HomeMy WebLinkAbout2023-08-02 City Council Work Session Meeting PacketAgenda
City Council Work Session
City of Edina, Minnesota
City Hall Community Meeting Room
Wednesday, August 2, 2023
5:30 PM
I.Call To Order
II.Roll Call
III.2024-25 Budget and Preliminary Levy Discussion
IV.Adjournment
The City of Edina wants all residents to be comfortable being part of the public
process. If you need assistance in the way of hearing ampli*cation, an
interpreter, large-print documents or something else, please call 952-927-8861
72 hours in advance of the meeting.
Date: August 2, 2023 Agenda Item #: III.
To:Mayor and City Council Item Type:
Other
From:Alisha McAndrews, Finance Director
Item Activity:
Subject:2024-25 Budget and Preliminary Levy Discussion Discussion
CITY OF EDINA
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
ACTION REQUESTED:
Discussion only.
INTRODUCTION:
The City Manager and staff will provide Council Members with preliminary budget projections for 2024-2025.
This is the first in a series of budget discussions with Council Members in advance of the preliminary levy
approval on September 19, 2023 and, ultimately, approval of the final levy before the end of December 2023.
ATTACHMENTS:
Description
Council Retreat Summary
Staff Presentation
General Fund Scenarios
Levy Scenarios
SARA A. PETERSON, JD – MANAGEMENT CONSULTANT
www.SaraPetersonConsulting.com n peterson@sarapetersonconsulting.com
City of Edina – Council Planning Session
May 4, 2023 / 8:00 am – 5:00 pm
PARTICIPANTS
No members of the public were present.
City Council Staff & Facilitator
James Hovland, Mayor
Kate Agnew (stepped out 11-11:30)
Carolyn Jackson
James Pierce
Julie Risser
Scott H. Neal, City Manager
Lisa Schaefer, Assistant City Manager
Gillian Straub, City Management Fellow
Alisha McAndrews, Finance Director
Todd Milburn, Police Chief
Chad Millner, Engineering Director
Sara A. Peterson, Management Consultant
Joined in Late Morning/Afternoon
Amy Murray, Risk & Safety Manager
Derik Otten, Facility Manager
Andrew Slama, Fire Chief
Perry Vetter, Parks & Recreation Director
AGENDA
Times adjusted the actual meeting.
7:45 am Arrive & Settle (Continental Breakfast)
8:00 Introduction
Welcome (Scott)
Agenda, Housekeeping & Grounding (Sara)
8:15 Setting the Stage
2024 & 2025 Budget & Work Plan Process (Alisha)
Past Highlights & Future Trends (Lisa)
Review ELT Retreat Results (Lisa)
Stretch
9:45 (Re) Grounding Council Practice
Council Discussion of expectations for:
- Working as a Group (conduct, meeting protocols)
- Working with Staff, Boards & Commissions, Residents,
Developers (engagement, requests for info, etc.)
- Prioritizing Time
Break (15 min)
11:45 Current Operational Topics *
Security at City Facilities, Buildings & Maintenance, City Hall
Space Study, Workforce, Mental Health Resources/Response
(Lisa, Perry, Todd, Andrew, Derik)
* A PORTION OF THIS SESSION COULD BE CLOSED AS
PERMITTED BY MS 13D.05, SUBD. 3(D) FOR STAFF TO
PROVIDE A REPORT ON PHYSICAL SECURITY AND
EMPLOYEE PROCEDURES FOR CITY FACILITIES
In-room Buffet Lunch (45 minutes)
1:00 pm Operational Topics, continued
Break (15 min)
2:00 2024-2025 Budget Work Plan
Council Brainstorming:
- Pillars/Objectives Needing Attention
- 2024-2025 Strategies
Break (15 min)
3:45 Brief Check-Ins
Organized Trash Collection (Chad)
Art Center (Perry)
Franchise Fees (Chad)
Development Review Consulting (Scott)
4:45 Wrap Up
5:00 Adjourn
Packet Materials
- 2023-24 Budget Work Plan & Updates
- ELT Retreat Summary
- Edina City Council – Code of Conduct
- Context Excerpts from Past Planning Sessions
Page 2 of 14
SUMMARY: Recap of Facilitated Discussions
Introduction
Welcome (Scott)
Agenda, Housekeeping & Grounding (Sara)
Setting the Stage
2024 & 2025 Budget & Work Plan Process (Alisha)
Review ELT Retreat Results, Past Highlights & Future Trends (Lisa)
The retreat began with an overview of Edina’s planning and budgeting process, a quick grounding in its financial
position, and a presentation of senior staff perspectives related to the past year, including:
1. Overview of Process
2. 2023 Consolidated Budget Overview
Edina Consolidated Budget $144M
Governmental Funds $82.4M
General Fund $55.1M
Debt Service Fund $6M
Construction Fund $16.2M
Special Revenue Funds inc. HRA $5.1M
Enterprise Funds $54.8M
Utility Fund $24.4M
Liquor Fund $15.7M
Park Enterprises $14.6M
Internal Service Funds $7M
Risk Management $1.1M
Equipment Operations $2M
IT $2.4M
Facilities $1.4M
Page 3 of 14
Staff also reviewed a number of graphs with additional economic and budget details.
3. Budget Challenges
• Competitive wages and benefits
• Inflationary cost pressures, contracts, materials, external supply chain
• Equipment replacement (ambulance replacement in 2025)
• Centennial Lakes Park + new Grandview Park (2024) + Fred Richards Park (2025-26) operating costs
• Fire Station 2 debt service and operating costs
• Deferred building maintenance
• Matching staffing and resources to service-level expectations
4. A Look at Accomplishments
• Improving CIP Funding and establishment of CIP Street Levy
• COVID and civil unrest responses
• Department re-organization/re-alignment to better align services
(Public Health, Sustainability, Facilities, Edina Liquor, Communications, and IT)
• Enterprise Resource Planning implementation (ERP)
• Increasing community outreach in EPD:
Community Engagement Officer, Social Worker, Joint Community Policing Program
• Rental Housing Inspections
• Sidewalk inspections
• Climate Action Plan
• Clover Ride
• Fleet conversion to electric vehicles
• Reduction in salt use
• Expansion of methods and time allowed for Public Hearings
• Completion of 2018 Racial Equity Implementation Plan
• Joint Community Police Partnership with Hennepin County
• Progress Portal
• ARPA community engagement
• Values ViewFinder
• Local Option Sales Tax referendum
5. Current Position
Strengths / Stressors Strategies & Projects
• Strong local economy
• Market and median value homes up
• Inflation/increase in costs
• External supply chain issues
• Funding building, maintenance, and
equipment needs
• Street lighting
• Art Center and Fire Station 3
• Community Health & Safety Center (Fire #2)
• City Hall security & efficiency
• Local Option Sales Tax: Fred Richards &
Braemar Park
• Engaged, skilled, dedicated/hard-working employees
• Innovation re how services are provided, how tasks are
conducted, and re-directing resources to fill gaps
• Positive relationships with surrounding communities and
service partners
• Recruitment and retention market challenges
• Safety, social disruption, healthcare/mental health access
• Re-building systems, esp. internal support functions
• Increased and more complex data requests and “fire
drills” stress operations and impact services
• Union bargaining unit changes and Increase in
complexity of negotiations process.
• New sidewalk infrastructure
• School Elections 2025+
• Mental health response
• Wellness & PTSD impact on staff
• Security & staffing, especially at enterprises
• THC/Cannabis legislation impact
• Employer of Choice/Engagement action
planning
Page 4 of 14
• Changed service expectations
• Continued strong local tax base
• Continued residential growth
• Mismatch of community wants and
individual impacts (life-cycle housing,
Twin Loops implementation)
• Impact of continued residential growth
• Prepare for Comprehensive Plan Update
• Franchise fees
• Climate Action Plan continuation
• Affordable Housing
• Use of TIF
• Active and engaged communities
• Pride in community problem-solving
• Robust Boards & Commissions
• Increased focus on equity in engagement methods
• Quality of Life Indicators
• Decreased trust of government and institutions
• Ensuring all voices are heard
• Communication speed, difficult to correct misinformation
• Implementation of Values View Finder Tools
• Public education
regarding City
authority/decision-
making/for development
application review versus
other open engagement
opportunities
6. Big Picture:
• Continuous changes and significant external and internal stressors to operations over last 5 years
• Continual expansion, contractions, and re-deployment of services
• Increasing social disruption and impact to front-line services and staff
• Long-term and delayed retirements during COVID and subsequent staff leadership changes
• High competition for talent
• Need for a period of “catch up” and re-alignment
7. Q&A: The Council asked questions of staff during the presentation to more fully understand the process
and how items interact with each other. Takeaways of note from this portion of the agenda include:
• Council Members continue to have questions regarding the budget process.
• Council Members would like to know their options for education and training in their role.
• Communicating the math of property taxes could provide clarity to residents.
• Council Members would like to see funding sources as well as uses in budget presentations.
• It would be helpful to articulate a facility maintenance philosophy and create a system to track needs
so that the City can stay ahead rather than accumulate deferred maintenance costs in the future.
• It is important to keep in mind the value of City debt in maintaining a beneficial credit rating,
demonstrating fiscal responsibility, and balancing the needs of current and future residents such
that the former doesn’t bear the cost of the latter.
• Council Members request as much lead time as possible to review materials for meetings, while
recognizing that there is simply a high volume of material to review regardless, and newer members
are stepping into a stream of activity to catch up on.
• Along similar lines, Council Members asked that some work sessions be scheduled for longer blocks
of time to account for more complex topics.
(Re) Grounding Council Practice
Council Discussion of expectations for:
• Working as a Group (conduct, meeting protocols)
• Working with Staff, Boards & Commissions, Residents, Developers (engagement, requests for info, etc.)
• Prioritizing Time
The second portion of the agenda was designed to allow Council Members to discuss their internal process and
interactions with various stakeholder groups. This was a productive conversation but one that could have filled
the day on its own. Council and staff may want to schedule follow-ups as recommended later in this document.
Page 5 of 14
To start the conversation, Council shared what is most important to them now that they are on the Council (not
campaigning). The list of content priorities that emerged included the following (in no particular order):
• Advancing sustainability and climate response
• Creating better outcomes that improve quality of people’s lives
• Building community
• Advancing equity and inclusivity
• Advancing public safety
• Rationalizing commercial and residential zoning
• Understanding the needs of an aging community
• Adapting to shifting roles in the City to make intentional transitions toward big changes
• Understanding community wants for the future
• Responding to, working with, and listening to the community – making sure they feel engaged, and their
voices are appropriately weighted (especially difficult task re apartment residents)
With that as our start, Council Members shared their process goals, including:
• Developing and maintaining focus on a future beyond the tenure of those in the room
• Achieving clarity, action, and positive outcomes in highly complex/interconnected policy areas
• Continuing to make operations more efficient via technology
• Understanding opportunity costs of action/inaction
• Ensuring rigorous debate in Council Chambers as well as support for decisions once made
• Continuing to learn and understand the job of Council and local government as roles evolve
• Understanding the impact of governing and politics shifting from national to local
• Sustaining effective communication
• Balancing the voices heard through engagement with those not heard when making decisions
During discussion, Council Members brought up examples of when/how to respond when the community
reaches out to them with questions. Their individual approaches ranged from tracking down the answer with
City staff, to sharing with leadership to answer, to assuming that leadership would answer on their own. After a
while it became clear that the general rule for Council Members should be to “not get in the middle” of
conversations/debates:
• Council Members should remember that emails to them as a group always cc to staff leadership as well.
• Council Members can answer simple questions directly and thank the public for input, etc. For more
complex items, Council Members sometimes ask multiple staff the same question, which they
individually try to answer. To simplify the process, Council Members should send such inquiries to Scott
for follow up. He can better coordinate response without Council Members needing to do extra work.
• When it comes to clarifying misinformation, Council Members discussed the potential downsides of
engaging too deeply such that the communication became a debate. The better approach will often be
to thank an individual for their input and direct them to City Manager/Assistant City Manager for follow
up.
• Finally, Council Members should always try to give staff an advance heads up when a topic should be
discussed in Council Chambers.
The group ran out of time before covering all the Council process topics that had been planned. Two items
deserve discussion at a future date:
• Review its Code of Conduct in detail to make sure all understand and agree with its content.
• Have a frank conversation about the number of meetings Council has scheduled each year, the topics
they wish to discuss, and the time they have to do so. As currently scheduled, Council continues to add
to the list of meetings/topics they would like to engage but with little flexible time to do so. The group
will need to prioritize and make some choices.
Page 6 of 14
Current Operational Topics *
Security at City Facilities, Buildings & Maintenance, City Hall Space Study, Workforce, Mental Health Resources/Response
(Lisa, Perry, Todd, Andrew, Derik)
Next, staff provided updates to Council on key operational topics. Topics chosen are significantly affecting City
operations and will likely impact the 2024-2025 budget process. The intent of these presentations was to
apprise Council of specifics that would help them in the budget work plan discussion.
2024-2025 Budget Work Plan
Council Brainstorming: Pillars/Objectives Needing Attention and 2024-2025 Strategies
As the group transitioned to discussion of a budget work plan for the coming biennium, Council Members
reflected on materials and presentations from earlier in the day as well as their sense of external influences that
will have a substantial impact on their work – items such as a need to:
• Develop longer-range forecasts of change
• Rebuild community in a post-Covid context of loneliness, mental health concerns, and social disruption
• Adapt to changing public safety needs and expectations
• Align climate, housing, quality of life, affordability, and zoning (industrial, walkability, diversity of nodes)
• Zoning for the future, including the impact to tax base, intentional transition, density plans and the
impact to future and current community
• Counter the growing gaps between haves and have nots
The group then reviewed each of the current budget pillars and objectives, asking where/whether any need to
change, receive greater attention, etc. In general, Council Members agreed with staff recommendations, adding
commentary here and there. The results follow.
• Edina should take advantage of
smart city infrastructure from
systems that track/automate to
technology/sensors expected of
a modern urban center.
• They agree with increasing
emphasis on Edina’s clean water strategy work.
• They would expand the maintenance objective
beyond the current statement to proactively
address maintenance needs in the future.
• Council wants to make sure staff are getting the
support they need in timely way (e.g., security and
safety in parks and recreation), particularly in light
of the stressors that public-facing staff manage.
• Council would like to see an analysis of funding
sources re: City services.
• Council pointed out that there is
an equity component in each of
the budget pillar objectives
except for Strong Foundation –
this should be corrected.
Here the Council emphasized the need for
more housing options aligned with a long-
term comprehensive growth strategy – that
also considered:
• Sidewalks and livability
• Regional non-motorized strategies
• Leveraging technology (e.g., parking sensors)
• Balancing mixed-use nodes, activization, and commercial
zoning
• The discussion of Council process above should be
integrated here. Council Members added to that
discussion, saying that staff should invite them into
conversations/events where their presence is important.
Further, Council Members should keep in mind the
importance of their role as advocates for staff and the City.
• Council appreciates the survey and Vision Edina. As they
discussed engagement challenges, they
floated an idea of engaging the
community by geography (quads like
small area plans) in a way that does not
reinforce divides.
Page 7 of 14
Brief Check-Ins
Organized Trash Collection (Chad) Art Center (Perry) Franchise Fees (Chad) Development Review Consulting (Scott)
Finally, staff provided updates to Council on select items to ensure that Council continued to support the
process in concept. In each case, Council supported proposed next steps.
Wrap Up
The work of city councils is often driven by individual policy decisions and steps in long-term initiatives. This
often makes it difficult to plan with a big picture vision and view of how any given decision can affect another
one, two, three…years down the line (e.g., housing developments, infrastructure). This tension came up more
than once during the day with Council Members expressing a desire to put plans into place that set forth larger,
long-term policy goals in an intentional way – putting a roadmap in place for themselves and future Councils.
Page 8 of 14
APPENDED CONTEXT: Excerpts from Past Sessions
2019 Council Planning – Summary Excerpt
Council members have asked for a formal Ethics Policy. At the same time all are working for a more effective Council
process. We’ll set the stage for both, looking at:
• How ethics policies intersect with Public Participation and Community Engagement
• How Council communications, processes and meeting purpose affect all three
• The values that should connect them all
The Council began this discussion by defining the problem it is trying to solve. The result of this portion of the discussion was
agreement that this is largely about managing expectations and perceptions related to Council behavior as individuals and
as a group. It is not about fixing emotions or the spread of inaccurate information.
Why have a policy? Where does it come into play? What are concerns?
Ensure we meet legal obligations
Demonstrate that we have and
consistently follow a code of conduct
and professionalism above and
beyond those legal obligations
Acknowledge the impact of
perceptions of our conduct
regardless of intent, etc.
Interactions with the public, staff, each other
• How we treat individuals
• What, how and when we communicate
Community engagement processes
• Process clarity and consistency
• Our promises to the public
• Their expectations of us
Deliberative and decision-making meetings
• The structure of meetings/hearings
• Our conduct in and out of meetings
• Actual and perceived:
o Process fairness and respect
o Conflicts of interest
o Promises kept
We “stumble” when our interactions,
processes or conduct (regardless of intent)
aren’t perceived as:
Transparent
• Council work sessions
• Long/late Council meetings
Fair/Reliable
• Public ability to be heard
• Meetings with interested individuals
• Mid-process changes
• Changed decisions
Coordinated
• Different “answers” given to resident
questions from multiple city sources
including staff and elected.
In a city of approximately 52,000 residents, approximately 75% of whom are adults, Council and staff members estimate that
they hear from maybe 500-1,000 individuals over the course of a year. With this in mind, the Council then delved into its
assumptions about those who do/don’t engage. Importantly, the same descriptions to those we hear from could be applied
to those we don’t and vice versa. It is not simply a matter of who is willing AND able to “show up.”
Who DO we hear from? What do they want?
• Those directly affected
• Those who want to be heard
• Those in the habit of engaging
From their participation
• To influence the outcome
• To mitigate potential losses, fears
• To learn or gain information
From us
• Us to agree with them
• Do our job without negatively affecting
“front door” issues:
o Property values
o Quality of life or lifestyle
o Safety
o Neighborhood conveniences
o The City’s brand or their
personal identity
Who DON’T we hear from?
• Those who trust us to do our job as their representatives
• Those who do not trust, or have negative views of, the system
• Those who do not know about or understand the process
What constrains engagement?
• Age or ability
• Work or child commitments
• Transportation or income
• Schedule or duration of meeting
• Weather or time of day
• Experiences and perceptions
• Comfort or ability to interact in a formal
public forum
• Technology access or ability
Edina invests a significant amount of time and energy into these processes – as staff, elected officials and community
volunteers. In a typical year, this includes:
Make a plan
Do what we say we will do
Don’t change the rules
Make a decision
Tell people why
Page 9 of 14
City Council
Time spent in meetings, general in the evening, include:
• 24 Regular Meetings = total 86 hours / 3.6-hour average per meeting
• 24 Work Sessions = total 36 hours / 1.5-hour average per meeting
• 24 HRA Meetings = total 36 hours / 1.5-hour average per meeting
• Board/Commission Interviews = total 30 hours
• As well as Special & Joint Meetings, Town Halls, Annual Commission, etc.
Each of these requires significant investment of staff and Council time in
preparation and follow up.
Advisory: City Boards & Commissions
Edina’s 10 advisories include 99 volunteers who
commit the following each year:
• 24-48 hours in public meetings (per person)
• 72 hours in related work
• As well as preparation
Staff support of each is also substantial, e.g.:
• 3,780 hours for the Planning Commission
• 708 hours for Parks & Recreation
• 276 hours for Energy & Environment
The Council then engaged in a discussion of participation in meetings/hearings of the Council and advisory bodies. We
clarified that we almost never promise to empower a group or process (i.e., cede final authority to them); that public
hearings are at most a consultation process; and that we involve or collaborate through advisory processes.
PROMISE We choose which promise to make depending on the specific situation.
1. We will work hard to inform
and listen every day.
2. We will consult when
appropriate.
3. We will communicate formal, defined
processes when we involve or collaborate. Where? INFORM LISTEN OR CONSULT CONSULT OR INVOLVE OR COLLABORATE
Public Meetings
Council or advisory
meetings that are open for
public observation
Public Hearings
A meeting designated to
receive public comment
and testimony
Advisory Group Processes
Commissions, Boards, & Task Force work that can include public
meetings, public hearings or closed meetings depending on the
body involved, the work required and the process defined PURPOSE Make a decision
Provide transparency
Increase awareness of an
issue or proposal
Hear a report, speaker or
presentation
Meet legal requirements
Collect feedback on
positions
Create public ownership
Define issues and identify early warning signs
Identify values and understand different perspectives
Analyze alternatives and make recommendations DO NOT USE TO: Deal with complex or
controversial topics
Identify values
Gather feedback
Accomplish any of the
items listed as purpose of
advisory group meetings
Make binding decisions
The Council engaged in a lengthy discussion of the purpose, timing, duration and process of decision-making particularly as
it relates to public hearings. They recognized that:
• Too much participation can be as problematic as too little
• The Council wants to understand the range of concerns, but does not need to hear each of them multiple times
• There is risk to process integrity if the last to speak is the one that is heard
• There is risk to process integrity if the advisory hearing is rendered moot by the Council hearing
• There is risk to perception of process integrity when a hearing is immediately followed by a decision without time
for deliberation
• There is value in residents hearing each other, not just the Council hearing residents
• Participation in public hearings needs to be meaningful for and respectful of residents, elected officials, and staff.
Successful participation means residents are able to participate in a meaningful way that respects their time and
constraints, and doesn’t necessarily mean that the meeting continues for as long as anyone wants to speak
They explored ideas such as:
• Relying more heavily on the public hearings conducted by advisory bodies
• Reporting on those hearings and follow-up research in more depth
• More explicitly treating the Council hearing as Part 2 of the advisory hearing – a follow up focused on changes to
proposals in response to the first part, questions answered from the first part, and perspectives that have changed,
again since the first part
Page 10 of 14
This discussion also led to exploration of process transparency overall. This touched on the time/place and follow up of
Council work sessions. It also touched on ex parte Council communications with interested parties, and the difficulties that
can arise when different Council members provide different answers to resident questions.
Conclusion
In the end, the Council did not decide to change its process, but did remain open to further conversation on how to:
• Increase the efficiency of meetings and hearings overall
• Increase quality of communication with report outs from prior hearings or work sessions
• Increase process integrity by separating hearings from decisions into two meetings when practicable
Staff will delve into these items, exploring what may or may not be effective in the future. This could include process
timelines as well as deeper use of online solutions for community engagement and public participation in decision-making.
As discussion continued, the Council also began to re-discover some of its existing policy statements (tables below) as a
starting point for improved practice. All agreed that Council and staff should engage in a review of these policies to bring up
to date, fill gaps (e.g., developer communications; disclosure of meetings; differences between mayor, member and staff),
and include implementation expectations. This will likely require a workshop in the coming year.
The ultimate goal for all of this work is to:
• Align our intentions with the perceptions that our conduct creates
• Clearly communicate the principles, processes and promises behind decision-making and public participation in it
• Hold ourselves accountable to those principles, processes and promises
City Council Guiding Principles
Working Together Effectively: We are all part of a team committed to the residents of Edina both today and in the future.
To be effective we must come to meetings with an open mind, think strategically about City issues and delegate details of
implementations to staff. We will strive to maintain a culture of trust, respect and candor as a Council and when working
with staff.
Addressing Concerns of Residents: City staff is the first call for help for residents. We will refer residents who have concerns
to appropriate City staff. If a resident has contacted City staff but is still not satisfied, we will refer the resident to the City
Manager and inform the City Manager of the concern.
Meetings Called by Residents: If we are invited to a resident meeting about an issue the Council has decided upon, we will
explain how the Council arrived at the decision. If we are invited to a resident meeting about an issue that will be before the
Council in the future, we will keep an open mind and explain that we are interested in their point of view, as well as others.
We will make ourselves available to all parties on an equal basis, and we will not advocate for a particular point of view. We
will be circumspect about how we participate in the meeting, and we will not prejudge the issue before the Council has had
a change to deliberate.
Working with Boards and Commissions: We view our Boards and Commissions as vitally important resources to support
out decision-making. We will communicate effectively with Boards and Commissions and ensure they have the tools to do
their work. We will give clear direction and take adequate time to review the result of their deliberations. If we attend
meetings of Boards and Commissions, we will do so only as an observer. If we attend a meeting, we will strive for good
communication among Council members and between Council members and staff.
Effective Meetings and Decision Making: We will be consistent in policy and process. To be effective, we may need to slow
down the process at times, look at the big picture and consider the strategic implications of the decisions we make. We will
encourage staff to focus on the big picture in their reports. We will respect our staff as valued resources and members of
our team. We will honor our rules regarding public testimony and clearly communicate the rules to members of the public
in attendance.
Guiding Principles were developed at a two-day retreat of the Edina City Council, the City Manager and the Assistant City Manager in May 2009.
Page 11 of 14
Board & Commission Expectations
Conflict of Interest: Members who have a conflict of interest must DISCLOSE the conflict of interest to the group, AND
ABSTAIN from discussing or voting on the matter.
Definition: any member who has a financial interest in, or who may receive a financial benefit as a result
of, any Board or Commission action or if there is potential for the appearance of conflict of interest.
Gifts
• Members may not receive gifts from any “interested person” in conjunction with their Board or Commission duties.
• Boards or Commissions can recommend acceptance of general gifts through the City’s donation policy.
Respectful Behavior
Members should STRIVE TO:
• Treat people with courtesy, politeness and
kindness.
• Encourage others to express their opinions
and ideas.
• Listen to what others have to say.
• Use the ideas of others to improve decisions
and outcomes.
• Recognize and respect differences.
Members should AVOID:
• Speaking over or cutting off another individual’s comments.
• Insulting, disparaging or putting down people or their ideas.
• Bullying other members by displaying a pattern of belittling,
demeaning, judging or patronizing comments.
• Violence or the threat of violence will not be tolerated.
• The Chair or the Staff Liaison can call for the removal of any
anyone who threatens or commits an act of violence.
Board & Commission Expectations are from the Edina Board & Commission Handbook.
Code of Ethics
• I have been entrusted by the Edina City Council to perform my duties and services as a volunteer Board or
Commission Member in manner that is always in the best interests of the community of Edina.
• While honest differences of opinion may develop, I will work harmoniously with other Board or Commission members
to assure residents the services they require.
• I will invite all residents to express their opinions so I may be properly informed prior to making my decisions. I will
make them based solely upon the facts available to me. I will support the final decision of the Board or Commission.
• I must devote the time, study and thought necessary to carry out my duties.
• I understand that the Board or Commission members recommend policies, the City Council establishes policies, and
the staff is responsible for administering the policies of the City Council.
• I understand that as a Board or Commission Member, I have no authority outside of the proper meeting of the
Board/Commission.
• I understand that all Board/Commission meetings shall be open to the public, except as provided by law.
• I understand that it is my duty as a Board or Commission member to treat all residents, staff and fellow Board and
Commission members in a respectful and professional manner at all times.
• I will withdraw from discussions and decision-making actions in cases where I have a conflict of interest and I will
disclose those conflicts of interest when they arise.
Code of Ethics is from the Edina Board & Commission Handbook.
In our work with residents, co-workers and other customers we:
These are the core values for City Staff
Integrity
• Proactively and openly share
information.
• Do what we say we are going to do.
• Are honest, ethical and transparent
in our actions
• Work for the common good and put
the interests of the City above our
own.
• Wisely use City resources, money,
equipment and time.
Quality
• Do accurate, high-quality work.
• Take smart risks and look for
innovative solutions.
• Strive to provide the best long-
term value for our residents.
• Show initiative by continuously
improving our operations.
• Take pride in our work and in
being a leading organization.
Service
• Welcome, listen to and seek to
understand others.
• Strive to anticipate the needs of others
and to exceed their expectations.
• Look for opportunities to work with
others in solving problems.
• Seek out feedback and use it to
improve our work.
• Support one another and work
cooperatively.
Page 12 of 14
Community Engagement Principles
Relationships
• Make relationships foundational
• Strengthen relationships and build new ones
• Develop a trust between the City and residents
Inclusion
• Strive to provide meaningful engagement opportunities
• Invite underrepresented groups to participate
• Make all feel welcomed and valued
Equity
• Engage with residents where they are
• Remove barriers for participation
• Provide multiple options for participations
Accountability
• Make a plan
• Do what we say we are going to do
• Communicate how to participation influences decisions
These principles and values were presented to City Council on September 5, 2018. The Council signified trust should be the foundation with the remaining 4 principles.
The principles and values will foster an engaged community built on trust by intentionally focusing on equity, diversity and inclusion.
2020 Council Workshop – Situations Discussion Sheet
Each of these situations occurs regularly in the work of Council and City staff. We will discuss our current response to each
situation; what should it be; and what will it be going forward.
Reflection Questions:
• What is our goal in each situation?
• What principles and values should we apply?
• What are specific scenarios in which each arises for the Council?
• What challenges and perceptions can result?
• What is our current response to the situation; what should it be; what will it be?
Situations
1. Working with Residents
We have already been exploring this in our pilot project discussion. How does that align with these guidelines?
The City Council’s overarching values for working with residents are:
• No public official shall grant any special consideration, treatment, or advantage to any resident beyond that
which is available to every other resident.
• Respect confidentiality of personal information from residents.
• Honor our rules regarding public testimony and clearly communicate the rules to members of the public in
attendance
Addressing Concerns of Resident:
City staff is the first call for help for residents. We will refer residents who have concerns to the City Manager. If a
resident has contacted the City Manager but is still not satisfied, we will discuss with the City Manager. We
acknowledge if a resident receives conflicting information from different City Council Members or staff that is
difficult for the resident and causes liability.
Meetings Called by Resident:
If issue already decided: If we are invited to a resident meeting about an issue the Council has decided upon, we
will explain how the Council arrived at the decision.
Page 13 of 14
If issue is before the City Council: If we are invited to a resident meeting about an issue that will be before the
Council in the future, we will:
• Keep an open mind and explain that we are interested in their point of view, as well as others.
• Make ourselves available to all parties on an equal basis, and we will not advocate for a certain point of view.
• Be circumspect about how we participate in the meeting, and we will not prejudge the issue before the
Council has had a change to deliberate.
If issue is before the City Council and has planned engagement process: Engagement processes have specific
plans agreed upon before the process begins. If we are asked to meet with a resident outside of the plan, we will:
[PLACEHOLDER]
2. Working with Business Interests
The purpose of a City Council meeting is to discuss information needed to decide, review that information and
decide. It is not feasible to conduct all business in a public meeting. Particularly around development, business
interests might ask a member to meet outside of the City Council meeting to facilitate idea generation about
proposals. Protocol Option 1
• No meetings: Do not meet with businesses interests outside the City Council meeting.
Protocol Option 2
Meetings if no proposal yet
• If we meet with business interests outside the City Council meetings, it will be to give our personal opinion
and not speak on behalf of the City Council. We will not contact other Council Members about that meeting
in a violation of Open Meeting Law.
• Helps brainstorm personal ideas so not wasting time developing proposals individuals do not think are valid.
No meetings if submitted proposal
• If the business interest has a proposal pending before the City (application, Planning Commission hearing,
Sketch Plan review, City Council agenda item) we will not meet.
3. Working with Staff
City Council Members promises City Staff that they will:
• Respect staff as valued resources and members of our team
• Support the maintenance of a positive and constructive workplace environment for City employees where
individual members, City staff and the public are free to express their ideas and work to their full potential
• Provide direction to the City Manager as a body and not direct the work of individual staff.
• Encourage staff to focus on the big picture in reports
• Notify the City Manager in advance of a Council Meeting of questions or requests to pull agenda items from
the consent agenda so the appropriate staff can compile the information needed. Information asked of the
City Manager will be shared equally with all Council Members.
4. Working with Boards & Commissions
City Council Members promise Boards and Commissions that they will:
• View Boards and Commissions as vitally important resources to support our decision-making.
• Communicate effectively with Boards and Commissions to ensure they have the tools to do their work.
• Give clear direction as a body and take adequate time to review the result of their deliberations.
• Because of the value of the independent advice of boards, commissions, and task forces to the public
decision-making process, members of Council shall refrain from using their position to influence unduly the
deliberations or outcomes of board, commission, and task force proceedings.
• The expectation is that Council Members will not typically attend Board, Commission, Committee, Working
Group or Task Force meetings.
o However, under special circumstances, if we attend meetings, we will do so only as an observer and
prior to attending we will notify the appropriate staff liaison.
o Strive for good communication by reporting out to other Council Members.
Page 14 of 14
EdinaMN.gov
2024-2025 Levy and Budget
August 2, 2023
Agenda
1.City budget: Sources & Uses
2.Budget Scenarios
3.Drivers of levy increases
4.Current budget challenges
5.Market value and property tax history
6.Next Steps
7.Questions/Discussion
Timeline
Date Type Topic
June 1 Dept head budget entry, new positions submitted
June 8 S&B projections posted
June 7-13 Finance reviews and enters remaining budgets
June-July Staff develop scenarios
July 19 ELT Meeting ELT Reviews Budget Draft Scenarios
Aug 2 CC Work Session Draft budget scenarios & work plan
Sept. 5 CC Work Session City Manager preliminary levy and budget
Sept. 19 CC/HRA Meeting Adopt preliminary levy
Nov. 21 CC Work Session Budget and Work Plan
Dec. 5 CC/HRA Meeting TNT budget presentation & public hearing
Dec. 19 CC Meeting Last day to adopt budget/levy
2023 Consolidated Budget
Edina Consolidated
Budget $144M
Governmental Funds
$82.4M
General Fund
$55.1M
Debt Service
Fund $6M
Construction
Fund $16.2M
Special Revenue Funds, including HRA $5.1M
Enterprise
Funds $54.8M
Utility Fund
$24.4M
Liquor Fund
$15.7M
Park Enterprises
$14.6M
Internal Service
Funds $7M
Risk Management
$1.1M
Equip. Operations
$2M
IT $2.4M
Facilities $1.4M
PACS
Construction
Fund
13% of
property tax
levy
Debt
Service
Fund
6% of
property
tax levy
HRA
0.5% of
levy
CAS
General Fund
80% of property tax levy Utilities Fund Liquor Fund
Golf Fund Braemar
Arena
EP
CLP
Aquatic
FieldArt
The CITY ofEDINAGovernmental
Funds
General Fund
Operating levy
License & permit fee
Comcast franchise fee
Charges for services
Fines & forfeitures
Construction Fund
Special Assessments
Bond proceeds
GF Surplus
CIP levy
Equipment levy
Cable Franchise
Park Dedication
MSA
Sales Tax
HRA Fund
Tax increment
HRA Levy
Debt Service
Levy
Transfers from HRA, enterprise
funds
PACS Fund
Utility Franchise
PD Special Revenue Fund
E911
Forfeiture
Braemar Memorial
Fund
Donations
Opioid
Settlement payments
CAS Fund
Utility Franchise
www.EdinaMN.gov 6
Revenue Sources
The CITY ofEDINA
Governmental
Funds
General Fund
Most flexible
Construction Fund
Road reconstruction
Equipment replacement
Capital
projects
HRA Fund
Housing
Development projects
HRA
administration
Debt Service
Debt service
payments
only
PACS Fund
Living Streets
Policy
PD Special Revenue Fund
Police
Braemar Memorial
Fund
Golf course amenities
Opioid
Opioid mitigation,
public health response
CAS Fund
Conservation and
sustainability policy
www.EdinaMN.gov 7
Allowable Expenses
2024 General Fund
Uses
Police Fire
Public Works Parks & Rec
Engineering Community Development
General Government
Sources
Property Tax Levy Charges for Services
Fines & Forfeitures Licenses & Permits
Intergovernmental Franchise fees & Other taxes
Other
2024 Utility Funds
Sources
Operating revenues Intergovernmental Other
Uses
Police Fire
Public Works Parks & Rec
Engineering Community Development
General Government
2024 Construction Fund
Sources
Property Tax Levy Special Assessments
Bond Proceeds Intergovernmental
Sales Tax Other
Uses
Police Fire
Public Works Parks & Rec
Engineering Community Development
General Government
2024 Special Revenue Fund
Sources
Tax Increment Franchise Fees
Intergovernmental Other
Uses
Police Fire
Public Works Parks & Rec
Engineering Community Development
General Government
2024-25 General Fund Budget Scenarios
Scenario A
•Maintain current level of
service
•Salary & benefits
•Inflationary cost pressures on goods & services
•Workers’ comp and insurance
•Debt Service and CIP Levies
•No new positions
•No use of onetime revenue
sources
Scenario B
•Maintain current level of
service
•New positions
•Use of onetime revenue
sources
Scenario C
•Services from Scenario B +
•All new department
requests
•PIMS replacement
•No use of onetime revenue
sources
Scenario B: Tax Levy
2023 2024 2025
General Operating 39,820,200 43,850,665 48,241,973.0
8.48%10.12%10.01%
Debt Service 3,230,000 3,471,700 5,785,900
-0.06%7.48%66.66%
Construction 6,560,400 6,951,000 7,172,000
26.40%5.95%3.18%
HRA 244,400 251,700 259,300
2.99%2.99%3.02%
Total Tax Levy 49,855,000 54,525,065 61,459,173
% increase 9.89%9.37%12.72%
Debt Service Levy Projection
$0
$1
$2
$3
$4
$5
$6
$7
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035MillionsDebt Service Levy Projection
Gymnasium Fire Station Public Works Facility Sports Dome Fire Station 2 Estimated Debt Service*
Projected CIP Levy
Budget Projection Projection Projection Projection Projection Projection Projection
2023 2024 2025 2026 2027 2028 2029 2030
Debt Service Fund Levies
Gymnasium Debt Service 392,000 392,000 398,000 - - - - -
Fire Station Debt Service 403,000 403,000 406,000 403,000 404,000 - - -
Public Works Facility Debt Service 1,269,000 1,508,000 1,512,000 1,508,000 1,506,000 1,506,000 456,750 -
Sports Dome 1,166,000 1,168,700 1,165,100 1,166,100 1,166,400 1,164,800 1,166,400 1,167,000
Community Health & Safety Center Debt Service*2,304,800 3,086,700 3,090,200 3,091,400 3,089,100 3,090,200
Debt Service Fund Subtotal 3,230,000 3,471,700 5,785,900 6,163,800 6,166,600 5,762,200 4,712,250 4,257,200
Increase From Prior Year (%)-0.06%7.48%66.66%6.53%0.05%-6.56%-18.22%-9.66%
Construction Fund Levies
Capital Improvement Plan Levy 2,000,000 2,000,000 2,000,000 2,400,000 2,400,000 3,000,000 4,000,000 4,000,000
Equipment Levy 2,350,000 2,470,000 3,010,000 3,160,000 3,320,000 3,490,000 3,660,000 3,840,000
Street Special Levy 1,210,400 1,480,840 1,761,600 2,053,000 2,355,400 2,669,000 2,994,200 3,331,400
Special Park Improvement Levy 1,000,000 1,000,000 400,000 400,000 400,000 400,000 1,000,000 1,000,000
Construction Fund Subtotal 6,560,400 6,950,840 7,171,600 8,013,000 8,475,400 9,559,000 11,654,200 12,171,400
Increase From Prior Year (%)26.40%5.95%3.18%11.73%5.77%12.79%21.92%4.44%
2024 HRA Levy
•State law allows an HRA to levy up to 0.0185% the previous year’s taxable market
value of all property in the City. This limit would produce tax revenue of about
$2.86M in Edina.
•An HRA raises its own levy separate from the City.
•HRA levies must be used only for purposes listed in the HRA Act.
•A $251,700 HRA levy in Edina would be $10.11/year for a median single-family
home ($696,600)
Past Levy Increases and Drivers
Year Increase
2023 Salary & Benefits, Special Park Improvement Levy, Street levy 9.89%
2022 Special street levy, IT security & systems, Public Safety Staff, Salary/Benefits 7.97%
2021 Salary/Benefits, Internal Service fund charges, Service level changes 5.95%
2020 Race & Equity, Affordable Housing, Public Safety Staff 5.95%
2019 Public Safety Staff 4.6%
2018 Increased CIP Levy, Public Safety Staff 5.8%
2017 Weber Woods, Comp Plan, CIP for Streets and Bridges 6.36%
2016 Grandview and Braemar Park Planning Studies, Liquor Transfer adjustment 7.07%
2015 Braemar Field/Backyard, Pamela Park 8.18%
Current Budget Challenges
•Wage & benefit increases/inflationary cost
pressures
•Workers’ compensation claims, insurance
•Equipment replacement (ambulance
replacement in 2025)
•Centennial Lakes Park operating costs
•Fire station 2 debt service and operating
costs
•Technology replacement and ongoing service
costs
•Deferred building maintenance
•Matching staffing and resources to
service-level expectations
•Security
•Mental health
•Budget work plan special projects
•Contracted services, historical society
•Council training
•Purchasing – disparities study
•Ongoing operational costs for new Fred
Richards Park
2024-25 General Fund Budget Scenarios
Scenario A
•Maintain current level of
service
•Salary & benefits
•Inflationary cost pressures on goods & services
•Workers’ comp and insurance
•Debt Service and CIP Levies
•No new positions
•No use of onetime revenue
sources
Scenario B
•Maintain current level of
service
•New positions
•Use of onetime revenue
sources
Scenario C
•Services from Scenario B +
•All new department
requests
•PIMS replacement
•No use of onetime revenue
sources
Scenario C: New Position Requests & Other Projects
•New positions requested
•37 positions
•35 FT, 2 EPT
•Other projects
•Replace PIMS = $500,000 in 24/25
2024 2025
General Fund 2,072,071 3,020,752
ISF 475,681 995,681
Enterprises 218,000 218,000
Utilities 0 195,000
Total 2,765,752 4,429,433
Current Proposal: Staffing Additions
2024
•Parks & Rec Program & Facility Coordinator = 1 @ $100K/unit; starts July 1, 2024
•Police Patrol Officer = 3 @ $130,000/FT; both positions start on July 1, 2024
•Police Mental Health Investigator = 1 @ $130,000/FT; starts on July 1, 2024
2025
•Firefighter/Paramedic = 6 @ $150,000/FT; all start on July 1, 2025
•Police Patrol Officer = 1 @ $130,000/FT; both start on October 1, 2025
•Utility Supervisor in PWD = 1 @ $125.000/FT; starts on July 1, 2025
•Parks & Rec Program & Facility Coordinator = 1 @ $100,000/FT; starts on July 1, 2025
•Police Neighborhood Engagement Officer = 1 @$143,000/FT to start on July 1, 2024
Internal Service Funds
Edina Consolidated
Budget $144M
Governmental
Funds $82.4M
General Fund
$55.1M
Debt Service
Fund $6M
Construction
Fund $16.2M
Special Revenue Funds,
including HRA $5.1M
Enterprise
Funds $54.8M
Utility Fund
$24.4M
Liquor Fund
$15.7M
Park Enterprises
$14.6M
Internal Service
Funds $7M
Risk Management
$1.1M
Equip. Operations
$2M
IT $2.4M
Facilities $1.4M
IT equipment & services
Maintain and operate facilities
Maintain vehicles and equipment
Property, liability & workers’ comp
insurance
Purpose: Allocating central
“overhead” expenses:
Internal Service Funds Fund Risk IT Facilities Equipment Ops
Expenditures•Property
insurance
•Workers’ comp
•Drug testing•COBRA
•Individual PCs,
monitors,
desktop phones,
iPads, •Shared kiosk IT
equipment and
IT equipment in
specialty PD and
Fire vehicles •Replacement
per refresh
schedule
maintained by IT
•Shared
printer/MFDs
and mail
machine
•IT help desk and
support
services
•IT staff
•LOGIS network,
storage,security
•Munis annual
maintenance and
support
•WePay
•GIS
•Moving Tyler to
Cloud
•Maintenance
•Cleaning
•Routine fixture
replacements•Furniture
replacements
•Landscaping
•PW and City Hall
•Shop staff
•Vehicle repairs
•Equipment repairs•Maintenance•Supplies
•Parts
•Tools
Spending
increase from
2023
146%34%2%9%
70% of ISF costs allocated
to General Fund
Budget Context
Hennepin
County
29%
City of Edina
23%
Edina School
District
41%
Watershed,
Metro Districts,
& Other
7%
2023 Property Tax Distribution
Estimated Market Value
9.4 9.1 8.9 9.0 9.8 10.4 10.9 11.6 12.4 12.9 13.3 15.5 16.8
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023$ Billions
2024 Estimated Levy Impact
Edina Median Value Home
2022 2023 Change
$659,900 $696,600 5.3%
Edina Estimated Market Value
2022 2023 Change
$15.4B $16.8B 9%
2024 Estimated Levy Impact
•Total EMV increasing by 9%
for taxes payable in 2023
•The MVH is $696,600.
•90% of single family homes
in Edina seeing valuation
increase of 1-10%
2024 Estimated Levy Impact
•For current tax year, the median value home (MVH) is $659,900 pays about $164 per
month in property taxes to fund all City provided services
•The MVH is $696,600 for taxes payable in 2024.
•With a 9.37% city property tax increase, the effect on the MVH in 2025 is estimated:
•8.1% increase in City property taxes
•$160.08 increase per year, or $13.34/month
How Edina Compares
1 Plymouth 983$
2 Maple Grove 1,077$
3 Edina 1,123$
4 Woodbury 1,147$
5 Eden Prairie 1,158$
6 Lakeville 1,183$
7 Shakopee 1,219$
8 Shoreview 1,230$
9 Eagan 1,339$
10 Minnetonka 1,361$
11 Apple Valley 1,407$
12 Savage 1,435$
13 Bloomington 1,572$
14 Maplewood 1,617$
15 Burnsville 1,729$
16 St. Louis Park 1,774$
17 Richfield 2,079$
18 Golden Valley 2,147$
19 Minneapolis 2,316$
20 Hopkins 2,510$
City Property Tax
2023 City taxes on $400,000
How Edina Compares
Edina 659,900$
Eden Prairie 513,200$
Minnetonka 468,500$
Plymouth 450,000$
Maple Grove 425,570$
Lakeville 427,900$
Woodbury 419,000$
Eagan 376,100$
St. Louis Park 371,800$
Hopkins 361,000$
Bloomington 355,900$
Apple Valley 352,800$
Shakopee 346,500$
Burnsville 340,800$
Median Value Home 2023
Enhanced Services or Functions
•Police, Fire, & Public Health
•Advanced Life Support (ALS) Ambulance Service
•911 dispatch for Police, Fire & Medical (Edina & Richfield)
•Southwest Metro Public Safety Training Facility (Joint Powers)
•Public Health (Bloomington, Edina, & Richfield)
•Rental Inspections
•General Government
•Assessing
•Edina Liquor
•Parks & Recreation
•Braemar Golf Course & Dome
•Braemar Arena & Field
•Centennial Lakes
•Edina Aquatic Center
•Edinborough Park
•Senior Center
•Art Center
Property Tax History
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Median Value $396,300 $399,700 $438,800 $457,300 $466,500 $501,000 $530,650 $548,500 $551,300 $571,800 $659,900 $696,600
City tax $1,102 $1,140 $1,195 $1,266 $1,319 $1,393 $1,474 $1,566 $1,623 $1,706 $1,972 $2,134
Total tax $5,449 $5,606 $5,835 $6,276 $6,367 $6,715 $6,982 $7,251 $7,119 $7,413 $8,405 $8,974
$1,102
$1,972 $2,134
$5,449
$8,405
$8,974
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
"Median" Value Home
Property Tax History
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total City (2003 dollars)$869 $884 $927 $972 $991 $1,021 $1,062 $1,115 $1,076 $1,059 $1,187
Total Tax (2003 dollars)$4,298 $4,347 $4,527 $4,872 $4,782 $4,922 $5,030 $5,128 $4,805 $4,663 $5,170
Median Value $396,300 $399,700 $438,800 $457,300 $466,500 $501,000 $530,650 $548,500 $551,300 $571,800 $659,900
$869
$1,187
$4,298
$5,170
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
"Median" Home Property Tax History Adjusted for CPI (2003 dollars)
Property Tax History
$943 $1,056 $1,073
$4,550 $4,606 4,623
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
201020112012201320142015201620172018201920202021202220232024$400,000 Edina Home Property Tax History
City tax Total tax
Next Steps
•Based on Council input, continue to refine 2024-2025 budget
•City Manager proposed budget Sept. 5
•Certify Preliminary Tax Levy on Sept. 19
•Budget discussion/update at Council work session on Nov. 21
•Public hearing for 2024 levy and budget on Dec. 5
•Final date to take action on 2024 budget is Dec. 19
•Nov. 21
Questions/Discussion
•Nov. 21
CITY OF EDINADRAFT BUDGET SCENARIOS
2024 2025 2024 2025 2024 2025
REVENUES AND TRANSFERS IN 14.27%7.23%10.12%10.01%21.81%9.29%
Property Tax Levy 45,800,665 49,091,973 43,850,665 48,241,973 48,505,713 53,009,702
Tax Increments - - - - - -
Local Option Sales Tax - - - - - -
Franchise Fees & Other Taxes 1,120,000 1,120,000 1,120,000 1,120,000 1,120,000 1,120,000
Special Assesmnets - - - - - -
Licenses & Permits 5,562,360 5,644,338 5,562,360 5,644,338 5,562,360 5,644,338
Intergovernmental 2,630,514 2,043,960 2,872,014 2,620,293 2,630,514 2,043,960
Charges for Services 6,402,096 6,641,144 6,402,096 6,641,144 6,402,096 6,641,144
Fines and Forfeitures 350,000 350,000 350,000 350,000 350,000 350,000
Investment Income 250,000 250,000 250,000 250,000 250,000 250,000
Other Revenue 465,050 482,182 2,465,050 1,482,182 465,050 482,182
Transfers and Contributions 156,300 157,000 156,300 157,000 156,300 157,000
Debt Issued - - - - - -
Other Financing Sources - - - - - -
TOTAL REVENUES AND TRANSFERS IN 62,736,985 65,780,597 63,028,485 66,506,930 65,442,033 69,698,326
EXPENSES AND TRANSFERS OUT - BY TYPE
Bond Principle - - - - - -
Capital Outlay 374,554 - 374,554 - 374,554 -
Commodities 2,533,688 2,592,394 2,533,688 2,592,394 2,533,688 2,592,394
Contractual Services 10,743,928 10,774,660 10,743,928 10,774,660 11,043,928 10,974,660
Cost of Goods Sold - - - - - -
Depreciation - - - - - -
Interest and Fiscal Charges - - - - - -
Internal Services 5,966,160 6,282,984 5,966,160 6,282,984 5,966,160 6,282,984
Other Revenue - - - - - -
Personal services 42,918,655 45,780,559 43,210,155 46,506,892 45,323,703 49,498,288
Transfers and contributions 200,000 350,000 200,000 350,000 200,000 350,000
TOTAL EXPENSES AND TRANSFERS OUT 62,736,985 65,780,597 63,028,485 66,506,930 65,442,033 69,698,326
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration 3,110,065 3,154,538 3,110,065 3,154,538 3,110,065 3,154,538
Human resources 1,832,377 1,877,629 1,832,377 1,877,629 1,832,377 1,877,629
Finance 2,844,134 2,249,043 2,844,134 2,249,043 2,844,134 2,249,043
Public Works 6,929,050 7,266,886 6,929,050 7,266,886 6,929,050 7,266,886
Engineering 4,863,060 5,081,306 4,863,060 5,081,306 4,863,060 5,081,306
Fire 14,187,132 15,295,569 14,187,132 15,295,569 14,487,132 15,495,569
Parks and Recreation 7,769,577 8,170,721 7,819,577 8,320,721 7,769,577 8,170,721
Police 17,021,417 18,230,727 17,262,917 18,807,060 17,021,417 18,230,727
Community Development 2,519,058 2,661,011 2,519,058 2,661,011 2,519,058 2,661,011
Information Technology - - - - 2,405,048 3,717,729
Communications 1,661,115 1,793,167 1,661,115 1,793,167 1,661,115 1,793,167
Debt Service - - - - - -
TOTAL EXPENSES AND TRANSFERS OUT 62,736,985 65,780,597 63,028,485 66,506,930 65,442,033 69,698,326
SCENARIO BSCENARIO A SCENARIO C
GENERAL FUND
8/2/2023
CITY OF EDINA
DRAFT BUDGET SCENARIOS
Budget Budget Scenario A Scenario A Scenario B Scenario B Scenario C Scenario C
2022 2023 2024 2025 2024 2025 2024 2025
General Fund Levies
General Operating Levy 36,708,036$ 39,820,200$ 45,800,665$ 49,091,973$ 43,850,665$ 48,241,973$ 48,505,713$ 53,009,702$
General Fund Subtotal 36,708,036 39,820,200 45,800,665 49,091,973 43,850,665 48,241,973 48,505,713 53,009,702
Increase From Prior Year (%)8.01%8.48%15.02%7.19%10.12%10.01%21.81%9.29%
Debt Service Fund Levies
Gymnasium Debt Service 392,000 392,000 392,000 398,000 392,000 398,000 392,000 398,000
Fire Station Debt Service 403,000 403,000 403,000 406,000 403,000 406,000 403,000 406,000
Public Works Facility Debt Service 1,269,000 1,269,000 1,508,000 1,512,000 1,508,000 1,512,000 1,508,000 1,512,000
Sports Dome 1,168,000 1,166,000 1,168,700 1,165,100 1,168,700 1,165,100 1,168,700 1,165,100
Fire Station 2 Debt Service*- - 2,304,800 - 2,304,800 - 2,304,800
Debt Service Fund Subtotal 3,232,000 3,230,000 3,471,700 5,785,900 3,471,700 5,785,900 3,471,700 5,785,900
Increase From Prior Year (%)-11.49%-0.06%7.48%66.66%
Construction Fund Levies
Capital Improvement Plan Levy 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Equipment Levy 2,240,000 2,350,000 2,350,000 3,010,000 2,470,000 3,010,000 2,470,000 3,010,000
Street Special Levy 950,000 1,210,400 1,481,000 1,762,000 1,481,000 1,762,000 1,481,000 1,762,000
Special Park Improvement Levy - 1,000,000 1,000,000 400,000 1,000,000 400,000 1,000,000 400,000
Construction Fund Subtotal 5,190,000 6,560,400 6,831,000 7,172,000 6,951,000 7,172,000 6,951,000 7,172,000
Increase From Prior Year (%)25.67%26.40%5.95%3.18%
HRA Fund Levies
HRA Operating Levy 237,300 244,400 251,700 259,300 251,700 259,300 251,700 259,300
HRA Fund Subtotal 237,300 244,400 251,700 259,300 251,700 259,300 251,700 259,300
Increase From Prior Year (%)2.99%2.99%2.99%3.02%
Total Property Tax Levy 45,367,336$ 49,855,000$ 56,355,065$ 62,309,173$ 54,525,065$ 61,459,173$ 59,180,113$ 66,226,902$
Increase From Prior Year (%)7.97%9.89%13.04%10.57%9.37%12.72%18.70%11.91%
Estimated Impact on $696,600 MVH
Total General Fund and HRA Tax on Median Value Home 2,199.51$ 2,133.54$ 2,319.65$
$ increase from 2023 226.05$ 160.08$ 346.19$
% increase from 2023 11.45%8.1%17.54%
8/2/2023