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10/12/2010 - City Council SpecialII. VISITORS TO BE HEARD AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY, OCTOBER 12, 2010 5:30 P.M. EAGAN ROOM -EAGAN MUNICIPAL CAMPUS I. ROLL CALL AND ADOPTION OF AGENDA f 1 III. 2011 ENTERPRISE FUND BUDGETS (CASCADE BAY, COMMUNITY CENTER, WATER, SANITARY SEWER, STREET LIGHTING, STORM DRAINAGE, AND WATER QUALITY) ft/3 IV. 2011 EAGAN CONVENTION AND VISITOR'S BUREAU BUDGET V. OTHER BUSINESS VI. ADJOURN Agenda Information Memo October 12, 2010 Special City Council Meeting III. 2011 Enterprise Fund Budgets (Cascade Bay, Community Center, Water, Sewer, Street Lighting, Storm Drainage, and Water Quality) Actions to be Considered: • To provide direction to staff regarding the proposed 2011 enterprise fund budgets for: o Cascade Bay o Community Center o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality); and • To direct that they be placed on a future City Council meeting consent agenda for formal ratification. Introduction As in prior years, the budget information for the City's enterprise funds is prepared in the same format as departmental budgets. You will recall the Civic Arena enterprise fund budget was approved in August; the remaining enterprise fund budgets are presented at this time. By definition, enterprise funds are established to account for self- supporting activities, with revenues derived primarily from user fees. Highlights and potential policy issues in the City's enterprise funds are identified in the Highlights /Changes section of each budget. Staff responsible for preparing the various budgets will be available at the meeting to expand on identified policy issues and answer questions. A. Cascade Bay Cascade Bay continues to face pressures resulting from changing demographics, dependence on weather conditions, and competition from others for entertainment dollars. Historical attendance is demonstrated on the following graph: 1 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 Cascade Bay Attendance A 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Cascade Bay revenue and expense budgets are on pages 4- through B. Community Center Community Center revenue and expense budgets are on pages /O through C. Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage, and Water Quality) • Revenues The new tiered rate structure, as you may recall, is expected to be revenue - neutral as compared to the old rate structure, according to the Springsted study. Consistent with Springsted's recommendation, no rate increase is proposed for water in 2011. Annual water revenues are difficult to predict as they fluctuate significantly, depending on summer rainfall levels. As well, the impact of the tiered rates on water conservation is difficult to gauge at this point as this past summer was wet enough that lawn irrigation was lighter than normal. Water service fees for 2011 are estimated at 1.3% under the 2010 budget estimate. Proposed rates for all utilities will be submitted with the Fee Schedule in December after more review, but staff expects to propose rate increases that are in line with Springsted's recommendations, which are as follows: o Water o Sanitary sewer o Street lighting o Storm drain /water quality no increase 6.0% 3.85% 4.25% A high -level Public Utilities revenue and expense budget summary is on page / R . Note that Sanitary Sewer revenues are Tess than budgeted expenses. Sewer revenues have lagged behind costs since Metropolitan Council— Environmental Services' treatment charges to the City spiked upward a few years ago. Springsted's recommendation of annual rate increases of 6% through 2016 is expected to bring the budget into balance by that time. Revenue detail for all utilities is on page 19 . • Expenses Operating – Expenses included in these budgets are operating expenses. Water operating expense budget is on pages AD through a5 . Sanitary Sewer operating expense budget is on page through3 / Street Lighting operating expense budget is on pages through `i.3 Storm Drainage operating expense budget is on pages througIS 7 Water Quality operating expense budget is on pages ,..3S> through A /C3 Capital – Capital improvement projects in the Public Utilities fund are detailed in the 2011 -2015 Public Works CIP, which the Council reviewed in May and approved in June. A summary of 2011 Public Utilities Fund expenditures by restricted cash account funding source is as follows: o Water Renewal and Replacement $2,175,000 o Sewer Renewal and Replacement 125,000 o Water Supply and Storage 350,000 o Storm Drainage Renewal and Replacement 325,000 o Water Quality 150,000 4 City of Eapn Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Aquatic Facility is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Provide a high level of service accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. 2011 Proposed Budget Operating Budget The Aquatic Facility is responsible for the following functions: • Provide a wide variety of water - related recreational opportunities for members and non - members. • Capture a high level of revenue to offset operational costs, debt repayment and expand the retained earnings capacity to accommodate future growth and expansion. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. • Ongoing analysis of existing operation and research to find ways to expand the recreational opportunities beyond the three -month pool season in order to maximize the capital investment. PERFORMANCE INDICATORS 2008 2009 2010 2011 Description Actual Actual Actual Target Season passes sold 3,287 2,464 2,734 2,900 Total attendance 123,603 95,230 121,055 128,000 Group admissions 21,664 17,640 21,836 22,000 Days facility is open 86 88 89 88 Rounds of golf 6,523 4,662 3,980 3,500 Private rentals 5 5 10 10 City of EaQan Reserve for Renewal & Replace. 6% Debt Service 14% Expenditure by Category P 2011 Proposed Budget Operating Budget Aquatic Facility — Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations HIGHLIGHTS & CHANGES Overview: The 2011 proposed budget is up $15,600, Parts and or 1.3% from 2010. Coupled with very favorable pool Supplies weather and a new slide feature in 2010, the 2011 ° budget will build on Cascade Bay's reputation for being a safe and family friendly facility. This budget proposes Services to increase daily admission and season pass fees, which and Other have not been increased since 2007. It should be noted Charges that 2010 saw an increase in private rentals and all Y 17% rental dates were reserved and rented for private use. 7% 0% J The focus for 2011 will be adding value to the Cascade Bay experience through mini stage performances that will occur regularly throughout the season. These may include contests hosted by Captain C Breeze, mini plays that focus on the legend of Cascade Bay, local talent, story times, craft or educational demonstrations, etc. The key is to build on the message that the Bay is much more than a place to swim. Other experiences might include Saturday Night Lights when the park will stay open until 10 pm and bring in entertainment that might draw families and teens, heavily promote admission /meal packages on specific days /evenings, continue Monday Fundays activities, upgrade the sound system to provide a more focused sound to park guests without impacting surrounding neighbors and continue to partner with community groups for private rental opportunities. The idea will be to keep people coming back in anticipation of their next experience. Highlight /Change 1: The most significant change is the proposed fee increase to daily fees and season passes. With the new ship slide added in 2010 and the plan to enhance the Cascade Bay experience in 2011 the increased fees are expected to be in line with what consumers still feel to be a good value. Daily admissions are proposed to increase by $1.00 and season passes are expected to increase by $5.00 per person. The season pass will also allow access to golf at Captain's Course. Another benefit to pass holder will be the ability to purchase a 10 punch admission card for $50. This card is designed for season pass holders to bring a guest at a reduced rate but the season pass holder must be present to use this card. The reduced rate is proposed to change from after 5 pm to after 4 pm. This coincides with the time when groups are traditionally leaving the pool and is expected to increase attendance during a low use time. In addition, the rate for a round of golf will change from $3 to $2 with unlimited daily play and punch cards still available. Since the last fee increase in 2007, sales tax alone has increased from 6.5% to 7.125% reducing the net revenue. Both tax increases occurred after the budget was prepared, thus reducing the actual revenue in 2008 -09. Financial Impact: $27,400 increase in revenue Service Level Impact: An increased value added to season passes and continued enhanced experiences for daily attendees. Highlight /Change 2: The use of chemicals to balance the pool water is an essential part of the health and safety of the facility. With ideal weather during the operating season, the need for chemicals increases; thus, the increase in cost. The unit cost of chemicals is also proposed to increase in 2011 by 5 -10 %. Financial Impact: $7,100 increase to chemicals Service Level Impact: Maintain the high level of testing and balancing of pool water chemicals in compliance with the MN Department of Health for the health and safety of Cascade Bay guests Highlight /Change 3: Electrical service to the deck area and throughout the park has been maximized. In order to provide enhanced service in some areas (e.g., performance stage area, pool deck), the existing electrical capacity must be expanded. Financial Impact: $3,000 increase to other improvements Service Level Impact: Provide expanded opportunities for services or experiences on the deck or throughout the park. 4 # * City otEaQoi Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations Highlight /Change 4: The renewal and replacement schedule is reviewed annually to determine which scheduled items need to be replaced, and which items can be delayed to subsequent years. The only item scheduled for replacement in 2011 is the upgrade of the PA system in the pool. Research will be done to define a system that will get information to the pool deck with the least impact to surrounding neighbors. Financial Impact: $10,000 from Renewal and Replacement Service Level Impact: Continued communication with guests on the pool deck. REVENUE ESTIMATES Actual Actual Budget Budget Acct REVENUES 2008 2009 2010 2011 4160 STATE PERA AID $ 404 $ 404 $ - $ 400 4304 OTHER REVENUE - NON TAX 260 - - 4310 PARK PROGRAM REVENUE 21,886 23,148 23,000 24,000 4312/13 CONCESSION SALES 226,043 167,518 225,500 225,000 4314/15 MERCHANDISE SALES 14,960 10,204 10,000 11,000 4316/17 GROUP SALES 150,484 120,372 130,000 146,500 4318/19 DAI LY ADMI SSI ONS 525,361 372,445 577,400 604,300 4320 MARKETING REVENUE 100 - - 4321 MEMBERSHIPS 152,262 135,250 182,000 158,500 4322/23 VENDING 1,660 1,598 2,000 2,000 4326/27 FACILITY RENTAL 11,020 7,362 10,000 10,000 4331 TRANSIT TAX EXEMPT REVENUE 3,995 - - 4610 I NTEREST I NCOME 29,149 15,604 21,200 15,000 4822 OTHER REVENUE 79,050 - - - TOTAL AQUATIC FACILITY REVENUES $ 1,212,639 $ 857,900 $ 1,181,100 $ 1,196,700 EXPENDITURE SUMMARY 2011 Proposed Budget Operating Budget Proposed Actual Actual Budget Budget Expenditure 2008 2009 2010 2011 Personal Servi $ 569,348 $ 523,945 $ 582,800 $ 588,300 Parts and Supplies 70,254 59,030 76,600 84,600 Services and Other Charges 217,729 179,409 202,500 199,600 Capital Outlay 2,516 15,420 3,900 5,800 Merchandise for Resale 86,415 76,267 85,000 85,500 Debt Service 156,609 161,938 163,200 163,000 Reserve for Renewal & Replace. 64,600 67,100 67,100 69,900 Total $ 1,167,471 $ 1,083,109 $ 1,181,100 $ 1,196,700 Depreciation Expense $ 307,246 $ 311,253 $ 302,400 $ 315,300 1111 City of EaQao Activity 2011 Proposed Budget Operating Budget Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for seasonal facility 5 Recruit, hire, train and supervise temporary and part time employees 6 Provide work direction to ensure high level of customer service is maintained 7 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meet the demands of the building Aquatic Facility - Cascade Bay Responsible Manager: Cherry! Mesko, Superintendent of Operations CASCADE BAY POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours Campus Facilities Manager 0.33 0.33 0.33 0.33 686 Campus Facilities Operations Coordinator 0.67 0.67 0.67 0.67 1,394 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian 0.50 0.50 0.50 0.50 1,040 Manager on Duty 0.33 0.33 0.33 0.33 686 Clerical Technician 0.40 0.40 0.40 0.40 832 Total 2.73 2.73 2.73 2.73 5,678 Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below: CIVIC ARENA POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours Campus Facilities Manager 0.67 0.67 0.67 0.67 1,394 Campus Facilities Operations Coordinator 0.33 0.33 0.33 0.33 686 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian 0.50 0.50 0.50 0.50 1,040 Manager on Duty 0.67 0.67 0.67 0.67 1,394 Clerical Technician 0.20 0.20 0.20 0.20 416 Skating School Coordinator 1.00 1.00 1.00 1.00 2,080 Total 3.87 3.87 3.87 3.87 8,050 2011 WORK PLAN 4 City of EaQan Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL 2011 Proposed Budget Operating Budget Actual Actual Budget Budget Acct PERSONAL SERVICES 2008 2009 2010 2011 6110 SALARI ES AND WAGES-REGULAR 126,175 104,494 $ 146,000 $ 147,300 6130 SALARIESAND WAGES- TEMPORARY 362,629 342,920 350,000 350,000 6131 OVERTIME -- TEMPORARY 69 - - 6142 PERA- COORDINATED 7,582 6,974 10,200 10,300 6144 FICA 36,258 33,569 37,900 38,000 6151 HEALTH I NSURANCE 22,058 22,511 25,800 29,600 6152 LI FE I NSURANCE 270 238 - 6154 DISABILITY - LONGTERM 465 416 - 6155 WORKERS COMPENSATION 13,841 12,824 12,900 13,100 TOTAL PERSONAL SERVICES 569,348 523,945 582,800 588,300 PARTS & SUPPLIES 6210 OFFICESUPPLIES 621 342 600 500 6211 OFFICE PRINTED MATERIAL/FORMS 1,446 822 1,000 1,000 6212 OFFICESMALLEQUIPMENT 32 100 100 6215 REFERENCE MATERIALS 87 300 300 6220 OPERATING SUPPLIES- GENERAL 7,628 4,616 11,000 11,000 6222 MEDICAL/RESCUE/SAFETY SUP PLI ES 1,746 2,237 2,000 2,000 6223 BUILDING /CLEANING SUPPLIES 5,951 5,451 5,500 5,700 6224 CLOTHING /PERSONALEQUIPMENT 4,741 2,446 5,000 4,000 6230 REPAIR /MAINTENANCE SUPP -GENL 4,682 4,532 5,000 5,000 6231 MOBILE EQUIPMENT REPAIR PARTS 73 500 500 6232 SMALL EQUI PMENT REPAI R PARTS 517 824 1,000 1,000 6233 BUILDING REPAIR SUPPLIES 1,819 688 1,500 3,000 6235 FUEL, LUBRICANTS, ADDITIVES 39 100 100 6236 POOL REPAI R SUP P LI ES 3,987 1,128 3,000 3,500 6240 SMALL TOOLS - 500 300 6243 HEATING OIL, PROPANE AND OTHER FUELS 691 398 1,000 1,000 6244 CHEMICALS & CHEMICAL PRODUCTS 34,621 33,761 35,000 42,100 6257 SIGNS & STRIPING MATERIALS 1,572 1,786 3,000 3,000 6270 COMPUTER SOFTWARE - 500 500 TOTAL PARTS & SUPPLI ES 70,254 59,030 76,600 84,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 19,599 7,013 7,500 7,500 6314 AUDITING 1,200 900 1,800 1,000 6319 MEDI CAL SERVI CES- -OTHER 10 500 - 6346 POSTAGE 2,749 2,346 3,000 3,000 6347 TELEPHONE SERVICE & LINE CHG 1,719 1,673 3,000 1,700 6348 MATRIX SERVICE AND REPAIR 172 500 500 6353 PERSONALAUTO /PARKING 200 200 6355 CELLULAR TELEPHONE SERVICE 192 1,396 800 1,000 6357 ADVERTISING /PUBLICITY /PROMOTION 4,545 6,010 7,000 7,000 6358 EMPLOYMENTADVERTISING 200 6370 GENERAL PRI NTI NG AND BINDING 292 342 5,000 4,000 6385 I NSURANCE 30,800 28,800 28,800 29,500 6405 ELECTRICITY 38,489 45,489 44,500 48,000 City of Earn LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget Acct 2008 2009 2010 2011 6410 NATURAL GAS SERVICE 73,992 46,410 $ 55,000 $ 50,000 6424 POOL REPAI R/ LABOR 8,553 2,852 8,500 7,000 6426 SMALL EQUI PMENT REPAI R LABOR 867 484 1,000 500 6427 BUILDING OPERATIONS REPAIR LABOR 1,189 569 1,500 1,500 6428 FIELD/OTHER EQUIPMENT REPAIR - - 200 - 6475 MISCELLANEOUS - - 200 500 6476 CONFERENCES AND SCHOOLS 1,838 445 700 700 6477 LOCAL MEETING EXPENSES - - 500 200 6479 DUES AND SUBSCRIPTIONS 247 197 500 300 6480 LICENSES, PERMITS AND TAXES 740 750 1,600 1,800 6482 AWARDS, JUDGEMENTS AND LOSSES 120 - - - 6487 VISA /MC BANK CHARGES 13,160 10,129 11,500 12,000 6535 OTHER CONTRACTUAL SERVICES 6,850 9,551 7,000 8,000 6539 WASTE REMOVAL/SANITATION SERV 3,310 2,973 3,500 3,700 6563 LANDSCAPING 4,201 3,950 3,000 5,000 6569 MAINTENANCE CONTRACTS 2,896 7,129 5,000 5,000 OTHER SERVICES AND CHARGES 217,729 179,409 202,500 199,600 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 6660 OFFICE FURNISHINGS & EQUIPMENT 6670 OTHER EQUIPMENT CAPITAL OUTLAY RESERVE FOR RENEWAL & REPLACEMENT TOTAL AQUATIC FACILITY 2011 Proposed Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherry) Mesko, Superintendent of Operations 2,516 2,516 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 86,415 MERCHANDISE FOR RESALE 86,415 76,267 76,267 DEBT SERVICE 6490 PRI NCI PAL 90,000 100,000 100,000 110,000 6494 I NTEREST ON I NTERFUND PAYABLE 66,609 61,938 63,200 53,000 TOTAL DEBT SERVICE 156,609 161,938 163,200 163,000 64,600 67,100 3,760 - 3,000 - 1,500 2,800 11,660 2,400 - 15,420 3,900 5,800 85,000 85,500 85,000 85,500 67,100 69,900 $ 1,167,471 $ 1,083,109 $ 1,181,100 $ 1,196,700 1.32% 6488 DEPRECIATION & AMORTIZATION $ 307,246 $ 311,253 $ 302,400 $ City of EaQan Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations PURPOSE & DESCRIPTION The purpose of the Community Center is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Promote health and wellness in the community. • Maintain a high level of service, accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Community Center is responsible for the following functions: • Facilitate a wide variety of programs and classes for members and non - members. • Market and operate a wide range of meeting spaces and rental opportunities for the community. • Capture a high level of revenues to best offset the operational costs of the building. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Operate and maintain a quality fitness center and wellness programs. • Provide space, programming and opportunities for all ages. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. PERFORMANCE INDICATORS 2011 Proposed Budget 2007 2008 2009 2010 Description Actual Actual Estimate Target Groups in the Blast 61 73 75 75 Birthday parties 347 340 375 350 Meetings 800 850 800 875 Open gym program participants 6,806 8,118 7,100 10,000 Group fitness attendance (included in membership) 17,131 16,561 16,000 16,000 Memberships - year round 1,850 1,743 1,750 1,850 Personal Training 1,096 1,526 1,200 1,300 Weddings 77 85 85 90 Average attendance in building per day 1,148 1,127 1,200 1,200 i d Operating Budget ', City of hp Expenditure by Category Reserve for Renewal & apital Replace. Outlay 9 % 2% 1% 2011 Proposed Budget Operating Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations Parts and Supplies 4% HIGHLIGHTS & CHANGES Overview: The proposed 2011 Community Center budget is up $25,000, or 1.5 %, from 2010. The majority of the increase is due to personnel costs as a result of step increases. The revenues project an increase of $22,100, or 1.5% from 2010. This budget proposal reflects the long -term objective of staffing the building to provide the level of service that the public demands during peak and non -peak times. The focus for 2011 will be to maintain a high level of direct service contact to meet a growing demand for service and space from the public. By policy, the Council has designated a portion of the City's antenna lease revenue to balance the budget. The 2011 antenna lease contribution of $216,700 represents a $2,900 increase from the prior year projection. Highlight /Change 1: Passport revenues — The most significant change is the proposal to eliminate the processing of passports as a continued revenue stream. This service began quite successfully in 2007 (1,558 passports, $45,596 in revenue), though it trailed off in 2008 (1,145, $29,575) and 2009 (882, $21,875). 2010 year -to -date revenues are $17,793. A large portion of the 719 passports processed in 2010 were customers getting in before the July 13 Department of State fee increase (further explained below). While this has been a service to the public, working with the Department of State has been challenging. In 2007 the fees to the Department of State for passports was $67 for ages 16+ and the execution fee to the processing agency (City of Eagan) was $30. In mid -2008 the Department of State fees increased to $75 and the processing agency fee was reduced to $25. During 2008 and 2009 more and more mandates were shifted to the processing agency increasing the time to check, verify and process passports. For example, in October 2009 the Department of State required that all passport applications from all facilities use a traceable delivery method. This meant that postage for the processing facility increased to $4.52 per mailing which was to be absorbed as part of the $25 processing fee. In addition, staff must check and verify daily that the passports that were sent were actually received at the appropriate location. On July 1, 2010 staff was notified that the Department of State fees were increasing from $75 to $110 effective July 13. The processing fee remained at $25 and created a "panic" processing week before the fees increased. On average a simple passport takes 15 -20 minutes to fully process. Many passports can be very complex and require up to an hour of staff time to complete. With that becoming more common it begs the question of whether or not the $25 is adequately covering staff time and postage to process passports. Since only full -time staff can be authorized to execute passports it's becoming increasingly evident that we are barely covering staff and hard costs for this service. When the service began in 2007 the ECC was one of the only passport locations that provided service after 4 pm, which resulted in a very brisk business because it accommodated work schedules. Over the past 3 years several other acceptance offices have opened in Dakota County including the Burnsville, Eagan, Mendota and Randolph post offices. Dakota County Northern Center, Western Center, License Center and Vital Statistics also remain as options for passport processing and now offer expanded hours for the public. If passport processing is discontinued, full -time staff will be able to respond more timely to the requests of the public and staff in order to maintain the high level of customer service expected in this building. The philosophical question is whether or not to continue executing passports as a service to the community since it is not a core service of the ECC and the execution fee may not be able to cover hard costs in the future with additional mandates. Financial Impact: $30,000 decrease from 2010; $2,000 decrease in postage from 2010 and no budget impact on staffing since this was covered by full time staff. Service Level Impact: ECC is one of few local facilities that offer extended hours for passports and people have found this to be a very helpful service in the community. While there are several other options for passport execution in the area we do get very positive feedback about the level of service and care given to the applicants. 11 4 , ° ` City of Bap Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations 2011 Proposed Budget Operating Budget Highlight /Change 2: Electricity and natural gas costs are reduced based on the actuals from 2009 and YTD 2010. Financial Impact: $10,000 and $16,800 decrease from 2010, respectively. Service Level Impact: None. Highlight /Change 3: Machinery and equipment for various building maintenance items include: Replacement vacuum cleaners ($1,300), wet /dry vacuum front scoop ($1,300), 10' and 25' extension ladders ($700), blowers for drying carpets ($600), and fire alarm parts kit ($600), which will reduce calls for outside maintenance. Financial Impact: $3,400 increase over 2010 Service Level Impact: Maintains the integrity and cleanliness of the building. Highlight /Change 4: Capital items that enhance service or rentals and provide new opportunities for revenue are proposed. Items include whiteboards /easels (rentable), conference phone (rentable), pull down screen in Oasis, blinds in Oasis windows (interior), additional white folding chairs (rentable), small bulk merchandise vending (vending revenue) and a portable stage (rentable) Financial Impact: $9,900 increase over 2010; $2,000 increase to rental and vending revenue Service Level Impact: Provide services and rental opportunities based on needs expressed by current renters. Most items will provide a corresponding increase in projected revenue. Highlight /Change 5: R &R projects are reviewed annually to make sure they are accurate and appropriately scheduled. Several items scheduled for 2011 have been pushed to later years because they are in good condition. The remaining items include two pieces of floor and carpet cleaning equipment which were scheduled for replacement in 2010 but were deemed in good enough condition to be postponed until 2011, replacing the pond fountain and replacing more of the selectorized equipment in the gym. These items are not shown as part of the capital outlay. Financial Impact: The R &R items to be replaced this year are: Floor and carpet cleaning equipment ($5,000), selectorized equipment ($20,000), and pond fountain ($8,000). Service Level Impact: The visual and functional operation of the building is maintained. 1 a City of Bap,aa Acct REVEN 4304 PERSONALTRAINERS 4305 EQUIPMENT RENTAL 4310/4311 PARK PROGRAM REVENUE 4312 CONCESSION SALES 4314/4315 MERCHANDISE SALES 4316/4317 GROUP SALES 4318 DAILY ADMISSIONS 4321 MEMBERSHIPS 4323 VENDING (VENDORS) 4324 ROOM RENTALS 4326 FACILITY RENTAL 4328 CONTRACT REVENUE 4329 PASSPORT PROCESSING 4621 ECVB RENT 4840 INTERNAL REVENUE SUBTOTAL OTHER FUNDING SOURCES TRANSFER IN- ANTENNA LEASE REVENUE SUBTOTAL TOTAL REVENUES Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Contstruction Projects Merchandisefor Resale Reserve for Renewal & Replace. Total Depreciation Expense Debt Service 2011 Proposed Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations Actual 2008 $ 76,169 15,270 11,065 67,451 2,272 52,608 85,690 678,753 4,966 215,003 (2,514) 106,298 29,575 11,171 66,784 1,420,562 228,498 228,498 Actual 2009 $ 61,786 14,044 10,210 70,077 1,932 51,118 88,040 622,475 4,723 244,520 380 79,381 21,875 12,320 61,654 1,344,534 235,706 235,706 Operating Budget REVENUE SUMMARY Budget Budget 2010 2011 $ 59,500 $ 69,000 14,900 21,000 11,900 14,000 50,200 67,100 2,300 1,500 53,200 47,500 105,500 108,000 690,000 683,900 5,000 5,000 308,200 334,800 900 900 84,600 84,600 30,000 11,200 11,200 6,500 7,500 1,433,900 1,456,000 213,800 216,700 213,800 216,700 $ 1,649,060 $ 1,580,240 $ 1,647,700 $ 1,672,700 EXPENDITURE SUMMARY Proposed Actual Actual Budget Budget 2008 2009 2010 2011 $ 1,001,100 $ 1,000,652 $ 1,011,500 $ 1,046,300 64,423 54,538 59,500 61,100 382,879 333,464 384,800 355,300 44,278 4,684 7,300 23,000 1,832 30,048 28,902 26,600 29,000 124,500 158,000 158,000 158,000 $ 1,649,060 $ 1,580,240 $ 1,647,700 $ 1,672,700 $ 506,112 $ 484,682 $ 451,800 $ 480,800 1,119,698 1,119,581 1,124,500 1,126,200 13 4 City of Cap Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours Maintenance Engineer 1 1 1 1 2,080 Fitness Coordinator 1 1 1 1 2,080 Rental Room Coordinator 1 1 1 1 2,080 Facility Operations Coordinator 1 1 1 1 2,080 Lead Custodian /Maintenance 1 1 1 1 2,080 Custodial 3 3 3 3 6,240 MOD 2 2 2 2 4,160 Total 10 10 10 10 20,800 2011 WORK PLAN Activity 2011 Proposed Budget Operating Budget Routine 1 Respond to public comments or requests via phone or in person 2 Provide support to the day -to -day fitness center 3 Daily maintenance and cleaning of building 4 Provide support to the day -to -day concessions operation 5 Register participants in recreation programs, memberships or daily admissions 6 Set up and change room configurations to accommodate multiple events 7 Develop promotional materials for specialized uses: Blast /Rentals /Fitness 8 Manage staff scheduling and training to meet the demands of the building 9 Recruit, hire, train and supervise temporary and part -time employees 10 Provide work direction to ensure high level of customer service is maintained 11 Manage the building infrastructure to ensure efficient, safe and clean environment 12 Establish and manage fitness programs, classes and memberships 13 Coordinate the rentals of all available spaces within the building 14 Provide input and directions pertaining to policies, budget and general operation of ECC 15 Develop and manage capital improvements and long -range planning 16 Develop and manage policies & procedures that best meet the needs of the community 17 Coordinate outdoor events with indoor activities 44 1 1 ` City of EaQao Acct PERSONAL SERVICES 6110 SALARIES AND WAGES- REGULAR 6112 OVERTIME - REGULAR 6130 SALARIES AND WAGES - TEMPORARY 6131 OVERTIME - TEMPORARY 6142 PERA - COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE INSURANCE 6154 DISABILITY- LONG TERM 6155 WORKERS COMPENSATION 6157 RETIREE INSURANCE FUNDING TOTAL PERSONAL SERVICES PARTS & SUPPLIES 6210 OFFICE SUPPLIES 6211 OFFICE PRINTED MATERIAL/FORMS 6212 OFFICE SMALL EQUIPMENT 6220 OPERATING SUPPLIES - GENERAL 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 6223 BUILDING /CLEANING SUPPLIES 6224 CLOTHING /PERSONAL EQUIPMENT 6227 RECREATION EQUIPMENT SUPPLIES 6230 REPAIR/MAINTENANCE SUPP-GENL 6232 SMALL EQUIPMENT REPAIR PARTS 6233 BUILDING REPAIR SUPPLIES 6240 SMALL TOOLS 6241 SHOP MATERIALS 6244 CHEMICALS & CHEMICAL PRODUCTS 6257 SIGNS & STRIPING MATERIAL 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES 6314 AUDITING 6315 FINANCIAL- NON -AUDIT 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6348 MATRIX SERVICE & REPAIR 6353 PERSONAL AUTO /PARKING 6355 CELLULAR TELEPHONE SERVICE 6357 GENERAL ADVERTISING 6370 GENERAL PRINTING AND BINDING 6385 INSURANCE 6405 ELECTRICITY 6410 NATURAL GAS SERVICE 2011 Proposed Budget Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations Actual 2008 448,856 345,000 44,474 57,630 88,971 1,052 1,813 10,334 2,969 1,001,100 2,772 1,751 1,790 14,352 66 18,150 2,343 6,116 3,114 3,666 7,244 632 608 1,170 552 95 64,423 Actual 2009 468,297 Budget 2010 $ 477,000 Operating Budget LINE ITEM DETAIL Budget 2011 $ 488,300 316,908 310,000 315,000 46,811 46,400 47,400 56,169 60,200 61,500 98,834 106,900 122,900 1,054 1,848 10,732 11,000 11,200 1,000,652 1,011,500 1,046,300 2,594 3,000 3,000 694 1,500 1,700 492 500 12,717 9,800 11,700 378 300 300 17,352 20,000 20,000 1,047 1,500 1,800 3,857 4,800 4,500 2,647 3,000 3,000 2,013 2,500 2,000 8,264 9,000 8,700 291 500 700 555 700 700 1,287 2,000 1,600 254 800 600 95 100 300 54,538 59,500 61,100 16,830 2,510 2,200 3,900 2,200 1,900 2,500 2,000 - - 800 800 3,598 1,313 4,200 1,000 3,499 3,607 4,300 4,900 90 900 500 664 279 700 400 878 903 900 900 12,255 11,004 10,000 10,500 10,285 1,611 1,300 2,300 26,600 27,700 27,700 28,300 145,429 137,618 157,000 147,000 86,248 50,136 100,000 83,200 40 City of Ekon Community Center Responsible Manager: Cherryl Mesko, Superintendent of Operations LINE ITEM DETAIL (CONT'D) 2011 Proposed Budget Operating Budget Actual Actual Budget Budget SERVICES & OTHER CHARGES (CONTD) 2008 2009 2010 2011 6426 SMALL EQUIPMENT REPAIR -LABOR 2,212 - $ - $ 6475 MISCELLANEOUS 2,025 30,301 1,000 2,100 6476 CONFERENCES AND SCHOOLS 149 573 3,000 2,000 6477 LOCAL MEETING EXPENSES 1,502 101 500 500 6478 TUITION AND BOOK REIMBURSEMENT - 3,000 6479 DUES AND SUBSCRIPTIONS 1,273 986 400 400 6480 LICENSES, PERMITS AND TAXES 1,159 1,036 1,600 1,600 6482 AWARDS, JUDGEMENTS, AND LOSSES 180 184 - 6487 VISA BANK CHARGES 17,981 17,743 18,000 17,800 6535 OTHER CONTRACTUAL SERVICES 27,962 22,338 24,900 24,800 6539 WASTE REMOVAL/SANITATION SERV 5,741 5,808 6,500 6,700 6569 MAINTENANCE CONTRACTS 14,117 15,812 13,400 13,700 OTHER SERVICES AND CHARGES 382,879 333,464 384,800 355,300 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 17,281 3,064 1,100 4,500 6650 FURNITURE & FIXTURES 3,461 - 6660 OFFICE FURNISHINGS & EQUIPMENT 4,449 161 2,000 4,900 6670 OTHER EQUIPMENT 19,087 1,459 4,200 13,600 CAPITAL OUTLAY 44,278 4,684 7,300 23,000 CONSTRUCTION PROJECTS 6756 BUILDING & STRUCTURES CONTRUCTION PROJECTS MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE MERCHANDISE FOR RESALE IG 1,832 1,832 30,048 30,048 28,902 28,902 26,600 26,600 29,000 29,000 RESERVE FOR RENEWAL & REPLACEMENT 124,500 158,000 158,000 158,000 TOTAL COMMUNITY CENTER $ 1,649,060 $ 1,580,240 $ 1,647,700 $ 1,672,700 1.52% DEBT SERVICE 6490 PRINCIPAL 605,000 630,000 650,000 680,000 6491 INTEREST 514,267 489,150 474,100 445,800 6492 PAYING AGENT /BOND DESTRUCTION 431 431 400 400 TOTAL DEBT SERVICE 1,119,698 1,119,581 1,124,500 1,126,200 6488 DEPRECIATION & AMORTIZATION $ 506,112 $ 484,682 $ 451,800 $ 480,800 Water Public Utilities Fund 2011 Budget Revenue and Expense Summary Sanitary Street Storm Water Sewer Lighting Drainage Quality TOTALS Revenues: Service charges $ 5,025,000 $ 5,822,000 $ 565,500 $ 418,900 $ 820,600 $ 12,652,000 Connection permits 1,500 2,000 - 3,500 Meter sales 15,000 15,000 Other 8,500 13,000 21,500 Total revenues 5,050,000 5,824,000 565,500 418,900 833,600 12,692,000 Operating expenses: Personal services 1,151,000 488,200 - 38,900 376,100 2,054,200 Supplies, repairs, maint. 334,200 47,600 - 14,100 61,700 457,600 Other services & charges 2,189,300 1,035,800 549,000 112,900 195,000 4,082,000 Merchandise for resale 20,000 - - - 20,000 Capital outlay 34,300 44,000 - 65,000 12,800 156,100 MCES disposal charges - 4,447,700 - - 4,447,700 Total operating exp 3,728,800 6,063,300 549,000 230,900 645,600 11,217,600 Net cash inflow (outflow) 1,321,200 (239,300) le 16,500 188,000 188,000 1,474,400 Other non - departmental revenues: Interest income 520,000 Connection charges 125,000 Antenna lease revenue (excludes ECC allocation) 551,000 Other 52,300 Total - non -dept revenue 1,248,300 Net cash inflow (outflow) $ 2,722,700 2011 Utilities Fund revenue estimates 10/6/2010 Detail by Dept 2011 Budget PUBLIC UTILITIES ENTERPRISE FUND Detail of Revenues Actual Actual Budget Budget Acct 2008 2009 2010 2011 DEPARTMENTAL: Water 4505 Water Service Fees $4,571,355 $4,908,221 $5,064,500 $5,000,000 4506 Water Service Penalties 25,191 28,309 23,300 25,000 4507 Water Connection Permits 2,700 1,000 4,200 1,500 4509 Sale of Meters 26,175 11,629 33,600 15,000 4511 Sale of Property 4,546 3,243 - 4512 Water Turn Off /On Fee 2,310 8,215 7,000 7,000 4521 Constr Meter Permits 1,760 1,000 1,900 1,500 4,634,037 4,961,617 5,134,500 5,050,000 Sanitary Sewer 4530 Sanitary Sewer Service Fees 4,784,566 5,131,623 6,090,000 5,800,000 4531 Sanitary Sewer Penalties 20,327 22,020 21,000 22,000 4532 San Sewer Connection Permits 2,350 1,300 3,500 2,000 4,807,243 5,154,943 6,114,500 5,824,000 Street Lights 4550 Neighborhood Light Svc Fees 323,180 334,505 345,000 360,000 4551 Neighbrhd /Comm Lt Penalties 2,459 2,642 2,300 2,500 4560 Community Light Service Fees 182,025 188,097 194,600 203,000 507,665 525,244 541,900 565,500 Storm Drainage /Water Quality 4540 Storm Drainage Service Fees 1,110,414 1,155,937 1,184,700 1,235,000 4541 Storm Drainage Penalties 4,347 4,437 4,700 4,500 4226 Developer Escrow Reimbursmt 39,000 8,205 45,000 10,000 4672 Water Quality Dedication Fees 25,334 2,393 35,000 3,000 1,179,094 1,170,972 1,269,400 1,252,500 NON - DEPARTMENTAL: 4031 Assmt Penalties and Interest 3,663 5,107 3,000 4,000 4140 State Grants 37,106 48,051 - 4160 State PERA Aid 4,442 4,442 4,400 4,400 4228 Eng / Financial Information 196 205 500 200 4242 Maint Equipment and Personnel 7,324 15,894 8,300 8,000 4243 Manual Reading -Ded Bill Meters 800 640 1,200 700 4605 Amort on Bond Premium 36,937 36,937 36,900 4610 Interest on Investments 1,690,092 1,114,754 800,000 430,000 4612 Interest on Assessments 95,375 107,988 85,000 90,000 4615 Change in Fair Value of Inv 433,045 (662,532) 4617 Antenna Lease Admn Fees 10,000 2,000 2,000 4618 Site Survey / Eng Applic Review 2,500 5,500 2,000 5,000 4619 Antenna Lease Landscape Escow 7,500 5,000 2,000 5,000 4620 Antenna Site Rent (excludes ECC) 305,024 348,916 401,400 551,000 4658 Vehicle Sales - 25,000 4675 Wetlands Consery Appl Fee 300 2,200 4680 Connection Charge - -Water 77,847 22,515 70,000 25,000 4685 Conn Chg- -Water Treatmt Plant 163,786 163,758 140,000 100,000 4691 Other Revenue 3,057 4,514 2,500 3,000 4822 Other Reimbursements 27,368 22,115 15,000 20,000 2,906,363 1,271,004 1,574,200 1,248,300 GRAND TOTAL S 14,034,40Z $ 13,083,780 S 14,634,500 S 13,940,300 1 9 4 City of Ekoo Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PERFORMANCE INDICATORS 2011 Proposed Budget Operating Budget PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Department is to: • Continue operation and preventative maintenance for the City's water distribution system. • Provide safe and clean drinking water for the City. • Maintain the quality of the drinking water supply and test for compliance to all State and Federal requirements. The Public Utilities — Water Department is responsible for the following functions: • Inspect and maintain the water distribution system, including point -of -use metering. • Supply and treat all potable water needed within the City including sampling, testing and chemical treatment to assure water quality that meets or exceeds State and Federal health standards. Inspect and maintain storage facilities, wells, and pressure control stations. • Respond to customer inquiries. • Assist other departments when needed. • Respond to emergency repairs. 2008 2009 2010 2011 Description Actual Actual Estimate Target Water main breaks /Service Leaks 11/3 2 7 5 Gal lons of safe drinking water produced per day per capita 141 140 150 150 MN Dept. of Health samples collected 840 840 900 840 Backflow preventers tested 776 698 860 900 Meter service calls 2,908 2,660 1,600 1,600 Customer service calls 3,839 3,498 2,300 2,400 Hydrants flushed 4,029 3,825 3,900 4,100 Hydrants painted 584 657 650 650 Locates performed 8,356 7,332 8,900 9,000 4 City of Ekon Parts and Supplies 9% Personal Services 31% Expenditure by Category expenditures, which can fluctuate from year to year. Financial Impact: Decrease of $68,900 from 2010 budget Service Level Impact: None 2011 Proposed Budget Operating Budget Public Utilities — Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Services HIGHLIGHTS & CHANGES and Other Overview: The 2011 Water division operating expense Charges budget reflects an overall decrease of $53,200, or 59% (1.4 %) from 2010, due largely to the reduction in the administrative transfer to the General Fund. Capital Highlight /Change 1: The administrative transfer to the Outlay General Fund, which covers utility billing and other 0% 1% administrative services and overhead paid for out of the General Fund and provided to the Utilities Fund, is reduced from the prior year. A large component of the administrative transfer calculation is based on the prior year's Highlight /Change 2: The final payment on the 2005 Water Revenue Refunding bonds will made in December 2010. Financial Impact: Annual debt service payment of roughly $825,000 will not be required in 2011 Service Level Impact: None Highlight /Change 3: An increase in water treatment chemicals & chemical products has been offset by continued fine tuning of the application rates through laboratory analyses and control equipment calibration. While this is based on a 4- year average of water consumption, it is directly related to the volume of water produced to meet the community's demand. Financial Impact: Decrease of $7,900 over the 2010 budget Service Level Impact: None Highlight /Change 4: An increase in electricity is offset by decreases in natural gas service for power generation for wells and treatment plant pumps and increased energy efficiencies in the heating and cooling equipment for building operations. Financial Impact: Increase in electricity of $84,300 and a decrease of $79,500 in natural gas respectively results in a net increase of only $4,800 over the 2010 budget Service Level Impact: None Highlight /Change 5: Using in -house personnel for water main break street repair labor will eliminate the need for contractual services to perform this work. Financial Impact: Decrease of $11,200 over the 2010 budget Service Level Impact: Possible decrease in the timely repair of street surfaces based on competing in -house demand on personnel resources. Highlight /Change 6: Increase in licenses is due to annual lab license fee from Minnesota Department of Health. Financial Impact: Increase of $3,000 over the 2010 budget Service Level Impact: There is no change in the level of service. This is an unfunded mandate that is levied against all communities in the State. Highlight /Change 7: Increase for other contractual services to Dakota County Communications for maintenance of the 800 MHz emergency radio communication system for Public Works. While this charge will occur during 2010, it was implemented in 2009 subsequent to the preparation of the 2010 budget and is not included in the 2010 budget. Financial Impact: Increase of $8,100 over the 2010 budget Service Level Impact: Will provide increased communications between Public Works and other emergency responders providing for better coordination and increased safety for the community. 1 , 14 ` City of Cap Public Utilities - Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Highlight /Change 8: Decrease in maintenance contracts due to the acquisition of a license agreement for Cityworks and GIS software in 2010. Financial Impact: Decrease of $12,000 from the 2010 budget Service Level Impact: None EXPENDITURE SUMMARY Expenditure Personal Services Parts and Supplies Services and Other Charges Capital Outlay Construction Projects Merchandise for Resale Total Bond Payment - Principal Bond Payment - Interest Paying Agent /Bond Destrctn Fee Debt Service Payments Depreciation Expense POSITION INVENTORY Personnel Superintendent Water Production/Treatment Supervisor Utility Field Operations Supervisor Administrative Assistant (System Analyst) Senior GIS Technician GIS Technician Utilities Inspector System Maintenance Workers Water Treatment /Production Workers Utility Technician Total 2011 WORK PLAN Activity Routine 1 Water Administration 2 Water Field Operation /Repair 3 Erosion control 4 GIS /GPSAdministration 5 Treatment Plant /Production 6 Emergency call outs 2011 Proposed Budget Actual 2008 $ 927,884 307,691 1,905,198 26,118 77,127 $ 3,244,018 725,000 114,186 403 839,589 $ 1,875,041 2008 0.67 1 0.33 1 1 1 1 3 4 0.5 13.50 Proposed Actual Budget Budget 2009 2010 2011 $ 1,044,919 $ 1,139,500 $ 1,151,000 274,592 328,300 334,200 2,042,355 2,259,300 2,189,300 23,052 34,900 34,300 712 - 20,000 20,000 $ 3,385,630 $ 3,782,000 $ 3,728,800 2009 0.67 1 0.33 1 1 1 1 3 4 0.5 13.50 77,895 77,895 $ 2,036,457 2010 0.67 1 0.33 1 0.8 1 1 3 4 0.5 13.30 Operating Budget 785,000 785,000 39,300 39,300 500 500 824,800 824,800 $ 1,783,700 $ 1,939,600 2011 0.67 1 0.33 1 0.8 1 1 3 4 0.5 13.30 Hours 1,394 2,080 686 2,080 1,664 2,080 2,080 6,240 8,320 1,040 27,664 40 City of Eagan Acct PERSONAL SERVICES 6110 SALARIES AND WAGES - REGULAR 6112 OVERTIME - REGULAR 6130 SALARI ES AND WAGES- TEMPORARY 6131 OVERTI ME- TEMPORARY 6142 PERA- COORDINATED 6144 FICA 6151 HEALTH INSURANCE 6152 LIFE 6154 DISABILITY - LONGTERM 6155 WORKERS COMPENSATION 6157 RETIREE HEALTH INSURANCE FUNDING TOTAL PERSONAL SERVI CES PARTS & SUPPLIES 6210 OFFICE SUPPLI ES 6211 OFFICE PRINTED MATERIAL/FORMS 6212 OFFICE SMALL EQUIPMENT 6215 REFERENCE MATERIALS 6220 OPERATI NG SUPP LI ES-GENERAL 6222 MEDICAL/RESCUE /SAFETY SUPPLI ES 6223 BUILDING /CLEANING SUPPLIES 6224 CLOTHING /PERSONAL EQUIPMENT 6230 REPAI R /MAI NTENANCE SUPPLI ES- GENERAL 6231 MOBILE EQUIP REPAIR PARTS 6232 SMALL EQUI PMENT REPAI R PARTS 6233 BUILDING REPAIR SUPPLIES 6234 FIELD /OTHER EQUIPMENTREPAIR 6235 FUEL, LUBRICANTS, ADDITIVES 6238 COMMUNICATION SYSTEM PARTS 6240 SMALL TOOLS 6244 CHEMICALS & CHEMICAL PRODUCTS 6250 LANDSCAPE MATERIAL & SUPPLI ES 6255 STREET REPAIR SUPPLIES 6257 SIGNS & STRIPING MATERIAL 6260 UTILITY SYSTEM PARTS /SUPPLIES 6270 COMPUTER SOFTWARE TOTAL PARTS & SUPPLIES SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 6314 AUDITING 6323 TESTING SERVI CES 6346 POSTAGE 6347 TELEPHONE SERVICE & LINE CHG 6348 MATRIX SERVICE - REPAIR 6351 PAGER SERVICE FEES 6352 TELEPHONE CIRCUITS 6353 PERSONAL AUTO /PARKI NG 6354 CAR WASHES 6355 CELLULAR TELEPHONE SERVICE 6356 ONE CALL SERVICE FEE 6370 GENERALPRINTING AND BINDING 2011 Proposed Budget Public Utilities - Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities Actual Actual 2008 2009 $ 665,219 $ 753,664 14,345 7,905 26,324 15,966 148 - 43,052 50,792 49,591 55,987 100,029 127,490 1,343 1,557 2,386 2,785 25,446 28,774 927,884 1,044,919 Operating Budget LINE ITEM DETAIL Budget Budget 2010 2011 $ 800,000 $ 802,600 16,000 16,000 26,000 26,000 57,100 64,400 139,300 57,300 64,600 147,200 36,700 37,300 1,139,500 1,151,000 10,636 6,310 4,000 4,000 - 200 200 63 - - 576 94 200 200 8,042 3,537 2,400 2,400 3,512 2,213 1,700 1,700 3,946 4,032 5,000 4,000 3,173 3,188 3,900 3,900 8,063 7,102 1,200 7,500 5,313 5,338 3,600 3,600 7.73 300 300 22,841 4,694 8,000 8,000 - 119 - - 23,263 12,350 20,100 21,800 - 968 - - 2,124 461 500 500 89,938 118,330 100,500 93,600 2,900 2,900 4,023 17,686 4,000 10,800 865 300 300 110,425 81,567 59,500 58,500 11,755 4,965 110,000 110,000 307,691 274,592 328,300 334,200 153,940 79,742 46,200 46,300 5,500 4,800 3,900 6,000 1,547 3,265 7,500 3,500 17,948 14,997 18,800 18,800 6,679 23,484 5,100 5,100 - 575 - - 377 465 200 400 1,524 1,524 1,600 1,600 364 241 - 300 102 18 - - 2,814 3,778 2,200 4,100 4,755 5,999 6,700 6,700 14,630 5,489 5,800 5,800 4 City of EaQan Public Utilities - Water Department (61) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL(CONT'D) Budget Budget Budget Budget Acct SERVICES & OTHER CHARGES 2008 2009 2010 2011 6385 INSURANCE $ 73,000 $ 78,000 $ 78,000 $ 79,600 6409 ELECTRICITY -WELLS /BOOSTER STN 644,305 757,261 710,300 795,600 6410 NATURAL GAS SERVICE 175,026 107,983 193,000 113,500 6425 MOBILE EQUIPMENT REPAIR LABOR 1,241 267 500 500 6426 SMALL EQUIPMENT REPAIR LABOR 73 6427 BLDG OPERATIONS /REPAIR -LABOR 2,263 110 2,000 2,000 6428 FIELD /OTHER EQUIPMENT REPAIR 887 - 6429 STREET REPAIR -LABOR 11,200 - 6432 UTILITY SYSTEM REPAIR -LABOR (32,473) 51,734 160,800 160,800 6457 MACHINERY &EQUIPMENT- RENTAL 993 513 - 6476 CONFERENCES AND SCHOOLS 12,670 6,921 6,900 10,000 6477 LOCAL MEETING EXPENSE 340 21 - 6478 TUITION AND BOOK REIMBURSEMENT 1,500 9,600 6479 DUES AND SUBSCRIPTIONS 5,044 4,443 4,500 4,500 6480 LICENSES, PERMITS AND TAXES 92,327 15,401 58,900 61,900 6482 AWARDS, JUDGEMENTS AND LOSSES 475 184 - 6487 VISA /MC BANK CHARGES 710 784 800 6505 PUBLIC UTILITYADMIN FEE 643,800 803,100 848,800 779,900 6506 TRANSFER FOR CENTRAL SVCS 57,600 50,500 51,100 46,100 6535 OTHER CONTRACTUAL SERVICES 1,448 2,854 6,500 10,100 6537 JANITORIAL SERVICE 5,700 9,085 6539 WASTE REMOVAL/SANITATION SERV 612 498 500 6563 LANDSCAPING 211 - 6569 MAINTENANCE CONTRACTS 9,653 7,432 16,400 4,400 6575 MCESDISPOSALCHARGES 10,900 10,900 OTHER SERVICES AND CHARGES 1,905,198 2,042,355 2,259,300 2,189,300 CAPITAL OUTLAY 6631 SPECIAL ASSESSMENTS ON CITY OWNED PROPERTY 609 - 6670 OTHER EQUIPMENT 26,118 22,443 12,900 14,300 6680 MOBILE EQUIPMENT 22,000 20,000 CAPITAL OUTLAY 26,118 23,052 34,900 34,300 CONSTRUCTION PROJECTS 6700 CONSTRUCTION PROJECTS 77,127 712 CONSTRUCTION PROJECTS 77,127 712 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE - 20,000 20,000 MERCHANDISE FOR RESALE - 20,000 20,000 TOTAL WATER DEPARTMENT DEBT SERVICE 6490 BONDPAYMENT - PRINCIPAL 725,000 6491 BOND PAYMENT- INTEREST 114,186 6492 PAYING AGENT /BOND DESTRCTN FEE 403 TOTAL DEBT SERVICE 839,589 6488 DEPRECIATION EXPENSE 2011 Proposed Budget Operating Budget 02c7 $ 3,241018 $ 3,385,630 77,895 77,895 $ 1,875,041 $ 2,036,457 785,000 39,300 500 824,800 $ 3,782,000 $ 3,728,800 -1.41% $ 1,783,700 $ 1,939,600 4 4! ° ` City orEeQat' 2011 Proposed Budget Operating Budget THIS PAGE LEFT INTENTIONALLY BLANK City of Bap Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Sewer Department is to: • Provide uninterrupted sanitary sewer collection to the City of Eagan. • Meet all Federal standards in waste water management. 2011 Proposed Budget Operating Budget The Public Utilities — Sewer Department is responsible for the following functions: • Maintain sanitary sewer collection system including pipes, manholes, and lift stations. • Assist other departments as directed. • Report to all State and Federal agencies required by law. • Inspect and maintain the waste water collection system and ensure its sanitary conveyance to the Metropolitan Treatment Facility at Seneca. PERFORMANCE INDICATORS 2008 2009 2010 2011 Description Actual Actual Estimate Target Televised sewer pipe, in feet 92,728 127,605 80,000 200,000 Sewer pipejetted, in miles 68 95 110 150 Sewer pipe relined, i n feet 4,735 5,258 5,000 5,000 New sewer service accounts 47 41 100 50 4 City of Cap Parts an Supplies 1% Expenditure by Category 2011 Proposed Budget Operating Budget Capital Outlay 1% Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities HIGHLIGHTS & CHANGES Overview: The 2011 Sewer division budget is down $46,400, or (0.8 %) from the 2010 budget, primarily due to the completion of several previous multi -year maintenance upgrade programs, the reduction in administrative transfer to the General Fund, and significant bid price reductions on competitively bid contractual maintenance services (i.e., sewer lining). 1 Highlight /Change 1: Regular Metropolitan Council Environmental Services (MCES) disposal charges are projected to increase 1.0% over 2010. These fees are set by the Met Council and allocated to cities for collection for system users. Financial Impact: Increase of $44,900 over 2010 budget Service Level Impact: None Highlight /Change 2: The administrative transfer to the General Fund, which covers utility billing and other administrative services and overhead paid for out of the General Fund and provided to the Utilities Fund, is reduced from the prior year. A large component of the administrative transfer calculation is based on the prior year's expenditures, which can fluctuate from year to year. Financial Impact: Decrease of $32,700 from 2010 budget Service Level Impact: None Highlight /Change 3: A 3 -year program to upgrade the System Control and Data Acquisition (SCADA) controls under utility system parts /supplies was completed in 2010 and the need to budget for future costs has been eliminated. Financial Impact: Decrease of $10,000 from 2010 budget Service Level Impact: None Highlight /Change 4: A reduction in professional services results from a reduction in the inflow and infiltration (I &I) meter flow evaluations as the I &I inspection program progresses through the City. Financial Impact: Decrease of $11,900 from 2010 budget Service Level Impact: None Highlight /Change 6: Competitive pricing for sewer lining rehab as a result of the economy has provided significant reductions in utility system repair /labor costs. Financial Impact: Decrease of $45,000 from 2010 budget Service Level Impact: None Highlight /Change 7: The one -time acquisition of a software program for the closed- circuit televising (CCTV) program was completed under the 2010 budget. Financial Impact: Decrease of $8,000 from 2010 budget Service Level Impact: None *City of BaQau Public Utilities — Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities EXPENDITURE SUMMARY 2011 Proposed Budget Operating Budget Proposed Actual Actual Budget Budget Expenditure 2008 2009 2010 2011 Personal Services $ 436,233 $ 480,137 $ 481,100 $ 488,200 Parts and Supplies 79,381 36,032 64,000 47,600 Services and Other Charges 4,452,143 4,705,958 5,542,700 5,483,500 Capital Outlay 7,662 62,133 21,900 44,000 Transfer Out Total $ 4,975,419 $ 5,284,260 $ 6,109,700 $ 6,063,300 Depreciation Expense $ 642,262 $ 673,440 $ 639,000 $ 667,400 POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours Superintendent 0.33 0.33 0.33 0.33 686 Utilities Operations Supervisor 0.67 0.67 0.67 1 2,080 System Maintenance Workers 4 4 4 4 8,320 Administrative Assistant (System Analyst) 0.33 0 0 0 - Utility Technician 0.5 0.5 0.5 0.5 1,040 Total 5.83 5.50 5.50 5.83 12,126 2011 WORK PLAN Activity Routine 1 Sanitary sewer administration 2 Sanitary sewer field operation /repair maintenenance 3 I & I mitigation 4 Emergency call outs City of Cap 2011 Proposed Budget Operating Budget Public Utilities - Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2008 2009 2010 2011 6110 SALARIES AND WAGES- REGULAR $ 310,693 $ 331,975 $ 329,600 $ 332,300 6112 OVERTIME - REGULAR 9,762 14,215 14,400 14,400 6130 SALARIES AND WAGES- TEMPORARY 10,256 8,994 8,600 8,600 6131 OVERTIME - TEMPORARY 195 - 6142 PERA - COORDINATED 20,707 23,248 24,100 24,300 6144 FICA 23,970 25,967 27,000 27,200 6151 HEALTH INSURANCE 42,827 56,037 50,400 54,200 6152 LIFE 652 706 6154 DISABILITY - LONGTERM 1,145 1,241 6155 WORKERS COMPENSATION 16,025 17,755 27,000 27,200 6157 RETIREE INSURANCE FUNDING - - TOTAL PERSONAL SERVICES 436,233 480,137 481,100 488,200 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,457 3,491 4,900 4,900 6220 OPERATING SUPPLIES - GENERAL 914 199 1,000 1,000 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 655 183 1,200 1,200 6223 BUILDING /CLEANING SUPPLIES - - 300 300 6224 CLOTHING /PERSONAL EQUIPMENT 1,589 1,883 1,700 1,700 6230 REPAIR /MAINTENANCE SUPPLIES- GENERAL 365 11 500 500 6231 MOBILE EQUIP REPAIR PARTS 6,247 3,487 3,200 2,300 6233 BUILDING REPAIR SUPPLIES - 69 6234 FIELD /OTHER EQUIPMENT REPAIR 8,987 6235 FUEL, LUBRICANTS, ADDITIVES 24,761 13,904 22,800 25,500 6240 SMALL TOOLS - 61 200 200 6250 LANDSCAPE MATERIALS & SUPPLIES 140 24 6255 STREET REPAIR SUPPLIES - 615 1,000 1,000 6257 SIGNS & STRIPING MATERIAL - 104 200 6260 UTILITY SYSTEM PARTS /SUPPLIES 32,266 12,002 19,000 9,000 6270 COMPUTER SOFTWARE - - 8,000 TOTAL PARTS & SUPPLIES 79,381 36,032 64,000 47,600 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 24,660 104,756 42,700 30,800 6311 LEGAL - 1,175 - 6314 AUDITING 5,500 4,800 3,900 6,000 6346 POSTAGE 17,624 14,820 18,800 18,800 6347 TELEPHONE SERVICE & LINE CHG 7,600 7,091 3,100 3,100 6351 PAGER SERVICE FEES 295 416 300 6352 TELEPHONE CIRCUITS 2,555 3,870 2,000 3,500 6355 CELLULAR TELEPHONE SERVICE 2,295 2,169 1,900 2,000 6356 ONE CALL SERVICE FEES 7,077 5,154 6,700 6,700 6359 LEGAL NOTICE PUBLICATION 140 - - 6385 INSURANCE 13,000 13,800 13,800 14,100 6405 ELECTRICITY 332 477 400 a9 City of Cap Public Utilities - Sewer Department (62) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget 2008 2009 2010 2011 6408 ELECTRICITY -LIFT STATIONS $ 20,147 $ 23,003 $ 22,200 $ 24,200 6425 MOBILE EQUIPMENT REPAIR LABOR - 1,035 1,000 1,000 6427 BUILDING OPERATIONS /REPAIR -LAB 1,000 - 6429 STREET REPAIR -LABOR 1,000 1,000 6430 COMMUNICATION SYSTEM RPR -LABOR - 400 400 6432 UTILITYSYSTEM REPAIR -LABOR 4,137 3,109 163,000 118,000 6440 1/I MITIGATION - SUMP PUMP - 363,800 350,000 6441 I/1 MITIGATION - OTHER - 50,000 50,000 6457 MACHINERY AND EQUIPMENT - 1,000 1,000 6476 CONFERENCES AND SCHOOLS 920 285 2,400 2,400 6477 LOCAL MEETING EXPENSES - 300 300 6478 TUITION AND BOOK REIMBURSEMENT - 3,000 - 6479 DUES AND SUBSCRIPTIONS 24 16 - 6480 LICENSES, PERMITS AND TAXES 335 67 1,000 200 6487 VISA /MC BANK CHARGES 710 784 800 6505 PUBLIC UTILITYADMIN FEE 306,400 381,800 403,500 370,800 6506 TRANSFER FOR CENTRAL SVCS 28,800 23,100 25,600 23,100 6535 OTHER CONTRACTUAL SERVICES 670 5,300 5,300 6537 JANITORIAL SERVICE 5,240 - 6539 WASTE REMOVAL/SANITATION SERVICES 309 445 400 6569 MAINTENANCE CONTRACTS 1,782 1,224 2,200 1,500 6575 MCES DISPOSAL CHARGES 4,002,261 4,111,892 4,402,800 4,447,700 OTHER SERVICES AND CHARGES 4,452,143 4,705,958 5,542,700 5,483,500 CAPITAL OUTLAY 6640 MACHINERY /EQUIPMENT 235 - 6670 OTHER EQUIPMENT 7,427 62,133 - 6680 MOBILE EQUIPMENT - 21,900 44,000 CAPITAL OUTLAY 7,662 62,133 21,900 44,000 6805 TRANSFER OUT TRANSFER OUT TOTAL SEWER DEPARTMENT 6488 DEPRECIATION EXPENSE TRANSFER OUT 2011 Proposed Budget Operating Budget $ 4,975,419 $ 5,284,260 $ 6,109,700 $ 6,063,300 $ 642,262 $ 673,440 -0.76% 639,000 $ 667,400 41 City of Cap 2011 Proposed Budget Operating Budget THIS PAGE LEFT INTENTIONALLY BLANK 3 1 4! City of EaQan Public Utilities — Street Lighting (63) Responsible Manager: Russ Matthys, City Engineer 2011 Proposed Budget Operating Budget PURPOSE & DESCRIPTION The purpose of the Public Utilities — Street Lighting Department is to: • Provide adequate lighting for public safety on city streets and at signalized intersections within the City of Eagan. • Ensure the electrical provisions for the traffic control signals within the City of Eagan. • Coordinate the maintenance of the street lighting system for optimal performance. • Administer the maintenance of the traffic control signals' operation and infrastructure. The Public Utilities — Street Lighting Department is responsible for the following functions: • Coordinate the installation of street lights on all streets within City jurisdiction, both private developments and public improvements. • Address maintenance needs of the street lighting system & traffic control signals within the City, including light replacement, pole repair /refurbishment. • Provide field surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements for street lights. • Manage the reimbursement of electrical services for street lighting and traffic signals. • Update Capital Improvement Program for City's street light and traffic control signals. • Coordinate /present Public Hearings /Final Assessment Hearings for City improvements for street lights. PERFORMANCE INDICATORS 2008 2009 2010 2011 Description Actual Actual Estimate Target Streetlights maintained (city- owned) 447 0 450 450 New street lights installed (city- owned) 57 0 15 6 Upgradeexistingstreetlights (utility- owned) 8 0 7 0 Traffic signals (city, county & state) 70 0 70 70 Newtraffic signals installed (city, county & state) 1 0 0 1 3a A City of Eaton Services and Other Charges 100.0% Expenditure by Category Service Level Impact: None Highlight /Change 2: Electricity for street lights is expected to be up 2.5% over the 2010 budget, while traffic power is down 10% from 2010, primarily because the rate increases built into the signal light costs in 2010 estimates never materialized. Traffic signals are operational 24 hours per day, 365 days per year with individual meters. Although street lights are activated by photoelectric sensors, they are billed on a projected number of non - daylight hours per year. Financial Impact: Combined increase of $13,900 over the 2010 budget Service Level Impact: None Highlight /Change 3: Cost estimates for upgrades and new major Intersection installations are reduced based on the Capital Improvement Plan for 2011. Financial Impact: Decrease $9,000 over the 2010 budget Service Level Impact: None Highlight /Change 4: Utility System Repair /Labor shows a contingency increase due to annual unexpected repairs for an aging distribution system that should be planned for in future budgets. Financial Impact: Increase of $21,000 over the 2010 budget Service Level Impact: None Acct PARTS & SUPPLIES 2008 2009 2010 2011 6255 STREETREPAIRSUPLIES $ 17 $ 131 $ - $ - PARTS & SUPPLIES 17 131 6310 PROFESSIONAL SERVICES - GENERAL - 1,352 - 5,000 6406 ELECTRICITY- STREET LIGHTS 339,067 370,722 381,000 391,800 6407 ELECTRICITY- SIGNAL LIGHTS 15,063 20,252 16,900 21,300 6411 UTILITY SYSTEM STREETLIGHT INSTALLATIONS 14,004 2,935 30,000 21,000 6432 UTI LI TY SYSTEM REPAIR-LABOR 48,806 25,613 43,500 64,500 6505 PUBLIC UTILITYADMIN FEE 32,200 39,500 41,700 38,400 6535 OTHER CONTRACTUAL SERVICES 36,994 3,411 6,000 7,000 OTHER SERVICES AND CHARGES 486,134 463,786 519,100 549,000 TOTAL STREET LIGHTING DEPARTMENT 6488 DEPRECIATION EXPENSE 2011 Proposed Budget Operating Budget $ 486,134 $ 463,786 $ 519,100 $ 549,000 5.76% $ 12,797 $ 12,797 $ 12,800 $ 12,800 Public Utilities - Street Lighting (63) Responsible Manager: Russ Matthys, City Engineer HIGHLIGHTS & CHANGES Overview: The Street Lighting budget shows an increase of $29,900 or 5.8 %, due largely to increased energy costs and maintenance to an aging system, offset slightly by a reduction in new street lights being installed under the Capital Improvement Program Highlight /Change 1: Professional services is increased for an evaluation study of preventative maintenance strategies on City -owned streetlights to minimize future repair and maintenance costs. Financial Impact: Increase $5,000 over the 2010 budget LINE ITEM DETAIL Actual Actual Budget Budget City of BaQan Public Utilities — Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities PURPOSE & DESCRIPTION The purpose of the Public Utilities — Storm Drainage Department is to: • Maintain the City's collection and conveyance system for excess surface water runoff. The Public Utilities — Storm Drainage Department is responsible for the following functions: • Inspect and maintain drainage system consisting of pipes, ponds and pumping stations. • Maintain the inlets and outlets for ponds including the removal of any erosion /siltation that limits ponding capacities. • Respond to emergency pumping station alarms or resident calls during major peak events. • Assist with Water Quality programs and objectives. PERFORMANCE INDICATORS 2011 Proposed Budget Operating Budget 3�F restricts the flow 2007 2008 2009 2010 Description Actual Actual Estimate Target Televised storm pipes, in miles 6,139 8,749 5,500 5,500 Drainage complaints received 32 45 20 20 Construction inspections performed 190 54 175 175 Ponds inspected 176 158 150 150 Control structures checked 116 98 110 110 or 4 City of Ekaa Services and Other Charges 49% Expenditure by Category Parts an Supplies 6% 2011 Proposed Budget Public Utilities — Storm Drainage Department (64) Operating Budget Responsible Manager: Wayne Schwanz, Superintendent of Utilities HIGHLIGHTS & CHANGES Overview: The 2011 Storm Drainage budget is up Capital $29,400, or 14.6% over 2010, primarily due to the Outlay acquisition of a replacement service vehicle budgeted 28% at $35,000. Highlight /Change 1: Utility system repair —labor is increased to more accurately reflect historical averages for unanticipated contractual repair services of storm drainage system and related equipment. Financial Impact: Increase of $3,000 over the 2010 budget Service Level Impact: None Highlight /Change 2: Electricity for lift stations is down $10,500 to reflect a 3 -year average. This line item is dependent on annual rainfall and is hard to predict with accuracy. Financial Impact: Decrease of $10,500 from 2010 budget Service Level Impact: None EXPENDITURE SUMMARY Proposed Actual Actual Budget Budget Expenditure 2008 2009 2010 2011 Personal Services $ 136,164 $ 127,937 $ 36,700 $ 38,900 Parts and Supplies 3,770 10,808 12,100 14,100 Services and Other Charges 121,830 143,028 122,700 112,900 Capital Outlay - 14,779 30,000 65,000 Transfers Out 9,309 - - Total $ 271,073 $ 296,552 $ 201,500 $ 230,900 City of Capp Public Utilities — Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities POSITION INVENTORY Personnel 2008 2009 2010 2011 Hours System Maintenance Workers 0.5 0.5 0.5 0.5 1,040 Total 0.5 0.5 0.5 0.5 1,040 2011 WORK PLAN Activity Routine 1 Inspection /clean -up of structures 2 Lift station maintenance 3 Weed harvesting 4 Water quality support 5 Aeration 6 Storm response 2011 Proposed Budget Operating Budget 34) *.„ City of Eoiaa 2011 Proposed Budget Operating Budget Public Utilities - Storm Drainage Department (64) Responsible Manager: Wayne Schwanz, Superintendent of Utilities LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2008 2009 2010 2011 6110 SALARIES AND WAGES- REGULAR $ 93,319 $ 84,383 $ 23,800 $ 25,200 6112 OVERTIME - REGULAR 600 244 1,200 1,200 6130 SALARIES AND WAGES- TEMPORARY 8,301 11,541 - 6131 OVERTIME - TEMPORARY 49 - - 6142 PERA - COORDINATED 6,413 5,585 1,700 1,800 6144 FICA 7,570 6,805 1,900 2,000 6151 HEALTH INSURANCE 15,222 15,136 6,000 6,500 6152 LIFE 202 163 - - 6154 DISABILITY- LONG TERM 361 294 - 6155 WORKERS COMPENSATION 4,126 3,787 2,100 2,200 TOTAL PERSONAL SERVICES 136,164 127,937 36,700 38,900 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - 400 400 6220 OPERATING SUPPLIES- GENERAL - - 300 300 6222 MEDICAL/RESCUE /SAFETY SUPPLIES 27 - 100 100 6224 CLOTHING /PERSONAL EQUIPMENT 700 160 400 400 6230 REPAIR /MAINTENANCE SUPPLIES - GENERAL 45 - - - 6231 MOBILE EQUIPMENT REPAIR PARTS - 15 100 100 6232 SMALL EQUIPMENT REPAIR PARTS - - 100 100 6234 FIELD /OTHEREQUIPM ENT REPAIR - - 100 100 6235 FUELS, LUBRICANTS, ADDITIVES 70 - 300 300 6240 SMALL TOOLS 55 37 300 300 6250 LANDSCAPE MATERIAL & SUPPLIES - 4,209 - 2,000 6260 UTILITYSYSTEM PARTS /SUPPLIES 2,873 6,386 10,000 10,000 TOTAL PARTS & SUPPLIES 3,770 10,808 12,100 14,100 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 10,504 6,668 - - 6385 INSURANCE 3,100 3,800 3,800 3,900 6408 ELECTRICITY -LIFT STATIONS 65,082 59,190 72,700 62,200 6427 BUILDING OPERATIONS /REPAIR -LAB 65 - - - 6432 UTILITY SYSTEM REPAIR - LABOR 19,814 45,383 17,000 20,000 6457 MACHINERY AND EQUIPMENT - 1,047 500 500 6476 CONFERENCES AND SCHOOLS 35 165 200 200 6505 PUBLIC UTILITYADMIN FEE 22,700 26,300 27,800 25,600 6569 MAINTENANCE CONTRACTS 530 475 700 500 OTHER SERVICES AND CHARGES 121,830 143,028 122,700 112,900 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS - - 30,000 30,000 6640 MACHINERY /EQUIPMENT - 14,138 - - 6680 MOBILE EQUIPMENT - - - 35,000 6700 CONSTRUCTION PROJECTS - 641 CAPITAL OUTLAY 14,779 30,000 65,000 TRANSFERS 6805 TRANSFERS OUT 9,309 TRANSFERS 9,309 TOTAL STORM DRAINAGE DEPARTMENT $ 271 073 $ 296,552 $ 201,500 $ 230,900 14.59% 6488 DEPRECIATION EXPENSE $ 975,385 $ 992,139 $ 982,700 $ 990,400 37 4 City of Cagan Public Utilities — Water Quality (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator PURPOSE & DESCRIPTION The purpose of the Public Utilities — Water Quality Department is to: • Protect and improve natural, aesthetic, and recreational qualities of Eagan Lakes, ponds, and wetlands for enjoyment and use by present and future residents of the City and regional community. 2011 Proposed Budget Operating Budget The Public Utilities — Water Quality Department is responsible for the following functions: • Direct implementation of Eagan Water Quality Management Plan. • Ensure City compliance with Minnesota Wetland Conservation Act rules. • Coordinate City compliance with Minnesota storm -water discharge permit and impaired water regulations. • Monitor and manage water resources and other land use activities directly or indirectly affecting water resources. • Educate community about land and water issues relating to water quality, lakes, and wetlands. • Coordinate among city, county, state, and federal entities to protect and improve water resources. PERFORMANCE INDICATORS 2008 2009 2010 2011 Description Actual Actual Estimate Target Lakes, wetlands monitored in long -term program 19 19 16 17 Lakes aerated in winter for fisheries 12 12 12 13 Lakes monitored for fish populations (w/ MN DNR) 1 1 3 3 Loads of aquatic plants removed from lakes 121 81 65 75 Lakes, ponds treated with alum 4 2 3 3 Lake management planning efforts 2 2 0 2 Climb Theatre performances in K -12 schools 5 4 5 4 Youth Fishing Program participants 84 49 60 75 Rain gardens /stormwater infiltrati structures installer 11 31 20 10 LakeFest attendees 370 38 Personal Services 58% 4 City of Cap Other 1% Expenditure by Category 2011 Proposed Budget Operating Budget Public Utilities — Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator Parts and Supplies 10% HIGHLIGHTS & CHANGES Overview: The proposed Water Quality operating budget is up $15,200, or 2.4 %, over the 2010 budget. Highlight /Change 1: The installation of another aerator system is included as capital outlay. This system will apital complete the final requirement of the Neighborhood Outlay Fishing Program, the 10+ year objective to establish and 1% j support public recreational fishing opportunities within one -mile of every residence. Specifically, this dedicated aerator will help prevent winterkills and support fish stocking of Bald Lake in east central Eagan. Financial Impact: $4,000 increase over the 2010 budget Service Level Impact: Increased water quality and recreational opportunities Highlight /Change 2: An increase in chemicals results from the addition of liquid alum for the Fish Lake dosing facility, which will be brought online in 2011. This follows through on commitments made in the Water Quality and Wetland Management Plan and helps meet requirements of the Storm Water Pollution Prevention Plan and the Total Maximum Daily Load (TMDL) project. Financial Impact: Increase of $26,000 over the 2010 budget Service Level Impact: Increased water quality for a high priority lake Highlight /Change 3: Professional services is down from the deletion of Schwanz Lake from the "whole lake in- basin" alum treatment (limited to Fish Lake only in 2011). Schwanz Lake will benefit from the recent extensive rain garden installations in that drainage basin. It also results from the inclusion of related engineering costs into the CIP project costs. Financial Impact: Decrease of $14,500 from the 2010 budget Service Level Impact: Increased water quality for a high priority lake Highlight /Change 4: The City will see a 4.3% decrease in the assessment from the Gun Club Lake Watershed Management Organization (GCLWMO). For the second consecutive year, the GCLWMO has initiated more efficient, less costly delivery of its basic services which are assessed to the City by agreement. Financial Impact: Decrease of $1,500 from the 2010 budget Service Level Impact: None Cily of EaQaa Public Utilities - Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resource Coordinator EXPENDITURE SUMMARY 2011 Proposed Budget Operating Budget Proposed Actual Actual Budget Budget Expenditure 2008 2009 2010 2011 Personal Services $ 292,283 $ 299,847 $ 366,500 $ 376,100 Parts and Supplies 62,911 29,655 35,200 61,700 Services and Other Charges 266,004 195,683 218,400 195,000 Capital Outlay 6,954 30,432 2,200 5,700 Other 16,080 11,260 8,100 7,100 Total $ 644,232 $ 566,877 $ 630,400 $ 645,600 Depreciation Expense POSITION INVENTORY 2011 WORK PLAN Activity $ 35,657 $ 90,504 $ 55,500 $ 91,500 Personnel 2008 2009 2010 2011 Hours Water Resources Coordinator 1 1 1 1 2,080 Water Resources Specialist 1 1 1 1 2,080 Water Resources Technician 1 1 1 1 2,080 System Maintenance Worker 0.5 0.5 0.5 0.5 1,040 Operations Support Specialist 0.5 0.5 0.5 0.5 1,040 Clerical Technician 0.5 0.5 0.5 0.5 1,040 Total 4.5 4.5 4.5 4.5 9,360 Routine 1 Program administration /staff supervision /operations & clerical support 2 Monitor & manage water resources and relevant land use activities 3 Expanded monitoring /coordination for required Impaired Waters /TMDLstudies 4 Enhance recreational fishing; assess ecological conditions 5 Special projects /research 6 Public education /involvement 7 Public relations /customer service 8 Interagency coordination /partnerships 9 Professional development /training 10 Coordination for required Stormwater Pollution Prevention Plan 4 City of Cap 2011 Proposed Budget Operating Budget Public Utilities - Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2008 2009 2010 2011 6110 SALARIES AND WAGES- REGULAR $ 220,250 $ 228,099 $ 268,400 $ 274,400 6112 OVERTIME - REGULAR 640 16 - - 6130 SALARIES AND WAGES- TEMPORARY 6,417 6,795 8,500 7,800 6131 OVERTIME - TEMPORARY - 193 - - 6142 PERA- COORDINATED 14,103 15,149 18,800 19,200 6144 FICA 16,406 17,150 21,200 21,600 6151 HEALTH INSURANCE 29,285 26,919 43,100 46,400 6152 LIFE 432 388 6154 DISABILITY- LONG TERM 783 717 - 6155 WORKERS COMPENSATION 3,967 4,420 6,500 6,700 TOTAL PERSONAL SERVICES 292,283 299,847 366,500 376,100 PARTS & SUPPLIES 6210 OFFICESUPPUES 74 112 100 100 6215 REFERENCE MATERIALS 647 182 200 200 6220 OPERATING SUPPLIES- GENERAL 4,720 1,763 2,000 2,000 6222 MEDICAL/RESCUE/SAFETY SUP PLI ES 107 - 100 100 6224 CLOTHING /PERSONALEQUIPMENT 383 256 300 300 6231 MOBILE EQUIP REPAIR PARTS 14,326 9,617 12,000 11,100 6232 SMALL EQUIPMENT REPAIR PARTS 1,925 407 200 400 6234 FIELD /OTHER EQUIPMENTREPAIR 3 1,227 500 700 6235 FUEL, LUBRICANTS, ADDITIVES 13,633 6,500 12,700 15,400 6240 SMALL TOOLS 219 216 200 200 6244 CHEMICALS & CHEMICAL PRODUCTS 4,789 2,142 1,700 27,700 6250 LANDSCAPE MATERIAL& SUPPLIES 13,976 6,161 3,000 1,500 6257 SIGNS & STRIPING MATERIAL 3,522 793 2,200 2,000 6270 COMPUTER SOFTWARE 4,588 278 - - TOTAL PARTS & SUPPLIES 62,911 29,655 35,200 61,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES- GENERAL 117,725 53,167 63,000 48,500 6312 ENGINEERING - 1,143 3,000 1,000 6313 PLANNING 165 - - - 6323 TESTING SERVICES 30,078 20,950 26,000 27,000 6346 POSTAGE 29 49 100 100 6353 PERSONAL AUTO /PARKING 243 43 300 200 6354 CAR WASHES - 17 - - 6355 CELLULAR TELEPHONE SERVICE 321 1,014 400 1,100 6359 LEGAL NOTICE PUBLICATION - 100 100 6370 GENERALPRINTINGANDBINDING 303 - 4,100 1,500 6385 INSURANCE 8,100 7,800 7,800 8,000 6405 ELECTRICITY 2,117 2,630 2,400 2,600 6425 MOBI LE EQUI PMENT REPAIR-LABOR 233 200 100 6426 SMALL EQUIPMENT REPAIR -LABOR 776 500 200 6457 MACHINERYANDEQUIPMENT 379 200 200 6475 MISCELLANEOUS 73 271 300 300 6476 CONFERENCES AND SCHOOLS 2,968 1,345 2,200 2,300 6477 LOCAL MEETI NG EXPENSES 110 177 300 200 6479 DUES AND SUBSCRIPTIONS 1,197 279 400 400 6480 LICENSES, PERMITS AND TAXES 256 309 300 1,600 6495 WATERSHED MANAGEMENTASSESSMNT 36,333 38,091 34,600 33,100 6505 PUBLIC UTILITYADMIN FEE 55,500 65,800 69,600 63,900 6535 OTHER CONTRACTUAL SERVICES 9,098 2,600 2,600 2,600 OTHER SERVICES AND CHARGES $ 266,004 $ 195,683 $ 218,400 $ 195,000 4/ 41 City of Eapo Public Utilities — Water Quality Department (65) Responsible Manager: Eric Macbeth, Water Resources Coordinator LINE ITEM DETAIL (CONT'D) 2011 Proposed Budget Operating Budget Budget Budget Budget Budget Acct CAPITAL OUTLAY 2008 2009 2010 2011 6640 MACHINERY /EQUIPMENT - - - 4,000 6660 OFFICE FURNISHINGS & EQUIPMENT - 272 2,200 1,700 6670 OTHER EQUIPMENT 6,192 2,509 - - 6680 MOBILEEQUIPMENT 762 - 6700 CONTRUCTION PROJECTS - 27,651 - CAPITAL OUTLAY 6,954 30,432 2,200 5,700 OTHER 6855 MERCHANDISE FOR RESALE - 35 - - 6860 COST SHARING PAYMENTS 16,080 11,225 8,100 7,100 OTHER 16,080 11,260 8,100 7,100 TOTAL WATER QUALITY DEPARTMENT $ 644,232 566,877 $ 630,400 $ 645,600 2.41% 6488 DEPRECIATION EXPENSE $ 35,657 $ 90,504 $ 55,500 $ 91,500 Agenda Information Memo October 12, 2010, Special Eagan City Council Meeting IV. 2011 EAGAN CONVENTION AND VISITORS BUREAU BUDGET ACTION TO BE CONSIDERED: To hear an overview of 2011 marketing priorities and receive the Board - adopted 2011 ECVB budget and direct that it be placed on a future regular City Council meeting consent agenda for formal ratification. FACTS: • The ECVB's 2011 budget process began last spring, and has been reviewed by the ECVB Finance Committee which includes City of Eagan Chief Financial Officer, Tom Pepper. The budget was also reviewed separately by City Liaison Tom Garrison. • The budget was examined and approved by the Bureau's Board of Directors during their September 30 Board meeting. Mayor Mike Maguire (a City- designated Board member) was present for the Board approval along with City Liaison Tom Garrison. • While the ECVB Board operates as a 501 C6 (non - profit) independent of the City, Section 3.2 of the Operating Agreement with the City of Eagan requires the ECVB to submit its work plan and operating budget to the City Council for its "review and approval." • The overall budget reflects a nearly 15.5% increase over 2010, thanks to a projected modest recovery in the tourism industry coupled with a strategic investment of undesignated reserves by the ECVB. • As balances had accumulated beyond what was needed for designated reserves, the Board directed the implementation of a strategic plan to appropriately spend down those dollars. Based on the recommendation of the ECVB's Finance Committee, the ECVB Board voted August 5 to augment target marketing of the Bureau's advertising and promotional initiatives over the next five years, boldly positioning Eagan well ahead of competing destinations within the Twin Cities market. • In addition to its regular plan of work, the ECVB will be spending a record amount of advertising and marketing dollars on a number of exciting marketing initiatives, including their "Pick Your Package" promotion. Sales and marketing efforts will be specifically targeting travel agents, clients and consumers throughout the Upper Midwest and Canada, effectively branding Eagan as the preferred destination of choice when visiting the Twin Cities metropolitan area. • The ECVB was happy to play an active role this past year in promoting, sponsoring and assisting with the coordination of Eagan's Sesquicentennial initiative. • In addition to working with officials from the Eagan Civic Arena, Cascade Bay and the Eagan Market Fest on joint marketing efforts for 2011, the ECVB also plans on continuing its active role in promoting Eagan's July 4th Funfest and Eagan Art Festival. L-3 • Communications Director Garrison, ECVB Board Chair Butch Ciresi, Thomson Reuters, and ECVB Executive Director Brent Cory will make a very brief presentation and be available to answer any questions. ATTACHMENTS: • Enclosed on pages - t are the summary and highlighted changes of the ECVB budget. 4� INCOME Lodging tax Other Utilization of reserves Total Income EXPENSES Personnel Other Office Marketing Travel & Entertainment Total Expenses Eagan Convention & Visitors Bureau 2011 Budget 2008 2009 Actual Actual $ 833,003 $ 632,410 12,529 34,777 50,000 845,532 717,187 231,538 258,364 133,722 127,427 16,345 13,103 352,677 286,468 23,706 21,454 757,988 706,816 2010 Budget $ 640,000 28,000 50,000 718,000 252,000 104,000 7,000 333,500 21,500 718,000 Net income $ 87,544 $ 10,371 $ $ 2011 Budget $ 675,000 30,000 125,000 830,000 264,000 105,500 6,500 430,500 23,500 830,000 Eagan Convention and Visitors Bureau Proposed 2011 Budget Eagan Convention & Visitors Bureau Responsible Manager: Brent Cory, Executive Director City Liaison: Tom Garrison City Council ECVB Board Representation: Mayor Mike Maguire PURPOSE & DESCRIPTION The purpose of the Eagan Convention and Visitors Bureau is to: • Promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts. • Generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. The Eagan Convention and Visitors Bureau is responsible for the following functions: • Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as increasing guest visits to area hotels, attractions, restaurants and retail outlets. • Promoting Eagan through advertising, public and media relations, creative promotions and collateral, Web site /Internet initiatives, and e- commerce /direct mail campaigns. • Participating in trade shows, sales missions, targeted sales calls and familiarization tours aimed at generating leads and business prospects for Eagan. PERFORMANCE INDICATORS 2008 2009 2010 Description Actual Actual Estimate Amount of lodging tax generated $833,003 $632,379 $665,000 Qualified leads generated through advertising /promotional /sales efforts HIGHLIGHTS & CHANGES 49,529 42,679 60,000 Overview: The recession has changed the habits of both group and leisure travelers, two of Eagan's largest travel segments. However, the Eagan Convention and Visitors Bureau has taken a very aggressive position with capturing market share in both segments by increasing sales missions, enhancing our visibility on the Internet and by promoting a deal- driven program called "Pick Your Package" which easily positions our destination as THE best value in the entire Twin Cities region for hotel and attraction value- seekers. Our position, coming out of a down economy is to not be conservative with marketing and promotional efforts. Eagan is leading the charge amongst our competition through a creative array of destination branding initiatives. Highlight/Change 1: ($250,000) Promoting convenience and converting cost - conscientious consumers define a large portion of what the Eagan CVB's strategy is for 2011. Using our traditional revenue streams coupled with a prudent investment of our organization's undesignated reserves is sure to give Eagan and all of our amenities a tremendous competitive advantage over other Twin Cities destinations. Creative products such as Eagan's "Pick Your Package" promotion will also be deciding factors in our favor for next year. New in late 2010, "Pick Your Package" has gained an incredible amount of regional exposure, which will be enhanced in 2011 thanks to a very aggressive sales and marketing campaign. This Web -based program offers incredible deals for leisure travelers booking their vacations through the Eagan CVB Web site which simply cannot be matched by the competition. In addition to advertising efforts, an extensive public relations campaign targeting Midwest and Canadian travel writers, radio and television stations, newspapers and bloggers will also be in play during 2011. Highlight/Change 2: ($20,000) In addition to working with officials from the Eagan Civic Arena and Cascade Bay Waterpark on joint marketing efforts for 2011, the Bureau also plans on continuing its active role in promoting Eagan's July 4 Funfest, Market Fest, Art Festival and Caponi Art Park. Highlight/Change 3: ($35,000) During the Bureau's 2010 campaign, the ECVB sales team conducted a record number of sales missions. Our 2011 plan calls for even MORE sales calls where great programs such as our Eagan sleep and fly initiative, Pick Your Package promotion and great group tour incentive programs will be promoted. Our sales territory will also be slightly expanded to encompass an eight -hour targeted drive market throughout the Upper Midwest and Canada. We're growing what's working. Highlight/Change 4: ($30,000) With technology changing so rapidly, it's important to keep Eagan on the absolute cutting edge. Additions to the Bureau's Web site, including an interactive map, meeting planner module, new videos and database upgrades will help keep Eagan's virtual presence amongst the best in the nation for our market size. Social and mobile media efforts will also be continually enhanced as Eagan plays to the "convenient crowd" looking for instant information. POSITION INVENTORY Personnel 2007 2008 2009 2010 Hours Executive Director 1 1 1 1 2,080 Sales Director 1 1 1 1 2,080 Tourism Sales Director 1 1 1 1 2,080 Sales Administrator/Travel Counselor 1 1 1 1 2,080 Marketing Assistant 0 1 1 1 2,080 Total 2011 WORK PLAN Activity Routine 1. Generate and fulfill inquires from leisure, business, meeting travelers. 2. Create /distribute collateral promoting Eagan's hotels, restaurants, attractions and shopping destinations to identified markets. 3. Conduct sales missions aimed at generating increased travel /economic impact for Eagan. 4/7 4. Work closely with hospitality partners to continually keep Eagan top of mind in identified market segments. 5. Provide superior customer service to guests interested the many amenities Eagan has to offer.