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10/13/2009 - City Council Special
AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY, OCTOBER 13, 2009 5:30 P.M. EAGAN ROOM—EAGAN MUNICIPAL CAMPUS I. ROLL CALL AND ADOPTION OF AGENDA II. VISITORS TO BE HEARD r III. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION a. MAC PRESENTATION OF MSP LONG TERM COMPREHENSIVE PLAN b. 2009-2010 ARC WORK PROGRAM P 7 IV. REVIEW OF COMPREHENSIVE RATE STRUCTURE FOR ALL PUBLIC UTILITIES 19. Is v. 2010 ENTERPRISE FUND BUDGETS (WATER, SANITARY SEWER, STREET LIGHTING, STORM DRAINAGE, WATER QUALITY, CASCADE BAY, AND COMMUNITY CENTER) -PLP VI. 2010 E -TV BUDGET f101 VII. 2010 EAGAN CONVENTION AND VISITOR'S BUREAU BUDGET p. &s VIII. REVIEW PRACTICE PERTAINING TO APPOINTMENT OF ELECTION JUDGES f. 15IX. FIRE SAFETY CENTER UPDATE X. OTHER BUSINESS XI. ADJOURN Special City Council Workshop October 13, 2009 III. JOINT MEETING WITH THE AIRPORT RELATIONS COMMISSION a. MAC PRESENTATION OF MSP LONG TERM COMPREHENSIVE PLAN ACTION TO BE CONSIDERED: No formal action is needed. MAC staff will provide an update on the MSP Long Term Comprehensive Plan. FACTS: • It is the practice of the City Council to meet with each of their advisory commissions at least one time each year, and as such the Eagan Airport Relations Commission has been invited to attend the October 13 City Council workshop. • There are two items for discussion with the ARC. The first is to jointly receive an update from the Metropolitan Airports Commission (MAC) regarding the MSP Long Term Comprehensive Plan, and the second item is to discuss the proposed 2009-2010 ARC Works Program. • Dennis Probst, MAC Deputy Executive Director—Planning and Environment, and Chad Legve, MAC Manager of the Aviation and Satellite Programs, will be present at the workshop to provide a brief update on the MSP Long Term Comprehensive Plan Update. ATTACHMENTS: • Enclosed on pages through is the MSP Long Term Comprehensive Plan Update provided to City staff in September 2009. b. 2009-2010 ARC WORK PROGRAM ACTION TO BE CONSIDERED: To approve the 2009-2010 Airport Relations Commission Work Plan. FACTS: • Following the presentation by the MAC of the MSP Long Term Plan, the Airport Relations Commission is prepared to dialogue with the Council about the proposed 2009-2010 ARC Works Program. • Chuck Thorkildson, Chair of the ARC, is prepared to present the proposed work plan. • This is also an opportunity for the Council to dialogue with the ARC about any other airport issues facing the community. ATTACHMENTS: • Enclosed on page Vi is the proposed 2009-2010 ARC Work Program. i Minneapolis — St. Paul International Airport (MSP) Long Term Comprehensive Plan Update Purpose of the Plan The Metropolitan Council adopted guidelines to integrate information pertinent to planning, developing, and operating the region's airports in a manner compatible with their surrounding environs. The process to ensure this orderly development is to be documented in a Long Term Comprehensive Plan (LTCP) for each airport. Recognizing the dynamic nature of the aviation industry, the plans are to be updated regularly. The original LTCP for MSP was completed in 1996. The 2009 update will be the first revision to the LTCP and will reflect substantial changes to MSP and the aviation industry over the previous 13 years. Contents of the Plan The LTCP identifies the type and location of facility improvements needed to safely and efficiently accommodate aviation demand through the year 2030. The LTCP also provides guidance for phasing airport improvements during the development period. Process The LTCP is developed in five steps: 1. Inventory existing facilities and assess their condition and capacity 2. Prepare a forecast of aviation demand for the next 20 years 3. Determine required facility improvements to meet the demand 4. Develop concepts for facility improvements 5. Evaluate concepts and select a preferred option as the LTCP Inventory Existing facilities at MSP were inventoried and their conditions and capacities assessed. The inventory shows that future plans for MSP will require careful consideration of balancing airfield capacity, terminal capacity, and Iandside capacity. In addition to properly balancing the capacities of these three functional elements of the airport, more efficient balance and utilization of the airport's two terminal complexes will require consideration. Forecast Forecasts of annual passenger boardings and aircraft operations (take -offs and landings) were completed in June 2009. They show that passenger boardings are expected to increase by over 73% by 2030, growing from 16.4 million to 28.4 million. Total aircraft operations at MSP are expected to grow by about 40% from 450,000 to 630,000 by 2030. The current economic recession has resulted in declines in both boardings and operations at MSP since 2006. Passenger boardings are expected to return to previous levels in 2013, while operations are expected to return to previous levels in 2019. 35 30 2 25 20 0 15 m Wo 10 0 0 5 0 Boardings Forecast Previous CT P Cow Foie 1990 700 .,7 650 WI 600 0 550 rE 500 2 450 2 400 350 0 300 250 P. 200 < 150 z, 100 50 1995 2000 2005 Operations Forecast 2010 2015 2020 2025 2030 y evlous LTCP 1990 1995 2000 2005 2010 2015 2020 2025 2030 July 31, 2009 MINNEAPOLIS — ST. PAUL INTERNATIONAL AIRPORT Facility Requirements Growth in the number of passengers and aircraft operations will require airport facilities to be improved in order to keep operating in a safe and efficient manner. The existing passenger terminal complexes and their landside facilities are not able to accommodate forecast growth without expansion. Growth in passenger boardings will prompt additional aircraft gates, additional parking, more roads and terminal space to allow passengers to enjoy a safe and comfortable airport environment. Balancing passenger demand between the Lindbergh and Humphrey terminals will result in improved efficiency of both facilities. This balance can best be achieved by utilizing the Lindbergh Terminal to accommodate Delta Air Lines and its partner airlines while relocating all other airlines to Humphrey Terminal. The aviation activity forecast determines that this move should occur by 2015. The charts below illustrate the requirements of key facilities such as aircraft boarding gates, automobile parking, and terminal curbfront lengths. The charts show the effects of relocating airlines from the Lindbergh Terminal to the Humphrey Terminal in 2015. Though aircraft operations will be growing as well, the existing four -runway airfield is expected to be able to continue operating in a safe and efficient manner without the need for additional runways. Some improvements to taxiways may be required to help aircraft move around the airfield as they taxi between the runways and the terminal complexes. Vehicle Parking Requirements Lindbergh Terminal 500' • 28 • 24 0' Curb Roadway Requirements Departures Curb 1,400' 1,200' 1,000' aaii ▪ 800' LL 600' 400' 200' Arrivals Curb 2,500' 2,000' 1,500' m LL 1,000' {' Airrine Relocation 20 16 • 12.....�.....®...®.e......a.w. ..�...o�,®..;. Exi:.ling ��pacity 11 ,,'SEi .: paco� 8 E 4 42 2005 2010 2015 Humphrey Terminal g 6 E 20 18 16 14 12 10 8 4 2 5 2020 2025 2030 Lindbergh Humphrey Lindbergh Gate Requirements 140 120 100 Humphrey 96 103 111 119 Airline Relocation80 60 30 34 36 40 21 23 27 20 0 IIsum i Calmrity .�Jtl spv r,-�s 0 2005 2010 2015 2020 2025 2030 2008 2010 2015 2020 2025 2030 Lindbergh t, Humphrey Long Term Comprehensive Plan - July 31, 2009 Concepts Lindbergh Terminal Concept opyOLI8 +A' . MAC 44; A�APoWi 4 OADDITIONAL GATES Extending Concourse G would provide new gates capable of accommodating domestic or international flights. O EXPANDED INTERNATIONAL ARRIVALS HALL New, larger facilities would be provided to accommodate growing demand for international flights to MSP. 0 SECURITY SCREENING Reconfiguration of security would improve efficiency and reduce wait times. 0 BAGGAGE CLAIM The existing baggage claim hall would be reconfigured with larger, modern baggage claim systems. OPARKING Additional parking garages would be constructed south of the existing garages to accommodate existing and future parking demand. OARRIVALS CURB Improvements to the curb area would improve capacity and efficiency for arriving passengers to reach shuttles, taxis, and private vehicles. 0 HOTEL A site has been identified that would be appropriate for hotel development. Humphrey Terminal ConceptY O ADDITnONL Of SES New gates would be added by extending the passenger concourses to the north and south accommodating up to 26 additional gates. O PASSENGER PROCESSING Ticketing and baggage claim facilities would be expanded to accommodate additional airlines and passengers. OPARKING Existing garages would be expanded to accommodate future parking demand. 0 RENTAL CAR FACILITIES Accommodations for rental cars would be provided by expanding existing parking garages. Long Term Comprehensive Plan - July 31, 2009 MINNEAPOLIS - ST. PAUL INTERNATIONAL AIRPORT Phasing Improvements Improvements must be phased and constructed in response to demand. Balancing passenger loads between the two terminals is essential; initial development is expected to focus on an expansion of the Humphrey Terminal to accommodate growing demand and the relocation of some airlines from the Lindbergh Terminal. A second phase of development would further improve and expand the Lindbergh Terminal. A final phase of development would see both facilities improved to meet full potential for meeting forecast demand in 2030. Schedule Development of the LTCP includes five steps as presented on Page 1. Steps 1 through 4 have been completed as of July 31, 2009. The final task includes the selection of a preferred concept for development, refinement of the selected concept, development of a phasing plan and preliminary development schedule, and documentation of the LTCP development process. The update to the LTCP will be complete in the fall 2009. PHASE I Inventory Prel. Concepts Update Forecasts PHASE II Facility Requirements Development Options Evaluation Preferred LTCP Documentation Outreach July 31 Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. 0 MAC Commission Community MAC Commission Public Mtng. 0 MAC Commission Met. Council For Further Information If you would like further information regarding the MSP Long Term Comprehensive Plan Update process, please contact the MAC Offices: Jenn Felger Metropolitan Airports Commission 6040 28th Avenue South Minneapolis, MN 55450 Ph: 612-726-8189 Analysis by Long Term Comprehensive Plan - July 31, 2009 4111 City of Eagan 2009-2010 Eagan Airport Relations Commission (ARC) Work Plan Work Plan Topic Presenters Schedule (* confirmed) 1. Review 2009-2010 Work Plan with Eagan City Council October 13, 2009 City Council Wksp* 2. Communications • Update airport noise page on City Website • Joint mtg with Mendota Heights ARC to discuss nighttime noise, equity of parallel runway traffic, proposed taxiway impact, Runway Use System, and overall operational trends • Staff an ARC booth at the 2011 Showcase Eagan • Continued monthly review of communication efforts (web, cable, newsletter, etc.) Mendota Heights ARC November 18, 2009 ARC Mtg* (at Mendota Heights City Hall) 3. MAC Noise Mitigation • Receive update on noise mitigation program schedule resulting from settlement • Discuss eligibility for reimbursement program John Nelson, MAC Noise Mitigation Coordinator December 8, 2009 ARC Mtg* 4. Town Hall Meeting (to encourage relationship with MAC and community, as well as discuss economic development impact of airlines/MSP) • Hold ARC meeting in a specific neighborhood as a pilot program to get feedback (at neighborhood church or school)—send postcards to residents in area inviting them to the meeting • Conduct in a round table setting—informal to encourage resident participation • Invite Chad Leqve to provide update on RNAV, new ANOMS system, and new MAC Website capabilities • Invite MAC Commissioner Bert McKasy to give update on MSP, including merger impacts, Southwest presence, operation projections, etc. • Review MSP Long Term Plan Update • Monitor economic impact of Northwest/Delta merger, including impact on jobs in the City (inquire with DEED on specific job losses) Chad Leqve, MAC Bert McKasy, MAC Tim Beutell, Retired NWA Chief Pilot January 12, 2010 ARC mtg (off site) 5. Emergency Preparedness • Security Coordination between Eagan and MSP • Emergency Response strategies in the event of a crash/airport disaster • Future participation of ARC in disaster simulation Eagan Police Chief Eagan Fire Chief MSP Emergency Mgr February 9, 2010 ARC mtg 6. Environment • Fuel dumping procedures • Pollution considerations • Migratory birds MAC Environment Division staff March 9, 2010 ARC mtg 7. Noise Monitoring • Monthly review of MAC technical reports, including Corridor compliance Review at monthly ARC meetings Agenda Information Memo October 13, 2009 Special City Council Meeting IV. Review of Comprehensive Rate Structure for All Public Utilities Action to be Considered: • To provide direction to staff/consultant regarding the conceptual rate structure for water and storm drainage/water quality utilities. Facts: • In June, the Council authorized staff to engage Springsted, Inc. to complete a rate study for all public utilities. The purpose was twofold: first, to assist the City in adopting by January 2010 a water rate structure that encourages water conservation, as required by State law; and second, to review all utility rates in relation to long-term operating and capital financing requirements, and recommend changes as appropriate. • Public Works Director Colbert and Chief Financial Officer Pepper have worked closely with Springsted staff to provide necessary information about the City's utilities. • To date, Springsted has completed a substantial amount of analysis of the City's existing rates, the current financial position of the utilities, and their future financing needs. • Springsted is now at the point where they seek direction from the City on policy questions, in order to complete the analysis and present a final report for the Council's consideration later this year. • While sanitary sewer and street lighting rates are included in Springsted's analysis, no significant policy questions related to those utilities have been identified. • Patty Kettles from Springsted will make a PowerPoint presentation summarizing their work to date and identifying the policy questions for consideration. The presentation generally will focus on concepts, not numbers. • A second presentation with rate recommendations for the Council's consideration will be scheduled for later this year. Attachments: • PowerPoint slides from Springsted's presentation are on pages through 10/8/2009 blic Sector Advisors ,•••,.k•-,4194%12,0; PRESENTATION TO The City of Eagan October 3, 2009 Public S2ctor Aiivisors Springsted 10/8/2009 Utility Rate Study • Springsted was hired to review the City's: — Water Utility — Sewer Utility — Storm Water Utility - Water Quality Utility — Street Light Utility • Purpose tonight: Policy direction ...;pringsteci Water Utility Flow vs. Revenues Industrial/Institutional Pu bl Sec to r Adviso r s Commercial Residential rt% 2ttetciAill 74 9% 0 0% 2005 -1005, 600% 0005, VA of total flow % of total revenues Springsted Water Utility (continued) Allocated Costs vs. Revenues Collected Industrial/Institutional Commerdal Residential 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.O% 0% of Revenues Collected?/1/08-6;30/09 0% of Allocated Costs Pubic Set1,0r eu•.Iscrs priitgsted Water Utility (continued) Usage Patterns — all but residential • 160,000 ----- 140,000 120,000 ji____. 100.000 [- 00.000 =., ----- 60,000 ;;.---. 40,000 20,000 Total Water Consumption (1,000's gallons) --3— 002 Irrigation ?,--• Cuinmerrial Comnllrrigatlon —4.-104024W 'r- In:2i2000021 04 02 03 *Data from April 1, 2008 - March 1, 2009 Public Sector Advisors 04 Springsted 6 0 10/8/2009 10/8/2009 Water Utility (continued) Usage Patterns — residential Total Water Consumption (1,000s gallons) 1,000,000 300,000 600,000 400,000 200,000 01 02 03 04 Average Residential Winter Use = 20,043 gallons/qtr Average Residential Summer Use = 35,353 gallons/qtr springsted Water Utility - Conservation • Water Conservation — Minnesota Statutes require public water suppliers serving more than 1,000 people to adopt a conservation rate structure by January 1, 2010 • Sample Conservation Rate Structures: • Increasing block rates • Time of use rates • Seasonal rates • Individual goal rates • Excess use rates 'pring I( 10/8/2009 Water Utility Conservation Current Water Rates: — Domestic/Potable User $1.40/1,000 gallons. — Lawn & Irrigation Use - $1.42/1,000 gallons MN DNR Recommendation — Rates that reflect a 25% - 50% difference between domestic and irrigation rates charged prii2gsted Water Utility - Conservation (continued) Average Consumption by Class (4/1/08 - 3/31/09): Winter Qtr Average Residential 20,043 Residential — Irrigation 37,247 Commercial 142,317 Commercial — Irrigation 34,508 Industrial 370,263 Institutional 162,198 Summer Qtr Average 35,353 278,741 156,143 357,615 465,966 234,161 pri 10/8/2009 Water Utility — Conservation (continued) • How important is water conservation? — To what extent do you reward very low water users? — To what extent do you penalize very high water users (irrigation use)2 • Should there be some allowance for irrigation use? How important is the aesthetics of green landscapes? • Type of rate structure? • Do we want rates to be revenue neutral? Springstod Storm Water & Water Quality Utility • Storm Water Utility -- to maintain the City's collection, conveyance and pond storage systems Water Quality Utility -- to protect and improve the quality of Eagan lakes, ponds, and wetlands • Current Residential Charge is $8.11/quarter • Current Non -Residential Charge is based on REFs* *Residential Equivalent Factor is based on lot size and percentage of impervious surface Pub11,-, SeCLo Sprincysted (3 10/8/2009 Storm Water & Water Quality Utility (continued) Charge is split between water quality and storm water 2009 Budgeted Revenues va Storm Water ($345.000) El Water oualial 00S,100) )ringsted Storm Water & Water Quality Utility (continued) Introduce a pollutant impact charge for water quality? — Concept of pollutant charge identified in City's Water Quality & Wetlands Management Plan Pollutant charge could be based on phosphorus loadings for land use types from Water Quality & Wetlands Management Plan Springs ed RiL Agenda Information Memo October 13, 2009 Special City Council Meeting V. 2010 Enterprise Fund Budgets Actions to be Considered: • To provide direction to staff regarding the following proposed 2010 Enterprise Fund Budgets: o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality) o Cascade Bay o Eagan Community Center; and • To direct that they be placed on a future City Council meeting consent agenda for formal ratification. Introduction As in prior years, the budget information for the City's enterprise funds is prepared in the same format as departmental budgets. You will recall the Civic Arena enterprise fund budget was approved in August; the remaining enterprise fund budgets are presented at this time. By definition, enterprise funds are established to account for self-supporting activities, with revenues derived primarily from user fees. Unless specifically called out in a separate memo attachment, most of the highlights and potential policy issues in the City's enterprise funds are identified in the Highlights/Changes section of each budget. Staff responsible for preparing the various budgets will be available at the meeting to expand on identified policy issues and answer questions. A. Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality) • Revenues The comprehensive utilities rate study currently underway by Springsted, Inc. may have an impact on 2010 and future revenues—depending on its outcome and the rate structure ultimately adopted by the Council. The study was undertaken not only to comply with new statutory requirements to implement a water conservation rate structure, but also to review the City's overall utilities rates. Springsted will present final recommendations to the Council later this year. The water conservation rates must be in place by January 2010. Under Item IV on tonight's agenda, a representative from Springsted, Inc. will discuss preliminary findings and potential policy questions, and receive direction from the Council. For budget purposes, 2010 Public Utilities Fund revenues were estimated under the assumption that the new rate structure would be revenue -neutral. A high-level revenue and expense budget summary is on page )1 Revenue detail for all utilities is on page) • Expenses Water expense budget is on pages t through O(`t . Sanitary Sewer expense budget is on pages through . Sewer expenses are up 9.7% over last year, all due to higher treatment charges and inflow and infiltration (I&I) surcharges from Metropolitan Council—Environmental Services (MCES). The MCES surcharge can be offset dollar -for -dollar by expenditures on the l&I Inspection Program recently presented to the Council. Funds for the program are budgeted in the MCES charges line item for the total amount of the surcharge ($413,800). More discussion on the I&I Inspection Program, and any additional expenses related to the possibility of the City participating in the costs of homeowners' mitigation efforts, is scheduled for the November 10 workshop. Street Lighting expense budget is on pages through . Storm Drainage expense budget is on pages throug Water Quality expense budget is on pages through 116 . B. Cascade Bay A memo from Superintendent of Operations Mesko recapping the 2009 season is on page In 2008, Cascade Bay came within $1,000 of clearing enough to cover the annual capital replacement designation amount, which is the goal. Preliminary results for 2009 indicate net income will be about $150,000 short of last year. A memo from Superintendent of Opis,rations Mesko„9n 2010 planning, including policy discussion questions, is on pages through Cascade Bay revenue and expense budgets are on pages 414- throughq? C. Eagan Community Center Eagan Community Center revenue and expense budgets are on pages 1� through . Water Public Utilities Fund 2010 Budget Revenue and Expense Summary Sanitary Street Storm Water Sewer Lighting Drainage Quality TOTALS Revenues: Service charges $ 5,087,800 $ 6,111,000 $ 541,900 $ 356,800 $ 832,600 $ 12,930,100 Connection permits 4,200 3,500 - - - 7,700 Meter sales 33,600 - - - 33,600 Other 8,900 - - 80,000 88,900 Total revenues 5,134,500 6,114,500 541,900 356,800 912,600 13,060,300 Operating expenses: Personal services 1,139,500 481,100 36,700 366,500 2,023,800 Supplies, repairs, maint. 328,300 64,000 - 12,100 35,200 439,600 Other services & charges 2,259,300 726,100 519,100 122,700 226,500 3,853,700 Merchandise for resale 20,000 - - 20,000 Capital outlay 34,900 21,900 30,000 2,200 89,000 MCES disposal charges - 4,816,600 - - - 4,816,600 Total operating exp 3,782,000 6,109,700 519,100 201,500 630,400 11,242,700 Net income before depreciation & debt svc 1,352,500 4,800 22,800 155,300 282,200 1,817,600 Debt service (prin + int) 824,800 - 824,800 Net cash inflow (outflow) 2,177,300 4,800 22,800 155,300 282,200 2,642,400 Other non -departmental revenues: Interest income 888,000 Connection charges 210,000 Antenna lease revenue 401,400 Other 74,800 Total - non -dept revenue 1,574,200 Net cash inflow (outflow) $ 4,216,600 /7 2010 Utilities Fund revenue estimates Detail by Dept 10/9/2009 2010 Budget PUBLIC UTILITIES ENTERPRISE FUND Detail of Revenues Actual Actual Budget Estimated Acct 2007 2008 2009 2010 DEPARTMENTAL: Water 4505 Water Service Fees $4,615,870 $4,571,355 $4,985,000 $5,064,500 4506 Water Service Penalties 17,058 25,191 17,000 23,300 4507 Water Connection Permits 4,860 2,700 4,000 4,200 4509 Sale of Meters 34,791 26,175 30,000 33,600 4511 Sale of Property 5,920 4,546 4512 Water Turn Off/On Fee 6,678 2,310 8,000 7,000 4521 Constr Meter Permits 1,775 1,760 1,500 1,900 4522 Acct Deposit Not Refunded (10) (0) - - 4,686,942 4,634,037 5,045,500 5,134,500 Sanitary Sewer 4530 Sanitary Sewer Service Fees 4,670,036 4,784,566 5,560,000 6,090,000 4531 Sanitary Sewer Penalties 18,656 20,327 19,000 21,000 4532 San Sewer Connection Permits 4,000 2,350 4,000 3,500 4,692,692 4,807,243 5,583,000 6,114,500 Street Lights 4550 Neighborhood Light Svc Fees 314,818 323,180 320,000 345,000 4551 Neighbrhd/Comm Lt Penalties 2,251 2,459 2,200 2,300 4560 Community Light Service Fees 177,884 182,025 188,000 194,600 494,953 507,665 510,200 541,900 Storm Drainage/Water Quality 4540 Storm Drainage Service Fees 1,080,317 1,110,414 1,145,800 1,184,700 4541 Storm Drainage Penalties 4,416 4,347 4,400 4,700 1,084,733 1,114,760 1,150,200 1,189,400 NON -DEPARTMENTAL: 4031 Assmt Penalties and Interest 2,481 3,663 3,000 3,000 4140 State Grants 37,106 4160 State PERA Aid 4,442 4,442 4,400 4,400 4226 Developer Escrow Reimbursmt 71,550 39,000 35,000 45,000 4228 Eng / Financial Information 720 196 500 500 4242 Maint Equipment and Personnel 9,445 7,324 5,000 8,300 4243 Manual Reading-Ded Bill Meters 1,650 800 1,500 1,200 4376 Merchandise Sales 33 - 4605 Amort on Bond Premium 36,937 36,937 36,900 36,900 4610 Interest on Investments 1,604,162 1,690,092 995,600 800,000 4612 Interest on Assessments 86,228 95,375 85,000 85,000 4614 Interest on MCES 940 - 4615 Change in Fair Value of Inv 514,372 433,045 - 4617 Antenna Lease Admn Fees 2,000 10,000 2,000 2,000 4618 Site Survey / Eng Applic Review 3,000 2,500 2,000 2,000 4619 Antenna Lease Landscape Escow 2,000 7,500 2,000 2,000 4620 Antenna Site Rent (excludes ECC) 376,462 305,024 320,000 401,400 4658 Vehicle Sales 7,255 - - 4672 Water Quality Dedication Fees 65,587 25,334 35,000 35,000 4675 Wetlands Conserv Appl Fee 100 300 - 4680 Connection Charge --Water 129,191 77,847 120,000 70,000 4685 Conn Chg--Water Treatmt Plant 175,614 163,786 160,000 140,000 4691 Other Revenue 3,320 3,057 1,000 2,500 4822 Other Reimbursements 15,604 27,368 15,000 15,000 4980 Transfers In - 3,113,093 2,970,697 1,823,900 1,654,200 GRAND TOTAL $14,072,413 $14,034,401 $14,112,800 $14,634,500 hs.) City of Eapii 2010 Proposed Budget Operating Budget Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Department is to: • Continue operation and preventative maintenance water distribution system. • Provide safe and clean drinking water for the City of Eagan. • Maintain the quality of the drinking water supply and test for compliance to all State and Federal requirements. The Public Utilities — Water Department is responsible for the following functions: • Inspect and maintain the water distribution system, including point -of -use metering. • Supply and treat all potable water needed within the City including sampling, testing and chemical treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and maintain storage facilities, wells, and pressure control stations. • Respond to customer complaints. • Assist other departments when needed. • Respond to emergency repairs. PERFORMANCE INDICATORS Description Water main breaks/Service Leaks Gallons of safe drinking water produced per day per capita MN Dept. of Health samples collected Backflow preventers tested Meter service calls Customer service calls Hydrants flushed Hydrants painted Locates performed 2007 2008 2009 2010 Actual Actual Estimate Target 7 11/3 7 7 147 840 834 1,669 2,537 3,909 537 8,881 I ? 141 150 150 840 900 900 776 860 860 2,908 1,600 1,600 3,839 2,300 2,300 4,029 3,900 3,900 584 650 650 8,356 8,900 8,900 City of Eapa 2010 Proposed Budget Operating Budget Personal Services _ 30.0% Merch, for Resale 0.5% Capital Outlay 1.4% Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Expenditure by Category Parts and Supplies 8.6% Services and Other Charges 59.4% HIGHLIGHTS & CHANGES Overview: The 2010 Water budget shows an overall comparative decrease of $1,574,300, or 29.4%, due largely to the completion of the reservoir painting projects and the South Water Treatment Plant upgrade. Absent those projects, the Water budget is up $196,500, or 5.5%. Highlight/Change 1: Overall Personal Services increased by 1.8% due to union contract and scheduled step increases for employees. A reduction in budgeted overtime for full-time personnel based on historical averages helped to minimize the increase. Financial Impact: Increase of $20,000 over 2009 budget. Service Level Impact: None. Employee count remains the same. Highlight/Change 2: Fuel costs are down from high estimates used in the 2009 budget (2010 projected costs: Gas- $2.75; Diesel- $3.25). The City anticipates 2010 actual costs will reflect modest or no increases over 2009 actual costs due to participation in the State's metro wide fuel purchasing consortium providing quantity discounts (Cooperative Purchasing Venture). Financial Impact: Decrease of $3,400 from 2009 budget. Service Level Impact: None. Highlight/Change 3: An increase in chemical products used in the water treatment process is directly related to the energy economy and competition with other industries such as fertilizer, and production for farming. Financial Impact: Increase of $9,500 over the 2009 budget. Service Level Impact: The estimated quantities of chemicals are necessary to treat water production to meet federal and state standards and are directly related to the volume of water produced to meet the communities demand. Highlight/Change 4: Decrease in utility system parts & supplies carried on hand for replacement and repair parts. Financial Impact: Decrease of $21,000 from the 2009 budget. Service Level Impact: Making better use of suppliers' inventory impacts to infrastructure maintenance needs. Highlight/Change 5: Acquisition of an Enterprise License Agreement (unlimited use) for the customer service software Cityworks and the GIS software ESRI. This is to facilitate the expansion and incorporation of a department wide use into other Public Works operations and provide opportunities for all department use at their discretion. This request is supported by the IT Department. Financial Impact: Gross increase of $86,000 in software line item over the 2009 budget, offset by a $25,400 reduction in IT (General Fund) and a $59,200 reduction in other existing software/licensing/work order costs that will be eliminated with this acquisition. The net financial impact City-wide is expected to be close to zero. Service Level Impact: Current and past implementation hasn't proven very effective in increasing operational and record management and efficiencies in customer service delivery. This software will allow the elimination of numerous other softwares that are currently used by the Public Works and IT Departments. results from reducing the size of inventory and on-time delivery should minimize any �0 t City of Fagan 2010 Proposed Budget Operating Budget Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Highlight/Change 6: Increase in electricity and natural gas for power generation for wells and treatment plant pumps, heating and cooling equipment and general electric consumption for building operations based on projected rate increases from power suppliers. Financial Impact: Increase of $14,500 and $7,600 respectively over the 2009 budget. Service Level Impact: There is no change in the level of service. We have been able to continuously meet the community's peak demands over the years with the highest rating available from the Minnesota Department of Health. Highlight/Change 7: Increase in licenses and permits due to Legislature -mandated 50% increase in the DNR Summer Surcharge Program ($20 to $30 per hundred thousand gallons of summer ground water appropriation). Financial Impact: Increase of $7,700 over the 2009 budget. Service Level Impact: There is no change in the level of service. This is an unfunded mandate that is levied against all communities in the State of Minnesota. EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Construction Projects Transfer Out Merchandise for Resale Total Actual 2007 $ 1,001,625 337,917 1,972,287 1,370 1,001 125,041 Actual Budget Budget 2008 2009 2010 $ 927,884 $ 1,119, 500 $ 1,139, 500 307,691 255,200 328,300 1,905,198 3,866,300 2,259,300 26,118 51,500 34,900 77,127 63,800 20,000 3,439,241 $ 3,244,018 $ 5,356,300 $ 3,782,000 Bond Payment - Principal 715,000 725,000 735,000 785,000 Bond Payment - Interest 149,978 - 114,186 117,300 39,300 Paying Agent/Bond Destrctn. Fee 403 403 500 - 500 Debt Service Payments 865,381 839,589 847,800 824,800 Depreciation Expense 1,842,954 1,875,041 1,822,800 1,783,700 City of Ewa 2010 Proposed Budget Operating Budget Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities POSITION INVENTORY Personnel 2007 2008 2009 2010 Superintendent 0.67 0.67 0.67 0.67 Water Production/Treatment Supervisor 1 1 1 1 Utility Field Operations Supervisor 0.33 0.33 0.33 0.33 Administrative Assistant (System Analyst) 1.67 1.00 1 1 Senior GIS Technician 1 11 0.8 GIS Technician 1 1 1 1 Utilities Inspector 1 1 1 1 System Maintenance Workers 3 3 3 3 Water Treatment/Production Workers 4 4 4 4 Utility Technician 0 0.5 0.5 0.5 Total 13.67 13.50 13.50 13.30 Activity Hours` 1,394, 2,080 686 2,080 1,664 2,080 2,080 6,240 8,320 1,040 27,664 2010 WORK PLAN Routine 1 Water Administration 2 Water Field Operation/Repair 3 Erosion control 4 GIS/GPS Administration 5 Treatment Plant/Production 6 Emergency call outs City of bp 2010 Proposed Budget Operating Budget Public Utilities - Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Acct PERSONAL SERVICES 6110 SALARIES AND WAGES -REGULAR 6112 OVERTIME -REGULAR 6130 SALARIES AND WAGES -TEMPORARY 6131 OVERTIME -TEMPORARY 6142 PERA-COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE 6154 DISABILITY - LONG TERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE FUNDING TOTAL PERSONAL SERVICES PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6211 OFFICE PRINTED MATERIAL/FORMS 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 6220 OPERATING SUPPLIES -GENERAL 6222'MEDICAL/RESCUE/SAFETY SUPPLIES 6223 BUILDING/CLEANING SUPPLIES 6224'CLOTHING/PERSONAL EQUIPMENT 6230 REPAIR/MAINTENANCE SUPPLIES -GENERAL 6231 MOBILE EQUIP REPAIR PARTS 6232 SMALL EQUIPMENT REPAIR PARTS 6233 BUILDING REPAIR SUPPLIES 6235 FUEL, LUBRICANTS, ADDITIVES 6240 SMALL TOOLS 6244 CHEMICALS & CHEMICAL PRODUCTS 6250LANDSCAPE MATERIAL & SUPPLIES 6255 STREET REPAIR SUPPLIES 6257:SIGNS & STRIPING MATERIAL 6260;, UTILITY SYSTEM PARTS/SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 6314 AUDITING 6323 TESTING SERVICES 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6351 PAGER SERVICE FEES 6352 TELEPHONE CIRCUITS 6353 PERSONAL AUTO/PARKING 6354 CAR WASHES 6355 CELLULAR TELEPHONE SERVICE 6356 ONE CALL SERVICE FEE 6370 GENERAL PRINTING AND BINDING Actual Actual Budget 2007 2008 2009 $ 680,5801 665,219" $ 779,500 $ 15,703 14,345 32,100 44,346 26,324 25,200 148 43,495 43,052 54,800 54,982 49,591 64,000 99,195 100,029 128,400 1,380 1,343 - 2,537 2,386 23,612 25,446 35,500 36,700 35,795 Budget 2010 800,000 16,000 26,000 57,100 64,400 139,300 1,001,625 927,884 1,119, 500 ! 1,139, 500 6,387 10,636 4,000 4,000 382 200 200 63 170 576 - 200 9,522 8,042 2,400 2,400 1,391 3,512 1,700 1,700 6,452 3,946 5,000 5,000 2,844 3,173 3,600 3,900 1,108 8,063 1,200 1,200 4,386 5,313 3,600 3,600 275 300 300 7,751 22,841 8,000 8,000 23,406 23,263 23,500 20,100 504 2,124 500 500 83,577 89,938 ' 3I,uuu 100,500 69 - 2,900 2,900 5,006 4,023 2,500 4,000 - 300 300 128,155 110,425 80,500 59,500 56,532 11,755 24,000 110,000 337,917 307,691 255,200 ! 328,300 119,909 153,940 83,800 5,300 5,500 4,000 3,927 1,547 7,500 13,808 17,948 17,200 4,980 6,679 5,100 575 377 200 1,524 1,524 1,600 51 364 87 102 1,124 2,814 2,200 1,848 4,755 6,700 5,292 14,630 5,800 cR3 46,200 3,900 7,500 18,800 5,100 200 1,600 2,200 6,700 5,800 City i1 Ea all 2010 Proposed Budget Operating Budget Acct 6385 6409 `6410 6425 6426 ' 6427 6428 6429 SERVICES & OTHER CHARGES INSURANCE ELECTRICITY-WELLS/BOOSTER STN NATURAL GAS SERVICE MOBILE EQUIPMENT REPAIR LABOR SMALL EQUIPMENT REPAIR LABOR BLDG OPERATIONS/REPAIR-LABOR FIELD/OTHER EQUIPMENT REPAIR STREET REPAIR -LABOR Public Utilities - Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities 6432! UTILITY SYSTEM REPAIR -LABOR 6457 MACHINERY & EQUIPMENT -RENTAL ' 6476' CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSE 6478 TUITION AND BOOK REIMBURSEMENT 6479 DUES AND SUBSCRIPTIONS ' 6480 LICENSES, PERMITS AND TAXES 6482 AWARDS, JUDGEMENTS AND LOSSES 6487 VISA/MC BANK CHARGES P 6505 PUBLIC UTILITY ADMIN FEE 6506 TRANSFER FOR CENTRAL SVCS 6535 OTHER CONTRACTUAL SERVICES 6537 JANITORIAL SERVICE 6539 WASTE REMOVAL/SANITATION SERV 6563 LANDSCAPING 6569 MAINTENANCE CONTRACTS 6575 MCES DISPOSAL CHARGES OTHER SERVICES AND CHARGES CAPITAL OUTLAY x6670', OTHER EQUIPMENT 6680 MOBILE EQUIPMENT 1,370 LINE ITEM DETAIL(CONT'D) Budget Budget Budget Budget 2007 2008 2009 2010 $ 71,900 $ 73,000 $ 73,000 $ 78,000 586,935 644,305 695,800 710,300 154,971 175,026 185,400 193,000 114 1,241 500 500 73 1,747 2,263 2,000 2,000 767 12,274 11,200 11,200 234,004 (32,473) 1,811,600 160,800 3,277 993 7,946 12,670 9,600 6,900 64 340 - - - 1,500 344 5,044 4,500 4,500 49,456 92,327 51,200 58,900 475 775 710 562,009 643,800 803,100 848,800 107,991 57,600 50,500 51,100 3,536 1,448 6,500 6,500 5,700 212 612 211 - 15,491 9,653 16,400 16,400 49 10,900 10,900 1,972,287 1,905,198 3,866,300 2,259,300 CAPITAL OUTLAY 1,370 CONSTRUCTION PROJECTS 6700 CONSTRUCTION PROJECTS CONSTRUCTION PROJECTS TRANSFER OUT x6805 'TRANSFER OUT TRANSFER OUT MERCHANDISE FOR RESALE P 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE TOTAL WATER DEPARTMENT DEBT SERVICE 6490 BOND PAYMENT - PRINCIPAL 6491 BOND PAYMENT - INTEREST 6492 PAYING AGENT/BOND DESTRCTN FEE TOTAL DEBT SERVICE 26,118 26,118 1,001 77,127 1,001 77,127 125,041 125,041 51,500 12,900 22,000 51,500 34,900 63,800 20,000 63,800 20,000 $3,439,241 $3,244,018 $5,356,300 $3,782,000 -29.39%' 715,000 725,000 735,000 785,000 149,978 114,186 112,300 39,300 403 403 500 500 865,381 839,589 a51 847,800 824,800 City of Eap 2010 Proposed Budget Operating Budget Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Sewer Department is to: • Provide uninterrupted sanitary sewer collection to the City of Eagan. • Meet all Federal standards in waste water management. The Public Utilities — Sewer Department is responsible for the following functions: • Maintain sanitary sewer collection system including pipes, manholes, and lift stations. • Assist other departments as directed. • Report to all State and Federal agencies required by law. • Inspect and maintain the waste water collection system and ensure its Metropolitan Treatment Facility at Seneca. PERFORMANCE INDICATORS sanitary conveyance to the 2007 2008 2009 2010 Description Actual Actual Estimate Target Televised sewer pipe, in feet 104,814 92,728 80,000 80,000 Sewer pipe jetted, in miles 98 68 110 110 Sewer pipe relined, in feet 5,749 4,735 6,500 5,000 New sewer service accounts 111 47 100 100 City of Evan 2010 Proposed Budget Operating Budget MCES Disposal Charges 78.8% Parts and Supplies 1.0% Personal Services 7.9% Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Expenditure by Category Capital Outlay 0.4% Services and Other Charges 11.9% ) Highlight/Change 1: Regular MCES disposal charges are up 7.1% over 2009. These fees are set by the Met Council and allocated to the City for collection for system users. An I&I surcharge assessed to the City stems from a rain event in October 2005 that resulted in a significant amount of clear water entering the sanitary sewer system. A sizable portion of the I&I problem has been traced to the MN Zoo, but MCES has determined the surcharge is the City's responsibility. Financial Impact: Disposal charges are up $290,900 over 2009 budget; I&I surcharge is $413,800. The surcharge consists of the 2010 surcharge of $343,700 plus $70,100 carried over from 2008 for funds not expended for I&I mitigation. The amount of the surcharge will be reduced dollar -for -dollar for expenditures made on the newly initiated I&I Inspection Program. Service Level Impact: If a City cost participation program is adopted for I&I mitigation, there will be a significant increase in staff time and management efforts necessary to implement this new service delivery program. The amount of City cost participation, if any, is yet to be decided by the Council. As the l&I Inspection Program gets further implemented, the City will be able to determine the extent of the problem and potential multiple year funding needs. HIGHLIGHTS & CHANGES Overview: The 2010 Sewer Department budget is up $540,800, or 9.7%, from 2009, due to a $704,700 total increase in Metropolitan Council— Environmental Services (MCES) charges and surcharges. The MCES increase is comprised of a service rate increase of $290,000 and a $413,800 inflow and infiltration (I&I) surcharge assessed against the City. Other expenses are down $163,900 from 2009. Highlight/Change 2: Personal services costs are up by 5% due to union contracts and scheduled step increases for employees. Financial Impact: Increase of $23,300 over 2009 budget. Service Level Impact: None. Highlight/Change 3: Decrease in estimated fuel costs (2010 projected costs: Gas- $2.75; Diesel- $3.25). A modest or zero increase in fuel costs is expected in 2010 compared to actual 2009 figures due to participation in the State's metro wide fuel purchasing consortium providing quantity discounts (Cooperative Purchasing Venture). Financial Impact: Decrease of $6,300 from 2009 budget. Service Level Impact: None. Highlight/Change 4: Decrease in parts and supplies results from reducing the size of repair parts inventory, plus reducing the number of SCADA System annual upgrades from 5 to 1 as 3 -year program ends. Financial Impact: Decrease of $43,500 from the 2009 budget. Service Level Impact: Making better use of suppliers' inventory and on-time delivery should minimize any impacts to infrastructure maintenance needs without any expected impact to normal service delivery. Highlight/Change 5: A decrease in computer software with the proposed purchase of an ELA License in Water Dept. budget is slightly offset by the proposed acquisition of a new software for Closed Circuit Televising (CCTV) of sewer mains and services as part of the l&I Program. Financial Impact: Net decrease of $4,000 from 2009 budget. Service Level Impact: Accurate video records can be electronically filed and quickly retrieved to efficiently and accurately assist in the proper evaluation of sewer system repairs minimizing total costs. City or Faun 2010 Proposed Budget Operating Budget Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges MCES Disposal Charges Capital Outlay Total Actual Actual 2007 2008 $ 414,476 $ 436,233 177,504 79,381 641,551 449,882 3,498,969 4,002,261 38,432 7,662 Depreciation Expense POSITION INVENTORY Personnel Superintendent Utilities Operations Supervisor System Maintenance Workers Administrative Assistant (System Analyst) Utility Technician Tota 2010 WORK PLAN Activity 4,770,932 $ 4,975,419 Budget 2009 459,900 117,900 828,200 4,111,900 51,000 Budget 2010 481,100 64,000 726,100 4,816,600 21,900 5,568,900 $ 6,109,700 636,225 642,262 635,800 2007 0.33 0.67 4 0.33 0 5.33 2008 0.33 0.67 4 0.33 0.5 5.83 2009 0.33 0.67 4 0 0.5 5.50 2010 0.33 0.67 4 0 0.5 5.50 639,000 Hours' 686 1,394 8,320 1,040 11,440 Routine 1 Sanitary sewer administration 2 Sanitary Field Operation/Repair 3 Storm sewer field maintenance 4 Emergency call outs City Of E8 III 2010 Proposed Budget Operating Budget Acct PERSONAL SERVICES 6110 SALARIES AND WAGES -REGULAR 6112 OVERTIME -REGULAR 6130 SALARIES AND WAGES -TEMPORARY 6131 OVERTIME -TEMPORARY 6142 PERA-COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE 6154 DISABILITY - LONG TERM 6155 WORKERS COMPENSATION 6157 RETIREE INSURANCE FUNDING TOTAL PERSONAL SERVICES PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6220 OPERATING SUPPLIES -GENERAL 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 6223 BUILDING/CLEANING SUPPLIES 6224 CLOTHING/PERSONAL EQUIPMENT 6230 REPAIR/MAINTENANCE SUPPLIES -GENERAL 6231 MOBILE EQUIP REPAIR PARTS 6234 FIELD/OTHER EQUIPMENT REPAIR 6235 FUEL, LUBRICANTS, ADDITIVES 6240 SMALL TOOLS 6241 SHOP MATERIALS 6250 LANDSCAPE MATERIALS & SUPPLIES 6255 STREET REPAIR SUPPLIES 6257 SIGNS & STRIPING MATERIAL 6260 UTILITY SYSTEM PARTS/SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES Public Utilities - Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 6312 ENGINEERING 6314 AUDITING 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6351 PAGER SERVICE FEES 6352 TELEPHONE CIRCUITS 6353 PERSONAL AUTO/PARKING 6355 CELLULAR TELEPHONE SERVICE 6356 ONE CALL SERVICE FEES 6359 LEGAL NOTICE PUBLICATION 6385 INSURANCE 6405 ELECTRICITY Actual 2007 $ 283,383 13,292 21,401 472 18,455 23,546 37,752 600 1,090 14,485 Actual 2008 LINE Budget 2009 ITEM DETAIL Budget 2010 310,693' $ 317,900 9,762 14,200 10,256 8,400 195 20,707 22,400 23,970 26,000 42,827 45,600 652 1,145 16,025 414,476 436,233 5,052 2,574 900 327 931 516 2,732 21,052 59 248 2,158 91 94,468 46,396 177,504 22,204 5,300 12,745 7,752 345 2,165 11 1,357 12,453 125 13,800 239 3,457 914 655 1,589 365 6,247 8,987 24,761 140 32,266 79,381 • 25,400 459,900 5,000 1,000 1,200 300 1,700 500! 3,200 29,100 • 200 1,000 200 62,500 12,000 117,900 24, 660 146,500 5,500 17,624 7,600 295 2,555 2,295 7,077 140 13,000 332 3,900 17,200 4,600 300 2,000 1,900 6,700 13,000 $ 329,600 14,400 8,600 24,100 27,000 50,400 27,000 481,100 4,900 1,000 1,200 300 1,700 500 3,200 22,800 200 1,000 200 19,000 8,000 64,000 42,700 3,900 18,800 3,100 300 2,000 1,900 6,700 13,800 City of Cap' 2010 Proposed Budget Operating Budget Public Utilities - Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL(CONT'D) Actual Actual Budget Budget 2007 2008 2010 2010 6408 ELECTRICITY -LIFT STATIONS $ 18,988 $ 20,147 $ 22,500 $ 22,200 6425 MOBILE EQUIPMENT REPAIR LABOR 2,346 - 1,000 1,000 6427 BUILDING OPERATIONS/REPAIR-LAB 4,367 1,000 1,000 6429 STREET REPAIR -LABOR 1,000 1,000 6430 COMMUNICATION SYSTEM RPR -LABOR 400 400 6432 UTILITY SYSTEM REPAIR -LABOR 201,734 4,137 185,500 ! 163,000' 6457 MACHINERY AND EQUIPMENT - 1,000 1,000 6476 CONFERENCES AND SCHOOLS 3,643 920 3,900 2,400 6477 LOCAL MEETING EXPENSES 175 300 300 6478 TUITION AND BOOK REIMBURSEMENT 3,000 6479 DUES AND SUBSCRIPTIONS 22 24 - 6480 'LICENSES, PERMITS AND TAXES 333 335 1,000 1,000 6487 VISA/MC BANK CHARGES 775 710 6505 PUBLIC UTILITY ADMIN FEE 267,483 306,400 381,800 403,500 6506 TRANSFER FOR CENTRAL SVCS 6535 OTHER CONTRACTUAL SERVICES 6537 JANITORIAL SERVICE 6539 WASTE REMOVALJSANITATION SERVICES 6563 LANDSCAPING 6569 MAIN I ENANCE CONTRACTS 6575 MCES DISPOSAL CHARGES OTHER SERVICES AND CHARGES CAPITAL OUTLAY 6640 MACHINERY/EQUIPMENT 6670 OTHER EQUIPMENT 6680 MOBILE EQUIPMENT CAPITAL OUTLAY TRANSFER OUT 6805 TRANSFER OUT TRANSFER OUT TOTAL SEWER DEPARTMENT 52,817 28,800 ! 25,200 25,600 1,343 5,300 5,300 5,240 190 309 5,143 3,696 1,782 2,200 2,200 3,498,969 4,002,261 4,111,900 4,816,600 4,140, 520 4,452,143 4,940,100 5,542,700 33,757 4,675 235 7,427 38,432 7,662 51,000 21,900 51,000 21,900 $ 4,770,932 $ 4,975,419 $ 5,568,900 $ 6,109,700 9.71% ay City of Cap 2010 Proposed Budget Operating Budget Public Utilities — Street Lighting (63) Responsible Manager: Russ Matthys, City Engineer PURPOSE & DESCRIPTION The purpose of the Public Utilities — Street Lighting Department is to: • Provide adequate lighting for public safety on city streets and at signalized intersections within the City of Eagan. • Ensure the electrical provisions for the traffic control signals within the City of Eagan. • Coordinate the maintenance of the street lighting system for optimal performance. • Administer the maintenance of the traffic control signals' operation and infrastructure. The Public Utilities — Street Lighting Department is responsible for the following functions: • Coordinate the installation of street lights on all streets within City jurisdiction, both private developments or public improvements. • Address maintenance needs of the street lighting system & traffic control signals within the City, including light replacement, pole repair/refurbishment. • Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements for street lights. • Manage the reimbursement of electrical services for street lighting and traffic signals. • Update Capital Improvement Program for City's street light and traffic control signals. • Coordinate/present Public Hearings/Final Assessment Hearings for City improvements for street lights. PERFORMANCE INDICATORS Description Street lights maintained New street lights installed Upgrade existing street lights Traffic signals New traffic signals installed 2007 2008 Actual Actual 476 447 69 57 9 8 69 70 81 2009 2010 Estimate Target 450 450 5 15 9 7 70 70 City of Ea as 2010 Proposed Budget Operating Budget Services and Other Charges 100.0% Public Utilities - Street Lighting Department (63) Responsible Manager: Russ Matthys, City Engineer Expenditure by Category HIGHLIGHTS & CHANGES Overview: The Street Lighting budget shows an increase of $12,500 or 2.5% due largely to increased energy costs slightly offset by a reduction in new street lights being installed during a stalled economy. Highlight/Change 1: Electricity costs for street lights are expected to be up 3.4% over the 2009 budget, while electricity for traffic signal lights is ) down 10% from 2009, primarily because the rate in- creases built into the signal light costs in 2009 estimates never materialized. Traffic signals are operational 24 hrs per day, 365 days per year with individual meters. Although street lights are activated by photo -electric sensors, they are billed on a projected number of non -daylight hours per year. Financial Impact: Increase of $12,300 over the 2009 budget for signals and street light electricity. Service Level Impact: None. Acct PARTS & SUPPLIES Actual 2007 Actual 2008 LINE ITEM DETAIL Budget 2009 Budget 2010 6255 STREET REPAIR SUPLIES PARTS & SUPPLIES $ 1,391 $ 17 1,391 17 '6406 ELECTRICITY -STREET LIGHTS 305,085 '6407 ELECTRICITY -SIGNAL LIGHTS 15,268 '6411 UTILITY SYSTEM STREETLIGHT 11,336 '6432 UTILITY SYSTEM REPAIR -LABOR 21,287 '6505 PUBLIC UTILITY ADMIN FEE 30,700 6535 OTHER CONTRACTUAL SERVICES 3,486 OTHER SERVICES AND CHARGES 339,067 368,600 381,000 15,063 18,800 16,900 14,004 31,000 30,000 48,806 42,700 43,500 32,200 39,500 41,700 36,994 6,000 6,000 387,162 486,134 506,600 519,100 TOTAL STREET LIGHTING DEPARTMENT $ 387,162 $ 486,134 $ 506,600 ! $ 519,100 2.47% 6488 DEPRECIATION EXPENSE 31 12,797 $ 12,797 12,800 12,800 City of Ea all 2010 Proposed Budget Operating Budget Public Utilities — Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Storm Drainage Department is to: • Maintain the City's collection and conveyance system for excess surface water runoff. The Public Utilities — Storm Drainage Department is responsible for the following functions: • Inspect and maintain drainage system consisting of pipes, ponds and pumping stations. • Maintain the inlets and outlets for ponds including the removal of any erosion/siltation flow or limits ponding capacities. • Respond to emergency pumping station alarms or resident calls during major peak events. • Assist with Water Quality programs and objectives. that restricts the PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Televised storm pipes, in miles 6,139 8,749 5,500 5,500 Drainage complaints received 32 45 20 20 Construction inspections performed 190 54 175 175 Ponds inspected 176 158 150 150 Control structures checked 116 98 110 110 City of Caftan 2010 Proposed Budget Operating Budget Services and Other Charges 60.9% Parts and Supplies 6,0% Public Utilities — Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Expenditure by Category remains the same. Capital Outlay 14.9% Personal Services 18.2% HIGHLIGHTS & CHANGES Overview: The Storm Drainage budget shows an increase of $6,600, or 3.4%, primarily due to an increase in the contractual system repair line item. Highlight/Change 1: Overall personal services decreased by 0.5% due to replacement employee hired at lower pay rate. Financial Impact: Decrease of $2,100 from 2009 budget. Service Level Impact: None. Employee count Highlight/Change 2: The Utility System Repair -Labor was increased to more accurately reflect historical averages over the last 3 years for unanticipated contractual repair services of storm drainage system and related equipment. Financial Impact: Increase of $7,100 over the 2009 budget. Service Level Impact: None. Expenditure Actual 2007 Actual 2008 EXPENDITURE SUMMARY Budget 2009 Budget 2010 Personal Services $ 132,008 Parts and Supplies 16,500 Services and Other Charges 135,893 Capital Outlay 107 Transfers Out Total $ 284,508 136,164 3,770 121,830 39,100 11,800 11annn 30,000 Depreciation Expense 970,848 9,309 271,073 36,700 12,100 122,700 30,000 194,900 $ 201,500 975,385 969,300 982,700 City Of hp 2010 Proposed Budget Operating Budget Public Utilities — Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities POSITION INVENTORY Personnel 2007 2008 2009 2010 System Maintenance Workers 0.5 0.5 0.5 0.5 Hours Total 0.5 0.5 0.5 0.5 2010 WORK PLAN Activity 1,040 1,040 Routine 1 Inspection/clean-up of structures 2 Lift station maintenance 3 Weed harvesting 4 Water quality support 5 Aeration 6 Storm response City 0f Cap 2010 Proposed Budget Operating Budget Public Utilities - Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 ! SALARIES AND WAGES -REGULAR $ 92,882 93,319 $ 26,300 $ 23,800 6112 OVERTIME -REGULAR 1,225 600 1,100 1,200 6130 SALARIES AND WAGES -TEMPORARY 6,734 8,301 - 6131 OVERTIME -TEMPORARY 49 61421PERA-COORDINATED 5,909 6,413 1,900 1,700 6144 FICA 7,365 7,570 2,100 1,900 6151 HEALTH INSURANCE 13,928 15,222 5,500 6,000 6152 LIFE 205 202 6154 DISABILITY - LONG TERM 376 361 6155 WORKERS COMPENSATION 3,384 4,126' 2,2001 2,100 TOTAL PERSONAL SERVICES 132,008 136,164 39,100 36,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 449 - 400 400 6220 OPERATING SUPPLIES -GENERAL 192 300 300 6222 !MEDICAURESCUE/SAFETY SUPPLIES 18 27 100 100 6224 CLOTHING/PERSONAL EQUIPMENT 294 700 400 400 6230 REPAIR/MAINTENANCE SUPPLIES -GENERAL - 45 6231 MOBILE EQUIPMENT REPAIR PARTS 854 100 100 6232 SMALL EQUIPMENT REPAIR PARTS - 100 100 6234 FIELD/OTHER EQUIPMENT REPAIR 67 100 100 6235 ! FUELS, LUBRICANTS, ADDITIVES - 70 300 6240 SMALL TOOLS 42 55 300 300 6260 UTILITY SYSTEM PARTS/SUPPLIES 10,603 2,873 10,000 10,000 6270 COMPUTER SOFTWARE 3,981 TOTAL PARTS & SUPPLIES 16,500 3,770 11,800 I 12,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES -GENERAL 18,854 10,504 300 - 6385'INSURANCE 8,000 3,100 3,100 3,800 6408 ELECTRICITY -LIFT STATIONS 61,299 65,082 72 700 ' 72,700 6427 BUILDING OPERATIONS/REPAIR-LAB 1,086 65 6432 UTILITY SYSTEM REPAIR - LABOR 24,000 19,814 9,900 17,000 6457 MACHINERY AND EQUIPMENT 280 - 500 500 6476 CONFERENCES AND SCHOOLS 381 35 200 ! 200 6505 PUBLIC UTILITY ADMIN FEE 21,600 22,700 26,300 27,800 6569 MAINTENANCE CONTRACTS 393 530 1,000 700 OTHER SERVICES AND CHARGES 135,893 121,830 114,000 122,700 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 6700 CONSTRUCTION PROJECTS CAPITAL OUTLAY TRANSFERS OUT 6805 TRANSFERS OUT TRANSFERS OUT 107 107 9,309 9,309 30,000 30,000 30,000 30,000 TOTAL STORM DRAINAGE DEPARTMENT $ 284,508 $ 271,073 $ 194,900 $ 201,500 6488 DEPRECIATION EXPENSE 970,848 $ 975,385 3.39% 969,300 $ 982,700 City of Cap' 2010 Proposed Budget Operating Budget Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Quality Department is to: • Protect and improve natural, aesthetic, and recreational qualities of Eagan Lakes, ponds, and wetlands for enjoyment and use by present and future residents of the City and regional community. The Public Utilities — Water Quality Department is responsible for the following functions: • Direct implementation of Eagan Water Quality Management Plan. • Ensure City compliance with Minnesota Wetland Conservation Act rules. • Coordinate City compliance with Minnesota storm -water discharge permit and impaired water regulations. • Monitor and manage water resources and other land use activities directly or indirectly affecting water resources. • Educate community about land and water issues relating to water quality, lakes, and wetlands. • Coordinate among city, county, state, and federal entities to protect and improve water resources. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Estimate Target Lakes, ponds monitored in long-term program 19 19 19 19 Lakes, ponds aerated in winter for fisheries 12 12 8 10 Loads of aquatic plants removed from lakes 63 130 75 120 Lakes, ponds treated with alum 7 4 6 3 Impaired-Water/TDML studies 2 2 2 0 Climb Theatre performances in K-12 schools 6 5 6 5 Youth Fishing Program participants N/A 125 100 125 3� City of Eagan 2010 Proposed Budget Operating Budget Public Utilities — Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator Expenditure by Category Services Parts and _ and Othe Supplies Charges 5.6% ate, 35.9% Personal Services 58.1% HIGHLIGHTS & CHANGES Overview: The proposed Water Quality budget is up $16,700, or 2.7%, over the 2009 budget. Signifi- cant increases and decreases to various line items provide an overall balancing of the budget proposal. Capital Highlight/Change 1: A 6.1% increase in personal Outlay services results from pay step adjustments and an 0.3% increase in seasonal/intern hours. Financial Impact: Increase of $23,200 over the i 2009 budget. Service Level Impact: None Highlight/Change 2: A significant decrease in chemicals results from shifting alum to a larger contractual service program with a slight reduction in some phosphorus management activities (i.e., alum treatments). Financial Impact: Decrease of $5,800 under the 2009 budget. Service Level Impact: None Highlight/Change 3: Hiring a contractor for a whole -lake alum treatment of Fish and Schwanz Lakes to reduce internal phosphorus is proposed. It partly follows through on commitments the City made in the Water Quality and Wetland Management Plan and helps meet requirements of the Storm Water Pollution Prevention Plan and the Total Maximum Daily Load (TMDL) project to improve the water quality of Fish Lake. The effort is linked to re- establishment of the alum -dosing facility, a Water Quality CIP project. Initiative also includes contractual services for herbicide applications in lake bays and for vacuuming catch basin sumps, both of which are new services to support the Water Quality program. Financial Impact: Increase of $53,000 over the 2009 budget. Service Level Impact: Increase service delivery through improved lake water quality. Highlight/Change 4: Significant decrease in planning. A majority of the reduction is due to incorporating plan- ning services into specific Water Quality CIP projects. Financial Impact: Decrease of $44,000 under the 2009 budget. Service Level Impact: None. Highlight/Change 5: Decrease in Watershed Management Assessment. The Gun Club Lake Watershed Management Organization has initiated more efficient, less costly delivery of its basic services which are assessed to the City by agreement. Financial Impact: Decrease of $3,900 under the 2009 budget. Service Level Impact: None. City of Eapo 2010 Proposed Budget Operating Budget Public Utilities - Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Total Depreciation Expense Actual Actual Budget Budget 2007 2008 2009 2010 271,020 $ 292,283 $ 345,300 $ 366,500 26,444 62,911 46,900 35,200 241,413 282,084 216,500 226,500 1,357 6,954 5,000 2,200 540,234 $ 644,232 $ 613,700 $ 630,400 58,124 35,657 31,100 55,500 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Water Resources Coordinator 1 1 1 1 2,080 Water Resources Specialist 1 1 1 1 2,080 Water Resources Assistant/Technician 1 1 1 1 2,080 System Maintenance Worker 0.5 0.5 0.5 0.5 1,040 Operations Support Specialist 0.5 0.5 0.5 0.5 1,040 Clerical Technician 0.5 0.5 0.5 0.5 1,040 Total 4.5 4.5 4.5 4.5 9,360 2010 WORK PLAN Activity Routine 1 Program administration/staff supervision/operations & clerical support 2 Monitor & manage water resources and relevant land use activities 3 Expanded monitoring/coordination for required Impaired Waters/TMDL studies 4 Enhance recreational fishing; assess ecological conditions 5 Special projects/research 6 Public education/involvement 7 Public relations/customer service 8 Interagency coordination/partnerships 9 Professional development/training 10 Coordination for required Stormwater Pollution Prevention Plan L�� City of Capp 2010 Proposed Budget Operating Budget Public Utilities - Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL Actual Actual Budget Budget Acct ' PERSONAL SERVICES 2007 2008 2009 2010 r 6110 SALARIES AND WAGES -REGULAR $ 208,520 $ 220,250 $ 257,300 $ 268,400 r 6112 OVERTIME -REGULAR 640 r 6130'SALARIES AND WAGES -TEMPORARY 2,517 6,417 5,500 8,500 r 6142 PERA-COORDINATED 12,814 14,103 17,400 18,800 r 6144 FICA 15,123 16,406 20,100 21,200 r 6151 HEALTH INSURANCE 27,292 29,285 39,200 43,100 6152 LIFE 454 432 6154 DISABILITY - LONG TERM 843 783 r 6155 WORKERS COMPENSATION 3,457 3,967 5,800 6,500 TOTAL PERSONAL SERVICES r 271,020 292,283 345,300 366,500 PARTS & SUPPLIES r 6210 OFFICE SUPPLIES r 6215 REFERENCE MATERIALS r 6220 OPERATING SUPPLIES -GENERAL 6222 MEDICAL/RESCUE/SAFETY SUPPLIES r 6224 CLOTHING/PERSONAL EQUIPMENT 24 74 77 647 1,111 4,720 107 377 383 r 6231 MOBILE EQUIP REPAIR PARTS 12,081 14,326 r 6232 SMALL EQUIPMENT REPAIR PARTS - 1,925 r 6234 FIELD/OTHER EQUIPMENT REPAIR - 3 r 6235 FUEL, LUBRICANTS, ADDITIVES 8,712 13,633 r 6240 SMALL TOOLS 78 219 r 6244 CHEMICALS & CHEMICAL PRODUCTS 2,553 4,789 r 6250 LANDSCAPE MATERIAL & SUPPLIES 357 13,976 r 6257 SIGNS & STRIPING MATERIAL 1,074 3,522 r 6270 COMPUTER SOFTWARE - 4,588 TOTAL PARTS & SUPPLIES 26,444 62,911 SERVICES & OTHER CHARGES r 6310 PROFESSIONAL SERVICES -GENERAL 76,178 117,725 10,000 r 6312 ENGINEERING - 5,000 6313 PLANNING 11,387 165 42,000 r 6323 TESTING SERVICES 24,326 30,078 26,000 r 63461 POSTAGE 26 29 100 r 6353 PERSONAL AUTO/PARKING 173 243 200 r 6355 CELLULAR TELEPHONE SERVICE 528 321 600 6359 LEGAL NOTICE PUBLICATION - 100 r 6370 GENERAL PRINTING AND BINDING 5,001 303 4,100 r 6385 INSURANCE 3,900 8,100 8,100 P 6405 ELECTRICITY 396 2,117 1,600 6425 MOBILE EQUIPMENT REPAIR -LABOR 233 6426 SMALL EQUIPMENT REPAIR -LABOR 776 - r 6457 MACHINERY AND EQUIPMENT - 379 200 r 6475 MISCELLANEOUS 54 73 300 r 6476 CONFERENCES AND SCHOOLS 2,080 2,968 2,200 r 6477 LOCAL MEETING EXPENSES 97 110 300 r 6479 DUES AND SUBSCRIPTIONS 334 1,197 400 r 6480 LICENSES, PERMITS AND TAXES 958 256 300 r 6495 WATERSHED MANAGEMENTASSESSMNT 30,376 36,333 38,500 ' 6505 PUBLIC UTILITY ADMIN FEE 52,900 55,500 65,800 r 6535 OTHER CONTRACTUAL SERVICES 22,450 9,098 2,600 6860 COST SHARING PAYMENTS 10,249 16,080 8,100 OTHER SERVICES AND CHARGES $ 241,413 $ 282,084 $ 216,500 100 200 2,000 100 300 14,000 200 500 15,300 200 7,500 3,000 3,500 100 200 2,000 100 300 12,000 200 500 12,700 200 !. 1,700 3,000 2,200 46,900 35,200 39 63,000 3,000 26,000 100 300 400 100 4,100 7,800 2,400 200 500 200 300 2,200 300 400 300 34,600 69,600 2,600 8,100 $ 226,500 City or Epp 2010 Proposed Budget Operating Budget Public Utilities — Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL (CONT'D) Acct CAPITAL OUTLAY 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT 6680 MOBILE EQUIPMENT CAPITAL OUTLAY TOTAL WATER QUALITY DEPARTMENT Budget Budget Budget Budget 2007 2008 2009 2010 $ 1,357 $ $ 2,600 $ 2,200 2,400 1,357 6,192 762 6,954 5,000 540,234 $ 644,232 $ 613,700 6488 DEPRECIATION EXPENSE $ 58,124 tiD 35,657 $ 31,100 2,200 630,400 2.72% 55,500 2009 Season Recap Cascade Bay season comparisons - 2004-2009 (June 1— September 7) <70° 70° 80° 90° 2004 2005 2006 2007 2008 2009 10 2 4 5 2 31 29 31 22 25 12 40 32 37 36 41 37 52 3 21 12 22 7 Days Attendance average 80 101,387 1398 88 128,696 1462 88 128,111 1456 86 115,878 1347 86 123,603 1437 87 95,230 1095 3 days dosed 1 day closed • Attendance was well below expectations due primarily to the weather. A survey of other metro public pools and water parks indicates that everyone was experiencing the same economic downturn. Significant decline in attendance was another common denominator as it appeared that people were very cautious about how they spent their disposable income. Local area splash parks that are free to the public saw significant increases in their use. • The majority of days during the 2009 Cascade Bay season have seen temperatures in the mid -70's to low 80's with a very high percentage of cloudy days. This combination led to the lowest attendance Cascade Bay has seen since it opened in 1999. Comparing the 2009 temperatures to the 2nd lowest year of attendance (2004) it should be noted that 60% of the days in 2009 had temperatures in the 70's or below compared to 51% in 2004. • Concessions revenue has declined in all facilities however the impact to Cascade Bay was very significant; 27% decrease from actual sales in 2008. Some interesting changes were: o Bottled and fountain soda saw a significant decline. o French fries, mozzarella sticks and pizza saw a significant decline. o Grilled items (brats, hamburgers and cheeseburgers) tripled from 2008. o Ice cream and meal deals remained consistent proportionately. • While the regular daily admissions were considerably lower than 2008, the after 5 p.m. paid admissions were approximately 600 over 2008 (8,967 vs 8,337). This was due to the reduced after 5 p.m. admission that created a more affordable option to enjoy the water park from 5-8:30 p.m. • Season pass sales dropped by approximately 300 (10%), again consistent with other water parks surveyed that offer season passes. • Morning activities, register -for programs and private rentals were on track with projections. 2010 Planning To ensure a successful 2010 season some thoughtful planning and strategies will need to be identified and implemented. • Demographics. Looking at the demographics of season pass holders from 2007-2009 and comparing them with 1999-2001 it is clear that the age of the audience has evolved over the past 10 years. 18 mo -5 yr 6-10 yr 11-15 yr 16-18 yr 19-99 yr City of Eagan Population <5 yr 6-10 yr 11-15 yr 16-18 yr 19-99 yr 2007 2008 2009 Resident/non Resident Non total Resident Non total 159 191 42 233 228 65 293 779 679 141 820 682 125 807 1127 767 127 894 593 80 673 196 74 14 88 45 7 52 1436 1089 239 1328 925 213 1138 3697 3363 2963 2007 2008 2009 o 19-99 yr— consistent with 1999-2001 comparison: 38-40% o 18 mo -5 yr—Lower than 1999-2001 comparison (10-16%) but growing o 6-10 yr — Lower than 1999-2001 comparison (21-26%) but growing o 11-15 yr — Lower than 1999-2001 comparison (28-31%) and declining o 16-18 yr— consistent with 1999-2001 comparison (3-5%) 2005-2007 Most Recent Estimates* 2000 Census Demographics 61,949 63,557 6.5% 8.1% 6.3% 9.0% 8.3% 8.6% 7.1% 6.3% 71.8% 68% *U.S. Census Bureau, 2005-2007 American Community Survey. Data based on a sample and subject to sampling variability. 5% 7% 10% 21% 24% 27% 30% 27% 23% 5% 3% 2% 39% 39% 38% Target market: Cascade Bay season passes currently cater to children under 10 years old accompanied by a parent/adult. A random survey indicates that pass holders (resident and non-resident) choose Cascade Bay because it is a safe, clean and child friendly facility. They also like the fact that it feels "tucked away" and feels more like a park than an aquatic facility. Philosophical discussion: Is the focus on Cascade Bay geared to attract residents of Eagan and surrounding communities? Is the focus to enhance Cascade Bay as a regional destination? Option for discussion —Grow the season pass base o Grow the season pass base by offering a value added pass that would include admission to Cascade Bay, free golf at Captain's Course and open skate at the Civic Arena. The intention is to provide additional play opportunities on days when people may not want to swim or when the weather is less than desirable. o Adding 1,100 additional season passes to reach the 4000 projected target for 2010 at an average of $50 would generate $55,000 in revenue. o The value added pass would cross market activities between Cascade Bay and the Civic Arena. The availability of swimming and golf to the regular skater at the Civic Arena would certainly provide the added value for something they might not otherwise have tried. It may also grow the participation of the 11-15 age groups. Option for discussion —Grow the image of a regional destination: o To attract locally and grow regionally, consideration should be given to facility enhancements in the short and long term. o Staff is currently investigating options that could be considered to return Cascade Bay to a destination location. o Clarifying the preferred focus will enable staff to bring back options for Council consideration. Some may be implemented as early as 2010 but longer range enhancements and potential funding will need to be reviewed and approved. Option for discussion — Grow the C Breeze experience. o Bring C Breeze to life has been a valuable asset that should be continued. o His presence at citywide events has started to create a buzz about who he is. We're finding that kids who have been to Cascade Bay know him instantly. o Enhancing the Legend of Cascade Bay through C Breeze and facility enhancements may be a new avenue to grow participation. o Enhance the presence of Cascade Bay through social media; Captain C Breeze might create new opportunities to connect instantaneously with the target population we are trying to grow. Option for discussion — Change the closing policy of Cascade Bay. o The current policy allows the closing of Cascade Bay only when the temperature is 62 degrees or colder. o Of the 87 days the pool was open during 2009, there were 27 days when there were fewer than 500 people in the park. Ten of those days had 150 or less in attendance for the day. o Allowing closure under different guidelines, perhaps with more discretion by the management staff may control costs more effectively. o Other facilities surveyed use a guideline of a set number of people in the pool over a given period of time. For example, if there have been 25 people in the pool for the past hour, the temperature is below 67 degrees and dropping (or not predicted to improve), staff has discretion to close the pool and issue a pass for those folks to come back on another day. o Groups often have temperature or weather parameters that are different than ours. In some cases if the temperature is below 65/67 degrees they will not take children to an outdoor water park. In those cases, we happily reschedule if they are able. o The average daily cost for opening, closing and staffing Cascade Bay is $5,000. o Changing the policy may lead to some level of disappointment but will more effectively control operational costs. City of Eagan 2010 Proposed Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherry) Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Aquatic Facility is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Provide a high level of service accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community, The Aquatic Facility is responsible for the following functions: • Provide a wide variety of water -related recreational opportunities for members and non-members. • Capture a high level of revenue to offset operational costs, debt repayment and expand the retained earnings capacity to accommodate future growth and expansion. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. • On-going analysis of existing operation and research to find ways to expand the recreational opportunities beyond the three-month pool season in order to maximize the capital investment. PERFORMANCE INDICATORS 2007 2008 2009 2010 Description Actual Actual Actual Target Season passes sold 3,697 3,287 2,963 4,000 Total attendance 115,878 123,603 95,230 125,000 Group admissions 20,632 21,664 17,863 22,000 Days facility is open 86 86 88 88 Rounds of golf7,706 6,523 4,193 7,500 Private rentals 4 5 5 City of Eagan 2010 Proposed Budget Operating Budget Reserve for R&R 5.7% Debt Service 13.8% Aquatic Facility — Cascade Bay Responsible Manager: Cherry) Mesko, Superintendent of Operations Expenditure by Category Personal Services 49.4% Parts and Supplies 6,5% Services Merch.forand Other Resale Charges 7.2% 17.1% HIGHLIGHTS & CHANGES Overview: The 2010 proposed budget is down $7,400, or 0.6%, from 2009. The budget reflects a very conservative estimate of both revenue and expenses and very few capital expenditures. The transit sales tax implemented in 2008 and the increase in the general sales tax in 2009 impacted revenues by approximately $25,000 in 2008 and $20,000 in 2009. These impacts were not originally budgeted. The 2010 budget reflects projected revenues that represent the full 7.125% sales tax. Following an unusually cold 2009 season and the impacts on the economy for disposable income, the 2010 budget will focus on re -introducing Cascade Bay primarily to Eagan's residents. Expanding season passes to include an August -only membership and the inclusion of mini golf in a membership for example, will meet some of the interests expressed by guests. Highlight/Change 1: Seasonal staffing costs have been reduced to reflect the staff needed to operate within the revenue projections. Financial Impact: $10,000 decrease in seasonal staff Service Level Impact: None Highlight/Change 2: VISA/MC bank charges have increased significantly over the past year. Financial Impact: $1,500 increase over 2009 Service Level Impact: More convenient for people to pay. Highlight/Change 3: To meet the anticipated update to the Windows operating system citywide, two computers that cannot currently support the system will need to be purchased. Financial Impact: $1,500 increase to office furnishings/equipment Service Level Impact: Continued operations within City-wide parameters Highlight/Change 4: Hot dog roller and probes for controllers for the pool are not included under renewal and replacement and need to be purchased out of the operating budget for 2010. Financial Impact: $2,400 Service Level Impact: Maintain integrity of pool and concessions operation Highlight/Change 5: Create a Campus Facilities pass that will include admission to Cascade Bay, Captain's Course and indoor skating during the Cascade Bay season. The thought is to create added value to increase the sales of season passes. Financial Impact: Potential revenue increase of up to $50,000; not currently included in 2010 revenue estimates. Service Level Impact: Expanded value to passholders. Highlight/Change 6: Policy consideration: The closing policy currently allows the closing of Cascade Bay only when the temperature is 62 degrees or colder. Of the 88 days the pool was open during 2009, there were 27 days when there were fewer than 500 people in the park. Ten of those days had 150 or less in attendance for the day. Allowing closure under different guidelines, perhaps with more discretion by the management staff may control costs more effectively. Financial Impact: The average daily cost for opening, closing and staffing Cascade Bay is $5,000. Service Level Impact: Changing the policy may lead to some level of disappointment but will more effectively control operational costs. City of Faun 2010 Proposed Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations REVENUE ESTIMATES Acct 4160 4304 4310 4312/13 4314/15 4316/17 4318/19 4320 4321 4322/23 4326/27 4610 REVENUES STATE PERA AID OTHER REVENUE - NON TAX PARK PROGRAM REVENUE CONCESSION SALES MERCHANDISE SALES GROUP SALES DAILY ADMISSIONS MARKETING REVENUE MEMBERSHIPS VENDING FACILITY RENTAL INTEREST INCOME 4822 OTHER REVENUE TOTAL AQUATIC FACILITY REVENUES EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Seniices and Other Charges Capital Outlay Merchandise for Resale Debt Service Reserve for Renewal & Replacement Tota Depreciation Expense Actual 2007 233,674 10,405 143,101 502,960 173,703 649 6,632 24,721 68 Actual 2008 $ 404 260 21,886 226,043 14,960 150,484 525,361 100 152,262 1,660 11,020 29,149 79,050 Budget 2009 22,500 225,700 8,600 146,500 578,000 177,000 1,000 8,000 21,200 $ 1,095,913 $ 1,212,639 $ 1,188,500 Actual 2007 494,928 66,285 157,393 16,446 86,376 162,245 64,600 $ 1,048,273 297,829 4�C Actual 2008 569,348 70,254 217,729 2,516 86,415 66,609 64,600 $ 1,077,471 307,246 Budget 2009 585,700 78,800 208,700 Budget 2010 23,000 225,500 10,000 130,000 577,400 182,000 2,000 10,000 21,200 $ 1,181,100 -0.62% Budget 2010 582,800 76,600 202,500 3,900 85,000 85,000 163, 200 163,200 67,100 67,100 $ 1,188,500 $ 1,181,100 306,500 302,400 City of Ekon 2010 Proposed Budget Operating Budget Personnel Campus Facilities Manager Maintenance Worker (2 @ .5 hrs.) CF Maintenance Coord (.5) Custodian (.5) Maintenance Worker (1 @ .33 hrs.) MOD Clerical Technician Administrative Coordinator CF Operations Coord TOTAL Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations 2007 0.33 1 0 0 0.33 0 0.4 0.67 0 2.73 2008 0.33 0 0.5 0.5 0 0.33 0.4 0 0.67 2.73 CASCADE BAY POSITION INVENTORY 2009 0.33 0 0.5 0.5 0 0.33 0.4 0 0.67 2.73 2010 0.33 0 0.5 0.5 0 0.33 0.4 0 0.67 Hours 686 1,040 1,040 686 832 1,394 2.73 5,678 Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below: Personnel Campus Facilities Manager Skating School Coordinator Maintenance Worker (2 @ .5) CF Maintenance Coordinator (.5) Custodian Operations/Maintenance Worker MOD Clerical Technician Administrative Coordinator CF Operations Coordinator Total Activity 2007 0.67 1 1 0 0 0.67 0 0.2 0.33 0 3.87 2008 0.67 1 0 0.5 0.5 0 0.67 0.2 0 0.33 3.87 CIVIC ARENA POSITION INVENTORY 2009 ;; 2010 0.67 0.67 1 0 0.5 0.5 0 0.67 0.2 0 0.33 3.87 1 0 0.5 0.5 0 0.67 0.2 0 0.33 Hours;: 1,394 2,080 1,040 1,040 1,394 J' 416 686; 3.87 8,050 2010 WORK PLAN Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for seasonal facility 5 Recruit, hire, train and supervise temporary and part time employees 6 Provide work direction to ensure high level of customer service is maintained 7 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meet the demands of the building //2 City or Eafa1 2010 Proposed Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2007 2008 2009 2010 6110 SALARIES AND WAGES -REGULAR $ 95,896 126,175 $ 140,800 $ 146,000 6112 OVERTIME --REGULAR 32 - 6130 SALARIES AND WAGES -TEMPORARY 334,794 362,629 360,000 350,000 6131 OVERTIME --TEMPORARY 69 6142 PERA-COORDINATED 5,611 7,582 9,500 10,200 6144 FICA 32,223 36,258 38,300 37,900 6151 HEALTH INSURANCE 14,527 22,058 23,900" 25,800 6152 LIFE INSURANCE 178 270 6154 DISABILITY - LONG TERM 322 465 6155 WORKERS COMPENSATION 11,345 13,841 13,200 12,900' TOTAL PERSONAL SERVICES 494,928 569,348 585,700 582,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 461 621 700 600 6211 OFFICE PRINTED MATERIAUFORMS 1,102 1,446 1,000 1,000 6212 OFFICE SMALL EQUIPMENT 21 32 100 100 6215 REFERENCE MATERIALS 197 87 300 300 6220 OPERATING SUPPLIES -GENERAL 10,595 7,628 ; 11,000 11,000 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 2,410 1,746 2,500 2,000 6223 BUILDING/CLEANING SUPPLIES 4,972 5,951 5,500 5,500 6224 CLOTHING/PERSONAL EQUIPMENT 9,132 4,741 5,000 5,000 6230 REPAIR/MAINTENANCE SUPP-GENL 859 4,682 5,000 5,000 6231 MOBILE EQUIPMENT REPAIR PARTS - 73 " 500 500 6232 SMALL EQUIPMENT REPAIR PARTS 1,362 517 1,000 1,000 6233 BUILDING REPAIR SUPPLIES 334 1,819 1,200 1,500 6235 FUEL, LUBRICANTS, ADDITIVES - 39 100 6236 POOL REPAIR SUPPLIES 250 3,987 2,500 3,000 6240 SMALL TOOLS 18 500 500 6243 HEATING OIL, PROPANE AND OTHER FUELS 865 691 1,000 1,000 6244 CHEMICALS & CHEMICAL PRODUCTS 31,522 34,621 36,000 35,000 6257 SIGNS & STRIPING MATERIALS 1,940 1,572' 4,500 3,000 6270'! COMPUTER SOFTWARE 245 - 500 500 TOTAL PARTS & SUPPLIES 66,285 70,254 78,800 76,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 594 19,599 7,500 ! 7,500 6311 LEGAL 6314 AUDITING 1,400 1,200 1,800 1,800 6319 MEDICAL SERVICES --OTHER 10 500 500 6320 INSTRUCTORS 500 6346', POSTAGE 2,141 2,749 2,200 3,000 6347 TELEPHONE SERVICE & LINE CHG 1,893 1,719 ! 2,000 ! 3,000' 6348 MATRIX SERVICE AND REPAIR - 172 500 500 6353 PERSONAL AUTO/PARKING 186 - 200 200 6355'! CELLULAR TELEPHONE SERVICE 192 192 300 800 6357 ADVERTISING/PUBLICITY/PROMOTION 4,229 4,545 7,000 7,000 6358 EMPLOYMENT ADVERTISING 300 - 200 200 6370 GENERAL PRINTING AND BINDING 411 292 3,500 5,000 6385 INSURANCE 29,700 30,800 30,800 28,800 6405 ELECTRICITY 36,018 38,489 44,000 44,500 i/P City or EBtfln 2010 Proposed Budget Operating Budget Acct 6410 6424 6426 6427 6428 6475 6476 Aquatic Facility - Cascade Bay Responsible Manager: Cherry) Mesko, Superintendent of Operations NATURAL GAS SERVICE POOL REPAIR/ LABOR SMALL EQUIPMENT REPAIR LABOR BUILDING OPERATIONS REPAIR LABOR FIELD/OTHER EQUIPMENT REPAIR MISCELLANEOUS CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6479 DUES AND SUBSCRIPTIONS 6480 LICENSES, PERMITS AND TAXES 6482 AWARDS, JUDGEMENTS AND LOSSES 6487 VISA/MC BANK CHARGES 6535 OTHER CONTRACTUAL SERVICES 6539 WASTE REMOVAUSANITATION SERV 6563 LANDSCAPING 6569 MAINTENANCE CONTRACTS OTHER SERVICES AND CHARGES CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 6640 OFFICE FURNISHINGS AND EQUIPMENT 6650 FURNITURE & FIXTURES 6670 OTHER EQUIPMENT CAPITAL OUTLAY MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE DEBT SERVICE PRINCIPAL INTEREST ON INTERFUND PAYABLE TOTAL DEBT SERVICE RESERVE FOR RENEWAL & REPLACEMENT TOTAL AQUATIC FACILITY Actual 2007 $ 43,716 736 669 911 • 1,989 115 284 725 9,502 10,808 3,071 5,599 2,204 157,393 6,956 9,490 16,446 LINE ITEM DETAIL (CONT'D) Actual Budget Budget 2008 2009 2010 73,992 $ 65,000 $ 55,000 8,553 3,500 8,500 867 1,000 1,000 1,189 1,500 1,500 200 200 200 , 200 1,838 2,000 700 247 740 120 13,160 6,850 3,310 4,201 2,896 217,729 2,516 2,516 86,376 86,415 86,376 86,415 500 500 300 500 1,500 1,600 10,000 7,000 4,000 4,000 7,000 11,500 7,000 3,500 3,000 5,000 208,700 202,500 85,000 85,000 1,500 2,400 3,900 85,000 85,000 90,000 100,000 100,000 72,245 66,609 63,200 63,200 162,245 66,609 163,200 163,200 64,600 64,600 67,100 67,100 $ 1,048,273 $ 1,077,471 $ 1,188,500 $1,181,100 -0.62% 6488 DEPRECIATION & AMORTIZATION $ 297,829 $ 307,246 $ 306,500 $ 302,400 City of Evan 2010 Proposed Budget Operating Budget Community Center Responsible Manager: Cherry) Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Community Center is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Promote health and wellness in the community. • Maintain a high level of service, accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Community Center is. responsible for the following functions: • Facilitate a wide variety of programs and classes for members and non-members. • Market and operate a wide range of meeting spaces and rental opportunities for the community. • Capture a high level of revenues to best offset the operational costs of the building. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Operate and maintain a quality fitness center and wellness programs. • Provide space, programming and opportunities for all ages. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. PERFORMANCE INDICATORS 2007 Description Actual Groups in the Blast 61 Birthday parties 347 Meetings 800 Open gym program participants 6,806 Group fitness attendance (included in membership) 17,131 Memberships - year round 1,850 Personal Training 1,096 Weddings 77 Average attendance in building per day 1,148 50 2008 2009 2010 Actual Estimate Target 73 75 75 375 350 340 850 8,118 16,561 1,743 1,526 85 1,127 800 7,100 16,000 1,750 1,200 85 1,200 875 10,000 16,000 1,850 1,300 90 1,200 City of Eagan 2010 Proposed Budget Operating Budget Merch.for Resale 1% Community Center Responsible Manager: Cherry) Mesko, Superintendent of Operations Expenditure by Categ y Service 41% Reserve for R&R �. .. 6% Services and Otherarts a Personal ChargesSupplies �� Services 14% 2% 36% HIGHLIGHTS & CHANGES Overview: The proposed 2010 Eagan Community Center budget is down $14,100, or 0.5%, from 2009. The proposal reflects the long-term objective of staffing the building to provide the level of service that the public demands during peak and non -peak times. The focus for 2010 will be to maintain a high level of direct service contact to meet a growing demand for service and space from the public. The revenues project a modest increase of $15,300, or 1.0% from 2009 even with an additional .25% sales tax increase on revenue and the correction of revenue projections in all areas. By policy, the Council has designated a portion of the City's antenna lease revenue to balance the budget. The 2010 antenna lease contribution of $213,800 represents a $23,800 reduction from the prior year. Highlight/Change 1: Temporary wages/benefits have been reduced overall, reflecting an evolving staffing model that schedules part-time staff to peak times and uses full-time staff in revolving schedules that better overlap needed coverage. Summer months, for example, are much quieter during the day so the part-time staffing model is cut back drastically and covered by full-time staff. Offsetting the reduction in wages is an increase in budgeted PERA costs, which now more accurately reflect actual costs. Financial Impact: Net decrease of $15,900 from 2009. A $30,000 decrease of temporary salaries is offset by $14,100 increase to PERA. Service Level Impact: None. Highlight/Change 3: Building and cleaning supplies are up, reflecting the increased use of the building. Events like Mothers of Multiples garage sale, tournaments, or other events that draw large crowds into a gym rental are examples of events that draw up to 1,000 people a day and increase the restroom and common space care. This level of use by the public, which is exactly what the building is designed for, requires more frequent cleaning and products associated with the use. Financial Impact: $4,000 increase from 2009. Service Level Impact: Maintains the integrity and cleanliness of the building. Highlight/Change 4: VISA bank charges have increased significantly over the past year. Financial Impact: $5,000 increase over 2009. Service Level Impact: Accepting credit cards is a convenience offered to our customers. Highlight/Change 5: R&R projects are reviewed annually to make sure they are accurate and appropriately scheduled. Several items scheduled for 2010 have been pushed to later years because they are in good condition. The remaining items include several pieces of floor and carpet cleaning equipment, replacing the wood dance floor in the Oaks, replacing the flooring and furniture in the Oasis, and replacing preschool open gym equipment. These items are not shown as part of the capital outlay. Financial Impact: The R&R items to be replaced this year are: Oaks Room dance floor ($11,500) and Oasis floor ($25,000), floor and carpet cleaning equipment ($15,100), free weights ($20,000) and selectorized equipment ($10,000), and preschool open gym equipment ($5,000). Service Level Impact: The visual and functional operation of the building is maintained. s) C!Ly 0t 11 III 2010 Proposed Budget Operating Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations Highlight/Change 6: General advertising was decreased in an attempt to look at other ways to get information out promoting the ECC. We know that word of mouth is how weddings and birthday parties are primarily promoted so the 2010 strategy will look at ways to have more direct contact with groups, business and the general public to promote participation when the building is slow. Specific attention will be focused on fitness membership and daytime meeting rentals through individual contacts. Financial Impact: $2,400 decrease from 2009. Service Level Impact: More interactive and personal contact with potential renters. REVENUE SUMMARY Acct REVENUES 4304 PERSONAL TRAINERS 4305 EQUIPMENT RENTAL 4310 PARK PROGRAM REVENUE 4312 CONCESSION SALES 4314 MERCHANDISE SALES 4316 GROUP SALES 4318 DAILY ADMISSIONS 4321 MEMBERSHIPS 4323 VENDING (VENDORS) 4324 ROOM RENTALS 4326 FACILITY RENTAL 4328 CONTRACT REVENUE 4329 PASSPORT PROCESSING 4621 ECVB RENT 4840 INTERNAL REVENUE SUBTOTAL Actual 2007 OTHER FUNDING SOURCES TRANSFER IN -ANTENNA LEASE REVENUE SUBTOTAL TOTAL REVENUES EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Construction Projects Merchandise for Resale Reserve for Renewal & Replacement Total 58,837 7,045 11,705 49,603 2,858 54,181 74,320 715,967 5,351 260,723 4,376 83,756 45,596 10,380 5,873 1,390,571 134,375 134,375 Actual 2008 76,169 15,270 11,065 67,451 2,272 52,608 85,690 678,753 4,966 215,003 (2,514) 106,298 29,575 11,171 66,784 1,420,562 228,498 228,498 $ 1,524,946 $ 1,649,060 Actual 2007 $ 950,864 74,199 322,510 24,205 Debt Service Depreciation Expense Actual 2008 $ 1,001,100 64,423 382,879 44,278 1,832 31,568 30,048 121,600 124,500 $ 1,524,946 $ 1,649,060 1,123, 831 1,119, 698 572,542 506,112 5a Budget 2009 $ 62,800 13,100 11,800 57,900 2,400 57,000 93,900 690,900 6,200 284,900 1,400 88,500 31,800 10,500 5,500 1,418,600 237,600 237,600 1,656,200 Budget 2009 $ 1,021,800 58,900 382,100 5,400 30,000 158,000 Budget 2010 $ 59,500 14,900 11,900 50,200 2,300 53,200 105,500 690,000 5,000 308,200 900 84,600 30,000 11,200 6,500 $ 1,656,200 1,130,100 451,800 1,433, 900 213,800 213,800 $ 1,647,700 -0.51% Budget 2010 $ 1,011,500 59,500 384,800 7,300 26,600 158,000 $ 1,647,700 1,124, 500 451,800 t City of hp 2010 Proposed Budget Operating Budget Responsible Manager: Personnel 2007 2008 Maintenance Engineer 1 Fitness Coordinator 1 Rental Room Coordinator 1 Facility Operations Coordinator 1 Lead Custodian/Maintenance 1 Custodial MOD Total Activity Community Center Cherryl Mesko, Superintendent of Operations 2009 3 2 10 1 1 1 1 3 2 10 1 1 1 1 1 3 2 10 POSITION INVENTORY 2010 Hours 1 2,080 1 2,080 1 2,080 1 2,080 1 2,080 3 6,240 2 4,160 10 20,800 2010 WORK PLAN Routine 1 Respond to public comments or requests via phone or in person 2 Provide support to the day-to-day fitness center 3 Daily maintenance and cleaning of building 4 Provide support to the day-to-day concessions operation 5 Register participants in recreation programs, memberships or daily admissions 6 Set up and change room configurations to accommodate multiple events 7 Develop promotional materials for specialized uses: Blast/Rentals/Fitness 8 Manage staff scheduling and training to meet the demands of the building 9 Recruit, hire, train and supervise temporary and part-time employees 10 Provide work direction to ensure high level of customer service is maintained 11 Manage the building infrastructure to ensure efficient, safe and clean environment 12 Establish and manage fitness programs, classes and memberships 13 Coordinate the rentals of all available spaces within the building 14 Provide input and directions pertaining to policies, budget and general operation of ECC; 15 Develop and manage capital improvements and long-range planning 16 Develop and manage policies & procedures that best meet the needs of the community 17 Coordinate outdoor events with indoor activities City of hp 2010 Proposed Budget Operating Budget Community Center Responsible Manager: Cherry) Mesko, Superintendent of Operations LINE ITEM DETAIL Acct PERSONAL SERVICES 1'6110 " SALARIES AND WAGES -REGULAR '6112 OVERTIME -REGULAR '6130 SALARIES AND WAGES -TEMPORARY 6131 OVERTIME -TEMPORARY '6142 PERA-COORDINATED '6144 FICA '6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY - LONG TERM '6155 WORKERS COMPENSATION 6157 RETIREE INSURANCE FUNDING TOTAL PERSONAL SERVICES Actual 2007 $ 424,098" Actual Budget Budget 2008 2009 2010 448,856 $ 478,300 $ 477,000 335,153 345,000 340,000 310,000 41,002 44,474 32,300 46,400 55,775 57,630 62,600 60,200 81,811 88,971 97,100' 106, 9001 975 1,052 1,761 1,813 10,289 10,334 11,500 11,000 - 2,969 950,864 ` 1,001,100 1,021,800 1,011,500 PARTS & SUPPLIES '6210 OFFICE SUPPLIES '6211 OFFICE PRINTED MATERIAUFORMS 6212 OFFICE SMALL EQUIPMENT '6220 OPERATING SUPPLIES -GENERAL '6222 MEDICAURESCUE/SAFETY SUPPLIES '6223 BUILDING/CLEANING SUPPLIES ®6224 CLOTHING/PERSONAL EQUIPMENT 6227 RECREATION EQUIPMENT SUPPLIES '6230 REPAIR/MAINTENANCE SUPP-GENL 6232 SMALL EQUIPMENT REPAIR PARTS '6233 BUILDING REPAIR SUPPLIES '6240 SMALL TOOLS 6241 SHOP MATERIALS r6244 CHEMICALS & CHEMICAL PRODUCTS 6257 SIGNS & STRIPING MATERIAL '6270 COMPUTER SOFTWARE TOTAL PARTS &SUPPLIES 6310 6314 6315 '6346 '6347 '6348 '6353 '6355 '6357 '6370 '6385 '6405 4,422 2,772 3,000 3,000 1,290 1,751 1,500 1,500 1,770 1,790 700 16,410 14,352 11,000 238 66 300 17,462 18,150 16,000 2,965 2,343 1,500. 7,015 6,116 7,700 3,132 3,114 3,000 3,255 3,666 3,500 7,999 7,244 7,000 711 632 600 418 608 700 1,952 1,170 2,000 524 552 300 4,636 95 100 SERVICES & OTHER CHARGES PROFESSIONAL SERVICES AUDITING FINANCIAL- NON -AUDIT POSTAGE TELEPHONE SERVICE & LINE CHG MATRIX SERVICE & REPAIR PERSONAL AUTO/PARKING CELLULAR TELEPHONE SERVICE GENERAL ADVERTISING GENERAL PRINTING AND BINDING INSURANCE ELECTRICITY 9,800 300 20,000 1,500 4,800 3,000 2,500 9,000 500 700 2,000 800 100 74,199 64,423 58,900 59,500 3,005 16,830 9,500 2,100 2,200 2,000 - - 800 4,351 3,598 4,800 4,255 3,499 4,300 397 90 500 655 664 1,000 495 878 900 10,918 12,255 12,400 4,063 10,285 1,800 26,800 26,600 26,600 136,280 145,429 150,000 2,200 2,500 800 4,200 4,300 900 700 900 10,000 1,300 27,700 157,000 City of l apn 2010 Proposed Budget Operating Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations creation Actual SERVICES & OTHER CHARGES (CONT'D) 2007 6426 SMALL EQUIPMENT REPAIR -LABOR $ - '6475 MISCELLANEOUS 3,138 '6476 CONFERENCES AND SCHOOLS 2,927 '6477 LOCAL MEETING EXPENSES 355 6478 TUITION AND BOOK REIMBURSEMENT - 6479 DUES AND SUBSCRIPTIONS 694 '6480 LICENSES, PERMITS AND TAXES 1,145 6482 AWARDS, JUDGEMENTS, AND LOSSES 303 6487 VISA BANK CHARGES 15,425 '6535 OTHER CONTRACTUAL SERVICES 22,040 '6539 WASTE REMOVAL/SANITATION SERV 4,412 6569 MAINTENANCE CONTRACTS 15,020 OTHER SERVICES AND CHARGES CAPITAL OUTLAY 6640 MACHINERY/EQUIPMENT 6650 FURNITURE & FIXTURES 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT CAPITAL OUTLAY CONSTRUCTION PROJECTS '6756 BUILDING & STRUCTURES CONTRUCTION PROJECTS 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE LINE ITEM DETAIL (CONT'D) Actual Budget 2008 2009 2,212 $ 2,025 800 149 3,500 1,502 500 1,273 1,000 1,159 1,400 180 17,981 13,000 27,962 25,000 5,741 5,500 14,117 16,800 322,510 382,879 5,023 239 5,181 13,762 24,205 Budget 2010 1,000 3,000 500 3,000 400 1,600 18,000 24,900 6,500 13,400 382,100 384,800 17,281 1,100 1,100 3,461 4,449 2,200 2,000 19,087 2,100 4,200 44,278 5,400 ! 7,300 1,832 1,832 31,568 30,048 31,568 ' 30,048 30,000 26,600 30,000 ' 26,600 RESERVE FOR RENEWAL & REPLACEMENT 121,600 124,500 ! 158,000 ; 158,000 TOTAL COMMUNITY CENTER $ 1,524,946 $ 1,649,060 $ 1,656,200 ! $ 1,647,700 -0.51% DEBT SERVICE 6490 PRINCIPAL 6491 INTEREST 6492 PAYING AGENT/BOND DESTRUCTION TOTAL DEBT SERVICE 6488 DEPRECIATION & AMORTIZATION 585,000 605,000 630,000 538,400 514,267' 499,700 431 431 400 1,123,831 1,119,698 r 1,130,100 451,800 572,542 $ 506,112 650,000 474,100 400 1,124, 500 451,800 Agenda Information Memo October 13, 2009 Special City Council Meeting VI. 2010 E -TV BUDGET ACTIONS TO BE CONSIDERED: To provide direction on the proposed 2010 Eagan Television budget, and to direct staff to place the budget on a future City Council meeting consent agenda for ratification. FACTS: • The E -TV budget is funded by non -taxpayer dollars. • The proposed 2010 budget is approximately $12,800 more than the approved 2009 budget, as staff has gained a fuller understanding of what is required in the new facility beyond what was estimated for this year. • While the 2010 budget is ready for consideration, please note that E -TV staff is working with the City's Chief Financial Officer to develop a long-range revenue projection and operational and capital expense forecast through the end of the franchise in December 2015. They will return for additional Council consideration when that is complete. • Already the benefits of the public/private partnership with Thomson Reuters are bearing fruit. The proposed 2010 operational budget of $453,000 compares to a former BECT operational budget of $1,040,000. Today, Eagan is paying $0 in rent compared to $124,500; $0 for maintenance compared to $23,000; and $12,000 in utilities compared to more than $20,000 for electricity, heat, cleaning supplies and garbage removal at the previous facility. • Ten months of operation has also laid a solid foundation at E -TV with the retention of Eagan's former BECT volunteers and studio programming as well as the addition of many more Eagan residents experiencing Community Television for the first time. Already, E -TV has doubled local Eagan sports coverage, held our first-ever "E -TV Video Camp" for kids, and had four cycles of classes. Open houses continue and our June 8th Intro video class set a record with 19 participants. Volunteers are at work producing new programming for air. • The focus of 2010 will be about making connections, through interactive initiatives and other means to create a true two-way dialog with Eagan residents and increase educational and creative opportunities to attract and grow an even more diverse and motivated volunteer base. We will continue to leverage our valuable partnership with Thomson Reuters, as well as create additional community alliances and outside revenue sources. • Communications Director Garrison and Studio Supervisor Ongstad are present to give an overview of the budget and answer any questions the City Council may have. ATTACHMENTS: �J • Enclosed on pages I through (0() is the proposed 2010 operational and capital budgets. City of Ewa 2010 Proposed Budget Operating Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION Eagan Television (E -TV) creates public, educational, and government cable TV programming through a partnership of volunteers and professional staff. E -TV also provides television production equipment facilities, and channel time to televise locally -produced programming. It is cable programming by the community, for the community. PERFORMANCE INDICATORS 2007 Description Actual Increase Monthly Staff Program Production NA Increase Monthly Access Show Production NA Double Number of New Volunteers NA Triple Outside Revenue Dollars NA Increase Opportunities For Youth 12-18. NA 2008 2009 2010 Actual Estimate Target NA 4 8 NA 8 16 NA 60 120 NA 15,000 45,000 NA 18 50 City of Cacao 2010 Proposed Budget Operating Budget Personal Services 73% E -TV (197) Responsible Manager: Tom Garrison, Director of Communications Expenditure by Category Parts and Supplies 8% Services and Other Charges 17% Capital Outlay 2% HIGHLIGHTS & CHANGES Overview: The proposed 2010 E -TV budget is up $10,500, or 2.4%, over the prior year. The 2009 budget estimate was, frankly, an informed guess- timate of what would be needed in the new studio operation. Since then, we have learned certain line items (maintenance, for example) needed less money, and other line items (particularly software and operations) required more funding. The 2009 budget was also submitted before the implications of the final "equipment draft" were apparent. The E -TV budget is funded by non -taxpayer dollars. The sources of funding are franchise fees paid by Comcast and a small fee on local subscriber bills which supports capital equipment for Public, Educational and Governmental (PEG) public access facilities. Highlight 1: Professional Service Reduction Financial Impact: $7,700 decrease Service Level Impact: It was originally thought Web site development and maintenance was going to be much more expensive, but by going to an open source platform with no seat licenses, we were able to save significant money. Highlight 2: Computer Software Financial Impact: $4,700 increase Service Level Impact: The industry is changing from large hardware acquisitions to frequently updated software applications. Improvements here will allow more efficient work flow, faster turn -around with fewer staff and a more professional work product. Highlight 3: Miscellaneous Financial Impact: $2,600 increase Service Level Impact: In the transition from the old studio there were no fixed studio sets to come our way, and there is a need for vinyl signs for onsite location shoots to let attendees know when events will be rebroadcast on E -TV. Actual other miscellaneous spending has been trimmed by $400. Highliqht 4: Operating Supplies General Financial Impact: $5,300 increase Service Level Impact: Despite other reductions in printing, repairs (parts and labor) totaling $2,900, we have consolidated every day needs for cords, gaffer tape, bulbs, batteries, DVDs, filters, lighting supplies, etc., in the operating supplies category. 2009 estimates were lower than actual. City of hp 2010 Proposed Budget Operating Budget E -TV (197) Responsible Manager: Tom Garrison, Director of Communications REVENUE SUMMARY Actual Actual Budget Budget Revenue 2007 2008 2009 2010 4689 PEG fees $ 375,000 $ 370,000 4690 City contribution - from Cable Franchise Fees fund 339,100 339,600 4699 Class fees 3,500 8,000 4696 Dub/Rental/Paid production 1,500 2,500 4698 Community programming sponsorship 5,000 25,000 Total Revenues - all sources 724,100 745,100 Less: PEG fees available for future capital expenditures (280,900) (291,400) Total Operating Revenues $ 443,200 $ 453,700 EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2007 2008 2009 2010 Personal Services $ 320,900 $ 332,000 Parts and Supplies 25,700 35,600 Services and Other Charges 90,200 78,100 Capital Outlay 6,400 8,000 Total $ 443,200 $ 453,700 POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Studio Supervisor - 1 1 2,080 Client Services Coordinator - - 1 1 2,080 Govmt Prog Coordinator 1 1 2,080 Field Coord/Video Specialist - - 1 1 2,080 Total - 4 4 8,320 CAPITAL IMPROVEMENTS Capital Purchases - 2010 Cost P2 Video & Lighting Package $ 18,800 Prisma Ring Connection 17,900 Video Truck (shared w/ Burnsville) 17,500 Total $ 54,200 l�� City Of EaJII 2010 Proposed Budget Operating Budget Acct ! PERSONAL SERVICES 6110 SALARIES AND WAGES -REGULAR 6112 OVERTIME - REGULAR 6130 SALARIES AND WAGES -TEMPORARY 6142 PERA-COORDINATED 6144FICA r 6151 HEALTH INSURANCE/VEBA 6152 LIFE 6154 DISABILITY - LONG TERM r 6155 WORKERS COMPENSATION TOTAL PERSONAL SERVICES Responsible Manager: Actual 2007 E -TV (197) Tom Garrison, Director of Communications Actual 2008 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 6220 OPERATING SUPPLIES - GENERAL 6224 CLOTHING/PERSONAL EQUIPMENT 6231 MOBILE EQUIPMENT REPAIR - PARTS 6232 SMALL EQUIPMENT REPAIR - PARTS 6235 FUEL, LUBRICANTS, ADDITIVES r 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES V 6310 r 6346 6347 6353 6355 6357 SERVICES & OTHER CHARGES PROFESSIONAL SERVICES -GENERAL POSTAGE TELEPHONE SERVICE & LINE CHARGES PERSONAL AUTO/PARKING CELLULAR TELEPHONE SERVICE GENERAL ADVERTISING 6359 LEGAL NOTICE PUBLICATION p 6370 GENERAL PRINTING AND BINDING 6385 INSURANCE 6405 ELECTRICITY 6425: MOBILE EQUIPMENT REPAIR - LABOR 6426 SMALL EQUIPMENT REPAIR - LABOR 6457 MACHINERY & EQUIPMENT RENTAL 6475 MISCELLANEOUS 6476 CONFERENCES AND SCHOOLS 6477 LOCAL MEETING EXPENSES 6479 DUES AND SUBSCRIPTIONS 6535'OTHER CONTRACTUAL SERVICES 6569 MAINTENANCE CONTRACTS OTHER SERVICES AND CHARGES CAPITAL OUTLAY 6640 MACHINERY/EQUIPMENT 6660 OFFICE FURNISHINGS/EQUIPMENT CAPITAL OUTLAY TOTAL E -TV LINE Budget 2009 $ 235,400 2,000 14,000 15,800 17,900 34,600 ITEM DETAIL Budget 2010 $ 239,200 2,500 14,000 17,900 19,600 37,500 1,200 1,300 320,900 332,000 1,300 1,300 500 500 300 300 3,500 8,800 1,200 2,500 4,000 3,000 5,000 4,500 1,400 1,500 8,500 13,200 25,700 35,600 9,200 1,500 800 800 200 200 1,600 1,000 2,700 2,700 2,200 2,300 300 300 3,200 2,300 7,300 7,300 12,000 12,000 2,500 2,500 5,000 4,500 2,000 2,000 2,400 5,000 5,300 4,100 1,000 1,000 4,700 5,300 5,400 22,400 23,300 90,200 $ 78,100 5,400 $ 7,200 1,000 800 6,400 8,000 443,200 $ 453,700 2.37% Agenda Information Memo October 13, 2009, Special Eagan City Council Meeting VII. 2010 EAGAN CONVENTION AND VISITORS BUREAU BUDGET ACTION TO BE CONSIDERED: To hear an overview of 2010 marketing priorities and receive the board - adopted 2010 ECVB Budget and direct that it be placed on a future regular City Council meeting consent agenda for formal ratification t and. FACTS: • The ECVB's 2010 budget process began last spring, and has been reviewed by the ECVB Finance Committee including City of Eagan Chief Financial Officer Tom Pepper, and separately reviewed by City Liaison Tom Garrison. • The budget was reviewed and approved by the Bureau's Board of Directors during their October 1 Board meeting. Mayor Mike Maguire, a City -designated board member, was present for the board approval. • While the ECVB Board operates independently of the City, Section 3.2 of the Operating Agreement with the City of Eagan requires the ECVB to submit its work plan and operating budget to the City Council for its "review and approval." • The 2010 budget reflects an18.1 % decrease from the 2009 budget. • In addition to its regular work, in 2010 the ECVB will focus on increased sales missions to nearby markets, multimedia marketing initiatives and enhanced vacation packages to position Eagan well despite the economy. • It should also be recognized and the City is grateful for the ECVB's financial participation in Eagan's 150th celebration in 2010. • In addition to working with officials from the Eagan Civic Arena and Cascade Bay water park on joint marketing efforts for 2010, the Bureau also plans on continuing its active role in promoting Eagan's July 4th Funfest, Market Fest and Art Festival and creatively incorporate Eagan's sesquicentennial celebration promotions into these events • Communications Director Garrison, and ECVB Executive Director Brent Cory will make a very brief presentation and be available to answer any questions. ATTACHMENTS: • Enclosed on pages through 1.0 are the summary and highlighted changes of the ECVB budget. Eagan Convention & Visitors Bureau 2010 Budget 2007 2008 2009 2010 Actual Actual Budget Budget INCOME Lodging tax $ 832,422 $ 833,003 $ 800,000 $ 640,000 Other 27,250 12,529 27,000 28,000 Utilization of reserves 50,000 50,000 Total Income 859,672 845,532 877,000 718,000 EXPENSES Personnel 195,494 231,538 261,000 252,000 Other 130,805 133,722 123,500 104,000 Office 13,480 16,345 24,500 7,000 Marketing 286,260 352,677 437,000 333,500 Travel & Entertainment 19,020 23,706 31,000 21,500 Total Expenses 645,059 757,988 877,000 718,000 Net income $ 214,613 $ 87,544 $ $ Cra Eagan Convention and Visitors Bureau Proposed 2010 Budget Eagan Convention & Visitors Bureau Responsible Manager: Brent Cory, Executive Director City Liaison: Tom Garrison City Council ECVB Board Representation: Mayor Mike Maguire PURPOSE & DESCRIPTION The purpose of the Eagan Convention and Visitors Bureau is to: • Promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts. • Generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. The Eagan Convention and Visitors Bureau is responsible for the following functions: • Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as increasing guest visits to area hotels, attractions, restaurants and retail outlets • Promoting Eagan through advertising, public and media relations, creative promotions and collateral, Web site/Internet initiatives, and e-commerce/direct mail campaigns. • Participating in trade shows, sales missions, targeted sales calls and familiarization tours aimed at generating leads and business prospects for Eagan. PERFORMANCE INDICATORS Description Amount of lodging tax generated Qualified leads generated through advertising/promotional/sales efforts HIGHLIGHTS & CHANGES 2007 2008 2009 Actual Actual Estimate $813,897 $833,003 $650,000 46,345 49,529 55,000 Overview: Deals and discounts continue to be the dominant drivers for destinations, and the Eagan Convention and Visitors Bureau is fully prepared to continue positioning Eagan as THE top choice for travelers looking for a high quality, affordable experience when traveling to the Minneapolis/St. Paul region. Two clear themes will be emerging throughout the ECVB 2010 marketing campaign: Birthday Bargains and a Pick Your Package concept. Highlight/Change 1: ($25,000) The Bureau is proudly partnering with the city of Eagan for what promises to be a truly sensational sesquicentennial celebration. Highlight/Change 2: ($75,000) Packages are more popular than ever in the tourism industry given our current economy, and the Bureau will be taking full advantage of this trend by launching an exciting "Pick Your Package" program in 2010. The concept is simple — the Bureau will be partnering with great attractions such as Cascade Bay Waterpark, Mall of America, Valleyfair Family Amusement Park, the Minnesota Zoo and others to offer exclusive savings on passes in exchange for guests staying in Eagan hotels. The program will also feature a "frequent visitor" element rewarding guests for future stays/visits to Eagan. Highlight/Change 3: ($10,000) In addition to working with officials from the Eagan Civic Arena and Cascade Bay Waterpark on joint marketing efforts for 2010, the Bureau also plans on continuing its active role in promoting Eagan's July 4th Funfest, Market Fest and Art Festival with an exciting twist — all events will be creatively incorporating Eagan's sesquicentennial celebration into the festival fun with the Bureau's assistance. Highlight/Change 4: ($31,500) High visibility is more important than ever given the challenging economic conditions we all face. Because of this, the Bureau feels strongly about investing even more time and energy into what will amount to a record number of sales missions for 2010. Programs such as the Bureau's successful sleep and fly initiative along with information on travel packages, discounts and all of the exciting Eagan sesquicentennial celebration offerings will certainly be taken to travel agents, group tour operators and leisure travel outlets throughout the Upper Midwest and Canada. Highlight/Change 5: ($50,000) During 2010, $50,000 of the Bureau's undesignated reserves will be utilized specifically to enhance radio, television and online marketing and promotional initiatives in specific markets (i.e. Des Moines, Duluth, Fargo/Moorhead, Grand Forks, Rochester, Sioux Falls, Winnipeg) We feel this is a huge competitive advantage for Eagan, allowing us to promote all of our great amenities during a time when most organizations are cutting marketing initiatives. Highlight/Change 6: Thanks to the implementation of the Bureau's "Fun to be Frugal" campaign in 2009, over $30,000 in costs has been saved and utilized to promote Eagan's hospitality community. Due to the program's success, the initiative will be continued during the Bureau's 2010 campaign. POSITION INVENTORY Personnel 2006 2007 2008 2009 Hours Executive Director 1 1 1 1 2,080 Sales Director 1 1 1 1 2,080 Tourism Sales Director 1 1 1 1 2,080 Sales Administrator/Travel Counselor 1 1 1 1 2,080 Marketing Assistant 0 0 1 1 2,080 Total 2010 WORK PLAN Activity Routine 1. Generate and fulfill inquires from leisure, business, meeting travelers. 2. Create/distribute collateral promoting Eagan's hotels, restaurants, attractions and shopping destinations to identified markets. 3. Conduct sales missions aimed at generating increased travel/economic impact for Eagan. 4. Work closely with hospitality partners to continually keep Eagan top of mind in identified market segments. 5. Provide superior customer service to guests interested the many amenities Eagan has to offer. Agenda Information Memo October 13, 2009 Special Eagan City Council Meeting VIII. REVIEW PRACTICE PERTAINING TO APPOINTMENT OF ELECTION JUDGES ACTION TO BE CONSIDERED: To provide direction to staff regarding potential changes to the City's process pertaining to the appointment of election judges. FACTS: General • The agenda for the City Council's regular meeting of August 4, 2008 included an action to "Approve the list of election judges for the September 9, 2008 Primary Election." • At the August 4, 2008 Listening Session staff was directed to review the City's ordinance pertaining to the appointment of election judges. (The City does not have an ordinance specifically covering the appointment process and has historically used the Statutes exclusively.) • Since no City elections have been contemplated until 2010 and given the number of agenda items for special meetings, the item has not been placed on an agenda until October 13, 2009. • State law has historically changed rather frequently regarding both election judge qualifications and requirements for appointment related to party affiliation. • Perhaps it might be appropriate to separate the discussion into the following two components; election judge qualifications and party affiliation. Election Judge Qualifications • Minnesota Statutes 204B.19 and 204B.21 provide for the qualifications that must be met in order for an individual to serve as an election judge. Qualified: o Any individual who is eligible to vote in the State of Minnesota is qualified to be appointed as an election judge. There is an exception for high school students who may be appointed as trainee election judges. Not Qualified: o No individual shall be appointed as a judge if the person is unable to read, write or speak the English language. o No individual shall be appointed as a judge if the person is the spouse, parent, child or sibling of any election judge serving in the same precinct or of any candidate at that election. o No individual shall be appointed who is a candidate at that election. Political Party Appointment List: o The individual is on the list of eligible voters as provided by each major political party subject to the qualifications listed earlier. The political party appointment list must be exhausted prior to appointing other individuals. • The statute allows the appointing authority to establish additional qualifications which are not inconsistent with the provisions of the statute and which relate to the ability of an individual to perform the duties of an election judge. • Eagan's past practice has been to not screen potential judges to any extent beyond those in the statutes as listed above. • Eagan election judges that become incapable of performing certain tasks or who have created problems in the polling place are assigned different tasks or are not suggested for appointment in subsequent elections. Feedback from head judges is considered in these circumstances. • Occasionally election judges exhibit behavior (consciously or unconsciously) in a precinct that could be interpreted as an effort to influence voters. Head judges are asked and trained to observe the judges and their interactions with voters to ensure that all precinct activities are consistent with expectations for election judges. In general, this has not risen to a level to be considered a problem and the City receives very few complaints about the behavior of election judges. Party Affiliation • Both Minnesota Statutes 204B.19 and 204B.21 address party affiliation providing as follows: o At least two judges in each precinct must be affiliated with different major political parties. o No more than half of the judges in a precinct may be members of the same political party unless there is an odd number of election judges. ATTACHMENTS: • Enclosed on page Cpl is a copy of Minnesota Statute 204B.19 Election Judges; Qualifications. Ge • Enclosed on page is a copy of Minnesota Statute 204B.21 Appointment of Election Judges. • Enclosed on pages (p 9 through 7 is a copy of a memo outlining the State election judge special qualifications/requirements along with a table summarizing practices in nine cities in addition to Eagan. • Enclosed on pages 7 and 7is a copy of two pages of Minnesota Statute 200.02 Definitions including Subd. 7 which is the definition for a Major Political Party. 204B.19, 2008 Minnesota Statutes Page 1 of 1 2008 Minnesota Statutes 204B.19 ELECTION JUDGES; QUALIFICATIONS. Subdivision 1. Individuals qualified to be election judges. Except as provided in subdivision 6, any individual who is eligible to vote in this state is qualified to be appointed as an election judge. Subd. 2. Individuals not qualified to be election judges. No individual shall be appointed as an election judge for any precinct if that individual: (a) is unable to read, write or speak the English language; (b) is the spouse, parent, child or sibling of any election judge serving in the same precinct or of any candidate at that election; or (c) is a candidate at that election. Subd. 3.[Repealed, 1985 c 248 s 37] Subd. 4. Additional qualifications permitted; examination. The appointing authority may establish additional qualifications which are not inconsistent with the provisions of this section and which relate to the ability of an individual to perform the duties of an election judge. The appointing authority may examine any individual who seeks appointment as an election judge to determine whether the individual meets any qualification established under this section. Subd. 5. Party balance requirement. No more than half of the election judges in a precinct may be members of the same major political party unless the election board consists of an odd number of election judges, in which case the number of election judges who are members of the same major political party may be one more than half the number of election judges in that precinct. Subd. 6. High school students. Notwithstanding any other requirements of this section, a student enrolled in a high school in Minnesota or who is in a home-school in compliance with sections 120A.22 and 120A.24, who has attained the age of 16 is eligible to be appointed as a without party affiliation trainee election judge in the county in which the student resides. The student must meet qualifications for trainee election judges specified in rules of the secretary of state. A student appointed as a trainee election judge may be excused from school attendance during the hours that the student is serving as a trainee election judge if the student submits a written request signed and approved by the student's parent or guardian to be absent from school and a certificate from the appointing authority stating the hours during which the student will serve as a trainee election judge to the principal of the school at least ten days prior to the election. Students shall not serve as trainee election judges after 10:00 p.m. Notwithstanding section 177.24 to the contrary, trainee election judges may be paid not less than two-thirds of the minimum wage for a large employer. The principal of the school may approve a request to be absent from school conditioned on acceptable academic performance at the time of service as a trainee election judge. History: 1981 c 29 art 4 s 19; 1983 c 126 s 1; 1983 c 303 s 7; 1985 c 39 s 1; 1987 c 266 art 1 s 27; 1991 c 237 s 1,2; 1995 c 34 s 1; 2000 c 467 s 18; 2004 c 293 art 2 s 19,20 Cog https://www.revisor.leg.state.mn.us/statutes/?id=204B.19 5/11/2009 204B.21, 2008 Minnesota Statutes Page 1 of 1 2008 Minnesota Statutes 204B.21 APPOINTMENT OF ELECTION JUDGES. Subdivision 1. Appointment lists; duties of political parties and county auditor. On June 1 in a year in which there is an election for a partisan political office, the county or legislative district chairs of each major political party, whichever is designated by the state party, shall prepare a list of eligible voters to act as election judges in each election precinct in the county or legislative district. The chairs shall furnish the lists to the county auditor of the county in which the precinct is located. By June 15, the county auditor shall furnish to the appointing authorities a list of the appropriate names for each election precinct in the jurisdiction of the appointing authority. Separate lists shall be submitted by the county auditor for each major political party. Subd. 2. Appointing authority; powers and duties. Election judges for precincts in a municipality shall be appointed by the governing body of the municipality. Election judges for precincts in unorganized territory and for performing election -related duties assigned by the county auditor shall be appointed by the county board. Election judges for a precinct composed of two or more municipalities must be appointed by the governing body of the municipality or municipalities responsible for appointing election judges as provided in the agreement to combine for election purposes. Except as otherwise provided in this section, appointments shall be made from lists furnished pursuant to subdivision 1 subject to the eligibility requirements and other qualifications established or authorized under section 204B.19. At least two election judges in each precinct must be affiliated with different major political parties. If no lists have been furnished or if additional election judges are required after all listed names have been exhausted, the appointing authority may appoint other individuals who meet the qualifications to serve as an election judge, including persons who are not affiliated with a major political party. The appointments shall be made at least 25 days before the election at which the election judges will serve. History: 1981 c 29 art 4 s 21; 1983 c 303 s 8; 1986 c 444; 1987 c 212 s 5; 1999 c 137 s 19; 2008 c 295 s 11,12 (0E https://www.revisor.leg.state.mn.us/statutes/?id=204B.21 5/11/2009 City of Evan Memo To: Gene VanOverbeke, Director of Administrative Services From: Maria Petersen, City Clerk/Coordinator of Administrative Services Date: May 4, 2009 Subject: Election Judge Special Qualifications/Requirements Per the Council's direction at the August 8, 2008 Listening Session, I compiled information related to what, if any, additional qualifications, requirements or criteria are sought from potential election judges for use in determining if an individual is qualified for appointment. I surveyed nine cities of comparable size to Eagan regarding their recruitment and appointment practices (see attached table.) Minnesota Statute 204B.19 states what qualifications must be met in order for an individual to serve as an election judge. Specifically, any individual who is eligible to vote in the state of Minnesota is qualified to be appointed as an election judge. Further, the statute states that no individual shall be appointed as a judge if the person is unable to read, write or speak the English language, is the spouse, parent, child or sibling of any election judge serving in the same precinct or of any candidate at that election or is a candidate at that election. The statute allows the appointing authority to establish additional qualifications which are not inconsistent with the provisions of the section and which relate to the ability of an individual to perform the duties of an election judge. I asked the staff of these nine cities to provide me with any additional criteria they consider or testing they use in determining if someone is "qualified" to serve as a judge. I also asked if the council would appoint a potential judge, assuming they were qualified, if they had information about their personal background (not obtained from a formal background check) that may raise questions or concerns. Four of the cities, do not have any additional requirements or criteria aside from the basic statutory requirements. At this time, Eagan also does not have any additional criteria for election judges. None of the nine cities surveyed has the applicant undergo a background check. Eagan City Code Chapter 2, Section 2.39 allows for criminal background investigations on applicants who are finalists for paid or volunteer positions with the City. Most of the judges are considered employees and are paid; however, judges may also volunteer to serve if they supply notice of their intent. While I am not aware of any statutory provision preventing us from conducting background checks, this does not appear to be a practice other cities are undertaking. Conducting background checks on 1D' the approximately 300 judges Eagan utilizes would involve a significant amount of resources. It should also be noted that per M.S. 204B.21, subd. 2, the appointing authority must appoint judges from the list of eligible voters as provided by each major political party, subject to eligibility requirements and other established qualifications as found in M.S. 204B.19. If no lists are supplied or after the lists have been exhausted, the appointing authority may appoint other individuals to serve as election judges. On the Council directives list, there was a reference to reviewing the ordinance pertaining to the appointment of election judges. Currently, the only reference to elections in the Eagan City Code is the establishment of an absentee ballot board. Please let me know if you would like any additional information. Other Considerations/Comments Head judges are asked to report any problems related to judges not getting along with other judges or voters, not following directions, being argumentative, unable to perform tasks. Find another task for judge to perform or not reappoint them in the future. Past performance in the polling place. Comments received from the public and co-workers in previous elections. Completeness and legibility of application materials. Placement of experienced judges is based on qualifications and past performance. Placement of new judges is based upon qualifications and available positions at the polling place. A short aptitude test is administered. Desired or Required Qualifications No additional qualifications/requirements. No additional qualifications/requirements. Same requirements as City of Minneapolis. Required Qualifications: Ability to sit or stand for long periods of time. Ability to understand and follow City, County, State and Federal Election Laws, Regulations and Procedures. Ability to interact appropriately with the public, co- workers and election staff. Ability to clearly communicate rules, regulations, answer questions and resolve problems and conflicts. Chair judges and co-chairs have other specific qualifications for serving in that capacity. Desired Qualifications: Ability to communicate clearly. Comfortable with serving a diverse population. Ability to remain impartial. Physical and emotional stamina. Detail -oriented. General math skills. Fluency in second language. Questions asked on application,: Are you physically and mental y capable of working a 15 -hour day? Are you a chairman, campaign manager or treasurer for a political or candidate committee? Do you read, write and speak any other language, including sign language? No additional qualifications/requirements. ... a O 0 c 0 x cl pm ., o C t. Coon Rapids If a judge is incapable of performing a certain task or has created problems in the polling place, another task is assigned to judge or they may not be reappointed in the future. Feedback from head election judge is considered. Head judges must have previous experience serving as an election judge. Post election survey is sent to judges regarding their skills. If problems arise regarding judge performance, they may be asked to perform another task or they may not be reappointed. Judges are evaluated following performance at Primary Election; if problematic, they become an alternate for the General Election and may not be reappointed. Feedback from the head election judge is considered. Resident of St. Louis Park. Completeness and legibility of application materials. Placement of new judges is based upon qualifications and possibility a telephone or in-person interview. Placement of experienced judges is based on qualifications and past performance. Comments received from public and co-workers in previous elections. No testing is performed, but a post election evaluation is conducted on judge performance by chair judge. No additional qualifications/requirements. • .. ..........___ No additional qualifications/requirements. Questions asked on application: Post high school education. Seminars/classes related to election judge duties. Volunteer/employment experiences related to interacting with the public. Why do you want to bean election judge? Desired Qualifications: Legible handwriting, positive attitude, good communication skills. Desired Qualifications: Ability to communicate clearly and interact appropriately with voters and co-workers. Comfortable with assisting and serving a diverse population. Ability to remain impartial and not exert influence over voters. Physical and emotional stamina. Attention to detail. General math skills. o cts to W Maple Grove Minnetonka 0 E Q, cl a a 2 200.02 DEFINITIONS. MINNESOTA STATUTES 2009 200.02 Subdivision 1. Application. The terms defined in this section apply to the Minnesota Election Law. Subd. 2. General election. "General election" means an election held at regular intervals on a day determined by law or charter at which the voters of the state or any of its subdivisions choose by ballot public officials or presidential electors. Subd. 3. Primary. "Primary" means an election at which the voters of the state or any of its subdivisions choose by ballot the nominees for the offices to be filled at a general election. Subd. 4. Special election. "Special election" means: (a) an election held at any time to fill vacancies in public offices; or (b) an election held by a subdivision of the state for a special purpose. Subd. 5. Special primary. "Special primary" means an election held to choose the nominees for vacant public offices to be filled at a special election. Subd. 6. Political party. "Political party" means an association of individuals under whose name a candidate files for partisan office. Subd. 7. Major political party. (a) "Major political party" means a political party that maintains a party organization in the state, political division or precinct in question and that has presented at least one candidate for election to the office of: (1) governor and lieutenant governor, secretary of state, state auditor, or attorney general at the last preceding state general election for those offices; or (2) presidential elector or U.S. senator at the last preceding state general election for presidential electors; and whose candidate received votes in each county in that election and received votes from not less than five percent of the total number of individuals who voted in that election. (b) "Major political party" also means a political party that maintains a party organization in the state, political subdivision, or precinct in question and that has presented at least 45 candidates for election to the office of state representative, 23 candidates for election to the office of state senator, four candidates for election to the office of representative in Congress, and one candidate for election to each of the following offices: governor and lieutenant governor, attorney general, secretary of state, and state auditor, at the last preceding state general election for those offices. Copyright © 2009 by the Revisor of Statutes, State of Minnesota. All Rights Reserved. 3 MINNESOTA STATUTES 2009 200.02 (c) "Major political party" also means a political party that maintains a party organization in the state, political subdivision, or precinct in question and whose members present to the secretary of state at any time before the close of filing for the state partisan primary ballot a petition for a place on the state partisan primary ballot, which petition contains signatures of a number of the party members equal to at least five percent of the total number of individuals who voted in the preceding state general election. (d) A political party whose candidate receives a sufficient number of votes at a state general election described in paragraph (a) or a political party that presents candidates at an election as required by paragraph (b) becomes a major political party as of January 1 following that election and retains its major party status for at least two state general elections even if the party fails to present a candidate who receives the number and percentage of votes required under paragraph (a) or fails to present candidates as required by paragraph (b) at subsequent state general elections. (e) A major political party whose candidates fail to receive the number and percentage of votes required under paragraph (a) and that fails to present candidates as required by paragraph (b) at each of two consecutive state general elections described by paragraph (a) or (b), respectively, loses major party status as of December 31 following the later of the two consecutive state general elections. Subd. 8. City. "City" means a home rule charter or statutory city. Subd. 9, MS 1971 [Repealed, 1973 c 123 art 3 s 7] Subd. 9. Municipality. "Municipality" means any city or town. Subd. 10. Governing body. "Governing body" means the board of commissioners of a county, the elected council of a city, or the board of supervisors of a town. Subd. 11. Precinct. "Precinct" means a geographical area the boundaries of which are established for election purposes in accordance with section 204B.14. Subd. 12. Polling place. "Polling place" means the place of voting. Subd. 13. Convention. "Convention" means an organized body of delegates assembled for the purpose of transacting the business of a major political party. Subd. 14. Election board. "Election board" means the election judges serving in a precinct. Subd. 15. Eligible voter. "Eligible voter" means an individual who is eligible to vote under section 201.014. Subd. 16. County auditor. "County auditor" means the county auditor or, in counties where that office does not exist, the principal county officer charged with duties relating to elections. -214 Copyright © 2009 by the Revisor of Statutes, State of Minnesota. All Rights Reserved. Agenda Memo October 13, 2009 Special City Council Meeting IX. FIRE SAFETY CENTER UPDATE ACTION TO BE CONSIDERED: No formal action is needed. Staff will update and seek feedback from Council on the Fire Safety Center Project and proposed timeline. FACTS: • On August 11th, 2009 Council reviewed and provided consensus on schematic design of the Fire Safety Center. At this meeting Council authorized proceeding to the design development stage of the project. • Staff continues to hold regular weekly meetings with the architect and consultants to further develop the plans for the Fire Safety Center. ® Sam Bontrager from SEH Architects and Fire staff will present updated design development plans to Council for review, input and direction. ® Staff will also review proposed timeline for the project. ATTACHMENTS: ® Proposed Schedule enclosed on pages through 7 7 . 75 BO ;, . [fl Coeal'a)RA ION ['rq/i^sst?Inn! C'm+.cIruciion Scri'irea CELEBRATING 25Y1ARS EAGAN FIRE STATION PROJECT SCHEDULE 10/2/2009 ACTIVITY PRE -CONSTRUCTION: BID PACKAGE # 1 GRADING & UTILITIES Notice of Bids to City - Grading & Utilities Grading & Utility Documents from Architect START COMPLETE City Council Meeting: * Chief to Update Council at listening session * Seek approval to approve plans and specifications for Contract 09-20 (Fire Station #2- Site Grading and Utilities) - Consent Agenda September 28, 2009 September 30, 2009 October 6, 2009 Notice of Bids October 6, 2009 Plans Issued for Bidding Grading & Utilities October 12, 2009 Update Council at Special Council Meeting: October 13, 2009 * New Plans for Review * New Boards from Architect * Approve Alternates Project Closing for Property October 16, 2009 Pre -Bid Conference - Grading & Utilities October 22, 2009 Final Addendum Issued October 26, 2009 Contractor Qualifications Received - Best Value October 29, 2009 Bid Package # 1 (Grading and Utilities) Bids Received October 30, 2009 Information for Council packet October 30, 2009 Council Approval: November 2, 2009 * EAW * Grading Permit * Approval of Recommended Contractors Planning Commission Meeting November 24, 2009 City Council Meeting December 1, 2009 pawl C0RPORA'3'Et iN Pn?fe.rsinraul Construction Serileec CELEBRATING 25YEARS CONSTRUCTION (Grading & Utilities) Mobilize Project November 9, 2009 Layout and Staking November 9, 2009 November 11, 2009 Demolition / Site Clearing November 11, 2009 November 13, 2009 Rough Grading November 16, 2009 December 4, 2009 Underground Utilities December 7, 2009 December 30, 2009 BID PACKAGE # 2 FOUNDATIONS & STRUCTURE Council Approval: * Approval to Issue Bid Package # 2 Issue Bid Package for Foundations & Structure Receive Bids for Foundation & Structure Council Approval: * Comprehensive Plan * Building Permit * Recommended Contractors Construction of Building January 11, 2009 December 1, 2009 December 9, 2009 December 29, 2009 January 4, 2009 Completion of Building Fall of 2010 '17