HomeMy WebLinkAbout2021/09/27 - ADMIN - Agenda Packets - City Council - Study SessionAGENDA
SEPT. 27, 2021
The St. Louis Park City Council is meeting in person in accordance with the most recent COVID-
19 guidelines. Members of the public may attend the Sept. 27, 2021, in person at St. Louis Park
City Hall, 5005 Minnetonka Blvd. The meeting may also be viewed live via webstream at
bit.ly/watchslpcouncil and on local cable (Comcast SD channel 17/HD channel 859). Visit
bit.ly/slpccagendas to view the agenda.
6:30 p.m. STUDY SESSION – community room
Discussio
n items
1. 6:30 p.m. Introduction of MAC Commissioner Jim Lawrence
2. 6:45 p.m. 2022 utility rate study
3. 7:45 p.m. Update on council-requested agenda items/topics
4. 8:15 p.m. Future study session agenda planning and prioritization
8:20 p.m. Communications/updates (verbal)
8:25 p.m. Adjourn
Written reports
5. August 2021 monthly financial report
6. Update on revised green building policy
The agenda is posted on Fridays on the official city bulletin board in the lobby of city hall and on the text
display on civic TV cable channel 17. The agenda and full packet are available by noon on Friday on the city’s
website. If you need special accommodations or have questions about the meeting, please call 952-924-2525.
Meeting: Study session
Meeting date: September 27, 2021
Discussion item: 1
Executive summary
Title: Introduction of MAC Commissioner Jim Lawrence
Recommended action: No action requested.
Policy consideration: This discussion is an opportunity to meet our new Metropolitan Airport
Commission (MAC) representative Jim Lawrence. Aircraft generated noise continues to be of
concern for the livability of residents.
Summary: James Lawrence was appointed to the MAC Board by Governor Tim Walz in February
2021 for a four-year term. He represents District C which include the following cities:
-West Minneapolis
-Richfield
-St Louis park
-Golden Valley
-New Hope
-Crystal
-Edina
-Hopkins
-Bloomington
Mr. Lawrence is Chairman of Lake Harriet Capital LLC, a private investment firm. Mr. Lawrence
is currently a Non-Executive Director of Avent Inc, Smurfit Kappa Group and AerCap and until
2018, IAG (International Consolidated Airlines Group). Since 1990, Mr. Lawrence has served on
17 public company boards, several private company boards, and numerous non-profit boards.
In his various roles, he has been advisor or principal in numerous mergers, activist campaigns,
acquisitions, joint ventures, and divestitures. Mr. Lawrence earned a Bachelor of Arts in
Economics from Yale University and an M.B.A. with distinction from Harvard Business School.
Commissioner Lawrence serves on the MAC’s Planning, Development and Environment
Committee.
Financial or budget considerations: None.
Strategic priority consideration: SLP is committed to continue to lead in environmental
stewardship
Supporting documents: Discussion
Prepared by: Brian Hoffman, director of building & energy
Approved by: Kim Keller, city manager
Study session meeting of September 27, 2021 (Item No. 1) Page 2
Title: Introduction of MAC Commissioner Jim Lawrence
Discussion
MAC background: With seven airports, the Metropolitan Airports Commission (MAC) operates
one of the largest airport systems in America. The MAC is governed by a 15-member policy board,
led by Chair Rick King. The chair and 12 commissioners are appointed by Minnesota’s governor
(8 from the Twin Cities metro and 4 from greater Minnesota). The mayors of Minneapolis and St.
Paul each appoint one commissioner.
The MAC operates much like a city, with its own police, fire, building inspection, planning and
development, maintenance, and finance departments. However, unlike a city, the MAC is
funded by rents and fees paid by airport users, not by local income or property taxes.
Impacts of COVID-19 to MSP Airport: The COVID-19 pandemic had an unprecedented impact on
the aviation industry. U.S. airports are projected to lose $40 billion over a two-year period from
March 2020 through March 2022. MAC losses in 2020 are projected to be up to $220 million with
a projected revenue decline of $93 million in 2021. Revenue for 2022 is forecasted to remain
nearly $50 million below 2019 revenue.
Prior to 2020, MSP had 10 straight years of passenger growth, reaching a record of 39.5 million
passengers in 2019. In 2020, total passenger declined more than 62 percent due to COVID-19
pandemic impacts across the industry. In 2021, MSP passenger enplanements have trended up
each month, with July having the most enplanements since February 2020. However, passenger
levels remain 25 percent below pre-pandemic levels.
Aircraft operations were steady over the last decade and MSP was the nation’s 17th busiest
airport for passengers served in 2019. In 2020, operations declined about 40 percent. The
number of operations in 2021 remains about 25 percent below pre-pandemic levels.
The MAC has implemented the Travel Confidently MSP program to keep travelers and
employees safe throughout their entire MSP airport experience. The program includes robust
cleaning procedures, social distancing signs, floor decals and seat blockers, more than 250 hand
sanitizing stations, and acrylic barriers. To reduce touchpoints, pre-booked parking, simplified
arrival, and MSP ASAP have also been implemented.
Aircraft noise: The MAC Community Relations Office, formerly Noise, Environment & Planning,
is part of the Stakeholder Engagement Department that was created shortly after CEO Brian
Ryks joined the MAC. The department was developed to be the personal connection of the
MAC across communities and strengthen partnerships and relationships with two main areas of
focus: 1) aircraft noise mitigation and communications; and 2) deepening engagement with
community members, staff, and airport stakeholders.
The MAC has a long history of quantifying and mitigating noise impacts in a manner responsive
to concerns raised by communities around the airport and consistent with federal policy. Since
1992, the MAC has spent nearly $510 million dollars on noise relief in neighborhoods and
communities near MSP. Through this investment, the MAC has provided mitigation to nearly
16,000 single-family homes, more than 3,300 multi-family units and 19 schools.
The MAC mitigation programs have gone through various phases and taken on different names
during those 40 years. The current program is the most expansive mitigation program in the
Study session meeting of September 27, 2021 (Item No. 1) Page 3
Title: Introduction of MAC Commissioner Jim Lawrence
country and represents the most direct form of tangible relief to neighbors most affected by
aircraft noise from MSP traffic.
In 2020, the reduction in overall flight and nighttime activity contributed to a reduction in noise
exposure around MSP. Compared to 2019, 2020 had a 41 percent reduction in the 60 decibel
day-night average sound level (dB DNL) noise contour and a 43 percent reduction in the 65+ dB
DNL noise contour. In 2020, the contour contracted for the third consecutive year and no
homes achieved eligibility. Consequently, all homes that will be mitigated under the current
program have been identified. No more homes will be added to this program and no portion of
St. Louis Park is within the elevated noise contour that has required mitigation.
Meeting: Study session
Meeting date: September 27, 2021
Discussion item: 2
Executive summary
Title: 2022 utility rate study
Recommended action: No action. Staff wishes to review and receive feedback from council on
an analysis just completed that will help determine utility rates for 2022.
Policy consideration: Do the utility rates meet the conservation goals of the city council?
Summary: Staff has been working with our municipal advisor – Ehlers to ensure our rate
structure is still meeting its objectives for water, sewer, storm drain and solid waste. We will
continue to review utility rates annually to ensure we are on track with council goals and
priorities.
A number of considerations were reviewed in this analysis including but not limited to
conservation of water, pay as you throw refuse, access and affordability through a race equity
lens, and overall sustainability of funds. We also reviewed and continue to find that existing
system capacity for water has increased and are well within our guidelines.
Ehlers will present their recommendations and discuss with council an overview of each of the
enterprise funds. We will adopt utility rates in November to allow adequate time with the
billing cycles for the upcoming year. A public hearing for 2022 utility rates is scheduled for
October 18, 2021.
Recommendations for rate increases in 2022 include a 4.5% increase for water, a 3.5% increase
for sanitary sewer, a 6% increase for storm water, and 5.25% increase for solid waste.
Financial or budget considerations: Water, sewer, storm water, and solid waste are enterprise
funds and are anticipated to have rates that cover the fund for all the related costs including
debt service, operations, infrastructure maintenance and capital improvement plans. The
storm water enterprise fund was not previously analyzed but is now included in the rate study.
2020 and 2021 utility rates are attached for reference.
Strategic priority consideration: St. Louis Park is committed to continue to lead in
environmental stewardship.
Supporting documents: Discussion
2021 existing utility rates
Residential user impact
Prepared by: Sharae Sledge, finance manager
Approved by: Kim Keller, city manager
Study session meeting of September 27, 2021 (Item No. 2) Page 2
Title: 2022 utility rate study
Discussion
Background: In 2018, the city utilized municipal advisor Ehlers to conduct a utility rate study. At
that time, we moved to a rate structure that promotes water conservation and “pay as you
throw” solid waste rates. Another goal from the 2018 rate study was to ensure rates sufficiently
cover costs related to enterprise funds including infrastructure maintenance, capital projects,
debt, and administrative costs. Prior to 2018, utility rates did not adequately cover fixed costs
in some funds.
Structural changes that were implemented after 2018 include water usage tier realignment to
better match actual usage patterns as well as changes to the solid waste cost structure to
encourage residents to recycle and minimize waste. Ehlers was brought back in to review data from
the new structure and confirmed that rates are producing the revenue needed for utility funds.
Present considerations: To maintain sufficient revenue in the City’s enterprise funds, it is
recommended that utility rates will increase as planned in 2022. Recommendations for rate
increases in 2022 include a 4.5% increase for water, a 3.5% increase for sanitary sewer, a 6%
increase for storm water, and 5.25% increase for solid waste.
Things to note for each fund:
Water Fund – 4.5% recommended increase
• Base fee covers fixed costs. Varies by meter size.
• 750 gallons = one unit of water
• Rates increase as residents use more water, to promote conservation
• Capital projects in 2022 include local street rehab, and water well rehab
• Suggested increase of 4.5% annually through 2031
Sanitary Sewer Fund – 3.5% recommended increase
• Base charge covers fixed cost
• Rates are the same for residential and commercial properties
• Capital projects in 2022 include 36th & Wooddale street rehab, and sanitary sewer lining
• Suggested increase of 3.5% annually through 2031
Storm Drainage/Stormwater Fund – 6% recommended increase
• Billed by residential equivalent factor, per city code
• Residential equivalent factors adjust stormwater runoff for non-single-family properties
to the appropriate share of water runoff that goes into the storm sewer system
• Capital projects in 2022 include local street rehab, and rainwater rewards
• Suggested increase of 6% annually through 2031
Solid Waste Fund – 5.25% recommended increase
• Rates include garbage, recycling, organics, and yard waste
• Phasing out smallest garbage cart size (20 gallon) by September 2023
o Cost to provide 20-gallon garbage carts exceeds the fee that is being collected
from customers
o Customers who generate a small amount of garbage can utilize the every-other-
week collection service
• Capital projects in 2022 include asset management software
• Suggested increase of 5.25% annually through 2031
Study session meeting of September 27, 2021 (Item No. 2) Page 3
Title: 2022 utility rate study
Next steps: A public hearing for 2022 utility rates is scheduled for October 18, 2021. Rates will
be adopted in November and will take effect January 1, 2022.
Staff will review and update rates annually, considering budget actuals, capital costs, and
bonds. A rate study will be conducted periodically to review usage data, along with the budget,
bonds, and capital projects.
Residential 2020 2021
Tier 1 ‐ 0 ‐ 13.333 units (0 ‐ 10,000 gallons)1.98$ 2.07$
Tier 2 ‐ 13.333 ‐ 20 units (10,000 ‐ 15,000 gallons)2.40$ 2.51$
Tier 3 ‐ > 20 units (>15,000 gallons)2.87$ 3.01$
Multi Family ‐ All units 2.40$ 2.51$
Commercial (Monthly)Commercial (Quarterly)
Tier 1 ‐ 0 ‐ 100 units (0 ‐ 75,000 galllons)2.19$ 2.29$ Tier 1 ‐ 0 ‐ 300 units (0 ‐ 225,000 galllons)
Tier 2 ‐ 100 ‐ 300 units (75,000 ‐ 225,000 galllons)2.41$ 2.52$ Tier 2 ‐ 300 ‐ 900 units (225,000 ‐ 675,000 galllons)
Tier 3 ‐ > 300 units (>225,000 galllons)2.66$ 2.79$ Tier 3 ‐ > 900 units (>675,000 galllons)
Industrial
Tier 1 ‐ 0 ‐ 1,000 units (0 ‐ 750,000 galllons)2.19$ 2.29$
Tier 2 ‐ 1,000 ‐ 3,000 units (750,000 ‐ 2,225,000 galllons)2.41$ 2.52$
Tier 3 ‐ > 3,000 units (>2,225,000 galllons)2.66$ 2.79$
Irrigation ‐ All units 3.92$ 4.11$
Meter
Size 2020 2021 2020 2021
5/8"12.11$ 12.69$ 36.33$ 38.07$
3/4"12.11$ 12.69$ 36.33$ 38.07$
1.0"16.94$ 17.75$ 50.82$ 53.25$
1.5"21.78$ 22.82$ 65.34$ 68.46$
2.0"35.10$ 36.76$ 105.30$ 110.28$
3.0"133.15$ 139.47$ 399.45$ 418.41$
4.0"169.46$ 177.51$ 508.38$ 532.53$
6.0"254.18$ 266.25$ 762.54$ 798.75$
2.0" Compound n/a n/a 104.37$ 109.33$
3.0" Compound n/a n/a 395.99$ 414.80$
State Testing Fee 2020 2021
Commercial 0.81$ 0.81$ Monthly
Residential 2.43$ 2.43$ Quarterly
Residential/Multi‐Family 2020 2021
Base Charge 19.32$ 20.09$ Quarterly
Usage 3.77$ 3.92$ Per unit ‐ Quarterly
Commercial
Base Charge 19.32$ 20.09$ Quarterly
Usage 3.77$ 3.92$ Per unit ‐ Quarterly
Base Charge 6.44$ 6.70$ Monthly
Usage 3.77$ 3.92$ Per unit ‐ Monthly
Single Family 2020 2021
Quarterly 25.02$ 26.27$ per residential equivalent unit
Basic System Rate
Monthly 41.71$ 43.80$ per residential equivalent unit
Quarterly 125.11$ 131.37$ per residential equivalent unit
* As detailed in chapter 32 of city code.
Bassett Creek Watershed Management District (pass‐through)
Monthly 0.64$ 0.64$
Quarterly 1.93$ 1.93$
2020 2021 2020 2021
20‐gallon EOW 30.23$ 31.82$ Quarterly 30 gallon service
30‐gallon EOW 40.19$ 42.30$ Quarterly Garbage 14.96$ 15.75$ Monthly
20‐gallon 41.96$ 44.16$ Quarterly Garbage 44.88$ 47.25$ Quarterly
30‐gallon 57.35$ 60.36$ Quarterly 60 gallon service
60‐gallon 81.63$ 85.92$ Quarterly Garbage 25.76$ 27.11$ Monthly
90‐gallon 125.12$ 131.69$ Quarterly Garbage 77.28$ 81.33$ Quarterly
120‐gallon 198.77$ 209.21$ Quarterly Organics 11.59$ 12.20$ Monthly
150‐gallon 248.45$ 261.49$ Quarterly Organics 34.77$ 36.60$ Quarterly
180‐gallon 298.14$ 313.79$ Quarterly 90 gallon service
270‐gallon 447.20$ 470.68$ Quarterly Garbage 38.64$ 40.67$ Monthly
360‐gallon 596.29$ 627.60$ Quarterly Garbage 115.92$ 122.01$ Quarterly
Recycling 13.49$ 14.20$ Monthly
Recycling 40.47$ 42.60$ Quarterly
120 gallon service
Organics 22.25$ 23.42$ Monthly
Organics 66.75$ 70.26$ Quarterly
180 gallon service
Garbage 79.77$ 83.96$ Monthly
Garbage 239.31$ 251.88$ Quarterly
Recycling 24.17$ 25.44$ Monthly
Recycling 72.51$ 76.32$ Quarterly
Organics 33.38$ 35.13$ Monthly
Organics 100.14$ 105.39$ Quarterly
270 gallon service
Recycling 33.38$ 35.13$ Monthly
Recycling 100.14$ 105.39$ Quarterly
Sewer Rates
Utility Rates Summary
Water Rates
Water Meter Charges
Commercial Residential
Storm Drainage Rates*
Solid Waste Rates (including applicable tax and fees)Solid Waste Rates (including applicable tax and fees)
Residential Commercial
Study session meeting of September 27, 2021 (Item No. 2)
Title: 2022 utility rate study Page 4
CITY OF ST. LOUIS PARKESTIMATED QUARTERLY UTILITY BILL ACTUAL 2021 AND PROPOSED 2022 Household Size4Water ‐ Units per quarter30Sewer ‐ Units per quarter20Solid Waste Service60‐gallonMeter size3/4 inchActual Proposed Dollar PercentService Type20212022 Change Change NotesWaterPer unit rate ‐ Tier 12.07$ 2.16$ 0.09$ 4.50%Per unit rate ‐ Tier 22.51$ 2.62$ 0.11$ 4.50%Per unit rate ‐ Tier 33.01$ 3.15$ 0.14$ 4.50%Service charge38.07$ 39.78$ 1.71$ 4.50%State testing fee2.43$ 2.43$ ‐$0.00%Consumption74.43$ 77.78$ 3.35$ 4.50%SewerService charge20.09$ 20.79$ 0.70$ 3.50%Per unit3.92$ 4.06$ 0.14$ 3.50%Consumption78.40$ 81.14$ 2.74$ 3.49%Storm DrainageService charge26.27$ 27.85$ 1.58$ 6.00%Bassett Creek Fee*1.93$ 1.93$ ‐$0.00% Bassett Creek feeSolid Waste (includes taxes and fees)85.92$ 90.43$ 4.51$ 5.25%Total Bill without Bassett*325.61$ 340.21$ 14.59$ 4.48% Not including BCWMCIncrease per quarter (dollars)14.59$ 58.37Increase per month (dollars)4.86$ 58.37* Since not all property owners would be charged this fee, it is not included in the dollar or percentage change in total bill.Study session meeting of September 27, 2021 (Item No. 2) Title: 2022 utility rate studyPage 5
Meeting: Study session
Meeting date: September 27, 2021
Discussion item: 3
Executive summary
Title: Update on council-requested agenda items/topics
Recommended action: None. The purpose of this item is to update council on staff plans to
address the current list of council-requested agenda topics/items.
Policy consideration: Does council support the proposed systems approach to address the
current backlog of council-requested agenda topics/items?
Summary: Several years ago, a process was established to facilitate a means for
councilmembers to formally propose future policy discussions to the city manager. If at least
four councilmembers agreed to pursue the proposed directive, the city manager was tasked
with tracking, scheduling, and facilitating the required work by staff. The intention was for
council-requested items to be scheduled in addition to the general line of business items
council regularly undertakes (ex. budget discussions) or items that come up from time to time
that are more urgent in nature (ex. pandemic response). Over the course of 2020-21 the list of
council-requested items has grown, and council has recently requested status updates. It has
become apparent that some changes could be made in staff’s approach to better manage
council-requested items. The current method is not achieving desirable outcomes for staff or
council. To that end, staff is proposing the following to deal with the current backlog:
•Reorganize existing list of council-requested items to implement a systems approach
o Why? It is apparent that many of the items on the existing list are connected and would
be better addressed through a more holistic analysis to focus on how the items are
interrelated, how the systems work over time and relate to strategic priorities, and
help council establish desired outcomes.
o Goals = Clear understanding of variables, better allocation of staff resources,
development of more impactful solutions and clear policy directives.
•Test use of systems approach for 3-6 months.
o Why? To allow staff and council time to use the approach and evaluate if desired
outcomes are being achieved.
o Goals = Allow staff to work within new system to identify pain points/opportunities for
improvement, provide means for city manager and council to manage workload, track
status and progression of items more easily, and adjust projected timelines as needed
based on identified variables.
Next steps:
•Phase 1 - Reorganize existing list, develop anticipated timeline and strategic plan for council.
•Phase 2 – Evaluate current method to propose items to identify opportunities to better
facilitate systems thinking, communicate variables, determine sense of urgency, assess
value/impact of initiative, assign strategic priority.
Financial or budget considerations: None.
Strategic priority consideration: Not applicable.
Supporting documents: Council-requested items list conversion example
Prepared by: Melissa Kennedy, city clerk
Approved by: Kim Keller, city manager
Council meetings -agenda and video
presentation, proclamation policy
Public process expectations and
outcomes
Transportation commission
WHNC Access Fund -easy access to
nature
Public forums at council meetings
Boards and commissions -general
review
STEP discussion: facilities
Land acknowlegments
Climate action emergency
Food security task force
Smoking restrictions for outdoor spaces at
restaurants/taprooms/cocktail rooms
REI requirements for
developers/developments requesting TIF
Timelines
Variables
Resources
Value/Impact
Strategic Plans
OUTCOMES/DELIVERABLES
Community & Civic
Engagement
•Council meetings
Public forums
Presentations
Proclamations
•Public process
expectations/outcomes
•Boards & commissions
Transportation
Commission
Racial Equity & Inclusion
•Land acknowledgments
•REI requirements for
developers/developments
requesting TIF
•WHNC Access Fund –easy
access to nature, starting
with low-income
neighborhoods
Environment &
Sustainability
•Climate action emergency
•Food security task force
STEP discussion: facilities
•Smoking restrictions for
outdoor spaces at
restaurants, etc.
Study session meeting of September 27, 2021 (Item No. 3)
Title: Update on council-requested agenda items/topics Page 2
EXAMPLE
Meeting: Study session
Meeting date: September 27, 2021
Discussion item: 4
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 Oct. 11, 2021.
Policy consideration: Not applicable.
Summary: This report summarizes the proposed agenda for the regularly scheduled study session
on Oct. 11, 2021.
Financial or budget considerations: Not applicable.
Strategic priority consideration: Not applicable.
Supporting documents: Tentative agenda – Oct. 11, 2021
Prepared by: Debbie Fischer, administrative services office assistant
Approved by: Kim Keller, city manager
Study session meeting of September 27, 2021 (Item No. 4) Page 2
Title: Future study session agenda planning
Oct. 11, 2021.
6:30 p.m. Study Session – council chambers
Tentative discussion items
1.2022 budget: CIP (capital improvement plan) and LRFMP (long range financial mgmt plan) –
administrative services (90 minutes)
Discussion on the 2022 budget, capital items, and utility rates and how they tie into the long-
range financial management plan.
2.Vehicle idling: research and recommendations – building & energy (30 minutes)
At the request of council, staff will facilitate a discussion on the topic of vehicle idling
reduction, including a summary of research and a menu of options for council consideration
(highlighting those endorsed by the ESC). Staff will request further guidance on any options
the council wishes to pursue.
3.Future study session agenda planning – administrative services (5 minutes)
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.
Written reports
4.TIF policy revisions
Meeting: Study session
Meeting date: September 27, 2021
Written report: 5
Executive summary
Title: August 2021 monthly financial report
Recommended action: No action is required.
Policy consideration: Monthly financial reporting is part of our financial management policies.
Summary: The monthly financial report provides an overview of general fund revenues and
departmental expenditures comparing them to budget throughout the year.
Financial or budget considerations: Expenditures should generally be at about 67% of the
annual budget at the end of August. General fund expenditures are under budget by
approximately 4.5%. Revenues are difficult to measure in the same way due to the timing of
when some are received, examples of which include property taxes and State aid payments. A
summary is attached, and a few comments are provided below.
Revenues
License and permit revenues combined are at 71% of budget because nearly all of the license
revenue has been received. Permit revenue is at 65% of the annual budget through August.
Charges for services revenues are at 76% as revenue from the aquatic park was 60% higher
than the budgeted amount this summer.
Expenditures
Most departments continue to be at or under budget for expenditures. Rec center expenditures
are exceeding budget by about 5% through August, which is a normal seasonal variance from
the pool season for temporary staffing and supplies. Engineering has an overage due to the
portion of staff time that has been charged to other funds for projects year to date.
Departments that are running well under budget is due in large part to staff turnover and
position vacancies. Administration expenditures are 15% less than budget due to the unfilled
management assistant position and because the majority of election expenses won’t be
incurred until the last quarter of the year.
Strategic priority consideration: Not applicable.
Supporting documents: Summary of revenues and departmental expenditures – general fund
Prepared by: Darla Monson, accountant
Reviewed by: Melanie Schmitt, chief financial officer
Approved by: Kim Keller, city manager
Summary of Revenues & Departmental Expenditures - General Fund As of August 31, 2021 20212021201920192020202020212021Balance YTD Budget Budget Audited Budget Audited Budget YTD AugRemaining to Actual %General Fund Revenues: General Property Taxes26,880,004$ 26,952,306$ 28,393,728$ 28,635,694$ 29,601,811$ 15,169,188$ 14,432,623$ 51.24% Licenses and Permits4,103,424 5,264,659 4,660,811 5,294,310 4,621,829 3,271,281 1,350,548 70.78% Fines & Forfeits279,700 274,340 280,000 126,192 231,000 107,042 123,958 46.34% Intergovernmental1,760,900 1,761,763 1,760,082 2,061,267 1,661,549 890,045 771,504 53.57% Charges for Services2,187,319 2,160,345 2,273,824 1,600,806 2,013,834 1,523,510 490,324 75.65% Rents & Other Miscellaneous1,367,012 1,500,867 1,456,102 1,201,119 1,499,091 989,777 509,314 66.03% Transfers In1,999,877 2,012,706 2,038,338 2,049,976 2,055,017 1,354,678 700,339 65.92% Investment Earnings 180,000 523,124 210,000 486,468 200,000 66,638 133,362 33.32% Other Income31,300 57,274 621,280 3,442,900 593,300 425,182 168,118 71.66% Use of Fund Balance298,156 230,026 25,000 25,000 0.00%Total General Fund Revenues39,087,692$ 40,737,411$ 41,694,165$ 44,898,732$ 42,502,431$ 23,797,340$ 18,705,091$ 55.99%General Fund Expenditures: General Government: Administration1,837,620$ 1,673,619$ 1,868,599$ 1,472,421$ 1,617,882$ 833,520$ 784,362$ 51.52% Finance1,034,199 1,078,291 1,124,045 1,194,828 1,129,591 731,371 398,220 64.75% Assessing772,746 751,737 808,171 792,277 798,244 508,541 289,703 63.71% Human Resources805,620 756,767 823,209 796,088 837,736 495,876 341,860 59.19% Community Development1,502,521 1,515,672 1,571,894 1,536,657 1,576,323 966,331 609,992 61.30% Facilities Maintenance1,170,211 1,209,474 1,265,337 1,246,439 1,349,365 840,385 508,980 62.28% Information Resources1,674,937 1,474,604 1,709,255 1,596,487 1,683,216 1,132,754 550,462 67.30% Communications & Marketing805,674 786,448 828,004 710,334 970,934 537,082 433,852 55.32%Total General Government9,603,528$ 9,246,612$ 9,998,514$ 9,345,531$ 9,963,291$ 6,045,861$ 3,917,430$ 60.68% Public Safety: Police10,335,497$ 10,452,038$ 10,853,821$ 10,611,141$ 11,307,863$ 7,402,954$ 3,904,909$ 65.47% Fire Protection4,813,078 4,754,524 5,040,703 4,764,337 4,998,636 3,287,088 1,711,548 65.76% Building 2,555,335 2,430,473 2,696,585 2,321,664 2,571,968 1,582,767 989,201 61.54%Total Public Safety17,703,910$ 17,637,035$ 18,591,109$ 17,697,142$ 18,878,467$ 12,272,809$ 6,605,658$ 65.01% Operations: Public Works Administration290,753$ 214,436$ 273,318$ 216,899$ 249,256$ 139,743$ 109,513$ 56.06% Public Works Operations3,111,481 3,099,493 3,331,966 3,168,538 3,285,820 1,980,087 1,305,733 60.26% Vehicle Maintenance1,242,236 1,268,700 1,278,827 1,207,998 1,303,159 795,180 507,979 61.02% Engineering570,377 609,567 551,285 531,801 523,547 399,833 123,714 76.37%Total Operations5,214,847$ 5,192,196$ 5,435,396$ 5,125,236$ 5,361,782$ 3,314,843$ 2,046,939$ 61.82% Parks and Recreation: Organized Recreation1,579,569 1,498,462 1,637,002 1,369,309 1,639,358 1,104,192 535,166 67.36% Recreation Center1,949,657 2,041,386 2,061,394 1,864,459 2,082,697 1,514,520 568,177 72.72% Park Maintenance1,833,297 1,820,455 1,906,363 1,802,534 1,916,643 1,205,856 710,787 62.91% Westwood Nature Center643,750 612,266 748,683 606,378 736,515 412,828 323,687 56.05% Natural Resources484,784 429,409 504,143 433,362 496,497 252,971 243,526 50.95%Total Parks and Recreation6,491,057$ 6,401,977$ 6,857,585$ 6,076,042$ 6,871,710$ 4,490,367$ 2,381,343$ 65.35% Other Depts and Non-Departmental: Racial Equity and Inclusion -$4,592$ 314,077$ 272,994$ 341,293$ 166,299$ 174,994$ 48.73% Sustainability26,283 497,484 244,655 432,043 191,824 240,219 44.40% Transfers Out300,000 428,845 0.00% Contingency and Other74,350 121,245 144,860 225,000 0.00%Total Other Depts and Non-Departmental74,350$ 452,119$ 811,561$ 662,509$ 1,427,181$ 358,123$ 415,213$ 25.09%Total General Fund Expenditures39,087,692$ 38,929,940$ 41,694,165$ 38,906,460$ 42,502,431$ 26,482,004$ 15,366,582$ 62.31%Study session meeting of September 27, 2021 (Item No. 5) Title: August 2021 monthly financial reportPage 2
Meeting: Study session
Meeting date: September 27, 2021
Written report: 6
Executive summary
Title: Update on revised green building policy
Recommended action: No action is required at this time.
Policy consideration: None at this time. Please inform staff of any questions you might have.
Summary: The economic development authority adopted the city’s green building policy in
2010 and amended the policy in 2014 and 2020. The city continues to refine its sustainable
buildings priorities, building technologies continue to improve, and sustainable building policy
frameworks are becoming more standardized.
Community development and sustainability staff have been collaborating on an amendment to
the green building policy since 2020. Staff would like the policy to emphasize the sustainable
building elements that city council has indicated are priorities and to be more consistent with
other local municipalities’ green building policies that are in place or under development. The
policy revisions were circulated for internal review and brought to both the environment and
sustainability commission and the planning commission for feedback this spring and summer.
Staff would also like to increase capacity for technical assistance. In 2020, staff met with a
group of cities convened by Center for Energy and Environment (CEE) to identify opportunities
to reach our common climate action goals more efficiently by coordinating our sustainable
building policies. In January 2021, CEE issued a summary report of recommendations. One of
the recommendations was to create a collaborative for sustainable building policy
implementation support modeled after Hennepin County’s benchmarking collaborative.
Hennepin County intends to issue a request for proposals for implementation support services.
By December, we should receive information about an opportunity to contract for these
services for a fee.
Staff intend to present the proposed green building policy revisions at a city council study
session in January when more is known about the services available through the collaborative
and the fees.
Financial or budget considerations: None at this time.
Strategic priority consideration: St. Louis Park is committed to continue to lead in environmental
stewardship.
Supporting documents: None
Prepared by: Sean Walther, planning and zoning supervisor
Emily Ziring, sustainability manager
Reviewed by: Brian Hoffman, director of building and energy
Approved by: Kim Keller, city manager