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HomeMy WebLinkAboutCC WORKSESSION 08022010Work Session Agenda August 2, 2010 5:30 p.m. (sandwiches at 5:15 p.m) 1. General Fund Budget /2011 Levy. Mike Mornson, City Manager /Roger Larson, Finance Director 2. 2011 Capital Equipment Budget Mike Mornson, City Manager /Roger Larson, Finance Director I Fire Pumper Discussion /Capital Equipment Certificate Fire Chief John Malenick 4. Metropolitan Council — Livable Communities Act Mike Mornson, City Manager 5. Community Garden Update Jay Hartman, Public Works Director 6. Other Business 7. Adjourn. Next worksession August 31 Joint Meeting with School Board with possible worksession to follow after meeting Tentative Remaining Worksession schedule, October 4, November 1 and December 6 CITY OF ST. ANTHONY CITY COUNCIL WORKSESSION City Council Chambers May 3, 2010 5:30 p.m. Work Session Meeting Minutes Present: Council: Jerry Faust, Mayor; Jim Roth, Councilmember; Hal Gray, Councilmember; Jan Jenson, Councilmember; and Randy Stille, Councilmember. Staff: Mike Mornson, City Manager; Kim Moore- Sykes, Assistant City Manager; John Malenick, Fire Chief; Mike Larson, Liquor Operations Manager; John Ohl, Police Chief; Jay Hartman, Public Works Director; and Roger Larson, Finance Director. Also Present: None Absent: None Call to Order. Meeting called to order by Mayor Faust at 5:30 pm. 1. Budget Overview. Mike Morrison, City Manager gave an overview presentation of the March 1, 2010 work session, whereby the City Council discussed budgeting and capital equipment needs for 2011 and future years. The evening's budget work session agenda listed issues to be discussed including upcoming capital expenditures for the City departments. Mr. Morrison reported that profits from the 2009 Liquor Operations totaled $477,128 and Council had indicated at the March 1st work session that Liquor Staff could budget $77,000 (the amount that exceeded $400,000) for liquor store improvements. 2. Liquor Capital Expenditures 2010 from 2009 Profits. Mike Larson, Liquor Operations Manager, discussed his capital equipment needs and requests and his proposed use of the $77,000. Mr. Larson reported his capital needs are in purchasing point -of -sale software and surveillance camera /network upgrade with software. The current point -of -sale software is 13 years old and was originally purchased 1997. Larson reported that Version 7 is becoming obsolete and upgrades or repairs are becoming more difficult to find. The cost to replace this software is approximately $26,900. When asked about the payback potential of the new software, Version 8, _ Larson reported that while he doesn't see much payback return from it, but in playing with the software, he found that there are more options for staff to use that would improve service to the customer. Larson next reported to the Council that the surveillance cameras used in the stores are now eight years old and are losing their resolution, therefore clarity. He reported that Z: \Council Meetings \2010 \Worksession \05032010 \Council Staff worksession 05032010 Minutes.doc he has eight cameras and would like to purchase four more for the front of the store and use the older cameras to fill in where they have "pockets" that the current cameras cannot cover. His estimates it will cost $32,200 to purchase the additional cameras. Larson also advised that the remaining $17,900 could be dedicated to the 2011 Capital Equipment Budget. Council consensus to proceed with the security additions and replacements. 3. Capital Equipment Expenditures 2011. The City Manager explained that each one of the department heads is in attendance to explain their Capital Equipment needs as they pertain to the 2011 Capital Equipment Budget. He also reported that the Capital Equipment Revenues totaled $331,100. a. Police Capital Expenditures 2011. Chief John Ohl reported on the Department's need to replace three squad cars; the tear down and installation costs associated with the purchase of new squads; the repairing of the Opticoms; purchasing tasers and squad car radios; and replacing defibrillator batteries and software. Council asked if defibrillators are required by law and Chief Ohl answered no, but it is becoming expected that the squads will have them on board. Chief Ohl also advised that whenever possible, his Department applies for grants as appropriate. Council discussion. b. Public Works Capital Expenditures 2011. Jay Hartman, Public Works Director, reported on the Department's capital equipment needs for 2011. He reported that he planned to replace snow blower attachment and tool cat attachment, both for the bobcat; replace current bulk mower with a zero -turn Toro mower; and Toro cab and deck. Hartman had originally . scheduled the 1988 plow truck for replacement in 2011 making it and the lift station hoist a part of the 2011 Capital Equipment Budget. Both have been removed and deferred to 2012. Hartman also reported that he has applied for a grant to pay for the lift station hoist and felt he had a good chance of securing it. Council discussion. c. Fire Department. Chief John Malenick reported on each of the Department's need for turnout gear, pagers, staff vehicle, gas monitor, and outdoor warning siren. The Chief explained that most of the equipment listed on the 2011 Capital Expenditure budget for his department are for items that are old and wearing out. He described the staff car is 10 years old and feels that a pick -up truck would be practical for the type of work the Department does, i.e. fire and code violations. The Chief also explained the emerging need to replace the primary response pumper, which is 10 years old and has the equivalent of 165,000 miles of wear on the engine. ZACouncil Meetings\2010 \Worksession \05032010 \Council Staff worksession 05032010 Minutes.doc d. Administration/Finance Department. Council asked about the upgrades to the file servers for the phones and computer systems. The Finance Director answered questions about the $13,000 upgrades. He also discussed the need to update the City's Microsoft Office software and answered questions. 4. Capital Equipment Certificate. The City Manager and Roger Larson, Finance Director presented information regarding the City's funding gap that exists for the 5 -year Capital Equipment Plan. They reported that recently, the balancing of the capital equipment budget has been to eliminate or defer capital equipment purchases. They explained how these deferrals have caused shortages in the capital equipment budget for each year. As a possible funding source, the Council asked Staff to determine the impact of issuing Capital Equipment Certificates for purchases. Discussion. Council asked if the City had any outstanding Equipment Certificates; the Finance Director answered no, that the last Certificate was paid off in 2008 and was a 5 -year certificate for the Fire Department. The City Manager explained that the Capital Equipment Certificate is a funding tool. Mr. Larson provided information from Ehlers & Associates comparing 5 -year and 10 -year certificates showing the impact on an average City Property. Discussion regarding various ways to pay off the certificates, i.e. profits from the Liquor Operations. 5. 2011 General Fund Budget and Levy. The City Manager stated that at the March lar work session, the City Council and Staff discussed the goals to be mindful of during the preparation of the 2011 General Operating Budget. Council wanted to see no increase in the General Operating Levy; and the appropriation of revenues to the General Fund, in particular to cover the costs for Bell Lane Clean-Up, Clearwire Lease and 2009 Budget/ Reserves. Discussion. Since 2009 General Fund saw revenues exceed expenditures, Council asked Staff to review the impact to the City of a 2% salary increase plus a $100 increase in health insurance. Staff came back that the total cost is estimated to be $161,100. The City Manager also stated that Staff continues to apply for Grants as appropriate to offset the cost of operations and capital equipment. He also reported that 2011 is the final year for levy limits. The City Manager also asked the Council to consider using one year contracts again for the bargaining units in 2011. 6. Other Business. The City Manager discussed the work session schedule with Council. Because of the need to discuss the replacement of a pumper truck and the rescue truck in 2012, the City Manager was asked to schedule a date for that discussion soon. 7. Adjourn. The work session adjourned at 8:20pm. Minutes respectfully submitted by Kim Moore - Sykes, Assistant City Manager. Z: \Council Meetings \2010 \Worksession\05032010 \Council Staff worksession 05032010 Minutes.doc MEMORANDUM DATE: July 12, 2010 TO: City Council FROM: Mike Mornson, City Manager Roger Larson, Finance Director ITEM: GENERAL FUND BUDGET/LEVY At the May 3rd work session, the City Council and Staff discussed the preparation of the 2011 General Operating Budget. The consensus from the Council included: 1) O% increase in General Operating Levy. 2) Appropriation of Revenues to General Fund. a. Bell Lane Clean-up $ 22,347 b. Clearwire Lease $ 24,000 c. 2009 Budget/Reserves 84,931 $131,278 3) 2% salary increase. 4) A $100 increase in the employer health insurance contribution. 5) All other line items will remain the same as 2010. Based on these parameters, Staff prepared for Council a "Draft Copy" of the 2011 General Operating Budget totaling $5,478,000. This represents a $194,600 dollar or 3.68% increase. Other considerations would include: 1) Whenever possible, Staff will continue to seek Grants and Donations from private sources to help offset the cost of operations and capital equipment. 2) 2011 is the final year of State mandated Levy Limits: a. Potential does exist for them to be extended. b. Based on current law the City could increase the General Operating Levy by an estimated $64,000. In 2010, the City levied $37,040 less than the levy limit and it is anticipated in 2011 the levy limit would increased by approximately the same dollar amount. 3) Attached is an Excel spread sheet that summarizes the 2011 levies and compares them to 2010: a. The General Fund Property Tax Levy remains at $2,945,511 and represents a 0% increase. b. To offset the impact of Emerald Park, the Road Improvement Levy is reduced by allocating $68,808.82 from the Chandler TIF District. 0 0 N w N J O fp O O O N O tD O N 0 0 0 00 O O O m O M 0 tb O d W N N V w I ' tp M M N co � N to C d o OD O o 0 o O W O O O O n fA O O N O 7 O O N o N 0 7 O M O 0 r O r LL N J N O V 69 N tV - EF> fA t 7 ; O L O< N O O N O tp ty O O a0 O O W O (p F' F — M a0 tp O N 0 7 _ O M O t0 W tD O tD L 0 O 7 0 I� d > O m N tp O N n M Q O_ R eD O C N A J O N Vi V EA A A m N U N w C O OM (q V o O fD O R � N V (D B O O I� Y O d 0 to O N I� M Q N 69 fA fA � fA 69 f9 L d C R t T > t a Q C O Y C _ 00 > ° E 0 N aa) (D —J 'o > o E :Y >. u o 0 CL > a m o E E > E LL W N N o —a 5 a3 0 co o d a > > (D N v a) , "" O CO o > $ 0- � OL m 0 m > J d E O a) O U LL o ~ m > U- a a>) 06 a) N d E mOf 0)m -o Q W X c m m M c � lC ro o t c o M w U I— F- IL 07/15/10 IMPORTANT DATES St. Anthony Budget Schedule for 2011 Budget January 14 &15, 2010 Goal Setting, Financial Management and Planning. March 1, 2010 Work Session — Discuss Budget Calendar, 2011 Budgeting Goals, and review 5 -Year Capital Equipment Plan. April 27, 2010: Public Hearing /Provide Residents with an Opportunity to have Input in the budget process. Mav 3, 2010: Work Session with Department Heads - Discussion on 2011 Budget and evaluate 5 -Year Capital Equipment needs. May - July: City Manager & Staff Meetings to discuss /draft 2011 Budget. August 2, 2010: Work Session with Department Heads — Council & Staff to review the Proposed 2011 General Operating Budget, Discussion on Fire Truck and Capital Equipment Budgets. August 24, 2010 Presentation of the Proposed 2011 Operating Budget & Property Tax Levy to the City Council. September 14, 2010: Resolution passed: 1) Setting the proposed 2011 Operating Budget and Property Tax Levy. 2) Announce the date and time at which the final Budget and Tax Levy will be discussed. December 14, 2010: Presentation of 2011 Operating Budget and Levy with Public Input. 1) Adoption of the 2011 Operating Budget and Property Tax Levy. GENERAL FUND The General Fund accounts for resources devoted to financing general services. These include General Government, Police, Fire, Public Works and Parks. It is the largest budget and is the main operating fund of the City. 2010 2011 Dollar Percentage Budget Budget Increase Increase $5,283,400 $5,478,000 $194,600 3.68 2010 2011 Dollar Percentage Levy Levy Increase Increase $2,945,511 $2,945,511 $ - 0 - 0.00 *In compliance with the State Legislatures mandated levy limits, the Minnesota Department of Revenue calculated St. Anthony's levy limit for calendar year 2011 at "To be Determined ". GENERALFUND STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE REVENUES Property Tax - Levy Penalties, Interest, Tax Forfeitures Non/Levy - Property Clean Up PERA - Rate Increase Levy Licenses Permits Dare /School District #282 Levy Fire Relief Association - 2% Insurance/Pension Intergovernmental Revenue Loss in Market Value Credit Contract Revenue (Lauderdale /Falcon Heights) Charges for Service (Fines) Miscellaneous Revenues Transfers from Other Funds Other Revenue (Grants, Donations & Misc. Services) Fund Balance Reserves (2009) GENERAL FUND TOTAL REVENUES 2007 2008 ACTUAL ACTUAL $2,485,283 $2,612,962 $19,973 $5,095 $0 $0 $7,500 $7,500 $40,341 $41,736 $173,391 $206,082 $14,795 $14,800 $45,604 $40,177 $368,743 $287,672 $0 $0 $1,039,000 $1,096,200 $129,264 $114,062 $236,685 $173,330 $340,500 $352,500 $26,217 $46,808 2009 ACTUAL $2,761,349 $17,782 $0 $7,500 $42,206 $316,115 $14,750 $32,411 $241,822 $0 $1,156,500 $112,068 $160,017 $438,900 $54,543 2010 BUDGET $2,945,511 $3,000 $0 $7,500 $42,500 $198,750 $14,500 $52,500 $223,200 ($135,000) $1,157,190 $110,000 $190,349 $448,400 $25,000 2011 BUDGET $2,945,511 0.00% $3,000 0.00% $22,300 100.00% $7,500 0.00% $41,600 -2.12% $204,900 3.09% $14,500 0.00% $52,500 0.00% $232,400 4.12% ($135,000) 0.00% $1,180,334 2.00% $118,500 7.73% $216,655 13.82% $448,400 0.00% $40,000 60.00% Mo NO No $-0 $84,900 $4,927,296 998 924 $5,355,963 $5.283.400 $5,478,000 168% General Operating Budget EXPENDITURES 2007 2008 2009 2010 2011 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Mayor / City Council $52,617 $59,729 $52,781 $58,800 $58,800 0.00% Public/Intergovernmental Relations $24,070 $24,504 $21,903 $25,600 $25,600 0.00% Cable Franchise $32,857 $34,915 $38,239 $35,800 $38,100 6.42% General Management $101,231 $105,171 $102,400 $109,800 $109,400 -0.36% Elections $22,101 $32,789 $19,259 $31,200 $29,000 -7.05% Finance, Insurance/ Accounting $252,841 $271,758 $264,475 $284,200 $286,300 0.74% Assessing $41,330 $40,734 $42,947 $44,600 $44,700 022% Legal $73,841 $68,975 $67,013 $75,000 $75,000 0.00% Engineering, Planning /Zoning $3,792 $3,722 $1,907 $5,200 $5,200 0.00% City Buildings $154,436 $180,816 $193,378 $180,500 $180,500 0.00% Emergency Management $52,875 $56,752 $58,887 $57,300 $59,700 4.19% Police Protection $1,257,414 $1,347,533 $1,456,297 $1,470,700 $1,554,500 5.70% Lauderdale /Falcon Heights Contracts $916,904 $936,421 $1,004,495 $999,300 $1,056,100 5.68% Maintenance & Repair (Police Vehicles) $0 $83,546 $54,008 $81,900 $82,400 0.61% Dare Education $14,204 $12,935 $11,742 $14,500 $14,500 0.00% Fire Protection $653,586 $702,265 $758,659 $744,700 $760,800 2.16% Maintenance Repair (Fire Vehicles) $0 $25,889 $22,993 $26,300 $26,700 1.52% Fire Relief -2 %Insurance/Pension $45,604 $40,177 $32,411 $52,500 $52,500 0.00% Inspections, Building /Plumbing /Heating /Health $106,444 $113,912 $172,332 $110,200 $110,500 0.27% Animal Control $1,976 $1,525 $2,357 $2,800 $2,800 0.00% Public Works $481,241 $469,138 $489,523 $513,300 $517,300 0.78% Public Works, Maintenance, Repair & Equipment $162,746 $81,327 $73,688 $82,700 $82,500 - 0.24% Tree and Weed Care $31,524 $34,126 $33,671 $35,500 $36,200 1.97% Parks $171,166 $147,825 $166,082 $163,800 $176,700 7.88% Community Services /Recycling Transfer $52,176 $52,176 $57,176 $52,200 $52,200 0.00% DUI - Alcohol Compliance (Citizens Academy) $23,542 $20,556 $33,149 $0 $0 0.00% Other Expenditures $40,645 $47,564 $39.26 0 25 00 $40,000 60.00% GENERAL FUND TOTAL EXPENDITURES $4.771.163 $4,996,78 0 5 271 032 $5,283,400 $6,478,000 3.68% FUND BALANCE AT END OF YEAR $1,438,360 $1,440,504 $1,525,435 $1,525,435 $1,525,435 2007 2008 2009 Revenues $4,927,296 $4,998,924 $5,355,963 Expenditures $4,771,163 $4,996,780 $5,271,032 $156,133 $2,144 $84,931 >% p J qqt Cam] X 4 m U*) ♦♦^^ V♦ W D Z W W Cl) a) L O �x W D a) co N O Z ���, c ELo a LL _U J �' J Q �1L\ U) 4' CN ` V _ Z m 00 LLB Q � `M / /) a) \ / I^ 1� 4- � C) LL U N U U C o O T N C fU E oCf) Z LLJ ' LL � r Q � N Z LLI L LI cn z am L LI x a L LI L 1. 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cd 10 O U R O R IL r o m LL W J W m W U1 a Z —` . m 12 U R N m E Q X U 0 o m 0, D5 m N 6.0 mU -ja ' m fi v v R y fn W N U`C i E E W a a 'E d'c l0 ' GW J N Y ECN >% o 21 E WE Oo g OR �y C N U C yN o N U Q N O N i m O n m U O N W w�E « a N N c3 * � U W N NN c J cO L 1 R O � 0OUic > EuL0 u 65 N x O IL x9 W rr m c W E O N O W O N O O O N O O O E O O N N N O N W r W O N N W W O O O O O O N N M M N W W W W O N N > O O O N M M M M M Q Q Q N N O N O W O O N N N N N N N N N N N N N N M M N N r A N N N N N N N N N N N N N O M M M M M M M M M M M M M M M M M M M M M E M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M a 0 0 0 0 0 0 0 0 0 0 p p 0 O O O O O O O O O O O O O O O O O 00 0 0 W 0 m E C O m C m H a o 0 o 0 a 0 n o a 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 r O W 0 0 0 0 0 W 0 0 r N M M O Q O N Q N O O N 0 0 N O O M r Q M A O W W N f9 N^ N N N M Q N N O m T M G C W W W fAA fV N Q7 Oi Q r Q N Q M N t9 19 r M N � � f9 eA rM rW Q f9 N O) ei e9 e9 w en � vi i9 � h w Q en » vs i9 c 0 c W c 0 U > o `v U� m o o 'o N LL N w C N W N C 'U O O Z U Q 3 C i! cd 10 O U R O R IL r o m LL W J W m W U1 a Z —` . m 12 U R N m E Q X U 0 o m 0, D5 m N 6.0 mU -ja ' m fi v v R y fn W N U`C i E E W a a 'E d'c l0 ' GW J N Y ECN >% o 21 E WE Oo g OR �y C N U C yN o N U Q N O N i m O n m U O N W w�E « a N N c3 * � U W N NN c J cO L 1 R O � 0OUic > EuL0 u 65 N x O IL x9 W rr m c W E O N O W O N O O O N O O O E O O N N N O N W r W O N N W W O O O O O O N N M M N W W W W O N N > O O O N M M M M M Q Q Q N N O N O W O O N N N N N N N N N N N N N N M M N N r A N N N N N N N N N N N N N O M M M M M M M M M M M M M M M M M M M M M E M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M a 0 0 0 0 0 0 0 0 0 0 p p 0 O O O O O O O O O O O O O O O O O 00 0 0 W 0 m E C O m C m H c 0 c W c 0 U > o `v U� m o o 'o N LL N w C N W N C 'U O O Z U Q 3 C i! cd 10 O U R O R IL r o m LL W J W m W U1 a Z —` . m 12 U R N m E Q X U 0 o m 0, D5 m N 6.0 mU -ja ' m fi v v R y fn W N U`C i E E W a a 'E d'c l0 ' GW J N Y ECN >% o 21 E WE Oo g OR �y C N U C yN o N U Q N O N i m O n m U O N W w�E « a N N c3 * � U W N NN c J cO L 1 R O � 0OUic > EuL0 u 65 N x O IL x9 W rr m c W E O N O W O N O O O N O O O E O O N N N O N W r W O N N W W O O O O O O N N M M N W W W W O N N > O O O N M M M M M Q Q Q N N O N O W O O N N N N N N N N N N N N N N M M N N r A N N N N N N N N N N N N N O M M M M M M M M M M M M M M M M M M M M M E M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M M a 0 0 0 0 0 0 0 0 0 0 p p 0 O O O O O O O O O O O O O O O O O 00 0 0 W 0 m E C O m C m H W 0 m E C O m C m H Q 000 00 0 O O M O W O N m W m m- N M 000 N N Hi O O O O O O O O O O O O O O O O O O O O O O d O O O O O O O O O O O O O O O O O O O O O O U O 0 lV D G 0 0 Ot9I N f O M N F 0 O M S O Oi O O N O 1 R } M 1000 W M W M O HNC f9 r W M m W N M N 0 0 M m e0- NNN' N h � C (9 N � � LL O N N m 0 0 N m W tlf f9 N W W p n N m N N W N m W H N O W N f9 O O 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O R A 0N 0- C 1000. p 0O 0 O 0 O M N Q O N M N pM l W QO ) N M N N HO 0 M W � Hf 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 O M 0 Y O0 9 W M N 0 0 W r O N M O O N N OQ) Q r N dOwN N I N�ui W M a v 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0OI 0 r A v i r m {+j Ci G G 0 0 N N m r N r N 0 Ci o o OI fp O J O< W W O J p t9 O lA (9 O W M O M M O J 000 0 0 bN m N Q A A N Q O N .- h aD W M N Q O m 0 r 0 I� 0 H aN U j W N U N_ 3 � w ° m w 4 U C C p w m< E w= c w 2 m w a v a c w o K m c tq c y L3 m o R y w E2 0 O ji y N N Q LL N C =� E R LL y y� E C L N O LL � O N U R C V1 N U h y Z U ^C C O C v 04c . ' Rc a R N O ? g E J O ,Ap , W 'O� " U LL R `R o N U LL N ' J y. LL v v Uw R°O m y5N a LL >0) 0o¢ 0 0 m E D�3a m m Q r o ° E2 H O E N J O ry 0 v o O O O O O O O O N 0 0 w M 0 O N O O C O O O O O O O O N O 0 O M N M N N r OI R N M N fp r M M m rn D7 D) M M M M W M M M W M M M 'O M W W W p O] W ryW M O M M t'J M M M M M M M M M j M M C' M m m M M J O R 0 0 0 0 0 0 0 0 0 0 0 0 i 0 0 0 0 O City Council The City Council is the legislative branch of the City, which is responsible for the establishment of policies, adoption of local laws and ordinances. It appoints the City Manager and members of the various advisory commissions. The City operates under the Statutory Plan B of government, which gives the Council responsibility for policy and legislative activity, but delegates the administrative duties to the City Manager. O T N G � O N Q O LL O LL O 0 0 0 0 0 0 0 0 0 0 0 0 o a m o o o 0 0 0 0 0 0 00 �rn000 o v 0 0 o0 00001 J�00; 0 0 0 O o 0 0 o O 0 °. «n o } V tD TEDr C m O ID N ca m c w M M U O M H N M M O 0 w f9 fA 1A (A O n U O O O O O O 0 0 0 0 0 O O O O I O O O O Oa O 9990 FL 6 0 0 0 0 0 0 0 0 0 0 jo o O N } T O N N M 0 N O MN � r � ca m c w M M U O (9 M O 0 0 0 jc� 0 S 0 0 0 81 0 O p tD M W N N N V (OD W N M N <OD r Q fA fA Yi 1A O O O O 0 0 0 0 0 0 m 0 0 0 0 0 0 0 0 0 0 O m 0 0 0 0 0 0 0 0 0 0 jo o y N Qm°r (Dm M 0 <OD O l6 N a � MN � r � ca m M M ! A M M U O (9 fA Nf IA O 0 0 0 jc� 0 S 0 0 0 81 0 O p tD M W N N N V (OD W N M N <OD r Q fA fA Yi 1A 0 0 0 O O 0 0 0 0 0 0 O E o 0 0 o 0 0 0 0 0 0 0 0 m 00 O fG cu ao t0 IM Oi ai to m O y N Qm°r (Dm ao NN mrn�M"n l6 N a � MN Lo w O N ca m M M ! A M M U O (9 fA Nf IA O 0 0 0 jc� 0 S 0 0 0 81 0 O p tD M W N N N V (OD W N M N <OD r Q fA fA Yi 1A E O O O 0 0 0 0 0 0 0 0 O E 0 0 0 O a 0 0 00 0 0 O x p N GO C1 M m o 0 m m O r O y NQ (Dm N r r� N OMO N O l6 N a � U N UI m ca m M M ! A M M U O N m E E 0 U C N y C l6 N a � U N UI m ca m a U O N m O 0 w O 4 0 U O n U U U E w5 0` Z O ry N ry 0 O U 0 m N a U@ c? o c 0 N d m L^ a m m n 0 c 0 y c 'e L U a W N C7 0 o y� d 0 U a C fq j U) F ;o i- F- t r O U Of (n O O O pU� 00 00 00 00 00 Q O O O 0 0 0 0 00 2 COO d o N o 0 o o o Y v d 4 Y V Y F 0 0 0 0 6 0 0 0 0 0 O o jLL LL OVOOW , <%==J �<j (CL {} $ ) '0300 C:,l 0006 ( — O��o (00�/\ {E MOO 0 ( _ OVOOW , <%==J �<j (CL {} $ ) '0300 C:,l 0006 0 — O��o MOO 1 {E MOO 0 ( \ co ( ) ( %t` G OVOOW , <%==J �<j (CL {} $ ) \ — \ {E MOO ( \ co ( ) ( %t` G OVOOW , <%==J �<j (CL {} $ ) \ — \ {E < ( co ( ) ( %t` G { \A)) LU CL ca lS22 ) _ { }(\ < \ § ® §§ [ N C O N Q U) y LL O LL 8 0 0 0 0 0 0 0 0 0 0 0 0 0 y 0 0 0 0 O O O O O O O O N �0000 O 000 000 0 6 N O t00. Y O N CO') 0 0 OM O M m M^ O U U N N C14 H N N M d fR W 0 c fA M H C/) O O O O O O O O O O O O O O O 0 0 0 O O O O U H m U 00 mom m L Q } (m0_ CW] n U K m m �Opp N 00 LL u5 y NM y 0 W y U_ M N M m N N N y R U O O m co 0 0 0 O O O O 0 0 O O O O o o O O y 0 0 o 0 0 O O O O 0 0 0 0 0 0 O O N 3 5 N� ti N M M O w w m L N N E9 ER M fA 0 0 0 0 O O O O O O O 0) N 0 0 0 0 O O O 0 0 0 O N� Q 000_ C O M f9 N N O O O O O O O 0 0 0 O O O O O O O O O O O O N O 0 N O N O lM N N M (00 Oct C'! 00 O N N n r O O O O O 0 0 0 0 0 0 O A O O Oa O O O O O O W. O O �j t0 co M O - N M OJ N 10 N Q cc O O O (A (A N N M 4f 4i fA W 8 C O R y R y � y C U y Z R R R C R (n R cp U R N' °a U U N N U Z d U N 0 c m C/) E E c c y y � p c . r W Z U U H m U 0 F F L Q y U K 0y 00 LL U O^ N 7 m y 0 W y N N U_ M M m y R U O O m co 0 0 0 v v Q o 0 o o o o o O a N Administration The Administration Department administers city government within the guidelines of State law and polices established by the City Council. The City Manager supervises the Administration, Finance, Police, Fire, Public Works and Liquor Departments. Duties: The responsibilities of Administration include Human Resources, labor negotiations, planning commission, budget development, communications with the city council, interpretation of City Ordinances and redevelopment issues. T N Oiz � Q N O LL N U 0 0 0 0 0 O O O O o 0 0 0 0 O O O O 0 0 O 000 00 00000 o O(o N Q 0 0 0 0 0 O O O O O O O M a a jC600, 0 0 O O O O O O 0 0 a W 0) t0 N N (O O 10 (0 (0 Q Z co O N Q 0) r (D OCT 0 to N =4 Or ��0 U) m 0 0 z t 0 W U W Z O Q 0 O O O O O O 0 0 0 0 0 O U 'Z d d 00 0 -99 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 ~ O (V (p m 0J m O OD OD 0) 0 o 0 0 0 0 M Q ce W� M M (Nfpp N O aOD R P Q M } 0 I� N N N M (p N O O O O O 0 0 0 0 O o 5 o 0 0 0 o O O O O O o o�0000 So go800 0 N m N C,4 t0 O N N� O N (0 (0 00 O O O O O O O O O O O O 0) 0 0 0 0 O O O O O O O O O t0 (O G (V O (M M 1 O N N O N H Q O) a00 N O ri W f9 ry a0a M 0) H O O O O O O O O O O O O 0 0 O O O O aN 0 l0 N tO 0 VO 1 r M M O r D n O OrO 0 (0 A , I-� Q M N r Q OM fR O M E9 64 N U 0 0 0 0 O 0000, O O 0 O � 0 0 0 0 O O O O O O O V N O V O O aD o M 0) M M N Q O O N N N N Q O 1� N 0 o ._ r 6 O C rn W U a a O A fA di U L) fA N U 0 O � C b N CL t 0 0 b L 0 o ._ rn W U a a c E °6 U L) Lo E2 C V) N Z co (` o N Q 0) y o d a G (n N U L m 0 vnwwg c� ��0 U) m 0 0 z t 0 W U W Z O Q 0 N m M M M Z in000 d U 'Z d d 00 O O O C 0 0 0 y 0 0 0 0 0 0 Lvvv av �vvvv o 0 0 0 o 0 0 0 0 CL Elections City Clerk: The City Clerk conducts all of the elections for the City of St. Anthony. Even year elections include Federal and State and Judicial contests. Odd year elections include municipal and school board contests. The school board elections are administered by the City of St. Anthony. All elections are conducted with all statutory requirements and under the guidance of Hennepin and Ramsey County election guidelines. In addition to elections, the City Clerk is responsible for the preparation, maintenance and publication of official records, documents, resolutions and ordinances as well as the maintenance of the City's website. O T N O @ C Q U � LL O LL V w m d u W m N Q r N Q O O O 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 o0 J00 m M V O N O o 00000 ) O 0 0v -7 0 Ci V 0 0 0 o o o 0 0 0 0 0 JOO 0 0 0 N m W W W N W M V N h Of N 0 O N r C N M N W (V tH � � � � � 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O 6 M 0 0 9 V V N o O M n n T V 000) } W N O W �j f9 (A fA lA f9 fA O O O O O O O O O O O O O O O N 0 0 0 0 0 O O O o 0 0 0 O 0000.0 0 0 0 0 00006 0 0 0 0 0 0 0 0 0 0 O O O O O N V W N V W M� V N 1� 0) N 0 N m N Ld IZ r 0NM N H fA f9 f9 M O O O O 0 0 O O O O O O O O O o= M O N V o J00 m i ON f� m W V O W W Q) M N �0 w M of r tl! di fA Vi W m N Q r N Q O O O 09 0 0 O 0 0. O O O O J00 m M V O N O r N M b N ) O � NO M M NW V -7 (d Ci V fA (A H fO9 fM9 � O O � O 0 0 a0 0 0 V On) O M li r M N d C U O @ N � C 3 � � C E a - 0 0 d n n v n c c 4) U U �_ F WC C O O N m `m E E m E E _ mmww0 0 r N Z O N V N N r r r M o 0 0 0 0 0 0 0 O 9 a 8 Y L o 0 0 0 :Z7C: W M N � W N E a Q w N a N N n - n a � m m n U � a c c to z° c� m 0 r N N 0 o wilo ulIT IT o o O O O O O goo 0 0 N 0 o 0 n O M W O N L � � � L a t d E w n 06 U o U a$ N me m°- C d C U t o U F- M d M V V U M M M M 2 - 0 0 0 0 N o 0 0 0 0 0 00 0 0 L 0-0000 0 0 0) Z 0 r U w w Q U r Finance Financial Services: The Finance Department is responsible for providing general financial services and accounting records of all City financial transactions. The areas of service include: ➢ General ledger accounting and A/P processing. ➢ Liquor recordkeeping and Profit/Loss reporting. ➢ The issuance of business licenses. ➢ Rental licensing and tracking. ➢ Building permits and coordination of inspections. ➢ Payroll and renewal of employee benefits. ➢ Water and sewer charges and billings. ➢ Preparation of the City's annual budget. ➢ The renewal of City insurance policies. ➢ Investment of City funds. ➢ Compliance with Auditing Standards. Risk Management: The purpose of Risk Management is to ensure that a reasonable level of insurance coverage is maintained for general liability, property & casualty, workers compensation and liquor liability. T N c @ O y Q y LL O LL 88888888810 ° o o Or 0 O 6 M m0 f 0 vi o 00 W n m N, m m m O N c6 W M M 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o e 0 0 0 0 0 0 0 0 0 0 0 0000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000000000 0 0 0 0 0 0 0 0 0 0 0 0 N m W 0 m o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 �` 0 9 0 0 0 0 0 0 0 o o 0 0000000 0 0 0 N _0 cl� O Np 3 CQ 2 M C C N m r V O� W Oi O ( N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O U mZ c o O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O �p va Oi (V fV th W th N N OD O O N tM N O OO OO w p mNCgin Nrfnno mn N N O 0 a` ��r co iyg U 88888888810 ° o o Or 0 O 6 M m0 f 0 vi o 00 W n m N, m m m O N c6 W M M W C U O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O °,0000 0 0 0 0 0 0 0 0 0 0 0 0 0 0000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000000000 0 0 0 0 0 0 0 0 0 0 0 0 N m W 0 m n m m M N N m V Q f9 � d! fA ry f9 � rW rW N� ONI �� v W C U o 0 o 0 0888888800 0 0 0 0 0 0 0 O m0 ca 90001 90 0 0 eD GD r O O O O OJ r M ap 0 0 O C I� N O �l O O O N m W 0 m n m m M N N m V Q tn0 O n 06 1 �1A�NMM ONI �� v o- oa a a _ Z N O y O d C C N VI a W U y N N U_ U U y a N d 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O U mZ c o O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O �p va Oi (V fV th W th N N OD O O N tM N O OO OO w p mNCgin Nrfnno mn N N O 0 a` ��r co iyg U oom a M N O m m n T N N O N N 01 1� 1A N Q n o n p t F n 0 NM M di U W 2 0 0 N 1� N O N V N O> N W U Z N N N N N N v N N N M M M O C V M M M M M M M M Q N N o 0 0 O O O O O O O O 0 0 0 0 0 0 0 0 0 0 O � IA Ln 1A x 0 0 0 0 O O O O 0 0 0 0 0 0 0 0 0 0 O n0 O7 n n th m M Oi eD O 1� O O N G M N O a�a W N (n0 m- O w N N Q m N r tm') M O m n f0 fD bf m i9 f9 (O � , Oi N N fA N fA N N fA fN W N fH IA f9 W C U N U C U N N a C d N a m c c E v v t 5 5 v o- oa a a _ Z N O y O d C C N VI a W U y N N U_ U U y a N d U�i1 off U O� d 0 0 2 N ? n U mZ c o o o y m y N �' k m E E a `o m v�ww;g Oz C1 0 a` ��r co iyg U 0 F F t F U W 2 0 0 N O m N O N V N O> N W U Z N N N N N N v N N N M M M O C V M M M M M M M M Q N N o 0 0 0 0 0 U M Z o 0 0 0 0 0 0 0 o Z l6 In 4n h C � IA Ln 1A x - - lA N N - In 1n 1n lA W N J O O O 00 0 0 0 0 0 0 0 0 0 0 0 0 `t Y?? R 4 Y Y Y F a 0 o o o o 0 0 o 0 0 0 0 0 0 0 o O N N T C � O N a` N �y O LL d C O O O O 00 0 0 0 O 0 0 O 0 O 0 0 0 � O O I O O O O O N moo p M 0 0 0 0 0 0 0 0 0 0 O O N N m 0 100 O O M N N OOi 10 10 N O 00 N N w � m F9 0 0 f9 fA V� O� � N m L 5 0 v �ww m O V 000010 0 0 O O O O O D O O O O O O 0 0 0 0 O 0 0 0 O 0 moo-go 1 R LU 0� 0� 0 0M N 00 O O O � 0 N N 60 ffi 10 c`O') tD I � ON m 7 f� O C O V Q d fA M, 0 W Ol fA c7 d C O O O O O O 000 0 O O M O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 N Q 0 0 N N N W O � F9 m 0 0 � N N c00 N m L 5 0 v �ww m O V F F L F- 0 0 0 00 0 0 0 O 0 moo-go 1 LU 00 N 00 O O O N �p V ffi M c`O') O 0O0 7 m 7 f� O C O V Q d fA c0 N W Ol N c7 to 6o O fV f9 f9 ch c0 V (9 fA Vi d C O O O O O O O O 9 O O O O O O O 0 N 0 N Q ON O M N o W Oi c0 r n Cl) tO n M M a « "' � F9 � w 0 0 � N 0- m L 5 0 v �ww m d C 00 00 00 00 N 0 r tU O O O O O O a 5 O N Q •0- M NI U N 100 N N CO N N W fA n M M rn Z � F9 d C N 0 N a 5 rn m t 0 0 w U 05 N 0 o U n W U rn Z U U � C � w 0 0 N 0- m L 5 0 v �ww m 0a m F F L F- LU ID N U M M M U) 60 6 0 0 O � O 0 c0 ffi N Co N Q O N O V V 0 V' C O V Q d N )coo o 0 -000 O T N C - O � ¢_ V c LL O LL O coo 0 o e 6000 0 O 0 00 M M } f0 n o t 0 = 00 00 00 °o_ ° N % V� co m N O L N V r (O r n O O O o O W 0 O O lm O M M } f0 n o t n N a 0 Lo N N N Q mW % V� O 6 O O O D 0 0 0 N O O O m Lo O tri V) fA 611 y d 21 l0 L U J � d j U y U y C N N C7 a` cy `m o U ~ 20 N N Q U M C1 V1 N co N 00 Q 6 0 0 O W 0 0 0 O O lm O M M N 0 a0 a 0 0 O N Q mW co 0 CD V y d 21 l0 L U J � d j U y U y C N N C7 a` cy `m o U ~ 20 N N Q U M C1 V1 N co N 00 Q 6 0 0 O O O O O co m N Q O a0 O 0 O 0) W N Q mW (°O 0 CD y d 21 l0 L U J � d j U y U y C N N C7 a` cy `m o U ~ 20 N N Q U M C1 V1 N co N 00 Q 6 0 0 O o N Q O a0 y d 21 l0 L U J � d j U y U y C N N C7 a` cy `m o U ~ 20 N N Q U M C1 V1 N co N 00 Q 6 0 0 O \\ -Mo 0 ] }]) \© \ /\ } kk \ 0 � < }) /\ cli N \17 \ Ld \j )j ) \���\ ® \ \\� \ ��\\ \ /) /\ $ � § ! o Ln i CO / {k f� )k § §/\ �§5 // j(()) 3§§§§ / } } } LU LU \ ( \\ ] }]) \© \ /\ } kk \ \}\ \ /) /\ $ � § ! o Ln i CO / {k f� )k § §/\ �§5 // j(()) 3§§§§ / } } } LU LU \ ( /\ /\ kk \ \}\ \ � < \ \ cli /) /\ $ � § ! o Ln i CO / {k f� )k § §/\ �§5 // j(()) 3§§§§ / } } } LU LU \ ( / \ � < \ \ cli /) /\ $ � § ! o Ln i CO / {k f� )k § §/\ �§5 // j(()) 3§§§§ / } } } LU LU \ ( N C O � � Y Q U) z LL O m o 0 0 0 0 o o 0 0 0 0 0 O 0 0 0 0 0 0 0 o 0 0 0 0 o o a o 0 0 0 0 0 0 00 0 0 0 N J O O 0 0 0 0 0 0 0 O d i O m �- 'V' N V' Cl) M t0 V (M 00 OD R <D O 0 6 H 9 O 000 O O Oa� O O O Q 0 0 0 0 O O O FL d a 9m7 0 0 M N N N N N N M } M th N m Il� O (D N W 7� ( n W � p M H f 9 m o °o °o °o °o o °o °0 00 n O 0 0 O O O O O O O p a o O O o o o o O o 0 N 0 0 m C6 117 m V N v M M co N (A 9 W O O Oa� O O O N Q O N O 9m7 0 0 N N M n N W 7� ( n W 6 OO 00000. o O p J 0 GMD m 0 O O O N Q . N M M w sN� n N E9 V (00 co w f9 fA fR m o °o °o °o °o o °o °0 00 n cl N o w V N N N N 00 C Q m C6 117 v o. J N V1 N @ a C � N U' m F N N O N C N 0 J O � r N N O) N � � L R U N °5 N K N N C @ J c O N O U 7 w m p U r y�j N M M d0' U M M M M N 0 0 0 0 u`,gYYY L 0 0 0 0 Q C a O c a` R � r >, � d m o o = N � Q � U O F a` N lnD C O 0) O O �v � O N LO Z J_ 0] F- L) J Q 0 F N C O @ L. } Q V N LL O W I. 00Igocol o moo o 00 0 w<om m N t9 fA 0 0 0 0 0 � O t0 QO N y In W N h M � ° m0000 0 v 0 0 0 0 N m N O) R 10 R HO IN m °o °o o °o ° M m o N Q r M 7 H O M tq O O O O O O O O O M CD 1°O Om) N Q Oi IA V O M� di ON O O O O h 0 0 0 0 o CO M ro N C C O N N � C � a N E c 0 J J N a n U U U !0- E2 12 20 N O O N m E as fn W W m 6 r w N d � fnOOO C 0 0 0 °vvv N u)o 00 C WE ml O O O MM 4 w °o o °o °rn n b9 O O O N 7 00 N N W C E a 3 W w N a a a rn _m U � � � a U) Z CD i F N N cc O o �* v X00 O O O 9 ° ° ° O 0 0 0 0 0 0 O O O O 0 (D 19 � Z ZZ�7C' M r N N 0 fAt0 101 0 0 0 1 0 0 0 0 0 0 N R N 0 f0 � t9 cli 0 0 0 0 ap Cl 99 JN 0 a c0 of In O O V 0 0 O O O PC, O O O COD M M A N H O O O jon 0 0 0 O o(o 0 ah0 4) C) m N � r rn 'm U c - o.o � Z a' ) C C6 N � O O E c c c N c t w E c O U CL m � o U r ary y M M M V U M M M M Z O O O O 0 0 0 0 0 O O O O O vvp 00000 O O 0 ° h m O M h o° °o M n °o m octi N O N h r z w LU w Q z U z W w W LU W a r O om N FA POLICE The St. Anthony Police Department's purpose is to protect and serve St. Anthony residents through pro- active and preventative patrol, traffic law enforcement, investigation of criminal activity, emergency response, crime prevention, and the development of community contacts and relationships. Through problem solving, community collaborations, and empowering the department's line personnel, we move foreword toward these goals. The Police Department's primary focus is to insure the community's livability, safety, and security through fair and impartial law enforcement. The department has a strong commitment to Community Oriented Policing that can be evidenced through the department's actions and mission. The department is comprised of a Police Chief, one Captain, one Lieutenant, two Sergeants, one investigator, seventeen patrol officers and one full time civilian community service officer. The department also employs two full -time secretaries and one part time data entry clerk to support the department's overall goals and objectives. In addition to the sworn officers, fourteen Police Reserves help maintain the professional excellence of the department. The police department also provides 24 -hour contractual police services for the cities of Lauderdale and Falcon Heights. Eight officers are dedicated to those communities for police protection and response. The department's involvement in these contracted services creates additional resources for residents of St. Anthony. In addition, the contracts also reduce the overall tax liability associated with police costs to St. Anthony residents, as well as pay for squad cars and other police equipment. In keeping with our commitment to police department provides a wide educational programs including: Community Oriented Policing, the variety of community services and • Crime Prevention • Minnesota's Night to Unite • Neighborhood Crime Watch • DARE • Animal Control • Community Education and Involvement • Police Bike Patrol • Liquor and Tobacco Compliance Checks • East Metro SWAT • Citizen's Police Academy O T N c � r Q N LL O LL 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o rn c n m w a L d� N C C N 00 U_ rn O O O O O O 0 0 0 0 0 0 0 0 0 0 O O N d E r r E r g o C v n> m a E c c o L c m> o. LL E E> m N T a t E M c m E a 0 m r N e0 N ep F L F w ° U O NN N N � W 0 0 N t00 N w K M N 0Z V END Y fR 19 V! Vi M f0 a maYYVYYY �YY44Y a o 0 0 0 0 ' 0 Q o 0 0 0 0 0 o O W 19 (9 0 0 0 0 0 0 O O 0 0 0 0 0 0 O O O O O C.000 00 0 0 0 0pp 0 0 0 0 0 0 0 O 0 0 0 r O O M ��rn � r CD r NCOOrnvN r va O aN0 pmi M N aM0 I� O O O 0 O r N r mc�O�o r�aorno O) N N fp N o O N.-m �sO� f0 O 9 9b9 N 0 0 0 0 0 O O 00000088 O p d 0 0 0' 6 O 66 0 0.0 0 0 0 0 0 O O1 O o o 0 0 o O O 0 0 0 0 0 0 0 0 O m O O N O M 0yy)� Oyyu a a I. a w O fD O U. N (O aOar�! N N O N W F H M c d f0 1� Vi N N w N Q< M W N IA Vi M Ni < O N fV NLE _. » of w v Q U) J 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 O rn mai vi 'm0MUrnim °� O rn N .° -� " °- a R C n rn M r O N v N r NN Q� w Ne� W O) I� CD m N fV 01 N (V V N N N N O .K N N df M O o O o O O O O O o 0 o o o O 0 0 0 0 91 0 0 0 0 0 0 O modMMO � NMV 6 V v W W 00 W N W O E NNi p < 0 7 0 ON N Q N W f0 N Q N W O 4! 19 1 A N N 0 0 0 0 0 0 0 0 0O O O o o O o O n m o 0 0 0 0 0 0 0 o O o O o o O o 0 p Q rn W N N N V M tp�l O O N n N Q N rn N O M Oq M M V OD m0 W N 0 N W N M O a N N N W M ON r N W O m W W rM N N fA f9 8 c 0 Y C N N d c c L r 0 o w 0 rn.m n U c n m w a L d� N C C N 00 U_ w ooN a c� d E r r E r g o C v n> m a E c c o L c m> o. LL E E> m N T a t E M c m E a 0 co �nOwwO m (9 yg o m— c ODU LL`grm� F L F w U W O N 1� N p M M M V R (.) M M M y N o 0 0 0 0 N 0Z U M M J o 0 0 0 0 6 0 6 o O 0 0 a maYYVYYY �YY44Y a o 0 0 0 0 ' 0 Q o 0 0 0 0 0 o O Summary of St. Anthony, Lauderdale & Falcon Heights Budgets For Fiscal Year 2011 2.00% 2.00% Total Revenues from Contracts $590,167.00 $590,167.00 $1,180,334.00 Revenues: - Lauderdale /Falcon Heights Contracts Lauderdale Falcon Heights Contracts General Fund $590.167.00 $590.167.00 $1.180.334.00 TOTAL $590,167.00 $590,167.00 $1,180,334.00 Personal Services 101 -41100 -110 Salaries 101 -41100 -111 Overtime Salaries 101- 41100 -114 Employers Contribution /Pension 101 -41100 -115 Employers Contribution /Insurance 101 -41100 -117 Overtime Court 10141100 -341 Total Personal Services Supplies Subscriptions /Membership 101 -41100 -226 General Supplies Total Supplies Other Services & Charges 101 -41100 -321 Other Services 101 -41100 -331 Communications 101 -41100 -333 Care & Support/Booking Fees 101 -41100 -334 Printing & Publishing 10141100 -339 Maintenance & Repair 10141100 -341 Travel /School /Conference 101.41100 -342 Subscriptions /Membership $376,890.00 Total Other Services & Charges TOTAL POLICE BUDGET Other Bu 101 -40510 -335 101 - 41900 -320 101 - 42200 -222 101 - 42200 -339 401 - 47200453 dget Line Items Workers Compensation Animal Control Public Works /Fuels & Lubricants Public Works /Maintenance & Repair Squad Car /Capital Equipment 2010 2010 2010 $1,800.00 2010 St. Anthony Lauderdale Falcon Heights Budget $1,084,020.00 $376,890.00 $376,890.00 $12,400.00 $1,837,800.00 $52,700.00 $6,100.00 $6,100.00 TOTAL $590,167.00 $64,900.00 $197,800.00 $43,800.00 $43,800.00 $285,400.00 $106,100.00 $61,300.00 $61,300.00 $228,700.00 $7,100.00 $2,500.00 $2,500.00 $12.100.00 $1, 447 ,720.00 $490,590.00 $490,590.00 $2,428,900.00 $24,300.00 $10.300.00 $10.300.00 $44.900.00 $24,300.00 $10,300.00 $10,300.00 $44,900.00 $12,800.00 $5,300.00 $5,300.00 $23,400.00 $43,200.00 $7,600.00 $7,600.00 $58,400.00 $10,200.00 $5,700.00 $5,700.00 $21,600.00 $3,000.00 $2,900.00 $2,900.00 $8,800.00 $3,000.00 $1,700.00 $1,700.00 $6,400.00 $6,000.00 $2,900.00 $2,900.00 $13,800.00 2 2$ 80.00 $1,060.00 $1,060.00 $4,400.00 $82,480.00 $27,160.00 $27,160.00 $136,800.00 $1,554,500.00 $528,050.00 $528,050.00 $2,610,600.00 59.5% 20.2% 20.2% 100.0% $11,517.00 $11,517.00 $1,800.00 $1,800.00 $10,400.00 $10,400.00 $12,400.00 $12,400.00 $26,000.0 $26.000.00 TOTAL $590,167.00 $590,167.00 $0.00 $0.00 O T N O � Q � LL O LL L. L 0 0 0 0 0 0 0 O 0 O 0 0 0 0 0 O O O O O O O 00 00 00 00 O 00 00 0 O 00 00 O 00 N Q 0 0 0 010 0 0 0 0 0 0 0 0 0% 0 0 0 0 0 0 0 0 0 0 0 0 0 p� 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o w o 0 0 0 0 0 ry M N N O 1� O O !y0 O R m N O NO M N N M V O n r,: m GO (3 f9 !A 1A f9 H IH O O O O O O O O O O O O O m 0 0 0 0 0 O O O O O O O O -°o w d 00 O" 0) v0Ui0) 0 0 ~ M 0 0� (O m 0 O co N w N N N N O O } O 0 r(3i r co co m C6 N ww Lo °fA 2O� O f7 W tOp v 0 m GOD 0 0 0 0 0 0 0 0 O 0 O 0 0 0 0 0 O O O O O O O 00 00 00 00 O 00 00 0 O 00 00 O 00 N Q 00 O O O 0 0 0 O O O 0% 0 0 0 O O O O 80 p� 0 0 0 0 0 0 0 O O O O O O O O O O O N Of N N W N O O co 0) CO c O N N O M V 1� 03 GO (3 f9 N C C H 0 0 0 0 0 0 0 O 0 O 0 0 0 0 0 O O O O O O O 00 00 00 00 O 00 00 0 O 00 00 O 00 N Q O O O O O O O O O O O O O O O O O O O O O O r O D CL — N O m tO N 0 0 0 J O O N O pp O Q O C4 GO (3 W N C C N N N m fq f9 1A IA ) LG �' c -°o w d O O O O O 000 0 O O O LL H m a O O O O O O O O O O O a �O(Mpp Lo Ci ww Lo °fA 2O� O f7 W tOp v 0 m GOD m N F- r a h a V N aD Q t�1 N N N (O W U 0 f9 Yi IN 'Z 0 0 0 0 0 0 0 O 0 O 0 0 0 0 0 O O O O O O O 00 00 00 00 O 00 00 0 O 00 00 O 00 N Q 00 0 m v000 C C O @ N N N V r ° CL — w m C C 0 0 N C L U N U U N va W N C C N U U N a n h� U u Z .6 m ) LG �' c -°o w d Cl) U E o, i. LL H m a m 4) Z d o o ,°n a z LLJ ww 2O� w0 m �m ow 6 m `m Z F- r a h U N Z O R N N N N ob d M W U N 'Z rn 0 0 0 0 0 0 0 o o O Y Y Y Y y g Y Y Y u O O O Q o o o o 0 0 a w 00 0 m v000 O a N C W O � .L. } C Q U O LL �_ m00000 ° v00000 O O O O O O 00 00 000 000 0 0 00 00 N m x 0 0 0 fA H N 0 f9 0 0 Yi 0 0 0 iH M 0 W 0 0 00 0 W � N M -10 P' O O n N O r 4w,—& R O O R 0 L) W 1O 9 (9 Q � f9 jN N N vi c R y co � m U O O O O O O O O O O O O 2 too r L O G R 0 O O O O Oa O O O O O O O c X R W O Q N a N°tAm pN N V W °W° N M N N N Z N N �M N d Q W m } Lq N W W ICl) W f0 W w N O 0 S O O 0 0 0 0 m 0 0 0 0 0 O O 0 0 0 O O N O O M O O O O O O N O N 0 N N0 ^ N f0 M 9 N � N M W EA O O O O O O O O O O O 1600000 O O O 00 000 O O W O t� Q W CO 0 0 0 N Q W � 0 W � N M -10 P' O O n N Q r 4w,—& R O O R 0 L) W 1O 9 (9 f9 C O N o O O O O O O i W M V M N M N N ° c N Q W � 0 W � 4Q cl! q act N Q r 4w,—& R O O R 0 L) W 1O 9 (9 f9 jN N N vi c R y co � m C O N o x 0 0 0 0 0 0 0 0 0 C 2) R a R CL C R W L N Q 0 W 00 IT M N O mm Mow 4w,—& R O O R 0 L) « 'o N E jN N N vi c R y co m E ° m C O N N h R N C 3 N C 2) R a R CL C R W L O O N K C Q R Mow 4w,—& R O O R 0 L) « 'o N E jN N N vi c R y co m E ° m U O O R y L > E E w 0 W W cC U' 2 too r L O G R 0 F 35 U F Z F ° a c X R W O Q N N pN N V W N M N N N Z N N N d Q ggVq �y 0 0 0 0 o N o o O FIRE DEPARTMENT Fire /Rescue The Fire Department is responsible for protecting the community from the effects of fire by the means of fire suppression, public education, rescue and fire code enforcement. The Department is comprised of five full -time firefighters, one Assistant Fire Chief, a Fire Chief and approximately 20 part-time personnel. The Fire Department provides first response to all medical emergencies on an EMT level, as well as mitigation of minor to moderate hazardous material incidents. To provide our community with expedient quality fire and safety services, the Department utilizes automatic and mutual aid response with our neighboring communities. Emergency Management This involves the planning, training and response to disasters such as wind storms, tornadoes, snow and ice storms, hazardous material accidents, major transportation and mass casualty incidents, including pandemic emergencies. Property Management The Fire Department enforces City ordinances and the International Property Maintenance Code. Two part-time inspectors are responsible for matters relating to housing /property maintenance, signs and nuisances in addition to conducting rental property inspections. N C O W Q N IL O LL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 •- � o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O 0 0 0 0 0 0 0 O 0 0 j O N Oct O- Cl! 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O 0 O N M O ? 0 IT I a o 0 o o o 0 o U O T N C W O � v } C _ Q � lL O LL L- CIII CU w O O O O O O N O 0 0 O O 3 W O O 0 0 O 0 0 N4 N� N OM N j 0 0 O O O O m 0 O C V G0 N N N Q O W O Z N o V @ V Q 0 00 O N 0 0 0 O O O 0 O O O O O M H co } co N Cl! 60 di a00_ CIII CU w O O JC04 O N � O O O O O O N O 0 0 O O 3 O fD (O N Q aK 0 COO M N N4 N� N O O JC04 O N � O 00 0 O n R 0 O O O O 3 O O fD O tON fD (O N Q O) 0 m N N U N N N W U N � U N N W O O C C U U �— 0 O U N N N Q O W O Z 0 O J V @ V Q 0 00 O N Public Works Department The Public Works Department is comprised of fourteen full -time employees, twelve being maintenance and two management staff. Public Works is responsible for the maintenance and repair of the cities infrastructure to include city owned buildings, grounds and equipment. The current Public Works Department is divided primary into 4 general areas: ➢ Streets Division: The Public Works Street Division provides services to include the maintenance of all city streets, alleys, City owned parking lots and sidewalks. This division maintains approximately 24 miles of roadways. The primary maintenance procedures include: snow removal, ice control, crack sealing, seal coating, and concrete curb and panel replacement. In addition, street sweeping, crosswalk striping and street sign maintenance are also the responsibility of the street division. ➢ Parks Division: The Parks Division provides maintenance to 5 city parks and 3 park shelters. This division maintains all baseball, softball and soccer fields that are currently scheduled through the St Anthony Community Services Recreation Program. In Addition, this division maintains all City Buildings, grounds and City owned storm sewer retention ponds. ➢ Vehicle Maintenance Division: The Fleet Maintenance Division provides the necessary vehicle maintenance and repair to all Public Works vehicles and equipment, which include both licensed and non - licensed. In addition, this division also supports Police, Fire and the Liquor Operations with their maintenance needs. Our current Vehicle Maintenance Division staff is trained and licensed to certify all vehicles requiring a DOT inspection on an annual basis. This division also assists in the purchase and specification process when replacing capital equipment for the Public Works Department. ➢ City Buildings: Public Works provides all necessary maintenance and repair to all city owned buildings and grounds. City staff is currently making ongoing improvements each year to make each building operate in the most efficient manner in order to reduce energy costs. 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N(q N 0 M m N Cl)- 10 N � CO 0 M n 0) N M O 0 : N N N O Co a M M N N a a N Vi 0 Vi Vi d 0 0 0 0 0 0 0 0 0 0 0 0 0 m 0 0 0 0 0 O O O 0 0 0 0 0 Ono... 1 0< 0 0 0 N H� m n r a m CO Na O j M O 0 : N N N O Co a M M N N a a N Vi 0 CO C0] N� N Om M N m U L) to y y y O d A C C N y d N N p O 0 (L m N `m _ d O O O O O 0 0 0 0 0 0 0 0 0 O O� O O O O O O O O 0 0 0 0 0 0 O =�Mmm, c d a d 0 LO c�o} oaoor� vi O 0 N n M )0 O N V O N N V N a g CO C0] N� N Om t0 m U L) to y y y O d O O O O O O O O 0 0 0 0 0 O O� 0 0 0 0 0 O O O 0 0 0 0 0 O O c d a d (L N O c c S w - L i of a 'm 'm U `0 y 0 4)) m Om t0 m U L) to y y y O d A C C N y d N N p O 0 (L m N `m _ a n d m> a m m c 0 d c ° y m E c y c d a d (L M.2 Q m O L m c c S w - L 5 y of a 'm 'm U `0 y 0 4)) m m O O vO. J ad A7 U m U L) to y y y O d A C C N y d N N p O 0 (L m N `m _ a n d m> a m m c 0 E E (n OLu Lu N Cn(7 m 00`Gm 2 m ~ ~ ~ U y d U O- a- Z r r M N N N Ca y Y M M N ' CO O O O d 00 U CN') M M 2 0 0 0 0 0 t00 0 0 0 40 )O )O )0 00 y O N N a y o 0 0 0 o a O N O N O O N O V a O a =v 7 V V 0 0 a m vv �vv d0 0a0 III 00 o0 0o00 0 a k\ Ska,r } \k( k jL 0 E o Z °m C) jkU) k7k {f( ) /W0/ \ }(( ) ) ) \\ ) 0100 \�s 00 e]awr , < . Cq C4 0 °§ o Ska,r } \k( k jL 0 E o Z °m C) jkU) k7k {f( ) /W0/ \ }(( ) ) ) \\ ) \�s e]awr , < . Ska,r } \k( k jL 0 E o Z °m C) jkU) k7k {f( ) /W0/ \ }(( ) ) ) \\ ) d! Ska,r } \k( k jL 0 E o Z °m C) jkU) k7k {f( ) /W0/ \ }(( ) ) ) \\ ) W MEMORANDUM DATE: July 12, 2010 TO: City Council FROM: Mike Momson, City Manager Roger Larson, Finance Director ITEM: 2011 CAPITAL EQUIPMENT BUDGET The proposed 2011 Capital Equipment Budget totals $330,400. At the May 3, 2010, work session, each department discussed their capital equipment needs with the City Council. Present funding for 2011 is as follows: 1) Liquor Operations Profit $108,200 2009 Profits $ 17,200 $125,400 2) MSA Revolving Funds $ 90,000 3) Water Filtration Interest $ 50,000 4) Fund Balance/Trade & Sale of Existing Equipment 65,000 $330,400 At this time, the funding mechanism for the Outdoor Warning Siren (budgeted at $18,500) could change due to the Fire Department applying for a Homeland Security Grant that would fund 75% of the cost. In addition, the Fire Department is applying for a FEMA Grant totaling $48,000 that could fund some of their future capital equipment costs. Also, in process is the Grant to fund the purchase of 6 squad car cameras for the Police Department that is included in the 5 -year Capital Equipment Plan for 2014. CAPITAL EQUIPMENT -2011 Budget Capital Equipment Revenues: Appropriation from Reserves Liquor Operations Profits ................................... ............................... $ 125,400 MSA Revolving Funds ........................................ ............................... $ 90,000 Water Filtration Interest Earnings ....................... ............................... $ 50,000 Fund Balance /Reallocation of Trade /Sale of Existing Equipment........... $ 65,000 Total Revenues $ 330,400 *$108,200 from 2011 Profits, $17,200 from 2009 Profits from Operations Capital Equipment Expenditures: Police: SquadCars ............................................... ............................... Tear Down & Build New Squads .................. ............................... Equipment Replacement/Squad Cars .......... ............................... Mobile Data Computers/ Squads .................. ............................... Optic om s .................................................. ............................... Tase rs ...................................................... ............................... BusinessHub ............................................ ............................... SquadRadio' s ........................................... ............................... Defibrillators............................................. ............................... Total Police Fire ..... $ 66,000 $ 7,000 $ 4,000 ...... $ 14,000 $ 3,000 $ 3,000 ..... $ 12,000 $ 5,000 ..... $ 6,000 $ 120,000 TurnoutGear .................................................... ............................... $ 5,500 Pagers............................................................. ............................... $ 2,500 Mobile Date Computers /Fire Truck ...................... ............................... $ 2,000 Staff Vehicle ..................................................... ............................... $ 28,000 GasMonitor ...................................................... ............................... $ 2,000 Outdoor Warning Siren ...................................... ............................... $ 18,500 Total Fire $ 58,500 Public Works: Snow Blower Attachment / Bobcat ....................... ............................... $ 6,000 Total $ 6,000 Street Division - Tool Cat / Bobcat ................................................ ............................... $ 48,000 Total $ 48,000 Parks Division - Playground /Ball Field Equipment ........................ ............................... $ 25,000 Zero Turn Toro Mower ( 2) .................................. ............................... $ 25,000 Toro 4550, Cab & Deck ..................................... ............................... $ 30,000 Total $ 80,000 Total Public Works $ 134,000 Finance /Administration: Cisco Ethernet Switch /Transceiver's (Police /Fire /Public WorkslLiquor) $ 13,000 File Server Upgrades ( Roseville) ........................ ............................... $ 500 Replace Personal Computers ( 3) ........................ ............................... $ 1,800 Microsoft Office Upgrades ( 10) .......................... ............................... $ 2,600 •* $ 17,900 Total 2011 Capital Equipment $ 330,400 * *Microsoft Office 2010 - 9 Standard Versions, 1 Professional Staff Report To: Mike Mornson From: John Malenick, Fire Chief Date: May 19, 2010 Re: 3 vs. 2 Pumper Discussion After our last work session I was directed to explore the possibility of reducing our fire pumper fleet from 3 pumpers to 2. What follows is a list of Pro's and Con's as they pertain to each scenario, having 3 pumpers and having 2 pumpers. 3 pumpers protecting St. Anthony Pros 3 pumpers provide depth of security; we will always have a back up pumper for pumpers out or service for repairs /maintenance or out of the city on mutual aid calls. Provides a higher degree of self reliance; less need for mutual aid from neighbors Having 3 provides flexibility when time to replace; when and what size are flexible 3`d (oldest) pumper provides a good training vehicle for new Firefighters Maintains 80% seating capacity for firefighters when responding to event. Cons Maintenance costs average $600- $700 /year for oldest pumper (major repairs not included) Parts difficult to find for older pumpers; risk of major repair (engine, transmition, pump) Insurance costs increased for additional pumper • Page 1 MEMORANDUM DATE: June 1, 2010 TO: City Council FROM: Mike Morrison, City Manager Roger Larson, Finance Director ITEM: CERTIFICATE OF INDEBTEDNESS The attached reference sheet represents facts and figures for financing the purchase of capital equipment. Under State Statue #475.61, the City Council may issue debt (borrow money) to purchase: 1) Public safety vehicles and equipment. 2) Road construction and maintenance equipment. 3) Computer hardware and software. The term of the Certificate cannot exceed 10 years. The funds can be used to purchase new or used equipment, however the expected life must be equal to or greater than the life of the Certificate. Example — The purchase of computer hardware and software with an expected life of 7 years, the City could issue a 5 -year Certificate, but not a 10 -year. For Council consideration and review, Staff has included examples of a 5 -year Certificate of $400,000 (Fire truck only) and a 5 -year Certificate for $550,000 (Fire truck and single axel plow truck for Public Works). A review of the impact of the proposed Certificate's on a property valued at $238,000 (the median value for St. Anthony) is as follows: Fire Truck: $400,000 Fire Truck & Plow: $550,000 Property Owner Pays Levy $ 30.96 First Year $ 96,320 $ 29.62 Second Year $ 92,132 $ 30.83 Third Year $ 95,912 $ 30.23 —Fourth Year $ 94,038 31.23 —Fifth Year $ 97.146 $152.87 $475,548 Property Owner $ 41.89 First Year $ 40.66 Second Year $ 41.70 Third Year $ 40.88 —Fourth Year $ 41.64 —Fifth Year $206.77 Levy $130,300 126,483 $129,712 $127,176 $129.528 $643,199 (Financing the purchase of Capital Equipment) • Referred to as Certificate of Indebtedness or Capital Notes. o Simple Definition - Borrowing Funds to Purchase Equipment. • Under Minnesota Statue 475.61, the City Council may issue debt to purchase capital equipment. • For this purpose Capital Equipment means: • Public Safety Vehicles and Equipment. • Road Construction & Maintenance Equipment. • Computer Hardware & Software. • The Equipment may be new or used, however the expected life must be at least as long as the terms of the certificate. • Term of the Debt = cannot be more than 10 years. o Most Cities issue 5 -Year Certificates. • The payment of principal and interest is supported by the Tax Levy. • Increases taxes: (See Attached for $400,000 & $550,000) 5 -Year Certificate • Example: • $400,000 Certificate — 5 -Year • $238,000 Valuation (Median Value) • Property Owner pays: City Levy • $ 30.96 — First year $ 96,320 • $ 29.62 —Second Year $ 92,132 • $ 30.83 —Third Year $ 95,912 • $ 30.23 — Fourth Year $ 94,038 • $ 31.23 —Fifth Year $ 97,146 $152.87 $475,548 • 2003C - $320,000 Equipment Certificate (Fire Truck). • 1990A - $300,000 Equipment Certificate: o Front End Loader. o Backhoe. o Pick -Up Trucks for Public Works (3). o 2 -Ton Trucks for Public Works (2). • Variety of Tools for Public Works Garage. • Squad Cars (2). • Computer Equipment for Police Department. 1'1 LMT m +r 'm a :y m O n 9 n � K �A0D o °m Ica e o y o p z oa m ry 9 w Z n0n O w N N Z3. �j N m O O O 0 O O N_ 3 T O y y O v c a m y 0 D+ O N N N N N 00000 m m� ?i A W N+ C O 00 0 0 0 '3 T y N N 0) N A W N+ e a N N E v o (T ONUON 0 O R (D O ° 00 00 °o °o n C a O y = C 0 o 'a o o a o 000 o d C n ^: N.o C m O. C N N N+ y O O O H a C y O O O N N O N y 0 o e e 2'e w 0 N m g n o y_ � T A y J O py n o N e A t0 ut Of W V V � O O N A A A w W O O V• N W A # P A A A V tp O t0 t0 t0 N y N O + N N N V A N N 01 'O N W O V A Vt N N O �+ W O� O N O. N N O• O OJ 01 d N N O O O O O O O O N J A N N T n 5ry A A W+ W N O] Ol W N N O D � • A A A A A Z o— y o 0 0 0 o y+ 3 wwwww n o W N N N N N y N m W W N W O O O O O z IJ n p y W W N W N W J O A O y o e o e o o W ry% y N N 0 N OI Oi (T A O) O ,0 H y 3 a N n d W A N W ? n O W W N W O O �O O � b D N O W W W D) Z 7 O G d+ 3 N ry N W W W W W y Q N N N+ N N O y w G N 0 0 � wwwww -°o N tD OJ W V (O m O n 9 n � K �A0D o °m Ica e o y o p z oa m ry 9 w Z n0n O w N N Z3. �j N m O O O 0 O O N_ 3 T O y y O v c a m y 0 j O a O m n N9 O ee 0 G 0 m0 'm 3oa 7 d ° E. O ov 7 N 3 � 0 R O (1 Z N N A D n O N d N n d N ON O O O # N a m ^o °334° A W N+ O <m d r G cym n T C j T O O NNNNN n .� O v < d a N A W N+ d 0 w O 3 9 d N N w Ut N O) Ut A W N+ ^ e o N N E O 0 N N C O o O N o O O O O O O d O. SC. t! ^: 0 (n m 3 = 0 O Rlp N N N + A N O O O V o E. O O O OI N a d d N O Er V W W fp O t0 A a 4 m C O O (T O m N ^ N _ d ma � O o 0 N e m N N N N N N W W O R -• A O N ()r J 4J (n Ol N W momO O T ++ + ++ # N IA O D N V O O r N V O 00 O O m t0 V IO OI O ry n _W t0 N V iO O IG OJ Ql N W O D � y o 0 0 0 o y j— 3 w w w w w n o 0 N N N N N d N O 0 N W O O O O O O J O A y V V V V V J om% 0 0 0 0 0 0 N A N O AW w w w w c A A V A T m Op A N (O T A J O R -^ '^ 3 N W 3 O pwj O w V O W O 2 J A W O O) (O O C 0 W A A A A A A M A W N W N A 0 d A (P O+ O y O N G w W O O � N N j w j O O N N N y A Ut (n N W p fD W 0) N O a O m n N9 O ee 0 G 0 m0 'm 3oa 7 d ° E. O ov 7 N 3 � 0 R O (1 Z N N A D n O N d N n d N ON O O O # N a �• N n �, ,--, CD n STAFF REPORT To: Mayor and City Council Michael J. Momson, City Manager From: Kim Moore - Sykes, Assistant City Manager 0111J Date: August 24, 2010 Subject: Continue City Participation in the Local Housing Incentives Account Program under the Metropolitan Livable Communities Act. Background: Since 1996, the City of St. Anthony has voluntarily elected to participate in the Metropolitan Livable Communities Act Local Housing Incentives Account (LCM LHIA). The City's participation has provided opportunities for the City to be eligible to compete for LHIA grants and loans to support the City's efforts in meeting its ongoing affordable and life -cycle housing goals. The City of St. Anthony is again being asked by the Metropolitan Council to continue its participation in the Livable Communities Act; thereby preserving the City's future funding eligibility. As such, the City is being asked to pass a resolution to continue it's participation for another ten (10) years, through the calendar year of 2020. Additionally, if the City agrees to continue it's participation with the Metropolitan Council's LCA LHIA, the City must develop a Housing Action Plan, outlining the steps the City will take to meet its LCA goals by December 1, 2010. The Met Council have suggested that much of this housing plan may already exist as a part of the City's Comprehensive Plan Update as part of the housing implementation section. Attachment: • Resolution 10 -0 - RESOLUTION ELECTING TO CONTINUE PARTICIPATION IN THE LOCAL HOUSING INCENTIVES ACCOUNT PROGRAM UNDER THE METROPOLITAN LIVABLE COMMUNITIES ACT FOR THE PERIOD FROM 2011 TO 2020. City of St. Anthony's Housing Plan, 2010 Comprehensive Plan Update and Land Use Analysis, Chapter 2, Page 2 -32 & 2 -33. Enclosure A, Livable Communities Act (LCA) Goals, City of St. Anthony, 1996 - 2010 Enclosure B, Funded and Unfunded Projects/ Grants, 1996 - 2009 2010 City Participation in Livable Communities 2011 2020.doc CITY OF ST ANTHONY RESOLUTION No. 10 -OXX A RESOLUTION ELECTING TO CONTINUE PARTICIPATING IN THE LOCAL HOUSING INCENTIVES ACCOUNT PROGRAM UNDER THE METROPOLITAN LIVABLE COMMUNITIES ACT FOR CALENDAR YEARS 2011 THROUGH 2020. WHEREAS, the Metropolitan Livable Communities Act (Minnesota Statutes sections 473.25 to 473.255) establishes a Metropolitan Livable Communities Fund which is intended to address housing and other development issues facing the metropolitan area defined by Minnesota Statutes section 473.121; and WHEREAS, the Metropolitan Livable Communities Fund, comprising the Tax Base Revitalization Account, the Livable Communities Demonstration Account, the Local Housing Incentive Account and the hiclusionary Housing Account, is intended to provide certain funding and other assistance to metropolitan- area municipalities; and WHEREAS, the City of St. Anthony, a metropolitan-area municipality, is not eligible to receive grants or loans under the Metropolitan Livable Communities Fund or eligible to receive certain polluted sites clean-up funding from the Minnesota Department of Employment and Economic Development (DEED) unless St. Anthony is participating in the Local Housing Incentives Account Program under Minnesota Statutes section 473.254; and WHEREAS, the Metropolitan Livable Communities Act requires the Metropolitan Council to negotiate with each municipality to establish affordable and life -cycle housing goals for that municipality that are consistent with and promote the policies of the Metropolitan Council as provided in the adopted Metropolitan Development Guide; and WHEREAS, previously negotiated affordable and life -cycle housing goals for municipalities participating in the Local Housing Incentives Account Program expire in 2010; and WHEREAS, St. Anthony as a metropolitan-area municipality can participate in the Local Housing Incentives Account Program under Minnesota Statutes, section 473.254 if. (a) the City of St. Anthony elects to participate in the Local Housing Incentives Program; (b) the Metropolitan Council and the City of St. Anthony successfully negotiated new affordable and life -cycle housing goals for the City of St. Anthony; (c) the Metropolitan Council adopts by resolution the new negotiated affordable and life -cycle housing goals for the City of St. Anthony; and (d) the City of St. Anthony establishes it has spent or will spend or distribute to the Local Housing hncentives Account the required Affordable and Life -Cycle Housing Opportunities Amount (ALHOA) for each year the City of St. Anthony participates in the Local Housing Incentives Account Program. NOW, THEREFORE, BE IT RESOLVED THAT the City of St. Anthony: Elects to participate in the Local Housing Incentives Program under the Metropolitan Livable Communities Act for calendar years 2011 through 2020. 2. Agrees to the following affordable and life -cycle housing goals for calendar years 2011 through 2020: Affordable Housing Goals Range Life-Cycle Housing Goals Range 203 to 312 310 to 800 3. Will prepare and submit to the Metropolitan Council a plan identifying the actions it plans to take to meet its established housing goals. Adopted this 24th day of August, 2010. Mayor ATTEST: City Clerk Review for Administration: City Manager Land Use Analysis and Plan Housing Plan Total New Housing The Metropolitan Council has forecast an increase of approximately 900 housing units between the years 2000 and 2030. The 798 housing units constructed or approved at Silver Lake Village will, when complete by 2010, have moved the City most of the way toward that number. As discussed above, the current mix of housing includes a relatively high number of rental apartments across the city. However, the community could probably absorb a more owner - occupied townhouses and luxury condominium apartments. These should be in small, well- designed projects that complement nearby single - family homes and create walkable districts. The city's fine image and convenient location support the demand for new, upscale housing units. Because the city is fully developed, additional housing would have to occur through redevelopment. Potential locations for such change may include the vicinity of Silver Lake Village (6.5 acres planned for higher density housing), the Kenzie Terrace corridor (22.5 acres for higher density housing), the northeast industrial area (3 acres of higher density housing), and smaller sites along arterial roads such as Stinson Boulevard, 37" Avenue or 39`" Avenue east of Silver Lake Road (approximately one acre for higher density housing). As noted in Table 2 -6, the anticipated density for this higher density housing development is 25 to 40 units per acre. New Affordable Housing Objective: The Twin Cities Metropolitan Council has set a numeric objective of 312 new affordable housing units for St. Anthony between the years 2011 and 2020.4 This objective was based on three factors: • Proximity of low -wage jobs compared to the number of low- income workers • The community's percentage of affordable housing units • The community's level of transit service. All of the additional housing units forecast by the City are expected to be attached units, which may aid affordability. The City of St. Anthony acknowledges its share of the regional need for low- and moderate - income housing. And, as a participant in the Metropolitan Livable 4 Source: "2011 — 2020 Allocation of Affordable Housing Need by City," Twin Cities Metropolitan Council, July 2006. City of St. Anthony Vi/ /age 2 -32 Land Use Analysis and Plan Communities Act program, the City of St. Anthony is committed to achieving the objective stated above. Tools: The City of St. Anthony Village will seek to achieve that objective by watching for redevelopment opportunities in which investors may use local, county, regional, state agency or private non - profit corporate assistance to reduce the cost of some new units, or to rehabilitate existing rental housing units and regulate their rental rates to affordable levels. Applicable fiscal tools or incentives may include but are not limited to: • Zoning and land use plan incentives such as higher allowable densities or the use of flexible design mechanism such as the planned -unit development provisions of the zoning ordinance. • Site redevelopment assistance through tax increment financing, local tax abatement or general obligation bonds. • Rent assistance through the federal Section 8 program available through either the Hennepin County HRA or the Metropolitan Council HRA. • Housing rehabilitation loans funded by local Community Development Block Grant funds, the Hennepin County HRA, the Greater Metropolitan Housing Corporation, the Minnesota Housing Finance Agency or the Housing Resource Center Northeast. • First -time homebuyer assistance funded by the Hennepin County HRA, the Greater Metropolitan Housing Corporation or the Minnesota Housing Finance Agency. • Rental housing development programs sponsored by the Minnesota Housing Finance Agency, the Greater Metropolitan Housing Corporation or the Hennepin County HRA, or local housing development revenue bonds. • Cooperating with a non -profit housing development corporation to develop or preserve affordable housing opportunities. • A variety of indirect assistance through the Hennepin Community Works program such as site assembly, site preparation, or streetscape and park improvements. Extending along Kenzie Terrace the design concepts employed for the Lowry Avenue Corridor Project (which presently terminates at Stinson Boulevard) could support redevelopment activities in that district, which could include affordable housing units, market -rate housing and retail or office buildings. As in the example of Silver Lake Village, the City will strive to ensure that new affordable housing units be blended into market -rate housing so there is no major or apparent exterior difference in appearance. City of St. Anthony Vi/ /age 2 -33 Enclosure A City of St. Anthony Livable Communities Act (LCA) Goals* 1996 -2010 New Affordable Ownership Units: 76 New Affordable Rental Units: 15 New Rental Units - All: 33 * When communities established LCA goals in 1995, the goals were expressed as percentages of the communities' housing stock (ownership and rental). The numbers above represent the unit numbers extrapolated from the percentages. Enclosure B Funded and Unfunded Projects /Grants Funded LCA Grants 1996 - 2009 for the City of St. Anthony 2003 $585,600 Apache Plaza Unfunded LCA Grants 1996 - 2009 for the City of St. Anthony 2002 $5,050,000 Apache Plaza /Northwest Quadrant 2000 $150,000 St. Anthony Village Northwest Redevelopment MEMORANDUM DATE: July 13, 2010 TO: Mike Morrison FROM: Jay Hartman RE: Community Garden Mike, Per our discussion of a Community Garden with the city council at the March 1, 2010 work session, I have received the soil testing results for the Kenzie Terrace site. The following information attached consists of a memo regarding soil condition, water source and grading plan for the Community Garden site. Also, a cost estimate to improve the soil conditions in order to have a successful garden. I will be present at the August 1, 2010 council work session to explain the findings to date and to answer any questions concerning the necessary improvements needed to provide a Community Garden at this location. Please contact me with any questions. Jay A WSB - Engineering ■ Planning a Environmental a Construction & 4ssocw,r . Inc. Memorandum To: Jay Hartman, City of St. Anthony Todd Hubmer, WSB & Associates, Inc. From: Erick Francis, WSB & Associates, Inc. Date: April 30, 2010 701 Xenia Avenue South Suite 300 Minneapolis, MN 55416 Tel: 763 - 5414800 Fax: 763- 541.1700 Re: Soil sampling analysis and remediation recommendations for the proposed St. Anthony Public Garden site, within the City of St. Anthony. WSB Project No. 1626 -52 The following memo outlines soil sampling results and soil remediation recommendations for the proposed St. Anthony Public Garden Site located on the corner of Kenzie Terrace and Coolidge St., within the City of St. Anthony (see attached figure). Four soil samples were collected from the proposed St. Anthony Garden Site and were delivered to the University of Minnesota Soils Laboratory for the following analysis: Results of this analysis are also detailed in (Table A). • Soil Texture • Soluble Salts • Total Phosphorus • Lead • Organic Matter • pH • Potassium Based on the recommendations from the University of Minnesota Soil Testing Laboratory and the University of Minnesota Extension Service, the proposed St. Anthony Garden Site is low in organic matter and high in clay which is not ideal for a successful vegetable garden and a considerable amount of soil remediation will be required to develop a successful garden. Recommended improvements to the St. Anthony Garden Site including the incorporation of organic material (compost) to the existing topsoil, the use of specifically recommended fertilizers (Table B), the installation of raised garden beds where small amounts of suitable topsoil may be imported by each plot owner, or the removal and replacement of the existing topsoil soil with suitable gardening topsoil. All of these recommendations would provide a significant improvement to the sites existing conditions however the cost of implementing these improvements may be prohibitive to the overall project. Please review the attached tables, Master Gardener recommendations, including websites, and please feel free to contact me at 763 -512 -5251 to discuss. 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O O O O t L C E d Q 0Q07 V 2 U N 0 O 0 N U u CD n U o O CD O O Q ° Q tL O o 0 0 N N O_ p a N N N N J d 0 N C) c 0 U- 0 0 O ` r O O w E 0 O O O O G U Q +-� 7 O r O N O M o V £ N R J U N O O O O Q � O O O O d U - _ L. J O, 0 0 0 J 0 0 0 0 O IN N U 00 t 0 0 0 0 Q O O O V) V(D U M 7 V co J .Q d -- O O O O M O_ r Q U U N O O O O Q t o 0 0 0 0 N Q N O M N M J r o 0 0 o n CL co U y O O O O Q CM Q O O O O y O T N N N N N J Z c O O O O 1` O Y a O O O o 0 o y= a V O O O O O E m r N M V r A O fn N fn p V (n J U d 2 Q N O N CD n oN o x d o o o ° z � o � T N N U- O w E 0 O O O O G U Q +-� 7 O r O N O M o V £ N R J Nto�to E•N N O d U - _ L. — �r f \ ,a c ce Fri X50" 1 IYPE K O'pt4 YARD HYDRANT (LOCKABLE) _ si'a� ,I YARD HYDRANT (LOCKABLE) k CURB STOP WITH BOX 91 9 90 CO 1 � i i I 1 _ I , .v' i x lido _ Community Garden-for the City of Saint Anthony Village R W O N O O m N A W N O z O m N D r_ rn N z y z �• O O o `� D r v < m x o v m W z 1 73 3 z o � m z O O -0 o P z m m O n� 1 � O n 9 w QQO m 9 v m °m m n z Cl' W n Z p) r c 0 O W rn z O X = z 1 O i a cn r O m � p m Rt Z Z X c � 0 i c m Z �, v> o O N O W .Z1 D (.Nil m O O O 00 o o O m O'n N ' ' D O o O 00 O Oo 0 Coll -I i m O O ° m m U 0 i o w '69 y, ; 4 yi cn _can � D r, An 0 N W 0 v o--- A OO --o- O o_ -{ -- m- - 0 0° ° 0 O 0 O 0 O 0 O 0 O 0 O C) O � m N D r_ rn N z y z �• — Z o `� D v < F m m Q (D � _ r m STAFF REPORT To: Mayor and City Council Mike Mornson, City Manger From: Jay Hartman, Director of Public Works Date: February 12, 2010 Subject: COMMUNITY GARDEN: KENZIE TERRACE SITE Background: Mike, per your request, I have researched the possibility of the city providing a Community Garden for our residents at 2654 Kenzie Terrace Site. The information provided is from different cities that currently provide Community Gardens for their residents. These include Plymouth, Albert Lea and Columbia Heights. During my conversation with each city, the overall comments were very positive and the idea of having a Community Garden was well received by their residents. When speaking to the City of Columbia Heights, the Public Works Director indicated that the number of Community Gardens have been reduced over the past few years due to the amount of time required by city staff and problems they have had to deal with in providing a Community Garden. I do not see this as a negative but more so as a challenge. It will be to our advantages to know the issues upfront so we can avoid the same obstacles or issues that they have had to encounter. "What is a Community Garden"? A community garden is any space where plants are grown and maintained by a community to meet the needs of that community. Also, a Community Garden provides opportunities to grow food, to share traditions between cultures and generations, to create habitable environments, and most importantly to build community. The multiple benefits of a Community Garden extend far beyond a garden's borders! Constructing/Developing a Community Garden: In developing a plan for a Community Garden, there are a number of considerations that need to be looked at in order to make this a successful project. Staff Report Community Garden Kenzie The plan would need to include the following: - Watering Source - Plot Size - Communication/ Gardeners - Start up Procedures - Soil Testing - Rental Fee Rate - Parking Area - Plot Rental Cost - Community Garden "Rules' - End of Season Clean up - Watering Equipment - City Expenditures Based on the conservation with other cities, it is necessary to charge a fee for each gardening plot per season to offset the overall cost for operating the garden. The plot rental fee ranges from $25 to $50 per plot. The propose site will accommodate approximately 64 -18 X 18 square feet gardening plots (see attachment). If the plot rate is $25, this would generate $1,600 per season or $3,200 per season at a rate of $50 per plot. The revenue can be used for pre- season preparation of the plots and for cleaning up at the end of the season. Recommendation: If it is the desire of the City Council to proceed with this project, I would recommend preparing the site with the infrastructure necessary in the summer of 2010 and then "Hit the Garden Running" in 2011. 1 would also recommend advertising in the summer of 2010 to gain interest for this project. Please contact me with any other questions. Staff Report Community Garden Kenzie aftl thrnfy <, St. Anthony Village Community Garden 1 ��s: 64 18 sq ft Plots Scenerio Le end Garden Plots (Approximately 18 k x18 ft) 3 ft Walkways ` 1 inch = 50 feet