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City of Muskegon,
Michigan
2006 Proposed Budget and
Quarterly Budget Reforecast
For The Year Beginning January 1, 2006
CITY OF MUSKEGON, MICHIGAN
PROPOSED BUDGET
FOR THE YEAR BEGINNING JANUARY 1, 2006
CITY COMMISSION
STEVE WARMINGTON - MAYOR
CLARA
SHEPHERD LAWRENCE
SPATARO
CHRIS
CARTER
STEVE
GAWRON
BILL
LARSON KEVIN
DAVIS
BRYON MAZADE
CITY MANAGER
CITY
OF
MUSKEGON,
MICHIGAN
Budget for the Year Ended December 31, 2006
TABLE OF CONTENTS
INTRODUCTORY SECTION 5
City Manager's Budget Message 7
Summary Charts and Graphs 15
Division Budget Narratives 21
Public Representation Division 22
Administrative Services Division 24
Financial Services Division 27
Public Safety Division 30
Public Works Division 34
Leisure Services Division 37
Community & Economic Development Division 39
I. GENERAL FUND BUDGET 43
Budget Summary 44
Detailed Revenue Summary by Revenue Classification 45
Detailed Expenditure Summary by Function 49
Comparison of Revenues and Costs of Selected Functions 58
Page 1
CITY OF MUSKEGON, MICHIGAN
Budget for the Year Ended December 31, 2006
TABLE OF CONTENTS - CONTINUED
II. NON-GENERAL FUND BUDGETS 59
Major Streets and State Trunklines Budget 60
Local Streets Budget 61
L.C. Walker Arena Budget 62
Budget Stabilization Fund 63
Land Reutilization Budget 64
Criminal Forfeitures Budget 65
Tree Replacement Budget 66
Local Development Finance Authority I Budget 67
Local Development Finance Authority II Budget 68
Local Development Finance Authority III Budget 69
Tax Increment Finance Authority Budget 70
Downtown Development Authority Budget 71
Sidewalk Improvement Budget 72
Public Improvement Budget 73
State Grants Fund Budget 74
Marina & Launch Ramp Budget 75
Equipment Budget 76
Page 2
CITY OF MUSKEGON, MICHIGAN
Budget for the Year Ended December 31, 2006
TABLE OF CONTENTS CONTINUED
II. NON-GENERAL FUND BUDGETS (continued)
Public Service Building Budget 77
Engineering Services Budget 78
General Insurance Fund Budget 79
Water Fund Budget 80
Sewer Budget 81
III. APPENDICES
Debt Service Requirements 83
2005 Budgeted Capital Improvements 85
2006 Budgeted Capital Improvements 89
Budgeted Personnel Complement 93
2006 Budget Resolution 99
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
Clerk August 30, 2005
(231)724-6705
FAX (231)724-4178
Comm. & Neigh.
Services Honorable Mayor and City Commissioners:
(231)724-6717
FAX (231)726-2501
Enclosed is the proposed 2006 Budget for the City of Muskegon. The current economic situation,
Engineering rising personnel and operational costs and reductions and uncertainties in state shared revenue
(231)724-6707
FAX (231)727-6904 continue to have negative impacts on the City's General Fund Budget. To the extent possible, the
2006 spending plan was prepared considering the type and scope of programs the City Commission
Finance
(231)724-6713 identified as priorities during the January strategic planning process and subsequent budget meetings
FAX (231)724-6768
throughout 2005. For the most part, the proposed budget is a status quo budget, with few significant
Fire Department changes
(231)724-6792
FAX (231)724-6985
The City's total proposed 2006 spending plan (including all budgeted funds) is $63,714,084 as
Income Tax
(231)724-6770 compared to $64,602,550 originally proposed for 2005. In addition to modestly scaled back
FAX (231)724-6768
operating budgets, the decrease is attributable to the fact that large capital projects including Shoreline
Info. Technology Drive and the water filtration plant improvements were completed in 2005. Capital outlays for routine
(231)724-4126
FAX (231)722-4301 water, sewer and street improvements will continue in 2006.
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 Budget
Leisure Services 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
Planning/Zoning General Fund
(231)724-6702
FAX (231)724-6790
Proposed general fund expenditures are $23,927,324, up 2.63% from the 2005 revised estimate of
Police Department
(231)724-6750 $23,314,254. Revenues for 2006 are estimated at $23,620,716, up very slightly (.32%) from the 2005
FAX (231)722-5140 revised estimate of $23,544,750. Revenues are not growing at a pace to keep up with rising costs
Public Works largely due to the economy and increased personnel-related costs. State shared revenues for 2006 are
(231)724-4100 projected to remain at their current much reduced level. No further cuts are specifically anticipated,
FAX (231)722-4188
but the risk of further cuts remains.
Treasurer
(231)724-6720
FAX (231)724-6768 The proposed general fund budget is based upon conservative estimates of revenue and realistic
Water Billing projections of expenses and is structured so as to allow the city to maintain a fund balance equal to
(231)724-6718 10% of prior year expenditures, in accordance with City Commission policy.
FAX (231)724-6768
Water Filtration
(231)724-4106
FAX (231)755-5290
Page 7
Several changes to the general fund budget are proposed for 2006 and are worthy of note. These include the
following:
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 adjustments to the personnel
complement are included in the proposed budget:
Two firefighter positions were eliminated and two housing inspector positions were reinstated. This was
done in 2005, and is reflected in the 2006 Budget.
Reinstate the part-time Customer Service Representative position in Leisure Services. This was done in
2005 to provide the necessary clerical support for the department, and is now reflected in the 2006 Budget.
Reinstate the Parks Intern to provide improved supervision for seasonal work. This position will be filled on
a contractual basis.
In accordance with Commission goals, the number one priority for 2006 is continuation of the fight against
neighborhood blight. Several departments will continue to work collectively to eliminate blighting
influences. We will improve enforcement on illegal dumping with a surveillance component and consider
banning vending vehicles that use music. The City's successful anti-graffiti efforts will also be continued.
The Fire Department anticipates receiving a federal fire grant and will use it to purchase a hose tester, turn-
out gear and ice rescue suits.
The Police Department will continue the Neighborhood Response Team program that was implemented
earlier this year. The department will also purchase field force gear and video equipment using criminal
forfeiture funds.
The Parks Department will resurface one set (10) of shuffle board courts at McGraft Park this year and the
other set in 2006.
Reduced funding for the Veterans Memorial Day Costs in 2005 and 2006 as the city is no longer required to
pay for such costs in private cemeteries.
The parking budget contemplates ceasing maintenance of the former Muskegon mall parking lots in late
2005 as that property begins it redevelopment.
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 years, a small amount of major general fund capital expenditures ($84,585) are
budgeted for 2006. Funds are budgeted for the Geographic Information System (GIS), sanitation cart
replacement and improvements to City Hall.
General Fund transfers to the Major and Local Street Funds are budgeted at $480,000.
Page 8
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:
Consider introducing a contractual or commission-based public relations position funded through
advertising sales and sponsorships. This position would be responsible for coordination and
implementation of communication between residents, businesses, media and city departments. Also, the
position would assume responsibility for identifying and promoting city advertising opportunities.
Sponsorships may be pursued for services/programs, such as McGraft Park Concerts, Life Guards at PM
Park, Dog Beach mitts, Park Rangers, etc.
Staff will be working on the redevelopment of the Terrace Street Lots for a new fire station, potentially the
relocation of the Farmer's Market and additional commercial development. We will also consider selling
other properties including the former Shaw Walker parking lot.
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 2006 budget. A summary of budget highlights for these funds follows:
Major and Local Street Funds These budgets contemplate continuation of current service levels. The
2006 budget provides for $3.64 million of major street capital improvements. Local street capital
improvements are budgeted at $460,000. As noted, the General Fund transfer to the street funds is
$480,000, with an additional $150,000 of METRO Act funds allocated to the local street fund.
L.C. Walker Arena The City will continue utilizing uncommitted TIFA funds to reduce the general fund
subsidy in 2006. The City will also consider constructing a restaurant within the arena if we can be assured
that it will reduce the City's subsidy of the arena. Without the restaurant, the general fund subsidy for arena
operations is projected to remain at $260,000.
Sidewalk Improvement Fund The ten-year sidewalk replacement program was completed in 2005. This
fund will now be used to 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. Also, funding is included for a new
Central Fire Station ($2.8million).
Page 9
State Grants Fund We anticipate grants for the Neighborhood of Choice and Site Assessment programs.
Neither of these grants will require a City match. Grants for completion of the Lakeshore Trail are also
budgeted. A local match of $500,000 will be required for this project and will be raised through issuance of
bonds.
Marina & Launch Ramp Fund No significant changes in funding or operations are budgeted. A bond
issue is anticipated to match state grant funds for necessary capital improvements. Staff intends to re-
consider contracting for management of the facility to reduce its economic risk. Also, efforts to increase
enforcement of launch ramp permits will continue.
Equipment Fund No significant operational changes are planned. Scheduled vehicle and equipment
purchases totaling $965,000 are planned for 2006.
Public Service Building No significant operational changes are planned. Ongoing physical
improvements at the facility are scheduled at $50,000.
Water Fund Major improvements to the filtration plant are ongoing and will be completed in 2005.
Other capital improvements, many of which are tied to street projects, are proposed and total $1.385
million.
Sewer Fund - No significant changes are planned for sewer fund operations. The County is increasing its
wastewater treatment rates by 33%, (primarily due to capital improvements and Sappi flow reduction). It is
anticipated that the City will need to increase rates to customers by 16% in 2006. Capital improvements,
many of which are tied to street projects, will total $1.125 million.
New Debt Issuance
The budget proposes possible issuance of one new bond issue:
Capital Improvement Bonds The City will have to bond to provide matching funds for a state grant for
improvements to the marina. Also, the City will bond to match two large grants to complete the Lakeshore
Trail. The bond may also include funding for the restaurant for the arena. Bond details will change as
project plans are finalized, but presently a $4.9 million bond issue is anticipated:
Central Fire Station $2,800,000
Hartshorn
Marina
1,000,000
Lakeshore Trail 500,000
Arena Improvements 450,000
Fisherman's Landing 150,000
$4,900,000
Page 10
Future Outlook
The proposed 2006 budget provides a sound-financing plan for the city. However, as noted, it is largely a
status quo budget and maintains service levels that have previously been reduced significantly. It should also
be noted that there are several unknown factors that could affect this spending plan.
Healthcare and Other Benefit Costs Increased healthcare costs continue to be a major problem for the
City. Based on estimates from Priority Health, the 2006 budget incorporates an estimated 7% annualized
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 for both general and police and fire employees. Fundamental restructuring of those
benefit programs remain a priority for the city in employee contract negotiations.
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 is very tenuous, further cuts in Revenue Sharing are a very
real possibility.
Continued Operating Deficits The 2006 budget is balanced using funds ($306,608) 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.
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 resilient in recent years, despite generally
poor local economic news. Realistically, however, the cumulative impact of plant downsizings at
Brunswick, Dana, and Sappi must be a considered as a potentially serious budget problem. We have
budgeted revenues conservatively and will continue to closely monitor collections. Budgetary adjustments
will be made as needed.
Employee Contracts The contract with the 517M union expired at the end of 2004 and is going to fact-
finding. The contract with the clerical union will expire at the end of 2005. The outcome of these
negotiations will have a significant impact on the city's budgetary situation in 2006 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. Continued erosion of
this funding source will have serious implications for the general fund service levels.
Page 11
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
Commission policies dictate. The 2005 third quarter reforecast and update is incorporated into this budget
document.
Budget Process and Detail
The proposed 2006 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 eight 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.
Page 12
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.
The above is intended to provide you with highlights of the proposed 2006 Budget and prepare you for a
detailed review of the same. This review is scheduled for the September work session on September 12,
2005. A public hearing on the budget is scheduled for the regular City Commission meeting to be held on
September 13, 2005. 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, 2005.
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 13
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 14
SUMMARY CHARTS AND GRAPHS
Page 15
City of Muskegon
2006 Proposed Budget
Summary of Budgeted Funds
Projected Beginning Projected Ending Increase (Decrease)
Fund Fund Fund
Balance/Working Projected Balance/Working Balance/Working
Fund Name Capital Projected Revenues Expenditures Capital Capital
1 General $ 2,675,687
$ 23,620,716
$ 23,927,324
$ 2,369,079
$ (306,608)
2 Major Streets 1,353,521
6,021,948
6,844,748
530,721
(822,800)
3 Local Streets 229,817
1,732,942
1,644,649
318,110
88,293
4 L.C. Walker Arena 11,512
1,556,476
1,515,066
52,922
41,410
5 Criminal Forfeitures Fund 142,049
10,000
63,000
89,049
(53,000)
6 Budget Stabilization Fund 1,250,000
- - 1,250,000
-
7 Land Reutilization Fund 23,875
1,000
1,000
23,875
-
8 Tree Replacement Fund 13,447
3,200
3,000
13,647
200
9 Tax Increment Finance Authority Debt Fund 3,147
59,044
60,000
2,191
(956)
10 Downtown Development Authority Debt Fund 422,203
559,095
564,095
417,203
(5,000)
11 Local Development Finance Authority I Fund 311
10
- 321
10
12 Local Development Finance Authority II Fund 22,145
350
- 22,495
350
13 Local Development Finance Authority III Fund (Smartzone) 277,933
21,908
205,847
93,994
(183,939)
14 Sidewalk Improvement 841,303
360,000
433,175
768,128
(73,175)
15 Public Improvement 594,745
3,370,000
3,047,035
917,710
322,965
16 State Grants 1,607
3,770,000
3,770,000
1,607
-
17 Marina & Launch Ramp 31,795
1,825,000
1,749,718
107,077
75,282
18 Public Service Building 73,842
582,270
578,378
77,734
3,892
19 Engineering Services 74,866
591,500
613,804
52,562
(22,304)
20 Equipment 1,648,342
2,415,000
2,596,570
1,466,772
(181,570)
21 General Insurance 760,046
4,103,990
4,012,994
851,042
90,996
22 Sewer 1,764,245
5,447,271
5,655,997
1,555,519
(208,726)
23 Water 2,979,201
6,620,762
6,427,684
3,172,279
193,078
Total All Budgeted Funds $ 15,195,639
$ 62,672,482
$ 63,714,084
$ 14,154,037
$ (1,041,602)
Page 16
CRIMINAL FORFEITURES 0.1% TREE REPLACEMENT 0.0% TIFA 0.1% LOCAL STREETS 2.6% PUBLIC SERVICE BUILDING 0.9% DDA 0.9% LDFA III (Smartzone) 0.3% SIDEWALK 0.7%
LC WALKER ARENA 2.4% ENGINEERING SERVICES 1.0% MARINA & LAUNCH RAMP 2.7%
Other 11.7%
PUBLIC IMPROVEMENT 4.8%
LAND REUTILIZATION 0.0%
EQUIPMENT 4.1%
CITY OF MUSKEGON INSURANCE 6.3%
STATE GRANTS 5.9% GENERAL FUND 37.6%
SEWER 8.9%
TOTAL 2006 BUDGETED FUND EXPENDITURES - $63,714,084 WATER 10.1% MAJOR STREETS 10.7%
Page 17
2006 GENERAL FUND REVENUES
$23,620,716
All Othe r
Sources
19%
State Share d
Revenue
20% Taxes
61%
2006 GENERAL FUND EXPENSES
$23,927,324
Off-Budge t
Items
Business 8%
Value Adde d
Activities
17%
Customer
Value Adde d
Activities
75%
2006 GENERAL FUND EXPENSES
$23,927,324
Supplies
Other Uses 2% Other
Expenses
4% 0%
Contractual
Services
29%
& Salaries
Capital Benefits
1% 64%
Page 18
GENERAL FUND REVENUES AND
EXPENDITURES - LAST 10 YEARS
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
$- $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
$-
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
FUND BALANCE TARGET FUND BALANCE
Page 19
Page 20
BUDGET NARRATIVES BY DIVISION
Page 21
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 promote 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 City Commission also encouraged the
improve race relations through action and clean-up of Ruddiman Creek which begins
policy. The City Manager's Office will work this summer. The Public Relations
on this goal with various community groups Committee works to create awareness of
and by encouraging employees to the positive qualities of our city to inspire
participate in the Institute for Healing community pride, confidence and support.
Racism. The City Commission, through the Each summer the City Commission
Community Relations Committee, provides sponsors the Beautification Awards to three
opportunities for positions on various boards City of Muskegon homeowners for
and committees to a diverse mix of citizens. aesthetically attractive landscaping. The
The City also co-sponsors the Martin Luther City has also improved waterfront public
King (MLK) Diversity Day Breakfast and access through the site plan process for
provides financial support to the Institute for new developments.
Healing Racism.
Foster Strong Ties Among Governments
Foster Opportunities for City Youth. and Community Agencies.
The City Commission and City Manager's The City Commission and City Manager
Office support our youth through programs work with various local governments and
Page 22
community agencies on a number of
projects and programs. Some of these CITY OF MUSKEGON, MICHIGAN
include, but are not limited to Muskegon
Area First, The Municipal Wastewater improve community and race relations. The
Committee, Central Dispatch, MATS, MAP, office will pursue cooperative efforts and
MALMC, and Muskegon Neighborhood potential functional consolidation with other
Associations. The City furthered this goal by local governments. This office will also
providing water-billing service to Muskegon continue to work to improve the economic
Township. The City is working in climate in the City in order to create an
cooperation with the County on the environment conducive to private
redevelopment of the former Muskegon mall investment. Specific projects include, but
site through the potential sale and re-use of are not limited to the following: Smartzone
the City parking ramp and by cooperating Development, Promotion of Seaway
on grant opportunities. The City is also Industrial Park, Redevelopment of former
involved in One Muskegon which is a multi- Muskegon Mall property, Renaissance Zone
jurisdictional effort to pursue cooperative Implementation, and Farmers Market
ventures among area municipalities. Relocation.
Maintain and Enhance the Contributions to Outside Organizations: The
Neighborhoods of the City. Contributions budget provides the
The City Commission appropriates funds mechanism for the City to fund several
and sets policy to address blighting agencies that assist the City in achieving its
influences in the City. The City Manager is goals and providing certain services.
coordinating a multi-department effort to Funding for the 211 service has been added
improve implementation and operational for 2006. The 211 service provides
issues to address blight. The City community service information to citizens.
Commission also works with Neighborhoods The Muskegon Main Street Program
Associations on their events and promotion funding has been moved from Planning and
of our City. Economic Development to this budget this
year. The following agencies are being
2006 Budget Highlights funded in 2006:
City Commission: The City Commission will 1) Neighborhood Associations of
continue to improve community relations by Muskegon
utilizing the City's Public Relations 2) Muskegon Area Transit System
Committee. The Commission will also 3) Muskegon Area First
continue to work towards improving race 4) Institute for Healing Racism
relations within the City through financial 5) Veterans Memorial Day
contribution to the Institute for Healing 6) MLK Diversity Day Program
Racism. 7) Muskegon County Animal Control
8) Muskegon Area Labor/Management
Committee
City Attorney's Office: The City Attorney will 9) Muskegon Main Street Program
continue to provide routine and special legal 10) Community Access Line of the
services to the City. The City Attorney will Lakeshore (CALL) - 211 Service
also prepare the necessary legal documents
(development agreements, etc.) relative to
special projects. Outside legal counsel will
continue to work on the cable TV lawsuit,
the Nugent Sand matter and the Edison
Landing Smartzone.
City Manager's Office: The City Manager's
Office will continue ongoing efforts to
Page 23
CITY OF MUSKEGON, MICHIGAN
ADMINISTRATIVE SERVICES DIVISON
DIVISION SUMMARY particular initiatives throughout the County
that seek to improve the job skill
ADMINISTRATIVE SERVICES development of young people. Through the
City's Government Day Program and Youth
Division Description in Government Program, we work closely
The Administrative Services Division provides with Muskegon Public Schools to promote
direct services and internal support services and encourage youth participation in
necessary for the operation of the City. The government, including using students as
division is made up of four departments: election workers as well as hold field trips in
Administration Department, City Clerk's Office, the fall and spring. Additionally, through the
Civil Service Office and the Affirmative Action Junior Achievement program, staff volunteer
Office. Major divisional responsibilities include in the schools and the County's Juvenile
labor relations, legislative activities, public and Detention Center.
community relations, election administration,
City Commission affairs, business registration Promote Economic Stability, Diverse
and permits, personnel recruitment and record Economic Growth and Redevelopment.
keeping, workers compensation, oversight of Administrative services division meets this
budgetary expenditures among departments, goal through coordination of the following
effective implementation of the City's Equal programs: business registration, tax
Employment Opportunity Policy and contract abatements and contract compliance. It
compliance. also fosters opportunities for women and
minority owned businesses to participate in
Divisional Relationship to City the economic development process.
Commission Goals
Sustain the Natural, Cultural and
Take Leadership Responsibility for Recreational Resources of the
Improving Race Relations and Diversity. Community.
We support and encourage this goal This goal is met indirectly through our
internally by fostering cultural sensitivity written support of grant requests (by various
among employees and externally by our community agencies/groups) to enhance
direct involvement with community groups and promote cultural activities.
undertaking initiatives toward improving
race relations in the community. The Foster Strong Ties Among Governments
division also promotes racial diversity on and Community Agencies.
City boards and committees by directly This division maintains very close working
encouraging residents of minority groups to relations with many neighboring units of
apply for appointment. We are directly government as well as community agencies.
involved in the Institute for Healing Racism We meet this goal through project specific
which was created for the purpose of partnerships, representation on common
healing and bridging the racial divide within boards and committees, shared resources
the community. and value specific information, and often
times through joint agency group meetings
Foster Opportunities for City Youth. throughout the year.
We support this goal internally through the
Julia Hackley Summer Internship Program, Maintain and Enhance the
which employs three to five students per Neighborhoods of the City.
year. Externally, staff works closely with The Administration Division contributes to
Page 24
the City's fight against blight through
aggressively investigating environmental CITY OF MUSKEGON, MICHIGAN
and sidewalk appeals. It reevaluates
approaches to service delivery aimed at
curtailing conflict between the general various committees with the Chamber to
citizenry and staff attempting to implement enhance and provide better public
policies set by the City Commission. communication. We will publish The
Channel newsletter and provide access to it
through the web. Direct mail will remain
2006 Budget Highlights discontinued. We will continue to update
and add to our City Clerk web page to
provide more information and ways to do
Administration Department: no staffing business through the city web page. This
changes. Although such budget reflects costs of four elections.
programs/initiatives as Employee (Schools will be billed for their elections.)
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 three limited department staffing and material
of our five labor groups: Command and resources in order to advance output will
Patrol Units probably, the Clerical Unit continue. Improvements in relaying
whose bargaining session will begin in information through the City's intranet and
September of 2005. We will also internet sites, as well as publication of the
continue oversight and coordination of Employees Newsletter will continue.
the organization's administrative needs. Future Outlook
Affirmative Action Department: No
staffing changes. We will continue Following are the major goals of the
responsibility for the Worker's Administration Division incorporated in the
Compensation program, community proposed budget:
outreach, administration of the Julia Administrative Services:
Hackley Internship program, contract Negotiate two to three union contracts
compliance and equal employment and manage grievances filed.
opportunity responsibilities. Both the
hardship contingency fund and National Continue to work towards improving
recruitment efforts remain discontinued. Labor / Management relations.
However, instate recruitment at College- Continue on-going efforts to improve
University Career Days, continues. The race relations.
2006 Budget also provides for Foster the accomplishment of the City
implementation of the Equal Commission Vision, Value and Mission
Employment Opportunity Committee's within the organization and the
goal to improve opportunities for community.
minority representation among city
seasonal Lifeguard Positions. Affirmative Action:
Work more closely with the Civil Service
City Clerk's Office: No staffing changes. and Finance departments to implement
We will continue to work with the the Workers Compensation Program.
Commission on their Community Meet Equal Employment Opportunity
Relations and Public Relations and Affirmative Action efforts.
Committee projects as well as work on Continue to pursue contract compliance.
Page 25
City Clerk's Office:
Continue with current programs. CITY OF MUSKEGON, MICHIGAN
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.
Conclude personnel file reorganization.
Revise Commercial Drivers License
(CDL) Drug Testing and Leave policies.
Continue development of Civil Service
web pages.
Revamp employee handbook.
Page 26
CITY OF MUSKEGON, MICHIGAN
FINANCIAL SERVICES DIVISON
DIVISION SUMMARY information critical to prudent and effective
stewardship. Sound finances are important
Financial Services in shaping the perception that citizens,
investors, bond rating agencies and others
Division Description have of the City of Muskegon. Staff of the
The Financial Services Division is made up of Financial Services Division take pride in
the following departments: Finance providing excellent financial leadership for
Administration, City Treasurer's Office, Income the City in accordance with the highest
Tax Administration and Information Systems. professional standards.
The division is responsible for all financial
management activities of the City; specifically, Foster Opportunities for City Youth.
property tax collections, utility billing and The Division participates in the City's Julia
collections, payroll and employee benefits, Hackley and Grand Valley State University's
accounts payable and accounts receivable, Internships programs. Staff spends quality
income tax collections and management of the time to provide personal and professional
City's computer network and related information development to interns which ensures their
systems. Additionally, the division oversees the competitive advantage when entering the
following contractual relationships: job market. Additionally several staff
members volunteer in the schools through
Muskegon County Equalization Junior Achievement.
Department which performs all property
tax assessment services for the City. Promote Economic Stability, Diverse
L. C. Walker Arena and the associated Economic Growth and Redevelopment.
contracts with the Arena Management The Finance Division plays a key role in
Group LLC, Arena Concessions Group, analyzing the financial impact, budgeting
Muskegon Fury and Lakeshore and identifying funding sources for City
Basketball 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,
investments, and sound financial water billing services provided under
management practices. Also, they provide contract to Muskegon Township and the
the City Commission and department intergovernmental agreement with
managers with timely and accurate financial Muskegon County for assessment services.
Page 27
Additionally, staff is involved with the One CITY OF MUSKEGON, MICHIGAN
Muskegon intergovernmental cooperation
initiative. department is committed to working on
opportunities that will improve productivity
Develop and Maintain City Infrastructure and operational efficiency through the use
and Facilities. of technology.
The Finance Division strives to be on the
cutting edge of new technology. Income Tax Administration: Staffing levels
Improvements and updates to the security will remain constant. The budget
of the City's information network protect the provides for continued collection and tax
integrity of our information and continual enforcement activities.
enhancements to the City' web site and
Intranet site provide access to more LC Walker Arena: The budget provides for
information and services to City of continued subsidy of the arena from the
Muskegon employees and citizens. General Fund and the TIFA Fund in 2006.
Recently the City of Muskegon's web site The Muskegon Mayhem have committed to
was rated 5th out of 534 city and villages in the 2005/2006 season at the arena. The
the State of Michigan by Cyber-state.org. various contracts for operation of the arena
will expire in 2006 and renegotiation or
Maintain and Enhance the replacement of these contracts will be a
Neighborhoods of the City. priority for the year. Also under study is an
The Division's Reengineering Committee is addition to the arena above the Howell's
continually reevaluating techniques for Hockey Shop area to provide a food
improving our collection efforts especially on service/bar/meeting room. The project will
environmental invoices. The Committee be pursued only if the feasibility analysis
has also been instrumental in updating and indicates it will be self-supporting and help
centralizing data bases used by City reduce the operating deficit.
departments for everything from City
mailings to billing information. These efforts Information Technology: As proposed in
will reduce blight in our neighborhoods and 2005, a computer technician position has
increase the flow of information to residents. been eliminated from the Information
Technology Department. The department is
2006 Budget Highlights focusing efforts on maintaining the same
level of service for network and data
Finance Administration: No staffing changes operations. Services such as 24x7 support,
are proposed. The budget provides for telephone call center support and other non
continuation of current services. critical operations have been eliminated and
replaced with electronic solutions.
Assessing Services: The 2006 budget
contemplates continuation of the contract Future Outlook
with the Muskegon County Equalization
Department for all assessment services. Following are some of the major goals of the
The cost of this contract is tied to the actual Finance Division that are incorporated in the
year-to-year increase in the City's total 2006 proposed budget:
taxable property valuation. For 2006, this
cost increase is a little over one percent Finance Administration
(1.09%). Constant monitoring of the City's budget
so management has the most up-to-
City Treasurer: No staffing changes are date accurate information to respond to
proposed. The 2006 budget contemplates changes as quickly as possible.
continuation of in-house and outsourced Coordination of new Medicare part "D"
billing services and collection services. The retiree prescription drug subsidy.
Page 28
Implementation of Defined Contribution
pension plan for new hires. CITY OF MUSKEGON, MICHIGAN
Increase ACH vendor payments using
GEMS software enhancement. Negotiation of new contracts for Arena
Continue working with One Muskegon in Management and Concessions.
the areas of purchasing and shared Devise other income-producing
financial services strategies
Assessing Services Information Technology
Update the mapping of the entire city Continue adding features to the City's
and convert the drawing into a new geo- web portal (website) that will empower
database. and enable customers to perform
Activate and integrate an elevation functions online, such as paying bills,
model and digital orthophotography as record retrieval and more. By making
GIS layers. information available and moving
additional functions to our web portal,
City Treasurer Information Technology can help reduce
Continue with a more aggressive use of the burden of staff reductions and
our outside collection agency for limited time for other departments.
delinquent accounts and initial billing for Continue to help departments recognize
environmental invoices. cost savings through the use of
Increase marketing of the city's e- technology and business process
government (on-line) and automatic review.
water/sewer utility bill payment options. Migrate remaining databases to a
Continue to seek opportunities to make standard Database Management
more city services available through the System for future data mining, research
internet, providing alternate options to and support.
help decrease lines at the counter and Create a portal for "registered"
delays on the phone. businesses that will allow a web
presence through the use of links and/
Income Tax Administration or advertisements. When a business
Implement capability of withdrawing registers with the Clerk's office, they will
funds electronically from taxpayers bank have the option to have a small ad or
accounts. link placed on our website for an
Continue to overhaul the withholding additional fee.
compliance program. Aggressively
pursue businesses not compliant our
department.
Continue to increase the number of
businesses that electronically submit
their W-2's and W-3 information to our
department.
Increase the number of direct deposit
refunds.
L C Walker Arena
Continued collaboration with Arena
Management to increase the number of
events and overall attendance at the
Arena.
Explore possible retail opportunities
at the Arena.
Page 29
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 take 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 30
neighborhoods. The department will CITY OF MUSKEGON, MICHIGAN
continue to address the perception of crime
within our city.
Maintain strong ties with our neighborhood
2006 Budget Highlights schools.
The DARE program will continue. Private Schedule the neighborhood officers to
DARE funding will allow for training and better meet the needs of the community.
materials. One Community Police Officer
will provide for the entire DARE training. Focus on quality of life issues (blight) and
the perception of crime in the
Our Citizen's Police Academy has been neighborhoods.
very successful. Therefore, we will continue
the academy during this fiscal period.
Investigations Bureau :
State training funds (Public Act 302) should
remain constant and will be available to us. Continue to pursue technology that will aid
We have pooled a portion of these funds in the development of effective investigation
with 60 other police agencies in west strategies.
Michigan and formed a training consortium.
This allows for very low cost training. Continue to improve our caseload
management. Ensure that detectives are
Due to the passage of a millage increase for being assigned to cases in an effective and
Muskegon Central Dispatch, municipal efficient manner.
assessment costs will be frozen during
2006. Provide a coordinated response to narcotics
violations throughout the city with an
Managers have been directed to provide emphasis on street-level and neighborhood
strict control and oversight of our overtime enforcement.
and operational costs.
Partner with neighborhood and patrol
Pursue functional consolidation with other officers in developing strategies to resolve
law enforcement agencies. crime issues.
Patrol Bureau: Maintain positive, working relationships with
the media.
Assign a Community Police Officer to
Muskegon High School on a full-time basis. When necessary, utilize regional task forces
to investigate violent crimes.
Continue the Neighborhood Response
Team.
Administration:
In conjunction with Public Works, continue
to monitor the quality of our vehicle fleet. Maintain an "open door" policy for our
Review vehicle assignments to maximize community. Focus on outreach to our
the use of our fleet. minority communities.
Provide consistent traffic enforcement in Serve as a leader and mentor in the
those areas of the city, including development of the department's
neighborhoods, with identified needs. management team.
CITY OF MUSKEGON, MICHIGAN
Develop a Vision/Mission/Value statement
for the department.
Page 31
Ensure that our complaint process is open, CITY OF MUSKEGON, MICHIGAN
fair and accessible to our community.
positive relationships with youth within our
Foster positive labor-management relations. city.
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. The development of ice and water rescue
capabilities in conjunction with our water-
borne firefighting function provides a safety
FIRE DEPARTMENT net for those utilizing the waterways within
our city.
Department Description
The Muskegon Fire Department provides the Foster Strong Ties Among Government
following services: fire suppression, emergency and Community Agencies
medical service, fire prevention, specialized The department currently uses mutual aid
rescue, building and trade inspections and code with neighboring jurisdictions to deliver life
enforcement. The department provides the safety services to citizens in the most rapid
aforementioned services as well as fire and efficient manner possible. Staff will
prevention and fire safety education for our also explore the possibility of regional
community. training and the development of regional
specialty teams. An advisory committee
Departmental Relationship to City has been formed to provide feedback to the
Commission Goals: building and trade inspectors as to customer
service issues and inspection procedures.
Take Leadership Responsibility for
Improving Race Relations Develop and Maintain Infrastructure and
The department will continue its efforts to Facilities
recruit and retain members of the minority Continue to review the current status of our
community and women. Department facilities and apparatus as to needed repairs
personnel will participate in community and replacement.
forums and neighborhood meetings. Staff is
committed to building and maintaining trust, Maintain and Enhance the Residential
especially with members of our minority Neighborhoods of the City
communities. The department will continue to meet with
neighborhood associations in an effort to
become familiar with neighborhood-specific
Foster Opportunities for City Youth issues. Staff and apparatus are also
Our Firematch and Juvenile Firesetter present at neighborhood functions.
programs are designed to help troubled Inspections staff will continue to focus on
kids. We will partner with schools and identifying dangerous structures and other
community groups in an effort to establish blight related issues.
Page 32
2006 Budget Highlights CITY OF MUSKEGON, MICHIGAN
Develop an effective apparatus and building
maintenance program to provide safe
vehicles for staff and to reduce unnecessary
repair costs.
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.
Begin construction of the new Central Fire
Station (completion: 2007)
Receive and put into service two new
engines.
Continue with customer service training
within the Inspections Office.
Pursue functional consolidation with other
fire service and inspection agencies.
Page 33
CITY OF MUSKEGON, MICHIGAN
PUBLIC WORKS DIVISON
DIVISION SUMMARY exposure to the working world in our Parks
and Streets Department as well.
Public Works Services
Promote Economic Stability, Diverse
Division Description Economic Growth and Redevelopment.
The Public Works Services Division is The Public Works Services Division works
responsible for maintaining the City's directly with developers and architects
infrastructure, the life-blood of the City. Due to during design and construction to provide
the realignment of the Leisure Services civil engineering and public works expertise.
Division, Public Works has taken over the The division also works towards improving
Cemetery, Forestry, Parking Operations as well and upgrading the City's infrastructure to
as Parks Maintenance. This division consists of provide adequate facilities (water, sewer &
four general departments: Public Works roadway system) to encourage and facilitate
Department (DPW) comprising of Streets, economic development.
Street Lights, Traffic Signals, Signs and
Barricades, Cemeteries, Parks, Forestry, Sustain the Natural, Cultural and
Parking Operations and Special Event Support; Recreational Resources of the
Utilities Department comprising of Water Community.
Filtration Plant, Water/Sewer Maintenance, Public Works Services Division is a
Storm Water Management and Sanitation and community representative in environmental
Equipment; Engineering Department activities such as Ruddiman Creek Task
comprising of Engineering Services and Force, Muskegon Lake Public Advisory
Building Maintenance; and Administration Committee and the Muskegon River
Department comprising of Administrative Watershed Assembly. Public Works plays a
Support, Public Service Building and Senior significant role with the Muskegon County
Transit. Wastewater Advisory Committee.
Divisional Relationship to City Foster Strong Ties Among Governments
Commission Goals and Community Agencies.
Public Works Services Division represents
our community on the Countywide Phase 2
Take Leadership Responsibility for Storm Water Committee, Muskegon County
Improving Race Relations and Diversity. Wastewater Management Committee, Solid
The Public Works Services Division works Waste Planning Committee and West
to improve race relations through the Michigan Shoreline Regional Development
services that it provides. Our Sanitation Commission (WMSRDC) Technical
Coordinator works extensively with Committee. We also work with the
neighborhood groups to bridge cultural Muskegon Conservation District on
gaps. environmental projects.
Foster Opportunities for City Youth. Develop and Maintain City Infrastructure
The Engineering Department hires 2-3 and Facilities.
college students as seasonal workers The Public Works Division is the primary
during the summer and gives them a broad caretaker of the City's infrastructure assets.
exposure to civil engineering functions. Most of the resources allocated to the
Many college-aged students are hired in the Division are used directly for maintenance
summer to give them experience and of streets, water and sewer facilities, parks,
Page 34
forestry, cemeteries and other physical City of Muskegon, Michigan
assets.
Traffic Signals: Maintains all signalized
Maintain and Enhance the intersections within the City of Muskegon
Neighborhoods of the City. and many neighboring communities in
Through its sanitation program, Public Muskegon County. We will update signals
Works Services Division responds to illegal with new controllers as needed and replace
dumping and provides neighborhood outdated incandescent signals/pedestrian
associations with Saturday dumpster crossing signals with Light-emitting Diode
service. We also support many volunteer (LED) fixtures.
cleanup projects and volunteer housing
rehab projects with disposal of wastes as Signs and Barricades: Provid