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1989-10-04_BUDGET MEETING
M E M O R A N D U M To: Ken Rosland, City Manager From: Jim Knutson, Assistant Finance Director Subject: 1989 Council Budget Cuts Date October 4, 1988 The following is a summary of the budget cuts as adopted by the council at their October 3rd meeting. Cuts: 1. Mayor salary $600 2. Mayor & Council Continuing Education 1,600 3. Elections - Professional Services 6,000 4. Contingencies 10,000 5. Capital Plan - Lights 40,000 Total reductions 58,200 Addition: 1. Contingencies -.Senior Center Net reduction Final Budget: Original Budget Reductions Final Budget Percentage Increase 50,000 $8,200 $12,396,808 8,200 $12,388,608 4.8% .r 1 9 8 9 B U D G E T A S S U M P T I O N S - P R O P O S E D E X P E N D I T U R E S- ASSUMP BUDGETED %. PROPOSED 1988 DISTRIB INCRSE 1989 DISTRIB SALARIES 6,218,325 52.37% 4.00% 6,467,058 51.25% CONTRACTUAL SVCS. 1,587,793 13.37% 3.00% 1,635,427 12.96% COMMODITIES 628,179 5.29% 3.00% 647,024 5.13% CENTRAL SERVICES 2,488,020 20.95% 3.00% 2,562,661 .20.31% EQUIPMENT 952,489 8.02% 3.00% 981,064 7.78% NEW PROGRAMS 324.610 2.57% 11,874,806 100% 6.26% 12,617,843 100% % INCREASE BUDGET 6.26% SCENARIO USED 1 1 9 8 9 B U D G E T A S S U M P T I O N S - P R O P O S E D R E V E N U E S- ASSUMPTION REVENUES BUDGETED % PROPOSED 1988 DISTRIB. INCREASE 1989 DISTRIB TAXES 8,599,143 72.42% 9,197,648 72.89% LICENSES & PERMITS 565,200 4.76% 6.00% 599,112 4.75% FEES & CHARGES 1,843,666 15.53% 6.00% 1,954,286 15.49% INTERGOVERNMENTAL 866,797 7.30% .00% 866,797 6.87 11,874,806 100 %. 6.26% 12,617,843 100% ASSESSED VALUE 765,126,667 10.00% 841,639,334 LESS: FISCAL DISPARITIES(47,102,814) (49,457,955) INCREMENT VALUE (23,333,788) (32,000,000 TOTAL 694,690,065 760,181,379 1 9 8 9 B U D G E T A S S U M P T I O N S SCENARIO USED TOTAL REVENUES TOTAL EXPENDITURES $ INCREASE EXPENDITURE TAX DOLLARS NEEDED TAX DOLLAR INCREASE % INCREASE IN TAX $ 1988 MILL RATE -SUMMARY- 12,617,843 12,617,843 6.26% 9,172,648 BELOW - LEVY LIMIT 46,431 573,505 7.04% 12.34 1 9 8 9 B U D G E T A S S U M P T I O N S EFFECTS ON RESIDENTIAL HOMES APPROXIMATE 1988 CITY TAXES 1988 ESTIMATED 1988 MARKET VALUE TAXES $150,000 $339 $250,000 $672 $500,000 $1,504 COMMERCIAL $500,000 $2,652 ESTIMATED 1989 TAXES 1989 EST. 1989 MKT. VALUE TAXES $162,000 $359 $270,000 $721 $540,000 $1,625 COMMERCIAL $540,000 $2,879 TAX BUDGET $9,172,648 TAX CAPACITY 90,320,000 TAX CAPACITY RATE 10.2% DIFF 88 -89 $20 $49 $121 $227 1 9 8 9 B U D G E T A S S U M P T I O N S - P R O P O S E D N E W P R O G R A M S - NEW PROGRAMS -89 SCENARIO 1 SCENARIO 2 SCENARIO 3 ADJUSTMENTS 1 CENTENNIAL ADJUST. (25,000) (25,000) (25,000) 2 STORM DRAINAGE ADJ (79,700) (79,700) (79,700) 3 ELECTION ADJUST. (50,000) (50,000) (50,000) RECYCLING 4 OPTION 1 0 0 56,540 5 OPTION 2 0 162,242 0 6 OPTION 3 123,610 0 0 GENERAL 7 COMP WORTH PROGRAM 75,000 75,000 0 8 HOSPITALIZATION 50,000 50,000 0 9 CAPTL.PLN. CONTRIB 45,000 52,000 0 10 FINANCE -LOGIS INC. 6,000 6,000 0 11 CENT.SVC.- COMP EQ 2,500 2,500 0 12 SHARED LASER PRINT 2.500 2.500 0 PAGE 1 SUBTOTAL 149,910 195,542 (98,160) 1 9 8 9 B U D G E T A S S U M P T I O N S - P R O P O S E D N E W P R O G R A M S - PAGE - 2 SCENARIO 1 SCENARIO 2 SCENARIO 3 GENERAL CONTIFD 13 HUMAN RELATIONS -SH 4,000 4,000 0 14 PLANNING COMPUTER 0 2,000 0 15 MERIT PROGRAM 0 50,000 0 PUBLIC WORKS 16 ENGINEER EQIIIP. 15,000 15,000 0 INSPECTIONS 17 INSPECTIONS EQIIIP. 8,000 8,000 0 FIRE 18 COMPRESSOR 22,000 22,000 0 19 NEW 1/4 EMPLOYEE 4,000 10,000 0 20 PERA VOLUNTEERS 6,000 6,000 0 21 HAZMAT COMPUTER 3,000 3,000 0 22 OVERTIME INCREASE 25,000 50,000 0 PAGE 2 SUBTOTAL 83,000 114.000 0 PARKS 30 PARKS JANITOR 14,500 31 PARK PATROL 0 32 SENIOR CITIZENS ? TOTAL NEW PROGRAMS 324,610 14,500 24,000 ? 0 0 482,242 (98,160) 1 9 8 9 B U D G E T A S S U M P T I O N S - P R O P O S E D N E W P R O G R A M S- PAGE - 3 SCENARIO 1 SCENARIO 2 SCENARIO 3 POLICE 23 OVERTIME INCREASE 15,000 32,000 0 24 SERVICE CONTRACT 10,000 10,000 0 25 SEVERANCE INCRSE 10,000 20,000 0 26 CLERICAL 19,200 19,200 0 27 COMMUNICATIONS 15,000 15,000 0 28 UNIFORM ALLOWANCE 8,000 8,000 0 29 OFFICER 0 30,000 0 PARKS 30 PARKS JANITOR 14,500 31 PARK PATROL 0 32 SENIOR CITIZENS ? TOTAL NEW PROGRAMS 324,610 14,500 24,000 ? 0 0 482,242 (98,160) ZL 5 Du �6.Do JJA✓�' ;3 FX- - 10 �( L �i c r1° 13 .z a o kc� LNtL. -(3l�, 371111 d 74 I, . Ix P P I — V, et � O ID oa v CLi. �fz Win— — f U (cw S r' Rr f� it d-6 k �� Cp Acl- /lr� _pp Y I iAl- Co - �J Jn..,.L �-� `tea ! � — � • l�v� - �� `� O �'�'\ LIJ .... 1 ice, C ---7 7 �� 1 -- 7 PIC a -7 elk �J �_� 61.E i'�- �_ V 0 6 (C- � Gam.,/ �* -i/�✓� G � 0 f G �z 2 �4 14- izC leil 1-7 � n bu t t b G /7, r et-, I Y'` r" I oe` 114 le �y • ,N�bRPON`t�v • iBee ficck'l �� REPORT /RECOMMENDATION To: THE MAYOR AND Agenda Item # XII . A From: CITY COUNCIL KENNETH ROSLAND Consent ❑ CITY MANAGER Information Only ❑ Date: AUGUST 15, 1988 Mgr. Recommends ❑ To HRA Subject: 0 To Council 1989 BUDGET ASSUMPTIONS Action ❑Motion ❑ Resolution ❑ Ordinance Discussion Recommendation: X Info /Background: 1. Levy limits memorandum 2. News article on Council salaries 3. 1988 Budget Study 4. 1989 Revised.Budget Assumptions from August 1, 1988 Council Meeting 5. Proposed Salary Increase - 1989 M E M O R A N D U M TO: MAYOR AND CITY COUNCIL FROM: RENNETH.ROSLAND, CITY MANAGER SUBJECT: LEVY LIMITS DATE: AUGUST 15, 1988 During our budget assumptions presentation, the Council asked for an explanation of state imposed levy limits. Levy limits should not be confused with our mill rate or our growth in assessed valuation. The maximum tax dollars which the City can levy is based solely upon the amount of taxes which we actually levied in the preceding year. According.to the 1988 property tax law, we may increase our 1989 levy by four (4) percent from our 1988 actual levy. In addition, we may further increase our levy by the greater of a) the percentage increase in our number of households during the past year or b) the percentage increase in our population during the past year. Our increase in households exceeds our increase in population. According to the State, households numbers increased by about 3 112 percent last year. Therefore, our maximum 1989 levy may increase by about 7 1/2 percent from our 1988 actual levy. The 1988 property tax law further states that the 1990 maximum levy may increase by only 3 percent over the 1989 levy. Also, we are unsure of our population/household growth rate will continue at present levels. Because of these factors and the risk of further restrictions on levy limits, we believe that we should levy our State allowed maximum for 1989. When can cities change council members? Any city can by ordinance set salar- ies for its mayor and council members. (M.S. 415.11) However, a change in salaries may not take effect until after the next succeeding municipal election. This is the only method by which a statutory city may change the salaries of its mayor and council. Home rule charter cities, except for Minneapolis, St. Paul, and Duluth, may also change council salaries pursuant to this statute. Some charters also provide a proce- dure for changing council salaries. Pre- sumably, those cities can use either the statute or the charter procedure. Most statutory cities hold their elec- tions in even - numbered years; only about 10 percent of the statutory cities have adopted the odd -year election schedule. About one -third of the charter cities also hold their elections in November of even - numbered years. Thus for most cities, it will be impor- tant to review council salaries now so that they can make changes if neces- sary. If the council doesn't pass an ordinance changing council salaries before the November 8 election, the city won't have another opportunity to change salaries until after the 1990 election. To. change salaries, the council must pass the ordinance and publish it in the official newspaper before November 8. If the council passes the ordinance after that date, the salary changes could not take effect until after the 1990 election. The ordinance should specify the date on which the revised salaries take effect. The most common practice is for the new salaries to take effect on January 1, when the new terms of office begin. However, the statute allows the ordinance to take effect any time after the election, so a change could take effect as soon as November 9 if the ordinance so provides. There is no provision in the statutes for a referendum on council salaries in statutory cities. However, if a home 40 Im salaries for mayors andt rule charter provides for referendum meeting, or for each day's service. on ordinances, those referendum pro- Some cities use a combination of visions do apply to an ordinance chang - approaches; e.g., so much per month ing council salaries. (Gould v. City of plus an additional amount for any spe- Bloomington, 394 NW2d 149, [Minn. cial meetings. Note that unless the App. 1986].) ordinance provides otherwise, a lump . The only statutory limit on mayor sum salary would cover all duties and council salaries is in M.S. 43A.17, including special meetings. subd. 19, which sets an upper limit of For comparison purposes, LMC's 95 percent of the governor's salary, annual salary survey shows mayor and has little practical effect. Nor do the council salaries for Greater Minnesota statutes specify how council members cities. The Association of Metropolitan are to receive pay. Some cities estab- Municipalities collects salary data for fish a per -month or per -year lump sum, metro -area cities. These publications while others pay a certain amount per are available from the League. ■ Minnesota municipal bond sates May and June 1988 Date Maturity Municipality Amount Type Rating NIR• 5-24 16 Champlin 1,200,000 G.O. Water Aaa 7.39 (MBIA) 5 -26 16 County of 245,000 Watershed NR 7.49 Yellowstone Improvement 5 -26 16 Sleepy Eye 880,000 G.O. Storm Sewer Baa 1 7.25 5 -31 21 County of 1,865,000 G.O. Refunding Baa 7.78 Cottonwood 5-31 17 Stewartville 385,000 G.O. Bonds A 7.41 6 -7 19 Argyle 410,000 G.O. Refunding NR 7.83 6-7 19 Detroit Lakes 1,700,000 G.O. Library A 7.45 6 -13 17 Inver Grove 2,050,000 G.O. Bonds A 7.04 Heights 6 -13 19 Hallock 1,945,000 G.O. Bonds Baa 7.58 6 -13 24 Barnesville 800,000 G.O. Impr. Rfdg. NR 7.82 6 -14 18 State of , 200,000,000 G.O. Bonds Aa Minnesota 6 -14 16 Staples 1,195,000 G.O. Improvement NR 7.28 6 -20 16 White Bear Lake 535,000 G-.O. Bonds Baa 1 7.27 6 -20 16 White Bear Lake 800,000 G.O. Bonds Baa 1 7.27 6 -20 11 Hastings 655,000 G.O. Improvement A 6.66 6 -20 20 Mahnomen 1,600,000 G.O. Refunding Ba 7.82 6 -20 16 Goodview 990,000 G.O. Improvement A 7.17 6 -20 13 Albertville 210,000 G.O. Bonds NR 7.32 6 -20 13 Albertville 790,000 G.O. Bonds NR 7.23 6 -20 16 South St. Paul 1,525,000 G.O. Improvement A 7.10 6 -21 19 State of Minnesota 5,500,000 G.O. Taxable AA 7.54 Various Purpose 6 -21 17 County of Kittson 2,245,000 G.O. Refunding Baa 7.56 6 -21 17 Mendota Heights 2,525,000 G.O. Improvement A 1 6.95 6 -27 17 ISD #423, 4,585,000 G.O. Bonds A 7.28 Hutchinson 6 -27 16 Cold Spring 650,000 G.O. Bonds Baa 6.94 6 -27 16 Cold Spring 420,000 G.O. Bonds Baa 7.34 6 -28 9 Dodge Center 135,000 G.O. Improvement NR 6.94 O Minnesota Cities CITY OF EDINA 1989 LEVY LIMIT CALCULATION TOTAL PROPERTY TAX LEVY FOR PAYABLE 1988 $895699143 ADD 1988 LOCAL GOVERNMENT AID 5490697 LEVY LIMIT BASE FOR PAYABLE 1989 991189840 INFLATION ADJUSTMENT (STATE CALCULATED) 1.04 INFLATION ADJUSTED 1989 LEVY LIMIT BASE_ 994839594 ADJUSTMENT FOR GROWTH IN POPULATION OR 1.022 HOUSEHOLDS POPULATION /HOUSEHOLD ADJUSTED 1989 LEVY 996929233 LIMIT BASE SUBTRACT 1989 LOCAL GOVERNMENT AID 65 1• PAYABLE 1989 LEVY LIMIT 9 130 802 t 1988 BUDGET STUDY To: Mayor & Council Members Ken Rosland, City Manager From: Eric Anderson, MIS Coordinato4k. Subject: 1988 Budget Study Date: August 15,1988 The following is a comparison of selected services and salaries as per your request. Summary This study provides a comparison of Edina's operations with other Group V cities includ- ing: Bloomington, Brooklyn Park, Burnsville, Coon Rapids, Minnetonka, Plymouth, Rich- field, Roseville and St. Louis Park. The Group V cities selected were included due to similarity in demographics, population, employee types and size, and proximity to Edina. There are three parts to the analysis: a. to compare Edina's 1988 budgeted dollar amounts for a few selected general fund services; b. to compare Edina's 1988 budgeted payroll amounts for the same services; and c. to compare Edina's 1988 comparable worth adjust- ments with other cities. The first two parts to the analysis were done on a per capita basis. Services selected were based on the similarity to Edina's operations (a service matrix of other services provided is included in the appendix). Data is presented graphically for ease of analysis. Numerical data is available upon request. Results L Per Capita Analysis The results of the per capita budget/payroll analysis suggest that Edina ranks in the middle of the selected cities for budgeted dollars and payroll dollars. • Assessing Department (three of the selected Cities contract these responsiblities to the County) • Administration which includes Manager's Office, Personnel Department, Clerk's Office and Elections. Edina also includes the HRA Director under Administration where other cities include this director under the Planning Department or another funding source. ' 1988 Budget Study Page - 2 • Fire Department (includes Paramedic Service where applicable) • Police Department (includes Police Services, Animal Control and Civilian Defense) • City Council/Ugislative (large variation due to differing Council sizes) • Engineering (includes Public Works Administration, Engineering and the City En- gineer) Two cities have differing organizational structures for Public Works and Parks which results in lower budget amounts for this area. • Street Maintenance (includes typical maintenance programs such as street renova- tion, snow and ice removal, and normal maintenance) • Park & Recreation (includes park administration, recreation programs, park main- tenance and forestry) Two cities have differing organizational structures for Public Works and Parks which results in lower budget amounts for this area. Charts I and II under the Per Capita analysis in the appendix provide a summary of how Edina ranks in budget and payroll dollars for these selected areas. An average rank is also provided. For both areas, Edina's average rank is 5.8 on a 10 point scale. Each service is also graphed separately showing the differences among the cities( see per capita appendix). Density would also appear to be factor for land intensive services and deserves to be men- tioned as another method of comparison among the cities. Density is defined as the num- ber of people per square mile ( see ranking and graphs of these statistics in the basic service appendix). It would appear that the more dense the city, the more costly it is to provide ser- vices such as police and fire. A service comparison would be difficult to provide unless more cities were included in the analysis. A note should be made, however, that Edina ranks third among the selected cities in terms of density. H. Salary Analysis -1988 Comparable Worth Effects The salary analysis is a continuation of the data Ceil Smith provided in 1987. This study took the 1988 dollars and graphically portrayed them according to the four functional per- sonnel areas: General/Technical personnel, Technical Management personnel, Public Safety personnel, and Executive Management personnel. The four graphs located in the salary appendix show for selected positions how Edina's salaries compare to other Group V Cities in the study. They show four things: 1. the highest maximum salary for each position among the cities;. 2. the lowest maximum salary for each position among the cities; 3. Edina's 1987 maximum salary for each position; and 4. Edina's 1988 maximum salary for each position. For the majority of the selected positions, Edina ranks in the middle of the Group V cities which is consistent with the Council's directive. Salary data is also provided in the salary appendix. ,k il APPENDIX BASIC STATISTICS t RANK OF BASIC STATISTICS z � o a w a Q z o a w a � A EDINA 3 7 3 BLOOMINGTON 1 2 5 BROOKLYN PARK 2 5 6 BURNSVILLE 4 4 8 COON RAPIDS 7 6 7 MINNETONKA 8 3 9 PLYMOUTH 5 1 10 RICHFIELD 9 10 1 ROSEVILLE 10 8 4 ST. LOUIS PARK 6 9 2 DENSITY = POPULATION / SQUARE MILES BASIC STATISTICS POPULATION CITIES BLOOMINGTON BROOKLYN PARK EDINA BURNSVILLE PLYMOUTH -ST. LOUIS PARK COON RAPIDS MINNETONKA RICHFIELD ROSEVILLE u 1u0uu 40000 60000 .80000 100000 POPULATION (ESTIMATE) y . CITIES PLYMOUTH BLOOMINGTON MINNETONKA BURNSVILLE BROOKLYN PARK COON RAPIDS EDINA ROSEVILLE ST.LOUIS PARK RICHFIELD BASIC STATISTICS SQUARE MILES = 16 .13.75 10.7 7.5 23 N 39.5 ' 28 127 26 42 0 5 10 15 20 25 30 35 40 45 50 SQUARE MILES i Persons Per Square Mile 6000 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 Basic Statistics Density by City A B C D E F G H I J City City A. Richfield B. St. Louis Park C. Edina D. Roseville E. Bloomington F. Brooklyn Park G. Coon Rapids H. Burnsville I. Minnetonka J. Plymouth SERVICE MATRIX w CITY SERVICES a x � w C7 U a a: O a Z w y z x a a 0 z Q pG A 3 H � w w z z w w 0 x d F x z z W v a EDINA BLOOMINGTON BROOKLYN PK. * * BURNSVILLE COON RAPIDS * * * MINNETONKA * PLYMOUTH RICHFIELD ROSEVILLE ST.LOUIS PARK * * PER CAPITA ANALYSIS �a Chart I RANK BY PER CAPITA BUDGET A z z z O H a F A Q W U w x w O w a z a w w U W z z O z U W W U z w z H W w x H CA Z O W U w a CL CL z� d a w EDINA 6 4 3 4 7 9 5. 3 7 5.8 (6) BLOOMINGTON 1 1 5 6 3 1 3 5 8 3.7 (1) BROOKLYN PARK 8 7 9 10 6 2 1 4 9 6.2 (7) BURNSVILLE 2 * 1 1 4 8 7 10 2. COON RAPIDS 7 8 4 5 9 3 10 9- 10 7.2 (8) MINNETONKA 4 3 7 7 5 5 2 -1 1 3.8 (2) PLYMOUTH 9 5. 10 8 8 10 9 2 5 7.3 (9) RICHFIELD 3 * 2 3 1 6 8 6 3 4.2 (3) ROSEVILLE 10 * 8 9 10 7 6 7. 4' 7.5 (10) ST. LOUIS PARK 5 2 1 6 2 2 4 4 8 6 NUM: 1 - HIGHEST' BUDGET110 - LOWEST BUDGET • - NO ASSESSING DEPARTMENT CHART II PAYROLL BUDGET RANK BY FUNCTION NOTE: 1 - HIGHEST BUDGET /10 - LOWEST BUDGET • - NO ASSESSING DEPARTMENT x w w u z o z o z z z U z z vii qq a z 0 z z yWa� Q. w a 0 F cn a NOTE: 1 - HIGHEST BUDGET /10 - LOWEST BUDGET • - NO ASSESSING DEPARTMENT x w CITIES BLOOMINGTON BURNSVILLE RICHFIELD MINNETONKA ST. LOUIS PARK EDINA COON RAPIDS BROOKLYN PARK PLYMOUTH ROSEVILLE GENERAL FUND $ PER CAPITA FOR GROUP V CITIES - 340.43 _ 331.82 .285.23 §281.99 1 270.58 260.85 260.10 N 229.92 218.49 198.42 0 50 100 150 200 250 300 350 400 $ PER CAPITA CITIES BLOOMINGTON ST.LOUIS PARK MINNETONKA EDINA PLYMOUTH BROOKLYN PARK COON RAPIDS ROSEVILLE * RICHFIELD * BURNSVILLE * ASSESSING BUDGET PER CAPITA FOR GROUP V CITIES 2.31 4.34 N 6.28 15.95 5.64 18.36 8.02 0 1 2 3 4 5 6 7 8 9 10 $ PER CAPITA * - COUNTY HANDLES ASSESSING RESPONSIBILITIES CITIES BLOOMINGTON ST. LOUIS PARK MINNETONKA EDINA PLYMOUTH BROOKLYN PARK COON RAPIDS RICHFIELD * ROSEVILLE * BURNSVILLE * ASSESSING PAYROLL $ PER CAPITA FOR GROUP V CITIES 2.11 3.73 3.59 ■ 5.28 4.56 E 7.18 6.66 0 1 2 3 4 5 6 7 8 9 10 $ PER CAPITA + - COUNTY HANDLES ASSESSING RESPONSIBILITIES CITIES BURNSVILLE RICHFIELD EDINA * COON RAPIDS BLOOMINGTON ST. LOUIS PARK MINNETONKA ROSEVILLE BROOKLYN PARK PLYMOUTH ADMINISTRATION BUDGET $ PER CAPITA FOR GROUP V CITIES 17.15 6.95 6.67 = 13.73 . 12.73 112.34 112.17 11.15 N 18.44 16.76 0 2 4 6 8 10 12 14 16 18 20 22 $ PER CAPITA * - INCLUDES HRA SERVICES (OTHERS BUDGET SEPARATELY) ADMINISTRATION INCLUDES: MANAGER'S OFFICE PERSONNEL CLERK'S OFFICE ELECTIONS CITIES RICHFIELD BURNSVILLE ST.LOUIS PARK EDINA * MINNETONKA COON RAPIDS ROSEVILLE BROOKLYN PARK PLYMOUTH BLOOMINGTON ADMINISTRATION PAYROLL $ PER CAPITA FOR GROUP V CITIES 8.61 7.91 - 7.88 -7.17 06.32 5.33 4.29 3.31 = 12.47 10.97 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 $ PER CAPITA * - INCLUDES HRA SERVICES (OTHERS BUDGET SEPARATELY) ADMINISTRATION INCLUDES: MANAGER'S OFFICE PERSONNEL CLERK'S OFFICE ELECTIONS CITIES BURNSVILLE * ST.LOUIS PARK RICHFIELD EDINA * COON RAPIDS BLOOMINGTON MINNETONKA PLYMOUTH ROSEVILLE BROOKLYN PARK FIRE BUDGET $ PER CAPITA FOR GROUP V CITIES N 16.58 13.92 12.90 7.34 26.28 32.07 44.531 42.06 .42.04 39.22 0 5 10 15 20 25 30 35 40 45 50 $ PER CAPITA * - INCLUDES PARAMEDIC SERVICE CITIES ST. LOUIS PARK BURNSVILLE * RICHFIELD EDINA * COON RAPIDS BLOOMINGTON MINNETONKA ROSEVILLE PLYMOUTH BROOKLYN PARK FIRE PAYROLL $ PER CAPITA FOR GROUP V CITIES 21.74 10.15 M6.86 15.58 3.43 .31.04 28.59 X39.16 138.62 36.90 0 5 10 15 20 25 30 35 40 45 $ PER CAPITA * - INCLUDES PARAMEDIC SERVICE CITIES RICHFIELD ST.LOUIS PARK BLOOMINGTON BURNSVILLE MINNETONKA BROOKLYN PARK EDINA PLYMOUTH COON RAPIDS ROSEVILLE POLICE BUDGET $ PER CAPITA FOR GROUP V CITIES 90.13 88.37 82.02 ._ 78.16 77.64 - 68.02 .65.68 .61.92 160.8 55.94 0 10 20 30 40 50 60 70 80 90 100 $ PER CAPITA CITIES ST.LOUIS PARK RICHFIELD BLOOMINGTON BURNSVILLE MINNETONKA COON RAPIDS BROOKLYN PARK EDINA ROSEVILLE PLYMOUTH POLICE PAYROLL $ PER CAPITA FOR GROUP V CITIES 0 10 20 30 40 50 60 70 80 90 100 $ PER CAPITA POLICE INCLUDES: POLICE SERVICES ANIMAL CONTROL CIVILIAN DEFENSE COUNCIL BUDGET $ PER CAPITA FOR GROUP V CITIES CITIES BLOOMINGTON BROOKLYN PARK COON RAPIDS ST. LOUIS PARK MINNETONKA RICHFIELD ROSEVILLE BURNSVILLE EDINA PLYMOUTH 0 1 2 3 4 5 $ PER CAPITA COON RAPIDS BLOOMINGTON ST. LOUIS PARK BROOKLYN .PARK MINNETONKA RICHFIELD ROSEVILLE PLYMOUTH BURNSVILLE EDINA CITIES BROOKLYN PARK MINNETONKA BLOOMINGTON ST. LOUIS PARK EDINA ROSEVILLE BURNSVILLE RICHFIELD * PLYMOUTH COON RAPIDS ENGINEERING BUDGET $ PER CAPITA FOR GROUP V CITIES 6.02 05.94 5.92 4.53 - 14.53 - 13.39 - 12.87 1 10.51 9.56 0 5 10 15 20 25 30 $ PER CAPITA * - DIFFERENT ORGANIZATIONAL STRUCTURE ENGINEERING INCLUDES: PUBLIC WORKS ADMINISTRATION ENGINEERING CITIES BROOKLYN PARK MINNETONKA BLOOMINGTON ST. LOUIS PARK ROSEVILLE EDINA BURNSVILLE COON RAPIDS * RICHFIELD * PLYMOUTH ENGINEERING PAYROLL $ PER CAPITA FOR GROUP V CITIES - 5.29 3.83 3.71 3.54 N 9.05 8.09 - 14.48 ■ 12.60 1 11.45 10.94 0 4 8 12 16 20 $ PER CAPITA * - DIFFERENT ORGANIZATIONAL STRUCTURE ENGINEERING INCLUDES: PUBLIC WORKS ADMINISTRATION ENGINEERING CITIES MINNETONKA PLYMOUTH - EDINA BROOKLYN PARK BLOOMINGTON RICHFIELD ROSEVILLE ST. LOUIS PARK COON RAPIDS BURNSVILLE + STREET MAINTENANCE $ PER CAPITA FOR GROUP V CITIES 0 10 20 30 , 40 PER CAPITA * DIFFERENT ORGANIZATIONAL STRUCTURE + EQUIPMENT MAINTENANCE NOT INCLUDED STREET MAINTENANCE INCLUDES: STREET RENOVATION " SNOW & ICE REMOVAL STREET SWEEPING EQUIPMENT REPLACEMENT GENERAL MAINTENANCE STREET MAINTENANCE PAYROLL $ PER CAPITA FOR GROUP V CITIES CITIES MINNETONKA EDINA BLOOMINGTON BROOKLYN PARK ROSEVILLE ST.LOUIS PARK COON RAPIDS PLYMOUTH RICHFIELD BURNSVILLE 0 4 8 12 16 20 $ PER CAPITA * — Different Organizational Structure Street Maintenance 'in,- cludes: Street Renovation Snow & Ice Removal Street Sweeping General Maintenance Equipment Replacement CITIES MINNETONKA BURNSVILLE RICHFIELD ROSEVILLE PLYMOUTH ST.LOUIS PARK EDINA BLOOMINGTON BROOKLYN PARK COON RAPIDS PARK & REC BUDGET $ PER CAPITA FOR GROUP V CITIES 47.36 45.33 _ 40.76 _ 38.82 38.53 - 36.59 .33.28 .33.25 ,32.67 29.94 0 5 10 15 20 25 30 35 40 45 50 55 $ PER CAPITA * - DIFFERENT ORGANIZATIONAL STRUCTURE PARK & RECREATION INCLUDES: PARK ADMINISTRATION RECREATION PROGRAMS PARK MAINTENANCE (ONLY GENERAL FUND PROGRAMS) CITIES RICHFIELD ROSEVILLE BROOKLYN PARK MINNETONKA BLOOMINGTON BURNSVILLE ST. LOUIS PARK EDINA PLYMOUTH COON RAPIDS PARK & REC PAYROLL $ PER CAPITA FOR GROUP V CITIES - 26.35 ■ 23.68 22.00 20.08 19.83 . 19.62 118.33 17.59 16.34 37.08 0 5 10 15 20 25 30 35 40 $ PER CAPITA * - DIFFERENT ORGANIZATIONAL STRUCTURE PARK & RECREATION INCLUDES: PARK ADMINISTRATION RECREATION PROGRAMS PARK MAINTENANCE (ONLY GENERAL FUND PROGRAMS) GENERAL /TECHNICAL PERSONNEL GROUP V CITIES SALARIES BY JOB TYPE DOLLARS r 30000 25000 — 20000 • • 15000 -- 10000 - 5000 — 0 '--L — 1. 1 2 J I - 3 4 5 JOB TYPES . ,- #. i,%a. HIGHEST CITY i I �-- EDINA 1988 COMP. WORTH ADJUSTMENTS a LOWEST CITY 6 7 —A EDINA 1987 Job types 1. PBX Operator 2. Clerk /Typist 3. Accounting Clerk 4. Custodian 5. Sr. Clerk /Typist 6. Sr. Accounting Clerk 7. Secretary TECHNICAL MANAGEMENT GROUP V CITIES MAXIMUM SALARIES BY JOB TYPE DOLLARS 55000 50000 45000 40000 35000 30000 25000 20000 15000 10000 5000 0 1 2 3 4 JOB TYPES 5 6 7 HIGHEST CITY $ EDINA 1988 COMP. WORTH ADJUSTMENT i , 7 LOWEST CITY --A-- EDINA 1987 Job Type 1. Engineering Aide III 2. Engineering Aide IV 3. Planner 4. Recreation Supervisor 5. A.ppraisor 6. Inspector 7. Foreman POLICE /FIRE PERSONNEL GROUP V CITIES MAXIMUM SALARIES BY JOB TYPE DOLLARS 80000 70000 60000 50000 40000 30000 20000 10000 r� 1 2 3 4 5 JOB TYPES 6 7 8 HIGHEST CITY --41- EDINA 1988 COMP. WORTH ADJUSTMENT LOWEST CITY --A- EDINA 1987 Job Types 1. Dispatcher 2. Firefighter 3. Police Officer 4. Police Sergeant 5. Police Lieutenant 6. Police Captain 7. Fire Chief 8. Police Chief EXECUTIVE MANAGEMENT GROUP V CITIES M_4XIMUM SALARIES BY JOB TYPE DOLLARS 85000 80000 75000 70000 65000 60000 55000 50000 45000 40000 35000 30000 25000 20000 z 1 2 3 4 5 6 JOB TYPES j �. 7 8 9 HIGHEST CITY ---0- ED I NA 1988 COMP. WORTH ADJUSTMENT • LOWEST CITY -A EDINA 1987 Job Type 1. Chief Inspector 2. Liquor Store Manager 3. Assistant Finance Director 4. City Clerk 5. Assessor 6. Assistant City Manager 7. Senior Planner 8. Finance Director 9. City Manager 10- Aug -88 GENERAL /TECHNICAL SALARIES BY GROUP V CITIES - 1988 GROUP V PBX, CLERK/ ACCOUNTING SR. CLERK SR.AOOOUNT CITIES, -------------------------------------------------------------------------------------------------------------------------------- OPERATOR RANK TYPIST RANK CLERK, RANK CUSTODIAN RANK TYPIST RANK CLERK RANK SECRETARY RANK BLOOMINGTON 17,820 8 20,712 3 19,320 9 21,252 9 BROOKLYN PARK 18,612 5 20,532 4 22,212 4 22,261 7 23,100 7 BURNSVILLE 18,588 6 20,676 4 19,524 8 23,856 5 23,856 6 COON RAPIDS 20,628 2 20,628 3 26,395 1 27,624 1 29,280 1 31,032 1 MINNETONKA 16,332 9 17,021 6 18,456 10 18,456 8 20,904 10 RICHFIELD 19,656 3 19,488. 5 21,694 4 21,696 5 23,940 4 27,876 3 ROSEVILLE 18,720 4 '24,648 3 21,084 6 22,380 6 22,836 8 ST.LOUIS PARK 18,216 7 20,400 5 21,403 5 20,400 7 25,824 2 24,336 5 PLYMOUTH 23,088. 1 23,088 1, 23,088 1 25,536 2 28,260 -2 EDINA 19,656 3 20,628 2 22,752 2 24,960 2 24,960 3 24,960 3 24,960 4 MEAN SALARY 19,132 21,055 21,343 22,687 22,081 23,870 24,841 RANK 3/10 2/5 2/5 2/6 3/10 3/8 4/10 r 10- Aug -88 TECHNICAL MANAGEMENT SALARIES BY GROUP V CITIES - 1988 GROUP V ENGINEER ENGINEER J RECREATION CITIES ----------------------------------------------------------------------------------------------------------------------------- AIDE III RANK AID IV RANK PLANNER RANK SUPERVISOR RANK APPRAISOR RANK INSPECTOR RANK FOREMAN RANK BLOOMINGTON 26,712 8 32,280 9 42,000 1 34,680 3 35,004 6 42,000 2 BROOKLYN PARK 29,256 5 38,412 4 34,920 7 41,556 4 BURNSVILLE 29,508 4 36,576 4 36.,876 7 35,040 5 36,876 7 COON RAPIDS 39,180 2 41,532 1 44,028 1 44,028 1 49,476 1 MINNETONKA 26,772 7 33,396 7 29,532 6 33,504 9 31,800 5 31,800 10 35,448 8 RICHFIELD 35,172 6 30,768 4 37,812 6 33,804 9 35,176 9 ROSEVILLE 31,356 2 38,604 .3 33,600 8 35,304 4 ST.LOUIS PARK 28,968 6 36,960 3 30,024 5 39,420 3 32,568 4 36,960 2 41,964 3 PLYMOUTH 34,644 1 35,964 5 34,664 3 39,936 2 34,644 8 39,936 5 EDINA - 29,640 3 40,248 1 38,376 2 38,376 5 40,248 2 36,048 3 38,376 6 MEAN SALARY 29,607 36,487 34,149 37,771 36,665 35,755 40,090 RANK 3/8 1 /9e 2/6 5/9 2/5 3/10 6/9 J 10- Aug -88 PUBLIC SAFETY SALARIES BY GROUP V CITIES - 1988 GROUP V POLICE POLICE POLICE POLICE POLICE POLICE CITIES ------------------------------------------------------------------------------------------------------------------------------------------- FIREFIGHTER RANK FIRE CHIEF RANK DISPATCH RANK OFFICER RANK SERGEANT RANK LIEUTENANT RANK CAPTAIN RANK CHIEF RANK BLOOMINGTON 21,640 5 36,228 1 38,736 7 42,540 5 45,924 6 75,600 1 BROOKLYN PARK 53,700 5 33,034 5 38,052 8 60,400 5 BURNSVILLE 32,616 5 56,100 4 27,504 1 32,256 7 39,792 6 47,016 1 58,100 8 COON RAPIDS 33,600 2 59,000 2 31,728 10 37,044 9 49,476 3 58,900 7 MINNETONKA 48,500 6 19,894 6 32,760 6 40,008 5 45,360 7 57,900 9 ..RICHFIELD 35,424 1 48,300 7 23,940 4 31,968 8 41,760. 3 44,544 4 47,736 5 61,700 4 ROSEVILLE 31,956 9 36,132 10 52,800 2 57,500 10 ST.LOUIS PARK 33,432 3 56,500 3 24,336 3 33,516 3 41,964 2 45,744 3 64,500 1 64,500 3 PLYMOUTH 45,500 8 35,760 2 41,160 4 39,936 6 59,000 6 EDINA 33,093 4 64,900 1 25,680 2 33,492 4 43,188 1 46,176 2 49,344 4 64,900 2 MEAN SALARY 33,633 54,063 23,832 33,270 39,784 44,326 50,734 61,850 RANK 4/5 1/8 2/6 4/10 1 /10 2/6 4/7 2/10 EXECUTIVE MANAGEMENT SALARIES BY GROUP V CITIES - 1988 ' GROUP V CHIEF LIQ. STORE ASST.FINANCE CITY ASST.CITY SENIOR FINANCE CITY CITIES ------------------------------------------------------------------------------------------------------------------------------------------------------- INSPECTOR RANK MANAGER RANK DIRECTOR RANK CLERK RANK ASSESSOR RANK MANAGER RANK PLANNER RANK DIRECTOR RANK MANAGER - BLOOMINGTON 54,600 1 55,200 2 55,200 1 55,200 5 55,200 6 75,600 1 77,500 3 BROOKLYN PARK 41,600 6 46,764 3 30,936 8 48,800 4 48,636 4 48,636 9 68,000 2 70,500 6 BURNSVILLE 42,900 3 44,508 3 56,160 4 58,000 7 64,400 9 COON RAPIDS 46,700 2 49,476 2 55,572. 1 52,400 2 62,448 1 55,572 5 66,200 3 - 60,000 10 MINNETONKA 39,700 8 38,292 8 45,100 7 43,464 9 50,208 7 53,600, 9 69,600 7 RICHFIELD 42,700 4 54,600 1 37,812 6 62,160 2 61,656 2 48,300 10 67,400 8 ROSEVILLE 40,800 7 40,800 6 52,800 7 57,500 8 80,300 1 ST.LOUIS PARK 42,000 5 45,732 4 41,964 4 45,700 5 56,496 4 64,512 1 64,500 5 79,400 2 PLYMOUTH 39,900 9 52,260 2 39,936 7 39,936 5 45,500 6 53,004 6 58,980 3 59,000 6 75,700 4 EDINA 49,900 1 49,900 3 41,496 5 36,456 7 49,900 3 58,404 3 49,920 8 64,900 4 75,400 5 MEAN SALARY 42,911 52,253 44,637 42,798 48,943 54,735 55,649 61,560 72,020 RANK 1/9 1/3 5/8 718 3/7 3/9 8/9 4/10 5/10 REVISED BUDGET ASSUMPTIONS AUGUST 15, 1988 1.9 8 9 B U D G,E T ASSUMPTIONS, - P.R O P O S E D E X P E N D I T U R E S- ASSUMP ACTUAL BUDGETED % PROPOSED 1987 1988 INCRSE 1989 SALARIES 5,722,980 6,218,325 4.00% ..6,467,058 CONTRACTUAL SVCS. 1,6560,195 1,587,793 3.00$ 1,6359,427, COMMODITIES 537,129 628,179 3.00% 647,024 CENTRAL SERVICES 2,469,919 2,488,020 3.00% 2,562,661 EQUIPMENT 871,805- 952,489 3.00% 981,064 NEW PROGRAMS. 324.610 11,258,028 11,874,806 6.26% 12,617,843 % INCREASE BUDGET 89 SCENARIO USED 1 1 9 8 9 B U D G E T A S S U M:P T 1:0 N S — P R O P O S E D R.E V E N U E S— ASSUMPTION REVENUES ACTUAL BUDGETED $ PROPOSED 1987 1988 INCREASE: 1989 TAXES 7,988,324 8,599,143 9,197,648 LICENSES- & PERMITS 710,282 565,200 6.'00$ 599,112. FEES & CHARGES 1,940,998 1,843,666 6.00$ 1,954,286 INTERGOVERNMENTAL 1,111.040 866.797 .00% 866.797 11,750,644 11,874,806 6.26% 12,617,843 ASSESSED VALUE 722.,.232,808 765,126,667 841,639,334 LESS: FISCAL DISPARITIES(42,201,490) (47,102,814) (49,457,955) INCREMENT VALUE (16,529,645 ) (23.333.788) (32,000,000) TOTAL 663,501,673 694,690,065 760,181,379 aw 1 9 8 9 B U D G E T A S S U M P T I O N S - E X.P E N D I T U R E D I S T R I B U T I O N- ACTUAL BUDGETED PROPOSED 1987 1988 1989 SALARIES 50.83% 52.37% 51.25% CONTRACTUAL SVCS. 14.71% 13.37% 12.96% COMMODITIES 4.77% 5.29% 5.13% CENTRAL SERVICES 21.94% 20.95% 20.31% EQUIPMENT 7.74% 8.02% 7.78% NEW PROGRAMS 2.57% 100.00% 100.00% 100.00% 1 9 8 9 B U D G E T A S S U M P T I O N S -.R E V N U E D I S T R I B U T I O N- REVENUES' ACTUAL BUDGETED PROPOSED 1987 1988 1989 TAXES 67.98$ 72.42$ 72.89$ LICENSES & PERMITS 6.04% 4.76$ 4.75$ FEES & CHARGES 16.52$ 15.53% 15.49% INTERGOVT AID 9.46% 7.30% 6.87$ 100.00$, 100.00% 100.00$ 1 9 8 9 B U D G E T A S S U M P T I O N S - S U.M MARY - ACTUAL BUDGET BUDGET 1987 1988 3.989. TOTAL REVENUES 11,750,644 11,874,806 12,617,843 TOTAL EXPENDITURES 11,258,028 11,874,806 12,617,843 TAX DOLLARS 7,966,499 8,569,143 9,172,648 TAX DOLLAR INCRSE 484,967 602,644 573;505 $ INCREASE TAX $ 6.50% 7.56% 7.04% BELOW LEVY LIMIT. 46,431 MILL RATE 11.99 12.34 Ll 1 9 8 9 B U D G E T A S S U M P T I O N:S EFFECTS ON RESIDENTIAL HOMES APPROXIMATE 1987 CITY TAXES APPROXIMATE 1988 CITY TAXES 1987 ESTIMATED 1987- 1988 DIFFERENCE_ MARKET VALUE TAXES TAXES 87 -88 $144,000 $324 $150,000 $339 $14 $240,000 $646 $250,000 $672 $25 $480,000 $1,452 $500,000 $1,504 $52 COMMERCIAL COMMERCIAL $480,000 $2,474 $500,000 $2,652 $178: ESTIMATED. 1989 TAXES 1989 EST. 1989 DIFFERENCE MKT. VALUE TAXES 88 -89 $162,000 $359 $20 TAX BUDGET $9,172,648 $270,000 $721 $49 TAX CAPACITY 90,320,000 $540,000 $1,625 $121 TAX CAP. RAT 10.2% COMMERCIAL $540,000 $2,879 $227 1 9 8 9 B U D G E T A S S U M P T I O N S - PR` O P O S E D N E W P R O - G R A M S - NEW PROGRAMS -89 SCENARIO 1 SCENARIO 2 SCENARIO 3, ADJUSTMENTS 1 CENTENNIAL ADJUST. (25;000) (25,000) (25,000) 2 STORM - DRAINAGE ADJ (79,700) (79,700) (79,700) 3 ELECTION ADJUST. (50,000) (50,000) (50,000) RECYCLING 4 OPTION 1 0 0 56,540 5 OPTION 2 0 162,242 .6 OPTION 3 123,610 0 .0 0 GENERAL 7 COMP WORTH PROGRAM 75,.000 75,000 0 8'HOSPITALIZATION 50,000 50,000 0 9 CAPTL.PLN. CONTRIB 45,000 52,000 0 10 FINANCE -LOGIS INC. 6,000 6,000 0 11 CENT.SVC.- COMP EQ 2,500 2,500 0 12 SHARED LASER PRINT 2.500 2.500 0 PAGE 1 SUBTOTAL 149.910 195.542 (98,160) 119 8 B U D G E T A S S U M P T I O N S -.P R 0 P -0 S E D N E W P R O G R A M S- PAGE - 2 SCENARIO 1 SCENARIO SCENARIO 3 -2' GENERAL CONT'D' 13 HUMAN RELATIONS -SH. 4,000 4,000 0 14 PLANNING COMPUTER 0 2,000 0 15 MERIT PROGRAM 0 50,000 0 PUBLIC WORKS 16 ENGINEER EQUIP. 15,000 15,000 0 INSPECTIONS - 17 INSPECTIONS.EQUIP. 8,000 8,000 0 FIRE 18 COMPRESSOR 22,000 22,000 0 19 NEW 1 /4.EMPLOYEE 4,000 10,000 0 20 PERA. VOLUNTEERS 6,000 6,000 0 21 HAZMAT COMPUTER 3,000 3,000 0 22 OVERTIME - INCREASE 25,000 50.000 0 PAGE 2 SUBTOTAL 83,000 114.000 0 m 1 9 -8 9 B U D G E T A S S U M P T I O N S ` = 'PRO.P0S ED NEW PROGRAMS- PAGE - 3 SCENARIO 1 SCENARIO 2 SCENARIO 3 POLICE 23 OVERTIME INCREASE 15,000 32,000 0 24 SERVICE-CONTRACT. 10,000 10,000 0 25 SEVERANCE INCRSE- 10,000 20,000 0 26 CLERICAL . 19,200 19,200 0 27 COMMUNICATIONS 15,000 15,000 0 28 UNIFORM ALLOWANCE. 8,000 8,000 0 29 OFFICER 0 30,000 0 PARKS 30 PARKS JANITOR 14,500 14,500 0 31 PARR PATROL 0 24,000 0 32 SENIOR CITIZENS ? 7 TOTAL NEW PROGRAMS 324,610 482,242 (98,160) TO: KEN ROSLAND CITY MANAGER FROM: CEIL SMITH ASSISTANT TO THE CITY MANAGER SUBJECT: PROPOSED SALARY INCREASE - 1989 DATE: AUGUST 15, 1988 At the last City Council Meeting on August 1, 1988, the Council requested the following information regarding salary adjustments in the Cities to which we usually compare ourselves. I have also included an article from the Bureau of National Affairs that discusses salary adjustments in the private sector on a national basis. Additionally, I have provided some information about the consumer price index. 0 SALARY ADJUSTMENT FOR METRO'AREA 1988 1989 PROPOSED BLOOMINGTON 3.3 4.0 BROOKLYN CENTER 4.0 4.0 EDINA 4.0 4.0 COON RAPIDS 3.0 4.0 ST. LOUIS PARK 4.0 3.0 MINNETONKA 3.5 3.5 BURNSVILLE 3.9 4.0 PLYMOUTH 3.3 3.5 RICHFIELD 4.0 4.0 ROSEVILLE 3.5 4.0 1988 Overall metro survey salary, adjustments up 4.1 %. Suburbs over 10,000 which included Edina up 4.•1% 1988 CPI Nationwide 4/87 - 4/88, 3.7 %. Minneapolis - St. Paul 1/87 - 1/88,,4.5% CPI for Minneapolis /St Paul 1/88 - 7/1/88 will be available August 23, 1988. c �Q Vol. 3, No. 13 Health Care Highlights Fewer than two-thirds of employees in small, rural firms are covered by employer - provided health insurance plans, compared with over 80 percent of workers nationwide and 95 percent in medium and large firms, according to a survey by the National Rural Electric Cooperative Association. The survey covers 822 firms with 60 or fewer workers in seven states: Colora- do, Georgia, Kansas, Kentucky, Mis- sissippi, Oklahoma, and Tennessee. Nationally, the survey shows, about 66 percent of the non - elderly employed population receives health insurance coverage through a company -spon- sored plan. By comparison, only two of the surveyed states, Colorado and Kansas, have employer - provided cover- age rates that meet or exceed the na- tional rate. Companies with fewer than 10 employees account for 88 per- cent of the firms without coverage and 46 percent of the non - covered workers. Firms with fewer than five workers have the lowest rates of employee cov- erage — 36 percent vs. 59 percent in companies with five to nine employees. The survey also notes that over half (57 percent) of covered employees in small, rural firms pay all or part of the premiums for their coverage, com- pared with 43 percent of covered work- ers nationwide. (NRECA, 1800 Mass. Ave. N.W., Washington, D.C.) ass In protest of mandated health care legislation (S 1265/HR 2508), small business owners hand over 13,000 peti- tions to Sen. Orrin Hatch (R- Utah). Noting that small employers are con- cerned about survival, Hatch says a better approach would be to find ways to raise the money needed for health care directly, such as expanding exist- ing federal programs. He also proposes using additional funds for job training, so that uninsured workers can get bet- ter paying jobs and afford coverage. '88 Pay Predictions: Salaried Workers Wage Increases Pay increases for salaried employees are projected to average 5 percent in both 1988 and 1989, according to the Conference Board's annual private - sector salary survey. The survey covers 1,830 firms in the manufacturing, util- ities, insurance, commercial banking, and trade sectors. In 1988, exempt workers' median pay increases are expected to range from 4.5 percent in the utilities indus- try to 5.8 percent in the insurance industry, the survey shows. Projected salary hikes for exempt workers in other surveyed industries include 4.8 percent in manufacturing, and 5 per- cent in both commercial banking and trade. Averaging 4.8 percent, non - exempt workers' overall pay increases in 1988 are expected to be less than those for exempt (5 percent) and executive em- Oloyees (5.4 percent), the Conference June 27, 1988 Board notes. By industry, projected increases for non - exempt workers in- clude 4.2 percent for utilities, 4.6 per- cent for manufacturers, 5 percent for both commercial banking and trade, and 5.7 percent for insurance. Salary increases for executives in 1988 are expected to average 5.4 per- cent, and range from 5.2 percent in manufacturing and utilities firms to 6.3 percent in insurance companies. In both the trade and commercial bank- ing industries, pay increases are pro- jected to average 5.3 percent for executives. The survey also finds that employ- ees receive lump -sum payments in lieu of salary increases in 8 percent of the surveyed companies. These payments currently average 4 percent of employ- ees' base salary. (The Conference Board, 845 Third Ave., New York, N.Y. 10022) Pay Strategies: Incentive Compensation A majority of workers would rather be paid on a straight salary basis, but a sizable minority would give up the security of a regular paycheck for the chance to earn more money based on their performance or that of their company, according to a nationwide survey by R.H. Bruskin Associates of New Brunswick, N.J. The survey, which covers 678 full- and part -time employees, appears in a new BNA report on changing pay practices. Sixty -three percent of the surveyed workers say that they prefer a straight wage or salary over any type of incentive compensation. However, 22 percent of the employees say that they would prefer to be paid on an individual incentive basis, while 12 percent would be willing to opt for an incentive plan based on overall company performance. Only 21 percent of the respondents say they currently receive incentive pay. Of the 366 white-collar workers surveyed, 56 percent say they prefer straight wages, compared with 72 percent of the 312 blue - collar respon- dents. More white - collar than blue -collar workers prefer incentive pay, both on an individual (26 percent vs. 17 percent) and company -wide (15 percent vs. 8 percent) basis. (Changing Pay Practices: New Developments in Employee Compensation; BNA Customer Service Center, 9435 Key West Ave., Rockville, Md. 20850; 800 - 372 -1033) Copyright © 1988 by The Bureau of National Affairs, Inc. Page 73 Employment G Communication Across the Cultural Gaps: Coping With Differences Within a Diverse Workforce Foreign -born employees' ability to perform their jobs effectively depends on management and co-workers' sensi- tivity to cultural differences, states Sondra Thiederman, a San Diego- based trainer specializing in cross -cul- tural communication. Noting that the workplace attitudes of many foreign - born employees "differ radically" from their U.S. counterparts, Thieder- man explains how employers can bridge cultural gaps and help foreign - born employees perform well in their jobs. Attitudes and Awareness Foreign -born employees may be re- luctant to take individual initiative be- cause of their strong respect for au- thority and fear of failure, points out Thiederman. Moreover, foreign -born workers may feign understanding of instructions rather than ask that they be repeated. Adding to these difficul- VDT Law Enacted Employers in Suffolk County, N.Y., will be required to finance eye -care exams and corrective lenses for video display terminal operators, under a law approved by the county legisla- ture. Passed over the veto of Suffolk's chief executive, the law covers employ- ers with 20 or more terminals and employees who spend at least 26 hours per week using VDTs. Under the new law, employers must pay 80 percent of the cost of annual eye examinations and lenses that work- ers need as a result of using VDTs. In addition, employers must train opera- tors about potential health hazards of VDTs, allow for 15- minute alternative work breaks every three hours, and equip VDT work stations with special lighting and ergonomic furniture. Currently employed VDT operators must receive eye examinations within 90 days of the law's effective date. Employers must comply with other provisions of the law six months after it takes effect. Work station require- ments apply only to equipment ob- tained after Jan. 1, 1990. ties is the common misconception on the part of American workers that employees who speak English with a heavy accent are uneducated or under- stand English as poorly as they speak it. Many of these cultural barriers may be overcome through education and understanding, Thiederman maintains. She provides the following tips for pav- ing foreign -born employees' way to better job performance: 10, Explain that taking initiative is a sign of loyalty and dedication. In addition, praise employees when they act independently, even when they make mistakes, to encourage them to try again. 10, Outline specifically the tasks that require direction and those that may be performed independently. 10, Become aware of how employees indicate that they may not have under- stood your instructions. Tip -offs in- Garnishment of Benefits Creditors of employees who partici- pate in an employee welfare benefits plan covered by the Employee Retire- ment Income Security Act may gar- nish those benefits to satisfy their claims against fund participants, the U.S. Supreme Court decides. The case arose when a collection agency sued the trustees of a joint union /employer vacation fund in an attempt to garnish benefits payable to the employees. The Georgia supreme court held that the state law exempt- ing ERISA- covered plan benefits from garnishment was itself preempted by the act, and that ERISA did not pre- clude creditors from garnishing worker benefits under an ERISA - covered plan. The Supreme Court finds that ERISA preempts Georgia state law to the extent that the state's garnishment law exempted benefits payable under an ERISA - covered plan. However, the Court notes, ERISA does not preempt Georgia's entire garnishment proce- dure. (Mackey v. Lanier, U.S. SupCt, No. 86 -1387, 6/17/88) June 27, 1988 clude repeated nodding and smiling, distracted facial expressions, and lack of questions. 10, Speak in the employees' cultural language. Explain, for example, that if a task is not completed properly, man- agement, too, will "lose face." 10, Emphasize to foreign -born work- ers to speak slowly and clearly, to start over if they are not understood, and to pay attention to common errors of pronunciation. 101 Instruct the rest of the staff to be patient without patronizing their foreign -born co-workers. Ask employ- ees to speak distinctly and avoid slang. In addition, suggest that employees augment their speech with non - verbal methods of communicating, and follow up with written memos any conversa- tions that may have been unclear. (Management World, Vol. 17, No. 3, AMS, 4622 Street Road, Trevose, Pa. 10947) Smoking Policy Pointers. Employers that approach workplace smoking as a health and safety issue, rather than as a question of smokers' "rights," will have an easier time im- plementing a smoking policy, asserts John Pinney, executive director of the Institute for the Study of Smoking Behavior and Policy at Harvard University. Addressing a seminar on workplace smoking, sponsored by US Healthcare and held in Newton, Mass., Pinney says that, at the very least, every com- pany should have an "unequivocal written policy" designed to protect non - smokers to "the maximum extent possible." He suggests that employers: 10, Involve workers in formulating the policy. Instituting a smoking policy "requires a degree of understanding and compassion" for employees who do smoke, he notes. 10- Treat violations of the policy with progressive discipline, applying leniency for "inadvertent lapses." 10, Give several months' advance notice before the policy becomes effective. Employment Guide (ISBN 0- 87179 - 508 -6) newsletter is published bi- weekly by The Bureau of National Affairs, Inc., 1231 25th St., N.W., Washington, D.C. 20037 -1197 for $296.00 per year. Second Class postage paid at Washington. D.C. and additional mailing offices. POSTMASTER: send address changes to Employment Guide, The Bureau of National Affairs, Inc., P.O. Box 40949, Washington, D.C. 20016-0949. Page 74 Copyright ® 1988 by The Bureau of National Affairs, Inc. s C C/ C c Employment voyeurism ... WORIUNG WITH P •. Jeepers Peepers The case discussion below is one of a regular series designed to illustrate the handling of everyday problems in human relations. The names and dialogue are fictitious. Users may find these discussions helpful in supervisory training. _ "You've got to give me another chance," Tom Jenkins pleaded. "I admit that using company time to watch women undress was wrong, but I've been in therapy and now I'm better." "What you did was unconscionable, and well deserv- ing of discharge," asserted supervisor Harold Evans. "Besides, there's no proof that you're cured, and we can't take the chance that you'll revert to your old ways. Sorry, but reinstatement is out of the question." Was the discharge for just cause? Facts: An employee who worked at an apartment complex discovered that by removing the air condition- ing ducts, he could view the interior of the apartments and the inhabitants.. Thereafter, the employee, who had suffered from a penchant for voyeurism for at least seven years, went into the attics of the apartments in the complex more than a dozen times to observe the. resi- dents. The worker's forays into the complex took place on company time and with the use of a company truck. When engaged in these acts of voyeurism, the employee falsified time sheets and, in some instances, claimed overtime. He also damaged property belonging to the complex. One day, the employee cut a small peephole in a bathroom ceiling to observe a woman in the shower. When the woman saw the worker's knife coming through the ceiling, she notified the police. The police contacted the company, which, in turn, investigated the incident. During questioning by the employer; the work- er denied everything. However, the worker subsequently was brought face to face with the residents of the building, and was positively identified. At that point, he admitted that he had entered the complex repeatedly in hopes of fulfilling his sexual fantasies. As a result, the company discharged him for violating its code of ethics. After his dismissal, the employee entered into therapy. Several months later, the worker submitted a letter to the company in which his therapist testified that the employee had gained insight into the causes of his June 27, 1988 voyeuristic tendencies and was ready to return to work. Citing the improvement in his condition, the employee appealed the discharge. Award: The employee's request for reinstatement is denied. (90 LA 689) 1 Discussion: Although an employee's post - discharge behavior generally has no bearing on whether dismissal was just, the arbiter notes, "there has been a growing tendency by arbitrators to consider post -discharge treat- ment as one possible mitigating factor," particularly in alcohol and substance abuse cases. In fact, he notes, some arbitrators have suggested that the exception to the general rule should be broadened to include various psychological illnesses. However, the arbiter asserts, it would be "a serious mistake, both in reasoning and logic" to conclude that "the narrow exception giving consideration to an employee's post- discharge behavior" applies in this case. The employee's "psychological dysfunction" did not manifest itself in behaviors generally seen in discharge cases involving alcohol and drug abuse, such as absentee- ism, tardiness, or poor work performance, the arbiter points out: Rather, the worker's "acts of voyeurism had a direct and serious impact upon the employer both in terms of its potential liability and the extreme potential harm inflicted on its customers." Moreover, the employ- ee has failed to prove that he is "cured" and will not return to his voyeuristic ways, the arbiter says, pointing out that "no specific medical evidence was offered" of the worker's "degree of recovery or possible recidivism." Not only was the therapist's letter "brief" and of a "hearsay nature," but the therapist did not testify to the employee's condition in person, the arbiter notes. In addition, the arbiter stresses, voyeurism is "a chronic condition, which makes treatment and the control of its symptoms extremely difficult." Stressing that the em- ployee's actions constitute "a very serious breach of acceptable conduct," the arbiter concludes that the com- pany.acted properly "in protecting its legitimate inter- ests" by discharging the worker. Pointers: A number of arbiters have considered var- ious kinds of mental illness as factors that may mitigate a discharge penalty. In one case, an arbiter decided that the discharge of an employee for excessive absenteeism was undeserved because, underlying his absences, "there exists a discernible mental health problem." (72 LA 1073) Similarly, an arbiter in another case held that a worker's insubordination was a manifestation of his mental illness that, when coupled with a procedural defect in the case, made discharge unreasonable. (69 LA 340) In yet another case, an employee's discharge was set aside after the arbiter determined that his absentee- ism and tardiness were the result of a post- traumatic stress disorder. (80 LA 797) Copyright 0 1988 by The Bureau of National Affairs, Inc. Page 75 Employment Guide June 27, 1988 Toward More Effective ESOPs Employee stock ownership plans often fall short of their intended purpose of increasing worker involvement through broadened capital ownership, according to con- sultant and management professor Joseph R. Blasi. In general, Blasi says, ESOPs fail either because they provide little opportunity for workers to participate in company strategy or planning, or because they offer an insufficient incentive to workers to improve productivity. However, when properly structured, employee ownership can give workers a greater voice in management, as well as provide recognizable and immediate rewards for in- creased efficiency. Common Characteristics ESOPs consist of an employee- ownership trust, into which the employer contributes assets that are used to purchase shares of company stock, Blasi explains. The shares are allocated to employees as a form of deferred compensation that remains tax -free until distribution, usually at retirement. Employers benefit because trust contributions can be deducted from pre -tax corporate income, while the company retains the use of the capital until the shares are distributed from the trust. Two forms of ESOPs generally are used: Leveraged — Under this arrangement, the employ- ee- ownership trust is funded with borrowed money. The corporation amortizes the loan through periodic tax - deductible payments to the trust. 10- Non - Leveraged — In a non - leveraged ESOP, the trust is funded with cash or stock the employer has on hand, Blasi says. The employer's contributions to the trust — of cash, stock, or even real estate — are made out of pre -tax income. Problem Areas According to Blasi, ESOPs generally have not suc- ceeded in bringing about greater labor- management co- operation and worker involvement partly because ESOP companies have tended to adhere to traditional labor - management relationships. In most ESOP companies, he observes, worker participation in company decisions is largely restricted to "issues relevant to the employee's immediate concerns," such as safety and health, "rather than the company's goals or the means to reach those goals." There also is little attempt in many ESOP firms to develop quality circles or to encourage employee participation in strategic or long -range planning, the development of new products and services, and financial control, he notes. Moreover, although nearly 70 percent of ESOPs have boards of directors, only about 4 percent of these boards include non - managerial employees. In addition to the lack of cooperation, Blasi says, ESOPs often fail because stock ownership alone does not provide an effective incentive for workers. The incentive provided by an ESOP depends on many variables, Blasi notes, including the size of the annual contribution, the worker's distance from retirement, the performance of the stock, and the presence of voting and property rights that allow employees to feel like owners. Without voting privileges or immediate rewards for productivity in- creases, he contends, an ESOP has little impact on worker involvement. Employees also are significantly influenced by how equitably they feel rewards are being distributed, Blasi says, noting that flagrantly inequitable allocation schedules tend to provoke "great skepticism" among employees. Improved ESOPs In order for ESOPs to be fully effective, Blasi points out, they require labor- management involvement and cooperation in strategic decision - making; redesign of work tasks to enhance job enrichment; and short -term profit- sharing or gainsharing to reward clearly measur- able improvements in productivity. The Small Business Administration also should create more focused pro- grams to encourage worker ownership, Blasi contends. In the small- business sector, he maintains, employee owner- ship may further business continuity, "which is a serious problem requiring more attention." Suggestions for improving the effectiveness of ESOPs, Blasi says, include: t Fewer exclusions — While employees may be excluded for working a minimum number of hours per year, Blasi points out, at least 80 percent of a firm's workers should be eligible to participate. A limit also should be set on the number of part -time workers that can be excluded, since these represent a growing seg- ment of the U.S. workforce. 10, Ownership rights — Worker -owners should be able to protect their rights through at least a minimum involvement in the administration of the company. This includes full voting rights on all stock in ESOPs. 10, Distributions — There should be more focus on providing equity to those employees with the least stock ownership, savings, and access to credit, Blasi recom- mends. The limit on the amount of stock distributable to an employee should be substantially increased, and allo- cations of shares among employees should be based on a more equitable formula than salary. (Employee Owner- ship: Revolution or Ripo ? Ballinger Publishing Co., Cambridge, Mass., 1988) Page 76 Copyright ® 1988 by The Bureau of National Affairs, Inc. C c c Employment Guide Robot Servicing Safety Workers who service industrial ro- bots can be protected from accidental injuries by safety controls, physical barriers, and careful work practices, according to new guidelines available from the National Institute for Occu- pational Safety and Health. In maintenance operations, NIOSH notes, employees who come within a de- activated robot's work area may be at risk if the machinery's heavy mov- ing arm is accidentally re- energized. To protect maintenance workers from injury while servicing robots, NIOSH recommends that employers first ana- lyze current conditions at the worksite to determine what hazards are present, and then choose the combination of safeguards that is most appropriate to the workplace. Controls and barriers available to protect workers include presence -sens- ing devices that automatically stop the robot if someone enters the work area, emergency push- button and trip -wire stops, shut -off switches that can be locked to prevent power from being restored again, and fixed barriers with interlocked gates. ( NIOSH, 4676 Co- lumbia Parkway, Cincinnati, Ohio) BRIEF NOTES... Technology's Workplace Impact: Positive and Negative Possibilities The introduction of new workplace technology holds "starkly contrasting possibilities for the future of working life in America," according to a report by the Office of Technology Assess- ment. New technology either will cre- ate more challenging jobs that afford employees greater freedom or increase the use of "disposable" workers, as employers attempt to achieve flexibil- ity by "avoiding long -term commit- ments to employees," the OTA report maintains. Technologies now being introduced have the "potential to reduce the me- chanical aspects of most work," allow- ing greater use of human imagination and greater opportunity for personal communication, the report says. How- ever, employers also may use technol- ogy to make jobs more mechanical, forcing employees into narrowly de- fined tasks "with little room for indi- vidual expression," OTA adds. Point- ing out that such narrow jobs are likely to be held by temporary and part -time workers, OTA cautions that employers that achieve flexibility Plant closing legislation is revived, as a new bill with notification requirements identical to those contained in the vetoed trade bill is introduced in the Senate. The bill (S 2528) would require employers with 100 or more workers to give 60 days' advance notice of shutdowns affecting at least 50 workers and of layoffs lasting more than six months and affecting one -third of the workers at the site. Senator Howard Metzenbaum (D- Ohio), spon- sor of the bill, says that mandatory advance notice is "a matter ,of basic fairness and common human decency, and it will become the law of the land." Nearly 407,000 workers in 29 states were laid off for at least 30 days in 1987 as the result of plant closings and mass layoffs, according to the Bureau of Labor Statistics. About half of the layoffs reported in 1987 were attributed to "slack" or seasonal work, with a large proportion of layoffs taking place in manufacturing industries, BLS says. More than half of the layoffs reported in the 29 surveyed states occurred in seven states: Louisiana, Minnesota, New Jersey, New York, Pennsy:vania, Texas, and Wisconsin. Nearly one - fourth of the workers who lost their jobs were either in Texas or Wisconsin, BLS adds. June 27, 1988 largely through the use of "dispos- able" workers, who accumulate little experience and have little loyalty to an individual company, pay "a consider- able price" in impaired productivity. To ease the potential negative ef- fects of flexible work arrangements, OTA suggests that employers provide: 0' Profit- Sharing — 'Tying some portion of compensation to company profits is an effective way to keep employment steady, while providing workers with an incentive to maintain productivity. 10' Retraining — Retraining pro- grams for current employees would en- courage workers to "adapt them- selves" to the new jobs that technology creates. t Portable benefits — "Universal- ly retainable" pensions and health in- surance benefits will be necessary to ensure the labor mobility that is essen- tial to adapt to technological changes. ( "Technology and the American Eco- nomic Transition: Choices for the Fu- ture," OTA Report No. 052 -003- 01096-8, GPO, Washington, D.C.) Illegal aliens may sue their employers over minimum wage violations, the U.S. Court of Appeals at Atlanta finds. Ruling on an undocumented alien's suit against a hotel employer, the court notes that under the Fair Labor Standards Act, the term "employee" is defined as "any individual employed by an employer," which "strongly suggests" that Congress intended the law to cover all workers not specifically excepted. The court also says that the "FLSA's coverage of undocumented aliens is fully consistent" with the Immigration Reform and Control Act, and, in fact, "goes fully hand in hand with the policies behind IRCA." (Patel v. Quality Inn South, CA 11, No. 87 -7411, 6/8/88) • Salary increases for "fast- track" employees are likely to be larger and more frequent than those of other workers, finds a survey of over 1,300 firms by Towers, Perrin, Forster & Crosby. Nearly one- fourth of the firms give raises averaging 8.4 percent to fast -track employees, compared with slightly more than 5 percent for exempt employees generally. In addition, 16 percent give fast - trackers more frequent raises than other employees, the survey says. (TPF &C, 245 Park Ave., New York, N.Y. 20167) Copyright ® 1988 by The Bureau of National Affairs, Inc. Page 77 Employment Guide June 27, 1988 r NIMN y^= r U �'`k, Insight into Workplace Satisfaction Employees generally are satisfied with their positions, wages, and benefits, and feel well- informed about the direction their companies are heading, according to a nationwide study of employee work attitudes conducted by The Wyatt Company. However, the survey of 5,391 employees also finds that workers believe that perform- ance is not adequately linked with pay, employee input into key issues is limited, and there are few opportunities for advancement — a perception that has taken its "toll on employee commitment to the company." Following are highlights of the survey. Overall Satisfaction Satisfaction with wages and salaries is reported by nearly half (48 percent) of the surveyed employees, the study shows. Salaried workers are more content with what they earn than are hourly workers (53 percent vs. 45 percent), the survey finds, and male employees are more satisfied than female employees (52 percent vs. 44 percent). q.. - A large proportion (46 percent) of the surveyed em- ployees say that there is little connection at their compa- nies between job performance and level of pay. Thirty - eight percent of the respondents in managerial positions also see little connection between the two. A similar .proportion (44 percent) believe that managers are too tolerant of poor performers, while 29 percent feel that management promotes the most competent people, and 30 percent partly agree with both points of view. Employer - provided benefits also receive satisfactory ratings by a majority (58 percent) of the surveyed employees,, the study reports. Only 18 percent express dissatisfaction with their benefits package, while 24 percent say that they are partially dissatisfied. Fifty -nine percent of the survey respondents believe that their companies are doing "a good job of providing informa- tion on benefits," with 14 percent registering dissatisfac- tion and 27 percent partial dissatisfaction. One - quarter of the employees are dissatisfied with their company's retirement benefits, the survey adds. Careers and Commitment While most of the respondents indicate that they enjoy their jobs, many remain pessimistic over their chances for career advancement, the study notes. Among the surveyed workers, two-thirds (60 percent) describe their jobs as interesting. Others maintain that their current job provides "overall satisfaction and a sense of personal accomplishment" (64 percent each), and the "chance to use abilities and skills" (67 percent). On the other hand, only one -third (35 percent) of the employees feel that their companies offer good opportunities for career ad- vancement — with a comparable number either disa- greeing (32 percent) or partly disagreeing (33 percent). Uncertainty about available career paths "is under- mining commitment" to the surveyed companies, the study notes. Only 38 percent of the respondents feel that employees where they work are committed to the com- pany as "more than just a place to work," 28 percent say that employees generally regard their work as just a job, and 34 percent have a "partly negative /partly positive" attitude about employee commitment to the company. Similarly, only half (52 percent) of the employees say that they would recommend their company as a good place to work, while 16 percent maintain that they would not recommend it, and 32 percent have mixed feelings. Communication and Style Employers basically do a good job communicating to employees, but they are not as good at upward communi- cation, according to the surveyed employees. Seven out of 10 (71 percent) of the respondents say that they have a good understanding of company goals, and more than half (57 percent) feel that they understand the strategies used to reach those goals. However, when asked whether their companies encourage bottom -up communication, employees note that communication continues to be "top -down and non - participative." Only 40 percent of the surveyed employees say that their companies seek their views on key issues. In addi- tion, only 29 percent feel that management acts on their suggestions when it does solicit them. One - quarter of the respondents, at all levels, say that they "do not feel free to express their opinions at all," the survey notes. In describing the management style practiced in their organizations, 18 percent of the surveyed workers say that their companies are "proactive," compared with 40 percent who consider their firms to be "reactive." Ob- serving that "most companies continue to operate in traditional ways," the survey points out that: ► Only 25 percent of the respondents consider their companies "entrepreneurial," while 41 percent describe them as "bureaucratic." ► Only 22 percent of the employees refer to their organization's management style as "participative," while 40 percent label it "directive." ► Forty -three percent of the surveyed workers say that their companies are task -oriented, compared with 21 percent who say that their firms are people -oriented. ( "New Nat'l. Benchmark on Worker Attitudes," The Wyatt Co., 1850 M St. N.W., Washington, D.C. 20036) Page 78 Copyright ® 1988 by The Bureau of National Affairs, Inc. A 7" L.1 14- It L J6 lop, (tr) Cf � l i %f � `7/ '�,�. c,•� ,� --e" -1 �' y 1 `l�� —��y � `. f`''' � Li 1 12" I 11 s) -J C'� y ,L Ir Cll-t;u� k-7A-- J 4, 1,/ fl- Cl- L J At l rv�r / f 1zo-rL I'L .LrL-- • r �� 117 a � � " G � r ell, Vr1,0V \. � �t� — cicvi i `� L ,3� ql6 Iff 13t -llc ' Mohr-- e o 1989 City of Edina Budget TO: MAYOR COURTNEY AND MEMBERS OF THE CITY COUNCIL FROM: KENNETH E. ROSL4,ND, CITY MANAGER SUBJECT: 1989 CITY OF EDINA BUDGET DATE: SEPTEMBER 2,1988 I am pleased to submit for your consideration, the proposed 1989 City of Edina Budget. We believe that this year's 'budget assumptions" process greatly assisted us in preparing the actual budget document. We likewise believe that it will streamline the Council's review of the budget and the adoption of our 1989 levy. EXPENDITURES The general direction of the Council during the budget assumption process was that expenditures should not increase by more than five percent from 1988. Our proposed 1989 general fund expen- ditures are $12,396,808, which represents a 4.9% increase from 1988. Figures 1 and 2 illustrate the distribution of the proposed expenditures by area and by type of expenditure. Figure 1- Summary of Expenditures by Area Public Safety (459) ie WW Government (149) Non- oeaertmental (49) c & Recreation (139) Figure 2 - Summary of Expenditures by Type Contractual Semices (139) Commodi Equipment (89) -- -.-- �..kea (219) 1989 Budget Page - 2 The proposed 1989 expenditures represent our Department Heads' recommendations which I have reviewed and prioritized in order to respond to your direction. The following items comprise significant changes. Details of these changes were presented during budget assumption meetings: Wages and Salary Adjustment The proposed budget includes a wage and salary adjustment of 4 %. Comparable Worth Adjustment Comparable worth adjustments totalling $75,000 have been spread among all departments. Storm Drainage - Lakes and Ponds Storm damage and lakes and ponds expenditures. totalling $79,700 have been removed from the budget for inclusion in the Utility Fund. Staff Additions The following staff additions are proposed: • Park Janitor $14,500 • Fire: Part -time Clerk $ 4,000 • Police: — Communications $15,000 — Clerical $19,200 New Equipment Computer Equipment: • Fire, Inspections, Central Services and Engineering $28,500 • Fire Department Compressor $22,000 Police • Service Contract - Communications $10,000 • Uniform Allowance $ 8,000 • Overtime. $15.000 $33,000 1989 Budget Page - 3 South Hennepin A $4,000 increase in our support of South Hennepin Human Services Council is recommended. Recycling The April 1, 1989 commencement of a City wide door -to -door pick -up program is proposed. • City Cost $74,588 Hospitalization A $50,000 increase in health insurance premiums is anticipated. Capital Plan Contribution We propose to increase the budgets contribution to the Capital Plan from $138,000 to $180,000. We have recommended the $180,000 level of funding for the past two years. REVENUES Figure 3 illustrates the proposed distribution of our 1989 revenues. Figure 3 - Summary of Revenues by Type Taxes (73 IntergovI Aid (7 %) urges (15 %) 1989 Budget Page - 4 The following revenue sources deserve particular attention. Licenses/Permits and Fees and Charges The Council generally directed that we examine our licenses /permits and fees /charges in order to reflect our actual costs. Although additional work is required in this regard, department heads have examined the fee structure and are recommending an overall increase of 5.1% in license /per- mits and fees/charges revenues. Some specific fees /charges or licenses /permits show only a small increase or even a reduction in revenue. This is due not as a result of a reduced fee structure but because of reduced volume. Real and Personal Property Taxes Our levy increase is limited to four - percent of last year's levy after adjusting for household growth. Our 1989 levy limit, according to this formula is $9,130,802. The proposed budget requires a levy of $9,004,591 which is $126,211 below our limit. This levy represents a 5.1% increase in real and personal property taxes. As you know, the 1988 Property Tax law eliminated the use of "assessed valuation" and "mill rate ", therefore, it is difficult to compare our proposed tax burden with the 1988 mill rate. If we assumed the law did not change, the proposed 1989 levy would result in a City mill rate of approximately 12.01 as compared to the 1988 mill rate of 12.151. Although not present- ly included in the draft budget, we continue to recommend that we levy to our state imposed limit to preserve future flexibility. Budget Calendar The following are our scheduled budget meetings: TUESDAY SEPTEMBER 6, 1988 THURSDAY SEPTEMBER 8, 1988 THURSDAY SEPTEMBER 15, 1988 Please call me if you have any questions. Thank you. 4:30 - 6:30 P.M. 4:30 - 6:30 P.M. 4:30 - 6:30 P.M. : "CITY OF EDINA ANNUAL BUDGET PAGE - 15 FUND: FUNCTION: AREA : PROGRAM: GENERAL - 10 GENERAL GOVII2NMENT ELECTION 180 - 18 SUMMARY OF SERVICES Elections: Personal Services consist of one (1) Technical I of which one -half (1/2) the salary is billed to the school district as election costs. The City Clerk is responsible for conducting all national, state, county and City elections held in the City of Edina in even - numbered years. _ The City is divided into 20 voting precincts which must be equipped for .conducting each election. The Clerk must recruit and train approximately 275 election judges in each election year. Approximately 3,000 absentee ballot applications are processed. The Clerk is also responsible for maintaining the permanent voter registration system for the City amounting to almost 35,000 registrations. In a twelve month period about 4,500 registration changes are processed. . Explanation of Change: In 1989, no primary and general elections will be held.. 1988 1989 % Total Election Budget $79,605 $29,802 -62.6 CITY OF EDINA ANNUAL BUDGET PACE - 16 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ELECTION 180 - 18 A R Y SUMMARY OF EXPENDITURES . SUB. TO CHANGE` 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $9,756 $9,615 $10,205• $10,205 $11,252 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 37,190 5,970 50,000 50,000 10,000 4236 CUSTODIAL SERVICES 8,648 0. 6,000 6,000 0 4260 INSURANCE 75 0 0 0 0 4290 POSTAGE 117 0 2,000 2,000 250 46,030 5,970 58,000 58,000 10,250 COMMDITIES: 4504 GENERAL SUPPLIES 813 72 1,200 1,200 150 4516 OFFICE SUPPLIES 268 12 600 600 100 4600 PRINTING 993 129 2,400 2,400 250 2,074 213 4,200 4,200 500 CENTRAL SERVICES: 4802 GENERAL 6,900 6,720 7,200 7,200 7.800 TOTAL ELECTION $64,760 $22,518 $79,605 $79,605 $29,802 M E M O R A N D U M TO: Mayor Courtney & Council Members FROM: John Senior, Jr. - Edina Human Relations Commission —� SUBJECT: ' 1989 EDINA HUMAN RELATIONS COMMISSION BUDGET DATE: September 2, 1988 Attached is the Human Relations Commission's budget proposal for 1989 for human services in Edina. Also included is some background information concerning the seven individual service organizations within the proposal. We have taken the following into consideration when arriving at our final request: 1) Need of Edina's citizens 2) Population of citizens served . 3) Effectiveness of services provided 4) Cost of services provided The Commission has worked within a budget of what has been spent in past years plus a 4% increase. After many hours and interviews, the Commissioners feel that we have a recommendation which Edina City government can live with and which best serves Edina's citizens. We ask you to adopt our budget as proposed. JS /sw Attachment r EDINA.HUMAN RELATIONS COMMISSION 1989 BUDGET PROPOSAL Human,service organizations and proposed funding: 1) Storefront Youth Action .$37,500 2) Senior Community Services. $ 4,000 3) The Women's Resource Center $ 2,500 4) Cornerstone Advocacy Service $ 2,000 5) United Battered Families Network $ 2,000 6) NEAP $ 1,500 7) West Suburban Mediation Center $ 500 TOTAL $50,000 0 HUMAN RELATIONS COMMISSION MEETING AUGUST 2, 1988 Members Present: Members Absent: Nancy Atchison Pat Llona Dorie Barman Otto Byhre Betsy Flaten Shirley Hunt Noah Hurley Tom Oye Judith Semsch John Senior, Jr. Canny Wright Staff Present: Susan Wohlrabe Chairman Senior introduced the two new Commissioners, Nancy Atchison and Noah Hurley. Both were appointed by the School Board; Nancy replaces Judi Mollerus, whose term expires on 2 -1 -89; Noah replaces Lynne Westphal, whose term expires on 2 -1 -91. Both would be eligible for reappointment. Nancy and Noah were wholeheartedly welcomed to the Commission. HEARING OF FUAIDIlVG PROPOSALS. John Senior explained that each agency would have approximately 15 minutes to address the Commission and answer questions. 1) Storefront /Youth Action - Mary Ellen Harris.. Mary Ellen reported that Storefront is .requesting $39,000; this year they received $36,500. Edina is not paying for services used by other children and is basically getting good service. Mary Ellen handed out additional information. It is obvious from the figures that there is generous support from the School.District, as there are group sessions offered to students during school hours. Providing this type of service would hopefully cut down on office visits. The request of $39,000 is 8.27 of Storefront's total budget; the number of Edina clients make up approximately 167 of the total number served.. Specific questions were answered in the sheets handed out by Mary Ellen. 2) Senior Community Services - Adele Mehta. Adele reported that Senior Community Services is requesting $4,950; this year they received $3,500. United Way and Hennepin County are other funding sources. She explained that Senior Outreach is a counseling program. After Minneapolis, Edina has the largest senior population; one in five people are over 60 years old. Over 607 of Edina's seniors are low income. Counseling and case management are done in the senior's own home. Senior Outreach networks with other agencies, serving as "independent brokers." A McKnight grant has been received for a volunteer coordinator for the Senior Outreach program. 3) Cornerstone Advocacy Service - Jean Rambow. Jean reported that Cornerstone is requesting $2,500; this year they received $2,000. Cornerstone provides a service for domestic abuse victims, including children and battered IWIC males. Last year 26 Edina residents were served. There is an excellent working relationship with the Edina Police Department. Officers are now mandated to give victims cards at the scene of the crime with referral information. Community education, provided by trained volunteers and staff members, offers workshops and informational seminars on domestic violence;, these workshops are open to the public and free of charge. There is a need to provide more training for volunteers; 21 of the 55 volunteers are from Edina. A video has been developed and is very useful in the schools. A brochure was handed out describing options and services for women. Cornerstone does not have a "safe home" program but rather uses screened hotels and motels designed for short -term emergency use. 4) Women's Resource Center - Helen Watkins. Helen reported that the Center is requesting $3,000; this year they received $2,500. Four services are provided by the Center: 1) peer counseling; 2) legal assistance; 3) educational programs; and 4) support groups. Mental health issues are the highest in number. This Center was created by Edina women in'1979, and it is now a seven - county Metro -wide agency. 45 counselors are trained each year, and ten of these come from Edina. The request for funds is for the training of the Edina volunteers. AFDC trained counselors help both sides of the spectrum. Abuse prevention is an area of interest; it is believed that there is a connection between depression and non - physical abuse. 5) United Battered Families Network - Kathy Smith. Kathy reported that UBFN is requesting $3,800; this year they received $1,500. UBFN provides "safe homes." There is no short -term stay policy; people are wanting to stay in the homes longer. This agency is not working with Cornerstone as much anymore. There is now a full -time woman who speaks in sign language in the group sessions. Support groups are free, and daycare is provided. A goal is to open a shelter in Bloomington for south Hennepin women. Longer term homes are truly needed. There are seven safe homes in total; two of the homes are in Edina. They have developed a video for the training of mental health workers in the areas of violence and domestic abuse. 6) VEAP - Pat Dueholm. Pat reported that VEAP is requesting $2,800; this year the West Metro Coordination Transportation received $1,500. Funds are needed for the Shared Transportation Program. Their van is equipped with a wheelchair lift. Funding is also being sought from the churches as well as from the other cities. There is a $1 fee per trip. VEAP provides transportation for people who have no other options. 7) West Suburban Mediation Center - Sue Nelson. Sue reported that the Center is requesting $2,500; this year they received $500. There is no other program in Edina which offers mediation. Edina provides 10% of the Center's caseloads. The training necessary for volunteers is 25 hours in length, and there are 25 trained volunteers presently. Eight hours of in- service training each year is necessary. -3- CHAIR'S REPORT. John Senior explained the term -of- office ordinance and the accompanying sheet outlining the Commissioners' terms. A new roster was passed out, and he asked for any corrections or additions: John asked that the Commissioners prepare for the next meeting by reviewing the following: 1) How -do.you perceive the need in Edina for human services, and therefore, how would you rank the proposals ?. 2) As you evaluate the proposals, keep in mind the budgeted amount of $49,600 or $50,000. 3) How would you bring down the requests to the $50,000 range? 4) Do any of the agencies overlap in the area of human services? NEXT MEETING. The next meeting of the Human Relations Commission will be on Tuesday, August 16, 7:00 PM, in the Manager's Conference Room. Please prepare for this budget preparation session by carefully studying the seven proposals and considering the four factors listed above. Commissioners needing copies of any of the proposals should see Susan Wohlrabe. ADJOURNMENT. There being no further business,,the meeting was adjourned at 9:10 PM. Respectfully submitted, r? 0r��� John Senior, Jr., Chair Edina Human Relations Commission JS /sw M E M O R A N D U M TO: Mayor Courtney & Council Members FROM: John Senior, Jr. - Edina Human Relations Commission J S SUBJECT: SOUTH HENNEPIN HUMAN SERVICE COUNCIL'S REQUEST FOR FUNDING DATE: September 2, 1988 As discussed with the City Managers of. Edina, Bloomington, Richfield and Eden Prairie, South Hennepin is requesting $.30 per capita from each city specifically for planning and coordination purposes. The Managers felt that per capita funding of this nature was a more equitable way to involve each of the cities in supporting the planning function of South Hennepin. If $.30 per capita were granted, Edina's share would be $13,650. As a result of working closely with South Hennepin and receiving their guidance, the Edina Human Relations Commission supports this increase in - funding. It will enable South Hennepin to hire an additional one -half time planner to better serve the emerging planning and coordination needs of the four cities in the areas of youth programming, the needs of the seriously and persistently mentally ill, domestic violence and special need's transportation. The Edina Human Relations Commission is asking the City Council to adopt this budget of $13,650 as proposed. To provide additional helpful information, the summary of South Hennepin's 1989 goals and objectives is attached. JS /sw Attachment SOUTH HENNEPIN HUMAN SERVICES COUNCIL SUMMARY OF 1989 GOALS AND OBJECTIVES 1. To continue to publish the Synergy South newsletter 6 times a year for community education and awareness of human service issues, and to improve coordination among human service agencies. 2. To continue to organize, schedule, and convene Connection South at least 4 times a year for interagency coordination and for providing information to professionals of the latest trends in human services. 3. To co- sponsor with the Minneapolis United Way, board training in South Hennepin for board members of non- profit agencies 3 to 5 different work shop topics). 4. To staff SHAVR. This is a once a month meeting for volunteer coordinators of various human service agencies for the purpose of sharing information and expertise in the management of volunteer resources. 5. To continue research and development of a mental health center in the South Hennepin area for the seriously and persistent y me—nt—aTTy ill population. 6. To work with the Youth Development Committee of Edina in implementing the Youth Development Plan, especially in updating the Parent Handbook and in finding placement for Edina youth in community service activities. 7. To work with The Bridge to develop 1 to 3 foster homes for runaway .youth in the South Hennepin area. 8. To meet with the 4 community education directors of South Hennepin at least twice a year to coordinate t e uman service planning efforts of community educatin programs with South Hennepin Human Services Council. 9. To meet.annually with the city mana ers.and city staff of the 4 cities to discuss jointly sponsored programs between the 4 cities. 9 .Summary of 1989 Goals & Objectives Edina 10. To lobby for improved services and increased state funding in board approved areas. Possibilities for 1989: increase in child care subsidies, development of state sponsored health insurance for low inco e families and continuation of the Energy Assistance Program. 11. To be part of the Teen Pregnancy Prevention Coalition and to plan an annual conference in 1989. 12. To be part of the development of an AIDS education and prevention task force in the South Hennepin area. 13. To study the need for a domestic violence shelter to complement the Cornerstone model and the Safe Home Network o United Battered Families. 14. To improve the availability of subsidized services in the area-,of chemical dependency treatment. 15. To provide forums for community education in the.area of housing and financial management. 16. To do needs assessment for the 4 cities in conjunction with the County CSSA needs assessment grant. 17. To do a special needs assessment of the needs of the disabled, especially in the area of transportation and access to community programs. This will be done in conjunction with the adaptive recreation programs and community education programs already in place for the disabled. r ., t .1989 RECYCLING PROGRAM PROPOSAL IMEDINA RECYCLING R.:�. INTRODUCTION We are proposing for your consideration a top notch recycling program which we believe will attract the participation of the majority of residents and reflect to the community at large Edina's commitment to dealing with the waste disposal problems. We all know that it's no longer acceptable or possible to bury_ aII our garbage in a landf i 11. The shortage of landf i 11 space and concerns about groundwater contamination are changing all that. The methods of choice now are to recycle as much as possible of newspaper, glass, metals; compost the yard waste; burn the remainder and capture usable energy in the process. An added incentive for recycling now is to keep the metals and glass from clogging the burners at the waste -to- energy plant. The Recycling Commission has studied our program and the programs of other cities and asks your consideration of the following points. EDINA OPERATED PROGRAM 1. Our recycling program has been growing; each expansion of service has brought an increase in participation and tonnage. But the present 309 pickup rate, even if extended citywide, is not good enough to meet the expectations and goals set for us. Our present collection rate of 120 tons a month represents a 79 waste reduction rate. If we expand our present monthly pickup program city wide, we might meet the 109 waste reduction goal with 160 to 180 tons per month. But then we would again face the challenge of increasing expectations for the following years. 2. Our program has had "growing pains." During peak times we have had serious problems in dealing with a backlog of material. The problem is compounded because the marketing crew and the collection crew are one and the same; so if we are behind in one, we get behind in the other also. 3. Our program is entirely dependent on local market availability and. prices. Also, we have very little storage space, so that a strike or closedown of a market would cause us an immediate problem. 4 Expansion of the city program to cover the whole city would mean investing in 2 more trucks and a crew of 6 fulItime persons for collecting and marketing. We also would need to plan for building or leasing space for storage sometime in the future. CONTRACTED HAULER OPTION I. More frequent pickup promises a much greater participation rate and volume of recycling. 2. Contract haulers can set up a very efficient system. For example, the entire city could probably be served on one day of the week. 3. Contract haulers have the capacity to deal with a breakdown of equipment, and plenty of storage space at processing centers. 4. Contract haulers are better able to cope with any problems in local markets - -can ship to markets in other areas. S. Contract haulers are designing recycling systems to serve apartment buildings. Recycling service could be contracted by apartment complexes with no cost to the city. 4 PROPOSALS FROM RECYCLING CONTRACTORS We received proposals, for study purposes, from four recycling contractors. In general, their fees would be set on a per household basis with an added factor for tonnage above a certain amount. Options such as curbside pickup, garage pickup and frequency of pickup were included in a scale of charges. The recycling contract cost shown in the budget is a "middle -of -the road" figure based on the proposals received. FEATURES OF SUCCESSFUL RECYCLING PROGRAMS (yellow reference pages) 1. The experience of cities in our area has been that the most convenient programs have the greatest participation. 2. No single factor guarantees success, but the following features are found in most successful programs: frequent pickup, containers, a good informational brochure and promotion effort, and a monetary incentive. 3. Studies also suggest that recycling should be seen as a public service, like water and sewer. It succeeds when it becomes part of everyone's waste management routine. HENNEPIN COUNTY FUNDING AND RECYCLING GOALS (blue reference pages) 1. Hennepin County has pledged to fund recycling programs for the coming years as shown in the reference material. 2. A Hennepin County task force has been considering changes in funding policy. One probable change will place most of the responsibility for Commercial/ Industrial recycling on the county rather than the cities. Residential recycling program funding would be tied to residential recycling results only. 3. Where will the money come from? A tip fee increase to $75 a ton is planned for June 1989. This is to cover the cost of building and operating the burn plant, transfer stations, the composting facilities and recycling grants to cities. 5 RECOMMENDATION FROM RECYCLING COMMISSION AND STAFF Based the above considerations, the recommendation is the adoption of the budget and program as shown on the next pages as Alternative 1. Needed today are decisions on the following: 1. Budget figure. 2. Containers 3. Curbside or garage pickup. The next step would be a more detailed workup of the program which could be ready for Council approval in October, followed by the bid process. 6 RECYCLING PROGRAM PROPOSED FOR 1989 JANUARY THROUGH MARCH -- CONTINUE PRESENT PROGRAM APRIL THROUGH DECEMBER -- CONTRACTED PICKUP SERVICE CITYWIDE FEATURES Weekly pickup service, curbside, starting April 1 Container (one) for each household Serving all single.family dwellings Recycling Center remains open as needed Contractor receives proceeds from sale of materials (Garage pickup option shown as an add -on) ANTICIPATED RESULTS: 120 tons /month Jan, Feb, Mar; 250 tons /month Apri 1 thru Dec. 2,610 tons total, 13FI waste reduction FUNDING: 70P funding by Hennepin County (except containers) Containers @ $7; Hennepin Co. $4, Edina $3. ------------------------------------------------------------------- Alternative *I COST PER SINGLE FAMILY HOME, CURBSIDE, CONTAINERS 9 mos $5.23 ------------------------------------------------------------------- Alternative *2 COST PER SINGLE FAMILY HOME, CURBSIDE, NO CONTAINERS: 9 mos $3.17 ------------------------------------------------------------------- Alternative 03 COST PER SINGLE FAMILY HOME, CONTAINERS, GARAGE PICKUP 9 mos $7.72 ------------------------------------------------------------- - - - - -- Projected for 1990 CONTRACTED PICKUP SERVICE, CURBSIDE COST PER SINGLE FAMILY HOME 12 mos $447 7 BUDGET DETAIL Alternative *1 (Recommended by Recycling Commission & Staff) Weekly pickup, curbside, containers, April start. Jan -Mar. April -Dec. 1989 Total Expenses Payroll $18,500 16,515 $ 35,015 Contracted Hauler Trailer Lease Truck Operating General Supplies Printing Trash Removal Total Income Sale of Recyclables Sale of Equipment Hennepin County Total Income Net Cost to City $ 9,000 12,500 162,963 $184,463 $ 74,588 ------------------------------------------------------------------- Alternative 02 Weekly pickup, curbside, no containers, April start. Total Costs $23,552 $141,601 $165,153 Total Income 137,107 $ 28,046 Alternative *3 Weekly pickup, e, containers, garage pickup, April start (adds 80t per month, per household; $96,581 for 9 months) Total Costs, $23,552 $332,080 $355,632 Total Income 252,069, Net Cost $103,563 ------------------------------------------------------------------- Anticipated. 1990 Budget Total and Net, to continue the same level of service, is expected to be about the same as 1989.. 120,726 120,726 2,282 2,282 1,025 1,025 625 93,898(containers) 94,523. 1,000 120 4,000. 360 5,000 $23,552 $235,499 480 .$259,051 $ 9,000 12,500 162,963 $184,463 $ 74,588 ------------------------------------------------------------------- Alternative 02 Weekly pickup, curbside, no containers, April start. Total Costs $23,552 $141,601 $165,153 Total Income 137,107 $ 28,046 Alternative *3 Weekly pickup, e, containers, garage pickup, April start (adds 80t per month, per household; $96,581 for 9 months) Total Costs, $23,552 $332,080 $355,632 Total Income 252,069, Net Cost $103,563 ------------------------------------------------------------------- Anticipated. 1990 Budget Total and Net, to continue the same level of service, is expected to be about the same as 1989.. 9 RECYCLING OVERVIEW PROGRAM COMPARISON CITY POPULATION PICKUP CONTAINER TONNAGE POUNDS/ PERSON EDINA 44,976 MONTHLY 1/2 CITY NO 120T /MO 5.34 RICHFIELD 36,960 MONTHLY NO 133T/M0 7.20 ST.LOUIS PARK 42,312 TWICE A MONTH YES /3 216T/MO 10.21 PLYMOUTH 44,976 WEEKLY YES /1 292T/MO 12.98 PROGRAM DESCRIPTIONS Edina Strong public support for recycling since establishment of Recycling Center in 1972. Pickup started in 1986 for 1/4 of city, ex- panded in 1988 to 1/2 of city single family homes. No built -in financial incentives for participating. Richfield Volunteer paper drives helped launch the city program. During the first phase, volunteers collected paper and a hauler picked up the other materials in the pilot area. Presently, collections are made in the entire city the second Saturday of each month, volun- teer groups collect paper, and two haulers collect other items. There are also drop -off sites for paper. No built -in financial incen- tives for recycling. St. Louis Park Program began with volunteer organization and continues to have strong public support. Pickup is twice a month on the same day as garbage collection, by a separate contractor. Residents were provided with 3 stackable containers. The city bills residents for garbage, compost and recycling pickup. The lowest rate is for those who recycle. ymouth Started with a monthly curbside pickup, single family through 4 -plex, also a drop -off center. Twice a month pickup started in April 1987. Tonnage was 114 tons per month at the end of 1987. Weekly collection started February 1988, on the same day city wide. A container was provided for each home. 283 tons were collected during the first month of the new program. Aggressive promotion has boosted participation, even though the city had no recycling program previous to 1986. 10 FACTORS WHICH CONTRIBUTE TO A SUCCESSFUL RECYCLING PROGRAM From the Rural Recycling Study by Susan Schmidt for the Minnesota Project, as reported in Resource Recycling Magazine, March /April 88. The purpose of this study of recycling programs in 3 cities, 2 counties and 2 townships was to find the factors which contributed to their success.. The conclusions are summarized below: Recycling is apt to have the greatest impact when: 1. Recycling is treated as a public service, like water, sewer & light. 2. Recycling is free from a need to "break even" on sale of recyclables. 3. Recycling's primary aim is waste management; secondary objectives are environmental preservation, jobs etc. 4 The unit of government involved in recycling is responsible for waste collection and disposal. 5. People with different interests participate in program: waste haulers, environmentalists, civic groups, general public & government. - 6. Citizens can experience and understand the connection between recycling and other waste management strategies. 7. The recycling collection method is the same as the trash collection method. 8. Most effective if residents are allowed to commingle recyclables -- (sorting not required) 9. A variety of collection methods are used; household pickup, drop -off and redemption center. 10. Processing and marketing responsibilities are regional in scope. This allows investment in recycling machinery and services which are prohibitively expensive for small programs trying to do it all. 12 Recycling . Goals for Edina 1988- 1992 Estimate # Goal for May 1989 - Residential Only I Tons of Tons of Total Residential Recycling Commercial Recycling Waste Recycling Year Goal Population* Waste Goal Waste Goal Tons Goal 1988 9% 44,976 20,110 1,810 34,123 3,071 54,233 4,881 1989# 10% 44,988 20,115 2,012 1989 13% 44,988 20,115 2,615 26,538 4,534 54,992 7,149 1990 16% 45,000 20,121 3,219 35,630 5,701 55,751 8,920 1992 39% 45,012 20,126 7,849 36,374 14,186 56,500 22,035 Estimate # Goal for May 1989 - Residential Only I 13 Recycling' Funding - Hennepin County Waste Reduction Rate County Funding % 0 to 5% 50 5 to 10% 60 10 to 16% 70 16% & up 80 Funding Qualification Minimums * Year Waste Reduction Rate 1988 5% 1989 10 % 1990 16% s Cities not reaching these rates shall have their funding reduced HENNEPIN COUNTY SOLID WASTE SYSTEM COSTS - 1990 - DISTRIBUTION OF WASTE (thousands of tons) ELK MM 296 HMC 1REUTCR IANDru 111 YDWSTR COMP RIMMING 50 119 Total 1,020,000 tons annually so 50 C 0 S T 40 P E 90 R T N 20 10 0 DISPOSAL COSTS * Enc nX KM LANDFU 19CTCL GUT TT COMM *costs exclusive of transfer station, and other administrative operating expenses (approx $16.0 million total). A 15 DEPARTMENT OF ENVIRONMENT AND ENERGY 822 South Third Street, Suite 300 HENNEPIN Minneapolis, Minnesota 55415 LlLl Phone: (612) 348 -6846 August 3, 1988 To Hennepin County Municipalities and Solid Waste Collectors and Disposal Facilities Subject: PROPOSED TIP FEE AT HENNEPIN COUN'T'Y WASTE FACILITIES Hennepin County will hold a public hearing August 25, 1988, regarding the proposed tip fee it will charge for solid waste disposal in Hennepin County. Enclosed is a copy of the official Notice of the Public Hearing. A $75.00 per ton fee is proposed by the County for 1989. The fee is designed to (cover all solid waste transfer, processing, recycling, and composting costs. aproximately sixty percent of the tip fee will go to cover the costs of the (waste- to-energy facilities, including both the mass -burn plant in downtown Minneapolis and the NSP -RDF facility in Elk River, as well as the costs of disposing of residue and ash from these two facilities and landfilling non - processible and excess waste. Twenty -two percent of the tip fee will be used to pay for the construction and „ operation of the transfer-stations, which transfers the solid waste to processing facilities. The County helps cities in the County fund their recycling programs, and approximately 16% of the tip fee will be utilized for these grants, for operating the County yard - waste - composting facilities and for the recycling portion of the transfer stations. Two percent of the tip fee will be used for household - hazardous -waste management and administration costs. The County desires to establish the 1989 tip fee as soon as possible to give waste haulers time to incorporate these increased tip fees into their 1989 rate schedules. It is estimated that the tip fee would go into effect about June 1, 1989. The County Board will establish the effective date a minimum of 60 days ahead of time. Please contact Dave Winter at 348 -4491 if you have questions or need more information. - -- HENNEPIN COUNTY an equal opportunity employer PRELIMINAkY BUB. TO CHANGE Ap ow 0 ay /r Az 1989 Annual Budget ,. , . M r10 J Table - -of Contents Page I. Summary Overview Revenue by Fund and Source 1-3 Expenditures by Fund & Source 4 - 6 II. General Government Overview Mayor Council 7-8 Administration 9-10 Planning 11-12 Finance 13-14 Election 15-16 Assessing 17-18 Legal & Court Services 19-20 III. Public Works Overview Administration Engineering Supervision Payroll Distribution Street Maintenance Street Lighting Street Name Signs Traffic Control Bridges /Guard Rails Storm Drainage Lakes & Ponds Sidewalks/Ramps/Parking Lots 21 -22 23-24 25-26 27-28 29-32 33-34 35-36 37-38 39 - 40 41-42. 43-44 45-48 1 1989 Annual Budget Fable of Contents, Page IV. Public Safety Overview Police Protection Civilian Defense Animal Control Fire Protection Public Health Inspections V. Park & Recreation Overview Administration Recreation Payroll Distribution Maintenance VI. Non - Departmental Overview Contingencies Special Assessments on City Property Capital Plan Appropriation Commissions & Special Projects VII. Appendix Central Services General City Hall Public Works Building Equipment Operation :apital Plan 49-52 53-54 55-56 57-60 61 -62 63-64 65-66 67-72 73-74 75-84 85-86 87-88 89-90 91 -94 95-96 97-98 99-100 101-102 awe ^� .1989 Annual Budget Summary of Revenues & Expenditures Taxes (7; Distribution of Revenues by Type Intergov't Aid (7 %) urges (15 %) Total Expenditures Overview Total Expenditures by Area Public Works (24 %) Public Safety (45 %) leneral Government (14 %) Non - Departmental (4 %) & Recreation (13 %) Summary of Expenditures by Type: of Expenditure ;.1 Contractual Services (13 %) Commc C.�L�.ie� /cede Equipment (8 %) __...._. _...__s (21 %) PACE - 2 REVENUES BY FUND i FUNCTION 1986 1987 1988 1989 GENERAL FUND: ACTUAL ACTUAL ESTIMATED BUDGETED TAXES: REAL fi PERSONAL PROPERTY TAXES $7,446,532 $7,966,499 $8,569;143 $8,569,143 $9,004,591 OTHER 27.940 21.825 25.000 30.000 25.000 TOTAL. TAXES 6 7,474.472 7.988.324 8.594.143 8,599.143 9,029.591 LICENSES i PERMITS: BEER fi LIQUOR 16,377 16,899 15,000 15,000 16,000 CIGARETTE 1,658 1,323 1,700 1,700 1,700 DOG fi IMPOUNDING FEES 8,978 7,856 9,000 12,000 10,000 FOOD fi SOFT DRINKS 39,061 38,897 33,000 30,000 39,000 GAS PUMPS_ TANKS fi BURNING 7,165 3,956 3,000 3,000 3,000 BOWLING, TAXI, fi PINBALL 7,623 8,865 6,000 5,000 10,000 SCAVENGER fi GARBAGE COLLECTORS 1,970 1,840 1,500 1,500 1,800 BUILDING 465,821 477,007 425,000 369,500 400,000 CESSPOOL fi SEWER 0 0 500 1,000 500 PLUMBING 51,262 56,871 50,000 52,500 55,000 SIGN 6,150 5,500 5,000 5,000 5,500 HEATING,VENTILATION fi MECHANICAL 57,075 58,638 47,000 48,000 60,000 OTHER 7,534 3,438 1,000 1,000 1,500 POOLS fi SPA 9,315 9,700 10,000 10,000 11,000 SPRINKLER 15.909 19.494 15.000 10.000 22.000 TOTAL LICENSES fi PERMITS 695.898 710.284 622.700 565.200 637,000 FEES i CHARGES: ENGINEERING fi CLERICAL 282,424 92,957 100,000 120,000 120,000 MUNICIPAL COURT FINES 401,203 515,172 510,000 500,000 510,000 CHARGES TO OTHER FUNDS 88,800 92,220 96,000 96,000 100,620 CONTRIBUTION FROM LIQUOR FUND 450,000 400,000 350,000 350,000 350,000 ASSESSING SEARCHES 26,399 18,425 20,000 30,000 25,000 PLANNING FEES 6,940 7,810 10,000 12,600 13,000 SALES fi RENTAL PROPERTY 35,871 50,695 15,000 15,000 20,000 MISCELLANEOUS REVENUE 14,917 36,031 15,000 15,000 20,000 INCOME ON INVESTMENTS 89,305 203,412 80,000 65,000 70,000 LABORATORY FEES 4,241 2,383 3,000 3,000 3,000 DONATIONS 390 0 500 2,500 500 FALSE ALARMS - POLICE 27,239 24;857 22,000 22,000 36;000 FALSE ALARMS - FIRE 210 4,650 4,500 4,500 5,000 REGISTRATION FEE - SWIMMING fi ACTIVITIES 30,893 46,291 63,000 60,000 65,000 - TRANSFER - UNAPPROPRIATED SURPLUS 0 0 0 25,000 0 SERVICES = HOUSING fi REDEVELOPMENT AUTHORITY 49,796 61,891 125,000 125,000 135,000 TRANSFER- RESERVE FOR COMMITMENTS 182,449 0 0 0 0 AMBULANCE SERVICE 230.306 290.019' 350.000 345.000 365.000 TOTAL FEES i CHARGES 1.921;383 1.846,813 1.764,000 1.790,600 1,838.120 TOTAL LICENSES i PERMITS AND FEES AND CHARGES $2,617,281 _$2,557,097 _$2,386.700 _$2,355,800 $2,475,120. 1986 1987 1988 1989 GENERAL FUND CONT'D: ACTUAL ACTUAL ESTTKATED BUDGETED AL AID: LOCAL GOVERNMENT AID $550,444 $549,704 $549,697 $549,697 $561,431 STATE HIGHWAY TAX 57,300 102,832 58,000 58,000 60,000 HOUSING ASSISTANCE AID 1,975 0 2,000 2,000 2,000 FEDERAL AID 21,287 13,202 20,000 20,000 20,000 . POLICE AID (1X) 150,000 177,566 137,000 137,000 145,000' TRANSFER - REVENUE SHARING 225,000 168,735 0 0 0 HENNEPIN COUNTY HEALTH PROGRAM 95,757 99,001 100,100 100.100 103,666 TOTAL INTERGOVERNMENTAL AID 1.101.763 1,111,040 866,797 866,797 892,097 TOTAL OPERATING REVENUE $11,193,516 $11,656,461 $11,847,640 $11,821,740 $12,396,808 CAPITAL PLAN: SPECIAL ASSESSMENTS $469,000 BUDGET (OPERATING). 180,000 TRANSFER -RENT 100,000 WORKING CAPITAL FUND 303,000 STATE AID 1,454,000 WATERSHED DISTRICT (SHARED) 0 EARNINGS: LIQUOR 30,000 UTILITIES 1,764,000 GOLF COURSE 0 TOTAL CAPITAL PLAN $2,958,000 $2,400,000 $2,416,000 $2,416,000 $4,300,000 EXPENDITURES BY FUND t FUNCTION TOTAL GENERAL GOVERNMENT 1.365.826 PUBLIC WORKS: 1986 GENERAL FUND: GENERAL GOVElUDIE7T: ACTUAL MAYOR 6 COUNCIL $43,577 ADMINISTRATION 344,385 PLANNING 155,288 FINANCE 200,004 ELECTION 64,760 ASSESSING 238,175 LEGAL 6 COURT SERVICES 319.637 TOTAL GENERAL GOVERNMENT 1.365.826 PUBLIC WORKS: 1988 ADMINISTRATION 86,616 ENGINEERING 389,325 SUPERVISION 419,337 STREET MAINTENANCE 1,195,361 STREET LIGHTING 276,986 STREET NAME SIGNS 39,127 TRAFFIC CONTROL 71,175 BRIDGES /GUARD RAILS 9,090 STORM DRAINAGE 27,901 LAKES 6 PONDS 6,648 SIDEWALKS,RAMPS 6 PARKING LOTS 41.036 TOTAL PUBLIC WORKS 2.562.602 PUBLIC SAFETY: 29,802 POLICE 2,679,211 CIVILIAN DEFENSE 43,186 ANIMAL CONTROL 50,292 FIRE 1,772,332 PUBLIC HEALTH 223,470 INSPECTIONS 202,762 TOTAL PUBLIC SAFETY 4,971.253 PARK DEPARTMENT: 100,400 ADMINISTRATION 435,464 RECREATION 85,750 MAINTENANCE 862.451 TOTAL PARK DEPARTMENT $1.383.665 PAGE - 4 1987 1988 95,438 1989 ACTUAL ESTIMATED BUDGETED 414,456 $53,842 $53,500 $53,500 $61,120 158,059 492,333 545,625 502,521 444,581 172,119 172,119 186,770 224,278 258,623 255,123 296,858 22,518 79,605 79,605 29,802 259,731 270,951 270,951 313,073 289.667 310.000 300,000 309.000 1,452,676 1.637,131 1.676.923 1.699.144 93,187 95,438 95,438 103,912 333,813 382,933 382,933 414,456 338,017 362,804 362,804 389,783 1,242,802 1,532,081 1,532,081 1,546,218 281,856 288,500 288,500 301,420 41,278 43,100 43,100 46,000 56,571 77,800 77,800 79,000 8,602 16,200 16,200 18,000 40,901 61,100 61,100 0 8,857 18,600 18,600 0 35,744 96,400 96,400 100,400 2,481,628 2,974,956 2,974,956 2,999,189 2,764,049 2,904,062 2,914,751 3,122,170 14,054 18,914 23,518 24,993 60,763 47,788 51,788 .53,415 1,790,843 1,829,140 1,785,416 1,896,117 245,719 254,802 254,802 273,308 202,859 205,860, 205,860 235,819 5,078,287 5,260,566 5,236,135 5,605,822 450,453 486,912 486,912 526,448 105,560 102,050 102,050 107,050 873,940 926,890 925,890 952.855 $1,429,953 $1,515,852 $1,514,852 _$1,586,353 PAGE - 5 EXPENDITURES BY FUND 4'FUNCTION 1986 1987 1988 1989 GENERAL FUND (CONT'D): ACTUAL ACTUAL ESTIMATED BUDGETED NON - DEPARTMENTAL EXPENDITURES: CONTINGENCIES $63,733 $28,755 $80,000 $80,000 $80,000 SPECIAL ASSESSMENTS 62,877 58,768 75,000 75,000 80,000 - CAPITAL PLAN APPROPRIATION 105,000 138,000 138,000 180,000 COMMISSIONS 5 SPECIAL PROJECTS 197,780 195,188 125,874 125,874 166,300, CENTRAL.SERVICES- CAPITAL OUTLAY 31,059 CAPITAL IMPROVEMENTS 40,000 PARK CONSTRUCTION 56,084 CENTRAL SERVICES 267.339 TOTAL NON - DEPARTMENTAL $718,872 $387,711 $418.874 $418,874 $506,300 TOTAL OPERATING EXPENDITURES $11,002,218 $10,830,255 $11,807,379 $11,821,740 $12,396,808 CAPITAL PLAN: CITY HALL: REPLACEMENT WINDOWS $25,000 PUBLIC WORKS BUILDING: BUILDING VENTILATION 35,000.. FIRE DEPARTMENT: PARKING 6 REMODELING 10,000 POLICE DEPARTMENT: COMPUTER AIDED DISPATCHING 75,000 PARKING RAMPS: 49 1/2 ST.- SEALING 10,000 STREETS S ALLEYS: NEW CONSTRUCTION: W.77TH 1/2 FROM MINNESOTA DR TO W. 77TH ST. 600,000 MINNESOTA DR. FROM FRANCE AVE TO EDINBOROUGH WAY 150,000 EDINBOROUGH WAY FROM W.70TH TP PARKLAWN AVE. 100,000 PARKLAWN AVE. FROM FRANCE AVE. TO BRIDGE 75,000 RECONSTRUCTION: MISC. STREET CONSTRUCTION (PETITION) 150,000 W.76TH FROM EDINBOROUGH WAY TO FRANCE AVE. 470,000 FRANCE AVE. FROM W.50TH TO W. 40TH 250,000 STREET LIGHTING: CONVERSION FROM MERCURY VAPOR TO LOW PRESSURE SODIUM - 75,000 SIDEWALKS & PATHS: GLEASON RD. FROM LOCHMOOR TO DEWEY HILL RD. 65,000 CROSSTOWN FROM PEACEDALE TO VALLEY VIEW 10,000 TRACY FROM NORTH OF COUNTY 62 TO VALLEY VIEW 28,000 XERXES FROM W.60TH TO W.62ND 35.000 _2,163,000 PAGE - 6 EXPENDITURES BY FUND t FUNCTION 1986 1987 1988 1989 CAPITAL PLAN CONT'D: ACTUAL ACTUAL ESTIMATED BUDGETED PARKS: WOODDALE SCHOOL DEMOLITION $25,000 VAN VALXENBURG PARR 250,000 WEBER PARR - REGRADE t REPAIR 8,000 _SWIMMING POOL: REPLACE FILTER SYSTEM 25,000 GUN RANGE: EQUIPMENT PISTOL RANGE 5,000 RECREATION CENTER (ARENA): FURNACE • 20,000 RECONDITION PAVILLION 10,000 LIQUOR: RESEAL PARKING LOTS 15,000 REPLACE HEATING AND AIR CONDITIONING 15,000 UTILITIES: REPLACE LIFT STATION WITH FLYGT STATION - DIVISION 50,000 PULL 2 -3 PUMPS ANNUALLY DUE TO RECENT HEAVY PUMPING 60,000 TOWER PAINTING 65,000 TREATMENT PLANT REPAIR 40,000 REPLACE RECORDERS AT WELLS t FILTER PLANTS 22,000 REPLACE CHLORINATORS 7,000 NEW WELL PUMPHOUSE TOWER AND CONTROL SYSTEM 1,500,000 WELL STARTERS (2) - CONCORD t WOODDALE 20,000 70TAL CAPITAL PLAN $2,958,000 $2,400,000 $2,416,000 $2,416,000 $4,300,000 General Government Planning Finance (17 %) Electio General Government Overview General Government - Distribution by Area Mayor & Council (4'Yg) al Services (18 %) General Government - Distribution by Expenditure Contractual Servici /GAO/\ Equipment (1 %) ral Services (18 %) CITY OF EDINA ANNUAL BUDGET PAGE - 7 FUND: FUNCTION: AREA: PROGRAM: -i GENERAL - 10 GENERAL GOVERNMENT MAYOR & COUNCIL 100 - 10 SUMMARY OF SERVICES Mayor & Council: The City Council constitutes the policymaking division of Edina City Government. The Council is composed.of the Mayor and four Council members, all elected at large for overlapping terms of four years. The Mayor is the official head of City Government and is the presiding officer at Council meetings. The Council meets on-the first and third Mondays of each month at the City Hall—The City Council also serves as the Housing Redevelopment Authority. Explanation of Change: Salaries are proposed to increase $150 monthly for the Mayor and $100 monthly for Council members. Total Mayor & Council Budget 1988 1989 % $53,500 $61,120 14.2 CITY OF EDINA ..ANNUAL BUDGET PAGE - 8 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT MAYOR b COUNCIL 100 - 10 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $21,533 $22,262 $21,450 $21,450 $28,050 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 789 816 0 0 0 4202 CONTINUING EDUCATION 85 987 4,600 4,600 4,600 4204 DUES fi SUBSCRIPTIONS 16 10 0 0 0 4206 MEETING EXPENSE 116 115 150 150 150 4208 MILEAGE 512 519 500 500 500 4260 INSURANCE 7,266 0 0 0 0 8,784 2,447 5,250 5,250 5,250 COMSODITIES: 4504 GENERAL SUPPLIES 540 513 100 100 100 c CENTRAL SERVICES: 4802 GENERAL 5,040 19,920 17,100 17,100 17,640 4804 CITY HALL' 7,680 8,700 9,600 9,600 10,080 12,720 28,620 26,700 26,700 27,720 TOTAL MAYOR fi COUNCIL $43,577 $53,842 $53,500 $53,500 $61,120 CITY OF. EDINA ANNUAL BUDGET PAGE - 9 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ADMINISTRATION 140 - 14 SUMMARY OF SERVICES Administration: Personal Services consist of one (1) Manager, two (2) Executive Management III's, two (2) Technical Management III's, two (2) Technical II's, and one (1) General I. The office of the City Manager is responsible for executing the policies adopted by the City Council. Specifically, the City Manager's office provides for the general management of the City and is responsible for the following: - Personnel compensation and benefits administration for 214 full -time employees and 500 part -time employees - Labor relations with three organized bargaining units - Risk management - Long -range planning - Maintenance of official records and minutes - Publication of ordinances and legal notices - Licensing - Policy research and implementation - Management of selected central services - Human relations - Staff service to the HRA - Employee training and career development - Facility management of City Hall Explanation of Changes: Comparable worth adjustments have been included in each department's budget rather than as a lump sum in Administration's budget as was the case last year. Professional services has been reduced to reflect completion of consulting services for the benefits analysis. Total Administration Budget 1988 $545,625 1989 % $502.,521 -7.9 CITY OF EDINA ANNUAL BUDGET PAGE - 10 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ADMINISTRATION 140 - 14 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $365,292 $328,751 4110 OVERTIME 3,500 3,500 $221,704 $240,707 $315,500 368,792 332,251 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 6,981 27,589 20,000 20,000 8,000 4202 CONTINUING EDUCATION 2,615 8,958 4,200 4,200 4,200 4204 DUES 6 SUBSCRIPTIONS 37,338 39,182 38,000 38,000 40,300 4206 MEETING EXPENSE 1,399 2,089 0 0 2,000 4208 MILEAGE 566 767 300 300 300 4210 LEGAL ADVERTISEMENTS 8,570 3,463 5,000 5,000 5,000 4288 INSURANCE 0 26,324 0 0 0 4290 POSTAGE 422 361 0 0 500 52,891 108,733 67,500 67,500 60,300 COMMODITIES: 4502 BOORS AND PAMPHLETS 101 276 150 150 150 4504 GENERAL SUPPLIES 662 1,173 150 150 170 4516 OFFICE SUPPLIES 15 252 100 100 100 4600 PRINTING 192 0 250 250 250 970 1,701 650 650 670 CENTRAL SERVICES: 4802 GENERAL 54,000 64,980 81,000 81,000 84,600 4804 CITY HALL 10,920 12,480 13,740 13,740 14,400 4808 EQUIPMENT OPERATION 3,900 4,260 3,600 3,600 3,600 68,820 81,720 98,340 98,340 102,600 EQUIPMENT: 4901 REPLACEMENT 11,720 5,343 5,343 6,700 4902 NEW 5,000 5,000 0 0 11,720 10,343 10,343 6,700 TOTAL ADMINISTRATION $344,385 $444,581 $492,333 $545,625 $502,521 CITY OF EDINA ANNUAL BUDGET PAGE - 11 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT PLANNING 120 - 12 SUMMARY OF SERVICES Planning: Personal Services consist of one (1) Executive Management II, one (1) Technical Management III, one (1) Technical Management II, and three - fourths (3/4) a Technical II. The Planning Department provides staff services to the City Council, the Planning Commission, the Board of Appeals and Adjustments, the Heritage Preservation Board and the Housing -and Redevelopment Authority (HRA). The department also handles the administration of the City's sign ordinance, the zoning ordinance, the subdivision ordinance, the Metro Rental Assistance Program, and the Federal Community Development Block Grant program. Total Planning Budget 1988 1989 % $172,119 $186,770 8.5 CITY OF EDINA ANNUAL BUDGET PAGE 12 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT PLANNING 120 - 12 SUMMARY OF EXPENDITURES 1988 1986 1987, 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $122,583 $134,338 4110 OVERTIME 3,000 3,000 $116,542 $113,808 $125,583 125,583 137,338 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 1,295 785 1,200 1,200 1,200 4204. DUES 6 SUBSCRIPTIONS 194 204 200 200 300 4206 MEETING EXPENSE 41 0 100 100 100 4208 MILEAGE 35 0 100 100 100 1,565 989 1,600 1,600 1,700 COMMODITIES: 4502 BOORS 6 PAMPHLETS 16 0 100 100 100 4504 GENERAL SUPPLIES 1,963 362 100 100 100 4508 PHOTOGRAPHIC SUPPLIES 282 19 100 100 100 4600 PRINTING 0 0 500 500 500 381 2,261 800 800 800 CENTRAL SERVICES: 4802 GENERAL 27,180 33,180 35,100 35,100 37,800 4804 CITY HALL 3,840 4,380 4,800 4,800 5,040 4808 EQUIPMENT OPERATION 3,900 4,260 1,800 1,800 1,800 41,820 34,920 41,700 41,700 44,640 EQUIPMENT: 4901 REPLACEMENT 0 1,061 2,436 2,436 2,292 4902 NEW 0 0 0 0 0 2,436 0 1,061 2,436 2,292 TOTAL PLANNING $155,288 $158,059 $172,119 $172,119, $186,770 CITY OF EDINA ANNUAL BUDGET PAGE - 13 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT FINANCE 160 - 16 SUMMARY OF SERVICES Finance: Personal Services consist of one (1) Executive Management III, one (1) Executive Management I, one Technical Management III, one (1) Technical II, two (2) half -time (1/2) Technical I's, and one -half (1/2) a General II. The Finance Department provides accounting and control services for all financial activities of the City. Major functions include: - During 1987 the Finance Department issued over 9,500 payroll checks on a payroll of close to $8,000,000 for 214 full -time and 500 part time or seasonal employees; - Preparation of annual budget, comprehensive annual report, enterprise profit and loss statements, bond statements, and other financial reports; - Issuance of 7,800 accounts payable checks on expenditures of over $34,000,000 for general operating, debt service, capital projects, enterprise activities and other City functions during 1987; - Performing financial analysis on investments and various proposals; and - Maintain records on $700,000 of liquor and wine inventory. Explanation of Changes:. LOGIS, in relation to an independent study on its that certain departments were being over or under will reflect these changes. According to the stu undercharged by approximately 1/3. 1988 Total Finance Budget $255,123 rate structure, determined charged and 1989 billings 3y, Finance was being 1989 % $296,858 16.4 CITY OF EDINA ANNUAL BUDGET . V.- _ ;. FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT FINANCE 160 - 16 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED' PERSONAL SERVICES: 4105 PAYROLL $164,902 $191,479 4110 CLERICAL & OVERTIME 3.000 3.000 $100.299 $119.091 $167.902 167,902 194.479 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 28,178 24,500 0 0 0 4202 CONTINUING EDUCATION 396 473 1,000 1,000 1,500 4204 DUES & SUBSCRIPTIONS 380 40 200 200 400 4206 MEETING EXPENSE 119 77 0 0 0 4208 MILEAGE 48 1,052 1,000 1,000 1,400 4212 ADVERTISING PERSONNEL 119 0 0 0 0 4216 ANNUAL AUDIT 1,557 3,850 3,200 3,200 3,500, 4226 EQUIPMENT RENTAL 723 241 1,200 1,200, 900 4233 DATA PROCESSING -LOGIS 25.937 28.744 24.500 21.000 33.125 57.457 58.977 31.100 27,600 40.825 COMMODITIES: 4502 BOORS & PAMPHLETS 0 0 50 50 50 4504 GENERAL SUPPLIES 788 515 400 400 450 788 515 450 450 500 CENTRAL SERVICES: 4802 GENERAL 36,240 39,360 42,600 42,600:, 48,600 4804 CITY HALL 5.220 5.940 6.600 6.600 6.840 41.460 45.300 49.200 49.200 55.440 EQUIPMENT: 4901 REPLACEMENT 0 395 5,471 5,471 5,614 4902 NEW 0 0 4,500 4.500 0 0 395 9.971 9.971 5.614 TOTAL FINANCE $200,004 $224,278 $258,623 $255,123 $296,858 CITY OF EDINA ANNUAL BUDGET PAGE - 15 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ELECTION 180 - 18 SUMMARY OF SERVICES Elections: Personal Services consist of one (1) Technical I of which one -half (1/2) the salary is billed to the school district as election costs. The City Clerk is responsible for conducting all national, state, county and City elections held in the City of Edina in even - numbered years. The City is divided into 20 voting precincts which must be equipped for conducting each election. The Clerk must recruit and train approximately 275 election judges in each election year. Approximately 3,000 absentee ballot applications are processed. The Clerk is also responsible for maintaining the permanent voter registration system for the City amounting to almost 35,000 registrations. In a twelve month period about 4,500 registration changes are processed. Explanation of Change: In 1989, no primary and general elections will be held. Total Election Budget 1988 1989 % _$79,605 $29,802 -62.6 CITY OF EDINA ANNUAL BUDGET FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ELECTION 180 - 18 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED. PERSONAL SERVICES: 4105 PAYROLL $9,756 $9,615- $10,205 $10.205 $11,252 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 37,190 5,970 50,000 50,000 10,000 4236 CUSTODIAL SERVICES 8,648 0 6,000 6,000 0 4260 INSURANCE 75 0 0 0 0 4290 POSTAGE 117 0 2.000 2,000 250 46.030 5,970 58,000 58,000 10,250 COMMODITIES: 4504 GENERAL SUPPLIES 813 72 1,200 1,200 150 4516 OFFICE SUPPLIES 268 12 600 600 100' 4600 PRINTING 993 129- 2,400 2.400 250 2,074 213 4.200 4,200 500 CENTRAL SERVICES: 4802 GENERAL 6,900 6.720 7.200 7,200 7,800 TOTAL ELECTION $64,760 $22,518 $79,605 $79,605 $29,802 CITY OF EDINA ANNUAL BUDGET PAGE - 17 FUND: I FUNCTION: I AREA: I PROGRAM: M0 GENERAL - 10 GENERAL GOVERNMENT ASSESSING SUMMARY OF SERVICES Assessing: Personal Services consist of one (1) Management III, two (2) Technical Management, I one (1) Technical IV, one (1) Technical I and one (1) General II and part -time help. The Assessing Department performs annual classification and valuation of Edina's 20,000 real estate parcels. The accepted approaches to value are considered in the appraisal process. All tangible changes to property that may affect market value are physically inspected using building permits as an informational source. Statistical analysis is performed on over 700 residential sales and existing assessor's market values each year, forming the basis for annual adjustments of values. Sales and the analysis of available income and expense data generate adjustments to commercial, industrial and apartment values. Because of the almost subjective nature of real estate value opinion and some classifications, dozens of tax court petitions and scores of abatements and individual appeals /reviews are processed annually. Dissemination of general and specific information, explanation of processes and procedures, trial preparation and negotiations with taxpayers or their legal representatives are on -going functions. Ratios of assessor's values to sale prices are compared, coordinated and argued annually between municipalities within Hennepin County to assure an acceptable level of assessment and equity of contribution to non -local jurisdictions. Ratios are also monitored and corrected within the Commissioner of Revenue's office to prevent undue adverse effects upon local aids and tax court 'decisions. Computing, notifying,..spreading and collecting of special assessments are also functions of the assessing department, with over 4,000 searches and pay statements provided annually. Explanation of Changes: LOGIS, in relation to an independent study on its rate structure, determined that certain departments were being over or under charged and 1989 billings will reflect these changes. According to the study, Assessing was being undercharged by approximately 1/3. Total Assessing Budget 1988 1989 % $270,951 $313,073 15.5 CITY OF EDINA ANNUAL BUDGET PAGE - 18 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT ASSESSING 200 - 20. SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $156,006 $155,866 $181,984 $181,984 $209,222 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 27,181 210 600 500 700 4202 CONTINUING EDUCATION 557 1,176 1,300 1,500 1,500 4204 DUES 6 SUBSCRIPTIONS 1,083 1,023 1,000 900 1,100 4206 MEETING EXPENSE 165 199 300 200 300 4208 MILEAGE 98 1,084 1,150 1,250 1,150 4233 DATA PROCESSING - LOGIS 0 28,605 20,000 20,000 30,959 29,084 32,297 24,350 24,350 35,709 COMMODITIES: 4504 GENERAL SUPPLIES 172 842 1,000 1,000 1,000 4600 PRINTING 353 105 100 100 100 525 947 1,100 1.100 1,100 CENTRAL SERVICES: 4802 GENERAL 44,100 47,640 50,400 50,400 53,400. 4804 CITY HALL 4,560 5,160 5,760 5,760 6,000 4808 EQUIPMENT OPERATION 3,900 4,260 3,600 3,600 3,600 52,560 57,060 59,760 59,760 63,000 EQUIPMENT: 4901 REPLACEMENT 0 13,561 3,757 3,757 4,042 TOTAL ASSESSING $238,175 $259,731 $270,951 $270,951 $313,073 CITY OF EDINA ANNUAL BUDGET PAGE - 19 FUND: FUNCTION: AREA: PROGRAM: LEGAL & GENERAL - 10 GENERAL GOVERNMENT COURT SERVICES 220 - 20 SUMMARY OF SERVICES Legal & Court Services.: The City requires the professional service of attorneys who are contracted for on an annual basis. They provide legal counsel and prepare the necessary ordinances and resolutions required to implement the wishes of the City Council. The Prosecuting Attorney defends the City in claims and suits and prosecute all cases arising out of violation.of .City ordinances. The following list constitutes the number of cases prosecuted in 1987: Arraignments 2,100 Pre- Trials 482 Court Trials 174 Jury Trials 140. Revocation Hearings 16 Total 2,912 Total Legal & Court Services Budget 1988 1989 % $300,000 $309,000 3.0 �0 CITY OF EDINA , ANNUAL BUDGET PAGE - 20 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 GENERAL GOVERNMENT LEGAL 6 COURT SERVICES 220 - 22 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED CONTRACTUAL SERVICES: 4201 PROFESSIONAL - PROSECUTING $135,357 $159,340 $125,000 $120,000 $125,000 . 4218 PROFESSIONAL - CIVIL 104,689 53,896 95,000 90,000 90,000 4244 HENNEPIN COUNTY - COURT CHARGE 24,904 28,378 30,000 30,000 31,000 4286 BOARD & ROOM - PRISONERS 54,687 48.053 60,000 60,000 63.000 TOTAL LEGAL S COURT SERVICES $319,637 $289,667 $310,000 $300,000 $309,000 l 1989 Annual Budget Public Works Street Maint. (52 %) Public Works Overview Public Works - Distribution by Area leering (14 %) Administration (3 %) Sidewalks (3 %) Bridges (1 %) raffic Ctrl. (3 %) Name Signs (2 %) ng (10 %) Public Works - Distribution by Expenditure Contractual Services (13 %) Commodities (13 %) - 1111 -1 -1 1---- 1- -1 Equipment (10 %) CITY OF EDINA ANNUAL BUDGET PAGE - 21 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS ADMINISTRATION 240 - 24 SUMMARY OF SERVICES Public Works Administration: Personal Services consist of one (1) Executive Management III,and one -half (1/2) a Technical II. This department provides supervision and policy guidance over various Public Works' departments. These crews are Engineering, Streets, Utilities and Equip- ment Operation. The .total permanent employment in the Public Works area is 57. The function of the City Engineer is also provide&under Public Works Admin- istration. Additionally, operating City liaison to other agencies such as MNDOT, Metro Council, Hennepin County, MTC, MWCC, Watershed Board, PCA, Minnesota Board of Health and other cities is provided through this account. 1988 1989 % Total Public Works Budget $2,974,956 $2,999,189 .8 CITY OF EDINA ANNUAL BUDGET PACE - 22 FUND: FUNCTION: AREA: PROGRAM: GENERAL,- 10 PUBLIC WORKS ADMINISTRATION 240 - 24 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $62,756 $64,401 $69,953 $69,953 $76,447 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 105 1,536 750 750 750 4204 DUES 6 SUBSCRIPTIONS 55 70 75 75 75 160 1,606 825 825 825 CENTRAL SERVICES: 4802 GENERAL 17,340 20,160 19,800 19,800 21,600 4804 CITY HALL 2,460 2,760 3,060 3,060 3,240 4808 EQUIPMENT OPERATION 3,900 4,260 1,800 1,800 1,800 23,700 27,180 24,660 24,660 26,640 TOTAL ADMINISTRATION $86,616 $93,187 $95,438 $95,438 $103,912 CITY OF EDINA ANNUAL BUDGET PAGE - 23 FUND: FUNCTION: AREA: PROGRAM: GENERAL -.10 PUBLIC WORKS ENGINEERING 260 - 26 SUMMARY OF SERVICES Engineering: Personal Services consist of one (1) Executive Management.I,- three (3) Technical Management IV's, two and one -half (2 1/2) Technical Management I's, one -half (1/2) Technical II and one (1) Technical I. The Engineering Department prepares plans, specifications and estimates for public construction projects. This includes street grading and surfacing, sanitary sewers, storm sewers, watermains and other structures and improvements. It supervises the construction of these projects and provides the necessary inspection to insure materials and workmanship are in accordance with project specifications. The department maintains records and files on all of the above mentioned activities and operates and maintains plan reproduction equipment. Explanation of Changes: The new equipment requested is for computer equipment. This system will be used for: 1. Retrieval of data from the computer and transposing it into working drawings for construction; 2. Permanent record keeping of engineering data; and 3. Associated paperwork for engineering and Public Works administration mailing lists, estimates, and payments. This will result in savings by reducing the need for contractual help, reduced time in performing mathematical functions, and more accurate record keeping within the department. CITY OF EDINA ANNUAL BUDGET n,,Q FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS ENGINEERING 260 - 26 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL" $249,782 $271,108 4110 OVERTIME 2.000 2.000 $271,720 $214,979 $251,782 .251.782 273.108 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 8,041 2,073 15,000 15,000 _ 15,000 4202 CONTINUING EDUCATION 0 268 100" 100 100 4204 DUES & SUBSCRIPTIONS 179 55 200 200 200 4206 MEETING EXPENSE 120 0 360 360 360 4208 MILEAGE 0 0 100 100 100 " 4246 PHYSICAL EXAMS 179 0 0 0 0 8,519 2',396 15,760 15,760 15.760 COMMODITIES: ' 4504 GENERAL SUPPLIES 3,442 3,030 3,000 3,000 3,200 4570 BLUEPRINTING 31264 2,988 3,600 3,600 3,800 4604 LUMBER S TOOLS 3.981" 1.825 2;000 2.000 2.300 10.687 7,843 8.600 8,600 9.300 CENTRAL SERVICES: 4802 GENERAL 53,100 54,900 61,200 61,200 69,000 4804 CITY HALL 4,740 5,400 6,000 6,000 6,240 4808 EQUIPMENT OPERATION 26.220 28.740 10.800 10,800 11.400 86.640 84.060 89.040 78,000 78.000 EQUIPMENT: 4901 REPLACEMENT 14,339 15,615 13,791 13,791 14,648 4902 NEW 0 3,940 15.000 15.000 15,000 14,339 19.555 28,791 28.791 29.648 TOTAL ENGINEERING $389,325 $333,813 $382,933 $382,933 $414,456 " - CITY OF EDINA ANNUAL BUDGET PAGE - 25 FUND: GENERAL - 10 Supervision - 280: FUNCTION: AREA: PUBLIC WORKS SUPERVISION SUMMARY OF SERVICES PROGRAM: 280 THRU 281 - 28 Personal services-consist of one (1) Executive Management II, one (1) Technical Management I, and one (1) Technical II. , The operations of the Public Works Department are overseen by the Public Works Superintendent. Some of the activities include: 1. maintaining a computerized vehicle management system to determine the expense of vehicle maintenance; 2. the purchasing and billing of equipment and supplies; and 3. maintaining an up -to -date inventory of the commodities used to service the City. Additionally, the Superintendent, through this account, plans and coordinates Public Works activities, maintains cost and work records and provides the training and instruction necessary to insure the men do their jobs most efficiently and effectively. Training - 281:. This program provides for the personal services time and aids required to provide the necessary training. CITY OF EDINA ANNUAL BUDGET PACE - 26 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS SUPERVISION 280 THRU 281 - 28 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED SUPERVISION - 280 PERSONAL SERVICES: 4105 PAYROLL _ $96,304 $103,783 4110 OVERTIME 500 500 $86:088 $83,855 $96,804 96,804 104,283 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 0 0 0 0 550 4204 DUES & SUBSCRIPTIONS 62 104 50 50 50 4246 PHYSICAL EXAMS 247 0 0 0 0 309 104 50 50 600 CENTRAL SERVICES: 4802 GENERAL 218,880 234,960 247,200 247,200 265,200 4806 PUBLIC WORKS BUILDING 12,120 12,600 12,600 12,600 12,900 4808 EQUIPMENT OPERATION 3,900 4,260 1,800 1,800 1,800 234,900 251,820 261,600 261,600 279,900 TOTAL SUPERVISION $321,297 $335,779 $358,454 $358,454 $384,783 h TRAINING- 281 PERSONAL SERVICES: 4105 PAYROLL $0 $702 $3,000 $3,000 $3,000 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 388 867 550 550 1,000 COMMODITIES: 4608 TRAINING AIDS 353 669 800 800 1.000 TOTAL TRAINING $741 $2,238 $4,350 $4,350 $5,000 PAID LEAVE 97,299 0 0 0 0 TOTAL SUPERVISION fi TRAINING $419,337 $338,017 $362,804. $362,804. $389,783 CITY OF EDINA ANNUAL BUDGET PAGE - 27 -FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STREET DEPARTMENT. SUMMARY OF SERVICES Street Department PAYROLL SUMMARY - DISTRIBUTION The Street Department consists of twenty -eight (28) personnel which include the following positions: One (1) Executive Management I One (1) Technical Management II Eleven (11) Heavy Equipment Operators Fifteen (15) Light Equipment Operators Additionally, six (6) summer employees are hired to assist in various projects. PUBLIC WORKS: TRAINING $3,000 CHARGE TO OTHER FUNDS: STREET MAINTENANCE: CENTRAL SERVICES: GENERAL MAINTENANCE 186,000 CITY HALL 5,100 STREET SWEEPING 86,000 PUBLIC WORKS BUILDING 12,200. STREET RENOVATION 112,000 EQUIPMENT OPERATION 12,000 SNOW & ICE REMOVAL 150,000 PARKS 35,700 STREET LIGHTING: ENTERPRISE FUNDS 68,600 REGULAR 3,000 ORNAMENTAL 11,000 TOTAL STREET PAYROLL $794,600 STREET NAME SIGNS. 29,000 -_ TRAFFIC CONTROL: SIGNAL MAINTENANCE 8,000 PAVEMENT MARKING 18,000 BRIDGES /GUARD RAILS 13,000 STORM DRAINAGE 0 LAKE & POND MAINTENANCE 0 PUBLIC SIDEWALKS: MAINTENANCE & REPAIR 8,000 SNOW & ICE REMOVAL 8,000 PARKING RAMP MAINTENANCE 13,000 PARKING LOTS 13,000 661,000 THIS PAGE IS INTENTIONALLY LEFT BLANK. CITY OF EDINA ANNUAL BUDGET PAGE - 29 FUND: FUNCTION: AREA: PROGRAM: STREET GENERAL - 10 PUBLIC WORKS MAINTENANCE 301 thru 310 - 30 SUMMARY OF SERVICES General Maintenance - 301: These funds are allocated for the general repairs made to the street; i.e, cracksealing, patching, sealcoating, skincoating, and curb repair. Crews totaling approximately five "man years" work on general maintenance of City street year round, weather permitting. Equipment - 305: This program provides funding for the replacement of existing equipment and the purchase of new equipment for all Public Works programs. Street Sweeping - 310: These funds are allocated for cleaning the 200 miles (800 lane miles) of City streets and 45 parking lots. Sweeping usually begins in early March, attempting to rid the streets and lots of winter sand to prevent being washed in the storm sewers. Six men are involved in the sweeping effort from early spring into the summer and begins again in the fall when leaves are swept up to prevent the.clogging of catch basins. CITY OF EDINA ANNUAL BUDGET 0s. ,A FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STREET MAINTENANCE 301 THRU 310 - 30 SUMMARY OF EXPENDITURES 1988 , 1986 1987 1989 ESTIMATED BUDGETED ACCT.. DESCRIPTION ACTUAL ACTUAL ADOPTED GENERAL MAINTENANCE - 301 PERSONAL SERVICES: 4105 PAYROLL $177,000 $186,000 4110 OVERTIME 1,000 1,000 $109,619 $154,991 $178,000 178,000 187,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 317 279 500 500 500 4226 EQUIPMENT RENTAL 433 784 500 500 500 . 4248 CONTRACTED REPAIR 6,624 16,284 10,000 10,000 10,000 4250 RUBBISH HAULING 1,709 2,972 2,000 2,000 3,000 4252 LIGHT 6 POWER 5,674 5,223 3,500 3',500 6,000 4258 WATER 5 SEWER SERVICES 0 0 1,000 1,000 1,000 4262 LAUNDRY 10,090 12,306 7,500 7,500 8,500 24,847 37,848 25,000 25.000 29.500 COMMODITIES: 4504 GENERAL SUPPLIES 16,651 11,195 8,000 8,000 12,000 4520 CALCIUM CHLORIDE 0 0 1,000 1,000 500 4522 SELECT MATERIALS 9,162 299 2,000 2,000 1,000 4524 ASPHALT MIX 16,180 26,955 25,000 25,000 25,000 4526 MC 1 OIL 0 0 8,000 8,000 4,000 4528 CONCRETE 484 966 1,000 1,000 1,000 4532 CLASS V MATERIAL 5,344 765 1,500 1,500 1,000 4580 TOOLS 6,835 5,797 4,500 4,500 5,000 4642 SAFETY EQUIPMENT 430 1,622 1,000 1,000 2,000 55,086 47,599 52,000 52,000 51,500 CENTRAL SERVICES: 4808 EQUIPMENT OPERATION 299,700 343,380 358,800 358,800 372,000 TOTAL GENERAL MAINTENANCE $489,252 $583,818 $613,800 $613,800 $640,000 EQUIPMENT - 305 EQUIPMENT: 4901 REPLACEMENT $229,022 $254,200 $290,181 $290,181 $283,718 4902 NEW 0 0 0 0 0 TOTAL REPLACEMENT $229,022 $254,200 $290,181 $290,181 $283,718' STREET SWEEPING - 310 PERSONAL SERVICES: 4105 PAYROLL $44,562 $73,704 $84,600 $84,600 $86,000 COMMODITIES: 4534 BROOMS 5,751 7,660 7,000 7,000 7,000 4536 WEARING SHOES 0 0 500 500 500 5,751 7,660 7,500 7,500 7,500 TOTAL STREET SWEEPING e $50,313 $81,364 $92,100 $92,100 $93,500 CITY OF EDINA ANNUAL BUDGET. PAGE - 31 FUND: FUNCTION: AREA: PROGRAM: STREET GENERAL - 10 PUBLIC WORKS MAINTENANCE 314 thru 320 - 30 .SUMMARY OF SERVICES Street Renovation - 314: This program incorporates 15 miles of street renovations yearly.. A 3 (three) step process is involved whereby 1. Cracks in the road are sealed with RC 800 oil; 2. A thin coat of asphalt is applied to bring the road to grade; and 3. A coat of RC 800 is applied on to the asphalt to rejuvenate the old asphalt and form a seal for the buckshot rock or trap rock which is applied last. Ten to 15.men are involved in street renovations working from mid -May (when road restrictions are lifted) until late August. Snow and Ice Removal - 318: Snow and ice removal in Edina constitutes a majority of the Street Department's work during the winter months. The City, which consists of 200 miles of street, 17 miles of sidewalk, 5 miles of alley, 273 cul- de -sacs, 45 parking lots and 2 parking ramps, is divided into 26 plow routes. The equipment involved in plowing includes 21 trucks with plows, 3 graders, 3 loaders and 1 sidewalk plow. Ten units are equipped with wings for more efficient plowing. I . Replacements - 320: • These funds are allocated to contractual repairs for repair projects too large for City maintenance crews and are overseen by the Engineering Department: CITY OF EDINA ANNUAL BUDGET PACE - 32 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STREET MAINTENANCE 314 THRU 320 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED RENOVATION - 314 PERSONAL SERVICES: 4105 PAYROLL $65,775 $91,781 $110,000 $110,000 $112,000 CONTRACTUAL SERVICES: 4248 CONTRACTED REPAIRS 0 0 5,000 51000 5,000 COMMODITIES: 4504 GENERAL SUPPLIES 488 98 4522 GRANULAR MATERIALS 31,448 10,789 25,000 25,000 25,000 4524 ASPHALT MIX 72,709 91,448 79,000 79,000 79,000 4526 MC 1 OIL 81,303 44,245 80,000 80,000 80,000 4528 CONCRETE 2,630 7,311 20,000 20,000 20,000 188,578 153,891 204,000 2041000 204,000 TOTAL RENOVATION $254,353 $245,672 $319,000 $319,000 $321,000 SNOW 6 ICE REMOVAL - 318 PERSONAL SERVICES: 4105 PAYROLL $157,000 $150,000 4110 OVERTIME 12,000 12.000 162,000 $90,469 $54,685 $169,000 169,000 CONTRACTUAL SERVICES 4201 PROFESSIONAL SERVICES 119 0 0 0 0 COMMODITIES: 4504 GENERAL SUPPLIES 6,415 835 10,000 10,000 5,000. 4520 CALCIUM CHLORIDE 2,260 1,666 1,000 1,000 2,000 4522 SAND 20,406 12,908 18,000 18,000 20,000 4538 SALT 12,752 7,654 19,000 199000 19,000 23,063 41,833 48,000 48,000 46,000 TOTAL SNOW & ICE REMOVAL $132,421 $77,748 $217,000 $217,000 $208,000 REPLACEMENTS - 320 CONTRACTUAL SERVICES 4201 CONTRACTED CONSTRUCTION $40,000 $0 $0 $0 $0 TOTAL REPLACEMENTS $40,000 $0 $0 $0 $0 TOTAL STREET MAINTENANCE $1,195,361 $1,242,802 $1,532,081 $1,532,081 $1,546,218 CITY OF EDINA ANNUAL BUDGET PAGE 33 FUND: FUNCTION: AREA: STREET GENERAL - 10 PUBLIC WORKS LIGHTING SUMMARY OF SERVICES PROGRAM: 321 thru 322 - 30 Regular Street Lighting - 321: In the City, there are 1,685 NSP owned street lights; for the most part, "over the roadway" lights attached to existing NSP service poles. The funds in this program are used for rental fees and power. Ornamental Street Lighting - 322 The City owns 558 ornamental street lights. Ornamental lights include decorative or architectural lighting that has a unique design head and pole, or in some cases, antique lighting. The City is responsible for all parts and maintenance of the lights, including underground wiring and painting of the poles. The funds in this program are expended on power parts, replacement fixtures, poles and lamps.. CITY OF EDINA ANNUAL BUDGET PAGE - 34 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STREET LIGHTING 321 THRU 322 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED REGULAR - 321 PERSONAL SERVICES: _4105 PAYROLL $0 $0 $2,600 $2,600 $3,000 CONTRACTUAL SERVICES: 4248 CONTRACTED REPAIRS 713 0 1,000 1,000 1,000 4252 LIGHT & POWER 159,780 146,538 155,000 155,000 160,000 160,493 146,538 156,000 156,000 161,000 COMMODITIES: 4540 REPAIR PARTS 0 0 500 500 500 TOTAL STREET LIGHTING REGULAR $160,493 $146,538 $159,100 $159,100 $164,500 ORNAMENTAL - 322 PERSONAL SERVICES: 4105 PAYROLL $7,092 $6,754 $11,200 $11,200 _ $11,000 CONTRACTUAL SERVICES: 4248 CONTRACTED REPAIRS 108 0 1,000 1,000 1,000 4252 LIGHT & POWER 101,529 122,064 107,200 107,200 112,920 101,637 122,064 108,200 108,200 113,920 COMMODITIES: 4504 GENERAL SUPPLIES 7,554 4,108 6,000 6,000 6,000 4540 REPAIR PARTS 210 2,392 4,000 4,000 6,000 7,764 6,500 10,000 10,000 12,000 TOTAL STREET LIGHTING ORNAMENTAL $116,493 $135,318 $129,400 $129,400 $136,920 TOTAL STREET LIGHTING $276,986 $281,856 $288,500 $288,500 $301,420 h CITY OF EDINA ANNUAL BUDGET PAGE - 35 FUND: FUNCTION: AREA: PROGRAM: STREET NAME SIGNS/ GENERAL - 10 PUBLIC WORKS TRAFFIC SIGNS 325 - 30 SUMMARY OF SERVICES Street Name Signs/Traffic Signs - 325: The funds for this program are.used for the maintenance and replacement of the City's 2,200 street name signs. These signs usually last 6 to 7 years, however, most are replaced earlier due to damages or vandalism at a rate of roughly 10% a year. The traffic sign account covers maintenance and replacement of approximately 2,500 traffic signs. U CITY OF EDINA ANNUAL BUDGET PACE - 36 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS TRAFFIC 6 STREET NAME SIGNS 325 - 32 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED. PERSONAL SERVICES: 4105 PAYROLL $22,288 $22,812 $27,100 $27,100 $29,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 0 0 0 1,000 COMMODITIES: 4504 GENERAL SUPPLIES 4,258 6,556 5,500 5,500 5,500 4542 SIGNS 6 POSTS 12,286 11,447 10,000 10,000 10,000 4544 PAINT 295 463 500 500 500 16,839 18,466 16,000 16,000 16,000. TOTAL STREET NAME SIGNS $39,127 $41,278 $43,100 $43,100 $46,000 CITY OF EDINA ANNUAL BUDGET PAGE - 37 FUND GENERAL - 10 FUNCTION: PUBLIC WORKS AREA: TRAFFIC CONTROL SUMMARY OF SERVICES Traffic Signal Maintenance - 330: PROGRAM: 330 THRU 335 - 30 The City owns and maintains six traffic signal systems, and in conjunction with the State, maintains an additional six signal systems. Electronic maintenance is performed down to the component level on all printed circuit boards. Ninety percent of the funds from this account are applied toward light and power with the remaining 10% directed towards parts, back -up . equipment and test equipment. Pavement Marking - 335: The City sign shop, which is responsible for pavement marking, consists of .2 men, 1 truck, 2 stripers, and 1 trailer. The bulk of the funds for this account are directed towards the following projects: Project Materials Used - Centerline striping of State aid streets 450 gallons paint - Lane striping 250 gallons paint - Painting legends & arrows on pavement and parking lots; and 70 school crossings 50 gallons paint Additionally, the sign shop is responsible for striping the City's 45 parking lots and painting the centerline and messages on Cornelia and Bredeson Park walking paths. Also, the 4544 line item now includes permanent pavement marking materials. We have found that some high traffic areas and concrete streets do not hold paint very well. We have changed to different materials which last longer. CITY OF EDINA ANNUAL BUDGET PAGE - 38 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS TRAFFIC CONTROL 330 THRU 335 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED TRAFFIC SIGNAL MAINTENANCE -330 PERSONAL SERVICES: . 4105 PAYROLL $16,853 $41095 $7,300 $7,300 $8,000 CONTRACTUAL SERVICES: 4248 CONTRACTED REPAIRS 0 0 500 500 500 4252 LIGHT S POWER 30,961 29,748 32,000 32,000 32,000 4274 EQUIPMENT MAINTENANCE 0 0 4,000 4,000 4,000 30,961 29,748 36,500 36,500 36,500 COMMODITIES: 4504 GENERAL SUPPLIES 775 798 1,000 1,000 1,000 4540 REPAIR PARTS 1,294 796 3,000 3,000 3,000 2,069 1,594 4,000 4,000 4,000 TOTAL TRAFFIC SIGNAL MAINTENANCE $49,883 $35,437 $47,800 $47,800 $48,500 PAVEMENT MARKING - 335 PERSONAL SERVICES: 4105 PAYROLL $12,452 $13,363 $22,000 $22,000 $18,000 CONTRACTUAL SERVICES: ^\ 4201 PROFESSIONAL SERVICES 0 0 500 500 500 COMMODITIES: 4504 GENERAL SUPPLIES 2,658 1,234 1,000 1,000 1,000 4544 PAINT 6 PAVEMENT MARKING 6,182 6,537 6,500 6,500 11,000 12,000 8,840 7,771 7,500 7,500 TOTAL PAVEMENT MARKING $21,292 $21,134 $30,000 $30,000 $30,500 TOTAL TRAFFIC CONTROL $71,175 $56,571 $77,800 $77,800 $79,000 CITY OF EDINA ANNUAL BUDGET . PAGE - 39 FUND: FUNCTION: AREA: PROGRAM: BRIDGES/ GENERAL - 10 PUBLIC WORKS GUARD RAILS. 343 - 30 SUMMARY OF SERVICES Bridges /Guard Rails - 343: The-sign shop is responsible for the sanding, priming and painting of bridge rails and guideposts. There are 18 bridges and culverts in the City. Major deck repairs are taken care of by outside contractors. Additionally, there are numerous guard rail locations throughout the City requiring periodic maintenance. CITY OF EDINA ANNUAL BUDGET s„V -.AA FUND: FUNCTION: AREA: PROGRAM: BRIDGES/ GENERAL - 10 PUBLIC WORKS GUARD RAILS 343 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED. ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED BRIDGES /GUARD RAILS - 343 PERSONAL SERVICES: 4105 PAYROLL $6,419 $7,150 $11,200 $11.200 $13.000 CONTRACTUAL SERVICES: 4226 EQUIPMENT RENTAL 0 0 500 500 500 COMMODITIES: 4504 GENERAL SUPPLIES 1,005 817 3,000 3,000 3,000 4546 GUARD RAIL MATERIAL 1.666 635 1.500 1,500 1,500 2.671 1,452 4,500 4.500 4,500 TOTAL BRIDGES /GUARD RAILS $9,090 $8,602 $16,200 $16,200 $18,000 CITY OF EDINA ANNUAL BUDGET PACE - 41 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STORM DRAINAGE 345 - 30 SUMMARY OF SERVICES Storm Drainage: Maintenance to the City's 85 miles (approx.) of storm sewer and 2,500 (approx.) catch basins occurs on a demand basis with 60% of the funds going towards rebuilding deteriorated storm sewer catch basins and man- holes. Replacing and /or relocating broken or deteriorated pipe or culvert constitutes 20% of the funds, with the remaining 20% allocated for purchase of castings, rip -rap and the maintenance, repairs, and the power and lights for storm lifts. Temporary drainage funds are utilized on an as needed basis for emergency pumping and sandbagging during heavy storms and spring thaw. Explanation of Change: This area will be placed in the storm utility fund in 1989. CITY OF EDINA ANNUAL BUDGET PACE - 42 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS STORM DRAINAGE 345 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT: DESCRIPTION ACTUAL ACTUAL ADOPTED STORM DRAINAGE - 345 PERSONAL SERVICES: 4105 PAYROLL $16,159 $26,818 $39,900 $39,900 $0 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES. 1,148 0 800 800 0 4224 TELEVISION INSPECTION 0 0 1,300 1,300 0 4252 LIGHT & POWER 6,123 6.291 7,000 7,000 0 7,271 6,291 9.100 9,100 0 COMMODITIES: 4504 GENERAL' SUPPLIES 1,689 3,284 3,600 3,600 0 4518 FILL MATERIALS 435 1,182 500 500 0 4550 PIPE 1,078 906 5,500 5,500 0 4552 CASTINGS AND CEMENT 1,269 2,420 2,000 2,000 0 4554 HEADWALLS AND CEMENT 0 0 500 500 0 4,471 7,792 12,100 12,100 0 TOTAL STORM DRAINAGE $27,901 $40,901 $61,100 $61,100 $0 CITY OF EDINA ANNUAL BUDGET PAGE - 43 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS LAKES & PONDS 358 - 30 SUMMARY OF SERVICES Lake and Pond Maintenance - 358: Funds for this account are applied towards aquatic weed control in the City lakes, creeks and ponds in 22 locations. Methods for control include the application of weed killers and /or dredging. Larger projects are taken care of by contracted services. Millpond and Indianhead Lake are neighborhood supported. Explanation of Change: This area will be placed in the storm utility fund in 1989. CITY OF EDINA ANNUAL BUDGET PAGE - 44 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC WORKS LAKES AND PONDS 358 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $49 $389 $3,100 $3:100 $0 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 5,608 6,808 12,000 12,000 0 4252 LIGHT AND POWER 991 1,016 1,000 1,000 0 4310 LICENSES AND PERMITS 0 0 1,000 1,000 0 6,599 7,824 14,000 14,000 0 COMMODITIES: 4504 GENERAL SUPPLIES 0 368 500 500 0 4548 RIP -RAP, HEADWALLS b SPECIAL STRUCTURES 0 276 1,000 1,000 0 .. 0 644 1,500 1,500 0 TOTAL LAKES C PONDS $6,648 $8,857 $18,600 $18,600• $0 CITY OF EDINA ANNUAL BUDGET PAGE - 45 FUND: FUNCTION: AREA: PROGRAM: SIDEWALKS - RAMPS GENERAL.- 10 PUBLIC WORKS PARKING LOTS 365 THRU 375 - 30 SUMMARY OF SERVICES Sidewalks - Maintenance and Repair - 365: .Maintenance and repairs for the City's 17 miles of sidewalk begin.in the early spring with the sweeping of winter sand and proceed through the summer and fall with maintenance on an as needed basis by the City street crews. Sidewalks - Snow & Ice Removal - 370: Removal of snow from the City's 17 miles of sidewalk is another _responsibility of the street department. One snow plow/blower is used to accomplish this task. Under normal conditions it takes 3 to 5 days to clear walks. Parking Ramp Maintenance - 375: The City owns 2 parking ramps in downtown Edina. Each ramp consists of 3 levels with 302 spaces in the south ramp and 274 spaces in the north ramp. The funds from this account are allocated towards plowing, sweeping, lighting,--and cleaning supplies and contractual services. CITY OF EDINA ANNUAL BUDGET PACE - ae FUND: FUNCTION: AREA: PROGRAM: SIDEWALKS - RAMPS GENERAL - 10 PUBLIC WORKS PARKING LOTS 365 THRU 375 - 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED SIDEWALKS - MAINTENANCE & REPAIR - 365 PERSONAL SERVICES: 4105 PAYROLL- $5,233 $2,399 .$7,700 $7,700- $8,000 COMMODITIES: 4504 GENERAL SUPPLIES 0 495 2,000 2,000 1,000 4518 FILL 195 495 2,000 2,000 2,000 4524 BLACKTOP 0 0 2,000 2,000 2,000 4528 CONCRETE 268 0 2,000 2,000 2,000 463 990 81000 8,000 7,000 TO_ TAL SIDEWALK - NAINTENANCE 6 REPAIR $5,696 $3,389 $15,700 $15,700 $15,000 SIDEWALKS - SNOW 6 ICE REMOVAL - 370 PERSONAL SERVICES: 4105 PAYROLL $7,700 $8,000 4110 OVERTIME 1,000 1,000 $2,317 $1,804 8,700 8,700 9,000 COMMODITIES: 4504 GENERAL SUPPLIES 0 0 500 500 500 TOTAL SIDEWALK - SNOW i ICE RE WAL $2,317 $1,804 $9,200 $9,200 $9,500 PARKING RAMP MAINTENANCE - 375 PERSONAL SERVICES: 4105 PAYROLL $12,300 $13,000 4110 OVERTIME 1,000 1,000 $3,362 $2,985 13,300 13,300 14,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 525 0 4,000 .4,000 4,000- 4252 LIGHT AND POWER 24,020 22,807 27,000 27,000 27,000 4260 INSURANCE 4,592 0 0 0 0 29,137 22,807 31,000 31,000 31,000 COMMODITIES: 4504 GENERAL SUPPLIES 74 1,437 1,600 1,600 1,000 4512 CLEANING SUPPLIES 0 0 800 800 400 4540 REPAIR PARTS 0 477 0 0 2,000 74 1,914 2,400 2,400 3,400 TOTAL PARKING RAM? MAINTENANCE $32,573 $27,706 $46,700 $46,700 $48,400 CITY OF EDINA ANNUAL BUDGET PAGE - 47 FUND: FUNCTION: AREA: PROGRAM: SIDEWALKS - RAMPS GENERAL - 10 PUBLIC WORKS PARKING LOTS 380 - 30 SUMMARY OF SERVICES Parking Lot Maintenance - 380: Funds for this program are directed toward maintaining the City's parking lots. Maintenance includes sweeping, plowing and striping of the lots and is accomplished by the street department. CITY OF EDINA ANNUAL BUDGET FUND: FUNCTION: AREA: PROGRAM: SIDEWALKS — RAMPS GENERAL — 10 PUBLIC WORKS PARKING LOTS 380 — 30 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED . BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PARKING LOT MAINTENANCE — 380 PERSONAL SERVICES: 4105 PAYROLL $450 $429 $12,300 $12,300 $13,000 CONTRACTUAL SERVICESe 4201 PROFESSIONAL SERVICES 0 0 250 250 250 COHMODITIES: 4504 GENERAL SUPPLIES 0 0 250 250 250 4522 SAND, GRAVEL, & ROCK 0 0 1,000 1,000 1,000 4524 BLACKTOP 0 2,416 10,000 10,000 10,000 4526 ROAD OIL 0 0 1,000 1,000 3,000 0 2,416 12,250 12,250 14,250 TOTAL PARKING LOTS 450 2,845 24,800 24,800 27,500 TOTAL SIDEWALKS — RAMPS 5 PARKING LOTS. $41,036 0 $35,744 $96,400 $96,400 $100,400 e 1989 Annual Budget Public Safety Public Safety Overview Public Safety - Distribution by Area 0-1;— /ccot 1 Inspections (4 %) lealth (5 %) Public Safety - Distribution by Expenditure Salaries (66 %) —� Contractual Sr LSI" Equipment (6 %) as (21%) CITY OF EDINA ANNUAL BUDGET PAGE - 49 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC.SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF SERVICES Police: Personal services consist of three - fourths (3/4) of an Executive Management III, one (1) PS Management III, four (4) PS Management II's, seven (7) PS Management I's, two (2) PS General II's, two (2) Technical II's, one (1) General I, thirty (30) bargaining employees, police dispatchers and community service officers. The City of Edina Police Department is called upon to perform many emerg- ency and public service tasks throughout the year. In 1987, the department responded to nearly 20,000 calls for service which involved medicals, fires, emergencies,,accidents, animal control problems, vehicle and residential lockouts, thefts, damage to property, suspicious persons & vehicles, alarm responses as well as public service and educational activities. The City reported approximately 1,700 major Part I crimes such as burglary, robbery, assault, etc., with an additional 1,100 misdemeanor or lessor crimes also reported. Police respond to emergency calls within four minutes and to non - emergency calls within ten minutes under normal conditions. The Police Department is also responsible for educating the public in crime prevention techniques, investigation of all felony crimes against persons and, where warranted, other crimes as well. Over 80% of the total Police budget is directly or indirectly spent on labor. Labor is distributed with 79% dedicated to patrol functions, 15% for investigations and 6% for administration. The Police Department operates 1,095 shifts, 7 days a week, 24 hours per day and maintains an average patrol strength of 5.2 officers at any given time. Explanation of Changes: Personal Services: 1. Increase of $10,000 for contractual severance payments during 1989. 2. Addition of a General I to the clerical staff - $18,413. The administrative workload has doubled since 1972, with no clerical staff additions. Computerization and the use of part -time employees to manage the workload have been exhausted. Police officer time is being used for clerical functions, which is not cost effective. The service level has been reduced and quality has eroded. 3. Contractual provisions on eligibility, the Fair Labor Standards Act (FLSA), and minimum manning requirements contribute to a budgeted overtime increase of $15,000 and cannot be overcome by management practices. Continuing Education: 1. This amount is received from the State of Minnesota and is dedicated to providing police officer training. Monies originate from the 10% surcharge on court fines. Service Contract - Equipment: 1. Increase of $10,000 based on obtaining a service contract on the communications center as warranties expire in early 1989. CITY OF EDINA ANNUAL BUDGET PAGE - 50 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED POLICE SERVICES - 420 PERSONAL SERVICES: 4105 PAYROLL $1,912,884 $2,058,728 4110 OVERTIME 16.500 31.500 $1.800.622 $1,819.490 $1.940,000 1.929.384 2.090,228 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 2,146 1,911 2,500 2,000 2,000 4202 CONTINUING EDUCATION 439 0 10,000 10,000 14,000 4204 DUES 6 SUBSCRIPTIONS 517 573 500 650 650 4206 MEETING EXPENSE 410. 443 400 350 350 4208 MILEAGE 3,042 3,833 3,000 300 300 4226 EQUIPMENT RENTAL 16,040 17,346 25,000 25,795 27,000 4233 DATA PROCESSING -LOGIS 20,807 27,289 37,000 37,200 30,760 4262 LAUNDRY 349 162 300 500 500 4266 UNIFORM ALLOWANCE 24,485 30,853 20,000 20,100 28,000 4268 TELETYPE SERVICE 450 600 1,200 2,320 2,320 4272 PSYCHOLOGICAL TESTING 830 0 0 0 0 4274 EQUIPMENT MAINTENANCE 4,702 5,487 6,380 6,380 6,380 4283 RANGE RENTAL 2,400 2,400 3,000 3,000 3,000 4288 SERVICE CONTRACT- EQUIP. 1.507 1.520 1.500 1.716 11,700 126.960 78.124 92.417 110.780 110.311 COMMODITIES: 4502 BOORS AND PAMPHLETS 172 260 988 350 1,000 4504 GENERAL SUPPLIES 3,440 3,891 4,800 4,500 4,800 4508 PHOTOGRAPHIC SUPPLIES 3,016 1,447 2,500 2,700 2,700 4510 FIRST AID SUPPLIES 156 177 350 364 350 4572 AMMUNITION 7,596 4,051 7,600 7,644 7,600 4600 PRINTING 5,929 6,306 6,500 6,552 6,500 4642 SAFETY EQUIPMENT 1.469 916 1.924 1.924 1,084 $21.778 $17,048 $24,662 $24,034 $24,034 CITY OF EDINA ANNUAL BUDGET PAGE - 51 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 Total Police Budget Reserve Program - 430: SUMMARY OF SERVICES 1988 1989 % $2,914,751 $3,122,170 7.1 The reserve program is comprised of the Senior Police Reserve (8 members), .Explorer Post 925 (20 members), the.Edina Police Reserve (12 members) and the Police Senior Volunteers (7 members). Senior Police Reserves perform 640 hours of contract work ranging from crime prevention to personnel recruiting. Explorer Post 925 contributes approximately 2,000 hours of public services to various community events and programs. This is in response to career orientation and training provided by the Police Department. The Edina Police Reserve serves the community in excess of 1,800 hours annually. They perform work during special events and provide non - emergency service work and patrol. The Police senior volunteers work four hours a day, five days a week for a total of 1,000 hours annually. Telephone answering, receptionist work and other administrative tasks are performed. -CITY OF EDINA ANNUAL BUDGET PAGE - 52 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF EXPENDITURES 1988. 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CENTRAL SERVICES: 4802 GENERAL $396,000 $492,000 $528,000 $528,000 $542,400 4804 CITY HALL_ 33,480 38,160 42,120 42,120 44,160 4808 EQUIPMENT OPERATION 140,640 155,820 123,000 123,000 127,800 570,120 685,980 693,120 693,120 714,360 EQUIPMENT: 4901 REPLACEMENT 208,567 146,880 120,000 142,402 148,688 4902 NEW 0 2,211 0 0 0 208,567 149,091 120,000 142,402 148,688 TOTAL POLICE SERVICES $2,679,211 $2,764,026 $2,888,562 $2,899,251 $3,104,270 RESERVE PROGRAM - 430 PERSONAL SERVICES: 4105 PAYROLL $0 $0 $9,600 $9,600 $11,100 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 0 2,500 2,500 3,000 4206 MEETING EXPENSE 0 600 600 1,000 4266 UNIFORM ALLOWANCE 0 2,000 2,000 2,000 0 0 5,100 5,100 6,000 COMMODITIES: 4504 GENERAL SUPPLIES 23 300 300 300 4572 AMMUNITION 0 0 0 0 0 23 300 300 300 EQUIPMENT: 4901 REPLACEMENT 0 • 0 500 500 500 TOTAL RESERVE PROGRAM $0 $23 $15,500 $15,500 $17,900 TOTAL POLICE PROTECTION $2,679,211 $2,764,049 $2,904,062 $2,914,751 $3,122,170 CITY OF EDINA ANNUAL BUDGET PAGE - 53 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY CIVILIAN DEFENSE 460 - 46 SUMMARY OF SERVICES Civilian Defense: Personal Services consist of one - fourth (1/4) the time of an Executive Management III. This is a cumulative estimate of Police department time of the Director, Coordinator and administrative specialists. The objective of the Civilian Defense program is to prepare the community for disasters or emergencies - natural or man -made. This is accomplished by compliance with Federal, State and County guidelines for emergency preparedness planning. Action plans are developed and practiced at the City level. This activity coupled with ten air warning sirens, ensures the operation of government and the maintenance of emergency services during disasters. Total Civilian Defense Budget 1988 1989 % $23,518 $24,993 6.3 CITY OF EDINA ANNUAL BUDGET PAGE - 54 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY CIVILIAN DEFENSE 460 - 46 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $16,243 $13,133 $14,554, $14,554 $16.029 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 736 0 1,000 1,000 1,000 4202 CONTINUING EDUCATION 1,176 286 300 300 300 4204 DUES 6 SUBSCRIPTIONS 75 45 45 45 45 4252 LIGHT AND POWER 491 496 678 678 675 4256 TELEPHONE 516 94 87 87 90 4266 UNIFORM ALLOWANCE 2.573 0 0 0 0 5.567 921 2.110 2.110 2.110 COMMODITIES: 4504 GENERAL SUPPLIES 2,064 0 1,000 1,000 1,000 4572 AMMUNITION 394 0 0 0 0 2.458 0 1,000 1.000 1.000 EQUIPMENT: 4901 REPLACEMENT 18,918 0 1,250 5,854 5.854 TOTAL CIVILIAN DEFENSE $43,186 $14,054 $18,914 $23,518 $24,993 CITY OF EDINA ANNUAL:BUDGET PAGE 55 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY ANIMAL. CONTROL 470 - 47 SUMMARY OF SERVICES .Animal Control: Personal services consist of one (1) Public Safety General II. Animal control is provided 16 hours per day by augmenting the one Animal Control Officer with CSO's responding to calls for service. Animal control is a function of the Police Department. The Animal Control Officer is responsible for the enforcement of the City's animal- related ordinances and also assists City residents with animal control problems, both wild and domestic. Approximately 3,000 calls for service are responded to annually. Priorities for animal control are the safety and protection of persons, the well- being of the City's animal population,.and protection of property. 1988 1989 % Total Animal Control Budget $51,788 $53,415 3.1 CITY OF EDINA ANNUAL BUDGET PAGE - 56 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY ANIMAL CONTROL 470 - 47 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $25,688 $26,715 4110 OVERTIME 1.500 1.500 $26.899 $27,721 $27,188 27.188 28.215 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 353 1,425 650 650 650 4278 KENNEL SERVICES 4,950 6.142 5,500 5.500 5.500 5.303 7.567 6.150 6.150 6.150 COMMODITIES: 4504 GENERAL SUPPLIES 3.050 3,066 3.000 3.000 3.000 CENTRAL SERVICES:. 4802 GENERAL 5,460 6,360 6,600 6,600 7,200 4808 EQUIPMENT OPERATION 5,580 6,120 3,600 3,600 3,600 11,040 12,480 10,200 10,200 10,800 EQUIPMENT: 4901 REPLACEMENT 4,000 9.929 1.250 5,250 5.250 TOTAL ANIMAL. CONTROL $50,292 $60,763 $47,788 $51,788 $53,415 CITY OF EDINA ANNUAL BUDGET PAGE - 57 FUND: I FUNCTION: I ARFIRE PROTECTION I PROGRAM: 044 EA: GENERAL - 10 PUBLIC SAFETY SUMMARY OF SERVICES Fire: Personal Services consist of one (1) Executive Management III, two (2) PS Management III's, three (3) PS Management I's, three (3) F.M.O.'s, twelve (12) Paramedics, five (5) Inspectors, three (3) Firefighters, one (1) Technical I, one -half (1/2) time Clerical and fourteen (14) Volunteer Firefighters. Services are provided in three primary areas: fire suppression, emergency medical services and fire prevention. The primary purpose of fire suppression is to provide an immediate response to protect lives and property from fire and other life- threatening conditions. This response should place the first pumper on the scene within 7 minutes at least 90% of the time. Typical actions are search, rescue, and removal of persons in immediate danger, interior fire attack to stop fire development, exterior fire streams to prevent fire extension, fire extinguishment and additional measures to minimize property damage by smoke, water or weather. Equipment consists of three (3) pumpers, one (1) aerial tower and support vehicles. In 1987, fire responses included 202 fires (structure, vehicles, outside) and 595 public service emergency calls. Fire calls have averaged around 700 for the past ten years. The purpose of the Emergency Medical Services (EMS.) is to provide an'immediate and advanced life support response to the community's medical emergencies resulting from accident, sudden illness or injury, and place an ambulance on the scene within 6.5 minutes at least 90% of the time. In 1987, 145 EMS calls of a total of 1,751 exceeded the 6.5 minute time. These are primarily in areas adjacent to City borders. Equipment consists of two (ALS) paramedic ambulances. Services provide both immediate care and transportation to all metro -area hospitals. Paramedics are cross - trained as firefighters, and all firefighters are cross - trained to emergency. medical technician. level. Emergency medical services also provide public information programs and training to better prepare citizens to prevent or react to emergency medical situations. The trend in emergency calls is upward, increasing at a rate of 70 to 100 calls per year. The goal of fire prevention activities is two -fold; first, to prevent fire ignition whenever possible, and second, when fires do occur, to minimize.fire impact on lives and property by early fire detection, automatic fire suppression, and limit fire extension with building compartmentation; also maximize citizen survival by teaching proven fire safety techniques. All Fire Department personnel are involved in public information programs and annual inspection activities. Fire inspectors typically make the specialized permit and approval inspections (1,162 in 1987). CITY OF EDINA ANNUAL BUDGET pACF _ SR FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $1,144,584 $1,202,165 4110 OVERTIME 75,000 75,000 $1,170,976 $1,231,303 $1,275,500 1,219,584 1,277,165 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 5,912 1,295 2,000 2,000 2,000 4202 CONTINUING EDUCATION 3,558 2,464 7,000 4,700 6,000- 4204 DUES & SUBSCRIPTIONS 837 746 1,100 750 1,000 4206 MEETING EXPENSE 1,023 427 200 500 500 4208 MILEAGE 0 18 0 150 150 4212 ADVERTISING PERSONNEL 508 0 0 0 0 4226 EQUIPMENT RENTAL 0 1,194 2,780 2,780 2,780' 4233 DATA PROCESSING 0 0 0 0 4,000 4246 PHYSICAL EXAMINATION 1,361 100 0 0 0 - 4248 CONTRACTED REPAIRS 2,139 4,995 8,000 14,730 14,730 4250 RUBBISH REMOVAL 554 509 600 600 600 4252 LIGHT AND POWER 8,900 8,818 10,000 10,000 10,000 4254 HEAT 6,564 5,215 8,000 8,000 8,000 4258 SEWER AND WATER 447 512 800 800 800 4262 LAUNDRY 2,764 3,071 2,700 2,700 2,700'.. 4266 UNIFORM ALLOWANCE 8,654 8,389 10,725 9,600 9,600 ' 4274 PREVENTATIVE MAINTENANCE 8,398 5,652 3,000 3,000 ' 2,300 4310 LICENSES AND PERMITS 0 210 210 90 210 51,619 43,615 57,115 60,400 65,370 COMMODITIES: 4502 BOOKS AND PAMPHLETS 277 491 300 600 400' 4504 GENERAL SUPPLIES 11,430 8,996 9,475 9,475 10,000 4508 PHOTOGRAPHIC SUPPLIES 774 753 850 600 850 4510 FIRST AID SUPPLIES 9,275 8,281 10,000 9,300 11,000 4512 CLEANING SUPPLIES 1,052 597 600 800 800 4516 OFFICE SUPPLIES 0 732 800 500 800 4540 REPAIR PARTS 1,543 3,981 2,300 2,300 2,300 4570 HAZARDOUS MATERIALS 0 0 0 0 2,000 4574 PROTECTIVE CLOTHING 5,610 6,436 4,000 8,450 4,000 4580 TOOLS 858 980 900 900 900 4608 TRAINING AIDS 1,881 905 1,500 4,600 2,000 4650 FIRE PREVENTION 1,033 872 900 1,300 1,300 $33,733 $33,024 $31,625 $38,825 $36,350 CITY OF EDINA ANNUAL BUDGET PAGE - 59 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY OF SERVICES Explanation of Changes: Personal Services: This proposal is additional funding for the current 1/4 -time Data Entry position. Our need is to reduce demand on our Department Secretary and Assistant Fire Chief for data entry, EMS billing and mailing operations. We estimate our costs for this position and the billing system to be around $15,000 annually. This compares favorably with the $13,000 to $20,000 I would expect to pay with a private contract. New Equipment: 1. Compressor - $22,000 - This is a breathing air compressor and filtration equipment. We are currently sending firefighters into buildings with less than full tanks of breathing air. This is because our existing system cannot maintain air at high enough pressures. Lower pressure limits the amount of time a. firefighter can stay inside and work; it increases risk and reduces effectiveness. Our practice is to buy air in cylinders and fill smaller tanks off a cascade system. The cost of buying these tanks is increasing, as is our rate of usage. Present annual costs are $2,400 and estimates are we would break even in 7 to 8 years with a compressor. 2. HazMat Computer - $3,000 - In October, 1986, the Federal Government passed legislation (SARA) that directly impacts our Fire Department in the handling and processing of information and.pre- incident plans. We are required to receive, evaluate, store and distribute information to responding emergency crews. This computer would streamline this process and provide a data base for materials information. 1988 1989 % Total Fire Budget $1,785,416 $1,896,117 6.2 CITY OF EDINA ANNUAL BUDGET PACE - 60 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY'OF EXPENDITURES 1988 ACCT. DESCRIPTION 1986 ACTUAL 1987 ACTUAL 1989 ADOPTED ESTIMATED BUDGETED CENTRAL SERVICES: 4802 GENERAL $249,660 $278,820 $292,200 $292,200 $314,400 4808 EQUIPMENT OPERATION 46,980 51.540 43.200 43.200 45.600 296.640 330.360 335.400 335.400 360.000 EQUIPMENT: 4901 REPLACEMENT 219,364 148,338 125,000 126,707 132,232 4902 NEW 0 4.203 4.500 4.500 25.000 219,364 .152.541 129.500 131.207 157.232 TOTAL FIRE PROTECTION $1,772,332, $1,790,843 $1,829,140 $1,785,416 $1,896,117' CITY OF EDINA ANNUAL BUDGET PAGE - 61 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY PUBLIC HEALTH 480 - 48 SUMMARY OF SERVICES Public Health: Personal services consist of one (1) Executive Management II, one (1) Technical Management IV, one third (1/3) a Technical Management III, one fourth (1/4) a Technical II, and one half,(1 /2) a Technical I. The Health Department inspects food establishments, investigates foodborne . illness reports, inspects public swimming pools, investigates nuisance complaints, investigates housing complaints, responds to concerns about the Minnesota Clean Indoor Air Act and provides laboratory support for food and water - analysis. The department contracts for personal public health services such as home health care, family health, health promotion, and disease prevention and control. The cost of the contracted services are as follows: Home Health Care $34,713 Family Health 41,,657 Health Promotion 15,869 Disease Prevention and Control 6.944 Total $99,183 The Bloomington Division of Public Health is under contract for 1989 for these services. The Health Department provides staff support for the Edina Community Health Services Advisory Committee and administers the development and implementation of the Edina Community Health Service biannual plan. The Department administers the City properties refuse collection contract and serves as a resource for City employees' occupational health and safety. In 1987, the Department performed 149 food establishment inspections, 202 swimming pool inspections, 89 nuisance investigations, 3 foodborne illness complaint investigations, 4 housing complaint investigations and analyzed 6,576 food and water samples for 9 local units of government. Explanation of Change: An increase in the amount charged by the Bloomington Division of Public Health. 1988 1989 % Total Health Budget $254,802 $273,308 7.3 CITY OF EDINA ANNUAL BUDGET PAGE - 62 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY PUBLIC HEALTH 480 - 48 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $93,790 $93,833 $102,438 $102,438 $112,959 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 87,596 91,644 95,368 95,368 99,183 4202 CONTINUING EDUCATION 732 500 1,000 1,000 1,100 4204 DUES 5 SUBSCRIPTIONS 200 338 200 200 225 4208 MILEAGE 425 526 600 600 700 4262 LAUNDRY 108 111 110 110 115 89,061 93,119 97,278 97,278 101,323 COMMODITIES: 4504 GENERAL SUPPLIES 1,232 2,289 2,400 2,400 2,500 4508 PHOTOGRAPHIC SUPPLIES 0 .0 40 40 40 4600 PRINTING 0 8 50 S0 50 1,232 2,297 2,490 21490 2,590 CENTRAL SERVICES: 4802 GENERAL 25,260 32,400 34,200 34,200 37,800 4804 CITY HALL 2,460 2,760 3,060 3,060 3,240 4806 PUBLIC WORKS BUILDING 4,440 4,620 4,680 4,680 4,740 4808 EQUIPMENT OPERATION 5,580 .6,120 3,600 3,600 3,600 37,740 45.900 45,540 45,540 49,380 EQUIPMENT: 4901 REPLACEMENT 1,647 10,570 7,056 7,056 7,056 TOTAL PUBLIC HEALTH $223,470 $245,719 $254,802 $254,802 $273,308 CITY. OF EDINA ANNUAL BUDGET PAGE - 63 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY INSPECTIONS 490 - 49 SUMMARY OF SERVICES Inspections: Personal services consist of one (1) Executive Management II, two (2) Technical 'Management II's, one (1) Technical I, and part time help. The Inspections Department issues 900 building permits per year. They also enforce the Uniform Building Code, the State Building Code and make over 8,500 inspections a year. The department also issues over 900 plumbing permits and 1,200 mechanical permits per year. The Building Department also receives several complaint calls per week from residents which are investigated promptly. Explanation of Change: Inspections requests $8,000 to purchase a computer system to automate the distribution and tracking of all permits through the department. This will reduce the amount of manual work necessary to administer each permit. 1988 1989 % Total Inspections_ Budget $205,860 $235,819 14.6 CITY OF EDINA ANNUAL BUDGET PACE - 64 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY INSPECTIONS 490 - 49 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED PERSONAL SERVICES: 4105 PAYROLL $158,085 $149,796 $137,860 $137,860 $156,039 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 528 2,500 2,500 2,500 4202 CONTINUING EDUCATION 1,881 1,536 2,000 2,000 2,000 4204 DUES,& SUBSCRIPTIONS 576 185 500 500 500 4208 MILEAGE 0 0 100 100 100 2,457 2,249 5,100 5.100 5,100 COMMODITIES: 4502 BOORS AND PAMPHLETS 411. 175 280 280 300 4504 GENERAL SUPPLIES 11 299 100 100 300 4600 PRINTING 218 540 400 400 600 640 1,014 780 780 1,200 CENTRAL SERVICES: 4802 GENERAL 30,660 37,620 41,400 41,400 44,400 4804 CITY HALL 5,340 6,060 6,720 6,720 7,080 4808 EQUIPMENT OPERATION 5,580 6,120 7,200 7,200 7.200 41,580 49,800 55,320 55,320 58,680 EQUIPMENT: 4901 REPLACEMENT 0 0 6,800 6,800 6,800 4902 NEW 0 0 0 0 8,000 0 0 6,800 6,800 14,800 TOTAL INSPECTIONS $202,762 $202,859 $205,860 $205,860 $235,819 1989 Annual Budget ,moo Park & Recreation Park & Recreation Overview Park & Recreation - Distribution by Area Recreation (7 Administration (33 %(7%) —� Mainten_- -_ _ Park & Recreation - Distribution by Expenditure Contractual Services (15 %) Comma /ANN\ Equipment (5 %) ices (23 %) CITY OF EDINA ANNUAL BUDGET PAGE - 65 FUND: GENERAL - 10 Administration: FUNCTION: AREA: PROGRAM: PARK & RECREATION I ADMINISTRATION 1 600 - 60 SUMMARY OF SERVICES Personal Services consist of one (1) Executive Management III, one (1) Executive Management I, two (2) Technical Management III's, one (1) Technical II, one -third (1/3) of a Technical I and part -time help. Responsibility is to administer and maintain the entire Park and Recreation Department, including 37 parks totaling 1,200 acres of park property; revenue facilities (Golf Course, Arena, Swimming Pool, Art Center, Gun Range, and Edinborough Park); administering a senior citizen's center and programing it; administering and scheduling adult and youth recreational programs and eleven athletic associations (Baseball Association, Basketball Association, Girls' Athletic Association, Youth softball Association, Swim Club, Wrestling Association, Figure skating Club, Football'association and Soccer Association), and working closely in opera.tion'and administration of the Edina Garden Council and the Edina Historical Society. 1988 1989 % Total Park Budget $1,514,852 $1,586,353 4.7 CITY OF EDINA ANNUAL BUDGET PACE - 66 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARR 6 RECREATION ADMINISTRATION 600 - 60 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $172,730 $193,156 $188,996 $188,996 $211,886 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 793 3,434 35,000 35,000 33,000 4202 CONTINUING EDUCATION 2,400 1,302 1,300 1,300 3,000 4204 DUES 5 SUBSCRIPTIONS 417 1,217 1,200 1,200 1,200 4208 MILEAGE 937 1,417 1,000 1,000 1,000 4216 ANNUAL AUDIT. 1,000 0 0 0. 0 4290 POSTAGE 0 1,681 0 0 0 5,547 9,051 38,500 38,500 38,200 COMMODITIES: 4502 BOORS & PAMPHLETS 210 239 50 50 100- 4504 GENERAL SUPPLIES 821 809 600 600 1,000 4516 OFFICE SUPPLIES 643 387 500 500 500 4600,PRINTING 7,834 5 1,000 1,000 1,000 9,508 1,440 2,150 2,150 2,600 CENTRAL SERVICES- 4802 GENERAL 151,860 214,620 222,000 222,000 237,000 4804 CITY HALL 11,100 12,600 13,920 13,920 14,520 4806 PUBLIC WORKS BUILDING 11,880 12,360 12,360 12,360 12,600 4808 EQUIPMENT OPERATION 7,620 6,780 7,500 7,500 7,800 182,460 246,360 255,780 255,780 271,920 EQUIPMENT: 4901 REPLACEMENT '. 0 446 1,486 1,486 1,842 TOTAL ADMINISTRATION $370,245 $450,453 $486,912 $486,912 $526,448 CITY OF EDINA ANNUAL BUDGET PAGE - 67 FUND: FUNCTION: AREA: PROGRAM: GENERAL.- 10 PARK & RECREATION RECREATION 621 THRU 623 - 62 SUMMARY OF SERVICES Athletic Activities - 621: These funds are used for recreational program equipment for 194 T -ball participants, eleven athletic associations and all adult programs. The eleven athletic associations are: Edina Baseball Association, Edina Basketball Association, Edina Girl's Athletic Association, Edina Hockey Association, Edina,Gymnastics Association, Edina Youth Softball, Edina Swim Club, Edina Wrestling Association, Braemar City of Lakes Figure Skating Club, Edina Football Association, & Edina Soccer Association Skating and Hockey 622: These funds are used for all supervision, general supplies, and equipment for eleven warming houses, ten hockey rinks and general skating. This consists of a ten week season, seven days a week from December 15 to February 15 and can stay open longer -.weather permitting. Tennis Instruction - 623: These funds are used for supervision and instruction for 384 students, and tennis nets and supplies for 44 tennis courts. CITY OF EDINA ANNUAL BUDGET PAGE - 68 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION RECREATION 621 THRU 623 - 62 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED ATHLETIC ACTIVITIES- 621 PERSONAL SERVICES: 4105 PAYROLL $910 $1,742 $1,000 $1,000 $1,000 CONTRACTUAL SERVICES:' 4201.PROFESSIONAL SERVICES 113 0 100 100 100 4208 MILEAGE 0 16 0 0 0 113 16 100 100 100 COMMODITIES: 4504 GENERAL SUPPLIES 2,854 3,369 .7,500' 7,500' 7,500 TOTAL ATHLETIC ACTIVITIES $3,877 $5,127 $8,600 $8,600 $8,600 SKATING & HOCKEY - 622 PERSONAL SERVICES: 4105 PAYROLL $22,572 $17,263 $22,000 $22,000 $22,000 -. CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 3,809 2,650 2,000 2,000 2,000 COMMODITIES: 4504 GENERAL SUPPLIES 0 630 600 600 600 - TOTAL SKATING & HOCKEY $26,381 $20,543 $24,600 $24,600 $24,600 TENNIS INSTRUCTION - 623 PERSONAL SERVICES: 4105 PAYROLL $3,936 $8,532 $4,000 $4,000 $6,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 0 0 0 0 COMMODITIES: 4504 GENERAL SUPPLIES 983 2.211 1,500 1,500 1,800 TOTAL TENNIS INSTRUCTION $4,919 $10,743 $5,500 $5,500 $7,800 CITY OF EDINA ANNUAL BUDGET PAGE - 69 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION RECREATION 624 THRU 625 - 62 SUMMARY OF SERVICES Playgrounds - 624: These funds are used for the operation of 13 playground programs, a traveling puppet trailer, and general supplies. Swimming Instruction - 625: These funds are used for the busing of 1,000 students to,the municipal pool and for swimming instruction of them. CITY OF ED.INA • ANNUAL BUDGET PACE - 70 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK 6 RECREATION RECREATION 621 THRU 628 - 62 SUMMARY OF EXPENDITURES 1988 1986 .1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED PLAYGROUND 6 THEATER - 624 PERSONAL SERVICES: 4105 PAYROLL $11.699 $11,118 $13.500 $13.500 $13.500 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 1.372 0 100 100 100 COMMODITIES: 4504 GENERAL SUPPLIES 1,069 3,433 3,500 3,500 3,500 4588 CRAFT SUPPLIES 51 834 0 0 0 1.120 4,267 3.500 3.500 3.500 TOTAL PLAYGROUND 6 THEATER $14;191 $15.385 $17,100 $17.100 $17,100 SWIMMING INSTRUCTION - 625 PERSONAL SERVICES: 4105 PAYROLL $5,555 $7,896 $7,500 $7,500 $7,500 CONTRACTUAL SERVICES: 4282 BUS RENTAL 5,400 9,554 7,500 7,500 8,000 4284 POOL RENTAL 5.000 5.000 5.000 5.000 5.000 14,558 12.500 13.000 10.400 12.500 CDITIES: 4504 GENERAL SUPPLIES 158 432 250 250 250 TOTAL SWIMMING INSTRUCTION $16,113 $22,886 $20,250 $20.250 $20,750 .CITY OF EDINA ANNUAL BUDGET PAGE - 71 FUND: FUNCTION: AREA: GENERAL - 10 PARK & RECREATION RECREATION SUMMARY OF SERVICES Miscellaneous and Special Activities - 627: These funds are used for programming in music and parks and special activities instructors. PROGRAM: 627 THRU 628 - 62 Senior Citizens - 628: These funds are used for personnel, maintenance, janitorial services and general supplies for the Senior Citizen's center. CITY OF EDINA ANNUAL BUDGET PAIGE - 72 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK 6 RECREATION RECREATION 627 THRU 628 - 62 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED MISCELLANEOUS & SPECIAL ACTIVITIES - 627 PERSONAL SERVICES: 4105 PAYROLL $4.759 $5,229 $8,200 $8,200 $8.200 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 4,220 10.671 3.500 3.500 3.500 COMMODITIES: 4504 GENERAL SUPPLIES 2,144 2,995 1,500 1,500 2,000 4508 PHOTOGRAPHIC SUPPLIES 10 115 100 100 200 4596 MUSIC SUPPLIES 311 400 1,000 1,000 1,000 4600 PRINTING 195 3.289 3,500 3.500 3.800 2.660 6.799 6.100 6.100 7.000 TOTAL IIISCEiS.ANEOUS 6 SPECIAL ACTIVITIES $11,639 $22,699 $17,800 $17,800 $18,700 SENIOR CITIZENS - 628 PERSONAL SERVICES: 4105 PAYROLL $2,550 $2,430 $3,500 $3,500 $4,000 CONTRACTUAL SERVICES: 4250 RUBBISH REMOVAL 874 835 700 700 800 4256 TELEPHONE 1,477 1,446 1,400 1,400 1,500 4262 LAUNDRY 246 149 200 200 200 2.597 2.430 2.300 2.300 2.500 COMMODITIES: 4504 GENERAL SUPPLIES 3,483* 3.317 2.400 21400 3.000 TOTAL SENIOR CITIZENS $8,630 $8,177 $8,200 $8.200 $9,500 TOTAL RECREATION $85,750 $105,560 $102,050 $102,050 $107,050 CITY OF EDINA ANNUAL BUDGET PAGE - 73 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION PARK MAINTENANC SUMMARY OF SERVICES Park Maintenance PAYROLL SUMMARY - DISTRIBUTION Park Maintenance consists of sixteen (16) personnel which include the following positions: One (1) Technical Management III Two (2) Heavy Equipment Operators Thirteen (13) Light Equipment Operators One (1) Janitor Explanation of Increase: One new full -time janitor to work in the Grange Hall and old Cahill School buildings, the senior building, 11 park shelter buildings, Arneson Acres historical and garden center building, and Bredeson Park comfort station. Also this person will be shared with the janitorial and maintenance of the Edina Art Center. Because of the constant use of our restroom facilities and buildings during the off season and the full year -round 24 hour service of Bredeson Park, it is very difficult in using part -time or contracted service in order to get year -round service. This position would relieve some of our full -time maintenance personnel from janitorial duties and allow them to maintain other park areas that have been neglected in the past. Park & Recreation: RECREATION: MISC. & SPEC. ACT. $ 8,200 SENIOR CENTER 4,000 MAINTENANCE: GENERAL MAINTENANCE 62,300 •MOWING 37,000 FIELD MAINTENANCE 37,000 GENERAL TURF CARE 40,000 FORESTRY 86,000 LITTER REMOVAL 20,000 BUILDING MAINTENANCE 84,000 PATHS & HARD SURFACE MAINTENANCE 10,500 SKATING RINK MAINT. 93.000 $482,000 CHARGED TO OTHER FUNDS: CITY HALL EQUIPMENT OPERATION SWIMMING POOL GOLF COURSE RECREATION CENTER ART CENTER $ 4,000 12,000 7,600 5,400 7,600 4.900 TOTAL PARK MAINTENANCE PAYROLL $523,500 CITY OF EDINA ANNUAL BUDGET FUND: FUNCTION: AREA: CENRRAT_ - 10 PARK & RECREATION MAINTENANCE SUMMARY OF SERVICES PAGE - 75 PROGRAM: 641 thru 642 - 64 General Maintenance - 640: This account handles the paid leave, training and equipment maintenance for the park maintenance programs. Paid leave includes sick, vacation, and holiday pay. e Mowing - 641: Funds from this account are used for maintenance of all manicured grass areas consisting of 422 different areas all mowed and maintained with a minimum of 10 days between cuttings. All scheduled athletic fields are maintained every 5 days. CITY OF EDINA ANNUAL BUDGET PACE - 76 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK b RECREATION MAINTENANCE 641 THRU 642 - 64 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED GENERAL MAINTENANCE - 640 PERSONAL SERVICES:, 4105 PAID LEAVE $63,371 $57,815 $57,815 $60,000 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 0 2,300 2:300 2,300 CENTRAL SERVICES: 4808 EQUIPMENT OPERATION 75,547 83,820 83,820 86,400 TOTAL GENERAL MAINTENANCE $138,918 $143,935 $143,935 $148,700 MOWING - 641 PERSONAL SERVICES: 4105 PAYROLL. — $57,184 $36,000 $36,000 $37,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 0 0 0 4248 CONTRACTED REPAIRS 0 0 0 0 0 0 0 0 COMMODITIES: 4504 GENERAL SUPPLIES 113 500 500 500 TOTAL MOWING $57,297' $36,500 $36,500 $37,500 CITY OF EDINA . ANNUAL BUDGET PAGE 77 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION MAINTENANCE 643 - 64 SUMMARY OF SERVICES Field Maintenance - 642: All sports fields are specially prepared for scheduled games. These fields are dragged and field lined with a chalk material. A special mixture_(agricultural lime) is used each spring for filling in holes and regrading is done as needed during the playing season. All of the field areas are fertilized each year, the grass is treated with a weed chemical and also a soil sterilent is sued on the infield playing surface. The grassy playing surface in all of these parks are seeded, aerated and sometimes sod is replaced in worn out areas. This account is supplemented by field use fees from participants. $5 Field Use Fee 1988 , Youth. Sports : Baseball 810 x $5 — Football* 521 x 5 — Softball 244 x 5 = Soccer 1,614 x 5 — Flag Football* 161 x 5 = T -ball 272 x 5 = Adult-Sports: Softbal 127 teams x 75 = Soccer .5 teams x 100 = * estimated General Turf Care - 643: $ 4,050 2,605 1,220 8,070 805 1,360 9,525 500 Total $ 28,135 The funds in this program provide for all city properties and general park maintenance. This includes the contracted spraying of weeds (dandelions) twice a year. CITY OF EDINA ANNUAL BUDGET PACE - 78 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK S RECREATION MAINTENANCE 642 THRU 643 - 64 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED FIELD MAINTENANCE- 642 PERSONAL SERVICES:'> 4105 PAYROLL $69,418 $36,000 $36,000 $37,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 500 500 500 4248 CONTRACTED REPAIRS 0 500 500 500 0 1,000 1.000 1.000 COMMODITIES: 4504 GENERAL SUPPLIES 571 3,000 3,000 3,000 4558 FERTILIZER 0 i 1,000 1,000 1,000 4561 INFIELD MIXTURE 1,727 1,000 1,000 1,000 4562 SOD 6 BLACK DIRT 1,633 1,500 1,500 1,500 4563 LINE MARKING POWDER 0 1,000 1,000 1,000 4566 WEED SPRAY 828 1,000 1,000 1,000 4568 SEED 830 1,000 1,000 1.000 5,589 9,500 9,500 9.500 TOTAL FIELD MAINTENANCE $75,007 $46,500 $46,500 $47,500 GENERAL TURF CARE - 643 PERSONAL SERVICES: 4105 PAYROLL $40,000 $40,,000 4110 OVERTIME 5,000 5.000 $44,387 $45,000 45.000 45.000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 7,958 5,000 5,000 5,000 4248 CONTRACTED REPAIRS 1,569 6,000 6,000 6,000 4310 LICENSES AND PERMITS 0 300 300 300' 9,527 11,300 11,300 11.300 COMMODITIES: 4504 GENERAL SUPPLIES 3,819 4,000 4,000 4,000 4522 SAND, GRAVEL, 6 ROCK 602 1,000 0 1,000 4558 FERTILIZER 4,673 5,000 5,000 5,000 4562 SOD & BLACK DIRT 0 3,000 3,000 3,000 4566 WEED SPRAY 9,821 10,000 10,000 10,000 ' 4568 SEED 2,297 3,000 3,000 3.000 21.212 26,000 25.000 26,000 TOTAL GENERAL SURF CARE $75,126 $82,300 $81,300.. $82,300 CITY OF EDINA ANNUAL BUDGET PAGE -'79 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION MAINTENANCE 644 THRU 645 -.64 SUMMARY OF SERVICES Forestry - 644: This account includes contracted tree removal and stump removal of boulevard and park trees that are diseased. This account provides for maintenance of tree trimming on boulevard and park trees. It also includes $5,000 for boulevard tree replacement (20 trees), $5,000 for new park trees and shrubbery, and restocking of the park tree nursery. Litter Removal - 645: These funds are used for maintenance and removal of all trash from 37 park areas on a daily basis in season or a weekly basis throughout,the entire year. This also includes the purchase of trash containers. Explanation of Increase: The litter removal has been increased due to the tremendous amount of park usage throughout the whole year of non - participation activities. The increased usage of the general park areas has created more demand for trash containers and more pickups of trash on a weekly basis throughout the entire year and not just on a seasonal basis. CITY OF EDINA ANNUAL BUDGET PAGE - 80 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK fi RECREATION MAINTENANCE 644 THRU 645 - 64 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED FORESTRY - 644 PERSONAL SERVICES: •4105 PAYROLL $52,494 $92,000 $92,000 $86.000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 0 0 7,000 4248 CONTRACTED REPAIRS 35,791 43,000 43,000 43,000 4250 RUBBISH REMOVAL 17,745 10,000 10.000 10,000 53.536 53,000 53,000 60,000 COMMODITIES: 4504 GENERAL SUPPLIES 2,019 1,500 1,500 1,500 4560 PLANTING 6 TREES 3,701 12,000 12,000 12,000 4562 SOD & BLACK DIRT 2,517 4,000 4,000 4,000 4580 TOOLS 3,803 3.000 3.000 3.000 12.040 20.500 20,500 20,500 TOTAL FORESTRY 118.070 165,500 165,500 166,500 LITTER REMOVAL - 645 PERSONAL SERVICES: 4105 PAYROLL 15,313 17,500 17,500 20.000 CONTRACTUAL SERVICES: 4250 RUBBISH REMOVAL 1,391 5.000 5,000 5.000 COMMODITIES: 4504 GENERAL SUPPLIES 4.340 4,000 4,000 10,000 TOTAL LITTER REMOVAL $21,044 S26,500 $26,500 $35,000 . CITY OF EDINA ANNUAL BUDGET PAGE - 81 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION MAINTENANCE 646 - 64 SUMMARY OF SERVICES Building Maintenance - 646: These funds are used for the maintenance, repair and cleaning of 16 buildings in the park system. These funds are also used for the upkeep and new construction of the 10 hockey rinks in the park system. CITY OF EDINA : ANNUAL BUDGET p,rW - p, FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARR 6 RECREATION MAINTENANCE 646 - 64 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED BUILDING MAINTENANCE - 646 PERSONAL SERVICES: 4105 PAYROLL $82,530 $82,000 $82,000 $84,000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 5,329 3,000 3,000 3,000 .4248 CONTRACTED REPAIRS 22,675 21,000 21,000 20,000 4252 LIGHT 6 POWER 41,250- 27,000 27,000 27,000 4254 HEAT 7,481 10,000 10,000 10,000 4256 TELEPHONE 880 500 500 1,000 4262 LAUNDRY 4,270 3,000 3,000 3,000 81,885 64,500 64,500. 64,000 COMMODITIES: 4504 GENERAL SUPPLIES 47,458 20,000 20,000 20,000 4540 REPAIR PARTS 11,954 15,000 15,000 15,000 4580 TOOLS 2,294 2,000 2,000 2,000 4604 LUMBER 3,998 11,400 11,400 11,400 4606 LAMPS S FIXTURES 0 1,000 1,000 1,000 49,400 65,704 49,400 49,400 TOTAL BUILDING MAINTENANCE $230,119 $195,900 $195,900 $197,400 CITY OF EDINA ANNUAL BUDGET I PAGE - 83 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION MAINTENANCE 647 THRU 650 - 64 SUMMARY OF SERVICES Paths & Hard Surface Maintenance - 647: These funds are used for the maintenance of all hard surface areas within the park system. This includes resurfacing of 46 tennis courts, resurfacing and maintaining 6 hard surface basketball courts, maintenance of 27 playground areas, and maintenance and surfacing of 10 miles of walking and bicycling paths within the park system. The maintenance and replacement of the playground equipment in all 27 sites which we are now scheduling a total replacement of all equipment on a ten to fifteen year basis depending on the piece of equipment with an annual equipment allowance scheduled in this budget area of $30,000. PARK Alden Arden Arneson Acres Birchcrest Braemar Chowen Lake Cornelia Cornelia School Countryside Creek Valley 44th Street Garden Heights Highlands Lake Edina ESTIMATED VALUE PARK ESTIMATED VALUE $ 23,125 McGuire $ 7,750 12,363 Normandale 29,160 1,375 Pamela 13,713 27,250 Strachauer 23,500 14,913 Tingdale 24,575 10,413 Todd 31,613 52,863 Utley 4,250 Van Valkenburg 28,500 Walnut Ridge 6,813 Weber 14,250 5,813 William Wardell Lewis 5,875 27,475 Wooddale 36,875 17,063 York 9,813 27,750 Yorktown 8,375 TOTAL EQUIPMENT $465,465 Skating Rink Maintenance - 648: These funds are used for flooding and maintaining an operation of 10 hockey rinks and 14 general skating areas. Equipment - 650: This account provides funding for the replacement of existing equipment and the purchase of new equipment for all park programs. CITY OF EDINA FUND: GENERAL - 10 ANNUAL BUDGET FUNCTION: AREA: PROGRAM: PARK S RECREATION MAINTENANCE 647 THRU 650 - 64 SUMMARY OF EXPENDITURES ACCT. DESCRIPTION 1986 ACTUAL 1987 ACTUAL 1988 1989 ADOPTED ESTIMATED BUDGETED PATHS S HARD SURFACE 0 83,455 0 $873,940 0 MAINTENANCE - 647 0 4,254 PERSONAL SERVICES: 4,000 4,000 3,350 4105 PAYROLL 2,000 $7,721 $10,300 $10,300 $10,500 CONTRACTUAL SERVICES:. 6,000 6,000 4201 PROFESSIONAL SERVICES 14,957 30,000 30,000 40,000 COMMODITIES: 100,000 4504 GENERAL SUPPLIES 1,608 2,000 2,000 2,000 4524 BLACKTOP 1,443 1,000 1,000 1,000 4526 ROAD OIL 1,119 1,000 1,000 1,000 4,170 4,000 4,000 4,000 TOTAL PATHS 4 HARD SURFACE MAINTENANCE 26,848 44,300 44,300 54,500 SKATING RINK MAINTENANCE - 648 PERSONAL SERVICES: 4105 PAYROLL CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES COMMODITIES: 4504 GENERAL SUPPLIES 4540 REPAIR PARTS TOTAL SKATING RINK MAIM. EQUIPMENT - 650 EQUIPMENT: 4901 REPLACEMENT TOTAL EQUIPMENT TOTAL PARK MAINTENANCE 61,587 62,320 92,000 87,455 92,000 226,669 93,000 87,455 0 83,455 0 $873,940 0 $925,890 0 4,254 4,000 4,000 4,000 3,350 2,000 2,000 3,000 7,604 6,000 6,000 7,000 69,191 98,000 98,000 100,000 $226,669 62,320 87,455 87,455 83,455 226,669 62,320 87,455 87,455 83,455 $862,451 $873,940 $926,890 $925,890 $952,855 Non- Departmental Overview Non- Departmental - Distribution by Area Capital Plan (36 %) --=---- - - - -•- (t6%) Contingency (16 %) . p. Projects (33 %) Non - Departmental - Distribution by Expenditure Cent °ay�e°rvices i47 %) Salaries (0 %) CITY OF EDINA ANNUAL BUDGET PAGE - 85 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL GENERAL - 10 EXPENDITURES CONTINGENCIES 500 - 50 Total Contingencies Budget SUMMARY OF SERVICES 1988 1989 % $80,000 $80,000 0 CITY OF EDINA ANNUAL BUDGET -Z - ao FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL GENERAL - 10 EXPENDITURES CONTINGENCIES 500 - 50 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION' ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CONTRACTUAL SERVICES: 4201 $63,733 $28,755 $80,000 $80,000 $80,000 TOTAL CONTINGENCIES $63,733 $28,755 $80,000 $80,000 $80,000 CITY OF EDINA ANNUAL BUDGET PACE - 87 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL SPECIAL ASSESSMENTS GENERAL - 10 EXPENDITURES ON CITY PROPERTY 506 - 50 SUMMARY OF SERVICES Special Assessments on City Property: City owned properties are subject to special assessments for various improvement projects. This program provides funds to pay for these assessments. Total Special Assessments Budget 1988 $75,000 1989 % $80,000 6.7 :ITY OF EDINA ANNUAL BUDGET rnaa - -• as FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL SPECIAL ASSESSMENTS GENERAL - 10 EXPENDITURES ON CITY PROPERTY 506 - 50 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED SPECIAL ASSESSMENTS: 4922 $62,877 $58,768 $75.000 $75,000 $80,000 TOTAL SPECIAL ASSESSMENTS $62,877 $58,768 $75,000 $75,000 $80,000 CITY OF EDINA ANNUAL BUDGET PAGE - 89 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL CAPITAL PLAN GENERAL - 10 EXPENDITURES APPROPRIATION 505 - 50 SUMMARY OF SERVICES Capital Plan Appropriation: This appropriation reflects the amount the operating budget contributes to the capital plan. 1988 1989 % Total Capital Plan Budget $138,000 $180,000 30.4 CITY OF EDINA ANNUAL BUDGET PACE - 90 FUND: FUNCTION: AREA: PROGRAM: NON= DEPARTMENTAL CAPITAL PLAN GENERAL - 10 EXPENDITURES APPROPRIATION 505 - 50 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED EQUIPMENT: 4902 $105,000 $138,000 $138,000 $180,000 TOTAL CAPITAL PLAN APPROPRIATION $105,000 $138,000 $138,000' $180,000 CITY OF EDINA ANNUAL BUDGET PAGE - 91 FUND: FUNCTION: AREA: PROGRAM: Cornerstone NON - DEPARTMENTAL COMMISSIONS & - 2,500 GENERAL - 10 EXPENDITURES SPECIAL PROJECTS - 1,500 SUMMARY OF SERVICES Human Relations Commission - 504: The Human Relations Commission is comprised of 12 members and is an advisory body to the City Council in the areas of human rights, human relations, and human service. The commission meets regularly 12 times a year and additionally hold no fault grievance conferences on an average of 4 times per month. Storefront Youth Action - $37,500 Senior Community Services - 4,000 Cornerstone - 2,000 Women's Resource Center - 2,500 United Battered Families - 2,000 VEAP - 1,500 West Suburban Mediation Center - 500 $50,000 Fireworks - 505: Fireworks display to be presented after the band concert on the fourth of.July. Suburban Rate Authority - 506: The Suburban Rate Authority oversees utility rates affecting suburban communities. Recycling Commission - 507: The Recycling Commission oversees the operation of the Edina Recycling Center and the recycling pickup for an area of 6,000 single family homes. Explanation of Change: The Recycling Commission and Coordinator propose household pickup for all single family homes. Their recommendations include the following: 1. The City contract with a hauler for this service and; 2. Pickup weekly, curbside, with one container provided. Total Program Expense $259,051 Total Program Revenue 184.463 Net Program Cost $74,588 CITY OF EDINA ANNUAL BUDGET, PAGE_ 92 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL COMMISSIONS fi SPECIAL GENERAL - 10 EXPENDITURES PROJECTS 504 thru 509 - 50 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED HUMAN RELATIONS COMMISSION -504 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES $46,650 $41,317 $48,000 $48,000 $50,000 4202 CONTINUING EDUCATION 0 3,483 200 200 200 4204 DUES fi SUBSCRIPTIONS 386 293 250 250 250 4280 EDUCATION PROGRAM 295 450 250 250 250 TOTAL HUMAN RELATIONS COMMISSION 47,331 45,543 48,700 48,700 50,700 FIREWORKS - 505 COMMODITIES: 4504 GENERAL SUPPLIES 4,131 4,999 6,000 6,000 6,000 TOTAL. FIREWORKS 4,131 4,999 6,000 6,000 6,000 SUBURBAN RATE AUTHORITY - 506 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 2,000 3,500 3,500 3,500 3,500 TOTAL SUBURBAN RATE AUTHORITY 2,000 3,500 3,500 3,500 3,500 RECYCLING PROGRAM -_507 CONTRACTUAL SERVICES: 4201 PROF. SERVICES 1,331 12,994 16,711 16,711 74,588 TOTAL RECYCLING PROGRAM $1,331 $12,994 $16,711 $16,711 $74,588 ,; CITY OF EDINA ANNUAL BUDGET PAGE - 93 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL COMMISSIONS & GENERAL - 10 EXPENDITURES SPECIAL PROJECTS SUMMARY OF SERVICES Centennial Celebration - 508: The Centennial Commission recommended $25,000 for 1987 and $25,000 for 1988 to support the Centennial Celebration. South Hennepin Human Service Council - 509: Through a joint powers agreement among the cities of Bloomington, Eden Prairie, Edina, & Richfield, the South Hennepin Human Services Council was established. The purpose of the organization was to provide for joint planning and development of human services for the residents' need in the South Hennepin area. The Council's services.are divided into nine program areas which include: community planning and coordination, citizen participation, H.O.M.E., energy assistance, surplus food distrib- ution, emergency assistance program, mental health drop -in center, transportation and volunteer mobilization. Loss Subsidy - Operating Funds - 509: This represents operating loss for one fund in 1987 excluding depreciation and previous loss subsidy contributions. Amount provided for in budget represents a subsidy to cover the loss. 1988 1989 % Total Commissions Budget $125,874 $166,300 32.1 CITY OF EDINA ANNUAL BUDGET P,a£ FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL COMMISSIONS 6 SPECIAL GENERAL - 10. EXPENDITURES PROJECTS 509 - 50 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED CENTENNIAL CELEBRATION - 508 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES SO $25,801 $25,000 $25,000 $0 TOTAL CENTENNIAL 0 25.801 25,000 25.000 0 SOUTH HENNEPIN HUMAN SERVICE COUNCIL - 509 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 8,900 9.256 9.626 _ 9,626 13,650 TOTAL SOUTH HENNEPIN SERVICE COUNCIL 8,900 9.256 9,626 9,626 13.650 LOSS SUBSIDY - OPERATING FUNDS - 509 (YEAR ENDED DEC. 31, 1987) 4201 SWIMMING POOL 12,541 12,388 4,508 4,508 17,862 RECREATION CENTER 31,575 44,616 2,856 2,856 0 GUN RANGE 2,735 4,183 0 0 0 ART CENTER 42.671 31.908 8,973 8,973 0 TOTAL LOSS SUBSIDY 89,522 93,095 16,337 16.337 17.862 TOTAL COMUSSIONS [ SPECIAL PROJECTS s $153,215 $195,188 $125,874 $125,874 $166,300 49r1r,� o(�ely 1989 Annual Budget Appendix e 1989 Annual Budget ' Central Services CITY OF EDINA ANNUAL BUDGET PAGE - 95 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 CENTRAL SERVICES GENERAL 510 - 51 SUMMARY OF SERVICES General - 510: Central services - General includes general and administrative expenses for the City. These expenses are allocated to operating departments and other funds according to usage. Explanation of change: An increase of approximately $50,000 is anticipated for hospitalization insurance. Tape backup system - This system would provide instant backup of disk storage for personal computers in case of disk malfunction. We experience approximately 3 to 5 malfunctions per year resulting in "down time" of 4 to 6 hours each. This machine would reduce that time to approximately 20 to 30 minutes each. It would serve all existing and future computers in the City Hall. All offsite computers have their internal tape backup system. DISTRIBUTION ALLOCATION TO OPERATING DEPARTMENTS: Total Central Services General Budget ALLOCATION TO OTHER FUNDS: ANNUAL MONTHLY MAYOR & COUNCIL $ 17,640 $ 1,470 ADMINISTRATION 84,600 7,050 PLANNING 37,800 3,150 FINANCE 48,600 4,050 ASSESSING 53,400 4,450 PUBLIC WORKS: 49,200 4,100 ADMINISTRATION 21,600 1,800 ENGINEERING 69,000 5,750 GENERAL 265,200 22,100 POLICE 542,400 45,200 FIRE 314,400 26,'200 HEALTH 37,800 3,150 ANIMAL CONTROL 7,200 600 INSPECTIONS 44,400 3,700 ELECTIONS 7,800 650 PARKS 237.000 19.750 $189,500 $1,788,840 $149.070 Total Central Services General Budget ALLOCATION TO OTHER FUNDS: ANNUAL MONTHLY CITY HALL $ 10,800 $ 900 PUBLIC WKS -BLDG. 9,000 750 EQUIP. OPERATION 54,000 4,500 UTILITIES 149,400 12,450 ART CENTER 11,400 950 GOLF COURSE 49,200 4,100 ARENA 29,400 2,450 GUN RANGE 360 30 POOL 2,400 200 LIQUOR - 50TH 27,000 2,250 LIQUOR - YORK 49,200 4,100 LIQUOR - GRANDVIEW 48,000 4,000 EDINBOROUGH 40,800 3,400 CABLE 4,200 350 .$485.160 $40,430 TOTAL $2,274,000 $189,500 1988 1989 % $2,139,600 $2,274,000 6.3 CITY OF EDINA ANNUAL BUDGET FUND:. FUNCTION: AREA: PROGRAM: GENERAL - 10 CENTRAL SERVICES GENERAL 510 - 51 SUMMARY OF EXPENDITURES 24,000 20,000 23,000 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED CONTRACTUAL SERVICES: 10,728 19,320 19,320 20,523'^ 4902 NEW 4145 PENSIONS $810,082 $838,391 $871,568 $871,568 $934,477 4156 EMPLOYER'S SHARE - HOSPITAL . 19,320 19,320:. 23,023 TOTAL GENERAL LIFE.& INCOME PROTECTION $2,050,430 $2,140,875 $2,139,600 $2,274,000 INSURANCE 362,977 360,179 427,597 427,597 480,000 4212 PERSONNEL 0 16,471 9,150 9,150 16,000 4226 EQUIPMENT RENTAL 16,924 9,697 18,240 18,240 19,000 4256 TELEPHONE 46,764 45,607 54,000 54,000 54,000 4260 INSURANCE 547,098 681,896 650,000 663,725 660,000 4288 SERVICE CONTRACT- EQUIP. 14,846 19,473 17,000 12,000 15,500 4290 POSTAGE 39,251 43,185 50,000 44,000 49,000 1,837,942 2,014,899 2,097,555 2,100,280 2,227,977 COMMODITIES: 4504 GENERAL SUPPLIES 17,204 24,803 24,000 20,000 23,000 EQUIPMENT: 4901 REPLACEMENT 0 10,728 19,320 19,320 20,523'^ 4902 NEW 0 0 0 0 2,500 0 10,728 19,320 19,320:. 23,023 TOTAL GENERAL $1,855,146 $2,050,430 $2,140,875 $2,139,600 $2,274,000 CITY OF EDINA ANNUAL BUDGET PAGE - 97 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 CENTRAL SERVICES CITY HALL 520 - 52 SUMMARY OF SERVICES City Hall - 520: Personal Services consist of one (1) Technical I, part -time help, Public Works Payroll, Park Payroll, and overtime. This program provides for the operation and maintenance of the City Hall. Operating costs are allocated to departments on the basis of space occupied. DISTRIBUTION ALLOCATION TO OTHER OPERATING DEPARTMENTS ANNUAL MAYOR & COUNCIL $ 10,080 $ 840 ADMINISTRATION 14,400 1,200 PLANNING 5,040 420 FINANCE 6,840 570 ASSESSING 6,000 500 PUBLIC WORKS: ADMINISTRATION 3,240 270 ENGINEERING 6,240 520 POLICE 44,160 3,680 HEALTH 3,240 270 INSPECTIONS 7,080 590 PARK 14,520 1,210 UTILITIES 8.160 680 TOTAL $129,000 $10,750 1988 1989 % Total City Hall Budget $123,180 $129,000 4.7 CITY OF EDINA ANNUAL BUDGET PACE - 98 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 CENTRAL SERVICES CITY HALL 520 - 52 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ESTIMATED BUDGETED ACCT. DESCRIPTION ACTUAL ACTUAL ADOPTED PERSONAL SERVICES: 4105 PAYROLL $54,400 $56,800 4110 OVERTIME 1.000 1.000' $57.361 $114,704 $55.400 55.400 57.800 CONTRACTUAL SERVICES: 4248 CONTRACTED REPAIR 4,747 4,186 4,000 4,000 4,300 4250 RUBBISH SERVICE 765 769 800 800 800 4252 LIGHT 6 POWER 14,815 16,385 15,500 15,500 16,000 4254 HEAT 8,420 4,891 9,800 9,800 10,000 4258 SEWER 6 WATER 420 799 800 800 800 4260 INSURANCE 4,454 0 0 0 0 4262 LAUNDRY 2.163 1.552 2.180 2.180 2.200 35.784 28.582 33.080 33.080 34,100 '. COMMODITIES: 4504 GENERAL SUPPLIES 6,143 2,490 5,500 5,500 5,500 4512 CLEANING SUPPLIES 1,242 1,727 1,000 1,000 1,300 4514 PAPER SUPPLIES 5,405 8,607 6,000 6,000 7,000 4540 REPAIR PARTS 16,252 35,816 12,000 12,000 12,500 4544 CARPENTER MATERIALS 166 2,450 0 0 0 29,208 51.090 24,500 24.500 26.300 CENTRAL SERVICES: 4802 GENERAL 6.780 13.800 10,200 10.200 10.800 EQUIPMENT: 4901 REPLACEMENT 0 6.781 0 0 0 TOTAL CITY HALL $129,133 $214,957 $123,180 $123,180 $129,000 CITY OF EDINA ANNUAL BUDGET PAGE - 99 FUND: FUNCTION: AREA: PROGRAM: 12,900 1,075 PUBLIC WORKS 7,950 GENERAL - 10 CENTRAL SERVICES BUILDING 540 - 54 SUMMARY OF SERVICES Public Works Building - 540: Personal services consist of one Technical I, public works payroll and overtime. The function of the public works building is to provide a shelter for equipment maintenance operations and provide stockroom and office facilities for public works personnel. A large part of this account is directed towards rubbish hauling, light and power, heat and fuel oil and repair parts for building. ALLOCATION TO OTHER DEPARTMENTS: HEALTH PUBLIC WORKS EQUIPMENT OPERATION PARK UTILITIES TOTAL Total Public Works Building Budget DISTRIBUTION ANNUAL MONTHLY $ 4,740 $ 395 12,900 1,075 95,400 7,950 12,600 1,050 9.120 760 $134,760 $11,760 1988 1989 % $131,760 $134,760 2.2 CITY OF EDINA ANNUAL BUDGET PAGE - 100 FUND: FUNCTION: AREA: PROGRAM: PUBLIC WORKS GENERAL - 10 CENTRAL SERVICES BUILDING 540 - 54 SUMMARY OF EXPENDITURES 1988 ACCT. DESCRIPTION 1986 ACTUAL 1987 ACTUAL 1989 ADOPTED ESTIMATED BUDGETED PERSONAL SERVICES: 4105 PAYROLL $35,322 $35,965 4110 OVERTIME 2.000 2.000 $59.952 $46,320 $37.322 37.322 37.965 v CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 296 1,000 1,500 1,500 1,500 4250 RUBBISH HAULING 1,731 1,293 2,000 2,000 2,000 4252 LIGHT 5 POWER 16,729 14,019 15,700 15,700 16,700 4254 HEAT & FUEL OIL 40,974 23,614 40,000 40,000 40,000 4258 SEWER 6 WATER 636 911 1,000 1,000 1,000 4260 INSURANCE 4.576 0 0 0 0 64.942 40,837 60.200 60.200 61.200 COMMODITIES: 4504 GENERAL SUPPLIES 4,505 3,390 4,000 4,000 4,000 4512 CLEANING SUPPLIES 3,589 5,309 3,000 3,000 4,000 4540 REPAIR PARTS 14.352 21.072 16.000 16.000 - 16.000 22.446 29.771 23.000 23.000 24,000 CENTRAL SERVICES: 4802 GENERAL 6.960 13.440 8.700 8.700 9.000 EQUIPMENT: 4901 REPLACEMENT 0 0 2.538 2.538 2.595 TOTAL PUBLIC WORKS BUILDING $154,300 $130,368 $131,760 $131,760 $134,760 CITY OF EDINA ANNUAL BUDGET PAGE - 101 FUND: FUNCTION: AREA: PROGRAM: - EQUIPMENT MONTHLY GENERAL - IO CENTRAL SERVICES OPERATION 560 - 56 SUMMARY OF SERVICES Equipment Operation - 560: Personal services consist of one (1) Technical Management III and four (4) Mechanics and one (1) Mechanic Helper. This account provides for operation and maintenance of all City vehicles. A large part of the operation costs are attributed to the purchase of fuel for City equipment. The shop foreman and 5 mechanics are the personnel responsible for the City's 45 cars, 79 trucks, pickups and vans, 150 off - road vehicles, 6 trailers and 1 bus. Additionally, the public works shop is responsible for all maintenance equipment and power tools. Costs of equipment operation are charges to operating departments and other funds on the basis of use. DISTRIBUTION ALLOCATION TO DEPARTMENTS: - ANNUAL MONTHLY ANNUAL MONTHLY ADMINISTRATION $ 3,600 $ 300 CHARGED TO OTHER FUNDS: PLANNING 1,800 150 POOL $ 1,800 $ 150 ASSESSING 3,600 300 GOLF COURSE 13,200 1,100 PUBLIC WORKS: ARENA 3,600 300 ADMINISTRATION 1,800 150 UTILITIES 51.000 4.250 ENGINEERING 11,400 950 SUPERVISION 1,800 150 69.600 5.800 MAINTENANCE 372,000 31,000 . POLICE 127,800 10,650 FIRE 45,600 3,800 ANIMAL CONTROL 3,600 300 HEALTH 3,600 300 INSPECTIONS 7,200 600 PARKS 94,200 7,850 RECYCLING 3.600 300 $681.600 $56.800 TOTAL $751,200 $62,600 1988, 1989 % Total Equipment Operation Budget $723,900 $751,200 3.8 CITY OF EDINA ANNUAL BUDGET PACE - 102 FUND: FUNCTION: AREA: PROGRAM: EQUIPMENT GENERAL - 10 CENTRAL. SERVICES OPERATION 560 - 56 SUMMARY OF EXPENDITURES 1988 1986 1987 1989 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED PERSONAL SERVICES: 4105 PAYROLL $176,726 $195,766 4110 OVERTIME 2.000 2:000 $204,645 $198.358 $178,726 178.726 197.766 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 287 0 0 0 0 4202 CONTINUING EDUCATION 0 0 0 0 1,000 4233 DATA PROCESSING 2,346 844 3,000 3,000 3,000 4248 CONTRACTED REPAIRS 46,949 33,069 40,000 40,000 40,000 4262 LAUNDRY 2,957 3,855 4,000 4,000 4,500 4294 RADIO SERVICE 4,714 4,428 4,500 4,500 4,800 4296 CAR WASHES 1,929 3,006 3,000 3,000 3,000 4310 LICENSES 6 PERMITS/ HAZ.6TOXIC MAT.PERMITS 306 857 6.000 6.000 6.000 59.488 46.059 60.500 60.500 62.300 COMMODITIES: 4504 GENERAL SUPPLIES 10,736 9,250 6,000 6,000 7,000. 4540 REPAIR PARTS 121,253 139,410 80,000 80,000 90,000 4580 REPLACEMENT OF TOOLS 3,092 5,746 3,000 3,000 3,500 4610 WELDING SUPPLIES 3,280 3,507 3,000 3,000 3,500 4612 GAS & FUEL OIL 135,864 136,026 145,000 145,000 140,000 4616 TIRES 6 TUBES 23,241 24,869 20,000 20,000 22,000 4618 LUBRICANTS 8,262 8,614 10,000 10,000 10,000 4620 ACCESSORIES 40,260 47,544. 55,000 55,000 50,000 4642 SAFETY EQUIPMENT 0 0 1.000 1,000 1.000 345.988 374.966 323.000 323.000 327.000 CENTRAL SERVICES: 4802 GENERAL 42,900 134,220 53,700 53,700 54,000 4806 PUBLIC WORKS BUILDING 89.580 93.120 93.240 93,240 95.400 132.480 227.340 146.940 146.940 149.400 EQUIPMENT: 4901 REPLACEMENT 0 0 14.734 14.734 14.734 TOTAL EQUIPMENT OPERATION $742,601 $846,723 $723,900 $723,900 $751,200 1989 Annual Budget Capital Plan SEVEN YEAR CAPITAL PLAN CITY OF.EDINA 1989 ESTIMATED CARRY DESCRIPTION CC) ST OVER 1989 1990 1991 1992 1993 1994 199_ SUMMARY: Expenditures: General: City Hall Public Works Buildings Fire Police Storm Sewers Parking Ramps Parking Lots Streets & Alleys Bridges Street Lighting Sidewalks & Paths Parks Swimming Pool Art Center Gun Range Recreation Center /Arena $ 60,000 $ 0 $ 25 $ 0 $ 35 $ 0 $ 0 $ 0 $ 0 75,000 0 35 40 0 0 0 0 0 910,000 0 10 0 480 300 120 0 0 210,000 0 75 0 45 0 40 50 0 0 0 U 0 0 0 0 0 0 35,000 0 10 0 0 0 25 0 0 60,000 0 0 40 0 20 0 0 0 7,845,000 0 1,795 2,000 975 650 400 975 1,050 240,000 0 0 50 90 50 50 0 0 300,000 0 75 75 75 7.5 0 0 0 1;852,000 0 138 387 255 210 251 404 207 813,000 0 283 91 58 108 126 117 30 102. , 000 0 25 0 10. 0 (I 67 0 53,000 0 0 0 12 5 36 0 0 34,000 141 10 0 0 5 30 0 60 25 10 4 10 0 10 0 10. 0 10 TOTAL GENERAL & RELATED FUNDS 12,729,000 0 2,506 2,743 • 2,070 1,432 1,058 1,623 1,297 Golf Course Liquor Utilities TOTAL EXPENDITURES REVENUE: State Aid Special Assessments Watershed District Civil Defense Internal Funding Sources: Budget (operating) Working Capital Fund Transfer -Rent Cash on Hand Enterprise Earnings: Golf Course Liquor Utilities TOTAL REVENUE 345,000 U 0 125 45 35 45 45 50 100,000 2,279,000 0 (I 30 1,764 40 1 1 5 30 ] 03 U 117 U 60 0 6 0 60 $ 15,453,000 $ 0 $ 4,300 $ 3,023 $ 2,248 $ 1,584 $ 1,163 $ 1,728 $ 1,407 $ 6,479,000 $ 0 $ 1,454 $ 1,766 $ 906 $ 584 $ 313 $ 692 $ 764 2,399,000 0 469 520 315 250 200 315 330 0 U 0 U 0 0 0 0, 0 0 0 0 0 0 U 0 0, 0 1,260,000 0 180 180 180 180 180 180 180 1,891,0(10 0 303 177 569 318 265 336 (77) 700,000 0 100 -100 100 100 100 100 100 0 0 0 0 0 0 0 0 0 345,000 0 0 125- 45 35 45 45 50 100,000 0 30 40 30 0 0 0 0 2,279,000 0 1,764 115 103 117 60 60 _ 0 $ 15,453,000 $ 0 $ 4,300 $ 3,023 $ 2,248 $ 1,584 $ 1,163 $ 1,728 $ 1,407 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY DESCRIPTION .OiRCE COST OVER .1989 1990 1991 1992 1993 1994 1995 GENERAL FUND (CONT.): STORM SEWERS: WTRSHD. UTILITY IF APPROVED EARNINGS TOTAL STORM SEWERS PARKING RAMPS: Sealing (surface and joint): 49 1/2 Street 51st Street TOTAL PARKING RAMPS PARKING LOTS: City Hall- resurface Grandview- resurface 50th Street Area - resurface TOTAL PARKING LOTS STREETS & ALLEYS: New Construction: W.77th 1/2 St. from Minnesota Dr. to W. 77th MN Dr..from France to Edinb. Way Edinb. Way from W.70th St. to Parklawn Ave. Parklawn from France to Bridge Reconstruction: Misc. Strt. Constr.(petition) W, 76th from Edinborough Way to France Ave France Ave.from W. 50th to W. 40th W.69th from France to Xerxes Blake Rd.from Vernon to Pine Grove Valley Vw. Rd.from W. 69th St. to Crosstown 62 France Ave. from W.70th to W.77th W.54th from France to Wooddale Xerxes /York from Crosstown 62 to W. 69th St. W.66th from France to York Wooddale from W.50th to Valley Vw. W.44th from 100 to Grimes W.66th from 100 to Valley Vw. TOTAL STREETS & ALLEYS INT FND $ 10,00() INT FND _25.000 $ 35,000 $ 1() INT END $ 25,000 $ 25 INT FND 15,000 15 INT FND 20,000 $ 20 60,000 $ 0 $ 40 $ 20 $ 25 25 ST AID 600,000 $ 600 ST AID 150,000 150 SP.ASSMT. 100,000 100 SP.ASSMT. 75,000 75 SP..ASSMT. - 1,050,000 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 SP.ASMT & ST.AID 470,000 470 " 250,000 250 530,000 530 520,000 520 " 665,000 300 365 " 500,000 500 460,000 460 500,000 500 " 250,000 250 390,000 $ 390 500,000 500 - - -- - -- —3Q� — 400 VAAL -.x(11 $_ Q_- g1,..Z�F g2, 1LCiL $ 975 $ 650 1 400 $935 i. (50 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY DESCRIPTION SOURCE COST OVER 1989 1990 1991 1992 1993 1994 1995 GENERAL FUND: CITY HALL: Replacement windows INT FND $ 25,000 $ 25 Heating system INT FND 35.000 $ 35 TOTAL CITY HALL $ 80.000 $ 0 S 25 $ 35 PUBLIC WORKS BUILDING: Building Ventilation INT FND $ 35,000 $ 35 Double Deck -two bays INT FND 40,0002_ $ 40 TOTAL PUBLIC WORKS BUILDING $ 75.00.51 $_ 0 $ 35 $ 40 FIRE DEPARTMENT: Parking & Remodeling INT FND $ 101000 $ 10 Fire Station No. .2 INT END 800,000 $ $ 300 Engine No. 4 INT FND 18(1,000 o 1 ls80 Rescue No. 3 INT FND 100,000 $ 100 Support Vehicle INT FND 20,000 20 TOTAL FIRE DEPARTMENT $ 91 $ 10 $ 48(1 $ 300 1 $ 1 20 x-45 POLICE DEPARTMENT: Computer 'aided dispatching INT FND $ 75,000 $ 75 Mobile data terminals (15) INT FND 45,000 $ 45 Forensic photographic laboratory INT FND 40,000 $ 40 Alarm monitoring computer INT FND 50 000 $ 50 TOTAL POLICE DEPARTMENT $ 210,000 $ 0 $ 75 $ 45 $ 40 $ 50 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY DESCRIPTION SOURCE COSH_ OVER 1989 1990 1991 1992 _1993 1994 X995 GENERAL FUND (CONT.): BRIDGES: Browndale to Minnehaha Creek INT FND $ 2001000 $ 50 $ 50 $ 50 $ 50 Benton Ave & Soo Line Railroad ST.AID 40.(10(1 40 TOTAL BRIDGES $ 240.000 $ $ 50 $ 90 $ 50 $ 50 STREET LIGHTING:. Conversion from mercury vapor to low pressure sodium INT FND $ 300.000 $ 75 $ 75 $ 75 $ 75 TOTAL STREET LIGHTING $ 300-000 $ 75 $ 75 $ 75 $ 75 SIDEWALKS & PATHS: Gleason Rd. from Lor_hmoor to Dewey Hill Rd. STAID $ 65,000 $ 65 Crosstown from Peacedale to Valley Vw INT FND. 10,000 10 Tracy from North of Cty. 62 to Valley View. ST.AID 28,000 28 Xerxes from W. 60th to W. 62nd ST.AID 35,000 35 Benton from Hansen Rd. to 100 ST.AID 44,000 $ 44 _ Concord from School Rd. to Valley View INT FND 15,000 15 SUBTOTAL $ 197, 000 $ 0 $ 138 $ 59 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 TOTAL SIDEWALKS AND PATHS $1.655,000 $ 0 $ 138 $ 387 g 955 $ 210 $ 951 $ 404 g 207 FUNDING ESTIMATED CARRY DESCRIPTION SOURCE COST OVER 1989 1990 1991 1992 1993 1994 1995 GENERAL FUND (CONT.): SIDEWALKS & PATHS (CONT): East & West Frontage Roads from Valley View to Eden. INT FND 172,000 $ 86 $ 86 Valley View from 100 to Wooddale ST.AID 44,000 44 W.58t.h from Concord to Xerxes ST.AID 102,000 102 W. 66th from Ridgeview Dr. to Valley View ST.AID 96,000 96 Maddox Ln. from Valley View to Wyman INT FND 101000 $ 10 Valley Vw. from 100 to Maddox Ln. INT FND 33,000 33 W. 54th from Wooddale to France ST.AID 42,000 42 W. 69th from Valley Vw. to France ST.AID 7,000 7 Wooddale from W.50th to Valley Vw. ST.AID 123,000 123 Wyman from Maddox Ln. to W. 63rd INT FND 6,000 6 York Ave. from W.66th to W. 69th ST.AID 34,000 34 Parklawn Ave. & W.77th from 76th to Edina Indust. Blvd. ST.AID 69,000 $ 69 Parklawn from Gallager-to France INT FND 26,000 26 Valley Vw. from Gleason Rd. to McCauley Trail ST.AID 104,000 104 W.78th from Edina Industrial Blvd. to Cahill Rd. ST.AIU ll,pOp 11 Metro blvd, from W.70th to Edina Industrial Blvd. ST.AID 75,000 $ 75 Valley Ln. from Doran to W.66th ST.AID 38,000 38 W. 63rd & Ridgeview from Wyman to Ridgeview Drive INT FND 23,000 23 W.74th,Bush Lake Rd., Dewey Hill from Metro Blvd. to Cahill Rd. INT FND 48,000 48 Interlachen from Blake to W.7th INT FND 67,000 67 McCauley tr. South & McCauley Tr. North from Valley Vw. to Gleason INT FND 138,000 $ 138 County 158 -Link Rd to Cty. Rd. 62 INT FND 148,000 146 Edina Industrial Blvd. from Metro Blvd. to W.78th St. ST.AID 32,000 32 Braemar Golf Course INT FND 105,000 Lincoln Dr. from W.7th to $ 105 1000 feet south INT FND 16,000 16 Xerxes, W.70th to Yorktown Park INT FND 191000 Ohm's Ln. from W 72nd to W. 74th INT FND 23,000 19 W. 60th from France to Xerxes ST.AID 44,000 23 44 TOTAL SIDEWALKS AND PATHS $1.655,000 $ 0 $ 138 $ 387 g 955 $ 210 $ 951 $ 404 g 207 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY DFSCRIPTTON SOURCE ) T —OYE� 198 1990 199E 1993_ 1995 GENERAL FUND (CUNT.): PARKS: Wooddale School:' Demolition - building INT FND $ 25,000 $ 25 Van Valkenburg Park INT FND 250,000 250 Weber: Regrade repair INT FND 8,000 8 Braemar complex: Football /soccer regrade & widen move lights INT FND 50,000 $ 50 Pamela Park upgrade INT FND 9,000 g Heights: Backstop INT FND 2,000 2 Todd: Benches, plantings & drainage INT FND 5,000 5 Renovation, parking & house removal INT FND 50,000 25 25 Chowen: $ Curbing, backstop, & fencing INT FND 8,000 Creek Valley School: 8 Light tennis courts INT FND 6,000 6 Fencing &.planting INT FND 10000 , 16 0 Regrade INT FND 9,()0 (1 Lake Edina: Light tennis courts INT FND 6,000 Parking lot improvements INT FND 6,000 $ 6 Regrade & irrigate ballfields INT FND 3,000 6 Fencing INT FND 6,000 3 Playground equipment INT FND 12,000 6 Shelter Buildings: 12 Garden Park INT FND 150,000 75 Walnut Ridge INT FND 100,000 $ 75 44th St.: $ 100 Fencing & planting INT FND. 10,0(0 Yorktown: 10 Renovation- dugouts, fencing, team benches, & planting INT FND 31,0(10 Light tennis courts INT FND 10 31 Garden Park: ,0(10 10 Hockey boards & planting INT FND 11,000 Light tennis courts INT FND 6, ()()() 11 Strachauer: 6 Parking lot INT FND 10,000 Tennis courts INT .FND SI . (IOC $ 10 20 TOTAL PARKS $ 8_ 13_ 000 $ () $ 283 $ 91 $ 58. $ 108 IR 126 $ 117 $ 30 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY DESCRTETION SO[_ 1RCE CO (;T OVER 1989 1990 1991 1992 1993 1994 1995_ GENERAL FUND (CONT.): SWIMMING POOL: Replace filter system INT FND $ 25,000 $ 25 Seal parking lots INT FND 10,(1(10 $ 10 Renovation pool INT FND 60,000 $ 60 Lights INT FND 7.000 —Z TOTAL SWIMMING POOL $ 102,00() 25 $ $ 10 $ 67 ART CENTER: Building renovation INT FND $_;�,3 (SIB t 12 _5 $ 36 TOTAL ART CENTER $- 5.3 - (L(I_ $ 12 $ 5 $ 36 GUN RANGE: Equipment pistol range INT FND $ 5,()0() $ 5 Rennovation building INT FND 9-5,000 $ 25 Target equipment INT FND 4 111 _ $ 4_ TOTAL GUN RANGE $ 3A —V-L)L $ 5 4_ _ RECREATION CENTER (ARENA): Furnace INT FND $ 20,000 $ 20 Ice resurfacer INT FND 50,000 $ 50 Recondition pavilion INT FND _Zji��QSI - -1L —1L X151 TOTAL RECREATION CENTER /ARENA $- 11(�_.Q(1� $�L $__6 ALL! �1(L �1(! g_ —_1L! S___1(! GOLF COURSE: Driving range building EARNINGS $ 125,000 $ 125 Dredging ponds EARNINGS 45,000 $ 45 Parking lot EARNINGS 35,000 $ 35 Upgrade old clubhouse EARNINGS 45,000 $ 45 Bridge replacement - hole 17 & 18 EARNINGS 45,000 $ 45 Resurface cart paths EARNINGS _ 5_Q I 1 1 _ $ �(1 TOTAL GOLF COURSE $ 45,_Q 1 1 2,5— $ 45 $ 35 1 4 - 1 45_ $ 50 SEVEN YEAR CAPITAL PLAN CITY OF EDINA 1989 FUNDING ESTIMATED CARRY RIPT7 N SOURCFF_ COST. OVER 1989 1990 1991 1992 1993 1994 1995 LIQUOR: Reseal parking -lots EARNINGS $ 25,000 $ 15 10 Replace heating & air conditioning EARNINGS 60,000 15 15 $ 30 Replace carpeting EARNINGS 15.000 $ 15- TOTAL LIQUOR $ 100.0(10 S $ 30 $ 40 $ 30 UTILITIES: Replace Lift Station with Flygt Station Division EARNINGS $ 50,000 White Oaks EARNINGS 45,000 Dakota EARNINGS 40,000 Cheyenne EARNINGS 50,000 Country Club - replace MH Steps EARNINGS 7,060 Pull Two or three pumps annually due to recent heavy pumping EARNINGS 400,000 Tower Painting EARNINGS 65,000 Treatment plant repair EARNINGS 40,000 Replace recorders at wells & filter plants EARNINGS 34,000 Replace Chlorinators EARNINGS 28,000 New Well Pumphse Tower & System EARNINGS 1,500,000 Well Starters(2)Concord & Wooddale EARNINGS 20.00Q TOTAL UTILITIES $ 2,279,000 $ 50 $ 45 $ 40 $ 50 7 60 50 50 60 $ 60 $ 60 $ 60 65 40 22 6 6 7 7 7 7 11500 20 $1,764 $ 115 $ 103 $ 117 $ 60 $ 60 $ 60 GRAND TOTAL $ 15,453,000 $ 0 $4,300 $3,023 $2,248 $1,584 $1,163 $1,728 $1,407 FUNDING Sonja INT FND - INTERNAL FUNDING SOURCES* CD - CIVIL DEFENSE (STATE) WTRSHD - WATERSHED SP.ASSMT. - SPECIAL ASSESSMENT ST.AID - STATE AID EARNINGS - ENTERPRISE EARNINGS NOTE - YEARLY TOTALS ARE IN THOUSANDS OF DOLLARS * - Internal funding sources include: Contributions from operating budget,cash on hand, transfer from utilities, and the working capital fund AF 0 n- LZD '.4. rA -Q4I I 0 dF 11,90 C-2 4k rb 5 so c 9 -- -° Public Safety (45 %) Total Expenditures Overview Total Expenditures by Area 6.1.11- U/ A _J i plG ✓C t J-,C— p eneral Govt. (14 %) Non -Dept. (4 %) t (13 %) Summary of Expenditures by Type of Expenditure Contract. Svcs. (14 %) Comrr l��I�J�� fG90I\ Equipment (7%) 21 %) PAGE - 2 REVENUES BY FUN) & FUNCTION 1987 1988 1989 1990 GENERAL FUND: ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED TAXES: REAL & PERSONAL PROPERTY TAXES $7, 966,499 $8,445,156 $8,996,391 $8,996,391 $9,475,000 OTHER 21.825 40.561 25.000 25.000 25.000 TOTAL TAXES 7.988.324 8.485.717 9.021.391 9.021.391 9.500.000 LICENSES & PERMITS: BEER & LIQUOR 16,899 13,275 14,000 16,000 16,000 CIGARETTE 1,323 1,044 1,200 1,700 1,500 DOG & IMPOUNDING FEES 7,856 9,788 10,000 10,000 10,000 FOOD & SOFT DRINKS 38,897 41,437 39,000 39,000 41,000 GAS PUMPS, TANKS & BURNING 3,956 2,000 2,000 3,000 3,000 BOWLING, TAXI, & PINBALL 8,865 11,747 10,000 10,000 12,000 SCAVENGER & GARBAGE COLLECTORS 1,840 1,835 1,800 1,800 1,800 BUILDING 477,007 406,989 440,000 400,000 450,000 CESSPOOL & SEWER 0 20 300 500 500 PLUMBING 56,871 37,986 52,000 55,000 55,000 SIGN 5,500 3,100 5,000 5,500 5,500 HEATING,VENTILATION & MECHANICAL 58,638 68,355 62,000 60,000 65,000 OTHER 3,438 3,790 1,500 1,500 2,000 POOLS & SPA 9,700 10,605 10,000 11,000 11,000 SPRINKLER 19.494 11.789 18.000 22.000 22.000 TOTAL LICENSES & PERMITS 710.284 623.760 666.800 637.000 696.300 FEES & CHARGES: ENGINEERING & CLERICAL 92,957 53,549 130,000 120,000 150,000 MUNICIPAL COURT FINES 515,172 532,257 505,000 510,000 515,000 CHARGES TO OTHER FUNDS 92,220 96,600 100,620 100,620 105,000 CONTRIBUTION FROM LIQUOR FUND 400,000 350,000 350,000 350,000 350,000 ASSESSING SEARCHES 18,425 11,405 11,000 25,000 13,000 PLANNING FEES 7,810 10,420 11,000 13,000 13,000 SALES & RENTAL PROPERTY 50,695 25,446 20,000 20,000 22,000 MISCELLANEOUS REVENUE 36,031 16,099 17,000 20,000 20,000 INCOME ON INVESTMENTS 203,412 118,759 75,000 70,000 80,000 LABORATORY FEES 2,383 2,219 2,000 3,000 3,000 DONATIONS 0 0 500 500 500 FALSE ALARMS - POLICE 24,857 30,055 33,000 36,000 36,000 FALSE ALARMS - FIRE 4,650 0 5,000 5,000 5,000 REGISTRATION FEE - SWIMMING 8 ACTIVITIES 46,291 65,078 65,000 65,000 70,000 SERVICES - HOUSING & REDEVELOPMENT AUTHORITY 61,891 89,348 135,000 135,000 145,000 AMBULANCE SERVICE 290.019 375.236 370.000 365.000 375.000 TOTAL FEES & CHARGES 1.846.813 1.776.471 1.830.120 1.838.120 1.902.500 TOTAL LICENSES & PERMITS AND FEES AM CHARGES $2.557.097 $2.400.231 52.496.920 $2.475.120 $2.598.800 PAGE - 3 REVENUES BY FUND A FUNCTION CAPITAL PLAN: STATE AID SPECIAL ASSESSMENTS BUDGET (OPERATING) WORKING CAPITAL FUND TRANSFER -RENT EARNINGS: GOLF COURSE LIQUOR UTILITIES TOTAL CAPITAL PLAIT 52,400,000 52,416,000 $4,260,000 54,260,000 $1,648,000 416,000 140,000 313,000 100,000 2,250,000 40,000 440,000 $5,347,000 1987 1988 1989 1990 GENERAL RAN) CONT'D: ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED INTERGOVERNMENTAL AID: LOCAL GOVERNMENT AID $549,704 $549,706 5561,431 $561,431 $572,660 STATE HIGHWAY TAX 102,832 58,000 60,000 60,000 60,000 HOUSING ASSISTANCE AID 0 0 2,000 2,000 2,000 FEDERAL AID 13,202 9,069 20,000 20,000 10,000 POLICE AID (1X) 177,566 206,905 145,000 145,000 145,000 TRANSFER - REVENUE SHARING 168,735 0 0 0 0 HENNEPIN COUNTY HEALTH PROGRAM 99.001 103.666 103.666 103.666 125.000 TOTAL INTERGOVERNMENTAL AID 1.111.040 927.346 892.097 892.097 914.660 TOTAL OPERATING REVENUE $11,656,461 xsaaxxxxxxxx $11,813,294 xxx =xxsx= s $12,410,408 ssssssssxsxx $12,388,608 xxxxxx_ xxxx $13,013,460 xxxxx _xx = == CAPITAL PLAN: STATE AID SPECIAL ASSESSMENTS BUDGET (OPERATING) WORKING CAPITAL FUND TRANSFER -RENT EARNINGS: GOLF COURSE LIQUOR UTILITIES TOTAL CAPITAL PLAIT 52,400,000 52,416,000 $4,260,000 54,260,000 $1,648,000 416,000 140,000 313,000 100,000 2,250,000 40,000 440,000 $5,347,000 PAGE - 4 EXPENDITURES BY FUND & FUNCTION PUBLIC SAFETY: POLICE 1987 1988 1989 3,122,170 1990 GENERAL FUND: ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED GENERAL GOVERNMENT: MAYOR & COUNCIL $53,842 $54,873 $60,120 $58,920 $59,880 ADMINISTRATION 444,581 478,165 502,521 502,521 522,277 PLANNING 158,059 164,856 186,770 186,770 200,110 FINANCE 224,278 264,229 296,858 296,858 315,456 ELECTION 22,518 69,120 23,802 23,802 69,622 ASSESSING 259,731 283,257 313,073 313,073 337,888 LEGAL & COURT SERVICES 289.667 356.412 309.000 309.000 312.000 TOTAL GENERAL GOVERNMENT 1.452.676 1.670.912 1.692.144 1.690.944 1.817.233 PUBLIC WORKS: ADMINISTRATION 93,187 92,305 103,912 103,912 110,107 ENGINEERING 333,813 339,347 414,456 414,456 421,041 SUPERVISION 338,017 352,557 389,783 389,783 427,214 STREET MAINTENANCE 1,242,802 1,436,556 1,546,218 1,546,218 1,596,253 STREET LIGHTING 281,856 304,508 301,420 301,420 320,500 STREET NAME SIGNS 41,278 47,351 46,000 46,000 49,500 TRAFFIC CONTROL 56,571 67,442 79,000 79,000 86,000 BRIDGES /GUARD RAILS 8,602 14,811 18,000 18,000 18,500 STORM DRAINAGE 40,901 32,338 0 0 0 LAKES & PONDS 8,857 17,380 0 0 0 SIDEYALKS,RAMPS & PARKING LOTS 35.744 59.934 100.400 100.400 80.650 TOTAL PUBLIC WORKS 2.481.628 2.764.529 2.999.189 2.999.189 3.109.765 PUBLIC SAFETY: POLICE 2,764,049 2,968,773 3,122,170 3,122,170 3,317,748 CIVILIAN DEFENSE 14,054 19,032 24,993 24,993 26,343 ANIMAL CONTROL 60,763 48,752 53,415 53,415 54,817 FIRE 1,790,843 1,830,057 1,916,117 1,896,117 1,964,657 PUBLIC HEALTH 245,719 264,181 273,308 273,308 291,414 INSPECTIONS 202.859 235.445 235.819 235.819 236.252 TOTAL PUBLIC SAFETY 5.078.287 5.366.240 5.625.822 5.605.822 5.891.231 PARK DEPARTMENT: ADMINISTRATION 276,693 324,426 338,648 338,648 354,954 RECREATION 105,560 124,024 107,050 107,050 115,200 MAINTENANCE 1.047.700 1.146.854 1.140.655 1.140.655 1.170.350 TOTAL PARR DEPARTMENT $1.429.953 51.595.304 81.586.353 $1.586.353 $1.640.504 PAGE - 5 EXPENDITURES BY FUND i FUNCTION TOTAL OPERATING EXPENDITURES $10,830,255 $11,784,275 512,409,808 512,388,608 $13,013,460 CAPITAL PLAN: 1987 1988 1989 OFFICE FURNITURE 1990 GENERAL FUND (CONTID): ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED NOM - DEPARTMENTAL EXPENDITURES: 40,000 PARKING LOTS: CITY HALL-RESURFACE CONTINGENCIES $28,755 $73,030 $120,000 $120,000 580,000 SPECIAL ASSESSMENTS 58,768 54,642 80,000 80,000 80,000 CAPITAL PLAN APPROPRIATION 105,000 138,000 140,000 140,000 140,000 COMMISSIONS 8 SPECIAL PROJECTS 195.188 121.618 166.300 166.300 254.727 TOTAL NON - DEPARTMENTAL 387.711 387.290 506.300 506.300 554,727 TOTAL OPERATING EXPENDITURES $10,830,255 $11,784,275 512,409,808 512,388,608 $13,013,460 CAPITAL PLAN: CITY HALL: OFFICE FURNITURE $20,000 REPLACEMENT WINDOWS 25,000 PUBLIC WORKS BUILDING: ELECTRONIC FUEL MONITORING 11,000 DOUBLE DECK -TWO BAYS 40,000 PARKING LOTS: CITY HALL-RESURFACE GRANDVIEW- RESURFACE 25,000 STREETS 8 ALLEYS: 15,000 NEW CONSTRUCTION: W.77TH 1/2 FROM MINNESOTA DR TO W. 77TH ST. 400,000 RECONSTRUCTION: MISC. STREET CONSTRUCTION (PETITION) 150,000 W.69TH FROM FRANCE TO XERXES 530,000 FRANCE AVE. FROM W.70TH TO W. 77TH 800,000 BRIDGES: BROWNDALE TO MINNEHAHA CREEK 50,000 STREET LIGHTING: CONVERSION FROM MERCURY VAPOR TO LOW PRESSURE SODIUM 75,000 RAILROAD CROSSINGS: DEWEY HILL RD. AT SOO LINE TRACK 20,000 SIDEWALKS 8 PATHS: BENTON FROM HANSEN RD. TO 100 44,000 CONCORD FROM SCHOOL RD. TO VALLEY VIEW 15,000 EAST 8 WEST FRONTAGE RDS. FROM VALLEY VIEW TO EDEN 86,000 VALLEY VIEW FROM 100 TO WOODDALE 44,000 W. 66TH FROM RIDGEVIEW TO VALLEY VIEW 96,000 $2,446,000 PAGE - 6 EXPENDITURES BY FUMD i FUNCTION 1987 1986 1989 1990 CAPITAL PLAN (CONTID): ACTUAL ACTUAL ESTIMATED BUDGETED APOPTEO PARKS: ARNESON ACRES PARK BRAEMAR COMPLEX: FOOTBALL /SOCCER REGRADE 8 WIDEN MOVE LIGHTS PAMELA PARK UPGRADE HEIGHTS: BACKSTOP TODD: BENCHES, PLANTINGS 8 DRAINAGE VAN VALKENBURG PARK: IRRIGATION & MAINTENANCE SHED RECREATION CENTER (ARENA): ICE RESURFACER RECONDITION PAVILLION GOLF COURSE: DRIVING RANGE BUILDING UPGRADE OLD CLUBHOUSE PARKING LOT NEW 9 HOLES LIQUOR: RESEAL PARKING LOTS REPLACE HEATING AND AIR CONDITIONING REPLACE CARPETING STORM SEWERS: DETENTION BASINS -WATER QUALITY MISC. CONSTRUCTION-REPLACE CATCH BASINS 8 MANHOLES V. VIEW RD. FROM CONCORD TO VIRGINIA W. 64TH STREET AT XERXES W. 56TH STREET AT WOODCREST COUNTRY CLUB 72ND 8 FRANCE SEWER 8 WATER: REPLACE LIFT STATION WITH FLYGT STATION -TRACY COUNTRY CLUB - REPLACE MH STEPS PULL TWO OR THREE PUMPS ANNUALLY DUE TO RECENT HEAVY PUMPING TREATMENT PLANT REPAIR REPLACE RECORDERS AT WELLS 8 FILTER PLANTS REPLACE CHLORINATORS TOTAL CAPITAL PLAM $2,400,000 $2,416,000 $4,260,000 $4,260,000 $25,000 50,000 9,000 2,000 5,000 20,000 50,000 10,000 125,000 25,000 600,000 1,500,000 10,000 15,000 15,000 50,000 30,000 13,000 42,000 9,000 50,000 76,000 45,000 7,000 60,000 45,000 6,000 7.000 $5,347,000 Ov. Defense (0%) Salad Contract. Public Safety Overview Public Safety - Distribution by Area a„— , =Cv, �. ��j Inspections (4 %) lealth (5 %) nal Ctrl. (1 %) Public Safety - Distribution by Expenditure Equipment (5%) ;ommodfties (1 %) ;es (21 %) /►t TV AC r-r% MA AI►U11A1 011r%f2CT Vi I r yr PAGE - 49 FUND: FUNCTION: AREA PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF SERVICES Police: Personal services consist of three - fourths (3/4) of an Executive Management III, one (1) PS Management III, four (4) PS Management II's, seven (7) PS Management I's, two (2) PS General II's, one (1) Technical Management II, two (2) Technical II's, one (1) General I, thirty (30) bargaining employees, police dispatchers and community service officers. The City of Edina Police Department is called upon.to perform many emerg- ency and public service tasks throughout the year. In 1987, the department responded to nearly 20,000 calls for service which involved medicals, fires, emergencies, accidents, animal control problems, vehicle and residential lockouts, thefts, damage to property, suspicious persons & vehicles, alarm responses as well as public service and educational activities. The City reported approximately 1,700 major Part I crimes such as burglary, robbery, assault, etc., with an additional 1,100 misdemeanor or lessor crimes also reported. Police respond to emergency calls within four minutes and to non - emergency calls within ten minutes under normal conditions. The Police Department is also responsible for educating the public in crime prevention techniques, investigation of all felony crimes against persons and, where warranted, other crimes as well. Over 808 of the total Police budget is directly or indirectly spent on labor. Labor'is distributed with 798 dedicated to patrol functions, 158 for investigations and 68 for administration. The Police Department operates 1,095 shifts, 7 days a week, 24 hours per day and maintains an average patrol strength of 5.2 officers at any given time. Explanation of Changes: Drug Enforcement Officer - An officer specifically trained and assigned to drug enforcement. Drug use and abuse is a national problem that does not stop at Edina's borders. Recently, undercover operations conducted by the Police Department have substantiated the use and trafficking of drugs in Edina. There is a community wide effort to combat drug use and a part of that effort should be enforcement. Currently, drug investigations are referred to the Hennepin County Sheriff's Office for any follow up or under -cover work. They do not respond to day -to -day intelligence, nor will they involve themselves with street -level activities in Edina. This creates the void of not having attention paid to information about drugs as de- veloped by citizens, arrested persons, informants, or patrol officers. The only way to fill this void is to provide for the above assignment. Equipment - Public Safety Answering Points (PSAPs) are required by EMS regulations via County ordinance to maintain audio recordings of calls for service for one calen- dar year. The Edina PSAP currently has 138 audio tapes on hand. The acquisition of 100 new tapes would be a major step in a plan to comply with the regulation. CITY OF EDINA ANNUAL BUDGET PAGE - 50 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF EXPENDITURES 1989 1987 19118 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED POLICE SERVICES - 420 PERSONAL SERVICES: 4105 PAYROLL $2,058,728 $2,184,493 4110 OVERTIME 31.500 41.500 $1.819.490 $2.005.248 - $2,090.228 2.090,228 2.225.993 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 1,911 3,910 2,000 2,000 2,000 4202 CONTINUING EDUCATION 0 0 14,000 14,000 14,000 4204 DUES & SUBSCRIPTIONS 573 454 650 650 650 4206 MEETING EXPENSE 443 429 350 350 350 4208 MILEAGE 3,833 4,614 300 300 300 4226 EQUIPMENT RENTAL 17,346 23,626 27,000 27,000 28,300 4233 DATA PROCESSING -LOGIS 27,289 40,203 30,760 30,760 33,000 4262 LAUNDRY 162 388 500 500 500 4266 UNIFORM ALLOWANCE 30,853 25,815 28,000 28,000 28,000 4268 TELETYPE SERVICE 600 870 2,320 2,320 2,320 4274 EQUIPMENT MAINTENANCE 5,487 10,110 6,380 6,380 6,380 4283 RANGE RENTAL 2,400 3,000 3,000 3,000 3,000 4288 SERVICE CONTRACT-EQUIP. 1.520 999 11.700 11.700 11.700 92.417 114.418 126.960 126.960 130.500 CO MITIES: 4502 BOOKS AND PAMPHLETS 260 1,305 1,000 1,000 1,000 4504 GENERAL SUPPLIES 3,891 7,300 4,800 4,800 5,300 4508 PHOTOGRAPHIC SUPPLIES 1,447 2,690 2,700 2,700 2,700 4510 FIRST AID SUPPLIES 177 68 350 350 350 4572 A14NNITION 4,051 3,531 7,600 7,600 7,600 4600 PRINTING 6,306 5,564 6,500 6,500 6,500 4642 SAFETY EQUIPMENT 916 1.842 1.084 1.084 1.100 $17.048 $22.300 524.034 + $24.034 $24.550 ATV AC 1L. lks A V1 I I VI rV���I1 FUND: wUM A! 0"nn_1MT FUNCTION: I AREA FAGS - 51 PROGRAM: GENERAL - 10 PUBLIC SAFETY IPOLICE PROTECTION 420 thru 430 - 42 SUMMARY OF SERVICES 1989 1990 $ Total Police Budget $3,122,170 $3,317,748 6.3 Reserve Program - 430: The reserve program is comprised of the Senior Police Reserve (8 members), Explorer Post 925 (20 members), the Edina Police Reserve (12 members) and the Police Senior Volunteers (7 members). Senior Police Reserves perform 640 hours of contract work ranging from crime prevention to personnel recruiting. Explorer Post 925 contributes approximately 2,000 hours of public services to various community events and programs. This is in response to career orientation and training provided by the Police Department. The Edina Police Reserve serves the community in excess of 1,800 hours annually. They perform work during special events and provide non - emergency service work and patrol. The Police senior volunteers work four hours a day, five days a week for a total of 1,000 hours annually. Telephone answering, receptionist work and other administrative tasks are performed. CITY OF EDINA ANNUAL BUDGET PAGE - 52 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY POLICE PROTECTION 420 thru 430 - 42 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CENTRAL SERVICES: 4802 GENERAL 5492,000 $528,000 $542,400 5542,400 5570,000 4804 CITY HALL 38,160 42,120 44,160 44,160 45,600 4808 EQUIPMENT OPERATION 155.820 123.000 127.800 127.800 135.600 685.980 693.120 714.360 714.360 751.200 EQUIPMENT: 4901 REPLACEMENT 146,880 122,675 148,688 148,688 159,105 4902 NEW 2.211 0 0 0 4.900 149.091 122.675 148.688 148.688 164.005 TOTAL POLICE SERVICES $2.764.026 52.957.761 $3.104.270 $3.104.270 $3.296.248 RESERVE PROGRAM - 430 PERSONAL SERVICES: 4105 PAYROLL $0 58.200 $11.100 $11.100 514.700 CONTRACTUAL SERVICES: 4202 CONTINUING EDUCATION 0 0 3,000 3,000 3,000 4206 MEETING EXPENSE 0 298 1,000 1,000 1,000 4266 UNIFORM ALLOWANCE 0 1.454 2.000 2.000 2.000 0 1.752 6.000 6.000 6.000 COMMODITIES: 4504 GENERAL SUPPLIES 23 1.060 300 300 300 EQUIPMENT: 4901 REPLACEMENT 0 0 500 500 500 TOTAL RESERVE PROGRAM S23 $11.012 517.900 517.900 $21.500 TOTAL POLICE PROTECTION $2,764,049 52,968,773 $3,122,170 $3,122,170 $3,317,748 nITV nr rn§wIA AMMIIAI RIInr_CT VI I ■ Vr GYIIaA FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY CIVILIAN DEFENSE 460 - 46 SUMMARY OF SERVICES Civilian Defense: Personal Services consist of one - fourth (1/4) the time of an Executive Management III. This is a cumulative estimate of Police department time of the Director, Coordinator and administrative specialists. The objective of the Civilian Defense program is to prepare the community for disasters or emergencies - natural or man -made. This is accomplished by compliance with Federal, State and County guidelines for emergency preparedness planning. Action plans are developed and practiced at the City level. This activity coupled with ten air warning sirens, ensures the operation of government and the maintenance of emergency services during disasters. 1989 1990. 8 Total Civilian Defense Budget $24,993 $26,343 5.4 CITY OF EDINA ANNUAL BUDGET PAGE - 58 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED PERSONAL SERVICES: 4105 PAYROLL $1,202,165 $1,268,053 4110 OVERTIME 75,000 83,000 $1,231,303 $1,288,237 $1,297,165 1,277,165 1,351,053 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 1,295 275 2,000 2,000 2,000 4202 CONTINUING EDUCATION 2,464 6,587 6,000 6,000 6,600 4204 DUES 8 SUBSCRIPTIONS 746 1,038 1,000 1,000 1,000 4206 MEETING EXPENSE 427 87 500 500 500 4208 MILEAGE 18 16 150 150 200 4212 ADVERTISING PERSONNEL 0 0 0 0 0 4226 EQUIPMENT RENTAL 1,194 2,637 2,780 2,780 2,800 4233 DATA PROCESSING 0 0 4,000 4,000 4,000 4246 PHYSICAL EXAMINATION 100 0 0 0 0 4248 CONTRACTED REPAIRS 4,995 7,489 14,730 14,730 14,700 4250 RUBBISH REMOVAL 509 529 600 600 600 4252 LIGHT AND POWER 8,818 10,601 10,000 10,000 10,000 4254 HEAT 5,215 5,970 8,000 8,000 8,000 4258 SEWER AND WATER 512 585 800 800 800 4262 LAUNDRY 3,071 2,790 2,700 2,700 2,700 4266 UNIFORM ALLOWANCE 8,389 10,260 9,600 9,600 9,600 4274 PREVENTATIVE MAINTENANCE 5,652 5,815 2,300 2,300 2,300 4310 LICENSES AND PERMITS 210 6 210 210 200 43,615 54,685 65,370 65,370 66,000 COMMODITIES: 4502 BOOKS AND PAMPHLETS 491 466 400 400 400 4504 GENERAL SUPPLIES 8,996 9,006 10,000 10,000 10,700 4508 PHOTOGRAPHIC SUPPLIES 753 709 850 850 900 4510 FIRST AID SUPPLIES 8,281 11,634 11,000 11,000 11,000 4512 CLEANING SUPPLIES 597 413 800 800 800 4516 OFFICE SUPPLIES 732 906 800 800 800 4540 REPAIR PARTS 3,981 12,826 2,300 2,300 2,300 4570 HAZARDOUS MATERIALS 0 0 2,000 2,000 2,000 4574 PROTECTIVE CLOTHING 6,436 3,041 4,000 4,000 4,000 . 4580 TOOLS 980 1,002 900 900 900 4608 TRAINING AIDS 905 965 2,000 2,000 2,000 4650 FIRE PREVENTION 872 1,556 1,300 1,300 1,300 $33,024 $42,524 $36,350 $36,350 $37,100 /+ITV AC CnIKIA ANNI IAI w ingaT FUND: FUNCTION: AREA PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY OF SERVICES Explanation of change: Overtime - Annual Fire Department overtime has been in excess of $100,000 since 1985. The recommendation is to increase the overtime budget by $8,000 to more closely reflect expectations. 1989 1990 % Total Fire Budget $1,896,117 $1,964,657 3.6 CITY OF EDINA ANNUAL BUDGET oerc - an FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY FIRE PROTECTION 440 - 44 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CENTRAL SERVICES: 4802 GENERAL $278,820 $292,200 $314,400 5314,400 5330,000 4808 EQUIPMENT OPERATION 51.540 43.200 45.600 45.600 48.000 330.360 335.400 360.000 360.000 378.000 EQUIPMENT: 4901 REPLACEMENT 148,338 106,756 132,232 132,232 132,504 4902 NEW 4.203 2.455 25.000 25.000 0 152.541 109.211 157.232 157.232 132.504 TOTAL FIRE PROTECTION $1,790,843 $1,830,057 51,916,117 51,896,117 $1,964,657 CITY OF EDINA ANNUAL BUDGET PAGE - 61 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PUBLIC SAFETY PUBLIC HEALTH 1 480 - 48 SUMMARY OF SERVICES Public Health: Personal services consist of one (1) Executive Management II, Management IV, one third (1/3) a Technical Management III, one Technical II, and one half (1/2) a Technical I. one (1) Technical fourth (1/4) a The Health Department inspects food establishments, investigates foodborne illness reports, inspects public swimming pools, investigates nuisance complaints, investigates housing complaints, responds to concerns about the Minnesota Clean Indoor Air Act and provides laboratory support for food and water analysis. The department contracts for personal public health services such as home health care, family health, health.promotion, and disease prevention and control. The cost of the contracted services are as follows: Home Health Care Family Health Health Promotion Disease Prevention and Control - Total $39,161 46,993 17,902 7.833 $111,889 The Health Department provides staff support for the Edina Community Health Services Advisory Committee and administers the development and implementation of the Edina Community Health Service biannual plan. The Department administers the City properties refuse collection contract and serves as a resource for City employees' occupational health and safety. In 1988, the Department performed 218 food establishment inspections, 471 swimming pool inspections, 87 nuisance investigations, 23 Minnesota Clean Indoor Air complaint investigations, 12 housing complaint investigations and analyzed 5,752 food and water samples for 9 local units of government. Explanation of Change: An increase in the amount charged by the Bloomington Division of Public Health. 1989 1990 % Total Health Budget $273,308 $291,414 6.6 Park & Recreation Overview Park & Recreation - Distribution by Area Maintenance (7 Administration (22%) Park & Recreation - Distribution by Expenditure Contract. Svc. (15 %) Comn- __ -_ -- .- - e .i ..s.... /IOac, Equipment (5 %) Me (23 %) &a A\AIL11AA Iar%^CT xNi T yr EDMA #%11q1VWj% =WL#%XG1 PAGE - 65 FUND: FUNCTION: AREA PROGRAM: GENERAL - 10 PARR & RECREATION ADMINISTRATION 600 - 60 SUMMARY OF SERVICES Administration: Personal Services consist of one (1) Executive Management III, one (1) Executive Management I, two (2) Technical Management III's, one (1) Technical II, one -third (1/3) of a Technical I and part -time help. Responsibility is to administer and maintain the entire Park and Recreation Department, including 37 parks totaling 1,200 acres of park property; revenue facilities (Golf Course, Arena, Swimming Pool, Art Center, Gun Range, and Edinborough Park); administering a senior citizen's center and programing it; adaptive recreation program, administering and scheduling adult and youth recreational programs and eleven athletic associations (Baseball Association, Basketball Association, Girls' Athletic Association, Youth softball Association, Swim Club, Wrestling Association, Figure skating Club, Football Association and Soccer Association), and working closely in operation and administration of the Edina Garden Council and the Edina Historical Society. 1989 . 1990 8 Total Park Budget $1,586,353 $1,640,504 3.4 CITY OF EDINA ANNUAL BUDGET PAGE - 80 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK 8 RECREATION MAINTENANCE 644 THRU 645 - 64 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED FORESTRY - 644 PERSONAL SERVICES: 4105 PAYROLL $81,000 4110 OVERTIME 5.000 $52.494 $93.651 586.000 586.000 86.000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 1,499 7,000 7,000 7,000 4248 CONTRACTED REPAIRS 35,791 8,609 43,000 43,000 35,000 4250 RUBBISH REMOVAL 17.745 3.136 10.000 10.000 10.000 53.536 13.244 60.000 60.000 52.000 COMMODITIES: 4504 GENERAL SUPPLIES 2,019 381 1,500 1,500 1,000 4560 PLANTING 8 TREES 3,701 2,408 12,000 12,000 12,000 4562 SOD 8 BLACK DIRT 2,517 0 4,000 4,000 3,000 4580 TOOLS 3.803 2.250 3.000 3.000 3.000 12.040 5.039 20.500 20.500 19.000 TOTAL FORESTRY 118.070 111.934 166.500 166.500 157.000 LITTER REMOVAL - 645 PERSONAL SERVICES: 4105 PAYROLL 15.313 17.713 20.000 20.000 17.000 CONTRACTUAL SERVICES: 4250 RUBBISH REMOVAL 1.391 2.415 5.000 5.000 5.000 COMMODITIES: 4504 GENERAL SUPPLIES 4.340 7.706 10.000 10.000 11.000 TOTAL LITTER REMOVAL $21.044 $27.834 535.000 $35,000 $33.000• 0%1TV AC C111w1A AwUl IAI 01Inf2CT ... ��.._r. --•- -- ---- - - --• -- PAGE 81 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARR & RECREATION I MAINTENANCE 1 646 - 64 SUMMARY OF SERVICES Building Maintenance - 646: These funds are used for the maintenance, repair and cleaning of 16 buildings in the park system. These funds are also used for the upkeep and new construction of the 10 hockey rinks in the park system. CITY OF EDINA ANNUAL BUDGET PAGE - 82 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK & RECREATION MAINTENANCE 646 - 64 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED BUILDING MAINTENANCE - 646 PERSONAL SERVICES: 4105 PAYROLL $82,530 $87.469 $84.000 $84.000 $84.000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 5,329 0 3,000 3,000 3,000 4248 CONTRACTED REPAIRS 22,675 31,647 20,000 20,000 20,000 4252 LIGHT & POWER 41,250 51,055 27,000 27,000 27,000 4254 HEAT 7,481 10,649 10,000 10,000 10,000 4256 TELEPHONE 880 1,536 1,000 1,000 1,000 4262 LAUNDRY 4.270 4.314 3.000 3.000 3,000 81,885 99,201 64.000 64.000 64.000 COMODITIES: 4504 GENERAL SUPPLIES 47,458 23,374 20,000 20,000 20,000 4540 REPAIR PARTS 11,954 8,738 15,000 15,000 15,000 4580 TOOLS 2,294 221 2,000 2,000 2,000 4604 LIMBER 3,998 6,025 11,400 11,400 11,400 4606 LAMPS & FIXTURES 0 0 1.000 1.000 1.000 65.704 38.358 49.400 49.400 49.400 TOTAL BUILDING MAINTENANCE $230.119 $225.028 $197.400 $197.400 $197.400 0%1ry nr CnluA W.. . - - -.. - FUND: GENERAL - 10 AuNIIAI RIInrRT FUNCTION: & RECREATION --F AREA. MAINTENANCE SUMMARY OF SERVICES Paths & Hard Surface Maintenance - 647: PROGRAM: 647 THRU 650 - 64 These funds are used for the maintenance of all hard surface areas within the park system. This includes resurfacing of 46 tennis courts, resurfacing and maintaining 6 hard surface basketball courts, maintenance of 27 playground areas, and maintenance and surfacing of 10 miles of walking and bicycling paths within the park system. The maintenance and replacement of the playground equipment in all 27 sites which we are now scheduling a total replacement of all equipment on a ten to fifteen year basis depending on the piece of equipment with an annual equipment allowance scheduled in this budget area of $30,000. PARK ESTIMATED VALUE PARK ESTIMATED VALUE Alden $ 23,125 McGuire $ 7,750 Arden 12,363 Normandale 29,160 Arneson Acres 1,375 Pamela 13,713 Birchcrest 27,250 Strachauer 23,500 Braemar 14,913 Tingdale 24,575 Chowen 10,413 Todd 31,613 Lake Cornelia 52,863 Utley 4,250 Cornelia School Van Valkenburg Countryside 28,500 Walnut Ridge 6,813 Creek Valley Weber 14,250 44th Street 5,813 William Wardell Lewis 5,875 Garden 27,475 Wooddale 36,875 Heights 17,063 York 9,813 Highlands 27,750 Yorktown Lake Edina 8,375 TOTAL EQUIPMENT $465,465 Skating Rink Maintenance - 648: These funds are used for flooding and maintaining an operation of 10 hockey rinks and 14 general skating areas. Equipment - 650: This account provides funding for the replacement of existing equipment and the purchase of new equipment for all park programs. CITY OF EDINA ANNUAL BUDGET PAGE - 84 FUND: FUNCTION: AREA: PROGRAM: GENERAL - 10 PARK 8 RECREATION MAINTENANCE 647 THRU 650 - 64 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED PATHS 8 HARD SURFACE MAINTENANCE - 647 PERSONAL SERVICES: 4105 PAYROLL $7.721 $12.780 $10.500 $10.500 $11.000 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 14.957 28.761 40.000 40.000 40.000 COMMODITIES: 4504 GENERAL SUPPLIES 1,608 7,853 2,000 2,000 2,000 4524 BLACKTOP 1,443 460 1,000 1,000 1,000 4526 ROAD OIL 1.119 104 1.000 1.000 1.000 4.170 8.417 4.000 4.000 4.000 TOTAL PATHS i HARD SURFACE MAINTENANCE 26.848 49.958 54.500 54.500 55.000 SKATING RINK MAINTENANCE - 648 PERSONAL SERVICES: 4105 PAYROLL 61.587 86.868 93.000 93.000 87.000 COMMODITIES: 4504 GENERAL SUPPLIES 4,254 700 4,000 4,000 4,000 4540 REPAIR PARTS 3.350 859 3.000 3.000 3.000 7.604 1.559 7.000 7.000 7.000 TOTAL SKATING RINK NAINT. 69.191 88.427 100.000 100,000 94.000 EQUIPMENT - 650 EQUIPMENT: 4901 REPLACEMENT 62.320 119.967 83.455 83.455 84.450 TOTAL EQUIPMENT 62.320 119.967 83.455 83.455 84.450 TOTAL PARK MAINTENANCE $1,047,700 $1,146,854 $1,140,655 $1,140,655 51,170,350 Non- Departmental Overview Non - Departmental - Distribution by Area Cap. Plan (25 %) Contingencies (14 %) Non - Departmental - Distribution by Expenditure n.... -...i 0-3-- !COOL\ Salaries (0 %) CITY OF EDINA ANNUAL BUDGET PAQE - 85 FUND: FUNCTION: AREA: PROGRAM: NON- DEPAR714EENTAL GENERAL - 10 EXPENDITURES CONTINGENCIES 500 - 50 Total Contingencies Budget SUMMARY OF SERVICES 1989 $120,000 1990 % $80,000 -50.0 CITY OF EDINA ANNUAL BUDGET PAGE - 86 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL GENERAL - 10 EXPENDITURES CONTINGENCIES 500 - 50 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CONTRACTUAL SERVICES: 4201 $28,755 $73,030 $120,000 $120,000 580,000 TOTAL CONTINGENCIES 528,755 $73,030 $120,000 5120,000 580,000 0%ITV AC Cr%IUA AUU1 IAI 01 ino%-c r ... .._., ____.�. S FUND: FUNCTION: AREA PROGRAM: NON- DEPARTKENTAL CAPITAL PLAN GENERAL - 10 EXPENDITURES I APPROPRIATION 505 - 50 SUMMARY OF SERVICES Capital Plan Appropriation: This appropriation reflects the amount the operating budget contributes to the capital plan. 1989 1990 8 Total Capital Plan Budget $140,000 $140,000 0 CITY OF EDINA ANNUAL BUDGET PAGE - RR FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL CAPITAL PLAN GENERAL - 10 EXPENDITURES APPROPRIATION 502 - 50 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED EMJIP1ENT: 4902 $105,000 $138.000 $140,000 $140.000 $140,000 TOTAL CAPITAL PLAN APPROPRIATION $105,000 $138,000 $140,000 $140,000 $140,000 t`ITV nV RnIN1A ANINIIIAI AIInrCT - -- - -- - - - - - -- - FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMEITI!AL SPECIAL ASSESSMENTS GENERAL - 10 EXPENDITURES I ON CITY PROPERTY 506 - 50 SUMMARY OF SERVICES Special Assessments on City Property: City owned properties are subject to special assessments for various improvement projects. This program provides funds to pay for these assessments. 1989 1990 % Total Special Assessments Budget $80,000 $80,000 0 CITY OF EDINA ANNUAL BUDGET PAnF - 90 FUND: FUNCTION: AREA: PROGRAM: NON-DEPARTMENTAL SPECIAL ASSESSMENTS GENERAL - 10 EXPENDITURES ON CITY PROPERTY 503 - 50 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED SPECIAL ASSESSMENTS: 4922 $58.768 554.642 $80.000 580.000 580.000 TOTAL SPECIAL ASSESSMENTS $58,768 554,642 580,000 $80,000 580,000 •ATV 0% Inm 1ka A AUL11IAI 01111J%-GT FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTKENTAL COMMISSIONS b GENERAL - 10 EXPENDITURES I SPECIAL PROJECTS SUMMARY OF SERVICES Human Relations Commission - 504: The Human Relations Commission is comprised of 12 members and is an advisory body to the City Council in the areas of human rights, human relations, and human service. The commission meets regularly 12 times a year and additionally hold no fault grievance conferences on an average of 4 times per month. Storefront/Youth Action - $38,500 Senior Community Services - 5,000 Cornerstone Advocacy Service - 2,700 Share -A -Home - 2,000 United Battered Families Network - 2,000 VEAP - 1,800 West Suburban Mediation Center - 800 $52,800 Futures Commission - 505: The $10,000 is the amount requested of the City by the Futures Commission. Fireworks - 505: Fireworks display to be presented after the band concert on the fourth of July. Suburban Rate Authority - 506: The Suburban Rate Authority oversees utility rates affecting suburban communities. Recycling Commission - 507: The Recycling Commission oversees the operation of Recycling in the City of Edina. Explanation of Change: The Recycling Commission and Coordinator propose: Total Program Expense $446,652 Total Program Revenue 296.767 Net Program Cost $149,885 CITY OF EDINA ANNUAL BUDGET PAGE - 92 FUND: FUNCTION: AREA: PROGRAM: MON-DEPARTMENTAL COMMISSIONS 8 SPECIAL GENERAL - 10 EXPENDITURES PROJECTS 504 thru 507 - 50 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED HUMAN RELATIONS COMMISSION -504 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 544,800 545,042 550,000 $50,000 $52,800 4202 CONTINUING EDUCATION 0 15 200 200 200 4204 DUES 8 SUBSCRIPTIONS 293 0 250 250 250 4224 CHEMICAL HEALTH ADVISORY 0 0 0 0 4,500) 4280 EDUCATION PROGRAM 450 10 250 250 450 TOTAL HUMAN RELATIONS 0OINISSION 45.543 45.067 50,700 50.700 58.200 FUTURES COMMISSION - 505 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 0 0 0 0 10.000 TOTAL FIREWORKS 0 0 0 0 10.000 FIREWORKS - 505 CONMOlITIES: 4504 GENERAL SUPPLIES 4.999 6,300 6.000 6.000 6.000 TOTAL FIREWORKS 4.999 6.300 6.000 6.000 6.000 SUBURBAN RATE AUTHORITY - 506 OOITRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 3.500 3.500 3.500 3.500 3.500 TOTAL SUBURBAN RATE AUTHORITY 3.500 3.500 3.500 3.500 3.500 RECYCLING PROGRAM - 507 COITRACTWL SERVICES: 4201 PROF. SERVICES 12.994 14.610 74.588 74.588 149.885 TOTAL RECYCLING PROGRAM 12.994 14.610 74.588 74.588 149.885 ■► qry 0%0- r--r% MA A\Iw111A1 011nf_%CT %Oi 1 i Vr GLF Ulm vvvv5_ ■ PACE 93 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL COMMISSIONS & GENERAL - 10 E%PENDITMS SPECIAL PROJECTS SUMMARY OF SERVICES Centennial Celebration - 508: The Centennial Commission recommended $25,000 for 1987 and $25,000 for 1988 to support the Centennial Celebration. South Hennepin Human Service Council - 508: Through a joint powers agreement among the cities of Bloomington, Eden Prairie, Edina, & Richfield, the South Hennepin Human Services Council was established. The purpose of the organization was to provide for joint planning and development of human services for the residents' need in the South Hennepin area. The Council's services are divided into nine program areas which include: community planning and coordination, citizen participation, H.O.M.E., energy assistance, surplus food distrib- ution, emergency assistance program, mental health drop -in center, transportation and volunteer mobilization. Loss Subsidy - Operating Funds - 509: This represents operating loss for one fund in 1988 excluding depreciation and previous loss subsidy contributions. Amount provided for in budget represents a subsidy to cover the loss. 1989 1990 8 Total Commissions Budget $166,300 $254,727 53.2 CITY OF EDINA ANNUAL BUDGET PAGE - 94 FUND: FUNCTION: AREA: PROGRAM: NON- DEPARTMENTAL COMMISSIONS 8 SPECIAL GENERAL - 10 EXPENDITURES PROJECTS 508 thru 509 - 50 SUMMARY OF EXPENDITURES 1989 1987 1988 1990 ACCT. DESCRIPTION ACTUAL ACTUAL ESTIMATED BUDGETED ADOPTED CENTENNIAL CELEBRATION - 508 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES $25.801 $26,178 SO $0 $0 TOTAL CENTENNIAL 25.801 26,178 0 0 0 SOUTH HENNEPIN HUMAN SERVICE COUNCIL - 508 CONTRACTUAL SERVICES: 4201 PROFESSIONAL SERVICES 9.256 9,626 13.650 13,650 21,385 TOTAL SaRN HENNEPIN SERVICE COUNCIL 9,256 9,626 13,650 13,650 21,385 LOSS SUBSIDY - OPERATING FUNDS - 509 (YEAR ENDED DEC. 31, 1988) 4201 SWIMMING POOL 12,388 4,508 17,862 17,862. 0 RECREATION CENTER 44,616 2,856 0 0 0 GUN RANGE 4,183 0 0 0 0 ART CENTER 31.908 8,973 0 0 5.757 TOTAL LOSS SUBSIDY 93,095 16,337 17,862 17,862 5.757 TOTAL COMMISSIONS A SPECIAL PROJECTS $195,188 5121,618 5166,300 $166,300 $254,727 1990 Annual Budget Capital Plan PAGE - 103 CITY OF EDINA SIX YEAR CAPITAL PLAN 1990 REVENUE: State Aid Special Assessments Watershed District Civil Defense Internal Funding Sources: Budget (operating) Working Capital Fund Transfer -Rent Cash on Hand Enterprise Earnings: Golf Course Liquor Utilities TOTAL REVEMIE S 6,882,200 f 0 f 1,648 f 982 f 1,415 f 1,005 f 1,111 S 720 2,181,800 0 416 375 316 365 381 330 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,040,000 0 140 180 180 180 180 180 2,103,000 0 313 594 343 390 446 17 600,000 0 100 100 100 100 100 100 0 0 0 0 0 0 0 0 2,345,000 0 2,250 45 0 0 0 50 70,000 0 40 30 0 0 0 0 2.389.000 0 440 503 393 451 336 266 S 17,611,000 f 0 f 5,347 f 2,809 S 2,747 f 2,491 f 2,554 f 1,663 ESTIMATED CARRY DESCRIPTION COST OVER 1990 1991 1992 1993 1994 1995 SUMMARY: Expenditures: General: City Hall f 130,000 S 0 f 45 f 60 f 25 f 0 f 0 f 0 Public Works Buildings 51,000 0 51 0 0 0 0 0 Fire 935,000 0 0 480 300 120 35 0 Police 135,000 0 0 45 0 40 50 0 Parking Ramps 50,000 0 0 0 0 25 25 0 Parking Lots 60,000 0 40 0 20 0 0 0 Streets & Alleys 8,210,000 0 1,880 1,275 1,479 1,223 1,303 1,050 Bridges 390,000 0 50 90 50 100 50 50 Street Lighting 300,000 0 75 75 75 75 0 0 Railroad Crossings 20,000 0 20 0 0 0 0 0 Sidewalks & Paths 1,707,000 0 285 91 278 285 561 207 Parks 550,000 0 111 58 108 126 117 30 Swimming Pool 77,000 0 0 10 0 0 67 0 Art Center 53,000 0 0 12 5 36 0 0 Gun Range 29,000 0 0 25 4 0 0 0 Recreation Center /Arena 110.000 0 60 10 10 10 10 10 TOTAL GENERAL & RELATED FUNDS 12,807,000 0 2,617 2,231 2,354 2,040 2,218 1,347 Golf Course 2,345,000 0 2,250 45 0 0 0 50 Liquor 70,000 0 40 30 0 0 0 0 Utilities 2.389.000 0 440 503 393 451 336 266 TOTAL EVEIDITURES f 17,611,000 f 0 f 5,347 f 2,809 ------ S 2,747 --- - - - - -- f 2,491 --- - - - - -- f 2,554 --- - - - - -- f 1,663 --- - - - - -- REVENUE: State Aid Special Assessments Watershed District Civil Defense Internal Funding Sources: Budget (operating) Working Capital Fund Transfer -Rent Cash on Hand Enterprise Earnings: Golf Course Liquor Utilities TOTAL REVEMIE S 6,882,200 f 0 f 1,648 f 982 f 1,415 f 1,005 f 1,111 S 720 2,181,800 0 416 375 316 365 381 330 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,040,000 0 140 180 180 180 180 180 2,103,000 0 313 594 343 390 446 17 600,000 0 100 100 100 100 100 100 0 0 0 0 0 0 0 0 2,345,000 0 2,250 45 0 0 0 50 70,000 0 40 30 0 0 0 0 2.389.000 0 440 503 393 451 336 266 S 17,611,000 f 0 f 5,347 f 2,809 S 2,747 f 2,491 f 2,554 f 1,663 PAGE - 106 CITY OF EDINA SIX YEAR CAPITAL PLAN 1990 STREET LIGHTING: Conversion from mercury vapor to Low pressure sodium INT FND TOTAL STREET LIGHTING RAILROAD CROSSINGS: Dewey Hill Rd. at Soo Line Track INT FND TOTAL RAILROAD CROSSINGS SIDEWALKS 8 PATHS: Benton from Hansen Rd. to 100 ST. AID Concord from School Rd. to Valley View INT FND East 8 West Frontage Roads from Valley View to Eden INT FND Valley View from 100 to Wooddale ST. AID W. 66th from Ridgeview to Valley View ST. AID SUBTOTAL S 300.000 S 75 S 75 S 75 S 75 S 300.000 S 0 S 75 S 75 S 75 S 75 S 20.000 S 20 S 20.000 S 0 S 20 S 44,000 S 44 15,000 15 172,000 86 S 86 44,000 44 96.000 96 S 371.000 S 0 S 285 S 0 S 0 S 0 S 86 S 0 FUNDING ESTIMATED CARRY DESCRIPTION SOURCE COST OVER 1990 1991 1992 1993 1994 1995 GENERAL FUND (CONT.): BRIDGES: Browndale to Minnehaha Creek INT FND S 200,000 S 50 S 50 S 50 S 50 Benton Ave 8 Soo Line Railroad STAID 40,000 40 West 56th Street INT FND 150,000 50 S 50 S 50 TOTAL BRIDGES S 390.000 S 0 S 50 S 90 S 50 S 100 S 50 S 50 STREET LIGHTING: Conversion from mercury vapor to Low pressure sodium INT FND TOTAL STREET LIGHTING RAILROAD CROSSINGS: Dewey Hill Rd. at Soo Line Track INT FND TOTAL RAILROAD CROSSINGS SIDEWALKS 8 PATHS: Benton from Hansen Rd. to 100 ST. AID Concord from School Rd. to Valley View INT FND East 8 West Frontage Roads from Valley View to Eden INT FND Valley View from 100 to Wooddale ST. AID W. 66th from Ridgeview to Valley View ST. AID SUBTOTAL S 300.000 S 75 S 75 S 75 S 75 S 300.000 S 0 S 75 S 75 S 75 S 75 S 20.000 S 20 S 20.000 S 0 S 20 S 44,000 S 44 15,000 15 172,000 86 S 86 44,000 44 96.000 96 S 371.000 S 0 S 285 S 0 S 0 S 0 S 86 S 0 PAGE - 107 CITY OF EDINA SIX YEAR CAPITAL PLAN 1990 FUNDING ESTIMATED CARRY DESCRIPTION SOURCE COST OVER 1990 1991 1992 1993 1994 1995 GENERAL FUND (CONT.): SIDEWALKS & PATHS (CONT): Maddox Ln. from Valley View to Wyman INT FND 10,000 S 10 Valley View from 100 to Maddox Ln. INT FND 33,000 33 W.54th from Wooddale to France ST. AID 42,000 42 Wyman from Maddox Ln. to W.63rd INT FND 6,000 6 W.58th from Concord to Xerxes ST. AID 102,000 $ 34 S 34 S 34 York Ave. from W66th to W.69th ST. AID 34,000 34 Parklawn Ave. & W.77th from W.76th to Edina Industrial Blvd ST. AID 69,000 69 Parklawn Ave. from Gallager to France INT FND 26,000 26 Valley View from Gleason Rd. to McCauley Trail ST. AID 104,000 104 W.78th from Edina Industrial to Cahill Rd. ST. AID 11,000 11 Metro blvd. from W.70th to Edina Industrial Blvd ST. AID 75,000 75 Valley Ln. from Doran Ln. to W.66th ST. AID 38,000 38 W.63rd & Ridgeview Rd. from Wyman to Ridgeview Dr. INT FND 23,000 23 W.74th St.,Bush Lake Rd.,Dewey Hill Rd. from Metro Blvd to Cahill Rd. (Industrial Park) INT FND 48,000 48 Interlachen from Blake to 7th St. INT FND 67,000 67 Wooddale from W.50th to Valley View ST. AID 123,000 123 McCauley Tr. South & McCauley Tr. North from Valley View to Gleason INT FND 138,000 138 County 158-Link Rd.to County 62 INT FND 148,000 148 Edina Industrial Blvd. from Metro Blvd. to W.78th St. ST. AID 32,000 32 Braemar Golf Course INT FND 105,000 S 105 Lincoln Dr. from W.7th to 1000 feet south INT FND 16,000 16 Xerxes, W.70th to Yorktown Park INT FND 19,000 19 Ohms Lane from W.72nd to W.74th INT FND 23,000 23 W.60th from France to Xerxes INT FND 44,000 44 TOTAL SIDE&MJM AND PATHS $1.707.000 S 0 S 285 S 91 S 278 $ 285 S 561 S 207 Assessing 1990 vs. 1989 Dollars 400,00( 313,073 300,000 46.8% 200,000 0 . IN= 1989 1990 Year ❑ Equipment Central Svc. ❑ Commodit. Contract Svc. 0 Payroll Assessing Department Composition of Increase 17.J /o ® Payroll — 3% !ii;'i Comp. Worth 0 Central Svc. ❑ Other 3.6% M E M O R A N D U M TO: Mayor Richards & Council Members FROM: Otto Byhre, Chair - Edina Human Relations Commission SUBJECT: 1990 EDINA HUMAN RELATIONS COMMISSION BUDGET DATE: August 1, 1989 Attached is the Human Relations Commission's budget proposal for 1990 for human services in Edina. Also included is some background information - concerning the seven individual service organizations within the proposal. Our total request of $52,800 exceeds last year's by 5.6 %. If it is deemed necessary to scale back the increase, we ask that it be done uniformly. However, we are hopeful that our recommendation will be approved as submitted. OB /sw Attachment EDINA HUMAN RELATIONS COMMISSION 1990 BUDGET PROPOSAL Human service organizations and proposed funding: 1) Storefront /Youth Action $38,500 2) Senior Community Services $ 5,000 3) Cornerstone Advocacy Service $ 2,700 4) Share -A -Home $ 2,000 5) United Battered Families Network $ 2,000 6) VEAP $ 11800 7) West Suburban Mediation Center 800 TOTAL $52,800 1 West Suburban Mediation Center - Sue Nelson, Bernard Gingold & Tom Gunderson The Center is requesting $2;500 from the City for 1990, having received $500 in 1989. It was explained that cities do not wish the-Center to charge fees with clients; however, contributions are encouraged. Their agreements are not legally binding. 67.57 of their mediations come out with satisfactory agreements. 717 of their funds come from government, including County and municipalities. They are trying to get State funding. The Center is certified by the State Supreme Court. There is a need for active people in the community to be a part of their board of directors. Francis Burns will be writing an article in the Sun about the West Suburban Mediation Center. 507 of their cases are Police referrals, and 507 are from city staff. 987 agreement is typical, in which a written agreement is signed by both parties. Civil matters can be handled quickly without attorney fees. It takes eight hours ofservice for each mediation, and their costs are $25 per hour. Most of the clients are Caucasian. The poor are not necessarily being reached; the income range is about $30,000. Most cases come from St. Louis Park, with Hopkins and Minnetonka being close behind. 32 mediators are used, and panels are never used. There have been 181 cases so far this year; there were 122 in 1988. Volunteers Enlisted To Assist People (VEAP) - Sally Carl & Pat Dueholm VEAP is requesting $3,000 from the City for 1990, having received $1,500 in 1989. VEAP serves as "filling in the cracks around what Metro Mobility does." Not only is the van used, but private cars help in driving people to their destinations such as a doctor's appointment. Most clients are in Southhaven, Summit Point and 7151 York, and most of them are 80 year -old females. VEAP serves people who are not completely incapacitated. They provide personal and door -to -door service. The fee for riding in the van is $1 each way, and nearly all the people are able to pay this fee. The van was donated by Minnegasco in 1986 and is in very good condition, with money left in the grant to keep it running. People call ahead of time to use this service. Private cars will operate if the van is full. .Private cars typically take people grocery shopping. Their goal for next year is to have a structured schedule for their van. The natural gas for the van is provided by Minnegasco. It costs $4000 to operate the van each year. Edina residents make up one -third of all trips. There is no other organization like them in the Metro area. Senior Community Services - Adele Mehta This organization is requesting $5,150 from the City for 1990, having received $4,000 in 1989. "Senior Outreach" is a program within Senior Community Services, and it serves the hidden population- -the frail elderly. The Edina clients make up a very high percentage of this group. Last year 297 were between the ages of 75 and 84, and 317 were over 85. Over two - thirds of these people are low income, and over two- thirds are living alone. Eight out of ten are women, and 907 have severe disabilities. SCS sees clients in their own homes; most of the people are not physically able to come to the office. The first step is'to assess their needs (transportation, housing, health, nutrition, insurance, etc.). 45 Edinans,- plus 35 of their family members, were clients in 1988. Counseling is done when needed. In 1989, 50 Edina residents have been seen -so far. Edina has the second highest number of elderly after Minneapolis; one out of five Edinans is over 60. The United Way gave SCS an exceptional rating. The Service has an extensive number of volunteers- -over 850, with 100 in the Senior Outreach Program. They have received a grant from the McKnight Foundation for a full -time volunteer coordinator. Bloomington Public Health provides a great number of referrals. Three cities contribute to this program -- Richfield, Bloomington and Edina. Staff time is about seven hours per client. Clients are then encouraged to use what they are eligible for. United Battered Families Network - Kathy Smith UBFN is requesting $3,800 from the City for 1990, having received $2,000 in 1989. They are in the process of leasing a shelter in Richfield for $250 per month; it is a house with four bedrooms and located at the Assumption Church site. The Department of Corrections might be able to provide them with $95,000 to purchase this house. 1st Call for Help has indicated that UBFN needs more advertising and public service announcements. $20,000 was received from the McKnight Foundation. Women who use this service often come back and volunteer. The safe -home network allows women to make the decision when they are ready to begin active roles again. This year, nine women and six of their children have been served in safe homes. In 1989, there were 60 first -time contacts from Edina. Sixteen of these women were over the age of 65, and nine of them had been battered by their children. UBFN has a support group once a week involving 20 women. The hearing- impaired community reports cases of battering, but at the present time none of them are being served in .Edina. The statistics show that after a 16 -week program, 40% of the men stop battering their wives. There is a Help Line from 7 PM to 7 AM. Cornerstone Advocacy Service - Susan Neis Cornerstone is requesting $4,000 from the City for 1990, having received $2,000 in 1989. This program has been in existence since 1983, and it provides short -term safe housing in local hotels. In 1987, Hennepin County gave additional money to enhance emergency services, encouraging motels and hotels to be in partnership with a certain number of rooms committed to homeless people. It is a fact that the more affluent the community, the more difficult it is for a women to seek help. Cornerstone's focus is on a holistic program for women and children and to provide them with options. Women in Edina typically must give up a great deal to leave an abusive relationship. This agency is tied with the Bloomington Public Health Service. Their new program is "Families In Transition." Vacant homes have been turned into safe homes for individuals, and career development services are being provided to women. A children's program will soon be provided as well. Cornerstone received an award from the National Association of Counties for an innovative and fiscally sound program. Two percent of their budget last year was spent on fund 'raising. The HRA in Bloomington.has secured a safe home through HUD, and this will provide transitional housing for people who have made some steps. Cornerstone has two support groups - -a peer group and a senior women's group. Six of the ten women in the senior group are from Edina. The average stay through the Cornerstone program is two to three days. A goal of the program is to teach skills for violence -free relationships. The Service has worked with the Police so that they are knowledgeable in the areas of service which Cornerstone provides 24 hours a day. This Service is mandated to report all abuse and neglect. Storefront /Youth Action - Mary Ellen Harris SFYA is requesting $39,375 from the City for 1990, having received $37,500 in 1989. In the Youth Counseling Program, 123 clients were served in 1988 in the Edina office, with each client averaging 15 hours of service. These youth are not the children who are seen through the school programs. The cost per youth served is $551, and the cost per session $36.73. In 1989, Edina's funding was 6.9 % of SFYA's budget; their request for 1990 is 5.7% of the budget. Edina youth make up 48% of all who are seen in the Youth Counseling Program. SFYA has been here for 17 years and will be moving to Pentagon Park, increasing rent and space. $21,000 in support comes from individuals. Delta Place is a day treatment program; the average stay is one year. SFYA's revenue from fees is very small. Share -A -Home - Sally Kundert Share -A -Home is requesting $5,000 from the City for 1990 and were not involved in the process for 1989. This program enables people over 55 to remain in their own homes by providing live -in companions who can perform day -to -day services, such as house work, yard work and companionship, in exchange for affordable housing. Share -A -Home recently acquired an office at the Creekside Community Center, and this was made possible by funding from the Bloomington HRA and the City of Bloomington. Before placements are made, there are home interviews with the seniors to find out their needs, and if possible their families are contacted. It has been found that a lot of people are willing to open up their homes. 75% of the matches last longer than nine months. The live -ins must be older than 18. References are needed, and work history along with criminal history record are checked. The live -in is asked what services he is willing•to provide. There is a trial period for one month. When the match has been proven satisfactory, a written agreement is made. There is a $15 registration fee and a $125 placement fee for both parties; these fees can be paid through volunteer time or office work. The request of funds from Edina would place a staff person in a .75 position. Share -A -Home is the only service group of its kind. 89% of the people who have been involved have expressed satisfaction with the program. To monitor the success of the matches, a person checks in every few month or at least four times a year. There is some coordination with Senior Community Services. Eight to ten hours are spent in providing a match. M E M O R A N D U M TO: Mayor Richards & Council Members FROM: Otto Byhre, Chair - Edina Human Relations Commission SUBJECT: CHEMICAL HEALTH PROGRAM DATE: August 1, 1989 Attached is background information concerning the request of $4,500 for the Chemical Health Program. The functions.and responsibilities of the Coordinator are outlined, the marketing objectives are stated and the budget proposal is identified. The Edina Human Relations Commission is asking the City Council to adopt this budget of $4,500 as proposed. OB /sw Attachment t TITLE: Chemical Health Program Coordinator PRIMARY FUNCTION: To coordinate a partnership of community and school resources which respond to chemical health issues through (1) community awareness, () preventative educational programs, and (3) promotion of healthy 1 i f estyl es. MAJOR RESPONSIBILITIES: 1. Develop a public relations, informational program to increase public awareness of chemical health issues and programs. a. Present programs to civic grOUps that educate about and promote chemical health. b. Provide edL(cational programs to community businesses about chemical health issues, including information about Employee Assistance Programs. C. Work with City Hall, its boards and commissions, including especially the Youth Athletic Boards, to provide programs and information about chemical health. d. Coordinate and promote efforts of Edina churches to be involved with chemical health issues. e. Promote community awareness about responsible hosting. ?. Give direction and focus to a positive, pro- active, community -wide program of chemical health. a. Serve as a liaison between the schools, parents, community agencies, business entities, and church and service organizations. b. Link to Bloomington Public Health and to Edina Community Services through the Family Resource Center of the Youth Development Project. C. Work with the Edina Police Department on chemical health issues and programming. 3. Plan and develop the Chemical Health Program yearly budget and pursue federal, state, and other funding possibilities. 4. Promote healthy alternative activities for young people and adults within the Edina community. PUBLIC AWARENESS /MARKETING OBJECTIVES: 1. Press releases, interviews in Sun newspaper. �. Brochures about projects and services developed and distributed. 3. Articles written for various school, community, and agency newsletters. 4. Special mailings to parents, churches, civic groups community agencies and businesses about projects. 5. Development of information packets for specific community groups. 6. Key policymakers and community leaders kept informed about project through memos, letters, and meetings. O w City of Edina Chemical Health Advisory Committee Chemical Health Program Budget Implications Chemical Health Coordinator One month salary ....................$3000.Oo Program development . ................. 1000.00 .. Marketing. .orcrs............ 500.00 (Development bu, flyers, and cost of printing and mailing) Total ..... ..........................$4500 .00 a. STOREFRONT/YOUTH ACTION Administrative Offices 4570 W. 77th St., Suite 198, Edina, MN 55435 (612) 830 -1331 August 3, 1989 Dear Mayor and City Council Members: In the coming months, you will be making some very difficult budget decisions. As part of that process, I hope you will consider the following. Storefront /Youth Action (SYA) has been an important resource for Edina families for 17 years. We have maintained our vitality, developing.new programs to address new, emerging needs of youth. The property offenders program and the program for victims of physical and sexual abuse are two examples of SYA's attempt to intervene early on behaviors that can easily lead children, families and communities to more serious and deep seated problems. The City of Edina has spent a relatively small amount of money for the services provided, but these dollars are vital to SYA's on -going survival. Edina supports 2.3% of SYA's annual budget of $1,700,000. Hennepin County contributes 32% or $550,000 and the United Way contributes 15% or $250,000. Hennepin County and the United Way have been very clear in their directives to SYA. If we want to continue to receive support from those funding sources, we must demonstrate financial support from our local governments and schools. We are recognized and funded as a suburban, community based agency. SYA's services are overwhelmingly aimed at Edina families. 42% of all of the children we served in 1988 live in Edina. Because our staff is in contact with so many children and are thus able to intervene at an early stage, Edina police and court services have saved time and person power in dealing with some of the more common juvenile related offenses that often effect cities, i.e.: shoplifting, vandalism and underage drug and alcohol offenses. _ We have not claimed, nor can we hope to eliminate all youth related problems, but school administrators, police and parents in Edina readily support the fact that SYA has made a substantial difference. STOREFRONTNOUTH ACTION 4570 West 77th Street, Suite 198 Edina, MN 55435 (612) 830 -1331 7145 Harriet Avenue South Richfield, MN 55423 (612) 861 -1675 PROJECT CHARLIE 4570 West 77th Street, Suite 198 Edina, MN 55435 (612) 830 -1432 DELTA PLACE 1001 Highway #7 Hopkins, MN 55343 (612) 938 -7040 .....,,.,.. AFFIRMATIVE ACTION EMPLOYER I hope you,will consider our important contributions to the community when you make your funding decisions. Sincerely, Mary Ellen Harris Executive Director Storefront /Youth Action 0 h216aa October 12, 1987 A CONCEPT PAPER FOR SYSTEMS ADVOCACY IN SOUTHERN HENNEPIN COUNTY INCLUDING THE CITIES OF BLOOMINGTON, RICHFIELD, EDINA AND EDEN PRAIRIE STATEMENT OF NEED I. Yes, Virginia, there'is poverty in the suburbs..there is teen pregnancy and divorce, and family violence and alcoholism. There are fow paying part time jobs and very high housing costs. There is a critical lack of transportation and affordable day care. For many of the poor, especially single parents, there is an overwhelming sense of isolation and aloneness. Poverty in the suburbs may not Ce as visible as in the inner city, but it is just as real. In'some -ways it can be even more painful since it is not recognized or accepted in the more affluent communities. :-:hat- th6 poor in the suburbs have in co::��on with the poor in the inner city is that they often have a multitude of interwoven complex family probleims, all of which are obstacles toward their becoming self - sufficient. Last year in the four cities that make up the South Hennepin, area, Bloomington, Richfield, Edina ant Eden Prairie, there were 770 AFDC cases on file. 1985 Hennepin County statistics indicate over 2200 active cases on public assistance in the four cities. Four thousand People ...,ere served by the surplus commodities food program in 19806 and 1987. II. There are a number of human service agencies, public and private, - An the four suburbs of South Hennepin %.,hose staff are very aware of the complex set of obstacles which confront the person living in poverty in the suburbs. These professionals are also a: .,are of the less than ideal service delivery system that the agencies themselves must operate within as they try to more effectively ;Ec'dress the needs of low income clients. ?any of the characteristics of tie suburbs are proble:-matic for the client as well as t.,e agencies trying to serve them. A. Great Distances: 195,000 people live in the 100 plus square miles that make up South Hennepin. B. Lack of Public Transportation: there is virtually no east -west public transportation between the suburbs. (here is limited north -south transportation. C. Scattered Human Services Offices: A client in Eden Prairie may have to travel up.to 15 miles to Bloomington for AFDC intake. A second taip will be necessary later to downtown Minneapolis for recertification. If the client needs job training - Hennepin Technical Centers JTPA program is"located in Richfield. Family and Children's Services counseling is in Bloomington. There is a food shelf in Eden Prairie. Access to the Energy Assistance Program may mean a trip to St. Louis Park. D. Fragmented Human Service Delivery: Although human service agencies in South Hennepin make every attempt to refer clients to other potential service providers, there is no tracking system in place between the many levels and types of'service agencies to follow up on clients' access to other services. Many clients get lost in the shuffle between the church, city, state, and county programs. III. An added factor in the struggle to alleviate poverty in the suburbs is community attitude. For many people, the idea persists that people who are poor somehow deserve to be poor. Because of this attitude not enough public attention and resources go to,helping people out of poverty. In addition, often those who are working to help the poor become self sufficient are paid low salaries, work in low rent office space in hidden out of the way places. Those who work for the poor often have to fight for respect and dignity even for themselves. STATEMENT OF PURPOSE TO FACILITATE THE COLLABORATIVE DEVELOPiNE`:T OF A HUMAN SERVICE CENTER AND INTEGRATED SERVICES MODEL AT THE LOCAL LEVEL THAT IS HIGHLY VISIBLE, ACCESSIBLE, HOLISTIC AND HUMiANE I;. THE DELIVERY OF SERVICE TO PEOPLE IN POVERTY. OBJECTIVE: I. Too involve 15- 20 public and private agencies prom the county, city and multicity level in a collaborative effor= to i .-.-rove service delivery in the southern suburbs. Strategy: A. To establish an advisory council with representation from human service agencies as aell as lc-.q income clients and private business to guide the development of Service Integration Project and,Hunan Services Center. - 2 - II. To develop involvement with and awareness of the problems of the poor on the part of the business community. Strategy: A. To establish a task force within the advisory committee to include representatives from four city Chambers of Commerce and low income persons to deal with several barriers to self sufficiency: Lack of transportation; lack of affordable day care and housing; low wages and part time jobs. B. Business will be also be asked to advise on job readiness - job training components. III. To develop an integrated Hunan Services model at the local level which would allow agencies from all systems, church, city, county, private, non- profit to more efficiently coordinate and link their services 'together in a continuum of service delivery for the benefit of the client. Strategy: A. To develop a cocnon intake and tracking procedure for all clients entering the service delivery system. -This will include county eligible and non - county eligible clients to be coordinated with county case management systems. IV. To establish a Hunan Services Center in the South Hennepin suburbs which will be accessible to a majority of clients and provide for satellite and outreach offices in other parts of the four city area so that all clients can easily obtain services. Strategy: A. To work with the four city govern -ents, the United 4!ay, and the County as well as agencies to move to:rard the co- location of 15 -20 Human Services Agencies into one central location in South Hennepin. V. To provide clients entry into a Human Services systen that is sensiti�:e to their needs and provides a continuum of services designed to assist them toward self - sufficiency. Strategy: A. To involve low income persons in design of the Hu -man Service Integration Project. B. To provide on site day care at the Human Services Center for clients receiving services. C. To provide "service guides" (volunteer or staff) to assist clients through needs assessment and linkage to needed services. - 3 - `!I. To provide Human Service staff with a dignified, efficient, progressive office-environment to improve professional morale and consequently improve service delivery. Strategy: A. To include Human Service staff in design and development of the Human Services Center and Integration model. B. To increase communication and coordination among Human'Services agencies through co- location in a Human Services Center and,by sharing reception area, meeting rooms, copying and computer equipment. IMPLEMENTATION: The Minneapolis United Way has expressed interest in developing a Human Services Center in the South Hennepin area. The City of Bloomington is also very interested in a Human Services Center and has met with the United Way. • South Hennepin Human Services Council has requested First Call for Help to establish a satellite office in South Hennepin. • Hennepin County is'about to embark on a demonstration project for case management in AFDC. . C.A.S.H. is funding -a program at SHAPE which emphasizes case management toward self- sufficiency. In order to pull together these various developments and pursue the objective in the proposal, South Hennepin Human Services Council respectfully requests a grant from the McKnight Foundation for a Planning Consultant. BUDGET REQUEST: Planning Consultant Salary Phone Mileage Printing Copy machine Postage Office Supplies Insurance Miscellaneous - 4 - $20,000 600 600 500 200 200 200 100 600 $23,000 "C�. __%, SECOND QUARTER REPORT 1989 Planning /Citizen Input/Program Development Long Range Plan The Long Range Plan was widely distributed to cities and other groups. South Hennepin has been asked to speak on the Long Range Plan and comment on it. Up to this point there has not been much formal study or implementation,of the Long Range Plan. The Planning Committee has been suggested as the committee to'begin implementation of the Long Range Plan. - ervices Center '1/Yl i l LLV- to South Hennepin continu meet and negotiate its role in a human services center. has indicated that it intends to purchase the building and allow it to become a human services center. REM has indicated to South Hennepin that it would like to negotiate with South Hennepin to be the managing agency at a local level. REM would remain the landlord, South Hennepin would be in daily contact with agencies and development of services and coordination. Firs elp United Way Staff from First Call For Help has been very interested in the development of human services center. First Call For Help has also indicated that it plans to decentralize the First Call For Help process. Local agencies would be able to purchase data from First Call For Help as well as well as add its own data and local agencies could take on a role for answering the phone and providing information & `referral to citizens. This would probably start in the senior citizen and disabled category. , Seriously and Persistently Mentally Ill The spin -off of. Charaka to MRC is completed. Cyndy Darby and the 19.90 County contract will go to MRC and Cyndy will become an employee of that agency. Cyndy will continue to be involved with that program and city staff serving the chronically mentally ill. Bloomington Eden Prairie Edina Richfield Developed: 6/1/89 Revised: 8/4/89 1990 MUNICIPALITIES PROPOSED CONTRIBUTIONS TO SHHSC 1990 Population % of Total Population General Funds Requested Inkind Requested Total Request (53Q per Capita) 90,000 .43 $ 47,700 $ $ 47,700 38,000 .18 20,140 209140 45,500 .22 24,115 249115 37,000 .17 17,719 1,891 19,610 210,500 $109,674 $ 1,891 $111,565 ED� Please refer to #2 of the original funding request dated June 2, 1989. We are revising the request from a half -time planner to that of a full -time senior planner. This will result in an increase of $8,465 over 1989 if our supplemental request of $2,000 to our 1989 budget is approved. August 7, 1989 SHHSC SOUTH HENNEPIN HUMAN SERVICES COUNCIL Bloomington • Eden Prairie • Edina o Richfield To: 4 City Councils and ,Jim Prosser John.Pidgeon Ken Rosland Carl Jullie From: Larry Oppold Executive Director, SHHSC South Hennepin Human Services Council's Board of Directors is respectfully requesting a $2,000 supplement to its 1989 budget from each of the 4 cities of South Hennepin on an immediate basis. Furthermore, an addendum will be submitted to our 1990 budget request. The increase in funding for'the balance of this year is to enable SHHSC to adequately fund the position of a senior planner for the rest of 1989. Increased funding is necessary to create a full time planning position. Last year the four cities funded the addition of a 1/2 time planner for 1989. That position was filled in January but is presently open. The Board has decided it is evident that a full time senior planning position-is necessary with the overwhelming load of new programs and planning responsibilities that are now upon us. SHHSC is negotiating to be.the local management agency of the Human Services Center at Northgate. SHHSC is also involved in along range plan implementation project and the spin -off of the HOME Program. A 1/2 time.clerical support position is also requested with the planning position. If you have any questions or need additional information please give me a call. LO /kg 9801 Penn Avenue South 0 Room' 106- • Bloomington,' Minnesota755431 0 (61 2) 88855530 r.: ,: M E M O R A N D U M T0: Mayor Richards & Council Members FROM: Otto Byhre, Chair - Edina Human Relations Commission SUBJECT: SOUTH HENNEPIN HUMAN SERVICE COUNCIL'S REQUEST FOR FUNDING DATE: August 1, 1989 The South Hennepin Human Service Council's budget request for 1990 is $21,385, which is based on $.47 per capita for the City of Edina. This is an increase of $7,735 over 1989, and there are four reasons for this increase: 1) SHHSC has the possibility of moving into the old Northgate School, located near 494 and Portland at 82nd and Park, which is being developed by REM as a Human Services Center. Bloomington has provided SHHSC's office space in Creekside Center as an "inkind" contribution. If South Hennepin does move to the Human Services Center, Bloomington will no longer be willing to provide the entire cash funding required for building space, which necessitates the request from all four cities for a portion of the required rent dollars for office space. 2) SHHSC is requesting the addition of one half -time planner in 1990 to aid in the implementation of the Long Range Plan and the development of the Human Services Center. Through this planner, South Hennepin would assume the role of Coordinator of Human Services in the new center and assist REM to bring together human services providers, which would improve services to people in need throughout the area. Presently, the plan calls for twenty agencies to co- locate. 3) SHHSC is requesting funding to support the addition of one third -time clerical staff person to assist the increase in planning staff. 4) Overall, a 4% increase over 1989 funding is being requested for inflation and salary increases. The Edina Human Relations Commission is asking the City Council to adopt this budget of $21,385 as proposed. Attached is the 1990 Line Item Budget from South Hennepin and proposed 1990 contributions from the four municipalities. OB /sw Attachment Line Item Salaries Fringe Benefits Other Personnel Services Office Supplies Photocopying General Supplies Adversiting Maintenance.& Repair Mileage Postage Printing Building Rental Communications Payroll Services Furniture & Equipment Awards & Contricutions Audit Conferences /Staff Training Insurance Membership Dues Periodicals & Publications Miscellaneous ' Subcontractor Skills Bank Workers Emergency Services Fund Developed: 6/89 Cash Inkind $324,893 70,235 4,235 1,637 2,625 23,064 1,468 2,900 7,902 5,066 5,849 17,024 4,006 1,054 468 2,000 2,508 5,860 402 350 7,535 6,880 7,311 51,806 $557,078 1,89 SOUTH HENNEPIN HUMAN SERVICES COUNCIL 1990 Line Item Budget Total CP &C $324,893 $ 9,200 $ 94,569 $203,988 70,235 1,127 16,311 50,116 4,235 250 4,235 585 1,637 118 644 585 2,625 1,638 22,714 23,064 350 1,000 1,468 50 468 1,000 2,900 118 1,800 5,850 7,902 130 1,300 1,040 5,066 3,133 1,054 5,849 668 4,000 1,335 17,024 57 17,024 1,210 4,006 1,335 586 1 1,891 60 529 1,280 1,054 468 1,040 468 303, 468 3,577 2,000 560 168 2,508 1,352 535 5,860 1,700 6,880 402 234 7,311 350 51,806 350 7,535= 3,500 $ 1,891 6,880 7,311 51 ,806 $558,969 Spec. CPP ESP SF HOME Projects $ 10,774 $ 9,200 $ 6,362 $203,988 1,665 1,127 1,016 50,116 58 250 100 585 234 118 50 585 22,714 1,000 50 50 1,000 234 118 400 5,850 463 130 300 1,040 395 400 1,054 668 668 1,335 57 57 38 1,210 586 60 60 40 1,280 116 1,040 168 303, 112 3,577 168 535 6,880 7,311 51,806 $155,968 $ 14,224 $ 63,887 $ 9,536 $311,854 3,500 $ 3,500 1990 MUNICIPALITIES PROPOSED CONTRIBUTIONS TO SHHSC Developed:'6 /1/89 1990 % of Total Gen'l Funds Inkind Total Request Population Population Requested Requested (47� per Capita) Bloomington 90,000 .43 42,300 42,300 Eden Prairie 38,000 .18 17,860 17,860 Edina 45,500 .22 21,385 21,385 Richfield 37,000 .17 15,499 1,891 17,390 210,500 97,044 1,891 98,935 Developed:'6 /1/89 M E M O R A N D U M TO: Mayor- &- Counci -l- Members FROM: Ken Rosland SUBJECT: - BUDGET ASSUMPTIONS DATE: June 5, 1989 Attached are the Budget Assumptions. They will be further refined under your direction at the 5:00 PM meeting on June 19th. You have this packet now so that you can be prepared for questions on the 19th. KR /sw Attachment 1 9 9 0 B U D G E T A S S U M P T I O N S - P R O P O S E D E X P E N D I T U R E S- ACTUAL BUDGETED ASSUMP % PROPOSED 1988 1989 INCRSE 1990 SALARIES 6,225,507 6,480,151 3.00% 6,674,556 CONTRACTUAL SVCS. 1,657,714 1,689,102 2.50% 1,731,330 COMMODITIES 600,159 624,744 2.50% 640,363 CENTRAL SERVICES 2,593,431 2,617,920 3.00% 2,696,458 EQUIPMENT 889,505 976,691 1.00% 986,458 NEW PROGRAMS 262,735 11,966,316 12,388,608 4.87% 12,991,898 SCENARIO USED 2 % INCREASE BUDGET 90 4.87% 1 9 9 0 B U D G E T A S S U M P T I O N S - P R O P O S E D R E V E N U E S- ACTUAL BUDGETED ASSUMP $ PROPOSED 1988 1989 INCREASE 1990 TAXES 8,485,717 9,021,391 9,491,112 LICENSES & PERMITS 623,760 637,000 5.00% 668,850 FEES & CHARGES 1,846,161 1,838,120 5.00% 1,930,026 INTERGOVERNMENTAL 857,441 892,097 1.10% 901,910 TOTAL REVENUES 11,813,079, 12,388,608 4.87% 12,991,898 -- ASSESSED VALUE -- - 765,126,667 - - - - -- - ----106,080,623--- FISCAL DISPARITIES(47,102,814) (6,725,265) (7,039,335) INCREMENT VALUE (23,333,788) (3,932,582) ' TOTAL 694,690,065 90,992,121 95,108,706 1 9 9 0 B U D G E T A S S U M P T I O N S - E X P E N D I T U R E D I S T R I B U T I O N- ACTUAL BUDGETED PROPOSED 1988 1989 1990 SALARIES 52.03% 52.31% 51.37% CONTRACTUAL SVCS. 13.85% 13.63% 13.33% COMMODITIES 5.02% 5.04% 4.93% CENTRAL SERVICES 21.67% 21.13% 20.75% EQUIPMENT 7.43% 7.88% 7.59% NEW PROGRAMS 2.02% 100.00% 100.00% 100.00% 1 9 9 0 B U D G E T A S S U M P T I O N S - R E V E N U E D I S T R I B U T I O N TAXES LICENSES & PERMITS FEES & CHARGES INTERGOVT AID ACTUAL BUDGETED PROPOSED 1988 1989 1990 71.83% 72.82% 73.05% 5.28% 5.14% 5.15% 15.63% 14.84% 14.86% 7.26% 7.20% 6.94% 100.00% 100.00% 100.00% 1 9 9 0 B U D G E T A S S U M P T I O N S - S U M M A R Y- ACTUAL BUDGET BUDGET 1988 1989 1990 TOTAL REVENUES 11,813,079 12,388,608 12,991,898 TOTAL EXPENDITURES 11,966,316 12,388,608 12,991,898 TAX DOLLARS 8,463,892 8,991,391 9,466,112 TAX DOLLAR INCRSE 484,967 527,499 444,721 % INCREASE TAX $ 6.50% 6.23% 5.28% ABOVE LEVY LIMIT (16,112) MILL RATE /TAX CAP. 12.38 9.89% EFFECTS ON RESIDENTIAL HOMES APPROXIMATE 1988 CITY TAXES 1988 ESTIMATED 1988 MARKET VALUE TAXES $139,000 $303 $232,000 $614 $463,000 $1,386 APPROXIMATE 1989 CITY TAXES 1989 TAXES $150,000 $314 $250,000 $640 $500,000 $1,456 DIFFERENCE 88 -89 $11 $26 $70 COMMERCIAL COMMERCIAL $463,000 ------------------------------------------------------------------------- $2,464 $500,000 $2,613 $148 ESTIMATED 1990 TAXES 1990 EST. 1990 DIFFERENCE MKT._ VALUE TAXES 89 -90 $159-1-000 - - $345 --- - - -$31 -TAX-BUDGET $9,466,112 $265,000 $693 $52 TAX CAPACITY 95,108,706 $530,000 $1,563 $107 COMMERCIAL TAX CAP. RATE 10.0% $530,000 $2,769 $157 - P R O P O S E D N E W P R O G R A M S - NEW PROGRAMS -90 GENERAL 1 Comp Worth 2 Elections 1990 3 Contingencies 4 .Recycling 5 Utility Credit .6 Capital Plan 7 Human Relations -8 S.H:Human Services 9 Hospitalization 10 Cafeteria Plan 11 Public Health Cont 12 State Health Reim. 13 Rubbish Removal SCENARIO 1 SCENARIO 2 SCENARIO 3 75,000 75,000 75,000 55,000 55,000 55,000 (40,000) `(40,000) (40,000). 53,000 53,000 53,000 0 (53,000) 0 40,000 0 0 5,000 5,000 0 7,735 7,735 0 55,000 0 55,000 71,000 71,000 0 9,800 9,800 9,800 (22,500) (22,500) (22,500) 5,000 5,000 5,000 PAGE 1 SUBTOTAL 314,035 166,035 190,300 - P R O P O S E D N E W P R O G R A M S- PAGE - 2 SCENARIO 1 SCENARIO 2 SCENARIO 3 PARK DEPT. 14 Computer Equip. 3,000 0 0 15 Overtime 5,000 5,000 0 BUILDING DEPT. 16 Equipment 4,000 0 0 PUBLIC WORKS 17 Gopher State Prog. 7,500 7,500 7,500 18 Elect. Fuel Monit. 11,000 11,000 11,000 PAGE 2 SUBTOTAL 23,500 18,500 30,500 - P R O P O S E D N E W P R O G R A M S- PAGE - 3 SCENARIO 1 SCENARIO 2 SCENARIO 3 FIRE DEPT. 19 Overtime 25,000 10,000 0 20 Cont. Education 2,000 0 0 21 PERA Volunteers 15,000 0 15,000 POLICE DEPT. 22 Drug Enfcmt Off. 32,300 32,300 0 23 Patrol Officer 31,100 0 0 24 Equipment 6,900 6,900 6,900 25 Salaries (P /T) 14,000 14,000 0 26 Salaries (O /T) 18,500 10,000 0 TOTAL NEW PROGRAMS ------ ------------ 262,735 ------- - - - - -- ------- - - - - -- 230,700 ------- - - - - -- ------- - - - - -- 489,335 - - - - -- PAGE - 3 FIRE DEPT. 19 Overtime 20 Cont. Education 21 PERA Volunteers POLICE DEPT. 22 Drug Enfcmt Off 23 Patrol Officer 24 Equipment 25 Salaries (P /T) 26 Salaries (0 /T) TOTAL NEW PROGRAMS SCENARIO 1 SCENARIO 2 SCENARIO 3 25,000 - P R O P O S E D N E W P R O G R A M S - 0 NEW PROGRAMS -90 SCENARIO 1 SCENARIO 2 SCENARIO 3 32,300 GENERAL 31,100 0 0 1 Comp Worth 75,000 75,000 75,000 2 Elections 1990 55,000 55,000 55,000 3 Contingencies (40,000) (40,000) (40,000) 4 Recycling 53,000 53,000 53,000 5 Utility Credit 0 (53,000) 0 6 Capital Plan 40,000 0 0 7 Human Relations 5,000 5,000 0 8 S.H.Human Services 7,735 7,735 0 9 Hospitalization 55,000 0 55,000 10 Cafeteria Plan 71,000 71,000 0 11 Public Health Cont 9,800 9,800 9,800 12 State Health Reim. (22,500) (22,500) (22,500) 13 Rubbish Removal 5,000 5,000 5,000 PAGE 1 SUBTOTAL 314.035 166,035 190,300 - P R O P O S E D N E W P R 0 G R A M S- PAGE - 2 SCENARIO 1 SCENARIO 2 SCENARIO 3 PARK DEPT. 14 Computer Equip. 3,000 0 0 15 Overtime 5,000 5,000 0 BUILDING DEPT. 16 Equipment 4,000 0 0 PUBLIC WORKS. - 17 Gopher State Prog. 7,500 7,500 7,500 18 Elect. Fuel Monit. 11,000 11,000 11,000 PAGE 2 SUBTOTAL 30.500 23,500 18.500 - P R O P O S E D N E W P R 0 G R A M S- PAGE - 3 FIRE DEPT. 19 Overtime 20 Cont. Education 21 PERA Volunteers POLICE DEPT. 22 Drug Enfcmt Off 23 Patrol Officer 24 Equipment 25 Salaries (P /T) 26 Salaries (0 /T) TOTAL NEW PROGRAMS SCENARIO 1 SCENARIO 2 SCENARIO 3 25,000 10,000 0 2,000 0 0 15,000 0 15,000 32,300 32,300 0 31,100 0 0 6,900 6,900 6,900 14,000 14,000 0 18,500 10,000 0 489,335 262,735 230,700 JUSTIFICATION FOR NEW PROGRAMS Under the proposed new programs, there are three scenarios:. Scenario 1, departmental requests; Scenario 2, my recommendation as City Manager; and Scenario 3, programs which are mandated through State or County. Following are the justifications for the new programs: 1) Comparable Worth - This is the last year of the three- year'Comparable Worth program which Council previously approved. 2) Elections 1990 - Elections were not held in 1989 but will be held in 1990; therefore, a $55,000 increase. 3) Contingencies - Contingencies show a $40,000 decrease. In 1989, budget reflected $120,000 of which $40,000 was slated for the Senior•Center. $80,000 is the normal Contingencies amount. 4) Recycling - The present $53,000 proposed may change by the time we work on budget assumptions, as the Recycling Program may have more definite guidelines. 5) Utility Credit - This proposal is reflective of potential income of $1 per household per quarter for recycling. Again, this money may not be needed or additional money may be needed depending on the final results of the Recycling Program. 6) Capital Plan - The Council financed the Capital Plan at $140,000 in 1989. The original amount intended to be budgeted each year was $180,000. 7) Human Relations - The Chemical Health Advisory Committee, a.sub- committee of the Human Relations Commission, is implementing a partnership of community and school resources to respond to chemical health issues. The request reflects the Chemical Health Coordinator's salary for one month, program development and marketing. 8) South Hennepin Human Services Council - South Hennepin's budget for Community Planning and Coordination for 1990, an increase of $7,735 over 1989, is based on $.47 per capita. There are four reasons for this increase: a) a possible move from Creekside to a Human Services Center, necessitating rent dollars from all four cities; b) the addition of one half -time planner in 1990; c) the addition of one third -time clerical staff person; and d) a 47 increase to account for inflation and salary increases. 9) Hospitalization - The amount of money requested in this budget represents an additional $10 per month contribution by the City for dependent coverage and a 307 increase in premium cost for single coverage. The 307 increase is the high estimate from the plan administrator. 10) Cafeteria Plan - The budgeted figure represents a $10 increase in the City's monthly contribution for employee benefits. Additionally,'the amount shown includes the start -up cost for the Cafeteria Plan and flex- benefits program. 11) Public Health Contract - The Public Health Nursing Contract is expected to -2- increase by 9.5% for 1990 due to their comparable worth salary increases. The anticipated increase for 1990 is $9,800, bringing the contract to $111,889. 12) State Health Reimbursement - The City expects a $.50 per capita increase in community health services subsidy in 1990 which will be about $22,500. 13) Rubbish Removal - The City is in the second year of a two -year garbage collection contract. It is expected that due to the increased tipping fees for the waste haulers, the contract for 1990 will increase by $5,000. 14) Computer Equipment - The amount of money requested in this budget for computerization will go toward scheduling athletic events, team assignments, registration, scheduling staff work schedules, information storage, standings for athletic programs and facility scheduling. 15) Overtime - There are different seasonal times throughout the year when scheduled overtime generally occurs in the Park and Recreation Department. One of the most important ones is during the spring and early summer with the high growth of grass and dandelions and other weed control. At that time, all our manpower is on a ten -hour day six days a week mowing schedule for approximately six weeks. Without overtime, it generally takes about ten working days to cut all the grassy areas. By using overtime, this period can be reduced to six days. The other scheduled overtime in the park system is in the winter for the seven days a week plowing schedule for the ice rinks for approximately seven weeks. 16) Equipment - The Building Department's computer request of $4,000 would allow them to upgrade current hardware and software to a multi -user system which is necessary to offset increased inspections and plan reviews as a result of the Centennial Lakes project. 17) Gopher State Program - A new program requirement is to pay for Gopher State One Call system bills. The State of Minnesota enacted legislation that requires anyone doing any digging to call a central dispatching agency to request location of utilities from utility operators. The initial result is a fairly heavy drain daily during the construction season on existing Public Works personnel (usually one full -time person per day). Additionally, the City is billed by the Gopher State One Call system for its central dispatch service. In our first year, it appears we will have to pay approximately $7,500 for this service. 18) Electronic Fuel Monitoring - Another new requirement in the 560 Equipment Operation area would be the requirement of electronic fuel monitoring on our gas tank system. This must be in place by the end of 1990 per EPA /MPCA. It is a mandatory system to provide ground water protection by early detection of fuel leaks from tanks. This total is $11,000. 19) Overtime - Annual Fire Department overtime has been in excess of $100,000 since 1985. Expectations are that 1989 will be in the $140,000 range. Overtime has not been adjusted with the same percentage of increase as salaries, which further adds to the shortfall": 20) Continuing Education - Federal and State rules have been made over the past year requiring the Fire Department to increase preparedness in the area of hazardous materials response and planning. Also, the City disaster plan assigns response and planning responsibilities to the Fire Department. -3- Personnel must be adequately trained for these responsibilities. 21) PERA Volunteers - Because of the status of present legislation, the outcome of this item is uncertain. It may not be needed but should be carried as a possibility. 22) Drug Enforcement Officer - An officer specifically trained and assigned to drug enforcement is needed. Drug use and abuse is a national problem that does not stop at Edina's borders. Recently, undercover operations conducted by the Police Department have substantiated the use and trafficking of drugs in Edina. There is a community -wide effort to combat drug use, and a part of that effort should include enforcement. Currently, drug investigations are referred to the Hennepin County Sheriff's Office for any follow -up or undercover work. They do not respond to day -to -day intelligence, nor will they involve themselves with street -level activities in Edina. This creates the void of not having attention paid to information about drugs as developed by citizens, arrested persons, informants, or patrol officers. The only way to fill this void is to provide for the above assignment. 23) Patrol Officer - In order to maintain the current level of Police service, an additional patrol officer should be added. The Edinborough development has exceeded projections of service demands. As the housing component of Centennial Lakes comes on line, increases will be felt. And, of the greatest impact will be the extensive commercial development of Southdale and Centennial Lakes. Commercial developments require greater levels of service than residential, office or industrial uses. 24) Equipment - Public Safety Answering Points (PSAPs) are required by EMS regulations via County ordinance to maintain audio recordings of calls for service for one calendar year. The Edina PSAP currently has 138 audio tapes on hand. The acquisition of 100 new tapes would be a major step in a plan to comply with the regulation. 25) Salaries (P /T) - For the last 12 years, the Police Department has managed increases in calls for service by utilizing non - Police, part -time employees. The primary worker pool was aspiring officers wanting..to work in a Police environment while they completed their education and training. As many as 12 CSO's at a time have been employed, earning under $6 per hour. Relatively simple training was provided, and high turnover was expected. The majority of Police dispatching was performed by these CSO's, utilizing approximately one -half of the resource. With the advent of 911 and joint Police /Fire /EMS dispatching, the job became much more complex. More training was required, and the high turnover rate could not be tolerated. Consequently, a different worker pool was needed. This new group does not approach the job as a "means to an end," rather the view is a career orientation. Additionally, this worker is in high demand for full -time employment. These recommendations represent a $1 per hour raise for the position. The hope is that this step will help attract and retain quality workers and bring Edina closer to other cities in the market. 26) Salaries (0 /T) - The request for the Police Department is predicated on an average annual expenditure of $50,000 for overtime. The addition of $18,500 would bring the account total to that figure.