HomeMy WebLinkAbout2018-2019 Annual Budget2018-2019 BUDGET
CITY OF EDINA, MINNESOTA
For living, learning, raising families, and doing business.
City of Edina
2018-2019 BUDGET
2 CITY OF EDINA, MINNESOTA
2018 Edina City Council
Mayor James Hovland
Council Member Mary Brindle
Council Member Mike Fischer
Council Member Kevin Staunton
Council Member Bob Stewart
City of Edina Staff
City Manager Scott Neal
Assistant City Manager Lisa Schaefer
Finance Director Don Uram
Assistant Finance Director Kyle Sawyer
Contributing Staff
2016-17 City Management Fellow Kelly Dumais
2017-18 City Management Fellow Chante Mitchell
Project Coordinator MJ Lamon
3 CITY OF EDINA, MINNESOTA
4 CITY OF EDINA, MINNESOTA
TABLE OF CONTENTS
I. INTRODUCTION
City Manager’s Message 6
2018 Citizen’s Report 8
Community Background 13 Organizational Highlights 14
Organizational Performance 16
Economic Outlook 29 Budget Process 32 II. EXECUTIVE SUMMARY
2018-2019 Overview 36
Property Tax Levies 37
Consolidated Budget Summaries 38 Combined Budget Summary 39 City of Edina Employees 41 Revenue 43 Capital Improvements 46 Debt Service 49 III. FUND LEVEL FINANCIAL SCHEDULES Fund Descriptions 54 Operating Fund Crosswalk 57 2016 Actual Financial Results by Fund 58
2017 Budget by Fund 60
2018 Budget by Fund 62
2019 Budget by Fund 64
Transfers 66
Projected Changes in Fund Balance—All Funds 68
IV. DEPARTMENTS Administration 74 Communications & Technology Services 98 Human Resources 107 Finance 111 Public Works 114 Engineering 124 Police 135 Fire 146 Parks & Recreation 155 Community Development 184 V. COMMUNITY PROFILE 193 VI. GLOSSARY
199
VII. APPENDIX 205
For living, learning, raising families, and doing business.
City of Edina
INTRODUCTION
6 CITY OF EDINA, MINNESOTA
City Manager’s Message
2018-2019 Budget Story
The overall City budget for 2018 is approximately $121.4
million. About 2/3 of that total, $82.6 million, is spent on
governmental functions; such as, police, fire protection, debt
payments, capital improvements, parks, street maintenance,
building inspections and City planning. The other 1/3, is spent
on the City’s quasi-business functions, which are called
Enterprise funds. The City’s Enterprise fund operations
include Utilities, Liquor, Aquatic Center, Braemar Golf
Course, Braemar Arena, Braemar Field, Art Center,
Edinborough Park and Centennial Lakes Park.
The proposed total property tax levy for 2018 is
$35,784,777. This represents a 5.8% increase from 2017. For
the property owner of the median single family home in
Edina, that increase represents $6.17 more per month paid in
City taxes than in 2017. That extra $6.17 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 the primary goals of the overall City budget for
the 2018-2019 biennium:
Maintain physical assets and infrastructure
Maintain service-levels that best meet the needs of the
community
Plan for connected and sustainable development
Foster an inclusive and engaged community
Categorically, the largest expenditure in the City’s Budget is
$37.2 million for personnel costs. Other cost categories
include:
Commodities, $4.5 million
Capital Projects, $26.4 million
Vehicle & Equipment Purchases, $2.4 million
Contractual Services, $18.5 million
Debt Service, $8.6 million
Cost of Goods Sold, $10.2 million
Other (Depreciation, Central Services, etc.) $13.5 million
Greetings,
I am pleased to present to you the
2018-2019 biennial budget document
for the City of Edina. The budget is
an important statement about the
future public policy goals of the Edina
city government. It is developed by
City staff and is based on the policy
goals of the City Council. The City
Council’s policy goals drive a set of
work plans for City employees and
advisory commissions. The work
plans drive the revenues and
expenses in the budget. Every budget
also tells a story, and this document is
no different; striving to tell the story
in a comprehensive and
understandable manner. The 2018-
2019 budget story provides a road
map of the new activities of city
government in Edina, while the
Citizen’s Report is a tool that can be
used to quickly understand the
financial health of the City. The City
is busy right now with redevelopment
and reinvestment. City government
both leads and follows those
trends. We will do our best to lead
and follow in a manner that creates a
high quality of life for Edina residents.
Happy Reading!
7 CITY OF EDINA, MINNESOTA
City Manager’s Message
Authorized the addition of two new police officer positions in 2018 and four new paramedic/firefighter
positions in 2019 in response to growing workloads and requests for services.
Endorsed a new capital investment strategy to improve the City’s parks, facilities and infrastructure. The
City will increase its current tax levy for capital improvements from $101,000 in 2017 to $2 million in
2022.
Renewed a special street and bridge maintenance program that increases the investment from $500,000
in 2017 to $550,000 in 2018 and $605,000 in 2019.
Approved the creation and funding of a new transit bus service in the Southdale area of the City.
Increased the investment the City will make in energy conservation and sustainability improvements to
City buildings and facilities from $240,000 in 2017 to $480,000 in 2018 and to $980,000 in 2019.
Photo by Molly Andresen
While most of the 2018-2019 biennial budget is incremental growth based on the programs and services of
previous years, there are several new initiatives in the upcoming two years:
Scott H. Neal, City Manager
8 CITY OF EDINA, MINNESOTA
2018
Citizen’s Report
This Citizen’s Report is meant to
provide a general summary of the
2018 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 you gain a clear
understanding of the budget and the
services that it allows us to provide
to the community. Also find in the
Citizen’s Report a few winners from
the 2017 Images of Edina photo
contest.
9 CITY OF EDINA, MINNESOTA
Total Tax
Levy
$35,784,777
The total tax levy for the 2018 budget is
$35,784,777. This represents a 5.8 percent
increase over 2017. The total tax levy includes
levies for the General Fund, Arts and Culture
Fund, Debt Service Fund, Construction Fund and
HRA Fund.
General
Fund
$41,166,038
2018
Citizen’s Report
The City’s General Fund Budget for 2018
is $41,166,038. This is an increase of
$2,465,736 or 6.4 percent from the
adopted budget for 2017. The General
Fund provides financing for the wide range
of services provided by the City, including
funding for parks, police, fire, engineering
and public works. Personal services are
increasing by $1,735,315, or 6.5 percent
from 2017 as a result of increasing wage
and health care costs for all employees
plus the addition of two officers and one
administrative staff in the Police
Department.
HRA Fund
$20,482,595
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 2018-
2019 include parking improvements at 50th &
France, including the expansion of the North
Parking Ramp, and completing a plan to redevelop
the former Public Works site in the Grandview
District. In 2018 there is an HRA property tax
levy of $125,000 scheduled.
“Edina Kid At Play” by Molly Andresen
10 CITY OF EDINA, MINNESOTA
Debt Service
Fund
Debt
Service
Fund
$7,600,886
2018
Citizen’s Report
The City’s Debt Service Fund is used
to pay for principal and interest
payments on debt that the City issued
to pay for major capital projects. The
debt service property tax levy is
$4,579,700 for 2018 which is a 0.3
percent decrease from 2017. Some of
the debt issued by the City is paid for
by sources other 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 Braemar Field and the Public
Works & Park Maintenance facility.
Major Governmental
Funds (cont.)
The City’s Construction Fund provides
financing for the City’s Capital
Improvement Plan (CIP) and the
Equipment Replacement Program. The
Construction Fund property tax levy is
$2,567,000 for 2018, about $300,000
more than in 2017. The majority of the
levy is used for the replacement of
vehicles and equipment used in the
various departments.
Construction
Fund
$11,439,597
“Edina Pet Pride” by Melissa Hunzelman
11 CITY OF EDINA, MINNESOTA
Debt Service
Fund
$31,799,123
2018
Citizen’s Report
Construction
Fund
$9,981,530
Utilities
Fund
$17,885,615
Major Enterprise Funds
The Utilities Fund is used to account for
the use and operation of the City’s
water, sewer and stormwater systems.
Expenditures for the fund are increasing
by 8.2 percent from the 2017 budget due
primarily to an increase in depreciation
expenses and contractual services. The
fund is expected to have a $4,170,296
increase in net position during 2018.
The Liquor Fund accounts for the
operations of the three City owned
liquor stores. The fund also provides
subsidies to other funds to help finance
their basic operations. The total transfer
out of the Liquor Fund in 2018 is
budgeted for $800,000. Revenues for the
fund are increasing by 6.7 percent from
the 2017 budget due primarily to
increased sale projections. After the
transfer out, the Liquor Fund is expected
to have a $387,424 increase in net
position in 2018.
Liquor
Fund
$13,138,353
“Playing to the Moon” by Suzanne Magnuson
12 CITY OF EDINA, MINNESOTA
De
2018
Citizen’s Report
Aquatic
Center Fund
$1,066,318
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 swimming pool in Edina by
readers of the Sun Current. The Aquatic
Center Fund has budgeted revenues of
$1,054,650 for 2018. Improvements to
the facility include the replacement of
the zero depth play structure in 2017
and slide renovations planned for 2018.
Golf Course
Fund
$2,590,513
The golf course operation is currently
undergoing a significant change. The City
approved altering the course from a 27-hole
course to an improved, 18-hole championship
course which will maintain revenue streams
and cut down on operating expenses.
Construction is underway and the new 18-hole
championship course is planned to open in
Spring of 2019. When completed, Braemar
Golf Course will boast a brand new 18-hole
course to go along with its new driving range
and recently renovated academy 9-hole par 3
course that opened in 2016.
Arena Fund
$2,964,010
The Arena Fund accounts for the operations
of Braemar Arena, a facility that houses
three indoor skating rinks and one outdoor
rink. The largest revenue source for
Braemar Arena is building rental fees from
various athletic associations as well as two
private enterprises within the building. In
2017, the fund received a $200,000 transfer
from the Liquor Fund to subsidize
operations. A $250,000 transfer from the
Liquor Fund is budgeted for 2018.
“A Walk through Centennial Lakes “ by Jerold Wilson Selvaraj
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 incorporate 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 just over 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 adopting the budget, approving ordinances, 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 Mayor and Council 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 is organized into six “operating” departments and four “supporting” departments.
The primary function of operating departments is to provide direct services to the public. The primary function of supporting
departments is to manage City-wide initiatives, coordinate resources across departments, and help departments meet their
service-goals in alignment with organizational strategy.
Organizational
Highlights
15 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 winter of
2017. 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 winter of 2017.
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 high bond rating helps to ensure that future Edina debt will be issued with the lowest possible interest expense
and cost to the taxpayer.
16 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:
PERFORMANCE SYSTEM PRINCIPLES
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.
Organizational
Performance
PERFORMANCE
SYSTEM PROCESS
17 CITY OF EDINA, MINNESOTA
Edina has three critical sources of strategic guidance used to inform the creation of a two-year city-wide Budget Work
Plan and operating budget: Vision Edina, the Comprehensive Plan, and the Capital Improvement Plan.
VISION EDINA
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 Edina work and publications have been developed through a broad-
based and inclusive community visioning process conducted in 2014. This framework lays out the City’s vision, and
mission.
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
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.
ORGANIZATIONAL PERFORMANCE
18 CITY OF EDINA, MINNESOTA
COMPREHENSIVE PLAN
Communities evolve and the best ones have a long-term plan to light the way. In local government, the ultimate
torch is the Comprehensive Plan, which guides development and redevelopment and addresses changes likely to
occur due to various social and market forces.
The Comprehensive Plan is meant to provide Edina with an outline for future development. Edina’s Plan includes
chapters on land use, transportation, wastewater, water supply, storm water management, housing and parks and
recreation. Edina’s Comprehensive Plan was last updated in 2008 and formally adopted in 2009. The Metropolitan
Council requires every city in the seven-county metro area to have such a plan and State law requires that it be
updated every 10 years. Edina’s Plan will be updated again in 2018.
CAPITAL IMPROVEMENT PLAN
In addition to pursuing the strategic focus areas outlined in Vision Edina, the City plans for more routine capital
maintenance and improvements by preparing a capital improvement plan (CIP). The CIP represents a framework for
planning the preservation and expansion of infrastructure, facilities, equipment and technology while at the same time
advancing towards our long-term vision. The CIP is the first step towards estimating the schedule, cost and sources
of revenues to pay for high priority projects. More information regarding the City’s CIP can be found on page 46.
ORGANIZATIONAL PERFORMANCE
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
Eight key strategic focus areas have emerged through the Vision Edina process. 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.
19 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET WORK PLAN
The City Council and staff develop a two-year Budget Work Plan to coincide with the operating budget. The
process begins with identifying the goals, objectives, and actions that will put the City in the best position to achieve
the outcomes identified in the City’s strategic plans.
1. MAINTAIN PHYSICAL ASSETS & INFRASTRUCTURE
2. MAINTAIN SERVICE-LEVELS THAT BEST MEET THE NEEDS OF
THE COMMUNITY
3. PLAN FOR CONNECTED & SUSTAINABLE
DEVELOPMENT
4. FOSTER INCLUSIVE AND ENGAGED COMMUNITY
2018-2019 Budget Goals
20 CITY OF EDINA, MINNESOTA
BUDGET GOAL #1:
MAINTAIN PHYSICAL ASSETS & INFRASTRUCTURE
An effective maintenance plan: 1) factors financial, societal and environmental costs (triple-bottom line) into projects
and decision making; 2) allows more informed decision-making by incorporating lifecycle and maintenance costs; 3)
optimize financial resources by replacing equipment and vehicles at the most cost-effective time; and 4) meets our
sustainability goals to ensure the City can continue to provide residents the highest quality of life.
Deferred maintenance can lead to costly unplanned repairs and replacements with decisions based on short-term
implementation costs, versus long-term maintenance costs. Properly maintained streets, water main, sanitary sewer and
storm sewer systems provide reliable and efficient operations that lessen the City’s carbon footprint, and reduce
energy costs.
2018-2019 OBJECTIVES:
Incorporate sustainability practices into all City maintenance and capital improvement decisions.
Reduce the City operations’ electricity GHG emissions by 5%, 893,000 kWh each year through ongoing facility
maintenance, capital improvements, and operational behavior change.
Increase the CIP levy to $2 million by 2022 through a combination of staged increases and the rollover of expiring
levies (Weber Woods, City Hall). Continue to direct general fund surpluses and liquor profits.
Increase City’s investment in streets and bridge maintenance to $550,000 in 2018 and $605,000 in 2019.
ORGANIZATIONAL PERFORMANCE
21 CITY OF EDINA, MINNESOTA
BUDGET GOAL #1:
MAINTAIN PHYSICAL ASSETS & INFRASTRUCTURE
2018-2019 STRATEGIES/ACTIONS:
Create a master replacement schedule and budget for physical buildings, plumbing, HVAC and other mechanical
systems, furniture, fixtures, and equipment that optimizes long-term financial resources to meet sustainability
goals by the end of 2019.
Create and implement energy-efficiency plans for City Hall, Braemar Arena, Edinborough Park, and Centennial
Lakes by the end of 2018.
Complete construction of Water Treatment Plant No. 5 by September of 2019.
Complete update to the Water Resources Management Chapter of the Comprehensive Plan – Wastewater,
Surface Water, and Water Supply by the end of 2018.
Identify funding source and timeline for implementation of the Fred Richards Park Master Plan by June of 2018.
Partner with St. Louis Park to develop Weber Woods Master Plan, identify funding source and timeline for
implementation by the end of 2018.
Identify funding source for Arden Park Master Plan implementation. Begin design phase in 2018 and construction
by the end of 2018 or beginning of 2019.
ORGANIZATIONAL PERFORMANCE
Photo by: Burton Hanson
22 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL #2: MAINTAIN SERVICE LEVELS
THAT BEST MEET THE NEEDS OF THE COMMUNITY
Maintaining service-levels contributes to the overall quality of life, safety and wellbeing for our residents and guests. It is
important because effective service-levels: 1) ensures compliance with state statutes and city code, 2) maintains
adequate response times, 3) ensures resources are matched to service-level requirements, and 4) ensures limited
resources (money, equipment, and time) are deployed in an equitable manner.
To maintain service-levels, the City needs a strong workforce that have the resources needed to effectively perform
their work. To recruit and retain a strong workforce, the City needs to provide competitive compensation, benefits,
and work-life balance. Investing in technology allows staff to more efficiently maintain and locate data for the public,
provide better data and analysis for informed decision-making by elected officials and staff, reduces risk of lost data or
human error, and allows more effective use of our real estate by reducing paper storage space.
2018-2019 OBJECTIVES:
Provide increases to compensation and benefits needed to attract and retain skilled and high-performing
employees.
Add staff needed to maintain public safety service-levels in response to growth in number and complexities of calls
for services.
Invest in technology upgrades to improve data collection, data management, and staff efficiency.
23 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL PERFORMANCE
BUDGET GOAL #2: MAINTAIN SERVICE LEVELS
THAT BEST MEET THE NEEDS OF THE COMMUNITY
2018-2019 STRATEGIES/ACTIONS:
Add 4 public safety positions in 2018 including 2 police officers, 1 9-11 dispatcher, and 1 police administrative
support position by June of 2018.
Add 4 public safety positions in 2019, including 3 paramedic/firefighters and 1 EMS captain by March of 2019.
Human Resources and Finance to jointly research financial/human resource information systems by June of 2018,
identifying funding and develop project timeline by September 2018.
Develop budget, identify funding, and timeline for implementation of body-worn camera initiative for Police
Department by June of 2018.
Identify funding and staged strategy to continue to upgrade and expand GIS by March of 2018.
Develop and implement a rental housing license and inspection program by March of 2019.
Photo by: Michele Burton
24 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
BUDGET GOAL #3:
PLAN FOR CONNECTED & SUSTAINABLE DEVELOPMENT
Redevelopment and renewal of commercial and residential real estate is essential to the vibrancy of the community.
Redevelopment will play an integral part of providing an inclusive, high-quality of life that the Edina community expects.
Incorporating sustainability principles and standards during redevelopment with the goal of reducing the community’s
carbon footprint will be critical to human health and safety. Creating sustainable redevelopment requires forward
thinking and preparing for the future.
An effective plan for connected and sustainable development: 1) incorporates sustainability principles and standards
critical to decoupling economic growth and greenhouse gas (GHG) emissions growth; 2) is generationally relevant and
yet flexible enough to meet changing future needs; 3) includes an effective and multi-modal municipal transportation
system which balances effective and efficient personal mobility with the goals of reducing the community’s carbon
footprint and negative impacts on human health and safety.
2018-2019 Objectives:
Support sustainable building practices and policies that meet the need of redevelopment and renewal while accom-
plishing our sustainability goals around carbon emission reduction, waste, and water quality.
Support redevelopment that incorporates transportation design that makes it easy to walk, bike, and move around
within and between neighborhoods.
Increase the number of affordable housing units within Edina.
ORGANIZATIONAL PERFORMANCE
25 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
Photo by: Matt Long
BUDGET GOAL #3:
PLAN FOR CONNECTED & SUSTAINABLE DEVELOPMENT
2018-2019 STRATEGIES/ACTIONS:
Complete Comprehensive Plan update by the end of 2018.
Create and implement a green building policy to incent sustainable building and operational practices for new
development and redevelopment by March of 2019.
Approve preliminary redevelopment plan of 7001 York Avenue (Southdale Regional Library Site) by the end of
2018.
Implement the Construction Mitigation and Parking Management Plan for the Market Street redevelopment
project for completion by the end of 2019.
Determine the viability of the Grandview Green and decide whether to include it in the Grandview Area Master
Plan by June of 2018.
Approve a master plan for the redevelopment of the Grandview area, including the former Public Works site by
the end of 2018.
Implement short and mid-term improvements from the Grandview District Transportation Study by the end of
2019.
Implement Southdale Area Circulator pilot by the end of 2018.
Determine strategy and timeline for meeting waste reduction goals with residential organics recycling by June of
2018.
ORGANIZATIONAL PERFORMANCE
26 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
BUDGET GOAL #4:
FOSTER AN INCLUSIVE & ENGAGED COMMUNITY
It is important that the City helps to foster a community that is welcoming and inclusive to all who live, work, and
spend time within in Edina. The City wants to ensure that it works for all of the community, and that its policies and
practices do not have disparate impacts based on race, color, creed, religion, age, sex, sexual orientation, gender
expression, marital status, disability, status with regard to public assistance, familial status or national origin. Efforts to
engage the community will utilize multiple platforms, be informative, transparent, responsive and involve volunteers and
City Commissions.
To achieve this, the City needs to 1) clearly understand community needs, expectations and opinions, 2) consistently
seek the input of a broad range of stakeholders in meaningful and interactive communication, 3) develop clear roles and
expectations, and 4) “right-size” community engagement efforts to ensure that investments are focused on broadening
stakeholders reached.
2018-2019 OBJECTIVES:
Develop a more strategic approach to Community Engagement.
Advance racial equity within City Government.
Increase the number of affordable housing units within the City.
ORGANIZATIONAL PERFORMANCE
27 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
Photo by: Matt Long
BUDGET GOAL #4:
FOSTER AN INCLUSIVE & ENGAGED COMMUNITY
2018-2019 STRATEGIES/ACTIONS:
Incorporate inclusive principals into the Comprehensive Plan update, including race, religion, age, gender, etc. by
the end of 2018.
Provide resources and staff support to Race & Equity Task Force/Working Groups.
Develop and implement a plan to increase diversity of the City’s workforce by June of 2018.
In cooperation with the Edina Housing Foundation, develop and implement strategy to creating affordable housing
units with revenue from Affordable Housing Policy by June of 2018.
Develop community engagement protocols based on IAP2 Spectrum Model of Inform, Consult, Involve,
Collaborate, Empower or other by the end of 2018.
Assign individual council members to specific intergovernmental assignments by March of 2018 and annually
thereafter.
ORGANIZATIONAL PERFORMANCE
28 CITY OF EDINA, MINNESOTA
WORK PLAN IMPLEMENTATION ORGANIZATIONAL PERFORMANCE
Once approved, the two-year Budget Work
Plan drives several other Work Plans at the
implementation level.
29 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
commercial and industrial space.
As seen above, 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 4% since mid-2013 (not seasonally adjusted).
Economic
Outlook
0
2
4
6
8
10
12
Jan-08Jun-08Nov-08Apr-09Sep-09Feb-10Jul-10Dec-10May-11Oct-11Mar-12Aug-12Jan-13Jun-13Nov-13Apr-14Sep-14Feb-15Jul-15Dec-15May-16Oct-16Mar-17Aug-17Unemployment Rates
Edina unemployment MN unemployment US unemployment
30 CITY OF EDINA, MINNESOTA
ECONOMIC OUTLOOK
In addition 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 to track the recent growth in
residential redevelopment:
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 2018 according to the
preliminary tax capacity reports from
Hennepin County.
0
20
40
60
80
100
120
140
2017201620152014201320122011201020092008
Single-Family Housing Demolition Permits
31 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 continued growth in the coming years. The
net tax capacity for the City of Edina grew by 4% from 2016 to 2017 after adjusting for tax increment valuation and
fiscal disparities contribution and distribution. The estimated market value of the City of Edina increased by 4.6%
during the same time period, from $10,420,339,300 to $10,902,621,300. 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.
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 2013, the City has budgeted on
average $3.9 million annually for building permit revenue. Actual revenue has increased 14% annually on average since
2013. The City has budgeted an increase of 4% for 2018. 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 insurance. Like most private businesses and employers, the City
buys many types of insurance; including property, auto, liability, worker’s compensation, and health insurance. Like
energy, insurance cost is a significant factor in the City’s budget and pricing has also been volatile over the past several
years. The City periodically surveys the market for the different types of insurance we buy to ensure that 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 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
$140,000,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Tax Capacity & Tax Capacity Rate
Tax capacity Tax capacity rate
32 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 2017, 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 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
33 CITY OF EDINA, MINNESOTA
BUDGET PROCESS
2018-2019 BUDGET PROCESS TIMELINE
April 27, 2017 Council retreat to develop 2018-2019 City-Wide Work Plan
June 1, 2017 Department Heads finalize 2018-2019 budget requests.
July 19, 2017 The City’s Executive Leadership Team (ELT) reviews the 2018-
2019 draft budget.
August 2, 2017 Council work session to introduce the City Manager’s proposed
2018-2019 City-Wide Work Plan themes, budget scenarios, and
challenges.
August 15, 2017 Council work session to review City Manager’s proposed 2018-
2019 budget draft.
September 6, 2017 Council adopts a formal resolution to set the 2018 preliminary
levy and budget. According to Minnesota State law, the final levy
can be lower than the preliminary levy, but not higher.
December 5, 2017 Public Hearing and option to adopt the 2018 operating budget
and levy at a City Council Meeting.
December 19, 2017 Deadline to adopt a formal resolution to adopt the final 2018
budget and property tax levy.
Summer/Fall 2018 City Council and staff will work together to develop the 2019-
2023 Capital Improvement Plan (CIP). Exact dates will be
determined in Spring 2018.
Summer/Fall 2018 City Council and staff will work together to make any necessary
changes to the 2019 Budget and Work Plan. Exact dates will be
determined in Spring 2018.
December 4, 2018 Public Hearing and option to adopt the 2019 operating budget
and levy at a City Council Meeting.
December 18, 2018 Deadline to adopt a formal resolution to adopt the final 2019
budget and property tax levy.
For living, learning, raising families, and doing business.
City of Edina
EXECUTIVE SUMMARY
36 CITY OF EDINA, MINNESOTA
The 2018-2019 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 2018-2019 are:
Maintain Physical Assets & Infrastructure
Maintain Service Levels for Community
Connected & Sustainable Development
Foster an Inclusive and Engaged Community
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
the types of services and programs that each one delivers and also reflects organizational changes that have occurred
during the last budget cycle.
The 2018-2019 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 deferred maintenance of streets and
bridges, construction of new walking and biking facilities, and the construction of a new water treatment plant. The
completion of a new comprehensive plan draft is also included to ensure that future planning is adequately addressed,
along with an increase to franchise fees to fund increased spending in the City’s Conservation and Sustainability (CAS)
Fund. The spending in the CAS Fund will aid in integrating sustainability principles and goals into all projects and
programs for the City of Edina.
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. 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 2018-2019 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.
2018-2019
Overview
37 CITY OF EDINA, MINNESOTA
PROPERTY TAX LEVIES ANNUAL BUDGET— ALL YEARS
Property
Tax Levies
Budget Budget
2015 2016 2017 2018 2019
General Fund Levies
General Operating Levy 22,933,958$ 25,023,952$ 26,860,319$ 28,493,077$ 30,009,121$
General Fund Subtotal 22,933,958 25,023,952 26,860,319 28,493,077 30,009,121
Increase From Prior Year (%)1.89%9.11%7.34%6.08%5.32%
Arts and Culture Fund Levies
Arts and Culture 20,000 20,000 20,000 20,000 20,000
Arts and Culture Fund Subtotal 20,000 20,000 20,000 20,000 20,000
Increase From Prior Year (%)0.00%0.00%0.00%0.00%
Debt Service Fund Levies
City Hall Debt Service 944,400 946,000 946,000 950,000 952,000
Gymnasium Debt Service 409,440 385,901 388,000 389,000 390,000
Fire Station Debt Service 441,940 443,000 403,000 405,000 406,000
Public Works Facility Debt Service 1,546,600 1,561,000 1,696,000 1,667,000 1,695,000
Park Bond Market Value Levy 618,600 571,650 - - -
Sports Dome 1,168,000 1,167,620 1,162,500 1,168,700 1,168,900
Debt Service Fund Subtotal 5,128,980 5,075,171 4,595,500 4,579,700 4,611,900
Increase From Prior Year (%)29.74%-1.05%-9.45%-0.34%0.70%
Construction Fund Levies
Capital Improvement Plan Levy - - 101,550 327,000 300,000
Equipment Levy 1,617,072 1,680,000 1,750,000 1,840,000 1,930,000
Weber Woods NOTE 1 - - 400,000 400,000 400,000
Construction Fund Subtotal 1,617,072 1,680,000 2,251,550 2,567,000 2,630,000
Increase From Prior Year (%)63.00%3.89%34.02%14.01%2.45%
HRA Fund Levies
HRA Operating Levy - - 95,000 125,000 160,000
HRA Fund Subtotal - - 95,000 125,000 160,000
Increase From Prior Year (%)31.58%28.00%
Total Property Tax Levy 29,700,010$ 31,799,123$ 33,822,369$ 35,784,777$ 37,431,021$
Increase From Prior Year (%)8.18%7.07%6.36%5.80%4.60%
NOTE 1:The City made an offer to purchase a portion of Weber Woods from the City of Minneapolis in 2016
and used Construction Fund reserves to finance the purchase. The levy shown here is to restore the
Construction Fund reserves to the pre-purchase level over the next three years.
38 CITY OF EDINA, MINNESOTA
BIENNIAL BUDGET— ALL FUNDS AND YEARS
This page represents all of the financial activities of the City consolidated into one place.
Consolidated
Budget
Summary
2016 2017 2018 2019
Actual Budget Budget Budget
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 31,354,023$ 33,822,369$ 35,784,777$ 5.8%37,431,021$ 4.6%
Tax increments 2,779,097 2,500,000 4,900,000 96.0%5,315,000 8.5%
Franchise fees & other taxes 2,369,047 2,365,000 2,647,500 11.9%3,397,500 28.3%
Special assessments 5,276,194 4,612,026 4,053,411 -12.1%3,956,273 -2.4%
Licenses and permits 5,268,519 4,282,660 4,426,930 3.4%4,789,430 8.2%
Intergovernmental 6,120,211 2,843,550 3,043,573 7.0%1,663,977 -45.3%
Charges for services 4,689,389 11,327,973 11,592,004 2.3%4,721,523 -59.3%
Fines and forfeitures 1,016,817 975,000 900,000 -7.7%900,000 0.0%
Operating revenue 42,412,549 41,831,333 43,869,840 4.9%47,695,044 8.7%
Investment income 480,552 380,389 554,779 45.8%564,779 1.8%
Other revenue 4,718,424 644,711 920,761 42.8%653,861 -29.0%
Debt issued 8,008,604 3,108,982 2,817,566 -9.4%2,648,269 -6.0%
TOTAL REVENUES AND OTHER
FINANCING SOURCES 114,493,426 108,693,993 115,511,141 6.3%113,736,677 -1.5%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 15,239,526 25,005,618 35,402,317 41.6%23,234,764 -34.4%
Communications & tech.1,424,781 1,367,817 1,742,558 27.4%2,096,724 20.3%
Human resources 1,480,967 1,577,755 1,742,435 10.4%1,748,694 0.4%
Finance 1,170,598 1,190,149 1,418,338 19.2%1,483,534 4.6%
Public works 25,205,262 26,185,390 23,912,019 -8.7%25,324,553 5.9%
Engineering 13,003,723 8,439,098 8,583,517 1.7%7,175,297 -16.4%
Police 11,872,525 12,435,592 13,166,202 5.9%13,620,838 3.5%
Fire 8,176,539 7,878,906 9,201,139 16.8%9,180,218 -0.2%
Parks & recreation 14,067,322 11,594,747 16,585,943 43.0%18,339,940 10.6%
Community development 2,786,936 2,134,977 2,037,094 -4.6%1,966,996 -3.4%
Debt service 7,607,202 11,550,961 7,600,886 -34.2%7,684,860 1.1%
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 102,035,381 109,361,010 121,392,448 11.0%111,856,418 -7.9%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold 10,051,670 9,803,441 10,178,080 3.8%10,578,807 3.9%
Personal services 34,620,118 34,592,138 37,239,222 7.7%40,018,771 7.5%
Contractual services 16,613,557 17,592,851 18,539,560 5.4%19,050,264 2.8%
Commodities 3,899,798 4,279,465 4,512,333 5.4%4,944,488 9.6%
Central services 4,988,582 5,631,215 5,845,860 3.8%5,913,624 1.2%
Equipment 1,643,943 1,440,222 2,417,697 67.9%2,318,100 -4.1%
Capital outlay 15,143,632 16,971,709 26,380,946 55.4%12,153,872 -53.9%
Depreciation 6,686,539 6,913,750 7,646,250 10.6%8,268,250 8.1%
Debt service 8,387,542 12,136,219 8,632,500 -28.9%8,610,242 -0.3%-
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 102,035,381 109,361,010 121,392,448 11.0%111,856,418 -7.9%
CHANGE IN FUND BALANCE
OR NET POSITION 12,458,045 (667,017) (5,881,307) 1,880,259
FUND BALANCE OR NET POSITION -
JANUARY 1 149,071,765 161,529,810 160,862,793 154,981,486
FUND BALANCE OR NET POSITION -
DECEMBER 31 161,529,810$ 160,862,793$ 154,981,486$ 156,861,745$
39 CITY OF EDINA, MINNESOTA
2016 ACTUAL AND 2017 BUDGET
Pages 39-40 are a bridge to combine more detailed data found on pages 58-65 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 31,354,023$ -$ 31,354,023$ 33,822,369$ -$ 33,822,369$
Tax increments 2,779,097 - 2,779,097 2,500,000 - 2,500,000
Franchise fees & other taxes 2,369,047 - 2,369,047 2,365,000 - 2,365,000
Special assessments 5,276,194 - 5,276,194 4,612,026 - 4,612,026
Licenses and permits 5,268,519 - 5,268,519 4,282,660 - 4,282,660
Intergovernmental 5,775,114 345,097 6,120,211 2,731,550 112,000 2,843,550
Charges for services 4,689,389 - 4,689,389 11,327,973 - 11,327,973
Fines and forfeitures 1,016,817 - 1,016,817 975,000 - 975,000
Operating revenue 42,412,549 42,412,549 - 41,831,333 41,831,333
Investment income 344,344 136,208 480,552 262,500 117,889 380,389
Other revenue 4,429,829 288,595 4,718,424 623,211 21,500 644,711
Transfers 3,504,542 700,427 4,204,969 3,100,783 600,000 3,700,783
Debt issued 8,008,604 - 8,008,604 3,108,982 - 3,108,982
TOTAL REVENUES AND OTHER
FINANCING SOURCES 74,815,519 43,882,876 118,698,395 69,712,054 42,682,722 112,394,776
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 3,109,272 12,130,254 15,239,526 12,979,932 12,025,686 25,005,618
Communication & tech.1,424,781 1,424,781 1,367,817 - 1,367,817
Human resources 793,195 687,772 1,480,967 912,755 665,000 1,577,755
Finance 838,864 331,734 1,170,598 880,745 309,404 1,190,149
Public works 9,722,029 15,483,233 25,205,262 10,809,517 15,375,873 26,185,390
Engineering 12,533,779 469,944 13,003,723 8,195,844 243,254 8,439,098
Police 11,376,962 495,563 11,872,525 11,927,868 507,724 12,435,592
Fire 8,176,539 - 8,176,539 7,878,906 7,878,906
Parks & recreation 3,398,842 10,668,480 14,067,322 1,766,856 9,827,891 11,594,747
Community development 2,786,936 - 2,786,936 2,134,977 2,134,977
Debt service 7,607,202 - 7,607,202 11,550,961 - 11,550,961
Transfers 3,404,969 800,000 4,204,969 2,850,783 850,000 3,700,783
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 65,173,370 41,066,980 106,240,350 73,256,961 39,804,832 113,061,793 - - - - - -
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 10,051,670 10,051,670 - 9,803,441 9,803,441
Personal services 26,202,269 8,417,849 34,620,118 27,044,621 7,547,517 34,592,138
Contractual services 5,315,484 11,298,073 16,613,557 6,786,070 10,806,781 17,592,851
Commodities 2,174,870 1,724,928 3,899,798 2,418,623 1,860,842 4,279,465
Central services 3,681,001 1,307,581 4,988,582 4,193,972 1,437,243 5,631,215
Equipment 1,643,943 - 1,643,943 1,440,222 - 1,440,222
Capital outlay 15,143,632 - 15,143,632 16,971,709 - 16,971,709
Depreciation - 6,686,539 6,686,539 - 6,913,750 6,913,750
Debt service 7,607,202 780,340 8,387,542 11,550,961 585,258 12,136,219
Transfers 3,404,969 800,000 4,204,969 2,850,783 850,000 3,700,783 - - - - - -
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 65,173,370 41,066,980 106,240,350 73,256,961 39,804,832 113,061,793 - - - - - -
CHANGE IN FUND BALANCE
OR NET POSITION 9,642,149 2,815,896 12,458,045 (3,544,907) 2,877,890 (667,017) - - - - - -
FUND BALANCE OR NET POSITION -
JANUARY 1 44,539,728 104,532,037 149,071,765 54,181,877 107,347,933 161,529,810 - - - - - -
FUND BALANCE OR NET POSITION -
DECEMBER 31 54,181,877$ 107,347,933$ 161,529,810$ 50,636,970$ 110,225,823$ 160,862,793$
2016 Actual 2017 Budget
40 CITY OF EDINA, MINNESOTA
COMBINED BUDGET SUMMARY
2018 AND 2019 BUDGET
Governmental Enterprise Governmental Enterprise
Funds Funds Total Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 35,784,777$ -$ 35,784,777$ 37,431,021$ -$ 37,431,021$
Tax increments 4,900,000 - 4,900,000 5,315,000 - 5,315,000
Franchise fees 2,647,500 - 2,647,500 3,397,500 - 3,397,500
Special assessments 4,053,411 - 4,053,411 3,956,273 - 3,956,273
Licenses and permits 4,426,930 - 4,426,930 4,789,430 - 4,789,430
Intergovernmental 2,833,573 210,000 3,043,573 1,553,977 110,000 1,663,977
Charges for services 11,592,004 - 11,592,004 4,721,523 - 4,721,523
Fines and forfeitures 900,000 - 900,000 900,000 - 900,000
Operating revenue - 43,869,840 43,869,840 - 47,695,044 47,695,044
Investment income 401,779 153,000 554,779 401,779 163,000 564,779
Other revenue 884,761 36,000 920,761 610,861 43,000 653,861
Transfers 3,476,023 650,000 4,126,023 3,548,163 700,000 4,248,163
Debt issued 2,817,566 - 2,817,566 2,648,269 - 2,648,269
TOTAL REVENUES AND OTHER
FINANCING SOURCES 74,718,324 44,918,840 119,637,164 69,273,796 48,711,044 117,984,840
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 23,063,964 12,338,353 35,402,317 10,568,602 12,666,162 23,234,764
Communication & tech.1,742,558 - 1,742,558 2,096,724 - 2,096,724
Human resources 882,435 860,000 1,742,435 888,694 860,000 1,748,694
Finance 1,048,449 369,889 1,418,338 1,099,125 384,409 1,483,534
Public works 7,361,066 16,550,953 23,912,019 8,000,677 17,323,876 25,324,553
Engineering 8,241,286 342,231 8,583,517 6,827,879 347,418 7,175,297
Police 12,643,660 522,542 13,166,202 13,082,656 538,182 13,620,838
Fire 9,201,139 - 9,201,139 9,180,218 - 9,180,218
Parks & recreation 5,585,087 11,000,856 16,585,943 5,876,635 12,463,305 18,339,940
Community development 2,037,094 - 2,037,094 1,966,996 - 1,966,996
Debt service 7,600,886 - 7,600,886 7,684,860 - 7,684,860
Transfers 3,226,023 900,000 4,126,023 3,298,163 950,000 4,248,163
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 82,633,647 42,884,824 125,518,471 70,571,229 45,533,352 116,104,581
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold - 10,178,080 10,178,080 - 10,578,807 10,578,807
Personal services 28,841,145 8,398,077 37,239,222 30,510,814 9,507,957 40,018,771
Contractual services 7,225,424 11,314,136 18,539,560 7,342,300 11,707,964 19,050,264
Commodities 2,637,798 1,874,535 4,512,333 2,897,376 2,047,112 4,944,488
Central services 4,303,728 1,542,132 5,845,860 4,365,744 1,547,880 5,913,624
Equipment 2,417,697 - 2,417,697 2,318,100 - 2,318,100
Capital outlay 26,380,946 - 26,380,946 12,153,872 - 12,153,872
Depreciation - 7,646,250 7,646,250 - 8,268,250 8,268,250
Debt service 7,600,886 1,031,614 8,632,500 7,684,860 925,382 8,610,242
Transfers 3,226,023 900,000 4,126,023 3,298,163 950,000 4,248,163
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 82,633,647 42,884,824 125,518,471 70,571,229 45,533,352 116,104,581
CHANGE IN FUND BALANCE
OR NET POSITION (7,915,323) 2,034,016 (5,881,307) (1,297,433) 3,177,692 1,880,259
FUND BALANCE OR NET POSITION -
JANUARY 1 50,636,970 110,225,823 160,862,793 42,721,647 112,259,839 154,981,486
FUND BALANCE OR NET POSITION -
DECEMBER 31 42,721,647$ 112,259,839$ 154,981,486$ 41,424,214$ 115,437,531$ 156,861,745$
2018 Budget 2019 Budget
41 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES 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 $35 million per year when benefits are included. According to a Quality of Life survey conducted in 2017, 89%
of Edina residents rated the overall quality of services provided by the City as “Excellent” or “Good”.
During 2012-2014 and 2016-2017, the City underwent departmental reorganizations to maximize staff’s ability to be
productive and effective. The reorganizations 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 10 since the last budget cycle. There are 5 new positions added in
the 2018 budget; a financial analyst, 2 police officers, a police dispatcher, and a police support specialist. The new
dispatch position is being funded by a contract with the City of Richfield for dispatch services, and the other 4
positions are funded by the general fund taxy levy. The remaining 5 additional employees are the result of converting
part-time positions into full-time positions. In addition, the 2019 employee count includes a new EMS fire captain, and
3 new paramedic/firefighter positions.
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.
City of Edina
Employees
-
100
200
300
400
500
600
700
800
City Employees During a Typical Year
42 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Administration
General Fund 9.25 9.25 6.85 5.85 4.85 4.85 5.00 5.00 5.00 5.00
HRA Fund - - - - 1.00 1.00 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 3.00 3.50 4.65 5.15 6.15 6.15 6.00 6.00 6.00 6.00
Central Services 3.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00
Community Development
General Fund 10.85 10.85 10.85 10.85 12.00 12.00 12.00 12.00 12.00 12.00
Engineering
General Fund 8.50 8.50 10.50 12.00 10.00 11.00 11.00 11.00 12.00 12.00
PACS Fund - - - - 1.00 1.00 1.00 1.00 1.00 1.00
CAS Fund - - - - - - 1.00 1.00 1.00 1.00
Utilities Fund - - - - 1.00 1.00 1.00 1.00 1.00 1.00
Finance
General Fund 5.50 5.25 5.25 5.25 6.00 6.00 5.00 5.00 6.00 6.00
Utilities Fund 2.75 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Liquor Fund 0.75 0.75 0.75 0.75 - - - - - -
Fire Protection
General Fund 40.50 39.50 39.75 42.75 42.85 43.85 45.90 45.90 45.80 49.80
Utilities Fund 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 5.00 5.00
Parks & Recreation
General Fund 23.20 23.20 23.20 24.40 23.65 23.65 25.05 25.05 25.30 25.30
Aquatic Center 0.55 0.55 0.55 0.55 0.55 0.55 0.60 0.60 0.70 0.70
Golf Course 13.00 11.00 12.00 12.00 12.00 12.00 8.05 8.05 9.00 9.00
Arena 5.00 5.00 5.00 5.00 5.00 5.00 4.85 4.85 6.25 6.25
Sports Dome - - - - - - 0.15 0.15 1.00 1.00
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 5.80 5.80 5.80 5.80 5.80 5.65 5.65
Centennial Lakes 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.05 5.05
Police Protection
General Fund 73.65 71.15 71.65 70.65 72.50 70.50 72.55 72.55 76.55 76.55
Utilities Fund 0.50 0.50 0.50 0.50 0.50 0.50 0.45 0.45 0.45 0.45
Public Works
General Fund 31.00 30.80 31.80 30.00 26.70 26.70 25.40 25.40 23.30 23.30
Construction Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.10 1.10 1.10 1.10
Utilities Fund 15.25 14.45 13.95 13.75 15.20 15.20 16.85 16.85 18.65 18.65
Central Services 8.50 8.50 8.50 8.50 11.00 11.00 10.25 10.25 10.20 10.20
Other 1.00 - - - - - - - - -
Total 280.00 274.00 278.00 281.00 285.00 285.00 287.00 287.00 297.00 301.00
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 departmental reorganizations that are reflected on this chart between years 2012-2014 and 2016-2017.
In some cases, data for years before the reorganizations has been modified from what was originally reported to
improve comparisons.
Budgeted Full-time Employees for Fiscal Year
43 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 40% 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 $35,784,777 and $37,431,021 of the City’s budgeted revenue in 2018 and 2019,
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. The 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 chose to live in that City. The buyer of a
$400,000 home in Edina would pay the lowest City taxes in this comparison group.
Revenues
Taxes (all)
40%
Utility sales
20%
Liquor sales
12%
Park enterprise
sales
8%
Licenses and
permits
4%
Special
assessments
4%All others
12%
Edina's Revenue Sources
44 CITY OF EDINA, MINNESOTA
REVENUES
1 Edina 1,104$
2 Plymouth 1,111$
3 Eden Prairie 1,318$
4 Shoreview 1,410$
5 Woodbury 1,456$
6 Minnetonka 1,474$
7 Shakopee 1,536$
8 Eagan 1,539$
9 Lakeville 1,542$
10 Maple Grove 1,563$
11 Bloomington 1,766$
12 St. Louis Park 1,842$
13 Burnsville 1,855$
14 Apple Valley 1,863$
15 Maplewood 1,971$
16 Savage 2,046$
Source: LMC Property Tax calculator
2016 actual taxes on $400,000 house
MLC Cities Comparison:
City Taxes All Districts
1 Eden Prairie 1,318$ 5,353$
2 Edina 1,104$ 5,475$
3 Minnetonka 1,474$ 5,672$
4 Bloomington 1,766$ 5,746$
5 St. Louis Park 1,842$ 5,959$
6 Minneapolis 2,583$ 6,339$
7 Richfield 2,432$ 6,479$
8 Hopkins 2,552$ 6,746$
Source: LMC Property Tax calculator
2016 actual taxes on $400,000 house
The property buyer approach:
45 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 2017 will continue the
trend from 2013-2016, 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 ($21.8M in 2018) 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 $13.5M in annual sales in 2018. Operating revenue is also collected at the
aquatic center (about $1M), golf course (about $2.2M), ice arena (about $2.3M), art center (about $500K),
Edinborough Park (about $1.4 M) and Centennial Lakes Park (about $810K). 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 an annual increase thereafter of
6.50%. The rate increases are primarily to cover increasing costs of rebuilding, maintaining, and improving existing
infrastructure. The storm increase in 2016 was higher due to a one-time change to better align 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.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Edina Building Permit History
Actual Budget
46 CITY OF EDINA, MINNESOTA
The City develops a five-year Capital Improvement Plan (CIP) every two years 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 2017-2021. 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.
Beginning with the 2013-2017 CIP, the City implemented a formal process that standardizes priorities across functions
and departments. This 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 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
47 CITY OF EDINA, MINNESOTA
The total capital expenditures planned for the 2018 and 2019 fiscal years by fund and priority level are as follows:
The 2019 expenditures shown in this schedule will be reprioritized in the summer of 2018 and are subject to change
based on that process.
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 2018 and 2019, the total costs are estimated to be $10,000,000 and
$8,300,000 respectively, when all aspects of the roadway and underground utilities are included. Funding for these
types of projects comes from special assessments to benefitting properties and the utility fund.
CAPITAL IMPROVEMENTS
Fund Priority 2018 2019
HRA 3 200,000$ 200,000$
HRA 5-7 450,000 1,751,000
PACS 2-3 942,905 76,024
PACS 4-6 100,000 539,500
Construction 1-3 5,326,351 3,834,025
Construction 6-7 200,000 175,000
Construction Equipment 2,420,697 2,328,560
Utilities 1-3 13,490,846 6,112,158
Utilities 4-6 1,515,000 1,000,000
Liquor 3 35,000 -
Aquatic Center 3 160,000 -
Golf 4 85,000 34,000
E911 2-3 - 47,500
General 1 500,000 500,000
Total Capital Expenditures 25,425,799$ 16,597,767$
48 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 were incurred beginning in 2016 and will
continue through 2018, with total cost expected to be about $425,000. Funding is being provided from the General
Fund and Construction Fund in the amounts of $125,000 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.
Deferred Maintenance - Streets and Bridges (Priority 1)
Beginning with the 2017 budget, $500,000 was allocated annually to this initiative with an additional $105,000
budgeted for in 2018 going forward. Streets, utilities, parks, and public buildings are the essential components of the
foundation of our City. A sound public infrastructure encourages the development of a stable private infrastructure
and preserves and enhances community quality of life. Funding for the deferred maintenance is being provide from
the General Fund. Proactive maintenance of streets and bridges can extend their usable life and delay the need for
more expensive maintenance strategies. The goal is to utilize resources efficiently by performing infrastructure
renewal that will provide the greatest service life for the lowest cost.
New Water Treatment Plant 5 (Priority 3)
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 has begun and will be completed in Spring of 2018 at an
estimated cost of $500,000. Construction will follow and continue until mid 2019. The estimated cost is
$10,000,000. Expansion of water system capacity is related to peak demand growth, and stable demand due to
population growth. Funding for this project will come from the Utility Fund.
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 2018, 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 West 58th Street from Wooddale Avenue to France Avenue and on Valley View Road from
Mark Terrace Drive to Gleason Road.
49 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, 2016.
According to this calculation, the City has the ability to issue over $250 million in additional debt before reaching the
statutory limit. This level of capacity to issue new debt means that the City is in a secure financial position.
The City had four types of bonded debt outstanding on December 31, 2016: general obligation (GO) bonds, special
assessment bonds, public project revenue bonds and enterprise revenue bonds.
GO bonds are payable from general property taxes. The special assessment bonds include permanent improvement
revolving (PIR) bonds and Edina emerald energy program bonds that are payable from special assessments with any
deficiency in the PIR variety to be provided for by general property taxes. Public project revenue bonds are payable
from annual appropriation lease payments received from the City of Edina pursuant to a lease between the Edina
Housing and Redevelopment Authority and the City. Enterprise revenue bonds are payable primarily from revenue
from the City’s enterprise facilities with any deficiency to be provided for by general property taxes.
Edina’s long-term debt is segregated between the amounts to be repaid from governmental activities and amounts to
be repaid from business-type activities in the table on the following page, which projects changes in debt levels for the
next two years.
Debt
Service
Market value (after fiscal disparities)
Debt limit (3% of market value)
Debt applicable to limit:
General obligation bonds
Public project revenue bonds
Total debt applicable to limit
Legal debt margin
Legal Debt Margin Calculation for Fiscal Year 2016
308,890,246
20,390,000
260,565,246$
10,296,341,540$
27,935,000
48,325,000
50 CITY OF EDINA, MINNESOTA
DEBT SERVICE
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, 2017 is shown below.
12/31/2017 12/31/2018 12/31/2019
Balance Additions Reductions Balance Additions Reductions Balance
Governmental activity debt:
General obligation 21,675,000$ -$ (1,995,000)$ 19,680,000$ -$ (2,070,000)$ 17,610,000$
Special Assessment Bonds 25,826,845 2,817,566 (2,480,000) 26,164,411 2,648,269 (2,633,369) 26,179,311
Public project revenue 19,485,000 - (1,045,000) 18,440,000 - (1,080,000) 17,360,000
Subtotal 66,986,845 2,817,566 (5,520,000) 64,284,411 2,648,269 (5,783,369) 61,149,311
Business-type activity debt:
Enterprise revenue 51,100,000 9,300,000 (5,480,000) 54,920,000 4,200,000 (6,520,000) 52,600,000
Citywide Grand Total 118,086,845$ 12,117,566$ (11,000,000)$ 119,204,411$ 6,848,269$ (12,303,369)$ 113,749,311$
20192018
Year
Ended Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Total P&I
2018 1,995,000 727,074 1,045,000 607,198 2,480,000 746,614 5,480,000 1,555,397 11,000,000 3,636,283 14,636,283
2019 2,070,000 657,701 1,080,000 574,566 2,633,369 669,224 6,520,000 1,342,155 12,303,369 3,243,646 15,547,015
2020 2,145,000 584,731 1,115,000 540,690 2,573,369 600,500 5,160,000 1,169,803 10,993,369 2,895,724 13,889,093
2021 2,210,000 508,093 1,145,000 505,649 1,753,369 544,190 5,315,000 1,008,590 10,423,369 2,566,522 12,989,891
2022 1,360,000 446,396 1,185,000 472,949 1,798,369 489,652 5,470,000 838,640 9,813,369 2,247,637 12,061,006
2023 1,405,000 401,310 1,220,000 438,951 1,598,369 433,081 4,360,000 677,315 8,583,369 1,950,657 10,534,026
2024 1,450,000 353,584 1,255,000 400,171 1,270,000 384,225 3,760,000 538,649 7,735,000 1,676,629 9,411,629
2025 1,500,000 304,614 1,295,000 360,980 1,305,000 343,425 3,245,000 423,615 7,345,000 1,432,634 8,777,634
2026 1,550,000 254,273 1,335,000 321,335 1,340,000 305,175 2,750,000 329,571 6,975,000 1,210,354 8,185,354
2027 1,605,000 199,195 1,000,000 285,006 1,385,000 265,300 2,825,000 242,511 6,815,000 992,012 7,807,012
2028 1,660,000 140,878 1,030,000 251,566 1,425,000 223,756 1,815,000 169,524 5,930,000 785,724 6,715,724
2029 1,335,000 84,261 875,000 220,088 1,460,000 179,738 1,075,000 120,395 4,745,000 604,482 5,349,482
2030 1,390,000 28,713 905,000 191,163 1,280,000 137,013 1,005,000 85,628 4,580,000 442,517 5,022,517
2031 - - 935,000 160,678 1,105,000 98,638 870,000 56,769 2,910,000 316,085 3,226,085
2032 - - 965,000 128,013 1,145,000 61,525 715,000 32,775 2,825,000 222,313 3,047,313
2033 - - 1,000,000 93,625 625,000 32,888 735,000 11,025 2,360,000 137,538 2,497,538
2034 - - 1,030,000 57,456 320,000 17,756 - - 1,350,000 75,212 1,425,212
2035 - - 1,070,000 19,394 160,000 9,375 - - 1,230,000 28,769 1,258,769
2036 - - - - 170,000 3,188 - - 170,000 3,188 173,188
21,675,000 4,690,823 19,485,000 5,629,478 25,826,845 5,545,263 51,100,000 8,602,362 118,086,845 24,467,926 142,554,771
General Obligation Bonds Public Project Revenue Special Assessment Bonds Revenue Bonds Total City
51 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 2015 2016 2017 2018 2019
City Hall 944,400$ 946,000$ 946,000$ 950,000$ 952,000$
Gymnasiums 409,440 385,901 388,000 389,000 390,000
Fire Station #1 441,940 443,000 403,000 405,000 406,000
Public Works Facility 1,546,600 1,561,000 1,696,000 1,667,000 1,695,000
Park Bond Market Value Levy 618,600 571,650 - - -
Sports Dome 1,168,000 1,167,620 1,162,500 1,168,700 1,168,900
Total 5,128,980$ 5,075,171$ 4,595,500$ 4,579,700$ 4,611,900$
For living, learning, raising families, and doing business.
City of Edina
FUND LEVEL
FINANCIAL SCHEDULES
54 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.
The relative size of an individual governmental fund is assessed based on its proportionate share of different financial
statement elements. If those financial statement elements are quantitatively significant, the City is required to report
the fund as a “major” fund. The City may also choose to evaluate qualitative factors to present additional funds as
“major” even when they don’t meet the quantitative definition. Edina currently has 9 major funds.
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
55 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,
Parks and Recreation, 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, Fire, Parks and Recreation, 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. This is done 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.
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.
56 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
businesses. 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.
Today, there are three municipally owned liquor stores in Edina. 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 (a newly constructed 18-hole
championship course), a new 9-hole executive course and driving range, an indoor golf dome, and banquet room.
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 departments.
FUND DESCRIPTIONS
57 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
CAS Yes X
CDBG Yes X
Police SR Yes X
Braemar Memorial Yes X
Arts & Culture 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
Environmental
Efficiency
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
Sports Dome Yes X
Art Center Yes X
Edinborough Yes X
Centennial Yes X
Risk Management Yes X
Department Acronym Key
ADMIN Administration
CTS Communications and Technology Services
HR Human Resources
FIN Finance
PW Public Works
ENG Engineering
PD Police
FD Fire
PR Parks and Recreation
CD Community Development
Operating Fund
Crosswalk
58 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental 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 funds are shown on pages 58-65.
2016 Actual
Financial Results
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 24,681,406$ -$ -$ -$ -$ -$ -$ 20,000$ 4,998,092$ -$ 1,654,525$ 31,354,023$
Tax increments - 2,779,097 - - - - - - - - - 2,779,097
Franchise fees & other taxes 893,314 - 1,173,187 202,619 - - - - - - 99,927 2,369,047
Special assessments - - - - - - - - 224,778 - 5,051,416 5,276,194
Licenses and permits 5,192,934 - - - - - - - - - 75,585 5,268,519
Intergovernmental 1,398,980 50,000 209,307 - 95,975 15,000 - - - 41,197 3,964,655 5,775,114
Charges for services 4,449,894 31,094 - - - - - - - - 208,401 4,689,389
Fines and forfeitures 946,199 - - - - 70,618 - - - - - 1,016,817
Investment income 125,095 82,091 6,111 825 - 22 1,008 57 6,080 - 123,055 344,344
Other revenue 1,892,451 2,000,000 45,250 450 - 112,061 6,485 2,876 - - 370,256 4,429,829
Transfers 100,000 - - - - - - - 2,400,000 - 1,004,542 3,504,542
Debt issued - - - - - - - - 4,031,145 - 3,977,459 8,008,604
TOTAL REVENUES AND OTHER
FINANCING SOURCES 39,680,273 4,942,282 1,433,855 203,894 95,975 197,701 7,493 22,933 11,660,095 41,197 16,529,821 74,815,519
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,915,628 1,164,495 - 29,149 - - - - - - - 3,109,272
Communication & tech.1,106,679 - - - - - - - - - 318,102 1,424,781
Human resources 793,195 - - - - - - - - - - 793,195
Finance 802,792 - - - - - - - - - 36,072 838,864
Public works 8,464,789 - - - - - - - - 113,871 1,143,369 9,722,029
Engineering 1,469,705 - 2,337,868 - - - - - - - 8,726,206 12,533,779
Police 10,798,814 - - - - 181,489 - - - - 396,659 11,376,962
Fire 7,609,837 - - - - - - - - - 566,702 8,176,539
Parks & recreation 1,505,397 - - - - - 1,638 16,126 - 29,637 1,846,044 3,398,842
Community development 1,536,967 - - - 95,975 - - - - - 1,153,994 2,786,936
Debt service - - - - - - - - 7,607,202 - - 7,607,202
Transfers 804,542 - - - - - - - - 16,850 2,583,577 3,404,969
TOTAL EXPENDITURES AND OTHER
FINANCING USES 36,808,345 1,164,495 2,337,868 29,149 95,975 181,489 1,638 16,126 7,607,202 160,358 16,770,725 65,173,370
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 25,827,884 126,432 112,139 27,328 - - - 63 - - 108,423 26,202,269
Contractual services 4,443,534 385,699 19,292 - 95,975 58,520 243 15,044 - - 297,177 5,315,484
Commodities 2,053,232 340 447 1,821 - 73,362 - 1,019 - - 44,649 2,174,870
Central services 3,679,153 - - - - - - - - - 1,848 3,681,001
Equipment - - - - - 49,607 - - - - 1,594,336 1,643,943
Capital outlay - 652,024 2,205,990 - - - 1,395 - - 143,508 12,140,715 15,143,632
Debt service - - - - - - - - 7,607,202 - - 7,607,202
Transfers 804,542 - - - - - - - - 16,850 2,583,577 3,404,969
TOTAL EXPENDITURES AND OTHER
FINANCING USES 36,808,345 1,164,495 2,337,868 29,149 95,975 181,489 1,638 16,126 7,607,202 160,358 16,770,725 65,173,370
CHANGE IN
FUND BALANCE 2,871,928$ 3,777,787$ (904,013)$ 174,745$ -$ 16,212$ 5,855$ 6,807$ 4,052,893$ (119,161)$ (240,904)$ 9,642,149$
2016 GOVERNMENTAL ACTUAL FUND REVENUES AND EXPENDITURES
59 CITY OF EDINA, MINNESOTA
2016 ACTUAL FINANCIAL RESULTS BY FUND
ENTERPRISE FUNDS
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 19,472,645$ 12,937,092$ 956,068$ 2,809,702$ 2,314,759$ 398,707$ 486,229$ 1,366,418$ 939,421$ 731,508$ 42,412,549$
Intergovernmental 345,097 - - - - - - - - - 345,097
Investment income 75,465 10,138 13,007 8,816 4,114 1,890 16,501 6,277 - 136,208
Other revenue 69,206 11,350 30,000 32,982 2,646 - 24,168 15,354 102,889 288,595
Transfers - - - 150,000 209,861 124,669 116,850 25,837 73,210 - 700,427
TOTAL REVENUES AND
TRANSFERS IN 19,962,413 12,958,580 999,075 3,001,500 2,527,266 527,490 629,137 1,408,756 1,034,262 834,397 43,882,876
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,130,254 - - - - - - - - 12,130,254
Human resources - - - - - - - - - 687,772 687,772
Finance 331,734 - - - - - - - - - 331,734
Public works 15,483,233 - - - - - - - - - 15,483,233
Engineering 469,944 - - - - - - - - - 469,944
Police 495,563 - - - - - - - - - 495,563
Parks and recreation - - 915,560 3,057,169 2,842,660 670,446 727,822 1,443,272 1,011,551 - 10,668,480
Transfers 100,000 700,000 - - - - - - - - 800,000
TOTAL EXPENSES AND
TRANSFERS OUT 16,880,474 12,830,254 915,560 3,057,169 2,842,660 670,446 727,822 1,443,272 1,011,551 687,772 41,066,980
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,625,215 40,442 169,131 124,582 - 1,766 79,385 11,149 - 10,051,670
Personal services 2,244,587 1,490,106 359,044 1,342,085 986,768 80,491 492,501 704,082 620,235 97,950 8,417,849
Contractual services 8,054,346 585,263 147,228 456,824 783,974 142,499 92,730 288,240 157,147 589,822 11,298,073
Commodities 841,148 67,125 86,024 260,722 126,274 17,200 77,502 124,011 124,922 - 1,724,928
Central services 650,497 253,823 32,557 127,369 66,969 11,464 39,394 67,005 58,503 - 1,307,581
Depreciation 4,431,633 108,722 248,242 612,166 622,911 418,792 23,929 180,549 39,595 - 6,686,539
Interest 558,263 - 2,023 88,872 131,182 - - - - - 780,340
Transfers 100,000 700,000 - - - - - - - - 800,000
TOTAL EXPENSES AND
TRANSFERS OUT 16,880,474 12,830,254 915,560 3,057,169 2,842,660 670,446 727,822 1,443,272 1,011,551 687,772 41,066,980
CHANGE IN NET
POSITION 3,081,939$ 128,326$ 83,515$ (55,669)$ (315,394)$ (142,956)$ (98,685)$ (34,516)$ 22,711$ 146,625$ 2,815,896$
2016 ENTERPRISE FUND ACTUAL REVENUES AND EXPENDITURES
60 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
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 26,860,319$ 95,000$ -$ -$ -$ -$ -$ 20,000$ 4,595,500$ -$ 2,251,550$ 33,822,369$
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 - - - - - - - - - - 4,612,026 4,612,026
Licenses and permits 4,192,660 - - - - - - - - - 90,000 4,282,660
Intergovernmental 1,195,550 - - - 125,000 36,000 - - - - 1,375,000 2,731,550
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 - - - 623,211
Transfers 50,000 - - - - - - - 2,850,783 - 200,000 3,100,783
Debt issued - - - - - - - - - - 3,108,982 3,108,982
TOTAL REVENUES AND OTHER
FINANCING SOURCES 38,700,302 9,932,000 1,200,000 250,000 125,000 170,361 5,200 25,350 7,456,283 - 11,847,558 69,712,054
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,839,504 10,960,433 - 157,495 - - - - - - 22,500 12,979,932
Communication & tech.1,204,517 - - - - - - - - - 163,300 1,367,817
Human resources 812,755 - - - - - - - - - 100,000 912,755
Finance 880,745 - - - - - - - - - - 880,745
Public works 9,727,954 - - - - - - - - - 1,081,563 10,809,517
Engineering 1,642,170 - 1,005,365 - - - - - - - 5,548,309 8,195,844
Police 11,438,368 - - - - 140,500 - - - - 349,000 11,927,868
Fire 7,746,806 - - - - - - - - - 132,100 7,878,906
Parks & recreation 1,597,506 - - - - - 79,000 22,450 - 67,900 - 1,766,856
Community development 1,809,977 - - - 125,000 - - - - - 200,000 2,134,977
Debt service - - - - - - - - 11,550,961 - - 11,550,961
Transfers - - - - - - - - - - 2,850,783 2,850,783
TOTAL EXPENDITURES AND OTHER
FINANCING USES 38,700,302 10,960,433 1,005,365 157,495 125,000 140,500 79,000 22,450 11,550,961 67,900 10,447,555 73,256,961
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 26,585,024 129,068 116,531 106,761 - - - - - - 107,237 27,044,621
Contractual services 5,586,577 679,865 20,000 35,000 125,000 98,000 - 20,425 - - 221,203 6,786,070
Commodities 2,338,165 1,500 20,000 15,000 - 15,000 - 2,025 - - 26,933 2,418,623
Central services 4,190,536 - 734 734 - - - - - - 1,968 4,193,972
Equipment - - - - - 27,500 - - - - 1,412,722 1,440,222
Capital outlay - 10,150,000 848,100 - - - 79,000 - - 67,900 5,826,709 16,971,709
Debt service - - - - - - - - 11,550,961 - - 11,550,961
Transfers - - - - - - - - - - 2,850,783 2,850,783
TOTAL EXPENDITURES AND OTHER
FINANCING USES 38,700,302 10,960,433 1,005,365 157,495 125,000 140,500 79,000 22,450 11,550,961 67,900 10,447,555 73,256,961
CHANGE IN
FUND BALANCE -$ (1,028,433)$ 194,635$ 92,505$ -$ 29,861$ (73,800)$ 2,900$ (4,094,678)$ (67,900)$ 1,400,003$ (3,544,907)$
2017 GOVERNMENTAL FUND BUDGETS
61 CITY OF EDINA, MINNESOTA
ENTERPRISE FUNDS
2017 BUDGET BY FUND
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$ 942,885$ 41,831,333$
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 1,375,800 887,000 942,885 42,682,722
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 1,544,824 342,914 581,231 901,750 60,314 455,163 802,264 657,428 60,000 7,547,517
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 696,132 267,380 38,396 142,365 75,189 12,074 45,844 85,932 73,931 - 1,437,243
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)$ 277,885$ 2,877,890$
2017 ENTERPRISE FUND BUDGETS
62 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
2018 Budget by
Fund
Braemar Arts &Debt
General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 28,493,077$ 125,000$ -$ -$ -$ -$ -$ 20,000$ 4,579,700$ 2,567,000$ 35,784,777$
Tax increments - 4,900,000 - - - - - - - - 4,900,000
Franchise fees & other taxes 892,500 - 1,200,000 450,000 - - - - - 105,000 2,647,500
Special assessments - - - - - - - - - 4,053,411 4,053,411
Licenses and permits 4,351,930 - - - - - - - - 75,000 4,426,930
Intergovernmental 1,308,977 - - - 125,000 - - - - 1,399,596 2,833,573
Charges for services 4,592,004 6,800,000 - - - - - - - 200,000 11,592,004
Fines and forfeitures 900,000 - - - - - - - - - 900,000
Investment income 120,000 120,500 - - - 4 200 75 6,000 155,000 401,779
Other revenue 457,550 250,000 - - - 167,061 5,000 5,150 - - 884,761
Transfers 50,000 - - - - - - - 3,226,023 200,000 3,476,023
Debt issued - - - - - - - - - 2,817,566 2,817,566
TOTAL REVENUES AND OTHER
FINANCING SOURCES 41,166,038 12,195,500 1,200,000 450,000 125,000 167,065 5,200 25,225 7,811,723 11,572,573 74,718,324
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,100,761 20,482,595 - 458,108 - - - - - 22,500 23,063,964
Communication & tech.1,268,558 - - - - - - - - 474,000 1,742,558
Human resources 862,435 - - - - - - - - 20,000 882,435
Finance 1,048,449 - - - - - - - - - 1,048,449
Public works 6,435,698 - - - - - - - - 925,368 7,361,066
Engineering 1,789,862 - 1,220,073 - - - - - - 5,231,351 8,241,286
Police 12,243,160 - - - - 85,500 - - - 315,000 12,643,660
Fire 8,226,139 - - - - - - - - 975,000 9,201,139
Parks & recreation 5,393,882 - - - - - 40,000 15,850 - 135,355 5,585,087
Community development 1,797,094 - - - 125,000 - - - - 115,000 2,037,094
Debt service - - - - - - - - 7,600,886 - 7,600,886
Transfers - - - - - - - - - 3,226,023 3,226,023
TOTAL EXPENDITURES AND OTHER
FINANCING USES 41,166,038 20,482,595 1,220,073 458,108 125,000 85,500 40,000 15,850 7,600,886 11,439,597 82,633,647
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 28,320,339 162,175 127,706 125,357 - - - - - 105,568 28,841,145
Contractual services 6,048,694 684,520 20,000 127,375 125,000 78,000 - 15,250 - 126,585 7,225,424
Commodities 2,506,393 900 15,000 75,000 - 7,500 - 600 - 32,405 2,637,798
Central services 4,290,612 - 5,772 5,376 - - - - - 1,968 4,303,728
Equipment - - - - - - - - - 2,417,697 2,417,697
Capital outlay - 19,635,000 1,051,595 125,000 - - 40,000 - - 5,529,351 26,380,946
Debt service - - - - - - - - 7,600,886 - 7,600,886
Transfers - - - - - - - - - 3,226,023 3,226,023
TOTAL EXPENDITURES AND OTHER
FINANCING USES 41,166,038 20,482,595 1,220,073 458,108 125,000 85,500 40,000 15,850 7,600,886 11,439,597 82,633,647
CHANGE IN
FUND BALANCE -$ (8,287,095)$ (20,073)$ (8,108)$ -$ 81,565$ (34,800)$ 9,375$ 210,837$ 132,976$ (7,915,323)$
2018 GOVERNMENTAL FUND BUDGETS
63 CITY OF EDINA, MINNESOTA
2018 BUDGET BY FUND
ENTERPRISE FUNDS
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 21,760,911$ 13,500,777$ 1,034,650$ 1,271,700$ 2,293,500$ 399,500$ 504,350$ 1,389,500$ 812,000$ 902,952$ 43,869,840$
Intergovernmental 210,000 - - - - - - - - - 210,000
Investment income 83,000 - 20,000 14,000 1,000 7,000 1,000 20,000 7,000 - 153,000
Other revenue 2,000 25,000 - - - - 9,000 - - - 36,000
Transfers - - - 100,000 250,000 - 150,000 - 150,000 - 650,000
TOTAL REVENUES AND
TRANSFERS IN 22,055,911 13,525,777 1,054,650 1,385,700 2,544,500 406,500 664,350 1,409,500 969,000 902,952 44,918,840
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,338,353 - - - - - - - - 12,338,353
Human resources - - - - - - - - - 860,000 860,000
Finance 369,889 - - - - - - - - - 369,889
Public works 16,550,953 - - - - - - - - - 16,550,953
Engineering 342,231 - - - - - - - - - 342,231
Police 522,542 - - - - - - - - - 522,542
Parks and recreation - - 1,066,318 2,590,513 2,964,010 871,923 706,352 1,680,510 1,121,230 - 11,000,856
Transfers 100,000 800,000 - - - - - - - - 900,000
TOTAL EXPENSES AND
TRANSFERS OUT 17,885,615 13,138,353 1,066,318 2,590,513 2,964,010 871,923 706,352 1,680,510 1,121,230 860,000 42,884,824
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 9,844,830 42,000 72,500 125,250 - 500 80,000 13,000 - 10,178,080
Personal services 2,488,113 1,505,235 375,996 758,350 1,049,920 160,855 475,576 804,918 664,114 115,000 8,398,077
Contractual services 7,871,381 530,105 176,200 377,700 793,600 163,250 112,300 354,300 190,300 745,000 11,314,136
Commodities 1,052,050 76,435 109,600 120,000 122,750 14,250 61,700 178,950 138,800 - 1,874,535
Central services 775,092 280,248 35,316 144,516 95,508 17,568 42,276 79,092 72,516 - 1,542,132
Depreciation 4,995,000 101,500 306,500 832,500 655,000 516,000 14,000 183,250 42,500 - 7,646,250
Interest 603,979 - 20,706 284,947 121,982 - - - - - 1,031,614
Transfers 100,000 800,000 - - - - - - - - 900,000
TOTAL EXPENSES AND
TRANSFERS OUT 17,885,615 13,138,353 1,066,318 2,590,513 2,964,010 871,923 706,352 1,680,510 1,121,230 860,000 42,884,824
CHANGE IN NET
POSITION 4,170,296$ 387,424$ (11,668)$ (1,204,813)$ (419,510)$ (465,423)$ (42,002)$ (271,010)$ (152,230)$ 42,952$ 2,034,016$
2018 ENTERPRISE FUND BUDGETS
64 CITY OF EDINA, MINNESOTA
GOVERNMENTAL FUNDS
2019 Budget by
Fund
Braemar Arts &Debt
General HRA PACS CAS CDBG Police SR Memorial Culture Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 30,009,121$ 160,000$ -$ -$ -$ -$ -$ 20,000$ 4,611,900$ 2,630,000$ 37,431,021$
Tax increments - 5,315,000 - - - - - - - - 5,315,000
Franchise fees & other taxes 892,500 - 1,200,000 1,200,000 - - - - - 105,000 3,397,500
Special assessments - - - - - - - - - 3,956,273 3,956,273
Licenses and permits 4,714,430 - - - - - - - - 75,000 4,789,430
Intergovernmental 1,253,977 - - - 125,000 - - - - 175,000 1,553,977
Charges for services 4,521,523 - - - - - - - - 200,000 4,721,523
Fines and forfeitures 900,000 - - - - - - - - - 900,000
Investment income 120,000 120,500 - - - 4 200 75 6,000 155,000 401,779
Other revenue 433,650 - - - - 167,061 5,000 5,150 - - 610,861
Transfers 50,000 - - - - - - - 3,298,163 200,000 3,548,163
Debt issued - - - - - - - - - 2,648,269 2,648,269
TOTAL REVENUES AND OTHER
FINANCING SOURCES 42,895,201 5,595,500 1,200,000 1,200,000 125,000 167,065 5,200 25,225 7,916,063 10,144,542 69,273,796
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,026,407 7,330,725 - 1,188,970 - - - - - 22,500 10,568,602
Communication & tech.1,288,764 - - - - - - - - 807,960 2,096,724
Human resources 888,694 - - - - - - - - - 888,694
Finance 1,099,125 - - - - - - - - - 1,099,125
Public works 6,595,064 - - - - - - - - 1,405,613 8,000,677
Engineering 1,849,492 - 1,245,362 - - - - - - 3,733,025 6,827,879
Police 12,728,656 - - - - 133,000 - - - 221,000 13,082,656
Fire 9,035,218 - - - - - - - - 145,000 9,180,218
Parks & recreation 5,541,785 - - - - - 40,000 15,850 - 279,000 5,876,635
Community development 1,841,996 - - - 125,000 - - - - - 1,966,996
Debt service - - - - - - - - 7,684,860 - 7,684,860
Transfers - - - - - - - - - 3,298,163 3,298,163
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,895,201 7,330,725 1,245,362 1,188,970 125,000 133,000 40,000 15,850 7,684,860 9,912,261 70,571,229
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 29,966,880 168,305 133,679 131,033 - - - - - 110,917 30,510,814
Contractual services 6,135,622 585,520 20,000 252,525 125,000 78,000 - 15,250 - 130,383 7,342,300
Commodities 2,439,999 900 15,000 400,000 - 7,500 - 600 - 33,377 2,897,376
Central services 4,352,700 - 5,796 5,412 - - - - - 1,836 4,365,744
Equipment - - - - - 47,500 - - - 2,270,600 2,318,100
Capital outlay - 6,576,000 1,070,887 400,000 - - 40,000 - - 4,066,985 12,153,872
Debt service - - - - - - - - 7,684,860 - 7,684,860
Transfers - - - - - - - - - 3,298,163 3,298,163
TOTAL EXPENDITURES AND OTHER
FINANCING USES 42,895,201 7,330,725 1,245,362 1,188,970 125,000 133,000 40,000 15,850 7,684,860 9,912,261 70,571,229
CHANGE IN
FUND BALANCE -$ (1,735,225)$ (45,362)$ 11,030$ -$ 34,065$ (34,800)$ 9,375$ 231,203$ 232,281$ (1,297,433)$
2019 GOVERNMENTAL FUND BUDGETS
65 CITY OF EDINA, MINNESOTA
2019 BUDGET BY FUND
ENTERPRISE FUNDS
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 22,790,121$ 13,973,293$ 1,039,650$ 3,508,828$ 2,347,100$ 409,000$ 516,350$ 1,393,750$ 814,000$ 902,952$ 47,695,044$
Intergovernmental 110,000 - - - - - - - - - 110,000
Investment income 90,000 - 22,000 16,000 1,000 8,000 2,000 18,000 6,000 - 163,000
Other revenue 2,000 32,000 - - - - 9,000 - - - 43,000
Transfers - - - - 300,000 - 200,000 - 200,000 - 700,000
TOTAL REVENUES AND
TRANSFERS IN 22,992,121 14,005,293 1,061,650 3,524,828 2,648,100 417,000 727,350 1,411,750 1,020,000 902,952 48,711,044
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration - 12,666,162 - - - - - - - - 12,666,162
Human resources - - - - - - - - - 860,000 860,000
Finance 384,409 - - - - - - - - - 384,409
Public works 17,323,876 - - - - - - - - - 17,323,876
Engineering 347,418 - - - - - - - - - 347,418
Police 538,182 - - - - - - - - - 538,182
Parks and recreation - - 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 - 12,463,305
Transfers 100,000 850,000 - - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 18,693,885 13,516,162 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 860,000 45,533,352
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS - 10,100,558 43,000 213,999 127,750 - 500 80,000 13,000 - 10,578,807
Personal services 2,606,912 1,571,457 390,214 1,527,038 1,096,083 167,983 495,225 843,093 694,952 115,000 9,507,957
Contractual services 8,171,626 532,863 176,200 451,600 813,100 163,750 105,925 357,300 190,600 745,000 11,707,964
Commodities 1,084,750 76,812 105,600 249,950 127,500 22,250 66,500 178,950 134,800 - 2,047,112
Central services 788,400 282,972 33,588 144,024 95,484 17,448 40,992 75,360 69,612 - 1,547,880
Depreciation 5,415,000 101,500 316,500 1,020,000 660,000 516,000 6,000 188,250 45,000 - 8,268,250
Interest 527,197 - 17,375 264,681 116,129 - - - - - 925,382
Transfers 100,000 850,000 - - - - - - - - 950,000
TOTAL EXPENSES AND
TRANSFERS OUT 18,693,885 13,516,162 1,082,477 3,871,292 3,036,046 887,431 715,142 1,722,953 1,147,964 860,000 45,533,352
CHANGE IN NET
POSITION 4,298,236$ 489,131$ (20,827)$ (346,464)$ (387,946)$ (470,431)$ 12,208$ (311,203)$ (127,964)$ 42,952$ 3,177,692$
2019 ENTERPRISE FUND BUDGETS
66 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. In Edina, excess income generated by the three municipal liquor stores has historically been transferred to
other funds and reinvested in the community. This tradition is expected to continue through 2019, as shown on the
next two pages.
Budgeted transfers in 2018 include:
1. $3,226,023 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.
2. $800,000 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. $100,000 transfer from the Utilities Fund to the Construction Fund.
Transfers
Construction Utilities Liquor Total
2018 Transfer in:
General Fund -$ -$ 50,000$ 50,000$
Construction - 100,000 100,000 200,000
Debt Service 3,226,023 - - 3,226,023
Golf Course - - 100,000 100,000
Arena - - 250,000 250,000
Art Center - - 150,000 150,000
Centennial Lakes - - 150,000 150,000
Total 3,226,023$ 100,000$ 800,000$ 4,126,023$
2018 Transfer Out:
67 CITY OF EDINA, MINNESOTA
TRANSFERS
Budgeted transfers in 2019 include:
1. $3,298,163 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.
2. $850,000 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, 2016, the City had $2,000,405 in excess funds in our General Fund according to our fund balance
policy. During 2017, the City Council decided to allocate $1,880,405 of this excess to the Construction Fund for 2017-
2018 projects.
Construction Utilities Liquor Total
2019 Transfer in:
General Fund -$ -$ 50,000$ 50,000$
Construction - 100,000 100,000 200,000
Debt Service 3,298,163 - - 3,298,163
Arena - - 300,000 300,000
Art Center - - 200,000 200,000
Centennial Lakes - - 200,000 200,000
Total 3,298,163$ 100,000$ 850,000$ 4,248,163$
2019 Transfer Out:
68 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
69 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 2016 14,320,383$ 39,580,273$ 36,708,345$ 17,192,311$ 2,871,928$ 20.1%Licenses and permits revenue
2017 17,192,311 38,861,546 38,530,343 17,523,514 331,203 1.9%
2018 17,523,514 41,166,038 41,166,038 17,523,514 - 0.0%
2019 17,523,514 42,895,201 42,895,201 17,523,514 - 0.0%
Housing and 2016 8,021,960 4,942,282 1,164,495 11,799,747 3,777,787 47.1%Some capital improvements deferred
Redevelopment 2017 11,799,747 4,712,000 961,933 15,549,814 3,750,067 31.8%Some capital improvements deferred
Authority (HRA)2018 15,549,814 12,195,500 20,482,595 7,262,719 (8,287,095) -53.3%Projects detailed in 2017-2021 CIP
2019 7,262,719 5,595,500 7,330,725 5,527,494 (1,735,225) -23.9%Projects detailed in 2017-2021 CIP
Pedestrian and Cyclist 2016 713,168 1,433,855 2,337,868 (190,845) (904,013) -126.8%Project expenses higher than expected
Safety (PACS)2017 (190,845) 1,200,000 1,022,927 (13,772) 177,073 0.0%
2018 (13,772) 1,200,000 1,220,073 (33,845) (20,073) 0.0%
2019 (33,845) 1,200,000 1,245,362 (79,207) (45,362) 0.0%
Conservation and 2016 - 203,894 29,149 174,745 174,745 0.0%Fund established in 2016
Sustainability (CAS)2017 174,745 250,000 157,495 267,250 92,505 52.9%Building fund blance for cash flow purposes
2018 267,250 450,000 458,108 259,142 (8,108) -3.0%
2019 259,142 1,200,000 1,188,970 270,172 11,030 4.3%
Community 2016 - 95,975 95,975 - - 0.0%
Development 2017 - 125,000 125,000 - - 0.0%
Block Grant (CDBG)2018 - 125,000 125,000 - - 0.0%
2019 - 125,000 125,000 - - 0.0%
Police Special 2016 525,653 197,701 181,489 541,865 16,212 3.1%
Revenue 2017 541,865 167,065 121,600 587,330 45,465 8.4%
2018 587,330 167,065 85,500 668,895 81,565 13.9%External restrictions on spending
2019 668,895 167,065 133,000 702,960 34,065 5.1%
Braemar Memorial 2016 142,228 7,493 1,638 148,083 5,855 4.1%
2017 148,083 5,200 50,000 103,283 (44,800) -30.3%Projects detailed in 2017-2021 CIP
2018 103,283 5,200 40,000 68,483 (34,800) -33.7%Projects detailed in 2017-2021 CIP
2019 68,483 5,200 40,000 33,683 (34,800) -50.8%Projects detailed in 2017-2021 CIP
Arts & Culture 2016 2,748 22,933 16,126 9,555 6,807 247.7%Building fund balance for cash flow purposes
2017 9,555 25,225 17,625 17,155 7,600 79.5%Building fund balance for cash flow purposes
2018 17,155 25,225 15,850 26,530 9,375 54.6%Building fund balance for cash flow purposes
2019 26,530 25,225 15,850 35,905 9,375 35.3%Building fund balance for cash flow purposes
Debt Service 2016 7,134,575 11,660,095 7,607,202 11,187,468 4,052,893 56.8%Refunding bonds sold in 2016 for 2017 call
2017 11,187,468 7,560,169 11,549,695 7,197,942 (3,989,526) -35.7%Refunding bonds sold in 2016 for 2017 call
2018 7,197,942 7,811,723 7,600,886 7,408,779 210,837 2.9%
2019 7,408,779 7,916,063 7,684,860 7,639,982 231,203 3.1%
Environmental 2016 328,671 41,197 160,358 209,510 (119,161) -36.3%Capital Improvements
Efficiency 2017 209,510 - 67,900 141,610 (67,900) -32.4%Projects detailed in 2017-2021 CIP
2018 141,610 - - 141,610 - 0.0%
2019 141,610 - - 141,610 - 0.0%
Construction 2016 13,350,342 16,529,821 16,770,725 13,109,438 (240,904) -1.8%
2017 13,109,438 11,552,017 10,353,778 14,307,677 1,198,239 9.1%
2018 14,307,677 11,572,573 11,439,597 14,440,653 132,976 0.9%
2019 14,440,653 10,144,542 9,912,261 14,672,934 232,281 1.6%
Fund
70 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.
71 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 2016 73,117,410$ 20,272,982$ 17,191,043$ 76,199,349$ 3,081,939$ 4.2%
2017 76,199,349 20,772,766 16,863,463 80,108,652 3,909,303 5.1%
2018 80,108,652 22,055,911 17,885,615 84,278,948 4,170,296 5.2%
2019 84,278,948 22,992,121 18,693,885 88,577,184 4,298,236 5.1%
Liquor 2016 2,120,111 12,958,580 12,830,254 2,248,437 128,326 6.1%
2017 2,248,437 13,168,389 12,850,974 2,565,852 317,415 14.1%Sales growth exceeding expectations
2018 2,565,852 13,525,777 13,138,353 2,953,276 387,424 15.1%Sales growth exceeding expectations
2019 2,953,276 14,005,293 13,516,162 3,442,407 489,131 16.6%Sales growth exceeding expectations
Aquatic Center 2016 3,025,654 999,614 916,099 3,109,169 83,515 2.8%
2017 3,109,169 1,033,470 988,023 3,154,616 45,447 1.5%
2018 3,154,616 1,054,650 1,066,318 3,142,948 (11,668) -0.4%
2019 3,142,948 1,061,650 1,082,477 3,122,121 (20,827) -0.7%
Golf Course 2016 5,000,977 3,003,547 3,059,216 4,945,308 (55,669) -1.1%
2017 4,945,308 1,525,720 2,117,097 4,353,931 (591,377) -12.0%Course renovation
2018 4,353,931 1,385,700 2,590,513 3,149,118 (1,204,813) -27.7%Course renovation
2019 3,149,118 3,524,828 3,871,292 2,802,654 (346,464) -11.0%Course renovation.
Arena 2016 5,232,983 2,527,266 2,842,660 4,917,589 (315,394) -6.0%
2017 4,917,589 2,397,750 2,696,073 4,619,266 (298,323) -6.1%
2018 4,619,266 2,544,500 2,964,010 4,199,756 (419,510) -9.1%
2019 4,199,756 2,648,100 3,036,046 3,811,810 (387,946) -9.2%
Sports Dome 2016 8,892,424 527,490 670,446 8,749,468 (142,956) -1.6%
2017 8,749,468 416,310 761,643 8,404,135 (345,333) -3.9%
2018 8,404,135 406,500 871,923 7,938,712 (465,423) -5.5%
2019 7,938,712 417,000 887,431 7,468,281 (470,431) -5.9%
Art Center 2016 93,134 629,137 727,822 (5,551) (98,685) -106.0%Increased expenses due to inflation
2017 (5,551) 600,951 752,552 (157,152) (151,601) 0.0%
2018 (157,152) 664,350 706,352 (199,154) (42,002) 0.0%
2019 (199,154) 727,350 715,142 (186,946) 12,208 0.0%
Edinborough Park 2016 2,453,796 1,408,756 1,443,272 2,419,280 (34,516) -1.4%
2017 2,419,280 1,397,500 1,677,056 2,139,724 (279,556) -11.6%Planned use of unrestricted investments
2018 2,139,724 1,409,500 1,680,510 1,868,714 (271,010) -12.7%Planned use of unrestricted investments
2019 1,868,714 1,411,750 1,722,953 1,557,511 (311,203) -16.7%Planned use of unrestricted investments
Centennial Lakes 2016 658,374 1,034,262 1,011,551 681,085 22,711 3.4%
2017 681,085 888,000 1,104,385 464,700 (216,385) -31.8%Planned use of unrestricted investments
2018 464,700 969,000 1,121,230 312,470 (152,230) -32.8%Planned use of unrestricted investments
2019 312,470 1,020,000 1,147,964 184,506 (127,964) -41.0%Planned use of unrestricted investments
Risk Management 2016 54,636 834,464 687,839 201,261 146,625 268.4%Fund established in 2016
2017 201,261 942,885 715,000 429,146 227,885 113.2%Building fund balance for budget overages
2018 429,146 902,952 860,000 472,098 42,952 10.0%Building fund balance for budget overages
2019 472,098 902,952 860,000 515,050 42,952 9.1%
Fund
For living, learning, raising families, and doing business.
City of Edina
DEPARTMENTS
74 CITY OF EDINA, MINNESOTA
A DMINISTRATION DEPARTMENT
Lisa Schaefer, Assistant City Manager
lschaefer@EdinaMN.gov 952-826-0416
DEPARTMENT OVERVIEW
The Administration Department supports the work of the City Council and leads initiatives with city-wide impacts
including strategic planning, performance management and measurement, oversight of boards and commissions,
community engagement planning, and promotes intergovernmental partnerships. The Department provides staff
support to the City’s Energy & Environment Commission and Human Rights & Relations Commission.
The Administration Department contains four divisions: City Clerk, Economic Development (HRA), Liquor Store
Operations and Sustainability.
MAJOR SERVICE AREAS
City Council Support
Advisory Boards and Commissions
Community Engagement Planning
Economic Development/HRA
Elections Administration
Intergovernmental Partnerships
Legal Services
Liquor Store Operations
Neighborhood Connections Program
Records Management
Strategic Planning, Performance Measurement &
Organization Development
Sustainability
Volunteer Edina Program
DEPARTMENT ORGANIZATIONAL CHART
75 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2017-2018 DEPARTMENT GOALS
Provide resources and support to the Race & Equity Task Force and develop systems to manage the on-going
implementation and evaluation of recommended changes.
Create and implement a Green Building Policy for City Facilities.
Continue to increase profits from Liquor Store Operations to fund recreation enterprises and capital projects.
Develop and implement models for community engagement plans that reduce barriers to meaningful participation
and ensure resources are focused on broadening the stakeholders reached.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Developed and implemented a strategic plan to increase Liquor
Store profits, based on the work of the City Manager’s Liquor
Store Task Force. Increased profit by over $100,000 as of
November 2017 compared to 2016.
Coordinated the recruitment, selection process, training, and
work plan development for the Racial Equity Task Force and
three Working Groups.
A nine-person team consisting of one Council Member, three
Human Rights & Relations Commissioners, and five staff
completed the Minnesota Advancing Racial Equity Cohort in
2017.
Established a Sustainability Division and on-boarded the City’s
first Sustainability Coordinator to lead the integration of
sustainable practices into all City projects and programs to
achieve measurable reductions in carbon emissions.
Established Volunteer Edina, the City’s official volunteer program.
Officially recognized two City neighborhoods as part of the
Neighborhood Connections Program.
PERFORMANCE MEASURES 2015 2016 2017
Percentage of residents rating the quality of life in Edina as “excellent” or “good.” 96% N/A 97%
Percentage of residents who feel that they could have a say about how things are
run in the community - if they desire. 64% N/A 69%
Percentage of residents who, from their experience, rate the courtesy of City staff
as “excellent” or “good.” 86% N/A 94%
Number of Neighborhood Connections Recognized Neighborhoods. 9 7 9
Total Volunteer Hours Recorded for Volunteer Edina. N/A N/A 5,343
2017 Human Rights & Relations
Essay Contest Winners
76 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Administration
7%
City Clerk
2%Risk
Management
1%
Economic
Development
(HRA)
33%
Conservation and
Sustainability
(CAS)
1%
Liquor fund
56%
Expenditures and Expenses by Service
Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Administration 1,241,060$ 1,510,536$ 1,584,050$ 1,494,550$ 1,583,974$ 1,626,887$
City Clerk 341,987 405,092 344,954 344,954 516,787 399,520
General fund subtotal 1,583,047 1,915,628 1,929,004 1,839,504 2,100,761 2,026,407
Other Funds
Risk Management 697,212 - - - - -
Economic Development (HRA)1,772,806 1,164,495 961,933 10,960,433 20,482,595 7,330,725
Conservation and Sustainability (CAS)- 29,149 157,495 157,495 458,108 1,188,970
Construction 22,262 - 22,500 22,500 22,500 22,500
Liquor fund 11,818,602 12,130,254 12,100,974 12,025,686 12,338,353 12,666,162
Department Total Budget 15,893,929$ 15,239,526$ 15,171,906$ 25,005,618$ 35,402,317$ 23,234,764$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Administration Department Expenditures & Expenses
77 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Administration Division
Personal services
59%
Contractual
services
30%
Commodities
3%Central
services
8%
Administration Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 628,879$ 666,398$ 645,446$ 645,446$ 670,369$ 699,852$
Contractual services 286,642 306,558 340,835 330,835 374,893 386,283
Commodities 8,266 48,476 31,600 32,100 34,000 34,000
Central services 87,023 81,361 86,169 86,169 104,712 106,752
Total 1,010,810$ 1,102,793$ 1,104,050$ 1,094,550$ 1,183,974$ 1,226,887$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Administration Expenditures
78 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. In the 2016 general election, 38% of Edina citizens voted in the Edina
election 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 and
tobacco sales. Permits are also issued for the following activities: charitable gambling registration, fireworks sales and
special events. In addition, the Division processes registrations for domestic partnerships and the keeping of
honeybees.
31,986 residents voted during the elections held in 2016.
79 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK DIVISION
2018-2019 DIVISION GOALS
Investigate and implement online business license renewal module, eliminating paper records and saving on
postage.
Select and implement Public Records Request system to standardize responses for Public Data requests.
Expand the electronic records archives.
Produce updated election judge training.
Administer 2018 general election in an effective and efficient manner.
2016-2017 DIVISION ACCOMPLISHMENTS
Assisted 31,986 citizens cast their ballots during the 2016 General Election — 86.3% of registered voters
participated in the election.
Assisted 11,440 citizens cast their ballots during the 2017 School District Election — 40.4% of registered voters
participated in the election.
Processed 12,387 (2016) and 2,034 (2017) absentee ballots, more than double the absentee ballots from the
previous elections. The increase was due to a law change allowing voters to vote absentee with no excuse and that
allows voters to place ballots directly into a ballot counter during the last seven days preceding the election.
Produced a new election judge training video/presentation that was distributed for use training judges throughout
Hennepin County
Implemented Electronic Pollbooks eliminating paper rosters in precinct polling places, improving voter check-in
and voter registration accuracy.
Implemented electronic business licensing, allowing multiple staff to access license records from the field.
*Numbers based off of special election held in May 2015
PERFORMANCE MEASURES 2015 2016 2017
Number of people voting in elections 6,656* 31,986 11,440
Number of absentee ballots issued 688 12,387 2034
Percentage of Registered Voters voting in elections 24.5% 86.3% 40.4%
Number of business licenses issued 512 493 531
Number of permits issued 98 98 90
80 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK DIVISION
Personal services
73%
Contractual
services
19%
Commodities
3%
Central services
5%
City Clerk Budgeted Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 248,560$ 323,306$ 246,782$ 246,782$ 377,305$ 274,490$
Contractual services 69,181 58,120 71,300 71,300 96,170 92,770
Commodities 7,925 7,961 9,000 9,000 22,000 11,500
Central services 16,321 15,705 17,872 17,872 21,312 20,760
Total 341,987$ 405,092$ 344,954$ 344,954$ 516,787$ 399,520$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
City Clerk Expenditures
81 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. Profits from the municipal
liquor operation are first used to subsidize the City’s recreation enterprises including Braemar Golf Course, Braemar
Arena, Centennial Lakes Park, and the Edina Art Center. Additional profit can be transferred to the City’s capital
improvement plan. Since its opening day on June 5, 1948, it is estimated that Edina Liquor has generated revenue well
over $25,000,000 that has been used for property tax relief and investment in public infrastructure.
Edina Liquor Operations evaluates its success based on four key objectives. Edina Liquor will: 1) consistently provide
funding to subsidize the City’s recreation enterprises, and also contribute to the City’s capital improvement plan,
2) provide the best customer service experience in the metro area, 3) control the sale of alcohol to ensure that sales
are not made to minors or other individuals as provided by law, and 4) demonstrate accountability to City Council,
customers, and shareholders.
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
82 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS DIVISION
*Projected
2016-2017 DIVISION ACCOMPLISHMENTS
Supported the work of the City Manager’s Liquor Store Task Force and provided training to all employees on the
Liquor Operations Strategic Plan.
Implemented Sunday sales with limited financial impact due to adjustments of other operating hours.
Developed “Edina Liquor Scorecard” to update City Council on quarterly financials.
Implemented a new Point of Sale system that provides to improve security, staff efficiency, marketing management,
and inventory management.
Restructured staff positions to align with industry best practices and increase operational efficiencies across the
three stores.
Refocused marketing campaigns to reach a broader demographic via social media and increased in store traffic.
2018-2019 DIVISION GOALS
Expand product and service offerings including customer education classes, clubs and tasting events.
Complete implementation, branding, and marketing of a customer loyalty program.
Develop and implement an associate training/certification program that incents higher levels of demonstrated
product knowledge and customer service.
Maintain and build on competitive pricing in the market with a focus on gross margin return on investment.
PERFORMANCE MEASURES 2015 2016 2017*
Gross Profit Margin 25.87% 26.03% 28.12%
Average Transaction Value $26.77 $26.43 $27.12
Gross Sales $12,462,860 $12,937,659 $13,067,036
Net Profit $653,383 $828,326 $1,014,234*
83 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS DIVISION
Cost of sales and
services
80%
Personal services
12%
Contractual services
4%
Commodities
1%
Central services
2%Depreciation
1%
Liquor Fund Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Operating revenues
Retail sales 12,462,387$ 12,937,092$ 13,149,389$ 12,667,946$ 13,500,777$ 13,973,293$
Total revenues 12,462,387 12,937,092 13,149,389 12,667,946 13,500,777 13,973,293
Operating expenses
Cost of sales and services 9,415,449 9,625,215 9,588,170 9,517,071 9,844,830 10,100,558
Personal services 1,450,762 1,490,106 1,544,824 1,544,824 1,505,235 1,571,457
Contractual services 531,059 585,263 530,068 526,879 530,105 532,863
Commodities 85,922 67,125 76,032 75,032 76,435 76,812
Central services 232,690 253,823 267,380 267,380 280,248 282,972
Depreciation 102,720 108,722 94,500 94,500 101,500 101,500
Total expenses 11,818,602 12,130,254 12,100,974 12,025,686 12,338,353 12,666,162
Operating income 643,785 806,838 1,048,415 642,260 1,162,424 1,307,131
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Liquor Fund Revenues and Expenses
84 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
Administrative 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
reporting 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 within 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 $11,799,747 as of Dec. 31, 2016. The fund includes balances from both
active and decertified TIF Districts. 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 revenues are
attributed to the active TIF Districts as well as a new HRA levy implemented in 2017. The salary of the Economic
Development Manager and associated expenses are paid through the HRA.
85 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
2018-2019 DIVISION GOALS
Coordinate details of North Ramp and Market Street Apartment construction with impacted neighbors.
Finalize and Implement affordable housing strategy.
Established 2 to 4 new Housing TIF Districts to help fund affordable priced units.
Prepare 2 to 3 funding agreements to enable redevelopment at both North and South parcels of Pentagon Park.
Complete redevelopment plan for vacant Public Works site.
Complete feasibility study for Grandview Green and prepare agreement for initial implementation.
Implement infrastructure improvements in Grandview District.
Provide assistance to Hennepin County to implement redevelopment plans for Southdale Library.
Complete Economic Development Strategy and include in Comprehension Plan.
2016-2017 DIVISION ACCOMPLISHMENTS
Established new Grandview 2 TIF district and completed transportation study for the district.
Established new 66 West Housing TIF District to deliver new affordable housing on 66th Street.
Partnered with Hennepin County to study how the Southdale Regional Library property could be redeveloped to
include new library in addition to market-driven mixed-uses.
Prepared the initial draft of strategic plan for business attraction and retention (to be completed in 2018.)
Completed preliminary concept study of a covered lid over portions of Highway 100 (aka Grandview Green)
Partnered with landowner and business owner to fund public improvements at Town Hall Station.
Established 50th & France 2 TIF district to enable public/ private redevelop on Market Street.
Completed redeveloped agreement with developer for Market Street redevelopment.
Worked with development community to secure commitment for 11 new major commercial projects in Greater
Southdale Area valued at over $ 600 million.
Executed purchase agreement to acquire vacant parcel on Kellogg Ave which will be resold for development
Executed sales contract to redevelop vacant properties on Valley View Rd. & Kellogg Ave.
86 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
PERFORMANCE MEASURES 2015 2016 2017
Full time equivalent jobs within Edina* 47,605 48,974 46,564
Business Establishments within Edina * 2,670 2,588 2,636
Vacancy Rates in SW metro, including Edina**
Retail
Office
Industrial
3.3%
15%
10.6
4.3%
15.5%
7.5%
5.7%
14.9%
6.5%
Non-Residential Tax Base within Edina*** $2.18 B $2.43 B $2.71 B
State & Regional grants procured for development ($ awarded) $2.06 B $846,000 $3.14 M
* Q1 per Bureau of Labor Statistics/ MN-DEED, Private Only
** Source: Colliers Q3 Market Reports
*** Source: Edina Assessing Department; estimated market value of commercial, industrial and apartment properties, in billions
Personal
services
2%
Contractual
services
6%Commodities
0%
Capital outlay
92%
HRA Fund Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
HRA Fund
Personal services 120,415$ 126,432$ 129,068$ 129,068$ 162,175$ 168,305$
Contractual services 305,879 385,699 81,365 679,865 684,520 585,520
Commodities 422 340 1,500 1,500 900 900
Capital outlay 1,346,090 652,024 750,000 10,150,000 19,635,000 6,576,000
Total 1,772,806$ 1,164,495$ 961,933$ 10,960,433$ 20,482,595$ 7,330,725$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Economic Development Expenditures
87 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
Edina uses TIF as a tool to promote high quality economic development in the city. The budget includes details of the
five active TIF Districts as well as three additional TIF Districts that retain a fund balance. A summary of each TIF
District and anticipated expenditures follows. The 2016 year end balances are identified on pages 108-109 of the 2016
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
$9,854,574 as of 12/31/2016. The balance is intended to be invested in redevelopment projects over the next five
years.
Centennial Lakes TIF Redevelopment District
Anticipated expenses for 2018-2019
include:
Expansion of North Parking Ramp at 50th
and France
Extension of Edina Promenade north of
70th Street
Improvements to 66th Street and Drew
Avenue intersection
Gateway signage at entry points to Edina
York Avenue landscape improvements
69th Street left turn lane
Tax Increment Finance Districts
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Centennial TIF District
Personal services 104,179$ 108,630$ 33,712$ 33,712$ 56,434$ 57,660$
Contractual services 132,268 173,108 15,000 15,000 524,150 524,150
Commodities 120 263 - - - -
Capital outlay 1,344,553 378,256 475,000 475,000 450,000 1,325,000
Total 1,581,120$ 660,257$ 523,712$ 523,712$ 1,030,584$ 1,906,810$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Centennial TIF District
88 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
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 12/31/2016 is
$355,603. This balance is intended to be invested in redevelopment projects in these districts over the next three to
five years.
70th & Cahill TIF Redevelopment District
Anticipated expenses for 2018-2019 include:
Intersection improvements at Wooddale
Avenue and Valley View Road
Financial support will also be considered for
additional projects that contribute to the goals
of the original districts and neighborhoods in
which they are located.
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
70th & Cahill TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services 12,346 - - - - -
Commodities - - - - - -
Capital outlay 1,537 - - - 300,000 -
Total 13,883$ -$ -$ -$ 300,000$ -$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
70th & Cahill TIF District
89 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
Pentagon Park TIF Redevelopment District
This district was created in 2014 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 tax increments will not be collected until 2018, preliminary planning is underway
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 $12,804 as of 12/31/2016.
Anticipated expenses for 2018-2019
include:
Prepare TIF financing agreements for
Phases 1A, 1B and 2
Prepare funding agreements for public
improvements related to Phases 1A,
1B & 2; including improvements to
West 77th Street, Parklawn Avenue,
Viking Drive and Computer Drive,
new 76th Street and new ‘living
streets’ connecting 77th & 76th
Streets
The specific elements to be funded
will be based on the final development
projects that come forward.
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Pentagon Park TIF District
Personal services 1,681$ 3,983$ 12,907$ 12,907$ 13,217$ 13,830$
Contractual services 525 1,409 25,000 625,000 51,500 1,500
Commodities - - - - - -
Capital outlay - - - 6,675,000 2,885,000 -
Total 2,206$ 5,392$ 37,907$ 7,312,907$ 2,949,717$ 15,330$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Pentagon Park TIF District
90 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
This district was created in 2010 to spur investment in and around Southdale Center Mall and is anticipated to
terminate 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 12/31/2016, this district had a negative fund balance of $455,260. 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 2018-2019
include:
Repayment of $5 million TIF loan
(principal & interest) from Centennial
Lakes District
Financial support to acquire land for
new affordable housing TIF District(s)
Financial support will be considered for
additional housing projects that include
units that are affordably-priced for
households earning no more than 60%
of the area median income.
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Southdale 2 TIF District
Personal services 1,507$ 9,605$ 12,907$ 12,907$ 13,217$ 13,830$
Contractual services 19,458 20,125 1,500 1,500 6,500 6,500
Commodities - 35 - - - -
Capital outlay - 273,768 - 3,000,000 - -
Total 20,965$ 303,533$ 14,407$ 3,014,407$ 19,717$ 20,330$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Southdale 2 TIF District
91 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
This district was created in 2016 to support the construction of new affordably-priced housing in Edina. The 66 West
Apartments consist of 39 apartments developed by Beacon Interfaith Housing that are dedicated to youth and young
adults who formerly experienced homelessness. The City used TIF monies to supplement other private funds and
grants. The first revenue collection will occur in 2019 and the District will expire in 2044.
66th West TIF District
No significant expenses are
anticipated for 2018-2019.
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
66th West Housing TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - - 1,500 1,500 1,500
Commodities - - - - - -
Capital outlay - - 275,000 - - -
Total -$ -$ 276,500$ -$ 1,500$ 1,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
66th West Housing TIF District
92 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
This district was established in 2016 to create a viable funding source for the many public improvements anticipated
to improve access to and through the overall Grandview commercial district.
This TIF District includes 15 properties that cover 11 acres of the 80 acre commercial area. The parcels included
are considered the most likely to be redeveloped in the next few years. Several parcels within the TIF District are
currently owned by public agencies and have not been included on the tax rolls for more than 50 years. Specific
uses of TIF monies will be considered on a case-by-case basis when development proposals are prepared for the
vacant and underutilized parcels.
The first revenue collection will occur in 2020 and the District will expire in 2045.
Grandview (2) TIF District
Anticipated expenses for 2018-2019
include:
Vernon Avenue intersection
improvements
Arcadia Avenue improvements
Redevelopment planning for new
projects
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Grandview 2 TIF District
Personal services -$ -$ -$ -$ 13,217$ 13,830$
Contractual services - - - - 51,500 1,500
Commodities - - - - - -
Capital outlay - - - - - 451,000
Total -$ -$ -$ -$ 64,717$ 466,330$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Grandview 2 TIF District
93 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
This district was created in 2017 to support new investment along Market Street. This district includes only the parcels
along Market Street that are intended to be redeveloped in 2018-2020. This project will return several parcels to the
tax rolls and will create more public parking, new business opportunities and new housing options.
The first revenue collection is scheduled in 2020 and the District will expire in 2045.
Anticipated expenses for 2018-2019 include:
Preparation for North Ramp Expansion
Preparation for redevelopment of the Center Ramp
site and construction of mixed-use apartments with
public parking and outdoor public space
50th & France 2 TIF District
2015 2016 2017 2017 2018 2019 Actual Actual Estimate Budget Budget Budget
50th & France TIF District
Personal services -$ -$ -$ -$ -$ -$
Contractual services - - - - 1,500 1,500
Commodities - - - - - -
Capital outlay - - - - 12,000,000 -
Total -$ -$ -$ -$ 12,001,500$ 1,500$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
50th & France 2 TIF District
94 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA DIVISION
Centennial Lakes
15%
Grandview
1%
Southdale 2
8%
Pentagon Park
25%
70th & Cahill
1%66th West
1%
Grandview 2
1%
50th & France 2
29%
Affordable
Housing**
19%
HRA Fund Expenditures by TIF
District
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
TIF District
Centennial Lakes 1,581,120$ 660,257$ 523,712$ 523,712$ 1,030,584$ 1,906,810$
Grandview 154,632 195,313 14,407 14,407 - -
Southdale 2 20,965 303,533 14,407 3,014,407 19,717 20,330
Pentagon Park 2,206 5,392 37,907 7,312,907 2,949,717 15,330
70th & Cahill 13,883 - - - 300,000 -
66th West - - 276,500 - 1,500 1,500
Grandview 2 - - - - 64,717 466,330
50th & France 2 - - - - 12,001,500 1,500
Affordable Housing**- - - - 4,041,650 4,041,650
Total 1,772,806$ 1,164,495$ 866,933$ 10,865,433$ 20,409,385$ 6,453,450$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
**Additional TIF District(s) that are planned to be created with the purpose of funding affordable housing
Expenditures by TIF District
95 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
DIVISION OVERVIEW
The Sustainability Division was established July 2016, with the hiring of the City’s first Sustainability Coordinator. The
division is responsible for integrating sustainability principles and goals into all projects and programs for the City of
Edina. The Sustainability Division supports the work of other City departments by performing cost/benefit analyses,
developing performance metrics, and prioritizing funding and projects to best meet the City’s sustainability goals. The
division also supports the City’s Energy and Environment Commission.
This Sustainability Division manages the Conservation & Sustainability Fund (CAS Fund). Funded by gas and electric
franchise fees, the CAS fund is used for capital improvements to City-owned buildings and equipment that meet the
City’s Sustainability goals including increasing energy efficiency or reducing the City’s production of Green-house Gas.
The CAS fund also pays for division staff, including one full-time Sustainability Coordinator.
Sustainability
2018-2019 DIVISION GOALS
Incorporate sustainability principals into the City’s Comprehensive Plan Update.
Create and implement a green building policy for City facilities.
Create and implement a green building policy to incent sustainable building and operation practices in development
and re-development.
Create goals and actions around reducing emissions from our City fleet.
Complete Partners in Energy partnership and determine future partnership to support future actions to meet
Electricity Action Plan goals.
Volunteers spreading the word about energy
efficiency at Edina’s Home Energy Fair.
Cooperative Energy Futures’ Community Solar
Garden that will be installed upon the City’s
Public Works building.
96 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—SUSTAINABILITY DIVISION
PERORMANCE MEASURES
The division is establishing baseline measurements to be used in future years including:
# of homes taking energy savings actions each year.
# of subscribers to Windsource
Reduction in waste
Reduction in GHG emissions from City operations.
2016-2017 DIVISION ACCOMPLISHMENTS
Established the Sustainability Division and hired a full-time Sustainability Coordinator.
Kicked-off the Electricity Action Plan to jumpstart community action in reducing greenhouse gas (GHG) emissions.
Supported the Energy and Environment Commission in hosting 12 events to assist in energy efficiency and
renewable energy goals.
Completed business outreach to the 50th and France Association and 10 other businesses in Edina to support
energy efficiency actions.
Began energy efficiency work in City facilities, including LED retrofits for Fire Stations and Public Works, a
re-commissioning of Braemar Ice Arena.
Integrated sustainability criteria into the City’s purchasing policy.
Supported Cooperative Energy Future’s in full subscription of a community solar garden with Edina residents. The
solar array will be built in 2018 on top of the Publics Work Building.
97 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—SUSTAINABILITY DIVISION
Personal services
25%
Contractual
services
23%
Commodities
25%
Central services
1%
Capital outlay
26%
CAS Fund Expenditures
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Franchise fees -$ 202,619$ 250,000$ 250,000$ 450,000$ 1,200,000$
Investment Income - 825 - - - -
Other revenues - 450 - - - -
Total revenues - 203,894 250,000 250,000 450,000 1,200,000
Expenditures
Personal services - 27,328 106,761 106,761 125,357 131,033
Contractual services - - 35,000 35,000 127,375 252,525
Commodities - 1,821 15,000 15,000 75,000 400,000
Central services - - 734 734 5,376 5,412
Capital outlay - - - - 125,000 400,000
Total expenses - 29,149 157,495 157,495 458,108 1,188,970
Change in fund balance - 174,745 92,505 92,505 (8,108) 11,030
January 1 balance - - 174,745 267,250 359,755 351,647
December 31 balance -$ 174,745$ 267,250$ 359,755$ 351,647$ 362,677$
CAS Fund Financial Summary
98 CITY OF EDINA, MINNESOTA
C OMMUNICATIONS & TECHNOLOGY
SERVICES DEPARTMENT
Jennifer Bennerotte, Director
jbennerrotte@EdinaMN.gov 952-833-9520
DEPARTMENT OVERVIEW
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 12 full-time employees, 6 part-time employees and an intern.
MAJOR SERVICE AREAS
Administration of Public and Education Access Channels for Southwest Suburban Cable Commission
Advertising and Marketing
Building Security Systems and Access
End-User Support and Training
GIS
Hardware and Software Installations
Media and Public Relations
Network Management
Publication of the City’s Newsletters and Magazine
Telecommunications, including Mobile Devices
Video Production and Administration of Government Access Channels
Website Development and Management of Social Media Sites
DEPARTMENT ORGANIZATIONAL CHART
99 CITY OF EDINA, MINNESOTA
2018-2019 DEPARTMENT GOALS
Advocate for and advance the use of GIS in all City operations.
Conduct Quality of Life Survey in 2019.
Replace City phone system.
Research alternatives to SpeakUpEdina.org for greater participation and ease of use for online resident engagement
and public participation.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Conducted 2017 Quality of Life Survey.
Implemented a digital asset management system primarily for City photos.
Implemented Edina Docs for electronic record management.
Launched a redesigned website, EdinaMN.gov.
Reorganized staff in the Communications Division.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
In 2016, the Communications & Technology Services Department received one Regional Emmy, two other Regional
Emmy nominations and four national awards from the City-County Communications & Marketing Association (3CMA).
In 2017, the department received two national awards from the National Association of Government Communicators,
eight awards from the Minnesota Association of Government Communicators, two awards from Commuter Services, five
awards from 3CMA, three awards from the National Association of Telecommunications Officers and Advisors (NATOA)
and one Regional Emmy.
PERFORMANCE MEASURES 2015 2016 2017
Completion of help desk/internal service requests 5,720 5,927 5,908
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)
82% N/A 80%
Quality of Life Survey – Percentage of residents who find the City’s
website “Excellent” or “Good”
73% N/A 70%
100 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Communications
46%Technology
central services
54%
Expenditures by Division
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Communications 1,053,280$ 1,106,679$ 1,204,517$ 1,204,517$ 1,268,558$ 1,288,764$
General fund subtotal 1,053,280 1,106,679 1,204,517 1,204,517 1,268,558 1,288,764
Other Funds
Technology central services 969,951 1,196,994 1,321,891 1,321,891 1,430,205 1,461,502
Construction 388,516 318,102 163,300 163,300 474,000 807,960
Department Total Budget 2,411,747$ 2,621,775$ 2,689,708$ 2,689,708$ 3,172,763$ 3,558,226$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Communications and Technology Services Department Expenditures
101 CITY OF EDINA, MINNESOTA
DIVISION OVERVIEW
Besides the Director, full-time positions in the Communications Division include a Senior Communications
Coordinator, Communications Coordinator, Community Television Administrator, Graphic Designer, Video
Production Coordinator and City Hall Receptionist.
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, branded as
“Edina TV” on CenturyLink channels 236 and 1236 and on Comcast channels 16 and 813.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Communications Division
The Communications Division oversees the City’s brand standards, logos and wordmarks. In 2016, the division worked
with the Parks & Recreation Department and Braemar Golf Course to redesign the Braemar Golf Course logo. The new
logo was rolled out on Aug. 1, 2016, in time for the grand opening of the Academy 9 Par 3 course and driving range,
and has been met with fantastic feedback. The logo embraces the course’s history and attachment to Braemar, Scotland,
and establishes the brand as “royalty” among municipal golf courses.
DIVISION ORGANIZATIONAL CHART
102 CITY OF EDINA, MINNESOTA
The Communications Division was reorganized in late 2016
when a Communications Coordinator resigned. The part-time
Graphic Designer position was made full-time so that the division
could be more responsive to the increase in requests for
advertising and marketing materials.
2016-2017 DIVISION ACCOMPLISHMENTS
Began production of “On the Job” featuring City Manager Scott Neal.
Completed brand audits at City Hall and enterprise facilities.
Conducted 2017 Quality of Life Survey.
Hosted a promoted monthly “Speak Up, Edina” discussion on www.SpeakUpEdina.org.
Launched a redesigned website, EdinaMN.gov.
Launched Instagram account for the City.
Redesigned the monthly newsletter Edition: Edina.
2018-2019 DIVISION GOALS
Conduct Quality of Life Survey in 2019.
Continue to work with website developer on search solution that will search third-party websites.
Research alternatives to SpeakUpEdina.org for greater participation and ease of use for online resident engagement
and public participation.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
PERFORMANCE MEASURES 2015 2016 2017
Social media fans/followers 26,442 49,961 62,083
Online viewership increases for Edina TV programming 96,650 348,049 1,094,133
Email subscriptions to “City Extra” lists 27,860 30,545 44,027
103 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
Personal services
59%Contractual
services
21%
Commodities
7%
Central services
9%
Equipment
replacement
4%
Communications
Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 638,422$ 705,733$ 706,856$ 706,856$ 789,484$ 829,150$
Contractual services 308,090 223,088 259,700 259,700 246,150 281,150
Commodities 40,810 68,891 85,500 85,500 140,500 85,500
Central services 65,958 108,967 152,461 152,461 92,424 92,964
Construction Fund
Equipment replacement 202,653 7,074 - - 3,000 57,960
Total 1,255,933$ 1,113,753$ 1,204,517$ 1,204,517$ 1,271,558$ 1,346,724$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Communications Expenditures
104 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Information Technology Division
DIVISION OVERVIEW
Besides the Director, full-time positions in the Information Technology (I.T.) division include 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 543 domain users and 603 email users. As of June 2017, the City’s computer and
tablet inventory totaled more than 483 and we had 42 servers.
In 2015, the City of Edina’s GIS was centralized under the I.T. Division. The move was made in response to the City’s
GIS Needs Assessment and Strategic Implementation Plan, which identified a previous lack of governance and GIS
staffing plan. Centralization of GIS allows for better management and support of GIS and greater collaboration and
teamwork across the organization.
DIVISION ORGANIZATIONAL CHART
105 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
2018-2019 DIVISION GOALS
Advocate for and advance the use of GIS in all City operations. Move away from LOGIS for GIS services.
Replace City phone system.
2016-2017 DIVISION ACCOMPLISHMENTS
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.
PERFORMANCE MEASURES 2015 2016 2017
Number of smart mobile devices managed by the City of Edina 110 133 155
I.T. Client Survey — Percentage of employees who said the service provided
and the results “exceeded expectations or more”
72.2% 100% 87.5%
I.T. Client Survey — Percentage of employees who said service provider
“exceeded expectations” or more in professionalism, receptiveness and
helpfulness
88.2% 100% 87.5%*
Internal network and server up-time 99.998% 99.999% 99.983%
106 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
Personal services
37%
Contractual
services
34%
Commodities
8%
Equipment
replacement
18%
Capital outlay
3%
Information Technology
Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Central Services (No Fund)
Personal services 500,472$ 565,324$ 596,304$ 596,304$ 664,855$ 697,152$
Contractual services 374,750 503,350 608,521 608,521 621,350 612,350
Commodities 94,729 128,320 117,066 117,066 144,000 152,000
Construction Fund
Equipment replacement 132,879 147,258 150,000 150,000 471,000 672,000
Capital outlay 52,984 163,770 13,300 13,300 - 78,000
Total 1,155,814$ 1,508,022$ 1,485,191$ 1,485,191$ 1,901,205$ 2,211,502$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Information Technology Expenditures
107 CITY OF EDINA, MINNESOTA
H UMAN RESOURCES DEPARTMENT
Kelly Curtin, Director
kcurtin@EdinaMN.gov 952-826-0402
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
employment policies based on best management practices and compliance with employment laws as well as employee
performance management, training and development systems that align with City goals. The Human Resources
Department also provides leadership consulting and training. and participates in effective employee and labor relations
to balance the needs of all stakeholders.
MAJOR SERVICE AREAS
Compensation and Benefits
Employee and Labor Relations
Employment Policies
Leadership and Organizational Development
Employee Safety and Wellness
Payroll
Performance Management
Recruitment and Selection
Risk Management
Training
DEPARTMENT ORGANIZATIONAL CHART
108 CITY OF EDINA, MINNESOTA
2018-2019 DEPARTMENT GOALS
In partnership with Finance, research Human Resources Information Systems (HRIS) and develop strategy and
timeline for implementation.
Streamline and improve efficiencies in recruiting and onboarding efforts; develop plans to proactively recruit for
diverse candidates.
Support identified initiatives that stem from the Edina Race & Equity Task Force and the Public Safety Staffing
analysis.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Provided framework and facilitated training for newly-implemented Citywide Safety Committee.
Developed and executed a comprehensive benefits education campaign, specifically focusing on Health Insurance.
Implemented new part-time/seasonal Compensation Plan.
Continued efforts to transition from paper-based to electronic processes, including successfully implementing
paperless paystubs for all employees and moving more employees to electronic timecards.
HUMAN RESOURCES DEPARTMENT
PERFORMANCE MEASURES 2015 2016 2017
Number of workers’ compensation claims resulting in lost time or medical
treatment.
31 36 31
Number of total recruitments processes conducted for full-time, part-time,
and seasonal positions.
81 93 76
Number of regular full-time employees who left employment with the City of
Edina, excluding retirements.
15 14 7
109 CITY OF EDINA, MINNESOTA
HUMAN RESOURCES DEPARTMENT
Personal
services
29%
Severance
payments
13%
Contractual
services
56%
Commodities
0%
Central
services
2%
Human Resources Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 442,216$ 495,152$ 544,076$ 544,076$ 543,267$ 569,802$
Severance payments 381,387 259,893 200,000 200,000 200,000 200,000
Contractual services 17,975 12,549 37,200 37,200 80,200 80,200
Commodities 1,014 1,643 2,500 2,500 2,800 2,800
Central services 18,380 23,958 28,979 28,979 36,168 35,892
General fund subtotal 860,972 793,195 812,755 812,755 862,435 888,694
Other Funds
Risk management fund - 687,772 715,000 665,000 860,000 860,000
Employee shared services 181,656 193,338 228,300 228,300 266,300 226,800
Construction fund - - 100,000 100,000 20,000 -
Department Total Budget 1,042,628$ 1,674,305$ 1,856,055$ 1,806,055$ 2,008,735$ 1,975,494$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Human Resources Department Expenditures
110 CITY OF EDINA, MINNESOTA
F INANCE
Don Uram, Director
duram@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 processing about 55,000 utility bills and 16,000 vendor payments annually.
The department is also responsible for managing the City’s debt and investments as well as preparing the City budget,
Comprehensive 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
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 2016 report. This was
the eleventh consecutive year the department received the award.
DEPARTMENT ORGANIZATIONAL CHART
111 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Received an unqualified (clean) opinion from independent auditors for the 2016 Comprehensive Annual Financial
Report (CAFR).
Converted water meter readings from 100 cubic foot units to gallons to increase transparency and customer
understanding of water bills.
Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the
City’s 2016-2017 Budget book.
Updated the City’s purchasing policy to be more clear and concise for City staff. Updates to the policy include a
table outlining the required steps for completing a purchase based on value as well as incorporating an updated
evaluation process for purchases over $10,000.
Implemented an automated accounts payable system that is configured to the City’s purchasing policy, is capable of
reading invoices using optical character recognition, and allows for electronic coding and approval of invoices.
2018-2019 DEPARTMENT GOALS
Compile the 2019-2024 Capital Improvement Plan (CIP) for Council approval; including updating of the CIP
project priority evaluation method.
Work with the City’s Human Resources Department to jointly research a new Financial/HRIS system.
Work with the City’s Parks and Recreation Department to implement a gift card system for the Enterprise
facilities.
Complete cost recovery analysis of parks related enterprise funds and develop reasonable Cost Recovery
Expectations (CRE). Formalize CRE through Council adoption.
PERFORMANCE MEASURES 2015 2016 2017
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
Receive the Distinguished Budget Presentation Award from the Gov-
ernment Finance Officers Association of the US & Canada (GFOA)
N/A* Yes N/A*
Standard & Poor’s debt credit rating AAA AAA AAA
Moody’s debt credit rating Aaa Aaa Aaa
* The City completes a biennial budget
112 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 6,000 electronic payments in 2018, which includes ACH and purchasing card
payments. This represents about one-third of the total, and is an increase of 2,000 from 2014.
Residents have the option to pay their utility bills a variety of ways. The City accepts credit cards through an automatic
payment plan, or by phone via an automated system. 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 about 50%. Electronic
payments methods continue to increase with an estimated 53% of collections to occur electronically in 2018.
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2014 2015 2016 2017 2018 Projected 2019 Projected
Vendor Payments by Type
Paper checks ACH Purchasing cards
0%
20%
40%
60%
80%
100%
2014 2015 2016 2017 2018
Projected
2019
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)
113 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
Admin &
treasury
23%
Budget,
accounting &
reporting
33%
Accounts
payable
12%
Revenue
collections &
tax
compliance
13%
Utility billing
19%
Estimated Expenditures by Service
Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 484,177$ 513,113$ 536,907$ 546,638$ 687,345$ 720,429$
Contractual services 223,253 229,027 281,481 267,100 284,610 301,150
Commodities 12,707 12,908 16,700 14,100 17,250 17,750
Central services 55,467 47,744 52,907 52,907 59,244 59,796
General fund subtotal 775,604 802,792 887,995 880,745 1,048,449 1,099,125
Other Funds
Utility 319,495 331,734 345,670 308,670 369,889 384,409
Construction - 36,072 - - - -
Department Total Budget 1,095,099$ 1,170,598$ 1,233,665$ 1,189,415$ 1,418,338$ 1,483,534$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Finance Department Expenditures & Expenses
114 CITY OF EDINA, MINNESOTA
P UBLIC WORKS DEPARTMENT
Brian Olson, Director
bolson@EdinaMN.gov 952-826-0311
DEPARTMENT OVERVIEW
Edina's 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), Utilities, Facilities (including
HVAC and Electrical) and Equipment Operations divisions. Employees of each of these divisions efficiently and
responsibly care for more than 230 miles of roadway, 18 deep water wells, 4 water treatment plants, 4 water towers
with a three million-gallon total capacity, 4 million gallons of water in underground reservoir, 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 8 miles of walking paths, 4 municipal parking ramps, $8 million in rolling stock
(vehicles and equipment), including automobiles, mowers, trucks of every description, snowplows, street sweepers, fire
trucks, ambulances and police cars.
MAJOR SERVICE AREAS
Asphalt Street Maintenance
Concrete Street Maintenance
Equipment Operations
Facility Maintenance
Utility Operations
DEPARTMENT ORGANIZATIONAL CHART
115 CITY OF EDINA, MINNESOTA
2018-2019 DEPARTMENTAL GOALS
Completion of the North Ramp Expansion in the 50th & France District.
2016-2017 DEPARTMENTAL ACCOMPLISHMENTS
Painted Southdale water tower.
Completed and hosted NASCO training and all employees MPCA Level I trained for chlorides.
Completed demolition of the Hooten’s Cleaners & Launderers building.
Implemented work order tracking system for the Facilities Division.
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES 2015 2016 2017
Percentage of residents rating the quality of the City’s sanitary sewer
services as “excellent” or “good” in the Quality of Life Survey. 83% N/A 88%
Total number of invoices processed 5,537 5,673 6,043
Total number of service requests submitted 1,931 1,721 1,542
116 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Administration 869,850$ 832,805$ 977,563$ 974,463$ 921,461$ 948,244$
Streets 4,579,319 4,481,823 5,371,830 5,503,380 5,514,237 5,646,820
General fund subtotal 5,449,169 5,314,628 6,349,393 6,477,843 6,435,698 6,595,064
Other Funds
Property management 859,816 888,277 967,142 971,522 967,789 993,649
Equipment operations 1,707,149 1,678,244 1,908,820 1,902,120 1,970,077 2,011,526
Construction 763,341 1,068,774 894,786 988,563 925,368 1,405,613
Environmental Efficiency 367,441 113,871 - - - -
Utility operations 13,804,131 15,483,233 15,590,749 15,342,341 16,550,953 17,323,876
Department Total Budget 22,951,047$ 24,547,027$ 25,710,890$ 25,682,389$ 26,849,885$ 28,329,728$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Public Works Department Expenditures & Expenses
Administration
4%
Streets
20%
Property
management
4%
Equipment
operations
7%
Construction
4%
Environmental
Efficiency
0%
Utility operations
61%
Budgeted Expenditures and Expenses by Division
and/or Service Area
117 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Facilities Management 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 &
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 over 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 & Park Maintenance Facility. 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. The Division also manages and acts as the first contact for each of the 2,500 Xcel Energy-owned street lights,
26 Hennepin County traffic 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.
Skating rink 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.
3 sets of decorative lighting systems on France Avenue.
In addition, the Division locates all electrical underground wires, such as service wires and those for street light and
traffic signals.
DIVISION ORGANIZATIONAL CHART
118 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— FACILITIES MANAGEMENT DIVISION
2018-2019 DIVISION GOALS
Implementing Energy Efficiencies and Preventative Maintenance Plan.
Continue to implement traffic signal cabinet removal and replacement program.
Implementing work request system.
Roll out small cell sites city wide/reorganize cell inventory
2016-2017 DIVISION ACCOMPLISHMENTS
Implemented the signal control cabinet replacement for 4 of the 13 City owned traffic signal controllers.
Completed the retrofit of all of the fluorescent lighting in the PW facility with LED lights.
Pickleball court installation at Rosland Park.
Revision to small cell site ordinance.
Arenson Acres Greenhouse replacement.
PERFORMANCE MEASURES 2015 2016 2017
Percentage of residents rating the quality of street lighting as “excellent”
or “good” in the Quality of Life Survey. 69% N/A 70%
Performance savings realized by building interior lighting improvements $10,479 $26,077 $14,516
Performance savings realized by improvements to building infrastructure
related to heating and ventilation $8,261 $315 $3,563
Performance savings realized by solar panel installation at City Hall $1,942 $1,558 $1,440
119 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.
Approximately 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.
There are an estimated 1,000 3-by-6-foot 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.
DIVISION ORGANIZATIONAL CHART
120 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—STREETS DIVISION
2018-2019 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.
Continuation of the sign replacement program.
2016-2017 DIVISION ACCOMPLISHMENTS
Completed annual mill and overlay program in the asphalt area and concrete rehabilitation program.
Upgraded / expanded Cold storage site to make way for the 9 Mile Trail.
Retaining walls (72th and Oaklawn, 50th Street, 78th Dewey Hill, 5500 France).
Started the sign retro reflectivity program.
Worked with Hennepin County to get all of the signals on France Avenue repainted.
PERFORMANCE MEASURES 2015 2016 2017
Percentage of citizens rating street snow plowing as “excellent” or
“good” in the Quality of Life Survey. 87% N/A 92%
Tons of Asphalt pavement constructed 8,875 9,369 12,794
Cubic Yards of Concrete Pavement repair 670 896 707
Number of potholes filled 7,605 4,719 4,043
121 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 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 Ultrafiltration,
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
common 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
Metropolitan 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
routed 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
122 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—UTILITIES DIVISION
2016-2017 DIVISION ACCOMPLISHMENTS
Melody Lake Lift station repaired.
SCADA Leg 3 Radio replaced.
Metro Lift Station internal and external repairs.
Well 10 rehabilitation complete.
2016 Sewer cleaning (Thru 10/6) Cleaned 238,538 feet of sewer 45.17 miles.
2018-2019 DIVISION GOALS
Complete the scheduled maintenance rehabilitations of Wells 4, 6, 9, 15.
Complete the hydrant maintenance program.
Repair Dublin Reservoir Pump Repair.
Install Sanitary sewer Lift Station No. 14 pump.
Panelview and PLCs / Chemical Feed Pumps.
PERFORMANCE MEASURES 2015 2016 2017
Operating cost per 1million gallons water pumped/produced $1,359 $1,451 $1,398
Number of water main breaks and water service leaks 73 79 45
Number of sewer backups or blockages 10 13 13
Percentage of unaccounted water 1.00% 1.04% 2.20%
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Operating expenses
Personal services 1,525,127 1,984,819 1,855,326 1,855,326 2,197,950 2,302,909
Contractual services 6,161,568 7,031,581 6,784,115 6,797,607 6,941,276 7,220,120
Commodities 850,526 833,823 1,019,600 1,110,200 1,043,800 1,076,250
Central services 678,573 643,114 702,436 702,436 768,948 782,400
Depreciation 4,012,165 4,431,633 4,852,000 4,499,500 4,995,000 5,415,000
Bond interest and other 576,172 558,263 377,272 377,272 603,979 527,197
Total expenses 13,804,131 15,483,233 15,590,749 15,342,341 16,550,953 17,323,876
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Utilities Division Expenses
123 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 who work in this division do all of the routine maintenance, but also are available for
the emergency repairs necessary to keep the City’s our fleet in operation during critical events such as snow plowing.
2016-2017 DIVISION ACCOMPLISHMENTS
Purchased milling equipment and tracked backhoe to increase efficiency and effectiveness of the Department.
Implemented a scoring methodology for vehicle replacement forecasting.
2018-2019 DIVISION GOALS
Continue weekly inspections of emergency vehicle apparatuses.
Strategically implement equipment replacement plan.
PERFORMANCE MEASURES 2015 2016 2017
Percentage of internal customers that rated service as “good” or
“excellent” 94.2% N/A TBD
Total amount of unleaded fuel used 88,654 96,918 104,168
Total amount of diesel fuel used 59,063 53,692 71,912
Number of repair orders 2,076 1,967 1,812
DIVISION ORGANIZATIONAL CHART
124 CITY OF EDINA, MINNESOTA
E NGINEERING DEPARTMENT
Chad Millner, Director
cmillner@EdinaMN.gov 952-826-0318
DEPARTMENT OVERVIEW
The Engineering Department is responsible for the planning, design and construction of the City’s infrastructure,
including the sidewalk system and bikeway systems, local and Municipal State Aid (MSA) 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 a
staff liaison to the Transportation Commission. The Engineering Department also works directly with other local,
regional and state agencies.
MAJOR SERVICE AREAS
Asset Management Design, Construction and Project Management of Infrastructure Projects Geographic Information System (GIS)
Redevelopment Reviews Transportation Water Resources
DEPARTMENT ORGANIZATIONAL CHART
125 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
2016-2017 DEPARTMENTAL ACCOMPLISHMENTS
Successfully constructed 9.4 and 1.4 miles of local neighborhood and MSA streets.
Improved performance of the water infrastructure system by replacing and rehabilitating more than 21,361 feet of
water main, 105 fire hydrants, 157 gate valves and 602 water services.
Reduced potential inflow and infiltration by rehabilitating 41,255 feet of sanitary sewer trunk pipe.
Increased pedestrian safety and walkability by constructing 5.4 miles of new sidewalks.
Worked with the Communications and Police departments to implement the "Edina Streets Smarts" campaign,
promoting respect between motorists, bicyclists and pedestrians.
Integrated grading, erosion and sediment control controls into permitting process.
Partnered on clean water and natural resources improvements at Braemar Golf Course for 7.7 ac-ft of new water
quality volume, 1.1 acres of constructed wetland and buffer, 6.2 acres of savanna restoration, and 7.5 acres of
prairie restoration.
2018-2019 DEPARTMENTAL GOALS
Improve communications with residents during the Neighborhood Street Reconstruction Projects through
increased pre-project communications, consistent meeting materials, better marketing of City Extra email
subscription service, efficient use of the City's website and improved utilization of feedback from post project
surveys.
Continue to provide excellent customer service levels while increasing public health, safety and welfare through the
enforcement of engineering standards.
Design and Construct Water Treatment Plant No. 5.
Update the Transportation Chapter of the Comprehensive Plan and amend the Pedestrian and Bicycle Master Plan
into the Comprehensive Plan.
PERFORMANCE MEASURES 2015 2016 2017
Overall Citywide Pavement Condition Index (PCI) 57 61 64
Number of requested and resolved traffic safety issues
throughout the City 155/155 181/141 188/125
Site grading, erosion and sediment inspections/
enforcements 568/10 574/7 1,144/4
126 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Engineering
17%
PACS fund
14%
Construction
66%
Utility fund
3%
Expenditures and Expenses by Service Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Engineering 1,553,881$ 1,469,705$ 1,642,170$ 1,642,170$ 1,789,862$ 1,849,492$
General fund subtotal 1,553,881 1,469,705 1,642,170 1,642,170 1,789,862 1,849,492
Other Funds
PACS fund 1,314,583 2,337,868 1,022,927 1,005,365 1,220,073 1,245,362
Construction 10,931,638 8,726,206 5,548,309 5,548,309 5,231,351 3,733,025
Utility fund 353,385 469,944 317,520 277,520 342,231 347,418
Department Total Budget 14,153,487$ 13,003,723$ 8,530,926$ 8,473,364$ 8,583,517$ 7,175,297$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Engineering Department Expenditures & Expenses
127 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Design and Construction Division
DIVISION OVERVIEW
The Design and Construction 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, non-destructive water main testing, storm sewer and drainage concerns, sanitary sewer
condition and transportation issues. 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 other agencies such as MN/DOT and Hennepin County.
DIVISION ORGANIZATIONAL CHART
128 CITY OF EDINA, MINNESOTA
2016-2017 DIVISION ACCOMPLISHMENTS
Successfully constructed 9.4 and 1.4 miles of local neighborhood and MSA streets.
Improved performance of the water infrastructure system by replacing and rehabilitating more than 21,361 feet of
water main, 105 fire hydrants, 157 gate valves, and 602 water services.
Reduced potential inflow and infiltration by rehabilitating 41,255 feet of sanitary sewer trunk pipe.
Installed green storm water quality infrastructure including tree trenches and perforated storm sewer pipe in the
Morningside A and White Oaks C Neighborhood reconstruction areas.
Installed over 55,000 feet of sump drain pipe for residents to utilize to reduce localized drainage problems.
ENGINEERING DEPARTMENT—DESIGN AND CONSTRUCTION DIVISION
2018-2019 DIVISION GOALS
Improve communications with residents during the Neighborhood Street Reconstruction Projects through
increased pre-project communications, consistent meeting materials, better marketing of City Extra email
subscription service, efficient use of the City's website and improved utilization of feedback from post project
surveys.
Plan, design and coordinate street reconstruction utilizing the Living Streets Plan and Small Area Plans.
Continue to refine infrastructure condition assessments and selection criteria for neighborhood street
reconstruction projects.
Continue to refine infrastructure condition assessments and selection criteria for MSA street reconstruction
projects.
PERFORMANCE MEASURES 2015 2016 2017
Street Reconstruction Survey: Did final infrastructure meet
your expectations? 69% 60% TBD
Overall Citywide Pavement Condition Index (PCI) 57 61 64
129 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Transportation Division
DIVISION OVERVIEW
The Transportation Division is responsible for the planning, design and management of local transportation systems
and facilities in the City of Edina and in coordination with surrounding agencies. 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 and with the Community Development
Department staff on matters related to long-range transportation planning.
Division Service Areas include:
Oversees the planning and design of transportation systems.
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
furthering education in the city.
Receives and reviews resident requests for transportation systems changes to increase safety or consistency
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,
design and maintenance.
DIVISION ORGANIZATIONAL CHART
130 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
2018-2019 DIVISION GOALS
Improve walking and biking conditions and pedestrian and bicycle safety, by implementing plans and projects funded
by the Pedestrian and Cyclist Safety (PACS) Fund.
Update the Transportation Chapter of the Comprehensive Plan and amend the Pedestrian and Bicycle Master Plan
into the Comprehensive Plan.
Continue to implement the PACS Fund and Living Streets program.
Receive a silver-level Bicycle-Friendly Community Award.
Conduct/manage transportation and long-range planning efforts throughout the City.
2016-2017 DIVISION ACCOMPLISHMENTS
Increased pedestrian safety and walkability by constructing 5.4 miles of new sidewalks.
Completed a new Pedestrian and Bicycle Master Plan.
Worked with the Communications and Police Departments to implement the "Edina Streets Smarts" campaign,
promoting respect between motorists, bicyclists and pedestrians.
Completed transportation studies or traffic models for the Grandview District and Greater Southdale Area.
PERFORMANCE MEASURES 2015 2016 2017
Number of requested and resolved traffic safety issues
throughout the city 155/155 181/141 188/125
Miles of sidewalks constructed 3.0 3.1 2.3
Miles of bikeways constructed 1.1 2.0 .1
131 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 gas and
electric utility franchise fee revenues from residential customers. The utility franchise fees are dedicated revenue to
the PACS Fund. Other potential revenues for the PACS Fund may include grants, donations, 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 2018 and 2019, the franchise fees are expected to generate approximately $1.2 million each year in new
revenue.
Projects Scheduled for 2018*
Project Location Notes
West 60th Street Sidewalk School Road to Concord Avenue Concord G Neighborhood
Improvements
Lincoln Drive Sidewalk Londonderry Road to cul-de-sac Bredesen Park E Neighborhood
Improvements
West 62nd Street Multi-use Trail Valley View Road to France Avenue State Aid Road Reconstruction
Valley View Road Sidewalk** Mark Terrace Dr to Gleason Road Stand-alone sidewalk project
France Avenue Sidewalk 40th Street to 42nd Street Cost participation/partnership with
St. Louis Park
Vernon Avenue Improved Pedestrian
Crossings
Link Road (Eden Avenue) &
Interlachen Boulevard
Combined with Grandview TIF
Funds
Projects Scheduled for 2019*
Project Location Notes
Beard Avenue Sidewalk 58th Street to 60th Street Chowen Park B
Neighborhood Improvements
Highway 169 Frontage Road Sidewalk Braemar Boulevard to Valley View
Road Stand-alone sidewalk project
Arcadia Avenue Roadway Improvements Eden Avenue to Vernon Avenue Combined with Grandview
TIF Funds
Vernon Avenue/Southbound TH 100 Free Right
Removal
Vernon Ave & Southbound TH
100 Ramp
Potential cost sharing with
MnDOT
Brookview Avenue Sidewalk 52nd Street to 54th Street Arden Park Improvements
*Projects are subject to change.
**Project will be completed over two year period (2018-19).
132 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
Personal services
8%
Contractual
services
2%Commodities
1%
Central services
1%
Capital outlay
88%
PACS Fund Expenditures
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Franchise fees 1,154,534$ 1,173,187$ 1,200,000$ 1,200,000$ 1,200,000$ 1,200,000$
Intergovernmental 88,691 209,307 - - - -
Investment Income 5,252 6,111 - - - -
Other revenues 49,778 45,250 - - - -
Total revenues 1,298,255 1,433,855 1,200,000 1,200,000 1,200,000 1,200,000
Expenditures
Personal services 1,684 112,139 116,531 116,531 127,706 133,679
Contractual services 72,310 19,292 20,000 20,000 20,000 20,000
Commodities 15,884 447 20,000 20,000 15,000 15,000
Central services 81,744 - 734 734 5,772 5,796
Capital outlay 1,142,961 2,205,990 865,662 848,100 1,051,595 1,070,887
Total expenses 1,314,583 2,337,868 1,022,927 1,005,365 1,220,073 1,245,362
Change in fund balance (16,328) (904,013) 177,073 194,635 (20,073) (45,362)
January 1 balance 729,496 713,168 (190,845) (190,845) 3,790 (16,283)
December 31 balance 713,168$ (190,845)$ (13,772)$ 3,790$ (16,283)$ (61,645)$
PACS Fund Financial Summary
133 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Engineering Services Division
DIVISION OVERVIEW
The Engineering Services Division provides a variety of services to planners, builders, property owners and utility
customer by managing the shared public right-of-way, coordinating utility and street connections, managing and
planning surface water resources and flood protection, reducing surface water pollution and providing geographical
maps and data.
Division Service Areas include:
Engineering support services: geographic information systems support, asset management system, analysis, utility
system planning, and staff training.
Programmatic services: Right-of-way management, development and permit review, inspection and enforcement,
floodplain management, sanitary I/I reduction, storm water management, storm water pollution prevention,
comprehensive water resources management planning and implementation, and related natural resources and
water conservation activities.
Outreach, engagement and policy review: Residential redevelopment, water resource and pollution prevention
policy review.
Specialty or utility project and contract management: Standalone utility or storm water project management, assist
with park development, material and waste, or pollution prevention topics.
DIVISION ORGANIZATIONAL CHART
134 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—ENGINEERING SERVICES DIVISION
2016-2017 DIVISION ACCOMPLISHMENTS
Adopted mobile GIS and asset management tools and integrate with and develop new public website maps and
tools.
Integrated grading, erosion and sediment control controls into permitting process.
Continued to provide excellent customer service levels while increasing public health, safety and welfare through
the enforcement of engineering standards.
Updated the City’s floodplain ordinance and revised the City’s Comprehensive Water Resources Management Plan.
Implemented Illicit Discharge Detection and Elimination program.
Promoted wellhead protection by incorporating well sealing into demo permit review process and conducting direct
outreach to owners of unsealed private wells.
Partnered on clean water and natural resources improvements at Braemar Golf Course for 7.7 ac-ft of new water
quality volume, 1.1 acres of constructed wetland and buffer, 6.2 acres of savanna restoration, and 7.5 acres of
prairie restoration.
Partnered with Minnehaha Creek Watershed District and the Parks Department to complete the Arden Park
Concept Plan.
Secured grant funding in the amount of $12,000 from Hennepin County Environmental Services for Aquatic Invasive
Species prevention.
PERFORMANCE MEASURES 2015 2016 2017
GIS Service Requests 1,892 1,793 1,754
GIS work orders 674 935 426
Site grading, erosion and sediment inspections/enforcements 568/10 574/7 1144/4
Stormwater and erosion control plan reviews 251 273 269
Right-of-way permits processed 354 324 381
Water Resources City Extra Subscribers 4 50 96
2018-2019 DIVISION GOALS
Design and Construct Water Treatment Plant No. 5.
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.
Co-lead the Chloride Adaptive Management project with the University of Minnesota, funded by the Local Road
Research Board.
Develop storm water infrastructure asset management plan.
Participate in future parks planning initiatives including Weber Woods, Fred Richards and Arden Park to realize
stacked benefits of park and water resource improvements.
135 CITY OF EDINA, MINNESOTA
P 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
techniques and investigating all felony crimes against persons, as well as other crimes. In 2016, the City reported 963
major Part I crimes, such as burglary, robbery, assault and theft, with an additional 1,168 Part II or lesser crimes. This
was an increase of 5.7% from 2015. 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
officers at any given time.
MAJOR SERVICE AREAS
Animal Control
Computer Forensics
Community Health
Civilian Services
Crime Prevention
Drug Task Force
Investigations
Patrol
Property and Evidence
School Resource Officers
Traffic
911 Dispatch
DEPARTMENT ORGANIZATIONAL CHART
136 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
2018- 2019 DEPARTMENTAL GOALS
Replace our in-squad and interview room video system. Research and the implementation of a body worn camera
solution.
In 2017, the Novak Consulting Group completed a public safety staff study which revealed a number of
recommendations related to staffing needs.
Increase patrol staff by a total of seven new police officers to continue with our high level of service and
address the increasing call load.
Increase the FTE’s in Communications Center by a total of three 911 Dispatchers.
Add one FTE in the Administrative Support division to assist with the increased duties and manage the
extra workload associated with video technology.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
The Edina Police Department has been at the forefront on training our officers on how to more effectively
communicate and assist people struggling with mental health concerns. Currently we have 26 officers who have
attended the 40 hour Crisis Intervention Team (CIT) class. The goal is to have all patrol officers trained in CIT.
Purchased and implemented two License Plate Reader (LPR) units to aid in crime prevention.
Implemented the Mobile Pro System (3400 Commander) self-sustaining surveillance equipment to aid in crime
prevention and detection.
Successfully hired a Crime Analyst.
*No survey conducted in 2016
PERFORMANCE MEASURES 2015 2016 2017
Percentage of respondents rating police services as “Excellent” or
“Good” 90% N/A* 89%
Cost of police services per household $552.76 $519.56 $514.65
Total number of false residential and commercial alarms 1,073 1,040 1,092
137 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Police
protection
91%
Community
health
9%
Expenditures by Service Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Police protection 9,315,506$ 9,984,823$ 10,516,429$ 10,542,555$ 11,316,322$ 11,772,776$
Community health 551,803 516,805 593,013 589,513 614,903 636,387
Legal services 276,139 297,186 300,996 306,300 311,935 319,493
General fund subtotal 10,143,448 10,798,814 11,410,438 11,438,368 12,243,160 12,728,656
Other Funds
Police special revenue 380,532 181,489 121,600 140,500 85,500 133,000
Construction 814,066 396,659 349,000 349,000 315,000 221,000
Recycling 486,293 495,563 509,524 507,724 522,542 538,182
Department Total Budget 11,824,339$ 11,872,525$ 12,390,562$ 12,435,592$ 13,166,202$ 13,620,838$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Police Department Expenditures
138 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Patrol Division
DIVISION OVERVIEW
The Patrol Division consists of 29 full-time employees (FTE), including 1 Lieutenant, 4 Sergeants, 22 Patrol Officers and
2 K-9 Handlers. In 2016, Edina Police had 61,325 calls for police services, a 17% increase from 2015. In addition to the
rise in calls for service, we began the Directed Patrol Initiative (DPI) in 2016. This program provides officers an
opportunity to focus their patrols each month to a specific area along with their normal patrols. In combination with
the Directed Patrol Initiative (DPI), we created a performance measuring system that recognizes the responsibilities of
each officer. Every task, self-initiated or dispatched calls, are tracked; such as arrests, reports, directed patrols, calls
for service and citations. Each responsibility is weighed along with days worked. At the end of each month, officers are
given the average number of events they completed per day. In 2016, the average number of events officers completed
was 22.52 events per shift.
The Patrol Division is proud of its professionalism and the relationships that have been built with residents.
The Division proactively patrols the City to safeguard the wellbeing of residents and the visiting public. This
was demonstrated in 2016 by 7,278 directed patrols, 1,723 arrests, 387 DWI arrests and 18,576 citations.
Officers’ interactions are significant steps toward crime prevention, public safety and cultivating positive
community relations.
DIVISION ORGANIZATIONAL CHART
139 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— PATROL DIVISION
2018-2019 DIVISION GOALS
Continue to review booking procedures in an effort to streamline systems to reduce the amount of time
processing arrestees.
Continue proactive enforcement and directed patrols efforts to ensure the safety of our residents and general
public.
Promote officer wellness by continuing to offer organizational interventions through individual employee services in
addition to researching the feasibility of exercising while on duty.
Provide training and instruction to non-police City employees on active shooter protocol and workplace violence.
2016-2017 DIVISION ACCOMPLISHMENTS
Facilitate, organize and evaluate a multi-jurisdictional mass causality/active shooter exercise at a business campus
for police, fire and EMS.
Fully integrated the performance measures system along with objectively assessing officers’ productivity and
proactivity.
Successfully field trained five new patrol officers along with seven other patrol officers completing their one year
probationary periods in 2016.
Replaced and fully integrated new mobile computers for the police department including patrol, investigations, and
support personnel.
Certified 30 Edina Officers in a MN Peace Officer Standards and Training approved course for Edina PD Officers-
In-Charge (OIC).
PERFORMANCE MEASURES 2015 2016 2017
Directed Patrol Initiated N/A 7,278 12,148
Patrol Initiated Arrests N/A 1,723 1,783
Number of DWI arrests 327 387 477
Officer Events per Shift N/A 22.52 27.13
Number of Traffic & Misdemeanor Citable violations 18,595 18,576 19,651
140 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Investigations Division
DIVISION OVERVIEW
The 2016 Detective Division was comprised of 12 FTEs, one Lieutenant, two Sergeants, five Detectives, one
Southwest Hennepin Drug Task Force Investigator, two School Resource Officers, one Crime Analyst and a part-time
Community Service Officer. Division Detectives were assigned 617 cases for investigation and 268 juvenile cases were
opened.
In 2016, the Edina Investigative Unit received 148 reports of possible child maltreatment. Following review of
each incident, 106 formal police investigations were opened.
In 2016 Edina Investigative Unit received 219 adult maltreatment case referrals from Hennepin County’s
vulnerable adult service, Common Entry Point. Each Common Entry Point referral was reviewed for possible
violation of criminal statutes. Following investigative review, 4 cases warranted a formal police investigation.
DIVISION ORGANIZATIONAL CHART
141 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— INVESTIGATIONS DIVISION
2018-2019 DIVISION GOALS
Create a formal training manual outlining the duties and responsibilities of the rotational Investigative Sergeant
assignment.
Expand School Resource Officer case responsibilities to include Edina juvenile residents as well as Edina students.
Crosstrain Computer Forensic Detective duties to ensure general knowledge and understanding of the position is
preserved in the event of internal changes.
Review feasibility of making the Computer Forensic Detective a formal fulltime assignment, dedicated to computer
forensics.
2016-2017 DIVISION ACCOMPLISHMENTS
Promoted two new full-time detectives, one is the department’s computer forensic expert and the second
detective works general investigations/street crimes.
The Edina Police Department expanded its computer forensic investigative capabilities by dedicating a permanent
detective to computer forensics. Forensic investigations included 1,423 hours of straight investigative time and
4,251 hours of computer run-time examining 271 computers and data storage devices.
Arrested 72 people for traffic violations that resulted in vehicles being held for forfeiture. 63 of these vehicles
were forfeited for DWI-related violations. Vehicle forfeitures in 2016 resulted in over $67,000 in funds directed
to the forfeiture account.
Edina Police responded to a home invasion during which the suspects entered the home and threatened the
occupants at gunpoint. Detectives were able to identify several suspects and the motive behind the incident.
Three suspects were arrested and charged.
*Through October 2017
PERFORMANCE MEASURE 2015 2016 2017*
Clearance Rates for Part I and Part II crimes 62.5% 65.9% 64.1%*
142 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Administrative Division
DIVISION OVERVIEW
The Administrative Division consists of the following 27 full-time employees: Lieutenant, (2) Sergeants, (7) Officers,
Dispatch Supervisor, (9) 911 Dispatchers, Animal Control Officer, (5) Records Management and Administrative
Support personnel. There are also four part-time 911 dispatchers, five part-time Community Service Officers, and
eighteen 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
exceptional 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
information requests, specialized support to investigators and prosecutors for processing of criminal cases. They also
respond 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
officer. Since the implementation of the DWI enforcement officer position in 2015, the number of DWI arrests have
increased 24%. 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 department as well as mandated training for officers according to the Minnesota Peace Officer
Standards and Training.
DIVISION ORGANIZATIONAL CHART
143 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— ADMINISTRATIVE DIVISION
2018-2019 DIVISION GOALS
Add one Records Specialist to the team and develop the Lead Records Specialist position into a supervisory
position.
Continue to evaluate the dispatch services we provide to Richfield and add additional dispatch staffing to
accommodate growing workload across all of our partner agencies.
Implement Text-to-911 program in dispatch.
Continue to develop officer candidates and provide critical support to the PD through the Community Service
Officer and Reserve Officer programs.
Fully train dispatch staff and work toward complete utilization of Emergency Medical Dispatching (EMD) protocols
for Edina EMS calls.
2016-2017 DIVISION ACCOMPLISHMENTS
Completely remodeled the 911 Communications Center adding a fourth workstation and improving technology.
Increased the property room clearance rate and began an inspection program.
Effectively distributed former Crime Prevention Specialist responsibilities to other areas of the Police Department
to allow development of the Crime Analyst position.
Replaced the ARMER digital radio consoles in dispatch.
Filled all full-time dispatch positions and increased peak time dispatch center staffing with the addition of a power
shift.
Records staff kept pace with substantial increases in workload, including a large increase in DWI arrests processing
receiving accolades from prosecutors and State officials.
PERFORMANCE MEASURES 2015 2016 2017
Total number of animal impounds 69 63 65
Number of Summer Bike Patrol Shifts 35 33 43
Number of Summer Foot Patrol Shifts 28 25 28
Total number of 911 and non-emergency telephone calls received N/A 121,997 120,124
Total number of solicitor permits/registrations 42 25 32
Rate of false alarm fee collection 94% 86% 77%
Total number of permits to purchase guns processed 232 253 308
144 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Community Health Division
DIVISION OVERVIEW
The Community Health Division, through a delegation agreement with the Minnesota Department of Health, is
responsible 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 or 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
Administrator manages the grants and acts as the liaison to the Community Health Commission.
In addition, the Division is responsible for oversight and education of 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.
DIVISION ORGANIZATIONAL CHART
145 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— COMMUNITY HEALTH DIVISION
2018-2019 DIVISION GOALS
Develop training policy and procedure for new staff training to align with new evaluation tool produced by
evaluation workgroup of Environmental Health Continuous Improvement Board.
Work with LOGIS to develop, test and implement new electronic inspection module of PIMS.
Update website information and functionality relating to mobile food applications.
Exceed statutory requirements for inspection frequency of Food, Pool and Lodging facilities.
2016-2017 DIVISION ACCOMPLISHMENTS
Designated as a Public Health Accreditation Board (PHAB) accredited health department as part of the Public
Health Alliance of Bloomington, Edina, and Richfield.
Partnered with Administration Department to implement LOGIS licensing module for license management.
Eliminated paper inspection records by implementing use of Laserfiche electronic records management system.
Redefined temporary food license categories to align with other jurisdictions in Minnesota.
PERFORMANCE MEASURES 2015 2016 2017
Total number of public nuisance
complaints investigated 190 127 130
Total number of new licensed
establishments 17 11 9
Total number of food, pool and lodging
inspections 373 419 381
146 CITY OF EDINA, MINNESOTA
F 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, fire extinguishment and full Advanced Life
Support Ambulance response.
The City of Edina is also responsible for the management of the South Metro Public Training Facility (SMPTF). SMPTF is
a joint venture 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.
Additionally, the Department is a member of Minnesota Task Force 1 Urban Search & Rescue Team. This State funded
program equips and trains personnel to respond statewide to disasters and complicated technical rescues.
MAJOR SERVICE AREAS
Building Inspections
Emergency Management
Emergency Medical
Management of the South Metro Public Training Facility
Fire Suppression & Prevention
Special Operations
DEPARTMENT ORGANIZATIONAL CHART
147 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
2018-2019 DEPARTMENT GOALS
Evaluate traditional purchasing practices for fire engines and seek opportunities for future efficiencies.
Develop Quality Assurance Program for EMS operations.
Move toward paperless plan review submittals.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Completed Public Safety Staffing Analysis.
Transitioned to new EMS billing vendor.
Replaced over 250 KNOX boxes throughout the city.
PERFORMANCE MEASURES 2015 2016 2017
Total calls for Fire Department response 5,070 5,340 5,728
Number of ambulance calls 3,818 4,063 4,511
Fire incidents – structure and non-structure 84 64 40
Number of false fire alarms 381 410 348
Number of all other calls for assistance 804 803 829
Number of public education events 189 188 186
Number of fire permits issued 503 517 530
Property dollar loss from fires $1,214,700 $612,613 $762,825
148 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire & rescue
77%
Building inspections
23%
Expenditures by Division and/or Service Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Fire & rescue 5,607,478$ 5,848,273$ 5,946,650$ 5,946,650$ 6,249,338$ 6,977,507$
Building inspections 1,563,386 1,761,564 1,800,156 1,800,156 1,976,801 2,057,711
General fund subtotal 7,170,864 7,609,837 7,746,806 7,746,806 8,226,139 9,035,218
Other Funds
Construction 603,893 566,702 132,100 110,000 975,000 145,000
Energy Efficiency 22,516 - - - - -
Department Total Budget 7,797,273$ 8,176,539$ 7,878,906$ 7,856,806$ 9,201,139$ 9,180,218$
*For comparative, purposes previous year figures may be adjusted to reflect realigned responsibilities.
Fire Department Expenditures
149 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 has been a leader within the City to
go paperless with electronic plan reviews and permits. The Division includes 14 full-time staff members.
DIVISION ORGANIZATIONAL CHART
150 CITY OF EDINA, MINNESOTA
2018-2019 DIVISION GOALS
Transition to a paperless process for all plan reviews and permits.
Create employee development and flexible workforce plans to ensure we retain the knowledge, skills and
resources to meet future staffing needs.
Scan 25 percent of the house files in 2018 and 2019.
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
2016-2017 DIVISION ACCOMPLISHMENTS
Developed a policy for Building Division response to post disasters.
Installed eCodes on all inspectors infield tablets.
Created definitions and standards for the measurement of wait times for customers.
All commercial and residential plan reviews are submitted and reviewed electronically.
PERFORMANCE MEASURES 2015 2016 2017
Number of inspections 19,220 19,388 20,681
Average number days from initial permit application to final approval 43.16 32.47 41.92
Number of occupancies inspected 234 188 216
Median time it takes to process a new single dwelling plan (in days) 51 38.17 42.81
151 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
Personal services
79%
Contractual
services
10%
Commodities
1%
Central services
8%
Equipment
replacement
2%
Inspections Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 1,297,240$ 1,432,103$ 1,459,862$ 1,459,862$ 1,563,793$ 1,639,287$
Contractual services 133,557 179,882 165,250 165,250 224,510 227,950
Commodities 22,449 16,409 24,500 24,500 24,650 24,850
Central services 110,140 133,170 150,544 150,544 163,848 165,624
General fund subtotal 1,563,386 1,761,564 1,800,156 1,800,156 1,976,801 2,057,711
Other Funds
Equipment replacement 79,550 - 40,000 40,000 21,000 -
Department Total Budget 1,642,936$ 1,761,564$ 1,840,156$ 1,840,156$ 1,997,801$ 2,057,711$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Building Inspections Expenditures
152 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire and Emergency Medical Services Division
DIVISION OVERVIEW
The Fire & Emergency Medical Services Division is responsible for extinguishing fires, providing paramedic and
advanced life support medical service, special operations, educating the community on fire prevention issues and
maintaining firefighting equipment and Department facilities. In addition, the Division enforces laws and ordinances
pertaining 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
153 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND EMERGENCY MEDICAL SERVICES DIVISION
2017-2018 DIVISION GOALS
Review and update all Department Directives to ensure compliance with the City Employee Handbook.
Provide Incident Command training to key City personnel to enhance Emergency Operations Center capability.
Respond to and prepare recommendations outlined in the Public Safety Staffing Analysis Report.
Implement records management system and training platform software for Training Division.
2016-2017 DIVISION ACCOMPLISHMENTS
Continued three-year CAD computer replacement schedule.
Implemented CAD carry-over software for dispatch CAD to RMS.
Provided follow-ups for 8 percent of reported false alarms.
Conducted 250 commercial life-safety inspections.
* Through November 2017
** Using Met Council housing data
PERFORMANCE MEASURES 2015 2016 2017
Actual annual operating cost per household** $267 $280 $262
Fire response time 4:81 5:43 5:42
Ambulance response time 4:75 5:35 5:37
Percentage of patients that utilize Medicare or Medicaid 65% 68% 72%
Ambulance net revenues $1,937,192 $1,886,871 $1,797,366*
154 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND EMERGENCY MEDICAL SERVICES DIVISION
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 4,565,715$ 4,887,726$ 4,861,823$ 4,861,823$ 5,064,406$ 5,740,875$
Contractual services 385,281 321,249 418,500 418,500 422,800 451,250
Commodities 289,108 254,320 225,600 225,600 285,300 302,550
Central services 367,374 384,978 440,727 440,727 476,832 482,832
General fund subtotal 5,607,478 5,848,273 5,946,650 5,946,650 6,249,338 6,977,507
Other Funds
Equipment replacement 484,531 380,814 92,100 70,000 769,000 145,000
Construction 39,812 185,888 - - 185,000 -
Energy Efficiency 22,516 - - - - -
Department Total Budget 6,154,337$ 6,414,975$ 6,038,750$ 6,016,650$ 7,203,338$ 7,122,507$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Fire & Rescue Expenditures
Personal services
77%
Contractual services
6%
Commodities
4%
Central services
7%
Equipment
replacement
5%
Construction
1%Energy Efficiency
0%
Fire and Emergency Medical Services
Expenditures by Type
155 CITY OF EDINA, MINNESOTA
DEPARTMENT OVERVIEW
The Parks & Recreation Department is responsible for administering and maintaining the entire parks system. This
includes 44 parks and open spaces that total 1,563 acres of property, including park enterprise facilities. The
department coordinates park maintenance, adaptive recreation, adult and youth recreation, and works with 14 athletic
associations, the Edina Garden Council and the Edina Historical Society. The Parks & Recreation Director acts as staff
liaison to the Parks & Recreation Commission, which advises the City Council on parks and recreation issues.
Staff consists of 38 full-time employees and approximately 497 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
Art Center
Aquatic Center
Braemar Arena
Braemar Field
Braemar Golf
Centennial Lakes Parks
Edinborough Park
Forestry
Park Design
Park Maintenance
Project Management
Recreation Programs
Special Events
Strategic Planning
Weed inspections
P ARKS & RECREATION DEPARTMENT
Ann Kattreh, Director
akattreh@EdinaMN.gov 952-826-0430
DEPARTMENT ORGANIZATIONAL CHART
156 CITY OF EDINA, MINNESOTA
2018-2019 DEPARTMENT GOALS
Complete Braemar Park master plan.
Complete Fred Richards Park final design and construction.
Complete Weber Woods master plan.
Develop plan for playground addition at Van Valkenburg Park.
Hold grand opening of renovated Braemar Golf Course.
Complete Arden Park final design and construction.
PARKS & RECREATION DEPARTMENT
PERFORMANCE MEASURES 2015 2016 2017
Percentage of residents who, from their experience, rate the
quality of parks as “Good” or “Excellent”. 99% 91% 93%
Percentage of residents who, from their experience, rate the
recreation programs and classes “Good” or “Excellent”. 98% 85% 87%
Percentage of residents who rate park maintenance as
“Good” or “Excellent”. 99% 91% 90%
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Completed Park Signage replacement project.
Completed Fred Richards Park master plan.
Installed universal playground at Rosland Park.
Installed new playground at Weber Park.
Completed Grandview feasibility and operational study.
Started Braemar Park and Weber Woods master plans.
Opened new Academy 9 golf course and driving range at Braemar Golf Course.
Designed and installed new zero depth play structure at Aquatic Center.
157 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Administration
9%
Recreation
4%
Enterprise Facilities
87%
Expenditures and Expenses by Service Area
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Administration 921,644$ 959,327$ 952,714$ 1,167,593$ 1,237,336$ 1,274,248$
Recreation 443,776 546,070 429,784 429,913 599,382 600,029
Park Maintenance 2,978,424 3,150,161 3,214,911 3,250,111 3,557,164 3,667,508
General fund subtotal 4,343,844 4,655,558 4,597,409 4,847,617 5,393,882 5,541,785
Other Funds
Braemar Memorial 15,641 1,638 50,000 79,000 40,000 40,000
Arts & Culture 25,902 16,126 17,625 22,450 15,850 15,850
Construction 2,406,741 1,920,639 93,000 93,000 135,355 279,000
Environmental Efficiency - 29,637 67,900 67,900 - -
Aquatic Center 872,960 915,560 988,023 938,173 1,066,318 1,082,477
Art Center 673,583 727,822 752,552 709,507 706,352 715,142
Golf Course 3,409,343 3,057,169 2,117,097 2,023,015 2,590,513 3,871,292
Arena 2,642,097 2,842,660 2,696,073 2,654,073 2,964,010 3,036,046
Sports Dome 396,592 670,446 761,643 736,043 871,923 887,431
Edinborough Park 1,394,373 1,443,272 1,677,056 1,671,496 1,680,510 1,722,953
Centennial Lakes 971,777 1,011,551 1,104,385 1,095,584 1,121,230 1,147,964
Total 17,152,853$ 17,292,078$ 14,922,763$ 14,937,858$ 16,585,943$ 18,339,940$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Parks and Recreation Department Expenditures & Expenses
158 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Administration
Personal services
73%
Contractual
services
18%
Commodities
2%Central
Services
7%
Administration Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 729,061$ 766,909$ 761,978$ 788,829$ 834,484$ 874,220$
Contractual services 101,164 109,588 99,600 281,000 292,500 292,700
Commodities 12,943 13,644 20,300 20,300 21,900 19,800
Central Services 78,476 69,186 70,836 77,464 88,452 87,528
Total 921,644$ 959,327$ 952,714$ 1,167,593$ 1,237,336$ 1,274,248$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Administration Expenditures
159 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Recreation
Personal
services
43%
Contractual
services
42%
Commodities
15%
Recreation Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 183,284$ 211,761$ 208,762$ 208,891$ 237,347$ 245,644$
Contractual services 188,785 239,544 154,522 154,522 282,210 270,810
Commodities 71,707 94,765 66,500 66,500 79,825 83,575
Total 443,776$ 546,070$ 429,784$ 429,913$ 599,382$ 600,029$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Recreation Expenditures
160 CITY OF EDINA, MINNESOTA
Art Center
PARKS & RECREATION DEPARTMENT
DIVISION OVERVIEW
The Edina Art Center is a highly cherished community asset providing excellent educational programs for all ages in the
visual arts. Located at 4701 W. 64th St., on the west side of Rosland Park and near the Lake Cornelia marsh land, the
location offers a tranquil setting for creative expression and discussion of ideas. Residents and guests may take a class,
attend a lecture, roam the galleries and gift shop to view and purchase local and regional artwork. The Edina Art
Center has been a hub for creative life in Edina since 1977.
The Edina Art Center is 10,500 sf on three levels with nine classrooms, two galleries, reception and office space. 13
kilns, both indoor and outdoor, and a spray booth are on site, continuing the tradition of an excellent pottery
department in the Twin Cities. Art Center staff consists of 2 FTE, 8 PTE and a roster of 65 highly trained instructors.
The Edina Arts & Culture Commission was formed in May 2013 replacing the Art Center Board. The Commission
advises the City Council on artistic and cultural initiatives in Edina. The General Manager acts as staff liaison to the
Commission and its working groups.
Historically, the Art Center has run an annual operating loss subsidized by donations from the public and transfers
from two other City funds. Traditionally, the Liquor Fund supports operations and the Construction Fund supports
building improvement projects.
The Edina Art Center has a five-year average of 2,543 individuals participating in class programs from 2013-2017.
2017 saw an 11% increase in registrations over 2016.
Michael Frey, General Manager
mfrey@EdinaMN.gov 952-903-5729
DIVISION ORGANIZATIONAL CHART
161 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— ART CENTER
2018-2019 DIVISION GOALS
Increase program offerings in all areas, with new metal sculpture with welding and more jewelry classes.
Develop Artist in Residence program in partnership with the Arts & Culture Commission.
Partner with the 50th & France Business & Professional Association to host Winter Market at the Edina 5-0 Mall.
Through the Arts & Culture Commission, continue to expand partnerships to build a vibrant community through
the arts.
2016-2017 DIVISION ACCOMPLISHMENTS
Increased social media presence of arts and cultural offerings presented by the Art Center and Commission.
Celebrated the third-annual Valentines Dance with The Rockin’ Hollywoods at Braemar Clubhouse.
Streamline Art Center Shop artistry registry and payment process.
Offered 83 summer art camps with 650 registrants and a 4% cancellation rate.
Remodeled The Author’s Studio program with periodic events with local and authors and musicians.
Created a new brochure to market Super Saturday Birthday Parties for ages 5-14 at the Art Center.
Partner with Edina Community Education to offer Very, Very, Very Beginning Classes.
PERFORMANCE MEASURES 2015 2016 2017*
Operating revenue as a % of operating expenses 77% 66% 66%
Annual number of class registrations 2,782 2,195 2,681
Annual number of memberships 489 527 515
Annual participants in non-class offerings** 12,191 31,170 33,121
Number of outside events hosted by the Art Center 23 25 41
Residents, who, from their experience, rate the quality of the Art
Center as “excellent” or “good.” 79% N/A 86%
*Estimate using numbers through November 2017
**Includes Edina Art Fair & Edina Fall into the Arts participants
162 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—ART CENTER
Cost of sales and
services
0%
Personal services
68%
Contractual
services
14%
Commodities
9%
Central services
6%
Depreciation
3%
Art Center Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 46,175$ 49,037$ 38,929$ 40,000$ 41,000$ 41,000$
Concessions sales 113 391 321 350 350 350
Memberships 21,467 14,937 16,426 23,500 18,000 18,000
Class registration & other 448,674 421,864 433,775 389,500 445,000 457,000
Investment income 2,314 1,890 1,500 1,000 1,000 2,000
Donations 11,303 24,168 10,000 1,500 9,000 9,000
Revenues 530,046 512,287 500,951 455,850 514,350 527,350
Expenses
Cost of sales and services 17 1,766 350 2,750 500 500
Personal services 460,511 492,501 521,407 455,163 475,576 495,225
Contractual services 82,767 92,730 108,175 107,950 112,300 105,925
Commodities 69,581 77,502 53,200 73,800 61,700 66,500
Central services 34,990 39,394 44,420 45,844 42,276 40,992
Depreciation 25,717 23,929 25,000 24,000 14,000 6,000
Expenses 673,583 727,822 752,552 709,507 706,352 715,142
Income (loss)(143,537) (215,535) (251,601) (253,657) (192,002) (187,792)
Art Center Revenues and Expenses
163 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. Since 2014, the Edina Swim Club has been the provider of the Learn to Swim
program. The Aquatic Center is open for 11 weeks from June-August. The financial success of the Aquatic Center is
highly dependent on the weather and the sale of daily admissions.
The full-time staff consists of four positions with shared responsibilities. 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 assistant managers, lifeguards, concession, admissions and facility
services employees.
The Aquatic Center was voted “Best Outdoor Water Park in Edina” won the Sun-current’s Readers’ Choice Award.
Patty McGrath, General Manager
pmcgrath@EdinaMN.gov 952-833-9542
DIVISION ORGANIZATIONAL CHART
164 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2018-2019 DIVISION GOALS
Celebrate the 60th Anniversary of the Aquatic Center in 2018.
Complete water slide renovations in Spring 2018.
Continue to focus on safety, staff training and customer service at the Aquatic Center.
Provide new opportunities for family fun and engagement through programming opportunities and events.
Continue updating amenities, mechanical equipment and overall aesthetics.
2016-2017 DIVISION ACCOMPLISHMENTS
Completed installation of new main pool filter in 2016.
Updated point of sale system to Max Galaxy,
providing more consistent reporting and record
keeping.
Continued a solid safety record with no major
accidents or incidents.
Completed replacement of the zero-depth play
structure, plunge pool filter, and zero-depth pool filter
on time and within budget in 2017.
Restructured Season Pass pricing to include FlowRider
access and realized increased interest and usage with
the added value for Season Pass members.
PERFORMANCE MEASURES 2015 2016 2017
Operating revenue as a % of operating expenses 111% 105% 103%*
Number of season passes sold 3,257 2,505** 2,584
Number of daily admission sold 39,310 38,570 36,429
Number of birthday parties booked 13 23 29
Percentage of residents who, from their experience, rate the quality
of the Aquatic Center as “excellent” or “good”. 91% N/A 86%
**Implemented Max Galaxy in 2016 for a more accurate accounting of season pass sales.
*Through November 2017
165 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
Cost of sales and
services
4%
Personal services
37%
Contractual
services
18%
Commodities
9%
Central services
4%
Depreciation
28%
Aquatic Center Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 4,701$ 6,224$ 6,300$ 6,300$ 7,000$ 7,000$
Concessions sales 120,047 113,972 135,000 135,000 135,000 135,000
Memberships 387,731 389,817 428,899 428,899 435,000 435,000
Admissions 406,488 393,179 394,271 393,987 405,650 410,650
Building rental 52,969 52,876 50,000 50,000 52,000 52,000
Investment income 8,004 13,007 3,000 3,000 20,000 22,000
Other nonoperating revenue - 30,000 - - - -
Total revenues 979,940 999,075 1,017,470 1,017,186 1,054,650 1,061,650
Expenses
Cost of sales and services 39,162 40,442 42,000 42,000 42,000 43,000
Personal services 332,310 359,044 342,914 342,914 375,996 390,214
Contractual services 172,126 147,228 180,900 179,200 176,200 176,200
Commodities 56,605 86,024 107,300 89,150 109,600 105,600
Central services 26,929 32,557 38,396 38,396 35,316 33,588
Depreciation 241,407 248,242 276,500 246,500 306,500 316,500
Bond interest 4,421 2,023 13 13 20,706 17,375
Total expenses 872,960 915,560 988,023 938,173 1,066,318 1,082,477
Income (loss)106,980 83,515 29,447 79,013 (11,668) (20,827)
Aquatic Center Fund Financial Summary
166 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 who have shared responsibilities with the Aquatic Center, and 3 FT Maintenance Coordinators dedicated
solely to Edinborough Park. The Birthday Party Coordinator is an extended part-time position. The part-time staff
consists of 15 guest services staff, 10 concessions staff, three maintenance staff.
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 Edinborough Park dedication funds, it has made significant strides in cost recovery. In 2015 and 2016,
95% of costs were recovered. Edinborough Park celebrated its 30th Anniversary in 2017.
Edinborough Park was voted the Best Kids Play Area by WCCO-TV in their Best Of MN segment in 2017.
Patty McGrath, General Manager
pmcgrath@EdinaMN.gov 952-833-9542
DIVISION ORGANIZATIONAL CHART
167 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2018-2019 DIVISION GOALS
Complete branding and signage update to include the development of a new logo, coordinating signage throughout
the Park, and the addition of exterior visuals to better represent Edinborough Park.
Continue to work with association partners to take advantage of benefits related to pool and track usage.
Replace select pieces of cardio and strength equipment to meet guest needs and reduce equipment failures.
2016-2017 DIVISION ACCOMPLISHMENTS
Celebrated 30th Anniversary of Edinborough Park in 2017 with an open house and special events.
Birthday Party rental achieved 114% of the budgeted revenue in 2016.
Completed Adventure Peak improvements in the Toddler area including the addition of musical and small motor
activity boards.
Upgraded security camera system to ensure safety for all staff and guests visiting the Park.
PERFORMANCE MEASURES 2015 2016 2017
Operating revenue as a % of operating expenses 95% 95% 108%*
Number of daily admissions sold 125,485 92,519 107,744*
Number of birthday parties 1,200 1,257 1,035*
Percentage of residents who, from their experience, rate the quality
of Edinborough Park as “excellent” or “good”. 88% N/A 91%
* Through November 2017
168 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
Cost of sales and
services
5%
Personal services
48%Contractual
services
21%
Commodities
10%
Central services
5%Depreciation
11%
Edinborough Park Average Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales 124,761$ 135,136$ 130,000$ 130,000$ 135,000$ 135,000$
Memberships 89,769 125,641 125,000 65,000 130,000 131,250
Admissions 636,834 617,991 620,000 695,000 620,000 623,000
Building rental 244,465 251,127 250,000 226,000 252,000 252,000
Equipment rental 12,060 12,017 11,500 10,800 11,500 11,500
Association fees and other 228,984 224,506 239,000 236,000 241,000 241,000
Investment income (loss)11,409 16,501 22,000 13,000 20,000 18,000
Other nonoperating revenues 946 - - - - -
Total revenues 1,349,228 1,382,919 1,397,500 1,375,800 1,409,500 1,411,750
Expenses
Cost of sales and services 75,116 79,385 85,000 85,000 80,000 80,000
Personal services 661,123 704,082 801,264 802,264 804,918 843,093
Contractual services 297,821 288,240 358,110 351,750 354,300 357,300
Commodities 133,441 124,011 170,000 169,800 178,950 178,950
Central services 51,649 67,005 85,932 85,932 79,092 75,360
Depreciation 175,223 180,549 176,750 176,750 183,250 188,250
Total expenses 1,394,373 1,443,272 1,677,056 1,671,496 1,680,510 1,722,953
Income (loss)(45,145) (60,353) (279,556) (295,696) (271,010) (311,203)
Edinborough Park Fund Financial Summary
169 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 7 full-time employees. During our prime season, a typical high activity time will
have one full-time staff member on-duty, three rink attendants and 2-4 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. Liquor store operational profits continue to subsidize
Braemar Arena’s annual operating loss. The City’s Construction Fund provides for annual capital improvement needs.
Braemar Arena played host to the inaugural Da Beauty League hockey league in the summer of 2016. This league
attracted some of the finest professional hockey players and attracted world wide attention.
Chad Eischens, General Manager
CEischens@EdinaMN.gov 952-833-9502
DIVISION ORGANIZATIONAL CHART
170 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
2018-2019 DIVISION GOALS
Sell 95% of prime ice time.
Seek out energy-saving opportunities to lower expenses and decrease the Arena’s carbon footprint.
Invest in preventative maintenance in order to reduce repair and replacement costs.
Create and implement processes and procedures for efficient and effective invoicing, billing, collection of fees.
2016-2017 DIVISION ACCOMPLISHMENTS
Sold 96% of prime ice time in 2016.
Hosted the inaugural Da Beauty hockey league.
Participation in City skating classes are nearing capacity and exceeded budget revenue predictions.
Increased total revenue over $223,000 between 2014 and 2016.
Implemented a staffing plan to increase efficiencies and customer service. At least one full-time staff member is on
duty during all hours of operation.
Hosted a number of regional ice arena tours that highlighted operations and facility upgrades.
* Through August 2017
PERFORMANCE MEASURES 2015 2016 2017*
Operating revenue as a % of operating expenses 92% 85% 76.9%
Number of hours sold (excludes Arena programs) 8,660 8,866 3,588
Revenue from hours sold (excludes Arena programs) $1,494,747 $1,543,282 $806,155
Concessions stand revenues $291,182 $321,114 $214,048
Percentage of residents who, from their experience, rate the
quality of Braemar Arena as “excellent” or “good?” 89% N/A N/A
171 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
Cost of sales
and services4%
Personal
services36%
Contractual
services29%
Commodities
5%
Central
services3%
Depreciation
23%
Arena Fund Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Retail sales 61,919$ 40,243$ 750$ 750$ 1,000$ 1,000$
Concessions sales 293,733 327,401 261,000 261,000 298,200 303,500
Memberships 242 - - 5,000 - -
Admissions 107,336 26,547 71,250 120,000 65,000 65,000
Building rental 1,709,764 1,774,409 1,690,000 1,690,000 1,745,300 1,793,600
Rental of equipment 4,312 5,084 3,750 3,750 4,000 4,000
Class registration & other 130,679 141,075 170,000 170,000 180,000 180,000
Investment income (loss)- - 1,000 4,000 1,000 1,000
Other nonoperating revenue 80,538 2,646 - - - -
Total revenues 2,388,523 2,317,405 2,197,750 2,254,500 2,294,500 2,348,100
Expenses
Cost of sales and services 122,264 124,582 105,500 105,500 125,250 127,750
Personal services 863,398 986,768 901,750 901,750 1,049,920 1,096,083
Contractual services 804,739 783,974 726,950 729,950 793,600 813,100
Commodities 136,765 126,274 104,750 104,750 122,750 127,500
Central services 57,624 66,969 75,189 75,189 95,508 95,484
Depreciation 522,206 622,911 655,000 610,000 655,000 660,000
Bond interest & other 135,101 131,182 126,934 126,934 121,982 116,129
Total expenses 2,642,097 2,842,660 2,696,073 2,654,073 2,964,010 3,036,046
Income (loss)(253,574) (525,255) (498,323) (399,573) (669,510) (687,946)
Arena Fund Financial Summary
172 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Field
DIVISION OVERVIEW
Braemar Field is a 250-by-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 $30 per participant facility use fee to supplement revenues in order to recover 100% of operating costs and
provide for a fund to pay for the replacement of turf and dome fabric when needed.
The dome season runs November through April. A full-time employee supervises the facility from the dome accessory
building and is assisted by several part time staff.
Braemar Field is under strong consideration for several Super Bowl related events in 2018, such as Super Kids, Super
Sharing and NFL Developmental Youth Football Camp.
Chad Eischens, General Manager
CEischens@EdinaMN.gov 952-833-9502
DIVISION ORGANIZATIONAL CHART
173 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR FIELD
2018-2019 DIVISION GOALS
Sell 95% of prime field time.
Develop new revenue opportunities during non-prime hours.
Develop thorough and proactive operations plan for maintaining new and existing facilities.
Seek out energy saving opportunities to lower operational expenses and decrease our carbon footprint.
2016-2017 DIVISION ACCOMPLISHMENTS
Built a dome installation and removal plan that is efficient, maximizes City resources and provides for a quality user
experience.
Implemented a reservation process with the priority user groups so that each can meet or exceed their target
usage hours.
Implemented a staffing plan to increase efficiencies and customer service. At least one full-time staff member is on duty during all hours of operation.
PERFORMANCE MEASURES 2015 2016 2017
Sell at least 95% of prime time Yes Yes Yes
Meet all budget goals for programming Yes Yes Yes
Promote family time on Saturday nights to achieve 125 average
guest attendances through season No No No
174 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— BRAEMAR FIELD
Personal services
13%
Contractual services
22%
Commodities
2%
Central services
2%
Depreciation
61%
Sports Dome Average Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales -$ -$ 1,000$ 1,000$ 1,000$ 1,000$
Admissions 5,515 10,234 13,000 1,000 13,000 13,000
Building rental 459,548 388,367 395,310 395,310 385,000 394,000
Class registration & other 401 106 - 4,500 500 1,000
Investment income (loss)- 4,114 7,000 5,000 7,000 8,000
Other nonoperating revenue 250,000 - - - - -
Total revenues 715,464 402,821 416,310 406,810 406,500 417,000
Expenses
Personal services 44,266 80,491 60,314 60,314 160,855 167,983
Contractual services 178,103 142,499 168,430 149,930 163,250 163,750
Commodities 11,921 17,200 4,975 3,725 14,250 22,250
Central services - 11,464 12,074 12,074 17,568 17,448
Depreciation 162,302 418,792 515,850 510,000 516,000 516,000
Total expenses 396,592 670,446 761,643 736,043 871,923 887,431
Income (loss)318,872 (267,625) (345,333) (329,233) (465,423) (470,431)
Sports Dome Fund Financial Summary
175 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Golf Course
DIVISION OVERVIEW
Braemar Golf Course is in the midst of a transitional process where the “Core Golf Assets” are being improved and
upgraded. Several of these upgrades have been completed, beginning with a new award-winning Braemar Golf Dome.
The Golf Range Association of America (GRAA) recognized the new facility as one of the Top 50 Stand-Alone Driving
Ranges in the country and it’s quickly becoming the #1 place to practice in the Twin Cities area during the winter
months.
The next project that was completed was Driving Range Expansion/Par 3 Renovation Project. The Braemar Executive
Course was updated and converted into a Par 3 golf course and renamed the “Academy 9.” Larger greens and fewer
forced carries make the course much more playable for golfers of all ages and abilities. The driving range was
expanded and transformed into one of the premier practice and instructional facilities in Minnesota. It also was
recognized by the GRAA as one of the Top 50 Public Driving Ranges in the country.
Additional facility upgrades to golf operations include updates to the banquet facility with the addition of new lighting,
carpet, restrooms and furniture and boasts one of the finest views in the area. In 2015, the Tin Fish opened a year-
round restaurant in the Braemar Clubhouse that was extremely well received. However, the Tin Fish changed business
direction in 2017 and subsequently a new vendor will occupy the restaurant space beginning in 2018. The goal will be
to further reinforce Braemar as a community gathering destination for golfers and non-golfers alike.
The final phase of upgrades to the City of Edina Golf Operations culminates with the Braemar Golf Course Master Plan
project. The scope of this project centers around transitioning the 27-hole golf property into an 18-hole championship
golf course for golfers of “All Abilities and Ages”. Included in this project are numerous environmental upgrades that
will have a positive impact on not only the golf course but the community as well. The Braemar Golf Course Master
Plan project is scheduled to be complete in the summer of 2018.
Joseph Abood, General Manager
JAbood@EdinaMN.gov 952-903-5763
DIVISION ORGANIZATIONAL CHART
176 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
2018-2019 DIVISION GOALS
Complete construction and grow-in of the Braemar Golf Course Master Plan project.
Develop and market the renovated golf course to maximize return on investment.
Improve customer service to enhance the overall golfer experience at the updated facilities.
2016-2017 DIVISION ACCOMPLISHMENTS
Successfully completed the grow-in phase of the Driving Range Expansion/Par 3
Renovation Project.
Completed upgrades to the Driving Range/Academy 9 Clubhouse including a new golf
shop and restrooms.
Successfully opened the upgraded Driving Range/Academy 9 with an appearance by
Annika Sörenstam.
Added a new retail pro shop at the Braemar Golf Dome.
Successfully implemented a new Braemar Golf Course logo.
Completed deck resurfacing project for approximately 50% of the allocated CIP
funding.
Braemar Golf Course received two prestigious accolades in 2015 and 2016 from the Golf Range Association of America
(GRAA). In 2015, the Braemar Golf Dome was recognized as one of the Top 50 Stand-Alone Driving Ranges in the
country. In 2016, the Braemar Driving Range was recognized as one of the Top 50 Public Driving Ranges in the country.
PERFORMANCE MEASURES 2015 2016 2017
Operating revenue as a % of operating expenses 98% 95% 54%
Rounds of Golf 85,231 61,495 23,241
Total Golf Course Revenue $3,229,351 $2,809,401 $1,255,473
Total Driving Range Revenue $219,066 $306,601 $329,720
Total Dome Range Revenue $338,138 $319,938 $346,889 Percentage of residents who, from their experience, rate the
quality of Braemar Golf Course as “Good” or “Excellent.”
N/A 85% N/A
Key Performance Measure Factors
Regulation golf course closed for construction October 2016 - August 2018.
Fred Richards closed in October 2014.
Executive Course & Driving Range closed in July 2015 and re-opened in August 2016.
177 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
Cost of sales and
services
4%
Personal services
37%
Contractual
services
15%Commodities
7%
Central services
5%
Depreciation
27%
Bond interest
5%
Golf Fund Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Liquor sales 103,784$ 3,144$ -$ -$ -$ -$
Retail sales 214,288 216,537 65,112 40,376 90,000 253,165
Concessions sales 37,705 577 - - 1,500 -
Memberships 83,296 77,544 12,000 8,823 22,000 101,944
Admissions 308,174 319,938 353,069 353,069 368,500 374,571
Building rental 88,215 115,716 92,353 100,788 53,000 124,795
Equipment rental 363,013 337,024 29,705 30,264 44,200 370,448
Greens fees 1,498,474 1,360,192 338,261 338,261 325,000 1,843,052
Other operating revenue 160,241 379,030 419,220 401,720 367,500 440,853
Investment income 6,307 8,816 16,000 9,000 14,000 16,000
Other nonoperating revenue 48,131 32,982 - - - -
Total revenues 2,911,628 2,851,500 1,325,720 1,282,301 1,285,700 3,524,828
Expenses
Cost of sales and services 207,006 169,131 53,329 37,120 72,500 213,999
Personal services 1,255,665 1,342,085 644,124 581,231 758,350 1,527,038
Contractual services 481,138 456,824 374,655 367,175 377,700 451,600
Commodities 238,794 260,722 111,585 104,085 120,000 249,950
Central services 128,895 127,369 142,365 142,365 144,516 144,024
Depreciation 571,105 612,166 710,000 710,000 832,500 1,020,000
Bond interest 59,643 88,872 81,039 81,039 284,947 264,681
Other nonoperating expense 467,097 - - - - -
Total expenses 3,409,343 3,057,169 2,117,097 2,023,015 2,590,513 3,871,292
Income (loss)(497,715) (205,669) (791,377) (740,714) (1,304,813) (346,464)
Golf Fund Financial Summary
178 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Centennial Lakes Park
DIVISION OVERVIEW
Centennial Lakes Park provides a 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 numerous
amenities, including an amphitheater, putting course, lawn games area, paddleboats, fishing, winter ice skating, banquet
space and a farmers market. The park and the adjacent Edina Promenade have 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 Centennial Lakes dedication funds.
Centennial Lakes boasts the largest groomed ice skating rink in the United States.
Tom Shirley, General Manager
TShirley@EdinaMN.gov 952-833-9582
DIVISION ORGANIZATIONAL CHART
179 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
2018-2019 DIVISION GOALS
Analyze Park operations for revenue and cost saving opportunities.
Replace pedestrian bridges over lake.
Implement staff scheduling system for all part-time staff.
Remodel Pavilion concessions area.
2016-2017 DIVISION ACCOMPLISHMENTS
Centennial Lakes Park recovered 93% of operating expenses
in 2016.
The Putting Course brought in over $240,000 in revenues in
2016 - the highest total in the 20-year history of the course.
Resurfaced Pavilion floor to help improve the aesthetics of
the facility.
Replaced all park walkway lighting with LED bulbs to save
on energy and maintenance costs.
Renovated putting course ponds.
*Through November 2017
PERFORMANCE MEASURES 2015 2016 2017*
Operating revenue as a % of operating expenses 82% 93% 75%
Number of facility rentals 204 230 198
Number of putting course rounds 23,164 24,072 24,325
Number of Paddleboat Rentals 7052 7,210 6,932
Pairs of Ice Skates rented 7,111 6,460 8,421
Residents who, from their experience, rate the quality of
Centennial Lakes as “excellent "or “good.” 95% 95% 95%
180 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
Cost of sales and
services
1%
Personal services
60%
Contractual services
17%
Commodities
12%
Central services
6%
Depreciation
4%
Centennial Average Expenses by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
Revenues
Concessions sales 29,374$ 23,069$ 25,000$ 34,000$ 30,000$ 30,000$
Building rental 109,467 108,405 115,000 116,000 117,000 117,000
Equipment rental 160,573 159,608 135,000 145,000 150,000 150,000
Greens fees 221,618 232,700 205,000 205,000 210,000 210,000
Association fees and other 279,991 415,639 300,000 284,000 305,000 307,000
Investment income (loss)4,976 6,277 8,000 3,000 7,000 6,000
Other nonoperating revenue - - - - - -
Total revenues 805,999 945,698 788,000 787,000 819,000 820,000
Expenses
Cost of sales and services 14,891 11,149 14,000 14,000 13,000 13,000
Personal services 587,012 620,235 662,229 657,428 664,114 694,952
Contractual services 164,067 157,147 184,125 183,925 190,300 190,600
Commodities 116,913 124,922 127,600 123,800 138,800 134,800
Central services 49,679 58,503 73,931 73,931 72,516 69,612
Depreciation 39,215 39,595 42,500 42,500 42,500 45,000
Total expenses 971,777 1,011,551 1,104,385 1,095,584 1,121,230 1,147,964
Income (loss)(165,778) (65,853) (316,385) (308,584) (302,230) (327,964)
Centennial Lakes Fund Financial Summary
181 CITY OF EDINA, MINNESOTA
PARKS & RECREATION 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 Parks Maintenance Division. In 2017, the Parks Maintenance
Division moved back into the Parks & Recreation Department.
DIVISION ORGANIZATIONAL CHART
182 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— PARKS MAINTENANCE DIVISION
2018-2019 DIVISION GOALS
Complete a maintenance building at Pamela Park.
Identify four special project areas annually for high intensity buckthorn removal projects.
Replace hockey boards and lights at Arden Park.
Improve the condition of secondary athletic fields utilizing organic weed and grub control and adding irrigation
where viable.
Continue to respond to Emerald Ash Borer by diversifying tree species in parks and at recreation facilities.
2016-2017 DIVISION ACCOMPLISHMENTS
Replaced roofs, repaired siding and painted all 1997 park bond shelter buildings.
Renovated athletic field at Wooddale Park creating a new level playing surface with irrigation.
Replaced the basketball courts at Tood Park and Strauchauer Park.
Replaced tennis courts at Normandale, Pamela and Todd Park.
Striped pickleball courts on all tennis courts owned by the City of Edina.
Replaced the Weber Park Playground & Rosland Park playground.
PERFORMANCE MEASURES 2015 2016 2017
Percentage of residents rating the quality of parks maintenance service
as “excellent” or “good” in the Quality of Life Survey. 91% N/A 90%
Percentage of residents rating the condition of trails and sidewalks as
“excellent” or “good” in the Quality of Life Survey. 83% N/A 84%
183 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— PARKS MAINTENANCE DIVISION
Personal
services
61%
Contractual
services
17%
Commodities
9%
Central Services
11%
Equipment
replacement
2%
Budgeted Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 1,905,303$ 2,019,888$ 1,997,599$ 1,997,599$ 2,165,484$ 2,268,800$
Contractual services 459,106 507,318 541,600 576,800 632,600 632,600
Commodities 272,658 295,813 297,300 297,300 356,300 356,800
Central Services 341,357 327,142 378,412 378,412 402,780 409,308
Construction Fund
Equipment replacement 111,829 74,595 93,000 93,000 50,355 54,000
Total 3,090,253$ 3,224,756$ 3,307,911$ 3,343,111$ 3,607,519$ 3,721,508$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Park Maintenance Expenditures
184 CITY OF EDINA, MINNESOTA
C OMMUNITY DEVELOPMENT DEPARTMENT
Cary Teague, Director
cteague@EdinaMN.gov 952-826-0460
DEPARTMENT OVERVIEW
The mission of the Community Development Department is to promote the health, safety and welfare of Edina’s
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
planning and zoning, housing and redevelopment, estimating market value and determining the classification of each
piece of property in the City for property tax purposes.
MAJOR SERVICE AREAS
Commercial Appraisal
Heritage Preservation
Residential Appraisal
Residential redevelopment
Planning
Sign Permits
Zoning
In 2016, the Community Development Department processed 51 Land Use applications including rezonings,
Comprehensive plan amendments, CUPs, variances, site plans and Certificates of Appropriateness in the Country Club
District.
DEPARTMENT ORGANIZATIONAL CHART
185 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
2018-2019 DEPARTMENT GOALS
Complete the 2018 Comprehensive Plan Update by December 31, 2018; this includes mall area plans for 44th &
France, 50th & France, Grandview, Southdale Area and 70th & Cahill.
Update the Zoning Ordinance as a result of Comprehensive Plan recommendations in 2019.
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.
2016-2017 DEPARTMENT ACCOMPLISHMENTS
Partnering with the Planning Commission, selected a consultant team to complete the 2018 Comprehensive Plan.
Completed Phase 2 of the Southdale small area plan.
Drafted and had the City Council adopt a temporary healthcare dwelling unit ordinance, believed to be the first in
the state.
Helped guide development proposals in the Southdale area that will create 934 new housing units, 168,000 SF of
new medical office and 56,000 SF of new retail space in the area.
Valued all taxable parcels annually and met the minimum target sales ratio, as required by the County Assessor.
PERFORMANCE MEASURES 2015 2016 2017
Number of processed applications and plans reviewed 480 650 665
Number of residential property inspections 3,151 7,779 3,319
Number of Special Assessments levied 12 16 12
Residents, who, from their experience, rate the quality of land
use, planning and zoning as “excellent” or “good.” 57% NA 60%
186 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Planning
59%
Assessing
41%
Expenditures by Division
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Planning 629,798$ 643,696$ 772,443$ 847,443$ 798,787$ 799,709$
Assessing 869,047 893,271 962,534 962,534 998,307 1,042,287
General fund subtotal 1,498,845 1,536,967 1,734,977 1,809,977 1,797,094 1,841,996
Other Funds
Community Development
Block Grant 97,390 95,975 125,000 125,000 125,000 125,000
Construction 1,423,145 1,153,994 200,000 200,000 115,000 -
Department Total Budget 3,019,380$ 2,786,936$ 2,059,977$ 2,134,977$ 2,037,094$ 1,966,996$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Community Development Department Expenditures
187 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 850
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
188 CITY OF EDINA, MINNESOTA
2018-2019 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.
2016-2017 DIVISION ACCOMPLISHMENTS
Completed the 2017 assessment with a median sales ratio of 95.5 percent and a coefficient of dispersion of 4.7
percent.
Physically inspected and revalued 20 percent of all real property, as required by statute.
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
PERFORMANCE MEASURES 2015 2016 2017
Appraisal value to actual sales value ratio 95.5% 95% 95.5%
Board of Appeal and Equalization cases heard 14 15 23
Minnesota Tax Court petitions filed 71 92 80
189 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
Personal services
79%
Contractual
services
13%
Commodities
0%Central
Services
8%
Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 692,305$ 713,074$ 753,598$ 753,598$ 785,791$ 823,823$
Contractual services 106,165 109,926 130,700 130,700 135,700 140,700
Commodities 1,590 2,296 2,200 2,200 2,200 2,200
Central Services 68,987 67,975 76,036 76,036 74,616 75,564
Construction Fund
Equipment replacement - - - - 15,000 -
Total 869,047$ 893,271$ 962,534$ 962,534$ 1,013,307$ 1,042,287$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Assessing Division Expenditures
190 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
administer $150,000 in Community Development Block Grant funding.
Helped guide development proposals in the Southdale Area that will create 934 new housing units, 168,000 SF of new
medical office and 56,000 SF of new retail space in the area.
DIVISION ORGANIZATIONAL CHART
191 CITY OF EDINA, MINNESOTA
2018-2019 DIVISION GOALS
Complete the 2018 Comprehensive Plan Update by December 31, 2018; this includes small area plans for 44th &
France, 50th and France, Grandview, Southdale Area and 70th and Cahill.
2016-2017 DIVISION ACCOMPLISHMENTS
Partnering with the Planning Commission, selected a work group and began the small area plan for the 44th &
France area.
Completed several Comprehensive Plan Amendments to accommodate re-development projects.
Completed four Zoning Ordinance Amendments.
Reviewed 92 new home permits.
COMMUNITY DEVELOPMENT DEPARTMENT—PLANNING DIVISION
PERFORMANCE MEASURES 2015 2016 2017
Number of Conditional Use Permits submitted 2 3 1
Number of New Home permits reviewed 114 107 92
Number of Sign Permits submitted 135 109 134
Number of Sketch Plans submitted 5 12 8
Number of Variance applications submitted 27 18 21
Number of Subdivision applications submitted 5 2 5
Number of Rezoning applications submitted 6 6 10
192 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT— PLANNING DIVISION
Personal services
42%
Contractual
services
16%
Commodities
38%
Central Services
4%
Planning Expenditures by Type
2015 2016 2017 2017 2018 2019
Actual Actual Estimate Budget Budget Budget
General Fund
Personal services 551,580$ 572,834$ 576,612$ 576,612$ 594,867$ 623,211$
Contractual services 32,293 21,014 137,500 212,500 140,700 114,750
Commodities 693 2,707 6,000 6,000 7,000 5,000
Central Services 45,232 47,141 52,331 52,331 56,220 56,748
CDBG Fund
Contractual services 97,390 95,975 125,000 125,000 125,000 125,000
Construction Fund
Capital outlay 1,423,145 1,153,994 200,000 200,000 100,000 -
Total 2,150,333$ 1,893,665$ 1,097,443$ 1,172,443$ 1,023,787$ 924,709$
*For comparative purposes previous year figures may be adjusted to reflect realigned responsibilities.
Planning Division Expenditures
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City of Edina
COMMUNITY PROFILE
194 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.
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.
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Estimated market value of taxable property (in
millions)
Estimated Taxable
10,112$ 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
10,420 10,296
10,903 10,785
11,670 11,563
Source: Hennepin County Taxpayer Services.
Market Value (In millions) a
2013
Fiscal
2011
2012
2009
2010
2018
Year
2014
2015
2016
2017
195 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP TEN TAXPAYERS
The City of Edina's local economy is healthy and diverse. There are several large taxpayers in the City that are
important, but none is dominant. Edina is not overly reliant on one business or industry.
Percentage
of Total
Tax Capacity Rank Capacity
Southdale Shopping Center 2,727,650$ 1 2.17%
Galleria Shopping Center 2,257,995 2 1.80%
Southdale Medical Building 1,491,755 3 1.19%
Southdale Office Center 906,994 4 0.72%
Centennial Lakes Retail 859,250 5 0.68%
Centennial Lakes Phase V 703,404 6 0.56%
Centennial Lakes Phase IV 689,778 7 0.55%
7700 France 543,365 8 0.43%
The District 534,756 9 0.43%
Westin Galleria 507,449 10 0.40%
Totals 11,222,396$ 8.93%
Source: City of Edina Assessing Office
2016
Taxpayer
196 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
important, but none is dominant. Edina is not overly reliant on one employer or industry.
Percentage of
Total City
Employees Rank Employment
Fairview Southdale Hospital 2,613 1 10.87%
Edina Public Schools ISD #273 1,245 2 5.18%
BI Worldwide 1,000 3 4.16%
Regis Corporation 900 4 3.75%
City of Edina 814 5 3.39%
Edina Realty 400 6 1.66%
International Dairy Queen Inc.400 7 1.66%
FilmTec Corporation 375 8 1.56%
Lund Food Holdings, Inc.360 9 1.50%
JC Penny Co.276 10 1.15%
Totals 8,383 34.89%
2016
Employer
Sources:
2016 data from ReferenceUSA, written and telephone survey (April 2016) done by Ehlers,
and the Minnesota Department of Employment and Economic Development.
197 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
EDUCATION AND WORKFORCE
TAXES
High School
Graduation Unemployment
Population Rate Rate
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%
50,261 97.8%3.10%
50,766 97.9%2.82%
51,804 97.7%3.08%2016
2013
2014
Fiscal
Year
2012
2011
2010
2009
2008
2007
2015
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.
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 90,000City Taxes on $400,00 housePopulation
Property Taxes in the MSP Metro Area
Each blue diamond indicates a different city in the MSP area. Includes all cities with population 25,000-100,000
2016 Taxes per League of Minnesota Cities Property Tax Calculator
2016 Population per Metropolitan Council estimate
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City of Edina
GLOSSARY
200 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.
201 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.
202 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.
203 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.
204 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.
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City of Edina
APPENDIX
206 CITY OF EDINA, MINNESOTA
F 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
sustained.
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
recorded 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
internal 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.
207 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
related 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;
nonspendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund
balance.
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
previously 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.
208 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
dedication fees, E-911 funds, forfeiture funds, and other assets restricted by grantors, contributors, creditors, or
enabling legislation.
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
calculated 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
balance fall above the desired range, any excess funds will remain unassigned pending the Council’s final decision
concerning transfer to another fund. It is the policy of the City that, to the extent possible, such excess funds will be
transferred 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
resources, 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.
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FINANCIAL MANAGEMENT POLICIES
The City will develop a five-year plan for capital improvements and update it annually. The CIP process includes
analyzing 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.
Purchase 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
equipment 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
determine if they meet program objectives and whether the proposals are financially feasible.
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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
obligations.
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