HomeMy WebLinkAbout2015 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
2015
The 2015 Annual Budget is
a document that provides
the fi nancial 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
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
Combined Budgetary Funds Summary ...................... 7
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 ................................................... 20
Legal ......................................................................... 21
Assessing ................................................................. 21
City Buildings ......................................................... 22
Cable Franchise ...................................................... 22
Police Protection ..................................................... 22
Fire Protection ......................................................... 23
Protective Inspections ............................................ 24
Emergency Management ...................................... 25
Animal Control ....................................................... 25
Public Works ........................................................... 25
Parks ........................................................................ 26
Other Expenditures & Transfers .......................... 28
ENTERPRISE FUNDS
Liquor Operations
Combined Operations.......................................... 30
Marketplace .......................................................... 32
Silver Lake Village ............................................... 34
Utility Fund
Summary ............................................................... 36
Water ...................................................................... 38
Sewer ...................................................................... 40
SPECIAL REVENUE FUNDS
Housing & Redevelopment ...................................... 42
Recycling ..................................................................... 43
Forfeiture ..................................................................... 44
Fire Educator/Training ............................................. 45
Community Service Center ...................................... 46
CAPITAL FUNDS
Capital Improvement Plan
Summary ............................................................... 48
Detail ...................................................................... 49
Buildings Improvement ............................................ 50
Streets Improvement ................................................. 51
Public Utility Infrastructure ..................................... 53
Stormwater Improvement ......................................... 54
Park Improvement ..................................................... 55
DEBT SERVICE FUNDS
Street Improvement Debt ............. ............................ 56
Tax Abatement & Lease Revenue Debt .................. 58
Other Debt ............. ..................................................... 60
BUDGET INFORMATION
Budget Calendar .......................................................... 64
How are my taxes used ............................................... 65
Salaries .......................................................................... 66
City Fund Balances ...................................................... 67
Financial Management Policy .................................... 69
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
Hal Gray
Jan Jenson
Randy Stille
Vacancy (at the time of publication)
City Staff
Mark Casey, City Manager
Barb Suciu, City Clerk
John Ohl, Police Chief
Mark Sitarz, Fire Chief
Shelly Rueckert, Finance Director
Jay Hartman, Public Works Director
Michael Larson, Liquor Operations Manager
Charlie Yunker, Human Resource Coordinator
1
2015
1 Part Time Employee
12 Reserve Officers
Full-Time Positions = 58
Part-Time Positions = 73
Police Reserves (Unpaid) = 12
Consultants
Engineer - WSB & Associates
Financial - Ehlers & Associates
Legal - Dorsey & Whitney
Planner - WSB & Associates
MAYOR AND COUNCIL MEMBERS
Planning Commission
City Clerk
30 P/T Election Judges
ADMINISTRATION
City Manager
St. Anthony Organizational Chart
4 Full time Employees
FINANCE
Parks Commission
5 Full time Employees
PUBLIC WORKS
14 Full time Employees7 Full time Employees
23 Part time Employees 24 Part time Employees
FIRE POLICELIQUOR OPERATIONS
10 Seasonal Employees
26 Full time Employees
2
Budget Highlights
In preparing the 2015 budget, Staff continued its mission to maintain the existing level of City
services and programs with the use of financially conservative budgeting. The 2015 General
Operating Budget resulted in a $197,867 levy increase over last year’s General Fund Levy amount.
The City’s overall levy increased by $218,900 yielding a 3.9% overall levy increase. This levy
increase on the local tax rate is mitigated by the decertification of the Cub tax increment district. The
combined impact of these two factors is estimated to limit the increase in the City’ tax rate to 0.42%
levy.
General Operating Fund
The City is scheduled to receive $62,448 of additional Local Government Aid (LGA) in 2015. The
receipt of LGA in 2014 coupled with the increase in 2015 allows for property tax relief by negating
the impact of annual wage increases, health insurance premium increase, increases in police/fire
pension costs and escalating energy prices. The cumulative use of LGA has been allocated for these
purposes.
37% Property Tax Relief, negating the impact certain cost factors
33% Reduced: reliance on Liquor profits and cost allocations to utility funds
22% Addressing severance obligations, risk management
8% Property Tax Relief, supplanting decreases in revenues and other aids
The 2015 Operating Budget reflects a 2.25% increase in wages for the substantial portion of the Fire,
Police, Public Works, Liquor and Non-Union employees. In addition, health insurance premiums
increased by 10.5% in 2014 with the increase in cost for family coverage being borne shared equally
by the employer and employee.
Infrastructure Improvements
During the past several budget cycles there has been significant reconstruction of City streets,
sidewalks, the storm water system, Silver Lake Village and our park infrastructures.
The 2014 street project included street reconstruction and utility improvements to:
•Edgemere Avenue – Penrod Lane to Chelmsford Road
•Wendhurst Avenue – Penrod Lane to Chelmsford Road
•Penrod Lane – 36th Avenue to 37th Avenue
3
The total budget for the 2014 project totaled $1,803,200. Funding came from the issuance of a street
improvement bond and special assessments.
For 2015, the City Engineer is proposing street reconstruction and utility improvements to:
36th Avenue - Silver Lake Road to Highcrest Road
Chelmsford Road – 36th Avenue to 37th Avenue
Funding for the project will come from road improvement bonds and special assessments. The City
continues to assess 35% of the costs to the adjacent property owners and through the issuance of road
improvement bonds, 65% of the costs is levied over the entire community for their use of City streets.
Levy
St. Anthony’s General Operating Fund levy for 2015 totals $3,321,210 which supports the cost of
providing City services.
The total for all levies is $5,831,737. The levy increase without the benefit of LGA and Debt levy
reduction would have been 7.64%. With these two elements of property tax relief applied the overall
levy increase will be limited to $218,900 or 3.9% percent. A summary of the total levies are as
follows:
2015
General Operating Levy $3,321,210 (General Fund)
CIP Levy $ 50,000
Street Improvement Levy $1,791,725
Lease Revenue Bonds/Public Facilities $ 382,872
HRA Levy $ 132,782
Tax Abatement (Central/Emerald Park) $ 153,148
Total $5,831,737
Changes to the levy include: a $197,867 increase in the General Operating levies and CIP Levy; a
$15,145 increase to the Road Improvement Levy; a $4,410 increase to the Lease Revenue Bonds/
Public Facilities Levy, a $645 decrease in the HRA Levy and a $2,123 increase in the Tax Abatement
Levy for Central & Emerald Parks.
In 2015, the median property valuation of the City equals $223,000 (the median taxable valuation is
the number in the middle: 50% lower, 50% higher). The average homeowner in the Village will pay
$1,467.26 in “City Property Taxes”.
A breakdown of the costs includes: $855.09 for Police, Fire, Public Works and Park maintenance;
$461.30 for Streets; $98.57 for the Fire and Public Works buildings; $39.43 for the Central and
Emerald park improvements; and $12.87 for the Capital Improvement Fund.
4
Capital Equipment Purchases - Appropriation = $386,743
The proposed 2015 Capital Equipment Budget totals $386,743. Traditionally, revenue for funding
capital equipment has come from various sources including: transfers from the General Fund and
Utility Funds, profits from Liquor Operations, Liquor Reserve Funds, MSA Revolving Funds,
interest earnings, trade/sale of existing equipment, and the Capital Improvement Levy. A review of
the 2015 revenue and expenditures is as follows:
Revenues:Finance/Administration
Capital Improvement Levy 50,000$ Computer Hardware 13,455
Liquor Operating Transfers 108,200 Council Chambers 10,000
MSA/Revolving Funds 90,000 Total Finance/Administration 23,455$
Water Filtration Transfer 50,000
Utility Fund Transfer 15,000 Public Works:
Trade/Sale of Equipment 5,400
Total Revenues 318,600$ Utility Department
Fleet replacements 52,785
Expenditures:Speciality Equipment 1,530
Police Department Technology 2,000
Squad Cars 110,007$ 56,315
Unmarked Cars 28,000 Streets Department
Technology 15,500 Heavy Equipment 6,150$
Specialty Equipment 10,670 6,150$
General Equipment 5,100 Parks Department
Total Police 169,277$
Heavy Equipment 10,200$
Fire Department Field Maintenance 2,040
Rescue Vehicle 80,000$ Speciality Equipment 4,641
Protective Gear 12,250 16,881$
Technology 15,880
Protective Equipment/Tools 3,500 Total Public Works 79,346$
Office Furniture 3,035
Total Fire 114,665$ Total Expenditures 386,743$
Grants
To help offset the cost of operations and capital equipment, Staff continues to participate in Federal
and State grants, seeking donations from private sources and partners with local organizations.
During 2014 the City these awards total value was $1,571,552. Therefore the City has received
$18,989,975 in total grants and donations since 1999. When spread over a population of 8,333, this
represents $2,279 per resident.
2014 grants awarded included $770,154 from the Federal Transportation Department for street and
intersection safety improvements within the City. Final designs for these improvements will be
completed in 2015 with constructed beginning in 2016. The City continued to participate in a
longstanding grant program which promotes public safety and alcohol awareness due to the Police
Department’s ability to secure Safe and Sober Grant funding. The City also benefited from
Metropolitan Council shared services I & I Grant associated with the replacement of deteriorated
sewer lines.
5
Liquor Operations
The profitability of St. Anthony’s Liquor Operations continues to be a focus for City Council and
Staff. The profits from store operations enhance the City’s ability purchase capital equipment. In
addition profits provide a source of funding for general fund tax levy reduction.
In 2015, the allocation of liquor operating profits includes $214,244 being transferred to the General
Fund and $108,200 is designated to the Capital Equipment Fund and $73,000 is designated to the
Building Improvement. In 2014 funding to the General Fund was lowered by $91,556 thus reducing
the City’s operating budget’s reliance on Liquor profits.
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), and 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.
6
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e
Ci
t
y
Cl
e
r
k
is
re
s
p
o
n
s
i
b
l
e
fo
r
th
e
pr
e
p
a
r
a
t
i
o
n
,
ma
i
n
t
e
n
a
n
c
e
an
d
pu
b
l
i
c
a
t
i
o
n
of
of
f
i
c
i
a
l
re
c
o
r
d
s
,
do
c
u
m
e
n
t
s
,
re
s
o
l
u
t
i
o
n
s
an
d
or
d
i
n
a
n
c
e
s
as
we
l
l
as
th
e
ma
i
nt
e
n
a
n
c
e
of
th
e
Ci
t
y
’
s
we
b
s
i
t
e
.
In
ad
d
i
t
i
o
n
,
th
e
Ci
t
y
Cl
e
r
k
co
n
d
u
c
t
s
al
l
of
th
e
el
e
c
t
i
o
n
s
fo
r
th
e
Ci
t
y
of
St
.
An
t
h
o
n
y
Vi
l
l
a
g
e
.
Ev
e
n
ye
a
r
el
e
c
t
i
o
n
s
in
c
l
u
d
e
Fe
d
e
r
a
l
,
St
a
t
e
an
d
Ju
d
i
c
i
a
l
co
n
t
e
s
t
s
.
Od
d
ye
a
r
el
e
c
t
i
o
n
s
in
c
l
u
d
e
Mu
n
i
c
i
p
a
l
an
d
Sc
h
o
o
l
Bo
a
r
d
co
n
t
e
s
t
s
.
Th
e
sc
h
o
o
l
bo
a
r
d
el
e
c
t
i
o
n
s
ar
e
ad
m
i
n
i
s
t
e
r
e
d
by
th
e
Ci
t
y
of
St
.
An
t
h
o
n
y
Vi
l
l
a
g
e
.
Al
l
el
e
c
t
i
o
n
s
ar
e
co
n
d
u
c
t
e
d
wi
t
h
al
l
st
a
t
u
t
o
r
y
re
q
u
i
r
e
m
e
n
t
s
an
d
un
d
e
r
th
e
gu
i
d
a
n
c
e
of
He
n
n
e
p
i
n
an
d
Ra
m
s
e
y
Co
u
n
t
y
el
e
c
t
i
o
n
gu
i
d
e
l
i
n
e
s
.
Pl
a
n
n
i
n
g
:
Th
e
Pl
a
n
n
i
n
g
De
p
a
r
t
m
e
n
t
is
th
e
li
a
i
s
o
n
to
th
e
Pl
a
n
n
i
n
g
Co
m
m
i
s
s
i
o
n
an
d
is
re
s
p
o
n
s
i
b
l
e
fo
r
re
v
i
e
w
of
al
l
pl
a
n
n
i
n
g
do
c
u
m
e
n
t
s
.
Fi
n
a
n
c
e
,
In
s
u
r
a
n
c
e
/
A
c
c
o
u
n
t
i
n
g
:
Th
e
Fi
n
a
n
c
e
De
p
a
r
t
m
e
n
t
is
re
s
p
o
n
s
i
b
l
e
fo
r
pr
o
v
i
d
i
n
g
ge
n
e
r
a
l
fi
n
a
n
c
i
a
l
se
r
v
i
c
e
s
an
d
ac
c
o
u
n
t
i
n
g
re
c
o
r
d
s
of
al
l
Ci
t
y
fi
n
a
n
c
i
a
l
tr
a
n
s
a
c
t
i
o
n
s
.
Th
e
ar
e
a
s
of
se
r
v
i
c
e
in
c
l
u
d
e
:
Ge
n
e
r
a
l
le
d
g
e
r
ac
c
o
u
n
t
i
n
g
an
d
A/
P
pr
o
c
e
s
s
i
n
g
.
Li
q
u
o
r
re
c
o
r
d
k
e
e
p
i
n
g
an
d
Pr
o
f
i
t
/
L
o
s
s
re
p
o
r
t
i
n
g
.
Th
e
is
s
u
a
n
c
e
of
bu
s
i
n
e
s
s
li
c
e
n
s
e
s
.
Re
n
t
a
l
li
c
e
n
s
i
n
g
an
d
tr
a
c
k
i
n
g
.
Bu
i
l
d
i
n
g
pe
r
m
i
t
s
an
d
co
o
r
di
n
a
t
i
o
n
of
in
s
p
e
c
t
i
o
n
s
.
Pa
y
r
o
l
l
an
d
re
n
e
w
a
l
of
em
p
l
o
y
e
e
be
n
e
f
i
t
s
.
Wa
t
e
r
an
d
se
w
e
r
ch
a
r
g
e
s
an
d
bi
l
l
i
n
g
s
.
Pr
e
p
a
r
a
t
i
o
n
of
th
e
Ci
t
y
’
s
an
n
u
a
l
budget.
Th
e
re
n
e
w
a
l
of
Ci
t
y
in
s
u
r
a
n
c
e
po
l
i
c
i
e
s
.
In
v
e
s
t
m
e
n
t
of
Ci
t
y
fu
n
d
s
.
Co
m
p
l
i
a
n
c
e
wi
t
h
Au
d
i
t
i
n
g
St
a
n
d
a
r
d
s
.
Al
s
o
,
it
is
th
e
re
s
p
o
n
s
i
b
i
l
i
t
y
of
th
e
Fi
n
a
n
c
e
De
p
a
r
t
m
e
n
t
to ensure th at a
re
a
s
o
n
a
b
l
e
le
v
e
l
of
in
s
u
r
a
n
c
e
co
v
e
r
a
g
e
is
ma
i
n
t
a
i
n
e
d
for general liability,
pr
o
p
e
r
t
y
& ca
s
u
a
l
t
y
,
wo
r
k
e
r
s
co
m
p
e
n
s
a
t
i
o
n
an
d
liquor liability.
Le
g
a
l
:
Th
e
le
g
a
l
bu
d
g
e
t
co
v
e
r
s
ex
p
e
n
s
e
s
in
c
u
r
r
e
d
fo
r
legal matters including civil and
cr
i
m
i
n
a
l
.
As
s
e
s
s
i
n
g
:
Th
e
as
s
e
s
s
i
n
g
bu
d
g
e
t
co
v
e
r
s
co
s
t
s
in
c
u
r
r
e
d
fo
r
the City’s assessing process
th
r
o
u
g
h
He
n
n
e
p
i
n
Co
u
n
t
y
.
Ci
t
y
Bu
i
l
d
i
n
g
s
:
Th
i
s
bu
d
g
e
t
en
c
o
m
p
a
s
s
e
s
al
l
ne
c
e
s
s
a
r
y
ma
i
n
t
e
n
a
n
c
e
and repairs to city owned
bu
i
l
d
i
n
g
s
an
d
gr
o
u
n
d
s
.
Ci
t
y
st
a
f
f
pe
r
f
o
r
m
s
on
g
o
i
n
g
maintenance to ensure
bu
i
l
d
i
n
g
s
op
e
r
a
t
e
ef
f
i
c
i
e
n
t
l
y
an
d
mi
n
i
m
i
z
e
en
e
r
g
y
costs.
Ca
b
l
e
Fr
a
n
c
h
i
s
e
:
Th
e
Ca
b
l
e
Fr
a
n
c
h
i
s
e
bu
d
g
e
t
co
v
e
r
s
co
s
t
s
re
l
a
t
e
d
to cable productions of St.
An
t
h
o
n
y
me
e
t
i
n
g
s
as
we
l
l
as
re
p
l
a
c
e
m
e
n
t
of
eq
u
i
p
m
e
n
t
within the Council
Ch
a
m
b
e
r
s
an
d
AV
ro
o
m
.
Po
l
i
c
e
Pr
o
t
e
c
t
i
o
n
:
Th
e
St
.
An
t
h
o
n
y
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
’
s
pu
r
p
o
s
e
is to protect and serve St.
An
t
h
o
n
y
re
s
i
d
e
n
t
s
th
r
o
u
g
h
pr
o
a
c
t
i
v
e
an
d
preventative patrol, traffic law
en
f
o
r
c
e
m
e
n
t
,
in
v
e
s
t
i
g
a
t
i
o
n
of
cr
i
m
i
n
a
l
ac
t
i
v
i
t
y
,
emergency response, crime
pr
e
v
e
n
t
i
o
n
,
an
d
th
e
de
v
e
l
o
p
m
e
n
t
of
co
m
m
u
n
i
t
y
contacts and relationships.
Th
r
o
u
g
h
pr
o
b
l
e
m
so
l
v
i
n
g
,
co
m
m
u
n
i
t
y
co
l
l
a
b
o
r
a
t
i
o
n
s
,
and empowering the
de
p
a
r
t
m
e
n
t
’
s
li
n
e
pe
r
s
o
n
n
e
l
,
we
mo
v
e
fo
r
w
a
r
d
toward the se goals.
Th
e
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
’
s
pr
i
m
a
r
y
fo
c
u
s
is
to
in
s
u
r
e
the community’s livability,
sa
f
e
t
y
,
an
d
se
c
u
r
i
t
y
th
r
o
u
g
h
fa
i
r
an
d
im
p
a
r
t
i
a
l
law enforcement. The
de
p
a
r
t
m
e
n
t
ha
s
a
st
r
o
n
g
co
m
m
i
t
m
e
n
t
to
Co
m
m
u
n
i
t
y
Oriented Policing that
ca
n
be
ev
i
d
e
n
c
e
d
th
r
o
u
g
h
th
e
de
p
a
r
t
m
e
n
t
’
s
ac
t
i
o
n
s
and mission. 14
Ov
e
r
v
i
e
w
of
De
p
a
r
t
m
e
n
t
s
Th
e
de
p
a
r
t
m
e
nt
is
co
m
p
r
i
s
e
d
of
a
Po
l
i
c
e
Ch
i
e
f
,
on
e
(1
)
Ca
p
t
a
i
n
,
on
e
(1
)
Li
e
u
t
e
n
a
n
t
,
th
r
e
e
(3
)
Se
r
g
e
a
n
t
s
,
on
e
(1
)
in
v
e
s
t
i
g
a
t
o
r
,
si
x
t
e
e
n
(1
6
)
pa
t
r
o
l
of
f
i
c
e
r
s
an
d
on
e
(1
)
fu
l
l
ti
m
e
ci
v
i
l
i
a
n
co
m
m
u
n
i
t
y
se
r
v
i
c
e
of
f
i
c
e
r
.
Th
e
de
p
a
r
t
m
e
n
t
al
s
o
em
p
l
o
y
s
tw
o
(2
)
fu
l
l
‐ti
m
e
se
c
r
e
t
a
r
i
e
s
an
d
on
e
(1
)
pa
r
t
ti
m
e
da
t
a
en
t
r
y
cl
e
r
k
to
su
pp
o
r
t
th
e
de
p
a
r
t
m
e
n
t
’
s
ov
e
r
a
l
l
go
a
l
s
an
d
ob
j
e
c
t
i
v
e
s
.
In
ad
d
i
t
i
o
n
to
th
e
sw
o
r
n
of
f
i
c
e
r
s
,
fo
u
r
t
e
e
n
(1
4
)
Po
l
i
c
e
Re
s
e
r
v
e
s
he
l
p
ma
i
n
t
a
i
n
th
e
pr
o
f
e
s
s
i
o
n
a
l
ex
c
e
l
l
e
n
c
e
of
th
e
de
p
a
r
t
m
e
n
t
.
Th
e
po
l
i
c
e
de
p
a
r
t
m
e
n
t
al
s
o
pr
o
v
i
d
e
s
24
‐ho
u
r
co
n
t
r
a
c
t
u
a
l
po
l
i
c
e
se
r
v
i
c
e
s
fo
r
th
e
ci
t
i
e
s
of
La
u
d
e
r
d
a
l
e
an
d
Fa
l
c
o
n
He
i
g
h
t
s
.
Ei
g
h
t
(6
)
of
f
i
c
e
r
s
ar
e
de
d
i
c
a
t
e
d
to
th
o
s
e
co
m
m
u
n
i
t
i
e
s
fo
r
po
l
i
c
e
p ro
t
e
c
t
i
o
n
an
d
re
s
p
o
n
s
e
.
Th
e
de
p
a
r
t
m
e
n
t
’
s
in
v
o
l
v
e
m
e
n
t
in
th
e
s
e
co
n
t
r
a
c
t
e
d
se
r
v
i
c
e
s
cr
e
a
t
e
s
ad
d
i
t
i
o
n
a
l
re
s
o
u
r
c
e
s
fo
r
re
s
i
d
e
n
t
s
of
St
.
An
t
h
o
n
y
Vi
l
l
a
g
e
.
In
ad
d
i
t
i
o
n
,
th
e
co
n
t
r
a
c
t
s
al
s
o
re
d
u
c
e
th
e
ov
e
r
a
l
l
ta
x
li
a
b
i
l
i
t
y
as
s
o
c
i
a
t
e
d
wi
t
h
po
l
i
c
e
co
s
t
s
to
St
.
An
t
h
o
n
y
Vi
l
l
a
g
e
re
s
i
d
e
n
t
s
,
as
we
l
l
as
pa
y
fo
r
sq
u
a
d
ca
r
s
an
d
ot
h
e
r
po
l
i
c
e
e qu
i
p
m
e
n
t
.
In
ke
e
p
i
n
g
wi
t
h
ou
r
co
m
m
i
t
m
e
n
t
to
Co
m
m
u
n
i
t
y
Or
i
e
n
t
e
d
Po
l
i
c
i
n
g
,
th
e
po
l
i
c
e
de
p
a
r
t
m
e
n
t
pr
o
v
i
d
e
s
a
wi
d
e
va
r
i
e
t
y
of
co
m
m
u
n
i
t
y
se
r
v
i
c
e
s
an
d
ed
u
c
a
t
i
o
n
a
l
pr
o
g
r
a
m
s
in
c
l
u
d
i
n
g
:
Cr
i
m
e
Pr
e
v
e
n
t
i
o
n
Mi
n
n
e
s
o
t
a
’
s
Ni
g
h
t
to
Un
i
t
e
Po
l
i
c
e
Bi
k
e
Pa
t
r
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l
Li
q
u
o
r
an
d
To
b
a
c
c
o
Co
m
p
l
i
a
n
c
e
Ch
e
c
k
s
Ea
s
t
Me
t
r
o
SW
A
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Ne
i
g
h
b
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d
Cr
i
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t
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t
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n
’
s
Po
l
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Ac
a
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m
y
An
i
m
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l
Co
n
t
r
o
l
Co
m
m
u
n
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y
Ed
u
c
a
t
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o
n
an
d
In
v
o
l
v
e
m
e
n
t
Fi
r
e
Pr
o
t
e
c
t
i
o
n
:
Th
e
Fi
r
e
De
p
a
r
t
m
e
n
t
is
re
s
p
o
n
s
i
b
l
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fo
r
pr
o
t
e
c
t
i
n
g
th
e
co
m
m
u
n
i
t
y
fr
o
m
th
e
ef
f
e
c
t
s
of
fi
r
e
by
th
e
me
a
n
s
of
fi
r
e
su
p
p
r
e
s
s
i
o
n
,
pu
b
l
i
c
ed
u
c
a
t
i
o
n
,
an
d
re
s
c
u
e
an
d
fi
r
e
co
d
e
en
f
o
r
c
e
m
e
n
t
.
Th
e
De
p
a
r
t
m
e
n
t
is
co
m
p
r
i
s
e
d
of
fi
v
e
(1
)
fu
l
l
‐ti
m
e
fi
r
e
f
i
g
h
t
e
r
s
,
on
e
(1
)
As
s
i
s
t
a
n
t
Fi
r
e
Ch
i
e
f
,
a Fi
r
e
Ch
i
e
f
an
d
ap
p
r
o
x
i
m
a
t
e
l
y
tw
e
n
t
y
(2
0
)
pa
r
t
‐ti
m
e
pe
r
s
o
n
n
e
l.
Th
e
Fi
r
e
De
p
a
r
t
m
e
n
t
pr
o
v
i
d
e
s
fi
r
s
t
re
s
p
o
n
s
e
to
al
l
me
d
i
c
a
l
em
e
r
g
e
n
c
i
e
s
on
an
EM
T
le
v
e
l
,
as
we
l
l
as
mi
t
i
g
a
t
i
o
n
of
mi
n
o
r
to
mo
d
e
r
a
t
e
ha
z
a
r
d
o
u
s
ma
t
e
r
i
a
l
in
c
i
d
e
n
t
s
.
To
pr
o
v
i
d
e
ou
r
co
m
m
u
n
i
t
y
wi
t
h
ex
p
e
d
i
e
n
t
qu
a
l
i
t
y
fire and safety services, the
De
p
a
r
t
m
e
n
t
ut
i
l
i
z
e
s
au
t
o
m
a
t
i
c
an
d
mu
t
u
a
l
ai
d
response with our neighboring
co
m
m
u
n
i
t
i
e
s
.
Pr
o
t
e
c
t
i
v
e Se
r
v
i
c
e
s
:
Th
e
Fi
r
e
De
p
a
r
t
m
e
n
t
en
f
o
r
c
e
s
Ci
t
y
or
d
i
n
a
n
c
e
s
and the International Property
Ma
i
n
t
e
n
a
n
c
e
Co
d
e
.
Tw
o
(2
)
pa
r
t
‐ti
m
e
in
s
p
e
c
t
o
r
s
are responsible for matters
re
l
a
t
i
n
g
to
ho
u
s
i
n
g
/
p
r
o
p
e
r
t
y
ma
i
n
t
e
n
a
n
c
e
,
si
g
n
s
and nuisances in addition to
co
n
d
u
c
t
i
n
g
re
n
t
a
l
pr
o
p
e
r
t
y
in
s
p
e
c
t
i
o
n
s
.
Em
e
r
g
e
n
c
y
Ma
n
a
g
e
m
e
n
t
:
Th
i
s
in
v
o
l
v
e
s
th
e
pl
a
n
n
i
n
g
,
tr
a
i
n
i
n
g
an
d
re
s
p
o
n
s
e
to disasters such as wind
st
o
r
m
s
,
to
r
n
a
d
o
e
s
,
sn
o
w
an
d
ic
e
st
o
r
m
s
,
ha
z
a
r
d
o
u
s
material accidents, major
tr
a
n
s
p
o
r
t
a
t
i
o
n
an
d
ma
s
s
ca
s
u
a
l
t
y
in
c
i
d
e
n
t
s
,
in
c
l
u
d
i
n
g
pandemic emergencies.
An
i
m
a
l
Co
n
t
r
o
l
:
Th
e
Ci
t
y
wo
r
k
s
wi
t
h
Ap
a
c
h
e
An
i
m
a
l
Ho
s
p
i
t
a
l
to
assist with any situation
re
l
a
t
i
n
g
to
an
i
m
a
l
s
wi
t
h
i
n
th
e
Ci
t
y
.
Pu
b
l
i
c
Wo
r
k
s
De
p
a
r
t
m
e
n
t
:
Th
e
Pu
b
l
i
c
Wo
r
k
s
De
p
a
r
t
m
e
n
t
is
co
m
p
r
i
s
e
d
of
fourteen (14) full ‐time
em
p
l
o
y
e
e
s
,
tw
e
l
v
e
(1
2
)
be
i
n
g
ma
i
n
t
e
n
a
n
c
e
an
d
two (2) management staff.
Pu
b
l
i
c
Wo
r
k
s
is
re
s
p
o
n
s
i
b
l
e
fo
r
th
e
st
r
e
e
t
ma
i
n
t
e
n
a
n
c
e
including
ap
p
r
o
x
i
m
a
t
e
l
y
24
mi
l
e
s
of
ci
t
y
ro
a
d
w
a
y
s
,
al
l
e
y
s
,
city owned parking lots and
si
d
e
w
a
l
k
s
.
Th
e
Pu
b
l
i
c
Wo
r
k
s
St
r
e
e
t
Di
v
i
s
i
o
n
pr
o
v
i
d
e
s
se
r
v
i
c
e
s
to incl ude the maintenance
of
al
l
ci
t
y
st
r
e
e
t
s
,
al
l
e
y
s
,
Ci
t
y
ow
n
e
d
pa
r
k
i
n
g
lo
t
s
and sidewalks. This division
ma
i
n
t
a
i
n
s
ap
p
r
o
x
i
m
a
t
e
l
y
24
mi
l
e
s
of
ro
a
d
w
a
y
s
.
The primary maintenance
pr
o
c
e
d
u
r
e
s
in
c
l
u
d
e
:
sn
o
w
re
m
o
v
a
l
,
ic
e
co
n
t
r
o
l
,
crack sealing, seal coating, and
co
n
c
r
e
t
e
cu
r
b
an
d
pa
n
e
l
re
p
l
a
c
e
m
e
n
t
.
In
ad
d
i
t
i
o
n
,
street sweeping, crosswalk
st
r
i
p
i
n
g
an
d
st
r
e
e
t
si
g
n
ma
i
n
t
e
n
a
n
c
e
ar
e
al
s
o
th
e
res ponsibility of the street
di
v
i
s
i
o
n
.
Pa
r
k
s
:
Th
e
Pa
r
k
s
Di
v
i
s
i
o
n
pr
o
v
i
d
e
s
ma
i
n
t
e
n
a
n
c
e
to
fi
v
e
(5) city parks and three (3)
pa
r
k
sh
e
l
t
e
r
s
.
Th
i
s
di
v
i
s
i
o
n
ma
i
n
t
a
i
n
s
al
l
ba
s
e
b
a
l
l
,
softball and soccer fields
th
a
t
ar
e
cu
r
r
e
n
t
l
y
sc
h
e
d
u
l
e
d
th
r
o
u
g
h
th
e
St
An
t
h
o
n
y
Community Services
Re
c
r
e
a
t
i
o
n
Pr
o
g
r
a
m
.
In
Ad
d
i
t
i
o
n
,
th
i
s
di
v
i
s
i
o
n
maintains all City Buildings,
gr
o
u
n
d
s
an
d
Ci
t
y
ow
n
e
d
st
o
r
m
se
w
e
r
re
t
e
n
t
i
o
n
po nds. 15
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s
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l
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r
20
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LI
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U
A
L
20
1
2
AC
T
U
A
L
20
1
3
BU
D
G
E
T
20
1
4
EST. ACTUAL 2014BUDGET 2015
GE
N
E
R
A
L
FU
N
D
EX
P
E
N
D
I
T
U
R
E
S
DE
T
A
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L
10
1
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1
1
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0
0
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S
OF
F
I
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SU
P
P
L
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E
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7,
1
3
6
9,
4
8
6
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6
4
5
5,
3
5
6
5,
7
5
0
6,412 5,750
10
1
‐42
2
1
‐15
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0
0
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SU
P
P
L
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E
S
‐
EQ
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I
P
10
1
79
7
1,
3
5
9
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0
0
0
1,159 1,000
10
1
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2
6
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0
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L
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63
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6
6
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7
6
3
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1,296 1,950
10
1
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0
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17
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0
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3
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12
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9
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8
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17,049 16,170
10
1
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S
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SU
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39
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10
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10
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260,471 $ 272,445 $
LE
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10
1
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2
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0
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GE
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86
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9
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6
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25
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0
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0
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55,245 $ 30,000 $
10
1
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1
3
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0
0
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T
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29
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65,425 38,750
10
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PR
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60
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42,000 42,000
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62
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4
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6
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78
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1
$
15
7
,
8
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9
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72
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7
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9
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3
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5
0
$
162,670 $ 110,750 $
A SS
E
S
S
I
NG
10
1
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1
0
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0
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10
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27 28
10
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2
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AS
R
PE
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35
2
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190 202
10
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200 206
10
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P
P
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39
38
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166 150
10
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41
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,
6
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10
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5
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A
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PR
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D
FO
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& EN
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0
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Fi
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20
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20
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20
1
2
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T
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A
L
20
1
3
BU
D
G
E
T
20
1
4
EST. ACTUAL 2014BUDGET 2015
GE
N
E
R
A
L
FU
N
D
EX
P
E
N
D
I
T
U
R
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S
DE
T
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BU
I
L
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G
S
10
1
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0
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MI
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CO
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T
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7
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9
4
4
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7,
0
2
1
$
7,
2
5
0
$
6,258 $ 5,183 $
10
1
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2
5
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0
0
C
B
CO
M
M
U
N
I
C
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45
,
0
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5
45
,
1
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4
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5
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6,637 6,512
10
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10
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10
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142,007 $ 144,353 $
CA
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10
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10
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10
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36
THIS PAGE LEFT INTENTIALLY BLANK
37
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40
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ACTUAL BUDGET
20
1
0
2
0
1
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(45,703)$ 4,869 $ 41
THIS PAGE LEFT INTENTIALLY BLANK
HOUSING & REDEVELOPMENT AUTHORITY
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.
RECYCLING
This fund accounts for the recycling activities.
FORFEITURE
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.
FIRE EDUCATION/TRAINING
The Fire Education & Training Fund is an education program that is designed to provide training to Police
and Fire personnel. The Fund allows the City to use its existing trained Fire personnel to provide education
services for both in-house and outside organizations.
COMMUNITY CENTER
The Community Center Fund purpose is to account for the costs to operate and maintain the Community
Center building at 3301 Silver Lake Road.
SPECIAL REVENUE FUNDS
Fi
s
c
a
l
Ye
a
r
20
1
5
AC
T
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T
.
ACTUAL BUDGET
20
1
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20
1
1
20
1
2
20
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3
20
1
4
2014 2015
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V
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30
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$
152,213 $ 130,126 $
30
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$
145,399 $ 147,562 $
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9
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6
9
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8
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EN
D
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4
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HO
U
S
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D
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42
Fi
s
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.
ACTUAL BUDGET
RE
V
E
N
U
E
S
20
1
0
20
1
1
20
1
2
20
1
3
20
1
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2014 2015
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5
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2
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17
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0
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22
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5
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S
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9
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M
I
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L
L
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30
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8
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T
CH
A
N
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E
(
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,
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5
3
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BE
G
I
N
N
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N
D
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L
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E
26
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6
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5
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8
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3
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D
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,
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6
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3
5
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8
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3
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(0)
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RE
C
Y
C
L
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N
G
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43
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s
c
a
l
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r
20
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A
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A
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A
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B
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E
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E
S
T
.
ACTUAL BUDGET
RE
V
E
N
U
E
S
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
2014 2015
23
0
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R
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T
RE
V
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23
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21
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10
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2
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11
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EX
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L
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EQ
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R
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NE
T
CH
A
N
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E
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6
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5
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4
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8
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6
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2
3
6
$
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7
)
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‐
$
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BE
G
I
N
N
I
N
G
FU
N
D
BA
L
A
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E
68
,
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2
2
41
,
6
5
8
23
,
6
2
2
28
,
8
5
8
28
,
7
4
1
28,741 28,741
EN
D
I
N
G
FU
N
D
BA
L
A
N
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E
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6
5
8
$
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,
6
2
2
$
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8
5
8
$
28
,
7
4
1
$
28
,
7
4
1
$
30,901 $ 28,741 $
FO
R
F
E
I
T
U
R
E
FU
N
D
44
Fi
s
c
a
l
Ye
a
r
20
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5
AC
T
U
A
L
A
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A
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T
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A
L
A
C
T
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A
L
B
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D
G
E
T
E
S
T
.
ACTUAL BUDGET
RE
V
E
N
U
E
S
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
2014 2015
24
0
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4
0
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I
N
S
T
R
U
C
T
O
R
FE
E
S
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7
3
5
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7
2
9
$
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4
9
9
$
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2
9
9
$
5,
5
0
0
$
3,130 $ 3,000 $
24
0
‐38
9
1
‐0 ‐0 ‐00
M
I
S
C
E
L
L
A
N
E
O
U
S
IN
C
O
M
E
16
7
44
7
78
2
1,
7
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4
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T
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L
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9
0
2
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1
7
6
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2
8
1
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0
2
3
$
5,
5
0
0
$
3,385 $ 3,000 $
EX
P
E
N
D
I
T
U
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S
24
0
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1
0
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0
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0
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0
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2
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24
0
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2
1
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0
0
P
E
R
A
/
F
I
C
A
‐
50
52
37
8
390 217 227
24
0
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5
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0
0
T
R
A
I
N
I
N
G
SU
P
P
L
I
E
S
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3
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41
7
30
8
250 2,134 350
24
0
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2
6
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0
0
G
E
N
E
R
A
L
SU
P
P
L
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S
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15
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16
2
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6
300 246 300
24
0
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9
9
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0
0
M
I
S
C
E
L
L
A
N
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3
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6
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1
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8
7
1
$
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1
6
5
$
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NE
T
CH
A
N
G
E
82
9
$
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1
5
0
$
61
0
$
(8
4
8
)
$
335
$
(552)$ 723 $
BE
G
I
N
N
I
N
G
FU
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D
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L
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E
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3
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2
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4
3,184 3,519
EN
D
I
N
G
FU
N
D
BA
L
A
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E
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2
7
2
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4
2
2
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0
3
2
$
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1
8
4
$
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5
1
9
$
2,631 $ 4,242 $
FI
R
E
ED
U
C
A
T
O
R
/
T
R
A
I
N
I
N
G
45
Fi
s
c
a
l
Ye
a
r
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AC
T
U
A
L
A
C
T
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A
L
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U
A
L
A
C
T
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A
L
B
U
D
G
E
T
E
S
T
.
ACTUAL BUDGET
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
2014 2015
RE
V
E
N
U
E
S
60
1
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1
0
‐0 ‐0 ‐00
RE
N
T
A
L
RE
C
E
I
P
T
S
(S
C
H
O
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DI
S
T
R
I
C
T
)
12
5
,
0
0
0
$
12
5
,
0
0
0
$
12
5
,
0
0
0
$
12
5
,
0
0
0
$
12
5
,
0
0
0
$
125,000 $ 125,000 $
60
1
‐38
1
0
‐0 ‐0 ‐00
I
N
T
E
R
E
S
T
EA
R
N
I
N
G
S
‐
11
(1
8
)
(8
4
2
)
250 ‐‐
60
1
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9
1
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M
I
S
C
IN
C
O
M
E
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S
U
R
A
N
C
E
‐
‐
‐
‐
‐‐‐
60
1
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2
0
‐0 ‐0 ‐00
R
E
N
T
TR
A
N
S
F
E
R
66
,
1
0
0
66
,
1
0
0
68
,
1
5
0
70
,
1
5
0
73
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6
5
0
73,650 78,650
TO
T
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L
19
1
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1
0
0
$
19
1
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1
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3
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2
$
19
4
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3
0
8
$
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8
,
9
0
0
$
198,650 $ 203,650 $
EX
P
E
N
D
I
T
U
R
E
S
60
1
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1
0
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0
0
C
C
RE
G
U
L
A
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EM
P
L
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9
6
7
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4
$
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0
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10
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3
1
0
$
10
,
3
8
6
$
9,916 $ 10,725 $
60
1
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1
1
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0
0
C
C
OV
E
R
T
I
M
E
EM
P
L
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E
‐
7
68
46
8
100 930 750
60
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1
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0
0
C
C
PE
R
A
/ FI
C
A
1,
4
5
2
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6
0
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5
7
1,
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7
9
755 788 861
60
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0
0
C
C
FI
C
A
/
M
E
D
I
C
A
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E
‐
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60
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1
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0
0
CC
IN
S
U
R
A
N
C
E
HE
A
L
T
H
1,
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8
0
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6
4
3
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3
9
0
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5
4
4
795 1,666 1,779
60
1
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5
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0
0
C
C
IN
S
U
R
A
N
C
E
WC
‐
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60
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6
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0
C
C
GE
N
E
R
A
L
SU
P
P
L
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S
95
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3
66
5
17
9
550 2,151 750
60
1
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0
9
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0
0
C
C
CO
N
T
R
A
C
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JA
N
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54
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9
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46
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8
8
8
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8
8
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42
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43,936 42,936
60
1
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1
0
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0
0
C
C
RU
G
S
AN
D
RE
F
U
S
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SE
R
V
I
C
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S
6,
5
1
1
6,
1
7
6
7,
3
3
0
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0
4
0
7,
6
5
0
6,135 7,250
60
1
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2
5
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0
0
C
C
CO
M
M
U
N
I
C
A
T
I
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N
S
‐
14
4
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1
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6
5
4
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6
9
0
2,133 2,250
60
1
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4
0
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0
0
C
C
RE
P
A
I
R
S
& MA
I
N
T
E
N
A
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E
34
,
7
9
7
36
,
0
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9
33
,
3
0
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37
,
4
8
1
39
,
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0
52,142 35,000
60
1
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1
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0
C
C
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C
T
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C
& GA
S
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6 1
THIS PAGE LEFT INTENTIALLY BLANK
•Budget Calendar
•How are my Taxes Used?
•Salaries
•City Fund Balances
•Financial Management Policy
•Exhibit A
BUDGET INFORMATION
IMPORTANT DATES
St. Anthony Budget Schedule for 2015 Budget
January 23 & 24, 2014 Goal Setting, Financial Management and Planning.
April 22, 2014: Public Hearing/Provide Residents with an Opportunity to have input in the
budget process.
May - June: City Manager & Staff Meetings to discuss:
» 2015 Operations and Use of LGA
» Evaluate 5-Year Capital Equipment needs
» Develop debt levy mitigation plan tied to on-going street projects
» Road Improvement Program
August 4, 2014: Financial planning work session.
August 26, 2014: Presentation of the Proposed 2015 Operating Budget & Property Tax Levy to
the City Council.
September 9, 2014: Resolution passed:
» Setting the proposed 2015 Operating Budget and Property Tax Levy.
» Announce the date and time at which the final Budget and Tax Levy
will be discussed.
September – December: City Manager & Staff meet to confirm parameters and estimates used in
budgeting process.
December 9, 2014: Presentation of 2015 Operating Budget and Levy with Public Input:
» Adoption of the 2015 Operating Budget and Property Tax Levy.
62
AVERAGE HOME VALUATION = $223,000
ANNUAL BUDGET TAXES =$855.09
ROAD LEVY TAXES = $461.30
PUBLIC FACILITIES ‐ P/W & FIRE $98.57
TAX ABATEMENT $39.43
CAPITAL IMPROVEMENTS $12.87
TOTAL CITY PROPERTY TAXES = $1,467.26
2015 TAX LEVY % OF TAXES
EXPENDITURES BUDGET EXPENDITURES BUDGET PAID
Mayor / Council 86,158$ 68,636$ 2.07% 17.67$
Cable Franchise 40,908 ‐ 0.00%‐
General Management 130,543 103,995 3.13% 26.77
Elections 29,915 23,831 0.72% 6.14
Financial Services 272,445 155,774 4.69% 40.12
Assessing 52,840 42,094 1.27% 10.84
Legal 110,750 65,750 1.98% 16.93
Engineering, Planning / Zoning 54,625 43,516 1.31% 11.20
City Buildings 144,353 114,996 3.46% 29.61
Emergency Management 65,227 51,962 1.56% 13.38
Police Protection 2,020,549 1,017,990 30.65% 262.10
Lauderdale/Falcon Heights Contracts 1,268,772 64,712 1.95% 16.66
Dare Education 14,500 ‐ 0.00%‐
Fire Protection 982,007 711,394 21.42% 183.17
Inspections, Building/Plumbing/Heating/Health 80,792 ‐ 0.00%‐
Animal Control 1,875 1,494 0.04% 0.38
Public Works 926,308 548,816 16.52% 141.30
Parks 316,054 251,778 7.58% 64.82
Other Expenditures (operating transfers)94,472 54,472 1.64%14.02
GENERAL FUND TOTAL EXPENDITURES 6,693,093$ 3,321,210$ 100.00%855.09$
ROAD LEVY 1,791,725$ $461.30
PUBLIC FACILITIES ‐ P/W & FIRE 382,872$ $98.57
TAX ABATEMENT 153,148$ $39.43
CIP LEVY 50,000$ $12.87
TOTAL LEVY 5,698,955$ $1,467.26
How are my taxes used? ‐ 2014
63
Department Position 2014 Salary 2015 Salary
Council Mayor $8,100 $8,100
Mayor – Pro Tem $7,356 $7,356
Council member $6,600 $6,600
Administration City Manager $120,000 $130,000
City Clerk $59,702 $61,039
Finance Finance Director $97,474 $101,368
Accountant $59,986 $62,387
License/Permit Spec.$51,619 $52,787
Utility Billing Clerk $48,203 $49,278
Office Support Specialist $43,598 $44,578
Police Police Chief $109,990 $114,390
Captain $90,238 $92,955
Lieutenant $80,363 $85,634
Sergeant $79,346 $81,137
Investigator $69,291 $70,855
Police Officer Top $69,291 $70,855
Start $51,972 $53,141
CSO Officer $30,975 $31,672
Office Manager $59,681 $61,018
Office Support Specialist $45,805 $46,832
Data Entry Clerk (P-T)$14.42 Hour $14.74 Hour
Fire Fire Chief $85,280 $88,691
Asst. Fire Chief $78,757 $80,529
Captain $68,262 $69,798
Firefighter Top $64,046 $65,487
Start $57,763 $59,063
Volunteer Firefighter – P/T $11.58-$13.52 Hr. $11.84-$13.82 Hr.
Code Enforcement Officer – P/T $17.09-$17.85 Hr. $17.47-$18.25 Hr.
Public Works Public Works Director $91,179 $94,835
Public Works Superintendent $74,489 $75,672
Mechanic $57,220 $58,508
Crew Leader $56,074 $57,339
Maintenance III $53,804 $55,020
Water/Sewer Operator $52,701 $53,893
Maintenance I Top $51,682 $52,851
Start $38,720 $39,601
Liquor Liquor Operations Manager $91,179 $94,835
Asst Liquor Operations Manager $64,857 $66,314
Liquor Store Manager $60,529 $61,890
Full-Time Liquor Clerk $49,400 $50,512
64
CITY FUND BALANCES
The audited Fund Balances for City operations at the end of 2013 totaled $22,022,823. A review of those
funds and a description of their intended use for budget years 2014 and 2015 are listed below.
General Fund (101) - $2,148,539
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) - $67,565
This is the Debt Service associated with the State-Aid Street Improvement Bonds issued in 2000. The debt
will be retired by 2015.
Recycling Fund (225) - $3,854
This Special Revenue fund’s was established to manage recycling services and programs within the City
limits.
Forfeiture Fund (230) - $28,741
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) - $3,183
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 General Fund (301) - ($169,816)
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 retired over time.
Capital Equipment Fund (401) - ($3,478)
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.
Park Improvement Fund (501) - $221,952
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 user fees. The fund revenues are
designated for park improvements.
65
Tax Abatement Bond Fund (502) - $219,034
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.
Street Improvement Bond Fund (345/503) - $2,846,150
The Street Improvement Bond Fund revenue’s include special assessments and a portion of Road
improvement Levy. These proceeds are used to retire debt associated with road improvement bonds issued
prior to 2009.The Fund balance above includes $1,392,296 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 2023.
Street Improvement Fund (340) - $152,271
This represents the remaining project funds for Street Improvements prior to 2009. The fund’s assets were
transferred in 2014 to the related Debt Service Fund (345).
Silver Lake Road Bond Fund (365) - $165,606
The Silver Lake Road Bond Fund was established to provide debt financing for the Silver Lake Road
improvements.
Revolving Fund (509) - $841,574
The Revolving Fund has served as general improvement fund for 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) - $118,816
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.
2009 Street Improvement Bond Fund (512) - $395,906
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.
2010 Road Improvement Bond Fund (514) - $162,484
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) - $398,862
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.
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2012 Street Improvement Construction Fund (517) - $ 12,661
This fund accounted for the costs associated with the reconstruction of Belden Drive, Coolidge Street from
34th Avenue NE to 36th Avenue NE and 35th Avenue NE between Harding to Belden. The reconstruction
costs were funded by the 2012A - $2,195,000 improvement bond. The fund balance will be used to pay any
final project expenses and retire the retainage held; the remaining funds will then be transferred to the
associated debt service fund.
2012 Road Improvement Bond Fund (518) - $309,708
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) - $289,081
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 Construction Fund (520) - $114,063
The 2013 Street Improvement Bond Fund was established to provide debt financing for the 2013 street
improvements. The $1,000,000 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) - ($138,667)
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 Construction Fund (522) - N/A
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.
Community Services/City Hall Fund (601) - $36,559
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 2015 is $78,650. Fund balance transfers will prospectively
provide for City Hall capital improvements via the Building Improvement Fund.
Water & Sewer Fund (701) - $4,461,365
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.
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Storm Water Fund (702) - $55,383
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 reconstruction costs incurred in the annual street
projects.
Storm Water Bond Fund (703) - $147,981
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 at the end of the year.
Water Filtration & Purification Fund (704) - $4,870,808
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) - $2,238,739
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) - $21,317 (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 $658,904. The City established an annual fund transfer in 2014 to meet severance obligations as
they come due.
HRA Debt Service and HRA Project (various funds combined) - $1,126,842
These funds were established to account for the City’s existing TIF district. The TIF revenues are used to pay
retire related debt associated with project costs.
Silver Lake Village Park (350) - ($2,267)
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 later
project the fund will be closed.
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CITY OF SAINT ANTHONY
FINANCIAL MANAGEMENT POLICY
12/31/2014
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I. SUMMARY .............................................................................................................. 1
II.REVENUE MANAGEMENT ........................................................................................ 2
III.CASH AND INVESTMENTS ........................................................................................ 3
IV. RESERVES ............................................................................................................... 4
V. OPERATING BUDGET ............................................................................................... 5
VI. CAPITAL IMPROVEMENTS PLAN .............................................................................. 6
VII. DEBT MANAGEMENT .............................................................................................. 6
VII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING ............................................ 7
IX. RISK MANAGEMENT ............................................................................................... 8
EXHIBIT A
TABLE OF CONTENTS
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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.
FINANCIAL MANAGEMENT POLICY
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To ensure the protection of all City funds through a good system of financial planning and
accounting controls.
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 service 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 rate will not be increased without exploring all other alternatives. 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.
Maintain current level of City Services.
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.
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.
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Make services financially self-supporting or, whenever possible, strive to develop and maintain
them as possible.
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.
Identify some enterprise services as entrepreneurial in nature. The intent of entrepreneurial
services will be to maximize revenues to the extent the market allows.
Selected criteria:
To determine the specific rate to charge a fee for services rendered, the rate criteria can be one of five
approaches:
1.Market Comparison
Attempt to set fees equal to the market rate.
2.Maximum set by External Source
Fees set by legislation, Uniform Building Code, etc.
3.Entrepreneurial Approach
Fees will be at the top of the market.
4.Recover the Cost of Service
Program will be self-supporting.
5.Utility Fees
An analysis will be completed each year to determine the rate necessary to 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 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
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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 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 assign annual general fund surpluses to 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.
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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. 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, and the Capital Equipment Fund. 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 development of the 5-Year Capital Equipment Budget 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 operating 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 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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VI. 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 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 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
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.
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:
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1.The City will confine long-term borrowing to planned capital improvements.
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
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.
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.
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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
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City of St. Anthony
Debt Levy - Roads, Tax Abatement, Public Facilities 802,382 897,435 902,685 918,015 916,965 920,850 929,565 937,755 950,670 729,039 565,647 142,865 138,581 139,547
Base
Existing
Fund 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039
$1,700,000 2003A (Refunding 2011A)503 118,057 121,103 123,992 121,473 124,204 132,028 134,286
$1,790,000 - 2004A (Refunded in 2011B)503 128,800
$1,695,000 - 2005A (Refunded in 2011B)503 121,500
$2,485,000 - 2006A (Refunded in 2012A)503 186,668
$2,050,000 - 2007A (Refunded in 2012A)503 137,737
$1,910,000 - 2008A (2014C)365 175,652 177,319 178,526 169,602 170,021 172,436 169,496 171,806 168,761 170,966 172,673 173,040
$2,630,000 - 2009A 512 184,768 185,450 185,975 186,343 186,553 186,605 186,500 191,120 189,766 193,084 195,709 197,664 193,674
$1,645,000 - 2009B (2001B & 2002A)503 196,995 192,401 187,808 193,714 183,608 106,150
$1,375,000 - 2010A 514 108,587 112,065 110,175 108,285 111,645 109,413 112,209 114,624 111,532 113,665 115,450 111,729 113,258 114,350
$1,940,000 - 2011A 516 141,991 138,684 140,626 142,411 138,789 140,416 141,886 142,871 138,434 139,248 139,537 139,642 139,183 138,526 137,266
$2,210,000 - 2011B (2004A and 2005A) 503 - 226,977 226,899 221,025 225,157 223,441 226,430 223,528 109,589
$9,495,000 - 2012A (2006A & 2007A)503 - 423,185 518,973 519,813 525,693 520,758 520,968 526,218 531,153 535,773 306,356 141,358 142,865 138,581 139,547 140,033
$1,775,000 - 2013A 518 118,685 118,930 119,176 119,120 119,063 118,523 117,984 117,082 115,939 119,864 118,133 116,402 119,133 116,476 119,070 -
$2,230,000 - 2014A 2014a 157,629 155,848 159,318 157,433 155,548 153,663 157,028 154,896 151,488 153,330 155,015 151,292 152,820 154,190 154,914
Total Levy 1,500,755 1,577,184 1,791,659 1,939,225 1,940,693 1,869,686 1,768,272 1,644,238 1,520,882 1,426,845 1,200,559 1,034,785 860,442 662,874 547,238 409,329 273,260 154,914 - - - - - - - - - -
2015 Road Improvements
$1,913,000 - 2015A 2015a 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132 139,132
2016-2023 Road Improvements
$2,231,000 - 2016A 2016a 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454 171,454
$2,265,000 - 2017A 2017a 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086 177,086
$2,024,000 - 2018A 2018a 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493 161,493
$2,530,000 - 2019A 2019a 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094 205,094
$2,408,000 - 2020A 2020a 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243 198,243
$2,541,000 - 2021A 2021a 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271 213,271
$2,024,000 - 2022A 2022a 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122 174,122
$2,144,000 - 2023A 2023a 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566 185,566
$2,367,000 - 2024A 2023a 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,807 208,808
Additional levy - - - - 139,132 310,586 487,672 649,165 854,259 1,052,502 1,265,773 1,439,895 1,625,461 1,834,268 1,834,268 1,834,268 1,834,268 1,834,268 1,834,268 1,695,136 1,523,682 1,346,596 1,185,103 980,009 781,766 568,495 394,373 208,808
Road levy before debt reduction 1,500,755 1,577,184 1,791,659 1,939,225 2,079,825 2,180,272 2,255,944 2,293,403 2,375,141 2,479,347 2,466,332 2,474,680 2,485,903 2,497,142 2,381,506 2,243,597 2,107,528 1,989,182 1,834,268 1,695,136 1,523,682 1,346,596 1,185,103 980,009 781,766 568,495 394,373 208,808
Stormwater Debt Service (25,000) (170,000) (170,000) (170,000) (170,000) (170,000) (170,000) (170,000) (170,000) - - - - - - - - - - - - - - -
MSA Advance (7,500) (25,000) (115,000) (153,000) (152,500) (104,000) (153,000)
Excess Bond Balance (25,000) (30,000) (25,000) (30,000) (37,500) (122,500) (97,500) (152,500) (100,000)
Conduit Fee (15,079) (90,000) (49,421) (7,500) (7,500)
Road improvement levy 1,500,755 1,577,184 1,776,580 1,791,725 1,805,404 1,862,772 1,895,444 1,933,403 1,978,641 2,058,847 2,143,832 2,204,680 2,485,903 2,497,142 2,381,506 2,243,597 2,107,528 1,989,182 1,834,268 1,695,136 1,523,682 1,346,596 1,185,103 980,009 781,766 568,495 394,373 208,808
% Increase in Road levy 5.09%12.64%0.85%0.76%3.18%1.75%2.00%2.34%4.05%4.13%2.84%12.76%0.45%-4.63%-5.79%-6.06%-5.62%-7.79%-7.59%-10.11%-11.62%-11.99%-17.31%-20.23%-27.28%-30.63%-47.05%
$ Increase in Road levy 76,429 199,396 15,145 13,679 57,368 32,672 37,959 45,238 80,207 84,985 60,848 281,224 11,239 (115,636) (137,909) (136,069) (118,346) (154,914) (139,132) (171,454) (177,086) (161,493) (205,094) (198,243) (213,271) (174,122) (185,565)
TAX ABATEMENT 149,395 146,480 151,025 153,148 155,112 127,366 129,781 131,839 133,519 134,800 135,719 136,290 136,500 - - - - - - - - - - - - - - -
PUBLIC FACILITIES 409,773 379,197 378,462 382,872 392,322 396,207 399,882 403,347 406,602 414,897 422,683 424,289 - - - - - - - - - - - - - - - -
559,168 525,677 529,487 536,020 547,434 523,573 529,663 535,186 540,121 549,697 558,402 560,579 136,500 - - - - - - - - - - - - - - -
Total levied debt after reduction 2,059,923 2,102,861 2,306,067 2,327,744 2,352,838 2,386,345 2,425,107 2,468,589 2,518,762 2,608,545 2,702,234 2,765,259 2,622,403 2,497,142 2,381,506 2,243,597 2,107,528 1,989,182 1,834,268 1,695,136 1,523,682 1,346,596 1,185,103 980,009 781,766 568,495 394,373 208,808
Total levied debt before reduction 2,059,923 2,102,861 2,321,146 2,475,244 2,627,259 2,703,845 2,785,607 2,828,589 2,915,262 3,029,045 3,024,734 3,035,259 2,622,403 2,497,142 2,381,506 2,243,597 2,107,528 1,989,182 1,834,268 1,695,136 1,523,682 1,346,596 1,185,103 980,009 781,766 568,495 394,373 208,808
% Increase in levied Debt 2.08%9.66%0.94%1.08%1.42%1.62%1.79%2.03%3.56%3.59%2.33%-5.17%-4.78%-4.63%-5.79%-6.06%-5.62%-7.79%-7.59%-10.11%-11.62%-11.99%-17.31%-20.23%-27.28%-30.63%-47.05%
$ Increase in levied Debt 42,939 203,205 21,678 25,094 33,507 38,762 43,482 50,173 89,783 93,690 63,025 (142,855) (125,261) (115,636) (137,909) (136,069) (118,346) (154,914) (139,132) (171,454) (177,086) (161,493) (205,094) (198,243) (213,271) (174,122) (185,565)
1,200,000
1,300,000
1,400,000
1,500,000
1,600,000
1,700,000
1,800,000
1,900,000
2,000,000
2,100,000
2,200,000
2,300,000
2,400,000
2,500,000
2,600,000
2,700,000
2,800,000
2,900,000
3,000,000
3,100,000
3,200,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Total Levied Debt before reduction
Total Levied Debt after reduction
Road levy before
debt reduction
Road levy after
reduction
Z:\BUDGET 15\PRELIM 2015 debt levy forecast.xls 2/17/2015
EXHIBIT A