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.