city of lansing 2014 proposed budget book

7/29/2019 City of Lansing 2014 Proposed Budget Book

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FISCAL YEAR 2013 - 2014EXECUTIVE BUDGETRECOMMENDATION

VIRG BERNERO MAYOR


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CITY COUNCIL

LANSING CITY GOVERNMENT

Fiscal Year July 1, 2013 - June 30, 2014

MAYOR

Virg Bernero

Carol Wood, Council President, At Large

Derrick Quinney, At Large

Frank J. DeLuca, Chief JudgePatrick F. Cherry

Kathy Dunbar, At Large

Jody Washington, 1st WardBrian Jeffries, At Large

A'Lynne Boles Robinson, Council Vice President, 3rd Ward

Tina Houghton, 2nd Ward

Hugh B. Clarke, Jr.

Jessica Yorko, 4th Ward

CLERK

Chris Swope

DISTRICT COURT JUDGES

Charles F. Filice

Louise Alderson

OFFICERS

City Assessor.................Bill FowlerCity Attorney.....Janene McIntyre

Chief of Staff..............Randy HannanChief Operating Officer/Public Service Director........Chad A. Gamble

Internal Auditor.....Arnold Yerxa

Planning & Neighborhood Development Director...Bob JohnsonParks & Recreation Director........Brett KaschinskeCourt Administrator......Anethia Brewer

City Treasurer.................Antonia KrausInterim Finance Director.............Angela BennettPolice Chief......Teresa Szymnaski

Fire Chief..................Randy Talifarro

Human Relations & Community Service Director..Joan Jackson JohnsonHuman Resources Director...........Terri Taylor


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TABLE OF CONTENTS

Budget Overview

Budget Overview .......1

Staffing Chart...5City-Wide Budget Summary...7

Fund Summaries

General Fund Revenues by Category....11

General Fund Expenditures by Department.......13

Major Streets Fund.14

Local Streets Fund.....15Drug Law Enforcement Fund16

Drug Law Enforcement Fund Tri County Metro17

Building Safety Fund.18Community Development Block Grant (CDBG), HOME, and ESG Grants Funds......19

Stadium Fund.20

Municipal Parking System Fund21Sewage Disposal System Fund..22

Refuse Disposal System Fund...23

Municipal Recycling System Fund24

Municipal Cemeteries Fund...25Municipal Golf Courses Fund....26

Department Summaries

City Council...28

Internal Audit.30Mayors Office...32

Office of Community Media..34

City Clerk...36Courts.38

Planning & Neighborhood Development..41

Information Technology....50Finance..52

Human Resources..54

City Attorney.54

Police..58Fire.64

Public Service....66

Human Relations & Community Service..79Parks & Recreation83

General Fund Non-Departmental Expenditures.....89

Lansing Center...92Cooley Law School Stadium.93

Lansing City Market.94


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TABLE OF CONTENTS

Lansing Economic Development Corporation (LEDC)....95Lansing Brownfield Redevelopment Authority (LBRA)......96

Tax Increment Financing District (TIFA)..99

Downtown Lansing, Incorporated...100

Capital Improvement Program (CIP)Capital Improvement Program.........102

Proposed Budget Resolution & Fee Changes..103


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FiscalYear2014ProposedBudgetOverviewTheFY2014budgetisproposedinanotheryearoffinancialchallenges. Citiesacrossthestatecontinue

tostruggletomaintainservicesforresidents. Simplystated,thefundingmodelforMichigancitiesis

broken. Citiesarelimitedintheirabilitytoraiserevenues,thetheorybeingthatrevenuesharingfrom

thestate

would

offset

that

need.

Yet

over

the

past

decade,

revenue

sharing

for

municipalities

has

been

reduceddrastically. Lansingiscurrentlyreceiving$8millionlessannuallythanitdidin2001,when

revenuesharingcutsbegan. Overthepastdecade,thathasamountedtoacumulativelossofover$62

millionforthecity.

TheonsetoftheGreatRecessionimpactedtheCityinseveralways. First,the2008stockmarketcrash

addedsignificantlytotheCityspensioncosts. IthasimpactedallthreeoftheCitysmajorGeneralFund

revenuessources:incometaxes,staterevenuesharing,andpropertytaxes. Overthepastfouryears,

thecityhasseenan$8milliondeclineinnondedicatedpropertytaxrevenues. Thankstothevoter

approveddedicatedmillagepassageinNovember,2011forpolice,fire,androads,thecityhasbeenable

tomitigatesomeofthischallenge.

Themillageproposalandpassagewasnotrequestedlightly. Thecityhasreduceditsbudgetbyover$60

millionoverthepastseveralyears(seepage5foralistofthosemeasures). However,themillageand

thesemeasuresarenotenough. Asevidencedbyfiscalchallengesfacedbycitiesacrossthestate,we

needtocontinuetorestructureandchangethewaywedobusinessinordertonotonlysurvive,butto

thrive.

Forthisreason,lastfallMayorBerneroappointedaFinancialHealthTeamcomposedofareabusiness

andcommunityleaderstoassessthecitysfinancialchallengesandtomakerecommendations,bothin

thenearandlongterm. Lastweek,theFinancialHealthTeamissueditsreportandrecommendations.

Thereport

is

available

on

the

Citys

website

at

www.lansingmi.gov.

FiscalYear2014TheFY2014,citywideproposedbudgetis$191.5million,a1.6%increaseovertheCitysFY2013budget.

Thereasonforthatincreaseisstrategicinvestmentsinroadinfrastructure,beyondthevoterapproved

millage. TheCitysFY2014GeneralFundbudgetis$112.0million,amere$100,000morethanFY2014.Inordertoarriveatthisbudgetproposal,moretoughchoicesneededtobemade. TheFY2014budget

includesfurtherinternalreorganizationsandemployeehealthcareconcessions.

Thisbudgetalsoproposestohavefirehydrantrentalsandstreetlighting,previouslyfundedbytheCitys

generalfund,paidthroughsurchargesonBoardofWaterandLightcustomerbills. Incombination,the

surchargefortheaveragehomeownershouldamounttoabout$46peryear lessthanonedollara

week. ThismethodoffundingthesevitalserviceswillallowtheCitytomakestrategicinvestmentsand

offsetaportionofthehistoriclossofrevenuesharingandpropertytaxrevenues. TheincreaseinBWL

chargeswillalsobeoffsetbyananticipatedreductioninpropertytaxesof$45nextyearforahomewith

amarketvalueof$100,000.

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RoadfundinginMichiganiswoefullyinadequate,andthesemeasuresalsoenablethecitytoinvest$1.3

millionincriticalroadrepairsitwouldnothaveotherwisebeenabletofund. Incombinationwith$1.8

millioninrevenuesfromthepolice,fireandroadsmillage,$3.1millionwillbeusedtoimproveourroad

infrastructure. Thispastwinterhasbeenverytoughonourroads,asevidencedbythenumberand

severityofpotholes. Thisnecessarybutcostlyinvestmentbenefitsthecitynotjusttoday,buttomorrow

interms

of

slowing

road

deterioration.

Otherhighlightsofthebudgetinclude:

InternalReorganizations:

Toprovideenhancedefficiencies,parkingenforcementwillbemovedfromtheParkingServicesOfficetothePoliceDepartment.

TheCityscodeenforcementactivitieswillbemergedintheFireDepartmentFireMarshallsOffice.Thismovewillallowedforgreaterenforcementcapabilities.

ThecreationofaDepartmentofInformationTechnologyandinternalservicefund,withtheadditionofaCabinetlevelChiefInformationOfficer(CIO). Thischangeinorganizationand

fundingmechanismrecognizestheimportanceofinformationtechnologyinvirtuallyevery

aspectofcitygovernment,bothintermsofinternalfunctionsandservicedeliverytoresidents.

TheCityandtheBoardofWaterandLightwillworktowardajointpurchasingagreement. ThismeasurewillenhancetheCityspurchasingfunction,affectedbystaffingdownsizing,andwill

enhanceefficienciesforafunctionbothorganizationsprovide.

TheCityspensionadministrativefunctionsareproposedtobechargedtotheCityspensionfunds,

rather

than

the

Citys

general

fund.

Rather

than

adding

aburden

to

the

pension

systems,

theproposalistofundpensionadministrativesupportusingafundingmechanismoutsideof

thepensionsystemsmainassets.

RecommendationsAffectingEmployees

TheCityhasbeenworkingwithitsemployeesduringthesedifficulttimes,andtheircontributionsover

thepastseveralyearshavebeensignificantandimportant.Wecontinue,however,tofacechallengesin

bothhealthcareandpensions. AsaffirmedbytheFinancialHealthTeamreport,theCity,likemostother

communities,hassignificantlongtermliabilitiesforpensionsandhealthcare.

Thisnextfiscalyear,themajorityofemployeeswillfallwithinthestatemandatedhardcapthatlimits

theamount

the

city

can

contribute

to

healthcare.

The

City,

employees,

and

unions

have

been

working

towardaconsolidatedhealthcareplanthatfallsbelowthehardcaprequirementsandhelpsaddressthe

Cityshealthcarechallenges. TheFraternalOrderofPolice(FOP),theInternationalAssociationofFire

Fighters(IAFF)andtheUnitedAutoWorkers(UAW)donotyetfallunderthehardcaprequirement.

However,aswecontinuetofacechallengesinthoseareas,changestohealthcareareneeded. Next

year,agrantthatpaysforelevenpoliceofficerswillend. Concessionsinhealthcareareneededsothat

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fundssetasidefromthisyearspolicemillageallocationcanbeusedforofficerfundingwhenthatgrant

ends.

Forthepastfewyears,nonemergencypersonnelhavebeensubjecttoreducedworkhours,or

furloughs. TheFY2014budgetrecommendstheeliminationoffurloughs,returningourworkforceto

afull

time

schedule

in

order

to

provide

the

highest

level

of

public

services

possible

with

current

staffing

levels.

IncorporationofFinancialHealthTeam(FHT)RecommendationsTheMayorsFY2014budgetrecommendationincorporatesanumberoftheFinancialHealthTeams

recommendations. Thebudget,firstandforemost,isacontinuationofstructuralmeasurestoaddress

thechallengesweface. Totheextentthatmeasureswerenotincorporatedintothebudget,theywillbe

assessedforthefuture.

TheFinancialHealthTeamstronglyrecommendsincreasingourinvestmentintheprefundingofretiree

healthcareandinbuildingtheCitysgeneralfundreserves. Thesearealsothegoalsofthe

Administration. Nextyear,theCitywillneedtoprovidea$1.4millionsubsidytotheCitysTax

IncrementFinanceAuthority(TIFA),duetodeclinesinpropertyvaluesandtheremovalofseveralstate

officebuildingsfromthetaxrolls. TheCityisworkingtorefinancetheunderlyingdebttotheTIFA;

however,doingsorequiresstatelegislativeaction. Iftherefinancingisapproved,itisthe

Administrationsintentthatthe$1.4MwillbesplitevenlybetweenbuildinguptheCitysrainydayfund

andprefundingretireehealthcare.

TheFinancialHealthTeamrecommendedreductionsinCityfundingforhumanservicesandparksand

recreationactivities. Thesemeasuresneedtobemorefullyassessed,astheyhavethepotentialto

impactsomeofthemostbasicandnecessaryneedsinourcommunity. Granted,humanservicesisa

functionnotnormallyprovidedatthemunicipallevel;however,duringthesechallengingeconomic

times,funding

of

human

services

by

other

entities,

especially

the

state,

have

been

curtailed.

Thisbudgetrecommendation,whilerequestingconcessionsandorganizationalchangeswithinPolice

andFire,doesnotreducePoliceorFirestaffing,asrecommendedbytheFHT.

TheFinancialHealthTeamalsorecommendedanumberofmeasuresthatwillrequirefurther

assessment,study,andregionalpartnerships.Whileimportant,theyextendbeyondtheCitysabilityto

addresstheFY2014budgetarychallenges.

OutlookRecentnewsintermsofimprovedpropertytaxprojectionsandhealthcarearepositive. Barringanother

majoreconomicdownturn,theCityspropertyvaluesarestabilizing. Thisisverygoodnews;however,it

doesnotprecludetheneedforcontinuedreformsandrestructuringinthewaygovernmentservicesare

provided. Revenuesareprojectedtostabilize;however,duetostatelimitationsonpropertytaxgrowth,

revenuesareprojectedtogrowataslowpace,andwillnotkeeppacewithexpendituregrowth. In

addition,theCityneedstomakecontinuedinvestmentsinitslongtermliabilitiesandinfrastructure

needs. Thismakesregionalpartnershipsandnewmodelsofdoingbusinessallthemoreimportant

goingforward.

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Service-Level Changes/Revenue Enhancements Enacted

In Response to Declining Revenues

In response to the challenges presented by declining General Fund revenues and increasingcosts of pension and healthcare, Mayor Bernero has, since coming into office in 2006,proposed and implemented many different changes in City programs, staffing, andorganization, including:

Reducing the Citys workforce by 378 (31%) since FY 2006, from 1,220 to 843 Reducing hours of work for all non-emergency personnel Reducing city health insurance costs by negotiating increases in employee health

insurance premium sharing, healthcare plan changes, and pension contributions

Reducing city health insurance costs for Medicare-eligible retirees Reducing/postponing/eliminating capital projects, including roads and streets Reducing minimum staffing requirements for firefighters Reducing police overtime by reorganizing work schedules Closing 3 fire stations and eliminating associated costs Closing Waverly and Red Cedar Golf courses Closing Miller Road Senior Community Center Closing Washington Ice Dome and Scott House Consolidating functions within the City (grounds maintenance, engineering, fleet

maintenance)

Consolidating functions with other governments (911, dive team) Entering into cooperative agreements with other governments (police and fire

training, purchasing, economic development)

Expanding mutual aid agreements and shared services studies with adjoiningmunicipalities

Transferring management of Sycamore Driving Range and Fenner Nature Center tonon-profits

Eliminating leased space by consolidating police Patrol and Investigations Divisions Increasing fees Implementing new technology to improve efficiency (including cash receipting, code

compliance, financial system upgrades, payroll system, computerized traffic ticketsystem, E-filing for income taxes)

Increasing income tax compliance efforts (over $3M in additional uncollectedrevenue since February, 2007)

Implementing energy efficiency measures in city buildings Implementing new restrictions on overtime, travel and hiring Instituting a voter-approved 4.0 mill property tax increase to mitigate further

reductions to police, fire and road services

During this time, the City has maintained its focus on preserving and improving its economicbase. The Mayors economic team has worked tirelessly to retain and expand jobs, bringingincome tax and property tax revenue into the City.

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FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

City Council 11 11 11 11 10 10 10

Internal Audit 2 2 2 2 1 1 1

Mayor Staff 5 5 5 5 5 5 5

Office of Community Media 2 2 2 2 2 2 2

Clerk Staff 7 7 7 6 5 5 5

Court/Probation Staff 53 53 53 48 48 43 43

Planning & Neighborhood 18

Development 90 90 87 64 63 62 45(1)

Finance 101 101 92 86 79 30 30(2)

Information Technology 17 17 15 14 10 10 11

Human Resources 14 14 12 11 9 9 10

City Attorney 12 12 12 11 10 10 10

Police 342 343 344 328 260 229 234(1),(3)

Fire 235 235 235 225 179 180 202(1)

Public Service 181 181 171 201 183 226 222(1),(2),(5)

Human Relations & Community

Services 8 8 5 5 5 5 6

Parks & Recreation 65 66 56 22 19 16 16(4),(5)

1,163 1,147 1,109 1,041 888 843 852

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2013Number of employeesper 1,000 residents 10.2 10.1 9.7 9.1 7.8 7.4 7.5

Summary of Projected Full-Time Positions by Department

(Includes Elected Officials)

(3)The reduction in Police staffing in FY 2013 is due to the transfer of 53 positions to the 9-1-1 Dispatch Center to Ingham County. Police

staffing for FY 2013 increased by 11 officers and one Crime Analyst due to grants. Nine (9) addtional officers will be added in FY 2013.

(5)Thirty-one (31) postions were transferred from Parks & Recreation to Public Service in FY 2011.

(4)Eighteen (18) Parks Zoo positions were transferred to Ingham County in FY 2008.

(2)Forty-five (45) postions were transferred from Finance to Public Service for Property Management and Fleet Maintenance operations in FY

2013.

(1)Fourteen (14) postions are transferred from PND to Fire; four (4) to Police, and one (1) to Public Service for FY 2014.

1,163 1,147 1,1091,041

888 843 852

0

500

1,000

1,500

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

City-Wide Staffing LevelsFY 2008 - FY 2014

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Executive/Legislative

2% Courts3%

Polic19%

Fire17%

Parks &Recreation

6%Planning &

NeighborhoodDevelopment

3%

Parking

6%

HumanServices/Agency

Suppport32%

Public Services38%

Finance/Human Resources

7%

Finance/HumanResources

3%

Fiscal Year 2013/2014 City-Wide Budget$191,494,000

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Percent of

General Other Total

Department Fund Funds Total Budget

General Government

City Council 628,900 - 628,900

Internal Auditor 184,460 - 184,460

Mayor's Office 792,470 - 792,470

Office of Community Media 334,250 - 334,250

City Attorney's Office 1,452,640 - 1,452,640

City Clerk 880,400 - 880,400

Courts 5,608,490 - 5,608,490

Finance 4,895,100 - 4,895,100

Human Resources 1,612,670 - 1,612,670

Capital Improvements 1,100,000 - 1,100,000

Library Building Rental 155,000 155,000

Debt Service 1,392,220 244,975 1,637,255

Subtotal - General Government 19,036,600 244,975 19,281,635 10.07%

Public Safety

Police 35,648,150 1,135,220 36,783,370Fire 31,704,800 - 31,704,800

Subtotal - Public Safety 67,352,950 1,135,220 68,488,170 35.77%

Recreation & Culture

Parks & Recreation - General Fund 7,048,750 - 7,048,750

Parks Capital Improvements 300,000 300,000 600,000

Parks - Golf 521,000 411,400 932,400

Parks - Cemeteries 451,400 262,400 713,800

LEPFA/Stadium 1,618,780 390,000 2,008,780

Subtotal - Recreation & Culture 9,939,930 1,363,800 11,303,730 5.90%

Community Development

Planning & Neighborhood Development 989,450 4,526,435 5,515,885

Economic Development Corporation 50,000 - 50,000

Downtown Lansing Incorporated 60,470 623,710 684,180Human Relat ions & Community Services Dept. 869,910 - 869,910

Human Services 1,395,000 - 1,395,000

City Supported Agencies 331,400 - 331,400

Tax Increment Financing District 1,400,000

Subtotal - Community Development 5,096,230 5,150,145 8,846,375 4.62%

Public Services

Public Services 5,742,090 - 5,742,090

Public Services - Roads 3,812,200 14,796,700 18,608,900

Public Services - Sewer - 43,055,700 43,055,700

Public Services - Refuse - 1,667,400 1,667,400

Public Services - Recycling - 3,957,000 3,957,000

Public Services - Fleet 1,620,000

Subtotal - Public Services 11,174,290 63,476,800 73,031,090 38.14%

Parking System - 11,143,000 11,143,000 5.82%

Vacancy Factor (600,000) - (600,000)

112,000,000 82,513,940 191,494,000

Note: Transfers from other funds are netted out from expenditures so as not to overstate total funding.

-

FY 2013/2014 City-Wide Budget by Department/Service Type

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Fund Summaries

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Property Taxes34%

Incom2

State SReve

12

Licenses andPermits

1%

Charges for

Services8%

Fines andForfeitures

2%

Interest andRents

1%

Other Revenue16%

Where the Money Comes FromFY 2013/2014 General Fund Budgeted Revenues

$112,000,000

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FY 2013 % Change

FY 2012 Adopted FY 2013 FY 2014 FY13 Adopted

Actual Budget Projected Proposed FY14 Proposed

Property Taxes

Non-Dedicated 31,264,329 28,473,352 27,861,037 28,117,000 -1.3%Dedicated - Police - 2,865,200 4,365,000 2,822,250 -1.5%

Dedicated - Fire - 2,865,200 2,910,000 2,822,250 -1.5%

Dedicated - Roads - 1,910,000 1,940,000 1,881,500 -1.5%

Dedicated - Parks 2,289,043 1,910,000 1,940,000 1,881,500 -1.5%

33,553,373 38,023,752 39,016,037 37,524,500 -1.3%

Income Taxes 27,943,070 29,050,000 28,835,000 29,130,000 0.3%

State RevenuesState Revenue Sharing 12,710,114 12,752,048 13,097,208 13,438,300

Fire Reimbursement Grants 1,436,113 1,050,000 900,000 1,050,000

Liquor License Fee 69,611 80,000 83,000 80,000

14,215,838 13,882,048 14,080,208 14,568,300 4.9%

Licenses & PermitsBusiness Licenses 84,131 79,200 82,500 82,500

Building Licenses & Permits 36,535 40,125 34,600 35,600Non-Business Licenses 109,239 95,265 96,600 96,600

Cable Franchise Fees 1,318,694 1,300,000 1,350,000 1,350,000

1,548,599 1,514,590 1,563,700 1,564,700 3.3%

Charges for Services

Reimbursements 2,950,381 2,562,500 2,546,500 2,270,000

Appeals & Petitions 58,737 57,655 47,200 48,700Code Compliance 1,644,302 2,147,590 1,930,200 2,050,200

Public Safety 3,303,166 3,900,900 3,588,037 4,027,800

Subscriptions and Information 1,562 1,300 1,300 1,500

Work for Others (87,313) 130,500 (35,240) (14,600)

Central Stores 495 700 600 700

Recreation Fees 576,723 528,845 599,879 616,700

8,448,053 9,329,990 8,678,476 9,001,000 -3.5%

Fines & Forfeitures 2,291,108 2,485,520 2,384,855 2,595,400 4.4%

Interest & Rents

Interest Income 48,606 90,000 50,000 60,000

Rental Income - 18,000 - -

48,606 108,000 50,000 60,000 -44.4%

Return on Equity

Board of Water and Light 12,169,097 17,000,000 16,600,000 17,000,000

Sewer Fund 300,000 300,000 300,000 300,000

12,469,097 17,300,000 16,900,000 17,300,000 0.0%

Other RevenuesSale of Fixed Assets 1,298,205 10,000 8,000 8,000

Donations & Contributions 190,636 34,000 42,000 31,000

Miscellaneous 144,372 127,100 110,324 132,100

1,633,214 171,100 160,324 171,100 0.0%

Total General Fund Revenues

before Capital Fund Transfer 102,150,958 111,865,000 111,668,600 111,915,000 0.0%

Transfers from Capital Funds 48,000 65,000 65,000 85,000 30.8%

Total General Fund Revenues 102,198,958 111,930,000 111,733,600 112,000,000 0.1%


General Fund Revenue (excluding use of reserves)

City of Lansing

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Executive/Le4%

Court5%

Police32%

Fire29%

Parks & Recreation9%

Planning &

NeighborhoodDevelopment2%

Human Services &Agency Support

2%

Public Services10% Capital Improvements

2%

FinanHuman Re

6%

How the Money Is SpentFY 2013/2014 General Fund Budget

$112,000,000

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FY 2013 % ChangeFY 2012 Adopted FY 2013 FY 2014 FY13 AdoptedActual Budget Projected Proposed FY14 Proposed

Beginning General Fund Balance 512,467 554,179 554,179 817,679Beginning Budget Stab. Fund Balance 4,818,020 4,818,020 4,818,020 4,818,020

Total General Fund Reserves 5,330,487 5,372,199 5,372,199 5,635,699

Revenues (detail on previous page) 102,198,958 111,930,000 111,733,600 112,000,000

Expenditures:

Council 535,462 592,050 510,092 628,900 (1) 6.2%

Internal Audit 146,946 161,692 168,066 184,460 (1) 14.1%

District Court 4,664,526 5,496,424 5,387,642 5,474,740 (1) -0.4%

Circuit Court Building Rental 31,811 143,335 143,335 133,750 (1) -6.7%

Mayor's Office 633,988 713,433 707,170 792,470 (1) 11.1%

Office of Community Media 244,620 300,858 298,574 334,250 (1) 11.1%

City Clerk's Office 807,223 906,125 880,911 880,400 (1) -2.8%

Planning & Neighborhood Development 2,236,260 2,550,051 2,546,575 845,050 (2) -66.9%

Finance 6,588,633 7,294,841 7,093,690 4,895,100 (1) -32.9%

Human Resources 1,186,216 1,437,274 1,411,086 1,612,670 (1) 12.2%

City Attorney's Office 1,253,205 1,422,589 1,325,266 1,452,640 (1) 2.1%

Police 30,626,897 33,513,551 33,460,329 35,498,150 (1) 5.9%

Fire 28,069,367 30,923,190 30,633,700 31,704,800 (1),(2) 2.5%

Public Service 9,031,880 9,195,779 9,117,333 5,742,090 (1) -37.6%

Human Relations & Community Services 693,869 799,648 756,991 869,910 (1) 8.8%

Parks & Recreation 6,996,074 6,673,801 6,734,357 7,048,750 (1) 5.6%

Human Services 1,275,485 1,350,000 1,350,000 1,395,000 (1) 3.3%Non-Departmental Expenditures:

Library Building Rental 161,030 165,000 150,000 155,000 -6.1%Operating Subsidies to Other Funds 3,536,860 3,164,397 3,149,397 4,396,050 38.9%

City Supported Agencies 328,243 331,400 328,925 331,400 0.0%Capital Improvements 1,294,956 4,113,798 4,113,798 6,832,200 66.1%

Debt Service 1,813,696 1,480,764 1,202,862 1,392,220 -6.0%Vacancy Factor - (800,000) - (600,000) -25.0%

Total Expenditures 102,157,247 111,930,000 111,470,100 112,000,000 0.1%

Fund Balance Increase/(Decrease) 41,712 - 263,500 -

Total Ending Reserves 5,372,199 5,372,199 5,635,699 5,635,699 4.9%

General Fund Reserves as a Percent

of Revenues 5.3% 4.8% 5.0% 5.0%

(2) Beginning FY 2014, code compliance activities, formerly reported in the Planning & Neighborhood Development department, arecombined with the Fire Marshall's office in the Fire Department.

City of Lansing


General Fund Summary

(1) FY 2014 Departmental Increases are mainly the result of the allocation of information technology costs to departments, previouslyaggregated in the Finance Department.

Information regarding the budget for each of the departments listed above is contained in the Department Summary section of thisdocument.

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FY 2013 % Change

FY 2012 Adopted FY 2013 FY 2014 FY13 AdoptedActual Budget Projected Proposed FY14 Proposed

Beginning Fund Balance 5,049,045 4,596,685 4,596,685 2,910,252

Revenues

Gas & Weight Tax Receipts 6,254,782 6,320,000 6,317,330 6,379,880 0.95%Utility Permit Fees (Metro Act) 489,360 398,000 398,000 398,000 0.00%

State Trunkline &Utility Cut Reimbursements 1,133,814 972,200 916,568 1,056,240 8.64%

Interest Income 666 - - - 0.00%

Miscellaneous Revenue 148,473 90,000 62,539 46,000 -48.89%Use of Existing Bond Proceeds 1,221,924 - 753,829 991,540Transfer from General Fund - 100,000 100,000 200,000 100.00%

Total Revenues 9,249,019 7,880,200 8,548,266 9,071,660 15.12%

Expenditures

Capital

Major Maintenance 1,309,201 1,130,994 3,265,076 2,022,760 78.8%Debt Service 608,979 609,803 609,803 609,216 -0.1%

Subtotal - Capital 1,918,180 1,740,797 3,874,879 2,631,976 51.2%

Operating

Administration & Engineering 1,312,207 1,419,469 1,389,512 1,589,419 12.0%Routine Road Maintenance 1,853,785 2,189,851 2,077,096 2,261,054 3.3%Bridge Maintenance 39,116 58,420 55,272 77,547 32.7%

Winter Maint. - Snow Removal 649,382 1,077,119 948,930 1,068,704 -0.8%Trunkline Maintenance 347,935 581,600 485,718 580,600 -0.2%Traffic Administration 24,813 30,000 30,000 40,000 33.3%

Traffic Maintenance 592,802 637,500 790,617 637,500 0.0%Subtotal - Operating 4,820,040 5,993,959 5,777,145 6,254,824 4.4%

Transfer to Local Streets Fund 2,963,159 637,648 582,675 1,791,000 180.9%


Fund Balance Increase/(Decrease (452,360) (492,204) (1,686,433) (1,606,140)

Ending Fund Balance 4,596,685 4,104,481 2,910,252 1,304,112 -68.2%

Amount Designated for Projects (3,189,761)

Less: Amounts Held for Inventorie (1,050,623) (1,050,623)

Available Fund Balance 356,301 253,489

Available Fund Balance as a Percent

of Operational Revenues 3.9% 14.7%

City of Lansing


Major Streets Special Revenue Fund

This page is a presentation of the projected results of operations for Major Street (main artery road) operations.For narrative information of operations and a more detailed view of expenditures, please refer to the Major Street

Fund in the Department Summary section, under the Public Service Department.

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FY 2013 % ChangeFY 2012 Adopted FY 2013 FY 2014 FY13 Adopted


Beginning Fund Balance 317,039 495,821 495,821 315,084

Revenues

Gas & Weight Tax Receipts 1,827,483 1,834,608 1,852,954 1,900,580 3.6%

Utility Cut Reimbursements 542,910 348,054 472,996 365,000 4.9%Interest Income (502) - - - 0.0%Miscellaneous Revenue - 580,000 580,000 - -100.0%

Transfer from General Fund 100,000 417,680 417,680 1,730,700 314.4%Transfer from General Fund - Millag - 1,910,000 1,910,000 1,881,500 -1.5%Transfer from Major Streets Fund 2,963,159 637,648 582,675 1,791,000 180.9%Use of Existing Bond Proceeds 92,253 179,136 254,786 - -100.0%

Total Revenues 5,525,303 5,907,126 6,071,091 7,668,780 29.8%

Expenditures

Capital

Major Maintenance 110,253 355,586 500,113 1,600,000 350.0%Debt Service 1,354,598 1,357,208 1,357,208 1,355,349 -0.1%

Subtotal - Capital 1,464,851 1,712,794 1,857,321 2,955,349

Operating

Administration & Engineering 807,843 1,003,135 973,791 1,119,094 11.6%Surface Maintenance 2,716,846 2,793,541 2,828,639 2,943,638 5.4%

Winter Maintenance 279,180 668,160 471,761 685,519 2.6%

Traffic Administration 9,999 10,000 10,000 20,000 100.0%Traffic Maintenance 67,802 114,500 110,316 117,000 2.2%

Subtotal - Operating 3,881,670 4,589,336 4,394,507 4,885,251 6.4%


Fund Balance Increase/(Decrease) 178,782 (395,004) (180,737) (171,820)

Ending Fund Balance 495,821 100,817 315,084 143,264 42.1%

Amount Designated for Projects (893,475)

Available Fund Balance (397,654)

Available Fund Balance as a Percent

of Operational Revenues -7.2% 1.9%

City of Lansing


Local Streets Special Revenue Fund

This page is a presentation of the projected results of operations for Local (local access) Street operations. Fornarrative information of operations and a more detailed view of expenditures, please refer to the Local Street

Fund in the Department Summary section, under the Public Service Department.

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Beginning Fund Balance 193,186 (74,748) (74,748) 263,491

Revenues

Drug Forfeiture Revenues 454,742 1,149,500 1,176,440 340,000 -70.4%Interest Income 51 1,000 1,000 1,000 0.0%

Total Revenues 454,793 1,150,500 1,177,440 341,000 -70.4%

Expenditures

Operations 722,727 839,201 839,201 275,500 -67.2%Total Expenditures 722,727 839,201 839,201 275,500 -67.2%

Fund Balance Increase/(Decrease) (267,934) 311,299 338,239 65,500

Ending Fund Balance (74,748) 236,551 263,491 328,991 39.1%

City of Lansing


Drug Law Enforcement Special Revenue Fund

This page is a presentation of the projected results of operations for Drug Enforcement operations. For narrativeinformation of operations and a more detailed view of expenditures, please refer to the Drug Law EnforcementFund in the Department Summary section, under the Police Department.

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Actual Budget Projected Proposed Y14 Proposed

Beginning Fund Balance 442,919 708,797 708,797 716,227

Revenues

Drug Forfeiture Revenues 138,477 200,000 200,000 435,000 117.5%Contributions from Local Units 871,310 231,750 231,750 424,720 83.3%Grant Revenue 377,493 - 271,778 -Interest Income 43 250 250 - -100.0%Operating Transfers 46,499 - - -

Total Revenues 1,433,822 432,000 703,778 859,720 99.0%

ExpendituresIngham-Eaton-Clinton Task Force 1,167,944 432,000 696,348 859,720 99.0%

Total Expenditures 1,167,944 432,000 696,348 859,720 99.0%

Fund Balance Increase/(Decrease) 265,878 - 7,430 -

Ending Fund Balance 708,797 708,797 716,227 716,227 1.0%

City of Lansing


Drug Law Enforcement - Tri-County Metro Special Revenue Fund

This page is a presentation of the projected results of operations for Drug Enforcement operations. Fornarrative information of operations and a more detailed view of expenditures, please refer to the Drug LawEnforcement - Tri-County Metro Special Revenue Fund in the Department Summary section, under the Police

Department.

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Beginning Fund Balance - - - 104,111

Revenues

Licenses & Permits 1,410,617 1,916,543 2,018,865 2,179,650 13.7%Charges for Services 3,550 4,600 2,995 2,400 -47.8%Miscellaneous 75 200 300 250Transfer from General Fund 534,866 193,157 193,157 144,400 -25.2%

Total Revenues 1,949,108 2,114,500 2,215,317 2,326,700 10.0%

Expenditures 1,949,108 2,114,500 2,111,206 2,326,700 10.0%

Fund Balance Increase/(Decrease) - - 104,111 -

Ending Fund Balance - - 104,111 104,111

City of Lansing


Building Safety Special Revenue Fund

This page is a presentation of the projected results of operations for Building Safety operations. For narrativeinformation of operations and a more detailed view of expenditures, please refer to the Building Safety Fund inthe Department Summary section, under Planning and Neighborhood Development.

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COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

Revenues

Federal Grants 1,853,232 1,819,874 1,809,744 1,637,887 -10.0%Program Income 27,644 - 10,130 -

Total CDBG Revenues 1,880,876 1,819,874 1,819,874 1,637,887 -10.0%

Expenditures

General Administration 381,216 242,392 242,392 391,726 61.6%Single Family Rehab Program 940,262 1,163,482 1,163,482 877,061 -24.6%Property Acquisition 80,489 1,000 1,000 900 -10.0%

Public Improvements - 1,000 1,000 - -100.0%Neighborhood Community Service 336,571 272,000 272,000 278,200 2.3%Economic Development 114,212 100,000 100,000 90,000 -10.0%Weatherization 28,125 40,000 40,000 - -100.0%

Total CDBG Expenditures 1,880,875 1,819,874 1,819,874 1,637,887 -10.0%

HOME GRANT

Revenues

Federal Grants 369,218 591,466 569,883 531,535 -10.1%Program Income 22,381 - 21,583 -

Total HOME Grant Revenues 391,599 591,466 591,466 531,535 -10.1%

ExpendituresGeneral Administration 95,075 178,719 178,719 202,764 13.5%Single Family Building Rehab 152,788 305,150 305,150 135,000 -55.8%

HOME Rehab. LISC & HRC 143,732 107,597 107,597 193,771 80.1%Total HOME Expenditures 391,595 591,466 591,466 531,535 -10.1%

EMERGENCY SHELTER GRANT (ESG)

Revenues

Federal Grants 197,391 174,713 174,713 174,713 0.0%Total ESG Revenues 197,391 174,713 174,713 174,713 0.0%

Expenditures

Emergency Shelter Operations 197,391 174,713 174,713 174,713 0.0%Total ESG Expenditures 197,391 174,713 174,713 174,713 0.0%

City of Lansing


Federal Entitlement Grant Special Revenue Funds

This page is a presentation of the projected results of operations for the City's Community Development BlockGrant (CDBG), HOME, and Emergency Shelter Grant (ESG) operations. For narrative information ofoperations and a more detailed view of expenditures, please refer to Planning and Neighborhood Developmentin the Department Summary section.

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Beginning Fund Balance - - - -

Revenues

Operating Revenues 365,460 250,000 270,000 270,000 8.0%Olds Park Stadium Naming Rights 119,947 125,000 120,000 120,000 -4.0%Interest Income (62) - - -Transfer from General Fund 410,455 472,700 457,700 410,000

Total Revenues 895,800 847,700 847,700 800,000 -5.6%

Expenditures

Debt Service 895,800 847,700 847,700 800,000 -5.6%Total Expenditures 895,800 847,700 847,700 800,000 -5.6%

Fund Balance Increase/(Decrease) - - - -

Ending Fund Balance - - - - 0%

Fund Balance as a Percentof Operational Revenues 0.0% 0.0% 0.0% 0.0%

City of Lansing


Cooley Law School Stadium Special Revenue Fund

This page is a presentation of the projected results of operations for City support of Olds Park stadium

operations. For narrative information of operations and a more detailed view of expenditures, please refer tothe Stadium Fund in the Department Summary section.

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Beginning Working Capital 13,253,682 11,370,599 11,370,599 8,331,976

Revenues

Parking Revenue 6,195,214 5,846,500 6,027,467 6,166,465 5.5%

Baseball Revenue 16,250 53,000 49,370 50,357 -5.0%Parking Fines 550,174 550,000 538,224 548,988 -0.2%Interest 8,355 10,000 547 10,000 0.0%

Capital Lease Payment 2,995,000 2,870,000 2,870,000 2,740,000 -4.5%Other Revenue 148,302 - 396 -

Total Revenues 9,913,295 9,329,500 9,486,004 9,515,810 2.0%

Expenditures

Administration 1,819,071 2,688,441 1,775,528 1,915,200 -28.8%Operations 867,776 947,474 671,744 1,284,943 35.6%Maintenance 915,550 1,602,100 1,473,569 721,500 -55.0%

South Grand Avenue Ramp 82,006 - 18,238 - N/ASouth Capital Avenue Ramp 485,933 518,000 968,814 171,000 -67.0%North Grand Avenue Ramp 276,173 346,000 197,294 705,000 103.8%

North Capital Avenue Ramp 1,048,761 581,000 1,053,839 343,000 -41.0%Townsend Street Ramp 469,638 358,000 406,904 152,000 -57.5%Baseball Operations 60,850 - 49,370 50,357 #DIV/0!

Debt Service 5,770,620 5,913,591 5,909,327 5,800,000 -1.9%Total Expenditures 11,796,378 12,954,606 12,524,627 11,143,000 -14.0%

Working Capital Increase/(Decrease) (1,883,083) (3,625,106) (3,038,623) (1,627,190)

Ending Working Capital 11,370,599 7,745,493 8,331,976 6,704,786 -13.4%

City of Lansing


Municipal Parking System Enterprise Fund

This page is a presentation of the projected results of operations for Parking operations. For narrative informationof operations and a more detailed view of expenditures, please refer to the Parking Fund in the DepartmentSummary section, under Planning and Neighborhood Development.

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Actual Budget Projected Proposed Y14 Proposed

Beginning Working Capital 21,957,809 21,425,685 21,425,685 16,384,629

Revenues

Sewer Charges 29,916,399 31,010,819 30,606,242 32,058,234 3.4%Interest Income 239,150 10,000 2,305 - -100.0%Low Income Credit (600) (2,000) (2,600) (2,000) 0.0%Miscellaneous Income 247,849 25,000 60,778 - -100.0%Existing Bond Proceeds 318,931 - 1,127,135 7,567,630

Total Revenues 30,721,729 31,043,819 31,793,860 39,623,864 27.6%

ExpendituresAdministration & General 9,771,674 11,119,095 10,495,641 11,585,156 4.2%Sewer Maintenance 1,581,027 2,293,331 2,192,003 2,424,230Pumping Stations 1,252,345 1,402,718 1,381,677 1,534,538 9.4%Industrial Laboratory 202,150 232,033 185,928 252,566 8.8%Return on Equity - General Fund 300,000 300,000 300,000 300,000 0.0%

Total Expenses 13,107,196 15,347,177 14,555,249 16,096,490 4.9%

Debt Service 17,622,182 18,330,023 18,330,023 18,682,210 1.9%

Capital Projects 524,475 2,628,000 3,949,644 8,277,000 215.0%Total Budgeted Uses 31,253,853 36,305,200 36,834,916 43,055,700 18.6%

Working Capital Increase/(Decrease) (532,124) (5,261,381) (5,041,056) (3,431,836)

Ending Working Capital 21,425,685 16,164,304 16,384,629 12,952,793

City of Lansing


Sewage Disposal System Enterprise Fund

This page is a presentation of the projected results of operations of the City's sanitary sewer operations. Fornarrative information of operations and a more detailed view of expenditures, please refer to the Sewer Fund inthe Department Summary section, under the Public Service Department.

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Beginning Working Capital 341,527 242,604 242,604 118,275

Revenues

Operating Income 1,457,996 1,611,753 1,522,571 1,596,200 -1.0%Interest Income 1,081 5,850 1,280 7,750

Total Revenues 1,459,077 1,617,603 1,523,851 1,603,950 -0.8%

Expenditures

Bag Refuse Disposal 1,558,000 1,665,709 1,648,180 1,667,400 0.1%Total Expenditures 1,558,000 1,665,709 1,648,180 1,667,400 0.1%

Working Capital Increase/(Decrease (98,923) (48,106) (124,329) (63,450)

Ending Working Capital 242,604 194,498 118,275 54,825


Refuse Disposal System Enterprise Fund

City of Lansing

This page is a presentation of the projected results of operations of the City's garbage collection operations.For narrative information of operations and a more detailed view of expenditures, please refer to the Garbageand Refuse Fund in the Department Summary section, under the Public Service Department.

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Beginning Working Capital 1,007,607 807,192 807,192 424,397

Revenues

Operating Income 2,724,026 3,434,035 3,423,994 3,640,650 6.02%Sale of Recycled Materials 94,338 130,000 52,000 80,000 -38.46%Interest Income (248) - - - #DIV/0!Transfers - - - -

Total Revenues 2,818,116 3,564,035 3,475,994 3,720,650 4.39%

Expenditures

Reycling Operations 1,610,239 2,362,455 2,292,527 2,592,802 9.75%Composting 1,109,330 1,222,294 1,241,499 1,364,198 11.61%Promotion, Education, & Marketing 298,962 337,611 324,763 - -100.00%Capital - - - -


Working Capital Increase/(Decrea (200,415) (358,325) (382,795) (236,350)

Ending Working Capital 807,192 448,867 424,397 188,047 -58.11%

City of Lansing


Municipal Recycling Enterprise Fund

This page is a presentation of the projected results of operations of the City's recycling operations. For narrativeinformation of operations and a more detailed view of expenditures, please refer to the Recycling Fund in theDepartment Summary section, under the Public Service Department.

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Beginning Working Capital 18,408 - - -

Revenues

Cemetery Service Revenue 155,814 174,845 174,890 176,400 0.9%Sale of Lots 84,580 84,200 84,200 85,000 1.0%Other - 5,400 1,000 1,000 -81.5%Transfer from Perpetual Care 6,446 - - - #DIV/0!Transfer from Parks Millage Fund 301,420 414,469 416,538 451,400Transfer from General Fund 73,058 - - -

Total Revenues 621,318 678,914 676,628 713,800 5.1%

Expenditures

Administration 216,023 223,100 215,349 223,574 0.2%Cemetery Paid Services 139,128 139,782 141,560 - -100.0%Cemetery Ground Maintenance 267,659 299,232 302,919 473,426 58.2%Transfer to Perpetual Care Fund 16,916 16,800 16,800 16,800 0.0%

Total Expenditures 639,726 678,914 676,628 713,800 5.1%

Working Capital Increase/(Decrease) (18,408) - - -

Ending Working Capital - - - -

City of Lansing


Municipal Cemeteries Enterprise Fund

This page is a presentation of the projected results of operations for the operations of the City's Evergreen, Mt.Hope, and North Cemetery operations. For narrative information of operations and a more detailed view ofexpenditures, please refer to the Cemetery Fund in the Department Summary section, under Parks andRecreation.

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FY 2013 % Change


Beginning Working Capital 13,627 7,064 7,064 7,064

Revenues

Greens Fees 267,331 298,000 298,000 287,000 -3.7%Equipment Rentals 110,469 109,000 109,000 109,400 0.4%Concessions 11,620 39,000 39,000 15,000 -61.5%Other Revenue 714 20,000 19,955 - -100.0%Transfers In - General Fund 100,000 - - - 0.0%Transfers In - Parks Millage 300,000 356,096 348,641 521,000 46.3%

Total Revenues 790,134 822,096 814,596 932,400 13.4%

Expenditures

Groesbeck Golf Course 712,963 770,396 773,519 867,400 12.6%Red Cedar Golf Course 2,981 - - - 0.0%Sycamore Golf Course 80,753 51,700 41,077 65,000 25.7%

Total Expenditures 796,697 822,096 814,596 932,400 13.4%

Working Capital Increase/(Decrease) (6,563) - - -

Ending Working Capital 7,064 7,064 7,064 7,064

City of Lansing


Municipal Golf Courses Enterprise Fund

This page is a presentation of the projected results of operations for the operations of the City's Groesbeck andSycamore golf course operations. For narrative information of operations and a more detailed view ofexpenditures, please refer to the Golf Fund in the Department Summary section, under Parks and Recreation.

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Department Summaries

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Mission and RoleAs the Citys legislative branch, the City Council is responsible for the adoption and amendment ofordinances in accordance with the City Charter and State law. The City Council is also vested withoversight and investigative powers and is charged with creating City policy through the adoption ofresolutions. At Council Committee of the Whole and regularly scheduled Committee meetings,Council reviews proposals from the Administration and offers citizens an opportunity to makesuggestions for the improvement of the City and City operations. The City Council, as required byCharter, adopts an annual City budget, designating appropriations and the amount to be raised bytaxation for general purposes and payment of principal and interest on its indebtedness. The Councilalso works directly with other governmental, business, and community groups to resolve regional andneighborhood issues.

City Council

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FY 2013 % Change



Department Appropriation

Personnel 438,004 473,638 404,222 452,039 -4.6%

Operating 97,458 118,412 105,870 118,311 -0.1%

Total 535,462 592,050 510,092 570,350 -3.7%

Information Technology

Allocation - - - 58,550

535,462 592,050 510,092 628,900 6.2%

Summary of Significant Changes:

Beginning in FY 2014, technology costs previously funded completely by the General Fund will

be accounted for through an internal service fund (see explanation in Information Technology

Department summary) and allocated to the City's various departments and funds.

CITY COUNCIL

Changes in personnel costs result from a combination of factors, including the elimination of

furloughs for FY 2014, a State-mandated capping of City contributions toward employee heath

care costs, new healthcare plans, and increased City pension contributions for staff.

No significant operational changes are proposed for FY 2014.

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Mission and Role

The Internal Auditor is established by City Charter to review the City's financial compliance in

accordance with Council policy. The Internal Auditor works under the direction of the City Council inreviewing external audits of financial transactions and procedures. The Internal Auditor also performsroutine audits of other City business. The Internal Auditor is appointed by and is responsible to theCity Council.

INTERNAL AUDIT

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FY 2013 % Change




Personnel 145,075 159,402 166,343 176,565 10.8%

Operating 1,871 2,290 1,723 2,575 12.4%

Total 146,946 161,692 168,066 179,140 10.8%



146,946 161,692 168,066 184,460 14.1%


Beginning in FY 2014, technology costs previously funded completely by the General Fund

will be accounted for through an internal service fund (see explanation in Information

Technology Department summary) and allocated to the City's various departments and funds.

INTERNAL AUDIT


Changes in personnel costs result from a combination of factors, including the elimination of

furloughs for FY 2014, a State-mandated capping of City contributions toward employee

heath care costs, new healthcare plans, and increased City pension contributions.

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Mission Statement

As Lansing's Chief Executive Officer, the Mayor's mission is to exercise supervision and coordinationover the various Departments of City government, and provide that the laws, ordinances and

regulations of the City are enforced. The Mayor is also empowered under the City Charter to suppressdisorder and enforce the laws of the State, and is charged with the duty to make proposals to theCouncil for meeting the needs and addressing the problems of the City. Other duties, subject todelegation, include the development and preparation of the budget, response to audit reports,management of real property, reducing discrimination and promoting mutual understanding, annuallyreporting on affirmative action status, and citizen complaint investigation and response. Mayor's Officestaff work with Council committees to respond to informational needs and concerns, respond to citizeninquiries and complaints, and work with residents and citizen groups for City improvement and toimplement City initiatives.

The Mayors Office coordinates the implementation of the LansingStat management evaluationprogram to promote the efficient and cost-effective provision of essential City services. The Mayors

Office supports the activities of the Greater Lansing Go Green! Initiative to promote local and regionalefforts to conserve energy, reduce carbon emissions and increase the use of renewable energy. TheMayors Office also supports the activities of the Office of Community and Faith-Based Initiatives, theOffice of Financial Empowerment, the Mayors Commission on Celebrating Diversity, the MayorsNeighborhood Advisory Council, the Lansing Regional Sister Cities Commission, and a variety ofcommunity-based task forces.

Mayor's Office

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Actual Budget Projected Proposed FY14 ProposedDepartment Appropriation

Personnel 557,590 634,636 628,870 680,413 7.2%Operating 76,398 78,797 78,300 85,447 8.4%

Total 633,988 713,433 707,170 765,860 7.3%

Information TechnologyAllocation - - - 26,610

633,988 713,433 707,170 792,470 11.1%


Beginning in FY 2014, technology costs previously funded completely by the General Fund willbe accounted for through an internal service fund (see explanation in Information Technology

Department summary) and allocated to the City's various departments and funds.

MAYOR'S OFFICE


Changes in personnel costs result from a combination of factors, including the elimination offurloughs for FY 2014, a State-mandated capping of City contributions toward employee heathcare costs, new healthcare plans, and increased City pension contributions.

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Mission Statement

The Office of Community Media (OCM) administers the City's Public, Educational and Government

(PEG) digital media network, including management of day-to-day operations of City TV and Lansing'sPublic Access Channel (PAC). The OCM is also responsible for developing and implementingstrategies to build community capacity in the production of local origination programming; creating andmanaging partnerships that leverage the PEG network to foster educational and career opportunitiesfor Lansing residents in digital media, broadcasting and related fields; and leading efforts tocollaborate with regional partners toward the establishment of a regional Community Media Center.

OFFICE OF COMMUNITY MEDIA

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Personnel 242,783 283,537 280,253 305,999 7.9%Operating 1,837 17,321 18,321 17,611 1.7%

Total 244,620 300,858 298,574 323,610 7.6%


244,620 300,858 298,574 334,250 11.1%


Beginning in FY 2014, technology costs previously funded completely by the General Fundwill be accounted for through an internal service fund (see explanation in InformationTechnology Department summary) and allocated to the City's various departments and funds.

OFFICE OF COMMUNITY MEDIA

The Community Media Center is expected to open later this year. Additional PublicEducation Grant resources will fund additional contractual positons, to support the expandedstaffing requirements for the center.

Other changes in personnel costs result from a combination of factors, including thePresidential election in FY 2013, the elimination of furloughs for FY 2014, a State-mandatedcapping of City contributions toward employee heath care costs, new healthcare plans, andincreased City pension contributions.

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Mission Statement:

CITY CLERK

The Office of the City Clerk is responsible for the orderly conduct of all elections in the City of Lansingand for the processing of all voter registration records of its citizens. The City Clerk oversees theproper maintenance of records for the City, and prepares Agendas and printed Proceedings for theLansing City Council. A number of business licenses are processed through the Office of the City

Clerk, including the regulation of Peddlers & Transient Merchants, Vehicles for Hire, and Cabarets.The City Clerk serves as the recording secretary to the Board of Ethics, and administers all oathsrequired for municipal purposes by law.

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Personnel 623,872 727,023 709,035 705,668 -2.9%Operating 183,351 179,102 171,876 142,802 -20.3%

Total 807,223 906,125 880,911 848,470 -6.4%


807,223 906,125 880,911 880,400 -2.8%


CITY CLERK'S OFFICE


Changes in personnel costs result from a combination of factors, including the Presidential

election in FY 2013, the elimination of furloughs for FY 2014, a State-mandated capping ofCity contributions toward employee heath care costs, new healthcare plans, and increasedCity pension contributions.

Beginning in FY 2014, technology costs previously funded completely by the General Fundwill be accounted for through an internal service fund (see explanation in InformationTechnology Department summary) and allocated to the City's various departments and funds.

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Mission and Role

54-A DISTRICT COURT

The District Court fund and budget are self-contained operations. The District Court budgetexpenditure and the Court-related revenue are accounted for in a separate fund during the fiscal year,and then both expenditures and revenues are returned to the General Fund at June 30. Thisaccounting convention effectively makes the Court a General Fund agency, with special budgetconsiderations attached to its status as the judicial branch of government.

The mission of the 54-A District Court is to provide access to trial court services for all persons as

needed, employing available resources and working in partnership with the community to affordefficient and courteous service. This mission is carried out through efficient case flow managementfrom pre-adjudication to post-adjudication; conducting arraignments, preliminary felony exams, trials,sentencing, and probation; including operating full service divisions (Traffic, Civil, Criminal, andProbation).

The District Court handles four types of cases: (1) Criminal (misdemeanors and felonies reduced tomisdemeanors); (2) Civil (small claims jurisdiction up to $5,000, general civil jurisdiction up to $25,000,and landlord-tenant disputes); (3) traffic violations (formal and informal hearings); and (4) City

Ordinance violations.

For the majority of its cases, the District Court works with the Ingham County Prosecutors Office, theOffice of the City Attorney, and the Lansing Police Department. Additional support services providedby City of Lansing staff include finance, budgeting, personnel, information technology, operationalservices, and building maintenance.

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Personnel 4,138,582 4,909,592 4,836,651 4,664,980 -5.0%Operating 525,944 586,832 550,991 564,930 -3.7%

Total 4,664,526 5,496,424 5,387,642 5,229,910 -4.8%


4,664,526 5,496,424 5,387,642 5,474,740 -0.4%


COURTS

54-A District Court & Probation


Changes in personnel costs result from a combination of factors, including the elimination of furloughsfor FY 2014, a State-mandated capping of City contributions toward employee heath care costs, newhealthcare plans, and increased City pension contributions.

Beginning in FY 2014, technology costs previously funded completely by the General Fund will beaccounted for through an internal service fund (see explanation in Information Technology Departmentsummary) and allocated to the City's various departments and funds.

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Personnel - - - -Operating 31,811 143,335 143,335 133,750 -6.7%Capital - - - -

Total 31,811 143,335 143,335 133,750 -6.7%


COURTS

Circuit Court Building Rental

By State law, the City is obligated to provide a facility for the Circuit Court, which is operatedby Ingham County. The budget for the Circuit Court is for facility rent only.

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Mission and Roles

Organization

PLANNING & NEIGHBORHOOD DEVELOPMENT

The primary objective of the Planning and Neighborhood Development Department has been to stabilize

the Citys economic base, and, through continued planned and directed development, grow that baseto a level capable of providing continuous support for the Citys services and infrastructure. The directservice missions of the Department include Zoning, Planning, Building Safety (building, plumbing,electrical, mechanical, and plan review and inspections), Homeownership Assistance, HomelessAssistance.

Housing and neighborhood improvement activities and coordination are primarily handled under theCity's Community Development Block Grant (CDBG) and various federal and state housing assistanceprograms. Planning functions include comprehensive planning and a newly-launched form-based codeinitiative, site plan review, flood plain review, zoning review, historic preservation, public improvement

and economic development projects and activities.

Finally, the Department supports the Planning Board, Zoning Board of Appeals, Historic DistrictCommission, and the Plumbing, Mechanical and Electrical Boards, the Building Board of Appeals, aswell as numerous neighborhood organizations and nonprofit housing corporations. The Departmentalso assists the Mayor and Council in policy-making roles.

The Department has worked very closely with the Ingham County Land Bank Fast Track Authority

(ICLBFTA) on the opportunity to bring non-contributing property back to a productive use.

The Planning and Neighborhood Development Department consists of f ive separate divisions:Administration, Building Safety, Planning, Parking Services Office (PSO), and Development. Divisionsthat are primarily non-General Fund are Building Safety, Development, and Parking Services.

Building Safety is operated as a Special Revenue Fund, per State Law. The traditional allocation ofCommunity Development Block Grant Program, HOME, and the Emergency Shelter Grant Program arefederally funded programs, administered by the Development Division. In addition to these programs,

the Development Division also administers the Neighborhood Stabilization Program, Lead Based PaintAbatement, and the Floodplain Abatement FEMA programs.

The Parking Services Office encompasses the operation of the parking system. Parking Services Officeprovides economical parking options for downtown workers and visitors. The PSO will provideadministrative support to the Lansing Police Department relative to its enforcement of the parkingregulations, which provides safety and turnover parking. The Parking Services Office also assists in the

economic growth of downtown Lansing by securing properties initially used for parking and that havebeen used for future development.

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Planning & Neighborhood

Development - General Fund 2,236,260 2,550,051 2,546,575 845,050 -66.9%Building Safety Fund 1,949,108 2,114,500 2,111,206 2,255,910 6.7%CDBG Fund 1,880,875 1,819,874 1,819,874 1,637,887 -10.0%HOME Grant Fund 391,598 591,466 591,466 531,535 -10.1%Emergency Shelter Grant 197,391 174,713 174,713 174,713 0.0%Parking Fund 5,770,620 5,913,591 5,909,327 5,800,000 -1.9%

Total P&ND 12,425,852 13,164,195 13,153,161 11,245,095 -14.6%


DEPARTMENT SUMMARY


Information for the Planning and Neighborhood Development Department's funds is provided in the followingpages.

Services provided by the Planning and Neighborhood Development Department are incorporated in the Citys

General Fund, Building Safety, Parking, and federally-funded Community Development Block Grant (CDBG),HOME, and Emergency Shelter Grant Funds.

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Personnel 1,987,777 2,293,590 2,294,199 613,810 -73.2%Operating 248,483 256,461 252,376 155,400 -39.4%

Total 2,236,260 2,550,051 2,546,575 769,210 -69.8%


Allocation - - - 75,8402,236,260 2,550,051 2,546,575 845,050 -66.9%


The FY 2014 proposed budget includes the transfer of the City's Code Compliance operations from thePlanning and Neighborhood Development Department to the Fire Marshall's division. This consolidation isanticipated to faciliate enhanced enforcement capabilities.


General Fund

Beginning in FY 2014, technology costs previously funded completely by the General Fund will be accountedfor through an internal service fund (see explanation in Information Technology Department summary) andallocated to the City's various departments and funds.

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Personnel 1,531,949 1,731,309 1,728,036 1,894,090 9.4%Operating 417,159 380,191 380,170 358,820 -5.6%Capital - 3,000 3,000 3,000 0.0%

Total 1,949,108 2,114,500 2,111,206 2,255,910 6.7%


1,949,108 2,114,500 2,111,206 2,326,700 10.0%


Beginning in FY 2014, technology costs previously funded completely by the General Fund will beaccounted for through an internal service fund (see explanation in Information TechnologyDepartment summary) and allocated to the City's various departments and funds.


Building Safety Special Revenue Fund


Changes in personnel costs result from a combination of factors, including the elimination offurloughs for FY 2014, a State-mandated capping of City contributions toward employee heath carecosts, new healthcare plans, and increased City pension contributions.

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FY 2013 % Change



Personnel 616,126 642,422 642,422 998,918 55.5%Operating 1,264,749 1,177,452 1,177,452 638,969 -45.7%

Total 1,880,875 1,819,874 1,819,874 1,637,887 -10.0%



Community Development Block Grant (CDBG)

Special Revenue Fund

Detailed proposals for CDBG, HOME, and Emergency Shelter grants for FY 2014 are available in

the Consolidated Action plan, available on the Citys website.

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Personnel 56,495 58,389 58,389 96,457 65.2%Operating 335,103 533,077 533,077 435,078 -18.4%

Total 391,598 591,466 591,466 531,535 -10.1%



HOME Grant Special Revenue Fund

Detailed proposals for CDBG, HOME, and Emergency Shelter grants for FY 2014 are availablein the Consolidated Action plan, available on the Citys website.

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Personnel - - - -Operating 197,391 174,713 174,713 174,713 0.0%Capital - - - -Transfers - - - -

Total 197,391 174,713 174,713 174,713 0.0%



Emergency Shelter Grant Special Revenue Fund

Detailed proposals for CDBG, HOME, and Emergency Shelter grants for FY 2014 areavailable in the Consolidated Action plan, available on the Citys website.

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FY 2013 % Change



Personnel 1,947,486 2,074,113 1,856,920 1,896,225 -8.6%

Operating 2,262,819 2,562,402 1,492,127 2,195,695 -14.3%

Capital 1,815,453 2,404,500 3,266,253 1,155,000 -52.0%

Debt Service 5,770,620 5,913,591 5,909,327 5,800,000 -1.9%

Total 11,796,378 12,954,606 12,524,627 11,046,920 -14.7%



11,796,378 12,954,606 12,524,627 11,143,000 -14.0%


Beginning in FY 2014, technology costs previously funded completely by the General Fund, will be

accounted for in an internal service fund (see explanation in Information Technology Department

summary) and allocated to the City's various departments and funds.


Parking Enterprise Fund


Changes in personnel costs result from a combination of factors, including the elimination of furloughs

for FY 2014, a State-mandated capping of City contributions toward employee heath care costs, new

healthcare plans, and increased City pension contributions.

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Mission and Roles

INFORMATION TECHNOLOGY

The Information Technology Department is responsible for the maintenance of the City's various

computer systems, and technology infrastructure, as well as implemention of new technology initiatives.The department oversees the City's data centers, e-mail system, and telephone system, computer

workstations, cellular communication devices and converged voice, video and data communications

network and interconnects with Ingham County and the State of Michigan.

This department was formerly a part of the Finance Department.

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Personnel 1,349,789 1,370,935 1,304,517 1,556,390 13.5%

Operating 1,029,745 1,121,641 1,121,255 1,123,610 0.2%

Debt Service - - - 400,000 100.0%Total 2,379,534 2,492,576 2,425,772 3,080,000 100.0%


Changes in personnel costs include the addition of a Chief Operating Officer position, as well as the

combination of factors, including the elimination of furloughs for FY 2014, a State-mandated capping

of City contributions toward employee heath care costs, new healthcare plans, and increased City

pension contributions.

INFORMATION TECHNOLOGY

Internal Service Fund

In recognition of the importance of technology to City employees, operations, and residents,

Information Technology, formerly a division within the Finance Department, Information Technologywill become its own department with the appointment of a Cabinet-level Chief Information Officer.Where costs were previously accounted for completely in the City's General Fund, an internal service

fund will be used, meaning that costs will be aggregated in the fund and charged to the City's various

departments and funds. This allows for better recognition of technology costs in the Citys' various

funds, but more importantly, it provides a funding mechanism for future upgrades and technology

software and infrastructure replacement. A $2 million technology bond is proposed for FY 2014.

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Mission and Roles

Budget responsibilities include the preparation of policy recommendations and coordination of budgetdevelopment and budget monitoring to assure conformance with the state Uniform Budget and

Accounting Act, and Article Seven of the City Charter. This process includes revenue and expenditureanalysis, development of policy and budgetary alternatives, and coordination between the Mayor anddepartments on budget development and financial and operational issues. Budget staff also assist inunion contract negotiations, and provide cost benefit analyses on proposed projects for Mayoral review.

The Department is directly responsible to the public to maintain an efficient collection system for income

and property taxes, as well as a process for equity in assessment of real and personal property.Interdepartmental support activities include providing accounting services, payroll, financial planning,deposit control, purchasing, and accounts payable functions. Additional support to the Mayor andCouncil comes from the Finance Department in the preparation of revenue and debt servicerequirements, as well as analyses of economic trends and business activity that may impact City fiscalresources and/or operational concerns.

FINANCE

The Finance Department consists of three divisions: Operations, Assessor and Treasury. Operations

includes Accounting, Budget and Purchasing while Treasury includes Property Tax and Income Tax.

The Finance Department's mission is to develop and control the financial management functions of theCity. As outlined in Section 4.302 of the City Charter, this includes accounting, assessment, income tax,and treasury functions. The Department maintains multiple financial management systems which areused for the assessment and collection of property tax, receipt and record revenue, collection of incometax, monitor and meet financial reporting requirements in order to ensure fiscal stability and proper

utilization of public monies.

Investment and management of City funds are also a major policy and operational activity through whichthe Finance Department maximizes City resources by maintaining the City's portfolios in the mostadvantageous positions. This includes ongoing analysis of both individual investments and generaltrends that impact the returns on investments, including analysis of City disbursement and collectionactivities to ensure sound and prudent fiscal management. Financial management responsibilitiesinclude risk management and management of Retirement System's assets, as well as the assets of theGeneral Fund and enterprise or special revenue funds.

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Personnel 4,987,797 5,470,865 5,331,936 4,019,717 -26.5%

Operating 1,600,836 1,823,976 1,761,754 683,773 -62.5%Total 6,588,633 7,294,841 7,093,690 4,703,490 -35.5%


6,588,633 7,294,841 7,093,690 4,895,100 -32.9%


Beginning in FY 2014, technology costs previously funded completely by the General Fund will beaccounted for through an internal service fund (see explanation in Information Technology Departmentsummary) and allocated to the City's various departments and funds.

FINANCE DEPARTMENT

Changes in personnel costs result from a combination of factors, including the elimination of furloughs for

FY 2014, a State-mandated capping of City contributions toward employee heath care costs, newhealthcare plans, and increased City pension contributions.

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Hiring and Classification Section

The Payroll and Benefits Section provides services to City employees and retirees, including orientationfor new employees.

The Health and Wellness Section administers the City's workers' compensation program and developssafety rules, policies, and safety training citywide, and administers and ensures compliance with federalworkplace regulations.

Payroll and Benefits Division

Health and Wellness Section

The Hiring and Classification Section (HCS) is responsible for recruitment, selections, hiring, retention,compensation, various trainings and classification of all City positions. The Hiring Group providesongoing training to the department managers and supervisors in areas of hiring and selection.

Employee and Labor Relations and Training Division

The department is currently working on implementing computerized training system to offer employeesthe option of self-driven training programs. It is the continued goal and vision of the Training Section to

computerize all trainings for each employee to ensure that they have all the necessary tools to safelyand efficiently provide services to the City of Lansing residents and neighboring Communities.

The Employee & Labor Relations and Training Division is charged with facilitating positive workingrelationships with the City's eight (8) bargaining units by resolving bargaining issues, the administration

of the grievance procedure and matters of contract interpretation or changing circumstances in themutual interest of the City and its employees.

The training section works diligently to meet the ongoing training needs of City employees and worksdirectly with the Health and Wellness Section.

Training Section

Employee Services Division

DEPARTMENT OF HUMAN RESOURCES

Human Resources Mission

The Department of Human Resources mission is to provide a wide range of Personnel, Employee andLabor Relations services to City departments, employees, retirees, City unions and the Community.

The Department of Human Resources advises the Mayor on policy-related items concerning laborrelations, equal employment opportunities, hiring practices, benefits and payroll, compensation andclassification of positions, training and health and safety issues. The Department develops andupdates policies and procedures for the Department and provides a wide range of activities and

customer support services to the residents of the City of Lansing, all City Departments, includingLansing City Council, 54A-District Court, Economic Development Corporation, Downtown Lansing, Inc.,Lansing Police and Lansing Fire Departments respectively.

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Personnel 1,034,826 997,195 983,850 1,045,316 4.8%Operating 451,390 500,079 487,236 519,454 3.9%

Total 1,486,216 1,497,274 1,471,086 1,564,770 4.5%


1,486,216 1,497,274 1,471,086 1,612,670 7.7%


HUMAN RESOURCES

Beginning in FY 2014, technology costs previously funded completely by the General Fund willbe accounted for through an internal service fund (see explanation in Information TechnologyDepartment summary) and allocated to the City's various departments and funds.


Beginning in FY 2014, technology costs previously funded completely by the General Fund, willbe accounted for in an internal service fund (see explanation in Information TechnologyDepartment summary) and allocated to the City's various departments and funds.

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OFFICE OF THE CITY ATTORNEY

Mission Statement

The Office of the City Attorney (OCA) is dedicated to providing the highest quality legal service to theCity of Lansing. Our mission is to provide professional, knowledgeable, courteous, and dependableservice to the City's elected, appointed, and administrative officials and its committees and boards.Our goal is to equal or exceed the legal abilities of any respected private law firm in the State and to bethe best possible "law firm" to the City.

Under the Charter, the City Attorney is the attorney for Lansing as a Michigan municipal corporationand is responsible to both the Mayor and the City Council. The OCA provides legal services andadvice at the request of the Mayor, City Council, City Departments and Boards; represents the City inall courts, tribunals and administrative agencies in all cases in which the City is a party or has aninterest; and prosecutes all City ordinance violations. As the prosecutor for the City, the OCA is

involved in remedying matters that directly impact citizens, neighborhood safety and quality of life,including enforcement of the housing code, drug laws, and alcohol-related offenses. We staff andprovide legal advice at meetings, draft ordinances and issue written legal opinions to elected,appointed, and administrative officials. We also draft contracts, review and approve all contracts,bonds and legal instruments, Council resolutions, and grants. We are actively involved in thenegotiation, purchase, sale, development and redevelopment of property in the City. We also serve asthe designated Freedom of Information Act (FOIA) coordinator for the City.

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Personnel 1,173,294 1,348,741 1,248,329 1,321,228 -2.0%Operating 79,911 73,848 76,937 78,192 5.9%

Total 1,253,205 1,422,589 1,325,266 1,399,420 -1.6%


1,253,205 1,422,589 1,325,266 1,452,640 2.1%


Beginning in FY 2014, technology costs previously funded completely by the General Fund will be

accounted for through an internal service fund (see explanation in Information TechnologyDepartment summary) and allocated to the City's various departments and funds.

OFFICE OF THE CITY ATTORNEY


Changes in personnel costs result from a combination of factors, including the elimination offurloughs for FY 2014, a State-mandated capping of City contributions toward employee heathcare costs, new healthcare plans, and increased City pension contributions.

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(continued)

Create and maintain open lines of communication to promote partnerships with our community.

Police Department operations involve logistical support from three Divisions, the Patrol Division, theInvestigations Division and Central Headquarters. The Special Operations Section falls under thecommand of the Investigations Division Captain as does the Detention Unit and the Property and

Supply Unit. The Patrol Division Captain is responsible for all uniformed officers including TeamPolicing, School Resource Officers, the Canine Team and Community Policing Officers. WithinCentral Headquarters, the Staff Services Lieutenant oversees the Electronic Equipment Maintenance

Unit, all Training and Technical Services, as well as Records and Identification. The Internal AffairsSection, Accounting Services Section and Legal Advisor report directly to the Chief of Police.

POLICE DEPARTMENT

Encourage and support citizen involvement and leadership to improve the quality of life at the

neighborhood level.

Employ personnel that meet standards of professional excellence and represent the diversity of our

community.

Promote job satisfaction, open communication, and team building through employee participation in

decision making.

Maximize the use of available resources.

Mission Statement

Department Goals

The mission of the Lansing Police Department is to minimize crime, maximize public safety, maintainorder, and enforce the law. The Department pledges to maintain the trust and confidence of our

citizens by partnering with them to: solve community problems, provide safety education, andenhance Lansings quality of life, m

city of lansing 2014 proposed budget book

Documents