyball 3042 8,100 10,100 125% Co-rec Volleyball 3043 11,600 18,200 157% Mens Broomball 3044 1,900 3,100 163% Co-Rec Broomball 3046 3,700 4,600 124% T-ball 3047 5,900 7,300 124% Mens Softball 3048 62,400 88,500 _142% Womens Softball 3049 9,000 12,500 139% Co-rec Softball 3050 22,500 31,400 140% Football 3052 2,200 3,200 145% Athletic camps 3053 3,200 6,000 188% Boot Hockey 3054 1,800 2,800 156% Preschool Programs 3057 66,200 81,500 123% Summer in the Park/Playwagon 3059 48,100 32,100 67% Puppet Wagon 3060 1,800 400 22% Evening in the Park 3061 4,600 2,000 43% Schools out events 3062 2,200 2,300 105% Seasonal Special Events 3063 5,300 5,500 104% Special Event Coops 3065 500 0% Dance 3066 4,200 4,700 112% Adaptive/Inclusion 3067 7,300 6,900 95% Chess Programs 3068 1,400 1,800 129% Nature Programs 3069 900 1,600 178% Warming Houses 3073 _ 31,600 0% Tubing Hill @Trapp Farm 3074 32,300 21,000 65% Mens Basketball 3076 30,700 _ 31,300 102% Senior Programs At C. Ctr 3078 _ _ 26,000 10,600 41 Fun Run 3079 3,800 4,500 118% Concession Operations 3080 23,100 25,300 110% Art House 3081 - 8,000 Sports/Creative Camps 3082 20,500 23,000 112% Preschool Activities 3083 4,400 4,500 102% Youth Development Programs 3084 67,400 39,400 58% Family Activities 3085 6,300 6,000 95% New programs 3086 6,800 7,800 115% Teens At C. Ctr 3058 55,600 32,900 59% Preschool ro rams At C. Ctr 3057 34,000 31,200 92% Total 2006 ,. $ 687,000 ~ $ 623,000 91 ~--~- o ° t U~ ~ U n~ ~ ~ ~ ~ ~ ~ ~ U ~ ^~ ~o-~~~oo~~~ .~~~.~~~~z ~M y ~. " ~ ~ o ° ~~ ~ S ~ ~,~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 'UU.~ o ~w ~° M_ ~ ~ ~ H U ~ ~ h vi y ,1] ~ O U N ~ 4~ ~ ~ ~ ~ ~ ~ y ~ ~; o o ~ ~ ~ ~ ~ ~ ~ ~ i °~ ~ F l Z o ~ ~ o ~, ° o ~ ~, ~ `r' ~ s -~ b~A S O ~ ~ G N w~~ r..~ ~ ~i .-+ N cn ~ ~ '~ ~ .~ H a~ ~ W ~w °ao r~ ~ ~ H y N LL~ O P x ,~ ~o ~ ~ .~ ~ ~ .~ ~~ ~~ °~ ~~''w ~~~^ ~~o ... w~ ~ 0 o ~ o xo~ o U ~ o ww~' d- • ~ o ~ a~ ~ a~ ~~ ~ ~o~ 0 0 N O U U a~ Q 0 a_ ~M L Z. J ~ cD O ~ N (/1 Q~ Q W ~ Qpm u] = c O C ~° a U N y II ~ y II c0 N r (0 N d ~ II ~ ~ II ° II II II W II N ~ II II m II II II II ~} Q II O ~ II N V II Q II II 11 O ~ II N U II II 1 O O O O O O O O O Op O et O f~ CD N M ' O ~ 0 U O N ti O N ti 0 0 ct lfy r N ~ r N O O O O O O O O O M O r O f~ M ~ ~ ' N 0 cD ~ O N 0 0 ti ~ O N M lt7 .-- r ~ N O O d' O O OD V' O O O O N h ~ ti N 117 d' O r M CO CD ~ 00 ~ O O ~f ~ CO 01 O In fD N O ~ N ~ Oi N N O O ch ~ cr1 d' N l[7 .-- ~ r 1~ ~ ~ 0 0 0 O O N O 0~0' ti ~ f^D ~ C^D. M ~ ~ O ' r N ~ O 000 M M N ~ N (h ~ r- ~- T Z II II Q II II ~ II ~ ~ 11 O ~~ a ~ g o c~ ii Y ~ g Z O ii Q ii ~ FW- } ~ ~ ~ a ii r. (>7 W ~ to W ~ g O W ~ ~ Q cn 11 W g n u ~ _ ~ p Q Z Z d Z a ii W O w ° w 0 ~ O ~ ~ O ~ U II ~ Q ~ Q F- a' ~ ' U ~ ° i' a _W ~ w ~ o = _~ -~ w N ~ II W °"° ~ g ~ ~ g ~ ' ~ J m a Y ~ ~ OV ii Q cn > O Q (A > O w a U w w _ ~ ~ ~ ° O ~ w ~ ~ ~ M M ~ } 'a 1!7 {N a ~ r ~ r 17 r r i0 r CO r c0 r tp r t0 r tD r i0 r t0 iD t0 tD N aD O N N C7 IA M r N N rn W U W Q z O w a O O O O O In ~ ~ O O O O O lf') ~ ~ 1~ I~ M 17 N ~ t M (O O 4) O N ~' CA ~ IO 0 0 N d '7 VCJ C O Q ~ Z a_ ~ ~ W 0 W J ~ J Z_ ~ ~ ~ u~ a. cn U U U O O O O r N N N N ~C ~O t0 ~~O 0 0 N O) O w U d U m y a 0 a ~ M Q tv ~ cD ~ O N [~ II 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 O C II N N M r O O ~ ' O O O O O ~ O ' y y l l r O~~ II ~ N '-- N O O N M ti M N 11) p~ 3 ~~ r' tD M r r ~ N ~ ~ II 0 II II u II O O O O O O O O O O O O O O O ~, 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 , u v N ~n r of o ao 0 0 ~n o 0 0 ~n ap w N N r CO CO 0p r N ~ M N ~ O C7 II r r 1~ M r .-- ~ N ~ II II m II II u II d f~ lA 1A O O to W ~ 00 CD 00 tt II t~ M ~ (A O M h Gp O) U7 ~ lA c0 --~ II ' r !~ I~ LL) ~ N ' ~ ~ M O ti ti M ' O ~ II O r p7 Cp cD CO r 1~ I~ N M In r (O M r r M N V 11 Q II 11 II II II 11') r r N fD 00 CO M O CD M h ~ O O lf') J II CD t+ h- T O M ~ O ~ r M ti U7 ~ II ~ r ll'J O r N r r O N O CO I~ M r r O~ II O N r h (D to O O N ~ N lf> r r ~- Cp M r M N ~ II U Q ii u ii Z u ~ II Q J II ~~ ~ ~~ ~ z II ~ ~ (~ W J (/~ W_ W W_ ~ II ~ --~ Z J (/~ ~ ~ J Z F- rn II Z J ~" W d W Q LL a a m ~ a ~ a cn a ~ II N ~ ~ W ~ fn Wpm ° ~G Z ~ a ~ ~ a ~ w ~ > ~ ~ ~ ~Om E ° a J ~ z ~ ~ d W w ~ a w o ~ w ~ N~ ii ~ m ~ w ai ~ O z a z a ~ a. ~ a aQ. II M W J W ~ Z U ~ ° ii Z d Q a p ~ Z ~ d Z ~ ~ d Z }~ ~ Q '~ ii ~ N w ~ ~' w w a Z Z ~ w ~ U V- m ~ w °' u~ C~ Z Z ~ ~ C7 O ~ ~ d ~ ~ m U O O a O Q ~ ami ii a ~ ~ ~ ~ U Z 2 w a J Z O ~ IQi ~ z cUi) ~ ii ~ W twi ~ ~ O 0 F- ~ Q m 0 0 ~ Y J F- ~ U p U a w m Q Q O 11 ~ w a J w ~ J w w O ~ w o ~ O li ~ m U ~ ~ ~ m li tai a t~ i r r N N N N N N M M M ~ M M ~ ~ 1~ tNC tN0 tN0 ~ tN0 tN0 iN0 m tND tND ~ tNG iN0 iN0 iN0 tND iN0 O w O n d f13 a 0 0 N J v d U d o` U .D y a 0 a %,~ co 1 Z, y ~ 0 ~ tD E o ~ N ~ 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 O O N y II N O O O O) O tl ) ~ O M cD I~ O tp O~ y II t• ~~ ~ N N N r CD t!) tCj M N N N r h O O 7 r M oo N N G ~ ~~ ~ 0 II 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 O O II w O O O O r GO O IL ) ti r M In O h r N O N O CO t(7 r Op 1~ 1~ r ti M 07 N r M 0p W N~ II M m II II II M r O 00 ~ ti ~ M lC) ~ ~ N ~ ~ ~ O J II a - M d M ' ~ ~ lT M r I!7 f~ CO O~ II N N lA ~ N ~ N ti NO ~ M ~ !~ N U II M ¢ II II II II (D O N O N !~ GD fD O r O Op ~ 00 N M N fD N M M (D fD CD J II M¢ II M r " O er ' N O C7 M ~ O CO ~ ' M N O~ II N ap e.. M ~ 't? p r ~ r N r O (D M r O !~ c°~I U ii M ii ii Z °O ii Q u ~ n W U J Z ~ ~ II Z J Z ~ ~ W = ~ W ~ m ~~ Q lA d Q ~ W ~ W LL fn w Z U W ¢ II Y J ~ ' -~ O Z p °~ E ~~ a ~ ~ a '~ w ¢ v ~ ~ ~ as o ~ ~ ii ~ ~ ¢ U ~ ¢ ~ ~ z tL O twj _ U N O ii H cOn ~ O C7 ~ a u U v¢i Z ~ w ~ o a Q ~' Z g Z W p ~ n ~ u~i jj H w li a °ts ~ F- c n ~ ~ W z O ~ O ~ w H w W W z w O II Q U aS F- ~ F- J ~ U (~ U O Z J w ~ ~ Z ~ ii ~ Y ~s Z a G o O V ii ~ w C7 ~ ~ ~ p ~ ~ ~ S O W a ~ ~ ~ O J ¢ ¢ a ~ ~- in O U ~ ~ ? w c- F- ¢ a cn cn . ~ a w ~- r I!f N Its M 1f> 1~ Y'f O P O r O N M N t0 N 1~ N 00 N Of N fD ~ ti "t N t0 N tp N <O N t0 N t0 M ~D M t0 M ~D M t0 M <G M t0 M t0 M ~D M tD O w O M N lT f0 d ~ ~Z 0 0 N W r O .~-. d U to 0 a 0 a_ M M a ~. N ~ ~ ~ CD O ~ N !n jj 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 y y II ~ M ~ t0 O ~ ap O In O to O O O O O O co E ~ n h Iri N r. v ~ ti d ao n. ~ of d 1~ p~ ~ ~~ O d N M N ~ ~ 11 II II 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 00 O O O O O O W II ~ ~ ~ N ~ O M to O O O O ~ N C7 CD NO ~ 11 (D to M M ~ Md f~ M oD CD lA N d M m II II n II .- If> N 00 N O CO (D 00 N I~ O O O M O J 11 tD O 01 M d O M ti M N O ~ n O l17 11 CD O ' 1~ O t!') 00 1~ M fD d In ~ O ~ M ~ d Q II U7 cp .- a0 cD h c0 c0 O N ~ M M O = II ~ M N U 11 Q II n u II N 00 O N In ti O O M O O O n N N IC) 07 J II fD O M M OD ~ O O N O ~ ~ h lf') CO ~ O M Q II c0 ~ N N O O O IA d ~ O> h •-- M ~ O= II O ~ N N ~ dd (O N ~ ~ d d N M N U n Q u I u ii Z n 0 u Q n II W I V n W u ~ ~ ~ Z ~ II Z W C7 m O O m rn Z m m ~~m {~ ~ > Z ~ g g~ o z -a ~ ~ ii ~ (9 W p m Q ~ ~ Q g ~ ~m E II a Y w ~' o w w a a w ~- C~ II r W ~ Z U Q U ~ ~ ~ ~ Q !Z V N ~ CO ~~ Z W ~ W m ~ ~ ~ Z Z ~ ~ Q ~ ~ w p C'J -~' ii W U ~ N W C9 Z } cn a a H ~ ~ Z Q O y ii ~ ~ Q W F- _Z d W F- ~ _ ~ LC W _J ~ r Z O II Q fn Z Q ~ ~ J Z U J ~ ~ LL H U ~ W g ~' ~ qQ ~ ~ w w o O ~ _Z ? g N c v~ ~~ W W (n ~ J W W U ~ J J (~ 0 Y O = W O U ii ~ Q W Q W O W ~ ~ Q O ~ ~ W q j Q ~ n. a U U ¢ C7 ? w z ~ m m li a m ~ ~ r M 1[1 h O 1[7 1A O 1A t0 1~ OD r ~O N N 1f1 1A ~ 1l> IA h CO O ~e-~ .eN} .eN} N N M I!>' ~f1 t~ tM0 tM0 tMC ~ tM0 tMG iM0 ~ 10 't ~ ~ CO O d Of I4 d n3 0 0 N O r- A v a~~i cg U y a 0 Q M M 1 ~, ]I ~ p~ O ~ N ~ a~ Q W ~ ¢c~m W ° C }O o I- o a U N N p jj O O O O O O O O O O O O O O O O O O O O O O O O GO ~ N 1~ O O M O GO ti ~ ' O ~ ~ II ~ II N ~ ~-- N 11') C' ~ M ~ .-- M O 7 II r ~ Q N ~ ~ •'- N o ~ Q i~ Z N a °~ u ~~ u p n u ii o 0 0 0 0 0 0 0 0 0 0 0 w O ~ .-- r N ~ r ~ ~'- N N p II m II 11 II .- ~ N O c0 I~ M 1~ ~ O h c0 O~ II cD '~ ~"> N O N O N O ti O ~ N N N U II Q II U ' II O O N O O ti ~ O N O I!') to ~ J II M ~ M et 1~ O M f~ O f~ CD 1~ O II ~ N IA !~ OD lA ' O O) M M et CD OO O~ II n N ~ N M I~ O O ~ N U ii Q ii u ~~ z II u ~ n II W II ~ > J U ii Z W to w ~ ~ ~ II Q J to W U Z fn J J ~~~ °o W m z~ w ° ~ a a U Z W ~ Z w ~ Z ~ m w J ~ "' nw. ~ a Q~~ a w ¢~ g w ~ I' M Z w O U ~ _ ~ ~ > > Z a ~ n 11 W U Z m m ~ U W U W > O w ~ w Y X ~ _ ~ C~ v II ~ U F O ~ d Z W Z J ~ Fa- } Z Z F- p II Q w w ¢ Z W ~ Q O ~ ~ ~ ~ Q Q ~ m ~~ W w ~ ~ Q ~ ~ Z ~ O w ~ O ~ OU a> o u 0 ti Q to Z ~ w H ~- Z a p J U ~ I- p ~ > Z O ~ <p h o0 Cf O 1~ N ~A 1~ Of O r M ~ 1~ h 1~ 1~ Cp 00 ~ M M M ~t9 t0 ep t0 t~0 ~ ~ ~ ~ ~ ~ c00 t00 t0 t~0 t~0 tip iOG try O O N 0 ° o O O M O O ~t ~p O d O ~ ~ a O M v w C9 a x U p Z Q W U W !Y W 0 0 0 N r O v a~ aUi `o U N N a 0 a_ M ch a Z. m ~ ~ ~ cD ~ o ~ N Cn II ~ O O O '-' C II t N In O ~ l N II O c0 op c0 O ~ ~ II N d ~ II ~ ~ II t7 11 I I u II ~ O ~ W O ~ O O N t D_ O N ~ ~ II m 11 II I O O N -~ I C O_ O i II c 0 O= O M N O II N U IV Q ii u n II M ~ ~ O J f D ~ O ~ II O N N ~- O ~ ° ii c v U ii Z °~ Q W ~ 7 w C m ii ~ ~ O m E ~_ ° f° ~I o n N N U O of a .~ ~ I m ~ ~ OV H Z W a ~ z o ~ ~ Z ~ H a ~ ~ _Z o w ~ W ~? w w m O m ~ m m O ~ co O ~ co ~~ II 11 ~ ~ ~ ~ 11 ~ _ II nj O ~ ~ cD 11 c7 r .- r II ~~j' 11 I I II n O O O O II ~-- O O ~- II ~ r ~ II ~ c7 {I c7 II II II OOi M M c~ II N O OT II 0 0 M ii ii n ~ N N st II ~ O O II N II M jj n W J w w ~ w ~ ~ o ~ O w w ~ ~ z o J z Q H Q U U ~ ~ w rn us m co 0 a: rn (G a 2006 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: Proposed Personnel Supervisor of Forestry Parks Superintendent Park Maintenance Worker Forester/Maintenance 2003 2004 2005 2006 1 1 1 1 .15 .15 .15 .15 0 0 1 1 .6 .6 .6 .6 1.75 1.75 2.75 2.75 llb 2006 Proposed Budget Summary-Tree Conservation/Forestry 2005 Tree Conservation Budget: $377,200 2006 Tree Conservation Budget (proposed): 408,000 $ 30,800 (8.2% increase) The Tree Conservation budget shows an increase of 8.2% due in large part to inflationary costs and the proposals for additional seasonal staff assistance. The following are proposed additions to the 2006 Tree Conservation budget: 1. An increase of $17,100 in seasonal personnel. Impact- 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. There are also over 400 additional landscape beds throughout the City. Additionally, in 2005, the maintenance contracts expired for the plant materials in the Central Parkway and Cedar Grove Parkway streetscaping, thus requiring significantly more staff attention. Over the past year, staff has found that they are not able to meet all of the landscaping maintenance needs across the City, and thus, the Tree Conservation division is seeking an increase of $14,100 to hire additional seasonal help. 2. An increase of $10,000 for the purchase of plant material (annuals, perennials, shrubs, and trees). Impact-With the streetscaping features and planting at Central Park having been in place for two years, City staff is finding that many of the plant materials need to be replaced, and therefore additional plant materials will be necessary in 2006 in order to maintain the current landscaping plans. 3. A decrease of $15,000 due to 2006 being an off year for the biannual City Tree Sale (costs are offset by revenues generated). Impact-The bi-annual City Tree Sale, which takes place during odd numbered years, is not proposed for 2006; however, is anticipated for 2007. u~ 0 O N ap 0 sZ 0 a N N M M d y ~ D ~ CO N (n ~ N II p ~ j'I N y ~ II ~ II it 0 ~ II N ~ II m II II II J jj O F" II N U II Q II II J II 0 ~ II N Q II i Qom W ~ I ~ C I Oar ~ N ~ I U p ~I O I p. I rn I pi I ~ o OU O O O O O O 00 ' O ' N to I~ O fV CD 0 ti N ~ LZ) 00 ~ N r ~ ~ O O O M 0 00 N O ~- OD CD N CO ~ 0 M ~ N ~t 0 0 1~ O N N ~ ~ M ~t ~ (fl O N N of ao r M r r ~ •-- ~ N N O e -- 0 M ~ N ~ O ~ _ r- M ~ 0 M O ~ r- 1~ s- r- Z Q a ~ ~ ~ w 'o ~ a W i W W ~ ~ F~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ i N ~ W W Z M Q ~ a a z ~ z ~... y ~ ~ O W Z W Z W p J p ~ W W O Z ~ ~ ~ Q W ~ W ~ O = J W ~ J t g w g w Q ~ o ~ Q W Q ~ Q > U W I i cn O cn o cn o a IL _ ..I o ~ ~ ~ N L B ~ r M M ~ Q I f'1 I f1 I L! LL '! r r r r r r r r r r cC c0 cp c0 <p tD so so tD to u$ O O O O N ~ ~ O ~ ~ 0 N 0 O O ` i ~ ~ N M O O `~t ~ ~ N N ~ N ~ N M ti C O M M ' O d' I ~t N N W U W J Q Z W n. J Z W J Q ~ ~ _W W .J W Q j J ~ ~ a v O _Z ~ W I- U w I"i w a o ~ o O ~ O cND ~ ~ 0 0 N r a~ 0 a O a N N M M Q ~ ~ D O N (A I I ~~ O O O O O O O ~ o° ~ ~ N ~ °m °o ' E ~ ii _ r N M N (D _ I~ N ~ N II a ~ ~ ii u ~~ ~ ii w °o o° ' °o °o o° o° o° ' tl In O N r O O O ~ Q II `'- N M N ~ ~ N m II I I I I II f` O M ~ M O ~ M ~- J II ? CO N h O to O ~ ~ O ~ O ~ M N 00 t~ cr M ~ i' ~ ~ II N M ~' ~t (O N Q II I I J ~ Q II lf') ~ f~ 00 00 ~" 'C1• ' M ~ II r r N r lp (D ~ N U II Q II II II II 11 ~ H ~~ ii ~ W W !~ U W ~ ~~ Z ~ d Z W Z W ~ J C9 m' 11 ri O ~ d d ~ W O a v ~, ~ ~_ ~ ~ ~ ~ ¢ ~ ~ ~ o~ ii ~ H li ~ cn w a ~ o Q Q ~ w ~ N II ~ U Q ~ Q C II e•f W O Q W H w W ~ ~a ii Z U ~ w ~ Q U Q ! - ~ i W a Z d J ~ W v i ,. ~ ii ~ ~ ~ Z Q ~ ~ w ~ ~ O ~ u~ Q U ~ ~ ~ a~ ~~ a a U = a w -~ g cn ~ ° ii o o p a m w ~ Q w Z ~ U O u ~ a U O ~ U ~ ~ i g U N M M ~ N M ~ ~ h N ~ N N N N N N N i 0 t 0 t 0 i 0 t 0 t 0 t 0 t D ll9 O O O O M O r ' r N M ° ° ° ° o o o o O O r ' <- N M d0 O Cfl (D N ~ r ' r 1~ N N M d' r (D N r CO OD M O +- ' '~ r N J q [.L W ~ ~ w Z Q U Y ~ ~ w a w a ~ ~ w J U ~ Z Q ~ ~ ~ W w J vi w a. ~ LL a w ~ t - N C9 ~ te om a a a . n . O tG r M r M M C '! M tG ~O ~O i0 0 0 N O N 0 a 0 a N N M M '1 ~, y ~ 0 O N (n II I I ~ 11 N ~ ~ II a ~ ~ ii u ~' ii W II N ~ 11 m II I II J p p ~ II N U II Q 11 II II 0 ~ II N Q ~ 000 t~ O ' O ' N ~ O ~ ~- N N N O M r 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 aD ti to ~ ' In N N O O ~ N M ~ ~ M ~ O ~- N I~ lt7 ~ d' O M M 00D ~ ~ M ~ ' N O ti ' r- N ~ ti r to r ~ ~ N O N ~ O ~ I~ O O 1~ 00 L1) h ~ O .- l1') N N ~ N ' N N ~ C' 1 T ~~ O ` r II ~ II ~ ~ {- ~ II ii W y W Z m W ~m .. u o ~ o g ~ ~ ~ > ~ ii v w z z Q o w ~ ~ m E ii w ~ ~ m ~ ~ a z ~ w ~ c m ii f; Z Q w ~ ~ U ~ Z w a Q N W ~ Z Q C 11 M = Z Z w ~ N Z Q W N ~ U O o ~~ all ~ W W J ~ z a Q ~ w O z m ~ J ¢ U w ~ u ~ ~ d U ~ ~ Z Z w ~ z O Z o u t Q J Z w w ~ W ' W ~ z ~ w z II Q J ~ q lL W Z J 0 Q W U II ~ Z O Q ~ p Q O W U W C7 - ~ ~ ~ O U J ~ ~ O ~ F- ~ K ^ C~0 N ~ ti ti ~ ^ C~1 dam' t~O M M M ~ ~t ~ ~ '~! d' ~! ~ ~! ~D ~D t0 t0 t0 ~D t0 ~D ~D ~O ~D l20 ~ O M M a°o o° M N O (00. N ~ _O aD N VJ W ('~ a U O Z Q N W U w m W 2 O ti O N N H Z W w O a W 2 1- O O M t0 t0 0 0 N r 0 n 0 a N N M M +~ ' Q ~ ~ Q (~ O ~ N ~ 1 O 0 O II 1 ~ II ~ O ~ ' O l19 O to ~ N O II O N II O '~t ~ f~ I~ GD II p ~ ~ II ~ II N ~' ~ II ~ II Q II II i II II ~ I O O O O O O O I W 11 O ~ ' ~ O O 11') II N 11 O I I ~ N N r ~ N ~ II Q N M m II II II II II J II O O ~ ~ II O II ° ° Q ii o ti ~ ~ r ii II ~ N ~ ~ ' II O H N N U ~ II Q II II II II II N ~ ~ ~ II -J II Q II ' ' ' OO O O O (O ~ ~ O II M ~ II N O ~ O II O N U II II M Q 11 II II II I-- ii Z ii O ~ H ~ ii ~ W w i p ii Z a Z l ~ m V d J O II W ~~ II W Q Q J fQ Q ~ 'C II ~ ~ Q W ~ ~ ~ C ca N II ~ ~ Y Q ~ ~ D C ~~ M Z ~ Z } Q D O O o II ii ~ = W W d g ~ U W ~ U n W to ~ a ~ W cn W w vii ii ~ ~ ~ d ~ ~ ~ Q ~ I- o ;i Q ~~.. v W ~ Q = _ U ~ p ii W U W Q W O U ii ~ LL = m O U ~ W c) O ~ O F- t i O F - O ~ ~ U t0 1~ OD 119 IG ~O t0 t0 <D t0 l2( 2006 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. • Care 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 2003 2004 2005 2006 Building Maintenance Supervisor 1 Building Maintenance Workers 2 3 1 1 1 2 2 2 3 3 3 12.Z 2006 Proposed Budget Summary-Community Development--Government Buildings 2005 Government Buildings Budget: $553,700 2006 Government Buildings Budget (proposed): 615,000 $ 61,300 (11.1%increase) The Government Buildings budget shows an increase of 11.1% due in large part to the adjustments in two accounts to more accurately reflect historical levels of spending, absent those two adjustments the overall increase would be 1.2%. The following are proposed changes to the 2006 Government Buildings budget: 1. Increases in Maintenance Contracts ($12,600) and Building Operations/Repair ($42,000) ImQact-The actual expenditures in the line item for maintenance contracts have historically been approximately $36,000 and the proposed budget has been adjusted accordingly. The historical expenditures in the line item building operations/repairs have historically been approximately $65,000 and this line item has also been adjusted accordingly. 2. $63,800 in Capital expenditures included in the original budget request is proposed to be funded through the General Facilities Renewal and Replacement Fund. Impacts: • Campus trash cans, benches, and bike racks ($6,000)-It is proposed that benches, bike racks, and trash cans 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 limited seating areas and trash receptacles for employees or visitors to the Municipal Center. • Energy Management System for Police Facility and Municipal Building ($22,800~The current energy management system, which controls heat and air conditioning at the Municipal Center, is more than ten years old and spare parts are no longer available when malfunctions occur. Response to a possible breakdown could be more costly than a preventative replacement of the system at this time. Municipal Campus LandscaQing ($25,000~At the time the Municipal Center was built, there was landscaping proposed to screen the building from Pilot Knob Road and Wescott Road. Due to needs for budget adjustments when the building was constructed, funding for landscaping improvements were eliminated, thus resulting in the Municipal Center being out of compliance with the City's development standards for lack of proper screening. In order to comply with the standards the City enforces, in 2005 the City Council authorized the expenditure of $20,000 from the Renewal and Replacement Fund for the first two phases of landscaping improvements at the municipal campus, which included: landscape material and trees to screen the Police department and the installation of stone wall blocks at the intersection of Wescott and Pilot Knob Road. To continue with Phase III of the improvements, it is proposed that the City allocate $25,000 in 2006 from the Renewal and Replacement Fund to be used towards: o Removal of the existing Municipal Center monument sign (the existing sign is the triangular monument sign on the west side of the Police parking lot, off of Pilot Knob) o Installation of landscaping in the area of the removed monument sign o Installation of new signage/letters and logo on the stonewall blocks located at the corner of Pilot Knob and Wescott l2'~ • Police Department flooring ($8,000---An expenditure of $8,000 is proposed to replace carpeting in areas of the Police Department that are heavily trafficked and to install the in some currently carpeted areas to prevent staining. • Maintenance Facility Wash Bay Imurovements ($2,000)-Staff is proposing to add a canvas wall in the wash bay area of the maintenance facility to prevent water from spraying beyond the appropriate area and to improve the working conditions. After exploring a number of options, it was decided that this relatively low cost solution provided the best return on the investment. 124 0 0 N 01 pd a O a M fh M M a Z• N ~ o E O°O~ N to II II O O O ~ O O O O O ~ S v O O O O c d y II ~ O ' ~ ~ N O ' ' N O O ' O D co E a~ 11 ~ Q M `~ N ap O cD cD ~ ~ ~ ~f ~ II O N ~~ II ~ II 11 n ~, II O O O O O O O O O O O O O 11 W II O tt ' ' O ~ O 00 O st O tp O N O ~ O N O ~- O N O O O O O C(7 O Q II N ti Q1 ~ ~ ~ ~ O N ~ 11 •- •- m 11 II II II J II 00 M M I~ ~ ~ W N If7 N O M ~ _~ O N O O O M ' M O ' ' ' O1 fD 01 O = II O ~ CO ~ ~ ~ ~ ~ CO N U 11 Q ii n •- J jj CO ~ O N M O M h ~ ~_ ~ M N O V ~ ~ O ~ CO O 1~ N M t~ ' O I~ O N N h O N ' ' ' CO 00 Op O F- II ~ ~ (O to CV M .~- ~ ~ N Q 11 I u C7 II ? I1 ~ II J _ II m a it Z Q H ~ In W . U ~ ~ jj ~ Q m ~ ~ ~ ~ J Q d W Q 1~ Z W C ~ ~ d ~ ll.. a `~ O W a O m E ii > w w Z Q I-- z ~ a . °o n ii ~ o v ~ Q w w g ~ ~ ~ w U N o ii h t ~ ~ ) ~ w F U Q a w ~ ~ Q e 11 l'i• Q Q J Q ~ w U Z z W ~ ~ ~ J ~ Z Z ~ 11 Z ~ Vr ~ Z n ~ OZ ~ flL W W W j U Q Q' . w J o z ~ F- ~ ~ ~ W U w d y !~ ~ Q w Q O z ~ rn ~ _Z ~ C7 v~ II W p ~ ~ ~ ~ U ~ F=- J J Y ~ W U W U W U ~ U Z D = ~ II ~ 11 O V It ~ Q W ~ Q ,~ Q W Q U Q W W LL Q ~ ~ ~ W a LL LL LL LL LL lL W ~ O W ~ 0 J cn o v~ a ~ s =, 0 3 0 0 0 0 ~ m v O r N r O M N ~ a ~ r ~ N ~ ~ H N ~ O r r r N ~ O N N N !'7 N ~ N ~- f0 r t0 r t0 r tp r i0 ~ f0 r t0 r <O r iD N t0 N t0 N !O N i0 N t0 N fD N 10 125 0 0 N O to Q a M M .~ M N O ~ o E N fn 11 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 O O C II O M ~ O O N O h ' h M r M O O ~ O 4) y II CO E N II ~ ~ r 7 ~ a0 ~ a r N ~ N 11 ~ a ~ ~ ii ii n ~ 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 W II 0 O 0 M 0 ~ 0 O 0 ti 0 N 0 O 0 r ' ' 0 M 0 r 0 ~ 0 O 0 O 0 ~ 0 O p ~ 11 .-- N ~ M n N '~V N N ~ m II II J jj M 00i d0' ~ ~ O) O M O 000 OOi u'J ~ M ~ M O ~ 1~ N ~ (D M ~ M ~ N O f-' 11 ~ M '7 ~ ~ tM N U ii Q u u II J jj 00 ~ O ~ a0 N 00 O f~ M M M T M O c0 aO I~ N ~ O O I~ d' O) f` 00 m M a I~ ' N M O ~ M 00 .- M C tt ' N 11 ~` U N M .-- ~ O ~ ~ tOD ~ + Q ii N i z i ii D ~ O 11 J II ~ II m II r J J a W Z W ~° ii w z H ~ w ~ O O ~, m 11 ~ W ~ z g 5 ~ ~ ii ~ m ~ n W a 4. ~ ~ a w W ~ W ~ ~ O ' Y U ~ m ii ~ ~ a ~ a d O m C7 a a o N N II ' ~ ~ L1L Z Q U w W Y ~ W U ' + O U ~ Q (A > a ~ f C II l F Q W Z ~ ~~-. 0 Q W ~! lL d W Z Z n ~ Q d O ~~ Z j . W U ~ ~_ O y z w > Q W N II ~ ~ ~ ~ ~ ('J (, Z m j O J Z J d ~ fn ~ x ~ Q Z U J q O O II d II W J J O J J f- ~ ~ W a. W O lq ~ ~ t L J J -~ (~ p ~ O V Q m O ~ M O W ~ 0 U J Q ~ ~ II W ~ ~ ~ cn ~ m > IL N W x a W H Q a a ? w z N m . O M r Nf N M M M Il9 M O 'C M eT O r N ~ r 1!f M ~[f IL7 CO ~ O O r t0 N P N tN0 tN0 m tN0 tN0 tNC tN0 tMD tM0 tMD tM0 tM0 aa t0 t~0 ' ~~/'~ 0 0 N O v N a 0 a M Ch M M C1 N ~ ~ E `D E N (n II N y ll O E N II N a N 11 ~ ~ Il II F 11 W 11 N ~ ~~ m II p ~ II U ii Q 11 u II J ~j N V Q II a> H CA W ~ Om ~ ~ i m o ~ i o a ~I N 0 II of ~n i -c i O I II ~ p I a OU O O O O O O ~ N ' ~ O CD f~ M ~ ~ p N O O O O ~ l A t A C D_ M N ~ O A ~ t A C D N ~ N ~ O O M ~ ~ ~ C D O N N O C I O I ~ I Z I ~ I J I I m ~ I Z W ~ I Z J ~ XQW Z j O W m r O FN' ! ~ cUn W w Q Z UQ eM+~ ~ X Y ~ U ~ Z z ~ I W ~ Z m ~ W > w I g U H ~ W cn O U I~ Z W Z a a~ z l a ~ ~ Z ~ ~ W W o z U ~ w Z u~i z I O p ~ U Q ~ ~ U J F- ...1 ~ r 1~+ aA OOO M C07 CO/D CEO CEO CO ~ t~0 COO ~ ~ 2'~1 O O ' O II 11 O ~~ ~ tp O N M t~ l`7 O II ~ to ch O II 11 11 II u ~ II a O ~ ~ O a O II M ~ (h ~ II II O ' O O O O _ jj M N N ~ II ii COD ' M M n ~ II n ~ ~ II O . -- C D ~ II II W O Q U Z Q N w U w W H O F- Z W w O a ~ ~ Z o w m O O O N M COO COO g H O J H a U