HomeMy WebLinkAbout2020-2021 Annual Budget2020-2021
Budget
City Of Edina, Minnesota
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
2 CITY OF EDINA, MINNESOTA
2020 Edina City Council
Mayor James Hovland
Council Member Mary Brindle
Council Member Mike Fischer
Council Member Kevin Staunton
Council Member Ron Anderson
City of Edina Staff
City Manager Scott Neal
Assistant City Manager Lisa Schaefer
Finance Director Don Uram
Assistant Finance Director Kyle Sawyer
Financial Analyst Andrea Rich
Contributing Staff
2018-20 City Management Fellow Casey Casella
3 CITY OF EDINA, MINNESOTA
4 CITY OF EDINA, MINNESOTA
TABLE OF CONTENTS
I. INTRODUCTION City Manager’s Message 6
Budget In Brief 7
Community Background 18
Organizational Highlights 19
Organizational Performance 21
Economic Outlook 35
Budget Process 38
II. EXECUTIVE SUMMARY 2020-2021 Overview 42
Property Tax Levies 43
Consolidated Budget Summaries 44
Combined Budget Summary 45
City of Edina Employees 49
Revenue 51
Capital Improvements 54
Debt Service 58
III. FUND LEVEL FINANCIAL SCHEDULES Fund Descriptions 62
2018 Actual Financial Results by Fund 65
2019 Budget by Fund 67
2020 Budget by Fund 69
2021 Budget by Fund 72
Transfers 75
Projected Changes in Fund Balance—All Funds 77
IV. DEPARTMENTS Administration 82
Communications & Technology Services 93
Human Resources 101
Finance 104
Public Works 116
Engineering 127
Police 138
Fire 148
Parks & Recreation 156
Community Development 184
V. COMMUNITY PROFILE 193
VI. APPENDIX 201
VII. GLOSSARY 207
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Introduction
6 CITY OF EDINA, MINNESOTA
City Manager’s Message
I am pleased to present you the 2020-2021 biennial budget for the City of Edina. This budget
is the culmination of hundreds of hours of work by City employees, advisory commissioners
and City Council Members. By allocating public financial resources in specific directions, the
2020-2021 City Budget is an important policy statement for the City.
The budget is built on the priorities of our City Council, which is based on their interactions
with Edina’s residents, business owners and taxpayers. The City Council’s priorities drive the
City staff’s production of work plans designed to accomplish the City Council’s policy
priorities. The staff also create fiscal projections for the work plans, which eventually become
our 2020-2021 City Budget.
The work plans that drive the 2020-2021 City Budget describe a vibrant city that is growing
and changing. Among other ways, the budget reflects that community growth and change by
increasing our staffing levels in our Police and Fire Departments and increasing our
investments in sustainability and diversity & inclusion services and programming.
Scott H. Neal, City Manager
Edina is poised for a bright future. The 2020-
2021 Budget and work plans will help us get
there. We will continue to do our best to lead
and follow in a manner that is responsive to
our residents and elected officials on our City
Council, all with the goal of sustaining a high
quality of life for Edina residents.
Edina City Hall
OVERVIEW
The City of Edina has a consolidated budget of $135 million
for 2020 which is made up general government (Governmental
Funds), business-type operations (Enterprise Funds) and shared
expenses (Internal Service Funds).
“Reflecting on the Seasons” by Kayla Maring
2
Enterprise Funds include:
Aquatic Center
Art Center
Braemar Golf Course & Dome
Braemar Arena
Braemar Field
Centennial Lakes Park
Edinborough Park
Liquor stores
Water, Storm, Sewer
The General Fund houses the following departments and services:
Assessing
Building Inspections
City Manager & Administration
Communications & Technology
Economic Development
Engineering
Finance
Planning
Fire
Health & Recycling
Housing
Human Resources
Parks & Recreation
Police
Public Works
Race & Equity
Sustainability
Utility Billing
Internal Service Funds
represent shared costs that
are allocated to the various
departments and enterprises.
The City of Edina has four on-going budget goals.
These goals guide the budget making process:
Maintain physical assets and
infrastructure
Maintain service levels that best
meet community needs
Plan for connected and sustainable
development
Foster an inclusive and engaged
community
The Budget in Brief provides a summary of the
2020 Budget. Photos are selections from the
2019 Images of Edina photo contest.
CITY OF EDINA, MINNESOTA7
Budget in
BriefThe Budget in Brief provides a summary of the
2020 Budget. Photos are selections from the
2019 Images of Edina photo contest.
CITY OF EDINA
PROPERTY TAXES
The City property tax levy includes levies for the General
Fund, Debt Service Fund, Construction Fund, and the Housing
and Redevelopment Authority (HRA) Fund. The total tax levy
for the 2020 budget is $39.7 million. This represents a 5.95%
increase over 2019. On the median-valued home of $548,500,
the effect will be a monthly increase of about $7 or annual
increase of $87 for a new total of $1,561.
“Basketball at Cornelia Field Day” by Molly Andresen
Past Levy Increases & Drivers
Year Increase
2017 6.36%
•Weber Woods
•Comp Plan
•CIP for Streets & Bridges
2018 5.80%
•Increased CIP Levy
•Public Safety Staff
2019 4.60%
•Public Safety Staff
2020 5.95%
•Service Level Changes
2021 5.95%
•Public Safety Staff
•Building Maintenance
3
CITY OF EDINA, MINNESOTA8
BUDGET IN BRIEF
WHERE DO MY
PROPERTY TAXES GO?
The City of Edina receives a portion of total property taxes.
4
Edina Public Schools
$0.39 Hennepin County
$0.32 City of Edina
$0.21
Watershed, Metro Districts
& Other $0.08
“Photos from Home” by Shane McCartney
1 Plymouth $1,051
2 Edina $1,097
3 Eden Prairie $1,264
4 Shoreview $1,314
5 Woodbury $1,323
6 Maple Grove $1,391
7 Minnetonka $1,394
8 Shakopee $1,394
9 Eagan $1,405
10 Lakeville $1,420
11 Apple Valley $1,579
12 Bloomington $1,658
13 Burnsville $1,739
14 Savage $1,774
15 Maplewood $1,782
16 St. Louis Park $1,849
17 Golden Valley $2,145
18 Richfield $2,183
19 Minneapolis $2,286
20 Hopkins $2,859
2019 City taxes on a $400,000 house:
City Property Tax
Comparison to Other Cities
Source: Hennepin County
CITY OF EDINA, MINNESOTA9
BUDGET IN BRIEF
WHAT WILL MY CITY
TAXES PAY FOR?
The next pages go into detail about the General Fund and
Capital Outlay & Debt Service, as well as the Housing &
Redevelopment Authority Fund.
General Fund
81%
Capital Outlay & Debt Service
19%
5
Parks & Recreation – Administration and maintenance of the entire parks
system including 44 parks and open spaces that total 1,563 acres of property,
including park enterprise facilities. The department coordinates park maintenance,
adaptive recreation, adult and youth recreation, and works with 14 athletic
associations, the Edina Garden Council and the Edina Historical Society.
Public Works – Responsibility for the City’s public buildings, roadways, water infrastructure, sanitary and storm sewer systems, and maintenance of vehicles and
equipment such as automobiles, mowers, snowplows, fire trucks, etc.
General Government – Assessing, Building Inspections, City Administration,
Communications & Technology, Economic Development, Finance, Planning, Human
Resources, Race & Equity, and Sustainability.
Public Safety – Police, fire and ambulance services.
Capital Outlay & Debt Service – Fixed asset purchases in the General
Fund as well as principal and interest payments for debt funded through the tax
levy (e.g., new City Hall building).
“Taking Flight” by Lisa Rose
CITY OF EDINA, MINNESOTA10
BUDGET IN BRIEF
6
The General Fund provides financing for the wide range of
services provided by the City, including funding for Parks, Police,
Fire, Engineering and Public Works.
Charges for services – includes ambulance fees,
park program registration fees, etc.
Licenses and permits – includes building permits,
liquor licenses, food establishment licenses, etc.
Federal/State Aid – grants and programs. New
to 2020-21 is the Staffing for Adequate Fire and
Emergency Response (SAFER) grant.
Fines and forfeitures – court fines
Franchise fees and other taxes – franchise
fees and lodging tax. Franchise fees are collected by
gas, electric and cable companies and remitted to the
City to fund pedestrian and cyclist improvements;
conservation and sustainability initiatives; and
government, education and public access channels.
General Fund Revenue
“Fall Meets Winter” by Kayla Maring
CITY OF EDINA, MINNESOTA11
BUDGET IN BRIEF
“The Night Before the Parade” by Kim Ritten
7
General Fund Expenses
The largest expense of the General Fund is salary and benefits
for staff operating and supporting the City services. The City’s
total General Fund budget for 2020 is $46.9 million.
Significant initiatives in the 2020-2021
budget include:
Six new firefighter/paramedic positions,
substantially covered by the federal
SAFER grant for the next three years,
to maintain adequate response times
and continue to provide high-quality
service.
Implementation of rental housing
license and inspection program. Three
positions have been added to the 2020
budget to support this program.
A police officer position in each 2020
and 2021 to respond to increased
demand for public safety response while
maintaining a high level of public safety
response.
New facility staff positions in 2020 and
2021 to better manage approximately
80 buildings/facilities with an estimated
market value of $170 million.
Competitive employee compensation
and benefits to attract and retain a
skilled and high-performing workforce.
2020 Budget
CITY OF EDINA, MINNESOTA12
BUDGET IN BRIEF
“Morning Rays–Edina” by Venkateshkumar Murugesan
8
The Construction Fund houses the equipment replacement
program (e.g., fire trucks, etc.) and capital projects associated
with the General Fund departments. Projects included in the
2019-2023 CIP and funded by the Construction Fund include
the Arden Park restoration project and shelter building, salt
storage facility, anti-icing and de-icing equipment, fire station
improvements, and police body-worn cameras.
The 2019-2023 Capital Improvement Plan identified $143 million
in funded projects for the five-year period of which debt is
projected to account for approximately $70 million.
The Debt Service Fund is used to pay for principal and interest
payments on debt funded by the tax levy. Other debt is funded
through enterprise revenues. The below chart represents
principal and interest payments on existing debt and projected
future debt.
Capital Outlay & Debt Service
Major capital projects funded through
tax levy debt include:
• City Hall
• Braemar Field and Backyard Rink
• Public Works & Park Maintenance
Facility
•Gymnasiums
• Fire Station 1
Major capital projects funded by the
Enterprise Funds include:
•Water/storm/sewer improvements
•Aquatic Center
• Braemar Golf Course and Golf
Dome
The future debt includes the new water
treatment facility and annual utility
infrastructure needs from the 2019-2023
Capital Improvement Plan.
To more predictably fund future capital projects, the property
tax levies for past community improvement projects will be
repurposed to a capital improvement fund levy as the existing
debt service levies expire. The debt service levy will decrease,
and the capital improvement plan levy will increase, for a net zero
impact to the total tax levy. These funds will be used specifically
for those projects needed and desired by our community.
New in 2020
CITY OF EDINA, MINNESOTA13
BUDGET IN BRIEF
“Fastpitch Softball Victory Huddle” by Molly Andresen
9
The City is subject to a statutory limitation by the State of
Minnesota for bonded indebtedness payable principally from
property taxes.
While the state statute allows a legal debt limit of 3% of market
value, the below provides a comparison to other Minnesota cities
of debt margin percentage (net applicable debt/legal debt limit
or percentage is use of total available). Edina has a strong market
value and a mid-range percent usage of total allowable debt.
Capital Outlay & Debt Service
CITY OF EDINA, MINNESOTA14
BUDGET IN BRIEF
Housing & Redevelopment
Authority Fund
10
“Twin Beards” by Britny Aklik
In 1974, the Edina City Council passed a resolution declaring a
need for a Housing and Redevelopment Authority in the City.
Reasons stated included:
• The existence of substandard or blighted areas which
cannot be redeveloped without the assistance of
government;
• Lack of adequate housing accommodations for veterans and
servicemen and their families; and,
• A shortage of decent, safe and sanitary dwelling
accommodations available to persons of lower income and
their families at rentals they can afford.
Since then, the City’s HRA has been involved in several large-scale
renewal projects including the 50th and France business district
and the Southdale Mall shopping area. For Southdale, market
value within that area since 2012 has increased from $481 million
to $835 million, a 73% increase. The HRA has also been active in
affordable housing. Some recent accomplishments include:
• Creation of an Affordable Housing Trust Fund.
• Passage of a local Fair Housing Policy.
• Approval and Implementation of a Rental Licensure
program serving to protect the most vulnerable residents
who face housing insecurity.
• Completion and/or approval of 323 affordable housing
rental units.
CITY OF EDINA, MINNESOTA15
BUDGET IN BRIEF
“Bus on Wooddale” by Nancy Fergesen
11
ENTERPRISE FUNDS
The activities presented as enterprise funds show user fees
collected and associated operating costs of running the activities.
Did you know?
Braemar Golf Dome is now equipped with Toptracer Range
technology, offering a fun, engaging, tech-driven experience
that appeals to seasoned players, range rivals, friends, family
members, and even first-time golfers.
CITY OF EDINA, MINNESOTA16
BUDGET IN BRIEF
“Cold Snowy Spring--Hot Housing Market” by Tracy Mooty
12
ENTERPRISE FUNDS
The Liquor Fund accounts for
the operations of the three
City-owned liquor stores.
Liquor profit is budgeted at
$1.3 million for 2020 and 2021.
The Liquor Fund also provides
transfers to other funds to
help subsidize their operations.
The total planned transfer from
the Liquor Fund for 2020-2021
is $850,000 each year.
The Utilities Fund is used
to account for the use and
operation of the City’s water,
sewer, stormwater and
recycling systems. Fee levels
are set to cover operating
expenses as well as capital
project costs.
CITY OF EDINA, MINNESOTA17
BUDGET IN BRIEF
18 CITY OF EDINA, MINNESOTA
Edina began as a small farming and milling community settled by Irish and Scottish families in the mid 1800s near
Minnehaha Creek. At that time, the area was part of Richfield Township, but in 1888, the residents voted to separate
from Richfield Township and incorporate as the Village of Edina.
The City is now a fully developed first-ring suburb of Minneapolis. The City occupies a land area of 16 square miles and
serves a population of just over 50,000 residents. Currently, 98 percent of the City is developed. Its first major period
of growth occurred in the 1950s as residents and businesses looked to move into suburban neighborhoods. The late
1960s and early 1970s were another significant period of growth. Today, the City is in a period of “redevelopment” as
aging structures (both commercial and residential) are being replaced with newer structures that better suit the needs
of today’s businesses and residents. Approximately 59 percent of Edina’s land area is attributed to developed
residential neighborhoods, 12 percent to commercial/industrial uses, 16 percent parks and open space with the
remainder used for local, county and state roadways.
Many major highways run through or are close to Edina, making it readily accessible to all within the Minneapolis
metropolitan area. Edina is a short, 15-minute drive from the Minneapolis-St. Paul International Airport.
The City provides a full range of public services, including police and fire protection; ambulance service; construction
and maintenance of highways, streets, and other infrastructure; water and sewer services; and recreational and cultural
activities and events.
Community
Background
19 CITY OF EDINA, MINNESOTA
The City of Edina operates under the Council-Manager form of government. Policy-making and legislative authority are vested
in a City Council (Council) consisting of the Mayor and four other members, all elected on a non-partisan basis. The Council is
responsible, among other things, for adopting the budget, approving ordinances, appointing committees and hiring the City
Manager. Council Members serve four-year terms, with two Council members elected every two years. The Mayor also
serves a four-year term. The Mayor and Council are elected at large.
The City Manager is responsible for carrying out the policies and ordinances of the Council and for overseeing the day-to-day
operations of the city government. Edina is organized into six “operating” departments and four “supporting” departments.
The primary function of operating departments is to provide direct services to the public. The primary function of supporting
departments is to manage City-wide initiatives, coordinate resources across departments, and help departments meet their
service-goals in alignment with organizational strategy.
Organizational
Highlights
20 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL HIGHLIGHTS
The City of Edina has had several notable financial achievements over the last two years. Independent bond-rating
agencies Standard & Poor's and Moody's Investors Service affirmed their high bond ratings of Edina in the spring of
2019. Edina is one of just a few communities in Minnesota with both "AAA" and "Aaa" ratings. Moody's Investors
Service in 2000 gave the City of Edina its highest rating, Aaa. In 2003, Standard & Poor's upgraded Edina's general
obligation bond rating to AAA, the company's highest rating.
The ratings reflect the agencies' view of the City's:
Participation in the Minneapolis-St. Paul metropolitan area economy and role as a first-ring suburb in the
prosperous Twin Cities western suburbs.
Continued strong financial performance with very strong fund balance levels on a dollar and percent of
expenditure basis.
Evidence of continued strong management practices.
Strong budgetary flexibility, with a high percentage of available fund balance compared to operating
expenditures.
The high bond rating helps to ensure that future Edina debt will be issued with the lowest possible interest expense
and cost to the taxpayer.
Centennial Lakes Park
21 CITY OF EDINA, MINNESOTA
In the City of Edina, the operating budget is part of a comprehensive approach to performance management. The
principles of this performance system are outlined below:
PERFORMANCE SYSTEM PRINCIPLES
Systemic
Strategic objectives play an integral role in leadership decision-making, organization
planning and resource allocation.
Reflects Community
Goals
Community input is gathered to determine desired community goals and outcomes.
These goals are captured in a strategic plan that serves as the anchor for the
performance management system.
Aligned at All Levels
The City’s departmental plans/programs reflect community goals. Departments work
cooperatively across functional lines to achieve key outcomes. Employees understand
how their work ties to City’s mission, vision and strategy.
Outcome-Based
Success is measured through performance measures that tie as closely as possible to
customer outcomes. Performance data becomes an important factor in future planning.
Drives Budget
Resources are allocated according to strategic priorities. Successful programs, as
determined through performance measures, receive more resources.
Organizational
Performance
Edina has three critical sources of strategic guidance used to inform the creation of a two-year city-wide Budget Work
Plan and operating budget: Vision Edina, the Comprehensive Plan, and the Capital Improvement Plan.
22 CITY OF EDINA, MINNESOTA
VISION EDINA
Vision Edina is a long-term strategic framework that helps our community understand and guide the important decision
-making that will impact Edina’s future. Vision Edina was developed through a broad-based and inclusive community
visioning process conducted in 2014. This framework lays out the City’s vision and mission.
Vision: Edina holds a well-earned reputation as a city of choice. It is the model of a successful, mature, and
progressive urban community, that strives to lead in a modern and evolving world. We maintain our heritage and
attractiveness, and afford our residents the highest quality of life, while actively embracing the future. The features that
define our future community include:
Inclusive and Connected • Built-to-Scale Development • Sustainable Environment
Community of Learning • Future-Oriented
Mission: To provide effective and valued public services, maintain a sound public infrastructure, offer premier public
facilities and guide the development and redevelopment of lands, all in a manner that sustains and improves the health
and uncommonly high quality of life enjoyed by our residents and businesses.
ORGANIZATIONAL PERFORMANCE
COMPREHENSIVE PLAN
The Comprehensive Plan is meant to provide Edina with an outline for future development. Edina’s Comprehensive
Plan includes chapters on land use, transportation, wastewater, water supply, storm water management, housing and
parks and recreation. The Metropolitan Council requires every city in the seven-county metro area to have such a
plan and State law requires that it be updated every 10 years. Edina updated its Comprehensive Plan in 2018 and
2019. The process, established by the Edina City Council, included regular work sessions by the Planning
Commission Comp Plan Task Force, large-group public meetings, smaller community meetings in specific areas of the
city, listening sessions, intergenerational dialogue with residents and other stakeholders, as well as opportunity for
comment on the city’s website.
CAPITAL IMPROVEMENT PLAN
In addition to pursuing the strategic focus areas outlined in Vision Edina, the City plans for more routine capital
maintenance and improvements by preparing a capital improvement plan (CIP). The CIP represents a framework for
planning the preservation and expansion of infrastructure, facilities, equipment and technology while at the same time
advancing towards our long-term vision. The CIP is the first step towards estimating the schedule, cost and sources of
revenues to pay for high priority projects. More information regarding the City’s CIP can be found on page 54.
23 CITY OF EDINA, MINNESOTA
WORK PLAN IMPLEMENTATION ORGANIZATIONAL PERFORMANCE
OTHER CITY WORK PLANS
Once approved, the two-year Budget Work Plan drives several other Work Plan at the implementation level.
24 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET WORK PLAN
The City Council and staff develop a two-year Budget Work Plan to coincide with the operating budget. The
process begins with identifying the goals, objectives, and actions that will put the City in the best position to achieve
the outcomes identified in the City’s strategic plans.
Once approved, the two-year Budget Work Plan drives several other Work Plans at the implementation level.
Budget Work Plan Definitions
Budget Goals are the broad outcomes to be achieved by the two-year budget. Goals stay consistent from year
to year.
Budget Objectives are the measurable results to be achieved during this budget to make progress on the
Budget Goal.
Strategies/Actions are the specific methods to be used or projects to be completed during the budget to meet
the objectives.
25 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOALS
The City of Edina has four on-going budget goals:
1.Maintain Physical Assets & Infrastructure
2.Maintain Service Levels that Best Meet the Needs of the Community
3.Plan for Connected & Sustainable Development
4.Foster Inclusive and Engaged Community
These four goals guide the budget making process, including the budget work plan.
26 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 1:
MAINTAIN PHYSICAL ASSETS &
INFRASTRUCTURE
It is crucial to maintain City infrastructure including streets, facilities, buildings, equipment and public
spaces. Deferred maintenance can lead to costly unplanned repairs and replacements with decisions
based on short-term implementation costs vs. long-term maintenance costs. Properly maintained
facilities, streets, water main, sanitary sewer and storm sewer systems provide reliable and efficient operations
while lessening the City’s carbon footprint.
Ongoing Objectives
•Incorporate financial, societal and environmental costs into decision-making processes.
•Incorporate lifecycle and maintenance costs and climate adaptation design practices to allow more informed
decision making.
•Provide funding to maintain and replace City facilities, assets and equipment in a manner that avoids deferred
maintenance, prevents emergency repair and replaces assets at the most cost-effective time.
•Manage the City’s facilities, operations, equipment and capital investments in a manner that increases energy
efficiency, reduces the City’s carbon footprint and GHG emissions and meets sustainability goals.
•Design and build for resiliency in the infrastructure that reduces flooded structures, improves water quality
(drinking and surface) and increases filtered drinking water production.
27 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 1:
MAINTAIN PHYSICAL ASSETS &
INFRASTRUCTURE
2020-2021 Budget Objectives
•As debt levies expire, increase the CIP Levy to establish reliable funding for ongoing building maintenance,
replacement and capital improvements.
•Capture the Southdale TIF tax capacity for 2022 CIP.
•Reduce the total electricity GHG emissions by 5 percent, 893,000 kWh each year, of City operations through
implementation of energy management plans, ongoing facility maintenance, capital improvements and
operational behavior change.
•Implement Green Fleet Policy recommendations to meet goal of 30 percent emission reduction mpg and gas
usage by 2025.
•Improve security and safety in City facilities for public and staff.
28 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 1:
MAINTAIN PHYSICAL ASSETS &
INFRASTRUCTURE
2020-2021 Strategy/Action
•Approve architectural option and complete construction of Water Plant #5.
•Create a green building policy for City facilities incorporating sustainability principles into evaluation, design
and construction of City capital projects.
•Determine interim park and recreational uses of Fred Richards Park. Update cost plan estimate prior to CIP
process.
•Identify funding source and timeline for implementation for Braemar Park Master Plan. Prioritize master plan
components for future implementation. Ensure that master plan costing is updated prior to CIP process.
•Consider options for using alternative funding methods for park improvements and determine next steps.
•Develop a master plan for addressing City Hall deferred maintenance, energy efficiency, security and service
needs in a cost-effective manner.
•Implement decision regarding street assessment financing and transition plan, if applicable. If local option sales
tax is selected, seek State legislative approval to request that voters approve a local option sales tax for
regional park improvements and MSA street improvements.
•Approve a water quality strategy for Lake Cornelia.
•Upgrade the communication equipment (SCADA) that monitors and ensures delivery of safe potable water
and improve our ability to have a reliable storm and sanitary sewer system.
•Develop and begin implementation of the street lighting system and maintenance plan that balances
sustainability, public safety, and quality of life goals, including increasing energy efficiency, ensuring safely lit
community, and minimizing light pollution.
•Prepare for possible conversion of Centennial Lakes from Enterprise fund to General fund in 2022-23 budget
cycle.
29 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 2:
MAINTAIN SERVICE LEVELS THAT BEST
MEET THE NEEDS OF THE COMMUNITY
The City delivers a variety of services, including police and fire response, water and sewer, snow plowing
and building inspections, that are essential for the safety and wellbeing of those who live, work or visit
Edina. In addition, amenities and services including recreation facilities, parks and programs contribute to
the overall quality of life within the community. To deliver reliable service, the City needs to recruit and retain a
strong workforce that has the resources and technology needed to effectively and efficiently perform their work.
Ongoing Objectives
•Comply with legal and safety standards.
•Maintain adequate response times.
•Provide high-quality services in an efficient manner that demonstrates respect for the public.
•Promote an engaging and respectful work culture that values employee quality of life and work/life balance.
•Provide competitive employee compensation and benefits to attract and retain a skilled and high-performing work-
force.
•Provide staffing, tools, equipment, resources and training to meet expectations for service delivery.
•Utilize effective technology to easily maintain and locate data for the public, reduce risk and provide better data
for informed decision-making by elected officials and staff.
•Ensure that limited resources (money, equipment and time) are deployed in an equitable manner.
30 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 2:
MAINTAIN SERVICE LEVELS THAT BEST
MEET THE NEEDS OF THE COMMUNITY
2020-2021 Budget Objectives
•Increase integration of disparate City data systems, (e.g., Financial, Human Resources and Geographic Information
Systems) for better decision-making and easier access.
•Maintain adequate work-life balance for employees with an increased focus on employee quality of life, stress
management, physical and mental well-being.
•Provide adjustments to employee compensation to maintain position with market.
•Provide benefit increases to and design changes to maintain affordability.
2020-2021 Strategy/Action
•Implement Enterprise Resource Planning (ERP) System.
•Determine long-term plan for future of Art Center.
•Implement rental housing license and inspection program.
•Implement Police-Worn body cameras.
•Replace Public Safety Computer-aided Dispatch (CAD) and Record Management System (RMS).
•Make a decision and determine a finance method and plan for relocating or expanding Fire Station 2 in order to
accommodate 24-hour operations with one fire apparatus, two ambulances and support vehicle.
•Determine finance method and plan for Fire Station 3 in the northeast quadrant of the city. This station would
be of such size to accommodate 24-hour operations with one fire engine, ambulance and support vehicle.
•Conduct first Presidential primary under new State legislation.
•Develop long-term plan for elections absentee voting and storage.
31 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 3:
PLAN FOR CONNECTED & SUSTAINABLE
DEVELOPMENT
Redevelopment and renewal of commercial and residential real estate is essential to the vibrancy of the
community. Redevelopment will play an integral part of providing an inclusive, high quality of life the Edina
community expects. It is important to ensure plans and policies are relevant today and flexible for
tomorrow. Incorporating sustainability principles and standards during redevelopment with the goal of reducing the
community’s carbon footprint will be critical to human health and safety. Creating sustainable redevelopment requires
forward thinking and preparing for the future.
Ongoing Objectives
•Determine, track and meet sustainability goals for metrics such as energy and waste.
•Connect neighborhoods, businesses and open spaces.
•Support the continued high quality of life offered to residents and those who work in Edina.
•Promote affordable lifecycle housing.
•Demonstrate resiliency to changing climate and future community needs.
Braemar Golf Course
32 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 3:
PLAN FOR CONNECTED & SUSTAINABLE
DEVELOPMENT
2020-2021 Budget Objectives
•Continue installation of sidewalks and shared-use paths.
•Launch residential curbside organics and recycling.
•Create affordable/workforce housing (1,220 units by 2030).
2020-2021 Strategy/Action
•Continue development and implement a strategy to create affordable housing units with revenue from the
Affordable Housing Policy and from Southdale II TIF District special authority.
•Create and implement a green building policy to incent sustainable building and operational practices for new
development and redevelopment.
•Develop waste reduction goals and implementation plan for residential organics recycling for April 2020 launch.
•Implement Energy Benchmarking ordinance.
•Decide on future of redevelopment of the former Public Works site in the Grandview area.
•Develop a Climate Action Plan for the City.
•Complete study of expanding public parking at 44th & France. Explore a strategy to create district parking in the
44th & France Area per the 44th & France Small Area Plan, including parameters that balance current
transportation needs and sustainability goals.
•Develop a Travel Demand Management Policy.
•Prepare a District Plan for the Cahill Industrial Park.
•Work with Edina School District to develop a Safe Routes to School program.
33 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 4:
FOSTER AN INCLUSIVE & ENGAGED COMMUNITY
It is important that the City helps to foster a community that is welcoming and inclusive to all who live,
work and spend time in Edina. The City wants to ensure that it works for all of the community. Efforts
to engage the community will utilize multiple platforms, be informative, transparent, responsive and
involve volunteers and City Commissions.
Ongoing Objectives
•Ensure City policies and practices do not have disparate impacts based on race, color, national origin, creed,
religion, age, sex, sexual orientation, gender expression, familial status or disability.
•Conduct clear and meaningful community engagement where:
•The decision to be made and decision-making process is clearly defined.
•Individuals understand how and when they can participate.
•The City communicates what feedback is used and why.
•Inclusive engagement methods provide a variety of ways for the public to participate in the decision-
making process and ensure all voices are heard.
•Residents are satisfied with the process, even if they disagree with the outcome.
Race and Equity Task Force 2018
34 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET ORGANIZATIONAL PERFORMANCE
BUDGET GOAL 4:
FOSTER AN INCLUSIVE & ENGAGED COMMUNITY
2020-2021 Strategy/Action
•Continue implementation of Racial Equity Implementation Plan and provide quarterly reports to City Council and
Human Rights and Relations Commission (HRRC).
•Continue to evaluate and further refine community engagement standards and protocols based on IAP2 model.
•Develop measurable city-wide/department racial equity goals and incorporate racial equity tools and resources into
decision-making processes.
•Strengthen leadership and support for city-wide racial equity work, including providing additional training, tools and
resources to embed an equity framework to City processes, services and decisions. This strategy will build upon all
employee and leadership training conducted in 2018-2019.
•Develop and implement racial equity leadership training, resources and support for City Council.
•Conduct advanced racial equity training for staff leadership and foundational training for all employees.
•Incorporate employee-selected racial equity competency in performance reviews.
•Develop and implement a plan to increase diversity of boards and commissions members.
2020-2021 Budget Objectives
•Increase participation in Better Together Edina online
engagement website.
•Implement racial equity measures to provide
accountability of work.
•Strengthen leadership and support for city-wide racial
equity work.
•Better leverage Boards and Commissions.
•Reduce barriers to public participation.
•Increase diversity of boards, commissions, task forces
and staff.
Mayor at Night to Unite Celebration
35 CITY OF EDINA, MINNESOTA
The City of Edina currently enjoys a favorable economic environment and local indicators point to continued stability.
The region, noted for strong retail and professional sectors, has enjoyed considerable redevelopment in recent years.
The City employment base is populated with a healthy combination of retail, professional and light industrial businesses.
The City does not rely solely on a single sector of employment and is able to weather fluctuations in national and
international economic changes better than most municipalities.
Major industries with headquarters or divisions within Edina include M Health Fairview Southdale Hospital, Southdale
Center and Galleria regional malls, BI Worldwide, Lund Food Holdings and Edina Realty. Edina’s robust business
community is based in three primary nodes: 50th & France, Greater Southdale and a professional/industrial district
adjacent to Highway 100. Numerous employers in the medical, retail, service, manufacturing and distribution industries
are located in Edina. Edina is home to approximately 50,000 jobs that are expected to remain stable over the coming
years.
The City contains at least 2.5 million square feet of retail space plus an amount more than twice that of general
commercial and industrial space.
As seen above, the Minnesota Department of Employment and Economic Development estimates that Edina’s
unemployment rates are consistently lower than comparable state and national rates. Edina’s unemployment rate has
remained under 4% since mid-2013 (not seasonally adjusted).
Economic
Outlook
0
2
4
6
8
10
12
Apr-10Oct-10Apr-11Oct-11Apr-12Oct-12Apr-13Oct-13Apr-14Oct-14Apr-15Oct-15Apr-16Oct-16Apr-17Oct-17Apr-18Oct-18Apr-19Oct-19Unemployment Rates
Edina unemployment MN unemployment US unemployment
36 CITY OF EDINA, MINNESOTA
ECONOMIC OUTLOOK
In addition to commercial and industrial redevelopment, the City of Edina continues to remain relevant and desirable to
current and new residents. Edina has long been known for its residential housing stock, attractive neighborhoods and
high quality of life. Although the emphasis has changed over the years from exclusively single-family housing to a more
balanced mix of single and multi-family housing types, the City’s concern for overall quality in residential development
remains a top priority. The below chart shows the number of inspections and the related permit valuation:
Property values in Edina were more
stable than much of the rest of the
state and country during the past
several years. While the total
market value and tax capacity began
to fall around 2009, the declines
were more moderate compared to
some other communities. Beginning
in 2013, the values trend in the other
direction, with continued increases
estimated through 2020 according to
the preliminary tax capacity reports
from Hennepin County.
“Venerable Edina in Venerable April” By Burton Hanson
-
2
4
6
8
10
12
14
-
50
100
150
200
250
300
350
400
2008 09 10 11 12 13 14 15 16 17 2018 2019 # of Bldg Inspections (000's)Permit Valuation (millions)Commercial Property Single Family Residence Multi Family Residence # of Blding Inspections
37 CITY OF EDINA, MINNESOTA
Tax capacity is a unique property taxing system that is equivalent to multiplying the taxable market value of a property
by its relevant class rate. The local tax rate of a taxing jurisdiction is determined by dividing the jurisdiction’s levy by
the jurisdiction’s taxable net tax capacity. Rates often move in the opposite direction of tax capacity as shown in the
chart above. Edina’s tax capacity rate is the lowest among our geographical neighboring communities.
The City’s tax capacity has grown in recent years and is expected to see continued growth in the coming years. The
net tax capacity for the City of Edina grew by 5.9% from 2018 to 2019 and 4.2% from 2019 to 2020 after adjusting for
tax–increment valuation and fiscal disparities contribution and distribution. The estimated market value of the City of
Edina increased by 6.1% and 4.3% during the same time periods, from $11.7B in 2018 to $12.9B in 2020. This growth
in estimated market value and the tax capacity of Edina can be primarily attributed to redevelopment activities taking
place in the Southdale area as well as redevelopment occurring in residential neighborhoods.
A significant source of revenue for the City of Edina directly related to economic conditions is the receipt of licenses
and permits from builders and developers of residential and commercial buildings. The City has budgeted
conservatively in recent years due to the volatile nature of the revenue source. Since 2015, the City has budgeted an
average of $4.5 million annually for license and permit revenue. Actual revenue has increased 7% annually on average
since 2015. The City has budgeted an increase of 7% for 2020. City staff will closely monitor construction activity in
order to adjust the estimated revenue from licenses and permits in future years.
One other area of concern for the City is the cost of insurance. Like most private businesses and employers, the City
buys many types of insurance; including property, auto, liability, worker’s compensation, and health insurance. Like
energy, insurance cost is a significant factor in the City’s budget and pricing has also been volatile over the past several
years. The City periodically surveys the market for the different types of insurance bought to ensure the rates paid are
competitive for the coverage and services expected. However, in areas like health insurance, every provider is raising
prices and all employers are experiencing similar price pressures. The City mitigates some of the pressure by
purchasing health insurance together with a group of other cities to increase collective purchasing power. Also, the
City of Edina shares the cost of health insurance with our employees, who sometimes must make contributions to
their monthly premiums, depending on their benefit selections.
ECONOMIC OUTLOOK
20%
22%
24%
26%
28%
30%
$-
$20
$40
$60
$80
$100
$120
$140
$160
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020MillionsTax Capacity & Tax Capacity Rate
Tax capacity Tax capacity rate
38 CITY OF EDINA, MINNESOTA
The City implemented a two-year budget cycle beginning with the 2012-2013 operating budget. The objective is to take
an alternating year approach to the operating budget and Capital Improvement Plan (CIP) processes. While both the
operating budget and CIP will be reviewed every year, the majority of the planning, focus and effort will alternate
between the two.
During odd-numbered years, the City’s focus is on the operating budget. Extra efforts by staff members are dedicated
to examining operating budgets and ensuring that they are sustainable and able to meet the goals of the City. The two-
year operating budget that is created during odd-numbered years will take effect on Jan. 1 of the following even-
numbered year. The CIP is reviewed, but only updated if necessary.
During the spring and summer of 2019, the Finance Department worked with all City departments to create a budget
that was reflective of the goals and priorities that the City Council identified earlier in the year. During these meetings,
input was provided on trends and issues happening within each department and the City overall, especially as they
relate to the operating budgets of each City department.
Budget
Process
During even-numbered years, the City’s focus will be on the
CIP. Extra efforts are dedicated to reviewing the projects in
the CIP and prioritizing them based on information available
at the time. The operating budget is reviewed, but only
updated if necessary. If an amendment is needed to the
budget it is presented to the City Council for approval.
The City Council is required to adopt a final budget no later
than the close of the fiscal year. The annual budget serves as
the foundation for the City’s financial planning and control.
The budget is prepared by fund and by department. The City
is empowered to levy a property tax on both real and
personal property located within its boundaries.
39 CITY OF EDINA, MINNESOTA
BUDGET PROCESS
2020-2021 BUDGET PROCESS TIMELINE
March 14, 2019 Council retreat to develop 2020-2021 City-Wide Work Plan
themes
June 1, 2019 Department Directors finalize 2020-2021 budget requests
July 19, 2019 The City’s Executive Leadership Team (ELT) reviews the 2020-
2021 draft budget
August 7, 2019 Council Work Session to introduce the City Manager’s proposed
2020-2021 City-Wide Work Plan themes and budget scenarios
August 20, 2019 Council work session to review City Manager’s proposed 2020-
2021 budget draft
September 17, 2019 Council adopts a formal resolution to set the 2020 preliminary
levy and budget; according to Minnesota State law, the final levy
can be lower than the preliminary levy, but not higher
December 3, 2019 Public Hearing and option to adopt the 2020 final property tax
and HRA levy at a City Council Meeting
December 17, 2019 Deadline to adopt a formal resolution to adopt the final 2020
budget and property tax levy
Summer/Fall 2020 City Council and staff will work together to develop the 2021-
2025 Capital Improvement Plan (CIP)
Summer/Fall 2020 City Council and staff will work together to make any necessary
changes to the 2021 Budget and Work Plan
December 1, 2020 Public Hearing and option to adopt the 2021 operating budget
and levy at a City Council Meeting
December 15, 2020 Deadline to adopt a formal resolution to adopt the final 2021
budget and property tax levy
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Executive Summary
42 CITY OF EDINA, MINNESOTA
The 2020-2021 budget provides the resources to achieve key results for Edina residents around City Council priorities
and the supporting departmental work plans. The on-going budget goals are:
2020-2021
Overview
Maintain physical assets & infrastructure
Maintain service levels that best meet community needs
Plan for connected & sustainable development
Foster an inclusive and engaged community
The City prepares a two-year budget and strives to provide increased accountability and transparency into City
operations through the budget document itself. This budget is organized both by fund (see section III) and by
department (section IV). The fund level section shows all expenditures by department and type. The departmental
organization gives insight into the types of services and programs that each one delivers and the departmental goals
supporting the City-wide goals.
The 2020-2021 City budget proposal provides funding to continue existing service levels and incorporate the
priorities of City Council, which are based on their interactions with Edina’s residents, business owners and taxpayers.
Many of the 2020-2021 budget objectives will be accomplished with existing resources impacting behavior and
decision changes, while others have a financial budget impact. The primary general fund financial budget impacts for
the 2020-2021 budgets are:
Six new firefighter/paramedic positions, substantially covered by the federal SAFER grant for the next three
years, to maintain adequate response times and continue to provide high-quality services.
Implementation of rental housing license and inspection program.
A police officer position in both 2020 and 2021 to respond to increased demand for public safety response
while maintaining a high level of public safety response.
New facility staff positions in both 2020 and 2021 to better manage the City’s facilities, assets and
equipment.
Competitive employee compensation and benefits to attract and retain a skilled and high-performing work-
force.
In section IV, each department page also includes performance measures that assist in measuring goals and identifying
services and programs that are effective. Many of the performance measures are based on the Quality of Life Survey
that is administered every-other year.
43 CITY OF EDINA, MINNESOTA
PROPERTY TAX LEVIES ANNUAL BUDGET— ALL YEARS
Property
Tax Levies
Budget Budget
2017 2018 2019 2020 2021
General Fund Levies
General Operating Levy 26,860,319$ 28,493,077$ 30,009,121$ 32,021,243$ 33,986,471$
General Fund Subtotal 26,860,319 28,493,077 30,009,121 32,021,243 33,986,471
Increase From Prior Year (%)7.34%6.08%5.32%6.71%6.14%
Arts and Culture Fund Levies
Arts and Culture 20,000 20,000 20,000 20,000 20,000
Arts and Culture Fund Subtotal 20,000 20,000 20,000 20,000 20,000
Increase From Prior Year (%)0.00%0.00%0.00%0.00%0.00%
Debt Service Fund Levies
City Hall Debt Service 946,000 950,000 952,000 952,000 -
Gymnasium Debt Service 388,000 389,000 390,000 391,000 392,000
Fire Station Debt Service 403,000 405,000 406,000 402,000 402,000
Public Works Facility Debt Service 1,696,000 1,667,000 1,695,000 1,688,000 1,695,000
Sports Dome 1,162,500 1,168,700 1,168,900 1,163,300 1,162,400
Debt Service Fund Subtotal 4,595,500 4,579,700 4,611,900 4,596,300 3,651,400
Increase From Prior Year (%)-9.45%-0.34%0.70%-0.34%-20.56%
Construction Fund Levies
Capital Improvement Plan Levy 101,550 327,000 300,000 800,000 2,000,000
Equipment Levy 1,750,000 1,840,000 1,930,000 2,030,000 2,130,000
Weber Woods NOTE 1 400,000 400,000 400,000 - -
Construction Fund Subtotal 2,251,550 2,567,000 2,630,000 2,830,000 4,130,000
Increase From Prior Year (%)34.02%14.01%2.45%7.60%45.94%
HRA Fund Levies
HRA Operating Levy 95,000 125,000 160,000 192,000 230,400
HRA Fund Subtotal 95,000 125,000 160,000 192,000 230,400
Increase From Prior Year (%)31.58%28.00%20.00%20.00%
Total Property Tax Levy 33,822,369$ 35,784,777$ 37,431,021$ 39,659,543$ 42,018,271$
Increase From Prior Year (%)6.36%5.80%4.60%5.95%5.95%
NOTE 1:Repayment of Construction Fund reserves used to purchase a portion of Weber Woods from the City of Minneapolis In
2016.
44 CITY OF EDINA, MINNESOTA
BIENNIAL BUDGET— ALL FUNDS AND YEARS
This page represents all of the financial activities of the City consolidated into one place.
Consolidated
Budget
Summary
2018 2019 2020 2021
Actual Budget Budget Budget
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 35,613,883$ 37,431,021$ 39,659,543$ 5.95%42,018,271$ 5.95%
Tax increments 4,997,706 5,315,000 6,708,700 26.22%7,969,700 18.80%
Franchise fees & other taxes 2,584,741 3,397,500 3,182,000 -6.34%3,182,000 0.00%
Special assessments 4,747,205 3,956,273 4,102,231 3.69%4,281,222 4.36%
Licenses and permits 5,912,757 4,789,430 5,144,561 7.41%5,258,514 2.22%
Intergovernmental 5,598,563 1,663,977 4,411,778 165.13%2,888,218 -34.53%
Charges for services 4,898,548 4,721,523 5,667,499 20.04%5,636,930 -0.54%
Fines and forfeitures 1,122,426 900,000 950,000 5.56%950,000 0.00%
Operating revenue 44,644,751 46,835,044 50,578,406 7.99%52,586,578 3.97%
Investment income 1,371,304 564,779 1,042,925 84.66%1,039,925 -0.29%
Other revenue 2,437,621 653,861 725,761 11.00%726,761 0.14%
Capital contribution 57,550 - - NA - NA
Debt issued 2,266,488 2,648,269 3,659,279 38.18%3,144,387 -14.07%
Other financing sources 6,201,630 - 1,990,375 NA 28,135 -98.59%
TOTAL REVENUES AND OTHER
FINANCING SOURCES 122,455,173 112,876,677 127,823,058 13.24%129,710,641 1.48%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 26,197,951 23,234,764 22,903,418 -1.43%22,346,062 -2.43%
Communications & tech.1,391,085 2,096,724 1,632,681 -22.13%1,495,409 -8.41%
Human resources 1,046,623 888,694 1,288,736 45.01%1,317,285 2.22%
Finance 1,322,987 1,483,534 2,028,799 36.75%1,575,228 -22.36%
Public works 24,441,258 25,324,553 27,098,187 7.00%27,703,662 2.23%
Engineering 6,772,232 7,175,297 11,371,022 58.47%8,758,609 -22.97%
Police 13,321,203 13,620,838 16,123,478 18.37%17,743,443 10.05%
Fire 8,360,983 9,180,218 11,583,430 26.18%10,752,843 -7.17%
Parks & recreation 16,466,007 18,339,940 19,054,259 3.89%19,451,571 2.09%
Community development 3,952,022 1,966,996 2,228,479 13.29%2,161,890 -2.99%
Debt service 17,102,963 7,684,860 7,850,224 2.15%7,287,877 -7.16%
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 120,375,314 110,996,418 123,162,713 10.96%120,593,879 -2.09%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold 9,847,842 10,578,807 10,053,860 -4.96%10,218,869 1.64%
Personal services 36,912,364 39,903,771 43,563,607 9.17%45,333,488 4.06%
Contractual services 18,021,494 18,305,264 21,585,836 17.92%22,130,672 2.52%
Commodities 4,273,495 4,944,488 4,652,144 -5.91%4,696,946 0.96%
Internal services 5,780,117 5,913,624 7,006,613 18.48%7,436,487 6.14%
Equipment 1,707,006 2,318,100 2,825,257 21.88%2,495,960 -11.66%
Capital outlay 18,045,830 12,153,872 16,400,558 34.94%11,426,741 -30.33%
Depreciation 7,577,122 8,268,250 8,208,500 -0.72%8,466,500 3.14%
Debt service 18,149,767 8,610,242 8,866,338 2.97%8,388,216 -5.39%
Other expense 60,277 - - NA - NANA
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 120,375,314 110,996,418 123,162,713 10.96%120,593,879 -2.09%
CHANGE IN FUND BALANCE
OR NET POSITION 2,079,859 1,880,259 4,660,345 9,116,762
FUND BALANCE OR NET POSITION -
JANUARY 1 172,237,093 174,316,952 176,197,211 180,857,556
FUND BALANCE OR NET POSITION -
DECEMBER 31 174,316,952$ 176,197,211$ 180,857,556$ 189,974,318$
45 CITY OF EDINA, MINNESOTA
2018 ACTUAL AND 2019 BUDGET
Pages 45-46 are a bridge to combine more detailed data found on pages 65-74 in the Fund Level Financial Schedules
section of the budget book. The summary totals agree with the Consolidated Budget Summary presented previously.
Combined Budget
Summary
- - - - - -
Governmental Enterprise Internal Service Governmental Enterprise Internal Service
Funds Funds Funds Total Funds Funds Funds Total- - - - - -
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 35,613,883$ -$ -$ 35,613,883$ 37,431,021$ -$ -$ 37,431,021$
Tax increments 4,997,706 - - 4,997,706 5,315,000 - - 5,315,000
Franchise fees & other taxes 2,584,741 - - 2,584,741 3,397,500 - - 3,397,500
Special assessments 4,747,205 - - 4,747,205 3,956,273 - - 3,956,273
Licenses and permits 5,912,757 - - 5,912,757 4,789,430 - - 4,789,430
Intergovernmental 5,124,573 473,990 - 5,598,563 1,553,977 110,000 - 1,663,977
Charges for services 4,898,548 - - 4,898,548 4,721,523 - - 4,721,523
Fines and forfeitures 1,122,426 - - 1,122,426 900,000 - - 900,000
Operating revenue - 44,484,469 902,952 45,387,421 - 46,792,092 902,952 47,695,044
Investment income 889,550 481,754 - 1,371,304 401,779 163,000 - 564,779
Other revenue 1,622,288 98,622 716,711 2,437,621 610,861 43,000 - 653,861
Contributions 37,978 112,831 - 150,809 - - - -
Transfers 5,464,771 650,000 - 6,114,771 3,548,163 700,000 - 4,248,163
Debt issued 2,266,488 - - 2,266,488 2,648,269 - - 2,648,269
Other financing sources 6,201,630 - - 6,201,630 - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 81,484,544 46,301,666 1,619,663 129,405,873 69,273,796 47,808,092 902,952 117,984,840
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 14,202,792 11,995,159 - 26,197,951 10,568,602 12,666,162 - 23,234,764
Communication & tech.1,391,085 - - 1,391,085 2,096,724 - - 2,096,724
Human resources 1,046,623 - 742,670 1,789,293 888,694 - 860,000 1,748,694
Finance 1,031,852 291,135 - 1,322,987 1,099,125 384,409 - 1,483,534
Public works 7,630,484 16,810,774 - 24,441,258 8,000,677 17,323,876 - 25,324,553
Engineering 6,278,362 493,870 - 6,772,232 6,827,879 347,418 - 7,175,297
Police 12,795,914 525,289 - 13,321,203 13,082,656 538,182 - 13,620,838
Fire 8,360,983 - - 8,360,983 9,180,218 - 9,180,218
Parks & recreation 5,901,975 10,564,032 - 16,466,007 5,876,635 12,463,305 - 18,339,940
Community development 3,952,022 - - 3,952,022 1,966,996 - - 1,966,996
Debt service 17,102,963 - - 17,102,963 7,684,860 - - 7,684,860
Transfers and contributions 5,139,771 1,068,259 - 6,208,030 3,298,163 950,000 - 4,248,163
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 84,834,826 41,748,518 742,670 127,326,014 70,571,229 44,673,352 860,000 116,104,581 - - - - - -
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 9,847,842 - 9,847,842 - 10,578,807 - 10,578,807
Personal services 29,092,318 7,820,046 56,548 36,968,912 30,510,814 9,392,957 115,000 40,018,771
Contractual services 6,882,137 11,139,357 686,122 18,707,616 7,342,300 10,962,964 745,000 19,050,264
Commodities 2,606,648 1,666,847 - 4,273,495 2,897,376 2,047,112 - 4,944,488
Internal services 4,258,153 1,521,964 - 5,780,117 4,365,744 1,547,880 - 5,913,624
Equipment 1,707,006 - - 1,707,006 2,318,100 - - 2,318,100
Capital outlay 18,045,830 - - 18,045,830 12,153,872 - - 12,153,872
Depreciation - 7,577,122 - 7,577,122 - 8,268,250 - 8,268,250
Debt service 17,102,963 1,046,804 - 18,149,767 7,684,860 925,382 - 8,610,242
Other expense - 60,277 - 60,277 - - - -
Contributions - 93,259 - 93,259 - - - -
Transfers 5,139,771 975,000 - 6,114,771 3,298,163 950,000 - 4,248,163 - - - - - -
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 84,834,826 41,748,518 742,670 127,326,014 70,571,229 44,673,352 860,000 116,104,581 - - - - - -
CHANGE IN FUND BALANCE
OR NET POSITION (3,350,282) 4,553,148 876,993 2,079,859 (1,297,433) 3,134,740 42,952 1,880,259 - - - - - -
FUND BALANCE OR NET POSITION -
JANUARY 1 65,613,539 106,073,952 549,602 172,237,093 62,263,257 110,627,100 1,426,595 174,316,952 - - - - - -
FUND BALANCE OR NET POSITION -
DECEMBER 31 62,263,257$ 110,627,100$ 1,426,595$ 174,316,952$ 60,965,824$ 113,761,840$ 1,469,547$ 176,197,211$
2018 Actual 2019 Budget
46 CITY OF EDINA, MINNESOTA
COMBINED BUDGET SUMMARY
2020 AND 2021 BUDGET
Governmental Enterprise Internal Service Governmental Enterprise Internal Service
Funds Funds Funds Total Funds Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 39,659,543$ -$ -$ 39,659,543$ 42,018,271$ -$ -$ 42,018,271$
Tax increments 6,708,700 - - 6,708,700 7,969,700 - - 7,969,700
Franchise fees & other taxes 3,182,000 - - 3,182,000 3,182,000 - - 3,182,000
Special assessments 4,102,231 - - 4,102,231 4,281,222 - - 4,281,222
Licenses and permits 5,144,561 - - 5,144,561 5,258,514 - - 5,258,514
Intergovernmental 4,339,178 72,600 - 4,411,778 2,828,218 60,000 - 2,888,218
Charges for services 5,667,499 - - 5,667,499 5,636,930 - - 5,636,930
Fines and forfeitures 950,000 - - 950,000 950,000 - - 950,000
Operating revenue - 50,581,195 5,842,464 56,423,659 - 52,462,902 6,233,148 58,696,050
Investment income 626,805 416,120 - 1,042,925 626,805 413,120 - 1,039,925
Other revenue 659,761 66,000 - 725,761 660,761 66,000 - 726,761
Transfers 3,825,165 625,000 - 4,450,165 3,255,444 650,000 - 3,905,444
Debt issued 3,659,279 - - 3,659,279 3,144,387 - - 3,144,387
Other financing sources 1,990,375 - - 1,990,375 28,135 - - 28,135
TOTAL REVENUES AND OTHER
FINANCING SOURCES 80,515,097 51,760,915 5,842,464 138,118,476 79,840,387 53,652,022 6,233,148 139,725,557
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 10,356,980 12,546,438 - 22,903,418 9,542,147 12,803,915 - 22,346,062
Communication & tech.1,632,681 - 1,699,463 3,332,144 1,495,409 - 1,777,106 3,272,515
Human resources 1,288,736 - 1,091,461 2,380,197 1,317,285 - 1,096,173 2,413,458
Finance 1,680,227 348,572 - 2,028,799 1,220,537 354,691 - 1,575,228
Public works 8,784,536 18,313,651 3,054,329 30,152,516 8,446,946 19,256,716 3,236,193 30,939,855
Engineering 10,859,192 511,830 - 11,371,022 8,240,798 517,811 - 8,758,609
Police 14,542,788 1,580,690 - 16,123,478 16,132,310 1,611,133 - 17,743,443
Fire 11,583,430 - - 11,583,430 10,752,843 - - 10,752,843
Parks & recreation 6,128,792 12,925,467 - 19,054,259 6,242,568 13,209,003 - 19,451,571
Community development 2,228,479 - - 2,228,479 2,161,890 - - 2,161,890
Debt service 7,850,224 - - 7,850,224 7,287,877 - - 7,287,877
Transfers 3,500,165 950,000 - 4,450,165 2,955,444 950,000 - 3,905,444
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 80,436,230 47,176,648 5,845,253 133,458,131 75,796,054 48,703,269 6,109,472 130,608,795
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 10,053,860 - 10,053,860 - 10,218,869 - 10,218,869
Personal services 33,575,360 9,988,247 2,163,803 45,727,410 34,844,101 10,489,387 2,375,247 47,708,735
Contractual services 9,075,119 12,510,717 2,362,350 23,948,186 9,279,995 12,850,677 2,382,450 24,513,122
Commodities 2,616,787 2,035,357 1,319,100 5,971,244 2,638,184 2,058,762 1,351,775 6,048,721
Internal services 4,592,760 2,413,853 - 7,006,613 4,867,752 2,568,735 - 7,436,487
Equipment 2,825,257 - - 2,825,257 2,495,960 - - 2,495,960
Capital outlay 16,400,558 - - 16,400,558 11,426,741 - - 11,426,741
Depreciation - 8,208,500 - 8,208,500 - 8,466,500 - 8,466,500
Debt service 7,850,224 1,016,114 - 8,866,338 7,287,877 1,100,339 - 8,388,216
Transfers 3,500,165 950,000 - 4,450,165 2,955,444 950,000 - 3,905,444
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 80,436,230 47,176,648 5,845,253 133,458,131 75,796,054 48,703,269 6,109,472 130,608,795
CHANGE IN FUND BALANCE
OR NET POSITION 78,867 4,584,267 (2,789) 4,660,345 4,044,333 4,948,753 123,676 9,116,762
FUND BALANCE OR NET POSITION -
JANUARY 1 60,965,824 113,761,840 1,469,547 176,197,211 61,044,691 118,346,107 1,466,758 180,857,556
FUND BALANCE OR NET POSITION -
DECEMBER 31 61,044,691$ 118,346,107$ 1,466,758$ 180,857,556$ 65,089,024$ 123,294,860$ 1,590,434$ 189,974,318$
2020 Budget 2021 Budget
47 CITY OF EDINA, MINNESOTA
LONG TERM PLANNING
Long-Term Tax Levy Projection
In 2019, the City built a ten-year budget model to assist in long-term strategic planning and to detect any future
structural funding and property tax levy fluctuations. The property tax levy does not support the proprietary funds;
thus, proprietary funds are excluded from this projection. A separate rate study is performed every three years
which builds a projection for the utility funds. As with any forecast, it is built upon assumptions and new news will
change the future actual budgets.
This section looks at the property tax levy projections and the assumptions made in developing these projections.
Revenues
For the 2020-2021 budget, 41% of the City’s revenue comes from taxes; 42% from proprietary fund sales (utilities,
liquor and park facilities); 4% from licenses and permits; 3% special assessments and 10% from other combined
sources.
Licenses & Permits are dependent upon construction/remodeling. Building permit revenue has been strong in the
past five years; however, a downturn in the economy could significantly impact this line item. The 2019 budget for
total General Fund licenses and permits is $4.7M; subsequent year budgets are $4.7M in 2022 and $4.5M for 2023
through 2029.
Other revenues are expected to remain relatively flat and are projected at 0% growth.
Construction Fund levy is comprised of two pieces – capital improvement and equipment replacement for
General Fund departments.
The City is focused on maintaining current buildings and infrastructure as well as meeting resident demands for new
desirable projects. In order to properly fund the Construction Fund, and without an additional levy or bond issuance,
the City Council has agreed to keep in place property tax levies that were originally implemented for past community
improvement projects, such as the City Hall, Fire Station 1 and the Public Works Maintenance Facility after the debt
incurred to finance those facilities is retired. This will increase the capital improvement budget from $300k in 2019 to
$4M in 2029. The equipment replacement levy is projected at a 5% annual growth.
Centennial Lakes Park revenues and expenses are currently projected to be rolled into the General Fund.
Currently, Centennial Lakes Park is an Enterprise fund. Enterprise Funds are utilized for business-type activities.
Centennial Lakes Park is more consistent with other parks and the Senior Center which are housed in the General
Fund.
Assessed valuation is assumed to increase at 2.8% annually based on the average of 2011 to 2019.
Median Value Home is assumed to increase 1% annually.
48 CITY OF EDINA, MINNESOTA
LONG TERM PLANNING
Expenses
Salary & Benefits are projected at an annual increase of 5%. This percentage is based upon an average and is
inclusive of new positions, merit and step increases, and benefit costs.
Contractual services and Commodities are projected to increase at an annual rate of 3% which is approximate
annual inflation.
Centennial Lakes Park revenues and expenses is currently projected to be rolled into the General Fund.
Currently, Centennial Lakes Park is an Enterprise Fund. Enterprise Funds are utilized for business-type activities.
Centennial Lakes Park is more consistent with other parks and the Senior Center which are housed in the General
Fund.
The model was built for 2020 through 2029. Below is the projection for 2022 through 2029 as 2020-2021 is focused
on throughout the budget book.
Projection Projection Projection Projection Projection Projection Projection Projection
2022 2023 2024 2025 2026 2027 2028 2029
General Fund Levies
General Operating Levy 36,270,577$ 38,681,717$ 40,995,881$ 43,417,996$ 45,953,226$ 48,606,987$ 51,384,958$ 54,235,095$
Equipment Levy - -
General Fund Subtotal 36,270,577 38,681,717 40,995,881 43,417,996 45,953,226 48,606,987 51,384,958 54,235,095
Increase From Prior Year (%)6.72%6.65%5.98%5.91%5.84%5.77%5.72%5.55%
Arts and Culture Fund Levies
Arts and Culture 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Arts and Culture Fund Subtotal 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Increase From Prior Year (%)0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00%
Debt Service Fund Levies
City Hall Debt Service - - - - - - - -
Gymnasium Debt Service 392,000 392,000 392,000 398,000 - - - -
Fire Station Debt Service 403,000 403,000 403,000 406,000 403,000 404,000 - -
Public Works Facility Debt Service 1,694,000 1,692,000 1,680,000 1,675,000 1,682,000 1,673,000 1,474,000 451,000
Park Bond Market Value Levy - - - - - - - -
Sports Dome 1,168,400 1,166,200 1,168,700 1,165,100 1,166,100 1,166,400 1,164,800 1,166,400
Debt Service Fund Subtotal 3,657,400 3,653,200 3,643,700 3,644,100 3,251,100 3,243,400 2,638,800 1,617,400
Increase From Prior Year (%)0.16%-0.11%-0.26%0.01%-10.78%-0.24%-18.64%-38.71%
Construction Fund Levies
Capital Improvement Plan Levy 2,000,000 2,000,000 2,000,000 2,000,000 2,400,000 2,400,000 3,000,000 4,000,000
Equipment Levy 2,240,000 2,350,000 2,470,000 2,590,000 2,720,000 2,860,000 3,000,000 3,150,000
Weber Woods - - - - - - - -
Construction Fund Subtotal 4,240,000 4,350,000 4,470,000 4,590,000 5,120,000 5,260,000 6,000,000 7,150,000
Increase From Prior Year (%)2.66%2.59% 2.76% 2.68% 11.55% 2.73% 14.07% 19.17%
HRA Fund Levies
HRA Operating Levy 237,300 244,400 251,700 259,300 267,100 275,100 283,400 291,900
HRA Fund Subtotal 237,300 244,400 251,700 259,300 267,100 275,100 283,400 291,900
Increase From Prior Year (%)2.99%2.99% 2.99% 3.02% 3.01% 3.00% 3.02% 3.00%
Total Property Tax Levy 44,425,277$ 46,949,317$ 49,381,281$ 51,931,396$ 54,611,426$ 57,405,487$ 60,327,158$ 63,314,395$
Increase From Prior Year (%)5.73%5.68% 5.18% 5.16% 5.16% 5.12% 5.09% 4.95%
Based on the above assumptions, the annual tax levy increase is expected to remain at about 5%. The projection will
be reviewed annually for changes to assumptions.
49 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES BUDGET
The City highly values its staff members and realizes how critical they are in delivering the high level of services Edina
residents have come to know. The City’s annual payroll constitutes approximately 35% of the consolidated budget and
is over $35 million per year when benefits are included. According to a Quality of Life survey conducted in 2019, 98%
of Edina residents rated the overall quality of services provided by the City as “Excellent” or “Good”.
The full-time (FT) employee count has increased by 17 from the last budget cycle. New positions are public safety (6
firefighter/paramedics and 2 police officers), new rental licensing program (3), new organics recycling service (1) as well
as public works (2), facility management (2) and risk management (1). The City received a federal grant to offset the
majority of the costs associated with the new firefighter/paramedics. The grant phases out over three years, and the
remainder of costs are funded by the general fund tax levy.
In addition to FT staff, the City employs a significant number of part-time (PT) employees, including many on a seasonal
basis. The total number of City employees is constantly changing, as depicted on the chart below. The chart below is
based upon a three-year average. Over the course of a typical year, the City will employ about 1,000 people.
City of Edina
Employees
-
100
200
300
400
500
600
700
800
900
City Employees During a Typical Year
50 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Authorized
2020/2021
Administration 15.85 14.85 14.85 14.85 16.00 16.00 16.00 16.00 18.00 18.00 18/18
General Fund 6.85 5.85 4.85 4.85 5.00 5.00 5.00 5.00 7.00 7.00
CAS Fund - - - - 1.00 1.00 1.00 1.00 1.00 1.00
HRA Fund - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Liquor Fund 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 8.50 8.50
Parks & Recreation Enterprise Funds - - - - - - - - 0.50 0.50
Communications and Technology Services 9.65 10.15 11.15 11.15 11.00 11.00 12.00 12.00 14.00 14.00 14/14
General Fund 4.65 5.15 6.15 6.15 6.00 6.00 6.00 6.00 6.80 6.80
Internal Services 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 7.20 7.20
Community Development 10.85 10.85 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12/12
General Fund 10.85 10.85 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Engineering 10.50 12.00 12.00 13.00 13.00 13.00 14.00 14.00 14.00 14.00 14/14
General Fund 10.50 12.00 10.00 11.00 11.00 11.00 12.00 12.00 12.00 12.00
PACS Fund - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Utilities Fund - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Finance 8.00 7.00 7.00 7.00 6.00 6.00 7.00 7.00 7.00 7.00 7/7
General Fund 5.25 5.25 6.00 6.00 5.00 5.00 6.00 6.00 6.00 6.00
Utilities Fund 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Liquor Fund 0.75 0.75 - - - - - - - -
Fire Protection 40.00 43.00 43.10 44.10 45.90 45.90 45.80 49.80 58.00 58.00 58/58
General Fund 39.75 42.75 42.85 43.85 45.90 45.90 45.80 49.80 57.80 57.80
Utilities Fund 0.25 0.25 0.25 0.25 - - - - 0.20 0.20
Human Resources 1.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 6/6
General Fund 1.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 4.00 4.00
Internal Services - - - - - - - - 1.00 1.00
Parks & Recreation 54.75 54.75 54.00 54.00 51.50 51.50 54.95 54.95 56.00 56.00 56/56
General Fund 23.20 24.40 23.65 23.65 25.05 25.05 25.30 25.30 24.65 24.65
Aquatic Center 0.55 0.55 0.55 0.55 0.60 0.60 0.70 0.70 0.70 0.70
Golf Course 12.00 12.00 12.00 12.00 8.05 8.05 9.00 9.00 11.00 11.00
Arena 5.00 5.00 5.00 5.00 4.85 4.85 6.25 6.25 5.95 5.95
Sports Dome - - - - 0.15 0.15 1.00 1.00 1.05 1.05
Art Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Edinborough Park 7.00 5.80 5.80 5.80 5.80 5.80 5.65 5.65 5.65 5.65
Centennial Lakes 5.00 5.00 5.00 5.00 5.00 5.00 5.05 5.05 5.00 5.00
Police Protection 72.15 71.15 73.00 71.00 73.00 73.00 77.00 77.00 84.00 85.00 84/85
General Fund 71.65 70.65 72.50 70.50 72.55 72.55 76.55 76.55 82.55 83.55
Utilities Fund 0.50 0.50 0.50 0.50 0.45 0.45 0.45 0.45 1.45 1.45
Public Works 55.25 53.25 53.90 53.90 53.60 53.60 53.25 53.25 56.00 58.00 56/58
General Fund 31.80 30.00 26.70 26.70 25.40 25.40 23.30 23.30 23.90 23.90
Construction Fund 1.00 1.00 1.00 1.00 1.10 1.10 1.10 1.10 1.00 1.00
Utilities Fund 13.95 13.75 15.20 15.20 16.85 16.85 18.65 18.65 19.40 20.40
Internal Services 8.50 8.50 11.00 11.00 10.25 10.25 10.20 10.20 10.95 11.95
General Fund - Park Maintenance - - - - - - - - 0.55 0.55
Parks & Recreation Enterprise Funds - - - - - - - - 0.20 0.20
Total 278.00 281.00 285.00 285.00 287.00 287.00 297.00 301.00 324.00 327.00 325/328
Source: City of Edina Finance Department
51 CITY OF EDINA, MINNESOTA
The City of Edina has diverse sources of revenue. Most residents know that the City collects property taxes, franchise
taxes and tax-increments, but some people are surprised to learn that these taxes combined represent only about 41%
of the City’s annual revenue. In Edina, there are many parks enterprise facilities that generate revenue, in addition to
the Utility Fund and Liquor Fund which are also significant sources of revenue in the chart below. Special assessments
and licenses and permits are significant contributors to the City’s revenue, at about 3-4% each. Other sources include
aid from federal and state government agencies, police fines, investment income, ambulance charges, park rentals and
program registrations, donations, advertising sales, revenue earned from providing dispatch services to other
communities, and many others.
Property taxes account for $39,659,543 and $42,018,271 of the City’s budgeted revenue in 2020 and 2021,
respectively. Property taxes are difficult to compare across jurisdictions due to differences in the tax base, growth and
development issues, and the quantity as well as quality of services delivered. However, we believe Edina compares
favorably according to the comparison on the following page with other Municipal Legislative Commission (MLC)
cities, which tend to share many similarities with Edina. The comparison chart on the next page shows what the buyer
of a $400,000 home would pay to each City in annual taxes if the buyer chose to live in that City.
Revenues
Taxes (all)
41%
Utility sales
22%
Liquor sales
11%
Park enterprise sales
9%
Licenses and permits
4%
Special assessments
3%
All others
10%
Edina's Revenue Sources
52 CITY OF EDINA, MINNESOTA
REVENUES
City Taxes
All Taxing
Districts
1 Chanhassen 883$ 4,786$
2 Plymouth 1,060$ 5,038$
3 Edina 1,097$ 5,214$
4 Chaska 1,104$ 5,067$
5 Eden Prairie 1,296$ 5,066$
6 Shoreview 1,314$ 5,638$
7 Woodbury 1,350$ 5,550$
8 Maple Grove 1,391$ 5,482$
9 Shakopee 1,393$ 5,553$
10 Lakeville 1,420$ 4,962$
Source: Calculated using tax rates from applicable Counties
The Property Buyer Approach:
2019 actual taxes on $400,000 house
1 Chanhassen 883$
2 Plymouth 1,060$
3 Edina 1,097$
4 Chaska 1,104$
5 Eden Prairie 1,296$
6 Shoreview 1,314$
7 Woodbury 1,350$
8 Maple Grove 1,391$
9 Shakopee 1,393$
10 Lakeville 1,420$
Source: Calculated using tax rates from applicable Counties
2019 City Taxes on $400,000 House
53 CITY OF EDINA, MINNESOTA
REVENUES
License and permit revenue is historically one of the most volatile revenue categories for the City, so the City’s
practice has been to budget for this revenue conservatively. License and permit revenue is collected primarily from
builders and developers for residential or commercial building projects, but also includes smaller amounts for a variety
of City-issued licenses, including liquor licenses, restaurant licenses, etc. The chart above shows the history of license
and permit revenue collected in the General Fund.
Special assessments include assessments levied against benefitting properties for various infrastructure improvements
and street reconstruction projects. In a typical Edina street reconstruction project, benefitting properties are assessed
the full cost of the street repairs. The City’s Utility Fund typically pays for costs related to underground water and
sewer infrastructure as well as curbs and gutters. The special assessment process is guided by the City’s Special
Assessment Policy as well as State law for special assessments.
Enterprise operating revenue is the largest source of City revenue. However, there are many smaller sources of
revenue that contribute to this category. The largest part of enterprise operating revenue ($26.3M in 2020) comes
from the Utility Fund for sales of water, sewer, stormwater and recycling services. The second largest part is sales of
“off-sale” liquor at the three municipally owned liquor stores, which are budgeted to combine for $13.9M in annual
sales in 2020. Operating revenue is also collected at the Aquatic Center ($1M), Braemar Golf Course ($4M), Braemar
Ice Arena ($2.5M), Art Center ($500K), Edinborough Park ($1.4M) and Centennial Lakes Park ($820K). The City’s
financial advisor prepared an update to a 2015 long-term rate study in 2018 that recommends 5% annual increases to
water and sewer rates, and a 15% increase to storm sewer rates in 2019, with an annual increase thereafter of 8%. The
rate increases are primarily to cover increasing costs of rebuilding, maintaining, and improving existing infrastructure.
The stormwater increase in 2019 was higher to better align with increased capital costs associated with the storm
sewer system. These increases will ensure that Enterprise Funds are maintained in a healthy and sustainable manner.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
Edina License and Permit History
Actual Budget
54 CITY OF EDINA, MINNESOTA
The City develops a five-year Capital Improvement Plan (CIP) every two years to provide a framework for planning the
preservation and expansion of infrastructure, facilities and equipment. The most recent CIP adopted by the City
Council was for the years 2019-2023. The City’s threshold for projects or equipment to be included in the CIP is
$20,000. Projects or equipment expected to be under the threshold are part of the operating budget. The definition of
capital expenditures to be included in the CIP is not necessarily identical to the definition of capital assets for financial
accounting purposes. The main difference is that the CIP may include maintenance expenditures that do not meet the
Generally Accepted Accounting Principles (GAAP) definition of a capital asset.
The 2019-2023 CIP further defined the formal departmental scoring process standardizing priorities and functions
across departments. This prioritization process considers strategic goals and objectives, which are set by the City
Council and City’s leadership team. The scoring was based upon six criteria:
For both the CIP and the operating budget, it is the responsibility of City staff to gather information and develop a
recommendation for the City Council to consider. City Council’s role is to guide City staff through the process and to
formally adopt a CIP near the end of every even-numbered year. The following illustrates City Council’s oversight
through the CIP process:
Capital
Improvements
• Asset condition
• Operations and maintenance
• Health, safety & regulatory compliance
• Efficiency, accuracy and decision making
• Level of service
• Environmental impact
55 CITY OF EDINA, MINNESOTA
For projects prioritized in the first two years of the adopted CIP, City staff generally plan, develop and promote the
project until a contract is ready to be signed or a purchase over $20,000 is ready to be made. These types of
contracts/purchases receive final approval by the City Council, according to policy. The City recognizes that
circumstances and priorities can change over time and in some cases may cause the timing of some projects to be
moved after adoption of the CIP. These changes are considered by the City Council on a case-by-case basis.
CAPITAL IMPROVEMENTS
Buildings, $1,919 , 6%
Equipment & Vehicles,
$3,408 , 10%
Infrastructure, $28,555 ,
82%
Land, $-, 0%
Parks, $160 , 0%Technology, $850 , 2%
2020 CIP -$34,893 ($'s in 000's)
Buildings, $1,208 , 5%
Equipment & Vehicles,
$1,630 , 7%
Infrastructure, $17,403 ,
70%
Land, $3,000 , 12%
Parks, $170 , 1%
Technology,
$1,328 , 5%
2021 CIP -$24,739 ($'s in 000's)
56 CITY OF EDINA, MINNESOTA
CAPITAL IMPROVEMENTS
Significant recurring projects include street reconstruction, pedestrian/bike improvements and equipment
replacement.
• Street reconstruction—Projects total $15.5 million and $10.4 million in 2020 and 2021,
respectively, and are funded principally through special assessments and utility fees. Significant
projects for 2020-21 are along Grandview, Melody Lake, West 58th, Prospect Knolls, Birchcrest and
Creek Knoll
• Pedestrian/bike improvements—Projects total $741,000 and $805,000 for 2020 and 21,
respectively, and are funded primarily through the City’s Pedestrian and Cyclist Safety (PACS) Fund.
Pedestrian/bike improvement projects for 2020-21 include Valley View Road sidewalk, Gleason
Road shared-use path and Cornelia Elementary School sidewalks.
• Equipment replacement— Approximately $3 million of equipment is expected to be replaced in
2020 and 2021. Equipment replacement for General Fund departments is funded by the equipment
levy and resides in the Construction Fund. The equipment includes police squad cars, ambulance
fleet and public works equipment.
Other projects include:
• Facility improvements—In 2018, the City completed a three year review process of 117 buildings to
create a master database of physical buildings, plumbing, mechanical systems, fixtures and equipment to
utilize in optimizing long-term financial resources and sustainability goals. The 2020-21 Capital Plan funds
$905,000 ($297,000 2020 and $608,000 2021) for facility improvements to the fire station, liquor stores
and the North Parking Ramp which is funded through the Construction Fund and Liquor fund. Maintaining
physical assets and infrastructure is one of the City’s budget goals. The 2020-21 operating budget includes
the addition of two facility staff to utilize the database in prioritizing and managing facility improvement
projects. Proactive building maintenance can extend usable life and delay the need for more expensive
maintenance.
• New Enterprise Resource Planning (ERP) System—The new ERP system will encompass human
resources and finance functionality such as new hire onboarding, payroll, general ledger, budgeting,
reporting, accounts receivable, accounts payable, purchasing and utility billing. Currently, these processes
are performed in a myriad of software and manual processes. The cost of the project is $1M and is funded
through the Construction Fund. Annual operating savings in maintenance costs are estimated to be
$100,000 as well as increased staff efficiency.
57 CITY OF EDINA, MINNESOTA
CAPITAL IMPROVEMENTS
• Facility Efficiency Upgrades—Through 2014 Vision Edina, the City’s long-term strategic framework,
environmental stewardship is one of the seven strategic focus areas which states:
“There is a growing awareness of the impact that the built environment has on the natu-
ral environment, and the individual and collective responsibility we all have towards
good environmental stewardship. Community residents and stakeholders believe that
Edina can take an active and ambitious internal and regional leadership role in promoting
more comprehensive recycling, smart building, and energy efficiency practices.”
The City has committed to reducing greenhouse gas emissions by 30% by the year 2025 and then 80%
reduction by 2050. In support of the vision, the City has several efficiency projects in the 2019-2023 CIP.
These projects are City Hall Energy Efficiency Plan, Edinborough Energy Efficiency Plan, Facility Replacement
Efficiency Upgrades and New Building Sustainability Additions. The projects cover identifying opportunities to
lower energy costs in high-energy consumption building such as City Hall and Edinborough Park; replacing
lighting/HVAC/other systems with more energy efficient options; and covering additional project cost for
using sustainable products. The project costs account for $865k and $600k in the 2020-21 CIP. The projects
are funded from the Conservation and Sustainability (CAS) fund.
• New Water Treatment Plan 5—This project includes the design of Water Treatment Plant 5. This plant
will filter water from Wells 5, 18, and potentially future Well 21. Permitting and design began in 2017 with
land use approvals and architectural design continuing in 2019. The 2019-21 CIP estimated cost is $15M.
Expansion of water system capacity is related to providing all residents the same quality of water during peak
demand and creating operational redundancy to maintain and operate the system. Funding for this project will
come from the Utility Fund.
Gleason Road Water Tower
58 CITY OF EDINA, MINNESOTA
LEGAL DEBT MARGIN
Minnesota laws limit the amount of debt the City may issue to 3% of the assessor’s market value of the City’s tax base.
The assessor’s 3% market value less net debt is referred to as the legal debt margin. The following table shows the
legal debt margin at December 31, 2018.
According to this calculation, the City has the ability to issue over $300 million in additional debt before reaching the
statutory limit. This level of capacity to issue new debt means that the City is in a secure financial position.
The City had four types of bonded debt outstanding on Dec. 31, 2018: general obligation (GO) bonds, special
assessment bonds, public project revenue bonds and enterprise revenue bonds.
GO bonds are payable from general property taxes. The special assessment bonds include permanent improvement
revolving (PIR) bonds that are payable from special assessments with any deficiency to be provided for by general
property taxes. Public project revenue bonds are payable from annual appropriation lease payments received from the
City of Edina pursuant to a lease between the Edina Housing and Redevelopment Authority and the City. Enterprise
revenue bonds are payable primarily from revenue from the City’s enterprise facilities with any deficiency to be
provided for by general property taxes.
Edina’s long-term debt is segregated between the amounts to be repaid from governmental activities and amounts to
be repaid from business-type activities in the table on the following page, which projects changes in debt levels for the
next two years.
Debt
Service
Market value (after fiscal disparities)11,547,519,732$
Debt limit (3% of market value)346,425,592
Debt applicable to limit:
General obligation bonds 19,155,000
Public project revenue bonds 18,440,000
Total debt applicable to limit 37,595,000
Legal debt margin 308,830,592$
Legal Debt Margin Calculation for Fiscal Year 2018
59 CITY OF EDINA, MINNESOTA
DEBT SERVICE
In addition to principal payments in the chart above, the city also pays interest on outstanding debt. Principal and
interest payments are sometimes referred to collectively as debt service. Debt service to maturity on all outstanding
debt as of December 31, 2019 is shown below.
12/31/2019 12/31/2020 12/31/2021
Balance Additions Reductions Balance Additions Reductions Balance
Governmental activity debt:
General obligation 19,905,000$ -$ (2,180,000)$ 17,725,000$ -$ (2,505,000)$ 15,220,000$
Special Assessment Bonds 25,118,476 3,659,279 (2,573,369) 26,204,386 3,144,387 (1,868,369) 27,480,404
Public project revenue 17,360,000 - (1,115,000) 16,245,000 - (1,145,000) 15,100,000
Subtotal 62,383,476 3,659,279 (5,868,369) 60,174,386 3,144,387 (5,518,369) 57,800,404
Business-type activity debt:
Enterprise revenue 48,149,000 14,300,000 (5,456,000) 56,993,000 9,800,000 (6,079,000) 60,714,000
Citywide Grand Total 110,532,476$ 17,959,279$ (11,324,369)$ 117,167,386$ 12,944,387$ (11,597,369)$ 118,514,404$
20212020
Year
Ended Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Total P&I
2020 2,180,000 669,125 1,115,000 540,690 2,573,369 772,040 5,456,000 1,574,482 11,324,369 3,556,337 14,880,706
2021 2,505,000 561,700 1,145,000 505,649 1,868,369 702,159 6,079,000 1,356,135 11,597,369 3,125,643 14,723,012
2022 1,670,000 482,000 1,185,000 472,949 2,023,369 641,473 6,261,000 1,155,895 11,139,369 2,752,317 13,891,686
2023 1,735,000 419,050 1,220,000 438,951 1,833,369 575,849 5,184,000 963,055 9,972,369 2,396,905 12,369,274
2024 1,800,000 353,550 1,255,000 400,171 1,515,000 517,544 4,622,000 791,399 9,192,000 2,062,664 11,254,664
2025 1,870,000 286,775 1,295,000 360,980 1,555,000 466,319 4,144,000 640,040 8,864,000 1,754,114 10,618,114
2026 1,935,000 218,675 1,335,000 321,335 1,600,000 416,644 3,687,000 506,321 8,557,000 1,462,975 10,019,975
2027 2,005,000 155,133 1,000,000 285,006 1,665,000 364,669 3,800,000 377,861 8,470,000 1,182,669 9,652,669
2028 2,060,000 97,350 1,030,000 251,566 1,715,000 311,100 2,828,000 263,554 7,633,000 923,570 8,556,570
2029 1,730,000 41,144 875,000 220,088 1,760,000 255,381 2,136,000 173,055 6,501,000 689,668 7,190,668
2030 415,000 7,263 905,000 191,163 1,590,000 200,506 1,632,000 100,973 4,542,000 499,905 5,041,905
2031 - - 935,000 160,678 1,425,000 151,131 870,000 56,769 3,230,000 368,578 3,598,578
2032 - - 965,000 128,013 1,475,000 104,269 715,000 32,775 3,155,000 265,057 3,420,057
2033 - - 1,000,000 93,625 965,000 65,581 735,000 11,025 2,700,000 170,231 2,870,231
2034 - - 1,030,000 57,456 670,000 39,991 - - 1,700,000 97,447 1,797,447
2035 - - 1,070,000 19,394 525,000 20,663 - - 1,595,000 40,057 1,635,057
2036 - - - - 360,000 6,038 - - 360,000 6,038 366,038
19,905,000 3,291,765 17,360,000 4,447,714 25,118,476 5,611,356 48,149,000 8,003,339 110,532,476 21,354,173 131,886,649
General Obligation Bonds Public Project Revenue Special Assessment Bonds Revenue Bonds Total City
60 CITY OF EDINA, MINNESOTA
DEBT SERVICE
The City sets annual property tax levies to pay debt service on the debt types that are payable from general property
taxes. The debt service levies are shown below, and are separated by purpose.
Debt Service Tax Levies 2017 2018 2019 2020 2021
City Hall 946,000$ 950,000$ 952,000$ 952,000$ -$
Gymnasiums 388,000 389,000 390,000 391,000 392,000
Fire Station #1 403,000 405,000 406,000 402,000 402,000
Public Works Facility 1,696,000 1,667,000 1,695,000 1,688,000 1,695,000
Sports Dome 1,162,500 1,168,700 1,168,900 1,163,300 1,162,400
Total 4,595,500$ 4,579,700$ 4,611,900$ 4,596,300$ 3,651,400$
Edina Fire Station 1
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Fund Level
Financial Schedules
62 CITY OF EDINA, MINNESOTA
CITY OF EDINA FUND ACCOUNTING
The City is required to account for revenues and expenditures in accordance with Generally Accepted Accounting
Principles (GAAP) in the United States of America as applied to governmental units by the Governmental Accounting
Standards Board (GASB). GAAP allows the City to set up different funds for different purposes. The City of Edina uses
two different types of funds; governmental and proprietary.
The relative size of an individual governmental fund is assessed based on its proportionate share of different financial
statement elements. If those financial statement elements are quantitatively significant, the City is required to report
the fund as a “major” fund. The City may also choose to evaluate qualitative factors to present additional funds as
“major” even when they don’t meet the quantitative definition. Edina currently has 9 major funds.
All of the following funds are appropriated.
Fund
Descriptions
63 CITY OF EDINA, MINNESOTA
FUND DESCRIPTIONS
GOVERNMENTAL FUNDS
In general, governmental funds are used to account for traditional government services like Police, Fire, Public Works,
and Parks and Recreation. These activities are often, but not always, supported by a mix of taxes and user fees. The
City budgets and reports its governmental funds using the modified accrual basis of accounting, which is required by
GAAP. Currently the City has 10 governmental funds:
General Fund. This is the City’s primary operating fund. It records most of the City’s revenues and expenditures
from core City operations like Administration, Police, Fire, Parks and Recreation, etc. Any activities that are not
specifically reported in a different fund can be found in the General Fund. The General Fund is not used for debt
service or capital projects.
Housing and Redevelopment Authority Fund (HRA). The HRA is an entity legally separate from the City.
However, for financial reporting purposes, the HRA is reported in a special revenue fund as if it were part of the
City’s operations. This is done because the members of the City Council serve as HRA commissioners and its
activity is confined to the same geographic borders as the City of Edina.
Community Development Block Grant Fund (CDBG). This special revenue fund was established to
account for funds received under Title I of the Housing and Community Development Act of 1974.
Police Special Revenue Fund. This special revenue fund was established to account for funds received for
specific purposes within the Police Department, including E-911 and forfeiture funds.
Braemar Memorial Fund. This account was created in 1976 and formally recognized as a separate special
revenue fund by the City Council in 2010. It is used to account for funds donated to the City for the purpose of
enhancing Braemar Golf Course with equipment and amenities that might not otherwise be affordable or viewed as
a necessity to the golf course.
Arts and Culture Fund. This special revenue fund was established in 2014 to account for funds donated to the
City for the purpose of enhancing public arts and culture related activities.
Pedestrian and Cyclist Safety Fund (PACS). This special revenue fund was established in 2013 to account for
funds received from gas and electric franchise fees, which the City Council intends to use for pedestrian and cyclist
improvements included in future street reconstruction projects.
Conservation and Sustainability Fund (CAS). This special revenue fund was established in 2015 to account
for funds received from gas and electric franchise fees beginning in 2016. The City will use these funds to provide
a dedicated funding source for new conservation and sustainability functionality and programs.
Debt Service Fund. This fund accounts for the payment of principal and interest on the City’s governmental
debt.
Construction Fund. This fund accounts for the various special assessment and state aid projects throughout the
City. This fund also provides financing for the City’s Capital Improvement Plan (CIP) and the Equipment
Replacement Program.
64 CITY OF EDINA, MINNESOTA
PROPRIETARY FUNDS
In general, proprietary funds are used to account for activities that the City intends to be mostly self-supporting. The
costs of providing these activities are often, but not always, recovered primarily through user charges, similar to private
businesses. Some of the activities we categorize as proprietary funds receive regular support from other City funds.
The City budgets and reports our proprietary funds using the full accrual basis of accounting, which is required by
GAAP. Currently the City has thirteen proprietary funds:
Utility Fund. This fund is used to account for water pumping, treatment and distribution as well as sanitary sewer
collection and disposal, storm water collection and recycling services to the City’s residents.
Liquor Fund. This fund accounts for the City’s off-sale liquor business, which Edina first started around 1948.
Today, there are three municipally owned liquor stores in Edina. Profits are generally transferred into other City
funds.
Aquatic Center Fund. This fund was established to account for the operations of the City’s outdoor municipal
pool.
Golf Course Fund. This fund was established to account for the City’s golf business when the 18-hole Braemar
Golf Couse opened in 1964. Today, the City operates Braemar Golf Course (a newly constructed 18-hole
championship course), a new 9-hole executive course and driving range, an indoor golf dome, and banquet room.
Arena Fund. This fund was created around 1966 when Braemar Arena was built. Today, there are three indoor,
regulation size ice sheets, including the original “West” arena.
Sports Dome Fund. This fund was created in 2013 to account for the revenues and expenses for Braemar Field
which was built in 2014.
Art Center Fund. This fund accounts for the revenues and expenses for the Edina Art Center.
Edinborough Park Fund. Edinborough Park’s finances were combined with Centennial Lakes Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
Centennial Lakes Fund. Centennial Lakes Park’s finances were combined with Edinborough Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
Risk Management Fund. This internal service fund was established to account for expenses related to the costs
of insurance, safety and prevention measures, and risk management programs across all departments.
Equipment Operations Fund. This internal service fund was established to account for expenses related to the
costs of maintaining and updating vehicles and equipment across all departments.
Information Technology Fund. This internal service fund was established to account for expenses related to
the costs of information technology equipment and services across all departments.
Facilities Management Fund. This internal service fund was established to account for expenses related to the
costs of maintaining and updating facilities across all departments.
FUND DESCRIPTIONS
65 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental and enterprise fund types. In
general, governmental funds are used to account for traditional government services and enterprise funds are used to
account for business-type activities. All of the City’s funds are shown on pages 66-75.
2018 Actual
Financial Results
by Fund
Braemar Arts &Debt Environmental
General HRA PACS CAS CDBG Police SR Memorial Culture Service Efficiency Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 28,367,096$ 124,493$ -$ -$ -$ -$ -$ 20,000$ 4,551,002$ -$ 2,551,292$ 35,613,883$
Tax increments - 4,997,706 - - - - - - - - - 4,997,706
Franchise fees & other taxes 870,476 - 1,186,088 426,047 - - - - - - 102,130 2,584,741
Special assessments - - - - - - - - 198,661 - 4,548,544 4,747,205
Licenses and permits 5,836,167 - - - - - - - - - 76,590 5,912,757
Intergovernmental 1,737,423 175,600 - 123,454 - - - - 3,088,096 5,124,573
Charges for services 4,686,446 45,200 - - - - - - - - 166,902 4,898,548
Fines and forfeitures 1,042,091 - - - - 80,335 - - - - - 1,122,426
Investment income 298,135 253,744 1,170 4,011 - 57 2,237 450 11,396 - 318,350 889,550
Other revenue 1,187,474 59,211 49,526 - 112,061 1,755 2,562 - - 209,699 1,622,288
Contributions 37,978 - - - - - - - - - - 37,978
Transfers 50,000 - - - - - - - 3,100,000 - 2,314,771 5,464,771
Debt issued - - - - - - - - 112,956 - 2,153,532 2,266,488
Other financing sources - 6,051,120 - - - - - - - - 150,510 6,201,630
TOTAL REVENUES AND OTHER
FINANCING SOURCES 44,113,286 11,472,263 1,422,069 479,584 123,454 192,453 3,992 23,012 7,974,015 - 15,680,416 81,484,544
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,112,886 11,823,714 - 266,192 - - - - - - - 14,202,792
Communication & tech.1,204,650 - - - - - - - - - 186,435 1,391,085
Human resources 1,046,623 - - - - - - - - - - 1,046,623
Finance 981,569 - - - - - - - - - 50,283 1,031,852
Public works 6,461,944 - - - - - - - - 48,630 1,119,910 7,630,484
Engineering 1,554,691 - 1,058,632 - - - - - - - 3,665,039 6,278,362
Police 12,134,131 - - - - 130,476 - - - - 531,307 12,795,914
Fire 8,070,260 - - - - - - - - - 290,723 8,360,983
Parks & recreation 5,182,745 - - - - - - 12,656 - - 706,574 5,901,975
Community development 1,814,145 - - - 123,454 - - - - - 2,014,423 3,952,022
Debt service - - - - - - - - 17,102,963 - - 17,102,963
Transfers 2,039,771 - - - - - - - - - 3,100,000 5,139,771
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,603,415 11,823,714 1,058,632 266,192 123,454 130,476 - 12,656 17,102,963 48,630 11,664,694 84,834,826
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 28,530,351 190,447 124,698 110,767 - - - - - - 136,055 29,092,318
Contractual services 5,243,161 734,066 58,708 45,807 123,454 92,293 12,459 - 8,730 563,459 6,882,137
Commodities 2,544,435 7,076 3,103 3,932 - 15,116 - 197 - - 32,789 2,606,648
Internal services 4,245,697 - 5,485 5,095 - - - - - - 1,876 4,258,153
Equipment - - - - - 23,067 - - - - 1,683,939 1,707,006
Capital outlay - 10,892,125 866,638 100,591 - - - - 39,900 6,146,576 18,045,830
Debt service - - - - - - - - 17,102,963 - - 17,102,963
Transfers 2,039,771 - - - - - - - - - 3,100,000 5,139,771
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,603,415 11,823,714 1,058,632 266,192 123,454 130,476 - 12,656 17,102,963 48,630 11,664,694 84,834,826
CHANGE IN
FUND BALANCE 1,509,871$ (351,451)$ 363,437$ 213,392$ -$ 61,977$ 3,992$ 10,356$ (9,128,948)$ (48,630)$ 4,015,722$ (3,350,282)$
66 CITY OF EDINA, MINNESOTA
2018 ACTUAL FINANCIAL RESULTS BY FUND
PROPRIETARY FUNDS - ENTERPRISE AND INTERNAL SERVICE
Aquatic Golf Sports Art Risk
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Management
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 22,757,745$ 13,401,754$ 997,727$ 1,396,174$ 2,625,474$ 454,362$ 513,974$ 1,444,834$ 892,425$ 902,952$ 45,387,421$
Intergovernmental 473,990 - - - - - - - - - 473,990
Investment income 323,178 25,246 31,001 37,700 1,407 10,780 2,593 37,809 12,040 - 481,754
Other revenue 15,275 - - 46,881 4,471 - 14,955 3,818 13,222 716,711 815,333
Contributions - 906 11,725 15,085 76,656 598 - 7,861 - - 112,831
Transfers - - - 100,000 250,000 - 150,000 - 150,000 - 650,000
TOTAL REVENUES AND
TRANSFERS IN 23,570,188 13,427,906 1,040,453 1,595,840 2,958,008 465,740 681,522 1,494,322 1,067,687 1,619,663 47,921,329
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 11,995,159 - - - - - - - - 11,995,159
Human resources - - - - - - - - - 742,670 742,670
Finance 291,135 - - - - - - - - - 291,135
Public works 16,810,774 - - - - - - - - - 16,810,774
Engineering 493,870 - - - - - - - - - 493,870
Police 525,289 - - - - - - - - - 525,289
Parks and recreation - - 996,671 2,474,065 2,996,844 886,445 620,397 1,545,158 1,044,452 - 10,564,032
Transfers and contributions 193,259 800,000 - - - - - - 75,000 - 1,068,259
TOTAL EXPENSES AND
TRANSFERS OUT 18,314,327 12,795,159 996,671 2,474,065 2,996,844 886,445 620,397 1,545,158 1,119,452 742,670 42,491,188
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,461,178 50,705 125,854 119,388 - - 79,521 11,196 - 9,847,842
Personal services 2,242,552 1,565,574 397,607 770,733 930,417 137,456 396,303 723,589 655,815 56,548 7,876,594
Contractual services 8,312,052 534,639 156,134 339,997 987,768 190,596 108,726 345,237 164,208 686,122 11,825,479
Commodities 914,894 61,225 54,518 188,583 108,793 29,116 60,473 139,064 110,181 - 1,666,847
Internal services 772,507 276,808 34,374 140,414 92,881 17,062 41,000 76,536 70,382 - 1,521,964
Depreciation 5,169,978 95,735 283,098 626,931 661,389 512,215 13,895 181,211 32,670 - 7,577,122
Interest 648,808 - 20,235 281,553 96,208 - - - - - 1,046,804
Other expense 60,277 - - - - - - - - - 60,277
Contributions 93,259 - - - - - - - - - 93,259
Transfers 100,000 800,000 - - - - - - 75,000 - 975,000
TOTAL EXPENSES AND
TRANSFERS OUT 18,314,327 12,795,159 996,671 2,474,065 2,996,844 886,445 620,397 1,545,158 1,119,452 742,670 42,491,188
CHANGE IN NET
POSITION 5,255,861$ 632,747$ 43,782$ (878,225)$ (38,836)$ (420,705)$ 61,125$ (50,836)$ (51,765)$ 876,993$ 5,430,141$
67 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
2019 Budget by
Fund
Braemar Arts &Debt
General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 30,009,121$ 160,000$ -$ -$ -$ -$ -$ 20,000$ 4,611,900$ 2,630,000$ 37,431,021$
Tax increments - 5,315,000 - - - - - - - - 5,315,000
Franchise fees & other taxes 892,500 - 1,200,000 1,200,000 - - - - - 105,000 3,397,500
Special assessments - - - - - - - - - 3,956,273 3,956,273
Licenses and permits 4,714,430 - - - - - - - - 75,000 4,789,430
Intergovernmental 1,253,977 - - - 125,000 - - - - 175,000 1,553,977
Charges for services 4,521,523 - - - - - - - - 200,000 4,721,523
Fines and forfeitures 900,000 - - - - - - - - - 900,000
Investment income 120,000 120,500 - - - 4 200 75 6,000 155,000 401,779
Other revenue 433,650 - - - - 167,061 5,000 5,150 - - 610,861
Transfers 50,000 - - - - - - - 3,298,163 200,000 3,548,163
Debt issued - - - - - - - - - 2,648,269 2,648,269
TOTAL REVENUES AND OTHER
FINANCING SOURCES 42,895,201 5,595,500 1,200,000 1,200,000 125,000 167,065 5,200 25,225 7,916,063 10,144,542 69,273,796
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,026,407 7,330,725 - 1,188,970 - - - - - 22,500 10,568,602
Communication & tech.1,288,764 - - - - - - - - 807,960 2,096,724
Human resources 888,694 - - - - - - - - - 888,694
Finance 1,099,125 - - - - - - - - - 1,099,125
Public works 6,595,064 - - - - - - - - 1,405,613 8,000,677
Engineering 1,849,492 - 1,245,362 - - - - - - 3,733,025 6,827,879
Police 12,728,656 - - - - 133,000 - - - 221,000 13,082,656
Fire 9,035,218 - - - - - - - - 145,000 9,180,218
Parks & recreation 5,541,785 - - - - - 40,000 15,850 - 279,000 5,876,635
Community development 1,841,996 - - - 125,000 - - - - - 1,966,996
Debt service - - - - - - - - 7,684,860 - 7,684,860
Transfers - - - - - - - - - 3,298,163 3,298,163
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,895,201 7,330,725 1,245,362 1,188,970 125,000 133,000 40,000 15,850 7,684,860 9,912,261 70,571,229
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 29,966,880 168,305 133,679 131,033 - - - - - 110,917 30,510,814
Contractual services 6,135,622 585,520 20,000 252,525 125,000 78,000 - 15,250 - 130,383 7,342,300
Commodities 2,439,999 900 15,000 400,000 - 7,500 - 600 - 33,377 2,897,376
Internal services 4,352,700 - 5,796 5,412 - - - - - 1,836 4,365,744
Equipment - - - - - 47,500 - - - 2,270,600 2,318,100
Capital outlay - 6,576,000 1,070,887 400,000 - - 40,000 - - 4,066,985 12,153,872
Debt service - - - - - - - - 7,684,860 - 7,684,860
Transfers - - - - - - - - - 3,298,163 3,298,163
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,895,201 7,330,725 1,245,362 1,188,970 125,000 133,000 40,000 15,850 7,684,860 9,912,261 70,571,229
CHANGE IN
FUND BALANCE -$ (1,735,225)$ (45,362)$ 11,030$ -$ 34,065$ (34,800)$ 9,375$ 231,203$ 232,281$ (1,297,433)$
68 CITY OF EDINA, MINNESOTA
2019 BUDGET BY FUND
PROPRIETARY FUNDS - ENTERPRISE AND INTERNAL SERVICE
Aquatic Golf Sports Art Risk
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Management
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 22,790,121$ 13,973,293$ 1,039,650$ 3,508,828$ 2,347,100$ 409,000$ 516,350$ 1,393,750$ 814,000$ 902,952$ 47,695,044$
Intergovernmental 110,000 - - - - - - - - - 110,000
Investment income 90,000 - 22,000 16,000 1,000 8,000 2,000 18,000 6,000 - 163,000
Other revenue 2,000 32,000 - - - - 9,000 - - - 43,000
Transfers - - - - 300,000 - 200,000 - 200,000 - 700,000
TOTAL REVENUES AND
TRANSFERS IN 22,992,121 14,005,293 1,061,650 3,524,828 2,648,100 417,000 727,350 1,411,750 1,020,000 902,952 48,711,044
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,666,162 - - - - - - - - 12,666,162
Human resources - - - - - - - - - 860,000 860,000
Finance 384,409 - - - - - - - - - 384,409
Public works 17,323,876 - - - - - - - - - 17,323,876
Engineering 347,418 - - - - - - - - - 347,418
Police 538,182 - - - - - - - - - 538,182
Parks and recreation - - 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 - 12,463,305
Transfers 100,000 850,000 - - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 18,693,885 13,516,162 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 860,000 45,533,352
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 10,100,558 43,000 213,999 127,750 - 500 80,000 13,000 - 10,578,807
Personal services 2,606,912 1,571,457 390,214 1,527,038 1,096,083 167,983 495,225 843,093 694,952 115,000 9,507,957
Contractual services 8,171,626 532,863 176,200 451,600 813,100 163,750 105,925 357,300 190,600 745,000 11,707,964
Commodities 1,084,750 76,812 105,600 249,950 127,500 22,250 66,500 178,950 134,800 - 2,047,112
Internal services 788,400 282,972 33,588 144,024 95,484 17,448 40,992 75,360 69,612 - 1,547,880
Depreciation 5,415,000 101,500 316,500 1,020,000 660,000 516,000 6,000 188,250 45,000 - 8,268,250
Interest 527,197 - 17,375 264,681 116,129 - - - - - 925,382
Transfers 100,000 850,000 - - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 18,693,885 13,516,162 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 860,000 45,533,352
CHANGE IN NET
POSITION 4,298,236$ 489,131$ (20,827)$ (346,464)$ (387,946)$ (470,431)$ 12,208$ (311,203)$ (127,964)$ 42,952$ 3,177,692$
69 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
2020 Budget by
Fund
Braemar Arts &Debt
General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 32,021,243$ 192,000$ -$ -$ -$ -$ -$ 20,000$ 4,596,300$ 2,830,000$ 39,659,543$
Tax increments - 6,708,700 - - - - - - - - 6,708,700
Franchise fees & other taxes 877,000 - 1,200,000 1,000,000 - - - - - 105,000 3,182,000
Special assessments - - - - - - - - - 4,102,231 4,102,231
Licenses and permits 5,066,561 - - - - - - - - 78,000 5,144,561
Intergovernmental 1,753,218 - - - 125,000 - - - - 2,460,960 4,339,178
Charges for services 5,465,499 2,000 - - - - - - - 200,000 5,667,499
Fines and forfeitures 950,000 - - - - - - - - - 950,000
Investment income 150,000 235,058 1,060 5,190 - 5 2,007 485 8,000 225,000 626,805
Other revenue 475,700 - - 7,000 - 172,061 2,500 2,500 - - 659,761
Transfers 50,000 - - - - - - - 3,500,165 275,000 3,825,165
Debt issued - - - - - - - - - 3,659,279 3,659,279
Other financing sources 90,375 1,900,000 - - - - - - - - 1,990,375
TOTAL REVENUES AND OTHER
FINANCING SOURCES 46,899,596 9,037,758 1,201,060 1,012,190 125,000 172,066 4,507 22,985 8,104,465 13,935,470 80,515,097
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,439,333 6,784,124 - 1,133,523 - - - - - - 10,356,980
Communication & tech.1,338,881 - - - - - - - - 293,800 1,632,681
Human resources 1,288,736 - - - - - - - - - 1,288,736
Finance 1,180,227 - - - - - - - - 500,000 1,680,227
Public works 6,852,480 - - - - - - - - 1,932,056 8,784,536
Engineering 1,920,392 - 1,520,802 - - - - - - 7,417,998 10,859,192
Police 13,947,203 - - - - 96,585 - - - 499,000 14,542,788
Fire 10,171,998 - - - - - - - - 1,411,432 11,583,430
Parks & recreation 5,846,867 - - - - - - 14,600 - 267,325 6,128,792
Community development 1,913,479 - - - 125,000 - - - - 190,000 2,228,479
Debt service - - - - - - - - 7,850,224 - 7,850,224
Transfers - - - - - - - - - 3,500,165 3,500,165
TOTAL EXPENDITURES AND OTHER
FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 33,018,357 182,624 115,642 158,035 - - - - - 100,702 33,575,360
Contractual services 6,736,208 1,638,000 75,000 103,000 125,000 89,085 - 14,000 - 294,826 9,075,119
Commodities 2,567,739 2,500 15,000 - - 7,500 - 600 - 23,448 2,616,787
Internal services 4,577,292 - 7,200 7,488 - - - - - 780 4,592,760
Equipment - - - - - - - - - 2,825,257 2,825,257
Capital outlay - 4,961,000 1,307,960 865,000 - - - - - 9,266,598 16,400,558
Debt service - - - - - - - - 7,850,224 - 7,850,224
Transfers - - - - - - - - - 3,500,165 3,500,165
TOTAL EXPENDITURES AND OTHER
FINANCING USES 46,899,596 6,784,124 1,520,802 1,133,523 125,000 96,585 - 14,600 7,850,224 16,011,776 80,436,230
CHANGE IN
FUND BALANCE -$ 2,253,634$ (319,742)$ (121,333)$ -$ 75,481$ 4,507$ 8,385$ 254,241$ (2,076,306)$ 78,867$
70 CITY OF EDINA, MINNESOTA
2020 BUDGET BY FUND
PROPRIETARY FUNDS - ENTERPRISE
Aquatic Golf Sports Art
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 25,899,589$ 13,863,059$ 1,027,298$ 4,044,256$ 2,552,877$ 472,169$ 502,934$ 1,396,982$ 822,031$ 50,581,195$
Intergovernmental 72,600 - - - - - - - - 72,600
Investment income 324,120 - 24,000 15,000 7,000 13,000 - 30,000 3,000 416,120
Other revenue 25,000 31,000 - - - - 10,000 - - 66,000
Transfers - - - - 300,000 - 225,000 - 100,000 625,000
TOTAL REVENUES AND
TRANSFERS IN 26,321,309 13,894,059 1,051,298 4,059,256 2,859,877 485,169 737,934 1,426,982 925,031 51,760,915
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,546,438 - - - - - - - 12,546,438
Finance 348,572 - - - - - - - - 348,572
Public works 18,313,651 - - - - - - - - 18,313,651
Engineering 511,830 - - - - - - - - 511,830
Police 1,580,690 - - - - - - - - 1,580,690
Parks and recreation - - 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 12,925,467
Transfers 100,000 850,000 - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,668,176 49,474 129,706 114,591 - 500 81,618 9,795 10,053,860
Personal services 2,816,212 1,787,593 448,414 1,609,379 1,046,441 167,393 558,764 842,040 712,011 9,988,247
Contractual services 9,319,578 649,568 211,887 460,450 983,521 190,900 109,545 384,380 200,888 12,510,717
Commodities 1,157,000 55,050 75,600 274,000 106,112 22,000 76,500 144,700 124,395 2,035,357
Internal services 1,335,322 289,551 39,236 220,690 192,950 32,622 68,862 131,851 102,769 2,413,853
Depreciation 5,451,000 96,500 286,500 960,000 660,000 516,000 6,000 140,500 92,000 8,208,500
Interest 675,631 - 14,392 246,331 79,760 - - - - 1,016,114
Transfers 100,000 850,000 - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 20,854,743 13,396,438 1,125,503 3,900,556 3,183,375 928,915 820,171 1,725,089 1,241,858 47,176,648
CHANGE IN NET
POSITION 5,466,566$ 497,621$ (74,205)$ 158,700$ (323,498)$ (443,746)$ (82,237)$ (298,107)$ (316,827)$ 4,584,267$
71 CITY OF EDINA, MINNESOTA
2020 BUDGET BY FUND
PROPRIETARY FUNDS - INTERNAL SERVICE
Risk Equipment Information Facilities
Management Operations Technology Management
Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 971,484$ 1,906,716$ 1,740,300$ 1,223,964$ 5,842,464$
TOTAL REVENUES AND
TRANSFERS IN 971,484 1,906,716 1,740,300 1,223,964 5,842,464
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Communication & tech.- - 1,699,463 - 1,699,463
Human resources 1,091,461 - - - 1,091,461
Public works - 1,860,222 - 1,194,107 3,054,329
TOTAL EXPENSES AND
TRANSFERS OUT 1,091,461 1,860,222 1,699,463 1,194,107 5,845,253
EXPENSES AND TRANSFERS OUT - BY TYPE
Personal services 199,961 705,122 830,613 428,107 2,163,803
Contractual services 891,500 187,000 709,850 574,000 2,362,350
Commodities - 968,100 159,000 192,000 1,319,100
TOTAL EXPENSES AND
TRANSFERS OUT 1,091,461 1,860,222 1,699,463 1,194,107 5,845,253
CHANGE IN NET
POSITION (119,977)$ 46,494$ 40,837$ 29,857$ (2,789)$
72 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
2021 Budget by
Fund
Braemar Arts &Debt
General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 33,986,471$ 230,400$ -$ -$ -$ -$ -$ 20,000$ 3,651,400$ 4,130,000$ 42,018,271$
Tax increments - 7,969,700 - - - - - - - - 7,969,700
Franchise fees & other taxes 877,000 - 1,200,000 1,000,000 - - - - - 105,000 3,182,000
Special assessments - - - - - - - - - 4,281,222 4,281,222
Licenses and permits 5,179,514 - - - - - - - - 79,000 5,258,514
Intergovernmental 1,753,218 - - - 125,000 - - - - 950,000 2,828,218
Charges for services 5,434,930 2,000 - - - - - - - 200,000 5,636,930
Fines and forfeitures 950,000 - - - - - - - - - 950,000
Investment income 150,000 235,058 1,060 5,190 - 5 2,007 485 8,000 225,000 626,805
Other revenue 476,700 - - 7,000 - 172,061 2,500 2,500 - - 660,761
Transfers 50,000 - - - - - - - 2,955,444 250,000 3,255,444
Debt issued - - - - - - - - - 3,144,387 3,144,387
Other financing sources 28,135 - - - - - - - - - 28,135
TOTAL REVENUES AND OTHER
FINANCING SOURCES 48,885,968 8,437,158 1,201,060 1,012,190 125,000 172,066 4,507 22,985 6,614,844 13,364,609 79,840,387
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,379,841 6,265,853 - 896,453 - - - - - - 9,542,147
Communication & tech.1,404,409 - - - - - - - - 91,000 1,495,409
Human resources 1,317,285 - - - - - - - - - 1,317,285
Finance 1,220,537 - - - - - - - - - 1,220,537
Public works 7,040,222 - - - - - - - - 1,406,724 8,446,946
Engineering 1,995,995 - 1,142,287 - - - - - - 5,102,516 8,240,798
Police 14,712,978 - - - - 147,882 - - - 1,271,450 16,132,310
Fire 10,642,843 - - - - - - - - 110,000 10,752,843
Parks & recreation 6,134,968 - - - - - - 14,600 - 93,000 6,242,568
Community development 2,036,890 - - - 125,000 - - - - - 2,161,890
Debt service - - - - - - - - 7,287,877 - 7,287,877
Transfers - - - - - - - - - 2,955,444 2,955,444
TOTAL EXPENDITURES AND OTHER
FINANCING USES 48,885,968 6,265,853 1,142,287 896,453 125,000 147,882 - 14,600 7,287,877 11,030,134 75,796,054
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 34,263,697 190,353 120,202 165,109 - - - - - 104,740 34,844,101
Contractual services 7,183,342 1,363,000 75,000 123,100 125,000 92,882 - 14,000 - 303,671 9,279,995
Commodities 2,588,433 2,500 15,000 - - 7,500 - 600 - 24,151 2,638,184
Internal services 4,850,496 - 7,860 8,244 - - - - - 1,152 4,867,752
Equipment - - - - - 47,500 - - - 2,448,460 2,495,960
Capital outlay - 4,710,000 924,225 600,000 - - - - - 5,192,516 11,426,741
Debt service - - - - - - - - 7,287,877 - 7,287,877
Transfers - - - - - - - - - 2,955,444 2,955,444
TOTAL EXPENDITURES AND OTHER
FINANCING USES 48,885,968 6,265,853 1,142,287 896,453 125,000 147,882 - 14,600 7,287,877 11,030,134 75,796,054
CHANGE IN
FUND BALANCE -$ 2,171,305$ 58,773$ 115,737$ -$ 24,184$ 4,507$ 8,385$ (673,033)$ 2,334,475$ 4,044,333$
73 CITY OF EDINA, MINNESOTA
2021 BUDGET BY FUND
PROPRIETARY FUNDS - ENTERPRISE
Aquatic Golf Sports Art
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 27,537,195$ 14,076,681$ 1,040,875$ 4,044,256$ 2,556,942 472,169$ 502,934$ 1,402,819$ 829,031$ 52,462,902$
Intergovernmental 60,000 - - - - - - - - 60,000
Investment income 324,120 - 26,000 15,000 7,000 14,000 - 27,000 - 413,120
Other revenue 25,000 31,000 - - - - 10,000 - - 66,000
Transfers - - - - 300,000 - 250,000 - 100,000 650,000
TOTAL REVENUES AND
TRANSFERS IN 27,946,315 14,107,681 1,066,875 4,059,256 2,863,942 486,169 762,934 1,429,819 929,031 53,652,022
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,803,915 - - - - - - - 12,803,915
Finance 354,691 - - - - - - - - 354,691
Public works 19,256,716 - - - - - - - - 19,256,716
Engineering 517,811 - - - - - - - - 517,811
Police 1,611,133 - - - - - - - - 1,611,133
Parks and recreation - - 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 13,209,003
Transfers 100,000 850,000 - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 21,840,351 13,653,915 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 48,703,269
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,833,185 49,474 129,706 114,591 - 500 81,618 9,795 10,218,869
Personal services 3,043,658 1,855,852 464,478 1,671,452 1,086,231 173,828 579,389 874,981 739,518 10,489,387
Contractual services 9,647,622 650,603 217,768 465,450 983,521 190,900 109,545 384,380 200,888 12,850,677
Commodities 1,177,100 55,050 77,100 274,000 106,112 22,000 76,500 144,700 126,200 2,058,762
Internal services 1,387,235 312,725 44,281 242,329 212,718 35,719 75,838 144,833 113,057 2,568,735
Depreciation 5,696,000 96,500 284,500 965,000 665,000 516,000 6,000 145,500 92,000 8,466,500
Interest 788,736 - 11,209 227,152 73,242 - - - - 1,100,339
Transfers 100,000 850,000 - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 21,840,351 13,653,915 1,148,810 3,975,089 3,241,415 938,447 847,772 1,776,012 1,281,458 48,703,269
CHANGE IN NET
POSITION 6,105,964$ 453,766$ (81,935)$ 84,167$ (377,473) (452,278)$ (84,838)$ (346,193)$ (352,427)$ 4,948,753$
74 CITY OF EDINA, MINNESOTA
2021 BUDGET BY FUND
PROPRIETARY FUNDS - INTERNAL SERVICE
Risk Equipment Information Facilities
Management Operations Technology Management
Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 1,096,188$ 1,958,868$ 1,819,860$ 1,358,232$ 6,233,148$
TOTAL REVENUES AND
TRANSFERS IN 1,096,188 1,958,868 1,819,860 1,358,232 6,233,148
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Communication & tech.- - 1,777,106 - 1,777,106
Human resources 1,096,173 - - - 1,096,173
Public works - 1,911,066 - 1,325,127 3,236,193
TOTAL EXPENSES AND
TRANSFERS OUT 1,096,173 1,911,066 1,777,106 1,325,127 6,109,472
EXPENSES AND TRANSFERS OUT - BY TYPE
Personal services 204,673 733,191 891,256 546,127 2,375,247
Contractual services 891,500 188,600 720,850 581,500 2,382,450
Commodities - 989,275 165,000 197,500 1,351,775
TOTAL EXPENSES AND
TRANSFERS OUT 1,096,173 1,911,066 1,777,106 1,325,127 6,109,472
CHANGE IN NET
POSITION 15$ 47,802$ 42,754$ 33,105$ 123,676$
75 CITY OF EDINA, MINNESOTA
TRANSFERS
Interfund transfers allow the City to reallocate assets to the funds where those assets can be used to achieve desired
outcomes. In Edina, excess income generated by the three municipal liquor stores has historically been transferred to
other funds and reinvested in the community. This tradition is expected to continue through 2021, as shown on the
next two pages.
Budgeted transfers in 2020 include:
1. $3,500,165 in total transfers out of the Construction Fund to the Debt Service Fund to provide financing for
principal and interest payments for special assessment bonds and equipment certificates.
2. $850,000 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the operation of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
Transfers
Construction Utilities Liquor Total
2020 Transfer in:
General Fund -$ -$ 50,000$ 50,000$
Construction - 100,000 175,000 275,000
Debt Service 3,500,165 - - 3,500,165
Arena - - 300,000 300,000
Art Center - - 225,000 225,000
Centennial Lakes - - 100,000 100,000
Total 3,500,165$ 100,000$ 850,000$ 4,450,165$
2020 Transfer Out:
76 CITY OF EDINA, MINNESOTA
TRANSFERS
Budgeted transfers in 2021 include:
1. $2,955,444 in total transfers out of the Construction Fund to the Debt Service Fund to provide financing for
principal and interest payments for special assessment bonds and equipment certificates.
2. $850,000 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the basic operating purposes of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
In addition to budgeted transfers, the City Council will periodically authorize interfund transfers mid-year. The most
common example of this is when the General Fund has an unassigned fund balance at year-end, according to the Fund
Balance Policy. Typically, this amount is known when the annual audit is finished around June, and the process to reach
a decision on where to allocate this money starts then. The Fund Balance Policy also states that, to the extent possible,
such excess funds should be transferred to the Construction Fund to support capital improvements and equipment.
As of December 31, 2018, the City had $2,708,564 in surplus funds in the General Fund according to the Fund Balance
Policy. During 2019, the City Council decided to allocate $2,458,564 of this excess to the Construction Fund for future
projects.
Construction Utilities Liquor Total
2021 Transfer in:
General Fund -$ -$ 50,000$ 50,000$
Construction - 100,000 150,000 250,000
Debt Service 2,955,444 - - 2,955,444
Arena - - 300,000 300,000
Art Center - - 250,000 250,000
Centennial Lakes - - 100,000 100,000
Total 2,955,444$ 100,000$ 850,000$ 3,905,444$
2021 Transfer Out:
Centennial Lakes Park
77 CITY OF EDINA, MINNESOTA
Fund balance refers to the difference between assets and liabilities for governmental funds. Since all related assets and
liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net
worth measure. Credit rating agencies monitor fund balance levels and consider fund balance when determining the
City’s creditworthiness.
GASB 54 defines five different classifications that the City may use to disclose constraints for how these amounts can
be spent. These classifications are as follows:
Nonspendable – Amounts that cannot be spent, such as prepaid items, inventory, and other long-term assets.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Committed – Constrained by formal internal action, such as City Council resolution.
Assigned – Internally imposed constraints that do not meet the definition of Restricted or Committed.
Unassigned – Available to spend.
The schedule on the next page show fund balance and net position trends for all of the City’s funds. The first year of
balances and activity shown represent actual amounts from the most recently completed annual audit. The second
year of balances and activity shown are projections compiled by City staff for the uncompleted balance of the current
fiscal year (the year this budget was written). The third and fourth years of balances and activity shown are continued
projections based on the annual revenue and expenditure/expense budgets contained in this document.
Projected
Changes in
Fund Balance
— All Funds
Minnesota Task Force 1 Structural Collapse Rescue Team
78 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
FUND BALANCE—GOVERNMENTAL FUNDS
Year
Fund Balance
January 1
Revenues and
other financing
sources
Expenditures
and other
financing uses
Fund Balance
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease)Reason for Increase/(Decrease) > 10%
General Fund 2018 18,369,854 44,113,286 42,603,415 19,879,725 1,509,871 8.2%
2019 19,879,725 43,202,855 43,128,745 19,953,835 74,110 0.4%
2020 19,953,835 46,899,596 46,899,596 19,953,835 - 0.0%
2021 19,953,835 46,899,596 46,899,596 19,953,835 - 0.0%
Housing and 2018 13,447,196 11,472,263 11,823,714 13,095,745 (351,451) (2.6%)
Redevelopment 2019 13,095,745 6,278,200 6,209,725 13,164,220 68,475 0.5%
Authority (HRA)2020 13,164,220 9,037,758 6,784,124 15,417,854 2,253,634 17.1% Revenue collected for future projects
2021 15,417,854 8,437,158 6,265,853 17,589,159 2,171,305 14.1% Revenue collected for future projects
Pedestrian and Cyclist 2018 23,765 1,422,069 1,058,632 387,202 363,437 1529.3% Revenue collected for future projects
Safety (PACS)2019 387,202 1,200,000 1,540,590 46,612 (340,590) (88.0%) Projects detailed in 2019-2023 CIP
2020 46,612 1,201,060 1,520,802 (273,130) (319,742) (686.0%) Projects detailed in 2019-2023 CIP
2021 (273,130) 1,201,060 1,142,287 (214,357) 58,773 0.0%
Conservation and 2018 246,922 479,584 266,192 460,314 213,392 86.4% Building fund balance for cash flow purposes
Sustainability (CAS)2019 460,314 1,005,000 1,753,970 (288,656) (748,970) (162.7%) Projects detailed in 2019-2023 CIP
2020 (288,656) 1,012,190 1,133,523 (409,989) (121,333) 0.0%
2021 (409,989) 1,012,190 896,453 (294,252) 115,737 0.0%
Community 2018 - 123,454 123,454 - - 0.0%
Development 2019 - 125,000 125,000 - - 0.0%
Block Grant (CDBG)2020 - 125,000 125,000 - - 0.0%
2021 - 125,000 125,000 - - 0.0%
Police Special 2018 583,959 192,453 130,476 645,936 61,977 10.6% External restrictions on spending
Revenue 2019 645,936 167,065 83,200 729,801 83,865 13.0% External restrictions on spending
2020 729,801 172,066 96,585 805,282 75,481 10.3% External restrictions on spending
2021 805,282 172,066 147,882 829,466 24,184 3.0%
Braemar Memorial 2018 130,933 3,992 - 134,925 3,992 3.0%
2019 134,925 5,200 40,000 100,125 (34,800) (25.8%) Projects detailed in 2019-2023 CIP
2020 100,125 4,507 - 104,632 4,507 4.5%
2021 104,632 4,507 - 109,139 4,507 4.3%
Arts & Culture 2018 20,781 23,012 12,656 31,137 10,356 49.8% Building fund balance for cash flow purposes
2019 31,137 25,225 15,850 40,512 9,375 30.1% Building fund balance for cash flow purposes
2020 40,512 22,985 14,600 48,897 8,385 20.7% Building fund balance for cash flow purposes
2021 48,897 22,985 14,600 57,282 8,385 17.1% Building fund balance for cash flow purposes
Debt Service 2018 17,000,806 7,974,015 17,102,963 7,871,858 (9,128,948) (53.7%) Refunding bonds sold in 2017 for 2018 call
2019 7,871,858 8,229,544 7,674,510 8,426,892 555,034 7.1%
2020 8,426,892 8,104,465 7,850,224 8,681,133 254,241 3.0%
2021 8,681,133 6,614,844 7,287,877 8,008,100 (673,033) (7.8%)
Construction 2018 15,710,621 15,680,416 11,664,694 19,726,343 4,015,722 25.6% Assessments collections from prior year projects
2019 19,726,343 14,492,234 17,381,886 16,836,691 (2,889,652) (14.6%) Projects detailed in 2019-2023 CIP
2020 16,836,691 13,935,470 16,011,776 14,760,385 (2,076,306) (12.3%) Projects detailed in 2019-2023 CIP
2021 14,760,385 13,364,609 11,030,134 17,094,860 2,334,475 15.8% Assessments collections from prior year projects
Fund
79 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—PROPRIETARY FUNDS
Net position refers to the difference between assets and liabilities for proprietary funds. Since proprietary funds
report more assets and liabilities than governmental funds, net position is a more accurate measure of net worth.
Credit rating agencies also consider fund net position when determining the City’s creditworthiness. Net position is
displayed in three classifications:
Net investment in capital assets – Capital assets less accumulated depreciation and debt, which cannot be spent
because the asset is not liquid.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Unrestricted – Available to spend or allocate.
80 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—PROPRIETARY FUNDS
Year
Net Position
January 1
Revenues and
other financing
sources
Expenses and
other financing
uses
Net Position
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease)Reason for Increase/(Decrease) > 10%
Utilities 2018 81,300,438 23,570,188 18,314,327 86,556,299 5,255,861 6.5%
2019 86,556,299 24,168,400 18,860,212 91,864,487 5,308,188 6.1%
2020 91,864,487 26,321,309 20,854,743 97,331,053 5,466,566 6.0%
2021 97,331,053 27,946,315 21,840,351 103,437,017 6,105,964 6.3%
Liquor 2018 2,491,735 13,427,906 12,795,159 3,124,482 632,747 25.4%Profitable operations
2019 3,124,482 13,407,707 13,040,224 3,491,965 367,483 11.8%Profitable operations
2020 3,491,965 13,894,059 13,396,438 3,989,586 497,621 14.3%Profitable operations
2021 3,989,586 14,107,681 13,653,915 4,443,352 453,766 11.4%Profitable operations
Aquatic Center 2018 3,073,590 1,040,453 996,671 3,117,372 43,782 1.4%
2019 3,117,372 1,039,650 1,092,477 3,064,545 (52,827) (1.7%)
2020 3,064,545 1,051,298 1,125,503 2,990,340 (74,205) (2.4%)
2021 2,990,340 1,066,875 1,148,810 2,908,405 (81,935) (2.7%)
Golf Course 2018 2,967,361 1,595,840 2,474,065 2,089,136 (878,225) (29.6%)Course renovation
2019 2,089,136 3,260,973 3,683,112 1,666,997 (422,139) (20.2%)Course renovation
2020 1,666,997 4,059,256 3,900,556 1,825,697 158,700 9.5%
2021 1,825,697 4,059,256 3,975,089 1,909,864 84,167 4.6%.
Arena 2018 4,791,617 2,958,008 2,996,844 4,752,781 (38,836) (0.8%)
2019 4,752,781 2,763,100 3,005,107 4,510,774 (242,007) (5.1%)
2020 4,510,774 2,859,877 3,183,375 4,187,276 (323,498) (7.2%)
2021 4,187,276 2,863,942 3,241,415 3,809,803 (377,473) (9.0%)
Sports Dome 2018 8,419,417 465,740 886,445 7,998,712 (420,705) (5.0%)
2019 7,998,712 417,000 887,431 7,528,281 (470,431) (5.9%)
2020 7,528,281 485,169 928,915 7,084,535 (443,746) (5.9%)
2021 7,084,535 486,169 938,447 6,632,257 (452,278) (6.4%)
Art Center 2018 (114,864) 681,522 620,397 (53,739) 61,125 0.0%
2019 (53,739) 727,350 807,164 (133,553) (79,814) 0.0%
2020 (133,553) 737,934 820,171 (215,790) (82,237) 0.0%
2021 (215,790) 762,934 847,772 (300,628) (84,838) 0.0%
Edinborough Park 2018 2,590,724 1,494,322 1,545,158 2,539,888 (50,836) (2.0%)
2019 2,539,888 1,390,750 1,675,203 2,255,435 (284,453) (11.2%) Planned use of unrestricted investments
2020 2,255,435 1,426,982 1,725,089 1,957,328 (298,107) (13.2%) Planned use of unrestricted investments
2021 1,957,328 1,429,819 1,776,012 1,611,135 (346,193) (17.7%) Planned use of unrestricted investments
Centennial Lakes 2018 553,934 1,067,687 1,119,452 502,169 (51,765) (9.3%)
2019 502,169 1,020,000 1,164,964 357,205 (144,964) (28.9%) Planned use of unrestricted investments
2020 357,205 925,031 1,241,858 40,378 (316,827) (88.7%) Planned use of unrestricted investments
2021 40,378 929,031 1,281,458 (312,049) (352,427) (872.8%) Planned use of unrestricted investments
Risk Management 2018 549,602 1,619,663 742,670 1,426,595 876,993 159.6% Unanticipated revenue received
2019 1,426,595 902,952 905,835 1,423,712 (2,883) (0.2%)
2020 1,423,712 971,484 1,091,461 1,303,735 (119,977) (8.4%)
2021 1,303,735 1,096,188 1,096,173 1,303,750 15 0.0%
Equipment Operations 2020 - 1,906,716 1,860,222 46,494 46,494 0.0% Fund established in 2020
2021 46,494 1,958,868 1,911,066 94,296 47,802 102.8% Building fund balance for budget overages
Information Technology 2020 - 1,740,300 1,699,463 40,837 40,837 0.0% Fund established in 2020
2021 40,837 1,819,860 1,777,106 83,591 42,754 104.7% Building fund balance for budget overages
Facilities Management 2020 - 1,223,964 1,194,107 29,857 29,857 0.0% Fund established in 2020
2021 29,857 1,358,232 1,325,127 62,962 33,105 110.9% Building fund balance for budget overages
Fund
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Departments
82 CITY OF EDINA, MINNESOTA
A DMINISTRATION DEPARTMENT
Lisa Schaefer, Assistant City Manager
Lschaefer@EdinaMN.gov 952-826-0416
DEPARTMENT OVERVIEW
The Administration Department supports the work of the City Council and leads initiatives with city-wide impacts
including strategic planning, performance management and measurement, boards and commissions, community
engagement, race and equity, sustainability and promotion of intergovernmental partnerships. The Department
provides staff support to the City’s Energy & Environment Commission and Human Rights & Relations Commission.
MAJOR SERVICE AREAS
City Council support
Advisory Boards and Commissions
Elections administration
Legal services
Edina Liquor
Records management
Strategic planning
Sustainability
Community engagement
Race and equity
Intergovernmental partnerships
DEPARTMENT ORGANIZATIONAL CHART
83 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2020-2021 DEPARTMENT GOALS
Develop measurable city-wide/department racial equity goals and incorporate racial equity tools and resources into
decision-making processes.
Evaluate board, commission and task force administrative processes and make changes to onboarding, training and
work plan processes.
Support a new Racial Equity Advancement Team through equity development tools and resources.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Supported the completion of the Race & Equity Task Force and developed an implementation plan. Hired a Race &
Equity Coordinator.
Increased profits from Liquor Store Operations to fund recreation enterprises and capital projects. Total profit for
2018 was $1.4 Million.
Developed community engagement plans using training from the International Association of Public Participation.
Piloted the engagement plan with the 58th Street reconstruction project design.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who felt they could have a say about the way
things are run in the community in the Quality of Life Survey 69% No Survey 68%
Percentage of resident who favorably rated the City's ability to treat all
resident fairly in the Quality of Life Survey 69% No Survey 70%
84 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
EXPENDITURES
Personal services
59%Contractual
services
30%
Commodities
3%Internal
services
8%
Administration Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 690,758$ 714,133$ 699,852$ 699,852$ 893,304$ 927,654$
Contractual services 329,012 360,772 386,283 386,283 458,318 463,289
Commodities 31,694 29,737 34,000 34,000 34,000 33,950
Internal services 85,752 103,820 106,752 106,752 119,088 127,116
Total 1,137,216$ 1,208,462$ 1,226,887$ 1,226,887$ 1,504,710$ 1,552,009$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Administration Expenditures
85 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
City Clerk
DIVISION OVERVIEW
The City Clerk Division is responsible for preparing meeting agendas and minutes for City Council meetings;
maintaining official records and City Code; issuing business and liquor licenses; administering elections, including school
board; and records and data practices management.
2020-2021 DIVISION GOALS
Implement election software to manage Election Judges’ training and scheduling.
Conduct a fair and impartial presidential election in 2020 including administering the first presidential primary.
Provide accurate information to the public in a prompt and efficient manner.
Continue conversion to digitized records.
2018-2019 DIVISION ACCOMPLISHMENTS
Expanded the electronic records archives.
Administered a General Election in 2018 and a school board election in 2019.
86 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK DIVISION
EXPENDITURES
PERFORMANCE MEASURES 2017 2018 2019
Number of business license issued per year 531 577 600
Percent of registered voters voting in elections (elections vary by year
of federal, state and local races on the ballot) 40% 84% 38%
Personal services
73%
Contractual
services
19%
Commodities
3%
Internal services
5%
City Clerk Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 247,650$ 356,408$ 274,490$ 274,490$ 380,135$ 286,408$
Contractual services 58,986 65,508 92,770 92,770 91,020 87,220
Commodities 4,735 24,415 11,500 11,500 16,100 5,300
Internal services 17,107 20,387 20,760 20,760 22,368 23,904
Total 328,478$ 466,718$ 399,520$ 399,520$ 509,623$ 402,832$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
City Clerk Expenditures
87 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Edina Liquor
DIVISION OVERVIEW
The City operates three municipal stores. The liquor stores provide an exceptional service experience to customers.
Profits from the municipal liquor operation are first used to subsidize the City’s recreation enterprises, including
Braemar Arena, Centennial Lakes Park, and the Edina Art Center. Additional profit can be transferred to the City’s
Capital Improvement Plan. Since its opening in 1948, it is estimated that Edina Liquor has generated revenue well over
$25M that has been used for property tax relief and investment in public infrastructure. Edina continues to be one of
the top-performing municipal operations in Minnesota. The four guiding objectives for Edina liquor are:
Edina Liquor will consistently provide funding to subsidize the City’s recreation enterprises and contribute
to the City’s Capital Improvement Plan.
Edina Liquor will consistently provide the best customer service experience in the metro area.
Edina Liquor will control the sale of alcohol to ensure that sales are not made to minors or other
individuals as provided by law.
Edina Liquor will increase accountability to City Council, shareholders, and customers.
DIVISION ORGANIZATIONAL CHART
88 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT— EDINA LIQUOR DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Expanded product and service offerings including customer education classes, clubs and tasting events.
Launched a delivery and customer loyalty program.
Maintained competitive pricing in the market with a focus on gross margin return on investment.
2020-2021 DIVISION GOALS
Conduct a liquor store locations study.
Expand customer loyalty program.
Create a mobile application for eCommerce and delivery.
PERFORMANCE MEASURES 2017 2018 2019*
Gross margin percentage 27% 29% 30%
Inventory turns (number of times per year liquor stores sell all
inventory) 7.4 6.4 5.3
Transfers supporting the City’s enterprise facilities and capital projects $750,000 $800,000 $850,000
Total liquor profit $1.007M $1.432M $1.091M
* Projected
89 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—EDINA LIQUOR DIVISION
EXPENDITURES
Cost of sales and
services
78%
Personal services
13%
Contractual services
5%
Commodities
1%
Internal services
2%Depreciation
1%
Liquor Fund Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Operating revenues
Retail sales 12,991,764$ 13,401,754$ 13,375,707$ 13,973,293$ 13,863,059$ 14,076,681$
Total revenues 12,991,764 13,401,754 13,375,707 13,973,293 13,863,059 14,076,681
Operating expenses
Cost of sales and services 9,442,254 9,461,178 9,496,752 10,100,558 9,668,176 9,833,185
Personal services 1,574,642 1,565,574 1,628,499 1,571,457 1,787,593 1,855,852
Contractual services 522,687 534,639 614,675 532,863 649,568 650,603
Commodities 74,304 61,225 70,826 76,812 55,050 55,050
Internal services 263,570 276,808 282,972 282,972 289,551 312,725
Depreciation 101,211 95,735 96,500 101,500 96,500 96,500
Total expenses 11,978,668 11,995,159 12,190,224 12,666,162 12,546,438 12,803,915
Operating income 1,013,096$ 1,406,595$ 1,185,483$ 1,307,131$ 1,316,621$ 1,272,766$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Liquor Fund Revenues and Expenses
90 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
DIVISION OVERVIEW
The Sustainability Division is responsible for integrating sustainability principles and goals into all projects and programs
for the City of Edina. The Division supports the work of other City departments by performing cost/benefit analyses,
developing performance metrics, and prioritizing funding and projects to best meet the City’s sustainability goals. The
division also supports the City’s Energy & Environment Commission.
The Sustainability Division manages the Conservation & Sustainability (CAS) Fund. Funded by gas and electric franchise
fees, the CAS Fund is used for capital improvements to City-owned buildings and equipment that meet the City’s
sustainability goals including increasing energy efficiency or reducing the City’s production of greenhouse gas. The CAS
Fund also pays for division staff, including one full-time Sustainability Manager.
Sustainability
2020-2021 DIVISION GOALS
Start the creation of a climate action plan. Implement a plan and process, collect data and support the Community
in determining goals.
Implement an energy benchmarking ordinance.
Create a green building policy.
2018-2019 DIVISION ACCOMPLISHMENTS
Incorporated sustainability principals into the City’s Comprehensive Plan.
Created policies, goals and actions around reducing emissions from the City fleet.
Completed Partners in Energy partnership to meet Electricity Action Plan goals.
Approved efficient building benchmarking ordinance. The City will start energy benchmarking in 2020.
Partnered with Cooperative Energy Futures to open a Community Solar Garden in Edina.
91 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—SUSTAINABILITY DIVISION
PERFORMANCE MEASURES 2017 2018 2019
Percent of residents who agree the City should invest in programs and
policies to address climate change according to the Quality of Life
Survey
Question not
on survey No Survey 75%
Number of Home Energy Squad visits for Edina residents 133 152 214
Opening of Community Solar Garden at Public Works Facility
92 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—SUSTAINABILITY DIVISION
EXPENDITURES
Personal services
16%
Contractual
services
16%
Commodities
17%
Internal services
1%
Capital outlay
50%
CAS Fund Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Franchise fees 242,650$ 426,047$ 1,000,000$ 1,200,000$ 1,000,000$ 1,000,000$
Investment Income 2,145 4,011 - - 5,190 5,190
Other revenues 1,988 49,526 5,000 - 7,000 7,000
Total revenues 246,783 479,584 1,005,000 1,200,000 1,012,190 1,012,190
Expenditures
Personal services 102,941 110,767 131,033 131,033 158,035 165,109
Contractual services 17,531 45,807 252,525 252,525 103,000 123,100
Commodities 256 3,932 400,000 400,000 - -
Internal services 734 5,095 5,412 5,412 7,488 8,244
Capital outlay 53,144 100,591 400,000 400,000 865,000 600,000
Total expenses 174,606 266,192 1,188,970 1,188,970 1,133,523 896,453
Change in fund balance 72,177 213,392 (183,970) 11,030 (121,333) 115,737
January 1 balance 174,745 246,922 460,314 460,314 276,344 155,011
December 31 balance 246,922$ 460,314$ 276,344$ 471,344$ 155,011$ 270,748$
CAS Fund Financial Summary
93 CITY OF EDINA, MINNESOTA
C OMMUNICATIONS & TECHNOLOGY
SERVICES DEPARTMENT
Jennifer Bennerotte, Director
jbennerrotte@EdinaMN.gov 952-833-9520
DEPARTMENT OVERVIEW
The City of Edina’s Communications & Technology Services Department helps other City departments with
communication and technology needs. The Department identifies what information and messages need to be
conveyed to Edina's diverse audiences and make sure that this is done in the most effective manner possible. The
Department also manages all staff technology and security.
MAJOR SERVICE AREAS
Advertising and marketing
Systems and access
End-user support and training
Geographic Information Systems (GIS)
Video production
Telecommunications
Website development
Hardware & software installation
Management of social media sites
Media and public relations
Network management
Graphic Design
Publication of the City’s newsletters and magazine
DEPARTMENT ORGANIZATIONAL CHART
94 CITY OF EDINA, MINNESOTA
2020-2021 DEPARTMENT GOALS
Conduct the Quality of Life Survey in 2021.
Assist the Police Department with implementation of body-worn cameras.
Create and share GIS maps, stories and dashboards.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Advanced the use of GIS in all City operations, including hiring of a new GIS Coordinator.
Conducted the Quality of Life Survey in 2019.
Replaced City phone system.
Launched a new online resident engagement and public participation platform, BetterTogetherEdina.org, and
employee extranet.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
PERFORMANCE MEASURES 2017 2018 2019
Total number of help desk/internal service requests 5,908 5,263 4,936
Percent of residents who rate the quality of public information
services/communication from the City as "excellent" or "good" in the
Quality of Life Survey
78% No Survey 82%
Number of registered residents for the City’s online engagement and
public participation platform, Better Together Edina (launched Jan
2019)
NA NA 907
95 CITY OF EDINA, MINNESOTA
DIVISION OVERVIEW
The Communications Division works to find opportunities to promote what makes Edina the great community that it
is and the successes of City government. Among other things, the Communications Division is responsible for media
and public relations; publication of the City's newsletters and magazines, including About Town; maintaining the City’s
internal and external websites and social media sites; and administering the government access channels, branded as
“Edina TV” on Comcast channels 16 and 813.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Communications Division
DIVISION ORGANIZATIONAL CHART
96 CITY OF EDINA, MINNESOTA
2018-2019 DIVISION ACCOMPLISHMENTS
Conducted a Quality of Life Survey in 2019.
Launched a new online resident engagement and public participation platform, Better Together Edina.
Launched the internal employee extranet, Edinet.
2020-2021 DIVISION GOALS
Complete strategic overall communications plan.
Assist with marketing programs and activities of advisory boards and commissions, including annual events on
transportation safety, climate change and heritage preservation.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who find the City’s website “excellent” or
“good” in the Quality of Life Survey 70% No Survey 75%
Social Media followers and fans for the City of Edina Facebook, Twitter
and Instagram accounts 62,083 74,413 87,575
97 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
EXPENDITURES
Personal services
64%
Contractual
services
18%
Commodities
8%
Internal services
8%
Equipment
replacement
2%
Communications
Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 741,426$ 777,073$ 829,150$ 829,150$ 922,117$ 935,037$
Contractual services 232,319 242,443 261,669 281,150 190,300 235,300
Commodities 49,081 94,786 116,301 85,500 124,500 124,500
Internal services 148,304 90,348 92,964 92,964 101,964 109,572
Construction Fund
Equipment replacement 28,283 26,308 41,140 - 10,000 15,000
Total 1,199,413$ 1,230,958$ 1,341,224$ 1,288,764$ 1,348,881$ 1,419,409$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Communications Expenditures
98 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Information Technology Division
DIVISION OVERVIEW
The I.T. Division’s primary goal is to enable access to City information and services conveniently, securely and
efficiently. The I.T. Division provides the central services required by City departments, offices and facilities, including
data center operations; network and telecommunications services; end-user support for personal computers; strategic
technology investigation; project oversight; and administration of the City’s hardware, software, and infrastructure
contracts and agreements. They work to provide the vision, leadership and skills that will enable the City to benefit
from technological innovation and improve service to the community. The Division provides support to approximately
550 domain users and 600 email users.
DIVISION ORGANIZATIONAL CHART
99 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT— INFORMATION TECHNOLOGY
2020-2021 DIVISION GOALS
Manage Enterprise Resource Planning (ERP) implementation.
Migrate data to new storage servers to improve data security.
Convert users to Microsoft 365 and train staff on its use for greater efficiency.
2018-2019 DIVISION ACCOMPLISHMENTS
Advanced the use of GIS in all City operations, including hiring of a new GIS Coordinator.
Replaced City phone system.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of employees who said the service provided and the results
“exceeded expectations or more” in the I.T. Client Survey 72% 100% 80%
Internal network and server up-time 100% 100% 100%
100 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT— INFORMATION TECHNOLOGY
EXPENDITURES
Personal services
38%
Contractual
services
34%
Commodities
8%
Equipment
replacement
17%
Capital outlay
3%
Information Technology
Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Information Technology Fund**
Personal services 579,326$ 645,896$ 697,152$ 697,152$ 830,613$ 891,256$
Contractual services 583,438 569,295 612,350 612,350 709,850 720,850
Commodities 114,711 146,156 152,000 152,000 159,000 165,000
Construction Fund
Equipment replacement 218,508 160,127 525,000 672,000 233,800 76,000
Capital outlay 88,013 - 145,000 78,000 50,000 -
Total 1,583,996$ 1,521,474$ 2,131,502$ 2,211,502$ 1,983,263$ 1,853,106$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
**These costs were charged back as central service expenditures prior to 2020 and are now accounted for as an internal service fund.
Information Technology Expenditures
101 CITY OF EDINA, MINNESOTA
H UMAN RESOURCES DEPARTMENT
Kelly Curtin, Director
kcurtin@EdinaMN.gov 952-826-0402
DEPARTMENT OVERVIEW
The Human Resources Department is dedicated to working with other City departments to support the goals of the
City by promoting a work environment that is characterized by Edina’s values of Integrity, Quality and Service (IQS).
The Department is responsible for: developing recruitment and selections systems to hire top talent; designing,
implementing and negotiating cost-effective compensation and benefits plans; developing employment policies based on
best management practices; and compliance with employment laws. The Human Resources Department also provides
leadership consulting, employee training and provides guidance and support with regard to employee and labor
relations.
MAJOR SERVICE AREAS
Compensation and benefits
Employee and labor relations
Employment policies
Leadership and organizational development
Employee safety and wellness
Payroll
Performance management
Recruitment and selection
Risk management
Training
DEPARTMENT ORGANIZATIONAL CHART
102 CITY OF EDINA, MINNESOTA
2020-2021 DEPARTMENT GOALS
Support Enterprise Resource Planning (ERP) system implementation, including change management for employees.
Improve onboarding/mentoring process of new hires.
Ensure progress on the Race & Equity Implementation plan, including assisting with completion of annual racial
equity training for city staff.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Supported selection and initial implementation of a new ERP system.
Developed plans to increase internal and external recruitment efforts to be more inclusive, which included more
diverse outreach and modifying the application and interview process.
Implemented initiatives deriving from the Edina Race & Equity Task Force and the Public Safety Staffing analysis,
which included special projects and modifying recruitment processes.
HUMAN RESOURCES DEPARTMENT
PERFORMANCE MEASURES 2017 2018 2019
Workers’ compensation claims resulting in lost time or medical
treatment 31 29 29
All employees who worked as full time throughout the year 311 331 324
Percentage of employees retained per year 97% 96% 95%
103 CITY OF EDINA, MINNESOTA
HUMAN RESOURCES DEPARTMENT
EXPENDITURES
Personal
services
28%
Severance
payments
14%
Contractual
services
55%
Commodities
1%
Internal
services
2%
Human Resources Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 525,099$ 543,822$ 585,162$ 569,802$ 616,828$ 640,985$
Severance payments 227,031 445,698 300,000 200,000 300,000 300,000
Contractual services 27,003 20,181 38,300 80,200 290,900 290,900
Commodities 1,888 2,479 2,620 2,800 27,800 27,800
Internal services 27,401 34,443 35,892 35,892 53,208 57,600
General fund subtotal 808,422 1,046,623 961,974 888,694 1,288,736 1,317,285
Other Funds
Risk management fund 596,170 742,670 905,835 860,000 1,091,461 1,096,173
Employee shared services 171,205 238,826 246,200 226,800 - -
Department Total Budget 1,575,797$ 2,028,119$ 2,114,009$ 1,975,494$ 2,380,197$ 2,413,458$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Human Resources Expenditures
104 CITY OF EDINA, MINNESOTA
F INANCE
Don Uram, Director
duram@EdinaMN.gov 952-826-0414
DEPARTMENT OVERVIEW
The Finance Department provides accounting and control services for all financial activities of the City, the Housing &
Redevelopment Authority (HRA), the South Metro Public Safety Training Facility, and other auxiliary organizations.
The department is also responsible for revenue collections, disbursements and investments, preparation of the annual
budget and financial statements of the City. Periodically, the department will also perform custom financial analysis for
various proposals. The Finance Department is responsible for processing about 55,000 utility bills and 16,000 vendor
payments annually. The department is also responsible for managing the City’s debt and investments as well as
preparing the City budget, Comprehensive Annual Financial Report (CAFR), and Capital Improvement Plan (CIP).
MAJOR SERVICE AREAS
Accounting
Accounts payable
Budget and CIP compilation
Revenue collections
Tax compliance
Treasury and debt administration
Finance administration
Financial reporting
Utility billing
DEPARTMENT ORGANIZATIONAL CHART
105 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Compiled the 2019-2024 Capital Improvement Plan (CIP), including updating of the CIP project priority evaluation
method.
Worked with the City’s Human Resources Department to jointly research a new Financial/HRIS system.
Completed cost recovery analysis of parks-related enterprise funds and develop reasonable Cost Recovery
Expectations (CRE). Formalized CRE through Council adoption.
2020-2021 DEPARTMENT GOALS
Prepare the 2021-2025 Capital Improvement Plan.
Implement a new Enterprise Resource Planning (ERP) system.
Implement a new Utility Billing (UB) system.
PERFORMANCE MEASURES 2017 2018 2019
City received an independent auditor's judgment that financial
statements are in compliance with generally accepted accounting
principles (unqualified audit opinion)
Yes Yes TBD
Conversion of the City’s light and power to solar, reflected on utility
bills 0% 4% 7%
Number of proactive reviews of customer water usage to identify
potential leaks in water systems 52 55 63
106 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
EXPENDITURES
Personal
services
52%Contractual
services
28%
Commodities
1%
Internal Services
4%
Special assessments
4%
Capital outlay
11%
Finance Expenditures by Type
2017
Actual
2018
Actual
2019
Estimate
2019
Budget
2020
Budget
2021
Budget
General Fund
Personal services 685,819$ 744,651$ 862,888$ 862,888$ 901,265$ 936,402$
Contractual services 438,244 397,286 446,300 479,100 486,250 491,250
Commodities 13,609 10,384 18,750 21,750 17,500 17,500
Internal Services 51,776 57,979 59,796 59,796 59,784 65,076
Special assessments 46,388 62,405 63,000 60,000 64,000 65,000
Construction Fund
Capital outlay 1,750 50,283 500,000 - 500,000 -
1,237,585$ 1,322,987$ 1,950,734$ 1,483,534$ 2,028,799$ 1,575,228$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Finance Department Expenditures
107 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
Economic Development/Housing & Redevelopment
Authority (HRA)
DIVISION OVERVIEW
The City strives to maintain a strong tax base and diversified mixture of land uses to compliment the many single-family
neighborhoods with employment opportunities, retail and service destinations, and multi-family housing options. The
Economic Development Division undertakes economic development projects to sustain and support an environment
where businesses can prosper and contribute to the desirable quality of life for which Edina is known. In recent years, a
small portion of these activities have been included in the Administrative expenses of the General Fund with primary
support from the Edina Housing & Redevelopment Authority (HRA).
The Edina HRA was established in 1974 for the purpose of undertaking urban redevelopment projects and assisting
with the development of affordable housing. The Edina HRA is an entity legally separate from the City with separate
taxing authority. However, for financial reporting purposes, the HRA is reported as if it were part of the City’s
operations because the members of the City Council serve as HRA commissioners and its activity is confined within
the city. The special revenue HRA Fund is used to account for revenues from several sources (tax-increment, bond
proceeds, investment earnings, etc.) that are designated for housing and redevelopment activities. Due to the
involvement of tax-increment financing (TIF) dollars, there are legal restrictions on how the money in this fund may be
spent.
2020-2021 DIVISION GOALS
Study the needs of the Southwest quadrant business park of Edina.
Implement redevelopment strategy and plan for strategic use of Grandview 2 TIF funds.
Create program to support local businesses as they seek funds for physical improvements.
North Ramp at 50th & France Nolan Mains Apartments
108 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
PERFORMANCE MEASURES 2017 2018 2019*
Non-Residential Tax Base within Edina $2.7 B $2.9 B $3.1 B
Commercial Vacancy Rates in Southwest metro, including Edina
(Source: Colliers International Quarterly Market Report)
Retail
Office
Industrial
5.7%
14.9%
6.5%
6.4%
14.1%
5.5%
8.5%
13.9%
6.3%
2018-2019 DIVISION ACCOMPLISHMENTS
Coordinated completion of the expanded North Ramp and new Center Ramp/Market Street Apartments on
Market Street.
Established three new Housing TIF Districts to help fund affordable priced units.
Completed TIF agreements to enable redevelopment at Pentagon Park South, 4500 France Ave. and 7200-7250
France Ave.
Implemented infrastructure improvements in Grandview District and Wooddale/Valley View, including utilities and
street improvements.
*projected
109 CITY OF EDINA, MINNESOTA
HRA expenditures are based on anticipated revenues and draw down of existing balances.
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
EXPENDITURES
Personal
services
3%Contractual
services
12%
Commodities
0%
Capital outlay
85%
HRA Fund Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
HRA Fund
Personal services 135,739$ 190,447$ 168,305$ 168,305$ 182,624$ 190,353$
Contractual services 337,063 734,066 415,520 585,520 1,638,000 1,363,000
Commodities 2,121 7,076 900 900 2,500 2,500
Capital outlay 1,584,867 10,892,125 5,625,000 6,576,000 4,961,000 4,710,000
Total 2,059,790$ 11,823,714$ 6,209,725$ 7,330,725$ 6,784,124$ 6,265,853$
Economic Development Expenditures
110 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
Edina uses Tax-Increment Finance (TIF) as a tool to promote high-quality economic development and redevelopment
in the city. Each TIF District has a district budget fund. This document includes details of the nine active TIF Districts as
well as two de-certified TIF Districts that retain a fund balance. A summary table of each TIF District and anticipated
expenditures follows.
This district was established in 1988 with the goal of attracting new investment to the underdeveloped portions of
Southeast Edina that had formerly been a gravel pit. The District was decertified in 2014 and retained a balance of
$9.2M as of 12/31/2018. The balance is intended to be invested in redevelopment projects over the next five years.
Centennial Lakes TIF District
Tax-Increment Finance (TIF) Districts
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Centennial TIF District
Personal services 38,526$ 98,487$ 57,660$ 57,660$ 64,288$ 66,642$
Contractual services 248,325 179,428 354,150 524,150 977,500 7,500
Commodities - 382 - - - -
Capital outlay 1,309,867 94,568 1,325,000 1,325,000 500,000 500,000
Total 1,596,718$ 372,865$ 1,736,810$ 1,906,810$ 1,541,788$ 574,142$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Grandview 2 TIF District
This district was established in 2016 to create a viable funding source for the many public improvements anticipated to
improve access to and through the overall Grandview commercial district. This TIF District includes 15 properties that
cover 11 acres of the 80 acre commercial area. The parcels included are considered the most likely to be redeveloped
in the next few years. Specific uses of TIF monies will be considered on a case-by-case basis when development
proposals are prepared for the vacant and underutilized parcels. The first revenue collection will occur in 2020 and the
District will expire in 2045.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Grandview 2 TIF District
Personal services -$ 991$ 13,830$ 13,830$ 14,791$ 15,463$
Contractual services - 153,717 1,500 1,500 51,500 1,500
Commodities - - - - - -
Capital outlay - - - 451,000 451,000 -
Total -$ 154,708$ 15,330$ 466,330$ 517,291$ 16,963$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
111 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
This district was created in 2014 to attract first-class investment to this outdated office park that had suffered from
disinvestment. The first revenue collection began in 2018. The District is anticipated to terminate in 2043. The City
entered into a redevelopment agreement with Pentagon Village, LLC in 2018 pertaining to the redevelopment of the
12-acre South Parcel. The City issued a TIF Note for $18.1 million that is payable upon successful completion of the
site.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Pentagon Park TIF District
Personal services 7,955$ 18,950$ 13,830$ 13,830$ 14,791$ 15,463$
Contractual services 21,133 44,778 1,500 1,500 101,500 286,500
Commodities - - - - - -
Capital outlay - - - - - -
Total 29,088$ 63,728$ 15,330$ 15,330$ 116,291$ 301,963$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Pentagon Park TIF District
Southdale 2 TIF District
This district was created in 2010 to spur investment in and around Southdale Center shopping mall. It will terminate in
2021. The City entered into an agreement with the owners of Southdale Center to provide a $5 million no-interest
loan if they would invest at least $15 million into the common areas of the shopping center. This work was completed
in 2012. In 2014 and 2019, Edina was granted special legislation to use monies from this district to support affordably-
priced housing in Edina.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Southdale 2 TIF District
Personal services 4,874$ 10,078$ 13,830$ 13,830$ 14,791$ 15,463$
Contractual services 14,635 51,416 6,500 6,500 2,000 12,000
Commodities - - - - - -
Capital outlay - - - - - -
Total 19,509$ 61,494$ 20,330$ 20,330$ 16,791$ 27,463$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
112 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
Grandview (2) TIF District
44th & France 2 TIF District
This Renewal TIF District was established in 2018 to support redevelopment of an obsolete site to include new
housing and retail space, along with shared public parking, a new public plaza and new streetscaping. The City executed
a redevelopment agreement with Orion 4500 France LLC to pledge future incremental property taxes to the
developer to reimburse them for up to $2.3M in eligible expenses. Groundbreaking occurred in May 2019 and
completion is anticipated in August 2020.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
50th & France TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - - - - 1,500 31,500
Commodities - - - - - -
Capital outlay - - - - - -
Total -$ -$ -$ -$ 1,500$ 31,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
50th & France 2 TIF District
This district was created in 2017 to support new investment and new public parking along Market Street. This district
includes only the parcels along Market Street that are intended to be redeveloped in 2018-2020. This project will
return several parcels to the tax rolls and will create more public parking, new outdoor public areas, new business
opportunities and new housing options. The first revenue collection will occur in 2020 and the District will expire in
2045.
In June 2019, the City executed a redevelopment agreement with Edina Market Street, LLC to pledge $10.1M in
reimbursement for costs associated with delivering the public benefits.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
50th & France TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - 48,439 1,500 1,500 201,500 701,500
Commodities - 4,604 - - - -
Capital outlay - 10,534,357 - - - -
Total -$ 10,587,400$ 1,500$ 1,500$ 201,500$ 701,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
113 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
66 West TIF District
This district was created in 2016 to support the construction of new affordably priced housing in Edina. The 66 West
Apartments consist of 39 apartments developed by Beacon Interfaith Housing that are dedicated to youth and young
adults who formerly experienced homelessness. The City used TIF monies to supplement other private funds and
grants. The first revenue collection occurred in 2019 and the District will expire in 2044.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
66th West Housing TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - 1,064 1,500 1,500 1,500 1,500
Commodities - - - - - -
Capital outlay 275,000 - - - - -
Total 275,000$ 1,064$ 1,500$ 1,500$ 1,500$ 1,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
70th & Cahill/Wooddale Valley View TIF Redevelopment District
Three TIF Districts were created in 1990 to encourage redevelopment and economic development at three
commercial nodes in Edina. The 70th & Cahill District, 44th & France District and Wooddale Valley View Districts were
decertified in 1999. The remaining balances were pooled together. As of Dec. 31, 2018, the balance was $626k. This
balance is intended to be invested in redevelopment projects in these districts over the next two to four years.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
70th & Cahill TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - - - - - -
Commodities - - - - - -
Capital outlay - 260,000 300,000 - - 200,000
Total -$ 260,000$ 300,000$ -$ -$ 200,000$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
114 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
This budget category is a placeholder for anticipated efforts to support affordable housing in Edina. Funds pooled
from the Southdale 2 TIF District are anticipated to be used to support affordable housing in multiple locations. Based
on 2019 revenue collections, approximately $14.9M is estimated to be available to fund affordable housing when the
Southdale 2 TIF District terminates in 2021. These monies are intended to be invested over multiple years and in
multiple sites.
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Affordable Housing TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - - 41,650 41,650 121,500 121,500
Commodities - - - - - -
Capital outlay - - 4,000,000 4,000,000 4,000,000 4,000,000
Total -$ -$ 4,041,650$ 4,041,650$ 4,121,500$ 4,121,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Affordable Housing TIF Districts
New Districts to be created out of this fund include:
West 76th Street TIF District
This district was established in 2018 to support new affordable housing at 4100 West 76th St. In 2019, the HRA
purchased the site and entered into an agreement with Aeon for the construction of new affordable housing on the
site. The first revenue collection will occur in 2022. The district is scheduled to terminate in 2042.
72nd & France TIF District
This district was established in 2019 to support new affordable housing on a site previous occupied by two obsolete
office buildings. The City entered into a redevelopment agreement with France Equities, LLC and pledged to issue a
TIF Note after completion of the mixed use project that includes housing, commercial space and public realm
improvements. The first revenue collection is scheduled to occur in 2023. The district is scheduled to terminate in
2043.
Amundson Avenue TIF District
This district was established in 2019 to support new affordable housing at 7075 Amundson Ave. The HRA intends
to acquire the site and resell it to MWF Properties for the construction of new affordable housing on the site. The
first revenue collection will occur in 2022. The district is scheduled to terminate in 2042.
115 CITY OF EDINA, MINNESOTA
FINANCE—ECONOMIC DEVELOPMENT/HRA DIVISION
EXPENDITURES
Centennial Lakes
20%
Grandview
0%Grandview 2
3%
Pentagon Park
1%
Southdale 2
1%
44th & France 2
0%
50th & France 2
30%
66th West
1%
70th & Cahill
2%
Affordable
Housing**
42%
HRA Fund Expenditures by TIF
District
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
TIF District
Centennial Lakes 1,596,718$ 372,865$ 1,736,810$ 1,906,810$ 1,541,788$ 574,142$
Grandview 54,100 - - - - -
Grandview 2 - 154,708 15,330 466,330 517,291 16,963
Pentagon Park 29,088 63,728 15,330 15,330 116,291 301,963
Southdale 2 19,509 61,494 20,330 20,330 16,791 27,463
44th & France 2 - - - - 1,500 31,500
50th & France 2 - 10,587,400 1,500 1,500 201,500 701,500
66th West 275,000 1,064 1,500 1,500 1,500 1,500
70th & Cahill - 260,000 300,000 - - 200,000
Affordable Housing**- - 4,041,650 4,041,650 4,121,500 4,121,500
Total 1,974,415$ 11,501,259$ 6,132,450$ 6,453,450$ 6,518,161$ 5,976,531$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
**Additional TIF District(s) that are planned to be created with the purpose of funding affordable housing
Expenditures by TIF District
116 CITY OF EDINA, MINNESOTA
P UBLIC WORKS DEPARTMENT
Brian Olson, Director
BOlson@EdinaMN.gov 952-826-0311
DEPARTMENT OVERVIEW
Edina's roadway, water infrastructure, sanitary and storm sewer systems are in the care of the employees of Edina's
Public Works Department. Employees maintain and provide these services in an efficient, responsible and professional
manner.
The Public Works Department is responsible for the City’s public buildings, transportation infrastructure, public
spaces, public services, and physical assets. The Department also maintains vehicles and equipment including
automobiles, mowers, trucks of every description, snowplows, street sweepers, fire trucks, ambulances and police cars.
MAJOR SERVICE AREAS
Roadway and sidewalk maintenance
Equipment operations
Facility and asset management
Utility operations
DEPARTMENT ORGANIZATIONAL CHART
117 CITY OF EDINA, MINNESOTA
2018-2019 DEPARTMENTAL ACCOMPLISHMENTS
Completed the North Ramp Expansion in the 50th & France District.
Completed 7 miles of street overlay projects per year.
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES 2017 2018 2019
Public service requests submitted to the Public Works Department 1,542 1,876 2,062
Percentage of residents rating street snow plowing services as
“excellent” or “good” in the Quality of Life Survey 92% No Survey 87%
Percentage of residents rating the overall ease of getting to the places
visited as “excellent” or “good” in the Quality of Life Survey 87% No Survey 86%
2020-2021 DEPARTMENTAL GOALS
Install a salt storage facility to assist with road deicing efforts.
Paint the community center water tower.
Develop a plan to determine the critical wayfinding signage necessary in multiple languages throughout the City’s
facilities.
118 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
EXPENDITURES
Administration
3%
Streets
20%
Facilities
management**
4%
Equipment operations**
7%
Construction
4%
Utility
operations
62%
Public Works Expenses by Division and/or
Service Area
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Administration 833,670$ 913,744$ 947,494$ 948,244$ 922,793$ 966,687$
Streets 5,204,104 5,548,200 5,891,120 5,646,820 5,929,687 6,073,535
General fund subtotal 6,037,774 6,461,944 6,838,614 6,595,064 6,852,480 7,040,222
Other Funds
Facilities management**924,242 998,635 1,076,499 993,649 1,194,107 1,325,127
Equipment operations**1,766,593 1,971,061 2,027,946 2,011,526 1,860,222 1,911,066
Construction 981,515 1,119,910 1,160,355 1,405,613 1,932,056 1,406,724
Environmental Efficiency 66,908 48,630 - - - -
Utility operations 16,015,401 16,810,774 17,362,828 17,323,876 18,313,651 19,256,716
Department Total Budget 25,792,433$ 27,410,954$ 28,466,242$ 28,329,728$ 30,152,516$ 30,939,855$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
** These costs were charged back as central service expenditures prior to 2020 and are now accounted for as an internal service fund.
Public Works Expenses
119 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Facilities Management Division
DIVISION OVERVIEW
The Facilities Management Division supports all City departments by managing the long-term viability of the City’s
current physical infrastructure and by planning for future needs. The major facilities include City Hall, Public Works &
Parks Maintenance Facility, City parking ramps. Other non-City facilities include the exterior building services at Edina
Community Library/Senior Center and the 50th & France Special Services District; park shelter buildings and utility
buildings. The City maintains over 80 buildings.
The Facilities Division includes the Electrical and Heating, Ventilation, and Air Conditions (HVAC) Division of the City’s
Public Works Department. Electricians maintain more than 400 street lights, City-owned traffic signals, and lighting
fixtures for the more than 80 City facilities and the Electrical/HVAC needs at each of those facilities.
DIVISION ORGANIZATIONAL CHART
France Ave.
120 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— FACILITIES MANAGEMENT DIVISION
2020-2021 DIVISION GOALS
Research a computerized maintenance management system program for City-wide use.
Develop service level agreements for facilities maintenance.
Implement funded portions of the energy efficiencies and preventative maintenance plans.
2018-2019 DIVISION ACCOMPLISHMENTS
Implemented energy efficiencies and preventative maintenance plan.
Implemented traffic signal cabinet removal and replacement program.
Implemented work request system.
Rolled out small cell sites city wide/reorganized cell inventory.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents rating the quality of street lighting as
“excellent” or “good” in the Quality of Life Survey 70% No Survey 77%
Average Facilities Condition Index (FCI) of all City buildings. Scale
from 0 to 1, with 0 being a new building and 1 a deteriorated structure .24 .25 .27
City Hall
121 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Streets Division
DIVISION OVERVIEW
The Streets Division is responsible for the year-round maintenance and repair of more than 230 miles of City streets,
public parking lots, street signs and pavement markings.
This responsibility is managed by two department divisions: Asphalt (bituminous/blacktop) and Concrete Streets.
Approximately 80 percent of Edina's streets are paved with a flexible bituminous pavement. All pothole repairs, street
sweeping, crack sealing and a majority of overlay projects and sealcoating are performed by the Asphalt Streets crews.
The Concrete Streets crews manage the concrete street repairs, concrete curb and gutter, sidewalk replacements and
maintenance of the City’s traffic signs.
DIVISION ORGANIZATIONAL CHART
122 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—STREETS DIVISION
2020-2021 DIVISION GOALS
Complete annual mill-and-overlay program.
Create a snow event tracking system utilizing Automated Vehicle Location (AVL) equipment and new technology.
Finalize adoptive management plan to improve deicing operations.
2018-2019 DIVISION ACCOMPLISHMENTS
Implemented street rehabilitation programs (sealcoat, mill and overlay, concrete road repair, etc.).
Implemented sign maintenance policy and annual bridge rehabilitation program.
Integrated Edina 311 application that allows concerns from residents to be easier logged and more efficiently
tracked.
PERFORMANCE MEASURES 2017 2018 2019
Average Pavement Condition Index (PCI) of Edina local streets 68 72 73
Number of potholes filled throughout the year 4,043 3,077 1,977
Percent of resident who rated Street Repair as "excellent" or "good" in
the Quality of Life Survey 54% No Survey 60%
123 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Utilities Division
DIVISION OVERVIEW
The City’s Utilities Division ensures that there is clean, safe water. There are three main components of the Utilities
Division: pump, treat and distribute drinking water; sanitary sewer collection; and storm water collection.
The City of Edina operates two water systems: The Morningside water system and the Edina water system. The
Morningside system is supplied with treated surface water from the City of Minneapolis. While the water is from
Minneapolis, Edina’s Utilities Division maintains the system’s piping. The Edina system gets its water from 18 ground-
water wells. Once the water has been treated, it is distributed through a system of 200 miles of water main, four
water towers and a ground reservoir.
Sewage collection and flow is based on gravity and controlled by lift stations and pumps. The City collects and pumps
sewage from a neighboring community where it eventually goes to a wastewater treatment facility operated by the
Metropolitan Council.
The City also collects storm water. During and after a rain or melt event, it is crucial that water is removed quickly
from roadways so it doesn’t create a public safety issue. The water is routed to creeks, ponds, lakes and wetlands.
These highly visible areas serve as natural treatment facilities for storm water, create wildlife habitat and add to the
aesthetics of neighborhoods. The Utilities Division is responsible for managing, repairing and monitoring these water
systems.
DIVISION ORGANIZATIONAL CHART
124 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—UTILITIES DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Completed maintenance rehabilitations of Wells 4, 6, 9, and 15.
Completed the hydrant maintenance program.
Repaired the Dublin Reservoir Pump.
Installed Sanitary sewer Lift Station No. 14 pump.
2020-2020 DIVISION GOALS
Implement SCADA upgrades recommended by the System Needs Assessment Report completed in 2019.
Complete a risk and resilience assessment on the City’s water infrastructure.
Complete the well rehabilitation program for Well 19.
PERFORMANCE MEASURES 2017 2018 2019
Operating cost per 1 million gallons water pumped/produced $1,398 $1,529 $1,568
Percentage of unaccounted water within system (water produced but
not billed) Goal is a minimal percent 2.2% 1.7% 1.8%
Percentage of residents rating the quality of the City’s sanitary sewer
services as “excellent” or “good” in the Quality of Life Survey 88% No Survey 89%
125 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Equipment Operations Division
DIVISION OVERVIEW
The Equipment Operations Division serves as the City’s auto shop. It maintains more than $8M worth of vehicles and
rolling stock. The mechanics who work in this division are responsible for routine maintenance and the emergency
repairs necessary to keep the City’s fleet in operation during critical events such as snow plowing.
DIVISION ORGANIZATIONAL CHART
Public Works Garage
126 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—EQUIPTMENT OPERATIONS DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Conducted weekly inspections of emergency vehicle apparatuses.
Implemented equipment replacement plan.
2020-2021 DIVISION GOALS
Complete the equipment operations customer satisfaction survey.
PERFORMANCE MEASURES 2017 2018 2019
Total gallons of fuel usage for City equipment
Diesel fuel
Unleaded Fuel
71,912
104,168
73,686
102,051
82,211
99,515
Number of repair orders submitted to the equipment operations
division 1,812 2,369 1,910
127 CITY OF EDINA, MINNESOTA
E NGINEERING DEPARTMENT
Chad Millner, Director
cmillner@EdinaMN.gov 952-826-0318
DEPARTMENT OVERVIEW
The Engineering Department is responsible for the planning, design and construction of the City’s infrastructure,
including the sidewalk and bikeway systems, local and Municipal State Aid (MSA) street systems, storm sewer, sanitary
sewer, water and street lighting systems as well as other projects that support residents and businesses. Staff ensures
that projects meet design standards and engineering requirements. The Engineering Department provides a staff liaison
to the Transportation Commission and works directly with other local, regional and state agencies.
MAJOR SERVICE AREAS
Asset management
Design, construction and project management of infrastructure projects
Water resources
Redevelopment reviews
Transportation
DEPARTMENT ORGANIZATIONAL CHART
128 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
2018-2019 DEPARTMENTAL ACCOMPLISHMENTS
Improved communications with residents during the Neighborhood Street Reconstruction Projects, including the
pilot of an online engagement platform for the 58th St. reconstruction planning in 2019.
Successfully constructed 6.48 and 0.37 miles of local neighborhood and Municipal State Aid (MSA) streets.
Improved performance of the water infrastructure system by replacing and rehabilitating more than 28,736 feet of
water main, 93 fire hydrants, 104 gate valves and 508 water services.
Reduced potential inflow and infiltration by rehabilitating 28,690 feet of sanitary sewer trunk pipe.
Updated the Water Resources Management Chapter and Transportation Chapter of the Comprehensive Plan.
2020-2021 DEPARTMENTAL GOALS
Design and begin construction of Water Treatment Plant 5.
Coordinate with Metro Transit on the E-Line bus rapid transit project.
Coordinate with Hennepin County on the Vernon Ave bridge replacement project.
PERFORMANCE MEASURES 2017 2018 2019
Citywide Pavement Condition Index (PCI) rating the condition of city
streets on a scale of 1-100, with 100 being a new street 64 72 73
Post Street Reconstruction Survey: During construction, how effective
was the project team in understanding your specific construction
related issue
74% 75% 69%
Number of registered users of BetterTogetherEdina.org, an online
engagement tool for City projects, including street reconstruction NA NA 907
129 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
EXPENDITURES
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Engineering 1,501,354$ 1,554,691$ 1,809,492$ 1,849,492$ 1,920,392$ 1,995,995$
General fund subtotal 1,501,354 1,554,691 1,809,492 1,849,492 1,920,392 1,995,995
Other Funds
PACS fund 1,083,506 1,058,632 1,540,590 1,245,362 1,520,802 1,142,287
Construction 5,804,437 3,665,039 4,380,921 3,733,025 7,417,998 5,102,516
Utility fund 496,792 493,870 495,418 347,418 511,830 517,811
Department Total Budget 8,886,089$ 6,772,232$ 8,226,421$ 7,175,297$ 11,371,022$ 8,758,609$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Engineering Expenses
Engineering
21%
PACS fund
15%
Construction
59%
Utility fund
5%
Engineering Expenses by Service Area
130 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Design & Construction Division
DIVISION OVERVIEW
The Design & Construction Division is responsible for the design and construction of the City’s infrastructure. Staff
coordinates reconstruction of neighborhood and MSA roadways. The Division is also responsible for the rehabilitation
of utility infrastructure. The Design & Construction Division works with other agencies such as the Minnesota
Department of Transportation and Hennepin County to coordinate other reconstruction projects throughout the
City.
DIVISION ORGANIZATIONAL CHART
131 CITY OF EDINA, MINNESOTA
2018-2019 DIVISION ACCOMPLISHMENTS
Planned, designed and coordinated street reconstruction utilizing the Living Streets Plan and Small Area Plans.
Successfully constructed 6.85 miles of City streets.
ENGINEERING DEPARTMENT—DESIGN & CONSTRUCTION DIVISION
2020-2021 DIVISION GOALS
Implement the 2020 and 2021 neighborhood roadway reconstruction projects.
Coordinate and implement design and construction of bike and pedestrian projects.
PERFORMANCE MEASURES 2017 2018 2019
Citywide Pavement Condition Index (PCI) rating the condition of city
streets on a scale of 1-100, with 100 being a new street 64 72 73
Street Reconstruction Survey for residents: Did final infrastructure
meet your expectations? Percent that selected “Yes” 60% 64% 62%
132 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Transportation Division
DIVISION OVERVIEW
The Transportation Division is responsible for the planning, design and management of local transportation systems
and facilities in the City of Edina and in coordination with surrounding agencies. The Division prepares and reviews
City policies related to transportation and traffic systems planning, design and maintenance.
Staff in this Division serve as the liaison to the Transportation Commission. Staff works directly with the Commission
on matters related to transportation systems. The Transportation Division receives and reviews resident requests for
transportation systems changes to increase safety or consistency throughout the city, conducts the appropriate level
of analysis and makes recommendations.
The Division Coordinates non-motorized transportation facilities marketing and promotional activities aimed at
furthering education in the city. Staff administers the Living Streets program and Pedestrian and Cyclist Safety (PACS)
fund.
DIVISION ORGANIZATIONAL CHART
133 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
2020-2021 DIVISION GOALS
Create an Electric Vehicle (EV) strategy that includes policy and infrastructure recommendations.
Develop a travel demand management ordinance or policy.
2018-2019 DIVISION ACCOMPLISHMENTS
Increased pedestrian safety and walkability by constructing 0.6 mile of new sidewalks.
Updated the Transportation Chapter of the Comprehensive Plan and amended the Pedestrian and Bicycle Master
Plan into the Comprehensive Plan.
PERFORMANCE MEASURES 2017 2018 2019
Percent of resident-submitted traffic safety issues resolved within the
year 66% 91% 93%
Miles of sidewalks constructed 2.3 0.7 0.7
Miles of bikeways constructed 0.1 0.3 0.4
Percentage of residents who rated the ease of walking in Edina as
“excellent” or “good” in the Quality of Life Survey 66% NA 65%
134 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
PACS Fund
The Pedestrian and Cyclist Safety (PACS) Fund is a special revenue fund created to account for new gas and electric
utility franchise fee revenues from customers. The utility franchise fees are dedicated revenue to the PACS Fund.
Other potential revenues for the PACS Fund may include grants, donations, special assessments and transfers from
other City funds. The purpose of the PACS Fund is to provide funding for the creation, maintenance and improvement
of non-motorized transportation facilities for the primary benefit of pedestrians and cyclists in Edina. Non-motorized
transportation facilities (NMTF) is defined as sidewalks, trails and other bicyclist-related facilities. In 2020 and 2021,
the franchise fees are expected to generate approximately $1.2 million each year in revenue.
2020 Projects (orange)
A. W 58th St sidewalk,
shared-use path
B. Valley View Rd sidewalk
C. France Ave sidewalk
D. Valley View Rd sidewalk
E. France Ave pedestrian
improvements
F. Tracy Ave shared-use
path
G. City Hall raised crosswalk
H. Vernon Ave sidewalk
I. France Ave sidewalk
J. W 77th St sidewalk
K. Highlands Park shared-use
paths
2021 Projects (green)
L. Hansen Rd sidewalk
M. W 56th St sidewalk
N. Beard Ave sidewalk
O. France Ave sidewalk
P. Cornelia School sidewalks
Q. Eden Ave shared-use path
R. France Ave sidewalk
S. W 74th St sidewalk
135 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
EXPENDITURES
Personal
services
10%
Contractual
services
5%Commodities
1%
Internal services
1%
Capital outlay
83%
PACS Fund Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Franchise fees 1,176,085$ 1,186,088$ 1,200,000$ 1,200,000$ 1,200,000$ 1,200,000$
Intergovernmental 113,131 175,600 - - - -
Investment Income - 1,170 - - 1,060 1,060
Other revenues 8,900 59,211 - - - -
Total revenues 1,298,116 1,422,069 1,200,000 1,200,000 1,201,060 1,201,060
Expenditures
Personal services 119,608 124,698 133,679 133,679 115,642 120,202
Contractual services 108,161 58,708 75,000 20,000 75,000 75,000
Commodities 2,816 3,103 15,000 15,000 15,000 15,000
Internal services 734 5,485 5,796 5,796 7,200 7,860
Capital outlay 852,187 866,638 1,311,115 1,070,887 1,307,960 924,225
Total expenses 1,083,506 1,058,632 1,540,590 1,245,362 1,520,802 1,142,287
Change in fund balance 214,610 363,437 (340,590) (45,362) (319,742) 58,773
January 1 balance (190,845) 23,765 387,202 387,202 46,612 (273,130)
December 31 balance 23,765$ 387,202$ 46,612$ 341,840$ (273,130)$ (214,357)$
PACS Fund Financial Summary
136 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Engineering Services Division
DIVISION OVERVIEW
The Engineering Services Division provides a variety of services to planners, builders, property owners and utility
customers by managing the shared public right-of-way, coordinating utility and street connections, managing and
planning surface water resources and flood protection, reducing surface water pollution and providing geographical
maps and data.
DIVISION ORGANIZATIONAL CHART
137 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—ENGINEERING SERVICES DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Approval of the 2019 water supply plan and water resources management plan.
Launched DataLink interval GIS tool to all City staff.
Launched an Adopt-a-Drain program that connects residents to caring for stormwater drains.
Completed Sunnyslope area shoreline stabilization project.
2020-2021 DIVISION GOALS
Create flood risk reduction strategy.
Create a Lake Cornelia water quality strategy.
PERFORMANCE MEASURES 2017 2018 2019
Number of GIS service requests per year 1,754 2,285 2,512
Number of storm/erosion control plan reviews by staff 269 421 326
Water resources City Extra email list subscribers 96 140 160
138 CITY OF EDINA, MINNESOTA
P OLICE DEPARTMENT
Dave Nelson, Police Chief
dnelson@EdinaMN.gov 952-826-0487
DEPARTMENT OVERVIEW
The Police Department is responsible for maintaining public order and safety; enforcing the law; and preventing,
detecting, and investigating criminal activities within the community. This mission is accomplished through the four
divisions of the department: Administration, Investigations, Patrol, and Community Health.
The police department is the largest department in the City with 55 sworn officers and 30 civilian staff.
MAJOR SERVICE AREAS
Animal control
Computer forensics
Community health
Civilian services
Crime prevention
Drug Task Force
Investigations
Patrol
Property and evidence
School Resource Officers
Traffic
911 Dispatch
DEPARTMENT ORGANIZATIONAL CHART
139 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
2020-2021 DEPARTMENTAL GOALS
Implement body worn cameras.
Continue to leverage communication strategies to publicize, notify and promote the department activities such as
active incidents, including though social media.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Replaced in-squad and interview room video system.
Carried out several of the recommendations of the Public Safety Staffing Analysis Report by hiring additional staff:
two patrol officers, one full-time dispatcher and one support staff.
Five Edina officers received Mothers Against Drunk Driving (MADD) awards for their work in the detection and
arrest of impaired drivers.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of respondents rating police services as “excellent” or
“good” in the Quality of Life Survey 89% No Survey 92%
Cost of police services per household $475.43 $454.38 $476.64
140 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Patrol Division
DIVISION OVERVIEW
The Patrol Division is the uniformed portion of the police department most people are familiar with. It’s the people in
uniform, driving marked police vehicles throughout the City and providing public safety to the community. Officers’
interactions are significant steps toward crime deterrence, crime prevention and nurturing positive community
relations.
DIVISION ORGANIZATIONAL CHART
141 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— PATROL DIVISION
2020-2021 DIVISION GOALS
Research and implement within the southwest consortium a Peer-to-Peer support program.
Work with Edina Public Schools to support a response to an active shooter training.
Hire and field train two additional police officers.
2018-2018 DIVISION ACCOMPLISHMENTS
Reviewed booking procedures in an effort to streamline systems to reduce the amount of time processing
arrestees.
Promoted officer wellness by continuing to offer organizational interventions through individual employee services
in addition to allowing employees to exercise while on-duty if schedule allows.
Provided training and instruction to non-police City employees on active shooter protocol and workplace violence.
Fully implemented an on-line web-based scheduling software program.
PERFORMANCE MEASURES 2017 2018 2019
Number of impaired driving arrests per year 477 466 412
Number of traffic and misdemeanor citable violations per year 19,651 20,202 14,262
142 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Investigations Division
DIVISION OVERVIEW
The Investigative Division is responsible for investigating crimes that occur within the City and processing case files for
possible prosecution.
The Investigations Division is comprised of one Lieutenant, two Sergeants, five Detectives, one Southwest Hennepin
Drug Task Force Investigator, two School Resource Officers, two Commercial Crimes Officers and a Crime Analyst.
DIVISION ORGANIZATIONAL CHART
143 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— INVESTIGATIONS DIVISION
2020-2021 DIVISION GOALS
Expand Division staffing to include an additional Detective.
Complete implementation of Electronic Forensic Work Group.
Assess the effectiveness of the Commercial Crime Unit dedicated to the Southdale Mall.
2018-2019 DIVISION ACCOMPLISHMENTS
Created a formal training manual outlining the duties and responsibilities of the rotational Investigative Sergeant
assignment.
Expanded School Resource Officer case responsibilities to include Edina juvenile residents as well as Edina
students.
Cross trained Computer Forensic Detective duties to ensure general knowledge and understanding of the position
is preserved in the event of internal changes.
Review feasibility of making the Computer Forensic Detective a formal full-time assignment, dedicated to
computer forensics.
PERFORMANCE MEASURES 2017 2018 2019
Clearance Rates for reported (Part I and Part II) crimes. Per FBI guide-
lines, crimes are divided into two components: violent (Part 1) and
property (Part II)
61% 63% 60%
144 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Administrative Division
DIVISION OVERVIEW
The Administrative Division is responsible for 911 dispatch, records, Animal Control, Community Service Officers,
coordinating special events, acquisition of equipment and the Police Explorer program.
Edina’s 911 Communications Center staff handles thousands of calls for service annually for both the cities of Edina and
Richfield. This provides an exceptional level of emergency and non-emergency assistance and customer service to
community members.
The Administrative Support staff is responsible for numerous behind the scenes functions in the department, including:
records management, property and evidence management, finance, false alarm billing, data privacy and public
information requests, specialized support to investigators and prosecutors for processing of criminal cases. They also
respond to customer service requests to courts, partner agencies, city staff, and members of the community.
A full-time Training Officer manages continuing education training for all employees of the department as well as
mandated training for officers according to the Minnesota Peace Officer Standards and Training.
DIVISION ORGANIZATIONAL CHART
145 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— ADMINISTRATIVE DIVISION
2020-2021 DIVISION GOALS
Hire and onboard a new Dispatch Supervisor.
Research and plan for a new Computer-Aided Design (CAD) system.
2018-2019 DIVISION ACCOMPLISHMENTS
Added one Records Specialist and developed the Lead Records Specialist position into a supervisory position.
Evaluated the dispatch services provided to Richfield and added additional dispatch staffing to accommodate
growing workload.
Implemented Text-to-911 program in dispatch.
Develop officer candidates and provide critical support to the police through the Community Service Officer and
Reserve Officer programs.
Fully train dispatch staff and work toward complete utilization of Emergency Medical Dispatching (EMD) protocols
for Edina EMS calls.
PERFORMANCE MEASURES 2017 2018 2019
Property room items/evidence disposed of after court disposition per
state guidelines 1,217 3,384 1,808
All misdemeanor and gross misdemeanor cases submitted to the City
Attorney for prosecution 1,012 1,020 882
Percent of alarm bills paid 97.2% 95.7% 78%
146 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Community Health Division
DIVISION OVERVIEW
The Community Health Division, through a delegation agreement with the Minnesota Department of Health, is
responsible for the licensing and inspection of food and beverage establishments, lodging facilities, temporary food
events and public swimming pools in the city. These include restaurants, schools, daycares, hotels, apartment complex
pools, the Aquatic Center and food vendors at various events. The Community Health Division performs plan reviews
for new facilities, investigates foodborne illness complaints, reports waterborne illnesses and responds to disasters
such as fires or wastewater backups in regulated facilities.
Public health nuisance complaint investigations, property maintenance inspections and code enforcement activities are
also conducted by the Division. These activities range from simple maintenance issues to calls from Police or Fire to
order abatement of extreme public health nuisance conditions in a property. An intern is hired each summer to assist
with code enforcement activities and gain exposure to public and environmental health regulation.
The Division manages four grants from the Minnesota Department of Health to the Edina Community Health Board,
which funds contracts with Bloomington Public Health for public health activities in Edina. The Community Health
Administrator manages the grants and acts as the liaison to the Community Health Commission.
In addition, the Division is responsible for oversight and education of the residential recycling and organics collection
program, which provides service to over 14,000 residential households. The Division also manages some programs
created by local ordinance, including regulation of body art, massage facilities and noise complaints.
DIVISION ORGANIZATIONAL CHART
147 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— COMMUNITY HEALTH DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Developed training policy and procedure for new staff training to align with new evaluation tool produced by
workgroup of Environmental Health Continuous Improvement Board.
Work with LOGIS to develop, test and implement new electronic inspection module of PIMS.
Updated website information and functionality relating to mobile food applications.
2020-2020 DIVISION GOALS
• Implement citywide organics recycling program.
• Implement residential rental housing licensing and inspection program.
PERFORMANCE MEASURES 2017 2018 2019
Total number of food, pool, and lodging inspections conducted by staff 381 358 385
Total number of foodborne illness complaints or investigations 19 31 22
Total number of regulatory inspections conducted by staff 603 623 652
148 CITY OF EDINA, MINNESOTA
F IRE DEPARTMENT
Tom Schmitz, Fire Chief
tschmitz@EdinaMN.gov 952-826-0332
DEPARTMENT OVERVIEW
The mission of the Edina Fire Department is to serve the community by protecting lives, property and the environment
in a safe, efficient and professional manner. The Department works together to ensure the safety of the City's residents
through the implementation of building and fire codes for new constructions, fire extinguishment and full Advanced Life
Support Ambulance response.
The City of Edina is also responsible for the management of the South Metro Public Training Facility (SMPTF). SMPTF
provides high-quality, cost-effective training and development for public safety organizations. The Fire Department is
also a member of Minnesota Task Force 1 Urban Search & Rescue Team. This State funded program equips and trains
personnel to respond statewide to disasters and complicated technical rescues.
MAJOR SERVICE AREAS
Building Inspections
Emergency management
Emergency Medical
Management of the South Metro Public Training Facility
Fire suppression & prevention
Special Operations
DEPARTMENT ORGANIZATIONAL CHART
149 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
2020-2021 DEPARTMENT GOALS
Evaluate Emergency Reporting platform.
Review and revise the City Emergency Operations Plan, including emergency management best practices.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Created a purchasing plan and purchased three engines and one aerial truck.
Developed a Quality Assurance Program for Emergency Medical Services (EMS) operations.
Upgraded the building inspections online plan submittal system.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who rate fire and ambulance services as
“excellent” or “good” in the Quality of Life Survey 99% No Survey 98%
Number of public education events hosted 186 116 69
Property dollar loss from fires per year $1,252,945 $1,269,575 $533,455
150 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Building Inspections Division
DIVISION OVERVIEW
The Building Inspections Division is responsible for plan review, permitting and inspection of all new construction
within the city to ensure that new buildings meet both structural and exiting safety standards. The City of Edina adopts
the Minnesota State Building Code, which in turn adopts the International Building Code, International Residential
Code and other codes and standards relating to building inspections. The Division has been a leader within the City to
go paperless with electronic plan reviews and permits.
DIVISION ORGANIZATIONAL CHART
151 CITY OF EDINA, MINNESOTA
2020-2021 DIVISION GOALS
Implement new Minnesota State building, fire, plumbing, mechanical, accessibility, and energy code adopted by the
State.
Continue to scan 20% of building house files per year.
Test fleet transition to Electric Vehicles (EV).
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
2018-2019 DIVISION ACCOMPLISHMENTS
Transitioned to a paperless process for all plan reviews and permits.
Piloted employee development and flexible workforce plans for the department.
Scanned 25 percent of the house files and moved to virtual storage.
PERFORMANCE MEASURES 2017 2018 2019
Total number of inspections conducted 20,708 22,642 22,000
Average number of days for building plan reviews to be processed
(application to issue permit) 13 14 15
Median number of days it takes to process a commercial plan review
from (application to issue permit) 12 13 23
152 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
EXPENDITURES
Personal services
79%
Contractual
services
11%
Commodities
1%
Internal services
8%
Equipment
replacement
1%
Inspections Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 1,407,812$ 1,494,738$ 1,639,287$ 1,639,287$ 1,732,445$ 1,800,677$
Contractual services 196,911 235,404 227,950 227,950 264,050 274,700
Commodities 17,572 17,056 24,850 24,850 26,050 26,650
Internal services 145,017 160,082 165,624 165,624 163,572 176,616
General fund subtotal 1,767,312 1,907,280 2,057,711 2,057,711 2,186,117 2,278,643
Other Funds
Equipment replacement 37,946 37,758 - - 22,000 -
Department Total Budget 1,805,258$ 1,945,038$ 2,057,711$ 2,057,711$ 2,208,117$ 2,278,643$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Building Inspections Expenditures
153 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire & Emergency Medical Services Division
DIVISION OVERVIEW
The Fire & Emergency Medical Services Division is responsible for extinguishing fires, providing paramedic and
Advanced Life Support (ALS) medical service, special operations, educating the community on fire prevention issues
and maintaining firefighting equipment and Department facilities. In addition, the Division enforces laws and ordinances
pertaining to fire safety.
DIVISION ORGANIZATIONAL CHART
South Metro Public Safety Training Facility
154 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE & EMERGENCY MEDICAL SERVICES DIVISION
2020-2021 DIVISION GOALS
Hire and onboard new firefighter/paramedic positions of SAFER Grant in March of 2020.
Develop an inventory tracking and management system for medical supplies.
Build a library of lesson plans which cover core firefighting, EMS, and technical rescue competencies.
2018-2019 DIVISION ACCOMPLISHMENTS
Updated Department directives to ensure compliance with the City Employee Handbook.
Provided Incident Command training to key City personnel to enhance Emergency Operations Center capability.
Carried out several of the recommendations of the Public Safety Staffing Analysis Report.
Implemented records management system and training platform software for Training Division.
PERFORMANCE MEASURES 2017 2018 2019
Annual operating cost for fire and emergency services per household $273 $276 $302
Average fire response time in minutes 5.42 6.13 6.0
Average ambulance response time in minutes 5.37 6.11 6.0
155 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE & EMERGENCY MEDICAL SERVICES DIVISION
EXPENDITURES
Personal services
78%
Contractual services
6%
Commodities
4%
Internal services
7%
Equipment
replacement
4%
Construction
1%
Fire and Emergency Medical Services
Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 4,895,586$ 5,044,786$ 5,740,875$ 5,740,875$ 6,605,064$ 6,866,055$
Contractual services 360,864 396,611 459,050 451,250 504,360 576,510
Commodities 221,610 255,470 303,200 302,550 366,025 379,343
Internal services 415,985 466,113 482,832 482,832 510,432 542,292
General fund subtotal 5,894,045 6,162,980 6,985,957 6,977,507 7,985,881 8,364,200
Other Funds
Equipment replacement 290,380 95,498 96,000 145,000 1,142,832 110,000
Construction 18,835 157,467 - - 246,600 -
Department Total Budget 6,203,260$ 6,415,945$ 7,081,957$ 7,122,507$ 9,375,313$ 8,474,200$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Fire & Rescue Expenditures
156 CITY OF EDINA, MINNESOTA
DEPARTMENT OVERVIEW
The Parks & Recreation Department is responsible for administering and maintaining the entire parks system. This
includes 44 parks and open spaces that total 1,563 acres of property, including park enterprise facilities. The
department coordinates park maintenance, adaptive recreation, adult and youth recreation, and works with 14 athletic
associations, the Edina Garden Council and the Edina Historical Society. The Parks & Recreation Director acts as staff
liaison to the Parks & Recreation Commission, which advises the City Council on parks and recreation issues.
Staff consists of approximately 40 full-time employees and approximately 500 part-time seasonal staff, including
playground leaders, ice rink attendants, arts and craft specialists, concession employees, sports instructors, recreation
supervisors, administrative staff and maintenance personnel.
MAJOR SERVICE AREAS
Park Maintenance & Natural Resources
Enterprise facilities
Recreation programs
Forestry
Park design
Special events
Strategic planning
Project management
P ARKS & RECREATION DEPARTMENT
Perry Vetter, Director
pvetter@EdinaMN.gov 952-826-0430
DEPARTMENT ORGANIZATIONAL CHART
157 CITY OF EDINA, MINNESOTA
2020-2021 DEPARTMENT GOALS
Complete phase II of Hennepin County recycling grant.
Move park building and shelter reservations online.
Conduct an accessibility audit for recreation programming.
PARKS & RECREATION DEPARTMENT
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Completed renovation of Braemar Golf Championship 18-hole Course.
Completed Fred Richards Park Master Plan phase 1, including adding a playground, shelter, walkways and storm-
water improvements.
Built new Arden Park shelter, hockey rink, playground and trails as part of the Arden Park Restoration project.
Completed the Braemar Park Master Plan.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
parks as “excellent” or “good” in the Quality of Life Survey 91% No Survey 94%
Percentage of residents who, from their experience, rate the recrea-
tion programs and classes “excellent” or “good” in the Quality of Life
Survey
87% No Survey 93%
Braemar Golf Course Rosland Park
158 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
EXPENDITURES
Personal services
75%
Contractual
services
16%
Commodities
1%
Internal
Services
8%
Park Administration Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 785,004$ 839,286$ 874,220$ 874,220$ 907,072$ 942,411$
Contractual services 174,008 134,788 108,300 292,700 219,200 220,100
Commodities 6,023 18,817 24,000 19,800 7,800 7,900
Internal Services 75,384 86,198 87,528 87,528 93,180 100,548
Total 1,040,419$ 1,079,089$ 1,094,048$ 1,274,248$ 1,227,252$ 1,270,959$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Administration Expenditures
159 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
EXPENDITURES
Personal
services
37%
Contractual
services
52%
Commodities
11%
Recreation Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 217,087$ 251,606$ 245,644$ 245,644$ 319,415$ 330,603$
Contractual services 332,877 305,068 449,175 270,810 374,445 485,995
Commodities 90,526 70,264 72,125 83,575 74,500 76,100
Total 640,490$ 626,938$ 766,944$ 600,029$ 768,360$ 892,698$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Recreation Expenditures
160 CITY OF EDINA, MINNESOTA
Art Center
PARKS & RECREATION DEPARTMENT
DIVISION OVERVIEW
The Edina Art Center is a community asset providing educational programs for all ages in the visual arts. Residents and
guests may take a class, attend a lecture, roam the galleries and gift shop to view and purchase local and regional art-
work. Historically, the Art Center has covered its cost recovery goals by donations from the public and transfers from
two other City funds. Traditionally, the Liquor Fund supports operations and the Construction Fund supports building
improvement projects.
The Edina Arts & Culture Commission advises the City Council on artistic and cultural initiatives in Edina. The General
Manager of the Art Center acts as staff liaison to the Commission and its working groups.
DIVISION ORGANIZATIONAL CHART
161 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— ART CENTER
2020-2021 DIVISION GOALS
Review and approve public art installations.
Plan and evaluate the impacts of a membership campaign.
Define a strategy for facility upgrades.
2018-2019 DIVISION ACCOMPLISHMENTS
Partnered with Edina School District and Arts & Culture Commission to conduct a Student Art Competition.
Partnered with the Edina Crime Prevention Fund to host Fall Into the Arts Festival in 2018 and 2019.
PERFORMANCE MEASURES 2017 2018 2019
Residents, who, from their experience, rate the quality of the Art
Center as “excellent” or “good” in the Quality of Life Survey 86% No Survey 88%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 75% 91% 67%*
Energy Use Index of the Art Center building 188.08 173.34 TBD
* Projected
162 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— ART CENTER
EXPENDITURES
Personal services
67%
Contractual
services
15%
Commodities
10%
Internal services
7%
Depreciation
1%
Art Center Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 42,504$ 47,457$ 41,000$ 41,000$ 44,980$ 44,980$
Concessions sales 652 250 350 350 451 451
Memberships 14,213 17,115 18,000 18,000 15,664 15,664
Class registration & other 437,004 449,152 457,000 457,000 441,839 441,839
Investment income 2,113 2,593 2,000 2,000 - -
Donations 20,138 14,955 9,000 9,000 10,000 10,000
Revenues 516,624 531,522 527,350 527,350 512,934 512,934
Expenses
Cost of sales and services - - 500 500 500 500
Personal services 494,764 396,303 495,225 495,225 558,764 579,389
Contractual services 95,853 108,726 171,175 105,925 109,545 109,545
Commodities 67,108 60,473 93,272 66,500 76,500 76,500
Internal services 44,451 41,000 40,992 40,992 68,862 75,838
Depreciation 22,032 13,895 6,000 6,000 6,000 6,000
Expenses 724,208 620,397 807,164 715,142 820,171 847,772
Income (loss)(207,584)$ (88,875)$ (279,814)$ (187,792)$ (307,237)$ (334,838)$
Art Center Revenues and Expenses
163 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Aquatic Center
DIVISION OVERVIEW
The Aquatic Center is a unique, high-volume facility that accommodates swimmers of all ages and a wide range of
activities, including recreational swimming, competitive swimming, lap swimming and swimming lessons. The Aquatic
Center is open for 11 weeks from June-August. The financial success of the Aquatic Center is highly dependent on the
weather and the sale of daily admissions.
The full-time staff consists of four positions with shared responsibilities. There are three full-time employees (General
Manager, Assistant Manager and Maintenance Coordinator) who have year-round responsibility for Edinborough Park
and the Aquatic Center during the summer season. There is also one full-time Certified Pool Operator, who is
dedicated to the Aquatic Center in the summer and also works in Park Maintenance the remainder of the year. The
Aquatic Center hires approximately 85 seasonal staff, including assistant managers, lifeguards, concession, admissions
and facility services employees.
DIVISION ORGANIZATIONAL CHART
164 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2020-2020 DIVISION GOALS
Continue updating amenities, mechanical equipment and overall aesthetics.
Evaluate options for filter room upgrades.
2018-2019 DIVISION ACCOMPLISHMENTS
Hosted week-long celebration of the 60th Anniversary of the Aquatic Center in 2018.
Completed water slide renovations in Spring 2018.
Replaced 1-meter and 3-meter diving boards thanks to a donation.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
the Aquatic Center as “excellent” or “good” in the Quality of Life Sur-
vey
88% No Survey 95%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 151% 154% 157%*
* Projected
165 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
EXPENDITURES
Cost of sales and
services
4%
Personal services
40%
Contractual
services17%
Commodities
8%
Internal services
3%
Depreciation
28%
Aquatic Center Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 6,050$ 5,583$ 7,000$ 7,000$ 5,800$ 5,800$
Concessions sales 120,138 121,281 125,000 135,000 121,000 121,000
Memberships 407,297 412,365 430,000 435,000 440,000 440,000
Admissions 371,334 393,824 395,650 410,650 397,798 411,375
Building rental 58,038 64,674 60,000 52,000 62,700 62,700
Investment income 16,892 31,001 22,000 22,000 24,000 26,000
Other nonoperating revenue - - - - - -
Total revenues 979,749 1,028,728 1,039,650 1,061,650 1,051,298 1,066,875
Expenses
Cost of sales and services 47,330 50,705 43,000 43,000 49,474 49,474
Personal services 384,513 397,607 430,214 390,214 448,414 464,478
Contractual services 136,359 156,134 176,200 176,200 211,887 217,768
Commodities 72,368 54,518 105,600 105,600 75,600 77,100
Internal services 37,391 34,374 33,588 33,588 39,236 44,281
Depreciation 325,623 283,098 286,500 316,500 286,500 284,500
Bond interest 11,744 20,235 17,375 17,375 14,392 11,209
Total expenses 1,015,328 996,671 1,092,477 1,082,477 1,125,503 1,148,810
Income (loss)(35,579)$ 32,057$ (52,827)$ (20,827)$ (74,205)$ (81,935)$
Aquatic Center Revenues and Expenses
166 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Edinborough Park
DIVISION OVERVIEW
Edinborough Park is Minnesota’s unique indoor public park. The enclosed, one-acre park includes a swimming pool, a
running track and fitness equipment, multi-purpose activity area, 250-seat amphitheater, a renovated Grotto, and
Adventure Peak. One of the most unique features of the park is Adventure Peak, which is the largest and tallest
indoor play structure in the region. Each week during the school year, there is free entertainment consisting of music,
dance, theater and visual arts programs.
Revenue is generated by season passes, daily admissions, birthday parties, facility rentals and association fees charged to
neighboring residents and businesses. Edinborough Park covers the cost recovery goals by the Edinborough Park
dedication funds.
DIVISION ORGANIZATIONAL CHART
167 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2020-2021 DIVISION GOALS
Complete the southeast entrance plaza reconstruction project.
Identify options for an energy management program.
2018-2019 DIVISION ACCOMPLISHMENTS
Began branding and internal signage updates throughout the Park, including the addition of exterior visuals to
better represent Edinborough Park.
Updated birthday party packages to be more flexible for families.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
Edinborough Park as “excellent” or “good” in the Quality of Life Sur-
vey
91% No Survey 88%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 127% 113% 105%*
Energy Use Index of the Edinborough Park building 183.67 216.34 TBD
* Projected
168 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
EXPENDITURES
Cost of sales and
services5%
Personal services
48%Contractual
services
22%
Commodities
9%
Internal services
6%Depreciation
10%
Edinborough Park Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales 150,627$ 140,619$ 135,000$ 135,000$ 144,342$ 144,342$
Memberships 148,235 120,559 131,250 131,250 127,901 131,738
Admissions 716,309 711,218 623,000 623,000 678,636 678,636
Building rental 242,545 228,875 252,000 252,000 222,103 222,103
Equipment rental 12,248 14,050 11,500 11,500 11,500 11,500
Association fees and other 316,007 229,513 220,000 241,000 212,500 214,500
Investment income (loss)22,501 37,809 18,000 18,000 30,000 27,000
Other nonoperating revenues 892 3,818 - - - -
Total revenues 1,609,364 1,486,461 1,390,750 1,411,750 1,426,982 1,429,819
Expenses
Cost of sales and services 71,514 79,521 80,000 80,000 81,618 81,618
Personal services 710,273 723,589 843,093 843,093 842,040 874,981
Contractual services 340,886 345,237 357,300 357,300 384,380 384,380
Commodities 136,232 139,064 178,950 178,950 144,700 144,700
Internal services 83,017 76,536 75,360 75,360 131,851 144,833
Depreciation 183,781 181,211 140,500 188,250 140,500 145,500
Total expenses 1,525,703 1,545,158 1,675,203 1,722,953 1,725,089 1,776,012
Income (loss)83,661$ (58,697)$ (284,453)$ (311,203)$ (298,107)$ (346,193)$
Edinborough Park Revenues and Expenses
169 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Arena
DIVISION OVERVIEW
Braemar Arena features three indoor and one outdoor regulation-size ice sheets. Braemar is available for open skating,
skating lessons, group rental, adult and youth hockey and figure skating programs. The facility is also home to the
Braemar-City of Lakes Figure Skating Club, the Edina Hornets high school hockey teams and the Edina Hockey
Association.
Braemar Arena currently operates with seven full-time employees. During prime season, a typical high activity time will
have one full-time staff member on-duty, three rink attendants and 2-4 concession stand employees. Besides the full-
time employees, Braemar Arena has approximately 90 part-time employees. Liquor store operational profits continue
to subsidize Braemar Arena’s cost recovery. The City’s Construction Fund provides for annual capital improvement
needs.
DIVISION ORGANIZATIONAL CHART
170 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
2020-2021 DIVISION GOALS
Implement various technology upgrades in the arena.
Define metrics to utilize in creating a facility condition index and customer feedback.
2018-2019 DIVISION ACCOMPLISHMENTS
Completed energy-saving projects such as lighting retrofit, ceiling, and building automation.
Hosted an international hockey tournament, Da Beauty League, in summer of 2018 and 2019.
Hosted the Braemar-City of Lakes Figure Skating Club show.
Used visitor data to optimize staffing levels based on arena usage.
PERFORMANCE MEASURES 2017 2018 2019*
Percentage of residents who, from their experience, rate the quality
of Braemar Arena as “excellent” or “good” in the Quality of Life
Survey
90% No Survey 96%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 119% 123% 124%*
Energy Use Index of the Arena building 132.51 135.09 TBD
* Projected
171 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
EXPENDITURES
Cost of sales
and services4%
Personal
services35%
Contractual
services31%
Commodities
4%
Internal
services4%
Depreciation
22%
Arena Fund Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 389$ 2,235$ 1,000$ 1,000$ 1,000$ 1,000$
Concessions sales 316,432 318,910 303,500 303,500 317,672 317,672
Admissions 63,070 97,823 85,000 65,000 86,430 86,430
Building rental 1,924,652 1,957,334 1,863,600 1,793,600 1,922,745 1,926,810
Rental of equipment 5,879 7,248 4,000 4,000 6,209 6,209
Class registration & other 196,597 241,924 205,000 180,000 218,821 218,821
Investment income (loss)530 1,407 1,000 1,000 7,000 7,000
Other nonoperating revenue 1,223 4,471 - - - -
Total revenues 2,508,772 2,631,352 2,463,100 2,348,100 2,559,877 2,563,942
Expenses
Cost of sales and services 109,842 119,388 127,750 127,750 114,591 114,591
Personal services 995,357 930,417 1,096,083 1,096,083 1,046,441 1,086,231
Contractual services 898,904 987,768 813,100 813,100 983,521 983,521
Commodities 100,109 108,793 127,500 127,500 106,112 106,112
Internal services 72,879 92,881 95,484 95,484 192,950 212,718
Depreciation 657,763 661,389 660,000 660,000 660,000 665,000
Bond interest & other 126,933 96,208 85,190 116,129 79,760 73,242
Total expenses 2,961,787 2,996,844 3,005,107 3,036,046 3,183,375 3,241,415
Income (loss)(453,015)$ (365,492)$ (542,007)$ (687,946)$ (623,498)$ (677,473)$
Arena Revenues and Expenses
172 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Field
DIVISION OVERVIEW
Braemar Field is a 250-by-400 foot turf field that is covered seasonally by a dome. The facility also includes an
accessory building and storage facility for the dome components during the offseason. Braemar Field is located to the
north of Braemar Arena and is operated by Braemar Arena staff. The dome season runs November through April.
Braemar Field is used by the Edina Baseball Association, Edina Football Association, Edina Lacrosse Association and
Edina Soccer Club. The facility charges a participant use fee to supplement revenues in order to recover 100% of
operating costs and provide for a fund to pay for the replacement of turf and dome fabric when needed.
DIVISION ORGANIZATIONAL CHART
173 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR FIELD
2020-2021 DIVISION GOALS
Review contract process for field rentals.
Complete gabion seating maintenance.
2018-2019 DIVISION ACCOMPLISHMENTS
Implemented new operation activities schedule for revenue enhancement during non-prime hours.
Developed operations plan for maintaining new and existing facilities.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
Braemar Field as “excellent” or “good” in the Quality of Life Survey 93% No Survey 97%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 162% 127% 226%*
Energy Use Index of the Braemar Field building 132.49 142.99 TBD
* Projected
174 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR FIELD
EXPENDITURES
Personal services
17%
Contractual services
20%
Commodities
3%
Internal services
2%
Depreciation
58%
Braemar Field Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales -$ -$ 1,000$ 1,000$ -$ -$
Admissions 21,881 27,982 13,000 13,000 23,646 23,646
Building rental 466,904 423,500 394,000 394,000 447,523 447,523
Class registration & other 1,091 2,880 1,000 1,000 1,000 1,000
Investment income (loss)5,334 10,780 8,000 8,000 13,000 14,000
Other nonoperating revenue - - - - - -
Total revenues 495,210 465,142 417,000 417,000 485,169 486,169
Expenses
Personal services 121,400 137,456 167,983 167,983 167,393 173,828
Contractual services 150,864 190,596 163,750 163,750 190,900 190,900
Commodities 29,648 29,116 22,250 22,250 22,000 22,000
Internal services 11,772 17,062 17,448 17,448 32,622 35,719
Depreciation 511,577 512,215 516,000 516,000 516,000 516,000
Total expenses 825,261 886,445 887,431 887,431 928,915 938,447
Income (loss)(330,051)$ (421,303)$ (470,431)$ (470,431)$ (443,746)$ (452,278)$
Braemar Field Revenues and Expenses
175 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Golf Operations
DIVISION OVERVIEW
Braemar Golf Course is a nationally recognized public golf course operated by the City of Edina. Braemar Golf recently
opened a new Championship 18 course in 2019, marking the first new public 18-hole course to open in the state in
more than a decade.
Braemar Golf Course has a complete year-round experience for golfers. Braemar has an 18-hole course, the Academy
9 Par 3 course, an enlarged putting green, a chipping and bunker practice space, remodeled Pro Shop, Red River
Kitchen restaurant, the Courtyard for games and events, and Braemar Golf Dome for practice in the offseason.
The 2017 and 2018 financials were impacted by the 18-hole course being closed while under construction in those
years.
DIVISION ORGANIZATIONAL CHART
176 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF
2020-2021 DIVISION GOALS
Research and create a weather policy.
Complete upgrades to the lower-level lounges for multipurpose use.
Develop league options for implementation at the golf dome.
2018-2019 DIVISION ACCOMPLISHMENTS
Renovated and opened the new Championship 18-hole Golf Course.
Completed construction of the Braemar Golf Course Master Plan project.
Launched new mobile device application to enchase golfer experience and engagement.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
Braemar Golf as “excellent” or “good” in the Quality of Life Survey 85% No Survey 94%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 65% 75% 126%*
Energy Use Index of the Braemar Golf buildings 100.9 96.58 TBD
* Projected
177 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF
EXPENDITURES
Cost of sales and
services4%
Personal services
40%
Contractual
services13%Commodities
7%
Internal services
5%
Depreciation
24%
Bond
interest7%
Golf Fund Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Liquor sales 7,305$ 17,478$ -$ -$ -$ -$
Retail sales 91,739 137,143 241,433 253,165 252,364 252,364
Concessions sales 3,109 17,829 - - - -
Memberships 22,863 27,191 128,459 101,944 128,459 128,459
Admissions 346,461 494,446 450,000 374,571 500,000 500,000
Building rental 70,222 68,207 160,000 124,795 190,000 190,000
Equipment rental 44,153 45,016 362,104 370,448 397,940 397,940
Greens fees 304,185 266,823 1,364,985 1,843,052 1,928,685 1,928,685
Other operating revenue 364,375 322,041 537,992 440,853 646,808 646,808
Investment income 25,669 37,700 16,000 16,000 15,000 15,000
Other nonoperating revenue - 46,881 - - - -
Total revenues 1,280,081 1,480,755 3,260,973 3,524,828 4,059,256 4,059,256
Expenses
Cost of sales and services 82,968 125,854 117,415 213,999 129,706 129,706
Personal services 860,175 770,733 1,665,442 1,527,038 1,609,379 1,671,452
Contractual services 523,042 339,997 451,600 451,600 460,450 465,450
Commodities 140,868 188,583 249,950 249,950 274,000 274,000
Internal services 138,156 140,414 144,024 144,024 220,690 242,329
Depreciation 664,003 626,931 790,000 1,020,000 960,000 965,000
Bond interest 186,070 281,553 264,681 264,681 246,331 227,152
Other nonoperating expense 873,839 - - - - -
Total expenses 3,469,121 2,474,065 3,683,112 3,871,292 3,900,556 3,975,089
Income (loss)(2,189,040)$ (993,310)$ (422,139)$ (346,464)$ 158,700$ 84,167$
Braemar Golf Revenue and Expenses
178 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Centennial Lakes Park
DIVISION OVERVIEW
Centennial Lakes Park provides a unique social and recreational experience for Edina and the metropolitan area. The
24-acre site features more than 1.5 miles of paved pathways meandering around a 10-acre lake and boasts numerous
amenities, including an amphitheater, putting course, lawn games area, paddleboats, fishing, winter ice skating, banquet
space and a farmers market. The park and the adjacent Edina Promenade have a number of sculptures and works of
public art for visitors to enjoy.
Centennial Lakes has historically run at an annual operating loss that is subsidized by the Liquor Fund.
DIVISION ORGANIZATIONAL CHART
179 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
2020-2021 DIVISION GOALS
Develop construction guidance for public art installations.
Develop a plan for critical wayfinding signage in multiple languages.
2018-2019 DIVISION ACCOMPLISHMENTS
Replaced pedestrian bridges over lake to be more accessible and updated.
Analyzed park operations for revenue and cost saving opportunities such as paddleboat rental rates, new amenities
on lawn games area and volunteer program for horticulture maintenance.
Implemented online staff scheduling system for all part-time staff.
Partnered with nearby condo associations to provide landscaping improvements and beautification.
Replaced eastside pathways around the lake as part of the capital improvement plan.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents who, from their experience, rate the quality of
Centennial Lakes Park as “excellent” or “good” in the Quality of Life
Survey
95% No Survey 99%
Management cost recovery (measurement of facility’s ability to cover
certain operating expenses) 85% 95% 84%*
Energy Use Index of the Centennial Lakes Pavilion 187.47 205.09 TBD
* Projected
180 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
EXPENDITURES
Cost of sales and
services1%
Personal services
60%
Contractual services
16%
Commodities
11%
Internal
services
7%
Depreciation
5%
Centennial Lakes Expenses by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales 22,998$ 26,198$ 30,000$ 30,000$ 24,598$ 24,598$
Building rental 86,047 85,577 117,000 117,000 85,814 85,814
Equipment rental 119,994 138,397 150,000 150,000 129,196 129,196
Greens fees 247,326 223,521 210,000 210,000 235,423 235,423
Association fees and other 302,043 418,732 307,000 307,000 347,000 354,000
Investment income (loss)8,684 12,040 6,000 6,000 3,000 -
Other nonoperating revenue 8,555 13,222 - - - -
Total revenues 795,647 917,687 820,000 820,000 825,031 829,031
Expenses
Cost of sales and services 8,488 11,196 13,000 13,000 9,795 9,795
Personal services 644,001 655,815 694,952 694,952 712,011 739,518
Contractual services 144,192 164,208 190,600 190,600 200,888 200,888
Commodities 116,002 110,181 134,800 134,800 124,395 126,200
Internal services 71,105 70,382 69,612 69,612 102,769 113,057
Depreciation 35,551 32,670 62,000 45,000 92,000 92,000
Total expenses 1,019,339 1,044,452 1,164,964 1,147,964 1,241,858 1,281,458
Income (loss)(223,692)$ (126,765)$ (344,964)$ (327,964)$ (416,827)$ (452,427)$
Centennial Lakes Revenue and Expenses
181 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Parks Maintenance Division
DIVISION OVERVIEW
The City of Edina prides itself in providing premier public park facilities. The Park Maintenance division operates nearly
40 parks and recreational facilities, including Arneson Acres, Todd, Pamela, Arden and Highlands Parks and over a
dozen warming houses. The activities of the division support more than a dozen athletic associations that serve
thousands of athletic participants.
DIVISION ORGANIZATIONAL CHART
182 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— PARKS MAINTENANCE DIVISION
2020-2021 DIVISION GOALS
Evaluate the City’s tree ordinance.
Assess next steps in the park signage program.
2018-2019 DIVISION ACCOMPLISHMENTS
Began data collection of mowing trends in order to determine efficiencies.
Identified special project areas for high intensity buckthorn removal and started removal at Pamela Park, Arden
Park and Braemar Park with assistance from volunteers and grant opportunities.
Replaced hockey boards and lights at Arden Park.
Created a turf maintenance program and improved the condition of secondary athletic fields utilizing organic weed
and grub control and adding irrigation where viable.
Responded to Emerald Ash Borer by diversifying tree species in parks and at recreation facilities and added ash
trees to the list of trees that are not included in the definition of a protected tree.
PERFORMANCE MEASURES 2017 2018 2019
Percentage of residents rating the quality of parks maintenance service
as “excellent” or “good” in the Quality of Life Survey 90% No Survey 92%
Percentage of residents rating the condition of trails and sidewalks as
“excellent” or “good” in the Quality of Life Survey 81% No Survey 96%
183 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— PARKS MAINTENANCE DIVISION
EXPENDITURES
Personal services
61%
Contractual
services
17%
Commodities
8%
Internal Services
12%
Equipment
replacement
2%
Park Maintenance Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 2,033,922$ 2,150,763$ 2,268,800$ 2,268,800$ 2,392,464$ 2,485,536$
Contractual services 635,069 678,317 610,075 632,600 655,175 655,175
Commodities 317,676 247,274 304,700 356,800 320,400 320,900
Internal Services 351,471 400,365 409,308 409,308 483,216 509,700
Construction Fund
Equipment replacement 66,811 41,807 54,000 54,000 80,325 93,000
Total 3,404,949$ 3,518,526$ 3,646,883$ 3,721,508$ 3,931,580$ 4,064,311$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Maintenance Expenditures
184 CITY OF EDINA, MINNESOTA
C OMMUNITY DEVELOPMENT DEPARTMENT
Cary Teague, Director
cteague@EdinaMN.gov 952-826-0460
DEPARTMENT OVERVIEW
The mission of the Community Development Department is to promote the health, safety and welfare of Edina’s
residents, neighborhoods and districts and to preserve our historic and natural resources in an efficient and effective
manner through orderly land use and development. The Community Development Department is responsible for
planning and zoning, housing and redevelopment, estimating market value and determining the classification of each
piece of property in the City for property tax purposes.
MAJOR SERVICE AREAS
Commercial appraisal
Heritage preservation
Planning
Sign permits
Residential appraisal
Housing
Zoning
DEPARTMENT ORGANIZATIONAL CHART
185 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
2020-2021 DEPARTMENT GOALS
Complete the work of the Housing Task Force.
Seek development opportunities for affordable housing.
Update the zoning ordinance as a result of the 2018 Comprehensive Plan recommendations.
Complete the study of the Cahill Area Business Park.
2018-2019 DEPARTMENT ACCOMPLISHMENTS
Completed the 2018 Comprehensive Plan Update.
Participated in the implementation and training for the new Assessment and Taxes program with Hennepin
County.
Hired and onboarded a new Affordable Housing Development Manager.
PERFORMANCE MEASURES 2017 2018 2019
Residents who, from their experience, rate the quality of land use,
planning and zoning as “excellent” or “good” in the Quality of Life
Survey
60% No Survey 53%
186 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Assessing Division
DIVISION OVERVIEW
The Assessing Division conducts field inspections (Minnesota Statute 273.08) and performs annual classification and
valuation of Edina’s 21,311 taxable and exempt real estate parcels. Accepted approaches (cost, market comparison and
income approach) to property valuation are considered in the appraisal process. The Assessing Division is also
responsible for certification and collection of special assessments.
Each year, all tangible changes to property that may affect value are physically inspected using building permits as an
informational source. Statistical analysis is performed on more than approximately 850 residential sales and existing
assessor’s market values each year, forming a basis for annual adjustments to value. Sales and the analysis of available
income and expense data help determine adjustments to commercial, industrial, and apartment values. The Division’s
work culminates each year with the Board of Appeal & Equalization. Hundreds of inquiries and reviews are handled
each year prior to the board meeting. Throughout the year, staff also manages appeals on commercial/industrial and
apartment properties in Minnesota Tax Court.
DIVISION ORGANIZATIONAL CHART
187 CITY OF EDINA, MINNESOTA
2020-2021 DIVISION GOALS
Physically inspect and revalue 20 percent of all real property.
Value all taxable parcels annually and meet the market adjusted minimum target sales ratio of as percent.
2018-2019 DIVISION ACCOMPLISHMENTS
Completed the 2019 assessment with a market adjusted median sales ratio of 95.1 percent and a coefficient of
dispersion of 4.5 percent.
Physically inspected and revalued 20 percent of all real property, as required by statute.
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
PERFORMANCE MEASURES 2017 2018 2019
Appraisal value to actual sales value ratio (a complete accurate rating
would be 100%) 95.5% 95.6% 95.1%
Minnesota Tax Court petitions filed 80 77 97
Board of Appeal and Equalization cases heard 23 27 15
188 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
EXPENDITURES
Personal services
79%
Contractual
services
14%
Commodities
0.25%
Internal
Services
7%
Assessing Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 753,820$ 798,776$ 823,823$ 823,823$ 846,248$ 879,462$
Contractual services 126,224 140,965 140,700 140,700 151,100 154,100
Commodities 6,241 1,138 2,200 2,200 2,000 2,000
Internal Services 73,810 73,123 75,564 75,564 76,440 82,656
Construction Fund
Equipment replacement - 24,512 - - 15,000 -
Total 960,095$ 1,038,514$ 1,042,287$ 1,042,287$ 1,090,788$ 1,118,218$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Assessing Division Expenditures
189 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Planning Division
DIVISION OVERVIEW
The Planning Division is primarily responsible for the review and management of development and redevelopment in
the City of Edina. The Division coordinates the preparation of a Comprehensive Plan, including the City's long-range
guide to how property should be developed or redeveloped.
Within the context of the Comprehensive Plan, the Division administers the City's zoning ordinances, which govern
how property can be used. The Division acts as the staff liaison to the Planning Commission. Planning staff provides
recommendations to the Planning Commission and City Council on all land use issues. The Planning Division also acts
as the staff liaison to the Edina Heritage Preservation Board and the Edina Housing Foundation.
DIVISION ORGANIZATIONAL CHART
Southdale Area
190 CITY OF EDINA, MINNESOTA
2020-2021 DIVISION GOALS
Update the zoning ordinance as a result of the 2018 Comprehensive Plan, including the codification of the
affordable housing policy.
Start the Cahill Business Park study in 2020.
2018-2019 DIVISION ACCOMPLISHMENTS
Completed Small Area Plans for 50th & France, 44th & France, 70th & Cahill; and a District Plan for the Greater
Southdale Area.
Completed the 2018 Comprehensive Plan.
In collaboration with the Engineering and Building Inspections Departments, created and delivered two training
sessions in March for residential redevelopment construction.
Revised the City’s Affordable Housing Policy.
COMMUNITY DEVELOPMENT DEPARTMENT—PLANNING DIVISION
PERFORMANCE MEASURES 2017 2018 2019
Land use application processed 48 73 43
Multi-Family apartment units approved or denied by City Council:
Approved
Denied
375
507
733
2,139
557
215
Number of affordable housing units built using Tax-Increment
Financing (TIF) Districts 10 3 5
191 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT—PLANNING DIVISION
EXPENDITURES
Personal services
45%
Contractual
services
17%
Commodities
34%
Internal Services
4%
Planning Expenditures by Type
2017 2018 2019 2019 2020 2021
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 576,731$ 644,108$ 681,088$ 623,211$ 661,079$ 686,784$
Contractual services 112,349 96,090 114,750 114,750 114,500 164,500
Commodities 8,988 4,856 5,000 5,000 6,000 6,500
Internal Services 51,173 55,089 56,748 56,748 56,112 60,888
CDBG Fund
Contractual services 131,191 123,454 125,000 125,000 125,000 125,000
Total 880,432$ 923,597$ 982,586$ 924,709$ 962,691$ 1,043,672$
Planning Division Expenditures
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Community Profile
194 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
MARKET VALUE OF PROPERTY: LAST 10 FISCAL YEARS
Although the City has been nearly fully developed and borders haven't changed for many years, total market value of
properties in the City has grown. Like many communities, property values dropped somewhat after 2009, but the drop
in Edina was not as severe as many other places. Residential and commercial redevelopment in recent years has
contributed to the increase in the total market value of Edina.
Estimated Taxable
9,442$ 9,432$
9,179 9,026
8,955 8,799
9,066 8,912
9,838 9,702
10,420 10,296
10,903 10,785
11,655 11,548
12,370 12,272
12,904 12,813
Source: Hennepin County Taxpayer Services.
2020
Year
2016
2017
2018
2019
Market Value (In millions) a
2015
Fiscal
2013
2014
2011
2012
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Estimated market value of taxable property (in
millions)
a Property in the City is assessed annually. Assessed value is equal to market value, although taxable value may be different, as shown.
The City receives reports from Hennepin County showing total market value, but not separated by property classification.
195 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP 10 TAXPAYERS
The City of Edina's local economy is healthy and diverse. There are several large taxpayers in the City that are
important, but none is dominant. Edina is not overly reliant on one business or industry.
Percentage
of Total
Tax Capacity Rank Capacity
Southdale Shopping Center 2,869,380$ 1 2.02%
Galleria Shopping Center 2,666,013 2 1.88%
Southdale Medical Building 1,370,553 3 0.97%
Centennial Lakes Retail 998,708 4 0.70%
Southdale Office Center 980,280 5 0.69%
Centennial Lakes Phase V 779,680 6 0.55%
Onyx Apartments 764,580 7 0.54%
Centennial Lakes Phase IV 641,756 8 0.45%
One Southdale Place Apartments 588,448 9 0.41%
Totals 11,659,398$ 8.21%
Source: City of Edina Assessing Office
2018
Taxpayer
196 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP 10 EMPLOYERS
The City of Edina's local economy is healthy and diverse. There are several large employers in the City that are
important, but none is dominant. Edina is not overly reliant on one employer or industry.
Percentage of
Total City
Employees Rank Employment
Fairview Southdale Hospital 1,825 1 7.11%
Edina Public Schools ISD #273 1,450 2 5.65%
City of Edina 1,100 3 4.29%
BI Worldwide 550 4 2.14%
Minnesota Garage Door Experts 500 5 1.95%
Lund Food Holdings, Inc.500 6 1.95%
Regis Corporation 460 7 1.79%
Edina Realty 400 8 1.56%
International Dairy Queen Inc.400 9 1.56%
Dow Water & Process Solutions 375 10 1.46%
Totals 7,560 29.47%
2018
Employer
Sources:
2018 data from ReferenceUSA, written and telephone survey (May 2018) done by Ehlers,
and the Minnesota Department of Employment and Economic Development.
Edina
$500
$1,000
$1,500
$2,000
$2,500
$3,000
20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000City Taxes on $400,000 housePopulation
Property Taxes in the MSP Metro Area
TAXES
Each blue diamond indicates a different city in the MSP area. Includes all cities with population 25,000-100,000
2018 Taxes calculated using tax rates from applicable County
2018 Population per Metropolitan Council estimate
197 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
COMPOSITION OF POPULATION
0%10%20%30%40%50%60%70%80%90%100%
Unemployment rate
Population with bachelor's degree+
Population with high school degree+
High school graduation rate
Population > 65 yrs old
Family households
Source: datacensus.gov
State of Minnesota Hennepin County Edina Average Peer Cities
Hennepin County Not Available
$-
$20,000
$40,000
$60,000
$80,000
$100,000
State of Minnesota Hennepin County Edina Average Peer Cities
Source: datacensus.gov
Median Household Income
The City’s median household income is
$96,477.
198 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
BETTER TOGETHER DATA
The City of Edina is committed to being welcoming and inclusive to all who live, work and spend time in the city.
Below is data regarding the current composition of Edina’s population.
0%10%20%30%40%50%60%70%80%90%100%
Average Peer Cities
Edina
Hennepin County
State of Minnesota
Source: factfinder.census.gov
Race
White Hispanic Black or African American American Indian and Alaska Native Asian Other Two or more races
0%10%20%30%40%50%60%70%80%90%100%
Average Peer Cities
Edina
Hennepin County
State of Minnesota
Source: factfinder.census.gov
Language Spoken at Home
English Spanish Other Indo-European Asian and Pacific Islands Other language
Centennial Lakes Park Farmers Market
199 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
AFFORDABLE HOUSING DATA
The City has recognized the need for affordable housing. In 2018, an affordable housing position was created. Accom-
plishments to date include:
• 323 affordable housing rental units approved or completed in past year.
• Two 100% affordable workforce housing developments applied for and received financing from the City
together with our funding partners. Construction is expected in summer 2020.
• A local Fair Housing Policy was passed by City Council.
• A Rental Licensing program was approved which will serve to protect the most vulnerable residents
who face housing insecurity.
The 2020-2021 Budget Objective is to create affordable/workforce housing (1,220 units by 2030).
Home prices have outpaced the
growth in median household
income.
$0
$100,000
$200,000
$300,000
$400,000
$500,000
1990 2000/2001 2010 2016/2017
Source: https://stats.metc.state.mn.us/profile/detail.aspx?c=02394621
Median Household Income Median Sales Price
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
1990 (1989 dollars)2000 (1999 dollars)2006-2010 (2010
dollars)
2013-2017 (2017
dollars)
Source: https://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml
Median Gross Rent in Edina
Edina Hennepin County
Rent in Edina has increased from $654 in
1990 to $1,288 in 2017, remaining 25%
higher than the average for Hennepin
County.
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Appendix
202 CITY OF EDINA, MINNESOTA
F INANCIAL MANAGEMENT POLICIES
PURPOSE
The City of Edina has a responsibility to provide quality services to its residents, and considers it important to do so in
a fiscally responsible fashion designed to keep services and taxes as consistent as possible over time. These financial
management policies are meant to serve as the framework upon which consistent operations may be built and
sustained.
OPERATING BUDGET POLICIES
Scope. It is the City’s policy to budget for all governmental and enterprise funds.
Accounting. The governmental funds use the modified accrual basis of accounting for budgeting and reporting
purposes. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be
available when they are collectible within the current period or soon enough thereafter to pay liabilities for the current
period. The City considers all revenues, except reimbursement grants, to be available if they are collected within 60
days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred. However,
debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are
recorded only when payment is due.
The Enterprise Funds use the accrual basis of accounting for budgeting and reporting purposes. Revenues are recorded
when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows.
Property taxes are recognized as revenue in the year for which they are levied. Grants and similar items are recognized
as revenue as soon as all eligibility requirements imposed by the provider have been met.
Stakeholder Input. The annual budget process is intended to weigh all competing requests for City resources within
expected fiscal constraints. Requests for new programs made outside the annual budget process are discouraged. The
City will provide ample time and opportunity for public input into its budget process every year.
Balanced Budget Adoption. The operating budget for the General Fund will be balanced. The City will not use
internal or external short-term borrowing, asset sales, or one-time accounting changes to balance the General Fund
budget. The balanced budget will include a reasonable annual appropriation for contingencies.
Budgetary Controls. The legal level of budgetary control is at the department level within the General Fund even
though budgetary data is presented at lower levels (personal services, contractual services, commodities, and central
services). Expenditures may not legally exceed appropriations by department unless offset by increases in revenues. All
unencumbered appropriations lapse at year-end.
The City Manager may approve budgetary transfers. The City Council may approve supplemental appropriations.
203 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
Monitoring. Department Directors are responsible for administration of their respective department budgets. Such
responsibility includes reviewing monthly financial reports to detect errors and assess progress, staying within budget
authorization, and submitting requests for budget adjustments, when required.
REVENUE POLICIES
Policies. The City will endeavor to maintain a diversified and stable revenue system to shelter programs and services
from short-term fluctuations in any single revenue source.
Property Taxes. It is beneficial for residents and for the City to keep tax rates low and consistent from year to year.
The City will strive to proactively avoid large increases in the operating budget levy.
Fees and Charges. The City shall establish user charges and fees for General Fund program activities at a level
related to the full cost of providing the services. Components of the user charges shall include direct and indirect costs
of providing the service. The City will also consider policy objectives and market rates when setting fees.
Transfers. Transfers should not be used as a revenue source to balance the operating budget except for the annual
transfer from our liquor operations.
Investment Income. The City will reasonably budget for investment revenue in our operating budget based on the
conservative investment strategy outlined in our investment policy (under separate cover).
FUND BALANCE POLICIES
Definitions. The term fund balance describes the net assets of the City’s governmental funds calculated in accordance
with generally accepted accounting principles (GAAP). GAAP further divides fund balance into five categories;
nonspendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund
balance.
Nonspendable fund balance consists of amounts that cannot be spent because they are not in spendable form, such
as prepaid items.
Restricted fund balance consists of amounts related to externally imposed constraints established by creditors,
grantors or contributors; or constraints imposed by state statutory provisions.
Committed fund balance consists of amounts that are constrained for specific purposes that are internally imposed
by formal action (resolution) of the City Council. Those committed amounts cannot be used for any other purpose
unless City Council removes or changes the specified use by taking the same type of action it employed to
previously commit those amounts.
Assigned fund balance consists of amounts intended to be used by the City for specific purposes but do not meet
the criteria to be classified as restricted or committed. In governmental funds other than the general fund, assigned
fund balance represents the remaining amount that is not restricted or committed. In the general fund, assigned
amounts represent intended uses established by the City Council.
Unassigned fund balance is the residual classification for the general fund and also reflects negative residual amounts
in other funds.
204 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
Policies. At the end of each fiscal year, the City will maintain nonspendable and restricted fund balance equal to the
amounts required by GAAP for a variety of purposes, including but not limited to: prepaid expenditures, park
dedication fees, E-911 funds, forfeiture funds, and other assets restricted by grantors, contributors, creditors, or
enabling legislation.
At the end of each fiscal year, the City will maintain committed fund balance constrained for specific purposes by City
Council.
At the end of each fiscal year, the City will maintain assigned fund balance in the General Fund for investments as
calculated by the difference between market value and amortized value of investments held by the City at year-end.
The City will also maintain assigned fund balance in the General Fund for Compensated Absences of 40% of the actual
full-accrual General Fund liability for compensated absences.
At the end of each fiscal year, the City’s goal is to maintain unassigned fund balance for Cash Flow in the General Fund
in a range equal to 42-47% of the subsequent year’s budgeted tax revenue. In the event that unassigned fund balance
falls above or below the desired range, the Finance Director shall report such amounts to the City Council as soon as
practicable after the end of the fiscal year. Should the actual amount of unassigned fund balance fall below the desired
range, the City shall create a plan to restore the appropriate levels. Should the actual amount of unassigned fund
balance fall above the desired range, any excess funds will remain unassigned pending the Council’s final decision
concerning transfer to another fund. It is the policy of the City that, to the extent possible, such excess funds will be
transferred to the Construction Fund to support capital improvements and equipment.
Available fund balances shall not be used for ongoing operating expenditures.
When both restricted and unrestricted resources are available for use, it is the City’s policy to first use restricted
resources, then use unrestricted resources as they are needed.
When committed, assigned, or unassigned resources are available for use, it is the City’s policy to use resources in the
following order: 1) committed, 2) assigned, and 3) unassigned.
CAPITAL OUTLAY POLICIES
Equipment Replacement Program. The City strives to maintain its physical assets at a level that minimizes future
repair and maintenance costs. To accomplish this goal, the City has established the Equipment Replacement Program to
annually budget and set aside funds for the timely replacement of City equipment.
The City’s Equipment Replacement Program includes equipment used for General Fund programs.
Capital Improvement Plan (CIP). The goal of the City’s CIP is to develop a comprehensive program for use by
decision makers to guide capital investments based on an assessment of the community’s needs, taking into account the
best use of limited resources while providing efficient and effective municipal services.
205 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
The City will develop a five-year plan for capital improvements and update it annually. The CIP process includes
analyzing projects contributing to the public health and welfare, projects helping to maintain and improve the efficiency
of the existing systems, and projects that define a future need within the community.
The City will identify the estimated cost and potential funding sources for each capital project proposal in the CIP.
Purchase contracts for equipment and projects included in the CIP must still be properly authorized according to the
City’s Purchasing Policy.
The CIP will include equipment and projects from any City fund.
DEBT MANAGEMENT POLICIES
Policy Limits. The City will use debt only for capital improvement or projects that have a life of more than 4 years.
The City will avoid using debt for cash flow borrowing, operations, or repairs.
When possible, the City will not use debt to finance equipment purchases when it is possible to purchase the
equipment on a pay-as-you-go basis with equipment replacement program or capital improvement plan reserves.
The City shall use G.O. tax increment bonds only when the development merits special consideration.
The City’s capital improvement plan shall contain debt assumptions which match this policy and requires a commitment
to long-range financial planning which looks at multiple years of capital and debt needs.
Legal Limits. Minnesota Statues, Section 475 prescribes the statutory debt limit that outstanding principal of debt
cannot exceed 2% of taxable market value. This limitation applies only to debt that is wholly tax-supported. The type of
debt included is either general obligation debt of any size bond issue (G.O.) or lease revenue bond issues that were
over $1,000,000 at the time of issuance. However, there are also several other types of debt that do not count against
the limit. G.O. tax increment, G.O. special assessment, G.O. utility revenue, G.O. recreational facility revenue, and
HRA-issued debt are considered to have a separate revenue source other than just taxes and are excluded from the
legal debt limit calculation. Local ordinances do not limit the City’s ability to issue debt.
Issuance Practices. The City uses the competitive sale method for its general obligation bond sales unless factors
such as structure, size or market conditions compel the use of a negotiated sale.
The City may use an outside bond attorney, an independent financial advisor, and/or other service providers to assist
with the structuring and sale of the bonds.
Debt Structuring. The City’s collective debt shall amortize at least 50% of its principal within 10 years. In all cases,
the maturity shall be shorter than the life of the related assets.
Conduit Debt. The City may participate in conduit debt financings. Development proposals are reviewed to
determine if they meet program objectives and whether the proposals are financially feasible.
206 CITY OF EDINA, MINNESOTA
Variable Rate Debt. The City may use variable rate debt to provide debt structuring flexibility and potential interest
savings to the total debt portfolio. Variable rate debt should not constitute more than 20% of the City’s total debt
obligations.
Refunding. Current refunding bonds may be utilized when present value savings of 3% of refunded principal is
achieved or in concert with other bond issues to save costs of issuance.
Advance refunding bonds may be utilized when present value savings of 4% of refunded principal is achieved.
Adopted by City Council February 20, 2007
Revisions: March 20, 2007
December 15, 2009
December 20, 2011
FINANCIAL MANAGEMENT POLICIES
2020-2021
Budget
CITY GOALS:
Strong Foundation Better TogetherReliable ServiceLivable City
Glossary
208 CITY OF EDINA, MINNESOTA
G LOSSARY
Accounting – A system to measure and communicate financial information about an organization, including annual
results and current position. It has been called the “language of business”.
Accrual basis of accounting – A method of accounting for transactions by recording revenues when they are
earned (whether cash is received at the same time or not) and recording expenses when goods and services are
received (whether cash is paid at the same time or not).
Adopted budget – The City Council adopts a financial plan for a fiscal year, including revenues and other financing
sources as well as expenditures, expenses and other uses.
Advisory Board or Commission – The City of Edina’s boards and commissions advise the City Council on various
projects and, at times, make recommendations for its consideration. The City’s boards and commissions are
comprised of volunteers.
Affordable housing – Housing is deemed affordable if no more than 30% of a household’s income is spent on
housing costs. For Rental program the target is generally to served households with incomes at or below 60% of the
Area Median Income for Hennepin County. For ownership programs, the target is to generally to serve households
with incomes at or below 120% of Area Median Income for Hennepin County.
Appropriation – An authorization made by the legislative body of a government which permits officials to incur
obligations against and to make expenditures of governmental resources.
Assessed valuation – Market value for all real or personal property equals the price that a property would command
under competitive, open-market conditions, at the time the property is assessed. The City Assessor’s Office
determines assessed valuation. In Minnesota there is a one year delay between the time a property is valued and the
payment of taxes based on that value.
Asset – An accounting term. Any tangible or intangible economic resource that is capable of producing future value
can be considered an asset. Assets are shown on the balance sheet. Asset values are sometimes estimated as of the
balance sheet date.
Average Peer Cities — Represents average data from Bloomington, Eden Prairie and Minnetonka.
Balance sheet – Summarizes an entity’s financial position on a specific date, often the last day of the fiscal year. The
balance sheet is sometimes described as a “snapshot of an entity’s financial position”. Governmental accounting
sometimes uses alternative words or phrases to describe financial documents similar to a balance sheet, such as
“Statement of Net Position” or “Statement of Fund Net Position”.
Balanced budget – In the General Fund, when expenditures are exactly offset by an equal amount of revenue.
Biennium/biennial – A specified period of two years. The City of Edina operates a biennial budget planning process,
meaning the budget is planned for two years.
209 CITY OF EDINA, MINNESOTA
GLOSSARY
Bond – A written promise to pay (debt) a specified sum of money (called principal, par or face value) at a specified
future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal
(interest rate). Bonds are typically used for long-term debt.
Budget – The financial plan for the operation of a program or organization which includes an estimate of proposed
expenditures for a given period and the proposed means of financing those expenditures.
Budget transfer/interfund transfer – Budget transfers are requests to move funds from one fund to another, after
the original budget has been approved by City Council.
Capital asset – An accounting term used to describe assets with significant value and having a useful life of several
years. Capital assets are sometimes called fixed assets.
Capital Improvement Plan (CIP) – A plan to prioritize expenditures for significant projects and match financing to
pay the project costs. The City of Edina prepares a five-year CIP every two years.
Capital outlay – Expenditures for the acquisition of capital assets.
Capital projects fund – A type of fund defined by GASB. Capital projects funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for capital outlay, other than those financed by
proprietary funds. The City of Edina has one capital projects fund that we call the Construction fund.
City Council – Five elected leaders, including the mayor, that represent the legislative arm of local government in
Edina.
Community Development Block Grant (CDBG) – The CDBG program is a federal program that dates back to
1974, and exists to provide communities with resources to address a wide range of unique community development
needs. The City of Edina receives CDBG funding through Hennepin County.
Comprehensive Plan – The Edina Comprehensive Plan is designed as a framework for guiding future development,
redevelopment, and community enhancement. It reflects community vision for the orderly and coordinated physical
development of a city into the future; anticipates change and provides specific guidance for long term legislative and
administrative actions. It is legally required per state statute and Metropolitan Council regulation. Comprehensive
Plans are updated every 10 years.
Conservation and Sustainability (CAS) – In 2016 the City began collecting franchise fee revenue from both Xcel
and CenterPoint customers to be used for initiatives focused on conservation and sustainability.
Debt service – Payment of interest and repayment of principal to holders of a government’s debt instruments.
Debt service fund – A type of fund defined by GASB. Debt service funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for principal and interest. The City of Edina has
one debt service fund that we call the Debt Service fund.
Deficit – May be used when discussing an entity’s balance sheet where liabilities exceed assets. Also may be used
when discussing an entity’s income statement where expenditures or expenses exceed revenues during an accounting
period.
210 CITY OF EDINA, MINNESOTA
GLOSSARY
Depreciation – A system of allocating the cost of a capital asset over its useful life. The City of Edina uses
depreciation in our enterprise funds, but not our governmental funds.
Energy Use Index (EUI) – A measurement of a building’s energy use as a function of its size (square feet). It is
calculated by dividing the total energy consumed by the building in one year by the total gross floor area of the
building.
Franchise fee – Sometimes called a franchise tax, this is revenue the City of Edina collects from a company in
exchange for granting the right or license to market that company’s goods or services in the City’s borders. The City
of Edina currently receives franchise fee revenue from Comcast Cable, Xcel Energy, and Centerpoint Energy.
Enterprise fund – A type of fund defined by GASB. Enterprise funds use full accrual accounting. The City of Edina
has nine enterprise funds; Utilities, Liquor, Aquatic Center, Golf Course, Arena, Art Center, Edinborough Park,
Centennial Lakes, and Sports Dome.
Enterprise Resource Planning (ERP) – A business process management software that allows an organization to
use a system of integrated applications to manage the business and automate many back-office functions related to
technology, services and human resources.
Expenditure – An accounting term often used when discussing governmental or modified accrual accounting.
Expenditures are generally recorded when a liability is incurred, as expenses are recorded under accrual accounting.
However, some changes in long-term liabilities, like debt service or compensated absences, are recorded as
expenditures only when payment is due.
Expense – An accounting term. Expenses include outflows of economic resources or depletions of assets during a
period of time, like a month, quarter, or fiscal year.
Fiscal disparities – A program in the Minneapolis/St. Paul (MSP) metropolitan area in which a portion of the
commercial and industrial property value of each city and township is contributed to a tax base sharing pool. Each city
and township then receives a distribution of property value from the pool based on market value and population in
each city.
Generally Accepted Accounting Principles (GAAP) – The body of rules that govern accounting. The City of
Edina uses accounting principles generally accepted in the United States for local governments. The Governmental
Accounting Standards Board (GASB) is an influential body that sets GAAP. GAAP is enforced through the audit
process, when auditors render opinions on the fairness of financial statement presentations in conformity with GAAP.
General fund – The General fund is the City’s primary operating fund. It accounts for the proceeds of specific
revenue sources that are restricted or committed to expenditures for the specified purposes other than debt service
and capital projects. It carries the basis activities of the City including Administration, Human Resources,
Communications and Technology Services, Finance, Community Development, Parks and Recreation, Police, Fire,
Engineering and Public Works.
Geographical Information System (GIS) – a framework for gathering, managing, and analyzing data based on
geography. It analyzes location and information into visualizations to reveal deeper insights.
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Governmental Accounting Standards Board (GASB) – An independent, non-governmental organization that is
the official source of Generally Accepted Accounting Principles (GAAP) used by State and Local governments in the
United States, including the City of Edina. The GASB was established in 1984 by agreement of the Financial Accounting
Foundation (FAF) and 10 national associations of state and local government officials.
Governmental funds – A category of funds that always includes a governmental entity’s general fund, special revenue
funds, capital projects funds and debt service funds. Governmental funds use the modified accrual basis of accounting
with revenues recognized in the accounting period in which they become available and measurable. Expenditures are
generally recorded when a liability is incurred, as expenses are recorded under accrual accounting. However, some
changes in long-term liabilities, like debt service or compensated absences, are recorded as expenditures only when
payment is due.
Government Finance Officers Association (GFOA) – A professional association of local government finance
officers in the United States and Canada, headquartered in downtown Chicago. The purpose of the Government
Finance Officers Association is to enhance and promote the professional management of governments for the public
benefit by identifying and developing financial policies and best practices and promoting their use through education,
training, facilitation of member networking, and leadership.
Greenhouse Gas (GHG) – A gas that has the property of absorbing infrared radiation (net heat energy) emitted
from Earth’s surface and reradiating it back to Earth’s surface, thus contributing to the greenhouse effect. GHG is a
common indicator used in climate change discussions.
Homestead market value exclusion – Property that is homesteaded is eligible to receive the Homestead market
value exclusion. The Homestead market value exclusion causes the amount of value that is taxable to be reduced by
excluding a portion of a property’s estimated market value.
Housing and Redevelopment Authority (HRA) – The Edina HRA is an entity legally separate from the City,
established in 1974 for the purpose of undertaking urban redevelopment projects and assisting with the development
of affordable housing. The members of the City Council comprise the five-member board of commissioners of the
HRA.
Income statement – Summarizes an entity’s revenues and expenses or expenditures for a specified accounting
period, such as a month, quarter, or fiscal year. The income statement is sometimes also called the profit and loss
(P&L), statement of operations, earnings statement or other similar term. Governmental accounting sometimes uses
additional alternative words or phrases to describe financial documents similar to an income statement, such as
“Statement of Activities”, “Statement of Revenues, Expenditures, and Changes in Fund Balances” (governmental funds),
or “Statement of Revenues, Expenses, and Changes in Fund Net Position/Equity” (proprietary funds).
Integrity, Quality, Service (IQS) – Edina IQS are the organizational values of City Staff that
guide organizational thinking and actions. The three values were developed by City staff in a visioning process.
Internal services – The City of Edina is a diverse organization that has several departments, divisions and business
units. There are some common costs (overhead) like property and liability insurance, IT services, building maintenance
and equipment maintenance that we have found are most efficiently performed internally for all of our business units.
The term internal service is how we describe our system for allocating the costs of this overhead to the business units
that benefit from them.
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Internal service fund – Internal service funds are used to account for financing of goods or services provided by one
department or agency to other departments or agencies of the government on a cost-reimbursed basis. The City of
Edina has four internal service funds; Risk Management, Equipment Operations, Information Technology, and Facilities
Management.
International Association of Public Participation (IAP2) – An organization that leads, advances and advocates
for best practices in public participation. Edina staff use tools and techniques from IAP2.
League of Minnesota Cities (LMC) – The LMC is a membership organization dedicated to promoting excellence in
local government. The League serves its more than 800 member cities, including Edina, through advocacy, education
and training, policy development, risk management, and other services.
Levy – An act of imposing a tax, fine, or other fee.
Levy limit – The amount a local unit of government is permitted to levy for specific services under state law. Annual
levy limits, when applicable, are set by the State Legislature.
Liability – An accounting term. A liability is an obligation arising from past events, the settlement of which is expected
to result in an outflow of resources (assets). Liabilities are shown on the balance sheet. Liability values are sometimes
estimated as of the balance sheet date.
Local Government Aid (LGA) – A Minnesota State government revenue sharing program for cities with low
property wealth or high service burdens that is intended to provide an alternative to the property tax. The City of
Edina doesn’t receive LGA.
Local sales taxes – A local tax levied on the sale of goods and services to be used for specific purposes by a local
government. The City of Edina doesn’t impose or collect any local sales taxes.
Major fund – Under GASB 34 certain funds are designated as major funds. Major funds must have their own
columns in the fund financial statements in the Comprehensive Annual Financial Report. The General fund is always a
major fund and other funds are considered major if they meet certain financial criteria.
Management Cost Recovery (Mgmt CR) - Cost recovery percentages indicate a facility’s ability to cover
operating expenses. The calculation is operating revenue divided by operating expense excluding depreciation, central
services and water/storm/sewer expenses. Goals are set with each budget cycle.
Market value – The amount for which something is valued on a given market.
Municipal Legislative Commission (MLC) – The MLC is a lobbying group that provides a voice at the state capital
for 16 suburban communities, including Edina, sharing common demographic, economic and tax base characteristics.
Municipal State Aid (MSA) – A city designated street that becomes part of a broader state transportation system.
This designation allows the city to receive resources to assist with the construction and maintenance of the street.
Net position – Represents the difference between assets, deferred outflows of resources, liabilities, and deferred
inflows of resources in fund financial statements.
Ordinance – A piece of legislation enacted by a municipal authority. The City Council passes ordinances.
213 CITY OF EDINA, MINNESOTA
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Pedestrian and Cyclist Safety (PACS) – In 2013 the City began collecting franchise fee revenue from both Xcel
and CenterPoint customers to be used for the creation, maintenance and improvement of non-motorized
transportation facilities in Edina.
Property tax levy – The City of Edina goes through a budget process to determine what services we will provide,
what those services will cost, and where we will get the money. The City Council sets the annual property tax levy,
which is then certified to Hennepin County for collection.
Property tax refund – The State of Minnesota has a program to partially refund property taxes to those taxpayers
whose property taxes are out of proportion with their incomes, according to program guidelines. The program is
available to homeowners and renters.
Proprietary fund – Proprietary funds are used to account for activities that involve business-like interactions. These
funds are considered self-supporting in that services rendered by them are generally financed through user charges or
on a cost reimbursement basis. There are two types of proprietary funds; enterprise and internal service.
Quality of Life survey (QLS) – A survey of residents commissioned by the City of Edina designed to provide
performance feedback to the City Council and city staff.
Revenue – An accounting term. Revenues include money an organization receives during a period of time, like a
month, quarter, or fiscal year.
Special assessment – The City places a financial lien against a property to recoup the cost of certain improvements
or services provided to a property, such as a street or utility improvement or unpaid utility services.
Special revenue fund – A type of fund defined by GASB. Special revenue funds are used to account for all financial
resources that are restricted or committed to expenditures for specified purposes other than debt service or capital
projects. The City of Edina has seven special revenue funds; HRA, PACS, CAS, CDBG, Police, Braemar Memorial, and
Arts and Culture.
State general property tax – The State of Minnesota imposes property taxes on commercial, industrial, and
seasonal recreational properties.
Subsidize/subsidy – An act of supporting a fund, organization, or activity financially.
Supervisory Control and Data Acquisition (SCADA) – A computer system for gathering and analyzing real time
data. SCADA systems are used to monitor City utilities such as lift stations, water treatment plants, and water towers.
To be determined (TBD) – Information that cannot be verified.
Tax capacity – The valuation of property based on market value and class rates. For properties in Edina, the City
Assessor’s office sets the value, the State of Minnesota sets the class rates, and Hennepin County performs the
calculation.
Tax-Increment Financing (TIF) – A public financing tool that uses incremental growth in property taxes to fund
public improvements and public benefits. TIF Districts and use of TIF is governed by Minnesota State Law.
Vision Edina – A community visioning process conducted in 2015 that produced a strategic vision and framework for
the community. This served as the initial direction for the 2019 Comprehensive Plan update. More information is on
Page 22.