2014 city council annual retreat city council annual retreat friday, january 31, 2014 saturday,...

2014 City Council Annual Retreat

Friday, January 31, 2014 Saturday, February 1, 2014 Council Chambers @ Holland City Hall

January 29, 2014 To: Mayor Dykstra and Members of Holland City Council From: Ryan Cotton, City Manager Subject: Theme City Council Retreat and Capital Reinvestment

Following is the informational packet for the 2014 City Council retreat and the agenda. The first portion will occur on Friday evening (5:30 p.m. in the Council Chambers) as we share dinner with the Leadership Team and the Image Group. Part way through dinner, the Image Group will present their work on determining the best way to use the Civic Center once renovated. Consistent with the Capital Reinvestment theme, you will also hear presentations on their (3) other needed reinvestments: Street reconstruction, public safety buildings and Bouws Pool. Please see last year’s Five-Year Capital Plan. The Leadership Team will lastly share with you five (5) issues for FY 2015 from the perspective of their department. Saturday’s session will begin at 9 a.m. and will also be in the Council Chambers. This is an opportunity for you to ask questions about the issues and/or broach issues not raised. Saturday will be a forum for you to discuss as a team the top five (5) issues that need to be addressed in the coming years. We will end the retreat with a nominal group decision-making prioritization process. The Budget Team will then use these priorities during preparation of the budget. This informational packet includes updates on the City Council Action Plan items for the first six (6) months of FY 2014. You will find that the staff has been able to accomplish or address many of the items on the list. The packet also has numerous 10 year trend graphs of various benchmark items. I plan to highlight some of the graphs in my overview for you on Friday. The City staff is pleased to present this information to you.

CITY OF HOLLANDPROPOSED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

January 30, 2014

FY 2014 - FY 2018

Department FY2014 BudgetFY2015 Potential Budget

FY2016 FY2017 FY2018 Future Years TotalOutside Funding

Total MCIF FY2015 MCIF

Funding Sources:

Legacy Funds (L) 730,000$ 200,000$ 365,000$ 100,000$ ‐$ ‐$ 1,395,000$

Capital Improvement Fund 843,500$ 749,000$ 962,500$ 665,000$ 890,000$ 4,099,000$ 8,209,000$

Bond 1 8,300,000$ 1,000,000$ 2,100,000$ ‐$ 11,400,000$

Bond 2 4,000,000$ 6,900,000$ 10,900,000$

Outside Funding 662,000$ 400,500$ 1,271,500$ 1,793,000$ 1,131,000$ 15,176,000$ 20,434,000$

Total 2,235,500$ 1,349,500$ 10,899,000$ 7,558,000$ 11,021,000$ 19,275,000$ 52,338,000$

Management & Administrative Services:

Planning Funds 75,000$ 60,000$ 70,000$ 80,000$ 90,000$ ‐$ 375,000$ 175,000$ 200,000$ 60,000$

Redevelopment Planning 75,000$ 20,000$ 15,000$ 10,000$ ‐$ ‐$ 120,000$ ‐$ 120,000$ 20,000$

Sub‐total 150,000$ 80,000$ 85,000$ 90,000$ 90,000$ ‐$ 495,000$ 175,000$ 320,000$ 80,000$

Comm. & Neighborhood Services:Downtown Sidewalk Snowmelt / Pavers

100,000$ 100,000$ 250,000$ 250,000$ 250,000$ ‐$ 950,000$ 900,000$ 50,000$ ‐$

Downtown Celebration Plaza ‐$ ‐$ ‐$ ‐$ ‐$ 1,500,000$ 1,500,000$ 1,125,000$ 375,000$ ‐$

Downtown Parking Repairs 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ ‐$ 125,000$ 125,000$ ‐$ ‐$

Downtown New Parking 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ ‐$ 250,000$ 250,000$ ‐$ ‐$

Wayfinding Signage 25,000$ ‐$ 25,000$ ‐$ 25,000$ ‐$ 75,000$ 75,000$ ‐$ ‐$

Central Neighborhoods Enhancement Pgm

50,000$ 50,000$ 50,000$ 50,000$ 50,000$ ‐$ 250,000$ ‐$ 250,000$ 50,000$

Neighborhood Comm.‐ Columbia Arts

‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ 125,000$ ‐$ ‐$

Neighborhood Comm. ‐ South Shore Village

‐$ ‐$ ‐$ ‐$ ‐$ 105,000$ 105,000$ 105,000$ ‐$ ‐$

Neighborhood Comm.‐Holland Heights

‐$ ‐$ ‐$ ‐$ ‐$ 235,000$ 235,000$ 235,000$ ‐$ ‐$

Neighborhood Comm.‐29th & Michigan

‐$ ‐$ ‐$ ‐$ ‐$ 350,000$ 350,000$ 350,000$ ‐$ ‐$

Neighborhood Comm.‐Maplewood

‐$ ‐$ ‐$ ‐$ ‐$ 30,000$ 30,000$ 30,000$ ‐$ ‐$

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January 30, 2014

FY 2014 - FY 2018




Neighborhood Comm.‐Central Park

‐$ ‐$ ‐$ ‐$ ‐$ 25,000$ 25,000$ 25,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Washington

‐$ ‐$ ‐$ ‐$ ‐$ 150,000$ 150,000$ 150,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Pedestrian

‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 200,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Hospital Area

‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 200,000$ ‐$ ‐$

Neighborhood Enhancement District

‐$ ‐$ ‐$ ‐$ ‐$ 220,000$ 220,000$ 220,000$ ‐$ ‐$

Citywide Public Art Program 25,000$ ‐$ 25,000$ ‐$ 25,000$ 75,000$ 150,000$ 150,000$ ‐$ ‐$

Museum Repairs/Maint 26,500$ 101,500$ 6,000$ ‐$ ‐$ ‐$ 134,000$ 107,500$ 26,500$ ‐$

Cappon/Settlers Houses 12,000$ 4,000$ 4,000$ 4,000$ 4,000$ 28,000$ 16,000$ 12,000$ ‐$

Holland Heights/Wellness Trail ‐$ 75,000$ ‐$ ‐$ ‐$ ‐$ 75,000$ 75,000$ ‐$ ‐$

Railroad Crossing Gates‐ Quiet Zones

‐$ ‐$ ‐$ ‐$ ‐$ 2,000,000$ 2,000,000$ 2,000,000$ ‐$ ‐$

Downtown Visitor & Welcome Center

‐$ ‐$ ‐$ ‐$ ‐$ 1,700,000$ 1,700,000$ 1,700,000$ ‐$ ‐$

Downtown Boat Slips ‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 100,000$ 100,000$ ‐$

City Hall Parking Lot Repair 64,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 64,000$ ‐$ 64,000$ ‐$

City Hall Upgrades 90,000$ ‐$ 50,000$ ‐$ 50,000$ ‐$ 190,000$ ‐$ 190,000$ ‐$

Holland Advantage Holland Heights Neighborhood Initiative

‐$ ‐$ ‐$ ‐$ 50,000$ 50,000$ 100,000$ 100,000$ ‐$ ‐$

Sub‐total 467,500$ 405,500$ 485,000$ 379,000$ 529,000$ 7,165,000$ 9,431,000$ 8,363,500$ 1,067,500$ 50,000$

Community Energy Strategies

Energy Upgrades for Existing City Facilities

50,000$ 40,000$ 30,000$ 20,000$ 10,000$ ‐$ 150,000$ 75,000$ 75,000$ 20,000$

Community Energy Plan Strategies

50,000$ 25,000$ 25,000$ 25,000$ 25,000$ ‐$ 150,000$ 100,000$ 50,000$ 25,000$

Home Energy Retrofits TBD TBD TBD TBD TBD TBD TBD ‐$ ‐$ ‐$

Building Energy Performance Labeling

10,000$ 40,000$ 30,000$ 20,000$ 20,000$ ‐$ 120,000$ ‐$ 120,000$ 40,000$

Sub‐total 110,000$ 105,000$ 85,000$ 65,000$ 55,000$ ‐$ 420,000$ 175,000$ 245,000$ 85,000$

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January 30, 2014

FY 2014 - FY 2018




Parks, Recreation & Transportaiton Services:Bouws Pool Rebuild / Renovation & Splash ‐ New location?

‐$ ‐$ ‐$ B2 4,000,000$ B2 2,000,000$ ‐$ 6,000,000$ ‐$ ‐$ ‐$

Civic Center Maintenance 50,000$ 50,000$ 50,000$ 25,000$ 25,000$ ‐$ 200,000$ ‐$ 200,000$ 50,000$

Civic Center Renovation/Replacement

‐$ ‐$ B1 7,000,000$ B1 1,000,000$ ‐$ ‐$ 8,000,000$ ‐$ ‐$

Downton Connection to Kollen Park & Waterfront

‐$ ‐$ ‐$ B2 900,000$ 200,000$ 1,100,000$ 200,000$ ‐$ ‐$

Citywide Tree Planting Program 20,000$ 20,000$ 20,000$ 20,000$ 20,000$ TBD 100,000$ 30,000$ 70,000$ 20,000$

Community Park, East Side ‐$ ‐$ 390,000$ ‐$ ‐$ ‐$ 390,000$ 390,000$ ‐$ ‐$

Moran Park Improvements 10,000$ 20,000$ ‐$ ‐$ ‐$ 200,000$ 230,000$ ‐$ 230,000$ 20,000$

Tennis Court Resurfacing 46,000$ 24,000$ ‐$ ‐$ 50,000$ ‐$ 120,000$ ‐$ 120,000$ 24,000$

Dog Park ‐$ 25,000$ ‐$ 25,000$ ‐$ 50,000$ 50,000$ ‐$ ‐$

Riverview Park Improvements 15,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Heinz Boardwalk ‐ New Pier ‐$ ‐$ ‐$ ‐$ B2 250,000$ ‐$ 250,000$ ‐$ ‐$ ‐$

Kensington Park (South Side) ‐$ ‐$ ‐$ ‐$ ‐$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ ‐$

Ice Skating Facility ‐$ ‐$ ‐$ ‐$ B2 2,250,000$ ‐$ 2,250,000$ ‐$ ‐$ ‐$

Holland Heights School Park Improvements

‐$ 15,000$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Kollen Park ‐ Outdoor Performing Arts Facility Bond

‐$ ‐$ ‐$ ‐$ ‐$ 750,000$ 750,000$ 750,000$ ‐$ ‐$

Kollen Park ‐ Outdoor Performing Arts Facility Other

‐$ ‐$ ‐$ ‐$ 500,000$ ‐$ 500,000$ 500,000$ ‐$

Kollen Park ‐ Phase IV ‐$ ‐$ ‐$ ‐$ ‐$ 550,000$ 550,000$ 550,000$ ‐$ ‐$

Kollen Park ‐ Phase V (Pier) ‐$ ‐$ ‐$ ‐$ ‐$ 1,500,000$ 1,500,000$ 1,500,000$ ‐$

Kollen Park Storage Building ‐$ 25,000$ ‐$ ‐$ ‐$ ‐$ 25,000$ ‐$ 25,000$ 25,000$

Parks/Rec. Land Acquisition & Improvements

‐$ (L) 100,000$ ‐$ (L) 100,000$ ‐$ 100,000$ 300,000$ 100,000$ ‐$ ‐$

Matt Urban & Maplewood Storage/Cons. Buildings

16,000$ 20,000$ 20,000$ ‐$ ‐$ ‐$ 56,000$ ‐$ 56,000$ 20,000$

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January 30, 2014

FY 2014 - FY 2018




Greenhouse Renovation / Combination

‐$ 250,000$ ‐$ ‐$ 250,000$ ‐$ 250,000$ ‐$

Pickleball Courts ‐$ ‐$ ‐$ ‐$ ‐$ 35,000$ 35,000$ ‐$ 35,000$ ‐$

Acquisition/Modification of 24th St. MAX Building.

‐$ 50,000$ ‐$ ‐$ ‐$ ‐$ 50,000$ ‐$ 50,000$ 50,000$

Lakeview Property Upgrades / Purchase

(L) 330,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 330,000$ ‐$ ‐$ ‐$

Pilgrim Outdoor Niches ‐$ ‐$ 75,000$ 75,000$ ‐$ ‐$ 150,000$ 75,000$ 75,000$ ‐$

Smallenburg Park Upgrades ‐$ ‐$ ‐$ ‐$ ‐$ 450,000$ 450,000$ ‐$ 450,000$ ‐$

Smallenburg Skate Park ‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ 97,500$ 27,500$ ‐$

Lake Macatawa Street Ends ‐$ 25,000$ ‐$ 25,000$ ‐$ 350,000$ 400,000$ 200,000$ 200,000$ 25,000$

VanRaalte Farm Improvements ‐$ (L) 100,000$ (L) 65,000$ 185,000$ ‐$ ‐$ 350,000$ 185,000$ ‐$ ‐$

Western Machine Site Seawall ‐ Landing & Walkway

‐$ ‐$ ‐$ 750,000$ ‐$ ‐$ 750,000$ 750,000$ ‐$ ‐$

Windmill Repairs ‐ Legacy Funding

(L) 400,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 400,000$ ‐$ ‐$ ‐$

Windmill Repairs ‐ Other Funding

350,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 350,000$ 350,000$ ‐$ ‐$

Windmill Island Boardwalk ‐$ ‐$ ‐$ ‐$ ‐$ 5,100,000$ 5,100,000$ 2,386,000$ 2,604,000$ ‐$

Windmill Island Carousel / Organ Restoration

125,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ ‐$ ‐$

Windmill Island Infrastructure 50,000$ 300,000$ ‐$ ‐$ ‐$ ‐$ 350,000$ ‐$ 350,000$ 300,000$

Windmill Island Gardens Strategic Plan Amenities

‐$ ‐$ ‐$ 500,000$ 1,000,000$ 1,500,000$ 1,500,000$ ‐$ ‐$

Windmill Island Paving 10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Windmill Island ‐ Bridge to North

‐$ ‐$ L 300,000$ ‐$ ‐$ 300,000$ ‐$ ‐$ ‐$

Windmill Island ‐ Connecion to the South

‐$ ‐$ 450,000$ ‐$ ‐$ 450,000$ 450,000$ ‐$ ‐$

Window‐on‐the‐Waterfront Renovation Phase I

‐$ ‐$ 100,000$ ‐$ ‐$ ‐$ 100,000$ 100,000$ ‐$ ‐$

Depot ‐ Detectible Warning 12,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 12,000$ 12,000$ ‐$ ‐$

Depot ‐ Restroom Renovation ‐$ ‐$ TBD ‐$ ‐$ ‐$ TBD ‐$ ‐$ ‐$

Depot ‐ Replace HVAC System ‐$ ‐$ 150,000$ ‐$ ‐$ ‐$ 150,000$ 150,000$ ‐$ ‐$

Downtown Trolley ‐$ ‐$ 50,000$ 800,000$ 240,000$ ‐$ 1,090,000$ 520,000$ 570,000$ ‐$

4


January 30, 2014

FY 2014 - FY 2018




Transportation Services Building Carpet Replacement

10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Transportation Services Building Sealing

10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Transportation Services Building Painting

20,500$ ‐$ 9,000$ ‐$ ‐$ ‐$ 29,500$ ‐$ 29,500$ ‐$

Transportation Services Building Exterior Painting

‐$ ‐$ ‐$ 7,000$ ‐$ ‐$ 7,000$ ‐$ 7,000$ ‐$

Transportation Services Building Lighting Improvements

‐$ ‐$ ‐$ 12,000$ ‐$ ‐$ 12,000$ ‐$ 12,000$ ‐$

Transportation Services Building Upgrades

15,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Transportation Services Building Interior Cleaning

‐$ ‐$ ‐$ ‐$ 12,000$ ‐$ 12,000$ ‐$ 12,000$ ‐$

Macatawa Greenway ‐$ ‐$ ‐$ ‐$ B2 1,500,000$ 750,000$ 2,250,000$ 750,000$ ‐$ ‐$

Sub‐total 1,489,500$ 759,000$ 8,944,000$ 7,024,000$ 8,247,000$ 12,110,000$ 38,573,500$ 11,720,500$ 6,448,000$ 534,000$

Public Safety ‐ Fire Division:

Waverly Fire Station Renovation ‐$ ‐$ ‐$ ‐$ B1 2,100,000$ ‐$ 2,100,000$ ‐$ ‐$ ‐$

Police Bldg Customer Window 18,500$ ‐$ ‐$ ‐$ ‐$ ‐$ 18,500$ ‐$ 18,500$ ‐$

Kollen Park Fire Station Renovation / Relocation

‐$ ‐$ B1 1,300,000$ ‐$ ‐$ ‐$ 1,300,000$ ‐$ ‐$ ‐$

Sub‐total 18,500$ ‐$ 1,300,000$ ‐$ 2,100,000$ ‐$ 3,418,500$ ‐$ 18,500$ ‐$

Total Expenses 2,235,500$ 1,349,500$ 10,899,000$ 7,558,000$ 11,021,000$ 19,275,000$ 52,338,000$ ‐$ 8,209,000$ 749,000$

BALANCE ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

5

Organizational Vision, Mission and Belief Statements In 1995 and 1996, the City Council, City staff and City employees developed through a Continuous Improvement Process (CIP) Mission and Belief Statements which guide the operation of the City. In 2006, as part of the annual City staff and City Council retreat, it was decided that a City vision statement would be beneficial to further assist the City and continuing to develop our action plans for the future. As a result, with the assistance of a facilitator, the all-day joint meeting of the staff and City Council resulted in developing a general outline and foundation for a vision statement.

Vision Statement A vibrant, world class community in a beautiful lakefront environment where people work together to celebrate community and realize dreams.

Mission Statement Our mission is to provide . . . Quality municipal services defined with citizens through their participation and

representation; The best conditions under which citizens live, work and play; Compassionate leadership in meeting the needs and vision of our community;

and a government that serves with honesty and integrity.

Belief Statement As employees of the City of Holland, we will . . . Maintain respect for each other and the public. Foster a progressive environment where employees are strongly encouraged to

reach their full potential. Perform each responsibility with pride and integrity. Continually improve channels of communications both internally and externally. Encourage participation by all in the development and improvement of services. Strive for excellence and satisfaction in public services. Recognize our strengths and weakness and how we can learn from them. Build upon our diversity and experiences as we prepare for the future.

Action Plan Process

To implement the Vision and Mission Statements, the City Council developed seven (7) goal strategies for the City as follows: ECONOMIC DEVELOPMENT: 1. To foster an environment that supports the retention and growth of commercial and

industrial businesses. 2. To collaborate with other area organizations in order to provide a region that is

strong and dynamic. 3. To utilize the incentives available to the City to retain and attract business. 4. To provide the infrastructure necessary to support the City’s economic

development mission. 5. To work with area organizations on providing a quality workforce for area

employers. AREA COOPERATION: 1. To partner in the development of a common vision for the greater Macatawa area. 2. To look for opportunities to create efficiency and economies of scale through

collaboration. NEIGHBORHOODS: 1. To develop mixed income neighborhoods that are a synergy of people, activities,

facilities, and investment. 2. To target no more than 30% of the housing stock to be rentals on any given block. 3. To encourage green space and leisure opportunities within or near all

neighborhoods. COMMUNITY AND FAMILY: 1. To develop/support social and cultural institutions, programs, and activities that

provide a safe, healthy, and productive environment. 2. To focus on issues that are important to senior citizens. 3. To support the achievement of a strong and diverse community-wide public and

private educational system that establishes Holland as the “community of choice” with excellence and academic options at all levels.

4. To promote personal and community health.

TRANSPORTATION: 1. To develop a multi-modal transportation system and complete street support

services for the City which offer efficient, safe, affordable, and cost-effective transportation for all.

2. To ensure that all transportation infrastructures are well-maintained. PUBLIC SPACES: 1. To ensure that all public spaces and facilities are inviting, cost-efficient, up-to-date,

and well-maintained. 2. To emphasize environmental stewardship in the construction, maintenance and

operation of all public spaces. 3. To support efforts to preserve natural areas, protect natural wildlife and their

habitats and introduce further landscaping. IMPLEMENTATION: 1. To support a culture of continuous innovation. 2. To support the team.

ANNUAL ACTION PLAN PROCESS

Annually the City Council holds a “Coffee with City Council” open to the entire community so citizens can express their issues, programs, and needs for the community. The City Council also holds an Annual Retreat with the City Manager and the Leadership Team at which time the management staff presents to the City Council their top issues and programs facing the City. The City Council with the City Manager then holds a day-long retreat. The City Council reviews the seven (7) Goal Strategies statements and the status of the Action Plan for each goal. During the process, the City Council develops new action plans. The updated City Council Goals and Action Plans are then distributed to each Leadership Team member. This document then serves as a guide for developing the individual objectives in the FY 2015 budget.

CITY COUNCIL RETREAT AGENDA Dinner with Leadership Team Friday, January 31, 2014 5:30 p.m. – 9:00 p.m. Location: City Hall, Council Chambers, First Floor Attendees: Mayor Dykstra and Members of Holland City Council Leadership Team

5:30 p.m. Public Comments 5:35 p.m. Dinner 5:40 p.m. Introduction of the Reinvestment Team Report (Ryan Cotton & Tim Vagle) 5:50 p.m. The Image Group and Civic Center Reinvestment (FY 2015) 6:30 p.m. Public Safety Building Reinvestment (FY 2015) 6:45 p.m. Street Reinvestment (FY 2015 and Beyond) 7:00 p.m. Bouws Pool Reinvestment Timing (FY 2016) 7:15 p.m. Introduction of the Five-Year Capital Improvement Plan (Greg Robinson) 7:25 p.m. Charts 7:45 p.m. Departmental Priorities 9:00 p.m. Adjournment

CAPITAL REINVESTMENT TASK FORCE (CRTF) REPORT

January 31, 2014

EXECUTIVE SUMMARY

A Capital Reinvestment Task Force (CRTF) first convened in late November 2013 to identify strategies to address the City of Holland’s long-term capital needs. Staff members included: Andy Kenyon, Matt Messer, Anna Perales, Greg Robinson, Tim Vagle and Brian White. City Manager Ryan Cotton attended the initial meetings and reviewed final drafts with the team. The CRTF identified projects, costs and funding for major investments needed to City of Holland infrastructure in the immediate future and longer-term.

The Five-year Capital Improvement Plan (CIP) with estimated costs was updated, a targeted annual budget amount for MCIP projects established, and a list of major projects was completed. In addition road reconstruction and sidewalk replacements were targeted on a per mile basis assuming differing replacement cycles. BPW projects were not integrated into these plans but collaboration with the BPW is anticipated for major reconstruction projects.

Costs were estimated and funding alternatives were explored. Nearly $55 million in capital projects were identified and annual investments in road/drainage projects of $3-4 million depending on the amount of reconstruction (7 miles resurfaced/year and 1 mile/year reconstructed = $4 million). The list of capital projects includes $8-10 million for Civic Center, $3-5 million for Fire Stations, $4-6 million for Bouws Pool and more.

Debt should be considered for certain larger projects such as the Civic Center but annual operating budgets should include $1 million per year for capital projects/sidewalks that survive the prioritization process, and $3-4 million for road projects. It may be preferable to consider utilizing a portion of the annual BPW dividend to cover some of these costs. Legacy Funds will be utilized on qualifying projects.

The Task Force has identified various options to include in a potential vote of Holland’s citizens. For example, to raise $15 million over a 20-year period would require 1.2 mills to cover the annual debt service costs. This would address the needs of the Civic Center, both Fire Stations and part of the cost of Bouws Pool (to be supplemented by other funds). Prior to the public vote to issue debt, the CRTF recommends dialogue and collaboration between all taxing units to identify potential debt issuance for regional projects to be funded by area taxpayers, and that a list be compiled allowing taxpayers a chance to understand what projects to be funded by debt millage may be anticipated by other governing bodies which will facilitate a reasoned decision process.

It is recommended that the existing millage rates be retained and as the current debt is paid off, that the full amount be invested in capital, roads and other infrastructure projects. If that is done, in the year 2023 more than $5 million could be invested each year (4.4 mills) on these critical needs. It is further recommended that millage amounts to be set aside for road and other capital projects be established by policy to ensure funding is preserved as the millage for debt is no longer needed.

Finally management and staff will continue to streamline operations to obtain additional efficiencies, which could at some point in time allow for revisiting these millage allocations.

PROJECTS

Roads/drainage - With 150 miles of roads averaging 20 years pavement/surface life, Holland needs to resurface 7 miles per year, and determine how many miles of reconstruction is needed per year to address the aging infrastructure for drainage as well as water and sanitary sewer mains. If one mile every other year is reconstructed (10 miles in 20 years) the estimated annual budget is about $3 million. If one mile/year were reconstructed the cost would be about $4 million/year. Drainage is typically addressed in the reconstruction process ($500-700,000/year) as well as sidewalks. The reconstruction issue requires collaboration with the BPW and a prioritization process needs to be identified. There doesn’t’t appear to be many grant opportunities to reconstruct most local streets. Use of BPW dividend payments and/or consideration of increased percentages (directly allocated to road projects) could accomplish goals of both entities.

Snowmelt and reconstruction of 9th Street needs to be addressed in the near future. The downtown snowmelt system is now being evaluated from two perspectives. The first is that new transmission lines will be needed from the new power plant to the present system. The means for providing the new lines and the resulting cost should be prepared during February 2014. The second is that the new power plant will offer opportunities for expansion of the snowmelt system. Where the expansion will occur, the estimated costs, and the cost-sharing formula have yet to be determined.

Bouws Pool needs a major investment at an estimated cost of $4-6 million. Bouws Pool may be a great candidate for private or grant funding. A portion of this project could be included in the sale of bonds. The task force discussed relocation of the pool and numerous other options such as splash pads in various neighborhoods, which need further discussion.

The City’s two Fire Stations are dated and in need of replacement or major renovations. While it may be preferable to relocate or consolidate with regional facilities which should be studied carefully, the cost to renovate existing facilities and include training facilities is estimated at $1.3 million for Kollen Park and $2.1 million for Waverly ($3-4 million total). New facilities are estimated to cost $5 million. The CRTF believes inclusion of fire stations in the sale of bonds

for this critical need, will have a greater appeal to the public than the Civic Center only, resulting in voter approval of the debt millage.

Civic Center – an estimated $8-10 million is needed to renovate this community asset to be included in the sale of bonds. A working committee and City Council continue to identify the best uses for this facility and whether it should be renovated, expanded or a new facility constructed. It is expected that this decision will be made within the next four to six months.

Numerous parks projects will be included in an updated Parks and Recreation Master Plan currently in the process of completion. Some will be funded through various sources including grants and a portion of the approximate 1 mill set aside for capital projects per the recommendation of the task force.

The attached 5 year Capital Improvement Plan (CIP) includes numerous projects that need to be vetted and prioritized. This document identifies/list various project inclusions not identified specifically in this report and will change annually as priorities are established.

Street light investment also needs to be addressed at a future time.

COSTS

The costs included in the following appendixes are estimates and subject to significant changes as projects are designed and details developed.

FUNDING

Funding for the projects will come from numerous sources including debt, operating funds, BPW dividends, grants, outside agencies, and donations. A public vote to increase the current millage rate by an appropriate amount to pay for certain larger projects (i.e. 1.2 mills to pay for $15 million debt over a 20-year period) could be presented on the August or November 2014 ballots. The deadline for the August vote is May 13 for petitions and ballot wording by May 27. The deadline for the November vote is August 12 for petitions and wording by August 26.

Because of a relatively short 20-year road surface life, road projects should not be bonded but an annual allocation needs to be set aside to address this critical infrastructure component. Since 1 mill generates about $1 million in tax revenues, road projects need at least 3 mills dedicated to address these ongoing needs. Currently the Allegan County road tax provides 1 mill and an additional mill has been allocated to the Street Improvement Fund for several years. For the most part Act 51 funds/road taxes are used to cover the cost of maintaining roads, but not for major resurfacing or reconstruction costs.

That leaves road projects underfunded and either more millage needs to be allocated to road projects, or use of BPW dividends. Another possibility is for a higher percentage of BPW cost sharing on street reconstruction projects where water and sanitary sewer mains are replaced.

Municipal Capital Improvement Projects (MCIP) should receive an annual allocation of 1 mill with a portion of that allocated to sidewalks. In FY 2014 .2851 mills were allocated to sidewalks and MCIP projects and just .1343 mills in FY 2013.

Debt Retirement – the City of Holland will have no more outstanding General Obligation (G.O.) debt after 2022. Assuming identical millage rates of 15.0585 continue to be levied, and the existing debt millage allocated to pay for capital projects, in FY2023 there would be about $6 million available each year for capital and road projects (including Allegan County road tax). The major projects (Civic Center, Fire Stations and Bouws Pool) could be funded by a voted millage and all other projects would be paid by cash. A determination needs to be made whether or not an approved vote would result in lowering the millage rate by a proportional rate for the debt (i.e. 1 mill) or the existing millage rate of 13.7005 (when 1.2580 mills for the Herrick District Library plus 0.1000 mills West Michigan Airport Authority is included, the total is 15.0585) would be retained and allocated to other capital projects.

Some projects included in this plan are to be funded by Legacy Funds and a policy for use of those funds is attached.

POLICY ISSUES

Requiring expiring debt millage to be allocated to Road and other Capital projects

Street quality/frequency of improvements/BPW

Use of Debt vs. Cash

APPENDIXES

- Total Bonded Debt chart

- Projected Millage Rates (two charts)

- Debt and Millage projections ($15 million new debt)

- Level Debt Retirement Schedule

- Millage rates from comparable cities

- BPW Electric Fund PILOT payment history

- List of Bond Projects/Legacy Fund Projects

- Legacy Fund Policy

- 5 Year Capital Improvement Project (CIP) Program

- Estimated Road Project costs (reconstruct 1 mile every other year)

- Estimated Road Project costs (reconstruct 1 mile/year)

- Draft 6 Year Work Plan

- Road Construction History

- Average Paser Ratings by Year

- Paser Ratings General Pavement Condition

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

CITY OF HOLLAND - TOTAL BONDED DEBT

General Obligation Debt Special Assessment Debt Revenue Bonds

$

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

'14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 '27 '28 '29 '30 '31 '32

M I L L A G E

R A T E

PROJECTED MILLAGE RATES ASSUMES NO NEW DEBT

OPERATING DEBT SERVICE MCIP HERRICK DISTRICT LIBRARY AIRPORT AUTHORITY STREETS

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

'14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 '27 '28 '29 '30 '31 '32

M I L L A G E

R A T E

PROJECTED MILLAGE RATES ASSUMES 1 MILL VOTED DEBT

OPERATING DEBT SERVICE MCIP HERRICK DISTRICT LIBRARY AIRPORT AUTHORITY STREETS

Potential Legacy Fund Projects

Funds Available $1,196,000

Windmill Repair 400,000Lakeview property upgrades 330,000Park land acquisition & improvements 200,000VanRaalte Farm Improvements 200,000

1,130,000$

Potential Bond Projects

Bouws Pool rebuild/renovation 4,000,000Civic Center renovation/replacement 8,000,000Waverly Fire Station renovation/addition/training 2,100,000Kollen Park Fire Station renovation/addition 1,300,000

Total 15,400,000$

Legacy Fund and Potential Bond ProjectsAs Identified in FY2014 Capital Improvement Program

8‐Jan‐14

Use of Legacy Funds Policy

In 2012-13 the City of Holland sold various assets to Hope College, including the Municipal Stadium ($947,000) as well as a parcel located in front of DeVos Field House ($384,000) after a Council decision was made not to pursue a proposed roundabout that had been considered for a number of years. A third parcel near the Field House will be sold in 2014 (approximately $300,000) for an approximate total of $1,631,000. About $167,000 of these funds were spent on acquiring the Lakeview School property and improvements to the skate park leaving a balance of about $1,454,000.

The proceeds from the sale of these city assets have been described as “Legacy Funds” and the desire of Council is that they will be reinvested in community projects/facilities for the long-term benefit of the public. The attached policy addresses how “Legacy Funds” will be spent:

1. Legacy Funds will be invested in capital projects, not operational expenditures.

2. Primary use of Legacy Funds will be for Parks and Recreation projects.

3. Whenever possible, use of Legacy Funds will leverage other funding sources such as grants.

4. Use of Legacy Funds requires specific Council approval.

5. Legacy Funds are considered “assigned fund balance” in the Municipal Capital Improvements Fund.


January 30, 2014

FY 2014 - FY 2018




Funding Sources:

Legacy Funds (L) 730,000$ 200,000$ 365,000$ 100,000$ ‐$ ‐$ 1,395,000$

Capital Improvement Fund 843,500$ 749,000$ 962,500$ 665,000$ 890,000$ 4,099,000$ 8,209,000$

Bond 1 8,300,000$ 1,000,000$ 2,100,000$ ‐$ 11,400,000$

Bond 2 4,000,000$ 6,900,000$ 10,900,000$

Outside Funding 662,000$ 400,500$ 1,271,500$ 1,793,000$ 1,131,000$ 15,176,000$ 20,434,000$

Total 2,235,500$ 1,349,500$ 10,899,000$ 7,558,000$ 11,021,000$ 19,275,000$ 52,338,000$

Management & Administrative Services:

Planning Funds 75,000$ 60,000$ 70,000$ 80,000$ 90,000$ ‐$ 375,000$ 175,000$ 200,000$ 60,000$

Redevelopment Planning 75,000$ 20,000$ 15,000$ 10,000$ ‐$ ‐$ 120,000$ ‐$ 120,000$ 20,000$

Sub‐total 150,000$ 80,000$ 85,000$ 90,000$ 90,000$ ‐$ 495,000$ 175,000$ 320,000$ 80,000$

Comm. & Neighborhood Services:Downtown Sidewalk Snowmelt / Pavers

100,000$ 100,000$ 250,000$ 250,000$ 250,000$ ‐$ 950,000$ 900,000$ 50,000$ ‐$

Downtown Celebration Plaza ‐$ ‐$ ‐$ ‐$ ‐$ 1,500,000$ 1,500,000$ 1,125,000$ 375,000$ ‐$

Downtown Parking Repairs 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ ‐$ 125,000$ 125,000$ ‐$ ‐$

Downtown New Parking 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ ‐$ 250,000$ 250,000$ ‐$ ‐$

Wayfinding Signage 25,000$ ‐$ 25,000$ ‐$ 25,000$ ‐$ 75,000$ 75,000$ ‐$ ‐$

Central Neighborhoods Enhancement Pgm

50,000$ 50,000$ 50,000$ 50,000$ 50,000$ ‐$ 250,000$ ‐$ 250,000$ 50,000$

Neighborhood Comm.‐ Columbia Arts

‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ 125,000$ ‐$ ‐$

Neighborhood Comm. ‐ South Shore Village

‐$ ‐$ ‐$ ‐$ ‐$ 105,000$ 105,000$ 105,000$ ‐$ ‐$

Neighborhood Comm.‐Holland Heights

‐$ ‐$ ‐$ ‐$ ‐$ 235,000$ 235,000$ 235,000$ ‐$ ‐$

Neighborhood Comm.‐29th & Michigan

‐$ ‐$ ‐$ ‐$ ‐$ 350,000$ 350,000$ 350,000$ ‐$ ‐$

Neighborhood Comm.‐Maplewood

‐$ ‐$ ‐$ ‐$ ‐$ 30,000$ 30,000$ 30,000$ ‐$ ‐$

1


January 30, 2014

FY 2014 - FY 2018




Neighborhood Comm.‐Central Park

‐$ ‐$ ‐$ ‐$ ‐$ 25,000$ 25,000$ 25,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Washington

‐$ ‐$ ‐$ ‐$ ‐$ 150,000$ 150,000$ 150,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Pedestrian

‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 200,000$ ‐$ ‐$

Central Neighborhood Improvements ‐ Hospital Area

‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 200,000$ ‐$ ‐$

Neighborhood Enhancement District

‐$ ‐$ ‐$ ‐$ ‐$ 220,000$ 220,000$ 220,000$ ‐$ ‐$

Citywide Public Art Program 25,000$ ‐$ 25,000$ ‐$ 25,000$ 75,000$ 150,000$ 150,000$ ‐$ ‐$

Museum Repairs/Maint 26,500$ 101,500$ 6,000$ ‐$ ‐$ ‐$ 134,000$ 107,500$ 26,500$ ‐$

Cappon/Settlers Houses 12,000$ 4,000$ 4,000$ 4,000$ 4,000$ 28,000$ 16,000$ 12,000$ ‐$

Holland Heights/Wellness Trail ‐$ 75,000$ ‐$ ‐$ ‐$ ‐$ 75,000$ 75,000$ ‐$ ‐$

Railroad Crossing Gates‐ Quiet Zones

‐$ ‐$ ‐$ ‐$ ‐$ 2,000,000$ 2,000,000$ 2,000,000$ ‐$ ‐$

Downtown Visitor & Welcome Center

‐$ ‐$ ‐$ ‐$ ‐$ 1,700,000$ 1,700,000$ 1,700,000$ ‐$ ‐$

Downtown Boat Slips ‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ 200,000$ 100,000$ 100,000$ ‐$

City Hall Parking Lot Repair 64,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 64,000$ ‐$ 64,000$ ‐$

City Hall Upgrades 90,000$ ‐$ 50,000$ ‐$ 50,000$ ‐$ 190,000$ ‐$ 190,000$ ‐$

Holland Advantage Holland Heights Neighborhood Initiative

‐$ ‐$ ‐$ ‐$ 50,000$ 50,000$ 100,000$ 100,000$ ‐$ ‐$

Sub‐total 467,500$ 405,500$ 485,000$ 379,000$ 529,000$ 7,165,000$ 9,431,000$ 8,363,500$ 1,067,500$ 50,000$

Community Energy Strategies

Energy Upgrades for Existing City Facilities

50,000$ 40,000$ 30,000$ 20,000$ 10,000$ ‐$ 150,000$ 75,000$ 75,000$ 20,000$

Community Energy Plan Strategies

50,000$ 25,000$ 25,000$ 25,000$ 25,000$ ‐$ 150,000$ 100,000$ 50,000$ 25,000$

Home Energy Retrofits TBD TBD TBD TBD TBD TBD TBD ‐$ ‐$ ‐$

Building Energy Performance Labeling

10,000$ 40,000$ 30,000$ 20,000$ 20,000$ ‐$ 120,000$ ‐$ 120,000$ 40,000$

Sub‐total 110,000$ 105,000$ 85,000$ 65,000$ 55,000$ ‐$ 420,000$ 175,000$ 245,000$ 85,000$

2


January 30, 2014

FY 2014 - FY 2018




Parks, Recreation & Transportaiton Services:Bouws Pool Rebuild / Renovation & Splash ‐ New location?

‐$ ‐$ ‐$ B2 4,000,000$ B2 2,000,000$ ‐$ 6,000,000$ ‐$ ‐$ ‐$

Civic Center Maintenance 50,000$ 50,000$ 50,000$ 25,000$ 25,000$ ‐$ 200,000$ ‐$ 200,000$ 50,000$

Civic Center Renovation/Replacement

‐$ ‐$ B1 7,000,000$ B1 1,000,000$ ‐$ ‐$ 8,000,000$ ‐$ ‐$

Downton Connection to Kollen Park & Waterfront

‐$ ‐$ ‐$ B2 900,000$ 200,000$ 1,100,000$ 200,000$ ‐$ ‐$

Citywide Tree Planting Program 20,000$ 20,000$ 20,000$ 20,000$ 20,000$ TBD 100,000$ 30,000$ 70,000$ 20,000$

Community Park, East Side ‐$ ‐$ 390,000$ ‐$ ‐$ ‐$ 390,000$ 390,000$ ‐$ ‐$

Moran Park Improvements 10,000$ 20,000$ ‐$ ‐$ ‐$ 200,000$ 230,000$ ‐$ 230,000$ 20,000$

Tennis Court Resurfacing 46,000$ 24,000$ ‐$ ‐$ 50,000$ ‐$ 120,000$ ‐$ 120,000$ 24,000$

Dog Park ‐$ 25,000$ ‐$ 25,000$ ‐$ 50,000$ 50,000$ ‐$ ‐$

Riverview Park Improvements 15,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Heinz Boardwalk ‐ New Pier ‐$ ‐$ ‐$ ‐$ B2 250,000$ ‐$ 250,000$ ‐$ ‐$ ‐$

Kensington Park (South Side) ‐$ ‐$ ‐$ ‐$ ‐$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ ‐$

Ice Skating Facility ‐$ ‐$ ‐$ ‐$ B2 2,250,000$ ‐$ 2,250,000$ ‐$ ‐$ ‐$

Holland Heights School Park Improvements

‐$ 15,000$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Kollen Park ‐ Outdoor Performing Arts Facility Bond

‐$ ‐$ ‐$ ‐$ ‐$ 750,000$ 750,000$ 750,000$ ‐$ ‐$

Kollen Park ‐ Outdoor Performing Arts Facility Other

‐$ ‐$ ‐$ ‐$ 500,000$ ‐$ 500,000$ 500,000$ ‐$

Kollen Park ‐ Phase IV ‐$ ‐$ ‐$ ‐$ ‐$ 550,000$ 550,000$ 550,000$ ‐$ ‐$

Kollen Park ‐ Phase V (Pier) ‐$ ‐$ ‐$ ‐$ ‐$ 1,500,000$ 1,500,000$ 1,500,000$ ‐$

Kollen Park Storage Building ‐$ 25,000$ ‐$ ‐$ ‐$ ‐$ 25,000$ ‐$ 25,000$ 25,000$

Parks/Rec. Land Acquisition & Improvements

‐$ (L) 100,000$ ‐$ (L) 100,000$ ‐$ 100,000$ 300,000$ 100,000$ ‐$ ‐$

Matt Urban & Maplewood Storage/Cons. Buildings

16,000$ 20,000$ 20,000$ ‐$ ‐$ ‐$ 56,000$ ‐$ 56,000$ 20,000$

3


January 30, 2014

FY 2014 - FY 2018




Greenhouse Renovation / Combination

‐$ 250,000$ ‐$ ‐$ 250,000$ ‐$ 250,000$ ‐$

Pickleball Courts ‐$ ‐$ ‐$ ‐$ ‐$ 35,000$ 35,000$ ‐$ 35,000$ ‐$

Acquisition/Modification of 24th St. MAX Building.

‐$ 50,000$ ‐$ ‐$ ‐$ ‐$ 50,000$ ‐$ 50,000$ 50,000$

Lakeview Property Upgrades / Purchase

(L) 330,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 330,000$ ‐$ ‐$ ‐$

Pilgrim Outdoor Niches ‐$ ‐$ 75,000$ 75,000$ ‐$ ‐$ 150,000$ 75,000$ 75,000$ ‐$

Smallenburg Park Upgrades ‐$ ‐$ ‐$ ‐$ ‐$ 450,000$ 450,000$ ‐$ 450,000$ ‐$

Smallenburg Skate Park ‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ 97,500$ 27,500$ ‐$

Lake Macatawa Street Ends ‐$ 25,000$ ‐$ 25,000$ ‐$ 350,000$ 400,000$ 200,000$ 200,000$ 25,000$

VanRaalte Farm Improvements ‐$ (L) 100,000$ (L) 65,000$ 185,000$ ‐$ ‐$ 350,000$ 185,000$ ‐$ ‐$

Western Machine Site Seawall ‐ Landing & Walkway

‐$ ‐$ ‐$ 750,000$ ‐$ ‐$ 750,000$ 750,000$ ‐$ ‐$

Windmill Repairs ‐ Legacy Funding

(L) 400,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 400,000$ ‐$ ‐$ ‐$

Windmill Repairs ‐ Other Funding

350,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 350,000$ 350,000$ ‐$ ‐$

Windmill Island Boardwalk ‐$ ‐$ ‐$ ‐$ ‐$ 5,100,000$ 5,100,000$ 2,386,000$ 2,604,000$ ‐$

Windmill Island Carousel / Organ Restoration

125,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ 125,000$ ‐$ ‐$

Windmill Island Infrastructure 50,000$ 300,000$ ‐$ ‐$ ‐$ ‐$ 350,000$ ‐$ 350,000$ 300,000$

Windmill Island Gardens Strategic Plan Amenities

‐$ ‐$ ‐$ 500,000$ 1,000,000$ 1,500,000$ 1,500,000$ ‐$ ‐$

Windmill Island Paving 10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Windmill Island ‐ Bridge to North

‐$ ‐$ L 300,000$ ‐$ ‐$ 300,000$ ‐$ ‐$ ‐$

Windmill Island ‐ Connecion to the South

‐$ ‐$ 450,000$ ‐$ ‐$ 450,000$ 450,000$ ‐$ ‐$

Window‐on‐the‐Waterfront Renovation Phase I

‐$ ‐$ 100,000$ ‐$ ‐$ ‐$ 100,000$ 100,000$ ‐$ ‐$

Depot ‐ Detectible Warning 12,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 12,000$ 12,000$ ‐$ ‐$

Depot ‐ Restroom Renovation ‐$ ‐$ TBD ‐$ ‐$ ‐$ TBD ‐$ ‐$ ‐$

Depot ‐ Replace HVAC System ‐$ ‐$ 150,000$ ‐$ ‐$ ‐$ 150,000$ 150,000$ ‐$ ‐$

Downtown Trolley ‐$ ‐$ 50,000$ 800,000$ 240,000$ ‐$ 1,090,000$ 520,000$ 570,000$ ‐$

4


January 30, 2014

FY 2014 - FY 2018




Transportation Services Building Carpet Replacement

10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Transportation Services Building Sealing

10,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 10,000$ ‐$ 10,000$ ‐$

Transportation Services Building Painting

20,500$ ‐$ 9,000$ ‐$ ‐$ ‐$ 29,500$ ‐$ 29,500$ ‐$

Transportation Services Building Exterior Painting

‐$ ‐$ ‐$ 7,000$ ‐$ ‐$ 7,000$ ‐$ 7,000$ ‐$

Transportation Services Building Lighting Improvements

‐$ ‐$ ‐$ 12,000$ ‐$ ‐$ 12,000$ ‐$ 12,000$ ‐$

Transportation Services Building Upgrades

15,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 15,000$ ‐$ 15,000$ ‐$

Transportation Services Building Interior Cleaning

‐$ ‐$ ‐$ ‐$ 12,000$ ‐$ 12,000$ ‐$ 12,000$ ‐$

Macatawa Greenway ‐$ ‐$ ‐$ ‐$ B2 1,500,000$ 750,000$ 2,250,000$ 750,000$ ‐$ ‐$

Sub‐total 1,489,500$ 759,000$ 8,944,000$ 7,024,000$ 8,247,000$ 12,110,000$ 38,573,500$ 11,720,500$ 6,448,000$ 534,000$

Public Safety ‐ Fire Division:

Waverly Fire Station Renovation ‐$ ‐$ ‐$ ‐$ B1 2,100,000$ ‐$ 2,100,000$ ‐$ ‐$ ‐$

Police Bldg Customer Window 18,500$ ‐$ ‐$ ‐$ ‐$ ‐$ 18,500$ ‐$ 18,500$ ‐$

Kollen Park Fire Station Renovation / Relocation

‐$ ‐$ B1 1,300,000$ ‐$ ‐$ ‐$ 1,300,000$ ‐$ ‐$ ‐$

Sub‐total 18,500$ ‐$ 1,300,000$ ‐$ 2,100,000$ ‐$ 3,418,500$ ‐$ 18,500$ ‐$

Total Expenses 2,235,500$ 1,349,500$ 10,899,000$ 7,558,000$ 11,021,000$ 19,275,000$ 52,338,000$ ‐$ 8,209,000$ 749,000$

BALANCE ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

5

Capital Reinvestment Summary - TransportationCity of HollandDecember 201310 miles of Reconstruction

Transportation System General InformationTotal Street Network 150 Miles (Roadbed miles or centerline miles)Total Storm Sewer Network 1,064,800 Feet of pipeTotal Signalized Intersections 42 IntersectionsTotal Street Lights 2,593 Each (includes street & pedestrian lights)Total Sidewalk Network 161 Miles (standard 6' wide sidewalk along roadways, sidewalk networks within parks not included)

Workplan 10 Year 15 year2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Street RehabilitationCrack Sealing $62,000.00 $63,860.00 $65,775.80 $67,749.07 $69,781.55 $71,874.99 $74,031.24 $76,252.18 $78,539.75 $80,895.94 $83,322.82 $85,822.50 $88,397.17 $91,049.09 $93,780.56 $96,593.98 $99,491.80 $102,476.55 $105,550.85 $108,717.38

Resurfacing $1,330,000.00 $1,369,900.00 $1,410,997.00 $1,453,326.91 $1,496,926.72 $1,541,834.52 $1,588,089.55 $1,635,732.24 $1,684,804.21 $1,735,348.33 $1,787,408.78 $1,841,031.05 $1,896,261.98 $1,953,149.84 $2,011,744.33 $2,072,096.66 $2,134,259.56 $2,198,287.35 $2,264,235.97 $2,332,163.05Subtotal Street Rehabilitation $1,392,000.00 $1,433,760.00 $1,476,772.80 $1,521,075.98 $1,566,708.26 $1,613,709.51 $1,662,120.80 $1,711,984.42 $1,763,343.95 $1,816,244.27 $1,870,731.60 $1,926,853.55 $1,984,659.15 $2,044,198.93 $2,105,524.90 $2,168,690.64 $2,233,751.36 $2,300,763.90 $2,369,786.82 $2,440,880.43

Street ReconstructionReconstruction $1,044,642.86 $1,075,982.14 $1,108,261.61 $1,141,509.46 $1,175,754.74 $1,211,027.38 $1,247,358.20 $1,284,778.95 $1,323,322.32 $1,363,021.99 $1,403,912.65 $1,446,030.03 $1,489,410.93 $1,534,093.25 $1,580,116.05 $1,627,519.53 $1,676,345.12 $1,726,635.47 $1,778,434.54 $1,831,787.57

Pavement Subtotal $2,436,642.86 $2,509,742.14 $2,585,034.41 $2,662,585.44 $2,742,463.00 $2,824,736.89 $2,909,479.00 $2,996,763.37 $3,086,666.27 $3,179,266.26 $3,274,644.25 $3,372,883.57 $3,474,070.08 $3,578,292.18 $3,685,640.95 $3,796,210.18 $3,910,096.48 $4,027,399.38 $4,148,221.36 $4,272,668.00

Drainage InfrastructureDrainage $500,000.00 $515,000.00 $530,450.00 $546,363.50 $562,754.41 $579,637.04 $597,026.15 $614,936.93 $633,385.04 $652,386.59 $671,958.19 $692,116.94 $712,880.44 $734,266.86 $756,294.86 $778,983.71 $802,353.22 $826,423.82 $851,216.53 $876,753.03

Traffic SignalsTraffic Signals $15,000.00 $15,450.00 $15,913.50 $16,390.91 $16,882.63 $17,389.11 $17,910.78 $18,448.11 $19,001.55 $19,571.60 $20,158.75 $20,763.51 $21,386.41 $22,028.01 $22,688.85 $23,369.51 $24,070.60 $24,792.71 $25,536.50 $26,302.59

Street LightsStreet Lights $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Streets Subtotal $2,951,642.86 $3,040,192.14 $3,131,397.91 $3,225,339.84 $3,322,100.04 $3,421,763.04 $3,524,415.93 $3,630,148.41 $3,739,052.86 $3,851,224.45 $3,966,761.18 $4,085,764.02 $4,208,336.94 $4,334,587.05 $4,464,624.66 $4,598,563.40 $4,736,520.30 $4,878,615.91 $5,024,974.38 $5,175,723.62(rehabilitation, reconstruction, drainage, signals & st. lights)

SidewalksSidewalks $246,153.60 $254,109.24 $262,320.68 $270,796.11 $279,543.97 $288,572.99 $297,892.17 $307,510.77 $317,438.39 $327,684.91 $338,260.53 $349,175.76 $360,441.48 $372,068.88 $384,069.52 $396,455.35 $409,238.65 $422,432.15 $436,048.95 $450,102.56

Justification for Transportation System Investment1. Paser Ratings & Trends2. Construction Costs 3. Warning Signs (Pine Ave. Storm Sewer Collapse)4. Traffic Signals5. Sidewalk?

IPMA Comparison (Pavement only)Lane Miles (entire system) 1,927,472 ft 365.05 miles 2,569,962.67 syd

Pavement Replacement Value Unit Cost($/syd.) $48/syd (low) $78/syd (high) 65 $/syd. approx. averagePavement Replacement Value Total 167047573.3

Recommended Program Investment/yr (2% total) $3,340,951.47

Capital Reinvestment Summary - TransportationCity of HollandDecember 201320 miles of Reconstruction

Transportation System General InformationTotal Street Network 150 Miles (Roadbed miles or centerline miles)Total Storm Sewer Network 1,064,800 Feet of pipeTotal Signalized Intersections 42 IntersectionsTotal Street Lights 2,593 Each (includes street & pedestrian lights)Total Sidewalk Network 161 Miles (standard 6' wide sidewalk along roadways, sidewalk networks within parks not included)

Workplan 10 Year 15 year2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Street RehabilitationCrack Sealing $62,000.00 $63,860.00 $65,775.80 $67,749.07 $69,781.55 $71,874.99 $74,031.24 $76,252.18 $78,539.75 $80,895.94 $83,322.82 $85,822.50 $88,397.17 $91,049.09 $93,780.56 $96,593.98 $99,491.80 $102,476.55 $105,550.85 $108,717.38

Resurfacing $1,260,000.00 $1,297,800.00 $1,336,734.00 $1,376,836.02 $1,418,141.10 $1,460,685.33 $1,504,505.89 $1,549,641.07 $1,596,130.30 $1,644,014.21 $1,693,334.64 $1,744,134.68 $1,796,458.72 $1,850,352.48 $1,905,863.05 $1,963,038.94 $2,021,930.11 $2,082,588.02 $2,145,065.66 $2,209,417.63Subtotal Street Rehabilitation $1,322,000.00 $1,361,660.00 $1,402,509.80 $1,444,585.09 $1,487,922.65 $1,532,560.33 $1,578,537.14 $1,625,893.25 $1,674,670.05 $1,724,910.15 $1,776,657.45 $1,829,957.18 $1,884,855.89 $1,941,401.57 $1,999,643.62 $2,059,632.92 $2,121,421.91 $2,185,064.57 $2,250,616.51 $2,318,135.00

Street ReconstructionReconstruction $2,089,285.71 $2,151,964.29 $2,216,523.21 $2,283,018.91 $2,351,509.48 $2,422,054.76 $2,494,716.41 $2,569,557.90 $2,646,644.63 $2,726,043.97 $2,807,825.29 $2,892,060.05 $2,978,821.85 $3,068,186.51 $3,160,232.10 $3,255,039.07 $3,352,690.24 $3,453,270.95 $3,556,869.07 $3,663,575.15

Pavement Subtotal $3,411,285.71 $3,513,624.29 $3,619,033.01 $3,727,604.00 $3,839,432.12 $3,954,615.09 $4,073,253.54 $4,195,451.15 $4,321,314.68 $4,450,954.12 $4,584,482.75 $4,722,017.23 $4,863,677.75 $5,009,588.08 $5,159,875.72 $5,314,671.99 $5,474,112.15 $5,638,335.52 $5,807,485.58 $5,981,710.15

Drainage InfrastructureDrainage $500,000.00 $515,000.00 $530,450.00 $546,363.50 $562,754.41 $579,637.04 $597,026.15 $614,936.93 $633,385.04 $652,386.59 $671,958.19 $692,116.94 $712,880.44 $734,266.86 $756,294.86 $778,983.71 $802,353.22 $826,423.82 $851,216.53 $876,753.03

Traffic SignalsTraffic Signals $15,000.00 $15,450.00 $15,913.50 $16,390.91 $16,882.63 $17,389.11 $17,910.78 $18,448.11 $19,001.55 $19,571.60 $20,158.75 $20,763.51 $21,386.41 $22,028.01 $22,688.85 $23,369.51 $24,070.60 $24,792.71 $25,536.50 $26,302.59

Street LightsStreet Lights $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Streets Subtotal $3,926,285.71 $4,044,074.29 $4,165,396.51 $4,290,358.41 $4,419,069.16 $4,551,641.24 $4,688,190.47 $4,828,836.19 $4,973,701.27 $5,122,912.31 $5,276,599.68 $5,434,897.67 $5,597,944.60 $5,765,882.94 $5,938,859.43 $6,117,025.21 $6,300,535.97 $6,489,552.05 $6,684,238.61 $6,884,765.77(rehabilitation, reconstruction, drainage, signals & st. lights)

SidewalksSidewalks $135,273.60 $139,902.84 $144,688.09 $149,634.54 $154,747.56 $160,032.69 $165,495.65 $171,142.36 $176,978.93 $183,011.66 $189,247.08 $195,691.91 $202,353.11 $209,237.86 $216,353.57 $223,707.92 $231,308.80 $239,164.41 $247,283.17 $255,673.81

Justification for Transportation System Investment1. Paser Ratings & Trends2. Construction Costs 3. Warning Signs (Pine Ave. Storm Sewer Collapse)4. Traffic Signals5. Sidewalk?

IPMA Comparison (Pavement only)Lane Miles (entire system) 1,927,472 ft 365.05 miles 2,569,962.67 syd

Pavement Replacement Value Unit Cost($/syd.) $48/syd (low) $78/syd (high) 65 $/syd. approx. averagePavement Replacement Value Total 167047573.3

Recommended Program Investment/yr (2% total) $3,340,951.47

DRAFT 6 Year Work PlanStreet FundsCity of HollandJanuary 2014

Construction Outside Funding BPWList of Reconstruction Projects PE Cost CE Cost Cost Misc. Cost Total Cost / Grants Participation City Funding

2014 Construction YearNo City reconstruction project (possibly pull ahead w/ portion of Central Avenue)1. M-40 Multi-use Path 15,000 15,000 325,000 10,000 365,000 260,000 105,0002. MDOT I-196 Reconstructon / Loop Ramp 87,000 8,000 95,000 95,0003. Access Drive to Power Plant (Chicago Drive side) All Funding4. 16th Street, Waverly to Quarterline 10,000 15,000 725,000 25,000 775,000 750,000 25,0005. 2014 Resurfacing 25,000 25,000 1,250,000 0 1,300,0006. 2014 Crack Sealing 60,000 60,0007. Drain Improvements 500,0008. Misc 100,000

2,185,000

2015 Construction Year1. Central Avenue 30,000 100,000 4,250,000 20,000 4,400,000 1,250,000 3,150,0002. Columbia Avenue, 7th to 16th 50,000 50,000 1,500,000 25,000 1,625,000 500,000 1,125,0003. South Shore Drive (w/ non-motorized 25,000 25,000 750,000 25,000 825,000 125,000 700,0004. MDOT US-31 Resurfacing 100,000 100,000 100,0005. 2015 Resurfacing 25,000 25,000 1,250,000 0 1,300,0006. 2015 Crack Sealing 60,000 60,0007. Drain Improvements 500,0008. Misc 100,000No Major non-motorized project 7,035,000

2016 Construction Year1. 9th Street, Washington to 8th 50,000 50,000 1,750,000 50,000 1,900,000 1,000,000 300,000 600,0002. Hope Avenue, 16th to Paw Paw 25,000 50,000 1,700,000 25,000 1,800,000 50,000 500,000 1,250,0003. MDOT Reconstruction of US-31, 8th to Quincy 50,000 50,000 50,0004. 2016 Resurfacing 25,000 25,000 1,250,000 0 1,300,0005. 2016 Crack Sealing 60,000 60,0006. Drain Improvements 500,0007. Misc 100,000No Major non-motorized project 3,860,000Access Drive to Power Plant (Fairbanks side with all Utilities) All Funding

2017 Construction Year1. 10th Street, Pine to Lincoln 50,000 50,000 1,700,000 50,000 1,850,000 925,000 925,0002. 2017 Resurfacing 25,000 25,000 1,250,000 0 1,300,0003. 2017 Crack Sealing 60,000 60,0004. Drain Improvements 500,0005. Misc 100,000No Major non-motorized project 2,885,000

2018 Construction Year1. 19th Street, Cleveland to Central 50,000 50,000 2,000,000 25,000 2,125,000 1,025,000 1,100,0002. Columbia Avenue, 16th to 24th 50,000 50,000 2,000,000 100,000 2,200,000 925,000 1,275,0003. MDOT Reconstruction of US-31, I-196 split to Central 200,000 200,000 200,0004. 2018 Resurfacing 25,000 25,000 1,250,000 0 1,300,0005. 2018 Crack Sealing 60,000 60,0006. Drain Improvements 500,0007. Misc 100,000No Major non-motorized project 4,535,000

2019 Construction Year1. 13th Street, Pine to Fairbanks 50,000 50,000 2,475,000 25,000 2,600,000 1,300,000 1,300,0002. 2019 Resurfacing 25,000 25,000 1,250,000 0 1,300,0003. 2019 Crack Sealing 60,000 60,0004. Drain Improvements 500,0005. Misc 100,000No Major non-motorized project 3,260,000

FutureGraafschapPine

Total 23,760,000Total/year 3,960,000

0

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1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

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YEAR

CITY OF HOLLANDROAD CONSTRUCTION HISTORY

Reconstruction - Avg. 2.2 miles/yr.

Resurfacing - Avg. 4.2 miles/yr.

5.69

5.38

5.015.03

5.37

5.45

4.90

4.40

4.60

4.80

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5.20

5.40

5.60

5.80

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CITY OF HOLLANDAVERAGE PASER RATING BY YEAR

25.76

83.48

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76.43

32.86

45.10

70.55

27.89

41.37

74.66

27.84

34.82

74.35

33.8435.90

70.19

37.60

54.03

64.41

25.88

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

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Poor Fair Good

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PAVEMENT CONDITION (1-3 POOR; 4-6 FAIR; 7-10 GOOD)

CITY OF HOLLANDPASER RATINGS 2007 TO 2013

GENERAL PAVEMENT CONDITION TRENDS

2007

2008

2009

2010

2011

2012

2013

City Manager’s Office Ryan Cotton, City Manager

Key Issues for Fiscal Year 2014-2015 2014 City Council Retreat

1. Capital Reinvestment (Civic Center, Streets, Fire Stations, Pool, Park Restorations).

2. Gang prevention/Holland Youth Connections and At-Risk Youth Employment.

3. Downtown Neighborhoods and Rental Conversions to Owner-Occupied. 4. Commercial Corridor Redevelopment. 5. Community Energy Plan Pilot Projects.

City Manager’s Office Greg Robinson, Assistant City Manager


1. Continued implementation of the Community Energy Plan, including Home Energy

Retrofits, Building Energy Performance Labeling, the new power plant, district heating, establishing the Sustainability Institute, energy and efficiency improvements to City facilities, participation in the Urban Sustainability Directors Network, seeking grant opportunities, etc.

2. Developing the priorities and a funding strategy for City-wide capital projects. 3. Finalizing land acquisition, construction plans, bidding and construction for the new

airport business center. 4. Positioning underutilized commercial corridor properties for redevelopment. 5. Fully establishing the Communications Plan recommendations as the practice for

communicating with the public.

City Clerk’s Office Anna Perales, Deputy City Clerk


1. Record Retention – Adoption and implementation of State Schedule and City Policy

and collaborating with the HBPW.

2. Use of City Facilities – Amend policy and update application procedure to reflect the availability to the community / Amend policy regarding the use of liquor inside of the Civic Center.

3. Reassign polling locations for Ward 2 Precinct 5 and all of Ward 3 for all elections.

4. Investigating options on how to make all agenda/packets to make this a uniform

procedure for Council all Boards and Commission within the City and HBPW.

5. Prioritizing the tasks/ responsibilities that can be worked on with the current staff and future status of HRC and IRC department assistance.

Human Resources Department Chanda Schab-Koryto, Director


1. Continue to maintain and improve whenever possible the City’s commitment to a

diverse workforce that is representative of the community’s available workforce. 2. Continue to look for ways of reducing costs in the Health Insurance and Pension

programs while maintain a competitive level of quality in both areas. 3. Negotiate the Police Union Contract by June 30, 2014.

4. Collaborate with the new Holland Board of Public Works Safety Manager to

coordinate safety classes with City/HBPW employees.

5. Provide needed policy training such as Harassment, Diversity, Alcohol and Drug Abuse.

Fiscal Services Department Tim Vagle, Director


1. Address unfunded pension and Other Post-Employment Benefits (OPEB) liabilities –

recommend action plan. 2. Implement Personal Property Tax legislation changes including the Essential

Services Assessment (ESA), internal procedures in the Assessing Department, and educating taxpayers.

3. Implement long-term capital investments and funding strategies including possible

bond sale for Civic Center. 4. Expand use of technology to deliver better service. 5. Increase staff productivity utilizing techniques such as training, motivation and

incentives.

Public Safety Department Matt Messer, Director


1) Complete our five year strategic plan. This plan will guide and evaluate department

operations in the areas of staffing, training, technology, transportation, uniforms & equipment, building / facilities, as well as part-paid and reserve officer staffing. The intention is to use the same model which has been used in the past.

2) Training continues to be an area of concern and liability in fire services. While minimum

standards are being met, a coordinated and consistent training program which meets the needs of both full and paid on call personnel is needed. A dedicated effort in this area is needed. This would be best accomplished through the creation of a training / safety officer position that coordinates all training and supports day-to-day fire and EMS response during the normal business hours. This position would also have the potential to assist with other assignments such as inspections and community events. This should be a 40 hour position that is more line orientated and supplements day time staffing levels.

3) Minimizing gang membership by using a multifaceted approach. This includes the

continuation of suppression measures such as arrests, search warrants and intelligence gathering to build criminal cases against known gang members. It also includes more proactive measures to prevent new gang membership and provide alternatives to joining gangs. These measures include providing multiple Junior Police Academy opportunities, interacting with students in schools, and expanding the Holland Youth Connections program to provide income opportunities for young people from within our community.

4) Complete the training and equipment installation of the new CAD (Computer Automated Dispatch) system and RMS (Records Management System) for police and fire. This will include working directly with Ottawa County Central Dispatch and the Holland Technology Services Department staff. All police, fire, and technology staff will have to become familiar with the new software and equipment associated with it. This transition will include the installation of new equipment in several buildings and a large majority of public safety vehicles.

5) Work with the Technology Services Department to upgrade and coordinate a city-wide surveillance camera network. Many cameras have been purchased in the past but have not been fully utilized due to lack of staffing, monitoring, and the need for increased technology. With the staffing of the full-time technology employee assigned to our department, surveillance camera monitoring and coordination will be assigned to this position and is scheduled to become a higher priority for this position. Additional monitoring opportunities will also be provided by the newly renovated front counter within the police building that will allow for police cadets and other staff to view city-wide surveillance cameras.

Transportation Services Department Brian White, Interim Director


1. Realign streets budget to better match the long term needs of the road network. Try

and get back to upgrading approximately 7 miles of our road network each year.

2. Implement enhanced truck tracker software and bar code scanning to track and maintain parts database for our motor pool electronically.

3. Conduct a small scale composting trial on transportation department grounds and

evaluate potential sites for larger scale operation with the goal of reducing our disposal costs for spring and fall pickups and providing a source for clean topsoil to use on construction projects.

4. Consider beginning our yearly resurfacing projects prior to the fiscal year change.

As our resurfacing projects get more complex we’re going to need extra time on the construction schedule to avoid running too late into the construction season.

5. Work with the BPW on the development of their new power generation facility.

Community and Neighborhood Services Department Phil Meyer, Director


1. Planning: Complete the City Master Plan Update and use this as a launch into the

recodification/revision of the City’s Zoning and Subdivision Ordinances.

2. Rental Housing Program: Return this program to fully functioning with up-to-date compliance.

3. Neighborhoods: Continue implementation of the neighborhood revitalization strategy- supportive of the Holland Advantage and Partnership for Renewal efforts and engaging in affordable housing discussion and initiatives.

4. Downtown: Complete the strategic planning process and organizational change,

aggressively pursue a Downtown Housing Market Analysis, waterfront visioning process, Western gateway vision, and Eastern Gateway/Power Plant area corridor and open space planning.

5. Declined Commercial Corridors: Define a revitalization strategy and incentives for

corridor along the US-31 between 16th and 32nd Streets. Honorable mention:

Continue integration of sustainability framework in departmental activities, including but not limited to energy (HER, conservation, district heating).

Parks and Recreation Department Andy Kenyon, Interim Director


1. Continue to work towards completing and implementing the Windmill Island Garden

Business Plan. This will include everything in the plan, including items such as developing a new landscape plan, training of staff, working with a new management model, etc.

2. Implement and carry out a strategic planning effort for the Parks and Recreation/ Transportation Department. Process is to begin this winter.

3. Continue to find ways to collaborate on projects and day to day activities with groups within the City as well as outside City government. This could include items such as snow plowing streets and sidewalks, working with Holland Township on youth programming, and bringing new recreation programming opportunities to Windmill Island Gardens.

4. Work towards creating a new awareness of what the Parks and Recreation department has to offer. Items such as our Five Year Master Plan update will help us begin that process. Working with the media, updating our in house web pages, social media, etc. will be utilized. The goal is to increase participation in recreational programming and increase visits to Windmill Island Gardens and DeGraaf Nature Center.

5. Begin implementing updates to various Parks and Recreation facilities. Playground equipment will be replaced at various parks; Rosa Parks, Holland Heights, Kollen Park, Moran Park. We are working with a company to develop a new Dog Park through a donation of land. The Civic Center is gaining speed on being redeveloped. Windmill Island will go through some extensive change in relation to utilities, new pathways (including bridge and walkway). Lakeview School Park will take shape as we begin redeveloping the site. Some of these projects will be included in the Capital Reinvestment Plan, that staff is currently working on.

Technology Services Department Matt VanDyken, Coordinator


1. Modernize Wireless Networking Infrastructure. Complete an audit of all major City

buildings to ensure complete coverage for private and public Wi-Fi and Wi-Fi network management.

2. Phone System Upgrade. Replace both PBX’s and all phones with a single, modern IP phone system.

3. Network. Complete overhaul of City wired network. Replace remaining switches and subnet each building. Convert to private IP scheme.

4. Training. Reinvigorate training efforts for IT staff and IT training for departmental staff.

5. Web streaming. Implement web streaming of government channel programming, able to live stream events.

Human Relations Commission Esther Fifelski, Coordinator


1. Revisit the HRC mission; regain momentum.

2. Streamline services: more collaboration.

3. Host community educational events regarding salient issues.

4. Engaging local business in diversity forums.

5. Engage & participate in city business, i.e., employment, purchasing, ordinance

development, etc.

International Relations Commission Nardy Baeza Bickel, Coordinator


1. Complete the IRC’s revision of its mission, vision and goals.

2. Research and develop an operating model to ensure the sustainability of the

International Relations Commission (IRC) and its programs in the long term.

3. Provide the city, mayor and city council with education, support and advice on international issues and coordinate the city’s response to, and engagement in, major international events.

4. Develop, establish and maintain partnerships with Holland area organizations to

promote international exchanges in cultural, educational and economic development.

5. Research and develop opportunities for formal and informal relationships with

foreign cities and organizations while overseeing, maintaining and developing existing relationships.

Holland Board of Public Works Dave Koster, General Manager


1. Building the New Power Plant

2. Metering and Customer Portal Improvements

3. Wastewater Plant Treatment Capacity

4. Snowmelt Source and Growth 5. Fuel Hedging

CITY COUNCIL RETREAT AGENDA Saturday, February 1, 2014 9:00 a.m. – 12 p.m. Location: City Hall, Council Chambers, First Floor Attendees: Mayor Dykstra and Holland City Council Members Leadership Team

9:00 a.m. Arrival / Coffee 9:05 a.m. Public Comments 9:10 a.m. Questions on Capital Reinvestment Projects 9:30 a.m. Prioritize Capital Reinvestment Projects and Discuss Alternative Funding

Approaches 10:00 a.m. Council Priority Statements 11:00 a.m. Prioritization – Nominal Group Decision-Making 11:30 a.m. Lunch 11:45 a.m. Posting of Ranking Outcomes 12:00 p.m. Adjournment

INTRODUCTION TO DEPARTMENT

MANAGEMENT AND ADMINISTRATIVE SERVICES

City Council

ACTIVITY MISSION STATEMENT

To serve as the legislative branch of the Holland City government by establishing the final policy decisions affecting City government developed through a cooperative effort with the Board of Public Works, and all other citizen advisory commissions, special task forces, and neighborhood organizations; by developing a climate which will continue to provide a strong residential, commercial and industrial base which will enhance and sustain the social, economic and cultural quality of life for its citizens; and by participating in the Macatawa Area Coordinating Council to continue to strengthen the area cooperation of the Holland / Zeeland area governmental units. In order to identify action items to give direction to staff, Council members voted on their highest priorities for FY 14 at the February 2, 2013 Annual Retreat. Those items that received three or more votes via a “dotocracy” process were:

1. Strategic City fiber optic network (6 votes) 2. Waterfront development (6 votes) 3. US-31 Corridor – land uses (32nd Street and others) (4 votes) 4. Neighborhood Commercial (3 votes) 5. Encourage public/private participation in neighborhoods (3 votes) 6. Parks and Recreation strategic planning (3 votes) 7. Diverse, inclusive, tolerant community (3 votes) 8. Improve communications “shop” (3 votes) 9. Neighborhood – transformation and everything else that went with it (3 votes)

These priorities are therefore listed first under each appropriate category below.

FY2014 ACTION PLAN – UPDATE

A. ECONOMIC DEVELOPMENT STRATEGY STATEMENT

* To foster an environment wherein businesses desire to locate, expand, and remain. * To collaborate with other area organizations. * To provide the infrastructure necessary to support the City’s economic development mission.

ACTION PLANS FOR FISCAL YEAR 2014

1. Establish a Strategic City Fiber Optic Network Plan (6 votes). By December 2013 with BPW’s help and implementation. BPW has established a Broadband Steering Committee of which City Tech staff is an active member.

2. Waterfront development (6 votes). Edgewater Resources 80% done with visioning via stakeholder outreach. Power plant decisions enable broader waterfront visioning, discussion.

3. US-31 Corridor – land uses (32nd Street and others) (4 votes). Marketing study needed and perhaps a Corridor Improvement District. Making a difference with corridor redevelopment will take a substantial collaborative effort and dedicated staff time.



City Council

4. Neighborhood Commercial (3 votes). Support for Washington Square (promotional

brochure) and South Shore Village (murals and vision for capital improvements) on-going. Major rehab of Minit Mart and apartment above underway.

5. To work with JCI and LG Chem Michigan to make batteries in Holland. Doing as of Nov. 2013.

6. To work with the Community Energy Plan Task Forces to make Holland the most cost effective energy community in the state. Multiple pilot planning efforts underway.

7. To direct the Community and Neighborhood Services (CNS) Department to attempt to locate satellite principal shopping districts in the neighborhood commercial and commercial corridor areas in the City. See A3 above. Indications to-date: No interest in being assessed- Washington Square and South Shore Village.

8. To work to redevelop the US-31 Corridor as the highest redevelopment target area via completion of brownfield assessments, a land use studies, marketing studies and at least three marketing efforts in collaboration with state and regional agencies. See A3 above. Working with MDOT to improve ped/bike crossings.

9. To assist with a Commercial and Institutional Energy Conservation. Task Force formed in Feb. 2013. Initial grant submitted. Use of PACE Act expected in 2014.

B. AREA COOPERATION STRATEGY STATEMENT

* To encourage innovation and risk-taking in the development of collaborative programs and cost-effective, shared services to meet the needs of the area.


1. Parks and Recreation strategic planning (3 votes). Do a Request for Qualifications. Done

and select a consultant for comprehensive planning for major facility upgrades (to be completed in Feb. 2014) as well as support the City Manager’s succession planning and a Parks, Recreation and Transportation Strategic Plan. Interim appointments by June 2013. Strategic Plan to start in Feb. 2014.

2. To actively support incremental moves to collaborate with Holland Charter Township as per Fire Services’ experimentation planned for FY14 (Auto Aid Agreement completed in late 2013) and Windmill Island Gardens non-motorized access grants/cost sharing in FY 15. Joint grant application in 2013 and another planned in 2014.

3. To actively merge administrative services where possible with other units of government via embracing the planning created by a Succession Plan being created with the Macatawa Area Coordinating Council’s Service Delivery Team. In progress.

C. NEIGHBORHOODS STRATEGY STATEMENT

* To support the stability and development of all neighborhoods where:

A. Housing is attractive, well-maintained, and affordable;



City Council

B. Owner-occupied housing is encouraged, recognizing that rental housing may be the only

option for some City households; C. Neighborhoods are characterized by a diversity of economic, social, and racial factors; D. Residents feel safe and affirmed by others; E. A mix of uses, including neighborhood-supportive institutions, commerce, and industry

are present.


1. Encourage public/private participation in neighborhoods (3 votes). Jubilee Ministries and Homecor stepped up rental conversions – bought 8 homes in last year. City funds have assisted each of the 8 homes. Neighborhood Connectors (through Good Samaritan Ministries) active in several neighborhoods, supported by CDBG funds. City funding for mini grants supporting neighborhood improvement. Holland for a Lifetime initiative looking at senior needs in downtown neighborhoods in order to support aging-in-place. PlacePlans initiative has a focus on a housing target market analysis for Western Gateway and Downtown.

2. Improved Neighborhoods – extensive transformation and everything else that is associated (3 votes). CNS did a survey of conditions; steering up rental inspections to get current; Holland Advantage gift basket orientations; increased Neighborhood Improvement Program grant funds; ordinance changes dealing with front porch/outside storage; multiple new legislation coming forward in 2014.

3. To support the Holland Advantage program to move some core blocks from 90% rental back to historic levels of 30% via kick-off of a ten-year program of acquisition, renovation, resale and revolving funds. See C1 & 2.

4. To collaborate with the Neighborhood Improvement Committee to implement their additional bold new efforts planned for FY 14 to strengthen City neighborhoods and truly make them “Neighborhoods of Choice.” See C1 & 2.

5. To require a calendar year 2013 benchmark report that compares sales prices, percentage of rental housing, and crime in core neighborhoods to the rest of the City, to our neighboring governments, to Grand Rapids, and to the nation by January 2014. In-City report 80%; comparisons to other communities yet to do. Done Feb. 2014.

6. To develop a new resident program for new core community residents – both rental and homeowners. Use the January 2013 neighborhood brochures and provide the same to Holland Advantage neighborhood residents, inclusive of web sites/phone apps, and other resources to strengthen neighborhoods. Using enjoyhollandmich.com realtors and gift baskets.

7. To implement a Home Energy Retrofit program in FY 14. Pending funding and legislation. 8. To implement gang prevention strategies by January 2014. Growing Holland Youth

Connections from 12 to 120 jobs for at-risk youth. 9. To complete a Building Energy Labeling implementation process. Pilot project planned in

2014.



City Council

D. COMMUNITY AND FAMILY STRATEGY STATEMENT

* To develop/support social and cultural institutions, programs, and activities that provide a

safe, healthy, and productive environment for all members of the community.


1. Support a diverse, inclusive, tolerant community (3 votes). 2. Support the Human Relations Commission as they reinvent their goals to support

inclusion and community team building in core areas to: Produce more outcomes; Hate Response Team training; Limited English Proficiency

and approved Title VI Plan report accomplished. Use the authority of the City Manager’s office; HRC staff now in Office of the City

Manager. Involve the entire team; Two (2) trainings accomplished. Critique the results by February 2014. Amended to September 2014.

E. TRANSPORTATION STRATEGY STATEMENT

* To develop transportation services, systems and infrastructure that supports economic development and are compatible with long-term needs and area-wide programs.


1. Ramp up the annual Street Resurfacing Program to cover 25% more streets via experimentation on new methods with the intent to resurface at least 5% of the street system per year by October 2014. The 2013 Resurfacing program included a new pavement restoration treatment called cape sealing. This treatment was applied to Hunters Run and Heritage Court, both cul-de-sacs off 24th Street. Initial results are positive. Staff will evaluate again in the spring and, if the findings are favorable, staff will incorporate into future resurfacing programs as applicable. Funding plan to be proposed in 2014.

2. To complete re-construction of Washington Avenue. Done. 3. To develop design and funding plans for reconstructing Central Avenue from 8th Street to

State Street which will include district heating piping (if determined feasible by the BPW). Expect to take engineering proposals from Paradigm Design and GMB (for snowmelt and district heating components) to Council in February 2014.

4. To implement appropriate bicycle lanes/traffic calming and/or sidewalk safety initiatives on Washington Avenue. Safety yes; lanes decided against.

5. To complete the Storm Water Master Plan by August 2013. Recently held meetings with planning commission. Meeting with Project Clarity group in late January. Expect to bring draft to council study session in March 2014.



City Council

F. PUBLIC UTILITIES STRATEGY STATEMENT

* To ensure that the public utilities provided to residents are safe, reliable, and affordable for all members of the community.

* To maintain local control. * To maintain a Holland citizen-focus in the administration of the utility operation. * To provide public utilities in an aesthetically sensitive manner, striving for a perceived

invisibility of services. * To evaluate the benefits of renewable energy sources to sustaining long-term energy

alternatives.


1. Strategic City Fiber Optic Network (6 votes). Specifically request a feasibility report and analysis by BPW in December 2013. Received in Nov. 2013.

2. Locate an appropriate site for a gas-powered generation plant. Done. 3. Establish a District Heating plan. Report done in June 2013; more Hope College

coordination needed. 4. Request that BPW assist with key implementation steps of the Community Energy

Strategies (CES). In progress.

G. PUBLIC SPACES STRATEGY STATEMENT

* To ensure that all public spaces and facilities are inviting, cost-efficient, up-to-date, and well-

maintained for use by residents, employees, and visitors to the City. * To offer green spaces and blue edges where urban dwellers can enjoy the natural features of

the community.


1. Waterfront development (6 votes). See A2. 2. Parks and Recreation strategic planning (3 votes). 3. To get the DeZwaan Windmill turning again by fall 2013. Done. 4. To create a paradigm shift and develop a Financial and Management Plan for Windmill

Island Gardens for implementation in March 2014. For Council approval Feb. 2014. 5. To develop a proposal for the future use of the Western Tool Works property by October

2013. Tabled pending the waterfront visioning process. 6. To determine a funding strategy for the Civic Center, Bouws Pool, Fire Station(s) and 8th

Street Waterfront Connections by June 2014. All but 8th Street Streetscape being proposed in Feb. 2014.

7. To request that Paw Paw Park be accepted by Ottawa County. (October 2013) Being written up in February 2014.

8. To work on improving street end access to Lake Macatawa. Multi-year efforts; next step is to review a comprehensive proposal from Edgewater Resources.



City Council

9. To develop a comprehensive plan for renovation, expansion, or elimination of one or two

of the City greenhouses. Ongoing discussion. Working through various options currently.

10. To implement various action items within the City’s Energy Facilities and Operation plan to reduce energy use by 20%. Facility Dude in place; Greg Robinson appointed Energy and Sustainability Director.

11. Restore street ends as mini-parks for public waterfront access. See G8. 12. Write and submit grants for connection of Windmill Island Gardens to Holland Charter

Township. Done 2013 and by March 2014.

H. ORGANIZATION STRATEGY STATEMENT * To adopt and embrace the Vision, Mission and Belief Statements of the City of Holland as the

overriding principles guiding the operation of the City.


1. Improve and/or build a communications “shop” (3 votes). Communications Plan approved in January 2014.

2. To enhance means for providing information to the public on City activities, breaking news, policy changes and other mutual items of interest. This could involve new contractual or part-time staff to address proactive public relations activities. Implementation steps. See H1.

3. Using would include Twitter and Facebook by all departments on a weekly basis and Constant Contact for general city functions monthly. See H1.

4. To prepare and implement staff succession planning to replace retiring staff with well-trained internal hires when possible. Doing.

* November 2013 Estimate.Source: United States Department of Labor: Bureau of Labor Statistics

16312 16533 16963 17200 17063 16623

14984 1497015597 15958 16496

1382 13101240 1279 1349 1638

2751 25361897 1560

1357

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013*

City of Holland Labor Force Estimates (Annual Average)

Employment Unemployment

*November 2013 Estimate.Source: United States Department of Labor: Bureau of Labor Statistics

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013*

Comparison of Unemployment Rates (Annual Average)

USA Michigan Holland‐Grand Haven City of Holland

2007 2008 2009 2010 2011 2012 201365 59 58 52 54 51 54

# of Companies

0%

10%

20%

30%

40%

50%

60%

'03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14

FISCAL YEAR

CITY OF HOLLANDTAX BASE COMPOSITION

Commercial / Industrial Residential Other

20,550 20,386 20,572

19,517

21,954 21,646 22,107 22,182

23,529 23,407

‐

5,000

10,000

15,000

20,000

25,000

04 05 06 07 08 09 10 11 12 13

Registered VotersCity Clerk

1/20/2014

386 386 376 379 384 378

365 361 345 339

95 96 92 94 98 94 88 90 84 86

0

50

100

150

200

250

300

350

400

450

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er

of

Em

plo

yees

Calendar Year

Human Resources Equal Employment Opportunity

Total Full Time Employees vs. Female Employees

Total Employees Females

Numbers include General City and BPW

394 386 386

376 379 384 378 365 361

345 339

74 72 74 72 69 70 69 66 65 63 58

0

50

100

150

200

250

300

350

400

450

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er

of

Em

plo

yees

Calendar Year

Human Resources Equal Employment Opportunity Total Full Time Employees vs. Minority Employees

Total Employees Minority

Includes only General City

White 83%

Hispanics 15%

Native American 1%

African American 1%

Human Resources General City Racial Composition

of Full-Time Employees

1/20/2014

123 130

43 43

166

173

0

20

40

60

80

100

120

140

160

180

200

General City Board of Public Works

Nu

mb

er

of

Em

plo

yees

Location

Human Resources 2012 - Total Full Time Employees vs. Female Employees per Location

Males

Females

Total

83.00%

15.00%

0.00% 1.00% 1.00%

83.00%

10.00%

3.46% 3.45%

0% 0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

White Hispanic Asian American/PI African American Native American

Human Resources Comparison of Minorities

General City BPW

23

31

25

16 18

19 19

9 11

13

56 54

38

33

47

50 49

40 39

51

0

10

20

30

40

50

60

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Human Resources Worker's Compensation Claims

Recordable Incidents

Total number of claims submitted to Insurance Company - not recordable as defined by MIOSHA.

1/22/2014

Numbers reflect General City Only

35

68.5

166

90 86

113.5

134

83

0

36

2 2 7

3 2 3 4 2 0 3

0

20

40

60

80

100

120

140

160

180

200

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er

of

Lo

st

Tim

e A

ccid

en

ts &

Wo

rk D

ays

Calendar Days

Human Resources Lost Time Accidents and Work Days

Lost Days # of Accidents

175 179 180 189 191

200 197

259

189

164

25 23 30 25 26

24 21

30

14

20

0

50

100

150

200

250

300

350

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Boards & Commission Volunteer Breakdown by Ethnicity

Caucasian Non-Caucasian (Hispanic, African-American, Asian-American and Other)

Charges for Services 56.3%

Other Revenue 3.3%

Intergovernmental 3.7%

Interest & Rents 1.6%

Property Taxes %

License & Permits 0.3%

Use of Fund Equity 26.7%

Fines & Forfeits 0.1%

SOURCES ACROSS ALL FUND TYPESFISCAL SERVICES

TOTAL $215,899,384

NOTE: ALL INTERFUND TRANSFERS ARE EXCLUDED.

Utility Services 77.4%

Internal Service Funds 5.1%

Leisure & Cultural Services 2.8%

Transportation System 2.1%

Community & Neighborhood

Services 2.4%

Public Safety 5.0%

Management & Administrative 0.8%

Capital Projects 2.1%

Fiscal Services (including Budget

Stabilization) 0.6%Debt Service 1.7%

APPLICATIONS ACROSS ALL FUNDSFISCAL SERVICES

TOTAL $215,899,384

NOTE: USES INCLUDE ALL OPERATING EXPENSES, CAPITAL OUTLAYS, AND PRINCIPAL MATURITIES OF LONG-TERM DEBT. DEPRECIATION EXPENSE IS NOT INCLUDED BECAUSE IT IS NOT A CASH USE. ALL INTERFUND TRANSFERS ARE EXCLUDED.

Property Taxes ; 50.11%

Licenses & Permits; 2.60%

Intergov't Revenues; 14.17%

Interest & Rents; 1.51%

Local Unit Contributions; 0.22%

Charges for Services ; 7.07%

Fines & Forfeits ; 0.89%

Operating Transfers In; 23.23%

Other Revenues; 0.20%

GENERAL FUND REVENUESFISCAL SERVICES

TOTAL $20,322,072

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

22.0

'05 '06 '07 '08 '09 '10 '11 '12 '13 '14

MILLIONS

OF

DOLLARS

GENERAL FUND REVENUESFISCAL SERVICES

PROPERTY TAXES LICENSES & PERMITS INTERGOV'T

CHARGES FOR SERVICES INTEREST & RENTS OTHER

OPERATING TRANSFERS IN FUND BALANCE

Management & Administrative;

6.92%

Fiscal Services; 10.27%

Public Safety; 51.08%

Transportation System & Services;

6.31%

Community & Neighborhood;

8.82%

Leisure & Cultural; 16.60%

GENERAL FUND EXP - BY FUNCTIONFISCAL SERVICES

TOTAL $20,318,862

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

22.0

'05 '06 '07 '08 '09 '10 '11 '12 '13 '14

MILLIONS

OF

DOLLARS

GENERAL FUND EXP - BY FUNCTIONFISCAL SERVICES

MANAGEMENT & ADMINISTRATIVE FISCAL SERVICES

PUBLIC SAFETY TRANSPORTATION SYSTEM

COMMUNITY & NEIGHBORHOOD LEISURE & CULTURAL

-

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

20.0

22.0

'06 '07 '08 '09 '10 '11 '12 '13 '14

MILLIONS

OF

DOLLARS

GENERAL FUND PERSONNEL COSTS TO TOTAL BUDGETFISCAL SERVICES

PERSONNEL SERVICES OTHER EXPENDITURES

68.5%

`NOTE: PERSONNEL SERVICES INCLUDES WAGES, FRINGE BENEFITS & MANDATORY EMPLOYER COSTS.

31.5% 30.6% 30.5%

69.4% 69.5% 70.0%

30.0% 28.9%

71.1% 73.6%

26.4%29.3%

70.7% 71.2%

28.8% 30.5%

69.5%

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

1,100,000

1,200,000

1,300,000

1,400,000

1,500,000

2007 2008 2009 2010 2011 2012 2013

D O LLARS

INTEREST EARNINGSFISCAL SERVICES

INTEREST EARNINGS NET INEREST EARNINGS

-

100

200

300

400

500

600

700

800

900

1,000

1,100

1,200

1,300

'05 '06 '07 '08 '09 '10 '11 '12 '13 '14

MILLIONS

OF

DOLLARS

REG/IFT ASSESSMENT COMPOSITION FISCAL SERVICES

REAL PERSONAL REAL PERSONAL

IFT Tax Abatement Roll _ ___ Regular Tax Roll _ _ _

-120

-110

-100

-90

-80

-70

-60

-50

-40

-30

-20

-10

0

10

20

30

40

50

60

70

'05 '06 '07 '08 '09 '10 '11 '12 '13 '14

M ILLIONS

OF

DOLLARS

ASSESSMENT GROWTH & INFLATIONFISCAL SERVICES

PROPERTY ASSESSMENT ROLL INCREASE FROM NEW GROWTH

PROPERTY ASSESSMENT ROLL INCREASE FROM INFLATION

29.5 28.7

21.3

15.6 13.6 12.3 12.1

9.9 9.1 8.1

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

John

son

Con

trols

Inte

riors

Haw

orth

Inc

JCIM

US

LLC

Am

eric

an R

etire

men

t Cor

p

Lum

ir C

orp

HJ

Hei

nz L

P

Ben

tele

r & H

ydro

Aut

omot

ive

Cha

lleng

e M

fg C

ompa

ny

Am

eric

an B

ottli

ng C

ompa

ny

Jone

s &

Jon

es L

easi

ng /

L &

W E

ng

TAXABLE

VALUE

IN

MILLIONS

TEN LARGEST TAXPAYERSFISCAL SERVICES

NOTE: THE PERCENTAGE IS IN RELATION TO TOTAL TAXABLE VALUE

Assessment Roll = $1,110,482,365

10 Largest Taxpayers of

Property Assessment Roll

All OtherProperty Types on Assessment Roll

10 LARGEST TAXPAYERS AS PERCENT OF TAX ROLLFISCAL SERVICES

15.9%

84.1%

-

100

200

300

400

500

600

700

800

900

1,000

1,100

1,200

1,300

1,400

1,500

2004 2005 2006 2007 2008 2009 2010 2011 2012 2012 2013

MILLIONS

OF

DOLLARS

TAX YEAR

SEV COMPARED TO TAXABLE VALUE FISCAL SERVICES

STATE EQUALIZED VALUATION (SEV) TAXABLE VALUATION

27.7 25.6 25.328.1

25.9

18.415.2

12.810.3 9.2

41.7

37.0

31.330.0

27.9

24.3

21.7

19.8

17.817.4

-

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

'05 '06 '07 '08 '09 '10 '11 '12 '13 '14

MILLIONS

OF

DOLLARS

IFT ABATED PROPERTY ASSESSMENTSFISCAL SERVICES

REAL PROPERTY PERSONAL PROPERTY

Note: The values shown are equivalent to the regular taxable assessments.

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

'05 '06 '07 '08 '09 '10 '11 '12 '13

MILLAGE

RATE

CITY TAX MILLAGE RATESFISCAL SERVICES

OPERATING & CAPITAL DEBT SERVICE

MAX HERRICK DISTRICT LIBRARY

AIRPORT AUTHORITY

23,726 23,654

24,679 24,648

23,803

22,097

21,304 21,195

22,319

20,853

18000

19000

20000

21000

22000

23000

24000

25000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

INCIDENTS AND CALLS FOR SERVICE POLICE DEPARTMENT

15,243 15,368 16,181 16,096

15,040

14,009 13,828 13,813

14,864

13,300

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

CALLS FOR SERVICE POLICE DEPARTMENT

3,380 3,222

3,451 3,414 3,401 3,291

3,045 2,983 3,174 3,153

3,401 3,459

3,711 3,790

4,042

3,511

3,164 3,004

2,846 2,958

0

500

1000

1500

2000

2500

3000

3500

4000

4500

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

PART I & PART II CRIMINAL OFFENSES POLICE DEPARTMENT

Part I Crimes Part II Crimes

1,702

1,605

1,336 1,348 1,320 1,286 1,267

1,395 1,435 1,442 1,465

1,371

1,130 1,168

1,122 1,128 1,103

1,208 1,248 1,275

237 234 206 180 198 158 164 187 187 167

0

200

400

600

800

1000

1200

1400

1600

1800

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

MOTOR VEHICLE ACCIDENTS POLICE DEPARTMENT

Total Property Damage Personal Injury

2,260 2,271

2,461 2,629

2,725

2,915

2,478 2,322

2,230 2,146

0

500

1000

1500

2000

2500

3000

3500

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

ADULT ARRESTS POLICE DEPARTMENT

712

662

725

788

512 550

460

403

537 513

0

100

200

300

400

500

600

700

800

900

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

JUVENILE ARRESTS POLICE DEPARTMENT

FIRE INCIDENTS CLASSIFIEDBY PROPERTY TYPESBY PROPERTY TYPES

FIRE SERVICES

Structures VehiclesStructures VehiclesRefuse VegetationFires/Explosion Not Classified Explosion/No FireOutside of StructureOutside of Structure

PROPERTY LOSS SUMMARYFIRE SERVICES

$529,040

$858,030

2012

2013

$1,703,910

$648,225

$644,050

2009

2010

2011

$432,680

$409,370

$1,703,910

2007

2008

2009

$333,775

$1,495,451

$601,189

2004

2005

2006

$0

$200

,000

$400

,000

$600

,000

$800

,000

$1,0

00,0

00

$1,2

00,0

00

$1,4

00,0

00

$1,6

00,0

00

$1,8

00,0

00

10-YEAR INCIDENT SUMMARYFIRE SERVICES

3000

Medicals Others False Alarms Fires

2250

2400

2550

2700

2850

1500

1650

1800

1950

2100

750

900

1050

1200

1350

0

150

300

450

600

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

55.0%

2.5%5.0%

17.5%

2.5%

12.5%5.0%

0.0%

SUMMARY OF FIRE CAUSESFIRE SERVICES

Mechanical Failure Operational Deficiency

Incendiary/Suspicious Misuse of Heat Source

Design Deficiencies Other

Misuse of Fuel Supply Natural Causes

INJURIES SUMMARYFIRE SERVICES

12

8

10

6

2

4

02004 2005 2006 2007 2008 2009 2010 2011 2012 2013

FIREFIGHTER CIVILIAN FIRE-RELATED TOTAL

350400450500550600650700

TIME FROM CALL RECEIVED TO FIRST UNIT ON SCENE

FIRE SERVICES

050

100150200250300

0-1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 9-10 10-11 11-12 >12

INCIDENTS BY MONTH OF YEARFIRE SERVICES

20

25

200

250

FIRE SERVICES

15

20

150

200

es

cals

5

10

50

100 Fir

e

Me

dic

00

JAN FEB MAR APRIL MAY JUNE JULY AUG SEP OCT NOV DEC

Medicals Fires

Page 1

378434 439 425

398 409 404

100150200250300350400450500

SUN MON TUE WED THURS FRI SAT

INCIDENTS BY DAY OF WEEKFIRE SERVICES

120

140

160

180

200

INCIDENTS BY HOUR OF DAYFIRE SERVICES

20

40

60

80

100

TYPES OF SITUATIONS FOUNDFIRE SERVICES

6.8% 7.3% 3.4%

0.0%

9.9%

4.9%7.3%

67.7%

Medical Emergencies False AlarmsgHazardous Conditions Service CallsGood Intent Calls FiresOthersOthers

49.17 55.64 55.64 55.62 55.62 57.13 57.13 56.88 56.88 56.88

91.8992.42 92.98 92.95 93.16 91.42 91.42 91.63 91.86 92.20

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

110.00

120.00

130.00

140.00

150.00

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Mile

s

Calendar Year

STREET SYSTEM MILEAGETRANSPORTATION SERVICES

Major Streets Local Streets

149.0 153.0 153.0 155.0 156.2 155.9 156.1 156.4 159.9 160.9

4.31 0.42 1.45 1.48 0.00 0.000.22 3.58 0.98 0.00

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Mile

s

Calendar Year

SIDEWALK SYSTEM MILEAGETRANSPORTATION SERVICES

EXISTING MILES AT BEGINNING OF YEAR MILES CONSTRUCTED

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 MILES 6.79 5.57 2.41 13.05 5.74 4.59 6.71 6.77 7.84 3.55 % OF TOTAL SYSTEM 4.81 3.76 1.62 8.78 3.86 3.09 4.51 4.56 5.27 2.38

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

11.00

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

11.00

12.00

13.00

14.00

15.00

16.00

PercetnageMile

s

STREET RESURFACING & RECONSTRUCTIONTRANSPORTATION SERVICES

Calendar Year

5.69

5.38

5.015.03

5.37

5.45

4.90

4.40

4.60

4.80

5.00

5.20

5.40

5.60

5.80

2007 2008 2009 2010 2011 2012 2013

Aver

age

Pas

er R

atin

g (1

-W

orst

& 1

0 -B

est)

Calendar Year

AVERAGE PASER RATINGTRANSPORTATION SERVICES

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Calendar Year

SPRING CLEANUP COSTSTRANSPORTATION SERVICES

Removal Costs

Streets Div. Costs

1146.5

1267

1184.75

764

10371091.5

772

946.5

1046.5

735.5

00

200

400

600

800

1000

1200

1400

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Hou

rs W

orke

d by

Stre

ets

Div

isio

n S

taff

Calendar Year

SPRING CLEANUP STAFF HOURSTRANSPORTATION SERVICES

$-

$20,000.00

$40,000.00

$60,000.00

$80,000.00

$100,000.00

$120,000.00

$140,000.00

$160,000.00

$180,000.00

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Calendar Year

FALL LEAF PICKUP COSTSTRANSPORTATION SERVICES

Removal Costs

Streets Div. Costs

2187.25

1802.5

2204.52299

21112249.5

2107.75

2457

2076.25 2076.5

0

500

1000

1500

2000

2500

3000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Hou

rs W

orke

d by

Stre

ets

Div

isio

n S

taff

Calendar Year

FALL LEAF PICKUP STAFF HOURSTRANSPORTATION SERVICES

29929

33888

36873 3773339530

36973 3653337731

39038 38418

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13

Pas

seng

ers

AMTRAK - HOLLAND STATION RIDERSHIPTRANSPORTATION SERVICES

These numbers include boardings and deboardings at the Holland Station.

173343193033

220339 228075

311793 316040

360397

428356454531

478194

0

100,000

200,000

300,000

400,000

500,000

600,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Pas

seng

ers

Calendar Year

MAX TOTAL RIDERSTRANSPORTATION SERVICES

0

10

20

30

40

50

60

70

80

2008Veh.

2008Equip.

2009Veh.

2009Equip.

2010Veh.

2010Equip.

2011Veh.

2011Equip.

2012Veh.

2012Equip.

2013Veh.

2013Equip.

2014Veh.

2014Equip.

Num

ber o

f Uni

ts

CENTRALIZED VEHICLE & EQUIPMENT FUND TRANSPORTATION SERVICES

MotorpoolStreetPoliceMAXFire

January, 2014

109

160

349

42

3 0

31

0 5

69

0

50

100

150

200

250

300

350

400

'04 '05 '06 '07 '08 `09 `10 11 12 13

Nu

mb

er o

f re

sid

enti

al u

nit

s Residential Units

Approved by Planning Commission (excludes individual single family homes not subject to site plan review)

Community & Neighborhood Services

conv

erte

d to

cal

enda

r ye

ar

January, 2014

27

29

32

17 18

6

10

4

11 11

0

5

10

15

20

25

30

35

'04 '05 06 '07 '08 `09 `10 11 12 13

Nu

mb

er

Site Plan / Development Plan Approvals by Planning Commission


January.2014

Calendar Year

0

200

400

600

800

1000

1200

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

1141

1022 999

884 844

806 755

603

847 814

Nu

mb

er o

f P

erm

its

Number of Building/Land Use Permits Issued 2004-2013


263 Land Use Permits 234

Land Use Permits

295 Land Use Permits







Land use permits include: signs, sheds under 200 sq. ft., fences, antennas, driveways, parking lots, and tents.


January, 2014

Calendar Year

0

10

20

30

40

50

60

70

80

90

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er o

f P

erm

its

Number of Commercial Building Permits Issued 2004-2013


New

Alterations/Remodels

January, 2014

Calendar Year

0

5

10

15

20

25

30

35

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er o

f P

erm

its

Number of Industrial Building Permits Issued 2004-2013


New


January, 2014

Calendar Year

86 77 59 54

27 16 15 23

50 73

632

488

555

476

438

466

391

429 417

379

0

100

200

300

400

500

600

700

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er o

f P

erm

its

Number of Residential Building Permits Issued

2004-2013 Community & Neighborhood Services

New


January, 2014

Calendar Year

0

5

10

15

20

25

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Mill

ion

Do

llars

Valuation of Commercial Building Permits Issued 2004- 2013


New


January, 2014

Calendar Year

5.9

4.2

0.8

2.1

0.7

5

1.4

0.3

3.6

4.8

0.6

0 0 0 0 0 0 0

2.1

0.4

2.9 3.2

9.2

3.5

0.6

0

4

0.5 0.68

2.4

0

1

2

3

4

5

6

7

8

9

10

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Mil

lio

n D

oll

ars

Valuation of New Residential Building Permits Issued


Single Family

Duplexes

Multiple Family

January, 2014

Calendar Year

0

1

2

3

4

5

6

7

8

9

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Mill

ion

Do

llars

Valuation of Residential Alt./Add. Building Permits Issued 2004-2013


Valuation-Alterations/Additions

0

20

40

60

80

100

120

140

160

180

200

July August September October November December January February March April May June

Contractual Mechanical Inspections Township & Zeeland City


HCT

ZC

January, 2014

1183 1226

1421

854

701

1265

916

470

604

746

0

200

400

600

800

1000

1200

1400

1600

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er o

f U

nit

s

Calendar Year

Number of Rental Housing Units Inspected Community & Neighborhood Services

January, 2014

0

247

101

0

962

853

0

163

102

0

226

297

0

200

400

600

800

1000

1200

FY2011 FY2012 FY2013

Nu

mb

er o

f In

cid

ents

Vacant and Abandoned Program


Registrations

Monthlymonitoring/verfication

Pre-saleinspections

Other visits

January, 2014

Calendar Year

758

483 455

328 336 260 288

191 136 150

1504

1307

862

654 624

444

563

371

545 569

270 293 244

344

702 753

823

560 589 536

1192

1366 1444

1613

1835

1457

1650

1786

1362

1902

140 91 64

264

73 83

0

200

400

600

800

1000

1200

1400

1600

1800

2000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Nu

mb

er o

f In

cid

ents

Number of Code Enforcement Incidents


Inop veh

Refuse (all)

Grass/weeds

Other

Vacant/Watch

Unregistered

Refuse category includes hauler complaints. Other category includes air pollution, animal droppings, building, leaf collections, housing, noise, Rest/Food, sidewalk repair, public property damages, zoning complaints, etc.

January, 2014

Calendar Year

2,893,700

3,449,920

2,658,782

2,310,648

2,706,453

2,314,493 2,409,967

1,680,101 1,671,881

2,612,600

3,169,193

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

lbs

Curbside Recycling Summary 2004-2013


Total Volume Collected

0

20

40

60

80

100

120

140

FY 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Projected

2015Projected

HOUSING AND NEIGHBORHOOD IMPROVEMENT ACTIVITIES 2005-2015

CDBG Home Repair Projects Enhancement Projects Neighborhood Improvements-City Funded

Home ownership projects Home repair projects-formerly Ourstreet Weatherization Projects

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Education 0 1 1 2 2 ‐ 1 3 1 0Employment 13 8 11 11 11 9 9 3 9 6 Consumer 4 5 3 3 3 2 1 1 3 2 Public Acc. ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6 6 Public Svc. 6 1 5 4 4 14 15 6 ‐ 5 Welf. Eleg. ‐ 1 ‐ ‐ ‐ ‐ 1 1 ‐ ‐Housing* 3 1 7 9 9 23 11 9 9 16

0

5

10

15

20

25

Axis Title

Human Relations DepartmentComplaints 2003‐2013

04 05 06 07 08 09 10 11 12 13Education 48 34 53 69 40 55 100 92 114 ‐Employment 131 106 122 120 103 132 143 121 173 6 Consumer 53 31 83 56 150 179 463 369 167 2 Public Acc. 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Public. Serv. 492 380 383 314 286 412 709 608 697 13 Welf. Elig. 2 1 2 6 ‐ 6 4 1 1 ‐Housing 390 359 456 414 504 682 707 577 595 228

‐

100

200

300

400

500

600

700

800

Citizen

Con

cerns

Human Relations DepartmentRequests for Information ‐ Assistance 2004 ‐ 2013

January, 2014

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

2006 2007 2008 2009 2010 2011 2012 2013 2014proj 2015proj

Overnight Parking Permit Revenue Within Boundaries of Downtown Development Authority


Permit Revenue

January, 2014

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

2007 2008 2009 2010 2011 2012 2013 2014proj 2015proj

Building Improvement Expenditures Within Downtown Development Boundaries


January, 2014

2006 2007 2008 2009 2010 2011 2012 2013 FY14proj FY15projAssociate Memberships 2 3 2 2 2 2 3 2 2 3Other Revenue Sources 19 16 32 18 17 5 5 5 5 6Retail Driven Events 5 4 7 7 6 6 6 6 6 7Community Events 6 7 7 7 8 10 10 10 10 10Membership Advocacy Events 14 13 10 9 7 6 6 9 10 10Marketing Publications Produced 16 17 16 18 12 22 26 26 27 27Newsletters 45 32 26 12 8 6 12 12 12 12Grants Awarded 5 3 0 0 0 1 1 1 1 1Sponsorship (New) 0 0 0 0 0 6 9 8 10 10Other Promotions (New) 0 0 0 0 0 85 86 93 97 99

0

20

40

60

80

100

120

Program Measurements Downtown Holland Principal Shopping District


0

50

100

150

200

250

300

350

400

450

500

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Trees Planted and Removed Forestry

Removed

Planted by Contract

Planted by Forestry Crew

Trees 80%

Tulip Planting 4%

Equipment Maintenance 0%

Misc 11%

Compost 4%

Snow Plowing 2%

FORESTRY ALLOCATION PARKS DIVISION

0 50 100 150 200 250 300

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

BURIALS BY CEMETERY CEMETERY DIVISION

Graafschap

Pilgrim Home

Cash Daily

Credit Card Seasonal

Cash Seasonal

Kollen Park Boat Launch April 2013 - October 2013

33.92% 42.73%

3.07% 20.27%

Credit Card Daily

$161.00

$1,106.00

$1,428.00

$1,134.00

$812.00

$357.00

$42.00 $35.00

$3,703.00

$5,138.00

$3,584.00

$1,624.00

$525.00

$112.00

$0.00

$1,000.00

$2,000.00

$3,000.00

$4,000.00

$5,000.00

$6,000.00

April May June July August September October

Kollen Park Boat Launch April 2013 - October 2013

Cash

Credit Card

37% Cash

63% Credit Card

Kollen Park Boat Launch March 2013 - October 2013

542

923

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

2005 2006 2007 2008 2009 2010 2011 2012 2013 proj. 2014

Do

lla

rs

Years

DeGraaf Nature Center Nature Store Sales - Gross

0

1000

2000

3000

4000

5000

6000

7000

8000

2005 2006 2007 2008 2009 2010 2011 2012 2013 proj. 2014

Pa

rtic

ipa

nt

Nu

mb

ers

Years

DeGraaf Nature Center Public Program Attendance

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2005 2006 2007 2008 2009 2010 2011 2012 2013 proj. 2014

Stu

de

nt

nu

mb

ers

Years

DeGraaf Nature Center School Attendance/Public and Private

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

2005 2006 2007 2008 2009 2010 2011 2012 2013 proj.2014

Do

lla

rs

Years

DeGraaf Nature Center Total Annual Revenue

0

50

100

150

200

250

300

350

400C

ivic

Cen

ter's

Ent

ire F

acili

tyR

enta

l Dat

es

Civ

ic C

ente

r's E

xhib

ition

Roo

m O

nly

Ren

tal D

ates

Civ

ic C

ente

r's G

ymna

sium

Onl

y R

enta

l Dat

es

323

39

384

295

41

381

318

43

336

315

52

350

314

50

351

325

45

385

325

45

385

Civic Center UsageDepartment of Parks, Recreation & Transportation

'2009 Actual

'2010 Actual

'2011 Actual

'2012 Actual

'2013 Actual

'2014 Projected

'2015 Projected

0

10000

20000

30000

40000

50000

60000

70000

Civ

ic C

ente

r Rev

enue

$61,

173

$60,

620

$50,

627

$48,

716

$57,

910

$57,

900

$57,

900

Civic Center Revenue BreakdownDepartment of Parks, Recreation & Transportation

'2009 Actual

'2010 Actual

'2011 Actual

'2012 Actual

'2013 Actual

'2014 Projected

'2015 Projected

0

200

400

600

800

1000

1200

1400

1600

8th

St.

Mkt

.C

hef S

erie

s D

ates

8th

St.

Mkt

.K

ids

Day

s D

ates

8th

St.

Mkt

.S

easo

nal S

peci

al E

vent

s

8th

St.

Mkt

. R

enta

lH

eld

in T

ande

m w

ith M

kt.

Dat

es

8th

St.

Mkt

. R

enta

l Dat

es(In

clud

es M

kt. D

ates

)

Farm

er's

Mar

ket

Day

s of

Ope

ratio

n

Farm

er's

Mar

ket

Tota

l Dai

ly V

endo

rs fo

rC

alen

dar Y

ear

Farm

ers

Mar

ket

Tota

l Sea

sona

l Ven

dors

for

Cal

enda

r Yea

r

Ker

stm

arkt

(Tan

dem

with

Mkt

. Dat

es)

L. A

. U. P

. Fes

tival

Tulip

Tim

e

18

13

3

1

84

60

1276

80

7

2

9

17

13

2

1

85

60

1437

80

8

2

9

16

13

2

1

88

58

1530

80

8

2

9

16

12

2

1

90

58

1563

80

8

2

12

17

13

2

1

93

60

1580

80

8

2

13

17

13

2

1

93

60

1565

80

8

2

13

17

13

2

1

93

60

1565

80

8

2

13

8th Street Marketplace UsageDepartment of Parks, Recreation & Transportation

'2009 Actual

'2010 Actual

'2011 Actual

'2012 Actual

'2013 Actual

'2014 Projected

'2015 Projected

1 Day Non-Revenue Producing Events

* Parade of Lights* Fire Prevention Parade* Ride of Silence* St. Patrick's Day Parade* Labor Day Truck Parade* Memorial Day Parade

0

10000

20000

30000

40000

50000

60000

70000

8th

St.

Mkt

.R

enta

l Rev

enue

Dou

ble

Up

Buck

s

EBT

Pro

gram

Farm

er's

Mar

ket

Day

s of

Ope

ratio

n

Frm

. Mkt

.V

endo

r Sta

lls R

even

ue

$12,

785

60

$57,

849

$8,5

65

60

$60,

832

$13,

305

58

$66,

789

$16,

792

$16,

040

$22,

425

58

$68,

957

$16,

418

$19,

950

$29,

879

60

$68,

785

$17,

000

$20,

000

$29,

900

60

$68,

800

$17,

000

$20,

000

$29,

900

60

$68,

800

8th Street Marketplace Revenue BreakdownDepartment of Parks, Recreation & Transportation

'2009 Actual

'2010 Actual

'2011 Actual

'2012 Actual

'2013 Actual

'2014 Projected

'2015 Projected

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000 B

ouw

s Po

ol T

otal

(Jun

e)

Bouw

s Po

ol T

otal

(Jul

y)

Bouw

s Po

ol T

otal

(A

ugus

t)

Bou

ws

Pool

Tot

als

Bou

ws

Poo

l - A

dults

Bou

ws

Poo

l - C

hild

ren

Bou

ws

Poo

l - F

amilie

s(E

st. 5

/fam

ily)

Bou

ws

Poo

l - O

ther

5,53

4

4,54

5

3,56

0

9,04

7

1,52

0

5,73

0

1,14

8

649

4,28

6

7,86

4

4,81

9

16,9

69

1,90

8

7,74

6

6,79

0

525

3,47

5

10,8

76

2,87

3

17,3

07

3,20

0

11,0

26

2,52

3

558

5,83

9

10,2

40

2,71

1

18,7

90

5,47

8

1,46

5

290

11,5

57

4,66

1

6,30

0

2,79

7

15,0

51

2,27

0

848

4,86

0

5,78

0

17,7

00

5,50

0

1,50

0

4,90

0

5,80

0

17,7

00

5,50

0

1,50

0

4,90

0

5,80

0

Bouws Pool AttendanceDepartment of Parks, Recreation & Transportation

'2009 ActualParticipation Numbers'2010 ActualParticipation Numbers'2011 ActualParticipation Numbers'2012 ActualParticipation Numbers'2013 ActualParticipation Numbers'2014 Projected

10/18/2013 lal

Regular Admission, 56871, 79%

Hotel Packages, 0, 0%

Wedding & Facility Rentals,

5703, 8%

Free Residents, 9111, 13%

Windmill Island Gardens Daily Admissions 2013

Regular Admission

Hotel Packages

Wedding & Facility Rentals

Free Residents

10/24/13 lal 1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

81,967

76,931

73,906 75,983

64,969 63,994

54,624

57,458

54,299

48,987 48,741 48,944

40,485

44,137

41,253

45,016

49,798 50,013

44,492

56,871

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

Windmill Island Gardens Yearly Attendance 2013

1

10/24/2013 lal 2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

19,300

21,584

15,830

18,484 18,346

21,027

18,310

21,362

8,278

23,983

-

5,000

10,000

15,000

20,000

25,000

30,000

Windmill Island Gardens 10 Year Tulip Time Attendance

258 258 258266 266

259

242 242 242 242

5948 51

43 38 3521 19 16 1517 18

30 35 36

5440 45

35

11 14 16 1919

50 50 50 50

21 21 19 19 19

35 35 35 35 35 35 35

81 81 81

12 8 81 1 1 0 0 0 0

0

50

100

150

200

250

300

FY‐06 FY‐07 FY‐08 FY‐09 FY‐10 FY‐11 FY‐12 FY‐13 FY‐14 FY‐15

Telephones/Nextels/Fax Machines/Pagers/Pay Phones/Technology Services

Telephones Cell Cell‐City Subsidized Smart Phones‐City Subsidized Fax Pagers Pay Phones

218

242229 233 238 240 240 242

264278

0

50

100

150

200

250

300


Number of Desktop and Mobile ComputersTechnology Services

16

13

16

19

2426

44 45

48 49

0

10

20

30

40

50

60


Number of ServersTechnology Services

9289

77 78 77 77 77 75 75 75

0

10

20

30

40

50

60

70

80

90

100


Number of Print DevicesTechnology Services

1,701,324

169,016225,355

916,846

742,210

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

FY‐11 FY‐12 FY‐13 FY‐14 FY‐15

Website HitsTechnology Services

0

200

400

600

800

1000

1200

1400

1600

FY‐12 FY‐13 FY‐14 FY‐15

Number of Help Desk TicketsTechnology Services

0

20

40

60

80

100

120

140

FY‐10 FY‐11 FY‐12 FY‐13 FY‐14 FY‐15

Number of Surveillance CamerasTechnology Services

0

1000

2000

3000

4000

5000

6000

7000

2012‐2013 2013‐2014 2014‐2015

1833

6000

6500

3613

5489 5500

Online Video Hits

Youtube Vimeo

0

100

200

300

400

500

600

700

800

900

2012‐2013 2013‐2014 2014‐2015

72 72 72100

133 145

880 890 890Televised Programs

Government Meetings Staff Produced Producer Shows

2014 city council annual retreat city council annual retreat friday, january 31, 2014 saturday,...

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