HomeMy WebLinkAboutEditionEdina_June 20154801 W. 50th St.
Edina, MN 55424
952-927-8861
mail@EdinaMN.gov
www.EdinaMN.gov
CITY COUNCIL
Mayor Jim Hovland ............................612-874-8550
Council Member Mary Brindle .........952-941-7746
Council Member Kevin Staunton ....952-836-1020
Council Member Bob Stewart ........952-833-9559
Council Member Ann Swenson .......952-484-4894
EXECUTIVE LEADERSHIP TEAM
City Manager
Scott Neal ..........................................952-826-0401
Assistant City Manager
Lisa Schaefer .....................................952-826-0416
Communications & Technology
Services Director
Jennifer Bennerotte ..........................952-833-9520
Community Development Director
Cary Teague .......................................952-826-0460
Engineering Director
Chad Millner ......................................952-826-0318
Finance Director
Eric Roggeman ..................................952-826-0414
Fire Chief
Tom Schmitz ......................................952-826-0332
Human Resources Director
Lisa Schaefer ......................................952-826-0416
Parks & Recreation Director
Ann Kattreh ........................................952-826-0430
Police Chief
Dave Nelson ......................................952-826-0467
Public Works Director
Brian Olson ........................................952-826-0311
The City of Edina
City of Edina Directory
Volume 2, Issue 6
City Works To Repair and Replace Underground Utilities
Underground utilities are often forgotten – out of sight, out of mind. However, these
services, such as water, sanitary and storm water systems, rely on aging infrastructure in
many Edina neighborhoods. The majority of utilities that were installed in the 1950s and
1960s, and even some in the 1940s, are still in use today.
While the City’s utilities are highly reliable, they occasionally fail. The
aging infrastructure is a challenge for City staff.
“We know the infrastructure is getting older every year, but there are
not enough dollars to replace it all,” said Environmental Engineer Ross
Bintner. “There is a tradeoff with every decision, and is a continuous
question of allocating time and resources to repairing the utility or
replacing it. We can deal with it as is, but the service level decreases.
For example, a sanitary sewer line could have the opportunity for
more clogs or backups.”
Each year, the City responds to hundreds of water main breaks and
service leaks, most of which are in areas where the infrastructure is the
oldest. The infrastructure was especially stressed during several heavy
rainfalls in June 2014. More than four inches of rain over short periods
of time overwhelmed the storm and sanitary sewer systems.
Edina’s Public Works and Engineering departments collaborate to
make sure the City’s infrastructure is in good working order and to
determine repairs and replacements. In 2014, 3 miles of road, 2.97
miles of water mains, 2.71 miles of sanitary sewers and 0.36 miles of
storm sewers were constructed, reconstructed or rehabilitated.
Generally, most infrastructure upgrades are performed during
neighborhood street reconstructions. This allows the City to
reconstruct the street and repair or replace underground utilities at
the same time, costing less than it would as two standalone projects
and with less impact on residents. If street reconstruction and
infrastructure repair or replacement are done as separate projects,
many pits and trenches would need to be dug in the street.
“Before we get to reconstruction, we prioritize our neighborhoods, looking at
pavement, utilities and other traffic-related issues and balance needs of the system
with funding, and pick neighborhoods with greatest need,” said Engineering Director
Chad Millner.” If we are able to do the work all at one time, the impacts are lower, the
equipment is there, and there is often a cost savings for having it all as one project.”
In 2014, the City spent $5.1 million on water, sanitary and storm sewer infrastructure
improvements, the majority of which coincided with street reconstructions. Millner
said that in some cases, though, they don’t upgrade the utilities during a street
reconstruction because staff believes the useful life of the infrastructure can be
extended until the next reconstruction.
“Typically, we lock neighborhoods into the reconstruction schedule two or three years
out, but start planning them as many as five years out,” Millner said. “The infrastructure
and utility conditions can changes year to year, which could move a project up higher in
the priorities.”
The City continuously plans for the eventual repair and replacement
of infrastructure. The City employs an asset management system,
which helps keep track of infrastructure. The system is used to
set service levels; access the present condition; judge system
performance; plan for repair, replacement or future upgrades; and
assess risk.
“This system helps drive decisions,” Millner said. “Information we
need like the type of pipe, size, age, conditions and more is available.
We keep building the dataset to make better and more defendable
decisions. It also helps us know what is needed for when projects are
sent for bids.”
New technologies are also being used. A technique called non-
destructive testing was used on water mains in the Arden Park D
neighborhood reconstruction project, which helped provide a better
understanding of the pipe’s remaining life.
“Water mains are slowly eaten away from the inside and/or the
outside. They are generally cast iron or ductile, and have a risk of
being corroded, which thins the pipe walls,” Bintner said. “The non-
destructive test uses acoustics to listen to the valves and hydrants to
get a sense of a pipe’s thickness. It helps us decide if the pipes should
be replaced now, or if they could last another 30 years.”
Using this technique saved approximately $300,000 in Arden Park.
Because of its success, the City is using this testing technique two
years in advance of any reconstruction.
“We are even seeing differences in pipe thickness in different areas
of the City,” Bintner said. “This test helps us be more efficient with
dollars, where if something doesn’t need to be replaced, that money can be re-
allocated to a higher-priority asset.”
“It’s a matter of balancing areas with the highest needs with the available funding,”
Millner said.
Bintner echoed those comments. “Including the sanitary, storm and water utilities, we
have more than 580 miles of pipes in the ground. There is a lot to do,” he said.
For more information, contact the Engineering Department at 952-826-0371.
EDINA UTILITIES BY THE
NUMBERS
1 RESERVOIR
4 TREATMENT PLANTS
4 WATER TOWERS
18 WELLS
150 PONDS AND WETLANDS
220 MILES OF WATER LINES
2,000 FIRE HYDRANTS
6,800 MANHOLES
13,800 WATER SERVICE
CONNECTIONS
7 MILLION TO 8 MILLION
GALLONS OF WATER
PUMPED PER DAY ON
AVERAGE
14.5 MILLION TO 22
MILLION GALLONS OF
WATER PUMPED PER DAY
DURING PEAK DEMAND
The City collected more than $4.49 million in building
permit fees and licenses last year, an increase of
approximately $368,000 from 2013’s record of
$4.12 million.
License and permit revenue is primarily collected from
builders and developers for residential and commercial
building projects, but it also includes revenue from
a variety of City-issued licenses, including liquor and
restaurant licenses. Prior to 2013, the record was $3.45
million, set in 2006.
The near $400,000 increase in revenue can be
attributed to the large number of redevelopment
projects happening around the city, including 71
France, Lunds & Byerlys, Fairview Southdale Hospital,
private developments and more.
Since Jan. 1, the Building Inspections Division has
issued 48 permits for new homes. Compared to 121 in
2014, Chief Building Official David Fisher predicts this
year’s numbers will be similar if not greater.
With the steady increase in redevelopment and
revenue over the last few years, the Building
Inspections Division had to undergo a small
reorganization to accommodate the extra work,
adding two new Building Inspectors and one Building
Inspections Specialist. In addition to the new positions,
the Division has also nearly finished remodeling its
workspace. The project will create more space to
accommodate the Division’s additional staff members.
“Underlying the
design of the
[remodeling]
project is the
question, ‘how
do we best serve
the customers
of the Building
Division who are
coming in to receive service from us?’” said Edina City
Manager Scott Neal. “What we were experiencing was
a great deal of demand in a space that wasn’t originally
designed for that level of demand, so we needed to
adjust.”
Included in the new design is the addition of a new
service counter that will help direct customers to the
correct staff along with swinging doors to serve as
a visual barrier to help the Building Inspections and
Planning divisions control privacy and access to the
general office area. Fisher said the new design will
allow staff to improve the level of customer service
for residents.
The Building Division is also in the process of
implementing electronic plan review, an initiative that
will allow residents and developers to submit plans
electronically. According to Fire Chief Tom Schmitz,
all necessary plan reviewers will be able to review the
plans simultaneously, ultimately decreasing the time
to approve them. The discovery phase of the project
is nearly complete. Then, the Division will begin
passing data on to Avolve, the software company that
will build the program. The Division hopes to begin
implementation of electronic plan review before the
end of the year.
“We couldn’t have picked a better time to do
everything at once,” Schmitz said.
For more information, contact the Building Inspections
Division at 952-826-0372.
2014 was Another Record-Breaking Year for
Building Inspections Division
JUNE 20152014 Popular Annual Financial Report
The Building Division has nearly finished a remodeling
project that will create additional space to accommodate the
Division’s new staff members.
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The City of Edina reports financial year-end results in its Comprehensive Annual Financial Report (CAFR). This issue of Edition: Edina summarizes significant data from select funds in the 2014 CAFR
and the 2014 Annual Budget and is consistent with Generally Accepted Accounting Principles. For a complete review of the City’s financial position for 2014, consult the CAFR, available online at
www.EdinaMN.gov/Finance or at Edina City Hall, 4801 W. 50th St.
The City collected approximately $4.49 million in building
permit fees and licenses last year, an increase of approximately
$368,000 from 2013’s record of $4.12 million.
$ 0.5
$ 1
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$ 2
$ 2.5
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‘04 ‘05 ‘06 ‘07 ‘09 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14
Licenses and Building Permit Revenue
Actual Budget
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Single-Family Demo Permits Permits
What Drives Utility Rates?
Summer brings warm, sunny weather and
a season of construction and infrastructure
improvements led by the City. These large-
scale projects are much of what drives Edina’s
utility rates.
Each November, the City Council determines
utility rates for the coming year. Decisions are
based on utility infrastructure projects included
in the Capital Improvement Plan (CIP) and a
utility rate study prepared by financial advisors
Elhers & Associates at the direction of the
Finance Department.
Most of the City’s utility infrastructure – water,
sanitary sewer and storm sewer – was originally
installed 50 to 60 years ago. Engineering
Director Chad Millner said that all three
systems are in need of improvements. In order
to pay for those needs, the City uses money
collected from its utilities customers. Millner
said a decrease in these types of projects is not
expected. The five-year CIP includes $42 million
in infrastructure projects to be completed
between 2013 and 2017, averaging $8.4 million
per year.
The City of Edina’s approximately 15,000 utility
customers generated around $17.5 million in
2014 from all utilities, a $500,000 decrease from
2013, which Roggeman said can be attributed
to heavy rainfalls that resulted in less lawn
watering by residents.
“Water use varies from year to year based on
the weather, and we take that variable into
account when we set rates,” said Finance
Director Eric Roggeman.” Infrastructure
replacement is a high priority for the City and
will continue as planned.”
Due to the aging infrastructure in need of
upgrades, utility rates have been increasing at
a rate of approximately 5 to 6 percent annually,
something Roggeman expects to continue as
the City rebuilds its infrastructure. Surrounding
cities similar in age and size to Edina can expect
to have similar rate increases, depending on the
amount of reconstruction required. However,
rates are determined based directly on the
needs of Edina, not those of similar cities.
Utility rates are distributed evenly among
residents and businesses. In 2007, Edina
adopted a tiered water billing model, so those
consuming more utility-related resources –
those using water to irrigate their lawns more
frequently, for example – pay a higher rate.
“In Edina, our summer usage can be double or
even triple what our winter usage is because of
lawn irrigation,” said Roggeman. “We have to
have extra infrastructure like wells and water
towers to accommodate that higher usage and
our City Council has made the decision that the
cost of having this infrastructure to support that
level of usage should be paid by the users who
are generating that need.”
The City recently completed a water meter
replacement project, which Roggeman said
will help the City change the way it bills
consumption from cubic feet into gallons.
“We currently bill in units of 100 cubic feet,”
he said. “The question we get is ‘what’s 100
cubic feet?’ Nobody really knows. The answer
we always give is that it’s [equivalent to] 750
gallons. These meters are now reading gallons,
and we will eventually be able to convert our
billing over to gallons next year.”
The City Council still needs to approve the
changed rates, and, according to Roggeman,
the discussion will begin this summer or fall.
If approved, the conversion is likely to be
implemented in early 2016.
Last year, the City completed neighborhood
street reconstructions, water main
improvements, sanitary sewer main
improvements, storm sewer pipe and grading
improvements and more. This year, projects
include reconstruction on 54th Street, Valley
View Road, neighborhood streets in Arden Park
D, Prospect Knolls B, Countryside H and Dewey
Hill G and more.
For more information on utility rates, contact the
Finance Department at 952-826-0366. For more
information on utility projects, contact Millner at
952-826-0318 or cmillner@EdinaMN.gov.
JUNE 2015
2014 Popular Annual Financial Report
Edina maintains low municipal property taxes, with
a current average of $1,141 per year for a $400,000
home. Put in context, this is less than half the municipal
property taxes for a home in Richfield or Hopkins of the
same value.
The City’s low municipal property taxes can be
attributed to two major factors.
“Past practices of good financial management by the
City Council and City staff is one reason. The other
reason is property value within the City,” said Finance
Director Eric Roggeman.
Thoughtful and intelligent planning by the City ensures
municipal property taxes don’t have to needlessly rise.
However, property value within the City is the most
important factor in preserving City property taxes at
bedrock levels.
“Edina’s strong tax base continues to grow due to the
appreciation in existing property values as well as in
new construction,” said City Assessor Bob Wilson.
Put simply, Roggeman states, “People want to live in
Edina. They want to work in Edina. This raises property
values, so that the rate of taxes on those properties
stays low.”
Though the City’s property taxes are objectively low,
illustrated through comparisons to other cities, there
is a misperception reported by residents. The City’s
biennial Quality of Life Survey administered in 2013
reports that nearly 50 percent of residents who took
the survey thought property taxes were about average
in comparison to neighboring communities. Nearly 40
percent of those polled reported Edina property taxes
as “somewhat high” or “very high.”
“It is important for taxpayers to know where they stand
in the greater Twin Cities with regards to their City tax
burden,” said City Manager Scott Neal. “We work hard
in city government to share this information because it
is something we can be proud of, as well as something
that helps the value of our local real estate.”
Wilson emphasized the fact that these lower municipal
tax rates are not a recent phenomenon. Historically,
Edina has proudly held municipal property taxes low.
Residents also pay property taxes to Hennepin County,
their local school district and watershed district.
For more information, contact Roggeman at 952-826-
0414 or visit www.EdinaMN.gov/Finance.
City Keeps Property Taxes Low for Property Owners
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$ 3,000
2014 Municipal Taxes on a $400,000 Home
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Median $1,784
This year’s average property tax compared to
neighboring cities shows that Edina’s are low, according
to the LMC property tax calculator using 2014 data.
Many Streams of Revenue Support City Operations
General Fund
General Fund Expenditures General Fund Revenues
Local property owners greatly contribute to the City of
Edina’s bottom line through property taxes; however,
the City benefits from a variety of other channels of
revenue.
User fees, licenses and permits, fines and forfeitures,
special assessments, rentals, grants, franchise fees,
state and federal aid and park dedication fees all
ensure Edina’s property taxes remain low.
User fees are fees paid to the
City by program or activity
participants. Aquatic Center
season passes, Parks &
Recreation program fees and
building rental revenue are all
examples of user fees.
Payment for licenses and permits
is another channel of revenue that
aids City operations. Licenses are
required for such things as food
preparation, liquor sales, lodging
and massage locations. The City
issues permits for parking ramps, vending machines,
amusement devices and swimming pools, among other
things.
Each year, the City receives an average of $150,000 in
donations. In 2014, more than $100,000 was received.
“Every once in a while, the City receives a large grant
that is significant to our budget. For example, in 2014,
the City received about $1.2 million dollars from the
federal government for a project on France Avenue,”
said Finance Director Eric Roggeman. “However, that’s
not a regular source of income.”
Franchise fees are another alternative source of
revenue for the City. Franchise fees are payments
received by the City in exchange for use of public
land, benefitting both residents and the organization
providing a service for residents. In Edina, franchise
fees are paid by cable television, power and natural gas
customers.
The City sometimes receives aid from other
governments. As part of the federal government, the
Federal Emergency Management Agency (FEMA)
works to provide assistance and help respond to
disasters that overwhelm local resources, once the
governor declares a state
of emergency. The City
benefitted from FEMA dollars
last year.
“We are very fortunate to have
received federal assistance
for fixing the damage to
the bridge at 50th Street
and reimbursing us for the
expenses that were paid for
sandbagging activities,” said
Public Works Director Brian
Olson of the heavy rain that
caused flooding last June.
Park dedication fees are another source of income that
assists the City’s ability to get significant projects done,
specifically in the park system.
“In recent years, park dedication fees have been very
helpful in our ability to get significant projects done
in our park system,” said Parks & Recreation Director
Ann Kattreh. “Just recently, we completed a renovation
of Countryside Park – including a new park shelter
building, baseball field, playground, basketball court
and trails – not achievable without park dedication fees
received from the Waters of Edina.”
For more information, contact Finance Director Eric
Roggeman at 952-826-0414 or eroggeman@EdinaMN.gov
or visit www.EdinaMN.gov/Finance.
The City of Edina’s approximately 15,000 utility
customers generated around $17.5 million in
2014 from all utilities.
Water Sewer Storm Water
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Utility Rates Comparison
*Quartery cost based on 27,000 gallons of water, 13,500 gallons of sewer, plus storm
water charges. Information obtained from Utility Rates found on City websites.
The General Fund is the chief operating fund of the City. Detailed in the graphs are the budget versus actual figures for both revenues
and expenses. Expenses are presented by function, while Revenues are presented by category. At the end of the current fiscal year,
actual revenues and expenses totaled $35,356,417 and $33,439,347, respectively, for an overall increase in fund balance before transfers of
$1,917,070. Actual expenses came in at 99 percent, or just $491,387 short of the budgeted $33,930,734 for 2014. Revenues came in at 107
percent of the budget, or $2,190,783 over the budgeted amount of $33,165,634. The largest overage was seen in the licenses and permits
category as a result of continued residential and commercial redevelopment. Moreover, licenses and permits and parkland dedication fees
collected as a result of the aforementioned redevelopment accounted for $1,213,128 and $757,278 of the overage respectively.
General Fund Budget vs. Actual Expenditures
2014 Budget 2014 Actual
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General Fund Budget vs. Actual Revenues
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2014 Budget 2014 Actual 2014 Budget 2014 Actual
General Government $5,835,453 $6,024,288 ($188,835) 103% Taxes $23,160,403 $22,967,174 $193,229 99%
Public Safety $16,863,624 $16,462,293 $401,331 98% Licenses and Permits $3,277,865 $4,490,993 ($1,213,128) 137%
Public Works $9,874,018 $9,669,174 $204,844 98% Intergovernmental $1,093,500 $1,197,284 ($103,784) 109%
Parks $1,357,639 $1,283,592 $74,047 95% Charges for Services $4,132,766 $4,236,442 ($103,676) 103%
$33,930,734 $33,439,347 $491,387 99% Fines and Forfeits $950,000 $993,954 ($43,954) 105%
Miscellaneous $551,100 $1,470,570 ($919,470) 267%
$33,165,634 $35,356,417 ($2,190,783) 107%
Specialassessments
4%
Licenses and
permits
4%
Park enterprise
sales
10%
Liquor
sales
16%Utility sales
21%
Taxes (all)
35%
All others10%
JUNE 2015
2014 Popular Annual Financial Report
A $12.2 million project, Braemar Field and the
Backyard rink at Braemar Arena had a successful first
season, according to Braemar Arena Manager Susie
Miller.
The dome over Braemar Field, a seasonally-covered
turf field, was up from Dec. 5 to
April 30 and brought in $280,000 of
revenue.
“It was a great winter,” said Miller,
who was also able to rent Braemar
Field for 987 hours. “Those numbers
are without November and the first
week of December. Next winter, for
the full season, I think our numbers
will be even stronger.”
The Edina Soccer Club, Edina
Football Association, Edina Baseball
Association and Edina Lacrosse Association were
all instrumental in bringing Braemar Field to life.
Each association had been pursuing field and facility
expansions for a number of years. According to Lyn
Gustafson of the Edina Lacrosse Association, Braemar
Field was a collaboration between the associations
and the City.
“Braemar Field is another added benefit to living in
Edina,” said Gustafson. “It makes Edina the premiere
community to be. We have everything [from a golf
course to a sports dome] and our
location is so centrally located that it
is going to bring [people from] other
communities into Edina.”
“It was really neat to have the City
Council, Mayor, City staff and
consultants all working together with
us to help make this a reality,” said
Mick Spence of the Edina Football
Association.
Braemar Field measures 400 feet long,
250 feet wide and 75 feet high and is
covered from November to April. The indoor turf field is
surrounded by a turf track that is open to the public when
baseball and lacrosse practices aren’t taking place. While
the field is uncovered, the turf field is able to withstand
the cold rain that makes grass fields unplayable.
“It’s been another rainy spring,” said Recreation
Supervisor Eric Boettcher. “We’ve had to cancel some
practices, but no games, because we can move the
games from Lewis Park (a peat grass field) to Braemar
Field or the turf field at Pamela Park. In the past,
we’ve had to cancel games and then it’s a hassle for
everyone when they need to be rescheduled.”
The Backyard rink at Braemar Area, a covered
regulation-size rink with a refrigerated sheet of ice,
was made possible with the help of the Edina Hockey
Association, which reserved 602 hours of ice time for
its 1,300 players.
During the summer months, a sports court for futsal
will be installed as a new seasonal addition to the
Backyard.
“We like the space at Braemar Arena a lot,” said
Jeff Northrup, Vice President of the Edina Soccer
Club’s Board of Directors. “We’ll have the ability to
host tournaments or leagues. Plus, it’s a venue that
draws people from all sorts of different sports to one
location.”
In April, the City Council accepted the $55,440
donation from the Soccer Club to buy a Sports Court.
In exchange for the donation, the Soccer Club will
receive up to 500 hours of scheduled practice hours
annually for 15 years or for the life of the Sports Court.
Miller said that the staff will run recreational programs
and sell additional time not used by the Soccer Club.
“The addition of the futsal sports court is important
for the diversity of athletes who visit Braemar Arena,”
she said. “We want the Soccer Club to feel part of this
facility. They will only add to our hub of activity!”
Futsal, a sport similar to soccer, has gained popularity
among soccer clubs as a component of training.
For more information, visit www.EdinaParks.com or call
Braemar Arena at 952-833-9500.
Edina is becoming a tourist destination with its great
retail, dining and recreation opportunities. The new
convention and visitors’ bureau, Explore Edina, is
helping to attract even more visitors to the city.
In April 2014, the Edina City Council approved a 3
percent lodging tax to fund Explore Edina. The tax is
borne by those paying to stay in Edina’s hotels. In the
second half of 2014, the lodging tax generated more
than $214,000 for Explore Edina. Revenue is expected
to nearly double in 2015.
“Explore Edina has been a great addition in promoting
Edina to those who are looking for things to do and
places to stay in the Twin Cities,” said Economic
Development Manager Bill Neuendorf. “With them,
we will continue to be a competitive place to visit, live
and work.”
“Competition is heating up [for visitors’ dollars],
especially in the Twin Cities,” said Edina Chamber
of Commerce President Lori Syverson, who led the
initiative that led to the formation of Explore Edina.
“It’s only going to get more difficult to keep Edina on
the map [for places to visit and stay].”
Syverson found that most surrounding communities,
such as St. Louis Park, Richfield, Bloomington,
Minneapolis and St. Paul, are actively promoting
their communities to visitors. But Edina lacked a
coordinated effort to attract visitors and groups to eat,
shop and stay in Edina.
While it shares services with the Chamber, Explore
Edina is its own independent 501(c)(6) organization
with its own board of directors. Board members
include Mayor Jim Hovland, City Manager Scott Neal,
Jack Abdo , Joe Arends, Jerry Cohen, Marc Faubert,
Terry Lewis, Tim Murphy, Sarah Nerison, Syverson and
Rachel Thelemann.
Last fall, Explore Edina hired Shelly Loberg as
its Marketing Director to lead the newly formed
organization.
“Aside from the convenient accessibility to the
Twin Cities area, there is a wide variety of activities
for visitors to take part in while staying in Edina,”
Loberg said.
In her first six months on the job, Loberg saw the
creation of a new website, www.exploreedina.com;
a destination visitors’ guide and other marketing
materials. Explore Edina is also carrying out a full
marketing plan for outer Minnesota markets, such as
Sioux Falls, South Dakota; Fargo, North Dakota; and
Des Moines, Iowa.
Explore Edina has been a great partner,” said Marc
Faubert, General Manager of the Edina Westin –
Galleria. “They have helped us and acted like an
extension of our marketing team to push Edina as a
destination.”
“We hope to expand our media buys in those markets
and continue to find opportunities to promote the
tourism assets in the community,” Loberg said.
Of the dollars received from hotels for the lodging
tax, the City keeps 5 percent to cover the cost of
administration.
For more information, visit www.exploreedina.com.
Braemar Field and Backyard Rink are a Hit with Athletes
Lodging Taxes Get ‘Explore Edina’ Off the Ground
Shelly Loberg started as Explore Edina’s first Marketing
Director in September 2014.
The Edina Soccer Club, Edina Football Association, Edina Baseball Association and Edina Lacrosse Association were all
instrumental in bringing Braemar Field to life.
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Braemar Field is
another added
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in Edina. It makes
Edina the premiere
community to be.
— Lyn Gustafson
Edina Lacrosse Association
Roggeman, Sawyer Lead Finance Department
Eric Roggeman has served as the City’s Finance Director since
last fall.
“The processes and procedures are already set and working well,
so there aren’t any big changes really needed,” said Roggeman,
of his first eight months as Finance Director.
“We are working off of a really good footprint and just taking
opportunities to add efficiencies where we can,” added Assistant
Finance Director Kyle Sawyer.
Roggeman, who grew up in Marshall, Minnesota, graduated from St. John’s
University in St. Joseph, Minnesota, with a bachelor’s degree in Accounting.
Roggeman spent his first two post-grad years with the Minnesota Office of the
Legislative Auditor completing audits of Minnesota state government, before he
joined the public accounting firm KPMG as an accountant, completing audits of local
governments, including the City of Edina. After three years of gaining experience
and becoming a Certified Public Accountant (CPA), an Accountant position opened
up at the City of Burnsville.
“I didn’t want to travel as much and I wanted to work more regular hours with the
same people at the same place,” said Roggeman, of his transition into his role as
an Accountant for the City of Burnsville. “I really enjoyed working for Burnsville and
wanted to continue my career there.”
However, when the Assistant Finance Director position opened up with the City of
Edina in 2005, he couldn’t pass up the opportunity for advancement, especially for a
city he already knew so much about.
“When the opportunity opened up with Edina, it was a tough decision, but I’m glad I
made it. It was a good one,” he said.
While working as Assistant Director, Roggeman worked to secure the Government
Finance Officers Association’s Certificate of Achievement for Excellence in Financial
Reporting, an accolade the City has been awarded every year since 2006. The award
encourages and assists state and local governments to go beyond the minimum
requirements in transparency and generally accepted accounting principles. He
and his team also won the 2014-2015 Distinguished Budget Presentation Award. In
previous years, only 30 or so Minnesota cities have been honored with the notable
award.
Roggeman was able to bring home these awards with the help of his finance team,
which includes Sawyer, who was promoted from Accountant after Roggeman took
the lead in the Department.
“When we have time, we like to take a step back and try to put our own stamp on
projects and see how we can improve what we’re doing,” said Sawyer.
Sawyer, who grew up outside of Madison, Wisconsin, graduated
from the University of Wisconsin – Eau Claire with a bachelor’s
degree in Accounting and Finance. Right out of college, Sawyer
found a job with the public accounting firm KDV, where he audited
cities and schools across the state. For the same reason’s as
Roggeman, after three years, Sawyer decided to look for a job
that would have him traveling less when he found the Accountant
position with the City of Edina. Sawyer is also a CPA.
“I stepped into a good situation with [former Director] John [Wallin]
and Eric,” said Sawyer. “It’s just a good City.”
Roggeman and Sawyer are currently working on the 2016-2017 budget for the City.
They hope to have the Council’s preliminary approval in September, so that the
budget can be finalized in December.
Jake Bosley, who began as Accountant for the City in November, graduated from
the University of Minnesota – Twin Cities with a bachelor’s degree in Sociology. He
also holds an undergraduate certificate in Accounting from Saint Mary’s University of
Minnesota and is a Certified Public Accountant. Prior to working for the City of Edina,
Bosely worked as a senior accountant for Mallow, Montague, Karnowski, Radosevich
& Co., P.A.
For more information, contact the Finance Department at 952-826-0366.
Eric Roggeman
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JUNE 2015
2014 Popular Annual Financial Report
In an effort to improve Braemar Golf Course’s bottom line, the course will undergo
several improvements.
Earlier this year, the Warren C. Hyde Clubhouse was renovated, including newer
infrastructure and amenities in the ballroom and entrances. The restaurant area was
also updated when Tin Fish
took over operations of the
grill.
“The clubhouse was very dark
and dated,” said Joe Abood,
General Manager of Braemar
Golf Course, 6364 John Harris
Drive.
The building, constructed
more than 50 years ago,
has gone through a number
of additions and small
enhancements. It last saw
an update in 2004 when new
restrooms were added to
the lower level, a fireplace
was added to the expanded
banquet room and other
updates were made to the
Harry Cooper lounge. This was
the first overall indoor update
most areas of the building
have seen since it was built in
1963.
The updates created a more
attractive, brighter and
modern-looking facility with
new carpets, paint, curtains
and furniture. Abood said Tin Fish has been a great addition to the course.
“Tin Fish has improved the quality of our food service and has been a great addition,”
Abood said. “It’s helping to attract a different audience that might not have ever
visited Braemar before.”
Tin Fish has a five-year lease to operate at Braemar Golf Course, with two renewal
periods. Under the lease, Tin Fish pays the City 12 percent of its gross revenue,
expected to be more than $300,000. It also pays $1,200 per month for common areas
such as maintenance and utilities.
Beginning in early July, more construction at Braemar will begin when the driving
range and executive course close for renovations. The $1.8 million in upgrades are
expected to be completed as early as late spring of 2016.
“The underlying reason to do the entire project was…to expand the driving range to
create a bigger teeing surface and a farther, longer driving range,” Abood said. “To
do that, we had to expand out into the executive course” and convert it to a Par 3
course.
The grass area of the driving range will almost double to 300 yards long and will
accommodate up to 58 golfers at a time. To make room for the new layout, the
executive course will also be adjusted.
The executive course will be converted to a Par 3, and will incorporate attributes
golfers liked about the now-closed Fred Richards Executive Golf Course, such as
larger greens with two pins on each, and be more welcoming to players of all skill
levels. The wetlands and buffer areas will also be improved and expanded as part of
the construction, as well as upgraded irrigation.
“We think this is a great stepping stone for people to learn the game of golf and
move from there to the 18-hole golf course,” said Jon Schmenk of Herfort Norby
Golf Course Architects. “We really want it to be a great place for anyone to start
playing golf.”
“In the short term, we want to
get this area stable so the driving
range and short course can be
enjoyed by those who want to
play it,” said City Council Member
Mary Brindle.
To accommodate golfers during
construction, the Braemar Golf
Dome will re-open and a shorter
course will be created on the
Clunie 9.
While these upgrades are
anticipated to finish in the
spring of 2016, another project
at Braemar Golf Course could
begin in the fall of 2016. In early
June, the City Council approved
the Braemar Golf Course Master
Plan, which includes rebuilding
Braemar’s 27 holes into a better
18-hole course.
Staff have begun negotiations
for design and construction of
the project, which is intended to
turn the municipal golf operation
around. In 2013, the City’s golf
operation ran a $400,000 deficit.
That was the fourth year in a row
of operating losses. Braemar’s losses in 2014, which includes both the golf course
and dome, were $71,196. By early June 2015, revenue is up 3 percent while operating
expenses are down 20 percent.
“This is a strong, financial decision and the best option for the City,” Abood said. “It’s
a better decision to consolidate and improve the course, and have a great 18-hole
course for the future.”
By rebuilding the 18 holes in the 27-hole footprint, property not used for golf could
be used for other practice facilities or park purposes, including year-round, multi-use
trails; an environmental education area; winter sport use; a four- or six-hole practice
course; putting course; putting and chipping area; disk golf; fields or playground.
Construction of the new 18-hole course could open as early as summer of 2018, and is
expected to cost approximately $7 million.
“We have a good asset with Braemar,” Abood said. “The improvements will make
Braemar into a great product and will be more solid in the future.”
“A couple years ago, we were worried about the future of Braemar,” said Edina Mayor
James Hovland. “Now we have a plan … for the best driving range in the state,
practice facility, and now to plan out the best golf course.”
When all of the projects are finished, Braemar Golf Course is anticipated to generate
$269,000 in operating income by 2020. The City expects complete cost recovery,
including those for renovations, once complete.
For more information, contact Abood at 952-903-5754 or jabood@EdinaMN.gov.
Golf Improvements to Drive Braemar’s Financial Stability
Edina Liquor Adapts To Compete In Changing Liquor Market
In 2016 and 2017, Braemar Golf Course will be reconstructed into an 18-hole course, expected to reopen in 2018.
ENVIRONMENTAL EDUCATIONAREA (7.50 ACRES)
MULTI-USE AREA:
DISC GOLFFLING GOLFFOOT GOLFWALKING TRAILSPICNIC AREASFIELD GAMESWATER ACTIVITIESSLEDDING/TUBING
NEW EIGHTEEN HOLE REGULATION GOLF COURSE
PRELIMINARY DESIGN
The hallmarks of Richard Mandell’s new eighteen hole Braemar Golf Course are Playability, Strategy, and Environmental Rejuvenation. The new Braemar will boast fairways wide enough for all golfers to enjoy their game at their own levels yet will introduce strategic interest as well. Only the smartest plays will be rewarded with scoring opportunities. Wider fairways will require golfers to consider which side of the fairway they need to aim for in order to play the best angle of approach.
Topographic features such as existing mounds and ridges will also challenge golfers to seek out the best route to play from tee to green. Carries over water will be much more manageable as five sets of tees will provide numerous opportunities to share the same challenges regardless of strength or experience. Forced carries are minimized yet all golfers will still have to think their way around the golf course, albeit on their own terms.
0 400
SCALE 1” = 400’ - 0”
200200100 1200800
LEGEND
TEE
GREEN
SAND BUNKER
FAIRWAY
TREELINE
WATER BODY
CLUBHOUSE
MAINTENANCE
WALKING TRAIL
OAK SAVANNARESTORATION32.75 ACRES
HOLE PAR YARDS143932440333177455075323365501731948552094408CASTLE363336
HOLE PAR YARDS104390115587124448133191144444154432165576173181184421
HAYS 36 3670
TOTAL 72 7007
PO Box 1119Pinehurst, North Carolina28370
tel (910) 255-3111fax (910) 255-3112golf-architecture.com richard@golf-architecture.comben@golf-architecture.com
RICHARD MANDELLGOLF ARCHITECTURE
M
BRAEMAR GOLF COURSE EDINA, MINNESOTA APRIL 1, 2015
The slogan is bold. Edina Liquor is “where profits get poured back into the
community.”
What does this mean? It’s simple: 100 percent of Edina Liquor’s profits go back into
the community to support facility operations, keep taxes low and roads smooth.
Edina Liquor has to work harder and smarter in the ever-changing liquor market
populated with large retail stores. Channeling revenue to aid the City is no simple feat.
“The whole liquor industry has changed. So, we have to reinvent some of things we
do,” said Liquor Operations Director Steve Grausam. “We have to look at different
marketing opportunities, different ways of purchasing and entirely new ways to
operate and compete in this changing liquor market.”
For Edina Liquor, this means capitalizing on the traits that set them apart from their
competitors. Educating staff and offering them the tools to be more knowledgeable
about store product allows for better customer service. Choosing to invest in a better
point-of-sale system allows for better analysis of analytics to improve marketing
efforts. Increasing inventory selection and remodeling – such as the 50th & France
store remodeling project last October – are also things Edina Liquor is doing to
compete.
“We spent money on resources that will benefit us for many years to come. We are
looking at the long-term viability of Edina Liquor,” said Grausam. “We can always get
better and we are always trying to get better.”
These new enhancements and projects work to maintain Edina Liquor’s position to
compete. With a decrease of 6.8 percent in customer counts and sales down 11.4
percent from the previous year, stats suggest a more niche market for the City-
owned stores. However, this is not “negative;” it’s just an effect of a different market
landscape. Edina Liquor still serves as a profitable venture for the City and a beneficial
choice for liquor consumers who would like to aid in the prosperity of their community.
More than $1 million in 2014 profits from Edina Liquor went toward City funds,
including $150,000 to the Construction Fund, $485,000 to the Golf Fund, $200,000 to
the Arena Fund, and $200,000 to the Art Center Fund.
“In the new marketplace, we have to adjust some of our expectations. But, it is a
sustainable enterprise going forward,” said Finance Director Eric Roggeman.
“We can’t compete all the time on price with big box retailers. But, we know our
customers are willing to spend a little bit more to shop locally if they are getting
treated well, receiving great customer service and know their payment will benefit
the community,” said Grausam. “Customers should feel good knowing that their
payments are going back into their community, rather than someone else’s pocket.”
For more information, contact Grausam at 952-903-5732 or visit www.EdinaLiquor.com
More than $1 million in 2014 profits from Edina Liquor went toward City funds, including $150,000
to the Construction Fund, $485,000 to the Golf Fund, $200,000 to the Arena Fund, and $200,000
to the Art Center Fund.Liquor Fund Operating Income
2009 2010 2011 2012 2013 2014
100,000
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300,000
400,000
500,000
600,000
Millions
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The Finance Department tracks Edina Liquor’s operating income by quarter. While operating
income was down in 2014 compared to 2013, Edina Liquor continues to be profitable and ended
2014 with an operating income in excess of $1 million.