HomeMy WebLinkAbout2019/08/12 - ADMIN - Agenda Packets - City Council - Study SessionAGENDA
AUG. 12, 2019
6:30 p.m. STUDY SESSION – Community room
Discussion items
1. 6:30 p.m. Future study session agenda planning
2. 6:35 p.m. Fats, oils, grease (FOG) discharge and potable water backflow
protection ordinance
3. 7:05 p.m. 2020 Budget
9:05 p.m. Communications/updates (verbal)
9:10 p.m. Adjourn
Written reports
4. Arlington Row Apartments East and Arlington Row Apartments West plat
extensions
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the administration department at 952/924-2525 (TDD 952/924-2518) at least 96 hours in advance of meeting.
Meeting: Study session
Meeting date: August 12, 2019
Discussion item: 1
Executive summary
Title: Future study session agenda planning
Recommended action: The city council and city manager to set the agenda for the regularly
scheduled study session on August 26, 2019.
Policy consideration: Not applicable.
Summary: This report summarizes the proposed agenda for the regularly scheduled study
session on August 12, 2019. Also attached to this report is:
- Study session discussion topics and timeline
-Proposed topic for future study session discussion:
o Prioritizing walking, then biking/mass transit, then motor vehicles through
new/ongoing investments, engineering, and operations decisions - proposed by
Councilmember Rog
Financial or budget considerations: Not applicable.
Strategic priority consideration: Not applicable.
Supporting documents: Tentative agenda – August 26, 2019
Study session discussion topics and timeline
Study session topics proposed for future study session discussion
Prepared by: Debbie Fischer, Administrative Services Office Assistant
Approved by: Tom Harmening, City Manager
Study session meeting of August 12, 2019 (Item No. 1) Page 2
Title: Future study session agenda planning
August 26, 2019.
6:20 p.m. Special city council meeting – Community room
6:30 p.m. Study session – Community room
Tentative discussion items
1.Future study session agenda planning – Administrative services (5 minutes)
2.Arts and culture strategic plan process – Administrative services (30 minutes)
St. Louis Park Friends of the Arts and the city are working on an arts and culture strategic
plan. This discussion will focus on the scope of work, committee membership and an
overview of the process.
3.Connect the Park status update – Engineering (60 to 90 minutes)
This discussion item was requested by the council. The Connect the park initiative was
approved by council in 2013. 2019 marks the halfway point. At the meeting, staff will present:
-What was originally approved, what has been constructed, and what is left to be done.
-An overview of community input and council policy changes since 2013 and how that
influenced the evolution of plan.
-Financial information including initial estimates, cost to date and projected cost.
-How these costs impact the general levy.
-Operation and maintenance costs as it relates to the new infrastructure.
Communications/meeting check-in – Administrative services (5 minutes)
Time for communications between staff and council will be set aside on every study session
agenda for the purposes of information sharing.
End of meeting: 8:40 p.m.
Written reports
4.July 2019 monthly financial report
5. 28
th Street pedestrian improvements update
6.Food security update
7.Historic Walker Lake – electrical undergrounding
8.Needs assessment for cable franchise renewal
Study session meeting of August 12, 2019 (Item No. 1) Page 3
Title: Future study session agenda planning
Study session discussion topics and timeline
Discussion topic Comments Date Scheduled
C-1 zoning district retail and
service use restrictions
Discussed on 6/11/18; referred to PC. Discussed
11/26/18; SS report 2/25/19; Discussed 3/11/19 –
further discussion requested by council; SS discussion
7/8/19; PC public hearing late Aug.
1st reading 9/3/19
Accessory dwelling units/home-
based businesses
SS discussion 6/10/2019. Referred to planning
commission. Staff to prepare ADU ordinance for pc
discussion Qtr. 3 2019. Home occupation based
businesses pc discussion Qtr. 4 2019 or Qtr. 1 2020
Qtr. 4 2019 and
Qtr. 2 2020
Revitalization of Walker Lake
area
Part of preserving Walker building reports: 8/28/17,
9/25/17, 1/22/18, design study 2/12/18, update
4/23/18, design study update 8/27/18; SS report
2/11/19; SS discussion 5/28/19, planning commission
to review ordinances for implementation Qtr. 3 and
Qtr. 4 2019
Qtr. 4 2019
Election holiday discussion 3rd Qtr.
Crime free
ordinance/affordable housing
strategies
Discussed 5/14/18. 1st reading housing trust fund
10/1/18; Other affordable housing strategies/Crime
Free Ordinance – Nov/Dec, 12/10 and 12/17/18 and
1/14/19 council discussion; Certain provisions of
crime free ord. suspended; Work group being formed;
CFO work group discussed on 3/25/2019; Work group
had first meeting in May, two meetings in June, one in
July. Next meeting is August 28th.
TBD; Pending
workgroup
recommendation
Quarterly public forums at city
council meetings TBD
Revisit housing setback, FRA,
and more to maintain and
create more affordable housing
TBD
Immigration & supporting
families
Discussed 8/6 and referred to HRC. HRC held comm.
mtg. in Oct. Council/HRC discussion on 12/10; referred
back to HRC for refinement of recommendations
TBD
Discuss and evaluate our public
process TBD
Easy access to nature, across
city, starting with low-income
neighborhoods
TBD
STEP discussion: facilities
Discussed on 1/14/19; Tom H, Derek R. and Astein O.
toured the Central Community Center and are
continuing discussions
TBD
Westwood Hills Nature Center
Access Fund *On hold pending discussion with school district.*On hold
SEED’s community greenhouse/
resilient cities initiative
*On hold until Food Access and Security study is
complete and recommendations have been made.*On hold
Study session meeting of August 12, 2019 (Item No. 1) Page 4
Title: Future study session agenda planning
Meeting: Study session
Meeting date: August 12, 2019
Discussion item: 2
Executive summary
Title: Fats, oils, grease (FOG) discharge and potable water backflow protection ordinance
Recommended action: Provide direction to complete ordinance development for first reading,
adopting both FOG and backflow valve testing programs.
Policy consideration: Does council wish to adopt a license and inspection program for reducing
FOG discharge into sewer mains, and a water backflow valve testing verification program?
Summary: This report discusses two programs being considered for adoption by ordinance to
assist in protection of the sewer and water infrastructure: 1) reducing potential for sewer
backups by limiting FOG generated by food service businesses from entering the city’s sanitary
sewer lines; and 2) verify annual testing of water backflow prevention devices is occurring to
ensure they are operational and compliant with requirements in the State Plumbing Code.
FOG generation is primarily from commercial food preparation and dish washing. A functioning
grease interceptor should collect much of the grease. However if clogged or not functioning,
FOG bypasses the interceptor and flows from the building drain into city sewer mains. Once
FOG cools, it will solidify in the pipe and cause blockage. When a blockage occurs, a sewage
back-up affecting many properties can occur. Developing a proactive licensing and inspection
program to insure grease traps are properly sized, installed, and operating is proposed.
Protection of potable water from contaminates originating within buildings is regulated by the
MN state plumbing code. Industrial processes, boilers, and irrigation systems often utilize
chemicals that are dangerous if consumed. Specific types of backflow valves must be installed
to prevent transfer of these hazards into the water supply. Backflow valves are currently
required to be tested annually for proper operation by the plumbing code. A water backflow
valve registration and formalized testing program is proposed to fulfill the city’s responsibility
for protection of the public water supply.
Financial or budget considerations: Primarily a fee-for-service program with neutral effect on
the general fund is proposed. License and registrations fees would be established to generate
the approximate cost of added staffing resources needed to facilitate the programs. To keep
fees reasonable and reflect the community benefit, the Utility Fund would be utilized to fund a
portion of total program costs.
Strategic priority consideration: St. Louis Park is committed to continue to lead in
environmental stewardship.
Supporting documents: Discussion
Prepared by: Brian Hoffman, Director of Building and Energy
Approved by: Tom Harmening, City Manager
Study session meeting of August 12, 2019 (Item No. 2) Page 2
Title: Fats, oils, grease (FOG) discharge and potable water backflow protection ordinance
Discussion
Background: These two programs were initially reviewed by council in a report on September
24, 2018 with direction for staff to proceed. For complete background information on the
issues leading to development of these programs, please refer to the report through this link.
Staff has continued to research and consulted with the city attorney on developing an effective
code framework to implement and administer these programs if adopted.
Public outreach to inform and receive comments occurred during June of 2019. All potentially
affected property owners and businesses were mailed notices with information on the
proposed FOG and backflow testing programs along with an invitation to informational
meetings that were held.
Only a few residents and business owners attended each of the meetings. Questions primarily
revolved around how the programs would work and the types of backflow valves that would be
regulated. A couple of building owners with restaurants as tenants thought this would be
helpful to prevent sewer backups in their buildings. One concern expressed related to the need
for an old restaurant building to retrofit and install a grease trap or interceptor.
Proposed programs:
FOG
Utilities and Building and Energy have discussed the severity of this problem in sanitary sewers
for several years, affecting operations and the public. Collaborating together on possible
options has developed into a program concept designed to encourage and verify proper grease
collection practices occurs. Grease collectors need to be maintained operational through
regular cleaning. Proper disposal of collected FOG is also part of ensuring it does not enter the
sanitary system.
Amending city code chapter 6 for business licensing provides a sound regulatory framework for
adding a program to help reduce FOG and would utilize the current licensing system. Permit
technicians, inspectors, and administrative staff within Building and Energy currently administer
the other general business license types. Commercial and industrial businesses producing FOG
with discharge to the sanitary sewer system would be added as a license type.
Program steps would include:
1.City sends an annual license application to each FOG generating business during
November after the fee schedule is established.
2.Business owner/manager completes application and submits with license fee by
December 31.
3.City issues annual license with educational material.
4.Building and Energy staff contact businesses during the year to schedule inspection.
Frequency would depend on size and type of grease interceptor, amount of use, and
type of cooking.
5.Inspection verifies compliance or develops plan for improvement.
Inspections would occur at least annually and up to quarterly if needed. The program would
also expect businesses to establish a cleaning log with verification. While some interceptors
Study session meeting of August 12, 2019 (Item No. 2) Page 3
Title: Fats, oils, grease (FOG) discharge and potable water backflow protection ordinance
may require weekly or monthly cleaning, inspection by the city at this frequency is not practical.
About 100 or more of the county licensed food establishments classified as medium or high
food are expected to be city licensed. Probably another 10 establishments under MDA licensing
would also be included. Similar to other city property maintenance programs, the focus would
be on education to encourage the owner to maintain proper grease interceptor operation.
There may be a few establishments, due to age or changed use, which do not have a grease
trap or interceptor installed. Ideally these businesses would retrofit once the program begins.
Some form of a loan program may be considered by the city as adding a grease interceptor in
an existing space could range from $5,000 -$15,000. In some instances, it may even prove to be
impractical.
As an alternate to having a grease interceptor, or until one is installed, staff discussions with the
city attorney have resulted in a proposed annual service fee in addition to the license. This
would be established as a flat rate fee-for-service to recover city costs for special annual
cleaning of the sewer main in front of the establishment.
Backflow valves
The city is responsible for administering the plumbing code and ensuring that potable water
backflow prevention has been tested yearly by a certified tester. The state requires the city to
have a program to verify that this testing is occurring.
Developing a program to verify testing must take into account several factors. These include
that many irrigation system valves are re-installed each spring. The proposed code begins the
12-month testing period at the time of each valve installation or replacement. Valves are used
in both residential and commercial buildings, and some buildings may have several valves.
Backflow prevention valves are used to prevent contamination of the building and city potable
water supply system. Chemicals or contaminates from boilers, manufacturing processes,
irrigation systems, and many other devices connected to water pipes could flow back into the
water system at times of lower water pressure. This may occur due to a watermain break or
large firefighting operation drawing significant water flow.
The simplest and lowest cost method for meeting the requirements is a backflow valve
registration program for each valve. Program steps would include:
1. City sends owner a letter and educational material 60-days before valve test due date as
established by anniversary of installation or last test and test form.
2. Owner contacts a certified tester to complete testing of the valve.
3. Contractor completes form and either the contractor or owner mails form with
registration fee to city.
4. If the valve fails, a licensed plumber would get a permit for plumbing inspection from
the city and either repair or install a new valve. City would inspect work.
5. City records test data and follows up with owners on valves not being tested within 12-
months.
6. New valves installed during construction projects are added to the inventory with date
of operation. Education materials will be distributed to the owner with certificate of
occupancy.
Study session meeting of August 12, 2019 (Item No. 2) Page 4
Title: Fats, oils, grease (FOG) discharge and potable water backflow protection ordinance
A testing certification can be obtained by a licensed plumber, or other person completing
training and passing an examination. The number of certified individuals is increasing.
However, the proposed code would require the property owner to make an investment in
equipment. Only a MN licensed plumber is authorized to perform repairs or replacement of the
valves. Property owners would be responsible to hire a contractor of choice. The cost will vary
and is set by the individual tester. We have been told it may amount to a couple of hundred
dollars for a single valve on a site, and less for multiple valves when done simultaneously.
Financial considerations: Duties for creating educational materials, mailings, license processing,
customer interaction, inspections, and follow-up would be achieved collectively by various
inspection staff. This would be the same team approach as for all other licensing and inspection
programs. The combined duties amount to adding a full-time position to maintain responsive
service delivery.
Recommendation for establishing annual license and registration fees by ordinance will be
based on cost recovery of added expenditures. A fee-for-service approach has been utilized for
years and works successfully for most licensing, permitting and inspection activities. As these
programs will be labor intensive and do help safeguard the community sewer and water
infrastructure, about 30% of the added cost is proposed to be covered by the Utility Fund with
the remaining 70% from fees. This approach helps keep fees more manageable for the
applicants while any effect on the general fund remains budget neutral.
Analysis indicates an annual FOG license fee of $275, including inspections and follow up, as a
reasonable amount. Service fee for establishments without a grease interceptor would need to
be established at $500 to recover a special annual cleaning of the mainline.
The registration fee for backflow valves is proposed as $35 per valve for the first device at a
property and a $10 for each additional device when submitted together. As a comparison,
Minneapolis is currently at $40 for essentially the same program.
Utilities and Inspection staff will be presenting a brief overview of the history and proposed
program details during the meeting.
Next steps: If council provides direction, staff will work with the city attorney to complete
development for necessary code language to create the programs through ordinance. First
reading would be scheduled for November with a planned 2020 effective date.
Meeting: Study session
Meeting date: August 12, 2019
Discussion item: 3
Executive summary
Title: 2020 Budget
Recommended action: No formal action required. This report is to assist with the study session
discussion regarding the preparation of the 2020 budget. Staff requests input on the policy
questions below to help inform the next budget discussion set for a special study session on
September 3. The council will then be asked to set the 2020 preliminary property tax levy on
September 16, 2019. This information is in a preliminary stage and any input from the council
will be used by the city manager to make final recommendations on the preliminary levy.
Policy consideration:
•At this point in the overall budget process is the estimated required property tax levy
increase of 6.00-6.25% within target levels for approving a preliminary property tax levy
in September (these factors relate to staffing costs associated with council strategic
priorities, growth in the demand for services, and debt service, among other items)?
•Does the city council agree with staff’s recommendation on HRA levy allocation?
•Does the city council want staff to continue to study the TIF allocation dollars for
potential additional affordable housing related and/or development activities?
•Is there other information that council would like to review during the upcoming
process including any other service delivery change considerations?
Summary: Staff has started working on preparing budget recommendations for 2020. The city
manager, department directors and staff are currently analyzing submitted budgets to ensure
the strategic priorities and basic services are provided. Included in this report are some items
of significance that are being considered. Staff will have estimates on the property tax
implications for a median value home at the next budget discussion as we are awaiting data
from the county to calculate the estimates.
Financial or budget considerations: Details regarding budget considerations are provided in
this report.
Strategic priority consideration: All areas of the adopted strategic priorities are impacted by
the city’s budget.
Supporting documents: Discussion
Department overview summary sheets
Department org charts
Prepared by: Tim Simon, Chief Financial Officer
Reviewed by: Nancy Deno, Deputy City Manager/HR Director
Approved by: Tom Harmening, City Manager
Study session meeting of August 12, 2019 (Item No. 3) Page 2
Title: 2020 Budget
Discussion
Background: The purpose of the discussion is to make sure staff and council have a plan in
place based on our budget discussion on May 13, June 17th, July 22nd and the “systems
thinking” approach. Staff has prepared the recommendations based on continued quality and
timely delivery of core services in addition to continuing to support and align with the five
strategic priorities and the key organizational cultural behaviors of collaboration, quality and
responsiveness.
2020 budget preparation: The study session discussion is intended to be at the higher level to
allow council to provide direction to staff on the proposed budget and preliminary levy. The
City Manager and Chief Financial Officer will provide information and overview at this
discussion and department directors will be present to assist with information as needed.
Below is the outline of the budget presentation and discussion for this study session:
1.Discussion on overall budget, department requests, and council requested items for
staff to explore. Mainly general fund (primary operating fund).
2. 2020 preliminary property tax levy range discussion.
3. 2020 preliminary HRA levy discussion.
4.TIF allocation for housing and/or development activities.
5.Council questions, comments, expectations, and data requests for upcoming meetings,
including the budget calendar.
Budget Communication: Staff plans to continue with many of the same successful outreach
steps that were taken for the 2019 budget, including;
•Park Perspective, the city’s quarterly newsletter, will include a variety of articles about
the 2020 budget. An example from the February 2019 Park Perspective is at https://
www.stlouispark.org/home/showdocument?id=13054
•A number of social media posts (Facebook, Twitter, Nextdoor) on budget meetings
including a video budget discussion and broadcast of the truth in taxation (TNT) public
hearing. This includes a Facebook Live presentation this fall.
•Continued posting all budget materials and staff reports and additional materials if
presented at a meeting (shortly after meeting) to allow residents to follow the budget
process. https://www.stlouispark.org/government/departments-
divisions/finance/city-budget
•A budget email address: budget@stlouispark.org is monitored year-round by finance,
for questions, where timely responses can be sent, or data gathered and can be
shared.
**New this year** the following communication tools will also be available:
•Cleargov: A financial transparency tool so interested parties can review and look at
financial and budget data for our city. We plan to start with the General fund and
enterprise funds and plan to launch by Labor Day. You can see an example of this tool
at: www.cleargov.com
•Informational video: We are finalizing a short video on the budget/tax process. Our
goal is to have this on the air before the TNT hearing date. This has been done jointly
between finance and assessing to help residents further understand property tax, levy
and property values.
Study session meeting of August 12, 2019 (Item No. 3) Page 3
Title: 2020 Budget
• Additional information in notices: If timing allows, this fall for the TNT notices we plan
to put an insert in the mailing with some interesting facts to learn about the proposed
2020 budget for our city in an appealing and easy-to-understand format.
Legislative directives:
• There are no levy limits in place for 2020 at this time.
• Local Government Aid has been certified and St. Louis Park will receive $267,271 in
2020, which is same as 2019. These dollars, as in past years, go into the Capital
Replacement Fund and not the General Fund budget. As you recall, just two years ago
we received $566,591.
Staffing costs wages: Being an organization that delivers services, programs and projects etc.,
funds for staffing are the largest expenditure of the City’s operating budget. In building the
2020 budget recommendations, a wage adjustment of 3% is being used as an
assumption. Contracts for Local 49ers and sergeants are settled through December 31, 2020
(3% basic adjustment for 2019-20). In the fall of this year we will start negotiations with police,
fire, and dispatch for their contracts that open year end.
PERA coordinated plan: Employee contribution of 6.50% of salary and employer contribution
of 7.50% of salary in 2019 will remain the same at this point in 2020.
PERA police and fire: Employee contribution of 11.3% and employer contribution of 16.95% in
2019 will increase to 11.8% employee contribution and 17.70% employer contribution in 2020.
Benefits: For 2019, we solicited bids for health insurance as required by state statute and
received a very favorable bid from our current health insurance provider (HealthPartners) for
an aggregate decrease in premiums of 5%. This resulted in a lower employer contribution in
2019 based on the funding philosophy in place. We were also pleased to receive a rate
guarantee for 2020 and 2021 not to exceed a 9% increase in premiums each year. This 3-year
contract provides stability in rates and gives the city the ability to plan and budget for future
years with more accuracy. With this, we have active claims experience and anticipate a 9%
increase for 2020. We received a bid for dental insurance with no increase in rates for 2020.
Staff also recommends continuing with the wellness program and keep the same amount for
those that qualify for the wellness benefit at $40 per employee per month (same level since
2014). These estimates are incorporated into the 2020 budget.
Operational costs: Staff is being asked to look at how operational costs have been changing
and take into consideration market conditions, as well as planning ahead for operational needs.
The focus areas relate to the strategic priorities and include, but are not limited to:
environment, climate action plan work, elections, race equity, inclusion and outreach, trails and
sidewalks, housing and business programs, transportation, ongoing redevelopment. Support
and outreach activities continue in all areas including public safety, fire prevention,
neighborhoods and housing. Energy costs will continue to be monitored closely given the
potential for volatility in this sector of the economy and monitoring use as we continue to
incorporate improvements in energy saving in our operations.
Study session meeting of August 12, 2019 (Item No. 3) Page 4
Title: 2020 Budget
Summary of significant 2020 budget personnel requests:
The most significant requests received from departments in the 2020 budget relate to staffing.
All requests are in the process of being reviewed by the city manager with each applicable
department director.
In order to determine the final recommendations staff will continue to review business needs,
strategic priorities, funding and continue to look at alternatives for service delivery with some
requests and moving some requests to future year(s) for consideration. Below is the summary of
staffing requests and funding recommendations currently. Please note: For transparency, this
report shows all the staffing requests made to the city manager. The city manager is still
evaluating the need for some of the proposed positions and will provide a final recommendation
to the council at a future meeting.
Staffing requests included in the proposed 2020 budget at this time:
• Administrative Services – One additional Racial Equity Specialist - $74,223 (full-
time benefit earning) Administrative support for racial equity, inclusion and outreach
activities. This position is entry level and is intended to help with the growing demands
for administrative support, communication and connections for all areas of RE&I and
outreach and would report to the Racial Equity & Inclusion Manager.
• Building and Energy - $208,031 (2 full-time benefit earning staff added to support CAP
work - Sustainability Manager and Sustainability Specialist) – The additional staffing in
the area of sustainability and climate action plan (CAP) was discussed with Council on
June 17th. Given the council’s strong interest in moving the climate action plan forward
more aggressively, this staffing plan is being implemented in 2019 with interviews for
the Sustainability Manager taking place at the time of writing this report. In addition to
the new Sustainability Manager position and the existing Environment and Sustainability
Coordinator position, a Sustainability Specialist position is proposed to focus on data,
administrative support, outreach and education.
• Police – Public Safety Information Specialist, shift of an open position – savings of
$14,554 – (full-time benefit earning) – Position would provide additional support
on several functions including data mining/analyzing of data to provide additional
support to public safety areas. Due to a recent retirement, staff has shifted
from rehiring a clerical position and is reallocating workload to be able to move forward.
• Police – Patrol Officer - $94,039 – (1 - full-time benefit earning) – Additional support and
assistance to staff working on programs and initiatives that provide a high level of
service to the community. Request was made to backfill the sworn officer who was
assigned to work on technology programs in PD. Continued analysis is needed on
options for handling the technology work.
• Fire – overtime - $67,000 – Increase is used to offset open shifts resulting from time off
due to illness and injury, military leave, training, off duty call backs, community
engagement, operational engagement and vacation coverage. Overtime expenses fund
minimum staffing levels and staff development programs.
Study session meeting of August 12, 2019 (Item No. 3) Page 5
Title: 2020 Budget
• Operations and Recreation – Naturalists - $68,686 (full-time March 1st start date) – This
staffing change was projected and planned more than a year ago as part of estimating
the operational cost and revenue for the new Nature Center building. As part of the pro-
forma for the new building it included moving a ¾ part-time position to full-time and a ½
part-time position to full-time to meet the demands and service levels of the new
building including raptor care and additional programming. This results in a net increase
of a ¾ time staff person.
• Building and Energy – One Public Service Worker - $66,208 (full-time March 1st start
date) – This staffing change was projected and planned more than a year ago as part of
estimating the operational cost and revenue for the new Nature Center building. This
position is needed for two reasons - to respond to the increased demands with the new
building including facility management and customer service; and to provide improved
facility management/service delivery for all other city buildings.
• Information Resources – One GIS Specialist - $87,967 – (full-time benefit earning, and
the cost of the intern has been removed from the IR budget to reflect this change in
staffing) – Position would provide additional support and needs for the growing
demands for GIS services. A GIS study was recently completed, and the city manager is
reviewing the study recommendations, which includes creating this position.
• Various departments – Local 49er Trainee program - $66,468 (temporary salaries, half of
the total is funded by utility funds) – This program is to encourage prospective
employees in under-represented populations to consider career professions and provide
opportunities in parks maintenance, operations and utility functions (water, sewer,
storm water) and allow for obtaining experience with operating various pieces of
equipment.
• Engineering – Engineering Tech. This full-time position will replace the use of
consultants to provide the same service at a lower cost and is net neutral as the revenue
used to pay the consultant will be used to pay for this position. This position will help
with a number of functions from construction observation to supporting work with
SWLRT, municipal state-aid projects, and overall responsiveness on engineering needs
and communications.
Staffing requests not included in the 2020 budget recommendations at this time:
• Dispatch Supervisor - $100,803 (1 - full-time benefit earning) – Overall increase in call
loads, phone calls and ancillary functions of the dispatchers. Staff is reviewing if
position is funded would some offsetting savings to temporary and overtime be
incurred. This request would change the full-time dispatch staffing from 1 lead and 7
dispatchers to 1 supervisor and 8 dispatchers.
Summary of significant 2020 budget non-personnel requests that are included:
• Administrative Services – Increased expenditures related to bringing in a consultant to
conduct a community survey in 2020, estimate $25,000, as last one was done in 2011.
$15,000 for continued Intercultural Development Inventory (IDI) and Multi Cultural
Study session meeting of August 12, 2019 (Item No. 3) Page 6
Title: 2020 Budget
Organizational Development (MCOD) programs related to RE&I. A program of jobs in
the park supporting RE&I and will be coordinated with human resources ($16,000) is
anticipated to provide opportunities for youth and under-represented individuals to get
experience working in various city functions.
• Building and Energy (sustainability budget) – Total budget increase of $538,510, the
major items are as follows:
o Starting July 2019, environment and sustainability was moved from
Administrative services and combined with inspections and the department has
been renamed. This was done to provide increased synergies in energy
programs and CAP.
o Personnel - $327,410 (3 FTE’s; 2 of these are new)
o Professional Services - $90,500 (communications/marketing, efficient building
program, Municipal GHG inventory)
o Discount Loans and rebates $100,000 (Energy efficient upgrades small-med
businesses and rental properties, support weatherization and increased HES for
LMI housing)
o Please note, the wind source credit program council approved $98,000 is in the
operating budget of the other divisions in the utilities budgets and not included
in these amounts.
• Police – Details were reviewed on July 22nd, and in summary additional funding is for
50% of the salary of a Hennepin County social worker, and $50,000 to have a consultant
work with our city and Edina to assist with the design and implementation of a race data
collection.
• Operations and Recreation – Operations – Additional $30,000 for salt supplies. Due to
the recent snow and ice season our inventories need to be replenished. Also, we are
seeing a 18% increase in the cost of salt. Highway User Tax – maintenance allocation
from the State of Minnesota is budgeted to increase $30,000 to align with recent trends.
• Building and Energy -Inspections – Proposed licenses and permit revenue is projected to
increase around 7% or roughly $300,000 given some certainty of projects that will
happen in 2020. The 10 West office building project is expected to pull a building
permit in 2019. However, because the bulk of the cost to the city for inspection services
will occur in 2020, it is proposed to defer some of the permit revenue to 2020. This is
above and beyond the $300,000 noted above.
• Operations and Recreation – Revenues are projected to increase overall in organized
recreation, Westwood hills nature center, and recreation center budgets. On the
expenditure side we are adjusting for the wind source program in the amount of
$25,000. Staff also adjusted various items for new community events, increased
marketing for the new Westwood hills nature center building. Also, a $15,000 increase
in funding is proposed for Emerald Ash Borer prevention.
Study session meeting of August 12, 2019 (Item No. 3) Page 7
Title: 2020 Budget
• Contingency – General Fund contingency is programmed at $75,000, similar to 2019.
These dollars are set aside and if needed, used for unplanned items that may come up in
the budget year such as an unplanned expenditure or emergency type purchase.
• One-time items – Staff is preparing a list of one-time expenditures in 2020 budget that
can potentially be moved to 2019 if the budget is projected to have enough funds to
move them to 2019. These would be non-reoccurring/one-time items. Last year we
moved up a few police items.
Franchise fees: In the past, council has directed staff to consider franchise fee adjustments
every odd numbered year. As discussed, for the 2020 Budget, there will be no adjustment
proposed. Once the new 10-year capital improvement plan projects for pavement management
are analyzed we will determine if the fees are still appropriate, or if they need to be adjusted.
The current 2019 monthly amount is $5.50 per utility (gas and electric).
Fees, charges and other revenues: Staff will continue to review current fee data based on cost
analyses and other communities. We will also be looking at our non-resident user fees
compared to our resident rate before making recommendations for the 2020 fee schedules.
LRFMP (long range financial management plan): This document will be presented at future
meetings with council to assist in setting property tax levies, debt management, fees, utility
rates and budgets.
CIP (capital improvement plan): Staff is currently reviewing the ten-year CIP (2020-2029). This
information has been programmed into the LRFMP and finance is analyzing the results to create
long-term sustainability in funds and also looking at where changes in funding or
expenditures/expenses need to occur for the city council and city manager to consider. The
council will see a draft of the plan in September and again later in the fall.
Trends in valuations and possible property tax implications:
For the 2019 assessment, St. Louis Park’s taxable market value increased by 8.5% with all the
dominant property types increasing in value. Composition of the change is summarized as
+7.4% for single-family homes, +6.5% for condos, +9.5% for townhomes, +11.4% for
apartments, and the commercial-industrial sectors at +9.5%. As can be surmised by the above
figures, there will be a slight shift of the property tax burden to commercial, condos, and
apartment properties for the payable 2020 tax period. This shift will be mitigated somewhat
when considering all taxing jurisdictions that make up the typical property tax bill. The board of
equalization was held in April 2019 which is where values are discussed and considered.
2019 City Final Levy and 2020 City Preliminary Levy Range
A synopsis of prior year levy information and the 2020 Proposed Preliminary Levy Range is shown
below:
1. The 2019 Preliminary levy was $33,392,261, which was 5.18% more than 2018.
2. The 2019 Final levy was $33,128,261 which was 4.35% more than 2018.
3. The preliminary 2020 budget requests came in at an amount that would require an
approximate 10.4% levy increase over 2019. After review by the city manager and
Study session meeting of August 12, 2019 (Item No. 3) Page 8
Title: 2020 Budget
working closely with department directors, the 2020 budget recommendations have
been modified from original requests. At this point in time, the budgets which have
been submitted along with debt service needs would require a 2020 preliminary
property tax levy increase of approximately 6.00 to 6.25% more than the 2019 final levy
(preliminary levy once approved in September can be reduced but cannot be increased).
The levy will be discussed in further detail Monday night and at the September 3rd
budget work session including the tax impacts to various value ranges in SLP.
Information that will assist staff in preparing this data will be received from the county
shortly. Unless directed otherwise by the council, we will continue to try and work
toward the range of 4 to 6% between now and when we adopt a final budget in
December.
2019 2020 $ Change % Change
Final Levy Proposed 2019 to 2020 2019 to 2020
TAX CAPACITY BASED TAX LEVY
General Fund 26,880,004$ 27,917,100$ 1,037,096$ 3.86%
Environment and Sustainability (2)- 538,510 538,510 #DIV/0!
Race Equity and Inclusion (2)- 361,118 361,118 #DIV/0!
Park Improvement Fund 810,000 860,000 50,000 6.17%
Capital Replacement Fund 1,767,700 1,567,700 (200,000) -11.31%
Debt Service-current (1)3,420,557 3,799,093 378,536 11.07%
Employee Benefit Fund 150,000 150,000 - 0.00%
Housing Rehabilitation Fund (3)100,000 - (100,000) -100.00%
TAX CAPACITY BASED TAX LEVIES 33,128,261$ 35,193,521$ 2,065,260$ 6.23%
1= Debt service levy changes for 2020 primarily due to the 2019A bonds issued for sidewalks/Trails/Fiber/SWLRT.
The Nature Center portion starts next year.
2= Line items are part of the General Fund, separated so council can start seeing investment in strategic priorities.
3= See HRA levy discussion, but offset tax levy line item will allocation from HRA levy in 2020.
HRA property tax levy: Based on current and future infrastructure/housing needs, the HRA
levy is recommended to be set at the maximum allowed of 0.0185% of estimated market value,
which is consistent with previous years. The amount for 2020 is estimated at $1,332,978. The
HRA levy has been committed to pay back a loan from the development fund that helped cash
flow the city’s obligation for Highway 7 and Louisiana Avenue and is expected to be paid off in
2019. Staff has been looking at ideas that would have a long-term positive impact on both the
property tax levy and housing related programs (see below). This should be considered in
conjunction with the discussion on the TIF admin pooling.
HRA levy allocation discussion:
In the past (including 2019), the housing salaries in the housing rehab fund have been paid from
the conduit bond fees (private activity revenue bond fees) we receive annually. These fees can
be used by the city for any public purpose expenditure. The revenues from the HRA levy have
statutory restrictions on their use. One use that is allowed is to pay the salaries of housing
staff. As such, it is proposed that a portion of the HRA levy dollars be used to pay these salary
costs and the commensurate available dollars from the conduit bond fees be used as a revenue
to the general fund. This provides a new revenue source to the general fund and helps reduce
the size of the property tax levy increase for 2020. In addition, using a portion of the HRA levy
dollars for staff costs provides a strong and sustainable funding source into the future.
Study session meeting of August 12, 2019 (Item No. 3) Page 9
Title: 2020 Budget
NOTE - the city has received a few housing improvement area (HIA) requests and some will be
coming to council shortly for consideration. One homeowner’s association application for
financing assistance is in process for the South Cedar Trails project, which would rehab about
30 plus units. If approved, we would be using reserves from the housing rehab budget for the
assistance which would be repaid with interest over 15-20 years. Below is an example of a
2020 budget for the HRA levy revenues based on the assumptions noted above.
2019 2020 (Proposed)
HRA levy 1,234,601$ 1,332,978$
Professional Services 15,000$ 15,000$
Interfund Loan 1,219,601$
Housing staff salaries 272,248$
Housing programs 400,000$
HIA - loan (south cedar trails)650,000$
Net -$ (4,270)$
TIF Admin:
As part of this year’s budgeting process, the city’s municipal advisor - Ehlers and staff will be
presenting information regarding the potential capture of tax increment from the city’s TIF
districts to provide funding for affordable housing and other redevelopment activities.
Utility funds: In 2019, staff worked with Ehlers to do a comprehensive rate study, while it has
gone well, staff will review the utility rates/structures for 2020 at the September 3rd budget
meeting. In September/October, we will be issuing our 2019 General Obligation Revenue
bonds for the 2019 and 2020 projects.
Other policy consideration: Funding options are continually reviewed by staff. One option that
could be explored for future years is a local option sales tax. There are many considerations and
information that would need to be reviewed and discussed prior to moving ahead with such an
idea. We find that cities that have a local options sales tax use the funds to help fund a specific
capital project, function or program. For SLP, perhaps revenue from such a tax could be used to
advance our climate action plan efforts. If council is interested, additional information can be
developed and discussed at a future study session.
Next steps: Following this discussion, city manager and staff will further refine budget data and
recommendations to set the preliminary levy on September 16. Below is a summary of
upcoming discussions:
September 3 (Tues) High level 2020 Budget, Draft CIP, fees, utility rates discussion. This
meeting will be more of a proposed preliminary levy discussion with
direction provided to staff to prepare information for the September 16th
meeting adopting preliminary levies.
September 16 Council establishes 2019 preliminary property tax levy and HRA levy.
(Levies can be reduced, but not increased for final property tax levies.)
Study session meeting of August 12, 2019 (Item No. 3) Page 10
Title: 2020 Budget
October 7 Review and discussion of 2020 budget, CIP, utility rates, public hearing –
1st reading of fees and LRFMP. Directors or their designees in attendance
as needed.
October 21 2nd Reading of Fees, and adoption of 2020 Utility Rates
November 4 (If necessary) Budget and CIP discussion prior to Truth in Taxation Public
Hearing and budget presentation. 2nd Reading of Fee on Consent.
November Live Facebook chat on 2020 budget and CIP.
December 2 Truth in Taxation Public Hearing and budget presentation
December 16 Council adopts 2019 Revised Budget, 2020 Budgets, final tax levies (City
and HRA), and 2020 - 2029 CIP.
Administrative Services - 2019
The administrative services department staffing consists of 29 full time employees and a .7 part
time employee in utility billing; positions are shown in the attached organizational chart. In
2019 there was a shift of Environment staff to Buildings and Energy. At the time of writing this
report, we just completed hiring the 2 part time outreach staff to support RE & I activities in the
organization.
The total operating budget for 2019 is $4,450,185 in expenditures and $302,250 in revenues.
Summary of department operations/functions are as follows:
•general administration, city manager, council, boards and commissions, agenda,
minutes, official records, legal and training/meeting expenses
•elections, RCV, contract and official records management, liquor licenses, data requests
•assessing, property records, board of equalization, homestead
•finance, budget, utility billing, audit, liability insurance, investments, accounts
receivable/payable
•human resources, payroll, labor & employee relations, volunteer, wellness, benefits,
workers compensation
•race equity inclusion and outreach, development and training, community connections,
neighborhoods, employee resource groups, information and education
2020 requests: The preliminary proposal for Administrative Services Department for 2020 is
$4,746,733. This is an increase of $296,548 over 2019. Increases are due to general wage and
benefit costs, additional election activities and support including presidential primary and
support in racial equity, inclusion and outreach along with items listed below.
Staffing 2020 recommendations to the city manager:
•$74,222 one full time support staff position for racial equity, inclusion and outreach to
assist with coordination, data, reports, communication, information and connections.
•$31,000 apprentice program, new, supports RE&I opportunities
•$16,000 jobs in the park, new program supporting RE&I in our seasonal employees
•$8,899 finance intern
Overview of additional recommendations to the city manager:
•Elections: add presidential primary costs and additional costs for general election
activities support including anticipated increase in early voting activity
•Meeting expense for council and outreach
•$25,000 for community survey
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 11
Building and Energy - 2019
Following the organization transition from the Inspections department which occurred during
mid-year, the department of Building and Energy will have 29 full time employees operating in
four divisions as in illustrated in the attached organizational chart.
The total operating budget for 2019 is $3,725,546 in expenditures and $3,616,024 in revenues.
Summary of department operations/functions are as follows:
•Construction Codes (Fee-for-service based)
o Administration of the State Building Code for the city
o Review of submitted plans and permit applications
o Inspection of all new buildings and remodeling during construction
•Facilities
o Daily maintenance, custodial, and operation of non-park city buildings
o Develop CIP for building maintenance, remodeling, and construction
o Improve energy efficiency and installation of renewable systems
•Property Maintenance and Licensing (fee-for-service based)
o Issue annual business, contractor, and animal licenses
o Inspect rental units, businesses, and buildings at time-of-sale
o Maintaining property condition and complaint response
•Sustainability (previously part of administrative services)
o Implement Climate Action Plan in community and organization
o Provide education and outreach to businesses and home owners
o Develop incentive programs to attain carbon neutrality
2020 requests: This preliminary proposed budget for 2020 is $4,562,633. That is an increase of
$837,087. The increase can be attributed to adding the sustainability division $538,510 and
one public service worker in facilities. The other changes are general wage and benefit
adjustments. Revenues are estimated to increase $300,000 over last year as strong
construction activity continues and as minor fee adjustments are proposed. Please note, in
2019 sustainability budget was $274,019 and part of Adm Srv. Of this 2019 amount
approximately $60,000 was funded from solid waste. Sustainability moved to it’s own division
under this department and the final transition of use of funding off the solid waste fund will be
done as solid waste program needs the funding for their operations.
Staffing 2020 recommendations to the city manager:
•One Facilities public service worker. New nature center will require added staffing
resources to operate and maintain. Position will be utilized to accommodate expanded
weekend events and provide seven day a week support to all other city buildings. Need
for this position and cost was identified with council during the project discussion.
Overview of additional recommendations to the city manager:
•First year of new Sustainability division staffing and proposed programs being
consolidated and identified as a general fund operating item.
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 12
Community Development – 2019
The Community Development Department is comprised of 17 full time employees and 1 intern.
The attached organizational chart shows the reporting structure.
The total Community Development operating budget for 2019 is $1,502,521 with revenues of
$809,000. When combined with Development, Housing Rehab, and CDBG funds, which we will
review with the Long- Range Financial Management plan later this fall, the total is $10,136,605
with revenues of $7,476,050.
The Community Development Department includes the divisions of Housing, Planning & Zoning,
and Economic Development. A summary of the operations/functions of each are as follows:
•Housing
o Housing Authority
o Federally-subsidized housing
§Public Housing
§Housing Choice Vouchers
o Affordable housing preservation and development
o Home improvement and assistance loan programs
o Construction Management Plan for new construction and major remodels
•Planning & Zoning
o Planning Commission
o Board of Zoning Appeals
•Economic Development
o Economic Development Authority
o Development/Redevelopment facilitation
o Small Business Assistance
o Business Retention and Expansion
2020 Requests: The primary funding sources for the Community Development Department are
the Development Fund, Housing Rehab Fund, CDBG (Federal Community Development Block
Grant) and General Fund. Due to the various funding sources and requirements of each, the
Community Development Department operates under four different budgets. The initial
proposals for the 2020 budgets are as follows:
•Development Budget: $6,019,386 for 2020
•Housing Rehab Budget: $1,673,805 for 2020
•CDBG Budget: $167,050 for 2020
•Community Development Budget: $1,571,894 for 2020
These requests reflect an overall budget decrease of approximately $700,000 which is expected
as these funds change significantly year-to-year given the capital nature of the project and
programs. More information will be presented this fall with the Long-Range Financial
Management Plan.
Staffing 2020 recommendations to the city manager:
•Due to the increased demands and needs, the addition of a Senior Planner position
•Elimination of a Planner position*
*This results in a net-zero budget impact for 2020.
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 13
Engineering - 2019
The engineering department’s staffing consists of 14 full time employees and 2 part time
employees; positions are shown in the attached organizational chart.
The total operating budget for 2019 is $570,377 in expenditures net of project reimbursements
and $140,000 in revenues. Summary of department operations/functions are as follows:
We facilitate the planning, design and construction of public infrastructure including:
• Capital improvement projects
o Pavement management program
o Bikeway, sidewalks and trails
o Sanitary sewer, storm sewer, and water
• Right of way management
o Right of way permits
o Parking permits
o Traffic requests and studies
• Stormwater management
o Water quality
o Flood planning
o Erosion control permitting
• Policy guidance
o Private development review
o Advising on transit, such as southwest LRT and Metro Transit.
o Records management
2020 requests: The preliminary proposal budget for 2020 net of project reimbursements is
approximately $561,251 or an overall decrease of approximately $9,000.
Staffing 2020 recommendations to the city manager:
• one engineering technician II
Overview of additional recommendations to the city manager:
• The additional staff member will reduce the need for overtime, temporary employee
salaries, and general professional services by $38,000. These line items have been
reduced to reflect this. 75% of the time will be charged out to projects.
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 14
Fire
The fire department is comprised of both fulltime and part time response staff. The attached
organization chart shows the reporting structure and span of control for each group.
Of the 27 full-time/career staff in the department 21 work shifts regularly (the 2 Lieutenants
who work days in the office can also work 24’s if needed) and there are three shifts that work a
rotating schedule. The part time staff which has currently 22 members, fills in as shift staff in a
scheduled duty crew model, and are available for call backs during high demand.
The fire departments 2019 annual operating budget of $4,813,078.00 is guided by the
departments Strategic Plan which was developed in 2018 and defines the 4 divisions that focus
on the departments day to day operations. Prevention and Education; Suppression and
Emergency Response; Emergency Medical Services; and Emergency Management. Expenditures
to support these priorities include $4,276,884.00 in wages and benefits with the remaining
$536,194 directed at supporting and sustaining the day to day delivery of services.
Operations, programs and activities coordinated and lead by the Fire Department include:
•Fire Operations
o Day to day shift operations and staffing
o Prevention and education efforts
o Training and Development
o Community Health Management
o Recruiting and retention
o Overtime
o Technology
•Outreach and Community Engagement
•Dispatch
The 2020 budget recommendations for all departments are currently being reviewed by staff
and the city manager. More firm numbers will be presented at the August meeting on overall
recommendations.
The initial proposal before any additional staffing requests for the 2020 budget is
$5,086,677.00. The proposed budget includes $4,523,090 in wages and benefits for our current
staffing level. The remaining $563,587 of our budget is allocated to support our day to day
operations, connection with community through education, inspection, safety and outreach
activities and the recruiting, training and equipment that staff needs to be successful.
The fire department continues to review alternative staffing solutions to deliver service at the
lowest most predictable cost. One significant challenge is the major impact that technology is
having on department operations and the need to support that technology day to day as well as
a set of eyes to evaluate business process and design. We are considering an outsource model
to address that. Second is the increased overtime and how added career staff might help
reduce the impact. The department has not submitted requests for additional staffing as we
are piloting different concepts within the boundaries of our current operational budget. Lastly
we continue to collaborate with the police department on how service deliveries impact our
dispatch center and the appropriate resources for that work.
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 15
Information Resources - 2019
The information resources department’s staffing consists of 14 full time employees and 2 part
time employees; positions are shown in the attached organizational chart.
The total operating budget for 2019 is $3,256,810 in expenditures, of which $776,199 (Cable
TV) is non-tax levy supported, and $641,500 in Cable TV revenues.
Summary of department operations/functions are as follows:
•Information Technologies
•Geographic Information Systems (GIS)
•Communications & Marketing
•Social Media
•Graphic Design
•Park TV (non-tax levy and supported by cable tv franchise fees)
•City Hall Front Desk
•Fiber Optic Network
2020 requests: The preliminary proposed budget for 2020 is $3,246,590, of which $640,102 is
non-tax levy supported (Cable TV), and $562,500 in Cable TV revenues. The overall decrease is
largely attributed to less capital outlay in the Cable TV fund for 2020. Other changes are wages
and benefits adjustments.
Staffing 2020 recommendations to the city manager:
•eliminate GIS intern position (half-time)
•add GIS specialist position (full-time)
Overview of additional recommendations to the city manager:
•eliminate fiber optic infrastructure expansion program, creating $500,000 in less
bonding in which is tax levy supported savings now and in the future.
•project $80,000 reduction in cable tv franchise fees
•add new video streaming service for Civic Channel 17 at $8,000
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 16
Operations and Recreation - 2019
The Operations and Recreation department’s staffing consists of 79 full time employees and
220-250 seasonal/part time employees; positions are shown in the attached organizational
chart.
The total operating budget for 2019 is $11m (General Fund) and $26m (Enterprise Funds) in
expenditures and $3m (General Fund) and $21m (Enterprise Funds) in revenues.
Summary of department operations/functions are as follows:
•Organized recreation
o Recreation programs for youth and adults, special events, athletic leagues and
camps.
o Indoor and outdoor facilities, rental services and facility supervision.
o Liaison to community youth athletic associations.
•Recreation Center
o Outdoor aquatic park,
o Two indoor ice arenas,
o ROC and event space.
•Park maintenance
o Maintaining and mowing parks and open spaces,
o Outdoor skating rinks and picnic shelter facilities
o Trails
o Tree trimming
•Natural resources and environment
o Forestry oversight (planning, inspection, prevention and treatment of trees)
o Weed inspection
o Managing natural resources.
•Vehicle maintenance
o Maintains, repairs and manages city vehicles for 187 vehicles, 53 off road and
special equipment (i.e trailers)and 160 smaller equipment (i.e. plows and bobcat
attachments)
•Westwood Hills Nature Center
o Environmental education and natural history programming.
•Operations
o Providing safe, functional streets including snow plowing and pavement
maintenance.
o Oversees six special service districts.
•Utilities
o Oversight of water, sanitary sewer, storm water, solid waste and the Reilly Tar &
Chemical Corp. Superfund site.
•Solid waste
o Collection, disposal, organics, and recycling of residential solid waste.
2020 requests: The preliminary proposed 2020 budget estimates $11.7m (General Fund) and
$23m (Enterprise Funds) in expenditures and $3.4m (General Fund) and $23m (Enterprise
Funds) in revenues. The difference in enterprise funds is typically filled with bonding since
capital outlay can change from year to year.
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 17
Staffing 2020 recommendations to the city manager:
•Westwood Hills Nature Center
o .75 FT increase to for program development association with the new building
•Aquatic Park/Organized Rec
o Seasonal salary increase for minimum wage and trends.
Overview of additional recommendations to the city manager:
•Organized Rec. increase $10,000 for Access to Fun (fee assistance program) for equity
for all patrons
•Organized Rec. increase in programming revenue and facility rentals
•Rec. Center increase in Aquatic Park membership fees, Rec. Center facility rentals and
program registrations
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 18
Police
The police department’s staffing consists of 72 full time employees and 8 part time employees;
positions are shown in the attached organizational chart. The department also connects with
and supports a police reserve unit consisting of 15 volunteers that assist as needed.
The total operating budget for 2019 is $10,335,497 in expenditures and $1,023,821 in revenues.
The overview of operations, programs and activities coordinated and lead by the Police
Department include:
•General operations and community policing
o Day to day patrol operations staffing
o Special assignments
o Records, data and support operations
o Recruiting and training,
o Overtime
o Equipment and Fleet
•Outreach
•Dispatch
The 2020 budget recommendations for all departments are currently being reviewed by staff
and the city manager. More firm numbers will be presented at the August meeting on overall
recommendations.
The initial preliminary proposal before any additional 2020 staffing requests is $10,946,127.
This proposed budget includes $9,888,668 in wages and benefits for the current staffing level.
The remaining $1,057,459 of the budget is allocated to support day to day operations,
community policing philosophy, community outreach activities, dispatch center and the
recruiting, training and equipment that staff needs to be successful.
A few highlights of the 2020 requested budget includes recommending to the city manager the
addition of:
•one police officer
•dispatch supervisor
•public safety information specialist
Please Note: all 2020 staffing requests for this and other budgets are under review by the city
manager. A final recommendation from the city manager will be made at a later date.
Additional budgetary requests include:
•the cost of 50% of the salary for a Hennepin County Licensed Social Worker to assist
with the response to mental health issues in our community
•30% share of the cost for the existing Hennepin County JCPP Liaison
•$21,000 for Employee Wellness to provide mental health check in’s for all of PD staff
•$50,000 to hire a consultant to assist with the design and implementation of race data
collection on traffic stops
Study session meeting of August 12, 2019 (Item No. 3)
Title: 2020 Budget Page 19
Administrative Services – 30 people (29.7 FTE)2019HR Director/Deputy City Manager (1)Human Resources Manager (1)HR Technician (1)Payroll Specialist (1)City Clerk (1)Office Assistant (2)City Assessor (1) Appraiser II (1)Assessing Technician (1)Appraiser I (2)Senior Accountant (1)Accountant/Finance Analyst II (1)Accountant/Finance Analyst I (1)Appraiser III (1)Chief Financial Officer (1)Finance Manager (1)Accounting Clerk – AP, Cash (2)Volunteer & Wellness Coordinator (1) City Manager (1)Racial Equity Manager (1)UB CSR (2.7)Management Assistant (1)Elections Specialist (2)Community Organizer (1)Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 20
Building and Energy – 29 people/FTEJUNE 19, 2019Building and Energy Director (1) Property Maintenance & Licensing Manager (1) Chief Building Official (1) Sr. Const. Codes Inspector/Electrical Specialist (2) Const. Codes Inspector/Plumbing Specialist (2) Sr. Construction Codes Inspector (2) Construction Codes Inspectors (3) Property Maintenance Inspectors, Levels 1 & 2 (5) Permit Technicians (3) Public Service Workers (3) Custodian (1)Office Assistant (1) Facilities Manager (1) Sustainability Manager (1) Sustainability Coordinator (1) Sustainability Specialist (1)Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 21
Community Development – 17 people/FTE2019Community Development Director (1)Planning and Zoning Supervisor (1)Economic Development Coordinator (1)Housing Supervisor/Deputy CD Director (1) Associate Planner (1) Assistant Zoning Administrator (1)CD Office Assistant (1) Public Housing Coordinator (1) Assistant Housing Supervisor (1) Housing Assistance Coordinator (1) Maintenance Mechanical Coordinator (1)Public Housing Specialist (1)Maintenance Technician (1)ED Specialist (1) Principal Planner (1) Housing Office Assistant (1) Planner (1) Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 22
Engineering – 14 people/FTE2019Engineering Director (1)Senior Engineering Project Manager (1)Engineering Technician II (1)Water Resources Manager (1)Office Assistant (1)Senior Engineering Project Manager (1)Senior Engineering Project Manager (1)Engineering Technician III (1)Engineering Aide (1)Project Engineer (1)Project Coordinator (2)Project Coordinator (1)Transportation Engineer (1)Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 23
Fire – 28 people/FTE 2019Fire Chief (1)Deputy Fire Chief (1) Assistant Chief Fire Marshal (1)Assistant Chief of Training & EMS (1) Department Secretary (1)CaptainShift BCaptainShift CCaptainShift AStation 2Lieutenant (1)Firefighters (3)Station 1Firefighters (2)Station 1Firefighters (3)Station 1Firefighters (2)Station 2Lieutenant (1)Firefighters (3)Station 2Lieutenant (1)Firefighters (2)Day Lieutenant (2) Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 24
Information Resources – 15 people FTE2019Chief Information Officer (1)TV Coordinator (1) Customer Service Representative (1) IT Manager (1) IT Technician (2) Communications and Marketing Manager (1) GIS Coordinator (1) Program Producer (1)Communications Coordinator (1)Sr IT Technician (1) Graphic Designer (1) IT Help Desk Tech (1) Web Coordinator (1) Video Specialist (1) Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 25
Operations and Recreation – 79 people (78.25 FTE)2019Operations and Recreation Director (1)Park Superintendent (1)Rec Center Manager (1)Recreation Superintendent (1)Nature Center Manager (1)Natural Resources Coordinator (1)Secretary/Program Aide (1)Naturalist (2.25)Field Supervisor (1)Public Service Worker (9)Recreation Supervisor (3)Rec/Fac Supervisor (1)Field Supervisor (1)Public Service Worker (5)Sr. Office Assistant (1)Office Assistant (1)Fleet Manager (1)Public Service Worker (1)Mechanic (4)Public Works Superintendent (1)Utilities Superintendent (1)PW Services Manager (1)Operations Manager (1)Field Supervisor (2)Public Service Worker (9)Plant Operator (4)Field Supervisor (2)Public Service Worker (12)SW Program Coordinator (1)Information Specialist (2)SW Program Specialist (1)SW Field Inspector (1)MSC Office Assistant (3)Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 26
Police – 72 people/FTE 57 max sworn2019Police Chief (1)Records Supervisor (1) Lieutenant (1)Lieutenant (1)Lieutenant (1)Office Assistant III (1)Office Assistant II (4)Deputy Chief (1)Dispatcher (1)(lead assignment)Dispatcher (7) Sergeant (1)Sergeant (6)Police Officer (29)CSO Coordinator (1)Sergeant (2)Police Officer (13)Assigned to:support services (7)school liaison/DARE (4)community outreach (1)drug task force (1)Police Officer (1)(technology assignment)Study session meeting of August 12, 2019 (Item No. 3) Title: 2020 BudgetPage 27
Meeting: Study session
Meeting date: August 12, 2019
Written report: 4
Executive summary
Title: Arlington Row Apartments East and Arlington Row Apartments West plat extensions
Recommended action: None at this time. On August 15 the council will be asked to consider
extending the deadline for the recording of the final plant for Arlington Row East and West.
Policy consideration: Does the council wish to consider extending the deadline an additional
year for recording the final plat for Arlington Row East and Arlington Row West
Summary: In 2016 Melrose Company received approval to develop two properties located near
the 7700 block of Wayzata Boulevard and at Wayzata Boulevard and Texas Avenue. The west
property will be developed into two, three-story apartment buildings with 34 units. The east
property will be developed into a three-story apartment building with 27 units.
In an effort to make the project financially viable, the developer has been working though some
design issues and anticipates moving forward within the next year.
Per the city code, Melrose Company was required to record the final plat within two years after
city council approval or request that the city council approve an extension. On August 15, 2018,
Arlington Row East and West received an extension to record the final plat by August 15, 2019.
A new request was recently received from Melrose Company for an extension on both plats.
Staff recommends approval of a one year extension to file the plat by August 15, 2020.
Site Location Map:
Strategic priority consideration: St. Louis Park is committed to providing a broad range of
housing and neighborhood oriented development.
Supporting documents: Extension request letter
Prepared by: Julie Grove, Economic Development Specialist
Reviewed by: Sean Walther, Planning and Zoning Supervisor
Karen Barton, Community Development Director
Approved by: Tom Harmening, City Manager
Study session meeting of Aug. 12, 2019 (Item No. 4) Title: Arlington Row Apartments East and Arlington Row Apartments West plat extensionsPage 2