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2012 Budget Book
2012 CITE' BUDGET 3301 SILVER LAKE ROAD ST. ANTHONY, MINNESOTA 55418 PHONE 612-782-3301 TABLE OF CONTENTS O ManagementLetter.....................................................................................................1-5 Introduction....................................................................................................................... 6-7 Principal City Officials.......................................................................................................... 8 Goals.................................................................................................................................... 9 BudgetCalendar................................................................................................................ 10 OrganizationChart............................................................................................................. 11 Revenues..................................................................................................................... 19-21 Expenditures................................................................................................................ 22-54 Mayor/Council .................................................................................................. 22-23 Public/Intergovernmental Relations...................................................................... 24 CableFranchise.................................................................................................... 25 GeneralManagement......................................................................................26-27 City Clerk/Elections.......................................................................................... 28-29 Finance/Insurance/Accounting........................................................................ 30-31 Assessing.............................................................................................................. 32 Legal...................................................................................................................... 33 Engineering/Planning/Zoning................................................................................ 34 CityBuildings......................................................................................................... 35 Emergency Management...................................................................................... 36 Police. ................. -..... ............ ........................................................................... 37-38 Summary of St. Anthony, Lauderdale, and Falcon Heights Budgets.............39 Maintenance/Repair — Police........................................................................... 40 DARE.................................................................................................................... 41 Fire................................................................................................................... 42-43 Maintenance Maintenance/Repair — Police ..................................................... 44 FireRelief Association...................................................................................... 45 Inspections............................................................................................................ 46 AnimalControl....................................................................................................... 47 PublicWorks .............................. ............................... ....................................... 48-49 Public Works Maintenance/Repair, Equipment ............................................... 50 Tree and Weed Care........................................................................................ 51 Parks................................................................................................................. 52 Community Services/Recreation Programs.......................................................... 53 Salaries................................................................................................................. 54 Five -Year Capital Equipment Plan.............................................................................. 55 Capital Equipment Budget................................................................................................ 56 Five -Year Plan............................................................................................................. 57-65 RecyclingFund....................................................................................................... 66-67 FundSummary .................................................................................................................. 68 Revenues.......................................................................................................................... 69 Expenditures..................................................................................................................... 70 ForfeitureFund............................................................................................................ 71 FundSummary .................................................................................................................. 72 Revenues.......................................................................................................................... 73 Expenditures..................................................................................................................... 74 Fire Education/Training Fund.....................................................................................75 95-96 FundSummary .................................................................................................................. 76 Revenues.......................................................................................................................... 77 Expenditures..................................................................................................................... 78 Housing and Redevelopment Authority Fund........................................................... 79 FundSummary .................................................................................................................. 80 Revenues.......................................................................................................................... 81 Expenditures..................................................................................................................... 82 Park Improvement Fund..............................................................................................83 95-96 FundSummary .................................................................................................................. 84 Revenues.......................................................................................................................... 85 Expenditures..................................................................................................................... 86 Street Improvement Fund...........................................................................................87 FundSummary .................................................................................................................. 88 Revenues.......................................................................................................................... 89 Expenditures..................................................................................................................... 90 Community Center Fund.............................................................................................91 FundSummary .................................................................................................................. 92 Revenues.......................................................................................................................... 93 Expenditures..................................................................................................................... 94 UtilityFund.............................................................................................................. 95-96 FundSummary .................................................................................................................. 97 Revenues.......................................................................................................................... 98 SewerExpenditures.......................................................................................................... 99 WaterExpenditures........................................................................................................ 100 LiquorFund..........................................................................................................101-102 BudgetSummary ............................................................................................................ 103 Market Place, Off -Sale, Revenues and Expenditures.................................................... 104 Silver Lake Village, Off -Sale, Revenues and Expenditures .......................................... 105 Fund Balances Policy..........................................................................................106-107 CityFund Balances..............................................................................................108-112 Financial Management Plan................................................................................113-126 Glossary of Terms...............................................................................................127-135 Expenditure Policy...............................................................................................136-137 December 20, 2011 Honorable Mayor and City Council City of St. Anthony, Minnesota Dear Mayor and Councilmembers: RE: Management Letter Herein, I submit for City Council consideration the 2012 General Operating Budget. Included in this document are the 2012 budgets for the General Fund, the 5 -Year Capital Equipment Plan and other budgets such as Water/Sewer and Liquor Operations. Also, included in this document are the goals that were set by the Mayor, City Council and Staff and the Fund Balance Policy which was previously reviewed and adopted by the City Council, as part of compliance with the Government Accounting Standards Board (GASB) #54. Staff's goal is to provide our community with strong, quality services for Police, Fire, Parks, and Public Works in the most cost effective and efficient way possible. In preparing the 2012 budget, Staff continued its mission to maintain the existing level of City services and programs with the use of financially conservative budgeting. Overall, the proposed 2012 General Operating Budget represents an increase of $20,650 over last year's budgeted amount. General Operatiniz Fund For year 2012, Staff is proposing a General Operating Budget in the amount of $5,498,650, compared to last year's budget of $5,478,000, reflecting a .38% increase from 2011. Overall, the personal services portion of the Budget continues to be the largest segment comprising 74.5% of the General Fund Operating Budget. The increase in the 2012 Operating Budget reflects a 1.5% increase in salaries for Fire, Liquor and Non -Union employees and a 1.0% increase in salaries for Police and Public Works. In addition, the employer health insurance contribution for family coverage will increase $100.00 per month for all union and non-union employees. Infrastructure Improvements During the past few years there has been significant reconstruction of City streets, sidewalks, the storm water system, Silver Lake Village and our park infrastructures. The 2011 road project included street reconstruction and utility improvements to Belden Drive, Coolidge Street, Harding Street and Edward Street (36" Avenue NE to 37°i Avenue NE) and sidewalks on 39°i Avenue (Silver Lake Road to Macalaster Drive). The total budget for the 2011 project totaled $1,940,000. Funding came from the issuance of a street improvement bond and special assessments. For 2012, the City Enmineer is proposing street reconstruction and utility improvements to: Belden Drive — 34" Avenue NE to 36°' Avenue NE; Coolidge Street — 34°' Avenue NE to 36°i Avenue NE; and 35`x' Avenue (Harding Street to Belden Drive) and a pipe bursting project from Macalaster Drive NE to Chandler Drive NE. The total budget of the proposed street project is estimated at $2,123,954. Funding for the project will come from road improvement bonds and special assessments. The City continues to assess 35% of the costs to the adjacent property owners and through the issuance of road improvement bonds, 65% of the costs is levied over the entire community for their use of City streets. Levy As directed by the City Council, the 2012 General Operating Budget was prepared using a 3 -year averaging method as a benchmark or starting point. St. Anthony's General Operating Fund levy for 2012 totals $3,045,166 which supports the cost of providing City services. The total for all levies is $5,223,089. This represents an increase of $239,344 or 4.8% percent. A summary of the total levies are as follows Changes to the levy include: a $99,655 increase in the General Operating levy; a $132,263 increase to the Road Improvement Levy; a $3,097 increase to the Lease Revenue Bonds/ Public Facilities Levy and a $4,329 increase in the Tax Abatement Levy for Central & Emerald Parks. In 2012, the median property valuation of the City equals $223,000 (the median taxable valuation is the number in the middle: 50% lower, 50% higher). The average homeowner in the Village will pay $1,382.85 in "City Property Taxes". A breakdown of the costs includes: $823.65 for Police, Fire, Public Works and Park maintenance; $405.92 for Roads; $110.84 for the Fire and Public Works buildings; $40.41 for the Central and Emerald park improvements; and $2.03 for the PERA levy. 2012 General Operating Levy $3,045,166 (General Fund) Road Improvement Levy $1,500,755 Lease Revenue Bonds/Public Facilities $ 409,773 HRA Administrative Levy $ 110,500 Tax Abatement (Central/Emerald Park) $ 149,395 PERA Rate Increase Levy $ 7,500 Total $5,223,089 Changes to the levy include: a $99,655 increase in the General Operating levy; a $132,263 increase to the Road Improvement Levy; a $3,097 increase to the Lease Revenue Bonds/ Public Facilities Levy and a $4,329 increase in the Tax Abatement Levy for Central & Emerald Parks. In 2012, the median property valuation of the City equals $223,000 (the median taxable valuation is the number in the middle: 50% lower, 50% higher). The average homeowner in the Village will pay $1,382.85 in "City Property Taxes". A breakdown of the costs includes: $823.65 for Police, Fire, Public Works and Park maintenance; $405.92 for Roads; $110.84 for the Fire and Public Works buildings; $40.41 for the Central and Emerald park improvements; and $2.03 for the PERA levy. Capital Eguipment Purchases - Appropriation = $409,200 The proposed 2012 Capital Equipment Budget totals $409,200. Traditionally, revenue for funding capital equipment has come from various sources including: transfers from the General Fund, profits from Liquor Operations, Liquor Reserve Funds, MSA Revolving Funds, interest earnings, trade/sale of existing equipment, and water/sewer revenue. A review of the 2012 revenue and expenditures is as follows: Revenues: Liquor Operations Profits $ 94,200 Liquor Reserve Fund $110,000 MSA Revolving Funds $ 90,000 Water Filtration Interest Earnings $ 50,000 Fund Balance/Trade & Sale of Existing Equipment $ 65,000 Total Available $409,200 Expenditures: $409,200 Police: Three Squad Cars $ 81,000 'Fear Down & Build New Squads $ 9,000 Equipment Replacement/Squad Cars $ 6,500 MDC's (Mobile Computers) $ 15,000 Opitcoms $ 3,000 Tasers $ 4,000 Firearms $ 4,000 Radar $ 5,000 Squad Radio's $ 5,000 Total Police $132,500 Fire: Turnout Gear $ 6,000 Mobile Data Computers $ 3,000 Hose Replacement $ 2,000 Audio Visual Equipment $ 2,500 Defibrillators $ 2,000 Copier $ 4,500 Heavy Duty Rescue Tool (Jaws for Life) $ 8,000 Saws (Chain & Cut Off) $ 4,000 Nozzle Replacement $ 6,000 Radio's — Hand Held Batteries $ 2.500 Total Fire $ 40,500 Public Works Equipment: Snow Blower Attachment/Bobcat $ 6,000 Street Division: Single Axel Plow Truck $160,000 Parks Division: Playground Equipment $ 12,000 John Deere — Ice Rink Broom $ 12,000 $ 24,000 Total Public Works $190,000 Finance/Administration: Cisco Ethernet Switch/Transceiver's (Police/Fire/PW/Liquor) $ 13,000 File Server & Software Upgrades for Network (Roseville) $ 500 Replace Personal Computers $ 650 Desktop Notebook Computer with Docking Station $ 1,350 Business Hub/Copier/Fax Machine $ 21,700 Total Finance/Administration $ 37,200 Liquor Operations (Market Place): Cooler Racking $ 6,000 Stand Alone — 2 Door Reach -in Cooler $ 1000 Total Liquor $ 9,000 Grants To help offset the cost of operations and capital equipment, Staff continues to participate in Federal and State grants, seeking donations from private sources and partners with local organizations. In 2011, funding from these sources totaled $162,497. Combining this effort with previous years since 1999, the City has received $15,809,353, which, based on a population of 8,226, represents $1,921.88 per resident. Some recent on-going grants and applications include: the FEMA Grant for Fire Department equipment; Ramsey County E -Citation Grant; Homeland Security Grant for an Outdoor Warning Siren; to promote public safety and alcohol awareness the Police Department continues to secure Safe and Sober Grant funding; a Metropolitan Environmental Services Grant; a Middle Mississippi Management Organization Grant to purchase an over -seeder and a partnership with the community to construct a Veterans Memorial at 34`x' Avenue and Silver Lake Road. Liquor Operations The profitability of St. Anthony's Liquor Operations continues to be a focus for City Council and Staff. Profits from the operation of our two stores have a significant impact on our City's ability purchase capital equipment without issuing debt. They also provide a source of funding for reducing the general fund tax levy. The profits for year 2010 from Liquor Operations totaled $465,798. For 2011, the projected profits from Liquor Operations are estimated to be at or near our 2010 profit level. In 2012, the allocation of liquor operating profits includes $305,800 being transferred to the General Fund and $94,200 is designated to fund the purchases of Capital Equipment for all City Departments. Conclusion "Our mission is to be a progressive, livable, walkable Village which is safe and secure" The Mayor, City Council and Staff will continue to closely monitor the needs of the community and set goals to meet the level of services that the community desires at the most affordable cost. St. Anthony is a thriving and stable community. A key factor in improving our community is intergovernmental cooperation between the City, the School District, Hennepin/Ramsey Counties, the Middle Mississippi Management Organization, the Rice Creek Watershed as well as the Police Contracts with Lauderdale and Falcon Heights. The quarterly meetings held between the School Board and the City Council along with our on-going dialog and partnering with our local businesses, Hennepin/Ramsey Counties and the Watershed Districts help us in developing a better understanding of the overall needs of the community. The City continues to be very active in the League of Minnesota Cities, the Association of Metropolitan Municipalities and our local Chamber of Commerce and Kiwanis. Undoubtedly, the responsible management of our financial resources in a weakened economy, while providing strong services and infrastructure improvements to our Community, will remain an exciting challenge for the City Council and Staff. Yours truly, _MaY%Casey Mark Casey City Manager INTRODUCTION The City of St. Anthony is primarily a residential community, which neighbors the communities of Minneapolis, Roseville, New Brighton and Columbia Heights. The City is at or near full development, with the economy consisting of light industrial, commercial and retail -related businesses. Form of Government The City of St. Anthony operates under the Statutory Plan B form of government. Under this form of government, the City Council appoints the City Manager who then governs the Administration, Finance, Police, Fire, Public Works and Liquor Departments. Budaet Process Based on discussions with the City Council and the direction they provide Staff, Department Heads begin the preparation of their proposed operating and capital equipment budgets for the next calendar year, 2012 (St. Anthony's fiscal year is a calendar year). At the annual goal setting retreat (January 13`h & 14th) the City Council and Staff discussed financial management planning, resources and prioritized the budgeting process. On April 4, 2011, the City Council held a work session with Staff to discuss the 2012 Budget Calendar, the 2012 Budgeting Goals and review the 5 -year Capital Equipment Plan. On April 26, 2011, the City Council held a public hearing, at its regular meeting, to discuss the budgeting goals for 2012 and review estimated revenues and expenditures. The purpose of the meeting was to provide the citizens with an opportunity to communicate suggestions and recommendations concerning the 2012 budget. On May 2, 2011, the City Council met with Staff at a work session to discuss the 2012 budget, review the capital equipment needs for each Department. The process includes identifying/prioritizing the requests and reviewing the funding available. The appropriation in 2012 totals $409,200. On May 31, 2011, the City Council met with Staff at a work session to discuss the 2012 General Operating and Capital Equipment budgets line by line. In June, Department Heads submit their budget requests for the general, special revenue, debt service and enterprise funds to the City Manager and Finance Director. Budget requests are reviewed to determine if they are accurate, reasonable and well justified. Staff requests may be modified according to projected revenues, needs and justification. Once completed, the budget is prepared based upon initial revenue estimates, departmental budget requests, historical trends, financial policies and submitted to the City Council. On August 1, 2011, the City Council held a work session with Staff to review the proposed 2012 General Operating Budget and Tax Levy. For years 2009, 2010 & 2011, there wasn't an increase in the general operating levy. In 2012, the proposed General Operating Budget totals $5,498,650 with a preliminary levy of $3,045,166. At the City Council Meeting, on August 9, 2011, Staff presented the proposed 2012 General Operating Budget and Property Tax Levy to the City Council. Council adopted the proposed 2011 Operating Budget and Preliminary Tax Levy at its September 13, 2011, regular meeting and announced December 13, 2011, as the date for the presentation/discussion and approval of the 2012 Operating Budget and Tax Levy. On September 14, 2011, City Staff certified a proposed budget and tax levy to Hennepin and Ramsey Counties. Once the proposed levy has been certified, the levy cannot be increased, but it can be reduced during the final certification process in December. The City's five-year capital equipment plan and corresponding upgrades to city buildings are prepared in a similar manner, however are expanded to include long-term goals, needs and projections. In late October, staff calculates the proposed tax rate and tax capacity numbers to determine the impact on residential and commercial properties. In Mid -November, the impact of the proposed budget and tax levy is published and "Proposed Property Tax Statements" are mailed to all property owners. Staff presented the 2012 General Operating Budget and Tax Levy at the December 13, 2011, City Council meeting. After gathering, discussing and reviewing the necessary information to determine the 2012 Tax Levy, the City Council adopted the 2012 General Operating Budget and Property Tax Levy. The City's final property tax levy was certified to Hennepin and Ramsey Counties who collect the property taxes on behalf of the City, County, School District voter -approved levies and other Taxing Districts. During the fiscal year, individual line items may be overspent with the understanding that the total operating budget is not overspent. City Staff may request recommended changes in their activity budget to the City Manager who then submits the request to the City Council which in turn can approve or disapprove the amendment. If Council approves an activity to be overspent, the property tax levy may not be amended to fund the appropriation. Respectfully submitted, Mchefe Ruecken Michele Rueckert Finance Director 7 CITY OF ST. ANTHONY 3301 Silver Lake Road St. Anthony, MN 55418 Phone(612)782-3301 Fax(612)782-3302 E -Mail city@ci.saint-anthony.mn.us Principal City Officials Jerome Faust, Mayor Council Member's Hal Gray Jan Jenson Jim Roth Randy Stille City Staff Mark Casey, City Manager Kim Moore -Sykes, Assistant City Manager Barb Suciu, City Clerk John Ohl, Police Chief John Malenick, Fire Chief Michele Rueckert, Finance Director Jay Hartman, Public Works Director Michael Larson, Liquor Operations Manager 1*1 CITY OF ST. ANTHONY CURRENT GOALS AND OBJECTIVES Build and Cultivate Environmental Responsibility ✓ Green Step City Award ✓ Turf Maintenance Workshop Maintain and Enhance Infrastructure ✓ 2011 Street, Utility and Sidewalk Project ✓ Facilities Open House Foster and Encourage Civic Engagement ✓ Promote Volunteer Opportunities within St. Anthony Create and Maintain Healthy Neighborhoods ✓ Seminar on Housing Rehabilitation & Reinvestment Programs Communicate Effectively ✓ Snowplowing and Sidewalks Workshop ✓ Articles in newsletters regarding Volunteer Opportunities Maintain a Safe & Secure Community ✓ Crimereports.com — Community Notification System ✓ Replacement of Siren System Increase and Maintain Fiscal Strength ✓ Farmer's Market in Village ✓ 2011 Street Improvement Project 2 12/15/11 IMPORTANT DATES St. Anthony Budget Schedule for 2012 Budget January 13 &14, 2011 Goal Setting, Financial Management and Planning. April 4, 2011: Financial Planning, 5 -Year Capital Equipment Funding and Liquor Revenue Bonds. April 26, 2011: Public Hearing/Provide Residents with an Opportunity to have Input in the budget process. May 2 2011: Work Session with Department Heads - Discussion on 2012 Operating Budget and evaluate 5 -Year Capital Equipment needs. May 31 2011 Work Session with Department Heads - Discussion on 2012 Operating Budget and 2012 Capital Equipment needs. June - July: City Manager & Staff Meetings to discuss/draft 2012 Budget. Auqust 1, 2011: Work Session with Department Heads — Council & Staff to review Key Financial Plan and the Proposed 2012 General Operating Budget and Levy. August 9, 2011 Presentation of the Proposed 2012 Operating Budget & Property Tax Levy to the City Council. September 13, 2011: Resolution passed: 1) Setting the proposed 2012 Operating Budget and Property Tax Levy. 2) Announce the date and time at which the final Budget and Tax Levy will be discussed. December 13, 2011: Presentation of 2012 Operating Budget and Levy with Public Input. 1) Adoption of the 2012 Operating Budget and Property Tax Levy. 10 0 ti w w U O J n c. I� w 4u 0o w m n �n G CCi v my n! o 2 Q � w w U O J n c. I� w 4u 0o w m n G CCi v my o 2 Q � O U O o w w in a zL o o 11 Iu�M� J n c. I� w 4u 0o w m n G CCi v my o � 7 w m w w in 11 GENERAL FUND The General Fund accounts for resources devoted to financing general services. These include General Government, Police, Fire, Public Works and Parks. It is the largest budget and is the main operating fund of the City. 2099 2092 Dollar Percentage Budge Budget Increase increase $5,478,000 $5,498,650 $20,650 0.38 % 2099 2092 Dollar Percentage Levy Lever Increase Increase $2,945,511 $3,045,166 $99,655 3.38 % 12 GENERALFUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Property Tax - Levy Penalties, Interest, Tax Forfeitures Non/Levy - Property Clean Up PERA - Rate Increase Levy Licenses Permits Dare/School District #282 Levy Fire Relief Association - 2% Insurance/Pension Intergovernmental Revenue Loss in Market Value Credit Contract Revenue (Lauderdale/Falcon Heights) Charges for Service (Fines) Miscellaneous Revenues Transfers from Other Funds Other Revenue (Grants, Donations & Misc. Services) Fund Balance Reserves (2009) GENERAL FUND TOTAL REVENUES EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $2,612,962 $2,761,349 $2,793,818 $2,945,511 $3,045,166 3.38% $5,095 $17,782 $86,566 $3,000 $3,000 0.00%n $0 $0 $0 $22,300 $0 -100.00%n $7,500 $7,500 $7,500 $7,500 $7,500 0.00% $41,736 $42,206 $47,758 $41,600 $43,900 5.53% $206,082 $316,1.15 $176,337 $204,900 $195,825 -4.43% $14,800 $14,750 $14,784 $14,500 $14,500 0.00% $40,177 $32,411 $34,415 $52,500 $35,700 -32.00% $287,672 $241,822 $271,122 $232,400 $289,450 24.55% $0 $0 $0 ($135,000) ($135,000) 0.00% $1,096,200 $1,156,500 $1,157,190 $1,180,334 $1,192,138 1.00% $114,062 $112,068 $106,176 $118,500 $110,750 -6.54% $173,330 $160,017 $176,112 $216,655 $193,321 -10.77% $352,500 $438,900 $448,400 $448,400 $462,400 3.12% $46 ,808 $54,543 $55.933 40 000 $40,000 0.00% NO 5-0 $0 $84,900 �0 -100.00% $4,998,924 $5,355.963 $5,376,111 $5,478,000 $5.498.650 0.38% General Operating Budget Mayor 1 City Council Public/Intergovernmental Relations Cable Franchise General Management Elections Finance, Insurance/ Accounting Assessing Legal Engineering, Planning 1 Zoning City Buildings Emergency Management Police Protection Lauderdale/Fa Icon Heights Contracts Maintenance & Repair (Police Vehicles) Dare Education (Levy Funded by I.S.D. #282) Fire Protection Maintenance Repair (Fire Vehicles) Fire Relief - 2% Insurance/Pension Inspections, Building/Plumbing/Heating/Health Animal Control Public Works Public Works, Maintenance,. Repair & Equipment Tree and Weed Care Parks Community Services/Recycling Transfer Safe and Sober/Grants Other Grants and Expenditures GENERAL FUND TOTAL EXPENDITURES FUND BALANCE AT END OF YEAR Actual Revenue Actual Expenditure Increase in Fund Balance 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $59,729 $52,781 $54,394 $58,800 $55,700 -5.27% $24,504 $21,903 $19,616 $25,600 $22,000 -14.06% $34,915 $38,239 $36,406 $38,100 $36,725 -3.61% $105,171 $102,400 $104,681 $109,400 $108,050 -1.23% $32,789 $19,259 $25,616 $29,000 $32,400 11.72% $271,758 $264,475 $256,712 $286,300 $271,950 -5.01% $40,734 $42,947 $45,166 $44,700 $43,300 -3.13% $68,975 $67,013 $62,446 $75,000 $48,150 -35.80% $3,722 $1,907 $5,317 $5,200 $3,700 -28.85% $180,816 $193,378 $170,363 $180,500 $181,200 0.39% $56,752 $58,887 $58,955 $59,700 $62,325 4.40% $1,347,533 $1,456,297 $1,493,172 $1,554,500 $1,577,250 1.46% $936,421 $1,004,495 $1,014,675 $1,056,100 $1,031,050 -2.37% $83,546 $54,008 $59,653 $82,400 $67,575 -17.99% $12,935 $11,742 $12,711 $14,500 $14,500 0.00% $702,265 $758,659 $752,009 $760,800 $785,775 3.28% $25,889 $22,993 $24,474 $26,700 $25,700 -3.75%® $40,177 $32,411 $34,415 $52,500 $35,700 -32.00% $113,912 $172,332 $85,625 $110,500 $124,675 12.83% $1,525 $2,357 $2,687 $2,800 $2,700 -3.57% $469,138 $489,523 $558,272 $517,300 $541,300 4.64% $81,327 $73,688 $85,485 $82,500 $83,300 0.97% $34,126 $33,671 $37,101 $36,200 $37,925 4.77% $147,825 $166,082 $171,315 $176,700 $188,825 6.86% $52,176 $57,176 $52,176 $52,200 $52,200 0.00% $20,556 $33,149 $37,616 $0 $30,450 0.00% $47,564$39,260 $15,789 $40,000 $34,225 -14.44% $4,996,780 $5,271,032 $5.276,847 $5,478,000 $5,,498650 0.38% $1,440,505 $1,525,436 $1,624,700 $1,624,700 $1,624,700 2010 $5,283,400 Budget 2008 2009 2010 Over/Under $4,998,924 $5,355,963 $5,376,111 $92,711 Revenues Over Budget $4,996,780 $5,271,032 $5,276,847 $6,553 Expenditures Under Budget $2,144 $84,931 $99,264 $99,264 13 14 l ( D J Cfl x M LO uj z W Lu XZ0 ua (D N 06 � (D LL_UOD . CL J J U) 4— o W C) cc: cc 00 X LO c3 - rr5 CY5 Y cl� v I LL CN (/0 14 LU F- 0 0 z LU a x W a z LL LJ oNO �-D LO �L6 LL (.0 Z� n 15 %I uD O c 06v c� N .� N C2 N a O C: Gn E C LJ oNO �-D LO �L6 LL (.0 Z� n 15 %I MEMORANDUM DATE: December 20, 2011 TO: Mark Casey, City Manager FROM: Roger Larson, Finance Director ITEM: TAX RATE CALCULATION AND IMPACT For collectible 2012 taxes, the proposed general fund levy totals $3,045,166 (this represents a 4.8% increase in last years levy). The road improvement levy totals $1,500,755; the lease revenue bonds levy for the Public Works and Fire buildings is $409,773; the tax abatement levy is $149,395 (Central/Emerald Park Improvements); and the Public Employees Retirement levy is $7,500 for a combined Total Local Levy of $4,804,437. The 2012 tax rate of 67.194% is based on the amount of St. Anthony's Total Local Levy $5,112,589, less the City's distribution from the Fiscal Disparities pool ($633,375) and then dividing the total local levy by current valuation estimates from Hennepin and Ramsey Counties ($6,666,339). Combining the factors that contribute to the amount of property taxes paid (the general operating fund levy; the road improvement levy; the public facilities levy; the tax abatement levy; and the PERA levy) with a shift/decline in the tax base due to implementation of the "Homestead Market Value Exclusion", the 2012 tax rate increased. The increases in the 2012 levies totaling $239,344 include: the general operating levy increased $99,655; the road improvement levy increased $132,263; the public facilities levy increased by $3,097; the tax abatement levy increased $4,329 and the PERA levy remained the same as 2011. In early November, Property Tax Statements were mailed to St. Anthony residents. A percentage breakdown of the "decrease or increase" in 2012 property taxes for St. Anthony residential properties is as follows: 1) 19.6% will receive a 20% decrease to a 0% increase. 2) 59.7% will experience an increase of 1.0% to 4.9%. 3) 19.8% will increase between 5.0% - 9.9%. 4) .9% will see an increase greater than 10.0%. To reflect housing sales and the real estate market, the County Assessor indicates that overall residential property values have declined. The median valuation in 2012 totals $223,000 compared to $225,000 in 2011. 16 The 2012 property taxes on an average residential property are as follows: Median Taxable Valuation: $ 223,000 City portion of property taxes: $1,382.85 A breakdown of the operating budgets is as follows: General Fund $ 823.65 Roads $ 405.92 Public Works/Fire Buildings $ 110.84 Tax Abatement $ 40.41 PERA 2.03 Total $1,382.85 To provide an understanding of what St. Anthony residents receive for their property tax dollars, the following page has a breakdown by Department of the costs for basic services relating to the proposed 2012 operating budget and property tax levy for a property valued at $223,000. 17 WHAT DO I GET FOR MY TAXES - 2012? AVERAGE HOME VALUATION = $223,000 ANNUAL BUDGET TAXES = $823.65 ROAD LEVY TAXES = $405.92 PUBLIC FACILITIES - PAN & FIRE $110.84 TAX ABATEMENT = $40.41 PERA RATE INCREASE = 2.03 ESTIMATED ANNUAL TAXES = $1,382.85 EXPENDITURES 18 2012 TAX LEVY % OF TAXES BUDGET EXPENDITURES LEVY PAID Mayor / Council $55,700.00 $47,861.00 1.57% $12.95 Public/Intergovernmental Relations $22,000.00 $18,904.00 0.62% $5.11 Cable Franchise $36,725.00 $0.00 0.00% $0.00 General Management $108,050.00 $92,843.00 3.05% $25.11 Elections $32,400.00 $27,840.00 0.91% $7.53 Finance, Insurance/Accounting $271,950.00 $213,127.00 7.00% $57.64 Finance, Assessing $43,300.00 $37,206.00 1.22% $10.06 Legal $48,150.00 $6,150.00 0.20% $1.66 Engineering, Planning / Zoning $3,700.00 $3,179.00 0.10% $0.86 City Buildings $181,200.00 $155,699.00 5.11% $42.11 Emergency Management $62,325.00 $53,554.00 1.76% $14.49 Police Protection $1,577,250.00 $953,953.00 31.33% $258.02 Lauderdale/Falcon Heights Contracts $1,031,050.00 $0.00 0.00% $0.00 Maintenance/Repair (Police Vehicles) $67,575.00 $58,065.00 1.91% $15.71 Dare Education $14,500.00 $0.00 0.00% $0.00 Fire Protection $785,775.00 $652,618.00 21.43% $176.53 Maintenance/Repair (Fire Vehicles) $25,700.00 $22,083.00 0.73% $5.97 Fire Relief Pension - 2% Insurance $35,700.00 $0.00 0.00% $0.00 Inspections, Building/Plumbing/Heating/Health $124,675.00 $0.00 0.00% $0.00 Animal Control $2,700.00 $2,320.00 0.08% $0.63 Public Works $541,300.00 $388,495.00 12.76% $105.08 Public Works, Maintenance/Repair Equipment $83,300.00 $71,577.00 2.35% $19.36 Tree and Weed Care $37,925.00 $32,588.00 1.07% $8.81 Parks $188,825.00 $162,250.00 5.33% $43.89 Transfer to Community Services $52,200.00 $44,854.00 1.47% $12.13 Other Expenditures (Grants, Donation & Misc.) $64,675.00 $0.00 0.00% $0.00 GENERAL FUND TOTAL EXPENDITURES $5,498,650.00 $3,045,166.00 100.00% $823.65 ROAD LEVY $1,500,755.00 $405.92 PUBLIC FACILITIES - P/W & FIRE $409,773.00 $110.84 TAX ABATEMENT - CENTRAL PARK $149,395.00 $40.41 PERA - RATE INCREASE LEVY $7,500.00 2.03 TOTAL LEVY $5,112,589.00 $1,382.85 18 7 O N r Z O w Q U HN Z LL N K O LL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N m � M r O N m H3 fA H3 r M Vi EA fA f9 H3 Hi M M O EH O H3 N� EA EA E9 V M M Efl 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 d o 0 o m o 0 0 0 0 0 o vi 0 0 0 0 0 0 0 0 0 0 9 O M N r M O a N to EA fA p M fA H3 EA f9 M N m � Fy fNH � N m vi � ffl M H3 fA EA V N N 0 0 0 0 0 O O O O O M 69 (H V V 69 V 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N O O N W (O O 67 O (A N H3 N O M Ela EA 07 N O (O M M 07 CO M N c0 N r r H3 fA fA .- 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 d o 0 o m o 0 0 0 0 0 o vi 0 0 0 0 0 0 0 0 0 0 9 O M N r M O a N to EA fA p M fA H3 EA f9 M N m � Fy fNH � N m vi � ffl M H3 fA EA V N N 19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O U M N O OJ O U M �U O� tU O N M M O N M W r N Q M (O r r N Q N O M EA ffl EA M r m MM EH bj di N� EA H3 (fl fA El3 O V � O O U (V N N N Q r r W N Q 19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O V M r N O O U O N N (D O N N M M T N !D N N Q r r W N Q S � M N6 O NM N O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 W ro N N 0 0 r of ro 0 0 to O H O r 0 0 N O O N6 N O t0 O M O) vi O itJ O� O O N f9 V O r fA O 07 N O N M OJ M „U, N N 49 N N C v U J d) N C LL d p N N O N x U v N O ° — 06c coN 'r 0 N m " W U c U �✓+ U C N 0 L c C�O �> v N O J X �. d C J U ✓i C U F U N pcj > o c m y v a`a.z m �mc�LLac�>ci A F- 0 0 0 0 .? 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It appoints the City Manager and members of the various advisory commissions. The City operates under the Statutory Plan B of government, which gives the Council responsibility for policy and legislative activity, but delegates the administrative duties to the City Manager. 22 z E 0 0 0 0 0 0 0 0 0 0 0 O o 0 N O O O O 0 0 0 0 0 O O O C:, -p O O O 0 l0 O O O O t0 0. 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The City Manager supervises the Administration, Finance, Police, Fire, Public Works and Liquor Departments. Duties: The responsibilities of Administration include Human Resources, labor negotiations, planning commission, budget development, communications with the city council, interpretation of City Ordinances and redevelopment issues. fm ail" C: —Coo 0 0 0 0 O O0 0 0 0 0 O 6.-o N O 0 0 0 O O O O 0 0 0 O Om D O cocoa 0 N (0OH (D r} r V M t0 00 0 0 (n 0] .- m M m N N O O O O O M M C N r M N n O fA in O N� fR (A —Coo 0 O O 0 0 0 0 0 O p 0 0 0 0 O O O O O O O O Mnm (0OH (D r} r V M t0 i » » M M t/Y fA in dp' VO' O O O O O O O O O OI O O 0 0 0 O O O O O O O O 0 0 0 0 0 O O 0 0 0 0 0 O m 0 0 0 0 O O 0 0 0 0 0 O O O (O N N (fJ O N (O (O V N m N t0 O N V W O> M O O 0 0 0 0 O OO O O O O O p 0 0 0 0 00 0 0 0 0 0 O O n m M M (O (O O N M m n v vv (»vvmm m NgnnmO Q M v n m V V N (O V N (O C4 ll O fA fR ER �r C C 0 0 O O O O O O O O O O O O O O O O O O O O m_ (O (p O N O M M n O O'.- U M r NVO'. N Q � � � � M EA Eft � � O V3 27 F z W W C9 z Z Q J Q O F 0 0(mO 0pN O 0W 0t0 0Wm OM(O (U6 MN OO O0M O O p nn Q Mnm (0OH (D r} r V M t0 » » » 0 27 F z W W C9 z Z Q J Q O F Elections City Clerk: The City Clerk conducts all of the elections for the City of St. Anthony. Even year elections include Federal and State and Judicial contests. Odd year elections include municipal and school board contests. The school board elections are administered by the City of St. Anthony. All elections are conducted with all statutory requirements and under the guidance of Hennepin and Ramsey County election guidelines. In addition to elections, the City Clerk is responsible for the preparation, maintenance and publication of official records, documents, resolutions and ordinances as well as the maintenance of the City's website. 28 L 8 0 0 0 0 0 o 0 0 0000 0 0 0 0 N N O o o 0 0 01 O O 0000 O O O —,000 0 0 0 0 0 6 6 6 0 0 ON 3 � OM ��� O O W O N N cep N Q H3 � M 22MM 00 N M N M to fA eA (O M tH M v 8 0 0 0 0O 0 O O O 0 0 0$ O .- O O O O O O O O O0 O O O O hooi M 0oi of M CO N l� oco co ria 0uir o N Q MM N O M O (O 22MM 00 N M N M to fA eA (O M M v M 8 0 0 0 0 0 O O O O O O O O N 0 0 0 0 0 O O O 0 0 0 0 0 m j 6 6 0 0 0 0 0 0 0 0 0 0 0 00"o 0 0 0 0 010004 N m 0 0 0 0 0 O O M CO oO N c0 MM O V N I� m N O N Q MM N O M O (O 22MM 00 N M N M to fA eA (O M M v 8 0 0 0 0 0 O O O QOO O O O O N O O O O O 00 O O O O O O O O I� r (O 0 0 0 a7 V N M O (O O U M M I� N W M ifJ N �O V N N N Q I� r M M M N N O M O (O 22MM 00 N O U V O M (O v M 8 0000 0 O O O 0 0 0010 O c O 000 0 0 0 0 0 O O 000 O m m M to N V V O N N M M I� N M O2 M Cn a7 22MM 00 N O U V O M (O v M aaa w ani N .-on — — �. U NU o N 000010 0 0 0 000 O O O �a 0 0 0 09 O O O 990 0 0 O O n (O N M M a7 M V O oO W m M O m O M a CO Il O m NM O M co cn w w m O N N 2 a- 2 co m M M N M M f9 N M M M U 06 M 8 c O N � C U v E aaa w ani N .-on — — �. U NU o N oa. m c cd m o o `m `m a co cn w w m z 2 a- 2 co m tom- .mc ° F. z N U 06 z O aJ N N U_ M M M M LLJ VJ O O O O O O Z 0 0 0 0 J 0 0 0 0 O O 0000 W 0 O a V I V `0000 F 00000 29 o0 Finance Financial Services: The Finance Department is responsible for providing general financial services and accounting records of all City financial transactions. The areas of service include: ➢ General ledger accounting and A/P processing. ➢ Liquor recordkeeping and Profit/Loss reporting. ➢ The issuance of business licenses. ➢ Rental licensing and tracking. ➢ Building permits and coordination of inspections. y Payroll and renewal of employee benefits. ➢ Water and sewer charges and billings. ➢ Preparation of the City's annual budget. ➢ The renewal of City insurance policies. ➢ Investment of City funds. ➢ Compliance with Auditing Standards. Risk Management: The purpose of Risk Management is to ensure that a reasonable level of insurance coverage is maintained for general liability, property & casualty, workers compensation and liquor liability. 30 71 N C U C 0 0 0 0 0 0 0 0 0 0 0 0 0 o O 0 0 0 0 o e O o 0 0 0 0 O O O O 0 0 0 0 0 0 CD 0 0 O O N p�0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O 'U O O N N N N O O 0 0 0 0 0 0 0 0 M O N N to N fA � V3 rna °c'v�af acU Z (f3 M b3 W �"aN O O O O m 06 •- .6 W r,: O O O O � dU O � tMH M EA N r N r M m M O N (A (A M o U U F- Q M N fA N U (q I� M M M (A lA E9 r ti! O� to to 0 0 0 0 O O O O 0 0 0 0 0 0 0 O - - - - - - - - N N N N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O Q Oi N r OJ N M (O M N M O O V [V 0 0 0 0 0 0 0 0 0 0 O 1-o m mcoom rnmmrrnm r rn r M O V M MvrM r N OJ Of O� N N O M O 'V V V N ffl M � M } N N N f0 M M S to r V M M M V N r m M M M E9 V1 V N3 (i3 (H �O r N M ff! 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N U O "t 4 O M M O A V O Q U- � � M M V fA fA fA W (p 0 0 0 0 O O O O O O O O X 0 0 0 0 O O 0 0 0 0 O O U O «1 O V M M N O 3 U_ CC .a N N CJUU n O (A fA M M d mE E U) EA (H (A N C C N N N GG 0 0 O 3 U_ CC .a GO W U CJUU aN U �CL ani D o mE E U) cn W W m aa) C7 m U O a`. m H Fo s (D N U Z 06 U) UO V (fl N O V (n 2— N m N N M W n O O O 0 M M tM U) 0 0 0 (n M M M (0 (O t0 t0 M N N U M M M N N M (U C 0 0 0 ti t 0 0 0 0 -� 0 0 0 O 0 0 0 0 a 32 7 FO N N 0 N 0 o 0 0 o 0 o 0 0 o N 00 0 0 0 0 Q o 0 0 o CO 0 u ro m 0 N 0 o 0 0 0 O 0- 0 0 ON M 000 Q V 0 V V } M 0 0 0 0 00 u 0 N 0 o 0 0 O 00 O M o cco y N m m C) U m 0 a J 0 N U T U N y N cD a m o U ~ 03 U O M 0 0 N V � r 33 0000 O 0 0 00 0 o O 0 O ON M Q V 0 V V O V (V O N N O 00 O M o cco y N m m C) U m 0 a J 0 N U T U N y N cD a m o U ~ 03 U O M 0 0 N V � r 33 O O O O l M O O O V 0 0 0 O O 00 O M o cco y N m m C) U m 0 a J 0 N U T U N y N cD a m o U ~ 03 U O M 0 0 N V � r 33 co LL O LL ME 0 0 0 0 0 0 0 0 0 0 O O (A N N M � M fA 64 �ZZZ7C�: 0 0 0 0 0 O O O O O f9 EA (H O O O O O C N EA fA 0 0 0 0 0 0 0 0 0 0 (0 t0 O O N O E9 to N r � EA EA O O O 0 O 0 0 0 0 0 M M w N U U' z z O N z Z z z g a z FY w LU z_ 3 z LU F O F a0 O W N N w c0 @ ON 0 O O O M� � ,000 ONO ONMV OM O� OOM O O O N O 0 0 OOOa O C' N 00 O pj EOA N E N a N (n O c o O N L 0= = N Q M m 0 O U Z): m OO O W U F o E9 Hi f9 N O O O W fA CD Hi U_ M M > 006 Z0 0O Q} -M O OOO O �rn U v O� OM F 0 0 0 0 0 0 O M O O M CM tN M M W fA fA EA fA fA o 0 O O O O O 008000000 O O O O a o 0 000 0 0 0 0 0 0 0 N 0 0 0 0 0 0 0 00 0 Co '7 N V M M N M V N CO CMO W fA fA EA fA M O j 0 0 0 0 0 0 O O O O co Lo 6 0 co O m O MO = 00 M Q t� Lo L6 m V V 0 O (MO EA E9 fA (fl EA O O 00 0 0 0 O O O o �o� C6 rnmwcrow 00 N Q Efl 4i c0 @ 0 0 0 0 0 0 0 O O O M� � o N U oM Q N r .�- m N 00 M 06 0 C' CMO (MO EA fA N3 di d @ (fl E9 35 Oo N N m � N U @ d O @ c 0 06 GO .6 .0 U 2 C G d @ O E 0 O N a N (n O c o O N L 0= = N Q M U m m 0 O U Z): m @ U m O F U F o Z a` N O O O W 06 O CD N U_ M M > Z0 0O C Nrn °'mmrnm �rn U v v o F 0 0 0 0 0 0 O 35 Oo 17 DR" Y' OO O O 0 016 O O 6 0 06 o a o 0 0 0 N � co co r rn m (V (O t0 V O 000 O 0 0 0 0 p U V d) V r N Q r M (p r O O O O O O O O O r M O .O- N Ef3 (A O O 105 �003 0 W W O d} fA N C U o m N j C N N a C C G 0 0 � � U c c � U U N E2 e C d 0 Q E m aaa m E E coWW m 0 F - w N Zov�n �- N O O O G O O O O Y v q 00000 .- 0 0 0 � o 0 0 0 0 0 N O O O r O N N NO 0 0 0 0 0 0 0 0 0 0 co o� vi r co M W O M tU EA � O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 fA � 00 O O O 0 0 0 0 0 O O O O M O O O 01 O 0 0 0 0 0 E9 d! EA f�fY 0 0 0 00 0 0 0 0 0 r M r N r N M O N W W t0 M V z Z W W z z Q Y U Z W U w W W F 0 F- a POLICE The St. Anthony Police Department's purpose is to protect and serve St. Anthony residents through pro -active and preventative patrol, traffic law enforcement, investigation of criminal activity, emergency response, crime prevention, and the development of community contacts and relationships. Through problem solving, community collaborations, and empowering the department's line personnel, we move foreword toward these goals. The Police Department's primary focus is to insure the community's livability, safety, and security through fair and impartial law enforcement. The department has a strong commitment to Community Oriented Policing that can be evidenced through the department's actions and mission. The department is comprised of a Police Chief, one Captain, one Lieutenant, two Sergeants, one investigator, seventeen patrol officers and one full time civilian community service officer. The department also employs two full-time secretaries and one part time data entry clerk to support the department's overall goals and objectives. In addition to the sworn officers, fourteen Police Reserves help maintain the professional excellence of the department. The police department also provides 24-hour contractual police services for the cities of Lauderdale and Falcon Heights. Eight officers are dedicated to those communities for police protection and response. The department's involvement in these contracted services creates additional resources for residents of St. Anthony. In addition, the contracts also reduce the overall tax liability associated with police costs to St. Anthony residents, as well as pay for squad cars and other police equipment. In keeping with our commitment t, police department provides a wide educational programs including: Community Oriented Policing, the variety of community services and • Crime Prevention • Minnesota's Night to Unite • Neighborhood Crime Watch • DARE • Animal Control • Community Education and Involvement • Police Bike Patrol • Liquor and Tobacco Compliance Checks • East Metro SWAT • Citizen's Police Academy 37 O N O O o 0 OI O of 0 0 0 0 0 0 0 OI OI O11 a0 X 0 0 0 0 0 0 O o 99999900 O O m N 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O O 0 0 'O 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O O O O N r OJ M M M O O o 0 0 N W o r 0 M M N m N M N M r N N N M o (, N N N N .- of N 0000 0 0000010 �1J r m W M M V' (fl ffl m O 0 0 0 0 0 0 0 0 O m 4 r< M N W fA N N V H3 EA fA (A fA fA (O — W M M N cp r m N V m r m M N O � fA 06 EK X 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O I� V N (O 0 O O 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O O N d' N O Lf itJ J c J0000t N r N M 0 4J N� O V W m M (O OJ N N V V N N N EA EA eft M N r (O r N CD r kH N� N� M N N M O CO N W O O M cr0m m Vl d' VM �o_ CO 0000 0 0000010 V V M V 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O m 4 r< M N I� r M M ( O) D1 O M N m N M m r V V — W M M N cp r m N V m r m M vi 0 0 0 0 0 0 00001 0 O O 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O I� V N (O 0 O O 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O O N d' N O Lf itJ J c J0000t N r N M 0 4J N� 6 r V M W m M (O OJ N N V V N N N EA EA eft M N r m r N M m V fA EA EA EA fA CD r kH N� N� M N N N Vj Ff! Uj 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 O I� V N (O M Ci .- r i0 M D7Wm N d' N O Lf itJ J c J0000t N r N M 0 4J N N O M m m m0 4 O r N m m N r m r N M m N N M eA ei of O r kH N� N� M 6? H3 EA EA EA fA N O_ ' N N �o_ CO 0000 0 0000010 O O 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O m 4 r< M N I� r M M ( O) D1 O M N m N M m r V V — W M M N cp r m N V m r m M N O 06 M M M M M M M J f9 69 O fA O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 N 3 C N O M N V m M r M W r N m m V. O N Lf itJ J c V N W (O O N H- N M CO r r (V V V N M N N N 0 o O_ y9a N m CD L N N tq to N Uj H3 O_ ' on aO.av 38 C8 O @ N N 3 C N O N N CC L 4 L 0 o °o c E°6 y9a N m CD L N N (6 0 N O U 0 0 UUUr� O_ ' on aO.av N �o_ CO E N 0 m Eo c c n )o a`> o Eno op U L > E E> a N N L N (tl U)0 w w m C7 m O m 25DU a`cn m F 0 N U 06 M M M M M M M J (n 0 66 0 0 O 2 0 0 0 0 0 0 0 0 U) O o 0 0 o N o o 0 0 0 0 0 o a J C yvvvvv 38 Summary of St. Anthony, Lauderdale & Falcon Heights Budgets For Fiscal Year 2012 $0.00 $0.00 39 1.00% 1.00% Total Revenues from Contracts $596,069.00 $596,069.00 $1,192,138.00 Revenues: - Lauderdale/Falcon Heights Contracts Lauderdale Falcon Heights Contracts General Fund $596,069.00 $596.069.00 $1 192 138.00 TOTAL $596,069.00 $596,069.00 $1,192,138.00 2012 2012 2012 2012 Personal Services St. Anthony Lauderdale Falcon Heights Budget 101-41100-110 Salaries $1,106,000.00 $373,100.00 $373,100.00 $1,852,200.00 101-41100-111 Overtime Salaries $66,100.00 $6,300.00 $6,300.00 $78,700.00 101-41100-114 Employers Contribution/Pension $206,000.00 $43,400.00 $43,400.00 $292,800.00 101-41100-115 Employers Contribution/Insurance $140,400.00 $56,700.00 $56,700.00 $253,800.00 101-41100-117 Overtime Court $2,600.00$2,600.00$2,600.00 $7,800.00 Total Personal Services $1,521,100.00 $482,100.00 $482,100.00 $2,485,300.00 Supplies 101-41100-226 General Supplies $10,600.00 $10600.00 $10,600.00 $31800.00 Total Supplies $10,600.00 $10,600.00 $10,600.00 $31,800.00 Other Services & Charges 101-41100-321 Other Services $5,400.00 $5,400.00 $5,400.00 $16,200.00 101-41100-331 Communications $24,400.00 $7,800.00 $7,800.00 $40,000.00 101-41100-333 Care & Support/Booking Fees $4,000.00 $4,000.00 $4,000.00 $12,000.00 101-41100-334 Printing & Publishing $850.00 $825.00 $825.00 $2,500.00 101-41100-339 Maintenance & Repair $1,000.00 $900.00 $900.00 $2,800.00 101-41100-341 Travel/School/Conference $9,000.00 $3,000.00 $3,000.00 $15,000.00 101-41100-342 Subscriptions/Membership$900.00$900.00$900.00$2,700.00 Total Other Services & Charges $45,550.00 $22,825.00 $22,825.00 $91,200.00 TOTAL POLICE BUDGET $1,577,250.00 $515,525.00 $515,525.00 $2,608,300.00 60.5% 19.8% 19.8% 100.0% Other Budget Line Items 101-40510-335 Workers Compensation $11,900.00 $11,900.00 101-41900-320 Animal Control $700.00 $700.00 101-42200-222 Public Works/Fuels & Lubricants $11,000.00 $11,000.00 101-42200-339 Public Works/Maintenance & Repair $13,800.00 $13,800.00 401-47200-453 Squad Car/Capital Equipment $28,400.00 $28,400.00 101-50000-349 Contingency $14744.00 $14744.00 TOTAL $596,069.00 $596,069.00 $0.00 $0.00 39 W I N C O O G 0 0 0 0 0 0 0 0 0 0 0 0 o o O o Q0 898 0 0 J86 a = rio vi oio � moco o 0 0 0 O O N N O vj o 0 0 } M N CO of M N N W N a a u u a fA W y N C O O G 0 0 0 0 0 0 0 0 0 0 0 0 o o O o Q0 898 0 0 0 0 a = rio vi oio � moco o 0 0 0 O O N N O vj o 0 0 } M N CO of M N N W N a a u u a fA W y fA fA EA E9 fA N C O O G a = rn O O N N O ON M O000 m ON U M N a a u u a fA W y fA fA EA E9 fA 0 0 0 0 0N O OMV 0 OO OO� CC 0 0 O O0 O w WON O MM V cOO 0 OjN J O C U3 N 6N9 OQm m fMD co O ww 0 N M O) 76 m Z 0-0- O 0 0 0 0 0 0OOOOO00000 0O0 N W O of � O � N N WO>OEAQ)I� W (DEA LONO J,0000 N fH � N C NFa- a o 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 O u j t ( V N N O M V (O O N Q M N w V O) M V m M N fA O N V W N O N cH fA 6? ffl H3 N C O O G a = rn 2 2 r o O ro U N a a u u y w w U CC a y 06 v Z °6 mUUU E o 0)m .Z c N w N Gl N O J O C Z O �p c O U y N c L O Z co O ww 0 eco CD 5 76 m Z uj C NFa- a o 0 0 o N a0 o p o o O 40 <t IV N c m L } 0 0 0 0 0 N N 0 0 0 0 0 N m O V CO m M O fA fA fA Ui X 0 0 0 0 0 ❑ 0 0 0 0 0 }M a M N r N W 1 OJ W O M V3 to � EA —000010 N O O O o O -o O O O O O 0 0 0 0 0 0 0 N m d O M M O p (p 0 0 0 0 0 O M O N M V O U EA r N EA H3 fA O o 0 0'0 0 0 0 0 0 0 o 3 M FA �O O U O Uo 3 � M o O 0 o 0 o N Q N N N O r c 8 O @ N c C y c c O O > > N `m o o m U U U c E o 0 m a a a in O ww m 0 F O r d M O O O O IT IT Y IT 0 0 0 0 0 o 0 0 o 0 o O N) N Ffl � mm OM�IV o 0 0 0 0 0 01. 000 m N N c m N a � � �WU W (n Q N N w '� m ❑ N N N� a co O =O N O m O N W mm OM�IV o 0 0 0 0 0 01. 000 m o 0 00Q � O N N c m N a � � �WU W (n Q N N w '� m ❑ N a co O =O N O m O N W O r N O 0 (D o O o 0 o U 0 w o M C tl x LU N N N V W N U M M w N y ❑ N N J o 0 o O 41 o 0 00Q � O FIRE DEPARTMENT Fire/Rescue The Fire Department is responsible for protecting the community from the effects of fire by the means of fire suppression, public education, rescue and fire code enforcement. The Department is comprised of five full-time firefighters, one Assistant Fire Chief, a Fire Chief and approximately 20 part-time personnel. The Fire Department provides first response to all medical emergencies on an EMT level, as well as mitigation of minor to moderate hazardous material incidents. To provide our community with expedient quality fire and safety services, the Department utilizes automatic and mutual aid response with our neighboring communities. Emergency Management This involves the planning, training and response to disasters such as wind storms, tornadoes, snow and ice storms, hazardous material accidents, major transportation and mass casualty incidents, including pandemic emergencies. Property Management The Fire Department enforces City ordinances and the International Property Maintenance Code. Two part-time inspectors are responsible for matters relating to housing/property maintenance, signs and nuisances in addition to conducting rental property inspections. 42 w 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o O o 0 0 0 0 o 0 _ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o m 0 0 6,6 O O 6N N p N� O N O N N O O O N M O O N N � of O WM N N V C\! 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C C N y L 0 0 > > n 2 N O W U C G O o o. U y . U U n o o N C (n N m C CO y T T w @ n n C N C y a mu W W o p (n m U` m U m N F- L F Z O U F- N a_ rNm a_ X000 0 z00 @ M M M_ M (n N V d' V n V_ N IT i 0 0 o O 0 0 N O 46 9 N N O O N j O O 07 � —00 O } OM 6 o 11 -- C? 0 M N O t6 O O � O O O O N� N� m 47 I O O O WO m 0 O t6 O O � O O O O N� N� m 47 I Public Works Department The Public Works Department is comprised of fourteen full-time employees, twelve being maintenance and two management staff. Public Works is responsible for the maintenance and repair of the cities infrastructure to include city owned buildings, grounds and equipment. The current Public Works Department is divided primary into 4 general areas: ➢ Streets Division: The Public Works Street Division provides services to include the maintenance of all city streets, alleys, City owned parking lots and sidewalks. This division maintains approximately 24 miles of roadways. The primary maintenance procedures include: snow removal ice control, crack sealing, seal coating, and concrete curb and panel replacement. In addition, street sweeping, crosswalk striping and street sign maintenance are also the responsibility of the street division. Y Parks Division: The Parks Division provides maintenance to 5 city parks and 3 park shelters. This division maintains all baseball, softball and soccer fields that are currently scheduled through the St Anthony Community Services Recreation Program. In Addition, this division maintains all City Buildings, grounds and City owned storm sewer retention ponds. ➢ Vehicle Maintenance Division: The Fleet Maintenance Division provides the necessary vehicle maintenance and repair to all Public Works vehicles and equipment, which include both licensed and non -licensed. In addition, this division also supports Police, Fire and the Liquor Operations with their maintenance needs. Our current Vehicle Maintenance Division staff is trained and licensed to certify all vehicles requiring a DOT inspection on an annual basis. This division also assists in the purchase and specification process when replacing capital equipment for the Public Works Department. ➢ City Buildings: Public Works provides all necessary maintenance and repair to all city owned buildings and grounds. City staff is currently making ongoing improvements each year to make each building operate in the most efficient manner in order to reduce energy costs. 48 7. 9 T @ = N t } 49 lA 0 0 0 0 0 0 O O O O 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ..0 0 0 O O N O O N �O O O N 66 N.. 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Fire Chief $ 77,602 $ 78,763 Captain $ 67,371 $ 68,375 Firefighter Top $ 64,515 $ 65,457 Start $ 57,430 $ 58,309 Volunteer Firefighter - P/T $ 10.95 - $12.80 Hr. $11.10 - $12.95 Hr. Code Enforcement Officer- PIT $ 16.25 - $17.00 Hr. $16.50 - $17.25 Hr. Public Works Public Works Director $ 83,860 $ 85,118 Public Works Superintendent $ 69,147 $ 70,184 Mechanic $ 54,461 Pending Crew Leader $ 53,358 Pending Maintenance III $ 51,194 Pending Water/Sewer Operator $ 50,155 Pending Maintenance Top $49,179 Pending Start $ 36,852 Pending Liquor Liquor Operations Manager $ 83,860 $ 85,118 Asst Liquor Operations Manager $ 61,418 $ 62,339 Liquor Store Manager $ 55,348 $ 56,178 Full -Time Liquor Clerk $ 42,625 $ 43,264 54 FIVE YEAR CAPITAL EQUIPMENT PLAN The five-year capital equipment plan is a summary of equipment purchases that are projected over the next five years. Potential funding sources include existing fund balances, operating transfers, grants, donations, debt issuance and profits from liquor operations. 55 CAPITAL EQUIPMENT -2012 Budget Capital Equipment Revenues: Appropriation from Reserves Liquor Operations Profits......................................................................... $ 94,200 Liquor Reserve Fund................................................................................ $ 110,000 MSA Revolving Funds............................................................................... $ 90,000 Water Filtration Interest Earnings............................................................. $ 50,000 Fund Balance/Reallocation of Trade/Sale of Existing Equipment .................. $ 65,000 Total Revenues $ 409 200 Capital Equipment Expenditures: Police SquadCars(3)........................................................................................ $ 81,000 Tear Down & Build New Squads................................................................ $ 9,000 Equipment Replacement/Squad Cars ........................................................ $ 6,500 Mobile Data Computers/Squads... ............................................................. $ 15,000 Opticoms................................................................................................ $ 3,000 Tasers.................................................................................................... $ 4,000 Firearms................................................................................................. $ 4,000 Radar..................................................................................................... $ 5,000 Squad Radio's......................................................................................... $ 5,000 Total Police $ 132,500 Fire:* - Eliminated Fitness Equipment TurnoutGear........................................................................................... $ 6,000 Mobile Data Computers/Fire Trucks $ 3,000 HoseReplacement.................................................................................. $ 2,000 Audio Visual Equipment........................................................................... $ 2,500 Defibrillators........................................................................................... $ 2,000 Copier.................................................................................................... $ 4,500 ** State Contract Heavy Rescue Tool (Jaws for Life)............................................................. $ 8,000 Saws (Chain & Cut-Off)............................................................................. $ 4,000 Nozzle Replacement................................................................................ $ 6,000 Radio's - Hand Held Batteries................................................................... $ 2,500 Total Fire $ 40,500 Public Works: Snow Blower Attachment/Bobcat Trade Program ....................................... $ 6,000 Total $ 6,000 Street Division - Single Axel Plow Truck............................................................................. $ 160,000 Total $ 160,000 Parks Division - Playground Equipment Replacement......................................................... $ 12,000 *** John Deere - Ice Rink Broom.................................................................... $ 12,000 Total $ 24,000 Total Public Works $ 190,000 Finance/Administration: Cisco Ethernet Switch/Transceiver's (Phase it of 2 Year Project) I/P Phones $ 13,000 File Server Upgrades (Roseville)............................................................... $ 500 Replace Personal Computers(1)............................................................... $ 650 Desktop Notebook Computer with Docking Station(1)................................ $ 1,350 Business Hub/Copier/Fax Machine............................................................ $ 21,700 State contract $ 37,200 Liquor Operations: (Market Place) CoolerRacking........................................................................................$ 6,000 Stand Alone 2 Door Reach -In Cooler......................................................... $ 3 000 9,000 Total 2012 Capital Equipment $ 409,200 * Eliminated $6,000 for Fitness Equipment "* Reduced by $5,500 *** Reduced by $14,000IRe-Budgeted to Parks Budget **** Re -Classed Liquor Transfer by $14,000 to General Fund to Support Parks Budget W. 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LL J ZI Q 'd j 6 W LL: 0 Qm66 W tL.U` 2= 64 to O P 0 0 0 0 0 0 0 0 00000 069000 N O O O co 0 0 LO O W LO w 69 f€3 Efy CD 0 a 0 0 P P O 0 0 0 0 0 0 0 0690 00 N C 0 0 00 O O 4'J O CA LO CO 69 64 69 69 00000 O O 0 0 0 00000 (D EA000 N O C C 00 O Co LO O Cl) LO CO 64 69 69 69 0 0 0 0 0 P P o a o O O Q O O O CROO O N P O C 00 O O CO O_ (P 69 6- 4D 69 64 69 ww QZa N Z 7 LL J) Z Z LL d LL a) a i w tT d Lll Z : y O 'U Uj d:W C .c o :3 a E: m Rv LL a i11'1Q': w w a1 m Q E C g (2111 O'::�':: O 0;Q � as y •� � � o i OC� W LZ CC) 0 o a W (D _77 OIZ N — � y E C 7 N LL L - W C31 C' �?LL-,O OLL _T O T =! — 'C7 LL 76. L� LL Z) ca 'd)40`m vULLF-IIj3'�= �LLLLri�F��� O N z v z a LL Li C f/7 N da ` y 02 m w a c L] 6 C C C LL m E F U Co W a c y, O 8 E m 5 EC6 C C 7 Q UC)ULL UUUmC7LL �� 65 O O a a CD cn 0 LO O N LO L—' N N 69 M O O O O O a O c O N N h 64 � O O O O O O C �1 LO C+1 N co 64 M O S 00 �+ 0 CO O N ,:;,0 O 0 0 00 o� Lo w N 00 69 Z Z 7 LL r z w LU 00 Ea LL m C ;� 2 N as C a Li CA tSl c QLL LL W a c s- Oi ✓ Lm W N n.-� y.c m a> it d cLLLL C'Xs_OO oyrncwc w m o 0 0 U a (D o v j0of of N C7 'O' O• (n C` N 0 Z J J F 0 z LL d I.L. Li, W O o E (n U- RECYCLING FUND The City's recycling program incorporates the direction of the Hennepin County Department of Environmental Services and Ramsey County's Department of Public Health. 66 Recycling St. Anthony is doing its part to support regional efforts towards preserving the environment. The goal is a more sustainable environment. To achieve this goal, the region must manage its waste in a manner that will not compromise future generations' ability to meet their needs. The City's recycling efforts are consistent with other local and regional programs and are representative of a community that cares about the future condition of the environment. 67 RECYCLING FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Hennepin County Grants $14,410 $17,338 $0 $6,500 $10,500 Ramsey County Grants $0 $6,126 $0 $5,000 $2,000 Clean -Up Day Revenues $1,700 $3,261 $3,768 $4,000 $4,000 Interest Earnings $0 $1 $11 $0 $0 Transfer from General Fund/Ramsey County Compost $0 $5,000 $0 $0 $0 Fund Balance Reserves $00 $00 $00 $5,800 $4,300 RECYCLING FUND TOTAL REVENUES $16110 31 726 $3,779 $21,300 $20,800 EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Personal Services $3,290 $4,072 $3,734 $4,300 $3,850 Ramsey County Compost Services $0 $5,000 $5,000 $5,000 $5,000 Printing & Publishing $7,804 $8,083 $8,118 $8,000 $8,000 Recycling Rebate to Residents $0 $0 $15,556 $0 $0 Clean -Up Day Expenses $2,457 $5,148 $4,156 $4,000 $3,950 Transfers to Other Funds $0 $0 $0 $0 $0 RECYCLING FUND TOTAL EXPENDITURES$13,551$22,303$36,564$21,300 $20,800 FUND BALANCE AT END OF YEAR $16,725 $26,148 ($6,637) ($12,437) ($16,737) M 00 O O O O p 6 000 D E eAd 0.6 N Q �F �g�010 O o O O O O O O O O O d o r e>�ej eA� N (V � V3 O O O O O O O O O O 0 0 0 0 0 M 00 H3 O 0 0 0 0 0 0 0 0 0 0 m cli O O O O O 0 0 0 0 0 NO 9 N O O O O O O O O O O 0 0 0 0 0 Hi O (fl O 3 O U ami ,n o US m � N d � N @ E O D @ 00 n W c C > p O N j C N N N U N N u0 0 0 - m 0 06 H @ 0 0 0 0 0 ��croo� O M M M M @ 6 6 N N N N N N 69 000 O O 606 W W E 0800 O r O O O 0. O O O O (O O O r Lo L M H3 O O O 0 O O O0 O O 0 Z U Z U } U LU Q F F moo o N o'a o000 N] O N O N C2 N V N W 0 F O } M m F 0 0 0 0 0 L6 0 M O 63 00 0 0 0 00 0 0 0 O V O 6 N V r0 N _a O O O O rn ( 0 0 0 0 3 O (O O N N Q V O 70 0 00 p 76 J 0 0 0 0 00OO of V O W (o 0 lcow� O= (V Q �- V r O �- (N W N M O O O O M M M � r EA fA N fR Kl _a O O O O rn ( 0 0 0 0 3 O (O O N N Q V O 70 0 00 p 76 00 0 0 O O O O O O of V O W (o 0 O C' O= (V Q �- V r O �- (N W N cli Lo c6 L6 R M M di EA fA _a O O O O rn ( 0 0 0 0 3 O (O O N N Q V O 70 0 00 FORFEITURE FUND The Forfeiture Fund covers the costs associated with drug and alcohol forfeitures of personal property. This account is funded by the sale of DWI and drug related vehicle forfeitures. State law governs and restricts the use of these funds to DWIVDrug related enforcement activities. FORFEITURE FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Interest Earnings Safe/Sober Records Management Grant Forfeiture/Confiscation Funds Fund Balance/Reserves FORFEITURE FUND TOTAL REVENUES EXPENDITURES DUI/Drug Enforcement Personal Services DUI/Drug Related General Supplies DUI/Drug Related Forfeiture Distributions/ Training/ Expenses DUI/Drug Related Capital Equipment FORFEITURE FUND TOTAL EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $1,535 $211 $47 $1,000 $500 $0 $0 $5,807 $1,000 $0 $29,229 $10,802 $21,989 $21,000 $21,000 10 $_0 $0 $4,000 5 000 $30,764 $11,013 $27,843 $2T00 26 500 2008 2009 2010 2010 2010 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $11,830 $96 $0 $5,000 $5,000 $0 $11,868 $9,238 $8,000 $8,000 $2,216 $1,552 $3,817 $5,000 $5,500 5 389 $0 41 406 8 00 $8,000 $19,435$13,516 54 4612$ 6.000 $26,500 FUND BALANCE AT END OF YEAR $70,779 $68,276 $41,658 $42,658 $42,658 VA JL O LL 0 o00 O 0l0 O O O o 0 0 0 0 N W O_ ooO c O V fA fA O O p N k N U c C LL C� 0 0 U N U W c 0 o m m c �O 0 0 0 0 O O O O O o O O 0 0 (OO (OD 00 00 1 90 00000 O coo O O O O 0 0 0 0 O O O N W O_ � O c O V fA fA JOMOMO p N k N U c C LL C� 0 0 U N U W c 0 o m m c �O 00000 O coo O O O O N O M, 0 O O OV00 N W O_ � O c O V fA fA JOMOMO p N k N U c C LL C� 0 0 U N U W c 0 o m m c 00000 O coo O O O O N O M, O U (O EA ffi N W O_ � O c fA EA 00000 O 000 O O O N O M, O O M Hi N (O EA ffi J E w MO c V Nm O fA fA G @ N C O J E w N n C L c , O @ O p N k N U c C LL C� 0 0 U N U W c 0 o m m c �O 3 LL @ In LL @ LL @ O � F a` O 0 O N O O W W 6 O 0 Mm M M M @ O O O O N N N N 73 !Y N000 0 -Q o o,0 0 0 0 0 0 O 0 0 0 0 0 0 00000 O 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O O 0 O N m EA O O O O O M O N O O O EA EA 0 0 0 O t0 i0 O 0 O O O O O M to W W V �O M W o o o o .- , V (fi (fl Eli (fl H3 Ef3 Vi 0 0 00 0 O 0 0 0 0 0 00 0 0 0 0 0190 O O o 0O 0 0 0 0 0 0 O O 0 0 0 0 0 O O O N 0 0 0 0 0 (D 0 o o o o .- , V C' O000 O } M fA fA fA M m G9 E9 E9 Vi 0 O O co N tfi N N� 0 0 00 0 O O oo OO00O OO�OO 0O 0O 0O 0O 0O 0 O O 00OO 000m 0 0 O O N 0o 0O O �?Oo O000 O O mOO N tfi 0 0 00 0 O O 000001 0 00000 0 0 0 0 0 0 0 0000 O� O V' oCD h � 8 V O N O N N O O W 0 0 0 o N N O O CO O m m 0 2 O O 00 o 0 0 0 O 0 O 0 O 0 0 0 0 0 0 0 0 0 0 o 0 O O o O 0 O 0 V O N O C OJ m 0 0 0 o N N O O CO N fA 0 0 0 0 0 O O 0 0 0 0 0 001-0 O O O W N 0 0 0 0 0 O O 0 0 0 0 0 0 O O o IN O N O o 0 0 0 0 0 (D (O O O to N Q .N- O O (OO W m EA fA EA (fl N N ff3 V M N N N Eff Eli vi ER EA Eli bi H3 C N U J o v d 0 W o c x _ y@ a W N N G N ry N G G L N O a o 0 0- m w 9 o L V 0 5 5 N C o E a W W C W U tz O O 0 C) N N O N_ otj O LL o U U U_ C Z _N O N N@ m y y Z o Q .0 E o co N N O O U C a J N G N W L m Z _N CO N W W N Z N Q LL H co m m F N W F U H to- U) lo- li m M M M N N N M N V Of (n 0 00 0 O X O 0 0 0 0 O O O O O O O W C �v aggq vv ov NY'Y`TIT 60000 o 500000 50 F O 74 o0 00 � o Fire Education Training Fund The Fire Education & Training Fund is an education program that is designed to provide training to Police and Fire personnel. The Fund allows the City to use its existing trained Fire personnel to provide education services for both in-house and outside organizations. 75 FIRE EDUCATION/TRAINING FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Interest Earnings Miscellaneous Revenues Education/Training Tuition In House Police Training Fund Balance/Reserves FIRE EDUCATION/TRAINING FUND TOTAL REVENUES Personal Services Supplies Consulting & Contracted Services Capital Outlay FIRE EDUCATION/TRAINING FUND TOTAL EXPENDITURES Fund Balance/Reserves 2008 2009 2010 2011 2012 ACTUAL Actual Actual BUDGET BUDGET $17 $3 $2 $0 $25 $206 $91 $165 $100 $150 $1,110 $1,735 $2,065 $1,400 $1,600 $810 $1,800 $3,670 $1,300 $1,475 Ko $-0 $-0 Ko 50 $2,143 $3,629 $5,902 $2,800 $3,250 2008 2009 2010 2011 2012 ACTUAL Actual Actual BUDGET BUDGET $1,764 $1,780 $4,376 $2,300 $2,650 $356 $696 $596 $400 $550 $0 $0 $100 $0 $50 LO Lo $0 L) Lo $2,120 2 476 $5,072 $2,700 $3.250 Lo FUND BALANCE AT END OF YEAR $289 $1,442 $2,272 $2,372 $2,372 76 w rri 0 0 0 0 N m C 0 0 0 0 N O O O N N O N O O a r E o F m N N L a m w Q V V y m N � C m � x�co � O W m LL m m= - o Q o U LL 0 ❑- o 0 O OO O ' O O M } 0 W Sm LL wO M m M M J M m tp N ANN O O O O 0 0 0 O O O O O 0 0 0 O 0 'O 0 0 00 H3 O O N d N M co W m � U3 H3 to � O OO O O O O O j N N N N 0 0 0 N p Uto (_O O N N Q (rD. Ni N Lr; co 6M9 O O O O O O O O Oam"'m 0 SII N 0000 000 0 a n r_ m o m o 0 o n fA fA rri N m C a m N O N w o E o F m a c Z W c c L a m w Q M O O y m N � C x�co � O W m LL m m= - o Q o U LL 0 05 o LU m w O 00000 O W Sm LL wO M m M MC J M m F �wi NNN ANN rri w oo o0 0 00 O O O O O N 0 0 O) O O O O 0 9 0 0 0 0 0 0 0 C C M O 0 o .? Vi a m U Z O O O) O O N O O O O f» H3 R O O O O O O O O O O O O fA V3 E9 W V 0 O O O M o o } O O O O Z � O M 0 0 0 0O LL. O m (9 M fA FA O Q U d 0 0 0 O O O O p 9 00 0 0 0 O 0 N p ,N— 0 0 w O M O O M O V v N N N (H 4i N N N O N N N F- O OO O O O O p N 0 0 0 0 O O O O U O (9 (O O (p N Q N h lA M 4i I� M Q7 fA N O to d � U1 f9 d3 to O O O O O O O (6 0 0 0 0 O O O 0 SU N Ul O In O N (O N Q N V3 W t0 M O zo vi OO O O O O 00 OJ N 0 0 0 0 0 0 O V O N QU I� fN r N M N tN oo o0 0 00 O O O O O O h 0 0 0 0 O O M 3 d o d N d rn 4 N N N C C M O 0 o .? Vi a m U Z O O O) O O N O O O O O R O O O O O N N 7 fA V3 E9 W V 0 o M o o U3 O O O O Z 0 0 0 0 O 0 0 0 0O LL. O m 2 U O m M t9 4i 0 O Q U O O OI O O O O O O O O O N 4i ffl ff3 O 000 O O O O O O O O (fl W M fA N G V y @ N ¢ N U 3 d o d N d rn fn N C C Q N U L 0 o .? c � a m U Z N d a U_ W R O c c Z H v N 7 0 o o o d Z m E E a N W W m LL. O m 2 U O m o Q U Q U O w o m W N NU M M M uj �- o 0 0 0 0 0 N N N 0 0 0 iy co N N N v N ON ON ON d N N N N N N O N N N F- 78 HOUSING & REDEVELOPMENT AUTHORITY (H.R.A.) The Housing and redevelopment Authority is comprised of the Mayor and four City Council members serving as the Board. The H.R.A. oversees all commercial and residential redevelopment activities in the community. 79 HRA GENERAL FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Property Tax Levy/Increment Penalties, Interest, Forfeitures Interest on Investments Miscellaneous Revenue Apache/Dominium IRS Audit Fund Balance Equity Transfer HRA FUND TOTAL REVENUES Personal Services Consulting & Contracted Services Greater Metropolitan Housing Salo Park/Silver Lake Village Professional Services - IRS Audit Transfers to General Fund Land Acquisition/Capital Projects HRA FUND TOTAL EXPENDITURES Fund Balance Reserves 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $108,338 $106,191 $107,661 $110,500 $110,500 $453 $1,129 $1,264 $2,000 $1,000 $32,573 $5,207 $3,487 $67,500 $16,000 $1,466 $8,664 $21,010 $1,000 $10,050 $0 $0 $9,478 $0 $3,200 K Lo $28,600 $34,000 $59,400 $142,830 $121,191 $142,900 $215000 $200,160 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $96,817 $101,016 $101,327 $105,200 $105,700 $41,787 $23,277 $7,708 $40,700 $24,250 $18,798 $12,500 $12,500 $12,500 $12,500 $27,680 $26,215 $23,900 $28,000 $25,900 $0 $0 $9,478 $0 $3,200 $27,500 $28,600 $28,600 $28,600 $28,600 Ko LO Lo Lo $212,582 $191,608 $183,513 $215,000 $200,150 K FUND BALANCE AT END OF YEAR $13,058 ($57,359) ($97,972) ($97,972) ($97,972) 01 7 TWO O LL N 0 oN oog0 0f 000to 00 00O 0O p om p0d' o 0m O o Om O o oO0m a0(O 0 0 0 p0 N ONOO00 000 O 0 , NNN O L m c m M N OJ OJ O 'S 0 0 0 m O N N E9 N N N O Lo N C H3 H3 H3 f9 (fl H3 fA EA H3 N f!i FA 0 0 O 01O 0 0 0 0 0 0 000 O J m Q O O O O O O O O OO 000 O 0 6 0000 a7 O r N N W 660 m }(y V3 Hi V3 V O m N m O O) N m M Mi m O fA O M M O 0(? 1n0 fn M M M M M M M M C cl� o N m o o a a a a W) O O O s� 0 0 -0 -0 -0 0 0 0 fA EA Vi fR 43 f9 U M M m 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 O O O f9 O O O O O O O N m m N N N I- N O Cl! m m O O 'S (V M N O N W of of W E9 f9 fR f9 fA fA fA fA N 69 EA 0 0 0 0 0 0 0 00 0 O O O p (p 0 0 0 0 0 0 0 0 0 0 OO O O WO O O M O m 0 0 0 j M N Q N 1� O M O O r EA m n N Q7 V N O O (O (O N fA d� ff3 fi3 V3 E9 EA F9 H3 0 0 0 0 0 0 0 00 0 O O O O W N 0 0 0 0 0 0 0 0 0 0 O O O O 0 O N O O N O O O m O U3 m O f9 O O N N m O N N N W m m m N .- m M N (O W W W EA fA f9 f9 f9 M fA (fl di EA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 m m o 0 0 0 0 0 0 0 0 0 0 0 0 0 r W O O O N O O O (V O U (O (O O) M m m EA m O O m N Q O N m h I m N N N N W N�m c W N V N N N H3 Efl H3 fA fA to fA E9 EA N fA N O p oaQG m m_ N o U rn a M N N S C C S N L L 00 0 0 0 N O U% N ✓+ V y Lo N C N16 C C N ✓� T T N O O C Q 0 0 N N N E Ea U) W m N p O O U U o. a` J m lL 0 L F U 0 w m w C C C C M 0(? 1n0 fn M M M M M M M M O M M o N m o o a a a a W) O O O s� 0 0 -0 -0 -0 0 0 0 m O O d M M M O M M M M M U M M 81 O O O 0 0 0 0 0 N Q M N W O � O O O O O O MO j M M fD O U O M N N Q l0 V O) O O R O O O 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O 0 0 O cora rnon M v> o d' C O (� N V V m M Nl O M N O> O N fA E9 fA (A M V di (fl gg Ef3 O� 0 0 0 0 0 0 0 0 0 O N m O O N OC,5 O M (O f0 N t0 M (D ff3 4� r U5 N N3 E9 (A O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 O O O F' O M V M d O M fA to � O O O O 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O O Ol O O O O O o o a 0 0 0 0 '10 0 O O O O b3 fA O E9 N C: O O m O N N r of y d' t0 E9 (O M M U3 M ff3 EA fA O O O 0 0 0 0 0 N Q M N W O � O O O O O O MO j M M fD O U O M N N Q l0 V O) O O R O O O 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O 0 0 O cora rnon M v> o d' C O (� N V V m M Nl O M N O> O N fA E9 fA (A M V di (fl Ef3 O� 0 0 0 0 0 0 0 0 0 O O OO 0 0 0 0 a O O O � o^i (O f0 N t0 M ff3 4� r 0 0 0 0 0 0 0 0 0 0 0 0 M fl O Om m 0 M A A M N V O M fA M (fl Hi 82 O � O O O O O O O EA H3 PARK IMPROVEMENT FUND The primary focus of the Park Fund is to provide a park system that offers a variety of recreational opportunities for residents of all ages. This fund is designated for the renovation and refurbishing of the City's park system. 83 PARKIMPROVEMENTFUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Interest Earnings Park Land Use Fee Sale of 2009A Tax Abatement Bond Miscellaneous Revenues Fund Balance Reserves PARK IMPROVEMENT FUND TOTAL REVENUES EXPENDITURES Water Tower Park Project Emerald Park Central Park/Improvements & Renovations Capital Outlay PARK IMPROVEMENT FUND TOTAL EXPENDITURES Fund Balance Reserves 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $0 $1,304 $0 $0 $0 $0 $1,500 $0 $0 $0 $0 $1,350,965 $0 $0 $0 $0 $0 $0 $0 $0 10 �—o U $00 NO LO $1,353,769 $0 NO 500 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $0 $0 $0 $0 $0 $43,794 $1,212,630 $64,518 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,794 $1,212,630 $64,518 $00 L0 U0 NO Ko U0 U0 FUND BALANCE AT END OF YEAR ($39,438) $101,701 $37,183 $37,183 $37,183 84 O OUi 609�OK�0 O N j0 0 a Oa OM o Oo 0 0000 F a w o 0609 m c ry U w d (Ofl0000000 M �0E9 Q M N O m P- m v (if �- t0 N M c N 2 U> a M N m ) fl A N U) > w '� 0 @ N LL Co 69 M N N m d E lL C 69 Vj �C 88 o 80000� 0 00010 00 ON 069 0OMOM0 6 000, 0O o R W a? O y N 69690. N �' N F' = N 0 F 85 m a w m c E w d Z m v (if c N 2 U> a M N m ) LL U) > w '� 0 @ N LL O U% m N N m d E lL C Q � �C JmLL �� T dU�Jj a s o c z¢ N= o o o G O W a? O y N O N N �' N F' = N 0 N N N U G Coc N J Q N Y m U N O 0 80co N d 00 ry N O �LLN0- C C C U@ N@ mu OF- m F- u D O F O o c O d N a` > z 06 01 c Of oocoMM� c<onm d 0M M0 M M M M M M M M M M M — m m m U M M M LL N N N O O O 85 m 00 0 0 x 0 0 0 0 0 0 0 0 0 0 0 0 0 f9 (A fA f9 Vi 00 0 0 0 0 0 0 0 08 0 0 0 0 0 0 V3 Efl E9 E9 ffl 0 0 008100 0. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 Eli V3 fA vi Efl (fl EA 00 0 0 0 0 0 000000.0. 0 0 0 0 0 0 O 0 OOO OO 0 v- O O O o ui o m o o� ffl Ni m } M. M � r N N V E9 (O O O) O a Efl fA N 3 m O = O U N Q N O N C @ N O r Q U @ N x c W O LL m m o � o u N C 00 0 0 x 0 0 0 0 0 0 0 0 0 0 0 0 0 f9 (A fA f9 Vi 00 0 0 0 0 0 0 0 08 0 0 0 0 0 0 V3 Efl E9 E9 ffl 0 0 008100 0. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 Eli V3 fA vi Efl (fl EA 00 0 0 0 0 0 000000.0. 0 0 0 0 0 0 O 0 OOO OO 000 O O O o ui o m o o� ffl Ni m M � N N V E9 (O O Efl fA �Z ZZ Z�Zi7C' n v v O r o 0 �cmp O (O O N N r � E9 EA 0 00 0 0 0 0 0 0 0 0 0 0 0 or000coov ffl 0 fA f9 O 47 O r r N M 69 E a W O O o o o o o o 0 0 0 0 0 o 0 o 0 0 0 0 0 0 0 0 (fl fl3 H3 (H (fl fA f9 fA Oo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (fl b3 EA E9 EA E9 E9 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 V3 E9 E9 E9 EH E9 EH E9 0 0 0 0 0 0 0 0 O o o o 0 0 0 o 6660 0000 Efl (fl m ffl (/3 f9 fA f9 0 0 0 0 0 0 0 0 O O O o 0 0 0 0 0 0 0 0 0 0 0 0 � Efl ea �En E»EA to 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 d d o d o 0 o d E» E» E» E» EA E» EA e» O N O N M 00 0.- rn m rn rn rn rn rn m m M M m M M 0 0 0 0 0 0 0 0 0 0 0 0 0 0 vvvvvvv ssos000 N �O N t0 t0 N N fF3 O m r Z w z Z w LU LU O Of a Y K a 0 0 STREET RECONSTRUCTION The Street Reconstruction Bond Fund is part of a systematic plan to reconstruct substandard residential streets and alleys. Thirty-five percent of the reconstruction costs are financed through special assessments of the adjacent properties. The remaining sixty-five percent is financed though Road Improvement Bonds which are supported by the Tax Levy. 2011 2012 Dollar Road Improve Levy Road Improve Levv Increase Percentage $1,368,492 $1,500,575 $132,083 9.65 87 STREET RECONSTRUCTION BOND FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Property Tax Levy Interest Earnings Hennepin County/Silver Lake Road Project Special Assessments Prepayments Sale of Improvement Bonds Miscellaneous Revenue Transfers from Other Funds STREET RECONSTRUCTION FUND TOTAL REVENUES EXPENDITURES Bond & Interest Payments Street Improvement Project/2003 Street Improvement Project/2005 Street Improvement Project/2006 Street Improvement Project/2007 Street Improvement Project/2008 Street Improvement Project/2009 Street Improvement Project/2010 Street Improvement Project/2011 STREET RECONSTRUCTION FUND TOTAL EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $951,651 $1,042,994 $1,266,455 $1,246,400 $1,500,750 $66,426 $5,872 $1,250 $0 $0 $0 $668,484 $0 $0 $0 $163,445 $155,906 $156,051 $344,100 $336,450 $120,267 $256,535 $139,233 $0 $0 $1,871,746 $4,036,750 $2,020,341 $1,940,000 $0 $4,052 $2,476 $0 $0 $0 $615,579 io $98A51 Ko Lo $3,793,166 $6,169,017 $3681781 $3,530,500 $1,837,200 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET $2,006,627 $1,248,128 $2,844,111 $1,527,000 $1,685,975 $3,000 $0 $64,493 $0 $0 $2,000 $0 $35,958 $0 $0 $26,136 $0 $0 $0 $0 $207,780 $0 $0 $0 $0 $1,674,542 $908,059 $157,280 $0 $0 $153,992 $2,331,826 $124,919 $0 $0 $0 $98,047 $1,912,429 $0 $0 "—o L0 $161,621 $1,940,000 RO $4,074,077 $4586,060 $5.300 811 $3,467,000 11,685,975 FUND BALANCE AT END OF YEAR $1,990,146 $3,573,103 $1,954,073 $2,017,573 $2,168,798 01 d O O 0 0 0 0 0 0 0 0 N N N � V V N O N M V M p a lr 1f3 E9 � (f! fA E9 M K O O 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 O> O) OJ O M N r N � M m am Jnr o 0 m U3 � V3 Ni Ui V N F� 0 V3 0 0 0 0 0 0 0 0 0 � } <O Vj N �f3 43 � VI Ui rA d O O 0 0 0 0 0 0 0 0 M N O O lA N O O 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 N N N Vi N M a N N N V V N O N M V M O O 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 O> O) OJ O M N r N mm m am Jnr o 0 m V3 Ni Ui V N 3 d J N E 0 `o E 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N Vi V N V N h N N 19 V N m 0 0 0 0 0 N O O O O 0 N 0 0 0 0 0 0 0 0) 0 0 0 0 0 0 0 0 0 0 N h M N N Q7 O N eA O (n V3 O O O O O O 0 0 0 0 0 0 0 0 0 V(O h N If! M U3 (A ff3 M E9 M W r m } N V m h M N N O r M M 22N V3 mmN W O E9 E9 N N N E9 GA 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (O OJ N O O O O N m M N V C O N !A m m cs � ifi iA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O mai .= o o � rimddooi of o 0 o m wv� � mNwvaM Nrvo ni O O 'V V to h V N tp M (ii N N N N f!) ff! lfl N lA N (A Ui O O O 0 0 0 00 0 0 OI O 0 0 0 0 0 0 m ro N M N OJ O O O O m (O r O N or U W N N tf! lA t9 Ui N N C eH O W O M m N M V O M m M � N ffi U3 V3 O O O 0 0 0 0 0 0 0 0 0 M ro r O r O O (O O N N O O O SO U N O f0 V' N O O O M OJ V m FA f9 O O r N m N V r co N t0 d' Cl r O O N N O O N cli U3 (fl N tp Q N N N N M N N N r 0 0 N M N f0 r W m O �- a] Q Q Q Q 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N N O O O O O y Y N N N N N ro 0 0 0 0 0 W 0 0 0 0 0 0 0 0 0 0 0 E m ro E E U U U U U U U U E E E E E L U c c c T T T T T 0 0 0 0 0 0 0 0 0 0 0 0 0 m 2 2 2 2 2 2 2 T m m m N v Z ro oc N c E a N m N N N ro c a O O O O O O O 00 O U U U U U U U U W M M 7 W N o m ro m m m m 0 ro LL' KmK KIK CL. m c c c c c 0m 0 0 0 0 0 m m m m m U `m m m m m m m in to rn (65 c7>c7�ci�t7� m L ~ Fo- U HS d U rn rn m m m v V 'V V V ro 0 0 0 0 0 0 0 0 m m m m m m m m Z 0 0 0 0 0 N o 0 0 0 oN M M m o m m M N r M m r m m m m m m 0 0 0 0 M 12 O� M N N N U N l00 � 100 M N t0 N COMMUNITY CENTER FUND The Community Center Fund is a Special Revenue Fund that is used for the operation and maintenance of the New City Hall/Community Center. Revenues are derived from a transfer from the General Fund and I.S.D. #282 rent. COMMUNITY CENTER FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Interest Earnings $929 $174 $57 $2,000 $400 Rental Receipts $125,000 $125,000 $125,000 $125,000 $125,000 City Offices Rental Transfer $68,300 $71,100 $66,100 $66,100 $68,150 Fund Balance/Reserves K) $0 K $4,600 LO COMMUNITY CENTER FUND TOTAL REVENUES $194,229 $196,274$191,157$197,700 $165,315 $197,700 $193,550 EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Personal Services $12,069 $12,400 $12,999 $13,400 $13,800 Consultant Services and Other Charges $55,221 $57,917 $62,425 $56,700 $59,050 Utilities $52,486 $53,779 $55,094 $64,200 $53,800 Maintenance Repair Building $46,396 $59,432 12A 797 $63,400 66 900 COMMUNITY CENTER FUND TOTAL EXPENDITURES16$ 6 172 $183,528 $165,315 $197,700 $193,550 FUND BALANCE RESERVES $0 $0 $0 $0 $0 FUND BALANCE AT END OF YEAR $52,361 $65,107 $90,949 $90,949 $90,949 92 )} 93 �® \ E \) ) \}) / �j T 0 \ )j j \\ 2 'mo 6 }�0 \ E 06 >/06 )ee 06 0 0 S a§q 4 00 }\ /\ / \}}\\ \\ \\ \ (00 /} )\\\ e Om 0 60.0 60 @/}\\ ®® \\ \ cc 00 0 �QV.Oom 008 606 6 a{/\N ®® // \ 93 �® \ E \) ) \}) / �j T 0 )j j \\ 2 'mo 6 }�0 \ E 06 >/06 )ee 06 0 0 S a§q 4 )(\ }\ /\ / 93 71 N 0 0 0 00 0 0 0 0 0 0 0 0 0 N 0 0 0 0 O O 999 O O O O O m p 0 o 0 0 O O O O O O 0 0 0 0 m m 0 0 0 0 O O 0 m O N N N� M N O m O> 6> N cr m Ml m I O m — N mm 6. 49 � a m(MO 0 0 0 0 O O 0 0 0 0 O D o w O O O O O O O O O O O O ffl (O N W rn Mr tH E9 u? M o O V i� V M N m o an U v 0 o 818 m s MGmp O C M O N W N c7ro �) LU N N m M �- M M m O 006 s } Nf c O V �f1 N W ON M V A (A N U M M M M N 0 0 0 0 O O O O O O O O m of o 0 0 0 O O O O O O O O m —Mon 0 0 0 0 6. 49 � 00000 0 0 0 0 O O 0 0 0 0 O D o w O O O O O O O O O O O O ffl (O N W rn Mr N Q u? M o O V i� V M N m w m U v 0 o a m s � to Unww m c7ro �) LU N 0 006 s } U Z O V �f1 N W ON M V H3 (A N U M M M M fn 0 0 FA 63 o O o O O O o o N O 2 00 o 0 U V3 fl3 o v v v O O O O OO O O O O O O O L O O O o O O O O O Oro 0 H O O O O O O O p U m In W 07 In � m p p m fA H3 N fA to M to m ff3 E9 EA FF3 Ef3 N 0 0 0 0 O O 0 0 0 0 0 O M ro o 0 0 0 0 0 0 0 0 0 0 0 O p V M O Oi Oi M N N m of N Q m M M V M M� C N O m CD -7 N m N m 00 N g 6 49 � 0 0 0 0 O O 0 0 0 0 0 O D o w O O O O O O O O O O O O ffl (O N W rn Mr N Q u? M o O V i� V M O O w m U v 0 o a m s � to N C U U N C Ol N N D c C N O m ) L m 00 o U W H D o w o w w Z a .0 U UUUW) c 0) v mZ @U W w m U v 0 o a m s Unww m c7ro �) LU N 0 006 s } U Z O V �f1 N W ON M V N N U M M M M fn 0 0 O o O o O O O o o N O 2 00 o 0 U d U o v v v v v v v v F 4% c O O o L O O O o O ammm vim Oro 0 H 94 UTILITY FUND Enterprise Funds are to account for operations that are financed and operated in a manner similar to private business. The intent of the City of St. Anthony is to provide water & sewer services that are to be recovered primarily on a user -fee basis to the residents and businesses of the City. 95 Water & Sewer Fund Water & Sewer Utility Division: provides services to include the distribution, maintenance and repair of the City's water and sanitary sewer systems. The objective is to provide the residents of the community with safe drinking water and disposal of sanitary sewer services treated by the Metropolitan Waste Control Commission. In addition, the utility division is responsible for the maintenance and repair of the following: ➢ 330 ➢ ➢ Fire Hydrants ➢ 129,160 Feet of Sanitary Sewer Line ➢ 1,500 Feet Force Main ➢ 82,040 Feet of Storm Sewer 96 UTILITY FUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Investment Interest $10,613 $777 $335 $5,000 $4,000 Misc. Receipts & Permits $4,351 $1,909 $1,039 $9,200 $8,500 Sewer Charges $797,360 $775,480 $776,470 $838,300 $901,500 Water Charges $800,858 $798,050 $789,022 $848,400 $943,255 WACNVater Connection Fees $3,150 $450 $0 $2,000 $1,200 SAC/Sewer Connection Fees $5,950 $850 $850 $2,000 $2,550 SAC Credits - Retained by City $0 $0 $2,267 $0 $775 Other Services and Charges $19,364 $8,883 $8,767 $0 $6,300 Addition of Fixed Assets $25,928 $158,129 $0 $00 $00 Investment Valuation Increase $0 $0 $0 $0 $0 UTILITY FUND TOTAL REVENUES $1,667,574 $1.744.528 $1.578.750 $1.704,900 $1.868.080 EXPENDITURES 2008 2009 2010 2011 2012 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Personal Services $579,866 $606,718 $615,511 $627,600 $636,100 General Supplies/Depreciation $259,112 $273,713 $310,669 $139,900 $281,250 M.W.C.C. Waste Disposal $467,267 $513,610 $502,255 $522,500 $580,280 Other Services and Charges $270,651 $300,171 $280,404 $309,000 $288,325 Capital Outlay/Transfers $76,339 $86,267 $80,693 $105,900 $82,125 2003B Water/Sewer Revenue Bonds $76,386 $74,089 $71,454 $0 $0 2007 Street Improvement Projectlfransfer $150,000 $0 $0 $0 $0 1 & I Reduction Project 734 134 $00 $00 Lo UTILITY FUND TOTAL EXPENDITURES $1,880355 $1 854,702 $1,860,986 $1.704.900 $1.868.080 FUND BALANCE AT END OF YEAR $3,638,498 $3,528,324 $3,246,088 $3,246,088 $3,246,088 97 7�L 0 LL 98 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N O O O O O o 0 0 0 0 0 0 0 0 O O r N m O N SIJ r c i0 N CO V O M M S N N OJ O W r M (fl ffl (A (H O V fA fA (O (p (p O) O) W Vi to OJ Hi (fl M 0 0 0 0 0 0 0 0 0 O O O O) O O H D y� V3 Ifl ffl (fi 69 EA N N i m M O3 ffl V d 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O ON a O fA O O (fl O O O fA O O EA EA O O O O N M V O O O O m m sN9 N N M 06 cd C H3 Hi O O w ro r r e� F» 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O m 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O N O O O n O O N O n O) 0 0 0 O O U M fA fA N O V3 r N r (O (O Vi N� N N Q M OJ N V O di n 0) r n kA fA N cp Oi OCT � co Co M � (fl 63 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O n 0 0 0 0 0 0 0 0 M O O O) OJ OJ Q M A L6 06 06 rrn vas �v v t» F» vi 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O p� 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 00 M 0 0 0 O to O O N O O W V V U N Q (p O] M M OJ W M N N r m N N N C m o A E m �- 2 LL m °'o E rna o c O cc N °'d W N Of U U o m 4 O > p a m c 2 LL N a N o m U U O m N U (q v N N LL w m y 4'1 Q N N v w N Vi Q Q > > N C Q fn VI U7 >> J F K N 0 Z O a` LL v � 0 0 0 0 0 0 0 0 0 0 0 0 0 1- M 0 O N M M M V N N �N[l Ol W OJ OJ W W W W W W OJ OJ OJ T O M M M M. 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Ih M M M M M M Q N -Q � o o 0 0 0 0 0 0 o n o o O 0 98 W m O LL 99 S.OM�N M 'n mNIO M N O M N N M N N M mm O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O N M c0 N d' O M a7 C6 V (D (9 r Cl O N to N m O) O) 0861 -110 08 08 O O- O CO N 43 N t0' O W Ui O N O Opa Q O V NN( M � N N N (I3 N 08 0-888 N W O UOi N�W O O 6.6 Q � � O N V (O N M N N N N W m d(n O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O j O O O O n O) O tO O M 0 0 0 0 0 0 M - N O O� of 0 M 0 0 0 0 0 0 0 0 0 of tp V N a7 OJ n (O 0 N 0 0 0 O O O 0 O U N- V O NN O m N N N N N N W U3 tf3 0 0 N a -- 6-7 M N (ND (O m (O N M V c- r,7 W (D n n (A U3 N N l/3 tl� N Vi V3 V (O b3 Vi N N @ C O1 � m E N CL 0 o c o- a w rnU o o3 LL ti t] D U W ` N O LL. m af a c e @ O O O O @ TC @ ¢ N¢ U O O C @ N @ w N E 0` �` N J O¢ N N N IL I- @ N U U- G N C V @ U (n C N N @ N 0 0 `— U m¢ E m m 2 oI� > lz mm E` UmU�C nOww m a ` �Osm m o 0 H H U F h w U N N N N N N M @ N N M M m CM M NN N N N N U M M M M M M M M M A V' q'(O N n O n n O O O O O O O 0 0 06 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 �J U O O O O O O cw mmm N °'MM W W W W Nmmmwmmmmco @comm w "T If If YY'Y `!?Y `m 9'Y Y 1 IT Y VYY �-?YY a n n r n U n n r n n n O r r n r n n n n n U r r r 99 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000000 OOO OO O N O ON O OO(NN9 OOQMMN7 M O M N N N O n O n N N O N O N O r N N V3 M V O O O N O O N O r N r r n YJ n O N O N O O c0 N N N (p (D M N V M N d' N O N n W M W O W m r O N V O (O (O M W � n M r M V M '- (O N N � M 47 � n M c MIS � 43 Vl M � N 1q Vi Y> N VN 19 1n IA N M M rN M N M M N M XO 0N 0(� 0of 0M� O OM OOJOOOOOOO OV 0N OV ON OO OO oO OO ON Or OQ7 O(p O OO 000000 000000 OOO OO O N O ON O OO(NN9 OOQMMN7 M O M O U N O V N M n n N a> W (O O M OJ M N N N V N V N V N (O O (O W V_ V N N r N N N M N N N O O r O N V O (O (O M W � n M r M V M '- (O N N � M 47 � n M c MIS � 43 Vl M � N 1q Vi Y> N VN 19 1n IA N O O O OO 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O _ O O O O O 00000 OOOOOOOOOO OOrN OOVnV 900 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O 000 00Nr(O O ON O OO(NN9 OOQMMN7 M O M O U N O V N M n n N a> W (O O M OJ M N N N V N V N V N (O O (O W N N NO NO 0 0 O W o c MIS O m o. u rN M N M ¢ M m O O d N M V M 100 O O O O O 00000 OOOOOOOOOO OOrN OOVnV 900 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O 000 00Nr(O O ON O OO(NN9 OOQMMN7 M O M O U N O V N M n n N a> W (O O M OJ M N N N V N V N V N (O O (O W N N C nNM O W o c MIS O m o. u rN M N M ¢ M 100 O O O O O 00000 OOOOOOOOOO OOrN OOVnV O OOOO O 000 00Nr(O O ON O OO(NN9 OOQMMN7 ON O jOO.O rN MN MO NN MV O mO O O n MoN M C nNM c MIS O m o. u rN M N M ¢ m O O d N M V M N 41 M 4i (O O 1n M M M tli V3 V) d> N M M O) W N (fi N U3 N N 43 Vi M M M V3 N Vl IA Ui IA Vi U1 W3 N V E T 4i fn 41N N d 100 O O O N 000000�O O OOOO O 000000 0OooOOOOOO m C O M@ rN MN MO NN MV O mO O O n MoN 01 (O N V M(O T V O rN(DW C nNM (O c MOM O m o. u N N O M N M N Q m O O d N M V M N 41 M 4i (O O 1n M M M tli V3 V) d> N M M O) W N (fi N U3 N M N 43 N W) M V3 N Vl IA Ui IA Vi fA n N 100 N N V m C C 91 O 3 `m mL c 00 m o. u a as v 0 NLL m O O d N W LL O O Q > Z Ny`y0 COON �� L (n N'CC U 6U U G'i A0 W V E T E a @ d d ` o o w u N C@ C C C N v o L m o v@ O U@ v m U N w (n M w w m> E E U O w w m E O 0 z O¢ m U O w U a` 1- U l m m H F@ F F J J J p o o N N NN N N V M M M M M M M M M M 'Z N o 0 o 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 o Oa 0 0 0 0 0 0 oco0 0 0 0 0 0 0 m o 0 0 o a o 0 0 0 0 0 0 0 o O cc a a a @ N 0 N 0 N N N N OE V v V V V 0 V V IT V 'v g V V 7 V V V ._ V V F F F d O O O O a n n r r 0 0 0 0 0 cn r n r r n n O O O O O O O O O O O O O O O r ... m O O O O O I- 100 LIQUOR OPERATIONS The Liquor Fund is an enterprise fund used to account for operations in a manner that is similar to private business. Profits from operations are directed to the General Fund, capital equipment purchases and park improvements by the City Council. 101 Liquor The City owns and operates two off -sale liquors stores known as St. Anthony Village Wine and Spirits. Market Place is located at 2700 Highway 88. Silver Lake Village is located at 2602 - 39th Avenue NE. The purpose of a municipal liquor operation is to control the sale of alcoholic beverages and produce revenue. Profits from the Liquor Operations are transferred to the General Fund, which reduces property taxes and finances the purchase of capital equipment for Police, Fire, Public Works and the City's parks system. The budgets for Marketplace and Silver Lake Village consist of estimated sales, operating costs and depreciation amounts for both stores. 102 St. Anthony For Fiscal Year 2012 Liquor Budget - All Stores TOTAL NET INCOME $273,185.00 $163,875.00 $437,060.00 103 Market Place Silver Lake Village Total REVENUES: 2012 2012 2012 Budget Budget Budget Liquor Sales $3,759,500.00 $3,127,600.00 $6,887,100.00 Less: Cost of Goods Sold ($2,894,815.00) ($2388,100.00) ($5.282.915.00) Total Gross Profit $864,685.00 $739,500.00 $1,604,185.00 Gross Profit Percentage of Sales 23.00% 23.64% 23.29% EXPENDITURES: Market Place Silver Lake Village Total 2012 2012 2012 Personal Services: Budget Budget Budget Salaries -Regular $145,700.00 $143,275.00 $288,975.00 Salaries - Manager $101,650.00 $101,650.00 $203,300.00 Salaries - Bookkeeper $26,400.00 $26,400.00 $52,800.00 Employers Contribution/Pension $37,950.00 $37,700.00 $75,650.00 Employers Contribution/Insurance $37,100.00 $37,100.00 $74,200.00 Unemployment Compensation $975.00 $975.00 $1,950.00 Total Personal Services $349,775.00 $347,100.00 $696,875.00 Occupancy Expense: Uniforms $1,000.00 $1,000.00 $2,000.00 Laundry Services (Rugs/Cleaning Rags) $2,500.00 $2,100.00 $4,600.00 Utilities $20,000.00 $26,000.00 $46,000.00 Supplies $7,000.00 $5,500.00 $12,500.00 Cleaning Supplies $400.00 $750.00 $1,150.00 Office Supplies $1,750.00 $2,000.00 $3,750.00 Telephone $4,600.00 $6,200.00 $10,800.00 Sanitation Disposal $0.00 $850.00 $850.00 Insurance $12,500.00 $12,450.00 $24,950.00 Travel/School/Conference $700.00 $750.00 $1,450.00 Contracted Cleaning Service $2,000.00 $2,000.00 $4,000.00 Maintenance & Repair $3,500.00 $3,350.00 $6,850.00 Depreciation $41,300.00 $41,300.00 $82,600.00 Equipment Rental $1,100.00 $500.00 $1,600.00 Credit Card Fees $71,000.00 $57,750.00 $128,750.00 Common Area Maintenance Charges $22,500.00 $18,000.00 $40,500.00 Freight $20.000.00 $20,500.00 $40,500.00 Total Occupancy Expense $211,850.00 $201,000.00 $412,850.00 Services: Security Services $650.00 $800.00 $1,450.00 Signs/Advertising $10,000.00 $10,000.00 $20,000.00 Licenses/Dues $2,750.00 $2,775.00 $5,525.00 Professional Services $11,000.00 $11,500.00 $22,500.00 Internal Loan /Interest $5,475.00 $0.00 $5,475.00 Misc. Services & Charges$100.00$2,600.00$2,700.00 Total Services $29,975.00 $27,675.00 $57,650.00 TOTAL EXPENDITURES $591,600.00 $575,775.00 $1,167,375.00 Operating Income $273,085.00 $163,725.00 $436,810.00 Add: Other Income$100.00$150.00 250.00 TOTAL NET INCOME $273,185.00 $163,875.00 $437,060.00 103 O LL E 104 r» N 0 0 0 0 0 0 0 0 0 0 O O O o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O o 0 0 0 o 0 0 0 0 0 0 0 0 o O O o 0 0 0 00 0 0 0 v m o 0 o 0 o 0 v m o 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N 0 O 0 0 0 0 0 0 p O N N O N N r 0 M M N W O N O N O O �- M O O O 6� N O O M M O N O M M O N N N O O T p} m 61 (O N N M � N O r M V N N V O� Qj N (9 M M of N N N M N Ui Ni 43 N M W F9 N N f9 (A (/3 (9 (9 W M (9 (O N 19 FA N M N WIN O W FA M f9 43 (/f N N M lA N M N N M M M M p O O O 0 0 0 0 0 0 0 OMr OOJ OIN� O(NO ONV p(rp O(p Om OMN OmO OMM OVI OM OrO O0M1' ON(p O(VO' 00 0OV 0OrJ 0[MO 0NO0OM] 0 ,01 0O(WNp O O O O O O O O OO O O O O O 0 0 0 0 0 ONN N O O N N M^N ANO IOrO(O CD O) N M Q T V' N Q p N N M M t9 M f9 !9 43 !9 V3 M V3 r N O� N f9 M N M M N N N V3 4i eA MM (9 N N l9 N N V3 (A 4J (fl NN f9 W O O O 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O 0 0 0 0 0 0 0 O 1. O O O O 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O 0 0 0 0 0 0 0 O O O V p J Ol rr NOJ O O] (O M O VO N ONlfl NNO OfA MF9 NNT N 61 NM NMM TMV Vr(n N r 0M fO )j MNM(p MQ N;MO MMNNMNN M (fl N M N (p N N f9 N v3 N M 43 Yi E9 !q N N M N N N N N N N N N O O O 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O 0 0 0 0 0 0 0 O O O O O O 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O O OO 0 0 m N O o] N O r 46 N N M V N Ol r N r N m N N r r Q N W d' N O� M M V3 lii f9 W N N V N N N T fA f9 V N M N N N N N N N N N (A N N N N N N f9 W N N N N N N N O) m U � E O O � G ✓+ O C J @ N W N om Q LL� N U U Z m N N O m o o$ m rn � E U m @ E' v N Y D U V ✓� O C m X Vi Or .Z N U m N C v0 N W y N J 0 O W U y N d C N ✓i L i m m O D U@ N Z O U N G K N 01 U C O N I N a LL o w m w=_ E o g 4 m a @@@ E E E@ ' >E Eoa'S v co,-Eo.n 0 m J J «0 (n (n (n W W m FL F L @ m C @ U G Z O O O 7 N O N O M M M M V p V V N N N M M M @ m @ � .t zt � 7 W N N N N N N N N N N N N @ @ N _ V'— V V U E V P V' C V C V V V V V' V' V V V Q 1 m V d' C'd'd' d' d 0 n m d C E C -- W M. ro 0 N @ M M N M M N M W W N OJ o] M M W M @ M W O] N W OJ W O' `m 7 N c v v v v o N U 4 4 Y c v c v v v o v a o a v v .'-' Z c v v v v o _ O m@ N 1 n X N W LL N N N N N O O O O O O r r r r r n U O N {(� N N N N 1n N N N N N N N N to O O O o o O O O O O O O O O O O @ N N N N N N 0 0 0 0 0 0 E O a O O Z 104 105 O O O 0 0 0 0 0 0 0 O O O O OO O O O O O O O O O O O O 00 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 O .... 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OM O h h r h r h r h r r r h r r r h n @Z 0o 0N 0N 0to . 0N q h r h h r h O 0 Z 105 Fund Balance Policy Purpose: It is important to establish sound financial management policies to ensure financial stability of the City of St. Anthony for the benefit of residents and businesses. fund balance reserves are an important component in ensuring the overall financial health of a community, by giving the City sufficient funds to meet contingency and cash-flow timing needs. In establishing an appropriate fund balance, the City needs to consider the demands of cash flow, need for emergency reserves, ability to manage fluctuations of major revenue sources, credit rating and long-term fiscal health. General Fund Policy: • The City will maintain an unassigned General fund balance (minimum fund balance) in the range of 30-35% of subsequent year's budgeted operating expenditures (net of expenditures for police services to other cities) to meet contingency and cash-flow timing needs ; however, this need could fluctuate with each year's budget objectives. o Annual proposed General fund budgets shall include this benchmark policy. Council shall review the amounts in fund balance in conjunction with the annual budget approval, and make adjustments as necessary to meet expected cash-flow needs. • In the event the unassigned General fund balance will be calculated to be less than the minimum requirement at the completion of any fiscal year, the City shall plan to adjust budget resources in the subsequent fiscal years to bring the fund balance into compliance with this policy. • The City Council may consider appropriating (for authorized purposes) year-end fund balance in excess of the policy level or increasing the minimum fund balance. An example of preferred use of excess fund balance would be for one time expenditures, such as capital expenditures, which do not result in recurring operating costs. • Appropriation from the minimum fund balance shall require the approval of the City Council and shall be used only for non-recurring expenditures, unforeseen emergencies or immediate capital needs that cannot be accommodated through current year savings. Replenishment recommendations will accompany the decision to utilize fund balance. • At the discretion of the City Council, fund balance may be committed for specific purposes by resolution designating the specific use of fund balance and the amount. The resolution would need to be approved no later than the close of the reporting period and will remain binding unless removed in the same manner. 106 Authority to Assign: (Ali Funds) • The City Council authorizes the Finance Director and/or City Manager to assign fund balance that reflects the City's intended use of those funds. Flow Assumptions: (All Funds) • When both restricted and unrestricted resources are available for use, it is the City's policy to first use restricted resources, and then use unrestricted resources as they are needed. When committed, assigned or unassigned resources are available for use, it is the City's policy to use resources in the following order; 1) committed 2) assigned and 3) unassigned. Definitions: (General Fund and All Other Governmental Funds) Nonspendable fund balance— amounts that are not in a spendable form or are required to be maintained intact. Restricted fund balance— amounts subject to externally enforceable legal restrictions. Unrestricted fund balance —the total of committed fund balance, assigned fund balance, and unassigned fund balance. Committed fund balance — amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. Assigned fund balance — amounts a government intends to use for a specific purpose; intent can be expressed by the government body or by an official or body to which the governing body delegates the authority. Unassigned fund balance — residual amounts that are available for any purpose in the general fund. Fund balance—the difference between assets and liabilities reported in a governmental fund. 107 City Fund Balances The audited Fund Balances for City operations at the end of 2010 totaled $14,236,833. A review of those funds and a description of their intended use for budget years 2011 and 2012 are listed below. General Fund - $1,624,700 The General Fund provides resources for financing general services and daily operations of the City including Administration, Finance/Insurance, Police, Fire, Public Works and Parks Maintenance. The fund balance has been committed to support expenditures for: 1) $1,479,270 Working Capital 2) $ 50,000 Insurance Reserves 3) $ 10,000 Contract Insurance Reserves/Deductibles 4) $ 28,000 Unemployment Reserves 5) $ 57,430 Pre -Paid Insurance MSA Road Project Fund - $36,175 This fund is restricted to provide funding for reconstruction or renovation/design of streets and sidewalks that are designated as Minnesota State Aid Road Projects. Revenues are derived from State Aid funding of the projects. The fund balance is used to fund start up costs for future MSA projects and must be spent on the improvements of MSA designated roads. MSA Bond Fund - $72,298 This fund provides funds to support the bond payments for the State -Aid Street Improvement Bonds issued in 2000. Recycling Fund - ($6,637) This fund is a restricted use fund that provides funding for recycling services and programs within the City limits. A portion of the Assistant City Manager's salary is charged to this fund. Grants from Hennepin and Ramsey Counties provide the primary funding for recycling. The fund is also committed as a revenue and expenditure source for the City's annual Clean-up Day. Forfeiture Fund - $41,658 This fund is a self-sustaining restricted use fund comprised of money generated by the sale of vehicles and other seized assets confiscated for driving under the influence and drug-related offenses. By statute, these funds are to be used to supplement the Police Departments operating fund for use in DUI/Drug-related enforcement, education and training. 108 Fire Training Fund - $2,272 The Fire Training Fund is an education program that is designed to provide training to Police and Fire personnel. The Fund allows the City to use its existing trained Fire personnel to provide education services for both in-house and outside organizations. HRA General Fund - ($97,972) The HRA oversees all commercial and residential redevelopment activities in the community. The HRA General Fund allows for the payment of administrative costs which are associated with providing development opportunities within the City. Capital Equipment Fund - $42,032 The Capital Equipment Fund is used for major capital equipment purchases (refer to the 5 -Year Capital Equipment Plan). Primary funding is derived from a variety of sources including General Fund reserves and transfers, Water/Sewer revenue, Liquor Operations profits and the trade and sale of existing equipment. Equipment Certificate Debt Service - $15,826 In 2003, the City issued an equipment certificate for the purpose of purchasing a new Fire truck. Additional capital improvements, included: Civil Defense siren, furniture for the new Fire Station and upgrades to the phone system. The final payment of debt was paid on 02/01/08. Park Improvement Fund - $37,183 The primary focus of the Park Improvemnent Fund is to provide a park system that offers a variety of recreational opportunities for residents of all ages. The fund is designated for the renovation and refurbishing of the City's park system. Revenues are derived from Liquor Operations profits, donations from private sources, tax abatement bonds, transfers from other funds and park land user fees. Tax Abatement Bond Fund - $132,244 This fund provides funds to support the bond payments for the Tax Abatement Bonds issued in 2001 & 2009 for Park Improvements. Road Improvement Bond Fund - $915,429 The Road Improvement Bond Fund is a restricted use fund, which is part of the City's on-going road improvement projects plan. Road improvement bonds are issued to pay for the initial project. Special assessments and a road improvement levy fund the re- payment of the debt associated with the sale of these road improvement bonds. These funds can only be used for the payment and issuance costs of road improvement bonds. They are non -transferable to other funds or projects. 109 Road Improvement Construction Fund - $194,441 This fund provides record keeping and funding for the reconstruction of City streets. The fund receives proceeds from bond sales and payments are made to contractors, consultants and engineers for specific street improvement projects. Revolving Fund - ($50,804) The Revolving Fund is the fund, which serves as general improvement fund. Each year the City Council dedicates the use of this fund to various projects such as park improvements, capital equipment purchases, computer technology, street improvements and contingencies for emergency expenditures. Funding is primarily from the transfers of general fund reserves generated from cost effective budgeting and controls. Building Improvement Fund - $1,822 The Building Fund is a relatively new fund, which serves as an improvement fund for City buildings. The fund was established in 2004 to provide funding for infrastructure and non-recurring maintenance costs for City owned buildings and structures throughout the Village. Funding is primarily from the transfers from the General Fund and profits from Liquor Operations. 2009 Street Improvement Construction Fund - $18,186 This fund provides record keeping and funding for the reconstruction of Chandler Drive and Foss Road. The fund received proceeds from the sale of the 2009A - $2,630,000 improvement bond. From the proceeds, payments are made to contractors, consultants and engineers for the road improvement project. 2009 Road Improvement Bond Fund - $462,660 The 2009 Road Improvement Bond Fund is a restricted use fund, which is part of the City's on-going road improvement projects plan. To fund the initial project, the City issued Road improvement bonds totaling $2,630,000. The road improvement levy and special assessments fund the re -payment of the debt associated with the sale of the bonds. 2010 Street Improvement Construction Fund - ($17,906) This fund provides record keeping and funding for the reconstruction and utility improvements to Silver Lane and a mill and overlay to Old Highway 88. This is a joint project between the City of St. Anthony, New Brighton and Roseville. The fund received proceeds from the sale of the 2010A - $1,375,000 improvement bond, New Brighton's share totals $549,200 and Roseville's portion for the mill and overlay totaled $54,400. From these proceeds, payments are made to contractors, consultants and engineers for the road improvement project. 110 2010 Road Improvement Bond Fund - $73,494 The 2010 Road Improvement Bond Fund is a restricted use fund, which is part of the City's on-going road improvement projects plan. To fund St. Anthony's portion of the project, the City issued Road improvement bonds totaling $1,375,000. The road improvement levy and special assessments fund the re -payment of the debt associated with the sale of the bonds. 2011 Street Improvement Construction Fund - ($161,621) This fund provides record keeping and funding for the reconstruction of Beldon Drive, Coolidge Street, Harding Street and Edward Street from 37th Avenue NE to 36th Avenue NE. The fund received proceeds from the sale of the 2011A - $1,940,000 improvement bond. From the proceeds, payments are made to contractors, consultants and engineers for the road improvement project. Community Services/City Hall Fund - $90,949 The Community Services/City Hall Fund is used to fund the operation and maintenance of the City Hall building. Funding is comprised of annual rent charges of $100,000 from I.S.D. #282 for the Community Services portion of the building and a rent transfer from the General Fund for the segment of the building used for City Hall. The $2,650,000 bonds issued in 1995 were paid off in February of 2004 and all financial obligations for the building have been paid in full. Water & Sewer Fund - $3,246,088 The Water & Sewer Fund is an enterprise fund used to provide water and sewer services to the community. Funding for operation and maintenance of the system is provided on a user -fee basis, which is based on consumption of water. In 1998, reserves from the Water and Sewer Fund provided funding for the restoration of the Water Tower at 33rd and Silver Lake Road. In addition, $350,000 was dedicated in 2000 for water main improvements to the Silver Lake Road Bridge Project, Storm Water Fund - ($7,730) The Storm Water Fund was developed in recent years to provide funding for improvements to the City's stormwater system for 100 -Year flood protection. Funding comes from a variety of sources including, storm water fees charged to residential and commercial entities, State and County grants, transfers from other funds and interest earnings. Recent projects funded by the Stormwater Fund include the Silver Point Park Project, Harding Street Holding Pond Project and a portion of the 29th Avenue Street Improvement Project. It is anticipated that a large part of the renovations have been completed however, reconstruction of the City's stormwater system will continue for the next several years as part of the annual street improvements. ill Storm Water Bond Fund - $138,933 The Storm Water Bond Fund was created to provide funding for the 29`" Avenue Street Improvement Project. In 2000, the City issued Storm -Sewer Revenue Bonds totaling $1,610,000. Revenues derived from user fees that are assessed to the quarterly utility bills are dedicated to provide funding for the annual principal and interest payments of the bond. Water Filtration & Purification Fund - $5,183,068 The Water Filtration & Purification Fund was established and is dedicated to provide safe drinking water to the residents. The monies in this fund were derived from a cash settlement that the City received from the United States Army and Honeywell as damages for contaminating the City's water supply. The original ten-year agreement which provided 90% funding for operation and maintenance of the carbon filtration plant has expired. The City is now 100% responsible for the operation and maintenance of the plant. The present financial plan in place is to use the annual interest earnings from the money to fund yearly operation and maintenance costs. Since, the Minnesota Pollution Control Agency has indicated that contaminates in the water could be in the system for as much as 100 years, long range financial plans and how these funds can best be used will be on-going over the next several years. Liquor Fund - $2,122,960 The City now owns and operates two off -sale stores (Market Place and Silver Lake Village). The Liquor Fund is an enterprise fund used to account for operations from the City's municipal liquor stores. Profits from operations are directed to capital equipment purchases and park improvements. The majority part of the fund balance is inventory and reserves to support the $940,000 Liquor Revenue Bonds issued in 1997. Annual debt payments run through 2012 and total $95,000 per year. Severance Fund - $127,085 The Severance Fund is a restricted use fund that provides funding for employee personal leave and comp -time severance pay upon their termination of employment with the City. The City's General Fund liability for 2010 totaled $691,339, the Water/Sewer's liability totaled $98,896 and the year-end liability for Liquor Operations totaled $49,244. Since it is unlikely that all employees would leave the City at the same time, the fund balance is deemed adequate to fund annual costs for the following year's potential liability/payments. 112 CITY OF ST. ANTHONY FINANCIAL MANAGEMENT POLICY 12/31/2011 113 CITY OF ST. ANTHONY FINANCIAL MANAGEMENT POLICY CONTENTS I. SUMMARY........................................................................................1 II. REVENUE MANAGEMENT............................................................. 3 III. CASH AND INVESTMENTS............................................................. 5 IV. RESERVES...................................................................................... 7 V. OPERATING BUDGET..................................................................... 8 VI. CAPITAL IMPROVEMENTS PLAN .................................................. 9 VII. DEBT MANAGEMENT.....................................................................10 VII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING........................................................11 IX. RISK MANAGEMENT.......................................................................12 X. ATTACHMENT: A. GLOSSARY OF TERMS 114 City of St Anthony Financial Plan CITY OF ST. ANTHONY FINANCIAL MANAGEMENT POLICY Scope: A Financial Management Plan serves two main purposes. It draws together in a single document the City's financial policies and establishes clear principles that should help both Staff and Council members make consistent and informed financial decisions in an increasingly challenging fiscal environment. Purpose: The City of St. Anthony has an important responsibility to its citizens to plan the adequate funding of services desired by the public, including the provision and maintenance of public facilities; to manage and plan municipal finances wisely, and to carefully account for public funds. The City strives to ensure that it is capable of funding and providing local government services needed by the community. The City will maintain or improve its infrastructure on a systematic basis to provide the community with quality neighborhoods and rising property values. Prudent planners must develop adaptive policies that provide citizens with the best possible service value within the prevailing financial context. In order to achieve this purpose, this plan establishes City policy in the following areas: • Revenue Management • Cash and Investments • Reserves • Operating Budget • Capital Improvements Plan • Debt Management • Accounting, Auditing and Financial Reporting • Risk Management Objectives: • To provide both short term and long term future financial stability by ensuring adequate funding for providing services needed by the community. • To protect the City Council's policy-making ability by ensuring that important policy decisions are not controlled by financial problems or emergencies and to prevent financial difficulties in the future. • To provide sound principles to guide the decisions of the City Council and management by providing accurate and timely information concerning various financial matters. 115 City of St Anthony Financial Plan FINANCIAL MANAGEMENT POLICY • To employ revenue policies, which prevent undue or unbalanced reliance on certain revenues; distribute the cost of municipal services fairly; and provide adequate funding to operate desired programs. • To provide essential public facilities and prevent deterioration of the City's public facilities and infrastructure. • To protect and enhance the City's credit rating and prevent default on any municipal debt. • To ensure the protection of all City funds through a good system of financial planning and accounting controls. • To create a document that staff and Council members can refer to during financial planning, budget preparation, and other financial management issues. 116 City of St Anthony Financial Plan REVENUE MANAGEMENT It is essential to responsibly manage the City's revenue sources to provide maximum service value to the community. Some revenue sources, such as intergovernmental transfers (LGA and HACA) are outside of direct City control and are consequently unaddressed by this policy. This policy establishes guidance for the two major sources of City revenue: property taxes and fees/charges. PROPERTY TAXES The property tax rate will not be increased without exploring all other alternatives. If, after reviewing these alternatives, an increase is required, the goal of the City will be to keep the property tax rate increase at or below the prevailing inflation rate. Basic City services, as annually defined and approved by the City Council, will be funded to the maximum extent possible by increases in market valuation, (i.e., new tax base growth and valuation increase). Priorities for increasing the property tax rate include: a Long-term protection of the City's infrastructure. • Meeting legal mandates imposed by outside agencies. • Maintaining adequate fund balance and reserve funds sufficient to maintain or improve the City's bond rating. Property tax rate increases to meet other purposes will be based on the following criteria: • A clear expression of community need. • The existence of community partnerships willing to share resources. • Establishment of clearly defined objectives and measurements of success. SERVICE FEES AND CHARGES The City will establish service fees and charges wherever appropriate for the purpose of keeping the property tax rate at a minimum and to fairly allocate the full cost of services to the users of those services. Specifically, the City will: Establish utility rates sufficient to fund both the operating costs and the replacement of capital equipment items, plus maintain an adequate level of working capital. 117 City of St Anthony Financial Plan • As part of the City's enterprise effort, evaluate City services and pursue actions to accomplish the following: • The City will charge non-resident fees, which reflect the total cost of the activity or programs. • Make services financially self-supporting or, whenever possible, strive to develop and maintain them as profitable. ■ Establish user charges and fees at or near a level related to the direct, indirect, and overhead cost of providing the services for enterprise operations. • Annually review City services and identify those for which charging user fees are appropriate. These services will be identified as enterprise services and fees will be set for each. Included, as part of this process, will be a market analysis that compares our fees to that charged by other cities. • Identify some enterprise services as entrepreneurial in nature. The intent of entrepreneurial services will be to maximize revenues to the extent the market allows. • Waive or offer reduced fees to youth, seniors, community service groups, and other special population groups identified by the Council as requiring preferential consideration based on policy goals. Selected criteria: To determine the specific rate to charge a fee for services rendered, the rate criteria can be one of five approaches: 1. Market Comparison ➢ Attempt to set fees equal to the market rate. 2. Maximum set by External Source ➢ Fees set by legislation, Uniform Building Code, etc. 3. Entrepreneurial Approach ➢ Fees will be at the top of the market. 4. Recover the Cost of Service ➢ Program will be self-supporting. 5. Utility Fees ➢ An analysis will be completed each year to determine the rate necessary to balance the operating budget. 118 City of St Anthony Financial Plan II. CASH AND INVESTMENTS Effective cash management is essential to good fiscal management. Investment returns on funds not immediately required can provide a significant source of revenue for the City. Investment policies must be well founded and uncompromisingly applied in their legal and administrative aspects in order to protect the City funds being invested. LEGAL ASPECTS Minnesota Statutes authorize and define an investment program for municipal governments. A. Investment Instruments Authorization • The City of St Anthony shall invest in the following instruments as allowed by Minnesota Statutes: a. United States Treasury obligations b. Federal Agency issues c. Repurchase agreements (repo's) d. Certificates of deposit e. Commercial paper - prime f. Bankers acceptances - prime g. Money Market funds investing exclusively in U. S. government agency issues B. Supplemental Depositories ADMINISTRATIVE PROCESS Investing the City funds shall be undertaken in a manner, which seeks to insure the preservation of capital in the overall portfolio. Safety of principal is the foremost objective; additionally, liquidity and yield are also important considerations. It is essential that money is always available when needed; therefore, the investment goal is to maximize yield while providing cash flow to meet expenditure needs. The City shall seek to conduct its investment transactions with several reputable investment security dealers and qualifying banks. The qualifying bank or dealer must have demonstrated, over a significant period of time, a successful, profitable, and reliable operation. Special care should be exercised when considering new services. 119 City of St Anthony Financial Plan The City will analyze market conditions and investment securities to determine what yield can be obtained and attempt to secure the best possible return on all investments consistent with security and liquidity requirements. Portfolio diversification must also be considered so that investments are not concentrated in one institution, in one type of investment, or purchased from one dealer. The investment portfolio of the City shall be designed to attain an average rate of return regularly exceeding the average return on three month U.S. Treasury bills, while seeking to augment returns above this threshold consistent with budgetary cycles, economic conditions, risk limitations, and prudent investment principles. Investment officials participating in the investment process shall seek to act responsibly as custodians of the public trust and shall avoid any transaction that might impair public confidence in the City of St. Anthony's ability to govern effectively. Staff will provide the City Council with a monthly report of the yield and status of the City's investment portfolio. 120 City of St Anthony Financial Plan III. RESERVES It is important for the financial stability of the City to maintain reserve funds for unanticipated expenditures or unforeseen emergencies, as well as to provide adequate working capital for current operating needs so as to avoid short-term borrowing. POLICY STATEMENT 1. The City will establish and maintain a Contingency Reserve Fund from the prior year's General Fund budget. These funds are available for appropriation by the Council for unanticipated expenditures and unforeseen emergencies. Council will review the request for funding on a scheduled basis and authorize funding as necessary. In an emergency, the City Manager has the authority to commit funds from the Contingency Reserve Fund. 2. The City will maintain fund balances in the General and Special Revenue Funds at a level which will avoid issuing short-term debt to meet the cash flow needs of the current operating budget. Generally, the goal of the City is to maintain a minimum balance of 30% - 35% of the operating budget. Within the general operating fund is the accounting of the Police contractual services provided to Lauderdale and Falcon Heights. Since each City makes payment on a monthly basis, there are no reserves deemed necessary for these expenditures. This need could fluctuate with each year's budget objectives and appropriations such as large capital expenditures and variations in the collection of revenues. 121 City of St Anthony Financial Plan IV. OPERATING BUDGET The Operating Budget is the annual financial plan for funding the costs of City services and programs. The General Operating Budget includes the General Fund, the Special Revenue Funds, the Street Reconstruction Fund, the Community Center Fund and the Capital Equipment Fund. Enterprise operations are budgeted in separate Enterprise Funds. 1. The City Manager shall submit a balanced budget in which appropriations shall not exceed the total of the estimated revenues and available fund balance. 2. The City will provide for all current expenditures with current revenues. The City will avoid budgetary procedures that balance current expenditures at the expense of meeting future years' budgets. 3. The City will coordinate the development of the 5 -Year Capital Equipment Budget with the development of the operating budget. Operating costs associated with capital improvements will be projected, approved by Council and budgeted on a project basis. 4. The budget will provide for adequate operation, maintenance, replacement of City equipment and for their orderly replacement. 5. The impact on the operating budget from any new programs or activities being proposed should be minimized by providing funding with newly created revenues whenever possible. 6. The City will maintain a budgetary control system to help it adhere to the budget. 7. The City administration will prepare monthly reports comparing actual revenues and expenditures to the budgeted amounts. 8. The operating budget will describe the major goals to be achieved and the services and programs to be delivered for the level of funding provided. 9. When establishing operating expenses, Enterprise fund budgets shall be balanced with operating revenues. Reserves from operations can be appropriated to provide replacement costs of property, buildings, equipment, or if appropriate, used when establishing rates and charges for services. 10. Each year, the City Council will approve an operating budget to establish a maximum level of total expenditures. The City Manager will be allowed to reallocate budgeted funds between departments and programs as needed during the year, provided that total maximum expenditures are not exceeded. 122 City of St Anthony Financial Plan V. CAPITAL IMPROVEMENTS The demand for services and the cost of building and maintaining the City's infrastructure continues to increase. No City can afford to accomplish every project or meet every service demand. Therefore, a methodology must be employed that provides a realistic projection of community needs, the meeting of those needs, and a framework to support City Council prioritization of those needs. Capital improvements include the scheduling of public improvements for the community over a five-year to ten-year period and takes into account the community's financial capabilities as well as its goals and priorities. A "capital improvement" is defined as any major nonrecurring expenditure for physical facilities of government. Typical expenditures are the cost of land acquisition, construction of roads, utilities, parks, vehicles and capital equipment. Capital improvements are directly linked to goals and policies, land use, community needs and sections of the Comprehensive Plan. DEVELOPMENT PROCESS • Staff will comprise, prioritize, consolidate and recommend Capital Improvement Projects. Devise proposed funding sources for proposed projects. Recommended funding sources will be clearly stated for each project. • Analyze debt service related to new projects. Each project, when applicable, will include its separate impact on the tax levy and/or utility charges as well as its total dollar cost. • Project and analyze total debt service related to the total debt of the City. • A debt study will be provided summarizing the impact of the project, review of the revenues and proposed debt. The City Council will evaluate all proposed Capital Improvements and decide on the following: • Project Prioritization • Funding Source Acceptability • Acceptable Financial Impact on Tax Levy, Total Debt, or Utility Rate Levels. 123 City of St Anthony Financial Plan VI. DEBT MANAGEMENT The use of borrowing and debt is an important and flexible revenue source available to the City. Debt is a mechanism, which allows capital improvements to proceed when needed, in advance of when it would otherwise be possible. It can reduce long-term costs due to inflation, prevent lost opportunities, and equalize the costs of improvements to present and future constituencies. Debt management is an integral part of the financial management of the City. Adequate resources must be provided for the repayment of debt, and the level of debt incurred by the City must be effectively controlled to amounts that are manageable and within levels that will maintain or enhance the City's credit rating. A goal of debt management is to stabilize the overall debt burden and future tax levy requirements to ensure that issued debt can be repaid and prevents default on any municipal debt. A debt level, which is too high, places a financial burden on taxpayers and can create problems for the community's economy as a whole. POLICY STATEMENT Wise and prudent use of debt provides fiscal and service advantages. Overuse of debt places a burden on the fiscal resources of the City and its taxpayers. The following guidelines provide a framework and limit on debt utilization: The City will confine long-term borrowing to planned capital improvements. The City will not use long-term debt for current operations. The City will pay back debt within a period not to exceed the expected useful life of the projects, with at least 50% of the principal retired within two-thirds of the term of the bond issue. 4. Total general obligation debt shall not exceed 2% of the total market valuation of taxable property in the City. Direct net debt (gross debt less available debt service funds) shall not exceed 3% of the total market valuation of taxable property in the City. 6. The City will maintain good communications with bond rating agencies regarding its financial condition. The City will follow a policy of full disclosure in every financial report and bond prospectus. 7. The City will use refunding mechanisms to reduce interest cost when economically feasible. 124 City of St Anthony Financial Plan VII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING The key to effective financial management is to provide accurate, current, and meaningful information about the City's operations to guide decision making and enhance and protect the City's financial position. POLICY STATEMENT 1. The City's accounting system will maintain records on a basis consistent with generally accepted accounting standards and principles for local government accounting as set forth by the Government Accounting Standards Board (GASB) and in conformance with the State Auditor's requirements per State Statutes. 2. The City will establish and maintain a high standard of accounting practices. 3. The City will follow a policy of full disclosure written in clear and understandable language in all reports on its financial condition. 4. A primary goal of the Finance Department is to provide timely monthly, quarterly and annual financial reports to users. 5. An independent public accounting firm will perform an annual audit and issue an opinion on the City's financial statements. 6. The City Council will review the audit report, approve its findings and meet with the Auditor to discuss any questions they might have in regard to the audit. 125 City of St Anthony Financial Plan VIII. RISK MANAGEMENT A comprehensive risk management plan seeks to manage the risks of loss encountered in the everyday operations of an organization. Risk management involves such key components as risk avoidance, risk reduction, risk assumption, and risk transfers through the purchase of insurance. The purpose of establishing a Risk Management Policy is to help maintain the integrity and financial stability of the City, protect its employees from injury, and reduce overall costs of operations. POLICY STATEMENT The City will maintain a Risk Management Program that will minimize the impact of legal liabilities, natural disasters or other emergencies through the following activities: a. Loss prevention - prevent losses where possible b. Loss control - reduces or mitigates losses c. Loss financing - provide a means to finance losses d. Loss information management - collects and analyzes data to make prudent prevention, control and financing decisions The City will review and analyze all areas of risk in order to, whenever possible, avoid and reduce risks or transfer risks to other entities. Of the risks that must be retained, it shall be the policy to fund the risks which the City can afford and transfer all other risks to insurers. 3. The City will maintain an active safety committee comprised of City employees. 4. The City will periodically conduct educational safety and risk avoidance programs within its various divisions. 5. The City will, on an ongoing basis, analyze the feasibility of self -funding and other cooperative funding options in lieu of purchasing outside insurance in order to provide the best coverage at the most economical cost. 126 ATTACHMENT A FINANCIAL MANAGEMENT GLOSSARY OF TERMS 127 City of St Anthony Financial Plan FINANCIAL MANAGEMENT GLOSSARY OF TERMS AD VALOREM TAXES ...........................A tax, which is based on value, such as property taxes. AGENCY FUND......................................A fund used to account for assets held by the City as an agent for other government units of employees. (Current agency funds are for deferred compensation for our employees and for the South Metro Drug Task Force). AUDIT.....................................................An annual third party review of financial operations and procedures required by State Statutes. BONDS...................................................A written promise to pay a sum of money at specified dates, including interest at a designated time. BONDED DEBT .....................................The portion of City debt represented by outstanding bonds. BUDGET.................................................A financial operations plan of proposed expenditures for a given period of time and the proposed revenues to finance them. Proposed expenditures must equal proposed revenues. CAPITAL OUTLAY.................................Expenditures resulting from the acquisition of fixed assets. CAPITAL IMPROVEMENT BUDGET.................................................A budget created to account for financial resources to be used for the acquisition or construction of major capital projects. FINANCIAL REPORT (CAFR)................The official annual financial report which includes combined financial statements, supporting schedules, supplementary information, extensive introductory information, and a statistical section. 128 City of Saint Anthony Financial Plan DEBT......................................................An obligation resulting from the borrowing of money or the purchase of goods or services. DEBT SERVICE FUND ..........................A fund established to account for the payment of principal and interest on debt of the City. ENTERPRISE FUND ..............................A fund established to account for the financing of services to the general public where all or most of the costs involved are recovered primarily through user fees. (City enterprise funds are water and sewer, police contract services and liquor operations. Expenditure ...........................................Disbursements for operating costs debt service and capital outlay. FISCAL DISPARITIES ............................Is a tax sharing pool created to distribute dollars to areas with modest tax capacity values. FISCAL YEAR .......................................The twelve month period to which the annual budget applies and at the end of which the City determines its financial position. The City's fiscal year is January 1St to December 31St. FIXED ASSETS......................................Long-term tangible assets which are "fixed" in nature, such as building, land, and equipment. FUND......................................................An accounting entity with a self -balancing set of accounts in which assets, liabilities, and equity are recorded for a specific activity or objective. FUND BALANCE....................................The difference between fund assets and fund liabilities. The fund balance can be used as a revenue source by decreasing an existing positive balance. GENERAL FUND ...................................This fund is used to account for all general operations of the City, which are necessary to provide basic governmental services. GENERAL OBLIGATION BONDS (G.O. BONDS)........................................Bonds that are backed with the full faith and credit of the City. 129 City of Saint Anthony Financial Plan GENERAL OPERATING BUDGET........ The part of the operating budget which includes the general, special revenue, and capital funds. (Excludes the enterprise funds). GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP)...................................................Uniform minimum for standards and guidelines for financial accounting and reporting. The primary authoritative body on the application of GAAP to state and local governments is the Governmental Accounting Standards Board (GASB). GRANT...................................................A contribution of cash or other asset from a government or other organization for a specified purpose, activity, or facility. INFRASTRUCTURE...............................Immovable assets such as roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, and lighting systems that are of value only to the City. INTERGOVERNMENTAL REVENUE ..............................................Revenues from other governments in the form of grants, entitlements, shared revenues, or payments in lieu of taxes. LEVY ......................................................The total amount of taxes or special assessments imposed by the City. LOCAL GOVERNMENT AID (LGA)....... Funds passed down to the City by the State of Minnesota. MARKET VALUE....................................The value determined by the County Assessor for real estate or property used for levying taxes. OPERATING BUDGET ..........................The annual financial plan for funding the costs of providing services and programs. PARKS IMPROVEMENT FUND.............A fund used to account for revenues and expenditures for the purchase, upgrade and maintenance of City parks. 130 City of Saint Anthony Financial Plan PROJECT...............................................An activity or operation created to achieve a specific purpose or objective containing its own budget, revenue source and approved expenditures. RESERVES............................................Funds set-aside for unanticipated expenditures or unforeseen emergencies, as well as to have adequate working capital for current operating needs to avoid short-term borrowing. REVENUE ....................................................Funds collected as income to offset operational expenses including property taxes, charges for service, licenses & permits, etc. RISK MANAGEMENT ............................The ways and means used to avoid accidental loss or to reduce its consequences if it does occur. SPECIAL ASSESSMENT .......................A levy made against a property to defray all or part of the cost of a capital improvement or service deemed to benefit that property. SPECIAL REVENUE FUND...................These funds are used to account for a revenue which is restricted for expenditures of a designated purpose. TAX CAPACITY VALUE ......................... Is the taxable portion of the market value, which is based on classification rates determined by the type of property tax. TAX INCREMENT FINANCING (TIF)........................................................A financing method where bonds are the anticipated incremental increase in tax revenue resulting from the redevelopment of an area. TAX LEVY ..............................................The amount of property taxes levied to finance operations that are not funded by other sources. TAXES ....................................................Compulsory charges levied by a government to finance services performed for the common benefit. 131 GLOSSARY ADA Americans with Disabilities Act Administration The department of the City of St. Anthony that is responsible for implementing City Council policies. The administration department is headed by the City Manager who is appointed by the City Council. The City Manager makes all personnel appointments, directs the work of the City Departments, ensures enforcement of laws, and makes recommendations for Council consideration. Book Value The value of an asset as it is reported on financial statements. It is equal to the purchase price of the asset minus its accumulated depreciation. Budget A financial operating plan showing proposed expenditures for a given period and the proposed means of financing them (also know as the Operating Budget). CAFR Comprehensive Annual Financial Report. The Governmental Accounting Standards Board requires this report as a matter of public record. Capital Expenditures Expenditures resulting in the acquisition of fixed assets. Capital Equipment Fund (#401) A fund used to account for the acquisition of major capital purchases other than those financed by proprietary funds. Comprehensive Plan A defined land use and zoning plan that was developed and placed in St. Anthony's City ordinances. Debt Service Payment of interest and repayment of principal to holders of a government's debt instruments. Debt Service Fund A fund used to account for the payment of principal and interest on various types of general obligation debt other than those payable from proprietary funds. The City of St. Anthony debt service funds are General Improvement Dept Service and General Obligation Tax Increment Debt Service. Depreciation The systematic allocation of the cost of an asset over its useful life. 132 Enterprise Fund A fund used to account for operations that provide goods or services to the general public and are financed primarily through user charges. The City of St. Anthony enterprise funds are sanitary sewer, water, golf, storm drainage, and solid waste recycling. Finance Department The department of the City of St. Anthony that is responsible for: accounting for all City financial transactions, billing for sewer and water charges, issuing business licenses and permits, administering bond payments, investing idle funds, and preparing the City's annual budget. The finance department also oversees risk management, auditing and all the Information System needs of the City. Fire Department The department of the city of St. Anthony that is responsible for protection of life and property from the hazards of fire, including suppression and prevention. The department is made up of 7 full time firefighters and approximately 20 fully trained volunteers. The department also enforces City codes, ordinances and regulations. Fiscal Disparities The portion of Commercial/Industrial property value added since 1974 that is shared by the metropolitan areas. Fixed Asset Long-lived, tangible assets that include buildings, equipment, and improvements other than building and land. Fund Balance The difference between the assets and liabilities of a governmental fund. GAAP Generally Accepted Account Principals and Auditing Financial Reporting Standards. General Fund (#101) A fund used to account for basic governmental activities such as general government, public safety, and public works. General Governmental Expenditures A broad category of expenditures that include all funds except proprietary funds. General Governmental Revenues A broad category of revenues that include all funds except proprietary funds. General Obligation Bonds (Debt) Bonds that are backed by the full faith and credit of the City. Homestead and Agricultural Credit (HACA) A form of state paid property tax relief for farm property and owner occupied homes. Housing and Redevelopment Authority (H.R.A.) The Housing and Redevelopment Authority is comprised of the Mayor and four City Council members serving as the Board. The H.R.A. oversees all commercial and residential redevelopment activities in St. Anthony. 133 LEVY (1) Verb: To impose taxes, special assessments, or service charges for the support of government activities. (2) Noun: The total amount of taxes, special assessments, or service charges imposed by government. Local Government AID (LGA) Intergovernmental revenue from the state to municipalities to help fund general expenditures. Net Tax Capacity "Net tax capacity" means the market value of real and personal property multiplied by its net tax capacity rates. Operating Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. Pavement Management Program A systematic plan to reconstruct substandard residential streets. Streets are upgraded by neighborhood based on street condition. Thirty-five percent of the reconstruction costs are financed through a special assessment of the adjacent properties. The remaining sixty-five percent is financed through public improvement bonds. Police Department The department of the City of St. Anthony that is responsible for protection of life and property. The department is made up of sworn officers, support staff, community service officers, and a reserve unit comprised of volunteer citizens. Police Reserve Program A volunteer group of all ages that assists police officers in many aspects of police work such as traffic control, crowd control, patrolling, etc. Since they are not sworn officers, they cannot make arrests. Proprietary Funds Funds that are used to account for a government's activities that are similar to those found in the private sector. Proprietary funds include all enterprise, liquor operations and community center. Public Works Department The department of the City of St. Anthony that provides for the construction and maintenance of public facilities and the provision of utility services, such as water, sewer, and recycling. Operations performed by the Public Works Department include: • All construction activities related to the design and construction of physical facilities in the City including preparation of plans, supervision and inspection. • Maintenance of streets, including sweeping, traffic signs, signal maintenance, patching, snow removal and storm sewer maintenance. Operation, maintenance and repairs of all water mains and sanitary sewer mains within the City. 134 Risk Management Maintaining a safety environment, which will enable the City to have limited exposure to lawsuits while maintaining low insurance costs. Special Assessment A levy made against certain properties to defray all or part of the cost of a specific capital improvement that benefits primarily those properties. Special Revenue Fund A fund used to account for the revenues from specific sources. They are usually required by statute, ordinance, or administrative action to finance particular activities of government. Street Overlay Resurfacing a street by grinding off the top layer and laying down new asphalt. Streetscapes Beautification of streets through landscaping, raised medians, or street lighting. Tax Capacity Rate (TCR) The rate that is multiplied against the tax capacity of a property to determine the parcel's property taxes. Tax Increments Annual property tax payments that come from new taxable property value which is created by specific economic development efforts. Tax Increment Bonds (debt) General obligation bonds issued by the City of St. Anthony to finance the economic and recreational projects. Tax Increment Districts A geographic area defined by the local government in accordance with state statutes. The area will be subject to redevelopment as a tax increment project. Tax Increment Financing (TIF) A method of financing by which improvements made in a designed area are paid by the taxes generated from the added taxable value of the improvements. Tax Increment Pooling The combining of dollars and several tax increment districts that may be leveraged for the benefit of all such districts. Tax Levy The total amount to be raised by general property taxes for the purpose stated in the resolution certified to the county auditor. Truth -in -Taxation A term applied to state -mandated public budget discussion held by each local tax levying body. 135 CITY EXPENDITURE POLICY The expenditure of City funds must be for a public purpose as implied in the statuary requirements set forth by the State policy of the City authorizing the expenditure. As the governing body, the members of the City Council establish policy relating to expenditures of public funds. The Council has established that it is essential that there be communication between the City Council, staffand the community. To enhance and assist with this process, the City Council supports contributing city funds or in- kind services to the following programs: Northwest Youth & Family Village Fest Sister City DARE St. Anthony Orchestra St. Anthony Historical Society Council desires that the City have community involvement and the ability to enhance their skills by networking with outside organizations. The Council supports annual memberships and a conference related to City business or their Department, but does not encourage the selection or the election of employees to be presidents of boards for philanthropic organizations. Examples are, but not limited to: Association of Metropolitan Municipalities Chamber of Commerce Economic Development Association of Minnesota International City Managers Association International Institute of Municipal Clerks Kiwanis League of Minnesota Cities Lions Minnesota Chiefs of Police Association Minnesota City/County Management Association Minnesota Clerks & Finance Officers Association Minnesota Government Finance Officers Minnesota Mayor's Association Minnesota Municipal Beverage Association Minnesota Public Works Association Minnesota State Fire Chief's Association Municipals Other: Memberships and Conferences related to City Business or Departments Because many of these events are scheduled during meal times, the City pays for the cost of attendance and the meal. In addition, the City pays for costs associated with annual conferences or conventions of these organizations. Each year, Council supports the recognition of longevity by City employees and authorizes an employee recognition program (see page B-36; E-24) to acknowledge those employees who have completed service in increments of 5 years (5, 10, 15, 20 and etc.). Policy allows for the employees being recognized to receive mugs, t -shirts or small rewards for their accomplishments. 136 Emnlovee Expense Reimbursements: Mileage reimbursement. The City of St. Anthony reimburses its employee for mileage reimbursement equal to the amount allowable by the IRS. Meals. The policy of the City is not to pay meal expenses for meetings between consultants, elected officials, departments, other Cities or the City Manager. However, if it is necessary to hold aup blic meeting over mealtime, the City will pay for the cost of the meal. Exception. If deemed necessary by the appropriate Department Head, the City will pay for meal expenses or snacks for City employees during extended emergencies. The City will pay for meal expenses or snacks for long-lasting events such as water main breaks, sewer back-up's and election day duties. The City will pay for light refreshments and snacks for employee training, open houses or public meetings. Rein7bursement Policy. Employees must submit an expense report requesting reimbursement of expenses incurred. Receipts should be attached that include documentation of the date, who attended and purpose of the meeting. fhe approval processes for reimbursement of expenses include • Department Heads will review and sign off on expense reports for employees within their Department. • The City Manager or his/her designee will review and sign off on expense reports for Department Heads. • Two (2) members of the City Council (Mayor & Mayor Pro -Tem) will review and sign off on the City Managers expense report. • The City Manage or his/he designee and Mayor will review and sign off on expense reports for the members of the Council. • The City Manager or his/her designee and Mayor Pro-"fem will review and sign off on expense reports for the Mayor. Once approved, the reimbursement of those expenses shall be presented on the Council agenda as part of the verified claims list and approved by the City Council. Approved/Non Approved Activities: All activities and expenditures are subject to review and approval of the City Council. Careful consideration is given by the City Council to determine what expenditures are appropriate for the City and what funds serve a "public purpose." The Council does not support expenditures that are classed as "gifts." Examples would be employee bonuses, gifts for graduation party's, flower for funeral/illness or any expenditure that does not serve a community purpose or benefit. 137