HomeMy WebLinkAbout2009/06/22 - ADMIN - Agenda Packets - City Council - Study SessionAGENDA
JUNE 22, 2009
COUNCIL CHAMBERS
Councilmember Carver participating via teleconference.
6:00 p.m. CITY COUNCIL STUDY SESSION (Box Lunches Provided for Council)
Discussion Items
1. 6:00 p.m. 2010 and 2011Budget Discussion
2. 9:00 p.m. MSC Renovation Project Update
Written Reports
3. May, 2009 Monthly Financial Report
4. ARRA Assistance to Firefighters Fire Station Construction Grants
5. The West End Redevelopment Project Update
6. Future Study Session Agenda Planning – July 13, 2009
9:30 p.m. Adjourn
Auxiliary aids for individuals with disabilities are available upon request. To make arrangements, please call the
Administration Department at 952/924-2525 (TDD 952/924-2518) at least 96 hours in advance of meeting.
Meeting Date: June 22, 2009
Agenda Item #: 1
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
2010 and 2011Budget Discussion.
RECOMMENDED ACTION:
No formal action required. This report has been prepared to assist with the continued discussion on
the 2010 and 2011 budgets. At the end of the discussion on Monday night, staff proposes that the
following be accomplished.
• Renewed understanding of operating budget challenges and capital and debt service needs.
• Understanding and agreement on proposed 2010 budget framework/strategy and related
implications.
• Understanding of proposed initiatives to help meet budget challenges for 2011 and beyond.
• Review and discuss City Council “stop doing” or “do differently” ideas.
• Reach agreement on approach for communicating with the public.
POLICY CONSIDERATION:
During the study session staff will provide an overview of budget related information and a proposed
strategy or framework for addressing budget challenges for 2010 and beyond. Attached is a specific
agenda for the study session discussion and significant background information that staff will walk
through on Monday night. The City Council is asked to provide feedback on the information
provided and the concepts for change for 2010 and 2011, including capital and debt service issues
and communication with the public.
Based on the feedback staff receives, work will begin on specific line item budgets and the CIP for
Council review.
BACKGROUND:
City Council Work on Budget
On January 30-31, 2009, the City Council met in a workshop to revisit Vision St. Louis Park and
discuss the City’s Long Range Financial Management Plan and the approach to use to deal with our
budget challenges for 2010.
On February 23, the City Council discussed and reached consensus on a more detailed budget
approach and reviewed the budget calendar for the 2010 budget process. The City Council wanted
to continue discussion at a later date on the approach and timing of public communication and
education on the budget.
Meeting of June 22, 2009 (Item No. 1) Page 2
Subject: 2010 and 2011Budget Discussion
On April 13, City Council and department directors participated in a discussion to develop high
level or “big bowl” concepts for thinking anew about our budget process and prioritization. The
question asked to help develop core concepts was: “What are the most important critical results we
must achieve to ensure our success as a Community”. At this meeting, the Council agreed on the
following nine core functions:
• Enhanced and well maintained public infrastructure and transportation
• Diverse and well maintained housing stock
• Vibrant and diverse commercial sector
• Safe and secure community
• Cohesive and strong neighborhoods
• Enhanced and well maintained parks & trails
• Clean and aesthetically pleasing community
• Preserved and enhanced natural environment
• Good Schools
These nine functions were identified as core to our community. At meetings on April 13 & May 4,
Council also identified indicators for success for eight of the areas (indicators for the ninth item,
Good Schools, are being developed through the school district strategic plan update).
On May 4 Council also participated in a brainstorming session on what the city should/could
consider stop doing or do differently from a service delivery or programmatic perspective. Additional
discussion also took place on the approach and timing of communicating and educating the
community on the City’s 2010 budget.
NEXT STEPS:
As we continue the budget process for 2010, the following schedule has been developed for Council:
• August 10 & 24 - Council study session on budget and preliminary 2010 levy
• September 8 - Council establishes preliminary property tax levy
• September through November – Ongoing City Council study session updates and discussion
on budget and capital plan
• October 26 - Budget Workshop with Council
• December 7 - Truth in taxation budget public hearing
• December 21 - Council adoption of budget, tax levy and CIP
FINANCIAL OR BUDGET CONSIDERATION:
Details provided in this report.
Meeting of June 22, 2009 (Item No. 1) Page 3
Subject: 2010 and 2011Budget Discussion
VISION CONSIDERATION:
Not applicable at this time.
Attachments: Detailed Council Study Session Agenda, June 22, 2009
2010 Budget Calendar
2010/11 “Budget Problem” Worksheet and Assumptions
2009 – 2018 Debt Service and Capital Fund Projections
Overview – 2010 Budget Strategy/Framework and Detailed Worksheet
Capital and Debt Service Recommendations
2011 and Beyond Recommendations
Council “Stop Doing” or “Do Differently” Information
Communication/Education Information
Adopted Vision St. Louis Park Strategic Directions
Adopted Mission and Values Statement – City of St. Louis Park
Guiding Principles for 2010/2011 Budget Process and Solutions
Prepared by: Tom Harmening, City Manager
Study Session Agenda
2010 and 2011 Budget Discussion
June 22, 2009
6:00 p.m. to 9:00 p.m.
City Council Chambers
Proposed Outcomes from Meeting
• Renewed understanding of operating budget challenges and capital and debt
service needs.
• Understanding and agreement on proposed 2010 budget framework/strategy and
related implications.
• Understanding of proposed initiatives to help meet budget challenges for 2011 and
beyond.
• Review and discuss City Council “stop doing” or “do differently” ideas.
• Reach agreement on approach for communicating with the public.
1. Connections and Agenda Review (5 min.)
This is intended to serve as a study session “warm-up” for the group to
insure agreement on the agenda and “house rules”.
2. Review/revisit actions taken over the last 5 months by the City Council and
Staff (5 min.)
Much has happened since the City Council workshop in late January.
This brief discussion is intended to help provide some context and
summarize where we have been and what has transpired.
3. Review and revisit 2010/11 operating budget challenges and longer term debt
service and capital funding needs (10 min.)
This discussion is intended to provide the City Council a more refined
estimate of the projected budget gap for 2010 and 2011 and debt service
and capital funding needs we should take into consideration.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 4
4. Review and discuss proposed 2010 budget framework/strategy and approach
for addressing debt service and capital needs (60 min.)
This discussion will allow staff to present a proposed framework/strategy
for addressing the projected 2010 operating budget gap and a
recommended approach for addressing debt service requirements and
longer term capital funding needs. This topic is a critical component of
the meeting. Council direction is requested as it will then allow for the
City’s detailed budget to be prepared and other follow-up actions to be
taken.
5. Review and discuss proposed initiatives for addressing budget challenges for
2011 and beyond (20 min.)
Based on projections, budget challenges will continue to be in place for
2011 and beyond. This discussion is intended to allow staff to present
ideas and initiatives to be pursued that will impact how the city provides
services or otherwise does business. Staff desires Council feedback on
these ideas.
6. Review and discuss City Council “stop doing” or “do differently” ideas (30
min.)
The City Council has provided staff with its ideas on how we could
provide services differently. Staff has researched these ideas and has
formulated responses for discussion.
7. Discuss approach for communicating with the public (30 min.)
The City Council has made it clear that communicating with the public is
an important ingredient of the budget setting process and has asked staff
for ideas and suggestions. This discussion is intended to allow the City
Council to discuss this topic and reach agreement on a preferred approach.
8. Next Steps/Budget Calendar (5 min.)
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 5
2010 Budget Activities and Calendar
January 30 & 31 Council Workshop – Budget overview, Long Range Financial
Management Plan and 2010 budget discussion
February 17 Council adopted the 2009 patch for the budget to take care of the MVH
loss or unallocation from the State of MN.
February 23 Council 2010 budget process discussion with Directors.
February 25 Directors Discussion - Budget
March – May Budget analysis conducted– staff reviewed cost, efficiency, functions and
feasibility for possible savings in the following categories:
• Functions that could be done by other agencies: Assessing,
Environmental Health, Dispatch and Payroll
• Efficiencies and internal resource pooling: support staff, public
service workers, GIS/asset management and facilities maintenance
• New or enhanced revenues: reexamine all existing fees/charges for
services, consider new fees/charges, review of charge backs to
departments for staff time and other overhead, leveraging existing
fund balances
• Capital Improvement Plan: review schedule, can any delays be
made, can any reductions be made
• Collaborations and Partnerships: Dispatch, School District, OD
training additional connections for more revenue, Cable TV,
Vehicles and Equipment
• Service Changes or reductions: Use of paper, mailings,
publications, identify what departments could stop doing
• Employment: wages, early retirement and leave programs
• Other: career pathing, use of volunteers, interns, learners
March – June City Manager provides ongoing communication with City staff through
email, general discussion at labor management committee meetings,
through employee newsletter, supervisors and open door.
March 18 Supervisor discussion on Budget, review of the problem, the 2010/2011
budget strategies and guiding principles and asking their assistance in the
2010 process.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 6
April 3 City Manager meets with other City Managers on budget ideas to review
possibilities in:
• Cooperative arrangements
• Other service ideas
• Budget strategies
April 13 Budget discussion with Council to develop high level or big bowl
concepts. Answering the question: What are the most important critical
results we must achieve to ensure our success as a Community. Council
agreed on 9 CORE FUNCTIONS:
• Enhanced and well maintained public infrastructure and
transportation,
• Diverse and well maintained housing stock,
• Vibrant and diverse commercial sector,
• Safe and secure community,
• Cohesive and strong neighborhoods,
• Enhanced and well maintained parks & trails,
• Clean and aesthetically pleasing community,
• Preserved and enhanced natural environment and
• Good and healthy Schools.
Council also started working on indicators of success for 8 of the 9 areas.
May 4 Continued budget discussion with Council and completion of creating
the listing of indicators of success for 8 of the nine CORE
FUNCTIONS. Council participated in a discussion on “Stop Doing,
Doing Differently” identification process.
May 22 Meeting with Directors
Sharing the data, discussion and concepts
June 3 Continued meeting with Directors
Concepts for changes, next steps, communication, supervisor role(s)
June 10 Directors and Division Heads meeting on budget 2010 & 2011
June Communication with union officials and staff on budget
June 22 Council Study Session budget progress report & communication
July 6 Directors get paperwork from Finance to work on 2010 budget and CIP
(see budget calendar from Finance for details)
July 24 Budgets due to Finance
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 7
August 10 & 24 Continued work and communication with Council and public on budget
on preliminary 2010 levy
September 1 CIP items due to Finance
September 8 Council establishes preliminary property tax levy
October 26 Budget workshop on a Monday night (extended to review budgets)
November Follow up budget work
December 7 Council truth in taxation budget public hearing
December 21 Council adoption of budget, tax levy and CIP
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 8
City of St. Louis Park
"The Budget Problem"
Updated May, 2009
Operating Departments
2009 2010 2011
Modified Projected Projected
Total General Revenues 23,626,279$ 22,780,299$ 22,780,299$
Total General Fund Expenditures 23,627,080$ 24,480,678$ 24,994,434$
General Fund Gap (1,700,379)$ (2,214,135)$
Total Park & Recreation Revenues 6,165,418$ 6,165,418$ 6,165,418$
Total Park & Recreation Expenditures 6,098,418$ 6,265,504$ 6,336,855$
Park & Recreation Gap (100,086)$ (171,437)$
Subtotal Gap General and P&R (1,800,465)$ (2,385,572)$
Total Cable TV Revenues 580,000$ 580,000$ 580,000$
Total Cable TV Expenditures 1,033,653$ 680,083$ 697,025$
Cable TV Gap (100,083)$ (117,025)$
Total Water Revenues 3,470,000$ 3,470,000$ 3,470,000$
Total Water Expenses 3,553,267$ 3,577,144$ 3,606,295$
Water Gap (107,144)$ (136,295)$
Total Sewer Revenues 4,910,000$ 4,910,000$ 4,910,000$
Total Sewer Expenses 4,910,067$ 4,916,319$ 4,923,889$
Sewer Gap (6,319)$ (13,889)$
Total Solid Waste Revenues 2,598,080$ 2,598,080$ 2,598,080$
Total Solid Waste Expenses 2,781,507$ 2,785,054$ 2,789,087$
Solid Waste Gap (186,974)$ (191,007)$
Total Storm Water Revenues 1,590,000$ 1,590,000$ 1,590,000$
Total Storm Water Expenses 1,311,366$ 1,317,345$ 1,324,227$
Storm Water Gap 272,655$ 265,773$
Grand Total Revenues 42,939,777$ 42,093,797$ 42,093,797$
Grand Total Expenditures 43,315,358$ 44,022,127$ 44,671,812$
Grand Total Net (375,581)$ (1,928,330)$ (2,578,015)$
Assumes no redistribution of Park Improvement Fund levy to Operating Budget in 2010/11
Assumes no use of fund balance in 2010 or 2011.
Assumes $215,000 reduction in permit fees in 2010 and 2011.
Assumes $150,000 drop in interest earnings for 2010 and 2011.
Assumes a salary increase for all employees by 3.25% for 2010 and 3% for 2011
Assumes no increase in benefits for 2010 - $750/month and $25 to $775 for 2011.
Assumes a very modest increase in supplies and contractual expenses for 2010 and 2011
Assumes no property tax levy increase for 2010 and 2011
Assumes no MVHC aid to city in 2010 and 2011
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 9
City of St. Louis ParkFinancial Management PlanUpdated June, 2009Debt Service and Capital Outlay FundsDebt Service2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated1999(A) GO Improvement Bonds332,900 340,400 2003(A) GO Improvement Bonds517,400 519,400 520,100 524,700 528,100 2004(A) GO Tax Increment Refunding Bonds (Rec Center)711,678 716,963 715,013721,453 726,185 734,765 741,665 751,825 2005(A) General Obligation Bonds (Construction Projects)496,700 498,900 495,200 496,500 497,200 497,300 495,700 GO Fire Station Bonds 2010 ($5,000,000)- 297,150 297,150 297,150 533,400 533,400 533,400 533,400 533,400 GO Fire Station Bonds 2011 ($5,000,000)286,650 286,650 493,500 493,500 493,500 493,500 493,500 Total Debt Service1,347,000 1,358,700 1,312,450 1,605,000 2,330,553 2,250,385 2,257,365 1,768,565 1,778,725 1,026,900* To be defeased July 2009 with remaining Excelsior Blvd & Oak Park Village TIF and NOT included in Total Debt ServiceCapital OutlayPark ImprovementTotal Revenues *1,032,633 1,105,044 1,114,791 1,099,793 1,104,735 1,112,876 1,115,079 1,117,327 1,119,619 1,121,958 Total Expenditures(1,162,092) (617,700) (1,864,700) (852,700) (697,700) (1,002,700) (1,002,700) (1,002,700) (1,002,700) (1,002,700) Annual Net(129,459) 487,344 (749,909) 247,093 407,035 110,176 112,379 114,627 116,919 119,258 Park Improvement Fund Balance - Ending2,067,114 2,554,458 1,804,550 2,051,643 2,458,677 2,568,853 2,681,232 2,795,859 2,912,778 3,032,035Pavement ManagementTotal Revenues1,419,287 1,406,881 1,455,222 1,459,444 1,442,774 1,436,996 1,429,083 1,418,891 1,406,271 1,391,065 Total Expenditures(1,729,456) (1,162,270) (1,349,668) (1,876,197) (1,587,216) (1,634,832) (1,683,877) (1,734,394) (1,786,426) (1,840,018) Annual Net(310,169) 244,611 105,554 (416,753) (144,442) (197,836) (254,795) (315,503) (380,155) (448,954) Pavement Management Fund Balance - Ending699,067 943,677 1,049,231 632,478 488,036 290,200 35,405 (280,098) (660,253) (1,109,207)Capital ReplacementTotal Revenues1,160,828 8,016,275 8,224,437 1,034,318 994,889 979,816 983,120 987,129 991,889 997,448 Total Expenditures(5,408,928) (8,683,048) (8,432,749) (2,713,106) (2,085,572) (1,632,500) (1,640,225) (1,648,182) (1,656,377) (1,664,819) Annual Net(4,248,100) (666,773) (208,312) (1,678,788) (1,090,683) (652,684) (657,105) (661,052) (664,488) (667,370) Capital Replacement Fund Balance - Ending3,343,162 2,676,389 2,468,077 789,289 (301,394) (954,078) (1,611,183) (2,272,235) (2,936,723) (3,604,093)Total Capital Annual Net(4,687,727) 65,182 (852,667) (1,848,448) (828,090) (740,344) (799,521) (861,929) (927,723) (997,067) Total Fund Balance in Capital Funds6,109,343 6,174,524 5,321,857 3,473,409 2,645,319 1,904,975 1,105,454 243,526 (684,198) (1,681,264)* Park Improvement Fund levy is assumed at $1,010,00 - does not include any of the proposed reallocation of up to $200,000 to other capital fundsMeeting of June 22, 2009 (Item No. 1) Subject: 2010 and 2011 Budget DiscussionPage 10
Overview – 2010 Budget Strategy/Framework
Important Assumptions and Understandings
• Based on the Guiding Principles of sustainability and responsibility, we need to develop a
solution that balances the General and Park and Recreation Fund Budget and also addresses
longer term debt service and capital funding needs.
• Estimated 2010 operating budget gap – approximately $1.8 million (this number is subject
to change based on changing circumstances and assumptions).
• Approximately 78% of the General Fund budget is comprised of personnel to allow for
service delivery.
• Total maximum allowable increase in 2010 property tax levy under the law – approximately
$1.2 million (this number subject to change and is based on increasing levy by .86% under
the levy cap and also levying, as allowed by law, for unalloted MVHC in 2008 and 2009
and other misc. adjustments. The state will provide a final number later this year).
• Total amount of equivalent new property taxes estimated to come on line in 2010 due
expiration of Excelsior Blvd and Oak Park Village TIF Districts – approximately $800,000.
Summary of Strategy/Framework for Balancing 2010 Budget
The proposed strategy is to address the budget gap by a combination of reducing expenses and
increasing revenues. What follows is a summary of the strategy. A more detailed outline of the plan
is attached.
• Reduce expenses by:
Implementing a wage and benefit freeze in 2010. The attached document shows a range
of savings. The higher end savings estimate assumes all three closed contracts have been
reopened and renegotiated. The lower end savings estimate assumes the opposite.
Reduce staff by making current vacancies (or other equivalent positions) permanent cuts
plus anticipated savings from future attrition, retirements, reassignment, reorganization
and/or layoffs.
Strategic/selective line item budget reductions.
• Increase revenues by:
Increase/adjust existing fees for service by 3 to 5%.
Implement new fees for service. An example includes charging for personal injury
vehicle accidents that public safety staff responds to. Other cities have similar fees.
Another option would be to revisit the concept of implementing a street light utility fee.
Increase property tax levy. As noted above, under the law it is estimated the city could
increase its 2010 levy by approximately $1.2 million. The plan being presented to the
City Council identifies an operating levy increase of $500,000. Increasing the tax levy is
an important feature of this plan. Given the economic climate we are in, staff is
particularly interested in the Councils reaction to this approach. If the City Council was
willing to consider a tax levy increase, staff would recommend that any levy for
operations not be increased by more than $650,000. This is based on the fact a
significant portion of our total allowable levy adjustment is permitted as a one time
special levy to make up for lost MVHC. More explanation will be provided at the study
session.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 11
Budget Framework/Strategy - 2010 Estimated Savings
A. 2010 Wage Freeze (short term solution) $311,000 to $610,000
B. Staff Reductions/Changes
Make following current vacancies (or equivalent positions) permanent, and anticipate savings
from attrition, retirement, or other staffing reductions.
Community Development Secretary (vacant) $ 47,555
Police Clerical .5FTE (vacant) 30,950
Accountant (vacant) 62,000
Dispatcher (City’s portion of savings) (vacant) 45,000
Public Service Worker (vacant) 61,901
Temporary Inspector (vacant) 34,707
I.R. Temporary (vacant) 47,000
IR Support Staff (1 FTE) (vacant) 57,000
Other (attrition, retirement or other) 244,000
$630,113
C. Increased Fees and New Fees .
Existing Fees (3-5%) $ 75,000
New Fees $ 35,000
$110,000
D. Selective/Strategic Line Item Reductions (est) $200,000
E. Levy Adjustment for Operations (revenue) $500,000
Total Savings and Revenues: $1,751,113 to $2,050,113
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 12
Impacts of Staff Reductions/Changes
The following current vacancies (or equivalent positions) will be eliminated and made
permanent as part of the 2010 budget solution (listed in attachment “Budget
Framework/Strategy – 2010” under B). Below is a listing of those positions with a statement
on service changes or reductions that will need to be made due to the staffing changes.
Community Development Secretary - 1 FTE vacant
Specific services that have been reduced include updating of the Community
Development portion of the City webpage, less clerical support for preparation of slide
shows and presentations. There is less ability to back up the Inspections front desk and
the Housing Secretary. We are shifting some tasks to other staff. Most notably agenda,
minutes and other support tasks for BOZA have been shifted to the Administrative
Secretary. To help with work loads, we will be talking to Council about eliminating
BOZA as a separate entity and giving BOZA’s responsibilities to the Planning
Commission. In addition, Planning staff, Housing staff, Economic Development staff,
Inspections front desk staff, the Community Development Administrative Secretary and
Housing Authority Secretary have all absorbed more responsibility for their own clerical
and support needs from photo copying to arranging meetings to assisting at the front
counter and handling other general support type tasks.
Police Clerical - .5FTE vacant
Loss of this position will result in occasional backlogs and stockpiling of routine work,
primarily data entry. It is our hope that we can catch up on this work during slower
periods which are generally not predictable or seasonal in our business. In addition,
more care will have to be taken in granting time off and sending employees to training
because this staff reduction lessens the amount of cross-trained support and back-up
available to this work group. It is also likely that overtime may increase to manage
workload fluctuations which cannot be stockpiled. We are looking forward to the
replacement of the additional PD Support Staff that is also vacant to help with this
workload.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 13
Dispatcher - 1 FTE vacant
Loss of this position will mean primarily the lead position will need to spend a
significant amount of time working on a shift, and we will need to exercise caution in
granting time off and sending employees to training. It becomes more difficult to grant
time off or send employees to training without paying overtime, and our general policy
has been not to pay overtime for either of these. The uncertainty of our relationship
with Golden Valley and other discussions regarding consolidations and possible
configurations for public safety dispatching in the long term are good reasons for not
filling this position as well. However, it is important to note that should we have
another vacancy or a long term leave occur in Dispatch with the new staffing level, it will
be very difficult to fill shifts and maintain staffing levels without significant overtime and
schedule adjustments, which may frustrate Dispatchers.
Public Service Worker - 1 FTE vacant
The current vacancy is in Park Maintenance. Due to work load demands this time of
year and skill sets of staff, there was a transfer of one staff person from Facility
Maintenance to Operations, then one staff transfer from Operations to Park
Maintenance. The current opening is in Facility Maintenance. The vacancy is being
shared right now between various divisions based on critical work needs and this will
continue until final determination or an “equivalent” position for vacancy is determined.
More discussion will take place to determine when and how this vacancy will fit within
all of our maintenance operations. Service in certain areas will need to be reduced due to
a reduction of staff in this area.
Accountant - 1 FTE vacant
Loss of this position will mean that some areas will continue to have a lower level of
oversight and attention. Finance staff has not been able to devote significant time to
capital project tracking or to EDA projects until the need becomes critical. The response
time that other departments expect for financial questions is longer than is often
expected or needed for their timely performance of duties. We also have quit preparing
the CAFR document in house by asking our auditors to prepare it at a cost of $9,500
annually.
IR Support Staff - 1 FTE vacant
The major impact of leaving one of the Support Services Representative positions vacant
(or eliminating it) includes elimination, reduced volume, or longer lead time required to
perform non-essential duties. The largest impact is on coverage of the front desk
reception, imaging (scanning/microfilming) of records, printing of newsletters for 15
neighborhood associations, high volume copying, bulk office supplies and records center
management. Priorities are and will continue to be adjusted; however, there are not
resources to continue all tasks at the same volume or speed.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 14
Temporary Inspector - 1 FTE vacant (non-benefit earning)
Eliminating a full time temporary inspector position is the result of expected reduced
service requests for inspections and reduced revenue. Permitting activity for 2010 is
expected to be lower. As a fee for service program, staff resources need to be adjusted
based on work activity. No effect on public service levels is expected unless construction
activity exceeds projections.
IR Temporary Staff - 1 PT 25hrs/week contract (non-benefit earning)
This means the IT technical staff is reduced to 80 hours/week versus 105 hours/week
with the IT Temp, a 24% reduction. At the same time, the two remaining IT staff are
currently absorbing a new function – complete management of the City’s telephone
system. Finally, we are using additional support from LOGIS Network Services for
items that cannot wait. Like other vacancies, the result is more responsibility with fewer
staff resources. This essentially results in the need to enhance triage for calls for service,
slower response times to service calls, less time to add technical functionality, and less
time for preventive maintenance functions. Beyond daily servicing of the technical
infrastructure, major outages are more likely (due to reduced preventive maintenance)
and response to major outages that do occur can be slower. It is also important to note
the increasing reliance Communications has on technology, i.e., web streaming, video on
demand, web site, e-newsletters, intranet, and technical support for the growing number
of modern communications tools are a known risk. Reduced staff support during
periods of increasing reliance creates a risk, despite cross-training efforts and outsourcing
(which also have a cost and trade-offs).
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 15
Capital and Debt Service Recommendations
In addition to attending to operational budget issues, attention also needs to be given to our ongoing
debt service obligations (repaying bonds) and long term capital funding needs. Given that our
infrastructure is aging, the city has been a good steward and has undertaken an aggressive plan for
keeping this infrastructure well maintained. Insuring we have well maintained infrastructure was
recently identified by the City Council as a core need. However, based on projections identified in
our Long Range Financial Management Plan, funding for our capital needs does not appear
sufficient for the long term (see attached document – 2009 to 2018 Debt Service and Capital Fund
Projections worksheet). What follows are recommended steps for helping to address these capital
funding challenges,
• Continue to undertake special levies for annual debt service requirements
• Utilize remaining fund balance from the Excelsior Blvd TIF district to assist in payment of
annual debt service (approx. $700,000/yr.) for the 2004 GO TIF bonds which will be paid off
in 2018(Rec. Center project). This approach is consistent with how debt service payments
have been made in the past for this bond issue. This fund balance amount will be sufficient to
cover debt service obligations for the equivalent of about 3 years. It is recommended that after
these funds are depleted, remaining annual debt service needs be paid from the Development
and/or PIR Fund.
• As noted earlier, it appears the City has the ability to increase its levy by as much as $1.2
million. As also noted earlier, for various reasons which will be discussed at the study session,
assuming the Council is willing to increase the tax levy, staff is recommending that the City
Council only increase the levy for operating purposes by no more than $650,000. If the
Council is willing to increase the levy above that amount, staff would recommend that this
amount be placed in one or more of our capital funds (e.g. Pavement Management Fund and
or Capital Replacement Fund) in order to address projected funding deficiencies.
• Transfer funds from the City’s General Fund balance to one or more of the capital funds only
after taking into consideration funds needed to address tax delinquencies, tax court judgments
and other needs, and to maintain the City Councils minimum 40% fund balance policy for
cash flow purposes.
• Redirect approximately $200,000 +/- of the City’s ongoing levy for the Park Improvement
Fund (currently levy $1million annually) to other capital funds. Given that the Park
Improvement Fund has had a significant influx of cash over the last few years in the form of
park dedication fees (e.g. $900,000 from Duke project alone) this fund is very well positioned
financially and, as such, some of the levy can be directed to other capital needs. As a reminder,
the Park Improvement Funds purpose is to maintain and enhance the park infrastructure we
already have. This fund is not intended to take on funding for significant new capital projects
e.g. new community center.
• Continue annual $415,000 levy for the Pavement Management Program and analyze ability to
increase city’s franchise fee which has been designated for this program.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 16
2011 and Beyond
Given the fact that budget challenges will remain for 2011 and beyond, we need to continue to look for
ways to do our business differently to meet these challenges and at the same time insure our organization
and community remain strong and vital. This may result in new revenues, service changes or reductions,
organizational changes and collaborations and partnerships. Initiatives that are proposed over the next year
include:
• CIP/Capital Replacement (vehicles, equipment, building, technology): Completely reexamine our
CIP/Capital Replacement Plan to insure our process and priorities are appropriate from a need and
resource allocation perspective. Are there items where we can extend/delay/change/eliminate in
regard to expending funds? Are items listed based on critical or essential needs versus wants? How
do these purchases fit in with our delivery of service to the public?
• Asset Management: In alignment with the statement just made, develop a comprehensive asset
management program that incorporates all assets including buildings, park and rec facilities and
public works. The goal would be to undertake and administer this with the staff we have – no
additions. This will require us to adapt, share, etc.
• School District: Continue to work with the School District on matters associated with Volunteer
Coordinator, Cable TV functions and facilities and equipment maintenance.
• City Hall Service Delivery: Analyze complete rearrangement of front counter of City Hall to
improve customer service and off load work demands on departments that are losing administrative
support staff.
• Fire Department Services: Continue to examine viability of Fire Department consolidation.
• Working with Others: Continue to work on partnership with LOGIS and other cities on
consolidated services.
• MSC & Facilities Functions: Study opportunities and organizational framework to continue to be
more efficient in our operations and lower staffing costs.
• Staffing Review: Strategic analysis of positions when they become vacant. Goal is to reduce
staffing costs. This will include staffing analysis and redesign of job levels to entry level, use of
interns or students, use of temporary or seasonal staffing or elimination of positions.
• Budgeting: Implement changes to our budgeting approach related to the following:
- Insure line item dollar amounts are more reflective of historical and actual needs vs. budgeting
for the worst or unforeseen. This will require the creation of some kind of contingency fund or
set aside in the General Fund Reserves to be used when the worst case or unforeseen occurs.
- An approach where we more deliberately and intentionally plan for increases in our General
Fund Reserves in order to maintain our 40% fund balance amount.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 17
Council “Stop Doing” or “Do Differently” Information
May 4, 2009
Results of Staff Analysis
Fire Department
Why do we send large vehicles to Fire/E.M. call? Change to more efficient vehicle?
St. Louis Park Fire Department Vehicle Response Guidelines
First Medical Call Rescue truck dispatched with two fire personnel.
Second Medical Call* Rescue truck from other station dispatched with two fire personnel.
Third Medical Call* Engine dispatched with one or two fire personnel depending on staffing.
Fourth Medical Call* Fire Office dispatched during business hours with fire office personnel.
* For multiple medical calls
Exceptions:
• An Engine or a Ladder may respond if personnel are still in the vehicle and returning from another
call.
• If a Rescue truck is out of service (maintenance), may respond with an Engine or Ladder.
Confirmed Residential or Commercial Fire: Ladder 1 and Engine 2
Car Fire: Engine 1 and Engine 2 or an Engine and Rescue
Truck or Two Rescues, depending on call volume
Fire Alarm: Engine 1 and Engine 2
Personal Injury Accident: Engine 1 and Rescue Engine 4
Due to call volume and the need to be flexible, these guidelines may change.
In the mid-90’s, the St. Louis Park Fire Department began assessing the Fire Department’s equipment and
found we were using full size engines every time we left the station. Maintenance costs were high and the
life expectancy of the vehicles was dropping. The Fire Department looked at how we operated and came
up with the idea of designing a smaller vehicle that is cheaper and has the ability to carry and pump water.
We designed our mini-pumper/rescue trucks and received the first one in 2000 and then ordered another
one in 2001.
With the volume of calls we go on, it was difficult to have both stations out on calls and not have any fire
fighting ability. The mini-pumper/rescue concept allows us to have the following: 200 gallons of water,
500 gallon per minute (GPM) pump, breathing apparatus and most of the tools we would need in the
early stages of a fire. There have been many instances while returning from a medical call we have been
dispatched to a fire call. The mini-pumper/rescue truck eliminates the need to return to the station to
obtain a vehicle that can pump water, which would have created a delay in responding to the fire. We use
the mini-pumper/rescue truck on car fires, dumpster fires, and grass fires and have the ability to do an
initial attack on a structure fire.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 18
- 2 -
Why do we need the full size engines? It is not a safe practice to sustain an interior fire attack, support a
sprinkler system or a fight a high rise fire with a pump capacity of only 500 GPM. Our larger engines have
a pumping capacity of 1250-1500 GPM and carry the additional equipment we need, i.e., electrical power,
rescue tools, additional air bottles, large diameter hose and mostly more people. From fire vehicle cost
chart below, you can see by using the mini-pumper/rescue trucks versus a full size engine, the cost savings
is more than half.
St. Louis Park Fire Department
2009 Vehicle Inventory
Station 1
• 1998 KME Ladder Truck (Ladder 1)
• 2002 KME Mini-Pumper/Rescue Truck (Rescue 1)
• 2001 Freightliner Fire Engine (Engine 1)
• 2000 Ford Utility Truck (Utility 1)
Station 2
• 2003 Freightliner Fire Engine (Engine 2)
• 2000 KME Mini-Pumper/Rescue Truck (Rescue 2)
• 1993 Peterbilt Rescue Engine (Engine 4)
• 2008 Ford Utility Truck (Utility 2)
Fire Office
• 2008 Ford Expedition (Squad 1)
• 2006 Ford Expedition (Qty 2) (Squads 3 and 4)
• 2003 Ford Expedition (Squad 6)
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 19
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St. Louis Park Fire Department Fire Vehicle Cost Per Hour/Mile
Calendar Year 2008
Year
Vehicle Type
Vehicle
Name
2008 Hourly
Operating Cost
Diesel Engines
2008 Cost
Per Mile
Gas Engines
1993 Peterbilt Rescue Engine Engine 4 $56.00/Hr
1998 KME Ladder Truck Ladder 1 $99.00/Hr
2000 Ford Utility Truck F350 Utility 1 $13.00/Hr
2000
Ford Mini-Pumper/Rescue Truck
F550 Rescue 2 $13.00/Hr
2001 Freightliner Fire Engine Engine 1 $39.00/Hr
2002
Ford Mini-Pumper/Rescue Truck
F550 Rescue 1 $20.00/Hr
2003 Freightliner Fire Engine Engine 2 $37.00/Hr
2008 Ford Utility Truck F350 Utility 2 New - N/A
2003 Ford Expedition Squad 6
2006 Ford Expedition Squad 3
2006 Ford Expedition Squad 4
2008 Ford Expedition Squad 1
$.36/mi*
* The approximate cost for Squads is $.36/mi.
Comment: Individual vehicle hour/mileage costs may fluctuate due to maintenance costs
incurred during the calendar year
Diesel engines use "hours" for maintenance purposes, as many times they may idle for
period of time, i.e., pumping at fire scenes. Gasoline engines go by mileage for
maintenance.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 20
- 4 -
St. Louis Park Fire Department Squad Comparison
The Fire Department is in the process of replacing an SUV and have considered the following vehicles
based on past City of St. Louis Park experience and the City’s focus on energy saving and cost
containment:
• Ford Explorer V6 - $26,000*
• Toyota Highlander V6 Hybrid - $34,000*
• Ford Expedition V8 - $35,000*
* Approximate cost
The St. Louis Park Fire Department previously had a Ford Explorer and it was found to be too small and
not heavy enough to carry our equipment. The operating cost per mile for the last Police owned Ford
Explorer was $.75/mi. Since that time, Ford has redesigned the Explorer and they are now larger in size
and have a larger carrying capacity.
There was a concern with the Toyota Highlander Hybrid for its limitations in carrying capacity.
In considering the needs and budget of the Fire Department, it was decided to downsize to a Ford
Explorer, giving us a cost savings of over $9,000. Expected average five year operating cost per mile for the
Ford Explorer is anticipated to be $.71/mile versus a Ford Expedition at $.77/mile (based on
Edmonds.com comparison). Note: Per our current Expedition’s actual cost per mile ($.36), the Fire
Department is doing much better than Edmonds’ comparison of vehicles.
The Fire Department would prefer to drive SUVs with four wheel drive, as at times it is necessary to leave
the pavement, drive along railroad tracks, through parks and also for fire inspections at construction sites.
Another concern is the winter weather and an SUV will allow the department to get around easier and
more safely. On highways, we assist with traffic control during personal injury accidents and the larger
vehicles make it easier to be seen and provides firefighter safety.
The Police Department had a number of back injuries from lifting medical equipment in and out of their
Crown Victoria trunks. The Police Department had to purchase lighter medical equipment to resolve this
issue. The Fire Department’s air pack equipment is heavier than medical equipment and an SUV is at an
ergonomically safer lifting height.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 21
- 5 -
Mini-Pumper/Rescue 2
and Engine 2
Engine 2
Mini-Pumper/
Rescue 2
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 22
- 6 -
Equipment carried on
Mini-Pumper/
Rescue Trucks
Rear Compartment
Equipment carried on
Mini-Pumper/
Rescue Trucks
Passenger Side
Rear Compartment
Equipment carried on
Mini-Pumper/
Rescue Trucks
Driver’s Side Compartment
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 23
- 7 -
Equipment carried on
Mini-Pumper/
Rescue Trucks
Driver’s Side
Rear Compartment
Equipment carried on
Mini-Pumper/
Rescue Trucks
Driver’s Side Front
Compartment
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 24
- 8 -
Rear end line-up of
Mini-Pumper/Rescue 1
Engine 1
Ladder 1
Front end line-up of
Mini-Pumper/Rescue 1
Engine 1
Ladder 1
Mini-Pumper/
Rescue Truck
Pump Panel
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 25
- 9 -
Equipment and gear carried in Chief Squads
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 26
- 10 -
Charge for Medical Calls
• In process of studying the viability of charging for medical calls. This includes review of what
other cities are doing and how this process would work.
• The charging for personal injuries has also been studied as part of the budget analysis and will be in
the 2010 budget discussion as part of fees and revenues.
Explore consolidating Fire Department with surrounding communities (and other services)
The City Manager and Fire Chief are currently in process and discussing this concept and other
opportunities.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 27
- 11 -
Police Department
Modify the way we enforce Snow Emergency - tow immediately
The use of a predatory towing practice would likely result in savings of approximately $1,000 - $1,500 per
snow event because Police overtime would no longer be required, or would be limited to one officer at the
impound lot. In this model, multiple towing contractors would begin towing throughout the City
simultaneously, and tickets would be issued at the storage lot. It is unclear from the Police perspective
whether or not this practice would allow Public Works to plow the streets only once. Even using multiple
contractors, it seems likely it would take at least 6-8 hours to tow City-wide. The plows would either have
to wait until the towing was done, or go back and do clean up similar to what they do now. In addition,
the exempt zones create a one day delay for tagging/towing. Also, the use of permits would be a source of
frustration for these tow contractors, and in my opinion, a high probability for mistakes would exist. In
short, our system of using exempt zones and permits is more complex than the systems typically used for
predatory towing.
In addition, our towing contract would need to be amended or re-negotiated because it awards all
Police/City tows to Bobby and Steve’s. In addition, Bobby and Steve’s would need to agree to accept, take
responsibility for and release vehicles towed in by other contractors during snow events. Payment
schedules and distribution would also need to be resolved. Finally, there may be image and public
relations challenges associated with predatory towing.
Stop idling Police cars
This idea was discussed and thoroughly evaluated last fall. Dennis Millerbernd provided information
regarding the ability of the squad car power supply system to support the equipment in the squads when
the cars are shut off. Work direction given to officers for last winter was to shut off squads unless they
could answer the question, “Why does the squad need to idle?” There may be cases of extreme cold or
during sleet and snow storms where cars must idle so that officers can respond quickly to emergencies
without having to scrape/clear windows.
Dennis has advised us that fuel consumption decreased this past winter, and it is likely that the only
additional savings available in this area would be related to ensuring officers compliance.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 28
- 12 -
Public Works Department
Stop shoveling sidewalks
• Current expenditure: $18,000 a year; about 360 equipment and staff hours annually.
• Estimated savings and staff time: Without staff or equipment reductions, there would be no savings;
the costs would just be realized elsewhere in Public Works.
• Other comments from Mike Rardin, Public Works Director: It is not likely the public would go along
with the elimination of this service as most of these walks are along major streets or right behind curbs
so they get plowed in with a lot of snow, making it very difficult for an owner to clear. Also, many of
these walks are used by commuters so they need to be cleared fairly quickly to be usable. It may be
possible to eliminate this service on a few “residential” type streets. This would not amount to much,
possibly a few thousand dollars a year.
Consider “No Parking” when Street Sweeping
• Current expenditure (2008): $56,102 - personnel cost; $98,480 - equipment cost. Averages about
2,000 hours per year for the two sweeps currently done (mandated).
• Estimated savings and staff time: None, we used to sweep this way and changed to the current method
in 2003. Changing back would increase staff time needed to about 2,700 hours per year, equating to
an approximate cost increase of about $46,000 per year for Public Works.
• Public safety savings and/or comments: I do not visualize any Public Safety savings; rather I expect
there would be added cost for the Police Department to tag and tow offenders. This added cost would
be in addition to the cost increase noted above.
• Other comments: The current method was recommended by Operations staff in an attempt to reduce
costs (proven during the past five years) and minimize resident inconvenience. Accumulated tonnages
have remained the same so sweeping effectiveness is the same, but more cost effective.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 29
- 13 -
Parks and Recreation Department
Stop using herbicides on City Parks and other land
2008 Areas Sprayed and Money Spent*
Public Works Operations
• Sprayed several areas around bridge guard rails, retaining walls, turn lane islands, sidewalks, bridge
abutments and center islands.
• In 2008, Operations spent $12,384 to spray these areas.
• For 2009, Jeff Stevens, Field Supervisor indicated that they may need to spend more money on
fixing retaining walls so they will likely spend much less money on spraying.
Public Works Utilities
• Sprayed 11 sites (water treatment plants and pumping stations).
• In 2008, Utilities spent $600 to spray these areas.
• For 2009, they anticipate doing the same.
Parks and Recreation
• Spray all athletic field areas, entrance monuments, Rec Center grounds, Wolfe Park, two Fire
Station grounds and several neighborhood park areas.
• In 2008, Park maintenance spent $12,000.
• In 2009, we have cut back our budget to include only athletic field areas, Wolfe Park, Rec Center
grounds and entrance monuments (not planning to do neighborhood park areas unless we get
multiple complaints). We anticipate spending $5,000.
Facilities Maintenance
• Spray areas around City Hall and the Police Station.
• In 2008, spent $200.
• In 2009, anticipate spending the same amount.
* All spraying is done by outside contractors.
Less maintenance on Pocket Parks and other City owned property
2008 Areas Mowed and Maintained
Public Works Utilities
• 29 areas mowed weekly by the Sentence to Serve (STS) crew (no direct charge to the City for work
done by STS) and seasonal maintenance workers.
Parks Maintenance
• Mow and maintain 52 park areas (including the Rec Center). The high use areas such as athletic
fields, dog parks, picnic areas and playground areas are mowed weekly, or more often if needed to
facilitate activities.
• 34 other areas are mowed with a 72” grounds master weekly (see attached sheet for list of parks and
other areas). Included in this are two fire stations and the MSC.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 30
- 14 -
• Four entrance monuments are mowed and trimmed weekly by the STS crew.
• 77 other property areas are mowed and trimmed every 2-3 weeks (see attachment for a complete
list). Most of this is hand mowing and trimming.
Facilities Maintenance
• Mow and maintain City Hall/Police campus areas and the Hwy. 25 ROW extending from Hwy.
100 (including portions of Skippy Park) to France Ave. (including entrance monument) with
seasonal employee at a cost of $5,500. Mowing is done on an as needed basis. STS crew is used
during the spring and fall before and after hiring a seasonal employee. The 2009 budget included
funds for two seasonal employees. As a budget reduction for 2009, only one position has been
filled, resulting in a $5,500 savings for this year. Reduced expenditure is also proposed to be
carried forward as a reduction for 2010.
New fees, add fees, review Rec Center fees/charges for programs
All programs generate revenue except our special events. Some of these events break even with fees and
sponsorships and some do not have a revenue source. The special events are as follows:
• 4th of July fireworks and concert
• Earth Day/ Arbor Day
• Ice Cream Social in conjunction with Children First
• Halloween events at Westwood Nature Center and the Rec Center (these break even or make some
money if sponsorships come through as they have in the past)
• New Year’s Eve Party
• Grand Openings for park/trail projects
• Bunny Eggstravaganza (sponsored by the Lion’s Club )
• Community Open House
• Summer Playground Program and Friday events in the summer
• Parktacular
• Winter Rinks
• Concert Series in the amphitheater
• Junior Leader Program for volunteers in our playgrounds and at the Nature Center (we buy them
t-shirts but the rest of the program doesn’t cost money and provides our programs with youth
volunteers)
Special Events (weddings, etc.) - Add this type of revenue generator in Parks
We assume this would be handled by marketing/communications since we offer this service. Jamie
Zwilling, Communications, met with Stacy Voelker, Recreation, and Cindy Walsh, Director of Parks and
Recreation, met last week to jump start the creation of a new marketing guide for our facilities.
Communications staff will be working to create a draft or model to review with Park and Rec staff on
developing a new guide to be available online and in printed materials.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 31
- 15 -
Under Utilized Programs - Consolidate/Collaborate/Cancel
The information for this category is similar to the “new fees information” listed above. We set up our
programs and conduct analysis regularly to ensure we are making money on programs. Programmers
cancel programs that do not meet our minimum attendance standards. Questions about Community Ed
programs would need to be directed to St. Louis Park Schools and Community Ed.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 32
- 16 -
PARKS & RECREATION DEPARTMENT
72” GROUNDSMASTER MOWING LOCATIONS
Revised 05/29/09
LOCATION DESCRIPTION
1. MSC shop 7305 Oxford Street
2. Creekside 7305 Oxford Street
3. Louisiana Blvds Excelsior Blvd to 32nd Street
4. Oak Park Village berm Walker and Louisiana
5. Justad Park 5917 Cambridge Street
6. Vacant Lot 5611 Cambridge Street
7. Jorvig Park 6100 West 37th Street
8. Center Park & Fire Station #1 5857 Oxford Street
9. Alabama Triangle 35th and Alabama
10. Triangle (2) Wooddale and Highway 7
11. Triangles Wooddale and 35th and 36th Street
12. Wolfe Park 5505 West 36th Street
13. Beltline Blvds 36th Street to RR tracks
14. 36th Street Blvds from Park Center Blvd to Hwy 100 and corner areas
of the exit to Highway 100
15. Jackley Park 5942 West 42nd Street
16. Browndale Park 4905 Morningside Rd
17. Minikahda Vista Park 3901 Inglewood Ave S
18. Bass Lake Park France & Excelsior Blvd – behind Al’s
19. Fern Hill Park & Blvd across street 4425 W 28th Street
20. Menzel Park 26th and France
21. Twin Lakes (at Cedarwood) Parklands Rd to west end of lake
22. Twin Lakes Park 26th and Natchez
23. Carpenter Park 3001 Raleigh Ave S
24. Webster Park 3301 Webster Ave S
25. Triangle & Frontage Rd Xenwood and Yosemite
26. Lake Street Park – blvds 6212 West Lake Street
27. Brunswick Blvds East side of Brunswick from RR tracks to 32nd Street
28. Roxbury Park 3110 Brunswick Ave S
29. Paul Frank field (Freedom Park) 2nd Street NW and Gorham Ave
30. Parkview Park 6701 West 33rd Street
31. Keystone Park 3134 Alabama Ave S
32. Sunshine Park 2900 Webster Ave S
33. Birchwood Park 2745 Zarthan Ave S
34. Street right-of-way 2901 Zarthan Ave S
35. Dakota Park 2665 Dakota Ave S
36. Nelson Park 6504 W 26th Street
37. Bronx Park 2900 Idaho Ave S
38. Triangular Area Natchez at Cedar Lake Road
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 33
- 17 -
72” GROUNDSMASTER MOWING LOCATIONS
LOCATION DESCRIPTION
39. State lot, triangular area, Blvds Vacant Lot (state owned) frontage Rd & Blvds at 16th &
Quentin
40. Cedarhust Park 1601 Natchez Ave S
41. Blackstone Park 16th and Blackstone
42. Triangular Area Edgewood and Cedar Lake Road
43. Otten Pond 16th and Dakota
44. Hampshire Park 16th & Georgia
45. Jersey Park 1610 Idaho Ave S
46. Vacant Lot and Trail Louisiana/Franklin to Hampshire
47. SLP sign Louisiana Ave & I-394 south frontage road
48. Carlson Field (Cedar Knoll) 2541 Nevada Ave S
49. Hurd Park Cedar Lake Rd & Pennsylvania (north side)
50. Northside Park 2200 Louisiana (2200 Nevada)
51. Lamplighter Park 1800 Pennsylvania Ave S
52. Pennsylvania Park 1459 Pennsylvania Ave S
53. Westwood Hills Drive Blvd East of Nature Center along Westwood Hills Drive
54. Utah vacant lot Vacant area adjacent to the pond across street from
1617 Utah
55. Nature Center Houses, entrance to Nature Center & Blvds along
Franklin Ave
56. Shelard Park 390 Ford Road
57. Blvds South of Shelard Park Blvds along service Rd, N side of I-394
58. Kilmer Lake 1684 Kilmer Ave S
59. Cedar Manor Park 9400 Cedar Lake Rd
60. Willow Park 2500 Rhode Island Ave S
61. Ainsworth Park 2751 Quebec Ave S
62. Texa Tonka Park 2750 Virginia Ave S
63. 28th & Virginia Park area and Blvds along Virginia/RR overpass
64. Rainbow Park 2908 Sumter Ave S
65. Aquila Park & Field #5 32nd Street and Aquila
66. Triangle and medians 36th Street and Aquila
67. Sunset Park 3328 Xylon Ave S
68. Tower (Elie) Park 3429 Xylon Ave S
69. Knollwood Green Park 36th Street extension and Flag Ave S
70. Oak Hill Park & 32 ½ St. lot & blvds 32 ½ Street and Rhode Island Ave S and the dead end on
Quebec
71. Walker Park 3500 Pennsylvania Ave S
72. Oak Park Village Walker and Louisiana
73. 32nd Street Blvds Louisiana to Oregon
74. Oregon Park 3100 Oregon Ave S
75. Edgebrook Park and lot 3920 Pennsylvania Ave S and lot at 7701 Edgebrook Dr
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 34
- 18 -
72” GROUNDSMASTER MOWING LOCATIONS
LOCATION DESCRIPTION
76. Meadowbrook Blvds Blvds on South side at Brunswick and Alabama
77. NE Corner Lot Intersection of Library Lane and Lake Street
78. Vacant Lot Dead-end of Wood Lane
79. Hutchinson Spur Trail From 36th St extension to Virginia Ave
80. 28th St. Blvds East of Highway 169
81. Blvds on West Side of Aquila La South of 31st Street
82. Vacant Lot Texas/I-394 – SW corner
83. Vacant area North side of 13th La
84. Blvds on side of Powell Rd West of Meadowbrook Rd
85. Hillside East of Aldersgate Methodist Church –
east of Highway 100
86. Trail Both sides from Toledo Ave at Mtka Blvd. to Salem Ave.
WATCH OUT FOR PLANTINGS!!! Empty garbage cans in smaller parks. When weed whipping is
not needed, pick up smaller branches and broken glass if needed. Report any vandalism or broken
playground equipment.
* Weekly mowing
* 52 are Park areas, 34 are other areas
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 35
- 19 -
PARKS & RECREATION DEPARTMENT
HAND MOWER – MOWING LOCATIONS
Updated 5/29/09
LOCATION DESCRIPTION
1. MSC East side of the building & along the parking lot
2. Parking lot Alabama & Excelsior Blvd – NW corner
3. 40 1/2 St. Blvds. Blvds along 40 1/2 St between Xenwood & Webster
4. Toledo cul-de-sac and Blvd Minnetonka Blvd & Toledo Ave – south side of
Mtka
5. Minnetonka Blvd & Hwy 100 NE & SW Corners
6. 26th St & Toledo Ave East end of the Hwy 100 walkover
7. Fleethams’ Island – grass area Wooddale & Hamilton
8. Municipal Parking lot Walker & Lake Street
9. Gorham Parking lot Gorham Ave & 1st St NW
10. Library Lane island Library Ln & 33rd St
11. Library Knobs Library Lane & Louisiana
12. School Board Triangles Library Lane & Walker
13. Parking lot Minnetonka Blvd & Louisiana
14. Oak Hill Blvd 33rd & Rhode Island – Median of Parking Lot &
Road
15. 36th St Blvds Texas to Aquila – north side
16. Hillsboro Island Hillsboro Ave & Mtka Blvd
17. Virginia Circle N Traffic Light Boxes NW area of Texas & Cedar Lake Rd
18. Post Office Lot 27th St. & Louisiana Ave
19. Louisiana Median I-394 & Louisiana Ave
20. Cambridge Triangle Cambridge & Lake St
21. Brookview Drive & Lake Street Blvds
22. Cedar Lake Rd Blvds Cedar Lake Road & Brunswick Ave – S side
23. Batting Cage Northside Park
24. Batting Cage Carpenter Park
25. Batting Cage Carlson Park
26. Batting Cage Dakota Park
27. Blake Rd “SLP” Sign Highway 7 & Blake Rd – SE corner
28. Blvds along Edgebrook Dr At Brookview Dr
29. 41st & Utica Area around Hwy 100 walkover
30. Blvds along Louisiana Ave From 2625 Louisiana to 23rd St
31. City Lot 2916 Maryland Ave S
32. 36th St Blvds Texas to Aquila – north of Knollwood Mall
* Weekly STS and seasonal staff.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 36
- 20 -
PARKS & RECREATION DEPARTMENT
WEED CREW - AEBI
1. Along Louisiana pedestrian bridge
2. Along the lilac bushes, service road to Hwy 7, N side from Webster to Zarthan
3. SW corner of Goodrich and Colorado
4. Blvds along 37th St (by lilac bushes) from Dakota to Colorado
5. Blvds along Zarthan Ave next to the RR fence between 41st and 42nd Streets
6. Across Wooddale Ave from Hoigaards - along fence and E of Hwy 100 side
7. Blvds across the street and area N of 3930 Alabama at RR tracks
8. Dead end adjacent to 4516 W 36th St
9. RR overpass at Colorado & Cambridge St
10. Blvds going into Nature Center & N & S swampy areas along paths in Center
11. Blvds - weeds on E side at Parkwoods Rd and Cedarwood Rd
12. State Highway lot N of Benilde-St. Margaret’s High School
13. Dead end of Nevada – S of entrance to Carlson baseball field
14. All 4 corners of the bridge over the creek at 37th St and Target parking lot
15. W bank at Minikahda Vista Park
16. Turn around at 32nd and Quebec
17. Street right-of-way at 33rd and Aquila
18. 16th and Princeton – S shaped portion before the alley by the wooden fence & along frontage road to
Old Cedar Lake Rd
19. City parking lot at 36th St and Wooddale
20. Blvds over the RR tracks W of 8620 W 34th St
21. Blvds at 28th and Toledo
22. Along the bushes, street right-of-way at 14th & Idaho
23. Bank N of 3145 Brunswick
24. Canoe launch area along Louisiana, just N of Meadowbrook apts.
25. 28th St blvds at Lynn Ave
26. Street right-of-way – Walker, 1st St NW to Republic
27. Cement median along Louisiana Ave at I-394 and also on east side of Louisiana by the sidewalk along
exit ramp to go east of I-394.
28. Blvds along 28th street – N side, from Maryland to Oregon
29. Blvds along Jordan Ave, N of Kilmer pond, up to 1410 Jordan and also the turn around – leave the
vines on the fence wall
30. Service road on N side of I-394 from Shelard Pkwy, E past Ford Rd, past Austin Steak House to Ford
Lane. Also mow the triangular lot in front of Austin Steak House.
31. NE corner of Minnetonka Blvd and Aquila
32. Blvds at 29th and Boone
33. Blvd on both sides of the blacktop path over the RR tracks just N of 3904 Brunswick
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 37
- 21 -
WEED CREW
34. Blvds from 14th St at exit to Independence and I-169 Eastward to the gate to the Nature Center across
from Toyota dealership
35. W bank of Knollwood Green Park – just W of 9109 Minnehaha Ct
36. City lot at Flag Ave and Cedar Lake Rd (S side) and blvds along Cedar Lake Rd Eastward toward the
Lutheran church
37. Turn around next to 4440 W 25th St
38. Blvds along Colorado N of Cedar Lake Rd
39. Blvds at 41st/42nd and Zarthan
40. 16th St at I-169 on both the N & S sides, east side of 169
41. State lot east of 7218 W 14th St.
42. City lot south of 2013 Louisiana Ave S
43. Small RR property west of 6509 Walker ST – up to the RR tracks
44. Berm east of the houses along Texas Ave – north of the Jr. High School
45. City lot behind 9201 Minnetonka Boulevard
* Mow every 2-3 weeks
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 38
- 22 -
Administrative Services Department
Soft Hiring Freeze
We are currently holding the following vacant positions open at the present time:
• 1 Community Development support staff
• 1.5 Police Department support staff
• 1 Police Department Dispatch
• 1 Local 49 Maintenance (Park Maintenance position open. Based on work load and skill sets of
staff, there was a transfer of one staff person from Facility Maintenance to Operations, then one
transfer from Operations to Park Maintenance. The current opening is in Facility Maintenance.)
• 1 Accountant
• 1 IR Support position
• 1 Temporary Inspector in Inspections
• 1 Contract employee in Information Resources
More information on this as it relates to 2009 savings and 2010 budget was used for the budget analysis
and is included in more detail in the Council report. Please see the attachment titled “Overview - 2010
Budget Strategy/Framework” for more detail.
Early Retirement Incentive
In 2003-2004, the City offered this program and a reduction of work hours program. We did find that
employees utilized the Early Retirement Incentive Program. (The reduction of work hours program was
not used by staff). As we know, the goal of this type of program would be to continue to meet business
requirements while also experiencing a reduction in budget costs in the long run. City Manager and
Directors would need to make final determination on which positions would be eligible for the program
and, if others become vacant, how business would run if we did not replace the position or realigned or
reassigned work in order to save staffing costs. Below is the draft of the program that is under review in
our current budget analysis.
Early Retirement Incentive Program
DRAFT - For Discussion
April, 2009
Business needs require us to continually evaluate the effectiveness of our organizational structure. The
City needs to reduce costs and maximize our effectiveness and efficiencies. This Early Retirement
Incentive program is developed as an incentive to assist employees who want to retire and save the City
money by reducing salary costs.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 39
- 23 -
Retirement Incentive
A. If an employee voluntarily elects to participate in this program, and retires on or between
November 1, 2009 and February 28, 2010, they will receive the following:
• The City will contribute up to $750 per month towards the purchase of the employee elected
medical, dental and life insurance through the plans offered by the City from the date of
retirement through December 31, 2010, and
• The City will offer an open enrollment period allowing employees who participate in this
program and retire on or before December 31, 2009 to change their medical and dental benefits
as needed to assist them in this retirement program, and
• 12 weeks (480 hours) of additional pay.
B. If an employee voluntarily elects to participate in this program, and retires on or between
March 1, 2010 and June 30, 2010, they will receive the following:
• The City will contribute up to $750 per month towards the purchase of the employee elected
medical, dental and life insurance through the plans offered by the City from the date of
retirement through December 31, 2010, and
• 8 weeks (320 hours) of additional pay.
There are many details to this voluntary plan, so please read carefully. The first step is to determine
whether you are eligible for the program.
Eligibility Requirements
1. Must be eligible for a full or reduced pension through PERA in 2009 and
2. Are a benefit earning employee as determined by the City Manager, and
3. Are in a position that is eligible for this program.
Program Application
• You will have from Tuesday September 1, 2009 through noon on Friday October 30, 2009 to decide
whether or not to apply for this program. Early retirement incentive application packets are available
in Human Resources.
• Employees eligible for this incentive must retire between November 1, 2009 and June 30, 2010. Once
your application package is approved, the retirement date cannot be extended or withdrawn. It
must be taken on the date you selected or sooner.
• All Early Retirement Incentive Program applications must be submitted in writing to Human
Resources no later than noon on Friday, October 30, 2009. We will, however, appreciate learning of
your decision as soon as it has been reached.
Positions Eligible and Positions Excluded
• This offer is available to City of St. Louis Park benefit earning employees as determined by the City
Manager. Due to staffing restrictions, the following positions are excluded from this program.
- Sworn positions, including but not limited to: Police Chief, Deputy Police Chief, Police
Lieutenant, Sergeant, Support Services Agent, Police Patrol Officer, Fire Chief, Assistant Chief,
Fire Lieutenant, Fire Captain and Firefighter. Please note: other positions may be added to this
listing as determined by the City Manager due to budget restrictions and staffing needs.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 40
- 24 -
Other Considerations
• To accept this offer, you must sign a release agreement acceptable to the City, waiving your right to
pursue any legal claim against the City of St. Louis Park, its employees and officers.
• Consideration of this offer and acceptance is strictly voluntary.
• All payments made are subject to customary payroll deductions.
• This incentive program is offered in addition to the normal benefits granted to a retiring employee.
• Program application forms must be completed and submitted within the timeframe set for the
program.
• The City reserves the right to decline any employee’s request for the Early Retirement Incentive
Program based on the number of requests we receive, an employee’s critical skills, or business need.
• Health Care Savings Plan/VEBA participation rules will remain in effect for employees who submit
their resignation notice as stated in Section 12.6 of the Personnel Manual.
• The 8 or 12 weeks additional pay are not considered severance and will not be deposited into the
employee’s VEBA account, regardless of participation guidelines stated in Section 12.6 of the
Personnel Manual.
• Employees who separate employment under this program cannot be rehired while collecting benefits
under this program and cannot be hired after that period as a benefit-earning employee.
• Contact your union business agent or Human Resources if you have questions.
Cross-Training: Teach people to do other jobs/back up
Staff is looking into a number of areas to determine if there are efficiencies in cross training and back up.
This topic is included in the budget analysis. Those areas are:
• GIS/Asset Management systems and data entry
• MSC support staff (Utilities and Public Works)
• City Hall support staff
• Maintenance staff – Utilities, Operations, Equipment, Traffic, Park Maintenance, Rec Center
Maintenance, Facilities Maintenance and Housing Authority Maintenance
• Police and Fire support staff
Labor Concessions
The City has approximately 260 benefit earning employees. We will be looking at no wage increase for
2010. More information on this is in the budget analysis.
Two contracts will open for negotiations for 2010: Police Officers and Sergeants. For 2010, we have three
contracts settled at 3.25%: Firefighters, Dispatch and Local 49 Maintenance. The benefit contribution
level in all three closed contracts is set at the dollar amount contributed by the employer for other
employees of St. Louis Park. Negotiations on open contracts typically start 90 days prior to the opening.
All conditions in an open contract typically remain in place until a new contract agreement has been
reached through negotiations. Also, on open contracts, the employer continues with programs in place
such as uniform allowance, steps or other terms and conditions until an agreement is reached.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 41
- 25 -
The City Manager has informed union officials who have closed contracts about our interest to have
discussions regarding a wage reopener for 2010. To have discussions, union officials would need to agree
to meet and have a discussion at the bargaining table for 2010 with the possibility to re-open the wage
section of the contract. Once contracts are re-opened, we would negotiate the various contract or
section(s) and bring to Council for approval.
Furloughs
Under current budget analysis. What would the savings be under a forced furlough of one week? Can we
mandate furloughs? The answer is likely yes, although specific contracts may have some language the City
needs to deal with in this area. If we decide to use furloughs, we would have conversations with our
employee groups and union members on this topic. It is recommended that we notify the unions of the
issue and operate under the premise that the decision to furlough is a management right. Consideration
would need to be made on some of the following questions:
- Will furloughs reduce staffing costs?
- Will seniority govern selection of time for a furlough?
- Can vacation/comp time be substituted for a furlough?
- Can/must it be in a one week block?
- Any other items they can think of that would be impacted.
Cost Estimate
• Each eight hour day worked is about approximately $60,000 in salary from all funds.
Voluntary Leave
Comment: When we started budget analysis this year, we looked at what type of leave programs were
offered in the past. In 2003-2004, the City offered a voluntary leave and reduction of work hours
program. Employees did not utilize these types of programs and based on this experience, we were not
planning to recommend voluntary leave or reduction of work hours for 2009 or 2010.
Below is the program offered in 2003-2004:
Voluntary Leave without Pay Program
Purpose: Business needs require us to continually evaluate the effectiveness of our organizational
structure. The City anticipates a cut back in funding and will need to reduce costs and
maximize our effectiveness and efficiencies. This voluntary leave program will help reduce
staffing costs and provide flexibility for our employee’s personal needs.
Who: Open to all regular benefit earning full-time and part-time employees of the City as
determined by the City Manager.
This program cannot be used if worker’s compensation is being utilized. The City Manager reserves the
right to determine staffing needs, work schedules, etc., as stated in Section 1.10 of the Personnel Manual
and labor agreements.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 42
- 26 -
Program Criteria:
• Maximum Leave: 12 forty-hour workweeks or 480 hours per calendar year, based on City
Manager’s approval.
• Minimum Leave: 1 workday (8 hours)
• Advance Notice: Minimum 48 hours notice needed to Supervisor
• Approval: Request must be made on attached form to employee’s Supervisor and
Department Director, who may recommend approval or denial. All requests are
then forwarded to City Manager for final determination. Approvals are not
guaranteed and are subject to review based on City and departmental needs as
deemed necessary by the Department Director and/or the City Manager.
• Employee Benefits: No loss of benefit which includes health, life and/or dental for the first 30
calendar days. No loss of seniority.
• Flex leave will continue to accrue on leave without pay under this program for a maximum of 30
calendar days. After 30 days (30 consecutive calendar days or 30 intermittent days), no flex leave will
accrue on leave without pay.
• If your Leave without Pay also qualifies you for Family and Medical Leave, the City will require that
you use them concurrently. See Human Resources for more details.
• This program expires 12/31/04.
Reduction of Work Hours Request
Employees did not utilize this program in 2003-2004 and based on this experience, we were not planning
to recommend voluntary leave or reduction of work hours for 2009 or 2010.
Below is the program offered in 2003-2004:
Purpose: Business needs require us to continually evaluate the effectiveness of our organizational
structure. The City anticipates a cut back in funding and will need to reduce costs and
maximize our effectiveness and efficiencies. This program would allow employees to
request a change to reduce their regular set scheduled hours.
Who: Open to all regular benefit earning full-time and part-time employees of the City, as
determined by the City Manager.
The City Manager reserves the right to determine staffing needs, work schedules, etc., as stated in Section
1.10 of the Personnel Manual and labor agreements.
Program Criteria:
• Request: Must be submitted at least 40 hours (5 workdays) before requested change
timeframe.
• Approval: Request must be made on attached form to employee’s Supervisor and
Department Director, who may recommend approval or denial. All requests are
then forwarded to the City Manager for final determination. Approvals are not
guaranteed and are subject to review based on City and departmental needs as
deemed necessary by the Department Director and/or the City Manager. The
City Manager is the final authority in approving this request.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 43
- 27 -
• Employee Benefits: The City contribution to benefit and leave accruals may change if your work
schedule is reduced in accordance with policy. Please contact Human Resources
for details.
• The reduction of hours, if approved, must result in an overall reduced staffing and benefit cost to the
City.
Why isn’t the City asking for more volunteers to do work?
In process with budget analysis and discussion with St. Louis Park School District staff since we partially
fund the School District Volunteer Coordinator staff position.
Cut down on use of consultants when possible, or create a policy on consultant use
In addition to expertise, sometimes we just need the “horse-power”. Without outside help, in some cases it
will take longer to get things done.
Cut Arts and Culture Grants (and other agencies?) until better days
Funding for many of these programs is through non-general funds. Cutting back on these types of
programs would have no direct impact on the general fund. However, from a policy and public perception
perspective, these areas could be reviewed by Council.
Combine services (certain ones) with the School District
This area is included in the budget analysis. Meetings have been held with School District staff to discuss
the following areas: maintenance of grounds and facilities, support staff, technology, Community
Ed/Lennox, Cable TV grant and staffing and Volunteer Program/Coordinator.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 44
- 28 -
Finance Department
Spend down some of our financial resources
The City Manager and Finance Director are currently in process and discussing this concept and other
opportunities. We will be bringing a proposal to spend down the remaining increment in the Excelsior
Boulevard and Oak Park Village TIF districts to defease a portion of the 2004A (Rec Center) bonds in
July. This will delay the need to use other cash resources to pay for this debt.
Delay CIP?
The City Manager and Finance Director are currently in process and discussing this concept and other
opportunities.
Sell or trade excess assets, equipment and services and bring in money
We have explored the following options over the past several years:
• We have gone through the excess land process.
• Participation in annual auction of equipment and sale of vehicles.
• Expanded our Organizational Development program to generate revenue.
• Recently added revenue for fleet maintenance by taking care of vehicles for the Housing Authority
and Drug Task Force.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 45
- 29 -
Inspections Department
LED Lighting – Review to determine if it’s more efficient at locations
LED lighting fixtures are in general more energy efficient than current sodium vapor or metal halide
technologies. They also promise significantly longer service life which corresponds to reduced
maintenance. The Improving Energy Efficiencies Work Group is working with our consultant,
McKinstry, to complete the City-wide audit of energy usage and opportunities for efficiencies. LED
lighting alternative for exterior fixtures have been reviewed and discussed through the evaluation. Staff will
present a full report to Council after the audit and review of options is completed.
Briefly, while holding promise as a future standard in lighting technology, the current level of LED
development still has many compromises. Narrow light diffusion, pole spacing for street lights, high initial
cost, and few high quality fixtures available limit the feasibility of wide spread replacement of existing
fixtures at this time. However, the exterior building finish repairs on City Hall will require new light
fixtures to be installed around the building. Staff is currently investigating the use of LED lighting fixtures
for this application.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 46
- 30 -
Information Resources Department
Stop mailing notices, cut down on publications, increase electronic subscriptions. Use auto-
calling similar to SLP Schools, etc.
• Stop Mailing Notices These are done by each department and changes have been made
in mailing or using different methods for notices, i.e., email,
neighborhood newsletters and postcards to help reduce expenses
in this area. We are offering e-newsletters each month now where
notices can be included, however, it will take time to build
subscribership. More work will continue in this area.
• Cut Down on Publications Big strides here by going from six to three times/year for Park
Perspective and combining with Park and Rec brochure.
• Increase Electronic Subscriptions Residential and business added, Twitter and Facebook in place.
Now focused on building subscribership.
• Auto Calling Research in process, including talking about possible joint
purchase with some other cities.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 47
Budget Education & Communication Plan
BACKGROUND:
During previous budget discussions, the City Council indicated an interest in seeing a plan for
discussing, educating and communicating about the budget with the community. An inventory of
other communities and governmental bodies shows that currently, and in the past, the following
methods have been used: print mailings specifically addressing budgets, TV programs,
Council/Board listening sessions, budget open houses, surveys (online and print), regularly
scheduled meetings with public comment, individual meetings with constituents/constituencies,
paid advertisements and more.
The following is staff’s proposed strategy for the remainder of the budget process. Its main goal is to
educate constituents about our budget and our budget process, and allow for public input related to
the budget. It takes into account many of the available avenues of communication as well as the
many different preferred methods by which our community members like to receive
communications. We’d like your feedback on what’s proposed and ideas for additional ways to
communicate.
Electronic Communications: The city’s website and its related technologies are certainly our most
versatile communication tools that we have to reach broad audiences in the timeliest manner. We
propose designating a new webpage at www.stlouispark.org/budget.htm which would really serve as
a portal to all things budget related. The website would include background information on
departments and functions, the challenge we’re facing, links to relevant budget reports and videos, a
timeline and an online application for residents feedback related to the budget. We’d be able to
update the page with relevant stories or developments. We will include relevant links/articles in the
Park Perspective Online and the Business Perspective Online, and we will use our E-Alerts and
Twitter account to send links to updates when appropriate.
Print Communications: The city will have a Park Perspective/Park & Rec Guide delivered to
homes the first week of August. This will allow us to include a budget article that shows the
framework of the budget that Council and staff are utilizing. The November citywide newsletter/rec
guide will be able to be more specific about levy impacts, etc. In addition to these publications, we
will also utilize the Sun-Sailor, both through news coverage and Tom’s monthly column, beginning
with an overview of the budget in the last week of June. We will utilize Tom’s monthly column as
necessary to educate the community on the budget.
Cable TV: In addition to covering the budget as part of our monthly news magazine program,
“Inside the Park!,” we’re also proposing a shorter video with the City Manager discussing the budget
framework and process undertaken by the Council. Regular meetings will also be televised as always,
replayed and made available online.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 48
Neighborhood meetings: We will ask our neighborhood leaders to consider adding City Council
members and/or the City Manager or his designee to meeting agendas to again go over the
framework and council process related to the budget. We’ll basically develop a travelling
presentation that will allow the Council and/or Tom/staff to give a brief overview/education about
the budget, but then also take feedback/questions from the attendees. At the same time, the budget
web page etc. can be promoted for additional feedback. We’ll also utilize neighborhood newsletters
to share our messages.
Constituency meetings: We’ll ask the City Manager to repeat the above mentioned neighborhood
meeting process by making other community connections. This could include meeting with our
strategic partners, service or civic groups or even individual meetings.
Summary: Our main goal is to educate and inform residents about our budget process. Additionally,
we’re providing residents the opportunity to provide feedback through our online communication,
constituency and neighborhood meetings and public meetings.
Implementation: The City Manager and staff really began the communication and education about
the budget late last year. Through our above-mentioned city communications (TV, Web, print)
we’ve consistently been open with the community about our budget challenges, laying the
groundwork for possible changes to services, etc. Based on Council direction, we will now move
forward with the next steps in the implementation process.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 49
Vision
St. Louis Park Strategic Directions
St. Louis Park is committed to being a connected and
engaged community.
St. Louis Park is committed to being a leader in
environmental stewardship. We will increase
environmental consciousness and responsibility in all areas
of city business.
St. Louis Park is committed to providing a well-
maintained and diverse housing stock.
St. Louis Park is committed to promoting and integrating
arts, culture, and community aesthetics in all City
initiatives, including implementation where appropriate.
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 50
Meeting of June 22, 2009 (Item No. 1)
Subject: 2010 and 2011 Budget Discussion Page 51
Guiding Principles For2010/2011 Budget Process and Solutions•Solution is Sustainable.•Solution is Responsible.•We must maintain trust and credibility both internally and externally.•Focus on Mission delivery – Make sure we keep delivering those things that maintain and grow the strength and viability of the community.•We must be innovative and adaptable – we need to look completely different at what we do.•“City First” and then Department.•Understanding and acceptance of the fact that the “Solution”may not appear fair and equitable to all.Meeting of June 22, 2009 (Item No. 1) Subject: 2010 and 2011 Budget DiscussionPage 52
Meeting Date: June 22, 2009
Agenda Item #: 2
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
MSC Renovation Project Update.
BACKGROUND:
The expansion and renovation design for the MSC which went out for bid was intended to provide a
longer term solution with a 20-30 year time horizon for correcting building and site deficiencies,
maximizing space, meeting operating needs, and accommodating reconstruction of the Fire Stations.
This was a valid perspective and appeared to be a reasonable goal based on the construction cost
information provided by Oertel Architects during the design process
When the bids received exceeded the budget, Council directed staff to review the design and evaluate
possible revisions that would lower the cost and address shorter term needs.
DISCUSSION:
The architect and MSC Design Group have been meeting to evaluate cost saving opportunities.
Some building components intended for long-term viability have been identified which could be
removed or modified to meet immediate needs. These components are currently being evaluated to
determine potential cost reductions without triggering a complete redesign of the site and building.
These concepts will be presented and discussed with Council during the meeting.
POLICY CONSIDERATION:
Not applicable
FINANCIAL OR BUDGET CONSIDERATION:
Financial information will be provided at the Study Session.
VISION CONSIDERATION:
Not applicable.
Attachments: None
Prepared by: Brian Hoffman, Director of Inspections
Approved by: Tom Harmening, City Manager
Meeting Date: June 22, 2009
Agenda Item #: 3
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
May, 2009 Monthly Financial Report.
RECOMMENDED ACTION:
No action required at this time. This is a written report for information sharing purposes.
POLICY CONSIDERATION:
None.
BACKGROUND:
This report is designed to provide summary information regarding the overall level of revenues and
expenditures in both the General Fund and the Park and Recreation Fund. These funds should be a
primary concern in analyzing the City’s financial health because they represent the discretionary use
of tax levy dollars.
Through the month of May, actual revenues and expenditures should generally not exceed about
42% of the annual budget. Currently, the General Fund has expenditures totaling 37.4% and the
Park and Recreation Fund expenditures are at 34.9%. Significant variances from the budget are
highlighted below accompanied with a general discussion of reasons for the variance.
General Fund
Revenues:
• We need to carefully monitor building permit revenues. They are at $1,110,821 which is
51% of the annual budget – which is right in line with the trend for the last three years. The
economic slowdown may cause this large revenue source to run below budget this year so we
will watch for any downturn in the coming months.
• Liquor license revenues are coming in slower this year than last. We projected a significant
increase based on West End establishments that are planned, but not yet completed. Our
license revenue will probably be below budget because we have lost Bennigan’s and
Santorini’s. Also, Fuddrucker’s downgraded their license and Al’s Bar will be closing.
• Community Development revenues are slightly below projections at 27%. Staff will
monitor this revenue source both for 2009 budget purposes and as an indicator of 2010
construction activity.
Meeting of June 22, 2009 (Item No. 3) Page 2
Subject: May, 2009 Monthly Financial Report
Parks and Recreation
Revenues:
• The Organized Recreation revenue recognition process has changed from previous years.
We are now using a new Point-of-Sale (POS) system with new cash registers and accounting
processes. The new process doesn’t show program revenues until the month that the
program begins. This tends to reduce the amount of revenue shown on the financial reports
all through the year and may not give exactly comparable numbers until we compare 2010 to
2009. Parks & Recreation staff will closely monitor this important revenue source with
Finance staff to make sure we remain on track and allow time for early course corrections if
an actual drop in program revenues materializes.
Expenditures:
• Organized Recreation has paid the annual contribution to Community Education in the
amount of $187,400 which is why their contractual services expenditures are at 54.2% for
the year.
• Environment typically exceeds budget for contractual services at this point in the year. Much
of the tree work is performed in winter when the trees are dormant.
FINANCIAL OR BUDGET CONSIDERATION:
None at this time.
VISION CONSIDERATION:
Not applicable.
Attachments: Monthly Financial Reports
Prepared by: Bruce DeJong, Finance Director
Approved by: Tom Harmening, City Manager
6/15/2009CITY OF ST LOUIS PARK 10:58:34R5509FIN1 LOGIS001
1Monthly Financial Report Page -By Co (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
01000 GENERAL FUND
4000 REVENUES & EXPENSES
4001 REVENUES
4010 GENERAL PROPERTY TAXES 14,970,275.00-14,970,275.00-|14,107,179.00-
4100 LICENSES & PERMITS 2,515,000.00- 189,332.66- 1,328,126.24- 1,186,873.76- 52.81 |2,712,715.00-1,523,411.84- 56.16
4270 FINES & FORFEITS 312,000.00- 29,312.06- 137,039.78- 174,960.22- 43.92 |311,000.00-115,387.85- 37.10
4300 INTERGOVERNMENTAL 1,647,214.00- 17,478.00 352,483.93- 1,294,730.07- 21.40 |1,709,365.00-486,213.69- 28.44
4600 CHARGES FOR SERVICES 1,201,900.00- 10,077.87- 210,898.73- 991,001.27- 17.55 |1,084,975.00-205,294.69- 18.92
5200 MISCELLANEOUS 100,000.00- 39,534.13- 74,331.87- 25,668.13- 74.33 |100,000.00-57,903.27- 57.90
4001 REVENUES 20,746,389.00-250,778.72-2,102,880.55-18,643,508.45-10.14 |20,025,234.00-2,388,211.34-11.93
6001 EXPENDITURES
6002 PERSONAL SERVICES 18,646,154.00 1,450,130.66 7,395,355.44 11,250,798.56 39.66 |17,638,555.00 7,506,627.35 42.56
6210 SUPPLIES 781,135.00 19,147.21 224,061.48 557,073.52 28.68 |758,098.00 313,699.64 41.38
6300 NON-CAPITAL EQUIPMENT 70,775.00 2,979.51 17,826.34 52,948.66 25.19 |71,350.00 7,770.58 10.89
6350 SERVICES & OTHER CHARGES 4,195,215.00 116,496.91 1,217,161.22 2,978,053.78 29.01 |4,258,872.00 1,445,050.35 33.93
7800 CAPITAL OUTLAY 11.49 11.49 11.49-|
6001 EXPENDITURES 23,693,279.00 1,588,765.78 8,854,415.97 14,838,863.03 37.37 |22,726,875.00 9,273,147.92 40.80
8001 OTHER INCOME
8010 TRANSFERS IN 2,628,910.00- 219,075.82- 1,095,379.10- 1,533,530.90- 41.67 |2,555,694.00-1,064,872.55- 41.67
8070 OTHER RECOVERIES 2,000.00-1,030.19-969.81- 51.51 |2,000.00-163.34- 8.17
8100 INTEREST 350,000.00-76,285.95 426,285.95- 21.80- |325,000.00-86,604.42 26.65-
8130 CONTRIBUTIONS/DONATIONS |100.00-
8170 ADMINISTRATION FEES 125.00-325.00-325.00 |350.00-
8200 MISC RECEIPTS 167.50-167.50 |501.71-
8001 OTHER INCOME 2,980,910.00-219,200.82-1,020,615.84-1,960,294.16-34.24 |2,882,694.00-979,383.18-33.97
8501 OTHER EXPENSE
8550 INTEREST/FINANCE CHARGES .71 .71-|8.25
8580 MISC EXPENSE 181,000.00 61.43 180,938.57 .03 |180,650.00 5.71 0.00
8590 BANK CHARGES/CREDIT CD FEES 19,000.00 9.17 1,066.22 17,933.78 5.61 |400.00 8,131.10 2,032.78
8501 OTHER EXPENSE 200,000.00 9.17 1,128.36 198,871.64 .56 |181,050.00 8,145.06 4.50
4000 REVENUES & EXPENSES 165,980.00 1,118,795.41 5,732,047.94 5,566,067.94-3,453.46 |3.00-5,913,698.46 **********
01000 GENERAL FUND 165,980.00 1,118,795.41 5,732,047.94 5,566,067.94-3,453.46 |3.00-5,913,698.46 **********
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 3
6/15/2009CITY OF ST LOUIS PARK 10:58:34R5509FIN1 LOGIS001
2Monthly Financial Report Page -By Co (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
02000 PARK AND RECREATION
4000 REVENUES & EXPENSES
4001 REVENUES
4010 GENERAL PROPERTY TAXES 4,073,118.00-4,073,118.00-|3,750,197.00-
4100 LICENSES & PERMITS 600.00- 4,635.00-4,635.00 |4,225.00-
4300 INTERGOVERNMENTAL 55,702.00- 25,588.88- 26,588.32- 29,113.68- 47.73 |56,402.00-25,222.56- 44.72
4600 CHARGES FOR SERVICES 1,141,598.00- 101,022.17- 411,160.54- 730,437.46- 36.02 |1,058,170.00-352,395.34- 33.30
5200 MISCELLANEOUS 883,000.00- 35,700.66- 195,374.34- 687,625.66- 22.13 |823,061.00-239,318.94- 29.08
4001 REVENUES 6,153,418.00-162,911.71-637,758.20-5,515,659.80-10.36 |5,687,830.00-621,161.84-10.92
6001 EXPENDITURES
6002 PERSONAL SERVICES 3,520,813.00 240,892.06 1,292,256.70 2,228,556.30 36.70 |3,403,854.00 1,383,827.90 40.65
6210 SUPPLIES 922,131.00 28,385.13 207,346.01 714,784.99 22.49 |795,292.00 347,298.58 43.67
6300 NON-CAPITAL EQUIPMENT 4,120.00 20.97 4,099.03 .51 |4,500.00 508.80 11.31
6350 SERVICES & OTHER CHARGES 1,703,002.00 64,572.71 652,049.16 1,050,952.84 38.29 |1,543,904.00 739,176.88 47.88
7800 CAPITAL OUTLAY 15,352.00 1,602.83 13,749.17 10.44 |19,000.00
6001 EXPENDITURES 6,165,418.00 333,849.90 2,153,275.67 4,012,142.33 34.93 |5,766,550.00 2,470,812.16 42.85
8001 OTHER INCOME
8010 TRANSFERS IN |75,000.00-
8100 INTEREST |1,600.00-
8130 CONTRIBUTIONS/DONATIONS 12,000.00-615.00- 4,015.00-7,985.00- 33.46 |11,100.00-1,803.00- 16.24
8001 OTHER INCOME 12,000.00-615.00-4,015.00-7,985.00-33.46 |87,700.00-1,803.00-2.06
8501 OTHER EXPENSE
8510 TRANSFERS OUT |8,981.00 3,742.10 41.67
8550 INTEREST/FINANCE CHARGES 6.98 6.98-|57.02
8590 BANK CHARGES/CREDIT CD FEES 555.22 555.22-|5,928.23
8501 OTHER EXPENSE 562.20 562.20-|8,981.00 9,727.35 108.31
4000 REVENUES & EXPENSES 170,323.19 1,512,064.67 1,512,064.67-|1.00 1,857,574.67 *********
02000 PARK AND RECREATION 170,323.19 1,512,064.67 1,512,064.67-|1.00 1,857,574.67 *********
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 4
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
2Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
100 GENERAL
4000 REVENUES & EXPENSES
4001 REVENUES
4010 GENERAL PROPERTY TAXES 14,970,275.00-14,970,275.00-|14,107,179.00-
4300 INTERGOVERNMENTAL 45,205.00-45,205.00-|45,205.00-
4600 CHARGES FOR SERVICES 16.00-270.38-270.38 |96.81-
5200 MISCELLANEOUS 85,000.00-7,083.33- 35,535.21- 49,464.79- 41.81 |85,000.00-35,540.85- 41.81
4001 REVENUES 15,100,480.00-7,099.33-35,805.59-15,064,674.41-.24 |14,237,384.00-35,637.66-.25
6001 EXPENDITURES
6350 SERVICES & OTHER CHARGES |52.50
6001 EXPENDITURES |52.50
8001 OTHER INCOME
8010 TRANSFERS IN 2,542,855.00- 219,075.82- 1,095,379.10- 1,447,475.90- 43.08 |2,471,711.00-1,064,872.55- 43.08
8100 INTEREST 350,000.00-76,285.95 426,285.95- 21.80- |325,000.00-86,604.42 26.65-
8001 OTHER INCOME 2,892,855.00-219,075.82-1,019,093.15-1,873,761.85-35.23 |2,796,711.00-978,268.13-34.98
8501 OTHER EXPENSE
8580 MISC EXPENSE 180,000.00 180,000.00 |180,000.00
8501 OTHER EXPENSE 180,000.00 180,000.00 |180,000.00
4000 REVENUES & EXPENSES 17,813,335.00-226,175.15-1,054,898.74-16,758,436.26-5.92 |16,854,095.00-1,013,853.29-6.02
100 GENERAL 17,813,335.00-226,175.15-1,054,898.74-16,758,436.26-5.92 |16,854,095.00-1,013,853.29-6.02
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 5
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
4Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
110 ADMINISTRATION
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 215,500.00-1,000.00- 153,260.00- 62,240.00- 71.12 |178,000.00-173,516.66- 97.48
4270 FINES & FORFEITS 8,000.00-8,000.00-|8,000.00-4,000.00- 50.00
4600 CHARGES FOR SERVICES 97.00-97.00 |
4001 REVENUES 223,500.00-1,000.00-153,357.00-70,143.00-68.62 |186,000.00-177,516.66-95.44
6001 EXPENDITURES
6002 PERSONAL SERVICES 531,500.00 41,394.51 204,318.46 327,181.54 38.44 |511,250.00 247,317.27 48.38
6210 SUPPLIES 3,700.00 66.03 686.58 3,013.42 18.56 |4,350.00 1,348.52 31.00
6350 SERVICES & OTHER CHARGES 455,635.00 2,805.55 133,760.91 321,874.09 29.36 |518,727.00 175,058.85 33.75
6001 EXPENDITURES 990,835.00 44,266.09 338,765.95 652,069.05 34.19 |1,034,327.00 423,724.64 40.97
8001 OTHER INCOME
8200 MISC REVENUE 167.50-167.50 |30.00-
8001 OTHER INCOME 167.50-167.50 |30.00-
8501 OTHER EXPENSE
8550 INTEREST/FINANCE CHARGES .71 .71-|8.25
8501 OTHER EXPENSE .71 .71-|8.25
4000 REVENUES & EXPENSES 767,335.00 43,266.09 185,242.16 582,092.84 24.14 |848,327.00 246,186.23 29.02
110 ADMINISTRATION 767,335.00 43,266.09 185,242.16 582,092.84 24.14 |848,327.00 246,186.23 29.02
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 6
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
6Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
120 FINANCE
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 50,000.00-11,727.75- 38,272.25- 23.46 |50,000.00-11,727.75- 23.46
4001 REVENUES 50,000.00-11,727.75-38,272.25-23.46 |50,000.00-11,727.75-23.46
6001 EXPENDITURES
6002 PERSONAL SERVICES 999,200.00 78,922.72 398,828.27 600,371.73 39.91 |951,407.00 458,146.83 48.15
6210 SUPPLIES 4,225.00 103.92 902.29 3,322.71 21.36 |4,000.00 1,876.46 46.91
6350 SERVICES & OTHER CHARGES 162,555.00 12,689.23 40,129.88 122,425.12 24.69 |167,356.00 75,863.94 45.33
6001 EXPENDITURES 1,165,980.00 91,715.87 439,860.44 726,119.56 37.72 |1,122,763.00 535,887.23 47.73
8001 OTHER INCOME
8170 ADMINISTRATION FEES 125.00-325.00-325.00 |350.00-
8200 MISC REVENUE |281.71-
8001 OTHER INCOME 125.00-325.00-325.00 |631.71-
8501 OTHER EXPENSE
8580 MISC EXPENSE 500.00 24.41 475.59 4.88 |150.00 5.71 3.81
8590 BANK CHARGES/CREDIT CD FEES 500.00 9.17 9.17 490.83 1.83 |300.00 2.96 .99
8501 OTHER EXPENSE 1,000.00 9.17 33.58 966.42 3.36 |450.00 8.67 1.93
4000 REVENUES & EXPENSES 1,116,980.00 91,600.04 427,841.27 689,138.73 38.30 |1,073,213.00 523,536.44 48.78
120 FINANCE 1,116,980.00 91,600.04 427,841.27 689,138.73 38.30 |1,073,213.00 523,536.44 48.78
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 7
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
8Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
130 HUMAN RESOURCES
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 9,000.00-5,461.00-3,539.00- 60.68 |9,000.00-3,142.00- 34.91
4001 REVENUES 9,000.00-5,461.00-3,539.00-60.68 |9,000.00-3,142.00-34.91
6001 EXPENDITURES
6002 PERSONAL SERVICES 481,000.00 38,857.33 196,247.03 284,752.97 40.80 |459,624.00 192,880.77 41.96
6210 SUPPLIES 2,000.00 166.91 796.47 1,203.53 39.82 |2,000.00 554.04 27.70
6350 SERVICES & OTHER CHARGES 160,550.00 4,547.05 63,537.58 97,012.42 39.57 |168,050.00 75,476.02 44.91
6001 EXPENDITURES 643,550.00 43,571.29 260,581.08 382,968.92 40.49 |629,674.00 268,910.83 42.71
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 634,550.00 43,571.29 255,120.08 379,429.92 40.20 |620,674.00 265,768.83 42.82
130 HUMAN RESOURCES 634,550.00 43,571.29 255,120.08 379,429.92 40.20 |620,674.00 265,768.83 42.82
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 8
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
9Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
135 COMMUNITY DEVELOPMENT
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 12,000.00-1,570.00- 4,335.00-7,665.00- 36.13 |12,000.00-5,330.00- 44.42
4600 CHARGES FOR SERVICES 585,000.00-2,621.37- 157,725.85- 427,274.15- 26.96 |572,675.00-161,724.38- 28.24
5200 MISCELLANEOUS |14,862.42-
4001 REVENUES 597,000.00-4,191.37-162,060.85-434,939.15-27.15 |584,675.00-181,916.80-31.11
6001 EXPENDITURES
6002 PERSONAL SERVICES 1,047,000.00 80,327.99 405,350.18 641,649.82 38.72 |1,019,147.00 574,880.95 56.41
6210 SUPPLIES 3,000.00 100.01 282.54 2,717.46 9.42 |3,000.00 310.69 10.36
6300 NON-CAPITAL EQUIPMENT 1,000.00 1,000.00 |1,000.00
6350 SERVICES & OTHER CHARGES 56,750.00 79.12 8,086.65 48,663.35 14.25 |57,750.00 5,403.78 9.36
6001 EXPENDITURES 1,107,750.00 80,507.12 413,719.37 694,030.63 37.35 |1,080,897.00 580,595.42 53.71
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 510,750.00 76,315.75 251,658.52 259,091.48 49.27 |496,222.00 398,678.62 80.34
135 COMMUNITY DEVELOPMENT 510,750.00 76,315.75 251,658.52 259,091.48 49.27 |496,222.00 398,678.62 80.34
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 9
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
10Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
140 FACILITIES MAINTENANCE
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 8,200.00-8,200.00-|8,200.00-
5200 MISCELLANEOUS 15,000.00-1,250.00- 7,500.00-7,500.00- 50.00 |15,000.00-7,500.00- 50.00
4001 REVENUES 23,200.00-1,250.00-7,500.00-15,700.00-32.33 |23,200.00-7,500.00-32.33
6001 EXPENDITURES
6002 PERSONAL SERVICES 534,000.00 41,676.02 205,012.31 328,987.69 38.39 |510,784.00 205,986.60 40.33
6210 SUPPLIES 105,500.00 3,309.27 10,977.41 94,522.59 10.41 |109,500.00 28,250.22 25.80
6300 NON-CAPITAL EQUIPMENT 26,000.00 3,599.81 22,400.19 13.85 |31,000.00 1,092.11 3.52
6350 SERVICES & OTHER CHARGES 537,942.00 10,827.20 157,622.20 380,319.80 29.30 |536,642.00 203,255.34 37.88
6001 EXPENDITURES 1,203,442.00 55,812.49 377,211.73 826,230.27 31.34 |1,187,926.00 438,584.27 36.92
8001 OTHER INCOME
8501 OTHER EXPENSE
8580 MISC EXPENSE 37.02 37.02-|
8590 BANK CHARGES/CREDIT CD FEES 3.07 3.07-|
8501 OTHER EXPENSE 40.09 40.09-|
4000 REVENUES & EXPENSES 1,180,242.00 54,562.49 369,751.82 810,490.18 31.33 |1,164,726.00 431,084.27 37.01
140 FACILITIES MAINTENANCE 1,180,242.00 54,562.49 369,751.82 810,490.18 31.33 |1,164,726.00 431,084.27 37.01
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 10
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
11Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
145 INFORMATION RESOURCES
4000 REVENUES & EXPENSES
4001 REVENUES
6001 EXPENDITURES
6002 PERSONAL SERVICES 575,000.00 22,646.51 239,615.85 335,384.15 41.67 |566,679.00 286,192.68 50.50
6210 SUPPLIES 30,800.00 1,468.74 5,047.75 25,752.25 16.39 |31,200.00 8,338.24 26.73
6300 NON-CAPITAL EQUIPMENT 2,931.46 2,931.46-|2,300.00 1,089.16 47.35
6350 SERVICES & OTHER CHARGES 877,970.00 5,036.92 251,631.75 626,338.25 28.66 |860,660.00 301,110.94 34.99
6001 EXPENDITURES 1,483,770.00 29,152.17 499,226.81 984,543.19 33.65 |1,460,839.00 596,731.02 40.85
8001 OTHER INCOME
8501 OTHER EXPENSE
8590 BANK CHARGES/CREDIT CD FEES 25.85 25.85-|34.04
8501 OTHER EXPENSE 25.85 25.85-|34.04
4000 REVENUES & EXPENSES 1,483,770.00 29,152.17 499,252.66 984,517.34 33.65 |1,460,839.00 596,765.06 40.85
145 INFORMATION RESOURCES 1,483,770.00 29,152.17 499,252.66 984,517.34 33.65 |1,460,839.00 596,765.06 40.85
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 11
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
12Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
150 COMMUNICATIONS & MARKETING
4000 REVENUES & EXPENSES
4001 REVENUES
4300 INTERGOVERNMENTAL 3,000.00-3,000.00-|
4001 REVENUES 3,000.00-3,000.00-|
6001 EXPENDITURES
6002 PERSONAL SERVICES 184,980.00 37,693.92 71,038.23 113,941.77 38.40 |173,932.00 35,175.63 20.22
6350 SERVICES & OTHER CHARGES 104,245.00 4,620.00 39,601.83 64,643.17 37.99 |113,850.00 60,427.04 53.08
6001 EXPENDITURES 289,225.00 42,313.92 110,640.06 178,584.94 38.25 |287,782.00 95,602.67 33.22
8001 OTHER INCOME
8501 OTHER EXPENSE
8590 BANK CHARGES/CREDIT CD FEES |15.03
8501 OTHER EXPENSE |15.03
4000 REVENUES & EXPENSES 286,225.00 42,313.92 110,640.06 175,584.94 38.65 |287,782.00 95,617.70 33.23
150 COMMUNICATIONS & MARKETING 286,225.00 42,313.92 110,640.06 175,584.94 38.65 |287,782.00 95,617.70 33.23
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 12
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
14Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
160 POLICE
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS |20.00-
4270 FINES & FORFEITS 303,500.00- 29,312.06- 137,039.78- 166,460.22- 45.15 |302,600.00-110,704.85- 36.58
4300 INTERGOVERNMENTAL 809,009.00- 17,478.00 124,150.93- 684,858.07- 15.35 |882,160.00-231,992.54- 26.30
4600 CHARGES FOR SERVICES 109,700.00-6,852.50- 34,052.25- 75,647.75- 31.04 |110,300.00-27,008.75- 24.49
5200 MISCELLANEOUS 31,200.80- 31,200.80- 31,200.80 |
4001 REVENUES 1,222,209.00-49,887.36-326,443.76-895,765.24-26.71 |1,295,060.00-369,726.14-28.55
6001 EXPENDITURES
6002 PERSONAL SERVICES 6,572,294.00 514,908.38 2,638,318.41 3,933,975.59 40.14 |6,185,321.00 2,568,156.75 41.52
6210 SUPPLIES 150,900.00 4,437.96 32,109.55 118,790.45 21.28 |155,300.00 39,683.34 25.55
6300 NON-CAPITAL EQUIPMENT 35,775.00 2,284.51 8,809.14 26,965.86 24.62 |33,550.00 5,589.31 16.66
6350 SERVICES & OTHER CHARGES 547,053.00 33,100.45 176,067.20 370,985.80 32.18 |552,343.00 161,220.83 29.19
6001 EXPENDITURES 7,306,022.00 554,731.30 2,855,304.30 4,450,717.70 39.08 |6,926,514.00 2,774,650.23 40.06
8001 OTHER INCOME
8070 OTHER RECOVERIES 2,000.00-1,030.19-969.81- 51.51 |2,000.00-163.34- 8.17
8001 OTHER INCOME 2,000.00-1,030.19-969.81-51.51 |2,000.00-163.34-8.17
8501 OTHER EXPENSE
8580 MISC EXPENSE 500.00 500.00 |500.00
8590 BANK CHARGES/CREDIT CD FEES 500.00 20.33 479.67 4.07 |100.00 84.13 84.13
8501 OTHER EXPENSE 1,000.00 20.33 979.67 2.03 |600.00 84.13 14.02
4000 REVENUES & EXPENSES 6,082,813.00 504,843.94 2,527,850.68 3,554,962.32 41.56 |5,630,054.00 2,404,844.88 42.71
160 POLICE 6,082,813.00 504,843.94 2,527,850.68 3,554,962.32 41.56 |5,630,054.00 2,404,844.88 42.71
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 13
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
15Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
161 COMMUNITY OUTREACH - POLICE
4000 REVENUES & EXPENSES
4001 REVENUES
6001 EXPENDITURES
6002 PERSONAL SERVICES 76,500.00 6,186.73 31,136.88 45,363.12 40.70 |73,127.00 30,779.93 42.09
6210 SUPPLIES 850.00 850.00 |1,100.00 21.38 1.94
6350 SERVICES & OTHER CHARGES 8,705.00 368.96 8,336.04 4.24 |9,756.00 4,925.41 50.49
6001 EXPENDITURES 86,055.00 6,186.73 31,505.84 54,549.16 36.61 |83,983.00 35,726.72 42.54
8001 OTHER INCOME
8010 TRANSFERS IN 86,055.00-86,055.00-|83,983.00-
8001 OTHER INCOME 86,055.00-86,055.00-|83,983.00-
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 6,186.73 31,505.84 31,505.84-|35,726.72
161 COMMUNITY OUTREACH - POLICE 6,186.73 31,505.84 31,505.84-|35,726.72
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 14
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
16Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
165 FIRE PROTECTION
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 50,000.00-8,763.47- 19,060.17- 30,939.83- 38.12 |55,000.00-16,777.21- 30.50
4300 INTERGOVERNMENTAL 300,000.00-300,000.00-|332,000.00-33,660.00- 10.14
4600 CHARGES FOR SERVICES 4,000.00-310.00- 1,102.50-2,897.50- 27.56 |4,000.00-930.00- 23.25
4001 REVENUES 354,000.00-9,073.47-20,162.67-333,837.33-5.70 |391,000.00-51,367.21-13.14
6001 EXPENDITURES
6002 PERSONAL SERVICES 2,815,680.00 214,155.66 1,101,618.54 1,714,061.46 39.12 |2,712,378.00 1,080,525.97 39.84
6210 SUPPLIES 71,810.00 760.85 22,637.48 49,172.52 31.52 |93,648.00 47,719.97 50.96
6300 NON-CAPITAL EQUIPMENT 5,000.00 1,790.93 3,209.07 35.82 |
6350 SERVICES & OTHER CHARGES 224,183.00 11,129.70 64,094.43 160,088.57 28.59 |223,092.00 66,685.91 29.89
6001 EXPENDITURES 3,116,673.00 226,046.21 1,190,141.38 1,926,531.62 38.19 |3,029,118.00 1,194,931.85 39.45
8001 OTHER INCOME
8130 CONTRIBUTIONS/DONATIONS |100.00-
8001 OTHER INCOME |100.00-
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 2,762,673.00 216,972.74 1,169,978.71 1,592,694.29 42.35 |2,638,118.00 1,143,464.64 43.34
165 FIRE PROTECTION 2,762,673.00 216,972.74 1,169,978.71 1,592,694.29 42.35 |2,638,118.00 1,143,464.64 43.34
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 15
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
17Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
170 INSPECTIONAL SERVICES
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 2,162,500.00- 172,799.19- 1,110,821.07- 1,051,678.93- 51.37 |2,392,615.00-1,278,437.97- 53.43
4300 INTERGOVERNMENTAL |445.65-
4600 CHARGES FOR SERVICES 28.00-212.00-212.00 |800.00-665.00- 83.13
5200 MISCELLANEOUS 95.86-95.86 |
4001 REVENUES 2,162,500.00-172,827.19-1,111,128.93-1,051,371.07-51.38 |2,393,415.00-1,279,548.62-53.46
6001 EXPENDITURES
6002 PERSONAL SERVICES 1,941,500.00 148,504.13 750,491.43 1,191,008.57 38.66 |1,771,747.00 726,460.35 41.00
6210 SUPPLIES 22,300.00 697.80 5,282.75 17,017.25 23.69 |11,500.00 2,436.87 21.19
6350 SERVICES & OTHER CHARGES 71,627.00 2,575.30 16,536.86 55,090.14 23.09 |69,627.00 28,029.52 40.26
6001 EXPENDITURES 2,035,427.00 151,777.23 772,311.04 1,263,115.96 37.94 |1,852,874.00 756,926.74 40.85
8001 OTHER INCOME
8200 MISC RECEIPTS |190.00-
8001 OTHER INCOME |190.00-
8501 OTHER EXPENSE
8590 BANK CHARGES/CREDIT CD FEES 18,000.00 1,007.80 16,992.20 5.60 |7,994.94
8501 OTHER EXPENSE 18,000.00 1,007.80 16,992.20 5.60 |7,994.94
4000 REVENUES & EXPENSES 109,073.00-21,049.96-337,810.09-228,737.09 309.71 |540,541.00-514,816.94-95.24
170 INSPECTIONAL SERVICES 109,073.00-21,049.96-337,810.09-228,737.09 309.71 |540,541.00-514,816.94-95.24
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 16
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
18Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
175 PUBLIC WORKS - ADMINISTRATION
4000 REVENUES & EXPENSES
4001 REVENUES
6001 EXPENDITURES
6002 PERSONAL SERVICES 826,500.00 73,047.69 357,765.25 468,734.75 43.29 |793,133.00 310,907.58 39.20
6210 SUPPLIES 4,500.00 901.38 3,598.62 20.03 |4,500.00 1,055.61 23.46
6300 NON-CAPITAL EQUIPMENT 1,000.00 1,000.00 |1,500.00
6350 SERVICES & OTHER CHARGES 22,950.00 1,110.11 3,943.32 19,006.68 17.18 |33,450.00 4,680.38 13.99
7800 CAPITAL OUTLAY 11.49 11.49 11.49-|
6001 EXPENDITURES 854,950.00 74,169.29 362,621.44 492,328.56 42.41 |832,583.00 316,643.57 38.03
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 854,950.00 74,169.29 362,621.44 492,328.56 42.41 |832,583.00 316,643.57 38.03
175 PUBLIC WORKS - ADMINISTRATION 854,950.00 74,169.29 362,621.44 492,328.56 42.41 |832,583.00 316,643.57 38.03
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 17
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
19Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
176 PUBLIC WORKS - ENGINEERING
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 75,000.00-5,170.00- 40,350.00- 34,650.00- 53.80 |75,000.00-49,300.00- 65.73
4600 CHARGES FOR SERVICES 436,000.00-250.00-250.00- 435,750.00-.06 |330,000.00-
4001 REVENUES 511,000.00-5,420.00-40,600.00-470,400.00-7.95 |405,000.00-49,300.00-12.17
6001 EXPENDITURES
6002 PERSONAL SERVICES 844,000.00 57,044.64 286,028.41 557,971.59 33.89 |690,511.00 284,584.54 41.21
6210 SUPPLIES 7,050.00 433.44 521.98 6,528.02 7.40 |7,000.00 2,925.91 41.80
6300 NON-CAPITAL EQUIPMENT 2,000.00 695.00 695.00 1,305.00 34.75 |2,000.00
6350 SERVICES & OTHER CHARGES 70,750.00 8,237.23 18,147.97 52,602.03 25.65 |85,671.00 18,439.93 21.52
6001 EXPENDITURES 923,800.00 66,410.31 305,393.36 618,406.64 33.06 |785,182.00 305,950.38 38.97
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 412,800.00 60,990.31 264,793.36 148,006.64 64.15 |380,182.00 256,650.38 67.51
176 PUBLIC WORKS - ENGINEERING 412,800.00 60,990.31 264,793.36 148,006.64 64.15 |380,182.00 256,650.38 67.51
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 18
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
20Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
177 PUBLIC WORKS - OPERATIONS
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 30.00-300.00-300.00 |100.00-30.00- 30.00
4270 FINES & FORFEITS 500.00-500.00-|400.00-683.00- 170.75
4300 INTERGOVERNMENTAL 490,000.00-228,333.00- 261,667.00- 46.60 |450,000.00-220,115.50- 48.91
4001 REVENUES 490,500.00-30.00-228,633.00-261,867.00-46.61 |450,500.00-220,828.50-49.02
6001 EXPENDITURES
6002 PERSONAL SERVICES 1,217,000.00 94,764.43 509,586.19 707,413.81 41.87 |1,219,515.00 504,631.50 41.38
6210 SUPPLIES 374,500.00 7,602.28 143,915.30 230,584.70 38.43 |331,000.00 179,178.39 54.13
6350 SERVICES & OTHER CHARGES 894,300.00 19,739.05 243,631.68 650,668.32 27.24 |861,898.00 264,419.96 30.68
6001 EXPENDITURES 2,485,800.00 122,105.76 897,133.17 1,588,666.83 36.09 |2,412,413.00 948,229.85 39.31
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 1,995,300.00 122,075.76 668,500.17 1,326,799.83 33.50 |1,961,913.00 727,401.35 37.08
177 PUBLIC WORKS - OPERATIONS 1,995,300.00 122,075.76 668,500.17 1,326,799.83 33.50 |1,961,913.00 727,401.35 37.08
01000 GENERAL FUND 165,980.00 1,118,795.41 5,732,047.94 5,566,067.94-3,453.46 |3.00-5,913,698.46 **********
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 19
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
21Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
02000 PARK AND RECREATION
200 ORGANIZED RECREATION
4000 REVENUES & EXPENSES
4001 REVENUES
4010 GENERAL PROPERTY TAXES 4,073,118.00-4,073,118.00-|3,750,197.00-
4300 INTERGOVERNMENTAL 44,702.00- 22,351.00- 22,351.00- 22,351.00- 50.00 |44,702.00-22,351.00- 50.00
4600 CHARGES FOR SERVICES 259,298.00- 18,548.90- 166,232.22- 93,065.78- 64.11 |242,070.00-139,117.95- 57.47
5200 MISCELLANEOUS 34,000.00-2,347.00- 5,022.00- 28,978.00- 14.77 |19,600.00-2,810.00- 14.34
4001 REVENUES 4,411,118.00-43,246.90-193,605.22-4,217,512.78-4.39 |4,056,569.00-164,278.95-4.05
6001 EXPENDITURES
6002 PERSONAL SERVICES 729,162.00 52,608.20 281,181.05 447,980.95 38.56 |711,222.00 300,959.54 42.32
6210 SUPPLIES 59,451.00 2,064.28 15,465.41 43,985.59 26.01 |66,892.00 12,185.07 18.22
6350 SERVICES & OTHER CHARGES 502,597.00 19,115.95 272,700.94 229,896.06 54.26 |472,585.00 285,782.70 60.47
6001 EXPENDITURES 1,291,210.00 73,788.43 569,347.40 721,862.60 44.09 |1,250,699.00 598,927.31 47.89
8001 OTHER INCOME
8100 INTEREST |1,600.00-
8130 CONTRIBUTIONS/DONATIONS 14,000.00-1,500.00- 12,500.00- 10.71 |13,100.00-
8001 OTHER INCOME 14,000.00-1,500.00-12,500.00-10.71 |14,700.00-
8501 OTHER EXPENSE
8550 INTEREST/FINANCE CHARGES 3.79 3.79-|
8590 BANK CHARGES/CREDIT CD FEES 481.38 481.38-|5,615.38
8501 OTHER EXPENSE 485.17 485.17-|5,615.38
4000 REVENUES & EXPENSES 3,133,908.00-30,541.53 374,727.35 3,508,635.35-11.96-|2,820,570.00-440,263.74 15.61-
200 ORGANIZED RECREATION 3,133,908.00-30,541.53 374,727.35 3,508,635.35-11.96-|2,820,570.00-440,263.74 15.61-
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 20
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
22Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
201 RECREATION CENTER
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 679,000.00- 57,573.57- 177,319.45- 501,680.55- 26.11 |645,500.00-160,698.09- 24.90
5200 MISCELLANEOUS 722,000.00- 30,931.16- 171,891.36- 550,108.64- 23.81 |691,200.00-188,396.85- 27.26
4001 REVENUES 1,401,000.00-88,504.73-349,210.81-1,051,789.19-24.93 |1,336,700.00-349,094.94-26.12
6001 EXPENDITURES
6002 PERSONAL SERVICES 792,467.00 42,124.96 239,938.64 552,528.36 30.28 |765,999.00 260,249.73 33.98
6210 SUPPLIES 170,350.00 12,405.45 48,216.96 122,133.04 28.30 |167,100.00 52,787.98 31.59
6350 SERVICES & OTHER CHARGES 491,950.00 20,738.82 132,193.60 359,756.40 26.87 |413,284.00 151,087.00 36.56
7800 CAPITAL OUTLAY |12,000.00
6001 EXPENDITURES 1,454,767.00 75,269.23 420,349.20 1,034,417.80 28.89 |1,358,383.00 464,124.71 34.17
8001 OTHER INCOME
8501 OTHER EXPENSE
8550 INTEREST/FINANCE CHARGES 3.19 3.19-|2.28
8501 OTHER EXPENSE 3.19 3.19-|2.28
4000 REVENUES & EXPENSES 53,767.00 13,235.50-71,141.58 17,374.58-132.31 |21,683.00 115,032.05 530.52
201 RECREATION CENTER 53,767.00 13,235.50-71,141.58 17,374.58-132.31 |21,683.00 115,032.05 530.52
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 21
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
23Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
202 PARK MAINTENANCE
4000 REVENUES & EXPENSES
4001 REVENUES
4100 LICENSES & PERMITS 600.00- 4,635.00-4,635.00 |4,225.00-
4600 CHARGES FOR SERVICES 10,700.00-10,700.00-|8,700.00-
5200 MISCELLANEOUS 26,000.00-2,422.50- 13,288.48- 12,711.52- 51.11 |11,600.00-6,169.99- 53.19
4001 REVENUES 36,700.00-3,022.50-17,923.48-18,776.52-48.84 |20,300.00-10,394.99-51.21
6001 EXPENDITURES
6002 PERSONAL SERVICES 986,400.00 72,260.68 370,320.47 616,079.53 37.54 |961,356.00 405,619.51 42.19
6210 SUPPLIES 93,555.00 6,818.19 33,686.40 59,868.60 36.01 |88,700.00 33,564.57 37.84
6300 NON-CAPITAL EQUIPMENT 4,120.00 4,120.00 |4,000.00 508.80 12.72
6350 SERVICES & OTHER CHARGES 369,510.00 15,754.46 113,736.22 255,773.78 30.78 |316,462.00 143,601.52 45.38
7800 CAPITAL OUTLAY 7,000.00 7,000.00 |7,000.00
6001 EXPENDITURES 1,460,585.00 94,833.33 517,743.09 942,841.91 35.45 |1,377,518.00 583,294.40 42.34
8001 OTHER INCOME
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 1,423,885.00 91,810.83 499,819.61 924,065.39 35.10 |1,357,218.00 572,899.41 42.21
202 PARK MAINTENANCE 1,423,885.00 91,810.83 499,819.61 924,065.39 35.10 |1,357,218.00 572,899.41 42.21
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 22
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
24Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
203 WESTWOOD HILLS
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 82,600.00- 10,902.90- 53,060.99- 29,539.01- 64.24 |80,150.00-47,641.15- 59.44
5200 MISCELLANEOUS 82.00-82.00 |
4001 REVENUES 82,600.00-10,902.90-53,142.99-29,457.01-64.34 |80,150.00-47,641.15-59.44
6001 EXPENDITURES
6002 PERSONAL SERVICES 420,586.00 29,253.27 166,255.19 254,330.81 39.53 |404,679.00 164,384.10 40.62
6210 SUPPLIES 26,700.00 1,347.18 3,812.03 22,887.97 14.28 |22,650.00 7,126.22 31.46
6350 SERVICES & OTHER CHARGES 44,500.00 1,111.35 10,095.68 34,404.32 22.69 |39,349.00 11,598.03 29.47
6001 EXPENDITURES 491,786.00 31,711.80 180,162.90 311,623.10 36.63 |466,678.00 183,108.35 39.24
8001 OTHER INCOME
8130 CONTRIBUTIONS/DONATIONS 615.00-715.00-715.00 |1,803.00-
8001 OTHER INCOME 615.00-715.00-715.00 |1,803.00-
8501 OTHER EXPENSE
8590 BANK CHARGES/CREDIT CD FEES 73.84 73.84-|281.03
8501 OTHER EXPENSE 73.84 73.84-|281.03
4000 REVENUES & EXPENSES 409,186.00 20,193.90 126,378.75 282,807.25 30.89 |386,528.00 133,945.23 34.65
203 WESTWOOD HILLS 409,186.00 20,193.90 126,378.75 282,807.25 30.89 |386,528.00 133,945.23 34.65
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 23
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
25Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
204 ENVIRONMENT
4000 REVENUES & EXPENSES
4001 REVENUES
4600 CHARGES FOR SERVICES 110,000.00- 13,996.80- 14,547.88- 95,452.12- 13.23 |81,750.00-4,938.15- 6.04
5200 MISCELLANEOUS 1,318.00-1,318.00 |
4001 REVENUES 110,000.00-13,996.80-15,865.88-94,134.12-14.42 |81,750.00-4,938.15-6.04
6001 EXPENDITURES
6002 PERSONAL SERVICES 108,898.00 6,453.20 33,477.57 75,420.43 30.74 |99,297.00 53,787.85 54.17
6210 SUPPLIES 19,425.00 4,001.11 9,854.29 9,570.71 50.73 |17,900.00 6,797.70 37.98
6300 NON-CAPITAL EQUIPMENT |500.00
6350 SERVICES & OTHER CHARGES 158,470.00 2,877.91 81,169.57 77,300.43 51.22 |171,285.00 71,134.38 41.53
6001 EXPENDITURES 286,793.00 13,332.22 124,501.43 162,291.57 43.41 |288,982.00 131,719.93 45.58
8001 OTHER INCOME
8130 CONTRIBUTIONS/DONATIONS 2,000.00 1,800.00-3,800.00 90.00- |2,000.00
8001 OTHER INCOME 2,000.00 1,800.00-3,800.00 90.00-|2,000.00
8501 OTHER EXPENSE
4000 REVENUES & EXPENSES 178,793.00 664.58-106,835.55 71,957.45 59.75 |209,232.00 126,781.78 60.59
204 ENVIRONMENT 178,793.00 664.58-106,835.55 71,957.45 59.75 |209,232.00 126,781.78 60.59
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 24
6/15/2009CITY OF ST LOUIS PARK 10:59:30R5509FIN1 LOGIS005
26Monthly Financial Report Page -By Co, Dept (pb), Object
2009
20095/31/2009 <==========================================>20082009
Description
Annual
Budget
Current
Period
YTD
Actual
Budget
Balance
Per Cent
Used
|
|
Prior Year
Budget
Same Period Prior
Year YTD Actual
Per Cent
Used
205 VEHICLE MAINTENANCE
4000 REVENUES & EXPENSES
4001 REVENUES
4300 INTERGOVERNMENTAL 11,000.00-3,237.88- 4,237.32-6,762.68- 38.52 |11,700.00-2,871.56- 24.54
5200 MISCELLANEOUS 101,000.00-3,772.50- 97,227.50-3.74 |100,661.00-41,942.10- 41.67
4001 REVENUES 112,000.00-3,237.88-8,009.82-103,990.18-7.15 |112,361.00-44,813.66-39.88
6001 EXPENDITURES
6002 PERSONAL SERVICES 483,300.00 38,191.75 201,083.78 282,216.22 41.61 |461,301.00 198,827.17 43.10
6210 SUPPLIES 552,650.00 1,748.92 96,310.92 456,339.08 17.43 |432,050.00 234,837.04 54.35
6300 NON-CAPITAL EQUIPMENT 20.97 20.97-|
6350 SERVICES & OTHER CHARGES 135,975.00 4,974.22 42,153.15 93,821.85 31.00 |130,939.00 75,973.25 58.02
7800 CAPITAL OUTLAY 8,352.00 1,602.83 6,749.17 19.19 |
6001 EXPENDITURES 1,180,277.00 44,914.89 341,171.65 839,105.35 28.91 |1,024,290.00 509,637.46 49.76
8001 OTHER INCOME
8010 TRANSFERS IN |75,000.00-
8001 OTHER INCOME |75,000.00-
8501 OTHER EXPENSE
8510 TRANSFERS OUT |8,981.00 3,742.10 41.67
8550 INTEREST/FINANCE CHARGES |54.74
8590 BANK CHARGES/CREDIT CD FEES |31.82
8501 OTHER EXPENSE |8,981.00 3,828.66 42.63
4000 REVENUES & EXPENSES 1,068,277.00 41,677.01 333,161.83 735,115.17 31.19 |845,910.00 468,652.46 55.40
205 VEHICLE MAINTENANCE 1,068,277.00 41,677.01 333,161.83 735,115.17 31.19 |845,910.00 468,652.46 55.40
02000 PARK AND RECREATION 170,323.19 1,512,064.67 1,512,064.67-|1.00 1,857,574.67 *********
Meeting of June 22, 2009 (Item No. 3)
Subject: May, 2009 Monthly Financial Report Page 25
Meeting Date: June 22, 2009
Agenda Item #: 4
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
ARRA Assistance to Firefighters Fire Station Construction Grants.
RECOMMENDED ACTION:
No formal action required at this time. Staff recommends that the city submit an ARRA Assistance
to Firefighters Fire Stations Grants request to the U.S. Department of Homeland Security’s (DHS)
for the reconstruction of Fire Station No. 1 and No. 2. The maximum amount that can be
requested for each fire station is $5 million; the total grant request cannot exceed $10 million.
POLICY CONSIDERATION:
This item will be placed on the July 6, 2009 Council meeting agenda for formal approval. Does the
Council wish to direct staff to apply to the DHS up to a maximum of $10 million in ARRA
Assistance to Firefighters Fire Station Construction Grants to reconstruct Fire Station No. 1 and
No. 2?
BACKGROUND:
The DHS has $210 million in competitive grants to reconstruct/modify fire stations and stimulate
the economy. The funding is made possible through the American Recovery & Reinvestment Act
(ARRA) and is designed to help fire departments address fire fighting and emergency response needs.
The ARRA Assistance to Firefighters Fire Station Construction Grants (“Grants”) can be used to
replace the city’s fire stations.
Successful applicants will be able to demonstrate that the proposed fire station project replaces
unsafe/uninhabitable structures, expands fire protection coverage in the community, results in safer
working conditions, or improves response times. Fire station projects which are well designed,
demonstrate green building principles, and can be delivered quickly will also be viewed favorably.
DHS will also be evaluating the economic impact of the proposed project and applications from
communities with high increases in unemployment will be given high consideration.
While the Grant does not require the city to provide a match or cost-share, applications with a
greater contribution will be rated more favorably. Each fire station project would potentially be
eligible for up to $5 million in funding. DHS expects a strong response to their grant solicitation;
they can fund approximately 100 projects with $210 million and they expect 5,000 to 10,000
applications from eligible fire fighting entities asking for $30 billion in unmet needs.
The Grant deadline is July 10, 2009. Applications will be reviewed the week of July 27, 2009 and a
funding decision is expected by December 2009.
Meeting of June 22, 2009 (Item No. 4) Page 2
Subject: ARRA Assistance to Firefighters Fire Station Construction Grants
FINANCIAL OR BUDGET CONSIDERATION:
The city has spent approximately $1.1 million to date for emergency fire station floor repairs, land
acquisition and design costs in anticipation of the reconstruction of the two stations. Funding for
the fire stations is shown in the 2010 and 2011 CIP. Any grant funding secured for the
reconstruction of the fire stations would lessen the debt obligations which would be placed on city
taxpayers to construct these critical projects.
VISION CONSIDERATION:
None.
Attachments: None
Prepared by: Marcia Honold, Management Assistant
Reviewed by: Luke Stemmer, Fire Chief
Approved by: Tom Harmening, City Manager
Meeting Date: June 22, 2009
Agenda Item #: 5
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
The West End Redevelopment Project Update.
RECOMMENDED ACTION:
None at this time
POLICY CONSIDERATION:
The purpose of this report is to update the EDA/City Council on the status of Duke Realty
Corporation’s The West End redevelopment project; and, consideration of amending the
redevelopment contract.
BACKGROUND:
The West End project consists essentially of two components to be developed in phases; and the site
development and utility work to support it. The two components are the retail component on the
west portion of Duke’s property and the office component on the east side of Duke’s property.
Retail Development. The retail component of project known as The Shops at West End is on
schedule to be completed by fall 2009. Below is the current status of the developer’s leasing activity:
Office Leaseup: 0% of 33,290 sf
Retail Leaseup: 46.8% of 347,129 sf (162,518 sf)
Signed Leases:
Entertainment: Kerasotes Showplace Theatres
Toby Keith’s I Love This Bar & Grill
Grocery: Roundy’s
Restaurants: The Cooper Irish Pub
Crave
Luxe
Noodles & Company
Toby Keith’s
Meeting of June 22, 2009 (Item No. 5) Page 2
Subject: The West End Redevelopment Project Update
Other: Raze Salon
Verizon Wireless
Omaha Steaks
Glamour Nails
Leases Under Negotiation: 7 tenants totaling approximately 32,800 sf
LOIs Being Finalized: 16 tenants totaling approximately 55,830 sf
Office and Hotel Development. The first phase of the office development and the hotel to be built
on West 16th were intended to start construction March 1, 2009. Due to economic conditions these
components of the project have not yet started.
Duke is presently marketing the pad site for the required 130 to 140-room hotel. If Duke is
unsuccessful selling the site, it may wish to discuss with the EDA/City Council the possibility of
allowing apartments or condominiums on the site instead.
The office component, to be built on the land east of Utica Avenue, has yet to begin due to the soft
office market and current economic conditions. Duke has the office pads listed with NorthMarq
which is marketing them to potential users. Duke anticipates that the first office building will be
completed within the next five years, and likely started within the next three years. The timing of
the office build out will depend on market conditions. Right now they are slow.
Site and Utility Work. The demolition, much of the soil corrections and other site work has been
completed for the full project. The extension of W16th Street is nearing completion as are other site
improvements, streetscape, sidewalk, plaza space, parking structures and utility work. These are
many of the things for which the EDA is providing the developer assistance through tax increment
pay-as-you-go notes. With the completion of this work it will be timely for the City to issue the
actual TIF notes for the developer’s reimbursements. Some of the utility and street work will be
done later. In particular the utility relocation and street work associated with Utica Avenue in the
office component of the project. Reimbursement for these eligible TIF expenses will happen after the
work is completed at a future date.
Redevelopment Contract Update. The Redevelopment Contract as approved in December of
2007 anticipated that a Joint Powers Agreement (JPA) with Golden Valley would be needed for the
West End project to proceed to completion. Since that time Golden Valley has decided that it would
prefer to follow its own planning approval process for the portion of the West End in Golden Valley;
and, not enter into a JPA with St. Louis Park. Duke has worked with Golden Valley and secured its
development approvals. At this time it appears that a JPA will not be needed for the West End
project to be developed successfully.
Meeting of June 22, 2009 (Item No. 5) Page 3
Subject: The West End Redevelopment Project Update
The slowed pace of office and hotel development; and, the no longer needed JPA require the existing
West End Redevelopment Contract to be amended. The change in the timing of completion of the
development also means some of the utility work will be rescheduled to coincide with the office
development.
Duke would like to amend the Redevelopment Contract for the following reasons:
1. Eliminate the JPA references.
2. Remove the Utica utility relocations and completion of Utica Avenue from Phase I.
3. Extend the commencement and completion deadlines for Phases IIb (the first office
building), IIc (the hotel) and III (the remaining office buildings) by 5 years.
There are other agreements for specific purposes called for under the terms of the redevelopment
contract that also are being drafted. Duke’s attorney is drafting a Use Agreement for the indoor
public gathering space within the project as required in the Contract. The attorney is also preparing
a lease for the neighborhood “Cop Shop”.
FINANCIAL OR BUDGET CONSIDERATION:
Ehlers is updating the financial analysis of The West End development for the proposed TIF Notes.
As new figures are available staff will update the EDA. The West End project is a combination of
pay-as-you-go notes to the developer and direct TIF supported public improvements. The city has
the first claim on the tax increments generated up to the amount needed to pay for the city built
public improvements, essentially the Park Place Blvd street and streetscape improvements. The
Shoppes at West End component of the redevelopment project provide the lion share of the
increment needed to support these public improvements. The delay in the construction of office
buildings will delay generation of tax increment that will be used to make payments to the developer
for the pay-as-you-go notes. Because increments will be larger once more development is in place
and there is a limit on the total number of years of increment that can be collected, it is
advantageous to delay the start of increments collected until as much of the taxable value is in place
as possible. Staff is determining when exactly the city will receive its first tax increment from The
West End project. If the city will not likely receive tax increment until 2011, staff may recommend
passing a resolution to delay the start of the TIF district so as to capture more increment for the
district over time. This action would be to the financial benefit of both the city and the developer.
The effect of this action would be to delay the developer’s redevelopment cost reimbursement, but
increase total amount reimbursed over the long run. Similarly the city would also receive more total
TIF of the term of the district by delaying the start of increments.
VISION CONSIDERATION:
The West End project is consistent with the City’s Vision; especially the Strategic Directions
concerning gathering places, public art, trails, sidewalks and transportation.
Meeting of June 22, 2009 (Item No. 5) Page 4
Subject: The West End Redevelopment Project Update
NEXT STEPS:
An amendment to the redevelopment contract reflecting the changed development schedule and
elimination of a JPA is being drafted for the City Council’s consideration along with actual TIF
notes that are the vehicle for providing TIF assistance to the redeveloper. The proposed first
amendment to the Redevelopment Contract and proposed TIF Notes are expected to be ready for
consideration at the July 20th EDA and City Council meetings. If the EDA/City Council wishes to
discuss any of the above items prior to the July 20th meeting, this topic could be scheduled for the
July 13th study session.
Attachments: None
Prepared by: Greg Hunt, Economic Development Coordinator
Reviewed by: Kevin Locke, Community Development Director
Approved by: Tom Harmening, City Manager, EDA Executive Director
Meeting Date: June 22, 2009
Agenda Item #: 6
Regular Meeting Public Hearing Action Item Consent Item Resolution Ordinance
Presentation Other:
EDA Meeting Action Item Resolution Other:
Study Session Discussion Item Written Report Other:
TITLE:
Future Study Session Agenda Planning – July 13, 2009.
RECOMMENDED ACTION:
Council and the City Manager meet to set the agenda for the study session on July 13, 2009.
POLICY CONSIDERATION:
Does the Council agree with the agenda as proposed? If you have questions about this report please
contact Tom Harmening, City Manager.
BACKGROUND:
Attached please find the tentative agenda and proposed discussion items for the study session on
Monday, July 13, 2009. Please note that the study session is scheduled to start at 7 p.m. because of
the Lilac Park/Bee Hive ribbon cutting ceremony at 6 p.m.
FINANCIAL OR BUDGET CONSIDERATION:
None.
VISION CONSIDERATION:
None.
Attachment: Future Study Session Agenda Planning for July 13, 2009
Prepared by: Marcia Honold, Management Assistant
Approved by: Tom Harmening, City Manager
Meeting of June 22, 2009 (Item No. 5) Page 2
Subject: Future Study Session Agenda Planning
Lilac Park and Beehive Ribbon Cutting / Grand Opening – 6 p.m.
Tentative Discussion Items
Study Session, Monday, July 13, 2009 - 7 p.m.
1. Future Study Session Agenda Planning – Administrative Services (5 minutes)
2. Pandemic Overview– Fire (30 minutes)
The Fire Department will provide the Council with an overview on Pandemics and
Emergency Response/Management.
3. Fire Department Annual Report – Fire (30 minutes)
The Fire Department will present and discuss their 2008 Annual Report with the City
Council.
4. Excess Land Sales Proceeds – Survey Results – Community Development (30 minutes)
Staff will present to Council the feedback received from the public about how to use the
excess land sales proceeds. How does the Council wish staff to proceed?
5. Communications – Administrative Services (10 minutes)
Time for communications between staff and Council will be set aside on every study session
for the purposes of information sharing.
Reports
Rail Consultant – Administrative Services
End of Meeting: 8:45 p.m.