HomeMy WebLinkAbout2008 10-27 500 CMW
AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:00 P.M. Monday, October 27, 2008
Council Chambers, City Hall
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
1. Discussion of 2009 Budget ?
a) MCC Allocation
b) Parks and Community Development Department
2. Continuation - Citizen Services Department 2009 Budget Presentation
3. Inspections, Planning & Building Operations 2009 Budget Presentation
E. NEW BUSINESS
F. ADJOURNMENT
Agenda Item D1
AGENDA REPORT
TO
: City Council
FROM:
Charles Ahl, Acting City Manager
SUBJECT: Discussion of 2009 Budget ?
MCC Allocation
a)
Parks and Community Development Department
b)
DATE: October 16, 2008
INTRODUCTION/SUMMARY
Maplewood Community Center
th
As part of the presentation on the budget for the Maplewood Community Center on October 13,
there were questions about the proposal to provide an internal loan to the Community Center Fund
with a 3-4 year payback.
The proposal to provide an internal accounting loan of $294,000 is necessary to account for the
shortfall in revenues in the fund during 2008. There are two ways to have this addressed:
1) Find extra funds in 2008 to cover this shortfall. These funds would come from the fund
balance, which the Council has discussed attempting to keep at 37% to begin 2009.
Taking $294,000 from this fund would reduce the amount of money available to meet
needs in 2009. The result is either a cut in services are an increase in the tax levy.
With most of the Council members expressing concerns with the maximum levy of
6.0%, this would reduce options for reducing that amount.
2) The second option would be the internal loan to be paid back over 3-4 years as
recommended by staff. We are proposing that the MCC receive a subsidy of $300,000
in 2009, however, the payback of the loan is $90,000. This obviously results in a
subsidy of just $210,000, which reflects closely to the planned subsidy in 2008 of
$230,000. [It needs to be noted that while the planned subsidy in 2008 was $230,000,
with the operating deficit of $294,000, the actual subsidy is $524,000. The total
subsidy after transfers in for 2007 and adjustments is a comparable amount of
$512,000.]
a. Note: MCC staff will be prepared to discuss methods of increasing revenue
and controlling expenses to reduce the actual subsidy by $200,000.
Park and Community Development Department
I am proposing to begin implementation of some changes in assignments to better reflect a Director of
Parks and Community Development. This proposal is not reflected in the shown Community
Development Department budget; however, changes to the final budget will reflect the following
changes based upon the suggested re-assignments of personnel:
1) The re-assignment of duties will result in the following impacts:
a. Reduction in salary and benefits to Planning and Building Inspection Funds due to
reassignment of Acting Director = $8,200
b. Re-assignment of a Apprentice Building Inspector to Code Enforcement Official results
in savings to Building Inspection = $84,830.
c. Savings to MCC Fund for re-assignment of Marketing Coordinator = $42,575
d. Savings to Recreation Program Fund by assigning Park and Recreation Director =
$79,200, but is offset by the transfer of Marketing Coordinator salary of $62,575 for a
net positive impact of $16,625.
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e. Assignment of Park and Community Development Director and Park and Recreation
Manager to the Parks Division of the budget results in an increase of $109,785 to re-
establish a Parks Division within the General Fund Budget.
f. Assignment of the Park and Community Development Director will result in an increase
to the Community Development Administration Program will result in an increase of
$30,585 in salaries and benefits.
g. Savings from the elimination of the Deputy Public Works Director will result in the
following cost savings:
i. Public Works Administration = $11,360
ii. Environmental Utility Fund = $23,300
iii. Sanitary Sewer Fund = $11,790
iv. Fleet Management Fund = $11,790
The result of all of these changes are savings to the tax levy:
a. Reduced salaries within MCC Fund = $42,575
i. Levy support from $300,000 to $257,425
b. Reduced salaries within Recreation Fund = $16,625
i. Levy support from $250,000 to $233,375
c. Increased impact on General Fund ($35,975)
d. TOTAL General Levy Savings $23,225
e.
f. TOTAL Savings Non-Levy Funds $46,880
g.
h. TOTAL Savings all Funds $70,105
A further explanation and organizational chart will be provided with the presentation on the
Community Development Department.
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WORKSHOP AGENDA ITEM D2
MEMORANDUM
To: City Manager Ahl
Finance Director Mittet
Finance Consultant Faust
From: Karen Guilfoile, Citizen Services Director
Re: 2009 Operating Budget Requests
Date: October 6, 2008
The 2009 expenditure portion of the operating budget for the Citizens Service Department is
submitted for your approval and includes the following Divisions: City Clerk Administration,
Deputy Registrar, Elections, Recreation Programming, MCC Administration, MCC Recreation
Program, MCC Leisure and Mcc Building Maintenance.
2007 2008 2009
Actual Budget Budget
Personnel Services $2,575,726 $2,558,977 $2,624,170
Commodities 341,297 271,367 298,420
Contractual Services 1,052,759 1,181,049 1,1,19,740
Capital Outlay 261,058 261,510 261,060
Other Charges 21,527 12,420 18,680
Total $4,252,367 $4,285,323 $4,322,070
Percent Change 7.0% 0.8% 0.9%
The Administrative Division, aside from City Council related duties and responding to citizen
requests, serves as the administrative staff for business licenses, passport processing, recreation
programming and marketing and advertising. A 2% decrease in the 2009 Budget is mostly due to a
decrease in administrative assistant hours and replacing the business license clerk at a lower salary
than the previous tenured employee.
In the Deputy Registrar Division there is no significant change in the 2009 Operating Budget with
the number of motor vehicle, driver?s licenses and related transactions remaining consistent. The
Elections Division will decrease in excess of 13% due to the decrease of election judges and related
costs required for the local election cycle in 2009.
Recreation Programming sees a decrease of 7.5% due to staff doing an in-depth analysis of current
th
programming offerings and actual costs. Also, the annual 4 of July Celebration has been moved
from Recreation Programming to Marketing and Advertising.
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An increase of 4.6% is requested in the Community Center operating budget and is due to mostly to
salary and benefits. There is also an increase in commodities due to purchasing merchandise for
resale and to more accurately reflect the cost of janitorial supplies.
Included in this memorandum and will be included in the Citizen Services Department presentation
to the council is Marketing and Advertising and Ice Arena Operations. The Marketing and
Advertising operating budget is not included in the above totals while Ice Arena Operations are.
The Marketing and Advertising Division has seen a significant increase due to council approval of a
full-time Marketing and Advertising Coordinator in 2008. There is a reduction of Commodities and
an increase in Contractual Services that reflects moving the Taste of Maplewood from Commodities
th
to Contractual Services and also the addition of the annual 4 of July Celebration being moved from
Recreation Programming to Marketing & Advertising which includes costs of city-wide sponsored
events.
Attached you will find the Department Organizational Chart which reflects the Marketing and
Advertising Coordinator and the Banquet Sales and Event Coordinator being a direct report to me.
As you are aware, these salaries are in the Executive Department.
Finally, submitted for your review are the 2009 Department Objectives and the Department
Organizational Chart.
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CITY OF MAPLEWOOD
CITIZEN SERVICES
ORGANIZATION CHART
Citizens Services Director
Marketing and
Administrative
Advertising
Assistant
Coordinator
Lead Motor Vehicle Citizens ServicesBusiness License AquaticsMCC Fitness & City Events and Recreation
ClerkSupervisorSpecialist 50%SupervisorOperations DirectorMarketing DirectorSuperintendent
DMV/PassportBanquet Sales
BusinessMembership
OfficeLifeguardand Special Recreation
LicenseServices &
Specialists & StaffEventsSupervisor
Specialist 50%Sales Specialist
StaffCoorindator
Reception Desk
Recreation
OfficeOffice SpecialistAshland Theater
Supervisor I
Specialists
Manager on
Election Judges
Duty
Fitness
Coordinator
Activities
Coordinator
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CITIZEN SERVICES
BUDGET 2009
Total By Program
Community
Citizen Services
Center
Administration
61%
12%
Recreation
Programs
17%
Ice Arena
Deputy Registrar
Operations
8%
Elections
1%
1%
Total By Classification
Personnel
Other Charges
Services
<1%
61%
Capital Outlay and
Depreciation
Commodities
Contractual
6%
7%
Services
26%
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CITY OF MAPLEWOOD, MINNESOTA
CITIZEN SERVICES
EXPENDITURE SUMMARY
2008PERCENT
200620072009ORIGINALOVER(UNDER)
Total By ProgramACTUALACTUALBUDGETBUDGET2008 BUDGET
Citizen Services Administration364,592545,479522,655510,890-2.3%
Community Center02,538,7172,499,8282,614,0104.6%
Deputy Registrar318,306348,230358,202361,0800.8%
Elections65,70053,49260,71852,650-13.3%
Ice Arena Operations0029,25230,0002.6%
Recreation Programs0766,449814,668753,440-7.5%
Totals748,5984,252,3674,285,3234,322,0700.9%
Total By Classification
Personnel Services633,8962,575,7262,558,9772,624,1702.5%
Commodities22,507341,297271,367298,42010.0%
Contractual Services70,6591,052,7591,181,0491,119,740-5.2%
Capital Outlay and Depreciation18,618261,058261,510261,060-0.2%
Other Charges2,91821,52712,42018,68050.4%
Totals748,5984,252,3674,285,3234,322,0700.9%
Total By Fund
General Fund748,598987,954970,827954,620-1.7%
Community Center02,538,7172,499,8282,614,0104.6%
Recreation Programs0766,449814,668753,440-7.5%
Totals748,5984,293,1204,285,3234,322,0700.9%
Number of Employees (FTE)9.5831.2031.4230.01-4.5%
5.0
4.0
3.0
Expenditures
2.0
1.0
0.0
2009 BUDGET
2007 ACTUAL
2006 ACTUAL
2008 ORIGINAL
BUDGET
35
30
25
Employees
20
15
10
5
0
2006 ACTUAL
2007 ACTUAL2008 ORIGINAL
2009 BUDGET
BUDGET
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CITY OF MAPLEWOOD
CITIZEN SERVICES
MISSION STATEMENT
To maintain records, administer elections and issue licenses in a timely and
efficient manner. To provide Maplewood residents with the indoor and outdoor
recreation, entertainment and hospitality needs of families, businesses and
community organizations and others in the northeast metropolitan area.
2009 OBJECTIVES
1. Work with IT and Finance Departments to provide the capability for people to
apply and pay for business licenses via the Internet.
2. Work with Fire and Police Departments to implement the new business
registration program.
3. 100% of completed council agendas and agenda packets provided 4 days in
advance of meetings and 100% of legal notices prepared, posted and/or
published within legal deadlines.
4. Make arrangements with at least 50% of the current Maplewood based
vehicle dealers to perform the deputy registrar work.
5. Launch flat screen TV and restroom stall advertising as a source of revenue.
6. To increase testimonial promotion by 100% including the following
departments: swim lessons, birthday parties, recreation, MCC fitness,
banquet room, meetings, weddings, active adults, martial arts, and dance.
7. Increase recreation program revenues by seven percent through increased
fees and participation.
8. Analyze all space at the MCC for potential revenue generating leasing
agreements.
9. Increase the number of MCC banquet bookings by 25%.
10. Increase the number of Special Events in the MCC banquet room to eight.
11. Complete and implement new banquet room catering and liquor provider
contracts.
12. Continue to facilitate a successful partnership with the Ashland Theatre of
Performing Arts.
13. Increase the membership base by 5%, focusing on increasing the
Maplewood resident percentage and employees of Maplewood businesses.
14. Continue to develop the volunteer recruitment program at the MCC
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15. Expand the current recreation programs offered to bring additional wellness,
preventative and specialty programs advantageous for all ages, interests and
fitness levels to Maplewood and surrounding communities.
16. Increase school year daytime swim lessons by targeting charter and home
schools.
17. Increase general swim lessons participation by increasing "captive audience"
marketing. Also, targeting childcare centers for introductory level classes
such as Tot Swim and Parent/Child.
18. Increase CPR revenues by marketing to childcare centers and local
businesses.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:DEPARTMENT:
ADMINISTRATION CITIZEN SERVICES
PM
ROGRAMISSION
To maintain accurate and complete permanent city records, to manage the issuance and processing of
business licenses and permits in a timely and efficient manner and to manage department operations.
2006200720082009
I
NPUTS
ActualActualBudgetBudget
Direct Expenditures
Personnel Services $266,778$312,157$368,143 360,270
Commodities 14,71229,82218,630 19,210
Contractual Services 61,56687,787135,882 131,410
Capital Outlay 18,61800 0
Other Charges 2,9182390 0
Total $364,592$430,005$522,655 $510,890
Percent Change 3.0%17.9%21.5% -2.3%
Staff Hours
No. of Employees (FTE) 3.754.003.70 3.70
BC
UDGETOMMENTS
Decrease in budget is due to new hire in business licenses at a rate than previous tenured employee.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: DEPARTMENT:
ADMINISTRATION CITIZEN SERVICES
2006200720082009
ActualActualEstimateEstimate
O/W
UTPUTSORKLOAD
Agenda reports 496580550 565
Pages of minutes 510650600 630
Number of ordinances 81015 12
Number of resolutions 205185175 225
Business
1,1501,6541,600 1,750
licenses/permits/registrations
EI
FFECTIVENESS NDICATORS
Percentage of licenses,
97%99%99% 99%
permits issued by deadline
C
OMMENTS
Administrative workload remains steady in the area of output and workload as shown above.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:DEPARTMENT:
DEPUTY REGISTRAR CITIZEN SERVICES
PM
ROGRAMISSION
To present a courteous, service-oriented team providing a high level of accuracy and efficiency.
I 2006200720082009
NPUTS
ActualActualBudgetBudget
Direct Expenditures
Personnel Services $315,854$345,447$354,684 357,470
Commodities 000 0
Contractual Services 2,4522,7833,518 3,610
Capital Outlay 000 0
Total $318,306$348,230$358,202 $361,080
Percent Change 4.2%9.4%2.9% 0.8%
Staff Hours
No. of Employees (FTE) 5.836.256.03 6.03
BC
UDGETOMMENTS
No significant change in the Deputy Registrar Program.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: DEPARTMENT:
DEPUTY REGISTRAR CITIZEN SERVICES
2006200720082009
ActualActualEstimateEstimate
O/W
UTPUTSORKLOAD
Number of motor vehicle
45,00049,80050,000 50,000
transactions
Number of driver?s license
18,00018,50018,700 18,600
transactions
Number of passports
2,8003,0003,500 3,000
processed
EI
FFECTIVENESS NDICATORS
Initial accuracy rate on motor
98%99%98% 98%
vehicle reports reconciled
Initial accuracy rate on
driver?s license reports 98%98%98% 98%
reconciled
C
OMMENTS
Number of transactions remains steady in all areas of motor vehicle and DNR. Passport activity is
reduced due to a decrease in travel projections estimated by the Federal Passport Agency.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:DEPARTMENT:
ELECTIONS CITIZEN SERVICES
PM
ROGRAMISSION
To manage all municipal, federal and state elections focusing on legal compliance and integrity.
I 2006200720082009
NPUTS
ActualActualBudgetBudget
Direct Expenditures
Personnel Services $51,775$41,074$56,000 $46,290
Commodities 7,7957,719770 790
Contractual Services 6,6414,6983,948 5,570
Capital Outlay 000
Total $66,211$53,491$60,718 $52,650
Percent Change 98.3%-19.2%13.5% -13.3%
Staff Hours
No. of Employees (FTE) 000 0
BC
UDGETOMMENTS
The decrease in this budget is due to 2009 being a local election cycle with the need of fewer election
judges working.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: DEPARTMENT:
ELECTIONS CITIZEN SERVICES
2006200720082009
ActualActualEstimateEstimate
O/W
UTPUTSORKLOAD
Number of registered voters 24,00024,70023,500 25,000
Election judges trained 160150200 150
Number of ballots cast 18,0007,00019,000 8,500
Number of absentee ballots
200200500 300
processed
EI
FFECTIVENESS NDICATORS
Percentage of eligible voters
65%65%70% 30%
registered to vote
C
OMMENTS
Decrease in ballots cast due to 2009 being a local election. Percentage of eligible voters voting is
historically significantly less for local elections.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:
RECREATION PROGRAMS
DEPARTMENT:
CITIZEN SERVICES
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: RECREATION PROGRAMS DEPARTMENT: CITIZEN SERVICES
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORK LOAD
Total number of teens 330 420 380 380
enrolled
Adult softball, number of g0 95 143 140
teams
Fall soccer teams 75 67 71 48
Basketball teams 130 130 120 110
T-ball teams 24 30 33 30
Youth volleyball teams 30 40 42 40
Into. to Soccer Participants 0 0 235 250
Senior High Basketball teams 49 60 60 60
Number of day camp 2,100 2,180 2180 2180
participants
EFFECTIVENESS INDICATORS
Percent of non-Caucasian 7% 9% 10% 12%
employees & volunteers
Percent of program
evaluations rated satisfactory 95% 95% 99% 95%
or better
Percent of programs formally g0% 100% 90% 70%
evaluated
COMMENTS
The changes made in the preschool soccer program in 2008 will continue in 2009. The program
became more of an instructional program with emphasis on increasing the number of soccer ball
touches a player has in each session through smaller teams along with more and improved skill
development opportunities. Quality instructors lead the program with volunteer parent assistants. The
new format has been well received by parents and participants.
Demand for soccer fields by adult teams continues to grow creating scheduling challenges relating to
field use and maintenance. This demand is being studied and the resulting policies for field use and
maintenance were implemented in 2008 and will be revisited in 2009.
Demand for Summer Day Camp continues to grow. Staff is currently exploring options that would allow
for additional participants.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: COMMUNITY CENTER DEPARTMENT: CITIZEN SERVICES
OPERATIONS
602-611, 602-612, 602-613, 602-614
PROGRAM MISSION
To serve the indoor recreation, entertainment and hospitality needs of famil ies, businesses and groups in
the northeast metropolitan area and to ensure Maplewood residents
INPUTS 2006 2007 2008 2009
Actual Actual Budget Estimated
Direct Expenditures
Personnel Services $0 $1,366,772 $1,347,388 $1,433,580
Commodities 0 228,497 186,290 225,550
Contractual Services 0 664,594 692,800 675,140
Depreciation 0 261,058 261,510 261,060
Other Charges 0 17,797 11,840 18,680
Total $ 0 $2,538,718 $2,499,828 $2,614,010
Percent Change N/A 3.9% -1.5% 4.6%
Staff Hours
No. of Employees (FTE) 0 16.98 18.31 16.90
BUDGET COMMENTS
The increase in personnel services is due to p ay rate changes, increased benefit costs and increased
programs.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: COMMUNITY CENTER
OPERATIONS
2006
Actual
DEPARTMENT: CITIZEN SERVICES
2007 2008 2009
Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of community center 7
200 6
166 6
198 6
507
,
,
members , ,
Number of aquatic lessons 2,850 2,800 2,650 2,850
Number of room reservations 1,200 1,320 1,200 1,300
Number of group fitness 40,000 46,560 52,221 53,265
participants
Number of childcare 9,000 10,000 7,000 7,200
participants
EFFECTIVENESS INDICATORS
Rank in Business Journal's 7tn 7tn 6th N/A
"Top 25 Fitness Centers"
Voted Best Fitness Center by yes yes Yes Yes
Lillie News
Percentage of swim
participants rating services 97% 97% 98% 98%
satisfactory or better
Percentage of memberships 20% 25% 41 % 46%
with fitness discount
Average revenue per $1
540 $1
700 $1
300 $1
500
,
,
wedding , ,
Number of events covered by 20 25 23 25
charitable gambling
COMMENTS
The Fitness Discount program is the reimbursement program in which insuran ce companies will pay
adult members up to $20 per month if they work out at least eight to twelve times per month. The
reimbursements are sent to the community center and then their membership account is credited . This
benefit was started in January 2005 with Blue Cross Blue Shield. In March 2006, UCare was add ed and
in 2007 Health Partners.
The events covered through charitable gambling funds include outside rentals . To qualify for funding
the applicant is required to meet the lawful purposes as defined by the State Gambling Control Board.
Applicants are most generally 501-(c) (3) organizations.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: MARKETING DEPARTMENT: EXECUTIVE
101-111
PROGRAM MISSION
To build the identity and paid usage of all parks and recreation programs and facilities, maintain the
web page and create a monthly city newsletter as a means of building a strong sense of community.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $55,087 $20,463 $55,580 $140,330
Commodities 955 5,506 10,000 520
Contractual Services 86,230 102,295 100,230 113,020
Total $142,272 $128,264 $165,810 $275,180
Percent Change 15.5% -9.8% 29.3% 66.0%
Staff Hours
No. of Employees (FTE) .64 .20 .50 1.50
BUDGET COMMENTS
Personnel services include 50% of the Events Marketing Coordinator and funds to cover wages and
benefits for the individual who tapes public meetings. Includes Marketing previously in MCC.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: MARKETING DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Annual marketing N/A N/A N/A 20
agreements
Number of marketing projects N/A N/A N/A 300
Testimonial marketing N/A N/A N/A 8-10
EFFECTIVENESS INDICATORS
Revenue increases from year N/A N/A N/A 20%
to year
Percentage of marketing N/A N/A N/A 98%
projects completed
Testimonials used in N/A N/A N/A 70%
marketing materials
Business contacts for the
purpose of ad revenue and N/A N/A N/A 60%
partnerships
EFFICIENCY MEASURES
Revenue increases N/A N/A N/A 50%
Projects are completed on
time and in a professional N/A N/A N/A 100%
manner
Testimonial marketing
increases the effectiveness of N/A N/A N/A 70%
the promotion and brings in
additional revenue
COMMENTS
Marketing staff produce many projects for the Parks and Recreation Department that include brochures,
posters, publications, CDs, flyers, newsletters, school brochures, email b lasts, evaluation forms and
much more.
Marketing staff work closely with the community to secure advertisers to place ads in the school
brochure, Parks and Recreation brochure, All Star Summer Kick Off, July 4th Celebration and National
Night Out. These advertisers help to reduce the cost of the program and the cost of the publication.
Percentage of residents that read the City News is approximately 75%. Readership is tracked thru
coupons placed in the book, calls for information in articles and responses received thru email.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ICE ARENA OPERATIONS DEPARTMENT: CITIZEN SERVICES
101-606
PROGRAM MISSION
To provide anine-month, indoor skating venue for Maplewood and School District 622 residents at the
Tartan Ice Arena located in Oakdale, Minnesota.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Contractual Services $ 0 $40,753 $29,252 $30,000
Total $ 0 $40,753 $29,252 $30,000
Percent Change N/A 100.0% -28.2% 2.6%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
This budget is for city payments to Independent Sch ool 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.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ICE ARENA OPERATIONS DEPARTMENT: CITIZEN SERVICES
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of actual ice hours 2
200 2
300 2
300 2
300
sold , , ,
,
Number of Joint Powers
Board meetings attended by
City Council liaisons and/or 10 8 8 8
Parks and Recreation
Director
EFFECTIVENESS INDICATORS
Facility utilization rate 58% 66% 70% 70%
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.
The facility utilization rate continues to increase annually.
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CITY OF MAPLEWOOD
COMMUNITY DEVELOPMENT
ORGANIZATION CHART
Parks & Recreation/Community Development
Director
City Building Offcial ~~ Administrative I Senior Planner
Assistant
Offce
Specialists
Planner
Assistant Environmental Code
Building Health Offcer Enforcement
Offcial Offcer
Building
Inspectors
Agenda item D3
Operations
Analyst Natural
Resources
Coordinator Parks &
Recreation
Manager
Environmental
Planner
Offce Specialist
(Shared Position)
Nature Center
Lead Naturalist
Naturalists
Offce Specialist
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CITY OF MAPLEWOOD
COMMUNITY DEVELOPMENT DEPARTMENT
ORGANIZATION CHART
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COMMUNITY DEVELOPMENT DEPARTMENT
Public Health
Inspections
3%
Planning
14%
BUDGET 2009
Total By Program
Administration
24%
J
Code Enforcement
5%
Total By Classification
Personnel
Services
69%
Capital Outlay and
Depreciation
2%
Building
~ I nspections
30%
Building Operations
30%
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Commodities
Contractual 4%
Services
25%
CITY OF MAPLEWOOD, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
EXPENDITURE SUMMARY
Total By Program
2006
ACTUAL
2007
ACTUAL 2008
ORIGINAL
BUDGET
2009
BUDGET PERCENT
OVER(UNDER)
2008 BUDGET
Administration $435,073 $473,423 $423,293 $346,340 -18.2%
Building Inspections 633,093 536,069 566,504 569,150 0.5%
Building Operations 0 480,970 633,288 580,880 -8.3%
Code Enforcement 31,099 102,905 0 95,690 N/A
Planning 191,575 254,158 306,907 270,080 -12.0%
Public Health Inspections 37,148 39,175 48,815 51,060 4.6%
Redevelopment 17,805 10,109 0 0 N/A
Totals 1,345,793 1,896,809 1,978,807 1,913,200 -3.3%
Total By Classification
Personnel Services 1,078,671 1,331,087 1,250,034 1,331,060 6.5%
Commodities 14,374 61,320 65,190 71,530 9.7%
Contractual Services 252,747 487,721 638,583 480,610 -24.7%
Capital Outlay and Depreciation 0 16,681 25,000 30,000 20.0%
Other Charges 1 0 0 0 N/A
Totals 1,345,793 1,896,809 1,978,807 1,913,200 -3.3%
Total By Fund
General Fund 1,345,793 1,896,809 1,978,807 1,913,200 -3.3%
Number of Employees (FTE) 15.08 17.29 16.88 15.25 -9.7%
y 2.5
c
2.0
1.5
Expenditures
1.0
0.5
0.0
20.0
N
W
F
LL 15.0
Employees 10.0
5.0
0.0
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2006 ACTUAL 2007 ACTUAL 2008 ORIGINAL 2009 BUDGET
BUDGET
2006 ACTUAL 2007 ACTUAL 2008 ORIGINAL 2009 BUDGET
BUDGET
CITY OF MAPLEWOOD
COMMUNITY DEVELOPMENT DEPARTMENT
MISSION STATEMENT
To protect public health and safety by ensuring that public buildings, land use and building
construction plans meet all applicable city codes, regional goals and State and Federal
laws and to 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.
2009 DEPARTMENT OBJECTIVES
1. Maintain and improve the level of public health inspections to help protect the health
and welfare of the citizens of Maplewood by increasing the number of visits to each
licensed establishment for educating their staff.
2. Complete a survey of all Fire Stations to determine building maintenance and long-
term capital improvement needs. Implement and sustain a preventive maintenance
program for all Fire Stations.
3. Pursue the Twin Cities Capitol Community Fund program for redevelopment
opportunities.
4. Maintain and use the planning intern program.
5. Reestablish an inspector intern program.
6. Implement the necessary zoning changes that result from the 2008 Comprehensive
Plan Update.
7. Continue staff support and leadership in the redevelopment areas throughout the City
of Maplewood.
8. Continue the contractor training program for residential and commercial builders.
9. Complete the work on the amendment to the city sign ordinance for council
consideration and adoption in 2009.
10. Continue the education of city staff and the community in developing a sustainable
"green building practices and methods" and the promotion of green construction
practices.
11. Continue to promote high quality building and site design by recommending and
requiring enhanced amenities during city development and building reviews.
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12. Develop and implement a more efficient method to respond to and to get code
compliance for nuisance complaints and issues created by empty or foreclosed
homes.
13. Continue to work with the housing and redevelopment authority (HRA) to identify
housing issues and trends, including the adoption and use by city staff of new property
maintenance codes.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: COMMUNITY DEVELOPMENT
101-701
PROGRAM MISSION
To provide administrative and clerical support to the divisions within the Building, Planning, Health,
Code Enforcement and Building Operations in the Community Development Department.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $345,160 $385,214 $311,830 $243,220
Commodities 11,399 13,263 10,130 10,430
Contractual Services 78,514 74,946 101,320 92,690
Other 0 0
Total $435,073 $473,423 $423,280 $346,340
Percent Change -0.5% 8.81 % -10.59% -18.18%
Staff Hours
No. of Employees (FTE) 5.40 5.30 4.50 2.90
BUDGET COMMENTS
The decrease in personnel services from 2007 to 2008 is due to removing the .8 Office Specialist
position.
The 2009 decreases in personnel services are due to moving the Senior Planner position to the 702
Planning budget and reducing clerical staff by .6.
The reduction in contractual services is due to a reduction in internal I.T. charges.
The (FTE) 2.9 includes .5 Building Official, 1 Admin Assistant, 1 Office Specialist and .4 Office
Specialist.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Public meeting packets 42 42 44 45
Number of incoming calls to 17,600 18,000 18,100
main department phone
Number of permits issued 3204 3220 3230 3230
EFFECTIVENESS INDICATORS
Percent of minutes available gg% 80% 85% 85%
for next meeting
Percent of calls placed on 1 % 10% 15% 15%
hold before assisting
Percent of permits issued 99% 99% 99% 99%
accurately
COMMENTS
The effectiveness indicators for 2009 show the previous years' declines, which were due to staff
cutbacks and department reorganization, remain for 2009 but have not increased. The other indicator
shows staff to remain accurate.
The numbers of permits are remaining consistant year to year.
The clerical staff works with Planning, Building, Health, Code Enforcement and Building Operations.
Note: Estimated population according to the Community Department is as follows
2004 - 35,892
2005 - 36,279
2006 - 37,056
2007 - 37,461
2008 - 37,836
2009 - 38,586
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING INSPECTIONS DEPARTMENT: COMMUNITY DEVELOPMENT
101-703
PROGRAM MISSION
To administer the state building code and related ordinances to safeguard life or limb, health, property
and public welfare by regulating and controlling the design, construction, quality of materials, use and
occupancy, location and maintenance of all buildings and structures within the City of Maplewood.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $477,134 $464,830 $482,754 $493,540
Commodities 1,435 971 1,500 1,550
Contractual Services 154,524 70,268 82,250 74,060
Capital Outlay 0 0 0 0
Total $633,093 $536,069 $566,504 $569,150
Percent Change 17.2% -15.33% 5.68% 0.47%
Staff Hours
No. of Employees (FTE) 5.95 5.45 5.45 5.45
BUDGET COMMENTS
The increase in personnel services is due to the 3% contract increase and step increases for
employees.
Note the reduction in contractual services from 2006 to 2007 was from releasing the commercial
contract plumbing inspector. The reduction in personnel services from 2006 to 2007 was due to the
elimination of the building inspector intern and moving 50% of the building official salary to
administration.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING INSPECTIONS DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Revenue generated $1,382,710 $1,059,073 $1,045,845 $1,264,380
Number of permit apps. 3,300 3,225 3,100 3,100
Number of plan reviews 1,200 1,100 900 900
Number of inspections 13,000 8,500 8,300 8,300
EFFICIENCY MEASURES
Average time to issue 5 days 5 days 5 days 5 days
residential permit
Average time to issue 20 days 20 days 20 days 20 days
commercial permit
Percentage of inspection 98% 98% 98% 98%
completed within 24 hours
COMMENTS
The decrease in revenue results from an increase in co smetic permits like roofing and siding and a
decrease in larger projects or new construction permits . The number of inspections remains consistent
raising the number of inspections per inspector as the commercial plumbing inspector and building
intern positions no longer exist.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING OPERATIONS DEPARTMENT: COMMUNITY DEVELOPMENT
101-115
PROGRAM MISSION
To provide a clean, well-maintained and comfortable environment for building users of the city hall,
public works building and park maintenance building.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $183,440 $174,419 $210,335 $241,190
Commodities 49,608 47,039 52,730 53,030
Contractual Services 338,186 259,512 345,223 256,660
Capital Outlay 0 0 25,000 30,000
Total $571,234 $480,970 $633,288 $580,880
Percent Change 17% -15.80% 31.67% -8.28%
Staff Hours
No. of Employees (FTE) 2.83 2.83 2.83 3.30
BUDGET COMMENTS
The 2009 increase in personnel services is due to the wage increase for contracts, to step increases
and to a new position being added to Building Maintenance. This is being accomplished by elimination
of the .23 temporary position and 10% of Chief Building Engineer, Building Maintenance Worker and
the new Facility Technician position will come out of the Recycling fund as part going green.
The slight increase in commodities is due to the increase in fuel and oil cost.
The decrease in contractual services is due to one of the facility technicians being able to do minor
electrical work as a journeyman electrician and to funding for the Public Works building utilities coming
out of the Fleet Management Fund.
Capital Outlay amount is one third of the cost to start replacing the VAV boxes at city hall and police
building. This will make the heating system more efficient and more green.
Note that 40% of the Chief Building Engineer wages comes out of the MCC operations budget.
The 3.30 (FTE) are .50 Chief Building Engineer, 1 Facility Technician, .90 Building Maintenance
Worker, .90 new Facility Technician.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING OPERATIONS DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of work orders 800 850 1,111 1,320
Number of vendor calls 1,350 1,350 1,290 1,190
Service calls 25 25 53 55
Number of janitorial tasks 60
000 70
000 71
400 71
518
complete ,
, , ,
EFFECTIVENESS INDICATORS
Percent of customer ratings 85% 85% 91 % 92%
that were good or excellent
Cost per sq. ft. vendor calls - NA NA $4.25 $4.25
MCC
Cost per sq. ft vendor calls - NA NA $5.28 $5.28
CH/P/PW/P
Cost per sq. ft. staff tasks -
$3.44
$3.44
MCC
Cost per sq. ft. staff tasks -
$2.20
$2.20
CH / P/ PW/ P
Cost per sq. ft. vendor calls - $71.94 $71.94 NA NA
CH/P
Cost per sq. ft. staff tasks - $6.82 $8.20 NA NA
CH/P
COMMENTS
The number of work orders relates to the help desk request by facility and verbal requests. Vendor and
service calls relate to outside contractors or service companies. This number should continue to
decrease as maintenance takes on tasks . Janitors, same as above. The effectiveness indicators are
being adjusted to reflect a more accurate number tied to square footage of the related facilities.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CODE ENFORCEMENT DEPARTMENT: COMMUNITY DEVELOPMENT
101-707
PROGRAM MISSION
To protect citizens through inspections, complain t investigations, and enforcement of local ordinances,
state rules and regulations, and public health.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $30,945 $76,840 $117,740 $83,860
Commodities 0 47 5,500 5,670
Contractual Services 154 9,337 8,750 6,160
Capital Outlay 0 16,681 15,000 0
Total $31,099 $102,905 $146,987 $95,690
Percent Change 42.8% 230.9% 42.84% -34.90%
Staff Hours
No. of Employees (FTE) .30 1.11 1.5 1
BUDGET COMMENTS
The decrease in personnel services is due to the reduction of clerical staff. The reduction of clerical
staff will be absorbed by the Code Enforcement Officer position and admin istration.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CODE ENFORCEMENT DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Total number of complaint 500 575 828 900
cases inspected
Total number of complaint
cases that were referred to 5 3 40 45
the Admin/Judicial process
Total number of re- 500 575 1500 1600
inspections
EFFECTIVENESS INDICATORS
Total number of complaint
cases resolved through the 5 5 25 30
Admin/Judicial process and
abatements
Total number of complaint 645 545 750 825
cases resolved
Total number of complaint 5 5 NA NA
cases pending
COMMENTS
The code enforcement officer, who was hired in April 20 07 was on leave during much of the first half of
2008. Building Inspectors filled in whi le he was gone and in mid-May a temporary staff person was
hired.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PLANNING DEPARTMENT: COMMUNITY DEVELOPMENT
101-702
PROGRAM MISSION
To implement of the guiding principles of the comprehensive land use plan, facilitate the requirements
of the zoning ordinance, perform special land use studies and perform development reviews.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $174,785 $180,930 $199,195 $220,070
Commodities 769 0 50 50
Contractual Services 16,021 73,228 107,662 49,960
Total $191,575 $254,158 $306,907 $270,080
Percent Change 4.0% 17.19% 20.75% -12.00%
Staff Hours
No. of Employees (FTE) 2.00 2.00 2.00 2.00
BUDGET COMMENTS
In 2008, the senior planner was moved from the administration budget into planning. Concurrently, a
planner position was eliminated from the planning budget. An environmental planner position was
created within Public Works. Therefore, FTE's remain constant but personnel costs show some
change.
The reduction of contractual services is due to the comprehensive plan being almost complete and
using more city staff time to finish the work.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PLANNING DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Revenue generated $58,000 $67,020 $65,000 $45,000
Number of development 75 80 75 45
applications
Number of building permit 500 344 386 350
reviews
EFFECTIVENESS INDICATORS
Average # of hours to do 2 2 2 2
building permit reviews
Average # of days to do 60 60 60 60
development reviews
COMMENTS
These outputs reflect the number of applications reviewed by city planners and the staff time needed to
complete the review.
The reduction in revenue is due to the reduction in the number of larger projects.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PUBLIC HEALTH DEPARTMENT: COMMUNITY DEVELOPMENT
INSPECTIONS
101-704
PROGRAM MISSION
To protect citizens through inspections, complaint investigations, and enforcement of local ordinances
and state rules and regulations related to food, lodging, and public health.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $32,842 $38,745 $45,909 $49,180
Commodities 771 0 780 800
Contractual Services 3,535 430 2,126 1,080
Total $37,148 $39,175 $48, 815 $51, 060
Percent Change 27.4% 5.46% 24.61 % 4.60%
Staff Hours
No. of Employees (FTE) .60 .60 .60 .60
BUDGET COMMENTS
The increase in personnel services is due to increases in the pay rate and the cost of benefits.
The decrease in contractual services is due to removing consulting fees from the budget that were not
being used.
Number of (FTE) .60 Health Officer
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PUBLIC HEALTH DEPARTMENT: COMMUNITY DEVELOPMENT
INSPECTIONS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of restaurant 200 210 180 200
inspections
Number of pool inspections 51 30
Number of public health 40 35 25 25
violations
Number of itinerant food 75 40 30 35
sales inspections
EFFECTIVENESS INDICATORS
Number of restaurant re- 50 40 30 40
inspections
Number of hours on food 510 600 450 600
sales inspections
COMMENTS
It is anticipated that the number of restaurant inspections will decrease slightly i n 2008 due to an
approved leave of absence at the end of the year as well as an increase in the number of pool
inspections related to the Abigail Taylor Pool Safety Act.
* State mandated drain safety inspections and surveys began in May of 2008.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: REDEVELOPMENT DEPARTMENT: COMMUNITY DEVELOPMENT
101-705
PROGRAM MISSION
To revitalize and reinvest in housing stock and commercial properties to create economical, viable and
diverse neighborhoods for first time homeowners and retain the middle class affordability of
Maplewood.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $ 17,805 $10,109 $ 0 $ 0
Total $17,805 $10,109 $ 0 $ 0
Percent Change 2.1 % -43.22% NA NA
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
Expenditures for redevelopment are normally in the capital improvement portion of the budget. The
2006 and 2007 expenditures listed above were for staff time spent on redevelopment planning. It is
anticipated that staff time will be expended but will be charged back to specific projects.
CIP for redevelopment has been delayed in 2008 and 2009.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: REDEVELOPMENT DEPARTMENT: COMMUNITY DEVELOPMENT
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Assessed Market Value -
before redevelopment N/A 0 0 $1,525,500
Tourist Cabins Site
EFFECTIVENESS INDICATORS
Market Value -after
redevelopment N/A 0 0 $3,375,000
Tourist Cabins Site
COMMENTS
On July 10, 2006 the City Council approved Phase One of the Gladstone Neighborhood
Redevelopment project which includes the redevelopment of the St. Paul Tourist Cabins site. This
project has been delayed and is expected to resume in 2009.
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