HomeMy WebLinkAbout2016-2017 Annual Budget2016-2017 Budget
City of Edina, Minnesota
For living, learning, raising families, and doing business.
City of Edina
2016-2017 BUDGET
2 CITY OF EDINA, MINNESOTA
2015 Edina City Council
Mayor James Hovland
Council Member Mary Brindle
Council Member Ann Swenson
Council Member Kevin Staunton
Council Member Bob Stewart
City of Edina Staff
City Manager Scott Neal
Assistant City Manager Lisa Schaefer
Finance Director Eric Roggeman
Assistant Finance Director Kyle Sawyer
Contributing Staff
2014-15 City Management Fellow Lindy Crawford
2015-16 City Management Fellow Devin Massopust
3 CITY OF EDINA, MINNESOTA
4 CITY OF EDINA, MINNESOTA
TABLE OF CONTENTS
I. INTRODUCTION
City Manager’s Message 6
2016 Citizen’s Report 8
Community Background 13 Organizational Highlights 14
Vision Edina 17
Performance Management and Measurement 18
Economic Outlook 25
Budget Process 28
II. EXECUTIVE SUMMARY
2016-2017 Overview 32
Property Tax Levies 33
Consolidated Budget Summaries 34 Combined Budget Summary 35 City of Edina Employees 37 Revenue 39 Capital Improvements 42 Debt Service 45 III. FUND LEVEL FINANCIAL SCHEDULES
Fund Descriptions 50
Operating Fund Crosswalk 53
2014 Actual Financial Results by Fund 54
2015 Budget by Fund 56 2016 Budget by Fund 58 2017 Budget by Fund 60 Transfers 62 Projected Changes in Fund Balance—All Funds 64 IV. DEPARTMENTS Administration 70 Communications & Technology Services 89 Human Resources 98 Finance 101 Public Works 105 Engineering 118 Police 128
Fire 139
Parks & Recreation 148
Community Development 174
V. COMMUNITY PROFILE 183 VI. GLOSSARY
189
VII. APPENDIX 195
For living, learning, raising families, and doing business.
City of Edina
INTRODUCTION
6 CITY OF EDINA, MINNESOTA
City Manager’s Message
I am pleased to present to you the
2016-2017 biennial budget
document for the City of Edina. I
often tell City staff members,
residents and elected officials
alike, that this document and the
process used to create it is one of
the most important functions of
local government. It is
representative of the principles
and priorities that the City values
and is indicative of the direction
that the City is heading. Every
budget also tells a story. This
document strives to tell that story
in a comprehensive and
comprehendible manner. The
new Citizen’s Report is a tool that
can be used to quickly understand
the financial health of the City ad
key factors that determined the
outcomes of this document. I
hope you will find it useful. The
most important part of this
budget story is that it enables us
to continue to provide the public
services that help make Edina
what it is — one of the premier
places for living, learning, raising
families and doing business.
Happy reading.
2016-2017 Budget Story
Liquor Operations
The City’s municipal liquor operation helps offset the amount of
property taxes that the City collects by contributing most of its profits
to the General Fund as well as to other enterprise funds. The Liquor
Fund has transferred out on average $1.4 million a year since 2010. We
were projecting to earn approximately $1.8 million in 2016. Though
our municipal liquor operation is still profitable, the amount of income
being realized is lower than it has been in previous years due to new
competition in the marketplace. The City has budgeted a $700,000
transfer out of the Liquor Fund in 2016, which is about $1.1 million less
than the previous year’s budget. $100,000 of that transfer will go
towards the General Fund. That is $665,100 less than what was
budgeted for in 2015. About 2.2% of the General Fund levy increase in
2016 is due to the decreased liquor transfer. We have already made
structural changes to our stores and adjustments to our operations in
response to the new competition. We have also changed the way we
budget our profit from the liquor operation so that in the future
changes in income will not significantly impact our property tax levy.
The proposed total property tax levy for 2016 is $31,799,123. This
represents a 7.07% increase from 2015. For the property owner of the
median single family home in Edina, that increase represents $5.86 more
per month paid in City taxes than in 2015. That extra $5.86 will allow us
to continue to provide the services our residents have come to know
and at the quality they have come to expect. The following are some key
issues and decisions that were considered in creating this budget.
7 CITY OF EDINA, MINNESOTA
Employees and Wages
The employees that work for the City
are the most important factors for the
city government to effectively carry out
its duties. Ensuring that the City pays
competitive wages is a high priority in
order to ensure that we attract and
retain talented individuals. In that regard,
we have budgeted for a 2.5% general
wage increase for employee salaries in
2016. The 2016-2017 budget has a total
increase of two full-time employees from
the previous year’s budget. The increase
is due to five new positions being added
and three positions being eliminated.
However, four of the five new positions
are paid through the General Fund
property tax levy while the three that
were eliminated were paid through
various enterprise funds. The minimum
wage will also be increasing in 2016. The
increase affects many part-time positions
within the City. The impact will be an
increase of approximately $30,000 in
budgeted funds for 2016. The increase in
employee wages and benefits represents
3.4% of the total property tax increase.
Health Insurance Premiums
In 2016, health insurance premiums for City employees will
increase 11.5%. Because costs for employee benefits are shared
between employees and the City, the City’s portion of benefits will
increase.
Service Delivery Levels
This budget ensures that the City is able to deliver the “status quo” of services that our residents, businesses and
visitors have come to know. Certain priorities had to be left out due to decreased revenue. However, this budget
will serve as a foundation for achieving those projects in the future.
Scott H. Neal
City Manager
8 CITY OF EDINA, MINNESOTA
2016
Citizen’s Report
This Citizen’s Report is meant to
provide a general summary of the
2016 budget by highlighting all
major governmental and
nongovernmental funds that
compose the budget document.
Each section details the major
revenues and expenditures of
each fund as well as the total
budget for each. As you read the
Citizen’s Report, we hope that
you gain a clear understanding of
the budget and the services that it
allows us to provide to the City of
Edina. Also find in the Citizen’s
Report a few winners from the
2015 Edina Photo Contest.
9 CITY OF EDINA, MINNESOTA
Total Tax
Levy
$31,799,123
General
Fund
$25,023,952
The total tax levy for the 2016 budget is
$31,799,123. This represents a 7.07% increase
from 2015. The total tax levy includes levies for
the General Fund, Arts and Culture Fund, Debt
Service Fund, and the Construction Fund.
General
Fund
$36,661,872
2016
Citizen’s Report
The City’s General Fund Budget for 2016
is $36,661,872. This is an increase of
$1,841,640 or 5.3% from the adopted
budget for 2015. The General Fund
provides financing for the widest range
of services provided by the City including
funding for parks, police, fire,
engineering and debt payments on
major capital projects. Personal services
are increasing by $998,604, or 4% from
2015. Transfers into the fund decreased
by $665,100, or 89% from the previous
year’s budget.
HRA Fund
$4,780,835
Major Governmental Funds
The HRA fund is a special revenue fund used to
account for activities related to economic
development within the City. It is financed
primarily through tax increments and bond
proceeds. Significant fund expenditures in 2016-
2017 include potential parking improvements at
50th & France including the expansion of the
North Parking Ramp and implementing a plan to
redevelop the former Public Works site in the
Grandview district. In 2017 there is an HRA
property tax levy of $90,000 scheduled.
"What an Edina Kid Does in the Winter While
Waiting for the School Bus" by Ryan Gordon
10 CITY OF EDINA, MINNESOTA
Debt Service
Fund
$31,799,123
Debt
Service
Fund
$7,552,545
2016
Citizen’s Report
The City’s Debt Service Fund is used
to pay for principal and interest pay-
ments on debt that the City issues to
pay for significant capital projects.
The debt service property tax levy is
$5,075,171 for 2016 which is about a
1% decrease from 2015. Some of the
debt issued by the City is paid for by
other means than property taxes,
which is why the total debt service
payment is higher than the
debt service tax levy. Some
projects the debt service fund
currently pays for are the new
Sports Dome and Public
Works facility.
Major Governmental
Funds (cont.)
"Say Cheese!" by Lisa Hafey
The City’s Construction Fund provides
financing for the City’s Capital
Improvement Plan (CIP) and the
Equipment Replacement Program. The
City plans to levy $1.7 million in
property taxes for the Construction
Fund in 2016, about $100,000 more than
in 2015. The levy is used for the
replacement of vehicles and equipment
used across a variety of departments.
Construction
Fund
$14,708,871
11 CITY OF EDINA, MINNESOTA
Debt
Ser-
vice
2016
Citizen’s Report
Construction
Fund
$9,981,530
Utilities
Fund
$15,918,339
Major Enterprise Funds
The Utilities Fund is used to account for
the use and operation of the City’s
water and stormwater systems.
Expenditures for the fund are increasing
by 11% from the 2015 budget due
primarily to an increase in depreciation
expenses and contractual services. The
fund is expected to have a $4,167,671
increase in net position during 2016.
The Liquor Fund accounts for the
operations of the three City owned
liquor stores. The fund also provides
subsidies from profits to other funds to
help finance the basic operating purposes
of these funds. The total transfer out of
the liquor fund in 2016 is budgeted for
$700,000 and is lower than previous
years due to new competition in the
marketplace. After the transfer out, the
Liquor fund is expected to have a
$37,861 decrease in net position in 2016
which will be supported by the Fund’s
reserve balance.
Liquor
Fund
$12,462,118
“Sunset at Braemar” by Bryan Singer
12 CITY OF EDINA, MINNESOTA
Debt Service
Fund
$31,799,123
2016
Citizen’s Report
Aquatic
Center Fund
$918,406
Major Enterprise Funds (cont.)
The Aquatic Center Fund accounts for all
revenues and expenditures related to the
operation of the City’s outdoor swimming
pool. It was named the best outdoor swim-
ming pool in Edina by the Sun Current. The
Aquatic Center Fund has budgeted revenues
of $982,477 for 2016, which equates to a
107% cost recovery rate. The City has
made it a priority to ensure that enterprise
funds are reaching a certain threshold of
cost recovery rates.
Golf Course
Fund
$3,202,114
The 2016 budget for the City’s golf operations
is $3.2 million. The golf enterprise is currently
undergoing significant changes to its
operational structure as well as renovations to
the courses. In 2015, the driving range at
Braemar Golf Course was closed so that
renovations could be completed to expand it in
order to allow for more users. Braemar Golf
Course also outsourced it’s food operations to
Tin Fish in 2015. The City has approved alter-
ing the course from a 27-hole course to an
improved, 18-hole course which will maintain
revenue streams and cut down on operating
expenses.
"Centennial Lake Babies" by Becky Parkin
Arena Fund
$2,610,691
The Arena Fund accounts for the operations
of Braemar Arena, a facility that houses
three indoor skating rinks and one outdoor
rink. The Fund is budgeted to have a 85%
cost recovery rate before transfers in 2016.
The largest revenue source for Braemar
Arena is building rental fees from various
sporting associations as well as two private
enterprises within the building. In 2014 the
fund received a $2.4 million transfer to en-
sure a healthy fund balance moving into the
future.
13 CITY OF EDINA, MINNESOTA
Edina began as a small farming and milling community settled by Irish and Scottish families in the mid 1800s near
Minnehaha Creek. At that time, the area was part of Richfield Township, but in 1888, the residents voted to separate
from Richfield Township and incorporated as the Village of Edina.
The City is now a fully developed first-ring suburb of Minneapolis. The City occupies a land area of 16 square miles and
serves a population of about 50,000 residents. Currently, 98 percent of the City is developed. Its first major period of
growth occurred in the 1950s as residents and businesses looked to move into suburban neighborhoods. The late
1960s and early 1970s were another significant period of growth. Today, the City is in a period of “redevelopment” as
aging structures (both commercial and residential) are being replaced with newer structures that better suit the needs
of 21st century businesses and residents. Approximately 59 percent of Edina’s land area is attributed to low-density
residential neighborhoods, 12 percent to commercial/industrial uses, 16 percent parks and open space with the
remainder used for local, county and state roadways.
Many major highways run through or are close to Edina, making it readily accessible to all within the Minneapolis
metropolitan area. Edina is a short, 15-minute drive from the Minneapolis-St. Paul International Airport.
The City provides a full range of public services, including police and fire protection; construction and maintenance of
highways, streets, and other infrastructure; water and sewer services and recreational and cultural activities and events.
Community
Background
14 CITY OF EDINA, MINNESOTA
The City of Edina operates under the Council-Manager form of government. Policy-making and legislative authority are vested
in a City Council (Council) consisting of the Mayor and four other members, all elected on a non-partisan basis. The Council is
responsible, among other things, for approving ordinances, adopting the budget, appointing committees and hiring the City
Manager. Council members serve four-year terms, with two Council members elected every two years. The Mayor also
serves a four-year term. The Council and Mayor are elected at large.
The City Manager is responsible for carrying out the policies and ordinances of the Council and for overseeing the day-to-day
operations of the city government. Edina has six “operating” departments and four “supporting” departments.
Organizational
Highlights
15 CITY OF EDINA, MINNESOTA
Mission
To provide effective and valued public services, maintain a sound public infrastructure,
offer premier public facilities and guide the development and redevelopment of lands,
all in a manner that sustains and improves the health and uncommonly high quality of
life enjoyed by our residents and businesses
Vision
Edina holds a well-earned reputation as a city of choice. It is the model of a successful,
mature, and progressive urban community, that strives to lead in a modern and
evolving world. We maintain our heritage and attractiveness, and afford our residents
the highest quality of life, while actively embracing the future. The features that define
our future community include:
Inclusive and Connected
Built-to-Scale Development
Sustainable Environment
Community of Learning
Future-Oriented
Edina has three critical sources of policy guidance for the operating budget. Vision Edina serves as the long-range
strategic plan for the City. This critical document is an extension of a previous guiding document, Edina Vision 20/20.
Vision Edina is a long-term strategic framework that helps our community understand and guide the important
decision-making that will impact Edina’s future, including the adoption of the 2016-2017 budget. Vision Edina includes
the City’s mission and vision:
Another key policy document is the City’s Comprehensive Plan, which guides development and redevelopment and
addresses changes likely to occur due to various social and market forces. Edina’s Comprehensive Plan was last
updated in 2008 and formally adopted in 2009. In accordance with State law, it will be updated again in 2018.
The City is continually working to update its aging infrastructure. Our bi-annually adopted five-year Capital
Improvement Plan includes spending and financing projections for these projects. The Capital Improvement Plan was
first adopted in 2007 and the City Council is currently implementing its 2015-2019 Plan.
ORGANIZATIONAL HIGHLIGHTS
Key Policy Documents
Vision Edina Strategic Plan and Framework
Comprehensive Plan
Capital Improvement Plan
16 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL HIGHLIGHTS
The City of Edina has had several notable, financial achievements over the last two years. Independent bond-rating
agencies Standard & Poor's and Moody's Investors Service affirmed their high bond ratings of Edina in the fall of 2014.
Edina is one of just a few communities in Minnesota with both "AAA" and "Aaa" ratings. Moody's Investors Service in
2000 gave the City of Edina its highest rating, Aaa. In 2002, Standard & Poor's upgraded Edina's general obligation
bond rating to AAA, the company's highest rating. The agencies have reaffirmed their ratings several times since,
most recently in the fall of 2014.
The ratings reflect the agencies' view of the City's:
Participation in the Minneapolis-St. Paul metropolitan area economy and role as a first-ring suburb in the
prosperous Twin Cities western suburbs;
Continued strong financial performance with very strong fund balance levels on a dollar and percent of
expenditure basis;
Evidence of continued strong management practices; and
Manageable debt burden with a rapid amortization schedule.
The bond rating upgrade helps to ensure that future Edina debt will be issued with the lowest possible interest
expense and cost to the taxpayer.
Vision without Action is a dream.
Action without Vision is simply passing the time.
Action with Vision is making a positive difference.
- Joel Barker
17 CITY OF EDINA, MINNESOTA
Vision Edina is a long-term strategic framework that helps our community understand and guide the important decision
-making that will impact Edina’s future. The vision and strategic framework is the outcome of a broad-based and
inclusive community visioning process. The engagement portion of this important planning process ran from September
to December 2014 and gathered significant community input. Vision Edina represented an opportunity for all residents
to have an impact and contribute to creating the shared future vision. Vision Edina is part of the overall community
process to update the long-term vision for the City of Edina. The process of creating the guiding document was
completed in May of 2015.
This framework lays out the key issues identified by our community, which we need to focus our attention and
resources on over the coming years.
Eight key strategic focus areas have emerged through the Vision Edina process. These areas are built from the key
drivers and issues identified early in the Vision Edina process, and have carried through the extensive community and
stakeholder engagement process.
Below are the eight strategic focus areas as identified through Vision Edina:
Strategic Focus Areas
1. Residential Development Mix
2. Transportation Options
3. Commercial Development Mix
4. Live and Work
5. Educational Focus
6. Population Mix
7. Environmental Stewardship
8. Regional Leadership
Vision
Edina
18 CITY OF EDINA, MINNESOTA
In the City of Edina, the operating budget is part of a comprehensive approach to performance management. The
principles of this performance system are outlined below:
Systemic Strategic objectives play an integral role in leadership decision-making, organization
planning and resource allocation.
Reflects Community
Goals
Community input is gathered to determine desired community goals and outcomes.
These goals are captured in a strategic plan that serves as the anchor for the
performance management system.
Aligned at All Levels
The City’s departmental plans/programs reflect community goals. Departments work
cooperatively across functional lines to achieve key outcomes. Employees understand
how their work ties to City’s mission, vision and strategy.
Outcome-Based Success is measured through performance measures that tie as closely as possible to
customer outcomes. Performance data becomes an important factor in future planning.
Drives Budget Resources are allocated according to strategic priorities. Successful programs, as
determined through performance measures, receive more resources.
PERFORMANCE SYSTEM PRINCIPLES
A summary of the City’s performance management system is highlighted in the following graphic:
Performance
Measurement &
Management
Annual Budget
19 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
The 2016-2017 Work Plan and Operating Budget carry out the policy objectives set forth in the city’s long term
planning documents. Work plans identify key projects the City hopes to accomplish during the two-year budget cycle.
The City Council discusses work plan progress during quarterly business meetings with staff.
The city-wide work plan, developed by staff and the City Council, sets the stage for budget development. Each of the
primary areas of the 2016-17 Work Plan is summarized below with specific key performance indicators and related
goals.
FOCUSED REDEVELOPMENT
Redevelopment and renewal of the commercial and residential areas is essential to the ongoing health of the
community. The City is continuing to focus on the revitalization of two important commercial areas — Southdale and
Grandview — as well as nurturing the vibrant 50th and France commercial area. There are also numerous proposed
redevelopment opportunities that will need to be addressed in the coming years such as Pentagon Park, the Hennepin
County Library Site and the former Fred Richards Golf course. The Pentagon Park redevelopment has the potential
to be the most significant redevelopment project in Edina since the completion of Centennial Lakes in the 1990s.
The redevelopment process of these sites should consider the potential cumulative impact — both positive and
negative — on streets and streetscape, transportation, utilities and other services, and nearby single family homes.
Tax increment financing and other tools may be used to provide incentives to develop in ways consistent with the
City’s land use, transit, density and health goals.
Key Performance Indicator #1
Complete redevelopment planning for City’s former Public Works site
Goals
Complete operational and funding studies by
5/31/16.
Reach decision with respect to type and scale of
community use by 6/30/16.
Conduct referendum regarding community use by
8/31/16.
If approved, secure development partners by
12/31/16.
If approved, secure zoning entitlements by 6/30/17.
If approved, secure financing by 12/31/17.
If approved, complete construction by 12/31/19.
Key Performance Indicator #2
Complete district-wide planning activities for Grandview District
Goals
Consider establishing TIF District by 3/1/16.
Complete transportation study by 5/31/16.
Complete preliminary study of Highway 100 “Lid” by
12/31/17.
Promote redevelopment of commercial sites and
review any proposals.
20 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
FOCUSED REDEVELOPMENT (cont.)
Key Performance Indicator #3
Adopt strategy to redevelop City-owned property on W. 49-1/2 Street
Goals
Complete demand and usage study of public parking
by 2/1/16.
Implement redevelopment strategy by 3/1/16.
Key Performance Indicator #4
Implement Phase 1 & 2 of Pentagon Park Redevelopment (The Link)
Goals
Consider final rezoning of South Parcel by 6/30/16.
Proceed with Phase 1A improvements by 6/30/17.
Proceed with Phase 1B improvements by 6/30/16.
Proceed with Phase 2 improvements by 6/30/17.
Clarify TIF contribution and amend redevelopment
agreement as needed.
Key Performance Indicator #5
Adopt and implement reuse plan for Fred Richards Park
Goals
Fred Richards Master Plan adopted and financing
secured by 12/31/16.
First phase of Fred Richards Master Plan implemented
by 12/31/17.
Key Performance Indicator #6
Work in partnership with Hennepin County to redevelop Southdale Regional Library site
Complete redevelopment partnership agreement
with Hennepin County by 5/31/16.
Complete vision process for the site by 9/30/16.
Solicit proposals to redevelop the site with new
public library and other compatible uses by 10/31/16.
Submit redevelopment proposal for review of
Hennepin County by 1/30/17.
Goals
21 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
FUTURE PLANNING
Vision Edina established a long term strategic framework to guide our community’s development over two
decades. The future holds both great opportunities and challenges as Edina residents seek to preserve what
has made the community successful in the past, while reinventing itself to meet the needs of future
generations. Residents have made it clear that they believe forward looking planning is critical to the
community’s success. The next Comprehensive Plan will be the first opportunity to translate Vision Edina
into actionable goals with respect to land use, transportation, water resource management, parks, energy
and environment, housing and heritage preservation.
Key Performance Indicator #1
Complete draft Comprehensive Plan document with broad community input
Goals
Outline of Comprehensive Plan process developed
and adopted by 2/28/16.
Issue RFP for consulting partner(s) by 9/31/16 and
consultant partner(s) identified by 12/31/16.
Evaluate the use of multiple single family residential
zoning districts by 12/31/17.
Community engagement process and draft
comprehensive plan completed by 12/31/17 with final
plan review in 2018.
Key Performance Indicator #2
Development of necessary tools to guide and evaluate redevelopment in the Southdale Area
Southdale development guidelines completed and
adopted by 3/31/16.
Public infrastructure, density and transit study
completed by 3/31/16.
Southdale area design guidelines and full pedestrian
plan completed by 7/1/16.
Explore potential for Southdale area special services
district by 12/31/17.
Goals
22 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
INTERGOVERNMENTAL RELATIONS
Achieving many of our goals will require strong intergovernmental relationships. Vision Edina participants
identified both education and transportation as critical drivers of future success. In both of these areas, the
city must effectively partner with other government entities to promote effective outcomes. Besides the
indicators listed, staff members will continue to meet and share information with border cities of Edina.
Key Performance Indicator #1
Work to mitigate disruption of aviation noise
Goals
Formalize relationship with Minneapolis and St. Louis
Park and establish joint goals by 3/31/16. Report
updates quarterly.
Advocate for implementation of the MAC’s Runway
Use System plan at MSP airport as a noise abatement
measure.
Key Performance Indicator #2
Secure MnDOT and Hennepin County funding for key transportation improvements that impact Edina
Goals
Secure funding for significant interchange
improvements at France Avenue and Highway 62.
Create plan and timetable for County
improvements to Vernon Avenue, west of Highway
100.
Work with MnDOT officials to mitigate impacts to
Edina residents with the temporary closing of Hwy.
169 for the bridge replacement project.
Gain support of MnDOT and State Legislators to study
“The Lid” project over T.H. 100 in 2016.
Key Performance Indicator #3
Develop positive working relationships with school districts within City of Edina limits
Goals
Schedule two joint Council-School Board meetings
each year with ISD #273
Assign staff to monitor opportunities and issues
with Hopkins ISD #270 and Richfield ISD #280, and
invite superintendents to provide City Council
update annually.
Schedule joint City-School District leadership meetings
twice per year with ISD #273.
Develop formal partnership between Edina Community
Education and Edina Parks and Recreation with a goal
of providing joint programming and public information
materials.
Key Performance Indicator #4
Expand the City’s presence with partners working towards regional development and planning
Goals
Maintain active role with Greater MSP and DEED to
promote business development and planning.
Work cooperatively with Metropolitan Council to
pursue shared goals related to infrastructure,
transportation and housing affordability.
23 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
Key Performance Indicator #2
Expected level of service is defined and maintained in the Southdale Area
Goals
Develop plans for reconstruction of water treatment
plant #5 by 12/31/16.
Begin construction on water treatment plant #5 in
2017.
Complete Southdale sanitary trunk capacity study by
12/31/16.
Implement result of Southdale sanitary trunk capacity
study by 12/31/17.
Key Performance Indicator #3
Ensure that the longevity of useful street life is extended in the most fiscally responsible manner possible
Goals
Convert opportunity from debt retirement in 2017
into funding for the capital improvement program.
Consider increasing franchise fees to support street
pavement longevity program by 12/31/16.
Prepare for street and infrastructure improvements
as site plans for Pentagon Park are approved through
12/31/17.
TRANSPORTATION & INFRASTRUCTURE
The City is committed to preserving and expanding infrastructure systems to maintain reliability and quality,
and to meet the demands of redevelopment. This will be accomplished through a long-term financing plan
that balances prudence and community expectations. Vision Edina highlights residents’ strong desire to
expand the variety of transportation options both to reduce the dependency on automobiles, and also to
enhance the community’s ease of connectivity. Adoption of the Living Streets Plan was an important step
forward, but significant work has yet to be done.
Key Performance Indicator #1
Identify and complete necessary transportation improvements in the Grandview District
Goals
Partner with Metro transit to identify site for Park
and Ride and secure funding by 12/31/17.
Complete transportation study by 5/31/16 for the
district.
Develop plan for better access/ramps at Hwy. 100
by 12/31/17.
Evaluate striping and implementation of pedestrian
improvements on Vernon between Hwy. 100 and 53rd
Street.
Complete construction of shared street linking Eden
Avenue to north side of railroad track in conjunction
with former public works site redevelopment.
24 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
Key Performance Indicator #2
All enterprise facilities achieve a certain net income or maximum subsidy on an annual basis
Goals
All enterprise facilities report their quarterly
business plan updates.
Target net income/maximum subsidy and Cost Recovery
Expectation (CRE) is identified for each enterprise facility by
2/1/16.
Setting a goal is not the main thing. It is
deciding how you will go about achieving
it and staying with that plan.
- Tom Landry
ENTERPRISE STABILITY
Edina’s enterprises - the Aquatic Center, the Edina Art Center, Braemar Golf, Braemar Arena, Braemar
Field, Centennial Lakes Park, Edinborough Park and Edina Liquor - represent important community
amenities. Revenues from Edina Liquor help to defray some of the operating and capital for these
enterprises. While still highly profitable, Edina Liquor is generating less revenue with the entry of new
competitors in the local liquor market. A high level of cost recovery at the enterprise facilities ensures that
community resources are being well used and the general tax payers are not heavily subsidizing amenities
used by a select group. However, cost recovery at the enterprise facilities also involves careful policy
considerations with respect to access, partnerships and types of use.
Key Performance Indicator #1
All enterprise funds have business plans approved and in use
Goals
Complete marketing plans for each enterprise
on an annual basis
Create coordinated marketing and cross
promotion plan for all enterprise facilities by
6/30/16.
Explore centralized services model for staffing, marketing,
purchasing, weddings/events by 12/31/16.
Explore expansion of food and liquor sales to create more
varied customer and corporate outing experiences by
12/31/16.
25 CITY OF EDINA, MINNESOTA
The City of Edina currently enjoys a favorable economic environment and local indicators point to continued stability.
The region, noted for strong retail and professional sectors, has enjoyed considerable redevelopment in recent years.
The City employment base is populated with a healthy combination of retail, professional and light industrial businesses.
The City does not rely solely on a single sector of employment and is able to weather fluctuations in national and
international economic changes better than most municipalities.
Major industries with headquarters or divisions within Edina include Fairview Southdale Hospital, Southdale Center and
Galleria regional malls, Spartan Nash (formerly Nash Finch), Regis, Filmtec (Dow) and International Dairy Queen.
Edina’s robust business community is based in three primary nodes: 50th & France, Greater Southdale and a
professional/industrial district adjacent to Highway 100. Numerous employers in the medical, retail, service,
manufacturing and distribution industries are located in Edina. Edina is home to approximately 50,000 jobs that are
expected to remain stable over the coming years.
The City contains at least 2.5 million square feet of retail space plus an amount more than twice that of general com-
mercial and industrial space. These businesses occupy facilities ranging from free-standing, wood-frame structures to
non-combustible high-rise structures.
The Minnesota Department of Employment and Economic Development estimates that Edina’s unemployment rates
are consistently lower than comparable state and national rates, as shown in the chart above. Edina’s unemployment
rate has remained under 5% since mid-2012 (not seasonally adjusted).
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Unemployment Rates
Edina unemployment MN unemployment US unemployment
Economic
Outlook
26 CITY OF EDINA, MINNESOTA
ECONOMIC OUTLOOK
In additional to commercial and industrial redevelopment, the City of Edina continues to remain relevant and desirable
to current and new residents. Edina has long been known for its residential housing stock, attractive neighborhoods
and high quality of life. Although the emphasis has changed over the years from exclusively single-family housing to a
more balanced mix of single and multi-family housing types, the City’s concern for overall quality in residential
development remains a top priority. Single-family housing demolition permits is one measure used track the recent
growth in residential redevelopment in Edina:
Property values in Edina have been more stable than much of the rest of the state and country during the past several
years. While our total market value and tax capacity began to fall around 2009, the declines were moderate compared
to some other communities. Beginning in 2013, we have begun to see these values trend in the other direction, with
continued increases estimated through 2016 according to the preliminary tax capacity reports from Hennepin County.
0
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40
60
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100
120
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2014201320122011201020092008200720062005
Single-Family Housing Demolition Permits
27 CITY OF EDINA, MINNESOTA
Tax capacity is a unique property taxing tool that is equivalent to multiplying the taxable market value of a property by
its relevant class rate. The local tax rate of a taxing jurisdiction is determined by dividing the jurisdiction’s levy by the
jurisdiction’s taxable net tax capacity. Rates often move in the opposite direction of tax capacity as shown in the chart
above. Edina’s tax capacity rate is the lowest among our geographical neighboring communities.
The City’s tax capacity has grown in recent years and is expected to see significant, continued growth in the coming
years. The net tax capacity for the City of Edina grew by 14% from 2014 to 2015 after adjusting for tax increment
valuation and fiscal disparities contribution and distribution. The estimated market value of the City of Edina increased
by 7.8% during the same time period, from $9,065,549,600 to $9,837,972,300. This growth in estimated market value
and the tax capacity of Edina can be primarily contributed to redevelopment activities taking place in the Southdale
area as well as redevelopment occurring in residential neighborhoods, as mentioned on page 25 of this document.
A significant source of revenue for the City of Edina that is directly related to economic conditions is the receipt of
building permits from builders and developers of residential and commercial buildings. The City has budgeted
conservatively in recent years due to the volatile nature of the revenue source. Since 2011, the City has budgeted on
average $2.7 million annually for building permit revenue. Actual revenue has increased 19% annually on average since
2011. The City has budgeted a 5% increase in 2016 from 2015. City staff will closely monitor construction activity in
order to adjust the estimated revenue from building permits in future years.
One other area of concern for City staff is the cost of our insurance. Like most private businesses and employers, the
City buys many types of insurance; including property, auto, liability, worker’s comp, and health insurance. Like energy,
insurance cost is a significant factor in the City’s budget and pricing also has been volatile over the past several years.
The City periodically tests the market for the different types of insurance we buy to make sure the rates we pay are
competitive for the coverage and services we expect. However, in areas like health insurance, every provider is raising
prices and all employers are experiencing similar price pressures. The City mitigates some of the pressure by
purchasing health insurance together with a group of other cities to increase our collective purchasing power. Also,
the City of Edina shares the cost of health insurance with our employees, who sometimes must make significant
contributions to their monthly premiums, depending on their benefit selections.
ECONOMIC OUTLOOK
20
22
24
26
28
30
‐
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Tax Capacity & Tax Capacity Rate
Tax capacity Tax capacity rate
28 CITY OF EDINA, MINNESOTA
The City implemented a two-year budget cycle beginning with the 2012-2013 operating budget. The objective is to take
an alternating year approach to the operating budget and Capital Improvement Plan (CIP) processes. While both the
operating budget and CIP will be reviewed every year, the majority of our planning, focus and effort will alternate
between the two.
During odd-numbered years, the City’s focus will be on the operating budget. Extra efforts by staff members are
dedicated to examining operating budgets and ensuring that they are sustainable and able to meet the goals of the City.
The two-year operating budget that is created during odd-numbered years will take effect on Jan. 1 of the following
even-numbered year. The CIP is reviewed, but only updated if necessary.
During the spring and summer of 2015, the Finance Department worked with all City departments to create a budget
that was reflective of the goals and priorities that the City Council identified earlier in the year. During these meetings,
input was provided on trends and issues happening within each department and the City overall, especially as they
relate to the operating budgets of each City department.
During even-numbered years, the City’s focus will be on the CIP. Extra efforts are dedicated to reviewing the projects
in the CIP and prioritizing them based on information available at the time. The operating budget is reviewed, but only
updated if necessary.
The City Council is required to adopt a final budget by no later than the close of the fiscal year. The annual budget
serves as the foundation for the City’s financial planning and control. The budget is prepared by fund and by
department. The City is empowered to levy a property tax on both real and personal property located within its
boundaries.
Budget
Process
29 CITY OF EDINA, MINNESOTA
BUDGET PROCESS
February 28, 2015 Council retreat to develop 2016-2017 City-Wide Work Plan themes.
April 21, 2015 Council work session to introduce the City Manager’s proposed 2016-2017 City-
Wide Work Plan.
May 15, 2015 Department Heads finalize 2016-2017 budget requests.
July 7, 2015 Council work session to review 2016 Utility Rate Study.
July 8, 2015 The City’s Executive Leadership Team (ELT) reviews the 2016-2017 draft budget.
July 21, 2015 Council work session to introduce the City Manager’s proposed 2016-2017 City-
Wide Work Plan and Budget.
August 18, 2015 Council work session to review proposed 2016-2017 Budgets.
September 1, 2015 Council adopts a formal resolution to set the 2016 preliminary levy and budget.
According to Minnesota State law, the final levy can be lower than the preliminary
levy, but not higher.
September 16, 2015 Council adopts a formal resolution to set new water/sewer connection charges and
utility rates based on the 2016 Utility Rate Study.
November 4, 2015 Council work session to review final proposed 2016-2017 Budgets and Work Plans.
December 1, 2015 Public Hearing on the 2016 operating budget and levy at a City Council Meeting.
December 15, 2015 Council adopts a formal resolution to adopt the final 2016 Budget and property tax
levy.
Summer/Fall 2016 City Council and staff will work together to develop the 2017-2021 Capital
Improvement Plan (CIP). Exact dates will be determined in Spring 2016.
Summer/Fall 2016 City Council and staff will work together to make any necessary changes to the
2017 Budget and Work Plan. Exact dates will be determined in Spring 2016.
December 6, 2016 Hold a Public Hearing on the 2017 operating budget and levy at a City Council
Meeting.
December 20, 2016 Council adopts a formal resolution to adopt the final 2017 Budget and property tax
levy.
2016-2017 BUDGET PROCESS TIMELINE
For living, learning, raising families, and doing business.
City of Edina
EXECUTIVE SUMMARY
32 CITY OF EDINA, MINNESOTA
The 2016-2017 Budget provides the resources to achieve key results for Edina residents around work plan themes set
by the City Council. The work plan themes for 2016-2017 are:
Focused Redevelopment
Future Planning
Intergovernmental Relations
Transportation & Infrastructure
Enterprise Stability
This budget is a continuation of the budget transformation process that began in 2011 when the City switched to a two
-year budget cycle and strived to provide increased accountability and transparency into City operations through the
budget document itself. This budget is organized both by fund (see section III) and by department (section IV). The fund
level section shows all expenditures by department as well as by type. The departmental organization gives insight into
service and programs that each one delivers and also reflects organizational changes that have occurred during the last
budget cycle.
The 2016-2017 City budget proposal provides funding to continue existing service levels and addresses the new themes
identified by the City Council. Some of these priorities and projects include transportation studies, sewer capacity
studies and the construction of a new water treatment plant. The creation of a new comprehensive plan draft is also
included to ensure that future planning is adequately addressed. There were also priorities that had to be left out due
to budgetary challenges. The most significant challenge facing this budget is the decrease in transfers from the Liquor
Fund to the General Fund which increases the City’s reliance on property tax revenue. The 2016 budgeted Liquor
transfer is about $1.1 M less across all funds than what was budgeted in 2015, with approximately $650,000 of the
decrease impacting the General Fund. It is important to note that the liquor operations are still profitable and generate
the second most sales out of any municipal liquor operation in the State of Minnesota.
Like the previous budget book, this one includes performance measures from each division that assists staff and elected
officials in identifying services and programs that are effective and also those that are in need of improvements. Many of
the performance measures are based on the quality of life survey that is administered every other year. Please note,
that in 2015 a new company administered the survey used different methods from previous surveys. These methods
included online surveys instead of telephone conversations. Online surveys statistically score lower than telephone
surveys due to the anonymous nature of online surveys. The City of Edina consistently scored higher than other
benchmark communities where quality of life surveys were delivered by the same company, both in Minnesota and
across the country.
The 2016-2017 City budget proposal is financially sound and operationally transparent. Through its implementation, the
budget will continue to produce an exceptional quality of life for Edina residents.
2016-2017
Overview
33 CITY OF EDINA, MINNESOTA
PROPERTY TAX LEVIES ANNUAL BUDGET— ALL YEARS
Property
Tax Levies
Budget Budget
2013 2014 2015 2016 2017
General Fund Levies
General Operating Levy 21,824,894$ 22,509,403$ 22,933,958$ 25,023,952$ 26,360,319$
General Fund Subtotal 21,824,894 22,509,403 22,933,958 25,023,952 26,360,319
Increase From Prior Year (%)1.02% 3.14% 1.89% 9.11% 5.34%
Arts and Culture Fund Levies
Arts and Culture - - 20,000 20,000 20,000
Arts and Culture Fund Subtotal - - 20,000 20,000 20,000
Increase From Prior Year (%)0.00% 0.00%
Debt Service Fund Levies
City Hall Debt Service 949,850 947,600 944,400 946,000 946,000
Gymnasium Debt Service 396,444 409,244 409,440 385,901 388,000
Fire Station Debt Service 431,544 441,944 441,940 443,000 443,000
Public Works Facility Debt Service 1,536,743 1,526,809 1,546,600 1,561,000 1,696,000
Park Bond Market Value Levy 615,837 627,800 618,600 571,650 -
Sports Dome - - 1,168,000 1,167,620 1,162,500
Weber Woods NOTE 1 - - - - 400,000
Debt Service Fund Subtotal 3,930,418 3,953,397 5,128,980 5,075,171 5,035,500
Increase From Prior Year (%)7.63% 4.31% 29.74% -1.05% -0.78%
Construction Fund Levies
Capital Improvement Plan Levy - - - - 100,000
Equipment Levy 992,072 992,072 1,617,072 1,680,000 1,750,000
Construction Fund Subtotal 992,072 992,072 1,617,072 1,680,000 1,850,000
Increase From Prior Year (%)0.00% 0.00% 63.00% 3.89% 10.12%
HRA Fund Levies
HRA Operating Levy - - - - 95,000
HRA Fund Subtotal - - - - 95,000
Increase From Prior Year (%)
Total Property Tax Levy 26,747,384$ 27,454,872$ 29,700,010$ 31,799,123$ 33,360,819$
Increase From Prior Year (%)1.90% 2.65% 8.18% 7.07% 4.91%
NOTE 1:The City made an offer to purchase a portion of Weber Woods from the City of Minneapolis. The
financing plan for the purchase was not completed or approved by the publication date for this
document. The estimate shown here is subject to change based on final financing decisions to be
made in 2016.
34 CITY OF EDINA, MINNESOTA
CONSOLIDATED BUDGET SUMMARY ANNUAL BUDGET— ALL FUNDS AND YEARS
This page represents all of the financial activities of the City consolidated into one place. It is the best way to look at
the overall budget. The City also divides the budget into fund types, funds and departments. This data is presented
farther back in the budget book.
Consolidated
Budget
Summaries
2014 2015 2016 2017
Actual Budget Budget Budget
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 26,988,493$ 29,700,010$ 31,799,123$ 7.1% 33,360,819$ 4.9%
Reductions - (123,000) - -100.0% - NA
Net tax revenue 26,988,493 29,577,010 31,799,123 7.5% 33,360,819 4.9%
Tax increments 5,052,705 100,000 2,500,000 2400.0% 2,500,000 0.0%
Franchise fees & other taxes 2,066,697 2,070,000 2,315,000 11.8% 2,365,000 2.2%
Special assessments 4,606,010 3,992,997 4,127,890 3.4% 3,878,724 -6.0%
Licenses and permits 4,583,183 3,880,080 4,113,160 6.0% 4,282,660 4.1%
Intergovernmental 4,294,999 5,169,825 4,739,550 -8.3% 1,468,550 -69.0%
Charges for services 4,270,720 4,019,494 4,025,310 0.1% 11,327,973 181.4%
Fines and forfeitures 1,163,907 950,000 975,000 2.6% 975,000 0.0%
Operating revenue 39,886,753 42,823,745 41,990,893 -1.9% 41,619,956 -0.9%
Investment income 632,025 463,956 390,737 -15.8% 380,389 -2.6%
Other revenue 1,470,153 1,188,448 743,311 -37.5% 744,711 0.2%
Debt issued 21,483,096 4,599,895 3,852,396 -16.3% 3,193,204 -17.1%
Other financing sources 70,603 - - NA - NA
TOTAL REVENUES AND OTHER
FINANCING SOURCES 116,569,344 98,835,450 101,572,370 2.8% 106,096,986 4.5%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 23,125,572 17,963,799 18,464,763 2.8% 26,889,373 45.6%
Communications & tech. 1,205,409 1,506,574 1,853,747 23.0% 1,744,217 -5.9%
Human resources 979,873 692,387 1,455,345 110.2% 1,477,755 1.5%
Finance 1,015,847 1,191,299 1,182,017 -0.8% 1,190,149 0.7%
Public works 24,976,826 22,913,578 25,066,316 9.4% 25,841,762 3.1%
Engineering 7,796,629 13,926,591 11,481,525 -17.6% 7,495,789 -34.7%
Police 11,081,717 11,764,823 12,449,166 5.8% 12,331,502 -0.9%
Fire 6,965,287 7,134,947 8,152,253 14.3% 7,933,806 -2.7%
Parks & recreation 13,120,262 13,244,427 12,549,735 -5.2% 11,724,142 -6.6%
Community development 1,543,486 1,742,160 1,771,945 1.7% 2,134,977 20.5%
Debt service 6,020,022 6,654,894 7,552,545 13.5% 7,620,640 0.9%
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 97,830,930 98,735,479 101,979,357 3.3% 106,384,112 4.3%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold 10,440,199 10,696,828 9,761,579 -8.7% 9,803,441 0.4%
Personal services 31,436,152 32,759,604 34,314,636 4.7% 34,778,149 1.4%
Contractual services 15,438,487 14,253,910 16,658,674 16.9% 17,302,851 3.9%
Commodities 3,591,254 3,853,162 4,189,290 8.7% 4,069,465 -2.9%
Central services 4,872,724 5,154,924 5,278,548 2.4% 5,445,204 3.2%
Equipment 1,468,320 1,746,978 2,113,177 21.0% 1,024,054 -51.5%
Capital outlay 18,414,824 17,395,224 14,878,386 -14.5% 18,841,300 26.6%
Depreciation 5,198,570 5,471,750 6,538,750 19.5% 6,913,750 5.7%
Debt service 6,970,400 7,403,099 8,246,317 11.4% 8,205,898 -0.5%
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 97,830,930 98,735,479 101,979,357 3.3% 106,384,112 4.3%
CHANGE IN FUND BALANCE
OR NET POSITION 18,738,414 99,971 (406,987) (287,126)
FUND BALANCE OR NET POSITION -
JANUARY 1 128,897,358 147,635,772 147,735,743 147,328,756
FUND BALANCE OR NET POSITION -
DECEMBER 31 147,635,772$ 147,735,743$ 147,328,756$ 147,041,630$
35 CITY OF EDINA, MINNESOTA
COMBINED BUDGET SUMMARY — 2014 Actual and 2015 Budget
This page is a bridge to combine more detailed data found on pages 54-57 in the Fund Level Financial Schedules section
of the budget book. The summary totals agree with the Consolidated Budget Summary presented previously.
Combined Budget
Summary
Governmental Enterprise Governmental Enterprise
Funds Funds Total Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 26,988,493$ -$ 26,988,493$ 29,700,010$ -$ 29,700,010$
Reductions - - - (123,000) - (123,000)
Net tax revenue 26,988,493 - 26,988,493 29,577,010 - 29,577,010
Tax increments 5,052,705 - 5,052,705 100,000 - 100,000
Franchise fees & other taxes 2,066,697 - 2,066,697 2,070,000 - 2,070,000
Special assessments 4,606,010 - 4,606,010 3,992,997 - 3,992,997
Licenses and permits 4,583,183 - 4,583,183 3,880,080 - 3,880,080
Intergovernmental 3,961,509 333,490 4,294,999 5,053,825 116,000 5,169,825
Charges for services 4,270,720 - 4,270,720 4,019,494 - 4,019,494
Fines and forfeitures 1,163,907 - 1,163,907 950,000 - 950,000
Operating revenue - 39,886,753 39,886,753 - 42,823,745 42,823,745
Investment income 440,051 191,974 632,025 327,400 136,556 463,956
Other revenue 1,382,927 87,226 1,470,153 1,128,921 59,527 1,188,448
Transfers 1,404,975 10,740,225 12,145,200 1,065,100 1,212,178 2,277,278
Debt issued 21,483,096 - 21,483,096 4,599,895 - 4,599,895
Other financing sources 70,603 - 70,603 - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 77,474,876 51,239,668 128,714,544 56,764,722 44,348,006 101,112,728
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 10,738,720 12,386,852 23,125,572 5,457,275 12,506,524 17,963,799
Communication & tech. 1,205,409 - 1,205,409 1,506,574 - 1,506,574
Human resources 979,873 - 979,873 692,387 - 692,387
Finance 769,429 246,418 1,015,847 904,918 286,381 1,191,299
Public works 11,592,570 13,384,256 24,976,826 9,563,518 13,350,060 22,913,578
Engineering 7,695,242 101,387 7,796,629 13,749,591 177,000 13,926,591
Police 10,606,581 475,136 11,081,717 11,323,415 441,408 11,764,823
Fire 6,965,287 - 6,965,287 7,134,947 - 7,134,947
Parks & recreation 3,603,413 9,516,849 13,120,262 2,654,087 10,590,340 13,244,427
Community development 1,543,486 - 1,543,486 1,742,160 - 1,742,160
Debt service 6,020,022 - 6,020,022 6,654,894 - 6,654,894
Transfers 11,010,200 1,135,000 12,145,200 327,178 1,950,100 2,277,278
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 72,730,232 37,245,898 109,976,130 61,710,944 39,301,813 101,012,757
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 10,440,199 10,440,199 - 10,696,828 10,696,828
Personal services 24,128,271 7,307,881 31,436,152 25,023,800 7,735,804 32,759,604
Contractual services 6,320,388 9,118,099 15,438,487 4,822,492 9,431,418 14,253,910
Commodities 1,730,677 1,860,577 3,591,254 1,880,062 1,973,100 3,853,162
Central services 3,637,530 1,235,194 4,872,724 3,860,316 1,294,608 5,154,924
Equipment 1,468,320 - 1,468,320 1,746,978 - 1,746,978
Capital outlay 18,414,824 - 18,414,824 17,395,224 - 17,395,224
Depreciation - 5,198,570 5,198,570 - 5,471,750 5,471,750
Debt service 6,020,022 950,378 6,970,400 6,654,894 748,205 7,403,099
Transfers 11,010,200 1,135,000 12,145,200 327,178 1,950,100 2,277,278
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 72,730,232 37,245,898 109,976,130 61,710,944 39,301,813 101,012,757
CHANGE IN FUND BALANCE
OR NET POSITION 4,744,644 13,993,770 18,738,414 (4,946,222) 5,046,193 99,971
FUND BALANCE OR NET POSITION -
JANUARY 1 45,292,135 83,605,223 128,897,358 50,036,779 97,598,993 147,635,772
FUND BALANCE OR NET POSITION -
DECEMBER 31 50,036,779$ 97,598,993$ 147,635,772$ 45,090,557$ 102,645,186$ 147,735,743$
2015 Budget2014 Actual
36 CITY OF EDINA, MINNESOTA
COMBINED BUDGET SUMMARY
COMBINED BUDGET SUMMARY — 2016 Budget and 2017 Budget
This page is a bridge to combine more detailed data found on pages 58-61 in the Fund Level Financial Schedules section
of the budget book. The summary totals agree with the Consolidated Budget Summary presented previously.
Governmental Enterprise Governmental Enterprise
Funds Funds Total Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 31,799,123$ -$ 31,799,123$ 33,360,819$ -$ 33,360,819$
Reductions - - - - - -
Net tax revenue 31,799,123 - 31,799,123 33,360,819 - 33,360,819
Tax increments 2,500,000 - 2,500,000 2,500,000 - 2,500,000
Franchise fees 2,315,000 - 2,315,000 2,365,000 - 2,365,000
Special assessments 4,127,890 - 4,127,890 3,878,724 - 3,878,724
Licenses and permits 4,113,160 - 4,113,160 4,282,660 - 4,282,660
Intergovernmental 4,442,550 297,000 4,739,550 1,356,550 112,000 1,468,550
Charges for services 4,025,310 - 4,025,310 11,327,973 - 11,327,973
Fines and forfeitures 975,000 - 975,000 975,000 - 975,000
Operating revenue - 41,990,893 41,990,893 - 41,619,956 41,619,956
Investment income 277,500 113,237 390,737 262,500 117,889 380,389
Other revenue 721,811 21,500 743,311 723,211 21,500 744,711
Transfers 2,930,628 500,000 3,430,628 2,983,625 600,000 3,583,625
Debt issued 3,852,396 - 3,852,396 3,193,204 - 3,193,204
Other financing sources - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 62,080,368 42,922,630 105,002,998 67,209,266 42,471,345 109,680,611
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 6,702,645 11,762,118 18,464,763 14,863,687 12,025,686 26,889,373
Communication & tech. 1,853,747 - 1,853,747 1,744,217 - 1,744,217
Human resources 790,345 665,000 1,455,345 812,755 665,000 1,477,755
Finance 883,624 298,393 1,182,017 880,745 309,404 1,190,149
Public works 10,282,436 14,783,880 25,066,316 10,465,889 15,375,873 25,841,762
Engineering 11,242,429 239,096 11,481,525 7,252,535 243,254 7,495,789
Police 11,952,196 496,970 12,449,166 11,823,778 507,724 12,331,502
Fire 8,152,253 - 8,152,253 7,933,806 - 7,933,806
Parks & recreation 1,720,447 10,829,288 12,549,735 1,896,251 9,827,891 11,724,142
Community development 1,771,945 - 1,771,945 2,134,977 - 2,134,977
Debt service 7,552,545 - 7,552,545 7,620,640 - 7,620,640
Transfers 2,630,628 800,000 3,430,628 2,733,625 850,000 3,583,625
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 65,535,240 39,874,745 105,409,985 70,162,905 39,804,832 109,967,737
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 9,761,579 9,761,579 - 9,803,441 9,803,441
Personal services 26,239,843 8,074,793 34,314,636 27,206,809 7,571,340 34,778,149
Contractual services 6,033,051 10,625,623 16,658,674 6,496,070 10,806,781 17,302,851
Commodities 2,162,014 2,027,276 4,189,290 2,208,623 1,860,842 4,069,465
Central services 3,925,596 1,352,952 5,278,548 4,031,784 1,413,420 5,445,204
Equipment 2,113,177 - 2,113,177 1,024,054 - 1,024,054
Capital outlay 14,878,386 - 14,878,386 18,841,300 - 18,841,300
Depreciation - 6,538,750 6,538,750 - 6,913,750 6,913,750
Debt service 7,552,545 693,772 8,246,317 7,620,640 585,258 8,205,898
Transfers 2,630,628 800,000 3,430,628 2,733,625 850,000 3,583,625
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 65,535,240 39,874,745 105,409,985 70,162,905 39,804,832 109,967,737
CHANGE IN FUND BALANCE
OR NET POSITION (3,454,872) 3,047,885 (406,987) (2,953,639) 2,666,513 (287,126)
FUND BALANCE OR NET POSITION -
JANUARY 1 45,090,557 102,645,186 147,735,743 41,635,685 105,693,071 147,328,756
FUND BALANCE OR NET POSITION -
DECEMBER 31 41,635,685$ 105,693,071$ 147,328,756$ 38,682,046$ 108,359,584$ 147,041,630$
2016 Budget 2017 Budget
37 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES ANNUAL BUDGET
The City highly values its staff members and realizes how critical they are in delivering the high level of services Edina
residents have come to know. The City’s annual payroll constitutes approximately 35% of the consolidated budget and
is over $30 million per year when benefits are included. According to a Quality of Life survey conducted in 2015, 78%
of Edina residents rated the overall quality of services provided by the City as “Excellent” or “Good”.
During 2012-2014, the City underwent a significant reorganization to maximize staff’s ability to be productive and
effective. The reorganization did not substantially change the overall number of City employees. The chart on the next
page shows full-time City employment over time.
The full-time (FT) employee count has increased by 2 since the last budget cycle. One of the new employees will
primarily be working in the new Conservation and Sustainability Fund which was established to make progress towards
accomplishing the City’s environmental protection goals. Accordingly, this employee will be paid from revenue
generated from the new fund; lessening the impact General Fund finances.
In addition to FT staff, the City employs a significant number of part-time (PT) employees, including many on a seasonal
basis. So, the total number of City employees is constantly changing, as depicted on the chart below. Over the course
of a typical year, the City will employ about 1,000 people.
-
100
200
300
400
500
600
700
800
City Employees During a Typical Year
City of Edina
Employees
38 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Administration
General Fund 9.25 9.25 9.25 9.25 6.85 5.85 4.85 4.85 5.00 5.00
HRA Fund - - - - - - 1.00 1.00 1.00 1.00
Liquor Fund 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00
Communications and Technology Services
General Fund 2.00 3.00 3.00 3.50 4.65 5.15 6.15 6.15 6.00 6.00
Central Services 3.00 3.00 3.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Community Development
General Fund 10.75 10.85 10.85 10.85 10.85 10.85 12.00 12.00 12.00 12.00
Engineering
General Fund 8.50 8.50 8.50 8.50 10.50 12.00 10.00 11.00 11.00 11.00
PACS Fund - - - - - - 1.00 1.00 1.00 1.00
CAS Fund - - - - - - - - 1.00 1.00
Utilities Fund - - - - - - 1.00 1.00 1.00 1.00
Finance
General Fund 5.50 5.50 5.50 5.25 5.25 5.25 6.00 6.00 5.00 5.00
Utilities Fund 1.75 2.75 2.75 2.00 2.00 1.00 1.00 1.00 1.00 1.00
Liquor Fund 0.75 0.75 0.75 0.75 0.75 0.75 - - - -
Fire Protection
General Fund 40.50 40.50 40.50 39.50 39.75 42.75 42.85 43.85 45.90 45.90
Utilities Fund 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 - -
Human Resources
General Fund - - - - 1.00 4.00 4.00 4.00 5.00 5.00
Parks & Recreation
General Fund 6.80 6.80 6.80 6.80 6.80 8.00 7.00 7.00 7.00 7.00
Aquatic Center 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.60 0.60
Golf Course 13.00 13.00 13.00 11.00 12.00 12.00 12.00 12.00 8.05 8.05
Arena 6.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 4.85 4.85
Sports Dome - - - - - - - - 0.15 0.15
Art Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Edinborough Park 7.00 7.00 7.00 7.00 7.00 5.80 5.80 5.80 5.80 5.80
Centennial Lakes 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Police Protection
General Fund 73.75 74.65 73.65 71.15 71.65 70.65 72.50 70.50 72.55 72.55
Utilities Fund 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.45 0.45
Public Works
General Fund 48.40 47.40 47.40 47.20 48.20 46.40 43.35 43.35 43.45 43.45
Construction Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.10 1.10
Utilities Fund 13.25 15.25 15.25 14.45 13.95 13.75 15.20 15.20 16.85 16.85
Central Services 8.50 8.50 8.50 8.50 8.50 8.50 11.00 11.00 10.25 10.25
Other 1.00 1.00 1.00 - - - - - - -
Total 278.00 281.00 280.00 274.00 278.00 281.00 285.00 285.00 287.00 287.00
Source: City of Edina Finance Department
Notes:
-Full-time employee counts do not include Council members, part-time, contract or seasonal employees. In a typical
year the City will employ an additional 600-700 people in these categories.
-The City completed a major departmental reorganization that is reflected on this chart between years 2012-2014.
In some cases, data for years before the reorganization has been modified from what was originally reported to
improve comparisons.
Budgeted Full-time Employees for Fiscal Year
39 CITY OF EDINA, MINNESOTA
The City of Edina has many diverse sources of revenue. Most residents know that the City collects property taxes,
franchise taxes and tax increments, but some people are surprised to learn that these taxes combined represent only
about 37% of the City’s annual revenue. In Edina, there are many parks enterprise facilities that generate revenue, in
addition to the Utility fund and Liquor fund which are also significant sources of the “Park enterprise sales” category in
the chart below. Special assessments and licenses and permits are significant contributors to the City’s revenue, at
about 4% each. Other sources include aid from federal and state government agencies, police fines, investment income,
ambulance charges, park rentals and program registrations, donations, advertising sales, revenue earned from providing
dispatch services to other communities, and many others.
Property taxes account for $31,799,123 and $32,860,819 of the City’s budgeted revenue in 2016 and 2017,
respectively. Property taxes are difficult to compare across jurisdictions due to differences in tax bases, growth and
development issues, and the quantity as well as quality of services delivered. However, we believe Edina compares
favorably according to the comparison on the following page with other Municipal Legislative Commission (MLC)
cities, which tend to share many similarities with Edina. This comparison chart on the next page shows what the buyer
of a $400,000 home would pay to each City in annual taxes if the buyer would choose to live in that City. The buyer of
a $400,000 home in Edina would pay the lowest City taxes in this comparison group.
Taxes (all)
37%
Utility sales
20%
Liquor sales
13%
Park enterprise
sales
9%
Licenses and
permits
4%
Special
assessments
4%All others
13%
Edina's Revenue Sources
Revenues
40 CITY OF EDINA, MINNESOTA
REVENUES
1 Edina 1,086$
2 Plymouth 1,138$
3 Eden Prairie 1,386$
4 Shoreview 1,391$
5 Woodbury 1,434$
6 Minnetonka 1,513$
7 Eagan 1,519$
8 Shakopee 1,531$
9 Lakeville 1,553$
10 Maple Grove 1,581$
11 Burnsville 1,786$
12 Bloomington 1,821$
13 Maplewood 1,883$
14 Apple Valley 1,887$
15 Inver Grove Heights 1,937$
16 Savage 2,123$
Source: LMC Property Tax calculator
MLC Cities Comparison:
2015 estimated taxes on $400,000 house
City Taxes All Districts Notes
1 Edina 1,086$ 5,305$ ISD#273 & WS #1
2 Eden Prairie 1,386$ 5,566$ ISD#272 & WS #4
3 Minnetonka 1,513$ 5,782$ ISD#276 & WS#3
4 Bloomington 1,821$ 5,976$ ISD#271 & WS#1
5 St. Louis Park 1,904$ 6,139$ ISD#283 & WS#3
6 Richfield 2,398$ 6,397$ ISD#280 & WS#3
7 Hopkins 2,433$ 6,719$ ISD#270 & WS#1
8 Minneapolis 2,748$ 6,651$ ISD#001 & WS#3
Source: LMC Property Tax calculator
2015 estimated taxes on $400,000 house
The property buyer approach:
41 CITY OF EDINA, MINNESOTA
REVENUES
License and permit revenue is historically one of the most volatile revenue categories for the City, so our practice has
been to budget for this revenue conservatively. License and permit revenue is collected primarily from builders and
developers for residential or commercial building projects, but also includes smaller amounts for a variety of City-
issued licenses, including liquor licenses, restaurant licenses, etc. The chart above shows the history of building permit
revenue collected in the general fund. As of the publication date for this document, it appears 2016 will continue the
trend from 2014-2015, and be another record year for building permit revenue.
Special assessments include assessments levied against benefitting properties for various infrastructure improvements
and street reconstruction projects. In a typical Edina street reconstruction project, benefitting properties are assessed
the full cost of the street repairs. The City’s utility fund typically pays for costs related to underground water and
sewer infrastructure as well as curbs and gutters. The special assessment process is guided by the City’s special
assessment policy as well as state law for special assessments.
Enterprise operating revenue is the largest source of City revenue according to the chart presented in the first part of
this section. However, there are many smaller sources of revenue that contribute to this category. The largest part of
enterprise operating revenue ($19.7M in 2016) comes from the Utility fund for sales of water, sewer, storm sewer and
recycling services. The second largest part is sales of “off-sale” liquor at the three municipally owned liquor stores,
which are budgeted to combine for about $12.4M in annual sales in 2016. Operating revenue is also collected at the
aquatic center (about $1M), golf course (about $2.9M), ice arena (about $2.2M), art center ($450K), Edinborough Park
(about $1.3 M) and Centennial Lakes Park (about $780K). The City’s financial advisor prepared a long-term rate study
in the fall of 2015 that recommended 4.75% annual increases to water rates, 4.50% annual increases to sewer rates,
and a 10% increase to storm sewer rates in 2016, with the annual increase thereafter dropping to 6.50%. The water
and sewer increases are primarily to cover increasing costs of rebuilding, maintaining, and improving existing
infrastructure. The storm increase is higher than previous years due to a one-time change to better align of costs for
street sweeping into the storm fund from the general fund. These increases will ensure that enterprise funds are
maintained in a healthy and sustainable manner.
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
Edina Building Permit History
Actual Budget
42 CITY OF EDINA, MINNESOTA
The City develops a five-year Capital Improvement Plan (CIP) every two years in order to provide a framework for
planning the preservation and expansion of infrastructure, facilities and equipment. The most recent CIP adopted by
the City Council was for the years 2015-2019. The City’s threshold for projects or equipment to be included in the
CIP is $15,000. Projects or equipment expected to be under the threshold are part of the operating budget. The
definition of capital expenditures to be included in the CIP is not necessarily identical to the definition of capital assets
for financial accounting purposes. The main difference is that the CIP may include maintenance expenditures that do
not meet the GAAP definition of a capital asset.
While prioritization has always been part of the CIP process, the City implemented a formal process that standardizes
priorities across functions and departments beginning with the 2013-2017 CIP. The prioritization process considers
strategic goals and objectives, which are set by the City Council and interpreted by City staff. The recommended CIP
and priorities are then submitted back to the City Council for consideration, modification, and adoption.
The City uses a 7-point numerical scale to prioritize our CIP, with the number 1 representing the most critical projects
and the number 7 representing desirable projects. For projects prioritized in the first two years of the adopted CIP,
City staff generally plans, develops and promotes the project until a construction contract is ready to be signed or a
purchase over $20,000 is ready to be ordered from a vendor. These types of contracts and purchases receive a final
approval by the City Council, according to our policy.
The City recognizes that circumstances and priorities can change over time and in some cases may cause the timing of
some projects to be moved forward or backward after adoption of the CIP. These changes are considered by the City
Council on a case-by-case basis.
Capital
Improvements
43 CITY OF EDINA, MINNESOTA
The total capital expenditures planned for the 2016 and 2017 fiscal years by fund and priority level are as follows:
The 2017 expenditures shown in this schedule will be reprioritized in the summer of 2016 and are subject to change
based on that process. In fact, 2017 projects with a priority rating of 4 through 7 are not yet matched with available
financing to proceed.
Some of the City’s significant CIP projects planned in the next two years are:
Neighborhood Street Reconstruction Program (Priority 1)
Every year, the City reconstructs streets and underground utilities as resources allow. Costs of the program are
extremely variable depending on how many neighborhoods are approved, the mileage and types of streets involved,
and the scope of work that needs to be done. For 2016 and 2017, the total costs are estimated to be $11,900,000 and
$10,100,000 respectively, when all aspects of the roadway and underground utilities are included. Funding for the pro-
jects mostly comes from special assessments to benefitting properties and the utility fund.
CAPITAL IMPROVEMENTS
Fund Priority 2016 2017
HRA 2 8,075,000$ 6,650,000$
PACS 1931,548 747,361
PACS 5-7 163,000 297,000
Construction Equipment 2,108,337 1,024,054
Construction 1-3 9,165,061 5,726,605
Construction 4-7 1,969,758 2,352,400
Environmental Efficiency 2104,000 -
Utilities 1-3 10,251,239 5,531,625
Utilities 4-6 1,325,000 5,375,000
Liquor 480,000 -
Aquatic Center 1135,000 120,000
Aquatic Center 5341,250 525,000
Golf 1-2 111,000 108,000
Golf 4-5 3,330,000 100,000
Arena 5-6 225,000 135,000
Edinborough 2-3 33,100 71,295
Edinborough 666,600 -
Centennial 335,000 -
Centennial 5- 50,000
Total Capital Expenditures 38,449,893$ 28,813,340$
44 CITY OF EDINA, MINNESOTA
CAPITAL IMPROVEMENTS
Comprehensive Plan (Priority 1)
Per State law, cities must update their Comprehensive Plans every 10 years. The City’s most recent Comprehensive
Plan was completed in 2008, and is a broad statement of community goals and policies that direct the orderly and
coordinated physical development of a City into the future. It provides the framework for shaping future growth and
change, for protecting what a community values, for enhancing what the community wants to improve, and for
creating what the community feels is lacking. Expenses for this project will be incurred throughout 2016, 2017 and
2018, with total cost expected to be about $350,000. Funding is expected to be provided from the General Fund and
Construction Fund in the amounts of $50,000 and $300,000, respectively. Elements of a Comprehensive Plan include:
vision, goals and objective, community profile, land use, housing, heritage preservation, transportation, water
resource management, parks, energy & environment, community services, and facilities.
Golf Course Renovation (Priority 5)
This project was included in the 2015-2019 CIP with a budget of $3,250,000 to be spent in 2016 to renovate the
existing 27-Holes. Since the adoption of the 2015-2019 CIP the City Council has approved renovations to Golf
Course facilities, expansion of the driving range, and renovation of the executive course. The facilities, driving range
and 9-Hole renovations were completed in 2015 at an approximate cost of $2.4 million. These renovations were
funded with proceeds from debt issued to be paid back over the next 15 years from Golf Course operating income.
Construction of a new 18-hole regulation golf course that will stay within the existing footprint of the 27-hole course,
with an alternate use for the remaining park property is set to begin in 2016, and be completed in 2018. Staff believes
that an exceptional 18-hole course can be constructed within the 27-hole footprint, without expanding the footprint
of Braemar Park. As of the publication date for this document, the construction cost for this project is expected to
be about $6.4 million. A re-designed 18-hole course would be one of the best municipal courses in the region, and
would have higher utilization than a 27-hole course resulting in improved profitability and reduced financial risk.
Further impacts of this project are represented in the 2016-2017 Fund Level Financial Schedules (section III).
New Water Treatment Plant 5 (Priority 6)
This project includes the design of Water Treatment Plant 5 to be located on property previously acquired for this
purpose along France Avenue just north of the Southdale water tower. This plant will filter water from wells 5, 18,
and potentially future well 21. Permitting and design will take place in 2016 at an estimated cost of $500,000, and
construction will take place from 2017 until mid 2018 at estimated costs of $3,500,000 and $4,000,000 respectively.
Expansion of water system capacity is related to peak demand growth, and stable demand due to population growth.
Funding will for this project will come from Utility Fund operating income.
Paths and Trails
The City’s Pedestrian and Cyclist Safety (PACS) Fund is used to finance the construction of new walking and biking
facilities in the City, as well as the maintenance of existing ones. In 2016, the City plans to complete a variety of
scheduled projects financed through the PACS Fund. Some of the more significant projects include the construction
of new sidewalks on Cornelia Drive from 66th Street to 70th Street and on Xerxes Avenue from 56th Street to
West 60th Street. There will also be a sidewalk constructed on Beard Avenue beginning at West 60th Street.
45 CITY OF EDINA, MINNESOTA
LEGAL DEBT MARGIN
Minnesota laws limit the amount of debt the City may issue to 3% of the assessor’s market value of the City’s tax base.
The assessor’s 3% market value less net debt is referred to as the legal debt margin. The following table shows the
legal debt margin at December 31, 2014.
According to this calculation, the City has the ability to issue over $200 million in additional debt before reaching the
statutory limit. This level of capacity to issue new debt means that the City is in a secure financial position.
The City had four types of bonded debt outstanding on December 31, 2014: general obligation (GO) bonds, special
assessment bonds, public project revenue bonds and enterprise revenue bonds.
GO bonds are payable from general property taxes. The special assessment bonds include permanent improvement
revolving (PIR) bonds and Edina emerald energy program bonds that are payable from special assessments with any
deficiency in the PIR variety to be provided for by general property taxes. Public project revenue bonds are payable
from annual appropriation lease payments received from the City of Edina pursuant to a lease between the Edina
Housing and Redevelopment Authority and the City. Enterprise revenue bonds are payable primarily from revenue
from the City’s enterprise facilities with any deficiency to be provided for by general property taxes.
Edina’s long-term debt is segregated between the amounts to be repaid from governmental activities and amounts to
be repaid from business-type activities in the table on the following page, which projects changes in debt levels for the
next two years.
Market value (after fiscal disparities)
Debt limit (3% of market value)
Debt applicable to limit:
General obligation bonds
Public project revenue bonds
Total debt applicable to limit
Legal debt margin
Legal Debt Margin Calculation for Fiscal Year 2014
267,350,840
21,560,000
215,590,840$
8,911,694,683$
30,200,000
51,760,000
Debt
Service
46 CITY OF EDINA, MINNESOTA
DEBT SERVICE
Year
Ended Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Total P&I
2016 2,410,000 943,193 900,000 654,479 1,936,375 708,498 5,300,000 1,045,524 10,546,375 3,351,694 13,898,069
2017 2,475,000 859,818 905,000 633,629 2,116,375 630,818 5,540,000 889,582 11,036,375 3,013,847 14,050,222
2018 1,990,000 782,343 1,045,000 607,197 2,491,375 564,055 4,635,000 755,963 10,161,375 2,709,558 12,870,933
2019 2,065,000 710,270 1,080,000 574,566 2,418,369 494,999 4,775,000 633,317 10,338,369 2,413,152 12,751,521
2020 2,145,000 634,400 1,115,000 540,690 2,253,369 434,800 3,355,000 523,914 8,868,369 2,133,804 11,002,173
2021 2,215,000 554,586 1,145,000 505,649 1,418,369 389,340 3,440,000 428,027 8,218,369 1,877,602 10,095,971
2022 1,365,000 489,540 1,185,000 472,949 1,453,369 346,079 3,535,000 325,752 7,538,369 1,634,320 9,172,689
2023 1,415,000 440,691 1,220,000 438,951 1,238,369 301,205 2,350,000 234,527 6,223,369 1,415,374 7,638,743
2024 1,465,000 388,681 1,255,000 400,171 900,000 264,475 1,695,000 168,311 5,315,000 1,221,638 6,536,638
2025 1,520,000 333,358 1,295,000 360,981 925,000 234,875 1,100,000 123,502 4,840,000 1,052,716 5,892,716
2026 1,575,000 274,754 1,335,000 321,335 950,000 207,200 530,000 98,914 4,390,000 902,203 5,292,203
2027 1,640,000 211,608 1,000,000 285,006 980,000 178,250 545,000 82,311 4,165,000 757,175 4,922,175
2028 1,705,000 145,115 1,030,000 251,566 1,010,000 147,643 565,000 64,923 4,310,000 609,247 4,919,247
2029 1,335,000 84,261 875,000 220,088 1,040,000 115,112 585,000 46,694 3,835,000 466,155 4,301,155
2030 1,390,000 28,712 905,000 191,163 845,000 84,500 495,000 29,378 3,635,000 333,753 3,968,753
2031 - - 935,000 160,678 660,000 58,962 345,000 16,044 1,940,000 235,684 2,175,684
2032 - - 965,000 128,013 685,000 35,425 175,000 8,025 1,825,000 171,463 1,996,463
2033 - - 1,000,000 93,625 150,000 20,812 180,000 2,769 1,330,000 117,206 1,447,206
2034 - - 1,030,000 57,456 155,000 15,281 - - 1,185,000 72,737 1,257,737
2035 - - 1,070,000 19,393 160,000 9,375 - - 1,230,000 28,768 1,258,768
2036 - - - - 170,000 3,188 - - 170,000 3,188 173,188
26,710,000 6,881,330 21,290,000 6,917,585 23,955,970 5,244,892 39,145,000 5,477,477 111,100,970 24,521,284 135,622,254
General Obligation Bonds Public Project Revenue Special Assessment Bonds Revenue Bonds Total City
12/31/2015 12/31/2016 12/31/2017
Balance Additions Reductions Balance Additions Reductions Balance
Governmental activity debt:
General obligation 26,710,000$ -$ (2,410,000)$ 24,300,000$ -$ (2,475,000)$ 21,825,000$
Special Assessment Bonds 23,955,970 3,852,396 (1,936,375) 25,871,991 3,193,204 (2,116,375) 26,948,820
Public project revenue 21,290,000 - (900,000) 20,390,000 - (905,000) 19,485,000
Subtotal 71,955,970 3,852,396 (5,246,375) 70,561,991 3,193,204 (5,496,375) 68,258,820
Business-type activity debt:
Enterprise revenue 39,145,000 5,000,000 (5,300,000) 38,845,000 6,300,000 (5,540,000) 39,605,000
Citywide Grand Total 111,100,970$ 8,852,396$ (10,546,375)$ 109,406,991$ 9,493,204$ (11,036,375)$ 107,863,820$
20172016
In addition to principal payments in the chart above, the city also pays interest on outstanding debt. Principal and
interest payments are sometimes referred to collectively as debt service. Debt service to maturity on all outstanding
debt as of December 31, 2015 is shown below.
47 CITY OF EDINA, MINNESOTA
DEBT SERVICE
The City sets annual property tax levies to pay debt service on the debt types that are payable from general
property taxes. The debt service levies are shown below, and are separated by purpose.
Budget Budget
Debt Service Tax Levies 2013 2014 2015 2016 2017
City Hall 949,850$ 947,600$ 944,400$ 946,000$ 946,000$
Gymnasiums 396,444 409,244 409,440 385,901 388,000
Fire Station #1 431,544 441,944 441,940 443,000 443,000
Public Works Facility 1,536,743 1,526,809 1,546,600 1,561,000 1,696,000
Park Bond Market Value Levy 615,837 627,800 618,600 571,650 -
Sports Dome - - 1,168,000 1,167,620 1,162,500
Weber Woods* - - - - 400,000
Total 3,930,418$ 3,953,397$ 5,128,980$ 5,075,171$ 5,035,500$
*The City made an offer to purchase a portion of Weber Woods from the City of Minneapolis. The financing
plan for the purchase was not completed or approved by the publication date for this document. The estimate
shown here is subject to change based on final financing decisions to be made in 2016.
For living, learning, raising families, and doing business.
City of Edina
FUND LEVEL
FINANCIAL SCHEDULES
50 CITY OF EDINA, MINNESOTA
CITY OF EDINA FUND ACCOUNTING
The City is required to account for revenues and expenditures in accordance with Generally Accepted Accounting
Principles (GAAP) in the United States of America as applied to governmental units by the Governmental Accounting
Standards Board (GASB). GAAP allows the City to set up different funds for different purposes. The City of Edina uses
two different types of funds; governmental and enterprise.
Fund
Descriptions
City of Edina
Consolidated
Budget
Governmental
Funds
General Fund
(Major Fund)
Special
Revenue Funds
HRA (Major
Fund)
CDBG
Police SR
Braemar
Memorial
Arts and
Culture
PACS
CAS
Debt Service
(Major Fund)
Capital Project
Funds
Construction
(Major Fund)
Environmental
Efficiency
Enterprise
Funds
Utility Fund
(Major Fund)
Risk
Management
Fund
Liquor Fund
(Major Fund)
Park
Enterprises
Aquatic Center
(Major Fund)
Golf Course
(Major Fund)
Arena (Major
Fund)
Sports Dome
Art Center
Edinborough
Centennial
Lakes
51 CITY OF EDINA, MINNESOTA
FUND DESCRIPTIONS
GOVERNMENTAL FUNDS
In general, governmental funds are used to account for traditional government services like Police, Fire, Public Works,
etc. These activities are often, but not always, supported by a mix of taxes and user fees. The City budgets and reports
its governmental funds using the modified accrual basis of accounting, which is required by GAAP. Currently the City
has eleven governmental funds:
General Fund. This is the City’s primary operating fund. It records most of the City’s revenues and expenditures
from core City operations like Administration, Police, Parks, etc. Any activities that are not specifically reported in
a different fund can be found in the General Fund. The General Fund is not used for debt service or capital
projects.
Housing and Redevelopment Authority Fund (HRA). The HRA is an entity legally separate from the City.
However, for financial reporting purposes, the HRA is reported in a special revenue fund as if it were part of the
City’s operations because the members of the City Council serve as HRA board members and its activity is
confined to the same geographic borders as the City of Edina.
Community Development Block Grant Fund (CDBG). This special revenue fund was established to
account for funds received under Title I of the Housing and Community Development Act of 1974.
Police Special Revenue Fund. This special revenue fund was established to account for funds received for
specific purposes within the Police Department, including E-911 and forfeiture funds.
Braemar Memorial Fund. This account was created in 1976 and formally recognized as a separate special
revenue fund by the City Council in 2010. It is used to account for funds donated to the City for the purpose of
enhancing the Braemar golf Course with equipment and amenities that might not otherwise be affordable or
viewed as a necessity to the golf course.
Arts and Culture Fund. This special revenue fund was established in 2014 to account for funds donated to the
City for the purpose of enhancing public arts and culture related activities.
Pedestrian and Cyclist Safety Fund (PACS). This special revenue fund was established in 2013 to account for
funds received from gas and electric franchise fees, which the City Council intends to use for pedestrian and cyclist
improvements included in future street reconstruction projects.
Environmental Efficiency Fund. This fund was established in 2013 to account for funds received through
energy cost savings to be reinvested in future energy efficiencies.
Conservation and Sustainability Fund (CAS). This special revenue fund was established in 2015 to account
for funds received from gas and electric franchise fees beginning in 2016. The City will use these funds to provide
a dedicated funding source for new conservation and sustainability functionality and programs. The fund will pay
for a dedicated staff person to carry out these initiatives.
Debt Service Fund. This fund accounts for the payment of principal and interest on the City’s governmental
debt.
Construction Fund. This fund accounts for the various special assessment and state aid projects throughout the
City. This fund also provides financing for the City’s Capital Improvement Plan (CIP) and the Equipment
Replacement Program.
52 CITY OF EDINA, MINNESOTA
ENTERPRISE FUNDS
In general, enterprise funds are used to account for activities that the City intends to be mostly self-supporting. The
costs of providing these activities are often, but not always, recovered primarily through user charges, similar to private
business enterprises. Some of the activities we categorize as enterprise funds receive regular support from other City
funds. The City budgets and reports our enterprise funds using the full accrual basis of accounting, which is required by
GAAP. Currently the City has eight enterprise funds:
Utility Fund. This fund is used to account for water pumping, treatment and distribution as well as sanitary sewer
collection and disposal, storm water collection and recycling services to the City’s residents.
Liquor Fund. This fund accounts for the City’s off-sale liquor business, which Edina first started around 1948. To-
day, there are three municipally owned liquor stores in Edina. Excess profits are generally transferred into other
City funds.
Aquatic Center Fund. This fund was established to account for the operations of the City’s outdoor municipal
pool.
Golf Course Fund. This fund was established to account for the City’s golf business when the 18-hole Braemar
Golf Couse opened in 1964. Today, the City operates Braemar Golf Course (now a 27-hole regulation course),
two 9-hole executive courses, a driving range, indoor golf dome, a banquet room and grill.
Arena Fund. This fund was created around 1966 when Braemar Arena was built. Today, there are three indoor,
regulation size ice sheets, including the original “West” arena.
Sports Dome Fund. This fund was created in 2013 to account for the revenues and expenses for Braemar Field
which was built in 2014.
Art Center Fund. This fund accounts for the revenues and expenses for the Edina Art Center.
Edinborough Park Fund. Edinborough Park’s finances were combined with Centennial Lakes Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
Centennial Lakes Fund. Centennial Lakes Park’s finances were combined with Edinborough Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
Risk Management Fund. This internal service fund was established to account for expenses related to the costs
of insurance, safety and prevention measures, and risk management programs across all municipal departments.
FUND DESCRIPTIONS
53 CITY OF EDINA, MINNESOTA
Appropriated? ADMIN CTS HR FIN PW ENG PD FD PR CD
General Yes X X X X X X X X X X
HRA Yes X
PACS Yes X
CDBG Yes X
Police SR Yes X
Braemar Memorial Yes X
Debt Service Yes X X X X X X X X X X
Construction Yes X X X X X X X X X X
Utilities Yes X X X X X
Liquor Yes X
Aquatic Center Yes X
Golf Course Yes X
Arena Yes X
Art Center Yes X
Edinborough Yes X
Centennial Yes X
CAS Yes X
Arts & Culture Yes X
Environmental
Efficiency
Yes X X X X X X X X X X
Sports Dome Yes X
Risk Management Yes X
Department Acronym Key
ADMIN AdministraƟon
CTS CommunicaƟons and Technology Services
HR Human Resources
FIN Finance
PW Public Works
ENG Engineering
PD Police
FD Fire
PR Parks and RecreaƟon
CD Community Development
Operating Fund
Crosswalk
54 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
Braemar Arts & Debt Environmental
General HRA PACS CDBG Police SR Memorial Culture Service Efficiency Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 22,147,135$ -$ -$ -$ -$ -$ -$ 3,866,611$ -$ 974,747$ 26,988,493$
Reductions - - - - - - - - - - -
Net tax revenue 22,147,135 - - - - - - 3,866,611 - 974,747 26,988,493
Tax increments - 5,052,705 - - - - - - - - 5,052,705
Franchise fees & other taxes 820,039 - 1,144,167 - - - - - - 102,491 2,066,697
Special assessments - - - - - - - 2,870,102 - 1,735,908 4,606,010
Licenses and permits 4,490,993 - - - - - - - - 92,190 4,583,183
Intergovernmental 1,197,284 - - 18,700 71,962 - - - - 2,673,563 3,961,509
Charges for services 4,236,442 - - - - - - - - 34,278 4,270,720
Fines and forfeitures 993,954 - - - 169,953 - - - - - 1,163,907
Investment income 144,127 158,945 7,790 - 201 4,258 62 11,408 6,630 106,630 440,051
Other revenue 1,326,443 - - - - 2,795 1,843 - - 51,846 1,382,927
Transfers - - - - - - 20,007 - - 1,384,968 1,404,975
Debt issued - - - - - - - 5,703,423 - 15,779,673 21,483,096
Other financing sources - - - - - - - - - 70,603 70,603
TOTAL REVENUES AND OTHER
FINANCING SOURCES 35,356,417 5,211,650 1,151,957 18,700 242,116 7,053 21,912 12,451,544 6,630 23,006,897 77,474,876
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,713,818 8,777,293 - - - - - - - 247,609 10,738,720
Communication & tech. 1,051,309 - - - - - - - - 154,100 1,205,409
Human resources 979,873 - - - - - - - - - 979,873
Finance 769,429 - - - - - - - - - 769,429
Public works 8,167,858 - - - - - - - - 3,424,712 11,592,570
Engineering 1,501,316 - 914,823 - - - - - - 5,279,103 7,695,242
Police 9,798,255 - - - 215,451 - - - - 592,875 10,606,581
Fire 6,663,937 - - - - - - - 301,350 6,965,287
Parks & recreation 1,283,592 - - - - 32,000 16,328 - 4,358 2,267,135 3,603,413
Community development 1,509,960 - - 18,700 - - - - - 14,826 1,543,486
Debt service - - - - - - - 6,020,022 - - 6,020,022
Transfers 2,254,968 - - - - - - - - 8,755,232 11,010,200
TOTAL EXPENDITURES AND OTHER
FINANCING USES 35,694,315 8,777,293 914,823 18,700 215,451 32,000 16,328 6,020,022 4,358 21,036,942 72,730,232
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 23,901,342 114,688 1,079 - - - 61 - - 111,101 24,128,271
Contractual services 4,351,144 1,443,672 15,726 18,700 66,217 32,000 15,177 - - 377,752 6,320,388
Commodities 1,629,083 - 53 - 70,882 - 1,090 - - 29,569 1,730,677
Central services 3,557,778 - 79,752 - - - - - - - 3,637,530
Equipment - - - - 78,352 - - - - 1,389,968 1,468,320
Capital outlay - 7,218,933 818,213 - - - - - 4,358 10,373,320 18,414,824
Debt service - - - - - - - 6,020,022 - - 6,020,022
Transfers 2,254,968 - - - - - - - - 8,755,232 11,010,200
TOTAL EXPENDITURES AND OTHER
FINANCING USES 35,694,315 8,777,293 914,823 18,700 215,451 32,000 16,328 6,020,022 4,358 21,036,942 72,730,232
CHANGE IN
FUND BALANCE (337,898)$ (3,565,643)$ 237,134$ -$ 26,665$ (24,947)$ 5,584$ 6,431,522$ 2,272$ 1,969,955$ 4,744,644$
2014 GOVERNMENTAL FUND ACTUAL REVENUES AND EXPENDITURES
2014 Actual
Financial Results
by Fund
55 CITY OF EDINA, MINNESOTA
2014 ACTUAL FINANCIAL RESULTS BY FUND
ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Sports Art
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 17,548,883$ 13,515,168$ 918,412$ 3,229,348$ 2,091,685$ 17,874$ 480,882$ 1,325,608$ 758,893$ 39,886,753$
Intergovernmental 333,490 - - - - - - - - 333,490
Investment income 120,307 20,656 12,830 4,155 - - 2,103 22,065 9,858 191,974
Other revenue 1,919 (3,366) - 17,799 882 - 1,345 60,876 7,771 87,226
Transfers - - - 1,699,021 2,351,395 6,409,391 213,825 41,593 25,000 10,740,225
TOTAL REVENUES AND
TRANSFERS IN 18,004,599 13,532,458 931,242 4,950,323 4,443,962 6,427,265 698,155 1,450,142 801,522 51,239,668
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,386,852 - - - - - - - 12,386,852
Finance 246,418 - - - - - - - - 246,418
Public works 13,384,256 - - - - - - - - 13,384,256
Engineering 101,387 - - - - - - - - 101,387
Police 475,136 - - - - - - - - 475,136
Parks and recreation - - 827,485 3,342,493 2,375,173 10,879 654,310 1,340,243 966,266 9,516,849
Transfers 100,000 1,035,000 - - - - - - - 1,135,000
TOTAL EXPENSES AND
TRANSFERS OUT 14,307,197 13,421,852 827,485 3,342,493 2,375,173 10,879 654,310 1,340,243 966,266 37,245,898
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,936,468 31,873 299,949 93,323 - 2,881 65,464 10,241 10,440,199
Personal services 1,698,648 1,433,920 315,794 1,468,190 748,750 7,829 434,583 640,110 560,057 7,307,881
Contractual services 6,603,552 527,025 148,971 527,891 746,959 605 89,221 299,975 173,900 9,118,099
Commodities 820,879 180,576 56,649 378,257 103,107 2,445 68,112 116,404 134,148 1,860,577
Central services 678,743 220,594 25,857 123,729 55,061 - 33,540 49,558 48,112 1,235,194
Depreciation 3,642,118 88,269 241,671 502,528 489,471 - 25,973 168,732 39,808 5,198,570
Interest 763,257 - 6,670 41,949 138,502 - - - - 950,378
Transfers 100,000 1,035,000 - - - - - - - 1,135,000
TOTAL EXPENSES AND
TRANSFERS OUT 14,307,197 13,421,852 827,485 3,342,493 2,375,173 10,879 654,310 1,340,243 966,266 37,245,898
CHANGE IN NET
POSITION 3,697,402$ 110,606$ 103,757$ 1,607,830$ 2,068,789$ 6,416,386$ 43,845$ 109,899$ (164,744)$ 13,993,770$
2014 ENTERPRISE FUND ACTUAL REVENUES AND EXPENSES
56 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
2015 Budget by
Fund
Braemar Arts & Debt Environmental
General HRA PACS CDBG Police SR Memorial Culture Service Efficiency Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 22,933,958$ -$ -$ -$ -$ -$ 20,000$ 5,128,980$ -$ 1,617,072$ 29,700,010$
Reductions (123,000) - - - - - - - - - (123,000)
Net tax revenue 22,810,958 - - - - - 20,000 5,128,980 - 1,617,072 29,577,010
Tax increments - 100,000 - - - - - - - - 100,000
Franchise fees & other taxes 770,000 - 1,200,000 - - - - - - 100,000 2,070,000
Special assessments - - - - - - - 2,083,699 - 1,909,298 3,992,997
Licenses and permits 3,830,080 - - - - - - - - 50,000 3,880,080
Intergovernmental 1,113,500 - - 100,000 115,325 - - - - 3,725,000 5,053,825
Charges for services 3,969,494 - - - - - - - - 50,000 4,019,494
Fines and forfeitures 950,000 - - - - - - - - - 950,000
Investment income 150,000 94,000 - - 300 200 - 20,000 - 62,900 327,400
Other revenue 461,100 - - - 57,821 7,000 23,000 - - 580,000 1,128,921
Transfers 765,100 - - - - - - - - 300,000 1,065,100
Debt issued - - - - - - - - - 4,599,895 4,599,895
Other financing sources - - - - - - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 34,820,232 194,000 1,200,000 100,000 173,446 7,200 43,000 7,232,679 - 12,994,165 56,764,722
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,622,488 3,809,787 - - - - - - - 25,000 5,457,275
Communication & tech. 1,040,674 - - - - - - - - 465,900 1,506,574
Human resources 692,387 - - - - - - - - - 692,387
Finance 904,918 - - - - - - - - - 904,918
Public works 8,459,610 - - - - - - - 327,036 776,872 9,563,518
Engineering 1,735,095 - 1,551,303 - - - - - - 10,463,193 13,749,591
Police 10,357,415 - - - 61,000 - - - - 905,000 11,323,415
Fire 7,007,398 - - - - - - - 41,000 86,549 7,134,947
Parks & recreation 1,388,087 - - - - 240,000 22,907 - 150,915 852,178 2,654,087
Community development 1,612,160 - - 100,000 - - - - - 30,000 1,742,160
Debt service - - - - - - - 6,654,894 - - 6,654,894
Transfers - - - - - - - - - 327,178 327,178
TOTAL EXPENDITURES AND OTHER
FINANCING USES 34,820,232 3,809,787 1,551,303 100,000 61,000 240,000 22,907 6,654,894 518,951 13,931,870 61,710,944
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 24,798,774 118,467 - - - - - - - 106,559 25,023,800
Contractual services 4,469,594 6,120 23,000 100,000 56,000 - 21,057 - - 146,721 4,822,492
Commodities 1,773,292 200 28,000 - 5,000 - 1,850 - - 71,720 1,880,062
Central services 3,778,572 - 81,744 - - - - - - - 3,860,316
Equipment - - - - - 40,000 - - 180,606 1,526,372 1,746,978
Capital outlay - 3,685,000 1,418,559 - - 200,000 - - 338,345 11,753,320 17,395,224
Debt service - - - - - - - 6,654,894 - - 6,654,894
Transfers - - - - - - - - - 327,178 327,178
TOTAL EXPENDITURES AND OTHER
FINANCING USES 34,820,232 3,809,787 1,551,303 100,000 61,000 240,000 22,907 6,654,894 518,951 13,931,870 61,710,944
CHANGE IN
FUND BALANCE -$ (3,615,787)$ (351,303)$ -$ 112,446$ (232,800)$ 20,093$ 577,785$ (518,951)$ (937,705)$ (4,946,222)$
2015 GOVERNMENTAL FUND BUDGETS
57 CITY OF EDINA, MINNESOTA
ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
2015 BUDGET BY FUND
Aquatic Golf Art
Utilities Liquor Center Course Arena Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 19,433,473$ 14,367,118$ 1,023,000$ 3,916,400$ 2,017,519$ 445,950$ 1,354,800$ 786,000$ 43,344,260$
Intergovernmental 116,000 - - - - - - - 116,000
Investment income 96,556 - - - - - 15,000 25,000 136,556
Other revenue 56,527 - - - - 3,000 - - 59,527
Transfers - - - 1,540,000 360,000 285,000 264,700 32,000 2,481,700
TOTAL REVENUES AND
TRANSFERS IN 19,702,556$ 14,367,118$ 1,023,000$ 5,456,400$ 2,377,519$ 733,950$ 1,634,500$ 843,000$ 46,138,043$
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration -$ 12,506,524$ -$ -$ -$ -$ -$ -$ 12,506,524$
Finance 286,381 - - - - - - - 286,381
Public works 13,350,060 - - - - - - - 13,350,060
Engineering 177,000 - - - - - - - 177,000
Police 441,408 - - - - - - - 441,408
Parks and recreation - - 938,625 4,046,382 2,423,956 683,306 1,616,747 1,014,860 10,723,876
Transfers 100,000 1,850,100 - - - - - - 1,950,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,354,849$ 14,356,624$ 938,625$ 4,046,382$ 2,423,956$ 683,306$ 1,616,747$ 1,014,860$ 39,435,349$
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS -$ 10,198,628$ 46,000$ 385,100$ 85,000$ 23,000$ 105,000$ 14,000$ 10,856,728$
Personal services 1,732,897 1,419,298 371,593 1,879,494 885,513 449,431 745,581 623,683 8,107,490
Contractual services 6,723,540 522,928 162,300 642,300 612,750 101,175 362,650 177,625 9,305,268
Commodities 999,500 63,150 89,650 436,900 96,950 48,300 183,450 108,300 2,026,200
Central services 708,588 227,520 27,108 132,588 58,836 35,400 53,316 51,252 1,294,608
Depreciation 3,487,500 75,000 236,500 570,000 545,000 26,000 166,750 40,000 5,146,750
Interest 602,824 - 5,474 - 139,907 - - - 748,205
Transfers 100,000 1,850,100 - - - - - - 1,950,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,354,849$ 14,356,624$ 938,625$ 4,046,382$ 2,423,956$ 683,306$ 1,616,747$ 1,014,860$ 39,435,349$
CHANGE IN NET
POSITION 5,347,707$ 10,494$ 84,375$ 1,410,018$ (46,437)$ 50,644$ 17,753$ (171,860)$ 6,702,694$
2015 ENTERPRISE FUND BUDGETS
58 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
2016 Budget by
Fund
Braemar Arts & Debt Environmental
General HRA PACS CAS CDBG Police SR Memorial Culture Service Efficiency Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 25,023,952$ -$ -$ -$ -$ -$ -$ 20,000$ 5,075,171$ -$ 1,680,000$ 31,799,123$
Reductions - - - - - - - - - - - -
Net tax revenue 25,023,952 - - - - - - 20,000 5,075,171 - 1,680,000 31,799,123
Tax increments - 2,500,000 - - - - - - - - - 2,500,000
Franchise fees & other taxes 810,000 - 1,200,000 200,000 - - - - - - 105,000 2,315,000
Special assessments - - - - - - - - - - 4,127,890 4,127,890
Licenses and permits 4,023,160 - - - - - - - - - 90,000 4,113,160
Intergovernmental 1,191,550 - - - 125,000 36,000 - - - - 3,090,000 4,442,550
Charges for services 3,940,310 50,000 - - - - - - - - 35,000 4,025,310
Fines and forfeitures 975,000 - - - - - - - - - - 975,000
Investment income 120,000 77,000 - - - 300 200 - 10,000 - 70,000 277,500
Other revenue 477,900 - - - - 134,061 5,000 4,850 - - 100,000 721,811
Transfers 100,000 - - - - - - - 2,630,628 - 200,000 2,930,628
Debt issued - - - - - - - - - - 3,852,396 3,852,396
Other financing sources - - - - - - - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 36,661,872 2,627,000 1,200,000 200,000 125,000 170,361 5,200 24,850 7,715,799 - 13,350,286 62,080,368
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,896,810 4,780,835 - - - - - - - - 25,000 6,702,645
Communication & tech. 1,104,618 - - - - - - - - - 749,129 1,853,747
Human resources 790,345 - - - - - - - - - - 790,345
Finance 833,624 - - - - - - - - - 50,000 883,624
Public works 8,926,600 - - - - - - - - 104,000 1,251,836 10,282,436
Engineering 1,585,209 - 1,252,566 153,126 - - - - - - 8,251,528 11,242,429
Police 11,045,546 - - - - 174,000 - - - - 732,650 11,952,196
Fire 7,457,253 - - - - - - - - - 695,000 8,152,253
Parks & recreation 1,374,922 - - - - - - 22,425 - - 323,100 1,720,447
Community development 1,646,945 - - - 125,000 - - - - - - 1,771,945
Debt service - - - - - - - - 7,552,545 - - 7,552,545
Transfers - - - - - - - - - - 2,630,628 2,630,628
TOTAL EXPENDITURES AND OTHER
FINANCING USES 36,661,872 4,780,835 1,252,566 153,126 125,000 174,000 - 22,425 7,552,545 104,000 14,708,871 65,535,240
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 25,797,378 123,970 112,566 103,126 - - - - - - 102,803 26,239,843
Contractual services 4,858,026 655,865 20,000 35,000 125,000 104,000 - 20,400 - - 214,760 6,033,051
Commodities 2,082,840 1,000 20,000 15,000 - 15,000 - 2,025 - - 26,149 2,162,014
Central services 3,923,628 - - - - - - - - - 1,968 3,925,596
Equipment - - - - - 55,000 - - - - 2,058,177 2,113,177
Capital outlay - 4,000,000 1,100,000 - - - - - - 104,000 9,674,386 14,878,386
Debt service - - - - - - - - 7,552,545 - - 7,552,545
Transfers - - - - - - - - - - 2,630,628 2,630,628
TOTAL EXPENDITURES AND OTHER
FINANCING USES 36,661,872 4,780,835 1,252,566 153,126 125,000 174,000 - 22,425 7,552,545 104,000 14,708,871 65,535,240
CHANGE IN
FUND BALANCE -$ (2,153,835)$ (52,566)$ 46,874$ -$ (3,639)$ 5,200$ 2,425$ 163,254$ (104,000)$ (1,358,585)$ (3,454,872)$
2016 GOVERNMENTAL FUND BUDGETS
59 CITY OF EDINA, MINNESOTA
2016 BUDGET BY FUND
ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Sports Art Risk
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Management
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 19,704,773$ 12,414,257$ 975,477$ 2,955,168$ 2,230,250$ 396,310$ 453,350$ 1,350,800$ 779,000$ 731,508$ 41,990,893$
Intergovernmental 297,000 - - - - - - - - - 297,000
Investment income 74,237 - 7,000 8,000 2,000 3,000 2,000 14,000 3,000 - 113,237
Other revenue 10,000 10,000 - - - - 1,500 - - - 21,500
Transfers - - - 150,000 200,000 - 100,000 - 50,000 - 500,000
TOTAL REVENUES AND
TRANSFERS IN 20,086,010 12,424,257 982,477 3,113,168 2,432,250 399,310 556,850 1,364,800 832,000 731,508 42,922,630
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 11,762,118 - - - - - - - - 11,762,118
Human resources - - - - - - - - - 665,000 665,000
Finance 298,393 - - - - - - - - - 298,393
Public works 14,783,880 - - - - - - - - - 14,783,880
Engineering 239,096 - - - - - - - - - 239,096
Police 496,970 - - - - - - - - - 496,970
Parks and recreation - - 918,406 3,202,114 2,610,691 721,441 684,447 1,622,702 1,069,487 - 10,829,288
Transfers 100,000 700,000 - - - - - - - - 800,000
TOTAL EXPENSES AND
TRANSFERS OUT 15,918,339 12,462,118 918,406 3,202,114 2,610,691 721,441 684,447 1,622,702 1,069,487 665,000 39,874,745
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,326,730 42,000 185,599 105,500 - 2,750 85,000 14,000 - 9,761,579
Personal services 2,055,038 1,492,365 331,305 1,356,923 871,133 58,272 439,729 774,962 635,066 60,000 8,074,793
Contractual services 7,312,068 517,906 179,200 490,794 729,950 148,180 106,350 352,250 183,925 605,000 10,625,623
Commodities 1,065,750 74,009 89,150 313,990 104,250 3,277 71,250 169,800 135,800 - 2,027,276
Central services 682,320 256,608 33,228 130,404 68,676 11,712 40,368 68,940 60,696 - 1,352,952
Depreciation 4,227,000 94,500 241,500 640,000 600,000 500,000 24,000 171,750 40,000 - 6,538,750
Interest 476,163 - 2,023 84,404 131,182 - - - - - 693,772
Transfers 100,000 700,000 - - - - - - - - 800,000
TOTAL EXPENSES AND
TRANSFERS OUT 15,918,339 12,462,118 918,406 3,202,114 2,610,691 721,441 684,447 1,622,702 1,069,487 665,000 39,874,745
CHANGE IN NET
POSITION 4,167,671$ (37,861)$ 64,071$ (88,946)$ (178,441)$ (322,131)$ (127,597)$ (257,902)$ (237,487)$ 66,508$ 3,047,885$
2016 ENTERPRISE FUND BUDGETS
60 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
2017 Budget by
Fund
Braemar Arts & Debt Environmental
General HRA PACS CAS CDBG Police SR Memorial Culture Service Efficiency Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 26,360,319$ 95,000$ -$ -$ -$ -$ -$ 20,000$ 5,035,500$ -$ 1,850,000$ 33,360,819$
Reductions - - - - - - - - - - - -
Net tax revenue 26,360,319 95,000 - - - - - 20,000 5,035,500 - 1,850,000 33,360,819
Tax increments - 2,500,000 - - - - - - - - - 2,500,000
Franchise fees & other taxes 810,000 - 1,200,000 250,000 - - - - - - 105,000 2,365,000
Special assessments - - - - - - - - - - 3,878,724 3,878,724
Licenses and permits 4,192,660 - - - - - - - - - 90,000 4,282,660
Intergovernmental 1,195,550 - - - 125,000 36,000 - - - - - 1,356,550
Charges for services 4,017,973 7,275,000 - - - - - - - - 35,000 11,327,973
Fines and forfeitures 975,000 - - - - - - - - - - 975,000
Investment income 120,000 62,000 - - - 300 200 - 10,000 - 70,000 262,500
Other revenue 478,800 - - - - 134,061 5,000 5,350 - - 100,000 723,211
Transfers 50,000 - - - - - - - 2,733,625 - 200,000 2,983,625
Debt issued - - - - - - - - - - 3,193,204 3,193,204
Other financing sources - - - - - - - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 38,200,302 9,932,000 1,200,000 250,000 125,000 170,361 5,200 25,350 7,779,125 - 9,521,928 67,209,266
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,839,504 12,985,433 - - - - - - - - 38,750 14,863,687
Communication & tech. 1,204,517 - - - - - - - - - 539,700 1,744,217
Human resources 812,755 - - - - - - - - - - 812,755
Finance 880,745 - - - - - - - - - - 880,745
Public works 9,227,954 - - - - - - - - - 1,237,935 10,465,889
Engineering 1,642,170 - 1,167,265 157,495 - - - - - - 4,285,605 7,252,535
Police 11,438,368 - - - - 113,000 - - - - 272,410 11,823,778
Fire 7,746,806 - - - - - - - - - 187,000 7,933,806
Parks & recreation 1,597,506 - - - - - - 22,450 - 71,295 205,000 1,896,251
Community development 1,809,977 - - - 125,000 - - - - - 200,000 2,134,977
Debt service - - - - - - - - 7,620,640 - - 7,620,640
Transfers - - - - - - - - - - 2,733,625 2,733,625
TOTAL EXPENDITURES AND OTHER
FINANCING USES 38,200,302 12,985,433 1,167,265 157,495 125,000 113,000 - 22,450 7,620,640 71,295 9,700,025 70,162,905
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 26,745,744 129,068 117,265 107,495 - - - - - - 107,237 27,206,809
Contractual services 5,296,577 679,865 20,000 35,000 125,000 98,000 - 20,425 - - 221,203 6,496,070
Commodities 2,128,165 1,500 20,000 15,000 - 15,000 - 2,025 - - 26,933 2,208,623
Central services 4,029,816 - - - - - - - - - 1,968 4,031,784
Equipment - - - - - - - - - - 1,024,054 1,024,054
Capital outlay - 12,175,000 1,010,000 - - - - - - 71,295 5,585,005 18,841,300
Debt service - - - - - - - - 7,620,640 - - 7,620,640
Transfers - - - - - - - - - - 2,733,625 2,733,625
TOTAL EXPENDITURES AND OTHER
FINANCING USES 38,200,302 12,985,433 1,167,265 157,495 125,000 113,000 - 22,450 7,620,640 71,295 9,700,025 70,162,905
CHANGE IN
FUND BALANCE -$ (3,053,433)$ 32,735$ 92,505$ -$ 57,361$ 5,200$ 2,900$ 158,485$ (71,295)$ (178,097)$ (2,953,639)$
2017 GOVERNMENTAL FUND BUDGETS
61 CITY OF EDINA, MINNESOTA
2017 BUDGET BY FUND
ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Sports Art Risk
Utilities Liquor Center Course Arena Dome Center Edinborough Centennial Management
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 20,680,555$ 12,667,946$ 1,014,186$ 1,273,301$ 2,250,500$ 401,810$ 453,350$ 1,362,800$ 784,000$ 731,508$ 41,619,956$
Intergovernmental 112,000 - - - - - - - - - 112,000
Investment income 79,889 - 3,000 9,000 4,000 5,000 1,000 13,000 3,000 - 117,889
Other revenue 10,000 10,000 - - - - 1,500 - - - 21,500
Transfers - - - 200,000 200,000 - 100,000 - 100,000 - 600,000
TOTAL REVENUES AND
TRANSFERS IN 20,882,444 12,677,946 1,017,186 1,482,301 2,454,500 406,810 555,850 1,375,800 887,000 731,508 42,471,345
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,025,686 - - - - - - - - 12,025,686
Human resources - - - - - - - - - 665,000 665,000
Finance 309,404 - - - - - - - - - 309,404
Public works 15,375,873 - - - - - - - - - 15,375,873
Engineering 243,254 - - - - - - - - - 243,254
Police 507,724 - - - - - - - - - 507,724
Parks and recreation - - 938,173 2,023,015 2,654,073 736,043 709,507 1,671,496 1,095,584 - 9,827,891
Transfers 100,000 750,000 - - - - - - - - 850,000
TOTAL EXPENSES AND
TRANSFERS OUT 16,536,255 12,775,686 938,173 2,023,015 2,654,073 736,043 709,507 1,671,496 1,095,584 665,000 39,804,832
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,517,071 42,000 37,120 105,500 - 2,750 85,000 14,000 - 9,803,441
Personal services 2,141,629 1,551,432 343,354 584,204 905,311 60,424 456,631 807,256 661,099 60,000 7,571,340
Contractual services 7,605,022 526,879 179,200 367,175 729,950 149,930 107,950 351,750 183,925 605,000 10,806,781
Commodities 1,116,700 75,032 89,150 104,085 104,750 3,725 73,800 169,800 123,800 - 1,860,842
Central services 696,132 260,772 37,956 139,392 71,628 11,964 44,376 80,940 70,260 - 1,413,420
Depreciation 4,499,500 94,500 246,500 710,000 610,000 510,000 24,000 176,750 42,500 - 6,913,750
Interest 377,272 - 13 81,039 126,934 - - - - - 585,258
Transfers 100,000 750,000 - - - - - - - - 850,000
TOTAL EXPENSES AND
TRANSFERS OUT 16,536,255 12,775,686 938,173 2,023,015 2,654,073 736,043 709,507 1,671,496 1,095,584 665,000 39,804,832
CHANGE IN NET
POSITION 4,346,189$ (97,740)$ 79,013$ (540,714)$ (199,573)$ (329,233)$ (153,657)$ (295,696)$ (208,584)$ 66,508$ 2,666,513$
2017 ENTERPRISE FUND BUDGETS
62 CITY OF EDINA, MINNESOTA
TRANSFERS
Interfund transfers allow the City to reallocate assets to the funds where those assets can be used to achieve desired
outcomes. For example, for many years in Edina, the three municipal liquor stores generated excess income that has
been reinvested in other purposes. This tradition is expected to continue through 2016, as shown on the next two
pages.
Budgeted transfers in 2016 include:
1. $2,630,628 in total transfers out of the Construction Fund to the Debt Service Fund to provide financing for
principal and interest payments for special assessment bonds. In previous years, special assessment revenue was
primarily recorded in the Debt Service Fund and special assessment funded project expenses were recorded in the
Construction Fund. Beginning in 2015, and going forward, both special assessment revenue and special assessment
funded project expenses are being recorded in the Construction Fund, and a transfer is made into the Debt
Service Fund to pay Special Assessment bond payments when due. This change in accounting procedure allows the
City more investment flexibility throughout the year.
2. $700,000 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the basic operating purposes of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
Construction Utilities Liquor Total
2016 Transfer in:
General Fund -$ -$ 100,000$ 100,000$
Construction - 100,000 100,000 200,000
Debt Service 2,630,628 - - 2,630,628
Golf Course - - 150,000 150,000
Arena - - 200,000 200,000
Art Center - - 100,000 100,000
Centennial Lakes - - 50,000 50,000
Total 2,630,628$ 100,000$ 700,000$ 3,430,628$
2016 Transfer Out:
Transfers
63 CITY OF EDINA, MINNESOTA
TRANSFERS
Budgeted transfers in 2017 include:
1. $2,733,625 in total transfers out of the Construction Fund to the Debt Service Fund to provide financing for
principal and interest payments for special assessment bonds. In previous years, special assessment revenue was
primarily recorded in the Debt Service Fund and special assessment funded project expenses were recorded in the
Construction Fund. Beginning in 2015, and going forward, both special assessment revenue and special assessment
funded project expenses are being recorded in the Construction Fund, and a transfer is made into the Debt
Service Fund to pay Special Assessment bond payments when due. This change in accounting procedure allows the
City more investment flexibility throughout the year.
2. $750,000 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the basic operating purposes of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
In addition to budgeted transfers, the City Council will periodically authorize interfund transfers mid-year. The most
common example of this is when our General Fund has unassigned fund balance at year-end according to our fund
balance policy. Typically we know this amount when the annual audit is finished around June, and the process to reach
a decision on where to allocate this money starts then. The fund balance policy also states that, to the extent possible,
such excess funds should be transferred to the Construction Fund to support capital improvements and equipment.
As of December 31, 2014, the City had $708,294 in excess funds in our General Fund according to our fund balance
policy. During 2015, the City Council decided to allocate this cash to the Construction Fund for 2015-2016 projects.
Construction Utilities Liquor Total
2017 Transfer in:
General Fund -$ -$ 50,000$ 50,000$
Construction - 100,000 100,000 200,000
Debt Service 2,733,625 - - 2,733,625
Golf Course - - 200,000 200,000
Arena - - 200,000 200,000
Art Center - - 100,000 100,000
Centennial Lakes - - 100,000 100,000
Total 2,733,625$ 100,000$ 750,000$ 3,583,625$
2017 Transfer Out:
64 CITY OF EDINA, MINNESOTA
Fund balance refers to the difference between assets and liabilities for governmental funds. Since all related assets and
liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net
worth measure. Credit rating agencies monitor fund balance levels and consider fund balance when determining the
City’s creditworthiness.
GASB 54 defines five different classifications that the City may use to disclose constraints for how these amounts can
be spent. These classifications are as follows:
Nonspendable – Amounts that cannot be spent, such as prepaid items, inventory, and other long-term assets.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Committed – Constrained by formal internal action, such as City Council resolution.
Assigned – Internally imposed constraints that do not meet the definition of Restricted or Committed.
Unassigned – Available to spend.
The schedules on the next two pages show fund balance and net position trends for all of the City’s funds. The first
year of balances and activity shown represent actual amounts from the most recently completed annual audit. The
second year of balances and activity shown are projections compiled by City staff for the uncompleted balance of the
current fiscal year (the year this budget was written). The third and fourth years of balances and activity shown are
continued projections based on the annual revenue and expenditure/expense budgets contained in this document.
Projected
Changes in
Fund Balance
— All Funds
65 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
FUND BALANCE—GOVERNMENTAL FUNDS
Year
Fund Balance
January 1
Revenues and
other financing
sources
Expenditures
and other
financing uses
Fund Balance
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease) Reason for Increase/(Decrease) > 10%
General Fund 2014 14,331,635$ 35,356,417$ 35,694,315$ 13,993,737$ (337,898)$ -2.4%
2015 13,993,737 34,223,048 36,128,992 12,087,793 (1,905,944) -13.6% No estimated transfer from Liquor Fund
2016 12,087,793 36,661,872 36,661,872 12,087,793 - 0.0%
2017 12,087,793 38,200,302 38,200,302 12,087,793 - 0.0%
Housing and 2014 11,495,641 5,211,650 8,777,293 7,929,998 (3,565,643) -31.0% Capital improvements
Redevelopment 2015 7,929,998 1,884,000 3,999,787 5,814,211 (2,115,787) -26.7% Projects detailed in 2015-2019 CIP
Authority (HRA) 2016 5,814,211 2,627,000 4,780,835 3,660,376 (2,153,835) -37.0% Pentagon park developer reimbursement
2017 3,660,376 9,932,000 12,985,433 606,943 (3,053,433) -83.4% Projects detailed in 2015-2019 CIP
Pedestrian and Cyclist 2014 492,362 1,151,957 914,823 729,496 237,134 48.2% Some capital improvements deferred
Safety (PACS) 2015 729,496 1,200,000 1,540,303 389,193 (340,303) -46.6% Projects detailed in 2015-2019 CIP
2016 389,193 1,200,000 1,252,566 336,627 (52,566) -13.5% Projects detailed in 2015-2019 CIP
2017 336,627 1,200,000 1,167,265 369,362 32,735 9.7%
Conservation and 2014 - - - - - 0.0% Fund established in 2016
Sustainability (CAS) 2015 - - - - - 0.0%
2016 - 200,000 153,126 46,874 46,874 0.0%
2017 46,874 250,000 157,495 139,379 92,505 197.3% Building fund balance for cash flow purposes
Community 2014 - 18,700 18,700 - - 0.0%
Development 2015 - 125,000 125,000 - - 0.0%
Block Grant (CDBG) 2016 - 125,000 125,000 - - 0.0%
2017 - 125,000 125,000 - - 0.0%
Police Special 2014 717,343 242,116 215,451 744,008 26,665 3.7%
Revenue 2015 744,008 116,121 328,000 532,129 (211,879) -28.5% Improvement to 911 phone system
2016 532,129 170,361 174,000 528,490 (3,639) -0.7%
2017 528,490 170,361 113,000 585,851 57,361 10.9% External restrictions on spending
Braemar Memorial 2014 335,170 7,053 32,000 310,223 (24,947) -7.4%
2015 310,223 7,200 240,000 77,423 (232,800) -75.0% Projects detailed in 2015-2019 CIP
2016 77,423 5,200 - 82,623 5,200 6.7%
2017 82,623 5,200 - 87,823 5,200 6.3%
Arts & Culture 2014 - 21,912 16,328 5,584 5,584 0.0% Fund established in 2014
2015 5,584 24,850 22,425 8,009 2,425 43.4% Building fund balance for cash flow purposes
2016 8,009 24,850 22,425 10,434 2,425 30.3% Building fund balance for cash flow purposes
2017 10,434 25,350 22,450 13,334 2,900 27.8% Building fund balance for cash flow purposes
Debt Service 2014 6,246,769 12,451,544 6,020,022 12,678,291 6,431,522 103.0% Refunding bonds sold in 2014 for 2015 call
2015 12,678,291 10,869,566 15,502,982 8,044,875 (4,633,416) -36.5% Refunding bonds sold in 2014 for 2015 call
2016 8,044,875 7,715,799 7,552,545 8,208,129 163,254 2.0%
2017 8,208,129 7,779,125 7,620,640 8,366,614 158,485 1.9%
Environmental 2014 816,654 6,630 4,358 818,926 2,272 0.3%
Efficiency 2015 818,926 - 518,951 299,975 (518,951) -63.4% Projects detailed in 2015-2019 CIP
2016 299,975 - 104,000 195,975 (104,000) -34.7% Projects detailed in 2015-2019 CIP
2017 195,975 - 71,295 124,680 (71,295) -36.4% Projects detailed in 2015-2019 CIP
Construction 2014 10,856,561 23,111,625 21,141,670 12,826,516 1,969,955 18.1% Bonds sold for ongoing capital projects
2015 12,826,516 12,885,973 14,443,900 11,268,589 (1,557,927) -12.1% Projects detailed in 2015-2019 CIP
2016 11,268,589 13,350,286 14,708,871 9,910,004 (1,358,585) -12.1% Projects detailed in 2015-2019 CIP
2017 9,910,004 9,521,928 9,700,025 9,731,907 (178,097) -1.8%
Fund
66 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—ENTERPRISE FUNDS
Net position refers to the difference between assets and liabilities for enterprise funds. Since enterprise funds report
more assets and liabilities than governmental funds, net position is a more accurate measure of net worth. Credit
rating agencies also consider fund net position when determining the City’s creditworthiness. Net position is displayed
in three classifications:
Net investment in capital assets – Capital assets less accumulated depreciation and debt, which cannot be spent
because the asset is not liquid.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Unrestricted – Available to spend or allocate.
67 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—ENTERPRISE FUNDS
Year
Net Position
January 1
Revenues and
other financing
sources
Expenses and
other financing
uses
Net Position
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease) Reason for Increase/(Decrease) > 10%
Utilities 2014 65,879,790$ 18,138,014$ 14,440,612$ 69,577,192$ 3,697,402$ 5.6%
2015 69,577,192 19,250,119 15,128,089 73,699,222 4,122,030 5.9%
2016 73,699,222 20,086,010 15,918,339 77,866,893 4,167,671 5.7%
2017 77,866,893 20,882,444 16,536,255 82,213,082 4,346,189 5.6%
Liquor 2014 3,078,285 13,538,824 13,428,218 3,188,891 110,606 3.6%
2015 3,188,891 12,301,202 12,239,609 3,250,484 61,593 1.9%
2016 3,250,484 12,424,257 12,462,118 3,212,623 (37,861) -1.2%
2017 3,212,623 12,677,946 12,775,686 3,114,883 (97,740) -3.0%
Aquatic Center 2014 2,814,917 931,782 828,025 2,918,674 103,757 3.7%
2015 2,918,674 973,500 944,425 2,947,749 29,075 1.0%
2016 2,947,749 982,477 918,406 3,011,820 64,071 2.2%
2017 3,011,820 1,017,186 938,173 3,090,833 79,013 2.6%
Golf Course 2014 4,992,844 4,951,257 3,343,427 6,600,674 1,607,830 32.2% Transfers from other funds
2015 6,600,674 3,132,477 2,895,230 6,837,921 237,247 3.6%
2016 6,837,921 3,113,168 3,202,114 6,748,975 (88,946) -1.3%
2017 6,748,975 1,482,301 2,023,015 6,208,261 (540,714) -8.0% Course renovation.
Arena 2014 2,574,340 4,443,962 2,375,173 4,643,129 2,068,789 80.4% Transfers from other funds
2015 4,643,129 2,398,700 2,631,024 4,410,805 (232,324) -5.0%
2016 4,410,805 2,432,250 2,610,691 4,232,364 (178,441) -4.0%
2017 4,232,364 2,454,500 2,654,073 4,032,791 (199,573) -4.7%
Sports Dome 2014 - 6,427,265 10,879 6,416,386 6,416,386 0.0%
2015 6,416,386 392,310 555,230 6,253,466 (162,920) -2.5%
2016 6,253,466 399,310 721,441 5,931,335 (322,131) -5.2%
2017 5,931,335 406,810 736,043 5,602,102 (329,233) -5.6%
Art Center 2014 360,587 702,239 658,394 404,432 43,845 12.2% Transfers from other funds
2015 404,432 711,182 640,838 474,776 70,344 17.4% Transfers from other funds
2016 474,776 556,850 684,447 347,179 (127,597) -26.9% Increased expenses due to inflation
2017 347,179 555,850 709,507 193,522 (153,657) -44.3% Increased expenses due to inflation
Edinborough Park 2014 2,659,900 1,450,142 1,340,243 2,769,799 109,899 4.1%
2015 2,769,799 1,607,400 1,593,347 2,783,852 14,053 0.5%
2016 2,783,852 1,364,800 1,622,702 2,525,950 (257,902) -9.3%
2017 2,525,950 1,375,800 1,671,496 2,230,254 (295,696) -11.7% Planned use of unrestricted investments
Centennial Lakes 2014 1,244,560 801,522 966,266 1,079,816 (164,744) -13.2% Planned use of unrestricted investments
2015 1,079,816 850,500 1,017,284 913,032 (166,784) -15.4% Planned use of unrestricted investments
2016 913,032 832,000 1,069,487 675,545 (237,487) -26.0% Planned use of unrestricted investments
2017 675,545 887,000 1,095,584 466,961 (208,584) -30.9% Planned use of unrestricted investments
Risk Management 2014 - - - - - 0.0% Fund established in 2016
2015 - - - - - 0.0%
2016 - 731,508 665,000 66,508 66,508 0.0%
2017 66,508 731,508 665,000 133,016 66,508 100.0% Building fund balance for budget overages
Fund
For living, learning, raising families, and doing business.
City of Edina
DEPARTMENTS
70 CITY OF EDINA, MINNESOTA
DMINISTRATION DEPARTMENT
Lisa Schaefer, Assistant City Manager
lschaefer@EdinaMN.gov 952-826-0416
DEPARTMENT OVERVIEW
The Administration Department provides an internal focus for the organization and coordinates and oversees the
supporting departments of the City. The Administration Department supports the City Manager and leads projects
with city-wide impacts including strategic planning, performance management and measurement, oversight of boards
and commissions, leadership development, and neighborhood support. The Department is also responsible for
growing a values-based organizational culture in alignment with the Edina IQS (Integrity, Quality and Service). The
Administration Department contains three divisions: Economic Development (HRA), Elections and Record
Management and Liquor Store Operations. The Department serves as the liaison to the Human Rights & Relations
Commission, Edina Historical Society, Edina Community Foundation and other non-profit service agencies.
MAJOR SERVICE AREAS
Strategic Planning
Performance Management and Measurement
Boards and Commissions
Organization and Leadership Development
Liquor Store Operations
Legal Services
Neighborhood Engagement
Economic Development
Records Management
Licensing
Elections
Volunteer Program
DEPARTMENT ORGANIZATIONAL CHART
The Edina City Council adopted the Vision Edina Strategic Vision and Framework document in 2015.
71 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2016-2017 DEPARTMENT GOALS
Increase the efficiency of internal operations for the City.
Use technology to streamline workflow across City Departments.
Establish formal volunteer program.
Develop and coordinate new leadership training program.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Updated the City’s long-term strategic plan, Vision Edina, through extensive community engagement meetings and
surveys. The document will now serve as the foundation for other strategic efforts including the Comprehensive
Plan, Capital Improvement Plans and budget documents.
Worked with the Customer Service Team to develop and deliver IQS introduction workshop to all City staff.
Coordinated the first employee engagement survey and follow up action plans.
Developed a small area planning guidebook and used the guidebook to complete the Wooddale/Valley View Small
Area Plan.
Officially recognized City neighborhoods and hosted first neighborhood workshop for existing associations.
Rewrote the City’s liquor ordinance to reflect the changing industry and current resident preferences.
PERFORMANCE MEASURES 2013 2014 2015
Percentage of residents rating the quality of life in Edina as
“excellent” or “good”.
99% N/A 96%
Percentage of residents who feel that they could have a say
about how things are run in the community - if they desire
84% N/A 68%
Percentage of residents who, from their experience, rate the
courtesy and friendliness of staff as “excellent” or “good”.
91% N/A 92%
Number of recognized neighborhoods 3 7 9
72 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Administration 1,456,077$ 1,307,748$ 1,294,595$ 1,294,595$ 1,456,454$ 1,494,550$
City Clerk 165,306 406,070 327,893 327,893 440,356 344,954
General fund subtotal 1,621,383 1,713,818 1,622,488 1,622,488 1,896,810 1,839,504
Other Funds
Risk Management 834,129 628,268 555,000 609,000 - -
Economic Development (HRA) 3,900,927 8,777,293 619,287 3,809,787 4,780,835 12,985,433
Construction 367,399 247,609 25,000 25,000 25,000 38,750
Liquor fund 12,264,413 12,386,852 11,354,609 12,506,524 11,762,118 12,025,686
Department Total Budget 18,988,251$ 23,753,840$ 14,176,384$ 18,572,799$ 18,464,763$ 26,889,373$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Administration Department Expenditures & Expenses
Administration
7%
City Clerk
2%Risk
Management
2%
Economic
Development
(HRA)
29%
Construction
0%
Liquor fund
60%
Expenditures and Expenses by Service
Area
73 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Administration
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 639,837$ 579,309$ 565,832$ 565,832$ 623,521$ 648,383$
Contractual services 335,667 273,135 253,475 253,475 317,729 330,835
Commodities 11,845 12,080 5,000 5,000 33,100 32,100
Central services 101,583 83,680 90,288 90,288 82,104 83,232
Total 1,088,932$ 948,204$ 914,595$ 914,595$ 1,056,454$ 1,094,550$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Administration Expenditures
Personal services
60%
Contractual
services
29%
Commodities
2%Central
services
9%
Administration Expenditures by Type
74 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
City Clerk
DIVISION OVERVIEW
The City Clerk Division is responsible for duties outlined in Minnesota State Statute 412.151 including: administration
of elections, maintenance of official records and the City Code, records management and data practices. The City
Clerk serves as the Data Practices Compliance Officer and Responsible Authority.
The Division conducts all national, state, county and City elections held in even-numbered years. Additionally, the City
conducts all Edina School District 273 elections held in odd-numbered years. Costs for conducting school elections
are billed to the Edina School District. Edina has 20 voting precincts with approximately 32,000 registered voters.
The Division recruits and trains approximately 300 election judges each election cycle. Absentee ballots are also
issued and processed through the City Clerk division. Typically, about 20% of citizens voting in Edina do so via
absentee ballot.
The Division coordinates the issuance of business licenses within the City of Edina, including amusement devices, body
art, food establishments, liquor sales, massage, multi-family housing garages, pools, parking ramps, refuse haulers,
tobacco and vending sales. Permits are also issued for the following activities: block parties, charitable gambling
registration, fireworks sales, loudspeakers and special events. In addition, the Division processes registrations for
domestic partnerships and the keeping of honeybees.
24,049 residents voted during the elections held in 2014.
75 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK
2016-2017 DIVISION GOALS
Evaluate online election judge training.
Update and implement records training for City employees.
Expand the electronic records archives.
Select and implement business licensing software in conjunction with the Edina Health Division.
Administer 2016 general election in an effective and efficient manner.
2014-2015 DIVISION ACCOMPLISHMENTS
Assisted 24,049 citizens cast their ballots during the 2014 General Election — 69.8% of registered voters
participated in the election.
Processed 5,057 absentee ballots, which was 25% more absentee ballots than the previous General Election in
2010.
Added 530,000 pages to the electronic records archive and eliminated 125 boxes of paper records.
Implemented Agenda Management Software for City Council and Boards and Commissions to increase efficiency
for staff and reduce the use of paper.
Completed the recodification of Edina City Code and process two supplements with online versions that is
PERFORMANCE MEASURES 2013 2014 2015
Number of people voting in elections 3,480 24,049 6,656*
Percentage of Registered Voters voting in elections 12.9% 69.8% 24.5%
Number of business licenses issued 647 522 512
Number of permits issued 232 91 98
Number of absentee ballots issued 109 5,057 688
*Numbers based off of special election held in May 2015
76 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 124,390$ 308,305$ 240,082$ 240,082$ 335,384$ 248,250$
Contractual services 17,317 69,177 59,875 59,875 75,700 71,300
Commodities 10,094 13,121 12,000 12,000 13,000 9,000
Central services 13,505 15,467 15,936 15,936 16,272 16,404
Total 165,306$ 406,070$ 327,893$ 327,893$ 440,356$ 344,954$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
City Clerk Expenditures
Personal services
74%
Contractual
services
19%
Commodities
3%
Central services
4%
City Clerk Budgeted Expenditures by Type
77 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Liquor Operations
DIVISION OVERVIEW
The City operates three municipal stores. The 50th & France store is located at 3943 W. 50th St. The Grandview
store is located at 5013 Vernon Ave. The Southdale store is located at 6755 York Ave S. Stores are strategically
located near supermarkets.
The City of Edina is in the municipal liquor business for two reasons: to control the sale of alcohol in our community
and to generate revenue for the City of Edina. In the past, the three Edina Liquor locations combined have generated
over $1 million a year in operating income. Due to increased competition in the marketplace, the City has budgeted
less income for 2016 and 2017. This money will be used to subsidize many of the City’s public amenities by
transferring cash to other City funds, including the Arena, Golf Course, Art Center and Construction Funds. The
General Fund also receives cash from the Liquor Fund.
Edina Liquor continues to be one of the top-performing municipal operations in Minnesota. Edina Liquor consistently
ranks in the top three Minnesota municipal operations in sales and net profit. The Southdale store is the largest
grossing store for a municipal operation in Minnesota. Edina Liquor leads all municipal liquor operations in gross wine
sales, and is one of the top sellers of Scotch Whisky and Irish Whiskey.
DIVISION ORGANIZATIONAL CHART
78 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS
2016-2017 DIVISION GOALS
Continue to pursue new marketing/advertising opportunities to help increase brand awareness in our ever
changing industry.
Continue to implement product training for staff that was developed in the fall of 2015.
Increase membership in the customer loyalty program by using new point of sale software installed in the fall of
2015.
Continue to enhance pricing strategy based on current trends in the industry.
Take active role in working with the Minnesota Municipal Beverage Association and other liquor organizations to
advocate for beneficial legislation.
2014-2015 DIVISION ACCOMPLISHMENTS
Finished developing product training manual used to train staff and improve product knowledge.
Created new community-based branding efforts that received two national awards.
Installed new point of sale system in the fall of 2015 to help better analyze sales and costs.
Completed improvement projects at all stores including the installation of new wayfinding signage, LED signage,
awnings as well as remodeling projects at the Grandview and 50th and France stores.
Extended hours at Southdale store until 10 PM .
* 50th and France store was closed for seven weeks for remodeling
** Through September 2015
PERFORMANCE MEASURES 2013 2014 2015**
Operating revenue as a % of operating expenses 112% 109% 104%
Number of customers 510,138 502,540* 348,544
Gross sales $13,600,099 $13,515,168 $8,840357
Cash transferred out to support other City funds $1,340,100 $1,035,000 $785,000
79 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Operating revenues
Retail sales 13,711,557$ 13,515,168$ 12,290,202$ 14,367,118$ 12,414,257$ 12,667,946$
Total revenues 13,711,557 13,515,168 12,290,202 14,367,118 12,414,257 12,667,946
Operating expenses
Cost of sales and services 9,964,763 9,936,468 9,143,626 10,198,628 9,326,730 9,517,071
Personal services 1,384,831 1,433,920 1,324,517 1,419,298 1,492,365 1,551,432
Contractual services 538,765 527,025 509,453 522,928 517,906 526,879
Commodities 73,598 180,576 73,485 63,150 74,009 75,032
Central services 223,334 220,594 227,528 227,520 256,608 260,772
Depreciation 79,122 88,269 76,000 75,000 94,500 94,500
Total expenses 12,264,413 12,386,852 11,354,609 12,506,524 11,762,118 12,025,686
Operating income 1,447,144 1,128,316 935,593 1,860,594 652,139 642,260
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Liquor Fund Revenues and Expenses
Cost of sales and
services
80%
Personal services
12%
Contractual services
4%
Commodities
1%Central services
2%Depreciation
1%
Liquor Fund Expenses by Type
80 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Economic Development / Housing and Redevelopment
Authority (HRA)
DIVISION OVERVIEW
The City strives to maintain a strong tax base and diversified mixture of land uses to compliment the many single-family
neighborhoods with employment opportunities, retail and service destinations and multi-family housing options. The
City retains a full-time staff person dedicated to economic development and undertakes economic development
projects to sustain and support an environment where businesses can prosper and contribute to the desirable quality of
life for which Edina is known. In recent years, a small portion of these activities have been included in the Administra-
tive expenses of the General Fund with primary support from the Edina Housing and Redevelopment Authority (HRA).
The Edina HRA was established in 1974 for the purpose of undertaking urban redevelopment projects and assisting
with the development of affordable housing. The HRA has been the driving force behind many notable success stories.
The HRA was responsible for planning and implementing streetscape and public parking improvements to revitalize the
50th and France commercial area. The HRA was also the lead partner to guide the development of Edinborough Park
and Centennial Lakes. Each of these projects includes a successful combination of public and private uses that were
jointly developed. At Edinborough Park, the 1-acre indoor park and 1-acre outdoor park are complimented by
professional office space, senior apartments and mixed-income townhouses. Centennial Lakes boasts a 25-acre park
surrounded by Class A office buildings, popular shopping centers and multiple phases of townhouse developments. Each
of these economic development projects has resulted in additional private sector investment in the areas that surround
the initial public investment.
The Edina HRA is an entity legally separate from the City with separate taxing authority. However, for financial report-
ing purposes, the HRA is reported as if it were part of the City’s operations because the members of the City Council
serve as HRA board members and its activity is confined to the City of Edina. The special revenue HRA Fund is used to
account for revenues from several sources (tax increment, bond proceeds, investment earnings, etc.) that are
designated for housing and redevelopment activities. Due to the involvement of tax increment financing (TIF) dollars,
there are legal restrictions on how the money in this fund may be spent.
The HRA Fund had a cumulative balance of $9,057,743 as of Dec. 31, 2014. The fund includes balances from decertified
and active TIF Districts. Major expenditures are anticipated in the near future to eliminate the fund balance from older
TIF Districts and strategically reduce the fund balance from Centennial Lakes TIF. Ongoing expenditures are attributed
to the active TIF Districts as well as a new HRA levy anticipated for 2017. The salary of the Economic Development
Manager and associated expenses are paid through the HRA.
81 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
2016-2017 DIVISION GOALS
Establish new Grandview TIF district as well as prepare for transportation improvements in the district.
Implement a plan to redevelop the former Public Works site.
Adopt redevelopment strategy for City-owned properties on West 49-1/2 Street.
Establish new Housing TIF to deliver new affordable housing at the 66 West site.
Prepare agreements related to private improvements and related public infrastructure at Pentagon Park, including
Phases IA, IB, and 2.
Partner with Hennepin County to redevelop Southdale Regional Library property to include new library in addition
to market-driven mixed-uses.
Identify route for Phase 5 of Promenade.
Complete study of Southdale area.
Outreach to business community, including key employers, property owners, developers and brokers.
Develop strategic plan for business attraction, development and retention.
2014-2015 DIVISION ACCOMPLISHMENTS
Established new Pentagon Park TIF Redevelopment District.
Completed master redevelopment agreement with Pentagon Revival to incent major investment.
Achieved special legislation to use Southdale 2 TIF proceeds to fund new affordable housing.
Helped bring new destination tenant to Southdale Center by revising outdated ordinance.
Completed roadway and pedestrian improvements to France Avenue and Hazelton Road.
Completed infrastructure improvements for Phase 4 of the promenade.
Completed major restoration and improvements to the public parking ramps and streetscaping in the 50th &
France commercial district.
Acquired property at 3944 W. 49-1/2 Street for future redevelopment.
Completed collaborative redevelopment planning for vacant, City-owned land at 5146 Eden Avenue (former Public
Works site).
Completed small area plan for Wooddale/Valley View node.
82 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
PERFORMANCE MEASURES 2013 2014 2015
Full time equivalent jobs within Edina* 48,148 48,741 49,627
Business Establishments within Edina * 2,755 2,733 2,746
Vacancy Rates in SW metro, including Edina**
Retail
Office
Industrial
4.1%
15%
10.6%
3.0%
15.6%
10.7%
3.3%
14.9%
10.6%
Non-Residential Tax Base within Edina*** $1.83 B $2.14 B $2.39 B
State & Regional grants procured for development ($ awarded) $535,100 $625,000 TBD
* Q1 per Bureau of Labor Statistics/ MN-DEED
** Source: Colliers Q3 Market Reports
*** Source: Edina Assessing Department; estimated market value of commercial, industrial and apartment properties, in billions
Personal services
2%
Contractual
services11%
Commodities
0%
Capital outlay
87%
HRA Fund Expenditures by Type
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
HRA Fund
Personal services 112,312$ 114,688$ 118,467$ 118,467$ 123,970$ 129,068$
Contractual services 1,077,559 1,443,672 100,620 6,120 655,865 679,865
Commodities - - 200 200 1,000 1,500
Capital outlay 2,711,056 7,218,933 400,000 3,685,000 4,000,000 12,175,000
Total 3,900,927$ 8,777,293$ 619,287$ 3,809,787$ 4,780,835$ 12,985,433$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Economic Development Expenditures
83 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
At this time, Edina has two active TIF Districts (Southdale 2 and Pentagon Park). Three additional TIF Districts are
included in the budget to account for expenditures of the remaining fund balances. The City & HRA also oversee two
Special Assessment Districts: Grandview and 50th & France. These have been established to maintain and operate public
parking ramps and to make other improvements to the public amenities. A summary of each TIF District and
anticipated expenditures follows. The 2014 year end balances are identified on pages 100-104 of the 2014
Comprehensive Annual Financial Report (CAFR).
This district was established in 1988 with the goal of attracting new investment to the under-developed portions of
Southeast Edina that had formerly been a gravel pit. The District was decertified in 2014 and retained a balance of
$11,584,070 as of 12/31/2014. The balance is intended to be invested in redevelopment projects over the next five
years.
Centennial Lakes TIF Redevelopment District
Anticipated expenses for 2016-2017 include:
Building demolition and site preparation at 3944
West 49-1/2 Street
Urban planning for 50th & France
Updated traffic model of Greater Southdale area
Parking improvements at 50th & France, including
expansion of North Parking Ramp
Intersection improvements at France Ave &
Highway 62 (design and initial construction)
Gateway signage at entry points to Edina
Strategic land acquisition to promote
redevelopment in the Grandview District
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Centennial TIF District
Personal services 102,524$ 89,437$ 118,467$ 118,467$ 49,588$ 25,813$
Contractual services 906,851 1,265,039 6,120 6,120 237,865 15,000
Commodities - - 200 200 1,000 -
Capital outlay 2,709,357 7,217,315 400,000 - 3,375,000 5,500,000
Total 3,718,732$ 8,571,791$ 524,787$ 124,787$ 3,663,453$ 5,540,813$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Centennial TIF District
Tax Increment Finance Districts
84 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
This district was established in 1984 with the general goal of attracting new investment to the older industrial areas
near Highway 100 and Vernon Avenue. Tax proceeds were used to assemble property, remediate environmental
contamination and support the development of three condominium buildings, a Class A office building and a public
library and senior center. Additional streetscape improvements were also completed. The District was decertified in
2010 and retained a balance of $401,143 as of 12/31/2014. The balance is intended to be invested in redevelopment
planning in the Grandview District over the next two years.
Grandview (I) TIF Redevelopment District
Anticipated expenses for 2016-2017 include:
District-wide transportation study
Concept study for Highway 100 “cap” at
Vernon Ave.
Grandview 2 TIF District to achieve additional
redevelopment
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Grandview TIF District
Personal services 9,788$ 17,792$ -$ -$ 24,794$ 12,907$
Contractual services 167,843 28,810 93,000 - 326,500 1,500
Commodities - - - - - -
Capital outlay - - - 3,685,000 - -
Total 177,631$ 46,602$ 93,000$ 3,685,000$ 351,294$ 14,407$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Grandview TIF District
85 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
Three TIF Districts were created in 1990 to encourage redevelopment and economic development at three
commercial nodes in Edina. The 70th & Cahill District, 44th & France District and Wooddale Valley View Districts were
decertified in 1999. The remaining balances were pooled together and the cumulative balance as of 12/31/2014 is
$364,149. This balance is intended to be invested in redevelopment projects in these districts over the next three to
five years.
70th & Cahill TIF Redevelopment District
Anticipated expenses for 2016-2017 include:
Streetscape improvements on Wooddale, ap-
proximately $100,000
Small area plan for 70th & Cahill
Financial support will also be considered for
additional projects that contribute to the goals
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Pentagon Park TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - 26,215 - - 15,000 -
Commodities - - - - - -
Capital outlay 1,699 1,618 - - 75,000 -
Total 1,699$ 27,833$ -$ -$ 90,000$ -$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
70th & Cahill TIF District
86 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
Pentagon Park TIF Redevelopment District
This district was created in 2014 in order to attract first-class investment to this outdated office park that had suffered
from disinvestment over the past several years. The District is anticipated to terminate in 2043. The City entered into
a Master Redevelopment Agreement with Pentagon Revival, LLC in 2014 and laid out a timeline for the private and
sectors to reinvest in this area. While incremental taxes will not be collected until 2018, preliminary planning is under-
way so that this multi-phase project can be successful in the marketplace and reflect the goals of the community. This
District had a negative fund balance of $6,141 as of 12/31/2014.
Anticipated expenses for 2016-2017
include:
Prepare TIF financing agreements for
Phases 1A, 1B and 2
Prepare funding agreements for public
improvements related to Phases
1A, 1B & 2; including improvements
to West 77th Street, Parklawn, Viking
and Computer Drive, new 76th Street
and new ‘living streets’ connecting 77th
& 76th Streets
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Pentagon Park TIF District
Personal services -$ 5,938$ -$ -$ 24,794$ 12,907$
Contractual services - 44,514 1,500 - 25,000 625,000
Commodities - - - - - -
Capital outlay - - - - - 6,675,000
Total -$ 50,452$ 1,500$ -$ 49,794$ 7,312,907$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Pentagon Park TIF District
87 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
This district was created in 2010 to spur investment in and around Southdale Center Mall and is anticipated to termi-
nate in 2021. The City entered into an agreement with the owners of Southdale Center to provide a $5 million no-
interest loan if they would invest at least $15 million into the common areas of the shopping center. This work was
completed in 2012. As of 12/31/2014, this district had a negative fund balance of $4,368,912. This is due to the TIF loan
that is being repaid over the remaining life of the District. In 2014, Edina was granted special legislation to use monies
from this district to support the construction of new affordably-priced housing in Edina.
Southdale 2 TIF Economic Development District
Anticipated expenses for 2016-2017
include:
Repayment of $5 million TIF loan
(principal & interest) from Centennial
Lakes District
66 West apartments, $550,000 grant for
39 affordably-priced housing units
Financial support will be considered for
additional housing projects that include
units that are affordably-priced for
households earning 60% of the Area
Median Income.
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Southdale 2 TIF District
Personal services -$ 1,521$ -$ -$ 24,794$ 12,907$
Contractual services 2,865 79,094 - - 51,500 1,500
Commodities - - - - - -
Capital outlay - - - - - -
Total 2,865$ 80,615$ -$ -$ 76,294$ 14,407$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Southdale 2 TIF District
88 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
Centennial Lakes
65%
Grandview
13%
Southdale 2
0%
Pentagon Park
22%
70th & Cahill
0%
HRA Fund Expenditures by TIF
District
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
TIF District
Centennial Lakes 3,718,732$ 8,571,791$ 524,787$ 124,787$ 3,663,453$ 5,540,813$
Grandview 177,631 46,602 93,000 3,685,000 351,294 14,407
Southdale 2 2,865 80,615 - - 76,294 14,407
Pentagon Park - 50,452 1,500 - 49,794 7,312,907
70th & Cahill 1,699 27,833 - - 90,000 -
Total 3,899,228$ 8,749,460$ 619,287$ 3,809,787$ 4,140,835$ 12,882,534$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Expenditures by TIF District
89 CITY OF EDINA, MINNESOTA
C OMMUNICATIONS & TECHNOLOGY
SERVICES DEPARTMENT
Jennifer Bennerotte, Director
jbennerrotte@EdinaMN.gov 952-833-9520
DEPARTMENT OVERVIEW
While communications has always been an integral part of local government, the City of Edina’s Communications
Department was formally established in 2006. As technology was integrated into City operations, so grew the City’s
Information Technology staff. The I.T. Department was formally established in 2010. In 2012, the two departments
were merged to become the Communications & Technology Services Department. It's the job of the Communications
& Technology Services Department to help other City departments and facilities identify what information and
messages need to be conveyed to Edina's diverse audiences and make sure that this is done in the most effective
manner possible.
The Department includes 11 full-time employees and 10 part-time employees.
MAJOR SERVICE AREAS
Administration of public and education access channels
for Southwest Suburban Cable Commission
Building Security Systems and Access
End-User Support and Training
Network Management
Marketing
Media and Public Relations
Publication of the City’s Newsletters and Magazine
Telecommunications
Video Production and Administration of Government
Access Channels
Development and Oversight of Websites and Social
Media Sites
DEPARTMENT ORGANIZATIONAL CHART
90 CITY OF EDINA, MINNESOTA
2016-2017 DEPARTMENT GOALS
Redesign the City’s website, www.EdinaMN.gov.
Advocate for and advance the use of Geographic Information Systems (GIS) in all City operations.
Implement high-definition webstreaming.
Complete brand audits at all major City facilities.
Set up and program PEG channels on CenturyLink.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Reorganized staff in Communications and Information Technology divisions.
Developed mobile app, Edina to Go.
Implemented network server and storage visualization.
Launched an employee extranet, Edinet.
Implemented a new help desk system for responding to employees’ needs.
PERFORMANCE MEASURES 2013 2014 2015*
Completion of help desk/internal service requests 5,493 8,091 4,351
Quality of Life Survey – Percentage of residents who find About Town to be an
effective communications tool for keeping them informed of City activities
(very effective or somewhat effective)
92% N/A 82%
Quality of Life Survey – Percentage of residents who find the City’s website
“Excellent” or “Good” 98% N/A 73%
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
In 2015, the Communications & Technology Services Department received one Regional Emmy, another Regional
Emmy nomination and 6 national awards — three from the National Association of Government Communicators
(NAGC) and six from the City-County Communications & Marketing Association (3CMA). In 2014, the Department
received two Regional Emmy nominations and 11 national awards — five from NAGC and six from 3CMA.
*Through September 2015
91 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Communications 984,921$ 1,051,309$ 1,073,850$ 1,040,674$ 1,104,618$ 1,204,517$
General fund subtotal 984,921 1,051,309 1,073,850 1,040,674 1,104,618 1,204,517
Other Funds
Technology central services 884,057 990,833 1,044,271 1,021,771 1,234,431 1,321,891
Construction 337,865 154,100 465,900 465,900 749,129 539,700
Department Total Budget 2,206,843$ 2,196,242$ 2,584,021$ 2,528,345$ 3,088,178$ 3,066,108$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Communications and Technology Services Department Expenditures
Communications
44%Technology
central services
56%
Expenditures by Division
92 CITY OF EDINA, MINNESOTA
DIVISION OVERVIEW
The Communications division works to find opportunities to promote what makes Edina the great community that it is
and the successes of City government. Among other things, the Communications division is responsible for media and
public relations; publication of the City's newsletters and magazines, including About Town; maintaining the City’s
internal and external websites and social media sites; and administering the government access channels, Edina Chan-
nels 16 and 813.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Communications Division
Edina was one of the first cities in Minnesota to begin broadcasting in high definition. Communications staff began
broadcasting meetings in high definition in 2015 after the equipment in the Council Chambers at Edina City Hall was
upgraded. All other content, including “Agenda: Edina,” “Beyond the Badge,” “Enterprise Edina” and public service
announcements, has been broadcast in high definition since late 2013.
DIVISION ORGANIZATIONAL CHART
93 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
2016-2017 DIVISION GOALS
Launch mobile-friendly, redesigned website.
Research feasibility of sign-on for third-party websites and develop such functionality wherever possible.
Develop content calendars for all social media sites managed by the City.
2014-2015 DIVISION ACCOMPLISHMENTS
Developed award-winning mobile app, Edina To Go.
Developed award-winning employee extranet, Edinet.
Hosted and promoted monthly “Speak Up, Edina” topics on www.SpeakUpEdina.org.
Migrated email subscription service, “City Extra”, to MailChimp and grew base of subscribers.
Began broadcasting government channel programming in high-definition and upgraded the City Council Chambers
to high-definition equipment.
PERFORMANCE MEASURES 2013 2014 2015*
Social media fans/followers 16,828 24,939 26,442
Online viewership increases for Edina TV programming 44,668 76,807 96,650
Email subscriptions to “City Extra” lists 19,344 21,345 27,860
*Through September 2015
94 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 562,773$ 642,620$ 620,714$ 620,803$ 682,806$ 711,261$
Contractual services 325,455 298,899 327,700 303,935 224,700 259,700
Commodities 38,633 45,148 55,500 46,000 85,500 85,500
Central services 58,060 64,642 69,936 69,936 111,612 148,056
Capital outlay - - - - - -
Construction Fund
Equipment replacement 139,818 2,100 150,000 150,000 - -
Capital outlay - - - - - -
Total 1,124,739$ 1,053,409$ 1,223,850$ 1,190,674$ 1,104,618$ 1,204,517$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Communications Expenditures
Personal services
56%
Contractual
services
25%
Commodities
5%
Central
services
8%
Capital outlay
0%
Equipment
replacement
6%
Communications
Expenditures by Type
95 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Information Technology Division
DIVISION OVERVIEW
Besides the Director, the Information Technology division includes an I.T. Manager, I.T. Systems Administrator, I.T.
Coordinator and three I.T. Specialists.
The I.T. division’s primary goal is to enable access to City information and services conveniently, securely and
efficiently. The I.T. division provides the central services required by City departments, offices and facilities, including
data center operations, network and telecommunications services, end-user support for personal computers, strategic
technology investigation, project oversight, and administration of the City’s hardware, software, and infrastructure
contracts and agreements. They work to provide the vision, leadership and skills that will enable the City to benefit
from technological innovation and improve service to the community.
The I.T. division provides support to 540 domain users and 566 email users. At the beginning of 2015, the City’s
computer inventory totaled more than 365 computers, 114 mobile devices and 30 servers.
In 2015, LOGIS completed a detailed review of the City of Edina’s network security profile to determine compliancy
with the LOGIS Member Security Policy. The audit found City of Edina has implemented many strong security
baselines, though LOGIS made several recommendations to enhance the City’s security profile as it relates to industry
best practices and BCA, PCI, and LOGIS policies. I.T. staff will work toward meeting those recommendations in the
2016-2017 budget cycle.
DIVISION ORGANIZATIONAL CHART
96 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
2016-2017 DIVISION GOALS
Complete server virtualization and investigate targeted desktop virtualization.
Implement log management and file change management to ensure PCI compliance.
Continue to improve the user experience for remote users.
Implement LOGIS security audit recommendations to enhance the City’s security profile as it relates to industry
best practices and BCA, PCI, and LOGIS policies
2014-2015 DIVISION ACCOMPLISHMENTS
Implemented network server and storage virtualization.
Expanded fiber optic network to Braemar Field, Pamela Park and Edina Police Department precinct at Southdale
Center.
Updated technology in the Cahill room, Mayor’s Conference Room and Minnehaha Room at Edina City Hall and at
the Edina Senior Center.
Enhanced internal service levels through increased cross-training, documentation and training.
Improved I.T. offerings for employees connecting to the network from mobile devices.
Achieved PCI compliance at the City’s various enterprise facilities.
PERFORMANCE MEASURES 2013 2014 2015*
Number of smart mobile devices managed by the City of Edina 54 87 110
I.T. Client Survey — Percentage of employees who said the service provided
and the results “exceeded expectations or more”
75% N/A 72%
I.T. Client Survey — Percentage of employees who said service provided
“exceeded expectations or more” in professionalism, receptiveness and
helpfulness
75% N/A 88%
Internal network and server up-time N/A N/A 100%
*Through September 2015
97 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Central Services (No Fund)
Personal services 444,907$ 495,258$ 497,455$ 507,455$ 576,015$ 599,975$
Contractual services 338,011 401,811 429,750 411,750 529,850 604,850
Commodities 101,139 93,764 117,066 102,566 128,566 117,066
Construction Fund
Equipment replacement 147,408 128,122 151,900 151,900 279,629 52,000
Capital outlay 50,639 23,878 164,000 164,000 469,500 487,700
Total 1,082,104$ 1,142,833$ 1,360,171$ 1,337,671$ 1,983,560$ 1,861,591$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Information Technology Expenditures
Personal services
36%
Contractual
services
31%
Commodities
8%
Equipment
replacement
10%
Capital outlay
15%
Information Technology
Expenditures by Type
98 CITY OF EDINA, MINNESOTA
UMAN RESOURCES DEPARTMENT
Kay McAloney, Director
kmcaloney@EdinaMN.gov 952-826-0415
DEPARTMENT OVERVIEW
The Human Resources Department is dedicated to working with other City departments to ensure that employment
practices are aligned to meet the goals of the City. This work includes developing recruitment and selection systems to
hire top talent. The Department is responsible for designing, implementing and negotiating cost-effective compensation
and benefits plans that reward and retain the right talent to deliver quality services. Human Resources develops em-
ployment policies based on best management practices and compliance with employment laws as well as employee per-
formance management, training and development systems that align with City goals. The Human Resources Depart-
ment also provides leadership consulting and training. and participates in effective employee and labor relations to bal-
ance the needs of all stakeholders.
MAJOR SERVICE AREAS
Recruitment and Selection
Compensation and Benefits
Employee and Labor Relations
Employment Policies
Employee Safety and Wellness
Leadership and Organizational Development
Performance Management
Payroll
Risk Management
DEPARTMENT ORGANIZATIONAL CHART
99 CITY OF EDINA, MINNESOTA
2016-2017 DEPARTMENT GOALS
Implement electronic personnel files and develop implementation plan for upgrade of Human Resources Infor-
mation Systems (HRIS) and payroll systems.
Transition records to the City’s electronic records management system (EdinaDocs).
Develop and implement a cost-effective strategy for health insurance changes required by healthcare reform.
Develop and implement a comprehensive new employee onboarding program.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Completed revision of major employment policies.
Transitioned the City’s Property, Liability, and Worker’s Compensation insurance to the League of Minnesota Cit-
ies Insurance Trust (LMCIT).
Restructured payroll software to provide more efficient reconciliation and reporting.
Implemented new technology to audit and streamline employee benefits administration.
Moved over 200 employees to electronic timecard entry.
Implemented new technology to streamline the onboarding of approximately 400 seasonal employees each year.
Incorporated measures of Edina IQS (Integrity, Quality, Service) into the employee recruitment and performance
review processes.
Developed employee benefits portal for employee extranet.
HUMAN RESOURCES DEPARTMENT
For the 2016-2017 budget, expenses for payroll and the City’s property and liability insurance are reflected in the
Human Resources Budget. Previously, payroll was reflected in Finance and Insurance was in Administration.
PERFORMANCE MEASURES 2013 2014 2015*
Number of worker's compensation claims resulting in lost time or medical
treatment
31 36 21
Number of external recruitments processes conducted for full-time, part-
time, and seasonal positions.
86 83 72
Number of regular full-time employees who left employment with the City of
Edina, excluding retirements.
4 13 15
* Through September 2015
100 CITY OF EDINA, MINNESOTA
HUMAN RESOURCES DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 432,746$ 446,268$ 506,200$ 435,243$ 525,553$ 547,747$
Severance payments 336,499 481,617 200,000 200,000 200,000 200,000
Contractual services 50,876 30,051 36,440 35,000 37,200 37,200
Commodities 973 4,437 2,500 2,500 2,500 2,500
Central services - 17,500 19,644 19,644 25,092 25,308
General fund subtotal 821,094 979,873 764,784 692,387 790,345 812,755
Other Funds
Risk management fund - - - - 665,000 665,000
Employee shared services 57,197 121,315 256,200 252,700 227,800 228,300
Department Total Budget 878,291$ 1,101,188$ 1,020,984$ 945,087$ 1,683,145$ 1,706,055$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Human Resources Department Expenditures
Personal services
29%
Severance
payments
16%
Contractual
services
54%
Commodities
0%
Central services
1%
Expenditures by Type
101 CITY OF EDINA, MINNESOTA
INANCE
Eric Roggeman, Director
eroggeman@EdinaMN.gov 952-826-0414
DEPARTMENT OVERVIEW
Finance provides accounting and control services for all financial activities of the City, the Housing and Redevelopment
Authority (HRA), the South Metro Public Safety Training Facility, and other auxiliary organizations. The department is
also responsible for revenue collections, disbursements and investments, preparation of the annual budget and financial
statements of the City. Periodically, the department will also perform custom financial analysis for various proposals.
The Finance Department is responsible for generating about 55,000 utility bills and 15,000 vendor payments annually.
The department is also responsible for managing the City’s debt and investments as well as preparing the City budget,
annual financial report (CAFR), and capital improvement plan (CIP).
MAJOR SERVICE AREAS
Accounting
Accounts payable
Budget & CIP compilation
Finance administration
Financial reporting
Revenue collections
Tax compliance
Treasury & debt administration
Utility billing
DEPARTMENT ORGANIZATIONAL CHART
The Finance Department received the Certificate of Achievement for Excellence in Financial Reporting for
our CAFR from the Government Finance Officers Association of the US & Canada (GFOA) for our 2014 report. This was
the ninth consecutive year the department received the award.
102 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Received an unqualified (clean) opinion from the independent auditors for the 2014 Comprehensive Annual
Financial Report (CAFR).
Implemented an electronic payment program for City vendors. Over 100 vendors have enrolled in the program
and over $5 million in payments were made through the program in the first year of implementation.
Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the
City’s 2014-2015 Budget book.
Implemented an eUtility Billing system, allowing residents to view and pay their utility bills online. Currently, over
900 households are enrolled and using the program.
Successful completion of audits by the MN Department of Revenue related to Sales Tax and MinnesotaCare Tax
(Ambulance) with no reportable findings.
2016-2017 DEPARTMENT GOALS
Convert water meter readings from 100 cubic foot units to gallons to increase transparency and customer
understanding of water bills.
Implement an automated accounts payable system that is configurable to the City’s workflow, is capable of reading
invoices using optical character recognition, and allows for electronic coding and approval of invoices.
Work with the City’s Communication & Technology Services Department to make improvements to the Finance
Department’s webpage; allowing residents to more easily access important financial documents.
PERFORMANCE MEASURES 2013
2014
2015
Receive unqualified audit report Yes Yes TBD
Receive the Certificate of Achievement for Excellence in Financial Re-
porting for our CAFR from the Government Finance Officers Associa-
tion of the US & Canada (GFOA)
Yes Yes TBD
Standard & Poor’s debt credit rating AAA AAA AAA
Moody’s debt credit rating Aaa Aaa Aaa
Receive the Distinguished Budget Presentation Award from the Gov-
ernment Finance Officers Association of the US & Canada (GFOA)
N/A* Yes N/A*
* The City completes a biennial budget, and first applied for the budget award with completion of the 2014-2015
budget book.
103 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
ADVANCEMENTS IN SERVICES
The Finance Department is seeing a rapid change in service areas due to changing technology. These new services are
in addition to current business operations.
The City expects to process around 5,500 electronic payments in 2016, which includes ACH and purchasing card pay-
ments. This represents about one-third of the total, and is an increase from 4,000 from 2012.
Residents have the option to pay their utility bills a variety of ways. The City accepts credit cards through an automatic
payment plan, by phone, or in-person at City Hall. Electronic ACH payments are also accepted through an automatic
payment plan or through a couple of different bank billpay companies. Despite rapid growth in electronic receipts, the
most popular payment method for our customers remains cash and checks, at over 50%. The rapid growth in elec-
tronic receipts starting in 2014 is the result of a new online bill view and payment service.
0%
20%
40%
60%
80%
100%
2012 2013 2014 2015 2016
Projected
2017
Projected
Utility Receipts by Payment Option
Credit card (autopay, by phone or at City Hall)
ACH (autopay or bank billpay)
Cash or Check (mail or at City Hall)
‐
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2012 2013 2014 2015 2016 Projected 2017 Projected
Vendor Payments by Type
Paper checks ACH Purchasing cards
104 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 531,918$ 498,390$ 534,500$ 630,730$ 528,028$ 550,309$
Contractual services 141,576 208,847 239,450 212,700 242,900 267,100
Commodities 1,863 9,258 15,700 4,500 14,000 14,100
Central services 65,443 52,934 56,988 56,988 48,696 49,236
General fund subtotal 740,800 769,429 846,638 904,918 833,624 880,745
Other Funds
Utility 41,301 246,418 292,381 286,381 298,393 309,404
Construction - - - - 50,000 -
Department Total Budget 782,101$ 1,015,847$ 1,139,019$ 1,191,299$ 1,182,017$ 1,190,149$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Finance Department Expenditures & Expenses
Admin &
treasury
23%
Budget,
accounting &
reporting
33%
Accounts
payable
12%
Revenue
collections &
tax
compliance
13%
Utility billing
19%
Estimated Expenditures by Service
Area
105 CITY OF EDINA, MINNESOTA
UBLIC WORKS DEPARTMENT
Brian Olson, Director
bolson@EdinaMN.gov 952-826-0311
DEPARTMENT OVERVIEW
Edina's infrastructure -- its parks, streets and curbs, storm and sanitary sewers, bridges, walking paths and sidewalks,
water mains, hydrants, pumping stations and wells (all the behind-the-scenes equipment and structures that form the
physical backbone of the City) -- are in the care of the employees of Edina's Public Works Department.
The Public Works Department is comprised of the Streets (Bituminous and Concrete), Park Maintenance, Utilities,
Facilities (including HVAC and Electrical) and Equipment Operations divisions. Employees of each of these divisions
efficiently and responsibly care for over 40 parks, 230 miles of roadway, 18 deep water wells, four water treatment
plants, four water towers with a three million-gallon total capacity, four million gallons of water in underground reser-
voir, 23 sanitary sewer lift stations, 11 storm sewer lift stations, 80 miles of storm sewer mains, 180 miles of sanitary
sewer mains, 200 miles of water mains, 25 miles of sidewalk and eight miles of walking paths, 4 municipal parking
ramps, $8 million in rolling stock (vehicles and equipment), including automobiles, mowers, trucks of every description,
snowplows, street sweepers, fire trucks, ambulances, and police cars.
MAJOR SERVICE AREAS
Asphalt Street Maintenance
Concrete Street Maintenance
Utility Operations
Facility Maintenance
Parks Maintenance
Equipment Operations
DEPARTMENT ORGANIZATIONAL CHART
106 CITY OF EDINA, MINNESOTA
2016-2017 DEPARTMENTAL GOALS
Implement an on-call policy to improve service response to emergencies.
Complete the floor and fire sprinkler system at the cold storage facility.
Focus on integration, implementation and training for technology associated with mobile Edina to Go application.
2014-2015 DEPARTMENTAL ACCOMPLISHMENTS
Upgraded CityWorks work order system.
“No fault” insurance established through the League of Minnesota Cities Insurance Trust.
Implemented fleet maintenance software upgrade.
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES 2013
2014
2015
Percentage of residents rating the quality of the City’s sanitary sewer
services as “excellent” or “good” in the Quality of Life Survey.
97% N/A 83%
Total number of invoices processed 5,798 6,017 3,933*
Total number of work orders written 2,447 2,968 TBD
* Through September 2015
107 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Administration
3%
Streets
18%
Park maintenance
11%
Property
management
3%
Equipment
operations
7%Construction
5%
Environmental
Efficiency
1%
Utility operations
52%
Budgeted Expenditures and Expenses by Division
and/or Service Area
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Administration 708,582$ 846,092$ 817,724$ 817,824$ 948,702$ 974,463$
Streets 4,444,686 4,486,520 4,880,755 4,727,255 4,861,481 5,003,380
Park maintenance 2,645,523 2,835,246 2,953,081 2,914,531 3,116,417 3,250,111
General fund subtotal 7,798,791 8,167,858 8,651,560 8,459,610 8,926,600 9,227,954
Other Funds
Property management 865,152 881,942 1,030,312 997,964 954,666 971,522
Equipment operations 1,772,497 1,795,918 1,856,932 1,824,432 1,849,549 1,902,120
Construction 531,388 3,424,712 776,872 776,872 1,251,836 1,237,935
Environmental Efficiency - - 327,036 327,036 104,000 -
Utility operations 13,099,447 13,384,256 14,067,575 13,350,060 14,783,880 15,375,873
Department Total Budget 24,067,275$ 27,654,686$ 26,710,287$ 25,735,974$ 27,870,531$ 28,715,404$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Public Works Department Expenditures & Expenses
108 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Parks Maintenance Division
DIVISION OVERVIEW
The City of Edina prides itself in providing premier public facilities. The Park Maintenance division operates nearly 40
parks and recreational facilities, including Arneson Acres, Todd, Pamela, Arden, and Highlands Parks and over a dozen
warming houses. The activities of the division support more than a dozen athletic associations that serve thousands of
athletic participants.
There are currently 16 staff in the Public Works Parks Maintenance Division.
DIVISION ORGANIZATIONAL CHART
109 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— PARKS MAINTENANCE DIVISION
2016-2017 DIVISION GOALS
Identify four special project areas annually for high intensity buckthorn removal projects.
Complete replacement of equipment as scheduled in the capital improvement project.
Prepare a response plan for the anticipated impact of the Emerald Ash Borer (EAB) on trees in City right-of-ways
and City-owned properties.
2014-2015 DIVISION ACCOMPLISHMENTS
Utley Park bathrooms remodeled for ADA compliance and under budget.
Resurfaced Van Valkenburg Park parking lot.
Completed in-house construction of Garden Park dugouts.
Hosted State Legion tournament at Courtney Fields.
PERFORMANCE MEASURES 2013
2014
2015
Percentage of residents rating the quality of parks maintenance service
as “excellent” or “good” in the Quality of Life Survey.
99% N/A 91%
Percentage of residents rating the condition of trails and sidewalks as
“excellent” or “good” in the Quality of Life Survey.
95% N/A 83%
110 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— PARKS MAINTENANCE DIVISION
Personal
services
61%
Contractual
services
16%
Commodities
8%
Central Services
12%
Equipment
replacement
3%
Budgeted Expenditures by Type
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 1,763,414$ 1,827,088$ 1,844,549$ 1,844,549$ 1,929,605$ 2,010,851$
Contractual services 382,753 468,693 508,000 458,450 542,100 576,800
Commodities 168,234 189,741 260,200 241,200 286,800 297,300
Central Services 331,122 349,724 340,332 370,332 357,912 365,160
Construction Fund
Equipment replacement 78,150 119,973 40,000 60,420 82,900 126,100
Total 2,723,673$ 2,955,219$ 2,993,081$ 2,974,951$ 3,199,317$ 3,376,211$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Maintenance Expenditures
111 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Facilities Division
DIVISION OVERVIEW
The Facilities Management Division supports all City departments by managing the long term viability of the City’s
current physical infrastructure and by planning for future needs. The major facilities include City Hall, Public Works
and Parks Maintenance Facility, City parking ramps and other non-City facilities including the exterior building services
at Edina Community Library/Senior Center, the 50th & France Special Services District, park shelter buildings and
utility buildings. The City maintains nearly 80 buildings.
The Facilities Division includes the Electrical and HVAC Division of the City’s Public Works Department. It is
responsible for the maintenance and repair of more than 40 park shelter buildings, utility buildings and well houses,
City Hall and the Public Works building. It also maintains more than 400 street lights, City-owned traffic signals, and
lighting fixtures for the more than 80 City facilities and the Electrical/HVAC needs at each of those facilities. They also
manage and act as the first contact for each of the 2,500 Xcel Energy-owned street lights, 26 Hennepin County signals
and 10 traffic signals owned by the State of Minnesota.
The Public Works Electrical/HVAC Division maintains and repairs Electrical/HVAC needs for:
12 neighborhood street lighting systems and more than 400 City-owned street lights.
Hockey rink lighting and athletic field lighting, warming house lighting/electrical maintenance and heating and air
conditioning at 25 park facilities.
Interior and exterior lighting, electrical maintenance, heating and A/C and a GEO thermal system at 63 City
buildings, including Edina City Hall, Public Works & Park Maintenance Facility, two Fire Stations and three
Edina Liquor stores.
13 City-owned traffic signals.
Lighting and electrical needs in the four public parking ramps.
In addition, the division locates all electrical underground wires, such as service wires and those for street light and
traffic signals.
DIVISION ORGANIZATIONAL CHART
112 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— FACILITIES DIVISION
2016-2017 DIVISION GOALS
Development and implementation of program to retrofit industrial area lighting replacement
Implementing Energy Efficiencies and Preventative Maintenance Plan through no and low cost maintenance and op-
erational changes.
Continue to respond to “light out” concerns in an efficient and timely manner.
Complete the 4th year of our industrial LED lighting projects.
Continue to implement traffic signal cabinet removal and replacement program.
2014-2015 DIVISION ACCOMPLISHMENTS
Implemented the signal control cabinet replacement for 2 of the 13 City owned traffic signal controllers.
Completed in-house electrical and HVAC modifications of the Utley Park remodel project.
Implemented new FHWA regulations on crosswalk signal timing for City-maintained traffic signals.
Completed the parking and wayfinding improvements in the 50th and France Business District.
PERFORMANCE MEASURES 2013
2014
2015
Percentage of residents rating the quality of street lighting as “excellent”
or “good” in the Quality of Life Survey.
93% N/A 69%
Performance savings realized by building interior lighting improvements $33,748 $39,271 TBD
Performance savings realized by improvements to building infrastructure
related to heating and ventilation
$14,312 $0 TBD
Performance savings realized by solar panel installation at City Hall $1,465.56 $1,624.72 TBD
113 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Streets Division
DIVISION OVERVIEW
The Streets Division is responsible for the year-round maintenance and repair of more than 230 miles of City streets,
public parking lots, street signs and pavement markings.
This responsibility is managed by two department divisions: Asphalt (bituminous/blacktop) and Concrete Streets. Ap-
proximately 80 percent of Edina's streets are paved with a flexible bituminous pavement. All pothole repairs, street
sweeping, crack sealing and a majority of overlay projects and sealcoating are performed by the Asphalt Streets crews.
The Concrete Streets crews handle the concrete street repairs, concrete curb and gutter, sidewalk replacements and
maintenance of the City’s traffic signs.
There are currently 23 Public Works staff in the Streets Divisions.
DIVISION ORGANIZATIONAL CHART
There are an estimated 1,000 3’ x 6’ crosswalk blocks that are painted annually by the traffic safety branch of the
Concrete Streets Division.
In the off-season, Concrete Streets crews provide non-emergency maintenance services for City Hall.
114 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—STREETS DIVISION
2016-2017 DIVISION GOALS
Successful implementation of street rehabilitation programs (sealcoat, mill and overlay, concrete road repair, etc.).
Implementation of Sign Maintenance Policy and annual bridge rehabilitation program.
Full integration of Edina to Go application that allows concerns from residents to be easier logged and more
efficiently tracked.
Continue annual bridge rehabilitation program that will ensure the safety and stability of Edina’s bridges.
Collaborate with Hennepin County to repaint traffic signal arms and posts on France Avenue from TH 62 to
Minnesota Drive.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed annual mill and overlay program in the asphalt area and concrete rehabilitation program.
Completed software upgrade for pothole crown sourcing application “Edina to Go”.
Responded to 100-year flooding event and provided over 11,000 sand bags to residents in need.
Implemented snow plow hotline during the winter storm events.
In cooperation with the Engineering Department, implemented an annual bridge rehabilitation program.
In cooperation with the Engineering Department, gained approval of the Sign Maintenance Policy to comply with
PERFORMANCE MEASURES 2013
2014
2015*
Percentage of citizens rating street snow plowing as “excellent” or
“good” in the Quality of Life Survey.
96% N/A 87%
Tons of Asphalt pavement constructed 8,829 8,383 8,875
Cubic Yards of Concrete Pavement repair 560 396 560
Number of potholes filled 3,971 3,508 TBD
*Through September 2015
115 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Utilities Division
DIVISION OVERVIEW
The City’s Utilities Division ensures that there is clean, safe water and that what goes down the drain stays down the
drain. There are three main components of the Utilities Division: pump, treat and distribute drinking water; sanitary
sewer collection; and storm water collection. All members of the Utilities Division are certified and licensed by both
the Minnesota Department of Health and the Minnesota Pollution Control Agency, and vary individually in experience
from 2 to 30 years working in the water/wastewater field.
The City of Edina operates two separate water systems: The Morningside water system and the Edina water system.
The Morningside system is supplied with treated surface water from the City of Minneapolis which utilizes Ultrafiltra-
tion, lime softening and multiple chemical treatments. While the water is from Minneapolis, Edina’s Utilities Division
maintains the system’s piping. The Edina system gets its water from 18 groundwater wells. All well water is treated
with fluoride (for public health and wellness), chlorine (disinfectant) and polyphosphates (pipe corrosion inhibitor).
Water Treatment Plants are used for the additional removal of iron and manganese, naturally occurring minerals com-
mon to groundwater. Once the water has been treated, it is distributed through a system of 200 miles of water main,
four water towers and a ground reservoir.
Sewage collection and flow is based on gravity and controlled by lift stations and pumps. The City collects and pumps
sewage to a neighboring community where it eventually goes to a wastewater treatment facility operated by the Metro
Council Environmental Service.
The City also collects storm water. During and after a rain or melt event, it is crucial that water is removed quickly
from roadways so it doesn’t create a public safety issue. However, instead of being sent to a treatment plant, it is rout-
ed to our creeks, ponds, lakes and wetlands. These highly visible areas serve as natural treatment facilities for our
storm water, create wildlife habitat and add to the aesthetics of our neighborhoods.
DIVISION ORGANIZATIONAL CHART
116 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—UTILITIES DIVISION
2014-2015 DIVISION ACCOMPLISHMENTS
Implemented “no fault” insurance plan for residents who experience sewer backups.
Created and began the implementation of a hydrant maintenance program.
Completed emergency repair and rehabilitations on Wells 13 and Well 9.
Upgraded radio system for second leg of SCADA system.
2016-2017 DIVISION GOALS
Complete the scheduled maintenance rehabilitations of Wells 2, 8, and 10.
Complete the hydrant maintenance program.
Complete the Southdale Tower maintenance (cleaning, inspection, design)
Coordinate and complete the installation of meters in every City owned building
PERFORMANCE MEASURES 2013
2014
2015
Operating cost per 1,000,000 gallons water pumped/produced $1,385 $1,317 TBD
Number of water main breaks and water service leaks 82 83 TBD
Number of sewer backups or blockages 13 20 TBD
Percentage of unaccounted water 0.97% 2.28% TBD
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budgeted Budgeted Budgeted
Operating expenses
Cost of sales and services - 1,392 - - - -
Personal services 1,547,580 1,547,047 1,565,488 1,565,488 1,792,171 1,867,698
Contractual services 6,021,636 5,942,796 6,221,279 5,999,500 6,554,488 6,832,607
Commodities 880,738 815,579 1,025,200 993,000 1,059,250 1,110,200
Central services 645,865 672,067 701,748 701,748 674,808 688,596
Depreciation 3,148,601 3,642,117 3,951,036 3,487,500 4,227,000 4,499,500
Bond interest and other 855,027 763,258 602,824 602,824 476,163 377,272
Total expenses 13,099,447 13,384,256 14,067,575 13,350,060 14,783,880 15,375,873
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Utilities Division Expenses
117 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Equipment Operations Division
DIVISION OVERVIEW
The Equipment Operations division serves as the City’s auto shop. It maintains more than $8 million worth of vehicles
and rolling stock. The mechanics that make up this division do all of the routine maintenance, but also are available for
the emergency repairs necessary to keep our fleet in operation during critical events such as snow plowing.
DIVISION ORGANIZATIONAL CHART
2014-2015 DIVISION ACCOMPLISHMENTS
Completed the upgrade of Fleet Management software.
Implemented a scoring methodology for vehicle replacement forecasting
PERFORMANCE MEASURES 2013
2014
2015*
Percentage of internal customers that rated service as “good” or
“excellent”
91.9% N/A 94.2%
Total amount of unleaded fuel used 90,218 104,222 74,648
Total amount of diesel fuel used 66,036 79,097 51,015
Number of repair orders 3,489 6,595 1,837
2016-2017 DIVISION GOALS
Continue weekly inspections of emergency vehicle apparatuses.
Strategically implement equipment replacement plan.
*Through September 2015
118 CITY OF EDINA, MINNESOTA
NGINEERING DEPARTMENT
Chad Millner, Director
cmillner@EdinaMN.gov 952-826-0318
DEPARTMENT ORGANIZATIONAL CHART
DEPARTMENT OVERVIEW
The Engineering Department is responsible for the planning, design and construction of the City’s infrastructure, in-
cluding the sidewalk system and bikeway systems, local and Municipal State Aid street systems, storm sewer, sanitary
sewer, water, and street lighting systems as well as other projects that support residents and businesses. Staff ensures
that projects meet design standards and engineering requirements. The Engineering Department provides staff liaisons
to the Energy & Environment Commission and the Transportation Commission. The Engineering Department also
works directly with other local, regional and state agencies.
MAJOR SERVICE AREAS
Design, Construction and Project Management of Infrastructure
Projects
Transportation
Environmental Services
Asset Management
GIS
119 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
2014-2015 DEPARTMENTAL ACCOMPLISHMENTS
Renewed aging road infrastructure by reconstructing 10.3 and 1.0 miles of local neighborhood and MSA streets.
Improved safety of traveling public and promoted walkability of neighborhoods by constructing 1.6 miles of side-
walks.
Renewed aging water infrastructure by replacing or rehabilitating 9,400 and 3,400 feet of water main, 97 fire hy-
drants, and 127 gate valves.
Renewed aging infrastructure and reduced risk of sanitary backup by removing potential inflow and infiltration and
rehabilitating more than 30,000 feet of sanitary sewer trunk pipe.
Reduced the risk to infrastructure and enabled more efficient operations by implementing right-of-way and asset
management practices which included the complete inventory and mapping of the following assets: sanitary system,
water system, streetlights and street signs.
Completed the planning and prioritization of a Pedestrian and Bicycle Safety Plan.
Refined Infrastructure Condition Assessments and Selection Criteria for Neighborhood Street Reconstruction Pro-
jects.
Improved residential and commercial redevelopment permit review processes by engaging with City planning and
2016-2017 DEPARTMENTAL GOALS
Update and develop surface water plans and policy to meet growing demands related to trend of increased rainfall
and runoff from changing climate and redevelopment. Implement water resource management plan projects includ-
ing flood protection and water quality improvements.
Continue to assess risks and maintain and improve the level of service provided from the public utility systems.
Define infrastructure needs by assessing road and utility condition for MSA Street Reconstruction Projects.
Improve pedestrian and bicycle safety by implementing projects funded by the Pedestrian and Cyclist Safety Fund
(PACS).
Provide superior (timely and relevant) customer service to internal and external customers.
PERFORMANCE MEASURES 2013 2014 2015
Survey Rating from Residents of the Neighborhood Reconstruction
Projects
58% 70% TBD
Miles of sidewalks constructed 0.7 1.6 3.5*
Stormwater and erosion control plans reviewed 243 279 251*
* Through September 2015
120 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Engineering
16%
PACS fund
11%
CAS Fund
1%
Construction
70%
Utility fund
2%
Expenditures and Expenses by Service Area
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Engineering 1,547,916$ 1,501,316$ 1,744,095$ 1,735,095$ 1,585,209$ 1,642,170$
General fund subtotal 1,547,916 1,501,316 1,744,095 1,735,095 1,585,209 1,642,170
Other Funds
PACS fund 542,024 914,823 1,540,303 1,551,303 1,252,566 1,167,265
CAS Fund - - - - 153,126 157,495
Construction 4,262,011 5,279,103 10,463,193 10,463,193 8,251,528 4,285,605
Utility fund 146,836 101,387 177,000 177,000 239,096 243,254
Department Total Budget 6,498,787$ 7,796,629$ 13,924,591$ 13,926,591$ 11,481,525$ 7,495,789$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Engineering Department Expenditures & Expenses
121 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Design and Construction Division
DIVISION ORGANIZATIONAL CHART
DIVISION OVERVIEW
The Design and Constriction Division is responsible for the design and construction of the City’s infrastructure. Staff
utilizes the Pavement Condition Index (PCI) to prioritize street reconstruction projects, factoring in water main and
water service breaks, storm sewer and drainage concerns, sanitary sewer condition concerns and transportation is-
sues. Streets are grouped together in neighborhoods for major reconstruction and maintenance projects.
Division Service Areas include:
Design and coordination of the reconstruction of neighborhood and MSA roadways.
Design and coordinate the rehabilitation of utility infrastructure.
Coordinate bridge inspections and rehabilitations.
Implement Pedestrian and Cyclist Safety (PACS) projects.
Coordinate various projects with MN/DOT and Hennepin County.
Assist the Parks & Recreation and Communication & Technology Services Departments with design and coordina-
tion of infrastructure improvement projects.
122 CITY OF EDINA, MINNESOTA
2014-2015 DIVISION ACCOMPLISHMENTS
Successfully constructed 10.3 and 1.0 miles of local neighborhood and MSA streets.
Installed more than 8,000 feet of raw water main connecting to new Water Treatment Plant #6.
Improved performance of the water infrastructure system by replacing and rehabilitating more than 11,000 feet of
water main, 97 fire hydrants, and 127 gate valves.
Reduced potential inflow and infiltration by rehabilitating over 30,000 ft. of sanitary sewer trunk pipe.
Reduced localized flooding risk by coordinating stormwater conveyance improvements within the Countryside F
and Bredesen Park D Neighborhood reconstruction areas.
Installed 1.0 mile of bicycle lane striping and/or route markers.
ENGINEERING DEPARTMENT—DESIGN AND CONSTRUCTION DIVISION
2016-2017 DIVISION GOALS
Improve communications with residents during the Neighborhood Street Reconstruction Projects through im-
proved meeting materials, increased use of City Extra, efficient use of the City's website and feedback from post
project surveys.
Plan, design, and coordinate street reconstruction utilizing the Living Streets Plan.
Continue to Refine Infrastructure Condition Assessments and Selection Criteria for Neighborhood Street Recon-
struction Projects.
Define Infrastructure Condition Assessments and Selection Criteria for MSA Street Reconstruction Projects.
PERFORMANCE MEASURES
Survey Rating from Residents of the Neighborhood Reconstruction Projects 58% 70% TBD
Overall Citywide Pavement Condition Index (PCI) 51 54 57
123 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Transportation Division
PERFORMANCE MEASURES
2013
2014
2015*
Number of requested and resolved traffic safety issues throughout
the City 90/82 126/117 122/111
Miles of sidewalks constructed 0.7 1.6 3.0
Mile of bikeways constructed 4.6 1.0 0.5
2016-2017 DIVISION GOALS
Continue to prioritize and implement sidewalk and bicycle master plans.
Continue to implement the PACS Fund and Living Street programs.
Conduct transportation studies for key redevelopment sites throughout the City, including the Grandview District
and greater Southdale Area.
DIVISION OVERVIEW
The Transportation Division is responsible for the planning, design and management of local transportation systems
and facilities in the City of Edina. The division considers social, environmental and aesthetic impacts of those systems
when designing projects. Staff work directly with the Transportation Commission on matters related to transportation
systems.
Division Service Areas include:
Oversees the planning and design of traffic operations.
Administers the Living Streets program and Pedestrian and Cyclist Safety (PACS) fund.
Manages the PACS fund budget.
Serves as the staff liaison to the Transportation Commission.
Coordinates non-motorized transportation facilities (NMTF) marketing and promotional activities aimed at further-
ing education in the City.
Receives and reviews resident requests for traffic control or calming devices throughout the City, conducts the
appropriate level of analysis and makes recommendations.
Assists with the preparation and review of City policies related to transportation and traffic systems planning, de-
sign and maintenance.
The Transportation Division includes the Transportation Planner and Traffic Safety Coordinator.
2014-2015 DIVISION ACCOMPLISHMENTS
Branded and implemented the Living Streets Plan
Created a new Sidewalk Facilities Map and amended it into the Comprehensive Plan
Fully implemented the PACS Fund program
Successfully constructed over five miles of new sidewalk
Received a Bicycle-Friendly Community Award at the bronze-level
Initiated a staff-led annual bicycle and pedestrian counting program
*Through September 2015
124 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
PACS Fund
The Pedestrian and Cyclist Safety Fund (PACS Fund) is a special revenue fund created to account for new utility
franchise fee revenues from both Xcel and CenterPoint residential customers. The utility franchise fees are dedicated
revenue to the PACS Fund. Other potential revenues for the PACS Fund may include grants, gifts, special assessments
and transfers from other City funds. The purpose of the PACS Fund is to provide funding for the creation,
maintenance and improvement of non‐motorized transportation facilities for the primary benefit of pedestrians and
cyclists in Edina. Non‐motorized transportation facilities (NMTF) shall be defined as sidewalks, trails and other
bicyclist‐related facilities. In 2015 and 2016 the franchise fees are expected to generate approximately $1.1 million
each year in new revenue.
Personal
services
9%
Contractual
services
2%
Commodities
2%
Central services
0%
Capital outlay
87%
PACS Fund Expenditures
2013 2014 2015 2015 2016 2017
Actual Actual Estimate Budget Budget Budget
Revenues
Franchise fees 1,018,308$ 1,144,167$ 1,200,000$ 1,200,000$ 1,200,000$ 1,200,000$
Intergovernmental 15,000 - - - - -
Investment Income 1,078 7,790 - - - -
Total revenues 1,034,386 1,151,957 1,200,000 1,200,000 1,200,000 1,200,000
Expenditures
Personal services - 1,079 - - 112,566 117,265
Contractual services - 15,726 20,000 23,000 20,000 20,000
Commodities - 53 20,000 28,000 20,000 20,000
Central services 80,004 79,752 81,744 81,744 - -
Capital outlay 462,020 818,213 1,418,559 1,418,559 1,100,000 1,010,000
Total expenses 542,024 914,823 1,540,303 1,551,303 1,252,566 1,167,265
Change in fund balance 492,362 237,134 (340,303) (351,303) (52,566) 32,735
January 1 balance - 492,362 729,496 389,193 37,890 (14,676)
December 31 balance 492,362$ 729,496$ 389,193$ 37,890$ (14,676)$ 18,059$
PACS Fund Financial Summary
125 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
PACS Fund (cont.)
Projects Scheduled for 2017* Notes Location
Hansen Road Sidewalk 2017 Neighborhood Roadway Improvements Darcy LN to W 60th St
Code Avenue Sidewalk 2017 Neighborhood Roadway Improvements Valley View Rd to W 60th St
Maddox Lane Sidewalk 2017 Neighborhood Roadway Improvements Hansen Rd to Mildred Ave
Valley View Road Sidewalk 2017 Neighborhood Roadway Improvements Mildred Ave to Code Ave
Xerxes Avenue South Sidewalk Stand-alone Project 56th Street to 58th Street
Highway 169 Frontage Rd Sidewalk Stand-alone Project Braemar Blvd to Valley View Rd
Two miscellaneous enhanced pedestri-
an (Rectangular Rapid Flashing Beacon)
crossings
TBD
Miscellaneous bicycle facility pavement
markings TBD
*Projects are subject to change.
Projects Scheduled for 2016* Notes Location
Concord Avenue Sidewalk 2016 Neighborhood Roadway Improvements Southview Ln to Lakeview Dr
Beard Avenue South Sidewalk 2016 Neighborhood Roadway Improvements W 60th St to Service Road
Xerxes Avenue South Sidewalk Stand-alone Project 58th Street to 60th Street
Oaklawn Avenue Sidewalk
Connect to Nine Mile Creek Regional Trail
“On-Ramp” (funded by Three Rivers Park
District)
W 72nd St to south of Gilford Dr
W 64th Street Sidewalk Stand-alone project at Rectangular Rapid
Flashing Beacon crossing York Avenue to Xerxes Ave S
Wooddale Avenue Sidewalk WVV Small Area Plan recommendation Fairfax Avenue to Valley View Rd
Tracy Avenue Sidewalk and Bicycle
Facility State Aid reconstruction Benton Ave to Hwy 62 ramps
Tracy Avenue Coincident with roundabout construction Valley Ln to Hwy 62
Valley View/Valley Ln Roundabout
Sidewalk and Bicycle Facility Nine Mile Creek Regional Trail crossing Valley View/Valley Ln Roundabout
Two miscellaneous enhanced
pedestrian (Rectangular Rapid Flashing
Beacon) crossings
TBD
Miscellaneous bicycle facility pavement
markings TBD
126 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Environmental Division
DIVISION ORGANIZATIONAL CHART
One Engineering Technician has been added to the Environmental Division. There
will also be a dedicated employee added for the new CAS Fund. The budget
reflects the change in staffing levels for the Division.
DIVISION OVERVIEW
The Environmental Engineering Division provides engineering support services, programmatic services, outreach, en-
gagement and policy review, and other specialty municipal, energy, or environmental projects. In 2015, the City Coun-
cil approved the creation of the Conservation and Sustainability (CAS) Fund. It is a special revenue fund with dedicated
revenue from utility franchise fees. The revenue will be used to pay for devoted staffing and initiatives that are meant
to further the City of Edina’s goals for environmental protection.
Division Service Areas include:
Engineering support services: geographic information systems management, asset management system, analysis, util-
ity system planning, and staff training
Programmatic services: Right-of-way management, development and permit review, inspection and enforcement,
floodplain management, sanitary I/I reduction, stormwater management, stormwater pollution prevention, compre-
hensive water resources management planning and implementation, and related natural resources and water con-
servation activities.
Outreach, engagement and policy review: Residential redevelopment, water resource and pollution prevention pol-
icy review, serving as liaison to Energy & Environment Commission, and sustainability review.
127 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—ENVIRONMENTAL DIVISION
2014-2015 DIVISION ACCOMPLISHMENTS
Acquired responsibility for the grading permitting process, stormwater and erosion control plan review, and in-
spection and enforcement duties.
Implemented mobile, server based GIS and Asset Management software programs as well as the PublicStuff mobile
application.
Secured the following grant funding: $20,000 for targeted street sweeping for water quality, $25,000 driving range
prairie and forest management and $185,000 for inflow and infiltration abatement.
Amended the policy and comprehensive water resource management plan for Lakes and Pond services.
Successful FEMA floodplain appeal based on technical merit.
Created new Conservation and Sustainability Fund to enhance and further environmental protection goals of the
City.
PERFORMANCE MEASURES 2013 2014 2015*
Total City building energy use (kBtu) 75.6M 83.4M TBD
Total City building energy use cost (B3) $1.23M $1.34M TBD
GIS Service Requests 1700 1546 1892
GIS work orders 600 1064 674
Water Resources education and outreach audience
1 About
Town article,
3 lakes group
meetings, and
2 public
events
2 About Town
articles, 4 lakes
group meetings
and 4 public
events
1 About Town
article, 3 lakes
group meetings
and 1 public event
Site grading, erosion and sediment inspections/enforcements NA/NA 278/28 568/10
Stormwater and erosion control plan reviews 243 279 251
Right-of-way permits processed 255 371 354
2016-2017 DIVISION GOALS
Accelerate the adoption of mobile GIS and asset management tools and integrate with and develop new public
website maps and tools.
Continue improving the permitting, grading, erosion and sediment control process.
Continue to provide excellent customer service levels while increasing public health, safety and welfare through the
enforcement of engineering standards.
Update the City’s floodplain ordinance and revise the City’s Comprehensive Water Resources Management Plan.
*Through September 2015
128 CITY OF EDINA, MINNESOTA
OLICE DEPARTMENT
Dave Nelson, Police Chief
dnelson@EdinaMN.gov 952-826-0487
DEPARTMENT OVERVIEW
The Edina Police Department’s 52 sworn officers and 31 civilian staff consistently deliver outstanding police services,
even as they face a variety of law enforcement challenges. The Department is called upon to perform many emergency
and public service tasks throughout the year and is also responsible for educating the public in crime prevention tech-
niques and investigating all felony crimes against persons, as well as other crimes. In 2014, the City reported 992 major
Part I crimes, such as burglary, robbery, assault and theft, with an additional 686 Part II or lesser crimes. This was an
increase of 5.3% from 2013. More than 80% of the Police budget is directly or indirectly spent on labor.
The Police Department operates 7 days a week, 24 hours per day and maintains an average patrol strength of 5.2 offic-
ers at any given time.
MAJOR SERVICE AREAS
Patrol
Traffic
Animal Control
911 Dispatch
Investigations
School Resource Officers
Drug Task Force
Computer Forensics
Civilian Services
Community Health
Property and Evidence
Crime Prevention
DEPARTMENT ORGANIZATIONAL CHART
129 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
2016-2017 DEPARTMENTAL GOALS
Increase patrol and dispatch staffing levels due to population growth and call-load demands associated with the
addition of new multi-unit housing developments.
Acquire and implement Mobile Pro Systems self-sustaining surveillance equipment to aid crime prevention efforts.
Add one civilian FTE in Admin/Support Unit to accommodate workload associated with increased video technology
demands.
Transition Crime Prevention position to Crime Analyst to effectively identify, analyze and address crime patterns.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Began using PATROL Online training program as a cost-effective and convenient training tool for officers.
Purchased and implemented two License Plate Reader (LPR) units to aid in crime prevention.
Due to a greater than 20% attrition rate over two years, successfully hired and trained a total of 14 new officers
and facilitated 9 internal promotions.
The department was awarded a 4-year grant to fund an additional officer dedicated to impaired driving
enforcement, increasing the safety of our citizens and roadways.
PERFORMANCE MEASURES 2013 2014 2015**
Percentage of respondents rating police services as “Excellent” or
“Good”*
97% N/A* 90%
Cost of police services per household $557.91 $565.68 $552.76
Total number of false residential and commercial alarms 1,150 1,096 827
Total number of traffic citations issued 17,000 16,991 12,848
** Through September 2015 *No survey conducted in 2014
130 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Police protection 8,740,113$ 9,005,972$ 9,624,937$ 9,514,385$ 10,172,961$ 10,542,555$
Community health 431,735 508,764 588,290 544,030 571,535 589,513
Legal services 260,568 283,519 296,000 299,000 301,050 306,300
General fund subtotal 9,432,416 9,798,255 10,509,227 10,357,415 11,045,546 11,438,368
Other Funds
Police special revenue 96,775 215,451 328,000 61,000 174,000 113,000
Construction (equipment) 374,634 592,875 905,000 905,000 732,650 272,410
Recycling 460,602 475,136 491,133 441,408 496,970 507,724
Department Total Budget 10,364,427$ 11,081,717$ 12,233,360$ 11,764,823$ 12,449,166$ 12,331,502$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Police Department Expenditures
Police
protection
91%
Community
health
9%
Expenditures by Service Area
131 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Patrol Division
DIVISION OVERVIEW
In 2014 the Edina Police Department made approximately 19,838 contacts with the public through traffic statute
violations and “Focus-In” contacts, along with responding to 40,789 calls for service. Each and every contact is a
significant interaction with the public. The criminal deterrent value of the interactions is not measurable, but every
contact is a significant step towards crime prevention, public safety and cultivating positive community relations. The
Division consists of 28 full-time employees (FTEs), including 1 lieutenant, 4 sergeants, 21 patrol officers, and 2 K-9
Handlers.
DIVISION ORGANIZATIONAL CHART
Arresting violators who drive under the influence of drugs and alcohol is one of the foremost enforcement objectives for
the Edina Police Department. In 2014, 189 people were arrested for DWI. In 2015, the Edina Police Department
added an additional officer specifically assigned to target impaired drivers through a grant from the MN Office of Traffic
Safety. This additional officer will further our efforts to keep the public safe from impaired drivers.
132 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— PATROL DIVISION
2016-2017 DIVISION GOALS
Advance and continue to develop the training curriculum for new supervisors and Officers-In-Charge.
Expand the “Focus-In” campaign by increasing the quantity of contacts and awareness.
Continue cooperative efforts with private/business partners (malls, clinics and hospitals) in learning the Southwest
Hennepin Regional Response Plan and procedures.
Increase proactive enforcement efforts in traffic statute/ordinance violations and DWI arrests.
2014-2015 DIVISION ACCOMPLISHMENTS
Organized and hosted the U.S. Police Canine Association National Detector Dog Trials.
Purchased and installed two automatic license plate reader systems.
Successfully trained all personnel in the Southwest Hennepin Regional Response to Mass Casualty/Active Shooter.
We had an 11% increase from 2013 in enforcement of statute and ordinance violations and a 14% increase in over-
all arrests with a .9% increase in DWI arrests.
PERFORMANCE MEASURES 2013 2014 2015*
Number of traffic and misdemeanor citable violations 17,954 18,733 13,621
Average response time for top priority calls (in minutes) 4.75 5.57 5.41
Number of DWI arrests 182 189 241
Number of K-9 cases or assists** NA 122 47
**Data reflects one K-9 January
through June 2014
*Through September 2015
133 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Investigations Division
DIVISION OVERVIEW
The Edina Police Department’s Investigations Division has 11 FTEs who investigate a wide variety of crimes, including
thefts, burglaries and assaults. Detectives prepare and execute search warrants, recover stolen property, collect evi-
dence and conduct background investigations. The Division also includes School Resource Officers, a Drug Task Force
Detective, and a part-time Community Service Officer. In 2014, a total of 420 cases were assigned to the Division for
investigation.
DIVISION ORGANIZATIONAL CHART
Reports of child abuse to our department will increase because of the rules requiring cross-reporting from Child Protective
Services.
In 2014, the most residential burglaries occurred in June (11), July (12), and October (12). The least were in February
(2).
134 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— INVESTIGATIONS DIVISION
2016-2017 DIVISION GOALS
Expand division by one FTE to accommodate the need for computer forensics directly related to increased use of
technology in criminal activity.
Research and possibly implement a “detective in squad cars” program. The goal is to have a detective in uniform in
a squad once per month to stay current with technology, trends on the street and remain acquainted with the
complexities of being a patrol officer.
2014-2015 DIVISION ACCOMPLISHMENTS
Detectives utilized the department’s Computer Forensic Examiner on many cases. This position is currently split
with regular police duties, but is becoming increasingly necessary and time consuming.
Fully implemented Pro-Case. The detectives are now able to submit a felony case to Hennepin County, streamlin-
ing the charging process.
Partnered with the Edina Project Coordinator to facilitate outreach and communication with neighborhood
groups.
Successfully completed over 13 years with the Minnesota Financial Crimes Task Force. Our detectives were instru-
mental in many federal cases, arrests and convictions.
PERFORMANCE MEASURE
2013 2014
2015*
Clearance Rates for Part I and Part II crimes 52% 50% 61%
*Through September 2015
135 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Administrative Division
DIVISION OVERVIEW
During 2014 and 2015, the Edina Police Department combined several police services under the umbrella of a restruc-
tured Administrative Division. The Administrative Division consists of the following 27 full-time employees: Lieuten-
ant, (2) Sergeants, (7) Officers, Dispatch Supervisor, (9) 911 Dispatchers, Animal Control Officer, Crime Prevention
Coordinator, (5) Records Management and Administrative Support personnel. There are also five part-time 911 dis-
patchers, five part-time Community Service Officers, and twenty-four volunteer Police Reserve Officers. The division
is also responsible for coordinating special events, acquisition of equipment and the Police Explorer program.
Edina’s 911 Communications Center provides Police, Fire, and EMS dispatch services for both Edina and the City of
Richfield. The highly trained dispatch staff handles thousands of calls for service annually, directly providing an excep-
tional level of emergency and non-emergency assistance and customer service to community members.
The Administrative Support staff is responsible for numerous behind the scenes functions in the department including:
records management, property and evidence management, finance, false alarm billing, data privacy and public infor-
mation requests, specialized support to investigators and prosecutors for processing of criminal cases. They also re-
spond to customer service requests to courts, partner agencies, city staff, and members of the community.
The department’s Flex Team includes three traffic enforcement officers, a DWI enforcement officer and a training of-
ficer. The DWI enforcement officer position began in 2015 and is fully funded by a grant from the State of Minnesota.
Two plain clothes retail crime investigators, based at a substation located inside of Southdale Center, focus on retail
and commercial crimes. A full-time training officer manages continuing education training for all employees of the de-
partment as well as mandated training for officers according to the Minnesota Peace Officer Standards and Training.
DIVISION ORGANIZATIONAL CHART
136 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— ADMINISTRATIVE DIVISION
2016-2017 DIVISION GOALS
Continue to integrate the Administrative Division into the Department.
Continue to develop new officer candidates through our Community Service Officer and Reserve Officer pro-
grams.
Coordinate police bike and business patrols to most effectively address safety concerns and crime trends in a pro-
active manner.
Increase the property room clearance rate.
Implement alarm registration program to improve database accuracy and ensure successful collection efforts.
Purchase and install dispatch radio consoles.
Evaluate and refine crime analyst and crime prevention functions.
Add fourth workstation console in dispatch center to accommodate increased call load and staffing levels.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed the bike hub, allowing for a more efficient and effective method of deployment.
Developed a new pay structure for off-duty officer work.
Partnered with the Communications Department to improve bike and pedestrian safety messaging.
Increased Summer Bike and Foot Patrol Shifts.
Implemented online crime mapping service to prevent and control crime and inform citizens.
Completed implementation of shared 911 call handling system with regional partners.
PERFORMANCE MEASURES
2013 2014
2015*
Total number of animal impounds 52 39 57
Number of Summer Bike Patrol Shifts 30 27 35
Number of Summer Foot Patrol Shifts 14 22 28
Total number of 911 and non-emergency calls processed 79,324 111,425 82,929
Total number of solicitor permits/registrations 201 90 31
Rate of false alarm fee collection 88% 88% 85%
Total number of gun permit to purchase applications processed 371 200 155
*Through September 2015
137 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Community Health Division
DIVISION ORGANIZATIONAL CHART
DIVISION OVERVIEW
The Community Health Division, through a delegation agreement with the Minnesota Department of Health, is re-
sponsible for the licensing and inspection of food and beverage establishments, lodging facilities, temporary food events
and public swimming pools in the City. These include restaurants, schools, daycares, hotels, apartment complex pools,
the Aquatic Center and food vendors at various events. The Community Health Division performs plan reviews for
new facilities, investigates foodborne illness complaints, reports waterborne illnesses and responds to disasters such as
fires for wastewater backups in regulated facilities.
Public health nuisance complaint investigations, property maintenance inspections and code enforcement activities are
also conducted by the Division. These activities range from simple maintenance issues to calls from Police or Fire to
order abatement of extreme public health nuisance conditions in a property. An intern is hired each summer to assist
with code enforcement activities and gain exposure to public and environmental health regulation.
The Division manages four grants from the Minnesota Department of Health to the Edina Community Health Board
which funds contracts with Bloomington Public Health for public health activities in Edina. The Community Health Ad-
ministrator manages the grants and acts as the liaison to the Community Health Commission.
In addition, the Division is responsible for oversight and education for the residential recycling collection program
which provides service to over 14,000 residential households. The Division also manages some programs created by
local ordinance, including regulation of body art, massage facilities and noise complaints.
138 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— COMMUNITY HEALTH DIVISION
2016-2017 DIVISION GOALS
Along with other City divisions, implement electronic plan review process to provide streamlined service to new/
remodeling establishments.
Update licensing terminology and definitions to be consistent with Minnesota Statutes and ensure proper licensure
of facilities in Edina.
Participate in implementation of new electronic licensing software from LOGIS.
Become an accredited health department as part of the Public Health Alliance of Bloomington, Edina and Richfield
(PHABER).
Update Division webpages to include additional multi-lingual educational information for licenses.
Continue expanded use of electronic media to communicate with licensees and the public.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed standardization of Environmental Health Specialist by the Minnesota Department of Health.
Participated in the development of electronic plan review software.
Developed guidance document for PHABER as part of initiating accreditation process by the Public Health Accredi-
tation Board (PHAB).
Increased frequency of inspections of regulated facilities, including development of frequency tracking system to
keep all staff informed and on schedule.
Interns from past two summers obtained positions in environmental health related fields after completing intern-
PERFORMANCE MEASURES
2013
2014
2015*
Total number of public nuisance complaints investigated 150 248 167
Total number of new licensed establishments 15 5 7
Total number of food, pool and lodging inspections 320 255 297
*Through September 2015
139 CITY OF EDINA, MINNESOTA
IRE DEPARTMENT
Tom Schmitz, Fire Chief
tschmitz@EdinaMN.gov 952-826-0332
DEPARTMENT OVERVIEW
The mission of the Edina Fire Department is to serve the community by protecting lives, property and the environment
in a safe, efficient and professional manner. The Department works together to ensure the safety of the City's residents
through the implementation of building and fire codes for new constructions, to fire extinguishment and EMS response.
The City of Edina is also responsible for the management of the South Metro Public Training Facility (SMPTF). SMPTF is
a joint project of the Cities of Bloomington, Eden Prairie and Edina and the Minneapolis/St. Paul International Airport
Police Department. The SMPTF provides high quality, cost effective training and development for public safety
organizations through shared resources to ensure premier public safety services to our communities. The facility
provides a variety of police and fire training opportunities in a 28,000-square-foot, two-building campus on a 3.5 acre
site.
MAJOR SERVICE AREAS
Building Inspections
Emergency Medical
Emergency Management
Fire Suppression & Prevention
Special Operations
Management of the South Metro Public Training Facility
DEPARTMENT ORGANIZATIONAL CHART
140 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
2016-2017 DEPARTMENT GOALS
Complete replacement of all emergency response radio communications systems within the Fire Department.
Conduct emergency management training for key leadership staff throughout the City.
Transition all plan reviews to electronic format.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Discussed Community EMT pilot program with Fairview Southdale Hospital.
Upgraded all ambulances with PowerCot loading system.
Purchased and began training and implementation of electronic plan review throughout key departments within the
City
PERFORMANCE MEASURES 2013 2014 2015*
Total calls for Fire Department response 4700 4914 3500
Number of ambulance calls 3629 3826 2631
Fire incidents – structure and non-structure 66 68 65
Number of false fire alarms 292 285 272
Number of all other calls for assistance 713 735 532
Number of public education events 182 177 183
Property dollar loss from fires $1,214,700 $612,613 $635,500
Dollar value of building permits issued $84,981 $88,404 $67,791
*Through August 2015
141 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Fire & rescue 5,259,332$ 5,286,346$ 5,562,376$ 5,550,776$ 5,727,930$ 5,946,650$
Building inspections 1,322,461 1,377,591 1,664,957 1,456,622 1,729,323 1,800,156
General fund subtotal 6,581,793 6,663,937 7,227,333 7,007,398 7,457,253 7,746,806
Other Funds
Construction 103,826 301,350 86,549 86,549 695,000 187,000
Energy Efficiency - - 41,000 41,000 - -
Department Total Budge 6,685,619$ 6,965,287$ 7,354,882$ 7,134,947$ 8,152,253$ 7,933,806$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Fire Department Expenditures
Fire & rescue
78%
Building inspections
22%
Expenditures by Division and/or Service Area
142 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Building Inspections Division
DIVISION OVERVIEW
The Building Inspections Division is responsible for plan review, permitting and inspection of all new construction
within the City to ensure that new buildings meet both structural and exiting safety standards. The City of Edina adopts
the Minnesota State Building Code, which in turn adopts the International Building Code, International Residential
Code and other codes and standards relating to building inspections. The Division includes 14 full-time staff members.
DIVISION ORGANIZATIONAL CHART
143 CITY OF EDINA, MINNESOTA
2016-2017 DIVISION GOALS
Develop a policy for Building Division response to post disasters.
Install eCodes on all inspectors infield tablets.
Create definitions and standards for the measurement of wait times for customers.
All commercial and residential plan reviews are submitted and reviewed electronically.
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
2014-2015 DIVISION ACCOMPLISHMENTS
Restructured and added to additional staff to meet the demands of the community.
Purchased necessary hardware and software to implement electronic plan review and conducted training with all
participating City Staff.
Implemented infield photo inspection procedures to meet increased demands following August 2013 hail storm.
PERFORMANCE MEASURES 2013 2014 2015*
Number of inspections 18,000 19,869 12,564
Average number days from initial permit application to final approval 221 107 TBD
Number of occupancies inspected 99 103 63
Median time it takes to process a new single dwelling plan (in days) 25 34 28
*Through August 2015
144 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 1,085,852$ 1,143,148$ 1,377,313$ 1,189,898$ 1,410,155$ 1,469,994$
Contractual services 107,286 112,120 145,920 129,000 156,700 165,250
Commodities 18,563 14,264 25,000 21,000 24,000 24,500
Central services 110,760 108,059 116,724 116,724 138,468 140,412
General fund subtotal 1,322,461 1,377,591 1,664,957 1,456,622 1,729,323 1,800,156
Other Funds
Equipment replacement - - 40,000 40,000 - 60,000
Department Total Budge 1,322,461$ 1,377,591$ 1,704,957$ 1,496,622$ 1,729,323$ 1,860,156$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Building Inspections Expenditures
Personal services
81%
Contractual
services
9%
Commodities
1%
Central services
8%Equipment
replacement
1%
Inspections Expenditures by Type
145 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire and Emergency Medical Services Division
DIVISION OVERVIEW
The Fire and Emergency Medical Services Division is responsible for extinguishing fires, providing paramedic and ad-
vanced life support medical service, special operations, educating the community on fire prevention issues and main-
taining firefighting equipment and fire department facilities. In addition, the Division enforces laws and ordinances per-
taining to fire safety. The Division currently operates two fire stations with 31 full-time fire personnel, 14 paid-on-call
firefighters, and two administrative staff.
DIVISION ORGANIZATIONAL CHART
146 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND RESCUE DIVISION
2016-2017 DIVISION GOALS
Continue three-year CAD computer replacement schedule.
Implement CAD carry-over software for dispatch CAD to RMS.
Provide follow-ups for 80% of reported false alarms.
Conduct 250 commercial life-safety inspections.
2014-2015 DIVISION ACCOMPLISHMENTS
Upgraded tablets and software for electronic patient care reports on ambulance calls.
Acquired powered cot loading system for ambulances.
Developed "cloud based" documentation of fire inspection activities.
Presented fire prevention program to all Edina pre-school, kindergarten and 1st grade students annually.
PERFORMANCE MEASURES 2013 2014 2015*
Actual annual operating cost per household** $251.39 $251.42 $269.06
Fire response time 4:62 4:70 4:77
Ambulance response time 3:90 4:65 4:69
Percentage of patients that utilize Medicare or Medicaid 65% 54% 55%
Ambulance net revenues $1,839,569 $1,902,085 $1,065,276
* Through August 2015
** Using Met Council housing data
147 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND RESCUE DIVISION
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 4,258,088$ 4,345,128$ 4,584,216$ 4,584,216$ 4,709,618$ 4,886,126$
Contractual services 378,423 387,325 387,600 386,600 398,600 418,500
Commodities 277,052 187,055 202,000 191,400 209,900 225,600
Central services 345,769 366,838 388,560 388,560 409,812 416,424
General fund subtotal 5,259,332 5,286,346 5,562,376 5,550,776 5,727,930 5,946,650
Other Funds
Equipment replacement 103,826 72,236 18,000 18,000 395,000 127,000
Construction - 229,114 28,549 28,549 300,000 -
Energy Efficiency - - 41,000 41,000 - -
Department Total Budge 5,363,158$ 5,587,696$ 5,649,925$ 5,638,325$ 6,422,930$ 6,073,650$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Fire & Rescue Expenditures
Personal services
79%
Contractual services
7%
Commodities
4%
Central services
6%
Equipment
replacement
2%
Construction
2%
Energy Efficiency
0%
Fire & Rescue Expenditures by Type
148 CITY OF EDINA, MINNESOTA
ARKS & RECREATION DEPARTMENT
Ann Kattreh, Director
akattreh@EdinaMN.gov 952-826-0431
DEPARTMENT OVERVIEW
The Parks and Recreation Department is responsible for administering and maintaining the entire parks system. This
includes 40 parks that total 1,553 acres of property including park enterprise facilities. The department coordinates
adaptive recreation, adult and youth recreation, and works with 14 athletic associations, the Edina Garden Council, the
Edina Historical Society and the Edina Museum. The Parks Department acts as staff liaison to the Park Board, which
advises the City Council on parks and recreation issues.
Staff consists of 33 full-time employees and approximately 362 part-time seasonal staff, including playground leaders, ice
rink attendants, arts and craft specialists, concession employees, sports instructors, recreation supervisors,
administrative staff and maintenance personnel.
MAJOR SERVICE AREAS
Recreation programs
Park Design
Art Center
Special Events
Aquatic Center
Braemar Arena
Braemar Golf
Braemar Field
Centennial Lakes Park
Edinborough Park
Strategic Planning
Project Management
DEPARTMENT ORGANIZATIONAL CHART
149 CITY OF EDINA, MINNESOTA
2016-2017 DEPARTMENTAL GOALS
Complete a Master Plan for Fred Richards Park.
Prioritize capital improvement projects based on strategic plan.
Provide enhanced and consistent service to all athletic associations through greater contact with association
boards, resulting in increased accountability from athletic association boards regarding financial data, residency per-
centages, insurance information, etc.
Develop cost of service analysis to evaluate programs and determine resident needs.
Develop Business Plans for Enterprise Facilities including cost recovery goals.
Complete a Grandview site feasibility study.
Design and implement new park signage and wayfinding.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
Completed construction of the Sports Dome and Refrigerated Outdoor Rink.
Completed new shelter building and other park improvements at Pamela Park, including new trails, athletic fields
and parking lot expansions.
Completed Master Plan for Braemar Golf Course.
Completed Vision Master Plan at Fred Richards.
Completed GIS Inventory
Completed Needs Assessment Survey
Completed construction of a new driving range and par 3 course at Braemar Golf Course.
Completed strategic plan of Edina park system.
Completed renovations to Braemar Clubhouse and opened a year-round Tin Fish restaurant on site.
PARKS & RECREATION DEPARTMENT
PERFORMANCE MEASURES 2013 2014 2015
Keep 50-60% of all recreation programs in the introductory,
takeoff, or growth lifecycle stage in order to align with trends
and help meet the evolving needs of the community.
NA NA TBD
Percentage of residents who, from their experience, rate the
quality of parks as “excellent” or “good”.
99% NA 94%
Percentage of residents who, from their experience, rate the
recreation programs and classes “Good” or “Excellent”.
99% NA 85%
150 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Administration 864,255$ 897,037$ 959,585$ 956,414$ 952,714$ 1,167,593$
Recreation 358,947 386,555 420,711 431,673 422,208 429,913
General fund subtotal 1,223,202 1,283,592 1,380,296 1,388,087 1,374,922 1,597,506
Other Funds
Braemar Memorial - 32,000 240,000 240,000 - -
Arts & Culture - 16,328 22,425 22,907 22,425 22,450
Construction 1,928,589 2,267,135 525,000 852,178 323,100 205,000
Environmental Efficiency - 4,358 150,915 150,915 - 71,295
Aquatic Center 822,932 827,485 944,425 938,625 918,406 938,173
Art Center 607,649 654,310 640,838 683,306 684,447 709,507
Golf Course 3,199,815 3,342,493 2,895,230 3,358,756 3,202,114 2,023,015
Arena 2,272,510 2,375,173 2,631,024 2,423,956 2,610,691 2,654,073
Sports Dome - 10,879 555,230 554,090 721,441 736,043
Edinborough Park 1,415,094 1,340,243 1,593,347 1,616,747 1,622,702 1,671,496
Centennial Lakes 944,372 966,266 1,017,284 1,014,860 1,069,487 1,095,584
Total 12,414,163$ 13,120,262$ 12,596,014$ 13,244,427$ 12,549,735$ 11,724,142$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Parks and Recreation Department Expenditures & Expenses
Administration
8%Recreation
4%
Enterprise Facilities
88%
Expenditures and Expenses by Service Area
151 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Administration
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 719,118$ 708,062$ 760,973$ 760,973$ 761,978$ 793,969$
Contractual services 32,462 96,044 99,800 105,209 99,600 281,000
Commodities 23,478 18,157 18,400 9,820 20,300 20,300
Central Services 89,197 74,774 80,412 80,412 70,836 72,324
Total 864,255$ 897,037$ 959,585$ 956,414$ 952,714$ 1,167,593$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Administration Expenditures
Personal services
78%
Contractual
services
12%
Commodities
2%Central
Services
8%
Administration Expenditures by Type
152 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Recreation
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 183,081$ 184,786$ 202,386$ 202,386$ 201,836$ 208,891$
Contractual services 126,314 141,062 154,925 170,230 154,422 154,522
Commodities 49,552 60,707 63,400 59,057 65,950 66,500
Total 358,947$ 386,555$ 420,711$ 431,673$ 422,208$ 429,913$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Recreation Expenditures
Personal
services
48%
Contractual
services
37%
Commodities
15%
Recreation Expenditures by Type
153 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Art Center
DIVISION OVERVIEW
The Edina Art Center provides excellent educational programs for all ages in the visual arts. Located on the west side
of Kenneth Rosland Park, it is a tranquil place for residents and visitors to view and purchase local and regional art-
work, and a central location for creative energy, discussion, and ideas. The Edina Arts and Culture Commission was
formed in May 2013 replacing the Art Center Board and advises City Council on artistic and cultural offerings in Edina.
Art Center staff includes 2 FT, 8 PT and a roster of 51 highly trained instructors. The General Manager acts as staff
liaison to the Commission and its working groups.
The Art Center has historically run an annual operating loss that is subsidized by donations from the public and trans-
fers from other City funds, primarily the Liquor and Constructions funds. Traditionally the Liquor fund supports opera-
tions and the Construction fund supports building improvement projects.
DIVISION ORGANIZATIONAL CHART
The Edina Art Center has experienced a 17% increase in the number of people participating in the Art Center programs
since 2012.
*Full-Time Staff
154 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— ART CENTER
2016-2017 DIVISION GOALS
Expand partnerships and outreach efforts to build a vibrant community through the arts.
Maintain 1,000 members monthly.
Reorganize the Peggy Kelly Media Arts Studio for optimum efficiency in terms of profit and space.
Improve the Art Center intern program.
Implement MaxSolutions software to update and modernize registration and room scheduling.
2014-2015 DIVISION ACCOMPLISHMENTS
Increased studio rental availability with discontinuation of media transfer services.
Developed the Music in Edina and Summer Music in the Parks program with the Arts & Culture Commission.
Developed partnerships with Edina Chorale, Morningside Women’s Group, Lion’s Club, Edina Community
Foundation, Edina Community Center, and Fairview Southdale Hospital to expand Art Center programming.
Increased number of summer camps registrants and memberships through LivingSocial and Groupon Marketing.
Continued The Author’s Studio program with monthly conversational interviews with local and regional authors.
Modernized registration and membership technology and increased use of social media marketing.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 64% 71% 85%
Annual number of class registrations 2,566 2,712 2,782
Annual number of memberships 941 956 998
Annual participants in non-class offerings 575 984 12,191**
Number of outside events hosted by the Art Center 12 20 23
*Through September 2015
**Includes Fall into the Arts participants
155 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—ART CENTER
Cost of sales and
services
1%
Personal services
65%
Contractual
services
14%
Commodities
10%
Central services
6%
Depreciation
4%
Art Center Expenses by Type
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 37,677$ 42,403$ 40,000$ 37,000$ 40,000$ 40,000$
Concessions sales 442 209 350 500 350 350
Memberships 23,187 24,938 23,000 24,775 23,500 23,500
Class registration & other 405,715 413,332 398,254 383,675 389,500 389,500
Investment income 1,088 2,103 3,000 - 2,000 1,000
Donations 7,341 5,429 3,000 3,000 1,500 1,500
Revenues 475,450 488,414 467,604 448,950 456,850 455,850
Expenses
Cost of sales and services 8,863 2,881 2,750 23,000 2,750 2,750
Personal services 396,222 434,583 427,160 449,431 439,729 456,631
Contractual services 84,864 89,221 77,818 101,175 106,350 107,950
Commodities 49,597 68,112 71,450 48,300 71,250 73,800
Central services 41,876 33,540 35,400 35,400 40,368 44,376
Depreciation 26,227 25,973 26,260 26,000 24,000 24,000
Expenses 607,649 654,310 640,838 683,306 684,447 709,507
Income (loss)(132,199) (165,896) (173,234) (234,356) (227,597) (253,657)
Art Center Revenues and Expenses
156 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Aquatic Center
DIVISION OVERVIEW
The Aquatic Center is a unique, high volume facility that accommodates swimmers of all ages and a wide range of
activities, including recreational swimming, competitive swimming, lap swimming and swimming lessons. There are four
separate bodies of water, including an eight lane, 50-meter lap pool with a diving well; a plunge pool; a zero-depth entry
pool with a large play structure; and a FlowRider. The FlowRider was added in 2012 and is unique because it’s the only
outdoor surf simulator in the state. Significant collaborative relationships have been developed with the Edina Swim
Club and the Aquajets Swim Club. In 2014-2015, the Edina Swim Club was selected as the provider of the Learn to
Swim program. New initiatives include implementing Birthday Party rental options, as well as expanding choices for a
healthier concessions menu.
The Aquatic Center is only open in the summer. The full-time staff consists of four positions with shared responsibili-
ties. There are three FT employees (General Manager, Assistant Manager and Maintenance Coordinator) who have
year-round responsibility for Edinborough Park and the Aquatic Center during the summer season. There is also one
FT Certified Pool Operator who is dedicated to the Aquatic Center in the summer and also works in Park
Maintenance the remainder of the year. The Aquatic Center hires approximately 85 seasonal staff, including lifeguards,
concession, admissions and guest services employees.
DIVISION ORGANIZATIONAL CHART
The Aquatic Center was voted “Best Outdoor Water Park in Edina” by the Sun Current and won the Readers’
Choice Award.
*Full-Time Staff
157 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2016-2017 DIVISION GOALS
Increase FlowRider usage through social media awareness, group promotions and restructured pricing.
Continue to focus on safety, staff training and customer service at the Center.
Complete equipment replacements as scheduled in the capital improvement plan.
Develop plan to modernize the look of the facility including the attractions, amenities, mechanical equipment and
overall aesthetics.
2014-2015 DIVISION ACCOMPLISHMENTS
Hosted the World’s Largest Swimming Lesson in 2013, 2014 and 2015 to raise awareness for swimming lessons
and water safety, with nearly 500 participants each year.
Continued a solid safety record with no major accidents or incidents.
Awarded the 2014 “Silver International Aquatic Safety Award” by Jeff Ellis & Associates.
Achieved 120% of General Admissions budgeted revenue and 95% of overall budgeted revenue in 2014.
Completed zero-depth pool painting, 50 meter main pool painting, bath house roof replacement and bath house
hot water heater replacements.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 101% 112% 122%
Number of season passes sold 3,308 3,354 3,257
Number of daily admission sold 39,693 34,648 39,310
Number of birthday parties booked 18 12 23
Percentage of residents who, from their experience, rate the quality
of the Aquatic Center as “excellent” or “good”.
92% NA 91%
*Through September 2015
158 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 3,090$ 4,883$ 6,000$ 6,000$ 6,300$ 6,300$
Concessions sales 114,868 108,195 125,000 135,000 135,000 135,000
Memberships 398,626 399,218 412,500 515,000 408,475 428,899
Admissions 365,272 361,156 372,000 322,000 375,702 393,987
Building rental 46,199 44,960 48,000 45,000 50,000 50,000
Investment income 7,596 12,830 10,000 - 7,000 3,000
Other nonoperating revenue 765 - - - - -
Total revenues 936,416 931,242 973,500 1,023,000 982,477 1,017,186
Expenses
Cost of sales and services 42,376 31,873 44,000 46,000 42,000 42,000
Personal services 319,089 315,794 371,593 371,593 331,305 343,354
Contractual services 149,732 148,971 173,400 162,300 179,200 179,200
Commodities 49,211 56,649 86,350 89,650 89,150 89,150
Central services 19,904 25,857 27,108 27,108 33,228 37,956
Depreciation 233,946 241,671 236,500 236,500 241,500 246,500
Bond interest 8,674 6,670 5,474 5,474 2,023 13
Total expenses 822,932 827,485 944,425 938,625 918,406 938,173
Income 113,484 103,757 29,075 84,375 64,071 79,013
Aquatic Center Fund Financial Summary
Cost of sales and
services
5%
Personal services
38%
Contractual
services
18%
Commodities
9%
Central services
3%
Depreciation
27%
Aquatic Center Expenses by Type
159 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Arena
DIVISION OVERVIEW
Braemar Arena features three indoor and one outdoor, regulation-size ice sheets. Braemar is available for open skating,
group rental, adult and youth hockey and figure skating programs. The facility also offers group skating lessons for ages
4 through adult and is home to the Braemar-City of Lakes Figure Skating Club, the Edina Hornets high school hockey
teams and the Edina Hockey Association. In 2014, Braemar Arena added the Backyard Rink. This outdoor facility is
one of the best outdoor hockey rinks in the State. Braemar Arena also recently completed the addition of the Hornets
Nest. The Hornets Nest is home to the Edina High School hockey teams and provides a public-private partnership
through 10,275 feet of off-ice training and 3,000 square feet of retail.
Braemar Arena currently operates with 4.7 full-time employees. During our prime season, a typical high activity time
will have one on-duty supervisor, three rink attendants and two concession stand employees. During open skating
there is also an office staff person selling admissions and skate rentals. Besides the full-time employees, Braemar Arena
has approximately 90 part-time employees.
DIVISION ORGANIZATIONAL CHART
The Backyard Rink was added during the 2014-2015 season. The Backyard Rink is one of the best covered, outdoor
rinks in the State.
*Full-Time Staff
160 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
2016-2017 DIVISION GOALS
Expose new clientele to Braemar Arena by increasing programming and effectively utilizing new and existing spaces.
Sell 95% of prime ice time.
Develop thorough and proactive operations plan for staffing and maintaining new and existing facilities.
Seek out energy saving opportunities to lower expenses and decrease the Arena’s carbon footprint.
2014-2015 DIVISION ACCOMPLISHMENTS
Constructed Sports Dome and Outdoor Rink
Sold 96% of prime ice time in 2014.
Successfully hosted Midwestern and Pacific Synchronized Skating Event.
Received over $20,000 in rebates for energy savings.
Increased participation in classes that exceeded budgeted revenue.
Successfully negotiated memorandum of understanding for facility use between Edina Hockey Association and Brae-
mar-City of Lakes Figure Skating Club.
Increased total facility revenue by 44% or $639,249 from 2012 to 2014.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 91.5% 93.5% 74%
Number of hours sold (excludes Arena programs) 8,183 8,298 5,470
Revenue from hours sold (excludes Arena programs) $1,397,096 $1,392,547 $651,237
Concessions stand revenues $225,858 $241,718 $160,078
Percentage of residents who, from their experience, rate the quali-
ty of Braemar Arena as “excellent” or “good”.
88% NA 89%
* Through June 2015
161 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 36,055$ 30,768$ 30,300$ 17,000$ 35,750$ 40,750$
Concessions sales 231,813 242,309 251,000 202,000 256,000 261,000
Memberships 2,120 2,010 5,000 5,000 5,000 5,000
Admissions 103,289 103,935 105,000 110,000 115,000 120,000
Building rental 1,462,079 1,588,579 1,690,000 1,571,119 1,690,000 1,690,000
Rental of equipment 2,368 3,709 2,400 2,400 3,500 3,750
Class registration & other 105,247 120,375 115,000 110,000 125,000 130,000
Investment income (loss) 21 - - - 2,000 4,000
Other nonoperating revenue 17,984 882 - - - -
Total revenues 1,960,976 2,092,567 2,198,700 2,017,519 2,232,250 2,254,500
Expenses
Cost of sales and services 83,530 93,323 100,000 85,000 105,500 105,500
Personal services 741,639 748,750 936,181 885,513 871,133 905,311
Contractual services 688,457 746,959 742,400 612,750 729,950 729,950
Commodities 118,877 103,107 108,700 96,950 104,250 104,750
Central services 44,130 55,061 58,836 58,836 68,676 71,628
Depreciation 446,588 489,471 545,000 545,000 600,000 610,000
Bond interest & other 149,289 138,502 139,907 139,907 131,182 126,934
Total expenses 2,272,510 2,375,173 2,631,024 2,423,956 2,610,691 2,654,073
Income (loss)(311,534) (282,606) (432,324) (406,437) (378,441) (399,573)
Arena Fund Financial Summary
Cost of sales
and services
4%
Personal
services
36%
Contractual
services30%
Commodities
4%
Central
services
3%
Depreciation
23%
Arena Fund Expenses by Type
162 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Golf Course
DIVISION OVERVIEW
Braemar Golf Course celebrated it’s 50th Anniversary in 2014. The original 18-hole golf course, the Castle and the
Hays 9-hole courses, opened in 1964. The Clunie 9-hole course was added in 1994. Along with the 27 regulation
holes, the Braemar facilities include an executive course, a driving range, a practice area, pro-shop, banquet room and
golf dome.
In July 2015, the driving range and executive course closed for renovation. The Braemar Executive Course was
updated and converted into a Par 3 golf course. Larger greens and fewer forced carries will make the course much
more playable for golfers of all ages and abilities. The driving was expanded and transformed into one of the premier
practice and instructional facilities in Minnesota. The banquet facility was updated in 2014 with the addition of new
lighting, carpet, restrooms and furniture and boasts one of the finest views in the area. In April 2015, the Tin Fish
opened a year-round restaurant in the Braemar Clubhouse, further reinforcing Braemar as a community gathering
destination for golfers and non-golfers alike. The Braemar Golf Dome offers golfers the opportunity to practice during
the winter months. Group and private lessons for adults and juniors are offered by the PGA professional staff at the
dome and outside at the driving range during the outdoor season. During peak season, the courses see roughly 725
golfers daily. Nearly 900 golfers play in one or more of Braemar’s many leagues.
A Master Plan for the Braemar Golf Course will be finalized by the end of 2015 and renovations may occur early as the
fall of 2016. The 500 acres of park land is carefully maintained by our grounds maintenance staff.
The golf course has 8 FT employees with more than 100 seasonal employees.
DIVISION ORGANIZATIONAL CHART
163 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
2016-2017 DIVISION GOALS
Complete construction and grow in of the driving range expansion and Par 3 course project.
Develop and market the new “Practice Facility” and golf course to maximize return on investment.
Begin construction projects at Braemar Golf Course as identified in the approved regulation course master plan.
2014-2015 DIVISION ACCOMPLISHMENTS
Opened rebuilt Golf Dome and enhanced the customer experience with new amenities.
Implemented new customer database collection procedures.
Outsourced food & beverage operation and completed construction of renovated restaurant space.
Completed upgrades to the banquet facility that includes new lighting, carpet, restrooms and furniture.
Implemented new tee time interval that drastically improved the pace of play.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 85% 98% 115%
Hours rented at banquet hall 921 952 750**
Total number of rounds sold all courses 78,529 85,231 61,343**
Buckets of balls sold at Driving Range 33,936 40,369 22,082**
Percentage of residents who, from their experience, rate the quali-
ty of Braemar Golf Course as “excellent” or “good”.
97% N/A 77%
Braemar Golf Course Clubhouse welcomed the opening of the Tin Fish restaurant in 2015. The new
restaurant will be an asset to the golf course and increase the efficiency of overall golf operations.
* Through September 2015 ** Banquet hall was closed for the first quarter of 2015, driving range closed
July 6, 2015 & Fred Richards Course was closed for all of 2015
164 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
Cost of sales and
services7%
Personal services
42%
Contractual
services17%
Commodities
10%
Central services
5%
Depreciation
18%
Bond interest
1%
Golf Fund Expenses by Type
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Liquor sales 147,581$ 177,915$ 78,141$ 65,000$ -$ -$
Retail sales 210,814 202,339 224,934 260,400 227,046 40,376
Concessions sales 188,850 201,507 - 19,200 - -
Memberships 80,437 61,280 87,357 100,000 88,230 8,823
Admissions 50,985 338,148 383,953 400,000 342,785 353,069
Building rental 63,982 65,511 110,879 122,025 114,205 100,788
Equipment rental 303,748 348,762 330,675 370,900 334,488 30,264
Greens fees 1,386,194 1,571,900 1,300,488 1,468,000 1,443,015 338,261
Other operating revenue 279,152 261,986 131,050 208,500 405,399 401,720
Investment income 4,585 4,155 5,000 - 8,000 9,000
Other nonoperating revenue 15,800 17,850 - - - -
Total revenues 2,732,128 3,251,353 2,652,477 3,014,025 2,963,168 1,282,301
Expenses
Cost of sales and services 286,581 299,949 208,514 225,200 185,599 37,120
Personal services 1,479,179 1,468,190 1,218,378 1,453,368 1,356,923 584,204
Contractual services 532,947 527,891 545,325 596,800 490,794 367,175
Commodities 343,421 378,257 294,615 380,800 313,990 104,085
Central services 147,845 123,729 132,588 132,588 130,404 139,392
Depreciation 390,743 502,528 495,810 570,000 640,000 710,000
Bond interest 19,099 41,949 - - 84,404 81,039
Total expenses 3,199,815 3,342,493 2,895,230 3,358,756 3,202,114 2,023,015
Income (loss)(467,687) (91,140) (242,753) (344,731) (238,946) (740,714)
Golf Fund Financial Summary
165 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Centennial Lakes Park
DIVISION OVERVIEW
Centennial Lakes Park provides a very unique social and recreational experience for Edina and the metropolitan area.
The 24-acre site features more than 1.5 miles of paved pathways meandering around a 10-acre lake and boasts numer-
ous amenities including an amphitheater, putting course, lawn games area, paddleboats, fishing, winter ice skating, ban-
quet space, and a farmers market. The park and the adjacent Edina Promenade, also has a number of sculptures and
works of public art for visitors to enjoy.
Staffing at Centennial Lakes consists of a FT General Manager, Assistant Park Manager, 3 Maintenance Technicians, and
35 PT seasonal staffing for Concessions, Horticulture and Maintenance.
Centennial Lakes has historically run an annual operating loss that is subsidized by the Centennial Lakes dedication
fund.
DIVISION ORGANIZATIONAL CHART
Centennial Lakes boasts the largest groomed ice skating rink in the United States.
*Full-Time Staff
166 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
2016-2017 DIVISION GOALS
Expand social media usage to increase attendance at events.
Implement MaxGalaxy system for point of sale and reservations.
Implement Cityworks, a public asset management software to assist with work order tracking.
Renovate putting course ponds.
2014-2015 DIVISION ACCOMPLISHMENTS
Increased paddleboat rental revenue by 29%.
Increased EBT use at Farmers Market by over 300% from 2013 to 2014.
The 2013-2014 and 2014-2015 ice skating seasons were the two highest revenue producing seasons in the history
of Centennial Lakes Park.
Lowered lake level and removed organic debris to improve water quality and aesthetics.
Completed the construction of Phase 4 of the Edina Promenade.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 78% 79% 99%
Number of facility rentals 200 216 204
Number of putting course rounds 21,370 23,098 23,164
Number of Paddleboat Rentals 6,015 7,727 7,052
Percentage of residents who, from their experience, rate the quality
of Centennial Lakes Park as “excellent” or “good”. 100% NA 95%
*Through September 2015
167 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Concessions sales 32,398$ 26,924$ 34,000$ 34,000$ 34,000$ 34,000$
Building rental 102,142 111,184 115,500 114,000 116,000 116,000
Equipment rental 144,654 145,385 145,000 128,000 143,000 145,000
Greens fees 182,125 196,147 205,000 205,000 205,000 205,000
Association fees and other 274,237 279,253 280,000 305,000 280,000 284,000
Investment income (loss) (51,564) 9,858 6,000 25,000 4,000 3,000
Other nonoperating revenue 765 7,771 - - - -
Total revenues 684,757 776,522 785,500 811,000 782,000 787,000
Expenses
Cost of sales and services 13,081 10,241 14,000 14,000 14,000 14,000
Personal services 569,029 560,057 623,407 623,683 635,066 661,099
Contractual services 173,218 173,900 180,825 177,625 183,925 183,925
Commodities 98,576 134,148 107,800 108,300 135,800 123,800
Central services 54,120 48,112 51,252 51,252 60,696 70,260
Depreciation 36,348 39,808 40,000 40,000 40,000 42,500
Total expenses 944,372 966,266 1,017,284 1,014,860 1,069,487 1,095,584
Income (loss)(259,615) (189,744) (231,784) (203,860) (287,487) (308,584)
Centennial Lakes Fund Financial Summary
Cost of sales and
services
1%
Personal services
60%
Contractual services
18%
Commodities
12%
Central services
5%
Depreciation
4%
Centennial Average Expenses by Type
168 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Edinborough Park
DIVISION OVERVIEW
Edinborough Park is Minnesota’s unique indoor public park. The enclosed, one-acre park includes a swimming pool, a
running track and fitness equipment, multi-purpose activity area, 250-seat amphitheater, a renovated Grotto, and
Adventure Peak. One of the most unique features of the park is Adventure Peak, which is the largest and tallest
indoor play structure in the region. Each week during the school year, there is free entertainment consisting of music,
dance, theater and visual arts programs that attract children, parents and grandparents.
Edinborough Park has six full-time employees, including the General Manager, Assistant Manager, and Maintenance
Coordinator that have shared responsibilities with the Aquatic Center, and 3 FT Maintenance Coordinators dedicated
solely to Edinborough Park. The PT staff consists of 15 guest services staff, 10 concessions staff, three maintenance
staff and one birthday party coordinator.
Revenue is generated by season passes, daily admissions, birthday parties, facility rentals and association fees charged to
neighboring residents and businesses. Although Edinborough Park has historically run an operating loss that is
subsidized out of the Edinborough Park dedication fund, in 2013 Edinborough Park finished in a positive financial
position. In 2014, 98% of all costs were recovered.
DIVISION ORGANIZATIONAL CHART
Edinborough Park conducted a feasibility study in 2012 that prompted several physical and operational changes. Those
changes are directly related to the improved cost recovery efforts. In 2013, Edinborough Park finished in a positive
financial position and in 2014, 99% of costs were recovered.
*Full-Time Staff
169 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2016-2017 DIVISION GOALS
Increase concession revenue by evaluating concession products, pricing and food package promotions.
Work collaboratively with association partners to strengthen relationships and renew maintenance agreements.
Increase usage of the amphitheater and generate new revenue with additional programming.
Complete equipment replacements as scheduled in the capital improvement plan.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed installation of the ultraviolet filtration system which was donated by the Edina Swim Club.
Completed LED lighting retrofit that resulted in savings of $32,000 in 2014.
Season tickets, general admissions and birthday parties each achieved 105% of the budgeted revenue in 2014.
Completed lower level renovations in Adventure Peak and the installation of a new triple wave slide. The slide is
the tallest and longest open fiberglass triple slide in the upper Midwest.
PERFORMANCE MEASURES 2013 2014 2015*
Operating revenue as a % of operating expenses 101% 99% 100%
Number of daily admissions sold 127,705 129,321 125,485
Number of birthday parties 1029 1105 803
Percentage of residents who, from their experience, rate the quality
of Edinborough Park as “excellent” or “good”.
94% NA 88%
*Through September 2015
170 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Concessions sales 138,370$ 118,850$ 128,000$ 175,000$ 130,000$ 130,000$
Memberships 64,515 63,190 60,000 60,000 65,000 65,000
Admissions 755,241 684,881 685,000 665,000 685,000 695,000
Building rental 233,055 227,558 164,000 164,000 226,000 226,000
Equipment rental 12,312 10,951 9,800 9,800 10,800 10,800
Association fees and other 219,563 220,178 292,000 281,000 234,000 236,000
Investment income (loss) (55,650) 22,065 15,000 15,000 14,000 13,000
Other nonoperating revenues - 60,876 - - - -
Total revenues 1,367,406 1,408,549 1,353,800 1,369,800 1,364,800 1,375,800
Expenses
Cost of sales and services 80,981 65,464 90,000 105,000 85,000 85,000
Personal services 649,978 640,110 745,581 745,581 774,962 807,256
Contractual services 328,538 299,975 356,750 362,650 352,250 351,750
Commodities 134,824 116,404 180,950 183,450 169,800 169,800
Central services 59,660 49,558 53,316 53,316 68,940 80,940
Depreciation 161,113 168,732 166,750 166,750 171,750 176,750
Total expenses 1,415,094 1,340,243 1,593,347 1,616,747 1,622,702 1,671,496
Income (loss)(47,688) 68,306 (239,547) (246,947) (257,902) (295,696)
Edinborough Fund Financial Summary
Cost of sales and
services
6%
Personal services
47%Contractual
services
22%
Commodities
10%
Central services
4%Depreciation
11%
Edinborough Average Expenses by Type
171 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Field
DIVISION OVERVIEW
Braemar Field is a 250 x 400 foot turf field that is covered seasonally by a dome. The facility also includes an accessory
building and storage facility for the dome components during the offseason. Braemar Field is located to the north of
Braemar Arena and is operated by Braemar Arena staff. Braemar Field was approved by the Edina City Council based
in part on a formal agreement that states the Edina Baseball Association, Edina Football Association, Edina Lacrosse
Association and Edina Soccer Club all commit to a set schedule of usage and hours purchased. There is also a $30 per
participant facility use fee to supplement revenues in order to recover 100% of operating costs and provide for a fund
to pay for the replacement of turf and dome fabric when needed.
During the dome season which runs from November to April, a part-time employee supervises he facility from the
dome accessory building.
DIVISION ORGANIZATIONAL CHART
The facility was named Braemar Field instead of Sports Dome to avoid confusion with the Golf Dome.
Shift
Supervisors
Field Staff
172 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR FIELD
2016-2017 DIVISION GOALS
Meet revenue goals identified in pre-construction proformas.
Sell 95% of prime Field time.
Develop thorough and proactive operations plan for maintaining new and existing facilities.
Seek out energy saving opportunities to lower operational expenses and decrease our carbon footprint.
2014-2015 DIVISION ACCOMPLISHMENTS
Constructed Sports Dome and Outdoor Rink.
Opened 4 days after target facility opening date.
Completed the construction process within budget.
Received $250,000 Hennepin County Sports Grant to assist with construction costs.
PERFORMANCE MEASURES 2013* 2014* 2015
Sell at least 95% of prime time - - Yes
Meet all budget goals for programming - - Yes
Promote family time on Saturday nights to achieve 125 average
guest attendances through season
- - No
*Braemar Field did not open until December of 2014
173 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— BRAEMAR FIELD
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
Revenues
Concessions sales -$ -$ 1,000$ 1,000$ 1,000$ 1,000$
Admissions - 84 1,000 1,000 1,000 1,000
Building rental - 17,380 385,310 375,860 390,310 395,310
Class registration & other 410 4,000 4,000 4,000 4,500
Investment income (loss) - - 1,000 - 3,000 5,000
Other nonoperating revenue - - - - - -
Total revenues - 17,874 392,310 381,860 399,310 406,810
Expenses
Personal services - 7,829 55,023 54,440 58,272 60,424
Contractual services - 605 171,930 171,650 148,180 149,930
Commodities - 2,445 3,277 3,000 3,277 3,725
Central services - - - - 11,712 11,964
Depreciation - - 325,000 325,000 500,000 510,000
Total expenses - 10,879 555,230 554,090 721,441 736,043
Income (loss)- 6,995 (162,920) (172,230) (322,131) (329,233)
Sports Dome Fund Financial Summary
Personal services
9%
Contractual services
25%
Commodities
1%
Central services
1%
Depreciation
64%
Sports Dome Average Expenses by Type
174 CITY OF EDINA, MINNESOTA
C OMMUNITY DEVELOPMENT DEPARTMENT
Cary Teague, Director
cteague@EdinaMN.gov 952-826-0460
DEPARTMENT OVERVIEW
The mission of the Edina Community Development Department is to promote the health, safety and welfare of our
residents, neighborhoods, and districts and to preserve our historic and natural resources in an efficient and effective
manner through orderly land use and development. The Community Development Department is responsible for plan-
ning and zoning, housing and redevelopment, and is responsible for estimating the market value and determining the
classification of each piece of property in the City of Edina for property tax purposes.
MAJOR SERVICE AREAS
Planning
Zoning
Heritage Preservation
Residential Appraisal
Sign Permits
Residential redevelopment
Commercial Appraisal
DEPARTMENT ORGANIZATIONAL CHART
In 2015, the Community Development Department completed the Valley View
Wooddale Small Area Plan.
175 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
PERFORMANCE MEASURES 2013 2014 2015
Number of processed applications and plans reviewed 500 620 300*
Number of residential property inspections 3,800 3,729 2,960*
Number of Special Assessments levied 17 15 12
2015-2016 DEPARTMENTAL GOALS
Continue to monitor, improve and explore ways to minimize impacts regarding residential redevelopment.
Complete Study of the density/traffic/utilities issue in the Southdale area.
Begin the 2018 Comprehensive Plan process by the end of 2016.
Value all taxable parcels annually and meet the minimum target sales ratio, as required by the County Assessor.
Participate in the implementation and training for the new Assessment and Taxes program with Hennepin County.
2014-2015 DEPARTMENT ACCOMPLISHMENTS
The Planning Division applied for and received a Livable Communities Grant through the Metropolitan Council to
provide $500,000 for contamination cleanup grants at Pentagon Park.
Completed the Valley View Wooddale Small Area Plan.
Completed several Zoning Ordinance Amendments to better regulate residential redevelopment.
Amended the Comprehensive Plan to better align development density with Metropolitan Council goals.
Completed a Zoning Ordinance Amendment to make the rezoning process more efficient.
Created an affordable housing policy with the Edina Housing Foundation.
Helped guide development proposals in the Southdale Area that will create 799 new housing units, 150,000 s.f. of
new medical office, and 60,000 s.f. of new retail space in the area.
*Through June 2015
176 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Planning 604,437$ 675,179$ 675,415$ 679,087$ 721,097$ 847,443$
Assessing 840,036 834,781 925,013 933,073 925,848 962,534
General fund subtotal 1,444,473 1,509,960 1,600,428 1,612,160 1,646,945 1,809,977
Other Funds
Community Development
Block Grant 193,340 18,700 125,000 100,000 125,000 125,000
Construction - 14,826 30,000 30,000 - 200,000
Department Total Budget 1,637,813$ 1,543,486$ 1,755,428$ 1,742,160$ 1,771,945$ 2,134,977$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Community Development Department Expenditures
Planning
48%Assessing
52%
Expenditures by Division
177 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Assessing Division
DIVISION OVERVIEW
The Assessing Division conducts quintile field inspections (Minnesota Statute 273.08) and performs annual classification
and valuation of Edina’s 21,311 real estate parcels. In addition, once every six years, the division must appraise all
exempt properties. Accepted approaches (cost, market comparison and income approach) to property valuation are
considered in the appraisal process. Each year, all tangible changes to property that may affect value are physically
inspected using building permits as an informational source. Statistical analysis is performed on more than 450
residential sales and existing assessor’s market values each year, forming a basis for annual adjustments to value. Sales
and the analysis of available income and expense data help determine adjustments to commercial, industrial, and
apartment values. The division’s work culminates each year with the Board of Appeal & Equalization. Hundreds of
inquiries and reviews are handled each year prior to that meeting. Throughout the year, staff also manages appeals on
commercial/industrial and apartment properties in Minnesota Tax Court.
Hennepin County municipalities compare, coordinate and discuss ratios of assessor’s values to sale prices to ensure an
acceptable level of assessment and equity between jurisdictions. These ratios indicate the quality of our assessment and
are monitored and corrected (if necessary) by the Department of Revenue.
The Assessing Division is also responsible for certification and collection of special assessments.
DIVISION ORGANIZATIONAL CHART
178 CITY OF EDINA, MINNESOTA
2015-2016 DIVISION GOALS
Physically inspect and revalue 20 percent of all real property, as required by statute.
Value all taxable parcels annually and meet the minimum target sales ratio, as required by the County Assessor.
Appraise all tax exempt properties for the 2016 assessment.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed the 2015 assessment with a median sales ratio of 95.5 percent and a coefficient of dispersion of 5.3
percent.
Physically inspected and revalued 20 percent of all real property, as required by statute.
Valued all taxable parcels annually and met the minimum target sales ratio, as required by the County Assessor.
PERFORMANCE MEASURES 2013 2014 2015
Appraisal value to actual sales value ratio 95.8 97.3 95.5
Board of Appeal and Equalization cases heard 6 16 14
Minnesota Tax Court petitions filed 65 73 71
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
179 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 680,933$ 665,221$ 746,389$ 738,949$ 727,940$ 758,738$
Contractual services 89,008 101,007 103,920 118,720 125,700 130,700
Commodities 1,264 1,526 2,200 2,900 2,200 2,200
Central Services 68,831 67,027 72,504 72,504 70,008 70,896
Construction Fund
Equipment replacement - 14,826 30,000 30,000 - -
Total 840,036$ 849,607$ 955,013$ 963,073$ 925,848$ 962,534$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Assessing Division Expenditures
Personal services
79%
Contractual
services
12%
Commodities
1%Central
Services
8%
Expenditures by Type
180 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Planning Division
DIVISION OVERVIEW
The Planning Division is primarily responsible for the review and management of development and redevelopment in
the City of Edina. The division coordinates the preparation of a Comprehensive Plan, including the City's long-range
guide to how property should be developed or redeveloped.
Within the context of the Comprehensive Plan, the division administers the City's zoning ordinances, which govern
how property can be used. Planning staff provides recommendations to the Planning Commission and City Council on
all land use issues. The Planning Division also acts as the staff liaison to the Edina Heritage Preservation Board and the
Edina Housing Foundation.
In a typical year, the Planning Division will process 50 variance requests; submit to the City Council between 20 and 30
requests for subdivision, rezoning, site plan and conditional use permit approval; process 100 sign permits and adminis-
ter $150,000 in Community Development Block Grant funding.
DIVISION ORGANIZATIONAL CHART
The Planning Division helped guide development proposals in the Southdale Area that will create 799 new housing
units, 150,000 s.f. of new medical office, and 60,000 s.f. of new retail space in the area.
181 CITY OF EDINA, MINNESOTA
2015-2016 DIVISION GOALS
Continue to monitor, improve and explore ways to minimize impacts regarding residential redevelopment.
Complete Study of the density/traffic/utilities issue in the Southdale area.
Begin the 2018 Comprehensive Plan creation process the end of 2016.
2014-2015 DIVISION ACCOMPLISHMENTS
Completed the Valley View Wooddale Small Area Plan.
Completed several Zoning Ordinance Amendments to better regulate residential redevelopment.
Amended the Comprehensive Plan to better align development density with Metropolitan Council goals.
Completed a Zoning Ordinance Amendment to make the rezoning process more efficient.
Created an affordable housing policy with the Edina Housing Foundation.
Helped guide development proposals in the Southdale Area that will create 799 new housing units, 150,000 s.f. of
new medical office, and 60,000 s.f. of new retail space in the area.
PERFORMANCE MEASURES 2013 2014 2015*
Number of Conditional Use Permits submitted 3 5 1
Number of New Home permits reviewed 106 117 65
Number of Sign Permits submitted 157 102 50
Number of Sketch Plans submitted 5 10 4
Number of Variance applications submitted 23 27 18
Number of Subdivision applications submitted 7 2 3
Number of Rezoning applications submitted 3 10 3
COMMUNITY DEVELOPMENT DEPARTMENT—PLANNING DIVISION
*Through June 2015
182 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT— PLANNING DIVISION
2013 2014 2015 2015 2016 2017
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 464,594$ 523,495$ 537,915$ 537,915$ 556,989$ 580,283$
Contractual services 90,766 105,863 85,500 88,000 111,500 212,500
Commodities 3,018 2,212 6,000 6,000 4,500 6,000
Central Services 46,059 43,609 46,000 47,172 48,108 48,660
CDBG Fund
Contractual services 193,340 18,700 125,000 100,000 125,000 125,000
Construction Fund
Capital outlay - - - - - 200,000
Total 797,777$ 693,879$ 800,415$ 779,087$ 846,097$ 1,172,443$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Planning Division Expenditures
Personal services
63%
Contractual
services
27%
Commodities
4%
Central Services
6%
Planning Expenditures by Type
For living, learning, raising families, and doing business.
City of Edina
COMMUNITY PROFILE
184 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
MARKET VALUE OF PROPERTY: LAST TEN FISCAL YEARS
Although the City has been nearly fully developed and our borders haven't changed for many years, total market value
of properties in the City has grown. Like many communities, property values dropped somewhat after 2009, but the
drop in Edina was not as severe as many other places. Residential and commercial redevelopment in recent years has
contributed to the increase in the total market value of Edina.
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Estimated market value of taxable property (in
millions)
Estimated Taxable
9,619$ 9,452$
9,987 9,929
10,112 10,079
9,960 9,950
9,442 9,432
9,179 9,026
8,955 8,799
9,066 8,912
9,838 9,702
10,423 10,300
Source: Hennepin County Taxpayer Services.
2016
Year
2012
2013
2014
2015
Market Value (In millions) a
2011
Fiscal
2009
2010
2007
2008
a Property in the City is assessed annually. Assessed value is equal to market value, although taxable value may be different, as shown.
The City receives reports from Hennepin County showing total market value, but not separated by property classification.
185 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP TEN TAX PAYERS
The City of Edina's local economy is healthy and diverse. There are several large tax payers in the City that are im-
portant but none is dominant. Edina is not overly reliant on one business or industry.
Centennial Lakes, Edina
Percentage
of Total
Tax Capacity Rank Capacity
Southdale Shopping Center 2,506,810$ 1 2.32%
Galleria Shopping Center 1,978,800 2 1.83%
Centennial Lakes Retail 788,526 3 0.73%
Centennial Lakes Phase V 704,848 4 0.65%
Southdale Office Park 701,274 5 0.65%
Centennial Lakes Phase IV 691,196 6 0.64%
Southdale Medical Building 620,285 7 0.57%
National Car 508,794 8 0.47%
Centennial Lakes Phase III 439,470 9 0.41%
Target 439,250 10 0.41%
Totals 9,379,253$ 8.68%
Source: City of Edina Assessing Office
2014
Taxpayer
186 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP TEN EMPLOYERS
The City of Edina's local economy is healthy and diverse. There are several large employers in the City that are im-
portant but none is dominant. Edina is not overly reliant on one employer or industry.
Sources:
2014 data from ReferenceUSA, written and telephone survey (October 2014) done by Ehlers,
and the Minnesota Department of Employment and Economic Development.
Percentage of
Total City
Employees Rank Employment
Fairview Southdale Hospital 2,613 1 10.98%
Edina Public Schools ISD #273 1,860 2 7.81%
City of Edina 811 3 3.41%
BI Worldwide 600 4 2.52%
Regis Corporation 600 5 2.52%
Barr Engineering 453 6 1.90%
Lund Foods Holdings, Inc. 405 7 1.70%
International Dairy Queen Inc. 400 8 1.68%
Edina Realty 400 9 1.68%
FilmTec Corporation 375 10 1.58%
Totals 8,517 35.78%
2014
Employer
187 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
EDUCATION AND WORKFORCE
TAXES
High School
Graduation Unemployment
Population Rate Rate
47,448 92.1% 3.30%
46,896 92.0% 3.00%
47,090 92.0% 3.45%
48,169 92.0% 4.33%
48,169 92.4% 6.38%
47,941 91.6% 5.56%
48,262 92.2% 5.25%
48,829 97.4% 4.56%
49,216 97.7% 3.98%
49,216 97.8% 3.10%2014
2011
2012
Fiscal
Year
2010
2009
2008
2007
2006
2005
2013
Sources:
Population data from U.S. Census Bureau/Metropolitan Council.
High school graduation rate data from U.S. Census Bureau for all of Hennepin County.
Unemployment rate data from State of Minnesota Department of Employment and Economic Development.
Each blue diamond indicates a different city in the MSP area. Includes all cities with population 25,000-100,000
2015 Taxes per LMC Property Tax Calculator
2014 Population per Met Council estimate
Edina
$500
$1,000
$1,500
$2,000
$2,500
$3,000
20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000
Ci
t
y
T
a
x
e
s
o
n
$
4
0
0
,
0
0
h
o
u
s
e
Population
Property Taxes in the MSP Metro Area
For living, learning, raising families, and doing business.
City of Edina
GLOSSARY
190 CITY OF EDINA, MINNESOTA
G LOSSARY
Accounting – A system to measure and communicate financial information about an organization, including annual
results and current position. It has been called the “language of business”.
Accrual basis of accounting – A method of accounting for transactions by recording revenues when they are
earned (whether cash is received at the same time or not) and recording expenses when goods and services are
received (whether cash is paid at the same time or not).
Adopted budget – The City Council adopts a financial plan for a fiscal year, including revenues and other financing
sources as well as expenditures, expenses and other uses.
Appropriation – An authorization made by the legislative body of a government which permits officials to incur
obligations against and to make expenditures of governmental resources.
Assessed valuation – Market value for all real or personal property equals the price that a property would command
under competitive, open-market conditions, at the time the property is assessed. The City Assessor’s Office
determines assessed valuation. In Minnesota there is a one year delay between the time a property is valued and the
payment of taxes based on that value.
Asset – An accounting term. Any tangible or intangible economic resource that is capable of producing future value
can be considered an asset. Assets are shown on the balance sheet. Asset values are sometimes estimated as of the
balance sheet date.
Balance sheet – Summarizes an entity’s financial position on a specific date, often the last day of the fiscal year. The
balance sheet is sometimes described as a “snapshot of an entity’s financial position”. Governmental accounting
sometimes uses alternative words or phrases to describe financial documents similar to a balance sheet, such as
“Statement of Net Position” or “Statement of Fund Net Position”.
Balanced budget – In the General Fund, when expenditures are exactly offset by an equal amount of revenue.
Bond – A written promise to pay (debt) a specified sum of money (called principal, par or face value) at a specified
future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal
(interest rate). Bonds are typically used for long-term debt.
Budget – The financial plan for the operation of a program or organization which includes an estimate of proposed
expenditures for a given period and the proposed means of financing those expenditures.
Capital asset – An accounting term used to describe assets with significant value and having a useful life of several
years. Capital assets are sometimes called fixed assets.
Capital Improvement Plan (CIP) – A plan to prioritize expenditures for significant projects and match financing to
pay the project costs. The City of Edina prepares a five-year CIP every two years.
Capital outlay – Expenditures for the acquisition of capital assets.
191 CITY OF EDINA, MINNESOTA
GLOSSARY
Capital projects fund – A type of fund defined by GASB. Capital projects funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for capital outlay, other than those financed by
proprietary funds. The City of Edina has one capital projects fund that we call the Construction fund.
Central services – The City of Edina is a diverse organization that has several departments, divisions and business
units. There are some common costs (overhead) like property and liability insurance, IT services, building maintenance
and equipment maintenance that we have found are most efficiently performed centrally for all of our business units.
The term central service is how we describe our system for allocating the costs of this overhead to the business units
that benefit from them. Sometimes other cities will use the term “internal service”, which describes the same goal but
is a slightly different process with different accounting rules.
City Council – Five elected leaders, including the mayor, that represent the legislative arm of local government in
Edina.
Community Development Block Grant (CDBG) – The CDBG program is a federal program that dates back to
1974, and exists to provide communities with resources to address a wide range of unique community development
needs. The City of Edina receives CDBG funding through Hennepin County.
Debt service – Payment of interest and repayment of principal to holders of a government’s debt instruments.
Debt service fund – A type of fund defined by GASB. Debt service funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for principal and interest. The City of Edina has
one debt service fund that we call the Debt Service fund.
Deficit – (1) May be used when discussing an entity’s balance sheet where liabilities exceed assets (2) Also may be
used when discussing an entity’s income statement where expenditures or expenses exceed revenues during an
accounting period.
Depreciation – A system of allocating the cost of a capital asset over its useful life. The City of Edina uses
depreciation in our enterprise funds, but not our governmental funds.
Enterprise fund – A type of fund defined by GASB. Enterprise funds use full accrual accounting. The City of Edina
has eight enterprise funds; Utilities fund, Liquor fund, Aquatic Center fund, Golf Course fund, Arena fund, Art Center
fund, Edinborough fund, and Centennial Lakes fund.
Expenditure – An accounting term often used when discussing governmental or modified accrual accounting.
Expenditures are generally recorded when a liability is incurred, as expenses are recorded under accrual accounting.
However, some changes in long-term liabilities, like debt service or compensated absences, are recorded as
expenditures only when payment is due.
Expense – An accounting term. Expenses include outflows of economic resources or depletions of assets during a
period of time, like a month, quarter, or fiscal year.
Fiscal disparities – A program in the Minneapolis/St. Paul (MSP) metropolitan area in which a portion of the
commercial and industrial property value of each city and township is contributed to a tax base sharing pool. Each city
and township then receives a distribution of property value from the pool based on market value and population in
each city.
192 CITY OF EDINA, MINNESOTA
GLOSSARY
Franchise fee – Sometimes called a franchise tax, this is revenue the City of Edina collects from a company in
exchange for granting the right or license to market that company’s goods or services in the City’s borders. The City
of Edina currently receives franchise fee revenue from Comcast Cable, Xcel Energy, and Centerpoint Energy.
Generally Accepted Accounting Principles (GAAP) – The body of rules that govern accounting. The City of
Edina uses accounting principles generally accepted in the United States for local governments. The Governmental
Accounting Standards Board (GASB) is an influential body that sets GAAP. GAAP is enforced through the audit
process, when auditors render opinions on the fairness of financial statement presentations in conformity with GAAP.
General fund – The General fund is the City’s primary operating fund. It accounts for the proceeds of specific
revenue sources that are restricted or committed to expenditures for the specified purposes other than debt service
and capital projects. It carries the basis activities of the City including Administration, Human Resources,
Communications and Technology Services, Finance, Community Development, Parks and Recreation, Police, Fire,
Engineering and Public Works.
Governmental Accounting Standards Board (GASB) – An independent, non-governmental organization that is
the official source of Generally Accepted Accounting Principles (GAAP) used by State and Local governments in the
United States, including the City of Edina. The GASB was established in 1984 by agreement of the Financial Accounting
Foundation (FAF) and 10 national associations of state and local government officials.
Governmental funds – A category of funds that always includes a governmental entity’s general fund, special
revenue funds, capital projects funds and debt service funds. Governmental funds use the modified accrual basis of
accounting with revenues recognized in the accounting period in which they become available and measurable.
Expenditures are generally recorded when a liability is incurred, as expenses are recorded under accrual accounting.
However, some changes in long-term liabilities, like debt service or compensated absences, are recorded as
expenditures only when payment is due.
Government Finance Officers Association (GFOA) – A professional association of local government finance
officers in the United States and Canada, headquartered in downtown Chicago. The purpose of the Government
Finance Officers Association is to enhance and promote the professional management of governments for the public
benefit by identifying and developing financial policies and best practices and promoting their use through education,
training, facilitation of member networking, and leadership.
Homestead market value exclusion – Property that is homesteaded is eligible to receive the Homestead market
value exclusion. The Homestead market value exclusion causes the amount of value that is taxable to be reduced by
excluding a portion of a property’s estimated market value.
Housing and Redevelopment Authority (HRA) – The Edina HRA is an entity legally separate from the City,
established in 1974 for the purpose of undertaking urban redevelopment projects and assisting with the development
of affordable housing. The members of the City Council comprise the five-member board of commissioners of the
HRA.
193 CITY OF EDINA, MINNESOTA
GLOSSARY
Income statement – Summarizes an entity’s revenues and expenses or expenditures for a specified accounting
period, such as a month, quarter, or fiscal year. The income statement is sometimes also called the profit and loss
(P&L), statement of operations, earnings statement or other similar term. Governmental accounting sometimes uses
additional alternative words or phrases to describe financial documents similar to an income statement, such as
“Statement of Activities”, “Statement of Revenues, Expenditures, and Changes in Fund Balances” (governmental funds),
or “Statement of Revenues, Expenses, and Changes in Fund Net Position/Equity” (proprietary or enterprise Funds).
Internal service fund – Internal service funds are used to account for financing of goods or services provided by one
department or agency to other departments or agencies of the government on a cost-reimbursed basis.
League of Minnesota Cities (LMC) – The LMC is a membership organization dedicated to promoting excellence in
local government. The League serves its more than 800 member cities, including Edina, through advocacy, education
and training, policy development, risk management, and other services.
Levy limit – The amount a local unit of government is permitted to levy for specific services under state law. Annual
levy limits, when applicable, are set by the State Legislature.
Liability – An accounting term. A liability is an obligation arising from past events, the settlement of which is expected
to result in an outflow of resources (assets). Liabilities are shown on the balance sheet. Liability values are sometimes
estimated as of the balance sheet date.
Local Government Aid (LGA) – A Minnesota State government revenue sharing program for cities with low
property wealth or high service burdens that is intended to provide an alternative to the property tax. The City of
Edina doesn’t receive LGA.
Local sales taxes – A local tax levied on the sale of goods and services to be used for specific purposes by a local
government. The City of Edina doesn’t impose or collect any local sales taxes.
Major fund – Under GASB 34 certain funds are designated as major funds. Major funds must have their own
columns in the fund financial statements in the Comprehensive Annual Financial Report. The General fund is always a
major fund and other funds are considered major if they meet certain financial criteria.
Municipal Legislative Commission (MLC) – The MLC is a lobbying group that provides a voice at the state
capital for 16 suburban communities, including Edina, sharing common demographic, economic and tax base
characteristics.
Pedestrian and Cyclist Safety (PACS) – In 2013 the City began collecting franchise fee revenue from both Xcel
and CenterPoint customers to be used for the creation, maintenance and improvement of non-motorized
transportation facilities in Edina.
Property tax levy – The City of Edina goes through a budget process to determine what services we will provide,
what those services will cost, and where we will get the money. The City Council sets the annual property tax levy,
which is then certified to Hennepin County for collection.
Property tax refund – The State of Minnesota has a program to partially refund property taxes to those taxpayers
whose property taxes are out of proportion with their incomes, according to program guidelines. The program is
available to homeowners and renters.
194 CITY OF EDINA, MINNESOTA
GLOSSARY
Quality of Life survey (QLS) – A survey of residents commissioned by the City of Edina designed to provide
performance feedback to the City Council and city staff.
Revenue – An accounting term. Revenues include money an organization receives during a period of time, like a
month, quarter, or fiscal year.
Special assessment – The City places a financial lien against a property to recoup the cost of certain improvements
or services provided to a property, such as a street or utility improvement or unpaid utility services.
Special revenue fund – A type of fund defined by GASB. Special revenue funds are used to account for all financial
resources that are restricted or committed to expenditures for specified purposes other than debt service or capital
projects. The City of Edina has five special revenue funds; HRA fund, PACS fund, CDBG fund, Police Special Revenue
fund, and Braemar Memorial fund.
State general property tax – The State of Minnesota imposes property taxes on commercial, industrial, and
seasonal recreational properties.
To be determined (TBD) – Information that cannot be verified.
Tax capacity – The valuation of property based on market value and class rates. For properties in Edina, the City
Assessor’s office sets the value, the State of Minnesota sets the class rates, and Hennepin County performs the
calculation.
For living, learning, raising families, and doing business.
City of Edina
APPENDIX
196 CITY OF EDINA, MINNESOTA
INANCIAL MANAGEMENT POLICIES
PURPOSE
The City of Edina has a responsibility to provide quality services to its residents, and considers it important to do so in
a fiscally responsible fashion designed to keep services and taxes as consistent as possible over time. These financial
management policies are meant to serve as the framework upon which consistent operations may be built and sus-
tained.
OPERATING BUDGET POLICIES
Scope. It is the City’s policy to budget for all governmental and enterprise funds.
Accounting. The governmental funds use the modified accrual basis of accounting for budgeting and reporting pur-
poses. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be
available when they are collectible within the current period or soon enough thereafter to pay liabilities for the current
period. The City considers all revenues, except reimbursement grants, to be available if they are collected within 60
days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred. However,
debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are rec-
orded only when payment is due.
The Enterprise Funds use the accrual basis of accounting for budgeting and reporting purposes. Revenues are recorded
when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows.
Property taxes are recognized as revenue in the year for which they are levied. Grants and similar items are recognized
as revenue as soon as all eligibility requirements imposed by the provider have been met.
Stakeholder Input. The annual budget process is intended to weigh all competing requests for City resources within
expected fiscal constraints. Requests for new programs made outside the annual budget process are discouraged. The
City will provide ample time and opportunity for public input into its budget process every year.
Balanced Budget Adoption. The operating budget for the General Fund will be balanced. The City will not use in-
ternal or external short-term borrowing, asset sales, or one-time accounting changes to balance the General Fund
budget. The balanced budget will include a reasonable annual appropriation for contingencies.
Budgetary Controls. The legal level of budgetary control is at the department level within the General Fund even
though budgetary data is presented at lower levels (personal services, contractual services, commodities, and central
services). Expenditures may not legally exceed appropriations by department unless offset by increases in revenues. All
unencumbered appropriations lapse at year-end.
The City Manager may approve budgetary transfers. The City Council may approve supplemental appropriations.
197 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
Monitoring. Department Directors are responsible for administration of their respective department budgets. Such
responsibility includes reviewing monthly financial reports to detect errors and assess progress, staying within budget
authorization, and submitting requests for budget adjustments, when required.
REVENUE POLICIES
Policies. The City will endeavor to maintain a diversified and stable revenue system to shelter programs and services
from short-term fluctuations in any single revenue source.
Property Taxes. It is beneficial for residents and for the City to keep tax rates low and consistent from year to year.
The City will strive to proactively avoid large increases in the operating budget levy.
Fees and Charges. The City shall establish user charges and fees for General Fund program activities at a level relat-
ed to the full cost of providing the services. Components of the user charges shall include direct and indirect costs of
providing the service. The City will also consider policy objectives and market rates when setting fees.
Transfers. Transfers should not be used as a revenue source to balance the operating budget except for the annual
transfer from our liquor operations.
Investment Income. The City will reasonably budget for investment revenue in our operating budget based on the
conservative investment strategy outlined in our investment policy (under separate cover).
FUND BALANCE POLICIES
Definitions. The term fund balance describes the net assets of the City’s governmental funds calculated in accordance
with generally accepted accounting principles (GAAP). GAAP further divides fund balance into five categories; non-
spendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund bal-
ance.
Nonspendable fund balance consists of amounts that cannot be spent because they are not in spendable form, such
as prepaid items.
Restricted fund balance consists of amounts related to externally imposed constraints established by creditors,
grantors or contributors; or constraints imposed by state statutory provisions.
Committed fund balance consists of amounts that are constrained for specific purposes that are internally imposed
by formal action (resolution) of the City Council. Those committed amounts cannot be used for any other purpose
unless City Council removes or changes the specified use by taking the same type of action it employed to previ-
ously commit those amounts.
Assigned fund balance consists of amounts intended to be used by the City for specific purposes but do not meet
the criteria to be classified as restricted or committed. In governmental funds other than the general fund, assigned
fund balance represents the remaining amount that is not restricted or committed. In the general fund, assigned
amounts represent intended uses established by the City Council.
Unassigned fund balance is the residual classification for the general fund and also reflects negative residual amounts
in other funds.
198 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
Policies. At the end of each fiscal year, the City will maintain nonspendable and restricted fund balance equal to the
amounts required by GAAP for a variety of purposes, including but not limited to: prepaid expenditures, park dedica-
tion fees, E-911 funds, forfeiture funds, and other assets restricted by grantors, contributors, creditors, or enabling leg-
islation.
At the end of each fiscal year, the City will maintain committed fund balance constrained for specific purposes by City
Council.
At the end of each fiscal year, the City will maintain assigned fund balance in the General Fund for investments as calcu-
lated by the difference between market value and amortized value of investments held by the City at year-end. The
City will also maintain assigned fund balance in the General Fund for Compensated Absences of 40% of the actual full-
accrual General Fund liability for compensated absences.
At the end of each fiscal year, the City’s goal is to maintain unassigned fund balance for Cash Flow in the General Fund
in a range equal to 42-47% of the subsequent year’s budgeted tax revenue. In the event that unassigned fund balance
falls above or below the desired range, the Finance Director shall report such amounts to the City Council as soon as
practicable after the end of the fiscal year. Should the actual amount of unassigned fund balance fall below the desired
range, the City shall create a plan to restore the appropriate levels. Should the actual amount of unassigned fund bal-
ance fall above the desired range, any excess funds will remain unassigned pending the Council’s final decision concern-
ing transfer to another fund. It is the policy of the City that, to the extent possible, such excess funds will be trans-
ferred to the Construction Fund to support capital improvements and equipment.
Available fund balances shall not be used for ongoing operating expenditures.
When both restricted and unrestricted resources are available for use, it is the City’s policy to first use restricted re-
sources, then use unrestricted resources as they are needed.
When committed, assigned, or unassigned resources are available for use, it is the City’s policy to use resources in the
following order: 1) committed, 2) assigned, and 3) unassigned.
CAPITAL OUTLAY POLICIES
Equipment Replacement Program. The City strives to maintain its physical assets at a level that minimizes future
repair and maintenance costs. To accomplish this goal, the City has established the Equipment Replacement Program to
annually budget and set aside funds for the timely replacement of City equipment.
The City’s Equipment Replacement Program includes equipment used for General Fund programs.
Capital Improvement Plan (CIP). The goal of the City’s CIP is to develop a comprehensive program for use by
decision makers to guide capital investments based on an assessment of the community’s needs, taking into account the
best use of limited resources while providing efficient and effective municipal services.
199 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
The City will develop a five-year plan for capital improvements and update it annually. The CIP process includes analyz-
ing projects contributing to the public health and welfare, projects helping to maintain and improve the efficiency of the
existing systems, and projects that define a future need within the community.
The City will identify the estimated cost and potential funding sources for each capital project proposal in the CIP. Pur-
chase contracts for equipment and projects included in the CIP must still be properly authorized according to the
City’s Purchasing Policy.
The CIP will include equipment and projects from any City fund.
DEBT MANAGEMENT POLICIES
Policy Limits. The City will use debt only for capital improvement or projects that have a life of more than 4 years.
The City will avoid using debt for cash flow borrowing, operations, or repairs.
When possible, the City will not use debt to finance equipment purchases when it is possible to purchase the equip-
ment on a pay-as-you-go basis with equipment replacement program or capital improvement plan reserves.
The City shall use G.O. tax increment bonds only when the development merits special consideration.
The City’s capital improvement plan shall contain debt assumptions which match this policy and requires a commitment
to long-range financial planning which looks at multiple years of capital and debt needs.
Legal Limits. Minnesota Statues, Section 475 prescribes the statutory debt limit that outstanding principal of debt
cannot exceed 2% of taxable market value. This limitation applies only to debt that is wholly tax-supported. The type of
debt included is either general obligation debt of any size bond issue (G.O.) or lease revenue bond issues that were
over $1,000,000 at the time of issuance. However, there are also several other types of debt that do not count against
the limit. G.O. tax increment, G.O. special assessment, G.O. utility revenue, G.O. recreational facility revenue, and
HRA-issued debt are considered to have a separate revenue source other than just taxes and are excluded from the
legal debt limit calculation. Local ordinances do not limit the City’s ability to issue debt.
Issuance Practices. The City uses the competitive sale method for its general obligation bond sales unless factors
such as structure, size or market conditions compel the use of a negotiated sale.
The City may use an outside bond attorney, an independent financial advisor, and/or other service providers to assist
with the structuring and sale of the bonds.
Debt Structuring. The City’s collective debt shall amortize at least 50% of its principal within 10 years. In all cases,
the maturity shall be shorter than the life of the related assets.
Conduit Debt. The City may participate in conduit debt financings. Development proposals are reviewed to deter-
mine if they meet program objectives and whether the proposals are financially feasible.
200 CITY OF EDINA, MINNESOTA
Variable Rate Debt. The City may use variable rate debt to provide debt structuring flexibility and potential interest
savings to the total debt portfolio. Variable rate debt should not constitute more than 20% of the City’s total debt obli-
gations.
Refunding. Current refunding bonds may be utilized when present value savings of 3% of refunded principal is
achieved or in concert with other bond issues to save costs of issuance.
Advance refunding bonds may be utilized when present value savings of 4% of refunded principal is achieved.
Adopted by City Council February 20, 2007
Revisions: March 20, 2007
December 15, 2009
December 20, 2011
FINANCIAL MANAGEMENT POLICIES