HomeMy WebLinkAbout2021 - 2022 - Eecutive Budeget Recommendation FY21- 22 EXECUTIVE BUDGET
RECOMMENDATION
CITY u , LANSING
FY 2021 = 2022
Andv=cno,°Mayor
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LANSING CITY GOVERNMENT
Fiscal Year July 1, 2021 -June 30, 2022
MAYOR
Andy Schor
CITY COUNCIL
Peter Spadafore, Council President, At Large
Adam Hussain, Council Vice President, 3rd Ward
Carol Wood, At Large
Kathie Dunbar, At Large
Patricia Spitzley, At Large
Brandon Betz, 1st Ward
Jeremy Garza, 2nd Ward
Brian T.Jackson, 4th Ward
CLERK
Chris Swope
DISTRICT COURT JUDGES
Louise Alderson, Chief Judge
Stacia Buchanan
Cynthia M. Ward
Kristen D. Simmons
OFFICERS
Chief Information Officer.............................................................................................. Christopher Mumby
Chief Strategy Officer..................................................................................................... Judy Kehler
CityAssessor..................................................................................................................... Sharon Frischman
CityAttorney..................................................................................................................... James Smiertka
City Treasurer................................................................................................................... Desiree Kirkland
Court Administrator........................................................................................................ Anethia Brewer
DeputyMayor................................................................................................................... Nicholas Tate
Executive Assistant......................................................................................................... Mark Lawrence
Economic Development & Planning Director...................................................... Brian McGrain
FinanceDirector.............................................................................................................. Robert Widigan
FireChief............................................................................................................................ Greg Martin
Human Relations & Community Service Director................................................ Kimberly Coleman
Human Resources Director........................................................................................... Linda Sanchez-Gazella
Internal Auditor................................................................................................................ Eric Brewer
Neighborhoods & Citizen Engagement................................................................... DeLisa Fountain
Parks & Recreation Director........................................................................................ Brett Kaschinske
PoliceChief....................................................................................................................... Daryl Green
Public Service Director.................................................................................................. Andrew Kilpatrick
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Table of Organization
Citizens of Lansing
City Clerk City Council Mayor 54-A District Court
Internal Audit City Attorney's Office of
Office Community Media
Review Transactions Legal Advisor/Defender Public Education Grant
Identify Efficiencies Prosecutor for City City Television
Analyze Programs
Economic Neighborhoods Public Parks &
Police Fire Development & Citizen
& Planning Engagement Service Recreation
Patrol Suppression Planning/Zoning Neighborhood Resources Roads/Sidewalks Parks Design
Crime Investigation Prevention Code Compliance Citizen Engagement Sewers/Treatment Recreation Programs
Community Policing Emergency Mgmt. Building Safety Financial Empowerment Trash/Recycling Community Centers
Social Work Rescue/Hazards Parking System Grounds Maint. Cemeteries
Detention Economic Dev.Corp. Engineering Golf
LEPFA Property Mgmt.
Downtown Lansing,Inc Fleet Services
Information Human Human Relations &
Technology Resources Community Services Finance Operations Treasury Assessing
IT Helpdesk Recruiting Grant Writing Assistance Accounting/Budget Income Taxes Assessing
Cybersecurity Training Human Services Grants Financial Reporting Property Taxes Property Tax Roll
Software Mgmt. Payroll/Benefits Police Investigations Strategic Planning
Retirement Neighborhood Ombudsman
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Table of Contents
Budget Overview
TransmittalLetter.................................................................................................................................................................................................. 1
StaffingChart........................................................................................................................................................................................................... 5
City-Wide Budget Summary................................................................................................................................................................................ 7
Fund Summaries
GeneralFund Revenues by Category............................................................................................................................................................... 11
General Fund Expenditures by Department.................................................................................................................................................. 13
MajorStreets Fund................................................................................................................................................................................................. 14
LocalStreets Fund................................................................................................................................................................................................. 15
FederalDrug Enforcement Fund....................................................................................................................................................................... 16
State/Local Law Enforcement Fund................................................................................................................................................................. 17
Tri County Metro Drug Law Enforcement Fund........................................................................................................................................... 18
BuildingSafety Fund............................................................................................................................................................................................. 19
Community Development Block Grant (CDBG), HOME, and ESG Grants Funds................................................................................ 20
DowntownLansing, Inc........................................................................................................................................................................................ 21
StadiumFund........................................................................................................................................................................................................... 22
MunicipalParking System Fund........................................................................................................................................................................ 23
SewageDisposal System Fund.......................................................................................................................................................................... 24
TrashDisposal System Fund.............................................................................................................................................................................. 25
MunicipalRecycling System Fund.................................................................................................................................................................... 26
MunicipalCemeteries Fund................................................................................................................................................................................ 27
MunicipalGolf Courses Fund............................................................................................................................................................................. 28
Department Summaries
CityCouncil.............................................................................................................................................................................................................. 31
InternalAudit........................................................................................................................................................................................................... 33
Mayor's Office.......................................................................................................................................................................................................... 35
Officeof Community Media................................................................................................................................................................................ 37
CityClerk................................................................................................................................................................................................................... 39
Courts......................................................................................................................................................................................................................... 41
Neighborhoodand Citizen Engagement........................................................................................................................................................ 44
Economic Development and Planning............................................................................................................................................................ 47
InformationTechnology....................................................................................................................................................................................... 56
FinanceOperations................................................................................................................................................................................................ 58
Assessing................................................................................................................................................................................................................... 59
Treasury..................................................................................................................................................................................................................... 60
HumanResources................................................................................................................................................................................................... 62
CityAttorney............................................................................................................................................................................................................ 64
Police.......................................................................................................................................................................................................................... 67
Fire............................................................................................................................................................................................................................... 73
PublicService.......................................................................................................................................................................................................... 79
Human Relations and Community Services.................................................................................................................................................. 90
Parksand Recreation............................................................................................................................................................................................ 93
General Fund Non-Departmental Expenditures.......................................................................................................................................... 98
Table of Contents
Affiliated Agency Budgets
LEPFA Budgets
LansingCenter........................................................................................................................................................................................................ 100
JacksonField Stadium.......................................................................................................................................................................................... 101
GroesbeckGolf Course.......................................................................................................................................................................................... 102
Development Budgets
Lansing Economic Development Corporation (LEDC)............................................................................................................................... 104
Lansing Brownfield Redevelopment Authority (LBRA)............................................................................................................................. 105
Tax Increment Financing Authority (TIFA).................................................................................................................................................... 107
Michigan Avenue Corridor Improvement Authority (MACIA)................................................................................................................... 108
Saginaw Street Corridor Improvement Authority (SSCIA)........................................................................................................................ 109
Capital Improvement Program (CIP)
CapitalImprovement Program.......................................................................................................................................................................... 112
Proposed Budget and Fee Changes Resolution................................................................................................................................. 114
� SI�
City Hall-9th Floor
Andy Schor 124 W.Michigan Avenue
Lansing,MI 48933-1694
Mayor PH: 517.483.4141—FAX: 517.483.6066
�1 Lansing.Mayor@lansingmi.gov
`)?ICHI � Ey
Andy Schor, Mayor
OFFICE OF THE MAYOR
CITY OF LANSING,MICHIGAN
March 22, 2021
President Peter Spadafore and Councilmembers
Lansing City Council
124 W. Michigan Ave.
Lansing, MI 48933
Dear President Spadafore and City Council Colleagues:
I am pleased to present to you my Executive Budget Recommendation for Fiscal Year(FY)
2022, which begins this July 1 and runs through June 30, 2022.
My FY 2022 proposed spending plan for the City is $237.1 million, a 1.2% increase from the
projected FY 2021 budget. The proposed General Fund budget for FY 2021 is $151.2 million, a
10.0% increase from the projected FY 2021 budget thanks in part to federal support making the
City whole from losses due to the COVID-19 public health emergency.
The City has met its challenges head on in restoring fiscal stability and monetary controls while
also rising to the occasion in its essential role in responding the pandemic both internally and in
support of our community. In FY21 we successfully submitted ACA reporting that had not been
submitted to the federal government for the three years before I took office, eliminating an
outstanding $2.5 million liability. We are paying our bills and making the hard choices to protect
our long term future.
At this time the City continues to experience challenges addressing our pension and retiree
healthcare costs, i.e. "legacy costs."While the City of Lansing and the employee unions have
worked together to craft contracts that will address long-term costs of things like retiree health
care, the prefunding of these efforts have resulted in increased short-term costs. The impact of
the COVID-19 public health emergency may also greatly increase the City's contribution to
these funds,particularly if interest rates continue to decline and assumptions need to be reduced.
With recent health care changes, the City projects to save $3.5 million per year on our
outstanding legacy debt. These dollars will help to meet our obligation while implementing more
conservative assumptions toward our pension rate of returns and mortality estimates. This will
result in a higher cost up front, but makes the City stronger for the future. This will result in a
$4.1 million increase to annual City pension contributions compared to FY 2021. Overall, the FY
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2022 budget contributes a total of$60.7 million ($46.4 million General Fund)toward these
legacy costs.
While it is critical that we view the budget from the perspective of those challenges, it is equally
important that we make strategic investments in the services we provide in order to continue
grow the City's economy and strengthen the quality of life for our current and prospective
residents, business owners, workers, and visitors.
Therefore, my FY 2022 Executive Budget Recommendation includes a number of key
investments:
Public Safety
We have added a Social Worker and a FOIA Analyst to provide additional community support
and improved transparency for our Police Department. We are also adding Ingham County
Community Health workers to work with fire dispatch to ensure that non-emergency calls go
towards social services.
My budget recommendation also includes important public safety equipment and infrastructure
funding, including finalizing improvements for City sirens and audio-visual upgrades for our
Emergency Operations Center.
Infrastructure and Equipment
I am pleased to present a budget that contains:
• $2.750 million for major street and bridge work
• $1.845 million for local street repairs
• $225,000 for new sidewalks, sidewalk repairs, and trailways
• As with each of my budgets, 100% of the City road/sidewalk millage is proposed to be
used for projects
• Continued combined sanitary and stormwater sewer separations
Neighborhoods and Economic Development
The City is using federal money to continue to support economic development within the City in
response to the COVID-19 public health emergency including restoring support for the EDC and
maintaining our neighborhood programs.
Arts and Facade Improvements
It continues to be important to show the pride and vibrancy of Lansing as the Capital City. As
such, we need to maintain our committement to place-making and show pride in the artistic
culture of our community. As such, we have included$167,500 in funding, which will continue
to be used for public art and culture as well as to ensure we are supporting our fragile artistic
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organizations (theater, music,performance)throughout the city which have been significantly
impacted as part of the COVID-19 pandemic.
We are also continuing the facade improvement program at $175,000 to ensure that we can
continue to assist small businesses as they improve their properties and make our business
corridors look like places where people want to shop and live.
Addressing Racial Justice and Equity
The proposed FY 2022 budget includes $135,000 toward addressing racism and promoting racial
equity pursuant to recent changes to the Basic Human Services ordinance. We are also putting
$300,000 toward racial justice training, equity assessments, and facilitating a citywide Equity
Committee as requested by the Mayor's Racial Justice and Equity Alliance.
I look forward to discussing the FY 2022 with the public and working with you to finalize our
spending priorities over the coming months.
Fund Balance
It is important that as we pay our bills and provide the best services possible to our community,
we also ensure our long-term financial health. As we target restoring our reserves to 12% of
expenditures, we are proposing to restore $4.4 million between our projected FY 2021 and
proposed FY 2022 budget toward building back our reserves. This satisfies our fund balance
ordinance and policies.
I look forward to discussing the FY 2022 with the public and working with you to finalize our
spending priorities over the coming months.
Sincerely,
Andy Schor
Mayor
City of Lansing
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4
Summary of Projected Full-Time Positions by Department
(Includes Elected Officials)
City-Wide Full-time Position Funding
FY 2013 - FY 2022
1,000
843 826 852 852 854 873 886 891 894
904
500
0
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
City Council 10 10 10 10 10 10 10 10 10 10
Internal Audit 1 1 1 1 1 1 1 1 1 1
Mayor's Office 5 5 5 6 6 7 7 7 7 8 (1)
Office of Community Media 2 2 2 2 2 2 2 2 2 2
Non-Departmental 2 2 2 (2)
City Clerk 5 5 5 5 5 5 6 6 6 6
Court/Probation Staff 43 43 46 45 45 45 45 45 45 45
Economic Development & Planning 62 45 43 43 42 55 64 66 66 66 (3)
Neighborhood & Citizen Engagement 0 0 0 0 0 2 5 6 5 5 (3)
Finance Operations 30 30 29 29 30 30 33 9 10 9 (4)
Assessing 11 11 11
Treasury/Income Tax 14 14 14
Information Technology 10 10 11 11 11 11 16 14 14 14
Human Resources 9 9 10 10 12 12 11 11 11 11
City Attorney 10 10 10 11 11 11 12 12 12 12
Police 229 229 234 239 239 239 239 240 243 245
Fire 180 180 202 195 195 195 183 183 183 183 (6)
Public Service 226 226 222 222 222 224 229 229 229 237
Human Relations & Community
Services 5 5 6 7 7 8 10 10 10 10
Parks & Recreation 16 16 16 16 16 16 13 13 13 13
843 826 852 852 854 873 886 891 894 904
(1)Labor Relations was moved to the Mayor's Office in FY 2018. Chief Strategy Officer position established FY 2020.
(2) Graphic Designer and Communications Manager are charged separate across multiple departments.
(3) Office of Financial Empowerment and one position from Economic Development & Planning were transferred to the Neighborhood & Citizen Engagement Department in FY
2018. Lansing SAVE vacancy eliminated FY 2021.
(4)Assessing and Treasury/Income Tax separated from Finance in FY 2020. Purchasing restored as a union position from contracted services in FY 2021. Finance Director
position restored FY 2021.
(5) One FOIA Analyst and one Social Worker were added to Police for FY 2022
(6) Fourteen positions were transferred from PND to Fire;four to Police,and one to Public Service for FY 2014. In FY 2018, 14 Code Compliance positions were transferred from
Fire to Economic Development & Planning.
(7) Eight positions were added to Public Service for FY 2022 for the purpose of implementing and staffing the new City 311 program.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Number of employees
per 1,000 residents 7.4 7.3 7.5 7.3 7.4 7.4 7.6 7.6 7.7 7.7
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HOW THE MONEY IS SPENT
FY 2021/2022 City Wide Budget
237.1 Million
Information
Recreation Technology Fleet/Equipment
and Culture 3% 3% Public Service
4% Engineering/City 311
General Government 1%
7% Public Services
28%
Community
Development -
9
4
Fire
8%
Police Retirement/Fixed
11% Benefits
26%
s
FY 2021/2022 City-Wide Budget by Department/Service Type
Percent Percent of
General Other General Total
Department Fund Funds Total Fund Budget
General Government
Attorney's Office 1,457,450 - $ 1,457,450
City Clerk 1,092,782 - 1,092,782
Council 503,484 - 503,484
District Court 3,854,419 - 3,854,419
Circuit Court Building Rental 285,000 - 285,000
Internal Audit 118,127 - 118,127
Finance 1,374,219 - 1,374,219
City Assessor 1,136,180 - 1,136,180
Treasury/Income Tax 1,455,037 - 1,455,037
Human Resources 2,205,173 - 2,205,173
Mayor's Office 1,013,940 - 1,013,940
Office of Community Media 399,392 - 399,392
Library Building Rental 135,000 - 135,000
Capital. Improvements 884,000 630,000 1,514,000
Debt Service 990,020 - 990,020
Subtotal- GeneraL Government $ 16,904,223 $ 630,000 $ 17,534,223 96.41% 7.39%
Public Safety
Police 26,309,472 204,000 $ 26,513,472
Fire 19,899,078 - 19,899,078
Subtotal- Public Safety $ 46,208,550 $ 204,000 $ 46,412,550 99.56% 19.57%
Recreation & CULture
Parks & Recreation - General Fund 6,349,906 - $ 6,349,906
Parks Capital Improvements 1,663,000 - 1,663,000
Parks - Golf 85,000 3,000 88,000
Parks - Cemeteries 540,000 156,029 696,029
Subtotal- Recreation & Culture $ 8,637,906 $ 159,029 $ 8,796,935 98.19% 3.71%
Community Development
Economic Development & Planning 4,496,731 4,611,717 $ 9,108,448
Neighborhood & Citizen Engagement 898,595 - 898,595
Human Relations & Community Services Dept. 1,206,874 - 1,206,874
Human Service Agency Support 1,665,000 - 1,665,000
Address Racism/Promote Racial Equity 135,000 - 135,000
City Supported Agencies 487,500 - 487,500
Downtown Lansing, Inc. 85,000 465,464 550,464
Stadium 820,000 592,000 1,412,000
Parking System - 5,161,425 5,161,425
Subtotal- Community Development $ 9,794,700 $ 10,830,606 $ 20,625,306 47.49% 8.70%
Public Services
Public Services - General Fund 9,372,030 - $ 9,372,030
Public Services - Roads/Sidewalks 2,350,000 14,647,121 16,997,121
Public Services - Sewer - 35,679,181 35,679,181
Public Services - Refuse - 1,242,470 1,242,470
Public Services - Recycling - 3,194,959 3,194,959
Public Services - Drain - 300,000 300,000
Public Services - Fleet - 200,000 200,000
Subtotal- Public Services $ 11,722,030 $ 55,263,731 $ 66,985,761 17.50% 28.25%
Internal Services
Retirement/Fixed Benefits 46,412,238 14,300,162 $ 60,712,400 76.45% 25.60%
Information Technology 6,063,608 620,184 6,683,792
Fleet/Equipment 4,669,832 2,103,732 6,773,564
Public Service Engineering/City 311 828,263 1,784,349 2,612,612
Subtotal- InternaL Services $ 57,973,941 $ 18,808,427 $ 76,782,368 75.50% 32.38%
$ 151,241,350 $ 85,895,793 $ 237,137,144
Note: Transfers from other funds ore netted out from expenditures so as not to overstate total funding.
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I
FUND
SUMMARIES
WHERE THE MONEY COMES FROM
FY 2021/2022 General Fund Budgeted Revenues
133.1 Million
Licenses and Permits
Fines and Forfeitures 1/
1/ Other Revenue
Charges for Services 1%
6%
State Shared Property Taxes
Revenues 35%
15%
Return On
Equity
19%
Income Taxes
22%
10
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Revenue (excluding use of reserves)
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Property Taxes
Non-Dedicated 30,580,798 33,894,000 32,955,000 34,325,000
Dedicated - Police 3,217,500 3,521,250 3,300,000 3,525,000
Dedicated - Fire 3,217,500 3,521,250 3,300,000 3,525,000
Dedicated - Roads 2,145,000 2,347,500 2,200,000 2,350,000
Dedicated - Parks 2,145,000 2,347,500 2,200,000 2,350,000
Total 41,305,798 45,631,500 43,955,000 46,075,000 1.0%
Income Taxes
City Income Tax 37,438,724 31,380,800 29,380,800 29,380,800
Total 37,438,724 31,380,800 29,380,800 29,380,800 -6.4%
Return on Equity
Board of Water and Light 23,100,000 25,000,000 25,000,000 25,000,000
Total 23,100,000 25,000,000 25,000,000 25,000,000 0.0%
State Revenues
Revenue Sharing 14,386,936 13,626,861 15,774,797 15,598,000
Fire Reimbursement Grants 2,908,593 2,581,972 2,926,700 3,250,000
Personal Property Tax Reimbursement 1,546,178 849,931 932,000 900,000
Recreational Marijuana - - 280,000 350,000
Liquor License Fee 75,923 68,003 70,700 70,000
Total 18,917,630 17,126,766 19,984,197 20,168,000 17.8%
Charges for Services
Public Safety 4,113,726 4,028,400 4,028,400 4,368,850
Reimbursements 2,158,512 2,398,773 2,398,773 2,348,150
Code Compliance 1,082,600 1,911,000 1,911,000 1,091,000
Recreation Fees 444,027 195,980 195,980 415,500
Appeals & Petitions 85,190 70,650 70,650 84,350
Work for Others 8,052 35,400 35,400 35,200
Central Stores 1,775 1,500 1,500 1,500
Subscriptions and Information 125 1,000 1,000 300
Total 7,894,008 8,642,703 8,642,703 8,344,850 -3.4%
Fines and Forfeitures
Fines and Forfeitures 1,537,865 1,803,100 1,803,100 1,777,600
Total 1,537,865 1,803,100 1,803,100 1,777,600 -1.4%
Licenses & Permits
Cable Franchise Fees 1,367,174 1,000,000 1,000,000 1,000,000
Marihuana Licenses 942,500 600,000 600,000 600,000
Business Licenses 67,167 90,800 90,800 65,250
Non-Business Licenses 39,416 49,700 49,700 37,600
Building Licenses & Permits 17,025 21,200 21,200 17,250
Total 2,433,282 1,761,700 1,761,700 1,720,100 -2.4%
Interest & Rents
Interest Income 648,721 140,000 140,000 210,000
Total 648,721 140,000 140,000 210,000 50.0%
Other Revenues
Miscellaneous (146,148) 183,000 283,000 173,000
Sale of Fixed Assets 66,088 105,000 105,000 102,000
Donations & Contributions 100,680 65,000 65,000 65,000
Total 20,619 353,000 453,000 340,000 -3.7%
Total General Fund
Operating Revenue 133,296,647 131,839,569 131,120,500 133,016,350
Transfers from Other Funds 2,670,895 350,000 350,000 100,000
Total 135,967,542 132,189,569 131,470,500 133,116,350 0.7%
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HOW THE MONEY IS SPENT
FY 2021/2022 General Fund Budget
151.2 Million
Information Fleet/ Public Service
Recreation Technology Equipment Engineering/City 311
Capital/Fund & CuL ure 4% 3% 1%
Transfers Debt Service
4% 1% Retirement/Fixed
Community Benefits
Development 31%
6%
Public Service _
6%
General Government
10%
Police Department
17%
Fire
Department
13%
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City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning General Fund Balance 2,238,882 2,328,400 2,328,400 3,263,226
Beginning Budget Stab. Fund Balance 7,792,610 7,792,610 7,792,610 10,597,087
Total General Fund Reserves 10,031,492 10,121,010 10,121,010 13,860,313
Revenues (detail on previous page) 135,967,542 132,189,569 131,470,500 133,116,350 0.7%
General Government Expenditures
Attorney's Office 1,236,421 1,446,924 1,446,924 1,457,450 0.7%
City Clerk 1,172,780 1,153,547 1,153,547 1,092,782 -5.3%
Council 497,454 501,445 501,445 503,484 0.4%
District Court 3,414,372 3,837,592 3,837,592 3,854,419 0.4%
Circuit Court Building Rental 269,984 275,655 275,655 285,000 3.4%
Internal Audit 80,549 102,236 102,236 118,127 15.5
Finance 1,282,347 1,450,799 1,450,799 1,374,219 -5.3%
City Assessor 816,760 1,062,842 1,062,842 1,136,180 6.9%
Treasury/Income Tax 1,337,265 1,430,019 1,430,019 1,455,037 1.7%
Human Resources 1,735,773 1,673,492 1,673,492 2,205,173 31.8%
Mayor's Office 922,940 846,515 846,515 1,013,940 19.8%
Office of Community Media 297,683 382,823 382,823 399,392 4.3%
Library Building Rental 141,129 150,000 150,000 135,000 -10.0%
Vacancy Factor - (1,400,000) (1,400,000) - -100.0%
Total General Government 13,205,457 12,913,890 12,913,890 15,030,203 16.4%
Public Safety Expenditures
Police Department 24,614,350 25,699,594 25,724,594 26,309,472 2.4%
Fire Department 19,274,867 20,115,461 20,249,161 19,899,078 -1.1%
Total Public Safety 43,889,217 45,815,055 45,973,755 46,208,550 0.9%
Community Development Expenditures
Economic Development & Planning 3,629,990 3,289,881 3,389,881 4,146,731 26.0%
Neighborhood & Citizen Engagement 680,025 715,591 715,591 898,595 25.6%
Human Relations & Community Services 1,022,986 1,065,748 1,065,748 1,206,874 13.2%
Human Service Agency Support 1,323,214 1,560,400 2,109,284 1,665,000 6.7%
Addressing Racial Justice and Equity - - - 135,000
City Supported Agencies 231,600 102,500 102,500 487,500 375.6%
Total Community Development 6,887,816 6,734,120 7,383,004 8,539,700 26.8%
Public Service
Public Service Department 9,218,992 9,702,187 9,702,187 9,372,030 -3.4%
Parks & Recreation
Parks & Recreation Department 5,509,104 5,938,282 5,938,282 6,349,906 6.9%
Internal Service Fund Expenses
Retirement/Fixed Benefits 38,869,342 40,805,259 40,805,259 46,412,238 13.7%
Information Technology Expense 4,856,444 5,379,656 5,379,656 6,063,608 12.7%
Fleet Expense 4,722,520 4,373,586 4,373,586 4,669,832 6.8%
Public Service Engineering/City 311 927,455 618,787 618,787 828,263 33.9%
Non-Departmental Expenditures:
Operating Subsidies to Other Funds 1,439,617 862,450 862,450 1,255,000
Capital Improvements 5,280,000 2,429,705 2,287,705 5,522,000
Debt Service & Penalties 1,315,995 1,303,000 1,303,000 990,020
Expenditures 135,878,024 136,875,977 137,541,561 151,241,350 10.5
Net Impact on Fund Balance 89,518 (4,686,408) (6,071,061) (18,125,000)
Federal Stimulus Reimbursement - - 7,310,364 18,875,000
IRS/ACA Bills Resolved - - 2,500,000 -
Ending General Fund Reserves 10,121,010 5,434,602 13,860,313 14,610,312
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City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Major Streets Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 13,492,807 9,024,118 11,326,893 6,232,843
Revenues
Gas & Weight Tax Receipts 10,781,398 11,907,778 11,907,778 10,727,258 -9.9%
Utility Permit Fees (Metro Act) 604,003 - - 600,000
State Trunkline &
Utility Cut Reimbursements 625,897 560,000 560,000 500,000 -10.7%
Interest Income 89,443 - - -
Miscellaneous Revenue 239,374 78,000 78,000 222,000 184.6%
Total Revenues 12,340,114 12,545,778 12,545,778 12,049,258 -4.0%
Expenditures
Capital
Major Maintenance 2,604,036 4,200,000 6,321,574 4,730,000 12.6%
Traffic Maintenance 94,881 270,000 451,201 250,000
Debt Service 805,151 804,050 804,050 797,857 -0.8%
Total Capital 3,504,068 5,274,050 7,576,825 5,777,857 9.6%
Operating
Administration & Engineering 1,478,884 1,226,672 1,226,672 1,735,137 41.5%
Routine Road Maintenance 2,370,556 2,926,916 2,926,916 2,870,337 -1.9%
Bridge Maintenance 61,862 113,900 113,900 99,700 -12.5%
Winter Maint. - Snow Removal 841,987 1,594,760 1,594,760 1,575,803 -1.2%
Trunkline Maintenance 654,611 570,000 570,000 341,826 -40.0%
Traffic Administration 916 25,000 25,000 5,000 -80.0%
Traffic Maintenance 298,547 523,000 523,000 517,500 -1.1%
Total Operating 5,707,361 6,980,248 6,980,248 7,145,302 2.4%
Transfer to Local Streets Fund 4,071,000 3,082,755 3,082,755 4,000,000 29.8%
Total Expenditures 13,282,429 15,337,053 17,639,828 16,923,159 10.3%
Fund Balance Increase/(Decrease) (942,315) (2,791,275) (5,094,050) (4,873,901)
Ending Fund Balance 12,550,492 6,232,843 6,232,843 1,358,941 -78.2%
Amount Designated for Projects (2,302,775)
Less:Amounts Held for Inventories (1,223,600)
Available Fund Balance 9,024,118
Operating Expenditures 67.9%
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, 2021 -June 30, 2022
Local Streets Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 2,380,281 2,283,276 4,020,738 1,570,250
Revenues
Gas & Weight Tax Receipts 3,160,223 3,969,259 3,969,259 3,575,753 -9.9%
Miscellaneous Revenue 71,696 150,000 150,000 150,000 0.0%
Transfer from General Fund - Millage 2,145,000 2,342,000 2,200,000 2,350,000 0.3%
Transfer from Major Streets Fund 4,071,000 3,082,755 3,082,755 4,000,000 29.8%
Total Revenues 9,447,919 9,544,014 9,402,014 10,075,753 5.6%
Expenditures
Capital
Major Maintenance 1,625,352 3,295,000 5,002,904 3,831,000 16.3%
Debt Service 884,062 884,149 884,149 885,656 0.2%
Total Capital 2,509,414 4,179,149 5,887,053 4,716,656 12.9%
Operating
Administration & Engineering 1,397,145 870,974 870,974 1,225,758 40.7%
Surface Maintenance 3,262,700 4,115,005 4,115,005 4,151,746 0.9%
Winter Maintenance 590,569 831,912 831,912 807,247 -3.0%
Traffic Administration 96 - - -
Traffic Maintenance 47,537 118,000 147,558 116,000 -1.7%
Total Operating 5,298,047 5,935,891 5,965,449 6,300,751 6.1%
Total Expenditures 7,807,462 10,115,040 11,852,502 11,017,407 8.9%
Fund Balance Increase/(Decrease) 1,640,457 (571,026) (2,450,488) (941,654)
Ending Fund Balance 4,020,738 1,712,250 1,570,250 628,596 -63.3%
Amount Designated for Projects (1,737,462)
Available Fund Balance 2,283,276
Operating Expenditures 29.2%
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, 2021 -June 30, 2022
Federal Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 475,646 433,292 433,292 375,492
Revenues
Drug Forfeiture Revenues 759 - - -
Interest Income 5,255 5,000 5,000 4,000 -20.0%
Total Revenues 6,014 5,000 5,000 4,000 -20.0%
Expenditures
Operating - 2,800 2,800 174,000 6114.3%
Capital 48,369 60,000 60,000 30,000 -50.0%
Total Expenditures 48,369 62,800 62,800 204,000 224.8%
Fund Balance Increase/(Decrease) (42,354) (57,800) (57,800) (200,000)
Ending Fund Balance 433,292 375,492 375,492 175,492 -53.3%
This page is a presentation of the projected results of operations for State/Local Drug Enforcement operations. For narrative
information of operations and a more detailed view of expenditures, please refer to the State/Local Drug Enforcement Fund in
the Department Summary section, under the Police Department.
16
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
State/Local Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 756,676 613,047 613,047 99,847
Revenues
Drug Forfeiture Revenues 32,045 - - -
Interest Income 7,502 10,000 10,000 7,500 -25.0%
Total Revenues 39,547 10,000 10,000 7,500 -25.0%
Expenditures
Operating 124,021 184,000 523,200 - -100.0%
Capital 59,155 - - -
Total Expenditures 183,176 184,000 523,200 - -100.0%
Fund Balance Increase/(Decrease) (143,629) (174,000) (513,200) 7,500
Ending Fund Balance 613,047 439,047 99,847 107,347 -75.5%
This page is a presentation of the projected results of operations for State/Local Drug Enforcement operations. For narrative
information of operations and a more detailed view of expenditures, please refer to the State/Local Drug Enforcement Fund in
the Department Summary section, under the Police Department.
17
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Tri-County Metro Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 356,228 368,100 368,100 2,100
Revenues
Drug Forfeiture Revenues 149,687 - - -
Contributions from Local Units 496,830 - - -
Interest Income 8,652 - - 8,000
Total Revenues 655,169 - - 8,000
Expenditures
Ingham-Eaton-Clinton Task Force 643,297 366,000 366,000 - -100.0%
Total Expenditures 643,297 366,000 366,000 - -100.0%
Fund Balance Increase/(Decrease) 11,872 (366,000) (366,000) 8,000
Ending Fund Balance 368,100 2,100 2,100 10,100 381.0%
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 Tri-County Metro Special Revenue Fund in the
Department Summary section, under the Police Department.
18
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Building Safety Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 531,033 1,677,085 1,677,085 1,507,227
Revenues
Licenses & Permits 3,656,621 2,641,100 2,641,100 2,931,100 11.0%
Charges for Services 9,319 1,000 1,000 800 -20.0%
Miscellaneous 75 100 100 100 0.0%
Transfers from Other Funds 40,000 35,000 35,000 - -100.0%
Total Revenues 3,706,015 2,677,200 2,677,200 2,932,000 9.5%
Expenditures
Personnel 1,965,309 2,248,213 2,248,213 2,218,159 -1.3%
Operating 594,654 598,845 598,845 663,841 10.9%
Total Expenditures 2,559,963 2,847,058 2,847,058 2,882,000 1.2%
Fund Balance Increase/(Decrease) 1,146,052 (169,858) (169,858) 50,000
Ending Fund Balance 1,677,085 1,507,227 1,507,227 1,557,227 3.3%
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 Economic Development and Planning.
19
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Federal Entitlement Grant Special Revenue Funds
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
Revenues
Federal Grants 2,541,568 2,321,110 2,321,110 2,239,580 -3.5%
General Fund Transfer 77,002 73,350 73,350 250,000 240.8%
Total CDBG Revenues 2,618,570 2,394,460 2,394,460 2,489,580 4.0%
Expenditures
General Administration 495,954 596,272 596,272 684,838 14.9%
Single Family Rehab Program 1,808,131 1,364,124 1,364,124 1,372,925 0.6%
Land Acquisition - 100,000 100,000 100,000 0.0%
Neighborhood Community Services 285,459 304,064 304,064 301,817 -0.7%
Economic Development 29,027 30,000 30,000 30,000 0.0%
Total CDBG Expenditures 2,618,570 2,394,460 2,394,460 2,489,580 4.0%
HOME GRANT
Revenues
Federal Grants 950,147 875,990 875,990 818,361 -6.6%
Program Income 131,991 50,000 50,000 20,000 -60.0%
General Fund Transfer - - - -
Total HOME Grant Revenues 1,082,138 925,990 925,990 838,361 -9.5%
Expenditures
General Administration 99,327 252,451 252,451 281,018 11.3%
Single Family Rehab Program 35,091 110,000 110,000 110,000 0.0%
Land Acquisition 947,720 563,539 563,539 447,343 -20.6%
Total HOME Grant Expenditures 1,082,138 925,990 925,990 838,361 -9.5%
HOME GRANT
Revenues
Federal Grants 158,285 176,452 176,452 174,439 -1.1%
Total ESG Revenues 158,285 176,452 176,452 174,439 -1.1%
Expenditures
Federal Grants 316,571 176,452 176,452 174,439 -1.1%
Total ESG Revenues 316,571 176,452 176,452 174,439 -1.1%
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 Economic Development and Planning in the Department Summary section.
20
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Downtown Lansing, Inc. Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 47,488 79,547 79,547 74,716
Revenues
Special Assessments 225,123 424,000 424,000 424,000 0.0%
Grants 5,000 10,000 10,000 20,000 100.0%
Miscellaneous 83,333 161,410 161,410 42,300 -73.8%
General. Fund Subsidy 271,000 93,000 93,000 85,000 -8.6%
Total Revenues 584,456 688,410 688,410 571,300 -17.0%
Expenditures
Personnel 123,960 166,860 166,860 189,000 13.3
Operating 428,438 526,381 526,381 382,300 -27.4%
Total Expenditures 552,397 693,241 693,241 571,300 -17.6%
Fund Balance Increase/(Decrease) 32,059 (4,831) (4,831) -
Ending Fund Balance 79,547 74,716 74,716 74,716 0.0%
This page is a presentation of the projected results of operations for Downtown Lansing, Inc. (formerly Principal Shopping
District) operations.
21
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Jackson Field Stadium Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance - - - -
Revenues
Operating Revenues 235,976 375,000 375,000 330,000 -12.0%
Stadium Naming Rights 55,481 125,000 125,000 137,000 9.6%
Reimbursements 125,000 125,000 125,000 125,000 0.0%
General Fund Subsidy 749,886 530,100 530,100 820,000 54.7%
Total Revenues 1,166,343 1,155,100 1,155,100 1,412,000 22.2%
Expenditures
Debt Service 1,166,343 1,155,100 1,155,100 1,412,000 22.2%
Total Expenditures 1,166,343 1,155,100 1,155,100 1,412,000 22.2%
Fund Balance Increase/(Decrease) - - - -
Ending Fund Balance - - - -
This page is a presentation of the projected results of operations for City support of Jackson Field (formerly Cooley Law School)
stadium operations.
22
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Parking System Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 16,881,100 5,722,475 5,722,475 236,853
Revenues
Parking Revenue 6,124,795 6,692,300 1,922,250 1,922,250 -71.3%
Baseball Revenue - 50,000 2,250 2,250 -95.5%
Parking Fines 85,298 600,000 400,000 400,000 -33.3%
Other Revenue 1,265,914 3,165,279 10,500 10,500 -99.7%
Total Revenues 7,476,007 10,507,579 2,335,000 2,335,000 -77.8%
Expenditures
Administration 2,220,072 2,245,926 2,245,926 2,354,720 4.8%
Operations 1,857,627 1,883,351 1,883,351 1,370,930 -27.2%
Maintenance 1,144,120 1,212,000 1,212,000 345,000 -71.5%
South Capital Avenue Ramp 546,528 239,000 239,000 72,000 -69.9%
North Grand Avenue Ramp 4,969,876 378,000 378,000 143,000 -62.2%
North Capital Avenue Ramp 588,671 385,000 385,000 198,000 -48.6%
Townsend Street Ramp 4,676,623 - - -
BaseballOperations 12,673 29,500 29,500 18,500 -37.3%
Debt Service 2,618,443 3,128,191 1,447,845 1,938,400 -38.0%
Total Expenditures 18,634,633 9,500,968 7,820,622 6,440,550 -32.2%
Working Capital Increase/(Decrease) (11,158,625) 1,006,611 (5,485,622) (4,105,550)
Federal Reimbursement - - - 5,000,000
Ending Working Capital(1) 5,722,475 6,729,086 236,853 1,131,303 -83.2%
Mnet of pension liability
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
Economic Development and Planning.
23
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Sewage Disposal System Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 49,900,667 51,996,679 51,996,679 39,810,274
Revenues
Sewer Charges 36,922,280 35,775,000 35,775,000 35,125,000 -1.8%
Interest Income 672,886 - - 630,000
Low Income Credit (180) (1,000) (1,000) (1,000) 0.0%
Miscellaneous Income 46,485 - - 45,000
Total Revenues 37,641,470 35,774,000 35,774,000 35,799,000 0.1%
Expenditures
Administration & General 11,952,717 11,562,912 11,562,912 11,694,963 1.1%
Sewer Maintenance 2,784,748 3,070,942 3,070,942 2,807,918 -8.6%
Pumping Stations 1,283,941 1,657,092 1,657,092 1,671,184 0.9%
Industrial Laboratory 210,627 304,309 309,309 318,990 4.8%
Total Operations 16,232,033 16,595,254 16,600,254 16,493,055 -0.6%
Capital Projects 4,831,653 6,882,000 17,164,096 11,657,000 69.4%
Debt Service 14,481,772 14,196,055 14,196,055 13,670,737 -3.7%
Total Expenditures 35,545,458 37,673,309 47,960,405 41,820,792 11.0%
Working Capital Increase/(Decrease) 2,096,012 (1,899,309) (12,186,405) (6,021,792)
Ending Working Capital(l) 51,996,679 50,097,370 39,810,274 33,788,482 -32.6%
Mnet of pension liability
This page is a presentation of the projected results of operations of the City's Wastewater Treatment Plant operations. For
narrative information of operations and a more detailed view of expenditures, please refer to the Wastewater Treatment Plant
Fund in the Department Summary section, under the Public Service Department.
24
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Trash Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 960,339 1,105,636 1,105,636 1,221,109
Revenues
Operating Income 2,276,927 2,479,276 2,479,276 2,330,000 -6.0%
Interest Income 9,998 12,000 12,000 100 -99.2%
Total Revenues 2,286,924 2,491,276 2,491,276 2,330,100 -6.5%
Expenditures
Bag Refuse Disposal 2,141,627 2,313,394 2,375,804 2,295,793 -0.8%
Total Expenditures 2,141,627 2,313,394 2,375,804 2,295,793 -0.8%
Working Capital Increase/(Decrease) 145,297 177,883 115,473 34,307
Ending Working Capital(1) 1,105,636 1,283,519 1,221,109 1,255,416 -2.2%
Mnet of pension liability
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 Trash Enterprise Fund in the
Department Summary section, under the Public Service Department.
25
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Recycling Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 1,956,397 2,056,232 2,056,232 1,335,796
Revenues
Operating Income 4,376,310 4,364,650 4,364,650 4,363,500 0.0%
Interest Income 16,534 - - 15,000
Total Revenues 4,392,844 4,364,650 4,364,650 4,378,500 0.3%
Expenditures
Recycling Operations 3,165,234 3,555,644 3,628,210 3,577,364 0.6%
Composting 1,127,775 1,456,875 1,456,875 1,495,023 2.6%
Total Expenditures 4,293,009 5,012,520 5,085,086 5,072,387 1.2%
Working Capital Increase/(Decrease) 99,835 (647,870) (720,436) (693,887)
Ending Working Capital(l) 2,056,232 1,408,362 1,335,796 641,909 -54.4%
Mnet of pension liability
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.
26
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Cemeteries Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 524,002 807,459 807,459 847,909
Revenues
Cemetery Service Revenue 277,818 191,075 191,075 191,575 0.3%
Sale of Lots 125,213 83,200 83,200 134,450 61.6%
Transfer from Parks Millage Fund 595,000 560,000 560,000 540,000 -3.6%
Total Revenues 998,031 834,275 834,275 866,025 3.8%
Expenditures
Administration 180,955 205,815 205,815 219,920 6.9%
Cemetery Ground Maintenance 533,619 588,010 588,010 618,105 5.1%
Total Expenditures 714,574 793,825 793,825 866,025 9.1%
Working Capital Increase/(Decrease) 283,457 40,450 40,450 -
Ending Working Capita011 807,459 847,909 847,909 847,909 0.0%
Mnet of pension liability
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.
27
City of Lansing
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Golf Courses Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Working Capital(1) 100,854 117,669 117,669 117,669
Revenues
Other Revenue 3,091 - - 3,000
Sale of Fixed Assets 2,120,816 - - -
Transfers In - Parks Millage 166,000 100,000 100,000 85,000 -15.0%
Total Revenues 2,289,907 100,000 100,000 88,000 -12.0%
Expenditures
Groesbeck Golf Course 149,766 98,000 98,000 85,000 -13.3%
Sycamore Golf Course 2,510 2,000 2,000 3,000 50.0%
Total Expenditures 152,275 100,000 100,000 88,000 -12.0%
Working Capital Increase/(Decrease) 2,137,631 - - -
Dedicated to Parks (2,120,816)
Ending Working Capital(1) 117,669 117,669 117,669 117,669 0.0%
Mnet of pension liability
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.
28
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29
DEPARTMENT
SUMMARIES
City Council
Description
As the City's legislative branch, the City Council is responsible for the adoption and amendment of ordinances in
accordance with the City Charter and State law. The City Council is also vested with oversight and investigative
powers and is charged with creating City policy through the adoption of resolutions. At Council Committee of the
Whole and regularly scheduled 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 an annual City budget, designating appropriations and the amount to be raised by
taxation for general purposes and 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.
31
City Council
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 361,984 370,379 370,379 388,344 4.9%
Retirement/Fixed Benefits 121,926 84,059 84,059 89,162 6.1%
Total Personnel 483,910 454,438 454,438 477,506 5.1%
Operating
Department Operations 135,470 131,066 131,066 115,140 -12.2%
Information Technology Charge 83,178 83,178 83,178 71,800 -13.7%
Total Operating 218,648 214,244 214,244 186,940 -12.7%
Total Expenditures 702,558 668,682 668,682 664,446 -0.6%
Budgetary Explanation
No significant operation changes are budgeted directly in the City Council budget for FY 2022 except for voluntary operating
expenditure reductions.
32
Internal Audit
Description
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. The mission of the Internal Auditor's office
is to follow the City Charter, to improve the accountability for public funds and to improve operations of city
government for the benefit of the citizens of the City of Lansing.
33
Internal Audit
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 76,974 97,388 97,388 112,621 15.6%
Retirement/Fixed Benefits 67,210 61,845 61,845 69,748 12.8%
Total Personnel 144,184 159,234 159,234 182,369 14.5%
Operating
Department Operations 3,575 4,848 4,848 5,506 13.6%
Information Technology Charge 7,211 6,519 6,519 6,849 5.1%
Total Operating 10,786 11,367 11,367 12,355 8.7%
Total Expenditures 154,970 170,601 170,601 194,724 14.1%
Budgetary Explanation
No significant operation changes are budgeted directly in the Internal Audit budget for FY 2022.
34
Mayor's Office
Description
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 staff responds to informational needs and concerns, citizen inquiries and complaints, and works with
residents and citizen groups to implement city initiatives for city improvement.
The Mayor's Office also supports the activities of the Office of Community and Faith-Based Initiatives,the Office of
Community Media, Labor Relations, the Mayor's Neighborhood Advisory Council, the Lansing Regional Sister Cities
Commission, and a variety of community-based task forces.
35
Mayor's Office
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 822,972 720,212 720,212 902,433 25.3%
Retirement/Fixed Benefits 314,643 310,784 310,784 496,921 59.9%
Total Personnel 1,137,615 1,030,996 1,030,996 1,399,354 35.7%
Operating
Department Operations 99,968 126,303 126,303 111,507 -11.7%
Information Technology Charge 86,261 71,565 71,565 72,815 1.7%
Fleet/Equipment Charge 2,315 2,000 2,000 12,452 522.6%
Total Operating 188,544 199,868 199,868 196,774 -1.5%
Total Expenditures 1,326,159 1,230,864 1,230,864 1,596,128 29.7%
Budgetary Explanation
With the hiring of a full time Finance Director, the Chief Strategy Officer (CSO) position is being returned to the Mayor's Office
budget from Finance Operations. The Special Assistant to the Mayor is being held vacant, partially funding an increase in
temporary help for a contracted Business Analyst and an Admin Assistant for the CSO.
36
Office of Community Media
Description
The Office of Community Media (OCM) administers the City's Public, Educational and Government (PEG) digital
media network under the auspices of the Lansing Public Media Center. The LPMC manages day-to-day operations
of the City's government channel (GOV-TV) and Lansing's Public Access Channel (PUB-TV). The LPMC 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.
37
Office of Community Media
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 291,851 366,921 366,921 391,323 6.7%
Retirement/Fixed Benefits 101,802 105,839 105,839 119,194 12.6%
Total Personnel 393,653 472,760 472,760 510,517 8.0%
Operating
Department Operations 5,832 15,902 15,902 8,069 -49.3%
Information Technology Charge 14,421 52,007 52,007 52,426 0.8%
Total Operating 20,253 67,909 67,909 72,745 7.1%
Total Expenditures 413,906 540,669 540,669 583,262 7.9%
Budgetary Explanation
No significant operation changes are budgeted directly in the Office of Community Media budget for FY 2022 with operating
expenditures adjusted to reflect historical needs.
38
City Clerk
Description
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
Medical Marihuana Establishments, Peddlers & Transient Merchants,Vehicles for Hire, and Cabarets.The City Clerk
serves as the recording secretary to the Board of Ethics, administers all oaths required for municipal purposes by
Law and is an approved United States Passport Acceptance Facility.
39
City Clerk
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 710,960 812,718 812,718 795,103 -2.2%
Retirement/Fixed Benefits 240,641 251,572 251,572 261,227 3.8%
Total Personnel 951,601 1,064,290 1,064,290 1,056,330 -0.7%
Operating
Department Operations 461,820 340,829 340,829 297,679 -12.7%
Information Technology Charge 62,574 97,789 97,789 131,516 34.5%
Total Operating 524,394 438,618 438,618 429,195 -2.1%
Total Expenditures 1,475,995 1,502,908 1,502,908 1,485,525 -1.2%
Budgetary Explanation
No significant operation changes are budgeted directly in the City Clerk budget for FY 2022 except for standard cycles of
election activity.
40
54-A District Court & Probation
Description
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 $6,000, 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, and the Lansing Police Department. 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.
41
54-A District Court & Probation
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 2,872,671 3,070,191 3,070,191 3,111,601 1.3%
Retirement/Fixed Benefits 1,948,411 1,937,099 1,937,099 2,024,425 4.5%
Total Personnel 4,821,082 5,007,290 5,007,290 5,136,026 2.6%
Operating
Department Operations 541,701 767,401 767,401 742,818 -3.2%
Information Technology Charge 439,827 379,434 379,434 451,015 18.9%
Total Operating 981,528 1,146,835 1,146,835 1,193,833 4.1%
Total Expenditures 5,802,610 6,154,125 6,154,125 6,329,859 2.9%
Budgetary Explanation
No significant operation changes are budgeted directly in the 54-A District Court budget for FY 2022 except for converting a
vacant part time Collections Officer to a contracted Magistrate position to ensure proper judicial coverage during absences and
when emergencies arise.This will have no net impact on appropriations.
42
Circuit Court Building Rental
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Operating
Veteran's Memorial Building 269,984 275,655 275,655 285,000 3.4%
Total Expenditures 269,984 275,655 275,655 285,000 3.4%
Budgetary Explanation
By State law, the City is obligated to provide a facility for the Circuit Court, which is operated by Ingham County. The above is
the City's share in operational costs of the Veteran's Memorial Building.
43
Neighborhood and Citizen Engagement
Description
The department is designed to engage citizens, advance people, and build neighborhoods. The department
continues the development and growth of Serve Lansing, a citywide service plan to engage citizens in community
service. The department will continue to deliver the successful Citizens Academy program launched in 2018. The
department serves as the key liaison to the Lansing School District. It oversees the Office of Financial
Empowerment, focused on economic development at the individual and household level through its four key
programs: Lansing SAVE, Financial Empowerment Center, Bank On Lansing, and Offender Success. The department
will focus on increasing cross-department communication and coordination of services to neighborhoods.
Events throughout the year will include the LOVE Lansing celebration, Neighborhoods in Bloom neighborhood
beautification program, weekly Walking Wednesday events in Lansing neighborhoods between April and October,
numerous neighborhood clean-up events, coordination with community partners for neighborhood improvements
in several Lansing neighborhoods, publication of the weekly Lansing Neighborhood News, hosting monthly
Neighborhood Roundtables, and organizing the quarterly Housing and Neighborhood Resource Summits.
44
Neighborhood and Citizen Engagement
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 402,126 452,287 452,287 457,757 1.2%
Retirement/Fixed Benefits 306,807 274,463 274,463 283,433 3.3%
Total Personnel 708,933 726,750 726,750 741,190 2.0%
Operating
Department Operations 277,899 263,304 263,304 440,838 67.4%
Information Technology Charge 19,312 61,860 61,860 48,171 -22.1%
Fleet/Equipment Charge - 2,000 2,000 2,000 0.0%
Total Operating 297,211 327,164 327,164 491,009 50.1%
Total Expenditures 1,006,144 1,053,914 1,053,914 1,232,199 16.9%
Budgetary Explanation
Department operations for N&CE includes $190k for the Financial Empowerment Center program and $120k for Lansing SAVE.
45
Economic Development and Planning
Description
The Department of Economic Development and Planning (EDP) was previously known as the Economic
Development and Planning Department. The primary objective of the 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 Department consists of six separate
divisions:
• Administration
• Building Safety
• Code Enforcement
• Parking Services
• Planning
• Development Office
Additionally, DLI, LEAP, and LEPFA report indirectly through the Department of EDP.
The Building Safety Office is operated as a Special Revenue Fund, per State Law. Building safety interacts with
commercial structures in the city and ensures the safety of such structures in our city, whether they be new,
existing, or at the end of their useful life.
Code Enforcement is charged with protecting the health, safety, and welfare of Lansing residents through the
preservation and improvement of the housing stock by assuring safe, decent, and sanitary housing while
conserving the integrity of neighborhoods.
Planning has a broad role in facilitating orderly development and growth across the city. This division oversees
development, implementation, and review of the city's Master Plan. Planning functions include comprehensive
planning, site plan review, flood plain review, zoning review, historic preservation, public infrastructure, and
review of economic development projects.
The Parking Services Office encompasses the operation of the municipal fee-based parking system. Parking
Services Office provides economical parking options for downtown workers and visitors.
Coordination of housing and neighborhood improvement activities are primarily handled under the City's
Community Development Block Grant (CDBG) or various federal and state housing assistance programs. The
traditional allocation of CDBG, HOME, and the Emergency Solutions Grant Program are federally funded programs,
administered by the Development Office. In addition to these programs, the Development Office administers
various grants, such as, Floodplain Abatement FEMA, Lead Based Paint Abatement, and Blight Elimination —
Hardest Hit Funds programs.
(Continued)
46
Economic Development and Planning
Description
Overall,the Department supports the following boards or commissions:
• Planning Board
• Zoning Board of Appeals
• Historic District Commission
• Demolition Board
• Plumbing Board
• Mechanical Board and Electrical Board
• Building Board of Appeals
The Department has worked closely with additional agencies to facilitate development in the City, such as:
• Ingham County Land Bank Fast Track Authority
• LEAP
• Tri-County Regional Planning Commission
• Neighborhood-based nonprofits
47
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Economic Development & Planning
General Fund Admin/Planning 5,117,693 4,778,684 4,878,684 5,906,500 23.6%
Building Safety Fund 2,559,963 2,847,058 2,847,058 2,882,000 1.2%
CDBG Fund 2,618,570 2,394,460 2,394,460 2,489,580 4.0%
HOME Grant Fund 1,082,138 925,990 925,990 838,361 -9.5%
Emergency Solutions Grant 316,571 176,452 176,452 174,439 -1.1%
Downtown Lansing, Inc. 552,397 693,241 693,241 571,300 -17.6%
Parking Fund 18,634,633 9,500,968 7,820,622 6,440,550 -32.2%
Total Expenditures 30,881,964 21,316,852 19,736,506 19,302,730 -9.4%
Budgetary Explanation
Services provided by the Economic Development and Planning Department are incorporated in the City's General Fund, Building
Safety, Parking, and federally-funded Community Development Block Grant(CDBG), HOME, and Emergency Shelter Grant Funds.
Information for the Economic Development and Planning Department's funds is provided in the following pages.
48
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Admin and Planning
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,886,587 1,925,284 2,025,284 1,916,918 -0.4%
Retirement/Fixed Benefits 1,234,038 1,223,610 1,223,610 1,344,092 9.8%
Total Personnel 3,120,625 3,148,894 3,248,894 3,261,010 3.6%
Operating
Department Operations 277,757 336,297 336,297 311,813 -7.3%
Information Technology Charge 243,352 234,693 234,693 323,977 38.0%
Fleet/Equipment Charge 10,312 30,500 30,500 91,700 200.7%
General Fund LEPFA Subsidy 1,003,146 1,028,300 1,028,300 1,443,000 40.3%
EDC Contract 462,500 - - 475,000
Total Operating 1,997,067 1,629,790 1,629,790 2,645,490 62.3%
Total Expenditures 5,117,693 4,778,684 4,878,684 5,906,500 23.6%
Budgetary Explanation
No significant operation changes are budgeted directly in the Economic Development and Planning budget for FY 2022.
49
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Building Safety Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,224,334 1,391,897 1,391,897 1,379,042 -0.9%
Retirement/Fixed Benefits 740,975 856,315 856,315 839,117 -2.0%
Total Personnel 1,965,309 2,248,213 2,248,213 2,218,159 -1.3%
Operating
Department Operations 396,380 395,206 395,206 454,738 15.1%
Information Technology Charge 131,845 131,639 131,639 154,929 17.7%
Fleet/Equipment Charge 66,429 72,000 72,000 54,174 -24.8%
Public Service Engineering/City 311 - - - -
Total Operating 594,654 598,845 598,845 663,841 10.9%
Total Expenditures 2,559,963 2,847,058 2,847,058 2,882,000 1.2%
Budgetary Explanation
No significant operation changes are budgeted directly in the Building Safety budget for FY 2022.
50
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Community Development Block Grant(CDBG) Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Grant Expenditures
Personnel 820,461 1,094,347 1,094,347 1,212,831 10.8
Operating 1,798,109 1,300,113 1,300,113 1,276,749 -1.8%
Total Expenditures 2,618,570 2,394,460 2,394,460 2,489,580 4.0%
Budgetary Explanation
Detailed proposals for CDBG, HOME, and Emergency Solutions grants for FY 2022 are available in the Consolidated Action plan,
available on the City's website.
51
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
HOME Grant Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Grant Expenditures
Personnel 63,927 93,601 93,601 102,321 9.3%
Operating 1,018,211 832,389 832,389 736,041 -11.6%
Total Expenditures 1,082,138 925,990 925,990 838,361 -9.5%
Budgetary Explanation
Detailed proposals for CDBG, HOME, and Emergency Solutions grants for FY 2022 are available in the Consolidated Action plan,
available on the City's website.
52
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Emergency Solutions Grant(ESG) Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Grant Expenditures
Operating 316,571 176,452 176,452 174,439 -1.1%
Total Expenditures 316,571 176,452 176,452 174,439 -1.1%
Budgetary Explanation
Detailed proposals for CDBG, HOME, and Emergency Solutions grants for FY 2022 are available in the Consolidated Action plan,
available on the City's website.
53
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Downtown Lansing, Inc.
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 123,960 166,860 166,860 189,000 13.3%
Total Personnel 123,960 166,860 166,860 189,000 13.3%
Operating
Department Operations 399,596 506,823 506,823 361,464 -28.7%
Information Technology Charge 28,842 19,558 19,558 20,836 6.5%
Total Operating 428,438 526,381 526,381 382,300 -27.4%
Total Expenditures 552,397 693,241 693,241 571,300 -17.6%
Budgetary Explanation
No significant operation changes are budgeted directly in the Downtown Lansing, Inc. budget for FY 2022.
54
Economic Development and Planning
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Parking Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,341,051 1,510,979 1,510,979 1,129,321 -25.3%
Retirement/Fixed Benefits 922,759 1,044,986 1,044,986 1,009,302 -3.4%
Total Personnel 2,263,810 2,555,965 2,555,965 2,138,623 -16.3%
Operating
Department Operations 1,961,050 2,356,239 2,356,239 1,913,704 -18.8%
Information Technology Charge 98,379 104,308 104,308 139,273 33.5%
Fleet/Equipment Charge 55,119 20,000 20,000 120,550 502.8%
Public Service Engineering/City 311 10,000 6,265 6,265 10,000 59.6%
Total Operating 2,124,549 2,486,812 2,486,812 2,183,527 -12.2%
Capital 7,424,936 1,330,000 1,330,000 180,000 -86.5%
Debt Service 2,618,443 3,128,191 1,447,845 1,938,400 -38.0%
Transfers (Townsend Proceeds) 4,202,895 - - -
Total Expenditures 18,634,633 9,500,968 7,820,622 6,440,550 -32.2%
Budgetary Explanation
Parking fund expenditures have been significantly reduced to account for lost parking revenue due to the pandemic.
55
Information Technology
Description
The Information Technology Department is responsible for the maintenance of the City's various computer
systems, and technology infrastructure, as well as the implementation of new technology initiatives. The
department oversees the critical business applications including data analytics, citizen engagement platforms,
Enterprise Content Management systems, financial systems, public safety video surveillance technologies and
internal communication tools. These are the components that help make departments smarter in their day-to-day
operations. This goal is achieved by increasing visibility and efficiency of the department, providing
communication tools which enhance and communication and leveraging technologies, as often as possible,that
56
Information Technology
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,104,451 1,349,493 1,349,493 1,488,709 10.3%
Retirement/Fixed Benefits 841,995 867,118 867,118 911,954 5.2%
Total Personnel 1,946,446 2,216,611 2,216,611 2,400,663 8.3%
Operating
Department Operations 3,986,769 4,552,983 4,552,983 5,071,195 11.4%
Fleet/Equipment Charge 325 3,000 3,000 5,650 88.3%
Total Operating 3,987,094 4,555,983 4,555,983 5,076,845 11.4%
Capital 691,223 355,000 355,000 225,000 -36.6%
Total Expenditures 6,624,764 7,127,594 7,127,594 7,702,508 8.1%
Budgetary Explanation
Operational changes to the Information Technology budget are based on individual department requests and adjustments due
to remote work support.
57
Finance Operations/Assessing/Treasury
Description
City finances are managed across three departments: Operations, Assessing and Treasury. Operations includes
Accounting, Budget,while Treasury includes Property Tax and Income Tax.
Finance's mission is to develop and control the financial management functions of the City, including accounting,
budgeting, assessment, income tax, and treasury functions. The departments maintain multiple financial
management systems which are used for the assessment and collection of property tax, receipt and record
revenue, collection of income tax, monitor and meet financial reporting requirements in order to ensure fiscal
stability and proper utilization of public monies.
Investment and management of City funds are also a major policy and operational activity through which Finance
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.
Finance 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, and accounts payable
functions. Additional support to the Mayor and Council comes from Finance 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.
58
Finance Operations
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 740,803 1,049,060 1,049,060 967,480 -7.8%
Retirement/Fixed Benefits 376,449 570,766 570,766 545,858 -4.4%
Total Personnel 1,117,252 1,619,825 1,619,825 1,513,338 -6.6%
Operating
Department Operations 541,444 401,740 401,740 406,739 1.2%
Information Technology Charge 87,041 84,752 84,752 83,122 -1.9%
Total Operating 628,485 486,492 486,492 489,861 0.7%
Total Expenditures 1,745,738 2,106,317 2,106,317 2,003,199 -4.9%
Budgetary Explanation
As a result of the Finance Director position being restored to the budget for FY 2021,the Chief Strategy Officer Position is being
returned to the Mayor's Office budget.
59
Assessing
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 687,487 939,656 939,656 967,886 3.0%
Retirement/Fixed Benefits 576,152 572,502 572,502 641,737 12.1%
Total Personnel 1,263,639 1,512,158 1,512,158 1,609,623 6.4%
Operating
Department Operations 129,273 123,186 123,186 168,294 36.6%
Information Technology Charge 98,113 101,712 101,712 92,620 -8.9%
Total Operating 227,386 224,898 224,898 260,914 16.0%
Total Expenditures 1,491,025 1,737,056 1,737,056 1,870,537 7.7%
Budgetary Explanation
Department operations has increased for Assessing in anticipation of additional property tax appeals due to the COVID-19
pandemic.
60
Treasury/Income Tax
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 876,798 1,130,610 1,130,610 1,153,625 2.0%
Retirement/Fixed Benefits 658,690 678,249 678,249 715,676 5.5%
Total Personnel 1,535,488 1,808,858 1,808,858 1,869,301 3.3%
Operating
Department Operations 460,467 299,409 299,409 301,412 0.7%
Information Technology Charge 113,048 151,789 151,789 213,900 40.9%
Fleet/Equipment Charge 137 200 200 200 0.0%
Total Operating 573,652 451,398 451,398 515,512 14.2%
Total Expenditures 2,109,140 2,260,256 2,260,256 2,384,813 5.5%
Budgetary Explanation
No significant operation changes are budgeted directly in the Treasury budget for FY 2022.
61
Department of Human Resources
Description
The Human Resources Department is responsible for many necessary functions for the City of Lansing. Human
Resources provide services to all City Departments, employees, retirees, City Unions and the Community. We are
instrumental in providing labor law compliance, record keeping, hiring and training, payroll, compensation, health
and wellness and safety compliance. Human Resources also prepares job descriptions and ensures proper
procedures for review and approval at department levels.
The Department of Human Resources advises the Mayor on policy-related items. The Department develops and
updates policies and procedures for the Department and provides a wide range of activities and customer support
services to the residents of the City of Lansing, all City Departments, including Lansing City Council, 54A-District
Court, Economic Development Corporation, Downtown Lansing, Inc., Lansing Police and Lansing Fire Departments
respectively.
Hiring and Classification Section
The Hiring and Classification Section (HCS) is responsible for recruitment, selections, hiring, retention,
compensation, various trainings and classification of all City positions. The Hiring Group provides ongoing training
to the department managers and supervisors in areas of hiring and selection.
Health and Wellness Section
The Health and Wellness Section administers the City's workers' compensation program and develops safety rules,
policies, and safety training citywide, and administers and ensures compliance with federal workplace regulations.
Payroll and Benefits Section
The Payroll and Benefits Section provides services to City employees and retirees, including orientation for new
employees.
Employee & Labor Relations Section
The Employee & Labor Relations section of the Department of Human Resources is tasked with administering the
grievance process alongside the Chief Labor Negotiator. This area also investigates employee complaints, provides
training and responds to unemployment claims against the City. This section also provides consultations with
management with respect to disciplinary matters and CBA presentations.
62
Human Resources
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 773,278 890,251 890,251 921,125 3.5%
Retirement/Fixed Benefits 460,134 482,419 482,419 519,110 7.6%
Total Personnel 1,233,412 1,372,671 1,372,671 1,440,235 4.9%
Operating
Department Operations 962,495 783,241 783,241 1,284,048 63.9%
Information Technology Charge 81,371 104,308 104,308 148,098 42.0%
Fleet/Equipment Charge - 300 300 300 0.0%
Total Operating 1,043,866 887,849 887,849 1,432,446 61.3%
Total Expenditures 2,277,278 2,260,520 2,260,520 2,872,681 27.1%
Budgetary Explanation
Department operations have been adjusted to account for $300k in equity training and an additional $200k in parking subsidies
pursuant to ratified collective bargaining agreements.
63
Office of the City Attorney
Description
The Office of the City Attorney (OCA) is dedicated to providing the highest quality legal service to the City of
Lansing. Its mission is to provide professional, knowledgeable, courteous, and dependable service to the City's
elected, appointed, and administrative officials and its committees and boards.
Under the Charter, the City Attorney is the attorney for Lansing as a Michigan municipal corporation and is
responsible to both the Mayor and the City Council. The OCA provides legal services and advice at the request of
the Mayor, City Council, City Departments and Boards, represents the City in all cases in which the City is a party or
has an interest, and prosecutes City ordinance violations. As the prosecutor for the City, the City Attorney is
involved in remedying matters that directly impact citizens, neighborhood safety and quality of life, including
enforcement of the housing code, drug laws, and alcohol-related offenses. OCA staffs and provides legal advice at
meetings, drafts ordinances, and issues written legal opinions to elected, appointed, and administrative officials.
OCA also drafts, reviews and approves as to form contracts, bonds, legal instruments, Council resolutions, grants
and is actively involved in the negotiation, purchase, sale, development and redevelopment of property in the City.
This office also serves as the designated Freedom of Information Act(FOIA) coordinator for the City.
64
Office of the City Attorney
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,109,067 1,314,487 1,314,487 1,314,886 0.0%
Retirement/Fixed Benefits 673,687 720,802 720,802 772,254 7.1%
Total Personnel 1,782,754 2,035,289 2,035,289 2,087,140 2.5%
Operating
Department Operations 127,355 132,437 132,437 142,564 7.6%
Information Technology Charge 99,141 97,935 97,935 103,958 6.1%
Total Operating 226,496 230,372 230,372 246,522 7.0%
Total Expenditures 2,009,249 2,265,661 2,265,661 2,333,662 3.0%
Budgetary Explanation
No significant operation changes are budgeted directly in the OCA budget for FY 2022.
65
Police Department
Description
The mission of the Lansing Police Department is to maintain order, preserve public safety and foster a better
quality of life, making our city a better place to live,work and visit.
Vision Statement
Building partnerships and utilizing innovative strategies for a safer, stronger community.
Department Goals
• 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 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.
• Sanctity of Human Life
• Reduce violent crime through pro-active policing through a focused intelligence and data lead policing
philosophy.
To accomplish our mission, LPD will embrace a community-based, problem-oriented, data-driven policing strategy
that emphasizes, the use of problem-solving techniques, community policing and a reliance on data to identify
threats, measure the results of our interventions, and to hold ourselves accountable; to each other and to our
community.
Police Department operations involve logistical support from Four Divisions; Administrative Division, Patrol
Division, Investigations Division and the Staff Services Division. Each Division had a Captain that oversees police
operations for those divisions. The Patrol Division Captain is responsible for all uniformed officers including Sector
Officers, School Resource Officers, and Canine Team. Traffic Unit and Community Policing Officers (CPO's). The
Investigations Division Captain oversees Detectives, C.S.I, S.T.A.R.T., DIVE, Special Operations Division, and the
Violent Crime Initiative (VCI).The Administrative Division Captain oversees, Detention,Training, Grants,Accounting
Services, Staff Services Captain oversees the Property and Supply Unit, Electronic Equipment Maintenance Unit,
Hiring and Recruiting,Technical Services, as well as Records and Identification.The Internal Affairs Unit and Public
Information Director reports directly to the Chief of Police.
(Continued)
66
Police Department
Description
Forfeiture Fund (drug law fund) consists of monies and other assets seized and forfeited in the process of
enforcement of anti-drug laws. The Special Operations Division confronts the difficult issues involved in narcotic
trafficking, vice, organized crime, and criminal gangs. The Special Operations Section works with our law
enforcement partners at both the state and federal levels. These partnerships include the United States Attorney's
Office, the Ingham County Prosecutor's Office, the Federal Bureau of Alcohol Tobacco and Firearms, the Federal
Drug Enforcement Agency, the Internal Revenue Service, the Federal Bureau of Investigations, the United States
Department of Agriculture, Health and Human Services, the Michigan State police, and local law enforcement
agencies.
LPD's proposed budget ensures that all core services remain intact, all while enhancing community policing
initiatives such as the Citizen Police Academy, G.R.E.A.T., and Neighborhood Engagement Events. LPD will
continue to strengthen its regional partnerships with crime fighting and prevention strategies along police
Legitimacy and use of force training.
67
Police Department
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
General Fund
Department Operations 24,614,350 25,699,594 25,724,594 26,309,472 2.4%
Retirement/Fixed Benefits 15,871,785 16,831,401 16,831,401 19,366,418 15.1%
Information Technology Charge 1,994,592 2,412,851 2,412,851 2,685,321 11.3%
Fleet/Equipment Charge 1,679,167 1,550,000 1,550,000 1,550,000 0.0%
Drug Forfeiture Funds
Federal 48,369 62,800 62,800 204,000 224.8%
State/Local 183,176 184,000 523,200 - -100.0%
Tri-County Metro 643,297 366,000 366,000 - -100.0%
Total Expenditures 45,034,734 47,106,646 47,470,846 50,115,211 6.4%
Budgetary Explanation
$3.525 million of the Lansing Police Department is funded by a voter-approved 1.5 mill property tax millage. Information for
the Lansing Police Department's funds is provided in the following pages.
68
Police Department
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Department
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 21,539,268 22,195,646 22,195,646 22,805,162 2.7%
Retirement/Fixed Benefits 15,871,785 16,831,401 16,831,401 19,366,418 15.1%
Total Personnel 37,411,053 39,027,047 39,027,047 42,171,580 8.1%
Operating
Department Operations 3,075,082 3,503,948 3,528,948 3,504,310 0.0%
Information Technology Charge 1,994,592 2,412,851 2,412,851 2,685,321 11.3%
Fleet/Equipment Charge 1,679,167 1,550,000 1,550,000 1,550,000 0.0%
Total Operating 6,748,840 7,466,799 7,491,799 7,739,631 3.7%
Total Expenditures 44,159,893 46,493,846 46,518,846 49,911,211 7.4%
Budgetary Explanation
The Police budget for FY 2022 adds a Social Worker and a FOIA Analyst to provide additional community support and improved
transparancy.
69
Police Department
Fiscal Year July 1, 2021 -June 30, 2022
Federal Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Fund Expenditures
Operating - 2,800 2,800 174,000 6114.3%
Capital 48,369 60,000 60,000 30,000 -50.0%
Total Expenditures 48,369 62,800 62,800 204,000 224.8%
Budgetary Explanation
Drug forfeiture revenues vary widely from year-to-year, subject to the timing of Federal case settlement and awards. Current
forfeitures are proposed for the colocation of the City's Special Operations unit, Tri-County Metro, and U.S. Drug Enforcement
Agencies at the Hill Center.
70
Police Department
Fiscal Year July 1, 2021 -June 30, 2022
State/Local Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Fund Expenditures
Operating 124,021 184,000 523,200 - -100.0%
Capital 59,155 - - -
Total Expenditures 183,176 184,000 523,200 - -100.0%
Budgetary Explanation
Drug forfeiture revenues vary widely from year-to-year, subject to the timing of State case settlement and awards.
71
Police Department
Fiscal Year July 1, 2021 -June 30, 2022
Tri-County Metro Drug Enforcement Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Fund Expenditures
Operating 558,001 285,500 285,500 - -100.0%
Capital - - - -
Total Expenditures 558,001 285,500 285,500 - -100.0%
Budgetary Explanation
Drug forfeiture revenues vary widely from year-to-year, subject to the timing of State case settlement and awards.
72
Fire Department
Description
The Lansing Fire Department, under the direction of its Fire Chief, is committed to serving the Lansing community
with the highest levels of life and property protection. This is achieved by providing excellent, compassionate
service in an atmosphere that encourages innovation, professional development and diversity. The Lansing Fire
Department also has a Board of Fire Commissioners with eight members that represent all wards within the City of
Lansing, including two at-large positions. The Fire Commissioners have a wide range of authority including
department budget approval, citizen complaints and department polices.
The Department performs its mission through six organizational divisions and provides a wide range of services
including Fire Prevention, Emergency Management and disaster preparation activities, Fire Safety, plan review,
public education, special events planning, arson investigation, employee education and certification, as well as
emergency response for fire and medical, hazardous materials, and technical rescues.
73
Fire Department
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 17,103,452 18,021,702 18,021,702 17,475,899 -3.0%
Retirement/Fixed Benefits 12,741,423 13,544,374 13,544,374 15,311,022 13.0%
Total Personnel 29,844,875 31,566,076 31,566,076 32,786,921 3.9%
Operating
Department Operations 2,171,416 2,093,759 2,227,459 2,423,179 15.7%
Information Technology Charge 1,035,063 1,094,412 1,094,412 1,229,381 12.3%
Fleet/Equipment Charge 2,112,500 1,950,000 1,950,000 1,950,000 0.0%
Total Operating 5,318,979 5,138,171 5,271,871 5,602,560 9.0%
Total Expenditures 35,163,853 36,704,247 36,837,947 38,389,481 4.6%
Budgetary Explanation
Fire department operations includes $120k for community health care workers. Personnel includes approximately $421k in
vacancies that are not anticipated to be filled in the next fiscal year.
74
Public Service Department
Description
The Public Service Department is organized into six distinct divisions (Engineering, Business, Permits and
Technology, Operations and Maintenance, Fleet Services, Property Management, and Waste Water Treatment
Plant) that are responsible for engineering, transportation, construction, right-of-way permitting, city fleet
maintenance, maintenance of city property, operation and maintenance of roads, bridges, sidewalks, and storm and
sanitary sewers within the city of Lansing, including the Waste Water Treatment Plant and pump stations . The
Operations and Maintenance Division also operates the City's Capital Area Recycling and Trash (CART) program.
The Engineering Division also provides general engineering support and oversight to other City departments.
Activities of the Department are primarily supported through: General Fund, Act 51 Fund (Major and Local Streets
Special Revenue Fund - Gas Tax), Sewage Disposal System Enterprise Fund (sewer bills), trash collection fees, and
recycling fees.
Additional funding may be utilized, as available, from bond proceeds and interest on existing bond issuances,
Federal E.P.A. and Transportation Funds, Michigan Department of Transportation and Michigan Department of
Environmental Quality Grants, State Revolving Loan Funds, the Lansing Building Authority, Tax Increment Finance
Authority, Special Assessments, and the City's Community Development Block Grant.
Engineering (Major supporting funds:General Fund,Act 51,Sewage Disposal System Enterprise Fund)
The Infrastructure and Environment Group is responsible for the oversight of all infrastructure design and
construction contracts in the City necessary to maintain, upgrade, expand and install infrastructure associated with
the storm sewer, sanitary sewer, non-motorized road and sidewalk systems. This group reviews and approves site
plans for development projects. It also administers several programs regulated by the State of Michigan such as:
Biennial Bridge Inspections, Soil Erosion and Sedimentation Program, Street Rating (PASER), ACT51 Reporting, and
Environmental Clean-up Projects.
In addition, the city's largest infrastructure and environmental program, the Wet Weather Program (comprised of
the CSO, SSO, and Storm water Phase II permit programs) is managed out of this group.
The Transportation and Non-Motorized group guides the operational design of reconstructed streets using the
Complete Streets model and oversees implementation of the city's non-motorized plan and sidewalk gap closure
and repair program. This group also develops the traffic sign program for the city and manages all city traffic
signals and school zone flashers, evaluates intersection traffic control, speed limits, parking regulations, and
roadway lane configurations, develops traffic control plans for special events, and prepares school operational and
safety studies and a wide variety of other traffic operations evaluations and reports. The Transportation and Non-
Motorized group is also responsible for CAD and GIS within the Public Service Department.
(continued)
75
Public Service Department
Description
Business. Permits and Technology Major supporting funds: General Fund. Act 51 Sewage Dis osal System
Enterprise Fund):
The Public Service Department is the Largest City department by size and budget in the City. It is important that
the business conducted within the department is coordinated amongst aLL of the Divisions and therefore offering
better service to our customers.The Business, Permits and Technology Division combines the Public Service budget
coordination, permitting, soil erosion enforcement, snow on sidewalk program, accounts payable, accounts
receivable, administrative support and department wide technology efforts, into one workgroup.
The right-of-way (ROW) is managed by this division by its issuance of aLL ROW permits to private contractors and
utility companies that need to perform work in the right of way. This Division also provides permitting and
inspection for the Soil Erosion and Sedimentation and Control. Program, sidewalk and drive approaches, sewers,
and special transportation. This group has a focus on improving our communication with our customers and
general advancements of technology and its use and deployment throughout the department.
Operations and Maintenance 0� &M) Major supporting funds: General Fund. Act 51 Sewage Disposal System
Enterprise Fund,trash fees, and recycling fees).
The 0&M Division is generally considered to be the backbone of the City. The Division is responsible for
maintaining the city's infrastructure and delivering quality city services. The Division It is divided into seven
sections:Surface, CART (Capital Area Recycling and Trash), Streets, Sewer, Grounds, Forestry, and Administrative.
The State of Michigan contracts with the City to maintain 44 miles of state trunklines and provides funding within
the Major Streets Fund for: maintenance and repairs to roadways, winter maintenance, right of way mowing, and
traffic control systems on state trunklines.
Surface
The Surface Section is responsible for maintaining city surface infrastructure, aLLeys, and parking areas. Funding
sources include the Parking Fund, Major and Local. Street Funds, and the General Fund. Funded activities include
operating the 0&M yards and facilities, maintaining surface infrastructure (e.g. guard rails, signs), graffiti
abatement, compost facility operations, internal. city department refuse service, ROW trash violation abatement,
street sweeping, gravel street maintenance, alley maintenance, sign shop field operations, special event traffic
control and barricading, placing radar speed trailers and message boards, fall Leaf removal from the streets, and
winter maintenance activities. The Surface Section is the one stop source for traffic control and barrier placement,
providing routine and emergency support to the Transportation Unit, the Lansing Fire Department and the Lansing
Police Department.
(continued)
76
Public Service Department
Description
Capital Area Recycling and Trash (CART).
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 units. Under ordinance, Larger residential complexes, and
commercial and industrial operations are required to recycle and the Department is charged with oversight of this
activity. The City's transition to a single recycling stream collection method, where all recyclables are collected in
one container in the coLLection truck, has continued to be an enormous success.
The Trash Fund supports the Operations and Maintenance Division's weekly trash collection throughout the City.
The city provides three curbside trash services throughout the city: pay as you throw Blue Bags, Blue Cart trash
service and bulk trash removal. The pay as you through Blue Bag trash bags are sold through local merchants,
where residents prepay for bags and only set out trash bags as needed.
Use of our Blue Bag program has declined over the past several years but it can complement recycling efforts by
making refuse disposal Less expensive for residents who make regular use of the City's single stream recycling
program. Affordable Blue Cart trash service is also avaiLabLe on a subscription basis, and includes a city provided
container and weekly coLLection service;service is avaiLabLe by caLLing the Department and is billed quarterly. BuLk
trash removal is also available to dispose of large refuse items by purchasing a bulk sticker from LocaL merchants or
the City. Services are funded from the revenue derived from Blue Bag sales, quarterly billing for Blue Cart
container services and bulk sticker sales.
Streets
The Street Section maintains city streets and sidewalks using the Major and Local Street Funds for street repairs,
and utility cut fees and the General Fund for sidewalk maintenance. Funded activities include resurfacing, skin
patching, asphalt spray patching, potholing, crack sealing, utility cut repairs, concrete curb repair, sidewalk repairs
and winter maintenance. Maintenance work is coordinated and prioritized by working closely with the Engineering
Division.
Sewer
The Sewer Section maintains the city sanitary and storm sewer collection system using sewer funds for sanitary
sewer maintenance and the General Fund 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.
Forestry and Grounds
The Grounds Section maintains city green spaces, cemeteries, trees, and park infrastructure. Funding sources
include the General Fund, Major and Local Street Funds. Funded activities include mowing (for all City
jurisdictional properties: ROWS, parks, cemeteries, and parking lots), cemetery operations, ornamental area
planting, support to Leisure services, parks infrastructure maintenance, forestry operations (hazard tree removal,
hazard mitigation, planting and nursery operations) and winter maintenance.
(continued)
77
Public Service Department
Description
Administrative
The Administrative Section is responsible for customer service, accounting functions and performance tracking of
all activities within the Division. The section coordinates the administrative needs of other sections and provides a
direct link between the public and the services performed by the Operations and Maintenance Division. On an
annual basis this section handles over 22,000 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 CART
section. They manage payroll and personnel issues for full time Teamster and UAW employees and UAW seasonal
employees. They also service over 8,300 Trash Cart customers and an estimated 6,000 blue bag customers.
Through meticulous data management procedures they ensure that the activities of the Division are properly
recorded, reported, and where applicable, reimbursed by other departments, agencies or individuals the division
supports.
Waste Water Treatment Plant(WWTP) (Major supporting funds:Sewage Disposal System Enterprise Fund
The City's Activated Sludge Wastewater Treatment Plant is the fifth largest in the State of Michigan. It is a high-
tech facility with a comprehensive computerized control system. This system can remotely control many functions
of outlying pump stations, process controls, and other WWTP functions. This process has allowed the WWTP to
optimize staff size and focus attention on maintaining the plant equipment necessary to serve our customers.
Currently the plant processes an average daily flow of 14 million gallons of sewage.
The WWTP laboratory is responsible for daily testing of influent flows, evaluating the plant's in-process removal of
pollutants, and confirming plant effluent compliance with the National Pollution Discharge Elimination System
(NPDES) limits.
The WWTP staff is responsible for operating and maintaining 28 sanitary sewer pump stations ranging in capacity
from less than 100,000 gallons per day to over to 66,000,000 gallons per day. The WWTP staff is also responsible
for operating and maintaining four storm water pumping stations in the city. Other programs that are managed
within this division are the Industrial Pretreatment Program (IPP) and the Residuals Management Plan (disposal of
plant solid waste by Landfilling dewatered sludge or Land Applying lime stabilized sludge; i.e., BioSolids). The
WWTP and its environmental processes continue to be among the most regulated programs in the State of
Michigan. Sound sewerage system infrastructure is imperative for maintaining proper environmental standards
and to preserve public health and safety.
Fleet Services Division (Major supporting funds:General Fund,Act 51, Sewage Disposal System Enterprise Fund
Fleet Services is responsible for preventative maintenance and repair of all vehicles and equipment owned by the
City.The fleet is divided into two categories to help manage it. We have approximately 550 "rolling stock"vehicles
(rolling stock is a unit that is capable of moving itself down the road) and approximately 500 pieces of equipment
(used for maintenance throughout the City). Additionally, we are responsible for purchasing and disposal of units
with the assistance of the City's Purchasing Department.
(continued)
78
Public Service Department
Description
Property Management Division
The Property Management Division is responsible for managing the City of Lansing's properties. The City of
Lansing owns approximately 750 properties which includes approximately 223 buildings. The Division is directly
responsible for 75 buildings and 59 other properties.
Property Management staff are available 24 hours a day for emergencies and provide support to many special
events. The Division provides facility planning and utility services for over 40 special events a year. Some of the
more popular ones are: Downtown Lansing Inc. Frost Fest, Lansing Board of Water and Light Chili Cook Off, Old
Town Commercial Festival of the Moon and Sun, City of Lansing 4th of July event, Common Ground Music Festival
and the City of Lansing Mosaic Festival. This includes providing power, lights, water, sewer, and other work
necessary to make the special events happen. The Division also works with other City of Lansing departments,
other outside governmental agencies, private companies or businesses to help make the special events a success
for all participants.
79
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Public Service
General Fund Public Service 12,116,882 11,843,878 11,843,878 12,138,839 2.5%
Major Streets Fund 13,282,429 15,337,053 17,639,828 16,923,159 10.3%
Local Streets Fund 7,807,462 10,115,040 11,852,502 11,017,407 8.9%
Sanitary Sewer Fund 36,795,458 37,673,309 47,960,405 41,820,792 11.0%
Garbage & Rubbish Fund 2,141,627 2,313,394 2,375,804 2,295,793 -0.8%
Recycling Fund 4,293,009 5,012,520 5,085,086 5,072,387 1.2%
Engineering Internal Service Fund 3,831,899 4,539,614 4,539,614 4,546,888 0.2%
Fleet Maintenance Fund 7,883,967 10,750,164 11,574,110 10,075,268 -6.3%
Total Expenditures 88,152,733 97,584,972 112,871,227 103,890,533 6.5%
Budgetary Explanation
Information for the Public Service Department's various funds is provided in the following pages.
80
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Public Service
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,350,799 1,867,204 1,867,204 1,482,541 -20.6%
Retirement/Fixed Benefits 1,053,958 1,070,020 1,070,020 1,258,637 17.6%
Total Personnel 2,404,757 2,937,224 2,937,224 2,741,178 -6.7%
Operating
Department Operations 7,868,193 7,834,983 7,834,983 7,889,489 0.7%
Information Technology Charge 133,652 86,728 86,728 101,409 16.9%
Fleet/Equipment Charge 782,826 366,156 366,156 578,500 58.0%
Public Service Engineering/City 311 927,455 618,787 618,787 828,263 33.9%
Total Operating 9,712,126 8,906,654 8,906,654 9,397,661 5.5%
Total Expenditures 12,116,882 11,843,878 11,843,878 12,138,839 2.5%
Budgetary Explanation
No significant operation changes are budgeted directly in the Public Service Department general fund budget for FY 2022.
Reduction in active personnel due to directly including projected vacancy savings into the department budget.
81
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Major Streets Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,685,815 2,229,215 2,229,215 1,968,600 -11.7%
Retirement/Fixed Benefits 1,299,140 1,459,186 1,459,186 1,348,412 -7.6%
Total Personnel 2,984,955 3,688,401 3,688,401 3,317,012 -10.1%
Operating
Department Operations 993,968 1,782,762 1,782,762 1,753,073 -1.7%
Fleet/Equipment Charge 523,584 697,500 697,500 697,500 0.0%
Public Service Engineering/City 311 1,204,854 811,585 811,585 1,377,718 69.8%
Total Operating 2,722,407 3,291,847 3,291,847 3,828,291 16.3%
Capital 2,698,917 4,470,000 6,772,775 4,980,000 11.4%
Debt Service 805,151 804,050 804,050 797,857 -0.8%
Transfer to Local Streets 4,071,000 3,082,755 3,082,755 4,000,000 29.8%
Total Expenditures 13,282,429 15,337,053 17,639,828 16,923,159 10.3%
Budgetary Explanation
No significant operation changes are budgeted directly in the Major Streets special revenue fund budget for FY 2022.
Capital project funding is listed in the Capital Improvement section of this budget document.
82
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Local Streets Special Revenue Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,480,988 2,009,879 2,009,879 2,022,409 0.6%
Retirement/Fixed Benefits 1,255,805 1,410,538 1,410,538 1,394,322 -1.1%
Total Personnel 2,736,793 3,420,417 3,420,417 3,416,731 -0.1%
Operating
Department Operations 492,633 728,026 728,026 733,527 0.8%
Fleet/Equipment Charge 970,010 1,230,000 1,230,000 1,230,000 0.0%
Public Service Engineering/City 311 798,147 527,448 527,448 895,493 69.8%
Total Operating 2,260,790 2,485,474 2,485,474 2,859,020 15.0%
Capital 1,625,817 3,325,000 5,062,462 3,856,000 16.0%
Debt Service 884,062 884,149 884,149 885,656 0.2%
Transfers 300,000 - - -
Total Expenditures 7,807,462 10,115,040 11,852,502 11,017,407 8.9%
Budgetary Explanation
No significant operation changes are budgeted directly in the Local Streets special revenue fund budget for FY 2022.
Capital project funding is listed in the Capital Improvement section of this budget document.
83
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Sanitary Sewer(Wastewater) Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 3,868,297 4,902,967 4,902,967 4,782,080 -2.5%
Retirement/Fixed Benefits 2,978,490 3,248,379 3,248,379 3,149,717 -3.0%
Total Personnel 6,846,787 8,151,346 8,151,346 7,931,797 -2.7%
Operating
Department Operations 6,470,757 8,049,060 8,054,060 5,769,364 -28.3%
Information Technology Charge 214,528 183,492 183,492 198,630 8.2%
Fleet/Equipment Charge 1,271,193 615,000 615,000 885,000 43.9%
Public Service Engineering/City 311 1,530,407 1,011,356 1,011,356 1,708,264 68.9%
Total Operating 9,486,885 9,858,908 9,863,908 8,561,258 -13.2%
Capital 4,730,014 5,467,000 15,749,096 11,657,000 113.2%
Debt Service 14,481,772 14,196,055 14,196,055 13,670,737 -3.7%
Transfers 1,250,000 - - -
Total Expenditures 36,795,458 37,673,309 47,960,405 41,820,792 11.0%
Budgetary Explanation
No significant operation changes are budgeted directly in the Sewer enterprise fund budget for FY 2022.
Capital project funding is listed in the Capital Improvement section of this budget document.
84
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Trash Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 607,218 794,091 794,091 771,852 -2.8%
Retirement/Fixed Benefits 534,191 600,000 600,000 468,928 -21.8%
Total Personnel 1,141,409 1,394,091 1,394,091 1,240,780 -11.0%
Operating
Department Operations 465,000 467,896 467,896 470,618 0.6%
Fleet/Equipment Charge 461,481 402,500 402,500 410,000 1.9%
Public Service Engineering/City 311 72,598 48,907 48,907 174,395 256.6%
Total Operating 999,079 919,303 919,303 1,055,013 14.8%
Capital 1,140 - 62,410 -
Total Expenditures 2,141,627 2,313,394 2,375,804 2,295,793 -0.8%
Budgetary Explanation
No significant operation changes are budgeted directly in the Trash enterprise fund budget for FY 2022.
Capital project funding is listed in the Capital Improvement section of this budget document.
85
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Recycling Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,161,213 1,487,607 1,487,607 1,440,017 -3.2%
Retirement/Fixed Benefits 1,006,060 1,130,000 1,130,000 1,025,739 -9.2%
Total Personnel 2,167,272 2,617,607 2,617,607 2,465,756 -5.8%
Operating
Department Operations 1,200,957 1,215,100 1,225,400 1,420,370 16.9%
Fleet/Equipment Charge 609,519 675,000 675,000 675,000 0.0%
Public Service Engineering/City 311 76,063 50,000 50,000 176,689 253.4%
Total Operating 1,886,539 1,940,100 1,950,400 2,272,059 17.1%
Capital - - 62,266 -
Debt Service 239,199 454,812 454,812 334,572 -26.4%
Total Expenditures 4,293,009 5,012,520 5,085,086 5,072,387 1.2%
Budgetary Explanation
No significant operation changes are budgeted directly in the Recycling enterprise fund budget for FY 2022.
Capital project funding is listed in the Capital Improvement section of this budget document.
86
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Engineering Internal Service Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,507,784 2,127,295 2,127,295 2,336,062 9.8%
Retirement/Fixed Benefits 1,272,518 1,332,873 1,332,873 1,805,744 35.5%
Total Personnel. 2,780,302 3,460,168 3,460,168 4,141,806 19.7%
Operating
Department Operations 320,983 243,748 243,748 266,550 9.4%
Information Technology Charge 789,432 810,698 810,698 814,076 0.4%
Fleet/Equipment Charge 476 10,000 10,000 34,766 247.7%
Total Operating 1,110,891 1,064,446 1,064,446 1,115,392 4.8%
Capital. (59,294) 15,000 15,000 10,000 -33.3%
Total Expenditures 3,831,899 4,539,614 4,539,614 5,267,198 16.0%
Budgetary Explanation
The Engineering internal service fund has expanded to include City 311 featuring eight new Public Service employees that will
be a one stop resource for providing customer support to the Lansing community.
87
Public Service
Fiscal Year July 1, 2021 -June 30, 2022
Fleet Internal Service Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 1,655,100 2,347,618 2,347,618 2,065,614 -12.0%
Retirement/Fixed Benefits 1,553,311 1,665,861 1,665,861 1,702,488 2.2%
Total Personnel 3,208,411 4,013,479 4,013,479 3,768,102 -6.1%
Operating
Department Operations 3,471,447 3,914,333 3,914,333 3,795,598 -3.0%
Information Technology Charge 178,209 266,229 266,229 210,044 -21.1%
Fleet/Equipment Charge 21,667 20,000 20,000 20,000 0.0%
Public Service Engineering/City 311 76,063 50,266 50,266 96,376 91.7%
Total Operating 3,747,386 4,250,828 4,250,828 4,122,018 -3.0%
Capital 431,350 1,955,749 2,779,695 1,508,000 -22.9%
Debt Service 496,820 530,108 530,108 677,148 27.7%
Total Expenditures 7,883,967 10,750,164 11,574,110 10,075,268 -6.3%
Budgetary Explanation 6,773,564
No significant operation changes are budgeted directly in the Fleet internal service fund budget for FY 2022. Active personnel
accounts for $314k in anticipated vacancies for FY 2022.
88
Human Relations and Community Services
Description
The Human Relations and Community Services (HRCS) Department pursues City Charter and Ordinance mandates
to address basic human services needs and help cultivate a community climate of diversity, equity and
nondiscrimination. The Department strives to improve the quality of life for all Lansing citizens by providing
Leadership to address urgent community issues such as the resolution of homelessness, food insecurity, health
care, affordable housing, infant mortality,youth prevention programs, and refugee resettlement.
HRCS Responsibilities
The Department's Human Services focus works in partnership with community coalitions to evaluate community
needs, develop grant proposals or programming, and oversee contracts to distribute City funding to address
urgent needs. The Department administers Federal Housing and Urban Development (HUD) Continuum of Care
(CoC), City Emergency Solutions Grants (ESG) and acts as Fiduciary for MSHDA ESG funds through sub-contracts
with local agencies, providing monitoring and technical assistance. HRCS is the designated CoC Lead and
Homeless Management Information System (HMIS) Lead Agency tracking homeless services. The Human Relations'
focus provides mediation to address community disputes and complaints, and monitors City compliance with laws
and ordinances to ensure social equity.
Leveraging Funds
The Department administers Human Services Funding as outlined in the City Charter and ensures the funds are
disbursed in a coordinated and efficient manner. These funds are an excellent return on investment, leveraging at
Least ten (10) times the original amount through other funding that comes back into the community. HRCS assists
other City departments and local agencies in identifying resources, completing grant applications and leveraging
funding from multiple sources to address community needs. HRCS brings divergent groups together as
partners to pool scarce resources to address unmet needs. Priority needs are defined by City Charter as:
• Basic Needs: Food, shelter, 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 people with disabilities.
• Employability Development:Job readiness and retention,job seeking skills,vocational training,job site
development and placement activities.
• Health/Mental Health: Health care access, crisis intervention, dental care, prescription medications, health
promotion, counseling, substance abuse prevention, safety promotion, hospice and respite care.
Assessing Needs
The Department assesses human services needs within the community, develops priorities, and assures the use of
City funds is appropriate and consistent with identified priorities. The Human Relations and Community Services
Advisory Board, composed of Lansing residents, provides the citizen's perspective to the Department, fostering
mutual understanding and respect among all groups in the city while helping to identify community needs and
resources. HRCS periodically holds public forums and invites interested community members and applicant
agencies to discuss community needs and services gaps that help determine funding priorities.
(continued)
89
Human Relations and Community Services
Assessing Needs (Continued)
The HRCS Department promotes an agency clustering model, whereby agencies providing similar services are
encouraged to partner on mutual projects, thus reducing cost inefficiencies and duplicative efforts. Agencies are
encouraged to participate in Meet the Need, a community coordination tool bridging the faith community with
human services agencies to help meet local needs.
Food Security
The HRCS Department supports a monthly Mobile Food Pantry and senior site food drop, staffed by volunteers,
through a contract with the Greater Lansing Food Bank.
Children and Youth are assisted through the "Feed Greater Lansing's Children Program" distributing healthy
Lunches and food boxes to families who would otherwise go without during the school district's six weeks of
school breaks.This program helps offset State budget cuts toward family assistance grants and food supplements.
Elder Abuse and Financial Exploitation
The HRCS Department developed an Elder Abuse Coordinated Community Response Team in partnership with the
Lansing Police Department, Prosecutor's Office, End Violent Encounters, Inc., the Tri-County Office on Aging and
Adult Protective Services. This has created a comprehensive system to respond to and prosecute elder abuse,
provide victim advocacy, emergency shelter and transitional housing for older victims of abuse. The Elder Abuse
Coordinated Community Response Team of area victim services providers remains in the community to plan
ongoing prevention strategies, educate the community and provide a systemic response to elder abuse.
Citizen Assistance
HRCS is the City of Lansing's focal point for citizens seeking help with all types of human services needs providing
information, referral and direct assistance as needed. Staff is trained as mediators who may assist residents in
resolving neighborhood conflicts or disputes prior to seeking legal action or contact with the courts.
Non-Discrimination and Equal Opportunity
The Department is charged with the enforcement of Charter and Ordinance Human Relations mandates
which prohibit discrimination on the basis of protected characteristics, against persons seeking employment,
housing, and the use of public facilities. These include labor standards such as the federal Davis Bacon
Prevailing Wage Act for City construction projects, as well as Fair Housing enforcement, and the Human Rights
The Department is mandated to ensure City compliance with, and handle complaints related to, the Equal
Employment Opportunity Act,the Americans with Disabilities Act, Section 504, and Child Labor Law.
Complaint Investigation
HRCS houses the Police Commission Investigator who conducts independent intake and review of citizen
complaints against the Lansing Police Department that may allege inappropriate and/or discourteous actions by
police personnel.
City Supported Agencies and Events
Through HRCS, the City contracts with a variety of community agencies to support other essential programs such
as diversion for first time offenders, economic development, educational enhancement, recreation and the Arts,
which enhances the quality of life for Lansing citizens.
90
Human Relations and Community Services
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 884,866 965,403 965,403 1,114,539 15.4%
Retirement/Fixed Benefits 543,764 570,836 570,836 633,376 11.0%
Total Personnel 1,428,630 1,536,239 1,536,239 1,747,915 13.8%
Operating
Department Operations 138,120 100,345 100,345 92,335 -8.0%
Information Technology Charge 69,785 84,750 84,750 89,844 6.0%
Fleet/Equipment Charge 1,955 4,000 4,000 4,000 0.0%
Total Operating 209,859 189,095 189,095 186,179 -1.5%
Total Expenditures 1,638,489 1,725,334 1,725,334 1,934,094 12.1%
Human Services(l) 1,323,214 1,560,400 2,109,284 1,665,000 6.7%
Addressing RacialJustice and Equity(2) - - - 135,000
Total Basic Human Services 1,323,214 1,560,400 2,109,284 1,800,000 15.4%
(1)1.25%of General Fund Revenues
(2)0.10%of General Fund Revenues
Budgetary Explanation
The FY 2022 budget for HRCS eliminates the vacant Secretary position and adds a Contract Manager Supervisor to more
effectively manage City grants. This change is anticipated to offset its increase in appropriation with more efficient Federal
grant management.
The budget also includes the additional 0.10% added to the Basic Human Needs ordinance to specifically address racial justice
and equity.
91
Parks and Recreation
Description
The Department of Parks and Recreation creates community through people, parks and programs. The mission of
the Parks and Recreation Department is to enhance the quality of life through the preservation and maintenance of
park lands, the provision of quality leisure time activities, and the provision of special facilities which would
otherwise not be available to the Lansing residents. The Department accomplishes this mission in the following
ways:
• Organization of youth, adult, and senior citizen recreational programming in parks, community centers, schools,
swimming pools, nature center, and historic home.
• 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 golf opportunities at Groesbeck Golf Course which support recreational and league play in the
area
now managed by the Lansing Entertainment and Facilities Authority(LEPFA).
• Supporting youth through the teaching of life-skills through The First Tee of Mid-Michigan program at Sycamore
Creek Golf Academy.
• Provision of special recreation facilities such as Ranney Skate Park, Soldan Dog Park, Gier Park BMX Bicycle
Track,
Cooley Gardens, Frances Park Rose Garden and the Lansing River Trail linear park.
• Sustaining working partnerships with the Lansing School District, Ingham County Parks and Recreation, Michigan
Department of Natural Resources, Michiqan Natural Resources Trust Fund, Michiqan Department of
Organization
The Parks and Recreation Department consists of four 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 payable and receivable, and processes
paperwork for yearly employee evaluations and step increases.
(continued)
92
Parks and Recreation
Organization (continued)
Field Services
Funding for Field Services which includes; Forestry, Grounds and Landscape Maintenance, and Athletic Field and
Pool Maintenance, is located in this part of the budget. Staffing for these activities now resides in the Public
Service Department. Below is a description of these services.
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, and park sidewalks during the winter season. Athletic Fields and Pool
Maintenance is responsible for the 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).
Leisure Services
The Leisure Services Division operates recreation programs at four Community Centers (tier, Foster, Letts,
Schmidt), Special Recreation Services (Hunter and Moores Swimming Pools, Kids Camp, City Wide Special Events
and Therapeutic Recreation) and Lifetime Sports. The division also operates specialized facilities such as the
Turner-Dodge House (historic home) and the Fenner Nature Center. Programming at the Fenner Nature Center is
conducted by the Fenner Conservancy.
Golf Operations
The Sycamore Driving Range and Practice Facility is operated by The First Tee of Mid- Michigan, and is located at
1526 E. Mount Hope Avenue. This program provides quality instruction on the game of golf for youth and adults.
The First Tee of Mid-Michigan operates the driving range,which is open to the public for practice.
Facilities
Programmed recreation sites are Letts, Gier, Schmidt and Foster Community Centers; Groesbeck Golf Course;
Sycamore Golf Academy and Driving Range; Lansing River Trail; Moore's Park and Hunter Park swimming pools;
Fenner Nature Center; the Turner-Dodge House; Davis, Gier, Ranney, Sycamore, Davis and Kircher Park ball fields.
We have several neighborhood parks and athletic fields throughout the city where recreation programming occurs
throughout the year. We also provide several facilities for rental which includes Frances Park Rose Garden and
overlook, and Cooley Gardens.
93
Parks and Recreation
Fiscal Year July 1, 2021 -June 30, 2022
Department Summary
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Parks and Recreation
General Fund Parks & Recreation 7,408,737 8,094,706 8,094,706 8,935,670 10.4%
Cemeteries 714,574 793,825 793,825 866,025 9.1%
Golf Fund 152,275 100,000 100,000 88,000 -12.0%
Parks Capital Improvements 520,943 1,382,000 2,729,040 1,663,000 20.3%
Total Expenditures 8,796,529 10,370,531 11,717,571 11,552,695 11.4%
Budgetary Explanation
Information for the Parks and Recreation Department's various funds is provided in the following pages.
94
Parks and Recreation
Fiscal Year July 1, 2021 -June 30, 2022
General Fund Parks and Recreation
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 2,932,558 3,466,562 3,466,562 3,925,482 13.2%
Retirement/Fixed Benefits 1,577,822 1,514,620 1,514,620 1,959,948 29.4%
Total Personnel 4,510,381 4,981,182 4,981,182 5,885,430 18.2%
Operating
Department Operations 2,576,546 2,471,720 2,471,720 2,424,424 -1.9%
Information Technology Charge 188,502 173,374 173,374 157,386 -9.2%
Fleet/Equipment Charge 133,309 468,430 468,430 468,430 0.0%
Total Operating 2,898,357 3,113,524 3,113,524 3,050,240 -2.0%
Total Expenditures 7,408,737 8,094,706 8,094,706 8,935,670 10.4%
Budgetary Explanation
No significant operation changes are budgeted directly in the Parks and Recreation general fund budget for FY 2022.
95
Parks and Recreation
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Cemeteries Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Personnel
Active Personnel 312,760 345,438 345,438 387,702 12.2%
Retirement/Fixed Benefits 113,204 170,917 170,917 169,996 -0.5%
Total Personnel 425,964 516,355 516,355 557,698 8.0%
Operating
Department Operations 288,610 277,470 277,470 280,327 1.0%
Total Operating 288,610 277,470 277,470 280,327 1.0%
Transfers - - - 28,000
Total Expenditures 714,574 793,825 793,825 866,025 9.1%
Budgetary Explanation
No significant operation changes are budgeted directly in the Cemetery enterprise fund budget for FY 2022.
96
Parks and Recreation
Fiscal Year July 1, 2021 -June 30, 2022
Municipal Golf Courses Enterprise Fund
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Department Appropriation
Operating
Department Operations 141,352 100,000 100,000 88,000 -12.0%
Total Operating 141,352 100,000 100,000 88,000 -12.0%
Capital 10,923 - - -
Total Expenditures 152,275 100,000 100,000 88,000 -12.0%
Budgetary Explanation
The Golf budget does not continue funding for the First Tee program.
97
FY 2021/2022 Use of Park Millage Funds
RESOURCES
FY 2018/2019 Parks Millage (1 mill of City's operating levy) 2,350,000
2,350,000
USES
Subsidies
Kids Camps (General Fund) 37,000
Park Operations 25,000
Golf Fund Subsidy 540,000
Cemetery Fund Subsidy 85,000
Amount Used for General Fund Operations & Maintenance 687,000
Capital Projects
Grant Match 650,000
Citywide Parks Maintenance and Repair 300,000
Parks/Community Center Paving 163,000
Tree Planting 50,000
Playground Equipment/Renovations 350,000
Fulton Park Overlook 50,000
New Park/RiverTrail Map 25,000
Foster Park 75,000
1,663,000
Total Parks Millage Uses 2,350,000
A description of the above-referenced capital projects is available in the Capital Improvements Projects (CIP)
section of this budget document.
98
General Fund
Fiscal Year July 1, 2021 -June 30, 2022
Non-Departmental Expenditures & Transfers
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
ActuaLs Budget Budget Proposal Change
Department Appropriation
Operating Subsidies to Other Funds/Related Entities:
Cemeteries Fund (Parks Millage) 595,000 - - 540,000
Golf Fund (Parks Millage) 166,000 - - 85,000
Stadium Fund 865,145 530,100 530,100 820,000 54.7%
Building Safety Fund 40,000 35,000 35,000 - -100.0%
State & Federal Grant Matches 105,186 173,350 173,350 350,000 101.9%
Downtown Lansing Inc. 271,000 93,000 93,000 85,000 -8.6%
Montgomery Drainage District - 31,000 31,000 - -100.0%
Total Personnel 2,042,331 862,450 862,450 1,880,000 118.0%
Transfers to Other Funds for Capital Improvements:
Capital Improvements Fund 1,027,000 - - 884,000
Parks Millage Fund (Parks Millage) 1,347,000 87,705 87,705 2,288,000 2508.7%
Road/Sidewalk Millage - Roads 1,845,000 2,042,000 1,900,000 2,350,000 15.1%
Road/Sidewalk MiLLage - Sidewalks 300,000 300,000 300,000 - -100.0%
Total Operating 4,519,000 2,429,705 2,287,705 5,522,000 127.3%
City-Supported Agencies
Advance Peace - - - 240,000
Arts And Culture Grants 167,500 87,500 87,500 167,500 91.4%
Efforts Supporting My Lansing/MBK 9,100 - - 20,000
Sister City 15,000 - - 20,000
LEAP Support 15,000 15,000 15,000 15,000 0.0%
Community Corrections Advisor 13,000 - - 13,000
Greater Lansing Safety Council 12,000 - - 12,000
231,600 102,500 102,500 487,500
Debt Service
Debt Service 1,264,150 1,303,000 1,303,000 990,020 -24.0%
Other Non-Departmental
Library Lease 141,129 150,000 150,000 135,000 -10.0%
Total Expenditures 8,057,081 4,697,655 4,555,655 8,879,520 89.0%
99
AFFILIATED
AGENCY BUDGETS
Lansing Center
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEPFA
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Net Position 910,854 238,615 238,615 88,615
Revenues
Building Rental 658,802 1,044,000 1,044,000 40,000 -96.2%
Security 34,953 91,845 91,845 37,500 -59.2%
Food Services 2,607,836 3,673,895 3,673,895 1,202,000 -67.3%
Equipment Rental 688,299 971,875 971,875 200,000 -79.4%
Box Office 13,005 20,225 20,225 3,000 -85.2%
Labor/Service 311,209 404,075 404,075 150,000 -62.9%
Special Events 101,698 244,200 244,200 175,000 -28.3%
Other 242,549 274,750 274,750 58,000 -78.9%
Total Revenues 4,658,351 6,724,865 6,724,865 1,865,500 -72.3%
Expenditures
Personnel Services 2,464,127 3,152,520 3,152,520 710,000 -77.5%
Food and Beverage 1,484,935 2,103,378 2,103,378 950,120 -54.8%
Communications 29,355 14,600 14,600 5,640 -61.4%
Rents and Leases 4,469 5,640 5,640 5,640 0.0%
Professional Services 294,272 348,160 348,160 200,000 -42.6%
Utilities 886,215 1,009,012 1,009,012 725,000 -28.1%
Marketing 125,950 70,000 70,000 10,000 -85.7%
Repairs and Maintenance 108,484 110,915 110,915 50,000 -54.9%
Supplies and Materials 106,121 110,785 110,785 35,000 -68.4%
Insurance 87,728 75,500 75,500 75,500 0.0%
Events 652,538 632,050 632,050 135,000 -78.6%
Security 31,205 49,264 49,264 33,000 -33.0%
Depreciation 504 600 600 600 0.0%
Bad Debt Expense 21,359 25,000 25,000 25,000 0.0%
Other 93,596 91,240 91,240 50,000 -45.2%
Total Expenditures 6,390,858 7,798,664 7,798,664 3,010,500 -61.4%
Net Operating Revenue (Expense) (1,732,507) (1,073,799) (1,073,799) (1,145,000) 6.6%
Non-Operating Revenue (Expense)
Operating Subsidy(City of Lansing) 696,013 598,799 598,799 975,000 62.8%
Sales/Marketing Reimbursement 364,255 325,000 325,000 170,000 -47.7%
Total Non-Operating 1,060,268 923,799 923,799 1,145,000 23.9%
Ending Net Position 238,615 88,615 88,615 88,615 0.0%
101
Jackson Field
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEPFA
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Net Position 65,473 107,313 107,313 57,313
Revenues
Other 1,476 4,000 4,000 4,000 0.0%
Total Revenues 1,476 4,000 4,000 4,000 0.0%
Expenditures
Personnel Services 93,163 122,843 122,843 122,843 0.0%
Food and Beverage - 10,000 10,000 10,000 0.0%
Communications 6,266 4,000 4,000 4,000 0.0%
Professional Services 42 - - -
Utilities 170,475 199,772 199,772 199,772 0.0%
Marketing - 3,260 3,260 3,260 0.0%
Repairs and Maintenance 58,630 77,016 77,016 77,016 0.0%
Supplies and Materials 395 16,450 16,450 16,450 0.0%
Insurance 22,792 24,444 24,444 24,444 0.0%
Depreciation - 960 960 960 0.0%
Other 18,355 24,755 24,755 24,755 0.0%
Total Expenditures 370,118 483,500 483,500 483,500 0.0%
Net Operating Revenue (Expense) (368,642) (479,500) (479,500) (479,500) 0.0%
Non-Operating Revenue (Expense)
Operating Subsidy(City of Lansing) 410,482 429,500 429,500 479,500 11.6%
Total Non-Operating 410,482 429,500 429,500 479,500 11.6%
Ending Net Position 107,313 57,313 57,313 57,313 0.0%
102
Groesbeck Golf Course
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEPFA
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Net Position 271,220 410,688 410,688 410,688
Revenues
Food Services 95,910 100,098 100,098 105,098 5.0%
Equipment Rental 130,472 153,675 153,675 163,675 6.5%
Greens Fees 361,721 355,156 355,156 364,156 2.5%
Other 8,911 12,786 12,786 19,786 54.7%
Total Revenues 597,014 621,715 621,715 652,715 5.0%
Expenditures
Personnel Services 268,258 366,375 366,375 418,375 14.2%
Food and Beverage 59,804 56,794 56,794 60,794 7.0%
Communications 12,584 14,040 14,040 10,040 -28.5%
Rents and Leases 45,364 40,886 40,886 40,886 0.0%
Professional Services 8,497 19,500 19,500 15,500 -20.5%
Utilities 33,334 39,000 39,000 39,000 0.0%
Marketing 14,070 21,120 21,120 15,120 -28.4%
Repairs and Maintenance 50,299 71,400 71,400 65,400 -8.4%
Supplies and Materials 21,969 40,000 40,000 35,000 -12.5%
Insurance 20,462 17,900 17,900 16,000 -10.6%
Depreciation 5,003 5,100 5,100 5,100 0.0%
Other 15,402 14,600 14,600 16,600 13.7
Total Expenditures 555,046 706,715 706,715 737,815 4.4%
Net Operating Revenue (Expense) 41,968 (85,000) (85,000) (85,100) 0.1%
Non-Operating Revenue (Expense)
Operating Subsidy(City of Lansing) 97,500 85,000 85,000 85,100 0.1%
Total Non-Operating 97,500 85,000 85,000 85,100 0.1%
Ending Net Position 410,688 410,688 410,688 410,688 0.0%
103
Lansing Economic Development Agencies
Lansing Economic Development Corporation (LEDC)
The LEDC was established for the purposes of attracting, expanding and retaining business and industry in the City
of Lansing. In addition to its role as an ombudsman and business advocate, the LEDC oversees a variety of
economic development efforts including a business loan program, the City of Lansing's Fa4ade Improvement
Program, and the Lansing CARES Small Business Assistance Program. Throughout 2020,the LEDC played a leading
role in getting resources directly to small businesses impacted by the COVID-19 pandemic by implementing the
City of Lansing Rescue Fund Program as well as supporting several other small business grant and loan programs.
By the end of February 2021, more than $3,000,000 of state and local funds have been distributed to over 260
small businesses in the City of Lansing.
Lansing Brownfield Redevelopment Authority(LBRA)
Purposes of the LBRA include preparing, marketing, and facilitating the development of land and buildings in the
City of Lansing including contaminated, blighted, functionally obsolete and surplus properties and currently
oversees 35 active Brownfield Plans in the City of Lansing.The LBRA is also the recipient of several grant and loan
programs through the Environmental Protection Agency (EPA) and Michigan Department of Environment, Great
Lakes, and Energy (EGLE) that have been used to assist in the redevelopment of dozens of contaminated
properties. The efforts of the LBRA have made several impactful projects in the City of Lansing possible, including
the redevelopment of the Former Ottawa Power Station into the AF Group Headquarters and the new Capital City
Market project.
Tax Increment Financing AuthorityCTIFA)
The basic function of the TIFA is to invest in regional public assets that facilitate economic development in
downtown Lansing. The TIFA finances these public assets by issuing bonds that are sold to raise funds to build
these public assets. The TIFA collects the increase in property taxes resulting from new private investment and tax
value growth in the TIFA District to make bond payments to TIFA bondholders. The TIFA actively and responsibly
manages current bonds, including a recent successful refinancing of its debt service to take advantage of lower
interest rates. The TIFA may also consider supporting additional public assets and infrastructure investments by
utilizing any excess revenues.
Michigan Avenue Corridor Improvement Authority(MACIA)
The Michigan Avenue Corridor Improvement Authority of the City of Lansing was created in 2009 with the goals to
correct and prevent deterioration in the business district, redevelop the city's commercial corridors and promote
economic growth. The Development and Tax Increment Financing plans arrange projects into three categories:
public infrastructure, current and prevent deterioration, and promote neighborhood aligned economic growth. In
2019,the development and tax increment finance plans were approved and will allow for the Authority to begin its
first steps in executing the vision set forth by the corridor's residents, businesses, and other stakeholders.
Saginaw Street Corridor Improvement Authority_(SSCIA)
The Saginaw Street Corridor Improvement Authority of the City of Lansing was created in 2009 with the goals to
correct and prevent deterioration in the business district, redevelop the city's commercial corridors and promote
economic growth. The Authority followed several key principles that were used in the creation of the plan and are
supported by the city's master plan to transform the visually unappealing character of the corridor, to encourage
pedestrians and to market the quality of the adjacent neighborhoods. In 2019,the Development and Tax Increment
Financing plans were approved and will allow for the Authority to begin its first steps in executing the vision set
forth by the corridor's residents, businesses and other stakeholders.
104
Lansing Economic Development Budget
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2020 FY 2021 FY 2021 FY 2022
Amended Adopted Projected Executive Percent
Budget Budget Budget Proposal Change
Revenues
Brownfield Admin 153,118 161,880 180,385 226,405 39.9%
City of Lansing Contract 300,000 - - 300,000
Annual Issuer's Fees 15,000 26,845 72,675 49,850
TIFA Admin 158,450 147,025 150,000 150,000
Arts & Culture Contract - - - -
From/(To) Fund Balance 410,000 400,000 400,000 -
Fa4ade Grant Contract 162,500 - - 175,000
CDBG Revitalize, LLC 8,000 - - -
CDBG-CV/Lansing CARES - 660,000 -
Allen Place EGLE Grant 850,000 - -
Loan Interest 600 1,500 1,500 1,172 -21.9%
Interest Income 18,000 15,000 15,000 3,000 -80.0%
Miscellaneous Revenue 50 50 50 50 0.0%
Total Revenues 2,075,718 752,300 1,479,610 905,477 20.4%
Expenditures
Fa4ade Grants 162,500 - - 175,000
Contractual Services 611,776 711,551 778,861 676,041
Insurance & Bonds 20,142 21,321 21,321 21,960
Marketing, Promotions & Business Attraci 10,000 10,000 10,000 20,000
Travel & Conferences & Training 10,000 5,000 5,000 10,000
Miscellaneous Operating 2,900 3,628 3,628 1,876
CDBG Revitalize, LLC 8,000 - - -
CDBG-CV/Lansing CARES - - 660,000
Allen Place EGLE Grant 850,000 - - -
LSBRP Rescue Fund 400,000 - - -
Bank Fees 400 800 800 600 -25.0%
Total Expenditures 2,075,718 752,300 1,479,610 905,477 20.4%
Net Operating Income (Expense) - - - -
105
Lansing Brownfield Redevelopment Authority
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Revenues
RLF A TAX REVENUE 295,109 429,748 534,474 635,545
PLAN 2 MOTOR WHEEL 396,275 53,112 247,411 252,867
PLAN 5 BTS 142,449 - - -
PLAN 9 SCHAFER BAKERY 301 289 294 294
PLAN 14 PRUDDEN 147,254 - - -
PLAN 19 STYLELINE - - - -
PLAN 20 LORANN OILS 29,831 29,498 29,766 30,284
LBRA ADMIN 144,601 161,880 180,385 226,405
PLAN 30 BROWNFIELD DEV SPEC 13,816 14,031 14,267 14,508
PLAN 23 STADIUM DISTRICT PARTNERS 123,251 140,614 138,674 -
PLAN 37 CEDAR ST SCHOOL 13,328 15,050 17,825 22,130
PLAN 40 POINT NORTH 19,720 - - -
PLAN 42 NU UNION 11,654 12,199 12,278 12,689
PLAN 8b JNL 102,556 105,032 106,336 107,854
PLAN 49 MARSHALL ST ARMORY - 603 - -
PLAN 53 MICH AVE INVESTORS 25,227 25,534 - -
3 MILLS SET STATE BRF 68,229 81,420 88,950 172,456
PLAN 52 MARKETPLACE PARTNER 336,505 344,084 345,227 350,060
PLAN 55A BALL PARK NORTH 227,477 234,162 235,811 234,931
PLAN 56 EMERGENT BIOSOLUTION 218,880 212,833 200,649 379,193
PLAN 58 HIGH GRADE MATERIAL 11,533 11,928 12,011 12,318
PLAN 59 4000 N. GRAND RIVER 253 379 385 481
PLAN 60 RISE PROPERTIES 1,316,993 1,342,688 1,321,100 1,340,097
PLAN 61 FELDKOUTS 2,487 3,349 3,373 4,337
PLAN 62 OLIVER TOWERS 28,834 46,836 46,817 68,019
PLAN 63 2000 BLOCK 42,864 43,398 44,146 44,534
PLAN 65 SOUTH STREET 2,525 22,246 23,547 23,987
PLAN 66 FLUID CHILLERS 30,350 30,927 31,148 31,584
PLAN 71 NEOGEN 2,453 2,608 2,653 2,050
PLAN 74 MIDWEST SELF STORAGE 8,420 29,491 30,000 55,460
PLAN 54 Y SITE - 223,790 226,810 334,968
PLAN 67 2200 BLOCK E MICH - 54,995 55,174 71,310
PLAN 73 3600 DUNCKEL - 307,128 251,850 401,003
PLAN 76 BOJI FARNUM - 133,380 133,845 157,028
PLAN 68 515 IONIA - - - -
PLAN 72 RED CEDAR DEV - - - 1,319,631
PLAN 75 CAP CITY MKT - - 189,442 605,978
PLAN 79 MI REALTORS - - - -
RCD BOND ISSUER FEE 19,260,000 14,845 58,313 35,488
PREMIUM/DISCOUNT ON BONDS (380,191) - - -
INTEREST INCOME 16,976 - - -
RENTAL INCOME 15,000 - - -
REVOLVING LOAN PAYBACK 21,778 - - -
HAZ SUB-BROWNFIELD EPA(2015) - - - -
PETRO-BROWNFIELD EPA(2015) - - - -
FEDERAL GRANTS (EPA BCRLF) 151,107 - - -
FROM RLF B FUND BALANCE - - - -
2200 E MICH MDEO GRANT(PROVIDENT 1,029,844 - - -
2200 E MICH MDEO LOAN (PROVIDENT P - - - -
600 E MICH MDEO GRANT (CAPITOL CITY - - - -
MEDC SITE READINESS GRANT 2019 - - - -
BROWNFIELD EPA(2019) - - - -
Total Revenues 23,877,690 4,128,079 4,582,958 6,947,486 68.3%
106
Lansing Brownfield Redevelopment Authority
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Expenditures
2200 E MICH MDEO GRANT(PROVIDENT 51,933 - - -
2200 E MICH MDEO LOAN (PROVIDENT P 11,296 - - -
CAPITAL OUTLAY/CONSTRUCTION (EPA E 149,476 - - -
ADMINISTRATION EXPENSES TO EDC 161,039 161,880 180,385 226,405
REVOLVING FUND B - - - -
REVOLVING FUND A 139,331 429,748 534,474 635,545
PLAN 2 MOTOR WHEEL 302,302 53,112 247,411 252,867
PLAN 9 SCHAFER BAKERY 66 289 294 294
PLAN 14 PRUDDEN 118,101 - - -
PLAN 19 STYLELINE 235 - - -
PLAN 20 LORANN OILS 25,005 29,498 29,766 30,284
PLAN 23 STADIUM PTR 122,201 140,614 138,674 -
PLAN 30 BROWNFIELD DEV SPECIALISTS 13,796 14,031 14,267 14,508
PLAN PLAN 37 CEDAR ST SCHOOL 11,183 15,050 17,825 22,130
PLAN 40 POINT NORTH 31,845 - - -
PLAN 42 NU UNION 11,654 12,199 12,278 12,689
PLAN 8b JNL 136,500 105,032 106,336 107,854
PLAN 53 MICH AVE INVESTORS 25,227 25,534 - -
PLAN 56 EMERGENT BIOSOLUTION 382,305 212,833 200,649 379,193
PLAN 52 MARKETPLACE PARTNER 336,505 344,084 345,227 350,060
PLAN 55A BALL PARK NORTH 32,737 234,162 235,811 234,931
PLAN 58 HIGH GRADE MATERIALS - 11,928 12,011 12,318
PLAN 59 4000 N. GRAND 253 379 385 481
PLAN 60 RISE PROPERTIES 1,316,993 1,342,688 1,321,100 1,340,097
PLAN 61 FELDKOUTS 2,487 3,349 3,373 4,337
PLAN 62 OLIVER TOWERS 28,834 46,836 46,817 68,019
PLAN 63 2000 BLOCK - 43,398 44,146 44,534
PLAN 65 SOUTH STREET - 22,246 23,547 23,987
3 MILLS OF SET STATE BRF 68,229 81,420 88,950 172,456
PLAN 5 EAST VILLAGE (Formerly BTS) 142,449 - - -
PLAN 66 FLUID CHILLERS 30,350 30,927 31,148 31,584
PLAN 71 NEOGEN 2,453 2,608 2,653 2,050
PLAN 74 MIDWEST SELF STORAGE 8,420 29,491 30,000 55,460
PLAN 49 MARSHALL ST ARMORY - 603 - -
PLAN 54 Y SITE - 223,790 226,810 334,968
PLAN 67 2200 BLOCK E MICH - 54,995 55,174 71,310
PLAN 73 3600 DUNCKEL - 307,128 251,850 401,003
PLAN 76 BOA FARNUM - 133,380 133,845 157,028
PLAN 75 CAP CITY MKT - - 189,442 605,978
PROVIDENT PLACE GRANT 236 - - -
CAPITAL CITY MKT GRANT 37,500 - - -
BOND ISSUE COSTS 1,037,163 - - -
PROJ COSTS PLAN 72 RED CEDAR 9,377,628 - - 1,319,631
MISC EXP FOR OTHERS 11,204 - - -
CONTRACTUAL SERVICES 73,260 - - -
RCD BOND ISSUER FEE TO EDC - 14,845 58,313 35,488
600 E MICH MDEO GRANT (CAPITOL CITY 671,518 - - -
Total Expenditures 14,871,714 4,128,079 4,582,958 6,947,486 68.3%
Beginning Fund Balance 2,583,473 11,589,449 11,589,449 11,589,449
Fund Balance Increase/(Decrease) 9,005,976 - - -
Ending Fund Balance 11,589,449 11,589,449 11,589,449 11,589,449 0.0%
107
Tax Increment Financing Authority
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance 3,917,298 4,116,244 4,116,244 4,888,925
Revenues
Property Tax Levy 3,418,467 2,940,500 3,125,000 3,160,000 7.5%
Property Tax Levy- School 68 5,000 5,000 5,000 0.0%
Property Tax Levy Penalty & Interest 45 5,000 2,000 2,000 -60.0%
Interest Income 1,818 10,000 2,000 2,000 -80.0%
Interest Income - Restricted 94,094 75,000 75,000 75,000 0.0%
Total Revenues 3,514,491 3,035,500 3,209,000 3,244,000 6.9%
Expenditures
Miscellaneous Operating 148,114 147,025 150,000 150,000 2.0%
Bond Issuance Costs 1,437 - 1,500 -
Leases - 1,908,141 - - -100.0%
Debt Service -TIFA Courts 571,900 - - -
Debt Service -TIFA Conv. Center 2,594,095 2,273,172 2,284,819 2,440,785 7.4%
Total Expenditures 3,315,545 4,328,338 2,436,319 2,590,785 -40.1%
Fund Balance Increase/(Decrease) 198,946 (1,292,838) 772,681 653,215
Ending Fund Balance 4,116,244 2,823,406 4,888,925 5,542,140 96.3%
Restricted Fund Balance
Restricted for Debt Service 2,507,708 1,795,218 1,795,218 1,034,438 -42.4%
Bond Proceeds - - - -
Interest Income - Restricted 94,094 75,000 75,000 75,000 0.0%
Escrow Payments (806,584) (806,584) (835,780) (520,838) -35.4%
Ending Restricted Fund Balance 1,795,218 1,063,634 1,034,438 588,600 -44.7%
Unrestricted Fund Balance 2,321,026 1,759,772 3,854,487 4,953,540 181.5%
108
Michigan Avenue Corridor Improvement Authority
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance - - - 8,549
Revenues
Tax Increment Revenue - 8,506 8,506 8,591 1.0%
Interest - 43 43 43 -0.1%
Total Revenues - 8,549 8,549 8,634 1.0%
Expenditures
Corridor Development Plan - - - -
Total Expenditures - - - -
Fund Balance Increase/(Decrease) - 8,549 8,549 8,634
Ending Fund Balance - 8,549 8,549 17,183 101.0%
109
Saginaw Street Corridor Improvement Authority
Fiscal Year July 1, 2021 -June 30, 2022
Affiliated Agency Budget- LEDC
FY 2021 FY 2021 FY 2022
FY 2020 Adopted Projected Executive Percent
Actuals Budget Budget Proposal Change
Beginning Fund Balance - - - 3,615
Revenues
Tax Increment Revenue - 3,597 3,597 5,384 49.7%
Interest - 18 18 27 49.6%
Total Revenues - 3,615 3,615 5,411 49.7%
Expenditures
Corridor Development Plan - - - -
Total Expenditures - - - -
Fund Balance Increase/(Decrease) - 3,615 3,615 5,411
Ending Fund Balance - 3,615 3,615 9,026 149.7%
110
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111
CAPITAL
IMPROVEMENT PLAN
FY 2022 City-Wide Capital Improvement Program Requests Funding Sources
Drug Information American Bonds/
FY 2022 General Fund/ Parks Street Forfeiture Technology Parking Sewer Fleet Refuse/ Grants/ Recovery Loans/
Project Appropriation CIP Fund Millage Funds Fund Fund Fund Fund Fund Recycling Trusts Act Special Assess.
General Facilities
Facility Needs 600,000 600,000
X-Ray Machines - City Hall Security 40,000 40,000
640,000 640,000 - - - - - - - - - - -
Technology/Equipment
Public Education & Gov't(PEG) Capital Improvements 450,000 450,000
Computer Replacements 200,000 200,000
Data Warehousing,Analytics, and Reporting/Transparency 25,000 25,000
Emergency Operations Center(EOC) Upgrades 38,000 38,000
Outdoor Sirens Replacement 106,000 106,000
819,000 144,000 - - - 225,000 - - - - 450,000 - -
Sidewalks and Roads
Sidewalk Repair 100,000 100,000
Sidewalk Gap Closure 125,000 125,000
Major Street Improvements 1,950,000 1,950,000
Federal Surface Transportation Program (STP) 1,300,000 1,300,000
Trunkline Improvements 5,075 5,075
City Millage Local Street Improvements 1,845,000 1,845,000
Local Street Improvements (non-millage) 130,000 130,000
Bridge Rehabilitation 800,000 800,000
6,255,075 100,000 - 6,155,075 - - - - - - - - -
Parks & Recreation
Grant Match 650,000 650,000
Citywide Parks Maintenance and Repair 300,000 300,000
Parks/Community Center Paving 163,000 163,000
Replanting Trees 50,000 50,000
Playground Equipment/Renovations 350,000 350,000
Fulton Park Overlook 50,000 50,000
New Park/RiverTrail Map 25,000 25,000
Foster Park Improvements 75,000 75,000
1,663,000 - 1,663,000 - - - - - - - - - -
Sewer Systems
SCADA PLC Equipment Replacement 550,000 550,000
Lab Equipment 100,000 100,000
Lime Mixer 150,000 150,000
PEW Pump 40,000 40,000
WWTP Capital Maintenance 100,000 100,000
Secondary Effluent Pump 50,000 50,000
Screen Binding HVAC 250,000 250,000
Switchgear Maintenance 100,000 100,000
Roof Replacement 200,000 200,000
Sta i rs 100,000 100,000
Sanitary sewers - City share 1,000,000 1,000,000
CSO 015S design 1,050,000 1,050,000
CSO 016/017 construction 3,891,000 41,000 3,850,000
CSO 034D construction 4,525,000 1,200,000 3,325,000
CSO 034E design 592,000 592,000
12,698,000 - - 1,241,000 - - - 11,457,000 - - - - -
113
FY 2022 City-Wide Capital Improvement Program Requests Funding Sources
Drug Information American Bonds/
FY 2022 General Fund/ Parks Street Forfeiture Technology Parking Sewer Fleet Refuse/ Grants/ Recovery Loans/
Project Appropriation CIP Fund Millage Funds Fund Fund Fund Fund Fund Recycling Trusts Act Special Assess.
Public Service Operations & Maintenance
Storm Sewer Repairs 300,000 300,000
300,000 - - - - - - - - - - 300,000 -
Fleet Services
Vehicle & Equipment Purchases 200,000 200,000
200,000 - - - - - - 200,000 - - - - -
Total Capital Projects - FY 2022 22,575,075 1 884,000 1,663,000 7,396,075 - 225,000 - 11,657,000 - - 450,000 300,000 -
Less:Available Fund Balance in the Capital Projects Fund -
Net General Fund Cost 884,000
Note: "CSO" stands for Combined Sewer Overflow, a sewer separation project mandated by the U.S. Environmental Protection Agency and the Michigan Department of Environmental Quality
114
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115
BUDGET AND FEE
CHANGES
RESOLUTION
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 17, 2021,the Mayor submitted a proposed
budget for the 2021/2022 fiscal year,which spans from July 1, 2021 through June 30, 2022;and
WHEREAS,the City Council held a series of televised public hearings to review the Mayor's budget recommendations;and
WHEREAS, in accordance with the City Charter and the State Uniform Budgeting and Accounting Act, notice was published and a
public hearing was held on May 10, 2021,for the fiscal.year 2021/2022 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 for the City for the ensuing fiscal year;and
WHEREAS, Sec. 9901 of the American Rescue Plan Act of 2021 includes $130.2 billion for local governments to respond to the
COVID-19 public health emergency or its negative economic impacts, including the provision of government services to the
exteent of the reduction of revenue relative to the revenues collected in the most recent fuLL fiscal year prior to the emergency.
WHEREAS,the City Council desires to establish certain budget policies for the fiscal.year 2021/2022,
NOW, THEREFORE, BE IT RESOLVED that 19.44 mills be Levied under the General Property Tax Act for the fiscal. year for City
Operating;and
BE IT FURTHER RESOLVED that 0.26 mills be levied under the Section 475 of Public Act 40 of the State of Michigan, as
amended, and such revenue be used to pay for the cost of drain impovements including a portion of the assessment from the
Montgomery Drainage District to the City for the Montgomery Drain improvements;and
BE IT FURTHER RESOLVED that the following changes to the City's fees and charges be adopted:
From Current To Proposed
Fee Proposed FY 2021 FY 2022
Parks & Recreation Department- Sports & Leisure
Fenner non resident parking pass New 5.00
Youth Floor Hockey- Individual, Registration 40.00 45.00
Youth Basketball 35.00 40.00
Red Cedar Girls Volleyball 40.00 45.00
Little Kickers Soccer 25.00 30.00
BasebaLL 5-8 30.00 35.00
Wildcat BasebaLL 9-14 40.00 45.00
Soccer K-1 30.00 35.00
Soccer 2-6 40.00 45.00
Flag Football 45.00 50.00
Kids Camp 25.00 35.00
Drop in Gym 2.00 3.00
Teddy Bear Chef 15.00 20.00
After School Program 30.00 50.00
From Current To Proposed
Fee Proposed FY 2021 FY 2022
Fire Department- Permits
Operation Permits 75.00 125.00
Explosives/Fireworks 100.00 150.00
HazMat EHS site 100.00 150.00
Hot Works (Welding ect.) 75.00 125.00
Fire Department- Inspection
Fire Inspections 75.00 125.00
Finance/Treasury
NSF Checks 25.00 50.00
Bank Adjustments New 30.00
Electronic Returns (e-checks/ACHs) New 15.00
Public Service - Refuse
32 Gallon Cart 50.00 52.00
65 Gallon Cart 54.00 56.00
95 Gallon Cart 58.00 60.00
EOW 32 Gallon Cart 25.00 26.00
Low Income 32 Gallon Cart 35.00 37.00
Low Income 65 Gallon Cart 39.00 41.00
Low Income 95 Gallon Cart 43.00 45.00
Public Service - Recycling
Recycle/Yard Waste Collection Fee 115.00 117.00
Public Service -WWTP
Sewer Monthly Fixed Charge 12.50 12.80
Industrial Pretreatment Charge 5.75 5.85
Commodity Charge 7.25 7.40
(Resolution Continued Next Page)
BE IT FINALLY RESOLVED that the following appropriations and revenue projections are adopted as the City's budget for the FY
2021/2022 fiscal year:
FY 2022 Council FY 2022
Proposed Changes Adopted
Estimated Revenues
Property Taxes 46,075,000 46,075,000
Income Taxes 29,380,800 29,380,800
Return on Equity 25,000,000 25,000,000
State Revenues 20,168,000 20,168,000
Charges for Services 8,344,850 8,344,850
Fines & Forfeitures 1,777,600 1,777,600
Licenses & Permits 1,720,100 1,720,100
Other Revenue 340,000 340,000
Interest & Rent 210,000 210,000
Use of(Contribution to) Fund Balance (750,000) - (750,000)
Total Revenue 132,266,350 - 132,266,350
Appropriations
City Council
Personnel 477,506 477,506
Operating 186,940 186,940
Total 664,446 - 664,446
Internal Audit
Personnel 182,369 182,369
Operating 12,355 12,355
Total 194,724 - 194,724
Courts
Personnel 5,136,026 5,136,026
Operating 1,478,833 1,478,833
Total 6,614,859 - 6,614,859
Mayor's Office
Personnel 1,399,354 1,399,354
Operating 196,774 196,774
Total 1,596,128 - 1,596,128
Office of Community Media
Personnel 510,517 510,517
Operating 72,745 72,745
Total 583,262 - 583,262
City Clerk's Office
Personnel 1,056,330 1,056,330
Operating 429,195 429,195
Total 1,485,525 - 1,485,525
Neighborhood and Citizen Engagement
Personnel 741,190 741,190
Operating 491,009 491,009
Total 1,232,199 - 1,232,199
FY 2022 Council FY 2022
Proposed Changes Adopted
Economic Development and Planning
Personnel 3,261,010 3,261,010
Operating 2,645,490 2,645,490
Total 5,906,500 - 5,906,500
Assessing
Personnel 1,609,623 1,609,623
Operating 260,914 260,914
Total 1,870,537 - 1,870,537
Finance Operating
Personnel 1,513,338 1,513,338
Operating 489,861 489,861
Total 2,003,199 - 2,003,199
Treasury/Income Tax
Personnel 1,869,301 1,869,301
Operating 515,512 515,512
Total 2,384,813 - 2,384,813
Human Resources
Personnel 1,440,235 1,440,235
Operating 1,432,446 1,432,446
Total 2,872,681 - 2,872,681
City Attorney
Personnel 2,087,140 2,087,140
Operating 246,522 246,522
Total 2,333,662 - 2,333,662
Police
Personnel 42,171,580 42,171,580
Operating 7,739,631 7,739,631
Total 49,911,211 - 49,911,211
Fire
Personnel 32,786,921 32,786,921
Operating 5,602,560 5,602,560
Total 38,389,481 - 38,389,481
Public Service
Personnel 2,741,178 2,741,178
Operating 9,397,661 9,397,661
Total 12,138,839 - 12,138,839
Human Relations and Community Service
Personnel 1,747,915 1,747,915
Operating 186,179 186,179
Total 1,934,094 - 1,934,094
FY 2022 Council FY 2022
Proposed Changes Adopted
Parks and Recreation
Personnel 5,885,430 5,885,430
Operating 3,050,240 3,050,240
Total 8,935,670 - 8,935,670
Human Services and Racial Equity
Operating 1,800,000 1,800,000
Total 1,800,000 - 1,800,000
City Supported Agencies
Operating 487,500 487,500
Total 487,500 - 487,500
Non-Departmental
Library Lease 135,000 135,000
Debt Service 990,020 990,020
Net Transfers 6,677,000 6,677,000
Total 7,802,020 - 7,802,020
Federal Reimbursement (18,875,000) (18,875,000)
Total Appropriations 132,266,350 - 132,266,350
II. Special Revenue Funds
Major Streets Fund
Estimated Revenues
Gas and Weight Tax Receipts 10,727,258 10,727,258
Utility Permit Fees (Metro Act) 600,000 600,000
Reimbursements 500,000 500,000
Miscellaneous Revenue 222,000 222,000
Use of/(Contribution to) Fund Balance 4,873,901 - 4,873,901
Total Revenue 16,923,159 - 16,923,159
Appropriations
Personnel 3,317,012 3,317,012
Operating 3,828,291 3,828,291
Capital 4,980,000 4,980,000
Debt Service 797,857 797,857
Total Appropriations 16,923,159 - 16,923,159
Local Streets Fund
Estimated Revenues
Gas and Weight Tax Receipts 3,575,753 3,575,753
Miscellaneous Revenue 150,000 150,000
Use of/(Contribution to) Fund Balance 941,654 - 941,654
Total Revenue 11,017,407 - 11,017,407
FY 2022 Council FY 2022
Proposed Changes Adopted
Appropriations
Personnel 3,416,731 3,416,731
Operating 2,859,020 2,859,020
Capital 3,856,000 3,856,000
Debt Service 885,656 885,656
Total Appropriations 11,017,407 - 11,017,407
Stadium Fund
Estimated Revenues
Operating Revenues 330,000 330,000
Stadium Naming Rights 125,000 125,000
Reimbursements 137,000 137,000
Transfers from Other Funds 820,000 820,000
Total Revenue 1,412,000 - 1,412,000
Appropriations
Operating 1,412,000 1,412,000
Total Appropriations 1,412,000 - 1,412,000
Building Departments Fund
Estimated Revenues
Licenses & Permits 2,931,100 2,931,100
Charges for Services 800 800
Miscellaneous 100 100
Use of/(Contribution to) Fund Balance (50,000) - (50,000)
Total Revenue 2,882,000 - 2,882,000
Appropriations
Personnel 2,218,159 2,218,159
Operating 663,841 663,841
Total Appropriations 2,882,000 - 2,882,000
Community Block Development Grant(CDBG) Fund
Estimated Revenues
Federal Grants 2,239,580 2,239,580
General Fund Transfer 250,000 250,000
Total Revenue 2,489,580 - 2,489,580
Appropriations
Personnel 1,212,831 1,212,831
Operating 1,276,749 1,276,749
Total Appropriations 2,489,580 - 2,489,580
HOME Grant Fund
Estimated Revenues
Federal Grants 838,361 838,361
Total Revenue 838,361 - 838,361
FY 2022 Council FY 2022
Proposed Changes Adopted
Appropriations
Personnel 102,321 102,321
Operating 736,041 736,041
Total Appropriations 838,361 - 838,361
Emergency Shelter Grant(ESG) Fund
Estimated Revenues
Federal Grants 174,439 174,439
Total Revenue 174,439 - 174,439
Appropriations
Operating 174,439 174,439
Total Appropriations 174,439 - 174,439
Federal Drug Law Enforcement Fund
Estimated Revenues
Interest Income 4,000 4,000
Use of/(Contribution to) Fund Balance 200,000 200,000
Total Revenue 204,000 - 204,000
Appropriations
Operating 174,000 174,000
Capital 30,000 30,000
Total Appropriations 204,000 - 204,000
State/Local Drug Law Enforcement Fund
Estimated Revenues
Interest Income 7,500 7,500
Use of/(Contribution to) Fund Balance (7,500) (7,500)
Total Revenue - - -
Appropriations
Total Appropriations - - -
Tri-County Metro Drug Law Enforcement Fund
Estimated Revenues
Interest Income 8,000 8,000
Use of/(Contribution to) Fund Balance (8,000) (8,000)
Total Revenue - - -
Appropriations
Total Appropriations - - -
FY 2022 Council FY 2022
Proposed Changes Adopted
Downtown Lansing, Inc.
Estimated Revenues
Special Assessments 424,000 424,000
Grants 20,000 20,000
Miscellaneous 42,300 42,300
Transfer from General Fund 85,000 85,000
Total Revenue 571,300 - 571,300
Appropriations
Operating 189,000 189,000
Capital 382,300 382,300
Total Appropriations 571,300 - 571,300
III. Enterprise Funds
Cemeteries Fund
Estimated Revenues
Cemetery Service Revenue 191,575 191,575
Sale of Lots 134,450 134,450
Transfer from Parks Millage 540,000 540,000
Total Revenue 866,025 - 866,025
Appropriations
Personnel 557,698 557,698
Operating 280,327 280,327
Transfers 28,000 28,000
Total Appropriations 866,025 - 866,025
Golf Fund
Estimated Revenues
Transfers In - Parks Millage 85,000 85,000
Other 3,000 3,000
Total Revenue 88,000 - 88,000
Appropriations
Operating 88,000 88,000
Total Appropriations 88,000 - 88,000
Parking Fund
Estimated Revenues
Parking Revenue 1,922,250 1,922,250
Baseball Revenue 2,250 2,250
Parking Fines 400,000 400,000
Other Revenue 10,500 10,500
Use of/(Contribution to) Fund Balance (894,450) (894,450)
Total Revenue 1,440,550 - 1,440,550
FY 2022 Council FY 2022
Proposed Changes Adopted
Appropriations
Personnel 2,138,623 2,138,623
Operating 2,183,527 2,183,527
Capital 180,000 180,000
Debt Service 1,938,400 1,938,400
Federal Reimbursement (5,000,000) (5,000,000)
Total Appropriations 1,440,550 - 1,440,550
Wastewater Fund
Estimated Revenues
Sewer Charges 35,125,000 35,125,000
Interest Income 630,000 630,000
Low Income Credit (1,000) (1,000)
Micellaneous Income 45,000 45,000
Use of/(Contribution to) Fund Balance 6,021,792 6,021,792
Total Revenue 41,820,792 - 41,820,792
Appropriations
Personnel 7,931,797 7,931,797
Operating 8,561,258 8,561,258
Capital 11,657,000 11,657,000
Debt Service 13,670,737 13,670,737
Total Appropriations 41,820,792 - 41,820,792
Refuse Fund
Estimated Revenues
Operating Income 2,330,000 2,330,000
Interest Income 100 100
Use of/(Contribution to) Fund Balance (34,307) (34,307)
Total Revenue 2,295,793 - 2,295,793
Appropriations
Personnel 1,240,780 1,240,780
Operating 1,055,013 1,055,013
Total Appropriations 2,295,793 - 2,295,793
Recycling Fund
Estimated Revenues
Operating Income 4,363,500 4,363,500
Interest Income 15,000 15,000
Use of/(Contribution to) Fund Balance 693,887 693,887
Total Revenue 5,072,387 - 5,072,387
FY 2022 Council FY 2022
Proposed Changes Adopted
Appropriations
Personnel 2,465,756 2,465,756
Operating 2,272,059 2,272,059
Debt Service 334,572 334,572
Total Appropriations 5,072,387 - 5,072,387
III. Capital Project Funds
Capital Improvement Fund
Estimated Revenues
Transfer from General Fund 884,000 884,000
Transfer from ARA 300,000 300,000
Loan Revenue 180,000 180,000
PEG (Cable Capital) Revenues 550,000 550,000
Total Revenue 1,914,000 - 1,914,000
Appropriations
Capital 1,184,000 1,184,000
PEG Capital 450,000 450,000
Debt Service 180,000 180,000
Transfer to General Fund 100,000 100,000
Total Appropriations 1,914,000 - 1,914,000
Parks Millage Fund
Estimated Revenues
Parks Transfer 2,323,000 2,323,000
Total Revenue 2,323,000 - 2,323,000
Appropriations
Transfers to Golf/Cemetery Funds 660,000 660,000
Capital 1,663,000 1,663,000
Total Appropriations 2,323,000 - 2,323,000