HomeMy WebLinkAbout2008 Budget BookCITY BUDGET
3301 SILVER LAKE ROAD
ST. ANTHONY, MINNESOTA 55418
RHONE 612-782-3301
TABLE OF CONTENTS
G
ManagementLetter.................................................................................................... 1-5
Introduction.............. .......................................................................................................... 6-7
PrincipalCitV Officials...........................................................................................................8
Goals..................................................................................................................................... 9
BudgetCalendar.................................................................................................................10
OrganizationChart..............................................................................................................11
Revenues..................................................................................................
Expenditures.............................................................................................
Mayor/Council...............................................................................
Public/Intergovernmental Relations ..............................................
CableFranchise............................................................................
General Management...................................................................
City Clerk/Elections.......................................................................
Finance/Insurance/Accounting.-... -.............................................
.1 ......................... __
........................... 35
........................... 36
............... 37-40
PublicWorks..........................................................
Public Works Maintenance/Repair, Equipment.....
Tree and Weed Care .............................................
Parks......................................................................
Community Services/Recreation Programs ..........
Salaries..................................................................
Five -Year Capital Equipment Plan .......... .................................................. ......... ....55-60
Capital Equipment Budget.., ... .................................................................................. 56
Five -Year Plan............................................................................................................. 57-60
RecyclingFund........................................................................................................61-65
FundSummary..................................................................................................................63
Revenues.., ... .................... ...... .............................................................................. 64
Expenditures......................................................................................................................65
ForfeitureFund ... ....... ............................ ............. .....................................................
66-69
FundSummary..................................................................................................................67
Revenues...........................................................................................................................68
80
Expenditures......................................................................................................................69
................... 73
Fire Education/Training Fund................................................................................70-73
FundSummary..................................................................................................................71
Revenues...........................................................................................................................72
80
Expenditures., .., _ ... _ ... . ................................................................................
................... 73
Housing and Redevelopment Authority Fund .................. ........... .................. ..... ...74-77
FundSummary..................................................................................................................75
Revenues...........................................................................................................................76
Expenditures......................................................................................................................77
Park Improvement Fund.........................................................................................78-81
FundSummary..................................................................................................................79
Revenues...........................................................................................................................
80
Expenditures......................................................................................................................81
Street Improvement Fund.......................................................................................82-85
FundSummary..................................................................................................................83
Revenues...........................................................................................................................
84
Expenditures......, . ........... ......................... ....... .............................................................
85
Community Center Fund ................................................... ...................................... 86-89
FundSummary..................................................................................................................87
Revenues........................................................................................................................... 88
Expenditures......................................................................................................................89
UtilityFund...............................................................................................................90-95
FundSummary..................................................................................................................92
Revenues...........................................................................................................................93
Sewer Expenditures,___-, ... - .... ... ... - ........... ............................... ....... 94
WaterExpenditures...............................................................................................95
LiquorFund........................................................................................................... 96-100
BudgetSummary...............................................................................................................98
Market Place, Off -Sale, Revenues and Expenditures.......................................................99
Silver Lake Village, Off -Sale, Revenues and Expenditures... .... ...... ... - ........... _ 100
CityFund Balances............................................................................................. 100-104
Financial Management Plan............................................................................... 105-118
Glossaryof Terms............................................................................................... 119-127
Expenditure Policy........ .... ........................... I. ......................... ... ... I ... I ... I ............ 128-130
December 11, 2007
Honorable Mayor and City Council
City of St. Anthony, Minnesota
Dear Mayor and Councilmembers:
Management Letter
Herein, I submit for Council consideration the 2008 general operating budget. Included
in this document are the 2008 budgets for the General Fund, the 5 -Year Capital
Equipment Plan, the Recycling Fund, the Dare Fund, the Fire Education Fund, the H.R.A.
Fund, the Park Improvement Fund, the Road Improvement Fund, the Community Service
Fund, the Water/Sewer Fund and Liquor Operations.
Also, included in the budget are the goals set by the Mayor, City Council and Staff. In
addition, the policy document (Financial Management Plan), which was previously
reviewed and adopted by the City Council, is part of the budgeting text.
The objective of preparing the 2008 budget is to maintain or improve the existing level of
City services and programs with the use of financially conservative budgeting. Overall,
the proposed 2008 general operating budget represents an increase of $226,700 from last
year's budgeted amount.
The 5.12% increase in the proposed 2008 operating budget, includes a 3.5% salary
increase in wages, an additional $65.00 per month in the employer health insurance
contribution, the hiring of one additional full-time Police Officer for the Police
Department and inflationary increases for such items motor fuel, utility costs for City
buildings, general supplies and maintenance/repair.
Genera! Oyeratinga Futi
For year 2008, Staff is proposing a General Operating Budget in the amount of
$4,998,600, compared to last year's budget of $4,771,900, reflecting a 4.75% increase.
Overall, the personal services portion of the Budget continues to be the largest segment
and comprises 70% of the General Fund Operating Budget.
The increase in the 2008 operating budget is comprised of the 3.5% salary increase
(negotiated with the 3 unions and non-union personnel), the $65.00 increase in employer
health insurance costs and inflationary adjustments for motor fuel, utility costs for City
buildings, supplies and maintenance/repair items are factors that increased operating
costs for 2008.
Also included in the budget is the hiring of one additional full-time Police Officer
dedicated to St. Anthony that will benefit our Community. The need for increased
visibility and service is a natural progression for St. Anthony due the increase in
population associated with the Silver Lake Village re -development (estimated by Met
Council to be at 8,361).
By adding additional police personnel, the Department is able to allocate more hours to
patrol and service to our Community. This hiring also allows our Police Department to
continue its involvement in such programs as crime prevention, DARE, SWAT, etc.
without borrowing hours from our current patrol time.
Infrastructure Iniprovenzents
During the past few years there has been significant reconstruction of City streets, the
storm water system and our park infrastructures.
The 2007 road improvement project consisted of: 39`" Avenue from Silver Lake Road to
Fordham Drive; Pahl Avenue from Roosevelt Street to Wilson Street; 27t" Avenue NE
from Stinson Boulevard to Coolidge Street; Roosevelt Street from 27"' Avenue NE to the
alley north of Pahl Avenue; the alley north of Pahl Avenue from Roosevelt Street to
Wilson Street; the alley south of Pahl Avenue from Roosevelt Sheet to Wilson Street; the
alley south of 27"' Avenue NE from Stinson Boulevard to Wilson Street and the
sidewalks and street lights on Highcrest.
New street construction for 2008 is the reconstruction of Silver Lake Road from 37"'
Avenue to St. Anthony Boulevard. This project will be a cooperative effort between the
City of St. Anthony and Hennepin County. The total cost of the reconstruction is
projected at $10 million dollars. The County portion will be $6,500,000 and the City's
share is $3,500,000. The funds allocated for the City portion include $1,200,000 coming
from a combination of SAC/WAC fees, Chandler TIF and Stormwater Fees on hand and
the sale of a $2,300,000 road improvement bond.
Funding for road improvements continues to be 35% assessed to the property owners and
65% levied over the entire community for their use of City streets. However, since this is
a County Road there will be no direct assessment to the property owners who live on
Silver Lake Road. The normal 65% levy will be applied to the road levy which is funded
by all City property owners including the residents on Silver Lake Road. The project is
already taking shape and it is anticipated that the underground utilities portion will be
completed in 2007.
Also, in 2008 Pratt Ordway will continue its work at Silver Lake Village (several of the
Cottages have been sold and occupied).
Levv
Our goal for this budget is to provide our community with strong, quality services from
Police, Fire, Parks, and Public Works at the most cost effective and efficient way
possible.
St. Anthony's General Fund levy for 2008 totals $2,796,900 which represents a 5.12%
percent increase from last year's levy. A summary of the total levy is as follows:
Property Tax Levy $2,796,900 (General Fund)
Road Improvement Levy $ 968,031
Lease Revenue Bonds/Public Facilities $ 394,417
PERA Rate Increase Levy $ 7,500
Total $4,194,588
The road improvement levy was reduced by $54,106 with the pay-off of the 1997A road
improvement bond. In addition, it is anticipated the City will, in the near future, pay-off
its 1999A and the 2003D road improvement bonds. The funding available for the pay-
offs is from a combination of pre -payments of special assessments and interest earnings
on the construction funds.
Key Financial Management
One of our 2007 goals was to update the City's Key Financial Management Plan. The
purpose of this planning is to identify and prioritize key financial issues that the Village
will have over the next several years. Extensive financial plarming is done to allocate
resources in the replacement of our infrastructure, improvements or replacement of city
buildings, capital equipment needed by each department and provides the City with a
long range plan which identifies the funding source for each project.
This planning helps the City move forward with its projects, allows the City Council to
make financial decisions and allocate funding based on the need for both short and long
term projects.
Capital Equipment Purchases - Appropriation = $450,000
Traditionally, revenue for funding capital equipment has come from various sources
including: general fund/capital equipment transfers, interest earnings, trade/sale of
existing equipment, water/sewer transfers and liquor profits. In 2008, Council has
appropriated $450,000 to fund the Capital Equipment purchases. A review of the
revenue and expenditures is as follows:
Revenues:
Liquor Operations Profits $200,000
MSA Revolving Funds $150,000
Water Filtration Interest Earnings $ 50,000
Fund Balance $ 50,000
Total Available $450,000
Expenditures $450,000
Police:
Two Squad Cars
$
50,000
Tear Down & Build New Squads
$
5,000
Equipment Replacement/Squad Cars
$
5,500
CrimeNet/State Computers Upgrades
$
8,000
Police Bikes
$
3,000
Record Management System Upgrade
$
10,000
MP5's — Firearms
$
5,000
Radar Replacement
$
4,000
CSO — Vehicle
$
30,000
Defibrillator
$
3,000
Total Police
$123,500
Fire:
Turnout Gear
$
7,500
Pagers
$
1,600
Hose Replacement
$
1,500
Computers/Printers
$
1,500
Audio Visual Equipment
$
2,500
Fans/Blowers
$
1,500
Gas Monitor
$
2,000
Copier
$
12,000
Total Fire
$
30,100
Public Works - Equipment:
2 — Ton Plow Truck $ 37,000
Emergency Generator $ 20,000
High Ranger & Chipper Box $135,000
Locator & Water Testing Equipment $ 4,000
Update Well Pump & Controls $ 23,200
Park Playground Equipment $ 20,000
Refurbish Ball Fields/Maintenance $ 5,000
Total Public Works $244,200
Finance/Administration:
Replacement of Personal Computers & Oper Systems (3) $ 5,000
H/P Laser Jet Color Printers (2 color, I black) $ 3,500
P/C Software Ethernet/ACS Upgrades $ 3,500
Cisco Ethernet Switch/Transceiver Upgrades $ 6,700
File Server & Software Upgrades $ 8,500
Council Chambers & AN Room Improvements $25,000
Total Finance/Administration $52,200
Liquor Operations
The profitability of St. Anthony's Liquor Operations continues to be a focus for City
Staff and Council. Profits for year 2006 totaled $406,477. Profits through the first ten
months of 2007 total $324,201 and exceed the first ten months of 2006 profits by
$27,743.
After the redevelopment of both stores, business resumed to its normal day-to-day
operations. We have projected estimated annual profits from operations to total $400,000
each year, but the collapse of the 35W Bridge and the reconstruction of Silver Lake Road
may have an impact on our Market Place store.
In 2008, the allocation of profits includes $200,000 being transferred to the General Fund
and another $200,000 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.
A key factor in improving our community is intergovernmental cooperation between the
School District, Hennepin/Ramsey Counties, the Middle Mississippi Management
Organization, the Rice Creek Watershed and the City. The quarterly meetings between
the School Board and the City Council and our on-going dialog with the Counties and
Watershed Districts help us develop a better understanding of the overall needs of the
community. In addition, the City is very active in the League of Minnesota Cities and the
Association of Metropolitan Municipalities.
St. Anthony is a thriving and stable community. Undoubtedly major renovations and
projects will continue in the coining years. Protecting and maintaining our infrastructure
so that our City works both now and in the future will be an exciting challenge for City
Council and Staff.
Yours truly,
JVlichaef9Uornson
Mike Mornson
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, commerce
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
On April 24, 2007, the City Council held a public hearing to discuss the budget goals for
2008 and review estimated revenues and expenditures. The purpose of the meeting is
to provide the Citizens with an opportunity to communicate suggestions and
recommendations concerning the 2008 budget.
In late May, Department Heads start the preparation of their budgets for the next
calendar year (St. Anthony's fiscal year is a calendar year).
In June, Department Heads submit their budget requests for the general, special
revenue, debt service and enterprise funds to the 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 and financial policies.
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 longer-term goals,
needs and projections.
At the first meeting Council Meeting in September, the City certified a proposed tax levy
and budget to Hennepin and Ramsey Counties. Once the proposed levy has been
certified, the levy cannot be increased, but may be reduced during the final certification
process in December.
In late October, staff calculates the proposed tax rate and tax capacity numbers to
determine the impact on residential and commercial properties.
In early November, the impact of the proposed tax levy and budget is published and
"Proposed Property Tax Statements" are mailed to property owners. Because this
year's levy is $47,771 under the maximum levy increase allowed by the Minnesota
Department of Revenue, the City is exempt from holding a Truth -in -Taxation Meeting.
Staff presented the proposed 2008 tax levy and budget at the December 11, 2007,
regular Council meeting. At that meeting, the City Council adopted the 2008 property
tax levy and operating budget.
The City's property tax levy was certified to the 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,
Woaer Carson
Roger Larson
Finance Director
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
Jim Roth
Randy Stille
Brian Thuesen
City Staff
Michael Mornson, City Manager
Kim Moore -Sykes, Assistant City Manager
John Ohl, Police Chief
John Malenick, Fire Chief
Roger Larson, Finance Director
Jay Hartman, Public Works Director
Michael Larson, Liquor Operations Manager
Barb Suciu, City Clerk
0
CITY OF ST. ANTHONY
2007 GOALS AND OBJECTIVES
Reconstruction of Silver Lake Road
✓ Reconstruct Silver Lake Road from St. Anthony Boulevard to
371" Avenue
Research Broadband
✓ City Broadband & Wireless Technology Plan
Review and Re -codification of City Ordinances
✓ Re -codify City Ordinances
Identify Environmental Priorities
✓ Complete changes in City Operations and Policies that have
measurable improvement to the Environment
Complete Financial Management Plan for City
✓ Approval of 2007 Financial Management Plan by City Council
0
08/15/07
IMPORTANT DATES
St. Anthony Budget Schedule for 2008 Budget
January 11 & 12 2007: Goal Setting, Financial Management and Planning.
April 24 2007: Public Hearing/Provide Residents with an Opportunity to have
Input in the process.
May 8, 2007: Work Session — Staff & Council to review Capital Equipment.
May - July: City Manager & Staff Meetings to discuss/draft 2008 Budget.
July 31 2007: Work Session to Review Key Financial Management Plan
and Proposed 2008 Operating Budget and Tax Levy.
August 14, 2007: Council Meeting/Ehlers Presentation of Key Financial
Management Plan.
September 11 2007: Presentation of proposed the 2008 Budget/Property Tax Levy
Resolution passed:
1) Setting the proposed 2008 Budget and Property Tax Levy.
2) Reducing the 2008 Road Levy by $54,106 by paying off
the 1997A Road Improvement Bond,
3) Approve holding the December meetings at their regularly
scheduled date and times (No Truth -in -Taxation Hearing is
required).
November 29, 2007"""
December 20, 2007: Dates established to hold a Truth-in-Taxation/Public Hearing.
CITY IS EXEMPT FROM HOLDING A TRUTH -IN -TAXATION
HEARING (City is under the State Limit).
December 11, 2007: Presentation of 2008 Operating Budget and Levy. Approval
and final adoption of the 2008 Operating Budget and Property
Tax Levy.
"""""Please note: The public hearing must be held between November 29th and
December 20`h. The first Monday in December is reserved for City Governments. If an
alternate date is selected, the initial cannot be held on the same day as Hennepin or
Ramsey Counties Initial Hearing Dates, I.S.D. #282 Initial Hearing Date or Metro Special
Taxing Districts Initial Hearing Date. 10
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GENERAL FUND
resources devoted to financing
general services. These include
General Government, Police, Fire,
Public Works and Parks. 11 is the
largest budget and is the main
operating fund of the
City
2007
2008
Dollar
Percentage
Budge f
Budget
Increase
Increase
$4,771,900
$4,998,600
$226,700
4.75%
2007
2008
Dollar
Percentage
Levu
Levy
Increase
Increase
$2,660,800
$2,796,900
$136,100
5.12%
12
GENERALFUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
Property Tax - Levy
$2,235,215
$2,311,136
$2,660,800
$2,796,900
5.12%
Penalties, Interest, Tax Forfeitures
$11,208
$25,746
$3,000
$3,000
0.00%
PERA - Rate Increase Levy
$6,971
$7,358
$7,500
$7,500
0.00%
Licenses
$44,213
$32,673
$43,850
$42,100
-3.99%
Permits
$503,171
$211,796
$150,800
$165,400
9.68%
Dare/School District#282 Levy
$14,723
$14,860
$14,500
$14,500
0.00%
Fire Relief Association - 2% Insurance/Pension
$49,367
$55,764
$50,000
$52,500
5.00%
Intergovernmental Revenue
$320,762
$315,352
$225,100
$220,100
-2.22%
Contract Revenue(Lauderdale/Falcon Heights)
$688,040
$747,675
$1,039,000
$1,096,200
5.51%
Charges for Service (Fines)
$84,630
$109,839
$92,500
$98,500
6.49%
Miscellaneous Revenues
$158,817
$162,695
$144,350
$149,400
3.50%
Transfers & Miscellaneous Revenues
$158,750
$312,500
$340,500
$352,500
3.52%
GENERAL FUND TOTAL REVENUES
$4,275,867
$4.307,394
$4,771,900
$4.998,600
4.75%
EXPENDITURES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
Mayor / City Council
$52,436
$55,429
$58,200
$61,300
5.33%
Public/Intergovernmental Relations
$16,644
$19,416
$25,100
$26,400
5.18%
Cable Franchise
$25,194
$29,301
$25,600
$26,900
5.08%
General Management
$93,417
$99,241
$92,600
$97,500
5.29%
Elections
$16,993
$23,862
$30,900
$32,500
5.18%
Finance, Insurance/ Accounting
$222,295
$216,393
$258,400
$271,500
5.07%
Assessing
$38,356
$39,472
$47,500
$49,900
5.05%
Legal
$89,743
$72,692
$96,300
$101,200
5.09%
Engineering, Planning /Zoning
$1,715
$3,211
$3,100
$3,300
6.45%
City Buildings
$158,662
$165,365
$161,800
$174,600
7.91%
Emergency Management
$47,033
$49,738
$52,100
$54,900
5.37%
Police Protection
$1,132,167
$1,217,113
$1,288,300
$1,427,300
10.79%
Lauderdale/Falcon Heights Contracts
$606,952
$649,624
$919,600
$942,600
3.50%
Dare Education
$1,816
$11,164
$14,500
$14,500
0.00%
Fire Protection
$592,491
$618,077
$668,200
$728,500
9.02%
Fire Relief - 2% Insurance/Pension
$49,367
$55,764
$50,000
$52,500
5.00%
Inspections, Building/Plumbing/Heating/Health
$298,491
$107,993
$86,700
$91,100
5.07%
Animal Control
$3,332
$1,614
$4,400
$4,600
4.55%
Public Works
$456,441
$395,219
$480,000
$504,500
5.10%
Public Works, Maintenance, Repair & Equipment
$136,502
$128,815
$152,700
$66,600
-56.39%
Tree and Weed Care
$31,301
$31,669
$34,200
$36,000
5.26%
Parks
$133,091
$144,556
$169,500
$178,200
5.13%
Community Services - Grandfather Levy
$52,176
$52,176
$52,200
$52,200
0.00%
DUI -Alcohol Compliance (Citizens Academy)
$0
$18,160
$0
$0
0.00°/%
Other Expenditures (Approved by Council)
$5,498
$6,824
K0
L0
0.00%
GENERAL FUND TOTAL EXPENDITURES
$4,262,111
$4,212,888
$4,771,900
$4.998.600
4.75%
FUND BALANCE AT END OF YEAR
$1,187,721
$1,282,225
$1,282,225
$1,282,225
$0
$4,307,394
2006 Revenue
$4,212,888
2006 Expenditures
$94,506
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MEMORANDUM
DATE: November 15, 2007
TO: Mike Mornson, City Manager
FROM: Roger Larson, Finance Director
ITEM: TAX RATE CALCULATION AND IMPACT
The proposed general fund levy for collectible 2008 taxes totals $2,796,900 and
represents a 5.12% increase from last years levy.
The infrastructure/road improvement levy totals $968,031, the lease revenue bonds levy
for the new Public Works and Fire buildings totals $394,417, a tax abatement levy of
$27,740 (funding for Central Park Improvements), and a Public Employees Retirement
levy of $7,500 for a total Local Levy of $4,194,588.
The 2008 tax rate of 45.618% is based on the amount of St. Anthony's total Local Levy,
less the City's distribution from the Fiscal Disparities ($477,995) pool and then dividing
the total local levy by current valuation estimates from Hennepin and Ramsey Counties
($8,147,746).
In early November, Truth -in -Taxation statements were mailed to St. Anthony residents
and reflect a decrease in the property tax rate of 0.181 % for collectible 2008 taxes.
The City's general operating levy increased $136,100 and road improvement levy
increased $82,197. Combined the levy increases with a residential property market that
is becoming somewhat flat, 80.8% of residential properties will either see a decline or an
increase of less than 5% in their property taxes.
A percentage breakdown of the "decrease or increase" in property taxes for St. Anthony
residential properties is as follows:
1) 36.37% will decrease in 2008.
2) 44.43% will experience an increase of less the 5.00%.
3) 11.03% will increase between 5.00% - 9.90%.
4) 8.17% will be higher than a 10% increase.
For the past few years, residential property values have significantly increased while
commercial and industrial properties have not experienced these rapid increases. The
net result for those years was that a greater portion of the tax burden shifted to
residential properties causing them to pay a larger portion of the tax levy. For collectible
2008 the residential market has slowed down considerably.
16
The 2008 property taxes on an average residential property are as follows:
Average Taxable Valuation: $265,000
City portion of property taxes: $1,155.51
A breakdown of the operating budgets is as follows:
General Fund
$ 770.48
Roads
$ 266.67
Public Works/Fire Buildings
$ 108.65
Tax Abatement
$ 7.64
PERA
2.07
Total
$1,155.51
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 2008 budget and tax levy for a property valued at
$265,000.
17
WHAT DO I GET FOR MY TAXES - 2008?
AVERAGE HOME VALUATION = $265,000
ANNUAL BUDGET TAXES = $770.48
ROAD LEVY TAXES = $266.67
PUBLIC FACILITIES - P/W & FIRE $108.65
TAX ABATEMENT = $7.64
PERA RATE INCREASE = 2.07
ESTIMATED ANNUAL TAXES = $1,155.51
EXPENDITURES
Mayor / Council
Public/Intergovernmental Relations
Cable Franchise
General Management
Elections
Finance, Insurance/ Accounting
Finance, Assessing
Legal
Engineering, Planning / Zoning
City Buildings
Emergency Management
Police Protection
Dare Education
Lauderdale/Falcon Heights Contracts
Fire Protection
Fire Relief Pension - 2% Insurance
Inspections, Building/Plumbing/Heating/Health
Animal Control
Public Works
Public Works, Maintenance/Repair Equipment
Tree and Weed Care
Parks
Transfer to Community Services
GENERAL FUND TOTAL EXPENDITURES
ROAD LEVY
PUBLIC FACILITIES - P/W & FIRE
TAX ABATEMENT
PERA- RATEINCREASELEVY
TOTALLEVY
18
BUDGET
2008
TAX LEVY
% OF
TAXES
BUDGET
EXPENDITURES
BUDGET
PAID
$61,300.00
$51,955.00
1.86%
$14.67
$26,400.00
$22,376.00
0.80%
$6.32
$26,900.00
$0.00
0.00%
$0.00
$97,500.00
$82,634.00
2.95%
$23.34
$32,500.00
$27,546.00
0.98%
$7.78
$271,500.00
$200,112.00
7.15%
$56.34
$49,900.00
$42,293.00
1.51%
$11.94
$101,200.00
$41,200.00
1.47%
$11.15
$3,300.00
$2,797.00
0.10%
$0.79
$174,600.00
$147,984.00
5.29%
$41.79
$54,900.00
$46,531.00
1.66%
$13.14
$1,427,300.00
$869,131.00
31.07%
$227.92
$14,500.00
$0.00
0.00%
$0.00
$942,600.00
$0.00
0.00%
$0.00
$728,500.00
$595,555.00
21.29%
$167.38
$52,500.00
$0.00
0.00%
$0.00
$91,100.00
$0.00
0.00%
$0.00
$4,600.00
$3,899.00
0.14%
$1.10
$504,500.00
$372,693.00
13.33%
$104.94
$66,600.00
$56,447.00
2.02%
$15.94
$36,000.00
$30,512.00
1.09%
$8.62
$178,200.00
$151,035.00
5.40%
$42.65
$52,200.00
$52,200.00
1.87%
$14.67
$4,998,600.00
$2,796,900.00
100.00%
$770.48
$968,031.00
$266.67
$394,417.00
$108.65
$27,740.00
$7.64
$7,500.00
2.07
$4,194,588.00
$1,155.51
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City Council
The City Council is the legislative branch of the City, which is
responsible for the establishment of policies, adoption of local laws
and ordinances. 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
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I
Administration
The Administration Department administers city government within
the guidelines and polices established by the City Council. In
addition to performing land use and zoning code analysis, the City
Manager governs the Finance, Police, Fire, Public Works and Liquor
Departments.
Personnel: The Assistant City Manager oversees all personnel
and human resources functions. This includes interviewing and
screening of potential City employees; pre-employment drug/alcohol
testing; assisting with performance evaluations, wage & benefits
research and maintaining all personnel records. In addition, the
Assistant City Manager serves as the staff liaison to the Planning
Commission.
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Elections
City Clerk: The City Clerk is responsible for the preparation,
maintenance and publication of official records, documents,
resolutions and ordinances. In addition, the City Clerk administers all
local, state and national elections to ensure that elections conform to
all statutory requirements.
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Finance
The Finance Department is responsible for the accounting of all City
financial transactions, billing for sewer and water charges, issuing
business license's, investing City funds, bond indebtedness, general
financial management services and preparing the City's annual
budget.
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.
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36
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, two
Lieutenants, one Sergeant, one investigator, fourteen patrol officers and
two part-time community service officers. The department also employs
two full-time secretaries to support the department's overall goals and
objectives. In addition to the sworn officers, ten 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
• National Night Out
• Neighborhood Crime Watch
• DARE
• Animal Control
• Community Education and Involvement
• Police Bike Patrol
• Liquor and Tobacco Compliance Checks
37
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Summary of St. Anthony, Lauderdale & Falcon Heights Budgets
For Fiscal Year 2008
Total Revenues from Contracts $548,100.00
$548,100.00
$1,096,200.00
Revenues: - Lauderdale/Falcon Heights Contracts Lauderdale
Falcon Heights
Contracts
General Fund $548,100.00
$548,100.00
$1096200.00
TOTAL $548,100.00
$548,100.00
$1,096,200.00
59.0%
Other Budget Line Items
101-40510-335
2008
2008
2008
2008
Personal Services
101-42200-339
St. Anthony
Lauderdale
Falcon Heights
Budget
101-41100-110
Salaries
$997,000.00
$336,500.00
$336,500.00
$1,670,000.00
101-41100-111
Overtime Salaries
$27,000.00
$5,500.00
$5,500.00
$38,000.00
101-41100-114
Employers Contribution/Pension
$113,500.00
$38,500.00
$38,500.00
$190,500.00
101-41100-115
Employers Contribution/Insurance
$104,900.00
$44,900.00
$44,900.00
$194,700.00
101-41100-117
Overtime Court7
2$ 00.00
$2,200.00
$2,200.00
$11,600.00
Total Personal Services
$1,249,600.00
$427,600.00
$427,600.00
$2,104,800.00
Supplies
101-41100-226
General Supplies
$25.800.00$9,400.00$9,400.00
$44.600.00
Total Supplies
$25,800.00
$9,400.00
$9,400.00
$44,600.00
Other Services & Charges
101-41100-321
Other Services
$12,600.00
$4,800.00
$4,800.00
$22,200.00
101-41100-331
Communications
$38,000.00
$17,000.00
$17,000.00
$72,000.00
101-41100-333
Care & Support/Booking Fees
$11,200.00
$5,100.00
$5,100.00
$21,400.00
101-41100-334
Printing & Publishing
$6,100.00
$2,600.00
$2,600.00
$11,300.00
101-41100-339
Maintenance & Repair
$3,100.00
$1,400.00
$1,400.00
$5,900.00
101-41100-341
Travel/School/Conference
$8,900.00
$2,500.00
$2,500.00
$13,900.00
101-41100-342
Subscriptions/Membership
$2,200.00
$900.00
$900.00
4 000.00
Total Other Services & Charges
$82,100.00
$34,300.00
$34,300.00
$150,700.00
TOTAL POLICE BUDGET
$1,357,500.00
$471,300.00
$471,300.00
$2,300,100.00
59.0%
Other Budget Line Items
101-40510-335
Workers Compensation
101-41900-320
Animal Control
101-42200-222
Public Works/Fuels & Lubricants
101-42200-339
Public Works/Maintenance & Repair
401-47200-453
Squad Car/Capital Equipment
101-50000-349
Contingency For Unanticipated/Emergency Expenditures
TOTAL
40
20.5% 20.5% 100.0%
$10,000.00
$10,000.00
$1,000.00
$1,000.00
$9,000.00
$9,000.00
$12,000.00
$12,000.00
$24,800.00
$24,800.00
$20,000.00
$20,000.00
$548,100.00
$548,100.00
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Fire
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 5 full-time firefighters, 1 Assistant
Fire Chief, a Fire Chief and approximately 20 part-time personnel. In
addition, Public Works staff is available to respond to fire incidents
during daytime hours.
The Fire Department provides first response to all medical
emergencies on an EMT level, as well as mitigation of minor to
moderate hazardous materials incidents.
To provide our community with expedient quality fire and safety
services, the department is pursuing automatic and mutual aid
responses with our neighboring communities
Civil Defense: Civil Defense involves the planning, training
and response to disasters such as wind storms, tornadoes, snow &
ice storms, hazardous material accidents, major transportation and
mass casualty incidents.
Housing Code Enforcement: The Fire Department enforces
City codes, ordinances and regulations relating to housing
maintenance, zoning, signs and nuisances.
42
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Public Works
The Public Works Department is comprised of thirteen full-time
employees who are responsible for the overall maintenance and
repair of city streets, parks, buildings, boulevards, trees, water/sewer
and all infrastructures. The Department is divided into 4 general
services:
Streets: The Street Department provides services that include
the maintenance and repair of all City roads including: seal coating,
snow plowing, ice control, street sweeping and crosswalk striping.
Vehicle Maintenance: The Public Works Department
provides vehicle and equipment maintenance to all City Departments
in a manner and cost which is competitive with outside service
alternatives.
Tree & Weed Care: Public Works provides a branch chipping
program for residents, trimming of boulevard trees on an annual basis
and a yearly spraying for weed control on public property. In
addition, one half of a full time Public Works position is dedicated to
inspection and removal of diseased trees.
Parks: Public Works provides services to improve and
maintain all City parks and park buildings. They prepare and
maintain all baseball, softball and soccer fields, as well as the skating
rinks in the winter.
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53
Department Position
2007 Salary 2008 Salary
Council Mayor
$ 6,600
$ 7,500
Mayor - Pro Tem
$ 5,940
$ 6,756
Council member
$ 5,280
$ 6,000
Administration City Manager
$103,500
$107,123
Assistant City Manager
$ 66,844
$ 69,184
City Clerk
$ 52,000
$ 53,820
Finance Finance Director
$ 77,128
$ 79,827
Accounting Tech
$ 45,331
Pending
Utility Billing Clerk
$ 41,970
$ 43,439
License/Permit Spec.
$ 43,677
$ 46,059
Office Support Specialist (P -T)
$ 25,343
$ 26,230
Police Police Chief
$ 86,226
$ 89,244
Captain
$ 77,070
$ 79,767
Lieutenant
$ 75,105
$ 77,667
Sergeant
$ 71,431
$ 73,847
Investigator
$ 68,099
$ 70,335
Police Officer Top
$ 66,299
$ 68,535
Start
$ 47,924
$ 49,602
CSO Officer
$ 24,960
$ 25,834
Secretary
$ 49,470
$ 51,201
Data Entry Clerk
$ 39,909
$ 41,306
Fire Fire Chief
Asst. Fire Chief
Captain
Firefighter Top
Start
Volunteer Firefighter
Public Works Public Works Director
Public Works Superintendent
Maintenance I Top
Start
Water/Sewer Operator
Maintenance III
$ 74,615
$ 71,451
$ 62,036
$ 59,400
$ 52,817
$ 6.75 - $7.75/hr
$ 77,128
$ 59,207
$ 45,011
$ 33,717
$ 45,906
$ 46,842
Liquor Liquor Operations Manager $ 77,128
Asst Liquor Operations Manager $ 53,561
Liquor Store Manager $ 46,000
Full -Time Liquor Clerk $ 38,000
54
$ 77,277
$ 73,922
$ 64,178
$ 61,450
$ 54,666
Pending
$ 79,827
$ 62,288
$ 46,592
$ 34,902
$ 47,507
$ 48,485
$ 79,827
$ 55,436
$ 47,610
$ 39,330
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, debt
issuance and liquor operations
profits.
55
CAPITAL EQUIPMENT - 2008 Budget
Capital Equipment Revenues:
Appropriation from Reserves
Liquor Operations Profits .......................................................................................................$200,000
MSARevolving Funds...........................................................................................................$150,000
Water Filtration Interest Earnings............................................................................................$50,000
Fund Balance/Sweeper Funds Reallocated........................................................................... $50,000
TotalRevenues.................................................................... $450,000
Capital Equipment Expenditures:
Police:
7,500
TwoSquad Cars.........................................................................................................
$50,000
Tear Down & Build New Squads.................................................................................$
5,000
Equipment Replacement/Squad Cars........................................................................$
5,500
CrimeNet/State Computers Upgrades........................................................................$
8,000
PoliceBikes................................................................................................................$
3,000
Record Management System Upgrade......................................................................$10,000
2,000
MP5's-Firearms ........................................................................................................$
5,000
RadarReplacement....................................................................................................$
4.000
CSO- Vehicle.............................................................................................................
$30,000
Defibrillator.._..............................................................................................................
3,000
Total Police...........................................................................$123,500
Fire
TurnoutGear...............................................................................................................$
7,500
Pagers.........................................................................................................................$
1,600
HoseReplacement......................................................................................................$
1,500
Computers/Printers.....................................................................................................$
1,500
Audio Visual Equipment..............................................................................................$
2,500
Fans/Blowers...............................................................................................................$
1,500
GasMonitor.................................................................................................................$
2,000
Copier... .......................................................................................................................1$
2,000
TotalFire.....................................................................$30,100
Public Works - Equipment:
2—Ton Plow Truck..................................................................................................
$ 37,000
Emergency Generator..............................................................................................
$ 20,000
High Ranger & Chipper Box......................................................................................$135,000
3,500
Locator& Water Testing Equipment.........................................................................$
4,000
Update Well Pump & Controls...................................................................................$
23,200
Park Playground Equipment... .... .......................... _ .... ........................
- .. .. $ 20,000
Refurbish Ball Fields/Maintenance.............................................................................
5 000
Total Public Works ...................................................$244,200
Finance/Administration
Replacement of Personal Computers & Operating Systems(3)...................................$
5,000
H/P Laser Jet Color Printers (2color, 1 black)................................................................
$ 3,500
P/C Software Ethernet/ACS Upgrades..........................................................................$
3,500
Cisco Ethernet Switch/Transceiver Upgrades...............................................................$
6,700
File Server & Software Upgrades..................................................................................$
8,500
City Council & AN Improvements.................................................................................2$
5,000
Total Finance/Administration....................................$52,200
Total Expenditures................................................................$450,000
56
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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.
61
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.
62
RECYCLING FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Hennepin County Grants
Ramsey County Grants
Clean -Up Day Revenues
Interest Earnings
Miscellaneous Revenues
Fund Balance Reserves
RECYCLING FUND TOTAL REVENUES
Personal Services
Ramsey County Compost Services
Printing & Publishing
Recycling Bins/Mist.
Clean -Up Day Expenses
Transfers to Other Funds
RECYCLING FUND TOTAL EXPENDITURES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$11,121
$9,917
$11,500
$11,500
$7,999
$0
$4,800
$4,000
$2,582
$2,610
$3,000
$3,000
$72
$587
$100
$100
$0
$0
$0
$0
$0
SO
Ko
10
21 774
$13 114
19 400
$18,600
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$0
$1,121
$2,500
$0
$0
$5,000
$0
$5,000
$5,982
$7,333
$12,500
$9,600
$0
$0
$1,400
$1,000
$3,060
$2,701
$3,000
$3,000
$0
$0
$0
$0
$9,042$16,155$19,400
$18,600
FUND BALANCE AT END OF YEAR $18,185 $15,144 $15,144 $15,144
63
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65
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 DWI/Drug
related enforcement activities.
66
FORFEITURE FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Interest Earnings
Forfeiture/Confiscation Funds
Fund Balance/Reserves
FORFEITURE FUND TOTAL REVENUES
EXPENDITURES
Personal Services
Consulting & Contracted Services
Miscellaneous Expenses
Police Forfeiture Expenses
Purchase of Equipment
Transfers to other Funds
FORFEITURE FUND TOTAL EXPENDITURES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$1,165
$2,299
$1,000
$1,000
$16,643
$26,120
$15,000
$20,000
$0
$0
$4,000
$4,000
$17,808
$28,419
20 000
$25,000
2005
2006
2007
2008
BUDGET
BUDGET
BUDGET
BUDGET
$0
$0
$10,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$470
$2,788
$5,000
$5,000
$7,750
$3L695
$5,000
$20,000
$8,220
$34,483
$20,000
$25,000
FUND BALANCE AT END OF YEAR $51,356 $45,292 $45,292 $45,292
67
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Fire Education
Training Fund
The Fire Education & Training Fund
is an education program that t 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.
70
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
EXPENDITURES
Personal Services
Supplies
Consulting & Contracted Services
Capital Outlay
FIRE EDUCATION/TRAINING FUND TOTAL EXPENDITURES
Fund Balance/Reserves
FUND BALANCE AT END OF YEAR
71
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$3
$39
$0
$0
$0
$0
$0
$50
$720
$1,856
$1,800
$1,200
$270
$0
$0
$1,250
$1,090
Ko
$2,500
993
$11 895
$1,800
$2,500
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$543
$917
$1,600
$1,500
$0
$173
$200
$1,000
$0
$0
$0
$0
Vo
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$1,090
$1,800
$2,500
Ko SOO
$450 $1,255 $1,255 $1,255
72
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73
HOUSING &
REDEVELOPEMENT
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.
74
HRA GENERAL FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Property Tax Levy/Increment
Interest on Investments
Interest on Escrow Account
Met Council Grant
Miscellaneous
Amcon - Stonehouse Development
Lease Revenue Bonds - P/W Fire Station
Tax Increment Finance (Apache Cub, Wal-Mart, Chandler)
Fund Balance Equity Transfer
HRA FUND TOTAL REVENUES
Personal Services
Consulting & Contracted Services
PAN - Fire Station
HRA Projects
Apache Redevelopment - Pratt
Salo Park/Silver Lake Village
Silver Lake Road Project
Hellickson TIF - Repaid to Ramsey County
Transfers to General Fund
Land Acquisition/Capital Projects
HRA FUND TOTAL EXPENDITURES
Fund Balance Reserves
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$426,399
$65,743
$55,500
$110,500
$97,393
$50,905
$88,900
$72,500
$18,055
$0
$0
$0
$100,000
$0
$0
$0
$1,743
$0
$0
$0
$50,000
$0
$0
$0
$393,972
$0
$0
$0
$2,026,550
$0
$0
$0
$0
$0
70 000
$00
$3,114,112 $116,648 $214,400 $183,000
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$87,530
$91,628
$87,600
$85,500
$35,356
$78,768
$56,800
$45,000
$15,014
$0
$0
$0
$171,358
$0
$0
$0
$1,179,109
$0
$0
$0
$1,108,156
$0
$0
$25,000
$3,568
$0
$0
$0
$0
$36,580
$0
$0
$27,500
$27,500
$27,500
$27,500
$0
_L0
42 500
$2 627 591
$234,476$214,400$183000
L
($70.000)
FUND BALANCE AT END OF YEAR $231,634 $113,806 $43,806 $43,806
75
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77
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.
78
PARKIMPROVEMENTFUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Transfer from HRA Projects Fund/Emerald Park
Interest Earnings
Park Land Use Fee
URS - Rebate for Services
Miscelleaneous Revenues
Fund Balance Reserves
PARK IMPROVEMENT FUND TOTAL REVENUES
EXPENDITURES
Water Tower Park Project
Emerald Park
Central Park/Improvments & Renovations
I.D.S. - Ball Field Upgrades
Capital Outlay
PARK IMPROVEMENT FUND TOTAL EXPENDITURES
Fund Balance Reserves
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$10,000
$0
$0
$0
$211
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1,093
$0
$0
$0
$5,971
$4,029
$00
LO
11304
$()
NO
$00
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$0
$0
$0
$0
$5,971
$4,029
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,971
$4,029
$00
$0
FUND BALANCE AT END OF YEAR $9,591 $5,562 $5,562 $5,562
79
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81
STREET
RECONSTRUCTION
The street Reconstruction 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.
2007 2008 Dollar
Levy Lev Decrease Percentage
$885,834 $968,031 $ 82,197 9.28
82
STREET RECONSTRUCTION FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Property Tax Levy
Interest Earnings
Special Assessments
Prepayments
Sale of Improvement Bonds
Prior Period Adjustment
Transfers from Other Funds
STREET RECONSTRUCTION FUND TOTAL REVENUES
EXPENDITURES
Bond & Interest Payment
St. Anthony Boulevard Street Lights
Street Improvement Project/2004
Street Improvement Project/2005
Street Improvement Project/2006
Street Improvement Project/2007
STREET RECONSTRUCTION FUND TOTAL EXPENDITURES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$625,557
$745,943
$885,834
$968,100
$42,330
$94,104
$0
$0
$121,779
$133,256
$344,666
$391,600
$185,671
$233,264
$0
$0
$1,627,706
$2,524,746
$0
$0
$494,393
$0
$0
$0
$157,000
$3.254.436 $3,731,313 $1.230.500 $1,359,700
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$814,702
$1,397,020
$1,117,800
$1,280,000
$40,827
$0
$0
$0
$332,053
$4,786
$0
$0
$1,417,589
$53,757
$0
$0
$74,935
$1,828,624
$0
$_0
$153,021
$_0
$_0
$2680106 $3.437.208 $1,117.800 $1,280A00
FUND BALANCE AT END OF YEAR $1,419,277 $1,713,382 $1,826,082 $1,905,782
83
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LE
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.D.S.
#282 rent.
86
COMMUNITY CENTER FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Interest Earnings
Rental Receipts
City Offices Rental Transfer
Transfer from General Fund Reserves
COMMUNITY CENTER FUND TOTAL REVENUES
EXPENDITURES
Personal Services
Other Services and Charges
Utilities
Maintenance Repair Building
COMMUNITY CENTER FUND TOTAL EXPENDITURES
FUND BALANCE RESERVES
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$950
$1,593
$1,500
$1,500
$100,000
$100,000
$100,000
$125,000
$58,500
$61,000
$64,100
$68,300
$32,23
$0
$12600
$18,400
$159,450
$162.593
178 200
$213,200
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$10,355
$10,845
$12,900
$13,400
$59,171
$61,364
$64,400
$68,400
$63,416
$70,166
$67,800
$72,400
$32,23
29 348
$33,100
$34,000
$165,175
$171,723
$178,200
$188,200
$0
$0
($12,600)
($18,400)
FUND BALANCE AT END OF YEAR $35,090 $25,960 $13,360 $19,960
87
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89
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r
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.
90
Water & Sewer
The Water & Sewer Department 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.
91
UTILITY FUND
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
REVENUES
Investment Interest
Misc. Receipts & Permits
Sewer Charges
Water Charges
WAC/Water Connection Fees
SAC/Sewer Connection Fees
Other Services and Charges
SAC Credits - Retained by City
Investment Valuation Increase
UTILITY FUND TOTAL REVENUES
EXPENDITURES
Personal Services
General Supplies
M.W.C.C. Waste Disposal
Other Services and Charges
Capital Outlay/Depreciation/Transfers
Wellhead Protection Plan
Foss Road Lift Station
UTILITY FUND TOTAL EXPENDITURES
FUND BALANCE AT END OF YEAR
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$39,613
$50,356
$14,800
$10,000
$11,285
$90
$9,200
$9,200
$753,009
$764,936
$814,000
$772,600
$676,708
$746,337
$626,000
$752,300
$90,400
$6,405
$2,000
$2,000
$0
$11,950
$2,000
$2,000
$7,388
$10,646
$0
$0
15.500
$00
$0
$0
$0
$0
$1,578,403 $1,606,220 $1,468,000 $1.548.100
2005
2006
2007
2008
ACTUAL
ACTUAL
BUDGET
BUDGET
$493,758
$598,824
$479,100
$525,000
$38,694
$68,186
$59,400
$62,700
$424,035
$418,009
$509,200
$509,200
$241,437
$275,632
$263,100
$276,700
$225,613
$228,927
$157,200
$174,500
$4,001
$0
$0
$0
3100
Mo
Ko
$1,430,638 $1,589,578 $1.468.000 $1.548.100
$2,013,102 $2,029,744 $2,029,744 $2,029,744
92
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95
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 capital equipment purchases and
park improvements by the City
Council.
96
Liquo
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 39`" Avenue, which
is next to Cub Foods on Silver Lake Road.
The purpose of a municipal liquor operation is to control the sale of
alcoholic beverages and produce revenue. Profits from the Liquor
Operations are used to purchase capital equipment for Police, Fire
and Public Works Departments and make improvements to the City's
parks system.
The budgets for the liquor stores remain relatively unchanged. The
overall budget reflects anticipated increases in sales growth,
personnel costs and price increases from our vendors.
The budgets for Marketplace and Silver Lake Village consist of
estimated sales, operating costs and depreciation amounts for both
stores.
97
St. Anthony
For Fiscal Year 2008
Liquor Budget - All Stores
TOTAL NET INCOME $209,100.00 $175,400.00 $384,500.00
Market Place
Silver Lake Village
Total
REVENUES:
2008
2008
2008
Budget
Budget
Budget
Liquor Sales
$3,150,000.00
$3,100,000.00
$6,250,000.00
Less: Cost of Goods Sold
($2 425,1 00,00)
($2,387,000,00)
($4,812j 00.00)
Total Gross Profit
$724,900.00
$713,000.00
$1,437,900.00
Gross Profit Percentage of Sales
23.01%
23.00%
23,01%
EXPENDITURES:
Market Place
Silver Lake Village
Total
2008
2008
2008
Personal Services
Budget
Budget
Budget
Salaries - Regular
$113,000.00
$110,000.00
$223,000.00
Salaries - Manager
$88,500.00
$88,500.00
$177,000.00
Salaries - Bookkeeper
$24,100.00
$24,100.00
$48,200.00
Employers Contribution/Insurance
$28,900.00
$28,900.00
$57,800.00
Employers Contribution/Pension
$16,000.00
$16,000.00
$32,000.00
Unemployment Compensation
$500.00$500.00$1,000.00
Total Personal Services
$271,000.00
$268,000.00
$539,000.00
Occupancy Expense
Uniforms
$1,000.00
$1,000.00
$2,000.00
Laundry Services (Rugs/Cleaning Rags)
$2,000.00
$2,000.00
$4,000.00
Utilities
$19,500.00
$25,000.00
$44,500.00
Supplies
$7,500.00
$7,000.00
$14,500,00
Cleaning Supplies
$2,500.00
$2,000.00
$4,500.00
Office Supplies
$2,000.00
$2,000.00
$4,000.00
Telephone
$3,500.00
$5,000.00
$8,500.00
Sanitation Disposal
$0.00
$700.00
$700.00
insurance
$12,600.00
$12,600.00
$25,200.00
Travel/School/Conference
$1,000.00
$1,000.00
$2,000.00
Contracted Cleaning Service
$2,000.00
$2,000.00
$4,000.00
Maintenance & Repair
$5,000.00
$5,000.00
$10,000.00
Depreciation
$47,500.00
$47,500.00
$95,000.00
Equipment Rental
$4,000.00
$4,000.00
$8,000.00
Credit Card Fees
$48,000.00
$46,500.00
$94,500.00
Common Area Maintenance Charges
$22,000.00
$26,000.00
$48,000.00
Freight
$18,000.00
$18,000.00
$36,000.00
Total Occupancy Expense
$198,100.00
$207,300.00
$405,400.00
Services
Security Services
$1,000.00
$1,000.00
$2,000.00
Signs/Advertising
$20,000.00
$20,000.00
$40,000.00
Licenses/Dues
$2,000.00
$2,000.00
$4,000.00
Professional Services
$11,300.00
$11,300.00
$22,600.00
Internal Loan /Interest
$12,900.00
$26,500.00
$39,400.00
Bond - Interest Fees
$0.00
$0.00
$0.00
Misc. Services & Charges5$
00.002$
.500.00
$3,000.00
Total Services
$47,700.00
$63,300.00
$111,000.00
TOTAL EXPENDITURES
$516,800.00
$538,600.00
$1,055,400.00
Operating Income
$208,100.00
$174,400.00
$382,500.00
Add: Other Income$1,000,00$1,000.002$
000.00
TOTAL NET INCOME $209,100.00 $175,400.00 $384,500.00
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City Fund Balances
The audited Fund Balances for City operations at the end of 2006 totaled
$13,160,875. A review of those funds and a description of their intended
use for budget years 2007 and 2008 are listed below.
General Fund - $1,282,225
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)
$1,120,649
Working Capital
2)
$
68,724
Insurance Reserves
3)
$
20,000
Contract Insurance Reserves/Deductibles
4)
$
28,000
Unemployment Reserves
5)
$
44,852
Pre -Paid Insurance
MSA Road Project Fund - ($67,154)
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 - $474
This fund provides funds to support the bond payments for the State -Aid Street
Improvement Bonds issued in 2000.
Recycling Fund - $15,144
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 - $45,292
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 statue, these funds are to be used to supplement the Police
Departments operating fund for use in DUI/Drug-related enforcement, education and
training.
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Fire Training Fund - $1,255
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.
Capital Equipment Fund - $71,179
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 transfers, Liquor
Operations profits and the trade and sale of existing equipment.
Equipment Certificate Debt Service - $91,520
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.
Park Improvement Fund - $5,878
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 parkland user fees.
Tax Abatement Bond Fund - $75,772
This fund provides funds to support the bond payments for the Tax Abatement Bonds
issued in 2001 for Central Park Improvements.
Road Improvement Bond Fund - $1,713,382
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.
Road Improvement Construction Fund - $269,629
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.
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Revolving Fund - $17,054
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 - $1,670
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.
Community Services/City Hall Fund - $25,960
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 - $1,672,671
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 - $395,516
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 29`h 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.
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Storm Water Bond Fund - $110,034
The Storm Water Bond Fund was created to provide funding for the 291h 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 - $5,327,917
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 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 - $1,960,807
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 - $145,650
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 year-end liability for 2006 totaled $589,062. Since it is highly unlikely that all
employees would leave the City at the same time, the fund balance is deemed adequate
to fund annual costs for several years. In 2006, the fund balance increased $3,365.
104
CITY OF
ST. ANTHONY
FINANCIAL
MANAGEMENT
POLICY
12/3112007
las
CITY OF ST. ANTHONY
FINANCIAL MANAGEMENT POLICY
CONTENTS
I. SUMMARY.........................................................................I............. 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 ............................................... I..................... 10
VII. ACCOUNTING, AUDITING,
AND FINANCIAL REPORTING........................................................ 11
IX. RISK MANAGEMENT...................................................................... 12
X. ATTACHMENT:
A. GLOSSARY OF TERMS
106
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.
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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.
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City of St Anthony
Financial Plan
I. 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.
W:167» ZAi' IF_X / 9
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:
• 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.
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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
y Attempt to set fees equal to the market rate.
2. Maximum set by External Source
y 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.
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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.
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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.
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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.
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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.
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.
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.
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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.
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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.
3. 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.
5. 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.
The City will use refunding mechanisms to reduce interest cost when
economically feasible.
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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
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.
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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
2. 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.
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ATTACHMENT A
FINANCIAL MANAGEMENT
GLOSSARY OF TERMS
119
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.
120
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 all business licenses,
administering bond indebtedness, 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.
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.
121
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.
Public Works (Continued)
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.
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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. The City of St. Anthony special revenue funds are: Recreation,
Telecommunications, Wireless, Community Development, License Center, and
Charitable Gambling.
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 applied against the tax capacity of a property to arrive at its tax billing.
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 hearings held by each local tax levying body.
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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.
COMPREHENSIVE ANNUAL
FINANCIAL REPORT (CAFR) ...............
The official annual financial report which
includes combined financial statements,
supporting schedules, supplementary
information, extensive introductory information,
and a statistical section.
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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 15f to December 31 s`.
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.
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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.
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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.
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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 or charter 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, staff and the community.
To enhance and assist with this process, the City Council supports contributing city
funds or services to the following programs:
Northwest Youth & Family
Village Fest
Sister City
DARE
St. Anthony Orchestra
Council desires that City employees have community involvement and the ability to
enhance their skills by networking with outside organizations. The Council supports
annual memberships and conferences for City employees related to City business or
their Department. 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
Minnesota Association of Urban Management Assistants
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.
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Each year, Council supports the recognition of longevity by City employees and
authorizes an employee recognition program 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.
Employee 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.
Exceptions:
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.
Reimbursement Policv: Employee's must submit an expense report requesting
reimbursement of expenses incurred. Receipts are to be attached that include
documentation of the date, who attended and purpose of the meeting.
The approval process for reimbursement of expenses includes:
• 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 Manager or his/her 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 -Tem will review
and sign off on expense reports of 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.
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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 bonus', gifts for graduation party's, flowers for funeral/illness or any
expenditure that does not serve a community purpose or benefit.
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