HomeMy WebLinkAbout2008/11/10 - ADMIN - Agenda Packets - City Council - Study SessionREVISED AGENDA
CITY COUNCIL STUDY SESSION
NOVEMBER 10, 2008
6:30 P.M.
CITY HALL COUNCIL CHAMBERS
Discussion Items
1. 6:30 p.m. Future Study Session Agenda Planning
3. 6:35 p.m. Business Terms for Redevelopment Contract with Bader Development for the
Ellipse on Excelsior Project*
2. 7:20 p.m. Legislative Update*
4. 8:05 p.m. Comprehensive Plan Update
5. 8:20 p.m. 2009 Budget and Levy
6. 9:20 p.m. Communications (Verbal)
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.
*The order of these two items has been changed, however they have not been
renumbered due to prior distribution of the reports.
Meeting Date: November 10, 2008
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:
Future Study Session Agenda Planning – November 17 and November 24, 2008.
RECOMMENDED ACTION:
Council and the City Manager to set the agenda for the special study session planned for Monday,
November 17, 2008 and the regularly scheduled study session on Monday, November 24, 2008.
POLICY CONSIDERATION:
Does the Council agree with the agenda as proposed?
BACKGROUND:
At each study session, approximately five minutes are set aside to discuss the next study session
agenda. For this purpose, attached please find the tentative agenda and proposed discussion items
for the special study session on November 17, 2008 and the regularly scheduled study session on
November 24, 2008.
FINANCIAL OR BUDGET CONSIDERATION:
None.
VISION CONSIDERATION:
None.
Attachment: Future Study Session Agenda Planning for November 17 & 24, 2008
Prepared by: Marcia Honold, Management Assistant
Approved by: Tom Harmening, City Manager
Meeting of November 10, 2008 (Item No. 1) Page 2
Subject: Future Study Session Agenda Planning
Future Study Session Agenda Planning
Tentative Discussion Items
Special Study Session, Monday, November 17, 2008 –7:00 p.m.
1. Friends of the Arts Update (Tentative) – Representatives of Friends of the Arts will be in
attendance to provide an annual update on their activities, accomplishments, etc.
End of Meeting: 7:25 p.m.
Tentative Discussion Items
Council Photograph Session (Box Lunches) – 6:00 p.m.
Study Session, Monday, November 24, 2008 – 6:30 p.m.
1. Future Study Session Agenda Planning – Administrative Services (5 minutes)
2. TH7 & Wooddale Design Schedule/Financing – Administrative Services, Finance, Public
Works (60 minutes)
Staff is returning to the Council to discuss the design schedule and financing for the TH7 &
Wooddale Avenue Grade Separated Intersection. Does the Council wish staff to pursue the
proposed financing options for this project? Does the Council agree to the design schedule
for this project?
3. Utility Rate Study – Finance Department (45 minutes)
Staff to discuss the utility rate study findings and recommendations with Council. Does the
Council wish to adopt the study’s recommendations?
4. CIP/2009 Budget/Financial Management Plan – Finance (60 minutes)
Staff will lead Council in a discussion about the 5-year CIP and the Financial Management
Plan prior to the adoption of the 2009 budget. Also, any remaining discussion regarding the
2009 budget in general can also occur along with the discussion. Does the Council want to
direct staff to make any changes prior to the adoption of the budget in December?
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:
October Financial Reports – Finance
Energy Analysis Update – Inspections
End of Meeting: 9:30 p.m.
Meeting Date: November 10, 2008
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:
Legislative Update.
RECOMMENDED ACTION:
Staff has prepared a draft list of legislative issues and priorities for Council’s review and discussion.
No formal action is required at this time. It is proposed that the City Council discuss these and
possibly other issues and concerns with legislators and appointed officials at a study session in
January 2009.
POLICY CONSIDERATION:
Does the Council agree with the issues identified in the attached report regarding priorities for 2009?
What else would Council like staff to pursue legislatively? Is Council satisfied with the approach
that staff and the legislative consultants are recommending?
BACKGROUND:
Staff has prepared the attached preliminary list of issues and concerns that we feel should be made
known to our legislators. As has been the case in previous years, as we near the start of the 2009
legislative session and we hear from you, additional issues may come to light.
Securing funding for major transportation projects has been the primary focus of the city’s legislative
initiatives in 2008. There is a possibility that the city could receive substantial funding for the TH7
& Louisiana grade separated intersection through the reauthorization of the federal surface
transportation bill, SAFETEA-LU, which expires in September 2009.
It has been our practice to retain lobbying services to help us with legislative and regulatory issues.
Administrative Services has been pleased with the legislative services of Doug Franzen and Vic
Moore, (formerly of Rider Bennett, now employed with Franzen & Associates), and Dennis
McGrann of Lockridge, Grindal, Nauen. Mr. Franzen, Mr. Moore, and Mr. McGrann have been
invited to the meeting and will be a part of this discussion.
FINANCIAL OR BUDGET CONSIDERATION:
Funding for our lobbyists is included in the City/EDA budgets.
Meeting of November 10, 2008 (Item No. 2) Page 2
Subject: Legislative Update
VISION CONSIDERATION:
Promoting regional transportation issues and securing transportation funding is aligned with the
Council’s Strategic Direction of Connected and Engaged. Staff has aligned 2008-09 activities to
promote specific intersections, transportation corridors and projects.
Attachments: 2009 Legislative Issues and Priorities
Prepared by: Marcia Honold, Management Assistant
Approved by: Tom Harmening, City Manager
Meeting of November 10, 2008 (Item No. 2) Page 3
Subject: Legislative Update
City of St. Louis Park
2009 Legislative Issues and Priorities - Preliminary
1. Glencoe Switching Yard
Purpose: To secure the remaining $3.06 million for a $4.06 million project to construct a rail
switching yard in Glencoe, Minnesota that would create economic development for Glencoe and
would relocate the Twin Cities & Western Railroad’s train blocking operations from St. Louis Park,
Hopkins and Minnetonka.
Status: A capital budget request in the amount of $700,000 was approved during the 2006
legislative session thanks to the tireless efforts of St. Louis Park’s elected officials, and $300,000 in
local matches have been secured. Staff and MnDOT are working on a grant application to the
Federal Rail Administration for the remaining project dollars. The deadline for the grant is
November 28, 2008; the state will be notified of the FRA’s decision by spring 2009.
Background: In 2001, the St. Louis Park Railroad Advisory Task Force recommended that the
Twin Cities and Western Railroad’s (TC&W) blocking operations be eliminated in St. Louis Park,
Hopkins and Minnetonka and relocated to a new switch yard west of the three cities. The TC&W
blocking operations generate noise levels that exceed the state of Minnesota nighttime noise
standards. In addition, the switching operations cause vibrations and they often disrupt local
transportation systems because at-grade crossings are temporarily blocked by trains conducting
switching operations.
The Glencoe Railroad Congestion Mitigation Project involves constructing four siding tracks to
accommodate the anticipated amount of rail car maneuvering/switching operations at this new
facility. It is a nine acre site and the City of Glencoe was selected as the preferred site for a switch
yard because it would consolidate operations, it would provide for noise mitigation for residents in
Glencoe (existing rail car maneuvers would be relocated to the west or east side of town), and it
would provide opportunities for economic development.
Anticipated project costs of $4,060,000 for the yard include the land acquisition, construction
management and design costs. Proposed funding sources include $4.6 million of federal and state
funds, and $300,000 from a local match e.g. cities, railroad etc. The site will be owned by the
McLeod County Rail Authority and be operated by TC&W. Construction start date, assuming
funding is secured, is planned for September 2009; the yard is expected to be fully operational by the
fall of 2010. If federal funding is not approved, staff will prepare a request for funding in FY2010
sometime in February 2009.
Meeting of November 10, 2008 (Item No. 2) Page 4
Subject: Legislative Update
2. Grade Separated Crossing at Hwy 7 and Wooddale
Purpose: To secure an additional $9 - $11 million to construct a $20 million grade separated
intersection (interchange) at Highway 7 and Wooddale Avenue.
Status: Staff successfully secured $5.8 million in STP funding through the Metropolitan Council’s
TAB process in March 2006. More than $3 million in right-of-way purchases have been completed
by the city at its cost and initiative in anticipation of this project. Staff has been working to identify
additional sources of funding for remaining project dollars. It is expected that this project will be let
for bid in spring/summer 2009.
Background: This project will require a combination of local, county, state and Federal dollars to
finance the reconstruction of the at-grade intersection of Highway 7 and Wooddale Avenue in St.
Louis Park to a grade separated intersection.
Currently, the capacity and safety of this at-grade signalized intersection could be characterized as
poor at best. Based on a recent traffic analysis, the intersection is currently operating at a level of
service D. This project will allow for the separation of regional and local traffic which will vastly
improve the regional transportation systems. The regional systems alluded to are Hwy 7, the
Southwest LRT Regional Trail immediately to the south, and the proposed future dedicated bus way
or LRT system. Currently, as part of Hennepin County’s Southwest Corridor transit study, a transit
station is proposed adjacent to the intersection of Hwy 7 and Wooddale.
Without this intersection improvement project, these other regional systems will likely not be
possible or the operation of existing ones will continue to worsen due to congestion and safety
concerns. Reconstruction of this intersection to a grade separated intersection is the only practical
long term solution to this infrastructure problem.
Finance and Public Works staff will be meeting with the Council on November 24 to discuss
funding and possible revenue sources this project. Options the city is pursuing include the
development fund/HRA Levy, Elmwood TIF, Hennepin County, Mn/DOT (Contribution &
Const. Eng. Services), Mn/DOT (Municipal Agreement Program), and Land Sale (Soomhek Rug /
STEP building parcel).
3. TH 100 Full Build Project
Purpose: To keep the TH 100 Full Build Project on track for its proposed bid 2014 letting date.
Status: In the Metropolitan Council’s draft 2030 Transportation Policy Plan, the TH100 full build
project has been identified as an expansion project. This means that if the plan, as adopted, would
place this project on hold until 2010 when the policy plan amendment is adopted. The TH100
project is among several other identified “expansion” projects, identified in the 2004 TIP, which will
be re-scoped to see if they can be built at a lower cost.
Meeting of November 10, 2008 (Item No. 2) Page 5
Subject: Legislative Update
If the project proceeds, it will be on a smaller scale than originally proposed by MnDOT. MnDOT
is still working on the revised configuration and staff estimates that the final design will cost
approximately $75 million, which is half of the original project cost.
In addition, the draft 2030 plan also identifies the bridges that span TH100 at Hwy 7 and Hwy 5 as
structurally deficient. Each bridge is classified as Tier II, which means that the bridges need to be
replaced by 2018. It is unclear how the bridges classifications will affect the TH100 Full Build
project. Staff will raise these concerns with the Council in our comments on the draft 2030 plan.
Background:
The 2006 interim project added a third lane in each direction by decreasing lane widths from 12 feet
to 11 feet and eliminating or severely reducing shoulders along that stretch of highway. The third
lane is required for the full build project so that MnDOT can keep a minimum of two lanes open in
each direction during construction.
Improvements not included as a part of the interim project include construction of the noise walls,
which MnDOT agreed to construct no later than 2015, width expansion of lanes, construction of
on/off ramps, and bridge and storm water improvements. Bridges spanning TH 100 at Hwy. 7 and
Hwy 5, and storm sewers conveyance systems have no more than 10-15 years of useful life left and
are deteriorating. In addition, there are approximately 20 residents who live in uncertainty because
their homes are within the future right-of-way of the new project.
4. Grade Separated Crossing Project at Highway 7 & Louisiana Avenue
Purpose: To secure $13 million to construct a $20 million grade separated intersection
(interchange) at Highway 7 and Louisiana Avenue.
Status:
The project is programmed to be constructed in 2011-2012, and would provide for a separated
grade interchange. This project will not only mitigate congestion and accidents at the intersection
itself, but will accommodate further growth and redevelopment in the immediate area, including
current expansion at Methodist Hospital, a future nearby light rail station, and other adjacent
redevelopment activity.
The City of St. Louis Park has received $7.0 million from the Metropolitan Council and
Transportation Advisory Board in accordance with the federal Surface Transportation Program
(STP) for the construction of this grade separated crossing.
Background: The city owns the property or right of way in all four quadrants of the intersection so
right of way acquisition for this project will not be necessary or minimal. It is expected to construct
this project between 2012 and 2015.
Meeting of November 10, 2008 (Item No. 2) Page 6
Subject: Legislative Update
This project will require a combination of local, state and federal dollars to finance the
reconstruction of the at-grade intersection of Highway 7 and Louisiana Avenue in St. Louis Park to a
grade separated intersection. Staff is actively pursuing SAFETEA-LU funding for this project.
5. Levy Limits and LGA
Background: The city would like to see the 3.9% levy cap overturned during the 2009 legislative
session. If the levy limits remain in place, then the formula used to calculate the limits needs to be
reviewed. The formula used in the past results in St. Louis Park having an extremely limited ability
to even account for inflationary increases. Staff would like to see the state adopt an LGA formula
distribution that would establish some minimum per capita amount for cities currently not receiving
any aid before any increases to other cities already in the distribution.
6. Other Legislative Issues
Residential Care Facilities
The League of Minnesota Cities has convened a stakeholder group made up of local, state and
county entities as well as care providers to discuss issues related to residential care facilities (formerly
known as group homes). Vic Moore co-chairs this group and the hope is for the providers, the
LMC and the other government agencies to agree on a 2009 Legislative platform if it is needed.
Elmwood TIF District
Staff is working with our state delegation to change the designation of the Elmwood TIF District.
Currently, the Elmwood TIF District is a Renovation and Renewal district that expires in 2019. If
the state legislature would change the designation to that of a Redevelopment district, then the life of
the district would extend an additional 10 years and help pay for the full cost of the Hwy
7/Wooddale intersection without much in the way of MN DOT assistance.
Housing Improvement Areas
In 1996, the state legislature granted cities the authority to establish Housing Improvement Areas
(HIA) without special legislation. This legislation will sunset on June 30, 2009. Vic Moore has
been working with our state delegation to introduce a bill that would remove the sunset provision.
St. Louis Park has found the HIA legislation to be a valuable tool for reinvestment in condominium
neighborhoods.
Additional Items for the LMC and AMM:
In addition to the Levy limits and concerns about the state’s distribution of LGA, there are three
other financial issues that the city would like to see addressed:
• No sales tax on city purchases similar to school districts
• Truth-in-taxation notices – state should change the form so it shows change in property
value and increase in city levy
• Market Value Homestead Credit – index the formula for inflation
Meeting Date: November 10, 2008
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:
Business Terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior
Project.
RECOMMENDED ACTION:
Staff would like to discuss and receive feedback from the EDA/City Council on the proposed
business terms that would serve as the basis for a Redevelopment Contract with Bader Development
related to its Ellipse on Excelsior project. If generally acceptable, staff will request the EDA’s
attorney to incorporate these terms into a formal Redevelopment Contract with the Redeveloper.
The EDA/Council will be asked to schedule a public hearing in the near future to formally consider
the creation of a Redevelopment TIF District to facilitate the proposed project once language related
to specific terms within the Redevelopment Contract has been satisfactorily negotiated.
POLICY CONSIDERATION:
Does the EDA/City Council support the business terms proposed for inclusion within a
Redevelopment Contract with Bader Development to facilitate The Ellipse on Excelsior project?
BACKGROUND:
Bader Development proposes to redevelop the Al’s Bar and Anderson Cleaners sites (2.28 AC) on
the northwest corner of Excelsior Boulevard and France Avenue. The Redeveloper plans to remove
the existing structures and construct a five-story mixed use building with 133 residential apartments
and 16,383 square feet of commercial on the ground floor, with underground and surface parking.
The EDA/Council reviewed the preliminary TIF application from Bader Development at the July
14, 2008 study session. The proposed project was generally acceptable and staff was directed to
work further with the Redeveloper and negotiate business terms that would enable the proposed
project to come to fruition. Staff, the EDA’s financial consultant and the Redeveloper have
subsequently developed these terms and wish to present them to the EDA/City Council.
PROPERTY VALUE:
Currently, the subject nine properties have a total market value of less than $1.8 million. The
projected market value of the property upon redevelopment would be nearly $18 million. The
property taxes payable in 2008 on these same properties are $35,683. Upon redevelopment, the site
would generate an estimated $298,823 in property taxes.
Meeting of November 10, 2008 (Item No. 3) Page 2
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
REDEVELOPER’S TIF REQUEST:
At the July 14, 2008 study session Bader Development requested $900,000 in tax increment
assistance to address certain extraordinary costs associated with redeveloping the subject site. These
included:
• Architectural & engineering fees associated with site work only
• Relocation of a major stormwater utility lateral
• Relocation of a sanitary sewer main
• Building demolition
• Business reestablishment/relocation
Subsequently more has been learned about the redevelopment site and Bader has more accurately
estimated the construction costs of the proposed project. As a result, it has been determined that
there are greater extraordinary costs than previously anticipated. Potential additional extraordinary
costs are described below.
1. Soil Remediation
The most significant cost increase stems from the discovery that fill material deposited on the site
many years ago contained low level contaminates that nonetheless exceed state limits. Given that an
underground parking ramp is integral to the proposed redevelopment and the residential nature of
the project it appears that a large volume of this soil will require removal, special handling, and
disposal in a permitted landfill. The total cost of remediation and oversight is estimated at
$525,000. Staff discussed this cost with the Redeveloper and indicated that a majority of this cost
should be the responsibility of the landowners. The property owners are not the responsible party
for the contamination but nonetheless have agreed to assume 60% of these costs if the EDA agreed
to provide the remaining 40% ($220,000) through tax increment financing. Environmental grants
could be pursued but would not likely be obtained as the granting agencies prefer to fund projects
that result in greater job creation.
2. Utility Relocations
Bader has also estimated that the cost of relocating a sanitary lateral and a major stormwater lateral
entirely around the subject site will cost approximately $250,000 more than previously calculated.
3. Neighborhood Requests
The Redeveloper has worked diligently to satisfy neighborhood concerns regarding the proposed
project. The abutting neighborhood has requested that the Redeveloper design and install traffic
calming medians in France Avenue, a new neighborhood sign, and additional screening and
landscaping along the north side of the subject site. The cost of these public improvements is
estimated at $86,000 which was not included in the Redeveloper’s original proforma or the original
development plan.
Meeting of November 10, 2008 (Item No. 3) Page 3
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
4. LEED Requirements
Finally, staff requested that the Redeveloper estimate what it would cost for the proposed project to
achieve Leadership in Energy and Environmental Design (LEED) certification. The Redeveloper
and the EDA’s environmental consultant have estimated it would require a total of approximately
$200,000 to $400,000 to achieve certification on this project. The Redeveloper has expressed
interest in pursuing a “green building” and would be willing to serve as a model for future proposed
“green” redevelopments in the city but only if the EDA would be willing to assume this additional
cost. Staff does not feel it prudent to recommend funding this expenditure at this time. Staff would
however like to discuss with the EDA at a later date how the city could further incentivize “green”
development in the city.
All together the above costs (minus the LEED certification) equal $1.45 million and are best
estimates at this time. Staff will continue to work with the Redeveloper to refine these estimates and
reduce the assistance needed wherever possible.
It should also be noted that the Redeveloper has agreed to provide $50,000 toward public art at the
proposed corner plaza at Excelsior Blvd and France Ave. The Redeveloper has agreed to cooperate in
the city’s typical public art selection process. In return, the Redeveloper has requested that the city
be responsible for the art’s ongoing maintenance and repair. Responsibility for maintenance of the
plaza will be the Redeveloper’s. This is similar to other agreements the city has made with other
developers.
TIF Analysis
Ehlers has reviewed the Redeveloper’s latest proforma. Ehlers analyzed the project in comparison
with general industry standards for land price, construction costs, lease rates, return on equity/profit,
various fees, etc. Overall, Ehlers confirms Bader’s updated cost and revenue assumptions remain
reasonable and appropriate.
In its review, Ehlers reaffirmed that the proposed project would not be feasible without the use of tax
increment financing. Bader’s request for tax increment financing (TIF) assistance is considered
reasonable given the complexity, quality, projected total value, and other residual economic benefits
derived from the proposed redevelopment.
An updated TIF cash flow analysis was also prepared for the proposed project. That analysis showed
that the full $1.45 million in tax increment would likely be generated in approximately 13 years.
This assumes fiscal disparities are taken from within the district (as per EDA policy), a 5% EDA
administrative fee from the TIF generated by the project, and no inflation. The subject site is within
the City’s Redevelopment Project Area No. 1. The proposed project would require that a new
Redevelopment TIF District be created.
The Redeveloper has requested that the tax increment generated to reimburse the above costs be
spread between two TIF notes so as to allow the Redeveloper to sell or assign the notes if financially
feasible. The EDA has made similar arrangements within the Hoigaard Village and West End
project agreements.
Meeting of November 10, 2008 (Item No. 3) Page 4
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
The EDA’s participation would leverage approximately $18 million in new taxable investment. As a
percentage of total project cost the amount of financial assistance equals about 8% which is
considered reasonable given the level of assistance required by other projects the EDA has assisted.
As with other recent redevelopment projects with which the EDA has been involved, Bader has
agreed to the inclusion of a "look back" provision in the redevelopment contract. Such a provision
would enable the EDA to review Bader's gross margins at the earliest of (i) the date the Minimum
Improvements reach 95% lease-up; (ii) the date of any Transfer in whole or in part of the Minimum
Improvements; or (iii) three years after the date of issuance of the Certificate of Completion for the
Minimum Improvements. The EDA proposes that any amount of return above the agreed upon
maximum would be split equally between the Redeveloper and the EDA which would then reduce
the amount of TIF assistance provided. This is an important provision as it ensures that if the
development costs are lower, rental rates and other income are higher and/or the Redevelopment
Property is subsequently sold for a higher price, the EDA shares economically in the success of the
project. The parties are continuing to negotiate the exact lookback language.
REDEVELOPMENT CONTRACT:
A summary list of specific business terms consistent with previous redevelopment projects is attached
for review and discussion. If favorably received, these terms will serve as the basis for a
Redevelopment Contract with Ellipse on Excelsior LLC (Bader Development). The proposed terms
are subject to further negotiation and refinement with the Redeveloper.
FINANCIAL OR BUDGET CONSIDERATION:
Bader Development has requested up to $1.45 million in tax increment financing to offset the
extraordinary redevelopment costs associated with The Ellipse on Excelsior project.
VISION CONSIDERATION:
This project supports the strategic direction of being a connected and engaged community and the focus
area of creating community gathering places.
Attachments: Business Terms of the Redevelopment Contract with Bader Development
Prepared by: Greg Hunt, Economic Development Coordinator
Reviewed by: Kevin Locke, Community Development Director
Approved by: Tom Harmening, EDA Executive Director and City Manager
Meeting of November 10, 2008 (Item No. 3) Page 5
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
DRAFT
November 10, 2008
Proposed Business Terms
Redevelopment Contract between
City of St. Louis Park,
St. Louis Park Economic Development EDA
Ellipse on Excelsior LLC
The Ellipse On Excelsior
NW corner Excelsior Blvd. & France Ave.
St. Louis Park, MN
Meeting of November 10, 2008 (Item No. 3) Page 6
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
Business Terms of Redevelopment Contract
Between the City of St. Louis Park, St. Louis Park EDA and Ellipse on Excelsior LLC
The following are proposed Business Terms between the City of St. Louis Park (“City”), the St. Louis
Park Economic Development EDA (“EDA”) and Ellipse on Excelsior LLC (“Redeveloper”), which,
upon mutual agreement, will be incorporated into a Redevelopment Contract (“Redevelopment
Contract”) for “The Ellipse On Excelsior” mixed use building to be constructed at the NW quadrant of
Excelsior Blvd. & France Ave., St. Louis Park.
1. All parties agree that the Redeveloper will be solely responsible for the acquisition of the subject nine
parcels that constitute the Redevelopment Property (Exhibit A) and that the City/EDA has no
obligation to acquire the Redevelopment Property.
2. Except for any misrepresentation or any misconduct, affirmative act or negligence of the EDA or
the City and except for any breach by the EDA or the City of their obligations under the
Agreement, Redeveloper agrees to hold the EDA and the City harmless from any claim arising
out of the presence of any hazardous wastes or pollutants existing on or in the Redevelopment
Property.
3. Redeveloper agrees to submit a Voluntary Response Action plan to the MPCA and obtain all
necessary approvals to properly remediate the subject property so as to allow for the construction of
the Minimum Improvements.
4. Redeveloper agrees to obtain all planning approvals necessary to construct the Minimum
Improvements, including without limitation a planned unit development and replat of the
Redevelopment Property.
5. Redeveloper agrees that it will pay the reasonable costs of consultants and attorneys retained by the
EDA in connection with the creation of the TIF District and the negotiation in preparation of the
Contract and other incidental agreements and documents related to the development contemplated
hereunder. Upon termination of the Contract, the Redeveloper remains obligated for costs incurred
through the effective date of termination.
6. The Redeveloper must remediate the contaminated soils on the Redevelopment Property in
compliance with MPCA requirements. The Redeveloper also agrees to prepare plans and
specifications for and construct all street, sanitary and storm sewer improvements; sidewalks;
fencing, landscaping; and other related amenities and utility work (known collectively as the
“Redeveloper Public Improvements) related to the proposed redevelopment.
Meeting of November 10, 2008 (Item No. 3) Page 7
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
7. Before commencing such construction, the Redeveloper must submit plans and specifications
regarding the Redeveloper Public Improvements for approval by the City. Plans related to the
soil remediation however do not require approval by the City. All work on the Redeveloper
Public Improvements shall be in accordance with the approved construction plans and shall
comply with all City requirements regarding such improvements. The parties agree and
understand that the City will accept the Improvements in accordance with City procedures.
8. Subject to Unavoidable Delays, market conditions and issuance of all applicable permits by the
City, Redeveloper agrees to substantially complete construction of the Redeveloper Public
Improvements by December 31, 2010.
9. Redeveloper agrees to undertake the “Minimum Improvements” as shown in the Master Site Plan
(Exhibit B). In summary, the Redeveloper agrees to purchase the subject nine properties,
remove the current buildings and structures, construct the Redeveloper Public Improvements,
and construct a five story, mixed use building consisting of approximately 133 market rate
apartments, approximately 16,300 square feet of groundfloor commercial space, as well as
necessary underground and surface parking.
10. The Redeveloper agrees to provide sidewalks adjacent the Minimum Improvements along the
Excelsior Blvd and France Ave to the satisfaction of the City.
11. The Redeveloper shall construct an outdoor Plaza as depicted in the Site Plan for the use and
enjoyment of residents and invitees of the Minimum Improvements and members of the general
public. The Plaza shall incorporate amenities to be mutually agreed upon by the City and
Redeveloper, and which may include public art, street furnishings or landscaping, and or
decorative lighting elements. The parties agree that the City shall be responsible for the cost of
any maintenance and repair of the public art. The Redeveloper shall be allowed to perform these
same duties if the EDA fails to do so after the appropriate notice and cure opportunity and to be
reimbursed its costs and expenses.
12. Subject to Unavoidable Delays and market delays and provided the City has issued a building
permit, the Redeveloper agrees to commence construction on the Minimum Improvements by
May 1, 2009 and complete construction of the same by December 31, 2010.
13. The Redeveloper is initially responsible for: all costs of the Redeveloper Public Improvements.
All Public Improvement Costs that are Redeveloper’s initial responsibility are subject to
reimbursement through tax increment financing.
14. In order to offset the extraordinary costs associated with developing the Redevelopment
Property, the EDA agrees to take all steps necessary in accordance with State law to establish a
new Redevelopment Tax Increment Financing District, and to utilize tax increment from the
Redevelopment Property to fund the eligible activities specified in the Contract.
Meeting of November 10, 2008 (Item No. 3) Page 8
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
15. The tax increment from the Redevelopment TIF District will be payable to Redeveloper in the
form of one or more “TIF Notes”, which would be structured on the following basis:
¾ Issue total: Up to $1,450,000
¾ Type: Pay-as-you-go
¾ Term: Up to 13 years
¾ Interest Rate: 6.5%
¾ Admin Fee: 5%
¾ Fiscal Disparities: Paid from within the district
Note Provisions:
• The Contract would provide for one pay-as-you-go TIF Note in the maximum principal
amount of $1,230,000 to reimburse Redeveloper for such eligible costs as: business
relocation/reestablishment, demolition, soil remediation, site preparation, utility and
street work, underground parking, landscaping related to the Minimum Improvements
(the “Public Redevelopment Note”), secured by Available Tax Increment generated by
the Minimum Improvements.
• Redeveloper has requested additional TIF assistance for environmental costs, in the form
of an additional TIF Note (the “Additional Note”) also secured by Available Tax
Increment. The Additional Note shall be related to the environmental remediation on
the subject property. Redeveloper has not finalized the exact amount of the Additional
Note but estimates are that it would not exceed $220,000.
• Redeveloper has further requested contractual authority to assign and/or sell the
Additional Note to a third party, and has also requested the ability to request tax-exempt
TIF revenue notes to refund any outstanding TIF Note.
o Redeveloper is responsible for finding purchaser, and EDA is entitled to
review and approve underwriting criteria.
o EDA’s obligations to reimburse Redeveloper for Environmental Costs are
limited to net proceeds of the Additional Notes.
o Standard qualifications apply: Redeveloper understands that Available Tax
Increment may not be sufficient to pay principal and interest of the
Additional Notes, and any costs exceeding net proceeds are the sole
responsibility of Redeveloper.
o Redeveloper may request tax-exempt take-out of TIF Notes (the “Refunding
Notes”) secured by Available Tax Increment, subordinate to any outstanding
TIF Notes.
o EDA is not obligated to issue the Refunding Notes, and will base its decision
on projections of TIF revenue for the duration of the TIF District, approval
of the underwriter for the Refunding Notes, and various market, legal, and
timing constraints.
Meeting of November 10, 2008 (Item No. 3) Page 9
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
o If the net proceeds of the Refunding Notes are projected to be insufficient to
prepay the existing TIF Notes in full, the Redeveloper may (i) release the
EDA from its obligations with respect to the unpaid principal and interest on
the TIF Notes; (ii) pay the EDA an amount sufficient to prepay the
difference between the Refunding Notes and the TIF Notes; or (iii) waive its
right to request issuance of the Refunding Notes.
16. Lookback Provisions:
• Redeveloper has requested “earliest of” language: lookback calculation to be performed on
the earliest of (i) the date the Minimum Improvements reach 95% lease-up; (ii) the date of
any Transfer in whole or in part of the Minimum Improvements; or (iii) three years after the
date of issuance of the Certificate of Completion for the Minimum Improvements.
• The parties are further negotiating the remainder of the lookback language.
17. Both parties agree that any assistance provided to the Redeveloper under this Agreement is not a
“business subsidy” under Minnesota Statutes, Section 116J.993, subd. 3 because the assistance is for
redevelopment.
18. Redeveloper shall undertake all work related to the Redeveloper Public Improvements and the
Minimum Improvements in compliance with all applicable federal and state laws, including
without limitation all applicable state and federal Occupational Safety and Health Act regulations.
Any subcontractors retained by Redeveloper shall be subject to the same requirements.
19. If Redeveloper requires mortgage financing for the development of the Project, the EDA agrees to
subordinate its rights under the Agreement to the Holder of any Mortgage securing construction or
permanent financing, in accordance with the terms of a mutually-approved subordination
agreement.
20. Redeveloper agrees not to transfer the agreement or the redevelopment property (except to an
affiliate) prior to receiving a Certificate of Occupancy for the building without the prior written
consent of the EDA.
21. Redeveloper agrees that the EDA and the City will not be held liable for any loss or damage to
property or any injury to or death of any person occurring at or about or resulting from any defect
in the Redevelopment Property or the Minimum Improvements.
22. Developer agrees that the project will be professionally managed by a property management
company with substantial experience in operating mixed use developments and is subject to
EDA approval.
Meeting of November 10, 2008 (Item No. 3) Page 10
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
23. The parties agree that the Redeveloper shall be responsible for all maintenance (including snow
and ice removal) and repair costs associated with the Redeveloper Public Improvements on the
Redevelopment Property (“Maintenance Costs”) including:
• Private streets, alleys, driveways, service drives, surface parking stalls and parking
lots.
• Boulevards (excluding public street right of ways)
• Parking structures
• Sidewalks
• Public plaza
• Landscaping
• Stormwater ponds
Redeveloper agrees to keep the above Redeveloper Public Improvements in good condition and
is resposibile for all repairs of same. Redeveloper shall not be responsible for the maitenance and
repair of those public improvements typically maintained by the city’s Special Sercvice District
24. Upon the written request of the EDA or City, the Redeveloper agrees to file any petition to enter
into the special service district for the continued maintenance of the streetscaping along Excelsior
Boulevard right of way.
25. By no later than December 31, 2010, the Redeveloper shall submit to the EDA for review and
approval a plan for maintenance and operation of all pedestrian and landscaping improvements
located within the Redevelopment Property other than those within the Excelsior Boulevard
right of way (the “Maintenance Plan”). The Maintenance Plan must address, at a minimum:
snow removal from pedestrian connections and sidewalks; maintenance and replacement of
landscaping, irrigation and other streetscaping; snow removal and maintenance of any surface
parking and parking lots; and maintenance of the Plaza, but excluding maintenance covered by
the City’s Special Service District No. 2, a description of how the Maintenance costs will be
assessed to tenants; and enforcement mechanisms.
If the Redeveloper fails to perform the Maintenance in accordance with the Maintenance Plan,
the EDA, at its option and following thirty (30) days written notice to the Redeveloper, may
enter the Redevelopment property and perform the Maintenance. The Redeveloper agrees to
permit the City to specially assess any costs of the Maintenance proportionately against the
Minimum Improvements.
26. Upon satisfactory completion of the Minimum Improvements, the EDA will provide the
Redeveloper with a Certificate of Completion in recordable form, which shall specifically provide
that the Redeveloper’s obligation to construct the Minimum Improvements pursuant to the
Redevelopment Agreement is deemed satisfied.
Meeting of November 10, 2008 (Item No. 3) Page 11
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
27. Redeveloper agrees not to transfer the Redevelopment Agreement or the Redevelopment
Property (except to an affiliate) prior to receiving a Certificate of Completion without the prior
written consent of the EDA, except for construction mortgage financing and/or permanent
financing. The EDA's consent shall not be unreasonably withheld, conditioned or delayed. The
EDA agrees to provide its consent or refusal to consent to Redeveloper in writing within 10 days
after a request for such consent from Redeveloper.
28. The Redeveloper agrees to submit to the EDA written reports so as to allow the EDA to remain in
compliance with reporting requirements under state statutes. The EDA will provide information to
the Redeveloper regarding the required forms.
29. The Redeveloper agrees that no portion of the Redevelopment Property will be used for a
sexually-oriented business as defined in City Code, Section 14:5-3(28), a pawnshop, a check-
cashing business, payday loan agency, a tattoo business; or a gun business, and that such
restrictions may be placed in the Redevelopment Deed.
30. The Redeveloper agrees not to discriminate upon the basis of race, color, creed, sex or national
origin in the construction and maintenance of the Minimum Improvements and Public
Improvements as well as lease, rental, use or occupancy of the Redevelopment Property or any
improvements erected thereon.
31. Redeveloper acknowledges that the City/EDA makes no representations or warranties as to the
condition of the soils on the Redevelopment Property or its fitness for construction of the
Minimum Improvements.
32. Redeveloper, City and EDA agree to indemnify, defend and hold harmless each other and their
officers, employees, and agents (“Indemnified Parties”) from and against all cost, loss, claim, damage
or expense, including reasonable attorney fees, arising out of (i) any injury, property loss or damage
whatsoever that results or arises from the undertakings of this Agreement under this Section, except
to the extent such injury, loss or damage arises from the negligence of the Indemnified Parties; and
(ii) any work performed on or for the benefit of the Redevelopment Property by a person or entity
not a party to this Agreement, including without limitation all costs related to defense against or
removal of any lien or encumbrance, except to the extent such claim arises from a party directly
engaged by the Indemnified Parties.
Meeting of November 10, 2008 (Item No. 3) Page 12
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
EXHIBIT A
REDEVELOPMENT PROPERTY
The subject Redevelopment Property includes all or portions of the following nine (9) properties
and as reflected in the Master Site Plan.
PID: 0602824410002
City Address:* 3920 EXCELSIOR BLVD
PID: 0602824410069
City Address:* 3912 EXCELSIOR BLVD
PID: 0602824410053
City Address:* 3900 EXCELSIOR BLVD
PID: 0602824410052
City Address:* 3416 FRANCE AVE S
PID: 0602824410051
City Address:* 3412 FRANCE AVE S
PID: 0602824410050
City Address:* 3408 FRANCE AVE S
PID: 0602824410056
City Address:* 3417 GLENHURST AVE
PID: 0602824410057
City Address:* 3413 GLENHURST AVE
PID: 0602824410058
City Address:* 3409 GLENHURST AVE
Meeting of November 10, 2008 (Item No. 3) Page 13
Subject: Business terms for Redevelopment Contract with Bader Development for the Ellipse on Excelsior Project
EXHIBIT B
Master Site Plan
Meeting Date: November 10, 2008
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:
Comprehensive Plan Update.
RECOMMENDED ACTION:
No action is needed; this item is an overview of the community input and general schedule for
adopting the Comp Plan.
POLICY CONSIDERATION:
How does the City Council feel about the proposed timing for sending our draft Comprehensive
Plan out for review to surrounding communities and other jurisdictions and conducting a formal
community input process from January to May, 2009.
BACKGROUND:
A Comprehensive Plan is a long range plan that carries out the City’s Vision for the future. It sets
goals, policies and direction in a comprehensive manner and provides a framework for achieving the
city’s goals. It provides a touchstone to guide daily, weekly and monthly decisions that are
consistent with the chosen direction, goals and policies of the community as a whole. It ensures
consistent direction, coordinated plans, and prevents future conflicts.
Communities in the Twin Cities area are required by state law to update their Comprehensive Plans
at least every 10 years. The official date for submittal is December 31, 2008, however the
Metropolitan Council has granted us an extension until May 29, 2009.
COMPREHENSIVE PLAN PROCESS
We are nearing the completion of the draft Comprehensive Plan. The technical work needed to
update the plan is nearly done; Barr Engineering is completing the Surface Water Management Plan,
SRF Consulting is completing the Transportation Plan, SEH completed the Inflow & Infiltration
Study and the other components are being completed internally. The Planning Commission has
reviewed and discussed several components of the plan including utilities, parks and open space,
transportation, and land use. They will continue to be the primary group responsible for the
Comprehensive Plan, and will continue to be involved in the process.
Some sections will identify questions and issues that will require more in-depth study. For example,
our Transportation Plan will identify specific areas where further study will be needed.
Meeting of November 10, 2008 (Item No. 4) Page 2
Subject: Comprehensive Plan Update
The next step is to bring the draft plan to the community for input. This entails both meeting with
our own residents, businesses and stakeholder groups; and sharing the plan with our neighboring
cities and other key regional agencies like the watershed districts and the County.
Over the next 6 months staff will be meeting with neighborhoods and other stakeholders in St. Louis
Park to discuss the plan. We also will be seeking input and comments from outside agencies and
surrounding communities. The input garnered from this process will be incorporated in the plan
and used further before is brought to the City Council for approval and submittal to the
Metropolitan Council at the end of May, 2009.
In upcoming weeks staff will present the draft plan to the City Council at a study session in
anticipation of the City Council authorizing beginning the public review process. The target is to
ask the City Council for authorization to start the public review process in December, 2008.
At the Study Session staff will provide initial plans for getting community input on the draft
Comprehensive Plan.
FINANCIAL OR BUDGET CONSIDERATION:
None at this time.
VISION CONSIDERATION:
The recent community visioning process has set the stage for the direction of our Comprehensive
Plan. All of the Vision elements will be incorporated throughout the plan. In this way, we build
each Vision element into our goals, policies and action plans to be implemented on a daily and
weekly basis.
Attachments: Comprehensive Plan Outline
Prepared by: Meg J. McMonigal, Planning and Zoning Supervisor
Reviewed by: Kevin Locke, Community Development Director
Approved by: Tom Harmening, City Manager
Comprehensive Plan
Introduction
Vision St. Louis Park
Who We Are
A. Local History
B. Population, Households and
Employment
1. Data
2. Trends
C. 2030 Projections
Why We are a Livable Community
A. Land Uses
B. Redevelopment
Opportunities
C. Public Safety
D. Housing
E. Plan By Neighborhood
Connecting Our Community
A. Highways and Streets
B. Transit
C. Sidewalks and Trails
D. Aviation
Where We Connect
A. Parks and Open Space
B. Schools and Other
Gathering Places
C. Arts and Culture
Environmental Stewardship
A. Environment
1. Natural Environment
2. Best Management
Practices
3. Public Health
B. Utilities
1. Water
2. Sanitary Sewer
3. Stormwater
4. Other Utilities
How We Govern
A. City Organization
B. Public Facilities
C. Communications
D. Budgeting and Capital
Improvements
Planning
APPENDICES:
Water Supply Plan
Surface Water Management Plan
I & I Study
Sidewalk and Trails Plan
Vision
Meeting Date: November 10, 2008
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:
2009 Budget and Levy.
RECOMMENDED ACTION:
No formal action is requested or required at this time. This study session discussion is a follow-up
to the budget discussion held by the City Council on October 13. Based on the information
provided in this report, staff is requesting more specific direction from the City Council on a final
levy amount that it would be comfortable in considering. Based on this direction, staff will prepare
more specific budget recommendations for the November 24 study session.
POLICY CONSIDERATION:
• The recommendations provided in this report provide for a balanced budget at a 5.8% levy.
Is the Council comfortable with this levy adjustment?
• Does the Council want staff to recommend specific changes to the budget that will allow for
a lower levy amount? If so, what levy target does the Council want staff to work towards?
BACKGROUND:
In August, the Staff presented to the City Council a budget that was essentially intended to maintain
existing service levels. The City Council adopted a preliminary budget and levy in September that
reflected this policy. On October 13, the City Council discussed the budget and property tax levy in
light of an assumed drop in building permit revenues of $547,000. The discussion assumed a
6.27% property tax levy increase as our maximum levy for 2009. In order to balance this drop in
revenues, the use of $381,000 of fund balance was discussed and generally agreed to. In addition,
other budget reductions were recommended. Since the October 13 meeting a couple of key
assumptions have changed and are discussed below.
WHAT HAS CHANGED SINCE OCTOBER 13?
Revised Levy Limit:
Since the October 13 meeting, we received a revised levy limit determination from the Department
of Revenue of 5.8%. Our actual levy limit is $97,026 lower than originally estimated by staff when
we were at 6.27%.
Permit Revenues:
Based on a more thorough analysis, staff has revised the amount of building permit revenues
projected for 2009. The budgeted revenue for permits for the last seven years (2001-2007) averaged
about $1,558,000. Our actual revenues during that same timeframe exceeded the budget by almost
$200,000 per year, and totaled an average of $1,757,000.
Meeting of November 10, 2008 (Item No. 5) Page 2
Subject: 2009 Budget and Levy
With this analysis and a conservative review of upcoming developments for 2009, we predict a
moderately higher level of permit revenues, at $1,500,000, than we talked about on October 13.
This reflects an increase of $260,000. The graph below illustrates the budgeted and actual revenues
history over the last seven years.
2001 2002 2003 2004 2005 2006 2007 *2008 2009
Budget
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Year
$
Permit Revenues
Budget
Actual
Fund Balance:
Because we have such strong permit revenues in 2008, we anticipate a significant increase in the
balance of the General Fund at the end of this year. This will allow the use of some reserves to help
balance the 2009 budget. In addition, if permit revenues come in lower than the $1,500,000 level
we used to prepare the budget document, our fund balance will remain comfortably above 40%.
Additional Budget Adjustments:
At the October 13th meeting, the City Council indicated that it was willing to consider using the
maximum 6.27% levy adjustment and also asked staff to provide options to the Council which
would allow for a lower levy amount. Although are levy limit is now technically at 5.8%, for
consistency purposes staff has used the 6.27% levy figure as the starting point and from there has
provided scenarios of the kinds of cuts/methods necessary to achieve a .5%, 1% or 2% reduction to
that levy amount (e.g. to 5.8%, 5.27% or 4.27%). In order to keep the Councils discussion at a “big
bowl level”, rather than proposing detailed line item reductions at this time, staff is providing
examples of the of the types of changes which would have to occur to our budget to achieve a
specific levy reduction. A .5% levy reduction amounts to approximately $100,000 in cuts and or
new revenues. A 1% reduction amounts to $200,000. And finally, a 2% reduction amounts to
$400,000. For the meeting on Monday night staff will provide examples of the property tax impacts
for homeowners at various home values based on these three levy assumptions.
Meeting of November 10, 2008 (Item No. 5) Page 3
Subject: 2009 Budget and Levy
Scenario 1 - .5% levy reduction from 6.27% to 5.8% (approximately $100,000)
As noted earlier, the City’s true levy limit is at 5.8% which in and of itself requires a .5% downward
levy adjustment. This goal has been met based on the cuts/new revenues identified at the October
13 meeting (attached) as well as the use of $218,480 in fund balance and a revised upward estimate
of permit revenues of $260,000.
Scenario 2 – 1% levy adjustment from 6.27 to 5.27% (approximately $200,000)
Staff has taken the reduction to 5.8% as a given in order to meet our levy limit. This scenario
assumes a further $100,000 reduction in the levy in addition to the $100,000 (actually $97,026) cut
in Scenario 1. In order to achieve this reduction staff has provided the following examples of the
kinds of categories of additional adjustments that could be made.
• Shifts in funding sources. Examples include:
¾ State lobbying costs to EDA Development Fund ($10,000)
¾ Increase transfers from Enterprise Funds to General Fund (up to $100,688)
¾ Printing and publishing of the Comp Plan ($2,500)
• Service Changes – Examples include:
¾ Eliminate Sidewalk Snow Removal Enforcement ($15,000)
• Reduce budgeted assistance to School District for Police Liaison Officer (50% or $43,000)
• Continue to charge School District for election costs ($14,000)
• Miscellaneous reductions e.g. training, schools, mileage, supplies, etc ($14,400)
If the Council intentions were to come in at or near a 5.27 % adjustment, staff will provide more
specific recommendations for the November 24 meeting
Scenario 3 – 2% levy adjustment from 6.27% to 4.27% (approximately $400,000)
This scenario assumes a further $200,000 reduction in the levy in addition to the $97,026 cut in
Scenario 1 and the $100,000 cut in Scenario 2. This type of reduction will begin to require
noticeable changes in service levels, staffing, and programs. In order to achieve this reduction staff
has provided the following examples of the kinds of categories of adjustments that would need to be
made.
• Reduce remaining assistance to School District for Police Liaison Officer ($43,000)
Meeting of November 10, 2008 (Item No. 5) Page 4
Subject: 2009 Budget and Levy
• Modify or reduce communication functions. Examples include:
¾ Eliminate City School Calendar ($7,500)
¾ Reduce number of Park Perspective issues from 6 to 3 times per year ($50,000), or -
¾ Reduce distribution of Park Perspective from 25,000 mailings per newsletter to
5,000 and post electronically on web site or provide electronically via a subscription
service ($35,000) or
¾ Provide the Park Perspective in an electronic format only ($55,000)
• Reduce Services in Parks and Recreation. Examples include:
¾ Reduce Warming House Hours
¾ Shorten Aquatic Park Season by three days ($6,000)
¾ Eliminate one Aquatic Park weekend manager ($6,000)
¾ Eliminate Friday events from the summer playground program ($4,000)
• Other Service Changes – Examples include:
¾ Change rental inspection requirements from 2 to 3 years ($32,000)
¾ Eliminate seasonal custodial position ($14,000)
¾ Cut front counter/secretary in Inspections (1/2 time - $32,000)
¾ Cut overtime in Fire, Police and Public Works ($10,000)
¾ Cut random sidewalk and curb repair ($15,000)
• Undertake further shifts in expenses from the General Fund to capital funds or enterprise
funds.
• Undertake additional cuts to training, schools, etc. for staff.
• Consider other staffing reductions.
If the Councils desire is to come in at or near a 4.27 % levy adjustment, staff will provide more
specific recommendations for the November 24 meeting.
Some Other Budget Thoughts
Staff is very sensitive to the economic climate we are in right now and the need to be cognizant of
trying to keep our tax levy and related property taxes as low as possible. Having said that, staff feels
it would be remiss in not reminding the Council of the fact that levy limits will be in effect not only
for 2009 but also for 2010 and 2011. Since our levy limit cap increase for 2010 will be calculated
based on our levy for 2009, the lower we keep our levy in 2009 the lower our total allowable levy
will be in 2010. Sadly, this thinking is one consequence of the State’s imposition of levy cap’s and
has proven in the past to affect how cities state wide set there levies. In other words, cities feel
compelled to levy to the cap regardless of whether they actually may need to in order to protect their
flexibility in future years to deal with real or perhaps unforeseen budget needs.
Meeting of November 10, 2008 (Item No. 5) Page 5
Subject: 2009 Budget and Levy
Given that 2010 could be a difficult budget year for us, the Council may want to keep this in mind
as well.
FINANCIAL OR BUDGET CONSIDERATION:
The decisions we make over the next month will shape the course of the City’s levy for the next
several years. We must carefully consider both the immediate and long-term effects on our ability to
provide services to our constituents.
VISION CONSIDERATION:
Vision, including strategic directions, was used in preparing the budget documents.
Attachment: October 13 Recommended Budget Adjustments
General Fund Summary
Budget Narratives
Prepared by: Bruce DeJong, Finance Director
Approved by: Tom Harmening, City Manager
City of St. Louis Park
2009 Budget Changes from Preliminary Levy Adoption
10/13/2008
One New
Department Line Item Expense Description Cut Shift Time Revenue
Administration 6550 Lobbying Cut state lobbying 5,000
6630 Other Contractual Employee development 5,000
7050 Printing Vision communication 5,000
7601 Memberships Based on previous cost 2,500
7603 Conferences Based on Council participation 10,000
Employer Contribution - Health Ins 144,000
Subtotal 166,500 5,000 - -
Human Resources 6410 Arbitration Cut arbitration usage 2,500
6460 Advertising Reduce StarTribune ads 2,000
Subtotal 4,500 - - -
IR - Tech Services Hamilton House connection 2,700
Legal Intellectual Property Attorney 5,000
Training Reduce IT training 3,000
Subtotal 5,700 - 5,000 -
IR - Supp Svcs Postage Reduce mailing cost 10,000
Revenue GraffitiNet revenue 3,000
Subtotal 10,000 - - 3,000
Facilties Maint 7503 Rental Buildings Don't store WiFi Equipment 20,000 20,000
6212 General Supplies 2,000
6222 Building Supplies 3,500
6410 General Professional Complete HVAC Study in 2008 10,000
6831 Telephone 2,000
Subtotal 27,500 30,000 - -
Police Contributions Teens Alone 2,000
Graffiti Eliminate Supplies 1,500
Fingerprint software 3,680
Capital West End Security 5,700
Subtotal 3,500 - 9,380 -
Fire CERT program 20,000
Paging Study 10,000
Uniform Draw System 4,100
Radios and radio batteries 6,000
Subtotal 30,100 10,000 - -
Inspections From BH Memo Permit Revenue Reduction (547,000)
From BH Memo Temp Inspector (30,000)
6410 General Professional 2,000
6630 Other Contractual 1,000
7050 Printing 1,500
4202 Electrical 3,000
4203 Mechanical 2,000
4210 Plumbing 2,000
4208 Point of Sale 2,000
4106 Tobacco 300
4111 Food and Beverage 3,000
4125 Public Sanitary 800
4121 Massage 300
4123 Lodging 400
4120 Vehicle Parking 200
4131 Tree Maintenance 1,000
4115 Solid Waste 300
4107 Temp Food Service 200
Subtotal 4,500 - - 15,500
PW - Administration 6410 General Professional Reduce Consultant Expenses 10,000
Subtotal 10,000 - - -
PW - Engineering 6630 Other Contractual Reduce non-project consultant cost 15,000
Subtotal 15,000 - - -
PW - Operations 7301 Electric Service Eliminate signal at Zarthan/Lake 2,000
6630 Other Contractual reduce sidewalk and curb repair 5,000
6012 Overtime Reduce OT expense 5,000
Subtotal 12,000 - - -
Organized Rec Eliminate Saturday Concert Series 10,000
Park-ticipation Bus 30,000
City-Wide Open House 10,000
Sell Hot Cocoa at rinks 2,000
Subtotal 40,000 10,000 - 2,000
Park Maintenance STS crews mow entrance signs 3,000
Subtotal 3,000 - - -
Environmental Reduce elm tree injection subsidy 20,000
Increase admin surcharge for blvd trees 5,000
Subtotal 20,000 - - 5,000
Total Levy Impact 129,820 (224,700) 55,000 14,380 25,500
Original Budget Deficit 251,634
Total Fund Balance Used 381,454
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 6
City of St. Louis Park
General Fund and Park & Rec
r November 10, 2008
2004 2007 2008 2009
Actual Actual Adopted as of 10/29/08 % change
AVAILABLE RESOURCES
General Fund Revenues:
General Property Taxes 14,327,844$ 12,332,531$ 14,107,179$ 14,967,775$ 6.1%
Licenses and Permits 2,569,869 2,940,137 2,712,715 2,515,000 -7.3%
Intergovernmental 1,713,489 2,283,249 1,709,365 1,647,214 -3.6%
Charges for Services 2,850,801 1,044,320 1,084,975 1,201,900 10.8%
Fines, Forfeits, and Penalties 251,256 277,005 311,000 312,000 0.3%
Investment Earnings 108,006 526,346 325,000 350,000 7.7%
Miscellaneous Revenue 786,891 145,282 102,000 102,000 0.0%
Transfers In 2,554,666 2,659,532 2,555,694 2,628,910 2.9%
Use of Fund Balance -
Total General Fund Revenues 25,162,822$ 22,208,402$ 22,907,928$ 23,724,799$ 3.6%
Appropriations 24,021,606$ 21,254,682$ 22,907,928$ 23,943,279$ 4.5%
Net Revenue Over (Under)
Appropriations 1,141,216 953,720$ -$ (218,480)$
Park & Recreation Revenues:
General Property Taxes 14,327,844$ 3,541,220$ 3,750,197$ 4,075,618$ 8.7%
Licenses and Permits 2,569,869 6,300 - - 0.0%
Intergovernmental 1,713,489 55,841 56,402 55,702 -1.2%
Charges for Services 2,850,801 1,304,166 1,058,170 1,141,598 7.9%
Fines, Forfeits, and Penalties 251,256 - - - 0.0%
Investment Earnings 108,006 - 1,600 - -100.0%
Miscellaneous Revenue 786,891 1,105,099 834,161 895,000 7.3%
Transfers In 2,554,666 198,791 75,000 - -100.0%
Total Park & Recreation Revenues 25,162,822$ 6,211,417$ 5,775,530$ 6,167,918$ 6.8%
Appropriations -$ 5,774,973$ 5,775,530$ 6,167,918$ 6.8%
Net Revenue Over (Under)
Appropriations 25,162,822$ 436,444$ -$ 0$
Assumes +$260,000 in permit revenues Total Budget Gap (218,480)$
Summary of Actual & Budgeted Revenues
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 7
City of St. Louis Park
General Fund and Park & Rec
October 13, 2008
Department, Division 2007 2008 CM
and Activity Actual Adopted Proposed % change
General Government:
Administration/Legislative 936,706$ 1,034,327$ 1,002,335$ -3.1%
Communications & Marketing 192,117 287,782 299,225 4.0%
Community Outreach 111,755 83,983 86,055 2.5%
Human Resources 581,874 629,674 644,550 2.4%
Information Resources 1,545,110 1,460,839 1,483,770 1.6%
Finance 1,100,538 1,123,213 1,168,480 4.0%
Community Development 1,027,281 1,080,897 1,110,750 2.8%
Facilities Maintenance 1,135,194 1,187,926 1,203,942 1.3%
Total General Government 6,630,575 6,888,641 6,999,107 1.6%
Public Safety:
Police 6,291,045 6,927,117 7,307,522 5.5%
Fire Protection 2,762,736 3,029,118 3,121,673 3.1%
Inspectional Services 1,743,479 1,852,874 2,053,927 10.9%
Total Public Safety 10,797,260 11,809,109 12,483,122 5.7%
Public Works:
Public Works Administration 797,114 832,583 855,450 2.7%
Engineering 816,501 785,182 924,300 17.7%
Operations 2,213,232 2,412,413 2,501,300 3.7%
Total Public Works 3,826,847 4,030,178 4,281,050 6.2%
Park & Recreation:
Organized Recreation 1,241,759 1,250,699 1,292,110 3.3%
Recreation Center 1,314,548 1,358,383 1,455,167 7.1%
Park Maintenance 1,396,902 1,377,518 1,460,835 6.0%
Westwood 455,855 466,678 492,036 5.4%
Environment 531,172 288,982 286,993 -0.7%
Vehicle Maintenance 834,737 1,033,270 1,180,777 14.3%
Total Park & Recreation 5,774,973 5,775,530 6,167,918 6.8%
Non-Departmental:
General Services/Contingency - 180,000 180,000 0.0%
City Contribution Increase Estimate
Total Non-Departmental - 180,000 180,000 0.0%
Total General & Park Funds 27,029,655$ 28,683,458$ 30,111,197$ 5.0%
Total Increase in Expenditures 1,427,739$
Summary of Actual & Budgeted Expenditures By Department and Division
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 8
Service Overview
Administrative Services: Administrative
Staffing
Administrative Services department has 2 main divisions - Administrative (included in this budget page) and Human
Resources (in separate budget page). The department provides support to the overall administration of the City’s
affairs. The department provides service to Mayor, Council, City Departments, Community Partners, and the Public.
We provide service and assist in other activities such as: working with ordinances, resolutions, agendas, minutes,
contracts, bids, legal notices, city clerk activities, charter, advisory boards and commissions, legal, coordination with
other government entities, and assisting the public. Administrative Services also assists with special projects and
programs such as Vision, Arts Grant Administration, Transportation including rail, Collaborative work with other
agencies, Elections, Legal and Legislative.
Several years ago this budget was revised to streamline operations and provide better service delivery. The budgets
of legislative and administration were combined, along with moving communications to Information Resources.
Administrative Services, in collaboration with other city departments, is leading several internal service initiatives,
including environmental services review and setting initiatives, property foreclosures workgroup, and bi-annual city-
wide residential surveys. Staff will continue to provide excellent services and reach out to members of our staff,
community, boards, commissions, and public.
Positions included in budget are: City Manager, Management Assistant, City Clerk, two Office Assistants, and
Election Judges (hired as needed for election activities). This budget also includes Mayor, Council, and recording
secretaries for Council, Boards and Commissions meetings.
Deputy City Manager/
HR Director
Human Resources Coordinator Management Assistant Organizational Development
Coordinator (.75)
HR Office Assistant Payroll Clerk City Clerk Office Assistants (2)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 9
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 440,801$ 495,262$ 511,250$ 531,500$
Supplies 3,524 2,614 4,350 3,700
Services & Other Charges 353,879 438,830 518,727 467,135
Other Expenses - - - -
Total Expenditures 798,204$ 936,706$ 1,034,327$ 1,002,335$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Administrative Services: Administrative
Staff was able to keep overall costs stable for the 2009 Administrative Services budget through careful review and
planning. Our election costs are lower since we had to budget for a presidential election in 2008. Staff also
anticipates increased license revenues mid-year due to the West End development and the estimated 10 new
restaurants scheduled to open in 2009 and this is included in the revenue projection.
Personal Services
53.03%
Services
46.60%
Supplies
0.37%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 10
Information Resources: Communications & Marketing
Service Overview
Staffing
Achieving Vision St. Louis Park’s goals—informed citizens, innovative partnerships, positive public
participation, and community connections—require the City to provide proactive, targeted and timely
information and support services to citizens. Communications/Marketing disseminates information to
enable residents to take full advantage of City services, promote compliance with ordinances, foster
understanding of issues facing the community, and promote the desirability of living and doing business
in St. Louis Park. To accomplish this mission, this division publishes newsletters and the Community
Handbook, posts a web site, distributes new resident packets, issues news releases, and creates brochures
and reports.
Communications and Marketing provides service and support to all city departments regarding both internal and
external messaging needs. In 2006 the city reviewed its communication program methods and developed a
communications plan. It was determined in order to continue to provide high quality communications services, all
communications functions should be grouped together. The result was the Communications Coordinator position
moved from Administrative Services to Information Resources to work directly and converge with Cable and Web
services. Also, in order to meet communication demands, consultants are used to assist with production of
newsletters, media releases, writing, design, graphics, and general communication needs. In 2008, a communications
intern was added at 20 hours a week to assist the Web Developer, Communications Coordinator and Cable TV staff.
Our objectives are:
• to continue to provide high quality communications services to our customers
• to build capacity into the communications function to handle the increased communications needs as reflected
in the communications plan, including new methods and options to distribute information (i.e.: electronic
newsletters/subscriptions)
• to increase support to all city departments in communications and marketing
• to coordinate all of our communications activities for delivering information, including through Cable and Web
services, to both recognize and consciously exploit the convergence of technology and communications
• to begin the study on implementation of branding/total package program for marketing within our city
Communications is staffed by a full-time communications coordinator, one of two division heads, in Information
Resources. The division also includes a web developer and a combination of 6 part-time and full-time cable tv staff and
one intern. The cable tv staff and related expenses are budgeted in the Cable TV fund.
Technology and Support
Services
Director
IT
Manager
Senior Support
Services Rep
Support
Services
Representative
Support
Services
Receptionist
Communications
Coordinator
Community
TV Coordinator
Web
Developer
Program
Manager
Civic TV
Coordinator
IT Technician GIS
Technician
IT Temp
(Part Time)
Broadband
Coordinator
Program
Producer
Program
Producer
(Part Time)
Program
Producer
(Part Time)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 11
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 32,328$ 70,158$ 173,932$ 184,980$
Supplies 598 890 - -
Services & Other Charges 150,615 121,069 113,850 114,245
Total Expenditures 183,541$ 192,117$ 287,782$ 299,225$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Information Resources: Communications & Marketing
Changes to the 2009 budget are limited to a small decrease in the cost of printing and publishing related to an
favorable vendor negotiations. Also, there are no special publications to be produced in 2009 (i.e. Community
Handbook). Funds for legal services related to exploring the city's intellectual property rights will be funded outside of
the General Fund.
Services
38.18%Personal Services 61.82%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 12
Police: Community Outreach
Service Overview
Staffing
Community Outreach promotes diversity awareness, supports neighborhood groups, and fosters volunteerism,
community involvement, and pride. It accomplishes this mission by educating residents at community meetings and
events, assisting the Human Rights Commission, the Vision Outcomes committee, and neighborhood associations, by
providing support to nonprofit groups and volunteers, and making connections with other City departments.
In 2007, Community Outreach moved from the Administrative Services Department to the Police Department.
Community Outreach continues to strive to provide excellent service to reach out to members of our community and
work with other departments in support of our vision of being a connected and engaged community.
Community Outreach is staffed by a full-time Community Liaison person.
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 13
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 51,882$ 70,166$ 73,127$ 76,500$
Supplies 176 233 1,100 850
Services & Other Charges 39,163 41,356 9,756 8,705
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 91,221$ 111,755$ 83,983$ 86,055$
Summary of Actual & Budgeted Expenditures
2009 Budgeted Expenditures
Budget Highlights
Police: Community Outreach
Supplies
0.99%
Services
10.12%
Personal Services
88.90%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank
charges
Expenses are relatively low for Community Outreach, yet the impact of Community Outreach efforts is high. This
budget covers the Community Connection Specialist's salary and expenditures, mediation contract services, and
expenses for the Human Rights Commission and new neighborhood organizing. Neighborhood grant funds, which
are administered by Community Outreach, are included in the Housing Rehabilitation Fund budget.
The expense for volunteer coordination with the St. Louis Park Schools in the amount of $35,000 has been
transferred out of the Community Outreach budget and into the Human Resources budget for 2008.
Community Outreach is entirely funded by a transfer from the Housing Rehabilitation fund.
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 14
Administrative Services: Human Resources
Service Overview
Staffing
The Human Resources mission is to provide quality services to current and potential employees. We provide
services in the areas of:
- Organizational development, employee development, training, facilitation process, and coaching
- Recruitment and selection
- Payroll, compensation programs, independent contractors, temporary/seasonal staffing
- Workers compensation and various leave programs
- Benefit administration with VEBA and HCSP programs
- Labor relations, negotiations, arbitration and assistance in employee issues
- Employee relations, recognition, communication, policy and program development and implementation
- Handling employment mandates including FMLA, Pay Equity, DOT testing, Vet's Preference, etc.
We have the unique opportunity to work closely with all employees. Our workforce includes non-organized as
well as 5 organized employee groups, paid-on-call firefighters and temporary and seasonal employees.
Our HR staff will continue to strive to provide excellent service to help employees learn and grow to meet the
service demands of our customers in areas listed above. As part of Administrative Services Department, we will
continue to work with a larger group to support each other with service delivery.
The Human Resources team consists of the following staff members: Deputy City Manager/Human
Resources Director, part-time Organizational Development Coordinator, HR Coordinator, Payroll Clerk, and
Office Assistant.
Deputy City Manager /
Human Resource Director
Human Resources
Coordinator
Organizational
Development
Coordinator (.75)
Management
Assistant
Human Resources
Office Assistant Payroll Clerk Office Assistant City Clerk Office Assistant
Deputy City Manager /
Human Resource Director
Human Resources
Coordinator
Organizational
Development
Coordinator (.75)
Management
Assistant
Human Resources
Office Assistant Payroll Clerk Office Assistant City Clerk Office Assistant
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 15
2006 2007 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 426,982$ 447,641$ 459,624$ 481,000$
Supplies 1,517 1,893 2,000 2,000
Services & Other Charges 129,363 132,340 168,050 161,550
Other Expenses - - - -
Total Expenditures 557,862$ 581,874$ 629,674$ 644,550$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Administrative Services: Human Resources
2008
Administrative Services department has 2 main divisions - Human Resources and Administrative (in separate
b udget page). Since 2004, Human Resources, through Organizational Development have been offering our training
programs to professionals from other cities, in addition to our own employees. As a result of this initiative, we are
able to report revenues of approximately $10,000 in 2004, and $15,000 in 2005 and 2006. In 2007, a new, award
winning program for emerging leaders was developed and implemented called University of Park. This program
brought revenue from other departments and cities in order to offset the costs of visiting trainers and speakers. The
revenue for all training in 2007 topped $26,000, which includes revenue received for programs delivered in 2008.
We continue to research and review training and development needs and are excited to continue offering this
training to others in 2009.
In 2009 we would like to implement on line application process with the assistance of IR. We are also working
toward implementation of a employee self service program through payroll.
Staff was able to keep overall costs stable for the 2009 Human Resources budget through careful review and
planning.
Supplies
.31%
Services
25.06%Personal Services
74.63%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and
non-capital
Services: Contractual services, insurance,
utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 16
Information Resources: Information Technologies
Service Overview
Staffing
In 2007, the Department of Information Resources (IR) was created by combining what were the Department of
Technology and Support Services (TSS) and Division of Communications and Marketing, previously part of the
Department of Administrative Services. At this time, the Division of Information Technologies (IT) was created within
IR. IT focuses on installation and maintenance of various technologies, especially digital technology. This support
allows departments to focus on improved efficiency and effectiveness of City service delivery, the re-engineering of
workflows to meet evolving business needs, and the support of decision-making processes throughout the City. This is
accomplished by departments keeping a pulse on community needs and helping to address them through communicating
with service users and citizens, the allocation of scarce resources, and fostering both standard and innovative uses of
information and technology. To these ends, the primary areas of IT activity include mission-critical computer
applications in tandem with LOGIS (Local Government Information Systems), a 30-agency computing consortium
formed through a joint powers agreement in 1972. IT’s role is to work in cooperation with LOGIS staff in the successful
use, troubleshooting, and replacement of mission-critical applications, as well as the wide and local area networks that
form a major component of the information infrastructure. IT also collaborates with many third-party vendors in support
of applications used by various departments. PC, printer, mobile computing, and local area network technical support
and maintenance is a major function served by IT.
The Division of Information Technologies (IT) includes an IR division head, the IT Manager. In addition, there is
one IT Technician and one GIS Technician. Temporary employees are utilized during peak work loads.
Chief Information
Officer
IT
Manager
Senior Support
Services Rep
Support Services
Representative
Support Services
Receptionist
Communications
Coordinator
Community
TV Coordinator
Web
Developer
Program
Manager
Civic TV
Coordinator
IT Technician GIS
Technician
IT Temp
(Part Time)
Broadband
Coordinator
Program Producer Program Producer
(Part Time)
Program Producer
(Part Time)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 17
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 524,275$ 606,923$ 386,778$ 401,000$
Supplies 31,325 50,172 - -
Services & Other Charges 837,059 888,015 709,660 709,684
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 1,392,659$ 1,545,110$ 1,096,438$ 1,110,684$
Summary of Actual & Budgeted Expenditures
2009 Budgeted Expenditures
Budget Highlights
Staffing
Technology and Support Services (continued)
Summary of Actual & Budgeted Expenditures
Information Resources: Information Technologies
IT provides staffing for citywide network and computer-related tasks. Some departments provide staffing for their
specific information management needs. Between 1983 and 2006, there was one dedicated in-house full-time PC
technician -- the Network Administrator. Temporary staffing services were used on occasion as the budget allowed.
In 2006, an IT Technician was added who assists with many of the incoming IT problem requests and projects. The
web management function was also transferred from Administrative Services to IT in 2005. The Web Coordinator /
Applications Developer supports e-government, City web site content management and development, and intranet
development. This position was moved to the Division of Communications and Marketing when it became part of IR
in 2007. A GIS Technician was added in 2007 to augment GIS support provided through LOGIS.
The unified backup tape library system, storage area network, and e-mail server cluster added in 2008 to enhance
system capacity, reliability, availability, and recovery is already in need of expansion in 2009. This becomes ever
more critical given growing reliance on electronic storage by employees and, increasingly, the public. The budget
will reflect business as usual with increased focus on green efforts in accordance with the Vision recommendations.
Some key things in the budge include more duplex printers implemented, remote technologies available for
conference rooms and city building wireless access to accommodate the growing use of electronic agendas, and an
increase in the number of wireless cards for department laptops out in the community.
Personal Services
36.10%
Services
63.90%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 18
Information Resources: Support Services
Service Overview
Staffing
In 2007, the Department of Information Resources (IR) was created by combining what were the Department of
Technology and Support Services (TSS) and Division of Communications and Marketing, previously part of the
Department of Administrative Services. At this time, the Division of Support Services was created within IR.
Support Services is composed of office services and receptionist staff. Primary areas of Support Services
activity include City Hall reception, bulk office supplies, management of paper and imaged records, self-service
centers, copiers, fax machines, copy-duplicator, laminator, collator, folder, other office support equipment, and
related maintenance service contracts. Support Services also handles most large copying services, distribution of
daily in-coming, inter-office, and out-going standard and bulk mail, including services to remote City buildings,
and printing of some neighborhood newsletters.
The Division of Support Services includes a lead Senior Support Services Representative, Support Services
Representative, and Receptionist.
Chief Information
Officer
IT
Manager
Senior Support
Services Rep
Support
Services
Representative
Support
Services
Receptionist
Communications
Coordinator
Community
TV
Coordinator
Web
Developer
Program
Manager
Civic TV
Coordinator
IT Technician GIS
Technician
IT Temp
(Part Time)
Broadband
Coordinator
Program
Producer
Program
Producer
(Part Time)
Program
Producer
(Part Time)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 19
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 524,275$ 606,923$ 179,901$ 174,000$
Supplies 31,325 50,172 33,500 30,800
Services & Other Charges 837,059 888,015 151,000 168,286
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 1,392,659$ 1,545,110$ 364,401$ 373,086$
2009 Budgeted Expenditures
Budget Highlights
Staffing
Summary of Actual & Budgeted Expenditures
Information Resources: Support Services
The major project above and beyond daily operational requests and duties is assistance in imaging sets of
electronic and paper records that are important from both an archival and information retrieval perspective.
There are many official documents in the city organization and significant efforts are required to ensure they
are physically or electronically scanned into images, with reliable backup and ease of retrieval being of
primary importance. Resource limitations are what govern the pace at which such records can be scanned.
Some departments may be willing to assist, and may be the most knowledgeable, for these major projects.
Supplies
8.26%
Personal Services
46.64%
Services
45.11%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 20
Staffing
Finance: Accounting/Treasury Division
Service Overview
The Accounting Division's primary mission is to ensure the short and long-term financial stability of the City
through the development of sound financial policies and practices. The division is responsible for maintaining
financial records and investments for both the City and Economic Development Authority, as well as providing
assistance to all city departments and divisions in daily operations. The division also contracts with the Housing
Authority to perform accounting services. Division responsibilities include:
- Prepare the City's budget document and annual comprehensive financial report
- Responsible for collection, investment, disbursement, and documentation of City funds
- Coordinate the Capital Improvement Program
- Provide billing, collection, and accounting for all utility accounts
- Manage cash and investments
- Manage debt issuance
- Prepare financial forecasts to ensure viability of programs
- Risk Management
The Accounting/Treasury division is staffed by the Director of Finance, Assistant Finance Director, three (3)
Accountants, and five (5) Accounting Clerks. Two of the Clerks are funded by Enterprise Funds. Additional
allocations are made to the Economic Development Authority, Housing Authority and other funds throughout the
City for services provided by this division.
Finance Director
Assistant Finance
Director
City Assessor
Accountant (2)Senior Account
Clerk
Accounting
Clerk (4)
Commercial
Appraiser
Residential
Appraiser II
Residential
Appraiser I
Senior Accountant
Assessing
Technician
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 21
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 534,836$ 469,776$ 506,253$ 528,000$
Supplies 3,079 3,548 2,800 3,000
Services & Other Charges 131,792 242,563 153,016 148,450
Capital Outlay - - - -
Other Expenses 1,794 1,068 450 1,000
Total Expenditures 671,501$ 716,955$ 662,519$ 680,450$
2008 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Finance: Accounting/Treasury Division
There are no significant increases in the 2009 budget. We will be going out for bid on audit services for the 2008
fiscal year.
Personal Services 77.60%
Supplies
0.44%
Services
21.82%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 22
Finance: Assessing Division
Service Overview
Staffing
The Assessing Division is responsible for the annual valuation and classification process involving 16,000+ parcels of
real estate located in St. Louis Park. The assessing function is statutorily required and serves as the foundation for the
property tax system in Minnesota. Related services include quintile inspections; new construction and permit
inspections; homestead processing; tax court defense; abatements; maintenance and operation of the Property Data
System (PDS); resource assistance for special assessments, housing improvement associations, acquisition &
classification of right-of-way; and an information support function for internal and external customers.
The Assessing Division of the Finance Department will be staffed in 2008 with 5 full-time employees. Staff
included in this budget are the city assessor, two residential appraisers, an assessing technician, a commercial
appraiser, and a part-time intern. Full-time staffing levels will revert back to the level before the significant Local
Government Aid cuts several years ago forced reductions.
Finance Director
Assistant Finance Director City Assessor
Accountant (2)Senior Account
Clerk
Accounting
Clerk (4)
Commercial
Appraiser
Residential
Appraiser II
Residential
Appraiser I
Senior Accountant
Assessing
Technician
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 23
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 357,134$ 370,457$ 445,154$ 471,200$
Supplies 2,967 776 1,200 1,225
Services & Other Charges 12,945 12,350 14,340 15,605
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 373,046$ 383,583$ 460,694$ 488,030$
Summary of Actual & Budgeted Expenditures
2009 Budgeted Expenditures
Budget Highlights
Finance: Assessing Division
The budget for the Assessing Division has fluctuated over the past few years due to staffing changes and internal
shifts for cost allocations. The Division and other LOGIS cities utilize a computer assisted mass appraisal system,
Property Data System (PDS-LOGIS), which has recently been completed and implemented. The primary cost for
the system will be paid for by LOGIS.
Budgeting for 2009 brings the Division back to full staff and includes allocation for an intern to leverage the full-
time staff workload.
Supplies
0.25%Services
3.20%
Personal Services
96.55%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 24
Community Development and Planning
Service Overview
Staffing
Community Development encompasses activities associated with Planning and Zoning, Housing, and Economic
Development. These activities require interaction with and provide staff support to the City Council, Planning
Commission, Board of Zoning Appeals, Housing Authority, Economic Development Authority, Special Task
Forces, and the Multi-Family Housing Coalition, to name a few. Services provided include administration of the
Zoning & Subdivision Ordinances and the Comprehensive Plan. Community Development also administers
housing programs and facilitates economic development and redevelopment.
Community Development is staffed by 15 full-time and 2 permanent part-time employees. Consultants are also a
key supplement to and support for staff resources. Funding for consultants is either tied to specific projects or
comes from special sources like grants or the Development Fund.
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 25
2006 2007 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 912,972$ 969,733$ 1,019,147$ 1,047,000$
Supplies 1,511 986 4,000 4,000
Services & Other Charges 37,806 56,562 57,750 59,750
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 952,289$ 1,027,281$ 1,080,897$ 1,110,750$
2009 Budgeted Expenditures
2008
Summary of Actual & Budgeted Expenditures
Budget Highlights
Community Development and Planning
The 2009 budget is essentially a flat budget. There are no new staff or programs proposed. There are no budget
changes proposed for most non-personnel expense line items with the exception of a $2,000 increase in the
Training line item. The increase will fund planning staff participation in the 2009 American Planning
Association National Conference which is being held in Minneapolis for the first time in many years.
Economic development and housing rehabilitation activities are in separate budgets apart from the General
Fund. The Housing Authority is a seperate legal entity from the City.
Supplies
0.36%
Services
5.38%
Personal Services 94.26%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 26
Inspections: Facilities Maintenance
Service Overview
Staffing
The Facilities Maintenance Division is an internal support organization with operating responsibility for City Hall,
Police Station, Fire Stations 1 & 2, Westwood Nature Center, the Municipal Service Center, and specific equipment
functions. Long-term capital improvements to these sites are coordinated by this division including management of
related construction projects . The division assists other City departments in the areas of property management,
residential/commercial demolitions, and coordination of the City’s participation in the Hennepin County Sentence-
To-Serve (S.T.S.) program. This Division also provides fee based management and maintenance services to the
Special Service Districts.
This division operates with a full-time staff consisting of one superintendent and five maintenance personnel. Part-
time help is used seasonally. Large projects requiring increased staff levels are accomplished by supplemental staff
drawn from other divisions. Facilities Maintenance division is part of the Inspections Department.
Inspections
Director
Chief Building
Official
Environmental
Health Official
Administrative
Supervisor
Building Codes
Inspectors (3)
Building Codes
Inspector/Electrical
Specialist (2)
Building Codes
Inspector/Plumbing
Specialist
Environmental
Housing Inspectors (5)
Environmental
Health
Specialists (1.5)
Permit
Technicians (2)
Department
Secretary
Facilities Maintenance
Superintendent
Maintenance (5)
Inspections
Director
Chief Building
Official
Environmental
Health Official
Administrative
Supervisor
Building Codes
Inspectors (3)
Building Codes
Inspector/Electrical
Specialist (2)
Building Codes
Inspector/Plumbing
Specialist
Environmental
Housing Inspectors (5)
Environmental
Health
Specialists (1.5)
Permit
Technicians (2)
Department
Secretary
Facilities Maintenance
Superintendent
Maintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 27
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 454,538$ 487,900$ 510,784$ 534,000$
Supplies 106,711 144,645 140,500 131,500
Services & Other Charges 316,218 502,649 536,642 538,442
Total Expenditures 877,467$ 1,135,194$ 1,187,926$ 1,203,942$
Summary of Actual & Budgeted Expenditures
2009 Budgeted Expenditures
Budget Highlights
Inspections: Facilities Maintenance
In 2007, the Facilities Maintenance budget increased significantly as certain expenses for the operation of the
Municipal Service Center (MSC) building were transferred into this budget. The Facilities Division now has operating
responsibilites for the MSC site.
The City currently uses the STEP building at the corner of Hwy 7 and Wooddale for storage, but this building will be
taken down early in 2009 to prepare for the intersection project. Alternative storage space is being researched for 2009,
but this may have little if any impact on this budget.
Personal Services 44.35%
Supplies
10.92%
Services
44.72%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 28
Staffing
Service Overview
Police Department
The mission of the police department is to provide citizens with quality service, professional conduct, and a safe
environment in which to live, work and learn. The police department responds to emergencies and investigates crime
and disorder in the community. In addition, the department works with the community to develop strategies for the
prevention of crime and disorder and the promotion of quality of life in our neighborhoods.
In 2009, the authorized sworn staffing of the police department will be maintained at 51 police officers, a ratio of 1.2
per thousand population. The police department also has 18.5 full time non-sworn employees and 3 temporary, part-
time employees. Approximately 89% of the police department's operating budget is allocated to personal services.
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 29
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 5,543,241$ 5,754,996$ 6,185,321$ 6,572,294$
Supplies 105,474 120,764 188,850 186,675
Services & Other Charges 580,740 414,783 552,343 547,553
Other Expenses 679 502 600 1,000
Total Expenditures 6,230,134$ 6,291,045$ 6,927,114$ 7,307,522$
Summary of Actual & Budgeted Expenditures
Police Department
Budget Highlights
2009 Budgeted Expenditures
The police department's 2009 budget proposal contains the following requests for new funding or increases in existing
categories:
Temporary Employees, $3,120 increase - This proposed increase will add 10 hours per week to the CSO/Cadet work
schedule for approximately 26 weeks of the year to allow regular maintenance of the batteries in the 4 portable speed
boards that were purchased in 2008. The speed boards require battery rotation every 48 hours to ensure continuous
operation.
Overtime, $10,000 - This proposed increase will allow the clerical staff to work additional hours when needed so that
both routine responsibilities and special projects are completed in a timely manner. Recent initiatives such as graffiti
tracking, crime free multi-housing and crime pattern analysis have resulted in increased workloads for the clerical staff,
and the increase in overtime will allow the clerical supervisor to monitor and assess long-term clerical needs.
Police Equipment - Fingerprinting Equipment, $3,680 - Funding for this purchase will come from a source outside of the
General Fund. A software connection between the fingerprinting computer and booking photo computer will facilitate
the accurate collection and mandatory reporting of fingerprints and other data collected on persons booked at our
facility.
Other Non-Capital Equipment, $5,700 - This is a one-time funding request to provide and install a two-door proximity
access control system for the new COP Shop to be located in the Duke Development. This expense will be funded from
another source outside of the General Fund.
Subsistence Service, $10,000 reduction - This reduction is based on an analysis of costs paid to Hennepin County for the
housing of prisoners over the past 3 years.
Supplies
2.55%
Services
7.50%
Personal Services
89.95%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and
non-capital
Services: Contractual services, insurance,
utilities, repairs
Other Expenses: Interest and bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 30
Fire
Service Overview
Staffing
The St. Louis Park Fire Department is committed, through effective emergency management, to preventing and
minimizing the loss of life and property with cooperative delivery of the highest quality and efficient emergency fire
and rescue service, emergency medical service, hazardous material emergency response, fire prevention, public
education, and emergency management services to the residents in and visitors to St. Louis Park. The department
responded to 4,273 calls in 2007. Emergency Medical Services continued to account for about 70% of all Fire
Department calls, as it did in 2006.
There are no staffing or organization changes planned for 2009. Through the strategic planning process, we are
continuing with staff empowerment in the decision making process and enhancement of our customer service.
Fire Chief
Battalion Chief
Operations
Battalion Chief
Fire Marshal
Administrative Assistant
Captain
Shift A
Captain
Shift B
Captain
Shift C
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Battalion Chief
Training/Safety
Lieutenant Lieutenant
Fire Chief
Battalion Chief
Operations
Battalion Chief
Fire Marshal
Administrative Assistant
Captain
Shift A
Captain
Shift B
Captain
Shift C
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Station 1
Firefighters (3)
Paid On Call (4)
Station 2
Lieutenant (1)
Firefighters (1)
Paid On Call (4)
Battalion Chief
Training/Safety
Lieutenant Lieutenant
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 31
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 2,425,991$ 2,542,189$ 2,712,378$ 2,815,680$
Supplies 119,574 41,612 93,648 76,810
Services & Other Charges 321,780 178,900 223,092 229,183
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 2,867,345$ 2,762,701$ 3,029,118$ 3,121,673$
Budget Highlights
Summary of Actual & Budgeted Expenditures
Fire
2009 Budgeted Expenditures
The Fire Department's 2009 budget is increasing by 3.065% over the adopted 2008 budget. This increase is due to the
standard anticipated salary increases.
Services
7.34%Supplies
2.46%
Personal Services
90.20%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 32
Inspections
Service Overview
Staffing
The Inspection Department provides education, issuance of permits, and administration of codes through a variety of
inspection programs to benefit the health, safety and vitality of the community. Maintenance and capital
improvements of City facilities are also integrated into the Department.
Some of the various codes administered to accomplish our mission include Minnesota State Building Codes,
Minnesota Food and Environmental Codes, and City Property Maintenance, Housing, and Zoning Codes. In addition,
the Department also issues licenses for operation of regulated commercial businesses, restaurants, apartment
buildings, and selected contractors. Annual inspections of licensed facilities are conducted to maintain minimum
standards.
The proposed Inspection Department regular staffing for 2009 is a total of 26 full-time and 1 part-time employees.
Staff members engage in numerous interactions with residents, contractors and business operators within the
community. Upwards of 20,000 inspections are performed in a year. Consulting services and temporary staffing may
also be utilized to maintain the desired service level when permit review and inspection requests exceed regular
resources.
All of the inspector and supervisor positions are being continually developed as multi-discipline positions to allow
the most flexible and effective use of our staffing resources to meet service requests. A total of 8,609 permits and
2,678 licenses were issued in 2007. The resulting fee for service revenue totaled $2,533,548
Inspections
Director
Chief Building
Official
Environmental
Health Official
Administrative
Supervisor
Building Codes
Inspectors (3)
Building Codes
Inspector/Electrical
Specialist (2)
Building Codes
Inspector/Plumbing
Specialist
Environmental
Housing Inspectors (5)
Environmental
Health
Specialists (1.5)
Permit
Technicians (2)
Department
Secretary
Facilities Maintenance
Superintendent
Maintenance (5)
Inspections
Director
Chief Building
Official
Environmental
Health Official
Administrative
Supervisor
Building Codes
Inspectors (3)
Building Codes
Inspector/Electrical
Specialist (2)
Building Codes
Inspector/Plumbing
Specialist
Environmental
Housing Inspectors (5)
Environmental
Health
Specialists (1.5)
Permit
Technicians (2)
Department
Secretary
Facilities Maintenance
Superintendent
Maintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 33
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 1,599,238$ 1,650,137$ 1,771,747$ 1,941,500$
Supplies 9,433 12,293 11,500 22,300
Services & Other Charges 94,057 64,237 69,627 72,127
Other Expenses 16,513 16,812 - 18,000
Total Expenditures 1,719,241$ -$ 1,743,479$ -$ 1,852,874$ -$ 2,053,927$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Inspections
Inspections
2008 permit revenues will far exceed budgeted projections. This is due in part to significant storm damages which
occurred in the summer of 2008 requiring a large number of permits and inspections for roof replacements. Permit
revenues are also higher because of the West End Development. Temporary help has been utilitzed as much as possible
to handle the increased work load.
With the current state of the economy, it is difficult to anticipate where 2009 permit revenues will fall. We have based
the 2009 revenue budget on historical data from the past seven years, and we will monitor this closely throughout the
year.
The expenditure budget is increasing by nearly 11%. This is mainly due to the need for additional staff on a temporary
basis to assist with the increased permit and inspection activity for West End and the roof work that was not able to be
completed in 2008.
Suppliesl
1.09%
Services
3.51%Other Expenses
.88%
Personal Services
94.52%
Personal Services: All salary
and benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Other Expenses: Interest and
bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 34
Public Works: Administration
Service Overview
Staffing
The Public Works Administrative group is designed to provide administrative support for the other three Public
Works divisions: Engineering, Operations, and Utilities. This division also manages the Solid Waste program
and assists with the management of the roadway and utility infrastructure.
A major focus in 2009 will be to evaluate and upgrade multiple management systems used to track and manage
city infrastructure assets, such as streets, water, and sewer systems. It is felt that it would be best if one system
can accommodate these needs in addition to handling CIP and project management needs. These systems are
critical in monitoring and managing department programs, services, and infrastructure assets. The administrative
group coordinates data collection and dissemination efforts for the management systems.
Finally, the development of an organics co-collection program and the expansion of recycling collection to
commercial and high density residential properties is expected to take significant staff efforts in 2009.
No staffing changes are planned for 2009. The Public Works Administrative Division consists of one coordinator,
one administrative specialist, two information specialists, one solid waste field inspector, and five support staff. This
division performs the administrative duties for solid waste as well as other public works divisions. In 2008 a Solid
Waste Field Inspector position was created to oversee collection services and contractor operations.
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 35
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 748,138$ 774,591$ 793,133$ 826,500$
Supplies 5,842 2,434 6,000 5,500
Services & Other Charges 33,674 20,089 33,450 23,450
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 787,654$ 797,114$ 832,583$ 855,450$
2009 Budgeted Expenditures
Public Works: Administration
Budget Highlights
Summary of Actual & Budgeted Expenditures
Personnel expenses dominate this budget, making up 95% of the total.
A substantial portion of the funding for this budget comes from transfers from the Water, Sewer, Storm
Water, and Solid Waste enterprise funds. To be specific, in 2009 it is proposed that approximately $537,397
from enterprise funds should be used to fund personnel costs associated with this division.
Supplies
0.64%
Services
2.74%
Personal Services 96.62%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and
non-capital
Services: Contractual services, insurance,
utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 36
Public Works: Engineering
Service Overview
Staffing
The Engineering Division of the Department of Public Works primarily provides support services for the Water,
Sewer, Street and Traffic Divisions, Community Development, and Parks & Recreation Departments. Division
activities focus on implementing long-term capital improvements to the City’s infrastructure from concept through
construction including inspections, studies, analysis, surveys, design, public involvement, construction inspection,
and administration. Division staff perform bridge inspections, process and analyze traffic requests, conduct traffic
studies, provide input on proposed developments, administer permits, and oversee the City’s Pavement
Management Program and Comprehensive Water Resource Management Plan (CWRMP). The division selects
and manages consultants as needed to provide services for the City. The division provides input and coordination
with other municipalities, Hennepin County, State, and various other agencies on various transportation-related
issues and projects within or affecting the City. The Division also provides timely response and service to general
public requests on a daily basis.
The Engineering Division has also developed a Residential Street Maintenance and Rehabilitation Program that
provides a strategy for the most cost-effective, long-term maintenance of the City’s streets. This program will
reference the Utility Division’s infrastructure management system to facilitate utility and roadway improvements
in a coordinated, systematic way. Implementation of this program began in 2005.
The Engineering Division currently has a full-time staff of seven (7) consisting of one (1) City Engineer,
one (1) Engineering Project Manager, one (1) Engineering Program Coordinator, and four (4) Engineering
Technicians. The Division was reduced by two in 2004 due to budget cuts (1 Engineering Technician and 1
Survey Aide). The primary tasks performed are the development, design, construction, and
inspection/administration of public improvements and the public involvement efforts associated with the
improvements, as well as development reviews, traffic requests, right-of-way permitting, and surface water
management.
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 37
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 645,856$ 693,467$ 690,511$ 844,000$
Supplies 4,023 3,362 9,000 9,050
Services & Other Charges 75,909 119,672 85,671 71,250
Capital Outlay - - - -
Other Expenses - - - -
Total Expenditures 725,788$ 816,501$ 785,182$ 924,300$
Summary of Actual & Budgeted Expenditures
Public Works: Engineering
2009 Budgeted Expenditures
Budget Highlights
A new position is proposed in 2009 for a Senior Project Manager. There should be little if any impact on the
General Fund as this position will be almost entirely allocated to capital projects.
Supplies
0.98%
Services
7.71%
Personal Services 91.31%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 38
Public Works: Operations
Service Overview
Staffing
The Operations Division has a mission to ensure the safety of the traveling public and to provide for a safe, functional
transportation system within St. Louis Park. The Division is responsible for providing timely response to citizen
requests, providing data for short and long range planning to aid City Council and staff in making sound policy and
procedural decisions, and cooperating with other branches of city government so as to maximize service delivery to the
public. A computerized asset management system is being utilized by the division to assist in the management of the
transportation system facilities. Consistent with the Vision St. Louis Park, the division is striving to provide necessary
accommodations to the public for transportation needs such as sidewalks, trails, and a safe transportation system. In
order to achieve the goal of responsive government, the division is working with employees and residents to provide
effective, quality services.
Staff paid from this budget include 12 maintenance employees and 3 management employees. Future staffing in 2008 and
beyond may be impacted by evolving budget issues.
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Public Works
Director
Operations
Superintendent City Engineer Utilities
Superintendent
Public Works
Coordinator
Field Supervisor Field Supervisor
Engineering
Project
Manager
Engineering
Program
Coordinator
Engineering
Technician (4)
Field
Supervisor ( 2)
Administrative
Specialist
Information
Specialist (2)
Support
Staff (5)
Maintenance (2)Maintenance (10)Maintenance (11)
Solid Waste
Inspector
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 39
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 1,079,676$ 1,146,358$ 1,219,515$ 1,232,000$
Supplies 296,952 305,045 331,000 374,500
Services & Other Charges 1,023,121 761,829 861,898 894,800
Capital Outlay 8,639 - - -
Other Expenses - - - -
Total Expenditures 2,408,388$ 2,213,232$ 2,412,413$ 2,501,300$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Public Works: Operations
The 2009 budget increased from the 2008 budget primarily due to rising electical costs associated with powering our
street lights and traffic signals; increased asphalt material costs due to the rising cost of oil; rising salt costs due to recent
supplier shortages, and the continued implementation of our street light replacement program. No major changes are
expected in Operations' manpower or services for 2009.
Supplies
14.97%
Services
35.77%Personal Services
49.25%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 40
Organized Recreation
Service Overview
Staffing
The Organized Recreation Division is responsible for providing the community with recreational programs, special
events, athletic leagues and camps, indoor and outdoor facilities, rental services and facility supervision. In addition this
Division serves as liaison to the many community youth athletic associations, represents the city on many community
service organization groups, facilitates healthy lifestyle initiatives, implements the summer performance series and
partners with the community celebration committee. Youth programs continue to grow and new concepts such as family
schedule friendly concepts have offered busy lifestyles the opportunity to participate without demanding commitments.
Most of the adult league opportunities are full each season making St. Louis Park a convenient choice for adult. Our
growth area for adults have been the low impact healthy lifestyle offerings which we continue to explore and expand.
Rentals of shelters, buildings, performance areas and athletic fields continue to grow as our commitment to outstanding
facilities and market friendly pricing makes our park system the best choice for consumers.
The Organized Recreation Division has 6.5 fulltime staff including the Recreation Director. The Administrative
Secretary is a shared resource between The Rec Center and the Organized Recreation Division. This division also
hires and trains a significant number of community youth seasonally to implement the many programs, leagues, events
and facilities offered to the residents of St. Louis Park.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 41
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 682,333$ 716,032$ 711,222$ 729,162$
Supplies 46,845 44,743 66,892 59,451
Other Expenses 13,271 16,403 - -
Total Expenditures 1,202,686$ 1,241,759$ 1,250,699$ 1,292,110$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Organized Recreation
The 2009 Organized Recreation adopted budget includes the recreation programs we offer for youth and adults. Many
of these programs are in response to requests from residents or recent trends in the area of Parks and Recreation. We
will continue to change our offerings for youth and family programs to meet the needs of the community.
Services
38.97%
Supplies
4.60%
Personal Services 56.43%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and
non-capital
Services: Contractual services, insurance,
utilities, repairs
Capital Outlay: Equipment & improvements
Other Expenses: Interest and bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 42
Recreation Center
Service Overview
Staffing
The Recreation Center Division includes the outdoor aquatic park, two indoor ice arenas, a concession stand, and two
rooms within the Recreation Center, which can be reserved. The Recreation Center provides a community gathering
place and offers wholesome family oriented activities while maximizing revenue opportunities and minimizing
operational expenses. The Aquatic Park continues to be a busy place during the summer where children and adults
can have fun in the water. The Ice Arenas provide ice for programs operated by St. Louis Park and Benilde St.
Margaret's High Schools, local youth hockey associations, a learn to skate program and numerous leaques, clinics
and hockey schools.
Recreation Center permanent staffing consists of 6.5 employees. The staff consists of one manager, five maintenance
staff, and an administrative secretary who shares time between this division and Organized Recreation.
Approximately 70 summer staff positions are hired to operate the Aquatic Park in the summer.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 43
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 683,135$ 706,041$ 765,999$ 792,467$
Supplies 170,249 189,814 167,100 170,350
Services & Other Charges 439,648 418,683 413,284 492,350
Capital Outlay - - 12,000 -
Other Expenses - 10 - -
Total Expenditures 1,293,032$ 1,314,548$ 1,358,383$ 1,455,167$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Recreation Center
Personal Services and utility costs are the major budget expenditures. As equipment upgrades are implemented, cost of
operation from a utility standpoint will receive increased attention. In 2007, the East Arena metal halide lighting
system was replaced with a more energy efficient compact flurescent system. A major emphasis will continue to be
operating the Aquatic Park with efficient summer staff. Efficiencies in equipment operation costs are also being
evaluated. Revenues will continue increasing as rental fees increase and demand for ice time remains strong.
Supplies
11.71%
Services
33.83%
Personal Services
54.46%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general,
and non-capital
Services: Contractual services,
insurance, utilities, repairs
Depreciation: Depreciation expense on
fixed assets
Capital Outlay: Equipment &
improvements
Transfers Out: Operating transfers to
other funds
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 44
Park Maintenance
Service Overview
Staffing
The Park Maintenance Division maintains the parks and trees in the City. There are 52 park areas including the
Westwood Hills Environmental Education Center. Within our parks, we maintain an amphitheater, hockey rinks, ball
fields, soccer fields, a water feature, a skate park, irrigation, and trails. In addition to a number of open spaces that we
mow throughout the year, there are approximately 500 acres of city property that our maintenance crew mows each
year. The Park Maintenance division is also responsible for maintaining the buildings and shelters located in our parks.
The Park Maintenance Division includes one superintendent, one field supervisor, and ten maintenance staff.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 45
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 909,122$ 954,291$ 961,356$ 986,400$
Supplies 113,300 100,962 92,700 97,675
Services & Other Charges 585,820 341,649 316,462 369,760
Capital Outlay - - 7,000 7,000
Other Expenses 20 - - -
Total Expenditures 1,608,262$ 1,396,902$ 1,377,518$ 1,460,835$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Park Maintenance
The 2009 budget includes the following maintenance projects: overlaying basketball and trail areas, scenery work
in parks, building outdoor ice rinks, mowing, ball field maintenance, playground inspection and repair, irrigation,
and other routine maintenance items that occur in the parks. The maintenance items in the budget are more routine
in nature. All of the redevelopment of existing structures and new development items are in our Capital
Improvement Program (CIP).
Supplies
6.69%
Personal Services
67.52%
Capital Outlay
0.48%Services
25.31%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and
non-capital
Services: Contractual services, insurance,
utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 46
Westwood Hills Environmental Education Center (WHEEC)
Service Overview
Staffing
The Westwood Hills Environmental Education Center Division (WHEEC) is responsible for providing
environmental education and natural history programming, passive outdoor enjoyment, and wildlife
observation on the 160 acre nature preserve. On average over the past ten years, over 28,000 individuals
participate each year in formal programs conducted by the naturalist staff or visit the interpretive center.
Programs are offered for all ages and abilities, not only at the nature center, but in other city park lands and
other metro cities as well. Our staff work closely with local school staff to design programs that support
their educational outcomes and requirements.
The staff at WHEEC consists of one manager, 2.25 naturalists and 1 clerical support person. There are also 2.25 non-
benefited staff who are employed year-round to assist in the designing and teaching of the programs. A very active
volunteer staff also assist in the operation and programming of the center.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 47
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 382,913$ 402,949$ 404,679$ 420,586$
Supplies 23,032 21,032 22,650 26,700
Services & Other Charges 31,927 31,216 39,349 44,750
Capital Outlay - - - -
Other Expenses 1,099 658 - -
Total Expenditures 438,971$ 455,855$ 466,678$ 492,036$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights - Needs to be updated
Westwood Hills Environmental Education Center (WHEEC)
Several Capital Improvement Program (CIP) projects were completed in 2007 at Westwood. These included repaving
the parking lot, driveway and main entrance trail; creating a new paved pedestrian trail; installing two new rain
gardens and planting native trees and shrubs. CIP projects planned for 2008 include replacement of the front entrance
gate and fence, as well as continuing to replant native trees and shrubs. In an effort to increase revenues, staff is
continuing to design and implement new daytime program opportunities for home school students, as well as
developing a raptor outreach program to be taught in area schools, businesses, places of worship, etc.
Supplies
5.43%
Services
9.09%
Personal Services
85.48%
Personal Services: All salary and
benefit expenditures
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Capital Outlay: Equipment &
improvements
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 48
Natural Resources & Environment
Service Overview
Staffing
The Environment Division is responsible for coordinating environmental issues and managing natural resources in the
City. The forestry portion of the budget is the largest portion and provides disease control, tree planting, and
maintenance of 70,000 park and open space trees and 20,000 boulevard trees located throughout St. Louis Park. The
City takes a proactive approach to it’s trees by providing some assistance to residents who want to protect their elm trees
and oak trees by injecting them with an fungicide injection that helps to prevent Dutch Elm disease and Oak Wilt. The
City of St. Louis Park provides tree and weed inspectors who inspect and enforce respective ordinance code on private
and public property . The Environment Division provides emphasis on preserving the City's natural resources and areas
through management, education and consultation (staff and residents with issues and concerns). This division is also
responsible for planting and maintaining flower beds, landscaping, wildlife management, erosion control enforcement,
environmental outreach, shore line restoration, surface water quality management and invasive species control, woodland
restoration and development plan review.
The Environment Division includes one environmental coordinator and seasonal administration, forestry, weed control,
and flower planting staff. The full-time position is a shared resource with Water, Solid Waste, and Storm Water
divisions.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 49
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services 94,699$ 106,182$ 99,297$ 108,898$
Supplies 13,996 11,322 18,400 19,425
Services & Other Charges 400,085 413,668 171,285 158,670
Capital Outlay 117 - - -
Other Expenses - - - -
Total Expenditures 508,897$ 531,172$ 288,982$ 286,993$
2009 Budgeted Expenditures
Summary of Actual & Budgeted Expenditures
Budget Highlights
Natural Resources & Environment
The Environmental Coordinator manages and administers the tree maintenance, reforestation and horticulture
(gardens) programs, oversees turf and natural resource management, performs development review and assists with
the assessment of environmental impact from proposed projects, assists in NPDES/storm water management, and
develops various educational programs to educate the public on environmental issues. The City has lost thousands of
elm trees to Dutch elm disease. Our goal is to replace all of the trees, public and private, lost to this disease.
Personal Services
37.94%
Supplies
6.77%
Services
55.29%
Personal Services: All salary and benefit
expenditures
Supplies: Office, operational, general, and non-
capital
Services: Contractual services, insurance,
utilities, repairs
Capital Outlay: Equipment & improvements
Other Expenses: Interest and bank charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 50
Parks & Recreation: Vehicle Maintenance
Service Overview
Staffing
Central Equipment Services Division within Parks Maintenance under Parks and Recreation Department is
responsible for managing the City's equipment fleet. The division purchases and maintains a wide range of vehicles
including cars, light and heavy trucks, and a variety of construction, specialty and public safety equipment. Division
services include: development of the vehicle replacement program; preparation of equipment specifications;
maintenance and repair of the fleet and management of fuel inventories. The division works closely with all City
departments to ensure that the appropriate numbers and types of equipment are available to meet the City's current
and future service priorities with emphasis on minimizing fleet costs.
The Central Equipment Services Division operates a full time staff of six (6) employees.
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Parks and Recreation Director
Manager of
Buildings and Structures Nature Center Manager Park Superintendent Recreation
Superintendent
Administrative Secretary
Environmental Coordinator
Recreation
Supervisors (3)
Secretary /
Program AideMaintenance (5)Field Supervisor
Maintenance (10)
Equipment
SuperintendentNaturalist (2.25)
Office Assistant /
ReceptionistMaintenance (5)
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 51
2006 2007 2008 2009
Expenditure Classification Actual Actual Adopted Proposed
Personal Services - $ 424,993$ 461,301$ 483,300$
Supplies - 343,723 432,050 552,650
Services & Other Charges - 57,275 130,939 136,475
Capital Outlay - - - 8,352
Transfers Out - 8,746 8,981 -
Other Expenses - - - -
Total Expenditures -$ 834,737$ 1,033,271$ 1,180,777$
2009 Budgeted Expenditures
Budget Highlights
Summary of Actual & Budgeted Expenditures
Park & Recreation: Vehicle Maintenance
During this years annual budget discussion, rising fuel prices and the effects on City departments and employees,
utilization of alternative fuel sources and conservation efforts are items of importance to fleet management. The daily
increase in fuel prices and the uncertainty of just how high gas prices will rise is of concern and has impact to not only
the fleet, but is of concern to City Administrators, Council Members, employees and St Louis Park residents. Fleet
management follows the alternative fuel issue closely and, where appropriate, will purchase equipment that meet
department needs and conserve fuel. Operation expenses are strictly monitored through general accounting practices
while using Squarerigger fleet management system. Enterprise Funds will continue to be charged for their portion of
equipment costs through an annual transfer.
Services
11.56%
Supplies
46.80%
Personal Services
40.93%
Capital Outlay
0.71%
Personal Services: All salary and
benefit expenses
Supplies: Office, operational,
general, and non-capital
Services: Contractual services,
insurance, utilities, repairs
Depreciation: Depreciation expense
on fixed assets
Capital Outlay: Equipment &
improvements
Transfers Out: Operating transfers
to other funds
Other Expenses: Interest and bank
charges
Meeting of November 10, 2008 (Item No. 5)
Subject: 2009 Budget and Levy Page 52
Meeting Date: November 10, 2008
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:
Communications (Verbal).
RECOMMENDED ACTION:
Not Applicable.
POLICY CONSIDERATION:
Not Applicable.
BACKGROUND:
At every Study Session, verbal communications will take place between staff and Council for the
purpose of information sharing.
FINANCIAL OR BUDGET CONSIDERATION:
Not Applicable.
VISION CONSIDERATION:
Not Applicable.
Attachments: None.
Prepared and Approved by: Tom Harmening, City Manager