HomeMy WebLinkAbout2016 Budget BookCity of St. Anthony Village
3301 Silver Lake Road
St. Anthony, Minnesota 55418
www.ci.saint-anthony.mn.us City of
St. Anthony
ANNUAL BUDGET
2016
The 2016 Annual Budget is
a document that provides
the financial framework for
the City’s operations in the
upcoming year. It helps to
ensure that the City’s resources
are used in a cost effective
manner to maintain City
services and to provide for
long term-capital needs. The
information herein includes
detail budgets for the City’s
general operating fund, special
revenue funds, capital funds,
debts service funds and overall
budget information.
TABLE OF CONTENTS
Principal City Officials .................................................. 1
Organizational Chart .................................................... 2
Budget Highlights ......................................................... 3
GENERAL FUND
Revenues Summary ............................................... 10
Revenues Graph ..................................................... 11
Expenditures Summary ......................................... 12
Expenditures Graph ............................................... 13
Overview of Departments ..................................... 14
Revenues Detail .................................................... 16
Expenditures Detail .............................................. 19
Mayor/Council ....................................................... 19
General Management ............................................ 19
Planning ................................................................... 20
Elections................................................................... 20
Financial Services ................................................... 21
Legal ......................................................................... 21
Assessing ................................................................. 22
City Buildings ......................................................... 22
Cable Franchise ...................................................... 22
Police Protection ..................................................... 23
Fire Protection ......................................................... 24
Protective Inspections ............................................ 25
Emergency Management ...................................... 25
Animal Control ....................................................... 26
Public Works ........................................................... 26
Parks ........................................................................ 27
Other Expenditures & Transfers .......................... 28
ENTERPRISE FUNDS
Liquor Operations
Combined Operations.......................................... 30
Marketplace .......................................................... 32
Silver Lake Village ............................................... 34
Utility Fund
Summary ............................................................... 37
Water ...................................................................... 38
Sewer ...................................................................... 40
SPECIAL REVENUE FUNDS
Housing & Redevelopment ...................................... 44
Recycling ..................................................................... 45
Forfeiture ..................................................................... 46
Fire Educator/Training ............................................. 47
Community Service Center ...................................... 48
CAPITAL FUNDS
Capital Improvement Plan
Overview ............................................................... 51
Detail ...................................................................... 52
Building Improvement .............................................. 54
Street Improvement Project ...................................... 55
Public Utility Infrastructure ..................................... 56
Stormwater Improvement ......................................... 57
Park Improvement ..................................................... 58
DEBT SERVICE FUNDS
Street Improvement Debt Service ............................ 60
Tax Abatement & Lease Revenue Debt .................. 62
Other Debt Service ..................................................... 64
BUDGET INFORMATION
Budget Calendar .......................................................... 68
How are my taxes used ............................................... 69
Salaries .......................................................................... 70
City Fund Balances ...................................................... 71
Financial Management Policy .................................... 75
CITY OF ST. ANTHONY VILLAGE
3301 Silver Lake Road
St. Anthony, MN 55418
Phone: (612) 782-3301 Fax: (612) 782-3302
website: www.ci.saint-anthony.mn.us
e-mail: city@ci.saint-anthony.mn.us
twitter: @cityofstanthony
Principal City Officials
Mayor
Jerome O. Faust
Council Members
Bonnie Brever
Hal Gray
Jan Jenson
Randy Stille
City Staff
Mark Casey, City Manager
Nicole Miller, City Clerk
Shelly Rueckert, Finance Director
Mark Sitarz, Fire Chief
Michael Larson, Liquor Operations Manager
John Ohl, Police Chief
Jay Hartman, Public Works Director
Charlie Yunker, Human Resource Coordinator
1
1 Part time Employee
12 Reserve Officers
Engineer - WSB & Associates Full-Time Positions = 58
Financial - Ehlers & Associates Part-Time Positions = 51
Legal - Dorsey & Whitney Public Works Seasonal=10
Planner - WSB & Associates Police Reserves (Unpaid) = 12
Building Inspections - City of New Brighton
Consultants
Parks Commission
City Manager
5 Full time Employees
25 Part time Employees
FINANCE
2016
1 Part Time Employee
ADMINISTRATION
7 Full time Employees
24 Part time Employees
FIRE
10 Seasonal Employees
MAYOR AND COUNCIL MEMBERS
Planning Commission
City Clerk
POLICE
St. Anthony Organizational Chart
LIQUOR OPERATIONS PUBLIC WORKS
14 Full time Employees26 Full time Employees4 Full time Employees
2
Management Summary
In preparing the 2016 Budget, Staff continued its mission to maintain the existing level of City
services and programs with the use of financially conservative budgeting. The 2016 Budget resulted
in a $219,750 increase over last year’s levy amount, equating to a 3.76% levy increase. This levy
increase was mitigated the use of one time fees and fund balance. These mitigation efforts phased
in the impact of reduced Liquor profits.
General and HRA Funds
Each year the General Fund revenue and expenditure budget line items are examined for changes in
expected collections/charges, labor adjustments, changes in contract rates, insurance rates, utility
costs, usage of various materials or needs, etc. The findings of this examination produce the drivers
associated with the proposed 1.93% increase in the General Fund Levy equaling a $64,160
increase- see below:
Personnel costs - 73% of General Fund expenditures*, overall costs up 2.92%
Union contract increases 2.5%
Health Insurance premiums up 11.5%
Union Longevity, Steps, shared HR, Workman’s compensation rates
Contracted services - 9% of expenditures, overall costs up 3.05%
Property and liability insurance costs - 4% of expenditures, rates up 5.22%
Pass through costs - 5% of expenditures, costs up 4.39%
Remaining budget line items combined - 9% of expenditures, net costs up 0.34%
* 2016 General Fund Budget for Expenditures is $6,921,304
Impact of a reduction in liquor profits available for transfer was phased in through the use of
one time fees and fund balance, mitigating the general fund impact by 2.78%
*2016 General Fund Budget for Revenues is $6,936,342
The HRA budget and Levy contains cost drivers similar to the general fund. Conversely this fund
does not have the same resources and transfers available in order to offset cost drivers. Therefore
the proposed Levy increase for the HRA is 5.56% or $7,388.
3
Infrastructure Improvements / Debt Levies
During the past several budget cycles there has been significant reconstruction of City streets,
sidewalks, storm water systems, Silver Lake Village, City buildings and park infrastructures.
The 2015 infrastructure projects included:
36th Avenue - Silver Lake Road to Highcrest Road (street and utility reconstruction)
Chelmsford Road – 36th Avenue to 37th Avenue (street and utility reconstruction)
Saint Anthony Boulevard to Ridgeway Parkway (mill and overlay)
Local drainage and alley improvements
The 2016 planned infrastructure projects included:
Stinson Boulevard from 37th Avenue to Silver Lake Lane NE. (street and utility reconstruction,
sidewalk, street lighting and intersection improvements)
37th Avenue from Stinson Boulevard to Highcrest Road (sidewalk and intersection
improvements)
See Infrastructure Improvement map (Exhibit A)
Funding for the 2016 projects will come from improvement bonds, grants proceeds from the
Federal Highway Safety Improvement Program and special assessments. The improvement bonds
issues have a 15 year payment term. The Debt Levy is the funding source for the annual payment of
the bond principal and interest. The 2016 Debt Related Levies are proposed to increase by a
combined 1.87% increase over the 2015 combined levies. The $43,537 increase represents a 0.75%
increase to the Overall Levy. A debt levy reduction program (Peak to Plateau) began in 2014 to
stabilize the annual increase in levies created by the annual street reconstruction plan. Without the
use of the resources committed to this program the impact of 2015 street bonds issued along with
existing debt service requirements would have an added impact of 5.05% to the Overall Levy.
Capital Fund Levies
The 2016 Capital Funds Levies are proposed to increase by a combined $103,990. This increase is
part of the phase–in plan to recognize that liquor transfers are estimated to be $146,395 less than
2015. The phase-in approach uses of one time fees and fund balance. The impact of the Capital
Levies increase is eased by the phase–in approach used within the General Fund Levy
4
Levy
The total for all levies is $6,050,812. The levy increase without the benefit of the phased in of
reduced Liquor profits and Debt levy reduction would have been 6.98%. With these two elements of
property tax relief applied the overall levy increase will be limited to $219,750 or 3.76% percent. A
summary of the total levies is as follows:
2015
General Fund Levy $3,385,370
CIP Levy $ 80,990
Street Improvement Levy $1,828,848
Lease Revenue Bonds/Public Facilities $ 387,322
HRA Levy $ 140,170
Tax Abatement (Central/Emerald Park) $ 155,112
Building Improvement Levy $ 73,000
Total $6,050,812
In 2016, the median valuation of the single family home within the City equals $255,000 (Hennepin
County portion). The median valuation is the value at which 50% of the homes are valued lower and
50% are valued higher. The General Fund Levy of $3,385,370 supports the 2016 cost of providing
City services. Therefore an owner of median valued home in the Village will pay $1,575.19 in
Property Taxes for City services.
A breakdown of the costs includes: $902.20 for Police, Fire, Public Works and Park maintenance;
$487.39 for Streets related debt service; $103.22 for the Fire and Public Works buildings related
debt service; $41.34 for the Central and Emerald park improvements related debt service; and
$41.01 for the Capital Equipment and Building Improvements.
Capital Equipment Purchases - Appropriation = $308,264
The proposed 2016 Capital Equipment Budget totals $308,264. Traditionally, revenue for funding
capital equipment has come from various sources including: transfers from the General Fund and
Utility Funds, profits from Liquor Operations, MSA Revolving Funds, interest earnings, trade/sale of
existing equipment, and the Capital Improvement Levy. A review of the 2016 revenue and
expenditures is as follows:
5
Revenues:Finance/Administration
Capital Improvement Levy 80,990$ Computer Hardware 3,250
Liquor Operating Transfers 92,653 Furniture and Equipment 24,219
MSA/Revolving Funds 90,000 Council Chambers 10,000
Water Filtration Transfer 50,000 Total Finance/Administration 37,469$
Utility Fund Transfer 25,000
Trade/Sale of Equipment 7,500 Public Works:
Total Revenues 346,143$
Utility Department
Expenditures:Fleet replacements -
Speciality Equipment 2,662
Police Department Technology 6,000
Squad Cars 76,577$ 8,662
Unmarked Cars - Streets Department
Technology 23,269 Heavy Equipment 6,304$
Specialty Equipment 17,999 6,304$
General Equipment 21,276 Parks Department
Total Police 139,121$
Heavy Equipment 1,040$
Fire Department Mowers and Field Maintenance 52,540
Vehicles -$ Speciality Equipment 3,756
Protective Gear 38,000 57,336$
Technology 7,990
Protective Equipment/Tools 8,700 Total Public Works 72,302$
Office Furniture 4,682
Total Fire 59,372$ Total Expenditures 308,264$
Grants, Donations and Partnerships
To help offset the cost of operations and capital equipment, Staff continues to participate in
Federal, State and local grant programs. Donations from private sources along with City
partnerships with local organizations also generate financial benefits. Since 1999 the City has
received $19,807,114 in total grants and donations. When spread over a population of 8,583, this
represents $2,308 per resident.
Recently accepted Grants and Donations include:
Minnesota Public Facilities Authority- Silver Lake Treatment System - $247,442
Rice Creek Watershed District – Silver Lake Treatment System - $50,000
Rice Creek Watershed District – Central Park Bio-Filtration System - $50,000
Hennepin County Recycling Grant-2nd half of 2015 Grant - $10,663
Kiwanis Club of St Anthony (Police Department) - $500
Ramsey County Recycling Grant - $5,000
Public Safety Officer's Disability Grant (FD) - $4,303
George Wagner Memorial - $5,000
6
Liquor Operations
The profitability of St. Anthony’s Liquor Operations continues to be a focus for City Council and
Staff. Liquor sales since 2014 have been impacted by increased competition within the local Liquor
business and reduced traffic in the Silver Lake Village shopping area. While sales since June have
started trending higher, the conservative projection of sales has been retained for budget.
Therefore the use of liquor profits to support other operations has been rebased to $249,049
annually.
In 2016, the allocation of liquor operating profits includes $156,396 being transferred to the
General Fund and $92,653 is designated to the Capital Equipment Fund.
Conclusion
“Our mission is to be a progressive, livable, walkable Village which is sustainable, safe and secure”.
The Mayor, City Council and Staff will continue to closely monitor the needs of the community and
set goals to meet the level of services that the community desires at the most affordable cost.
St. Anthony is a thriving and stable community. A key factor in improving our community is
intergovernmental cooperation between the City, the School District, Hennepin/Ramsey Counties,
the Mississippi Watershed Management Organization, the Rice Creek Watershed as well as the
Police Contracts with Lauderdale and Falcon Heights.
The quarterly meetings held between the School Board and the City Council along with our on-going
dialog and partnering with our local businesses, Hennepin/Ramsey Counties and the Watershed
Districts help us in developing a better understanding of the overall needs of the community.
The City continues to be very active in the League of Minnesota Cities, the Association of
Metropolitan Municipalities (Metro Cities), our local Chamber of Commerce and Kiwanis.
Undoubtedly, the responsible management of our financial resources will contribute to providing
strong services and infrastructure improvements to our Community; management of this process is
an rewarding challenge for the City Council and Staff.
7
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13
Overview of Departments
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.
General Management:
The Administration Department administers city government within the
guidelines of State law and policies established by the City Council. The City
Manager supervises the Administration, Finance, Police, Fire, Public Works and
Liquor Departments.
The City Clerk is responsible for the preparation, maintenance and publication
of official records, documents, resolutions and ordinances as well as the
maintenance of the City’s website.
In addition, the City Clerk oversees all of the elections for the City of St. Anthony
Village. Even year elections include Federal, State and Judicial contests. Odd
year elections include Municipal and School Board contests. . All elections are
administered by the Ramsey County election department. .
Planning:
The Planning Department is the liaison to the Planning Commission and is
responsible for review of all planning documents.
Finance, Insurance/Accounting:
The Finance Department is responsible for providing general financial services
and accounting records of all City financial transactions. The areas of service
include:
General ledger accounting and A/P processing.
Liquor recordkeeping and Profit/Loss reporting.
The issuance of business licenses.
Rental licensing and tracking.
Building permits and coordination of inspections.
Payroll and renewal of employee benefits.
Water and sewer charges and billings.
Preparation of the City’s annual budget and levy.
Investment of City funds.
Compliance with Auditing Standards.
Also, it is the responsibility of the Finance Department to ensure that a
reasonable level of insurance coverage is maintained for general liability,
property & casualty, workers compensation and liquor liability.
Legal:
The legal budget covers expenses incurred for legal matters including civil and
criminal.
Assessing:
The assessing budget covers costs incurred for the City’s assessing process
through Hennepin County.
City Buildings:
This budget encompasses all necessary maintenance and repairs to city owned
buildings and grounds. City staff performs ongoing maintenance to ensure
buildings operate efficiently and minimize energy costs.
Cable Franchise:
The Cable Franchise budget covers costs related to cable productions of St.
Anthony meetings as well as replacement of equipment within the Council
Chambers and AV room.
Police Protection:
The St. Anthony Police Department’s purpose is to protect and serve St.
Anthony residents through proactive 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 forward 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.
14
Overview of Departments
The department is comprised of a Police Chief, one (1) Captain, one (1)
Lieutenant, three (3) Sergeants, one (1) investigator, sixteen (16) patrol officers
and one (1) full time civilian community service officer. The department also
employs two (2) full-time secretaries and one (1) part time data entry clerk to
support the department’s overall goals and objectives. In addition to the sworn
officers, fourteen (14) 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 (8) 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 Village. In addition, the contracts also reduce the
overall tax liability associated with police costs to St. Anthony Village residents,
as well as pay for squad cars and other police equipment.
In keeping with our commitment to Community Oriented Policing, the police
department provides a wide variety of community services and educational
programs including:
Crime Prevention Minnesota’s Night to Unite
Police Bike Patrol Liquor and Tobacco Compliance Checks
East Metro SWAT Neighborhood Crime Watch
DARE Citizen’s Police Academy
Animal Control Community Education and Involvement
Fire Protection:
The Fire Department is responsible for protecting the community from the
effects of fire by the means of fire suppression, public education, and rescue
and fire code enforcement.
The Department is comprised of five (1) full-time firefighters, one (1) Assistant
Fire Chief, a Fire Chief and approximately twenty (20) part-time personnel.
The Fire Department provides first response to all medical emergencies on an
EMT level, as well as mitigation of minor to moderate hazardous material
incidents.
To provide our community with expedient quality fire and safety services, the
Department utilizes automatic and mutual aid response with our neighboring
communities.
Protective Services:
The Fire Department enforces City ordinances and the International Property
Maintenance Code. Two (2) part-time inspectors are responsible for matters
relating to housing/property maintenance, signs and nuisances in addition to
conducting rental property inspections.
Emergency Management:
This involves the planning, training and response to disasters such as wind
storms, tornadoes, snow and ice storms, hazardous material accidents, major
transportation and mass casualty incidents, including pandemic emergencies.
Animal Control:
The City works with Apache Animal Hospital to assist with any situation relating
to animals within the City.
Public Works Department:
The Public Works Department is comprised of fourteen (14) full-time
employees, twelve (12) being maintenance and two (2) management staff.
Public Works is responsible for the street maintenance including approximately
24 miles of city roadways, alleys, city owned parking lots and sidewalks.
The Public Works Street Division provides services to include the maintenance
of all city streets, alleys, City owned parking lots and sidewalks. This division
maintains approximately 24 miles of roadways. The primary maintenance
procedures include: snow removal, ice control, crack sealing, seal coating, and
concrete curb and panel replacement. In addition, street sweeping, crosswalk
striping and street sign maintenance are also the responsibility of the street
division.
Parks:
The Parks Division provides maintenance to five (5) city parks and three (3) park
shelters. This division maintains all baseball, softball and soccer fields that are
currently scheduled through the St Anthony Community Services Recreation
Program. In Addition, this division maintains all City Buildings, grounds and City
owned storm sewer retention ponds.
15
Fi
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1
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50
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18
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5
0
0
18,500 19,055
10
1
-
3
2
2
2
-
1
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1
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0
0
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5
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,
7
3
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11
,
2
5
0
10,250 10,558
10
1
-
3
2
2
3
-
1
-
1
-
0
0
P
E
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S
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1
20
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4
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5
0
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10
1
-
3
2
2
4
-
1
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1
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0
0
P
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R
M
I
T
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T
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L
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0
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4
1
4
13
,
7
5
5
31
,
7
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12
,
1
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12,100 14,150
10
1
-
3
2
2
5
-
1
-
1
-
0
0
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E
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A
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S
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0
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3
3
1
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9
1
2
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8
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3
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6
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0
6,600 6,800
GE
N
E
R
A
L
F
U
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D
R
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V
E
N
U
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S
D
E
T
A
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16
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s
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BU
D
G
E
T
EST. ACTUAL BUDGET
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
2015 2016
GE
N
E
R
A
L
F
U
N
D
R
E
V
E
N
U
E
S
D
E
T
A
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L
10
1
-
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2
2
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0
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M
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2
3
5
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3
5
5
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7
6
5
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9
7
0
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1
0
0
3,100 3,500
10
1
-
3
2
2
9
-
1
-
1
-
0
0
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E
R
M
I
T
S
M
I
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C
E
L
L
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S
1,
8
9
0
63
0
28
0
72
0
20
0
200 200
TO
T
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L
1
2
9
,
4
6
1
$
22
4
,
6
2
8
$
27
2
,
1
7
8
$
28
1
,
3
5
8
$
13
8
,
7
5
0
$
138,300 $ 143,843 $
IN
T
E
R
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N
M
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N
T
A
L
10
1
-
3
3
1
0
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0
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7
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7
9
5
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81
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4
7
$
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4
5
0
$
2,
9
5
0
6,050 $ 6,050 $
10
1
-
3
3
2
0
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2
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2
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1
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14
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5
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5
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15
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2
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1
14
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5
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14,500 14,500
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3
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/
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1
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4
43
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50
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1
5
505,415 523,019
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-
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1
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1
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7,197 7,197
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45,672 45,672
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187,930 187,930
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3
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7
4
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76
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9
83,990 84,000
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-
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48,000 48,960
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3
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10
1
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3
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0
4
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2
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0
7
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2
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7
1
6
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4
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5
10
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7
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10
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1
6
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10
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4
3
5
8,120 9,752
10
1
-
3
3
8
0
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2
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1
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S
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0
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4
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5
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7
3
6
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2
0
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3,718 3,400
10
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-
3
3
8
0
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3
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0
5
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S
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29
,
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3
24
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6
19
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2
3
21
,
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21,325 21,965
10
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-
3
3
8
0
-
3
-
1
-
0
6
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S
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E
W
B
R
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6
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10
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10
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,
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7
12
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4
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5
102,450 133,916
10
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-
3
3
8
0
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5
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0
1
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S
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A
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59
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1
6
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60
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61
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634,386 653,026
10
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-
3
3
8
0
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5
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1
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0
2
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S
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A
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S
59
0
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1
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9
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634,386 653,026
TO
T
A
L
1
,
2
2
3
,
6
2
3
$
1,
3
4
0
,
3
9
2
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3
9
0
,
9
0
6
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4
1
3
,
9
8
6
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1,
5
2
2
,
2
4
4
$
1,499,832 $ 1,581,309 $
CH
A
R
G
E
S
F
O
R
S
E
R
V
I
C
E
S
17
Fi
s
c
a
l
Y
e
a
r
2
0
1
6
AC
T
U
A
L
A
C
T
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L
A
C
T
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A
L
AM
E
N
D
E
D
BU
D
G
E
T
EST. ACTUAL BUDGET
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
2015 2016
GE
N
E
R
A
L
F
U
N
D
R
E
V
E
N
U
E
S
D
E
T
A
I
L
FI
N
E
S
10
1
-
3
5
1
0
-
1
-
1
-
0
0
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O
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R
T
F
I
N
E
S
10
7
,
0
5
3
$
10
1
,
4
2
9
$
11
6
,
1
0
3
$
11
3
,
3
8
5
$
11
2
,
5
0
0
107,750 $ 107,750 $
10
1
-
3
5
1
0
-
1
-
1
-
0
1
F
A
L
S
E
A
L
A
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S
4,
5
0
0
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1
5
0
5,
6
5
0
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2
5
0
4,500 3,750
10
1
-
3
8
8
5
-
2
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1
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0
0
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4,750 4,500
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T
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L
1
1
7
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1
0
3
$
10
5
,
7
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9
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,
1
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3
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12
2
,
9
8
0
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11
9
,
7
5
0
$
117,000 $ 116,000 $
RE
I
M
B
U
R
S
E
M
E
N
T
S
A
N
D
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T
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10
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46
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$
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,
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$
74
,
5
0
5
$
79
,
3
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5
79,375 $ 82,285 $
10
1
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3
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0
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1
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0
0
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21
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10
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C
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10
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106,600 107,100
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4
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32
,
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43
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(1
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)
(7
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3
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)
29
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0
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5
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M
I
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L
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40
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10
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0
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33
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2
4
9
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0
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$
25
5
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,
4
0
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30
6
,
6
4
3
$
23
0
,
8
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$
228,775 $ 235,635 $
TR
A
N
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F
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R
S
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N
10
1
-
3
9
2
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2015 2016
RE
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2015 DS Fund COMBINED Actual
50
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524 2015
RE
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66
•Budget Calendar
•How Are My Taxes Used?
•Salaries
•City Fund Balances
•Financial Management Policy
•Exhibit A
BUDGET INFORMATION
67
St. Anthony Budget Calendar followed for 2016 Budget
(Significant Steps)
January 15 & 16, 2015 Goal Setting, Financial Management and Planning.
April 28, 2015: Public Hearing/Provide Residents with an Opportunity to have input in the
budget process.
May - June: City Manager & Staff Meetings to discuss:
» 2016 Operations and Use of Liquor Profits
» Review debt levy reduction plan tied to on-going street projects
» Road Improvement Program
June 29 & July 31, 2015: Financial planning work sessions.
August 25, 2015: Presentation of the Proposed 2016 Budget & Property Tax Levy to the City
Council.
September 9, 2014: Resolution passed setting the proposed 2016 Annual Budget and Property
Tax Levy.
September – December: City Manager & Staff meet to confirm parameters and estimates used in
budgeting process.
November 2 & 10, 2015: Utility Budgets and rates reviewed at work session and presented at public
hearing.
November 30, 2015: Capital Funds 2016-2032 Budgets reviewed at work session.
December 8, 2015: Presentation of 2016 Annual Budget and Final Levy with Public Input:
» Adoption of the 2016 Annual Budget and Final Levy.
68
AVERAGE HOME VALUATION = $255,000
ANNUAL BUDGET TAXES =$902.20
ROAD LEVY TAXES = $487.39
PUBLIC FACILITIES - P/W & FIRE $103.22
TAX ABATEMENT $41.34
CAPITAL IMPROVEMENTS $41.04
TOTAL CITY PROPERTY TAXES = $1,575.19
2015 TAX LEVY % OF TAXES
EXPENDITURES BUDGET EXPENDITURES BUDGET PAID
Mayor / Council 79,043$ 61,723$ 1.82%16.45$
Cable Franchise 42,597 - 0.00%-
General Management 117,466 91,726 2.71%24.45
Elections 26,783 20,914 0.62%5.57
Financial / HR Services 353,714 214,943 6.35%57.29
Assessing 56,341 43,995 1.30%11.72
Legal 110,750 65,750 1.94%17.52
Planning / Zoning 71,403 55,757 1.65%14.86
City Buildings 150,485 117,510 3.47%31.32
Emergency Management 68,460 53,459 1.58%14.25
Police Protection 2,061,924 989,907 29.24%263.81
Lauderdale/Falcon Heights Contracts 1,306,052 101,992 3.01%27.18
Dare Education 14,500 - 0.00%-
Fire Protection 1,012,316 717,595 21.20%191.25
Fire Relief - 2% Insurance - 0.00%-
Inspections, Building/Plumbing/Heating/Health 84,091 - 0.00%-
Animal Control 575 449 0.01%0.12
Public Works 955,872 550,100 16.25%146.60
Parks 316,632 247,250 7.30%65.89
Other Expenditures (operating transfers)92,300 52,300 1.54%13.94
GENERAL FUND TOTAL EXPENDITURES 6,921,304$ 3,385,370$ 100.00%902.20$
ROAD LEVY 1,828,848$ $487.39
PUBLIC FACILITIES - P/W & FIRE 387,322$ $103.22
TAX ABATEMENT 155,112$ $41.34
CIP LEVY 153,990$ $41.04
TOTAL LEVY 5,910,642$ $1,575.19
How are my taxes used? - 2016
69
Positions From To
Elected Officials Mayor NA 8,700$
Mayor – Pro Tem NA 7,956$
Council Member NA 7,200$
City Manager NA 140,000$
Departmental Directors and Chiefs 93,796$ 118,976$
Departmental Assistants 60,266$ 95,279$
Senior Fire and Police 67,118$ 87,774$
All Other Full-time Employees:
Union
Fire Fighter 63,747$ 67,118$
Police - Patrol / Sergeant 68,992$ 83,149$
Public Works 54,174$ 58,779$
Non-Union Finance 46,135$ 54,110$
Liquor 51,765$ 65,474$
Police 32,470$ 62,553$
Part-time Employees:
.From To
Volunteer Firefighters 12.14$ 14.17$
Code Enforcement Officers 17.91$ 18.71$
Police - Data Entry 18.76$ 18.76$
Liquor Clerks 10.15$ 15.11$
2016 Salary Range
2016 Hourly Rate
70
The audited Funds discussed below had a cumulative fund balance of $20,727,368 at 12/31/2014. A review
of those funds and a description of their intended sources and uses for budget years 2015 and 2016 are as
follows:
General Fund (101) - $2,475,481
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 provides the City’s Working Capital, Insurance Reserves, Contract Insurance Reserves/Deductibles,
Unemployment Reserves, and funds Pre-Paid Insurance requirements.
MSA Bond Fund (207) - $66,106
This is the Debt Service Fund associated with the State-Aid Street Improvement Bonds issued in 2000. A
portion of the City’s annual road maintenance State-Aid is used for the annual payment of principal and
interest. The debt will be retired in 2015.
Recycling Fund (225) - $5,668
This Special Revenue fund’s was established to manage recycling services and programs within the City
limits. Recycling Grants from Hennepin and Ramsey counties fund these activities.
Forfeiture Fund (230) - $31,172
This Special Revenue Fund’s revenues are derived from the sale of vehicles and other seized assets
confiscated for driving under the influence and drug-related offenses. State statute restricts the use of
these funds to supplement the Police Department’s operating fund for use in DUI/Drug-related
enforcement, education and training.
Fire Training Fund (240) - $2,909
The Fire Training Fund provides additional Police and Fire training outside of the General Fund Levy.
Funding of this training is generated by the City’s Certified Fire Instructors providing training services to
other jurisdictions.
HRA Debt Service and HRA Project (various 300’s funds combined) - $745,873
These funds were established to account for the City’s HRA and TIF district projects. The TIF revenues are
used to pay retire related debt associated with TIF project costs.
HRA General Fund (301) - ($159,775)
The HRA oversees all commercial and residential redevelopment activities in the community. The HRA
General Fund allows for the payment of administrative costs which are associated stimulating development
within the City. The deficit fund balance will be substantially retired in 2015.
Silver Lake Village Park (350) - ($171,550)
This improvement fund was used to account for the Silver Lake Village Park improvement. Prospectively,
this fund will account for the Silver Lake Water Quality Treatment Project. Upon completion of this project
and the collection of grant and transfer proceeds the fund will be closed.
CITY FUND BALANCES
71
Street Improvement Bond Fund (345/503) - $1,620,435
The Street Improvement Bond Fund revenue’s include special assessments and a portio n of Road
improvement Levy. These proceeds are used to retire debt associated with road improvement bonds issued
prior to 2009. The Fund balance will be used to service the annual debt service requirements. Debt
obligations serviced by this fund will be fully retired by 2023.
Silver Lake Road Bond Fund (365) - $1,470,614
The Silver Lake Road Bond Fund was established to provide debt financing for the Silver Lake Road
improvements. The Fund balance above includes $1,290,049 of restricted funds related to the advance
refunding of certain bond issues. The remaining Fund balance will be used to service the annual debt
service requirements. Debt obligations serviced by this fund will be fully retired by 2024.
Capital Equipment Fund (401) – $118,808
The Capital Equipment Fund is used for major capital equipment purchases (refer to the 5-Year Capital
Equipment Plan). Current funding is derived from transfers of Liquor profits, Road State aid, Water
Infiltration interest earnings and proceeds from the sale of existing equipment. Additional Funding was
established in 2013 with a Capital Improvement Levy of $50,000. The 2016 Capital Improvement Levy has
been increased to $80,990.
Park Improvement Fund (501) - $187,642
The Park Improvement Fund provides for the renovation and refurbishing of the City’s park system. Current
revenue sources are donations from private sources and park land dedication fees. The fund revenues are
designated for park improvements.
Tax Abatement Bond Fund (502) - $227,040
This fund provides funds to support the bond payments for the Tax Abatement Bonds issued in 2001 &
2009 for Park Improvements. The 2001 bonds will be retired in 2016, reducing annual debt service
requirements by approximately $55,000. The 2009 bonds will be retired in 2025, eliminating the remaining
annual debt service requirements of approximately $175,000.
Revolving Fund (509) - $691,211
The Revolving Fund has served as the general improvement fund for miscellaneous projects. City Council
has designated the use of this fund to projects such as park improvements, capital equipment purchases,
computer technology, street improvements and contingencies for emergency expenditures.
Building Improvement Fund (510) – ($33,805)
The fund was established to provide funding for infrastructure and non-recurring maintenance costs for
City owned buildings and structures throughout the Village. Funding of these projects was established in
the 2013 Budget by transferring from the Community Center Fund and Liquor proceeds beginning in 2014.
In 2016 the Building Improvement Levy of $73,000 will replace the use of Liquor proceeds.
2009 Street Improvement Bond Fund (512) - $384,309
The 2009 Street Improvement Bond Fund was established to provide debt financing for the 2009 street
improvements. The $2,630,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy and special assessment collections. The debt will be fully retired by 2025.
72
2010 Road Improvement Bond Fund (514) - $158,166
The 2010 Street Improvement Bond Fund was established to provide debt financing for the 2010 street
improvements. The $1,375,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy and special assessment collections. The debt will be fully retired by 2026.
2011 Road Improvement Bond Fund (516) - $411,736
The 2011 Street Improvement Bond Fund was established to provide debt financing for the 2011 street
improvements. The $1,940,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy, special assessment collections and fund balance. The debt will be fully retired by 2027.
2012 Road Improvement Bond Fund (518) - $333,754
The 2012 Street Improvement Bond Fund was established to provide debt financing for the 2012 street
improvements. The $2,195,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy, special assessment collections and fund balance. The debt will be fully retired by 2028.
2013 Street Improvement Construction Fund (519) - $189,115
This fund accounted for the costs associated with the feasibility and design cost associated with the
planned reconstruction of Edward Street from 35th Avenue NE to 36th Avenue NE and 36th Avenue from
Roosevelt Street to Silver Lake Road. The deficit fund was eliminated upon the issuance of the 2013B -
$1,775,000 improvement bond and prepaid special assessments. These proceeds will be used to pay project
expenses; upon completion the remaining funds will then be transferred to the associated debt service
fund.
2013 Road Improvement Bond Fund (520) - $228,102
The 2013 Street Improvement Bond Fund was established to provide debt financing for the 2013 street
improvements. The $1,775,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy, special assessment collections and fund balance. The debt will be fully retired by 2029.
2014 Street Improvement Construction Fund (521) – $30,553
This fund accounted for the costs associated with the feasibility and design cost associated with the
planned reconstruction of Penrod Lane NE from 36th Avenue NE to 37th Avenue NE; Edgemere Avenue NE
from Penrod Lane NE to Chelmsford Road NE; and Wendhurst Avenue NE from Penrod Lane NE to
Chelmsford Road NE. The deficit fund was eliminated upon the issuance of the 2014A - $2,070,000
improvement bond and prepaid special assessments. These proceeds will be used to pay project expenses;
upon completion the remaining funds will then be transferred to the associated debt service fund.
2014 Road Improvement Bond Fund (522) - $44,046
The 2014 Street Improvement Bond Fund was established to provide debt financing for the 2014 street
improvements. The $2,070,000 debt issuance will be repaid with funds derived from the Road
Improvement Levy, special assessment collections and fund balance. The debt will be fully retired by 2030.
2015 Road Improvement Construction Fund (523) – ($130,223)
The 2015 Street Improvement Project Fund accounts for the construction costs associated with
reconstruction of 36th Avenue between Highcrest Road and Silver Lake Road and Chelmsford Road
between 36th and 37th Avenue , the mill and overlay of Saint Anthony Boulevard between Highway 88 and
Ridgeway and reconstruction of Coolidge area alley and certain stormwater improvements. The deficit
fund balance was eliminated in 2015 with the receipt of bond proceeds.
73
2016 Road Improvement Construction Fund (525) – ($68,773)
The 2016 Street Improvement Project Fund accounts for the construction costs associated with the
reconstruction of Stinson Boulevard between 37th Avenue and Silver Lane, sidewalk improvements,
intersection improvements and street lighting improvements. The deficit fund balance will be eliminated in
2016 with the receipt of bond proceeds.
Community Services/City Hall Fund (601) - $15,816
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 $125,000 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. Budgeted rent transfer for 2016 is $81,800. Fund balance transfers will prospectively
provide for City Hall capital improvements via the Building Improvement Fund.
Water & Sewer Fund (701) - $4,855,860
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.
Storm Water Fund (702) - $76,646
The primary source of revenues for this fund is the storm water charges. These charges are currently being
used to retire bonds issued in 2000 for a major storm sewer improvement. Once Bonds are retired in 2015
these charges will be available to support storm water maintenance costs along with providing funds for
Debt Levy relief in connection with the annual infrastructure improvements.
Storm Water Bond Fund (703) - $142,768
The Storm Water Bond Fund was established to provide debt financing for storm sewer improvements
along 29th Avenue. The $1,610,000 debt issuance will be repaid with funds derived from storm water
charges. The debt will be fully retired in 2015 and this will fund will be closed.
Water Filtration & Purification Fund (704) - $4,637,330
The Water Filtration & Purification Fund was established and is dedicated to provide safe drinking water to
the residents. The monies in this fund were derived from a cash settlement that the City received from the
United States Army and Honeywell as damages for contaminating the City’s water supply. The original ten-
year agreement which provided 90% funding for operation and maintenance of the carbon filtration plant
has expired. A significant fund balance is maintained to address any future needs related to contamination.
Liquor Fund (705) - $2,113,362
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 reducing the general fund
levy. The fund balance is substantially comprised of cash, inventory, buildings, and fixtures.
Severance Fund (901) - $26,972 (Cash)
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 liability for 2014 totaled
$661,966. The City established an annual fund transfer in 2014 to meet severance obligations as they come
due.
74
CITY OF SAINT ANTHONY
FINANCIAL MANAGEMENT POLICY
12/31/2015
75
SUMMARY ................................................................................................................. I
REVENUE MANAGEMENT .......................................................................................... II
CASH AND INVESTMENTS .......................................................................................... III
RESERVES .................................................................................................................. IV
ANNUAL BUDGET ...................................................................................................... V
CAPITAL IMPROVEMENTS PLAN ................................................................................. VI
DEBT MANAGEMENT ................................................................................................. VII
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING.............................................. VIII
RISK MANAGEMENT .................................................................................................. IX
EXHIBIT A
TABLE OF CONTENTS
76
I. SUMMARY
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 is responsible for 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 meet the funding required to provide 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 enhanced 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
Operating Reserve Budget
Capital Improvement Plan Debt Management
Accounting, Auditing, Financial Risk Management
Objectives:
To provide both short-term and long-term future financial sustainability by ensuring adequate
funding for providing services needed by the community.
To support the City Council’s policy-making by ensuring that important policy decisions are based
on accurate and complete information.
To provide logical principles to guide the decisions of the City Council and management.
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.
FINANCIAL MANAGEMENT POLICY
77
To create a document for staff and Council members to refer to during financial planning, budget
preparation, and other financial management issues.
II. REVENUE MANAGEMENT
It is essential to responsibly manage the City’s revenue sources to provide maximum s ervice value to the
community. Some revenue sources, such as intergovernmental proceeds (LGA and other state aids) are
outside of direct City control and are consequently unaddressed by this policy. This policy establishes
guidance for the two major sources of City revenue: property taxes and fees/charges.
Property Taxes:
The property tax levy will not be increased without exploring all other alternatives. The costs of City
services, as annually defined and approved by the City Council will be funded first by the City revenues.
The property tax levy will used to fill the gap between the cost of services and other city revenues.
Priorities for increasing the property tax rate include:
Maintain current level of City Services
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.
78
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 the 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.
Provide Administrative and Financial services which are entrepreneurial in nature. The intent of
entrepreneurial services will be to augment City revenues, enhance service level capacity and to
create efficiencies for both the City and its partners.
Selected criteria:
To determine the specific rate to charge a fee for services rendered, the rate criteria can be one of five
approaches:
1. Market Comparison
Attempt to set fees equal to the market rate.
2. Maximum set by External Source
Fees set by legislation, Uniform Building Code, etc.
3. Entrepreneurial Approach
Fees will be commensurate with cost while providing efficiencies not otherwise available
to the City.
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 meet the
operating costs, provide for equipment replacement and working capital.
III. 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 in compliance with legal and administrative requirements in order to protect the
City funds being invested.
Legal Requirements:
Minnesota Statutes authorize and define an investment program for municipal governments.
A. Investment Instruments Authorization
79
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.
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.
IV. RESERVES
It is important for the financial sustainability 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 determine the disposition of any general fund surplus beyond the City’s minimum
Fund Balance as part of the annual budget process. These funds are available for appropriation by
the Council for unanticipated expenditures and unforeseen emergencies.
80
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.
V. ANNUAL BUDGET
The Annual Budget is the financial plan for funding the costs of City services, programs and infrastructure.
The Annual Budget includes the General Fund, the HRA Fund, the Special Revenue Funds, the Debt
Service Funds and the Long-Term Capital Funds Budgets. Enterprise operations are budgeted in separate
Enterprise Funds.
1. The City Manager shall submit a budget in which appropriations shall not reasonably exceed the
total of the estimated revenues and available fund balance.
2. The City will coordinate the Long-Term Capital Funds Budgets with the development of the
operating budget. Operating costs associated with capital improvements will be projected for
budget purposes and that budget will be approved by the Council.
3. The budget will provide for adequate operation, maintenance, replacement of City equipment and
for their orderly replacement.
4. 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.
5. The City will maintain a budgetary control system to help it adhere to the budget.
6. The City administration will prepare monthly reports comparing General Fund actual revenues and
expenditures to the budgeted amounts.
7. The Annual budget will provide for the major goals to be achieved and the services and programs to
be delivered for the level of funding provided.
8. 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.
9. Each year, the City Council will approve an Annual 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.
81
VI. CAPITAL IMPROVEMENTS
The demand for services and the cost of constructing and maintaining the City’s infrastructure is always
present. The Long-Term Capital Funds Budgets provide 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 15- year
period, and take 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 construction of roads, stormwater improvements utilities,
parks, vehicles and capital equipment replacement. 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
Acceptable Financial Impact on Tax Levy, Total Debt, or Utility Rate Levels.
VII. 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.
Debt Management Practices:
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:
1. The City will confine long-term borrowing to planned capital improvements.
82
2. 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 street
project, 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.
7. The City will use refunding mechanisms to reduce interest cost when economically feasible.
8. The City will manage the Debt Levy associated with its Road Improvement Program to reduce the
overall future high point of levy requirements during the final years of the program. The City will
apply future unencumbered utility charges; Municipal State Aid fund, excess bond balances and one
time revenue sources to accomplish this reduction in future levy requirements. See Exhibit A for
the current projections of the plans impact.
VIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
The key to effective financial management is to provide accurate, current, and meaningful information
about the City’s operations to guide decision making and enhance and protect the City’s financial
position.
Policy Statement:
1. The City’s accounting system will maintain records on a basis consistent with generally accepted
accounting standards and principles for local government accounting as set forth by the
Government Accounting Standards Board (GASB) and in conformance with the State Auditor’s
requirements per State Statutes.
2. The City will establish and maintain a high standard of accounting practices.
3. The City will follow a policy of full disclosure written in clear and understandable language in all
reports on its financial condition.
4. A primary goal of the Finance Department is to provide timely monthly, quarterly and annual
financial reports to users.
5. An independent public accounting firm will perform an annual audit and issue an opinion on the
City’s financial statements.
6. The City Council will review the audit report, approve its findings and meet with the Auditor to
discuss any questions they might have in regard to the audit.
83
IX. 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:
1. 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.
EXHIBIT A
84
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12/17/2015Exhibit A 85