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City of Muskegon,
Michigan
2007 Proposed Budget and
Quarterly Budget Reforecast
For The Year Beginning January 1, 2007
CITY OF MUSKEGON, MICHIGAN
PROPOSED BUDGET
FOR THE YEAR BEGINNING JANUARY 1, 2007
CITY COMMISSION
STEVE WARMINGTON - MAYOR
CLARA
SHEPHERD LAWRENCE
SPATARO
CHRIS
CARTER
STEVE
GAWRON
SUE
WIERENGO
KEVIN
DAVIS
BRYON MAZADE
CITY MANAGER
CITY
OF
MUSKEGON,
MICHIGAN
Budget for the Year Ended December 31, 2007
TABLE OF CONTENTS
INTRODUCTORY SECTION 5
City Manager's Budget Message 7
Summary Charts and Graphs 17
Division Budget Narratives 23
Public Representation Division 24
Administrative Services Division 26
Financial Services Division 29
Public Safety Division 32
Public Works Division 36
Leisure Services Division 40
Community & Economic Development Division 42
I. GENERAL FUND BUDGET 47
Budget Summary 48
Detailed Revenue Summary by Revenue Classification 49
Detailed Expenditure Summary by Function 53
Comparison of Revenues and Costs of Selected Functions 63
Page 1
CITY OF MUSKEGON, MICHIGAN
Budget for the Year Ended December 31, 2007
TABLE OF CONTENTS - CONTINUED
II. NON-GENERAL FUND BUDGETS 65
Major Streets and State Trunklines Budget 66
Local Streets Budget 67
Arena Improvement Budget 68
Budget Stabilization Fund 69
Farmers Market Improvement Budget 70
Criminal Forfeitures Budget 71
Tree Replacement Budget 72
Local Development Finance Authority I Budget 73
Local Development Finance Authority II Budget 74
Local Development Finance Authority III Budget 75
Tax Increment Finance Authority Budget 76
Downtown Development Authority Budget 77
Sidewalk Improvement Budget 78
Public Improvement Budget 79
State Grants Fund Budget 80
Marina & Launch Ramp Budget 81
Equipment Budget 82
Page 2
CITY OF MUSKEGON, MICHIGAN
Budget for the Year Ended December 31, 2007
TABLE OF CONTENTS CONTINUED
II. NON-GENERAL FUND BUDGETS (continued)
Public Service Building Budget 83
Engineering Services Budget 84
General Insurance Fund Budget 85
Water Fund Budget 86
Sewer Budget 87
III. APPENDICES
Debt Service Requirements 89
2006 Budgeted Capital Improvements 91
2007 Budgeted Capital Improvements 97
Budgeted Personnel Complement 103
2007 Budget Resolution 111
Page 3
Page 4
INTRODUCTORY SECTION
Page 5
Page 6
Affirmative Action
(231)724-6703
FAX (231)722-1214
Assessor
(231)724-6708
FAX (231)726-5181
Cemetery
(231)724-6783
FAX (231)726-5617
City Manager
(231)724-6724
FAX (231)722-1214
Civil Service
(231)724-6716
FAX (231)724-4405 August 30, 2006
Clerk
(231)724-6705
FAX (231)724-4178
Honorable Mayor and City Commissioners:
Comm. & Neigh.
Services
(231)724-6717 Enclosed is the proposed 2007 Budget for the City of Muskegon. Our focus has been an attempt
FAX (231)726-2501
to maintain service levels, given the current economic conditions and rising personnel and
Engineering operational costs. Also, the 2007 spending plan was prepared considering the type and scope of
(231)724-6707
FAX (231)727-6904 programs the City Commission identified as priorities during the February strategic planning
process and the budget reforecast throughout 2006.
Finance
(231)724-6713
FAX (231)724-6768
The City's total proposed 2007 spending plan (including all budgeted funds) is $58,072,181 as
Fire Department compared to $63,714,084 originally proposed for 2006. In addition to modestly scaled back
(231)724-6792
FAX (231)724-6985 operating budgets, the significant decrease is attributable to the fact that large capital projects
including Shoreline Drive and the water filtration plant improvements were completed in 2006. A
Income Tax
(231)724-6770 limited amount of capital outlays for routine water, sewer and street improvements is included in
FAX (231)724-6768
the 2007 budget. Also, the L.C. Walker Arena operation fund is eliminated since the City's
Info. Technology obligation under the new contract is a fixed payment arrangement. This payment is budgeted for
(231)724-4126
FAX (231)722-4301 in the General Fund.
Inspection Services
(231)724-6715 It is important to note that the proposed spending plan does not include a property tax increase.
FAX (231)728-4371 However, the proposed budget retains the current millage rate as established when the 2005
Leisure Services Budget was adopted.
(231)724-6704
FAX (231)724-1196
The city's budget is made up of several individual funds that are reviewed below.
Mayor's Office
(231)724-6701
FAX (231)722-1214 General Fund
Planning/Zoning
(231)724-6702 Proposed general fund expenditures are $24,582,786, up 3.30% from the 2006 revised estimate of
FAX (231)724-6790
$23,796,620. Revenues for 2007 are estimated at $24,302,264, up (1%) from the 2006 revised
Police Department
(231)724-6750 estimate of $24,061,065. Revenues remain stagnant and are not keeping up with rising costs
FAX (231)722-5140 largely due to the economy and increased personnel-related costs. State shared revenues for 2007
Public Works are projected to remain at their current level.
(231)724-4100
FAX (231)722-4188
The proposed general fund budget is based upon conservative estimates of revenue and realistic
Treasurer
(231)724-6720 projections of expenses and is structured to allow the city to maintain a fund balance equal to 10%
FAX (231)724-6768 of prior year expenditures, in accordance with City Commission policy. It should be noted that the
Water Billing proposed general fund budget does include a transfer of $150,000 from the Budget Stabilization
(231)724-6718 Fund in order to meet that fund balance target and maintain city services as much as possible.
FAX (231)724-6768
Water Filtration
(231)724-4106
FAX (231)755-5290
Page 7
For the last several years, total General Fund revenues have remained essentially flat. Total budgeted
revenues for 2007 are only 2.6% higher than actual revenues received in 2000. Costs for things the City
buys- wages, employee benefits, fuel, utilities, etc. have obviously increased at a much steeper rate. We
have "held our own" for several years in anticipation of relief from an economic upturn. Staff has
responded by wringing efficiencies out of operations, wherever possible and cutting back non-essential staff
and services. The 2007 budget is a continuation of these efforts.
The following are changes to the general fund budget proposed for 2007 that are worthy of note.
Because personnel costs represent such a large portion of the city's General Fund, it is necessary to
critically review the personnel complement each year. The following adjustment to the personnel
complement is included in the proposed budget:
Elimination of the Revenue Collections Administrator in the Treasurer's Office. The duties of
this position are being assumed by the Income Tax Administrator/Deputy Treasurer as a part of
the effort to integrate the Treasurers and Income Tax Offices more closely.
In accordance with Commission goals, the continuation of the fight against neighborhood blight remains
a high priority for 2007. Several departments will continue to work collectively to eliminate blighting
influences. We will continue enforcement on illegal dumping with surveillance of sites frequently used
for dumping. We have been able to cite violators in 2006 using new surveillance equipment. The City's
successful anti-graffiti efforts will also be continued.
Environmental Services will implement the new leaf ordinance. At this time we are uncertain as to what
the staff effort and contractor cost will be for this service. This budget also anticipates an increase in
contractor costs for mowing and lot clean-ups and the assumption of city-owned lot clean-ups which are
no longer allowed to be funded through CDBG.
The Fire Department will re-locate the central fire station operation in the middle of the year to the
newly constructed station at Terrace and Western. We will continue to consider the most efficient ways
to utilize department resources. Consideration should also be given to exploring the use of part-
time/part-paid firefighters to address department personnel needs.
The Police Department will continue the use the successful Neighborhood Response Team program to
address crime in the City's central neighborhoods. It will also push to better control court overtime
costs. This will require cooperation of the County Prosecutor's Office and the court system. The
department will also pursue cooperative efforts with other law enforcement agencies.
The Inspections Department is planning to implement a significant change in how the rental housing
program is administered. The timing of the inspection would stay the same, but we would go to a
regular annual fee instead of only charging every four years when inspections are done. This program
will be designed with the goals of cutting down on administrative costs and rewarding compliant
landlords. Under the current fee structure, revenues are not covering program costs.
Page 8
Recreation is intending to discontinue the adult softball program since participation has declined
significantly over the past several years to a point where it is no longer self-sufficient. Another
organization is ready to operate the softball leagues in conjunction with their leagues. This move will
also entail discontinuing our contract with Muskegon Township for the use of Softball World. Also,
playground programs for Reese and Sheldon Park will be combined at Sheldon Park to make way for the
addition of a much needed program at Joe Clifford Park.
The Parks Department budget saw a significant increase in water costs in 2006 due to the recent water
rate increase and those costs are expected to continue in 2007. Parks also expects to dedicate more
staffing to maintenance of the new section of Shoreline Drive and the added sections of the Lakeshore
Trail.
Cemeteries costs are also up due to the recent water rate increase and newly installed water meters.
As noted, the L.C. Walker Arena Fund is eliminated and a new budget has been set up in the General
Fund for costs associated with the new arena contract.
The Julia Hackley Internship program is not included in this budget because the Community Foundation
has indicated they will no longer fund it. This is unfortunate because four departments each summer
were able to supplement their personnel complement and get important projects completed. Perhaps
more important is the experience the city was able to provide the college students.
The parking budget is reduced because it is anticipated that the parking ramp will be sold and the costs
associated with it will no longer be incurred.
The General Fund will be required to transfer $100,000 for Smartzone debt service because that
development is not yet generating enough tax increments to pay all of the debt service for the MAREC
building. A $75,000 contribution from the Community Foundation for Muskegon County is also
budgeted for this purpose.
The General Fund will need to transfer $40,000 for 2006 and 2007 to the Marina Fund for debt service
because the marina does not generate enough revenue to pay operating expenses and debt service.
Some user fees will be increased and new fees will be recommended in December when the city's
master fee resolution is adopted.
For the first time in recent history, no major general fund capital expenditures are included in the budget
for 2007. Unfortunately, important capital improvements are being deferred to later years.
The General Fund transfer to the Local Street Fund is budgeted at $480,000.
Page 9
There are significant items not included in the proposed 2006 budget that will be studied in the coming
months to determine if they should be pursued. These include:
Consideration needs to be given to the use of the remaining grants funds ($325,000) that are available
for marina improvements. Critical review of the state restrictions on the operation of the marina needs
to occur to determine whether the city should continue in this business or explore ways to get out of the
marina business.
Staff will be working on the redevelopment of the Terrace Street Lots for a new fire station, potential
relocation of the Farmer's Market and additional commercial development. We will also continue
attempts to sell other properties, including the Seaway Industrial Park properties and possibly the
Meurer Court Lots.
Other Budgeted Funds
In addition to the general fund, the city's budget is made up of various other funds, which, as a group,
account for nearly two-thirds of the city's total 2007 budget. A summary of budget highlights for these
funds follows:
Major and Local Street Funds These budgets contemplate continuation of current service levels.
The 2007 budget provides for $2.090 million of major street capital improvements. Local street capital
improvements are budgeted at $1.425 million, most of which ($1.35 million) is for the former Muskegon
Mall project. As noted, the General Fund transfer to the local street fund is $480,000. An additional
$140,000 of METRO Act funds is allocated to the local street fund. Only one non-grant funded local
street (Knollwood Court, which was petitioned) can be done in 2007 due to lack of funding. We also
received petitions for Vincent Drive (largely due to storm sewer problems) and Harbour Towne Circle,
but funds are not available for these projects.
Sidewalk Improvement Fund The ten-year sidewalk replacement program was completed in 2005.
This fund is now used solely to collect assessments and pay debt service on bonds issued to finance the
completed sidewalk work.
Public Improvement Fund Funds are allocated for repayment of the Urban Land Assembly (ULA)
loan debt service payment and the fire truck installment purchase payments on the trucks delivered in
2006. Also scheduled is completion of the new Central Fire Station, funded through bonds to be issued
in 2006.
State Grants Fund We will continue the site assessment program using the Clean Michigan Initiative
(CMI) grant previously received from the State of Michigan. We anticipate receiving a Coastal Zone
Management (CZM) grant for the update of the waterfront master plan and a grant for the Musketawa
Trail connection from Laketon to the downtown.
Page 10
Marina & Launch Ramp Fund No significant changes in funding or operations are budgeted. State
grant funds ($325,000) are available to make additional improvements to the marina, but they need to be
matched with a like amount of local funds. Staff intends to continue to consider ways to make the
marina self-sustaining. Efforts to increase enforcement of launch ramp permits will also continue.
Equipment Fund No significant operational changes are planned. Staff will investigate possible uses
of Alternative Fuel Vehicles in the City fleet. Providing maintenance services to other municipalities
will also be considered. Scheduled vehicle and equipment purchases totaling $671,900 are planned for
2007.
Public Service Building No significant operational changes or physical improvements are planned.
Water Fund No water rate increase is planned. Major improvements to the filtration plant were
completed in 2006. Most of the capital improvements for 2007 are tied to street projects. However, in
addition to street projects, the Larch and Hudson Streets water mains are failing and need to be replaced
and are included in this budget. The water fund total for capital improvements is proposed at $1.040
million.
Sewer Fund - No significant changes are planned for sewer fund operations and no sewer rate increase
is planned. We have not yet seen the full impact of the sewer rate increase that was implemented in 2006
to determine its adequacy. Capital improvements, many of which are tied to street projects, will total
$801,000. Muskegon Township is changing its method of charging sewer customers which will impact
our payment to them for the state prison facility. We will explore the cost-benefit of alternatives,
including building our own lift station.
Arena Improvement Fund As required under the contract, a new fund is created to provide funding
for improvements to the facility. The funds will come from a ticket surcharge as provided by the new
management contract. Window replacement is a potential project for 2007 at $20,000.
Farmers Market Improvement Fund The Land Reutilization Fund, which sat unused for several
years, is proposed to be reallocated for "Farmers Market Improvements", in accordance with the City
Commission goal to improve the facility. This is a newly created fund for improvements and/or
relocation for the farmers market. $10,000 is budgeted in 2007 for improvements to the current facility.
Future Outlook
The proposed 2007 budget provides a sound-financing plan for the city. However, as noted, it is largely a
status quo budget and does not address many of the City's needs. It should also be noted that there are
several unknown factors that could affect this spending plan.
Page 11
Healthcare and Other Benefit Costs Increased healthcare costs continue to be a major problem
for the City. Based on discussions with Priority Health, the 2007 budget incorporates a moderate
increase for active employee healthcare costs for the coming year. Increasing healthcare costs for the
more than 300 retired city employees and their beneficiaries' compounds the problem. Pension costs
also continue to increase. Fundamental restructuring of those benefit programs remains a priority for
the city in employee contract negotiations. Restructuring of the pension program by moving new
employees to defined contribution plans and moving the existing defined benefit plans to MERS
(with the exception of Fire and 517M) will help for some immediate and future relief.
State Shared Revenue In recent years the City's annual share of these revenues has decreased by
over $1 million. Because the State's budget situation remains tenuous, further cuts in Revenue
Sharing are a very real possibility.
Continued Operating Deficits The 2006 budget is balanced using funds ($280,522) from the
general fund balance. It is extremely important to realize, however, that these funds will not be
available in future years and that more severe cutbacks will be needed to bring the budget into
balance if recurring revenues do not rebound soon. Also, as mentioned earlier, $150,000 is needed
from the Budget Stabilization Fund to fund the proposed spending plan.
Stagnant Property Tax Revenues - The City's property tax base has not grown appreciably in
recent years. Compounding the problem for future City budgets is the fact that most of the City's
economic development initiatives are in areas where any property tax growth has been already
allocated to spur the development (e.g. tax increment districts, Renaissance Zones, etc.).
City Income Tax The city income tax has been surprisingly stable in recent years, despite
generally poor local economic news. Realistically, however, the cumulative impact of plant
downsizings at Beakert, Dana, and Sappi must be considered as a potentially serious budget
problem. We have budgeted revenues conservatively and will continue to closely monitor
collections.
Employee Contracts Contracts with the police patrol and police command unions expire at the
end of 2006. Bargaining with both units will begin this fall. The outcome of these negotiations will
have a significant impact on the city's budgetary situation in 2007 and beyond.
CDBG and Other Federal Grants These grants continue to decline. CDBG, in particular, helps
to fund general fund services such as recreation, affirmative action and building demolition. HUD
has informed us that we can no longer use CDBG funds for lot clean-ups so $25,000 additional costs
must be absorbed by the general fund. The magnitude of the decline in federal grants is
demonstrated by the following: in 2000 the General Fund received $522,111 in federal funds; for
2007 we are estimating only $88,325.
We will monitor these issues closely in the coming months and keep you informed. Also, we will continue
the quarterly reforecast of the budget in order to make adjustments as changing conditions and/or
Page 12
Commission policies dictate. The 2006 third quarter reforecast and update is incorporated into this budget
document.
Budget Process and Detail
The proposed 2007 City Budget is again prepared and presented in a manner intended to focus attention on
overall resource allocation priorities and policies rather than line item expenditure detail. Staff believes that
the "top-down" resource allocation budget process that has now been used for nine consecutive budget
cycles is a more efficient and effective method of making resource allocation decisions than building
budgets "up" from detailed line-item expenditure estimates. Also, central to the City's budget process is the
belief that responsibility and accountability for budgeted funds should rest largely with department heads
and that these managers should be permitted considerable flexibility in managing their operations within the
overall limits of their budgets.
As presented herein, proposed departmental expenditures are shown at the expenditure category level of
detail (e.g. 5100 "Salaries and Benefits", 5200 "Contractual Services"). To further explain by example,
"Contractual Services" (5300 level accounts) are budgeted in total rather than listing detail for each of the
50 individual line-item accounts that make up this category. Following are descriptions intended to help the
reader understand the makeup of the expense categories as presented in the budget.
Salaries and Benefits (5100 level accounts) This category comprises 23 separate line-item accounts for all
wage and benefit costs paid to city employees. Examples include accounts for regular full-time salaries,
temporary salaries, FICA, retirement, health insurance, etc.
Operating Supplies (5200 level accounts) - This category comprises 34 separate line-item accounts for
supplies purchased by city departments. Examples include accounts for office supplies, computer supplies,
irrigation supplies, road maintenance supplies, etc.
Contractual Services (5300 level accounts) - This category comprises 50 separate line-item accounts for
various services purchased from outside service providers. Examples include audit fees, electricity, gas, and
other utilities, printing, vehicle rental, insurance, etc.
Other Expenses (5400 level accounts) - This category comprises 6 line-item accounts, the primary one being
expenditures for conferences, training and travel.
Capital Outlays (5700 level accounts) - This category comprises 17 separate accounts for capital equipment
purchased by city departments. Examples include land purchases, vehicles, and office furniture and
equipment.
Other Financing Uses (5900 level accounts) - This category comprises 19 separate line-item accounts for
uses not technically categorized as "expenditures". Examples include principal and interest payments on
debt, operating transfers between funds, and depreciation.
Page 13
The above is intended to provide you with highlights of the proposed 2007 Budget and prepare you for a
detailed review of the same. This review is scheduled for the September work session on September 11,
2006. A public hearing on the budget is scheduled for the regular City Commission meeting to be held on
September 12, 2006. The budget could be adopted at that meeting or at a special meeting. Regardless, the
City Charter requires that the budget be adopted no later than September 25, 2006.
Finally, I would like to thank Tim Paul, Finance Director, Beth Lewis, Assistant Finance Director, and the
other members of the Finance Department for their efforts in preparing the financial information and the
proposed document.
Respectfully,
/s/ Bryon L. Mazade
City Manager
Page 14
Citizens of Muskegon
The 7-member
Commission The Citizens of The 7-member
appoints various Muskegon elect Commission
Boards and this Commission appoints the City
Commissions Attorney
Various Boards & 7-Member City City Attorney
Commissions Commission
The 7-member
Commission
appoints the City
Manager
City Manager
Administrative Services Financial Services
Division Division
Public Safety Division Leisure Services
Division
Community & Economic
Development Division Public Works Division
Page 15
Page 16
SUMMARY CHARTS AND GRAPHS Page 17
City of Muskegon
2007 Proposed Budget
Summary of Budgeted Funds
Projected Beginning Projected Ending Increase (Decrease)
Fund Fund Fund
Balance/Working Projected Projected Balance/Working Balance/Working
Fund Name Capital Revenues Expenditures Capital Capital
1 General $ 2,784,051
$ 24,302,264
$ 24,582,786
$ 2,503,529
$ (280,522)
2 Major Streets 251,697
5,027,969
5,000,591
279,075
27,378
3 Local Streets 44,420
2,794,797
2,766,437
72,780
28,360
4 Criminal Forfeitures Fund 137,744
12,000
63,000
86,744
(51,000)
5 Budget Stabilization Fund 1,350,000
- 150,000
1,200,000
(150,000)
6 Farmers Market Improvement Fund 24,833
1,000
10,000
15,833
(9,000)
7 Tree Replacement Fund 13,761
3,200
3,200
13,761
-
8 Tax Increment Finance Authority Debt Fund 2,399
57,800
60,000
199
(2,200)
9 Downtown Development Authority Debt Fund 166,757
483,200
585,183
64,774
(101,983)
10 Local Development Finance Authority I Fund 322
10
- 332
10
11 Local Development Finance Authority II Fund 22,971
600
- 23,571
600
12 Local Development Finance Authority III Fund (Smartzone) 102,458
204,900
285,847
21,511
(80,947)
13 Arena Improvement 75,500
37,000
20,000
92,500
17,000
14 Sidewalk Improvement 845,938
360,000
395,828
810,110
(35,828)
15 Public Improvement 3,237,715
457,348
2,297,223
1,397,840
(1,839,875)
16 State Grants 102
1,505,000
1,505,000
102
-
17 Marina & Launch Ramp 345,886
657,500
1,055,326
(51,940)
(397,826)
18 Public Service Building 221,088
582,270
565,516
237,842
16,754
19 Engineering Services 127,676
666,500
672,297
121,879
(5,797)
20 Equipment 1,570,259
2,420,000
2,436,615
1,553,644
(16,615)
21 General Insurance 883,556
4,197,956
4,099,023
982,489
98,933
22 Sewer 1,195,734
5,055,400
5,347,483
903,651
(292,083)
23 Water 3,862,712
6,463,894
6,170,826
4,155,780
293,068
Total All Budgeted Funds $ 17,267,579
$ 55,290,607
$ 58,072,181
$ 14,486,005
$ (2,781,574)
Page 18
LDFA III (Smartzone) 0.5% CRIMINAL FORFEITURES 0.1% FARMERS MARKET IMPR 0.0% TREE REPLACEMENT 0.0% BUDGET STABILIZATION 0.3% TIFA 0.1% PUBLIC SERVICE BUILDING 1.0% SIDEWALK 0.7% ARENA IMPROVEMENT 0.0%
ENGINEERING SERVICES 1.2% DDA 1.0%
MARINA & LAUNCH RAMP 1.8% Other 4.8%
PUBLIC IMPROVEMENT 4.0%
LOCAL STREETS 4.8%
EQUIPMENT 4.2%
CITY OF MUSKEGON
INSURANCE 7.1%
GENERAL FUND 42.3%
STATE GRANTS 2.6%
SEWER 9.2%
TOTAL 2007 BUDGETED FUND EXPENDITURES - $58,072,181 WATER 10.6% MAJOR STREETS 8.6%
Page 19
2007 GENERAL FUND REVENUES
$24,302,264
All Othe r
Sources
20%
State Share d
Revenue Taxes
19% 61%
2007 GENERAL FUND EXPENSES
$24,582,786
Off-Budge t
Items
Business 7%
Value Adde d
Activities
18%
Customer
Value Adde d
Activities
75%
2007 GENERAL FUND EXPENSES
$24,582,786
Supplies
Other Uses 2% Other
Expenses
4% 0%
Contractual
Services
30%
& Salaries
Benefits
Capital 63%
1%
Page 20
GENERAL FUND REVENUES AND
EXPENDITURES - LAST 10 YEARS
2007
2005
2003
2001
1999
1997
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
REVENUES EXPENDITURES
ACTUAL FUND BALANCE VS TARGET -
LAST 10 YEARS
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
FUND BALANCE TARGET FUND BALANCE
Page 21
Page 22
BUDGET NARRATIVES BY DIVISION
Page 23
CITY OF MUSKEGON, MICHIGAN
PUBLIC REPRESENTATION DIVISON
DIVISION SUMMARY like Youth in Government and Bring Your
Child to Work Day.
PUBLIC REPRESENTATION
Promote Economic Stability, Diverse
Division Description Economic Growth and Redevelopment.
The Public Representation Division is The City Manager's Office works with
responsible for developing, adopting, and existing and prospective businesses to
implementing policy decisions for the City. The retain and grow the economic base of the
division is made up of four budgets: City City. This is achieved in part by the
Commission, City Manager's Office, the City Business Partnership Initiative Program that
Attorney and Contributions to Outside began in 1998. The City also achieves this
Organizations. Major divisional responsibilities goal by encouraging economic development
include establishment of policies, services, and through the use of various economic
programs for citizens, administration of daily development incentives. This office also
City operations, and providing guidance and works closely with Muskegon Area First to
direction to all City Departments. The retain businesses and develop new
Attorney's office prepares ordinances, business opportunities.
contracts, and other legal documents for the
City and provides legal advice. Sustain the Natural, Cultural and
Recreational Resources of the
Divisional Relationship to City Community.
Commission Goals The City Commission and the City
Manager's Office continually promotes this
goal through adoption and implementation
Take Leadership Responsibility for of policies and programs (Blue Wave
Improving Race Relations and Diversity. designation for Pere Marquette Beach) that
The City Commission and the City preserve the natural resources of the City.
Manager's Office will continue working to The Public Relations Committee works to
improve race relations through action and create awareness of the positive qualities of
policy. The City Manager's Office will work our city to inspire community pride,
on this goal with various community groups confidence and support. The City has also
and by encouraging employees to improved waterfront public access through
participate in the Institute for Healing the site planning process for new
Racism. The City Commission, through the developments (i.e. Edison Landing).
Community Relations Committee, provides
opportunities for positions on various boards Foster Strong Ties Among Governments
and committees to a diverse mix of citizens. and Community Agencies.
The City also co-sponsors the Martin Luther The City Commission and City Manager
King (MLK) Unity Day Breakfast and work with various local governments and
provides financial support to the Institute for community agencies on a number of
Healing Racism. projects and programs. Some of these
include, but are not limited to Muskegon
Foster Opportunities for City Youth. Area First, The Municipal Wastewater
The City Commission and City Manager's Committee, Central Dispatch, MATS, MAP,
Office support our youth through programs MALMC, and Muskegon Neighborhood
Page 24
Associations. The City is working in
cooperation with the County on the CITY OF MUSKEGON, MICHIGAN
redevelopment of the former Muskegon mall
site by cooperating on grant opportunities improve community and race relations. The
for infrastructure for the project. The City is office will pursue cooperative efforts and
also involved in One Muskegon which is a potential functional cooperation and
multi-jurisdictional effort to pursue consolidation with other local governments.
cooperative ventures among area This office will also continue to work to
municipalities. The City Manager is on the improve the economic climate in the City in
One Muskegon steering committee and is order to create an environment conducive to
the chair of the Tier I committee. private investment. Specific projects
include, but are not limited to the following:
Maintain and Enhance the Smartzone Development, Promotion of
Neighborhoods of the City. Seaway Industrial Park, Redevelopment of
The City Commission appropriates funds former Muskegon Mall property, Terrace
and sets policy to address blighting Street Lots, Central Fire Station
influences in the City. The City Manager is Redevelopment, Renaissance Zone
coordinating a multi-department effort to Implementation, and Farmers Market
improve implementation and operational Relocation.
issues to address blight. The City
Commission also works with Neighborhoods Contributions to Outside Organizations: The
Associations on their events and promotion Contributions budget provides the
of our City. mechanism for the City to fund several
agencies that assist the City in achieving its
2007 Budget Highlights goals and providing certain services.
Funding for the Lakeside Business
City Commission: The City Commission will association has been added for 2007. The
continue to improve community relations by following agencies are being funded in
utilizing the City's Public Relations 2007:
Committee. The Commission will also
continue to work towards improving race 1) Neighborhood Associations of
relations within the City through financial Muskegon
contribution to the Institute for Healing 2) Muskegon Area Transit System
Racism and the Martin Luther King Jr. Unity 3) Muskegon Area First
Day Breakfast. 4) Institute for Healing Racism
5) Veterans Memorial Day
6) MLK Unity Day breakfast
City Attorney's Office: The City Attorney will 7) Muskegon County Animal Control (Cats)
continue to provide routine and special legal 8) Muskegon Area Labor/Management
services to the City. The City Attorney will Committee
also prepare the necessary legal documents 9) Neighborhoods of Choice Program
(development agreements, etc.) relative to 10) Community Access Line of the
special projects. Outside legal counsel will Lakeshore (CALL) - 211 Service
continue to work on the Nugent Sand matter 11) Lakeside Business Association
and the Edison Landing Smartzone.
City Manager's Office: The City Manager's
Office will continue ongoing efforts to
Page 25
CITY OF MUSKEGON, MICHIGAN
ADMINISTRATIVE SERVICES DIVISON
DIVISION SUMMARY Foster Opportunities for City Youth.
We support this goal internally through the
ADMINISTRATIVE SERVICES Julia Hackley Summer Internship Program,
which employs three to five students per
Division Description year. Externally, staff works closely with
The Administrative Services Division provides particular initiatives throughout the County
direct services and internal support services that seek to improve the employment
necessary for the operation of the City. The opportunity for young people. Through the
division is made up of four departments: City's Government Day Program and Youth
Administration Department, City Clerk's Office, in Government Program, we work closely
Civil Service Office and the Affirmative Action with Muskegon Public Schools to promote
Office. Major divisional responsibilities include and encourage youth participation in
labor relations, legislative activities, public and government, including using students as
community relations, election administration, election workers as well as holding field
City Commission affairs, business registration trips in the spring and fall.
and permits, personnel recruitment and record
keeping, workers compensation and risk Promote Economic Stability, Diverse
management, oversight of budgetary Economic Growth and Redevelopment.
expenditures among departments, effective Administrative services division meets this
implementation of the City's Equal Employment goal through coordination of the following
Opportunity Policy and contract compliance. programs: business registration, tax
abatements and contract compliance. It
Divisional Relationship to City also fosters opportunities for women and
Commission Goals minority owned businesses to participate in
the economic development process.
Take Leadership Responsibility for
Improving Race Relations and Diversity. Sustain the Natural, Cultural and
We support and promote this goal internally Recreational Resources of the
by fostering cultural sensitivity among Community.
employees and by exploring opportunities to This goal is met indirectly through our
operationalize the City's vision of having a written support of grant requests (by various
workplace that reflects the community. We community agencies/groups) to enhance
also support this goal externally by our and promote cultural activities.
direct involvement with community groups
undertaking initiatives toward improving Foster Strong Ties Among Governments
race relations in the community. An and Community Agencies.
example of this is our direct involvement This division maintains very close working
with the Institute for Healing Racism which relations with many neighboring units of
was created for the purpose of healing and government as well as community agencies.
bridging the racial divide within the We meet this goal through project specific
community. We also promote racial partnerships, representation on common
diversity by directly encouraging residents boards and committees, shared resources
of minority groups to apply for appointment and value specific information, and often
to City boards and committees. times through joint agency group meetings
throughout the year.
Page 26
Maintain and Enhance the
Neighborhoods of the City. CITY OF MUSKEGON, MICHIGAN
The Administration Division contributes to
the City's fight against blight through
aggressively investigating environmental City Clerk's Office: No staffing changes.
and sidewalk appeals. It reevaluates We will continue to work with the
approaches to service delivery aimed at Commission on their Community Relations
curtailing conflict between the general and Public Relations Committees projects
citizenry and staff attempting to implement and stride to provide improved public
policies set by the City Commission. communication. We will publish The
Channel newsletter and provide access to it
through the web. We will continue to
2007 Budget Highlights update and add to our City Clerk web page
to provide more information and ways to do
business through the city web page. This
Administration Department: no staffing budget reflects costs of four elections.
changes. Although such (Schools will be billed for their elections.)
programs/initiatives as Employee Direct mail will remain discontinued.
Education Reimbursement,
organization-wide employee training and Civil Service Department: no staffing
City-wide Citizen Survey were not changes. The Personnel Analyst position
budgeted, for the most part, we foresee remains vacant. Job Line remains
continuation of services at current discontinued. The proposed operating
levels. A high priority item will be to budget solely provides for continuation of
successfully negotiate new collective basic services. Efforts to fine-tune use of
bargaining agreements with two to four limited department staffing and material
of our five labor groups: bargaining with resources in order to advance output will
Command and Patrol Units will begin in continue. Improvements in relaying
September 2006 and could carry over information through the City's intranet and
into 2007; and Fire and DPW-Unit 2 internet sites, as well as publication of the
bargaining sessions will begin in Employees Newsletter will continue.
September of 2007. We will also
continue oversight and coordination of Future Outlook
the organization's administrative needs. Following are the major goals of the
Affirmative Action Department: No Administration Division incorporated in the
staffing changes. We will continue proposed budget:
responsibility for the Worker's Administrative Services:
Compensation program, contract Negotiate two to four union contracts
compliance, equal employment and manage grievances filed.
opportunity, and community outreach. Continue to work towards improving
The 2007 Budget also provides for Labor / Management relations.
implementation of the Equal
Employment Opportunity Committee's Continue on-going efforts to improve
goal to improve opportunities for race relations.
minority representation among city Foster the accomplishment of the City
seasonal Lifeguard Positions. We will Commission Vision, Value and Mission
assume the Risk Management within the organization and the
responsibilities of the organization. Both community.
the hardship contingency fund and
National recruitment efforts remain Affirmative Action:
discontinued. However, recruitment at Work more closely with the Civil Service
College-University Career Days will and Finance departments to implement
continue.
Page 27
the Workers Compensation and Risk
Management Program. CITY OF MUSKEGON, MICHIGAN
Meet Equal Employment Opportunity
and Affirmative Action efforts.
Continue to pursue contract compliance.
City Clerk's Office:
Continue with current programs.
Continue to Design Clerk's Office Web
page with links to program applications
such as licensing, permits, voter
registration, and absentee ballot.
Enhance existing voter registration
programs with seniors, students, and
neighborhood groups.
Continue training of staff and residents
on all new election equipment.
Civil Service:
Revise employee orientation process.
Update Civil Service Rules &
Regulations or develop new Human
Resource implementation guidelines (if
the issue to eliminate Civil Service
passes in the November election).
Conclude personnel file reorganization.
Continue development of the
department's web pages.
Revamp employee handbook.
Page 28
CITY OF MUSKEGON, MICHIGAN
FINANCIAL SERVICES DIVISON
DIVISION SUMMARY in shaping the perception that citizens,
investors, bond rating agencies and others
Financial Services have of the City of Muskegon. Staff of the
Financial Services Division take pride in
Division Description providing excellent financial leadership for
The Financial Services Division is made up of the City in accordance with the highest
the following departments: Finance professional standards.
Administration, City Treasurer's Office, Income
Tax Administration and Information Systems. Foster Opportunities for City Youth.
The division is responsible for all financial The Division participates in Phoenix
management activities of the City; specifically, University and Grand Valley State
property tax collections, utility billing and University's Internships programs. Staff
collections, payroll and employee benefits, spends quality time to provide personal and
accounts payable and accounts receivable, professional development to interns which
income tax collections and management of the ensures their competitive advantage when
City's computer network and related information entering the job market. Additionally
systems. Additionally, the division oversees the several staff members volunteer in the
following contractual relationships: schools through Junior Achievement.
Muskegon County Equalization Promote Economic Stability, Diverse
Department which performs all property Economic Growth and Redevelopment.
tax assessment services for the City. The Finance Division plays a key role in
L. C. Walker Arena and the associated analyzing the financial impact, budgeting
contract with the Arena Management and identifying funding sources for City
Group LLC. economic development initiatives such as
the Mall Redevelopment, Smart
Divisional Relationship to City Zone/Edison Landing, Seaway Industrial
Park and the Farmers Market relocation.
Commission Goals Ultimately, implementation and future
oversight of these initiatives becomes the
City Mission Statement: To improve the responsibility of the Finance Division
quality of life for the citizens of through activities such as bond issuance
Muskegon through stewardship of and tax increment administration.
resources, excellent service and
leadership for the greater community . Foster Strong Ties Among Governments
It is primarily in the area of resource and Community Agencies.
stewardship that the Finance Division The Finance Division works closely with
contributes to this mission. Employees of other governmental units to ensure services
the division work to maximize the financial are provided in a cost-effective manner.
resources available to support municipal Examples include tax collection services
services through revenue collections, provided by the City Treasurer's Office, dog
investments, and sound financial license fee collection for Muskegon County
management practices. Also, they provide Vector Control and the intergovernmental
the City Commission and department agreement with Muskegon County for
managers with timely and accurate financial assessment services. Additionally, staff is
information critical to prudent and effective involved with the One Muskegon
stewardship. Sound finances are important intergovernmental cooperation initiative.
Page 29
Develop and Maintain City Infrastructure CITY OF MUSKEGON, MICHIGAN
and Facilities.
The Finance Division strives to be on the efficiency in both the Treasurer's Office and
cutting edge of new technology. the Income Tax Office. The 2007 budget
Improvements and updates to the security contemplates an additional part-time
of the City's information network protect the Customer Service Representative II position
integrity of our information and continual with continuation of in-house and
enhancements to the City' web site and outsourced billing services and collection
Intranet site provide access to more services. The department is committed to
information and services to City of working on opportunities that will improve
Muskegon employees and citizens. productivity and operational efficiency
Recently the City of Muskegon's web site through the use of technology.
was rated 5th out of 534 city and villages in
the State of Michigan by Cyber-state.org. Income Tax Administration: Staffing levels
will remain constant. The Income Tax
Maintain and Enhance the Administrator has now taken over the
Neighborhoods of the City. additional duties of Deputy Treasurer. This
The Division's Reengineering Committee is change along with the physical move of the
continually reevaluating techniques for Income Tax office closer to the Treasurer's
improving our collection efforts especially on Office will help these two offices work
environmental invoices. The Committee together to streamline collection efforts and
has also been instrumental in updating and increase overall efficiency. The budget
centralizing data bases used by City provides for continued collection and tax
departments for everything from City enforcement activities.
mailings to billing information. These efforts
will reduce blight in our neighborhoods and LC Walker Arena: The various contracts for
increase the flow of information to residents. operation of the arena expired in 2006 and
were replaced with one contract which
2007 Budget Highlights reduces the City's financial obligations and
provides incentives for the management to
Finance Administration: No staffing changes utilize the arena to its fullest. The 2007
are proposed. The budget provides for budget provides for the General Fund to pay
continuation of current services. $235,000 in Management Fees and to
maintain a Capital Improvements Fund for
Assessing Services: The 2007 budget the Arena. In 2006 a "clubroom" project at
contemplates continuation of the contract the Western Avenue end of the arena was
with the Muskegon County Equalization contemplated. However, construction bids
Department for all assessment services. were higher than expected and the project
The cost of this contract is tied to the actual was deferred. This project will be explored
year-to-year increase in the City's total again in 2007 to determine if it will be self-
taxable property valuation. For 2007, this supporting and help reduce the City's
cost increase is about two and a half financial obligation to the arena.
percent (2.58%).
Information Technology: As proposed in
City Treasurer: The Revenue Collections 2005, a computer technician position has
Administrator position has been eliminated. been eliminated from the Information
The Income Tax Administrator is now the Technology Department. The department is
Income Tax Administrator/Deputy focusing efforts on maintaining the same
Treasurer. This change will help coordinate level of service for network and data
collection efforts between the two operations. Services such as 24x7 support,
departments and provide for greater cross telephone call center support and other non
training opportunities improving the
Page 30
critical operations have been eliminated and
replaced with electronic solutions. CITY OF MUSKEGON, MICHIGAN
Future Outlook information more efficiently than our
existing database.
Following are some of the major goals of the Continue to increase the number of
Finance Division that are incorporated in the businesses that electronically submit
2007 proposed budget: their W-2's and W-3 information to our
department.
Finance Administration Increase the number of direct deposit
Constant monitoring of the City's budget refunds.
so management has the most up-to- To accept an Individual tax return
date accurate information to respond to electronically or have the ability to scan
changes as quickly as possible. information from a tax return directly into
Continue efforts to move all employee our tax software system.
groups over to the Municipal
Employees' Retirement System L C Walker Arena
(MERS). Continued collaboration with Arena
Increase ACH vendor payments using Management to increase the number of
GEMS software enhancement. events and overall attendance at the
Continue working with One Muskegon in Arena.
the areas of purchasing and shared Explore possible retail opportunities
financial services at the Arena.
Devise other income-producing
Assessing Services strategies.
Update the mapping of the entire city Pursue sale of Naming Rights to the
and convert the drawing into a new geo- Arena.
database.
Activate and integrate an elevation Information Technology
model and digital orthophotography as Continue adding features to the City's
GIS layers. web portal (website) that will empower
and enable customers to perform
City Treasurer functions online, such as paying bills,
Investigate possible utility billing record retrieval and more. By making
software solutions that will improve information available and moving
productivity and operational efficiency. additional functions to our web portal,
Implement new cash receipting software Information Technology can help reduce
system which is compatible with other the burden of staff reductions and
systems currently used within the City. limited time for other departments.
Research and implement alternative Continue to help departments recognize
payment methods to include accepting cost savings through the use of
payment of winter property taxes by technology and business process
credit card on-line and by telephone. review.
Migrate remaining databases to a
Income Tax Administration standard Database Management
Work with an outside vendor to System for future data mining, research
implement a web based withholding and support.
payment program. Create an online directory of businesses
Consider the reorganization of our and their associated websites. For a
withholding database. Our office has to minimal fee, any business that registers
determine if our current software with the city will have the option of being
package can manage our withholding listed in this directory regardless of
location.
Page 31
CITY OF MUSKEGON, MICHIGAN
PUBLIC SAFETY DIVISION
DIVISION SUMMARY Officer is being assigned full-time to the
high school.
POLICE DEPARTMENT
Promote Economic Stability, Diverse
Department Description Economic Growth and Redevelopment.
The Muskegon Police Department consists of The department actively partners with
the following bureaus: Patrol, Investigations, developers and local businesses to address
and Administration. Each bureau encompasses parking, traffic and security concerns.
units of related functions that contribute toward
the department's overall goal accomplishment. Sustain the Natural, Cultural and
Primary responsibilities of the department Recreational Resources of the
include law enforcement, investigations, and Community.
the maintenance of public records. The police In partnering with groups and coordinating
department operates within the context of events such as Summer Celebration, Unity
community policing i.e., forming community Fest and Shoreline Spectacular, the
partnerships to reduce crime and enhance the department has become adept at handling
quality of life within the city. special events. Department staff takes
great pride in the success of these events.
Departmental Relationship to City
Commission Goals Foster Strong Ties Among Governments
and Community Agencies.
The department works in conjunction with
Take Leadership Responsibility for other regional law enforcement agencies
Improving Race Relations and Diversity. such as West Michigan Enforcement Team
The department continues its efforts to (WEMET) in coordinating drug enforcement.
recruit members of the minority community This association has produced favorable
and women. The department has results for the city. The department also
established strong ties with the NAACP, works closely with Child Abuse Council and
various faith-based organizations and our Every Woman's Place to address domestic
Hispanic community. We actively violence and child abuse issues.
participate in community forums and
neighborhood meetings. Our Citizen's
Police Review Board is an integral part of Develop and Maintain City Infrastructure
our outreach. The department is committed and Facilities.
to building trust, especially with our citizens Staff is part of both the city and county
from minority groups. Emergency Management Team. With the
onset of Homeland Security efforts, there
are responsibilities associated with the
Foster Opportunities for City Youth. security of a number of public facilities.
The department continues to have a strong
presence at, and commitment to, our
schools through programs such as Keep Maintain and Enhance the
Kids in School (KKIS) and Kids and Cops. Neighborhoods of the City.
The neighborhood officers have been Community policing will continue to serve as
directed to spend a portion of each week in the cornerstone in the department's efforts
their neighborhood elementary schools and to provide effective police services to our
the middle schools. A Community Police community. Our organizational structure is
designed to encourage a team approach in
addressing issues within the
Page 32
neighborhoods. The department will CITY OF MUSKEGON, MICHIGAN
continue to address the perception of crime
within our city.
Focus on quality of life issues (blight) and
2007 Budget Highlights the perception of crime in the
neighborhoods.
Our Citizen's Police Academy has been
very successful. Therefore, we will continue
the academy during this fiscal period. Investigations Bureau :
State training funds (Public Act 302) should Continue to pursue technology that will aid
remain constant and will be available to us. in the development of effective investigation
We have pooled a portion of these funds strategies.
with 70 other police agencies in west
Michigan and formed a training consortium. Continue to improve our caseload
This allows for very low cost training. management. Ensure that detectives are
being assigned to cases in an effective and
Due to the passage of a millage increase for efficient manner.
Muskegon Central Dispatch, municipal
assessment costs will be frozen during Provide a coordinated response to narcotics
2006. violations throughout the city with an
emphasis on street-level and neighborhood
Managers have been directed to provide enforcement.
strict control and oversight of our overtime
and operational costs. Partner with neighborhood and patrol
officers in developing strategies to resolve
Pursue functional consolidation with other crime issues.
law enforcement agencies.
Maintain positive, working relationships with
Patrol Bureau: the media.
A School Resource Officer is assigned to When necessary, utilize regional task forces
Muskegon High School on a full-time basis. to investigate violent crimes.
Continue the Neighborhood Response Serve as a partner with other local police
Team. agencies and the Michigan State Police in a
regional computer crimes investigation unit.
In conjunction with Public Works, continue
to monitor the quality of our vehicle fleet. Administration:
Review vehicle assignments to maximize
the use of our fleet. Maintain an "open door" policy for our
community. Focus on outreach to our
Provide consistent traffic enforcement in minority communities.
those areas of the city, including
neighborhoods, with identified needs. Serve as a leader and mentor in the
C development of the department's
management team.
Maintain strong ties with our neighborhood
schools. Develop a Vision/Mission/Value statement
for the department.
Schedule the neighborhood officers to
better meet the needs of the community. Ensure that our complaint process is open,
fair and accessible to our community.
Page 33
Foster positive labor-management relations. CITY OF MUSKEGON, MICHIGAN
Fully utilize our crime mapping and crime Promote the Economic Stability, Diverse
analysis capabilities. Begin the process of Economic Growth and Redevelopment
evaluating our 30 year-old patrol districts. Inspections staff and fire prevention staff will
assist homeowners, contractors and
In conjunction with court officials, review the developers in meeting their code
scheduling of officers with the goal of obligations. Our responsibility will be
reducing overtime costs. carried out in a professional, customer-
service oriented manner.
Develop alternative sources of funding for
community programming. Sustain Natural, Cultural and
Recreational Resources of the
Be aggressive in seeking out non- Community
personnel-based grants. Our ice and water rescue capabilities in
conjunction with our water-borne firefighting
function provides a safety net for those
FIRE DEPARTMENT utilizing the waterways within our city.
Department Description Foster Strong Ties Among Government
The Muskegon Fire Department provides the and Community Agencies
following services: fire suppression, emergency The department currently uses mutual aid
medical service, fire prevention, specialized with neighboring jurisdictions to deliver life
rescue, building and trade inspections and code safety services to citizens in the most rapid
enforcement. The department provides the and efficient manner possible. Staff will
aforementioned services as well as fire continue to explore the possibility of a
prevention and fire safety education for our regional training center as well as
community. participating in area-wide training programs
and the development of regional specialty
Departmental Relationship to City teams. An advisory committee has been
Commission Goals: formed to provide feedback to the building
and trade inspectors as to customer service
Take Leadership Responsibility for issues and inspection procedures.
Improving Race Relations
The department will continue its efforts to Develop and Maintain Infrastructure and
recruit and retain members of the minority Facilities
community and women. Department Continue to review the current status of our
personnel will participate in community facilities and apparatus as to needed repairs
forums and neighborhood meetings. Staff is and replacement.
committed to building and maintaining trust,
especially with members of our minority Maintain and Enhance the Residential
communities. Neighborhoods of the City
The department will continue to meet with
neighborhood associations in an effort to
Foster Opportunities for City Youth become familiar with neighborhood-specific
Our Firematch and Juvenile Firesetter issues. Staff and apparatus are also
programs are designed to help troubled present at neighborhood functions.
kids. We continue to partner with schools Inspections staff will continue to focus on
and community groups in an effort to identifying dangerous structures and other
establish positive relationships with youth blight related issues.
within our city.
Page 34
CITY OF MUSKEGON, MICHIGAN
2007 Budget Highlights
Continue our review of purchasing practices
within the department. Eliminate
unnecessary purchases when possible.
Continue to utilize a training calendar in
order to better track and maintain
certifications and mandated training.
Managers have been directed to provide
strict control and oversight of our overtime
and operational costs.
Aggressively seek non-personnel based
grants.
Foster positive labor-management relations.
Develop a Vision/Mission/Value statement
for the department.
Monitor construction of the new Central Fire
Station (completion: 2007)
Continue with customer service training
within the Inspections Office.
Pursue functional consolidation with other
fire service and inspection agencies.
Consider changes in the Housing
Registration process that would be more
customer friendly and would reduce the
amount of staff time involved in the process.
Page 35
CITY OF MUSKEGON, MICHIGAN
PUBLIC WORKS DIVISON
DIVISION SUMMARY Recreation Staff within the Leisure Services
Department for their recreation programs
Public Works Services with trash pickup and facility management.
In addition, the Parks staff provides support
Division Description for privately funded youth activities such as
The Public Works Services Division is the one at St. Joseph Park. Youth football
responsible for maintaining the City's receives substantial Parks support at
infrastructure, the life-blood of the City. Seyferth, McCrea, and Smith Ryerson
parks. Support is given to the Muskegon
This division consists of four general School system for their middle and high
departments: school youth sports and summer school
Public Works Department comprising programs. Parks staff works directly with
of Streets, Street Lights, Traffic Signals, Volunteer Muskegon and with the MRC
Signs and Barricades, Cemeteries, group at Smith Ryerson in support of youth
Parks, Forestry, Parking Operations, boxing and other programs. A major youth
Special Event Support; soccer program is supported at Reese
Field.
Utilities Department comprising of
Water Filtration Plant, Water/Sewer
Maintenance, Storm Water Promote Economic Stability, Diverse
Management and Sanitation, Economic Growth and Redevelopment.
Equipment; The Public Works Services Division works
directly with developers and architects
Engineering Department comprising of during design and construction to provide