HomeMy WebLinkAbout2008 11-03 500 CMW
AGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:00 P.M. Monday, November 3, 2008
Council Chambers, City Hall
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
1. 2009 Budget Discussion
a. Presentation on Debt Study
b. Presentation on Finance Department Budget
c. Presentation on Public Works Department Budget
d. Presentation on Executive Department Budget
2. Review of Options for Reduction in Proposed 2009 levy
E. NEW BUSINESS
F. ADJOURNMENT
WORKSHOP AGENDA NO. D1a_
AGENDA REPORT
To:
City Manager
From:
Finance Director
Date:
October 30, 2008
Re:
Presentation on Debt Study.
BACKGROUND
On February 25, 2008, the City Council authorized staff to contract with Springsted,
Incorporated to perform a debt study. The significant product of this contract was to be
a debt model that staff would use to monitor debt going forward and to analyze the
impacts of future debt on debt service fund requirements and cashflows. To prepare
this model, Springsted utilized files they maintain in conjunction with the many bond
issues for which they have served the city as financial advisor. They also used the
Comprehensive Annual Financial Reports (CAFR) issued by the city in past years. Staff
provided other information as requested.
In an effort to establish a baseline of the City?s debt, for the benefit of new staff
members, we asked Springsted to provide advise on several questions including, but
not limited to potential for refundings of current debt issues and an analysis of the use of
prepaid special assessments for paying current debt service.
RESULTS
Staff has received the debt model in the form of an extensive Excel workbook consisting
of nearly 60 individual spreadsheets. It is not practical to print this model for inclusion
as an attachment to this memorandum. The top, summary page is printed and attached
for your review.
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October 30, 2008
The analysis performed by Springsted and reflected within the debt model indicates that
the debt service fund has been maintained at a level that appropriately accounts for all
prepaid special assessments. As you are well aware, the city refunded two bond issues
in 2008, the result of the debt study, and are aware of several other bond issues that
staff will continue to monitor. These issues were not refunded in 2008 because they
would have increased our bond issue over the $10 million threshold necessary to
maintain bank qualification on the debt issue.
CONCLUSION
Staff believes this model will be a valuable tool for future analysis of debt.
RECOMMENDATION:
No action is recommended.
2
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Total
Annual
DebtDebtActual and ProceedsCash & Levy per
Calendar
PrincipalServiceProjectedandTotalInvestmentsBond
YearLevy YearBalancePaymentsRevenueTransfersRevenue(from CAFR)Records
19981996030,693168,8051,696,0621,864,8671,830,794
199919971,275,00068,904303,52721,555325,0821,999,714
200019982,932,297134,903301,007(1,680,000)(1,378,993)545,417
200119993,907,297532,3601,610,8741,070,6672,681,5412,416,791
200220008,027,297808,1461,876,72011,226,33613,103,05614,068,166
2003200119,262,2971,463,9923,560,094(12,746,361)(9,186,267)3,234,530
2004200238,687,2972,759,6274,877,3164,194,2629,071,5788,527,199
2005200353,692,2975,949,5216,992,354(221,392)6,770,9628,396,640
2006200463,147,2975,831,2586,000,828350,8476,351,6759,769,259
2007200559,737,2976,508,5347,967,949487,2358,455,18411,588,595
2008200670,877,2976,923,1225,770,71605,770,71603,294,895
2009200773,602,2979,303,4616,986,70925,145,33732,132,04504,032,070
2010200867,757,2979,879,2108,438,85008,438,85004,369,776
2011200960,832,2979,479,0218,339,27708,339,27704,392,660
2012201054,122,2978,751,2857,257,28307,257,28303,859,632
2013201147,862,2977,811,1177,108,96407,108,96403,768,752
2014201242,267,2978,005,9496,692,60406,692,60403,685,035
2015201336,454,8397,234,4386,111,58806,111,58803,629,718
2016201431,065,1676,991,8965,449,60605,449,60603,093,182
2017201525,709,6316,041,4995,244,83905,244,83903,040,942
2018201621,058,5305,555,6854,754,57504,754,57502,837,452
2019201716,695,7124,860,7834,109,40404,109,40402,369,395
2020201812,826,4863,939,2323,546,73703,546,73702,073,851
202120199,685,1983,767,5303,121,80503,121,80502,264,742
202220206,587,1652,856,6442,511,26002,511,26001,996,332
202320214,222,8112,675,8372,258,07202,258,07201,868,577
202420221,923,0861,707,8721,258,43101,258,43101,042,684
20252023725,000430,755441,2400441,2400375,827
20262024345,000377,283444,1920444,1920377,283
202720250068,449068,44900
202820260070,036070,03600
202920270071,670071,67000
203020280073,354073,35400
203120290075,087075,08700
203220300076,873076,87300
203320310078,712078,71200
203420320080,607080,60700
130,680,554124,100,41629,544,548153,644,964
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WORKSHOP AGENDA NO. D1b_
AGENDA REPORT
To:
City Manager
From:
Finance Director
Date:
October 30, 2008
Re:
Presentation on Finance Department Budget.
INTRODUCTION / SUMMARY
Attached is the proposed budget for the Finance Department for 2009. Certainly, the
most notable change recommended for 2009 is the outsourcing of ambulance billing.
This change, lead by Fire Chief Lukin, frees up about .75 FTE enabling us to use our
Accounts Receivable Technician for enhancing some of our other receivables duties but
more importantly, as the first step in achieving cross-training of Finance Department
staff. 2009 expenditures show a shift of salary from the Ambulance Billing Department
to the Finance Services Department. Ambulance Billing shows an increase in
contractual services for the expenditures to the outside service.
The personnel changes in the Finance Department over the past two years are very
nearly in place and the budget reflects this.Total expenditures for 2009 are just slightly
below the 2007 actual level as shown below.
2007 Act2008 Budget 2009 Prop.
Administration $277,014 $305,981 $301,200
Finance Services 418,389 288,521 381,140
Ambulance Billing 81,701 92,308 74,290
Totals 777,104 686,810 756,630
Number of Employees (FTE) 7.05 7.00 6.25
RECOMMENDATION:
No action is recommended.
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CITY OF MAPLEWOOD
FINANCE DEPARTMENT
ORGANIZATION CHART
Finance Director
Administrative
Assistant
Assistant
Finance
Director
AccountsAccounts
Payroll
AccountantPayableReceivable
Technician
TechniicanTechnician
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FINANCE DEPARTMENT
BUDGET 2009
Total By Program
Ambulance
Administration
Service Billing
40%
10%
Finance Services
50%
Total By Classification
Personnel
Services
71%
Commodities
1%
Other Charges
5%
Contractual
Services
23%
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CITY OF MAPLEWOOD, MINNESOTA
FINANCE DEPARTMENT
EXPENDITURE SUMMARY
2008PERCENT
200620072009
ORIGINALOVER(UNDER)
Total By ProgramACTUALACTUALBUDGETBUDGET2008 BUDGET
Administration$284,795$277,014$305,981$301,200-1.6%
Ambulance Service Billing78,99481,70192,30874,290-19.5%
Finance Services361,651418,389288,521381,14032.1%
Totals725,440777,104686,810756,63010.2%
Total By Classification
Personnel Services571,643508,999496,228530,6506.9%
Commodities7,2998,6029,5709,120-4.7%
Contractual Services118,499219,814150,642177,17017.6%
Capital Outlay and Depreciation0000 N/A
Other Charges27,99939,68930,37039,69030.7%
Totals725,440777,104686,810756,63010.2%
Total By Fund
General Fund646,446695,403594,502682,34014.8%
Ambulance Service Fund78,99481,70192,30874,290-19.5%
Totals725,440777,104686,810756,63010.2%
Number of Employees (FTE)7.087.057.006.25-10.7%
1.0
0.8
0.6
Expenditures
0.4
0.2
0.0
2008 ORIGINAL
2007 ACTUAL
2006 ACTUAL
2009 BUDGET
BUDGET
8.00
6.00
Employees
4.00
2.00
0.00
2008 ORIGINAL
2006 ACTUAL2009 BUDGET
2007 ACTUAL
BUDGET
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CITY OF MAPLEWOOD
FINANCE DEPARTMENT
MISSION STATEMENT
To provide quality financial services and to maintain the city?s financial health and
stability.
2009 OBJECTIVES
1. Arrange for the issuance of bonds to finance projects that will improve and
expand the city?s infrastructure of streets and utilities.
2. Maintain city?s bond rating of Aa2 from Moody?s.
3. Prepare and distribute the Comprehensive Annual Financial Report for 2008
by June 5, 2009.
4. Prepare and distribute the 2010-2014 Capital Improvement Plan.
5. Prepare and distribute the proposed 2010 Budget.
6. Survey internal customers to determine the effectiveness of financial services
by September 14, 2009.
7. Continue to review the city?s system of internal controls so as to safeguard
the city?s assets.
8. Timely completion of the city?s external audit with minimal audit adjusting
entries.
9. Continued staff training, particularly in the areas of staff cross-training.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:
ADMINISTRATION
DEPARTMENT:
FINANCE
PM
ROGRAMISSION
To manage department operations, borrow money to finance city expenditures, invest city money,
prepare and monitor the annual city budget and prepare the annual update of the city?s five-year capital
improvement plan.
I 2006200720082009
NPUTS
ActualActualBudgetBudget
DirectExpenditures
Personnel Services $187,307 $157,356 $175,689 $183,610
Commodities 5,408 8,219 8,750 8,900
Contractual Services 92,084 111,440 121,542 108,690
Other(4) (1) 0 0
Total $284,795 $277,014 $305,981 $301,200
Percent Change -3.0% -2.7% 10.5% -1.6%
StaffHours
No. of Employees (FTE) 222 2
BC
UDGETOMMENTS
The increase in personnel services is due to pay increases and an increase in the cost of benefits.
Anticipated decreases in audit fees account for the reduction in contractual services.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:DEPARTMENT:
ADMINISTRATION FINANCE
2006200720082009
ActualActualActualEstimate
O/W
UTPUTSORKLOAD
Number of agenda reports
70 70 70 70
prepared
Number of pages in budget
350 350 300 304
booklet
Number of pages in capital
170 170 172 170
improvement plan booklet
C
OMMENTS
The number of pages in the budget booklet increased by 25% when the 2004 budget was prepared in 2003
and changed to a program-performance format.Since then the number of pages has not changed
significantly. Elimination of Human Resources and Parks and Recreation accounts for 2008 reduction.
The number of pages in the capital improvement plan booklet is affected by the number of projects that are
included in it. No significant change in the number of projects is anticipated in 2009.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:
FINANCE SERVICES
DEPARTMENT:
FINANCE
PM
ROGRAMISSION
To collect and deposit revenues, disburse money to pay vendors and employees, maintain accounting
records, prepare financial reports, maintain adequate insurance coverage, and assist with the
preparation of the annual city budget and five-year capital improvement plan.
I 2006200720082009
NPUTS
ActualActualBudgetBudget
Direct Expenditures
Personnel Services $323,464$279,491$249,841 $328,950
Commodities 19040 40
Contractual Services 10,16599,2088,270 10,960
CapitalOutlay 000 0
Other Charges 28,00339,69030,370 39,690
Total $361,651$418,389$288,521 $379,640
Percent Change 3.0%15.7%-31.0% 31.6%
Staff Hours
No. of Employees (FTE) 4.054.003.25 4.00
BC
UDGETOMMENTS
Personnel services increases in 2009 because the employee previously responsible for ambulance
billing is transitioning to other roles in the Finance Services Department.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:DEPARTMENT:
FINANCE SERVICES FINANCE
2006200720082009
ActualActualEstimateEstimate
O/W
UTPUTSORKLOAD
Number of pages in annual financial report 160200 200 200
EI
FFECTIVENESS NDICATORS
Receive the GFOA Certificate on the annual
YesYes Yes Yes
financial report
EM
FFICIENCYEASURES
Percent of employees paid by direct deposit 70%73% 80% 90%
C
OMMENTS
The number of pages in the annual financial report fluctuates based upon the length of the notes to the
financial statements, number of funds and changes in generally accepted accounting principles.
The percent of employees paid by direct deposit has gradually increased each year since 1995 when it
was first offered as an option. Beginning in 2001, all new employees were required to enroll in the direct
deposit program. All non-casual employees are strongly encouraged to enroll beginning in 2008.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM:
AMBULANCE SERVICE BILLING
DEPARTMENT:
FINANCE
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: AMBULANCE SERVICE BILLING DEPARTMENT: FINANCE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of service calls billed 2,329 3,800 4,050 4,250
Number of payments posted 4,192 4,415 4,800 5,100
EFFECTIVENESS INDICATORS
Percent of unpaid ambulance
bills over two years old written 36.0% 36.0% 36.0% 36.0%
off
COMMENTS
The estimated number of service calls billed has been increasing by an annual average of 5.3% over
the past five years. It is assumed that this trend will continue for 2008 and 2009. The number of
payments per bill averages 1.2 because many insurance policies require a co-pay by the patient. There
are no payments on bills that are uncollectible which causes the average number of payments to be
less than two.
The law requires all ambulance service providers to accept assignment. This means that the City is
prohibited from collecting the remaining balance on ambulance bills after the Medicare payment. The
ambulance rates have been increased to fully offset these uncollectible balances.
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AGENDA REPORT
TO: City Council
FROM: Charles Ahl, Acting City Manager/Public Works Director
SUBJECT: 2009 Budget -Public Works Department
DATE: October 30, 2008
INTRODUCTION/SUMMARY
Agenda Item Work Session D1 c
Attached is the proposed 2009 Budget for the Public Works Department. The organization chart proposes
the new alignment of programs and personnel. The Deputy Public Works Director position has been
eliminated, as well, the Environmental Programs, plus the Nature Center, Open Space and Recycling
Programs will all be moved to the new Community Development -Parks Department. Since these
programs were prepared as part of the original Public Works budget, they are shown within this program,
but will be moved to the new Community Development -Parks Department programs in the final budget
document.
The overall Public Works budget shows an increase of 3.7% or about a $380,000 increase in the $10.645
million budget. The Public Works budget remains the largest department within the City budget. Sanitary
Sewer is 40% of the overall budget, with a large percentage [66%] of the Sewer program, as payment to
the Met Council for sewage treatment. The increase in Public Works from the General Fund is 5.2% or
$181,387. This is offset by new revenue projected to be generated by our Engineering program of
$204,800. The proposed Public Works budget request for 2009 includes a reduction of $23,415 in general
levy funds from 2008.
Public Works Department Highlights
Administration: This program is static. The Deputy Director position will be shifted to Director of Parks and
Community Development, however, the Public Works Director position is shown to return in 2009, as the
Director was in the Acting City Manager role for 2008. The key area for this program is the dramatic
increase in web page updates and electronic messages. This is becoming the biggest media for
transmitting project information to our residents.
Engineering: This program is proposed to have a 10.5% increase in 2009. As noted previously, this is a
revenue program that brings in more revenue than overall expenses. The 2009 budget calls for
$1,309,900 in project charges [charges that would have been sent to consultants]. In comparison, the
program costs are $963,490, resulting in a positive contribution to the General Fund of $346,410.
Fleet Management: This program accounts for our vehicle and equipment maintenance. We are
proposing to cross-train a mechanic to help our engineering staff with workload, which will help to control
costs in the program. The increase is 2.8%, which is an internal charge to all programs.
Nature Center: This program will be shifted to the Park and Community Development Department. It is
proposed to shift some assignments from Nature Center programs to environmental programs. This was
discussed as part of the Park-Community Development Budget presentation.
Storm Maintenance: This program is proposed at a 3.3% decrease. There are no major changes to the
program from 2008, although there was cone-time expenditure in 2008 for Comprehensive Planning that is
not needed in 2009, resulting in the decreased budget. It is likely that an increase in the EUF charge to
property owners of 5-7% will be recommended to address overall increases in capital costs that are not
shown directly in this program.
Park Maintenance: This program is proposed fora 4.9% increase. We are proposing a slight increase in
personnel dedicated to park and trail maintenance work in 2009.
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PUBLIC WORKS 2009 BUDGET
PAGE TWO
Recycling: This program is proposed to increase 7.6%. A majority of the increase is due to new initiatives
for green programs; especially important will be City Hall and City campus functions. There are adequate
funds in the Recycling Fund, so no increase in resident fees will be proposed. This program will be shifted
to the Community Development -Parks Department.
Sanitary Sewer: This program is proposed fora 3.1 % increase. A majority of the cost increase is reflected
in some personnel expenditure increases and charges from the Met Council for treatment. The Sewer
Fund has adequate funds for this increase so there will be no increase recommended in Sewer rates for
2009.
Snow/Ice Removal: This program is proposed fora 7.1 % increase. There are cost increases for personnel
proposed for additional time for clearing sidewalks and cul-de-sacs in 2009. We are also showing a
substantial increase in this program for sand and salt. The transportation costs to haul the sand and salt to
the City have increased dramatically in the past two years.
Street Lights: This program will see a 5.6% increase mainly due to increased electric rates anticipated in
2009. There are adequate funds in the Street Light Utility Fund, so no rate increase to residents will be
recommended.
Street Maintenance: This program is recommended fora 4.4% increase. All of the increase is due to
increased personnel costs and a substantial increase in bituminous repair material.
Street Sweeping: This program is proposed fora 5.5% increase due to increases in personnel costs and a
substantial jump in the cost of diesel fuel for the sweepers.
Transit: This program accounts for the City's contribution to NEST. It is anticipated that our contribution
will decrease in 2009 by 3.1 %.
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CITY OF MAPLEWOOD
PUBLIC WORKS DEPARTMENT
ORGANIZATION CHART
Public Works
Director/
City Engineer
Utilty & Fleet
Superintendent
Administrative I I Office Specialist
Assistant
Mechanic Utility Chief Building
Crew Chief Crew Chief Engineer
Maintenance Facility Building MCC Lead /
Mechanics Maintenance Building
Staff Technicians Worker Custodians
MCC Temp I I Facility
Custodians Custodians
Street/Storm Sewer
Superintendent
Assistant
City
Engineer
Storm Sewer Street
Crew Chief Crew Chief
Maintenance
Staff
Park Maintenance
Foreman
Maintenance
Civil Engineer II's Civil
Engineer I
Senior Engineering
Engineering Technicians
Technicians
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CITY OF MAPLEWOOD, MINNESOTA
PUBLIC WORKS DEPARTMENT
EXPENDITURE SUMMARY
2008 PERCENT
2006 2007 ORIGINAL 2009 OVER(UNDER)
Total By Program ACTUAL ACTUAL BUDGET BUDGET 2008 BUDGET
Administration $355,053 $355,426 $403,567 $424,890 5.3%
Engineering 785,520 806,044 871,877 963,490 10.5%
Fleet Management 610,635 727,920 771,401 793,280 2.8%
Nature Center 23,311 243,873 249,889 252,920 1.2%
Open Space Management 0 57,293 66,325 71,320 7.5%
Park Maintenance 0 956,898 897,322 941,540 4.9%
Recycling Program 353,538 347,790 429,540 462,130 7.6%
Sanitary Sewer Operations 3,686,032 3,820,562 4,015,606 4,140,810 3.1
Snow and Ice Control 239,527 269,880 310,331 332,410 7.1
Storm Sewer Maintenance 890,575 1,010,293 1,149,999 1,112,070 -3.3%
Street Lights & Signals 169,025 165,837 187,086 197,550 5.6%
Street Maintenance 656,346 739,376 698,189 729,180 4.4%
Street Sweeping 168,448 175,932 179,782 189,710 5.5%
Transit Operations 30,318 31,366 35,000 33,920 -3.1%
Totals 7,968,328 9,708,490 10,265,914 10,645,220 3.7%
Total By Classification
Personnel Services 2,548,849 3,627,731 3,775,306 3,948,850 4.6%
Commodities 376,340 440,922 481,060 557,230 15.8%
Contractual Services 3,800,283 4,381,591 4,681,996 4,866,470 3.9%
Capital Outlay and Depreciation 821,580 837,453 814,020 822,080 1.0%
Other Charges 421,276 420,793 513,532 450,590 -12.3%
Totals 7,968,328 9,708,490 10,265,914 10,645,220 3.7%
Total By Fund
General Fund 2,066,764 3,416,488 3,490,363 3,671,750 5.2%
Sewer Fund 3,686,032 3,820,562 4,015,606 4,140,810 3.1%
Environmental Utility Fund 1,082,334 1,229,893 1,371,918 1,379,700 0.6%
Recycling Program 353,538 347,790 429,540 462,130 7.6%
Street Light Utility Fund 169,025 165,837 187,086 197,550 5.6%
Fleet Management Fund 610,635 727,920 771,401 793,280 2.8%
Totals $7,968,328 $9,708,490 $10,265,914 $10,645,220 3.7%
Number of Employees (FTE) 33.35 34.90 45.20 45.60 0.9%
H 35
w ~
LL 30 ~
25
20 ~
Employees 15 ~
10 ~
5
0 2006 ACTUAL 2007 ACTUAL 2008 ORIGINAL 2009 BUDGET
BUDGET
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PUBLIC WORKS DEPARTMENT
BUDGET 2009
Total By Program
Recycling
Program
4%
Park
Maintenance-
10
Open Space
Management
1%
Nature Center
2%
Fleet
Management Administration
° Engineering
7 /° 8% 4%
Snow and Ice
Control
3%
Storm Sewer
~ Maintenance
10%
Street Lights &
Signals
2%
Street
Maintenance
7%
Transit Street
Operations Sweeping
<1% 2/°
Total By Classification
Contractual
Services
46%
Commodities
5% ~
Capital Outlay and
Depreciation
8%
Personnel Other Charges
Services 4%
37%
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Sanitary Sewer
Operations
40%
I
CITY OF MAPLEWOOD
PUBLIC WORKS DEPARTMENT
MISSION STATEMENT
To maintain a strong infrastructure of parks, streets, storm sewer and sanitary
sewer systems and provide services to maintain and protect our open space and
natural environment, all with an environmental (Get Green) focus.
2009 OBJECTIVES
1. Begin implementation of Phase One of the Gladstone Neighborhood
Redevelopment projects, including the Savanna Restoration.
2. Continue the expanded Street Reconstruction program to take advantage of
slow construction industry and reduce improvement costs.
3. Begin implementation of the non-degradation plan for the storm sewer
drainage system; including a major upgrade in construction site erosion
control enforcement.
4. Coordinate maintenance efforts of personnel in sewer, streets, storm sewer
at current levels with maximum efficiency. Included within this program is the
implement a Sidewalk Management Plan.
5. Continue Infiltration/Inflow Reduction Program for sanitary sewer system.
6. Implement/administer the new right-of-way ordinance, wetland ordinance,
tree ordinance and erosion control requirements.
7. Begin planning and design for major project to expand White Bear Avenue
between Radatz and County Road D, and Century, I-94 to Lake Drive.
8. Continue to redefine the Nature Center mission statement and role in
relationship to the ever changing environmental focus within the city.
9. Begin a program to establish aself-sufficient fee basis in the Environmental
Utility Fund.
10. Additional investment in our aging fleet to address increased work orders.
11. Develop sustainability plan for the City of Maplewood utilizing the city's
Green Team.
12. Begin implementation of the recommendations in the Natural Resources
Plan.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: PUBLIC WORKS
101-501
PROGRAM MISSION
To provide accurate and timely admin istrative, clerical and financial supp ort services for public works
programs and to handle service requests, complain ts and inquiries from the public in a courte ous &
helpful manner.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $233,476 $244,830 $266,820 $289,610
Commodities 7,951 13,569 11,740 12,090
Contractual Services 113,626 97,027 125,012 123,190
Capital Outlay 0 0 0 0
Other Charges 0 0 0 0
Total $355,052 $355,428 $403,570 $424,890
Percent Change -12.3 0.1 % 13.5% 5.3%
Staff Hours
No. of Employees (FTE) 2.25 2.20 2.30 2.3
BUDGET COMMENTS
The increase in personnel services is due to an increase in pay and benefits.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Council agenda reports 183 210 230 235
Informational mailings 63 87 90 95
Active projects 57 53 56 62
Neighborhood meetings 14 15 17 17
Web Page Updates 133 172 182 190
Permits Issued 290 207 295 325
E-mails to web site requiring 46 64 80 95
follow-up
EFFECTIVENESS INDICATORS
Hits to PW Web Page 93,268 107,000 123,000 135,000
COMMENTS
With the number of active projects increasing each year, the pressure on the administrative staff within
public works increases. During 2009 a number of neighborhood meetings will be added to the schedule
for the various projects that will need public involvement. As a result, the necessary updates to the web
page and more informational mailings are becoming a major task, as the public's and residents' desire
for information is ever expanding and the need for quicker and higher quality updates is ever increasing.
The City website will become an increasingly important tool to provide information to the residents. This
is a top priority for the Public Works Department in 2009.
*Indicates data not available
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ENGINEERING DEPARTMENT: PUBLIC WORKS
101-503
PROGRAM MISSION
Provide technical support and design services for a strong infrastructure of streets, storm sewer
management, sanitary sewer and water systems.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $735,705 $745,325 $816,100 $891,620
Commodities 8,985 5,492 8,110 8,350
Contractual Services 40,830 40,063 47,670 63,520
Capital Outlay 0 15,164 0
Total $785,520 $806,044 871,880 $963,490
Percent Change 11.6% 2.6% 8.2% 10.5%
Staff Hours
No. of Employees (FTE) 9.37 9.33 9.13 9.63
BUDGET COMMENTS
The increase in personnel services is due to pay increases, an increase in the cost of benefits and an
increase of 0.50 FTE due to the shift of personnel from the Fleet department to assist with a heavy
workload in 2009 due to increased local street reconstruction projects which will be engineered in-
house. An additional increase is reflected in overtime hours due to the large increase in projects
requiring added time for design and inspection. Billable hours and engineering revenue will increase
because more time will be chargeable to public improvement projects.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ENGINEERING DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Revenue generated $1,067,000 $1,090,000 $1,105,100 $1,309,900
Improvements (engineered in- $4.9 mil $4.7 mil $3.2 mil $5.8 mil
house only)
Improvements (in-house and $8.6 mil $11.8 mil $11.7 mil $15.7 mil
consultants)
Billable Hours 12,687 14,503 14,089 14,753
Total staff hours available 24,644 26,828 24,155 25,904
EFFECTIVENESS INDICATORS
Staff utilization rate 52% 54% 58% 60%
Percent of improvement costs 57% 40% 27% 33%
engineered in-house
Engineering as a % of
Construction costs 26% 26% 21 % 26%
(In-House Projects)
Engineering as a % of
construction costs 36% 36% 36% 36%
(Consultant Projects)
COMMENTS
The engineering program remains arevenue-producing program. The costs of this program are
exceeded by the revenue paid to the General Fund generated by the entire staff within this program. The
program continues to maintain a utilization rate in excess of 50% for the staff, which shows the program
is continuing a high staff assignment rate to projects. Engineering in 2009 is planning to perform in-
house engineering on all neighborhood street reconstruction projects, and focusing consultant efforts to
public improvements associated with Developer petitioned projects.
Based on past 4 year averages.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: FLEET MANAGEMENT DEPARTMENT: PUBLIC WORKS
702-509
PROGRAM MISSION
To maintain and repair the vehicles and equipment fleet so that other departments can perform their
public services.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $225,892 $260,991 $276,450 $249,230
Commodities 138,222 161,356 156,000 211,360
Contractual Services 55,463 109,041 121,450 136,220
Depreciation 190,976 196,020 216,820 196,020
Other Charges 82 512 680 450
Sub-Total $610,634 $727,920 $771,400 $793,280
Less charges to other depts. (645,380) (831,857) (736,038) (855,540)
Net Total ($34,746) ($103,937) ($35,362) ($62,260)
Percent Change 25.0% -199.1 % 66.0% -76.1
Staff Hours
No. of Employees (FTE) 3.50 3.50 3.60 3.10
BUDGET COMMENTS
The decrease in personnel (0.50 FTE) and personnel service costs is due to the shift of personnel to
the Engineering Department to assist with a heavy construction workload in 2009 due to increased local
street reconstruction projects which will be enginee red in-house in 2009. Contractual services and
commodities increases are due to increased expen ses for aging equipment and a substantial increase
in fuel cost (over 50% in the past two years).
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: FLEET MANAGEMENT DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Total vehicles in fleet 259 293 293 293
Hours on work orders 3,598 3,798 4,000 4,000
Total staff hours 5,100 5,436 5,500 5,500
Number of work orders 1,196 1,554 1,600 1,600
Average age of equip/veh. 8.87 9.12 9.60 9.90
EFFECTIVENESS INDICATORS
Percent of chargeable time 70.5% 70.0% 74.0% 74.0%
Work orders /vehicle 4.61 5.30 5.46 5.86
COMMENTS
This program is showing that the average age of the fleet is increasing and the average work order per
vehicle is increasing at nearly the same rate. The increase in total vehicles in 2007 is because the
de artment has taken on additional re air maintenance on fire and ambu lance a ui ment.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: NATURE CENTER DEPARTMENT: PUBLIC WORKS
101-604
PROGRAM MISSION
To enhance awareness and understanding of the land, water and wildlife resources; to empower the
community to become stewards of the environment.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $0 $169,296 $172,850 $136,130
Commodities 0 10,715 10,140 10,440
Contractual Services 0 20,194 24,780 28,430
Capital Outlay 0 0 0
Other Charges 0 0 0
Total $ 0 $200,204 $207,770 $175,000
Percent Change 0% 100% 3.8% -15.8%
Staff Hours
No. of Employees (FTE) 0 3.02 2.56 1.92
BUDGET COMMENTS
Decrease in personnel services is due to shifting more of the lead natura list time to EUF prog ram (604-
604) .
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: NATURE CENTER DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORK LOAD
Environmental education
programs held at the Nature 250 261 230 250
Center & Preserves
Number of households in
neighborhood targeted for 500 NA 1,000 700
buckthorn removal ~rn~s goal
changed in 2008 see budget comments)
NUMBER OF RAIN GARDENS 409 457 500 530
EFFECTIVENESS INDICATORS
Total number of program 16,243 13,535 16,000 18,000
participants and visitors
Cubic yards of buckthorn 140 360 140 200
removed from target area
Percentage of landscape
seminar participants who are 40% 62% 40% 50%
Maplewood residents
COMMENTS
The Nature Center provides nature and environmental programs for the community and is a resource
for staff and residents on environmental issues. Over the past several years programming has been
refocused to better support city and department goals and programs. Naturalists play a key role in the
city environmental programs including: stormwater management, native landscaping. Invasive species,
trees, Maplewood Seasons newsletter, environmental commission, and the Green Team. Nature
Center staff will provide educational support for many of the new initiatives recommended in the natural
resources and sustainability chapters of the Comprehensive Plan.
Key projects for 2009 include: 1) revamp format of native landscaping seminar to increase participation
and have bigger impact on community; 2) develop interpretive brochure for the sustainable landscape
demonstrations installed at the Nature Center in 2008; 3) plant rain gardens and butterfly garden at the
Nature Center; 4) enhance trails on site; 4) continue development of Maplewood Tree Program; 5)
enhance citizen monitoring and volunteer land stewards program at the preserves.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ENVIRONMENTAL UTILITY
(Nature Center 604-604)
PROGRAM MISSION
INPUTS
2006
Actual
Direct Expenditures
DEPARTMENT: PUBLIC WORKS
2007
Actual
2008 2009
Budget Budget
Personnel Services $23,239 $42,896 $38,330 76,220
Commodities 0 132 1,530 1,570
Contractual Services 72 640 2,280 130
Total $23,311 $43,668 $42,140 $77,920
Percent Change 100% 87.3% -3.5% 84.9%
Staff Hours
No. of Employees (FTE) 0.5 0.5 0.5 1.10
Budget Comments This program assists the city in providing education to the residents to fullfill the
requirements of the National Pollutant Discharge Elimination System (NPDES) permit. Increase in
personnel services is due to shifting more of the lead naturalist's time from Nature Center program
(101-604) to this program to assist in fulfilling requirements for the NPDES permit and other permit
obligations.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ENVIRONMENTAL UTILITY
(Nature Center 604-604)
OUTPUTS/WORKLOAD
Number of water related
programs
EFFECTIVENESS INDICATORS
Number of Maplewood
households who have
implemented one water
quality best management
practice (ie installed a rain
garden, rain barrel, compost
bin, keep leaves and
pollutants off the street.)
2006
Actual
90
425
COMMENTS
DEPARTMENT: PUBLIC WORKS
2007 2008 2009
Actual Estimate Estimate
69
70
70
475
530
600
The Nature Center presents education programs related to water quality and provides educational
support for the city's stormwater program. Classes include stormwater impacts, best management
practices, rain gardens, native landscaping, wetland and shoreline buffers, as well as pond study and
understanding natural systems. The visitor center has an interactive computer exhibit and graphics
panel that teaches children and adults about stormwater run off and water quality.
Staff naturalists are key participants in the city's rain garden program. Most of the rain gardens on city
land have been planted by students through the Nature Center's Watershed Watchers Program. In
2008, naturalists provided stormwater education to residents on street reconstruction projects which
resulted in increase in residents requesting boulevard rain gardens.
New initiatives in 2009 include revamping the native landscaping seminar, developing a rain barrel
program, and developing interpretive materials for the sustainable landscaping demonstrations at the
Nature Center.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STORM SEWER DEPARTMENT: PUBLIC WORKS
MAINTENANCE
604-512
PROGRAM MISSION
To protect the environment and publ ic safety by providing an adequate storm water system a nd wetland
management program that addresses and enhances the treatment of sto rm water runoff.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $317,773 $386,420 $477,970 $484,140
Commodities 48,097 28,020 34,060 24,250
Contractual Services 152,765 215,670 207,450 218,180
Depreciation 298,662 315,963 292,540 315,960
Other Charges 73,278 64,220 137,970 69,450
Total $890,575 $1,010,293 $1,149,990 $1,112,070
Percent Change -3.9% 13.4% 13.8% -3.3%
Staff Hours
No. of Employees (FTE) 3.69 5.0 5.55 5.30
BUDGET COMMENTS
This budget is essentially the same as the 2008 budget with the exceptio n of Other Charges which were
overstated in the 2008 budget.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STORM SEWER DEPARTMENT: PUBLIC WORKS
MAINTENANCE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Total water bodies 206 206 210 214
Water bodies inspected 42 61 65 65
Total outfalls 405 405 409 413
Outfalls inspected 81 153 150 150
Employee hours of inspection 50 141 150 150
EFFECTIVENESS INDICATORS
Percent of devices 20.0% 28.5% 20.0% 29.0%
maintained
EFFICIENCY MEASURES
Number of hours/device 2.46 1.51 1.43 1.43
COMMENTS
This program was new in 2004 and shows the growth of information, inspection and the dedication of
personnel to the storm sewer program responsibilities. This is a major growth program as the
requirements of the National Pollutant Discharge Elimination System (NPDES) Permit require additional
inspections and maintenance activities to meet the storm water goals of the region. Maplewood has
over 480 boulevard rain gardens maintained by residents and 40 rain gardens maintained by city staff.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: OPEN SPACE DEPARTMENT: PUBLIC WORKS
MANAGEMENT
101-605
PROGRAM MISSION
To provide for the preservation and conservation of ecological systems/n atural resources and open
space within the city.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $0 $27,972 $28,340 $27,210
Commodities 0 1,086 4,900 5,040
Contractual Services 0 28,235 33,080 39,070
Capital Outlay 0 0 0 0
Total $ 0 $57,293 $66,320 $71,320
Percent Change 0% 100% 15.8% 7.5%
Staff Hours
No. of Employees (FTE) 0 .3 .3 .3
BUDGET COMMENTS
Increase in contractual services is to support increase in restoration activities at the preserves .
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: OPEN SPACE DEPARTMENT: ENGINEERING & PUBLIC
MANAGEMENT WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORK LOAD
Master plans completed 0 1 1 1
Planting projects completed 3 2 1 2
Number of sites receiving 6 6 8 8
active management
Miles of trail developed 5 7 7 7
and/or maintained
Number of sites monitored by 6 7 7 7
volunteers
EFFECTIVENESS INDICATORS
Percentage survival of new 80% 85% 85% 85%
plants by end of season
Percentage kill for invasive 85% 85% 85% 85%
species managed
EFFICIENCY MEASURES
Acres managed per 270 270 270 270
employee
COMMENTS
Maplewood has 14 neighborhood preserves totaling over 300 acres. These sites are actively managed
to improve ecological quality. Trails are maintained on several sites to provide residents access to
natural areas.
Major projects in 2009 include: 1) Priory -install benches, steps, and entry plantings; conduct intensive
weed management in preparation for woodland restoration; 2) Applewood -install benches and entry
plantings, remove brush and deadfall; 3) Beaver Creek -conduct intensive weed management to
prepare site for prairie and savanna restoration; 4) Gladstone Savanna -develop landscape design
and restoration plan; 5) launch volunteer land stewards program
This program relies on Nature Center staff for citizen monitoring and volunteer stewardship programs.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PARK MAINTENANCE DEPARTMENT: PUBLIC WORKS
101-602
PROGRAM MISSION
To preserve and maintain the parks, preserves and campus grounds in a safe, clean and attractive
condition for our city residents and visitors.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $0 $593,845 $536,950 $540,420
Commodities 0 70,903 57,630 59,510
Contractual Services 0 292,150 302,730 341,610
Capital Outlay 0 0 0 0
Total $ 0 $956, 898 $897, 310 $941, 540
Percent Change N/A 100% -6.2% 4.9%
Staff Hours
No. of Employees (FTE) 0 7.5 7.5 6.8
BUDGET COMMENTS
This program was in the Parks and Recreation Department prior to 2007. Personnel service costs are
virtually unchanged due to the retirement of 1 FTE and the addition of a 0.70 FTE for a net reduction of
0.50 FTE. The increase in commodities is due to higher anticipated costs for supplies and maintenance
materials.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PARK MAINTENANCE DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of acres mowed 240 250 245 240
Number of times athletic 1
800 1
900 2
000 2
050
fields maintained , , , ,
Number of work orders for 42 50 45 55
removal of graffiti
EFFECTIVENESS INDICATORS
Percent of citizens rating the
appearance of parks and 85% 85% 90% 90%
recreation activities as good
or excellent
Percent of citizens rating the
safety of parks and recreation 80% 75% 85% 85%
facilities as good or excellent
COMMENTS
The major priority for park maintenance is to keep the parks well maintained. A conscious effort is being
made to reduce mowing acreage annually with the creation of more natural areas. The athletic field
markings have remained at a very steady, consistent level over the past four years. The numbers
remain the same, but the types of fields that are being maintained and marked is quite different. In prior
years, the maintenance and marking of baseball fields was a priority, as contrasted with soccer and
lacrosse fields in the last two and future years.
The park maintenance division has a standard policy to remove all graffiti within 24-hours of being
reported. This includes evenings and weekends, where we have seen increases in graffiti and
vandalism to parks. Safety in our parks is also becoming a very important focus of park maintenance.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: RECYCLING DEPARTMENT: PUBLIC WORKS
605-706
PROGRAM MISSION
To manage the solid waste and re cycling programs to ensure compliance with state rules and
regulations.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $25,225 $39,731 $47,580 $66,670
Commodities 4,483 3,041 4,400 4,530
Contractual Services 287,675 267,436 338,450 350,500
Other Charges 36,155 37,582 39,130 40,430
Total $353,537 $347,791 $429,560 $462,130
Percent Change 1.6% -1.6% 23.5% 7.6%
Staff Hours
No. of Employees (FTE) .25 .35 .40 .75
BUDGET COMMENTS
The increase in personnel service costs is due to the allocation of 10% of three building maintenance
employees who will be dedicated to reducing our waste stream through increased recycling. The
increase in contractual services costs are due to the increase in program supplies and utility b illing fees.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: RECYCLING DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Education outreach 12,533 11,837 12,000 13,000
opportunities
Number of phone calls to 856 422 385 375
Recycling Hotline
Number of tons of materials 2,586 2,678 2,700 2,800
recycled
City events that featured 5 5 5 6
recycling
EFFECTIVENESS INDICATORS
Multi-Family units not offering 411 411 225 72
recycling
Average number of tons .19 (380 Ibs) .18 (358 Ibs) .18 (360 Ibs) .19 (373 Ibs)
recycled per household
COMMENTS
Service complaints were higher in 2006 due to the change in the recycling vendor. Now that the
program changes have been in place for over two years, the number of complaints is decreasing. We
continue to see a slight increase in the amount of material recycled (3.56% increase in 2007 over 2006)
which appears to be more about the economy than the recycling effort by our residents. Multi-family
participation, however, increased dramatically in 2007, with a 21% increase in participation and a 59%
increase in tonnage recycled. Staff will continue to increase multi-family participation in 2009.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SANITARY SEWER DEPARTMENT: PUBLIC WORKS
OPERATIONS
601-508
PROGRAM MISSION
To clean, repair and operate the wastewater infrastructure to minimize interruptions to customers.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $436,995 $458,242 $517,150 $572,450
Commodities 24,578 21,656 23,630 24,660
Contractual Services 2,617,816 2,72,455 2,844,220 2,903,530
Depreciation 304,662 310,103 304,660 310,100
Other Charges 301,981 309,106 325,960 330,070
Total $3,686,032 $3,820,562 $4,015,620 $4,140,810
Percent Change 0.9% 3.6% 5.1 % 3.1
Staff Hours
No. of Employees (FTE) 6.69 5.80 6.30 6.65
BUDGET COMMENTS
Sewage treatment is 63% of the total annual budget for this program and can fluctuate due to wet
weather, resulting in high flow years and low flow years. The increase in personnel services cost is due
to the addition of 0.35 FTE due to the reallocation of maintenance worker time from the Park
Maintenance program to the Sanitary Sewer program to assist with sewer cleaning and inspection.
Capital outlay includes repair of fractured pipe ($100,000), the sump pump elimination program
($120,000), and sewer main replacement on three local street reconstruction projects in 2009
($599,600).
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SANITARY SEWER DEPARTMENT: PUBLIC WORKS
OPERATIONS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Feet of sewer cleaned 310,611 268,269 313,051 313,051
Hours of sewer cleaning 542 464 545 545
Feet of sewer televised 0 74,028 75,000 75,000
Sumps Inspected 2,000 0 0 0
Total miles of sewer 153.5 153.5 154.5 155.0
Sewage volume(MG) 1,488 1,488 1,600 1,600
EFFECTIVENESS INDICATORS
Percent of system cleaned 38.2% 32.9% 38.5% 38.5%
Number of backup calls 41 38 40 40
Number of obstructions 4 3 3 3
EFFICIENCY MEASURES
Feet cleaned per hour 573.1 578.1 574.4 574.4
COMMENTS
The infrastructure replacement pro gram expenditure is a success, helping to reduce backups . The
purchase of the televising camera i n 2008 should add to the overall effic iency of operations and
effectiveness in preventing sewer backups in the future.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SNOW AND ICE CONTROL DEPARTMENT: PUBLIC WORKS
101-514
PROGRAM MISSION
To provide safe winter driving conditions for the community through time ly plowing and chemical
applications by plowing a 4-inch snowfall within 8 hours.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $114,266 $144,581 $164,160 $167,840
Commodities 48,742 42,638 63,580 73,700
Contractual Services 71,215 82,661 82,590 90,870
Total $239,528 $269,880 $310,330 $332,410
Percent Change 3.2% 12.7% 15.0% 7.1
Staff Hours
No. of Employees (FTE) 2.00 2.15 2.10 1.90
BUDGET COMMENTS
The increase in Personnel Services is due to pay and benefit increases. The increase in commodities
is due to the increase in transportation costs for the delivery of sand and salt due to the dramatic
increase in gas.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SNOW AND ICE CONTROL DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Hours of plowing and sanding 838 1,108 1,123 1,200
Number of plowing events 8 16 10 12
Hours of sanding only 351 292 540 340
Number of sanding events 13 10 20 15
Lane miles maintained 269 275 278 280
Inches of snowfall 29.3 50 40 50
EFFECTIVENESS INDICATORS
Dollars per lane-mile $1,041 $1,166 $1,128 $1,186
EFFICIENCY MEASURES
Avg. hours to plow event 6.76 7 6.47 7
Employee hours per sand 27 29 27 27
event
COMMENTS
This program remains very efficient. There has been a slight increase in the cost per lane-mile, but that
issue is related to fuel expenses and personnel cost in creases. The depart ment continues to cross-
train employees within the departme nt to assist in snow plow operations.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET LIGHTS AND DEPARTMENT: PUBLIC WORKS
SIGNALS
607-506
PROGRAM MISSION
To maintain and operate street lights and traffic signals.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Contractual Services $160,004 $156,464 $177,290 $187,450
Other Services 9,021 9,373 9,800 10,100
Total $169, 026 $165, 837 $187, 090 $197, 550
Percent Change 26.1 % -1.9% 12.8% 5.6%
Staff Hours
No. of Employees (FTE) 0 0 0 0,
BUDGET COMMENTS
The increase in contractual services is due to a forecasted increase in electric rates in 2009.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET LIGHTS AND
SIGNALS
OUTPUTS/WORKLOAD
2006
Actual
DEPARTMENT: PUBLIC WORKS
2007 2008 2009
Actual Estimate Estimate
Number of street lights 999 1,012 1,043 1,052
Number of traffic signals 46 47 49 51
EFFECTIVENESS INDICATORS
Average cost per street light $169 $164 $179 $187
COMMENTS
This program shows the growth in the number of street lights within the system. Costs were reduced in
2005 by going to a maintenance agreement program with Xcel and a joint maintenance agreement with
the City of St. Paul. The increases in 2008 and 2009 are reflective of the increased energy cost for
these systems. In the future money could possibly be saved with LED installation.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET MAINTENANCE DEPARTMENT: PUBLIC WORKS
101-502
PROGRAM MISSION
To keep the city streets in a safe and good conditio n through timely maintenance.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $341,924 $421,984 $343,560 $345,340
Commodities 90,887 80,995 101,130 117,390
Contractual Services 200,800 236,194 253,490 257,450
Capital Outlay 22,735 0 0 0
Total $656,345 $739,375 $698,180 $729,180
Percent Change -3.9% 12.6% 5.6% 4.4%
Staff Hours
No. of Employees (FTE) 5.30 4.45 4.85 4.80
BUDGET COMMENTS
The increase in personnel services is due to pay and benefit increases. Increase in commodi ties is due
to the rising cost of oil which is impacting the cost of maintenance materials, especially asphalt.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET MAINTENANCE DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Total lane miles of streets 269 275 278 280
Lane miles assessed 9 45 90 90
Lane miles above 70 PCI * 178 201 209 215
Lane miles seal coated 0 0 0 0
Tonnage of repair material 940 909 850 800
EFFECTIVENESS INDICATORS
Percent in good condition 66% 73.0% 75.2% 76.8%
Percent seal coated 0% 0% 0% 0%
Percent of system assessed 3.4% 16.4% 33.3% 33.3%
COMMENTS
The investment in the City's road reconstruction program is shown in the mileage of streets expected to
be above the good rating of 70 PCI. The goal of the department is to get at least 75% of our streets into
a category of good within the next 3-5 years. In fact, we are meeting the goal of 75% due to an
aggressive road re-construction program on 2007 and 2008. Benefits are already evident in the
reduction of the amount of repair material needed on the City's roadways. This program is a long term
investment in the infrastructure of the City of Maplewood. The city will be re-evaluating the seal coat
program in 2009 and will likely resume the seal coat program in 2009/2010.
* PCI: Pavement Condition Index; (range 0 - 100) (70=acceptable; 100=new road)
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET SWEEPING DEPARTMENT: PUBLIC WORKS
604-513
PROGRAM MISSION
To provide clean streets and protect the environme nt through timely street sweeping with a goal of
sweeping each street three times per year.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $94,354 $91,618 $89,080 $92,970
Commodities 4,395 1,319 4,210 4,340
Contractual Services 69,699 82,995 86,490 92,400
Total $168,448 $175,931 $179,782 $189,710
Percent Change -1.6% 4.4% 2.2% 5.5%
Staff Hours
No. of Employees (FTE) 1.85 1.25 1.15 1.05
BUDGET COMMENTS
The 2009 budget is essentially the same as the 2008 budget with an increase in personnel services
cost due to wage and benefit increases. The increase in contractual services is due to higher fuel cost.
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Page 48 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: STREET SWEEPING DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Lane miles swept 1080 1,110 1,140 1,275
Total lane miles 269 275 278 280
Employee hours sweeping 1,688 1,822 1,900 2,000
Tonnage collected 3,333 1,925 2,300 2,300
EFFECTIVENESS INDICATORS
Times swept per year 4.0 4.03 4.1 4.55
1St sweep completion date 4/20 4/9 4/15 4/15
EFFICIENCY MEASURES
Cost per lane mile swept $186 $163 $158 $149
Cost per capita $5.44 $4.79 $4.76 $5.02
COMMENTS
This program is maintaining a steady pace of implementation. The indicators show that the average
date of completion of the first sweep is within the last 10 days of April which is a good timeframe. The
department is maintaining the employee hours dedicated to this program and has been able to provide
every street with at least 3 sweepings per year, with goal of 5 times per year. The decrease in cost per
lane mile swept is due to elimination of flushing of the streets which is no longer a recommended Best
Management Practice.
Note: Cost per capita is based on estimated population provided by the Inspections, Planning and
Building Operations Department as follows:
2004 - 35,892
2005 - 36,285
2006 - 36,981
2007 - 37,701
2008 - 37,720
2009 - 37,740
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Page 49 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: TRANSIT OPERATIONS DEPARTMENT: PUBLIC WORKS
101-515
PROGRAM MISSION
To provide safe, reliable and affordable public transportation for everyone in Maplewood, North St. Paul
and Oakdale.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Contractual Services $30,318 $31,366 $35,000 $33,920
Total $30, 318 $31, 366 $35, 000 $33, 920
Percent Change -5.4% 1.8% 11.6% -3.1
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
This budget is for city payments to Northeast Suburban Transit which is financed by the Metropolitan
Council, rider fares and payments from the cities of Oakdale, North St. Paul and Maplewood.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: TRANSIT OPERATIONS DEPARTMENT: PUBLIC WORKS
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Ridership 99,180 110,400 115,100 120,000
Buses 4 4 4 4
EFFICIENCY MEASURES
Subsidy per passenger $4.74 $4.60 $4.46 $4.18
COMMENTS
This program is a payment to the Northeast Suburban Transit operations. The subsidy rate is
decreasing showing a healthy program that is increasing in efficiency with increased ridership due to the
high price of gas. This program services the cities of North St. Paul, Oakdale and Maplewood.
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WORKSHOP AGENDA NO. D1d
AGENDA REPORT
To: City Manager
From: Finance Director
Date: October 30, 2008
Re: Presentation on Executive Department Budget.
INTRODUCTION /SUMMARY
Attached are the proposed budgets for the Executive Department as well as the
separately prepared Legislative Department for 2009.
Executive
Most significant in this proposed budget are the salary and benefits required for hiring a
new City Manager. Human Resources budget anticipates less employee litigation and
is reduced for that reason. Legal Services is increased within normal ranges and
Charitable Gambling is increased by about $10,000 to spend down some funds
currently in place. Please note that while we propose to move the Marketing program
within Citizen Services, it is currently shown here. It will be moved for the final
document.
Legislative
2009 will be the second year in the current City Council cycle. Salaries are set every
two years so the next adjustment, based on cost of living, will be with the 2010 budget.
Per the directions of the Council, travel and training has been increased to include a
$1,000 allocation for each member. Various commission budgets have been adjusted
slightly based on past useage.
RECOMMENDATION:
No action is recommended.
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Page 52 of 91
CITY OF MAPLEWOOD
EXECUTIVE DEPARTMENT
ORGANIZATION CHART
city
Manager
City Attorney I I City Attorney City Attorney
Civil Prosecution Labor Relations
Senior Administrative
Assistant
Citizen Community
Services Development
Director
Human Resource
Representative
Finance Fire Information police Public
Technology Works
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EXECUTIVE DEPARTMENT
BUDGET 2009
Total By Program
Administration
21%
Safety
1% ~
Marketing
21%
Total By Classification
Commodities
1%
I
Personnel
Services ~
38%
Other Charges
17%
H.R.
Administration
~ 22%
Legal Services
35%
Contractual
Services
44%
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Page 54 of 91
CITY OF MAPLEWOOD, MINNESOTA
EXECUTIVE DEPARTMENT
EXPENDITURE SUMMARY
Total By Program
Administration
Building Operations
H. R. Administration
Legal Services
Marketing
Safety
Totals
Total By Classification
2008 PERCENT
2006 2007 ORIGINAL 2009 OVER(UNDER)
ACTUAL ACTUAL BUDGET BUDGET 2008 BUDGET
$314,908 $185,691 $187,155 $272,140 45.4%
571,234 0 0 0 N/A
0 328, 789 263,143 284, 540 8.1
322,479 286,474 446,695 462,500 3.5%
142,272 128,264 165,810 275,180 66.0%
0 11,200 6,850 9,560 39.6%
1, 350, 893 940,418 1, 069, 653 1, 303, 920 21.9%
Personnel Services 501,308 322,767 319,566 493,430 54.4%
Commodities 53,586 13,061 19,540 9,890 -49.4%
Contractual Services 727,929 526,834 519,732 579,900 11.6%
Capital Outlay and Depreciation 0 0 0 0 N/A
Other Charges 68,070 77,756 210,815 220,700 4.7%
Totals 1, 350, 893 940,418 1, 069, 653 1, 303, 920 21.9%
Total By Fund
General Fund 1,350,893 940,418 1,069,653 1,303,920 21.9%
Totals $1,350,893 $940,418 $1,069,653 $1,303,920 21.9%
Number of Employees (FTE) 5.27 5.54 3.20 4.50 40.6%
Expenditures
Employees
y 1.4
O 1.2
1.0
0.8
0.6
0.4
0.2
0.0
H 6
W
F
LL 5
4
3
2
2006 ACTUAL 2007 ACTUAL
2008 ORIGINAL 2009 BUDGET
BUDGET
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2006 ACTUAL 2007 ACTUAL 2008 ORIGINAL 2009 BUDGET
BUDGET
CITY OF MAPLEWOOD
EXECUTIVE
MISSION STATEMENT
To provide leadership for the effective implementation of policy directions given
by the Maplewood City Council to efficiently deliver public services to the people
of Maplewood.
2009 OBJECTIVES
1. Reduce the impact of Property Taxes on Maplewood home owners in the
2008 City Budget by limiting the property tax rate to the 2007 tax rate.
2. Control overall spending on administrative costs of operating Maplewood city
government
3. Develop a plan to finance deferred Capital Maintenance and non Capital
Maintenance improvements needed at City Hall, the Maplewood Community
Center and the Public Works Building.
4. Continue action to promote redevelopment of the Gladstone Neighborhood by
attracting investment of private developers and building partnerships with the
community, business owners and public agencies to leverage new capital
investment for improvements to this historic neighborhood.
5. Work to attract new private investment in Maplewood businesses to add new
jobs and expand economic opportunity through policies that reduce property
taxes and promote economic growth.
6. Make protection of the natural resources of the City of Maplewood a public
policy priority.
7. Improve the delivery of public information to Maplewood Citizens.
8. Continue to recruit talented, qualified individuals.
9. Implement policies for budgetary control through early retirement incentive
and leave programs.
10. Implement policies to control medical insurance costs.
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Page 56 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: EXECUTIVE
101-102
PROGRAM MISSION
To manage all departments and funct ions of city op erations through department heads as directed by
city code, state statute, and the City Council.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $262,781 $166,150 $142,841 220,200
Commodities 3,023 3,340 3,340 4,630
Contractual Services 49,104 31,180 40,974 47,310
Total $314,908 $200,670 $187,155 $272,140
Percent Change 14.5% -36.3% -7.0% 45.4%
Staff Hours
No. of Employees (FTE) 1.90 1.50 1.5 1.5
BUDGET COMMENTS
The 2009 budget anticipates a new C ity Manager with a competitive sala ry and benefit pac kage.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Estimate Estimate Estimate
OUTPUTS/WORKLOAD
Management Meetings 54 45 54 54
City Manager reports 4 0 12 12
News articles 10 6 6 6
EFFECTIVENESS INDICATORS
Performance review Good Good N/A Good
* Indicates data not available Packet Page Number
Page 58 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING OPERATIONS DEPARTMENT: EXECUTIVE
PROGRAM MISSION
To provide a clean, well-maintained and comfortable environment for buil ding users of the city hall,
public works building and park maintenance building.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $183,440 $0 $0 $0
Commodities 49,608 0 0 0
Contractual Services 338,186 0 0 0
Capital Outlay 0 0 0 0
Total $571,234 $ 0 $ 0 $ 0
Percent Change 17.1% -100.0% -100.0% -100.0%
Staff Hours
No. of Employees (FTE) 3.00 0 0 0
BUDGET COMMENTS
This program was moved to the Inspections, Planning and Building Operations Department in 2007.
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Page 59 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: BUILDING OPERATIONS DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of work orders 800 850 850
Number of vendor calls 1,350 1,350 1,350
Service calls 25 25 25
Number of janitorial tasks 60
000 70
000 70
000
complete , , ,
EFFECTIVENESS INDICATORS
Percent of customer ratings 85% 85% 85%
that were good or excellent
Cost per sq. ft. vendor calls $71.94 $71.94 $71.94
Cost per sq. ft. staff tasks $6.82 $8.20 $8.20
COMMENTS
Number of work orders relates to help desk requests from city staff. Vendor and service calls relate to
outside contractors or assistance. Janitorial tasks include daily upkeep but also carpet cleaning and
other seasonal building cleaning activities.
* Indicates data not available Packet Page Number
Page 60 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: HUMAN RESOURCE DEPARTMENT: EXECUTIVE
ADMINISTRATION
101-116
PROGRAM MISSION
To provide a positive, productive work environment through management of employment law
practices, labor and employee relations, personnel policies, hiring process, compen sation and
benefits program, performance, and training.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Personnel Services $0 $123,620 $121,147 $132,900
Commodities 0 5,160 5,160 3,700
Contractual Services 0 175,000 136,836 147,940
Total $ 0 $303, 780 $263,143 $284, 540
Percent Change 0% 100.0% -13% 8.1
Staff Hours
No. of Employees (FTE) 0 1.5 1.5 1.5
BUDGET COMMENTS
The reduction in contractual services is due to redu ced litigation levels anticipated for 2008 and 2009.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: HUMAN RESOURCE DEPARTMENT: EXECUTIVE
ADMINISTRATION
2006
Actual
2007 2008 2009
Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of full-time, regular
employees who left City 15 10 10 15
employment during the
reporting period
Number of grievances 3 3 3 3
Number of employment
investigations conducted or 10 10 10 10
overseen by HR
EFFECTIVENESS INDICATORS
Turnover rate 7.0% 5.0% 5.0% 7.0%
Percentage of internal
customers rating service as
good to excellent 100% 100% 100% 100%
EFFICIENCY MEASURES
Average number of working
days from request to fill
vacancy until top candidates 26 25 25 25
are referred to hiring
supervisor in an internal
hiring process
Average number of working
days from request to fill
vacancy until top candidates 45 43 43 43
are referred to hiring
supervisor in an external
hiring process
COMMENTS
The turnover for 2006 was higher than normal due to the retirements and consolidation of administrative
functions. Anticipated turnover in 2009 results, in part, from early retirement incentives.
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Page 62 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: LEGAL SERVICES DEPARTMENT: EXECUTIVE
101-103
PROGRAM MISSION
To provide legal services for the City Council and administrative staff and to prosecute City criminal
cases in court.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Contractual Services $254,409 $235,420 $235,880 $241,800
Other Charges 68,070 220,700 210,815 220,700
Total $322,479 $456,120 $446,695 $462,500
Percent Change -5.0% 41.4% -2.1 % 3.5%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
Contractual services consist of $1,800 for this program's share of insurance costs and $240,000 for
legal costs. The $220,700 listed as other charges i s forjudgments, losses and small claims costs.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: LEGAL SERVICES DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Prosecution cases opened 6,600 6,600 6,600
Civil cases processed 120 120 120
Meetings attended:
Prosecution 530 530 530
Civil 150 150 150
EFFECTIVENESS INDICATORS
of criminal code
enforcement cases favorably 99% 99% 99%
resolved
of litigation cases resulting
in a favorable disposition of
either a dismissal or a 100% 100% 100%
settlement of less than
$25,000
COMMENTS
* Indicates data not available Packet Page Number
Page 64 of 91
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 $27,960 $55,578 $140,330
Commodities 955 0 10,000 520
Contractual Services 86,230 100,060 100,232 134,330
Total $142,272 $128,020 $165,810 $275,180
Percent Change 28.2% -10% 29.5% 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 addition of Marketing and Advertising
Coordinator. This person will generate advertising re venue for the city. This revenue will partially offset
the additional cost.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: MARKETING DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of marketing projects
for the Parks & Recreation 30 45 45 50
Department
Advertisers in the parks and 20 23 23 25
recreation brochure
Percentage of residents that 75% 75% 75% 75%
reads City News
EFFECTIVENESS INDICATORS
Percent of marketing goals 80% 80% 80% 80%
met
Percent of advertisers with
ratings of satisfactory or 95% 95% 95% 95%
improved
Percent of residents that like 75% 80% 80% 80%
the publication
EFFICIENCY MEASURES
Percent of marketing project
costs recovered by additional 75% 75% 75% 75%
revenues
COMMENTS
Marketing staff produce many projects for the Parks and Recreation Depa rtment that include brochures,
posters, publications, CDs, flyers, newsletters, school b rochures, email blasts, 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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Page 66 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SAFETY DEPARTMENT: EXECUTIVE
101-114
PROGRAM MISSION
To ensure compliance with federal and state safety laws and regulations and City policies.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Commodities $0 $1,040 $1,040 $1,040
Contractual Services 0 7,810 5,810 $8,520
Total $ 0 $8,850 $6,850 $9,560
Percent Change N/A 100% -23% 39.6%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
This program was in the Human Resource Department prior to 2007. The Safety Consultant that was
reviousl retained to do month) work will rovide advice whenever needed for an hour) fee.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: SAFETY DEPARTMENT: EXECUTIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
EFFECTIVENESS INDICATORS
Number of work-related 35 41 38 35
injuries reported
Number of worker days lost 75 77 20 20
due to injuries
Percent of injuries involving 23% 20% 18% 18%
lost work days
COMMENTS
The numbers have been fairly steady from year to year on injuries and lost time. The City does a very
good job bringing employees back to work with restrictions. 2005 was an unusually good year in terms
of worker days lost and the percent of injuries involving lost work days partially due to the need to scan
documents and the lack of staff to scan. Injured employees are brought back to do scanning if they
cannot perform their regular job.
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CITY OF MAPLEWOOD
LEGISLATIVE DEPARTMENT
ORGANIZATIONAL CHART
Citizens
City
Council
Police
Civil Service
Commission
Community I Community
Outreach Design
Committee Review Board
Planning Housing & Park &
Redevelopment Recreation
Commission Authority Commission
Historic
Preservation
Commission
Environmental
& Natural
Resources
Legal Commission
City
Manager
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Page 69 of 91
LEGISLATIVE DEPARTMENT
BUDGET 2009
Total By Program
Charitable
Gambling ~
23%
City Council
75%
Police Civil
Service Commmunity
Commission ~ Outreach
1 %
Parks & Committee
Planning
Recreation 0%
Commission Commission
1% 0%
Total By Classification
Contractual
~~~„~~..
Commodities ~
5%
Personnel
Services
30%
1
Other Charges
<1%
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Page 70 of 91
CITY OF MAPLEWOOD, MINNESOTA
LEGISLATIVE DEPARTMENT
EXPENDITURE SUMMARY
Total By Program
2006
ACTUAL
2007
ACTUAL 2008
ORIGINAL
BUDGET
2009
BUDGET PERCENT
OVER(UNDER)
2008 BUDGET
Charitable Gambling $50,118 $35,923 $35,050 $46,750 33.4%
City Council 124,484 137,195 148,733 148,510 -0.1%
Commmunity Outreach Committee 6 6 1,700 630 -62.9%
Parks & Recreation Commission 82 1 213 310 45.5%
Planning Commission 882 1,358 1,084 1,200 10.7%
Police Civil Service Commission 3,840 1,325 4,398 2,380 -45.9%
Totals 179,412 175,808 191,178 199,780 4.5%
Total By Classification
Personnel Services 57,328 57,179 60,619 60,620 0.0%
Commodities 7,613 14,967 9,810 9,220 -6.0%
Contractual Services 114,327 103,446 120,666 129,720 7.5%
Capital Outlay and Depreciation 0 0 0 0 N/A
Other Charges 144 216 83 220 165.1
Totals 179,412 175,808 191,178 199,780 4.5%
Total By Fund
Charitable Gambling Tax Fund 50,118 35,923 35,050 46,750 33.4%
General Fund 129,294 139,885 156,128 153,030 -2.0%
Totals $179,412 $175,808 $191,178 $199,780 4.5%
Number of Employees (FTE) 0.00 0.00 0.00 0.00 0.00
H 0.3
c
0
02
Expenditures
0.1 ^
2006 ACTUAL '2007 ACTUAL 2UU8 ORIGINAL 20pg BUDGET
BUDGET
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Page 71 of 91
CITY OF MAPLEWOOD
LEGISLATIVE
MISSION STATEMENT
To provide for the establishment of policies and adoption of local laws for the
public health, safety and welfare of the people of the City of Maplewood.
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Page 72 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CITY COUNCIL DEPARTMENT: LEGISLATIVE
101-101
PROGRAM MISSION
To establish policy, adopt laws and appoint membe rs of advisory commissions.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Personnel Services $57,328 $57,180 $60,619 $60,620
Commodities 7,177 7,960 7,960 7,850
Contractual Services 59,979 78,850 80,154 82,290
Total $124, 484 $143, 990 $148, 733 $150, 760
Percent Change 7.8% 15.7% 3% 1.4%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CITY COUNCIL DEPARTMENT: LEGISLATIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of City Council 28 28 28 28
meetings
Number of Council/Manager 26 24 24 24
Workshops
Agenda items 496 580 550 550
COMMENTS
The above items are a small part of the workload for the City Council.
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Page 74 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: COMMUNITY OUTREACH
COMMITTEE DEPARTMENT: LEGISLATIVE
101-104
PROGRAM MISSION
To work with the local business community welcoming new and relocate d residents to the city providing
information on services and opportunities within the community.
INPUTS 2006 2007 2008
Actual Actual Budget Bud et
Direct Expenditures
Commodities $ 0 $1,200 $1,200 $600
Contractual Services 6 500 500 30
Total $ 6 $1,700 $1,700 $ 630
Percent Change -96.8% 28,233.3% 0.0% -62.9%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
2004-2006 budget was for the dissolved Human Relations Commission. The Maplewood Community
Outreach Committee was formed in June 2006 by the City Council.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: COMMUNITY OUTREACH DEPARTMENT: LEGISLATIVE
COMMITTEE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Contests sponsored 0 0 0 0
Community awareness 0 0 0 0
events sponsored
Bias crime complaints 0 0 0 0
Businesses and 20 50 50 50
Organizations Participating
Percentage of new residents 60% 90% 90% 90%
contacted by the committee
EFFECTIVENESS INDICATORS
Number of people attending 0 N/A N/A N/A
community events
Percentage of Businesses
and Organizations 100% 100% 100% 100%
Participating
Percentage of New
Residents Contacted by the 60% 90% 90% 90%
Committee
COMMENTS
Most of the 2006 Outputs/Workloa d and Effectiveness Indicators pertain to the now dissolved Human
Relations Commission.
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Page 76 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PLANNING COMMISSION DEPARTMENT: LEGISLATIVE
101-107
PROGRAM MISSION
To advise the City Council on zoning and land use requests and to periodically review and revise the
city's comprehensive land use plan.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Budget
Direct Expenditures
Commodities $381 $650 $650 $670
Contractual Services 501 520 434 530
Total $ 882 $1,170 $1,084 $1,200
Percent Change 8.5% 32.7% 0.3% 10.7%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PLANNING COMMISSION DEPARTMENT: LEGISLATIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of applications 60 60 60 60
reviewed
EFFECTIVENESS INDICATORS
Number of public meetings 24 25 24 24
held
COMMENTS
Number of development applications reviewed by the Planning Commission at public meetings.
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Page 78 of 91
CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PARKS & RECREATION DEPARTMENT: LEGISLATIVE
COMMISSION
101-106
PROGRAM MISSION
To serve as the liaison to the City Council between city residents and staff on all matters pertaining to
parks, recreation and trails.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Commodities $ 55 $ 0 $ 0 $100
Contractual Services 27 230 213 210
Total $ 82 $230 $ 213 $ 310
Percent Change 5.1 % 180.5% -7.0% 45.5%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
The Parks and Recreation Commission budget includes incidental costs for travel and training (two
commissioners to attend the State Conference), related workshops and meals for parks tours.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: PARKS & RECREATION
COMMISSION
2006
Actual
DEPARTMENT: LEGISLATIVE
2007 2008 2009
Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of public meetings 16 14 14 14
Commission items requiring 30 24 24 24
formal action
EFFECTIVENESS INDICATORS
Number of meetings involving
the public; i.e., park planning 4 8 8 8
process, community issues,
etc.
Percentage of
recommendations adopted by 95% 98% 98% 98%
the city council
EFFICIENCY MEASURES
Average number of days
between recommendation 14 14 14 14
from the commission to city
council action on the item
COMMENTS
The Parks and Recreation Commission is anine-member, volunteer resident advisory board to the City
Council on all matters relating to parks, recreation, trail, open space and park development issues. The
commission meets the third Monday monthly but has experienced increased meetings due to public
hearings for recent park development.
Parks and Recreation staff serves as the liaison between the Parks and Recreation Commission and
City Council.
The commission does an excellentjob in resolving public issues based on extensive surveying and
coordinating the public input process to ensure community "buy-in" prior to submittal to the City Council.
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CITY OF MAPLEWOOD
POLICE CIVIL SERVICE COMMISSION
MISSION STATEMENT
The Maplewood Police Civil Service Commission will help to ensure a fair and
objective hiring process for sworn law enforcement positions and will investigate
any grievances brought before it and render an impartial decision.
2009 OBJECTIVES RELATED TO CITY'S STRATEGIC PLANS
1. Maintain a sworn police officer list.
2. Create a promotional list if needed.
3. Respond to any complaints and requests for hearings under the jurisdiction of
the Commission.
S\FINANCE\ WORD\MISC\09LEG-PCSCOBJ
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: POLICE CIVIL SERVICE DEPARTMENT: LEGISLATIVE
COMMISSION
101-105
PROGRAM MISSION
To help ensure a fair and objective hiring process for sworn law enforcement positions and to
investigate any grievances or discipline submitted to the Commission and render an impartial decision.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Contractual Services 3,840 4,390 4,398 2,380
Total $3,840 $4,390 $4,398 $2,380
Percent Change 196.5% 14.3% 0.2% -45.9%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: POLICE CIVIL SERVICE
COMMISSION
2006
Actual
DEPARTMENT: LEGISLATIVE
2007 2008 2009
Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of lists created - 1 1 1 1
external
Number of lists created - 0 1 1 1
internal
EFFECTIVENESS INDICATORS
Average number of working
days between approval to N/A 35 35 35
post position and adoption of
promotional list
Average number of working
days between approval to 75 75 75 75
post position and adoption of
external eligibility list
COMMENTS
The External and Internal Posting and Eligibility List has very little change from year to year on the
average number of working days to adoption of a list. There are some years where there is no need to
create an external eligibility list and other years where there is no need to create an internal eligibility
list. On the other hand, sometimes there is a need to create 2-3 lists, depending on new police
positions, retirements and resignations. If there is a high ranking vacancy, lists are needed of all job
titles below it due to probable promotions.
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CHARITABLE GAMBLING DEPARTMENT: LEGISLATIVE
205-000
PROGRAM MISSION
The Charitable Gambling Fund accounts for expenditures of the City gambling tax. The tax is ten
percent of the net receipts of a licensed organization for lawful gambling. The City Council allocates the
funds to agencies and departments that provide City-related services.
INPUTS 2006 2007 2008 2009
Actual Actual Budget Bud et
Direct Expenditures
Commodities $ 0 $ 0 $ 0 0
Contractual Services 49,974 40,000 35,000 46,500
Capital Outlay 0 0 0 0
Other Charges 144 50 50 220
Total $50,118 $40, 050 $35, 050 $46, 720
Percent Change 4.2% -20.1 % -14% 33.3%
Staff Hours
No. of Employees (FTE) 0 0 0 0
BUDGET COMMENTS
The requests approved by the City Council for 2007 are as follows:
$2,000 American Red Cross
10,252 Maplewood Historical Society
6,204 Friends of the Nature Center
5,304 Maplewood Police Explorers
2,600 Heritage Theatre Company
3,550 Ramsey County Fair
4,614 Maplewood Police Reserves
6,984 Maplewood Community Center
2,600 Walker at Hazel Ridge
1,500 Dispute Resolution Center
$45,608 Total
ESTIMATED RESERVES: $892
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CITY OF MAPLEWOOD, MINNESOTA
2009 BUDGET
PROGRAM: CHARITABLE GAMBLING DEPARTMENT: LEGISLATIVE
2006 2007 2008 2009
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Requests considered 14 14 9 10
Requests awarded 13 13 8 10
COMMENTS
The number of requests received and awarded has been fairly constant, but proceeds from the
Charitable Gambling tax have receded in recent years.
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AGENDA REPORT Workshop Agenda # D2
TO: City Council
FROM: Charles Ahl, Acting City Manager
SUBJECT: Discussion of 2009 Budget -Options for Levy Reduction
DATE: October 30, 2008
INTRODUCTION/SUMMARY
On September 8, 2008, the City Council adopted a resolution setting the maximum levy increase for the
2009 Budget at a 6.0% increase over the 2008 levy amount. In total dollars, this levy increase is:
$15,546,450 [08 Levy] X 6% _ $935,370
A review of previous year's levy amounts shows the following:
YEAR TOTAL LEVY $$$ % INCREASE DEBT SERVICE (w/i total levy)
2000 $ 7,568,830 - - - - $1,422,840
2001 $ 8,824,580 16.59% $1,776,580
2002 $10,348,230 17.27% $1,686,910
2003 $11,927,880 15.26% $2,191,930
2004 $12,831,520 7.58% $2,499,200
2005 $13,434,640 4.70% $2,818,000
2006 $14,106,370 5.00% $3,016,800
2007 $15,546,450 10.21% $3,140,800
2008 $15,546,450 0.00% $3,421,925
2009 (max.) $16,481,820 6.00% $3,779,340
Note: the debt service amount shown is included within the total levy.
Levy Reduction Options
The budget that has been presented to the City Council by the Department Heads over the past month, has
been based upon the maximum levy increase of 6.0%. As City Council may recall, we have levy limits that
keep our operating levy at a maximum 3.9% increase; however, there are exceptions that allow the City to
increase the operating portion to a 4.8% increase and debt service is outside the levy limit. The breakdown
of the 6.0% proposed maximum levy increases are as follows:
1) General Fund for operations:
2) Community Center operations:
3) Recreation Programs Fund:
4) Capital Improvements Fund:
5) Debt Service Fund:
TOTAL LEVY
$507, 955
$ 70, 000
$ 0
$ 0 (to be funded with one-time cash)
357 415
$935,370
After tabulation of all requests, it was determined that a fund balance percentage of 38.2% would result
from the proposed expenditures and revenues. Previous budgeted fund balances, which are used to
manage contingency expenses along with operating expenses as revenues are received, have ranged from
a low of 35.0% to 37.5%.
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2009 BUDGET REDUCTION OPTIONS
PAGE TWO
Option #1 = 6.0% Levv Increase
This option is the presented budget from the staff. It includes $18,393,750 in proposed expenditures for all
departments as presented in the past month. Included is a $250,000 Additional Insurance fund to cover for
litigation, wage increases and unknown expenses for 2009. In addition, this provides for a fund balance
percentage of 38.2%. This option provides for no reductions in planned expenditures.
Option #2 = 4.5% Levv Increase
This option proposes that the levy be increased by 4.5% over the 2008 Total Levy. The following reductions
would be recommended under this option:
a) Savings from the Community Dev -Parks Re-org - $ 23,220
b) Reduce the Additional Insurance Program by 84%: 209 970
Total Reduction for Option #2 $233,190
Discussion:
This option proposes that the savings from the re-assignment of duties that eliminated the Deputy
Director of Public Works position and created the Parks and Community Development Director
position be accounted for in this budget. The reported savings from this re-assignment of duties is
estimated at $23,220 for the General Fund, with savings in other Funds that do not impact the tax
levy. The reduction in the Additional Insurance Program is also recommended. As part of the
budget process, it was determined that additional one-time cash is available due to over-funding of
the Employee Benefits Fund. This money was returned to all the funds it was collected from, which
results in the one-time money. It was proposed to the Council in the setting of the maximum levy on
September 8, 2008, that this one-time money be used for planned Capital Improvements in 2009,
2010 and into 2011. This allocation of $348,780 provides an available source of cash, similar to the
Additional Insurance Program, which would allow the Council to revise priorities, should the situation
arrive that funds would be needed. In addition, there are no indications at this time, that the reasons
for the Additional Insurance Fund Program, will be forthcoming.
Option #3 = 3.0% Levv Increase (Manager Recommendationl
This option proposes that the levy increase be set at one-half the maximum levy set in September which
would be a 3.0% levy increase or $467,685 over the 2008 levy. The allocation would be:
1) General Fund for operations: $ 82,845
2) Community Center operations: $ 27,425
3) Recreation Programs Fund: $ 0
4) Capital Improvements Fund: $ 0 (to be funded with one-time cash)
5) Debt Service Fund: 357 415
TOTAL LEVY $467,685
The following reductions would be necessary to implement this option:
a) Savings from the Community Dev -Parks Re-org - $ 23,220
b) Reduce the Additional Insurance Program by 100%: $250,000
c) Reduce the Fund Balance to 37.5% $169,465
d) Fund the Deputy Police Chief position from Early Retire Savings: 25 000
Total Reduction for Option #3
$467,685
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2009 BUDGET REDUCTION OPTIONS
PAGE THREE
Discussion:
This is the recommended program from the Acting City Manager. The savings from the
reorganization within Community Development and Parks has been previously discussed and the
elimination of the Additional Insurance Program is recommended, as other options are available for
that type of funding, if it becomes necessary, even though at this time, we do not anticipate the
needs for those funds in 2009.
A reduction in the Fund Balance to 37.5% is also an analysis of comfort in risk factors. As the 2009
Budget was reviewed and prepared, the staff evaluated a number of factors that could cause budget
problems in 2009:
a. Foreclosures and non-payments could be extensive. We have estimated a collection of
97.5% of the proposed levy, meaning that we anticipate that we will be unable to collect 2.5%
of the levied assessments in 2009. This is slightly above our historical collection rate, which
approaches between 98-99%. While we see this as a possibility, we believe that having a
fund balance which is 1.0-2.0 % higher than the historical Maplewood Budget average of 35
- 36%, should provide a cushion for this item. In addition, it appears that we may end 2008,
with more funds than anticipated, which will be carried forward to 2009, which will further
support this fund balance.
b. Building permit revenues could continue to decrease due to the stalled economy. We have
reduced the amount of revenue for permit fees to 2007 levels within this budget. Our
Building Official is working on a review of fees to offset any shortfall. We are confident in this
estimate. Should permit revenues continue to slide below estimates, amid-year adjustment
in staffing levels for our Building Officials and Inspectors may be necessary. This is not
anticipated based upon some known projects.
c. Fuel and utility expenses could again sky-rocket. The budget is prepared based upon a 40%
increase in fuel expenses above the actual expenses that occurred in 2007. Again, mid-year
adjustments can be made to programs that could offset this amount.
d. Employee wage increases can also be another use for Fund Balance monies. At this time,
negotiations appear to be proceeding well, and funds should be available to meet all union
and association settlements.
e. Departmental Budget Expenditures may exceed estimates. In the past two years, each
department has been very diligent on watching expenditures and planning appropriately.
Departments have spent between 96 to 99.5% of their budgets. We do not expect this to be
a problem in 2009, as our finance staff and department heads watch expenditures and make
adjustments accordingly.
The final recommended reduction is to fund the proposed Deputy Police Chief position from internal
Police Department savings from the Early Retirement Program. It is anticipated that there will be a
couple of retirements and Chief Thomalla is confident that savings can be found through this
process to allow this reorganization of his staff to proceed that will not produce an additional
expense to the General Fund.
Option #4 = 2.0% Levy Increase
This option proposes that the levy inci
The allocation would be:
1) General Fund for operations:
2) Community Center operations
3) Recreation Programs Fund:
4) Capital Improvements Fund:
5) Debt Service Fund:
TOTAL LEVY
ease be set at a 2.0% levy increase or $310,930 over the 2008 levy
($ 46,485)
$ 0
$ 0
$ 0 (to be funded with one-time cash)
357 415
$310, 930
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2009 BUDGET REDUCTION OPTIONS
PAGE FOUR
The following reductions would be necessary to implement this option:
a) Savings from the Community Dev -Parks Re-org -
b) Reduce the Additional Insurance Program by 100%:
c) Reduce the Fund Balance to 37.0%
d) Fund the Deputy Police Chief position from Early Retire Savings
e) Cut the new Building Maintenance Technician from budget:
f) Reduce the MCC operations subsidy to 2008 level:
g) Increase Recreation Program Fees by 8%
h) Plan for savings from the Early Retirement Program:
Total Reduction for Option #3
$ 23,220
$250, 000
$206,400
$ 25,000
$ 45,900
$ 27,425
$ 16,495
30 000
$624,440
Discussion:
Items a), b) and d) have previously been discussed. Item c) has previously been discussed at the
37.5% level. Management is not recommending reducing below this level, as we anticipate that
having a safe operation level at 37.5% is prudent given the uncertainties. Certainly, there are funds
for emergencies within the budget; however, some point needs to be established as a comfort level
based upon risk factors listed above. A reduction increases the likelihood that mid-year budget
adjustments may be needed, including staff reductions to meet unexpected expenditures.
Item e) is a new position planned within the budget to supplement our building maintenance staff.
The position was originally within the budget in 2006, but was eliminated in cost savings measures
when an employee left. Our building maintenance is in need of improvements, especially missing
has been the City's efforts at recycling and green initiatives. Our investment in facilities has suffered
slightly due to the lack of preventive maintenance and cleaning. We do not recommend this position
be cut.
Item f) would mean further reductions in expenses at MCC. One option would be to explore the use
of one-time money to erase the "loan" that is recommended at MCC. This would allow this to
proceed, but would reduce the future allocations to Capital Improvement Projects.
Item g) would involve raising fees for our recreation programs. Our staff feels that our fees are
competitive and that raising the fees could result in reduced participation. It is not recommended but
could be implemented.
Item h) is a possibility for 2009, but there is no certainty that any employees will signup for this
program. Savings could be realized from the program; however, these are not sustainable, unless
of course, positions are eliminated. That is not proposed, so this option is not more than a single
year fix.
Option #5 = 0.0% Levy Increase
This option proposes that the levy increase be set at a 2.0% levy increase or $310,930 over the 2008 levy.
The allocation would be:
1) General Fund for operations: ($229,485)
2) Community Center operations: $ 0
3) Recreation Programs Fund: $ 0
4) Capital Improvements Fund: $ 0 (to be funded with one-time cash)
5) Debt Service Fund: 127 930
TOTAL LEVY
$ 0
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2009 BUDGET REDUCTION OPTIONS
PAGE FIVE
The following reductions would be necessary to implement this option:
a) Savings from the Community Dev -Parks Re-org -
b) Reduce the Additional Insurance Program by 100%:
c) Reduce the Fund Balance to 37.0%
d) Fund the Deputy Police Chief position from Early Retire Savings
e) Cut the new Building Maintenance Technician from budget:
f) Reduce the MCC operations subsidy to 2008 level:
g) Increase Recreation Program Fees by 8%
h) Plan for savings from the Early Retirement Program:
i) Cut temporary staff from Community Development
j) Cut the 0.75 FTE Info Technician from IT Dept
k) Cut Part-time staff at Nature Center
I) Cut Maintenance Materials and Overtime from Public Works
m) Cut Overtime-Part-time in City Clerk and Deputy Registrar
n) Cut Overtime in Fire Department Budget
o) Cut Overtime in Police Department Budget
p) Use one-time cash for Debt Service Fund
Total Reduction for Option #3
Discussion:
$ 23,220
$250, 000
$206,400
$ 25,000
$ 45,900
$ 27,425
$ 16,495
$ 30, 000
$ 19,100
$ 30, 000
$ 20,000
$ 36, 000
$ 9, 500
$ 17,400
$ 51,000
127 930
$935,370
Items a) through h) have previously been discussed. Item i) would be a reduction of temporary staff
within our Community Development department that provide us service in providing minutes to
Commissions and Committees. If eliminated, these tasks would need to be assigned to existing
personnel and would result in delays with minute processing and reductions in service in other
areas.
Item j) is a major priority for our staff. We had four persons in our IT Department until 2005, when a
departure was left vacant. Our electronic needs have increased dramatically and the addition of this
staff person would improve overall operations.
Item k) would involve further reductions in programs, service and operating levels at our Community
Center. Our part-time staff provides a high level of service and valuable functions to this area. It is
likely that service would be reduced at the nature center to 3-4 days per week.
Item I) is a reduction in maintenance materials for street repair and snow/ice control, along with a
reduction in service. Plowing of sidewalks after a snow event would be extended out during working
hours. Pothole repair and boulevard maintenance would be reduced.
Item m) would be a reduction in hours for our Deputy Registrar and City Clerk functions resulting in
longer lines at the counter, and delays in responding to data requests.
Item n) would be reduction in training hours and backup duties at our Fire Stations where our
personnel are supplemented by paid-per-call firefighters. A shift in priorities would be required.
Item o) would be a reduction in overtime for patrol and medics. This would reduce service to our
community and is not recommended.
Item p) would be a last resort. This would propose to use one-time funds that are dedicated to
Capital Improvement Projects and provide this year's increase to the Debt Service Fund.
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2009 BUDGET REDUCTION OPTIONS
PAGE SIX
Item p) is not a sustainable reduction and may impact our bond rating. The Moody's rating service
on our most recent bond issue acknowledged that the city's 0% levy increase did not impact our
sustained funding of debt service. One-time money would mean that the proposed increase in 2010
would need to be covered by a near doubling of funds. While many of the reductions are not
recommended, this option should be the last considered by the City Council.
Recommendation
As noted, the final budget will include a recommendation for Option #3 from the City Management.
The Council should review this information. No action is necessary at this time. We will be finalizing
our budget based upon this information. Staff will be available to answer questions on all the
options.
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