08/09/2010 - City Council SpecialAGENDA
SPECIAL CITY COUNCIL MEETING
MONDAY
AUGUST 9, 2010
5:30 P.M.
CITY COUNCIL CHAMBERS —EAGAN MUNICIPAL CENTER
I. ROLL CALL AND ADOPTION OF THE AGENDA
II. VISITORS TO BE HEARD
e 1 III. SOLAR FEASIBILITY STUDY
p 8 IV. JOINT MEETING WITH THE ENERGY AND ENVIRONMENT
ADVISORY COMMISSION (EEAC)
• DISCUSS 2010 -2011 EEAC VALUE STATEMENTS AND GOALS
f V. 2011 E -TV BUDGET
f ,.3 VI. 2011 GENERAL FUND BUDGET AND TAX LEVY
VII. OTHER BUSINESS
VIII. ADJOURNMENT
Special Council Workshop
Agenda Memo
August 9, 2010
III. SOLAR FEASIBILITY STUDY
DIRECTION TO BE CONSIDERED:
Receive a presentation by SEH Inc regarding the Council commissioned Solar Feasibility
Report and provide City staff with comments and any appropriate direction.
FACTS:
• Members of the City Council have previously expressed an interest in having staff
investigate the potential merits and opportunities of integrating solar power generation
into the City's energy needs.
• At the June 2, 2009 Public Works Committee meeting, staff shared preliminary
information they had learned about the possibilities of installing photovoltaic (PV) solar
panels on the roofs of larger municipal structures (i.e. reservoirs, Community Center,
Central Maintenance Facility, Civic Arena, etc). The Committee expressed an interest in
learning more about the potential benefits of such an alternative energy source and
directed staff to solicit proposal to prepare such a study.
• At the Sept. 8, 2009 Public Works Committee meeting, the Committee received a
proposal from SEH Inc. to prepare a Solar Feasibility Study for $15,500 and
subsequently recommended to the Council the preparation of such a study.
• At the Sept. 15, 2009 City Council meeting, the Council accepted the Public Works
Committee's recommendation and authorized SEH Inc to prepare the report. They also
directed staff to fund the cost out of the $647,000 Energy Efficiency & Renewable
Energy (EERE) Block Grant.
• The study was completed earlier this summer and representatives from SEH will be
presenting the results of this study to the Council for discussion and further direction, if
any. (The SEH representatives are Dan Zienty, George Johnson, and Scott Sannes)
ATTACHMENTS J_
• Executive Summary, Recommendations & Conclusions, pages a. through VJ
• Location map of evaluated City Facilities, page 7
Solar Feasibility Report
City of Eagan, Minnesota
City Project No. 09- RAS -03
SEH No. EAGAN 110974
May 30, 2010
SEH
Multidisciplincd. Single Source.
Trusted solutions for more than 75 years.
SOLAR FEASIBILITY REPORT
For City of Eagan
Executive Summary, Recommendations
& Conclusions
The decision by Fagan to proceed with targeted installation of solar PV systems depends on a
real -time analyses of many short-term and long -term economic, engineering, environmental
and social factors. Every person will weight these factors differently and the various
economic, environmental and social factors will change over time. Eagan's decision - makers
can rely on the general factors provided in this report to give them some guidance towards
their choices, but each individual project will need to be re- evaluated in light of the unique
circumstances each one presents.
On a strictly economic basis:
1. Solar photovoltaic power does not appear to economically feasible given the
current grant and funding opportunities for municipalities and the limited
willingness of cities to increase their long -term debt load.
2. The efficiency rating of cunent solar PV cells does not allow these to produce
electricity as cheaply as utilities that have coal, natural gas and nuclear options.
Until solar PV achieves "grid parity" these systems will need to have the capital
cost subsidized by grants, low interest loans or tax incentives in order to be cost
competitive.
3. When the economic conditions improve Eagan should focus its investment in
municipal solar PV on those sites that will provide the fastest return on
investment
4. The return on investment from solar PV is primarily a function of the product of
solar PV surface area at a site multiplied by the PV system sunlight conversion
efficiency multiplied by the utility power buyback rate available to that particular
facility according to existing utility contracts.
5. The economic return can be modified by the availability of Federal, state or
Utility grants, low interest loans, renewable energy repurchase bonus rates, tax
rebates or other incentives.
6. The current climate for cities in Minnesota for solar PV in the short term is not as
favorable as for individual residences or businesses in this state, or for
municipalities in other states where the financial structure is different.
7. The best returns will come fi systems installed at the largest power users, with
the greatest amount of unobstructed surface, receiving the highest utility buyback
rate, with the greatest percent of the system capital cost subsidized at the
beginning of the project by non - municipal funds.
8. In Minnesota, current utility law favors the installation of solar PV systems that
generate less than 40 kilowatts in total, by allowing expedited permit processing
and relative ease of installation. Minnesota solar PV systems larger than 40
kilowatts require a more extended and expensive permitting process and the
EAGAN 110974 Solar Feasibility Report
Page 23
3
negotiation of an individual power purchase agreement between the utility and
the municipal solar PV site. The additional time and expense required makes it
Less practicable for most municipalities to exceed the 40 kW limit in system size.
Financial considerations are the single most important factor for most municipalities
considering solar PV systems. The main components in determining return on investment are
the upfront cost, the utility power buyback rate and the actual solar power generated at the
site. Additional important factors include the availability of Federal, State and Utility
company grants, tax credits, accelerated depreciation, and other utility programs geared
toward stimulating investment in solar and other renewable energy initiatives.
If one is willing to consider longer term, non - economic factors, the site selection priorities
may change:
The overall sustainability benefits of solar PV installations are numerous. These could
include environmental, social and meta- economic factors. Solar PV can reduce the cities
carbon footprint, lessen the greenhouse gas emissions due to the cities power consumption
activities, solar power can improve the public image of the city and reduce the facility's -
monthly electricity bills. Eagan may find that the public relations value of a large visible
solar PV system on the overall sustainability of city operations makes a project worthwhile
on a non- economic basis.
The overall feasibility of a solar PV system is not determined by a financial analysis alone.
Based on current prices, a solar PV system installed at a municipal facility in Eagan would
have a twenty to sixty year payback period depending on the price and rebates likely to be
available in 2010. We recommend that Eagan weigh the positive sustainability impacts of
solar panels alongside the economic feasibility of installation. With the present conditions
and the likely future trends, it is unlikely that a solar panel installation will lose money over
the 20 -50 year lifetime of the system; however, the Project does require a large initial capital
investment and has a slow payback under present rates.
The city should monitor future economic conditions of technology costs, grant availability
and utility rebates, and the site evaluation factors given below to get an estimate of economic
feasibility of a solar power system. When it is determined that the benefits from a solar panel
installation outweigh its drawbacks, such as when the cost per watt drops below a threshold
price, Eagan should take advantage of solar PV panel technology to reap the benefits of clean,
renewable energy.
In deciding where to install solar PV, SEH recommends that Eagan base their decision on the
following key factors. Our recommendations appear in descending order based on our overall
technical evaluation. The tables in the report and the database matrix provided on the CD
accompanying this report will enable the City to revisit this topic at any time in the future.
The teens used and the metadata of the GIS matrix are provided in the appendices.
Our initial assumptions guided our evaluation. Additional insight was gained by the
information provided in our meetings with Eagan staff The on -site evaluations clarified our
analysis and led us to the results presented in this report. Electrical engineering analysis from
Vinco staff and their technical recommendations confirmed the development and weighting
of factors in the matrix and tables.
EAGAN 110974 Solar Feasibility Report
Page 24
The primacy decision factor is a given facility's specific electricity buyback rate. There are
many different rate plans available from Dakota Electric and Xcel. These are complex and
customized to the unique power needs of each facility. Ideally, Dakota electric rates 41 and
46 are best for Eagan to realize a quick return on investment from Solar PV. Schedule 41
sites include Deerwood Reservoir (water tower), Lexington - Diffley athletic fields (west
concession), Lexington - Diffley athletic fields (East concession), Lexington Reservoir (water
tower), Safari Reservoir (water tower) and Southern Lakes Reservoir (water tower). The
schedule 46 sites include Eagan Fire Station # l and Fire Station # 4.
None of the five largest power using buildings in Eagan are on Dakota schedule 41 or 46.
The water treatment plant is on schedule 54, the community center is on a special power rate
from Xccl, and all other high power use facilities are on schedule 70 from Dakota Electric,
which are not as lucrative for solar PV power buy -back rates.
The second major factor for siting solar PV is the amount of usable roof area. This factor is
less important than the power rate, but ideally Eagan would prefer a facility that has the
minimum amount of 4,000 square feet of usable roof area needed to install a 40 kW system.
If the facility has less usable roof area, but a higher power rate it may make sense to consider
that building over a larger roof at a lower power rate. Of the schedule 41 sites, West and East
concessions in Lexington Diffley athletic fields are not large enough to install a roof top
array. Eagan Fire Stations # 1 and # 4 and the Southern Lakes Reservoir water tower have
good power rates but are at or under the 4,000 ft. of total roof area. We are not certain
whether these locations are able to provide enough usable area to be profitable locations. The
best candidates for Solar PV are the Deerwood Reservoir water tower, Lexington Reservoir
water tower and Safari Reservoir water tower; all of which have at least 6,000 square feet of
usable roof area.
The third major factor influencing return on investment is the product of the solar PV
system's sunlight to electricity conversion efficiency rate and the actual amount of sunlight
reaching the system during the year. This factor depends on variations in the actual weather
and so can only be estimated roughly in advance. Solar PV technology is rapidly advancing
and diversifying but achieving higher solar conversion efficiency is a universal target for all
manufacturers. As costs decline and efficiencies improve this will improve the overall
economics of solar PV systems.
The Eagan ice arena is by far the largest contiguous roof area available for PV. Several 40
kW systems could be placed there. The community center is the next largest area, again far
exceeding the amount needed to install 40 kW. The water treatment plant has a large amount
of area for PV with little roof obstruction, including a large fenced area adjacent to the plant
which may be suitable as well. The City Hall and Police station each also have sufficient area
for a 40 kW system. The City Hall roof is much more cluttered and would provide less
usable area than the adjacent police station. As was mentioned earlier, current Minnesota
utility regulations actually offer a disincentive to any person or entity wishing to install solar
PV systems larger than 40 kW. So Eagan's facilities with large roof area do not necessarily
offer a better return on investment to solar PV systems that would 40 the 40 kW limit.
Additional considerations include site security, system visibility and roof slope. The water
towers definitely offer very good security for the PV systems. Visibility is a more difficult
factor to quantify and is a secondary consideration in SEH's technical evaluation. It is much
easier to install PV on a flat roof than a sloped one. The elevation of some water storage
EAGAN 110974 Solar Feasibility Report
Page 25
s
structure does present installation and maintenance challenges in return for the increased
security. Water tank installation is definitely possible at the selected sites.
Eagan should consider the possibility of leasing out roof space and buying back the power
from the lessee at market rates, if a third party developer is willing to provide all or a major
part of project capital cost.
Conclusion
Our conclusion is the City of Eagan should eventually proceed with the installation of PV
systems as the economics improve and the importance of sustainable power becomes a
greater factor in city policy decisions. The order of installation should be based on the factors
given in the Recommendation Section above, as funds become available for this activity.
Based on the utility power buyback rates multiplied by the usable square feet of surface area
at the site we have determined the rank order that Eagan should use to invest funds in future
solar PV development. The first sites to have systems installed should be from among the
group that includes the Deerwood reservoir, the Lexington Reservoir and the Safari
Reservoir. When these three have been completed second choice set of sites should include
the Water Treatment Plant Main Building, the Eagan Municipal Center Ice Arena and the
Eagan City Hall. The third set of potential solar PV sites includes the Eagan Police Facility
and the Central Park Community Center. The area available to Lexington Diffley Athletic
Fields (East and West) is so limited to make them uneconomical for solar PV. None of the
other sites examined are suitable for solar systems in the foreseeable future.
As solar PV becomes more affordable, Eagan may look at their roof space as energy assets
which can be put to productive use. If cities are required to conduct carbon footprint and
greenhouse gas analysis reporting, these solar PV assets may become more valuable in the
future as the market for renewable energy credits solidifies and stabilizes.
EAGAN 110974 Solar Feasibility Report
Page 26
6
Fire House
on Rahn
Safari Reservoir
Legend
Feasible PV Locations EL Eagan City Limits
High Parcels
Medium Lakes
Low
Sperry
Tower
Deerwood
Reservoir
Central Park
to‘ -] Community
Center
Lexington Diffley Athletic
Fields and Reservoir
Northview Park
Eagan Fire
Station #4
Southern
Lakes
Reservoir
1 0.5 0 1
Miles
SEH
3535 VADNAIS CENTER DR.
ST. PAUL, MN 55110
PHONE' (651) 490 -2000
FAX (651) 490.2150
WATTS. 800 - 325.2055
vnvw «elan corn
Project EAGAN 110974
Print Date. 03/11/2010
Map by S*H
Prnjection
Source Dakota County, ON of
Eagan and SEH Inc.
FEASIBLE PV LOCATIONS
EAGAN SOLAR FEASIBILITY STUDY
Eagan, Minnesota
Figure
1
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7
Agenda Information Memo
August 9, 2010 Special City Council Meeting
FACTS:
IV. JOINT MEETING WITH THE ENERGY AND ENVIRONMENT
ADVISORY COMMISSION (EEAC)
• DISCUSS 2010 -2011 DRAFT EEAC VALUE STATEMENTS AND
GOALS
ACTION TO BE CONSIDERED: To discuss the draft EEAC value statements and proposed
goal for 2010 -2011.
• It is the City Council's practice to meet with each of their advisory commissions at least one
time each year.
• This is the first opportunity for the newly appointed Energy and Environment Advisory
Commission (EEAC) to meet with the City Council.
• The Commission, under the leadership of Chairman Bruce Goff, is prepared to dialogue
about the proposed EEAC value statements and goal that the Commission has discussed to
date.
• The Commission asked that their proposed value statements be provided in draft form as they
would like to get the Council's feedback and then further refine the statements at their
regular commission meeting on August 9, immediately following the joint meeting.
• Additionally, the Commission looks forward to dialoguing with the Council about their
recommendation that the City of Eagan pursue the GreenStep Cities Program, which is a
program that grew out of a 2009 report of the State Legislature and is led by the MN
Pollution Control Agency. The program is summarized as follows:
Minnesota GreenStep Cities is a challenge, assistance and recognition program to help
cities achieve their sustainability goals through implementation of 28 best practices.
Each best practice can be implemented by completing one or more specific actions from
a list of four to eight actions. These actions are tailored to all Minnesota cities, focus on
cost savings and energy use reduction, and encourage innovation.
• For more information about the GreenStep Cities program, go to www.MnGreenStep.org.
• After significant discussion by the Commission at both regular meetings and workshops, it
was the Commission's position that the GreenStep Cities program does an excellent job of
8
serving as a framework off of which to work on numerous energy and environmental
initiatives that have been voiced by the City Council and Commission members to date.
• The Commission has also been in contact with the University of Minnesota Sustainable
Education Department to inquire as to their interest in having a group of Capstone students
complete their semester -long project in the City of Eagan to benchmark sustainable efforts
underway and make recommendations to the City that could assist with the best practice
requirements of the GreenStep Cities program.
• The Commission looks forward to the joint meeting with the Council, and upon the
conclusion of the dialogue, the EEAC will reconvene as a Commission for their regularly
scheduled Commission meeting at 7 p.m. (taking place in the Eagan Room).
ATTACHMENTS:
• Enclosed on pages lb are the draft, proposed Commission value statements and 2010 -2011
Commission goal.
• Enclosed on pages 1) through ° is additional information about the GreenStep Cities
Program being recommended for consideration (Eagan is considered a Category A City
under the program).
Y
DRAFT
8 -09 -10
DRAFT 2010 -2011 ENERGY AND ENVIRONMENT VALUE
STATEMENTS AND PROPOSED GOAL
The Commission drafted the following four value statements at the July 20,
2010 workshop:
1.) Recommend initiatives to the City of Eagan and its constituents to reduce
waste and energy use in order to enhance Eagan's environment.
2.) Recommend initiatives to the City of Eagan and its constituents to protect
the water, air, and soils in our City while enhancing the quality of life.
3.) Recommend initiatives to the City of Eagan and its constituents which
support renewal of City of Eagan facilities, infrastructure, land use policies and
efforts that will promote long range energy usage and resource sustainability.
4.) Recommend initiatives to the City of Eagan and its constituents on ways to
partner with existing energy and environmental resources and stakeholders in order
to collect and disseminate information to empower the public.
Proposed Goal:
1.) To have the City of Eagan named as a GreenStep City Program participant and
utilize the EEAC to review and identify how the 28 best practices identified
under the program are met in Eagan within the areas of Buildings & Lighting.
Land Use, Transportation, Environmental Management, and
Economic /Community Development.
to
Home ) The 28 best practices I How to become a GreenStep City
What is GreenStep Cities?
Minnesota GreenStep Cities is a challenge, assistance and recognition program to help cities achieve their
sustainability goals through implementation of 28 best practices. Each best practice can be implemented by
completing one or more specific actions from a list of four to eight actions. These actions are tailored to all Minnesota
cities, focus on cost savings and energy use reduction, and encourage innovation.
Be a GreenStep City
Leam about the benefits and what's required, and then ...
0
e
0
0
0
Build some interest (anyone can do this); have
someone visit your City
Have your city council approve a resolution to
work toward Greenstep recognition (use a sample
resolution)
Post some info about your city and what you've
already done (easy)
Work on GreenStep best practices (the hard and
rewarding part)
Get recognized for your work each year and
share knowledge on this web site with other cities
(easy)
News IL'
• Curbside Chat — Invite staff from Strong Towns (see best practice
#24) to your city for a discussion of new strategies for the
economic realities facing MN cities: www.curbsidechatorg
• City log -in features — Later this summer cities will have web
access to enter best practice actions completed.
• Pine River Healthy Green Communities Partnership — Check
out the first GreenStep effort, supported by the Initiative
Foundation: www.pinerivergreensteps.org
• The Blue Star Award — An action under best practice #17, this
stormwater self- assessment is now live at www.bluestarmn.org
GreenStep's Best Practices
Buildings and Lighting
• Efficient Existing Public
Buildings
• Efficient Existing Private
Buildings
• New Green Buildings
• Efficient Building & Street
Lighting and Signals
• Budding Reuse
LEAGUE:
CITIES
[ Read more: Steps ]
Land Use
• Comprehensive Plan and
Implementation
• Higher Density
• Efficient and Healthy
Development Patterns
• Efficient Highway - Oriented
Development
• Conservation Design
Minnesota GreenStep Cities grew out of a report to the 2009 Legislature. Governed by a partnership of state agencies and non -profit organizations, the program is led by the MPCA and
supported b
pp by private firms and others. [Read more
Minnesota Pollution Control Agency I Contact 1 Web site policy
IS YOUR CITY A GREENSTEP CITY?
Cities with best practices
implemented
Who can help?
Talk to best practice advisors.
Transportation
• Complete Green
Streets
• Mobility Options
• Efficient City Fleets
• Demand -Side Travel
Planning
1
Environmental Management
• Purchasing
• Urban Forests
• Efficient Stormwater
Management
• Green Infrastructure
• Surface Water Quality
• Efficient Water and
Wastewater Facilities
• Septic Systems
• Solid Waste Reduction
• Local Air Quality
Minnesota
GREENSTEP CITIES
Pilot cities
Bloomington
Edina
Falcon Heights
St. Louis Park
Victoria
Signed resolution to Join
Apple Valley; Breezy Point;
Milan; Northfield; Pine
River; St. Cloud
Considering resolution
Austin; Cottage Grove;
Grand Rapids; Hopkins;
Mahtomedi; Maplewood;
New London; Spring Grove
Economic and Community
Development
• Benchmarks & Community
Engagement
• Green Business
Development
• Renewable Energy
• Local Food
• Business Synergies
[ Read more: Best practices )
GreenStep Program Requirements
City Category
C B
A
Efficient Existing Public Buildings
Efficient Existing Private
uildings
Efficient Building & Street Lighting and Signals
Buildings & Lighting BPs Required
1
2
2
Comprehensive Planning and Implementation
d .
Higher Density
Efficient and Healthy Development Patterns
Efficient Highway-Oriented Development
12
Mobility Options
Required
14 Demand -Side Travel Planning
Transportation BPs Required
1
1 2
Environmentally Preferable Purchasing
16 Urban Forests
Required Required
18 Green Infrastructure
20
Efficient Water and Wastewater Facilities
22 Solid Waste Reduction
24 Benchmarks & Community Engagement
ed Required Required
25 ,;
Green Business Development
Required Required
27
Local Food
Development BPs Required
Floating BPs (additional to required BPs)
Total BPs Required (including floating)
/
2
3
12
16
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(5) Take action to conserve drinking water resources through at least one the following:
a. Implement a robust watering ordinance.
b. Implement a conservation rate structure.
c. Adopt, with modifications as necessary, a model landscaping ordinance to allow
for low water -use landscaping.
d. Create a rebate or feebate program to promote purchases of WaterSense- and
Energy Star -rated appliances.
(6) Provide a meaningful and significant incentive to builders, homeowners, businesses or
institutions who renovate to a green building standard:
a. Building permit fee discount
b. Grant, rebate or tax breaks (e.g., property tax abatement)
c. Expedited permit review
d. Green building design assistance
e. Density bonus
(7) Customize a model sustainable building policy and adopt language governing commercial
a. Receiving city financial support, and /or
b. Requiring city regulatory approval (conditional use permit, rezoning, PUD status).
(8) Arrange for on -bill financing, using either utility or property tax bills, to make l
home /building sustainability improvements easier and more affordable.
1
Green Buildings
(1) Require, by ordinance, new clty -owned buildings and substantial remodels to meet or
qualify for a green building standard.
(2) Work with the local school or park district to ensure that all schools or park buildings
meet or qualify for a green building standard.
(3) Customize a model sustainable building policy and adopt language governing new
development projects:
a. Receiving city financial support, and /or
b. Requiring city regulatory approval (conditional use permit, rezoning, PUD).
(4) Provide a meaningful and significant incentive to residents, builders or developers who
build to a green building standard:
a. Building perk fee discount
b. Expedited permit review
c. Green building design assistance
d. Grant, rebate or tax breaks (e.g., pro er tax abatement)
e. Density bonus
(5) Adopt covenant guidelines for common interest communities addressing issues such as
(6) Work with local financial institutions to use enerev- efficient mortgages for buildings
seeking a green building certification.
loor Ughting & Signals
(1) Require energy efficient, Dark -Sky compliant new or replacement outdoor lighting
fixtures on city-owned buildings and facilities.
(2) Require all new street lighting and traffic signals to be Dark -Sky compliant, energy
efficient lighting technologies.
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A city that chooses to complete action
(5) may claim credit for implementing
two best practices .
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(4) Include provisions in the comprehensive plan that explicitly aim to achieve all of the
following goals:
a. Minimize the fragmentation and development of agricultural, forest, wildlife, and
high Quality open space lands in and around the dty.
criteria that reflects projected population growth and, If applicable, is subject to an
orderly annexation aueement and planned extension of municipal services.
comprehensive plan or in a separate policy document, and link these goals to direct
'implementation recommendations.
er Density
(1) Limit barriers to higher density housing by Including in the city zoning ordinance and
zoning map a zoning district that allows:
a. Traditional urban neighborhood s gle- family density at six units per acre or greater.
b. Multi - family housing at a gross density of at least 15 units per acre adjacent to a
commercial zoning district or transit center.
(2) Encourage higher density housing through at least two of the following strategies:
a. Incorporate a flexible lot size /frontage requirement for infill development.
b. Use density and floor area ratio (FAR) bonuses in selected residential zoning
districts.
c. Tie a regulatory standard to comprehensive plan language defining compact city
expansion zones that limit sprawl. - -
d. Allowing accessory dwelling units by right In selected zoning districts.
(3) Encourage a higher intensity of commercial land uses through at least one of the
a. Include in the city zoning ordinance and zoning map a commercial district with
reduced lot sizes and zero - lot -line setbacks, or a FAR minimum betweeri .75 and 1.
b. Set targets for the minimum number of employees /acre in different commercial
zones.
(4) Provide one or more of the following incentives for infill projects, or for life-cycle
housing near Job or retail centers, or for achieving an average net residential density of seven
units per acre:
a. Building permit fee discount.
b. Expedited permit review.
c. Grant or tax breaks.
d. Other incentives.
(5) Modify the city zoning ordinance and zoning map to allow, without variance or rezoning
In at least one district, developments that meet the prerequisites for TEED- Neighborhood
sasf p
(1) Create a main street program or organize a Minnesota Design Team planning charrette. i
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Locate or lease a new government facility that has at least two of these attributes:
a. Near an existing employment or residential center.
b. Accessible by walking and biking.
c. Accessible by any existing regular transit service.
1(3) Modify a planned unit development — puD - ordinancetoemphasizemixeduse
(4) Certify a new development as complying with LEED -ND standards, including the mixed -
' credits.
(5) Create, or modify an existing, downtown zoning district to allow residential and small
compatible commercial development, based on the 2009 Minnesota Model Ordinances for
Sustainable Development.
1 (6) Create, or modify an existing, district to use form -based zoning standards that de-
i emphasize use -based standards.
(7) Create Incentives for vertical mixed -use development in appropriate locations
way Development
(1) Conduct a visual preference survey with community members and establish design goals
for highway corridors.
(2) Participate in regional economic develooment planning with representatives from
surrounding townships, dties, the county and business interests to:
a. Estimate commercial /industrial needs among all)urisdictions.
b. Jointly Implement recommendations to stage highway commerdal development in
order to avoid overbuilding and sprawl.
(3) Adopt transportation infrastructure design standards that accomplish at least one of the l
following:
a. Improve the ecologic functions of land adjacent to highway corridors.
b. Facilitate clustering of commercial highway development.
c. Context - sensitive design.
(4) Adopt, with modifications as necessary, at least one of the following model ordinances:
a. Model access management overlay
b. Highway Commercial District
c. Adeauate Public Facilities ordinance that stages highway commercial
development concurrently with infrastructure expansion.
1(5) Require decommissioning in development agreements for big box stores should they
remain vacant for several years.
iservation Design
protection of priority natural systems or resources through the subdivision or development ,
process, as described in Minnesota's 2009 Model Ordinances for Sustainable Development.
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concurrency ordinance to ensure staged urban growth that protects natural systems.
(3) For cities within metropolitan areas, incorporate by policy woodland best management
practices into zoning or development review.
(4) For cities with undeveloped natural resource areas use, or adopt as policy the use of, a
conservation design scorecard as a tool In negotiating development agreements.
(5) Develop and fund a conservation easement program, such as a purchase of development
rights program, In collaboration with a land trust.
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11. Complete Green Streets
1(1) Adopt a complete street oolicv that addresses street trees and stormwater. and modify
(2) Adopt zoning language for a selected area /orolect that is substantially equivalent to the
(3) Document the installation of trees, and green stormwater infrastructure, and utility
renovations as needed (sewer, water, electric, telecommunications) as part of at least one
complete street reconstruction project.
(4) Identify and remedy non-complete street segments by, for example, adding a bike lane or
sidewalk.
(5) Identify and remedv street -trail gaps (at least one) between city streets and trails/bike
trails to better facilitate walking and biking.
(6) Implement traffic calming measures in at least one street redevelopmentpoject. 1
suolsdo Atlliq
(1) Promote walking, biking and transit use by one or more of the following means:
a. Produce /distribute a map(s) and /or signage and /or a web site that shows (by
neighborhood If a larger city) key civic /commercial sites, best bike and pedestrian
routes, and transit routes and schedules.
b. Increase the number of bike facilities: racks, bike stations, showers at city offices.
c. Increase the number of bus facilities: signage, benches, and shelters.
d. Increase the number of employers who offer Qualified transportation fringe
e. Launch an Active Living campaign in concert with your local community health
board.
(2) Launch a Safe Routes to School program with educational, public health and other
partners.
(3) Prominently identify on the city's web site mobility options for hire: transit services;
paratransit /Dial -A -Ride; cab service(s); rental car agency(s).
(4) Promote carpooling or on- demand ridesharing among community members, city
employees, businesses, high schools and institutions of higher education.
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(5) Launch an eWorkPlace Minnesota campaign, working with business and transportation
management organizations, or help bring telemedicine technology to a local health care
provider.
(6) Accomplish at least one of the following, working with other units of local govemments
as needed:
a. Add /expand transit service.
b. Launch a car sharing or bike sharing business.
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(1) Decrease use of city vehicles by means such as trip bundling, video conferencing,
'carpooling and financial incentives for efficient vehicle use.
(2) Right -size the city fleet with the most fuel- efficient vehicles that are of an optimal
size /capacity for their intended functions.
(3) Document the phase -in of at least three of the following In vehicle contracts, for city or
local transit fleets, or for school /park board fleets:
a. Monthly monitoring and reporting for staff on fuel usage and costs.
b. Trainingfor more efficient driving, including anti - idling behavior /rules.
c. Maintenance schedules that optimize vehicle life and fuel efficiency.
d. • ma iv fu I vehicl .
e. Charging stations (solar or wind powered) for plug -in hybrid and full electric
vehicles.
f. Lower - carbon fuels (such as biodiesel, straight vegetable oll) using a life -cycle
calculation.
- - - -- - - --
g. Morefuel- ef ficientvehi des.
h. Car share vehicles owned by a third _party to decrease fleet size.
I. Bicycles.
4 Phase In bike foot or horseback ..Ilc .a of .
(5) Document that the local school bus fleet has optimized routes, start times, boundaries,
vehicles, bus fuels, and driver actions to decrease fuel use.
(6) Participate In Protect GreenFleet to retrofit or replace diesel engines, or to install
auxiliary power units that reduce truck and bus Idling.
•
nand -Side Travel Planning
(1) In development standards, right -size parking minimum standards and add parking
maximums in pedestrian - friendly or transit -served areas.
(2) For cities with regular transit service, require or provide incentives for the siting of retail
services at transit /density nodes.
(3) For cities with regular transit service, require or provide Incentives for the siting of higher
density housing at transit /density nodes.
(4) Incorporate demand -side transportation strategies into develo . rpent regulations,
adopting, with modifications as necessary, at least one of the following from Minnesota's
2009 Updated Model Ordinances for Sustalnable DevekTment :
a. Travel Demand Management Performance Standard
b. Transtt- oriented Development Ordinance
(5) Document that a development project certifies under the LEED for Neighborhood
Development program and Is awarded at least one of the following credits:
a. Transportation Demand Management.
b. Housing and Jobs Proximity.
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for, native vegetation.
rrnwater
(1) Complete the Blue Star City stormwater management assessment and achieve a
minimum threshold of specific activities detailed in this program.
(2) Adopt by ordinance one or more of the following:
a. A narrower streets provision thatpermits construction of 22 -foot roads.
b. A 1.5 inch rainfall on -site rainwater infiltration design requirement for
construction sites. _
c. A stormwater runoff volume limit to pre - development volumes for the 5 -year, 24-
hour rainfall maximum event.
(3) Maintain less than 12% impermeablejurfaces In the watershed In which the city Iles.
(4) Create a;tormwater utility that uses variable fees to incentivize enhanced stormwater
management and funds community stormwater Infrastructure and assistance /education
programs. -
(5) Adopt and implement design standards or guidelines for new development and re-
development in the city establishing requirements for at least one of the following:
a. pain garden .
b. Green roofs with or without cisterns and water /ereywater reuse systems.
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(6) Adopt an ordinance with erosion and sediment control provisions as well are
requirements for permanent stormwater treatment.
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(1) Identify gaps and connectivity breaks in your city's system of parks, trails and open
spaces and remedy at least one of them.
I (2) Plan and budget for a network of parks, green spaces, water features and trails in all new i
development aCeas.
I(3) Document at least one of the following:
a. At least 20% of total city_land area In protected green infrastructure (parks and
b. All residents are within a Y4 mile of a park or protected green space.
114) Adopt low -impact design standards In parks and trails that Infiltrate or retain all 2 inch,
(5) Create park management standards that maximize at least one of the following:
a. Low maintenance native landscaping.
b. Organic or integrated pest management.
c. Sources of non - potable water for irrigation.
(6) Certify at least one golf course in the Audubon Cooperative Sanctuary Program for Golf
Courses.
(7) Construct all new park buildings to a green building standard, with special attention to
highlighting and educating around the green features.
1 (8) Develop a program to )evolve community members in land restoration and stewardship.
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(1) Assist at least one lake or river association to eam the Star Lake /River de i n /ton for
1(2) Assist at least one lake or river association to become Star Lake /River -ready by achieving
,actions to attain measurable, publicly announced lake, stream, ditch and wetland health
improvement targets adopted by the city council and reported on each year.
I(4) Adopt a shoreland _o_ridliance consistent with MN Deot. of Natural Resources rules as
saltl JateMa1se\ pue Ja
(1) Compare the energy use and performance of your facilities with other Deer olants using
efficient, durable and appropriate equipment is available when upgrades or break downs
occur.
(3) Establish an on -going budget and program for decreasing inflow and Infiltration Into
(4) Assess energy and chemicals use, Inflow and infiltration volumes, water reuse potential
and pollutants, and implement one -third of recommendations with a Daybac_k of less than 3
(5) Require property owners to have their private sanitary sewer lateral oioe Inspected
'before a property sale or title transfer.
(6) Implement at least one of the following projects /programs:
a. Assist local businesses, Institutions and /or residents In pre - treating and lowering
volumes and toxicity of sewer Inflows
b. Co-generate electricity and heat from the wastewater treatment plant.
c. Reuse water (sell reclaimed water) from a wastewater plant for nonpotable ag-
processing, irrigation or power plant uses.
d. A grevwater reuse system in at least one public or private building.
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I(1) Report to landowners suspected noncompliant or failing septic systems as part of an
educational, informational and flnanclal assistance and outreach program designed to trigger
(2) Create a program that follows the five -step Process for addressing failing septic systems
developed by the University of Minnesota's Onsite Sewage Treatment Program.
1(3) implement one or more organizational options for the proper design, siting, Installation,
operation, monitoring and maintenance of septic systems.
(4) Adopt a Subsurface Sewage Treatment System ordinance based on the Association of
,Minnesota Counties model ordinance template.
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(5) Create a program to finance seotic systems upgrades through, for example, a clty
revenue bond, repayable through taxpayers' prop taxes.
(6) Work with homeowners and businesses in environmentally sensitive areas and areas
where standard septic systems are not the least -cost option to promote innovative waste
reduction, pollution prevention and pretreatment prior to discharge to septics.
d Waste Reduction
1(1) Adopt percentage reduction goals for waste and toxicity generated from city operations
(including schools, libraries, parks, municipal health care fadlities). Accomplish reductionioalsl
a. Overall waste generation
b. Paper use and Junk mail
c. Pesticide/herbicide use
d. Water use /waste water generation
1 (2) Adopt and meet aggressive goals for the overall percentage diversion of currently
disposed waste from dty operations into recycling and organics collection.
(3) Document signing of at least one resource management contract with a waste hauler for
one or more of
a. City government operations.
b. Schools, libraries, parks, or municipal health care facilities.
c. A commercial or industrial business.
1(4) Publicize, promote and use the varied businesses collecting and marketing used and
(5) Arrange for a residential or business /institutional organics collection /management
program (food -to- people, food -to- animals, composting, anaerobic digestion, and backyard
composting).
(6) Organize residential solid waste collection by private and /or public operations to
accomplish multiple benefits.
(7) for cities that provide direct or contract waste collection services, offer volume -based
oricing on residential garbage and /or feebates on recycling so that the price differences are
(8) Adopt a construction and demolition ordinance for projects over a specified size that
mandates levels of recycling and reuse for materials and soil /land - clearing debris and Is tied to
demolition permits.
al Air Quality
(1) Conduct an education /financial assistance campaign around one of the following Issues:
a. Indoor wood burning behavior, to ensure that wood burning is only done with
seasoned wood and In a manner that doesn't negatively Impact neighbors.
b. indoor wood burning technology, to result In community members upgrading from
inefficient/more polluting fireplaces and wood stoves to natural gas stoves and
fireplaces or the most efficient certified wood stoves.
c. Smoker cars - older model /high polluting vehicles, to result in repairs spurred by
repair vouchers.
(2) Regulate outdoor wood burning,, using model ordinance language, performance
standards and bans as appropriate, for at least one of the following:
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b. Outdoor wood boilers,
(3) Conduct one or more education/behavior change campaigns on the topics below and
document:
a. Decreased vehicle idling in specific locales or by specific fleets.
b. Increased sales by retail stores of low and no -VOC household products.
c. Re •lacementof:a •In -.ow r d I• ment with lower polluting equipment.
(4) Document the participation of at least 3 larger businesses /fleets In at least one of the
Ifollowing:
a. Clean Air Minnesota's project GreenFleet.
b. U.S. EPA's ,martWavTransport program.
c. Installation of auxiliary power units that reduce truck and bus idling.
(5) Install at least two public charging stations for plug -in hybrid and full electric vehicles.
5 Economic and Community Development Best Practices
24. Benchmarks & Community Engagement
(1) Report Progress annually to community members on implementation of GreenStep City
i best practices, including energy /carbon benchmarking data If gathered.
(2) Organize goals /outcome measures from all city plans — comprehensive, parks, library,
housing, stormwater, drinking water, transportation, economic development, energy,
sustainability, etc. — and annually report to community members data that show progress
toward meeting these goals.
(3) Engage community members in a public process involving a city council committee or
community task force that results in city council adoption of and commitment to measure and
report on progress toward sustainability indicators.
(4) Conduct or support an energy efficiency or sustainability education and action campaign
for:
a. The entire community
b. Homeowners
c. Block clubs /neighborhood associations
d. Congregations
e. Schools and youth
(5) Conduct or support a community education. visioning and Planning initiative using a
a. Strong Towns
b. Transition initiatives
c. Eco- municipalitles/The Natural Step
d. 150 14001
e. Post Carbon Cities
f. Permaculture
g. Natural Capitalism
h. Genuine Progress
1. Healthy communities
j. Multi - generation learning
yen Business Development
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(1) Identify new and emerging local businesses in the green economy and SUDDOrt these
businesses and green jobs through one or more of the following:
a. Coordinated marketing and business assistance.
b. Incubator space.
c. Streamlined grants, loans or permitting processes.
d. Workforce training opportunities with community colleges and job training
centers.
(2) Invite assistance providers, including utilities. to conduct personalized energy.
(3) Distribute green tourism resources to all tourism and hospitality businesses in the city and
wood from felled trees or reusable deconstruction and landscaping materials.
(5) Document steps taken to lower the environmental footprint of a brownfield
remediation /redevelopment protect.
(6) Use a green business certification program to publicly promote that a targeted number or
(7) Conduct or participate in a buy local campaign, working with local organizations and
assistance providers.
(8) Work with the state Small Business Environmental Assistance Program (SBEAP) to help at
least 5 businesses to use SBEAP services.
iewable Energy
(1) Adopt, with modifications as necessary, at least one of the following from Minnesota's
2009 Model Ordinances for Sustainable Development :
a. Solar energy standards.
b. .d - I wind - n r, .r.inan e.
(2) Consistently promote at least one of the following:
a. A local u tility' s reen D o we r ourchasingprogram for homes and businesses.
b. Local, state and federal financial incentives for property owners to install
renewable energy systems.
(3) Create a renewable energy financing program for property owners to install generation
capacity.
(4) promote firms that contract with property owners (in groups or individually) to
install /finance renewable installations, some at little or no upfront cost.
(5) Install a public sector renewable energy technology. such as solar electric (PV), solar hot
water or hot air, micro -hydro or wind.
(6) Work with private / public partners to create renewable energy generation capacity with
one or more of the following attributes:
a. Fueled by flowing water, wind, or btogas0 -.
b. Fueled In part or whole by woody biomass, optimized for minimal air and other
environmental impacts and for energy efficiency and water conservation.
c. Distributing heating/cooling services in a district energy system.
d. Producing combined heat and power.
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(1) Incorporate working landscapes - agriculture and forestry - into the city by adopting, with
modifications as necessary, one or more of the 2009 Minnesota Model Ordinances for
Sustainable Development:
a. Agriculture and Forest Protection District
b. Local Food Production District
c. Performance Standards for Minor and Major Agricultural Retail.
(2) Permit the incorporation of food growing areas /local food access into a residential
(3) Expand /strengthen or create at least one of the following.
a. A far er s arket
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b. A community - supported agriculture (CSA) - arrangement between farmers and
community members /employees.
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(4) Conduct at least one of the following campaigns to measurably increase:
a. Purchase of local and Minnesota -grown food.
b. Backyard gardening.
c. Institutional buying of local foods by schools, hospitals /nursing homes, restaurants
and hotels, or grocery stores
d. Sale of local food in markets and restaurants.
28. Businessergies_
(1) Help at least three businesses register as users of the Minnesota Materials Exchange and
r (2) Assist at least one business, through a voluntary coordination or Incentive program, to use
waste heat or water discharge from another business or cityfacility. -
:halo=s Iel.asnpul /ssaulsnq a ul BuIMopo; a43 ;o ino; ueaj ;e azempel JO piinq'aiinbay (£)
a. Shared parking/access.
b. Shared recreation /childcare facilities.
c. A green job training program.
d. Green product development, manufacturing or sales.
e. Buildings located within walking distance of transit and /or residential zoning.
f. Renovated buildings.
g. Buildings designed for reuse.
h. Green buildings built to exceed the Minnesota energy code.
1. Combined heat and power (CHP) generation capac.
J. Shared geothermal heating/cooling.
k. Low - impact site development.
1 (4) Use eco- industrial oark tools to Identify industrial facilities that could achieve economic
y?;
From among all the best practices (1 - 28), the "floating BP" requirement:
TOTAL BEST PRACTICES IMPLEMENTED TO BE RECOGNIZED AS A STEP 3 GREENSTEP CITY
Agenda Information Memo
August 9, 2010 Eagan Special City Council Meeting
ACTIONS TO BE CONSIDERED:
V. 2011 E -TV BUDGET
1) To provide direction to staff regarding the proposed 2011 E -TV budget
2) To direct that the budget be placed on a future City Council meeting consent agenda for formal
ratification
FACTS:
• 2011 will mark the beginning of the third full year of operation for E -TV which opened to the
public in February, 2009, in partnership with Thomson Reuters Corporation.
• The community television operation recently garnered a Local Government Innovation award
from the Humphrey Institute as the first public access studio located on a corporate campus in the
country.
• E -TV operations are funded with non -tax dollars through a mixture of Public, Educational and
Governmental (PEG) fees and franchise fees paid by the cable provider (Comcast).
• The City Council will recall from the June 8, 2010 work session that recent FCC and Federal
Court decisions have changed the ways cities may spend PEG fees, making some expenses
previously paid by franchise fees PEG - eligible, and other expenses like salaries and training no
longer PEG - eligible. On advice of our attorney, Eagan began complying with the salary funding
requirement with the 2010 budget.
• In addition to complying with federal standards, the proposed budget facilitates attracting
additional volunteers and productions, while promoting greater awareness of what is on E -TV
channels and where to find them.
• Small capital items (e.g., camera, video package and tripods) totaling $9,800 are included in this
operating budget. Larger capital requests will be presented at a later date with other departmental
requests in the City's Part II CIP.
• The budget was prepared by E -TV Studio Supervisor Jeff Ongstad in conjunction with and
following review by City Communications Director Garrison. The City budget team has also
reviewed the budget. Director Garrison and Mr. Ongstad will be present to answer any questions.
• Finally, per the directions of the City Council at the June 8 work session, Eagan continues to
share its joint ownership with Burnsville of the mobile production truck. Capital expenditures
represent, in part, negotiations with Burnsville on equipment needed for the truck.
ATTACHMENTS:
• Budget information in budget book format is on page ' through 3 .
A City of BaQan
PERFORMANCE INDICATORS
2011 Proposed 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.
2008 2009 2010 2011
Description Actual Actual Estimate Target
Monthly Staff Program Production NA 8 8 10
Monthly Access Show Production NA 8 16 22
New Volunteers NA 89 120 140
Outside Revenue NA $ 13,425 $ 35,500 $ 36,000
Opportunities For Youth 12 -18 NA 26 50 75
Operating Budget
4 City of CaQaa
Personal
Services
72%
Expenditure by Category
2011 Proposed Budget
Parts and
Supplies
8%
Services
and Other
Charges
18%
Capital
Outlay
2%
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
Operating Budget
HIGHLIGHTS & CHANGES
Overview: The proposed E -TV Eagan Television budget
is up $6,600, for an increase of 1.45% and a non -
personnel increase of 4.7 %. This is mainly due to the
transfer of the Council Chambers /Eagan Room Repair
Budget ($5,000) to the Eagan Television Budget due to
the recent court decision on the use of PEG /Franchise
fees and the addition of funds ($2,000) in Professional
Services for a cable attorney in preparation for franchise
renewal. Our year to year same expenses are flat with a
non - personnel decrease of -1.1 %.
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 /Change 1: Due to our partnership with Thomson Reuters and the resources granted in the partnership
agreement, we will be able to reduce our printing costs from $2,300 to $1,100.
Financial Impact: Reduction of $1,200.
Service Level Impact: There will actually be no decrease in what we're able to do with this reduction, but by combining our
budget with our partner resources, we will actually see an increase in what we're able to do.
Highlight /Change 2: Because of the adaptability of our chosen equipment and recent strides in equipment capabilities, we
have been able to reduce our need to rent equipment for a specific production need. It also allows us to use these
production capabilities every day, as opposed to the occasional special use, as with a rental.
Financial Impact: Reduction of $1,600
Service Level Impact: None.
Highlight /Change 3: Professional Services are up due to two factors: first, the addition of funds for a cable attorney in
preparation for franchise renewal; second, we have allocated funds for professional talent for voiceovers and on- camera
talent to present a more polished presentation in city and E -TV communications.
Financial Impact: The increase for the attorney was $2,000 and for the talent, an increase of $3,000 or $250 per month.
This increase was offset by reductions in other accounts.
Service Level Impact: The voiceover and on- camera talent will allow us to present a more polished presentation of
important communications as well as decreasing the time it takes to produce these productions.
Highlight /Change 4: Due to the recent court decision on the use of PEG /Franchise fees, the repair budget for the Council
Chambers /Eagan Room has been transferred to the E -TV budget.
Financial Impact: Increase of $5,000 in our repair budget.
Service Level Impact: None.
4 , 11 City of EaQao
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
EXPENDITURE SUMMARY
2011 Proposed Budget Operating Budget
Actual Actual Budget Budget
Expenditure 2008 2009 2010 2011
Personal Services $ 329,870 $ 332,000 $ 332,900
Parts and Supplies 29,477 35,600 36,200
Services and Other Charges N/A 38,563 78,100 81,400
Capital Outlay 395,905 8,000 9,800
Total $ 793,815 $ 453,700 $ 460,300
POSITION INVENTORY
Personnel 2008 2009 2010 2011 Hours
Studio Supervisor 1 1 1 2,080
Client Services Coordinator 1 1 1 2,080
Govt Programming Coordinator N/A 1 1 1 2,080
Field Coordinator /Video Specialist 1 1 1 2,080
Total 4 4 4 8,320
WORK PLAN
1 Supervision of PEG channels for Eagan
2 Provide and maintain public access facilities
3 Provide training for PA facility and equipment
4 Facilitate, organize and execute the playback of all sponsored PA shows
5 Provide coverage of community events
6 Provide coverage of all Eagan government meetings
7 Provide video production services to City of Eagan departments
8 Provide video production services to revenue generating clients
9 Assist Comcast customers with complaints
10 Provide video production services to Thomson Reuters in exchange for rent
,36
44 City of Etas
2011 Proposed Budget Operating Budget
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
REVENUE SUMMARY
Revenue 2008 2009 2010 2011
4689 PEG fees $ 380,545 $ 370,000 $ 380,000
4690 City contribution - from Cable Franchise Fees fund 333,887 339,600 339,800
4699 Class fees 2,610 8,000 6,000
4696 Dub /Rental /Paid production 5,890 2,500 15,000
4698 Community programming sponsorship 4,925 25,000 15,000
Total Revenues - all sources 727,857 745,100 755,800
Less: PEG fees available for future capital expenditures (291,400) (295,500)
Total Operating Revenues $ 727,857 $ 453,700 $ 460,300
CAPITAL PURCHASES
Larger capital purchases to be reviewed at a later date with CIP Part II.
City of hp
E -TV (197)
Responsible Manager: Tom Garrison, Director of Communications
LINE ITEM DETAIL
2011 Proposed Budget Operating Budget
2008 2009 2010 2011
Actual Actual Budget Proposed
6110 SALARIES AND WAGES - REGULAR 240,775 239,200 239,200
6112 OVERTIME - REGULAR 2,444 2,500 2,500
6130 SALARIES AND WAGES - TEMPORARY 11,762 14,000 15,000
6142 PERA- COORDINATED 16,278 17,900 17,900
6144 FICA 18,645 19,600 19,500
6151 HEALTH INSURANCE/VEBA 36,911 37,500 37,500
6152 LIFE 490
6154 DISABILITY - LONG TERM 906
6155 WORKERS COMPENSATION 1,659 1,300 1,300
PERSONAL SERVICES 329,870 332,000 332,900
6210 OFFICE SUPPLIES 844 1,300 1,000
6212 OFFICE SMALL EQUIPMENT 706 500 500
6215 REFERENCE MATERIALS 296 300 500
6220 OPERATING SUPPLIES - GENERAL 4,622 8,800 9,300
6224 CLOTHING /PERSONALEQUIPMENT 330 2,500 2,000
6231 MOBILE EQUIPMENT REPAIR - PARTS 5,807 3,000 3,500
6232 SMALL EQUIPMENT REPAIR - PARTS 1,725 4,500 5,000
6233 BUILDING REPAIR - SUPPLIES - -
6235 FUEL, LUBRICANTS, ADDITIVES 592 1,500 1,300
6270 COMPUTER SOFTWARE 14,555 13,200 13,100
PARTS & SUPPLIES 29,477 35,600 36,200
6310 PROFESSIONAL SERVICES- GENERAL 19,557 1,500 7,000
6346 POSTAGE 48 800 800
6347 TELEPHONE SERVICE & LINE CHARGES - 200 100
6353 PERSONAL AUTO /PARKING 261 1,000 400
6355 CELLULAR TELEPHONE SERVICE 1,771 2,700 2,700
6357 GENERAL ADVERTISING - 2,300 2,100
6359 LEGAL NOTICE PUBLICATION - 300 200
6370 GENERAL PRINTING AND BINDING 565 2,300 1,100
6385 INSURANCE 2,300 7,300 7,400
6405 ELECTRICITY - 12,000 12,000
6425 MOBILE EQUIPMENT REPAIR - LABOR - 2,500 2,500
6426 SMALL EQUIPMENT REPAIR - LABOR 350 4,500 9,500
6427 BUILDING OPERATIONS REPAIR - LABOR 1,538 - -
6457 MACHINERY & EQUIPMENT RENTAL - 2,000 400
6475 MISCELLANEOUS 5,537 5,000 5,200
6476 CONFERENCES AND SCHOOLS 2,671 4,100 3,300
6477 LOCAL MEETING EXPENSES 45 1,000 1,200
6479 DUES AND SUBSCRIPTIONS 3,655 5,300 4,600
6535 OTHER CONTRACTUAL SERVICES - -
6567 CONTRACTUAL PROGRAMMING /DATA - -
6569 MAINTENANCE CONTRACTS 265 23,300 20,900
OTHER SERVICES AND CHARGES - 38,563 78,100 81,400
6640 MACHINERY /EQUIPMENT 130,421 7,200 9,300
6660 OFFICE FURNISHINGS /EQUIPMENT 249,414 800 500
6680 MOBILE EQUIPMENT 16,070
CAPITAL OUTLAY 395,905 8,000 9,800
TOTAL E -TV
793,815 453,700 460,300
1.45%
Agenda Information Memo
August 9, 2010 Special City Council Meeting
VI. 2011 GENERAL FUND BUDGET AND TAX LEVY
DIRECTION TO BE CONSIDERED:
• To provide direction to staff regarding the preliminary 2011 General Fund
Budget and 2011 tax levy.
FACTS:
• Preparation of the 2011 preliminary General Fund budget has been on-
going since April.
• The City Council has discussed preparation of the 2011 Budget in
numerous meetings and provided direction to staff. That direction has
been incorporated into the document.
• The budget team —City Administrator Hedges, Director of Administrative
Services VanOverbeke, Chief Financial Officer Pepper, and Assistant to
the City Administrator Miller —has met as a group and with each of the
departments as part of the process to bring the City Administrator's
recommended 2011 Budget to its current state.
• The general narrative is laid out in a fashion similar to previous years.
The individual department budgets are presented in the manner begun
with the 2007 budget incorporating additional information to continue the
process of enhancing the budget to become a better and more
comprehensive planning, policy, and communications tool.
• The Department Directors will be present at the August 9 meeting to
respond to any questions the City Council may have about the proposed
budget.
• The 2011 General Fund Budget and 2011 tax levy are next scheduled to
be considered at the regular City Council meeting on September 7.
ATTACHMENTS:
• Enclosed is the 2011 Preliminary General Fund Budget and tax levy
information.
33
41 City of Eaall Memo
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: AUGUST 6, 2010
SUBJECT: PRELIMINARY 2011 GENERAL FUND OPERATING BUDGET,
PAYABLE 2011 PROPERTY TAX LEVY, AND BUDGET
INFORMATION
Meeting Purpose
The City is required to certify a proposed payable 2011 property tax levy to the County
Treasurer- Auditor on or before September 15, 2010.
The primary purpose of the August 9 Special City Council meeting is to review the
preliminary 2011 General Fund operating budget, the proposed property tax levy, and to
provide direction to staff. Any modifications to the proposed levy and budget along with
the additional work by staff can be presented to the City Council at the September 7
Regular City Council meeting.
Formal action on the levy and preliminary 2010 General Fund Budget is scheduled for
the regular City Council meeting on September 7, 2010. In the event the preliminary
levy and budget are not completed at that regular meeting, discussion can continue at
the special meeting on September 14 and final action taken at that meeting. In either
case the required information can be forwarded to the County to comply with the St?te's
September 15 deadline.
Modifications to the preliminary 2011 budget and department adjustments as directed by
the City Council can continue beyond that date with final levy certification and budget
action scheduled for the December 21, 2010 regular City Council meeting.
The final property tax levy that is due at the County no later than December 28, 2010
can be decreased but cannot be increased from the preliminary certification. To the
extent that it does not require an increase to the overall tax levy, the budget can be
changed at any time throughout the process.
Additionally, the new Truth in Taxation (TnT) regulations approved by the State in 2009
remain in effect. The Council must now identify by September 15 the regularly
scheduled meeting(s) at which they will be discussing and adopting the budget in order
to allow public input on the budget at that meeting. The opportunity for public input on
the budget may occur during a regularly scheduled City Council meeting. Although
removed as a legal requirement in 2010, the City would probably be well served to
1
announce and formally notice the meetings at which time the public input will be
received.
The material presented in this packet is prepared in a manner consistent with previous
City Council direction and in a manner consistent with staff's understanding of the
desires of the City Council.
Benchmarks
While it is not always complete information and must be used carefully, it can be helpful
to show comparisons with similar cities to provide benchmarks on efficiency and
productivity. The following attachments may also be useful in making comparisons and
in helping to understand Eagan's financial position and budgeting options:
• Enclosed on page is a copy of the recently released State Auditor's
Report for 2008 expenditures showing Eagan's per capita spending fourth
lowest, relative to other cities with 50,000 or more residents.
• Enclosed on page is a copy of local payable 2010 property taxes of
selected other metro cities as well as a number of Dakota County cities. Eagan
has significantly lower local property taxes than average in the metro area and
the lowest local property taxes compared to any of our neighboring cities except
Mendota Heights.
Budget Process Background
• Since late April, staff has been working on the 2011 budget. Individual department
budget proposals have been prepared, the Budget Team has met with each
department director and their support staff, and the Finance Department has
prepared revenue projections. Work has been completed on the potential tax levy
amount and allocation.
• The City Council has previously reviewed and discussed numerous budget issues
with policy implications for the budget and tax levy. The following items are
incorporated into the proposed expenditure allocations:
D The need for budgets to be practicable in the short -term while
sustainable for the long -term.
D Non - personnel cost increases be limited to 2 %. Primarily due to
budget size and circumstances, certain departments cannot
realistically meet this objective; however, it is met in total across all
departments.
> Increases to PERA contribution rates (State mandate) and potentially
to health insurance costs.
D Implementation of Normal Costs for post retirement health insurance.
a
General Fund Preliminary Budget
Revenue Estimates
The preliminary 2011 budget as presented is based on a continuation of the City's
established budgeting practices; namely, revenues are budgeted conservatively, but
realistically. There are no significant increases to user fees for 2011, although fees
charged to other funds e.g. utilities, for General Fund support are increased to the
maximum available in the City's cost allocation rubric.
The financing of the City's General Fund operations remains heavily reliant on the
property tax revenue as 76.7% of the estimated 2011 revenue is from that source. In the
2010 budget 77.2% of the revenue is from property taxes. These percentages reflect
Eagan's situation with no reliance on any Local Government Aid or MVHC State revenue
sources to finance General Fund operations.
Enclosed on page ' R
Enclosed on pages d
A graphical comparison of 2010 and 2011 revenues is as follows:
Program
Revenues
6.4%
Transfers
1.6%
2010 General Fund Revenues
$27,537,100
Other
Revenues
1.3%
Fines &
Forfeits
1.4%
➢ Contract negotiations — Step adjustments and benefit changes are
incorporated; however, there are no other compensation increases
and no new personnel included in the proposed budget.
➢ Organizational and departmental rightsizing — The elimination of the
Superintendent of Streets position and other related organizational
restructuring is included in the proposed budget totals. Staff
continues to work on organizational and departmental rightsizing on
an on -going basis.
Charges for
Services
3.7%
Recreation
Charges
2.6%
is a copy of the Comparative Summary of Revenues.
through 24 is a copy of the Revenues by Line Item.
Licenses
1.0%
Permits
2.2%
Intergovt Rev
2.6%
3
Program
Revenues
6.6%
2011 General Fund Revenues
$27,842,200
Transfers
1.6%
Other
Revenues
1.0%
Fines &
Forfeits
1.2%
Charges for
Services
3.6%
Recreation
Charges
2.2%
Licenses
1.0%
Permits
3.4%
Intergovt Rev
2.4%
Trsfrs
Out /Conting
0%
Merch for
Resale
0%
General Fund Expenditure Appropriations
The appropriations in the current 2011 preliminary budget total $27,842,200. The
proposed General Fund budget reflects an increase of $305,100 or 1.1% over the 2010
budget.
Enclosed on page 5 is a copy of the Comparative Summary of Expenditures by
Department.
Expenditure Summary by Major Classifications
2010
% of total
budget
2011
Personal Services $ 20,610,300 74.8% $ 20,942,100 75.2% $331,800 1.6%
Parts and Supplies 1,791,600 6.5% 1,702,100 6.1% (89,500) -5.0%
Services and Other Charges 4,92 17.9% 4,946,900 17.8% 26,000 0.5%
Capital Outlay 161,000 0.6% 191,800 0.7% 30,800 19.1%
Merchandise for Resale 9,800 0.0% 10,500 0.0% 700 7.1%
Transfers Out /Contingency 43,500 0.2% 48,800 0.2% 5,300 12.2%
TOTAL $ 27,537,100 100.0% $ 27,842,200 100.0% $305,100 1.1%
A graphical comparison of 2010 and 2011 expenditures by major classifications is as
follows:
2010 General Fund Expenditures
$27,540,300
I therChi ,
18x ,':`
Capital
Outlay
1%
Parts &
Supplies
6%
Trsfrs
Out /Conting
0%
% of total
budget
Merch for
Resale
0%
Capital
Outlay
1%
6
2011 General Fund Expenditures
$27,842,200
Parts &
Supplies
6%
$p as % of
total increase
109%
-29%
9%
10%
0%
2%
100%
Personnel
As is well known, in our service- oriented role as local government, labor is our primary
commodity, and thus consistently drives approximately three - quarters of the City's
annual budget. The 2011 preliminary budget incorporates all positions currently
authorized in the City.
Personnel estimates include step increases for all eligible employees. Budgeted
personnel costs also include an estimated 15% increase in health insurance premium
rates. There are no other compensation increases and no new personnel included in the
preliminary budget. 2010 was the final year of three year contracts with all employee
unions; consequently, collective bargaining agreements remain to be negotiated for
2011.
As a point of reference, each 1% increase in employee compensation costs nearly
$200,000 which would result in an overall General Fund budget increase of
approximately .7% per 1% increase over the 2010 budget base.
The scenario as presented in the preliminary budget shows the percentage of the budget
dedicated to personal services at 75.2% and the allocation continues to reflect the
intensity of personnel costs to deliver local government services. Overtime allocations
remain at approximately the 2010 levels to provide for unavoidable circumstances such
as police investigations, police call for service responses that cross shifts, filling out
patrol shifts, snow plowing, etc. The overtime allocation also covers the required peak
service demand times without increasing the personnel complement necessary for base
level staffing for ongoing activities.
5
Changes to the overall 2011 personnel budget reflected in the following table incorporate
all changes from the approved 2010 budget and compares that to 2011 budgeted
positions, again at current staffing levels.
Existing Personnel
Regular Employees
Salaries /wages /overtime
PERA
FICA
Health /Life /LTD Insurance
Worker's Compensation
Retiree health insurance accrual
Volunteer Firefighters compensation
Fire Relief Association (pension)
Subtotal - Existing Personnel
Position Reductions from 2010
Streets Superintendent (Streets)
Subtotal - Reduced Positions
General Fund Personnel Summary
2011 Budget
Position Adjustments from 2010
Half -year impact of Asst. to City Administrator
moving from .8 to 1.0 FTE
Subtotal - Additional Positions
Temporary /Seasonal
City Clerk (Elections)
Pub Wks /Engineering
Pub Wks /Streets
Central Svcs Maint.
Recreation
Parks
Tree Conservation
Godt Buildings
Subtotal - Temporary/Seasonal
2010
Original
Budget
$ 14,422,100
1,471,700
749,400
1,964,300
511,700
340,000
383,900
19, 843,100
60,000
15,800
17,900
15,400
294,900
242,000
96,000
25,200
767,200
2011
Proposed
Budget $
$ 14,431,500 $ 9,400 0.1%
1,510,700 39,000 2.6%
750,200 800 0.1%
2,290,300 326,000 16.6%
505,000 (6,700) -1.3%
68,000 68,000
368,400 28,400 8.4%
439,200 55,300 14.4%
20,363,300 520,200 2.6%
(120, 500)
(120, 500)
8,800
8,800
690,500
11
(120, 500)
(120, 500)
8,800
8,800
(60,000)
15,900 100
17,900
15,400
303,300 8,400
242,000
96,000
(25, 200)
(76,700) - 10.0%
Total Personnel $ 20,610,300 $ 20,942,100 $ 331,800 1.6%
Contingency Account
The current preliminary budget as prepared by the City Administrator includes a
contingency account of $48,800. Historically a relatively small contingency account
primarily for the purpose of facilitating small changes during the budget implementation
and budget year has been maintained. This presentation combined with no use of the
fund balance to support 2011 on -going operations continues the City Council direction
resulting from historical public policy considerations for use of the Contingency Account
and Fund Balance. An adequate savings account is continued in the fund balance to be
used to provide security and flexibility in future operations. That savings account
remains undesignated in the General Fund in the preliminary budget.
General Fund Fund Balance
No 2011 _expenditures are recommended for financing through the General Fund fund
balance for the 2011 budget. It is expected that the outcome from 2010 operations will
result in an increase to the fund balance at December 31, 2010; however the following
fund balance projections assume the most conservative position; that being, revenues
will equal expenditures for 2010 resulting in no change to the fund balance at December
31, 2010.
The City's $308,237 share of the Dakota Communications Center fund balance
distribution was received early in 2010. $97,900 of the rebate was used to finance
Eagan's increased 2010 fees resulting from the revised member funding allocation
formula. The remaining balance of $219,337 has not been appropriated to 2011
operations in the current preliminary 2011 budget and will likely result in a fund balance
increase at December 31, 2010, assuming balanced results from operations.
The General Fund fund balance as reported in the December 31, 2009 Comprehensive
Annual Financial Report was $11,568,943. This balance calculates to 41.6% of the
preliminary 2011 budgeted expenditures and is undesignated and available as a
contingency and to provide working capital for operations. The City's fund balance
target is 40 to 45% of the next year's expenditures per current policy. As a benchmark,
the State Auditor recommends a target range of approximately 35 to 50 %.
The Fund Balance is set aside to provide for emergency or unanticipated expenditure
appropriations during the balance of 2010 and 2011. During previous budget
deliberations, it was determined that it would be prudent to eliminate the process of
budgeting an operating contingency and to use the Fund Balance as a contingency
account as well as to provide cash flow to current operations. Per previous City Council
direction the appropriate level and use of the fund balance will continue to be reviewed
for potential future modification.
1
The position of the fund balance is as follows:
December 31, 2009 Fund Balance
Minus Proposed Appropriations for 2010 Budget
Projected 12 -31 -10 Balance
Projected 12 -31 -2010 Fund Balance as % of 2011 Budget 41.6%
Fund Balance Target at 40% $ 11,118,200
Projected Variance From Minimum End of Target Range at 12 -31 -2010 $ 450,743
Fund Balance Target at 45% $ 12,507,975
Projected Variance From Maximum End of Target Range at 12 -31 -2010 ($939,032)
Market Value
City Market Value and Tax Capacity
Based on the preliminary information received from Dakota County, the City will see a
decrease in overall market value of 6.3% from $7,477,507,100 for payable 2010 to
$7,010,009,800 for payable 2011. The reduction in property tax values continues to
make its way through the system. The City will also see a net tax capacity decrease of
7.4% from $78,442,203 to $72,650,859. The net tax capacity calculation is affected by
the fiscal disparities contribution and the tax increment tax capacity being factored into
the base tax capacity. This information is demonstrated in the following table.
COMPARISON OF MARKET VALUE AND TAX CAPACITY
Final Preliminary
2010 2011 Change
Payable Payable Dollars
7, 477, 507,100 7, 010, 009, 800 (467, 497, 300)
$11,568,943
$11,568,943
OA
-6.3%
Tax Capacity:
Gross Tax Capacity 93,892,272 87,984,125 (5,908,147) -6.3%
Fiscal Disparities (14,206,508) (14,165,562) 40,946 -0.3%
Tax Increment Value (1,243,561) (1,167,704) 75,857 -6.1%
Net Local Tax Capacity 78,442,203 72,650,859 (5,791,344) -7.4%
Included in the overall net market value decrease is a $19,260,200 increase resulting
from new construction, consequently there is an obvious and continuing downward trend
to market values on existing property.
Tax Capacity Property Tax Levy
The tax levy amount and allocation presented in the subsequent paragraphs
incorporates the following:
D The City's declining tax base.
D Levy limits, loss of Market Value Homestead Credit and special levies.
D. The impact on tax capacity and cash flow resulting from tax court
challenges to estimated property values (primarily commercial /
industrial). A 2% allowance for uncollectible taxes is incorporated into
the proposed levy for the first time in Eagan's history.
D. A reasonable balance between resources dedicated to operations and
to infrastructure and equipment is maintained. Certain costs related to
the City's Pavement Management Program along with the associated
tax levy have been moved from the General Fund to the Major Street
Fund per a previous Finance Committee recommendation.
D The addition of a levy for Fire Safety Center construction is delayed
for 2012 consideration.
D The addition of a new levy for the Park Site Acquisition &
Development Fund is delayed for 2012 consideration.
The State has continued the levy limit mandate for taxes payable in 2011. Eaaan's
estimated property tax levy limit including all available special levies is $27,606,397.
The levy and tax impact information as presented in this narrative contemplates levying
$27,054,888 which is a 3% increase from the 2010 payable levy and $551,509 less than
the levy limit maximum increase of 5.1%. The dollar amount of the payable 2011 levy
and /or the percentage increase from the payable 2010 levy constitutes the major public
policy issue for consideration by the City Council as further noted in the last section of
this memo in the section titled "Public Policy Issues ".
9
The property tax component of the City's proposed levy for operations and debt service
included in the proposed budget is $27,054,888 for payable 2011 compared to
$26,266,882 for payable 2010. Included in the proposed levy is $2,025,568 of MVHC
that either has not been reimbursed by the State or will not be reimbursed by the State in
2011. This information is demonstrated in the following table:
COMPARISON OF TAX LEVY FOR OPERATIONS & TAX CAPACITY RATES
Operating Levy
Debt Service Levy
Total Tax Capacity Levy
F D Distribribution
Tax Cap Rate -City:
Final Preliminary Change
2010 2011 Amount Per Cent
$ 26,200,777 $ 26,986,171 $ 785,394
66,105 68,717 2,612
26,266,882 27,054,888 788,006 3.0%
(2,414,632) (2,512,537) (97,905) 4.1%
Net Local Levy $ 23,852,250 $ 24,542,352
$ 23,852,250 $ 24,542,352
$ 78,442,203 $ 72,650,859
0.30408 0.33781
The following MVHC unallotment amounts are included in the levy:
2010 $ 1,012,784
2011 1,012,784
Total $ 2,025,568
City Tax Capacity Rate without levy backs for 2010 & 2011:
$ 22,516,784
$ 72,650,859
�o
0.30993
$ 690,101 2.9%
0.03373 11.1%
0.00585 1.9%
Tax Levy Allocation
For payable 2010, $26,266,882 was levied for operations and tax capacity debt. After
factoring out $983,023 for the loss of MVHC, $25,283,859 was budgeted.
Final Allocation of
General Fund
General Facilities R & R
Equipment Revolving Fund
Major St Const Fund - A
Major St Const Fund - B
Fire Apparatus - Debt
- Revolving
Fund Totals
MVHC Unallotment
Total Available
Market Value Levy
City Total
Cedarvale
Grand Total
For payable 2011, $27,054,889 is proposed to be levied for operations and tax capacity
debt. After factoring out $1,012,784 for the loss of MVHC and $541,098 as an
allowance for uncollectible taxes, $25,501,007 is being budgeted.
Preliminary Allocation of 2011 Property Tax Levy
Budgeted As
Preliminary Preliminary
Property Available
Tax Levy Tax Revenue
General Fund
General Facilities R & R
Equipment Revolving Fund
Major St Const Fund - A
Major St Const Fund - B
Equipment Certificate D.S.
Fire Apparatus
Sub Total
Allowance for Uncollectibles
Fund Totals
MVHC Unallotment
Total Available
Market Value Levy
City Total
Cedarvale
Grand Total
Net 2010 Property Tax Levy
Net
Property
Tax Levy Budgeted as
$ 22,236,645 $ 21,253,622
271,146 271,146
987,790 987,790
1,361,301 1,361,301
1,010,000 1,010,000
66,105 66,105
333,895 333,895
$ 26,266,882 $ 25,283,859
(983,023)
$ 25,283,859 $ 25,283,859
1,198,103 1,198,103
$ 26,481,962 $ 26,481,962
600 600
$ 26,482,562 $ 26,482,562
11
22,807,160 $
279,406
1,017,882
1,509,672
1,040,769
68,717
331,283
27,054,889
$ 27,054,889
(1,012,784)
$ 26,042,105 $
1,192, 223 r
$ 27,234,328 $
600 F
$ 27,234,928 $
21, 332,191
273,512
996,410
1,480,080
1,018,814
68,717
331,283
25,501,007
541,098
26,042,105
26,042,105
1,192, 223
27,234,328
600
27,234,928
Property Tax Comparison of 2010 Final Allocation to Preliminary 2011 Allocation
(Available Dollars Only - Net of MVHC Unallotment) & Allowance
General Fund
General Facilities R & R
Equipment Revolving Fund
Major St Const Fund - A
Major St Const Fund - B
Equip Certificate D.S.
Fire Apparatus
Sub
Allowance for Uncollectibles
Fund Totals
Market Value Levy
City Total
Cedarvale
Grand Total
Final
Available
2010 Net
Property Tax
Dollars
$ 21, 253, 622
271,146
987,790
1,361,301
1,010,000
66,105
333,895
$ 25,283,859
$ 25,283,859
1,198,103
$ 26,481,962
600
$ 26,482,562
Preliminary
Available
2011 Net
Property Tax
Dollars
$ 21, 332,191
273,512
996,410
1,480,080
1,018,814
68,717
331,283
$ 25,501,007
541,098
$ 26,042,105
1,192,223
$ 27,234,328
600
$ 27,234,928
Increase
(Decrease)
$ 78,569
2,366
8,620
118,779
8,814
2,612
(2,612)
$ 217,148
541,098
$ 758,246
(5,880)
$1,510,612
$1,510,612
Market Value Property Tax Levy (Community Center Debt Service)
The City's proposed levy for debt service based on referendum market value is
$1,192,223 for payable 2011 compared to $1,198,103 for payable 2010. That is a
decrease of $5,880 or -0.5% from payable 2010 to payable 2011. The resulting market
value referendum rate is increased by 6.1% from 0.0001603 to 0.0001701 due to the
slightly lower levy and the decrease in the referendum market value.
COMPARISON OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES
Ref Mkt Value
Final
2010
7,475, 397, 200
Preliminary
2011
$ 7,008,066,000
Change
Amount Per Cent
$ (467, 331, 200) -6.3%
Debt Service Levy $ 1,198,103 $ 1,192,223 $ (5,880) -0.5%
Mkt Value Ref Rate 0.0001603 0.0001701 0.0000098 6.1%
The following table illustrates the impact of the market value referendum debt service
levy (Eagan Community Center) for average value property for payable 2010 and 2011:
Payable
Year
2010
2011
Operating Levy
Debt Service -Tax Capacity
Total Tax Capacity
Debt Service Levy
Cedarvale
Total
Tax Impact/History
MARKET VALUE LEVY TAX IMPACT
Ave rage
Market
Value
256,958
241,747
Final
2010
$ 26,200,777
66,105.00
$ 26, 266, 882
1,198,103
600
$ 27,465,585
13
Rate
Per $1,000
0.1603
0.1701
COMPARISON OF TOTAL LEVY
Annual
Tax
Amount
41.19
41.12
Total Lev
The following table illustrates the total proposed levy for payable 2011 compared to the
total levy for payable 2010.
Preliminary Change
2011 Amount Per Cent
$ 26, 986,171 $ 785,394
68,717 2,612
$ 27,054,888 $ 788,006 3.0%
1,192,223 (5,880) -0.5%
600 -
$ 28,247,711 $ 782,126 2.8%
Total City Property Tax Capacity Rates /Property Tax Impact
In summary, based on the above referenced levies and current estimates for taxable
market value, tax capacity, fiscal disparities and tax increment values the payable 2011
tax capacity rate calculates to .33781 compared to .30408 for payable 2010. The market
value referendum rate for the Community Center bonds debt service calculates to
.0001701 for payable 2011 compared to .0001603 for payable 2010.
The following table of property tax history illustrates the estimated impact of the total
proposed levy for payable 2011 taxes and compares the rates and impacts to historical
tax rates and impacts for the years 2007 through 2010 on various market value
residential properties. Distribution of the MVHC (given to properties, but not paid to the
City) for 2011 is based on other taxing jurisdictions increasing their levies by the same
percentage as Eagan; any change in relative levies will affect the final credit distribution
slightly.
Projected
2007 2008 2009 2010 2011
Tax Capacity Rate 0.25232 0.25892 0.26886 0.30408 0.33781
Market Value Rate 0.000157 0.0001526 0.0001517 0.0001603 0.0001701
Eagan Property Tax History
City Taxes Only
Market Value
150,000 $ 326 $ 331 $ 344 $ 398 $ 450
180,000 415 422 439 503 566
200,000 474 483 502 573 643
225,000 548 559 581 661 739
241,744 Pay 2011 Average Eagan House Mkt Value 804
256,958 Pay 2010 Average Eagan House Mkt Value 773
300,000
820 788 817 925 1,029
The following table illustrates the impact of these rates on the property taxes on an average
market value property ($241,744) for payable 2011 compared to an average market value
property ($256,958) for payable 2010 thereby adjusting for continuing deflation on property
values.
City Portion of Taxes on an Average Market Value House in Eagan
2010 Value: 256,958 2010 City Tax: 773
2011 Value: 241,744 2011 City Tax: 804
Decrease (15,214) Increase 31
Figures Include Community Center Debt Service Levy
1 '1
Cedarvale Special Services District
Prior to the preliminary levy certification, a final determination will be made concerning
the appropriate levy for the Cedarvale Special Services District. The levy for payable
years 2003 through 2005 was $2,000 annually. The levy for payable 2006 through 2009
was $3,000 which was subsequently reduced to $600 for 2010. It is currently proposed
at that level for payable 2011.
General Fund Budget and 2011 Property Tax Next Steps
➢ Staff incorporates City Council direction from this meeting into the budget and
levy.
➢ City Council approves the preliminary levy at the regular meeting on
September 7 or at a special meeting on September 14.
➢- The preliminary levy is certified to Dakota County on September 15.
➢ A Truth -in- Taxation hearing will be held at the regular City Council Meeting
on December 7, 2010.
➢ At the regular City Council meeting on December 21 the final 2011 Budget
and levy will be adopted by Council.
Public Policy Issues
The following are matters of public policy for the City Council's consideration at this time:
1. Preliminary Tax Levy — Is the proposed amount and allocation of the 2011
property tax levy appropriate?
As noted in the narrative, staff has prepared the tax levy material
incorporating a 3% levy increase and a 2% allowance for uncollectible
taxes as a starting point for discussion and consideration. The proposed
levy is part way between an absolute minimum necessary to finance 2011
operations and infrastructure improvements and a maximum available
levy limit increase of 5.1%. A levy of the proposed amount not only
finances 2011 operations and infrastructure, but allows for options as we
look ahead to the uncertainty that the 2012 budget process will bring in
addition to the potential for at least one and possibly two new levies for
payable 2012. The allowance for uncollectibles will also allow for options
in the event that court challenges reduce the 2011 cash flow from taxes
and further accelerate the erosion of the tax base through market value
reductions going forward.
Consideration of the following factors will help inform the decision as to
the appropriate payable 2011 levy:
• The General Fund Budget with the proposed 1.1% increase can
be balanced at any number of overall levy amounts.
16
The Council is asked to provide direction to staff for the preparation of required
material for consideration at the September 7, 2010 regular City Council meeting.
2. Feedback on Revenue Estimates /Expenditures Appropriations -- The City
Council is asked to provide feedback to the City Administrator to continue
preparation of the final budget.
Together with the Department and Division Heads, I submit this 2011 preliminary
budget, the enclosed budget information and these policy issues for your consideration,
while acknowledging the fluid status of budgeting in today's world and the need for a
great deal more on -going work and discussion to reach a "final" product for adoption in
December.
b
City Administrator
• Given the unique circumstance present with the 2011 Budget and
2011 payable levy, the levy amount will have a more dramatic
impact on the funds that finance infrastructure improvement,
including:
o Equipment Revolving
o General Facilities Renewal & Replacement
o Major Street Construction (both components)
• In looking ahead, what 2011 levy amount will best position the City
for 2012, including:
o Resources available for both operations and infrastructure
o Uncertainty of when the tax capacity will stabilize
o Should an allowance for uncollectible taxes be
incorporated into the levy for the first time
its
Lakeville
Blaine
Woodbury
Eagan
Coon Rapids
Plymouth
Maple Grove
Burnsville
Minnetonka
Brooklyn Park
Eden Prairie
St. Cloud
Rochester
Bloomington
Duluth
St. Paul
Minneapolis
2008 Per Capita Current Expenditures
MN Cities with 50,000+ Population
(Source: State Auditor, January 2010)
406
1F
432
439
456
461
519
545
574
613
622
645
725
780
925
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1,370
6Wit 1,579
$0 $300 $600 $900 $1,200 $1,500 $1,800
1 `1
Plymouth
Mendota Hts
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Minnetonka
Woodbury
Coon Rapids
Maple Grove
Lakeville
18 -City Average
Bloomington
Burnsville
South St. Paul
Inver Grove Hts
Apple Valley
Rosemount
Brooklyn Park
West St. Paul
Hastings
2010 Payable City Property Taxes
$256,958 market value home (Eagan avg.)
r 1 -7, 811
.Ss�s c"r4H. %Sta �a-4^s
821
rte " . N y t 9114.„ `�` -R`r me,
kF.<.e n ;C,. 1.v4 ut �}:'? ..d...'�:§ .re. `. ,,,rtt t.+ae,
J
t. MS1 ,.a, 625
708
W ... 729
773
' 776
11
29
30
942
1,015
1,024
1,062
1,082
1,149
1,258
r °t' 1,30
5
500 1,000 1,500
1
2011 BUDGET
GENERAL FUND
COMPARATIVE SUMMARY OF REVENUES
2008
Actual
2009
Actual
1 9
2010
Budget
2011
Budget
0 (11 vs. 10)
8/5/2010
General Property Taxes $ 18,887,330 $ 20,701,514 $ 21,253,600 $ 21,358,900 105,300 0.5%
Licenses 278,552 292,774 278,700 277,900 (800) -0.3%
Permits 1,192,579 790,746 597,600 959,600 362,000 60.6%
Intergovernmental Rev 1,122,628 722,896 722,400 678,100 (44,300) -6.1%
Charges for Services 1,291,509 1,542,936 1,016,100 1,009,600 (6,500) -0.6%
Recreation Charges _ 670,867 651,118 719,300 622,600 (96,700) - 13.4%
Fines & Forfeits 318,252 370,920 372,000 344,500 (27,500) -7.4%
Other Revenues 602,031 291,523 366,300 284,600 (81,700) -22.3%
Program Revenues 1,432,676 1,757,199 1,761,500 1,847,100 85,600 4.9%
Transfers 415,458 417,781 449,600 459,300 9,700 2.2%
TOTAL GENERAL FUND $ 26,211,882 $ 27,539,407 $ 27,537,100 $ 27,842,200 $ 305,100 1.1%
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2011 Gen Fd exp summary.xlsx
8 -9 -10 packet version
GENERAL GOVERNMENT
01 Mayor & Council
02 Administration
03 Information Technologies
04 City Clerk
05 Finance
06 Legal
07 Comm Dev-- Planning /ED
08 Comm Dev -- Inspections
09 Communications
10 Human Resources
Gen Govt Total
PUBLIC SAFETY
11 Police
12 Fire
Public Safety Total
PUBLIC WORKS
21 Public Works /Engineering
22 Streets & Highways
24 Central Svces. Maint.
Public Works Total
PARKS & RECREATION
30 Recreation
31 Parks
32 Tree Conservation
Parks & Rec Total
GENL GOVT BLDG MAINT
33 Government Buildings
Subtotal
41 Contingency -- undesignated
General Fund Total
2011
Comparative Summary of Expenditures
General Fund Budget
I 2010 I
Budget
$ 141,200
497,300
1,265,100
312,900
1,099,300
395,000
900,500
904,100
448,700
241,800
6,205,900
10,978,700
1,697,000
12,675,700
1,226,200
1,743,500
608,400
3,578,100
1,907,700
2,004,600
485,000
4,397,300
636,600
27,493,600
43,500
;l5
I 2011 I
Budget
$ 146,700
510,100
1,286,600
257,700
1,124, 800
407,700
917,800
923,200
459,300
243,900
6,277,800
11,165,400
1,730,900
12,896,300
1,184,700
1,669,200
616,300
3,470,200
1,933,000
2,006,700
486,700
4,426,400
722,700
27,793,400
48,800
Amount
$ 5,500
12,800
21,500
(55,200)
25,500
12,700
17,300
19,100
10,600
2,100
71,900
186,700
33,900
220,600
(41,500)
(74,300)
7,900
(107, 900)
25,300
2,100
1,700
29,100
86,100
$ 299,800
5,300
8/5/2010
0
3.9%
2.6%
1.7%
- 17.6%
2.3%
3.2%
1.9%
2.1%
2.4%
0.9%
1.2%
1.7%
2.0%
1.7%
- 3.4%
-4.3%
1.3%
- 3.0%
1.3%
0.1%
0.4%
0.7%
13.5%
1.09%
12.2%
$ 27,537,100 $ 27,842,200 $ 305,100 1.11%
2011 Proposed Budget Operating Budget
General Fund
Departmental
Budgets
1
0/P City of all
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
2011 Proposed Budget
PURPOSE & DESCRIPTION
The purpose of the Mayor and City Council is to:
• Provide for the legislative and policy- making
activities of the City's government
• Provide for the planning and control of
municipal expenditures through the adoption
of an annual budget
• Provide for the generation of revenue through
the levying of taxes, fees, and rate structures
• Provide a forum for citizen input into the policy process through
testimony, and civic and community groups
PERFORMANCE INDICATORS
2
Expenditures as % of General Fund
public hearings, advisory
2008 2009 2010
Description Actual Actual Estimate
Number of special City Council meetings held annually 13 12 12
Percentage of City advisory commissions that met in a joint 100% 100% 100%
meeting with the council each year
Operating Budget
Mayor &
Council
0.5%
commissions, public
The Mayor and City Council are responsible for the following functions:
• Participate in regular City Council meetings on the 1 and 3rd Tuesday of the month, as well as monthly Council
workshops as needed
• Serve on City Council Committees that make recommendations to the City Council as a whole
• Represent the City on various boards and Commissions pertaining to local government
2011
Target
12
100%
4 , 11 `CiqolEa
Personal
Services
74%
Expenditure by Category
the Mayor and City Council are projected to increase.
Financial Impact: $6,400 increase
Service Level Impact: None
Highlight /Change 2: Conference and Schools (6476) includes funding for 5 Councilmembers to attend the NLC Conference
and 3 Councilmembers to attend the LMC Conference. As a member of the LMC Board, the Mayor's LMC Conference
registration and lodging will be paid by the LMC. No lodging is proposed for the remaining two Council LMC Conference
registrations given the location in Rochester. The "other" conferences and schools line item has also been reduced to
reflect historic spending levels. Historically, the conferences and schools line item has not been used in its entirety.
Financial Impact: $1,600 decrease
Service Level Impact: None
Actual
Expenditure 2008
Personal Services 84,323
Parts and Supplies 126
Services and Other Charges 36,776
Total $ 121,225
2011 Proposed Budget Operating Budget
Services HIGHLIGHTS & CHANGES
and Other Mayor & City Council budget is proposed to increase
Charges by $5,500, or 3.9 %. The increase is due to increased
26% health insurance costs.
3
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
Highlight /Change 1: Health insurance premiums for
EXPENDITURE SUMMARY
Proposed
Actual Budget Budget
2009 2010 2011
103,396 102,700 109,600
31,028 38,500 37,100
134,424 $ 141,200 $ 146,700
ISIy of Earn
Mayor & City Council (01)
Responsible Managers: Mayor & City Council
LINE ITEM DETAIL
2011 DEPARTMENT 01 - MAYOR AND COUNCIL
2011 Proposed Budget Operating Budget
Proposed
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARI ES AND WAGES - REGULAR $ 37,017 $ 53,722 $ 53,600 $ 53,600
6144 FICA 2,002 3,234 4,100 4,100
6146 PERA -DCP 1,372 2,004 2,000 2,000
6151 HEALTH INSURANCE 43,674 43,992 42,900 49,300
6152 LIFEINSURANCE 79 125 -
6154 DISABILITY- LONGTERM 108 220 -
6155 WORKERS COMPENSATION 70 99 100 100
6157 RETIREE HEALTH INSURANCE - - 500
PERSONAL SERVICES 84,323 103,396 102,700 109,600
PARTS & SUPPLIES
6215 REFERENCE MATERIALS
PARTS & SUPPLIES
TOTAL MAYOR & CITY COUNCIL $ 121,225
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO /PARKING -
6385 INSURANCE 21,500
6475 MISCELLANEOUS 167
6476 CONFERENCES AND SCHOOLS 9,656
6477 LOCAL MEETING EXPENSES 5,453
SERVICES & OTHER CHARGES 36,776
4
126 -
126
747 700 600
20,600 20,600 21,000
300 200
4,613 12,200 10,600
5,068 4,700 4,700
31,028 38,500 37,100
134,424 $ 141,200 $ 146,700
3.90%
tiq at Eau
2011 Proposed Budget Operating Budget
This page left intentionally blank
5
City of Eagan
Administration (02)
Responsible Managers: Tom Hedges, City Administrator
PURPOSE & DESCRIPTION
The purpose of the Administration Department is to:
• Ensure the execution of policies and direction
of the Eagan City Council
• Provide administrative leadership for day -to-
day operations
• Coordinate the various municipal functions
and provide administrative support as required
PERFORMANCE INDICATORS
2011 Proposed Budget Operating Budget
2008 2009 2010 2011
Description Actual Actual Estimate Target
Number of airport noise complaints /questions (telephone and 125 103 130 100
email)
Percentage of airport noise complaints (telephone calls and e- 97% 98% 98% 98%
mails) responded to within 24 business hours
Percentage of citizens rating quality of life in Eagan as 98% N/A 98% N/A
excellent or good (biennial survey)
The Administration Department is responsible for the
following functions:
• Respond to inquiries and requests of the City
Council
• Oversee Department Heads and ensure departments are working in coordination with one another toward a
common goal
• Complete administrative activities not unique to and, therefore, not assignable to other operating departments or
divisions
• Prepare weekly Council packets and other communications to the City Council and the City's organization as a
whole
• Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies
6
Expenditures as a % of General Fund
Admin.
1.8%
4 , Ib ' City of Eta
Personal
Services
83%
Expenditure by Category
Highlight /Change 2: Health insurance costs (6151) are anticipated to increase.
Financial Impact: $8,300 increase
Service Level Impact: None
2011 Proposed Budget Operating Budget
Parts and
Supplies
1%
Services
and Other
Charges
Capital 16%
Outlay
0%
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
HIGHLIGHTS & CHANGES
Overview: The 2011 proposed Administration budget is
up $12,800, or 2.6% over the 2010 amended budget.
The majority of the increase is a result of increased
health insurance and the increase of the Assistant to
the City Administrator position from 32 hours per week
to 40.
Highlight /Change 1: The Assistant to the City
Administrator position was increased in July 2010 from part time (.8) to full time (1.0). In 2011, the position is budgeted for
the full year at full -time, thus resulting in an increase in personnel costs.
Financial Impact: Total annual impact is $17,600, half of which was absorbed in an amendment to the 2010 budget. The
2011 budget will show an additional increase of $8,800 over the amended 2010 budget.
Service Level Impact: By resuming a fulltime schedule, the Assistant to the City Administrator has been better be able to
respond to needs associated with the Energy and Environment Commission, Airport Relations Commission, Recycling
operations, budget preparation, and day -to -day administrative responsibilities
Highlight /Change 3: Membership in National League of Cities is eliminated, a decision made by the Council in 2010. While
the City did not pay the NLC dues in 2010, the funding for the dues was not removed from the 2010 budget, but is proposed
to be eliminated from the 2011 budget.
Financial Impact: $5,500 reduction
Service Level Impact: By not belonging to NLC, the City may not be aware of the NLC's programming and lobbying efforts;
however, the City can continue to send attendees to the NLC National Conference and pay the non - member rate.
Highlight /Change 4: In keeping with past practice, funding is proposed under Professional Services (6310) should the
Council wish to hire a facilitator for their bi- annual goals retreat, which would typically occur in January 2011. In the past
few years, the Council has elected not to utilize a facilitator. If the Council wishes to forego a facilitator, this line item could
be reduced.
Financial Impact: If facilitator is eliminated, $1,000.
Service Level Impact: None
Expenditure
Personal Services
Actual
2008
$ 401,320
Parts and Supplies 3,663
Services and Other Charges 91,153
Capital Outlay
Total
1,724
497,861
7
Actual
2009
$ 388,394
10,565
79,177
900
$ 479,036
Amended
Budget
2010
$ 403,500
3,300
89,800
700
$ 497,300
EXPENDITURE SUMMARY
Proposed
Budget
2011
$ 421,800
2,900
84,000
1,400
$ 510,100
City of Ea
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
POSITION INVENTORY
Personnel 2008 2009 2010 2011 Hours
City Administrator 1 1 1 1 2,080
Assistant to City Administrator 0.8 0.8 0.8 1 2,080
Administrative Secretary /Deputy Clerk 1 0.9 0.9 0.9 1,872
Clerical Technician 1 0.9 0.9 0.8 1,664
Total 3.8 3.6 3.6 3.7 7,696
2011 WORK PLAN
2011 Proposed Budget Operating Budget
1 Council meeting and workshop preparation
2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.)
3 Intergovernmental, municipal, City departmental, and association meetings
4 Clerical and administrative support
5 Oversight of the City's day -to -day operations
6 Annual budget preparation
7 Energy & Environment Commission -- facilitation and coordination of environmental /energy initiatives across the City
8 Oversight of Recycling operations for the City
9 Assist in development and execution of 2011 -2012 Goals
10 Development and execution of public policy decisions
8
4 , 1/ CilpotEagan
2011 Proposed Budget Operating Budget
Administration (02)
Responsible Manager: Tom Hedges, City Administrator
LINE ITEM DETAIL
Revised Proposed
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARIES AND WAGES - REGULAR $ 319,187 $ 301,161 $ 317,300 $ 324,900
6112 OVERTIME - REGULAR 1,128 681 1,500 1,500
6130 SALARIES AND WAGES- TEMPORARY 1,109 1,847 -
6142 PERA - COORDINATED 20,282 20,836 22,300 23,700
6144 FICA 20,873 20,526 21,600 22,200
6151 HEALTH INSURANCE 35,595 40,309 38,800 47,100
6152 LIFEINSURANCE 499 497
6154 DISABILITY - LONGTERM 961 960
6155 WORKERS COMPENSATION 1,686 1,575 2,000 2,100
6157 RETIREE HEALTH INSURANCE - - 300
PERSONAL SERVICES 401,320 388,394 403,500 421,800
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 3,093 1,637 2,500 2,100
6211 OFFICE PRINTED MATERIAL/FORMS - 100 100
6212 OFFICE SMALL EQUIPMENT - 100 100
6215 REFERENCE MATERIALS 180 191 200 200
6220 OPERATING SUPPLIES - GENERAL 391 8,737 400 400
PARTS & SUPPLIES 3,663 10,565 3,300 2,900
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6346 POSTAGE
6353 PERSONAL AUTO/PARKI NG
6355 CELLULAR TELEPHONE SERVICE
6357 GENERALADVERTISING
6385 INSURANCE
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6496 HISTORICALSOCIETY
6535 OTHER CONTRACTUAL SERVICES
SERVICES & OTHER CHARGES
TOTAL ADMINISTRATION $ 497,861
1,625 1,500 1,500
24
9,117 8,824 9,300 9,300
277 800 500 1,500
265
4,100 3,900 3,900 4,000
1,299 225 400 400
5,946 1,890 7,300 6,900
3,121 2,529 4,500 4,100
48,559 47,672 47,400 42,700
5,471 1,189 2,500 1,600
13,000 10,500 12,500 12,000
91,153 l 79,177 89,800 84,000
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT 1,724 900 700 1,400
CAPITALOUTLAY 1,724 ' 900 700 1,400
9
479,036 $ 497,300 $ 510,100
2.57%
*City of Ea
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
PURPOSE & DESCRIPTION
The purpose of the IT Department is to:
• Provide technology support for the City's Local Informatio
and Wide Area Network operations n Tech.
• Develop and implement Citywide IT policies - 4.6%
and procedures
• Provide technology support for the City's
desktop and mobile hardware
• Provide support for all City software appli-
cations
• Provide support for City's Communication
Systems hardware and software
• Recognize and recommend new developments in technology.
• Establish standards for efficient operation of staff's IT tools to maintain high quality of service with minimal
downtime
PERFORMANCE INDICATORS
2011 Proposed Budget Operating Budget
Expenditures as a % of General Fund
The IT Department is responsible for the following functions:
• Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and
Wide Area Network operations and all of its components
• Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and
software applications
• Provide support for telephone /voicemail software and hardware
• Recommend, purchase, install and support the City's low- voltage wiring infrastructure.
• Maintain WAN backup system
• Conduct research and recommend new or improved technology systems
2008 2009 2010
Description Actual Actual Estimate
City PCs maintained 280 283 300
Work orders processed 2,419 2,560 2,500
PCs replaced per year 68 3 65
Non -LOGIS software applications supported 106 107 110
Printers maintained 105 60 60
LOGIS software applications supported 14 14 14
Gigabytes of server storage 7,426 7,700 8,500
Average gigabytes supported (PC support) 23,600 25,000 27,000
10
2011
Target
315
2,800
60
110
50
14
9,000
28,500
4 1// City of Eagan
Parts and
Supplies
3%
Personal
Services
35%
Expenditure by Category
Actual
Expenditure 2008
Personal Services $ 394,106
Parts and Supplies 55,549
Services and Other Charges 745,218
Capital Outlay 13,893
2011 Proposed Budget Operating Budget
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
Services HIGHLIGHTS & CHANGES
and Other
Charges Overview: The Information Technology (IT) budget is
62% proposed to increase to $21,500, or 1.7 %, primarily
due to the inflationary increases in the LOGIS budget
and the addition of a maintenance fee for the new
Voice over IP telephone and voicemail system. The
Capital increase in the City's LOGIS budget for VOIP is offset by
Outlay a decrease in the maintenance contracts line item for
°
° 2 the previous phone vendor.
Highlight /Change 1: LOGIS maintenance services for new VoiP telephone system and voice mail application.
Financial Impact: $29,500 increase over 2010
Service Level Impact: The new VoiP will provide integration of voice, data and video into a single, easy -to- manage and
easy -to -use telephone and voicemail system throughout all City facilities. This includes the Fire Stations which have not
been connected to the City's telephone network previously.
Highlight /Change 2: Maintenance contracts are down as some maintenance costs have been incorporated into the LOGIS
module charges such as the yearly maintenance for the telephone and voice mail system application. There have been
additions and increases to the Maintenance Contracts line items as well as eliminations and decreases.
Financial Impact: $16,200 reduction from 2010
Service Level Impact: Service impact should be minimal as there will be no reduction in service.
Highlight /Change : Yearly cost for air cards that will be used on the training cart computer for disaster recovery.
Financial Impact: Estimated increase is $9,600
Service Level Impact: This allows connectivity to the City's network infrastructure from any location. It also provides
another option for City communications during a disaster.
Total $ 1,208,766 $ 1,205,382 $ 1,265,100 $ 1,286,600
11
EXPENDITURE SUMMARY
Proposed
Actual Budget Budget
2009 2010 2011
420,119 $ 440,800 $ 448,800
22,287 34,100 34,100
760,901 787,500 802,000
2,075 2,700 1,700
41 City of Cap
Information Technology (03)
Responsible Manager: Kristi Peterson, IT Coordinator
POSITION INVENTORY
Personnel 2008 2009 2010
IT Manager 1 1 1
IT Supervisor 1 1 1
IT Specialist 2 2 2
Total 4 4 4
2011 WORK PLAN
1 Develop IT policies and procedures
2 Research and recommend new technologies
3 Establish ITgoals, objectives, standards and controls
4 Troubleshoot hardware /software system and telephone /voicemail problems
5 Maintain LAN backups and recovery and security systems
6 Purchase hardware /software, supplies, licensing and maintenance agreements
7 Coordinate projects with LOGIS
8 Maintain network hardware infrastructure and user accounts
9 Design and implement network wiring infrastructure
10 Maintain relationships /memberships with intergovernmental agencies
2011 Proposed Budget Operating Budget
12
2011
1
1
2
4
Hours
2,080
2,080
4,160
8,320
City at Ea
V i
Acct PERSONAL SERVICES
6110 SALARI ES AND WAGES - REGULAR
6112 OVERTIME - REGULAR
6142 PERA - COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
TOTAL PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6224 CLOTHI NG/PERSO NAL EQUIPMENT
6230 REPAIR /MAINTENANCESUPP -GENL
6270 COMPUTER SOFTWARE
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6346 POSTAGE
6347 TELEPHONE SERVICE & LI NE CHG
6348 MATRIX SERVICE AND REPAIR
6350 LOGIS IT SERVICES
6352 TELEPHONE CIRCUITS
6353 PERSONAL AUTO /PARKI NG
6355 CELLULAR TELEPHONE SERVICE
6360 DAKOTA COUNTY CAIN PARTNERSHIP
6385 INSURANCE
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6567 CONTRACTUAL PROGRAMMING /DP
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
2011 Proposed Budget Operating Budget
Actual
2008
$ 310,610
813
20,037
22,711
36,479
477
953
2,026
Information Technologies (03)
Responsible Manager: Kristi Peterson, IT Coordinator
42,663
508
1,016
2,162
394,106 420,119
37,551
48
11,065
6,884
55,549
1,414
479,446
16,430
1,011
3,358
45,538
5,600
4,800
42
13
95
17
375
5,586
181,505
745,218
Actual Budget
2009 2010
$ 326,223 $ 340,300
533 3,000
22,660 24,000
24,354 ' 26,300
44,600
16,859
4,682
746
22,287
319
1,037
493,977__`
17,237
865
3,710
45,538
5,300
330
16
825
191,747
760,901
5,333 -
8,560 2,075
13,893 2,075
2,600
440,800
25,000 25,000
100 100
7,000 7,000
2,000 2,000
34,100 34,100
200
1,000
2,000
499,100
25,000
2,000
2,900
45,500
5,300
2,800
100
3,000
4,000
194,600
787,500
2,700
2,700
$ 1,208,766 $ 1,205,382 $ 1,265,100
LINE ITEM DETAIL
Proposed
Budget
2011
340,600
3,000
24,900
26,300
51,200
2,700
100
448,800
200
1,000
531,900
22,000
2,000
12,800
42,200
5,400
100
2,000
4,000
178,400
802,000
1,700
1,700
1,286,600
1.70%
4 City of Eta
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
PURPOSE & DESCRIPTION
The purpose of the City Clerk Department is to:
• Conduct elections
• Execute official documents and maintain
official records of the City
• Oversee issuance of personal and business
licenses as required by City Code
• Oversee City purchasing
PERFORMANCE INDICATORS
2011 Proposed Budget
The City Clerk Department is responsible for the
following functions:
• Provide for maintenance and execution of
procedures for voter registration
• Coordinate purchases through co -op ventures and vendor selection
• Prepare, execute, and maintain official City records
• Prepare and post official notices
• Record and maintain minutes of Council and Commission /Committee meetings
• Provide public information on ordinances, contracts and policies
• Issue and renew business licenses
• Oversee risk management programs
• Coordinate the City's safety program
Operating Budget
14
Expenditures as a % of General Fund
City Clerk
1.1%
2008 2009 2010 2011
Description Actual Actual Estimate Target
Registered voters in the City 48,012 48,012 44,000 42,000
Voter turnout 79% 0% 70% 0%
Dangerous dog hearings 6 2 7 4
Insuranceclaims processed 57 46 60 55
Licenses (all types) issued 331 355 359 374
Pages of documents imaged 75,500 29,491 75,000 60,000
4 City of Ego
Personal
Services
87%
Expenditure by Category
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2011 Proposed Budget Operating Budget
Parts and
Supplies
0%
Services
and Other
Charges
apital 13%
Outlay
0%
Highlight /Change 1: In even - numbered years, the City
Clerk budget is higher to provide for election - related activities. Conversely, in odd - numbered years, the budget decreases.
Financial Impact: $67,800 decrease in election costs, $63,000 of which is election judge wages.
Service Level Impact: None.
HIGHLIGHTS & CHANGES
Overview: The City Clerk budget shows a decrease of
$55,200, or (17.6 %), as 2011 is not an election year.
Factoring out election costs, the proposed budget is up
$12,600, or 5.1 %, largely due to higher health insurance
and a project to update the City Code.
Highlight /Change 2: Staff has solicited a proposal from Municipal Code Corporation to conduct a legal review of the City
Code to identify obsolete provisions, conflicts and inconsistencies in conjunction with current state statutes, as well as
conflicts within the Code itself. Even with diligent care it is difficult to ensure compliance of a code and its content over the
long term. This project would provide recommendations as to the curing of internal conflicts, the possible deletion of
obsolete or unnecessary provisions, and other "housekeeping" measures.
Financial Impact: $4,000 increase to line item 6535 in 2011
Service Level Impact: None.
Actual
2008
$ 312,403
1,438
31,899
1,013
$ 346,753
15
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
Actual
2009
222,780
2,552
27,924
253,256
Budget
2010
280,100
3,300
28,800
700
312,900
EXPENDITURE SUMMARY
Proposed
Budget
2011
223,600
200
33,100
800
$ 257,700
City of Eagan
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
POSITION INVENTORY
Personnel 2008 2009 2010 2011 Hours
City Clerk 1 1 1 1 2,080
Clerical Technician 0.75 0.5 0.5 0.5 1,040
Receptionist 1.5 1.5 1.5 1.5 3,120
Total 3.25 3 3 3 6,240
2011 WORK PLAN
Activity
Routine
1 Risk Management
2 Licensing
3 Purchasing
4 Safety Coordination
5 Annual Budget Preparation
6 Clerical and Administrative Support
7 Elections
2011 Proposed Budget Operating Budget
16
if➢ of 6a
Proposed
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARIES AND WAGES- REGULAR $ 179,513 $ 165,553 $ 161,900 $ 161,900
6112 OVERTIME - REGULAR 2,935 3,000 -
6130 SALARIES AND WAGES- TEMPORARY 71,672 (1,652) 60,000 `
-
6142 PERA - COORDINATED 11,676 11,068 11,500 11,700
6144 FICA 11,859 10,288 12,600. 12,400
6151 HEALTH INSURANCE 32,695 35,393 29,500 36,000
6152 LIFE INSURANCE 319 340
6154 DISABI UTY - LONG TERM 565 695
6155 WORKERS COMPENSATION 1,169 1,093 1,600 1,300
6157 RETIREE HEALTH INSURANCE - - 300
TOTAL PERSONAL SERVICES 312,403 222,780 280,100 223,600
6210 OFFICE SUPPUES
6225 ELECTION SUPPLIES
PARTS & SUPPLIES
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6359 LEGAL NOTICE PUBLICATION
6385 INSURANCE
6476 CONFERENCES, TRAI NI NG, SCHOOLS
6477 LOCAL MEETINGS EXPENSE
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL INFORMATION TECHNOLOGY
2011 Proposed Budget Operating Budget
17
Administrative Services - City Clerk (04)
Responsible Manager: Maria Petersen, City Clerk
44 87 300 200
1,394 2,464 3,000
1,438 2,552 3,300 200
LINE ITEM DETAIL
1,059 (355) 300 200
145 100
14,749 14,312 15,000 15,000
1,600 1,500 1,500 1,500
691 519 600 700
1,584 - 1,600 -
39 92 100 100
5,482 5,306 3,000 9,000
6,550 6,550 6,600 6,600
31,899 27,924 28,800 33,100
1,013 - 700 800
1,013 - 700 800
346,753 $ 253,256 $ 312,900 $ 257,700
- 17.64%
City of Ea
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
PURPOSE & DESCRIPTION
The purpose of the Administrative Services - Finance
Department is to:
• Manage and safeguard the City's financial
assets
• Provide timely and accurate financial infor-
mation to aid management in making deci-
sions about the City's operations
• Communicate financial plans and financial
results to the City's various stakeholders via
financial reports
PERFORMANCE INDICATORS
2011 Proposed Budget
The Administrative Services - Finance Department is responsible for the following functions:
• Accounting and financial reporting
• Budgeting
• Accounts payable
• Payroll
• Utility Billing
• Cash receipting and investment management
• Debt management
2008 2009 2010 2011
Description Actual Actual Estimate Target
Moody's credit rating Aal Aal Aaa
Standard & Poors creditrating AA+ AA +... AA+ AM
Average rate of return on investments 4.4% 2.8% 2.5% 2.0%
Vendor checks issued 8,384 7,113 7,500 7,500
Payroll checks /direct deposit issued 12,552 12,147 12,200 12,200
Percent of paychecks paid as direct deposit 78% 99% 100% 100%
Utility accounts serviced 19,554 19,846 19,875 19,900
18
Operating Budget
Expenditures as a % of General Fund
Finance
4.0%
City of Eat
Capital
Outlay
0%
Expenditure by Category
2011 Proposed Budget
Parts and
Supplies
8% 1% } Hixhlixht /Change 1: Health insurance costs are up an
estimated 15 %.
Financial Impact: Health insurance costs are up $23,800 in 2011.
Service Level Impact: None
Actual
Expenditure 2008
Personal Services $ 887,036
Parts and Supplies 25,034
Services and Other Charges 88,321
Capital Outlay
Total
2,590
1,002,981 $ 1,056,459 $ 1,099,300 $ 1,124,800
19
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
HIGHLIGHTS & CHANGES
Overview: The proposed Finance Division budget is up
$25,500, or 2.3% from 2010, because of increased health
insurance costs. No new initiatives or significant changes in
services are proposed.
Actual
2009
965,545
14,102
76,812
Operating Budget
EXPENDITURE SUMMARY
Proposed
Budget Budget
2010 2011
$ 984,900 $ 1,017,800
23,100 16,500
88,500 87,400
2,800 3,100
City of Ea
Administrative Services — Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
POSITION INVENTORY
Personnel 2008
Director of Administrative Services 1
Chief Financial Officer 1
Accountant II 1
Accountant I. 4
Accounting Clerk - Accounts Payable 1
Accounting Clerk - Payroll 1
Accounting Clerk - UtiIity BiIIing 1
Accounting Clerk - UB /Special Assessments 1
Total 11
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2009 2010
1 1
1 1
1 1
4 4
1 1
1 1
1 1
1 1
1 Administrative /supervision
2 Preparation of budget /CIP
3 Preparation for audit and completion of annual report
4 Dakota County Drug Task Force accounting
5 Special assessment accounting
6 Other general accounting and reporting
7 Water /sewer utility billing
8 Payroll processing
9 Purchasing/accounts payable processing
10 Investment/debt management
11 Implement online utility billing payment and account maintenance
20
11 11
2011
1
1
1
4
1
1
1
1
11
Hours
2,080
2,080
2,080
8,320
2,080
2,080
2,080
2,080
22,880
City of Ca aii
Acct PERSONAL SERVICES
6110 SALARI ES AND WAGES - REGULAR
6112 OVERTIME- REGULAR
6130 SALARIESAND WAGES -TEMP
6142 PERA- COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152 LIFE INSURANCE
6154 DISABILITY- LONG TERM
6155 WORKERS COMPENSATION
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPP LI ES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES - GENERAL
6270 COMPUTER SOFTWARE
PARTS & SUPPLI ES
SERVICES & OTHER CHARGES
6314 AUDITING
6315 FINANCIAL - NON -AUDIT
6346 POSTAGE
6347 TELEPHONE SERVICE & LI NE CHG
6353 PERSONALAUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6357 ADVERTISI NG/PUBLICATION
6370 GENERAL PRINT! NG AND 81 NDI NG
6385 INSURANCE
6426 SMALL EQUIPMENT REPAIR -LABOR
6457 MACHINERY AND EQUIP RENT
6475 MISCELLANEOUS
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEET! NGEXPENSES
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS, AND TAXES
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6650 FURNITURE & FIXTURES
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL FINANCE
2011 Proposed Budget
21
Administrative Services - Finance (05)
Responsible Manager: Tom Pepper, Chief Financial Officer
Actual
2008
681,963
6,377
44,196 50,220
47,799 52,080
98,763 107,226
1,228 1,329
2,298 2,507
4,412 4,924
887,036 965,545
22,351
428
1,377
878
25,034
21,600
11,963
12,934
9,226
4,870
192
360
197
7,200
299
2,768
6,024
4,027
45
1,318
433
4,865
88,321
2,590
2,590
Actual
2009
744,344
2,916
12,535
191
497
878
14,102
18,800
9,707
8,662
5,215
546
206
7,000
10,594
8,787
1,702
115
1,503
3,975
76,812
Operating Budget
LINE ITEM DETAIL
Proposed
Budget Budget
2010 2011
$ 752,700 $ 758,100
4,000 4,000
53,000 55,300
56,400 56,800
112,900 136,700
5,900 6,100
800
984,900 1,017,800
20,000
300
1,900
900
23,100
24,600 25,000
13,400
10,000
4,900
200
400
7,000
200
11,000
6,300
3,600
200
2,100
4,600
88,500
700
2,100
2,800
14,000
300
1,300
900
16,500
10,400
9,500
5,400
500
300
7,100
200
11,000
8,900
3,300
200
1,500
100
4,000
87,400
700
2,400
3,100
$ 1,002,981 $ 1,056,459 $ 1,099,300 $ 1,124,800
2.32%
4 , 1 ' City of Ca
Legal Services (06)
PURPOSE & DESCRIPTION
The purpose Legal Services is to:
• Provide legal counsel to the City Council and
staff
• Provide prosecution services in charges against
perpetrators
• Provide counsel to Human Resources on labor
and personnel issues
The Legal Department is responsible for the following
functions:
• Provide legal representation to City in the
prosecution or defense of all proceedings in which the City is a party
• Review ordinances, resolutions, contracts and other legal documents
• Provide coordination with outside legal counsel
• Provide legal representation on personnel matters as needed
PERFORMANCE INDICATORS
2011 Proposed Budget Operating Budget
7
Expenditures as a % of General Fund
2008 2009 2010 2011
Description Actual Actual Estimate Target
Number of civil legal service hours billed to the City 2,580 2,430 2,750 2,600
Number of civil cases prosecuted 7,746 7,645 7,342 7,600
Number of labor service hours billed to the City 80 95.4 60 70
22
Legal
1.4%
4 0 ° ` City of Eat
Services
and Other
Charges
100.0%
Brea kdown:
Expenditure by Category
2011 Proposed Budget Operating Budget
23
Legal Services (06)
HIGHLIGHTS & CHANGES
Overview: The Legal Services budget is proposed to
increase by $12,700, or 3.2 %, due to inflationary
increases for both the civil and prosecution services. The
increase is also attributed to increased prosecution
expenses associated with new State mandates that will
result in a higher number of court appearances.
Hiehlieht /Change 1: The prosecution budget is proposed
to increase as a result of greater usage of prosecuting
attorneys and a proposed inflationary rate increase of 2.2 %, which is the first time the firm has increased hourly rates for
inflation in ten years. In forecasting 2010 and 2011 expenditures, the prosecution firm communicated that they expect to
see significant increases in 2010 and 2011 as a result of new mandates required by the State's Court Administration for
additional court appearances. These new mandates went into effect in 2010, and the result has been increasing prosecution
costs year to date (YTD). Additionally, trends are showing an increased amount of jury trials, which are most labor intensive
for the prosecution staff. The proposed 2011 prosecution budget reflects the trends of YTD actual expenses in 2010 and the
addition of the 2.2% inflationary rate increase.
Financial Impact: $10,700
Service Impact: Due to new State mandates, the prosecution firm has needed to provide increased support to the City's
Police Department.
Hiehlieht /Change 2: The civil legal budget is proposed to increase as a result of a proposed 1% rate increase by the firm of
Severson, Sheldon, Dougherty & Molenda. According to the City Attorney, this rate is intended to offset general overhead
increases in operational costs for the firm.
Financial Impact: $1,800
Service Impact: None
EXPENDITURE SUMMARY
Proposed
Actual Actual Budget Budget
Expenditure 2008 2009 2010 2011
Services and Other Charges $ 400,441 $ 365,123 $ 395,000 $ 407,700
Total 400,441 365,123 395,000 $ 407,700
Civil 174,271 154,584 180,000 182,000
Prosecution 214,561 192,816 190,000 200,700
Other 11,609 17,723 25,000 25,000
$ 400,441 $ 365,123 $ 395,000 407,700
City of Bad
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
PURPOSE & DESCRIPTION
The purpose of the Community Development —
Planning Department is to:
• Coordinate development review process and
interaction with residential, commercial and
industrial developers and the public
• Perform long range planning activities to guide
the physical development of the City
• Supervise the regulation of zoning and land
use requirements set by the City Code
• Manage Geographic Information Systems data
and reports for multiple City functions
• Coordinate economic development, redevelopment and housing finance activities in the City
• Manage special studies, projects and data analysis for development and redevelopment.
• Provide adequate support /coverage for information requests from a variety of customers
The Community Development — Planning Department is responsible for the following functions:
• Perform development application review and coordinate staff report preparation for Commission /Council review
of land use, zoning and subdivision applications
• Maintain /Update Comprehensive Land Use Plan and Subdivision and Zoning Code
• Provide education and enforcement of zoning and land use regulations
• Develop GIS applications for department and provide multi- department GIS support
• Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in the
community and to maintain, revitalize and redevelop specific areas of the City as appropriate
• Participate and /or staff Task Forces and coordinate special studies
• Manage cold phone /counter calls from residents, realtors, developers, etc.
PERFORMANCE INDICATORS
2011 Proposed Budget
2008 2009 2010 2011
Description Actual Actual Estimate Target
Subdivision & Platting related applications 20 17 20 15
Zoning Enforcement Cases ** 1,233 1,010 1,100 1,100
Special Studies /Task Forces staffed 0 0 0 0
Rezonings /Prelim & Final PD /PD Amendment 31 18 15 20
CUP /IUP /Variances 38 31 25 25
Ord Amendment /Comp Plan Amendment 11 11 10 10
Sign Permits 301 185 250 200
** Includes code violations, license compliance checks, and foreclosure & utility shut off monitoring.
24
Expenditures as a % of General Fund
Operating Budget
Comm Dev
- Planning
3.3%
4 , 1 " City of Ea as
Expenditure by Category
2011 Proposed Budget Operating Budget
Parts and
Supplies
1%
Services
and Other
Charges
4%
Capital
Outlay
0%
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
Overview: The Planning budget shows an increase of
$17,300, or 1.9% more than the 2010 budget,
primarily due to increased health insurance costs.
Highlight /Change 1: The principal item impacting
the non - personnel budget is the addition of a new
Economic Development item for what has been
termed a Mayor's Business Summit. The idea behind this line item is business outreach; the objective is to meet annually
with upper level management of Eagan's larger employers.
Financial Impact: $3,000 in 2011
Service Level Impact: Creating and /or maintaining a connection with the City's larger employers is intended to be an
effective way of establishing communication between the larger employers and the Mayor /Council and the City's Senior
Management.
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual Actual Budget
2008 2009 2010
813,787 $ 866,970 $ 864,300
4,859 4,424 5,600
97,831 30,718 29,400
1,200
916,477 $ 902,112 $ 900,500
25
HIGHLIGHTS & CHANGES
EXPENDITURE SUMMARY
Proposed
Budget
2011
$ 876,200
5,800
33,700
2,100
$ 917,800
City of 6akali
Community Development — Planning (07)
Responsible Manager: Mike Ridley, City Planner
POSITION INVENTORY
Personnel 2008 2009
Community Development Director 0.5 0.5
City Planner 1 1
Planners 2 2
Planning Aide 1 1
GIS Technician /Planner 1 1
Code Enforcement Technician 3 1
Code Enforcement /Property Maintenance 0 2
Office Supervisor 1 1
Total 9.5 9.5
2011 WORK PLAN
2011 Proposed Budget Operating Budget
Routine
1 General administration of Planning & Zoning requirements; i.e. creating/mailing notices, assorted document prep, etc.
2 Current Planning - includes working with current and prospective business owners /developers
3 Special Studies /Budget- annual (sometimes bi- annual) budget work and coordinating special studies when they arise
4 Comprehensive Plan - includes ongoing maintenance, updates and review /comments of adjacent city amendments
5 Zoning - includes on -going maintenance, updates and responding to zoning inquiries from the general public
6 GIS Administration - includes assitancewith current, long -range planning efforts as well as econ dev inquiries
7 Code Enforcement- includes applying quality of life standards throughout the community
8 Economic Development/Redevelopment - includes ongoing efforts to support and promote development
9 Technical Assistance- includes providing planning and GIS expertise internally and externally
10 Clerical - Planning & Zoning
26
2010 2011
0.5 0.5
1 1
2 2
1 1
1 1
1 1
2 2
1 1
9.5 9.5
Hours
1,040
2,080
4,160
2,080
2,080
2,080
4,160
2,080
19,760
City of Ea
Actual
Acct PERSONAL SERVICES 2008
6110 SALARIES AND WAGES - REGULAR $ 630,222
6130 SALARIES AND WAGES TEMPORARY 4,970
6142 PERA - COORDINATED 41,247
6144 FICA 45,476
6151 HEALTH INSURANCE 85,610
6152 LIFE INSURANCE 1,211
6154 DISABILITY - LONGTERM 2,290
6155 WORKERS COMPENSATION 2,761
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
6310
6312
6346
6348
6353
6355
6370
6385
6426
6476
6477
6478
SERVICES & OTHER CHARGES
PROFESSIONAL SERVICES - GENERAL
ENGI NEERI NG
POSTAGE
MATRIX SERVICE & REPAIR
PERSONAL AUTO /PARKING
CELLULAR TELEPHONE SERVICE
GENERAL PRINTING AND BINDING
INSURANCE
SMALL EQUIPMENT REPAIR-LABOR
CONFERENCES AND SCHOOLS
LOCAL MEETING EXPENSES
TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6480 LICENSES, PERMITS AND TAXES
6504 ECONOMIC DEVELOPMENT ACTIVITY
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
6670
CAPTAL OUTLAY
OTHER EQUIPMENT
CAPITAL OUTLAY
TOTAL COMMUNITY DEV. - PLANNING
2011 Proposed Budget Operating Budget
27
Community Development - Planning (07)
Responsible Manager: Mike Ridley, City Planner
Actual
2009
668,299
1,380
44,911
47,614
98,289
1,221
2,340
2,916
813,787 866,970
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 2,054 1,333
6211 OFFICE PRINTED MATERIAL/FORMS 330 524
6212 OFFICE SMALL EQUIPMENT 228 1,052
6215 REFERENCE MATERIALS 129 193
6220 OPERATING SUPPLIES- GENERAL 439 476
6221 FILM & FILM PROCESSING 14 -
6231 MOBILE EQUIP REPAIR PARTS 277 53
6235 FUEL, LUBRICANTS, ADDITIVES 1,387 794
PARTS &SUPPLIES 4,859 4,424
64,699
2,000
4,403
4,361
1,142
499
3,376
4,516
1,130
4,300 4,100
78
6,746 4,800
2,969 1,654
3,131
45
3,817
101
3,871 6,299
164 348 600
97,831 30,718 29,400
LINE ITEM DETAIL
Budget Budget
2010 2011
$ 670,500 $ 664,900
2,000
46,900 48,200
51,000 50,400
90,500 107,900
3,400
864,300
2,200
600
1,000
200
500
200
900
5,600
3,000
300
4,100
1,000
500
4,100
8,900
2,600
4,300
4,100
700
876,200
2,200
600
1,100
200
500
200
100
900
5,800
3,000
200
4,100
1,200
4,200
7,600
2,400
3,200
4,400
3,000
400
33,700
1,200 2,100
1,200 2,100
$ 916,477 $ 902,112 $ 900,500 $ 917,800
1.92%
40 'City of Ea
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
PERFORMANCE INDICATORS
2011 Proposed Budget Operating Budget
PURPOSE & DESCRIPTION
The purpose of the Community Development -
Inspections Department is to: Comm Dev
• Protect the health, safety and welfare of
designers, builders and occupants of the built Inspections
environment in Eagan 3.3%
• Verify compliance with municipal and state
building, fire, plumbing, electrical, heating,
energy and accessibility codes
• Inform and educate residents, builders and
designers of minimum requirements and
inform them of the history of those codes
• Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary.
• Identify potential improvements that can be made in codes and standards and propose changes
2008 2009 2010 2011
Description Actual Actual Estimate Target
Building permits 4,078 2,400 1,800 2,000
Plumbi permits 932 879 800 900
Mechanical permits 771 893 700 800
Inspections per building inspector 2,179 2,100 2,000 2,100
Expenditures as a % of General Fund
The Community Development — Inspections Department is responsible for the following functions:
• Review plans, specifications and support documents and request revisions, when necessary
• Collect fees directly and indirectly related to the Division
• Issue sewer /water, fire suppression, building, plumbing, mechanical, underground storage tank and building move
permits
• Schedule and perform field inspections for the above permits
• Coordinate proposed construction projects with other Departments and other government agencies
• Respond to residents' questions and concerns regarding code interpretations and potential code violations
28
'4 City of Ea
Expenditure by Category
0%
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay 7,087
2011 Proposed Budget Operating Budget
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
Parts and
Supplies
3%
Services
and Other
Charges
4%
Actual Actual
2008 2009
$ 860,937 $ 862,877
18,770 10,802
35,047 20,506
Total $ 921,841 $ 894,185
29
No significant changes are proposed.
HIGHLIGHTS & CHANGES
Overview: The budget proposal for the Protective
Inspections Division reflects an increase of $19,100, or
2.1 %, primarily due to higher health insurance costs.
EXPENDITURE SUMMARY
Proposed
Budget Budget
2010 2011
844,300 $ 861,100
22,400 23,200
32,200 35,800
5,200 3,100
904,100 $ 923,200
*City orEa
Community Development — Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
POSITION INVENTORY
Personnel
Community Development Director
Clerical Technicians
Chief Building Official
Senior Inspector
Inspectors
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008 2009
0.5 0.5
2.75 2.75
1 1
2 2
4 3
10.25 9.25
1 Process permits, set up inspectors' schedules
2 Provide direction, planning, support and final code interpretation
3 Perform plan reviews, interpret codes, meet with applicants
4 Perform field inspections and issue correction orders if necessary
5 Directs, evaluates and oversees Division operations
30
2010
0.5
2.75
1
2
3
9.25
2011
0.5
2.75
1
2
3
9.25
Hours
1,040
5,720
2,080
4,160
6,240
19,240
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARIES AND WAGES - REGULAR $ 668,139 $ 664,829 $ 645,400 $ 644,700
6112 OVERTIME - REGULAR 5,122 5,000 5,000
6130 SALARIES AND WAGES- TEMPORARY - - - -
6142 PERA- COORDINATED 42,776 43,952 45500 47,100
6144 FICA 47,395 47,000 49,300 49,300
6151 HEALTH INSURANCE 91,175 ' 100,733 95,700 110,000
6152 LIFE INSURANCE 1,180 1,171
6154 DISABIUTY - LONG TERM 2,287 2,253 - -
6155 WORKERS COMPENSATION 2,863 2,939 3,400 4,000
6157 RETIREE HEALTH INSURANCE # 1,000
PERSONAL SERVICES 860,937 862,877 844,300 861,100
PARTS & SUPPLIES
6210 OFFICE SUPPUES 1,713 1,713
6211 OFFICE PRINTED MATERIAL/FORMS 920
6212 OFFICE SMALL EQUIPMENT 200 67
6215 REFERENCE MATERIALS 486 1,410
6220 OPERATING SUPPLIES- GENERAL 144 -
6224 CLOTHING /PERSONAL EQUIPMENT 759
6226 PUBLIC SAFETY SUPPLIES 329
6231 MOBILE EQUIP REPAIR PARTS 2,997 ' 1,664
6232 SMALL EQUIPMENT REPAIR PARTS
6235 FUEL, LUBRICANTS, ADDITIVES 11,168 5,910
6240 SMALL TOOLS 54 38
PARTS & SUPPUES 18,770 10,802
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES - GENERAL 7,343
6346 POSTAGE 27
6347 TELEPHONE SERVICE & LINE CHG -
6348 MATRIX SERVICE & REPAIR -
6351 PAGER SERVICE FEES 402
6353 PERSONAL AUTO /PARKING 1,570
6355 CELLULAR TELEPHONE SERVICE 3,733
6385 INSURANCE 7,200
6425 MOBILE EQUIPMENT REPAIR LABOR 75
6476 CONFERENCES AND SCHOOLS 4,678
6477 LOCAL MEETING EXPENSES 494
6478 TUITIONREIMBURSEMENT -
6479 DUES AND SUBSCRIPTIONS 864
6480 UCENSES, PERMITS AND TAXES 140
6487 VISA/MC BANK CHARGES 8,013
6569 MAI NT. COPY MACHI NE CONTRACT 508
SERVICES & OTHER CHARGES 35,047
CAPITAL OUTLAY
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
TOTAL COMMUNITY DEV. - INSPECTIONS
2011 Proposed Budget Operating Budget
Community Development - Protective Inspections (08)
Responsible Manager: Dale Schoeppner, Chief Building Official
31
LINE ITEM DETAIL
Adopted
Actual Actual Budget Budget
7.087
7,087
402
1,207
2,848
6,900
129
1,724
437
672
42
5,580
565
20,506
100
800
600
400
1,500
4,100
6,900
300
4,800
1,300
1,100
200
9,000
1,100
32,200
5 200
5,200
3,500 4,000
1,000 900
200 200
1,800 2,300
200 200
1,000 1,000
400 400
3,000 2,000
200 200
11,000 11,900
100 100
22,400 23,200
200
800
600
400
1,500
4,800
7,000_
300
4,800
1,300
3,200
1,100
100
9,000
35,800
3,100
3,100
$ 921,841 $ 894,185 $ 904,100 $
2.11%
*Ciq of Ea
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
PURPOSE & DESCRIPTION
The purpose of the Communications Department is to:
• Oversee city public information, public
relations and communications tools including
newsletters, Web sites, government cable
programs, marketing pieces and press releases
• Communicate with citizens and the business
community
• Identify emerging issues and messages while
proactively communicating with the media
and responding to requests
• Ensure the consistent application of the Eagan
logo and maintain the equity of the Eagan brand
• Provide strategic communications advice and special event and marketing support to City staff, as needed
• Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure
• Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Eagan TV (ETV) operations, History
Committee and Recycling programs
The Communications Department is responsible for the following functions:
• Publish the bimonthly city newsletter and quarterly Eagan business newsletter
• Maintain the content of the City Web site and Intranet
• Respond to public requests for information and specifically media requests
• Provide marketing and special event support
• Provide strategic communications advice and develop appropriate themes, messages and materials
• Oversee ECVB, ETV, Dakota Valley Recycling, and provide staff support to the Telecommunications Commission,
Eagan Technology Working Group, 4th of July & Eagan History committees
PERFORMANCE INDICATORS
2011 Proposed Budget
Operating Budget
Expenditures as a % of General Fund
2008 2009 2010 2011
Description Actual Actual Estimate Target
% of residents who have accessed City Web site 74% 0% 76% 0%
% of Web site visitors finding what they were looking for 88% 0% 90% 0%
Issues of Experience Eagan out on time 6 of 6 5 of 6 6 of 6 6 of 6
Issues of Eagan Business News out on time 3 of 4 0 8 of 8 8 of 8
Attendance at City Services Open House ( Showcase Eagan) N/A 1,250 N/A 1,300
Average Web site page views per day (working to reduce 4,187 4,015 5,000 3,000
Average Web site visits per day 1,125 1,090 1,240 1,250
Average monthly Web site visits 32,606 33,151 50,000 52,250
Average monthly page views 127,121 122,126 160,000 200,000
Number of Web site subscribers (new category) 727 N/A 2,200 2,400
32
City of hp
Personal
Services
50%
Parts and Expenditure by Category
Supplies
0%
2011 Proposed Budget Operating Budget
Services
and Other
Charges
50%
Capital
Outlay
0 %)
Highlight /Change 1: The data collection method for the Business Survey will be reengineered to extend its reach by mailing
to all Eagan businesses (instead of telephoned random sample of 400). Because recipients are directed to fill out the survey
online, costs are a fraction of before. This will afford additional opportunity to make economic development contact with
businesses asking if they seek to expand, if they are thinking of leaving, or desire other assistance from the city— something
current survey not set up to do.
Financial Impact: Reduction of $16,000.
Service Level Impact: There are one -time (staff time) impacts to create survey online and aggregate open -ended
responses. All other questions will automatically tally and chart. No impact on the public.
Highlight /Change 2: Showcase Eagan is back for its every- other -year appearance.
Financial Impact: Increase of $6,700
Service Level Impact: The celebration builds community pride and awareness. A cross - departmental committee led by
Communications and a rotating chair plans and executes event.
Highlight /Change 3: Eagan History 1980 -2010: as an outgrowth of the 150 celebration and a recognition of both what's
missing from the Lone Oak Years book and the need to document our growth from small town to major city from 1980 to
2010, the research, documentation, photo identification and writing of that history is proposed before key players retire,
move, or die.
Financial Impact: Increase of $20,000 for one -time project; however, due to cuts in other contractual services, that line
item is only up $10,600. Prices based on only one quote received so far from writer /researcher for Edina history and several
other projects locally.
Service Level Impact: May involve some E -TV staff time to record for archival purposes various interviews; otherwise,
utilizes freelance time at staff direction.
Highlight /Change 4: Printing is up because of need for replacement New Resident Guides (contacts have changed) and
additional two -year supplies of the City Map.
Financial Impact: Increase of $7,100 in printing due to some increased print costs; $5,100 of that because of the Map and
Resident Guide.
Service Level Impact: None.
33
Communications (09)
Responsible Manager: Tom Garrison, Director of
Communications
HIGHLIGHTS & CHANGES
Overview: The proposed Communications budget is
up $10,600, or 2.4 %. The nature of every- other -year
or every - several -years projects is reflected in the 2011
proposed budget. While staffing remains level, effort
has been made to value- engineer traditional ways of
doing certain things to save dollars. Additional options
and opportunities have been identified.
City of 8a
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
EXPENDITURE SUMMARY
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
POSITION INVENTORY
2011 WORK PLAN
Actual
2008
$ 208,437
663
204,939
3,087
$ 417,125
Personnel 2008
Communications Director 1
Communications Coordinator 1
Total 2
coordination with IT
13 Photo management and clean -up of network file storage
2011 Proposed Budget Operating Budget
Proposed
Actual Budget Budget
2009 2010 2011
218,451 $ 223,100 $ 229,700
476 2,500 800
198,855 223,100 228,800
$ 417,781 $ 448,700 $ 459,300
1 Write, edit, & publish 6 bi- monthly city newsletters (Experience Eagan) & annual rpt.
2 Edit & publish 4 city business newsletters (Eagan Business News) +4 online EBNs +10 Cedar Grove
3 Daily & weekly maintain City Web site and Intranet site
4 Web Streaming of meetings & video content
5 Public relations & issues management including press releases & reporter calls
6 Special events including July 4, State of City Address, Breakfast with Mayor series, etc.
7 Oversight /liaison responsibilities for E -TV, History Committee, Technology Working Group & CVB
8 If colo funding obtained, coordinate Eagan efforts
9 In -house graphic design
10 Direct efforts to collect 1980 -2010 history
11 City -wide citizen & business surveys, online surveys
12 Evaluate social networking capabilities and open source software for Eagan City use and develop polcies in
34
2009 2010 2011 Hours
1 1 1 2,080
1 1 1 2,080
2 4,160
Cify of Ea
Actual
Acct PERSONAL SERVICES 2008
6110 SALARIES AND WAGES - REGULAR $ 164,396
6130 SALARIES AND WAGES- TEMPORARY 1,942
6142 PERA- COORDINATED 10,633
6144 FICA 12,399
6151 HEALTH INSURANCE 17,755
6152 LIFE INSURANCE 256
6154 DISABILITY- LONG TERM 256
6155 WORKERS COMPENSATION 799
6157 RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICESUPPLIES 375 365
6212 OFFICE SMALL EQUIPMENT
6215 REFERENCE MATERIALS 88
6270 COMPUTER SOFTWARE 200
PARTS & SUPPLIES 663
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6328 SPECIAL EVENTS /ADMISSION FEES
6346 POSTAGE
6351 PAGER SERVICE FEES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6357 GENERAL ADVERTISING
6370 GENERAL PRI NTI NG AND BINDING
6385 INSURANCE
6427 BUILDING OPERATIONS REPAIR -LABOR
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL COMMUNICATIONS
2011 Proposed Budget Operating Budget
Communications (09)
Responsible Manager: Tom Garrison, Director of Communications
35
42,982
47,476
88
4,309
64,188
2,200
2,547
1,111
506
1,171
19,999
18,362
204,939
3,087
3,087
LINE ITEM DETAIL
Proposed
Actual Budget Budget
2009 2010 2011
$ 172,938 $ 175,700 $ 177,500
11,419
12,449
20,290
254
254
846
1,000
208,437 218,451 223,100
31,674
5,174
47,624
6
4,234
803
700
65,914
2,100
43
765
517
1,286
18,333
19,682
198,855
12,300 12,900
13,400 13,600
20,700 23,800
200
1,600
111 700
476 2,500
51,300
417,125 $ 417,781 $ 448,700
1,200
700
229,700
200
200
400
800
46,600 30,400
58,800
4,300 4,300
800 800
2,000 ! 1,000
69,000 76,100
2,100 2,100
5,000
400 3,800
500 500
1,200 1,400
29,400 40,000
10,500 9,600
223,100 228,800
459,300
2.36%
4 City of Ea
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
PURPOSE & DESCRIPTION
The purpose of the Human Resource Department is to:
• Develop and implement personnel policies
• Administer compensation and benefits plans
• Coordinate employee relations initiatives
• Maintain and protect the privacy and security
of employee records
• Serve as internal consultant to management
The Administrative Services —Human Resources
division is responsible for the following functions:
• Coordinate recruitment efforts
• Respond to employee performance and discipline issues
• Negotiate and administer labor contracts
• Coordinate employee recognition program
• Conduct new employee orientations and coordinate limited training initiatives
PERFORMANCE INDICATORS
Description
Job vacancies posted and advertised for
Temp /Interns /seasonal poitions posted and advertised
Applications received
Internal training opportunities presented by HR
Employees hired
Policies revised /created
Turnover rate (People that leave divided by total positions)
2011 Proposed Budget
36
Operating Budget
Expenditures as a % of General Fund
2008 2009
Actual Actual
9 9
19 18
564 850
3
10 6
3
4%
2010
Estimate
12
15
1,000
5
8
15
2%
Human
Resources
0.9%
2011
Target
12
15
1,000
8
5%
lily of Eapo
Expenditure by Category Parts and
Personal Supplies
Services
79%
2011 Proposed Budget
0% ° Services
and Other
Charges
21%
Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
HIGHLIGHTS & CHANGES
Overview: The proposed Human Resources budget
reflects an increase of $2,100, or 0.9% more than the
2010 budget. Increases in drug screening, advertising,
and the employee assistance program are offset by a
reduction in salaries with the replacement of the HR
Specialist position at a lower wage rate.
Capital Highlight /Change 1: Additional pre - employment and
Outlay random drug & alcohol screening: a
g g: pproximately 50
0% ' seasonal maintenance employees were added to the
testing procedure in 2010, approximately 75 lifeguards and 75 pool attendants will be added to the testing procedure in
2011.
Financial Impact: Increase of $5,100 over 2010.
Service Level Impact: More resources toward pre - employment and random testing of seasonal staff for potential drug use
limit potential City liabilities.
Highlight /Change 2: Increase in use of Employee Assistance Program. With greater participation, it is prudent to plan for
the utilization. Decrease in Health Counseling services ($1,600); participation in 2010 was lower than expected. New
number relates to a better estimate to costs for 2011 Health Fair.
Financial Impact: Overall increase of $3,900 over 2010.
Service Level Impact: This ensures resources exist for employees.
Highlight /Change 3: Decrease in newspaper advertising costs. Newspaper advertising is on a downswing; new candidates
are searching web -based ads.
Financial Impact: Decrease of $6,300.
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual
2008
191,619
2,728
34,218
228,564
37
Actual
2009
$ 197,108
349
39,988
455
$ 237,900
EXPENDITURE SUMMARY
Proposed
Budget Budget
2010 2011
193,100 $ 191,600
400 300
47,600 52,000
700
241,800 $ 243,900
4 City of Et at!
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
POSITION INVENTORY
Personnel 2008 2009 2010 2011 Hours
Human Resources Manager 1 1 1 1 2,080
Human Resources Specialist 1 1 1 1 2,080
Clerical Technician 0.25 0 0 0
Total 2.25 2 2 2 4,160
2011 WORK PLAN
1 General, administrative, and compensation tasks
2 Recruitment coordination
3 Benefits administration
4 Employment - related issues
5 Labor relations /contract administration
6 Employee relations /recognition
7 Policy /organizational development
8 Employee orientation & training
9 Dakota Communications Ctr initiative
10 Management Consult /Assistance
11 Minnesota Valley Transit Authority
2011 Proposed Budget Operating Budget
38
City of Earn
Acct PERSONAL SERVICES
6110 SALARI ES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6142 PERA - COORDINATED
6144 FICA
6151 HEALTH INSURANCE
6152
6154
6155
6157
6475
6476
LIFE INSURANCE
DISABILITY- LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6211 OFFICE PRINTED MATERIAL/FORMS
6215 REFERENCE MATERIALS
PARTS & SUPPLI ES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6318 MEDICAL SERVICES - PHYSICAL EXAM
6319 MEDICAL SERVICES - OTHER
6353 PERSONAL AUTO /PARKING
6358 EMPLOYMENTADVERTISING
6370 GENERAL PRINTING AND BINDING
MISCELLANEOUS
CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478 TUITION AND BOOK REIMBURSEMENT
6479 DUES AND SUBSCRIPTIONS
6535 OTHER CONTRACTUAL SERVICES
SERVICES & OTHER CHARGES
TOTAL HUMAN RESOURCES
2011 Proposed Budget Operating Budget
Administrative Services - Human Resources (10)
Responsible Manager: Lori Peterson, Human Resource Manager
Actual
2008
$ 152,891
162
9,840
11,230
15,732
269
495
1,000
39
2,728
2,728
181
6,783
8,784
152
10,084
1,302
647
1,717
22
2,404
370
1,772
34,218
Actual
2009
$ 155,600
191,619 197,108
10,519 10,700
11,581 11,700
17,612 16,800
267
493
1,037 1,200
201
148
349
CAPITAL OUTLAY
6660 OFFICE FURNISHI NGS/EQUI PMENT -
6670 OTHER EQUIPMENT 455
CAPITAL OUTLAY 455
Budget
2010
$ 152,700
193,100
100
200
100
400
700
6,045 5,300
9,201 15,200
97 200
7,810 19,100
1,129 1,400
744 1,500
2,206 100
39
7,453
690 700
4,574 ` 3,400
39,988 47,600
700
700
LINE ITEM DETAIL
Proposed
Budget
2011
$ 148,700
10,800
11,400
19,400
1,200
100
191,600
100
200
300
700
10,400
19,100
100
12,800
2,500
1,500
400
1,100
3,400
52,000
$ 228,564 $ 237,900 ` $ 241,800 $ 243,900
0.87%
*Ciq of Ea
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
PURPOSE & DESCRIPTION
The purpose of the Administration Division of the Police
Department is to:
• Ensure the compliance of department policies
and procedures
• Adhere to guidelines established by the
Minnesota Peace Officer Standards and
Training Board
• Work with elected officials and other city staff
to support Eagan citizens
• Assure community members have confidence
in the Police department
• Build community support
• Partner with other governmental agencies to promote efficiencies
• Develop and achieve agency goals
PERFORMANCE INDICATORS
2011 Proposed Budget Operating Budget
40
Expenditures as a % of General Fund
The Administration Division is responsible for the following functions:
• Work with staff members in the development of department policy and procedures
• Evaluate programs /practices to ensure citizens are obtaining appropriate services
• Risk management for the police department
• Development and implementation of the department budget
• Strategic planning
Police -
Admin.
1.8%
2008 2009 2010 2011
Description Actual Actual Estimate Target
Calls for service 49,044 51,011 51,600 50,028
Part I crime rate 2,541 2,512 2,430 2,527
Part II crime rate 3,170 3,166 3,285 3,168
Sworn officers per 1,000 population 1.02 1.05 1.05 1.05
City of Eagan
Personal
Services
76%
Expenditure by Category
No significant changes are proposed in the Administration Division.
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2011 Proposed Budget Operating Budget
Parts and
Supplies
1%
Services
and Other
Charges
21%
Capital
Outlay
2%
Actual
2008
41
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
HIGHLIGHTS & CHANGES
Overview: The entire Police Department budget is up
$186,000, or 1.7 %, primarily due to increases in health
insurance, PERA rate increases, and funding for retiree
health insurance.
The Police— Administration budget shows an increase of
$8,900, or 1.7% over the 2010 budget.
EXPENDITURE SUMMARY — ADMINISTRATION DIVISION
Proposed
Actual Budget Budget
2009 2010 2011
520,792 $ 445,069 " $ 384,600 $ 395,100
2,835 7,143 3,800 4,800
102,059 91,642 111,500 107,400
7,310 11,500 13,000
632,996 $ 543,854 $ 511,400 $ 520,300
4 City otkao
Police— Administration (11)
Responsible Manager: Jeff Johnson, Deputy Chief of Police
POSITION INVENTORY SUMMARY — TOTALS BY DIVISION
Personnel 2008
Administration Division 3
Patrol Division 54
Investigations Division 14
Support Division 16.45
Total 87.45
POSITION INVENTORY — ADMINISTRATION DIVISION
Personnel 2008
Administration Division 3
Patrol Division 54
Investigations Division 14
Support Division 16.45
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2009
3
52
14
13.95
82.95
2010
3
53
13
13.95
82.95
Personnel 2008 2009 2010
Chief of Police 1 1 1
Deputy Chief of Police 1 1 1
Administrative Secretary 1 1 1
Total 3 3 3
Work Plan
Activity
Routine
1 Establish and review police department policies and procedures
2 Respond to citizen questions and concerns
3 Work with elected officials and other city staff members on issues affecting Eagan
42
2011
3
53
13
13.95
82.95
Hours
6,240
110,240
27,040
29,016
172,536
2009 2010 2011 Hours
3 3 3 6,240
52 53 53 110,240
14 13 13 27,040
13.95 13.95 13.95 29,016
2011 Hours
1 2,080
1 2,080
1 2,080
3 6,240
4 City of Evan
2011 Proposed Budget Operating Budget
This page left intentionally blank
43
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City of Earn
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
PURPOSE & DESCRIPTION
The purpose of the Patrol Division of the Police
Department is to:
• Maintain a safe community through enforce-
ment and educational efforts
• Reduce and prevent crime through education
and community involvement
• Provide emergency assistance to citizens
• Protect the constitutional rights of citizens
• Solve ongoing law enforcement problems
The Patrol Division is responsible for the following
functions:
• Respond to calls for routine and emergency service
• Enforce state criminal and traffic laws as well as county and city ordinances
• Preliminary investigation of crimes and traffic crashes
• Conduct crime prevention presentations /participate in neighborhood watch and block programs
• Initiate proactive measures to prevent and reduce crimes using geographic policing concepts
• Train and prepare for natural disasters, critical incidents and other emergencies
PERFORMANCE INDICATORS
Description
Traffic stops
Traffic citations
DWI arrests
Arrests (other than DWI)
Response time to priority 1, emergency calls (min)
Response time to priority 2, non- emergency calls (min)
Response time to priority 3, routine calls (min)
2011 Proposed Budget Operating Budget
46
Expenditures as a % of General Fund
2008 2009 2010
Actual Actual Estimate
12,596 13,061 13,163
5,377 5,724 6,511
280 230 307
1,304 1,317 1,306
6.36 5.94 2.50
8.44 7.91 10.30
12.89 11.36 14.37
Police -
Patrol
23.5%
2011
Target
12,828
5,550
255
1,310
3.85
9.00
12.86
City or Eagtu
Personal
Services
90%
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
Expenditure by Category HIGHLIGHTS & CHANGES
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2011 Proposed Budget Operating Budget
Parts and
Supplies
6%
Services
and Other
Charges
Actual
2008
$ 5,412,646
47
Overview: The proposed Patrol division budget is up
$194,500, or 3.0% over the 2010 budget.
Highlight /Change 1: Elimination of Drug Abuse
Capital 3% Resistance Education (DARE).
Outlay Financial Impact: $9,500 was removed from the
1% operating budget due to the elimination of DARE.
$23,800 in revenues will also not be realized due to the school district discontinuing DARE funding.
Service Level Impact: The elimination of the DARE program by School District 196 led to our decision to discontinue the
program. The staff member previously assigned to the DARE program was reassigned to patrol duties. The reassignment
has allowed the department to better manage workforce issues.
Actual
2009
$ 5,848,363
372,937 332,060
139,318 123,253
11,695 15,113
5,936,596 $ 6,318,790
EXPENDITURE SUMMARY
Proposed
Budget Budget
2010 2011
$ 5,952,900 $ 6,074,000
385,400 410,300
169,600 176,800
14,800 51,100
6,522,700 $ 6,712,200
City of Ea
Police — Patrol (11)
Responsible Managers: Lieutenants Duane Pike and Steve Bolluyt
POSITION INVENTORY
Personnel 2008 2009 2010
Sergeants 8 8 8
Police Officers 44 42 43
Operations Lieutenants 2 2 2
Total 54 52 53
2011 WORK PLAN
1 Participate in POST mandated training
2 Participate in FEMAand emergency preparedness training
3 Time spent on DUI arrests
4 Time spent on answering calls for service
5 Court preparation and testimony
6 Proactive patrol /misc. duties
7 Special Operations Team and team training /other
8 Policy writing and revisions
9 Administer Special Operations Programs, K -9, Geo- policing
10 Assign, develop and administer training programs
11 Administer and ensure emergency management mandated compliance
12 Directed traffic enforcement
13 SWATtraining
14 Command vehicle training
15 Traffic unit enforcement efforts
16 Neighborhood Watch/ National Night Out and crime prevention efforts
17 Crisis negotiator training
18 Practice Geographic Policing strategies
2011 Proposed Budget Operating Budget
48
2011 Hours
8 16,640
43 89,440
2 4,160
53 110,240
City of tau
2011 Proposed Budget Operating Budget
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49
City of Eagan
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
PURPOSE & DESCRIPTION
The purpose of the Investigations Division of the Police
Department is to:
• The primary function of the Investigative
Division is to complete investigations of
criminal cases that are potentially solvable
• Learn specialized police methods and tactics
that will assist in all types of criminal cases that
are reported from thefts, rapes, child abuse,
murder, embezzlement, internet crimes, etc.
• Conduct seminars that will assist the
community with crime reduction and
prevention
2011 Proposed Budget
Expenditures as a % of General Fund
Police -
Invest.
5.8%
The Investigations Division is responsible for the following functions:
• Complete specialized follow -up for criminal investigations
• Provide support and resources for Patrol Division cases
• Gather and disseminate criminal intelligence — federal, regional and local information
• Act as liaison to various attorneys for case discussion and interpretation
• Collaborate with federal state and other local law enforcement agencies
• Conduct background investigations for employment and various licensing requirements
• Work with Drug Task Force to enforce and reduce narcotics trafficking and use
PERFORMANCE INDICATORS
Operating Budget
2008 2009 2010 2011
Description Actual Actual Estimate Target
Cases assigned for investigative follow -up 1,488 1,301 1218 1394
Cases assigned to Detective Unit 826 860 715 843
Investigations Division case clearance rate 58% 51% 54% 53%
Community outreach forums presented by detectives 34 31 35 32
Felony complaints charged 215 221 222 218
Gross - misdemeanor complaints charged 343 293 317 318
Eagan cases investigated by the Dakota County Drug Task Force 77 117 84 97
50
4111 City of Eat
Personal
Services
96%
Expenditure by Category
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2011 Proposed Budget Operating Budget
apital
Outlay
0%
Parts and
Supplies
1%
Services
and Other
Charges
3%
Actual
2008
$ 1,492,926
16,084
19,777
14,133
$ 1,542,920
51
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
HIGHLIGHTS & CHANGES
Overview: The proposed Investigations Division
budget is up $12,100, or 0.8% from 2010.
No significant changes are proposed in the
Investigations Division.
Actual
2009
$ 1,386,817
7,919
17,035
$ 1,411,771
Budget
2010
$ 1,518,200
16,900
37,300
23,600
$ 1,596,000
EXPENDITURE SUMMARY
Proposed
Budget
2011
$ 1,541,500
22,500
44,100
$ 1,608,100
4111 City of Etat
Police— Investigations (11)
Responsible Manager: Lieutenant Steve Bolluyt
POSITION INVENTORY
2011 Proposed Budget Operating Budget
Personnel 2008 2009 2010 2011 Hours
Detective Sergeants 2 2 2 2 4,160
Detectives 11 11 11 11 22,880
Rotator 1 1 0 0 0
Total 14 14 13 13 27,040
2011 WORK PLAN
1 Actively Investigate criminal cases
2 Testify in court
3 Courtroom preparation
4 Develop and execute search warrants
5 Detective /Sergeant case consultations
6 Proactive case work -- surveil lance of potential criminal activity
7 Case management /review reports and assign cases to detectives
8 Complete background investigations for permit and license activity
9 Schedule detectives for training, time off and special functions
10 DUI forfeiture process and completion
11 Confer with prosecution on active cases
12 Specialized investigative training
13 POST mandated training
14 Attend meetings (Tri- County, Supv , Geo- Police, Sgts., Chief briefings, etc)
15 Conduct training for other officers
16 Prepare materials and conduct briefings on specialized crimes
17 Community presentations
18 Employment background investigations
19 Support Geographic Policing initiatives
52
City of Eaia
2011 Proposed Budget Operating Budget
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53
*City of Ca
Police— Support (11)
Responsible Manager: Lieutenant Roger New
PERFORMANCE INDICATORS
Description
Police reports created /processed
Animal control related calls
Dog licenses issued /sold (2 year licenses)
Child Safety Checks
Neighborhood Watch groups managed
Crime prevention and neighborhood watch presentations
2011 Proposed Budget
PURPOSE & DESCRIPTION
The purpose of the Support Division of the Police
Department is to:
• Support administrative, patrol and investi-
gative divisions
• Develop budget trends and monitor budget
expenditures
• Management of police reports and citations
• Maintain the property and evidence room
• Assist citizens in crime prevention efforts
• Assist the community, other police divisions
and city departments with intelligence information and crime trends
The Support Division is responsible for the following functions:
• Budget development and implementation
• Clerical functions related to police reports and citations
• Neighborhood Watch and crime prevention meetings
• Animal control and licensing of dogs
• Coordination with Dakota Communications Center (DCC) for dispatch services
• Fleet maintenance
• Intake and management of evidence and property
• Management of criminal intelligence and trends
54
Operating Budget
Expenditures as a % of General Fund
2008 2009 2010 2011
Actual Actual Estimate Target
8,311 8,181 8,600 8,300
2,173 1,940 2,200 2,000
2,353 679 3,000 700
186 147 180 166
117 122 116 119
95 92 145 93
Police -
Support
8.5%
Parts and
Supplies
2%
City of Ea
Expenditure by Category HIGHLIGHTS & CHANGES
Services
and Other
Charges
52%
2011 Proposed Budget Operating Budget
Police— Support (11)
Responsible Manager: Lieutenant Roger New
Overview: The proposed Support division budget is
down $23,800, or (1.0)% from the 2010 budget,
primarily due to a reduction in DCC costs charged to
the City.
Personal
Services apital
46% Out ,,,, Highlight /Change 1: Reduction of Dakota Communica-
tions Center fees. DCC drafts an annual budget that is
0%
approved and adopted by their Executive Board. The
annual cost is determined by a funding formula put in place by the DCC Executive Board.
Financial Impact: DCC fees are down $48,800, a 4.75 % reduction from 2009.
Service Level Impact: None
Proposed
Actual Actual Budget Budget
Expenditure 2008 2009 2010 2011
Personal Services $ 897,771 $ 1,027,749 $ 1,047,600 1,079,600
Parts and Supplies 32,810 29,921 49,000 42,300
Services and Other Charges 1,116,688 1,341,899 1,250,600 1,202,200
Capital Outlay 2,783 1,400 700
Total $ 2,050,052 $ 2,399,570 $ 2,348,600 $ 2,324,800
55
EXPENDITURE SUMMARY
City of Ea
Police— Support (11)
Responsible Manager: Lieutenant Roger New
POSITION INVENTORY
Personnel
Administrative Lieutenant
Support Services Manager
Office Manager
Clerical Technicians -Full -time
Clerical Technicians - Part -time
Property Room Technician
Community Service Officers
Animal Control Officer
Crime Prevention Specialist
Crime Analyst
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008
1
1
1
5
2.7
0.75
2
1
1
1
16.45
1 Investigate animal complaints
2 Supervision of staff and programs
3 Neighborhood watch and crime prevention meetings
4 Intake of evidence and process for court
5 Dictation of police reports and citations
6 Analyze crime statistics and patterns
7 Assist other departments within police department
8 Assist other departments within the city, i.e. mail, packets
9 Budget preparation, payroll and line item budget
10 Citizen academy, National Night Out, Safety Camp events
11 Support Geographic Policing initiatives
56
2009 2010
1 1
1 1
1 1
4 4
2.2 2.2
0.75 0.75
2 2
1 1
1 1
0 0
13.95 13.95
2011
1
1
1
4
2.2
0.75
2
1
1
0
13.95
Hours
2,080
2,080
2,080
8,320
4,576
1,560
4,160
2,080
2,080
0
29,016
4 City of Eat
2011 Proposed Budget Operating Budget
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57
City of Eat
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
2011 Proposed Budget
PURPOSE & DESCRIPTION
The purpose of the Fire — Administration Division of the
Fire Department is to:
• Plan, direct, manage and coordinate the
overall operation, function and administration
of the Eagan Fire Department to ensure the
protection of citizens' life and property,
including; fire fighting, firefighting training,
emergency medical care, rescue, disaster
response, fire prevention & education, and fire
investigations & inspections
• Fulfill the mission statement of the Eagan Fire
Department: protecting life and property by providing public safety education,
medical services and related emergency and non - emergency activities
PERFORMANCE INDICATORS
Operating Budget
Expenditures as a % of General Fund
Fire -
Admin.
4.3%
58
fire prevention, fire suppression,
The Fire — Administration Division is responsible for the following functions:
• Seek out funding opportunities for additional needed equipment and technology
• Oversee Firefighters, Fire Marshal, and Fire Inspector
• Provide resources necessary for the fire department to provide effective and responsible emergency response and
fire prevention /education services
2008 2009 2010
Description Actual Actual Estimate
Number of Volunteer Firefighters 120 105 120
Number of fire reports completed 1,050 1,133 1,195
Dept approval rating (per survey), good or excellent 98% N/A 98%
Insurance Services Office Rating (ISO score 1 best - 10 worst) 3 3 3
Percentage of all fire calls in daytime hours (6am -6pm) 67% 67% 65%
Positive Customer Service Rating (Meet or exceed expectations) 100% 100% 100%
2011
Target
110
1,250
N/A
3
65%
100%
City of Egon
Personal
Services
87%
Expenditure by Category
2011 Proposed Budget
Parts and
Supplies
2%
Services
and Other
Cap Charges
Outlay 10%
1%
Operating Budget
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: The overall Fire Department budget is
proposed at an increase of $33,800, or 2.0% over
2010. Fire station building maintenance of $84,800
was moved from this department to General
Government Building Maintenance. Adjusting for that
move, the overall Fire Department budget is up
$118,600, or 7.4 %.
The Fire - Administration budget increased $103,600, or 8.8 %, due almost entirely to increases in personal services, primarily
volunteer pay and pension benefits. Total compensation in Administration is up $102,800.
The department continues to see an increase in fire calls, responding to 1,133 calls in 2009 compared to 940 in 2007. Each
additional call costs the city approximately $143 coverage. The Department has combated the call volume increase by
trying to reduce the number of stations /firefighters that are paged out for minor calls.
Highlight/Change 1: The City's contribution to the firefighters' pension is higher because in recent years, the State's
contribution —a 2% surcharge on fire insurance premiums —is not keeping pace with inflationary increases in negotiated
contributions. The defined contribution (City's portion plus State aid) increased 3% to $6,520 /yr /firefighter.
Financial Impact: $55,300 increase in 2011
Service Level Impact: None
Highlight/Change 2: A new Duty Crew program is proposed. The Duty Crew would allow current volunteers to sign up for
shifts to work from 10am -4pm Monday- Friday for fire /rescue coverage. The Duty Crew will be trained to perform additional
functions when not responding to emergency calls. These functions could include: Fire Prevention Visits, Fire Inspections,
Equipment Maintenance functions and building maintenance assistance.
Financial Impact: The Duty Crew program will cost $46,800 for 2011. We have reduced the overall impact of the new Duty
Crew program by reducing pay in other areas within Volunteer Pay. Net increase to volunteer pay is $28,400.
Service Level Impact: Improved day response times, improved coverage and the ability to delegate some duties to Duty
Crew to free full -time staff up for additional Inspection and Prevention functions.
Expenditure
Personal Services
Parts and Supplies 46,587
Services and Other Charges
Capital Outlay
Total
Actual
2008
$ 1,023,842
142,639
12,251
$ 1,225,319
59
EXPENDITURE SUMMARY — FIRE ADMINISTRATION
Actual
2009
$ 1,041,731
16,178
134,439
316
$ 1,192,664
Budget
2010
$ 1,006,500
23,000
137,200
13,700
$ 1,180,400
Proposed
Budget
2011
$ 1,111,600
24,400
134,300
13,700
$ 1,284,000
4 City of bin
Fire — Administration (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel 2008 2009 2010
Fire Chief 1 1 1
Secretary 1 1 1
Total 2 2 2
2011 WORK PLAN
1 Plan, direct, manage and coordinate the activities of the Fire Dept.
2 Annual budget preparation and administration of budget.
3 Respond to emergency calls.
4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings.
5 Direct and manage the firefighter recruitment process.
6 Promote community relations through fire prevention and education.
7 Process Fire Reports
2011 Proposed Budget Operating Budget
60
2011 Hours
1 2,080
1 2,080
2 4,160
A City of Ea
2011 Proposed Budget Operating Budget
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61
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A City of Ea
loo
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Inspections & Prevention Division of
the Fire Department is to:
• Assuring building safety and fire code
compliance in new and existing buildings
• Reduce fire risk through prevention, edu-
cation and inspections
PERFORMANCE INDICATORS
2011 Proposed Budget
The Prevention & Inspections Division is responsible for
the following functions:
• Organize, track and analyze fire problem
specific to our communities and develop
targeted programs to reduce the occurrence of emergency response.
• Respond to emergency calls
• Inspect new and existing buildings for fire code compliance
• Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide
education to the business community on way to eliminate future calls
• Perform /coordinate fire education and fire prevention functions
2008 2009 2010 2011
Description Actual Actual Estimate Target
Fire prevention functions performed 162 350 175 400
Fires investigated 30 29 20 20
Fire sprinkler permits processed 143 215 100 150
Total fire prevention hours 489 458 500 500
Total hours spent at training 8,760 8,188 8,500 8,000
Fire Safety Building Inspections 185 225 250 250
Plan Reviews - New Construction 140 72 75 70
64
Expenditures as a % of General Fund
Operating Budget
Fire -
Inspection
1.1%
City of Eaia
Personal
Services
87%
Expenditure by Category
2011 Proposed Budget
Parts and
Supplies
3%
Services
and Other
Charges
apital 10%
Outlay
0%
Highlight /Change 1: 1228 Prevention Budget — The
Fire Inspector will enroll in coursework that will result in tuition reimbursement. The coursework is part of a certification
program in fire safety and fire prevention.
Financial impact: $3,200 in 2011
Service level impact: Education of staff will enhance fire safety and fire prevention services to the community.
Highlight /Change 2: 1223 Training Budget — The training budget has decreased steadily since 2008, at which time the
budget was $43,000. In 2010 it dropped to $25,700. Training is critical for our volunteers. For the past three years we have
greatly reduced training in an attempt to keep the overall fire budget down. For 2011 we have reinstated several courses
that allow our training staff to receive specialized training that they in turn bring back to Eagan and teach our Firefighters
new techniques. The State has also started to require that Firefighters in Minnesota be recertified at all of their training
levels every three years. With this recertification program comes additional fees.
Financial impact: The overall training budget increased 24% from $25,700 in 2010 to $31,800 in 2011. This is still lower
than the 2008 training actual expenditures of $42,889.
Service level impact: We have been able to handle temporary cuts in our training budget. Sustained cuts in the training
budget will have an impact on competency levels within the Fire Department. Increasing the training budget dollars to the
proposed amount for 2011 would ensure that there would be no impact on our service level.
Actual
Expenditure 2008
Personal Services $ 206,861
Parts and Supplies 12,562
Services and Other Charges 40,082
Capital Outlay
65
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
Overview: The Inspections & Prevention Division's
budget has increased by $15,700 to $319,000, or 5.2%
over 2010. The greatest change is reinstatement of
training courses that were cut for the 2009 and 2010
budgets.
Proposed
Actual Budget Budget
2009 2010 2011
271,833 $ 270,200 $ 277,100
8,365 9,400 8,500
22,291 23,700 33,400
Operating Budget
HIGHLIGHTS & CHANGES
EXPENDITURE SUMMARY
Total $ 259,506 $ 302,489 $ 303,300 $ 319,000
Total
City of Ea
Fire — Inspections & Prevention (12)
Responsible Manager: Mike Scott, Fire Chief
POSITION INVENTORY
Personnel
Fire Marshal
Fire Inspector
Deputy Fire Chief
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008
1
1
1
3
1 Inspections of new buildings
2 Inspections of existing buildings
3 Investigations of Fires
4 Fire Prevention
5 Prepare training for fire department
6 Review new building plans for fire code.
7 Plan, direct and coordinate the activities of the training department.
66
2009
1
1
1
3
2010 2011 Hours
1 1 2,080
1 1 2,080
1 1 2,080
3 3 6,240
1 1 01 ` City or Eap
2011 Proposed Budget Operating Budget
This page left intentionally blank
67
1 /0 1° City or Ea
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
PURPOSE & DESCRIPTION
The purpose of the Operations Division of the Fire
Department is to:
• Ensure the protection of life and property for
the City of Eagan
The Operations Division is responsible for the following
functions:
• Research and recommend improved tech-
nology for emergency call response
• Develop and enhance collaborative rela-
tionships with surrounding areas
• Ensure that emergency equipment and buildings are in a state of readiness
• Provide all necessary equipment for the fire dept to provide continued emergency service to residents of Eagan
PERFORMANCE INDICATORS
2011 Proposed Budget
2008 2009 2010 2011
Description Actual Actual Estimate Target
Large dollar loss (over $1,000 per state reporting) $1,150,200 $1,212,500 $2,000,000 $1,000,000
Response time in minutes 8.30 6.75 7.00 7.00
Fire 89 99 90 90
Explosion /Overhead 9 6 10 10
Rescue /EMS 159 170 240 240
Hazardous Condition 73 93 75 90
Service C a l l 91 87 100 90
Good Intent Call 283 284 285 290
False Alarm /False Call 332 391 375 420
Severe Weather /Natural Disaster 9 - 10 10
Special Incident 5 3 10 10
Call type totals: 1,050 1,133 1,195 1,250
Operating Budget
Expenditures as a % of General Fund
68
City of Eat
Expenditure by Category
Parts and
Supplies Services
79% and Other
Charges
21%
Capital
Outlay
0%
Actual
Expenditure 2008
Parts and Supplies 127,643
Services and Other Charges 132,579
Capital Outlay 2,800
Total $ 263,022
2011 Proposed Budget Operating Budget
69
Fire — Operations (12)
Responsible Manager: Mike Scott, Fire Chief
HIGHLIGHTS & CHANGES
Overview: The proposed Operations Division budget is
down $85,400, a (40)% decrease, which is a result of
the transfer of building maintenance to Government
Buildings (Dept 33), a step towards centralized building
maintenance. Factoring out the transfer, the
Operations budget is down $600, or (0.6) %.
Highlight /Change 1: 1226 Facility Management This
program will be removed from Fire and combined with Government Building Maintenance (Dept 33). This is being done for
both budget and maintenance efficiencies.
Financial Impact: Reduction of $84,800, although the department is adding back approximately $2,500 in maintenance
supplies.
Service Level Impact: This will help ensure the safe operation of our stations for emergency calls.
Highlight /Change 2: 1225 Fire and EMS Equipment This budget saw a dramatic decrease from 2007 to 2009, dropping
84 %. In 2011 the greatest increase in fire equipment is the addition of 6 replacement sets of fire turnout gear. The
department replaced all 110+ sets of turnout gear between 2007 and 2009. Fire turnout gear is recommended for 5 -10
years of service life and is fitted for each person for safety reasons. Unfortunately as firefighters leave and are replaced by
new volunteers, we don't always have the correct sizes on hand. Putting them in the wrong size gear would create a safety
issue and potential liability. We are also finding that our firefighters who train others are having gear breakdowns more
often due to usage. The budget of 6 replacement sets would allow us to buy gear for newly hired firefighters and replace
gear for current firefighters if necessary. The 6 sets per year do not address the overall replacement of 110+ sets every 5-
10 years.
Financial Impact: Increase of $3,800 in 2011
Service Level Impact: The equipment is needed to provide essential services and reduce equipment failures.
EXPENDITURE SUMMARY
Proposed
Actual Budget Budget
2009 2010 2011
101,350 112,200 101,200
99,797 101,100 26,700
201,148 $ 213,300 $ 127,900
4 City of Cap
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
PURPOSE & DESCRIPTION:
The purpose of the Public Works— Engineering is to:
• Provide or recommend the best - designed and
economical solutions in the most efficient
manner for all public improvements
• Technically guide the Council with regards to
all engineering and public works issues
• Follow the Council's directives
• Administer and manage all public improve-
ments, private developments, right -of -way
activities, NPDES Phase II permit and all other
engineering and public works issues
• Provide customers with accurate and clearly understandable information as
works
The Public Works— Engineering is responsible for the following functions:
• Respond to all inquiries and requests of the City Council, various City departments and residents by providing
municipal engineering and utility information /assistance
• Address demands on the transportation system & traffic management impacting the City
• Provide topographical, construction and as -built surveying, preparation of feasibility studies, reports and staff
support at Council meetings for public improvements
• Design /draft construction plans, write /administer specifications, hold informational meetings and coordinate
construction /inspection services for public improvements
• Provide quality control for the City's infrastructure and erosion /sediment control (SWPPP)
• Update Capital Improvement Program & Comprehensive Plans for City's infrastructure
• Coordinate /present Public Hearings /Final Assessment Hearings for City improvements
PERFORMANCE INDICATORS
2011 Proposed Budget
Description
City Survey -About right amount of trails &sidewalks available
City Survey-Good/excellent storm drainage
City Survey - Travel /Getting place to place within Eagan
Utility permits issued
Miles of streets overlayed
Properties assessed for public improvement
Miles of water main installed
Miles of sanitary sewer installed
Miles of storm sewer installed
Reviews of residential building permit site plans
70
Operating Budget
Expenditures as a % of General Fund
Engineering
4.4%
it relates to engineering and public
2008 2009 2010 2011
Actual Actual Estimate Target
79% 0% 80% 80%
81% 0% 80% 80%
94% 0% 95% 95%
198 174 200 200
15.7 16.0 14.1 17.0
1,252 1,272 950 1,250
1.0 0.0 1.8 0.6
0.4 0.0 0.5 0.4
0.6 0.0 0.8 1.0
22 13 20 20
4 11P City of Ea
Personal
Services
96%
Expenditure by Category
2011 Proposed Budget Operating Budget
Parts and
Supplies
1%
Services
and Other
Charges
apital 3%
Outlay
0%
Highlight /Change 1: As part of the reorganization, the Transportation Engineer position is eliminated, and a Transportation
and Operations Engineer position is created. The latter position is budgeted at 40% in Engineering and 60% in Streets &
Highways.
Financial Impact: Elimination of Transportation Engineer ($116,200) is offset by 40% of the Transportation and Operations
Engineer ($49,200) for a net decrease of $67,000
Service Level Impact: None expected.
Highlight /Change 2: Health insurance costs are expected to continue to climb.
Financial Impact: $11,000 increase in 2011
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
Actual
2008
$ 1,150,325
14,840
41,387
9,057
$ 1,215,609
71
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
Actual
2009
$ 1,179,863
8,314
30,645
Budget
2010
$ 1,172,400
12,400
39,000
2,400
HIGHLIGHTS & CHANGES
Overview: The Engineering budget shows a decrease
of $41,500, or (3.4)% under the 2010 budget,
primarily the result of reallocating $67,000 in
personal services from Engineering to Streets &
Highways (22) in connection with the reorganization
related to the departure of the Streets
Superintendent.
EXPENDITURE SUMMARY
Proposed
Budget
2011
$ 1,130,400
13,700
38,200
2,400
1,218,822 $ 1,226,200 $ 1,184,700
City of Ea
V
Public Works— Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
POSITION INVENTORY
Personnel
Director of Public Works
City Engineer
Assistant City Engineer
Transportation Engineer
Transportation and Operations Engineer
Engi neeri ng Technicians
Secretary
Clerical Technician
Project Coordi nators
Engineering Aide
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008 2009
1 1
1 1
1 1
1 1
0 0
3 3
1 1
1 1
2 2
0 0
72
2010
1
1
1
1
0
3
0
1
2
1
11
1 Manage and administer public improvements; implement Capital Improvement Plan
2 Manage and inspect private developments
3 Provide general engineering customer service
4 Manage the Storm Water Pollution Prevention Program (SWPPP)
5 Monitor and manage the budget
6 Collect data and prepare the annual report
7 Maintain and upgrade the GIS service delivery program
8 Provide general administration /supervision to the Engineering Division
9 Manage the Municipal State Aid Street funding program
10 Evaluate and provide local traffic management
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
2011 Hours
1 2,080
1 2,080
1 2,080
0
0.4 832
3 6,240
0
1 2,080
2 4,160
1 2.080
10.4 21,632
Acct
6110
6112
6130
6131
6142
6144
6151
6152
6154
6155
6157
6210
6215
6220
6224
6231
6232
6235
6270
PERSONAL SERVICES
SALARI ES AND WAGES - REGULAR
OVERTI ME- REGULAR
SALARI ES AND WAGES- TEMPORARY
OVERTIME - TEMPORARY
PERA - COORDI NATED
FICA
HEALTH INSURANCE
LIFE INSURANCE
DI SABI UTY - LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
OFFICE SUPPLIES
REFERENCE MATERIALS
OPERATING SUPPLIES- GENERAL
CLOTHING /PERSONAL EQUI PMENT
MOBILE EQUIP REPAIR PARTS
SMALL EQUI PMENT REPAI R PARTS
FUEL, LUBRICANTS, ADDITIVES
COMPUTER SOFTWARE
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6346 POSTAGE
6353 PERSONALAUTO /PARKING
6354 CAR WASHES
6355 CELLULAR TELEPHONE SERVICE
6370 GENERAL PRI NTI NG AND BI NDI NG
6385 INSURANCE
6425 MO BI LE EQUI PMENT REPAI R LABOR
6426 SMALL EQUIPMENT REPAIR -LABOR
6476 CONFERENCES AND SCHOOLS
6477 LOCAL MEETING EXPENSES
6478
6479
6480
6481
TUITION & BOOKS
DUES AND SUBSCRIPTIONS
LICENSES, PERMITS AND TAXES
RECORDING FEES
6515 INTERNAL EXPENSES(INTERFUND)
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT
CAPITAL OUTLAY
TOTAL PUBLIC WORKS - ENGINEERING
2011 Proposed Budget Operating Budget
Actual
2008
$ 877,551
15,607
14,536
178
57,083
62,937
114,601
1,392
2,720
3,719
1,150,325
73
Public Works- Engineering (21)
Responsible Manager: Russ Matthys, City Engineer
Actual
2009
904,139
1,420
17,108
60,330
63,758
125,167
1,382
2,706
3,854
1,179,863
Budget
2010
883,900
8,300
15,800
400
62,500
67,700
129,300
4,500
1,172,400
LINE ITEM DETAIL
Proposed
Budget
2011
834,400
8,400
15,900
400
61,100
64,000
140,300
5,200
700
1,130,400
26 - -
90 96 100
5,052 2,593 2,500 2,300
- - 500 500
1,029 893 900 1,300
70 491 1,000 500
7,312 4,242 7,500 9,000
1,261
14,840 8,314 12,400 13,700
8,207 1,785 3,500
1,796 1,297 1,900
6,077 6,073 5,900
32 100
2,648 3,381 3,800
640 23 1,100
9,000 8,200 8,200
979 70 500
235 365 500
7,880 4,907 8,300
426 139 700
296! - -
1,866 1,933 2,300
857 17 700
286 178 300
263 -
164 2,014 1,200 -
41,387 30,645 39,000
3,500
3,000
5,900
100
4,600
1,100
8,400
400
7,600
700
2,300
300
300
38,200
9,057 2,400 2,400
9,057 2,400 2,400
$ 1,215,609 $ 1,218,822 $ 1,226,200
1,184,700
- 3.38%
City of EaQao
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works— Streets & Highways
Department is to:
• Provide resources and technical application of
structural maintenance procedures for public
roadways, transportation trail ways and
related infrastructure keeping them in the best
possible and safest condition economic
constraints allow
• Provide resources for operational mainten-
ance procedures including snow and ice
control, sweeping, traffic control, street - lights
and boulevard maintenance in order to provide safe
constraints allow
The Public Works— Streets & Highways Department is responsible for the following functions:
• Structural maintenance of infrastructure located in local public rights of way including the repair and preservation
of roadways, sidewalks, trails, street lighting, signage and street drainage systems
• Provide operational maintenance including snow and ice control, street lights, cross departmental services
delivery, traffic control, and the cleaning of streets and surface drainage grates
• Provide boulevard and roadside maintenance including litter /trash removal, boulevard tree trimming, and repair of
related boulevard amenities
PERFORMANCE INDICATORS
2011 Proposed Budget
2008 2009 2010 2011
Description Actual Actual Estimate Target
Miles of streets maintained 236.51 236.2 237 238
Employee days spent maintaining roads /trails 465 540 620 500
Employee days spent sweepi ng 316 385 380 380
Snow removal cost per mile, annual $2,376 $2,442 $1,400 $1,400
Avg pavement condition rating (0 -poor, 100 - excellent) 79.82 82.5 80 78
Street repai r/maintenance rating good or better (resident survey) NA 86% NA 87%
Snowplowing rating good or better (resident survey) NA 90% NA 95%
Wintertrail /sidewalk maintenance good or better (residentsurvey) NA 79% NA 80%
74
Operating Budget
Expenditures as a % of General Fund
Streets
6.3%
conditions for citizens and the traveling public as economic
II` City or�
Personal
Services
68%
Expenditure by Category
2011 Proposed Budget
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
Parts and
Supplies
23%
Services
and Other
Charges
9%
Capital
Outlay
0%
Operating Budget
HIGHLIGHTS & CHANGES
Overview: The proposed Streets & Highways budget
shows a decrease of $74,300, or (4.3)% from 2010,
primarily due to shifting the costs for cracksealing and
bituminous material used in extending the life of roads
to the Major Street Fund. Other costs are up $32,600,
or 2.1 %.
Highlight /Change 1: The Finance Committee recom-
mended moving the costs for prepping streets a year or
two in advance of scheduled reconstruction from the
General Fund to the Major Street Fund, from which reconstruction costs that are not assessable are typically funded.
Financial Impact: No impact City -wide, but a decrease in the General Fund (Streets & Highways Dept) of $106,900.
Cracksealing (lines 6255 and 6429) of $51,900 and bituminous material (line 6255) of $55,000 are moved to the Major
Street Fund.
Service Level Impact: None
Highlight /Change 2: In a recent reorganization, the Streets Superintendent position (.67 FTE in Streets & Highways) was
eliminated and the Transportation and Operations Engineer (.60 FTE in Streets & Highways) position was created.
Financial Impact: Net decrease of $2,800 in Streets & Highways Dept
Service Level Impact: None
Highlight /Change 3: The streets repair labor budget (6429) reflects a slight increase in crack seal services, restoring some
nominal funds for concrete sidewalk repairs and a small contingency for stump removal from emerald ash borer tree
removal.
Financial Impact: Increase of $4,000
Service Level Impact: The concrete sidewalk repair will be applied to the highest priority repairs minimizing the City's
liability exposure. Significant tree and stump removal was performed in 2010 with grant funds. Absent a similar source of
funding, this tree infestation could result in a significant and costly program in the near future.
Highlight /Change 4: The recent budgetary decision to perform all winter trail and sidewalk maintenance with only city staff
necessitates the annual rental (6457) of a narrow track machine for sidewalks less than 5'. Also, the rental rate for a salt
loader will increase by 18 %.
Financial Impact: Increase of $3,000 from 2010 budget.
Service Level Impact: None
Highlight /Change 5: Previous budgetary reductions in 2010 for street striping (6566) needs to be partially reinstated for at
least an every other year application in non - critical locations to maintain safety requirements. New interagency agreements
with Dakota County in lieu of contract bidding will hopefully reduce the impact of this estimated increase.
Financial Impact: Increase of $5,800 from 2010 budget.
Service Level Impact: Refreshing paint striping at least every 2 -3 years will maintain safety on designating travel lane
configurations, especially in nighttime conditions.
75
City of Evan
Public Works— Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
EXPENDITURE SUMMARY
Actual Actual Budget
Expenditure 2008 2009 2010
Personal Services $ 1,046,624 $ 1,074,006 $ 1,109,000
Parts and Supplies 536,337 369,208 482,500
Services and Other Charges 259,658 174,480 149,300
Capital Outlay 3,488 2,700
Total $ 1,846,107 $ 1,617,694 $ 1,743,500
POSITION INVENTORY
Personnel 2008
Superintendent of Streets & Equipment 0.67
Transportation and Operations Engineer 0
Streets Supervisor 1
Technician /Inspector 1
Maintenance Workers 10
Total 12.67
2011 WORK PLAN
1 Bituminous surface maintenance
2 Snow and ice control
3 Signs /traffic control
4 Sweeping
5 Buildings, facilities
6 Curb and gutter work
7 Crackseal
8 Boulevard /tree & storm system maintenance
9 Customer service response
10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training)
11 Evaluate and initiate transportation planning
12 Review and implement comprehensive infrastructure plans
2011 Proposed Budget Operating Budget
76
2009
0.67
0
1
1
10
12.67
2010
0.67
0
1
1.
10
12.67
Proposed
Budget
2011
$ 1,129,600
393,100
143,800
2,700
$ 1,669,200
2011
0
0.60
1
1
10
12.60
Hours
1,248
2,080
2,080
20,800
26,208
*City of Ea
6215
6220
6222
6224
6231
6235
6241
6243
6255
6256
6257
' 6346
'6351
'6355
' 6370
' 6385
' 6425
'6429
'6457
' 6476
' 6477
6478
'6479
'6480
'6535
' 6564
'6566
6569
2011 Proposed Budget Operating Budget
Public Works- Streets & Highways (22)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
Proposed
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARIES AND WAGES- REGULAR $ 731,125 $ 742,794 $ 765,400 $ 761,900
6112 OVERTIME - REGULAR 41,456 25,406 31,400 31,400
6130 SALARIES AND WAGES- TEMPORARY 13,147 23,149 17,900 17,900
6131 OVERTIME-TEMPORARY
6142 PERA- COORDINATED 49,771 52,087 55,800 57,500
6144 FICA 57,757 58,004 62,300 62,100
6151 HEALTH INSURANCE 104,173 122,399 119,500 139,100
6152 LIFE INSURANCE 1,565 1,592
6154 DISABI UTY - LONG TERM 2,757 2,817
6155 WORKERS COMPENSATION 44,874 45,757 56,700 58,300
6157 RETIREE HEALTH INSURANCE - 1,400
PERSONAL SERVICES 1,046,624 1,074,006 1,109,000 1,129,600
PARTS & SUPPLIES
REFERENCE MATERIALS 28 138 100 100
OPERATING SUPPLIES- GENERAL 6,200 3,258 6,300 6,300
MEDICAL/RESCUE /SAFETY SUPPLI ES 1,760 1,999 1,800 1,800
CLOTHING/PERSONAL EQUI PM ENT 3,853 4,125 4,100 4,100
MOBILE EQUIP REPAIR PARTS 90,102 67,850 66,000 60,700
FUEL, LUBRICANTS, ADDITIVES 99,463 62,134 116,000 114,000
SHOP MATERIALS 57
HEATING OIL/PROPANE /OTHER FUEL 308 266
STREET REPAIR SUPPLIES 130,127 92,286 124,800 39,200
SNOW REMOVAL/ICE CONTROL SUPPL 181,806 117,282 143,400 146,900
SIGNS & STRIPING MATERIAL 22,689 19,815 20,000 20,000
PARTS &SUPPLIES 536,337 369,208 482,500 393,100
SERVICES & OTHER CHARGES
POSTAGE 164 130 100 100
PAGER SERVICE FEES 174 106 - -
CELLULAR TELEPHONE SERVICE 1,512 1,556 2,000 1,500
GENERAL PRI NTI NG & BINDING 415 352 800 400
INSURANCE 24,900 25,600 25,600 26,100
MOBILE EQUIPMENT REPAIR LABOR 7,620 4,018 5,600 5,600
STREET REPAIR -LABOR 23,101 36,427 23,000 8,000
MACHINERY AND EQUIPMENT RENTAL 9,938 12,547 4,800 7,800
CONFERENCES AND SCHOOLS 3,245 947 2,900 2,900
LOCAL MEETING EXPENSES 49 26 100 100
TUITION AND BOOK REIMBURSEMENT 900 -
DUES AND SUBSCRIPTIONS 345 372 400 400
LICENSES, PERMITS AND TAXES 525 135 - -
OTHER CONTRACTUAL SERVICES 12,143 9,158 5,000 7,000
SNOW & ICE REMOVAL 132,011 37,226 39,100 39,100
STRIPING 39,879 42,879 36,000 41,800
MAINTENANCE CONTRACTS 3,637 3,000 3,000 3,000
SERVICES & OTHER CHARGES 259,658 174,480 149,300 143,800
CAPITAL OUTLAY
6670 OTHER EQUIPMENT 3,488 - 2,700 2,700
CAPITAL OUTLAY 3,488 - 2,700 2,700
TOTAL STREETS & HIGHWAYS $ 1,846,107 $ 1,617,694 $ 1,743,500 $ 1,669,200
-4.26%
77
LINE ITEM DETAIL
41 * City of Eat
Public Works — Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
PURPOSE & DESCRIPTION
The purpose of the Public Works — Central
Services /Equipment Maintenance Division is to:
• Central Services provides administrative,
clerical, and customer service support for all
departments located at the Maintenance
Facility. This includes Streets, Equipment
Maintenance, Water, Sewer, Parks, Forestry
and Water Quality Departments
• Equipment Services provides maintenance and
repair for all City vehicles and equipment
across all departments, including police and
fire
PERFORMANCE INDICATORS
2011 Proposed Budget
r'
2008
Description Actual
Customer Service requests responded to 1,724
Units (cars /trucks /heavy equipment) serviced per mechanic 102
Scheduled (vs. unscheduled) maintenance as %of total 67%
Average Unit Downtime (industry standard is 5 %) 0.6%
Comebacks (return for repeat work) (industry standard is 3 %) 0.1%
78
Operating Budget
Expenditures as a % of General Fund
The Public Works — Central Services /Equipment Maintenance Division is responsible for the following functions:
• Central services process all customer service requests for any maintenance services provided by the City
• Central Services manages and operates software programs to support maintenance service delivery
• Equipment Maintenance crews maintain equipment for safe and efficient operation
• Equipment maintenance staff performs vehicle safely inspections
2009
Actual
1,141
102
67%
0.6%
0.1%
Central
Serv.
Maint.
2.2%
2010 2011
Estimate Target
2,200 2,000
105 102
60% 65%
0.9% 1.0%
0.9% 0.5%
4 11111 ' City of Capp
Personal
Services
86%
Expenditure by Category
Highlight /Change 2: Health insurance costs are up.
Financial Impact: Increase of $8,400 over 2010.
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Total
2011 Proposed Budget
Public Works — Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
Parts and
Supplies
5%
Services
and Other
Charges
8%
Capital
Outlay
1%
J
Actual
2008
502,839
34,402
41,525
15,626
594,392
79
Operating Budget
HIGHLIGHTS & CHANGES
Overview: The Central Services Maintenance budget is
up $7,900, or 1.3% from 2010.
Highlight /Change 1: As part of the reorganization
connected to the departure of the Streets Super-
intendent, .33 FTE is removed from the Central Services
Maintenance budget, and .30 FTE (Parks Superinten-
dent) is added.
Financial Impact: Decrease of $3,600 from 2010.
Service Level Impact: None
Actual
2009
$ 525,370
24,805
41,915
(195)
$ 591,895
Budget
2010
$ 528,500
32,000
46,200
1,700
$ 608,400
EXPENDITURE SUMMARY
Proposed
Budget
2011
534,400
32,400
45,300
4,200
616,300
*City o(Eap
Public Works — Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
POSITION INVENTORY
Personnel
Superintendent of Streets & Equipment
Parks Superintendent
Shop Supervisor /Chief Mechanic
Equipment Maintenance Workers
Office Supervisor
Clerical Technicians
Operations Support Specialist
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008
0.33
0
1
2
1
1
0.5
5.83
1 General administration
2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. Org.)
3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.)
4 Snow plowing (assist Street Maint.)
5 Buildings, facilities maintenance
80
2009
0.33
0
1
2
1
1
0.5
5.83
2010
0.33
0
1
2
1
1
0.5
5.83
2011 Hours
0
0.3 624
1 2,080
2 4,160
1 2,080
1 2,080
0.5 1,040
5.80 12,064
4 City of Eagaa
Acct
6110
6112
6130
6142
6144
6151
6152
6154
6155
6157
PERSONAL SERVICES
SALARIES AND WAGES- REGULAR
OVERTI ME- REGULAR
SALARIES AND WAGES- TEMPORARY
PERA - COORDINATED
FICA
HEALTH INSURANCE
LIFE INSURANCE
DISABILITY - LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLIES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLI ES- GENERAL
6222 MEDICAL/RESCUE /SAFETY SUPPLIES
6224 CLOTHING/PERSONAL EQUI PM ENT
6231 MOBILE EQUIP REPAIR PARTS
6234 FIELD /OTHER EQUIPMENT REPAIR
6235 FUEL, LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
6241 SHOP MATERIALS
6270 COMPUTER SOFTWARE
PARTS & SUPPLI ES
6346
6347
6348
6385
6425
6428
6476
6477
6479
6480
6539
6569
SERVICES & OTHER CHARGES
POSTAGE
TELEPHONE SERVICE & LINE CHG
MATRIX SERVICE - REPAIR
INSURANCE
MOBI LE EQUI PMENT REPAI R LABOR
FIELD /OTHER EQUIP REPAIR -LABOR
CONFERENCES AND SCHOOLS
LOCAL MEETING EXPENSES
DUES AND SUBSCRI PTI ONS
LICENSES, PERMITS AND TAXES
WASTE REMOVAL/SANITATION SERV
MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
CAPITAL OUTLAY
6660 OFFICE FURNISHI NGS/EQUI PMENT
6670 OTHER EQUIPMENT
CAPITAL OUTLAY
TOTAL CENTRAL SERVICES
2011 Proposed Budget
Public Works - Central Services Maintenance (24)
Responsible Manager: Tim Plath, Transportation and Operations Engineer
81
Actual
2008
353,373
11,702
13,399
24,250
26,951
55,164
712
1,306
15,982
502.839
8,635
793
307
1,547
1,370
5,268
2,324
5,238
8,244
675
34,402
47
4,284
12,100
271
2,160
2,321
173
173
16,334
3,662
41,525
2,009
13,617
15,626
Actual
2009
375,024
6,225
8,764
25,911
27,479
63,839
739
1,375
16,013
525,370
7,049
48
1,125
1,474
1,783
2,101
2,772
7,390
1,063
24,805
4,023
174
15,100
893
811
1,433
175
123
16,556
2,629
41,915
(195)
Budget
2010
$ 365,800
9,800
15,400
26,300
29,900
61,500
528,500
Operating Budget
19,800
7,500
500
300
1.200
1,300
3,400
2,700
4,500
7,600
3,000
32,000
4,200
15,100
1,300
1,300
100
200
100
15,700
8,200
46,200
(195) 1,700
1,700
LINE ITEM DETAIL
Proposed
Budget
2011
$ 363,000
9,800
15,400
27,000
29,700
70,400
18,800
300
534.400
7,500
500
300
1,000
1,200
1,300
3,400
2,100
4,500
7,600
3,000
32,400
4,200
15,400
500
1,300
1,300
100
200
100
16,500
5,700
45,300
4,200
4,200
$ 594,392 $ 591,895 $ 608,400 $ 616,300
1.30%
4 0 / City of Eat
PURPOSE & DESCRIPTION
The purpose of the Recreation /Administration Division
of the Parks and Recreation Department is to:
• Develop community through provision of
recreation programs, facilities and events
• Provide support and oversight to partner
organizations providing leisure activities
• Provide opportunities for leisure and social
skill development
• Provide meeting spaces and facilities for
community groups and private functions
• Schedule and allocate use of community
facilities to provide equal benefits to all residents
PERFORMANCE INDICATORS
2011 Proposed Budget
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
The Recreation /Administration Division is responsible for the following functions:
• Provide recreation programs and services to all Eagan residents
• Provide clerical support for program registrations, facility reservations, memberships & general inquiries
• Provide staff support to the Advisory Parks Commission
• Facilitate planning for future park, recreation, and facility development
Description
Hours of Subsidized programs
Participants in Subsidized programs
Hours of fee based programs
Participants in fee based programs
Based on City survey, % who rate City- sponsored recreation
programs as good or excellent.
Based on City survey, % of participants who report being
satisfied with their experience in recreation programs
82
Operating Budget
Expenditures as a % of General Fund
2008
Actual
7,160
55,052
9,464
14,933
Recreation
6.9%
2009 2010 2011
Actual Estimate Target
5,652 7,030 6,000
61,316 51,668 57,700
9,421 9,372 9,400
15,181 15,502 15,500
82% N/A 90% N/A
100% N/A 100% N/A
4 City of Eaaau
Personal
Services
77%
Merch. for
resale
0%
Expenditure by Category
Service Level Impact: None
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
2011 Proposed Budget Operating Budget
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
pital
Outlay
0%
Parts and
Supplies
5%
Services
and Other
Charges
18%
Actual
2008
$ 1,428,951
81,788
343,332
13,601
4,618
$ 1,872,290
83
HIGHLIGHTS & CHANGES
Overview: The proposed Recreation /Administration
Division budget is up $26,700, or 1.3% from 2010.
Highlight /Change 1: General Printing and Binding
(6370) decreased $4,500 because Thomson Reuters is
now providing printing for the Senior and Art House
Newsletters.
Financial Impact: Decrease of $4,500 over the
adjusted 2010 budget
Highlight /Change 2: CDBG Senior and Teen programs are increased in order to use CDBG funds that were not spent in
previous years.
Financial Impact: Net impact on General Fund is zero. The increase of $68,600 in expenses in 2011 is offset by $68,600 in
CDBG grant funding.
Service Level Impact: Enhanced programming for underserved teens and seniors.
Actual
2009
$ 1,449,222
77,851
307,826
3,485
4,888
$ 1,843,271
EXPENDITURE SUMMARY
Budget
2010
$ 1,448,000 $
97,300
347,800
9,800
4,800
$ 1,907,700 $
Proposed
Budget
2011
1,478,500
94,400
348,300
6,300
5,500
1,933,000
4 City of Ea
POSITION INVENTORY
Parks & Recreation — Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Personnel
Director of Parks and Recreation
Superintendent of Operations
Recreation Program Supervisor
Recreation Program Assistant
Clerical Technicians
Recreation Program Manager
Recreation Facility Manager
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008
0.5
1
4.1
1
5.4
1
1
14
84
2009
1
1
3.1
1
4.4
1
1 Provide department administration - Parks, Recreation & Revenue Facilities
2 Providing recreation programs and services
3 Oversee development and construction projects
4 Prepare information for City Council
5 Provide support to Advisory Parks Commission
6 Provide program registration, facility reservations, and answer public inquiries
7 Provide support for special events and community partner groups.
8 Respond to concerns and suggestions from residents
9 Account for collection of revenues from all department facilities and programs
2010
1
1
3.1
1
4.4
1
1 1
12.5 12.5
2011 Hours
1 2,080
1 2,080
3.1 6,448
1 2,080
4.4 9,152
1 2,080
1 2,080
12.5 26,000
4 City of Eaao
2011 Proposed Budget Operating Budget
PARTS & SUPPLIES
6210 OFFICE SUPPLI ES 4,627
6211 OFFICE PRINTED MATERIAL/FORMS 421
6212 OFFICESMALLEQUIPMENT 974
6215 REFERENCE MATERIALS 87
6220 OPERATING SUPPLIES- GENERAL 4,688
6222 MEDICAL/RESCUE/SAFETY SUPPLI ES 353
6224 CLOTHING /PERSONAL EQUIPMENT 7,691
6227 RECREATION EQUI PMENT/SUPPLI ES 62,309
6270 COMPUTER SOFTWARE 637
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Proposed
Actual Actual Budget Budget
Acct PERSONAL SERVICES 2008 2009 2010 2011
6110 SALARIESANDWAGES- REGULAR $ 871,073 $ 893,736 $ 857,000 $ 863,100
6112 OVERTIME REGULAR 480 -
6130 SALARI ES AND WAGES-TEMPORARY 281,410 261,676 294,900 303,300
6131 OVERTIME - TEMPORARY 870 965 - -
6142 PERA- COORDINATED 64,309 68,079 71,800 74,700
6144 FICA 84,292 83,608 87,300 88,400
6151 HEALTH INSURANCE 105,962 121,048 114,300 131,400
6152 LI FE I NSURANCE 1,723 1,666
6154 DISABILITY - LONG TERM 2,939 2,924
6155 WORKERS COMPENSATION 15,892 15,520 22,700 16,900
6157 RETIREE HEALTH INSURANCE 700
PERSONAL SERVICES 1,428,951 1,449,222 1,448,000 1,478,500
PARTS & SUPPLIES 81,788
85
2,671
48
2,951
524
9,006
62,651
77,851
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL 8,521 -
6320 INSTRUCTORS 59,321 40,629
6325 VET/KENNEL CHARGE/ANIMAL DISPOSAL 621 45
6326 ATHLETIC TEAM SANCTION FEES 7,920 7,886
6327 SPORTING EVENT OFFICIALS 84,955 84,391
6328 SPECIAL EVENTS /ADMISSION FEES 5,533 6,235
6329 TOURNAMENT FEES 3,590 4,160
6331 PROGRAM SCHOLARSHIPS 3,355 4,347
6346 POSTAGE 14,001 10,988
6351 PAGER SERVICE FEES 859 928
6353 PERSONALAUTO /PARKING 6,543 6,205
6355 CELLULAR TELEPHONE SERVICE 8,426 9,506
6357 ADVERTISI NG /PUBLICATION 9,271 6,982
LINE ITEM DETAIL
4,500 4,200
500 400
500 700
8,700 9,800
600 600
6,200 4,400
74,300 73,700
2,000 600
97,300 94,400
62,100 59,700
8,100 8,100
90,500 88,500
9,800 6,800
4,000 3,700
5,700 4,500
13,400 12,100
9,200 8,900
7,500 8,000
10,500 12,300
Ciq of Eta
2011 Proposed Budget Operating Budget
Parks & Recreation - Recreation /Administration Division (30)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
Actual
SERVICES & OTHER CHARGES CONTD 2008
6370 GENERAL PRI NTI NG AND BINDING 145
6385 INSURANCE 9,200
6427 BLDG OPERATIONS /REPAIR -LABOR 383
6456 BUILDING RENTAL -
6457 MACHINERY AND EQUIPMENT 722
6475 MISCELLANEOUS 29,164
6476 CONFERENCES AND SCHOOLS 7,932
6477 LOCAL MEETING EXPENSES 2,129
6478 TUITION REIMBURSEMENT -
6479 DUES AND SUBSCRIPTIONS 1,803
6480 LICENSES, PERMITS AND TAXES 596
6482 AWARDS, JUDGEMENTS AND LOSSES 97
6487 VISA/MC BANK CHARGES 7,907
6515 INTERNAL EXPENSES 59,888
6535 OTHER CONTRACTUAL SERVICES 4,795
6550 TRANSPORTATION SERVICES 5,655
SERVICES & OTHER CHARGES 343,332
CAPITAL OUTLAY
6660 OFFICE FURNISHINGS /EQUIPMENT 13,601
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE
MERCHANDISE FOR RESALE
TOTAL PARKS & RECREATION - RECREATION
86
27,333
7,929
5,400
379
776
8,755
54,953
4,478
5,923
307,826
4,618 4,888
4,618 4,888
Actual Budget
2009 2010
899 4,900
8,700 8,700
52,100
1,400
29,200
5,000
1,700
2,100
300
6,500
6,100
347,800
3,485 9,800
CAPITAL OUTLAY 13,601 3,485 9,800
$ 1,872,290 $ 1,843,271 $ 1,907,700
Proposed
Budget
2011
400
8,900
57,600
2,900
30,000
6,400
3,200
1,600
2,100
300
9,000 8,100
4,800
4,800
6,800
7,400
348,300
6,300
6,300
5,500
5,500
1,933,000
1.33%
City of Eapo
2011 Proposed Budget Operating Budget
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87
City of Cap
PERFORMANCE INDICATORS
2011 Proposed Budget
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
r
PURPOSE & DESCRIPTION
The purpose of the Parks Division of the Parks &
Recreation Department is to: Parks
• Provide safe opportunities for residents to 7.2%
gather as a community
• Support league, tournament and public play.
• Ensure the availability of clean, safe, quality
facilities, play features and amenities
• Facilitate reservations, community -based
special events and recreational initiatives
• Coordinate the development of new park L
features and amenities per the budget and CIP
• Cooperate and coordinate with other providers of community recreational facilities
• Maintain the visual and physical integrity of City parks and grounds
• Assist other City Departments as required and /or requested
Description
% of citizens who rate park facilities as good or excellent
% of pavilion/shelter users rating service and cleanliness as
Games canceled on City fields due to nonweather related
Outdoor hockey rinks with skatable ice
Acres mowed regularly by Parks staff
Adult team overall ave. ratings of league softball sites (0 -5)
Playground Replacement or Upgrades
Irrigation Systems maintained year round
88
Operating Budget
Expenditures as a % of General Fund
The Parks Division is responsible for the following functions:
• Implementing an effective turf and grounds management
• Repairing and maintain park buildings, structures and hardscapes
• Promptly responding to citizen requests
• Creating and maintaining winter recreational opportunities, assisting with snow removal
• Providing logistical and physical support to special events
• Supporting departmental recreational programs
• Constructing and installing new park features and amenities
2008
Actual
94%
95%
2
15
495
4
3
25
2009 2010 2011
Actual Estimate Target
95% 95% 95%
95% 96% 96%
2 < 3 <3
15 15 15
485 475 465
4 4 4
5 2 2
26 26 28
41 / 1 ) / ` City of Eain
Personal
Services
66%
Expenditure by Category
Highlight /Change 2: Health insurance costs are up.
Financial Impact: $17,000 increase from 2010.
Service Level Impact: None
2011 Proposed Budget Operating Budget
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Parts and
Supplies
18%
Services
and Other
Charges
Cap 15%
Actual
Expenditure 2008
Personal Services $ 1,289,854
Parts and Supplies 305,030
Services and Other Charges 270,144
Capital Outlay 24,091
Total $ 1,889,119
89
HIGHLIGHTS & CHANGES
Overview: The proposed Parks Division budget is up
$2,100, or 0.1% over the 2010 budget. An increase in
health insurance and other inflationary increases are
offset by reallocation of the Park Superintendent's
time to the Central Services Maintenance department.
Outlay Highlight /Change 1: As part of the restructuring with
1% y the departure of the Streets Superintendent, the Parks
Superintendent will allocate 30% of his time to Central Services Maintenance (Dept 24). In 2010, 85% of his time was
budgeted in Parks, and 15% in Tree Conservation. In 2011, 60% of his time will be in Parks, and 10% in Tree Conservation.
Financial Impact: Net reduction in personal services costs in Parks is $30,100.
Service Level Impact: None
Highlight /Change 3: City -owned houses (Moonshine, Art House, Holz Farm) are being converted to natural gas service for
heating as a cost savings measure
Financial Impact: Net impact is reduction of $5,000. Propane will be down $9,000 while natural gas will be up $4,000.
Service Level Impact: None
EXPENDITURE SUMMARY
Proposed
Actual Budget Budget
2009 2010 2011
$ 1,313,676 $ 1,330,700 $ 1,324,200
247,214 355,600 353,400
237,396 293,900 300,900
19,132 24,400 28,200
$ 1,817,418 $ 2,004,600 $ 2,006,700
Ciq of Sao
Parks & Recreation —Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
Director of Parks and Recreation
Parks Superintendent
Park Maintenance Supervisor
Park Operations Supervisor
Park Maintenance Workers
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008
0.5
0
1
1
9.4
12.75
1 Maintain City park grounds, turf and irrigation systems
2 Maintain City park buildings, facilities, amenities and infrastructure
3 Install new park features
4 Mow boulevards and turf at all City buildings
5 Prepare athletic fields for community and league use
6 Provide support for special events and scheduled use of facilities
7 Develop and maintain winter recreational sites
8 Provide support to other departments and divisions
9 Prepare and monitor divisional budget and CIP
10 Administration and supervision
11 Provide input and logistical support to the APrC
12 Implement CIP initiatives
13 Implement master planning process /recommendations, 20/20 & PE
90
2009 2010 2011 Hours
0 0 0 -
0.85 0.85 0.6 1,248
1 1 1 2,080
1 1 1 2,080
9 9.4 9.4 19,552
12.25 12.25 12.00 24,960
4111/ City of Eat
Acct PERSONAL SERVICES
6110 SALARIES AND WAGES- REGULAR
6112 OVERTIME - REGULAR
6130 SALARIES AND WAGES- TEMPORARY
6131
6142
6144
6151
6152
6154
6155
6157
OVERTIME - TEMPORARY
PERA- COORDINATED
FICA
HEALTH INSURANCE
LIFE INSURANCE
DISABILITY- LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
PARTS & SUPPLIES
6210 OFFICE SUPPLI ES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES - GENERAL
6222 MEDICAL/RESCUE /SAFETY SUPPLIES
6223 BUILDING /CLEANING SUPPLIES
6224 CLOTHING /PERSONAL EQUIPMENT
6227 RECREATION EQUIPMENT /SUPPLIES
6231 MOBILE EQUIP REPAIR PARTS
6233 BUILDING REPAIR SUPPLIES
6234 FIELD /OTHER EQUIPMENT REPAIR
6235 FUEL, LUBRICANTS, ADDITIVES
6239 PARK FACILITY REPAIR PARTS
6240 SMALL TOOLS
6243 HEATING OIL/PROPANE /OTHER FUEL
6251 ATHLETIC FIELD SUPPLIES
6252 PARKS& PLAY AREA SUPPLIES
6253 TURF MTN & LANDSCAPE SUPPLIES
6257 SIGNS & STRIPING MATERIAL
PARTS & SUPPLIES
SERVICES & OTHER CHARGES
6310 PROFESSIONAL SERVICES- GENERAL
6347 TELEPHONE SERVICE & LINE CHG
6351 PAGER SERVICE FEES
6353 PERSONAL AUTO /PARKI NG
6354 CAR WASHES
6355 CELLULAR TELEPHONE SERVICE
6357 ADVERTISING /PUBLICATION
6385 INSURANCE
6405 ELECTRICITY
6410 NATURAL GAS SERVICE
6425 MOBILE EQUI PMENT REPAI R LABOR
6426 SMALL EQUIPMENT REPAIR - LABOR
6427 BLDG OPERATIONS /REPAIR -LABOR
6428 FIELD /OTHER EQUIP REPAIR -LABOR
6431 PARK FACILITY REPAI R -LABOR
2011 Proposed Budget Operating Budget
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Actual
2008
$ 729,801
29,851
252,817
2,924
56,076
74,400
110,936
1,514
2,680
28,855
91
1,289,854
Actual
2009
$ 747,209
21,171
247,165
1,957
60,166
75,217
127,233
1,547
2,755
29,256
Budget
2010
$ 757,600
24,500
242,000
5,000
58,700
78,700
130,400
33,800
1,313,676 1,330,700
64 223 500 !_
58 200
12,133 9,323 14,000
2,605 1,214 3,000
11,786 12,940 13,000
1,641 914 5,900
273 302 -
39,128 41,644 47,000
13,504 10,967 15,000
9,670 8,028 16,000
90,625 48,668 81,200
5,415 1,877 4,000
2,484 2,046 2,800
12,036 9,636 13,000
16,368 12,250 29,500
15,085 17,776 26,000
70,089 66,625 79,500
2,124 2,722 5,000
305,030 247,214 355,600
LINE ITEM DETAIL
Proposed
Budget
2011
$ 733,600
24,500
242,000
5,000
59,000
76,900
147,400
34,800
1,000
1,324,200
500
200
14,500
3,000
15,000
5,900
47,000
15,500
16,000
85,000
4,000
2,800__
4,000
29,500
26,000
79,500
5,000
353,400
564 383 -
7,662 8,174 10,000 10,000
700
10 400
100
4,000
66
90,600 86,900 86,900
65,742 68,380 76,200
7,877 9,737 11,000
10,775 4,532 11,000
133 226 500
8,135 6,033 11,400
8,714 5,948 8,000
13,763 4,213 6,500
700
400
100
4,500
88,600
76,200
15,000
11,000
500
11,400
8,000
6,500
4 City of Cap
Parks & Recreation -Parks Division (31)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
Acct
6457
6476
6477
6479
6480
6535
6537
6539
6561
6565
Proposed
Actual Actual Budget Budget
SERVICES & OTHER CHARGES CONTD 2008 2009 2010 2011
MACHINERY AND EQUIPMENT 4,979 2,670 5,500 5,500
CONFERENCES AND SCHOOLS 1,884 999 2,400 1,600
LOCAL MEETI NG EXPENSES - - - 2,200
DUES AND SUBSCRIPTIONS 154 428 300 300
LICENSES, PERMITS AND TAXES 1,020 272 600 600
OTHER CONTRACTUALSERVICES 6,240 2,917 8,000 7,200
JANITORIALSERVICE 4,471 6,654 7,000 7,600
WASTE REMOVAL/SANITATION SERV 10,013 6,817 17,000 16,600
TEMPORARY HELP -LABOR /CLERICAL 21,268 15,313 17,000 17,000
SEAL COATI NG- STREETS/TRAI LS 6,150 6,725 9,400 9,400
SERVICES & OTHER CHARGES 270,144 237,396 293,900 300,900
CAPITAL OUTLAY
6620 BUILDINGS 9,540 11,826 8,000 11,300
6630 OTHER IMPROVEMENTS 8,861 5,058 11,300 12,500
6660 OFFICE FURNISHINGS /EQUIPMENT 1,881 - 2,100 -
6670 OTHER EQUIPMENT 3,809 2,247 3,000 4,400
CAPITAL OUTLAY 24,091 19,132 24,400 28,200
TOTAL PARKS & RECREATION - PARKS
2011 Proposed Budget Operating Budget
$ 1,889,119 $ 1,817,418 $ 2,004,600 $ 2,006,700
0.10%
92
2011 Proposed Budget Operating Budget
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93
4 City of Ea
PERFORMANCE INDICATORS
PURPOSE & DESCRIPTION
The purpose of the Tree Conservation Department is to:
• Maintain existing trees and landscaping in
parks, public facilities, and boulevards
• Install new trees and landscaping in parks,
public facilities, and boulevards
• Review and manage tree preservation per the
City Tree Preservation Ordinance
2011 Proposed Budget
Parks & Recreation — Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
The Tree Conservation Department is responsible for
the following functions:
• Conduct the City shade tree disease program
• Conduct the annual City- sponsored Arbor Day program
• Conduct the biennial public tree sale
Operating Budget
94
Expenditures as a % of General Fund
Tree
Conservati
on
1.8%
2008 2009 2010 2011
Description Actual Actual Estimate Target
Landscape beds maintained 665 680 685 685
% of private oak wilt sites that perform recommended /needed
management activities 85% 90% 90% 95%
Buckthorn pickups 165 110 170 170
Linnear miles of boulevard streets to manage tree architecture 164 164 165 165
41 0 ° ` City of EapO
Personal
Services
74%
Expenditure by Category
Expenditure
Personal Services
Parts and Supplies
Services and Other Charges
Capital Outlay
Merchandise for Resale
Total
2011 Proposed Budget
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Parts and
Supplies
11%
Highlight /Change 1: The biannual tree sale for
residents will be conducted in 2011. The revenues
from sales are intended to cover the cost associated
with the sale.
Financial Impact: Since the City purchases only the
number of trees that are ordered and sells at cost,
this is essentially an in- and -out transaction.
Therefore, in 2011, neither the revenues nor the related expenditures are budgeted. There is no change from the 2010
budget as 2010 was a non -sale year.
Service level Impact: The tree sale provides residents with an opportunity enhance their property and the community at
the same time.
Services
and Other
Charges
8%
Capital
Outlay
7%
Actual
2008
$ 330,340
42,136
31,388
47,398
6,198
$ 457,460
95
Actual
2009
348,123
38,675
13,820
31,596
16,993
449,207
Budget
2010
356,000
48,100
34,900
41,000
5,000
485,000
Operating Budget
HIGHLIGHTS & CHANGES
Overview: The proposed Tree Conservation Division
budget is up $1,700, or 0.4% over 2010.
Highlight /Change 2: Increase in the Chemical Products line item (6244) to cover the cost of additional materials for
emerald ash borer treatments of ash trees on City property.
Financial Impact: Increase of $2,000 over the 2010 budget
Service Level Impact: None
Highlight /Change 3: Increase in the Other Contractual Services line item (6535) to cover the cost of contractual removals
of large diseased, infected and /or damaged trees from City parks and properties
Financial Impact: Increase of $2,000 over the 2010 budget
Service Level Impact: None
EXPENDITURE SUMMARY
Proposed
Budget
2011
355,200
54,600
36,900
35,000
5,000
486,700
4 0. /` City of Ea
Parks & Recreation —Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
POSITION INVENTORY
Personnel
Supervisor of Forestry
Parks Superintendent
Park Maintenance Worker
Forester /Maintenance
Total
2011 WORK PLAN
2011 Proposed Budget Operating Budget
2008 2009
1 1
0.15 0.15
1 1
0.6 0.6
2.75 2.75
1 Administrative and supervisory responsibilities
2 Maintenance of trees in city parks, public facilities, and boulevards
3 Maintenance of landscape plants in city parks, public facilities, and boulevards
4 Insect and plant disease monitoring and treatment activities
5 Provide support to other departments and divisions
6 Implement invasive plant management activities
7 Plan for and implement public tree sale
8 Participate in development of Eagan master plan
96
2010 2011 Hours
1 1 2,080
0.15 0.1 208
1 1 2,080
0.6 0.6 1,248
2.75 2.70 5,616
di City of Ea an
Acct
6110
6112
6130
6131
6142
6144
6151
6152
6154
6155
6157
PARTS & SUPPLIES
6210 OFFICE SUP P LI ES
6215 REFERENCE MATERIALS
6220 OPERATING SUPPLIES- GENERAL
6222 MEDICAL/RESCUE /SAFETY SUPPLIES
6224 CLOTHING/PERSONAL EQUI PM ENT
6230 REPAI R/MAI NTENANCE SUPP-GENL
6231 MOBILE EQUIP REPAIR PARTS
6235 FUEL, LUBRICANTS, ADDITIVES
6240 SMALL TOOLS
6244 CHEMICALS & CHEMICAL PRODUCTS
6250 LANDSCAPE MATERIAL& SUPPLIES
PARTS & SUPPLIES
6310
6346
6351
6353
6355
6370
6385
6425
6457
6475
6476
6477
6479
6515
6535
6545
6569
PERSONAL SERVICES
SALARI ES AND WAGES - REGULAR
OVERTI ME- REGULAR
SALARI ES AND WAGES- TEMPORARY
OVERTIME - TEMPORARY
PERA - COORDI NATED
FICA
HEALTH INSURANCE
LI FE I NSURANCE
DISABILITY - LONG TERM
WORKERS COMPENSATION
RETIREE HEALTH INSURANCE
PERSONAL SERVICES
SERVICES & OTHER CHARGES
PROFESSIONAL SERVICES- GENERAL
POSTAGE
PAGER SERVICE FEES
PERSONAL AUTO /PARKI NG
CELLULAR TELEPHONE SERVICE
GENERAL PRI NTI NG AND BI NDI NG
INSURANCE
MOBILE EQUIPMENT REPAIR LABOR
MACHINERY AND EQUIPMENT
MISCELLANEOUS
CONFERENCES AND SCHOOLS
LOCAL MEETING EXPENSES
DUES AND SUBSCRIPTIONS
INTERNAL EXPENSES (INTERFUND)
OTHER CONTRACTUAL SERVICES
TREE REMOVAL
MAI NTENANCE CONTRACTS
SERVICES & OTHER CHARGES
2011 Proposed Budget
Parks & Recreation - Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
Actual
2008
$ 179,584
1,850
80,995
55
12,465
19,427
27,006
355
644
7,959
97
Actual
2009
188,211
987
84,837
115
13,503
20,221
30,814
357
651
8,426
Budget
2010
183,600
2,000
96,000
1,000
13,100
21,600
29,100
Operating Budget
922 700 500
100
3,961 3,271 6,000
1,684 312 800
1,468 1,955 1,700
47 200
2,264 2,327 3,000
11,619 6,705 10,800
1,250 1,551 3,000
7,688 14,144 13,000
11,280 7,665 9,000
42,136 38,675 48,100
LINE ITEM DETAIL
Proposed
Budget
2011
178,800
2,000
96,000
1,000
13,200
21,300
33,000
9,600 9,800
100
330,340 348,123 356,000 355,200
500
100
6,000
800
1,700
3,000
11,800
6,700
15,000
9,000
54,600
2,088 3,274 3,600 3,600
100 100
52 64 100 100
25 69 100
1,200 1,132 1,600
45 86 300
3,300 3,000 3,000
939 319 800
1,288 220 3,000
100
1,039 773 1,000
80 100
254 229 200
192
19,355 3,186 15,500
1,531 1,470 5,000
- - 400
31,388 13,820 34,900
100
1,600
300
3,100
800
3,000
1,000
100
200
17,500
5,000
400
36,900
City of Evan
Parks & Recreation — Tree Conservation (32)
Responsible Manager: Juli Johnson, Director of Parks & Recreation
LINE ITEM DETAIL (CONT'D)
Actual
Acct CAPITAL OUTLAY 2008
6630 OTHER IMPROVEMENTS $ 39,090
6660 OFFICE FURNISHINGS /EQUIPMENT -
6670 OTHER EQUIPMENT 8,308
CAPITAL OUTLAY 47,398
MERCHANDISE FOR RESALE
6855 MERCHANDISE FOR RESALE
6860 COST SHARING - OAK WILT
MERCHANDISE FOR RESALE
2011 Proposed Budget Operating Budget
40
6,158
6,198
TOTAL TREE CONSERVATION $ 457,460 $ 449,207
98
Proposed
Actual Budget Budget
2009 2010 2011
$ 28,817 $ 35,000 35,000
1,800
2,779 4,200
31,596 41,000 35,000
11,567 - -
5,426 5,000 5,000
16,993 5,000 5,000
$ 485,000
$ 486,700
0.35%
4 it of Evan
2011 Proposed Budget Operating Budget
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99
*City of Ea
PURPOSE & DESCRIPTION
The purpose of the Government Buildings Department
is to:
• Provide for the general maintenance, repair
and operation of the municipal center, police
department, fire administration building and
municipal maintenance facility
• Provide a safe and clean working environment
for staff and visitors
• Act as a building maintenance resource for
other City facilities
PERFORMANCE INDICATORS
2011 Proposed Budget
Government Buildings (33)
Responsible Manager: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
The Government Buildings Department is responsible for the following functions:
• Maintain mechanical and operating systems in five municipal buildings
• Maintain life safety and building equipment under vendor contracts including generators and fire systems
• Manage vendor contracts for elevator, janitorial and waste hauler services
• Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meeting
rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet
cleaning, or tile maintenance
• Coordinate tenant support, security and property maintenance for buildings and property purchased by the City
for redevelopment
2008 2009 2010 2011
Description Actual Actual Estimate Target
Square footage of buildings maintained 200,000 200,000 200,500 204,000
Buildings controlled by Energy Management System 2 2 2 3
Maintenance contracts monitored 8 8 8 12
Light bulbs used per year for recycling 702 700 695 695
Hours backup generator runs (per MPCA) 102 103 100 100
E -mail Work order requests 558 356 600 450
100
Operating Budget
Expenditures as a % of General Fund
Building
Mainenanc
e
2.3%
q ty of Eakao
Services
and Othe
Charges
70%
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
Expenditure by Category
2011 Proposed Budget Operating Budget
Capital
Outlay
3%
Personal
Services
18%
Parts and
Supplies
9%
HIGHLIGHTS & CHANGES
Overview: The proposed Government Buildings
budget is up $86,100, or 13.5% from the 2010 budget.
The increase is primarily due to moving fire station
maintenance out of Fire and into this department.
2009 -10 were learning years to manage the changes
from the reorganization as it moved toward more
negotiation /consolidation of services and providers.
The 2011 budget will continue that learning and
consolidation while continuing to develop the long
term strategic plan for care of government buildings.
Highlight /Change 1: Care and maintenance of Fire Stations 1 -3 -4 -5 is moved under the Government Buildings umbrella.
The current Fire Administration building remains as part of the overall care and maintenance.
Financial Impact: Net overall reduction to City budget of $17,700. Impact on the Government Buildings department is an
increase of $64,600. Impact on Fire department is a net decrease of $82,300 from 2010.
Service Level Impact: The reorganization of this division under the umbrella of Parks and Recreation has proven to be an
efficient and cost - saving transition with the supervision of custodial staff and care of the buildings interiors covered by the
ECC Building Engineer and the care and planning for building infrastructure covered by the Parks Operations Supervisor.
Highlight /Change 2: Building maintenance costs for the new Fire Safety Center are added.
Financial Impact: Estimated contractual janitorial charges are $11,500 annually
Service Level Impact: This is part of the cost of improving service to the areas served by Fire Station 2.
Highlight /Change 3: Capital outlay incorporates all requests received to date that would not be included in the General
Facilities Renewal & Replacement fund requests.
Financial Impact: Increase of $22,300 ($2,500 for City Hall improvements, $5,800 for replacement chairs in the police
conference room, and $14,000 for improvements to buildings on the central maintenance campus.)
Service Level Impact: These items maintain City infrastructure and /or offer cost savings.
Actual Actual Budget
Expenditure 2008 2009 2010
Personal Services $ 199,502 $ 126,455 $ 148,900
Parts and Supplies 76,341 47,363 69,300
Services and Other Charges 426,289 380,606 418,400
Capital Outlay 1,247
Total $ 702,132 $ 555,672 $ 636,600
101
EXPENDITURE SUMMARY
Proposed
Budget
2011
130,700
62,700
507,000
22,300
722,700
4 0. 11 ' City of Ea
VI
2011 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
POSITION INVENTORY
Personnel 2008 2009 2010 2011 Hours
Building Maintenance Supervisor 1 0 0 0
Building Maintenance Workers 2 2 2 2 4,160
Total 3 2 2 2 4,160
2011 WORK PLAN
1 Building maintenance and management of HVAC systems, building rounds
2 Recycling,setting up and tear down of rooms, snow removal, cleaning carpets and rooms
3 Vendor relations involving contracts, repairs and code reinforcement
102
4 CiIJ o(Eapo
2011 Proposed Budget Operating Budget
Government Buildings (33)
Responsible Managers: Mike Sipper, Maintenance Engineer and Paul Graham, Parks Operations Supervisor
Actual
Acct PERSONAL SERVICES 2008
6110 SALARIES AND WAGES - REGULAR $ 145,435
6112 OVERTIME - REGULAR 5,826
6130 SALARIES AND WAGES - TEMPORARY -
6142 PERA - COORDINATED 9,664
6144 FICA 10,772
6151 HEALTH I NSURANCE 20,732
6152 LIFE INSURANCE 243
6154 DISABILITY- LONG TERM 448
6155 WORKERS COMPENSATION 6,382
6157 RETIREE HEALTH INSURANCE -
PERSONAL SERVICES • 199,502 126,455
PARTS & SUPPLIES
6210 OFFICE SUPPLIES 544 40 100 100
6212 OFFICE SMALL EQUIPMENT 207
6220 OPERATING SUPPLIES- GENERAL - 41 1,500 1,000
6222 MEDICAL/RESCUE /SAFETY SUPPLIES 1,440 1,414 1,000 200
6223 BUILDING /CLEANING SUPPLIES 21,678 18,744 19,000 21,000
6224 CLOTHING /PERSONAL EQUIPMENT 873 464 500 500
6230 REPAIR /MAINTENANCE SUPP -GENL 140 172 1,000 700
6231 MOBILE EQUIP REPAIR PARTS 641 303 200 200
6233 BUILDING REPAIR SUPPLIES 26,147 21,871 17,600 22,100
6235 FUEL, LUBRICANTS, ADDITIVES 2,413 287 1,500 1,500
6240 SMALL TOOLS 92 400 200
6241 SHOP SUPPLIES 500 200
6243 HEATING OIL/PROPANE /OTHER FUEL 22,259 3,934 24,000 15,000
6244 CHEMICALS /CHEMICAL PRODUCTS - - 2,000 -
PARTS & SUPPLIES 76,341 47,363 69,300 62,700
SERVICES & OTHER CHARGES
6347 TELEPHONE SERVICE (BACKUP GENERATOR)
6351 PAGER SERVICE FEES
6353 PERSONAL AUTO /PARKING
6355 CELLULAR TELEPHONE SERVICE
6385 INSURANCE
6405 ELECTRICITY
6410 NATURAL GAS SERVICE
6426 SMALL EQUIPMENT REPAIR -LABOR
6427 BLDG OPERATIONS /REPAIR -LABOR
6477 LOCAL MEETING EXPENSES
6480 LICENSES, PERMITS AND TAXES
6535 OTHER CONTRACTUAL
6537 JANITORIAL SERVICE
6539 WASTE REMOVAL/SANITATION SERV
6569 MAINTENANCE CONTRACTS
SERVICES & OTHER CHARGES
TOTAL GOVERNMENT BUILDINGS
103
779
297
8,800
124,691
72,960
68
72,169
319
116,592
2,535
27,080
426,289
LINE ITEM DETAIL
Proposed
Actual Budget Budget
2009 2010 2011
$ 88,904 $ 88,600 $ 88,600
2,423 , 500 500
25,200
8,000 6,500
8,700 6,800
12,100 23,800
5,963
6,730
17,945
186
317
3,988
CAPITAL OUTLAY
6620 BUILDINGS - 1,247
CAPITAL OUTLAY
845 800 900
306 200 300
100 100
34
10,100 10,100 10,300
149,308 136,000 17 5, 000
62,361 80,000 100,000
70
22,897
100 100
485 500 600
70,000 74,600
108,538 89,000 118,700
2,453 3,600 7,200
23,208 28,000 19,200
380,606 418,400 507,000
1,247
5,800 4,100
400
148,900 130,700
22,300
22,300
$ 702,132 $ 555,672 $ 636,600 $ 722,700
13.52%