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08/11/2009 - City Council Special (2) AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY, AUGUST 11, 2009 5:30 P.M. EAGAN ROOM-EAGAN MUNICIPAL CENTER 1. ROLL CALL AND ADOPTION OF AGENDA II. VISITORS TO BE HEARD p I III. MNDOT PROPOSAL FOR NOISE WALL (WEST SIDE 35E AND DIFFLEY) L4 IV. DISCUSS CITY-WIDE SUMP PUMP INSPECTION PROGRAM aD V. REVIEW PROPOSED DESIGN FOR FIRE SAFETY CENTER VI. 2010 DRAFT GENERAL FUND BUDGET VII. OTHER BUSINESS VIII. ADJOURN City Council Workshop August 11, 2009 III. MNDOT SOUND WALL - INTERSTATE 35-E ACTION TO BE CONSIDERED: • Receive a presentation by Minnesota Department of Transportation (MnDOT) staff on a proposal to implement noise abatement through the construction of a sound wall along a segment of Interstate 35-E north of Diffley Road. • Provide direction on the details of a public presentation at an Open House scheduled for September 17, 2009. FACTS: • In 1995, the Minnesota Legislature passed Statute 161.125 - Sound Abatement Along Highways. The legislation required a noise abatement study and noise abatement measures within or along the perimeter of freeways and expressways in incorporated areas contingent on the availability of funding. The study was required to include a survey of all applicable noise standards and feasible noise abatement measures, and an evaluation of their ability to protect citizens. • As a result of this legislation, MnDOT has completed a Metro Noise Study which identified the highest impacted areas that offer, potentially, the most cost effective opportunities for future noise mitigation. The areas were accordingly ranked and prioritized. About $1.5 million have been allocated annually for the past 10 years to construct sound walls to provide noise mitigation for the designated areas. • MnDOT is proposing to construct a sound wall in 2014 along the west side of Interstate 35-E, north of Diffley Road in Eagan. • MnDOT standard procedure is to review the design and location of the proposed sound walls and materials to be used with affected communities during the design process. If a local community prefers that sound walls not be placed in a particular area, Mn/DOT will accommodate their request. MnDOT is open to considering including additional sound wall construction in the adjacent area at the City's request and at 100% financing by the City. • Financing of sound walls has not been addressed by the City Council previously. City staffs interpretation of the City's Assessment Policy would indicate that 100% of the City's cost would be the responsibility of the adjacent property owners. • MnDOT staff will provide a presentation to the Council representing the proposed improvements and providing the opportunity to address questions. Guidance will be sought by both MnDOT and City staff on the details of a future public presentation. ATTACHMENTS: • Project Exhibit, pagee~- . • Sound Wall Information, page. 1 y~ 4 SI.' w L~ . ~ y Phase 2 Scar, ng Map FY 2014 S.P. 1982-1 3 x_'• 135E Noisewall MSD Protect ID #945 City of Eagan lie Dakota Coul"y fir,. 'i:. ~ r nY : p'~ ~ / 'ak.'4u~Y s y~ ~ ~Y !4,~3~:.. fF' ,-;3'Y .,hR:,. ; ^_~t :y ♦ 'r O` rZ k~~ 'r » q .sue t R t r ~Le 0 P; COECT LOCATION ` y ~ v,aa 1 Glff Fat} CSJ14aya~xw~Pa 135E at Diley Road NC Qa wl; a:ec~ MnDOT Sound Wall Information For Council workshop August 11, 2009 • Sound/Noise walls are built to a height that results in the greatest reduction in noise for adjacent residents; exact placement and height will depend on structural feasibility. Typically, sound walls need to be at least 10 feet high to be effective and are usually no higher than 20 feet high. Anticipate 15 foot height in this location. • The sound wall is proposed to be 1457 feet long. • Cost estimate for the construction of the wall is $428,000 (2009 Estimate) with MnDOT financing 90% ($385,000) and the City expected to finance 10% ($43,000). • Areas evaluated only include development which occurred prior to 1997. • Sound walls are only "effective" to 500' away from barrier. • City of Edina assessed adjacent property owners for MnDOT constructed sound walls over a 15 year period via a tiered approach (3 or 4 tiers) that decreased the "assessment" as the distant from the sound wall increased. City attorney said no direct benefit for noise barrier; voluntary payment by property owners may be the only viable revenue source. • Looking for greater than 5 decibel reduction w/barrier construction. • Standard sound wall design being incorporated as part of the Highway 62/Crosstown improvements. Only two color choices. 5 Council Workshop August 11, 2009 IV. CITY-WIDE SUMP PUMP INSPECTION PROGRAM ACTION FOR CONSIDERATION: Provide direction to City staff and consultant for further development of the Sump Pump and Service Lateral Inspection Program. FACTS: • The Metropolitan Council of Environmental Services (MCES) implemented an Infiltration & Inflow (I&I) Mitigation and Surcharge Program on February 8, 2006. I&1 relates to extraneous clean water entering the sanitary sewer system either through ground water (Infiltration) or direct flow connections (Inflow) such as sump pumps. This excess volume of clean water adds considerable cost to the overall Metropolitan Disposal System (MDS) for both conveyance and treatment. The MDS has been designed to accommodate a calculated flow allocated to each community based on their development, which includes a peak flow safety factor. • As a result of a significant 5" rainfall event that occurred on Oct. 5, 2005, the City of Eagan was determined to have had an excessive rate of flow to the Seneca Waste Water Treatment Plant that exceeded our peak flow allocation. As a result of this exceedance, the MCES determined that the City of Eagan will be required to spend $1,718,500 over 5 years ($343,700/yr) to either mitigate our internal I&I, or pay that amount to the MCES for their equivalent expansion of the MDS. They are enforcing this financial obligation through an annual surcharge program that began in 2007 and will end in 2012. If excessive flows continue to occur after that date, the annual surcharge will become a permanent Demand Charge (in an amount yet to be determined). Personnel services and expenditures made by the City to mitigate I&I ($562,000 for '06-'08) are credited against this surcharge on an annual basis. The financial impact of this annual I&I expense and/or Surcharge obligation will be taken into consideration with the Utility Rate Study currently underway. • An early evaluation of the City's sewer collection system indicated that approximately 70+% of the identified excessive flow might be related to the Minnesota Zoo (located in Apple Valley and connected to our system by a Joint Powers Agreement in 1975) due to their "Open Pen" concept which directs (by MPCA permit) all storm water from the animal's habitat directly into the sanitary sewer system. City staff has been working diligently with the Zoo to have them identify and mitigate their potential excessive flows. The Zoo has also spent approximately $250,000 in mitigative efforts ('0748). • It is very likely that a significant amount of I&I is still attributed to the remaining citywide system. However, with no significant rainfall events occurring during the drought of the past 2 years, there has been no opportunity to determine if all efforts to date have been sufficient to significantly reduce or eliminate the excessive flows recorded in October of 2005. The next progressive step in I&I mitigation is to inspect the private sewer system within our community. This has been commonly referred to as a "Sump Pump and Service Lateral Inspection Program" (SP&SLIP). A number of communities have already implemented this type of inspection and enforcement program which can take up to 10 years and millions of dollars to complete on a citywide basis. Eagan has approximately 18,800 connections to its sewer system. • Implementation of an individual service inspection program requires the passage of an appropriate ordinance to insure access into private property and necessary enforcement measures to insure compliance with the required separation of I&I from allowable sewage disposal. The City is now at that point in the program where it becomes necessary for the City Council to discuss the possible implementation of a SP&SLIP for private property. • On July 21, 2009, the City Council authorized the retention of SEH, Inc. for services related to a SP&SLIP and directed further discussion of possible implementation to this Council workshop. Alva Rankin (SEH) will provide more detailed information about this program. • Discussion and direction by the City Council is requested on the following items of this program: o Ordinance development (compliance requirements/ remedies, penalties) o Public information/ education programs o Funding sources (surcharges, fees, City funds) o Inspection and compliance staffing ATTACHMENTS: • I&I brochure, pages and • Connection inspection - Waseca, page and • Point of Sale process, page • Key, page 11 • Minnetonka memo, page • Repair method/ contractor list, page. • 4-15-09 meeting announcement, page. • Cost matrix, page LC. • Assessment Waiver, pages_ through S Will the City Provide Any Funding to Get The Facts On . Help Fix Private I/I Issues? Questions? If you want more information or have any questions The City realizes that the elimination of 1/I, concerning the 1/1 ordinance or inspection program, The New whether from public or private sources, is a you may contact: positive outcome for the City as a whole. To that Matt Saam, City Engineer/Public Works and I/I (Infiltration/Inflow) end, the City is offering 50% funding for repairs to Parks Director, ph. #(651) 552-4130, private sewer service lines. Eligible sewer service E-mail: matt.saam@ci.west-saint-paul.mn.us Ordinance line repairs include any repair or lining of the service line from the home/structure to the connection with the City's public main. Eligible repairs do not include sump pump, foundation West St. Paul City Council drain, or roof leader disconnects or repairs. In Mayor: John Zanmiller addition, property owners may request that their Council Members portion of the cost be assessed against their Jim Englin Ed Iago property. This will require the property owner to Darlene Lewis Mark Tessmer sign a form waiving their right to appeal of the Aaron VanMoorlehem David Wright assessment and accepting the assessment in full. Assessments will run with terms up to ten (10) years to allow easier repayment. For 2008, City property owners may also be eligible for a grant program through the Met Council for the disconnection of private foundation drains or drain tile from the sanitary sewer. The grant is for 50% of the disconnection cost up to a maximum of $1000 per disconnection. The Met Council has a total of $700,000 to disperse in grant funds. Individual grants will be available until the total amount of grant funds are used up. CITY OF WEST ST. PAUL City of West St. Paul 1616 Humboldt Avenue This leaflet was prepared to West St. Paul, MN 55118 introduce you to the new Tel: (651)552-4100 ordinance and answer your Fax: (651)552-4190 questions. What is I/I (Infiltration/Inflow)? Why Take Action to Address I/I? What Does the City Plan to Do? There are two parts to I/I. The first part, Infiltration, The previously mentioned Met Council Surcharge The City has been and will continue to address is an indirect connection of clear (or clean) water to Program is the main reason that the City is now the aging City-owned infrastructure that adds to the sanitary sewer system. Some examples of looking at additional measures to correct 1/I within I/I. This entails continuing to inspect and infiltration include leaking manholes and covers the City. The Surcharge Program sets a limit to the televise the aging publicly owned sewer lines along with cracked or leaking sewer pipes. The amount of 1/I that the City can have in it's sanitary and manholes in City streets. The City will also second part of 1/1, Inflow, is a direct connection of system. Anything above that amount is considered continue to repair and replace the sewer clear (or clean) water to the sanitary sewer system. excessive UI and an annual surcharge or fee is lines/manholes that have deteriorated. In Some examples of inflow are cross-connections of calculated based on the excessive amount of UI. addition, the City has hired a consultant to the sanitary and storm sewer systems and sump The annual surcharge must then either be paid to the complete an UI Study on the City's sewer pump/foundation drain/roof leader connections to Met Council or the City must spend at least as much system. A draft of the consultant's I/I Study the sanitary sewer. as the surcharge amount on UI repairs toward the can be viewed on the City's website. Even with elimination of UI in the sewer system. these efforts the City Council and City staff Why is I/I a Problem? have recognized that, because of the steep costs Since Ul allows clear/clean water to enter the For 2007, the City of West St. Paul's surcharge was being levied from the Met Council, the City sanitary sewer system it adds unnecessary flow to $152,000. For 2008, the Met Council has notified must do more than in the past to address Fl. the amount of sewage that gets treated and, in turn, the City that our surcharge will increase to One of the recommendations of the draft UI raises the cost to treat the sewage. Remember that $205,000. For comparison, the 2008 surcharge Study is for the City to develop a private I/I is clean water that does not need to be treated but amount is an additional 15% increase on top of the property I/I elimination plan. Privately owned once it's in the sewer pipe, there is no way to avoid $1.39 Million the City already pays to the Met sewer services have largely been ignored by the treating it. Also, the additional flow added to the Council for sewage treatment. City in the past. In April '08, the City adopted system by the clean UI water, adds additional an UI ordinance to help address UI from private indirect costs by using up capacity in the existing It is clear that the Met Council is using the properties. pipe system, adding unnecessary wear/tear on the Surcharge Program as an incentive for cities to fix mechanical components, and adding to the energy UI problems within the sewer system. However, the What Does the I/I Ordinance costs to treat the sewage. Met Council has stated that the Surcharge Program Entail? Recently, the Met Council, the regional agency that will only last 5 years from 2007-2012. After 2012, The I/I Ordinance prohibits the discharge of cities will not be allowed the option of spending the treats all of the metro area's sewage, has instituted a clear water into the City's sanitary sewer surcharge amount on UI repairs, they will have to new Surcharge Program to Cities for the pay the amount to the Met Council system. To ensure compliance, the ordinance . unnecessary addition of I/I to the sanitary sewer provides for City inspection of private sewer system. services. There is no fee for this inspection. If the sewer service is found to be out of compliance, (for example, in need of a repair to fix a broken pipe or disconnect a sump pump) the property owner will be given 180-days to correct the violation. A monthly surcharge of $50 for single family properties and $300 for all other properties will be added to the sewer bill if the violation is not corrected in the time frame mentioned above. , N S P E C T March 2002 CC O The City of Waseca will by ordinance, assess sure arges for illegal connections should they continue. If you do not allow an inspection of your property or comply with the City Ordinance, you are subject to the surcharges of this ordinance. Dear Property Owner: If you have any questions regarding this inspection process, please leave your name, The City of Waseca is undertaking an inspection of sewered properties located in phone number and question(s) on the Storm Water I lotline and someone will get the City. Inspectors will be checking for foundation drains, roof leaders and sump back to con within 48 hours. The Storm Water Hotline number is 835-9748. pumps that are connected to the sanitary sewer system, and put storm water into the sani- tary system. Sources of storm water entering the sanitary sewer system are prohibited by a City of Waseca ordinance, as well as Minnesota Pollution Control Agency regulations. The excess clear water in A public meeting regarding this inspection process the sanitary sewer system leads to overloading the treatment plant, leading to reducing the life of the INSPECTIONS WILL BEGIN IN W A S E C A will be held on'Ititesday, March 19, 2002, at plant and degrading the effluent from our plant. But perhaps the most troubling result of this excess IN MARCH 2002 7:00 pm in the City of Waseca Chamber Hall clear water is overloading our sanitary sewers causing backups in basements and pumping raw sewage, albeit diluted, to the streams and our precious lake resources - Clear Iake and boon lake. These inspections will determine if your property complies with the City Storm Water Discharge INA Ordinance. l_J1V/ Public informational meetings will be held to explain the program in detail and answer any questions. The date and times of these meetings will be published in the Waseca County Vms. This newsletter has been prepared to inform each property owner of the problems created by sump pump l and foundation drain connections, the solutions to these problems, and procedures for the inspection of your property. M If you have anv further questions, please leave your name, phone number and question (s) on the Storm Water Hotline, and someone will return your call within 48 hours. The Storm Water Hotline number is 83x9748. Your cooperation with this project will be greatly appreciated. Sincerely, Kris McCormick Busse City Manager 0000'oN fiw~ad NW'eoaseM g6o95 XW `--M pied a6elsod 'S'fl 31tltl N1f18 laaa7S atetS ylnoS 805 u3aseAk 30 .it)D THE PROBLEM amount of storm water into the ing facilities and the Wastewater Sump pumps and foundation system. This is storm water that Treatment Plant, make the cost drains are designed to eliminate does not need to be treated by of treating sewage much more ROOF DOWNSPOUTS WITH EXTENSIONS wet basements due to ground- the Wastewater Treatment Plant. expensive. This cost is passed on /2• water seepage. Throughout In addition, the sanitary sewer l.ll m ers ~f the community. ,a PIPE PLUG the Midwest, residential and system was not designed to w commercial properties have handle this storm water. Dutiog +'sr4 I ` been built with a piping system times of high groundwater or h in and around the foundation to collect heavy rainfall, the sewer system 't of water we this water and take it away from becomes overloaded and base- put into the sanitary sewer sys- the property. Additionally, roof ment flooding or bypassing of tem. Here's how we can fix the leaders are sometimes connected raw wastewater to local streams problem: SLOPE' TO STREET CURB • into this piping system as well. and lakes may occur. This is not AND GUTTER only an inconvenience but a pol- SUMP PUMPS - pump the storm (OPTIONAL) When this piping system is lutant that acts as a health hazard water from the sump directly to 1 V2' RIGID PIPE connected to the sanitary sewer to the citizens of this community. the ground outside of the build- FLEXIBLE PIPE system, it adds a tremendous Excess water overloads pump- ing using a rigid piping system. WITH ADAPTER FOUNDATION DRAINS - RUBBER COUPLING LEAKY GUTTERS disconnect the drain system EXTERIOR FOR PUMP REMOVAL p FOUNDATION from the sanitary sewer. Collect DRAIN SYSTEM LEAKY DOWNSPOUTS the drains into a sump pump FLOOR DRAIN system and then pump the storm water from the sump directly to CHECK VALVE the ground outside of the build- SUMP PUMP ing using a rigid piping system. • SANITARY SEWER EARTH DISTURBED FOR SUMP FOUNDATION PLANTINGS ROOF LEADERS - disconnect w F the roof leader from the connec- In addition, the inspector will tele- tion, the inspector will fill out You will then be responsible . • {•w tion to the sanitary sewer and vise the sanitary sewer service and sign an inspection form and a for making the corrections. NO PIPE EXTENSION: ER DEPOSITED discharge to the ground outside of from the structure to the sewer copy will be given to the property When corrections are made, WAT NV BY FOUNDATION V building. Plug any open connec- main. The video tapes will be owner. Photos of connections and call the Storm Water Hotline tions to the sanitary sewer using archived at the City. videos of the sewer service line (835-9748) for a re-inspection a non-shrink permanent material. will be taken by the inspector to so that a certificate of compli- IMPROPER GRADING: GROUND Property owners will be contacted insure a complete record of the ance can be issued at the time SLOPES TOWARD FOUNDATION THE INSPECTION to schedule an appointment in inspection. The inspection should of the re-inspection. All necessary EARTH DISTURBED FOR This summer the City of Waseca March. Inspections will begin take approximately one hour and changes must be completed and UTILITIES SUCH AS will begin inspection of northeast in the northeast quadrant of each inspector will answer ques- re-inspected within 12 months of WATER OR SEWER quadrant properties connected Waseca in March. If a resident tions you may have regarding the first inspection or you may to the sanitary sewer system. is not home at the time of the your connection. be subject to the monthly sur- SIDEWALK Each trained inspector will inspector's initial visit, a brightly charge of $100/month per the D DRIVEWAY DAMS WATER BLOCKE DRAINAGE PIPE AGAINST THE FOUNDATION wear a photo ID badge. colored door hanger will be COMPLIANCE City Ordinance. The inspector will need placed on the door informing If your property does not comply access to the base- the resident of where to call with the City Ordinance, the If your connection complies with ment of your prop- to schedule an appointment. inspector will inform you of the the City Ordinance, a certificate erty to inspect for Upon completion of the inspec- problem with your connection. of compliance will be prodded any connections to the to you and a copy placed on file sanitary sewer system. AN& with the City. NEW i l I i Point Sale(Single Fa Residential) mily • • • !1 Program Apply For Permit And Schedule Inspection You may submit your application and pay your fee by check via mail or in person- at the Public Works Department in City Hall. You may also submit applications online and pay the fee by credit card. The application fee for single-family residential properties is $200, which covers up to two inspections. There could be a fee for additional inspections. After submitting your application, contact Public Works at 763-593-8030 between 8 am and 4:30 pm, Monday through Friday, to schedule an 1/1 inspection with at least 24 hours notice. If you applied online, you will need to provide your permit number. Inspection Performed An adult must be present during the inspection. Clear a five-foot area around the vertical stack sewer clean out to give the inspector plenty of room to work. (For a complete list of steps to take to prepare for your inspection, visit www.ci.golden-valley.mn.us.) The inspector will televise your sanitary sewer service out to the City sewer main, check your sump pump discharge system, and check your roof drains/leaders. Data Reviewed c The City reviews inspection data within an estimated five working days and determines if the property is compliant or non-compliant. Home Is Non-Compliance The home is found to be non-compliant, The City issues a correction notice to the property owner identifying the The home is found problem(s). City Code requires repairs to be completed to be compliant. within. 180 days. The City issues a Certificate of 1/1 Compliance to the Homeowner/contractor contacts Inspections property owner and Department (763-593-8090) for the keeps a copy on file necessary permits to correct the problems. at City Hall. i Correction Work Begins Reinspection By Public Works The City issues the correct permits. After the Inspections Department completes a [Property owner makes corrections or plumbing inspection, the property owner calls for an hiresa contractor to make corrections, 1/1 reinspection by Public Works (to be completed making sure to schedule the proper within 1849 days of having first been found non- inspections along the way_ compliant). Reinspection finds #2einspection still . property to have been corrected. finds problems. The City issues a Certificate Public Works Department of I/I Compliance to the ! 01 . , 7800 Golden Valley (toad property owner and keeps a 14 Golden Valley, MN 55427 copy on file at City Hall. U0 va ley 763-593-8030 ID Infiltration Source `y 1 Ldww Connoctton STORM SEWER Cracked or SANITARY Broken Pipe SEWER MAIN Deteriorated Manhole April 2009 eminnetonka.com Attend a meeting on the Minnetonka Mills Commercial I and I corridor development initiative inspections to start TRADITIONALLY, THE DEVELOPMENT All residents are invited to participate in MINNETONKA PUBLIC WORKS 1S process works like this: a developer any or all of the following CDI workshops, concluding its residential infiltration visits city hall and applies for a permit, then set for April, May and June. and inflow (I and I) inspections and radio- neighbors receive notice of the intended W read water meter installations, bringing to development and a date for public hearing. Workshop I: Gathering Information an end a two-year effort to reduce the flow At this point, plans are often complete Tuesday, April 14, 6-8 p.m. of clear water from Minnetonka homes into and neighbors are asked to provide ICA Food Shelf Meeting Room the Met Council's sanitary sewer and waste input on designs that are already under 12990 St. Davids Road treatment systems. consideration. Once the public hearing is Workshop ll: Development However, this marks only die mid-point of held, a decision is made. Opportunities-Block Exercise the city's overall five-year I and I effort. Next For the community's historic Minnetonka Tuesday, May 19, 6-8p.m. on the list: inspections of Minnetonka's 1,500 Mills area, the city is tying a new planning ICA Food Shelf Meeting Room commercial and industrial properties, slated process. This spring, before any developer 12990 St. Davids Road to kick off in May and conclude by 2010. application or designs are submitted, the Commercial property owners and city of Minnetonka will partner with the Workshop III: Developer Discussion occupants are invited to attend an Local Initiatives Support Corporation Tuesday, June 2, 6-8 p. m. informational meeting on the I and I (LISC) through the Corridor Development ICA Food Shelf Meeting Room inspection program Wednesday, April Initiative to explore new ways to consider 12990 St. Davids Road 15, at 10 a.m. in the Council Chambers, development for the Minnetonka Mills area Workshop IV: Framing Minnetonka Community Center, 14600 north of Minnetonka Boulevard. Recommendations Minnetonka Boulevard, Minnetonka. The Corridor Development Initiative Property owners and occupants are also (CDI) is a proactive process to assist in Tuesday, June 16, G-8p.m. ICA Food Shelf Meeting Room being notified of this meeting via mail. the planning, design, and development 12990 St. Davids Road Consulting firm Short Elliott Hendrickson along major corridors. The idea is to Inc. (SEH) will conduct the commercial I engage residents in playing an active part For more information contact Julie and I inspections, and as with the residential in directing development by first providing Wischnack at (952) 939-8282 or inspections, will be looking for sump pump education on market realities and financial jwischnack0eminnetonka.com or Elise or clear water discharge into the sewer considerations of development."Ihen, Durbin at (952) 939-8285 or edurbin@ system. If issues are identified, SEH will work residents can more effectively participate in eminnetonka.com. w with the property owner and/or management shaping development goals. to help fix the problem. SEH will contact properties in advance to set up inspection appointments. Understanding trees and power lines For more information about the commercial and industrial I and I ALTHOUGH OFTEN MISTAKEN FOR CITY of an outage, and the types of customers inspections, contact Minnetonka Public of Minnetonka crews, Xcel Energy and (such as hospitals). The potential for line sag Works at (952) 988-8400. <w its contracted tree companies, Asplundh Tree also must be kept in mind when evaluating Expert Company and Wright Tree Service, nearby trees. Lines can heat up, expand, and perform tree pruning and removals to sometimes sag during peak energy demand Health and fitness provide clearance along power lines. As they periods such as heating in winter and cooling expo set for April 19 would with an individual property owner, in summer. Xcel Energy contacts the Minnetonka city Power companies such as Xcel are regulated forester when they seek to remove trees on by state and federal entities such as the Public ET A JUMP START ON YOUR HEALTH city-owned properties. However, while the Utility Commissions and Federal Energy this spring by attending the city may be aware that Xcel's contractors are Regulatory Commission. Depending on the Community Health and Fitness Expo working in Minnetonka during a certain type of power line, regulators require power Sunday, April 19, from 1 to 4 p.m. at the time period, city staff is not informed about companies to perform trimming and removal, Lindbergh Center, 2400 Lindbergh Drive, specific work on private properties. or "vegetation management," operations Minnetonka. Sponsored by Hopkins Tree contractors take many variables into in accordance with established codes and Public Schools and Hopkins-Minnetonka account when deciding between pruning or standards. Since the power outage in the Recreation Services, you'll experience entirely removing a tree. Trees along lines northeastern United States in August 2003, everything the Lindbergh Center has to are pruned routinely every four to five years, which left 50 million people without power, offer! Take part in fitness class demos and with trees selected for pruning based on regulatory agencies have imposed stricter wellness activities, learn about community current and future potential to affect electric guidelines for keeping lines clear of trees. offerings, and much more. Bring the whole reliability and/or public safety. Another For more extensive information about Xcel family for a day of fitness and fun- it's consideration is the amount of voltage Energy's procedures for tree pruning near free! For a complete schedule of events, visit conducted by the line. As a general rule, power lines and information on where to www.enrinnetonka.com. the greater the voltage, the more clearance plant trees to avoid power lines, visit wwta is required. Other factors may include the eminntonka.com or call Emily Barbeau, city number of customers exposed in the event forester, at (952) 988-8400. w I 3 i IK. Ill Compliance Inspections: Choosing A Repair Method Based on the conditions at your horse (landscaping, Plumber License and a $25,000 State Bond from the retaining walls, and the cost to repair the street), you Minnesota Department of Labor and Industry, or if will need to decide whether it is more cost effective they hold a Pipelayer's Card and a $25,000 Unlicensed to repair your sewer service by having a contractor Contractor Bond from the Minnesota Department of dig an open trench or use an approved alternative Labor and Industry. In addition, all contractors must method. While some homeowners prefer sewer lining provide a Certificate of Insurance showing evidence of as an alternative to open trench, the City provides no liability insurance and worker's compensation cover- assurances for choosing one method over the other, age (if there are employees). The City's Inspections Plumbing contractors may obtain a sewer per Department has a list (many pages long) of contrac-. mit from the City if they hold a Minnesota Master tors who have met these criteria. Alternative Repair Methods If the City approves use of an alternative sewer repair method, the following contractors have been certified by the materials manufacturers to do sewer lining and have submitted the appropriate documentation to the City: j • Gene's Water & Sewer • 3 B's Sewer and Drain Services Craig Peterson, 612-781-3737 Bart Carlson, 1-320-547-0900 4360 Lyndale Ave N 955 Keith Street SW Minneapolis, MN 55412 Hutchinson, MN 55350-3015 • Highview Plumbing • Roto Rooter Dan Swanson, 952-933-8600 Angie or Dave, 763-519-3907 4301 Highview Place 14530 27th Ave N Minnetonka, MN 55345-3005 Plymouth, MN 55447 This list may change. The City does not endorse or recommend these or any contractors, but since not all con- tractors are certified to do alternative repairs, the City provides this list as a service to you. i This d=merd is2+raitabYe iriFAem te fOrrhats f A ' 0 a;2-ha'jre guest Please ca(tTi£3 7800 Golden Valley Road 8606 0 rv 7 b-SS3968~ req,rgs may iw Q CY Golden Valley MN 55427 zamplps~falternaYeformdtsQiG wo www.d.golden-valley.mmus 1/9/08 13 - City of minnetonka 14600 Minnetonka Boulevard Minnetonka, MN 55345 952-939-8200 Fax 952-939-8244 March 30, 2009 Dear Minnetonka Business Utility Customer: The City of Minnetonka is currently concluding a 2-year inspection of community homes in order to eliminate the flow of clear water into the sanitary sewer system. This water consumes sewer capacity and increases utility rates. Inspection of Minnetonka's 1,500 businesses is the next phase of the city's effort to reduce infiltration and inflow into the sewer collection system. Inspections will start in May of 2009 and will conclude sometime in 2010. Commercial property owners and tenants are invited to a short informational meeting on Wednesday, April 15th at 10 am in the City Council Chambers. Infiltration and Inflow Information Meeting for Businesses Wednesday, April 15, 2009 10 a.m. Council Chambers Minnetonka Community Center, 14600 Minnetonka Blvd., Minnetonka The engineering firm of SEH, Inc. will be doing the inspections and will be looking for sump pumps, foundation drains and roof leaders that discharge into the sanitary sewer system. If issues are identified they will also act as a resource to resolve the situation. All inspections will be done by advance appointment with the businesses. If you have questions or cannot attend the information meeting, please contact either Jim Malone or Brian Wagstrom at Minnetonka Public Works at 952-988-8400. Thank you for your cooperation. Sincerely, t V --LV; a ZVL Brian J. Wagstrom Director of Public Works Minnetonka... where qualily is our nature 1~ INSPECTION PROGRAMS CITY CONTRIBUTION $ TERM % Permit Escroll Eden Prairie Any cost over $1,450 Golden Valley Point of Sale 0 $200 *200% of repair cost Pavement Improvement 0 10 years 4%-5% Minnetonka $500 West St. Paul **50% of repair cost 10 years 3% ry *If property is sold prior to property being brought into compliance **West St. Paul will reduce % in fall of 2009 PRIVATE SEWER INFLOW/INFILTRATION IMPROVEMENT AND SPECIAL ASSESSMENT AGREEMENT THIS AGREEMENT is made this day of , 2008, by and between the CITY OF WEST ST. PAUL, a Minnesota municipal corporation ("City") and (the "Owner"). RECITALS A. Owner is the fee owner of a parcel located at (property address) in the City of West St. Paul, Dakota County, Minnesota, legally described on the attached Exhibit "A" (identified as the "Subject Property"). B. The City has previously inspected the private sewer service at the Subject Property under the City's Inflow/Infiltration Abatement Program and the City has found that certain improvements to the private sanitary sewer service are required. C. The Owner will cause the construction of the required private sanitary sewer improvements. D. The Owner has requested that the City assess the construction of the required private sanitary sewer improvements to serve the Subject Property. E. The Owner acknowledges that the required private sanitary sewer improvements will benefit the Subject Property. NOW, THEREFORE, IN CONSIDERATION OF THEIR MUTUAL COVENANTS THE PARTIES AGREE AS FOLLOWS: 1. PRIVATE SANITARY SEWER IMPROVEMENTS. The Owner will hire and approve a contractor of their choice to construct the private sanitary sewer improvements that serve the Subject Property. 2. DESCRIPTION OF IMPROVEMENTS. The private sanitary sewer improvements are as described follows: 3. SPECIAL ASSESSMENTS. The Owner agrees to pay one hundred percent (100%) of the cost of the private sanitary sewer improvements. The City will assess the Subject Property the following principal amount for the sanitary sewer improvements, which the Owner agrees to pay: $ . The assessments shall be deemed adopted on the date this Agreement is signed by the City. The assessments shall be paid over a 10-year period without deferment, 1 (W together with three percent (3%) interest on the unpaid balance. Interest shall begin accruing thirty (30) days after the City Council's approval of the assessment roll. The Owner further agrees that the assessment may be exceeded if the increases are a result of requests made by the Owner or otherwise approved by the Owner in a subsequent written document. The first installment shall be due and payable with first half of property taxes in 2009. 4. WAIVER OF APPEAL. The Owner expressly waives any and all procedural and substantive objections to the special assessments, including but not limited to hearing requirements and any claim that the assessment exceeds the benefit to the property. The Owner waives any appeal rights otherwise available pursuant to Minnesota Statutes Section 429.081 (2008). 5. BINDING EFFECT; RECORDING. This Agreement shall be binding upon the Owner and the Owner's successors and assigns. This Agreement may be recorded against the title to the subject property. CITY OF WEST ST. PAUL OWNER: John A. Zanmiller, Mayor Printed Name: John W. Remkus, City Manager Printed Name: 2 17 STATE OF MINNESOTA ) ) ss. COUNTY OF DAKOTA ) The foregoing instrument was acknowledged before me this day of , 2008, by John A. Zanmiller and John W. Remkus, the Mayor and City Manager of the City of West St. Paul, a Minnesota municipal corporation, on behalf of the corporation and pursuant to the authority granted by its City Council. NOTARY PUBLIC STATE OF MINNESOTA ) ) ss. COUNTY OF ) The foregoing instrument was acknowledged before me this day of 2008, by and husband and wife. NOTARY PUBLIC 3 / l d EXHIBIT A TO PRIVATE SEWER INFLOW/INFILTRATION IMPROVEMENT AND SPECIAL ASSESSMENT AGREEMENT Legal Description of Subject Property 4 17 Special City Council Workshop August 11, 2009 V. REVIEW PROPOSED DESIGN FOR FIRE SAFETY CENTER ACTION TO BE CONSIDERED: No formal action is needed. Staff is seeking feedback from the Council on the proposed concept for the Fire Safety Center. FACTS: • For several years, response time at Fire Station #2 has been a concern. Comprehensive studies on the location of the station have shown that the station would be better positioned near the intersection of Yankee Doodle Road and Lexington Avenue, with the result being better response time and more opportunity for potential volunteer fire fighters. • On July 7, 2009, the City Council approved the purchase of 4 acres at the intersection of Yankee Doodle Road and Wescott Woodlands Drive for the purpose of relocating Fire Station #2. • Over the past year, the City Council's Finance and Public Works Committees have reviewed and discussed the proposed relocation of the fire station. Per the recommendation of both committees, the Council directed staff to retain the services of SEH Architects and Bossardt Corporation Construction Management for the purpose of developing a concept for a Fire Safety Center. • Per the direction of the Council at the December 9, 2008 Council Retreat, the current generation of the building concept being proposed for discussion includes such features as training space, dormitories, offices, Police storage space, etc. • Additionally, energy saving and environmental design features have been proposed for the facility. • Representatives from SEH Architects and Bossardt Construction Management will be in attendance at the August 11 workshop to highlight the proposed Fire Safety Center design and building components. • The presentation of the proposed design concept for the Fire Safety Center is intended to serve as a check point with the City Council and an opportunity for the Council to provide feedback to staff. ATTACHMENTS: • There are no attachments. Design renderings will be presented at the workshop. /1 Agenda Information Memo August 11, 2009 Special City Council Meeting VI. 2010 DRAFT GENERAL FUND BUDGET DIRECTION TO BE CONSIDERED: • To provide direction to staff regarding the 2010 proposed tax levy (total amount and fund allocation) and the preliminary 2010 General Fund Budget. FACTS: • Revisions to the 2009 Budget and preparation of the 2010 preliminary General Fund budget have been on-going since January. • Since that time, the City Council has considered both revisions to the 2009 Budget and preparation of the 2010 Budget in numerous meetings and provided direction to staff. • The City Council and staff have taken longer than a one-year view of the budgets to ensure that the City is properly positioned for continuing challenges into 2011 and beyond. • Returning the fund balance to the 40 to 45% range per policy is a priority. • The Senior Management Team has dedicated a great deal of time discussing budget options and considering the implications of various scenarios. • The budget team-City Administrator Hedges, Director of Administrative Services VanOverbeke, Chief Financial Officer Pepper, Accountant Nicklay, and Assistant to the City Administrator Miller-has met on several occasions to present budget adjustment options and to review work in adjusting the 2009 Budget. • The budget team has also met with each of the departments to bring the City Administrator's recommended 2010 Budget to its current state, while realizing there is more work to be done. • This preliminary budget is not in as final a form as historically has been the case and there is a great deal of work remaining to be completed on the budget. Numerous future activities and meetings are laid out in the budget narrative. • Even after adoption of the 2010 budget in December, future revisions are expected as the effects of the Voluntary Retirement/Separation program result in revised staffing models. • The general narrative is laid out in a fashion similar to previous years. The individual department budgets are presented in the manner begun with the 2007 budget incorporating additional information to continue the process of enhancing the budget to become a better and more comprehensive planning, policy, and communications tool. • The Department Directors will be present at the August 11 meeting to respond to any questions the City Council may have about the proposed budget. • Department Directors are also scheduled to attend the Special City Council meeting on September 22 to discuss with the City Council service level implications of today's budget projected into the future. • The Finance Department is working closely with operating departments to identify potential problems either with expenditures or revenues as the revised 2009 budget is implemented. ATTACHMENTS: • Enclosed is the proposed 2010 tax levy and General Fund Budget information. a~ all of bF 2010 Proposed Budget Operating Budget General Fund Departmental Budgets 1 a(yofEap 2010 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Mayor & City Council PURPOSE & DESCRIPTION The purpose of the Mayor and City Council is to: Expenditures as % of General Fund • Provide for the legislative and policy- Mayor & uncil making activities of the City's government. Co 0.6% • Provide for the planning and control of4iill& municipal expenditures through the adopt- ion of an annual budget. • Provide for the generation of revenue through the levying of taxes, fees, and rate structures. • Provide a forum for citizen input into the policy process through public hearings, advisory commissions, public testimony, and civic and community groups. The Mayor and City Council are responsible for the following functions: • Participate in regular City Council meetings on the 15t and 3`d Tuesday of the month, as well as monthly Council workshops as needed. • Serve on City Council Committees that make recommendations to the City Council as a whole. • Represent the City on various boards and Commissions pertaining to local government. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Number of special City Council meetings held 14 13 14 14 annually Percentage of City advisory commissions that met 100% 100% 100% 100% in a joint meeting with the Council each year 2 04 of Eap 2010 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Mayor & City Council Expenditure by Category HIGHLIGHTS & CHANGES Overview: The Mayor & City Council budget is proposed to increase by $7,200, or 4.9%. The a ' increase is due to higher health insurance costs and Personal an an increase in conferences/schools due to lodging Services and Other needs for the proposed LMC Conference. 75.6% Charges 24.4% 2009 MID-YEAR BUDGET ADJUSTMENTS: None. 2010 HIGHLIGHTS: Highlight/Change 1: Health insurance premiums for the Mayor and City Council are projected to increase. Financial Impact: Increase of $7,500 Service Level Impact: None Highlight/Change 2: Attendance by Council members at the annual National Organization to Insure a Sound- controlled Environment (NOISE) conference has again been eliminated due to the decision of the City Council in 2009 to eliminate the City's membership in NOISE. Financial Impact: $0 Service Level Impact: Minimal impact, if any Highlight/Change 3: Attendance by three Council members is again proposed for the League of Minnesota Cities Conference in St. Cloud in June. In 2009, the conference was held in St. Paul and thus lodging was not budgeted. Financial Impact: $600 increase Service Level Impact: Minimal impact, if any EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 84,315 $ 84,323 $ 109,700 $ 117,200 Parts and Supplies _ 126 - - Services and Other Charges 40,277 36,776 38,200 37,900 Total $ 124,592 $ 121,225 $ 147,900 $ 155,100 3 My of E8p 2010 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Managers: Mayor & City Council LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES - REGULAR $ 37,159 37,017 $ 53,600 $ 53,600 6144 FICA 2,131 2,002 4,100 4,100 6146 P E RA-DCP 1,381 1,372 2,000 2,000 6151 HEALTH INSURANCE 43,384 43,674 49,900 57,400 6152 LIFE INSURANCE 80 79 - 6154 DISABILITY-LONG TERM 113 108 - 6155 WORKERS COMPENSATION 67 70 100 100 PERSONAL SERVICES 84,315 84,323 109,700 117,200 PARTS & SUPPLIES 6215 REFERENCE MATERIALS 126 - PARTS & SUPPLIES - 126 - - SERVICES & OTHER CHARGES 6353 PERSONAL AUTO/PARKING 100 100 6355 CELLULAR TELEPHONE SERVICE - - 6385 INSURANCE 22,700 21,500 21,500 20,600 6475 MISCELLANEOUS 167 300 300 6476 CONFERENCES AND SCHOOLS 13,958 9,656 11,600 12,200 6477 LOCAL MEETING EXPENSES 3,619 5,453 4,700 4,700 SERVICES & OTHER CHARGES 40,277 36,776 38,200 37,900 TOTAL MAYOR & CITY COUNCIL $ 124,592 $ 121,225 $ 147,900 $ 155,100 4.87% 4 4 DI Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 5 aty of Eap 2010 Proposed Budget Operating Budget Administration (02) Responsible Managers: Tom Hedges, City Administrator PURPOSE & DESCRIPTION The purpose of the Administration Department is Expenditures as a % of General Fund to: Ensure the execution of policies and , Admin. • direction of the Eagan City Council. " 1.8% • Provide administrative leadership for day- to-day operations. • Coordinate the various municipal functions and provide administrative support as required. The Administration Department is responsible for the following functions: • Respond to inquiries and requests of the City Council. • Oversee Department Heads and ensure departments are working in coordination with one another toward a common goal. • Complete administrative activities not unique to and, therefore, not assignable to other operating depart- ments or divisions. • Prepare weekly Council packets and other communications to the City Council and the City's organization as a whole. • Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Number of airport noise complaints/questions (telephone and email) 155 125 160 130 Percentage of airport noise complaints (telephone calls and e-mails) responded to within 24 business 97.0% 97.0% 99.0% 98.0% hours Percentage of citizens rating quality of life in Eagan as excellent or good. (note: biannual N/A 98.0% 96.0% 98.0% sur\ey) 6 ' `aty of Eap 2010 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator HIGHLIGHTS & CHANGES Expenditure by Category Overview: The Administration budget is proposed Parts and to increase by $13,300, or 2.7% over the adjusted Supplies 2009 budget. The majority of the increase is a result 0.7% of increased health insurance. Personal Services Services 2009 MID-YEAR BUDGET ADJUSTMENTS: 81.3/ and Other Goals facilitator ($1,500); Conferences ($3,500) Charges 18.0% 2010 HIGHLIGHTS: Highlight/Change 1: Health insurance costs are anticipated to increase. Financial Impact: $5,600 increase Service Level Impact: None Highlight/Change 2: In 2009, the amount budgeted for a facilitator (professional services) was reduced by $1,500 and the same budget is again proposed for 2010, particularly since the City Council would not typically have a goals retreat in 2010 given that the Council adopted their 2-year goals in 2009. Financial Impact: None Service Level Impact: The City Council would be limited on professional facilitation services in 2010. Highlight/Change 3:. Conferences and Schools are proposed to increase to reflect the costs to attend conferences previously attended prior to 2009. In 2009, the conferences and schools line item was reduced by $3,500 and neither the City Administrator nor Assistant to the City Administrator attended the ICMA Conference. Additionally, the LMC Conference, which was in St. Paul in 2009, will be in St. Cloud in 2010 thus requiring lodging arrangements. The increased lodging expense is included in the proposed 2010 budget. Financial Impact: $6,000 increase over adjusted 2009 budget Service Level Impact: Minimal; however, the City often learns of new or improved service delivery opportunities as a result of attending the national City Manager's conference. Highlight/Change 4:. The Historical Society is proposing either the replacement or repair of the 1914 Town Hall sign. The existing sign is weathered and in need of maintenance or replacement, especially in light of the upcoming sesquicentennial year. The Historical Society wishes to match the new, more durable signs that are being placed throughout the parks system. The City can realize a savings by ordering when the Parks Dept orders its next set of signs. The proposed budget includes the cost of a new sign; an alternative is to refurbish the existing sign at a cost of $400. Financial Impact: $1,400 to replace (or $400 to refurbish) Service Level Impact: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 385,837 $ 401,320 $ 399,400 $ 404,700 Parts and Supplies 3,986 3,663 3,500 3,300 Services and Other Charges 84,085 91,153 82,300 89,800 Capital Outlay 1,677 1,724 700 Total $ 475,585 $ 497,861 $ 485,200 $ 498,500 7 of Eap 2010 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' :City Administrator 1 1 1 1 2,080 Assistant to City Administrator 1 0.8 0.8 0.8 1,664 Administrative Secretary/ Deputy Clerk 1 1 0.8 0.8 1,664 Clerical Technicians 1 1 0.8 0.8 1,664 Total 4.0 3.8 3.4 3.4 7,072 2010 WORK PLAN Activity Routine 1 Council meeting and workshop preparation 2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.) 3 Intergovemmental, municipal, City departmental, and association meetings 4 Clerical and administrative support 5 Oversight of the City's day-to-day operations 6 Annual budget preparation 8 *Mflap 2010 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 306,613 319,187 $ 314,500 $ 314,500 6112 OVERTIME-REGULAR 2,795 1,128 2,800 1,500 6130 SALARIES AND WAGES-TEMPORARY 836 1,109 - - 6142 PERA-COORDINATED 19,013 20,282 21,400 22,100 20,119 20,873 21,200 21,400 6144 FICA 6151 HEALTH INSURANCE 33,519 35,595 37,600 43,200 6152 LIFE INSURANCE 478 499 6154 DISABILITY - LONG TERM 935 961 - _ - 6155 WORKERS COMPENSATION 1,529 1,686 1,900 2,000 PERSONAL SERVICES 385,837 401,320 399,400 404,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,104 3,093 2,500 2,500 6211 OFFICE PRINTED MATERIALIFORMS - - 100 100 6212 OFFICE SMALL EQUIPMENT - 200 100 6215 REFERENCE MATERIALS 529 180 300 200 6220 OPERATING SUPPLIES-GENERAL 353 391 400 400 6230 REPAIR/MTN SUPPLIES - GENERAL - - - PARTS & SUPPLIES 3,986 3,663 3,500 3,300 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 50 - - 1,500 6353 PERSONAL AUTO/PARKING 46 - - _ - 6355CELLULAR TELEPHONE SERVICE 8,915 9,117 9,300 9,300 63571 GENERAL ADVERTISING 468 277 500 500 6370 GENERAL PRINTING AND BINDING - 265 - - 6385 INSURANCE 4,600 4,100 4,100 3,900 6475 MISCELLANEOUS 116 1,299 400 400 6476 CONFERENCES AND SCHOOLS 6,043 5,946 1,300 7,300 6477 LOCAL MEETING EXPENSES 3,281 3,121 4,600 4,500 6479 DUES AND SUBSCRIPTIONS 47,509 48,559 47,100 47,400 6496 HISTORICAL SOCIETY 1,307 5,471 2,500 2,500 6535 OTHER CONTRACTUAL SERVICES 11,750 13,000 12,500 ' 12,500 6561 TEMPORARY HELP-CLERICAL - - SERVICES & OTHER CHARGES 84,085 91,153 82,300 89,800 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 1,677 1,724 - 700 CAPITAL OUTLAY 1,677 1,724 - 700 ' TOTAL ADMINISTRATION $ 475,585 $ 497,861 $ 485,200 $ 498,500 2.74% 9 4100'aq of Eap 2010 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator PURPOSE & DESCRIPTION The purpose of the IT Department is to: Expenditures as a % of General Fund • Provide technology support for the City's Informatio Local and Wide Area Network operations. n Tech. • Develop and implement Citywide IT oli- P 4.7% cies and procedures., • Provide technology support for the City's desktop and mobile hardware. • Provide support for all City software appli- cations. • Provide support for City's Communication Systems hardware and software. • Recognize and recommend new developments in technology. • Establish standards for efficient operation of staffs IT tools to maintain high quality of service with minimal downtime. The IT Department is responsible for the following functions: • Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and Wide Area Network operations and all of its components. • Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and software applications. • Provide support for telephone/voicemail software and hardware. • Recommend, purchase, install and support the City's low-voltage wiring infrastructure. • Maintain WAN backup system. • Conduct research and recommend new or improved technology systems. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target City PCs maintained 270 280 295 300 Work orders processed 2,150 2,419 3,000 3,000 PCs replaced per year 40 68 15 60 Non-LOGIS software applications supported 79 106 111 110 Printers maintained 99 105 66 60 Spam emails deleted before arriving at City, 408,200 N/A 1,600,000 N/A avg/day Spam emails quarantined, average per day 1,900 N/A 8,000 N/A LOGIS software applications supported 14 14 14 14 Gigabytes of server storage 3,500 7,426 5,200 8,500 Average gigabytes supported (PC support) 16,200 23,600 26,400 27,000 10 `aty of Eap 2010 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator HIGHLIGHTS & CHANGES Expenditure by Category Overview: The Information Technology (IT) Services Department budget is up $26,500, or 2.1%, Parts and yx~ y and Other primarily due to inflationary increases and an Supplies h ~r Y ~ r~Y~ Charges increase in contractual programming, offset by 62.8% decreases in maintenance contracts. Basic LOGIS 2.6/0 services costs are unchanged from last year. Capital 2009 MID-YEAR BUDGET ADJUSTMENTS: Personal Outlay GIS licenses ($24,600) Services 0.2% 34.3% 2010 HIGHLIGHTS: Highlight/Change 1: LOGIS special services and contractual programming are up due to the installation of the City-wide wireless to all appropriate facilities. This initiative is in response to many requests from patrons and guests of the Eagan Community Center, Cascade Bay and Eagan Civic Arena, and staff for vendors' use in the City Council Chambers and conference rooms. Financial Impact: $8,000 increase. Service Level Impact: The service level of wireless use within the City facilities will increase both for guests and staff. Highlight/Change 2: Maintenance contracts are down as some maintenance costs have been incorporated into the LOGIS module charges such as Parks and Recreation additional Class module charges. Maintenance contracts on scanners for document imaging have been removed as staff feels the costs exceed the value. The scanners are on the 4-year replacement schedule and are noted in the CIP. Financial Impact: Estimated savings is $23,000. Service Level Impact: Service impact should be minimal as there will be no reduction in service. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 287,110 $ 394,106 $ 434,300 $ 442,900 Parts and Supplies 44,325 55,549 29,600 34,100 Services and Other Charges 746,553 745,218 799,200 809,900 Capital Outlay 2,047 13,893 2,700 Total $ 1,080,035 $ 1,208,766 $ 1,263,100 $ 1,289,600 11 Gty OI Ea 2010 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours IT Manager 0 1 1 1 2,080 IT Supervisor _ 0 1 1 1 2,080 IT Coordinator 1 0 0 0 0! IT Specialist 2 2 2 2 4,160 Total 3 4 4 4 8,320 2010 WORK PLAN Activity Routine 1 Develop IT policies and procedures 2 Research and recommend new technologies 3 Establish IT goals objectives, standards and controls 4 Troubleshoot hardware/software system and telephone/voicemail problems 5 Maintain LAN backups and recovery and security systems 6 Purchase hardware/software, supplies and licensing 7 Coordinate projects with LOGIS 8 Maintain network and user accounts 9 Design and implement network wiring infrastructure 10 Maintain relationships/memberships with intergovernmental agencies 12 My of Eap 2010 Proposed Budget Operating Budget Information Technologies (03) Responsible Manager: Kristi Peterson, IT Coordinator LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 222,940 $ 310,610 $ 336,900 $ 340,300 6112 OVERTIME-REGULAR 1,687 813 5,000 3,000 6142 PERA-COORDINATED 14,151 20,037 23,100 24,000 6144 FICA 16,558 22,711 26,200 26,300 6151 HEALTH INSURANCE 29,243 36,479 40,600 46,700 6152 LIFE INSURANCE 381 477 6154 DISABILITY - LONG TERM 762 953 6155 WORKERS COMPENSATION 1,388 2,026 2,500 2,600 TOTAL PERSONAL SERVICES 287,110 394,106 434,300 442,900 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 26,824 37,551 22,500 25,000 6224 CLOTHING/PERSONAL EQUIPMENT - 48 100 100 6230 REPAIR/MAINTENANCE SUPP-GENL 13,461 11,065 7,000 7,000 6231 MOBILE EQUIPMENT REPAIR PARTS 135 - - - 6270 COMPUTER SOFTWARE 3,905 6,884 2,000 PARTS & SUPPLIES 44,325 55,549 29,600 34,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 13,306 - - - 6330 DCC COSTS 553 - - 6346 POSTAGE 115 95 100 200 6347 TELEPHONE SERVICE & LINE CHG 1,220 - 1,000 1,000 6348 MATRIX SERVICE AND REPAIR 1,885 1,414 I 1,200 2,000 6350 LOG IS IT SERVICES 470,395 479,446 493,500 499,100 6351 PAGER SERVICE FEES 66 100 6352 TELEPHONE CIRCUITS 27,683 16,430 29,000 25,000 6353 PERSONAL AUTO/PARKING 1,141 1,011 2,000 2,000 6355 CELLULAR TELEPHONE SERVICE 1,469 3,358 2,100 2,900 6360 DAKOTA COUNTY CJIIN PARTNERSHIP 45,538 45,538 45,500 45,500 6385 INSURANCE 5,900 5,600 5,600 5,300 6476 CONFERENCES AND SCHOOLS 1,972 4,800 2,800 2,800 6477 LOCAL MEETING EXPENSES - 42 100 100 6479 DUES AND SUBSCRIPTIONS 15 17 6535 OTHER CONTRACTUAL SERVICES 375 - - 6567 CONTRACTUAL PROGRAMMING/DP 7,575 5,586 - 4,000 6569 MAINTENANCE CONTRACTS 167,720 181,505 216,200 220,000 SERVICES & OTHER CHARGES 746,553 745,218 799,200 809,900 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES 274 5,333 - - 6660 OFFICE FURNISHINGS/EQUIPMENT 1,773 8,560 - 2,700 CAPITAL OUTLAY 2,047 13,893 - 2,700 TOTAL INFORMATION TECHNOLOGY $ 1,080,035 $ 1,208,766 $ 1,263,100 $ 1,289,600 2.10% 13 aty of Eap 2010 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk PURPOSE 8c DESCRIPTION The purpose of the City Clerk Department is to: Expenditures as a % of General Fund • Conduct elections. City Clerk • Execute official documents and maintainb official records of the City. loll Ipl ~i,a • Oversee issuance of personal and busi- ness licenses as required by City Code. • Oversee City purchasing. The City Clerk Department is responsible for the following functions: • Provide for maintenance and execution of procedures for voter registration • Coordinate purchases through co-op ventures and vendor selection • Prepare, execute, and maintain official City records • Prepare and post official notices • Record and maintain minutes of Council and Commission/Committee meetings • Provide public information on ordinances, contracts and policies • Issue and renew business licenses • Oversee risk management programs • Coordinate the City's safety program PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Registered esters in City 39,372 48,012 40,000 44,000 Voter turnout 27.0% 79% 0% 70% Dangerous dog hearings 9 6 8 7 Insurance claims processed 71 57 70 60 Licenses (all types) issued 319 331 334 359 Pages of documents imaged 55,000 75,500 45,000 75,000 14 of Eap 2010 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk HIGHLIGHTS & CHANGES Expenditure by Category Overview: The City Clerk budget shows an Parts and increase of $65,600, or 26.3%, due to election Personal Supplies 1.0% costs. Excluding election costs, the proposed Services budget increase is 1.7%. 89.6% r.w Services and Other 2009 MID-YEAR BUDGET ADJUSTMENTS: Charges Reduce clerical shared with HR from .75 FTE to .50 9.2% ($6,200) Capital Outlay 2010 HIGHLIGHTS: 0.2% Highlight/Change 1: In even years, the City Clerk budget will increase to provide for election-related activities. No increase in election judge compensation rates is proposed. Financial Impact: $67,800 increase in election costs, $63,000 of which is election judge wages. Service Level Impact: None. Highlight/Change 2: The City Clerk's attendance at the International Institute of Municipal Clerks Conference is budgeted on an every other year basis. Although budgeted in 2009, the City Clerk did not attend. Financial Impact: $2,500 reduction in 2010 Service Level Impact: None. 15 aty of E8p 2010 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 231,396 $ 312,403 $ 218,000 $ 281,900 Parts and Supplies 3,865 1,438 300 3,300 Services and Other Charges 30,245 31,899 30,800 28,800 Capital Outlay 2,085 1,013 - 700 Total $ 267,591 $ 346,753 $ 249,100 $ 314,700 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours City Clerk 1 1 1 1 2,080 Clerical Technician 0.75 0.75 0.5 0.5 1,040 Receptionist 1.5 1.5 1.5 1.5 3,120 Total 3.25 3.25 3.00 3.00 6,240 2010 WORK PLAN Activity Routine 1 Risk Management _ 2 Licensing 3 Purchasing 4 Safety Coordination 5 Annual Budget Preparation 6 Clerical and Administrative Support 7 Elections 16 aty of E8 2010 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 165,687 179,512 $ 163,600 $ 161,900 6112 OVERTIME-REGULAR 842 2,935 - 3,000 6130 SALARIES AND WAGES-TEMPORARY 15,691 71,672 - 60,000 6131 OVERTIME-TEMPORARY - - 6142 PERA-COORDINATED 10,201 11,676 11,000 11,500 6144 FICA 10,807 11,859 12,500 12,600 6151 HEALTH INSURANCE 26,472 32,695 29,700 31,600 6152 LIFE INSURANCE _ 279 _ 319 - - 6154 DISABILITY - LONG-TERM 390 565 - _ - 6155 WORKERS COMPENSATION 1,027 1,169 1,200 1,300 PERSONAL SERVICES 231,396 312,403 218,000 281,900 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 165 18 300 300 6212 OFFICE SMALL EQUIPMENT 340 - 6220 OFFICE SUPPLIES - GENERAL - 26 _ 6225 ELECTION SUPPLIES 3,360 1,394 - 3,000 PARTS & SUPPLIES _ 3,865 1,438 300 3,300 SERVICES & .OTHER CHARGES 6346 POSTAGE 4,600 - - - 6353 PERSONAL AUTO/PARKING 241 1,059 200 300 6355 CELLULAR TELEPHONE SERVICE 60 145 100 6357 ADVERTISING/PUBLICATION 340 - 6359 LEGAL NOTICE PUBLICATION 14,886 14,749 16,000 15,000 6370 GENERAL PRINTING AND BINDING 4,931 - - - 6385 INSURANCE 1,400 1,600 1,600 1,500 6475 MISCELLANEOUS 11 100 - 6476 CONFERENCES, TRAINING, SCHOOLS 497 691 3,100 600 6477 LOCAL MEETINGS EXPENSE 1,248 1,584 - 1,600 6479 DUES AND SUBSCRIPTIONS 210 35 200 100 6481 RECORDING FEES - 4 - - 6535 OTHER CONTRACTUAL SERVICES 1,661 5,482 3,000 3,000 6555 ELECTION JUDGES 160 - - - 6569 MAINTENANCE CONTRACTS - 6,550 6,600 6,600 OTHER SERVICES AND CHARGES 30,245 31,899 30,800 28,800 CAPITAL OUTLAY 700 6660 OFFICE FURNISHINGS/EQUIPMENT 2,085 1,013 - CAPITAL OUTLAY 2,085 1,013 - 700 TOTAL CITY CLERK $ 267,591 $ 346,753 $ 249,100 $ 314,700 - 26.33% 17 aty OI E8 2010 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer PURPOSE & DESCRIPTION The purpose of the Administrative Services - Expenditures as a % of General Fund Finance Department is to: Finance • Manage and safeguard the City's financial assets. • Provide timely and accurate financial infor- mation to aid management in making deci- sions about the City's operations. • Communicate financial plans and financial results to the City's various stakeholders via financial reports. The Administrative Services - Finance Department is responsible for the following functions: • Accounting and financial reporting • Budgeting • Accounts payable • Payroll • Utility Billing • Cash receipting and investment management • Debt management PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Moody's credit rating Aa1 Aa1 Aa1 Aa1 Standard & Poors credit rating AA+ AA+ AA+ AA+ Average rate of return on investments 4.5%0 4.4% 4.0% 3.0% Vendor checks issued 7,944 8,384 8,000 8,000 Payroll checks/direct deposit issued 12,029 12,552 12,200 12,200 Percent of paychecks paid as direct deposit 78%0 78% 100% 100% Utility accounts serviced 19,400 19,554 19,450 19,450 18 my of Eap 2010 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer HIGHLIGHTS & CHANGES Expenditure by Category Overview: The proposed Finance Division budget Parts and Supplies is up $36,400, or 3.4%, from the adjusted 2009 Personal budget. No new initiatives or significant changes in Services 2'1% services are proposed. 89.7% Services and Other 2009 MID-YEAR BUDGET ADJUSTMENTS: Charges Conferences/training ($5,000) 8.0% Capital 2010 HIGHLIGHTS: Outlay Highlight/Change 1: Personal Services are 0.3% increased due to step increases for four staff members, contract wage increases for three union staff members, and a revaluation of the accountant/budget analyst position. Financial Impact: Total Personal Services is up $35,300 Service Level Impact: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 830,519 $ 887,036 $ 957,400 $ 992,700 Parts and Supplies 21,042 25,034 24,900 23,100 Services and Other Charges 83,842 88,321 87,000 88,500 Capital Outlay 2,963 2,590 1,400 2,800 Total $ 938,366 $ 1,002,981 $ 1,070,700 $ 1,107,100 19 av of Eap 2010 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Director of Administrative Services 1 1 1 1 2,080 Chief Financial Officer 1 1 1 1 2,080 Accountant II 1 1 1 1 2,080 Accountant I 3 4 4 4 8,320 Accounting Clerk - Accounts Payable 1 1 1 1 2,080 Accounting Clerk - Payroll 1 1 1 1 2,080 Accounting Clerk - Utility Billing 1 1 1 1 2,080 Accounting Clerk - UB/Special Assessments 1 1 1 1 2,080 Total 10 11 11 11 22,880 2010 WORK PLAN . Activity Routine 1 Administrative/supervision 2 Preparation of budget/CIP 3 Preparation for audit and completion of annual report 4 Dakota County Drug Task Force accounting 5 Special assessment accounting 6 Other general accounting and reporting 7 Water/sewer utility billing 8 Payroll processing 9 Purchasing/accounts payable processing 10 Investment/debt management 11 Preparation of new budget format/budget book 12 Utility billing system conversion 20 myuIE8p 2010 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer LINE ITEM DETAIL Adjusted Proposed - - Actual Actual_ Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 642,928 681,963 $ 735,000 $ 752,700 6112 OVERTIME-REGULAR 3,888 6,377 4,000 4,000 6130 SALARIES AND WAGES-TEMP 6,495 - - - 6142 PERA-COORDINATED 40,589 44,196 49,900 53,000 6144 FICA 46,627 47,799 54,700 56,400 6151 HEALTH INSURANCE 82,616 98,763' 108,200 120,700 6152 LIFE INSURANCE 1,174 1,228 - 6154 DISABILITY - LONG TERM 2,231 - 2,298 - - - 6155 WORKERS COMPENSATION 3,971 4,412 5,600 5,900 PERSONAL SERVICES 830,519 887,036 957,400 992,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 16,179 22,351 20,000 20,000 6215 REFERENCE MATERIALS 173 428 300 300 6220 OPERATING SUPPLIES-GENERAL 3,829 1,377 3,700 1,900 6270 COMPUTER SOFTWARE 861 878 900 900 PARTS & SUPPLIES - 21,042 25,034 24,900 23,100 SERVICES & OTHER CHARGES 6314 AUDITING 20,300 21,600 23,400 24,600 6315 FINANCIAL - NON-AUDIT 2,585 11,963 - - 6346 POSTAGE 12,349 12,934 • 13,600 13,400 6347 TELEPHONE SERVICE & LINE CHG 10,149 9,226 10,100 10,000 6348 MATRIX SERVICE-REPAIR - - - - - 6353 PERSONAL AUTO/PARKING 4,708 4,870 4,900 4,900 6355 CELLULAR TELEPHONE SERVICE 215 192 200 200 6357 ADVERTISING/PUBLICATION - 360 - - 6370 GENERAL PRINTING AND BINDING 198 197 1,400 400 6385 INSURANCE 8,200 7,200 7,200 7,000 6426 SMALL EQUIPMENT REPAIR-LABOR 623 299 504 200 6457 MACHINERY AND EQUIP RENT 8,163 2,768 10,300 11,000 6475 MISCELLANEOUS 5,840 6,024 6,800 6,300 6476 CONFERENCES AND SCHOOLS 4,194 4,027 1,600 3,600 6477 LOCAL MEETING EXPENSES 370 45 300 200 6479 DUES AND SUBSCRIPTIONS 1,901 1,318 1,900 2,100 6493 DAKOTA COUNTY SPECIAL ASSESSMENT FEE 141 - 200 - 6535 OTHER CONTRACTUAL SERVICES - 433 - - 6569 MAINTENANCE CONTRACTS 3,906 4,865 4,600 ! 4,600 SERVICES & OTHER CHARGES 83,842 88,321 87,000 88,500 CAPITAL OUTLAY 700 6650 FURNITURE & FIXTURES 964 - 1,400 6660 OFFICE FURNISHINGS/EQUIPMENT 1,999 2,590 - 2,100 CAPITAL OUTLAY 2,963 2,590 1,400 , 2,800 TOTAL FINANCE $ 938,366 $ 1,002,981 $ 1,070,700 $ 1,107,100 3.40% 21 aty of Eapl 2010 Proposed Budget Operating Budget Legal Services (06) PURPOSE $c DESCRIPTION Services is to: Expenditures as a % of General Fund The purpose Legal Legal • Provide legal counsel to the City Council 10 and staff. 1.4/ • Provide prosecution services in charges against perpetrators.` • Provide counsel to Human Resources on V labor and personnel issues. The Legal Department is responsible for the following functions: • Provide legal representation to City in the prosecution or defense of all proceedings in which the City is a party. • Review ordinances, resolutions, contracts and other legal documents. • Provide coordination with outside legal counsel. • Provide legal representation on personnel matters as needed. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Number of civil legal service hours billed to the City, 2,594 2,580 2,750 2,750 Number of civil cases prosecuted 6,305 7,746 5,900 7,600 Number of labor service hours billed to the City 250 80 250 100 22 aty of Bad! 2010 Proposed Budget Operating Budget Legal Services (06) Expenditure by Category HIGHLIGHTS & CHANGES y Overview: The Legal Services budget is proposed to decrease by $62,400, or 13.6%, based on actual ` u services~< reductions in utilization over the past two years. No ~k; fee increases are proposed by the three firms the and Other City uses. Charges 100.0/ 2009 MID-YEAR BUDGET ADJUSTMENTS: None 2010 HIGHLIGHTS: Highlight/Change 1: The general legal services budget is down to better reflect actual expenditures. In 2008, as part of the RFP process for legal services, the City undertook a review of legal costs to determine ways to lower expenses, and it appears savings have resulted from an effort to be more judicious in our requests for services. Financial Impact: $37,400 Service Impact: While it is not apparent that the City is assuming more risk in not requesting as much legal services, there is the chance that it could be happening. Highlight/Change 2: The Other Legal Services expenditures are proposed to decrease to reflect historical expenditures. The budget anticipates some labor legal service costs associated with potential personnel issues that may arise from budget reduction measures across the City. Financial Impact: $25,000 Service Impact: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Services and Other Charges $ 345,665 $ 400,441 $ 457,400 $ 395,000 Total 345,665 400,441 457,400 $ 395,000 Breakdown: Civil 190,476 174,271 217,400 180,000 Prosecution 127,210 214,561 190,000 190,000 Other 27,979 11,609 50,000 25,000 $ 345,665 $ 400,441 $ 457,400 395,000 23 aty of Eap 2010 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner PURPOSE & DESCRIPTION The purpose of the Community Development- Expenditures as a % of General Fund Planning Department is to: Coordinate development review process Comm Dev • and interaction with residential, commer- _ -Planning cial and industrial developers and the pub- lic. • Perform long range planning activities to guide the physical development of the City. • Supervise the regulation of zoning and land use requirements set by the City Code. • Manage Geographic Information Systems data and reports for multiple City functions. • Coordinate economic development, redevelopment and housing finance activities in the City. • Manage special studies, projects and data analysis for development and redevelopment. • Provide adequate support/coverage for information requests from a variety of customers. The Community Development-Planning Department is responsible for the following functions: • Perform development application review and coordinate staff report preparation for Commission/Council review of land use, zoning and subdivision applications. • Maintain/Update Comprehensive Land Use Plan and Subdivision and Zoning Code. • Provide education and enforcement of zoning and land use regulations. • Develop GIS applications for department and provide multi-department GIS support. • Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in the community and to maintain, revitalize and redevelop specific areas of the City as appropriate. • Participate and/or staff Task Forces and coordinate special studies. • Manage cold phone/counter calls from residents, realtors, developers, etc. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Subdivision & Platting related applications 34 20 30 20 Zoning Enforcement Cases -1,189 --1,233 900 1,100 Special Studies/Task Forces staffed 0 0 1 0 Rezonings/Prelim & Final PD/PD Amendment 33 31 35 15 CUP/IUP/Variances 31 38 30 25 Ord Amendment/Comp Plan Amendment 10 11 10 10 Sign Permits 174 301 175 250 " Includes code violations, license compliance checks Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring. 24 ~ q of Eapn 2010 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner HIGHLIGHTS $c Expenditure by Category Parts and CHANGES Supplies Overview: The Planning budget shows an increase 0.6% of $22,600, or 2.6% more than the adjusted 2009 Personal Services Services budget. 96.0% and Other Charges arg 2009 MID-YEAR BUDGET ADJUSTMENTS: [Note: elimination of 1.0 FTE is reflected in Capital Protective Inspections division.] Reorganization Outlay adjustment +$5,300, planning studies (5,000), 0.1% economic development ($2,000), intern ($13,500) 2010 HIGHLIGHTS: Highlight /Change 1: Addition of training expenses for Property Maintenance/Code Enforcement Technicians for property maintenance/building condition classes and/or continuing education requirements. Financial Impact: $1,000 increase in Training and Conferences line item Service Level Impact: Current training and updates will build and maintain competencies to perform proactive property maintenance inspections more efficiently and effectively to preserve the quality of neighborhoods and commercial areas. Highlight/Change 2: Computer replacement was reintroduced into the 2010 budget and split between Protective Inspections and Planning budgets. The capital items were eliminated from department budgets entirely for 2009. Financial Impact: $700 increase Service Level Impact: None. 25 of EHp 2010 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner EXPENDITURE SUMMARY Adjusted Proposed Actual Actual. Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 834,839 $ 813,787 $ 844,200 $ 867,500 Parts and Supplies 4,044 4,859 4,200 5,600 Services and Other Charges 31,131 97,831 32,000 29,400 Capital Outlay _ 700 1,200 - Total $ 870,014 $ 916,477 $ 881,100 $ 903,700 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Community Development Director 0.5 0.5 0.5 0.5 1,040 City Planner 1 1 1 1 2,080 Planners 2 2 2 2 4,160 Planning Aide 1 1 1 1 2,080 GIS Technician/Planner 1 1 1 1 2,080 Code Enforcement Technician 3 3 1 1 2,080 Code Enforcement/Property Maintenance 0 0 2 2 4,160 Office Supervisor 1 1 1 1 2,080 Total 9.5 9.5 9.5 9.5 19,760. 2010 WORK PLAN Activity Routine _ 1 General Planning & Zoning Administration 2 Current Planning 3 Special Studies/Budget 4 Comprehensive Plan 5 Zoning 6 GIS Administration 7 Code Enforcement _ 8 Economic Development - Redevelopment 9 Technical Assistance 10 Clerical - Planning & Zoning 26 My of E$p 2010 Proposed Budget Operating Budget Community Development Planning (07) Responsible Manager: Mike Ridley, City Planner LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 656,180 630,222 $ 658,600 $ 670,500 6112 OVERTIME-REGULAR - 6130 SALARIES AND WAGES-TEMPORARY 5,651 4,970 2,500 900 6142 PERA-COORDINATED 40,456 41,247 44,400 6144 FICA 47,721 45,476 49,900 50,900 6151 HEALTH INSURANCE 78,453" 85,610 85,600 95,800 6152 LIFE INSURANCE 1,221 1,211 - 6154 DISABILITY - LONG TERM 2,325 2,290 - 6155 WORKERS COMPENSATION 2,832 2,761 3,200 3,400 PERSONAL SERVICES 834,839 813,787 844,200 867,500 PARTS & SUPPLIES 500 2,200 6210 OFFICE SUPPLIES 2,441 2,054 6211 OFFICE PRINTED MATERIAL/FORMS 42 330 600 600 6212 OFFICE SMALL EQUIPMENT 85 228 1,100 1,000 6215 REFERENCE MATERIALS 205 129 200 200 6220 OPERATING SUPPLIES-GENERAL 442 439 500 500 6221 FILM & FILM PROCESSING - 14 200 200 6231 MOBILE EQUIP REPAIR PARTS 277 277 400 - 6235 FUEL, LUBRICANTS, ADDITIVES 552 1,387 700 900 PARTS & SUPPLIES 4,044 4,859 4,200 5,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 544 64,699 - _ - 6312 ENGINEERING 1,430 2,000 6313 PLANNING 671 - - - 6346 POSTAGE 4,293 4,403 3,000 3,000 6348 MATRIX SERVICE & REPAIR - - 300 300 6353 PERSONAL AUTO/PARKING 4,448 4,361 4,100 4,100 6355 CELLULAR TELEPHONE SERVICE 872 1,142 900 1,000 - 6370 GENERAL PRINTING AND BINDING - _ 600 500 6385 INSURANCE 4,200 4,300 4,300 4,100 6425 MOBILE EQUIPMENT REPAIR LABOR 59 100 - 6426 SMALL EQUIPMENT REPAIR-LABOR - - 6476 CONFERENCES AND SCHOOLS 7,996 6,746 11,600 8,900 6477 LOCAL MEETING EXPENSES 1,345 2,969 1,800 2,600 6478 TUITION AND BOOK REIMBURSEMENT 19 ` - - 6479 DUES AND SUBSCRIPTIONS 2,149 3,131 4,900 4,300 6480 LICENSES, PERMITS AND TAXES - - 100 - 6481 RECORDING FEES 45 _ 6504 ECONOMIC DEVELOPMENT ACTIVITY 2 615 3,871 6535 OTHER CONTRACTUAL SERVICES 6569 MAINTENANCE CONTRACTS 490 164 300 600 SERVICES & OTHER CHARGES 31,131 97,831 32,000 29,400 CAPITAL OUTLAY _ 700 1,200 6670 OTHER EQUIPMENT - _ 700 ! 1,200 CAPITAL OUTLAY - TOTAL COMMUNITY DEV. - PLANNING $s $ 916,477 $ 881,100 $ 903,700 2.56% 27 ftV of E58p 2010 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official PURPOSE & DESCRIPTION The purpose of the Community Development - Expenditures as a % of General Fund Inspections Department is to: Comm rev • Protect the health, safety and welfare of designers, builders and occupants of the.. built environment in Eagan.Inspections • Verify compliance with municipal and state 3.3% building, fire, plumbing, electrical, heating, energy and accessibility codes. • Inform and educate residents, builders and designers of minimum requirements and inform them of the history of those codes. • Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary. • Identify potential improvements that can be made in codes and standards and propose changes. The Community Development - Inspections Department is responsible for the following functions: • Review plans, specifications and support documents and request revisions, when necessary. • Collect fees directly and indirectly related to the Division. • Issue sewer/water, fire suppression, building, plumbing, mechanical, underground storage tank and building move permits. • Schedule and perform field inspections for the above permits. • Coordinate proposed construction projects with other Departments and other government agencies. • Respond to residents' questions and concerns regarding code interpretations and potential code violations. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Building permits 2,638 4,078 2,000 1,800 Plumbing permits 1,142 932 1,100 800 Mechanical permits 1,018 771 900 700 Inspections per building inspector 1,822 2,179 1,750 2,000 28 my of Eap 2010 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official HIGHLIGHTS & CHANGES Expenditure by Category Parts and Supplies Overview: The budget proposal for the Protective Personal 2.5% Inspections Division reflects a decrease of $14,300, services or 1.5% from the adjusted 2009 budget. This 93.4% Services proposal is a reflection of the dramatic economic and other hardships our customers are facing which very few Charges people forecasted. 3.5% Capital 2009 MID-YEAR BUDGET ADJUSTMENTS: outlay Elimination of 1.0 FTE through consolidating three 0.6% positions into two ($38,300), Fuel ($4,000). 2010 HIGHLIGHTS: Highlight/Change 1: The Planning and Protective Inspections divisions were reorganized in 2009. Three positions were consolidated into two. A net reduction of one position in Protective Inspections results from the reorganization. Financial Impact: The 2009 impact for a partial year's savings was $38,300. In 2010, the impact will be a full year's worth of savings, or $91,900 in wages/benefits and approximately $3,000 in other costs, offset by $5,800 in overtime, compared to the original 2009 budget. In comparison to the amended 2009 budget, the reduction is $50,800. A vehicle in the amount of $20,000 can also be removed from the Part II CIP. Service Level Impact: While year to date permit activity is down 6% from the last 5-year average, the revenues generated from those permits are down 52%. Staff performed 13,247 inspections in 2008 compared to 10,935 in 2007, 10,539 in 2006 and 10,686 in 2005. The number of inspections has not seen a reduction; however, the number of inspections is anticipated to diminish based on the scope of permitted projects. The current turnaround time goal for residential permits is three days and the staff reduction will likely push that out four or five days. For inspection, requests or goal is to be able to perform an inspection %2-2 days from the request. Staff may now have to go out 2-3 days. Responding to customer inquiries may also be delayed. It has also been staffs goal to have an inspector in the office to field calls, help customers at the counter or to perform plan review. There may be times when staff is not available to perform these tasks. Highlight / Change 2: Computer replacement was reintroduced into the 2010 budget and split between Protective Inspections and Planning budgets. The capital items were eliminated from department budgets entirely for 2009. Financial Impact: $5,200 increase Service Level Impact: None. 29 aty of Ball 2010 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 775,198 $ 860,937 $ 874,100 $ 849,400 Parts and Supplies 16,399 18,770 18,800 22,400 Services and Other Charges 27,454 35,047 30,600 32,200 Capital Outlay 7,591 7,087 _ 5,200 Total $ 826,642 $ 921,841 $ 923,500 $ 909,200 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Community Development Director 0.5 0.5 0.5 0.5 1,040 Clerical Technicians 2.75 2.75 2.75 2.75 5,720 Chief Building Official 1 1 1 1 2,080 Senior Inspector 2 2 2 2 _ 4,160 Inspectors 4 4 3 3 6,240 Total 10.25 10.25 9.25 9.25 19,240 2010 WORK PLAN Activity Routine 1 Process permits, set up inspectors' schedules 2 Provide direction, planning, support and final code interpretation 3 Perform plan reviews, interpret codes, meet with applicants 4 Perform field inspections and issue correction orders if necessary 5 Directs, evaluates and oversees Division operations 30 04 of Ba 2010 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 610,526 668,139 $ 679,300 $ 645,400 6112 OVERTIME-REGULAR 1,253 5,122 5,000 6130 SALARIES AND WAGES-TEMPORARY 670 - - - 6142 PERA-COORDINATED 37,794 42,776 45,800 45,500 6144 FICA 44,396 47,395 51,400 49,300 6151 HEALTH INSURANCE 75,040 91,175 94,100 100,800 6152 LIFE INSURANCE 1,050 1,180 6154 DISABILITY - LONG TERM 2,089 2,287 - 6155 WORKERS COMPENSATION 2,380 2,863 3,500 3,400 PERSONAL SERVICES 775,198 860,937 874,100 849,400 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,551 1,713 4,000 3,500 6211 OFFICE PRINTED MATERIAUFORMS 100 920 800 1,000 6212 OFFICE SMALL EQUIPMENT 200 400 200 6215 REFERENCE MATERIALS 1,752 486 2,000 1,800 6220 OPERATING SUPPLIES-GENERAL 144 200 200 6221 FILM & FILM PROCESSING 6224 CLOTHING/PERSONAL EQUIPMENT 873 759 1,000 1,000 6226 PUBLIC SAFETY SUPPLIES 478 329 400 400 6231 MOBILE EQUIP REPAIR PARTS 1,644 2,997 2,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS - 200 200 6235 FUEL, LUBRICANTS, ADDITIVES 9,001 11,168 7,700 11,000 6240 SMALL TOOLS - _ 54 100 100 PARTS & SUPPLIES 16,399 18,770 18,800 22,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES - GENERAL - 7,343 - - 6346 POSTAGE 39 27 200 100 6347 TELEPHONE SERVICE & LINE CHG - 800 800 6348 MATRIX SERVICE & REPAIR 600 600 6351 PAGER SERVICE FEES 394 402 400 400 6353 PERSONAL AUTO/PARKING 1,359 1,570 1,500 1,560 6355 CELLULAR TELEPHONE SERVICE 3,491 3,733 4,800 4,100 6385 INSURANCE 8,300 7,200 7,200 6,900 6425 MOBILE EQUIPMENT REPAIR LABOR 245 75 300 300 6475 MISCELLANEOUS - 100 6476 CONFERENCES AND SCHOOLS 3,316 4,678 1,300 4,800 6477 LOCAL MEETING EXPENSES 1,131 494 1,500 1,300 6479 DUES AND SUBSCRIPTIONS 720 864 1,200 1,100 6480 LICENSES, PERMITS AND TAXES - 140 100 200 6487 VISA/MC BANK CHARGES 7,782 8,013 9,500 9,000 6569 MAINT. COPY MACHINE CONTRACT 677 508 1,100 1,100 SERVICES & OTHER CHARGES 27,454 35,047 30,600 32,200 CAPITAL OUTLAY OTHER EQUIPMENT 7,591 7,087 5,200 6670 CAPITAL OUTLAY 7,591 7,087 - 5,200 TOTAL COMMUNITY DEV. - INSPECTIONS $ 826,642 $ 921,841 $ 923,500 $ 909,200 -1.55% 31 aty of Ea2010 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION The purpose of the Communications Department is Expenditures as a % of General Fund to: • Oversee city public information, public Communic relations and communications tools includ- ations ing newsletters, Web sites, government 1.6% cable programs, marketing pieces and'`` press releases. • Communicate with citizens and the busi- ness community. • Identify emerging issues and messages while proactively communicating with the media and responding to requests. • Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand. • Provide strategic communications advice and special event and marketing support to City staff, as needed. • Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure. • Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Burnsville-Eagan Comm- unity TV (BECT) operations, History Committee and Recycling programs. The Communications Department is responsible for the following functions: • Publish the bimonthly city newsletter and quarterly Eagan business newsletter. • Maintain the content of the City Web site and Intranet. • Respond to public requests for information and specifically media requests. • Provide marketing and special event support. • Provide strategic communications advice and develop appropriate themes, messages and materials. • Oversee ECVB, BECT, Dakota Valley Recycling, and provide staff support to the Telecommunications Commission, Eagan Technology Working Group, 4th of JUIy & Eagan History committees. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target of residents who have accessed City Web site N/A 74% 65% 76% of Web site visitors finding what they were looking for N/A 88% 90% 90% Issues of Experience Eagan out on time 6 of 6 6 of 6 6 of 6 6 of 6 Issues of Eagan Business News out on time 4 of 4 3 of 4 4 of 4 8 of 8 Attendance at City Services Open House 1344 N/A 1200 N/A Average Web site page views per day 4,187 N/A 5,000 Average Web site visits per day 1,125 1,125 1,240 Average monthly Web site visits N/A 32,606 41,500 50,000 Average monthly page views N/A 127,121 145,000 160,000 Number of Web site subscribers (new category) 727 1,500 2,200 32 04 of E8 2010 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications Parts and Expenditure by Category HIGHLIGHTS & CHANGES Supplies Overview: The proposed Communications budget 0.6% services is up $1,900, or 0.4%. Technology costs continue and other to drive the Communications budget, as it is Charges responsible for our Web systems and City Hall 49.6% public meeting rooms. While staffing remains level, Personal the cost of outside professional services is services increasing. Efforts have been made to reset those 49.8% costs, and options have been identified for further cost savings. 2009 MID-YEAR BUDGET ADJUSTMENTS: None. 2010 HIGHLIGHTS: Highlight/Change 1: The size of the City Residential Survey is proposed to be cut in half. By reducing the questions from nearly 200 to the 100 questions we asked earlier in the decade, we will still get relevant data on the questions most important to policymakers, but also be able to get escalating costs back in line. Financial Impact: Reduction of $8,000. The last survey cost more than $26,000 and was due to rise to $28,000. Service Level Impact: Some departments may have less data to guide some of their work planning, but should still be able to get their highest priority question(s) answered. Highlight/Chanpe 2: Expenditures for celebrating Eagan's 150th Anniversary are proposed. Eagan's Sesquicentennial comes only once. Spending is for one-time advertising, a properly sealed and constructed time capsule, and rather than print 150th letterhead as many organizations due, the use of 150th-embossed foil seals that can be used on regular letterhead. The History Committee has proposed funding in its committee for a special event. A significant dollar request with other ideas for the 150th has been submitted to the ECVB Board. If Council wishes to have an advisory committee or raise funds through other means, that is not accounted for here. Financial Impact: Increase of $4,000 Service Level Impact: The celebration is to enhance the sense of community and educate citizens about Eagan's history. Highlight/Change 3: Web-streaming costs for the Council Chambers are higher than budgeted last year, and web-streaming from the Eagan Room is proposed to be added. Staff is in the process of determining whether costs can be reduced for older file storage. Financial Impact: Increase of $5,000 Service Level Impact: Addition of web-streaming capabilities from the Eagan Room can be used to increase public access to public meetings. Highlight/Change 4: The City's Web site and matching newsletter template are proposed to be redesigned. The design of our Web page has not changed since 2004. Though well-received, it will be six years old in 2010 and most sites are redesigned every 3-5 years. The newsletter design is similarly old. Financial Impact: Increase of $1,600 Service Level Impact: What's proposed is just a different "skin" or versioning for the Web site, to be matched in the newsletter, but not additional programming or functionality changes except to replace a search function which is no longer supported and never worked well. 33 aty oIEap 2010 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal SeNces $ 199,703 $ 208,437 $ 221,800 $ 224,000 Parts and Supplies 428 663 2,900 2,500 Services and Other Charges 234,419 204,939 219,100 223,100 Capital Outlay - 3,087 3,900 - Tota l $ 434,550 $ 417,125 $ 447,700 $ 449,600 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Communications Director 1 1 1 1 2,080 Communications Coordinator 1 1 1 1 2,080 ! Total 2 2 2 2 4,160 2010 WORK PLAN Activity Routine 1 Write, edit, & publish 6 bi-monthly city newsletters (Experience Eagan) & annual rpt. 2 Edit & publish 4 city business newsletters (Eagan Business News) + 4 online EBNs +10 Cedar Grove 3 Daily & weekly maintain City Web site and intranet site 4 Web Streaming of meetings & video content 5 Public relations & issues management including press releases & reporter calls 6 Special events including July 4, State of City Address, Breakfast with Mayor series, etc. 7 Oversight/liaison responsibilities for E-TV, Recycling, History Committee, Technology Working Group & CVB 8 If colo funding obtained, coordinate Eagan efforts 9 In-house graphic design 10 Assist 150th Anniversary celebration 11 City-wide citizen survey, online surveys Evaluate social networking capabilities and open source software for Eagan City use and develop polcies in 12 coordination with IT 13 Photo management and clean-up of network file storage 34 atygjE 2010 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110SALARIES AND WAGES-REGULAR $ 157,322 164,396 $ 170,600 $ 175,700 6130 SALARIES AND WAGES-TEMPORARY 3,129 1,942 6,100 - 6142! P ERA-COORDINATED 9,662 10,633 11,900 12,300 6144 FICA 11,895 12,399 13,400 13,400 6151 HEALTH INSURANCE 16,459 17,755 18,800 21,600 6152 LIFE INSURANCE 254 256 - - 6154 DISABILITY - LONG TERM 252 256 - - 6155 WORKERS COMPENSATION 730 799 1,000 1,000 PERSONAL SERVICES 199,703 208,437 221,800 224,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 228 375 200 200 6212 OFFICE SMALL EQUIPMENT - _ 1100 1,600 - -25 6215 REFERENCE MATERIALS _ 63 6221 FILM & FILM PROCESSING 6270 COMPUTER SOFTWARE 200 200 1,600 700 PARTS & SUPPLIES 428 663 2,900 2,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 44,803 42,982 34,200 46,600 6328 SPECIAL EVENTS/ADMISSION FEES 6,161 - 6,700 - 6346 POSTAGE 61,203 47,476 51,000 51,300 6351 PAGER SERVICE FEES 85 88 6353 PERSONAL AUTO/PARKING 4,111 4,309 4,300 4,300 6355 CELLULAR TELEPHONE SERVICE - _ 800 so0 2,000 6357 GENERAL ADVERTISING 100 6359 LEGAL NOTICE PUBLICATION - 6370 GENERAL PRINTING AND BINDING 69,883 64,188 73,400 69,000 6385 INSURANCE 2,400 2,200 2,200 2,100 6427 BUILDING OPERATIONS REPAIR-LABOR 2,708 2,547 5,000 5,000 6475 MISCELLANEOUS 200 - - - 6476 CONFERENCES AND SCHOOLS 2,396 1,111 9,300 400 6477 LOCAL MEETING EXPENSES 200 506 600 500 6479 DUES AND SUBSCRIPTIONS 1,070 1,171 1,300 1,200 6535 OTHER CONTRACTUAL SERVICES 19,999 19,999 24,100 29,400 6567 CONTRACTUAL PROGRAMMING/DATA ` 6569 MAINTENANCE CONTRACTS 19,200 18,362 12,100 10,500 SERVICES & OTHER CHARGES 234,419 204,939 219,100 223,100 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT - 3,087 3,900 - CAPITAL OUTLAY _ 3,087 3,900 - TOTAL COMMUNICATIONS $ 434,550 $ 417,125 $ 447,700 $ 449,600 0.42% 35 Clay of Eap 2010 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager PURPOSE & DESCRIPTION /1 -1-11 The purpose of the Human Resource Department Expenditures as a % of General Fund is to: • Develop and implement personnel policies. Human Administer compensation and benefits' Resources ..w 0.9% plans. • Coordinate employee relations initiatives. • Maintain and protect the privacy and secu- rity of employee records. • Serve as internal consultant to manage- ment. The Administrative Services-Human Resources division is responsible for the following functions: • Coordinate recruitment efforts. • Respond to employee performance and discipline issues. • Negotiate and administer labor contracts. • Coordinate employee recognition program. • Conduct new employee orientations and coordinate limited training initiatives. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Job vacancies posted and advertised for 18 9 10 12 Temp/Interns/seasonal vacancies posted and n/a 19 15 15 advertised Applications received 600 564 800 1000 Internal training opportunities presented by HR 5 3 5 5 Employees hired 17 10 8 8 Policies revised/created 5 3 14 15 Turnover rate (People that leave divided by total 7% 4% 2% 2% positions) 36 City of E8p 2010 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The proposed Human Resources Supplies budget shows a decrease of $7,300 or (2.9%) under Personal p 2% the 2009 adjusted budget. Services 79.9% M Services 2009 MID-YEAR BUDGET ADJUSTMENTS: None sr` and Other Charges 2010 HIGHLIGHTS: 19.6% Highlight/Change 1: There is a small decrease in Capital the number of physical exams being performed in Outlay 2010. Financial Impact: ($2,200) decrease from 2009 Service Level Impact: None Highlight/Change 2: There is no out-of-state travel proposed. The HR manager will not be attending the SHRM/PMA conference. Financial Impact: ($3,200) decrease from 2009 Service Level Impact: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 184,515 $ 191,619 $ 191,000 $ 193,800 Parts and Supplies 446 2,728 400 400 Services and Other Charges 34,039 34,218 56,900 47,600 Capital Outlay 645 - 1,500 700 Total $ 219,645 $ 228,564 $ 249,800 $ 242,500 37 MY of Eap 2010 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Human Resources Manager 1 1 1 1 2,080 Human Resources Specialist 1 1 1 1 2,080 Clerical Technician 0.25 0.25 0 0 Tota I 2.25 2.25 2 2 4,160 2010 WORK PLAN Activity Routine 1 General, administrative, and compensation tasks 2 Recruitment coordination 3 Benefits administration 4 Employment-related issues 5 Labor relations/contract administration 6 Employee relations/recognition 7 Policy/organizational development 8 Employee orientation & training 9 Dakota Communications Ctr initiative 10 Management Cons u It/Ass istance 11 Minnesota Valley Transit Authority 38 54 of ke 2010 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager LINE ITEM DETAIL Adjusted , Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 147,748 152,891 $ 152,700 $ 152,700 6112 OVERTIME-REGULAR 108 162 - - 6142 PERA-COORDINATED 9,195 9,840 10,300 10,700 10,973 11,230 11,700 11,700 6144 FICA 6151 HEALTH INSURANCE 14,797 15,732 15,200 17,500 6152 LIFE INSURANCE 266 269 - 6154 DISABILITY - LONG TERM 501 495 - - 6155 WORKERS COMPENSATION 927 1,000 1,100 1,200 PERSONAL SERVICES 184,515 191,619 191,000 193,800 PARTS & SUPPLIES 100 6210 OFFICE SUPPLIES 446 2,728 100 6211 OFFICE PRINTED MATERIAUFORMS - 100 200 6215 REFERENCE MATERIALS - 100 100 6220 OPERATING SUPPLIES-GENERAL - - 100 PARTS & SUPPLIES 446 2,728 400 400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 526 181 1,000 700 6318 MEDICAL SERVICES - PHYSICAL EXAM 5,582 6,783 7,500 5,300 6319 MEDICAL SERVICES - OTHER 3,844 8,784 14,900 15,200 6346 POSTAGE - - - - - - 6353 PERSONAL AUTO/PARKING 255 152 500 200 6358 EMPLOYMENT ADVERTISING 18,020 10,084 17,800 19,100 6370 GENERAL PRINTING AND BINDING 1,412 1,302 2,600 1,400 6475 MISCELLANEOUS - 195 647 1,500 1,500 6476 CONFERENCES AND SCHOOLS 3,311 1,717 3,300 100 6477 LOCAL MEETING EXPENSES 21 22 - 6478 TUITION AND BOOK REIMBURSEMENT - 2,404 - 6479 DUES AND SUBSCRIPTIONS 505 370 800 700 6535 OTHER CONTRACTUAL SERVICES 368 1,772 7,000 3,400 SERVICES & OTHER CHARGES 34,039 34,218 56,900 47,600 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 645 - 1,500 - 6670 OTHER EQUIPMENT - - - 700 CAPITAL OUTLAY 645 - 1,500 700 TOTAL HUMAN RESOURCES $ 219,645 $ 228,564 $ 249,800 $ 242,500 - - -2.92% 39 aty of Eap 2010 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police PURPOSE & DESCRIPTION The purpose of the Administration Division of the Expenditures as a % of General Fund Police Department is to: • Ensure the compliance of department Police - policies and procedures. Admin. • Adhere to guidelines established by the 1.9/ Minnesota Peace Officer Standards and Training Board. • Work with elected officials and other city staff to support Eagan citizens. • Assure community members have confi- dence in the Police department. • Build community support. • Partner with other governmental agencies to promote efficiencies • Develop and achieve agency goals. The Administration Division is responsible for the following functions: • Work with staff members in the development of department policy and procedures • Evaluate programs/practices to ensure citizens are obtaining appropriate services • Risk management for the police department • Development and implementation of the department budget • Strategic planning PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Completion of department's annual work plan 95% 100% 100% 100% Calls for service 54,157 49,044 54,000 51,600 Part I crime rate * 2,350 2,541 2,500 2,430 Part II crime rate 3,383 3,170 3,500 3,285 Sworn officers per 1,000 population 1.05 1.02 1.05 1.05 * Projections are based on Part I Crime Statistics and Calls for Service data recorded over the past 10 years. 40 al(y of Eap 2010 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The Police - Administration budget shows an increase of $30,300, or 6.0% over the Personal 0.7% 0.7% adjusted 2009 budget. Services Services 73.3% and Other 2009 MID-YEAR BUDGET ADJUSTMENTS: None Charges 23.8% 2010 HIGHLIGHTS: apital Highlight/Change #1: The 2010 proposal includes outlay funds for psychological-type testing conducted in 2.2% association with internal promotions. Financial impact: $6,000 increase over last year Service level impact: None Highlight/Change #2: Conferences/schools is up over the 2009 adjusted budget. Financial impact: $6,400 higher than 2009 Service level impact: Training enhances staffs ability to perform its job in service to the public. EXPENDITURE SUMMARY - ADMINISTRATION DIVISION Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 530,264 $ 520,792 $ 377,500 $ 387,600 Parts and Supplies 5,006 2,835 3,300 3,800 Services and Other Charges 122,776 102,059 112,400 125,600 Capital Outlay 3,155 7,310 5,000 11,500 Tota I $ 661,201 $ 632,996 $ 498,200 $ 528,500 41 Of Bad 2010 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police POSITION INVENTORY SUMMARY - TOTALS BY DIVISION 2007 2008 2009 2010 Hours Administration 3 3 3 3 6,240 Patrol 54 54 53 53 110,240 Investigations 14 14 13 13 27,040 Support (excluding dispatch) 16.25 16.25 14.75 14.75 30,680 Total 87.25 87.25 83.75 83.75 174,200 POSITION INVENTORY -ADMINISTRATION DIVISION Personnel 2007 2008 2009 2010 Hours Chief of Police 1 1 1 1 2,080 Deputy Chief of Police 1 1 1 1 2,080 Administrative Secretary 1 1 1 1 2,080 Total 3 3 3 3 6,240 2010 WORK PLAN Activity Routine 1 Establish and review police department policies and procedures 2 Respond to citizen questions and concerns 3 Work with elected officials and other city staff members on issues affecting Eagan 4 Meet with other government agencies on law enforcement issues 5 Ensure compliance with established law enforcement practices and norms 6 Plan and implement goals and objectives for the department 7 Interact with citizens to foster positive relationships between the city and the community 8 Develop the department budget 9 Clerical Support 10 Prepare Annual Report and other publications 11 Misc. Tasks 12 Attend department and outside training relating to law enforcement issues 42 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 43 Uty of Hapo 2010 Proposed Budget Operating Budget Police-Department Totals (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police _ Adjusted Actual Actual Budget Proposed 2007 2008 _ 2009 2010 Personal Services $ 8,024,383 $ 8,713,664 $ 8,719,600' $ 9,000,500 Parts & Services 423,359 449,239 398,000 448,200 Services & Other Charges _ 1,380,148 1,383,707 1,696,800 1,518,800 Capital Outlay 35,608 40,012 21,600 51,300 Total $ 9,863,498 $10,586,622 $10,836,000 $11,018,800 1.7% Program # 1101 1104 1105 1106 1107 1108 1110 1116 Division Admin Patrol Investigations Support 2010 Program Description Emergency Support Communi- Animal Contract Support Budget Prep Services cations Control Security Total Totals PERSONAL SERVICES 6110 SALARIES& WAGES-REGULAR $ 293,000 $ 4,446,500 $ 1,138,600 $ $ 760,500 $ $ 48,700 $ $ - $ 6,687,300 6112 OVERTIME-REGULAR 3,100 60,000 15,500 18,500 300 97,400 6130, SALARIES & WAGES-TEMPORARY - _ 6120 CONTRACTUAL SECURITY - 32,000 32,000 6142 PERA-COORDINATED 3,900 - 47,400 3,400 54,700 6143 PERA-POLICE 33,800 635,400 162,700 14,400 - 4,500 850,800 6144 FICA 7,800 59,600 12,800 53,300 3,700 500 137,700 6151 MEDICAL/DENTAL INSURANCE 35,600 569,800 150,400 119,200 8,600 883,600 6155 WORKERS COMPENSATION 10,400 187,900 48,100 9,100 200 1,300 257000` TOTAL PERSONAL SERVICES 387,600 5,959,200 1,528,100 1,022,400 64,900 38,300 1,125,600 9,000,500 PARTS & SUPPLIES _ 6210 OFFICE SUPPLIES 2,000 - 10,000 - - 12,000 6211 OFFICE PRINTED MATERIAL/FORMS 2,100 100 7,600 - 1,200 - 11,000 6212 OFFICE SMALL EQUIPMENT - 3,300 10,100 - - - 13,400 6215 REFERENCE MATERIALS 300 5,700 600 200 200 _ - 7,000 6220 OPERATING SUPPLIES-GENERAL 9,500 2,000 4,600 1,900 - 18,000 6221 FILM & FILM PROCESSING - - 200 - 200 6224 CLOTHING/PERSONAL EQUIPMENT 1,500 50,100 12,100 3,000 300 - " 67,000 6226 PUBLIC SAFETYSUPPLIES - 26,100 200 - - 26,300 6228 AMMUNITION 34,500 - - 34,500 6231 MOBILE EQUIP REPAIR PARTS _ 55,700 55,700 6232 SMALL EQUIPMENT REPAIR PARTS 2,000 1,400 3,400 6235 FUEL, LUBRICANTS, ADDITIVES - 193,500 193,500 6238 COMMUNICATION SYSTEM PARTS 6,200 - 6,200 TOTAL PARTS & SUPPLIES $ 3,800 $ 385,400 $ 16,900 $ 2,600 $ 35,900 $ $ 3,600 $ $ 42,100 $ 448,200 44 City of MPH 2010 Proposed Budget Operating Budget Police-Department Totals (11) Responsible Manager: Jeff Johnson, Deputy Chief of Police Program # 1101 1104 1105 1106 1107 1108 1110 1116 Division Admin Patrol Investigations Support 2010 Program Description Emergency Support Communi- Animal Contract Support Budget Prep Services cations Control Security Total Totals SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL $ 10,700 $ 1,200 $ $ - $ - $ $ $ $ - $ 11,900 6319 MEDICAL SERVICES-OTHER 300 - - - 300 6320 INSTRUCTORS 4,000 - - - 4,000 6325 VET/KENNEL CHRG/ANIMAL DISPOSE - 2,000 22,000 - 24,000 6330 DCC COSTS - - 1,021,000 - - 1,021,000 6346 POSTAGE 6,000 6,000 6347 TELEPHONE SERVICE & LINE CHG 1,300 - 12,000 - - 13,300 6349 TELEPROCESSING EQUIPMENT - 29,600 - - - - - 29,600 6352 TELEPHONE CIRCUITS - - - - 6353 PERSONAL AUTO/PARKING 600 1,900 200 700 300 _ 100 3,800 6354 CAR WASHES - 5,600 5,600 6355 CELLULAR TELEPHONE SERVICE 2,400 13,200 10,800 300 700 27,400 6385 INSURANCE 77,900 400 - - - 78,300 6405 ELECTRICITY 1,100 - 500- - 1,600 6425 MOBILE EQUIPMENT REPAIR LABOR - 17,200 - - - - - - 17,200 6426 SMALL EQUIPMENT REPAIR-LABOR - 1,900 600 400 2,900 6430 COMMUNICATION SYSTEM RPR-LABOR 3,700 _ 3,700 6457 MACHINERYAND EQUIPMENT 500 5,100 12,000 2,000 19,600 6475 MISCELLANEOUS 600 1,800 300 400 - 200 - 3,300 6476 CONFERENCES AND SCHOOLS 13,100 43,500 13,000 1,300 5,700 2,600 79,200 6477 LOCAL MEETING EXPENSES 3,700 10,300 - - - - 14,000 6478'TUrnONANDBOOK REIMBURSEMENT - 57,700 - - 3,800 - - 61,500 6479 DUES AND SUBSCRIPTIONS 3,300 3,700 1,500 300 300 100 9,200 6480 LICENSES, PERMITS AND TAXES 700 _ - 700 6520 MAJOR INVESTIGATION EXPENSES 12,000 - 2,000 - - 14,000 6538 TOWING CHARGES - 2,500 - - - - - - 2,500 6569 MAINTENANCE CONTRACTS 3,000 5,200 14,000 42,000 - 64,200 TOTAL SERVICES & OTHER CHARGE 125,600 205,800 33,500 8,300 54,900 1,065,000 25,700 1,153,900 1,518,800 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 11,500 6,000 12,700 - 700 - 700 - - 31,600 ` 6670 OTHER EQUIPMENT 8,800 10,900 19,700 Total Capital Outlay 11,500 14,800 23,600 700 - 700 - 1,400 51,300 Program Total $ 528,500 $ 6,565,200 $ 1,602,100 $ 10,900 $ 1,113,900 $ 1,065,000 $ 94,900 $ 38,300 $ 2,323,000 $11,018,800 45 av of Eap 2010 Proposed Budget Operating Budget Police-Patrol (11) Responsible Managers: Lieutenants Roger New and Greg Johnson PURPOSE & DESCRIPTION The purpose of the Patrol Division of the Police Expenditures as a % of General Fund Department is to: Police - • Maintain a safe community through Patrol enforcement and educational efforts. 23.8% • Reduce and prevent crime through edu- cation and community involvement.z • Provide emergency assistance to citizens. • Protect the constitutional rights of citizens. • Solve ongoing law enforcement problems. The Patrol Division is responsible for the following functions: • Respond to calls for routine and emergency service. • Enforce state criminal and traffic laws as well as county and city ordinances. • Preliminary investigation of crimes and traffic crashes. • Conduct crime prevention presentations/participate in neighborhood watch and block programs. • Initiate proactive measures to prevent and reduce crimes using geographic policing concepts. • Train and prepare for natural disasters, critical incidents and other emergencies. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Geographic police projects 15 15 17 16 Traffic stops 13,845 12,480 10,853 13,163 Traffic citations 6,154 6,868 7,214 6,511 DWI arrests 337 277 320 307 Arrests (other than DWI) 1,422 1,191 1,548 1,306 Response time to priority 1, emergency calls 5.67 1.76 4.01 2.5 Response time to priority 2, non-emergency 11.01 10.06 10.7 10.3 calls (min) Response time to priority 3, routine calls (min) 21.16 14.37 22.94 14.37 46 CRY of Eap 2010 Proposed Budget Operating Budget Police-Patrol (11) Responsible Managers: Lieutenants Roger New and Greg Johnson HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The proposed Patrol division budget is Personal Supplies up $330,500, or 5.3% over the adjusted 2009 Services 5.9% budget. 90.8% Services and Other 2009 MID-YEAR BUDGET ADJUSTMENTS: Charges Elimination of 2.0 FTE patrol officers ($92,800), 3.1% Fuel ($79,300) 1111ICapital Outlay 2010 HIGHLIGHTS: 0.2% Highlight/Change 1: The rotating detective position has been reassigned to Patrol full-time. The position is now budgeted in Patrol instead of Investigations in 2010 Financial impact: $111,000 increase to Patrol and corresponding decrease to Investigations; no net effect to the overall Police budget Service level impact: The "cross-training" benefits of the rotating detective position are forfeited. Highlight/Change 2: Overall personal services costs are higher due to a contractual wage increase of 3.5% and increasing employer contributions for PERA and health insurance. Financial impact: $149,900 increase over adjusted 2009 Service level impact: None HighlighVChange 3: Fuel costs, while down significantly from the original 2009 budget, are anticipated to be higher than the 2009 adjusted budget. Financial impact: $44,300 (4.6%) increase over adjusted 2009 Service level impact: None Highlight/Change 4: The division's training budget is increased from the reduced 2008 and 2009 allocations. Financial impact: $17,200 higher than the adjusted 2009 budget Service level impact: Training enhances the safety of officers and citizens alike. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 5,205,950 $ 5,412,646 $ 5,698,300 $ 5,959,200 Parts and Supplies 348,478 372,937 333,600 385,400 Services and Other Charges 167,770 139,318 186,200 205,800 Capital Outlay 24,550 11,695 16,600 14,800 Total $ 5,746,748 $ 5,936,596 $ 6,234,700 $ 6,565,200 47 aty of Eap 2010 Proposed Budget Operating Budget Police-Patrol (11) Responsible Managers: Lieutenants Roger New and Greg Johnson POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Sergeants 8 8 8 8 16,640 Police Officers 44 44 43 43 89,440 2 2 2 2 4,160 Operations Lieutenants Total 54 54 53 53 110,240 2010 WORK PLAN Activity Routine 1 Participate in POST mandated training 2 Participate in FEMA and emergency preparedness training 3 Time spent on DUI arrests - 4 Time spent on answering calls for service 5 Court preparation and testimony 6 Proactive patrol/misc. duties 7 Special Operations Team and team training/other 8 Policy writing and revisions 9 Administer Special Operations Programs, K-9, Geo-policing 10 Assign, develop and administer training programs 11 Administer and ensure emergency management mandated compliance 12 Directed traffic enforcement 13 SWAT training 14 Command vehicle training 15 Traffic unit enforcement efforts 16 Neighborhood Watch/ National Night Out and crime prevention efforts 17 Crisis negotiator training 48 aty of Bap 2010 Proposed Budget Operating Budget This page left intentionally blank 49 uty of E8p 2010 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Roger New PURPOSE & DESCRIPTION The purpose of the Investigations Division of the Expenditures as a % of General Fund Police Department is to: • The primary function of the Investigative Invest. Division is to complete investigations of criminal cases that are potentially solv- 5.8% able. • Learn specialized police methods and tactics that will assist in all types of crim- inal cases that are reported from thefts, rapes, child abuse, murder, embezzle- ment, internet crimes, etc. • Conduct seminars that will assist the community with crime reduction and prevention. The Investigations Division is responsible for the following functions: • Complete specialized follow-up for criminal investigations. • Provide support and resources for Patrol Division cases. • Gather and disseminate criminal intelligence-federal, regional and local information. • Act as liaison to various attorneys for case discussion and interpretation. • Collaborate with federal state and other local law enforcement agencies. • Conduct background investigations for employment and various licensing requirements. • Work with Drug Task Force to enforce and reduce narcotics trafficking and use. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Cases assigned for investigative follow-up 948 1,488 920 1218 Cases assigned to Detective Unit 605 826 600 715 Investigations Division case clearance rate 50% 58% 46% 54% detectives 32 34 35 35 Felony complaints charged 229 215 237 222 Gross-misdemeanor complaints charged N/A 343 299 317 Eagan cases investigated by the Dakota County 90 77 120 84 Drug Task Force 50 aty of Eap 2010 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Roger New HIGHLIGHTS & CHANGES Expenditure by Category Parts and Supplies Overview: The proposed Investigations division 1.1/ budget is down $5,300, or 0.3% from 2009. Personal Services Services 95.4% and Other Charges 2009 MID-YEAR BUDGET ADJUSTMENTS: None 2.1% 2010 HIGHLIGHTS: Capital Highlight/Change 1: The rotator position (between outlay investigations and patrol) has been removed from 1.50 the Investigations budget and is now included in the Patrol division budget. Financial impact: $111,000 transfer from Investigations to Patrol; no net effect on overall Police budget Service level impact: The "cross-training" benefits of the rotating detective position are forfeited. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 1,359,973 $ 1,492,926 $ 1,561,500 $ 1,528,100 Parts and Supplies 18,527 16,084 18,200 16,900 Services and Other Charges 31,883 19,777 27,700 33,500 Capital Outlay 3,065 14,133 23,600 Total $ 1,413,448 $ 1,542,920 $ 1,607,400 $ 1,602,100 51 aq of Eap 2010 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Roger New POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Detective Sergeants 2 2 2 2 4,160 Detectives 11 11 11 11 22,880 Rotator 1 1 1 0 Total Pr 14 - 14 14 13 27,040 2010 WORK PLAN Activity Routine 1 Actively Investigate criminal cases 2. Testify in court 3 Courtroom preparation 4 Develop and execute search warrants 5 Detective/Sergeant case consultations 6 Proactive case work-surveillance of potential criminal activity 7 Case management/review reports and assign cases to detectives 8 Complete background investigations for permit and license activity 9 Schedule detectives for training, time off and special functions 10 DUI forfeiture process and completion 11 Confer with prosecution on active cases 12 Specialized investigative training 13 POST mandated training 14 Attend meetings (Tri-County, Supv., Geo-Police, Sgts., Chief briefings, etc) 15 Conduct training for other officers 16 Prepare materials and conduct briefings on specialized crimes 17 Community presentations 18 Employment background investigations 52 *54dEap 2010 Proposed Budget Operating Budget This page left intentionally blank 53 avofEap 2010 Proposed Budget Operating Budget Police-Support (11) Responsible Manager: Lieutenant Duane Pike PURPOSE & DESCRIPTION The purpose of the Support Division of the Police Expenditures as a % of General Fund Department is to: Police - • Support administrative, patrol and investi- Support gative divisions. 8.4/ • Develop budget trends and monitor budget c expenditures. • Management of police reports and cita- tions. • Maintain the property and evidence room. • Assist citizens in crime prevention efforts. • Assist the community, other police divi- sions and city departments with intelligence information and crime trends. The Support Division is responsible for the following functions: • Budget development and implementation • Clerical functions related to police reports and citations • Neighborhood Watch and crime prevention meetings • Animal control and licensing of dogs • Coordination with Dakota Communications Center (DCC) for dispatch services • Fleet maintenance • Intake and management of evidence and property • Management of criminal intelligence and trends PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Police reports created/processed 8,022 8,311 8,300 8600 Animal control related calls 1,921 2,173 2,146 2200 Dog licenses issued/sold (2 year licenses) 2,852 2,353 3,000 3000 Child Safety Checks 177 186 180 180 Neighborhood Watch groups managed 113 117 116 116 Crime prevention and neighborhood watch 100 95 145 145 presentations 54 OfEa ~ p 2010 Proposed Budget Operating Budget Police-Support (11) Responsible Manager: Lieutenant Duane Pike HIGHLIGHTS 8c CHANGES Expenditure by Category Overview: The proposed Support division budget Parts and ~ Services u "i and other is down $172,700, or 6.9% from the adjusted 2009 Supplies budget, primarily due to a reduction in DCC costs " 1.8% Charges charged to the City. 49.7% 2009 MID-YEAR BUDGET ADJUSTMENTS: Persona! Elimination of 1.0 FTE crime analyst ($76,800) Services Capital 4vic Outlay 2010 HIGHLIGHTS: Highlight/Change 1: The City's financial obligation to the Dakota Communications Center (DCC) was reduced by the DCC Board's revised cost allocation methodology. Financial Impact: $224,900 decrease from 2009 Service Level Impact: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 901,936 $ 897,771 $ 1,082,300 $ 1,125, 600 Parts and Supplies 32,696 32,810 42,900 42,100 Services and Other Charges 1,055,734 1,116,688 1,370,500 1,153,900 Capital Outlay 4,837 2,783 1,400 Total $ 1,995,203 $ 2,050,052 $ 2,495,700 $ 2,323,000 55 aty of E 2010 Proposed Budget Operating Budget Polic"upport (11) Responsible Manager: Lieutenant Duane Pike POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Administrative Lieutenant 1 1 1 1 2,080 Support Services Manager 1 1 1 1 2,080 Office Manager 1 1 1 1 2,080 Clerical Technicians-Full-time 5 5 5 5 10,400 Clerical Technicians-Part-time 2.5 2.5 2 2 4,160 Property Room Technician 0.75 0.75 0.75 0.75 1,560 Community Service Officers 2 2 2 2 4,160 Animal Control Officer 1 1 1 1 2,080 Crime Prevention Specialist 1 1 1 1 2,080 Crime Analyst 1 1 0 0 Total 16.25 16.25 14.75 14.75 30,680 2010 WORK PLAN Activity Routine 1 _ Investigate animal complaints 2 Supervision of staff and programs 3 Neighborhood watch and crime prevention meetings 4 Intake of evidence and process for court 5 Dictation of police reports and citations 6 Analyze crime statistics and patterns 7 Assist other departments within police department 8 Assist other departments within the city, i.e. mail, packets 9 Budget preparation, payroll and line item budget 10 Citizen academy, National Night Out, Safety Camp events 56 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 57 aty of Eap 2010 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE 8c DESCRIPTION The purpose of the Fire-Administration Division of Expenditures as a % of General Fund the Fire Department is to: z Fire - • Plan, direct, manage and coordinate the admin. overall operation, function and 4.3% administration of the Eagan Fire Department to ensure the protection of citizens' life and property, including; fire fighting, firefighting training, emergency medical care, rescue, disaster response, fire prevention & education, and fire investigations & inspections. • Fulfill the mission statement of the Eagan Fire Department: protecting life and property by providing public safety education, fire prevention, fire suppression, medical services and related emergency and non- emergency activities. The Fire-Administration Division is responsible for the following functions: • Seek out funding opportunities for additional needed equipment and technology. • Oversee Firefighters, Fire Marshal, and Fire Inspector. • Provide resources necessary for the fire department to provide effective and responsible emergency response and fire prevention/education services. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Number of Volunteer Firefighters 115 120 120 120 Number of fire reports completed 940 1,050 1,000 1,195 Fire Dept approval rating on community survey, N/A 98% 95% 98% good or excellent Insurance Services Office Rating (ISO score 1 best 3 3 3 3 - 10 worst) Percentage of all fire calls in daytime hours (6am- 63% 67% 65% 65% 6pm) Positive Customer Service Rating (Meet or exceed 100% 100% 100%0 100% expectations) 58 aty of Eap 2010 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The Fire-Administration budget supplies increased by $28,300, or 2.5%. The largest Personal 2.0% increase for the Administration budget is in the Services Services Firefighters Relief pension due to a change in state 86.1% and Other aid. The Department has seen a dramatic increase Charges in the number of emergency calls, especially 11.6% medical calls. Total call volume went from under 900 calls in 2008 to over 1,150 calls projected for Capital 2009. Each call costs the city approximately $156 outlay for firefighter coverage. The Department has 0.3% combated the call volume increase by trying to reduce the number of stations/firefighters that are paged out for minor calls. In accordance with other non-union positions, the budget includes a zero percent increase for paid-on-call firefighter pay (training, fire calls and officer pay). 2009 MID-YEAR BUDGET ADJUSTMENTS: Increase pension contribution +$50,000, Increase recruiting class +$16,500, reduce volunteer pay ($58,000) 2010 HIGHLIGHTS: Highlight/Change 1: The Volunteer Firefighter compensation budget has decreased based on a change implemented in 2009 that reduced the number of stations paged for minor calls. Starting in mid-2009 the fire department started reducing the number of stations that are all called out to minor calls (e.g., grass fires, car fires, minor medicals, fire alarms) especially during the well-staffed night shift hours. This change in practice has dropped the average number of firefighters responding to emergency calls from 17 firefighters per call to 12, each call equals a $65 savings x 1,195 calls. We also reduced the number of weekly trainings from 41 mandatory trainings per year to 35. Each reduced training equals a $1,900 savings. Financial Impact: $53,500 reduction in 2010 from the original 2009 budget Service Level Impact: There should be no noticeable change to the level of service. Additional firefighters can be quickly summoned if needed by requesting additional stations to be paged for the call. Highlight/Change 2: The State of Minnesota has made a change in the amount of state aid for the Firefighters Relief pension. 2010 is also the first year of a proposed increase in the pension for the next three-year contract. Financial Impact: Increase in the Relief Pension of $67,700 for 2010. Service Level Impact: There will be no impact to service level. Highlight/Change 3: All firefighters receive an annual physical as required by the National Fire Protection Association (NFPA). Due to the increase in medical emergency calls that firefighters are responding to, we have also started offer firefighters a hepatitis B vaccine. Financial Impact: Increase in the annual medical budget of $6,900 for 2010. Service Level Impact: There will be no impact to service level. This provides protection for firefighters while responding to high risk medical calls. 59 MydEa p 2010 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 968,866 $ 783,345 985,400 $ 1,014,30F Parts and Supplies 30,885 45,869 21,900 23,000 Services and Other Charges 137,022 139,976 137,600 137,200 Capital Outlay 24,118 12,251 5,000 3,700 Total $ 1,160,891 $ 981,441 $ 1,149,900 $ 1,178,200 POSITION INVENTORY Personnel 2007 2008 2009 2010 _ Hours' Fire Chief 1 1 1 1 2,080 Secretary 1 1 1 1 - 2,080 Tota I 2 2 2 2 4,160 2010 WORK PLAN Activity Routine 1 Plan, direct, manage and coordinate the activities of the Fire Dept. 2 Annual budget preparation and administration of budget. 3 Respond to emergency calls. 4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 5 Direct and manage the firefighter recruitment process. 6 Promote community relations through fire prevention and education. 7 Process Fire Reports 8 Process paperwork 60 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 61 My of Eap 2010 Proposed Budget Operating Budget Fire-Summary of all Divisions Responsible Manager: Mike Scott, Fire Chief Actual Actual Adjusted Proposed 2007 2008 2009 2010 Personal Services $ 1,068,109 $ 1,230,704 $ 1,250,200 $ 1,286,000 Parts and Supplies 232,627 187,152 126,300 144,600 Services and Other Charges 283,032 315,300 260,500 262,000 Captial Outlay 71,712 15,051 5,000 3,700 Total $ 1,655,479 $ 1,748,207 $ 1,642,000 $ 1,696,300 Program 1221 _ 1228 1223 1224 1225 1226 _ 1227 2010 Division Admin. Inspections/Preventions Operations Budget Inspect& Fire/EMS Facility Program Description: Prevent Train./EMS' Totals Engineer. Equip Mgmt. SCBA Totals Total PERSONAL SERVICES 6110 SALARIES & WAGES-REGULAR $ 167,500 $ 196,200 $ $ 196,200 $ $ $ $ S $ 363,700 6112 OVERTIME-REGULAR - 6129 VOLUNTEER FIREFIGHTERS 340,000 - 340,000 6142 PERA-COORDINATED 3,900 4,600 4,600 8,500 6143 PERA-POLICE/FIRE 15,700 18,500 18,500 - - 34,200'. 6144 FICA _ 5,900 6,900 6,900 12,800 6145 FIRE' RELIEFASSOCA71ON 390,800 - - - 390,800 6151 HEALTH INSURANCE 21,600 34,300 34,300 65,900 6152 LIFE 6154 DISABILITY - LONG TERM - - - 6155 WORKERS COMPENSATION 68,900 11,200 11,200 80,100 i TOTAL PERSONAL SERVICES 1,014,300 271,700 271,700 1,286,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6,000 - - 6,000 6211 'OFFICE PRINTED MATERIAL/FORMS _ - 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 2,700 2,700 2,700 6220 OPERATING SUPPLIES-GENERAL 4,000 400 700 1,100 - 5,900 400 6,300 11,400 6221 FILM & FILM PROCESSING - - - - - - 6222 MEDICAURESCUE/SFETY SUPPLIES - - 5,000 - 5,000 5,000 6223 BUILDING/CLEANING SUPPLIES - - 2,400 - 2,400 2,400 6224 CLOTHING/PERSONALEQUIPMENT 9,000 4,400 700 5,100 14,100 6226 PUBLIC SAFETY SUPPLIES 8,000 5,000 5,000 6230 REPAIRIMAINTENANCE SUPP-GENL 3,000 600 600 3,000 5,000 3,500 3,600 15,100 18,700 6231 MOBILE EQUIP REPAIR PARTS - - - 35,000 - 35,000 35,000 6232 SMALL EQUIPMENT REPAIR PARTS _ 200 200 200 6233 'BUILDING REPAIR SUPPLIES - - - - _ 6234 FIELD/OTHER EQUIPMENT REPAIR 4,000 3,000 7,000 7,000 6235 FUEL, LUBRICANTS, ADDITIVES - 34,000 34,000 34,000 6238 COMMUNICATION SYSTEM PARTS 1,000 - - - 1,000 6240 SMALL TOOLS - - 200 200 300 700 700 6241 SHOP MATERIALS - 400 - 400 400 6244 CHEMICAL & CHEMICAL PRODUCT - 1,000 - 1,000 1,000 6250 LANDSCAPE MATS/SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES $ 23,000 $ 6,000 $ 3,400 $ 9,400 $ 72,000 $ 25,500 $ 6,700 $ 8,000 $ 112,200 $ 144,600 62 My of Eapn 2010 Proposed Budget Operating Budget Fire - Summary of all Divisions Responsible Manager: Mike Scott, Fire Chief Program 1221 1228 1223 1224 1225 1226 1227 2010 Division Admin. Inspections/Prave ntions Operations Budget Inspect & Fire/EMS Facility Program Description: Prevent Train./EMS Totals Engineer. Equip Mgmt SCBA Totals Total SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL $ 2,000 $ $ $ $ $ $ $ $ S 2,000 6318 MEDICAL SERVICES-PHYSICAL EXAM 35,400 35,400 6319 MEDICAL SERVICES-OTHER 10,000 10,000 6320 INSTRUCTORS - 12,800 12,800 - 12,800 6323 TESTING SERVICE 5,000 5,000 5,000 6346 POSTAGE 800 800 6347 TELEPHONE SERVICE & LINE CHG 5,000 - 5,000 6351 PAGER SERVICE FEES 3,200 - 3,200 6353 PERSONAL AUTO/PARKING 200 700 700 900 6354 'CAR WASHES 800 - - 800 6355 CELLULAR TELEPHONE SERVICE 6,600 _ 6,600 6357 ADVERTISING / PUBLICATION 200 200 6370 GENERAL PRINTING AND BINDING _ 6385 INSURANCE 39,300 _ 39,300 6405 ELECTRICITY _ 23,000 23,000 23,000 6410 NATURAL GAS SERVICE _ 30,000 30,000 30,000 6425 MOBILE EQUIPMENT REPAIR LABOR - 3,500 3,500 3,500 6426 SMALL EQUIPMENT REPAIRO-LABOR 1,300 1,300 500 500 1,800 6427 BLDG OPERATIONS/REPAIR-LABOR' - 2,500 2,500 - 3,300 3,300 5,800 6475 MISCELLANEOUS 3,000 - - _ 3,000 6476 CONFERENCES AND SCHOOLS 1,100 5,000 6,100 - 6,100 6477 LOCAL MEETING EXPENSES _ 2,000 _ 2,000 6479 DUES AND SUBSCRIPTIONS 800 300 300 ' - - 1,100 6480 LICENSES, PERMITS AND TAXES _ 100 100 100 6535 OTHER CONTRACTUAL SERVICES 27,200 - 3,500 13,700 17,200 44,400 6537 JANITORIAL SERVICES _ 12,500 - 12,500 12,500 6538 TOWING CHARGES 200 200 200 6539 WASTE REMOVAUSANITATION SERV 4,400 4,400 4,400 6569 MAINTENANCE CONTRACTS 700 - - - - - 1,400 - 1,400 2,100 TOTAL SERVICES & OTHER 137,200 1,400 22,300 23,700 8,800 500 78,100 13,700 101,100 262,000 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - - 6670 OTHER EQUIPMENT 3,700 - - 3,700 TOTAL CAPITAL OUTLAY 3,700 - - - - - - - 3,700 PROGRAM TOTALS $ 1,178,200 $ 279,100 $ 25,700 $ 304,800 $ 80,800 $ 26,000 $ 84,800 $ 21,700 $ 213,300 $ 1,696,300 63 uty of E8 2010 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Inspections & Prevention Expenditures as a % of General Fund Division of the Fire Department is to: Fire - • Assuring building safety and fire code inspection compliance in new and existing buildings. 11% • Reduce fire risk through prevention, edu- cation and inspections. The Prevention & Inspections Division is respon- sible for the following functions: • Organize, track and analyze fire problem specific to our communities and develop targeted programs to reduce the occurrence of emergency response. • Respond to emergency calls. • Inspect new and existing buildings for fire code compliance. • Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide education to the business community on way to eliminate future calls. • Perform/coordinate fire education and fire prevention functions. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Fire prevention functions performed 157 162 200 175 Fires investigated 25 30 30 20 Fire sprinkler permits processed 127 143 140 100 Total fire prevention hours 500 489 700 500 Total hours spent at training 9,000 8,760 9,500 8,500 Fire Safety Building Inspections 276 185 350 250 Plan Reviews - New Construction 141 140 130 75 64 Uty of Eap 2010 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Expenditure by Category Parts and Overview: The Fire Departments Inspections & Personal Supplies Prevention budget has been increased by $6,800, Services 3.1% or 2.3% over 2009. This includes a significant cut in 89.1% services the training budget including eliminating all out of and other state travel and greatly reducing any out of city Charges training which helps off-set increases within the 7.8% fire/EMS equipment budget. Capital Outlay 2009 MID-YEAR BUDGET ADJUSTMENTS: 0.0% Conferences/training ($9,000), Travel ($300) 2010 HIGHLIGHTS: Highlight/Change 1: Prevention Budget - This budget experienced little change from the 2009 budget other than reductions in the amount of Fire prevention handouts that the department will purchase for community events such as National Night Out. Financial impact: The overall Fire Prevention budget increased from $273,200 in 2009 to $279,100 in 2010, a 2.2% increase. Service level impact: Staff will reduce the amount of fire prevention supplies at open houses and other fire prevention functions and continue to seek free supplies from organizations such as the National Fire Academy. Fire Prevention and education are our number 1 and 2 mission statements for the Eagan Fire Department. Highlight/Change 2: Training Budget - The training budget decreases to help keep the overall fire budget down. The greatest decrease is the number of firefighters attending external (outside Eagan) training and conferences and the complete elimination of any out of state traveling for training and conferences. Financial impact: The overall training budget decreases 24.6% from $34,100 in 2009 to $25,700 in 2010. Service level impact: With the reduction in outside trainings and conferences, we will be reducing the amount of information that is brought back by our attending firefighters to teach other staff within our department. The training budget has decreased 67% from 2008-2010. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 99,241 $ 212,106 264,800 $ 271,700 Parts and Supplies 13,038 12,538 10,500 9,400 Services and Other Charges 31,569 40,040 22,700 23,700 Capital Outlay- 5,919 - - - Total $ 149,767 $ 264,684 $ 298,000 $ 304,800 65 p[ 2010 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Fire Marshal 1 1 1 1 2,080 Fire Inspector 1 1 1 1 2,080 Deputy Fire Chief 1 1 1 1 2,080 Total 3 3 3 3 6,2401 2010 WORK PLAN Activity Routine 1. Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepare training for fire department 6 Review new building plans for fire code. 7 Plan, direct and coordinate the activities of the training department. 66 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 67 aty of Eap 2010 Proposed Budget Operating Budget Fire-Operations (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Operations Division of the Fire Expenditures as a % of General Fund Department is to: Fire - • Ensure the protection of life and property operations for the City of Eagan. 0.8% i-.... ....yurF The Operations Division is responsible for the following functions: • Research and recommend improved tech- nology for emergency call response. • Develop and enhance collaborative rela- tionships with surrounding areas. • Ensure that emergency equipment and buildings are in a state of readiness. • Provide all necessary equipment for the fire dept to provide continued emergency service to residents of Eagan. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Large dollar loss (over $1,000 per state reporting) $2,587,000 $1,150,200 $2,500,000 $2,000,000 Response time in minutes 8.1 8.3 7 7 Average time first station in service, minutes 2 2 2 2 Fire 416 89 500 90 Explosion/Overhead 88 9 80 10 Rescue/EMS 109 159 140 240 Hazardous Condition 42 73 40 75 Service Call 22 91 30 100 Good Intent Call 107 283 90 285 False Alarm/False Call 59 332 75 375 Severe Weather/Natural Disaster 97 9 45 10 Special Incident 0._ 5 10 10 68 aty of E 2010 Proposed Budget Operating Budget Fire-Operations (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Expenditure by Category Services Overview: The overall proposed Operations ;-wand other budget is up 19,200, or 9.9%. The greatest f Charges increase is in the Fire/EMS Equipment budget to 47.4% help accommodate loose equipment replacement for equipment from the 1970s and 1980s. Parts and Supplies 2009 MID-YEAR BUDGET ADJUSTMENTS: 52.6% Fuel ($15,400), increase fire hose +$10,000. 2010 HIGHLIGHTS: Highlight/Change 1: Facility Management- This budget will see a slight increase due to the projected increase in natural gas prices for the five fire stations and to put back into the budget some preventative maintenance items that had been removed from the 2009 budget. These include maintenance of our overhead garage doors and the heating/cooling systems at the fire stations. Financial Impact: $77,900 in 2009 to $84,800 in 2010, increasing 8.9%. Service Level Impact: This will help ensure the safe operation of our stations for emergency calls. Highlight/Change 2: Fire and EMS Equipment- This budget had seen a dramatic decrease from 2007 to 2009, dropping 84%. In the 2009 annual fire hose testing, some major failures were experienced, resulting in a close assessment of our hose and fire equipment inventory. Fire hose and fire nozzles from the 1970s-1980s must be replaced. Some replacement is occurring in 2009; more is planned for 2010. The proposed increase brings the equipment budget back to 2008 funding levels. Cuts in the training budget will help offset this increase. Financial Impact: Increase from $12,800 in the original 2009 budget to $26,000 in 2010, up 103.1% (brings level close to 2008 level of $28,100). Service Level Impact: The equipment is needed to provide essential services and reduce equipment failures. Highlight/Change 3: Engineer- The engineer budget has decreased slightly due to lower fuel costs projected. Financial Impact: Overall Engineer budget = $87,100 in 2009 to $80,800 in 2010, down 7.2%. Service Level Impact: The Fire Department has very large vehicles that often must idle to perform their emergency operations. We have instituted a no-idle policy when possible and are working on buying the most fuel-efficient vehicles possible for the assigned task as vehicles are replaced. Highlight/Change 4: Self-Contained Breathing Apparatus (SCBA) budget eliminated all non-mandatory functions to help maintain our budget. This has resulted in a 0% change over the 2009 budget. The fire department will need to make a large purchase in the future to replace our SCBA units. The fire department is seeking grant funding for this anticipated future need. Financial Impact: Over all SCBA budget = $21,700 in 2009 and 2010, 0% change Service Level Impact: The SCBA budget was reduced for the 2009 budget. The continued decrease will delay the staged replacement/upgrade of some SCBA equipment. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ - $ - - $ - Parts and Supplies 187,937 122,478 93,900 112,200 Services and Other Charges 115,154 127,806 100,200 101,100 Capital Outlay 41,674 - - Total $ 344,765 $ 250,284 $ 194,100 $ 213,300 69 My of E8p 2010 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer PURPOSE & DESCRIPTION: The purpose of the Public Works-Engineering is Expenditures as a % of General Fund t0: Engineering • Provide or recommend the best-designed asp and economical solutions in the most efficient manner for all public improve- ments. • Technically guide the Council with regards to all engineering and public works issues. • Follow the Council's directives. • Administer and manage all public improve- ments, private developments, right-of-way activities, NPDES Phase II permit and all other engineering and public works issues. • Provide customers with accurate and clearly understandable information as it relates to engineering and public works. The Public Works-Engineering is responsible for the following functions: • Respond to all inquiries and requests of the City Council, various City departments and residents by providing municipal engineering and utility information/assistance. • Address demands on the transportation system & traffic management impacting the City. • Provide topographical, construction and as-built surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements. • Design/draft construction plans, write/administer specifications, hold informational meetings and coor- dinate construction/inspection services for public improvements. • Provide quality control for the City's infrastructure and erosion/sediment control (SWPPP). • Update Capital Improvement Program & Comprehensive Plans for City's infrastructure. • Coordinate/present Public Hearings/Final Assessment Hearings for City improvements. PERFORMANCE INDICATORS 2007 2008 _ 2009 2010 Description Actual Actual Estimate Target City Survey-About right amount of trails & 89% 79% 80% 80% sidewalks available City Survey-Good/excellent storm drainage 80% 81%0 80% 80% City Survey-Travel/Getting place to place within NA 94% 95% 95% Eagan (good/excellent) Utility permits issued 209 198 200 200 Miles of streets overlayed 8.3 15.7 14.1 14.1 Properties assessed for public improvement 801 1,252 760 950 Miles of water main installed 1.2 1.0 0.1 1.8 Miles of sanitary sewer installed 1.0 0.4 0.1 0.5 Miles of storm sewer installed 2.5 0.6 0.5 0.8 70 agrefEa 2010 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer HIGHLIGHTS & CHANGES Expenditure by Category Parts and Supplies Overview: The Engine Bring budget shows an Personal i% increase of $18,300, or 1.5% over the revised 2009 Services budget, due largely to freezing existing personnel 96% services wages, restructuring the Engineering Secretary and Other position to a lower level Operations Support Charges Specialist/GIS Technician, and decreases in the 3% availability of staff training. Capital 2009 MID-YEAR BUDGET ADJUSTMENTS: outlay Fuel ($2,600), software ($1,500), professional 0% services ($2,500), conferences/training ($3,000), local meeting expense ($500) 2010 HIGHLIGHTS: Highlight/Change 1: Personal Services is increased 1.5% due to the wage freeze, restructuring the Secretary position (Level 7) to Support Specialist/Tech (Level 6) and fewer scheduled step increases for newer employees despite an $18,100 increase in health insurance costs. 96% of this department's budget is Personal Services. Financial Impact: Increase of $17,000 over 2009 budget Service Level Impact: None expected, but this position replacement could have the potential for a net FTE reduction if it were not backfilled as a result of restructuring within another department/operation. Highlight/Change 2: Decrease in conferences/schools costs due to overall budget shortfalls. Reduced training on various software programs. Maintain minimal training to keep required professional development hours for registered professional engineers and MnDOT certified technicians. Financial Impact: Decrease of $2,200 from the revised 2009 budget, and $5,200 from original 2009 budget Service Level Impact: Potential diminishment of innovative ideas and keeping on top of current industry and technology advances. Highlight/Change 3: Decrease in general professional services costs due to overall budget shortfalls. Financial Impact: Increase of $500 from revised 2009, but decrease of $2,000 from original 2009 budget Service Level Impact: Program service reduction: reduced ability to address customer requests, traffic analysis, CAD technical service needs, and storm water system design with technical consultants. Rely on staffs ability to address needs and requests while minimizing downtime and inefficiencies. Hiphlight/Change 4: Delay acquisition of "AutoTurn" Intersection analysis software due to budget constraints. Financial Impact: $1,500 Service Level Impact: Program service reduction: reduced ability to evaluate intersection efficiencies for congestion relief options, potential safety improvements and capital improvement planning. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 1,100,416 $ 1,150,325 $ 1,164,500 $ 1,181,500 Parts and Supplies 14,178 14,840 12,900 12,400 Services and Other Charges 40,661 41,387 39,600 39,000 Capital Outlay 3,490 9,057 2,400 Total $ 1,158,745 $ 1,215,609 $ 1,217,000 $ 1,235,300 71 aty of Ea 2010 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Director of Public Works 1 1 1 1 2,080 City Engineer _ 1 1 1 1 2,080 Assistant City Engineer 1 1 1 1 2,080 Transportation Engineer 1 1 1 1 2,080 Engineering Technicians 3 3 3 3 6,240 Secretary _ 1 1 1 0 _ Clerical Technician 1 1 1 1 2,080 Project Coordinators 2 2 2 2 4,160 Operations Support Specialist/GIS Tech 0 0 0 1 2,080 Total 11 11 11 11 22,880 2010 WORK PLAN 'Activity Routine 1 Manage and administer public improvements; implement Capital Improvement Plan 2 Manage and inspect private developments 3 Provide general engineering customer service 4 Manage the Storm Water Pollution Prevention Program (SWPPP) 5 Monitor and manage the. budget 6 Collect data and prepare the annual report 7 Maintain and upgrade the GIS service delivery program 8 Provide general administration/supeNsion to the Engineering Division 9 Manage the Municipal State Aid Street funding program 10 Evaluate and provide local traffic management 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 72 aty of Eap 2010 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR 842,575 877,551 887,600 $ 883,900 6112 OVERTIME-REGULAR 15,037 15,607 8,300 8,300 6130 SALARIES AND WAGES-TEMPORARY 13,320 14,536 15,800 15,800 6131 OVERTIME-TEMPORARY 52 178 400 400 6142 PERA-COORDINATED 53,059 57,083 60,200 62,500 6144; FICA 61,109 62,937 67,400 67,700 6151 HEALTH INSURANCE 107,795 114,601 120,300' 138,400, 6152 LIFE INSURANCE 1,372 1,392 - 6154 DISABILITY - LONG TERM 2,693 2,720 - - 6155 WORKERS COMPENSATION 3,404 3,719 4,500 4,500 PERSONAL SERVICES 1,100,416 1,150,325 1,164,500 1,181,500 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 54 26 - - 6215 REFERENCE MATERIALS 133 90 100 - 6220 OPERATING SUPPLIES-GENERAL 4,981 5,052 5,300 2,500 6224 CLOTHING/PERSONAL EQUIPMENT 245 - 500 500 6231 MOBILE EQUIP REPAIR PARTS 1,054 1,029 800 900 6232 SMALL EQUIPMENT REPAIR PARTS 272 70 1,300 1,000 6235 FUEL, LUBRICANTS, ADDITIVES 7,439 7,312 4,900 7,500 6270 COMPUTER SOFTWARE - 1,261 - - PARTS & SUPPLIES 14,178 14,840 12,900 12,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 1,567 8,207 3,000 3,500 6346 POSTAGE 4,156 - - 6351 PAGER SERVICE FEES 1,616 1,796 1,900 1,900 6353 PERSONAL AUTOMARKING 5,893 6,077 5,900 5,900 6354 CAR WASHES 30 32 100 100 6355 CELLULAR TELEPHONE SERVICE 3,154 2,648 3,800 3,800 6370 GENERAL PRINTING AND BINDING 1,053 640 1,100 1,100 6385 INSURANCE 9,200 9,000 9,000 8,200 6425 MOBILE EQUIPMENT REPAIR LABOR 376 979 200 500 6426 SMALL EQUIPMENT REPAIR-LABOR - 235 500 500 6476 CONFERENCES AND SCHOOLS 7,555 7,880 10,500 8,300 6477 LOCAL MEETING EXPENSES 613 426 300 700 6478 TUITION & BOOKS 2,519 296 - 6479 DUES AND SUBSCRIPTIONS 1,762 1,866 2,300 2,300 6480 LICENSES, PERMITS AND TAXES 117 857 300 700 6481 RECORDING FEES 396 286 300 300 6569 MAINTENANCE CONTRACTS 654 164 400 1,200 SERVICES & OTHER CHARGES 40,661 41,387 39,600 39,000 CAPITAL OUTLAY 2,400 6660 OFFICE FURNISHINGS/EQUIPMENT 3,490 9,057 2,400 CAPITAL OUTLAY 3,490 9,057 - TOTAL PUBLIC WORKS - ENGINEERING $ 1,158,745 $ 1,215,609 $ 1,217,000 $ 1,235,300 1.50% 73 aty of Ea 2010 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment PURPOSE & DESCRIPTION The purpose of the Public Works-Streets & Expenditures as a % of General Fund Highways Department is to: streets • Provide resources and technical appli- 6.3% cation of structural maintenance proced- ures for public roadways, transportation trail ways and related infrastructure keep- ing them in the best possible and safest condition economic constraints allow. • Provide resources for operational mainten- ance procedures including snow and ice control, sweeping, traffic control, street- lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as economic constraints allow. The Public Works-Streets & Highways Department is responsible for the following functions: • Structural maintenance of infrastructure located in local public rights of way including the repair and preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems. • Provide operational maintenance including snow and ice control, street lights, cross departmental services delivery, traffic control, and the cleaning of streets and surface drainage grates. • Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and repair of related boulevard amenities. PERFORMANCE INDICATORS 2007 _ 2008 2009 2010 Description Actual Actual Estimate Target Miles of streets maintained 236 236.51 237 237 Employee days spent maintaining roads/trails (5 449 465 620 500 yr. a\og. = 526) Employee days spent sweeping (5 yr. avg. 373) 315 316 350 325 Snow removal cost per mile, annual (10 yr. avg. $1,470 $2,376 $1,400 $1,400 $1,140) Avg weighted pa\ement condition rating for entire 77.8 79.82 75 78 street system (0-poor, 100-excellent) Residents rating street repair and maintenance as N/A 86% N/A 87% high (good or better) in sur\ey Residents rating snow plowing of City streets as N/A 90% N/A 95% excellent in sur\ey Residents rating trail and sidewalk winter N/A 69% N/A 75% maintenance as high (good or better) in sunoey 74 atyofEap 2010 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment Expenditure by Category HIGHLIGHTS & CHANGES Personal Capital Services Overview: The proposed Streets budget shows an outlay 64% increase of $126,200 or 7.8% from the adjusted 0% 2009 budget due to increased costs related to necessary products: fuel, snow removal supplies, 1 parts and tools required for the maintenance of services higher tech late model equipment and machines are and other Parts and As a partial offset to these increases, reductions are Charges supplies made by replacing some contractual services with 8% 28% in-house staff resources (i.e. snow plow turf repair, weed spraying), reducing services (i.e. pavement striping and markings) and eliminating some activities (i.e. concrete curb and sidewalk repairs, equipment rental, training, tuition reimbursement). One new service delivery program has been proposed to address the anticipated Emerald Ash Borer infestation: contractual stump grinding/removal. 2009 MID-YEAR BUDGET ADJUSTMENTS: Fuel ($51,400), street repairs ($30,000), conferences/training ($1,500), snow/ice removal ($26,000) 2010 HIGHLIGHTS: Highlight/Change 1: Fuel costs are projected to increase from the revised 2009 budget estimates. The City participates in the State's metro-wide fuel purchasing consortium providing quantity discounts. Street Maintenance operations rely on a large fleet of medium to large specialty vehicles that consume large quantities of fuel in providing a safe and accessible transportation system. Financial Impact: Increase of $34,400 from revised 2009 budget. Service Level Impact: None HighlighVChange 2: The streets and sidewalk repairs budget was significantly reduced with the 2009 mid-year budget adjustments. The proposed 2010 budget reflects an increase over 2009, but not all the way back to the 2008 level. A program service addition ($3,000) is required for an anticipated upturn in Emerald Ash Borer stump removal for boulevard trees. (The City has 19,000 boulevard ash trees.) Financial Impact: Increase of $22,500 from revised 2009 budget. (2009 budget was reduced by $30,000 mid- year) Service Level Impact: The reduced concrete sidewalk and curb repair will result in a reduced community standard in the condition of infrastructure and pedestrian expectations. The funding for the ash borer diseased tree root removal will allow the city boulevards to be maintained to the desirable level of quality. Highlight/Change 3: In the past, the City has budgeted for rental of maintenance equipment as a way to research and test new equipment and technologies. That program is proposed to be eliminated. Financial Impact: Decrease of $3,200 from 2009 budget. Service Level Impact: This program elimination will no longer allow Street maintenance operations to test prototype equipment that can increase effectiveness and efficiencies. Additionally, the city has benefitted historically when this rental equipment (typically used models) has been subsequently purchased at a significant discount (purchase price reduced by rental costs). Highlight/Change 4: Tuition reimbursement is reduced as no requests were submitted by staff members. Financial Impact: Decrease of $5,200 from 2009 budget. Service Level Impact: None 75 Ott of Ea 2010 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment Highlight/Change 5: Eliminate contracting out of snow plow turf repairs and boulevard weed spraying, and instead utilize in-house maintenance staff. Financial Impact: Decrease of $4,300 from 2009 budget. Service Level Impact: This will require Street maintenance staff to perform this service on a delayed basis and/or instead of other routine street maintenance operations. Highlight/Change 6: Reduce annual street centerline striping and pavement markings contract (messages and symbols) by 50%. Only critical crosswalks and pavement messages will continue to be maintained to a required legibility standard on an annual basis. Financial Impact: Decrease of $19,000 from 2009 budget. Service Level Impact: This will lower the aesthetics of the community but should continue to direct/protect traffic operations at a minimal level. Highlight/Change 7: Mobile equipment repair parts is increased to better reflect actual costs in recent years. Financial Impact: Increase of $6,000 from the 2009 budget. Service Level Impact: Budgeting enough for parts and operating supplies will allow our department to continue to provide a high level of safety to our customers. Highlight/Change 8: Salt for snow/ice removal is projected to increase from $45.55 in '08-'09 to $58.51 in '09- '10. Additionally, magnesium chloride (used to activate salt during extreme cold) will increase from $1.36 to approximately $1.50 per gallon. Budgeting enough for winter snow and ice supplies is critical to the safe travel of our citizens. With training, good management, and new technology, we have reduced quantities applied over the past four winter seasons. (Average of 170 tons per event in '05-'06 reduced to average of 88 tons per event this past winter- 48% reduction). Financial Impact: Increase of $21,100 from the 2009 budget. Service Level Impact: Adequate winter supplies will allow our department to continue to provide the expected safe level of service to our customers. EXPENDITURE SUMMARY Adjusted Proposed. Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 977,674 $ 1,046,624 $ 1,059,300 $ 1,117, 500 Parts and Supplies 437,412 536,337 396,500 482,500 Services and Other Charges 328,158 259,658 169,100 ' 148,400 Capital Outlay 3,855 3,488 2,700 Total $ 1,747,099 $ 1,846,107 $ 1,624,900 $ 1,751,100 76 afy of Eap 2010 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Superintendent of Streets & Equipment 0.67 0.67 0.67 0.67 1,394 Supervisor 1 1 1 1_ 2,080 Technician/Inspector 1 1 1 1 2,080 Maintenance Workers 10 10 10 10 20,800 Total 12.67 12.67 12.67 12.67 26,354 2010 WORK PLAN Activity Routine 1 Bituminous surface maintenance 2 Snow and ice control 3 Signs/traffic control 4 Sweeping 5 Buildings, facilities 6 Curb and gutter work 7 Crackseal 8 Boulevard/tree & storm system maintenance 9 Customer service response 10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training) 77 aty of hp 2010 Proposed Budget Operating Budget Public Works - Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 684,422 731,125 $ 734,400 $ 765,460- 6112 OVERTIME-REGULAR 44,004 41,456 30,400 31,400 6130 SALARIES AND WAGES-TEMPORARY 9,613 13,147 17,900 17,900 6131 OVERTIME-TEMPORARY 248 - - 6142 PERA-COORDINATED 45,527 49,771 51,600 55,800 6144 FICA 55,584 57,757 59,900 62,300 6161 HEALTH INSURANCE 94,325 104,173 111,300' 128,000' 6152 LIFE INSURANCE 1,442 1,565 - - 6154 DISABILITY - LONG TERM 2,631 2,757 - - 6155 WORKERS COMPENSATION 39,878 44,874 53,800 56,700 PERSONAL SERVICES 977,674 1,046,624 1,059,300 1,117,500 PARTS & SUPPLIES 6215 REFERENCE MATERIALS 110 28 100 100 6220 OPERATING SUPPLIES-GENERAL 5,352 6,200 5,300 6,300 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 1,673 1,760 1,800 1,800 6224 CLOTHING/PERSONAL EQUIPMENT 4,573 3,853 4,100 4,100 6231 MOBILE EQUIP REPAIR PARTS 80,818 90,102 60,000 66,000 6235 FUEL, LUBRICANTS, ADDITIVES 79,908 99,463 81,600 116,000 6243 HEATING OIL/PROPANE/OTHER FUEL 13 308 - - 6255 STREET REPAIR SUPPLIES 87,002 130,127 101,300 124,800 6256 SNOW REMOVAUICE CONTROL SUPPL 152,113 181,806 122,300 143,400 6257 SIGNS & STRIPING MATERIAL 25,850 22,689 20,000 20,000 . PARTS & SUPPLIES 437,412 536,337 396,500 482,500 SERVICES & OTHER CHARGES 100 6346 POSTAGE 73 164 6351 PAGER SERVICE FEES 170 174 6355 CELLULAR TELEPHONE SERVICE 8 - 6370 GENERAL PRINTING & BINDING 1,689 1,512 2,000 2,000 6385 INSURANCE 763 415 800 800 6425 MOBILE EQUIPMENT REPAIR LABOR 23,300 24,900 24,900 25,600 6428 FIELD/OTHER EQUIPMENT REPAIR 5,120 7,620 3,600 5,600 6429 STREET REPAIR-LABOR 25,002 23,101 24,000 23,000 6457 MACHINERY AND EQUIPMENT RENTAL 3,735 9,938 8,000 4,800 6476 CONFERENCES AND SCHOOLS 4,486 3,245 2,500 2,900 ' 6477 LOCAL MEETING EXPENSES 233 49 200 700 - 5,200 6478 TUITION AND BOOK REIMBURSEMENT 345 400 400 6479 DUES AND SUBSCRIPTIONS 493 6480 LICENSES, PERMITS AND TAXES 50 525 - - 6535 OTHER CONTRACTUAL SERVICES 1,495, 12,143 9,300 5,000 6564 SNOW & ICE REMOVAL 221,026 132,011 30,200 39,100 6566 STRIPING 38,413 39,879 55,000 36,000 6569 MAINTENANCE CONTRACTS 2,102 3,637 3,000 3,000 SERVICES & OTHER CHARGES 328,158 259,658 169,100 148,400 CAPITAL OUTLAY 2,700 6670 OTHER EQUIPMENT 3,855 3,488 - CAPITAL OUTLAY 3,855 3,488 - 2,700 TOTAL STREETS & HIGHWAYS $ 1,747,099 $ 1,846,107 $ 1,624,900 $ 1,751,100 J 7.77% 78 04 of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank. 79 atyofEap 2010 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment PURPOSE & DESCRIPTION Expenditures as a % of General Fund The purpose of the Public Works - Central Services/Equipment Maintenance Division is to Central • Central Services provides administrative, Serv. clerical, and customer service support for Maint. all departments located at the Mainten- 2.2% ance Facility. This includes Streets, Equip- ment Maintenance, Water, Sewer, Parks, Forestry and Water Quality Departments. • Equipment Services provides maintenance and repair for all City vehicles and equip- ment across all departments including police and fire. The Public Works - Central Services/Equipment Maintenance Division is responsible for the following functions: • Central services process all customer service requests (a total of 2,439 requests in 2004) for any maintenance services provided by the City. • Central Services manages and operates 9 unique software programs to support maintenance service delivery. • Equipment Maintenance crews maintain 192 mobile units and 139 miscellaneous pieces of equipment assuring that this equipment operates in a safe and efficient manner. • Equipment maintenance staff performs City commercial vehicle inspections, (19), and fire vehicle safety inspections, (21) annually. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Customer Service requests responded to 1,750 1,724 2,200 2,000 Units (cars/trucks/heavy equipment) serviced per 105 102 105 102 mechanic (10-city survey average: 54) Scheduled (vs. unscheduled) maintenance as % of 60% 67% 60% 65% total maintenance (industry goal/standard is 60- Average Unit Downtime (industry standard is 5%) 0.7% 0.6% 0.9% 1.0% Comebacks (return for repeat work) (industry 0.2% 0.1% 0.9% 0.5% standard is 3%) 80 alty of E 2010 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment HIGHLIGHTS & CHANGES Expenditure b Category Parts and by Supplies Overview: The Central Services budget shows an Personal S% increase of $24,300, or 4.1%, primarily due to increases in personal services. Services Services 87% and Other 2009 MID-YEAR BUDGET ADJUSTMENTS: t" Charges Fuel ($1,000) 8% 2010 HIGHLIGHTS: Capital Highlight/Change 1: Personal Services is up 3.4% Outlay due to union contracts and scheduled step 0 0% increases for employees. 87% of this department's budget is personal services. Financial Impact: Increase of $17,800 over 2009. Service Level Impact: None Highliaht/Chancte 2: The primary copier/printer at Central Maintenance is not currently meeting production demands. Its memory and storage capacity cannot be upgraded and frequently jobs are backed up. The IT department concurs with its replacement. IT is recommending a lease of a late model machine (similarly to several leased and in service at Administrative Center) beginning in 2010. If purchased under the Part II CIP (not currently proposed), this annual operating cost can be eliminated. Financial Impact: Increase of $3,900 from 2009 budget. Service Level Impact: This necessary equipment upgrade is necessary to allow staff to continue to process administrative duties efficiently and timely. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual _ Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 461,886 $ 502,839 $ 516,200 $ 534,000 Parts and Supplies 27,821 34,402 33,000 32,000 Services and Other Charges 34,574 41,525 40,400 46,200 Capital Outlay 8,248 15,626 1,700 Total $ 532,529 $ 594,392 $ 589,600 $ 613,900 81 My of Eap 2010 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Superintendent of Streets & Equipment 0.33 0.33 0.33 0.33 686 Shop Supervisor/Chief Mechanic 1 1 1 1 2,080 Equipment Maintenance Workers 2 2 2 2 . 4,160 Office Supervisor 1 1 1 1 2,080 Clerical Technicians 1 1 1 1 2,080 Operations Support Specialist 0.5 0.5 0.5 0.5 1,040 i Total 5.83 5.83 5.83 5.83 11,440 2010 WORK PLAN Activity Routine 1 General administration 2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.) 3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev) 4 Snow plowing (assist Street Maint.) 5 Buildings, facilities maintenance 82 a OfEa ~ 2010 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 323,501 353,373 $ 359,700 $ 365,806-- 6112 OVERTIME-REGULAR 13,375 11,702 9,500 9,800 6130 SALARIES AND WAGES-TEMPORARY 10,410 13,399 15,400 15,400 6131 OVERTIME-TEMPORARY 6142 PERA-COORDINATED 22,084 24,250 24,900 26,300 6144 FICA 25,787 26,951 29,400 29,900 6151 HEALTH INSURANCE 51,188 55,164 58,300' 67,000' 6152 LIFE INSURANCE 666 712 - 6154 DISABILITY - LONG TERM 1,248 1,306 - 6155 WORKERS COMPENSATION 13,627 15,982 19,000 19,800 PERSONAL SERVICES 461,886 502,839 516,200 534,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 7,769 8,635 7,500 7,500 6215 REFERENCE MATERIALS 508 793 500 500 6220 OPERATING SUPPLIES-GENERAL 356 307 300 300 6224 CLOTHING/PERSONAL EQUIPMENT 1,077 1,547 1,200 1,200 6231 MOBILE EQUIP REPAIR PARTS 1,618 1,370 1,000 1,300 6234 FIELD/OTHER EQUIPMENT REPAIR 1,027 5,268 3,400 3,400 6235 FUEL, LUBRICANTS, ADDITIVES 1,900 2,324 2,000 2,700 6240 SMALL TOOLS 3,565 5,238 4,500 4,500 6241 SHOP MATERIALS 7,807 8,244 7,600 7,600 6270 COMPUTER SOFTWARE 2,194 675 5,000 3,000 PARTS & SUPPLIES 27,821 34,402 33,000 32,000 SERVICES & OTHER CHARGES 6328 SPECIAL EVENTS/ADMISSION FEES 6346 POSTAGE 47 6347 TELEPHONE SERVICE & LINE CHG 4,646 4,284 4,200 4,200 6385 INSURANCE 7,800 12,100 12,100 15,100 6425 MOBILE EQUIPMENT REPAIR LABOR 112 271 - 6428 FIELD/OTHER EQUIP REPAIR-LABOR 765 2,160 1,300 1,300 6476 CONFERENCES AND SCHOOLS 1,730 2,321 2,500 1,300 6477 LOCAL MEETING EXPENSES - - 100 100 6479 DUES AND SUBSCRIPTIONS 35 173 100 200 6480 LICENSES, PERMITS AND TAXES 73 173 100 100 6539 WASTE REMOVAUSANITATION SERV 14,722 16,334 15,700 15,700 6569 MAINTENANCE CONTRACTS 4,691 3,662 4,300 8,200 SERVICES & OTHER CHARGES 34,574 41,525 40,400 46,200 CAPITAL OUTLAY _ 6660 OFFICE FURNISHINGS/EQUIPMENT 8,248 2,009 - 1,700 6670 OTHER EQUIPMENT - 13,617 - - CAPITAL OUTLAY 8,248 15,626 - 1,700 TOTAL CENTRAL SERVICES $$=529 $ 594,392 $ 589,600 $ 613,900 _ 4.12% 83 Qty of E8p 2010 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Recreation/Administration Expenditures as a % of General Fund Division of the Parks and Recreation Department is Recreation to: 6.9% • Develop community through provision of'« recreation programs, facilities and events. • Provide support and oversight to partner organizations providing leisure activities. • Provide opportunities for leisure and social skill development. • Provide meeting spaces and facilities for community groups and private functions. • Schedule and allocate use of community facilities to provide equal benefits to all residents. The Recreation/Administration Division is responsible for the following functions: • Provide recreation programs and services to all Eagan residents. • Provide clerical support for program registrations, facility reservations, memberships & general inquiries. • Provide staff support to the Advisory Parks Commission. • Facilitate planning for future park, recreation, and facility development. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Hours of Subsidized programs 6,022 7,160 6,496 7,030 Participants in Subsidized programs 28,413 55,052 29,000 51,668 Hours of fee based programs 9,316 9,464 9,664 9,372 Participants in fee based programs 16,012 14,933 16,238 15,502 Based on City survey, % who rate City-sponsored N/A n/a 95% n/a recreation programs as good or excellent. Based on City survey, % of participants who report being satisfied with their experience in recreation N/A n/a 95% n/a programs 84 aq of Eap 2010 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Expenditure by Category Overview: The Recreation/Administration budget Services Parts and shows a decrease of $18,500, or (1%), from the 75.7% supplies adjusted 2009 budget Merch. for 5.1% Resale 2009 MID-YEAR BUDGET ADJUSTMENTS: 0.3% Elimination of two half-time positions = 1.0 FTE r Services Capital and Other ($25,200), intern ($5,000), tubing hill ($8,000), office equipment ($3,000), virtual tour ($4,500) Outlay Charges 0.5% 18.4% 2010 HIGHLIGHTS: None EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 1,381,393 $ 1,428,951 $ 1,434,200 $ 1,433,300 Parts and Supplies 88,361 81,788 84,500 97,300 Services and Other Charges 340,395 343,332 383,600 347,800 Capital Outlay 9,526 13,601 4,400 9,800 Merchandise for Resale 6,319 4,618 4,800 4,800 Total $ 1,825,994 $ 1,872,290 $ 1,911,500 $ 1,893,000 85 aty of Eap 2010 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Director of Parks and Recreation 0.5 0.5 1 1 2,080 1 2,080 Superintendent of Operations 1 1 1 Recreation Program Supervisor 4.1 4.1 3.1 3.1 6,448 Recreation Program Assistant 1 1 1 1 2,080 4.4 9,152 Clerical Technicians 5.4 5.4 4.4 080 Recreation Program Manager 1 1 1 1 2, 1 1 2,080 Recreation Facility Manager 1 1 Total 14.0 14.0 12.5 12.5 26,000 'i 2010 WORK PLAN Activity . Routine 1 Provide department administration - Parks, Recreation & Revenue Facilities 2 Providing recreation programs and seNces - - 3 Oversee development and construction projects 4 Prepare information for City Council 5 Provide support to Advisory Parks Commission 6 Provide program registration, facility reservations, and answer public inquiries 7 Provide support for special events and community partner groups. 8 Respond to concerns and suggestions from residents 9 Account for collection of revenues from all department facilities and programs 86 ate' of Bap 2010 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110SALARIES AND WAGES-REGULAR $ 823,820 871,073 $ 844,500 $ 857,000 6112 OVERTIME-REGULAR 633 480 - - 6130 SALARIES AND WAGES-TEMPORARY 287,179 281,410 329,800 294,900 6131 OVERTIME-TEMPORARY 683 870 - - 6142 PERA-COORDINATED 61,630 64,309 57,000 60,000 61" FICA 82,879 84,292 89,700 87,300 6151 HEALTH INSURANCE 105,940' 105,962 105,900' 121,800" 6152 LIFE INSURANCE 1,641 1,723 - 6154 DISABILITY - LONG TERM 2,587 2,939 - 6155 WORKERS COMPENSATION 14,401 15,892 7,300 12,300 PERSONAL SERVICES 1,381,393 1,428,951 1,434,200 1,433,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 4,345 4,627 1,300 4,500 6211 OFFICE PRINTED MATERIAUFORMS 104 421 500 500 6212 OFFICE SMALL EQUIPMENT 17 974 1,100 500 6215 REFERENCE MATERIALS 480 87 - - 6220 OPERATING SUPPLIES-GENERAL 988 4,688 9,200 8,700 6222 MEDICAURESCUE/SAFETY SUPPLIES 430 353 600 600 6224 CLOTHING/PERSONAL EQUIPMENT 6,889 7,691 5,900 6,200 6227 RECREATION EQUIPMENT/SUPPLIES 65,839 62,309 63,800 74,300 6233 BUILDING REPAIR SUPPLIES 99 6243 HEATING OIUPROPANE/OTHER FUEL 1,460 - 6253 TURF MTN & LANDSCAPE SUPPLIES (77) - 6270 COMPUTER SOFTWARE 7,787 637 2,100 2,000 PARTS & SUPPLIES 88,361 81,788 84,500 97,300 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 5,585 8,521 - - 6320 INSTRUCTORS 72,424 59,321 72,200 62,100 6325 VET/KENNEL CHARGE/ANIMAL DISPOSAL 1,974 621 - 6326 ATHLETIC TEAM SANCTION FEES 9,299 7,920 8,500 8,100 6327 SPORTING EVENT OFFICIALS 83,333 84,955 96,000 90,500 6328 SPECIAL EVENTS/ADMISSION FEES 9,380 5,533 12,400 9,800 6329 TOURNAMENT FEES (3,300) 3,590 3,900 4,000 6331 PROGRAM SCHOLARSHIPS 1,198 3,355 3,800 5,700 6346 POSTAGE 9,572 14,001 13,900 13,400 6347 TELEPHONE SERVICE & LINE CHG 512 - 500 - 6351 PAGER SERVICE FEES 823 859 - - 6353 PERSONAL AUTO/PARKING 6,455 6,543 10,000, 9,200 6355 CELLULAR TELEPHONE SERVICE 7,795 8,426 7,600 7,500 6357! ADVERTISING/PUBLICATION 3,748 9,271 5,000 10,500 6358. EMPLOYMENT ADVERTISING 65 - - - 87 dEa 2010 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Adjusted Proposed Actual Actual Budget Budget SERVICES & OTHER CHARGES CONT'D 2007 2008 2009 2010 6370 GENERAL PRINTING AND BINDING 3,221 145 3,000 4,900 6385 INSURANCE 11,900 9,200 9,200 8,700 6427 BLDG OPERATIONS/REPAIR-LABOR - 383 - 6456 BUILDING RENTAL - - 50,900 52,100 6457 MACHINERY AND EQUIPMENT 722 ' 500 1,400 6475 MISCELLANEOUS 30,416 29,164 28,500 29,200 6476 CONFERENCES AND SCHOOLS 7,165 7,932 6,300 5,000 6477 LOCAL MEETING EXPENSES 714 2,129 4,200 1,700 6479 DUES AND SUBSCRIPTIONS 1,966 1,803 2,100 2,100 6480 LICENSES, PERMITS AND TAXES 1,250 596 200 300 6482 AWARDS, JUDGEMENTS AND LOSSES - 97 6487 VISA/MC BANK CHARGES 8,640 7,907 25,700 9,000 6515 INTERNAL EXPENSES 51,418 59,888 - 6535 OTHER CONTRACTUAL SERVICES 7,424 4,795 10,200 6,500 6539 WASTE REMOVAUSANITATION SERV 727 - - 6550 TRANSPORTATION SERVICES 6,691 5,655 9,000 6,100 SERVICES & OTHER CHARGES 340,395 343,332 383,600 347,800 CAPITAL OUTLAY 6620 BUILDINGS - - - - 6630 OTHER IMPROVEMENTS - - 6660 OFFICE FURNISHINGS/EQUIPMENT 9,526 13,601 4,400 - 6670 OTHER EQUIPMENT - - - 9,800 CAPITAL OUTLAY 9,526 13,601 4,400 9,800 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 6,319 4,618 4,800 4,800 MERCHANDISE FOR RESALE 6,319 4,618 4,800 4,800 TOTAL PARKS & RECREATION - RECREATION 1,825,994 1,872,290 $ 1,911,500 $ 1,893,000 -0.97%a 88 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 89 atyuIEap 2010 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Parks Division of the Parks & Expenditures as a % of General Fund Recreation Department is to: Parks • Provide safe opportunities for residents to 7.2% gather as a community. • Support league, tournament and public play. • Ensure the availability of clean, safe, qua- lity facilities, play features and amenities. • Facilitate reservations, community-based special events and recreational initiatives. • Coordinate the development of new park features and amenities per the budget and CIP. • Cooperate and coordinate with other providers of community recreational facilities. • Maintain the visual and physical integrity of City parks and grounds. • Assist other City Departments as required and/or requested. The Parks Division is responsible for the following functions: • Implementing an effective turf and grounds management. • Repairing and maintain park buildings, structures and hardscapes. • Promptly responding to citizen requests. • Creating and maintaining winter recreational opportunities, assisting with snow removal. • Providing logistical and physical support to special events. • Supporting departmental recreational programs. • Constructing and installing new park features and amenities. PERFORMANCE INDICATORS 2007 2008 _ 2009 2010 Description Actual Actual Estimate Target % of citizens who rate park facilities as good or 94% 94% 95% 95% excellent (biennial survey) % of pavilion/shelter users rating service and cleanliness as good or excellent (follow-up mail 96% 95% 96% 96% surveys) Games canceled on City fields due to nonweather 2 2 < 3 < 3 related conditions Outdoor hockey rinks with skatable ice 15 15 15 15 Acres mowed regularly by Parks staff 517 495 475 475 Adult team overall ave. ratings of league softball 4.0 4 4 4 sites (0-5 year end Mgr survey) Playground Replacement or Upgrades 3 3 5 2 Irrigation Systems maintained year round 23 25 25 26 90 41~ pity OfEa 2010 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Expenditure by Category Overview: The proposed Parks Division budget is Personalilt! Parts and up $109,100, or 5.8% over the revised 2009 budget. Service66% Supplies 18% 2009 MID-YEAR BUDGET ADJUSTMENTS: Services Fuel ($35,300), excavator ($4,800), boundary Capital and other surveys ($3,000), fertilizer ($5,000), sentence-to- Outlay Charges serve ($6,000) 1% 15% 2010 HIGHLIGHTS: Highlight/Change 1: Personal services costs are up due to contractual obligations and higher health insurance contributions. Financial Impact: Increase of 49,700 over the adjusted 2009 budget Service Level Impact: None Highlight/Change 2: Fuel costs are higher than the adjusted 2009 budget Financial Impact: Increase of $21,700 over the adjusted 2009 budget Service Level Impact: None EXPENDITURE SUMMARY Amended Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 1,254,519 $ 1,289,854 $ 1,277,600 $ 1,327,300 Parts and Supplies 303,208 305,030 321,800 355,600 Senrices and Other Charges 269,945 270,144 273,800 293,900 Capital Outlay 23,170 24,091 18,900 24,400 Tota1 $ 1,840,842 $ 1,889,119 $ 1,892,100 $ 2,001,200 91 aty of Eap 2010 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Director of Parks and Recreation 0.5 0.5 0 0 - Parks Superintendent 0.85 0.85 0.85 0.85 1,768 Park Maintenance Supervisor 1 1 1 1 2,080 Park Operations Supervisor 1 1 1 1 2,080 Park Maintenance Workers 9.4 9.4 9.4 9.4 19,552 Total 12.75 12.75 12.25 12.25 25,480 2010 WORK PLAN Activity Routine 1 Maintain City park grounds, turf and irrigation systems 2 Maintain City park buildings, facilities, amenities and infrastructure 3 Install new park features 4 Mow boulevards and turf at all City buildings 5 Prepare athletic fields for community and league use 6 Provide support for special events and scheduled use of facilities 7 Develop and maintain winter recreational sites 8 Provide support to other departments and divisions 9 Prepare and monitor divisional budget and CIP 10 Administration and supervision 11 Provide input and logistical support to the APrC 12 Implement CIP initiatives 13 Implement master planning process/recommendations, 20/20 & PE 92 aty of Eapn 2010 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2068 2009 2010 6110SALARIES AND WAGES-REGULAR $ 686,254 729,801 $ 739,900 $ 757,600 6112 OVERTIME-REGULAR 39,795 29,851 24,500 24,500 6130 SALARIES AND WAGES-TEMPORARY 258,846 252,817 234,100 242,000 6131 OVERTIME-TEMPORARY 5,394 2,924 5,000 5,000 6142 PERA-COORDINATED 51,751 56,076 51,900 55,100 6144 FICA 74,411 74,400 76,800 78,700 6151 HEALTH INSURANCE 107,065 110,936 119,500' 137,300' 6152 LIFE INSURANCE 1,406 1,514 - 6154 DISABILITY - LONG TERM 2,577 2,680 - - 6155 WORKERS COMPENSATION 27,020 28,855 25,900 27,100 PERSONAL SERVICES 1,254,519 1,289,854 1,277,600 1,327,300 PARTS & SUPPLIES 500 500 6210 OFFICE SUPPLIES 228 - 64 6215 REFERENCE MATERIALS 62 - 200 200 - 6220 OPERATING SUPPLIES-GENERAL 13,154 12,133 13,500 14,000 6222 MEDICAURESCUE/SAFETY SUPPLIES 1,599 2,605 2,400 3,000 6223 BUILDING/CLEANING SUPPLIES 12,806 11,786 12,800 13,000 6224 CLOTHING/PERSONAL EQUIPMENT 1,668 1,641 5,700 5,900 6227 RECREATION EQUIPMENT/SUPPLIES 10 273 6231 MOBILE EQUIP REPAIR PARTS 47,436 39,128 47,000 47,000 6233 BUILDING REPAIR SUPPLIES 9,187 13,504 13,000 15,000 6234 FIELD/OTHER EQUIPMENT REPAIR 14,550 9,670 15,000 16,000 6235 FUEL, LUBRICANTS, ADDITIVES 72,207 90,625 59,500 81,200 6239 PARK FACILITY REPAIR PARTS 2,266 5,415 3,000 4,000 6240` SMALL TOOLS 1,759 2,484 2,600 2,800 6243 HEATING OIUPROPANE/OTHER FUEL 7,330 12,036 10,000 13,000 6251 ATHLETIC FIELD SUPPLIES 25,740 16,368 27,100 29,500 6252 PARKS & PLAY AREA SUPPLIES 25,270 15,085 25,000 26,000 6253 TURF MTN & LANDSCAPE SUPPLIES 64,392 70,089 79,500 79,500 6257 SIGNS & STRIPING MATERIAL 3,544 2,124 5,000 5,000 PARTS & SUPPLIES 303,208 305,030 321,800 355,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 3,190 564 - 6347 TELEPHONE SERVICE & LINE CHG 8,653 7,662 10,000 10,000 6351 PAGER SERVICE FEES 700 700 -8 400 400 6353 PERSONAL AUTO/PARKING 100 3.000 4' 0 6354 CAR WASHES - 100 6355 CELLULAR TELEPHONE SERVICE - - 6385 INSURANCE 86,500 90,600 90,600 86,900 6405 ELECTRICITY 60,091 65,742 68,000 76,200 6410 NATURAL GAS SERVICE 6,878 7,877 9,400 11,000 6425 MOBILE EQUIPMENT REPAIR LABOR 9,668 10,775 10,000 11,000 6426 SMALL EQUIPMENT REPAIR-LABOR 260 133 500 500 6427 BLDG OPERATIONSIREPAIR-LABOR 9,358 8,135 10,400 11,400 6428 FIELD/OTHER EQUIP REPAIR-LABOR 5,344 8,714 7,000 8,000 6431 PARK FACILITY REPAIR-LABOR 4,705 13,763 5,200 6,500 93 aty of E8p 2010 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct SERVICES & OTHER CHARGES CONT'D 2007 2008 2009 2010 5,500 6457 MACHINERY AND EQUIPMENT 6,548 4,979 5,500 6476 CONFERENCES AND SCHOOLS 1,583 1,884 2,800 2,400 6477 LOCAL MEETING EXPENSES 110 - _ - - 6479 DUES AND SUBSCRIPTIONS 175 154 300 300 6480 LICENSES, PERMITS AND TAXES 332 1,020 200 600 6535 OTHER CONTRACTUAL SERVICES 6,073 6,240 8,200 8,000 5,866 4,471 7,000 7,000 6537 JANITORIAL SERVICE 6539 WASTE REMOVAL/SANITATION SERV 6,392 10,013 17,300 17,000 6561 TEMPORARY HELP-LABOR/CLERICAL 20,450 21,268 10,800 " 17,000 6565 SEAL COATING-STREETS/TRAILS 17,761 6,150 6,400 9,400 SERVICES & OTHER CHARGES 259,945 270,144 273,800 293,900 CAPITAL OUTLAY 6620 BUILDINGS 9,907 9,540 8,700 8,000 6630 OTHER IMPROVEMENTS - 8,861 8,500 11,300 6660 OFFICE FURNISHINGS/EQUIPMENT 898 1,881 - 2,100 6670 OTHER EQUIPMENT 12,365 3,809 1,700 3,000 CAPITAL OUTLAY 23,170 24,091 18,900 24,400 TOTAL PARKS & RECREATION - PARKS $ 1,840,842 $ 1,889,119 $ 1,892,100 $ 2,001,200 5.77% 94 aty of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 95 aty of Eap 2010 Proposed Budget Operating Budget Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Tree Conservation Department Expenditures as a % of General Fund is to: Tree • Maintain existing trees and landscaping in Conservati parks, public facilities, and boulevards. on • Install new trees and landscaping in parks, 1.8% public facilities, and boulevards. • Review and manage tree preservation per the City Tree Preservation Ordinance. The Tree Conservation Department is responsible for the following functions: • Conduct the City shade tree disease program. • Conduct the annual City-sponsored Arbor Day program. • Conduct the biennial public tree sale. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target 655 665 680 685 Landscape beds maintained % of private oak wilt sites that perform 80% 85% 90% 90% recommended/needed management activities Buckthorn pickups 110 165 110 170 Square miles of boulevard streets to manage tree N/A 164 164 165 architecture "Converted to linear miles for 2008 96 aq of Ea 2010 Proposed Budget Operating Budget Parks & Recreation-Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Personal Expenditure by Category Overview: The proposed budget is up $1,200, or services 0.3%. Increases in personal services due to steps 73.5% Parts and and higher health insurance are offset by a Supplies reduction in merchandise (trees) for resale due to Merch.for 9.9% the biennial tree sale, which occurs in odd years. Resale 2009 MID-YEAR BUDGET ADJUSTMENTS: 1.0% Services Fuel ($5,000), plant material ($5,000), oak wilt cost Capital and Other share ($2,000) Outlay Charges 8.4% 7.2% 2010 HIGHLIGHTS: Highlight/Change 1: The proposed budget includes funds to cover costs related to the anticipated infestation of the Emerald Ash Borer (EAB). Funds are for treatment or removal of trees within the City's parks only. An assistance program similar to oak wilt is not being proposed at this time, but will become a policy question in the near future. Financial impact: $14,200 total increase: $2,000 for chemical insecticides, $3,000 for stump grinding, $4,500 for contractual insecticide treatment services, and $5,000 for contractual tree removal Service level impact: Whether a significant EAB infestation occurs next year or later is unknown, but City staff is attempting to protect as many trees in priority parks areas as practical in the event it occurs next year. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 334,641 $ 330,340 $ 348,600 $ 358,500 Parts and Supplies 39,973 42,136 46,600 48,100 Services and Other Charges 50,837 31,388 36,300 34,900 Capital Outlay 42,890 47,398 39,300 41,000 Merchandise for Resale 21,317 6,198 15,500 5,000 Total $ 489,658 $ 457,460 $ 486,300 $ 487,500 97 atyoIEap 2010 Proposed Budget Operating Budget Parks & Recreation--Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Supervisor of Forestry 1 1 1 1 2,080 Parks Superintendent 0.15 0.15 0.15 0.15 312 Park Maintenance Worker 1 1 1 1 2,080 Forester/Maintenance 0.6 0.6 0.6 0.6 1,248 Total 2.75 2.75 2.75 2.75 5,720 2010 WORK PLAN Activity Routine 1 Administrative and supervisory responsibilities 2 Maintenance of trees in city parks, public facilities, and boulevards 3 Maintenance of landscape plants in city parks, public facilities, and boulevards 4 Insect and plant disease monitoring and treatment activities 5 Provide support to other departments and divisions 6 Implement invasive plant management activities 7 Plan for and implement public tree sale 8 Participate in development of Eagan master plan 98 fit of Eap ~ 2010 Proposed Budget Operating Budget Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 171,559 179,584 $ 180,700 $ 183,600 6112 OVERTIME-REGULAR 4,824 1,850 2,000. 2,000 6130 SALARIES AND WAGES-TEMPORARY 89,834 80,995 93,400 96,000 6131 OVERTIME-TEMPORARY 365 55 2,000 1,000 6142 PERA-COORDINATED 13,764 12,465 12,500 13,100 6144 FICA 19,906 19,427 21,300 21,600 6151 HEALTH INSURANCE 25,646 27,006 27,500' 31,600' 6152 LIFE INSURANCE 330 355 - 6154 DISABILITY - LONG TERM 617 644 6155 WORKERS COMPENSATION 7,796 7,959 9,200 9,600 PERSONAL SERVICES 334,641 330,340 348,600 358,500 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 180 922 500 500 6215 REFERENCE MATERIALS 45 - 100 100 6220 OPERATING SUPPLIES-GENERAL 4,355 3,961 6,000 6,000 6222 MEDICAURESCUE/SAFETY SUPPLIES 450 1,684 800 800 6224 CLOTHING/PERSONAL EQUIPMENT 1,469 1,468 1,600 1,700 6230 REPAIR/MAINTENANCE SUPP-GENL - 200 200 6231 MOBILE EQUIP REPAIR PARTS 3,725 2,264 3,000 3,000 6235 FUEL, LUBRICANTS, ADDITIVES 10,274 11,619 8,400 10,800 6240 SMALL TOOLS 2,461 1,250 3,000 3,000 6244 CHEMICALS & CHEMICAL PRODUCTS 5,829 7,688 13,000 13,000 6250 LANDSCAPE MATERIAL & SUPPLIES 11,185 11,280 10,000 9,000 PARTS & SUPPLIES 39,973 42,136 46,600 48,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 4,004 2,088 3,000 3,600 6346 POSTAGE - 100 100 6351 PAGER SERVICE FEES 88 52 100 100 6353 PERSONAL AUTO/PARKING 50 25 100 100 6355 CELLULAR TELEPHONE SERVICE 560 1,200 1,600 1,600 6370 GENERAL PRINTING AND BINDING 299 45 400 300 6385 INSURANCE 3,100 3,300 3,300 3,000 6425 MOBILE EQUIPMENT REPAIR LABOR 571 939 800 800 6457 MACHINERY AND EQUIPMENT 3,621 1,288 3,000 3,000 6475 MISCELLANEOUS 12 100 100 ' 6476 CONFERENCES AND SCHOOLS 876 1,039 1,600 1,000 6477 LOCAL MEETING EXPENSES 41 80 100 100 6479 DUES AND SUBSCRIPTIONS 249 254 200 200 6482 AWARDS, JUDGEMENTS, AND LOSSES 842 - _ _ 6515 INTERNAL EXPENSES (INTERFUND) 192 - 6535 OTHER CONTRACTUAL SERVICES 34,927 19,355 18,500 15,500 6545 TREE REMOVAL 1,597 1,531 3,000 5,000 6569 MAINTENANCE CONTRACTS - 400 400 SERVICES & OTHER CHARGES 50,837 31,388 36,300 34,900 99 aty of Eapn 2010 Proposed Budget Operating Budget Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Adjusted Proposed Actual Actual Budget Budget Acct CAPITAL OUTLAY 2007 2008 2009 2010 6630 OTHER IMPROVEMENTS $ 37,028 $ 39,090 $ 35,000 ` $ 36,800 6670 OTHER EQUIPMENT 5,862 8,308 4,300 4,200 CAPITAL OUTLAY 42,890 47,398 39,300 41,000 MERCHANDISE FOR RESALE - 6855 MERCHANDISE FOR RESALE 13,223 40 10,000 - 6860 COST SHARING - OAK WILT 8,094 6,158 5,500 5,000 MERCHANDISE FOR RESALE 21,317 6,198 15,500 5,000 TOTAL TREE CONSERVATION $ 489,658 $ 457,460 $ 486,300 $ 487,500 100 av of Eap 2010 Proposed Budget Operating Budget This page left intentionally blank 101 aty of Eap 2010 Proposed Budget Operating Budget Government Buildings (33) Responsible Manager: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor PURPOSE & DESCRIPTION The purpose of the Government Buildings Expenditures as a % of General Fund Department is to: Building • Provide for the general maintenance, Mainenanc repair and operation of the municipal e center, police department, fire 2.3% administration building and municipal maintenance facility. • Provide a safe and clean working environment for staff and visitors. • Act as a building maintenance resource for other City facilities. The Government Buildings Department is responsible for the following functions: • Maintain mechanical and operating systems in five municipal buildings. • Maintain life safety and building equipment under vendor contracts including generators and fire systems. • Manage vendor contracts for elevator, janitorial and waste hauler services. • Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meet- ing rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet cleaning, or tile maintenance. • Coordinate tenant support, security and property maintenance for buildings and property purchased by the City for redevelopment. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Square footage of buildings maintained 200,000 200,000 200,500 200,500 Buildings controlled by Energy Management 2 2 2 2 System Maintenance contracts monitored 7 8 7 8 Light bulbs used per year for recycling N/A 702 693 695 Hours backup generator runs (per MPCA) 90 102 90 100 Paper work order requests 50 100 20 0 E-mail work order requests N/A 458 600 600 102 My of Rap 2010 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor HIGHLIGHTS & CHANGES Expenditure by Category Overview: The proposed Government Buildings Services budget is up $12,100, or 1.9% from the adjusted and Other 2009 budget. An increase in temporary custodial Charges Capital help is offset by a reduction in contractual custodial 66% Outlay service. w 0% The primary changes pertain to the reorganization Parts and Personal of this division under the umbrella of Parks and supplies services Recreation. The reorganization eliminated the 11% 23% building maintenance supervisor position and one part-time maintenance worker and consolidated into two custodial positions; a net reduction of 1.0 FTE. The supervision of the positions and care of the buildings interiors falls to the ECC Building Engineer and the care and planning for building infrastructure falls to the Parks Operations Supervisor. 2010 will continue to be a learning year to manage the changes from the reorganization. The plan is to move toward more negotiation/consolidation of services and providers and develop a more strategic approach to the long term care of government buildings. 2009 MID-YEAR BUDGET ADJUSTMENTS: Elimination of the Building Maintenance Supervisor position ($78,800), fuel ($1,000) 2010 HIGHLIGHTS: Highlight/Change 1: Janitorial service contracts have decreased by $25,500 but are offset with seasonal part- time custodial staff. Government Buildings custodial staff will be supplemented with seasonal/part-time to provide more extensive cleaning in city buildings. Financial Impact: Neutral Service Level Impact: Decreasing janitorial contracts and using seasonal staff for many functions will provide the opportunity for better oversight and cost control. For larger cleaning needs the expertise of existing full-time custodial staff at ECC can be mobilized for efficiency. EXPENDITURE SUMMARY Adjusted Proposed Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 181,862 $ 199,502 $ 121,800 $ 149,500 Parts and Supplies 63,829 76,341 74,700 69,300 : Services and Other Charges 403,076 426,289 423,100 418,400 ! Capital Outlay - 5,500 Total $ 648,767 $ 702,132 $ 625,100 $ 637,200 103 aq of E8 2010 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours' Building Maintenance Supervisor 1 1 0 0 - Building Maintenance Workers 2 2 2 2 4,160 Tota I _ 3 3 2 2_ 4,160 2010 WORK PLAN Activity Routine 1 Building maintenance and management of HVAC systems, building rounds 2 Recycling, setting up and tear down of rooms, snow removal, cleaning carpets and rooms 3 Vendor relations involving contracts, repairs and code reinforcement 104 pf Bap 2010 Proposed Budget Operating Budget Government Buildings (33) Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor LINE ITEM DETAIL _ Adjusted Proposed Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES-REGULAR $ 133,315 $ 145,435 $ 81,400 $ 88,600 - 6112 OVERTIME-REGULAR 5,863 5,826 11,300 500 _ 25,200 6130 SALARIES AND WAGES - TEMPORARY - _ 6142 PERA-COORDINATED 9,061 9,664 6,300 8,000 6144 FICA 10,755 10,772 7,100 8,700 6151 HEALTH INSURANCE 16,535 20,732 11,100 12,700, 6152 LIFE INSURANCE 275 243 - 6154 DISABILITY - LONG TERM 436 448 - - 6155 WORKERS COMPENSATION 5,622 6,382 4,600 5,800 PERSONAL SERVICES 181,862 199,502 121,800 149,500 PARTS & SUPPLIES 100 100 6210 OFFICE SUPPLIES 58 544 - 6212 OFFICE SMALL EQUIPMENT - 207 _ - 6220 OPERATING SUPPLIES-GENERAL 69 - 200 1,500 6222 MEDICAURESCUE/SAFETY SUPPLIES 1,983 1,440 1,300 1,000 6223 BUILDING/CLEANING SUPPLIES 18,453 21,678 22,000 19,000 6224 CLOTHING/PERSONAL EQUIPMENT 722 873 1,000 500 6230 REPAIR/MAINTENANCE SUPP-GENL 90 140 1,000 1,000 6231 MOBILE EQUIP REPAIR PARTS 822 641 300 200 6232 SMALL EQUIPMENT REPAIR PARTS - - 100 - 6233 BUILDING REPAIR SUPPLIES 25,670 26,147 19,500 ' 17,600 6235 FUEL, LUBRICANTS, ADDITIVES 2,041 2,413 2,000 1,500 _ 5 6240 SMALL TOOLS - - 200 400 6241 SHOP SUPPLIES - - - 6243 HEATING OIUPROPANE/OTHER FUEL 13,921 22,259 27,000 24,000 6244 CHEMICALS/CHEMICAL PRODUCTS - - _ 2,000 PARTS & SUPPLIES 63,829 76,341 74,700 69,300 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE (BACKUP GENERATOR) 900 779 700 800 6351 PAGER SERVICE FEES 234 297 300 200 6353 PERSONAL AUTO/PARKING - - 100 100 6385 INSURANCE 9,100 8,800 8,800 10,100 6405 ELECTRICITY 110,355 124,691 136,000 136,000 6410 NATURAL GAS SERVICE 62,662 72,960 68,000 80,000 6426 SMALL EQUIPMENT REPAIR-LABOR - 68 100 - _ 6427 BLDG OPERATIONS/REPAIR-LABOR 70,648 72,169 61,500 _ 6476 CONFERENCES AND SCHOOLS 100 100 6477 LOCAL MEETING EXPENSES - - 6480 LICENSES, PERMITS AND TAXES 236 319 500 500 - _ 70,000 6536 OTHER CONTRACTUAL _ - - 6537 JANITORIAL SERVICE 110,415 116,592 114,500 89,000 6539 WASTE REMOVAUSANITATION SERV 2,825 2,535 3,600 3,600 6569 MAINTENANCE CONTRACTS 35,701 27,080 28,800 28,000 SERVICES & OTHER CHARGES 403,076 426,289 423,100 418,400 CAPITAL OUTLAY 6620 BUILDINGS - 5,500 - CAPITAL OUTLAY - - 5,500 - TOTAL GOVERNMENT BUILDINGS $ 648,767 $ 702,132 $ 625,100 $ 637,200 1.94% 105 ok~ City of Eap ma 4 y TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 7, 2009 SUBJECT: PAYABLE 2010 PROPERTY TAX LEVY, PRELIMINARY GENERAL FUND OPERATING BUDGET AND BUDGET INFORMATION Meeting Purpose The City is required to certify a proposed payable 2010 property tax levy to the County Treasurer-Auditor on or before September 15, 2009. The primary purpose of the August 11 Special City Council meeting is to review the proposed property tax levy, the preliminary 2010 General Fund operating budget, and to provide direction to staff. Any modifications to the proposed levy and budget along with the additional work by staff will be presented to the City Council in an update at the September 8 Special City Council meeting. Formal action on the levy and preliminary 2010 General Fund Budget is scheduled for the regular City Council meeting on September 15, 2009. The required information will be faxed to the County after that meeting to comply with the State's deadline. Modifications to the preliminary 2010 budget and department adjustments as directed by the City Council can continue beyond that date with final levy certification and budget action scheduled for the December 15, 2009 regular City Council meeting. A meeting with Department Directors has been scheduled for September 22 to provide additional review of the 2010 General Fund Budget and to discuss implications of this budget and trends for future years. A Community Informational meeting remains to be scheduled for early October. The final property tax levy that is due at the County no later than December 28, 2009 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. Additionally, per the new Truth in Taxation (TnT) regulations approved by the State in 2009, the previous TnT hearing process has been abolished. Rather, the Council must now identify by September 15 which regularly scheduled meeting(s) they will be discussing and adopting the budget in order to allow public input on the budget at that meeting. By law, the opportunity for public input on the budget must occur during a regularly scheduled City Council meeting, and the City is required to announce and 1 formally notice the meetings. Should the Council proceed with community meetings on the budget, those meetings would provide an additional opportunity for public testimony, but would not replace the opportunity for the public to speak on the budget at a regularly scheduled Council meeting. Budget Process Background: The City Council and staff have been addressing revisions to the 2009 budget and preparation of the 2010 beginning as early as January of 2009. The following steps have been incorporated into this process: • At the March 3, 2009 City Council meeting, the Council adopted the City's 2009- 2010 Goals, which included a goal to: Maintain the City's long standing fiscally prudent and responsible budgeting approach while pursuing greater levels of fiscal independence and self reliance in long-term budgeting. • The March 10, 2009 special City Council meeting included discussion regarding potential 2009 Budget adjustments and 2010 & 2011 budget preparation. The City's labor attorney appeared at the meeting and provided information regarding labor contracts and a potential request for concessions from the City's unions. The City Council reiterated the need to move forward by working on the current budget while keeping the fiscally responsible budget goal in mind. • On April 2 an all employee meeting was held at which time City Administrator Hedges alerted all staff to the budget challenges facing the City and asked for employee suggestions to address the problem. • At the April 28 City Council retreat, the overall budget plan for 2009, 2010, & 2011 was reviewed including necessary reductions and potential personnel adjustments. • At the April meeting, the Council concurred with the decision to reallocate the tax levy to the general fund in the amount of the MVHC being lost in 2010 ($710,500) and a net reduction in expenditures in the amount of the projected losses in other revenues ($592,000). • In early May communications were sent to each of the City's labor unions requesting suggestions for reducing personnel related costs for 2009, 2010, & 2011. A communication was also sent to all employees asking for cost savings or cost reducing ideas that would have a positive impact on Eagan's overall spending plan. • In early May, at the same time that adjustments were being proposed to the 2009 budget, staff began the 2010 budget process and Department Directors prepared their 2010 budget proposals for the various divisions and departments. The staff budget team met with each of the departments in June and July to review budget submittals. • As a starting point, Directors were instructed to prepare budgets that were limited to a 3% increase from the revised (and yet to be approved) 2009 department budgets and to provide detailed explanations for any service delivery impacts resulting from the reductions necessary to achieve a budget at that level. • At the June 9 Special City Council meeting, the Council reviewed the impact of the Governor's unallotment, including the reduction in the City's Market Value Homestead Credit (MVHC), and provided direction on reductions to be made to the 2009 budget. • At the June 16 regular City Council meeting, the Council took formal action to amend the 2009 General Fund operating budget by reducing both revenues and expenditures by $592,000. • At the July 28 Special City Council Retreat the following items were presented and discussed: o A summary of all the 2010 general fund departmental budgets. o The revised 2009 General Fund Budget, which included the adjustments made by the Council at the June 16 meeting. o Per the direction of the Council at the June 9 Special City Council meeting, information on a variety of public policy issues, including: ■ Tax Impacts/Targets ■ Levy back of the 2008 and/or 2009 unallotment (MVHC), and the allocation of the tax levy amongst funds ■ Early Retirement/Separation Program ■ Service Delivery Adjustments/Reductions ■ Wages and Personnel ■ Revenue and Cost Recovery Opportunities The material presented in this packet is prepared in a manner consistent with previous City Council direction and in a manner consistent with staff's understanding of the desires of the City Council. Given the multitude of challenges and uncertainties, and the resulting public policy issues, it is important to note that this preliminary budget is not in as final a form as historically has been the case. Certain revenue estimates and proposed expenditure appropriations need additional refinement pending City Council direction and incorporation of additional information being gathered by staff. Incorporated for reference later in this memo is the outline of next steps. 'V The Comparative Summary of Expenditures by Department as currently compiled is as follows: 2010 Comparative Summary of Expenditures General Fund Budget Approved Adjustments Adjusted Proposed Difference 10 vs. Adj 09 2009 2009 2010 Budget Budget Budget Amount % GENERAL GOVERNMENT 01 Mayor & Council 147,900 147,900 155,100 $ 7,200 4.9% 02 Administration 490,200 (5,000) 4859200 498,500 13,300 2.7% 03 Information Technologies 1,287,700 (24,600) 1,263,100 1,289,600 269500 2.1% 04 City Clerk 253,200 (4,100) 249,100 314,700 65,600 26.3% 05 Finance 1,075,700 (5,000) 1,070,700 1,107,100 36,400 3.4% 06 Legal 457,400 457,400 395,000 (62,400) -13.6% 07 Comm Dev--Planning/ED 896,300 (15,200) 881,100 903,700 22,600 2.6% 08 Comm Dev--Inspections 965,800 (42,300) 923,500 909,200 (14,300) -1.5% 09 Communications 447,700 447,700 449,600 1,900 0.4% 10 Human Resources 251,900 (2,100) 249,800 242,500 (7,300) -2.9% Gen Govt Total 6,273,800 (98,300) 6,175,500 6,265,000 89,500 1.4% PUBLIC SAFETY 11 Police 119084,900 (248,900) 10,836,000 11,018,800 182,800 1.7% 12 Fire 1,648,700 (6,700) 1,642,000 1,696,300 54,300 3.3% Public Safety Total 12,733,600 (255,600) 12,478,000 12,715,100 237,100 1.9% PUBLIC WORKS 21 Public Works/Engineering 1,227,100 (10,100) 1,217,000 1,235,300 18,300 1.5% 22 Streets 1,733,800 (108,900) 1,624,900 1,751,100 126,200 7.8% 24 Central Svices. Maint. 590,600 (1,000) 589,600 613,900 24,300 4.1% Public Works Total 3,551,500 (120,000) 3,431,500 3,600,300 168,800 4.9% PARKS & RECREATION 30 Recreation 1,957,200 (45,700) 1,911,500 1,893,000 (18,500) -1.0% 31 Parks 1,946,200 (54,100) 1,892,100 2,001,200 109,100 5.8% 32 Tree Conservation 498,300 (12,000) 486,300 487,500 1,200 0.2% Parks & Rec Total 4,401,700 (111,800) 4,289,900 4,381,700 91,800 2.1% GENL GOVT BLDG MAINT 704,900 (79,800) 625,100 637,200 12,100 1.9% 33 Building Maintenance Subtotal 27,665,500 (665,500) 27,000,000 27,599,300 $ 599,300 2.2% 41 Contingency-undesignated 63,700 73,500 137,200 (19,800) (117,400) -85.6% General Fund Total $ 27,729,200 $ (592,000) $ 27,137,200 $ 27,579,500 $ 442-300 1.63% 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: 4 • Enclosed on page is a copy of the recently released State Auditor's Report for 2007 expenditures showing Eagan's per capita spending third lowest, relative to other cities with 50,000 or more residents. • Enclosed on page is a copy of local payable 2009 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 a decrease in overall market value of 5.0% from $7,872,165,800 for payable 2009 to $7,478,302,000 for payable 2010. The reduction in property tax values continues to make its way through the system. The City will also see a net tax capacity decrease of 5.9% from $83,309,732 to $78,427,435. 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. COMPARISON OF MARKET VALUE AND TAX CAPACITY Preliminary Final 2009 2010 Change Payable Payable Dollars % Market Value 7,872,165,800 7,478,302,000 (393,863,800) -5.0% Gross Tax Capacity 97,925,679 93,900,108 (4,025,571) -4.1% Fiscal Disparities (13,278,837) (14,206,508) (927,671) 7.0% Tax Increment Value (1,337,110) (1,266,165) 70,945 -5.3% Net Local Tax Capacity 83,309,732 78,427,435 (4,882,297) -5.9% Included in the overall net market value decrease is a $43,454,400 increase resulting from new construction, consequently there is an obvious and continuing downward trend to market values on existing property. Tax Capacity Property Tax Levy The State has again mandated levy limits for taxes payable in 2010. Eagan's property tax levy limit including all available special levies is $26,431,214 and that amount is considered in this budget. However, included in that levy is $983,023 MVHC that will not be reimbursed to the City by the State. Consequently, the City must levy for the MVHC amount but it will not be available as a revenue source. S The property tax component of the City's proposed certified levy for operations and debt service included in the proposed budget is $26,431,214 for payable 2010 compared to $24,715,937 for payable 2009. This information is demonstrated in the following table: COMPARISON OF TAX LEVY FOR OPERATIONS & TAX CAPACITY RATES Final Preliminary Change 2009 2010 Amount Per Cent Operating Levy $ 24,715,937 $ 26,350,114 $ 1,634,177 Debt Service Levy - 81,100 81,100 Total Tax Capacity Levy 24,715,937 26,431,214 1,715,277 6.9% F D Distribribution (2,316,958) (2,300,000) 16,958 -0.7% Net Local Levy $ 22,398,979 $ 24,131,214 $ 1,732,235 7.7% Tax Cap Rate-City: $ 22,398,979 $ 24,131,214 $ 83,309,732 $ 78,427,435 0.26886 0.30769 0.03882 14.4% The following MVHC unallotment amounts are impacting this dramatic increase to the City's tax capacity rate as follows: Unallotments included as a special levy: 2008 $ 430,615 2009 858,431 Total $ 1,289,046 Required levy for 2010 - not paid by the State and not available as a resource to the City: 983,023 Grand Total $ 2,272,069 City Tax Capacity Rate without levy backs for 2008 & 2009 and resources not received in calendar year 2010: $ 21,859,145 $ 78,427,435 0.27872 0.00985 3.7% Final Allocation of 2009 Property Tax Levy Tax related resources available to the City to appropriate in the operating budgets to provide services are $23,867,200 and $25,448,191 for the years 2009 and 2010 respectively. The property tax resources for the two years are allocated as follows: Final Allocation of Net 2009 Property Tax Levy Net Property Balance of Tax Levy MVHC Total General Fund $ 20,685,800 $ - $ 20,685,800 General Facilities R & R - - - Equipment Revolving Fund 953,900 - 953,900 Major St Const Fund - A 1,200,000 - 1,200,000 Major St Const Fund - B 641,200 42,703 683,903 Fire Apparatus 386,300 - 386,300 Fund Totals $ 23,867,200 $ 42,703 $ 23,909,903 Market Value 1,193,903 - 1,193,903 City Total $ 25,061,103 $ 42,703 $ 25,103,806 Cedarvale 3,000 - 3,000 Grand Total $ 25,064,103 $ 42,703 $ 25,106,806 Preliminary Allocation of 2010 Property Tax Levy Budgeted As Preliminary Preliminary Property Available Tax Levy Tax Revenue General Fund $ 22,400,977 $ 21,417,954 General Facilities R & R 271,146 271,146 Equipment Revolving Fund 987,790 987,790 Major St Const Fund - A 1,361,301 1,361,301 Major St Const Fund - B 1,010,000 1,010,000 Equipment Certificate D.S. 81,100 81,100 Fire Apparatus 318,900 318,900 Fund Totals $ 26,431,214 $ 25,448,191 MVHC Unallotment (983,023) - Total Available $ 25,448,191 $ 25,448,191 Market Value 1,198,103 1,198,103 Cedarvale $ 26,646,294 $ 26,646,294 Grand Total 3,000 3,000 $ 26,649,294 $ 26,649,294 Property Tax Comparison of 2009 Final Allocation to Preliminary 2010 Allocation (Available Dollars Only - Net of MVHC Unallotment) Final Preliminary Available Available 2009 Net 2010 Net Property Tax Property Tax Increase Dollars Dollars (Decrease) General Fund $ 20,685,800 $ 21,417,954 $ 732,154 General Facilities R & R - 271,146 271,146 Equipment Revolving Fund 953,900 987,790 33,890 Major St Const Fund - A 1,200,000 1,361,301 161,301 Major St Const Fund - B 641,200 1,010,000 368,800 Equip Certificate D.S. - 81,100 81,100 Fire Apparatus 386,300 318,900 (67,400) Fund Totals $ 23,867,200 $ 25,448,191 $ 1,580,991 Market Value 1,193,903 1,198,103 4,200 City Total $ 25,061,103 $ 26,646,294 $ 1,585,191 Cedarvale 3,000 3,000 - Grand Total $ 25,064,103 $ 26,649,294 $ 1,585,191 Market Value Property Tax Levy (Community Center Debt Service) The City's proposed certified levy for debt service based on referendum market value is $1,198,103 for payable 2010 compared to $1,193,903 for payable 2009. That is an increase of $4,200 or 0.4% from payable 2009 to payable 2010. The resulting market value referendum rate is increased by 5.6% from 0.0001517 to 0.0001603 due to the slightly higher levy and the decrease in the referendum market value. COMPARISON OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES Final Preliminary Change 2009 2010 Amount Per Cent Ref Mkt Value $ 7,870,296,000 $ 7,476,302,100 $ (393,993,900) -5.0% Debt Service Levy $ 1,193,903 $ 1,198,103 $ 4,200 0.4% Mkt Value Ref Rate 0.0001517 0.0001603 0.0000086 5.6% 00 The following table illustrates the impact of the market value referendum debt service levy (Eagan Community Center) for average value property for payable 2009 and 2010: MARKET VALUE LEVY TAX IMPACT Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2009 275,828 0.1517 41.84 2010 256,958 0.1603 41.19 Total Levy The following table illustrates the total proposed levy for payable 2010 compared to the total levy for payable 2009. COMPARISON OF TOTAL LEVY Final Preliminary Change 2009 2010 Amount Per Cent Operating Levy $ 24,715,937 $ 26,350,114 $ 1,634,177 Debt Service -Tax Capacity - 81,100 81,100 Total Tax Capacity $ 24,715,937 $ 26,431,214 $ 1,715,277 6.9% Debt Service Levy 1,193,903 1,198,103 4,200 0.4% Cedarvale 3,000 3,000 - Total $ 25,912,840 $ 27,632,317 $ 1,719,477 6.6% 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 2010 tax capacity rate calculates to .30769 compared to .26886 for payable 2009, an increase of 14.4%. Absent the unallotment of MVHC, the increase to the tax capacity rate would be 3.7%. The market value referendum rate for the Community Center bonds debt service calculates to .0001603 for payable 2010 compared to .0001517 for payable 2009, an increase of 5.6%. The following table of property tax history illustrates the estimated impact of the total proposed levy for payable 2010 taxes and compares the rates and impacts to historical tax rates and impacts for the years 2006 through 2009 on various market value residential properties. Distribution of the MVHC (given to properties, but not paid to the City) for 2010 is based on consistent levies from other taxing jurisdictions; any change in relative levies will affect the final credit distribution slightly. Eagan Property Tax History City Taxes Only Projected 2006 2007 2008 2009 2010 Tax Capacity Rate 0.26704 0.25232 0.25892 0.26886 0.30769 Market Value Rate 0.0001712 0.0001574 0.0001526 0.0001517 0.0001603 Market Value 150,000 $ 352 $ 326 $ 331 $ 344 $ 397 180,000 446 415 422 439 504 200,000 508 474 483 502 575 225,000 586 548 559 581 665 256,958 Pay 2010 Average Eagan House Mkt Value 779 275,828 Pay 2009 Average Eagan House Mkt Value 741 300,000 869 820 788 817 933 The following table illustrates the impact of these rates on the property taxes on an average market value property ($256,958) for payable 2010 compared to an average market value property ($275,828) for payable 2009 thereby adjusting for continuing deflation on property values. City Portion of Taxes on an Average Market Value House in Eagan 2009 Value: 275,828 2009 City Tax: 741 2010 Value: 256,958 2010 City Tax: 779 Decrease (18,870) Increase 38 Figures Include Community Center Debt Service Levy General Fund Revenue Estimates The preliminary 2010 budget as presented is 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 2010, although fees charged to other funds e.g. utilities, for General Fund support are increased to the maximum available in the City's cost allocation rubric. The financing of the City's General Fund operations remains heavily reliant on the property tax revenue as 77.7% of the estimated 2010 revenue is from that source. In the revised 2009 budget 76.2% of the revenue is from property taxes. These percentages 10 reflect Eagan's situation with no reliance on any Local Government Aid or MVHC State revenue sources to finance General Fund operations. Enclosed on page is a copy of the Comparative Summary of Revenues. Enclosed on pages r through is a copy of the Revenues by Line Item. A graphical comparison of 2009 and 2010 revenues is as follows: 2009 General Fund Revenues 2010 General Fund Revenues Revised Budget: $ 27,137,200 $ 27,579,500 r 3i. _ ~ F y ~ t~ `'l {k'ti 1 fi v 3 ~ 't »F 1 fir. , •x1 . st Licenses Transfers t Licenses Transfers ~ 1.0% 1.9% 1.0% 1.6% Permits Program Permits Program 2.2% Revenues 2.2% Revenues 6.8% Inte ov't 6.4% Intergovo't Rev her 2.2 /o 2.6% Rev Other Charges for Recreation Chargesfor 2.3% 2.7% Recreation Services Charges Services Charges 3.7% 2.8% 4.2% 2.6% General Fund Expenditure Appropriations The appropriations in the current 2010 preliminary budget total $27,579,500. The proposed General Fund budget reflects an increase of $442,300 or 1.6% over the revised 2009 budget. The proposed 2010 budget reflects $149,700 decrease or. 5% from the originally approved 2009 budget. The current 2010 preliminary budget incorporates all positions currently authorized in the City. No estimates have been incorporated for potential reductions resulting from implementation of the Voluntary Early Retirement/Separation program recently approved by the City Council. Those changes will be included in subsequent revisions to the General Fund Budget and will enhance the Fund Balance. I t Expenditure Summary by Major Classifications % of % of % % of Total Adiusted 2009 Total 2010 Total Change Change Increase Personal Services $ 20,141,900 74.2% 20,762,200 75.3%0 $ 620,300 3.1% 140.2% Parts and Supplies 1,578,900 5.8% 1,784,700 6.5% 205,800 13.0% 46.5% Services and Other Charges 5,156,700 19.0% 4,891,600 17.7% (265,100) -5.1% -59.9% Capital Outlay 102,200 0.4% 151,000 0.5% 48,800 47.7% 11.0% Merchandise for Resale 20,300 0.1% 9,800 0.0% (10,500) -51.7% -2.4% Contingency 137,200 0.5% (19,800) -0.1% (157,000) -114.4% -35.5% TOTAL $ 27,137,200 100.0% 27,579,500 100% $ 442,300 1.6% 100.0% 2009 General Fund Expenditures 2010 General Fund Expenditures Revised Budget: $27,137,200 $27,579,500 Personal PF" F, Personal Services Services 75.3% Parts an Supplies JPartsand 5.8% Supplies 6.5% Contingency Contingency 0.5% -0.1% Services and Services an Merchandise Capital Other Merchandise for Resale Outlay for Resale Capital Other 0.0% 0.5% Charges 0.1% Outlay Charges 17.7% 0.4% 19.0% As is well known, in our service-oriented role as local government, labor is our primary commodity, and thus consistently drives approximately three-quarters of the City's annual budget. Changes to the overall 2010 personnel budget reflected in the following table incorporate all reductions from the originally approved 2009 budget and compares that to 2010 budgeted positions, again at current staffing levels. All personnel estimates include approved labor contract hourly rate increases and no increases for non-union employees. Step increases for non-union employees are included in the projections. Personnel costs include a projected 15% increase in health insurance premium rates. is General Fund Personnel Summary 2010 Budget 2009 2010 Change Existing Personnel Original Proposed Regular Employees Budget Budget $ % Salaries/wages/overtime $ 14,459,600 $ 14,803,800 $ 344,200 2.4% PERA 1,433,400 1,491,600 58,200 4.1% FICA 756,400 771,000 14,600 1.9% Health/Life/LTD Insurance 1,904,600 2,174,000 269,400 14.1% Worker's Compensation 471,300 503,100 31,800 6.7% Volunteer Firefighters compensation 393,400 393,500 100 0.0% Fire Relief Association (pension) 323,100 340,800 17,700 5.5% Subtotal - Existing Personnel 19,741,800 20,477,800 736,000 3.7% Position Reduction from Original 2009 Clerical IV Hours (City Clerk/HR) (6,200) (15,300) Community Development Re-Organization (33,000) (81,300) Police (Officers and Crime Analyst) (169,600) (257,400) Fire (Volunteer Pay) (58,500) (53,500) MOD - Seniors/Teens (Recreation) (25,200) (47,600) Building Maintenance (78,800) (84,100) Subtotal - Reduced Positions (371,300) (539,200) (167,900) Position Addition from Original 2009 Fire (Additional Contribution to Pension) 50,000 50,000 Subtotal -Additional Positions 50,000 50,000 - Temporary/Seasonal City Clerk (Elections) - 60,000 60,000 Comm Devel (APC record secy) 1,500 - (1,500) Communications 6,100 - (6,100) Pub Wks/Engineering 16,200 16,200 - Pub Wks/Streets 17,900 17,900 - Central Svcs Maint. 15,400 15,400 - Parks/Recreation 568,900 541,900 (27,000) Tree Conservation 95,400 97,000 1,600 Gov't Buildings - 25,200 25,200 Subtotal - Temporary/Seasonal 721,400 773,600 52,200 7.2% Total Personnel $ 20,141,900 $ 20,762,200 $ 620,300 3.1% The scenario as presented in the preliminary budget shows the percentage of the budget dedicated to personal services at 75.3% and the allocation continues to reflect the intensity of personnel costs to deliver local government services. Overtime allocations remain at approximately the 2009 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 13 peak service demand times without increasing the personnel complement necessary for base level staffing for ongoing activities. Contingency Account The current preliminary budget as prepared by the City Administrator includes a deficit in the contingency account of $19,800 which will be eliminated with subsequent revisions to the preliminary budget. A small contingency account primarily for the purpose of facilitating small changes during the budget implementation will be incorporated back into the budget as work continues. This presentation combined with no use of the fund balance to support 2010 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 budgeted approximately 2% of the total budgeted operations amount from current resources into the contingency account in addition to maintaining the fund balance at approximately 30 to 35% of the next year's expenditures. The fund balance target has subsequently been revised to 40 to 45% 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. General Fund Fund Balance No current, proposed expenditures are recommended for financing through the General Fund fund balance for the 2010 budget. Savings resulting from additional personnel reductions during 2010 will result in an increase to the City's fund balance and move the balance back in the direction of the desired range. The General Fund fund balance as reported in the December 31, 2008 Comprehensive Annual Financial Report was $10,429,868. This balance calculates to 38.6% of the revised 2009 budgeted expenditures and is undesignated and available as a contingency and to provide working capital for operations. Based on the continuation of City Council direction used in the preparation of the 2004 budget operations, the Fund Balance is set aside to provide for emergency or unanticipated expenditure appropriations during the balance of 2009 and 2010. 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, 2008 Fund Balance $10,429,868 Minus Proposed Appropriations for 2009 Budget - Projected 12-31-09 Balance $10,429,868 Projected 12-31-2009 Fund Balance as % of 2010 Budget 37.8% Fund Balance Target at 40% $ 10,800,000 Projected Variance From Target at 12-31-2009 $ (370,132) 14 The City Council has previously authorized a payment of $600,000 from the fund balance to purchase land for the new fire safety center. Given the current challenges with General Fund operations and fund balance levels, that proposed expenditure is not reflected in the above table. Staff will be recommending different funding options for the land purchase when a complete financing package is put together for the fire safety center roject and presented to the Council for formal consideration. 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 was $2,000 annually. The levy for payable 2006 was raised to $3,000 and is currently proposed at that level for payable 2010. 15 General Fund Budget Next Steps 11-Aug City Council review of a preliminary General Fund Budget. " Staff modifies preliminary budget per City Council direction. * Voluntary Early Retirement/Separation program is implemented. 8-Sep City Council General Fund Budget Update. 15-Sep City Council certifies preliminary tax levy. * Staff implements City Council direction. * Staff continues to modify the preliminary budget as staffing levels and models are adjusted. * Staff reviews additional cost shifting philosophies. * Staff reviews additional revenue enhancement opportunities. * Employee suggestions are reviewed and incorporated into budget as feasible. * Staff identifies service level impacts resulting from implementation of budget decisions. 22-Sep Special City Council Meeting - Department Director Discussions Fall Citizen Informational Meeting(s). 15-Dec City Council certifies final levy and approves 2010 General Fund Operating Budget. 2010 2010 General Fund Budget is Modified as necessary resulting from new information. For this schedule, action will need to be taken to reschedule the December City Council meetings, due to the legislative modifications to Truth in Taxation. Public Policy Issues The following are matters of public policy for the City Council's consideration at this time: 1. Preliminary Tax Levy -11s the proposed amount and allocation of the 2010 property tax levy appropriate? The Council is asked to provide direction to staff for the preparation of required material for consideration at the September 15, 2009 special City Council meeting. '(0 2. Feedback on Revenue Estimates/Expenditures Appropriations The City Council is asked to provide feedback to the City Administrator to continue preparation of the final budget. Together with the Department and Division Heads, I submit this 2010 preliminary budget, the enclosed budget information and these policy issues for your consideration, while acknowledging the fluid status of budgeting in today's world and the need for a great deal more on-going work and discussion to reach a "final" product for adoption in December. City Administrator 2007 Per Capita Current Expenditures MN Cities with 50,000+ Population (Source: State Auditor, January 2009) Lakeville 376 Blaine 399 Eagan 410 i Coon Rapids 422 I Woodbury 1432 y Plymouth 500 I Burnsville 507 Maple Grove 532 Brooklyn Park 570 Eden Prairie 590 Minnetonka 613 _ C St. Cloud 718 Rochester 719 Bloomington 963 St. Paul 1,056 I Duluth i 1,136 Minneapolis 1,458 $0 $300 $600 $900 $1,200 $1,500 g 2009 Payable Property Taxes - City Portion Based on $275,808 market value home (Eagan average) Plymouth 649 Mendota Hts 715 Eagan 741 Eden Prairie 752 Minnetonka 792 Woodbury 805 ~ i Maple Grove 819 Coon Rapids 859 -I Bloomington 904 Lakeville 913 18-city average 31 Burnsville 54 Inver Grove Hts 1,002 South St. Paul 1,020 Apple Valley 1,066 Brooklyn Park 1,115 Rosemount 1,142 West St. Paul 1,188 Hastings 1,32 500 1,000 1,500 11 8/7/2009 2010 BUDGET GENERAL FUND COMPARATIVE SUMMARY OF REVENUES 2007 2008 2009 2010 Actual Actual Budget Proposed General Property Taxes $ 18,213,068 18,887,330 $ 20,685,800 $ 21,417,900 Licenses 273,298 278,552 278,200 278,700 Permits 1,348,651 1,192,579 589,500 597,600 Intergovernmental Rev 1,413,974 1,122,628 637,700 600,500 Charges for Services 1,489,364 1,291,509 1,139,300 1,016,100 Recreation Charges 713,740 697,606 747,800 719,300 Fines & Forfeits 283,396 318,252 350,500 372,000 Other Revenues 624,214 602,336 359,000 366,300 Program Revenues 1,537,208 1,432,676 1,846,300 1,761,500 Transfers 433,250 415,458 503,100 449,600 TOTAL GENERAL FUND $ 26,330,161 $ 26,238,925 $ 27,137,200 $ 27,579,500 D`) GENERAL FUND REVENUES BY LINE ITEM New Acct 2007 2008 2009 2010 CHANGE No. DESCRIPTION Actual Actual Revised Budget Estimated 2009 to 2010 % TAXES: 4020 AD VALOREM TAXES - CURRENT $ 16,552,668 $ 17,168,250 $ 20,685,800 $ 21,417,900 $ 732,100 3.5% 4021 AD VALOREM TAXES - DELINQUENT 216,526 212,881 - - - 4030 FISCAL DISPARITIES 1,423,617 1,500,467 - - - 4031 PENALTIES AND INTEREST 20,258 5,732 - - - TOTAL $ 18,213,068 $ 18,887,330 $ 20,685,800 $ 21,417,900 $ 732,100 3.5% LICENSES: 4055 LIQUOR 203,533 216,733 216,300 210,900 (5,400) -2.5% 4056 BEER 7,150 8,358 7,200 8,300 1,100 15.3% 4057 TOBACCO 10,467 10,942 9,800 11,000 1,200 12.2% 4058 TREE MTN CONTRACTOR 563 625 500 600 100 20.0% 4059 GARB/RUBBISH HAULING 10,064 9,032 9,800 9,500 (300) -3.1% 4060 KENNEL 200 150 200 200 - 0.0% 4061 DOG 32,451 23,184 24,100 28,000 3,900 16.2% 4062 AMUSEMENT 1,520 1,740 2,000 1,700 (300) -15.0% 4063 PET SHOP LICENSE 150 150 200 200 - 0.0% 4064 MASSAGE THERAPIST 7,175 7,713 8,000 7,500 (500) -6.3% 4068 BODY ART - - - 400 400 0.0% 4070 OTHER 25 (75) 100 400 300 300.0% TOTAL $ 273,298 $ 278,552 $ 278,200 $ 278,700 $ 500 0.2% PERMITS: 4085 BUILDING 1,013,057 901,438 400,000 400,000 - 0.0% 4087 PLUMBING 59,008 68,830 46,000 45,000 (1,000) -2.2% 4088 MECHANICAL 183,171 121,904 90,000 90,000 - 0.0% 4089 SIGN 17,781 32,082 13,000 12,000 (1,000) -7.7% 4091 WELUPRIVATE SEPTIC 70 70 100 100 - 0.0% 4094 EXCAVATING 5,300 2,800 5,000 5,000 - 0.0% 4095 CONDITIONAUSPECIAL USE 4,450 4,900 3,500 4,000 500 14.3% 4096 FIRE SUPPRESSION PERMITS 30,159 20,619 7,000 7,000 - 0.0% 4097 FIREWORKS PERMITS 1,550 1,910 1,800 1,800 - 0.0% 4100 UTILITY 30,590 32,220 20,000 30,000 10,000 50.0% 4102 PUBLIC ROW CONST 1,930 2,070 1,600 800 (800) -50.0% 4120 OTHER 1,585 3,736 1,500 1,900 400 26.7% TOTAL $ 1,348,651 $ 1,192,579 $ 589,500 $ 597,600 $ 8,100 1.4% GENERALFUND REVENUES BY LINE ITEM New Acct 2007 2008 2009 2010 CHANGE No. DESCRIPTION Actual Actual Revised Budget Estimated 2009 to 2010 % INTER-GOVT REV. 4135 FEDERAL GRANTS - 20,860 - - - 4140 STATE GRANTS 5,995 2,288 7,900 - (7,900) -100.0% 4153 MVHC 726,427 489,728 - - - 0.0% 4155 MSA - MAINTENANCE 67,200 67,200 67,200 67,300 100 0.1% 4158 POLICE TOWN AID 503,863 472,500 504,000 472,500 (31,500) -6.3% 4159 POLICE TRAINING AID 27,335 27,637 25,500 27,600 2,100 8.2% 4160 STATE PERA AID 33,114 33,114 33,100 33,100 - 0.0% 4175 COUNTY GRANTS 22,572 9,301 - - - 0.0% 4177 DCC COMPENSATION 27,468 - TOTAL $ 1,413,974 $ 1,122,628 $ 637,700 $ 600,500 $ (37,200) -5.8% CHARGES FOR SERVICES: 4205 VARIANCE FEES 3,200 6,900 3,000 3,000 - 0.0% 4206 PLATTING FEES 16,205 10,120 2,000 8,000 6,000 300.0% 4207 REZONING FEES 6,250 6,050 5,000 5,000 - 0.0% 4210 RETURNED CHECK FEE 1,140 900 1,100 900 (200) -18.2% e, 4212 DOG IMPOUND/KENNEL FEE 7,897 8,580 6,400 5,900 (500) -7.8% J~ 4214 BURGLAR ALARM FEES 23,725 20,350 27,000 27,000 0.0% 4215 REPEAT NUISANCE CALL FEE 1,250 2,750 500 500 - 0.0% 4216 DAYCARE INSPECTION FEES 750 600 500 500 - 0.0% 4220 VACATION PROCEEDINGS 2,200 1,200 2,300 1,000 (1,300) -56.5% 4221 PUBLIC SAFETY FEES 3,390 3,751 3,700 4,000 300 8.1% 4222 PLAN CHECKS 484,055 308,804 130,000 130,000 - 0.0% 4223 PLANNED DEVELOPMENT REVIEW - - 100 100 - 0.0% 4226 DEV ESCROW REIMBURS 104,361 74,492 12,200 14,200 2,000 16.4% 4227 ENGINEERING SERVICES 408,176 374,255 621,900 504,000 (117,900) -19.0% 4228 ENG/FINANCIAL ADMINISTRATION 4,686 2,553 2,500 2,500 - 0.0% 4229 TAX INCREMENT FINANCING APPLICA - 1,000 - - - 0.0% 4230 PRINT MATERIAL/OTHER FEES 6,745 6,382 6,900 5,400 (1,500) -21.7% 4231 RESEARCH OF CITY RECORDS - 50 100 100 - 0.0% 4233 TOBACCO NON-COMPL. PENALTY 700 425 1,000 500 (500) -50.0% 4234 POLICE SECURITY - EXEMPT 94,204 161,828 37,500 37,500 - 0.0% 4236 POL SVCES TO SCHOOL DIST 153,797 154,921 157,700 162,900 5,200 3.3% 4239 INVESTIGATION FOR LICENSING 11,400 18,750 6,300 7,700 1,400 22.2% 4241 ALCOHOL NON-COMPL. PENALTY 4,500 4,000 3,000 3,000 - 0.0% 4242 MAINT EQUIP & PIERS CHG 30,406 14,129 2,500 2,500 - 0.0% 4245 PERMIT SURCHARGE 909 855 1,000 500 (500) -50.0% GENERALFUND REVENUES BY LINE ITEM New Acct 2007 2008 2009 2010 CHANGE No. DESCRIPTION Actual Actual Revised Budget Estimated 2009 to 2010 % 4246 ADMN FEE ON SAC 5,514 1,949 4,400 4,400 - 0.0% 4247 ROOM TAX ADMIN FEE 43,671 44,083 40,000 35,000 (5,000) -12.5% 4260 INVESTMENT MGMT FEE 70,234 61,834 60,700 50,000 (10,700) -17.6% TOTAL $ 1,489,364 $ 1,291,509 $ 1,139,300 $ 1,016,100 $ (123,200) -10.8% 4310-13 RECREATION PROGRAM FEES: 3027 HOLZ FARM - 22,643 27,900 - 3029 SAFETY CAMP 3,168 3,525 3,200 3,200 - 0.0% 3030 CAMPS/CLINICS 5,047 6,699 4,500 6,200 1,700 37.8% 3032-5 TENNIS 26,154 21,158 25,000 25,600 600 2.4% 3037-8 GOLF 51,613 35,770 36,700 31,600 (5,100) -13.9% 3041-3 VOLLEYBALL 36,525 32,200 36,800 34,200 (2,600) -7.1% 3044-6 BROOMBALL 8,559 8,554 9,000 8,500 (500) -5.6% 3047 T-BALL 8,855 10,261 9,000 12,600 3,600 40.0% 3048 ADULT SOFTBALL-MEN 102,770 105,530 115,100 111,900 (3,200) -2.8% 3049 ADULT SOFTBALL-WOMEN 7,058 4,615 4,200 6,100 1,900 45.2% 3050 ADULT SOFTBALL-CO-REC 37,117 41,999 42,300 39,000 (3,300) -7.8% f _ • 3052 FOOTBALL 3,033 2,988 4,000 3,100 (900) -22.5% w 3054-6 HOCKEY/BOOT HOCKEY 2,519 1,984 2,100 2,100 - 0.0% 3057 PRESCHOOL PROGRAMS 124,238 110,177 115,000 100,100 (14,900) -13.0% 3058,75 TEENS 13,696 7,950 22,800 18,400 (4,400) -19.3% 3059 SUMMER IN THE PARK 34,526 28,933 32,500 25,500 (7,000) -21.5% 3060 PUPPET WAGON 580 666 1,000 1,500 500 50.0% 3061 EVENINGS IN THE PARK 1,316 11,405 7,000 10,000 3,000 42.9% 3062 SCHOOLS OUT EVENTS 1,183 261 1,000 900 (100) -10.0% 3063 SEASONAL SPECIAL EVENTS 6,185 7,447 6,000 11,500 5,500 91.7% 3065 SPECIAL EVENTS 224 2,410 500 1,300 800 160.0% 3066 DANCE 3,765 5,215 4,000 4,200 200 5.0% 3067 ADAPTIVE/INCLUSION 3,755 3,512 3,700 2,900 (800) -21.6% 3069 NATURE PROGRAMS - - 1,000 1,500 500 50.0% 3070 TRIPS & TOURS 3,896 2,687 4,000 1,500 (2,500) -62.5% 3071,74 TUBING HILLS 1,203 7,142 5,600 5,100 (500) -8.9% 3076 BASKETBALL 32,893 32,752 38,500 32,800 (5,700) -14.8% 3077 WIFFLEBALL 2,498 2,549 2,500 2,800 300 12.0% 3078 SENIOR CITIZENS 18,957 15,385 20,000 14,800 (5,200) -26.0% 3079 FUN RUNS/WALKS 5,002 6,437 5,000 8,200 3,200 64.0% GENERALFUND REVENUES BY LINE ITEM New Acct 2007 2008 2009 2010 CHANGE No. DESCRIPTION Actual Actual Revised Budget Estimated 2009 to 2010 % 3080 CONCESSIONS 15,410 8,435 18,700 12,400 (6,300) -33.7% 3081 ARTS COUNCIL 95,726 105,287 99,000 94,500 (4,500) -4.5% 3082 SPORTS & CREATIVE CAMPS 34,863 32,702 33,400 31,600 (1,800) -5.4% 3083 PRESCHOOL CREATIVE ACTIVITIES 6,810 7,001 - - - 0.0% 3085 FAMILY ACTIVITIES 2,662 919 1,700 - (1,700) -100.0% 3086 NEW PROGRAMS 488 511 - - - 0.0% 3092 CDGB SENIOR PROGRAMS - - 21,600 25,800 4,200 19.4% OTHER PROGRAM REVENUE - - - - - 0.0% TOTAL $ 702,293 $ 697,707 $ 736,400 $ 719,300 $ (45,000) -2.3% OTHER PARK FEES: 4375 TREE SALES 11,394 - 11,400 - (11,400) -100.0% 4381 OTHER PARK PROGRAMS 52 (101) - - 0 0.0% TOTAL $ 11,447 $ (101) $ 11,400 $ - $ (11,400) -100.0% FINES & FORFEITS: 4410 COURT FINES/FORFEITS 235,362 286,819 310,000 320,000 10,000 3.2% 4411 PROSECUTION COSTS/FINES 47,148 27,965 40,000 50,000 10,000 25.0% 4420 POLICE FINES & FORFEITURE - 1,400 - - - 0.0% 4421 EVIDENCE FORFEITURES 886 2,068 500 2,000 1,500 300.0% TOTAL $ 283,396 $ 318,252 $ 350,500 $ 372,000 $ 21,500 6.1% MISC REVENUES: 4610 INTEREST ON INVESTMENTS 323,817 349,503 229,400 235,000 5,600 2.4% 4611 SPEC ASSMT-PRINCIPAL 2,242 7,156 - - - 0.0% 4615 CHANGE IN FMV - INVESTMTS 117,132 84,901 - - - 0.0% 4620 ANTENNA LEASES - HOLZ FARM 21,350 22,650 24,000 24,000 - 0.0% 4621 BUILDING RENT 8,985 9,120 6,300 6,300 - 0.0% 4622 EQUIPMENT RENT 350 - 500 500 - 0.0% 4624 ATHLETIC FIELD RENT 36,554 36,130 34,100 35,100 1,000 2.9% 4625 PARK SHELTER RENT 39,084 37,825 34,100 35,300 1,200 3.5% 4626 PARK SHELTER RENT-EXEMPT 302 202 500 300 (200) -40.0% 4627 ATHLETIC FIELD RENT-EXEMPT - 341 - 100 100 0.0% 4628 SWITCHING STATION RENT 13,483 14,292 15,200 15,000 (200) -1.3% 4634 ATHLETIC FIELD RENT-NON-RESIDEN- 7,062 14,967 4,700 6,100 GENERAL FUND REVENUES BY LINE ITEM New Acct 2007 2008 2009 2010 CHANGE No. DESCRIPTION Actual Actual Revised Budget Estimated 2009 to 2010 % 4657 SALE OF CITY PROPERTY 3,543 1,021 3,100 1,000 (2,100) -67.7% 4660 LAPEL PINS 154 66 100 100 - 0.0% 4661 HISTORY BOOKS/TREE PINS 165 243 300 200 (100) -33.3% 4663 CONTRIBUTION/DONATION 39,623 13,200 - - - 0.0% 4665 GRANTS FROM NON-GOVT ENT 6,000 7,200 4,800 5,000 200 4.2% 4666 HISTORY CARDS 847 961 200 200 - 0.0% 4667 EAGAN VIDEO/DVD 68 11 100 100 - 0.0% 4691 OTHER REVENUE 3,455 2,547 1,600 2,000 400 25.0% TOTAL $ 624,214 $ 602,336 $ 359,000 $ 366,300 $ 5,900 2.0% PROGRAM REVENUES: 4810 PROJ. ADMIN 325,286 242,936 416,100 290,000 (126,100) -30.3% 4811 CENTRAL SERVICES MTN 85,400 86,400 75,700 78,000 2,300 3.0% 4812 WATER ADMIN 613,100 643,800 803,100 827,200 24,100 3.0% 4813 SEWER ADMIN 291,800 306,400 381,800 393,300 11,500 3.0% 4815 STREET LIGHT ADMIN 30,700 32,200 39,500 40,700 1,200 3.0% 4816 STORM DRAINAGE ADMIN 21,600 22,700 26,300 27,100 800 3.0% 4817 WATER QUALITY ADMIN 52,900 55,500 65,800 67,800 2,000 3.0% 4821 DRUG TASK FORCE REIMB 21,738 14,315 28,000 12,400 (15,600) -55.7% 4822 OTHER REIMBURSEMENTS 89,571 22,483 10,000 20,000 10,000 100.0% 4831 CAPITAL CREDIT 5,113 5,942 - 5,000 - 0.0% TOTAL $ 1,537,208 $ 1,432,676 $ 1,846,300 $ 1,761,500 $ (89,800) -4.6% TRANSFERS: CABLE FRANCHISE FEES 433,250 415,458 503,100 449,600 (53,500) -10.6% TOTAL $ 433,250 $ 415,458 $ 503,100 $ 449,600 $ (53,500) -10.6% GRAND TOTAL $ 26,330,161 $ 26,238,925 $ 27,137,200 $ 27,579,500 $ 408,000 1.6% Non-tax/MVHC revenues 6,861,867 6,451,400 6,161,600 (289,800)