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AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:00 P.M. Monday, August 12, 2013
Council Chambers, City Hall
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
1. 2014 Department Budget Presentations:
a) Parks & Recreation & MCC
b) Public Works
c) Community Development
d) Summary of Budget/Council Direction
E. NEW BUSINESS
None
F. ADJOURNMENT
THIS PAGE IS INTENTIONALLY LEFT BLANK
MEMORANDUM
TO: Charles Ahl, City Manager
FROM: DuWayne Konewko, Parks and Recreation Director
SUBJECT: 2014 Parks & Recreation Department Budget Presentation
DATE: August 2, 2013 for Council Workshop Meeting on August 12, 2013
INTRODUCTION
This item is being presented as part of the discussions on the 2014 budget to provide more
information on the priorities of the Parks & Recreation Department.
DISCUSSION
The Parks & Recreation Department budget encompasses four main areas of operation,
including Maplewood Community Center, Parks and Recreation, Nature Center, and Tartan
Arena.
Maplewood Community Center: The Maplewood Community Center’s 2014 Operating
Loss is projected to be $250,000. The operating loss for 2013 is $275,000. The decrease
of approximately $25,000 in operating loss from 2013 is due to an increase in anticipated
2014 revenue. Moving forward, staff will be focusing on both enhancing existing revenue
streams, primarily in the area of membership sales, and looking at exploring new revenue
sources. These objectives will include efforts to bolster daily admissions, increase use of
our banquet facilities, improve fitness activity participation, encourage birthday party sales,
and more. In addition, we will explore new ways to expand our existing partnership with
Ashland Productions in order to offer more recreation programming choices and increase
the number of theater events offered each year. Staff will also be more aggressively
pursuing partnerships with area businesses and working more closely with professional
organizations and associations that share common goals, such as the East Side Area
Business Association (ESABA) and the St. Paul Chamber of Commerce. Lastly, staff will
continue to work on developing additional programming designed to increase community
wellness and encourage participation from actively aging adults.
Parks & Recreation: The Parks Administration’s proposed budget for 2014 is $204,810.
This represents an increase of 9.4% or $17,600 over the 2013 budget. The proposed
Recreation Program budget for 2014 is $738,140 compared with $757,930 for 2013. The
proposed revenue for 2014 is projected to be $545,190. The decrease in expenditures and
revenues for 2014 is due to the elimination of the Joint Powers Agreement with the City of
North St. Paul.
Nature Center: The Nature Center’s proposed budget, including the EUF stormwater
budget, for 2014 is $280,410. This represents an increase of 2.5% year over year. The
Open Space Management proposed budget for 2014 is $74,040, which is an increase of
$2,800 over the 2013 budget. The Tree Preservation budget for 2014 is $4,050, which is a
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slight decrease from 2013 and is the result of revenue stream declines.
Tartan Arena: The Tartan Ice Arena Operations budget for 2014 is $25,310 which remains
unchanged from 2013.
2013 department accomplishments and projects are as follows:
• 2013 brought continued membership base expansion and the addition of the
SilverSneakers program
• Significant increase in personal training sales and in birthday party package sales
• Expanded cooperative community leagues for 2013 and 2014
• Restoration projects at Gladstone Savanna, Marshlands Fire Training Facility, and Fish
Creek
• Continued citizen monitoring programs for preserves, frogs and toads, and invasive
plants
• Coordinated and conducted watershed education and planting in conjunction with the
Bartelmy Living Streets Project.
• Partnered with Ramsey County Master Gardeners on Pollinator Education and
Community Garden events.
• Upgraded watershed computer exhibits.
Keeping in mind City Council’s stated goal of developing a sustainable Parks System Plan,
including resolving MCC funding and programming challenges, staff will focus on delivering
the following:
• Increase MCC membership numbers and retention rates and increase other MCC
revenue streams;
• Seek out opportunities to reduce or sustain expenditures at the MCC;
• Continue to offer top-notch programming at the Nature Center;
• Continue to support the City’s Green Initiatives;
• Continue to work on developing a comprehensive master plan for the City’s parks,
trails, and preserves;
• Explore opportunities for partnerships with neighboring communities as well as other
stakeholders i.e. school districts, nonprofits, and area businesses for recreational
programming;
• Expand Maplewood’s Adopt-A-Park Program;
• Work directly with our legislative team and other partners to ensure that we are well
positioned for a favorable outcome regarding the Fish Creek Bonding Request;
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Below is a table showing actual and budgeted expenditures for 2010 – 2014.
Total By Program
2011
Actual
2012
Actual
2013
Original
Budget
2014 Budget
Administration $157,592 $161,379 $187,210 $204,810
Community Center $2,893,677 $2,554,418 $2,560,680 $2,586,990
Ice Arena Operations $21,118 $37,630 $25,360 $25,310
Nature Center $286,431 $255,823 $273,690 $280,410
Open Space Management $66,683 $64,749 $71,240 $74,040
Recreation Programs $686,555 $725,654 $757,930 $738,140
Tree Preservation $14,254 $3,437 $5,190 $4,050
Totals $4,126,310 $3,803,090 $3,881,300 $3,913,750
Total By Fund
2011
Actual
2012
Actual
2013
Original
Budget
2014 Budget
General Fund $464,591 $450,604 $479,210 $504,810
Community Center $2,893,677 $2,554,418 $2,560,680 $2,586,990
Environmental Utility Fund $67,233 $68,977 $78,290 $79,760
Recreation Programs $686,555 $725,654 $757,930 $738,140
Tree Preservation $14,254 $3,437 $5,190 $4,050
Totals $4,126,310 $3,803,090 $3,881,300 $3,913,750
RECOMMENDATION
No action is recommended as this is presented as information on review of proposed
expenditures for 2014.
Striving to create community through people, parks, and programs!
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
2013 PERCENT
ORIGINAL OVER(UNDER)
Total By Program ACTUAL ACTUAL BUDGET BUDGET 2013 BUDGET
Administration $157,592 $161,379 $187,210 $204,810 9.4%
Community Center 2,893,677 2,554,418 2,560,680 2,586,990 1.0%
Ice Arena Operations 21,118 37,630 25,360 25,310 -0.2%
Nature Center 286,431 255,823 273,690 280,410 2.5%
Open Space Management 66,683 64,749 71,240 74,040 3.9%
Recreation Programs 686,555 725,654 757,930 738,140 -2.6%
Tree Preservation 14,254 3,437 5,190 4,050 -22.0%
Totals 4,126,310 3,803,090 3,881,300 3,913,750 0.8%
Total By Classification
Personnel Services 2,222,951 2,141,267 2,218,310 2,307,530 4.0%
Commodities 293,324 230,711 255,440 232,930 -8.8%
Contractual Services 1,276,121 1,155,575 1,132,370 1,098,220 -3.0%
Capital Outlay and Depreciation 333,013 275,067 275,070 275,070 0.0%
Other Charges 901 470 110 0 -100.0%
Totals 4,126,310 3,803,090 3,881,300 3,913,750 0.8%
Total By Fund
General Fund 464,591 450,604 479,210 504,810 5.3%
Community Center 2,893,677 2,554,418 2,560,680 2,586,990 1.0%
Environmental Utility Fund 67,233 68,977 78,290 79,760 1.9%
Recreation Program Fund 686,555 725,654 757,930 738,140 -2.6%
Tree Preservation Fund 14,254 3,437 5,190 4,050 -22.0%
Totals $4,126,310 $3,803,090 $3,881,300 $3,913,750 0.8%
PARKS & RECREATION
EXPENDITURE SUMMARY
2011 2012 2014
Number of Employees (FTE)23.28 21.50 20.68 22.08 6.8%
2011 ACTUAL 2012 ACTUAL 2013 ORIGINAL
BUDGET
2014 ORIGINAL
BUDGET
0.0
5.0
10.0
15.0
20.0
25.0
FTEs2011 ACTUAL 2012 ACTUAL 2013 ORIGINAL
BUDGET
2014 ORIGINAL
BUDGET
0.0
0.8
1.5
2.3
3.0
3.8
4.5 MillionsExpenditures
Employees
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PARKS & RECREATION
MISSION STATEMENT
To provide Maplewood residents with indoor and outdoor recreation, fitness, entertainment and
hospitality needs of families, businesses and community organizations and others in the
northeast metropolitan area.
2014 OBJECTIVES
1. Work with City Council and the Task Force to create and finalize a 20 year vision for our
Parks System. Staff will also work with the Task Force to make recommendations to City
Council on how to implement the aforementioned plan.
2. Continue to look for alternative funding sources for Park Development and Recreation
Programming.
3. Continue to develop greenway concepts, policies, and programs.
4. Increase monetary sponsorship opportunities for all MCC and Parks & Recreation related
events.
5. Continue to offer a minimum of five community wide special events per year. These events
will serve diverse audiences and may include a Senior Wellness Fair, Early Childhood
Education Fair, Women’s Expo, etc.
6. Continue to facilitate a successful partnership with Ashland Theatre of Performing Arts and
expand our utilization of the performing arts theater to include fifteen MCC events and or
concerts.
7. Continue to offer comprehensive and diverse recreation programs designed to bring
additional wellness, preventative and specialty programs advantageous for all ages,
ethnicities, interests and fitness levels to Maplewood and surrounding communities.
8. Continue to focus on increasing general swim lesson participation by increasing "captive
audience" marketing (for example, targeting childcare centers for introductory level classes
such as Tot Swim and Parent/Child).
9. Continue to offer programming that includes, but is not limited to, youth and adult sports,
community special events, music and arts programs, teen, senior and special populations
programs and fitness and health and wellness classes.
10. Continue to recruit surrounding communities to join together in current/new leagues in an
effort to expand our participation numbers and outreach.
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11. Continue to offer quality environmental education and nature programs to enhance
enjoyment and understanding of land, water, and wildlife resources.
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
BUDGET 2014
PARKS & RECREATION
Administration
5.2%
Community Center
66.1%
Ice Arena
Operations
%
Nature Center
7.2%
Open Space
Management
1.9%
Recreation
Programs
18.9%
Tree Preservation
0.1%
Total By Program
Personnel
Services
59.0%
Commodities
6.0%
Contractual
Services
28.1%
Capital Outlay
and Depreciation
7.0%
Total By Classification
0.6%
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 101
Program: Administration 601
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 119,984$ 124,984$ 139,220$ 161,770$
Commodities 4,031 4,736 5,200 5,200
Contractual Services 33,577 31,659 42,790 37,840
Capital Outlay - - - -
Other Charges - - - -
Total 157,592$ 161,379$ 187,210$ 204,810$
Percent Change (-14.4%) 2.4% 16.0% 9.4%
Full-Time Equivalent positions 1.80 1.20 1.30 1.40
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To develop and enhance a comprehensive park system for the residents including park development and re-
development and the city wide trail system.
.10 of the Parks & Rec Director has been reallocated to this program from Community Center Operations to
better reflect the duties associated with the position.
Contractual services were reduced to better reflect actual expenditures.
79%
3%
18%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 602
Program: Community Center Operations 611-614
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 1,453,276$ 1,339,744$ 1,351,240$ 1,395,370$
Commodities 222,271 169,220 180,650 163,770
Contractual Services 923,952 770,524 753,720 752,780
Depreciation 293,865 275,067 275,070 275,070
Other Charges 313 (137) - -
Total 2,893,677$ 2,554,418$ 2,560,680$ 2,586,990$
Percent Change 9.6% (-11.7%) 0.2% 1.0%
Full-Time Equivalent positions 14.58 13.60 12.53 13.83
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To serve the indoor recreation, entertainment and hospitality needs of families, businesses and groups in the
northeast metropolitan area.
Staff continues to work toward achieving a sustainable budget in the next 5-10 years.
54%6%
29%
11%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 101
Program: Ice Arena Operations 606
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services -$ -$ -$ -$
Commodities - - - -
Contractual Services 21,118 37,630 25,360 25,310
Capital Outlay - - - -
Other Charges - - - -
Total 21,118$ 37,630$ 25,360$ 25,310$
Percent Change 21.1% 78.2% (-32.6%) (-0.2%)
Full-Time Equivalent positions - - - -
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To provide a nine-month indoor skating venue for Maplewood and School District 622 residents at the Tartan
Ice Arena located in Oakdale, Minnesota.
This budget is for city payments to Independent School District 622 for a portion of the costs for the operation
and maintenance of the Tartan Ice Arena. The City of Oakdale and the school district also finance the ice
arena.
100%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 101 & 604
Program: Nature Center 604
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 215,757$ 223,010$ 231,870$ 241,390$
Commodities 11,917 10,698 13,650 11,950
Contractual Services 19,609 22,115 28,170 27,070
Capital Outlay 39,148 - - -
Other Charges - - - -
Total 286,431$ 255,823$ 273,690$ 280,410$
Percent Change 11.9% (-10.7%) 7.0% 2.5%
Full-Time Equivalent positions 2.85 2.85 2.85 2.85
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To enhance awareness and understanding of the land, water and wildlife resources; to empower the community
to become stewards of the environment.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
10%
86%
4%
10%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 101
Program: Open Space Management 605
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 54,774$ 55,466$ 55,650$ 59,000$
Commodities 4,692 4,770 4,600 4,600
Contractual Services 7,217 4,513 10,990 10,440
Capital Outlay - - - -
Other Charges - - - -
Total 66,683$ 64,749$ 71,240$ 74,040$
Percent Change 7.5% (-2.9%) 10.0% 3.9%
Full-Time Equivalent positions 0.55 0.55 0.55 0.55
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To provide for the preservation and conservation of ecological systems/natural resources and open space
within the city.
This program has expanded beyond the neighborhood preserves to natural resources throughout Maplewood.
14%
80%
6%
14%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 206
Program: Recreation Programs 603,623
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 376,896$ 398,063$ 439,250$ 450,000$
Commodities 47,571 37,955 48,340 44,410
Contractual Services 261,571 289,134 270,340 243,730
Capital Outlay - - - -
Other Charges 517 502 - -
Total 686,555$ 725,654$ 757,930$ 738,140$
Percent Change 25.8% 5.7% 4.4% (-2.6%)
Full-Time Equivalent positions 3.50 3.30 3.45 3.45
2014 BUDGET
Fund # :
Program # :
To provide a varied and diverse offering of recreational programs and activities year round for people of all ages
in Maplewood and the surrounding communities.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
The City has entered into an agreement to administer the Kokoro Youth Volleyball Program for 2012-2014.
Program Expenditures by Classification
61%6%
33%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Parks & Recreation 219
Program: Tree Preservation 000
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 2,264$ -$ 1,080$ -$
Commodities 2,842 3,332 3,000 3,000
Contractual Services 9,077 - 1,000 1,050
Capital Outlay - - - -
Other Charges 71 105 110 -
Total 14,254$ 3,437$ 5,190$ 4,050$
Percent Change 60.8% (-75.9%) 51.0% (-22.0%)
Full-Time Equivalent positions - - - -
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To protect and enhance Maplewood's urban forest and promote the planting of trees.
Due to the limited funding available in this program, reductions are proposed for the tree rebate program and
consulting fees.
0%
74%
26%0%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Parks & Recreation
Recreation Programs
Fund #:
Program #: 206
603, 623
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Tumbling/gymnastics participants 240 302 245 220
Adult softball, number of teams 191 194 195 152
Fall soccer teams 34 36 40 40
Basketball teams 121 118 123 108
T-ball teams 22 18 22 17
Youth volleyball teams 44 46 55 60
Intro. to soccer participants 212 222 250 250
Senior high basketball teams 35 34 35 42
Number of day camp participants 2010 2150 2100 2175
EFFECTIVENESS INDICATORS
Percent of program evaluations rated satisfactory or
better 95% 95% 95% 96%
Percent of programs formally evaluated 80% 80% 85% 82%
Increase year over year on number of participants using
our Parks and Recreation social media N/A N/A +100 +125
COMMENTS
Our program offerings will be revised for 2014 due in part to the end of our Recreation Programming Joint Powers
Agreement with the City of North St. Paul. This has also resulted in the elimination of the Recreation Specialist
Position in our Department.
Our youth volleyball league has continued to grow. In addition to Stillwater, Oakdale, North St. Paul and Little Canada,
we have added the communities of Mahtomedi and White Bear Lake to our program for 2014.
Although our adult summer softball program is projected to grow, the reduction is due to dissolving the JPA with North
St. Paul.
The reduction in youth basketball teams is based on actual numbers achieved in 2011/2012 and 2012/2013. We are
exploring adding additional cities for the 2013/2014 season.
Our Sunday t-ball league numbers have remained strong. The reduction is due to our partner cities not coming into
the league with as many teams in our pop-up league.
Senior high basketball has seen a slight increase in numbers for the last three years and we expect that trend to
continue.
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Tumbling/gymnastics estimate is based on losing the extra night of classes which were held at the NSPCC in 2011
and 2012 accounting for 48 in 2011 and 96 in 2012.
Projected youth soccer teams remain unchanged as a few of the other communities have had a drop in teams entered
in the past two years.
We are expanding our cooperative community leagues for 2013 and 2014 by adding youth flag football and inviting
Stillwater and White Bear Lake to join our Dodgeball League.
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Parks & Recreation
Community Center Operations
Fund #:
Program #: 602
611-614
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Number of swim lesson packages 1,610 1,486 1,650 1,700
Number of membership packages sold 1,824 1,932 2,050 2,200
Number of group fitness participants N/A 51,808 58,540 60,145
Number of weddings booked 24 24 20 20
Number of member admission check-ins 258,200 259,146 270,000 280,000
EFFECTIVENESS INDICATORS
Number of swim lesson participants 1,175 1,085 1,205 1,240
Number of SilverSneakers members 168 430 1,350 1,500
Number of personal training packages sold 344 1,161 1,688 2,010
Number of birthday party packages sold 110 201 288 360
COMMENTS
The number of membership packages, the basis of all MCC operations, are continuing to grow steadily each year. The
addition of the SilverSneakers program, which MCC began to work with in the latter half of 2011, has continued to add
to, and shape the face of, our membership. We now have a large population of senior members and actively aging
adults. As such, other program offerings have been added to in order to better serve this audience. The addition of
monthly social gatherings such as our Pie Wednesday, a senior talent show, and a senior homecoming dance are just
a few of the ways we are adjusting our programming to meet the needs of senior members. Staff efforts appear to be
working as member check-ins continue to rise.
The Group Fitness program offerings have continued to expand and now include Les Mills Bodypump. We are also
offering fee-based small group fitness classes including TRX, Kettle Bells, and more. As membership grows, personal
training numbers are increasing as well, resulting in a significant sales increase in the past two years.
The Community Center’s banquet and events facility is seeing a slight shift in its product mix. While weddings were
down slightly in 2013, birthday parties grew substantially and experienced 82% percent year over year revenue
growth from 2011 to 2012 and an estimated 43% from 2012 to 2013.
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Parks & Recreation
Nature Center
Fund #:
Program #: 101 & 604
604
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Environmental education programs conducted thru the
Nature Center. 287 222 280 220
Number of adult programs 69 48 25 30
Service projects completed 33 22 25 25
Number of water related programs 45 34 55 40
EFFECTIVENESS INDICATORS
% of people satisfied or very satisfied with program N/A N/A 90 90
Total number of program participants and visitors 10,090 10,263 9,200 10,000
# of volunteer hours worked 2,751 2,682 3,500 3,000
# attending water related programs 1,297 1,691 1,900 1,600
COMMENTS
The Nature Center provides nature and environmental programs for the community and helps the city meet its NPDES
requirement by presenting educational programs related to water quality and providing support for the city’s stormwater
program. Naturalists play a key role in the city environmental programs including: stormwater management, native
landscaping, invasive species, trees, Maplewood Seasons newsletter, Edgerton Community Gardens, and the Green
Team. The center has an interactive computer exhibit, graphics panel and features in the visitor center yard to engage
and educate children and adults about stormwater.
In 2013, the Nature Center reorganized and created improved website pages, coordinated and conducted watershed
education and planting in conjunction with the Bartelmy Living Streets Project, partnered with Ramsey County Master
Gardeners on Pollinator Education and Community Garden events, and upgraded watershed computer exhibits.
Key projects for 2014 include: 1) Feature Climate Change as an educational theme for public programs and school
groups, 2) Partner with MCC and Recreation on events and day camp programming, such as Junior Green Team, 3)
Partner with the Friends of Maplewood Nature to create awareness of the city’s 14 Neighborhood Preserves.
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Parks & Recreation
Open Space Management
Fund #:
Program #: 101
605
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Master plans completed 1 1 0 1
Planting projects completed 2 3 2 2
Number of sites receiving active management 7 7 7 8
Miles of trail developed and/or maintained 8 8 8 8
Number of preserves monitored by volunteers 7 6 7 8
EFFECTIVENESS INDICATORS
Percentage survival or coverage of new plants by end of
season 95% 90% 90% 90%
Percentage of participants satisfied with master plan and
planning process 90% 90% N/A 90%
COMMENTS
The open space management budget supports natural resources management throughout the city, including
management of the 14 Neighborhood Preserves. Implementation of the natural resources chapter of the 2030
Comprehensive Plan falls to Nature Center and Open Space staff, and the Environmental Planner.
In 2013, key projects included: 1) Restoration projects at Gladstone Savanna (native seeding and brush removal),
Marshlands Fire Training Facility (wetland, woodland, and prairie restoration), and Fish Creek (buckthorn removal and
tree planting); 2) tree planting at the dump site; 3) Continue citizen monitoring programs for preserves, frogs and toads,
and invasive plants; 4) Revise tree ordinance to accommodate living streets policy; 5) Develop logistics for
implementing Emerald Ash Borer (EAB) plan and train staff on EAB.
In 2014, key projects include: 1) Continue implementation of master plan for Gladstone Savanna, 2) Prairie seeding at
Fish Creek, 3) Complete restoration at Marshlands, 4) Develop street tree master plan, 5) Continue management and
citizen monitoring projects.
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Parks & Recreation
Ice Arena Operations
Fund #:
Program #: 101
606
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Number of actual ice hours sold 2,050 2,070 2,150 2,175
Number of Joint Powers Board meetings attended by
City Council liaisons and/or Parks Staff 6 5 6 6
EFFECTIVENESS INDICATORS
Facility utilization rate 68% 69% 70% 71%
COMMENTS
The city is a one-third owner of Tartan Ice Arena. The City Council provides two members as liaisons to the Tartan Ice
Arena Joint Powers Board.
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8/6/2013
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MISSION STATEMENT
To provide Maplewood residents with indoor
and outdoor recreation, fitness, entertainment
and hospitality needs of families, businesses
and community organizations and others in the
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y g
northeast metropolitan area.
Creating community through people,
parks, and programs.
BUDGET CUTS
Fees For Service
Consulting
$1,000.00
$4,560.00
$
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Signage
Misc.
Total
$1,700.00
$1,500.00
$8,760.00
."1-&800%
$0..6/*5:$&/5&3
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Agenda Item D1A
Workshop Packet Page Number 22 of 89
8/6/2013
2
MCC OBJECTIVES
•Provide a community environment for all citizens to participate
in and enjoy cultural and recreational activities on an
equitable basis.
•Continue to focus on increasing general swim lesson
participation by increasing "captive audience"marketing.
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participation by increasing captive audience marketing.
•Continue to offer a minimum of five community wide special
events per year.
•Continue to facilitate a successful partnership with Ashland
Theatre of Performing Arts.
PERFORMANCE INDICATORS
2011
Actual
2012
Actual
2013
Budget
2014
Proposed
# of Swim Lessons 1,610 1,486 1,650 1,700
# of Membership Packages 1,824 1,932 2,050 2,200
#of Group Fitness Participants 51 808 58 540 60 145
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# of Group Fitness Participants 51,808 58,540 60,145
# of Member Check‐ins 258,200 259,146 270,000 280,000
# of Swim Lesson Participants 1,175 1,085 1,205 1,240
# of SilverSneakers Members 168 430 1,350 1,500
# of PT Packages Sold 344 1,161 1,688 2,010
# of Birthday Packages Sold 110 201 288 360
SELECTED MCC ACCOMPLISHMENTS
•2013 brought continued membership base expansion
and the addition of the SilverSneakers program.
•Expanded group fitness offerings, including the
addition of Les Mills BodyPump classes and a wide
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yp
range of fee‐based small group classes.
•Significant increase in personal training sales and in
birthday party package sales.
3&$3&"5*0/
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Agenda Item D1A
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3
RECREATION OBJECTIVES
•Offer comprehensive and diverse recreation programs designed
to bring additional wellness, preventative and specialty programs
advantageous for all ages, ethnicities, interests and fitness levels
to Maplewood and surrounding communities.
•Offer programming that includes, but is not limited to, youth and
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adult sports, community special events, music and arts programs,
teen, senior and special populations programs and fitness and
health and wellness classes.
•Continue to recruit surrounding communities to join together in
current/new leagues to expand participation and outreach.
PERFORMANCE INDICATORS
2011
Actual
2012
Actual
2013
Budget
2014
Proposed
# of Tumbling Participants 240 302 245 220
# of Adult Softball Teams 191 194 195 152
#of T‐Ball Teams 22 18 22 17
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# of T Ball Teams 22 18 22 17
# of Youth Volleyball Teams 44 46 55 60
# of Intro. To Soccer Participants 212 222 250 250
# of Sr. High Basketball Teams 35 34 35 42
# of Day Camp Participants 2,010 2,150 2,100 2,175
PERFORMANCE INDICATOR TRENDS
The Maplewood Recreation department will
continue to grow and thrive by working in
partnership with other cities and by
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developing relationships with non‐profit
organizations and community businesses.
SELECTED REC ACCOMPLISHMENTS
•Expanded youth volleyball program to now include
Mahtomedi and White Bear Lake.
•Increased participation in senior high basketball.
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•Expanded cooperative community leagues for 2013
and 2014 by adding youth flag football and inviting
Stillwater and White Bear Lake to join our Dodgeball
League.
Agenda Item D1A
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8/6/2013
4
1"3,401&/41"$&
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PARKS OBJECTIVES
•Work with City Council and the Task Force to create
and finalize a 20 year vision for our Parks System.
Staff will also work with the Task Force to make
recommendations to City Council on how to
implement the aforementioned plan.
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p p
•Continue to look for alternative funding sources for
Park Development and Recreation Programming.
PERFORMANCE INDICATORS
2011
Actual
2012
Actual
2013
Budget
2014
Proposed
# of Master Plans Completed 1 1 0 1
# of Planting Projects Completed 2 3 2 2
#of Sites Actively Managed 7 7 7 8
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# of Sites Actively Managed 7 7 7 8
Miles of Trail Developed 8 8 8 8
# of preserves volunteer monitored 7 6 7 8
%Survival or Coverage of New Plants
by End of Season
95% 90% 90% 90%
PERFORMANCE INDICATOR TRENDS
Without continued financial support it will be
difficult to continue the work of restoring and
maintaining parks and open space. As such,
ff ill d f i
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staff will need to focus on creating a
sustainable master plan for the Maplewood
Park System. Part of this plan will include
identifying new revenue sources.
Agenda Item D1A
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8/6/2013
5
SELECTED OPEN SPACE ACCOMPLISHMENTS
•Restoration projects at Gladstone Savanna (native
seeding and brush removal), Marshlands Fire Training
Facility (wetland, woodland, and prairie restoration),
and Fish Creek (buckthorn removal and tree planting)
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•Continued citizen monitoring programs for preserves,
frogs and toads, and invasive plants
•Revise tree ordinance to accommodate living streets
policy
/"563&$&/5&3
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NATURE CENTER OBJECTIVE
•Continue to offer quality environmental education and
nature programs to enhance enjoyment and
understanding of land, water, and wildlife resources.
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PERFORMANCE INDICATORS
2011
Actual
2012
Actual
2013
Budget
2014
Proposed
# of Environmental Ed Programs 287 222 280 220
# of Adult Programs 69 48 25 30
#of Service Projects Completed 33 22 25 25
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# of Service Projects Completed 33 22 25 25
# of Water Related Programs 45 34 55 40
# of Participants and Volunteers 10,090 10,263 9,200 10,000
# of Volunteer Hours Worked 2,751 2,682 3,500 3,000
# Attending Water Programs 1,297 1,691 1,900 1,600
Agenda Item D1A
Workshop Packet Page Number 26 of 89
8/6/2013
6
PERFORMANCE INDICATOR TRENDS
The Nature Center continues to rely heavily
on volunteers to help support educational
program offerings. With that in mind, Nature
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Center staff will need to continue to cultivate
a pool of dedicated volunteers from which to
draw from in order to sustain and expand
educational programs.
SELECTED NATURE CENTER
ACCOMPLISHMENTS
•Coordinated and conducted watershed education and
planting in conjunction with the Bartelmy Living Streets
Pjt
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Project.
•Partnered with Ramsey County Master Gardeners on
Pollinator Education and Community Garden events.
26&45*0/"/48&3
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Agenda Item D1A
Workshop Packet Page Number 27 of 89
AGENDA ITEM D1b
WORKSHOP AGENDA REPORT
TO: Chuck Ahl, City Manager
FROM: Michael Thompson, Director of Public Works/City Engineer
SUBJECT: 2014 Public Works Budget Presentation – Workshop
DATE: August 7, 2013
INTRODUCTION
The current status of the 2014 Public Works Budget proposal will be discussed including information on the
department structure, services provided, expenditures, revenues, and outlook moving forward.
DISCUSSION
State of the Department The Public Works Department provides a number of essential services such as snow plowing, street
maintenance, fleet services, park maintenance, forestry, engineering, and utility maintenance. Public Works is comprised of the equivalent of 34 full-time personnel. This number is down 5 full-time equivalents (FTE) compared to 2011 when there were 39 FTE. The personnel reductions have been made through attrition mostly in the engineering department and a restructuring of Park Maintenance where the foreman position was eliminated and covered by an existing Superintendent. The maintenance “boots on the
ground” positions have been filled and the Public Works Department is stable and in a good position moving into future years. The Department continues to be on the forefront in implementing “Sustainable Maplewood” through its Living Street approach to street reconstruction, right-sizing the fleet, adjusting snow and ice control
methods to eliminate sand and minimize chloride use, completing projects such as the dump site restoration, adjusting sweeping disposal practices, increasing “no mow” areas in passive areas of our parks and along wetland and pond buffer areas, among others. The Department and overall City will be recognized in Chicago this August at the American Public Works Association’s National Conference. This
is quite an accomplishment and also reflects work in other Departments and at the City Council “Policy Level.” It is important to continue rebuilding and investing in older neighborhoods with failing streets and infrastructure. Over the past few months the complaints have been streaming in. With a one year delay of
a 2013 neighborhood street project this keeps the City’s overall street condition rating stagnant. It is important to maintain a neighborhood project in each year as conditions allow as we move into the future not only to catch up on old deteriorating streets but also to start treating stormwater, fixing utilities, and making trail and sidewalk connections for example.
Performance Measures
The main tracking of street condition performance is by through the Pavement Condition Index (PCI). A rating of 100 is a brand new street while 1 is the worst. Of the 135 miles of local streets about 66% (or 90
Workshop Packet Page Number 28 of 89
AGENDA ITEM D1b
miles) is rated in good condition which is defined as a rating of 70 or above. This is still short of the City Council goal of having 101 miles at a rating of 70 or above. As mentioned above, if a consistent “streets program” is not applied then the rating will sink and repairs would have to come in bulk in the future. A consistent yearly rebuilt and investment approach is desirable. Over the past decade the ratings have improved with the catch up investment which was required as a result of the lack of investment in the 80s and 90s. As the street ratings go up the tonnage of bituminous repair material (for potholes and patches) go down, which frees our maintenance staff up to work on drainage improvement projects and trail overlays for example.
The City owns and maintains 155 miles of sanitary sewer main. The goal is to clean the entire system on a
3 year basis and this goal continues to be met as shown in the performance measures. In addition the City
continues to meet its goal of having all streets cleared of snow (plowed) within 8 hours of a snow fall event.
Performance measures for each division are attached and generally show the Department is consistent in
its operations as the operating costs remain similar. If operating costs are cut or reduced, then quality and
timeliness of services would be affected.
The Department will continue to work with the Finance Director and City Manager to ensure performance
measures are improved and revised to better link expenditures to service received so the community can
more easily connect expenditures to services received.
Public Works Department Goals
The Public Works Department has made it a goal to work closely with the Community Development
Department to assist and help lead efforts that move the Gladstone Phase II improvements forward. In
addition with assisting in redevelopment initiatives the main goal in the engineering department is to
maintain a steady Street Reconstruction program as discussed in the performance measures section of
this report. Along with this is the opportunity to implement the Living Streets vision.
Another main objective is to successfully implement the new 5 year Municipal Stormwater Permit issued
through the Minnesota Pollution Control Agency (MPCA) in 2013. The audit of our performance for the
most recent expiring permit was successful and the MPCA staff was impressed by our efforts in
sustainability, tracking, ordinance updates, engineering standard revisions, and banning of coal tar
sealants for example. Along with the new permit the City will now need to implement an ongoing pond
dredging program and identify a consistent funding source for this work.
An important component of all of the Department goals is leveraging outside funding sources. For example
the City may have the opportunity to utilize the services of the Ramsey-Washington Metro Watershed
District (RWMWD) to design, bid, and inspect future pond dredging projects. The City would only be
responsible for construction costs. Also, similarly, with past street reconstruction projects and the Highway
36/English Street Interchange Improvement, the City leveraged millions of dollars through Federal, State,
County, and other sources. Continuing to be vigilant for such partnerships and opportunities makes the
local dollars go further.
Cuts Proposed by City Manager
The 2014 general fund budget proposed to the City Manager and Finance Director was similar to the
approved 2013 budget. However with the proposed cuts it reduces general fund expenditures by about 1%
as detailed below.
Workshop Packet Page Number 29 of 89
AGENDA ITEM D1b
Dept
Cuts proposed by Manager: Request Cuts
Small tools (Street Maintenance) 1,000 (350)
Fees consulting (Engineering) 12,000 (7,000)
Fees for service (Forestry) 35,000 (6,000)
Equipment R&M (Park Maint.) 30,000 (15,000)
Equipment rental (Park Maint.) 2,510 (1,000)
TOTAL PROPOSED CUTS (29,350)
For the larger cuts what does it mean for service delivery?
In engineering the consulting fees for service cut of $7,000 will reduce consulting services on smaller
neighborhood traffic studies, ALTA surveys, plats, and specialty engineering services. For example, with
the initiative to consider selling unused City property the engineering department has taken the lead on
property “owners and encumbrances” research and surveying through consultants in order to properly vet
the lots for marketability. Also we had the ability to utilize a consultant to help revise our ISTS (septic
system) permitting and ordinance process with allocations available in “fees consulting.”
The cuts in Forestry reflect a reduction in ability to respond to clean up and wind storms using an outside
contractor. For example in 2013 we are already over this $35,000 as a result of the June 21 storms. The
proposal is to cover the expected cost as averaged over past years and does not reflect extraordinary
events. With the cut of $6,000 we may have to look at utilizing our staff more for this work and pull them off
street maintenance, drainage, and other specialty projects that need attention. However, large trees and
dangerous hanging limbs will continue to be removed by an outside contracting service.
The $15,000 cut in parks equipments reduces the ability for Public Works to assist the Parks and Rec
Department on replacing backstops, fencing, and other similar items. However, my understanding is this
proposed additional allocation could be transferred to the CIP fund for Parks, but that has yet to be
determined. The reason for the removal from Public Works operations is to consolidate towards the CIP
which can better track investment into the overall Parks system for new and replacement items.
RECOMMENDATION
No action is needed at this time as this information is being presented for review of 2014 Public Works
expenditures.
Attachments:
1. Power Point Presentation
2. Org. Chart
3. Department Budget Charts
4. Expenditure Summary
5. Mission Statement and Objectives
6. Program Budget and Performance Measures
Workshop Packet Page Number 30 of 89
8/7/2013
1
2014
Public Works Budget
By: Michael Thompson, P.E.
Director of Public Works/City Engineer
Public Works
State of the Department
Provide essential services with a sustainable approach
American Public Works Association National Award for
Sustainability in 2013. Enormous accomplishment.
11 programs ($9.9 million budget). Sanitary sewer
operations is the largest totaling $4.2 million with a
majority of that being a $2.9 million annual payment to
Met Council for sewage treatment.
2014 Budget proposes 34 FTEs, down 13% from 2011.
Vacated positions in engineering and administrative
areas are not being replaced.
General fund expenditures reduced 0.7% compared to
2013.
Public Works
Performance Measures
Conveys to the public where money is being spent;
tracks work outputs and effectiveness.
Examples:
•Number of abatement actions completed for Code
Enforcement utilizing Park MaintenanceEnforcement utilizing Park Maintenance.
•Feet of sanitary sewer pipe cleaned. Hours to plow
streets. Meeting policy goals currently.
•Street conditions – 66% of 135 miles of streets rated
in good condition however with delayed street
project this remains stagnant. Need to continue one
neighborhood per year approach to achieve 75% of
streets in good condition. Increasing complaints.
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8/7/2013
2
Public Works ‐Goals
Public Works/Community Development close
interaction on redevelopment initiatives/grants
Implement “Living Streets” vision through new
and reconstruction projects. Safer streets!
Walkability!Environmental enhancements!Walkability! Environmental enhancements!
Newly Issued MS4 Permit Implementation
Leverage funding opportunities for projects
Pond dredging/local drainage program
Implement rain garden tracking and maintenance
work plan
Public Works –Major Cuts
Fees Consulting in Engineering $7,000
Fees for Service in Forestry $6,000
Equipment replacement in Parks* $15,000
Total cuts including minor total $29,350. What does
this mean for these service areas?
* Note: Possible shift from PW operations to Parks
and Rec CIP (TBD)
Public Works Items of Interest
Investment back into City Parks: $35,000 in Park
Equipment repairs and trails. Park Maintenance working
close with Parks and Recreation to prioritize.
Leadership and innovation (Living Streets). APWA
National Award for Sustainability!
Public Works Maintenance Staff performed extremely
well during the test of the June 21 wind storms. Good
coordination efforts among all crew and Fire/Police.
Continue making great progress on flood mitigation
projects
Successful lead on $16.5 million construction project
Workshop Packet Page Number 32 of 89
8/7/2013
3
QUESTIONS?
COMMENTS?
Workshop Packet Page Number 33 of 89
Storm Sewer
Crew Chief
Maintenance
Staff
Engineering
Technicians
Civil
Engineer I
Assistant City
Engineer
Senior
Engineering
Technicians
Streets
Crew Chief
Mechanic
Crew Chief
Sanitary Sewer
Crew Chief
Parks
Crew Chief
Mechanics
Streets / Storm Sewer
Superintendent
Maintenance
Staff
CITY OF MAPLEWOOD
PUBLIC WORKS DEPARTMENT
ORGANIZATION CHART
Director of Public Works /
City Engineer
Office Specialist
Part Time
Administrative
Office
Coordinator
Utilty, Fleet & Parks
Superintendent
Workshop Packet Page Number 34 of 89
CITY OF MAPLEWOOD, MINNESOTA
PUBLIC WORKS
BUDGET 2014
2014 BUDGET
Administration
2.1%
Engineering
7.4%
Fleet
Management
9.3%
Forestry
1.6%
Park Maintenance
9.3%
Sanitary Sewer
Operations
42.1%
Snow and Ice
Control
3.8%
Storm Sewer
Maintenance
12.4%
Street Lights &
Signals
2.3%
Street
Maintenance
7.6%Street Sweeping
1.9%
Total By Program
Personnel
Services
32.6%
Commodities
6.4%
Contractual
Services
44.4%
Capital Outlay and
Depreciation
11.4%
Other Charges
5.2%
Total By Classification
Workshop Packet Page Number 35 of 89
CITY OF MAPLEWOOD, MINNESOTA
2013 PERCENT
ORIGINAL OVER(UNDER)
Total By Program ACTUAL ACTUAL BUDGET BUDGET 2013 BUDGET
Administration $258,136 $193,560 $202,100 $204,850 1.4%
Engineering 887,526 748,927 766,620 734,670 -4.2%
Fleet Management 853,338 865,193 903,110 921,620 2.0%
Forestry 0 0 146,180 158,600 8.5%
Park Maintenance 860,257 930,819 924,030 915,740 -0.9%
Sanitary Sewer Operations 4,053,130 3,916,117 4,170,790 4,157,620 -0.3%
Snow and Ice Control 376,628 349,085 373,400 379,220 1.6%
Storm Sewer Maintenance 1,357,059 1,416,997 1,191,900 1,226,700 2.9%
Street Lights & Signals 195,375 210,131 228,040 231,000 1.3%
Street Maintenance 739,458 800,494 752,820 749,590 -0.4%
Street Sweeping 183,193 190,122 182,620 186,990 2.4%
Totals 9,764,100 9,621,445 9,841,610 9,866,600 0.3%
Total By Classification
Personnel Services 3,470,300 3,102,802 3,102,170 3,212,230 3.5%
Commodities 512,169 529,219 637,400 632,740 -0.7%
Contractual Services 4,228,910 4,070,627 4,447,000 4,382,030 -1.5%
Capital Outlay and Depreciation 1,110,081 1,198,906 1,159,650 1,122,150 -3.2%
Other Charges 442,640 719,891 495,390 517,450 4.5%
Totals 9,764,100 9,621,445 9,841,610 9,866,600 0.3%
Total By Fund
General Fund 3,122,005 3,022,885 3,165,150 3,142,670 -0.7%
Sewer Fund 4,053,130 3,916,117 4,170,790 4,157,620 -0.3%
Environmental Utility Fund 1,540,252 1,607,119 1,374,520 1,413,690 2.8%
Street Light Utility Fund 195,375 210,131 228,040 231,000 1.3%
Fleet Management Fund 853,338 865,193 903,110 921,620 2.0%
Ttl $9 764 100 $9 621 445 $9 841 610 $9 866 600 03%
2014 BUDGET
PUBLIC WORKS
EXPENDITURE SUMMARY
2011 2012 2014
Totals $9,764,100 $9,621,445 $9,841,610 $9,866,600 0.3%
Number of Employees (FTE)38.92 35.15 33.85 33.85 0.0%
2011 ACTUAL 2012 ACTUAL 2013 ORIGINAL
BUDGET
2014 ORIGINAL
BUDGET
0
10
20
30
40
50
FTEs2011 ACTUAL 2012 ACTUAL 2013 ORIGINAL
BUDGET
2014 ORIGINAL
BUDGET
0.0
2.0
4.0
6.0
8.0
10.0
12.0 MillionsExpenditures
Employees
Workshop Packet Page Number 36 of 89
CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
PUBLIC WORKS
MISSION STATEMENT
To maintain a strong infrastructure of parks, streets, storm sewer and sanitary sewer systems
and provide engineering services for infrastructure replacement and development review that
provide protection of our open space and natural environment.
2014 OBJECTIVES
1. Finalize implementation of Phase I of the Gladstone Neighborhood Redevelopment project,
including the Savanna Restoration, and beginning to coordinate a potential Phase II in
coordination with the Community Development Department.
2. Successfully complete and finalize the construction of the Highway 36 and English Street
tight-diamond interchange.
3. Maintain a steady Street Reconstruction program to revitalize older neighborhoods by
replacing deteriorated streets and utilities, and meeting federal and state mandates by
implementing stormwater best management practices.
4. Start the work plan to revise the appropriate design standards, city codes, and policies to
realize full implementation of the Living Streets approach for infrastructure addition and/or
replacement.
5. Successful implementation of the new MS4 permit; including continuing the upgrade in
internal tracking and enforcement on construction sites. Continue reductions of runoff
volume and pollutant loading to the MS4 system through adherence to the Stormwater
Ordinance and Standards.
6. Begin a detailed inspection and prioritization of stormwater ponds in order to implement a
Pond Dredging program.
7. Coordinate maintenance efforts of personnel in sewer, streets, storm sewer and parks at
current levels with maximum efficiency.
8. Continue Infiltration/Inflow Reduction Program in coordination with Street Reconstruction
projects.
9. Continue delivery of a “Local Drainage Improvement” program to assist homeowners and
businesses with local flooding and nuisance drainage issues.
10. Implement a rain garden tracking system and on-going maintenance work plan in
coordination with Engineering, Park Maintenance, and Nature Center.
Workshop Packet Page Number 37 of 89
CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Administration 501
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 112,597$ 85,868$ 79,440$ 86,520$
Commodities 10,355 7,836 11,200 11,000
Contractual Services 135,109 99,856 111,460 107,330
Capital Outlay - - - -
Other Charges 75 - - -
Total 258,136$ 193,560$ 202,100$ 204,850$
Percent Change 6.8% (-25.0%) 4.4% 1.4%
Full-Time Equivalent positions 1.18 0.95 0.85 0.85
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To provide accurate and timely administrative, clerical and financial support services for public works programs
and to handle service requests, complaints and inquiries from the public in a courteous and helpful manner.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
42%
5%
53%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
Workshop Packet Page Number 38 of 89
CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Engineering 503
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 842,621$ 707,228$ 667,250$ 680,120$
Commodities 7,436 3,402 9,540 7,500
Contractual Services 37,469 38,297 52,330 47,050
Capital Outlay - - 37,500 -
Other Charges - - - -
Total 887,526$ 748,927$ 766,620$ 734,670$
Percent Change (-7.1%) (-15.6%) 2.4% (-4.2%)
Full-Time Equivalent positions 8.45 7.15 5.90 5.90
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
Provide technical support and design services for a strong infrastructure of streets, storm sewer management,
sanitary sewer and water systems.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
93%
1%
6%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
Workshop Packet Page Number 39 of 89
CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 702
Program: Fleet Management 509
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 290,973$ 294,921$ 291,190$ 303,670$
Commodities 196,372 199,992 205,820 230,410
Contractual Services 104,381 115,092 145,320 127,500
Depreciation 261,068 254,436 260,040 260,040
Other Charges 544 752 740 -
Total 853,338$ 865,193$ 903,110$ 921,620$
Percent Change 0.1% 1.4% 4.4% 2.0%
Less charges to other depts. (851,232) (851,232) (868,250) 0
Net Total 2,106 13,961 34,860 921,620
Full-Time Equivalent positions 3.50 3.50 3.35 3.35
2014 BUDGET
Fund # :
Program # :
To maintain and repair the vehicles and equipment fleet so that other departments can perform their public
services.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
Full Time Equivalent positions 3.50 3.50 3.35 3.35
Program Expenditures by Classification
33%
25%
14%
28%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
Workshop Packet Page Number 40 of 89
CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Forestry 516
Program Description
2014 BUDGET
Fund # :
Program # :
To maintain the City's urban forest which includes trimming, diseased tree removals and storm cleanup.
Program Expenditure Highlights
2011 2012 2013 2014
This new program is funded through shifts out of Park Maintenance and Street Maintenance.
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services -$ -$ 116,180$ 123,600$
Commodities - - - 2,000
Contractual Services - - 30,000 33,000
Capital Outlay - - - -
Other Charges - - - -
Total -$ -$ 146,180$ 158,600$
Percent Change 0.0% 0.0% 0.0% 8.5%
Full-Time Equivalent positions - - 1.70 1.70
Program Expenditures by Classification
1%
21%
Personnel Services Commodities
78%
Contractual Services Capital Outlay
Other Charges
78%
Workshop Packet Page Number 41 of 89
CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Park Maintenance 602
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 490,146$ 452,416$ 459,550$ 458,190$
Commodities 53,444 129,281 123,730 120,220
Contractual Services 316,667 313,858 340,750 337,330
Capital Outlay - 35,264 - -
Other Charges - - - -
Total 860,257$ 930,819$ 924,030$ 915,740$
Percent Change (-6.5%) 8.2% (-0.7%) (-0.9%)
Full-Time Equivalent positions 6.00 6.00 5.65 5.65
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To preserve and maintain the parks, preserves, and campus grounds in a safe, clean and attractive condition
for our city residents and visitors.
No significant change in the Park Maintenance budget for 2014.
50%
13%
37%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 601
Program: Sanitary Sewer Operations 508
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 484,003$ 488,530$ 474,270$ 512,250$
Commodities 21,798 13,011 38,610 26,560
Contractual Services 2,851,174 2,693,286 2,936,370 2,899,770
Depreciation 362,869 386,953 381,410 381,410
Other Charges 333,286 334,337 340,130 337,630
Total 4,053,130$ 3,916,117$ 4,170,790$ 4,157,620$
Percent Change 1.6% (-3.4%) 6.5% (-0.3%)
Full-Time Equivalent positions 5.84 5.70 5.55 5.55
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To clean , repair and operate the wastewater infrastructure to minimize interruptions to customers.
Sewage treatment is a majority of the total annual budget for this program and can fluctuate due to wet weather,
resulting in high flow years and low flow years.
12%1%
70%
9%
8%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Snow and Ice Control 514
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 188,742$ 166,179$ 192,740$ 195,000$
Commodities 95,198 65,084 84,400 88,400
Contractual Services 92,688 93,246 96,260 95,820
Capital Outlay - 24,576 - -
Other Charges - - - -
Total 376,628$ 349,085$ 373,400$ 379,220$
Percent Change 5.0% (-7.3%) 7.0% 1.6%
Full-Time Equivalent positions 2.20 2.20 2.00 2.00
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To provide safe winter driving conditions for the community through timely plowing and chemical applications
completed within 8 hours after a 3+ inch snowfall; and plow all trails and sidewalks within 48 hours after the
completion of all street operations.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
52%23%
25%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 604
Program: Storm Sewer Maintenance 512
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 567,329$ 362,576$ 342,240$ 360,090$
Commodities 21,852 21,027 29,500 21,500
Contractual Services 192,480 185,141 202,240 202,100
Depreciation 480,700 480,700 480,700 480,700
Other Charges 94,698 367,553 137,220 162,310
Total 1,357,059$ 1,416,997$ 1,191,900$ 1,226,700$
Percent Change 7.3% 4.4% (-15.9%) 2.9%
Full-Time Equivalent positions 5.90 3.80 3.40 3.40
2014 BUDGET
Fund # :
Program # :
To protect the environment and public safety by providing an adequate storm water system and wetland
management program that addresses and enhances the treatment of storm water runoff.
Beginning in 2012, costs from this program have been transferred to the newly created planning program within
the Environmental Utility Fund. Other charges is the administrative charge paid to the General Fund each year.
This fee is based on actual expenditures and is projected to increase by $25,940 in 2014.
Program Expenditures by Classification
29%
2%
17%
39%
13%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 607
Program: Street Lights and Signals 506
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services -$ -$ -$ -$
Commodities - 2,594 13,500 13,500
Contractual Services 181,338 191,227 197,240 199,990
Depreciation - - - -
Other Charges 14,037 16,310 17,300 17,510
Total 195,375$ 210,131$ 228,040$ 231,000$
Percent Change 10.7% 7.6% 8.5% 1.3%
Full-Time Equivalent positions - - - -
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To maintain and operate street lights and traffic signals.
Program costs are expected to slightly increase in 2014.
The commodities line item consists of replacing 3 light fixtures in the City during 2014.
6%
86%
8%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 101
Program: Street Maintenance 502
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 402,239$ 447,561$ 393,670$ 404,780$
Commodities 103,884 84,579 117,100 108,650
Contractual Services 227,891 250,438 242,050 236,160
Capital Outlay 5,444 16,977 - -
Other Charges - 939 - -
Total 739,458$ 800,494$ 752,820$ 749,590$
Percent Change 7.6% 8.3% (-6.0%) (-0.4%)
Full-Time Equivalent positions 4.70 4.70 4.50 4.50
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To keep the city streets in a safe and good condition through timely maintenance.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
54%
14%
32%
Personnel Services Commodities
Contractual Services Capital Outlay
Other Charges
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CITY OF MAPLEWOOD, MINNESOTA
Department: Public Works 604
Program: Street Sweeping 513
Program Description
Program Expenditure Highlights
2011 2012 2013 2014
Program Expenditures ACTUAL ACTUAL BUDGET BUDGET
Personnel Services 91,650$ 97,523$ 85,640$ 88,010$
Commodities 1,830 2,413 4,000 3,000
Contractual Services 89,713 90,186 92,980 95,980
Depreciation - - - -
Other Charges - - - -
Total 183,193$ 190,122$ 182,620$ 186,990$
Percent Change 2.1% 3.8% (-3.9%) 2.4%
Full-Time Equivalent positions 1.15 1.15 0.95 0.95
Program Expenditures by Classification
2014 BUDGET
Fund # :
Program # :
To provide clean streets and protect the environment through timely street sweeping with a goal of sweeping
each street five times per year.
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
47%47%
2%
51%
Personnel Services Commodities
Contractual Services Depreciation
Other Charges
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AGENDA REPORT
TO: Chuck Ahl, City Manager
FROM: David Fisher, Interim Director of Community Development / Building Official
SUBJECT: 2014 Community Development Budget Presentation – Workshop
DATE: August 1, 2013
INTRODUCTION
The 2014 Community Development Budget proposal will be discussing information on services provided,
expenditures, revenues, and outlook for the next year.
DISCUSSION
State of the Department The Community Development Department is comprised of 13.2 full-time equivalent (FTE) employees that provide essential services in the following areas: Administration, Planning / Environmental Planning, Building Inspections, Public Health Inspections, Code Enforcement and Recycling. The Administration Division provides clerical support and customer service. This division issues permits and contractor licenses, schedules inspections, compiles board packets and types minutes, provides clerical support for all of Community Development, and gives general customer service to the public. The Planning / Environmental Planning Division helps guide and implement development, redevelopment and zoning. Along with being the liaison to four of the City’s commissions or boards, this division also work s with the general public, city staff, developers, Ramsey County, and all city watershed districts to enforce local, regional and state rules & regulations. The Building Inspections Division enforces state and local building codes. This division reviews plans and inspects commercial and residential buildings, which includes many aspects of construction such as special fire protection systems, elevators, existing building, electrical, solar energy systems, accessibility, mechanical, manufactured homes and plumbing. The Public Health Inspections Division educates and enforces state rules related to food, lodging, public
swimming pools and public health. This includes reviewing commercial kitchen plans and inspecting restaurants, inspecting lodging facilities and inspecting public pools. In addition, this division investigates public health nuisance complaints.
The Code Enforcement Division helps maintain community standards through the inspections, investigations, and enforcement of the City Code and state rules and regulations. This division deals with vacant homes, abatements, citations and nuisance complaints. The Recycling Division manages the solid waste program. This division administrates the program to
ensure compliance with regional and state rules & regulations.
Workshop Agenda Item D1C
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The Community Development Department is doing well with revenues generated being at 44% through the end of July of 2013. While this may sound like we are falling behind, with the new large 3M Innovative Center project on the horizon in the next few months the trend is favorable into 2014. It is anticipated that 2013 will end with additional revenue from permits and fees of $628,000. The chart below indicates trends of revenue generated from contractor licenses, building permits, electric permits, heating permits, plumbing permits, plan-checks, miscellaneous fees and recording fees. Program 2010 2011 2012 2013 2013 2014 Actual Actual Actual To-date Estimate Estimate $878,279 $1,036,880 $1,353,855 $532,817 $1,160,000 1,320,000 The Community Development Department in 2013 is adequately staffed to address the work load and will have a need to maintain that staff level through 2015. The following table shows actual and budgeted expenditures for 2010 to 2014. Program 2010 2011 2012 2013 (8-5) 2013 2014 Actual Actual Actual To-date Estimate Estimate Administration $281,849 $246,761 $279,704 $128,105 $286.410 $293,710 Building $458,146 $430,845 $488,572 $289,689 $479,030 $485,930 Inspections Code $80,069 $110,813 $64,859 $57,106 $137,220 $142,780 Enforcement Planning & $235,075 $229,402 $497,072 $301,512 $540,570 $547,770 EUF-Planning Public Health $52,695 $49,507 $47,484 $30,681 $45,210 $46,230 Inspections Recycling $507,882 $600,192 $557,168 $274,647 $540,570 $547,770 Programs Totals $1,615,716 $1,667,520 $1,934,859 $1,081,740 $2,032,050 2,077,100 General fund One of the biggest challenges for the Community Development Department in 2013 was the move from
City Hall into the 1902 building. While most of the divisions have adjusted to their new space, the Administration Division is still adjusting to a new location with a decreased counter area, smaller customer lobby and tighter office area. In 2013, the EUF-Planning Program was added to the Planning expenditure budget for budgeting purposes. Previously, from 2012 - 2013, the EUF-Planning Program was removed from the Public Works Storm Water Program and created as a separately tracked fund in the Community
Development Department. The Planning Division is also continuing to working with EDA to find funding sources for development and redevelopment. The Building Inspections Division will be administrating the new state building code in 2014. The Public Health Inspections Division continues to work with limited personnel to enforce increasing numbers of public nuisance issues and more state rules and regulations. The Code Enforcement Division has been receiving more complaints through email, often receiving
erroneous information, but still requires personnel time to investigate the complaint. Also in 2013, the Environmental Technician Trainee position was created to help facilitate the recycling program, solid waste program and code enforcement. One of the Recycling Program’s current challenges is working on the city’s recycling contract to resolve the question of bins versus carts. Another major change in the Community Development Department occurs on August 12, 2013, with the new hire of Melinda Coleman, Assistant City Manager / Director of Community Development.
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Performance measurements for the Community Development Department are attached as exhibits. Even though there were slight decreases in the numbers of building, planning, public health and code enforcement inspections from 2011 to 2012, we anticipate this trend to reverse and see slight increases in 2013, with the continued strengthening of the economy. Administration continues to meet their goals in permit issuance, having a 99% accuracy rating, while Building Inspections continues to meet their plan review goals of a 7-day turnaround for residential permits / 30-day turnaround for commercial permits. Percentage of inspections completed within 24-hours continues to hold steady from 2012 figures with a 97% rate. Public Health continues its trend in 2013 of spending more time on food sales inspections as the number of restaurants has increased, and there is a continued need to educate food managers on rules and regulations in order to maintain the public’s welfare . The trend in Code Enforcement shows that while we are resolving more complaint cases, we are using less judicial time to do so and more staff time for re-inspections. A decrease in re-inspection penalties indicates we are getting more compliance. Planning has seen a substantial increase in the number of EDA contacts from 2011 to 2013, and we expect this trend to continue. Also, the number of planning outputs continues to rise from 2011 to 2013. Recycling anticipates an increase in both the total poundage of materials recycled and the average poundage per household of materials recycled in 2013 from 2012. Taken as a whole, throughout the Community Development Department these increases and decreases in measurement are so slight we should be able to maintain current operating costs. Finding better, more quantifiable ways to measure performance continues to be a goal of Community Development.
Community Development Department Objectives for 2014 are as follows:
1. Expand economic development efforts through pro-active actions that stimulate housing and non-
residential development, including redevelopment of strategic areas of the City.
2. Protect public’s health and improve the quality of life of the citizen’s of Maplewood through the
prevention of disease, education, outreach and inspections.
3. Carry out the long-range planning vision for the community’s future as described in the 2030
Comprehensive Plan and the City Council’s goals.
4. Educate contractors, design professionals and the public through pre-development meetings,
literature, city website, and the permit process.
5. Educate city staff and the community in developing a sustainable “green building practices and
methods”, including the promotion and implementation through incentives of green construction and
the Maplewood Green Building Program.
6. Promote high quality building and site design by recommending and requiring enhanced amenities
during city development and building reviews.
7. Provide leadership by serving as the staff liaisons and technical experts for four of the city’s citizen
advisory boards and commissions.
8. Provide technical expertise and regional leadership in issues related to municipal environmental
practices and critical environmental issues that influence the city.
9. Promote and manage the single-hauler solid waste and recycling programs to ensure compliance
with regional and state rules and regulations.
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DISCUSSION
Economic development will be a priority within the department in 2014. The Planning Division will need to
use the city’s comprehensive plan to guide development and redevelopment. They will need to find funding
sources through the State, County, EDA or some method of creative financing and set up criteria to use the
funding and prioritize how the funding is used.
In 2014, the 2012 Minnesota State Building Code will be adopted, and the Building Inspections Division will be updating the city’s handouts to help educate the public. The Building inspectors are influential in and committed to code development and because of the City of Maplewood’s commitment to allow the
inspectors to participate in local, state and national code development, the City of Maplewood has a voice in the new codes.
We hope to have the Green Building Code adopted in 2013. We will be recommending these methods of
construction to the public and requiring it in city owned buildings. The City has been a leader in the green
building initiative and sustainability within the State of Minnesota and the International Code Council. We
are also committed to implementing a “Sustainable Maplewood” with the Green Step program and the
Green Team. The team will update our green best practices handouts for the city.
Community Development is also working with the Public Works Department to assist in their efforts to
move the Gladstone Phase II improvements forward by assisting in redevelopment initiatives.
Cuts Proposed by City Manager
The 2014 general fund budget proposed to the City Manager and Finance Director was similar to the
approved 2013 budget. However with the proposed cuts it reduces general fund expenditures as detailed
below.
Dept
Cuts proposed by Manager:
Request
Cuts
Supplies – Equipment (Admin) 1,860 (1,400)
Wages / Temporary (Building) 12,480 (12,480)
Equipment – Office (Building ) 10,000 (10,000)
Fees for service (Planning ) 40,000 (39,,000)
Overtime (EUF Planning ) 2,000 (1,000)
Fees – Consulting (EUF Planning ) 9,600 (5,000)
Overtime (Recycling)
1,250
(750)
Signs & Signals ( Recycling)
1,000
(1,000)
MDSE. For Resale (Recycling)
3,000
(3,000)
Fee for Service (Recycling ) 390,000 (40,000)
TOTAL PROPOSED CUTS
(112,230)
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These cuts may affect efficiency somewhat, but we should still be able to deliver quality customer service.
Listed below are explanations of the proposed cuts:
- In Administration supplies and equipment cut of $1,400 may prohibit us from purchasing two new
desktop scanners. The newer scanners are more efficient. However, as these are replacement
equipment the funds may come from a different budget area
- In Building Inspections an intern for $12,480.
- In Building Inspections 2 large monitors to read plans for $10,000.
- In Planning $39,000, for scanning documents
- In EUF Planning $1,000 overtime
- In EUF Planning $5,000 Fees - Consulting
- In Recycling $750 overtime
- In Recycling $1,000 signs and signals
- In Recycling $3,000 MDSE for resale Merchandise
- In Recycling $40,000 Fees for service - Contract
RECOMMENDATION
No action is needed at this time as this information is being presented for review of 2014 Community
Development expenditures.
Attachments:
1. Org. Chart
2. Department Budget Charts
3. Expenditure Summary
4. Mission Statement and Objectives
5. Program Budget and Performance Measures
6. Presentation power point
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CITY OF MAPLEWOOD
COMMUNITY DEVELOPMENT
ORGANIZATION CHART
Assistant City Manager/Community
Development Director
Planner
Assistant
Building
Official
Environmental
Health Officer
Environmental
Technician
Trainee
Building
Inspectors
Environmental
Planner
Building
Official
Senior
Planner
Office Specialists
Administrative
Assistant
Attachment 1
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
BUDGET 2014
COMMUNITY DEVELOPMENT
Administration
14.1%
Building
Inspections
23.4%
Code Enforcement
6.9%
Planning
27.0%
Public Health
Inspections
2.2%
Recycling Program
26.4%
Total By Program
Personnel
Services
68.5%
Commodities
0.8%
Contractual
Services
28.3%
Other Charges
2.4%
Total By Classification
Attachment 2
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Attachment 3
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Attachment 3
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Attachment 3
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
COMMUNITY DEVELOPMENT
MISSION STATEMENT
To protect public health, safety and welfare by ensuring that land use and buildings meet
applicable city codes, regional goals and state and Federal laws. The department will guide
future growth and construction in the city that enhances economic development while
conserving natural resources in accordance with the goals and policies of the Maplewood
Comprehensive Plan.
2014 OBJECTIVES
1. Expand economic development efforts through pro-active actions that stimulate housing
and non-residential development, including redevelopment of strategic areas of the City.
2. Protect public’s health and improve the quality of life of the citizen’s of Maplewood
through the prevention of disease, education, outreach and inspections.
3. Carry out the long-range planning vision for the community’s future as described in the
2030 Comprehensive Plan and the City Council’s goals.
4. Educate contractors, design professionals and the public through pre-development
meetings, literature, city website, and the permit process.
5. Educate city staff and the community in developing a sustainable “green building
practices and methods”, including the promotion and implementation through incentives
of green construction and the Maplewood Green Building Program.
6. Promote high quality building and site design by recommending and requiring enhanced
amenities during city development and building reviews.
7. Provide leadership by serving as the staff liaisons and technical experts for four of the
city’s citizen advisory boards and commissions.
8. Provide technical expertise and regional leadership in issues related to municipal
environmental practices and critical environmental issues that influence the city.
9. Promote and manage the single-hauler solid waste and recycling programs to ensure
compliance with regional and state rules and regulations.
Attachment 4
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Administration
Fund #:
Program #: 101
701
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Contractor licenses issued N/A 480 480 480
Truth-in-Housing inspection reports N/A 381 400 400
Commission packets N/A 65 65 65
Council agenda reports N/A 98 95 95
Number of inspections scheduled N/A 6,042 7,000 7,000
Number of permits issued 3,095 3,025 3,100 3,100
EFFECTIVENESS INDICATORS
Percent of minutes available for next meeting 98% 99% 99% 99%
Percent of permits issued accurately 98% 99% 99% 99%
COMMENTS
Contractors licenses are issued for commercial building, mechanical, plumbing, truth-in-housing inspections, sign
installers and tree trimmers. Inspections are scheduled for building, mechanical and plumbing work.
The Community Development staff provides support for four of the City’s advisory commissions. This entails the
continued preparation of meeting agenda packets and meeting minutes for each commission. In turn, the community
development department issues permits for the construction of projects approved through the planning review
process. They also prepare and review City Council agenda reports for zoning compliance.
The clerical staff works with Planning, Building, Public Health and Code Enforcement.
Note: Estimated population according to the Community Development Department is as follows:
2011 – 38,374
2012 – 38,424
2013 – 38,474
2014 – 38,524
Attachment 5
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Building Inspections
Fund #:
Program #: 101
703
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Revenue generated $952,369 $1,273,942 $1,165,000 $1,228,000
Number of permit apps. 3,095 3,025 3,200 3,200
Number of plan reviews 660 653 650 650
Number of inspections 6,162 6,042 7,000 7,000
EFFICIENCY MEASURES
Average time to issue residential permit 7 days 7 days 7 days 7 days
Average time to issue commercial permit 30 days 30 days 30 days 30 days
Percentage of inspection completed within 24
hours 98% 97% 97% 97%
COMMENTS
The State of Minnesota will be adopting the updated building code in 2013/2014 and building officials must maintain their
knowledge and certifications through the state and International Code Council. The building officials are responsible for
construction inspections for residential buildings, commercial buildings, manufactured homes, accessibility, plumbing,
mechanical and energy. In addition, the building officials are responsible for using the updated codes for plan review.
The Building Department promotes professionalism and knowledge by being involved in building official organizations, the
International Code Council and the State of Minnesota for awareness and input on code changes that affect the City of
Maplewood.
The Building Department has been working as a leader in green building policies and development for sustainable
buildings internationally, locally and is currently working to adopt a green building ordinance within the City of Maplewood.
Attachment 5
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Public Health Inspections
Fund #:
Program #: 101
704
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Number of restaurant inspections 201 187 210 210
Number of pool inspections 48 39 40 40
Number of public health violations 32 35 25 25
Number of itinerant food sales inspections 54 45 50 50
EFFECTIVENESS INDICATORS
Number of restaurant re-inspections 51 50 49 49
Number of hours on food sales inspections 545 593 593 596
Food establishment license fee $80,992 $82,872 $89,000 $89,000
Swimming pool license fee $1,628 $1,578 $1,600 $1,600
Lodging license fee $1,564 $1,609 $1,800 $1,800
COMMENTS
The public health officer is currently working with the FDA and MDH on active managerial control inspections. These
inspections are risk based and more educational/demonstration based vs check list items.
Education, outreach, and a continual presence (ie—more follow up inspections and spot checks) in licensed
establishments is a key factor in compliance with various Minnesota statues. This approach may be more time
consuming for the public health officer, however it promotes a safer and healthier environment.
In 2012 & 2013, there was an increase in the number of new food establishments. This increase meant more time spent
on plan review and pre-opening inspections.
The Health Officer continues to work with the FDA on a grant to achieve outside funding for various educational
opportunities.
Attachment 5
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Code Enforcement
Fund #:
Program #: 101
707
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Total number of complaint cases inspected 539 493 540 600
Total number of complaint cases that were
referred to the Admin/Judicial process 64 48 45 65
Total number of re-inspections 742 904 900 900
Total number of letters written regarding
violations 389 376 400 400
EFFICIENCY INDICATORS
Total number of complaint cases resolved
through the Admin/Judicial process and
abatements
112 81 75 75
Total number of complaint cases resolved 707 634 750 750
Total number of complaint cases pending 35 24 24 24
Abatement fees $21,163 $20,571 $20,000 $20,000
Re-inspection penalty fees $2,475 $1,425 $2,000 $2,000
COMMENTS
The 2013 code enforcement program is administered with the building, environmental and health divisions working together
to maintain the community standards.
The number of abatements was directly impacted by the number of foreclosed properties in the city from 2011 to 2013.
The number of abatements may decrease in 2013 based on early indicators from the late spring of 2013.
The abatement fees are assessed to properties for lawn mowing and cleanup. In addition, the administration cost is
included in the abatement fee.
The re-inspection penalty fee is assessed to properties that have excessively consumed city services for multiple
inspections of the same violation.
Attachment 5
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CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Planning
Fund #:
Program #: 101 & 604
702
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Revenue generated $35,355 $27,637 $34,400 $32,000
Number of planning reviews 43 40 45 45
Number of building permit reviews 278 258 350 350
Number of new or modified water- related
ordinances and policies adopted by the city.
2 4 3 4
Number of water-related articles published in
city newsletters or local paper.
4 4 4 4
Number of project sites receiving water-related
construction inspections.
460 320 400 420
Number of water-related improvements at
parks or city facilities.
2 4 4 5
Miles of new streets with stormwater
improvements.
3.1 1.5 2.2 2.2
EFFECTIVENESS INDICATORS
Average # of hours to do building permit
reviews. 1 1 1 1
EDA contacts 5 30 25 25
Number of public meetings held to discuss
water-related ordinances and policies.
6 6 5 6
Number of households receiving water-related
articles.
17,000 17,000 17,000 17,000
Number of non-compliant water-related
construction inspections.
15 44 30 45
Drainage area affected by street improvements
(in acres).
150 32 67 63
COMMENTS
These outputs reflect the number of reviews by city planners and the staff time needed to complete the review, but do
not reflect additional staff time spent reviewing applications with citizen boards and commissions. The planning staff
is responsible for processing the reviews of all development applications and works closely with other city
departments such as engineering, building inspections, fire, police and environmental.
The NPDES permit program controls water pollution by regulating point sources that discharge pollutants into waters.
The Environmental Planning-EUF program is new in 2012 and shows commitment by the city to inform, plan, and
enforce the permit process to meet the stormwater goals of the city and the region.
Attachment 5
Workshop Packet Page Number 78 of 89
CITY OF MAPLEWOOD, MINNESOTA 2014 BUDGET
Department:
Program: Community Development
Recycling
Fund #:
Program #: 605
706
Performance Measures 2011
Actual 2012
Actual 2013
Estimate 2014
Estimate
OUTPUTS/WORKLOAD
Education outreach opportunities 17,000 17,000 17,000 17,000
Number of educational tags left by
contractor N/A 2,575 2,300 2,200
Number of tons of materials recycled 2,458 2,591 2,700 2,900
City events that featured recycling 8 8 10 10
EFFICIENCY INDICATORS
Number of churches and small
businesses that have opted into the
City’s recycling program
N/A 0 5 10
Average number of pounds recycled per
household per month 38.91 41.95 40 42
COMMENTS
In October 2012, the City began an organized trash collection system, where all single family residential properties are
required to use the City’s contracted trash hauler. The City supplied trash carts for the new trash system. Trash carts
were supplied in four variable sizes allowing residents an opportunity to save money and reduce waste by choosing
the size of trash container that fits their families’ needs. The roll out of the City’s trash carts also gave the City an
opportunity to educate residents on the City’s recycling program. During the trash cart roll out in October through
December 2012, there were approximately 200 recycling bins delivered to residents who previously had not been
recycling.
In 2012, paper tonnage and overall recyclable tonnage volumes increased over the last quarter of the year. Cardboard
and paper make up a large volume of recyclables in the City due to retail packaging.
The City’s recycling contractor, Tennis, continues to look for ways to improve the City’s recycling program. During the
last quarter of 2012 Tennis began collecting retail plastic bags for recycling. Tennis also conducted a recycling cart
pilot study to determine if the use of 65 gallon recycling carts increased recycling participation and rates. Of the 213
residential properties included in the study, there was a 37 percent increase in volume of recyclables collected and a
33 percent decrease in not outs (residents who do not place recycling at the curb) with the use of carts versus bins.
The results of this study will be used by the City to determine whether recycling carts will be used in the City’s
recycling program beginning in 2014.
Attachment 5
Workshop Packet Page Number 79 of 89
8/8/2013
1
City of Maplewood
Community Development Department
2014 Budget
Council Manager Workshop
August 12, 2013
Community Development Department
Budget 2014
Workshop Packet Page Number 80 of 89
8/8/2013
2
Community Development Department
Mission Statement
To protect public health, safety and welfare by
i th t l d d b ildi tensuring that land use and buildings meet
applicable city codes, regional goals and state
and Federal laws. The department will guide
future growth and construction in the city that
enhances economic development while
conserving natural resources in accordance
with the goals and policies of the Maplewood
Comprehensive Plan.
Community Development Department
Top 5 2014 Objectives
1. Expand economic development efforts pp
through pro-active actions that
stimulate housing and non residential
development, including redevelopment
of strategic areas of the City.
2. Protect public’s health and improve the
quality of life of the citizen’s of
Maplewood through the prevention of
disease, education, outreach and
inspections.
Workshop Packet Page Number 81 of 89
8/8/2013
3
Community Development Department
Top 5 2014 Objectives
3. Carry out the long-range planning vision for yggp g
the community’s future as described in the
2030 Comprehensive Plan and the City
Council’s goals.
Community Development Department
Top 5 2014 Objectives
4. Educate contractors, design professionals and the
bli th h d l t ti lit tpublic through pre-development meetings, literature,
city website, and the permit process.
5. Educate city staff and the community in developing a
sustainable “green building practices and methods”,
ildi h i di l i h hincluding the promotion and implementation through
incentives of green construction and the Maplewood
Green Building Program.
Workshop Packet Page Number 82 of 89
8/8/2013
4
Community Development Department
2014 Performance Measurements Summery
Administration
Contractor Licenses Issued
Truth–In–Housing Inspections Reports
Commission Packets Council Packets
Number of Inspections Scheduled
Number of Permits Issued
Building Inspections
Revenue Generated
Number of Permit Applications
Number of Plan Reviews
Number of Inspections
Community Development Department
2014 Performance Measurements Summery
Public Health Inspections
Number of Restaurant Inspections
Number of Pool Inspections
Number of Public Health Violations
Number of Itinerant Food Sales Inspections
Code Enforcement
Total Number of Complaint Cases Inspected
Total Number of Complaint Cases Inspected That Were Referred
to the Admin/Judicial Process
Total Number of Re-inspections
Total Number of Letters
Workshop Packet Page Number 83 of 89
8/8/2013
5
Community Development Department 2014
Performance Measurements Summery
Planning
Revenue Generated
Number of planning Reviews
Number of Building Permit Reviews
Number of New or Modified Water-related Ordinance and Policies Adopted
By The City
Number of Water-Related articles Published in City Newsletters or Local
Paper
Nb fPjtSitRiiWtRltdC t ti I tiNumber of Projects Sites Receiving Water-Related Construction Inspections
Number of Water-Related Improvements At Parks or City Facilities
Miles of New Streets With Storm Water Improvements or Modified Water-
related Ordinance and Policies Adopted By The City
Community Development Department 2014
Performance Measurements Summery
RecyclingRecycling
Education Outreach Opportunities
Number of Education Tags Left By Contractor
Number of tons of Materials Recycled
City Events That Featured RecyclingCity Events That Featured Recycling
Workshop Packet Page Number 84 of 89
8/8/2013
6
Community Development
Department 2014 Budget
Comments
Questions
Workshop Packet Page Number 85 of 89
Work Session Agenda Item D1(d)
AGENDA REPORT
TO: Mayor and City Council
FROM: Charles Ahl, City Manager
Gayle Bauman, Finance Director
SUBJECT: Summary 2014 Budget / Council Direction
DATE: August 7, 2013
INTRODUCTION
This agenda item is a continuation of the 2014 Budget process along with the opportunity for the
City Council to discuss the information presented. As well, the Council should provide direction
for future debate prior to settling the maximum levy for 2014 in September 2013, and adopting
the final budget in December 2013. Staff began the process of estimating the needs and
necessary budget reductions to meet the overall budget directions given by the Manager’s
office. The department budget presentations will have been completed tonight and we have not
received nor noted any Council directives that the Manager’s recommendation for the maximum
levy at a 0.0% increase [or no increase] should be revised. The expectation is that the Council
will indicate during this time whether the final maximum levy should be revised either to a higher
levy [an increase] or additional reductions should be explored [a decrease]. The Council should
also indicate whether they wish further time on a future agenda for discussion and whether
additional financial or departmental information is necessary.
Background Information
During the past months, the City Manager’s budget team has established goals, including
through the Council – Staff Retreat process, and the Management Team has developed the
following assumptions to be shared with the City Council about the 2014 Budget:
1. No levy increase = $0.
2. New funding provided through the 2013 Legislature as follows:
a. Local Government Aid: $530,000
b. Sale Tax Exemption: $ 75,000 [estimated savings for General Fund]
3. A stabilization of funding for the MCC Fund. [from the Audit Report]
4. A stabilization of funding for the Ambulance Fund. [from the Audit Report]
5. A stabilization of funding for the Debt Service Fund. [from CIP Report]
6. Continued dedication of funding for Public Safety Facilities.
7. Attempt to increase funding for Park Development.
8. A continued reduction in the street renewal program.
9. Stabilized funding for Economic Development.
Workshop Packet Page Number 86 of 89
2014 BUDGET PROCESS
PAGE TWO
The levy for 2013 was distributed as follows:
General Fund $12,500,600
Redevelopment Fund $ 20,000
EDA Levy $ 89,270
Recreation Program Fund $ 175,000
Maplewood Community Center Fund $ 460,000
Debt Service Fund $ 4,313,530
Capital Improvement Projects Fund $ 180,000
Fire Truck Replacement Fund $ 50,000
Public Safety Expansion Fund $ 260,000
Park Development Fund $ 30,000
Ambulance Fund $ 450,000
Total 2013 Levy $18,528,400
Each of the Department Heads prepared and presented their budget requests based upon their
needs for 2014. In addition, the Capital Improvement Plan was approved on July 22, 2013,
which includes financing assumptions for various projects and improvements.
Following is a summary of the requests and needs for 2014 based upon those requests and the
CIP:
Summary of Initial Budget Requests
General Fund Operating Expenses increase over 2013: $ 836,310
Proposed changes to 2014 levy per CIP:
Economic Development Authority Levy change: $ 0
New Funding for Maplewood Community Center Capital Projects: $ 65,000
Ambulance Fund Change: $ 0
Park Development Fund Change: $ 0
Decrease funding for Recreation Program Fund: $ 0
Increase funding for Debt Service for 2013 Bonding: $ 345,070
Decrease Public Safety Fund for Police Department Expansion ($ 260,000)
Increase Housing Redevelopment Fund $ 20,000
Total $ 170,070
In order to maintain a 0% levy increase for 2014, the General Fund levy is proposed to be
reduced by $170,070. With additional department requests of $836,310 and a levy reduction of
$170,070, the Manager and Finance Director adopted revisions to solve a $1,006,380 issue.
Workshop Packet Page Number 87 of 89
2014 BUDGET PROCESS
PAGE THREE
Discussion
Based on the report prepared by Finance Director Gayle Bauman, dated May 29, 2013 for the
June 10, 2013 Work Session, that was adopted with the Capital Improvement Plan approval, the
analysis of the City debt indicated that a majority of the new revenue from Local Government
Aid should be used to hold down the levy increase for 2014 by applying the new LGA Funds to
debt service for the next 3-5 years. The City’s Budget has become a very complex balancing of
revenues, expenditures, dedicated funding of the previous year’s unused funds and fund
balance. A summary of new tax revenue over the past couple of years shows the following:
A 2.0% approved Levy increase in 2012 provided: + $350,069
A 3.8% approved Levy increase in 2013 provided: + $674,877
In 2014, estimated new LGA provides: + $530,000
In 2014, estimated reduction due to sales tax exemption: + $ 75,000
New funding available in 2014: + $605,000
Budget Options
On July 22nd, the staff provided the Council the following options for debate and discussion:
Option 1: [recommended by City Manager and Finance Director]
Set Maximum Levy at No increase +0.0%.
This approach proposes to cut the department expenditures to meet the levels of new
revenue and available funds from 2013. The LGA money would be used to offset
expenses incurred over the past 5-8 years for bonded debt and offset that planned levy
increase. We believe this was the intent of the legislature in providing levy relief. It also
requires the operation of the City to live within the means provided previously. Cuts on
needed programs will be required, but we do not anticipate staff reductions, and there
will be very limited ability to expand any capital programs beyond those programs [Police
Department Expansion and new Fire Station construction] that are already underway.
Option 2: reduce levy by a percentage of the LGA funds received
Levy to be reduced by approximately -2.86%
This approach would apply 100% of the LGA funds to reduce the 2014 levy and assume
no increase in operating expenses. This would require some reductions in operating
expenses, including consideration of leaving some positions, even within public safety,
vacant. It would also likely mean a reduction in the scope of improvements for the
Police Department Expansion and either limit or eliminate the Fire Department
construction plan. An extensive evaluation of this option has not been completed, but
there have been comments from residents about using the new state money for a full
levy reduction.
Workshop Packet Page Number 88 of 89
2014 BUDGET PROCESS
PAGE FOUR
Option 3: increase levy to meet the department needs
Levy to be increased by +3.0%
This approach would apply the LGA money to debt service but also expand programs,
as well as increase the levy for new initiatives. New programs for street expansion and
park replacement could be funded within this option. The levy would be increased for
debt service so that the LGA money could be applied to these programs. A levy limit
exists for operating costs of approximately 0.8%, but this does not apply to bonded debt,
which has been indicated could be increased over the next 3-5 years.
Option 4: a combination of Options 1,2,3
Levy increase would be less than +2.0%
This approach assumes that the Council wishes to explore a program without the
extensive program and departmental cuts, but also limits the levy increase issue.
Management originally explored a levy increase of 0.5% to 1.0% that would be
dedicated entirely to debt service, which would free up approximately $175,000 for new
programs.
Budget Review Process
The assumptions and information presented in this report have been reviewed in detail with the
City Council during Work Sessions the past two meetings. Further action on the budget is:
1. August 26th
a. Budget in draft format available for public viewing
2. September 9th Regular Meeting
a. Council sets maximum levy and sets Public Hearing for December 2013
3. October 14/28:
a. Refinement of Departmental Budgets
b. Review of non-tax levy supported funds
c. Review of fees and utility rates
Recommended Action
It is recommended that the City Council discuss the 2014 Budget and provide input on the
budget and indicate any additional debate or information required prior to the setting of the
maximum levy on September 9, 2013. The City Manager intends to recommend that the 2014
levy have no increase over the 2013 levy.
Workshop Packet Page Number 89 of 89