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
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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
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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
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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.
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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
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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.
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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.
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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
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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