HomeMy WebLinkAboutCC WS PACKET 10252022CITY OF SAINT ANTHONY VILLAGE
WORKSESSION AGENDA
Tuesday, October 25, 2022 at 5:45PM
Join Meeting via Zoom
There is also a dial -in option available. Members of the public who wish to attend the meeting may do so
in person.
Minutes
WS 10 -11 -22.PDF
Worksession Topics
Utility Rates
Shelly Rueckert, Finance Director, presenting.
1 COVER MEMO.PDF
2 EXHIBIT A.PDF
3 EXHIBIT B.PDF
4 EXHIBIT C.PDF
5 EXHIBIT D.PDF
6 EXHIBIT E.PDF
7 EXHIBIT F.PDF
8 EXHIBIT G.PDF
Council Onboarding
Charlie Yunker, City Manager, presenting.
COVER MEMO.PDF
SHARED VALUES.PDF
SHARED VALUES -MAGNANIMITY.PDF
SHARED VALUES -MAGNANIMOUS.PDF
NEW COUNCILMEMBER GUIDE 09.22.22.PDF
Future Worksession Dates, Times And Agenda Items
Next Worksessions:
Thursday, November 3 5:45 -
Community Survey Results
Adjournment
If you would like to request special accommodations or alternative formats, please contact the City
Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can
contact us by using 711 Relay.
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and
safe.
1.
Documents:
2.
A.
Documents:
B.
Documents:
3.
4.
CITY OF SAINT ANTHONY VILLAGEWORKSESSION AGENDATuesday, October 25, 2022 at 5:45PMJoin Meeting via ZoomThere is also a dial -in option available. Members of the public who wish to attend the meeting may do so in person. Minutes WS 10 -11 -22.PDFWorksession TopicsUtility RatesShelly Rueckert, Finance Director, presenting.1 COVER MEMO.PDF2 EXHIBIT A.PDF3 EXHIBIT B.PDF4 EXHIBIT C.PDF5 EXHIBIT D.PDF6 EXHIBIT E.PDF7 EXHIBIT F.PDF8 EXHIBIT G.PDFCouncil OnboardingCharlie Yunker, City Manager, presenting.COVER MEMO.PDFSHARED VALUES.PDFSHARED VALUES -MAGNANIMITY.PDF
SHARED VALUES -MAGNANIMOUS.PDF
NEW COUNCILMEMBER GUIDE 09.22.22.PDF
Future Worksession Dates, Times And Agenda Items
Next Worksessions:
Thursday, November 3 5:45 -
Community Survey Results
Adjournment
If you would like to request special accommodations or alternative formats, please contact the City
Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can
contact us by using 711 Relay.
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and
safe.
1.Documents:2.A.Documents:B.Documents:
3.
4.
City of St. Anthony
CITY COUNCIL WORK SESSION
Minutes
October 11, 2022
Present:
Mayor & Council
Randy Stille, Mayor, Bernard Walker, Thomas Randle, Wendy Webster, Jan Jenson, Councilmembers
Staff:
Charlie Yunker, City Manager and Shelly Rueckert, Finance Director
Consultants:
Steve Grittman, Planner
Call to Order:
Mayor Stille called the Work Session to order at 5:45 p.m.
2023 Long Term Capital Budget Plans:
Shelly Rueckert reviewed the draft 2023 Capital Improvement Budget. Ms. Rueckert reviewed the
highlights from each department for items of note that are coming-up in 2023 and the rationale for the
timing of the near-term purchases.
Council discussed the benefits of an assessment of the city facilities to plan for future maintenance
needs and upgrades. Mayor Stille suggested the Council consider a walk-through of City facilities so the
group can see first-hand much of the equipment included in the CIP plan.
2024 CIP will be refined based on the WSB parks assessment with input from the Parks & Environmental
Commission and insights from the community survey. If new/different amenities were to be considered,
it would entail additional levy or debt financing to achieve. The final 2023 CIP plan will be presented at
the regular City Council meeting on October 25, 2022.
Single Family Home Rentals:
Steve Grittman review the prepared memo describing the current data on single family home rentals in
the city, as well as information on other cities approaches to controlling rentals. Mpls Fed estimates the
rate in St. Anthony to be approximately 4.5%, which is lower than surrounding and the national average.
Council discussed their priorities around regulating rental single family properties to help preserve
affordability in the city. Councilmember Jenson stated that Metro Cities will be presenting a policy in the
coming weeks on this issue. Council will review the issue again after guidance from Metro Cities is
available, and at a future date asked staff to map the current rental properties to see the distribution,
and what approaches our surrounding cities are taking on both long-term and short-term rentals.
Future Work Sessions:
Next Work Sessions will be held on October 25th, 2022, at 5:45pm in the Council Chambers.
Adjournment:
The meeting adjourned at 6:55 p.m.
Respectfully submitted by Charlie Yunker, City Manager.
THIS PAGE LEFT INTENTIONALLY BLANK
TO: MAYOR AND COUNCIL MEMBERS
FROM: SHELLY RUECKERT, FINANCE DIRECTOR
SUBJECT: 2023 UTILITY RATES
DATE: OCTOBER 25, 2022
The utility rates recommended herein for 2023 builds on the multi-year approach
towards rate adjustments that began in 2012. The parameters used for adjusting rates
are as follows:
Align revenue sources with corresponding costs
Provide transparency as to the basis of rates and rate adjustments
Maintain a structural balanced operation
Ensure that rates appropriately support the ability to:
o Provide safe drinking water
o Properly discharge sanitary sewer flows
o Appropriately control and treat stormwater runoff
Water Rates:
As part of the annual rate adjustment process the water production and distribution
costs are categorized as fixed in nature or usage driven. The 2023 budgeted water costs
are comprised of $753,974 in fixed costs and $917,483 in usage driven costs, as shown on
Exhibit A and as summarized here:
OPERATING DEPRECIATION OVERALL
FIXED 520,167 44% 233,808 49% 753,975 45%
USAGE 671,756 56% 245,727 51% 917,483 55%
1,191,923 100% 479,535 100% 1,671,458 100%
The Multiyear approach to water rates includes the phase in of the flat fee which began
in 2016. The transition process expected the usage rate growth to decelerate as flat fee
was phased-in. Based on estimated actual results for 2022 and on 2023 budgeted costs,
the proposed rates for 2023 are reflected below.
Proposed 2023 water rates:
2023 2022
Per 1000 gallons Rates Rates $ Increase
Water Tier I 3.27 3.19 .08
Water Tier II 3.45 3.37 .08
Water Tier III 3.80 3.70 .10
Water Tier IV 4.35 4.24 .11
Water Tier V 5.45 5.32 .13
Irrigation 4.35 4.24 .11
Quarterly flat fee 24.25 21.25 3.00
The above rates are projected to produce $1,373,093 in revenues assuming water
consumption in 2023 returns to a normalized level versus the higher consumption levels
seen in 2022. With a normalized consumption, the operating income before depreciation
is budgeted to be $186,172. The water budget is attached as Exhibit B.
The recommendation’s impact on 2023 quarterly Water bills is reflected below:
Sewer Rates:
As part of the annual rate adjustment process the sewer treatment and collection system
costs are categorized as fixed in nature or flow volume driven. The 2023 budgeted
sewer costs are comprised of $558,056 in fixed costs and $830,941 in flow volume driven
costs (usage), as shown in Exhibit D and as summarized below:
OPERATING DEPRECIATION OVERALL
FIXED 440,650 36% 117,407 70% 558,057 40%
USAGE 780,625 64% 50,316 30% 830,941 60%
1,221,275 100% 167,723 100% 1,388,998 100%
The Multiyear approach to sewer rates also includes the phase in of the flat fee. As part
of the transition process the usage rate growth was expected to decelerate as flat fee was
phased-in. Based on estimated actual results for 2022 and updated 2023 budgeted costs
that expectation is reflected in the proposed rates for 2023.
Proposed 2023 Sewer rates are below:
2023 2022
Per 1000 gallons Rates Rates $ Increase
Sewer Usage rate 4.73 4.64 .09
Qtr. Collection system charge 19.25 17.20 2.05
The above rates are projected to produce $1,423,818 in revenues in 2023. At this level of
revenues, the operating income before depreciation is budgeted to be $202,093. The
sewer budget is attached as Exhibit D.
The recommendation’s impact on 2023 quarterly Sewer bills is reflected below:
Stormwater rates:
A multi-year approach to Stormwater rates in place since 2012 called for an annual
increase for single family residential (classifications 2 & 3). Staff’s proposal for 2023 is to
sunset the annual fixed amount increase and have no increase in single family
stormwater charge for 2023. The current rate amount is comparable to the range of
surveyed rates shown on Exhibit E. Future single-family rate increases will be
determined based on cost drivers, projected project needs and overall fund balance.
The City’s commercial stormwater rates however are below the rates charged for high
density and commercial/industrial/institution classifications. The city’s 2022 rates are
3-4 times the single-family rate. The surveyed 2022 rates for these classifications are 7-
12.5 times the single-family rates. Therefore, staff is proposing a phase in approach to
increase the high density and commercial/industrial/institution rates. Employing the
same multi-year approach as used for single family rates increases, this approach
results in the fixed amount increase reflected in the chart below. These additional
charges will aid in supplementing the funding for future street reconstruction and
major stormwater improvements in the industrial and retail districts as they are
redeveloped.
The proposed 2023 Stormwater quarterly rate increases by land use categories is
detailed below:
Classification-Land Use 2023 Proposed
quarterly rate 2022 quarterly rate $ Change
2- R-1, R-1a, and R-2 residential $16.85 per unit $16.85 per unit -$
3- R-3 residential $16.85 per unit $16.85 per unit -$
4- Schools and institutional uses $47.15 per acre $40.15 per acre 7.00$
5- R-4 Residential, churches and
manufactured home parks $60.21 per acre $51.21 per acre 9.00$
6- Commercial and industrial $75.98 per acre $63.98 per acre 12.00$
1-Cemeteries, parks, golf
courses, railroads, vacant land $17.44 per acre $17.44 per acre $ -
The overall annual impact of the recommended rates for a residential customer at
each of the five tier levels is below:
A survey of local municipalities 2022 utility rates is attached as Exhibit E. The Saint
Anthony Village 2022 utility rates are lower than many of the surrounding cities
surveyed.
The Water/Sewer Utility fund summary budget is attached as Exhibit F.
Lastly, a long-range Utility revenue plan is attached as Exhibit G. The plan addressed
a strategic plan goal to develop long term revenue planning. The rates are being
managed to begin supporting capital needs of the water and sewer operations. The
current plan projects that support will begin in 2025 with a transfer to the Utilities
Infrastructure fund.
The plan includes assumptions regarding future City costs and MCES treatment costs. It
also factors in the retirement of water /sewer bonds occurring in 2024. A minimum cash
balance was established to recognize that the quarterly billing and collection process is
recovering 90-120 days of prior cash outlays. No growth in accounts or usage was
factored in the projection. Real growth will be noted annually through the process of
updating the base year results. Using these factors annual adjustments to the flat fees
and usage rates adjustments were determined. Staff believes the model will help guide
year to year rate increases while being flexible enough to keep the annual increases
reasonable for utility customers.
Council Action requested:
Approval of proposed rates or direction as to preferred modifications.
Tier Level 1st -7,500 2nd -15,000 3rd -22,000 4th -30,000 5th- 37,500
Distribution (1st Qrt. 2022) 35% 46% 14% 3% 2%
2023 Proposed 120.35 181.70 245.68 313.78 390.13
2022 Actual 114.03 174.10 236.65 303.25 377.95
Quarterly Increase 6.32 7.60 9.03 10.53 12.18
Annual Increase 25.30 30.40 36.10 42.10 48.70
THIS PAGE LEFT INTENTIONALLY BLANK
EXHIBIT A
Fiscal Year 2023 14
ACTUAL ACTUAL ACTUAL ACTUAL EST. ACTUAL BUDGET
2018 2019 2020 2021 2022 2023 PW Usage %Fixed %AD Usage %Fixed %TOTAL
DISTRIBUTION EXPENSES
701-4110-80-0000 WT REGULAR EMPLOYEE 324,816$ 338,881$ 334,093$ 310,612$ 362,068$ 383,323$ 270,233 81,070 30%189,163 70%113,090 11,309 10%101,781 90%383,323
701-4111-80-0000 WT OVERTIME EMPLOYEE 25,579 31,252 23,931 21,284 27,800 20,400 14,381 4,314 30%10,067 70%6,019 602 10%5,417 90%20,400
701-4115-80-0000 WT POST BENEFIT PAYOUT 3,571 1,158 - - - - - - - - - - - - - - -
701-4121-80-0000 WT PERA 25,585 26,438 26,460 25,096 30,223 30,279 21,346 6,404 30%14,942 70%8,933 893 10%8,040 90%30,279
701-4122-80-0000 WT FICA/MEDICARE 25,238 27,033 26,798 24,291 28,252 30,885 21,773 6,532 30%15,241 70%9,112 911 10%8,201 90%30,885
701-4131-80-0000 WT INSURANCE HEALTH 53,462 56,141 56,881 53,813 54,874 61,598 43,425 13,028 30%30,398 70%18,173 1,817 10%16,356 90%61,598
701-4135-80-0000 WT INSURANCE WC 9,265 9,175 9,769 12,545 10,655 10,301 10,301 3,090 30%7,211 70%- - - - - 10,301
701-4211-80-0000 WT OFFICE SUPPLIES 633 1,020 354 511 625 750 - - - - - 750 75 10%675 90%750
701-4212-80-0000 WT MOTOR FUELS 6,015 5,762 4,908 5,688 5,164 7,475 7,475 2,243 30%5,233 70%- - - - - 7,475
701-4221-80-0000 WT SUPPLIES-EQUIPMENT 837 538 2,896 140 650 1,000 1,000 300 30%700 70%- - - - - 1,000
701-4226-80-0000 WT GENERAL SUPPLIES 5,649 12,081 3,013 12,083 23,000 25,500 25,500 7,650 30%17,850 70%- - - - - 25,500
701-4300-80-0000 WT AUDITOR 7,443 7,476 6,706 7,799 7,996 8,268 - - - - - 8,268 827 10%7,441 90%8,268
701-4309-80-0000 WT IT & SFTW SUPPORT 22,801 22,990 32,157 32,654 33,500 35,175 18,564 1,856 10%16,708 90%16,611 1,661 10%14,950 90%35,175
701-4310-80-0000 WT MISC CONTRACTED SERVICES 2,194 3,871 4,906 3,739 7,200 9,500 9,500 950 10%8,550 90%- - - - - 9,500
701-4310-80-0100 WT METER READING FEES 7,970 8,217 8,470 8,725 8,986 9,435 9,435 - - 9,435 100%- - - - - 9,435
701-4325-80-0000 WT COMMUNICATIONS 10,275 9,860 9,548 8,662 6,300 7,600 7,600 7,613 100%(13) 0%- - - - - 7,600
701-4337-80-0000 WT MAIN REPAIRS & MAINTENANCE 4,638 19,884 6,788 7,056 28,500 15,000 15,000 4,500 30%10,500 70%- - - - - 15,000
701-4339-80-0000 WT EQUIP REPAIRS & MAINTENANCE 3,789 6,727 6,988 2,187 3,300 4,500 4,500 1,350 30%3,150 70%- - - - - 4,500
701-4340-80-0000 WT BLDG REPAIRS & MAINTENANCE 38 117 - - - - - - 30%- 70%- - - - - -
701-4341-80-0000 WT TRAINING, CONF. & MTG. 1,113 923 46 (390) 500 525 525 - - 525 100%- - - - - 525
701-4341-80-0100 WT TUITION- CERTIFICATIONS 326 438 436 313 482 500 500 - - 500 100%- - - - - 500
701-4342-80-0000 WT MEMBERSHIPS & DUES - - - - 227 250 250 - - 250 100%- - - - - 250
701-4350-80-0000 WT PRINTING AND POSTAGE 2,476 2,738 4,599 3,596 4,175 4,400 - - - - - 4,400 220 5%4,180 95%4,400
701-4365-80-0000 WT INSURANCE PROPERTY / LIABILILITY - - 0 - - - - - - - - - - - - - -
701-4381-80-0000 WT ELECTRIC AND GAS UTILITIES 15,457 9,717 3,286 4,175 3,350 4,250 4,250 1,275 30%2,975 70%- - - - - 4,250
701-4499-80-0000 WT MISCELLANEOUS EXPENSE 1,362 650 5,540 2,180 750 650 650 195 30%455 70%- - - - - 650
TOTAL DISTRIBUTION 560,531$ 603,087$ 578,571$ 546,759$ 648,577$ 671,564$ 486,209$ 142,370$ 29%343,839$ 71%185,355$ 18,316$ 10%167,040$ 90%671,564
WATER EXPENSES
PW ADMINISTRATIVE COSTS
EXHIBIT A
Fiscal Year 2023 14
ACTUAL ACTUAL ACTUAL ACTUAL EST. ACTUAL BUDGET
2018 2019 2020 2021 2022 2023 PW Usage %Fixed %AD Usage %Fixed %TOTAL
WATER EXPENSES
PW ADMINISTRATIVE COSTS
PRODUCTION EXPENSES
701-4110-85-0000 REGULAR EMPLOYEE 60,139 62,559 64,387 73,307 71,143 76,611 76,611 76,611 100%- 0%76,611
701-4111-85-0000 OVERTIME EMPLOYEE 367 936 1,946 717 277 1,500 1,500 1,500 100%- 0%1,500
701-4121-85-0000 PERA 5,078 5,458 5,451 6,156 5,356 5,858 5,858 5,858 100%- 0%5,858
701-4122-85-0000 FICA/MEDICARE 5,156 5,589 5,663 6,233 5,464 5,975 5,975 5,975 100%- 0%5,975
701-4131-85-0000 INSURANCE HEALTH 11,036 10,339 12,828 15,634 14,260 15,264 15,264 15,264 100%- 0%15,264
701-4135-85-0000 WTR FILT INSURANCE WC 3,587 3,505 3,782 4,913 4,124 3,987 3,987 3,987 100%- 0%3,987
701-4221-85-0000 SUPPLIES- EQUIPMENT 772 644 213 20 650 1,000 1,000 1,000 100%- 0%1,000
701-4226-85-0000 CHEMICAL SUPPLIES 55,429 46,794 39,540 45,991 53,901 58,213 58,213 58,213 100%- 0%58,213
701-4226-85-0001 CARBON SUPPLY USAGE 35,240 33,523 35,990 15,948 15,000 15,000 15,000 15,000 100%- 0%15,000
701-4226-85-0200 UV BULB SUPPLY USAGE 112,419 112,337 68,698 729 25,000 25,000 25,000 25,000 100%- 0%25,000
701-4226-85-0003 PEROXIDE SUPPILES 27,930 27,920 28,007 15,948 46,230 46,993 46,993 46,993 100%- 0%46,993
701-4303-85-0000 ENGINEER EXPENSES 4,587 1,722 525 2,274 9,500 2,250 2,250 - 0%2,250 100%2,250
701-4308-85-0000 WATER QUALITY PROTECTION COSTS 12,644 12,626 6,718 5,547 7,837 8,386 8,386 8,386 100%- 0%8,386
701-4309-85-0000 CONTRACTED IT & SFTW SUPPORT 3,659 2,657 - - - - - - 100%- #DIV/0!-
701-4310-85-0000 MISC CONTRACTED SERVICES 345 690 690 345 4,500 9,961 9,961 9,961 100%- 0%9,961
701-4325-85-0000 COMMUNICATIONS 2,694 2,596 5,210 2,305 4,518 5,928 5,928 5,928 100%- 0%5,928
701-4339-85-0000 EQUIP REPAIRS & MAINTENANCE 28,468 8,962 16,988 26,353 32,500 30,000 30,000 30,000 100%- 0%30,000
701-4340-85-0000 BLDG REPAIRS & MAINTENANCE 2,656 1,502 1,017 300 500 650 650 650 100%- 0%650
701-4351-85-0000 PL NOTICES & PUBLICATIONS - - - - - - - 100% 0%-
701-4365-85-0000 INSURANCE PROPERTY / LIABILITY 16,552 19,498 17,664 11,637 11,012 13,430 13,430 10,744 80%2,686 20%13,430
701-4381-85-0000 ELECTRIC AND GAS UTILITIES 129,272 129,626 138,429 141,375 175,000 190,000 190,000 190,000 100%- 0%190,000
701-4310-90-0000 FIBER LAN/OPTIC CNTRCT SVC - 4,246 4,241 4,351 4,351 4,351 - 0%4,351 100%4,351
TOTAL PRODUCTION 518,028 489,484 457,990 379,973 491,124 520,357 520,357 511,070$ 98%9,287 2%- - - - 520,357
TOTAL OPERATING EXPENSES 1,078,559 1,092,572 1,036,561 926,732 1,139,701 1,191,922 1,006,566 653,440 71%353,126 38%185,355 18,316 2%167,040 18%1,191,922
520,357
DEPRECIATION EXPENSE
WT DEPRECIATION TREATMENT PLANTS 27,540 145,232 149,543 145,524 145,524 145,524 145,524 145,524 100%- 0%145,524
WT DEPRECIATION MAINTENANCE EQUIP 110,162 76,358 78,624 82,764 82,764 82,764 82,764 24,829 30%57,935 70%82,764
WT DEPRECIATION WATERMAINS 137,702 283,776 292,199 233,647 241,247 251,247 251,247 75,374 30%175,873 70%251,247
TOTAL DEPRECIATION 275,404 505,366 520,366 461,935 469,535 479,535 479,535 245,727 51%233,808 49%- - - - 479,535
TOTAL OVERALL EXPENSES 1,353,964 1,597,938 1,556,927 1,388,667 1,609,236 1,671,457 1,486,101 899,167 76%586,934 50%185,355 18,316 2%167,040 14%1,671,457
FIXED 520,167 44%233,808 49%753,975 45%337,963.00$ 0.45$
USAGE 671,756 56%245,727 51%917,483 55%$827,828.00 0.90$
1,191,923 100%479,535 100%1,671,458 100%
NO ADMINISTRATIVE COSTS INCLUDED
OPERATING DEPRECIATION OVERALL
NO ADMINISTRATIVE COSTS INCLUDED
EXHIBIT B
Fiscal Year 2023 12/31/2018 EXHIBIT C
ACTUAL ACTUAL ACTUAL ACTUAL BUDGET EST. ACTUAL BUDGET % Change
2018 2019 2020 2021 2022 2022 2023 in Budget
OPERATING INCOME
701-3710-0-0-00 WATER BILLINGS 978,966$ $988,887 1,122,633$ 1,291,961$ 1,285,431$ 1,317,831$ 1,365,843$ 6.26%
Assumes $3.00 increase in quarterly flat fee, 2.5 % increase in usage rates and 5% less in usage volume
billed.
701-3715-0-0-00 WATER ON/OFF FEES 180 45 203 1,095 200 250 250 25.00% No change in rate
701-3717-0-0-00 PENALTIES WATER 5,876 8,400 7,456 7,194 6,000 6,760 7,000 16.67% No change in rate
TOTAL 985,022$ $997,332 $1,130,292 $1,300,250 $1,291,631 $1,324,841 $1,373,093 6.31%
DISTRIBUTION OPERATING EXPENDITURES
701-4110-80-0000 WT REGULAR EMPLOYEE 324,816$ 338,881$ 334,093$ 310,612$ 363,281$ 362,068$ 383,323 5.52% INCLUDES ESTIMATED 2023 WAGE ADJUSTMENT
701-4111-80-0000 WT OVERTIME EMPLOYEE 25,579 31,252 23,931 21,284 28,347 27,800 20,400 -28.03% FROM DEPT SUMMARIES OT
701-4115-80-0000 WT POST BENEFIT PAYOUT 3,571 1,158 - - - - - 0.00%
701-4121-80-0000 WT PERA 25,585 26,438 26,460 25,096 29,372 30,223 30,279 3.09% BASED ON PERA FUNDING RATE 7.5%
701-4122-80-0000 WT FICA/MEDICARE 25,238 27,033 26,798 24,291 29,960 28,252 30,885 3.09% BASED ON ER 7.65% OF GROSS
701-4131-80-0000 WT INSURANCE HEALTH 53,462 56,141 56,881 53,813 58,525 54,874 61,598 5.25% SPLIT 10.85% PREMUIM INCREASE 2023/STAFF ELECTIONS
701-4135-80-0000 WT INSURANCE WC 9,265 9,175 9,769 12,545 12,357 10,655 10,301 -16.64% BASED ON 2023/2023 RENEWAL
701-4211-80-0000 WT OFFICE SUPPLIES 633 (27,781) 354 511 800 625 750 -6.25% 2023 PROJECTED RUN RATE
701-4212-80-0000 WT MOTOR FUELS 6,015 5,762 4,908 5,688 5,927 5,164 7,475 26.12% 2022 contracted cost per gal $2.94 / 2023 projection $3.82 / 2% increase gallons used
701-4221-80-0000 WT SUPPLIES-EQUIPMENT 837 538 2,896 140 1,000 650 1,000 0.00% 2023 PROJECTED RUN RATE
701-4226-80-0000 WT GENERAL SUPPLIES 5,649 12,081 3,013 12,083 13,000 23,000 25,500 96.15% More meter radios battery @ end of life
701-4300-80-0000 WT AUDITOR 7,443 7,476 6,706 7,799 8,250 7,996 8,268 0.22% BASED ON AUDITOR CONTRACT
701-4309-80-0000 WT IT & SFTW SUPPORT 22,801 22,990 32,157 32,654 34,035 33,500 35,175 3.35% BASED ON CONTRACTED IT /SW SPREADSHEET (SPLIT W/701-4308-85)
701-4310-80-0000 WT MISC CONTRACTED SERVICES 2,194 3,871 4,906 3,739 15,458 7,200 9,500 -38.54% 2023 Includes Invoice Cloud admin fees
701-4310-80-0100 WT METER READING FEES 7,970 8,217 8,470 8,725 8,990 8,986 9,435 4.96% Sensus fees /estimated annual billing
701-4325-80-0000 WT COMMUNICATIONS 10,275 9,860 9,548 8,662 11,970 6,300 7,600 -36.51% BASED ON COMMUNICATION SPREADSHEET
701-4337-80-0000 WT MAIN REPAIRS & MAINTENANCE 4,638 19,884 6,788 7,056 13,500 28,500 15,000 11.11% Budgeted for 1 major main break annually
701-4339-80-0000 WT EQUIP REPAIRS & MAINTENANCE 3,789 6,727 6,988 2,187 4,500 3,300 4,500 0.00% MAJORITY MOVED PRODUCTION COSTS IN 2016
701-4340-80-0000 WT BLDG REPAIRS & MAINTENANCE 38 117 - - - - - 0.00% MOVED PRODUCTION COSTS
701-4381-80-0000 WT TRAINING, CONF. & MTG. 1,113 923 46 (390) 750 500 525 -30.00% 2023 PROJECTED RUN RATE
701-4341-80-0100 WT TUITION- CERTIFICATIONS 326 438 436 313 400 482 500 25.00% 2023 PROJECTED RUN RATE
701-4342-80-0000 WT MEMBERSHIPS & DUES - - - - 250 227 250 0.00% 2023 PROJECTED RUN RATE
701-4350-80-0000 WT PRINTING AND POSTAGE 2,476 2,738 4,599 3,596 4,600 4,175 4,400 -4.35% 2023 PROJECTED RUN RATE
701-4381-80-0000 WT ELECTRIC AND GAS UTILITIES 15,457 9,717 3,286 4,175 5,650 3,350 4,250 -24.78% MAJORITY MOVED PRODUCTION COSTS IN 2016
TOTAL 559,170$ 573,636$ 573,031$ 544,579$ 650,921$ 647,827$ 670,914$ 3.07%
WATER OPERATIONS
EXHIBIT B
Fiscal Year 2023 12/31/2018 EXHIBIT C
ACTUAL ACTUAL ACTUAL ACTUAL BUDGET EST. ACTUAL BUDGET % Change
2018 2019 2020 2021 2022 2022 2023 in Budget
WATER OPERATIONS
PRODUCTION OPERATING EXPENDITURES
701-4110-85-0000 REGULAR EMPLOYEE 60,139 62,559 64,387$ 73,307$ 71,776 71,143 76,611 6.74% INCLUDES ESTIMATED 2023 WAGE ADJUSTMENT
701-4111-85-0000 OVERTIME EMPLOYEE 367 936 1,946 717 1,777 277 1,500 -15.58% FROM DEPT SUMMARIES OT
701-4121-85-0000 PERA 5,078 5,458 5,451 6,156 5,383 5,356 5,858 8.83% BASED ON PERA FUNDING RATE 7.5%
701-4122-85-0000 FICA/MEDICARE 5,156 5,589 5,663 6,233 5,491 5,464 5,975 8.83% BASED ON ER 7.65% OF GROSS
701-4131-85-0000 INSURANCE HEALTH 11,036 10,339 12,828 15,634 13,599 14,260 15,264 12.24% SPLIT 10.85% PREMUIM INCREASE 2023/STAFF ELECTIONS
701-4135-85-0000 WTR FILT INSURANCE WC 3,587 3,505 3,782 4,913 4,783 4,124 3,987 -16.64% BASED ON 2023/2023 RENEWAL
701-4221-85-0000 SUPPLIES- EQUIPMENT 772 644 213 20 1,000 650 1,000 0.00% 2023 PROJECTED RUN RATE
701-4226-85-0000 GENERAL SUPPLIES 55,429 46,794 39,540 45,991 48,760 53,901 58,213 19.39% VARIOUS TREATMENT CHEMICALS
701-4226-85-0001 CARBON SUPPLY USAGE 35,240 33,523 35,990 15,948 36,500 15,000 15,000 -58.90%
AMORTIZATION COST FOR CARBON BASED ON # OF GALLONS TREATED - Original estimated annual use
has been lowered due AOP treatment appears to be removing additional containments prior to carbon
filtration. New Baseline will be developed
701-4226-85-0200 UV BULB SUPPLY USAGE 112,418 112,337 68,698 729 115,000 25,000 25,000 -78.26%
AMORTIZATION COST FOR BULBS - Original estimated annual use has been lowered, new baseline will
be deveolped.
701-4226-85-0003 PEROXIDE SUPPILES 27,930 27,920 28,007 15,948 32,538 46,230 46,993 44.42% PEROIXIDE / AOP PROCESS - 2021 single delivery
701-4303-85-0000 ENGINEER EXPENSES 4,587 1,722 525 2,274 2,250 9,500 2,250 0.00% 2023 PROJECTED RUN RATE / 2022 BACKWASH SYSTEM RE-ENGINEERED
701-4308-85-0000 WATER QUALITY PROTECTION COSTS 12,644 12,626 6,718 5,547 7,107 7,837 8,386 17.99% WATER TESTING / LAB COSTS
701-4309-85-0000 CONTRACTED IT & SFTW SUPPORT 3,659 2,657 - - 3,053 - - -100.00% cost now included in Misc conracted services
701-4310-85-0000 MISC CONTRACTED SERVICES 345 690 690 345 8,894 4,500 9,961 12.00% 2021/2023 Includes Invoice Cloud admin/CC fees
701-4325-85-0000 COMMUNICATIONS 2,694 2,596 5,210 2,305 5,928 4,518 5,928 0.00% added patec previously in sewer budget
701-4339-85-0000 EQUIP REPAIRS & MAINTENANCE 28,468 8,962 16,988 26,353 17,500 32,500 30,000 71.43% 2023 PROJECTED RUN RATE
701-4340-85-0000 BLDG REPAIRS & MAINTENANCE 2,656 1,502 1,017 300 1,750 500 650 -62.86% 2023 PROJECTED RUN RATE
701-4365-85-0000 INSURANCE PROPERTY / LIABILITY 16,552 19,498 17,664 11,637 7,800 11,012 13,430 72.18% BASED ON 2020/2021 RENEWAL
701-4381-85-0000 ELECTRIC AND GAS UTILITIES 129,272 129,626 138,429 141,375 162,000 175,000 190,000 17.28% 2023 PROJECTED RUN RATE
TOTAL 518,027 489,484 453,744$ 375,732$ 552,889 486,773 516,006 -6.67%
OPERATING INCOME (LOSS)(92,175)$ (65,788)$ 103,517$ 379,939$ 87,821$ 190,241$ 186,172$ 694.12%
OTHER (INCOME) / EXPENSE
701-3891-0-0-00 WT MISCELLANEOUS INCOME (4,350) (7,460) (901) (9,320) (150) (150) (150) 0.00%
701-3620-0-1-00 WT INTEREST INCOME (24,620) (28,476) (27,781) 7,697 (6,250) (1,500) (6,000) -4.00%
701-3713-0-0-00 WT WATER CONNECTION FEES (25,700) (1,750) - - - - - 0.00% CONNECTION FEES RECORDED TO UTILITY INFRASTRUCTURE FUND IN 2021
701-3910-0-0-00 WT SALE OF ASSETS/meters - - (1,520) 9,282 (3,500) (1,500) - -100.00%
701-4335-80-0000 WT BKUP RESTORATION COSTS - - 1,165 - - - - 0.00%
701-4499-80-0000 WT MISCELLANEOUS EXPENSE 1,362 650 5,540 2,180 650 750 650 0.00%
701-4310-90-0000 FIBER LAN/OPTIC CNTRCT SVC - - 4,246 4,241 4,351 4,351 4,351 0.01%
TOTAL (53,309) (37,036) (19,251) 14,080 (4,899) 1,951 (1,149) -76.55%
OPERATING INCOME BEFORE DEPRECIATION (38,866)$ (28,752)$ 122,768$ 365,859$ 92,721$ 188,290$ 187,321$ 102.03%
EXHIBIT C
Fiscal Year 2023
ACTUAL ACTUAL ACTUAL ACTUAL EST. ACTUAL BUDGET
2018 2019 2020 2021 2022 2023 PW Usage %Fixed %AD Usage %Fixed %TOTAL
COLLECTION SYSTEM EXPENSES
701-4110-75-0000 SS REGULAR EMPLOYEE 219,484$ 226,547$ 224,382$ 208,006$ 236,365$ 247,229$ 125,904 37,771 30%88,133 70%121,325 6,066 5%115,259 80%247,229
701-4111-75-0000 SS OVERTIME EMPLOYEE 23,832 24,129 16,980 16,552 19,500 14,400 7,333 2,200 30%5,133 70%7,067 353 5%6,713 95%14,400
701-4121-75-0000 SS PERA 17,096 17,473 17,067 16,443 19,190 19,622 9,993 2,998 30%6,995 70%9,629 481 5%9,148 95%19,622
701-4122-75-0000 SS FICA/MEDICARE 16,197 17,375 17,048 15,509 19,574 20,015 10,193 3,058 30%7,135 70%9,822 491 5%9,331 95%20,015
701-4131-75-0000 SS INSURANCE HEALTH 42,222 44,277 44,245 42,049 39,242 47,501 30,302 9,091 30%21,211 70%17,199 860 5%16,339 95%47,501
701-4135-75-0000 SS INSURANCE WC 4,483 4,546 4,727 5,994 5,156 4,985 4,985 1,496 30%3,490 70%- - - - - 4,985
701-4211-75-0000 SS OFFICE SUPPLIES - 100 934 150 150 - - - - - 150 8 5%143 95%150
701-4212-75-0000 SS MOTOR FUELS 8,945 8,607 7,250 7,022 10,094 13,704 13,704 4,111 30%9,593 70%- - - - - 13,704
701-4226-75-0000 SS GENERAL SUPPLIES 1,282 1,042 2,340 1,721 2,042 2,500 2,500 750 30%1,750 70%- - - - - 2,500
701-4300-75-0000 SS AUDITOR 7,443 7,476 6,706 7,799 7,996 8,268 8,268 - 0%8,268 100%- - - - - 8,268
701-4309-75-0000 SS IT & SFTW SUPPORT 13,612 15,284 19,635 19,168 20,220 22,990 2,928 2,928 100%- - 20,062 1,003 5%19,059 95%22,990
701-4310-75-0000 SS MISC CONTRACTED SERVICES 1,704 2,501 121 615 3,138 3,500 3,500 - 0%3,500 100%- - - - - 3,500
701-4325-75-0000 SS COMMUNICATIONS 3,263 3,267 2,144 4,824 4,980 5,378 5,378 - 0%5,378 100%- - - - - 5,378
701-4335-75-0000 SS BKUP RESTORATION COSTS 5,123 - 2,624 405 10,000 10,000 10,000 3,000 30%7,000 70%- - - - - 10,000
701-4339-75-0000 SS EQUIP REPAIRS & MAINTENANCE 35,085 4,690 8,422 8,990 4,314 9,250 9,250 7,613 82%1,637 18%- - - - - 9,250
701-4341-75-0000 SS TRAINING, CONF. & MTG. - - 780 780 780 800 800 640 80%160 20%- - - - - 800
701-4342-75-0000 SS MEMBERSHIPS & DUES 1,131 904 - - - - - - 0%- 0%-
701-4341-75-0100 SS TUITION- CERTIFICATIONS 1,170 - 260 46 100 50 50 40 80%10 20%- - - - - 50
701-4350-75-0000 SS PRINTING AND PUBLISHING 2,476 3,488 4,599 3,145 3,706 4,200 4,200 - 0%4,200 100%- - - - - 4,200
701-4365-75-0000 SS INSURANCE PROPERTY/ LIABILITY 11,686 10,414 13,164 13,101 12,770 14,450 14,450 - 0%14,450 100%- - - - - 14,450
TOTAL COLLECTION SYSTEM 416,233$ 392,122$ 393,430$ 372,169$ 419,317$ 448,992$ 263,738$ 75,695$ 29%188,043$ 71%185,254$ 9,263$ 5%175,991$ 95%448,992
263,738$
TREATMENT EXPENSES
701-4375-75-0000 SS MCES WASTE TREATMENT CHARGE 708,567 733,670 712,664 719,437 711,020$ 760,026 760,026 684,023 90%76,003 10%760,026
701-4381-75-0000 SS ELECTRIC AND GAS UTILITIES 8,609 8,719 11,934 11,534 9,781$ 12,256 12,256 11,643 95%613 5%12,256
TOTAL TREATMENT 717,176 742,389 724,598 730,971 720,801 772,282 772,282 695,667 90%76,615 17%- - - - 772,282
TOTAL OPERATING EXPENSES 1,133,409 1,134,511 1,118,027 1,103,140 1,140,118 1,221,274 1,036,020 771,362 74%264,659 26%185,254 9,263 5%175,991 95%1,221,274
DEPRECIATION EXPENSE
701-4499-80-0000 WT DEPRECIATION MAINTENANCE EQUIP 28,909 31,909 33,409 36,409 36,409 36,409 36,409 10,923 30%25,486 70%36,409
WT DEPRECIATION LINES AND LIFT STATIONS 67,453 74,453 77,953 113,714 121,314 131,314 131,314 39,394 30%91,920 70%131,314
TOTAL DEPRECIATION 96,362 106,362 111,362 150,123 157,723 167,723 167,723 50,317 30%117,406 70%- - - - 167,723
TOTAL OVERALL EXPENSES 1,229,771 1,240,873 1,229,389 1,253,263 1,297,841 1,388,997 1,203,743 821,678 68%382,064 32%185,254 9,263 5%175,991 95%1,388,997
FIXED 440,650 36%117,407 70%558,057 40%
USAGE 780,625 64%50,316 30%830,941 60%
1,221,275 100%167,723 100%1,388,998 100%
SEWER EXPENSES
PW ADMINISTRATIVE COSTS
NO ADMINISTRATIVE COSTS
NO ADMINISTRATIVE COSTS
OPERATING DEPRECIATION OVERALL
EXHIBIT D
Fiscal Year 2023 12/31/2018 EXHIBIT C
ACTUAL ACTUAL ACTUAL ACTUAL BUDGET EST. ACTUAL BUDGET % Change
2018 2019 2020 2021 2022 2022 2023 in Budget
OPERATING INCOME
701-3720-0-0-00 SEWER BILLINGS 1,136,667$ 1,212,400$ 1,224,881$ 1,314,285$ 1,319,981$ 1,347,580$ 1,423,818$ 7.87%
Assumes $2.05 increase in quarterly flat fee, 2.0% increase in usage rates and a
2% increase in 1st Quarter usage.
TOTAL 1,136,667$ 1,212,400$ 1,224,881$ 1,314,285$ 1,319,981$ 1,347,580$ 1,423,818$ 7.87%
OPERATING EXPENDITURES
701-4110-75-0000 SS REGULAR EMPLOYEE 219,484$ 226,547$ 224,382$ 208,006$ 237,546$ 236,365$ 247,229$ 4.08% INCLUDES ESTIMATED 2023 WAGE ADJUSTMENT / STAFF TURN OVER
701-4111-75-0000 SS OVERTIME EMPLOYEE 23,832 24,129 16,980 16,552 20,714 19,500 14,400 -30.48% FROM DEPT SUMMARIES OT
701-4121-75-0000 SS PERA 17,096 17,473 17,067 16,443 19,369 19,190 19,622 1.30% BASED ON PERA FUNDING RATE 7.5%
701-4122-75-0000 SS FICA/MEDICARE 16,197 17,375 17,048 15,509 19,757 19,574 20,015 1.30% BASED ON ER 7.65% OF GROSS
701-4131-75-0000 SS INSURANCE HEALTH 42,222 44,277 44,245 42,049 45,018 39,242 47,501 5.52% SPLIT 10.85% PREMUIM INCREASE 2023/STAFF ELECTIONS
701-4135-75-0000 SS INSURANCE WC 4,483 4,546 4,727 5,994 5,980 5,156 4,985 -16.64% BASED ON 2023/2023 RENEWAL
701-4211-75-0000 SS OFFICE SUPPLIES - 100 934 - 150 150 150 0.00% 2023 PROJECTED RUN RATE
701-4212-75-0000 SS MOTOR FUELS 8,945 8,607 7,250 7,022 9,063 10,094 13,704 51.21% 2023 PROJECTED RUN RATE
701-4226-75-0000 SS GENERAL SUPPLIES 1,282 1,042 2,340 1,721 1,561 2,042 2,500 60.12% 2023 PROJECTED RUN RATE
701-4300-75-0000 SS AUDITOR 7,443 7,476 6,706 7,799 8,250 7,996 8,268 0.22% BASED ON AUDITOR CONTRACT
701-4309-75-0000 SS IT & SFTW SUPPORT 13,612 15,284 19,635 19,168 20,506 20,220 22,990 12.11% BASED ON CONTRACTED IT /SW SPREADSHEET
701-4310-75-0000 SS MISC CONTRACTED SERVICES 1,704 2,501 121 615 9,900 3,138 3,500 -64.65% 2023 Includes Invoice Cloud admin/CC fees
701-4325-75-0000 SS COMMUNICATIONS 3,263 3,267 2,144 4,824 5,400 4,980 5,378 -0.40% BASED ON COMMUNICATION SPREADSHEET
701-4335-75-0000 SS BKUP RESTORATION COSTS 5,123 - 2,624 405 10,000 10,000 10,000 0.00% Assumes the cost of one full deductable
701-4339-75-0000 SS EQUIP REPAIRS & MAINTENANCE 35,085 4,690 8,422 8,990 9,750 4,314 9,250 -5.13% 2023 PROJECTED RUN RATE
701-4341-75-0000 SS TRAINING, CONF. & MTG. - - 780 780 780 780 800 2.56% 2023 PROJECTED RUN RATE
701-4341-75-0100 SS TUITION- CERTIFICATIONS 1,170 904 - 46 390 100 50 -87.18% 2023 PROJECTED RUN RATE
701-4342-75-0000 SS MEMBERSHIP & DUES 1,131 - 260 - 520 - - -100.00% 2023 PROJECTED RUN RATE
701-4350-75-0000 SS PRINTING AND POSTAGE 2,476 3,488 4,599 3,145 4,200 3,706 4,200 0.00% 2023 PROJECTED RUN RATE
701-4365-75-0000 SS INSURANCE PROPERTY/ LIABILITY 11,686 10,414 13,164 13,101 12,155 12,770 14,450 18.88% BASED ON 2022/2023 RENEWAL
701-4375-75-0000 SS MCES WASTE TREATMENT CHARGE 708,567 733,670 712,664 719,437 711,023 711,020 760,026 6.89% 2023 MCES 6.89% rate increase, share of flow volume - flat
701-4381-75-0000 SS ELECTRIC AND GAS UTILITIES 8,609 8,719 11,934 11,534 12,950 9,781 12,256 -5.36% 2023 PROJECTED RUN RATE
TOTAL 1,133,409$ 1,134,511$ 1,118,027$ 1,103,140$ 1,164,982$ 1,140,118$ 1,221,274$ 4.83%
OPERATING INCOME (LOSS)3,258$ 77,889$ 106,854$ 211,145$ 154,998$ 207,462$ 202,543$ 30.67%
OTHER (INCOME) / EXPENSE
701-3723-0-0-00 SEWER CONNECTION FEES (22,100)$ (1,700)$ (1,750)$ -$ -$ -$ -$ 0.00%
701-3891-0-0-00 SS MISCELLANEOUS INCOME (650) (650) (650) (1,480) (100) (500) (500) 400.00%
701-3910-0-0-00 SS SALE OF ASSETS - - - (600) - - - 0.00%
701-4499-75-0000 SS MISCELLANEOUS EXPENSE 100 100 1,083 864 500 850 950 90.00%
TOTAL (22,650)$ (2,250)$ (1,317)$ (1,216)$ 400$ 350$ 450$ 12.50%
NET INCOME (LOSS) BEFORE DEPRECIATION 25,908$ 80,139$ 108,171$ 212,361$ 154,598$ 207,112$ 202,093$ 30.72%
SEWER OPERATIONS
EXHIBIT E
2022 Utility rates survey
Cities Surveyed St Anthony St Anthony Adren Hills Roseville Columbia Heights Columbia Heights Minneapolis Spring Lake Park Mounds View New Brighton
2023 Proposed 2022 ACTUAL 2022 ACTUAL 2022 ACTUAL 2022 ACTUAL 2023 ACTUAL 2022 ACTUAL 2022 ACTUAL 2022 ACTUAL 2022 ACTUAL
Water Charges
Flat fee / Min 24.25 21.25 44.69 36.30 38.29 40.23 16.25 8.87 28.00 30.64
Usage rate per gallon
Tier 1 3.27 3.19 3.56 3.34 5.28 5.57 4.92 1.84 2.60 3.83
Tier 2 3.45 3.37 4.58 4.18 6.61 6.97 2.07 2.86
Tier 3 3.80 3.70 8.10 5.23 2.30 3.29
Tier 4 4.35 4.24 2.73
Tier 5 5.45 5.32 3.03
Tier 6 - 3.36
-
Water Service Line repair Ins Chg NA NA NA NA NA NA NA NA 8.00 NA
-
Sewer Charges -
-
Flat fee / Min 19.25 17.20 62.51 43.12 29.42 30.89 18.25 67.26 41.06 42.88
Non meter sewer NA NA 171.99 NA NA NA NA NA NA NA
Usage rate per gallon 4.73 4.64 6.44 2.70 3.18 3.34 6.70 3.67 3.27 5.36usage charge for
other than single
family
-
Storm Water Charges -
-
Residential - SF 16.85 16.85 16.56 15.12 15.77 17.35 14.03-17.54 6.00 15.00 19.92
Residential - DUPLEX +16.85 16.85 21.48 15.12 15.77 17.35 14.03-17.55 6.00 15.00 19.92
APARTMENT / COND 51.21 51.21 135.21 117.01 104.04 114.45 prorata prorata 97.12 132.01
Industrial / Commercial 63.98 63.98 211.10 233.91 208.13 228.95 prorata prorata 99.33-127.33 247.43
Other Charges
Recycling charge NA NA NA 13.00 NA NA NA 12.96 NA 9.50
Street light NA NA NA NA NA NA NA 4.30 4.50 11.71
Notes
2023 Proposed 2022 Actual 2022 Actual 2022 Actual 2022 Actual 2023 Scheduled 2022 Actual 2022 Actual 2023 Actual 2024 Actual
St Anthony St Anthony Adren Hills Roseville Columbia Heights Columbia Heights Minneapolis Spring Lake Park Mounds View New Brighton
Useage level 10,000 gallons 10,000 10,000 10,000 10,000 10,000 10,001 10,000 10,000 10,000 10,000
24.25 21.25 44.69 36.30 38.29 40.23 16.25 8.87 28.00 30.64
33.17 32.36 38.15 35.50 56.13 59.20 49.20 18.98 26.65 38.30
19.25 17.20 62.51 43.12 29.42 30.89 18.25 67.26 41.06 42.88
47.30 46.40 64.40 27.00 31.80 33.40 66.98 36.70 32.70 53.60
16.85 16.85 16.56 15.12 15.77 17.35 15.00 6.00 15.00 19.92
140.82 134.06 226.31 157.04 171.41 181.07 165.68 137.81 143.41 185.34
6.76
Wells treat for Iron,
Maganese
Wells treat for
Iron, Maganese,
TCE'S AND 1.4
Dioxin
River water , Iron,
GAC, Ultra
filtration purchased
from MPLS
Wells treat for
Iron, Maganese,
TCE'S AND 1.4
Dioxin
Purchases
water from St.
Paul Regional
Water Services
Purchases
water from St.
Paul Regional
Water Services
River water , Iron,
GAC, Ultra
filtration purchased
from MPLS
River water ,
Iron, GAC, Ultra
filtration
Wells treat for
Iron, Maganese
and Radium
Z:\Budget 2023\2023 water sewer\survey.xlsx
EXHIBIT F
Fiscal Year 2023
ACTUAL ACTUAL ACTUAL ACTUAL BUDGET EST. ACTUAL BUDGET
REVENUES 2018 2019 2020 2021 2022 2022 2023
Water Operations 985,022$ 997,332$ $1,130,292 $1,300,250 $1,291,631 $1,324,841 $1,373,093
Sewer Operations 1,136,667 1,212,400 1,224,881 1,314,285 1,319,981 1,347,580 1,423,818
Total Operating Revenues 2,121,689$ 2,209,732$ 2,355,173$ 2,614,535$ 2,611,611$ 2,672,421$ 2,796,911$
EXPENDITURES
Water Operations 1,077,197$ 1,063,120$ 1,026,775$ 920,311$ 1,203,809$ 1,134,600$ 1,186,921$
Sewer Operations 1,133,409 1,134,511 1,118,027 1,103,140 1,164,982 1,140,118 1,221,274
Total Operating Expenditures 2,210,606$ 2,197,631$ 2,144,802$ 2,023,451$ 2,368,792$ 2,274,718$ 2,408,195$
Combined Operating Income (88,918)$ 12,101$ 210,370$ 591,084$ 242,820$ 397,704$ 388,716$
Other (Income)/Expense
Water (28,688)$ (8,560)$ 8,530$ (12,181)$ 1,351$ 3,451$ 4,851$
Sewer (22,650)(2,250)(1,317)(1,216)400 350 450
Interest Income (24,620) (28,476) (27,781) 7,697 (6,250) (1,500) (6,000)
Depreciation Expense 371,766 611,728 631,728 612,058 673,146 627,258 647,258
Total Other (Income)/Expense 295,808 572,442 611,160 606,358 668,647 629,559 646,559
Net Income/(Loss) (384,725)$ (560,341)$ (400,789)$ (15,274)$ (425,827)$ (231,855)$ (257,843)$
Other Sources and Uses:
Transfers Out -$ -$ -$ -$ -$ -$ -$
Transfers In - - - - - - -
Debt Service Payments (148,200) (145,600) (147,950) (150,200) (150,200) (147,400) (149,550)
Net Change in Assets / Liabilities 49,417 (47,486) 114,365 (120,563) - - -
Add back Depreciation Expense 371,766 611,728 631,728 612,058 673,146 627,258 647,258
Total Other Sources and Uses 272,983 418,642 598,143 341,295 522,946 479,858 497,708
Net increase (decrease) in cash (111,742)$ (141,699)$ 197,354$ 326,021$ 97,119$ 248,003$ 239,865$
BEGINNING CASH BALANCE 1,915,415 1,803,674 1,661,976 1,859,331 2,185,353 2,185,353$ 2,433,357$
ENDING CASH BALANCE 1,803,674$ 1,661,976$ 1,859,331$ 2,185,353$ 2,282,473$ 2,433,357$ 2,673,222$
UTILITY FUND SUMMARY
Water and Sewer 10 year operating projection EXHIBIT G
Fiscal Year 2023
Assumptions 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Water Rates
Flat Fee (1st yr 2017)6.70$ 10.05$ 13.40$ 17.75$ 21.25$ 24.25$ 26.19$ 27.50$ 28.87$ 30.17$ 31.53$ 32.95$ 34.43$ 35.98$ 37.60$
Usage (Tier one)3.07$ 3.07$ 3.07$ 3.13$ 3.19$ 3.27$ 3.37 3.47 3.57 3.68 3.79 3.90 4.02 4.14 4.27
Sewer Rates
Flat Fee (1st yr 2017)6.40$ 9.64$ $12.80 15.25$ 17.20$ 19.25$ 20.25$ 20.96 21.69 22.51 23.35 24.23 25.13 26.08 27.05
Usage 4.69$ 4.69$ 4.64$ 4.64$ 4.64$ 4.73$ 4.73$ 4.99 5.26 5.55 5.86 6.18 6.52 6.88 7.26
Expenses
Met Council - $ Actual 708,567 733,670 712,664 719,437 711,023 760,026 798,027 841,919 888,224 937,077 988,616 1,042,990 1,100,354 1,160,874 1,224,722
Met Council - % Increase 10.13% 3.54% -2.86% 0.95% -1.17% 6.89% 5.00% 5.50% 5.50% 5.50% 5.50% 5.50% 5.50% 5.50% 5.50%
City Water Expenses - % Increase EST ACTUAL 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00%
City Sewer Expenses - % Increase EST ACTUAL 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50%
$469,346.00 $485,773.11 $502,775.17 $520,372.30 $538,585.33 $557,435.82 $576,946.07 $597,139.18 $618,039.05 $639,670.42
Actual Actual Actual Actual Est. Actual Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected
REVENUES 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Water Operations 985,022 997,332 1,130,292 1,300,250 1,324,841 1,373,093 1,437,851 1,491,367 1,547,017 1,601,977 1,658,979 1,718,103 1,779,430 1,843,046 1,909,041
Sewer Operations 1,136,667 1,212,400 1,224,881 1,314,285 1,347,580 1,423,818 1,430,215 1,475,091 1,521,388 1,570,313 1,626,249 1,684,187 1,755,794 1,830,478 1,908,372
Total Operating Revenues 2,121,689$ 2,209,732$ 2,355,173$ 2,614,535$ 2,672,421$ 2,796,911$ 2,868,066$ 2,966,457$ 3,068,406$ 3,172,291$ 3,285,228$ 3,402,290$ 3,535,224$ 3,673,524$ 3,817,413$
EXPENDITURES
Water Operations 1,077,197 1,091,922 1,026,775 920,311 1,134,600 1,186,921 1,234,397 1,283,773 1,335,124 1,388,529 1,444,070 1,501,833 1,561,907 1,624,383 1,689,358
Sewer Operations 1,133,409 1,134,511 1,118,027 1,103,140 1,140,118 1,221,274 1,283,800 1,344,694 1,408,597 1,475,662 1,546,052 1,619,936 1,697,493 1,778,913 1,864,392
Total Operating Expenditures 2,210,606 2,226,432 2,144,802 2,023,451 2,274,718 2,408,195 2,518,198 2,628,467 2,743,721 2,864,191 2,990,122 3,121,769 3,259,400 3,403,296 3,553,750
Combined Operating Income (88,917)$ (16,700)$ 210,370$ 591,084$ 397,704$ 388,716$ 349,868$ 337,990$ 324,685$ 308,099$ 295,106$ 280,520$ 275,824$ 270,228$ 263,663$
Other (Income)/Expense
Water (28,689)(12,036) 8,530 (12,181)3,451 4,851 4,901 4,951 5,001 5,051 5,101 5,151 5,201 5,251 5,301
Sewer (22,650)(2,250) (1,317) (1,216)350 450 (2,600) (2,550) (2,500) (2,450) (2,400) (2,350) (2,300) (2,250) (2,200)
Interest income (24,620)(25,000) (27,781) 7,697 (1,500) (6,000) (13,080) (18,335) (21,085) (23,629) (25,955) (28,350) (33,000) (35,000) (34,999)
Depreciation Expense 371,766 611,728 631,728 612,058 627,258 647,258 657,258 679,258 702,258 717,258 741,258 756,258 782,258 809,258 824,258
Total Other (Income)/Expense 295,807 572,442 611,160 606,358 629,559 646,559 646,479 663,324 683,674 696,230 718,004 693,004 668,004 643,004 618,004
Net Income/(Loss) (384,724)$ (589,142)$ (400,789)$ (15,274)$ (231,855)$ (257,843)$ (296,611)$ (325,334)$ (358,989)$ (388,131)$ (422,898)$ (412,484)$ (392,180)$ (372,776)$ (354,341)$
Other Sources and Uses:
Transfers- in - - - - - - - - - - - - - - -
Transfers Out CIP - - - - - - - - - - - - - - -
Transfers Out - W/S Infrastructure - - - - - - - (210,000) (255,000) (290,000) (315,000) (340,000) (385,000) (430,000) (465,000)
Army Reimbursements - - - - - - - - - - - - - - -
Debt Service Payments (148,200) (145,600) (147,950) (150,200) ($147,400) (149,550) (156,550) - - - - - - - -
Net Change in Assets / Liabilities 49,417 (18,684) 114,365 (120,563) - - - - - - - - - -
Add back Depreciation Expense 371,766 611,728 631,728 612,058 627,258 647,258 657,258 679,258 702,258 717,258 741,258 756,258 782,258 809,258 824,258
Total Other Sources and Uses 272,983 447,444 598,143 341,295 479,858 497,708 500,708 469,258 447,258 427,258 426,258 416,258 397,258 379,258 359,258
Net increase (decrease) in cash (111,740)$ (141,698)$ 197,354$ 326,021$ 248,003$ 239,865$ 204,097$ 143,924$ 88,269$ 39,127$ 3,360$ 3,774$ 5,078$ 6,482$ 4,917$
BEGINNING CASH BALANCE 1,915,415 1,803,675 1,661,977 1,859,331 2,185,352 2,433,356 2,673,221 2,877,317 3,021,242 3,109,510 3,148,638 3,151,997 3,155,772 3,160,850 3,167,332
ENDING CASH BALANCE 1,803,675$ 1,661,977$ 1,859,331$ 2,185,352$ 2,433,356$ 2,673,221$ 2,877,317$ 3,021,242$ 3,109,510$ 3,148,638$ 3,151,997$ 3,155,772$ 3,160,850$ 3,167,332$ 3,172,249$
MINIMUM CASH BALANCE 855,430 882,177 933,008 1,021,712 1,038,207 1,081,854 1,112,572 988,819 1,022,802 1,057,430 1,095,076 1,134,097 1,086,467 1,134,432 1,184,583
MEMORANDUM
To:Saint Anthony Village City Council
From:Charlie Yunker, City Manager
Date:October 25, 2022 City Council Work Session
Request:Council Onboarding
BACKGROUND
At its May 24, 2022 Work Session, the Council reviewed and discussed enhancements to the Council onboarding
process, and discussed extensively the proposed shared values statements provided in the packet. Various
verbiage changes were proposed and discussed and some left to staff to propose final wording. The Council also
discussed headers for each statement and the discussed ended with identifying single-word headings, and
constructing those headings an acronym for magnanimity or magnanimous. Attached are three versions of
shared values to select for the Onboarding Manual.
Staff reworked the onboarding PowerPoint into a manual format for easier readability for new Councilmembers.
A draft version is attached, and will continue to be updated as the onboarding process revisions are completed.
Staff has also worked on a crisis communications table-top exercise. When it is ready, a date and time will be
identified to conduct the exercise, and then integrate anything desired into the Onboarding Manual.
Work to complete from this point:
Crisis communication table top exercise with staff
Council discussion on open meeting law, conflicts of interest and ethics (utilizing LMC or City Attorney)
Council discussion on equity & inclusion in policymaking (preparation session for Goal Setting?)
DISCUSSION ITEMS FOR COUNCIL FEEDBACK
Below are the specific items for discussion and feedback:
Which version of the shared values list does the Council wish to add to the manual?
Other items to discuss?
ATTACHMENTS:
Three versions of shared values
Draft Onboarding Manual
SHARED VALUES
FORESIGHT
I will base my decisions on the next generation and not the next election, committed to the ideal that my loyalty
must be to the entire community (both now and in the future) and not merely to those who got me elected.
MISSION
I will focus on mission, vision and values as the benchmark for my decisions and recognize that my responsibility
is to pursue serving the entire community and not the satisfaction of any partisan agenda.
OBJECTIVITY
I will make decisions based on a combination of facts, professional guidance, and community input. I will not
allow myself to be manipulated into bad decisions for the future based on the decibel level of critics.
HUMILITY
I will recognize that it takes a smart leader to know where they are not, and have the wisdom to be smart.
Accordingly, I will value those who have the courage to tell me what they really think and will listen sincerely to
those who disagree with me to truly understand their perspective, recognizing that understanding other
perspectives makes me a better leader.
GOVERNANCE
I will embrace my responsibility to govern rather than to manage; recognizing that if I am doing staff's job I am
not doing my job, while also understanding and embracing the appropriately exercised governance role of
holding staff accountable.
SOLUTIONS
I will place a greater emphasis on solutions than on problems; while refusing to offer solutions before I
understand the problem.
TRUST
I will understand that mutual trust is the foundation for everything and that if I refuse to trust others they will be
unable to trust me.
INTEGRITY
I will protect the integrity of the process more than the rightness of my position; I will fight hard for my issue but
then unify behind the governing body when the decision is made, because the decision was made with integrity
of process, even if I disagree with the outcome.
RESPECT
I will understand that my deeply held beliefs, values and positions will be strengthened, not compromised by
courteous, respectful and civil discourse. I will not treat someone as the enemy just because we disagree. I will
treat everyone with dignity and respect because of who I am as a leader… not because of how they treat me or
what I think about them.
CIVILITY
I will be a role model for civility. I will not treat my colleagues or staff in any way that I would be embarrassed if
my five-year-old child treated someone the same way.
ALTRUISM
I will never forget - it is not about me and it is not about now.
SHARED VALUES
M.A.G.N.A.N.I.M.I.T.Y.
MISSION DRIVEN
I will focus on mission, vision and values as the benchmark for my decisions and recognize that my responsibility
is to pursue serving the entire community and not the satisfaction of any partisan agenda.
ACCOUNTABILITY
I will make decisions based on a combination of facts, professional guidance, and community input. I will not
allow myself to be manipulated into bad decisions for the future based on the decibel level of critics.
GOVERNANCE
I will embrace my responsibility to govern rather than to manage; recognizing that if I am doing staff's job I am
not doing my job, while also understanding and embracing the appropriately exercised governance role of
holding staff accountable.
NEXT GENERATION
I will base my decisions on the next generation and not the next election, committed to the ideal that my loyalty
must be to the entire community (both now and in the future) and not merely to those who got me elected.
AMENITY
I will be a role model for civility. I will not treat my colleagues or staff in any way that I would be embarrassed if
my five-year-old child treated someone the same way. I will place a greater emphasis on solutions than on
problems; while refusing to offer solutions before I understand the problem.
NON-PARTISAN
I will value those who have the courage to tell me what they really think and will listen sincerely to those who
disagree with me to truly understand their perspective, recognizing that understanding other perspectives
makes me a better leader.
INCLUSIVE
I will value those who have the courage to tell me what they really think and will listen sincerely to those who
disagree with me to truly understand their perspective, recognizing that understanding other perspectives
makes me a better leader. I will treat everyone with dignity and respect because of who I am as a leader… not
because of how they treat me or what I think about them.
MODEST
I will recognize that it takes a smart leader to know where they are not, and have the wisdom to be smart.
INTEGRITY OF PROCESS AND PEOPLE
I will protect the integrity of the process more than the rightness of my position; I will fight hard for my issue but
then unify behind the governing body when the decision is made, because the decision was made with integrity
of process, even if I disagree with the outcome. I will understand that my deeply held beliefs, values and
positions will be strengthened, not compromised by courteous, respectful and civil discourse. I will not treat
someone as the enemy just because we disagree.
TRUST
I will understand that mutual trust is the foundation for everything and that if I refuse to trust others they will be
unable to trust me.
Y: OUR WHY
I will never forget - it is not about me and it is not about now.
SHARED VALUES
M.A.G.N.A.N.I.M.O.U.S.
MISSION DRIVEN
I will focus on mission, vision and values as the benchmark for my decisions and recognize that my responsibility
is to pursue serving the entire community.
ALTRUISM
I will never forget - it is not about me and it is not about now.
GOVERNANCE
I will embrace my responsibility to govern rather than to manage; recognizing that if I am doing staff's job I am
not doing my job, while also understanding and embracing the appropriately exercised governance role of
holding staff accountable.
NEXT GENERATION
I will base my decisions on the next generation more than the next election, committed to the ideal that my
loyalty must be to the entire community (both now and in the future) and not merely to those who got me
elected.
AMENITY
I will understand that my deeply held beliefs, values and positions will be strengthened, not compromised by
courteous, respectful and civil discourse. I will not treat someone as the enemy just because we disagree. I will
treat everyone with dignity and respect because of who I am as a leader… not because of how they treat me or
what I think about them.
NON-PARTISAN
I will value those who have the courage to tell me what they really think and will listen sincerely to those who
disagree with me to truly understand their perspective, recognizing that understanding other perspectives
makes me a better leader, and not the furthering of any partisan agenda.
INTEGRITY
I will protect the integrity of the process more than the rightness of my position; I will fight hard for my issue but
then unify behind the governing body when the decision is made, because the decision was made with integrity
of process, even if I disagree with the outcome.
MODEST
I will understand that mutual trust is the foundation for everything and that if I refuse to trust others they will be
unable to trust me. I will recognize that it takes a smart leader to know where they are not, and have the
wisdom to be smart.
OBJECTIVITY
I will make decisions based on a combination of facts, professional guidance, and community input. I will not
allow myself to be manipulated into bad decisions for the future based on the decibel level of critics.
UNDERSTANDING
I will be a role model for civility. I will not treat my colleagues or staff in any way that I would be embarrassed if
my five-year-old child treated someone the same way.
SOLUTION ORIENTATED
I will place a greater emphasis on solutions than on problems; while refusing to offer solutions before I
understand the problem.
WELCOME→NEW COUNCILMEMBER GUIDE
A Village Within the City
1
2
3
4
5
The City
P A G E 5
City Departments
P A G E 6
City Council and Housing &
Redevelopment Authority
(HRA)
P A G E 1 2
Laws and Policies for
Council Members
P A G E 2 2
Servant Leadership Core
Competencies
P A G E 3 0
CONTENTS
3
THE CITY
OUR MISSION IS TO BE A
PROGRESSIVE AND WELCOMING
VILLAGE THAT IS WALKABLE,
SUSTAINABLE AND SAFE.
BY THE NUMBERS
2.35 Total Square Miles
9,257 Population
20% seniors
20% children
$322,000 median home value
40% without a mortgage
1,508 acres overall
44% Residential
8% Commercial/Industrial
14% Streets/Utilities/Railroad
34% Open Space/Park/Water
48% Single Family Detached
52% Attached
Household Tenure:
57% Owner-occupied
40% Renter-occupied
3% Vacant
Affordability:
65% of all housing affordable to households
at 80% of Average Median Income
HOUSEHOLDS
GOVERNMENT & ADMIN
Statutory Plan B: an elected mayor and
four council members with an appointed
city manager. The city manager oversees
administrative duties for the city while the
mayor and council maintain traditional
policy making roles.
Mayor & Council: policy and legislative
City Manager: administration and
operations
The City has developed long-term strategic, infrastructure and financial plans that guide the
City’s work. These are reviewed and updated every year. These are in addition to the
Comprehensive Plan required by the Metropolitan Council.
The City also produces annual reports for each department and the City Council and receives a
Comprehensive Annual Financial Report from an auditing firm contracted by, and reporting to,
the City Council.
PLANS & REPORTS
5
CITYDEPARTMENTS
ORGANIZATIONAL CHART:
6
City Manager
Human Resources & Deputy
City Clerk
Assistant to the City Manager
The Administration Department
administers city government within
the guidelines of state law and
policies established by the City
Council. The City Manager
supervises the Administration, City
Clerk, Finance, Police, Fire, Public
Works and Liquor Departments in
addition to the consulting
planning, legal, and engineering
services.
The Human Resources Coordinator
& Deputy City Clerk is primarily
responsible for the human
resources function in the City.
Administering all the benefit
programs, arranging informational
meetings with benefit providers,
and generally serving as a resource
for staff needs. The position
supports the City Manager, and
performs many City Clerk functions.
The Assistant to the City Manager
supports the City Manager with day
to day operations and special
projects. As City Clerk, the position
is responsible for the preparation,
maintenance and publication of
official records, documents,
resolutions and ordinances, as well
as maintenance of the City’s
website and communications
coordination. In addition, the
position is the point of contact for
elections administered by Ramsey
County.
CHARLIE YUNKER
JENNIFER DOYLE
NICOLE MILLER
ADMINISTRATION
City Planner
In 2019, the city selected Northwest
Associated Consultant, Inc (NAC) to
provide all planning related work for
the city to be more efficient with the
services provided to residents and
be conscious of planning
expenditures. The planner reviews
land use and development
applications, works with residents
on a variety of home improvement
projects, and advises on long range
planning for the City.
STEVE GRITTMAN
Communications
Coordinator
The Communications Coordinator
works in conjunction with the
Assistant to the City Manager to
handle messaging, produce the
quarterly newsletter, and support
all departments in their
communications and outreach
efforts.
KAT WATSON
7
Finance Director
SHELLY RUECKERT
FINANCE
Budget Preparation and Administration
Manages Annual Audit
Accounts Payable and Receivable
Debt Management/Bond Issuance
Utility Billing
Fixed Asset Oversight
Investments
Payroll
Licenses & Permits
Mission Statement
Ensure that City resources and assets are managed
effectively to provide residents with the City
services desired and to sustain the City’s
infrastructure for current and future residents.
Responsibilities:
POLICE
Police Chief
JON MANGSETH
20 full-time Police Officers
16 volunteer Reserve Officers
1 full-time Community Service Officer
Safety Through Service
The St. Anthony Police Department takes pride
in our high quality service. "Safety Through
Service" is our motto. Our emphasis is on
arresting offenders, preventing crime, solving
problems, and increasing the overall quality of
life for those we serve.
In addition to providing police services for the
City of St. Anthony, we provide services to the
city of Lauderdale.
8
Fire Chief
MARK SITARZ
FIRE
7 full-time Firefighters – 24 hours a day
27 Paid-On-Call Firefighters
Responds to all medical and fire calls
Demand the Best
The St. Anthony Fire Department is committed to
excellent service to our community. We demand
the best from ourselves and others while
minimizing the loss of life, loss of property, and
environmental damage from the adverse effects of
fires, medical emergencies, and hazardous
conditions.
The Fire Department is responsible for the House
Code, Code Enforcement and Emergency
Management.
PUBLIC WORKS
Public Works Director
JEREMY GUMKE
14 full-time employees
Five Divisions
Building Maintenance
Parks Division
Streets Division
Vehicle Maintenance
Water/Sewer Division
Livable and Sustainable
The Public Works Department’s mission is to
deliver superior design, construction, operation
and maintenance of the City’s infrastructure. From
quality roads to clean water, and by continually
improving our efficiency and effectiveness, we
strive for a more livable and sustainable village.
9
PARKS
The City Parks Division maintains a total of six
primary parks (Emerald, Central, Tower, Salo,
Silver Point, and Trillium). In addition, the Parks
Division maintains the City's ice skating rinks,
which are open from about December through
February, weather dependent.
ENGINEERING
WSB
JUSTIN MESSNER
Prepare feasibility studies
Make recommendations on infrastructure
needs
Prepare construction plans and specifications
Solicit bids
Prepare assessments
Manage construction and contracts
Street and Utility Reconstruction Program
Flood reduction
Sustainability efforts
The City Engineer is WSB & Associates. They have
served in this capacity with the City since 1996.
The role of the City Engineer is to:
Current priorities include:
10
LIQUOR OPERATIONS
Operations Manager
MIKE LARSON
Mission Statement:
Our goal is to control the sale of alcohol beverages
to minors and intoxicated persons while
simultaneously generating revenue to the
community, in accordance with City, State and
County liquor laws and ordinances.
The Liquor Operation contributes 100% of their
profits back to the City’s General Fund.
11
12
CITY COUNCIL &
HOUSING AND
REDEVELOPMENT
AUTHORITY (HRA)
14
ESSENTIAL TRAINING
FOR NEW
COUNCILMEMBERS
lmc.org/topics/city-council
lmc.org/learning-events
Basics of the Open Meeting Law
Common financial situations and theories of public finance
Effective communication skills for elected leaders
Best practices for city advocacy
Newly elected officials will discover the nuts and bolts of city
leadership during this blended-learning program.
Topics covered during the Foundational Program include:
Communicating during a crisis
Best practices when working with the media
Effective negotiation and problem-solving skills
Experienced officials will develop vital skills to help them
navigate tough times and build trust.
Topics covered during the Advanced Program include:
Work to establish a high quality of life in your city through land
use regulations such as comprehensive planning, subdivision
of land, zoning for different uses, accommodating special
needs with zoning variances or conditional use permits, and
working with environmental regulations.
https://www.lmc.org/topics/land-use/
FOUNDATIONAL
PROGRAM
ADVANCED
PROGRAM
LAND USE
15
ANNUAL GOAL SETTING
WORK SESSION
BE IN THE MOMENT
The City of Saint Anthony is widely respected as a cohesive group that works well together
as a team, shares mutual respect, and understands roles and responsibilities. The City
Council and staff share a great sense of pride in working together for the best interests of
the citizens of the community.
The work sessions are recognized for positive, healthy and productive discussions. Each
individual opinion is respected and all ideas are welcome.
16
THE PYRAMID
Captures short & long-term goals
Allows for creativity & innovation
The Mayor, Council, City Manager, Department Heads and City
Engineer review the ideas generated from the Long Term
Vision/Priorities discussion.
The Action Steps are updated each year
17
GOVERNMENTAL AUTHORITY
Authority to act must be found expressly in
Minnesota law or be inferred from such law
City’s authority may be pre-empted by state or
federal law
Council must approve contracts and other
significant actions of the City by a vote of the
Council as a whole
Official head of city
Signs official documents
Presides over and preserves order at council
meetings
Votes as member of council
Represents all residents
Chair of the Housing Redevelopment Authority
(HRA)
Community leadership at-large: represent all
residents
Legislating for city
Stewards of city assets
Member of the Housing Redevelopment
Authority (HRA)
CITY'S AUTHORITY
COUNCILMEMBER'S AUTHORITY
ROLE OF THE MAYOR
ROLE OF A COUNCILMEMBER
Notice must be provided 3 days in
advance and posted to the public
The city must also mail or deliver notice
to each person who has filed a written
request for notice of special meetings
with the city, also three days in advance
of the meeting
As established on the regular meeting
schedule
2nd and 4th Tuesday of each month, City
Hall, 7:00 p.m.
Schedule of regular meetings must be
kept on file at City Hall
If the Council changes its regular meeting
date, 3 days posted notice must be given
3 days posted notice
Notice must include specific topics
No formal action may be taken
NOTICE REQUIREMENTS
REGULAR CITY COUNCIL MEETINGS
CITY COUNCIL WORK SESSIONS
18
MEETINGS
Any meeting of the Council other than
a regular meeting
May be called by the Mayor, or by any
two members of the Council
Called by filing a written statement
with the City Clerk or City Manager
Council may transact business within
its powers at a special meeting
Only business for which notice has
been given may be discussed.
Open meeting law rules apply to
special meetings
Special meetings called by the
Council due to circumstances that, in
its judgment, require immediate
council consideration
A minimum of one day’s notice to the
Council must be given. Notice must
include a specific description of the
subject
Good faith effort to notify any who
have filed a request for notice
Posted and published notice is not
necessary
SPECIAL MEETINGS
EMERGENCY MEETINGS
19
HOUSING &
REDEVELOPMENT AURTHORITY (HRA)
The City Council serves as the Housing and Redevelopment Authority (HRA) for St.
Anthony Village. The HRA meets the second and fourth Tuesday of each month as needed
following a regularly scheduled Council Meeting. The HRA meets to consider and take
action on economic development, housing and redevelopment issues presented to them.
20
COUNCIL LIAISON ROLE
Each City Councilmember is assigned a liaison
role to a group of boards/organizations in order to
be a resource to and establish a good working
relationship with those entities. A Council Liaison
shall be responsible for communicating and
participating with the group as appropriate, and
report activities to the City Council.
Attend meetings as available
Stay informed of the group's
activities
Serve as an ambassador for
the City and help coordinate
shared goals
Role Expectations Include:
AFFILIATIONS
League of Minnesota Cities (LMC)
Mississippi Watershed Management Organization (MWMO)
Ramsey County League of Local Governments (RCLLG)
St. Anthony Planning Commission Liaison
Regional Council of Mayors (RCM)
City Auditor Liaison
St. Anthony Sports Boosters
St. Anthony Historical Society
St. Anthony Sister City
North Suburban Communications Commission (NSCC)
St. Anthony Parks & Environmental Commission Liaison
St. Anthony Chamber of Commerce Liaison
St. Anthony Community Services Advisory Board
North Suburban Access Corporation (NSAC)
Family Services Collaborative
Northeast Youth and Family Services
St. Anthony Village Kiwanis
St. Anthony Village Fest
21
STAY CONNECTED
2
Scan the below QR code, or go to savmn.com and click on the yellow
"Notifications" button
S i g n u p t o r e c e i v e c i t y n o t i f i c a t i o n s :
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1
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CITY PROJECTS CITY COUNCIL
PUBLIC HEARING NOTICES P U B L I C W O R K S
F I R E D E P A R T M E N T
ST. ANTHONY VILLAGE WINE & SPIRITS
EVENTS
P O L I C E D E P A R T M E N T
JOBS
...and follow the city on
Facebook @CityofSAV
LAWS AND POLICIES FOR COUNCIL MEMBERS
22
24
CITY EMAIL POLICIES
City-issued email address only for City business
Do not “Reply All”
Public nature of e-mail
Retention of e-mail
Public right to inspection
MOTIONS,
RESOLUTIONS, AND
ORDINANCES
Ordinance
Is the highest and most authoritative form of action a City may implement. An
ordinance is intended to be a permanent law, although it can be repealed.
Resolution
Less formal than an ordinance and does not have same enforcement provisions as an
Ordinance. Resolutions are used for administrative or executive matters, or for
statements of policy.
Motion
Used to provide acknowledgements or for giving direction.
25
GIFT LAW
Campaign contributions
Food or beverage at a meeting where a person is
presenting
Other exceptions (that mostly relate to items with
insignificant value)
Elected and local officials, including employees, may not
receive a gift from any “interested” person. An interested
person is one who has a direct financial interest in a
decision that a local official is authorized to make.
Exceptions
CONFLICT OF INTEREST
Contractual
Incompatible offices
Self-interest in non-contractual matters
A conflict of interest occurs when an individual has a
personal interest (direct or indirect) in a Council
decision (or another decision made in his or her official
capacity).
Three categories of potential conflicts:
26
CONTRACTUAL CONFLICTS
Designating a bank or newspaper
Contracting for goods or services that are not competitively
bid
Several other minor exceptions
Disclose interest and abstain from discussions
Abstain from vote
Council must approve contract by unanimous vote
Additional requirements for most exceptions
What is it?
A personal financial interest in a contract with the City
Rule
Prohibited unless a statutory exception exists
Purpose
Protects public money
Exceptions
Procedure if a contractual contract exception exists
Bad press
Contract void
Gross misdemeanor
($3,000/one year
prison)
Penalties
NON-CONTRACTUAL SELF
INTEREST CONFLICTS
City Manager will contact City attorney for analysis
Disclose interest and abstain from discussions
Abstain from vote
What is it?
A personal financial interest in a non-contractual decision
Rule
Self interest conflicts are prohibited, but the application of
the rule is very fact specific
Procedure
Bad press
Council decision can be
reversed
Personal liability
Penalties
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DATA PRACTICES ACT
Councilmembers receive information that is Public, Non-Public, Confidential, and
Private
Staff will try to inform you of the type of information you are receiving
Correspondence and email may contain private or confidential data
Limited personnel data is public
Public has limited access to government data based on data’s classification
An individual who is the subject of data has limited access to data regarding
him/herself
Councilmembers are not delegated by the City with the authority to determine how
data is characterized or respond to data practices act requests
All requests for data should be directed to the City Manager
What is it?
“Government data” means all data collected, created, received, maintained or
disseminated by state or local government, regardless of its physical form, storage
media, or conditions of use. Paper documents, email, CD-ROMs, videotape, and
computer files are all forms of “government data.”
Rules
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COMPLAINTS
Name, address, contact info
Details about concern
Notify City Manager of complaint
City Manager responds or forwards to appropriate
department for necessary follow up
Department Head or City Manager follow up with
resident and/or City Council as appropriate
What do you do when you receive a complaint?
Council Member should try to obtain:
CRISIS COMMUNICATIONS
City Manager
Mayor
Police Chief
Fire Chief
Finance Director
Public Works Director
Liquor Operations Manager
Legal
PIO (Could be designated to
a person above)
Crisis Communication Team:
Impact on health, safety, or general
welfare of residents
Impact on service delivery
Legal liability
Impact on credibility
Impact on image
CRISIS MANAGEMENT
SERVANT LEADERSHIP
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SERVANT LEADERSHIP MINDSET
St. Anthony City Council is committed to governing with a servant leadership mindset.
Based on ten core competencies, a servant leadership mindset ensures the Council will
lead with values, adhere to its vision, and act on decisions to achieve equitable
outcomes. Each Councilmember strives to ensure our behaviors meet high ethical
standards, our interactions with our constituents are respectful, our engagement seeks
to listen to diverse perspectives, our processes and decisions are transparent, and our
policymaking utilizes an equity lens.
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VALUES
Complying with laws, policies,
and rules (e.g. the gift law)
Fostering ethical behavior
among your elected peers and
city staff
Avoiding conflicts of interest
Demonstrating a commitment
to democracy and fair process
Integrity and Ethics
Examples of integrity and ethics as
an elected official include: Being an effective listener
Maintaining composure in crisis
or other highly charged situations
Using different communication
tools to engage stakeholders in
the community
Modeling good social media use
Communicating reliable
information; not misleading the
public
Seeking out and listening to
broad perspectives
Communication
Examples of communication as an
elected official include:
Building relationships with
different community leaders,
including those representing
underserved or
underrepresented groups
Modeling civility
Welcoming diversity in
viewpoints and opinion
Modeling good social media
use
Community Engagement
Examples of community
engagement as an elected official
include:
Taking action to demonstrate a
commitment to inclusion and
equity in your city
Reviewing policies for fair and
equitable outcomes
Building an inclusive workforce
that represents the community
Ensuring city services are
accessible and welcoming to all
community members
Intentionally seeking authentic
input into city policies from a wide
range of voices and backgrounds
Equity and Inclusion
Examples of equity and inclusion as
an elected official include:
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VISION
Listening to and considering a
variety of perspectives in order to
make decisions
Ability to develop long-term plans
Encouraging creativity of ideas
Building trust and consensus;
investing in relationships and
understanding of core values
Strategic Planning and Decision
Making
Examples of Strategic Planning and
Decision Making as an elected official
include:Listening to diverse
perspectives and building
consensus
Energizing a group for taking
action
Identifying priorities
Harnessing relationships to
bring about positive results.
Seeing the big picture
Policymaking
Examples of policymaking as an
elected official include:
Following open and transparent public process with decision-making
Fairness in application of ordinances and policies
Upholding the values of the city and acting as a role model for integrity
Managing Risk
Examples of managing risk as an elected official include:
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ACTION
Following Robert’s Rules of Order
Modeling collaboration and cooperation
Engaging stakeholders in productive discussions
Meeting Facilitation
Examples of meeting facilitation as an elected official include:
Creating an environment in which
financial transparency is valued
Analyzing trends that will affect the
budget
Being a good steward of the
public’s resources
Preparing your city to meet future
needs
Financial Literacy
Examples of financial literacy as an
elected official include:
Investing in employee’s professional
development and encouraging a
growth mindset
Helping employees see how their roles
and responsibilities connect to the
city’s overall mission
Modeling the values of the city
Implementing succession planning
Personnel Management
Examples of personnel management as an
elected official include:
Driving
Diversity &
Inclusion
Racial
Equity
Toolkit
Government
Alliance on Race &
Equity (GARE)
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SERVANT LEADERSHIP RESOURCES
Official
Conflict of
Interest Memo
Minnesota
Mayors
Handbook
Resources for
Newly Elected City
Officials
City of St.
Anthony
Strategic Plan
5 Ways
Cities Can
Use Data
Meetings of
City Councils
Memo
FOR MORE INFORMATION,
CONTACT:
CHARLIE YUNKER
CITY MANAGER
CITY OF ST. ANTHONY VILLAGE
612-782-3315
CHARLIE.YUNKER@SAVMN.COM
WWW.SAVMN.COM