FISCAL YEAR 2010 - 2011

EXECUTIVE BUDGET
RECOMMENDATION

VIRG BERNERO, MAYOR

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 LANSING CITY GOVERNMENT
Fiscal Year July 1, 2010 - June 30, 2011

MAYOR
Virg Bernero

CITY COUNCIL
A'Lynne Robinson, Council President - 3rd Ward
Kathy Dunbar, Council Vice President, At Large
Derrick Quinney, At Large
Carol Wood, At Large
Brian Jeffries, At Large
Eric Hewitt, 1st Ward
Tina Houghton - 2nd Ward
Jessica Yorko - 4th Ward

CLERK
Chris Swope

DISTRICT COURT JUDGES

Frank J. DeLuca, Chief Judge
Patrick F. Cherry
Charles F. Filice
Amy Krause
Louise Alderson

OFFICERS
City Assessor……….….……….………………..…………...……….………..Maria Irish
City Attorney……….……………………………………………....……….Brigham Smith
City Treasurer…….…….……………………………………............….….Antonia Kraus
Chief of Staff/Finance Director…….....………...………..…………Gerald W. Ambrose
Police Chief…………………………………..……………….……….Teresa Szymnaski
Fire Chief…………....……………………..……….……….………….…….Tom Cochran
Planning & Neighborhood Development Director….………….………….Bob Johnson
Public Services Director……….…………………………..…………….Chad A. Gamble
Parks & Recreation Director……………………….……..…………..Murdock Jemerson
Court Administrator…….……………………………………....………….Anethia Brewer
Human Relations & Community Service Director…………..…Joan Jackson Johnson
Human Resources Director……….…………………………...…….…….Terri Singleton
Internal Auditor………………….…………………………..…………………Arnold Yerxa
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 Citizens of Lansing

City Clerk City Council Mayor 54-A District Court

Internal City Attorney’s Office of

Audit Office Community Media

Police Fire Planning & Economic Public Parks & Human Relations
Neighborhood Development Service Recreation and Community
Development Services
Patrol Suppression Planning Economic Dev. Corp. Roads/Sidewalks Parks Design/Programs Grant Writing Assist.
Crime Investigation Prevention Zoning LEPFA Sewers/Treatment Recreation Progams Human Serv. Grants
Community Policing Emergency Mgmt Code Compliance Principal Shopping Dist. Trash/Recyling Community Centers Police Internal Inv.
Detention Housing/Neighborhoods TIFA Grounds Maintenance Cemeteries
Building Safety Engineering Golf
Parking

Finance Human Resources

Treasury/Income Tax Recruitment
Assessing Training
Accounting/Budget/Payroll Labor Relations
Purchasing Payroll/Benefits
Information Technology
Property Management & Fleet
Retirement Services
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 TABLE OF CONTENTS

Budget Overview
Transmittal Letter …..………..…………………………………...………………………1
City-Wide Budget Summary.……………………………………………………….…….6

Fund Summaries
General Fund Revenues by Category……………………………………..……………..10
General Fund Expenditures by Department………………………………………….......12
Major Streets Fund……………………………………………………………………….14
Local Streets Fund………………………………………………..……………………...15
Drug Law Enforcement Fund……………………………………………………………16
Community Development Block Grant (CDBG), HOME, and ESG Grants Funds…......17
Building Safety Fund…………………………………………………………………….18
Drug Law Enforcement Fund – Tri County Metro………………………………………20
Stadium Fund…………………………………………………………………………….21
911 Dispatch Center…….………………………………………………………………..22
Principal Shopping District Fund…….…………………………………………………..23
Municipal Parking System Fund…………………………………………………………24
Sewage Disposal System Fund…………………………………………………………..25
Refuse Disposal System Fund…………………………………………………………...26
Municipal Recycling System Fund………………………………………………………27
Municipal Cemeteries Fund………..…………………………………………………….28
Municipal Golf Courses Fund…..………………………………………………………..29

Department Summaries
City Council……………………………………………………………………………...32
Internal Audit…………………………………………………………………………….34
Mayor’s Office…………………………………………………………………………...36
Office of Community Media….……………………………………………………….…38
City Clerk………………………………………………………………………………...40
Courts………………………………………………………………………………….…42
Planning & Neighborhood Development……………………………………………..…46
Principal Shopping District…………………………………………………………..….56
Finance…………………………………………………………………………………..57
Human Resources………………………………………………………………………..62
City Attorney………………………………………………………………………….…64
Police……………………………………………………………………………………..66
Fire……………………………………………………………………………………….74
Public Service…………………………………………………………………………....76
Human Relations & Community Service………………………………………………..88
Parks & Recreation………………………………………………………………………92
Parks Millage………………………………………………………………..…..…...….99
General Fund Non-Departmental Expenditures………………………………………...100
Lansing City Market……………………………………………………………………103
Lansing Center………………………………………..………………………………...104
Cooley Law School Stadium.………………………………………………………..…105
 TABLE OF CONTENTS
Lansing Economic Development Corporation………………………………………….107
Brownfield Redevelopment Authority…………………………………………...……..108
Tax Increment Finance Authority………………………………………………………110

Capital Improvement Program (CIP)

Capital Improvement Program Budget……………………………………...…...….….112
Project Descriptions…………………………………………………………………….114

Proposed Fees
Proposed Fee Changes………………………………………………………………….122

Proposed Budget Resolution.........................................................................................129

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5
 Fiscal Year 2010/2011 City-Wide Budget
$183,177,000

Finance/Facilities/ Executive/
Human Resources Legislative Courts
Capital 7% 2% 3%
Improvements
3%
Police
20%
Public Services
30%

Fire
16%

Human Services & Parks & Recreation

Agency Support 6%
Planning &
1% Neighborhood
Development
12%

6
 FY 2010/2011 Proposed City-Wide Budget by Department/Service Type

Percent of
General Other Total
Department Fund Funds Total Budget

City Council 601,683 - 601,683 0.33%

Internal Auditor 145,710 - 145,710 0.08%
Mayor's Office 705,042 - 705,042 0.38%
Office of Community Media 187,406 - 187,406 0.10%
Attorney's Office 1,260,920 - 1,260,920 0.68%
City Clerk 819,812 - 819,812 0.44%
Subtotal - Executive/Legislative 3,720,573 - 3,720,573 2.01%

Courts 5,065,427 - 5,065,427 2.74%

Police 33,172,749 538,120 33,710,869

Police - 911 Dispatch 261,422 5,183,218 5,444,640
Subtotal - Police 33,434,171 5,721,338 39,155,509 21.20%

Fire 28,996,300 - 28,996,300 15.70%

Parks & Recreation - General Fund 7,644,145 - 7,644,145

Parks Capital Improvements 1,375,500 (190,500) 1,185,000
Parks - Golf - 707,000 707,000
Parks - Cemeteries 451,334 275,266 726,600
Subtotal - Parks 9,470,979 791,766 10,262,746 5.56%

Planning & Neighborhood Development 2,998,818 4,828,737 7,827,555

Parking - 11,833,900 11,833,900
Economic Development Corporation 462,565 - 462,565
Principal Shopping District 39,180 431,700 470,880
LEPFA/Stadium 1,696,667 395,800 2,092,467
Subtotal - Planning & Neighborhood Dev. 5,197,230 17,490,137 22,687,367 12.28%

Human Relations & Community Services Dept. 664,770 - 664,770

Human Services 1,410,000 - 1,410,000
City Supported Agencies 73,400 - 73,400
Subtotal - Human Relations/Agency Support 2,148,170 - 2,148,170 1.16%

Public Services 6,232,000 - 6,232,000

Public Services - Roads 1,604,816 11,797,989 13,402,805
Public Services - Sewer 815,000 31,212,000 32,027,000
Public Services - Refuse - 1,494,400 1,494,400
Public Services - Recycling - 3,178,700 3,178,700
Subtotal - Public Services 8,651,816 47,683,089 56,334,905 30.50%

Capital Improvements 740,000 1,360,000 2,100,000

Library Building Rental 160,000 160,000
Debt Service 1,941,860 709,670 2,651,530
Subtotal - Capital Improvements 2,841,860 2,069,670 4,911,530 2.66%

Finance (Includes Property & Fleet Mgmt) 9,698,704 - 9,698,704 5.25%

Human Resources 1,695,770 - 1,695,770 0.92%

Vacancy Factor (1,500,000) - (1,500,000)

109,421,000 73,756,000 183,177,000

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

7
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8
Fund Summaries

9
 Where the Money Comes From
FY 2010/2011 General Fund Budgeted Revenues
$109,421,000

Other Revenue
Fines and 12%
Interest and Rents
Forfeitures
1%
3%
Property Taxes
Charges for 34%
Services
8%

Licenses and
Permits
1% State Shared Income Taxes
Revenues 27%
14%

10
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
General Fund Revenue (excluding use of reserves)

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

(1)
Property Taxes 39,474,570 41,273,556 42,984,879 37,038,845 -10.3%

Income Taxes 29,312,762 30,300,000 29,075,000 29,700,000 -2.0%

State Revenues
State Revenue Sharing 15,981,941 16,621,993 13,948,127 13,948,127
Fire Reimbursement Grants 968,509 950,000 1,068,718 1,100,000
Liquor License Fee 67,696 69,000 66,393 66,000
17,018,146 17,640,993 15,083,238 15,114,127 -14.3%

Licenses & Permits

Business Licenses 62,609 51,000 53,340 55,700
Building Licenses & Permits 40,170 34,400 31,450 33,200
Non-Business Licenses 110,741 123,100 103,000 112,940
Cable Franchise Fees 1,119,334 1,390,000 1,200,000 1,400,000
1,332,854 1,598,500 1,387,790 1,601,840 0.2%

Charges for Services

Reimbursements 2,939,567 2,832,950 2,827,750 2,831,300
Appeals & Petitions 73,508 67,250 52,200 54,100
Code Compliance 915,996 771,971 949,800 926,750
Public Safety 2,710,916 3,474,175 2,984,730 3,114,060
Subscriptions and Information 2,694 1,110 1,040 1,900
Work for Others 1,215,729 1,373,075 1,213,848 1,322,026
Central Stores 349 600 670 450
Recreation Fees 487,403 510,491 462,631 569,202
8,346,162 9,031,622 8,492,669 8,819,788 -2.3%

Fines & Forfeitures 3,562,026 3,397,050 3,627,097 3,764,100 10.8%

Interest & Rents

Interest Income 646,509 899,800 220,000 553,000
Rental Income 174,425 29,100 30,600 30,000
820,934 928,900 250,600 583,000 -37.2%

Return on Equity
Board of Water and Light 10,293,071 11,550,000 10,807,725 12,000,000
Sewer Fund 300,000 300,000 300,000 300,000
10,593,071 11,850,000 11,107,725 12,300,000 3.8%

Other Revenues
Sale of Fixed Assets - 12,000 10,000 10,000
Donations & Contributions 44,949 399,600 35,100 37,800
Miscellaneous 915,865 152,200 106,850 151,500
960,814 563,800 151,950 199,300 -64.7%

Total General Fund Revenues

before Capital Fund Transfers 111,421,339 116,584,421 112,160,948 109,121,000 -6.4%

Transfers from Capital Funds 131,179 615,579 - 300,000 -51.3%

Total General Fund Revenues 111,552,518 117,200,000 112,160,948 109,421,000 -6.6%

(1)
The FY 2010 property tax revenue increase was the result of a .56 debt service-mill-shift (equal to $1.37 million) to the
City's operating millage.

11
 How the Money Is Spent
FY 2010/2011 General Fund Budget
$109,421,000

Executive/Legislative
3%
Capital Improvements Finance/Facilities/
3% Human Resources
10% Courts
Public Services 5%
8%
Police
29%

Human Services &

Agency Support
2%

Planning &
Neighborhood Parks & Recreation
Development 9% Fire
5%
26%

12
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
General Fund Summary

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning General Fund Balance 7,230,452 5,076,237 5,076,237 2,810,753

Beginning Budget Stab. Fund Balance 5,728,059 5,728,059 5,728,059 5,728,059
Total General Fund Reserves 12,958,511 10,804,296 10,804,296 8,538,812

Revenues (detail on previous page) 111,552,518 117,200,000 112,160,948 109,421,000

Expenditures:
Council 619,009 624,274 614,844 601,683 -3.6%
City TV 176,420 195,805 190,224 - -100.0%
Internal Audit 145,178 150,720 144,932 145,710 -3.3%
District Court 5,098,994 5,193,780 5,092,379 4,923,177 -5.2%
Circuit Court Building Rental 114,184 163,000 132,660 142,250 -12.7%
Mayor's Office 730,803 725,144 711,444 705,042 -2.8%
Office of Community Media - - - 187,406 100.0%
City Clerk's Office 927,295 899,377 765,292 819,812 -8.8%
Planning & Neighborhood Development 3,479,363 3,651,370 3,424,833 3,112,383 -14.8%
Finance 10,739,687 10,483,840 9,916,397 9,698,704 -7.5%
Human Resources 1,849,505 1,816,320 1,762,853 1,695,770 -6.6%
City Attorney's Office 1,376,823 1,351,000 1,291,954 1,260,920 -6.7%
Vacancy Factor - (1,000,000) - (1,500,000) 50.0%
Police 34,027,251 34,319,970 33,874,492 33,112,100 -3.5%
Fire 29,529,751 30,050,300 28,880,118 28,996,300 -3.5%
Public Service 5,626,945 6,092,090 5,982,242 6,232,000 2.3%
Human Relations & Community Services 746,210 667,910 651,410 664,770 -0.5%
Parks & Recreation 8,315,385 8,790,130 8,398,393 7,644,145 -13.0%
Human Services 1,330,169 1,481,250 1,481,250 1,410,000 -4.8%
City Supported Agencies 260,000 259,400 241,450 73,400 -71.7%
Non-Departmental Expenditures:
Library Building Rental 155,060 160,000 155,060 160,000 0.0%
Operating Subsidies to Other Funds 3,166,507 3,024,520 3,117,825 2,858,252 -5.5%
Capital Improvements 2,298,200 2,580,000 2,209,015 2,115,500 -18.0%
(1)
Debt Service 2,994,003 5,519,800 5,387,365 4,361,676 -21.0%

Total Expenditures 113,706,742 117,200,000 114,426,432 109,421,000 -6.6%

Fund Balance Increase/(Decrease) (2,154,224) - (2,265,484) (0)

Total Ending Reserves 10,804,287 10,804,296 8,538,812 8,538,811 -21.0%

General Fund Reserves as a Percent

of Revenues 9.7% 9.2% 7.6% 7.8%

Fund Balance Restrictions (1,513,098) (1,500,000) (1,500,000) (1,500,000)

Unrestricted Ending Reserves 9,291,189 9,304,296 7,038,812 7,038,811

Unrestricted Reserves as a Percent

of Revenues 8.3% 7.9% 6.3% 6.4%

Information regarding the budget for each of the departments listed above is contained in the Deparatment Summary section of this
document.

13
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Major Streets Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 6,990,410 5,159,203 5,159,203 1,635,999

Revenues
Gas & Weight Tax Receipts 6,100,417 6,328,327 6,042,541 6,030,000 -4.71%
Utility Permit Fees (Metro Act) 390,001 398,000 398,000 398,000 0.00%
State Trunkline &
Utility Cut Reimbursements 1,079,788 1,283,629 1,385,829 1,137,331 -11.40%
Interest Income 70,977 150,000 22,072 25,000 -83.33%
Miscellaneous Revenue 90,691 - 3,296 66,040
Transfer from General Fund 2,218,093 398,384 6,982,673 385,156 -3.32%
Total Revenues 9,949,967 8,558,340 14,834,411 8,041,527 -6.04%

Expenditures
Capital
Major Maintenance 3,837,913 1,020,000 9,558,995 1,070,000 4.9%
Debt Service 470,490 579,596 545,824 566,868 -2.2%
Subtotal - Capital 4,308,403 1,599,596 10,104,819 1,636,868 2.3%

Operating
Administration & Engineering 855,216 920,292 878,147 1,274,703 38.5%
Routine Road Maintenance 1,948,785 2,257,245 1,967,006 2,301,207 1.9%
Bridge Maintenance 39,785 55,859 376,999 52,972 -5.2%
Winter Maint. - Snow Removal 796,727 1,095,140 824,209 1,184,493 8.2%
Trunkline Maintenance 615,195 627,100 627,100 627,100 0.0%
Traffic Administration 40,736 100,000 84,956 25,000 -75.0%
Traffic Maintenance 963,161 1,066,768 1,594,379 926,708 -13.1%
Subtotal - Operating 5,259,605 6,122,404 6,352,796 6,392,182 4.4%

Transfer to Local Streets Fund 2,213,166 1,900,000 1,900,000 1,090,000 -42.6%

Total Expenditures 11,781,174 9,622,000 18,357,615 9,119,050 -5.2%

Fund Balance Increase/(Decrease) (1,831,207) (1,063,660) (3,523,204) (1,077,523)

Ending Fund Balance 5,159,203 4,095,543 1,635,999 558,476 -86.4%

Amount Designated for Projects (5,008,115)

Available Fund Balance 151,088

Available Fund Balance as a Percent

of Operational Revenues 2.0% 7.3%

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.

14
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Local Streets Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 678,975 1,213,233 1,213,233 1,301,027

Revenues
Gas & Weight Tax Receipts 1,784,376 1,842,273 1,768,646 1,705,000 -7.5%
Utility Permit Fees (Metro Act) - - - -
State Trunkline &
Utility Cut Reimbursements 746,936 735,000 1,027,737 712,837 -3.0%
Interest Income (4,264) 10,000 56,289 22,000 120.0%
Transfer from General Fund 1,018,329 1,761,551 1,758,551 1,219,660
Transfer from Major Streets Fund 2,213,166 1,900,000 1,900,000 1,090,000 -42.6%
Transfer from Bond Const. Fund 1,736,530 - 4,845,252 -
Total Revenues 7,495,073 6,248,824 11,356,475 4,749,497 -24.0%

Expenditures
Capital
Major Maintenance 2,232,874 850,000 5,868,090 - -100.0%
Debt Service 916,047 1,261,551 1,153,523 1,220,160
Subtotal - Capital 3,148,921 2,111,551 7,021,613 1,220,160

Operating
Administration & Engineering 672,124 744,651 744,411 823,116 10.5%
Surface Maintenance 2,447,590 2,821,719 2,691,773 2,536,409 -10.1%
Winter Maintenance 440,866 648,271 485,551 597,891 -7.8%
Traffic Administration 25,732 52,000 63,891 10,000 -80.8%
Traffic Maintenance 225,582 249,808 261,442 186,224 -25.5%
Subtotal - Operating 3,811,894 4,516,449 4,247,068 4,153,640 -8.0%

Total Expenditures 6,960,815 6,628,000 11,268,681 5,373,800 -18.9%

Fund Balance Increase/(Decrease) 534,258 (379,176) 87,794 (624,303)

Ending Fund Balance 1,213,233 834,057 1,301,027 676,724 -18.9%

Amount Designated for Projects (544,047)

Available Fund Balance 669,186

Available Fund Balance as a Percent

of Operational Revenues 8.9% 14.2%

This page is a presentation of the projected results of operations for Local (local access) Street operations. For
narrative 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.

15
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Drug Law Enforcement Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 287,153 355,346 355,346 501,768

Revenues
Drug Forfeiture Revenues 445,825 250,000 540,451 900,000 260.0%
Interest Income 4,146 13,000 1,350 4,000 -69.2%
Total Revenues 449,971 263,000 541,801 904,000 243.7%

Expenditures
Special Operations Section (LPD) 381,778 372,895 395,379 538,120 44.3%
Total Expenditures 381,778 372,895 395,379 538,120 44.3%

Fund Balance Increase/(Decrease) 68,193 (109,895) 146,422 365,880

Ending Fund Balance 355,346 245,451 501,768 867,648 253.5%

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

16
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Federal Entitlement Grant Special Revenue Funds

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

Revenues
Federal Grants 2,451,384 2,189,858 2,189,858 2,195,131 0.2%
Interest Income 532 - - -
Program Income 96,483 - - -
Total CDBG Revenues 2,548,399 2,189,858 2,189,858 2,195,131 0.2%

Expenditures
General Administration 448,055 437,971 437,971 439,000 0.2%
Single Family Rehab Program 1,295,866 744,704 744,704 900,000 20.9%
Property Acquisition 3,431 487,020 487,020 100,000 -79.5%
Public Improvements 267,000 56,685 56,685 127,131 124.3%
Neighborhood Community Services 348,907 328,478 328,478 329,000 0.2%
Economic Development 127,240 100,000 100,000 200,000 100.0%
Weatherization 57,900 35,000 35,000 100,000 185.7%
Total CDBG Expenditures 2,548,399 2,189,858 2,189,858 2,195,131 0.2%

HOME GRANT
Revenues
Federal Grants 945,514 929,850 2,329,200 929,849 0.0%
Program Income 4,638 - 512 -
Total HOME Grant Revenues 950,152 929,850 2,329,712 929,849 0.0%

Expenditures
General Administration 92,190 77,813 98,572 92,000 18.2%
Single Family Building Rehab 708,336 453,619 874,515 400,000 -11.8%
HOME Rehab. LISC & HRC 149,624 398,418 1,356,625 437,849 9.9%
Total HOME Expenditures 950,150 929,850 2,329,712 929,849 0.0%

EMERGENCY SHELTER GRANT (ESG)

Revenues
Federal Grants 126,432 96,357 114,000 96,357 0.0%
Total ESG Revenues 126,432 96,357 114,000 96,357 0.0%

Expenditures
Emergency Shelter Operations 126,433 96,357 114,000 96,357 0.0%
Total ESG Expenditures 126,433 96,357 114,000 96,357 0.0%

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

17
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Building Safety Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 23,927 - - -

Revenues
Licenses & Permits 1,512,565 1,735,100 1,407,204 1,599,500 -7.8%
Charges for Services 5,290 6,500 7,402 7,900 21.5%
Miscellaneous 4,750 - - -
Transfer from General Fund 444,209 304,900 591,291 349,000 14.5%
Total Revenues 1,966,814 2,046,500 2,005,897 1,956,400 -4.4%

Expenditures 1,990,741 2,046,500 2,005,897 1,956,400 -4.4%

Fund Balance Increase/(Decrease) (23,927) - - -

Ending Fund Balance - - - -

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

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 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Drug Law Enforcement - Tri-County Metro Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 409,852 470,609 470,609 1,018,149

Revenues
Drug Forfeiture Revenues 524,568 150,000 675,718 335,000 123.3%
Contributions from Local Units 493,097 260,655 150,271 435,000 66.9%
Interest Income 12,613 30,000 2,805 2,805 -90.7%
Operating Transfers 29,234 - - -
Total Revenues 1,059,512 440,655 828,794 772,805 75.4%

Expenditures
Ingham-Eaton-Clinton Task Force 998,755 435,655 281,253 772,805 77.4%
Total Expenditures 998,755 435,655 281,253 772,805 77.4%

Fund Balance Increase/(Decrease) 60,757 5,000 547,540 -

Ending Fund Balance 470,609 475,609 1,018,149 1,018,149 114.1%

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

20
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Cooley Law School Stadium Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 58,026 23,611 23,611 39,758

Revenues
Operating Revenues 442,011 280,500 280,500 280,500 0.0%
Olds Park Stadium Naming Rights 100,000 100,000 100,000 115,000 15.0%
Interest Income 652 - (179) 300
Transfer from General Fund 875,000 800,000 800,000 609,200
Total Revenues 1,417,663 1,180,500 1,180,321 1,005,000 -14.9%

Expenditures
Operating 59,958 57,744 57,744 60,000 3.9%
Debt Service 1,392,120 1,106,781 1,106,430 945,000 -14.6%
Total Expenditures 1,452,078 1,164,525 1,164,174 1,005,000 -13.7%

Fund Balance Increase/(Decrease) (34,415) 15,975 16,147 -

Ending Fund Balance 23,611 39,586 39,758 39,758 0%

Fund Balance as a Percent

of Operational Revenues 1.7% 3.4% 3.4% 4.0%

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 to
the Stadium Fund in the Department Summary section.

21
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
911 Dispatch Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 143,398 102,037 102,037 73,532

Revenues
Grants 24,037 - - -
Cost-Sharing - Ingham County 5,208,000 5,230,120 5,230,130 5,183,218 -0.9%
Transfer from General Fund (115,000) 190,280 190,270 261,422 37.4%
Total Revenues 5,117,037 5,420,400 5,420,400 5,444,640 0.4%

Expenditures 5,158,398 5,505,400 5,448,905 5,444,640 -1.1%

Fund Balance
Increase/(Decrease) (41,361) (85,000) (28,505) 0

Ending Fund Balance 102,037 17,037 73,532 73,532 331.6%

Fund Balance as a Percent

of Operational Revenues 2.0% 0.3% 1.4% 1.4%

This page is a presentation of the projected results of operations for 911 Dispatch operations. For narrative
information of operations and a more detailed view of expenditures, please refer to the 911 Dispatch Fund in the
Department Summary section, under the Police Department.

22
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Principal Shopping District Special Revenue Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Fund Balance 7,126 60,260 60,260 70,922

Revenues
Special Assessments 408,176 416,760 403,126 403,000 -3.3%
Grants 9,999 10,000 10,000 10,000 0.0%
Miscellaneous 24,815 15,700 16,202 18,700 19.1%
Transfer from General Fund 42,075 42,075 32,975 39,180 -6.9%
Total Revenues 485,065 484,535 462,303 470,880 -2.8%

Expenditures 431,931 484,535 451,641 470,880 -2.8%

Fund Balance Increase/(Decrease) 53,134 - 10,662 -

Ending Fund Balance 60,260 60,260 70,922 70,922 17.7%

This page is a presentation of the projected results of operations for downtown Principal Shopping District
operations. For narrative information of operations and a more detailed view of expenditures, please refer
to the Principal Shopping District in the Department Summary section, under Planning and Neighborhood
Development.

23
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Municipal Parking System Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 11,606,410 13,005,994 13,005,994 10,773,648

Revenues
Parking Revenue 6,779,019 6,738,500 6,197,696 6,373,340 -5.4%
Baseball Revenue 16,382 24,900 19,216 34,841 39.9%
Parking Fines 741,797 500,000 545,056 570,000 14.0%
Interest 190,214 175,000 92,577 100,000 -42.9%
Capital Lease Payment 4,413,827 4,140,000 4,140,000 4,140,000 0.0%
Other Revenue 2,786,475 - 2,127 -
Total Revenues 14,927,714 11,578,400 10,996,672 11,218,181 -3.1%

Expenditures
Administration 1,499,509 1,591,995 1,434,502 1,502,262 -5.6%
Operations 710,285 782,178 663,148 676,817 -13.5%
Maintenance 2,016,771 1,173,485 1,430,973 906,820 -22.7%
South Grand Avenue Ramp 107,013 - 50,384 - #DIV/0!
South Capital Avenue Ramp 270,133 1,101,642 992,761 847,080 -23.1%
North Grand Avenue Ramp 579,273 463,839 1,217,917 368,780 -20.5%
North Capital Avenue Ramp 226,911 398,914 272,167 962,200 141.2%
Townsend Street Ramp 202,293 497,741 243,417 370,100 -25.6%
New Ramp - 6,000,000 - - -100.0%
Baseball Operations 16,382 24,900 19,216 34,841 39.9%
Debt Service 7,899,560 6,906,566 6,904,532 6,165,000 -10.7%
Total Expenditures 13,528,130 18,941,260 13,229,017 11,833,900 -37.5%

Working Capital Increase/(Decrease) 1,399,584 (7,362,860) (2,232,346) (615,719)

Ending Working Capital 13,005,994 5,643,134 10,773,648 10,157,930 80.0%

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

24
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Sewage Disposal System Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 10,841,563 9,248,470 9,248,470 8,470,903

Revenues
Sewer Charges 27,446,920 27,290,000 26,995,000 27,140,000 -0.5%
Interest Income 106,750 125,000 125,000 50,000 -60.0%
Low Income Credit (616) (5,000) (5,000) (5,000) 0.0%
Miscellaneous Income 187,073 25,000 25,000 10,000 -60.0%
Existing Bond Proceeds - - 3,763,988 4,254,100
Transfer from General Fund - 1,400,000 1,314,000 815,000 -41.8%
Total Revenues 27,740,127 28,835,000 32,217,988 32,264,100 11.9%

Expenditures
Administration & General 9,513,679 10,607,100 9,701,892 10,171,919 -4.1%
Sewer Maintenance 2,090,842 2,039,567 1,951,298 1,988,143
Pumping Stations 1,395,535 1,238,339 1,227,709 1,215,202 -1.9%
Industrial Laboratory 262,229 311,349 288,706 235,840 -24.3%
Return on Equity - General Fund 300,000 300,000 300,000 300,000 0.0%
Total Expenses 13,562,285 14,496,355 13,469,605 13,911,104 -4.0%

Debt Service 13,703,018 15,575,745 15,575,745 17,405,896 11.8%

Capital Projects 2,067,917 1,260,000 3,950,205 710,000 -43.7%

Total Budgeted Uses 29,333,220 31,332,100 32,995,555 32,027,000 2.2%

Working Capital Increase/(Decrease) (1,593,093) (2,497,100) (777,567) 237,100

Ending Working Capital 9,248,470 6,751,370 8,470,903 8,708,003

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

25
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Refuse Disposal System Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 184,022 123,180 123,180 160,008

Revenues
Operating Income 1,483,911 1,576,439 1,538,102 1,492,240 -5.3%
Interest Income (36) - - 2,160
Transfer from General Fund - - - -
Total Revenues 1,483,875 1,576,439 1,538,102 1,494,400 -5.2%

Expenditures
Bag Refuse Disposal 1,544,717 1,540,000 1,501,274 1,494,400 -3.0%
Total Expenditures 1,544,717 1,540,000 1,501,274 1,494,400 -3.0%

Working Capital Increase/(Decrease) (60,842) 36,439 36,828 -

Ending Working Capital 123,180 159,619 160,008 160,008

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 Garbage and
Refuse Fund in the Department Summary section, under the Public Service Department.

26
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Municipal Recycling Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 1,334,367 1,309,307 1,309,307 947,896

Revenues
Operating Income 2,873,997 2,591,158 2,591,158 2,591,292 0.01%
Sale of Recycled Materials 71,064 60,000 60,945 60,945 1.58%
Interest Income 16,079 12,000 4,400 2,000 -83.33%
Transfer from General Fund - - - -
Total Revenues 2,961,140 2,663,158 2,656,503 2,654,237 -0.33%

Expenditures
Bulk Refuse Disposal 1,415,819 1,432,856 1,186,663 1,565,429 9.25%
Composting 850,864 1,104,618 987,143 1,139,795 3.18%
Transfer Station 344,924 275,092 359,991 - -100.00%
Promotion, Education, & Marketing 374,593 412,434 484,117 473,476 14.80%
Total Expenditures 2,986,200 3,225,000 3,017,914 3,178,700 -1.44%

Working Capital Increase/(Decrease (25,060) (561,842) (361,411) (524,463)

Ending Working Capital 1,309,307 747,465 947,896 423,433 -43.35%

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

27
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Municipal Cemeteries Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 163,621 99,126 99,126 99,126

Revenues
Cemetery Service Revenue 146,564 141,850 139,517 145,366 2.5%
Sale of Lots 100,400 80,000 70,140 112,100 40.1%
Other 2,075 1,500 1,440 1,500 0.0%
Transfer from Perpetual Care 47,381 13,000 13,000 16,300 25.4%
Transfer from General Fund 327,787 467,480 463,180 451,334 -3.5%
Total Revenues 624,207 703,830 687,277 726,600 3.2%

Expenditures
Administration 367,440 295,237 290,308 300,217 1.7%
Cemetery Paid Services 88,150 109,416 113,193 118,731 8.5%
Cemetery Ground Maintenance 213,032 287,177 272,326 307,652 7.1%
Transfer to Perpetual Care Fund 20,080 12,000 11,450 - -100.0%
Total Expenditures 688,702 703,830 687,277 726,600 3.2%

Working Capital Increase/(Decrease) (64,495) - 0 -

Ending Working Capital 99,126 99,126 99,126 99,126

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 of
expenditures, please refer to the Cemetery Fund in the Department Summary section, under Parks and
Recreation.

28
 City of Lansing
Fiscal Year July 1, 2010 - June 30, 2011
Municipal Golf Courses Enterprise Fund

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Beginning Working Capital 40 (55,393) (55,393) (139,011)

Revenues
Greens Fees 311,003 319,640 290,662 311,000 -2.7%
Equipment Rentals 106,371 119,500 104,690 107,000 -10.5%
Concessions 15,396 33,500 16,128 14,000 -58.2%
Lessons 414 6,000 - - -100.0%
Driving Range 18,900 163,000 17,784 - -100.0%
Other Revenue (4,017) 50,000 34,840 - -100.0%
Transfers In - General Fund 100,000 - 55,382 -
Transfers In - Parks Millage 275,640 200,000 301,000 275,000 100.0%
Total Revenues 823,707 891,640 820,486 707,000 -20.7%

Expenditures
Groesbeck Golf Course 656,279 715,733 690,307 662,000 -7.5%
Red Cedar Golf Course 9,483 - - -
Sycamore Golf Course 213,378 175,907 213,797 45,000 -74.4%
Total Expenditures 879,140 891,640 904,104 707,000 -20.7%

Working Capital Increase/(Decrease) (55,433) - (83,618) (0)

Ending Working Capital (55,393) (55,393) (139,011) (139,011)

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

29
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30
Department Summaries

31
 CITY COUNCIL

Mission Statement:

As the City's legislative branch, the City Council is responsible for adoption and amendment
of ordinances in accordance with the City Charter and State Law. It is also charged with
establishment of City Policy which is usually accomplished through the adoption of
resolutions, and with oversight and investigatory powers. At weekly Council and Council
Committee meetings, Council reviews proposals from the Administration and offers citizens
an opportunity to make suggestions for the improvement of the City and City operations. The
City Council, as required by Charter, adopts the annual City budget, designating
appropriations and the amount to be raised by taxation for general purposes and for the
payment of principal and interest on its indebtedness. The Council also works directly with
other governmental, business and community groups to resolve regional and neighborhood
issues.

32
 CITY COUNCIL

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 514,133 492,574 487,574 469,983 -4.6%

Operating 94,943 111,700 104,270 111,700 0.0%
Events 9,695 10,000 13,000 10,000 0.0%
Capital 238 10,000 10,000 10,000 0.0%
Total 619,009 624,274 614,844 601,683 -3.6%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for Medicare-
eligible retirees as well as recent contract negotiations. Total costs are also reduced as a result
of the proposed reduction in the normal work week for non-emergency City personnel from 40
hours to 36 hours, as well as equivalent cost reductions for emergency personnel. Salary
reductions are not applied to elected officials, as their compensation is governed by the Elected
Officers Compensation Committee.

33
 INTERNAL AUDIT

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 in
reviewing external audits of financial Transactions and procedures. The internal Auditor also performs
routine audits of other City business. The Internal Auditor is appointed by, and is responsible to , the
City Council.

34
 INTERNAL AUDIT

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 139,851 141,220 137,870 136,161 -3.6%

Operating 5,327 8,000 5,562 8,049 0.6%
Capital - 1,500 1,500 1,500
Total 145,178 150,720 144,932 145,710 -3.3%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases
and anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for
Medicare-eligible retirees as well as recent contract negotiations. Total costs are also
reduced as a result of the proposed reduction in the normal work week for non-emergency
City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel.

35
 Mayor's Office

Mission Statement
As Lansing's Chief Executive Officer, the Mayor's mission is to exercise supervision and coordination
over 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 suppress
disorder and enforce the laws of the State, and is charged with the duty to make proposals to the
Council for meeting the needs and addressing the problems of the City. Other duties, subject to
delegation, include the development and preparation of the budget, response to audit reports,
management of real property, reducing discrimination and promoting mutual understanding, annually
reporting on affirmative action status, and citizen complaint investigation and response. Mayor's Office
staff work with Council committees to respond to informational needs and concerns, respond to citizen
inquiries and complaints, and work with residents and citizen groups for City improvement and to
implement City initiatives.

The Mayor’s Office coordinates the implementation of the LansingStat management evaluation
program to promote the efficient and cost-effective provision of essential City services. The Mayor’s
Office supports the activities of the Greater Lansing Go Green! Initiative to promote local and regional
efforts to conserve energy, reduce carbon emissions and increase the use of renewable energy. The
Mayor’s Office also supports the activities of the Office of Community and Faith-Based Initiatives, the
Mayor’s Commission on Celebrating Diversity, the Mayor’s Neighborhood Advisory Council, the
Lansing Regional Sister Cities Commission, and a variety of community-based task forces that focus
on key policy areas, including health and fitness, drug-free youth, and creating a more walkable,
bikeable community.

36
 MAYOR'S OFFICE

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 630,660 630,215 619,515 610,352 -3.2%

Operating 100,143 94,929 91,929 94,690 -0.3%
Capital - - - -
Transfers - - - -
Total 730,803 725,144 711,444 705,042 -2.8%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases
and anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for
Medicare-eligible retirees as well as recent contract negotiations. Total costs are also reduced
as a result of the proposed reduction in the normal work week for non-emergency City
personnel from 40 hours to 36 hours, as well as equivalent cost reductions for emergency
personnel. Salary reductions are not applied to elected officials, as their compensation is
governed by the Elected Officers Compensation Committee.

37
 OFFICE OF COMMUNITY MEDIA

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's
Public Access Channel (PAC). The OCM is also responsible for developing and implementing
strategies to build community capacity in the production of local origination programming; creating and
managing partnerships that leverage the PEG network to foster educational and career opportunities
for Lansing residents in digital media, broadcasting and related fields; and leading efforts to
collaborate with regional partners toward the establishment of a regional Community Media Center.

38
 OFFICE OF COMMUNITY MEDIA

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel - - - 177,406 100.0%

Operating - - - 10,000 100.0%
Capital - - - -
Total - - - 187,406 100.0%

Summary of Significant Changes:

In FY11 the OCM will continue to modernize and upgrade the facilities and equipment of City
TV; re-establish local production and playback of the City's Public Access channel, including
studio, post-production, educational and administrative facilities for local origination
programming; work with the City's Telecommunications and Cable Board to develop and
administer a competitive grant program that seeks to build community capacity in the
production of digital media for local origination programming; and collaborate with regional
partners toward the establishment of a regional Community Media Center.

39
 CITY CLERK
Mission Statement:

The Office of the City Clerk is responsible for the orderly conduct of all elections in the City of Lansing
and for the processing of all voter registration records of its citizens. The City Clerk oversees the
proper maintenance of records for the City, and prepares Agendas and printed Proceedings for the
Lansing 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 oaths
required for municipal purposes by law.

40
 CITY CLERK'S OFFICE

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 743,912 752,777 625,265 674,856 -10.4%

Operating 182,796 136,600 130,223 134,956 -1.2%
State-Reimbursable
Elections Costs 587 - - - 100.0%
Capital - 10,000 9,804 10,000
Total 927,295 899,377 765,292 819,812 -8.8%

Summary of Significant Changes:

Implementation of electronic poll book will limit election inspector costs compared to what
would otherwise be experienced in this next gubernatorial election year, and improve service
to voters at the polls.

Continued transition to electronic document management will provide for better adherence to
record retention guidelines, and makes records management easier by saving time, space
and cost.

One vacant position will remain unfilled, although there may be need for temporary help
during election times.

These budgets reflect anticipated cost increases resulting from bargained salary increases
and anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for
Medicare-eligible retirees as well as recent contract negotiations. Total costs are also
reduced as a result of the proposed reduction in the normal work week for non-emergency
City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel. Salary reductions are not applied to elected officials, as their
compensation is governed by the Elected Officers Compensation Committee.

41
 54-A DISTRICT COURT

Mission and Role

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 afford
efficient and courteous service. This mission is carried out through efficient case flow management
from pre-adjudication to post-adjudication; conducting arraignments, preliminary felony exams, trials,
sentencing, and probation; including operating full service divisions (Traffic, Civil, Criminal, and
Probation).

The District Court handles four types of cases: (1) Criminal (misdemeanors and felonies reduced to
misdemeanors); (2) Civil (small claims jurisdiction up to $3,000, 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 Prosecutor’s Office, the
Office of the City Attorney, the Lansing Police Department, and the Department of Planning &
Neighborhood Development's Building Division. The Parking Bureau and the District Court have an
integrated system for processing parking tickets. Additional support services provided by City of
Lansing staff include finance, budgeting, personnel, information technology, operational services, and
building maintenance.

The District Court Fund and budget are self-contained operations. The District Court budget
expenditure 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. This
accounting convention effectively makes the Court a General Fund agency, with special budget
considerations attached to its status as the judicial branch of government.

CIRCUIT COURT

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

42
 COURTS
54-A District Court & Probation

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 4,561,378 4,640,045 4,583,636 4,317,142 -7.0%

Operating 537,616 551,635 508,743 606,035 9.9%
Capital - 2,100 - - -100.0%
Total 5,098,994 5,193,780 5,092,379 4,923,177 -5.2%

Summary of Significant Changes:

Department Reorganization: Management responsibilities will be reallocated in several

departments, with the Traffic Manager taking on a significantly expanded list of responsibilities. In
addition, a current deputy clerk position will be exchanged for a new Casework Coordinator position in
one of the affected departments.

On-Line/Web Payments: The 54-A District Court has completed its full software conversion to JIS,
and the new focus is on the utilization of several more programs that enhance efficiency and
productivity. The District Court will implement on-line/web payments during the FY11 fiscal year. The
Supreme Court Administrative Office supports its Judicial Information System (JIS) with this
functionality for participating courts as part of their contracted service package. On-line/web
payments will provide customers of the court an additional venue for paying fines and costs, as well as
streamline case processing for staff by use of automatic default software to close cases upon full
payment.

Treasury Debt Collections: The 54-A District Court will utilize services of the State of Michigan
Department of Treasury for collection of monies owed to the court when cases are deemed
uncollectable by the court after "in-house collections" effort. Treasury will conduct periodic tax
"sweeps" to recoup funds owed to the court.

Check Writing Software Implementation: The District Court will implement a check writing software
program in its Judicial Information Systems (JIS) during the FY11 fiscal year. The new software is
integrated with the case management system, allowing staff to refund more easily any bond returns,
overpayments and restitution to its customers. The check writing program is designed to reduce
significantly the amount of "staff processing time" previously devoted to these necessary activities.

Document Imaging Implementation: The Court's adoption of electronic document imaging, a

process piloted and implemented by a couple of other City departments over the last two years, will
reduce the amount of time spent manually processing case information. Document imaging by the
Court will facilitate electronic sharing of documents among related agencies such as the Office of City
Attorney, the County prosecuting attorneys office, and local law enforcement agencies. The
electronic process also eliminates the need to physically retrieve archived documents from storage
locations.

43
These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction
in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as
equivalent cost reductions for emergency personnel. Salary reductions are not applied to elected
officials, as their compensation is governed by the Elected Officers Compensation Committee. As an
independent branch of the government, the Court may choose alternatives to the reduced work week
as proposed by the Mayor.

44
 COURTS
Circuit Court Building Rental
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel - - - -
Operating 114,184 163,000 132,660 142,250 -12.7%
Capital - - - -
Transfers - - - -
Total 114,184 163,000 132,660 142,250 -12.7%

Summary of Significant Changes:

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

45
 PLANNING & NEIGHBORHOOD DEVELOPMENT
Mission and Roles
The primary objective of the Planning and Neighborhood Development Department has been to stabilize the
City’s economic base, and, through continued planned and directed development, “grow” that base to a level
capable of providing continuous support for the City’s services and infrastructure. The direct service
missions of the Department include Zoning, Building Safety (building, plumbing, electrical, mechanical, and
plan review and inspections), Homeownership Assistance, Homeless Assistance, Rental Housing Inspection
& Certification, and Nuisance Ordinance administration and enforcement.

Housing and neighborhood improvement activities and coordination are primarily handled under the City's
Community Development Block Grant (CDBG) and various federal and state housing assistance programs.
Planning functions include comprehensive planning, site plan review, flood plain review, zoning review,
historic preservation, state-mandated studies and local neighborhood traffic studies, public improvement and
economic development projects and activities. Neighborhood traffic and downtown development and
transportation challenges are managed by the Transportation and Parking Office. The Principal Shopping
District, which falls under the umbrella of the Department, is committed to creating a thriving world-class
capital city through promotions, design, business development and organization. Placement of all of these
functions within a single agency has helped to focus all City development efforts as a team.

The Department also provides intra-departmental assistance in the form of property acquisition and disposal,
leasing, architectural review, and coordination of regulatory functions. Staff also works with other
Departments on geographically relevant information, such as criminal law enforcement activities and
demographic data maintenance and analysis. Finally, the Department supports the Planning Board, Zoning
Board of Appeals, Traffic Board, Historic District Commission, and the Plumbing, Mechanical and Electrical
Boards, the Building Board of Appeals, as well as numerous neighborhood organizations and nonprofit
housing corporations. The Department also assists the Mayor and Council in policy-making roles.

In addition, 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 a productive use. An expansion of
the Department’s relationship with the ICLBFTA now includes the Neighborhood Stabilization Program, both I
and II, in an effort to reclaim mortgage foreclosed properties.

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

Organization
The Planning and Neighborhood Development Department consists of six separate divisions:
Administration, Building Safety, Code Compliance, Planning, Transportation & Parking, and Development.
Divisions that are primarily “non-General Fund” are the Building Safety, Development, and Transportation &
Parking.

Building Safety is operated as a Special Revenue Fund, per State Law. The Community Development Block
Grant Program, HOME, and the Emergency Shelter Grant Program are federally funded programs,
administered by the Development division. The Transportation & Parking office encompasses the operation
of the parking system, which is an enterprise fund, as well as a portion of Act 51 Major and Local Streets
operations.
(continued)

46
The Lansing Economic Development Corporation, the Lansing Brownfield Redevelopment Authority and the
Tax Increment Finance Authority, all independent boards, also fall under the umbrella of the Department of
Planning and Neighborhood Development. Its mission includes all brownfield projects as well as all other
economic incentives, including PA 198s and PA 328s, Renaissance Zone, Neighborhood Enterprise Zones
(NEZ), Obsolete Property Rehabilitation District (OPRA), SmartZone, Linking Lansing and U and all other
forms of economic assistance. The Principal Shopping District has an independent board and is committed
to creating a downtown Lansing that is united, vibrant, economically strong and culturally dynamic.

47
 PLANNING & NEIGHBORHOOD DEVELOPMENT
DEPARTMENT SUMMARY

Department Appropriation
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Planning & Neighborhood

Development - General Fund 3,479,363 3,651,370 3,424,833 3,112,383 -14.8%
Building Safety Fund 1,990,742 2,046,500 2,005,897 1,956,400 -4.4%
CDBG Fund 2,548,399 2,189,858 2,189,858 2,195,131 0.2%
HOME Grant Fund 950,153 929,850 2,329,712 929,849 0.0%
Emergency Shelter Grant 126,433 96,357 114,000 96,357 0.0%
Parking Fund 13,528,130 18,941,260 13,229,017 11,833,900 -37.5%

Total P&ND 22,623,220 27,855,195 23,293,317 20,124,020 -27.8%

Summary of Significant Changes:

Neighborhood Stabilization Program 2 (NSP2) – The department will be working with the Ingham County
Land Bank to administer a $17.4 million grant from HUD and MSHDA to help address the oversupply of
vacant, foreclosed homes in the City. The grant period is expected to start prior to the end of FY2010 and will
extend for a three year period. Funds will be used to acquire, rehabilitate and deconstruct or demolish vacant
foreclosed homes. Vacant lots may be maintained or redeveloped with grant funds. Up to 323 properties
may be impacted by the grant.

Transportation Section - The Transportation Section of the Transportation and Parking Office, including
Traffic Engineering and the Sign Shop, will move to the Public Service Department under the proposed
budget. All funding is shown in the Public Service Department’s budget.

48
Parking Maintenance - The parking maintenance function of the Transportation and Parking Office would
move to the Public Service Department, Operations and Maintenance Division. Due to efficiencies from
combining the grounds maintenance functions of Operations and Maintenance, Parks and Recreation, and
Parking, staffing requirements are lower and are reduced. Funding for this function is still shown in the
Parking Fund.

Parking Administration and Operations - The move of the Transportation Section and parking maintenance
function to Public Service would reduce the office staffing requirement. Additionally, the staffing of the entire
Parking Section is being evaluated to determine the appropriateness of staffing levels. Changes in payment
processing in the gated facilities have also reduced the need for field operations staffing.

Partnership with Lansing Neighborhood Council for Board-Ups - In 2009, PND entered into a contract
with the Lansing Neighborhood Council (LNC) to provide emergency board-up services foe code compliance.
LNC works in cooperation with workers provided by Teen Challenge to complete the work. Services are
timely, efficient and cost effective. The contract will be renewed for the coming fiscal year.

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a result
of restructured administration of health benefits for Medicare-eligible retirees as well as recent contract
negotiations. Total costs are also reduced as a result of the proposed reduction in the normal work week for
non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel.

49
 PLANNING & NEIGHBORHOOD DEVELOPMENT
General Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 2,672,073 2,758,752 2,577,724 2,352,128 -14.7%

Operating 468,130 514,868 500,459 297,690 -42.2%
Economic Development
Corporation Contract 339,160 377,750 346,650 462,565 22.5%
Capital - - - -
Total 3,479,363 3,651,370 3,424,833 3,112,383 -14.8%

Summary of Significant Changes:

The department will be working with the Ingham County Land Bank to administer a $17.4 million grant
from HUD and MSHDA to help address the oversupply of vacant, foreclosed homes in the City. The
grant period is expected to start prior to the end of FY2010 and will extend for a three year period.
Funds will be used to acquire, rehabilitate and deconstruct or demolish vacant foreclosed homes.
Vacant lots may be maintained or redeveloped with grant funds. Up to 323 properties may be impacted
by the grant.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction
in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as
equivalent cost reductions for emergency personnel.

50
 PLANNING & NEIGHBORHOOD DEVELOPMENT
Building Safety Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 1,566,981 1,562,299 1,528,145 1,509,892 -3.4%

Operating 422,066 474,201 472,752 441,508 -6.9%
Capital 1,695 10,000 5,000 5,000 -50.0%
Transfers - - - -
Total 1,990,742 2,046,500 2,005,897 1,956,400 -4.4%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

51
 PLANNING & NEIGHBORHOOD DEVELOPMENT
Community Development Block Grant (CDBG)
Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 979,288 776,597 776,597 791,448 1.9%

Operating 1,569,111 1,413,261 1,413,261 1,403,683 -0.7%
Capital - - - -
Transfers - - - -
Total 2,548,399 2,189,858 2,189,858 2,195,131 0.2%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

52
 PLANNING & NEIGHBORHOOD DEVELOPMENT
HOME Grant Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 69,496 71,182 80,104 72,672 2.1%

Operating 880,657 858,668 2,249,608 857,177 -0.2%
Capital - - - -
Transfers - - - -
Total 950,153 929,850 2,329,712 929,849 0.0%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase
is anticipated as a result of restructured administration of health benefits for Medicare-eligible
retirees as well as recent contract negotiations. Total costs are also reduced as a result of the
proposed reduction in the normal work week for non-emergency City personnel from 40 hours to
36 hours, as well as equivalent cost reductions for emergency personnel.

53
 PLANNING & NEIGHBORHOOD DEVELOPMENT
Emergency Shelter Grant Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel - - - -
Operating 126,433 96,357 114,000 96,357 0.0%
Capital - - - -
Transfers - - - -
Total 126,433 96,357 114,000 96,357 0.0%

Summary of Significant Changes:

No significant changes are expected for FY 2011.

54
 PLANNING & NEIGHBORHOOD DEVELOPMENT
Parking Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 2,542,631 2,978,140 2,591,121 2,187,158 -26.6%

Operating 1,837,363 1,699,954 1,623,371 1,763,242 3.7%
Capital 1,248,576 7,356,600 2,109,993 1,718,500 -76.6%
Debt Service 7,899,560 6,906,566 6,904,532 6,165,000 -10.7%
Transfers - - - -
Total 13,528,130 18,941,260 13,229,017 11,833,900 -37.5%

Summary of Significant Changes:

Parking Maintenance - The parking maintenance function of the Transportation and Parking Office
would move to the Public Service Department, Operations and Maintenance Division. Due to
efficiencies from combining the grounds maintenance functions of Operations and Maintenance,
Parks and Recreation, and Parking, staffing requirements are lower and are reduced. Funding for this
function is still shown in the Parking Fund.

Parking Administration and Operations - The move of the Transportation Section and parking
maintenance function to Public Service would reduce the office staffing requirement. Additionally, the
staffing of the entire Parking Section is being evaluated to determine the appropriateness of staffing
levels. Changes in payment processing in the gated facilities have also reduced the need for field
operations staffing.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

55
 PRINCIPAL SHOPPING DISTRICT
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 129,652 182,853 156,248 153,739 -15.9%

Operating 302,279 301,682 295,393 317,141 5.1%
Capital - - - -
Transfers - - - -
Total 431,931 484,535 451,641 470,880 -2.8%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

56
 FINANCE
Mission and Roles

The Finance Department consists of three divisions: Operations, Assessor, and Treasury - Income Tax.
Operations includes accounting, Business Services, and Budget. The former Management Services
Department was merged with the Finance Department in FY 2007. As such, the Finance Department is
also responsible for information technology, property and facilities maintenance, and fleet maintenance.

The Finance Department's mission is to develop and control the financial management functions of the
City. As outlined in Section 4.302 of the City Charter, this includes accounting, assessment, income tax,
and treasury functions. The Department maintains multiple computerized financial management
systems which are used to maintain records of assessments on real and personal property, to audit
property and income tax collection, and to 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 which
the Finance Department maximizes City resources by maintaining the City's portfolios in the most
advantageous positions. This includes ongoing analysis of both individual investments and general
trends that impact the returns on investments, including analysis of City disbursement and collection
activities to ensure sound and prudent fiscal management. Financial management responsibilities
include risk management and management of Retirement System's assets, as well as the assets of the
General Fund and enterprise or special revenue funds.

Budget responsibilities include the preparation of policy recommendations and coordination of budget
development 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 expenditure
analysis, development of policy and budgetary alternatives, and coordination between the mayor and
departments on budget development and financial and operational issues. Budget staff also assist in
union 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 and
Council comes from the Finance Department in the preparation of revenue and debt service
requirements, as well as analyses of economic trends and business activity that may impact City fiscal
resources and/or operational concerns.

57
 FINANCE DEPARTMENT SUMMARY

Department Appropriation
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Finance - General Fund 10,739,687 10,483,840 9,916,397 9,698,704 -7.5%

Fleet Maintenance Fund 7,096,727 7,418,946 11,097,747 7,390,360 -0.4%

Total Finance 17,836,414 17,902,786 21,014,143 17,089,063 -4.5%

Summary of Significant Changes:

The Finance Department will continue to provide City departments and employees with support in the areas of
accounting, budgeting, payables, payroll, purchasing, and retirement administration; building maintenance and
support services; fleet management; and information technology. The Treasurer and Assessing Divisions will
continue to manage the City’s assessing, property tax and income tax responsibilities, as well as cash
management. There are current or anticipated vacancies in accounting, treasury, fleet, information technology, and
building maintenance which will remain unfilled. As vacancies occur, internal operations are evaluated to
reorganize, redistribute duties, and establish new priorities in order to assure that basic responsibilities are met.

Projects underway at this time which will extend into FY11 include restructuring the delivery of health insurance
benefits to Medicare-eligible retirees; upgrading the integrated finance system; consolidating the City’s two garages;
and formalizing partnerships with BWL for shared maintenance activities. Continued improvement of the City’s web
page and expanded use of the City intranet for employee communication is expected, as is participation in the
planning for a consolidated police and courts facility. Efforts will also continue to find a suitable location for
consolidating the Treasurer and Assessors Office into a Tax Services Division/Customer Service Center where
payments for all City services can be made, including parking tickets and trash bills.

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated cost
increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a result of
restructured administration of health benefits for Medicare-eligible retirees as well as recent contract negotiations.
Total costs are also reduced as a result of the proposed reduction in the normal work week for non-emergency City
personnel from 40 hours to 36 hours, as well as equivalent cost reductions for emergency personnel.

58
 FINANCE DEPARTMENT
General Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 7,931,752 7,780,774 7,493,487 7,250,395 -6.8%

Operating 2,780,779 2,678,066 2,397,910 2,423,309 -9.5%
Capital 27,156 25,000 25,000 25,000
Total 10,739,687 10,483,840 9,916,397 9,698,704 -7.5%

Summary of Significant Changes:

The Department is a leader in the state’s nine-county Region One Planning administration for homeland
security and other emergency and disaster operations. The budget recognizes the magnitude of these
responsibilities by transferring the financial accounting tasks and a grant-funded position from the Finance
Department to the Fire Department Emergency Management program.

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a
result of restructured administration of health benefits for Medicare-eligible retirees as well as recent
contract negotiations. Total costs are also reduced as a result of the proposed reduction in the normal
work week for non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost
reductions for emergency personnel.

59
 FINANCE
Fleet Maintenance Internal Service Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 3,155,258 3,048,410 2,911,921 2,842,984 -6.7%

Operating 2,998,167 2,078,224 3,085,038 3,105,038 49.4%
Debt Service - - - -
Capital 943,302 2,292,312 5,100,788 1,442,338 -37.1%
Transfers - - - -
Total 7,096,727 7,418,946 11,097,747 7,390,360 -0.4%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction
in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as
equivalent cost reductions for emergency personnel.

60
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61
 DEPARTMENT OF HUMAN RESOURCES

The Department of Human Resources advises the Mayor on policy-related items concerning labor relations, equal
employment opportunities, hiring practices, benefits and payroll, and health and safety issues. The Department
develops and updates internal policies and procedures for the Department, and provides a wide range of
activities and customer support services to all City Departments.

Within the Employee Services Division, there are three sections. The Hiring and Classification Section, which is
responsible for recruitment, selection, hiring and retention of applicants and maintaining a computerized tracking
system is also responsible for ensuring compliance with federal, state and local regulations governing hiring,
employment, and safety practices. With the development of the new “Career Center” which provides a self-
service, on-line/website application process on the first floor of City Hall, it allows easy access for walk-in
applicants. While the need to hire new employees is less than in the past, there remain ongoing tasks to be
accomplished.

The Payroll and Benefits Section provides services to City employees from the point of hire with an extensive
orientation to Lansing, along with an enhanced orientation to our fringe benefits. This section also provides
compensation for all City of Lansing employees, including administration and payment of payroll, sick leave
reimbursement, health care waiver, longevity bonuses, special pays (e.g., retroactive pay), unemployment and
the L-HOPE (employee home ownership incentive program). We continue to support all City operations through
the establishment of hiring and training programs designed to ensure effective use of our human resources and
benefit coordination and the reclassification system administration.

The Health and Safety Section administers the City's workers' compensation program. This program for injured
workers ensures the best possible medical care for a prompt and expedient return to work. In addition, it
administers the federally mandated Family Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), and
the Department of Transportation (DOT) drug and alcohol testing and safety tracking programs. The
administration and supervisory referrals to the City’s Employee Assistance Program (EAP) are also facilitated
through the Health and Safety Section as well as all violence in the Workplace Prevention Policy investigations.
Employee and community based initiatives/partnerships with the American Cancer Society, American Red Cross
and Sparrow Health Systems, to name a few, are vital to the overall health and well being of our employees and
residents as we provide education, support and vaccinations to those that we service.

The Employee & Labor Relations Division is charged with facilitating positive working relationships with the City's
nine (9) bargaining units by resolving bargaining issues, the administration of the grievance procedure and
matters of contract interpretation or changing circumstances in the mutual interest of the City and its employees.
Additionally, this Division is responsible for development and training of all City employees and assisting in
training supervisory personnel. The Division assists with the handling of matters related to Federal, State and
City regulations/compliance. As designated by the Mayor, the Employee & Labor Relations Division collectively
bargains on behalf of the City, assisted by Mayoral-designated bargaining teams. Division staff advises line
supervisors in matters of contract interpretation and procedure, coordinates grievance processing and arbitration
with delegated authority of the City Attorney, and administration of unemployment compensation claims.

62
 HUMAN RESOURCES

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 1,304,266 1,228,708 1,193,272 1,151,428 -6.3%

Operating 545,239 587,612 569,581 544,342 -7.4%
Capital - - - -
Transfers - - - -
Total 1,849,505 1,816,320 1,762,853 1,695,770 -6.6%

Summary of Significant Changes:

The Human Resources Department will continue to provide City departments and employees
with support for employment related matters. While the need to hire new employees is less than
in the past, there remains ongoing tasks related to job reclassifications; internal promotions;
employee dispute resolution; payroll, benefit and workers compensation administration;
negotiation and administration of 9 labor contracts, employee training, and worker safety. A
vacant full time position will remain vacant pending conduction of an evaluation of the
distribution of duties between the Finance Department and HR.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for Medicare-
eligible retirees as well as recent contract negotiations. Total costs are also reduced as a result
of the proposed reduction in the normal work week for non-emergency City personnel from 40
hours to 36 hours, as well as equivalent cost reductions for emergency personnel.

63
 OFFICE OF THE CITY ATTORNEY
Mission Statement

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

Under the Charter, the City Attorney is responsible to both the Mayor and the City Council. The Office
of the City Attorney provides legal services at the request of the Mayor, City Council, City Departments
and Boards, and represents the City in civil litigation cases against the City, ordinance infraction cases,
and administrative hearings. As the legal representative for the City, the City Attorney is involved in
prosecution of violations that directly impact citizen and neighborhood safety and quality, including
drug law enforcement, alcohol-related offenses, and housing code violations. The City Attorney drafts
ordinances and issues written legal opinions to elected, appointed, and administrative officials. The
City Attorney also reviews and approves all contracts for services and equipment, Council resolutions,
and grants, and serves as the designated Freedom of Information Act (FOIA) coordinator for the City.

64
 OFFICE OF THE CITY ATTORNEY

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 1,257,687 1,249,000 1,201,452 1,172,697 -6.1%

Operating 119,136 102,000 90,502 88,223 -13.5%
Capital - - - -
Total 1,376,823 1,351,000 1,291,954 1,260,920 -6.7%

Summary of Significant Changes:

The Office of the City Attorney (OCA) will continue to provide legal counsel to the City as provided
by Charter. One position which has been vacant for most of the FY10 budget year will be held
vacant for FY 2011.

In addition, the OCA anticipates redistribution of duties based on the external challenges imposed
by the state and national financial climate, as well as the internal challenges imposed by the
anticipated retirement of long-time Chief Deputy City Attorney, Jack Roberts. A redistribution of
duties is anticipated, with a new Chief Deputy hired internally, and the resulting vacancy
subsequently filled.

While the OCA continues to improve efficiencies, the reduced staffing and anticipated retirement,
while not affecting the OCA’s efficacy, will affect its efficiency, with notable service-level impacts
in the following areas: negotiating, reviewing, and approving development deals; handling FOIA
requests; formal and informal opinions; reviewing, revising, drafting, approving ordinances and
resolutions; formal and informal training of OCA and FOIA Personnel; approving contracts;
overseeing OCA Personnel, including BWL and LPD ACA's; assisting on HR/Labor matters;
monitoring MDCR matters; prosecuting MTT matters; staffing Council, Board, and Commission
matters.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase
is anticipated as a result of restructured administration of health benefits for Medicare-eligible
retirees as well as recent contract negotiations. Total costs are also reduced as a result of the
proposed reduction in the normal work week for non-emergency City personnel from 40 hours to
36 hours, as well as equivalent cost reductions for emergency personnel.

65
 POLICE DEPARTMENT
Mission and Role

The mission of the Lansing Police Department is to minimize crime, maximize public safety, maintain
order, and enforce the law. We pledge to maintain the trust and confidence of our citizens by
partnering with them to: solve community problems, provide safety education, and enhance Lansing’s
quality of life, making it a great place to live, work and visit.

Goals of the Lansing Police Department:

● Reduce crime, reduce repeat calls for service, and increase citizen satisfaction by delivering quality
police service in a lawful, sensitive, safe and professional manner in order to protect life, property and
maintain the public peace.

● Prevent crime and maintain order through police action, targeting specific problems.

● Enhance organizational excellence through education, training and technology.

● Identify and analyze problems, explore alternative solutions, and encourage regional cooperation.

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

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.

Police Department operations involve logistical support from all Divisions. In addition to the Office of
the Chief, the Department is divided into four Divisions, the North Precinct Division, including the
Special Operations Section, the South Precinct Division, and the Staffing Services Division including
the Training / Technical Services Section, the Records / Property Section, the Accounting Services
Section, and the Detention Section; and the Communications Division including the Electronics
Equipment Maintenance Unit.

Forfeiture Fund (drug law enforcement fund) consists of monies and other assets seized and forfeited
in the process of enforcement of anti-drug laws. Specifically, the activities of the Ingham-Eaton-
Clinton Counties Co-operative Enforcement Team (a multi-agency task force) and the Lansing Police
Department Special Operations Section (SOS) generate the revenues credited to this fund. The drug
law workload makes up the majority of the SOS activities.
(continued)

66
The three counties in the IEC Cooperative (Ingham, Eaton, and Clinton) appropriate their respective
shares of the total drug law enforcement task force budget (census population weighted) and, at year’s
end, are reimbursed to the extent that drug forfeitures were sufficient to pick up the costs. Forfeitures
in excess of IEC Cooperative expenditures are returned first to the counties (first tier) and then to all
the participating agencies (second tier, including Lansing Police and Michigan State Police). Some
adjustments to this arrangement were necessary in FY04 as the 2000 Federal Census was
implemented, effectively changing the population weighting scheme used by the Co-Op. In addition, a
portion of the annual county returns are held back as a modified working fund balance should
forfeitures hit a dry spell. The City acts as the fiduciary agent for the IEC Co-Op.

Any IEC Co-Op funds turned back to Lansing Police must be used for drug law enforcement purposes.
By definition of the IEC Co-Op funding agreement, any extra monies for LPD used to become bonus
dividends to the REACH (LPD) drug law enforcement program. Auditing standards now separate the
two enforcement units and the Co-Operative funds are no longer interchangeable.

67
 POLICE DEPARTMENT SUMMARY

Department Appropriation
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Police General Fund 34,027,251 34,319,970 33,874,492 33,112,100 -3.5%

911 Dispatch Center 5,158,398 5,505,400 5,448,905 5,444,640 -1.1%
Drug Law Enforcement 381,778 372,895 395,379 538,120 44.3%
Drug Enforcement -
Tri-County Metro 998,755 435,655 281,253 - -100.0%

Total Police 39,567,427 40,198,265 39,718,776 39,094,860 -2.7%

Summary of Significant Changes

The primary expectation is that this budget will provide for the deployment of between 14 and 16 patrol
officers 24 hours per day at a mimimum. This is the level traditionally provided to the citizens of Lansing.
With cooperation of employees and the FOP, a 12 hour shift has been implemented, and initial
experience indicates that deployment of officers is now at between 18 and 20 24 hours per day.
However, with anticipated retirements and limited resources, it is possible that the 18 to 20 level may
not be sustainable; however, deployment will not drop below the 14-16 level traditionally provided.
Discussions are ongoing with respect to wages, benefits and other matters in the collective bargaining
agreement to minimize any reductions in services; however, the administration and FOP are working
cooperatively to assure that any necessary reductions have minimal impact on service delivery.

It is also anticipated that investigative services and special details, including investigations, drug law
enforcement, school officers and neighborhood watch, will be provided at adequate levels.

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 POLICE DEPARTMENT
General Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 30,428,834 30,802,701 30,522,959 29,790,102 -3.3%

Operating 3,486,689 3,473,064 3,307,361 3,231,033 -7.0%
Capital 111,728 44,205 44,172 90,965 105.8%
Total 34,027,251 34,319,970 33,874,492 33,112,100 -3.5%

Summary of Significant Changes:

This budget anticipates providing for the deployment of a minimum 14 to 16 patrol officers 24 hours
per day. This is the level traditionally provided to the citizens of Lansing. With cooperation of
employees and the FOP, a 12 hour shift has been implemented, and initial experience indicates that
deployment is now between 18 and 20 officers 24 hours per day. While with anticipated retirements
and limited budgetary resources, it is possible that the 18 to 20 level may not be sustainable;
however, deployment will not drop below the 14-16 level traditionally provided. Discussions are
ongoing with respect to wages, benefits and other matters in the collective bargaining agreement to
minimize any reductions in services; however, the administration and FOP are working
cooperatively to assure that any necessary reductions have minimal impact on service delivery.

It is also anticipated that investigative services and special details, including investigations, drug law
enforcement, school officers and neighborhood watch, will be provided at adequate levels.

PEACE Initiative
Making use of grant funding acquired in fiscal year 2010, the Police Enforcement and Community
Engagement (PEACE) initiative is a results-oriented program which will target “hot spot” areas
utilizing proactive police engagement, faith based and community based activities, and critical
analyses by researchers at Michigan State University.

Precinct Consolidation Study

While the introduction of North and South Precincts in the 90’s has been popular with area
communities, it is now deemed necessary to consider cost effectiveness, particularly in light of
economic conditions and the ongoing lease payments for the facilities. This study is multi-phased
and is aimed to be inclusive of all police functions and community needs. Its results will provide
useful information from which police facility decisions can be made.

Resource Allocation Study

With the majority of Police Department expenses being personnel related, it is critical to achieving
optimal efficiency within the organization to evaluate the allocation of our personnel. This study will
include both patrol staffing and operations as well as those of support units. Its results will provide
useful information from which staffing decisions can be made.

69
 POLICE DEPARTMENT
911 Dispatch Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 4,845,139 5,185,150 5,171,981 5,096,540 -1.7%

Operating 285,769 320,250 276,924 348,100 8.7%
Capital 27,490 - - -
Total 5,158,398 5,505,400 5,448,905 5,444,640 -1.1%

Summary of Significant Changes:

The 911 Communications Center currently operated by the Lansing Police Department will be
consolidated with the center operated by East Lansing. Ingham County will assume operation of the
joint agency created by this consolidation, utilizing a new facility to be constructed. Consolidation of
the two centers was recommended in a July, 2006 financial feasibility study by Plante and Moran
consultants. The County has followed the study with its own action plan, implemented over the last
two years by the Board of Commissioners county-wide Steering Committee and six operating
committees. Construction of the new consolidated facility at the County owned site at Cedar and Jolly
within the City is scheduled to begin later this year, with occupancy likely mid-year 2011.

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 POLICE DEPARTMENT
Drug Law Enforcement Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 233,026 230,765 264,022 303,805 31.7%

Operating 131,559 119,630 108,706 142,103 18.8%
Capital 17,193 22,500 22,651 19,500 -13.3%
Grant Match - - - 72,712 100.0%
Total 381,778 372,895 395,379 538,120 44.3%

Summary of Significant Changes:

No significant changes. Due to anticipated receipt of drug forfeiture funds, there should be
sufficient resources to maintain current level of investigation and enforcement.

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 POLICE DEPARTMENT
Drug Law Enforcement - Tri-County Metro Special Revenue
Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 128,941 76,205 48,066 76,205 0.0%

Operating 854,814 335,450 209,187 672,600 100.5%
Capital - 9,000 9,000 9,000 0.0%
Transfers 15,000 15,000 15,000 15,000 0.0%
Total 998,755 435,655 281,253 772,805 77.4%

Summary of Significant Changes:

No significant changes. Due to anticipated receipt of drug forfeiture funds, there should be
sufficient resources to maintain current level of investigation and enforcement.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for Medicare-
eligible retirees as well as recent contract negotiations. Total costs are also reduced as a result
of the proposed reduction in the normal work week for non-emergency City personnel from 40
hours to 36 hours, as well as equivalent cost reductions for emergency personnel.

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73
 FIRE DEPARTMENT

Mission Statement
The Lansing Fire Department is committed to serving the Lansing community with the
highest levels of life and property protection. We will achieve this by providing excellent,
compassionate service in an atmosphere that encourages innovation, professional
development, and diversity.

The Department performs its mission through six organizational divisions, providing a wide
range of services including fire prevention, emergency management and disaster
preparation activities, Fire Code enforcement, public education, employee education and
certification, as well as emergency response for fire and medical, hazardous materials, and
technical rescue response.

Logistical support for the Fire Department comes from other City departments, and
involves close cooperation with Police, Planning, and Public Service to assure citizen
safety. The Fire Chief is the City Emergency Management Director. The Fire Department
and Emergency Management receives significant support for its activities from staff
departments and divisions, including Finance, Accounting, Law, Personnel, Computer &
Communications Services, Budget, and Building Maintenance. Fire Department staff work
closely with Central Garage personnel, who are responsible for maintaining all Fire fleet
vehicles, from the fire engines and ambulance units to the "Red Cars" for the Battalion
Chief on duty.

The Fire Chief is responsible to the Mayor, with advisory input from the Board of Fire
Commissioners. The Fire Chief and the Board make recommendations to the Mayor on
the Department budget, policies, and operations.

74
 FIRE DEPARTMENT

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 25,574,415 26,147,916 25,019,161 25,199,143 -3.6%

Operating 3,923,853 3,867,384 3,835,664 3,762,157 -2.7%
Capital 31,483 35,000 25,293 35,000 0.0%
Total 29,529,751 30,050,300 28,880,118 28,996,300 -3.5%

Summary of Significant Changes:

This budget anticipates the Department continuing to respond to fire and medical emergency calls
within 4 to 6 minutes - as has been the case traditionally. The department’s response time is well in
compliance with national standards and traditional expectations.

In cooperation with the IAFF and employees at the LFD, the traditional pattern for deploying
resources is being evaluated in order to assure that response times will be maintained within the
limits of this budget. Discussions are also ongoing with respect to wages, benefits and other matters
in the collective bargaining agreement for the same purpose. Given the economic times and the
changing demographics, the Fire administration and the Union are working cooperatively to properly
assess the size of the workforce, along with continually evaluating the response needs to our
citizens and community with respect to the budgetary needs of the City. Fire investigations, fire
prevention, emergency management, and other services will also be provided at acceptable levels.

Our new state of the art 12 lead cardiac monitors have been placed into service along with our new
Automated External Defibrillators (AED) after considerable training. These new monitors have
capabilities beyond what the local hospitals are able to do with their “Bluetooth” capabilities.

A fifth ambulance was placed into service earlier this year in response to increasing number of calls
for service. The new ambulance authorized in an earlier budget will be placed into service later this
spring. This was purchased through a cooperative purchasing agreement with area municipalities,
resulting in savings to the City.

While there are no new initiatives in this budget, our citizens can be assured that the Lansing Fire
Department will continue to provide the same quality of service that the citizens of Lansing have
come to expect. This budget anticipates the Department continuing to respond to fire and medical
emergency calls within 5-6 minutes, as has been the case traditionally. The department’s response
time is well in compliance with national standards and traditional expectations.

75
 PUBLIC SERVICE DEPARTMENT
GENERAL FUND
ACT 51 MAJOR & LOCAL STREETS
SEWAGE
REFUSE & RECYCLING
ENGINEERING

Missions and Roles: The Public Service Department is organized into three distinct Divisions (Engineering
and Administration, Operations and Maintenance, and Waste Water Treatment) that are responsible for
engineering, construction, regulation, and maintenance of all roads, bridges, sidewalks and storm sewers within
the City of Lansing. The Department is also charged with the maintenance and operation of all sanitary sewer
facilities, including the wastewater treatment plant, within the sanitary sewer service area. The Department also
provides refuse, recycling, and yard waste services through its Waste Reduction Services program. The
Department also provides general engineering support and oversight for other City Departments.

Activities of the Department are primarily supported through: General Fund, Act 51 Major and Local Streets
Revenue (Gas Tax), Sewage Disposal System Enterprise Fund (sewer bills), Garbage and Refuse Collection
fees, and the Recycling fee.

Additional funding may be utilized, as available, from bond proceeds and interest on existing bond issues,
Federal E.P.A. and Transportation Funds, Michigan Department of Transportation and Michigan Department of
Environmental Quality Grants, State Revolving Fund Loans, the Lansing Building Authority, Tax Increment
Finance Authority, Special Assessments, and the City's Community Development Block Grant.

Engineering and Administration (Major supporting funds: General Fund, Act 51, Sewage)
This Division is responsible for the oversight of all infrastructure design and construction contracts in the City
necessary to maintain, upgrade, expand and install new storm sewers, sanitary sewers, combined sewers,
roads, sidewalks, and bridges. The right-of-way (ROW) is controlled by the department by issuance of all
ROW permits taken out by private contractors and or other utility companies that need to perform work in this
area.

Other major programs that are managed by the division include the CSO program, SSO Control program,
Stormwater Phase II permit requirements, Soil Erosion and Sedimentation and Control Program, and the
oversight and management of all City owned parcels requiring environmental remediation.

Administrative Staff

The administrative section is responsible for claims processing, all engineering accounting functions, and
contract administration, among other duties. The section provides administrative support for the Engineering
Division and coordinates selected aspects of departmental budget activity and other department wide projects.

Operations and Maintenance Division (O & M) (Major supporting funds: General Fund, Act 51, Sewage
Fund)
The O & M Team is generally considered to be the backbone of the City. It is divided into six work units that
provide the basic and necessary functions that allow for the continued public health of the Lansing Metropolitan
Area. These units are: Surface, Streets, Sewer, Waste Reduction (Refuse, Recycling and Yardwaste),
Grounds, and Administrative.

76
The State of Michigan contracts with the City to maintain State 44 miles of State Trunklines and provides
funding to the Major Streets Fund for maintenance and repairs to roadways, winter maintenance, right of way
mowing, and traffic control systems on State Trunklines.

Surface Section
The Surface Section is responsible for maintaining city surface infrastructure, alleys, parking areas and trees.
Funding sources include the parking fund, local street fund and major streets fund, and the general fund.
Funded activities include operating the O&M yards and facilities, maintaining surface infrastructure (i.e. guard
rail, signs), maintaining and planting trees in the right of way and on city property, graffiti abatement, street
sweeping, gravel street maintenance, alley maintenance, fall leaf removal from the streets and winter
maintenance activities.

The sign shop, forestry, and portions of parking maintenance are being combined in FY11 into this section to
streamline services. With the addition of the sign shop to the section, the Surface Section now is the one stop
source for traffic control and barrier placement, for routine and emergency support to Transportation, Lansing
Fire and Lansing Police. The Surface Section provides basic maintenance for city parking ramps and surface
lots and provides coordinated winter maintenance support to downtown parking areas. The new addition of the
Forestry group will improve coordination of right of way tree trimming, sidewalk repair from city tree root
damage, and will provide more drivers for snow clearing during the winter.

Waste Reduction Services

The Recycling Fund supports weekly curbside collection of a range of recyclable materials and organic yard
waste for compost, serving residences with four or less living units. Under City ordinance, the Department also
manages collection of recyclables from larger residential complexes and commercial and industrial operations.

The Garbage and Refuse Collection Fund also supports waste reduction service by funding the collection of
bulk refuse items, which ensures the city-wide opportunity to properly dispose of large refuse items. Funding is
also provided to support pick-up of bulk trash items for low income residents.

There is weekly refuse pick-up utilizing City imprinted trash bags ("Blue Bags") which are sold through local
merchants, or utilizing refuse carts (“Blue Cart Program”) which are billed on a quarterly basis and are available
by calling the Department. The City’s Blue Bags, a hallmark of the system that operates in the private market,
provides for volume-based collection. The Blue Bag system complements Recycling efforts by making refuse
disposal less expensive for residents who make regular use of the City's recycling program. Revenue is derived
from fees for bags purchased, and from quarterly billing for container services.

Streets
The Street Section maintains city streets and sidewalks, using local and major street funds for street repairs
and, utility cut fees and using the general fund for sidewalk maintenance. Funded activities include paving, skin
patching, potholing, crack sealing, utility cut repairs, concrete curb repair, sidewalk repairs and winter
maintenance. Maintenance work is coordinated closely with the Engineering Division Team.

Sewer
The Sewer Section maintains city sanitary and storm sewer collection systems, using sewer funds for sanitary
sewer maintenance and using general funds for storm sewer maintenance. Funded activities include sewer
cleaning and repair, structure repair, catch basin cleaning, bypass pumping, flood control, sewer televising,
emergency response, inspection and winter maintenance.

77
Administrative Staff
The administrative section is responsible for customer service, including more than 5,700 Blue Trash Cart
customers, accounting functions (payroll and personnel issues), and performance tracking of all activities within
the division. The section develops records, reports and (where applicable) secures proper reimbursements
from other departments, agencies or individuals. The section provides a direct link (phone calls and office
visits) between the public and the various services performed by the Operations and Maintenance Division,
handling phone calls from the public, dispatches field staff to more than 3,500 locations to address citizen
concerns, and responds to more than 3,900 requests for special services from the Waste Reduction Services
section.

Grounds

The FY11 formation of a combined Public Service and Parks Grounds Unit establishes a coordinated set of
standards and priorities and a streamlined chain of command. The newly-formed Grounds Unit will also
maximize the use of existing equipment and facilities. For the first time in the City’s history, Grounds will
encompass primary maintenance activities such as mowing (for all city jurisdictional property-ROW, parks,
cemetery, parking lots, and violation mowing), snow removal, and minor maintenance of all park land,
cemeteries, and ornamental areas, right of way and trails, park infrastructure, and city green space. Funding
sources include the general fund, unbilled charges, local street fund, major streets fund, and the parking fund.

Waste Water Treatment Plant (WWTP) (Major supporting funds: Sewage)

The City’s activated sludge Waste Water Treatment Plant is the fifth largest in the State of Michigan. It is a
high tech facility that over the past ten years has converted antiquated mechanized controls to a computerized
Supervisory Control and Data Acquisition (SCADA) system. The SCADA system can remotely control many
functions of outlying pump stations, and process controls and other on-campus functions. This system has
allowed the WWTP to right-size the staffing and focus attention on maintaining the plant and its appurtenances
necessary to serve our customers. The plant processes an average daily sewage flow of 18 million gallons.

The WWTP staff are responsible for operating and maintaining 28 sanitary sewer pump stations ranging in
capacity from less than 100,000 gallons per day to more than 66,000,000 gallons per day. Other programs
managed within this division include the Industrial Pretreatment Program (IPP) and the Residuals Management
Plan (disposal of plant solid waste by belt filter press/landfilling or lime stabilization/land application) The
WWTP and its environmental processes continue to be one of the most regulated programs in the State of
Michigan.

The WWTP laboratory is responsible for daily testing of influent flows, evaluating the plants in-process removal
of pollutants, and verifying plant effluent compliance with its National Pollution Discharge Elimination System
(NPDES) limits.

78
 PUBLIC SERVICE DEPARTMENT SUMMARY

Department Appropriation
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Public Services - General Fund 5,626,945 6,092,090 5,982,242 6,232,000 2.3%

Major Streets Fund 11,781,174 9,622,000 18,357,615 9,119,050 -5.2%
Local Streets Fund 6,960,815 6,628,000 11,268,681 5,373,800 -18.9%
Sanitary Sewer Fund 29,333,220 31,332,100 32,995,555 32,027,000 2.2%
Garbage & Rubbish Fund 1,544,717 1,540,000 1,501,274 1,494,400 -3.0%
Recycling Fund 2,986,200 3,225,000 3,017,914 3,178,700 -1.4%
Engineering Internal Service Fund 2,472,006 2,483,768 2,432,788 3,241,095

Total Public Services 60,705,077 60,922,958 75,556,069 60,666,046 -0.4%

Summary of Significant Changes:

Transportation - The Transportation Office will return to the Public Service Department in Fiscal Year 2011
and will be integrated into the Engineering and Administration Division.

Grounds Maintenance

The need to create efficiencies and to work within limited resources has resulted in the decision to combine the
grounds maintenance crews in Parks and Recreation, Planning and Neighborhood Development, and Public
Service. The new Grounds Unit will create an efficient, streamlined, cost effective, and logistical approach to
the grounds maintenance of City properties. Priority setting for maintenance activities will be made jointly by
the Director of Public Service, Director of Parks, and the Chief of Staff. It is anticipated that the long term cost
reductions achieved through consolidation will approach $1 million across all funds. Anticipated retirements
may make it possible to implement this in the short term without job joss.
(continued)

79
The goal of the Grounds Unit will be to meet the following timelines with an acceptable level of service:
Public recreation areas will be properly maintained with scheduled mowings every two weeks or as
otherwise deemed necessary;
Potholes will be filled within one business day of reporting;
Sidewalk complaints will be investigated within three business days;
Winter maintenance (i.e., salt application, snow removal) will be performed as necessary but within
these traditional parameters: 2” snow accumulation = partial plow (144 miles of major streets); 4” snow
accumulation = full plow (300 miles of major and local streets);
Graffiti will be removed within three business days; and
Storm or sanitary complaints will be responded to within one hour.

The administration will be working with the UAW, Teamsters 580, and Teamsters 214 over the next several
months to assure that the consolidation is implemented in accordance with collective bargaining units and
minimizes the impact on employees.

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a result
of restructured administration of health benefits for Medicare-eligible retirees as well as recent contract
negotiations. Total costs are also reduced as a result of the proposed reduction in the normal work week for
non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for emergency
personnel.

80
 PUBLIC SERVICE DEPARTMENT
General Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 690,053 871,630 823,752 780,125 -10.5%

Operating 4,936,892 5,219,460 5,157,490 5,450,875 4.4%
Capital - 1,000 1,000 1,000 0.0%
Total 5,626,945 6,092,090 5,982,242 6,232,000 2.3%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction in
the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as equivalent
cost reductions for emergency personnel.

81
 PUBLIC SERVICE DEPARTMENT
Major Streets Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 2,455,510 2,976,535 2,566,649 2,680,082 -10.0%

Operating 2,783,116 3,085,869 3,034,168 3,496,101 13.3%
Capital 3,858,892 1,080,000 10,310,974 1,286,000 19.1%
Debt Service 470,490 579,596 545,824 566,868 -2.2%
Transfer to Local Streets 2,213,166 1,900,000 1,900,000 1,090,000 -42.6%
Total 11,781,174 9,622,000 18,357,615 9,119,050 -5.2%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a
result of restructured administration of health benefits for Medicare-eligible retirees as well as recent
contract negotiations. Total costs are also reduced as a result of the proposed reduction in the normal work
week for non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel.

82
 PUBLIC SERVICE DEPARTMENT
Local Streets Special Revenue Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 2,214,114 2,503,094 2,492,793 2,160,362 -13.7%

Operating 1,597,780 2,006,655 1,737,151 1,969,278 -1.9%
Capital 2,232,874 856,700 5,885,214 24,000 -97.2%
Debt Service 916,047 1,261,551 1,153,523 1,220,160 -3.3%
Total 6,960,815 6,628,000 11,268,681 5,373,800 -18.9%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction
in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as
equivalent cost reductions for emergency personnel.

83
 PUBLIC SERVICE DEPARTMENT
Sanitary Sewer (Wastewater) Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 6,053,752 6,085,968 5,894,606 5,600,201 -8.0%

Operating 7,239,350 8,105,387 7,410,793 8,007,403 -1.2%
Capital 2,037,100 1,265,000 3,814,411 713,500 -43.6%
Debt Service 13,703,018 15,575,745 15,575,745 17,405,896 11.8%
Transfers 300,000 300,000 300,000 300,000 0.0%
Total 29,333,220 31,332,100 32,995,555 32,027,000 2.2%

Summary of Significant Changes:

Wet Weather Program

The City is working with the Michigan Department of Natural Resources and the Environment to consolidate
and streamline the three separate unfunded mandates required under the authority of the Clean Water Act.
It is the goal of the Public Service Department to be the trailblazer in joining the Combined Sewer Overflow,
Sanitary Sewer Overflow, and Stormwater Phase II programs under one watershed based program. Funds
appropriated in this budget will continue to move this effort forward and allow for its implementation.

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a
result of restructured administration of health benefits for Medicare-eligible retirees as well as recent
contract negotiations. Total costs are also reduced as a result of the proposed reduction in the normal work
week for non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel.

84
 PUBLIC SERVICE DEPARTMENT
Garbage & Refuse Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 731,487 698,694 700,184 682,479 -2.3%

Operating 813,230 841,306 801,090 811,921 -3.5%
Capital - - - -
Transfers - - - -
Total 1,544,717 1,540,000 1,501,274 1,494,400 -3.0%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

85
 PUBLIC SERVICE DEPARTMENT
Recycling Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 1,861,514 1,928,862 1,658,896 1,910,214 -1.0%

Operating 1,124,686 1,296,138 1,359,018 1,268,486 -2.1%
Capital - - - -
Transfers - - - -
Total 2,986,200 3,225,000 3,017,914 3,178,700 -1.4%

Summary of Significant Changes:

Single Stream Collection - During FY11, the City will transition to the collection of recyclables, from a
seven (7)-stream curb side separated system, to a single stream collection method where all
recyclables are collected in one container in the collection truck. Residents will be able to recycle
more material at the curb with less material preparation, generally making it easier to recycle more
products. The FY11 budget also will fund a pilot collection program for recyclables from small
businesses and a second pilot collection program dealing with larger (65-95 gallon) residential
recycling containers.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

86
 PUBLIC SERVICE DEPARTMENT
Engineering Internal Service Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 1,906,815 1,947,596 1,907,036 2,446,403 25.6%

Operating 374,260 345,532 335,112 601,274 74.0%
Capital - - - -
Debt Service 190,931 190,640 190,640 193,418 1.5%
Transfers - - - -
Total 2,472,006 2,483,768 2,432,788 3,241,095 30.5%

Summary of Significant Changes:

Transportation -The Transportation Office will return to the Public Service Department in Fiscal Year
2011 and be integrated into the Engineering and Administration Division. Transportation staff will be
co-located in City Hall with other Engineering team members. This co-location will improve
infrastructure management, programming, and communication. Service to permit customers will
improve as permit holders will no longer have to visit two separate offices.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

87
 HUMAN RELATIONS & COMMUNITY SERVICES
The mission of the Human Relations and Community Services (HRCS) Department is to foster a well-
functioning and connected community through the provision of human services, upholding principles of
equal opportunity, and addressing issues of diversity and social challenges.

The demand for services continues to rise, particularly with the present state of Michigan’s economy, the
increased dislocation of workers from employment, and consequently their families and their homes.
The sudden loss of income for Lansing families, inability to find substantial employment and the delayed
ability to receive support services from governmental agencies, charged with meeting emerging social
services needs, are all going trends that are more likely than not to increase exponentially in the next
year.

In addition to funds that are provided to approximately 68 nonprofit agencies in our community, the
demand exceeds the available services.

The Department accomplishes its mission and responsibilities through the following:

Identifying Funds -
The Department assists human service agencies to identify, apply and leverage funding from multiple
sources, including the City, to provide City of Lansing residents with basic human service needs. Basic
human services are classified as follows:

Basic Needs: Food, clothing, transportation, child care, housing assistance and legal help for
indigent persons.

Life Skills: Mentoring, academic enhancement, social competency, literacy, conflict resolution,
parenting skills development, structured recreation, and self sufficiency for disabled persons.

Employability Development: Job readiness and retention, job seeking skills, vocational training,
job site development, placement activities.

Health/Mental Health: Health awareness promotion, counseling, substance abuse prevention,

health care access, crisis intervention, dental care, prescription medication, safety promotion,
hospice and respite care.

Assessing Needs -
The Department assesses human service needs within the community, develops priorities, and assures
that the use of City funds is appropriate and consistent with identified priorities. The department is
assisted in its tasks by a Human Relations and Community Services Advisory Board, which works to
foster mutual understanding and respect among all groups in the city and promote essential human
services to meet citizens’ needs within the community.

Additionally, the Department is responsible in ensuring that City funds are disbursed in a coordinated
and efficient manner to meet essential human service needs within the City.
(continued)

88
The department promotes development of an agency clustering model, where agencies providing similar
services look to partner on more projects, thereby saving money in areas where duplication is evident.

Upholding Principles of Non-Discrimination and Equal Opportunity - The Department is charged with the
enforcement of Charter and ordinance mandates, which prohibit discrimination on the basis of protected
characteristics against persons seeking employment, housing, and the use of a public facility.

The Department is also mandated to ensure compliance with Equal Employment Opportunity, the
Americans with Disabilities Act, Child Labor Law standards.

Investigation -

In addition, the Department houses the Police Commission Investigator who provides independent
intake and review of complaints that allege inappropriate and/or discourteous action of police personnel.

Community Supported Agencies and Events -

The City contracts with a variety of community agencies to support activities such as diversion for first
time offenders, economic development, educational enhancement, recreation, and the arts. The
Department serves as the City's agent in preparing and monitoring these contracts.

89
 HUMAN RELATIONS & COMMUNITY SERVICES

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 686,640 599,854 586,354 599,912 0.0%

Operating 59,570 68,056 65,056 64,858 -4.7%
Capital - - - -
Total 746,210 667,910 651,410 664,770 -0.5%

Human Services 1,330,169 1,481,250 1,481,250 1,410,000 -4.8%

City Supported
(1)
Agencies 260,000 259,400 241,450 73,400 -71.7%

(1)
Funding for Arts will now be administered by the Lansing Economic Development Corporation
(EDC).

Summary of Significant Changes:

Human Services - The demand for human services continues to rise, particularly with the present
state of Michigan's economy causing increased unemployment, higher poverty rates, and more
home foreclosures. In Lansing, these measures of economic instability are much higher than state
averages, causing increased pressure on the governmental agencies charged with addressing basic
needs, who are already understaffed and under-funded. Delays in receiving governmental benefits
have contributed to shortages at food banks, homelessness, and increased desperation. This year,
every local service agency receiving City funding has reported a reduction in resources, generally
due to reduced state or federal funding and/or a reduced ability to raise private funds from individual
or corporate donors.

90
Human Services Agencies - City funds provided by ordinance (1.25% of general fund revenues)
are currently provided to approximately 65 nonprofit agencies in the community. These agencies are
experiencing increasing demands for their services. However, due to the overall reduction in general
fund revenues, the amount of City funds are reduced as provided by ordinance.

Federal Stimulus Funding - The Federal ARRA stimulus dollars have provided much-needed
prevention and early intervention dollars to our community, but are scheduled to be depleted by the
end of 2010. These funds provide support services, homelessness prevention and assistance
programs.

HRCS Administration - The General Fund budget for HRCS will be adequate to provide for
administration of the human service funding provided by City ordinance. The department has been
successful in obtaining several grants to enhance services to citizens and has been able to utilize
the administrative cost component to enhance their administrative tasks.

Arts, Culture, and Economic Development Integration - This budget also anticipates that the
administration of City-supported agencies for arts and culture be transferred to the Lansing
Economic Development Corporation LEDC). One impact is a lessening of HRCS administrative
responsibilities not directly related to its core mission.

The ties between arts and culture, building a sense of place and the creation of jobs is well
documented. In fact, the LEDC has already taken steps in this direction by working successfully to
stabilize several arts organizations within the City, and by taking a leadership position with East
Lansing, MSU and the State of Michigan to develop an action strategy for connecting arts and
culture with urban economic development strategies. This proposal is a logical extension of that
work.

This proposal will allow the City of Lansing to focus its arts and cultural funding on areas of specific
interest to the City, in the same manner as East Lansing has done for several years. Lansing will still
remain as a partner with the Greater Lansing Arts Council, who will continue to receive funding
through Ingham County from Lansing based and other hotels who collect the hotel/motel tax.

This proposal also will enable the City to reduce its costs while continuing to invest in arts and
cultural activities. By transferring administration of the City ’s arts and cultural funding to LEDC, and
by the assumption of Silver Bells by the Principal Shopping District, there will be a reduction in City
costs.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

91
 PARKS & RECREATION
Mission and Roles

The Department of Parks and Recreation creates community through people, parks and programs. This
is accomplished by enhancing the lifestyle opportunities for the citizens of Lansing through the provision
of leisure time activities, and the preservation and maintenance of park lands and special recreation
facilities. The Department implements this vision and mission in the following ways:

• organization of youth, adult, and senior citizen recreational programming in parks, community
centers, schools, swimming pools and at our ice skating rinks;
• regular maintenance of all parks and natural areas owned by the City of Lansing, including
maintenance of Lansing’s urban forest areas through regular cycles of tree planting, fertilization, and
trimming;
• providing burial services and cemetery maintenance at the City’s three municipal cemeteries;
• providing public golfing opportunities at Groesbeck Golf Course which support recreational and
league play in the area;
• supporting youth through the teaching of life-skills through The First Tee of Mid-Michigan program
at Sycamore Creek Golf Academy

The Department receives advisory support from the citizens of Lansing by encouraging their
involvement in the following citizen groups: City of Lansing Parks Board, Friends of Turner-Dodge, Inc.,
Friends of Fenner Arboretum, the individual Community Center boards and their youth advisory boards,
as well as the Baseball and Softball advisory boards. The Department provides support in policy
decisions regarding recreational options and facilities to the Mayor and City Council.

Organization

The Parks and Recreation Department consists of five separate divisions:

Administration
The Administration Division includes Management and Business Administration, Park Design, Planning
and Research, and the staff support for park and pavilion rentals, event planning and support services
for both the General Fund and the Enterprise Fund programs. The Management and Business
Administration section is responsible for the salary, hourly, Temporary Employment Agreements and
seasonal payroll and time cards. This section also processes procurement card reconciliations,
accounts payables and receivables and processes paperwork for yearly employee evaluations and step
increases.

Field Services
Sections: Forestry, Grounds, and Athletic Field and Pool Maintenance.

The Forestry Section of the Field Services Division is responsible for maintenance of safe and healthy
trees in City parks and on City streets. Care includes trimming and removal of dead, damaged or
diseased trees and limbs from these areas. They also maintain and stock a city nursery, which provides
trees for residential streets, parks, cemeteries, and golf course plantings as needed. Grounds &
Landscape Maintenance Section is responsible for care and maintenance of turf, shrubs, ornamental
trees and flowers, as well as planting new growth for the next season. They also handle repair of tables,
benches, signs and playground equipment, as well as ice and snow removal on trails, parking areas,

(continued)

92
and park sidewalks during the winter season. A subgroup is concerned primarily with maintenance of
City athletic fields and the public outdoor pools at Hunter and Moores Parks, as well as Cemetery burials
and grounds maintenance (see Cemetery Fund). Beginning in FY11, the activities of this division will be
incorporated into a new grounds maintenance division within the Public Service Department. Priority
setting for maintenance activities will be made jointly by the Director of Public Service, Director of Parks,
and the Chief of Staff.

Leisure Services
The Leisure Services Division operates recreation programs at four Community Centers (Gier, Foster,
Letts, Southside), Special Recreation Services (Hunter and Moores Swimming Pools, Kids Camp and
Therapeutic Recreation) and Lifetime Sports. This division also operates specialized facilities such as
the Turner-Dodge House (historic home) and the Fenner Arboretum (nature center).

Golf Operations
The department operates Groesbeck Golf Course which is an 18 hole golf course located at 1600
Ormond. The department also operates the Sycamore Driving Range and Practice Facility located at
1526 E. Mount Hope Avenue. Also located at Sycamore facility is The First Tee of Mid-Michigan
program. This program will provide quality instruction on the game of golf for youth and adults. The
First Tee of Mid-Michigan will operate the driving range which is open to the public for practice.

Facilities
Programmed recreation sites are Letts, Gier, Southside and Foster Community Centers; Miller Road
Senior Center; Groesbeck golf course; Sycamore Creek Golf Academy and Driving Range; Moore’s
Park and Hunter Park swimming pools; Fenner Nature Center; the Turner-Dodge House; Davis, Gier,
Ranney, Sycamore, Davis and Kircher Park ballfields. The department has several neighborhood parks
and athletic fields throughout the City.

93
 PARKS AND RECREATION DEPARTMENT SUMMARY

Department Appropriation
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed

Parks & Recreation

General Fund 8,315,385 8,790,130 8,398,393 7,644,145 -13.0%
Cemeteries Fund 688,702 703,830 687,277 726,600 3.2%
Golf Fund 879,140 891,640 904,104 707,000 -20.7%
Parks Capital Improvements 1,200,000 1,424,606 1,390,606 1,185,000 -16.8%
2,767,842 3,020,076 2,981,987 2,618,600

Total Parks & Recreation 11,083,227 11,810,206 11,380,380 10,262,746 -13.1%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases and anticipated
cost increases in health and pension benefits. Some reduction in the rate of increase is anticipated as a result
of restructured administration of health benefits for Medicare-eligible retirees as well as recent contract
negotiations. Total costs are also reduced as a result of the proposed reduction in the normal work week for
non-emergency City personnel from 40 hours to 36 hours, as well as equivalent cost reductions for
emergency personnel.

94
 PARKS AND RECREATION DEPARTMENT
General Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 6,173,996 6,358,214 6,129,617 5,587,381 -12.1%

Operating 2,141,389 2,431,916 2,268,776 2,056,764 -15.4%
Capital - - - -
Total 8,315,385 8,790,130 8,398,393 7,644,145 -13.0%

Summary of Significant Changes:

Parks Administration - There currently are two vacancies in parks administration which will remain
vacant.

Grounds Maintenance Activities - The need to create efficiencies and to work within limited resources
has resulted in the decision to combine the grounds maintenance crews in Parks and Recreation,
Planning and Neighborhood Development, and Public Service. The new Grounds Unit will create an
efficient, streamlined, cost effective, and logistical approach to the grounds maintenance of City
properties. Priority setting for maintenance activities will be made jointly by the Director of Public
Service, Director of Parks, and the Chief of Staff. It is anticipated that the long term cost reductions
achieved through consolidation will approach $1 million across all funds. Anticipated retirements may
make it possible to implement this decision in the short term without job joss.

Washington Park Ice Rink – Over the past several years, there have been other sites developed in the
area for ice skating. One impact on the Washington Park Ice Rink has been a loss of team rentals,
significantly increasing City costs. In light of decreased use and increased costs, this facility will not be
open.

Scott House – This facility is in need of repair, and has relatively little use. In light of little use and long
term costs, this facility will be closed. Parks staff will work with those who currently use the building to
find alternative space, perhaps at some of the City’s community centers.

Miller Road Senior Center - Senior activities at this center will be transferred to the South Side
Community Center, and the building will be closed.

Kids Camps - To better serve the public, fifteen smaller drop-in playground programs will be combined
into four larger camps with free busing, the Lansing School District Breakfast and Lunch Program, more
staff , program on Fridays and offer the option of pre-and-post extended care . This programmatic
changes focus on providing a quality camp experience to all Lansing youth instead of only reaching
youth in those fifteen neighborhoods.
(continued)

95
These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees as
well as recent contract negotiations. Total costs are also reduced as a result of the proposed reduction
in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as well as
equivalent cost reductions for emergency personnel.

96
 PARKS AND RECREATION
Municipal Cemeteries Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 430,426 432,135 421,444 464,527 7.5%

Operating 238,196 259,695 254,383 262,073 0.9%
Capital - - - -
Transfers 20,080 12,000 11,450 - -100.0%
Total 688,702 703,830 687,277 726,600 3.2%

Summary of Significant Changes:

These budgets reflect anticipated cost increases resulting from bargained salary increases
and anticipated cost increases in health and pension benefits. Some reduction in the rate of
increase is anticipated as a result of restructured administration of health benefits for
Medicare-eligible retirees as well as recent contract negotiations. Total costs are also reduced
as a result of the proposed reduction in the normal work week for non-emergency City
personnel from 40 hours to 36 hours, as well as equivalent cost reductions for emergency
personnel.

97
 PARKS AND RECREATION
Municipal Golf Courses Enterprise Fund
FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Personnel 430,727 466,884 448,370 307,500 -34.1%

Operating 335,658 311,431 352,409 291,500 -6.4%
Capital 2,472 5,000 - 5,000 0.0%
Debt Service 110,283 108,325 103,325 103,000 -4.9%
Total 879,140 891,640 904,104 707,000 -20.7%

Summary of Significant Changes:

Sycamore Driving Range - This budget assumes that the license to First Tee of Mid-Michigan for
operation of the driving range and teaching facilities will be approved, and that the arrangement will
be mutually beneficial. The City’s financial support of this property will be limited to $45,000 for the
season.

These budgets reflect anticipated cost increases resulting from bargained salary increases and
anticipated cost increases in health and pension benefits. Some reduction in the rate of increase is
anticipated as a result of restructured administration of health benefits for Medicare-eligible retirees
as well as recent contract negotiations. Total costs are also reduced as a result of the proposed
reduction in the normal work week for non-emergency City personnel from 40 hours to 36 hours, as
well as equivalent cost reductions for emergency personnel.

98
 FY 2010/2011 Use of Parks Millage Funds

RESOURCES
FY 2010/2011 Parks Millage (1 mill of City's operating levy) $ 2,304,500
Parks Millage Available Fund Balance 84,500
$ 2,389,000

USES
Subsidies
Kids Camps (General Fund) $ 40,000
Parks Maintenance (General Fund) 889,000
Golf Fund Subsidy 275,000
Amount Used for General Fund Operations & Maintenance $ 1,204,000

Capital Projects
Burchard Park Silo Removal 50,000
City-wide Playgrounds & Park Amenties 210,000
Frances Park - Phase 3 Master Plan 50,000
City-wide Repair and Maintenance 80,000
RiverTrail Repair and Maintenance 160,000
Tree Plantings 30,000
St. Joe or Davis Park - Basketball Complex 150,000
Crego Park - MDNR Grant Match 250,000
Moores Park Swimming Pool - Lockerrooms 75,000
Hunter Park Swimming Pool - Lockerrooms 75,000
Forestry Master Plan 30,000
Waverly Park Master Plan 25,000
$ 1,185,000

Total Parks Millage Uses $ 2,389,000

A description of the above-referenced capital projects is avaiable in the Capital Improvements

section of this budget document.

99
 GENERAL FUND
NON-DEPARTMENTAL EXPENDITURES & TRANSFERS

FY 2010 % Change
FY 2009 Adopted FY 2010 FY 2011 FY10 Adopted
Actual Budget Projected Proposed FY11 Proposed
Department Appropriation

Operating Subsidies to Other Funds

911 Dispatch Center (115,000) 190,270 190,270 261,422 37.4%
Stadium Fund 875,000 800,000 800,000 609,200 -23.9%
Building Safety Fund 444,209 304,857 274,857 349,000 14.5%
Emergency Shelter Grant Match 95,772 - - -
State & Federal Grant Matches 279,843 121,811 203,134 60,649 -50.2%
Principal Shopping District 42,075 42,075 32,975 39,180 -6.9%
Cemeteries Fund 327,787 467,480 463,180 451,334 -3.5%
Golf Fund 100,000 - 55,382 -
LEPFA 1,116,821 1,098,027 1,098,027 1,087,467 -1.0%
3,166,507 3,024,520 3,117,825 2,858,252 -5.5%

Transfers to Other Funds for Capital Improvements:

Local Streets Fund 1,018,329 1,761,551 1,758,551 - -100.0%
Capital Improvements Fund 743,000 1,380,000 1,142,486 740,000 -46.4%
Parks Millage Fund 1,008,200 1,200,000 1,066,529 1,375,500 14.6%
Fleet Fund 547,000 - - -
3,316,529 4,341,551 3,967,566 2,115,500 -51.3%

Debt Service
General Fund Debt Service 1,441,405 1,787,515 1,753,080 1,765,260 -1.2%
Transfers to Other Funds For Debt Service:
Major Streets Fund 357,893 398,384 389,384 385,156 -3.3%
Local Streets Fund 1,018,329 1,761,551 1,758,551 1,219,660 -30.8%
Sewer Fund - 1,400,000 1,314,000 815,000 -41.8%
Debt Service Funds 176,376 172,350 172,350 176,600 2.5%
2,994,003 5,519,800 5,387,365 4,361,676 -21.0%

Library Lease 155,060 160,000 155,060 160,000 0.0%

Total Non-Departmental 9,632,099 13,045,871 12,627,816 9,495,428 -27.2%

100
 Other Budgets
Lansing Entertainment & Public Facilities Authority (LEPFA)
● Lansing Center
● Oldsmobile Park
● City Market

Economic Development Corporation (EDC)

Lansing Brownfield Redevelopment Authority (LBRA)
Tax Increment Financing Authority (TIFA)

101
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102
103
104
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106
LANSING ECONOMIC DEVELOPMENT CORPORATION BUDGET

FY 2010
FY 2010 Year-End FY 2011
FY 2009 Actual Adopted Budget Projection Budget
Revenues
COOL CITIES GRANT - - - -
PARKING SYSTEM REVENUE 18,723 12,000 12,000 12,000
APPLICATION FEES 18,650 10,000 14,400 5,000
BROWNFIELD APPLICATION FEES 3,000 3,000 15,500 7,500
CONTRACT SERV LBRA 68,487 60,921 88,094 78,500
EPA ADMIN REV FROM BROWNFIELD 900 100 770 -
CONT SERV CITY 339,160 377,750 346,401 462,565
SMART ZONE ADMIN 6,304 12,500 - -
INTEREST INCOME 22,379 12,000 2,427 2,000
LOAN INTEREST 34,539 32,390 41,706 33,504
FROM FUND BALANCE (Façade/EIMM Loan Gty.) - 17,949 33,315 79,196
MISCELLANEOUS REVENUE 3,911 100 16 50
ANNUAL ISSUER'S FEES 4,600 4,600 39,600 39,600
OP TRFR TIFA 280,638 273,295 252,181 225,044
801,291 816,605 846,410 944,959
Expenditures
SALARIES 394,672 409,500 396,104 413,000
FRINGE BENEFITS 48,942 184,080 183,319 186,362
FR BEN EDC CAFETERIA PLAN 115,438 - - -
CHANGE IN ACCRD COMPENSATED AB 3,130 - - -
MISCELLANEOUS OPERATING 14,273 15,000 15,000 10,000
BUSINESS INCUBATOR - - - 20,000
PROMOTION 116,783 102,243 85,051 21,507
DUES & SUBSCRIPTIONS 1,770 1,780 1,780 1,780
LOAN DEFAULT - 4,196 - 79,196
CONTRACTUAL SERVICES 22,817 25,300 25,300 25,300
IT & FACADE GRANT 40,437 13,753 33,315 -
COOL CITIES GRANT - - - -
UTILITIES 11,678 12,560 12,560 12,560
TELEPHONE 32 - - -
BUILDING RENTAL 20,028 20,600 20,600 21,061
TRAINING 3,322 25,000 25,000 5,600
INSURANCE & BONDS 2,508 2,593 2,593 2,593
ASSET IMPAIRMENT 671,253 - - -
ARTS & CULTURE GRANTS - - - 136,000
PSD (Silver Bells Administrative Fees) - - - 10,000
1,467,083 816,605 800,622 944,959
-

Beginning Fund Balance 3,761,800 3,096,008 3,096,008 3,108,481

Surplus/(Deficit) (665,792) (17,949) 12,473 (79,196)

Ending Fund Balance 3,096,008 3,078,059 3,108,481 3,029,285

Less: EDC Loans Receivable (816,908) (980,619) (980,619) (798,037)
Less: Land (350,000) (350,000) (350,000) (350,000)
Available Fund Balance 1,929,100 1,747,440 1,777,863 1,881,249

107
LANSING BROWNFIELD REDEVELOPMENT AUTHORITY BUDGET

FY 2010 FY 2010 Year-

Description FY 2009 Actual Adopted Budget End Projection FY 2011 Budget
Revenues
TAX REVENUE FOR RLF 55,299 53,107 171,783 156,275
PLAN 2 MOTOR WHEEL 208,969 197,659 408,368 353,843
PLAN 5 BTS 259,573 251,425 237,873 216,007
PLAN 7 CAP LABS 18,250 16,612 - -
PLAN 8 DAVID NICKLESON 27,806 25,580 - -
PLAN 9 SCHAFER BAKERY 356 353 357 355
PLAN 10 NEOGEN 20,123 18,993 19,132 16,344
PLAN 11 NEOPHASE 10,649 10,584 11,387 9,085
PLAN 12 PERCY BEAN 7,014 6,852 6,927 5,888
PLAN 14 PRUDDEN 72,600 72,772 71,971 64,365
PLAN 16 METRO FORD 17,221 19,141 19,535 13,490
PLAN 17 BUILDERS PLUMBING 41,938 38,718 43,028 32,792
PLAN 19 STYLELINE 10,639 10,071 10,606 8,509
PLAN 20 LORANN OILS 6,040 5,740 6,326 4,319
PLAN 21 WOLHERT 53,532 50,590 51,101 39,484
LBRA ADMIN 68,487 60,921 88,094 78,500
PLANN 22 SCHULTZ INC 999 942 1,052 948
PLAN 30 BROWNFIELD DEV SPEC 12,432 10,637 10,948 9,655
PLAN 23 STADIUM DISTRICT PARTNERS 35,742 104,424 132,802 121,203
PLAN 32 DON WALKER 23 - - -
PLAN 37 CEDAR ST SCHOOL - 5,606 4,535 11,501
PLAN 40 POINT NORTH - 12,385 12,642 13,782
FEDERAL GRANTS 370,490 2,249,370 2,827,480 -
FEDERAL GRANTS - 1,000,000 - 1,000,000
BCRLF-BROWNFIELD EPA 243,552 220,000 262,364 -
HAZ SUB-BROWNFIELD EPA 14,639 - 523 -
PETRO-BROWNFIELD EPA 11,308 - 105 -
EPA REV FOR EDC 1,051 - 618 -
INTEREST INCOME 2,715 100 482 200
FROM FUND BALANCE (FOR BTS PMT) - 253,365 267,017 293,708
1,571,447 4,695,947 4,667,057 2,450,253

108
LANSING BROWNFIELD REDEVELOPMENT AUTHORITY BUDGET

FY 2010 FY 2010 Year-

Description FY 2009 Actual Adopted Budget End Projection FY 2011 Budget
Expenditures
SALARIES 6,570 27,040 4,882 7,040
FRINGE BENEFITS 2,760 11,360 1,465 2,960
MISCELLANEOUS OPERATING - 1,970 - -
CONTRACTUAL SERVICES 283,733 69,000 35,214 50,000
CAPITAL OUTLAY/CONSTRUCTION 77,427 3,140,000 2,785,919 940,000
ADMINISTRATION EXPENSES TO EDC 68,487 60,921 88,094 78,500
EPA ADMIN EXP TO EDC 900 - 770 -
BCRLF-BROWNFIELD EPA 243,862 220,000 261,417 -
REVOLVING FUND 2,738 53,107 171,783 156,275
REVOLVING ASSESSMENT 6,415 35,595 1,450 -
PROJ COSTS PLAN 2 MOTOR WHEEL 208,969 197,659 408,368 353,843
PROJ COSTS PLAN 8 DAVID NICLES 27,806 25,580 - -
PROJ COSTS PLAN 9 SCHAFER BAKE 356 353 357 355
PROJ COSTS PLAN 10 NEOGEN 20,123 18,993 19,132 16,344
PROJ COSTS PLAN 11 NEOPHASE 10,649 10,584 11,387 9,085
PROJ COSTS PLAN 12 PERCY BEAN 7,014 6,852 6,927 5,888
PROJ COSTS PLAN 14 PRUDDEN 72,600 72,772 71,971 64,365
PROJ COSTS PLAN 16 METRO FORD 17,221 19,141 19,535 13,490
PROJ COSTS PLAN 17 BUILDERS PL 41,938 38,718 43,028 32,792
PROJ COSTS PLAN 19 STYLELINE 10,639 10,071 10,606 8,509
PROJ COSTS PLAN 20 LORANN OILS 6,040 5,740 6,326 4,319
PROJ COSTS PLAN 21 WOLHERT 53,532 50,590 51,101 39,484
PROJ COSTS PLAN 7 CAP-LABS 18,250 16,612 - -
PROJ COSTS PLAN 22 SCHULTZ INC 999 942 1,052 948
PROJ COSTS PLAN 23 STADIUM PTR 35,742 68,829 132,802 121,203
PROJ COSTS PLAN 30 BRWNFLD DEV 12,432 10,637 10,948 9,655
PROJ COSTS PLAN 32 DON WALKER 23 - - -
PLAN 37 CEDAR ST SCHOOL - 5,606 4,535 11,501
PLAN 40 POINT NORTH - 12,385 12,642 13,782
DEBT SERVICE BROWNFIELD BTS 462,045 504,890 504,890 509,915
1,699,270 4,695,947 4,666,601 2,450,253

Beginning Fund Balance 400,962 273,139 273,139 6,577

Surplus/(Deficit) (127,823) (253,365) (266,562) (293,708)

Ending Fund Balance 273,139 19,774 6,577 (287,131)

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TAX INCREMENT FINANCE AUTHORITY (TIFA) BUDGET

FY 2010
FY 2009 FY 2010 Year-End FY 2011
Description Actuals Adopted Budget Projection Budget
Revenues
PROPERTY TAX LEVY 5,786,998 5,465,908 5,441,034 4,500,885
PROPERTY TAX LEVY-SCHOOL 19,834 - 7,876 -
PROPERTY TAX PENALTY AND INT 5,932 - 3,518 -
INTEREST INCOME 52,262 10,000 5,792 2,000
FROM FUND BALANCE - (49,995) (186,031) 372,783
PROCEEDS FROM SALE OF BOND - - 142,710 -
5,865,026 5,425,913 5,414,898 4,875,668

Expenditures
MISCELLANEOUS OPERATING 342,138 273,295 272,446 225,044
BOND ISSUE COSTS - - 139,535 -
LEASES 4,140,000 4,140,000 3,990,000 3,120,000
DEBT SERVICE-TIFA COURTS 574,551 572,618 572,918 575,624
DEBT SERVICE-TIFA CONV CNTR 320,000 440,000 440,000 555,000
ICE SKATE RINK MATCH - - - 400,000
5,376,689 5,425,913 5,414,898 4,875,668

Beginning Fund Balance 618,551 1,106,888 1,106,888 1,292,919

Surplus/(Deficit) 488,337 49,995 186,031 (372,783)

Ending Fund Balance 1,106,888 1,156,883 1,292,919 920,135

110
 Fiscal Year 2011
Capital Improvement Plan

111
FY 2011 Capital Improvement Program Funding Sources

FY 2011 General Garage Parking Street Sewer Parks Special Grants/ Bonds/
Project Appropriation Fund Fund Fund Funds Fund Millage Assessments Trusts Loans

Facilities
Cooley Stadium Improvements 110,000 110,000
Police Precinct Consolidation - Phase II 150,000 150,000
Facility Capital Improvements 200,000 200,000
Subtotal 460,000 460,000 - - - - - - - -

Technology
Technology Improvements/Computer Replacements 100,000 100,000
Public Education & Gov't (PEG)Television Capital Improvmts 600,000 600,000
Subtotal 700,000 100,000 - - - - - - 600,000 -

Planning & Neighborhood Development

City Master Plan Project 35,000 35,000 - - - - - - - -

Parking Fund
Parking Ramp Restoration 1,500,000 1,500,000
Lot #1 Building Demolition/Lot Replacement 200,000 200,000
Parking Scooter Replacement 16,000 16,000
Subtotal 1,716,000 - - 1,716,000 - - - - - -

Parks & Recreation

Burchard Park Silo Removal 50,000 50,000
City-wide Playgrounds & Park Amenties 210,000 210,000
Frances Park - Phase 3 Master Plan 50,000 50,000
City-wide Repair and Maintenance 80,000 80,000
RiverTrail Repair and Maintenance 160,000 160,000
Tree Plantings 30,000 30,000
St. Joe or Davis Park - Basketball Complex 150,000 150,000
Crego Park - MDNR Grant Match 250,000 250,000
Moores Park Swimming Pool - Lockerrooms 75,000 75,000
Hunter Park Swimming Pool - Lockerrooms 75,000 75,000
Forestry Master Plan 30,000 30,000
Waverly Park Master Plan 25,000 25,000
1,185,000 - - - - - 1,185,000 - - -

Public Services/Transportation
NPDES Phase II Stormwater Permit 25,000 25,000
Sidewalk Repair Program 220,000 155,000 65,000
Road/STP Federal Aid Project (Major Streets) 1,000,000 1,000,000
Bridge Rehabilitation 50,000 50,000
City Share of Sanitary Sewers 500,000 500,000
City Share Delhi & Delta Sewers 10,000 10,000
Wastewater Energy Efficiency Program 100,000 100,000
Wet Weather Program 100,000 100,000
Subtotal 2,005,000 180,000 - - 1,050,000 710,000 - 65,000 - -
(continued)

Explanations of projects provided on following pages.

112
FY 2011 Capital Improvement Program Funding Sources

FY 2011 General Garage Parking Street Sewer Parks Special Grants/ Bonds/
Project Appropriation Fund Fund Fund Funds Fund Millage Assessments Trusts Loans

Fleet Services
Vehicle & Equipment Purchases 1,417,800 1,417,800
Consolidated Garage Facility 3,000,000 3,000,000
4,417,800 - 1,417,800 - - - - - - 3,000,000

Total Capital Projects - FY 2010/2011 10,518,800 775,000 1,417,800 1,716,000 1,050,000 710,000 1,185,000 65,000 600,000 3,000,000

Less: Available Fund Balance in the Capital Projects Fund (35,000)

Net General Fund Cost 740,000

Explanations of projects provided on following pages.

113
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114
FISCAL YEAR 2010/2011 CAPITAL IMPROVEMENT PROJECTS

FACILITIES

Cooley Law School Stadium Improvements

As a stipulation of the present operating agreement with the Lansing Lugnuts, the City of
Lansing is obligated to spend between $100,000 and $200,000 annually for capital repairs at
Cooley Law School Stadium. This year various improvements are planned, including
restroom improvements, lobby tile replacement, parking lot improvements, replacement of
the suite front scoring board, renovations of the grounds recycle area, elevator interior
improvements, and Point of Sale software enhancements.

Police Precinct Consolidation Study

While the introduction of North and South Precincts in the 90’s has been popular with area
communities, it is now deemed necessary to consider cost effectiveness, particularly in light
of economic conditions and the ongoing lease payments for the facilities. This study is
multi-phased and is aimed to be inclusive of all police functions and community needs. Its
results will provide useful information from which a police facility decisions can be made.

Facility Improvements
Several improvements to heating, air handling, and air-conditioning systems; electrical
systems; plumbing; and drain and water supply systems have been identified for the City Hall
and other facilities. Several million dollars could easily be spent on needed maintenance, but
the Administration intends to first evaluate the cost/ benefit of continuing to make significant
expenditures on current buildings, City Hall in particular. Some of these funds will be spent
on energy-saving improvements identified in a recent energy audit of City Hall.

TECHNOLOGY

Technology Improvements
Funding for computer replacements and technological improvements.

Public Education & Government (PEG) Television Capital Improvements

Restricted funds from the 2% fee remitted to the City by video service franchisees will
support the acquisition of new equipment and the upgrade of existing equipment utilized by
the City's Public, Educational and Government (PEG) cable television network.

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PLANNING & NEIGHBORHOOD DEVELOPMENT

Master Plan
The Design Lansing Master Plan project started with a special area study of the Saginaw-
Oakland corridor and some start-up planning work. The first two phases, Data
Collection/Analysis and Shared Community Vision, respectively, are both 90% completed.
The next phase, Planning & Design Exploration is currently in process. The last two phases,
Comprehensive Plan Preparation and Cluster & Action Plans, still remain. Completion is
scheduled for the winter of 2010-2011. For FY11, $35,000 is requested for the completion of
the project. The final result will be the first large-scale comprehensive plan since the four
area plans in 1978-84, and the first citywide comprehensive plan since 1958.

PARKING

Parking Ramp Restoration

Many of our parking ramps are now reaching, or have exceeded, their design life; a
significant commitment to ongoing major maintenance is necessary to extend the life of these
facilities.

Lot #1 Building Demolition and Lot Construction

The building at 425 Grand will soon be vacant. Due to a high demand for parking at the
State Police building, the building will be demolished and paved as a parking lot.

Scooter Replacement
Purchase of one parking scooters used for parking operations.

PARKS AND RECREATION

Burchard Park Silo Removal

Below is a picture of the deteriorated coal silos that sit between the Brenke Fish Ladder and
Burchard Park. The silos, once the property of the Lansing Board of Water and Light, have
deteriorated to the point where the coal chutes have rusted to the point of falling off their
hinges. The wooden structure on the top of the silos is rotten. These silos are a liability to
the City of Lansing.

116
City-wide Playgrounds & Park Amenities
Each year 5 – 6 playgrounds and parks are selected for renovation and/or upgrades to the
equipment. Old playground equipment that has exceeded its life span of 15 years is removed
and replaced. Park amenities such as benches, grills, and shelters/pavilions will also be
evaluated. Playgrounds to be considered for FY 11 include: Graves Park (west playground -
1996), Frances Park (1995), Attwood (north playground - 1994), Caesar-Donora Park (1996),
Georgetown Park (1996), Walsh Park (1996), and Reasoner Park (1996). Dates indicate
purchase date of current playground equipment.

Frances Park – Phase 3 Master Plan

These funds would provide for the continuation of the renovation of Frances Park. Funding
last fiscal year, $100,000, was dedicated to providing new entrances to the park as well as
signage, landscaping and a perennial garden. Projects for this year’s funding has not been
determined at this time.

City Wide Repair and Maintenance

These funds are used to provide unanticipated and/or emergency repairs and maintenance
needs throughout the park system.

RiverTrail Repair and Maintenance

This funding will provide necessary repairs to the stairway at the Michigan Avenue Bridge.
Any residual funds remaining will be used for asphalt and boardwalk repairs specifically the
section between Kalamazoo/Clippert and Potter Park Zoo.

Tree Plantings
This funding will be used to continue to replenish our tree nursery stock. Forestry crews
plant two times per year, fall and spring. Crews continue to remove trees that were killed by
the Emerald Ash Boer beetle. On the average, our Forestry crews remove approximately
150 trees per month.

Basketball Complex
Basketball continues to be a very popular activity that draws large crowds of youth and
young adults. Placement of these courts is very important and we have seen a number of
courts located close to residential neighborhoods close because of the noise and sometimes
rowdy behavior. By strategically placing a battery of 4 or more courts in a park that is not
located too closely to residential neighborhoods would increase the likelihood of the success
of the activity. We are looking at the possibility of either Davis or St. Joe parks.

Crego Park – MDNRE Grant Match

Crego Park, the largest park within the Lansing Parks and Recreation Department, has been
cleared by the MDNRE to re-open after it was closed for nearly 25 years from a chemical
spill. The department is planning to submit a grant request to the Michigan Natural
Resources Trust Fund this year to provide funding ($500,000) to fund improvements to re-
open the park. Improvements include an accessible boat launch, impervious roadway,
boardwalks to connect to the Lansing RiverTrail, fishing piers and landscaping. Activities

117
will include “quiet water” boating (canoeing, kayaking, non-gas motorized boats), fishing,
and nature interpretation. The grant requires a local match of $250,000.

Moores Park Swimming Pool – Locker Room Renovation

This funding is required to bring this locker room into compliance with the ADA and provide
funding to address various mechanical issues and new floor coverings.

Hunter Park Swimming Pool – Locker Room Renovation

This funding is required to bring this locker room into compliance with the ADA and provide
funding to address various mechanical issues and new floor coverings.

Forestry Master Plan

With the devastation of our urban forest by the Emerald Ash Boer beetle, there is a need to
re-evaluate our management strategy for future tree plantings, removals and land use where
large areas of ash trees once stood. This plan will assist in identifying gaps in the City’s tree
canopy which improves air quality by removing from the atmosphere gaseous pollutants and
toxic chemicals.

Waverly Park Master Plan

Since the closing of the Waverly Golf Course in 2008, the 88 acre site has been used for disc
golf, cross-country track and skiing, a dog park and mountain biking. While all of these
activities are acceptable forms of recreation, a professional study to determine the best use of
this land is required.

PUBLIC SERVICE

Road/STP Federal Aid Project Match

This request ($1,000,000) will fund the engineering and match requirements for the Federal
Aid Surface Transportation Program (STP) approved projects. These projects are funded
typically with 80% Federal funds and 20% City funds.

Bridge Rehabilitation
This project covers emergency bridge rehabilitation and to cover possible cost overruns for
existing purchase orders on two bridge projects commencing this Spring. (Pennsylvania
bridge over the Red Cedar/Kalamazoo bridge over the Grand River).

Sidewalk Repair Program

This request will fund a basic repair program that allows the City to repair only the worst
sidewalk in terms of condition and safety. This project could help to reduce the City's
liability due to trip and fall incidents on our sidewalks. This funding level ($155,000) will be
coupled with approximately $60,000 in special assessments.

City Share of Sanitary Sewers

This provides annual funding to make the necessary repairs to the City's sewage system to
improve operations and to make emergency repairs on an as needed basis.

118
City Share of Delhi and Delta Sewers
As part of the sanitary sewer agreement with these townships, the City is required to set aside
a portion of the funding.

Wastewater Energy Efficiency Program

This green program is meant to implement electrical energy savings projects around the plant
and at the administration building. Projects include the installation of compact fluorescent
light bulbs, motion activated lighting, process efficiency improvements, and HVAC
improvements. The projects included in this program are meant to have am immediate and
long lasting effect to plant operations, safety and our energy bills.

Wet Weather Program

The City has begun a process that brings together three important federally required
environmental programs; the Combined Sewer Overflow (CSO) Program, the Sanitary Sewer
Overflow (SSO) Program, and the Stormwater Phase II permit program. These unfunded
federal mandates have important environmental implications that assist us in “Working
Toward a Cleaner Greener Lansing.”

As rules, regulations, and technology have changed over the years, it has become apparent
that there is significant overlap in these programs. This overlap exists not only in the
objective of reducing pollutants to the river, but in the scope of how this objective will be
achieved. In addition, the schedules for implementation, relative costs, and the level of
funding all need to be considered and coordinated. We believe that there are many benefits of
combining these programs. Consequently, we will be integrating these three programs into
one Wet Weather Management Program.

The Wet Weather Program being developed will be the vehicle on which we will receive
approval from the Michigan Department of Natural Resources and the Environment. It will
be our singular platform that will allow the City to meet all of our regulatory requirements in
a coordinated manner.

FLEET SERVICES

Vehicle and Equipment Purchases

Replace old and worn equipment. Frequency of replacement for each type of equipment is
determined by calculations utilizing maintenance records, critical component failure, and
resale value

Consolidated Garage
The City’s fleet is currently maintained in two garage operation locations. Consolidating the
garages onto one site, in proximity to the consolidated grounds maintenance staff location,
will allow for efficiency of operations and fleet costs. The consolidated garage will be
funded by bonds.

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120
 Fiscal Year 2011
Schedule of Fee Changes

121
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122
FY 2011 FEE CHANGES
From To
Anticipated Revenues Have Been Incorporated Into Fund Estimates Current Adopted
FY 2010 FY 2011 Fund
General Fund (101)

Planning & Neighborhood Development Department

Rental Registration Fee - Code Compliance New Registration 355.00 375.00 General Fund
Rental Registration Fee - Code Compliance Change of Ownership 185.00 200.00 General Fund
Rental Registration Fee - Code Compliance Certified Mail Fee 50.00 35.00 General Fund

Public Service Department

Trash Abatement $/Work Unit (Table) 270.00 305.93 General Fund
Temporary Sidewalk Per square foot 7.00 7.28 General Fund
Sidewalk Permit Fee Owner-Initiated-Repair Waiver none (120.00) General Fund
Sidewalk Snow Removal 71.04 Admin + 45.29/20 Minutes none 116.33 General Fund
Sidewalk Snow Removal 20 Minute Added Segment none 48.79 General Fund

Parks Department
Rent - Athletic Field Per hour 4.00 5.00 General Fund
Adult Baseball Team Season 1,080.00 1,249.00 General Fund
Youth Baseball Individual - Resident Season 16.00 20.00 General Fund
Youth Baseball Individual w/Shirts - Resident Season 20.00 25.00 General Fund
Youth Baseball Individual - NonResident Season 26.00 31.00 General Fund
Youth Baseball Individual w/Shirts - NonRes Season 30.00 34.00 General Fund
Adult Basketball Individual Season 15.00 10.00 General Fund
Floor Hockey Team Season 180.00 199.00 General Fund
Youth Softball Team Season 280.00 300.00 General Fund
Senior Softball Team Season 125.00 200.00 General Fund
Youth Soccer Individual - Resident Season - Age Group 3-4 16.00 20.00 General Fund
Youth Soccer Individual - Resident Season - Age Group 5-6 16.00 20.00 General Fund
Youth Soccer Individual - Resident Season - Age Group 7-8 16.00 20.00 General Fund
Youth Soccer Individual w/Shirts - Resident Season - Age Group 3-4 20.00 24.00 General Fund
Youth Soccer Individual w/Shirts - Resident Season - Age Group 5-6 20.00 24.00 General Fund
Youth Soccer Individual w/Shirts - Resident Season - Age Group 7-8 20.00 24.00 General Fund
Youth Soccer Individual - NonResident Season - Age Group 3-4 26.00 30.00 General Fund
Youth Soccer Individual - NonResident Season - Age Group 5-6 26.00 30.00 General Fund
Youth Soccer Individual - NonResident Season - Age Group 7-8 26.00 30.00 General Fund
Youth Soccer Individual w/Shirts - NonRes Season - Age Group 3-4 30.00 34.00 General Fund
Youth Soccer Individual w/Shirts - NonRes Season - Age Group 5-6 30.00 34.00 General Fund
Youth Soccer Individual w/Shirts - NonRes Season - Age Group 7-8 30.00 34.00 General Fund
Adult Tennis Individual Resident Season 10.00 20.00 General Fund
Adult Tennis Individual Non-Resident Season 15.00 25.00 General Fund
Kids Camp Pre-Camp / Foster Camp Rate 0.00 10.00 General Fund
Kids Camp Pre-Camp / Gier Camp Rate 0.00 10.00 General Fund
Kids Camp Pre-Camp / Letts Camp Rate 0.00 10.00 General Fund
Kids Camp Pre-Camp / SSCC Camp Rate 0.00 10.00 General Fund
Kids Camp Pre-Camp / Kids Camp Camp Rate 0.00 10.00 General Fund
Kids Camp Day-Camp / Foster Camp Rate 0.00 50.00 General Fund
Kids Camp Day-Camp / Gier Camp Rate 0.00 50.00 General Fund
Kids Camp Day-Camp / Letts Camp Rate 0.00 50.00 General Fund
Kids Camp Day-Camp / SSCC Camp Rate 0.00 50.00 General Fund
Kids Camp Day-Camp / Kids Camp Camp Rate 0.00 50.00 General Fund
Kids Camp Post-Camp / Foster Camp Rate 0.00 10.00 General Fund
Kids Camp Post-Camp / Gier Camp Rate 0.00 10.00 General Fund
Kids Camp Post-Camp / Letts Camp Rate 0.00 10.00 General Fund
Kids Camp Post-Camp / SSCC Camp Rate 0.00 10.00 General Fund
Kids Camp Post-Camp / Kids Camp Camp Rate 0.00 10.00 General Fund

123
Public Service - Major Streets Fund (202)
Utility Cut - PASER condition rating 10 Per square foot - street 84.00 63.51 Major Streets
Utility Cut - PASER condition rating 9 Per square foot - street 63.00 63.51 Major Streets
Utility Cut - PASER condition rating 8 Per square foot - street 42.00 63.51 Major Streets
Utility Cut - PASER condition rating 7 or less Per square foot - street 21.00 21.17 Major Streets
ROW Permit Fee - 1 Day Flat Base 125.00 0.00 Major Streets
ROW Permit Fee - 2-7 Days Flat Base 150.00 0.00 Major Streets
ROW Permit Fee - 8-21 Days Flat Base 170.00 0.00 Major Streets
ROW Permit Fee - 22-30 days Flat Base 200.00 0.00 Major Streets
ROW Permit Fee - Up to One Year Flat Base 425.00 0.00 Major Streets
ROW Application Fee Flat Base 0.00 100.00 Major Streets
ROW Daily Permit Fee Per Day 0.00 7.00 Major Streets
Sidewalk Replacement Per square foot - 4 inch 10.50 10.92 Major Streets
Sidewalk Replacement Per square foot - 6 inch 11.00 11.44 Major Streets
Sidewalk Replacement Per square foot - 8 inch 11.50 11.96 Major Streets
Special Transportation Permit Annual - 1 Power Unit + Load none 100.00 General Fund
Special Transportation Permit Single Trip - 1 Power Unit + Load none 50.00 General Fund
Traffic Control Plan - Review & Oversight Fee Permitted ROW - Standard Plan None 30.00 General Fund
Traffic Control Plan - Review & Oversight Fee Permitted ROW - Complex Plan none 95.00 General Fund

Public Service - Local Streets Fund (203)

Utility Cut - PASER condition rating 10 Per square foot - street 42.00 33.69 Local Streets
Utility Cut - PASER condition rating 9 Per square foot - street 31.50 33.69 Local Streets
Utility Cut - PASER condition rating 8 Per square foot - street 21.00 33.69 Local Streets
Utility Cut - PASER condition rating 7 or less Per square foot - street 10.50 11.23 Local Streets
Sidewalk Replacement Per square foot - 4 inch 10.50 10.92 Local Streets
Sidewalk Replacement Per square foot - 6 inch 11.00 11.44 Local Streets
Sidewalk Replacement Per square foot - 8 inch 11.50 11.96 Local Streets
Code Compliance Mowing Minimum 1-Hour, then Prorata 112.00 114.24 Local Streets

PND - Building Safety Fund (249)

Sign Permit Fee Base Fee per Sign 55.00 60.00 Bldg Safety Fund
Building Permit Fee Re-Roof Residential 60.00 70.00 Bldg Safety Fund
Building Permit Fee Siding Residential 50.00 60.00 Bldg Safety Fund
Building Permit Fee Demolition Residential 50.00 60.00 Bldg Safety Fund
Building Permit Fee Calculation Table Revision varies varies Bldg Safety Fund
Plan Review Fee 55% of Bldg Permit Fee same % same % Bldg Safety Fund

Principal Shopping District Fund (298)

Business Extension Permit Fee Per Linear Foot none 10.00 PSDF

Municipal Cemeteries Fund (516)

Adult Plot Sales - Evergreen - Resident Single Adult Plot 500.00 600.00 Cemeteries Fund
Adult Plot Sales - Evergreen - Resident Two-Grave Monument Plot 1,400.00 1,600.00 Cemeteries Fund
Adult Plot Sales - Evergreen - NonResident Single Adult Plot 500.00 900.00 Cemeteries Fund
Adult Plot Sales - Evergreen - NonResident Two-Grave Monument Plot 1,400.00 2,400.00 Cemeteries Fund

PND - Municipal Parking System Fund (585)

Parking Permits:
Monthly Permit - Downtown Lots Monthly Varies 90.00 Parking Fund
Monthly Permit - Outlying Lots Daytime Monthly 20.00 25.00 Parking Fund
Monthly Permit - Outlying Lots Evening Monthly 7.00 10.00 Parking Fund
Monthly Permit - Outlying Lots Reserved 24/7 Monthly 25.00 30.00 Parking Fund
Monthly Permit - Ramp Roof Monthly varies 110.00 Parking Fund
Monthly Permit - Ramp Covered Monthly varies 140.00 Parking Fund
Monthly Permit - Ramp Reserved Monthly varies 170.00 Parking Fund

(continued)

124
Parking - Other:
Lot Rental - Downtown Lots Daily 10.00 Sp Event Max Parking Fund
Lot Rental - Outlying Lots Daily 4.00 5.00 Parking Fund
All Ramps - $/ Half Hour First 30 Minutes - effective min. free 1.00 Parking Fund
All Ramps - $/ Half Hour First 60 Minutes - actual 1.00 1.00 Parking Fund
All Ramps - $/ Half Hour Daily Maximum 8.25 10.00 Parking Fund
All Ramps - $/ Half Hour Debit Card (VIP) 0.55 0.70 Parking Fund
Special Event Parking Minimum 5.00 6.00 Parking Fund
Special Event Parking Maximum 10.00 12.00 Parking Fund
Lost Entry Ticket Fee Same Day, Varies by Daily Max. 20.00 2x Daily Max Parking Fund

Parking Fines - Regulation Level 1 and 2

Improper Parking - Level 1 Paid Within 14 Days 15.00 10.00 Parking Fund
Paid After 14 Days 25.00 20.00 Parking Fund
Paid After 28 Days 35.00 30.00 Parking Fund
Pay Within 2 Hours of Ticket - Level 2 Additional Time NA 5.00 7.00 Parking Fund

Parking Fines - Safety Level 3 and 4

Snow Emergency - No Parking 2-5am - Lvl 3 Paid Within 14 Days 0.00 25.00 Parking Fund
Paid After 14 Days 0.00 35.00 Parking Fund
Paid After 28 Days 0.00 45.00 Parking Fund
Improper Parking - Level 3 Paid Within 14 Days 0.00 25.00 Parking Fund
Paid After 14 Days 0.00 35.00 Parking Fund
Paid After 28 Days 0.00 45.00 Parking Fund
No Parking Zone - Level 3 Paid Within 14 Days 20.00 25.00 Parking Fund
Paid After 14 Days 30.00 35.00 Parking Fund
Paid After 28 Days 40.00 45.00 Parking Fund
No Parking in Alley - Level 3 Paid Within 14 Days 20.00 25.00 Parking Fund
Paid After 14 Days 30.00 35.00 Parking Fund
Paid After 28 Days 40.00 45.00 Parking Fund
All Other Violations - Level 3 Paid Within 14 Days 20.00 25.00 Parking Fund
Paid After 14 Days 30.00 35.00 Parking Fund
Paid After 28 Days 40.00 45.00 Parking Fund
Blocking Drive or Sidewalk - Level 4 Paid Within 14 Days 25.00 40.00 Parking Fund
Paid After 14 Days 35.00 50.00 Parking Fund
Paid After 28 Days 45.00 60.00 Parking Fund
Blocking Traffic Lane - Level 4 Paid Within 14 Days 30.00 40.00 Parking Fund
Paid After 14 Days 40.00 50.00 Parking Fund
Paid After 28 Days 50.00 60.00 Parking Fund
Fire Lane - Level 4 Paid Within 14 Days 30.00 40.00 Parking Fund
Paid After 14 Days 40.00 50.00 Parking Fund
Paid After 28 Days 50.00 60.00 Parking Fund
No Stopping, Standing, or Parking - Level 4 Paid Within 14 Days 30.00 40.00 Parking Fund
Paid After 14 Days 40.00 50.00 Parking Fund
Paid After 28 Days 50.00 60.00 Parking Fund
Parking Fines - Handicap Parking - Level 5 Paid Within 14 Days - No Chg 75.00 75.00 Parking Fund
Paid After 14 Days - No Chg 85.00 85.00 Parking Fund
Paid After 28 Days 100.00 95.00 Parking Fund

Public Service - Refuse Fund (596)

Refuse Cart - 30-Yard Dumpster Fee Daily Special Event 502.00 540.00 Refuse Fund

Public Service - Recycling Fund (597)

Recycling Bin w/Wheels Nominal One-Time Fee 0.00 10.00 Recycling Fund

Note - Special Transportation Permit power unit includes tractor and trailer plus the load. The load is any or
multiple piece(s) of equipment transported on a trailer that is oversized or overweight according to Lansing
City Ordinance or Michigan Department of Transportation (MDOT) specifications.
(continued)

125
Note - Special Transportation Permit may include any superload that exceeds 16 feet in width, 15 feet in
height, or 150 feet in length, or as defined in the Lansing City Ordinance or in the Michigan Department of
Transportation (MDOT) specifications.

Note - PASER (Pavement Surface and Evaluation Rating) is a "windshield" (visual defects) rating of condition.
The PASER value of 10 represents a new road, and the value of 1 represents a failed road. Roads rated 8-10
require routine maintenance, those rated 5-7 require preventive capital maintenance, and those rated 1-4
require structural improvement (rehabilitation and/or reconstruction).

Note - Building Safety Fund sign permits are also proposed for 10 cents per square foot increase, already
included in the base fee estimated revenue yield.

Note - Parking System downtown lots are now boundary-defined by Saginaw Street, Larch Street,
St. Joseph Street, and Martin Luther King, Jr. Boulevard.

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Fiscal Year 2011 Proposed
Budget Resolution

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 BY COMMITTEE OF THE WHOLE
RESOLVED BY THE CITY COUNCIL OF THE CITY OF LANSING

WHEREAS, in conformance with Article 7, Section 7-101 of the City Charter, on March 22, 2010, the
Mayor submitted a proposed budget for the 2010/2011 fiscal year, which spans from July 1, 2010
through June 30, 2011; and

WHEREAS, the City Council held a series of televised public hearings to review Mayor’s budget
recommendations; and

WHEREAS, the City Council held special Committee of the Whole meetings during evening hours at
Gier Community Center on April 15, 2010, and South Side Community Center on April 22, 2010, and
as part of the Council meeting to provide opportunities for citizens to comment on the proposed City
budget; and

WHEREAS, in accordance with City Charter and the State Uniform Budgeting and Accounting Act,
notice was published and a public hearing was held on XXX XX, 2010, for the fiscal year 2010/2011
budget and capital improvements program; and

WHEREAS, Public Act 2 of 1968 of the State of Michigan, as amended, provides that the budget
resolution of the City shall set forth the total number of mills to be levied under the General Property
Tax Act, the estimated revenues, by source, and amounts appropriated to defray expenditures and
meet the liabilities of the City for the ensuing fiscal year; and

WHEREAS, the City Council desires to establish certain budget policies for the fiscal year 2009/2010,

NOW, THEREFORE, BE IT RESOLVED that 15.70 mills be levied under the General Property Tax Act
for fiscal year 2010/2011 as follows:

City Operating: 15.44

City Debt: .26

BE IT FURTHER RESOLVED, that the following policies are hereby established for the 2009/2010
fiscal year:

[Insert Budget Polices]

BE IT FURTHER RESOLVED that the City's sewage rage shall be increased by 4%

BE IT FURTHER RESOLVED that the following changes to the City's fee and charges be adopted:

129
BE IT FINALLY RESOLVED that the following appropriations and revenue projections are adopted as
the City's budget for the FY 2010/2011 fiscal year:

II. GENERAL FUND

FY 2011 Council FY 2011

Proposed Changes Adopted
Estimated Revenues -
Property Taxes 37,038,845 37,038,845
Income Taxes 29,700,000 29,700,000
State Shared Revenues 15,114,127 15,114,127
Licenses and Permits 1,601,840 1,601,840
Charges for Services 8,729,788 8,729,788
Fines and Forfeitures 3,777,100 3,777,100
Interest and Rents 660,000 660,000
Other Revenue 12,499,300 12,499,300
Transfers 300,000 300,000
Total Revenue 109,421,000 - 109,421,000

Appropriations
City Council
Personnel 469,983 469,983
Operating 121,700 121,700
Capital 10,000 10,000
Debt Service - -
Transfers - -
Total 601,683 - 601,683

Internal Audit
Personnel 136,161 136,161
Operating 8,049 8,049
Capital 1,500 1,500
Debt Service - -
Transfers - -
Total 145,710 - 145,710

Courts
Personnel 4,317,142 4,317,142
Operating 748,285 748,285
Capital - -
Debt Service - -
Transfers - -
Total 5,065,427 - 5,065,427

Mayor's Office
Personnel 787,758 787,758
Operating 104,690 104,690
Capital - -
Debt Service - -
Transfers - -
Total 892,448 - 892,448

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 FY 2011 Council FY 2011
Proposed Changes Adopted

City Clerk' Office

Personnel 674,856 674,856
Operating 134,956 134,956
Capital 10,000 10,000
Debt Service - -
Transfers - -
Total 819,812 - 819,812

Planning & Neighborhood Development

Personnel 2,352,128 2,352,128
Operating 760,255 760,255
Capital - -
Debt Service - -
Transfers - -
Total 3,112,383 - 3,112,383

Finance
Personnel 7,250,395 7,250,395
Operating 2,423,309 2,423,309
Capital 25,000 25,000
Debt Service - -
Transfers - -
Total 9,698,704 - 9,698,704

Human Resources
Personnel 1,151,428 1,151,428
Operating 544,342 544,342
Capital - -
Debt Service - -
Transfers - -
Total 1,695,770 - 1,695,770

City Attorney
Personnel 1,172,697 1,172,697
Operating 88,223 88,223
Capital - -
Debt Service - -
Transfers - -
Total 1,260,920 - 1,260,920

Police
Personnel 29,790,102 29,790,102
Operating 3,231,033 3,231,033
Capital 90,965 90,965
Debt Service - -
Transfers - -
Total 33,112,100 - 33,112,100

131
 FY 2011 Council FY 2011
Proposed Changes Adopted
Fire
Personnel 25,199,143 25,199,143
Operating 3,762,157 3,762,157
Capital 35,000 35,000
Debt Service - -
Transfers - -
Total 28,996,300 - 28,996,300

Public Service
Personnel 780,125 780,125
Operating 5,450,875 5,450,875
Capital 1,000 1,000
Debt Service -
Transfers - -
Total 6,232,000 - 6,232,000

Human Relations & Community Service

Personnel 599,912 599,912
Operating 64,858 64,858
Capital - -
Debt Service - -
Transfers - -
Total 664,770 - 664,770

Parks & Recreation

Personnel 5,587,381 5,587,381
Operating 2,056,764 2,056,764
Capital - -
Debt Service - -
Transfers - -
Total 7,644,145 - 7,644,145

Human Services
Operating 1,410,000 1,410,000
Total 1,410,000 - 1,410,000

City-Supported Agencies
Operating 73,400 73,400
Total 73,400 - 73,400

Non-Departmental
Vacancy Factor (1,500,000) (1,500,000)
Library Lease 160,000 160,000
Debt Service 4,361,676 4,361,676
Transfers 4,973,752 4,973,752
Total 7,995,428 - 7,995,428

Total Appropriations 109,421,000 - 109,421,000

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 FY 2011 Council FY 2011
Proposed Changes Adopted
II. SPECIAL REVENUE FUNDS

MAJOR STREETS FUND

Estimated Revenues
Gas & Weight Tax Receipts 6,030,000 6,030,000
Utility Permit Fees (Metro Act) 398,000 398,000
Reimbursements 1,137,331 1,137,331
Interest Income 25,000 25,000
Miscellaneous Revenue 66,040 66,040
Use of Fund Balance - -
Transfer from General Fund 385,156 385,156
Total Revenue 8,041,527 - 8,041,527

Appropriations
Personnel 2,680,082 2,680,082
Operating 3,496,100 3,496,100
Capital 1,286,000 1,286,000
Debt Service 566,868 566,868
Transfers 1,090,000 1,090,000
Total Appropriations 9,119,050 - 9,119,050

LOCAL STREETS FUND

Estimated Revenues
Gas & Weight Tax Receipts 1,705,000 1,705,000
Reimbursements 712,837 712,837
Interest Income 22,000 22,000
Miscellaneous Revenue - -
Transfers 2,309,660 2,309,660
Use of Fund Balance - -
Total Revenue 4,749,497 - 4,749,497

Appropriations
Personnel 2,160,362 2,160,362
Operating 1,969,278 1,969,278
Capital 24,000 24,000
Debt Service 1,220,160 1,220,160
Transfers - -
Total Appropriations 5,373,800 - 5,373,800

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 FY 2011 Council FY 2011
Proposed Changes Adopted
911 DISPATCH FUND

Estimated Revenues
Grants -
Cost-Sharing - Ingham County 5,183,218 5,183,218
Transfer from General Fund 261,422 261,422
Use of Fund Balance - -
Total Revenue 5,444,640 - 5,444,640

Appropriations
Personnel 5,096,540 5,096,540
Operating 348,100 348,100
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 5,444,640 - 5,444,640

STADIUM FUND

Estimated Revenues
Operating Revenues 280,500 280,500
Olds Park Stadium Naming Rights 115,000 115,000
Interest Income 300 300
Transfer from General Fund 609,200 609,200
Use of Fund Balance - -
Total Revenue 1,005,000 - 1,005,000

Appropriations
Personnel - -
Operating 60,000 60,000
Capital - -
Debt Service 945,000 945,000
Transfers - -
Total Appropriations 1,005,000 - 1,005,000

BUILDING DEPARTMENT FUND

Estimated Revenues
Licenses & Permits 1,599,500 1,599,500
Charges for Services 7,900 7,900
Miscellaneous - -
Transfer from General Fund 349,000 349,000
Use of Fund Balance - -
Total Revenue 1,956,400 - 1,956,400

Appropriations
Personnel 1,509,892 1,509,892
Operating 441,508 441,508
Capital 5,000 5,000
Debt Service - -
Transfers - -
Total Appropriations 1,956,400 - 1,956,400

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 FY 2011 Council FY 2011
Proposed Changes Adopted

CDBG FUND

Estimated Revenues
Federal Grants 2,195,131 2,195,131
Total Revenue 2,195,131 - 2,195,131

Appropriations
Personnel 791,448 791,448
Operating 1,403,683 1,403,683
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 2,195,131 - 2,195,131

HOME GRANT FUND

Estimated Revenues
Federal Grants 929,849 929,849
Program Income - -
Total Revenue 929,849 - 929,849

Appropriations
Personnel 72,672 72,672
Operating 857,177 857,177
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 929,849 - 929,849

EMERGENCY SHELTER GRANT FUND

Estimated Revenues
Federal Grants 96,357 96,357
Total Revenue 96,357 - 96,357

Appropriations
Personnel - -
Operating 96,357 96,357
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 96,357 - 96,357

135
 FY 2011 Council FY 2011
Proposed Changes Adopted
DRUG LAW ENFORCEMENT FUND

Estimated Revenues
Drug Forfeiture Revenues 1,235,000 1,235,000
Contributions from Local Units 435,000 435,000
Private Donations - -
Interest Income 6,805 6,805
Use of Fund Balance -
Total Revenue 1,676,805 - 1,676,805

Appropriations
Personnel 380,010 - 380,010
Operating 814,703 - 814,703
Capital 28,500 - 28,500
Debt Service - - -
Transfers 87,712 - 87,712
Total Appropriations 1,310,925 - 1,310,925

PRINCIPAL SHOPPING DISTRICT

Estimated Revenues
Special Assessments 403,000 403,000
Grants 10,000 10,000
Miscellaneous 18,700 18,700
Transfer from General Fund 39,180 39,180
Total Revenue 470,880 - 470,880

Appropriations
Personnel 153,739 153,739
Operating 317,141 317,141
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 470,880 - 470,880

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 FY 2011 Council FY 2011
Proposed Changes Adopted
III. ENTERPRISE FUNDS

CEMETERIES FUND

Estimated Revenues
Cemetery Service Revenue 145,366 145,366
Sale of Lots 112,100 112,100
Other 1,500 1,500
Transfer from Perpetual Care 16,300 16,300
Transfer from General Fund 451,334 451,334
Total Revenue 726,600 - 726,600

Appropriations
Personnel 464,527 464,527
Operating 262,073 262,073
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 726,600 - 726,600

GOLF FUND

Estimated Revenues
Greens Fees 311,000 311,000
Equipment Rentals 107,000 107,000
Concessions 14,000 14,000
Lessons - -
Driving Range - -
Other Revenue - -
Transfers In - General Fund - -
Transfers In - Parks Millage 275,000 275,000
Total Revenue 707,000 - 707,000.00

Appropriations
Personnel 307,500 307,500
Operating 291,500 291,500
Capital 5,000 5,000
Debt Service 103,000 103,000
Transfers - -
Total Appropriations 707,000 - 707,000

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 FY 2011 Council FY 2011
Proposed Changes Adopted
PARKING FUND

Estimated Revenues
Parking Revenue 6,373,340 6,373,340
Baseball Revenue 34,841 34,841
Parking Fines 570,000 570,000
Interest 100,000 100,000
Capital Lease Payment 4,140,000 4,140,000
Use of Fund Equity - -
Other Revenue - -
Total Revenue 11,218,181 - 11,218,181

Appropriations
Personnel 2,187,158 2,187,158
Operating 1,763,242 1,763,242
Capital 1,718,500 1,718,500
Debt Service 6,165,000 6,165,000
Transfers - -
Total Appropriations 11,833,900 - 11,833,900

WASTEWATER FUND

Estimated Revenues
Sewer Charges 27,140,000 27,140,000
Interest Income 50,000 50,000
Low Income Credit (5,000) (5,000)
Miscellaneous Income 10,000 10,000
Transfer from General Fund 815,000 815,000
Existing Bond Proceeds 4,254,100 4,254,100
Use of Fund Balance - -
Total Revenue 32,264,100 - 32,264,100

Appropriations
Personnel 5,600,201 5,600,201
Operating 8,007,403 8,007,403
Capital 713,500 713,500
Debt Service 17,405,896 17,405,896
Transfers 300,000 300,000
Total Appropriations 32,027,000 - 32,027,000

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 FY 2011 Council FY 2011
Proposed Changes Adopted
REFUSE FUND
Estimated Revenues
Operating Income 1,492,240 1,492,240
Interest Income 2,160 2,160
Transfer from General Fund - -
Use of Fund Balance - -
Total Revenue 1,494,400 - 1,494,400

Appropriations
Personnel 682,479 682,479
Operating 811,921 811,921
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 1,494,400 - 1,494,400

RECYCLING FUND

Estimated Revenues
Operating Income 2,591,292 2,591,292
Sale of Recycled Materials 60,945 60,945
Interest Income 2,000 2,000
Transfer from General Fund - -
Use of Fund Balance - -
Total Revenue 2,654,237 - 2,654,237

Appropriations
Personnel 1,910,214 1,910,214
Operating 1,268,486 1,268,486
Capital - -
Debt Service - -
Transfers - -
Total Appropriations 3,178,700 - 3,178,700

IV. CAPITAL PROJECT FUNDS

CAPITAL IMPROVEMENT (CIP) FUND

Estimated Revenues
Transfer from the General Fund 740,000 740,000
PEG (Cable Capital) Revenues 600,000 600,000
Use of Fund Balance 35,000 35,000
Total Revenue 1,375,000 - 1,375,000

Appropriations
Facilities 460,000 460,000
Public Safety Equipment -
Technology Improvements 700,000 700,000
Public Cable Access (PEG) -
Master Planning 35,000 35,000
Infrastructure Improvements 180,000 180,000
Total Appropriations 1,375,000 - 1,375,000

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 FY 2011 Council FY 2011
Proposed Changes Adopted

PARKS MILLAGE FUND

Estimated Revenues
Transfer from the General Fund 1,185,000 1,185,000
Use of Fund Balance - -
Total Revenue 1,185,000 - 1,185,000

Appropriations
Park Improvements 795,000 795,000
Park Facility Improvements 150,000 150,000
Parks Maintenance & Repair 80,000 80,000
Rivertrail Improvements & Repairs 160,000 160,000
Transfer to Golf Fund - -
Total Appropriations 1,185,000 - 1,185,000

Approved for placement on the City Council agenda:

_______________________________
Brigham Smith, City Attorney

__________________________
Date Date

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