The URL can be used to link to this page

Home My WebLink About1984-09-10_BUDGET MEETINGD &+ (vcf eK-- < j 4—a C4 K u ! f `ff eCrA r f M E M O R A N D U M TO: Mayor Courtney and Council Members FROM: Ken Rosland, City Manage 0�s SUBJECT: 1985 BUDGET MESSAGE DATE: September 10, 1984 INTRODUCTION The upswing in business that was experienced in 1983 has continued to build during the first half of 1984 with a Gross National Product expansion at a rate of 8.8% higher than at any time since World War II. However, the summer has witnessed the increase in the interest rates, which is expected to have a slowing effect on the economy in the late summer and into the fall. This has initially been evident in the residential construction industry where new starts have essentially come to a complete standstill as interest rates on mortgages have risen to over 15 %. In spite of the upswing in the record economic activity, the inflationary pressure has not built tremendously, although it is up from the 2.1% which ended 1983. It is presently in the range of approximately 5% through the first half of this year. It is expected to stay in this range through the fall, as the interest rate continues to stay up. The prime rate is presently at approximately 13 %, which is up from the 11% of late 1983. While interest rates may again lower to the 1112 or 12% mark as reflected in the prime, it is ex- pected that the prime will go back up over 13% in 1985 and remain so until the financial markets feel that Congress is willing to take an active part in reducing not only the national debt but also expenditures without causing a sig- nificant tax increase. The current increased interest rates have caused the strengthening of the dollar, which will further hurt the United States' balance of trade position. The industries that are dependent on the interest rate (such as construction) or need capital to expand will remain slow with the high interest rates. (This is also true of industries effected by the deficit in foreign trade.) While Minnesota's economy is expected to stay ahead of the national economy for the time being, it is expected that there -2- 1 ' will be a downturn in consumer spending in the first half of 1985. This may well affect sales tax receipts and perhaps in late 1985 it may again cause some problems with the funding of state aids to local governments and school districts, although probably not until 1986. It is expected that in 1985, given the interest rate, inflation will continue in the 42 to 5% range. General business activity will bot be expanding at the rate found in the first half of 1984 and will possibly indicate a decline or contraction in the overall activity. As mentioned, interest rates are expected to stay at or above 13% through at least the summer or 1985. Inaction by Congress or expansion of the national debt, possibly coupled with increased taxes, will have a further deleterious effect on the economy. While the slowdown in activity economically is being attributed to the current national debt situation, it should also be indicated at this point that the shortened business cycles that have become evident during the 80's will continue and will be partially responsible for a late 1984/1985 downturn. Late 1985 or early 1986 should again, hopefully, see an expansion in the economy. Unemployment, which presently is at a local rate of about 5 %, is expected to edge up to approximately 5.5 %, as the economy slows down in 1985. ORGANIZATIONAL FINANCIAL OBJECTIVES The goals for the 1985 budget are: a) To maintain competitive wages (however, the maximum wage caps established for Edina are traditionally less than the mid -range of other comparable communities). b) Levy the maximum taxes needed to maintain a favorable levy -limit position. c) Implement financially the decisions made by the - Council on the following issues. The issues that are of importance to be decided upon during this budgetary session are as follows: a) Alternative Revenues - Discussion of new revenues proposed during the session in April of this year. b) Equipment - Implementation of the ongoing revolving equipment fund for equipment replacement based on criteria established by the Council. c) Capital Renewal /Additions - Implement in 1985 those portions of the program the Council considers to be priorities and establish a program for future years that the Council feels comfortable in funding. d) Major Service Levels Paramedics - Decision as to direction of program and amount of funding to be undertaken for that program. (Budget includes addition of an extra career position to department plus attendant revenue increase.) Snowplowing Expenditure of funds to upgrade snowplowing to provide snow- plowing of all under ten hours. CATEGORY OF REVENUE I. General /Park Funds Overall A. Property Taxes 1983 - 5,423,374 1984 - 6,343,000 1985 - 6,753,337 B. Intergovernmental Revenue Local Govt. Aids 1983 - 1,029,903 1984 - 473,111/519,610 1985 - 550,787 C. Fees and Charges 1983 i.. 1983 - 846,063 1984 - 751,067 1985 - 933,640 PERCENTAGE OF BUDGET 84 PROP.85 $9,099,447 9,689,369 -3- ` REVENUE PROJECTIONS SEE APPENDIX A FOR CITY OF EDINA /1985 ADDITIONAL COMPARISONS PERCENTAGE .INCREASE COMMENTARY ANTICIPATED IMPACT 84 PROP.85 OF ECONOMY 100% 7.3% 6.5% 69.8% 69.7% a) , 17% 6.5% 11.2% 11.2% Total Category 1,548,610 1,036,780 1,080,692 May increase, depending on Council action regarding service levels and Capital program. The present levy limits allow Expect tax collections to an increase of an additional remain at 98.5% as payments $75,000 over and above will be in May and October present proposal. when recovery underway. (Tax base itself will grow about 2.8%.) (33.1 %) 4.2% Pending 1985 Legislative Little impact is expected action, this amount appears as a result of the expected fairly stable. 1985 consumer downturn as the State should have enough surplus for 85 -87 biennium to fund. 8.1 9.6 (11.3 %) 24.3% Principal increases are projected in the areas of Engineering /clerical and Paramedics. D. Liquor Store Transfer 4.9 4.6 0% 0% Profits expected to exceed 1983 -85 450,000 transfer to general fund. a) Each $50,000 change in taxes increases budget % by .5%. Despite the anticipated downturn, principal activities in this area should remain stable, given selected fee increases. Sales are expected to in- crease about 1.8 %. Profits however are expected to in- crease 20 %, given improved profit efforts as reflected in June, 1984 liquor state- ment. CATEGORY OF REVENUE E. Miscellaneous Reserve /Surplus 1983 - 212,590 1984 - 168,141 1985 - 7,200 Total 1983 - 852,184 1984 - 755,949 1985 - 471,700 NOTE: 1983 - Actual 1984 - Estimated 1985 - Projected PERCENTAGE OF BUDGET. 84 PROP.85 1 ` -4- PERCENTAGE INCREASE COMMENTARY 8.2 4.9 (11.3 %) (37.7 %) Principal reductions have been in the use of surplies and re- serve'funds for 1985 budget. Reserves had previously been used to make up principally state aid losses. ANTICIPATED IMPACT OF ECONOMY These funds will be able to some degree make up for decreases in the other categories. (Budget includes $100,000 in contingencies.) -5- EXPENDITURES Personnel Apart from the changes in service level discussed earlier, the number of full -time personnel is recommended to stay at the present 210 people. It is also recommended that a 5% increase be given on the overall salary schedule and that any negotiations with bargaining units proceed at the 5% increase. (As you will remember, Police Officers are settled for a 5% increase for 1985.) Additionally, insurance is recommended to increase by $10 per year from $130 to $140 for 1985. As you will recall, personnel - related costs continue to represent 70% of the total budget. Commodities These items which make up about 7% of the budget are anticipated to increase generally only about 4 %, but that energy - related items will increase about 10 %. It should be noted that we will expect an increase in our insurance renewals for the second half of 1985, which may be on the order of an additional 15 -20 %. Capital Capital, including equipment, is proposed at the present level of 8.2% of the overall budget. This percentage will vary depending on the portions that the Council feels are priorities and which they eventually will fund. rnNr.T.TTSTnN 1985 budget as proposed represents the first substantial program changes since 1978. With the Council being faced with significant policy decisions during this budget year, we stand ready to assist you in making those decisions with information and recommendations as you desire. FINANCIAL STATISTICS Budget Comparisons Property Tax Base Comparisons 1980 1981 1982 1983 1984 1985 Overall Budget Increase Over Previous $1.530 Bil 1.797 Bil $2.008 Bil $2.242 Bil $2.306 Bil $2.418 Bil Proposed 8.7% 6.2% 8.5% 6.30 7.30 6.5% Actual 6.2% 11.4% 1.2% 9.9% 1.9%* - Local CPI (December- December) 11.0% 14.5% 2.6% 2.1% 5.0 %�' 5.0P, Percentage Funded by Property Tax (includes homestead credits of 20% total taxes raised) Proposed 59.1 % 60.%5 60.8% 64.0% 69.8% 69.7% Actual 58.9% 57.2% 60.3% 59.3% 67.6 %* - Percentage Increase in Taxes Raised Proposed 12.9% 7.8% 9.1% 11.7% 17.0% 6.5% Actual 13.3% 8.2% 6.7% 13.8% 16.3 %* - Mill Rate Actual 9.849 9.214 9.065 9.049 10.37 10.664 % of Tax Dollar 10.9% 10.9% 10.3% 10.0% 10.9% - (The 1982 actuals reflect the reduction in Homestead Credit paid by the State.) *Projected Property Tax Base Comparisons *Prior to deductions for fiscal disparities and tax increment. -7- 1980 1981 1982 1983 1984 1985 Estimated Market Value $1.530 Bil 1.797 Bil $2.008 Bil $2.242 Bil $2.306 Bil $2.418 Bil Percentage Change 17.6% 17.4% 11.7% 11.6% 2.9% 4.8% Assessed Value* $431.4 Mil $498.8 Mil $558.5 Mil $629.0 Mil $651.0 Mil $669.2 Mil Percentage Change 4.9% 15.6% 11.9% 12.6% 3.5% 2.8% *Prior to deductions for fiscal disparities and tax increment. -7- 0 ..'jl�, September 24, 1984 TO: MAYOR AND CITY COUNCIL FROM: FINANCE DIRECTOR SUBJECT: RECOMMENDED TRANSFERS AND CANCELLATION OF LOAN AMOUNTS. We recommend the cancellation of loans due to General Fund, Waterworks Fund, Liquor Fund and Permanent Improvement Revolving Fund. Also, to close out balances in Park Sinking Fund. These accounts will be used to eliminate deficits in the following funds: SWIMMING POOL GOLF COURSE RECREATION CENTER (ARENA) GUN RANGE ART CENTER The accounts contributing funds are as follows: GENERAL FUND: Loan to Recreation Center Fund $ 200,000 WATERWORKS FUND: Loan to General Fund 210,000 LIQUOR FUND: Loan to Recreation Center Fund $170,000 Loan to Golf Course Fund 245,000 415,000 PERMANENT IMPROVEMENT REVOLVING: Loan to Recreation Center Fund $100,000 Loan to Construction Fund 100,000 200,000 $1,025,000 PARK SINKING FUND: Surplus balance at December 31, 1983 330,527 TOTAL CONTRIBUTED $1,355,527 The accounts to which the funds will be applied are as follows: Swimming Pool Fund (Detail attached) $ 110,752 Golf Course Fund 245,000 Recreation Center (Arena) Fund (Detail attached) 497,966 Gun Range Fund (Detail attached) 35,371 Art Center Fund (Detail attached) 210,518 Construction Fund 100,000 General Fund 155,920 TOTAL APPLIED $1,355,527 RECREATION CENTER FUND The below listed detail represents the makeup of the deficit of the RECREATION CENTER FUND at 12- 31 -83: Operating losses: 1976 $ 25,042 1977 31,617 1978 67,921 1979 34,274 1980 112,435 1981 74,080 1982 13,736 1983 48,166 TOTAL OPERATING LOSSES $407,271 Cost of fixed assets not funded -NET 90,695 TRANSFER IN $497,966 GUN RANGE The below listed detail represents the makeup of the deficit of the GUN RANGE FUND at 12- 31 -83: Operating losses: 1976 $ 2,557 1977 1,768 1978 436 1979 (93) 1980 (272) 1981 2,064 1982 9,585 1983 8,851 TOTAL OPERATING LOSSES $ 24,896 Cost of Fixed assets not funded -NET 10,475 TRANSFER IN $ 35,371 ART CENTER FUND The below listed detail represents the makeup of the deficit of the ART CENTER FUND at 12- 31 -83: Operating losses: 1977 $ (6,281) 1978 2,966 1979 23,952 1980 12,826 1981 7,499 1982 12,184 1983 32,688 TOTAL OPERATING LOSSES $ 85,834 Cost of fixed assets not funded -NET 124,684 TRANSFER IN $210,518 ( ) Indicates red figure SWIMMING POOL FUND The below listed detail represents the makeup of the deficit of the SWIMMING POOL FUND at 12- 31 -83: Operating losses: 1976 $ 6,873 1977 14,882 1978 13,376 1979 10,417 1980 18,170 1981 24,071 1982 15,763 1983 21,823 TOTAL OPERATING LOSSES $125,375 Transfers from Park Construction Fund 14,623 TRANSFER IN $110,752 September 24, 1984 TO: MAYOR AND CITY COUNCIL FROM: FINANCE DIRECTOR SUBJECT: COMBINATION OF FUNDS AND ESTABLISHMENT OF A WORKING CAPITAL FUND. We recommend that the Park Fund be combined with the General Fund as of December 31, 1984. We, also, recommend a combination of the Waterworks Fund and the Sewer Rental Fund as of December 31, 1984. The new fund shall be UTILITIES FUND. 1 We, also, recommend a TRUST FUND be established during 1984 for the purpose / of holding funds to pay 1985 and 1986 installments for bonds and interest of Improvement Bond Redemption Fund I. Amount required to pay bonds and interest are as follows: SERVICE MATURITIES PRINCIPAL INTEREST CHARGE TOTAL 1985 $300,000 $ 26,400 $ 100 $326,500 1986 300,000 13,200 100 313,300 $600,000 $ 39,600 $ 200 $639,800 �1 We further recommend a WORKING CAPITAL FUND be established by transferring the remainder of the accounts of the Improvement Bond Redemption Fund, and the Permanent Improvement Revolving Funds as of December 31, 1984. Cash and in- vestment balances at December 31, 1983 are as follows: Permanent Improvement Revolving Fund: Cash $ 229,418 Improvement Bond Redemption Fund I: Cash $ (274,819) Investments 2,759,865 2,485,046 $2,714,464 Amount needed for Trust Fund per above 639,800 TOTAL CASH AND INVESTMENTS $2,074,664 Net special assessment receivable as of December 31, 1983 was .about. -: $2,540,000. This will give the City a WORKING CAPITAL FUND of about $4,600,000. We further recommend that any earnings of the WORKING CAPITAL FUND be used for Capital Improvement per Capital Improvement Budget. WQRKING CAPITAL PLAN 19851989 1985 1986 1987 1988 1989 AVAILABLE FUNDING $100,000 $250,000 $250,000 $250,000 $250,000 PROJECT AMOUNT PROJECT AMOUNT PROJECT .. AMOUNT PROJECT AMOUNT PROJECT AMOUNT Fuel system Meter redo 15,000 Parks /Various 50,000 Parks /Various 50,000 Parks /Various 50,000 Parks /Various 50,000 Tank repair/ replumb 20,000 Voting Machines 100,000 Sidewalks 75,000 Sidewalks 89,500 Storm sewer 3 Repair 25,000 Double Deck 95,000 Storm sewer Storm sewer Light Improvements 12,500 Renovation 25,000 Repair 25,000 Conversion 30,000 Air condition. Storm sewer Aerial Bucket 25,000 Sidewalk Plow 35,000 Light Conversion 45,000 City Hall 10,000 Improvements 12,500 Storm sewer Traffic Light Conversion 25,000 Storm sewer Sidewalks 87,000 Renovation 20,000 Simulator 123%500 Repair 25,000 Storm sewer Storm sewer Building Improvements 12,500 Improvements 12,500 Maintenance 30,500 Trencher 37,500 Building Maintenance 8,000 $100,000 $250,000 $250,000 $250,000 $250,000 UNFUNDED PROJECTS: Sidewalks 257,000 Lights 200,000 Building Maintenance 198,800 Other (not including Parks 633,900 reprogramming) "PROJECT" RECOMMENDED ALLOCATION OF WORKING CAPITAL INTEREST - 1985 $100,000. AMOUNT NEEDED ALLEYS IMPROVEMENT $11,300 STORM SEWER RENOVATION 25,000 STORM SEWER / NEW 5TTO 12,500 FUEL SYSTEM UPGRADED METERING SYSTEM 15,000 TANK RENOVATION /REPLUMBING 20,000 DOUBLE DECK 35,000 BUILDING MAINTENANCE /VARIOUS 73,300 CITY HALL A/C BALANCE 25,000 COMMUNICATIONS /FIRE 23,900 PARKING SPOTS / FIRE 3,500 -TRAFFIC SIMULATOR 10,000 AERIAL BUCKET 25,000 COMMUNITY CENTER ? STREET RENOVATION�Mu�nt` "` 62,000 279,500 (Does not include $62,000 for Street Renovation) RECOMMENDED FUNDING $15,000 20,000 35,000 10,000 20,000 100,000 EDINA PARK AND RECREATION DEPARTMENT FEES AND CHARGES /OTHER THAN BY ORDINANCE Park and Recreation 1984 1985 Playground $ 6.00 $-6.00 Dramatics and Theatre 16.00 17.00 T Ball Tennis Instruction 16.00 17.00 Tennis Reservations 16.00 17.00 Sustaining 2.00 /hour 100.00 Racquetball 20.00 20.00 Soccer 16.00 17.00 Art Center $70.00 $73.00 Memberships: 65.00 68.00 Family $32.00 $35.00 Individual 20.00 25.00 Contributing 50.00 50.00 Sustaining 100.00 100.00 Patron 500.00 500.00 Class Fees: $50.00 $52.00 Adult Members $46.00 $48.00 Adult Non- Members 54.00 56.00 Child Member 30.00 32.00 Child Non - Members 36.00 38.00 Arena Single Hour Rate $70.00 $73.00 Contract Rate (10 or more hrs) 65.00 68.00 Late Night - midnight or later 50.00 50.00 Open Skating 2.25 2.25 Skate Rental 1.06 1.06 Skate Sharpening 1.50 1.50 Season Tickets (Eff. 10/1/84) Resident Family $50.00 $52.00 Resident Individual 30.00 32.00 Non - Resident Family 60.00 62.00 Non - Resident Individual 35.00 37.00 Classes 35.00 36.00 Gun Ranoe Pistol ? hr. $ 3.75 $ 3.75 25 Rounds traps 4.00 4.00 Building - per hour 40.00 40.00 Firearm Safety Instruction 5.00 5.00 Pool Season Tickets: Resident Family $35.00 $37.00 Resident Individual 20.00 22.00 Non - Resident Family 40.00 42.00 Non - Resident Individual 25.00 27.00 Daily Admission: Adult $ 2.50 $ 2.50 Youth 2.00 2.00 Aquatic Instruction $16.00 $17.00 ATTACIDIENT B Braemar Golf Course 1984 1985 Patron Cards: Husband & Wife $65.00 $ 75.00 Individual 35.00 40.00 Additional Family Member 30.00 35.00 Computerized Handicaps $ 5.50 $ 6.25 Lockers Men's 72" $30.00 $ 30.00 Men's 42" 18.00 18.00 Ladies 72" 10.00 10.00 Club Rental $ 4.00 $ -4.50 Pull Carts 1.25 Golf Cars 1.50 18 holes 15.00 9 holes 16.00 8.00 8.50 ' Group Golf Lessons Adult $35.00 Junior $ 38.00 20.00 20.00 Golf Range Large Bucket $ 3.00 3.00 Small Bucket 2.00 2.00 GREEN FEES: 18 hole - non patron $10.00 $ 11.00 18 hole - patron 7.00 8.00 9:hole - non patron 6.50 13.00 9 hole - patron 4.50 5.00 Seniors 18 hole- non patron 9.00 10.00 18 hole - patron 6.00 7.00 9 hole - non patron 6.00 6.00 9 hole - patron 4.00 4.50 Par 3 Adult - non patron 3.75 3.75 Adult - patron 2.75 2.75 Junior - non patron 2.50 2.50 Junior - patron 1.75 1.75 Group Fees $11.00 $ 12.00 Group Fees Cars 17.00 18.00 RENTALS Braemar Ballfields: $25.00 /hr -no lights (only with rental of Pavilion) $50.00 /hr -with lights (only with rental of Pavilion) General Park Areas: $50.00 /hr.- commercial use (i.e. TV Commercials) Picnic Shelters: $30 up to 50 people Lake Cornelia Park (pool) and Braemar Picnic $60 over 50 people. Area (dome site) Summer Rental Pavilion: $400- 500 /day -large profit events, i.e. dog shows, flea markets Parking Lot Rental - $250 /day -small events (100 or less people) non profit events .Arena: $100 /day Art Center: $30 /group Limited Space. Showmoblile $500 /day Rental of Athletic Field $30.00 /day exclusive use Portable Bleechers: $100 /day or 50.00 /hr. +Delivery charge. Recreational Picnic Equipment Free usage i FIRE DEPARTMENT AMBULANCE FEES 1984 Level I 155.00 Level II 200.00 Level III '1 250.00 Downtown Transportation 25.00 Proposed Changes for 1985 195.00 245.00 295.00 50.00 �JF—' eel Concrete Sand /ton 1982 3.10 Buckshot /ton $6.39 Gravel Base /ton $3.85 Limestone /ton $4.40 Seal Coat Chips /ton $11.15 Ready Mix Bituminous /ton 17.50 Cut Back Asphalt /gal. $.go Winter Mix $22.50 1983 �2 $6.15 $3.85 $4.68 $12.05 $17.95 $1.0222 $24.00 z,g5 5-,90 v5 S; 7S Iz,zv vz Zz Z7,00 O.e,? -Z3 %3 -w Increase /Decrease 75.80 —/, O �v -3.7% o t s: z yo +6.4% +8.0% + +2.6% v �v +13.9% +7.0 % rP,� COMPARISON - YEARLY PERCENTAGE OF INCREASE Increase I through '84 *Stanton Associates estimate 9/84 - EDINA EDINA EDINA SUBURBS OVER HOURLY MANAGEMENT EDINA SCHOOL SCHOOL SCHOOL SCHOOL NON UNION POLICE FIRE 49ERS 10,000 PRIVATE PRIVATE TEACHERS CLERICAL CUSTODIANS ADMINISTRATION SUPERVISORY 1979 8 7 8 6 7.3 6.8 7.7 6.1 7.4 6.7 4.3 6.9 1980 6 7.6 6 8 9.8 7.5 11.2 7.6 8.3 8.3 10.0 10.5 1981 10 10 10 9.85 10.8 9.9 10.3 7.9 7.8 9.1 8.1 9.2 1982 9.5 9.75 9.5 9.87 9.7 9.4 8.6 11.7 11.6 10.1 9.3 9.6 1983 6 6 6.5 5.4 6.8 8 8 10.1 10.5 10.9 8.5 8.0 1984 5 5 6.5 5 5.3 4.5/5.0 4.5/5 5.25 6 5.25 6.95 9.54 1985 PENDING 5 PENDING 6* 6* 5.5 8 5.5 6.07 8.5 Total % 0 44.5 45.35 46.50 44.12 49.70 46.35 50.60 48.70 51.60 50.40 47.20 53.40 Increase I through '84 *Stanton Associates estimate 9/84 - COMPARISON - MAXIMUM YEARLY SALARY REPORTED IN STANTON SURVEY 9/84 CUSTODIAN FOREMAN SUPERINTENDENT PW DIRECTOR ENGINEERING AIDE ENGINEERING AIDE INSPECTOR CHIEF INSPECTOR PROPERTY APPR. TOP 10 Max. Max. Max. (P.W.) Max. Max. III Max. IV Max. Max. Max. SR. GROUP V Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly CITIES Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Bloomington 20,238 4 37,560 1 50,040 1 60,600 1 - - -- 27,468 9 29,742 7 - - -- 29,460 4 Brooklyn Park - - -- 29,772 6 34,548 7 52,200 4 23,316 6 32,808 4 29,772 6 31,200 9 - - -- Edina 19,885 5 28,308 9 36,840 5 49,300 7 25,008 3 34,656 1 25,008 10 36,800 2 25,008 6 St. Louis Park 21,652 2 29,148 8 35,520 6 54,600 2 24,516 4 27,576 8 31,260 3 35,500 5 31,260 3 Minnetonka 17,180 7 27,156 10 30,252 9 40,400 9 20,472 7 23,376 10 27,540 9 32,400 8 26,436 5 Coon Rapids 22,776 1 34,344 2 - - -- 43,800 8 - - -- 29,616 6 34,344 1 36,700 3 34,344 1 Burnsville - - -- 30,840 5 39,360 3 50,000 6 24,048 5 29,220 7 29,304 8 34,000 7 - - -= Richfield 19,073 6 29,400 7 33,528 8 - - -- - - -- 29,964 5 29,964 5 35,800 4 - - -- Roseville 21,548 3 32,904 3 38,100 4 52,900 3 26,808 2 32,904 3 .30,192 4 35,200 6 - - -- Plymouth - - -- 32,496 4 40,992 2 52,000 5 27,000 1 34,500 2 31,500 2 41,000 1 31,500 2 Mean Max. 20,335 31,192 38,662 50,644 24,452 30,208 29,862 35,400 29,668 Salary Edina Max. 19,885 28,308 36,840 49,300 25,008 34,656 25,008 36,800 25,008 Rank 5th /7 9th /10 5th /9 7th /9 3rd /7 1st /10 10th /10 2nd /9 6th /6 -2- ACCOUNTING SR.A000UNTING CITY ASSESSOR POLICE DISPATCHER POLICE SERGEANTS POLICE LIEUT. POLICE CAPT. POLICE CHIEF FIRE CHIEF CLERK CLERK TOP 10 Max. Max. Max. Max. Max. Max. Max. Max. Max. GROUP V Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly CITIES Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Bloomington 50,000 1 17,976 4 32,172 7 37,092 6 39,732 5 60,600 1 - - -- 15,948 8 22,452 1 Brooklyn Park 40,000 5 - - -- 32,220 6 - - -- - - -- 43,900 8 38,400 5 17,400 5 19,188 6 Edina 36,800 6 21,732 1 35,568 2 39,108 3 41,808 2 49,300 3 49,270 1 15,336 10 17,268 9,, St. Louis Park 42,600 2 20,604 3 35,520 3 38,712 4 - - -- 54,600 2 42,633 4 19,128 1 20,604 3 Minnetonka 35,400 7 - - -- 34,896 5 - - -- 37,788 6 49,000 4 - - -- 15,480 9 - - -- Coon Rapids 40,300 4 - - -- - - -- 40,272 4 43,800 5 43,823 3 17,760 3 20,136 4 Burnsville - - -- - - -- - - -- 39,504 2 - - -- 48,000 .7 45,098 2 16,584 7 19,200 5 Richfield - - -- 21,372 2 35,256 4 37,608 5 40,296 3 - - -- - - -- 17,052 6 19,068 7 Roseville - - -- - - -- 31,656 8 - - -- 45,504 1 43,500 9 - - -- 17,688 4 18,600 8 Plymouth 41,000 3 - - -- 35,700 1 40,992 1 - - -- 48,000 6. - - -- 18,000 2 21,996 2 Mean Max. 47,683 20,421 34,123 38,836 40,900 44,066 43,844 17,037 19,834 Salary Edina Max. 36,800 21,732 35,568 39,108 41,808 49,300 49,270 15,336 17,268 Rank 6th /7 1st /4 2nd /8 3rd /6 2nd /5 3rd /9 1st /5 10th /10 9th /9 -3- ACCOUNTANT FINANCE DIRECTOR CLERK TYPIST SR.CLERK TYPIST SWITCHBOARD SECRETARY REC.SUPERVISOR ASST.DIRECTOR DIR.PARK /REC. TOP 10 Max. Max. Max. Max. Max. Max. Max. Max. Max. GROUP V Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly CITIES Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Bloomington - - -- 60,600 1 13,548 7 15,168 9 15,168 5 16,824 9 - - -- 37,560 2 50,000 2 Brooklyn Park 25,692 3 43,900 8 - - -- 15,804 4 - - -- - - -- 23,316 5 31,056 6 43,900 6 Edina 19,884 7 49,300 5 15,336 2 17,244 2 15,336 3 18,588 5 22,200 6 34,650 4 49,300 3 St. Louis Park 24,516 4 54,600 2 14,088 5 15,432 6 14,088 9 20,604 3 25,416 3 - - -- 47,800 5 Minnetonka - - -- 40,900 9 14,808 3 15,480 5 14,148 8 19,044 4 22,332 4 26,016 8 - - -- Coon Rapids 26,052 2 52,100 4 = - -- 14,208 10 14,208 7 17,760 8 - - -- - - -- - - -- Burnsville 22,908 5 48,000 7 - - -- 16,584 3 15,804 2 18,288 7 - - -- 35,688 3 41,800 7 Richfield 21,372 6 38,200 10 13,608 6 15,204 8 15,204 4 21,372 2 27,084 2 31,404 5 - - -- Roseville 19,128 8 49,200' 6 14,796 4 15,396 7 14,796 6 18,516 6 27,996 1 38,100 1 49,200 4 Plymouth 27,000 1 52,000 3 18,000 1 21,996 1 18,000 1 24,996 1 - - -- 27,000 7 52,000 1 Mean Max. 23,319 44,200 14,883 16,251 15,194 19,554 24,722 32,684 47,714 Salary Edina Max. 19,884 49,300 15,336 17,244 15,336 18,588 22,200 34,650 49,300 Rank 7th /8 5th /10 2nd /7 2nd /10 3rd /9 5th /9 6th /6 4th /8 3rd /7 -4- LQ.STORE CLERK LQ.STORE MANAGER PLANNER PLANNING DIR. CITY CLERK ADMIN. ASST. ASSISTANT MANAGER CITY MANAGER TOP 10 Max. Max. Max. Max. Max. Max. Max. Max. GROUP V Yearly Yearly Yearly Yearly Yearly Yearly - Yearly Yearly CITIES Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Salary Rank Bloomington - - -- - - -- - - -- 50,040 2 32,460 2 - - -- 42,000 4 65,000 1 Brooklyn Park - - -- - - -- 24,456 3 40,008 6 40,200 1 23,316 5 - - -- 57,200 5 Edina 19,900 1 36 ",800 2 25,008 2 36,840 7 26,988 4 25,008 4 36,840 6 60,000 3 St. Louis Park - - -- - - -- - - -- 47,832 3 26,004 5 22,764 6 33,384 7 57,000 6 Minnetonka - - -- - - -- - - -- 27,600 8 - - -- - - -- 26,256 8 56,800 7 Coon Rapids 17,763 2 36,700 3 22,500 4 40,260 5 28,500 3 29,604 2 - - -- 54,500 9 Burnsville - - -- - - -- - - -- - - -- - - -- 26,640 3 44,328 3 59,000 4 Richfield 15,204 4 43,700 1 - - -- 46,680 4 25,260 7 - - -- 46,680 1 51,000 10 Roseville 16,640 3 20,300 4 - - -- - - -- - - -- 31,500 1 45,504 2 55,000 8 Plymouth - - -- - - -- 27,000 1 51,996 1 25,992 6 - - -- 40,992 5 62,300 2 Mean Max. 17,379 34,375 24,741 42,657 29,344 26,472 39,498 57,780 Salary Edina Max. 19,900 36,800 25,008 36,840 26,988 25,008 36,840 60,000 Rank 1st /4 2nd /4 2nd /4 7th /8 4th /7 4th /6 6th /10 3rd /10 September 21, 1984 Members of the Edina City Council Edina City Hall 4801 West 50th Street Edina, DIN 55424 Dear Council Members: We are very concerned about the possible discontinuation of the present Fire Department's Para - Medics. Their prompt response saved the life of a friend recently. Edina has a large number of Senior Citizens who depend upon this service. The 911 calls cover a much greater area and consequently could delay response time which is so essential in heart attacks and other emergencies. In most cases the ambulance fee is covered by the patient's insurance. Please give this important issue your sincere consideration as we feel this service is very essential. Sincerely, Dolor s F. Broberg r G� Harriet E. Broberg La one M. Broberg 5716 Fairfax Avenue Edina, NN 55424 REPORT BY CHE'dICAL HEALTH ADVISORY COM IUTTEE TO HUMAN RELATIOUS CO:- MISSION REGARDING: Sept. 1984 CHE'MUCAL HEALTH COORDINATOR'S JOB Participants: (2 meetings, one with Don Brundage) Tom Oye Human Relations Commission Dr. Steve Norsn Neurologist Dr. Northrop Beach Pediatrician Pat Llona Pharmacist Sue Christianson Psychiatric Social Worker Some components of the Chemical Health Coordinator's Job as we see it: 1. Coordination of all drug prevention efforts and activities, school and city. This should be someone who is not shy about initiating programs and strategies where he /she sees a need arising. Note: This person should know at the onset that there is firm committment from both city and school officials to close the gap between the idealized view.of the drug abuse theat in Edina and the reality that exists. 2. This position should involve some direct contact with students. (We recognize that Don Brundage had a special rapport with students, was trusted by them, and was a caring person. However, his role here should be clarified so that unlimited access to him by students does not render him less capable of the coordinator role.) There are several ways to do this: 1. The use of trained co- facilitators; 2. peers of students who have shown peopl- skills and have received training in developmental psychology for possible use in dealing with younger kids; ob- taining additional training for counselors already in school sho indicate a desire for further drug - counseling training. The school counselor role at present involves guidance activitites - dealing more with program scheduling and post high- school plans. 3. Accurate and up -to -date drug information needs to be stressed. To be credible with the students, many who are more street- wise than most people realize, this person must have an exceptional knowledge of drugs, current trends, etc., and be able to answer questions accurately, or students will quickly turn him off. In the case of Don Brundage he had a friend, a psycho- pharmacologist with whom he conferred, and he also stressed that his meetings with the professionals on the CHAC were valuable. 4. There was a consensus among those members of the CHAC involved that the candidate for this job whould be a direct - service person with clinical experience. This person should relate easily to other people in understanding what their feelings are in order to put them in touch with the reality of their situations and get them involved with their own feelings.... but at the same time he /she should not lose sight of the coordinator's function. 5. There must be no generation gap involved here. 6. Although this position is a year -round job, the rigors of working in an affective way with students on a day -to -day basis are such that there should be sufficient time off, if not comparable to other staff, at least allowed for. 7.. STOREFRONT/YOUTH ACTION Administrative Offices 5701 Normandale Road. Edina. NIN 55424 (612) 926.1851 MEMORANDt M TO: Steve Lepinski, Executive Director, Storefront /Youth Action FROM: Don Brundage, Chemical Health Co- ordinator, City and School District of Edina. RE: Final Sumttary of Activities and Recommendations for the position. The purpose of this memorandum is to present a brief summary of my major activities for the 1983 -84 school year, and make some observations and recommendations. I will by necessity be somewhat terse in my summations because most of the topics have been covered in depths in other writings. I. Counseling Direct service to high school age clients was, as in past years, a major time commitment in 1983 -84, with 49 students seen individually, and another 42 being members of one of five groups,.. support group, concerned persons group, three "growth groups "). I attempted to see the individual clients on a short -term basis and used a variety of services to refer to (Storefront /Youth Action, GEAR, private counselors, various treatment centers), but also saw several on a long term basis, as well as seeing many group members individually. II. TASK FORCE II As chairperson of the Subcommittee on Schools and Youth, I was directly responsible for much of the planning and coordinating of the day -long staff inservice of February 17. The scope and design of the program is well -know, so I need not comment further. To me personally this was the highlight of the year, and one of the most satisfying activities I've done while working for Edina. III. Chemical Orientation Program This last year I was responsible for presenting one of the three, two -hour evening sessions of Storefront's Chemical Orientation Program (COP) for South Hennepin youth and their families. Many of the referrals were from police reports, and the series was given several times throughout the year. Adolescent Sex Offender Program. 7145 Harriet Avenue South. Richfield. .%1N (612) 861.1675 Adolescent victim Counseling Program. 7145 Harriet Avenue SOUth. Richfield. MN (612) 861.1675 Delta Place. 1001 H%ti ,N'. # 7. Hopkins. 1\1N 55343 (612) 938 -7040 Edina Project CHarlie. 5701 Normandale Road. Edina, MN 55424 (612) 925.9706 Richfield Project Cl larlie. 7020 12th Avenue South. Richfield. MN (612) 861.8260 Storefront, 7145 1 iarriet Avenue South. Richfield. MN 55423 (612) 861.1675 Youth Action, 5701 Normandale Road. Edina. MN 55424 (612) 926.1 851 Final Summary of Activities and Recommendations Page 2 IV. Chemical Health Advisory Committee This year (as in year's past) I met with this committee, chaired by Pat '-� Llona, and composed of medical professionals and concerned lay people. The purpose was to share information and program ideas, and it also served as a vehicle for me to verbally report on my activities to members of the Edina Human Relations Commission. V. Athletic Presentations This past year I, along with Bud Bjerken, gave six evening presentations on mood altering chemicals and the High School League rules. Two "dialogues" were also held with coaches, and a successful effort was made to have such sessions manditory for all MHSL activity participants. VI. CHEMICAL PEOPLE Last fall I worked directly with the Edina planning commnittee for this event, attended the town meetings November 1, 2 and 3, and participated in a panel discussion on the third night. VII. Youth Minister's Activities Last year I met with Edina youth minister's individually and in group and presented educational workshops when asked, attempting to raise the level of awareness on alcohol and drug - related issues to these people who work directly and intensely with Edina youth. VIII. Supervision Activities During Fall, 1983 I also supervised an intern from St. Mary's Junior College, and part of this involved participating in a two day training retreat with the twenty students in Peer Education at Edina High School. IX. Senior Center Activities Again as in past years I ran a program for Edina's senior citizens involving individual counseling twice a month at the Senior Center, contributing a "column" (Chemical Health News for Seniors) to the monthly newsletter and presenting a talk on August 9 entitled "Drugs, Aging, and You X. Professional Growth Activities Throughout the school year I participated in a number of activities to increase my professional expertise. Outstanding was the two -day Adolescent Medicine and Health Care Conference at the University of Minnesota. Ongoing involvement with the Minnesota Chemical Dependency Assocation's school section was also important. XI. Other Activities Other important activities included several days of classroom presentations to health and psychology classes, staff meetings at Storefront /Youth Action, numerous counselor meetings and special education staffings, and presentations at Project Charlie trainings workshops. Final Summary of Activities and Recommendations Page 3 II. OBSERVATIONS AND RECOMMENDATIONS I. The Position Requires a Special Set of Competencies Upon reading the above summary, it becomes apparent the position of Chemical Health Co- ordinator is one that requires a wide variety of competencies for a wide variety of duties (counseling and therapy, classroom teaching, training of adults, co- ordinating and community organizing, working with a variety of age groups, to name a few). For this reason I feel that whomever fills the position in the future should minimally have the following background and abilities: a. Knowledge about mood- altering chemicals and their effects. This is important in order to be a credible source of information to young people and to the community without having to resort to easily discounted "scare tactics ". Accurate drug knowledge is too often ignored and knowledge of the "disease process" too often soley relied upon. b. Knowledge of and experience with schools and school systems. Working directly in a high school requires a special set of sensitivities, and the person should have some experience, and preferably some certification in this area. c. Knowledge of young people. Awareness of developmental issues of adolescence, current knowledge of their particular milieu, and empathy for the difficulty of their lives is a must. d. Excellent interpersonal and communication skills. II. The "status" of the position should be clarified This is a multi - faceted problem inherent in the position relating to the following factors: a. This type of position is a new position in schools. Generally recognized as a need only in the late seventies, there is still a great deal of uncertainty about what a "chemical awareness specialist" should do, or where they "fit in ". The competencies and training are at least that of other certificated staff members, and the stress related to the position is for the most part greater, because the work is almost exclusively problem - oriented, and there is no natural limit on the caseload, as there is with, say, special education teachers. b. The position, is at once a "School" position, a "City" position, and a " Store frcnt /Youth Action" position. The Chemical Health Co- ordinator is a person with three masters, each having their own particular needs and expectations of the position, yet one is at the same time largely a "lone ranger" not feeling totally a part of any organization and answerable largely only to one's own sense of what "needs to be done ". Final Summary of Activities and Recommendations Page 4 II. The "status" of the position should be clarified (Continued) b. Continued All of this contributes to a problem of status with the job. In the case of the school, for instance, I believe I was the only certificated staff member (who enjoyed a good deal of professional respect from my peers) who was not paid directly by the school district, who had a number of other city -wide duties such as senior citizen work, who had to continue to work year -round when other staff members went home for the summer (despite the above- mentioned stresses inherent in the job), who was paid considerably less than the salary matrix for certificated staff would indicate, and who had virtually no job security such as tenure, being renewed only on a year -to -year basis as budget considerations would allow. In a situation like this, ones "authority" rests largely on ones persuasive abilities, with even obtaining clerical help depending on one's good relations with the clerks and secretaries, because it had to be "squeezed in between" the regular work load. In the case of the City, the status was even more unclear, except for a vague sense that because the City was paying for a majority of the position, it wanted to "see something" in return. What "something" consisted of was never really specified, even though many of the activities mentioned in the first part of the report were city -wide activities. III. The dilemmma of "counselor vs. co- ordinator" must somehow be resolved As I noted two years ago, there are basically two full -time jobs inherent in the position that are often at odds with each other. If one is to be a "counselor ", seeing about 100 different students a year, it is difficult to be a co- ordinator of chemical education curriculum, community activities, staff inservice, and long range prevention planning. Yet both activities are important, and neither can be totally ignored. Right now the position is a very schizophrenic one, and should be either a) a "counselor ", possibly hired directly by the school district, with some limited duties regarding curriculum and staff inservice or b) a true co- ordinator, with real "authority ", and supervisory duties for whomever is doing direct counseling on chemical - related issues, and specific duties with curriculum, community education, etc. I feel it is important for the survival of the position that these issues be resolved. Respectfully submitted, Donald Brundage March 1981 - September 1984 cc: Ralph Lieber ✓Ken Rosland Mile Wolff Jim Cabalka (distribute appropriately)