08-27-2019 City Council Work SessionCITY COUNCIL WORK SESSION
RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM
AUGUST 27, 2019
5:15 PM
Call to order
Presentation of the 2019 Revised/2020 Proposed Budget and Tax Levy.
Adjournment
Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at least 96
hours in advance to the City Clerk at 612-861-9738.
AGENDA SECl10N:
AGENDA ITEM #
Work Session Items
STAFF REPORT NO. 8
WORK SESSION
8/27/2019
REPORT PREPARED BY: Chris Regis, Finance Director
DEPARTMENT DIRECTOR REVIEW: Chris Regis, Finance Director
8/8/2019
OTHER DEPARTMENT REVIEW: N/A
CITYMANAGER REVIEW: Katie Rodriguez, City Manager
8/23/2019
ITEM FOR WORK SESSION:
Presentation of the 2019 Revised/2020 Proposed Budget and Tax Levy.
EXECUTIVE SUMMARY:
At the July 23, 2019 City Council study session, staff provided the City Council with an update of the 2020
Proposed budget and tax levy with the opportunity to provide feedback to staff.
The 2019 Revised and 2020 Proposed Budget and Tax Levy has now been completed and will be presented
for City Council review.
The proposed 2020 tax levy is a 4.90% increase over the 2019 tax levy. The budget includes a balanced
General Fund budget and also includes Special Revenue funds, Enterprise funds, Internal Service funds,
Debt Service funds, and Capital Improvement projects budgets.
The City Council will be asked to approve the 2019 Revised/2020 Proposed budget and preliminary tax levy at
the September 10, 2019 City Council meeting.
DIRECTION NEEDED:
Tonight's work session is an opportunity for the City Council to review the 2019 Revised/2020
Proposed budget and provide direction to staff for any needed changes.
BACKGROUND INFORMATION:
A. HISTORICAL CONTEXT
Staff has typically presented the proposed budget and tax levy to the City Council at a special budget
worksession prior to approval at the first City Council meeting in September.
B. POLICIES (resolutions, ordinances, regulations, statutes, etc.
The City Charter establishes that at a special budget meeting of the Council on or before September 15,
the City Manager must submit to the Council a proposed budget and a budget message in the form and
containing the information specified in Section 7.06.
C. CRITICAL TIMING ISSUES:
The 2019 Revised/2020 Proposed budget and preliminary tax levy will be presented to the City Council
at the September 10, 2019 City Council meeting for approval.
D. FINANCIAL IMPACT:
• The proposed 2020 tax levy is a 4.90% increase over the 2019 adopted levy.
• The increase in the City's General Fund budget for 2020 is 4.99% over the 2019 budgeted level.
E. LEGAL CONSIDERATION:
N/A.
ALTERNATIVE(S)-
None.
PRINCIPAL PARTIES EXPECTED AT MEETING:
N/A.
f �
Timetable and Key events
• Budget study session (August 27)
• Adopt preliminary levy (September 10)
• Truth in taxation hearing (November 26)
• Certify final levy (December 10)
M
Key Issues for 2020
• Property taxes — primary funding source
• 2020 budgeted revenues — $1,450,000 of LGA
• Health insurance increases — 10%
• Debt Service Levy 2019A— $388,840
• Police and fire personnel cost increases
• Three additional staff positions
• Reallocation of staff in Administrative Services Dept.
• $815,000 rolling stock/equipment — $15,000 increase
• Infrastructure needs — Ice Arena, Wood Lake Nature
Center, 65t" Street
History of State Aid
Certified
2011
$21213,609
2011
Reduction
2012
$152185346
2013
$11218,346
2014
$159375907
2015
$2,053,363
2016
$250845057
2017
$2,094,443
2018
$252295280
2019
$21235,643
2020
$253535353
Change
$300)000
$(995)263)
$0
$0
$7195561
$115,456
$305694
$10,386
$1375837
$6,363
$1175710
MI'm
�
_ocall Government Aid Set Aside
• Current balance = $4)391)213
• Uses of Funds
— Buy down Portland Avenue Bonds — 2015 $800,000
— Buy down Lyndale Avenue Bonds — 2019 $1,000,000
— Budgeted transfer to GF if needed — 2020 $700,000
— Cash flow transfers to Central Garage & IT funds
— Funding of recreation projects — 2017-2019
— Funding of GF purchases with payback
Revenue Comparison
Taxes & Intergovernmental Revenue - GF
— In 2001 Taxes = 38% Intergovernmental Revenue = 39%
— In 2020 Taxes = 68% Intergovernmental Revenue = 10%
$1830003000
$1530003000
$1230003000
$930003000
$630003000
$330003000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
LGA Comparison
• Local GovernmentAid (LGA)
— 2019 LGA is 4.96% of General Fund Revenues
— 2020 LGA is 5.70% of General Fund Revenues
• In 2001 LGA accounted for 24% of GF Revenues
$4,200,000
$396009000
$39000, 000
$2,400,000
$198009000
$192009000
$6003000
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2020 Proposed "rosy Levy
• 2020 Gross Levy is $22,687,471
— Increase of 4.90%over the 2019 Levy
• General Fund Levy $17,486,394
• Equipment Levy
• EDA Levy
— Base Levy Total
• Debt Service Levy
• Tax Abatement Levy
— Total 2020 Levy
$ 8151000
$ 553,985
$18,855,379
$ 374787690
$ 353,402
$22,687,471 - 4.90%
Fiscal Disparities
• Revenue sharing program
• Portion of growth in commercial and
properties contributed to a tax base
• Each jurisdiction
commercial and
industrial
sharing pool
contributes 40 percent of
industrial growth
• Distribution is based on an equalized per capita
market value
• Net contributor — contributes more to pool than it
gets back
• Richfield is a net recipient — gets more back than it
contributes
Levy History
2020
$2276877471
2019
$2176267692
2018
$2076217911
2017
$1974347690
2016
$1878207576
2015
$1872887524
2014
$187012)303
2013
$1777447951
2012
$1679807700
2011
$1673307041
2010
$1572887021
4.90%
increase
4.87%
increase
6.11
%
increase
3.26%
increase
2.91
%
increase
1.53%
increase
1.51
%
increase
4.50% increase
3.98% increase
6.82% increase
6.88% increase
'ax Levy
• What would the tax levy be if there was no
debt service levy for Series 2019A bonds?
Answer: 3.11
• Prior to 2008 there were no debt service
tax levies
2020 Proposed General Fund Budget
• The 2020 proposed General Fund of
$25,438,820 is a:
— 4.99% increase from the 2019 adopted budget
— 5.07% increase from the 2019 revised budget
General Fund Revenues
2019A
Taxes $16, 549,150
Licenses and permits 1,066,100
Intergovernmental 2,413,850
Charges for services 2,210,420
Fines and forfeitures 3301000
Miscellaneous 1105550
Transfers 1,550,550
2019R
$16, 549,150
1, 701, 500
2,447,540
2, 551, 370
3101000
96, 800
5551240
2020 P
$17,311,530
1,106, 600
2, 646, 600
2, 337, 800
325, 000
108, 080
1,603,210
$24,230,620 $24,211,600 $25,438,820
2020 (2019) Proposed Budget
General Fund Revenues
7% (t"/o)
Taxes
s$% (ss%)
intergov- i
Fines/Forfeits
2% (2%) Charges for
Service 9% (9%)
ermits
D/O )
mevenue
10% (10%)
m
2020 (2010) Proposed Budget
General Fund Revenues
M i s c . /Tra
Taxes
Charges for
Fines/Forfeits Service 9% (5%)
2% (2%)
;e/Permits
4% (4%)
Inter, ov' I Revenue
General Fund Expenditures
2019P 2019R 2020P
Legislative/Executive
$928,660
Administrative Services
746,390
Finance
6571700
Public Safety
9,516,580
Fire
4,4411800
Community Development
1,574,280
Public Works
4,1871140
Recreation Services
11968,070
Transfers
210,000
$866,050
856,240
649,850
975077900
4 7467 7460
175767100
471067440
179717560
2107000
$927,410
961, 630
673,000
978477770
478507230
176297150
472997810
270297820
2207000
$24,230,620 $24,2117600 $25,4387820
n
2020 (2019) Proposed Budget
General Fund Expenditures
Recreation
8% (8%)
17% (17%)
Public Works
Public Safety
39% (39%)
6% (6%)
Comm.
D eve I .
2% 3% 4% (4%)
Finance Leg/Exc.
Fire
19%
(19%)
Transfers
1% (1%)
4% (3%)
Admin.
Service
M
2020 Proposed Budget
General Fund Expenditures
Public Safety/Public Works/Fire = 75%($18,997,810)
Total General Fund Tax Levy = $17,311,530
2010/2020 Expenditure Profile
8%
Public Safety &Fire
55%
4"/0
21 % 5°/a
Public Works
Public Safety &Fire
6% 8%
58%
''' 6% 2%
Public Works
1%
4%
4%
General Fund F'ic-ftl
2790009000
2490009000
2170009000
1890009000
1570007000
1270007000
9,0007000
6,0007000
3,0009000
Average increase of 3.03%
2013 2014 2015 2016 2017 2018 2019R 2020
m
Full-time Regu'la-w Personnel
199 Full -Time Budgeted Positions
■ 3 new positions in 2019
■ 3 new positions in 2020
220
210
200
190
180
2008 2010 2012 2014 2016 2018 2020
2020 Proposed Levy
Estimatp-H impact
• $225,000 property
—City Portion - Tax 2019
—City
Portion
-Tax
2020
—City
Portion
-Tax
2020 (5.2% emv)
$17198.67
$11206.97
$17269.73
• $8.30 increase or $0.69 per month in city property tax portion
with no change in market value
• $71.06 increase or $5.92 per month in city property tax
portion with estimated 5.2% increase in market value
2020 Proposed Levy
�timatpd Impact
• $250,000 property
—City
Portion
-Tax
2019
—City
Portion
-Tax
2020
—City
Portion
-Tax
2020 (5.2% emv)
$17331.85
$1,341-08
$17410.81
• $9.23 increase or $.077 per month in city property tax portion
with no change in market value
• $78.96 increase or $6.58 per month in city property tax
portion with estimated 5.2% increase in market value
020 Proposed Levy
:timated Impact
• $275,000 property
—City
Portion
-Tax
2019
—City
Portion
-Tax
2020
—City
Portion
-Tax
2020 (5.2% emv)
$17465.04
$11475.18
$17551.89
• $10.15 increase or $0.85 per month in city property tax
portion with no change in market value
• $86.86 increase or $7.24 per month in city property tax
portion with estimated 5.2% increase in market value
2020 Proposed Budget
• 2020 Capital Improvement Budget
— Total 2020 budget - $12,8457000
— Major projects include:
• Continuation of the 66t" Street Reconstruction Project
• Ice arena refrigeration project
• Mill and overlay project
• Utility projects
• Recreation projects
9020 Proposed Budget
• Rolling stock/equipment 2020 purchases
— Total cost of equipment more than $170007000
—General Tax Levy only $815,000
—Central Garage and IT cash flow transfers in
— Dump truck
— Two sidewalk plows
—Three detective hybrid vehicles
— Two interceptor squads
— Computer network infrastructure and equipment
Where are we goinfm#w&
• Significant right of way projects — debt funding
• Recreation infrastructure needs
• Pressure on Tax Levy — debt service
• Richfield must continue along-term strategy for
economic independence:
— LGA independence — pressure to maintain
— Long-term financial planning
• Maintain current level of quality service
• Contain operating costs
Iwo% 'IV
Department Budgets
• Legislative and Executive
• Administrative Services
• Finance
• Public Safety
• Fire Services
• Community Development
• Liquor Operations
• Public Works
• Recreation Services
Legislative/Executive
• Mayor/City council
• Other agencies
• City manager
• Legal
2018/2019 Budget
Legislative/Executive Department
Council/Mayor
Other Agencies
City Mgr.
Legal
TOTAL
2019 Budget
$ 2359440
$ 997560
$ 246,260
347 400
928,660
2019 Revised
$ 2433250
$ 9%560
$ 1753840
347 400
$ 866.050
2020 Budget
$ 2179300
$ 1007860
$ 255,810
353 440
927 410
M
Expenditure Comparison 2014=2019
1p03000
8003000
400,000
2015 2016 2017 2018 2019 2019R 2020
M
Legislative/Executive Highlights
• City council
— Managed the transition to a new city manager,
mayor and two council members
— Developed 2020 goals and objectives at strategic
planning work sessions
— Provided additional equity training to staff
• Other agencies
— $70,480 in grants awarded to non-profit agencies
— Continue to fund social service agencies
Legislative/Executive Highlights
• City manager
— Improved work sessions to facilitate better policy
discussions and transparency
— Implemented weekly city manager report to improve
communication with council and staff
— Established regular one-on-one meetings with directors
— Worked to improve communication and engagement with
community, council, and staff
— Worked with community organizations to increase
participation in the 2020 Census
— Continue to provide and review options to ensure the most
cost effective and efficient means of providing services
Legislative/Executive Highlights
• Legal Division
— Excellent representation by city legal firms
— Prosecution costs increase in 2020
— Basic legal costs remain stable in 2020
M
Administrative Services
• General Fund Divisions
— Administration
— Human Resources
— City Clerk/Deputy Registrar
• Funds
— Information Technologies Fund
— Self -Insurance Fund
— Cable Fund
— Building Services Fund
2019R/2020 Budget
Administrative Services Department
2019 Budget
Admin $ 1141630
HR
City Clerk
TOTAL
$ 69, 330
$ 562,430
746 390
2019 Revised
$ 1541820
$ 52,280
$ 6491140
856 240
2020 Budget
$ 1655580
$ 63,260
$ 732, 790
961 630
Expenditure History (2015=2020)
$1,0003000
$8003000
$6009000
$4003000
$2003000
2015 2016 2017 2018 2019R 2020
Revenue History 2015=2020
$132009000
$1,000,000
$800,000
$600,000
$400,000
$200,000
2015 2016 2017 2018 2019R 2020
Revenue/Expenditure
Comparison 2015=2020
$13200,000
$13000,000
$800po
$6003000
$4003000
$200,000
2015 2016 2017 2018 2019R
Budge' Highligh'L
• Administration
— In 2019, reallocated 100% of department director
position to this budget and reclassified position
— Added staff training and initiatives on racial equity
— Serve on LOGIS Insurance Board
— Improved medical claims experience resulted in lower
health insurance premiums
• 10.2% instead of 13.7% for 2020
• Human Resources
— Budget reflects a decrease with removal of 40% of
department director position
— Implementing a flexible workplace policy
Budge' Highlighi
• City Clerk/Deputy Registrar
— Added full-time employee in 2019 to respond to
higher customer volume
— Began transitioning from intermittent to part-time
staff to provide a more stable workforce by offering
more secure, better paying jobs
— In 2020, budgeting for three seasonal employees to
assist with three elections
— Revenue is expected to increase by 12.3% from
adopted to proposed budget due to increase in both
motor vehicle transactions and passport servicesp-,w
Budget Highligh*-
9 Communications and Engagement
— Communications Fund pays for communication and
engagement efforts, staff and audio visual
equipment
— Added one part-time Communications Specialist in
September 2019
— Created podcast with +700 monthly listeners
— Established Richfield U
— New city website to launch in December 2019
Budget Highlights
9 Self Insurance/Risk Management
— Fund accounts for all claims related to worker's
compensation, unemployment benefits, property
insurance, flex benefits and dental insurance
— Fund fluctuates, depending on number and scope
of claims paid during each year
— For 2020, property insurance experience modifier
improved, affecting our favorable rate charges
— Due to a reduction in claims, worker's
compensation rates were reduced for 2019
and 2020
Budget Highligh*-
9 Information Technologies
— In 2020, adding one full-time staff member to
respond to increased IT support needs, security
requirements and technology demands
— Expenses increasing due to technology needs
— Increasing internal annual charges by additional 1 %
in 2019 and 2020 to keep up with expenses
— Tariffs impacting equipment costs
— Planning new security system at Municipal Center
Budget Highlight
• Building Services
— Responsible for the maintenance and upkeep of
Municipal Center, Fire Station #2 and liquor stores
— Oversaw demolition of Motel 6 and new roof and
HVAC at Shops at Lyndale liquor store
— User charges are reviewed annually to meet
operating costs
— 2020 will be the ninth year of Municipal Center
operations
• Anticipating upcoming replacement of essential building
components
inanp-a
• General Fund Divisions
— Finance
— Assessing
2019R/2020 Budget
Finance Department
Finance
Assessing
TOTAL
2019 Budget
$ 3085070
349 630
657 700
2019 Revised
$ 3075010
2020 Budget
$ 319,420
353 580
673 000
Expenditure History (2015=2020)
$800,000
$600,000
$400,000
$200,000
2015 2016 2017 2018 2019R 2020
Budget HighlighId
i
• Finance
— Maintain financial records of the city, HRA, and EDA
— Continued GFOA and CAFR awards
— Reaffirmation of city's AA+ bond rating
• Assessing
— Major cost is assessing contract
• Hennepin County performs assessment
— Responsible for special assessment processing
f �
Public Safety Expenditures
2018 2019 A
Support $914,476 $981,370
2019 R
$9967890
Police $7,773,912 $874989720 $83473,980
Em. Services $22,922 36 490 37 030
Total $8,711,310 $995169580 $%5079900
afM
$1,077,240
$897339420
37 110
$998473770
Divisir
expenditure Increase
• The personnel services increases for 2020
reflect collective bargaining agreement step
increases
• Participate in funding of Joint Community Police
Partnership with Hennepin County
• Increase in professional services due to
payments for LOGIS maintenance and software
upgrades
• Increase in health insurance, worker's
compensation and PERA
M
Public Safety Budget 2018=2020
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
2018
2019 Budget
2019 Revised
2020
Police Division
is Focused on alternative hiring practices (Received
Pathways to Policing Grant)
is Completed more than 1,700 hours of community -
oriented policing
is Expanded community outreach
is Cook Out with a Cop
• Coffee with at Cop
• First annual back to school event
• Unity in the Community
• Citizen Police Academy
is 26t" Annual Safety Day
is Hired two new officers
Crime Trends (Part I)
1400
1200
1000
800
600
400
200
'08 109 110
'11 A
13
'14 15 16 17 18
Crime Trends (Part II)
1800
1600
1400
1200
1000
800
600
400
200
0
108 109 110 '11 12 13 '14 15 16 17 18
Calls for Service
45000
40000
35000
30000
25000
20000
15000
10000
5000
109 110 '11 12 13
'14 15 16 17 18
Support Services Division
is Community service officer positions fully staffed as
of July 2019
is Health administrator remains a GARE team member
is Seasonal code enforcement technician position hired
for summer 2019
is Relevant city ordinances have been identified for
updating in 2019 and 2020
is Shared services payments to the City of
Bloomington for public health work
is Public health nuisance protocol
is Alcohol and tobacco compliance checks
Emergency Services Division
• Continue growth and engagement of CERT
volunteer program and amateur radio group
• Provided traffic and security control at
numerous community events
• Police Reserves uniform and equipment
maintenance and/or replacement
• Coordinator compensation for Police Reserve
and CERT programs
• Replaced all city outdoor warning sirens
Technology
• Hybrid vehicles
• VITALS
• GETS: Government
Emergency
Telecommunications
System
M
Fire Department Budget
Personnel
Other Services
& Charges
Capital
Total
2018 2019 2019 2020
ctual jaudget Revised udget
3, 600, 998
636,356
4)237,354
37561010
010
685,790
4,441,800
37561090
090
711,370
4,467,460
4,143,300
706,930
4,850,230
1450
1350
1250
1150
1050
950
850
750
Fire Call Volume
------------------------- = �--------------- 1%7 -•
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
10 Year Range: 949 — 1086 (20135 2017)
NFIRS 100 Category Fires (2018)
W (76ih Sx
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Fire Loss/Save Information
9
Percent Of ■ 99% 99%
Property
Saved
Value Saved $71,325,531 $164,827,000 $22,649,383
• Saved value based on assessed value of
structure
9
94%
$12,085,018
• Early notification is key to early extinguishment
• Robust response via strong automatic aid
partnerships
EMS Call Volume
4000
3800
3600
3400
3200 ......................
3000 2800
-
..............-1100
2600 -
2400
2200
2000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
• Represents 74% of incident volume
• 10 year increase of 23%
EMS Calls (2018)
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4400
4200
4000
3800
3600
3400
3200
3000
dotal Call Volume
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Incident Volume Increase of 16%
All Incidents (2008=2018)
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w 66th St
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Key Highlights
• Maintained high level
of service
[ GH F 1
• Implemented new
response
management system
• Continued Spanish
language training
• New Engine #2
Community Development
• 21 employees (17 full-time/4 part-time)
— Added an additional building inspector
— 8 positons are funded <25% through the city
• Three divisions
— Administration
— Planning and Zoning
— Inspections
Community Development
• The 2020 Proposed Budget for the city portion of
Community Development is $1,629,150
• This is a 3.49% increase from the 2019 Budget
— Previous increases:
— 2019 = 10% 2018 = 1.08% 2017 = 1.21 % 2016 = 2.55%
2018 2019 2019 2020
Actual Approved Revised Proposed
CD Admin $ 67,543 $ 69,310 $ 70,800 $ 72,900
Planning & Zoning $ 300,603 $ 307,980 $ 310,930 $ 318,560
Inspections $ 1,102,921 $ 1,196,990 $ 1,194,370 $ 1,237,690
Total $ 1,471,067 $ 1,574,280 $ 1,576,100 $ 1,629,150
Overview
• Many of the more visible and exciting things Community
Development does is through the HRA
• Almost all of Community Development's budget expenses
(90+%) are salaries, benefits and non -discretionary costs
• 2017..."Business as usual"
• This year..."Busier than ever"
• What's busier than "Busier than ever?"
• Historic development
— More and more complex land -use applications
— Vastly increased building permits
Administration Divisir
• The Administration Division budgets for most of
Community Development's labor and benefits costs, but
is then credited for those costs by:
• Planning and Zoning Division
• Housing and Redevelopment Authority
• This budget also pays for the department's utility
services and insurance
Administration Division
:xpenditures
Personnel and,
other Services & Charges
Total
Fundinq Sources
General Fund
2018
$ 67,543
$ 67,543
2018
2019A
$ 69,310
$ 69,310
2019A
$ 675543 $ 69,310
2019R
$ 70,800
$ 70,800
2019R
$ 70,800
2020
$ 72,900
$ 72,900
2020
$ 72,900
Planning and Zoning Division
• Staff liaisons to the Planning Commission
• Maintaining and amending the Comprehensive Plan
• Proactively updating and amending land use codes
to remain relevant
• Processing land use applications
— Comprehensive Plan amendments
— Rezoning
— Site plan approvals
— Conditional use permits
— Variances
M
Planning and Zoning Division
Expenditures 2018
Personnel $ 246,080
Other Services & Charges $ 54,523
Total $ 300,603
Funding Sources
General Fund
Planning & Zoning Fees
Total
2018
2019A 2019R 2020
$
2585900
$
258, 900
$
2657020
$
49,080
$
52,030
$
53,540
$
307, 980
$
310,930
$
318,560
2019A 2019R 2020
$
267, 333
$
281, 980
$
290, 930
$
2927560
$
33,270
$
26,000
$
20,000
$
26,000
$ 300, 603 $ 307, 980 $ 310, 930 $ 3187560
Planning and Zoning Division
Amount
$265, 020
$ 225760
$ 11,250
$ 8,000
$ 5,740
$ 5,790
$3189560
Proposed 2020 Use %
Salaries & Benefits 83.2%
Professional Services 7.2%
Information Technologies 3.5%
Professional Dev & Memberships 2.5%
Communications, Postage & Legal
Advertisements 1.8%
Office Supplies & Copying & Other 1.8%
Total 100.00%
Pinnning and Zoning Division
Historic/Budgeted Expenditures
$400,000
$350,000
$3007000
$2507000
$200,000
$150, 000
2016 2017 2018 2019 2020
Inspections Division
• Enforcement of the State Building Code
— Structural
— Mechanical (HVAC)
— Plumbing
— Electrical
— Other (exiting, ADA, insulation, etc.)
• Construction education and licensing
• Point -of -sale inspections (600-800 annually)
• Rental licensing (approximately 1,100 units)
• Revenues should cover new position, overtime pay, etc.
Inspections Division
Expenditures
Personnel
Other Services & Charges
Total
Funding Sources
General Fund
Licenses & Permits
Charges for Services, Etc.
Total
$ 8827645
2019A 2019R 2020P
$ 9747690 $ 9617000 $ 992, 820
$ 220,276 $ 222,300 $ 233,370 $ 244,870
$171027921 $171967990 C$1�,194,370 $172375690
2018
$1, 022,159
$ 622,725
$1,644,884
2019A 2019R 2020P
$ 227390 $ - $ -
$ 6967100 $1,3517000 $ 7447100
$ 478,500 $ 152,5500 $ 501, 000
$1,1967990 C$2,103,500 $1, 245 7100
C$909,130)
Inspections Division
Amount
Proposed 2020 Use
%
$
992,820
Salaries & Benefits
80.2%
$
1147100
Professional Services
9.2%
$
38,860
Information Technologies (incl. permit software)
3.1 %
$
23,980
Rent & Utilities
1.9%
$
21,440
Vehicles, Uniforms & Inspection Supplies
1.7%
$
14,000
Electronic Payment Fees, etc.
1.1 %
$
11,070
Property and Liability Insurance
1.0%
$
7,000
Advertising, Communications & Postage
0.6%
$
7,620
Professional Dev & Memberships
0.6%
6,800
Office Supplies & Copy Charges
0.6%
$1,237,690
Total
100.00%
Inspections Division
Historic/Budgeted Expenditures
$1, 300, 000
$1,225,000
$15150, 000
$15075, 000
$15000, 000
$925, 000
$850,000
2015 2016
2017 2018 2019 2020
Inspections Division
Historic/Budgeted Revenues
$2,250,000
$17750, 000
$1,250,000
$750,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
f �
I iquor Operations
• Sales
• 2019 highlights
• Successful community promotions
Sale
Month of
July 2019
• 64t"
and
Lyndale
(+5.17%)
• 66t"
and
Cedar
(+7.28%)
• 64t"
and
Penn
(+18.48%)
• 77t"
and
Lyndale
(+6.01%)
• Four
stores
(+8.93%)
or $
91.771
YTD ending July 31, 2019
• 64t"
and
Lyndale
• 66t"
and
Cedar
• 64t"
and
Penn
• 77t"
and
Lyndale
or $
714,201
(-8.39%)
(+2.70%)
(+101.47%)
(+1.06%)
1119 Highlights
• Craft Beerfest
• Local spirits blend for
Richfield
• Roof replacement at
7700 Lyndale
• New cooling system
at 7700 Lyndale
Local promotions
• Interior reader board
with park improvement
photos and messages
• Richfield Foundation
annual wine event
• Round -up program
• Penn Fest
� �.� � ■ .� r��f L ,yrT r l i
low
Boom Boards
Your purchase at the Richfield Linuor Stares provides direct funding for Richfield's park facilities.
f �
Public Works Mission
"The Public Works
Department works hard to
sustain and improve the
quality of life for our
community by offering the
highest standards in essential
municipal services and
providing them in a timely,
responsible and professional
manner."
M
Public Works Stat.
• 54 Employees Divisions
— 35 PWW —Administration
— 8 Managers
— 5 Engineering
— 1 Forester
— 4Administration/GIS
— Engineering
— Street/Forestry
Maintenance
— Park Maintenance
— 1 part-time staff Utilities
— 14 Seasonal —Water
— Stormwater
— Sewer
• Central Garage (Fleet)
$20.5 Million Budget (2020 Proposed) Vy.�
fQTM===I
General Fund
10600 —Administration $188,970 $185,220
10605 — Engineering $336,820 $245,230
10610 — Street Maintenance $2,335,600 $2,332,560
10615 — Park Maintenance $1,325,750 $1,343,430
General Fund $4,187,140 $4,106,440
Expenditure Total
(0.2%)
$190,700
3.0%
0.9%
(27.0%)
$278,560
13.6%
(17.3%)
(0.1 %)
$2,393,320
2.6%
2.5%
1.3%
$1,437,230
7.0%
8.4%
(1.9%) $4,299,810 4.7% 2.7%
PW General Fund Expenditures
4,500,000
4,400, 00❑
4,300,00❑
41,200,1000
4,100, 00❑
4,000,000
3,900,000
3,800,000
3,700,000
3,600,000
3,500,000
3,400, 000
3,300,000
CN
0
�oP
e
-+-GF Expenditures
t3%Trendline
Administration
Expenditures
Personal Services
Other Services & Charges
Total
Funding Sources
General Fund
Capital Projects
Water Utility
Sewer Utility
Stormwater Utility
Total
2018
$ 267,296
31 448
$298,744
2018
2019A
$275,780
45 390
3 21,170
2019A
2019 R
$271,894
44 130
$3161024
2019 R
2020
$284,996
45 700
$330,696
2020
$1791744 $188,970 $185,224 $190,696
$451000 $307000 $28500 $207000
24,000 $27,000 $27,000 $35,000
$257000 $377200 371300 $457000
25 000 $38,000 $38,000 $40,000
$298,744 $321,170 $316,024 $330,696
Engineering
Expenditures
Personal Services
Other Services & Charges
Tota
Funding Sources
General Fund
Capital Projects
Franchise Fee
MSA Maintenance
Water Utility
Sewer Utility
Stormwater Utility
Tota
2018
2019A
2019R
2020
$572,949
$655,170
$482,816
$524,260
$93,480
$106,650
$107,420
$109,300
$666,429
$761,820
$590,236
$633,560
2018 2019A 2019R 2020
$340,546 $336,820 $245,236 $278,560
$190,487 $220,000 $185,000 $40,000
$58,980 $65,000 $20,000 $30,000
- - - $145, 000
- $20,000 $20,000 $20,000
- $20,000 $20,000 $20,000
$76,416 $100,000 $100,000 $100,000
$666,429 $761,820 $590,236 $633,560
Street Maintenance A Forestry
Exaenditures
Personal Services
Other Services & Charges
Tota
Funding Sources
General Fund
MSA Maintenance
Labor Charges/Storm Utility
Streetlight User Fee
Miscellaneous
Tota
2018
$1,182,665
$1,081,000
$2,263,665
2018
$1,576,711
$315,000
$61,252
$297,311
$13,391
$2,263,665
2019A
$1, 243,160
$1,092,440
$2,335,600
2019A
$1,657,790
$315,000
$62,810
$295,000
$5,000
$2,335,600
2019R
$1,224,150
$1,108,400
$2,332,550
2019R
$1,654,740
$315,000
$62,810
$295,000
$5,000
$2,332,550
2020
$1,282,086
$1,111, 240
$2,393,326
2020
$1,715,516
$315,000
$62,810
$295,000
$5,000
$2,393,326
Public Works Core Services
• Snow plowing
• Parks/ballfields
• Street sweeping
• Forestry services
• Infrastructure preservation
• Special projects
• Water treatment/distribution
• Sanitary and storm sewer system
• New median maintenance and sidewalk and cycle track
snow removal/bandshell
oTotal Reactive Work orders (1826) Utilities (1045) operations (781)
300
i
Reactive Work orders 250
By Month 200 232
150 183 179 169 145
141
109 155 ° 154 ° Im
100 125 112I 119 79 128 0 0 901
0
0 95 62 0 102 102 103
88 81 87
50 0 74 76 67 64
OWA m [ 46 ]' [ 57 51 51 51
37 31 51
0
R m 6. a R m .0 .0 .0 .0
R a ' a E u E 0 Al o
N
x a
1200
1000 •
1001
800
600 Reactive Work Orders
400 By category
200
16 23 20
0 - � . 0 m - 0 . � . ____j -
Parks 1 Forestry Streets Lights Sanitary Stormwater Water
Facilities Ft Roads Ft Signs Issues Issues Issues __
Ongoing Capital Improvements
• Lyndale Avenue
• Mill and overlay
• Water main lining
• Sewer main lining
• 65t" Street
• 77t"Underpass
These projects represent nearly $62M in local
infrastructure improvements.
Central Garage
61000 — Central Garage
$2,983,850 $2,867,480 (3.9%) $2,710,100 (5.5)% (9.17%)
2019 Purchases
2020 Purchases
Public Works
Z-mower
$20,000
Public Works
1-Ton Pickup w/TommyGate
$50,000
1-Ton Dump & Plow (2)
$100,000
3/4 Ton Utility 4x4
Tool Cat
$50,000
$65,000
Dump Truck
p
$220,000
MT Sidewalk Plows (2)
$260,000
Community Development
1-Ton Utility Box Truck
$40,000
Inspections PHEV SUV (2)
$70,000
3/4 Ton Pickup Truck
$35,000
Fire
Fire Pumper Body $303,100 Fire
Police Fire Tahoe $50,000
SUV Interceptors (4) $150,000
Detective Hybrid Cars (3) $85,000 Police
VOTAF Police SUV's (3) $70,000 SUV Interceptors (2) $85,000
Recreation Svcs Detective Hybrid Cars (3) $90,000
Zamboni $111,630 ja��
Hybrid SUVs and carp
Mitsubishi Outlander Plug-in Hybrid Electric Vehicle
— All electric range - 22 miles
— Estimating fuel reduction of $360/year/vehicle
— Inspectors drive about 5000 miles/year
— 2 vehicles in 2019
Ford Fusion Hybrid Cars for Public Safety Detectives
— Combined 42 MPG
— 3 vehicles in 2019, 3 in 2020
I�l� Ar W� Him.-tiix�
Utility Funds Summary
51000 — Water Utility
52000 — Wastewater Utility
53000 — Stormwater Utility
$6,248,950 $6,549,270 4.8% $6,153,930 (6.03%) (1.52%)
$4,562,000 $4,577,000
$2,502,390 $2,767,040
• Metropolitan Council
Environmental Services
• Weather/water use
• Condition assessment
• Renewal plan
0.3% $4,499,580 (1.7%)
10.6% $2,866,100 3.6%
(1.37%)
14.53%
Water Usage 2006 - 2018
2006:
1355.5
3 13-yr Avg: 1135
MG/Y MG/YR
2018:
991.46
MG/YR
Proudly Serving Richfield
I�
New Play Equipment
• Jefferson Park
• Nicollet Park
• Taft Park
m
Wood Lake Nature Center
Prairie Restoration
Richfield Community Bandshell
All- 111bit-A -- ' :I
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Richfield Public A "
• Following the public art proposal put before the
council on July 16, 2018:
— Businesses, developers, and other organizations are
invited to submit proposals with a 2:1 matching
requirement (up to $10,000)
— Proposals would require a funding plan
— The Richfield Arts Commission would make
recommendations to the council on proposals, and
following approval, funding would be budgeted the
following year for the art project
— The $10,000 would come from both the round -up
program and/or CI P Funds, but this will take away
from other recreation priorities
Richfield Public Art (2020)
qn19 Performance Measures
• Recreation Services General Fund
— Recreation program registrations ........................29,310
— Wood Lake Nature Center visits..........................227500
— Veterans Memorial engravings sold.....................30 ($12,000)
— Wood Lake Nature Center volunteer hours ............ 41200
— Dollars saved from volunteer hours ......................$1067810
a II Boutiqu
GREAT PUMPKIN
61VEA\Y/AY4D
SKATE
WITH
SAN TA I'\,��
FRIENDS OF WOOD LAKE
FUNDRAISING DINNER
WOOD LAKE NATURE CENTER
f�Hmmeca-�"
AICNfIFlO
31d & 4fh of
ITY-WIDE
rwARArwE
SALE
J,p, J, j j
POOLAPALOOZA
CandfleflOght & mce
New Year's Eve @ Wood Lake
• Honoring All Veterans
MEMORIAL DAY YOUTH
CEREMONY ` FISHING
CLINIC
General Fund Summary
RecrP*n'ion Administration
Estimated 2019 and 2020 expenses are projected to be lower by
5.9% and 3.7% due to the lower starting salary of the new
Recreation Services Director.
RecrP*-"1"ion Programs
2019 Adopted
EXPENDITURES
2019 Revised
2020 Proposed
$1,038,020
$190383370 0%
$1,085,6404.6%
REVENUE
2019 Adopted
2019 Revised
2020 Proposed
$3543820
$349,840 -1.4%
$3425190-3.6%
• Expenditures will increase by $48,000 in 2020, mainly due to
increases in personnel costs (salary step increases and the
addition of an intern).
• Revenues are expected to decrease, primarily due to adult softball
leagues declining.
Wood Lake Nature Center
2019 Adopted
EXPENDITURES
2019 Revised
2020 Proposed
$5545460
$579,9004.6%
$582,380 5.0%
REVENUE
2019 Adopted
2019 Revised
2020 Proposed
$905050
$915730 1.9%
$9250602.2%
Expenditures in the 2019 Revised and 2020 Proposed budgets will
increase by 4.6% and 5% due to the addition of the Sustainability
Specialist position.
Recreation Services
SPECIAL REVENUE FUNDS
SPECIAL REVENUE
2019 A
FUNDS: SOURCES
2019 R
2020 P
Arena 1,1695390
17237,170
45959,990
Pool 507,010
537,310
5637150
Mini-Golf/Shelter 467090
141,190
407400
157221490
SPECIAL REVENUE
2019 A
199155670 11.2%
FUNDS: USES
2019 R
51563,540 2230/0
2020 P
Arena 9935860
1,0267470
4,755,310
Pool 4641420
466,860
4813490
Mini-Golf/Shelter 46,460
1377690
477970
15504,740
FUND BALANCE INCREASEMECREASE
2019 A
15631,020 8.4%
2019 R
512843770 251 %
2020 P
+217,750
+2847650
+278,770
Ice Arena
2019 Adopted
2019 Revised
2020 Proposed
$1,16%390
M I
1 $1,237,170
0
1 $4,95%990
1$
2019 Adopted
2019 Revised
2020 Proposed
$993,860
$13026,470
$43755,310
FUND BALANCE
INCREASEMECREASE
2019 Adopted
2019 Revised
2020 Proposed
+$1753530
+$2107700
+$2043680
Increased revenue through curling and private lesson time
Refrigeration system replacement in 2020 �L4&
Outdoor Pool
Pool season pass and daily sales remain strong
In 2020, we will be adding more shade and patio furniture
Pool Performance Measures
DAILY ADMISSION REVENUE
TOTAL PASS ATTENDANCE
LIVING SOCIAL
SEASON PASSES SOLD
REGULAR SEASON PASSES
SOLD
2018 A 019, 2019 R
.Ji
$104)727 $108)760 $1081760
30,813
11635
31,500
13900
454
32,000
1,971
570
Special Facilities
(Mini -golf and Picnic Facilities)
2019 Adopted
2019 Revised
2020 Proposed
$46,090
$1411190
$40,400
2019 Adopted
2019 Revised
2020 Proposed
$46,460
$137,690
$47,970
FUND BALANCE
INCREASEMECREASE
2019 Adopted
2019 Revised
2020 Proposed
-$370
+$3,500
-$79570
• Improvements made to building and patio in 2019
• New efforts to increase shelter revenue in 2020
P-
CITY OF RICHFIELD
MINNESOTA
PROPOSED BUDGET
2020 BUDGET TABLE OF CONTENTS
INTRODUCTORY SECTION
Letter of Transmittal
City Officials
Administrative Organization Chart
City Fund Structure
BUDGET SUMMARY INFORMATION
Page No
4
19
20
21
Summary of 2019 Revised Budget - All Funds
23
Summary of 2020 Budget - All Funds
24
2018-2020 Summary of Financial Sources and Uses and Changes in Fund Balances
25
Comparative Analysis of Revenue - All Funds
27
Comparative Analysis of Expenditure - All Funds
28
Comparative Analysis of Expenditure - By Major Objective All Funds
29
OPERATING BUDGETS
General Fund Analysis
Comparative Analysis of 2019 Adopted, 2019 Revised and 2020 Budget - General Fund
31
Comparative Analysis of Fund Balance - General Fund
32
Comparative Analysis of Revenues - General Fund
33
Comparative Analysis of Expenditures - General Fund
35
General Funds
Legislative/Executive - Summary
38
City Council/Mayor
39
Other Agencies
43
City Manager
45
Legal
49
Administrative Services - Summary
52
Administration
53
Human Resources
56
City Clerk/License/Election
59
Finance - Summary
64
Finance
65
Assessing
68
Public Safety - Summary
70
Support Services
71
Police
75
Emergency Services
79
Fire - Summary
82
Fire
83
Community Development - Summary
88
Community Development Department
89
Planning & Zoning
92
Inspections
94
Public Works - Summary
98
Administration
99
Engineering
102
Street Maintenance
106
Park Maintenance
109
-2-
2020 BUDGET TABLE OF CONTENTS
Page No
General Funds (continued)
Recreation Services - Summary
114
Recreation Services Administration
115
Recreation Programs
118
Wood Lake Nature Center
122
Special Revenue Funds
Liquor Contribution Fund
126
Tourism Administration
127
Communications Fund
128
Elections Fund
131
Drug/Felony Forfeiture
132
Public Safety Compliance
133
Recreation Services Contributions
134
Nature Center Contributions
135
Public Health Grants
136
Wood Lake Half Marathon
137
Franchise Fees
138
Ice Arena
139
Swimming Pool
141
Special Facilities
142
Enterprise Funds
Liquor Operations Fund - Summary
144
Liquor Operations
145
Lyndale Store
148
Cedar Store
152
Penn Store
156
Wine & Spirits
160
Water and Wastewater Utilities - Summary
164
Water Utility
167
Wastewater Utility
177
Stormwater Utility - Summary
185
Stormwater Utility
186
Internal Service Funds
Central Garage - Summary 198
Information Technologies - Summary 206
Property Liability Self Insurance - Summary 214
Building Services - Summary 220
Debt Service Funds
Debt Services Mission Statement 228
General Obligation Improvement Bonds 229
General Obligation Improvement Bonds Scheduled Debt Service Requirements 230
General Obligation Redevelopment Bonds 231
General Obligation Redev. Bonds Scheduled Debt Service Requirements 232
Computation of Legal Debt Margin 233
Capital Improvement Funds
Capital Improvement Budget and Plan Mission Statement 234
Capital Improvement Funds Appropriation 239
Budget Summary Capital Improvement Funds - 2020 240
2021-2024 Capital Improvement Plan 241
Capital Improvement 2019 Sources and Uses 243
Capital Improvement Reserve Fund 244
-3-
1
September 10, 2019
The Honorable Mayor
and
Members of the City Council
City of Richfield
Subject: Budget Message for the 2020 Fund Budgets
and the 2019 Revised Fund Budgets
Council Members:
In accordance with the Charter of the City of Richfield, submitted for your
consideration are the recommended budgets, including a balanced General Fund
budget, for the City of Richfield for the period January 1, 2020 to December 31, 2020
and for the remainder of the calendar year 2019. A City Council work session was
held on August 27, 2019 to review the proposed and revised budgets.
Pursuant to State law, the City Council must certify the new budget and the revenue
required to be raised by ad valorem tax levy to the County Auditor. The deadline for
the certification is December 30, 2019. A proposed 2020 tax levy must be submitted
to the County Auditor on or before September 30, 2019. Any amendments to the
proposed budget, which would increase the property tax levy, must be made prior to
the September 30, 2019 proposed levy certification deadline. No increases in the tax
levy are permissible after that date, only reductions.
The resolution required to certify the 2020 Adopted Budget and tax levy, as well as
the 2019 Revised Budget is presented within the final adopted budget document
completed in December.
The Budget Document includes the General Fund, Special Revenue Funds, Internal
Service Funds, Enterprise Funds, Debt Service Funds and Capital Improvement
Projects. A diagram of the fund structure is included in the Introductory Section.
Budgets for the General Fund and Special Revenue Funds are adopted on a basis
consistent with generally accepted accounting principles. Budgetary control for
Capital Projects Funds is accomplished through the use of project controls and for
the Debt Service Funds by bond indentures. An administrative organizational chart,
which summarizes all departments and divisions in the City, is included in the
Introductory Section. This chart indicates the divisions for which each department is
responsible. The 2020 Adopted Budget includes total appropriations from all funds of
$82,253,070, including all inter -fund transfers.
M!
OVERVIEW PROSPECTIVE
Richfield is experiencing a renaissance: the redevelopment boom and strong housing market
continued into 2019 and does not appear to be slowing down for 2020. The City has approved
$277 million in redevelopment projects in the last couple years and has been named one of the
hottest housing markets. The City also continues to increase its population which is projected
to be 35,700 by 2020. The robust local economy has strengthened and diversified the City's
tax base, which is a key City goal. The City has a number of strategic programs to ensure that
the economic boom extends to all of our residents.
The City has also worked to strengthen its financial condition by relying less on state aid
programs, specifically Local Government Aid (LGA), to fund operations. LGA only funds
account for only 5.7% of General Fund revenue today as compared to 24% in 2001. Over the
same period, the City has also made significant investments in infrastructure, both to
rehabilitate aging capital and to improve our assets to better deliver services today and
tomorrow.
The City continues to value our most important asset: our residents. We celebrate our growing
diversity and are working to engage better with all of our communities. And, Richfield is
determined to sustain its commitment to provide superior services to our community on a cost
efficient basis.
The future is bright, but not without challenges. Managing the redevelopment boom, engaging
effectively with a growing and changing population, and providing additional programs has led
to an increase in demand for City services. The investment in infrastructure is also a significant
fiscal pressure.
The 2020 City of Richfield budget and tax levy, as proposed, is expected to increase by 4.90%.
The increase can be split into two primary components: the first component is the base tax
levy, which includes funding for general fund operations, where the majority of city services are
provided, the EDA levy, and the levy for equipment replacement purchases. The second
component is the special levies, which comprise the debt service and tax abatement levies.
The increase projected for 2020 over 2019 can be directly traced to pressure on the General
Fund budget and the debt service levy required as a result of the issuance of the General
Obligation Bonds, Series 2019A. These bonds were issued to fund the reconstruction of 66tn
Street and Lyndale Avenue.
Strategic Development
Presently, the city has a number of redevelopment initiatives underway. The most active
redevelopment areas are:
• The Lakes at Lyndale Area - This area is considered the City's "downtown" and has
experienced significant redevelopment and investment over the past 20 years. This work
continued in 2019.
o Work is well underway on two new housing developments at the former Lyndale
Garden Center site. The Henley will front on Lyndale Avenue and is made up of
66 apartments and 8 rental townhomes. Lakeside at Lyndale Gardens is
comprised of 30 new luxury condominiums fronting on Richfield Lake. Both
projects are expected to be complete in 2020.
• 66th & Nicollet Area — A small area plan for this area was completed as part of the
decennial update of the City's Comprehensive Plan. The plan calls for a mix of uses,
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significantly improved connectivity, placemaking/outdoor plaza spaces, street -oriented
architecture and more.
o Brixmor, the property owner for the HUB shopping center, participated in this
planning process and continues to explore options for redevelopment of the site.
o Partnership Academy Charter School completed construction of a new K-8 school
at 6500 Nicollet Avenue (formerly Bremer Bank) and will open and be fully
operational in time for the 2019-2020 school year.
• Cedar Point Development Area — The east side of Richfield has also seen its first
significant development since the recession. Investment in existing and construction of
new commercial space in this area continued through 2019. New housing in the area
immediately west of the Cedar Point Commons development is also finally scheduled to
begin.
o Primrose School (daycare) was completed and is now open. This represents the
final piece of the Cedar Point Commons commercial development.
o A Development Agreement and final development plans for the construction of 218
market -rate apartments and 72 for -sale affordable townhomes directly across from
Target and Home Depot have been approved. Construction is expected to begin
in late summer/fall 2019.
• The Cedar Avenue Redevelopment Area (CARA) — This is the portion of the legislatively
defined airport noise impact redevelopment area that lies south of 66th Street.
o Interior remodeling of the three existing apartment buildings along Cedar Avenue
is now complete. New roofs, sidewalks, stairs, railings, and landscaping will be
installed in late summer 2019 to complete this portion of the project.
o Construction of The Chamberlain apartment project, which includes 283 new
apartments and the rehabilitation of 33 existing units, has continued this year.
Building A is actively leasing, with a move -in date of September 1 for the first
tenants.
o Building B, Richfield Parkway, and the Three Rivers Trail will be complete by the
end of October and Building C is expected to finish up in early winter of 2019.
• The 494 Corridor Area
o The new Morrie's Jaguar - Land Rover dealership is under construction at 1550
78th Street East (current Adler Graduate School). Construction, including a
rooftop solar array, is expected to finish up by early 2020.
o A Development Agreement to sell the former City Garage South site (7600
Pillsbury) for the construction of 55 workforce apartment units was approved.
• The Penn Corridor (Penn Avenue from Crosstown Hwy. 62 to 68th Street) - This area is
considered Richfield's "Main Street" and, as such, plans are underway to revitalize the
area through improved public amenities, private improvements and selective
redevelopment of underutilized properties.
o In 2017, the City secured grant funding from Hennepin County for a fagade
improvement program in this area. Promotional materials have been distributed
on three different occasions to businesses in the area and thus far three grants
have been awarded. Funding for approximately four additional grants remains.
o In 2019, the City successfully applied for $50,000 from Hennepin County's
Community Works Corridor Planning fund. This money will be used to study safe
and effective multimodal connections that will stimulate economic development
along Penn Avenue. This work is expected to begin in late 2019 and continue into
2020.
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o Construction of the Novo apartment project (66th Street and Queen Avenue) is
expected to begin before the end of 2019. This project includes 183 market -rate
apartments, the closure of Queen Avenue between 65 '/2 Street and 66th Street,
and construction of a new section of Russell Avenue between 65 '/2 Street and
66th Street.
o Staff continues to see increased development interest in the area. Lund's is
expected to come forward with plans to add multi -family housing to their site in fall
of 2019 and the City is currently exploring redevelopment options for the former
Bumper -to -Bumper property at 6501 Penn Avenue.
To complement the commercial redevelopment, the City has a number of programs in place to
reinvest in the housing stock of the city, including:
• Apartment Remodeling Program — This program offers no -interest, deferred loans to
make improvements to apartment buildings and is funded through the Economic
Development Authority. Priority is given to buildings with affordable rents, and owners
provide matching funds.
• Richfield Rediscovered Program - This program provides for the replacement of small,
substandard homes within residential neighborhoods and is funded primarily through the
Housing & Redevelopment Fund. One hundred and forty-three homes have been
constructed in conjunction with this program since it began in 1991. The program is
designed to provide larger, higher -value, single-family housing options for households.
When possible, the HRA acquires substandard homes for this program and clears the
properties in order to sell the lots for new construction. Four homes will be completed in
2019.
• Transformation Loan Program — This is an incentive loan program for remodeling homes
to encourage investment in neighborhoods, encourage households to stay in the City, and
increase home values. The Transformation Home Loan is a zero -interest, deferred
payment loan that covers 15% of the overall project cost, for projects valued at $50,000 or
greater. Four loans have been issued in 2019, leveraging over a million dollars in
improvements.
• New Home Program — The New Home Program was established to address deteriorated,
substandard structures and to provide home ownership opportunities for low to moderate -
income households. Non-profit builders and developers like Twin Cities Habitat for
Humanity and West Hennepin Affordable Housing Land Trust have rehabilitated or built
52 new homes since 1993.
• Community Development Block Grant Program (CDBG) — The HRA receives federal
CDBG funds through Hennepin County, annually, to assist low-income home owners to
make necessary repairs to their houses and to facilitate the construction of new affordable
housing in the City. Hennepin County administers the home -improvement Richfield
Deferred Loan Program and typically assists 6 to 10 households annually. Program
funding has also been used to acquire substandard houses for the future construction of
new, affordable homes and to purchase and rehabilitate homes under the New Home
Program. Funds were approved for a Down Payment Assistance Program to help
Richfield renters get homeownership ready and buy their first home in Richfield. Five
loans are anticipated in 2019.
• Remodeling Advising - The HRA offers both free Remodeling Advising services as well as
low-cost Architectural Advising to help homeowners make wise decisions when planning
home improvements. Both programs are highly utilized.
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• Community Fix -Up Fund Interest Rate Write -Down Program — In 2012, the HRA
established this interest rate write -down program for home improvement loans for
qualified households. This program targets households with incomes that fall between
80% and 115% of the area median income and currently offers an interest rate of just
three percent. Funds are supplemented with an Impact Fund grant from Minnesota
Housing.
• The Home Energy Squad Enhanced Program — This program began in 2013 to provide
enhanced energy audit visits to homeowners at a reduced price of $50, which can be
waived for low-income homeowners. Since the program began in March 2013, over 600
visits have been conducted throughout the city, helping owners reduce energy usage and
save money.
State Aid
Over the last several years, the City of Richfield, under City Council direction, has been
following a policy to minimize its reliance on Local Government Aid (LGA). The State's past
budget issues have had a negative, trickle -down effect on cities and, therefore, the City feels it
is in its best interest to not rely on 100% of its LGA funding for operations, even though the
State's financial outlook has improved and stabilized in recent years.
The 2019 session of the Minnesota Legislature opened with a new democratic governor,
democratic control of the House of Representatives, and republican control of the Senate. The
session, which marked the first year of the State's fiscal biennium, was set to focus primarily
on setting the budget for the next two years.
As with any legislative session there are always a mix of successes and failures. Some of the
2019 session successes were an increase in Local Government Aid (LGA) funding back to
levels last seen in 2002, $40 million in broadband grant funding and money to help cities with
water/wastewater infrastructure. However, some of the disappointments was the failure of the
legislature to pass a much needed transportation bill, there was no bill to simplify the process
for construction sales tax exemption and the process for local sales tax authorization was
made more cumbersome. The most significant positive impact for the City of Richfield will be
the increase in LGA. It is estimated that the City will see an increase of $117,710 in 2020 from
the 2019 level.
At the present time, the State is projecting a budget surplus of $1.052 billion for the 2020-2021
biennium. Despite this positive news from the State, the City still plans to move forward with
the policy of not relying on all of our LGA for operations. However, due to infrastructure
projects which required the issuance of tax supported debt, the formation of the Richfield
Economic Development Authority (EDA), and increases in General Fund budgeted
expenditures, there has been increased pressure on the City's tax levy. Consequently, to
mitigate the pressure on the levy, the City has slowly increased its budgeted level of LGA, with
an increase of $600,000 in 2018, $50,000 in 2019, to a proposed increase of $250,000 in
2020. The City realizes it has a responsibility to provide basic services at a reasonable cost,
and by increasing the level of budgeted LGA this will help mitigate tax levy increases. The City
still has sufficient LGA reserves to mitigate volatility in state funding in the short-term.
Richfield remains one of the top ten beneficiaries of the metropolitan Fiscal Disparities
Program. Fiscal Disparities is a mechanism for tax base sharing for new commercial/industrial
property development. Under the program, a certain percentage of new commercial/industrial
growth in the metropolitan area is contributed to a pool. The tax base growth is then
redistributed to cities in the seven county metropolitan area based on a needs formula. In the
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past, there has been discussion at the Legislature about changing the Fiscal Disparities
Program, but so far it has only been discussion. The City will monitor and respond to any
future attempts to change the program.
Infrastructure
The City will continue to reinvest in its infrastructure and schedule major projects to minimize
the debt impacts on property taxes. In 2015, the City made the decision to invest in a six year
program to mill and overlay all city streets. This process will extend the life of city streets at a
fraction of the cost of completely reconstructing a street. It is planned that up to 85 miles of
residential roads will be milled and overlaid in addition to the repair of catch basins, manholes
and the replacement of curb and gutter. The first year of the program was 2015; 2020 will be
the sixth and final year of the program. The overall program is estimated to cost $19,500,000.
The project will be funded through the issuance of street reconstruction bonds, with gas and
electric franchise fees providing the debt service on the bonds. At the completion of the six
year project, the gas and electric franchise fees will continue to be used to fund the next phase
of planned City street maintenance, the sealcoating of the streets to ensure that they remain
viable. The City will also continue to reinvest in its rolling stock, technology and City facilities
through dedicated tax levies, as needed.
Second, there are several transportation and right-of-way projects that will continue to be
addressed in 2019 and 2020 and several years out. They are as follows:
• 66th Street Reconstruction. This project will consist of the reconstruction of 66th Street
from Xerxes Avenue east to 16th Avenue. It will include the replacement of city utilities,
undergrounding of parallel overhead utility lines, and improved bicycle and pedestrian
accommodations. This is a County road project; however, the City will share in the
costs, including 10% of road construction, 50% of storm sewer, 100% of water/sewer
replacement and any additional streetscape elements not cost -shared by the County.
The total estimated cost is $61,292,000. Construction began in 2017 and will continue
through 2019 into early 2020.
• 77th Street Underpass. This project will extend 77th Street under Trunk Highway 77,
connecting to the 24th Avenue Interchange at 1-494. This project will provide regional
access to the Minneapolis -St. Paul International Airport and to the Mall of America. The
project also completes the last link in the local ring route that, together with the
additional access, is needed before expansion on 1-494. The total estimated cost is
$30,500,000. Design of the project began in 2015, with construction estimated to begin
in 2020.
• Lyndale Avenue Reconstruction. This project will reconstruct Lyndale Avenue between
67th Street and 76th Street and will include the replacement of city utilities. The total
estimated cost is $10,000,000, with construction to begin in 2019 and completion in
early 2020.
Personnel
Richfield significantly trimmed staff in response to LGA cuts in 2010 and has maintained a lean
staff since. The City continues to look at reallocating human resource costs to provide the most
cost effective service delivery model wherever such an opportunity may present itself.
However, service demand has steadily increased in recent years due primarily to the
development boom, increase in infrastructure projects, technology support and increased
engagement. There are several staff additions and changes in 2019 and planned for 2020. The
2019 changes that impact the General Fund include; the City Clerk division will add one full
time position, and begin a transition from utilizing intermittent staffing to permanent part-time
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staffing. The City Manager division will add a Senior Office Assistant position to be shared with
the Fire department, with 60% to City Manager and 40% to the Fire department. The
Engineering division will add a new Project Engineer position and eliminate two Project Civil
Engineer positions. Finally, the Park Maintenance division will add a new parks maintenance
Public Works worker position. For 2020, the Fire department will add a Battalion Chief position,
the engineering division will add an Assistant City Engineer position and the Information
Technologies fund will add a Help Desk Technician position. Personnel costs also increased
due to a 3% cost of living adjustment for all employees, step increases for eligible employees
and a 10% increase in health insurance.
2020 Budget Goals
The 2020 budget includes funding and staffing to advance City Council goals:
• Investing in infrastructure to best serve today's and tomorrow's residents, businesses
and visitors;
• Attracting and retaining development that creates prosperity for all and is consistent with
the City's "Urban Hometown" character;
• Ensuring that the City's services are accessible to people of all races, ethnicities,
incomes and abilities;
• Providing a full range of quality housing options through our policies and programs;
• Utilizing a wide variety of communication and engagement tools to build a stronger
relationship with residents, businesses and visitors; and
• Promoting and valuing core services and its contributions to making Richfield an
exceptional place to live, learn, work and play.
Just as importantly, the budget advances these goals in a fiscally responsible manner by
balancing the need to invest in achieving these goals with the need to keep property tax
increases reasonable.
GENERALFUND
The General Fund serves as the chief operating fund of the City. It is used to account for all
financial resources, except those required to be accounted for in another fund.
Revenues
The General Fund, which provides for most of the traditional services that residents have come
to expect, receives the majority of its funding from property taxes. Other sources of funding, to
a lesser degree, come from intergovernmental revenue, charges for services, licenses and
permits, and transfers in from other funds.
The 2020 Proposed budget was prepared with the strategy that the primary funding source for
the General Fund operations now, and in the future, will come from property taxes. The impact
of limiting dependence on state aids can create a funding gap in General Fund revenues. The
challenge is to fill this gap. Since cities are limited in the type and extent of revenues that they
can generate, the outcome is an increase in property taxes. The result of this funding choice
has been a continued and dramatic shift in General Fund revenues. For example, in 2001,
LGA accounted for 24% of General Fund revenues. In 2020, it will account for 5.7%.
Conversely, property taxes have grown from 40% of revenues in 2001 to 68% in 2020.
The 2020 budgeted General Fund revenues of $25,438,820 represents a 4.99% increase from
the 2019 Adopted budget. The sources of General Fund revenues, with the exception of
property taxes and intergovernmental revenues have remained relatively comparable to the
prior years' budget levels. However, revenues from transfers -in from other funds continue to be
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a major source. In 2020, the General Fund will receive: $150,000 from the Communications
Fund; $318,210 from the Liquor Operations fund to offset administrative costs related to the
liquor operation; $435,000 from a closed bond fund; and $700,000 of prior years' LGA set
aside reserves. A comparison of actual General Fund revenues from 2019 to 2020 is shown in
Figures 1 and 2 below.
10%
10%
2019 GENERAL FUND REVENUES
6%
Figure 1
2020 GENERAL FUND REVENUES
68%
68%
■ Taxes
■License & Permit
❑ Intergov't Revenue
❑Charge for Service
■ Fines & Forfeit
❑Misc. Revenue/Trans.
■ Taxes
■License & Permit
❑ Intergov't Revenue
❑Charge for Service
■ Fines & Forfeit
❑Misc. Revenue/Trans.
Figure 2
Expenditures
The City's General Fund is used to account for most of the services that the City provides to its
residents, such as police, fire, public works, parks, recreation and general administration.
Richfield's General Fund is organized into eight major departments; Legislative/Executive,
Administrative Services, Finance, Public Safety, Fire, Community Development, Public Works,
and Recreation Services. Each department, in turn, encompasses divisions that provide an
array of services, either directed to the public or in support of other City services. A General
Fund organizational chart, which includes all departments and divisions, is shown in the
Introductory Section of this document. City policy requires that all budgeted expenditures
under $1,000 must be approved by a division manager and department director. Any
expenditure over $1,000 must be approved by the division manager, department director, the
Finance Director and City Manager. Any expenditure over $175,000 must be approved by the
City Council.
MIE
2016 GENERAL FUND EXPENDITURES ❑Legal/Exec.
■Admin. Svcs.
9% 1% 4% °
6 /°
❑ Public Safety
18%
■ Fire
1 7 ■Comm. Dev.
6% 38% ❑ Public Works
■ Recreation
18%
■ Transfers
Figure 3
2020 GENERAL FUND EXPENDITURES ❑Legal/Exec
8% 1% 4% 4% 3% ■Admin Svcs
■ Finance
17% 39/° ° ❑Public Safety
■ Fire
6% ■Comm. Dev.
❑ Public Works
■ Recreation
■ Transfers
18%
Figure 4
It is logical that over a period of years, the type and mix of City services would likely change as
the community changes. However, in a mature community such as Richfield, it is also
important that a consistent balance of services be maintained, even in the face of budgetary
constraints. Richfield's mix of services, as seen through an expenditure analysis of the seven
major departments, reflects a stable, consistent approach. The 2020 expenditures are
consistent with the expenditures from 2016 (Figures 3 and 4). In the 2020 Budget, 57% of the
total expenditures are designated for Public Safety and Fire Department operations, while an
additional 17% is designated for Public Works operations. As a comparison, the 2016 actual
expenditures reflected 57% and 18% of total expenditures for the Public Safety, Fire and
Public Works Departments.
While there have been adjustments, the total balance of services provided by the major
departments remains relatively constant. City staff made every effort to limit 2020 expenditure
increases for all departments of the General Fund in an attempt to maintain the current level of
City services and in response to the internal and external constraints placed on the City as
mentioned previously. The most significant issues for the 2019 Revised and 2020 Adopted
General Fund Department Budgets are summarized in the following section.
sip
2019 REVISED AND 2020 ADOPTED DEPARTMENT BUDGETS
Legislative/Executive
The 2019 Revised budget reflects a 6.74% decrease due to a decrease in labor costs
within the City Manager division. The 2020 Proposed budget reflects a .13% decrease due
to decreased personnel costs in the Mayor/Council division.
Administrative Services
The Administrative Services Department budget for 2020 reflects an increase of 28.84%.
The increase is the result of 100% of the Administrative Services department director's
time being reallocated to the Administrative division and the City Clerk division adding one
full time position and transitioning from intermittent staffing to permanent part-time staffing.
Finanra
The Finance Department reflects a 2.33% increase for 2019. The increase can be traced
to an increase in personnel costs and the contract with Hennepin County for property
assessing services.
Public Safety
The Public Safety Department reflects a 3.48% increase in the 2020 Proposed budget as
compared to the 2019 Adopted budget. The increase is a result of personnel cost
increases due to a large number of collective bargaining step increases and an increase in
the City's share of public health inspection costs.
Fire
The Fire Department budget for 2020 reflects a 9.2% increase over the 2019 Adopted
budget. The increase is a result of increased personnel costs as firefighters work their way
through step increases and become eligible for longevity payments and the addition of the
Battalion Chief position.
Community Development
The Community Development Department 2019 Proposed budget reflects a 3.49%
increase over the 2019 Adopted budget. The increase can be attributed to salary and
benefit costs.
Public Works
The 2020 Public Works Department budget reflects a 2.69% increase from the 2019
Adopted budget. The increase is the result of increases in personnel and operational
costs.
Recreation Services
The Recreation Services Department 2020 Proposed budget indicates a 3.14% increase
over the 2019 Adopted budget. The increase is a result of an increase in personnel and
operating costs.
SPECIAL REVENUE FUNDS
Liquor Contribution Fund
The Liquor Contribution Fund receives profits from the municipal off -sale liquor operations.
Expenditures from the fund are restricted in use to financing capital improvements that
would otherwise be financed by a General Obligation bond issue. In 2020, $450,000 of
project costs are planned, including:
• Park Play Equipment Replacement at three parks
• Major park maintenance.
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Transfers of $450,000 will be made from Liquor Operations in 2020 to fund these projects
Tourism Administration Fund
This fund accounts for the collection of lodging tax revenues and the pass -through of
these funds to the Richfield Tourism Promotion Board. The Tourism Promotion Board
promotes the city as a tourist/visitor destination and promotes civic activities to enhance
the city's image.
Communications Fund
The Communications Fund is maintained to account for the quarterly cable franchise fees
received, cable television and community communication activities. The fund provides
100% of the Communications & Engagement Manager position, which is responsible for
the City's website, social media, cable bulletin board, press releases and other public
communications and the Communications Specialist and Video Production Assistant
positions.
Election Fund
The Election Fund was established to isolate the large fluctuation over time in election
costs from year to year. The fund provides voter registration services, voter information
services and election administration. Funding for the costs of elections services is derived
from rental revenues from cellular telephone carriers who rent space for their antennas on
City infrastructure.
Drug/Felony Forfeiture Fund
The Drug/Felony Forfeitures Fund receives its revenues as a result of cash and property
seized related to drug and/or felony criminal activity. The revenues received are used to
purchase equipment for public safety purposes and to provide funding for training.
Public Safety Compliance Fund
Revenue from this fund is derived from fines levied against businesses that fail alcohol and
tobacco compliance checks. The monies received from the fines are then used to fund the
costs involved in performing compliance checks. This fund will also account for the
Community Emergency Response Team (CERT) and Justice Assistance Grants (JAG).
Recreation Services Contribution Fund
The Recreation Services Contributions Fund serves as a method to account for donations
received that are intended to benefit activities of the Recreation Services Department.
Uses of the donations include staffing costs, the purchase of supplies and equipment and
to help fund parks -related construction projects.
Nature Center Contribution Fund
The Nature Center Contribution Fund serves as a method to account for donations
received that are intended to benefit Wood Lake Nature Center. The source of the
donations comes from fundraising activities of the Friends of Wood Lake (FOWL). The
donations are used to supplement the Wood Lake Nature Center operating budget and for
the purchase of supplies, equipment and to help fund nature center construction projects.
Public Health Grants Fund
This fund accounts for the receipt of federal grant funds that are to be used by the City to
assess and enhance the capacity of local public health departments to respond to bio-
terrorism, infectious diseases and other threats to public health.
MICE
Wood Lake Half Marathon Fund
This fund was established to provide an alternative revenue source to fund the Wood Lake
Nature Center's environmental education curriculum for Richfield Public School students in
kindergarten through eighth grade. Funding for the program is derived from proceeds from
the annual Urban Wildland Half Marathon and 5K race.
Utility Franchise Fees Fund
This fund accounts for gas and electric franchise fees collected from the public utilities.
The majority of fees collected will be directed to the mill and overlay program and toward
the debt service for the bonds issued to help fund the program. This may cause a
decrease in the fund balance. In addition, a smaller portion of the fees collected will
continue to fund the annual tree planting program, the Dutch Elm disease tree program,
and the Emerald Ash Borer disease program.
Ice Arena Fund
The Ice Arena maintains two sheets of ice and is the home to a Junior A Tier II hockey
team, the Minnesota Magicians. The operation provides skating lessons, open skating,
and sponsors an annual ice show. It also rents ice to local high schools for practices and
games and to youth associations for clinics, practices, games and tournaments.
Swimming Pool Fund
This fund accounts for all activities related to the swimming pool operation. It strives to
provide users with an outstanding outdoor recreational swimming experience for all ages
and groups. For 2020, the feasibility of opening the zero depth pool on Memorial Day and
Labor Day weekends will be explored along with adding a splash pad to the facility.
Special Facilities Fund
This fund maintains the City's mini -golf course which is run by Wheel Fun Rentals, Inc.
through a concession agreement with the City. In late 2018 and into 2019 Wheel Fun
Rentals invested approximately $240,000 into a new mini -golf course and walkways. In
addition, the operation provides a picnic shelter to be used by the Richfield Farmers
Market and park users.
ENTERPRISE FUNDS
Liquor Stores Fund
The City of Richfield operates four municipal liquor stores. Total sales for the four liquor
stores for 2019 are projected to be $12.5 million and grow to $13.4 million in 2020, a 7%
increase. Operating expenses budgeted for 2020 for the four stores total $2.39 million.
This reflects an increase from the 2019 adopted operating expenses. For the four stores,
the projected profit before transfers for 2020 is expected to be $998,640 with budgeted
transfers to the Special Revenue Fund of $450,000 and $318,210 to the General Fund for
administrative costs, police duty and payments in lieu of taxes. The net effect of the 2020
budget is an estimated increase in retained earnings of $210,780 or 4.82% increase from
2019 revised budget, primarily due to projected increase in sales.
Water and Wastewater Utility Fund
The Water and Wastewater Utility Fund accounts for the operation and maintenance of the
City's water plant and the maintenance of 120 miles of sanitary sewer lines. Operating
revenues for the Water Fund for 2020 Proposed reflect an increase from 2019 Adopted
levels. The increase can be attributed to a planned increase in water rates as result of a
rate study conducted in 2017. The Water Fund continues to reinvest in its infrastructure in
2019 and 2020. Included in the current budgets are capital improvements totaling
sM
$2,090,000 in 2019 and $1,500,000 in 2020. The improvements relate to the city wide
water meter upgrade, lining of the water main under 1-35W, a new sludge mixer and the
rehab of the filter press.
The Wastewater Utility Fund provides collection of sanitary wastewater from approximately
11,500 accounts in the city. The 2020 Sanitary Wastewater Operating Budget is
approximately $4.5 million. The most significant expense is the wastewater treatment
charges paid to Metropolitan Council Environmental Services (MCES). MCES charges are
expected to decrease from the budgeted 2019 level of $2,681,950 to $2,550,770, a 4.89%
decrease.
Water rates for 2020 will increase based on the rate study performed in 2017. Accordingly,
the rates will increase across the three tier levels by 5%. Tier 1 will increase 20 cents per
thousand gallons, Tier 2 will increase 23 cents per thousand gallons and Tier 3 will
increase 28 cents per thousand gallons. In addition, wastewater rates will increase by 5%
or 28 cents per thousand gallons.
Storm Water Utility Fund
The Storm Water Utility Fund provides for the disposal of storm water for the city and is
funded through user fees. The fund provides for routine maintenance and major capital
improvements to the system. The Storm Water Utility was part of the 2017 rate study and
as such rates for 2020 will increase by 7% or $1.33 per quarter over 2019 levels.
INTERNAL SERVICE FUNDS
Central Garage Fund
The Central Garage Fund accounts for the acquisition, maintenance, and repair of all
motor vehicles and motor -driven equipment used by the City. It is funded by internal
operating user fees charged to other City departments and funds. Fees for 2020 will
increase 3.13% over 2019 levels. The funding for the replacement of equipment that the
operation maintains will be accomplished through a general tax levy in the amount of
$685,000, an increase of $15,000 from 2019. The increase is in response to increased
costs incurred in the purchase of rolling stock and equipment. In addition, it is projected
that for 2019 and 2020 the fund may not cash flow, therefore, operating transfers are
planned to mitigate the decrease in cash of the operation until such a time that rates
charged to user departments and the tax levy amounts can be increased. The fund is
scheduled to make purchases in 2019 of $974,730 and $880,000 in 2020. The significant
purchases planned for 2020 are:
• Dump Truck ($220,000);
• Two — Sidewalk Plows ($260,000);
• Two — 1 Ton Dump & Plow Trucks ($100,000); and
• Two Interceptor Squads ($85,000)
Information Technologies Fund
The Information Technologies (IT) Fund's primary purpose is to provide computer
hardware and software support, programming and training to City staff. In response to
increased support needs, security requirements, and increased technology demands, the
fund has budgeted for one additional staff position in 2020. As with the Central Garage
Fund, the purchase and replacement of equipment in the IT Fund has been funded
through a general tax levy. The scheduled purchase of technology equipment for 2019 and
2020 is estimated to be $135,000 each year. The IT Fund also provides office supplies
and copying services for all City departments.
MOO
Self Insurance Fund
The Self Insurance Fund accounts for all of the City's costs for claims related to Workers'
Compensation, unemployment insurance benefits, property insurance, flexible benefits,
dental insurance, and all other City self insurance costs. For 2020, the fund has increased
property/casualty rates, however, due to a reduction in claims, workers compensation
rates were reduced. Finally, operating results of the fund are dependent on the number
and scope of claims paid during any given year and consequently, results can fluctuate
from year to year.
Building Services Fund
The Building Services Fund is responsible for the maintenance and upkeep of the Richfield
Municipal Center and Fire Station 2. 2020 will be the ninth year of operation for the
municipal center. After this amount of time the operating budget is coming into focus. User
fees will still be adjusted on an annual basis to keep pace with operating costs and to
provide funding for replacement costs of fixtures within the building.
DEBT SERVICE FUND
The Debt Service Fund is used to record financial operations from special assessments,
tax increment, and, as necessary, property taxes to meet debt service payments and
outstanding bond issues.
General Obligation improvement bonds are payable through 2040, with outstanding
principal at the beginning of 2020 of $48,460,000. The fund balance in the fund, along with
debt service tax levies, special assessment collections and interest earnings are pledged
to service the debt.
The General Obligation redevelopment bonds are retired from tax increment collected from
the project area. Redevelopment bond principal of $4,220,000 is payable through 2025.
OPERATING CAPITAL EXPENDITURES
Capital expenditures represent all tangible or intangible assets that are used in operations,
that have initial useful lives extending beyond a single reporting period and whose dollar
value is greater than $5,000. In the 2019 Revised Budget the City has budgeted for
$1,297,840 operating capital expenditures, while there are no operating capital
expenditures currently budgeted for 2020. The capital expenditures budgeted for 2019 are
within the Special Revenue and Proprietary Funds. These budgeted items are not to be
confused with the projects that are part of the Capital Improvement Budget and Capital
Improvement Program.
CAPITAL IMPROVEMENTS BUDGET
The Capital Improvement Budget recommends $12,845,000 of expenditures in 2020.
There are four projects that comprise the majority of the budgeted amount. The first project
is the Ice Arena Refrigeration project. The estimated cost for 2020 is $3,680,000. The
second project is the final funding for the 66t" Street project and this amount is $1,850,000.
The third project is the final year of the mill & overlay project. The estimated cost is
$3,250,000. The fourth project is year two of the city wide water meter replacement
project. Total cost for the three year project is estimated to be $4,000,000. The projects
are to be funded by general obligation bonds, State Bond funds, State Aid monies, county
funds, franchise fees, and internal funding sources. The City will also continue with
improvements for various City parks in 2020 with funding of $450,000 from the Liquor
Contribution Special Revenue Fund.
-17-
CONCLUSION
The City of Richfield continues to be a sound financial operation. The City has a bright
future and can be proud of its accomplishments. It has taken on the challenge to
redevelop and reinvest in order to continue to be a vibrant, sustaining community.
For the 2020 Budget year, the City has presented a balanced General Fund Budget, which
has increased 4.99% from the 2019 Adopted budget. This budget will allow the City to
continue to provide the excellent core services required, expected and needed by its
residents and businesses, advance City Council goals and make investments to position
the City well for the future. In addition to our residents, the City's most valuable assets are
our employees who make up a large portion of the budget. Whether an employee is just
starting or has worked at the City for many years, we all take pride in providing quality
service to the residents of Richfield.
The information presented in this budget document provides the background and funding
plan to address the opportunities and challenges facing the City in 2020, and beyond. I
would like to take this opportunity to thank Finance Director Chris Regis and all City
departments for their input and help in preparing the 2020 budget.
Respectfully submitted,
t-4-P-2(
Katie Rodriguez
City Manager
-18-
CITY OFFICIALS
MAYOR - MARIA REGAN GONZALEZ
COUNCIL MEMBER — MARY SUPPLE
COUNCIL MEMBER — SIMON TRAUTMANN
COUNCIL MEMBER — EDWINA GARCIA
COUNCIL MEMBER — BEN WHALEN
Term of Office
4 Years
4 Years
4 Years
4 Years
4 Years
ADMINISTRATIVE STAFF
KATIE RODRIGUEZ — CITY MANAGER
CHRIS REGIS - FINANCE DIRECTOR
ELIZABETH VANHOOSE - CITY CLERK
Term Expires
December 31, 2022
December 31, 2022
December 31, 2020
December 31, 2020
December 31, 2020
sM
Administrative
City of Richfield
Administrative Organization Chart
Other Agencies
Support
Citizens of Richfield
City Manager I
City Attorney I
Recreation Community Liquor
Services Development r i
Recreation
Human
vouce
varK ana
Resources
Assessing
O erations
Enaineerina
Recreation
City Clerk/Election
Emergency
Street
Wood Lake
Deputy Re istrar
Services
Maintenance
Nature Center
Information
Park
Ice
Technolo ies
Maintenance
Arena
Self Insurance/
Water & Waste.
Swimming
Risk Management
Utility
Pool
Communications
Stormwater
Special
Fund
Utility
Facilities
Buildinas 1 I & Eauioment
viammng tx
Zonina
Penn Store
Wines &
Spirits
-20-
*General Fund
CITY OF RICHFIELD - FUND STRUCTURE
GOVERNMENTAL FUNDS
Special Revenue
Funds
Liquor Contribution
Tourism
-F Administration
Communications
Fund
Elections
Drug/Felony
Forfeiture
Public Safety
Compliance
Recreation Services
Contributions
Nature Center
Contributions
Public Health
Grants
Wood Lake
Half Marathon
Franchise
Fees
Ice
Arena
Swimming
Pool
Special
Facilities
Debt Service Capital
Funds Project Funds
*Improvement Recreational
Bonds Development
Redevelopment I H
*Right of Way
Bonds Improvements
Public I
Facilities
PROPRIETARY FUNDS
Enterprise Funds
*Municipal Liquor
Water & Wastewater
Utility
Storm Sewer I
Utility
Internal Services Funds
Central Garage
& Equipment
Information
Technoloaies
Self Insurance I
Risk Manaaement
Building
Services
Compensated I
Absences
The City's budget is prepared using a modified accrual basis of accounting for all governmental funds and an accrual
basis of accounting for proprietary funds.
21
* Denotes Major Fund
BUDGET SUMMARY
-22-
SUMMARY OF 2019 REVISED BUDGET ALL FUNDS
FUND
General
Special Revenue Funds
Liquor Contribution
Tourism Administration
Communications
Elections
Drug Felony/Forfeiture
Public Safety Compliance
Recreation Contributions
Nature Center Contributions
Public Health Grants
Wood Lake Half Marathon
Franchise Fees
Ice Arena
Swimming Pool
Special Facilities
Enterprise Funds
Liquor
Water & Sewer Utility**
Storm Sewer Utility **
Internal Service Funds
Central Garage
Information Technologies
Self Insurance
Building Services
Debt Service Funds **
G.O. Improvement Bonds
G.O. Redevelopment Bonds
Capital Improvement Funds
Recreational Development
Right -of -Way Improvements
Public Facilities
Fund Balance
January 1, 2019
Revenues
Fund Balance
Expenditures December 31, 2019
$ 8,810,296
$ 24,211,600
$ 24,211,600
$ 8,810,296
136,873
950
-
137,823
55,646
10,500
10,130
56,016
2,035,076
392,000
300,570
2,126,506
1,267,878
361,000
160,300
1,468,578
185,839
61,200
41,630
205,409
139,630
65,790
49,840
155,580
38,328
30,200
21,000
47,528
53,961
94,100
91,100
56,961
104,510
53,050
48,330
109,230
25,636
69,500
63,800
31,336
2,208,703
1,852,000
2,039,480
2,021,223
(3,841,402)
1,237,170
1,026,470
(3,630,702)
(952,039)
537,310
466,860
(881,589)
26,791
141,190
137,690
30,291
3,838,831
12,595,000
12,003,270
4,430,561
17,839,830
9,250,710
8,169,200
18,921,340
7,753,160
1,804,420
2,092,040
7,465,540
4,646,213
2,194,950
1,892,750
4,948,413
197,659
1,186,920
1,258,090
126,489
4,776,472
972,920
1,124,530
4,624,862
772,161
897,140
897,140
772,161
10,844,148
9,624,400
15,165,670
5,302,878
-
868,100
868,100
-
4,362,917
450,000
450,000
4,362,917
14,455,969
17,030,000
17,030,000
14,455,969
-
2,565,000
2,565,000
-
TOTALS $ 79,783,086 $ 88,557,120 $ 92,184,590 $ 76,155,616
* In municipal accounting, all capital outlay acquired by the Enterprise and Internal Service Funds is recorded
at cost. This cost is charged as depreciation expense over the estimated useful life of the asset.
** Bonds are not recorded as current expenditures, but rather as adjustments to the cash position.
-23-
SUMMARY OF 2020 BUDGET ALL FUNDS
FUND
General
Special Revenue Funds
Liquor Contribution
Tourism Administration
Communications
Elections
Drug Felony/Forfeiture
Public Safety Compliance
Recreation Contributions
Nature Center Contributions
Public Health Grants
Wood Lake Half Marathon
Franchise Fees
Ice Arena
Swimming Pool
Special Facilities
Enterprise Funds
Liquor
Water & Sewer Utility**
Storm Sewer Utility **
Internal Service Funds
Central Garage
Information Technologies
Self Insurance
Building Services
Debt Service Funds **
G.O. Improvement Bonds
G.O. Redevelopment Bonds
Capital Improvement Funds
Recreational Development
Right -of -Way Improvements
Public Facilities
Fund Balance
January 1, 2020
Revenues
Fund Balance
Expenditures December 31, 2020
$ 8,810,296
$ 25,438,820
$ 25,438,820
$ 8,810,296
137,823
450,950
450,000
138,773
56,016
10,500
10,130
56,386
2,126,506
395,800
480,260
2,042,046
1,468,578
378,500
133,460
1,713,618
205,409
42,000
43,000
204,409
155,580
14,700
8,200
162,080
47,528
30,220
21,000
56,748
56,961
94,200
92,000
59,161
109,230
53,150
48,330
114,050
31,336
69,500
63,800
37,036
2,021,223
1,847,000
2,943,020
925,203
(3,630,702)
4,959,990
4,755,310
(3,426,022)
(881,589)
563,150
481,490
(799,929)
30,291
40,400
47,970
22,721
4,430,561
13,476,810
13,194,070
4,713,301
18,921,340
9,571,700
8,354,280
20,138,760
7,465,540
1,917,130
2,286,100
7,096,570
4,948,413
2,248,010
1,830,100
5,366,323
126,489
1,223,900
1,453,700
(103,311)
4,624,862
968,000
1,136,880
4,455,982
772,161
924,180
923,810
772,531
5,302,878
4,330,130
4,338,060
5,294,948
-
874,280
874,280
-
4,362,917
4,130,000
4,130,000
4,362,917
14,455,969
5,630,000
5,630,000
14,455,969
-
3,085,000
3,085,000
-
TOTALS $ 76,155,616 $ 82,768,020 $ 82,253,070 $ 76,670,566
* In municipal accounting, all capital outlay acquired by the Enterprise and Internal Service Funds is recorded
at cost. This cost is charged as depreciation expense over the estimated useful life of the asset.
** Bonds are not recorded as current expenditures, but rather as adjustments to the cash position.
IrzE
2018-2020 SUMMARY OF FINANCIAL SOURCES AND USES
AND CHANGES IN FUND BALANCES
General Fund
Special Revenue Funds
Enterprise Funds
2018
2019
2020
2018
2019
2020
2018
2019
2020
Actual
Revised
Budget
Actual
Revised
Budget
Actual
Revised
Budget
FINANCIAL SOURCES
Property Taxes
$16,003,424
$16,549,150
$17,311,530
Licenses and Permits
1,385,288
1,701,500
1,106,600
Intergovernmental Revenues
2,383,163
2,447,540
2,649,000
112,378
107,670
85,900
24,605
Charges for Services
2,246,618
2,551,370
2,337,800
3,677,911
3,763,680
3,815,120
21,978,680
23,261,320
24,569,800
Special Assessments
-
Fines and Forfeitures
310,713
310,000
325,000
53,093
51,200
40,000
Miscellaneous Revenues
153,773
96,800
105,680
827,556
773,410
659,040
409,635
388,810
395,840
Other Financing Sources
299,920
555,240
1,603,210
365,000
210,000
4,350,000
3,027,149
Total Financial Sources
$22,782,899
$24,211,600
$25,438,820
$5,035,938
$4,905,960
$8,950,060
$25,440,069
$23,650,130
$24,965,640
FINANCIAL USES
Personnel Services
$15,783,443
$16,815,530 $17,811,150
$1,110,648
$1,105,140
$1,193,080
$ 3,909,090
$ 4,058,360
$ 4,280,970
Other Services & Charges
6,706,174
7,186,070 7,407,670
1,072,685
1,270,640
1,256,870
6,011,132
6,046,780
6,206,780
Depreciation
-
2,011,687
2,157,220
2,130,500
Capital Outlay Improvements
42,313
309,992
136,940
3,680,000
Cost of Goods Sold
-
-
8,645,844
9,420,630
10,080,090
Other Financing Uses
195,000
210,000 220,000
423,340
1,944,480
3,448,020
299,920
308,930
768,210
Debt Service
Principal
-
Interest
18,573
256,796
272,590
367,900
Total Financial Uses
$22,726,930
$24,211,600 $25,438,820
$2,935,238
$4,457,200
$9,577,970
$21,134,469
$22,264,510
$23,834,450
Net increase (decrease) in
fund balance
$ 55,969
$
$2,100,700
$ 448,760
$ (627,910)
$ 4,305,600
$ 1,385,620
$ 1,131,190
Change in Accounting Principle
-
-
(5,313)
-
-
Prior Period Adjustment
-
-
(318,362)
-
-
FUND BALANCES:
Fund Balance - Beginning
$ 8,754,327
$ 8,810,296 $ 8,810,296
$ (615,270)
$1,485,430
$1,934,190
$ 25,126,221
$ 29,431,821
$ 30,817,441
Fund Balance - Ending
$ 8,810,296
$ 8,810,296 $ 8,810,296
$1,485,430
$1,934,190
$1,306,280
$ 29,431,821
$ 30,817,441
$ 31,948,631
-25-
Internal Service Funds Debt Service Funds Capital Improvement Funds Totals
2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020
Actual Revised Budget Actual Revised Budget Actual Revised Budget Actual Revised Budget
$ 2,884,805 $ 3,170,340 $ 3,478,690 $ 1,152,799 $ 795,000 $ 815,000 $20,041,028 $ 20,514,490 $21,605,220
1,385,288 1,701,500 1,106,600
- 3,630,323 2,480,000 5,790,000 6,150,469 5,035,210 8,524,900
3,860,861 3,982,450 4,071,990 31,764,070 33,558,820 34,794,710
56,015 56,000 55,000 146,293 202,308 56,000 55,000
363,806 361,200 365,000
382,658 181,480 187,100 220,761 45,000 45,000 434,319 5,070,000 6,240,000 2,428,702 6,555,500 7,632,660
855,000 1,088,000 1,105,000 11,148,580 7,221,160 1,625,720 10,273,964 11,700,000 25,969,613 20,774,400 8,683,930
$ 5,098,519 $ 5,251,930 $ 5,364,090 $14,310,161 $10,492,500 $ 5,204,410 $15,637,698 $20,045,000 $12,845,000 $88,305,284 $ 88,557,120 $82,768,020
$ 1,474,614
$ 1,562,130
$ 1,720,490
$22,277,795 $
23,541,160
$25,005,690
2,284,711
2,870,950
2,997,320
72,950 6,894,351 22,969,053
17,447,390
17,868,640
828,458
696,430
586,680
2,840,145
2,853,650
2,717,180
4,089,009 20,045,000 12,845,000 4,441,314
20,181,940
16,525,000
8,645,844
9,420,630
10,080,090
70,000
43,000
40,000
9,800,000 5,604,820 435,000 1,433,064 12,221,324
8,111,230
4,911,230
2,365,000 8,870,000 3,290,000 2,365,000 8,870,000 3,290,000
1,579,424 1,486,000 1,487,340 1,854,793 1,758,590 1,855,240
$ 4,657,783 $ 5,172,510 $ 5,344,490 $13,744,424 $16,033,770 $ 5,212,340 $12,416,424 $20,045,000 $12,845,000 $77,615,268 $ 92,184,590 $82,253,070
$ 440,736 $ 79,420 $ 19,600 $ 565,737 $ (5,541,270) $ (7,930) $ 3,221,274 $ $ $10,690,016 $ (3,627,470) $ 514,950
(2,124) - - - - (7,437) -
(318,362)
$ 9,951,769 $10,392,505 $10,471,925 $ 10,278,411 $10,844,148 $ 5,302,878 $15,597,612 $18,818,886 $18,818,886 $69,093,070 $ 79,783,086 $76,155,616
$10,392,505 $10,471,925 $10,491,525 $ 10,844,148 $ 5,302,878 $ 5,294,948 $18,818,886 $18,818,886 $18,818,886 $79,783,086 $ 76,155,616 $76,670,566
-26-
COMPARATIVE ANALYSIS OF REVENUES ALL FUNDS
2018 2019
Actual Budget
2019
Revised
2020
Budget
*General Fund
22,782,899
24,230,620
$ 24,211,600
25,438,820
Special Revenue Funds
Liquor Contribution Fund
2,128
450,950
950
450,950
Tourism Administration
14,266
13,400
10,500
10,500
Communications
427,234
443,700
392,000
395,800
Elections
359,783
271,500
361,000
378,500
Drug Felony/Forfeiture
55,589
41,850
61,200
42,000
Public Safety Compliance
50,879
31,380
65,790
14,700
Recreation Contributions
42,659
30,150
30,200
30,220
Nature Center Contributions
93,601
73,500
94,100
94,200
Public Health Grants
53,861
36,870
53,050
53,150
Wood Lake Half Marathon
59,824
69,100
69,500
69,500
Franchise Fees
1,860,744
1,837,000
1,852,000
1,847,000
Ice Arena
1,388,119
1,169,390
1,237,170
4,959,990
Swimming Pool
470,936
507,010
537,310
563,150
Special Facilities
156,315
46,090
141,190
40,400
Enterprise Funds
*Liquor
11,671,168
12,572,020
12,595,000
13,476,810
Water & Sewer Utility
10,421,236
9,214,210
9,250,710
9,571,700
Storm Sewer Utility
3,347,665
1,791,920
1,804,420
1,917,130
Internal Service Funds
Central Garage
2,011,653
2,186,970
2,194,950
2,248,010
Information Technologies
1,116,525
1,188,800
1,186,920
1,223,900
Self Insurance
1,049,085
981,430
972,920
968,000
Building Services
890,849
886,940
897,140
924,180
Compensated Absences
30,407
-
-
-
Debt Service Funds
*G.O. Improvement Bonds
13,440,795
3,997,580
9,624,400
4,330,130
G.O. Redevelopment Bonds
869,366
868,050
868,100
874,280
Capital Improvement Funds
Recreational Development
418,472
450,000
450,000
4,130,000
*Right -of -Way Improvements
15,219,226
27,690,000
17,030,000
5,630,000
Public Facilities
-
2,935,000
2,565,000
3,085,000
Total
$ 88,305,284
$ 94,015,430
$ 88,557,120
$ 82,768,020
* These funds represent major funds of the City. Major funds represent the significant activities of the City and basically include
any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the
revenues or expenditures of the appropriated budget.
-27-
COMPARATIVE ANALYSIS OF EXPENDITURES ALL FUNDS
2018
2019
2019
2020
Actual
Budget
Revised
Budget
*General Fund
Legislative/Executive
$ 837,836
$ 928,660
$ 866,050
$ 927,410
Administrative Services
668,263
746,390
856,240
961,630
Finance
674,332
657,700
649,850
673,000
Public Safety
8,671,310
9,516,580
9,507,900
9,847,770
Fire
4,237,354
4,441,800
4,467,460
4,850,230
Community Development
1,471,067
1,574,280
1,576,100
1,629,150
Public Works
4,075,249
4,187,140
4,106,440
4,299,810
Recreation Services
1,896,519
1,968,070
1,971,560
2,029,820
Operating transfers
195,000
210,000
210,000
220,000
Subtotal
$ 22,726,930
$ 24,230,620
$ 24,211,600
$ 25,438,820
Special Revenue Funds
Liquor Contribution Fund
-
450,000
-
450,000
Tourism Administration
9,839
10,130
10,130
10,130
Communications
376,886
490,100
300,570
480,260
Election
118,254
141,690
160,300
133,460
Drug Felony/Forfeiture
10,484
42,160
41,630
43,000
Public Safety Compliance
25,690
29,300
49,840
8,200
Recreation Contributions
20,214
20,000
21,000
21,000
Nature Center Contributions
87,294
74,200
91,100
92,000
Public Health Grants
48,554
36,320
48,330
48,330
Wood Lake Half Marathon
66,803
60,000
63,800
63,800
Franchise Fees
398,265
2,039,480
2,039,480
2,943,020
Ice Arena
1,205,071
993,860
1,026,470
4,755,310
Swimming Pool
423,453
464,420
466,860
481,490
Special Facilities
144,431
46,460
137,690
47,970
Enterprise Funds
*Liquor
11,105,484
12,347,750
12,003,270
13,194,070
Water & Sewer Utility
8,228,587
8,211,380
8,169,200
8,354,280
Storm Sewer Utility
1,800,398
2,127,390
2,092,040
2,286,100
Internal Service Funds
Central Garage
2,000,854
2,059,120
1,892,750
1,830,100
Information Technologies
1,079,420
1,222,810
1,258,090
1,453,700
Self Insurance
690,949
1,145,220
1,124,530
1,136,880
Building Services
856,153
893,870
897,140
923,810
Compensated Absences
30,407
-
Debt Service Funds
G.O. Improvement Bonds
12,875,058
9,993,890
15,165,670
4,338,060
G.O. Redevelopment Bonds
869,366
868,050
868,100
874,280
Capital Improvement Funds
Recreational Development 458,387 450,000 450,000 4,130,000
"Right -of -Way Improvements 11,958,037 27,690,000 17,030,000 5,630,000
Public Facilities - 2,935,000 2,565,000 3,085,000
Total $ 77,615,268 $ 99,073,220 $ 92,184,590 $ 82,253,070
* These funds represent major funds of the City. Major funds represent the significant activities of the City and basically include
any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the
revenues or expenditures of the appropriated budget.
-28-
COMPARATIVE ANALYSIS OF EXPENDITURES
BY MAJOR OBJECTIVE ALL FUNDS
Current Expenses
Personal Services
Other Services & Charges
Subtotal
Capital Outlay Improvements
Depreciation
Liquor and Recreation:
Cost of Goods Sold
2018 2019
Actual Budget
2019
Revised
2020
Budget
$ 22,277,795
$ 23,656,090
$ 23,541,160
$ 25,005,690
22,969,053
17,196,920
17,447,390
17,868,640
$ 45,246,848
$ 40,853,010
$ 40,988,550
$ 42,874,330
4,441,314
31,075,000
20,181,940
16,525,000
2,840,145
2,887,320
2,853,650
2,717,180
8,645,844 9,413,600 9,420,630 10,080,090
Transfers
12,221,324
4,141,410
8,111,230
4,911,230
Debt Service
4,219,793
10,702,880
10,628,590
5,145,240
TOTAL
$ 77,615,268
$ 99,073,220
$ 92,184,590
$ 82,253,070
-29-
GENERAL FUND
-30-
COMPARATIVE ANALYSIS OF 2019 ADOPTED, 2019 REVISED AND 2020 BUDGET - GENERAL FUND
REVENUES
Property Taxes
Licenses and Permits
Intergovernmental Revenue
Charges for Services
Fines and Forfeitures
Miscellaneous Revenues
Transfers
Total Revenues
EXPENDITURES
Legislative/Executive
Administrative Services
Finance
Public Safety
Fire
Community Development
Public Works
Recreation Services
Transfers
Total Expenditures
Adopted/
Proposed %
Increase/
Adopted 2019 Revised 2019 Proposed 2020 (Decrease)
$ 16,549,150
1,066,100
2,413,850
2,210,420
330,000
110,550
1,550,550
$ 24,230,620
$ 16,549,150
1,701,500
2,447,540
2,551,370
310,000
96,800
555,240
$ 24,211,600
$ 17,311,530
1,106,600
2,646,600
2,337,800
325,000
108,080
1,603,210
$ 25,438,820
$ 928,660
$ 866,050 $
927,410
746,390
856,240
961,630
657,700
649,850
673,000
9,516,580
9,507,900
9,847,770
4,441,800
4,467,460
4,850,230
1,574,280
1,576,100
1,629,150
4,187,140
4,106,440
4,299,810
1,968,070
1,971,560
2,029,820
210,000
210,000
220,000
$ 24,230,620 $ 24,211,600 $ 25,438,820
4.61 %
3.80%
9.64%
5.76%
-1.52%
-2.23%
3.40%
4.99%
-0.13%
28.84%
0.00%
3.48%
9.20%
3.49%
2.69%
3.14%
4.76%
4.99%
The 2019 Proposed General Fund budget reflects a 4.99% increase in revenues and expenditures as compared to
the 2019 Adopted budget. The 2019 Revised budget reflects a .08% decrease when compared to the 2019 Adopted
budget.
REVENUES
The primary source of revenues for the General Fund continues to be property taxes, charges for services,
intergovernmental revenues and the transfer in of revenues to fund general fund operations. For the 2020 Proposed
budget these four sources account for 94% of total General Fund revenues. Over the last several years the City has
employed a strategy to eliminate its dependence on Local Government Aid (LGA) as a response to reductions and
unallotments of state aid by the State of Minnesota. However, in response to market value increases, debt service
levies, and a new Economic Development Authority levy, the City has increased it's budgeted level of LGA to
$1,450,000 in order to mitigate these pressures on the tax levy.
EXPENDITURES
The largest expenditures incurred by the General Fund remain those for public safety, fire and public works. The
proposed 2020 tax levy for the General Fund does not even cover the budgeted 2020 expenditures of these three
departments.
-31-
COMPARATIVE ANALYSIS OF FUND BALANCE - GENERAL FUND
Fund Balance - January 1
Revenue and Transfers
Total Available
Expenditures and Transfers
Fund Balance - December 31
Fund Balances:
Nonspendable
Unassigned
Total Fund Balance
SOURCE
Taxes
Licenses and Permits
Intergovernmental Revenues:
Local Government Aid
Other
Subtotal
Charges for Services
Fines and Forfeitures
Miscellaneous Revenues
Transfers
Total Revenues
2018
2019
2019
2020
Actual
Budget
Revised
Budget
$ 8,754,327
$ 8,810,296
$ 8,810,296
$ 8,810,296
22,782,899
24,230,620
24,211,600
25,438,820
31,537,226
33,040,916
33,021,896
34,249,116
22,726,930
24,230,620
24,211,600
25,438,820
$ 8,810,296
$ 8,810,296
$ 8,810,296
$ 8,810,296
$ 91,050
82,273
$ 91,050
$ 91,050
8,719,246
8,672,054
8,719,246
8,719,246
$ 8,810,296
$ 8,754,327
$ 8,810,296
$ 8,810,296
Revised Budget
2019
Budget
2020
Total
Percent
Total
Percent
$ 16,549,150
68.35%
$ 17,311,530
68.05%
1,701,500
7.03%
1,106,600
4.34%
1,200,000
4.96%
1,450,000
5.70%
1,247,540
5.15%
1,196,600
4.70%
2,447,540
85.49%
2,646,600
82.81 %
2,551,370
10.54%
2,337,800
9.19%
310,000
1.28%
325,000
1.28%
96,800
0.40%
108,080
0.42%
555,240
2.29%
1,603,210
6.30%
$ 24,211,600
100.00%
$ 25,438,820
100.00%
-32-
COMPARATIVE ANALYSIS OF REVENUES - GENERAL FUND
2018
2019
2019
2020
Actual
Budget
Revised
Budget
Taxes
Current Ad Valorem $ 13,362,738
$ 12,911,737
$ 12,911,737
$ 13,674,117
Fiscal Disparities 2,640,686
3,637,413
3,637,413
3,637,413
Total Property Taxes $ 16,003,424 $ 16,549,150 $ 16,549,150 $ 17,311,530
License and Permits
Business Licenses
$
340,866
$
345,100
$
327,000
$
338,000
Non Business Licenses and Permits
1,044,422
721,000
1,374,500
768,600
Total License and Permits
$
1,385,288
$
1,066,100
$
1,701,500
$
1,106,600
Intergovernmental Revenue
Federal -
Grants
$
97,568
$
128,820
$
125,630
$
94,000
State :
Local Government Aid
1,150,000
1,200,000
1,200,000
1,450,000
Law Officer Training
40,194
40,000
40,000
40,000
Police State Aid
412,971
383,000
390,000
395,000
Fire State Aid
163,754
164,000
164,000
168,600
State -aid Street Maintenance
315,000
315,000
315,000
315,000
Grants - Other
37,701
25,250
49,630
20,750
County -
Community Health Services
134,407
134,440
134,440
134,410
Grants - Other
31,568
23,340
28,840
28,840
Total Intergovernmental Revenue
$
2,383,163
$
2,413,850
$
2,447,540
$
2,646,600
Charaes for Services
General Government
$ 974,201
$ 814,000
$ 1,079,100
$ 833,600
Deputy Registrar
789,085
935,000
1,015,000
1,050,000
Public Safety
50,086
40,300
44,500
49,000
Park and Recreation
357,411
348,570
338,790
331,140
Nature Center
75,835
72,550
73,980
74,060
Total Charges for Services
$ 2,246,618
$ 2,210,420
$ 2,551,370
$ 2,337,800
-33-
COMPARATIVE ANALYSIS OF REVENUES - GENERAL FUND
2018
2019
2019
2020
Actual
Budget
Revised
Budget
Fines and Forfeits
Municipal Court Fines
$
310,713
$
330,000
$
310,000
$
325,000
Total Fines and Forfeits
$
310,713
$
330,000
$
310,000
$
325,000
Miscellaneous Revenues
Investment Income
$
93,957
$
46,570
$
46,570
$
55,000
Rents
30,391
32,680
32,930
33,630
Recovery - Damage to Property
13,391
5,000
5,500
5,500
Other
16,034
26,300
11,800
13,950
Total Miscellaneous Revenues
$
153,773
$
110,550
$
96,800
$
108,080
Transfers
$
299,920
$
1,550,550
$
555,240
$
1,603,210
TOTAL REVENUES
$ 22,782,899
$ 24,230,620
$ 24,211,600
$ 25,438,820
-34-
COMPARATIVE ANALYSIS OF EXPENDITURES - GENERAL FUND
;gislative/Executive
Mayor -Council
Other Agencies
City Manager
Legal
Subtotal
Administrative Services
Administration
Human Resources
City Clerk
Subtotal
Finance
Finance
Assessing
Subtotal
Public Safety
Support Services
Police
Emergency Services
Subtotal
Fire
Fire
Subtotal
Community Development
Administration
Planning & Zoning
Inspections
Subtotal
Public Works
Administration
Engineering
Streets
Park Maintenance
Subtotal
Recreation Services
Recreation Administration
2018
2019
2019
2020
Actual
Budget
Revised
Budget
$
261,521
$
235,440
$
243,250
$
217,300
98,230
99,560
99,560
100,860
224,746
246,260
175,840
255,810
253,339
347,400
347,400
353,440
$
837,836
$
928,660
$
866,050
$
927,410
$
60,596
$
114,630
$
154,820
$
165,580
24,499
69,330
52,280
63,260
583,168
562,430
649,140
732,790
$
668,263
$
746,390
$
856,240
$
961,630
$
295,319
$
308,070
$
307,010
$
319,420
379,013
349,630
342,840
353,580
$
674,332
$
657,700
$
649,850
$
673,000
$
914,476
$
981,370
$
996,890
$
1,077,240
7,733,912
8,498,720
8,473,980
8,733,420
22,922
36,490
37,030
37,110
$
8,671,310
$
9,516,580
$
9,507,900
$
9,847,770
$ 4,237,354 $ 4,441,800 $ 4,467,460 $ 4,850,230
$ 4,237,354 $ 4,441,800 $ 4,467,460 $ 4,850,230
$ 67,543
$ 69,310
$ 70,800
$ 72,900
300,603
307,980
310,930
318,560
1,102,921
1,196,990
1,194,370
1,237,690
$ 1,471,067
$ 1,574,280
$ 1,576,100
$ 1,629,150
$ 179,744
$ 188,970
$ 185,220
$ 190,700
340,546
336,820
245,230
278,560
2,263,665
2,335,600
2,332,560
2,393,320
1,291,294
1,325,750
1,343,430
1,437,230
$ 4,075,249
$ 4,187,140
$ 4,106,440
$ 4,299,810
$ 386,198 $ 375,590 $ 353,290 $ 361,800
-35-
COMPARATIVE ANALYSIS OF EXPENDITURES - GENERAL FUND
Recreation
Nature Center
Subtotal
Transfers Out
Special Revenue Funds
TOTAL EXPENDITURES
2018
2019
Actual
Budget
955,276
1,038,020
555,045
554,460
2019 2020
Revised Budget
1,038,370 1,085,640
579,900 582,380
$ 1,896,519 $ 1,968,070 $ 1,971,560 $ 2,029,820
$ 195,000
$ 210,000
$ 210,000
$ 220,000
$ 195,000
$ 210,000
$ 210,000
$ 220,000
$ 22,726,930
$ 24,230,620
$ 24,211,600
$ 25,438,820
-36-
THIS PAGE WAS LEFT BLANK INTENTIONALLY
-37-
FUND:
DEPARTMENT:
GENERALFUND
Legislative/Executive
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018
2019
2019
2020
(Decrease)
2019 Budget/
BUSINESS UNIT
ACTUAL
BUDGET
REVISED BUDGET
2020 Budget
10100 Mayor Council
$ 261,521
$ 235,440
$ 243,250 $
217,300
(7.70%)
10105 Other Agencies
98,230
99,560
99,560
100,860
1.31 %
10115 City Manager
224,746
246,260
175,840
255,810
3.88%
10120 Legal
253,339
347,400
347,400
353,440
1.74%
Legislative/Executive TOTAL $ 837,836 $ 928,660 $ 866,050 $ 927,410 (0.13%)
$1,000,000
E
X
P $800,000
E
N
D $600,000
T
U
R $400,000
E
S
$200,000
$0
LEGISLATIVE/EXECUTIVE EXPENDITURES
2018 2019B 2019R 2020B
YEAR
-38-
CITY COUNCIL DIVISION
MISSION STATEMENT
To function as the legislative and policy -making body of Richfield city government.
DIVISION FOCUS
The Richfield City Council is composed of an elected at -large Mayor and four Council
Members, one of which is elected at -large. The Mayor and the Council Members are
each elected to four-year terms. The City Council sets the long-range direction of the
City and establishes policies that maintain a high quality of life for Richfield residents.
2019 HIGHLIGHTS
• Managed the transition to a new City Manager, new Mayor and 2 new Council
Members with new Council onboarding process and Council/Staff retreats.
• Developed 2020 goals and objectives at strategic planning work sessions. Goals
and objectives guided staff development of action steps and budget for 2020.
• Strengthened relationships with community organizations including virtual State of
the Community event with Richfield Public Schools, Richfield Chamber of
Commerce and the Richfield Foundation.
• Fostered greater community engagement by serving as liaisons to City boards and
commissions, meeting with residents and by supporting a variety of community
initiatives.
• Increased Richfield's regional presence with positive earned media and partnering
with regional organizations like the 1-494 Corridor Commission, 1-35W Solutions
Alliance, Greater MSP and Regional Council of Mayors.
• Advocated for City priorities at the federal, state and county level.
2020 DIVISION GOALS
• Expand strategic planning process to include greater community, Council and staff
engagement, including a community survey.
• Incorporate updated mission, vision, values and goals into the City budget and
Capital Improvement Plan.
• Strengthen relationship with staff and continue to create operating norms that enable
a high functioning team.
• Provide additional equity training to staff, develop an equity tool kit to operationalize
equity in City programs and procedures.
• Work with community organizations to increase participation in the 2020 Census -
especially Richfield's hard to count populations.
• Continue to improve partnership with community organizations, including schools,
civic groups, nonprofits and local businesses.
• Increase Richfield's visibility with earned media, public speaking at key local and
regional events and by regularly engaging with our neighbors and regional
organizations.
-39-
• Continue to advocate for City priorities at the federal, state and county level.
DIVISION EXPENDITURE COMMENT
The 2019 Revised budget has an increase of 3.3% over the 2019 Adopted budget due
to increases in personal services and a consultant for $4,500. The 2020 Proposed
budget has a decrease of 7.7% from the 2019 Adopted budget due to decreases in
personal services from removing the Executive Analyst and Deputy City Clerk positions
from this budget and moving their costs to the City Manager and City Clerk Divisions,
respectively.
-40-
FUND: GENERALFUND
DEPARTMENT: Legislative/Executive
BUSINESS UNIT: Mayor Council - 10100
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
101,761
$
101,860
$
102,350
$
50,810
6031
Employer Social Security
5,227
5,690
4,580
1,360
6032
Employer Medicare
1,325
1,470
1,480
740
6033
Employer Pera
4,957
4,870
5,390
1,440
6035
Medical Insurance
7,930
9,480
9,900
-
6036
Dental Insurance
571
540
570
-
6037
Term Life
17
30
40
-
6038
Workers Compensation
1,056
60
60
60
6040
Long Term Disability
-
180
190
-
Personal Services Total $
122,844
$
124,180
$
124,560
$
54,410
Other Services & Charges
6103
Professional Services -General $
30,245
$
200
$
200
$
42,200
6202
Data Processing Rental
1,990
2,110
2,190
2,370
6207
Utility Services
14,904
15,370
15,370
15,830
6301
Advertising & Publication
351
150
150
150
6303
Professional Development
4,619
8,000
13,760
14,630
6305
Subscriptions & Memberships
58,329
56,140
57,380
58,030
6307
Insurance & Bonds
734
720
770
790
6308
Property Liability
480
490
490
510
6401
Office Supplies
278
800
800
800
6402
Copy Charges
588
700
700
700
6403
Postage
19
80
80
80
6409
Uniforms & Clothing
-
-
750
750
6513
Other Charges
26,140
26,000
26,050
26,050
6530
Contingency
-
500
-
-
Other Services & Charges Total $
138,677
$
111,260
$
118,690
$
162,890
Mayor Council TOTAL $ 261,521 $ 235,440 $ 243,250 $ 217,300
IMe
FUND:
DEPARTMENT:
BUSINESS UNIT:
GENERALFUND
Legislative/Executive
Mayor Council - 10100
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Executive Analyst
GS-5E
.40
.40
-
Deputy City Clerk
GS-4
.40
.40
-
Total
.80
.80
-
Part -Time Employees
Mayor
Exempt
1.00
1.00
1.00
Council Member
Exempt
4.00
4.00
4.00
Total
5.00
5.00
5.00
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $ -
-42-
OTHER AGENCIES DIVISION
MISSION STATEMENT
To award grants to certain agencies delivering services to residents in Richfield that are
within the legal guidelines as provided by Minnesota State Statutes, the State of
Minnesota Constitution and the Minnesota Attorney General's office.
DIVISION FOCUS
The Other Agencies Division focus is providing the annual grants to human service
agencies serving Richfield residents in a legally responsible way.
2019 HIGHLIGHTS
• Eight non-profit agencies were awarded $70,480 in grants to provide services to
Richfield residents.
2020 DIVISION GOALS
• Where legally allowable under State Statutes, fund social service agencies as an
illustration of the City and community support for these agency services.
DIVISION EXPENDITURE COMMENT
The 2020 Proposed realizes a 1.31 % increase over the 2019 Adopted budget due to
personal services increases.
The allocation of the 2020 grants, where legally allowable, will be determined by the
City Council in January 2020.
-43-
FUND: GENERALFUND
DEPARTMENT: Legislative/Executive
BUSINESS UNIT: Other Agencies - 10105
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6051 Interdepartmental Labor
$
27,750
$
29,080 $
Personal Services Total
$
27,750
$
29,080 $
Other Services & Charges
6515 Human Services - Unallocated
$
70,480
$
70,480 $
Other Services & Charges Total
$
70,480
$
70,480 $
Other Agencies TOTAL $ 98,230 $ 99,560 $
29,080 $ 30,380
70,480 $ 70,480
yZ7,avv �p ivv,ow
IMEE
CITY MANAGER DIVISION
MISSION STATEMENT
Plan and direct the administration of City projects and programs as established by the
City Charter, City ordinances and the City Council to ensure efficient, cost-effective
municipal services and development consistent with City Council direction and goals.
DIVISION FOCUS
The City Manager is the chief administrative officer of the City and is responsible to the
City Council for the supervision of all departments and divisions of City administration
except where otherwise provided by law or City Charter.
The implementation of City Council policies takes precedence over all other City
Manager responsibilities.
2019 HIGHLIGHTS
• Managed the transition to a new City Manager, new Mayor and 2 new Council
Members with new Council onboarding process and Council -staff retreats.
• Developed 2020 goals and objectives at strategic planning work sessions. Goals
and objectives guided staff development of action steps and budget for 2020.
• Presented the City's Key Financial Strategies to the Council earlier in the budget
process to inform critical 2020 budget decisions.
• Implemented a weekly City Manager Report to improve communication with Council
and staff.
• Improved work sessions to facilitate better policy discussions and more
transparency.
• Improved the commission recruitment process; resulting in near record number of
applicants.
• Continue to manage City budgets to meet targeted fund balance goals; the 2018
audited financial results reflected an increase in the City's General Fund balance by
$52,723, and 2019 is on track produce similar results.
• Hired a new Recreation Services Director, established regular one-on-one meetings
with department directors and attend Division meetings/events to meet directly with
staff to learn more about daily operations.
• Partnered with local legislators to advance key City priorities at the Legislature
including funding for the 77th Underpass, increasing Local Government Aid, and
MNLARS reimbursement and rate increases for Deputy Registrar operations.
2020 DIVISION GOALS
• Improve communication and engagement with community, Council and staff:
including an expanded strategic planning process and community survey.
• Prepare 2021 City budget to better align resources with strategic planning outcomes.
-45-
• Continue to provide and review a variety of options to ensure the most cost effective
and efficient mean of providing service.
• Work with community organizations to increase participation in the 2020 Census -
especially Richfield's hard to count populations.
• Participate in regional organizations like 1-494 Corridor Commission, 1-35W Solutions
Alliance, Greater MSP and regularly engage with neighboring cities, MAC, Met
Council, MnDOT and Hennepin County.
• Work with Administrative Services and department directors to implement priorities
highlighted in the 2019 Employee Engagement Survey.
• Review procurement and workforce policies to promote diversity and inclusion and a
strong local economy.
• Update the agreement with Richfield Tourism and Promotion Board which was first
enacted in 1990.
• Partner with local legislators to advance key City priorities at the Legislature
including funding for the 77th St Underpass.
DIVISION EXPENDITURE COMMENT
The 2019 Revised budget has a decrease of 40.2% from the 2019 Adopted budget due
to decreases in personal services from removing the Administrative Services
Director/Assistant City Manager position from this budget and moving the costs to the
Administrative Services Division budget. The 2020 Proposed budget has an increase of
3.8% from the 2019 Adopted budget due to changes in personal services, including
moving the Executive Analyst position fully into the City Manager Division and the
addition of a Senior Office Assistant position shared between the City Manager Division
and the Fire Department.
-46-
FUND: GENERALFUND
DEPARTMENT: Legislative/Executive
BUSINESS UNIT: City Manager - 10115
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time $
6031
Employer Social Security
6032
Employer Medicare
6033
Employer Pera
6035
Medical Insurance
6036
Dental Insurance
6037
Term Life
6038
Workers Compensation
6040
Long Term Disability
6054
Interdepartmental Labor Credit
6055
Administrative Labor Credit
Personal Services Total $
Other Services & Charges
6103
Professional Services -General $
6202
Data Processing Rental
6207
Utility Services
6302
Communications
6303
Professional Development
6305
Subscriptions & Memberships
6307
Insurance & Bonds
6308
Property Liability
6401
Office Supplies
6402
Copy Charges
6403
Postage
Other Services & Charges Total $
257,064
$ 281,910 $
202,710 $
251,620
13,461
12,840
10,150
12,510
3,841
4,000
2,920
3,530
18,898
20,910
15,210
18,880
27,195
28,200
21,850
38,810
1,345
1,430
1,270
1,880
784
1,000
80
110
1,536
1,250
1,250
1,340
648
670
700
870
-
(5,000)
-
-
/40A 12Al1\
/40C Or)O\
/474 4G!1\
/444 4AO\
157 $
150 $
160 $
160
16,000
16,480
16,580
16,900
7,440
7,670
7,670
7,900
450
540
1,080
1,080
6,457
3,500
10,030
5,900
1,118
2,900
2,000
2,040
1,836
1,800
1,930
1,990
920
950
950
980
142
300
300
300
78
4 r_
100
rn
100
cr%
100
rn
City Manager TOTAL $ 224,746 $ 246,260 $ 175,840 $ 255,810
-47-
FUND:
GENERAL FUND
DEPARTMENT:
Legislative/Executive
BUSINESS UNIT:
City Manager - 10115
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
City Manager
Exempt
1.00
1.00
1.00
Asst. City Manager
M-4
.40
-
-
Executive Analyst
GS-5E
.60
.60
1.00
Senior Office Assistant GS-2
-
.60
.60
Total
2.00
2.20
2.60
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-48-
LEGAL DIVISION
MISSION STATEMENT
To provide legal services as required by the City of Richfield.
DIVISION FOCUS
The Legal Division includes legal services and costs for general corporate
representation and municipal prosecution representation.
The firm of Kennedy and Graven provides general corporate representation for the City.
Services provided include attendance at all City Council meetings; attendance as
requested by the Council or City staff at meetings with staff, public groups and public
hearings; review and preparation of contacts, performance bonds, insurance and other
routine legal documents; review and preparation of ordinance code amendments and
resolutions; formal and informal legal advice to Council, staff, commissions and
committees; training sessions with officials and staff to discuss topics including but not
limited to important legislative or judicial developments; and formal and informal advice
on human resource matters including interpretations of federal, state and local rules and
regulations relating to human resources matters.
Martin J. Costello provides prosecution services. Prosecution legal services provided
include advising; ordinance enforcement; peace officer training; charging; calendar
appearances; court trials; pretrial conferences and omnibus hearings; jury trials;
sentencing; and appeals.
2019 HIGHLIGHTS
• Continued excellent legal representation by both Kennedy and Graven and Martin J.
Costello.
2020 DIVISION GOALS
• To ensure that the City has the best legal representation possible for all facets of its
operation.
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects no increase over the 2019 Adopted. The 2020
Proposed budget increases 1.74% over the 2019 Adopted due to increases in service
levels over the prior year.
-49-
FUND: GENERALFUND
DEPARTMENT: Legislative/Executive
BUSINESS UNIT: Legal - 10120
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Other Services & Charcies
6103 Professional Services -General $ 95,280
6105 Prosecution 156,919
6308 Property Liability 1,140
Other Services & Charges Total $ 253,339
Legal TOTAL $ 253,339
$ 178,230 $ 178,230 $ 178,230
168,000 168,000 174,000
$ 347,400 $ 347,400 $ 353,440
$ 341,400 $ 347,400 $ 353,440
-50-
THIS PAGE WAS LEFT BLANK INTENTIONALLY
ME
FUND: GENERALFUND
DEPARTMENT: Administrative Services
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
10200
Administration $
60,596 $
114,630
$ 154,820
$ 165,580
44.45%
10205
Human Resources
24,499
69,330
52,280
63,260
(8.76%)
10215
City Clerk
583,168
562,430
649,140
732,790
30.29%
Administrative Services TOTAL $
668,263 $
746,390
$ 856,240
$ 961,630
28.84%
REVENUES
10215
City Clerk $
789,085 $
935,000
$ 1,015,000
$ 1,050,000
12.30%
$1,000,000
E
X
p $800,000
E
N
D $600,000
T
U
R $400,000
E
s
$200,000
$0
ADMINISTRATIVE SERVICES EXPENDITURES
2018 2019B 2019R 2020B
YEAR
-52-
ADMINISTRATION DIVISION
MISSION STATEMENT
To provide managerial direction to the Administrative Services Department, including
the general supervision of human resources, licensing/city clerk activities,
communications and engagement, government buildings, information technologies, and
risk management.
DIVISION FOCUS
The Administrative Services Director serves as the supervisor of Administrative
Services Department, including this division.
The Administrative Services Director is responsible for the overall direction and
coordination of most of the City's administrative support service activity that allows the
other City departments to operate more effectively and to create an optimal environment
for employees.
Within the Human Resources function, the Administrative Services Director is
responsible for contract administration, contract negotiation and employee relations.
Much of the policy making of the area is handled by the Human Resources Manager,
with input from the Administrative Services Director and City Manager.
This division is also responsible for the overall administration of the City's self-insurance
fund and risk management program. These coverages include workers' compensation,
property/casualty, dental and specialty coverages for the City, HRA and EDA. Rate
changes for the coverages are determined by the division.
2019 HIGHLIGHTS
• Acknowledged by the Minnesota Governor for our 100% timeliness in reporting
workers compensation claims within the 14-day state -mandated timeline.
• Continued to promote employee wellness through the THRIVE program. Realized
improved medical claims experience resulting in lower premiums.
• Conducted an employee survey to provide baseline date on our racial awareness.
• Coordinated Racial IQ workshop for all staff. Hosted a Somali culture presentation
for staff.
2020 GOALS
• Continue to encourage and promote employee wellness.
• Support City-wide staff training on equity and diversity (Goal 3).
• Focus efforts on the delivery of excellent customer service, both internally and
externally (Goal 6)
DIVISION EXPENDITURE COMMENT
The Administrative Services Division budget reflects a significant increase due to the
reallocation of the entire Administrative Services Director position to this budget as well
as the reclassification of the position. Additionally, there are some nominal increases to
account for planned city-wide employee training costs and costs associated with the
City's racial equity work.
-53-
FUND: GENERALFUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: Administration - 10200
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
23,323
$
126,690
$
139,840
$
146,610
6031
Employer Social Security
1,070
5,740
6,620
6,620
6032
Employer Medicare
250
1,820
2,020
2,080
6033
Employer Pera
1,321
7,720
10,490
11,000
6035
Medical Insurance
991
13,500
11,990
15,740
6036
Dental Insurance
71
1,010
720
720
6037
Term Life
2
60
40
40
6038
Workers Compensation
48
40
40
70
6040
Long Term Disability
-
380
480
500
6054
Interdepartmental Labor Credit
-
(75,870)
(56,760)
(58,460)
6055
Administrative Labor Credit
(80,840)
(82,760)
(81,940)
(84,240)
Personal Services Total $
(53,764)
$
(1,670)
$
33,540
$
40,680
Other Services & Charges
6103
Professional Services -General $
63
$
50
$
50
$
50
6202
Data Processing Rental
9,765
10,130
10,350
10,520
6207
Utility Services
100,632
103,800
103,800
106,910
6303
Professional Development
2,229
500
3,300
3,400
6305
Subscriptions & Memberships
25
-
1,550
1,580
6307
Insurance & Bonds
913
900
960
990
6308
Property Liability
580
600
600
620
6401
Office Supplies
80
100
100
100
6402
Copy Charges
3
30
30
30
6403
Postage
-
40
40
40
6414
Other Supplies
70
150
500
660
Other Services & Charges Total $
114,360
$
116,300
$
121,280
$
124,900
Administration TOTAL $ 60,596 $ 114,630 $ 154,820 $ 165,580
-54-
FUND:
GENERAL FUND
DEPARTMENT:
Administrative Services
BUSINESS UNIT:
Administration - 10200
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY 2019
2019
2020
CLASSIFICATIONS GRADE ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Administrative Services
Director M-5A 1.00
1.00
1.00
Total 1.00
1.00
1.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total $ -
$ -
$ -
-55-
HUMAN RESOURCES DIVISION
MISSION STATEMENT
To enhance the quality of City employment by formulating, implementing and
administering ordinances, policies and procedures pertaining to Human Resources and
Risk Management issues.
DIVISION FOCUS
This Division is responsible for the administration of the Human Resources ordinances,
personnel policies, classification and pay plans, recruitment and selection activities,
employee safety, employee relations, employee training, labor contract administration,
labor negotiations, the Americans with Disabilities Act plan, and risk management.
The Division is administered by the Administrative Services Director and the HR
Manager, with input from the City Manager.
The Administrative Service Director is responsible for contract administration, contract
negotiation and employee relations. The HR Manager is responsible for recruitment,
employee benefits, compensation and insurance claims. Both positions work with the
City Manager in the administration of the Risk Management/Self-Insurance and labor
relation functions.
2019 HIGHLIGHTS
• Negotiated labor agreements with all five City employee labor groups achieving a
three percent wage adjustment for 2019.
• Continued to work on the City's recruitment process and onboarding experience for
new employees.
• Executed a 2019 employee engagement survey, and is actively implementing
suggested enhancements within the organization.
• Administrative Services Director served on LOGIS Healthcare Committee, which
worked on determining long-range health models for the insurance consortium
members.
2020 DIVISION GOALS
• Continue to review and update Personnel Policies, both to respond to changes in
law and update outdated ones.
• Continue to monitor the changes to the federal health insurance model.
• Assist with succession planning for all City departments.
• Focus efforts to increase diversity in the workforce.
• Negotiate labor agreements with all labor groups with open contracts.
• Continue to assist with organizational changes in response to financial constraints.
• Continue training on new or changing Human Resources law.
• Continue to work on implementing new measures to make the work place more
flexible and nimble for both the benefit of City employees and our City customers.
DIVISION EXPENDITURE COMMENT
The Human Resources budget reflects personnel services changes. For transparency
the budget no longer has an allocation for the Administrative Services Director and is
instead only for the HR Manager and HR Administrative Assistant. There no longer is
an Assistant HR Manager.
-56-
FUND: GENERALFUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: Human Resources - 10205
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
194,717
$
153,070
$
158,220
$
168,830
6031
Employer Social Security
11,991
9,620
9,760
10,420
6032
Employer Medicare
2,804
2,220
2,280
2,440
6033
Employer Pera
14,608
11,480
11,870
12,660
6035
Medical Insurance
23,219
21,450
20,560
22,860
6036
Dental Insurance
1,666
1,430
1,430
1,440
6037
Term Life
47
80
80
80
6038
Workers Compensation
120
120
120
90
6040
Long Term Disability
320
330
330
340
6054
Interdepartmental Labor Credit
(198,208)
(113,800)
(135,800)
(139,880)
6055
Administrative Labor Credit
(43,920)
(41,070)
(41,070)
(40,800)
Personal Services Total $
7,364
$
44,930
$
27,780
$
38,480
Other Services & Charges
6103
Professional Services -General $
152
$
130
$
130
$
130
6202
Data Processing Rental
2,307
2,450
2,530
2,740
6301
Advertising & Publication
-
100
100
100
6302
Communications
540
400
400
400
6303
Professional Development
3,018
3,500
1,000
1,000
6304
Employee Training
-
1,000
3,500
3,500
6305
Subscriptions & Memberships
522
1,200
1,200
1,200
6307
Insurance & Bonds
2,203
2,100
2,320
2,380
6308
Property Liability
460
470
470
480
6312
REEP Program
3,775
10,000
10,000
10,000
6315
Other Contractual Services
2,000
750
750
750
6401
Office Supplies
1,096
1,000
1,000
1,000
6402
Copy Charges
979
1,000
1,000
1,000
6403
Postage
83
300
100
100
Other Services & Charges Total $
17,135
$
24,400
$
24,500
$
24,780
Human Resources TOTAL $ 24,499 $ 69,330 $ 52,280 $ 63,260
-57-
FUND:
GENERAL FUND
DEPARTMENT:
Administrative Services
BUSINESS UNIT:
Human Resources - 10205
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Assistant City Manager/HR
Manager M-4
.40
-
-
HR Manager
M-3
1.00
1.00
1.00
Administrative Assistant
GS-4
1.00
1.00
1.00
Total
2.40
2.00
2.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-58-
CITY CLERK DIVISION
MISSION STATEMENT
To serve as clerk to the city council, maintain official city records, serve as Deputy
Registrar for the State of Minnesota, manager for the Passport Acceptance Facility,
information desk and administer elections and voter registration activities.
DIVISION FOCUS
The City Clerk Division includes the City Clerk, the Documents Secretary/Deputy City
Clerk, One Lead Licensing Clerk, two full time Licensing Clerk and five part time
Licensing Clerks. Intermittent and seasonal employees provide the additional staffing
flexibility to respond to the peak customer periods and election responsibilities.
The City Clerk Division performs customer service functions for the City in the areas of
records/information, motor vehicle licensing, passport applications and photos, fish and
game license, boat, snowmobiles and ATV registration, information desk, room
reservations, domestic partner registration, data requests and voter registration/election
function.
The division is responsible for preparing, maintaining and distributing information
regarding City Council actions through minutes, resolutions and ordinances. These
documents are official records of council actions and legislation that governs the City.
The division provides customer services to the community in its function as a Deputy
Registrar for the State of Minnesota Department of Motor Vehicle Services.
Approximately 105,000 transactions are processed each year related to the issuance of
license plates, tabs and vehicle title transfers. The division processes passport books
and passcard applications and passport/card photos for the United States Department
of State. Additional transactions are processed for the Department of Natural
Resources, including fishing and other licenses, transfers for boats, snowmobiles, over
the road vehicles and registration.
The division is responsible for the administration and conduct of the elections in the
City. Voter registration and voter information services are provided throughout the year.
In 2019, we will continue to work on increasing revenues in both motor vehicle
transactions and passport services by being as efficient and accurate as possible. We
will also be implementing limited driver license services and disability certificates with
the new FAST program through DVS. To assist the Richfield School District with training
of election judges, issue absentee ballots and direct balloting and provide them the use
of our voting equipment for the School Board Election in November
In 2020, our primary focus of the division will be to conduct the first Presidential
Primary, State Primary and General Elections and provide adequate staffing for the
continued increase in voters for direct balloting. Staff will work to maintain accuracy in
our data entry and work diligently to ensure limited wait times for customers. Wait times
have been quite lengthy due to staff having to do all the data entry for each transaction.
Because of this we have installed a drop -box to be used 24 hours a day for tab renewal
-59-
and open a fast lane for registration/tabs throughout the day to minimize wait times.
Staff also works overtime and on days not scheduled to help with the increase in dealer
work and long lines. We will also continue providing excellent customer service in our
passport division and maintain a level of quality customer service and work towards
100% error free applications. With all the services we offer we will continue to maximize
revenues generated and communicate our core services of equity, equality and
efficiency to our customers.
2019 HIGHLIGHTS
• Assured all customer service functions of the City Clerk Division met the goals of
the City Council of being operationally, excellent and customer focused to
maintain Richfield's competitiveness with surrounding communities.
• Maintained an accurate record of all City Council Minutes, Ordinances,
Resolutions and Legal Notices. Continue with procedure that in weekly director
meetings to check in with departments to assure all legal notices are published in
a timely manner.
• Decreased the wait times for motor vehicle customers by implementing a fast
lane for registration/tabs and continue to use and advertise the 24 hour drop box
for tabs
2020 DIVISION GOALS
• Continue to produce and maintain accurate City records, ordinances and legal
notices.
• Manage the Election Division to assure the election and voter registration
activities are conducted in accordance with Federal, State and City Charter
provisions.
• Be a fully functional limited driver license office and provide disability certificate
services to customers. A registration renewal fast lane will be open all day with
this new addition.
• Goal 6 — Implementing anew election management system to create efficiencies
to decrease redundancies within elections. Initiate a customer service feedback
survey of the Deputy Registrar and passport customers to identify opportunities
to improve, and ensure service is equitable, inclusive and meets the needs of our
customers.
DIVISION EXPENDITURE COMMENT
The revised 2019 budget reflects a 15.42% increase over the adopted 2019 budget due
to the addition of one full time employee and two part time employees. The 2020
Proposed Budget 30.29% increase over the 2019 Adopted budget due to changes in
staffing allocation to increase production and to account for additional election staff for
the 2020 Presidential Election
-60-
FUND: GENERALFUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: City Clerk - 10215
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
231,025
$
239,000
$
286,530
$
326,460
6006
Part-time
162,008
144,610
208,940
217,340
6007
Seasonal
140,576
126,000
68,930
80,030
6009
Overtime
38
-
-
-
6031
Employer Social Security
30,613
30,540
34,710
38,320
6032
Employer Medicare
7,159
7,140
8,120
8,960
6033
Employer Pera
36,577
37,830
41,620
44,790
6035
Medical Insurance
76,915
78,950
104,950
121,200
6036
Dental Insurance
2,570
2,580
3,590
3,900
6037
Term Life
76
140
180
200
6038
Workers Compensation
756
750
750
740
6040
Long Term Disability
526
530
630
650
6054
Interdepartmental Labor Credit
(88,740)
(91,400)
(91,400)
(94,140)
6055
Administrative Labor Credit
(90,480)
(93,200)
(93,200)
(96,000)
Personal Services Total $
509,619
$
483,470
$
574,350
$
652,450
Other Services & Charges
6103
Professional Services -General $
258
$
300
$
200
$
200
6202
Data Processing Rental
40,960
43,710
45,520
49,570
6205
Maintenance & Repairs
-
400
180
200
6301
Advertising & Publication
123
150
100
100
6302
Communications
540
540
540
540
6303
Professional Development
3,087
4,840
4,000
4,200
6305
Subscriptions & Memberships
795
700
800
820
6307
Insurance & Bonds
3,295
3,240
3,470
3,580
6308
Property Liability
1,730
1,780
1,780
1,830
6401
Office Supplies
8,471
12,000
10,200
10,500
6402
Copy Charges
297
100
100
100
6403
Postage
11,653
9,500
5,200
5,800
6414
Other Supplies
-
500
500
500
6513
Other Charges
2,340
1,200
2,200
2,400
Other Services & Charges Total $
73,549
$
78,960
$
74,790
$
80,340
City Clerk TOTAL $ 583,168 $ 562,430 $ 649,140 $ 732,790
-61-
FUND:
GENERALFUND
DEPARTMENT:
Administrative Services
BUSINESS UNIT:
City Clerk - 10215
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
City Clerk
M-1
1.00
1.00
1.00
Deputy City Clerk
GS-4
.60
.60
1.00
Motor Vehicle Lead
GS-3
1.00
1.00
1.00
Licensing Clerk
GS-2
1.00
2.00
2.00
Total
3.60
4.60
5.00
Intermittent Employees
Admin Sery Clerk
SP9-E
1.00
1.00
1.00
Receptionist
SP-6
1.00
1.00
1.00
Licensing Clerk
SP-11
5.00
2.00
2.00
Total
7.00
4.00
4.00
Part -Time Employees
Licensing Clerk
GS-2
4.00
6.00
6.00
Total
4.00
6.00
6.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-62-
THIS PAGE WAS LEFT BLANK INTENTIONALLY
-63-
FUND: GENERALFUND
DEPARTMENT: Finance
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
10210 Finance
$ 295,320 $
308,070 $
307,010
$ 319,420
3.68%
10220 Assessing
379,012
349,630
342,840
353,580
1.13%
Finance TOTAL $ 674,332 $
657,700 $
649,850
$ 673,000
2.33%
REVENUES
10220 Assessing
$ 393 $
500 $
100
$ 100
(80.00%)
$800,000
E
X
P
E $600,000
N
D
I
T $400,000
U
R
E
S $200,000
$0
FINANCE EXPENDITURES
2018 2019B 2019R 2020B
YEAR
-64-
FINANCE DIVISION
MISSION STATEMENT
To maintain all of the City's financial records, to provide accounting, and financial
support services to other City departments and the City's Housing and Redevelopment
Authority (HRA).
DIVISION FOCUS
The Finance Division includes an accountant, a payroll accountant, three account
clerical personnel, a utility billing clerk, and the Finance Director, who supervises
division activities.
• The division prepares and maintains the City's multi -million dollar budget.
• The division provides payroll services for approximately 193 full-time employees and
as much as 400 employees when seasonal and intermittent employees are added.
• In addition, division staff monitors and maintains fixed asset records, miscellaneous
accounts receivable and processes disbursements for all divisions.
• Process quarterly utility bills for approximately 11,000 customers.
• The division monitors and manages the City and HRA investment portfolios which
total approximately $39 million.
• The division has the responsibility to monitor and manage the City' debt service of
approximately $68.3 million.
2019 HIGHLIGHTS
• Awarding of the Distinguished Budget Award for the 2018 budget. This is the 33nd
consecutive year the City has earned this award.
• Awarding of the GFOA Certificate of Achievement for Excellence in Financial
Reporting for the 2017 fiscal year. This is the 34th consecutive year the City has
earned this award.
2020 FINANCE DIVISION GOALS
• Prepare the City's Comprehensive Annual Financial Report before June 30 and
maintain the GFOA Certificate of Achievement for Excellence in Financial Reporting
award.
• Prepare the annual budget and provide the City Council a balanced budget prior to
September 15.
• Assure that monthly revenue and expenditure reports are distributed by the 10th of
the following month to all City departments.
• Receipt of the Distinguished Budget Award.
• Receipt of an unqualified audit opinion for 2019.
DIVISION EXPENDITURE COMMENT
The revised 2019 budget reflects a .34% decrease from the 2019 Adopted Budget. The
2020 Proposed budget reflects an increase from the 2019 Adopted Budget of 3.68%.
The increases are reflective of personnel and insurance cost increases.
-65-
FUND: GENERALFUND
DEPARTMENT: Finance
BUSINESS UNIT: Finance - 10210
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$ 356,179
6006
Part-time
23,562
6013
Longevity
1,576
6031
Employer Social Security
22,338
6032
Employer Medicare
5,343
6033
Employer Pera
28,552
6035
Medical Insurance
55,525
6036
Dental Insurance
3,183
6037
Term Life
92
6038
Workers Compensation
216
6040
Long Term Disability
784
6054
Interdepartmental Labor Credit
(39,280)
6055
Administrative Labor Credit
(221,490)
Personal Services Total
$ 236,580
Other Services & Charges
6103
Professional Services -General
$ 5,552
6202
Data Processing Rental
35,480
6205
Maintenance & Repairs
120
6302
Communications
2,083
6303
Professional Development
324
6305
Subscriptions & Memberships
1,060
6307
Insurance & Bonds
5,267
6308
Property Liability
1,040
6401
Office Supplies
4,631
6402
Copy Charges
521
6403
Postage
2,662
Other Services & Charges Total $ 58,740
Finance TOTAL $ 295,320
$ 343,760
$
343,770
$
354,570
48,240
48,240
49,690
1,590
1,620
1,670
21,900
22,070
22,540
5,600
5,640
5,800
29,520
29,530
30,440
59,670
58,100
63,330
2,870
2,870
2,880
100
90
90
220
220
220
790
800
820
(40,460)
(40,460)
(41,540)
(228,140)
(228,140)
(234,990)
$ 245,660
$
244,350
$
255,520
$ 7,300
$
7,300
$
7,400
36,140
36,370
37,080
120
120
120
2,240
2,130
2,170
1,760
1,740
1,740
910
1,160
1,160
5,170
4,830
4,970
1,070
1,070
1,100
4,200
4,490
4,630
800
600
600
2,700
2,850
2,930
$ 62,410
$
62,660
$
63,900
$ 308,070
$
307,010
$
319,420
-66-
FUND: GENERALFUND
DEPARTMENT: Finance
BUSINESS UNIT: Finance - 10210
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Finance Director
M-5A
1.00
1.00
1.00
Accountant
GS-6E
1.00
1.00
1.00
Payroll Accountant
GS-5E
1.00
1.00
1.00
Accounting Clerk (Accounts Payable)
GS-3
1.00
1.00
1.00
Accounting Clerk (Accounts Receivable)
GS-3
1.00
1.00
1.00
Total
5.00
5.00
5.00
Part -Time Employees
Accounting Clerk
1.00
1.00
1.00
Total
1.00
1.00
1.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-67-
ASSESSING DIVISION
MISSION STATEMENT
To establish the valuation and classification of all real property for taxation purposes
and to maintain current information on special assessments placed on individual
properties in the City.
DIVISION FOCUS
The duties of the Assessing staff are defined by the Minnesota Statues and the
Minnesota Department of Revenue. Those statutes regulate the assessment and
valuation process. An Assessor's responsibilities are to value and classify property,
uniformly and accurately. Each year, one fifth of the properties are physically inspected
within the City and records are updated. Assessors review sales and perform interior
inspections as needed. In addition, assessors annually check on all property for which
building permits have been issued during the course of the year in order to establish
and adjust value based on the amount of improvements.
The homestead application process formerly a function of City staff is now the
responsibility of Hennepin County. City staff is now responsible for receiving and
recording special assessment records, payments, and perform special assessment
searches for property owners, realtors, and appraisers regarding property records and
pending special assessments. The search fee derived from this activity is shown as
general government revenue to the General Fund.
2019 HIGHLIGHTS
• Maintained and updated all property records on the computer database.
• Continued successful "Open Book Meetings".
• Completed revaluation of residential, commercial, and industrial properties.
• Performed an on -going sales verification process.
• Monitored exempt properties to keep property files up to date for future valuations.
2020 ASSESSING DIVISION GOALS
• Complete the 2020 Assessment by Jan. 2, 2020.
• Revaluation of all Residential/Commercial/Industrial properties.
• Review all sales, analyze market trends, and accurately set the assessment.
• Continue verifying sales for Assessor's Commercial Exchange (ACE) data system.
• Continue verifying electronic Certificate of Real Estate Value (ECRV) in the system.
• Incorporate additional responsibilities as legislature and market conditions dictate,
such as:
• Review of Foreclosure Sheriff Sales of City property.
• Disabled Veteran Exclusion.
• Educate the public on the Homestead Market Value Exclusion.
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects a decrease from the 2019 Adopted Budget due to a
decrease in data processing and insurance charges. The 2020 Proposed Budget
reflects a slight increase due to an anticipated increase in the contract with Hennepin
County for property assessment services.
-68-
FUND: GENERALFUND
DEPARTMENT: Finance
BUSINESS UNIT: Assessing - 10220
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$ 39,240
6031
Employer Social Security
2,723
6032
Employer Medicare
637
6033
Employer Pera
2,996
6035
Medical Insurance
6,541
6036
Dental Insurance
506
6037
Term Life
13
6038
Workers Compensation
47
6040
Long Term Disability
78
Personal Services Total
$ 52,781
Other Services & Charges
6103
Professional Services -General
$ 315,375
6201
Rents & Leases
1,310
6202
Data Processing Rental
6,973
6302
Communications
-
6303
Professional Development
14
6307
Insurance & Bonds
1,145
6308
Property Liability
850
6401
Office Supplies
372
6402
Copy Charges
84
6403
Postage
108
Other Services & Charges Total $ 326,231
Assessing TOTAL $ 379,012
$ 339,500
$
339,560
$
350,180
1,430
1,590
1,660
5,980
210
230
70
-
-
1,120
-
-
880
880
910
200
200
200
200
200
200
250
200
200
$ 349,630
$
342,840
$
353,580
$ 349,630
$
342,840
$
353,580
-69-
FUND: GENERALFUND
DEPARTMENT: Public Safety
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
10300 Support Services $
914,476
$ 981,370
$ 996,890
$ 1,077,240
9.77%
10305 Police Operations
7,733,912
8,498,720
8,473,980
8,733,420
2.76%
10315 Emergency Services
22,922
36,490
37,030
37,110
1.70%
Public Safety TOTAL $
8,671,310
$ 9,516,580
$ 9,507,900
$ 9,847,770
3.48%
REVENUES
10300 Support Services
10305 Police Operations
$10,000,000
E
X $8,000,000
P
E
N $6,000,000
D
T
U $4,000,000
R
E
S $2,000,000
$0
$ 525,699 $ 521,440 $ 502,940 $ 519,410 (0.39%)
915,510 927,460 915,670 904,040 (2.53%)
PUBLIC SAFETY EXPENDITURES
2018 2019B 2019R 2020B
YEAR
-70-
SUPPORT SERVICES DIVISION
MISSION STATEMENT
To provide management and administration of health services, business licensing,
animal control, food inspections and environmental health services.
DIVISION FOCUS
The Support Services Division includes the Support Services Division Manager, two
part-time Environmental Health Specialists, one full-time Code Compliance Specialist,
two part-time Business Licensing Clerks and one part-time Community Service Officer.
The Support Services Division performs six major functions for the City. They are:
• Environmental Health Code Enforcement
• Animal Control
• Business Licensing
• Public Health Nursing Services
• Food Inspection Services
• Liaison to the Richfield Advisory Board of Health (Citizens Commission)
The division is responsible for responding to complaints received concerning
environmental health code violations of private and public property. The division is also
responsible for all animal control functions in the community which is handled by a
supervisor and one part-time employee. Additionally, the division provides business
licensing functions for the City including the licensing and inspection of all food
establishments and all liquor/wine/beer establishments in the City. This is also staffed
with two part-time job share employees.
The division, for 42 years now, provides health services to the residents of Richfield
through a contract with the Bloomington Public Health Division. The division also
provides a staff liaison to the Richfield Advisory Board of Health.
Staff continues to respond to approximately 2,300 complaints/pro-actives a year for
environmental health violations while utilizing two part-time staff that job share to
conduct case management. The Community Service Officer is the field inspector for
environmental health complaints along with conducting other traditional CSO duties of
animal control, assisting patrol, errands and minor traffic violations, etc. This position is
also part-time.
In 2018, the division employed a 19 hour a week Environmental Health Tech for
approximately five months during the summer who pro -actively monitored the City for
obvious common violations. This helped assist the CSO and gained a handle on
conducting even more proactive inspections to ensure quality of life for all residents.
2019 HIGHLIGHTS
• A CSO moved to a full-time Community Development position allowing her to remain
with the City as her employer of choice. Another CSO made the transition from CSO
to Cadet. We've been able to look internally at the Police Explorers for candidates to
fill the CSO position.
A summer Code Enforcement Tech was hired again to address the top 5 property
violations throughout the summer season (May — August).
• All city codes relevant to the Support Services division have been identified for
updating in the second half of 2019.
2020 DIVISION GOALS
On -going work will continue with the completion of standard operating procedural
manuals for both Environmental Health and Business Licensing areas.
• In keeping with City Council Goal 3 (Equity), staff will continue to participate in
GARE work to advance racial equity in the city.
DIVISION EXPENDITURE COMMENT
The majority of the division's expenditures are employee salaries. Three staff are still
stepping in their pay plan while three have reached their maximum salary. Additionally,
the public health nursing and food/pool/lodging inspection contracts the City of Richfield
has with the City of Bloomington continue to increase annually.
The Public Health contract (5% increase) and the Food Inspection contract (3%
increase) with the City of Bloomington is due in large part to rising salary/benefit costs.
In addition, Richfield, along with the City of Edina recently agreed to a shared services
budget increase that will have Richfield paying nearly $139,000 in additional payments
over the next three years to cover the city's share of administration, planning and
internal service charges that the City of Bloomington has been covering over the last
several years. This will be an ongoing charge for the foreseeable future.
-72-
FUND: GENERALFUND
DEPARTMENT: Public Safety
BUSINESS UNIT: Support Services - 10300
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
146,587
$
149,080
$
149,080
$
159,720
6006
Part-time
168,311
212,230
189,250
219,370
6007
Seasonal
5,408
8,460
8,460
8,710
6009
Overtime
-
500
500
500
6031
Employer Social Security
18,824
21,220
20,340
22,970
6032
Employer Medicare
4,402
4,960
4,760
5,380
6033
Employer Pera
23,197
27,820
25,380
29,100
6035
Medical Insurance
59,058
68,420
63,570
76,380
6036
Dental Insurance
1,428
1,440
1,440
1,440
6037
Term Life
42
80
80
80
6038
Workers Compensation
612
380
380
390
6040
Long Term Disability
296
300
320
330
Personal Services Total $
428,165
$
494,890
$
463,560
$
524,370
Other Services & Charges
6103
Professional Services -General $
398,516
$
408,050
$
455,330
$
474,200
6202
Data Processing Rental
34,250
34,860
35,130
35,750
6204
Motor Pool Operating Rental
16,290
17,100
17,100
17,610
6207
Utility Services
10,776
11,120
11,120
11,450
6301
Advertising & Publication
1,023
1,000
1,000
1,000
6302
Communications
1,106
830
1,050
830
6303
Professional Development
230
1,500
1,000
1,000
6305
Subscriptions & Memberships
493
400
400
400
6307
Insurance & Bonds
1,836
1,800
1,930
1,990
6308
Property Liability
650
670
670
690
6315
Other Contractual Services
11,300
750
750
750
6401
Office Supplies
4,005
2,500
2,000
2,000
6402
Copy Charges
640
1,000
800
800
6403
Postage
1,393
1,500
1,500
1,500
6409
Uniforms & Clothing
1,992
1,700
1,700
1,000
6513
Other Charges
1,811
1,700
1,850
1,900
Other Services & Charges Total $
486,311
$
486,480
$
533,330
$
552,870
Support Services TOTAL $ 914,476 $ 981,370 $ 996,890 $ 1,077,240
-73-
FUND: GENERALFUND
DEPARTMENT: Public Safety
BUSINESS UNIT: Support Services - 10300
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Health Administrator
M-1
1.00
1.00
1.00
Code Compliance Officer
GS-5
1.00
1.00
1.00
Total
2.00
2.00
2.00
Part -Time Employees
Health/Licensing Specialist
GS-3
2.00
2.00
2.00
Business Licensing Clerk
GS-2
2.00
2.00
2.00
Community Service Officer
GS-2
2.00
2.00
2.00
Total
6.00
6.00
6.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-74-
POLICE DIVISION
MISSION STATEMENT
It is the Mission of the Richfield Police Department to safeguard the lives and property
of the people we serve, to reduce the incidence and fear of crime, and to enhance
public safety while working with the community to improve their quality of life. The men
and women of the Richfield Police Department are committed to accomplishing these
goals with courage, honor, integrity and hard work.
DIVISION FOCUS
Our mission statement provides the foundation upon which all operational decisions
and organizational policies are based. Under the leadership of the Public Safety
Director, the Police Division works tirelessly to accomplish the mission. To effectively
achieve these stated goals, the Police Division is divided into three sections:
• The Patrol Section consists of the uniformed officers patrolling the streets
of Richfield in marked police squads. These officers provide timely 24/7 police
coverage to the citizens of Richfield. There are three specialty units embedded in
the patrol section or available to assist the patrol section. The specialty units are
one canine unit assigned to the patrol section, traffic unit, and the SWAT team. The
canine unit enhances officer's ability to locate offenders, persons, contraband and/or
property. The traffic unit allows flexibility in enforcement efforts and affords the
patrol section the ability to focus on problem traffic areas in the city. Finally, the
SWAT team provides the patrol section the ability to respond to high risk incidents
that do not fall within the scope of routine policing.
• The Investigative Section consists of a promoted detective, Officers assigned to
investigation, school liaison officers, and the Special Investigative Unit (SIU).
Investigations are responsible for conducting all criminal investigations in the City of
Richfield. School liaison officers' work in partnership with school officials and other
agencies to build a strong relationship with the youth in the community.
The Richfield Special Investigative Unit (SIU) proactively investigates narcotic, vice,
and gang related crimes in Richfield. We also have a continued partnership with the
Hennepin County Sheriff's Office with the Violent Offender Task Force (VOTF)
• The Administrative Section consists of support services, Joint Community Police
Partnership unit (JCPP) and the Crime Prevention Unit (CPU). Support services
personnel are responsible for administrative and clerical support, planning and
research, processing criminal complaints and conducting statistical analyses for the
police division. CPU provides citizens with the knowledge necessary to protect their
person and property from becoming victimized by crime through community
education and prevention programs.
2019 HIGHLIGHTS
Community Relations in keeping with Council Goal 5 and 6.
• Annual Citizen Police Academy
• Nite to Unite
• New Americans Academy
• Heroes & Helpers
• Home Alone Program(s) and Internet Safety for Parents
-75-
• Numerous Public Safety Announcements (ex. Burglary Prevention)
• Police Department FACEBOOK viewership has increased
• Unity in the Community Event
• Bicycle Program in collaboration with Richfield Schools
• Performed over 1700 hours of Community Oriented Policing
• 26t" annual Safety Day in collaboration with the Fire Department
Personnel:
• In keeping with Council Goal 3, Hired 2 new police officers and anticipate hiring
an additional two new officers. One of the new officers is a person of color
• Hired one of our cadets as an officer.
REVISED 2019 BUDGET CHANGES
• The revised 2019 budget is lower than the adopted 2019 budget due to some
changes in contracts for service and the hiring of newer officers at lower pay
scales along with filling promoted ranks at lower pay scales.
2020 POLICE DIVISION GOALS
• Enhance police effectiveness with additional technology upgrades and apps.
o Deploy "Vitals" app on police cell phones and electronic devices.
o Field based reporting by the patrol division.
o Use of Force Program dashboards to be placed on website to create
transparency.
• Continue to seek out grant funding opportunities for new programs/equipment.
• In keeping with Council Goal 5, Continue to enhance the partnership between
members of the community and the police through proactive programs based on
the Community Oriented Policing philosophy.
• In keeping with Council Goal 3 and 5, Reduce crime and increase the feeling of
safety and security through a partnership between members of the community
and the police department.
• In keeping with Council Goal 5 and 6, continue with "Coffee with a Cop" and
"Cook out with a Cop" to meet with the public on a monthly basis and collaborate
on issues or concerns in the community. Develop and Initiate new programs for
the community.
• In keeping with Council Goal 3, 5, and 6, collaboration with schools for more
youth opportunities (ex. Mentoring programs and other outreach programs.)
DIVISION EXPENDITURE COMMENT
The increases in the Proposed 2020 Budget are due mainly to:
• The personal services increases for 2020 reflect collective bargaining agreement
step increases. 20 Officers will receive step increases.
• Now have to participate in funding of JCCP with Hennepin County.
• Increase in professional services due to payments for LOGIS maintenance and
software upgrades.
• Increase in Health Insurance, Workers Compensation, and PERA.
-76-
FUND: GENERALFUND
DEPARTMENT: Public Safety
BUSINESS UNIT: Police Operations - 10305
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$ 4,121,088
$
4,601,010
$
4,623,650
$
4,679,750
6006
Part-time
180,010
194,030
196,600
194,030
6009
Overtime
149,647
145,000
145,000
150,000
6011
Education Pay
54,438
73,940
70,800
91,920
6031
Employer Social Security
35,381
38,810
39,040
39,160
6032
Employer Medicare
64,618
67,450
67,460
68,460
6033
Employer Pera
676,768
772,850
766,330
811,680
6035
Medical Insurance
647,966
756,920
703,750
755,850
6036
Dental Insurance
34,903
38,000
38,230
37,460
6037
Term Life
1,023
2,120
2,130
2,080
6038
Workers Compensation
139,524
146,870
146,870
151,340
6040
Long Term Disability
8,215
8,080
8,580
8,830
6051
Interdepartmental Labor
-
200
200
200
6053
Labor Services Billed
56,459
30,000
38,000
38,000
6054
Interdepartmental Labor Credit
(84,245)
(96,660)
(96,660)
(99,560)
6055
Administrative Labor Credit
(19,810)
(20,410)
(20,410)
(21,010)
6056
Labor Services Billed Credit
(105,013)
(60,000)
(60,000)
(65,000)
6057
Juvenile Investigation Credit
(77,498)
(79,830)
(79,830)
(81,430)
Personal Services Total
$ 5,883,474
$
6,618,380
$
6,589,740
$
6,761,760
Other Services & Charges
6103
Professional Services -General
$ 561,410
$
518,100
$
495,360
$
542,910
6201
Rents & Leases
103,487
109,270
108,370
111,640
6202
Data Processing Rental
223,760
229,080
234,100
241,160
6204
Motor Pool Operating Rental
286,440
300,450
300,450
309,460
6205
Maintenance & Repairs
31,826
29,140
49,900
38,900
6207
Utility Services
311,052
320,850
320,850
330,480
6301
Advertising & Publication
107
250
250
250
6302
Communications
3,586
5,800
4,600
5,000
6303
Professional Development
66,926
72,000
78,000
78,000
6305
Subscriptions & Memberships
4,076
5,000
4,800
4,800
6307
Insurance & Bonds
49,282
48,360
51,910
53,470
6308
Property Liability
16,930
17,440
17,440
17,960
6315
Other Contractual Services
1,330
1,100
1,500
1,600
6319
Detention Costs
57,251
63,000
65,000
65,000
6401
Office Supplies
13,672
18,000
16,000
16,000
6402
Copy Charges
284
500
400
400
6403
Postage
1,795
2,100
2,000
2,000
6409
Uniforms & Clothing
53,968
70,000
66,000
66,000
6414
Other Supplies
63,256
69,900
67,310
86,630
Other Services & Charges Total
$ 1,850,438
$
1,880,340
$
1,884,240
$
1,971,660
Police Operations TOTAL
$ 7,733,912
$
8,498,720
$
8,473,980
$
8,733,420
-77-
FUND: GENERALFUND
DEPARTMENT: Public Safety
BUSINESS UNIT: Police Operations - 10305
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Public Safety Director
M-513
1.00
1.00
1.00
Deputy Director
M-4
1.00
1.00
1.00
Lieutenant
PS-5
3.00
3.00
3.00
Sergeant
PS-4
8.00
8.00
8.00
Detective
PS-3
1.00
1.00
1.00
Police Officer
PS-2
33.00
33.00
33.00
Records Supervisor
GS-5E
1.00
1.00
1.00
Civilian Crime Prevention Specialist
GS-5E
1.00
1.00
1.00
Police IT Specialist
GS-5
.80
.80
.80
Administrative Assistant
GS-4SN
1.00
1.00
1.00
Records Technician
GS-4
1.00
1.00
1.00
Senior Office Assistant
GS-2
2.00
2.00
2.00
Total
53.80
53.80
53.80
Part -Time Employees
Senior Office Assistant
GS-1
2.00
2.00
2.00
Office Assistant
GS-1
2.00
2.00
2.00
Total
4.00
4.00
4.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-78-
EMERGENCY SERVICES DIVISION
Mission Statement
The Richfield Emergency Services Unit's mission is to cooperate with and assist
the licensed, sworn officers of the Richfield Police Department, Richfield Fire
Department, and Emergency Medical Services by maintaining a state of
preparedness for disasters, community events and other emergencies. This is
accomplished with professional training standards and the maintenance of
emergency plans and an Emergency Operations Center set up by the Richfield
Police Department.
Division Focus
The Richfield Police Reserve Unit
The unit is comprised entirely of citizen volunteers and was established to
provide assistance to the sworn officers and command staff of the Richfield
Police Department. This requires monthly training in specific areas such as patrol
tactics, traffic, crowd control, and emergency medical services. The execution of
this division focus is accomplished by spending several documented hours in
active support of police operations.
These programs include but are not limited to:
• The 4'" of July event — parade and fireworks
• High School sporting events
• Race events sponsored by various churches and Woodlake Nature Center
• Environmental Home Checks
• Vacation Home Checks — proactive measures to deal with burglaries when
homeowners are gone
• Assist officers with traffic and crowd control at events, emergency call outs
for disasters, crime scene protection and Toward Zero Death "TZD"
enforcement events.
• Provide patrol support during busy evening and weekend hours
• Weekly squad maintenance checks
• Traffic security during VIP visits
• Standing Guard at LEMA site at the State Capital
Richfield CERT Program
In keeping with Council Goal 5 and 6, the Richfield Community Emergency
Response Team (CERT) has over 110 citizen volunteers trained in areas of
traffic control, medical triage, fire safety, and emergency sheltering.
The program holds two introductory training classes each year for new
volunteers. Volunteers who pass the initial training program are formed into
teams that train once a month.
-79-
The program has expanded on a more regional basis to include the Cities of
Bloomington, Burnsville, Eden Prairie, St. Louis Park and Minneapolis. This past
year CERT held a class for Somalian Students in collaboration with the City of
Bloomington.
CERT volunteers have been used to assist the city during the following events.
• Traffic/Crowd Control at The 4t" of July event- parade and fireworks
• Youth CERT presentations at Safety Day
• Teen Academies
• Promoting CERT and Emergency Preparedness at Nite to Unite
• Traffic Control at Urban Half Marathon
• Maintenance and command of the Mobile Operations Center
(Communications Van) which is utilized as a coordination point and
headquarters for major events such as weather disasters, major crime
scenes, community events.
Over the past seven -years CERT has expanded into the business community as
a business CERT model. Teen CERT has also been taught to children in
collaboration with Safety Day to better prepare children for natural or man-made
disasters.
Emeraencv Manaaement Team
In keeping with Council Goal 5, the police department works on a quarterly basis
with members of the school district and principals from the individual schools on
school safety and emergency protocols.
Division Expenditure
The budget reflects personnel costs for the extra pay the Reserve Coordinator
receives. Other costs are for uniforms, supplies, equipment and maintenance
necessary for the operation of the Division. There is a large expenditure that
occurred in 2018 and 2019 when we replaced the last six of seven warning
sirens in the city. The sirens were well over 50 years old and were in need of
replacement. The work was completed the spring of 2019 on the new sirens.
The sirens will be included in the budget for the next 10 years.
-80-
FUND: GENERALFUND
DEPARTMENT: Public Safety
BUSINESS UNIT: Emergency Services - 10315
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6009
Overtime
$ 7,350
$
7,350
$
7,350
$
7,350
6038
Workers Compensation
84
90
80
90
Personal Services Total
$ 7,434
$
7,440
$
71430
$
7,440
Other Services & Charges
6201
Rents & Leases
$ -
$
11,250
$
11,250
$
11,250
6204
Motor Pool Operating Rental
2,010
2,120
2,120
2,180
6205
Maintenance & Repairs
4,152
4,150
4,400
4,400
6207
Utility Services
381
400
400
400
6303
Professional Development
-
1,150
1,150
1,150
6305
Subscriptions & Memberships
-
400
400
400
6308
Property Liability
250
260
260
270
6401
Office Supplies
-
20
20
20
6409
Uniforms & Clothing
3,565
5,000
5,000
5,000
6414
Other Supplies
5,130
4,300
4,600
4,600
Other Services & Charges Total
$ 15,488
$
29,050
$
29,600
$
29,670
Emergency Services TOTAL
$ 22,922
$
36,490
$
37,030
$
37,110
-81-
FUND:
DEPARTMENT:
GENERALFUND
Fire
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018
2019
2019
2020
(Decrease)
2019 Budget/
BUSINESS UNIT
ACTUAL
BUDGET
REVISED BUDGET
2020 Budget
10400 Fire
$ 4,237,354
$ 4,441,800
$ 4,467,460 $
4,850,230
9.20%
Fire TOTAL $ 4,237,354
$ 4,441,800
$ 4,467,460 $
4,850,230
9.20%
REVENUES
10400 Fire
$ 186,836
$ 184,400
$ 208,280 $
184,000
(0.22%)
$5,000,000
E $4,500,000
X
p $4,000,000
E $3,500,000
N
D $3,000,000
1 $2,500,000
T
U $2,000,000
R
E $1,500,000
S $1,000,000
$500,000
$0
FIRE EXPENDITURES
2018 2019B 2019R 2020B
YEAR
-82-
FIRE DEPARTMENT
MISSION STATEMENT
The mission of the Richfield Fire Department (RFD) is to provide outstanding fire and
emergency medical response to all.
Various services, programs and philosophies help achieve this mission such as:
• Provide a rapid response to all types of emergencies with exceptionally trained
personnel executing a standard, rapid, effective, safe, managed and caring plan
to solve the problem. (Core Services)
• Provide a variety of fire prevention, safety education and loss mitigation plans
and programs for the Richfield community. (Infrastructure, Community Outreach)
• Partner closely with our neighboring fire departments and other emergency
response agencies to provide, and utilize, resources efficiently to provide the
highest level of service. (Community Outreach)
• Department members are empowered to regard everyone as a customer and "to,
do the right thing" for our customers, the residents and visitors of Richfield.
DIVISION FOCUS
Two fire stations are staffed by twenty-four career personnel 24 hours per day operating
two fire engines and one rescue response unit. This staffing provides the capability to
respond to up to three simultaneous emergencies or to initiate definitive rescue and fire
suppression operations at structure fires. The Fire Chief and the Assistant Fire Chief
provide daily and long term administrative, operations and fire code/enforcement
functions. The department strives to have one or both chief officers available to
respond 24/7 to significant incidents to support or assume incident command and to
provide city administrative representation.
2019 HIGHLIGHTS
• The department continued its investment in Spanish language education with
quarterly refresher workshops. (Equity, Community Outreach)
• Conducted a Fire Lieutenant promotional process.
• Conducted an entry-level Firefighter eligibility process.
• Promoted one Fire Captain and one Fire Lieutenant due to retirements.
• Transitioned records management system to a new, updated and more functional
platform.
• Expanded leadership and management training opportunities for staff to increase
-83-
skill development in anticipation of upcoming officer retirements.
• Managed through the impacts resulting from the reconstruction of 66t" Street and
Lyndale Ave.
• Conducted an unprecedented number of fire plan reviews and inspections due to
new development.
2020 DIVISION GOALS
• Continue to develop relationships in the health care sector to implement Community
EMT services in order to facilitate a healthier community.
• Conduct a Fire Captain promotional process.
• Implement the position of Fire Battalion Chief which will be responsible for
community risk reduction (prevention, community engagement and education)
• Continue to develop staff in anticipation of additional officer retirements.
DIVISION EXPENDITURE COMMENT
The 2019 revised budget shows an increase, from the 2019 adopted budget. This
increase is due to Richfield acting as a fiscal agent for a multiagency grant received
from the Minnesota Board of Firefighter Training and Education. The expense increase
is offset by an equal amount of grant revenue.
The 2020 proposed budget reflects an overall increase of 9.20%. This is primarily due
to personnel costs with a number of factors coming to bear in 2020:
• Six firefighters moving through contractually negotiated wage steps along with
one becoming eligible for the first step of longevity pay.
• An increase in the employer PERA component of 0.75%.
• Adding a Sr. Office Assistant two days per week. Department has had zero
administrative support since mid-2018.
• Addition of the Battalion Chief position in July, 2020.
-84-
FUND: GENERALFUND
DEPARTMENT: Fire
BUSINESS UNIT: Fire - 10400
DETAIL EXPENDITURES
BY BUSINESS UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
2,299,888
$ 2,420,000
$ 2,420,000
$ 2,680,000
6006
Part-time
14,198
-
-
-
6009
Overtime
267,443
220,000
219,500
226,600
6013
Longevity
59,213
81,000
81,000
82,000
6031
Employer Social Security
863
-
330
1,100
6032
Employer Medicare
36,987
38,750
39,000
43,280
6033
Employer Pera
417,983
450,000
450,000
515,000
6035
Medical Insurance
353,110
374,950
374,950
417,000
6036
Dental Insurance
18,504
19,500
19,500
21,000
6037
Term Life
542
1,100
1,100
2,100
6038
Workers Compensation
44,328
49,430
49,430
50,910
6040
Long Term Disability
4,609
4,610
4,610
4,750
6051
Interdepartmental Labor
83,330
96,670
96,670
99,560
Personal Services Total $
3,600,998
$ 3,756,010
$ 3,756,090
$ 4,143.300
Other Services & Charges
6103
Professional Services -General
$ 10,969
$ 12,000
$ 11,500
$ 11,250
6201
Rents & Leases
43,190
43,710
43,710
46,020
6202
Data Processing Rental
48,510
49,290
49,670
50,670
6204
Motor Pool Operating Rental
107,010
112,360
112,360
115,730
6205
Maintenance & Repairs
11,365
19,080
19,080
20,500
6207
Utility Services
229,056
236,280
236,280
243,370
6208
800 MHz Charges
25,093
28,500
28,200
28,500
6302
Communications
13,386
19,500
15,000
13,500
6303
Professional Development
25,525
25,750
25,000
29,500
6305
Subscriptions & Memberships
2,656
2,030
2,030
2,300
6307
Insurance & Bonds
24,730
24,270
25,090
25,840
6308
Property Liability
8,240
8,490
8,490
8,750
6315
Other Contractual Services
1,740
4,200
4,000
4,200
6401
Office Supplies
1,486
1,350
1,350
1,500
6402
Copy Charges
774
900
850
850
6403
Postage
73
130
130
500
6409
Uniforms & Clothing
25,899
28,000
28,000
34,000
6412
Maint. & Const. Materials
2,074
4,200
4,000
4,200
6414
Other Supplies
36,890
45,000
75,880
45,000
6523
Public Education Supplies
3,689
3,000
3,000
3,000
6524
EMS Supplies
14,001
17,750
17,750
17,750
Other Services & Charges Total
$ 636,356
$ 685,790
$ 711,370
$ 706,930
Fire TOTAL
$ 4,237,354
$ 4,441,800
$ 4,467,460
$ 4,850,230
-85-
FUND: GENERAL FUND
DEPARTMENT: Fire
BUSINESS UNIT: Fire - 10400
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Fire Services Director/Fire Chief
M-5A
1.00
1.00
1.00
Assistant Chief
M-3
1.00
1.00
1.00
Battalion Chief - Fire Prevention
M-2
-
-
1.00
Fire Captain
FS-3
3.00
3.00
3.00
Fire Lieutenant
FS-2
3.00
3.00
3.00
Firefighter
FS-1
18.00
18.00
18.00
Sr. Office Assistant
GS-2
-
.40
.40
Total
26.00
26.40
27.40
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $ -
-86-
THIS PAGE WAS LEFT BLANK INTENTIONALLY
-87-
FUND: GENERALFUND
DEPARTMENT: Community Development
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 (Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
10500 Community Development $
67,543
$ 69,310
$ 70,800
$ 72,900
5.18%
10502 Planning & Zoning
300,603
307,980
310,930
318,560
3.44%
10505 Inspections
1,102,921
1,196,990
1,194,370
1,237,690
3.40%
Community Development TOTAL $
1,471,067
$ 1,574,280
$ 1,576,100
$ 1,629,150
3.49%
10500 Community Development $ 33,270 $ 26,000 $ 20,000 $ 26,000 0.00%
10505 Inspections 1,644,884 1,174,600 2,103,500 1,245,100 6.00%
$1,800, 000
E
X
p $1,500,000
E
N $1,200,000
D
I
T $900,000
u
R $600,000
E
S
$300,000
$0
COMMUNITY DEVELOPMENT EXPENDITURES
2018 2019B 2019R 2020B
YEAR
D
COMMUNITY DEVELOPMENT DEPARTMENT
MISSION STATEMENT
The mission of the Community Development Department is to ensure and maintain a
quality of life that protects the health and safety of residents, visitors, and businesses.
The Department works to achieve this by providing responsible, responsive, and
professional zoning administration, comprehensive planning, redevelopment services,
housing programs, enterprise facilitation, community marketing, and communication
initiatives.
DEPARTMENT FOCUS
The 21 employees of the Community Development Department are committed to
professional development, integrity, and service to the community. There are five
primary areas of focus within the Department:
• Planning and Zoning
• Housing and Redevelopment
• Inspections
• Economic Development
• Administrative Support
The Community Development Department also serves as staff to the City Council, the
Housing and Redevelopment Authority (HRA), the Economic Development Authority
(EDA), and the Planning Commission.
While the funding for staff salaries and benefits are compiled in this budget, those costs
are ultimately reallocated to individual City, HRA, and EDA program/project budgets.
All non -personnel costs are included separately in individual City, HRA, and EDA
program/project budgets.
2019 highlights and 2020 goals are also provided separately for each individual
program/project. The Community Development goals identified by the City Council at
its annual goalsetting session relate to activities undertaken by the Richfield Housing
and Redevelopment Authority (HRA) and the Richfield Economic Development
Authority (EDA).
DEPARTMENT EXPENDITURE COMMENT
The 2019 Revised Budget represents 2.15% increase from the 2019 Adopted Budget
and the 2020 Proposed Budget represents a 5.18% increase over the 2019 Adopted
Budget. These increases are due to salary and benefit costs.
-89-
FUND: GENERALFUND
DEPARTMENT: Community Development
BUSINESS UNIT: Community Development - 10500
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time $
6006
Part-time
6031
Employer Social Security
6032
Employer Medicare
6033
Employer Pera
6035
Medical Insurance
6036
Dental Insurance
6037
Term Life
6038
Workers Compensation
6040
Long Term Disability
6051
Interdepartmental Labor
6054
Interdepartmental Labor Credit
Personal Services Total $
Other Services & Charges
6103
Professional Services -General $
6207
Utility Services
6307
Insurance & Bonds
6308
Property Liability
Other Services & Charges Total $
Community Development TOTAL $
665,856
$
694,150
$
694,170
$
733,650
111,210
126,910
131,470
140,360
45,258
47,520
48,400
51,140
10,737
11,570
11,780
12,480
57,329
61,380
61,720
65,350
100,609
112,310
107,140
118,610
5,652
5,740
5,740
5,760
168
320
320
320
456
450
450
390
1,313
1,300
1,380
1,430
91,680
98,200
78,480
68,870
(1,090,268)
(1,159,850)
(1,141,050)
(1,198,360)
388
$
370
$
430
$
430
59,604
61,480
61,480
63,320
6,411
6,290
7,720
7,950
1,140
1,170
1,170
1,200
67,543
$
69,310
$
70,800
$
72,900
67,543
$
69,310
$
70,800
$
72,900
-90-
FUND: GENERAL FUND
DEPARTMENT: Community Development
BUSINESS UNIT: Community Development - 10500
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Community Development Director
M-51B
1.00
1.00
1.00
Community Development Asst. Director M-3
1.00
1.00
1.00
Housing Manager
M-1
1.00
1.00
1.00
CD Accountant
GS-6E
1.00
1.00
1.00
Multi Family Housing Coordinator
GS-5E
1.00
-
-
Multi Family Housing Administrator
GS-6E
-
1.00
1.00
Associate Planner
GS-4
1.00
1.00
-
Planner
GS-5E
-
-
1.00
Assistant Planner
GS-3
1.00
1.00
1.00
Administrative Assistant
GS-4
1.00
1.00
1.00
Total
8.00
8.00
8.00
Part -Time Employees
Housing Specialist
GS-5
2.00
2.00
2.00
Community Development Technician
GS-2
2.00
2.00
2.00
Total
4.00
4.00
4.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
ME
PLANNING AND ZONING DIVISION
MISSION STATEMENT
To provide local land use regulation, policy, and vision information and guidance to
residents, local businesses, and developers. To help shape the future of Richfield
through development and implementation of long-range plans.
DIVISION FOCUS
• Long range comprehensive planning for the community.
• Shorter range strategy and implementation planning for specific areas.
• Administration and enforcement (on a complaint -basis) of the City's Zoning
Ordinance, including processing a variety of land use applications.
2019 HIGHLIGHTS
• Complete 2040 Comprehensive Plan, addressing items identified through
Metropolitan Council review process.
• Review and begin Zoning Ordinance amendment process to ensure consistency
of regulations with 2040 Comprehensive Plan.
• Work with developers to begin/complete approved developments throughout the
City (The Chamberlain Apartments, Primrose School, RF64, Lakeside at Lyndale
Gardens, The Henley, Novo).
• Continue to increase responsibilities of Associate Planner.
• Continue Asst. Director/Planning & Redevelopment Manager's participation in
Richfield equity work through Richfield CAREs group.
• Process land use permits related to new development.
• Revise ordinances related to Mixed Use Districts and subdivision and platting
regulations.
• Secure vehicle and begin pop-up meeting project.
2020 PROGRAM GOALS
• To continue to provide excellent customer service to residents and businesses.
• To continue to monitor emerging trends and recommend ordinance changes that
will keep Richfield competitive (e.g. light industrial, urban agriculture).
• Fully establish pop-up meeting program and continue to engage other
departments.
DIVISION EXPENDITURE COMMENT
• No change to the 2019 Revised Planning and Zoning budget is proposed.
• The increase in the 2020 proposed budget is primarily related to staff costs
(salary step increases and health insurance). The proposed increase is 3.44%.
-92-
FUND: GENERALFUND
DEPARTMENT: Community Development
BUSINESS UNIT: Planning & Zoning - 10502
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6051
Interdepartmental Labor
$
246,080
Personal Services Total
$
246,080
Other Services & Charges
6103
Professional Services -General
$
28,646
6202
Data Processing Rental
10,600
6205
Maintenance & Repairs
-
6301
Advertising & Publication
4,046
6302
Communications
420
6303
Professional Development
4,246
6305
Subscriptions & Memberships
2,987
6401
Office Supplies
646
6402
Copy Charges
914
6403
Postage
1,961
6409
Uniforms & Clothing
-
6414
Other Supplies
57
Other Services & Charges Total
$
54,523
Planning & Zoning TOTAL $ 300,603
$ 258,900
$
258,900
$
265,020
$ 19,910
$
22,760
$
22,760
10,920
10,920
11,250
180
180
180
3,220
3,220
3,320
420
420
420
4,130
4,130
4,500
3,100
3,100
3,500
1,750
1,750
1,750
1,100
1,100
1,150
3,600
2,000
2,000
-
100
150
750
2,350
2,560
$ 49,080
$
52,030
$
53,540
$ 307,980
$
310,930
$
318,560
-93-
INSPECTIONS DIVISION
MISSION STATEMENT
To serve the citizens of Richfield by providing inspection services to safeguard life,
health, property and public welfare by enforcing the minimum requirements of the
Richfield City Code and the Minnesota State Building Code.
DIVISION FOCUS
• The Division consists of nine employees: Building Official, two Building
Inspectors, Plumbing/Mechanical Inspector, two Housing Inspectors, Permit
Technician, Housing Inspections Clerk, and Senior Office Assistant.
• The Inspections Division administers and enforces City Ordinances relating to
Building Code requirements including building, plumbing, heating, ventilation and
air conditioning, electrical, sign and driveway installations.
• The Division administers a contract with two inspectors to perform electrical
inspections.
• The Division spends a significant amount of time advising homeowners who are
doing their own remodeling or additions.
2019 HIGHLIGHTS
• The construction activity in 2019 has almost doubled from 2018 to the highest
level in recent history.
2020 INSPECTION DIVISION GOALS
• To continue to maintain the quality of homes and buildings within the City by
eliminating potential building safety concerns through building inspections and
enforcing the Minnesota State Building Code.
• Continue a close working relationship with the Fire Department, Support Services
Division, Public Safety, Public Works and other departments within the City to
effectively implement programs that affect the residents of Richfield.
DIVISION EXPENDITURE COMMENT
• The 2019 revised budget reflects a .22% decrease from the 2019 adopted
budget. The 2020 proposed budget reflects a 3.4% increase over the 2019
adopted budget.
-94-
FUND: GENERALFUND
DEPARTMENT: Community Development
BUSINESS UNIT: Inspections - 10505
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005 Full Time
6009 Overtime
6013 Longevity
6031 Employer Social Security
6032 Employer Medicare
6033 Employer Pera
6035 Medical Insurance
6036 Dental Insurance
6037 Term Life
6038 Workers Compensation
6040 Long Term Disability
6051 Interdepartmental Labor
Personal Services Total
Other Services & Charges
6103 Professional Services -General
6202 Data Processing Rental
6204 Motor Pool Operating Rental
6207 Utility Services
6301 Advertising & Publication
6302 Communications
6303 Professional Development
6305 Subscriptions & Memberships
6307 Insurance & Bonds
6308 Property Liability
6401 Office Supplies
6402 Copy Charges
6403 Postage
6409 Uniforms & Clothing
6414 Other Supplies
6513 Other Charges
6523 Public Education Supplies
Other Services & Charges Total
$ 637,933
$
693,520
$
696,590
$
710,190
2,779
6,000
10,000
10,000
2,144
2,210
2,290
2,390
38,125
41,900
42,130
43,140
8,916
9,800
9,850
10,230
47,081
51,600
51,370
53,440
98,511
119,120
99,280
110,410
5,890
6,450
6,370
6,480
177
360
360
360
6,312
7,430
7,430
7,190
1,273
2,350
1,380
1,420
33,504
33,950
33,950
37,570
$ 882,645
$
974,690
$
961,000
$
992,820
$ 95,728
$
98,190
$
102,730
$
114,100
37,180
37,780
38,110
38,860
11,500
14,600
14,600
15,040
22,572
23,280
23,280
23,980
-
200
200
200
5,322
3,660
3,660
3,800
4,536
6,800
6,800
7,000
705
600
600
620
7,324
7,190
8,670
8,940
2,010
2,070
2,070
2,130
5,476
4,750
5,600
5,800
956
2,580
1,000
1,000
2,544
3,000
3,000
3,000
209
750
1,000
1,100
4,422
3,850
8,550
4,800
19,792
13,000
13,000
14,000
-
-
500
500
t 070 07F
t
777 Aon
(z
J 2Z 27n
it
')AA P70
Inspections TOTAL $ 1,102,921 $ 1,196,990 $ 1,194,370 $ 1,237,690
-95-
FUND: GENERAL FUND
DEPARTMENT: Community Development
BUSINESS UNIT: Inspections - 10505
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Chief Building Official M-2
1.00
1.00
1.00
Trade/Building Inspector GS-6
5.00
5.00
5.00
Permit Technician GS-3
1.00
1.00
1.00
Housing Inspections Clerk GS-3
1.00
1.00
1.00
Senior Office Assistant GS-2
1.00
1.00
1.00
Total
9.00
9.00
9.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
SON
THIS PAGE WAS LEFT BLANK INTENTIONALLY
-97-
FUND: GENERALFUND
DEPARTMENT: Public Works
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
10600
PW Administration
$ 179,744
$ 188,970
$ 185,220
$ 190,700
0.92%
10605
Engineering
340,546
336,820
245,230
278,560
(17.30%)
10610
Street Maintenance
2,263,665
2,335,600
2,332,560
2,393,320
2.47%
10615
Park Maintenance
1,291,294
1,325,750
1,343,430
1,437,230
8.41 %
Public Works TOTAL $ 4,075,249 $ 4,187,140 $ 4,106,440 $ 4,299,810 2.69%
REVENUES
10605 Engineering
10610 Street Maintenance
$4,500,000
E $4,000,000
X
p $3,500,000
E $3,000,000
N
D $2,500,000
T $2,000,000
U $1,500,000
R
E $1,000,000
S $500,000
$0
$ 20,502 $ 14,000 $ 11,500 $
625,480 615,000 615,000
PUBLIC WORKS EXPENDITURES
2018 2019B 2019R 2020B
YEARS
11,500 (17.86%)
615,000 0.00%
-98-
PUBLIC WORKS ADMINISTRATION DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
The Public Works Administration Division is responsible for overseeing delivery of public
capital improvement projects, ongoing maintenance and operations of the Public Works
divisions, and staying aware of and contributing to the regional discussions surrounding
emerging public works issues (i.e., State and Interstate Highways around Richfield;
storm water quality management; water supply; environmental issues; and public
education and engagement.)
2019 HIGHLIGHTS
• Began to implement "smart city" initiatives, including but not limited to smart
compacting garbage receptacles, the incorporation of 4 hybrid electric vehicles into
the fleet, and solar panels on City buildings (City Council Goals 1 & 6).
• Managed social media communications and public outreach for street reconstruction
projects and projects in design (City Council Goals 1, 5 & 6).
• Began review of ordinances pertaining to the Public Works Department and updated
as needed with consideration of equity and core services (City Council Goals 3 & 6).
Developed a K-12 "What is Public Works?" educational campaign that can be
utilized by local schools and community leaders (City Council Goal 5).
• Utilized Public Work's outreach mediums/social media outlets to promote the water
meter replacement project in addition to the "WaterSmart" utility software roll -out
(City Council Goals 1, 5, & 6).
• Worked with the University of Minnesota's Resilient Communities Project to develop
a comprehensive Emerald Ash Borer Public Outreach Campaign (City Council Goals
5 & 6).
2020 DIVISION GOALS
• Continue review of ordinances pertaining to the Public Works Department and
update as needed with consideration of equity (City Council Goals 3 & 6).
• Develop and implement a "Public Art Policy" to guide arts investments on city
property (City Council Goals 1 & 6).
• Continue to utilize Public Work's outreach mediums/social media outlets to promote
the water meter replacement project in addition to the "WaterSmart" utility software
roll -out (City Council Goals 1, 5, & 6).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget has a 1.98% decrease from the 2019 Adopted Budget.
The 2020 Proposed Budget reflects a .92% increase from the 2019 Adopted Budget
due to Personnel Services.
-99-
FUND: GENERALFUND
DEPARTMENT: Public Works
BUSINESS UNIT: PW Administration - 10600
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$ 211,089
6031
Employer Social Security
11,979
6032
Employer Medicare
2,987
6033
Employer Pera
15,470
6035
Medical Insurance
23,860
6036
Dental Insurance
1,368
6037
Term Life
40
6038
Workers Compensation
132
6040
Long Term Disability
371
6054
Interdepartmental Labor Credit
(119,000)
Personal Services Total
$ 148,296
Other Services & Charges
6103
Professional Services -General
$ 3,244
6202
Data Processing Rental
10,600
6302
Communications
2,428
6303
Professional Development
5,478
6305
Subscriptions & Memberships
804
6307
Insurance & Bonds
1,836
6308
Property Liability
650
6401
Office Supplies
1,777
6402
Copy Charges
2,059
6403
Postage
137
6414
Other Supplies
2,435
Other Services & Charges Total $ 31,448
PIN Administration TOTAL $ 179,744
$ 217,780 $
215,150 $
224,890
12,210
10,830
11,160
3,080
3,110
3,250
16,130
15,930
16,670
24,530
24,840
26,990
1,460
1,440
1,440
80
80
80
120
120
120
390
390
400
/447')nn\
/44n 4nn\
I An nnn\
$ 12,110 $
10,000 $
10,000
10,920
11,170
11,690
1,300
2,500
2,500
6,760
6,750
7,300
810
810
930
1,800
1,930
1,990
670
670
690
4,710
5,000
5,000
1,520
2,250
2,250
1,940
500
500
1) ocn
1) ccn
1) ocn
$ 188,970 $ 185,220 $ 190,700
-100-
FUND: GENERAL FUND
DEPARTMENT: Public Works
BUSINESS UNIT: PW Administration - 10600
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
PW Director/City Engineer M-513
1.00
1.00
1.00
Administrative Aide/Analyst GS-5E
1.00
1.00
1.00
Total
2.00
2.00
2.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
MUSE
ENGINEERING DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide planning, design, and construction management support for Public Works
operations, construction, and maintenance projects. Conducting plan reviews for
permits and developers with a focus on protecting the City's interest in the public rights -
of -way. Specifically, to:
• Maintain record drawings of the City's existing infrastructure and provide
guidance to any proposed changes that would impact that infrastructure.
• Develop and administer the department's Sweet Streets® capital improvement
and maintenance projects and Hennepin County's reconstruction of their arterials
through the City.
• Represent Richfield's interests in regional transportation planning and
construction projects.
• Manage storm water related issues within the City including:
o Review of redevelopment plans for storm water regulation compliance and
permitting;
o Coordination of the Storm Water Pollution Prevention Program;
o Lead the Minnesota Pollution Control Agency permitting and annual
reporting process for the City; and
o Follow and track changes in the regulations of storm water that impact the
City.
• Provide technical support to other divisions.
• Provide Staff support for the Transportation Commission.
2019 HIGHLIGHTS
• Completed 66t" Street Reconstruction and the streetscape elements (City Council
Goal 1).
• Administered concrete and mill & overlay contracts for City's Sweet Streets
-102-
Program, completing year five of the 6-Year Mill and Overlay Project (City Council
Goal 1).
• Administered the second year of reclamite application on mill & overlay areas in an
effort to extend the life of the new pavement and preserve the major investment
made in City streets (City Council Goal 1 & 6).
• Reached substantial completion on the Lyndale Avenue Reconstruction Project (City
Council Goal 1).
• Coordinated completion of South Richfield Parkway (City Council Goal 1).
• Continue to address roadblocks for pedestrians and bicyclists by engaging with the
public to understand where opportunities exist (City Council Goal 1, 3, & 6).
2020 DIVISION GOALS
• Coordinate with Metro Transit on Orange Line construction and D Line
Planning/Design (City Council Goals 1 & 3).
• Continue to encourage Hennepin County to program full reconstruction of Nicollet
and Penn Avenues (City Council Goals 1 & 2).
• Complete the funding package for the 77t" Underpass and have the project
authorized for construction in 2020 (City Council Goals 1, 2 & 3).
• Continue to coordinate with MnDOT and represent Richfield's interests related to the
future 1-494 corridor improvements (City Council Goals 1 & 2).
• Continue to address roadblocks for pedestrians and bicyclists by engaging with the
public to understand where opportunities exist (City Council Goal 1, 3, & 6).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects a 27.19% reduction in expenditures from the 2019
Adopted Budget primarily due to vacancies in personnel.
The 2020 Proposed Budget reflects a 17.3% decrease in expenditures from the 2019
Adopted Budget due to staffing changes in the division. This results from the elimination
of the two Civil Engineer positions and one City Engineer position and the creation of a
Project Engineer position in 2019 and Assistant Engineer Position in 2020 resulting a
net decrease of 1.0 FTE for the division.
- 103 -
FUND: GENERALFUND
DEPARTMENT: Public Works
BUSINESS UNIT: Engineering - 10605
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
443,125
$
496,060
$
363,750
$
395,430
6009
Overtime
1,794
2,400
2,400
2,400
6031
Employer Social Security
26,813
30,660
22,460
24,520
6032
Employer Medicare
6,281
7,170
5,250
5,730
6033
Employer Pera
32,986
37,210
27,280
29,660
6035
Medical Insurance
51,466
68,600
49,710
54,690
6036
Dental Insurance
3,986
4,310
3,340
3,490
6037
Term Life
117
240
190
190
6038
Workers Compensation
5,520
7,480
7,480
7,170
6040
Long Term Disability
861
1,040
950
980
6054
Interdepartmental Labor Credit
(325,883)
(425,000)
(345,000)
(355,000)
Personal Services Total $
247,066
$
230,170
$
137,810
$
169,260
Other Services & Charges
6103
Professional Services -General $
24,702
$
25,000
$
25,220
$
25,220
6202
Data Processing Rental
46,840
48,150
48,570
49,500
6204
Motor Pool Operating Rental
4,250
9,790
9,790
9,790
6301
Advertising & Publication
202
-
-
-
6302
Communications
6,400
4,500
6,500
6,500
6303
Professional Development
4,043
11,000
8,600
9,200
6305
Subscriptions & Memberships
495
1,230
1,500
1,700
6307
Insurance & Bonds
3,662
3,600
3,860
3,980
6308
Property Liability
850
880
880
910
6414
Other Supplies
2,036
2,500
2,500
2,500
Other Services & Charges Total $
93,480
$
106,650
$
107,420
$
109,300
Engineering TOTAL $ 340,546 $ 336,820 $ 245,230 $ 278,560
-104-
FUND: GENERAL FUND
DEPARTMENT: Public Works
BUSINESS UNIT: Engineering - 10605
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
City Engineer
M-3
1.00
-
-
Transportation Engineer
M-2
1.00
1.00
1.00
Assistant City Engineer
M-2
-
-
1.00
Project Engineer
M-1
-
1.00
1.00
Engineer Assistant
GS-4
1.00
1.00
1.00
Water Resources Specialist
GS-4
1.00
1.00
1.00
Total
4.00
4.00
5.00
Protect Full -Time Employees
Civil Engineer GS-6 2.00 - -
Total 2.00 - -
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $
- 105 -
STREET MAINTENANCE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide pavement management, street signage, signal lights, streetlights, asphalt
patching, ice control, and snow removal. These programs are necessary to ensure the
citizens of Richfield have a safe, efficient, and reliable transportation system.
The Street Maintenance Division also protects Richfield's urban forest and existing tree
canopy through tree inspections, monitoring both public and private trees, tree removal,
trimming, and replacing trees on the boulevard as they are removed.
2019 HIGHLIGHTS
• Completed the fifth year of the six year Mill and Overlay Project (City Council Goal
1).
• Continued assistance with private property diseased/hazardous tree removals using
the assessment option for paying removal costs (City Council Goals 3 & 5).
• Started an EAB outreach plan for property owners to address trees on their property
(City Council Goal 5).
2020 DIVISION GOALS
• Create an inventory of pavement markings to establish a replacement program (City
Council Goal 3).
• Continue the Emerald Ash Borer (EAB) injection program to preserve the health of
the City's trees (City Council Goals 1 & 6).
• Finalize long-term street maintenance plan including additional mill and overlay for
residential streets (City Council Goal 1).
• Initiate system -wide change out of streetlights from High Pressure Sodium bulbs to
LED (City Council Goals 1, 5 & 6)
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects a .13% decrease from the 2019 Adopted Budget.
Budget line items for Salt (6411) and Overtime (6009) have adjusted upwards due to
heavy snowfall in February and March but were offset for 2019 by decreased actual
personnel costs in 2019.
The 2020 Proposed Budget reflects a 2.47% increase from the 2019 Adopted Budget.
The increases are to account for increased personnel costs.
WI.
FUND: GENERALFUND
DEPARTMENT: Public Works
BUSINESS UNIT: Street Maintenance - 10610
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$
859,331
6007
Seasonal
24,829
6009
Overtime
36,388
6031
Employer Social Security
55,083
6032
Employer Medicare
12,882
6033
Employer Pera
65,867
6035
Medical Insurance
146,879
6036
Dental Insurance
9,038
6037
Term Life
267
6038
Workers Compensation
31,512
6040
Long Term Disability
1,841
6054
Interdepartmental Labor Credit
(61,252)
Personal Services Total
$
1,182,665
Other Services & Charges
6103
Professional Services -General
$
12,848
6202
Data Processing Rental
6,567
6204
Motor Pool Operating Rental
363,910
6205
Maintenance & Repairs
19,511
6207
Utility Services
269,710
6209
Utility Lighting
47,312
6301
Advertising & Publication
855
6302
Communications
7,012
6303
Professional Development
7,917
6305
Subscriptions & Memberships
506
6307
Insurance & Bonds
12,003
6308
Property Liability
2,990
6315
Other Contractual Services
112,944
6409
Uniforms & Clothing
9,285
6410
Small Tools & Parts
5,483
6411
Salt
118,855
6412
Maint. & Const. Materials
33,418
6414
Other Supplies
13,561
6415
Sign Parts & Supplies
13,200
Other Services & Charges Total
$
1,057,887
Capital Outlay
7700
Office Equipment
$
23,113
Capital Outlay Total $ 23,113
Street Maintenance TOTAL $ 2,263,665
908,050
39,460
15,000
57,750
13,510
70,180
166,580
9,710
540
38,860
1,900
17Q QQn\
887,120
44,720
36,000
57,340
13,410
66,380
146,500
9,640
540
38,860
2,030
170 *100%
935,060
47,410
23,000
60,390
14,120
69,980
159,950
9,580
530
38,360
2,080
17Q'1QAN
1 ,24J, "I bU 1 ,224,1 bU 1 ,262,Ubu
$ 9,790
$ 9,750
$ 9,750
8,980
6,960
7,540
378,780
378,780
390,140
25,600
11,500
11,500
264,000
264,000
264,000
62,060
61,040
60,200
240
240
240
4,500
4,500
4,500
13,760
5,560
11,360
180
400
400
11,780
12,980
13,370
3,080
3,080
3,170
145,000
186,150
183,570
11,000
11,000
11,000
6,200
6,200
6,200
85,000
93,360
85,000
42,840
32,650
31,150
3,000
3,000
3,000
16,650
17,250
15,150
$ 1,092,440
$ 1,108,400
$ 1,111,240
- 4i - $ -
$ 2,335,600 $ 2,332,560 $ 2,393,320
-107-
FUND: GENERAL FUND
DEPARTMENT: Public Works
BUSINESS UNIT: Street Maintenance - 10610
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Operations Superintendent
M-3
.80
.75
.75
Operations Supervisor
M-1
1.00
1.00
1.00
GIS Analyst/IT Technician
GS-5
.30
.30
.20
Forester
GS-4
1.00
1.00
1.00
Senior Office Assistant
GS-2
.35
.35
.35
Public Works Worker
LT-1
10.00
10.00
10.00
Total
13.45
13.40
13.30
ITEMS
None
Total
CAPITAL OUTLAY
2019 2019 2020
ADOPTED REVISED BUDGET
.,
- T
- Z�
- 108 -
PARK MAINTENANCE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To maintain and repair Richfield's 21 park areas that provide space and facilities for
leisure activities. These areas vary in size from one -quarter acre (Little Bob's Park) to
over 100 acres (Veterans Memorial Park). The Park Maintenance Division is
responsible for maintaining and repairing:
• Buildings
• Play features
• Tennis/Pickleball courts
• Ballfields
• Turf areas
• Trash pick-up and disposal
• Winter maintenance of sidewalks/trails
The Park Maintenance Division also manages the maintenance of the LHN and 77tn
Street Maintenance Districts.
2019 HIGHLIGHTS
• Added plantings, both annual and perennial, to minimal mowing areas (City Council
Goal 6).
• Installed the remainder of the new park signs (City Council Goal 6).
• Introduced expanded recycling efforts in City parks (City Council Goal 6).
• Enhanced sidewalk/trail snow removal program (City Council Goals 3 & 5).
2020 DIVISION GOALS
• Install additional solar trail lighting at various parks (City Council Goal 1).
• Continue support of City -sponsored events such as 4t" of July Celebration and
"Penn Fest" at Open Streets (City Council Goal 6).
• Continue to identify park areas to enhance with ornamental/edible plantings (City
Council Goal 6).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects a 1.33% increase from the 2019 Adopted Budget.
The 2020 Proposed budget reflects an 8.41 % increase from the 2019 Adopted Budget.
These increases are due to the addition of a new Public Works Worker to the Division in
late summer 2019. Enhanced maintenance to street medians and winter sidewalk
clearing are major factors why the position is being added. The costs associated with
this position will be offset through a reduction in the Public Works Engineering Budget.
Miff
FUND: GENERALFUND
DEPARTMENT: Public Works
BUSINESS UNIT: Park Maintenance - 10615
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$
467,722
6007
Seasonal
41,821
6009
Overtime
22,667
6013
Longevity
1,096
6031
Employer Social Security
32,445
6032
Employer Medicare
7,588
6033
Employer Pera
36,987
6035
Medical Insurance
71,510
6036
Dental Insurance
5,370
6037
Term Life
156
6038
Workers Compensation
33,780
6040
Long Term Disability
846
6054
Interdepartmental Labor Credit
(28,438)
Personal Services Total
$
693,550
Other Services & Charges
6103
Professional Services -General
$
6,004
6202
Data Processing Rental
3,780
6204
Motor Pool Operating Rental
189,500
6205
Maintenance & Repairs
105,588
6207
Utility Services
112,195
6302
Communications
6,824
6303
Professional Development
6,548
6305
Subscriptions & Memberships
-
6307
Insurance & Bonds
44,938
6308
Property Liability
3,290
6310
Taxes & Licenses
110
6315
Other Contractual Services
62,326
6409
Uniforms & Clothing
3,657
6410
Small Tools & Parts
2,360
6412
Maint. & Const. Materials
3,607
6414
Other Supplies
27,817
Other Services & Charges Total
$
578,544
Capital Outlay
7350
Other Improvements
$
19,200
Capital Outlay Total $ 19,200
Park Maintenance TOTAL $ 1,291,294
$ 490,010 $
498,010
45,580
43,410
13,870
23,000
1,130
1,100
32,920
33,400
7,700
7,810
36,690
37,440
75,440
75,400
5,380
5,580
300
310
39,390
29,390
840
870
IQA 77M
/QA 77n\
558,180
45,600
23,000
1,130
37,220
8,710
41,950
91,120
6,120
340
13,700
900
IQA 77M
$ 6,600
$
3,920
$
3,920
3,890
4,030
4,360
198,980
198,980
204,950
120,300
120,300
120,300
102,920
102,920
111,290
4,850
6,700
7,150
8,610
4,790
7,260
100
100
100
44,110
45,130
46,490
3,390
3,390
3,490
200
200
200
53,550
64,250
68,750
4,790
4,790
4,790
3,300
3,300
3,300
10,000
10,000
10,000
45,680
49,680
47,680
$ 611,270
$
622,480
$
644,030
$ 1,325,750
$
1,343,430
$
1,437,230
MEME
FUND: GENERAL FUND
DEPARTMENT: Public Works
BUSINESS UNIT: Park Maintenance - 10615
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Operations Manager M-2
.50
.50
.50
Public Works Worker LT-1
7.00
8.00
8.00
Total
7.50
8.50
8.50
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
mmm
THIS PAGE WAS LEFT BLANK INTENTIONALLY
- 113 -
FUND: GENERALFUND
DEPARTMENT: Recreation Services
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 (Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
17000 Recreation Administration $
386,198
$ 375,590
$ 353,290
$ 361,800
(3.67%)
17501 Recreation
955,276
1,038,020
1,038,370
1,085,640
4.59%
18000 Wood Lake Nature Center
555,045
554,460
579,900
582,380
5.04%
Recreation Services TOTAL $
1,896,519
$ 1,968,070
$ 1,971,560
$ 2,029,820
3.14%
REVENUES
17501 Recreation $ 370,475 $ 354,820 $ 349,840 $ 342,190 (3.56%)
18000 Wood Lake Nature Center 92,758 90,050 91,730 92,060 2.23%
$2,100,000
E
X $1,800,000
P
E $1,500,000
N
D $1,200,000
1
T $900,000
U
R $600,000
E
S $300,000
$0
RECREATION SERVICES EXPENDITURES
2018 2019B 2019R 2020B
YEAR
l:EM
RECREATION SERVICES ADMINISTRATION
MISSION STATEMENT
The mission of the Recreation Services Department is to provide residents with quality
recreational services reflecting Richfield's high service standards.
DIVISION FOCUS
The Recreation Services Administration Division provides support for the Recreation
Services Department including Wood Lake Nature Center, Recreation Programs and
Athletics, Ice Arena, Outdoor Pool, and Mini -Golf. The Administrative Division also
contains items related to parks planning and development.
• Facilitate strategic planning of the City's parks system and recreational programming
and oversee all park capital projects.
• Provide support for the Community Services Commission, Arts Commission, Friendship
City Commission and other planning groups.
• Provide registration software, online services and other technological support to the
Recreation Services Department.
• Coordinate Department program guide and other publications and maintain Department
web pages.
• Administer engraving activity and communications for the Honoring All Veterans
Memorial, Adopt a Park, Adopt a Tree and other park donations.
• Coordinates the MN GreenStep Cities Program for the City.
2019 HIGHLIGHTS
• Established a fund for public art. (Council Goals 3,5, 6)
• Launched operation of the band shell. (Council Goal 1)
• Passed the organization of recycling and organics curbside hauling (Council Goals 1, 6)
• Passed the approval to hire a Sustainability Coordinator position.
• Established a citizen -based organics taskforce to plan and launched two organics
drop-off sites. (Council Goals 1, 5, 6)
2020 DIVISION GOALS
• Consider the establishment of a park dedication ordinance (Council Goal 1).
• Establish quarterly department meetings/training.
• Continue to gather community and financial support for an all-inclusive playground in
Augsburg Park (Council Goal 1).
• Increase ADA efforts with facilities, programming, and events. (Council Goals 3, 6)
• Develop plans for capital projects including: costs, schematic drawings, and a variety of
engagement offerings.
• Recruit a new Community Center Senior Office Aide after Deb's retirement.
DIVISION EXPENDITURE COMMENTS
• The Recreation Services/Administration Division shows a 5.94% decrease in
expenditures for the 2019 revised budget, mainly because of a new Recreation
Services Director with a starting salary lower on the pay range than the previous
director. The 2020 expenditure budget shows a 3.67% decrease over the 2019
adopted budget; due to savings with personnel costs.
-115-
FUND: GENERALFUND
DEPARTMENT: Recreation Services
BUSINESS UNIT: Recreation Administration - 17000
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
218,244
$ 222,330
$
189,020
$
196,900
6031
Employer Social Security
12,675
11,000
11,090
11,230
6032
Employer Medicare
3,085
2,980
2,590
2,690
6033
Employer Pera
15,495
15,950
13,790
14,330
6035
Medical Insurance
34,536
31,320
30,980
33,370
6036
Dental Insurance
1,428
1,440
1,440
1,440
6037
Term Life
40
80
80
80
6038
Workers Compensation
3,780
2,720
2,720
2,500
6040
Long Term Disability
395
400
400
410
6051
Interdepartmental Labor
2,223
-
2,200
2,200
Personal Services Total $
291,901
$ 288,220
$
254,310
$
265,150
Other Services & Charges
6103
Professional Services -General $
424
$ 500
$
5,000
$
1,500
6202
Data Processing Rental
14,925
15,190
15,330
15,630
6207
Utility Services
1,331
1,800
1,500
1,500
6301
Advertising & Publication
29,574
25,000
29,000
29,000
6302
Communications
803
-
500
500
6303
Professional Development
957
1,500
1,500
1,500
6305
Subscriptions & Memberships
336
350
350
350
6307
Insurance & Bonds
4,669
4,590
4,760
4,900
6308
Property Liability
7,320
7,540
7,540
7,770
6402
Copy Charges
7,048
9,400
9,000
9,000
6513
Other Charges
26,910
21,500
24,500
25,000
Other Services & Charges Total $
94,297
$ 87,370
$
98,980
$
96,650
Recreation Administration TOTAL $ 386,198 $ 375,590 $ 353,290 $ 361,800
-116-
FUND: GENERAL FUND
DEPARTMENT: Recreation Services
BUSINESS UNIT: Recreation Administration - 17000
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY 2019 2019 2020
CLASSIFICATIONS GRADE ADOPTED REVISED BUDGET
Regular Full -Time Employ
Recreation Services Director M-5A 1.00 1.00 1.00
Recreation Specialist GS-5 1.00 1.00 1.00
Total 2.00 2.00 2.00
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $ -
MEM
RECREATION PROGRAMS
MISSION STATEMENT
The mission of the Recreation Programs Division is to provide high -quality programs,
services, and facilities that enhance the physical, emotional and mental well being of
our diverse population.
DIVISION FOCUS
The Recreation Programs Division provides high -quality programs, activities and special
events throughout the year to the entire community. The division is the conduit to find
ways to ensure inclusion of all people, especially people with physical and economic
challenges and people of color. The incorporation of these services includes programs
and services for youth through seniors/mature adults. The Division also coordinates
scheduling of athletic and park facilities for Richfield youth and adult recreational sports
associations, schools and other groups.
2019 HIGHLIGHTS
• Introduced Amazing Athletes, a sports -focused program for youth ages 18 months to
five years, with great success. (Council Goals 5, 6)
• Conducted a successful eighth -annual Open Streets at Penn Fest event and
recruited new entertainment options for the event, including logrolling and an
entertainment stage. (Council Goal 5)
• Launched the operation of the Richfield Community Band Shell (Council Goal 1).
• The Farmers Market was able to find a local sponsor to implement a new program
called the POP Club at the market. The Power of Produce (POP) Club provides a
fun opportunity for children to engage in the local food system through conversations
directly with farmers, educational games and demonstrations, and exposure to new
fruits and vegetables.
• The Farmers Market expanded their season and offered seven Winter Farmers
Market events that featured local produce, hot food and artists.
• A projected 1,000 meals will be served in 2019 to youth ages 18 and younger
through the free Summer Food Services Program. (Council Goals 3, 5, 6)
• Coordinated a city-wide 4t" of July event with the 4t" of July Committee.
• More than 29,000 individual program participation/registrations projected in 2019.
(Council Goal 6)
• Registrations for reduced -cost youth sports camps have continued to climb year
after year. We have been able to find new partners which have allowed us to
continue to offer more camp and a wider and variety of activities. (Council Goals 3,
5,6)
2020 GOALS
• Increased outreach to underserved populations in our community to increase
recreation participation. (Council Goals 3, 5, 6)
• Continue expanding the Free Summer Playground and Food Services Programs.
(Council Goals 3, 5, 6)
-118-
Expand senior programming and increase facility use at the Community Center.
Establish a spring/summer Recreation Intern program to expand current offerings
and increase service levels of current programs.
The City of Richfield is a part of the Richfield Dementia Friends committee and is
working to have an online resources guide by 2020 for residents. The resource
guide is part of an effort to help those living with or caring for someone with
Dementia or memory loss. This is part of the mission of the Richfield Dementia
Friends to become a dementia -friendly -community.
DIVISION REVENUE COMMENT
Revenue was reduced by $17,000 from the adopted budget. Adult softball participation
fell 26% last year and is expected to fall another 17%, a trend experienced statewide
and throughout the industry.
DIVISION EXPENDITURE COMMENT
Expenditures in the 2019 revised budget will stay approximately the same from the
2019 adopted budget ($380 increase) and will increase in 2020 by $50,000. The
increase in 2020 is due, primarily, to increases in personal services (salary step
increases and the addition of an intern to the division).
FUND: GENERALFUND
DEPARTMENT: Recreation Services
BUSINESS UNIT: Recreation - 17501
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
275,891
$
285,120
$
286,660
$
300,040
6006
Part-time
118,884
130,030
132,470
138,980
6007
Seasonal
87,814
107,730
102,530
119,670
6031
Employer Social Security
28,721
32,050
32,310
34,640
6032
Employer Medicare
6,717
7,510
7,560
8,100
6033
Employer Pera
32,141
31,050
31,440
32,920
6035
Medical Insurance
60,096
58,680
61,020
67,850
6036
Dental Insurance
2,856
2,870
2,870
2,880
6037
Term Life
84
170
170
170
6038
Workers Compensation
11,040
8,430
8,430
7,940
6040
Long Term Disability
575
580
600
620
Personal Services Total $
624,819
$
664,220
$
666,060
$
713,810
Other Services & Charges
6103
Professional Services -General $
220
$
210
$
220
$
220
6201
Rents & Leases
1,354
4,300
4,300
4,300
6202
Data Processing Rental
25,153
26,690
27,070
27,970
6204
Motor Pool Operating Rental
-
-
1,000
1,030
6205
Maintenance & Repairs
20,258
17,400
17,400
17,930
6207
Utility Services
15,901
17,000
17,000
17,000
6301
Advertising & Publication
2,887
4,200
4,200
4,200
6302
Communications
4,633
5,000
5,000
5,000
6303
Professional Development
3,427
4,600
4,000
4,000
6305
Subscriptions & Memberships
2,165
2,200
2,200
2,300
6307
Insurance & Bonds
3,662
3,600
3,860
3,980
6308
Property Liability
120
120
120
120
6315
Other Contractual Services
109,525
131,220
123,760
126,210
6401
Office Supplies
4,869
4,500
5,000
5,000
6403
Postage
1,731
2,500
2,500
2,500
6414
Other Supplies
129,517
141,760
140,380
143,770
6513
Other Charges
5,035
8,500
14,300
6,300
Other Services & Charges Total $
330,457
$
373,800
$
372,310
$
371,830
Recreation TOTAL $ 955,276 $ 1,038,020 $ 1,038,370 $ 1,085,640
-120-
FUND: GENERAL FUND
DEPARTMENT: Recreation Services
BUSINESS UNIT: Recreation - 17501
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Recreation Supervisor
GS-5E
3.00
3.00
3.00
Senior Office Aide
GS-2
1.00
1.00
1.00
Total
4.00
4.00
4.00
Part -Time Employees
Recreation Supervisor
GS-5
1.00
1.00
1.00
Custodian
GS-2
2.00
2.00
2.00
Total
3.00
3.00
3.00
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $ -
ENE
WOOD LAKE NATURE CENTER
MISSION STATEMENT
Wood Lake Nature Center, part of the Recreation Services Department, exists to
enhance the quality of life in Richfield by providing the highest -quality, community -
based nature experience while serving the widest possible audiences.
2019 HIGHLIGHTS
• Conducted a very successful FOWL dinner in April at the Minnesota Valley Country
Club.
• Removed old boardwalk destroyed in storm with insurance funds and put in new
Lagoon boardwalk in the Marlene Glaus amphitheater area (Council Goal 1)
• Built a new raised -bed children's garden with donated funds.
• Worked with Greencorps member Rachel Lindholm and created an organics drop
off program for Richfield.
• Welcomed new full time naturalist staff person, Brianna Rogers, to replace Amy
Markle's position.
• Conducted a successful 17th-annual Urban Wildland Half Marathon and 5K with
new sponsorships.
2020 DIVISION GOALS
• Welcome and orient a new Manager to Wood Lake
• Work to implement a curbside recycling and organics program for Richfield
residents (Council Goal 6).
• Develop a plan for the construction of a new nature center building. (Council Goal
1).
• Build the Friends of Wood Lake Board to include more members that can provide
more support.
• Build a new floating boardwalk working through our insurance claim with the League
of Minnesota Cities (Council Goal 1).
DIVISION EXPENDITURE COMMENT
For the final four months of 2019 and all of 2020, Wood Lake is budgeting for the
addition of a Sustainability Specialist, which will be partially funded by an increase in
funds from Hennepin County. The additional expense of this position is also offset by
the hiring of a new naturalist in 2019 at a lower pay step, and in 2020 with the hiring of a
new manager starting at the lower end of the range. Also, there is an increase in
contractual services in order to add a much -needed cleaning service for the building.
The net increase in expenditures is $25,750 for 2019, and $28,130 for 2020.
DIVISION REVENUE COMMENT
No new events are planned and public programs have continued to decrease in
attendance, therefore the revenue is forecasted to remain steady.
-122-
FUND: GENERALFUND
DEPARTMENT: Recreation Services
BUSINESS UNIT: Wood Lake Nature Center - 18000
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time $
372,173
$ 376,190
$
389,880
$
425,540
6007
Seasonal
43,629
45,820
47,540
50,060
6013
Longevity
1,893
1,950
1,960
-
6031
Employer Social Security
25,053
26,100
25,650
25,080
6032
Employer Medicare
5,859
6,100
6,000
5,870
6033
Employer Pera
28,874
30,380
29,630
28,750
6035
Medical Insurance
46,371
46,540
45,190
45,180
6036
Dental Insurance
2,856
2,870
2,870
2,880
6037
Term Life
105
200
200
200
6038
Workers Compensation
40,548
20,660
20,660
12,550
6040
Long Term Disability
762
760
760
800
6054
Interdepartmental Labor Credit
(115,080)
(109,350)
(104,560)
(139,300)
Personal Services Total $
453,043
$ 448,220
$
465,780
$
457,610
Other Services & Charges
6103
Professional Services -General $
3,712
$ 4,500
$
4,000
$
4,000
6202
Data Processing Rental
17,469
18,540
19,130
20,230
6204
Motor Pool Operating Rental
6,170
8,000
8,000
8,240
6205
Maintenance & Repairs
10,924
8,500
9,000
9,500
6207
Utility Services
21,601
25,750
22,000
22,600
6301
Advertising & Publication
2,021
3,200
3,000
3,200
6302
Communications
2,514
2,160
2,500
2,700
6303
Professional Development
1,339
500
1,400
1,400
6305
Subscriptions & Memberships
15
-
-
-
6307
Insurance & Bonds
8,457
8,300
8,670
8,930
6308
Property Liability
2,980
3,070
3,070
3,160
6315
Other Contractual Services
2,244
3,600
9,900
16,540
6401
Office Supplies
244
300
300
320
6403
Postage
23
250
50
50
6410
Small Tools & Parts
485
1,100
1,000
1,000
6414
Other Supplies
19,238
16,000
19,300
20,000
6513
Other Charges
2,566
2,470
2,800
2,900
Other Services & Charges Total $
102,002
$ 106,240
$
114,120
$
124,770
Wood Lake Nature Center TOTAL $ 555,045 $ 554,460 $ 579,900 $ 582,380
-123-
FUND:
GENERAL FUND
DEPARTMENT:
Recreation Services
BUSINESS UNIT:
Wood Lake Nature Center - 18000
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY 2019
2019
2020
CLASSIFICATIONS GRADE ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Manager
M-1 1.00
1.00
1.00
Naturalist
GS-5E 2.00
2.00
2.00
Sustainability Specialist GS-4 -
1.00
1.00
Senior Office Aide
GS-2 1.00
1.00
1.00
Public Works Worker LT-3 1.00
1.00
1.00
Total 5.00
6.00
6.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total $ -
$ -
$ -
- 124 -
THIS PAGE WAS LEFT BLANK INTENTIONALLY
- 125 -
BUDGET SUMMARY
LIQUOR CONTRIBUTION FUND
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
Liquor Profits
Interest
Subtotal
Uses
Transfers
Subtotal
FUND BALANCE
MISSION STATEMENT
2018 2019 2020
Actual Budget Revised Budget
$ 134,745 $ 135,645 $ 136,873 $ 137,823
- 450,000 - 450,000
2,128 950 950 950
2,128 450,950 950 450,950
450,000
- 450,000
450,000
450,000
$ 136,873 $ 136,595 $ 137,823 $ 138,773
The Liquor Contribution Fund is financed by earnings of the Municipal Liquor Fund, which are
transferred to this fund annually. As capital improvement projects are undertaken, money is
transferred out of this fund to the capital improvement funds to finance the project.
DIVISION FOCUS
For the 2019 Revised there will be no liquor profits transfered to or from the Liquor Contribution fund.
The Liquor fund will retain it's profits for 2019 in order to rebuild the fund's cash balance. Beginning
again in 2020, it is hoped that the Liquor fund will be able contribute $450,000 to the Liquor
Contribution fund.
Projects that have historically been funded through the Liquor Contribution fund will be funded by
Capital Project fund sources for 2019.
-126-
BUDGET SUMMARY
TOURISM ADMINISTRATION
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
Hotel/Motel Lodging Tax
Interest
Subtotal
Uses
Personal Services
Subtotal
2018
2019
2020
Actual
Budget
Revised
Budget
$ 51,219
$ 54,789 $
55,646
$ 56,016
13,233
13,000
10,000
10,000
1,033
400
500
500
14,266
13,400
10,500
10,500
FUND BALANCE $ 55,646 $ 58,059 $ 56,016 $ 56,386
MISSION STATEMENT
To set up funding for the Richfield Tourism Promotion Board through a Lodging Tax on the gross
receipts on lodging from hotels and motels within the city. The purpose of this fund is to promote and
market the city as a tourist or convention center.
DIVISION FOCUS
To create a climate supportive of the hotel industry in the city of Richfield. This includes sponsoring
events and other appropriate activities which provide visibility for Richfield as a tourist center.
2020 TOURISM ADMINISTRATION GOALS
1. To promote the city of Richfield as a tourist or convention center.
2. To promote civic activities which enhance the city's positive image.
3. To carry out such activities as permitted under Minnesota statutes.
DIVISION EXPENDITURE COMMENT
This fund is responsible for the collection of lodging tax revenues and the distribution of these funds to
the Richfield Tourism Promotion Board (RTPB), and for the examination of the records of any operator
for verification of accuracy on the Lodging Tax Returns as well as an annual report to the State of
Minnesota. Revenue here represents 5% of the total taxes generated and submitted to the Richfield
Tourism Promotion Board.
The Richfield Tourism Promotion Board, which meets monthly, is comprised of a representative of the
Richfield Chamber of Commerce and a representative from each of the four hotel/motel properties in
Richfield. The City Manager serves as the City's liaison to the Board. The duties of the Board include
the annual expenditure and a allocation of lodging tax revenues for permissible activities.
-127-
BUDGET SUMMARY
COMMUNICATIONS FUND
2018
2019
2020
AVAILABLE FOR APPROPRIATION
Actual
Budget
Revised
Budget
PRIOR YEAR FUND BALANCE
$ 1,984,728
$ 1,873,128 $
2,035,076
$ 2,126,506
Sources
Franchise Fees
401,332
434,000
370,000
373,000
Interest
22,801
9,700
22,000
22,800
Miscellaneous Revenues
3,101
-
-
-
Subtotal
427,234
443,700
392,000
395,800
Uses
Personal Services
182,660
201,260
180,770
206,910
Other Service & Charges
116,701
138,840
119,800
123,350
Capital Outlay
7,525
-
-
-
Transfers Out:
General Fund
-
150,000
-
150,000
Enterprise Fund
70,000
-
-
-
Subtotal
376,886
490,100
300,570
480,260
FUND BALANCE $ 2,035,076 $ 1,826,728 $ 2,126,506 $ 2,042,046
COMMUNICATIONS FUND
MISSION STATEMENT
To provide communication services to Richfield residents via the City's Cable TV channel, web site,
publications, social media, and media relations. Administer the City's Cable Television ordinance.
DIVISION FOCUS
The communication fund is financed through franchise fees derived from cable television
subscribers. These funds are paid to the city under obligations of the Cable Television Franchise
Ordinance. The funds are used to finance public service -related cable television programming and
public information activities.
The overall administration of this fund is performed through the city's Administrative Services
Department. Positions funded by this division include: Communications and Engagement Manager
(100 percent), Video Production Assistant (100 percent), Communications Specialist (100
percent), and Communications Intern (100 percent). The Communications and Engagement
Manager oversees the city's website, social media, cable TV programming, intranet, internal
communications and external communications. Both the part-time Communications Specialist and
Communications Intern assist the Communications and Engagement Manager in accomplishing
the city's communication goals. The part-time Video Production Assistant records city meetings,
as well as assists in the production of other videos.
The city's primary programming focus is the cable casting of Richfield City Council, Housing and
Redevelopment Authority and Planning Commission meetings. All additional city programming is
produced through this division. In an effort to adequately produce these programs cameras, a
control counsel, editing equipment and various accessories are needed. Equipment is updated as
needed.
This fund also enhances government transparency and improves civic engagement by funding the
OpenGov, online budget transparency tool, and Richfield Connect, the city's online engagement
program.
-128-
2019 Highlights
• Broadcasted 48 public meetings live on Channel 16. These meetings were also
recorded for rebroadcast on Channel 16, the city's website and social media channels.
• Produced informational and promotional videos.
• Produced 60 project updates, recruitment videos and the mayor's State of the
Community.
• Maintained the city's YouTube channel, posted various Richfield content which
accrued 85,804 views.
• Maintained city's Facebook, Twitter, Instagram accounts.
• Maintained additional Facebook pages for Wood Lake Nature Center, Farmers Market,
Richfield Police Department and Sweet Streets.
• Expanded municipal liquor store's social media presence.
• Created stand-alone website for Richfield's municipal liquor stores.
• Established, planned and edited 50 episodes of the That's Rich(field) Podcast, which
to date has been downloaded more than 5,000 times.
• Increased the number of likes on Richfield's Facebook page to 8,038.
• Increased the number of followers on Richfield's Twitter account to 3,499.
• Increased the number of followers on Richfield's Instagram account to 955.
• Created the communications intern program.
• Added a communication specialist to the Communication and Engagement Unit.
• Created an annual citizen's academy entitled Richfield University to provide residents
with a better understanding of the services, programs and events offered by the city.
• Continued to work with media contacts at the Star Tribune, Sun Current and other
media outlets.
• Redesigned, produced and expanded the offerings in the annual report.
• Expanded the communications relationships with the communications personnel at the
Richfield Chamber of Commerce and Richfield School District.
• Provided professional -quality graphic design support for city initiatives.
• Promote new core values, mission and vision with internal and external stakeholders.
• Worked closely with the Richfield Tourism and Promotion Board to enhance Richfield's
reputation.
2020 Goals
• Continue to balance revenue limitations with the costs associated with providing city
services.
• Continue Richfield's participation in the Southwest Suburban Cable Commission.
• Broadcast and record City Council, Housing and Redevelopment Authority and
Planning Commission meetings.
• Expand the city's e-notify and newsletter contact lists.
• Expand content offerings for Channel 16, website and social media channels.
• Keep up-to-date on latest trends in cable broadcasting, web development, graphic
design and social media.
• Continue to expand social networking presence.
• Seek further media relationships to promote mission, vision and goals of the city.
• Coordinate the implementation of the new Richfield brand throughout all departments.
-129-
FUND: COMMUNICATIONS FUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: Communications - 20004
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Assistant City Manager M-4
.20
-
-
Communications & Engagement Manager M-1
1.00
1.00
1.00
Total
1.20
1.00
1.00
Intermittent Employees
Video Production Assistant SP9-3
1.00
1.00
1.00
Total
1.00
1.00
1.00
Part -Time Employees
Communication Specialist GS4-6
1.00
1.00
1.00
Total
1.00
1.00
1.00
CAPITAL OUTLAY
2019 2019 2020
ITEMS ADOPTED REVISED BUDGET
None $ - $ - $ -
Total $ - $ - $ -
-130-
BUDGET SUMMARY - ELECTIONS FUND
2018 2019
AVAILABLE FOR APPROPRIATION Actual Budget Revised
PRIOR YEAR FUND BALANCE
Utner Kevenues
Interest
Subtotal
Uses
Personal Services
Other Services and Charges
Capital Outlay
Subtotal
FUND BALANCE
MISSION STATEMENT
2020
Rl1rinat
1 n9R '�7Q � 1 19Q QAQ � 1 9R7 QnR -(� 1 ARR RnR
343,064 265,000 345,000 362,000
1 F 71 Q F Fnn 1 R nnn 1 F rnn
JJU,/UJ LI I,JUU JU I,UVU J/U,JUU
88,802 99,400 96,400 99,140
29,452 42,290 33,900 34,320
- - qn nnn -
I I U,LJ'+ I'+ 1 ,UUU I UU,JUU I JJ,-FUU
$ 1,267,908 $ 1,259,759 $ 1,468,608 $ 1,713,648
The Elections Fund was established to isolate the large fluctuation in costs from year to year.
DIVISION FOCUS
The Election Division provides voter registration services, voter information services, and election
administration services for the City. The City Clerk is responsible for the management of these
services. City Clerk Division employees provide staffing and support to the Election Division.
Responsibilities include the conduct of primary, general, and special elections, the recruitment and
training of election judges, maintenance of voter registration records, programming/testing of voting
equipment, polling place arrangements, legal notices, candidate filings, ballot printing,
administration of absentee ballot process, and acting as an information resource for the public
regarding election information.
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects the reflects the level of services to be provided during a non -
election year. The 2020 reflects the anticipation of costs associated with the upcoming State
Primary and General Elections and voter registration activities.
- 131 -
BUDGET SUMMARY
DRUG/FELONY FORFEITURE
2018
AVAILABLE FOR APPROPRIATION Actual
PRIOR YEAR FUND BALANCE
Sources
Drug/Felony Forfeiture
Interest
Sale of Property
Other Revenues
Subtotal
Uses
Other Service & Charges
Subtotal
FUND BALANCE
MISSION STATEMENT
2019
Rudaet
Revised
2020
RudaP-t
$ 140,734 $ 156,134 $ 185,839 $ 205,409
53,093 40,000 51,200 40,000
2,496 850 1,500 2,000
- 1,000 1,000 -
_ _ 7 inn -
55,bbu 41,bbU b1,2UU 42,000
10,484 42,160 41,630 43,000
10,484 42,160 41,630 43,000
$ 185,839 $ 155,824 $ 205,409 $ 204,409
The Drug/Felony Forfeitures Fund receives its revenues as the result of cash and property seized
relating to drug and/or felony type criminal activity and vehicles seized due to aggravated DUI
violations. By law, the funds can only be used for law enforcement purposes.
DIVISION FOCUS
The funds will used for various police equipment and training needs. The 2019 revised budget reflects
the purchase of digital forensic training ($20,000), Level III bunkers for SWAT ($6,000), Armors
Tool/Gun Mat and Gun Cleaning Machine ($1,200), First Aid Kit backpacks for SWAT ($300), MP5
Magazines ($600), Thor Hammer 2 ($130), Bunker for Investigations ($1,400), Camera Bundle and
Lens for investigations ($6,000) and Badge item changes ($6,000)..
In 2020, planned purchases are for new monitors and four Surface Pro's for command staff ($6,400),
Level III bunker for Patrol ($3,000), digital forensic training ($20,000), Badge item changes ($5,000),
Suppressors for SWAT ($6,400), Less Lethal Conversion Shotguns for Patrol ($2,200).
-132-
BUDGET SUMMARY
PUBLIC SAFETY COMPLIANCE
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
Intergovernmental:
Federal Grants
State Grants
County Grants
APS Revenue
Interest
Other Revenues
Subtotal
Uses
Personnel Services
Other Service & Charges
FUND BALANCE
MISSION STATEMENT
2018 2019 2020
Actual Budget Revised Budget
$ 114,441 $ 113,361 $ 139,630 $ 155,580
4,424
6,230
12,770
6,000
3,158
-
3,000
3,000
20,000
20,000
20,000
-
5,422
4,500
4,600
4,600
1,882
650
1,000
1,100
15,993
-
24,420
-
50,879
31,380
65,790
14,700
915
2,300
2,300
2,200
24,775
27,000
47,540
6,000
25,690
29,300
49,840
8,200
$ 139,630
$ 115,441
$ 155,580
$ 162,080
This fund accounts for revenue generated from several sources. The first two sources are
received from fines levied against local business that fail alcohol and tobacco compliance
checks and the Automated Pawn System which is managed by the City of Minneapolis.
The next source of revenue is derived from grants received from federal, state, and county
agencies. For 2019 the City was awarded a Justice Assistance Grant (JAG) for $9,650. It is
unknown if the City will receive a JAG grant in 2020..
DIVISION FOCUS
Funds received from compliance failure fines will be used to fund future ongoing compliance
checks and the Automated Pawn System. Grants awarded to the department will be
administered within this fund. The Joint Community Police Partnership (JCCP) grant money
will also be administered within this fund. However, the City has been notified that it will not be
receiving and JCCP funding for 2020 and it is unknown whether any funding will be received
beyound 2020. It is anticipated that federal and state bullet proof vest grant funds will be
received in 2019 and 2020.
-133-
BUDGET SUMMARY
RECREATION CONTRIBUTIONS
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
Intergovernmental
County
Contributions
Interest
Subtotal
Uses
Other Services & Charges
Subtotal
FUND BALANCE
MISSION STATEMENT
2018
Artual
2019
Budget Revised
2020
Budget
$ 15,883 $ 25,983 $ 38,328 $ 47,528
11,250 - - -
31,038 30,000 30,000 30,000
371 150 200 220
42,659 30,150 30,200 30,220
20,214 20,000 21,000 21,000
20,214 20,000 21,000 21,000
$ 38,328 $ 36,133 $ 47,528 $ 56,748
The Recreation Contributions Fund serves as a way to account for donations that are intended to
benefit activities of the Recreation Services Department. Sources of revenue include
donations/contributions come from individuals, businesses or corporations, as well grants and
interest earnings. Uses of the funds include staffing costs, supplies, equipment, construction and
other charges.
DIVISION FOCUS
Fund activity includes donations from individuals for donated park features, receipt of on-line
engraving donations for the Honoring All Veterans Memorial, and Community Center fundraising
events like the Boutique and the Garage Sale.
-134-
BUDGET SUMMARY
NATURE CENTER CONTRIBUTIONS
AVAILABLE FOR APPROPRIATION
2018
Actual
2019
Budget Revised
2020
Budget
PRIOR YEAR FUND BALANCE
$ 47,654
$ 43,874
$ 53,961
$ 56,961
Sources
Intergovernmental
State Grant
19,574
-
19,500
19,500
County
1,575
-
-
5,000
Contributions
67,815
71,000
70,000
65,000
Interest
4,637
2,500
4,600
4,700
Subtotal
93,601
73,500
94,100
94,200
Uses
Personal Services
41,180
37,200
42,000
42,500
Other Services & Charges
46,114
37,000
49,100
49,500
Subtotal
87,294
74,200
91,100
92,000
FUND BALANCE
$ 53,961
$ 43,174
$ 56,961
$ 59,161
MISSION STATEMENT
The Nature Center Contribution Fund serves as a way to account for donations that are intended to
benefit Wood Lake Nature Center. Sources of donations mostly come from the fundraising activities of
the Friends of Wood Lake (FOWL). Other donations are received from individuals, businesses or
corporations. Another source includes interest earned from the fund balance. Uses of the fund include a
transfer into to the Woodlake Nature Center Operating Budget for staffing costs, supplies, equipment,
construction and other charges.
DIVISION FOCUS
Sources of revenue include proceeds from the FOWL Dinner, FOWL membership fees, the Turkey
Trailblazer, garden leaf sales, and miscellaneous donations received for park features. Uses of funds
include the cost of the FOWL newsletter, volunteer shirts, and sponsorship of the Halloween Program.
-135-
BUDGET SUMMARY
PUBLIC HEALTH GRANTS
2018
AVAILABLE FOR APPROPRIATION Actual
PRIOR YEAR FUND BALANCE
Sources
Intergovernmental Revenues:
Public Health Grants
Interest
Subtotal
Uses
Other Service & Charges
FUND BALANCE
MISSION STATEMENT
2019 2020
Rildnc4 RPvicarl R11rinni
$ 99,203 $ 99,703 $ 104,510 $ 109,230
52,397 36,320 52,400 52,400
1,464 550 650 750
FZ Arl IR A70 FZ ()rin ti11 9F()
48,554 36,320 48,330 48,330
48,554 36,320 48,330 48,330
$ 104,510 $ 100,253 $ 109,230 $ 114,050
To prepare for internally and provide services to the community in the area of strengthening
the City's ability to assess and enhance the capacity of local public health departments to
respond to bioterrorism, infectious diseases, and other threats to public health.
DIVISION FOCUS
These dollars are grant funds that are provided to each Community Health Service agency, of
which Richfield is one, from or through the State of Minnesota to work on providing services in
the area of public health emergency preparedness services. The grant dollars originate from
the Centers for Disease Control and Prevention and are intended to be used to assess and
enhance the capacity of the state and local public health departments to respond to
bioterrorism, infectious diseases, and other threats to public health.
-136-
BUDGET SUMMARY
WOOD LAKE HALF MARATHON
2018
AVAILABLE FOR APPROPRIATION Actual
PRIOR YEAR FUND BALANCE
Sources
Charges for Service
Contributions
Interest Earnings
Subtotal
Uses
Personal Services
Other Service & Charges
Subtotal
FUND BALANCE
2019
Budget Revised
2020
Budget
$ 32,615 $ 33,715 $ 25,636 $ 31,336
48,830
55,000
55,000
55,000
10,500
14,000
14,000
14,000
494
100
500
500
59,824
69,100
69,500
69,500
33,000
30,000
30,000
30,000
33,803
30,000
33,800
33,800
66,803
60,000
63,800
63,800
$ 25,636 $ 42,815 $ 31,336 $ 37,036
MISSION STATEMENT
The Urban Wildland Half Marathon & 5K has been held since 2003. The event was initiated in
response to proposed cuts in Local Government Aid and was seen as a way to fund Wood
Lake Nature Center's environmental education curriculum for Richfield Public School students
in kindergarten through eighth grade.
The costs of the environmental education program are offset by revenue from the Urban
Wildland Half Marathon & 5K.
DIVISION FOCUS
Event sponsorships are detailed as "contributions" and revenues from race registration,
detailed as "charges for service. The "uses" include expenditures related to the race, as well
as the amount that will offset environmental education program costs.
-137-
BUDGET SUMMARY
FRANCHISE FEES
2018
2019
2020
AVAILABLE FOR APPROPRIATION
Actual
Budget
Revised
Budget
PRIOR YEAR FUND BALANCE
$ 746,224
$ 2,017,754
$ 2,208,703
$ 2,021,223
Sources
Franchise Fee
1,840,884
1,832,000
1,832,000
1,832,000
Interest
19,860
5,000
20,000
15,000
Subtotal
1,860,744
1,837,000
1,852,000
1,847,000
Uses
Other Services & Charges
44,925
95,000
95,000
95,000
Transfers Out:
Debt Service Fund
353,340
744,480
744,480
748,020
Capital Project Fund
-
1,200,000
1,200,000
2,100,000
Subtotal
398,265
2,039,480
2,039,480
2,943,020
FUND BALANCE
$ 2,208,703
$ 1,815,274
$ 2,021,223
$ 925,203
MISSION STATEMENT
The establishment of gas and electric franchise fees was in response to reductions in state aids
and the potential for state imposed levy limits. The fees allow the City to have a reliable revenue
stream..
DIVISION FOCUS
The primary purpose of the establishment of gas and electric franchise fees was to replace
revenues lost to reductions in state aids and to offset the potential for state imposed levy limits.
The fees provide funding for the maintenance of city streets, and diseased tree treatments,
removal, and replacement. The most recent increase in Franchise fees took affect in the second
quarter or 2014. The purpose of this last increase was to fund the City's six year mill and overlay
project of all city streets. As part of that funding, the City issued general obligation street
reconstruction bonds in 2015 and 2018 and franchise fees will serve as the source of the funding
for the bonds debt service. 2020 will be the year six of the mill and overlay program.
-138-
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
User Fees
Commodities
Other Revenues
Transfers In:
General Fund
Capital Project Fund
Subtotal
Uses
Personal Services
Other Service & Charges
Interest Charges
Capital Outlay
Subtotal
FUND BALANCE
MISSION STATEMENT
BUDGET SUMMARY
ICE ARENA
2018 2019 2020
Actual Budget Revised Budget
$ (4,024,450) $ (3,896,720) $ (3,841,402) $ (3,630,702)
1,004,546
941,390
1,009,170
1,040,040
60,213
60,200
60,200
61,930
68,360
67,800
67,800
68,020
85,000
100,000
100,000
110,000
170,000
-
-
3,680,000
1,388,119
1,169,390
1,237,170
4,959,990
542,879
505,290
521,650
573,960
450,084
472,090
472,500
487,220
18,573
16,480
16,480
14,130
193,535
-
15,840
3,680,000
1,205,071
993,860
1,026,470
4,755,310
$ (3,841,402) $ (3,721,190) $ (3,630,702) $ (3,426,022)
The Ice Arena operation serves to provide recreational skating and on ice programs for a variety of
ages; to provide equitable ice availability for male and females; to provide a quality ice sheet, and a
clean and safe facility.
The operation provides skating lessons, open skating, and sponsors the annual ice show. Ice is rented
to the local high schools for practice and games, youth associations for clinics, practices, games, and
hockey tournaments. The St. Paul Figure Skating Competition rents ice along with private hockey
schools and various groups for hockey and broomball.
DIVISION FOCUS
During 2019 successfully completed our first full year of curling. The addition of curling should help
increase revenues during off peak times of the year. Finally, in another effort to create new revenue
streams, "private lesson time" was added.
Continue to work on developing a budget plan to replace the current refrigeration systems in Rink 1
and 2 in 2020. In addition create a new management agreement with the Minnesota Magicians hockey
team. Finally, staff will continue the partnerships with the Minnesota Magicians, Holy Angels and
Southwest Christion/Richfield High Schools in efforts to generate more revenues during off peak times.
Finally, the operation will continue to look for ways to maximize revenues and maintain or reduce
operating costs while still providing a quality facility and experience.
-139-
FUND: ICE ARENA
DEPARTMENT: Recreation Services
BUSINESS UNIT: Ice Arena - 20035
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Facility Manager
M-1
1.00
1.00
1.00
Facility Operations Assistant
GS-3
1.00
-
-
Public Works Worker
LT-1
1.00
1.00
1.00
Recreation Supervisor
GS-5E
1.00
2.00
2.00
Total
4.00
4.00
4.00
Part -Time Employees
Custodian
GS-2
-
1.00
1.00
Senior Office Aide
GS-2
1.00
-
-
Total
1.00
1.00
1.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
HVAC
$ -
$ 15,840
$ -
Ice Arena Refrigeration
-
-
3,680,000
Total
$ -
$ 15,840
$ 3,680,000
-140-
AVAILABLE FOR APPROPRIATION
PRIOR YEAR FUND BALANCE
Sources
User Fees
Commodities
Transfers In:
General Fund
Subtotal
Uses
Personal Services
Other Service & Charges
Subtotal
FUND BALANCE
MISSION STATEMENT
BUDGET SUMMARY
SWIMMING POOL
2018
Actual
Budget
2019
Revised
2020
Budget
$ (999,522) $ (960,522) $ (952,039) $ (881,589)
305,886
342,120
372,420
386,310
65,050
64,890
64,890
66,840
100,000
100,000
100,000
110,000
470,936
507,010
537,310
563,150
201,512
211,720
211,720
217,770
221,941
252,700
255,140
263,720
423,453
464,420
466,860
481,490
$ (952,039) $ (917,932) $ (881,589) $ (799,929)
The Swimming Pool strives to provide the community with an outstanding outdoor recreational
swimming experience for various ages and groups; to provide quality pool water; to provide a clean
and safe facility and to provide healthy concession choices for customers.
DIVISION FOCUS
The Living Social season pass promotion was offered for the sixth year and resulted in 6,300 season
passes being sold, generating an estimated $175,000 in revenue. New security cameras were added
throughout the facility to provide extra security.
For 2020, the feasibility of opening the zero depth pool on Memorial and Labor Day weekends will be
explored and adding a splash pad to the facility to increase revenues. Also, continue to add more
shading units and patio furniture to the facility.
MHE
BUDGET SUMMARY
SPECIAL FACILITIES
2018
AVAILABLE FOR APPROPRIATION Actual
PRIOR YEAR FUND BALANCE
Sources
Other Revenues
Interest
Transfers In:
General Fund
Subtotal
Uses
Personal Services
Other Service & Charges
Capital Outlay
Subtotal
FUND BALANCE
MISSION STATEMENT
2019
Rudaet
Revised
2020
Rudaet
$ 14,907 $
14,997
$ 26,791 $
30,291
146,083
36,090
131,190
40,400
232
-
-
-
10,000
10,000
10,000
-
156,315
46,090
141,190
40,400
9,870
10,170
10,170
10,470
25,629
36,290
36,420
37,500
108,932
-
91,100
-
144,431
46,460
137,690
47,970
$ 26,791 $
14,627
$ 30,291 $
22,721
To provide leisure activity for the public through miniature golf and picnics; to provide a well
landscaped, attractive and fun miniature golf course, and to provide a clean and safe picnic area.
DIVISION FOCUS
City staff and Wheel Fun Rentals, Inc. operate the miniature golf and picnic shelter facilities. The
operation provides recreational miniature golf for all ages, plans special events, promotes group
events, provides newspaper and direct mail advertisement, and provides a quality picnic shelter for the
Richfield Farmers Market and park users.
In 2019 a new lease was executed with Wheel Fun Rentals for a period of 15 years. At the same time
Wheel Fun Rentals is investing over $240,000 into a new mini golf course and walkways. In addition,
the inside of the existing park building was renovated to provide a more inviting dining area and patio
area. Looking ahead to 2020, efforts will be made to increase revenue from shelter rentals, develop a
new programming event for the Christmas season, and install new gutters on the park building.
NElPM
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- 143 -
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
50010
LYNDALE LIQUOR STORE
$ 3,656,221
$ 3,992,300
$ 3,815,870
$ 4,193,440
5.04%
50020
CEDAR LIQUOR STORE
3,837,730
4,075,140
4,127,080
4,526,410
11.07%
50030
PENN LIQUOR STORE
2,035,129
2,703,560
2,390,310
2,651,660
(1.92%)
50040
WINE & SPIRITS
1,576,410
1,576,750
1,826,010
1,822,560
15.59%
Liquor Operations TOTAL $11,105,490 $12,347,750 $12,159,270 $13,194,070 6.85%
0AV=1Ll1111:?
50010
LYNDALE LIQUOR STORE
$ 3,909,692
$ 4,179,500
$ 4,042,700
$ 4,325,950
3.50%
50020
CEDAR LIQUOR STORE
4,147,066
4,232,740
4,456,200
4,768,000
12.65%
50030
PENN LIQUOR STORE
2,040,719
2,645,250
2,404,430
2,572,710
(2.74%)
50040
WINE & SPIRITS
1,573,689
1,514,530
1,691,670
1,810,150
19.52%
$14,000,000
E $12,000,000
X
P $10,000,000
E
N $8,000,000
S
E $6,000,000
S
$4,000,000
$2,000,000
$0
LIQUOR OPERATIONS
2018 2019B 2019R 2020B
YEAR
oW&S
E3 Penn
o Cedar
E3 Lyndale
-144-
BUDGET SUMMARY
LIQUOR FUND PROJECTION
AVAILABLE FOR APPROPRIATION
PRIOR YEAR RETAINED EARNINGS
Revenues
Sales
Less Cost of Sales
Net Sales
Miscellaneous Revenues
Interest
Other Revenues (Net)
Total Miscellaneous Revenues
Total Revenues
Expenses
Personal Services
Other Services and Charges
Total Operating Expenses
Net Income before Depreciation
Depreciation
Net Income (Loss)
Operating Transfers From (To):
Special Revenue Fund
General Fund
Special Revenue Fund
Net Transfers
RETAINED EARNINGS
CAPITAL OUTLAY
2018 2019 2020 2021
Actual Revised Budget Projected
$ 3,273,147 $ 3,838,831 $ 4,430,561 $ 4,713,301
11,561,557
12,560,850
13,440,120
13,843,320
(8,645,844)
(9,420,630)
(10,080,090)
(10,382,490)
2,915,713
3,140,220
3,360,030
3,460,830
-
-
1,000
1,000
39,611
34,150
35,690
36,760
39,611
34,150
36,690
37,760
0 atir,'10d
117d'17n
I laa 70n
I daA Fan
1,372,924
1,480,280
1,537,720
1,576,160
579,474
557,990
571,960
589,120
1,952,398
2,038,270
2,109,680
2,165,280
1,002,926
1,136,100
1,287,040
1,333,310
207,322
235,440
236,090
243,170
795,604
900,660
1,050,950
1,090,140
70,000 - - -
(299,920) (308,930) (318,210) (327,750)
(450,000) (450,000)
(229,920) (308,930) (768,210) (777,750)
$ 3,838,831 $ 4,430,561 $ 4,713,301 $ 5,025,691
$ - $ 156,000 $ - $ -
-145-
BUDGET SUMMARY
LIQUOR FUND PROJECTION
2018
2019
2020
2021
CASH FLOW SUMMARY
Actual
Revised
Budget
Projected
SOURCES OF CASH
Total Revenues
$ 11,601,168
$ 12,595,000
$ 13,476,810
$ 13,881,080
Items not requiring cash -
Decrease in Receivables
508
-
-
-
Decrease in Prepaid items
1,006
-
-
-
Interfund Loan
212,511
-
-
-
Depreciation
207,322
235,440
236,090
243,170
Transfer from Special Revenue Fund
70,000
-
-
-
TOTAL SOURCES
12,092,515
12,830,440
13,712,900
14,124,250
USES OF CASH
Total Expenses
10,805,564
11,694,340
12,425,860
12,790,940
Increase in Inventory
59,530
-
-
-
Decrease in Payables
275,709
-
-
-
Capital Outlay
1,376,122
156,000
-
-
Transfer to General Fund
299,920
308,930
318,210
327,750
Transfer to Special Revenue Fund
-
-
450,000
450,000
TOTAL USES
12,816,845
12,159,270
13,194,070
13,568,690
NET INCREASE (DECREASE) IN CASH
(724,330)
671,170
518,830
555,560
CASH BALANCE - JANUARY 1
724,330
-
671,170
1,190,000
CASH BALANCE - DECEMBER 31
$ -
$ 671,170
$ 1,190,000
$ 1,745,560
CASH TO BE AVAILABLE
Current Assets - December 31 1,320,529
Less: Current Liabilities - Dec. 31 764,249
CASH TO BE AVAILABLE $ 556,280
-146-
LIQUOR OPERATIONS
MISSION STATEMENT
To responsibly distribute alcoholic beverages at retail, consistently provide assistance in
the form of quality customer service, well maintained, attractive city -owned facilities
while also providing adequate funds for recreational projects in Richfield.
DIVISION FOCUS
The Richfield Liquor Dispensary was established in 1943. The operations consist of
four retail beverage outlets with annual sales in 2018 of 11.5 million dollars. The liquor
operations employ seven full time, eight permanent part time and approximately 50
seasonal and intermittent staff members.
2019 HIGHLIGHTS
The 7700 Lyndale Liquor Store underwent a complete roof replacement at an
estimated cost of $150,000.
• A new cooling system was installed at the 7700 Lyndale Liquor Store.
• Creation of a "Round Up" program so that customers would voluntarily donate to
generate short-term funding for various city recreation projects.
2020 DIVISION GOALS
• Establish a broad social media presence (Instagram, Facebook, Twitter etc.).
• Establish a free-standing web page for the liquor operations.
Establish on -going Community Awareness campaign of liquor store profit
destinations. (City Recreation).
DIVISION EXPENDITURE COMMENT
The Department has completed the upgrade of the Lyndale Liquor Store, May 2013,
Cedar, November 2016 and the Penn Store in June 2018.
- 147 -
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: LYNDALE LIQUOR STORE - 50010
DETAIL REVENUES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Liquor Sales
5005
Sales - Liquor $
1,297,815
$
1,392,270
$
1,330,680
$
1,423,820
5010
Sales - Wine
958,776
1,039,470
1,034,700
1,107,160
5015
Sales - Beer
1,484,420
1,593,840
1,532,290
1,639,550
5025
Sales - Cigarettes
63,364
52,220
48,390
51,780
5030
Sales - Food
22,848
22,570
21,770
23,300
5035
Sales- Other
68,763
68,090
64,520
69,000
Liquor Sales Total $
3,895,986
$
4,168,460
$
4,032,350
$
4,314,610
Other Income
8011
Investment Earnings $
-
$
350
$
-
$
250
8032
Commissions
4,481
6,070
4,500
4,700
8033
Cash/Over Short
291
100
100
100
8035
Other Miscellaneous Revenues
2,325
420
250
290
8040
Sales - Lottery Commissions
6,609
4,100
5,500
6,000
Other Income Total $
13,706
$
11,040
$
10,350
$
11,340
LMDALE LIQUOR STORE TOTAL $
3,909,692
$
4,179,500
$
4,042,700
$
4,325,950
-148-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: LYNDALE LIQUOR STORE - 50010
DETAIL EXPENDITURES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Costs of Goods Sold
5510
Purchases for Resale $
2,899,675
$
3,129,420
$
3,024,260
$
3,235,960
Costs of Goods Sold Total $
2,899,675
$
3,129,420
$
3,024,260
$
3,235,960
Personal Services
6005
Full Time $
135,598
$
129,630
$
140,020
$
143,860
6006
Part-time
86,850
87,280
88,870
91,530
6007
Seasonal
105,133
100,500
106,000
109,180
6009
Overtime
1,328
600
1,500
1,500
6013
Longevity
1,145
1,120
1,180
1,210
6031
Employer Social Security
19,887
19,600
20,020
20,670
6032
Employer Medicare
4,651
4,600
4,720
4,820
6033
Employer Pera
(718)
23,800
30,330
31,010
6035
Medical Insurance
41,616
17,220
38,860
42,160
6036
Dental Insurance
1,230
1,170
1,170
1,180
6037
Term Life
34
70
70
70
6038
Workers Compensation
2,136
2,160
2,160
2,370
6040
Long Term Disability
268
270
460
470
6051
Interdepartmental Labor
8,104
5,000
8,400
8,500
Personal Services Total $
407,262
$
393,020
$
443,760
$
458,530
Other Services & Charges
6103
Professional Services -General $
6,244
$
6,250
$
6,300
$
6,400
6202
Data Processing Rental
21,950
21,760
23,480
23,950
6205
Maintenance & Repairs
4,429
3,900
4,000
4,200
6207
Utility Services
31,502
31,500
32,000
32,200
6301
Advertising & Publication
9,048
6,300
7,000
7,200
6302
Communications
745
930
770
780
6303
Professional Development
8
100
100
100
6305
Subscriptions & Memberships
75
50
60
60
6307
Insurance & Bonds
13,798
13,800
13,000
13,390
6308
Property Liability
3,970
4,090
4,090
4,210
6310
Taxes & Licenses
925
1,050
950
970
6315
Other Contractual Services
9,519
10,500
10,000
10,200
6401
Office Supplies
1,364
1,200
1,200
1,200
6402
Copy Charges
67
50
50
50
6403
Postage
655
720
650
660
6409
Uniforms & Clothing
1,136
-
1,000
1,000
6414
Other Supplies
9,989
9,200
9,000
9,000
6513
Other Charges
58,812
58,000
60,000
62,000
Other Services & Charges Total $
174,236
$
169,400
$
173,650
$
177,570
Depreciation
6610
Depreciation $
79,077
$
57,600
$
75,340
$
75,550
-149-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: LYNDALE LIQUOR STORE - 50010
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Depreciation Total $ 79,077 $ 57,600 $ 75,340 $ 75,550
Other Financing Uses
8511 Operating Transfers Out $ 95,971 $ 242,860 $ 98,860 $ 245,830
Other Financing Uses Total $ 95,971 $ 242,860 $ 98,860 $ 245,830
LYNDALE LIQUOR STORE TOTAL $ 3,656,221 $ 3,992,300 $ 3,815,870 $ 4,193,440
-150-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: LYNDALE LIQUOR
STORE - 50010
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Liquor Operation Director
M-4
.25
.25
.25
Liquor Store Manager
M-1
1.00
1.00
1.00
Liquor Account Clerk
GS-3
.25
.25
.25
Total
1.50
1.50
1.50
Part -Time Employees
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Total
3.00
3.00
3.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
- 151 -
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: CEDAR LIQUOR STORE - 50020
DETAIL REVENUES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Liquor Sales
5005
Sales - Liquor $
1,247,691
$
1,273,340
$
1,380,990
$
1,477,680
5010
Sales - Wine
947,285
1,002,000
1,227,200
1,313,100
5015
Sales - Beer
1,746,890
1,773,380
1,689,600
1,807,870
5025
Sales - Cigarettes
92,958
75,140
53,360
57,090
5030
Sales - Food
21,336
22,300
24,010
25,690
5035
Sales- Other
79,941
77,660
71,140
76,120
Liquor Sales Total $
4,136,101
$
4,223,820
$
4,446,300
$
4,757,550
Other Income
8011
Investment Earnings $
-
$
350
$
-
$
250
8032
Commissions
3,430
3,700
3,700
3,800
8033
Cash/Over Short
(869)
100
100
100
8035
Other Miscellaneous Revenues
2,495
420
100
100
8040
Sales - Lottery Commissions
5,909
4,350
6,000
6,200
Other Income Total $
10,965
$
8,920
$
9,900
$
10,450
CEDAR LIQUOR STORE TOTAL $
4,147,066
$
4,232,740
$
4,456,200
$
4,768,000
-152-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: CEDAR LIQUOR STORE - 50020
DETAIL EXPENDITURES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Costs of Goods Sold
5510
Purchases for Resale $
3,113,900
$
3,171,130
$
3,334,720
$
3,568,160
Costs of Goods Sold Total $
3,113,900
$
3,171,130
$
3,334,720
$
3,568,160
Personal Services
6005
Full Time $
140,616
$
139,670
$
143,450
$
147,330
6006
Part-time
79,033
93,250
82,030
86,720
6007
Seasonal
108,616
112,300
110,200
112,010
6009
Overtime
1,747
1,250
2,000
2,100
6013
Longevity
1,145
1,120
1,180
1,200
6031
Employer Social Security
20,136
21,390
20,430
21,080
6032
Employer Medicare
4,709
5,000
4,780
4,920
6033
Employer Pera
(432)
25,880
30,000
31,630
6035
Medical Insurance
39,599
30,370
43,680
45,010
6036
Dental Insurance
1,171
1,170
1,170
1,180
6037
Term Life
36
60
60
60
6038
Workers Compensation
2,328
2,560
2,560
2,880
6040
Long Term Disability
290
290
490
500
6051
Interdepartmental Labor
7,133
5,100
5,100
5,200
Personal Services Total $
406,127
$
439,410
$
447,130
$
461,820
Other Services & Charges
6103
Professional Services -General $
5,799
$
6,200
$
5,900
$
6,000
6202
Data Processing Rental
22,990
22,970
24,410
25,240
6205
Maintenance & Repairs
7,106
3,100
3,000
3,100
6207
Utility Services
24,178
23,000
25,000
26,000
6301
Advertising & Publication
8,976
6,100
7,000
7,200
6302
Communications
1,087
1,350
1,100
1,200
6303
Professional Development
8
100
100
100
6305
Subscriptions & Memberships
125
100
100
100
6307
Insurance & Bonds
13,913
13,900
13,110
13,500
6308
Property Liability
2,870
2,960
2,960
3,050
6310
Taxes & Licenses
538
590
590
600
6315
Other Contractual Services
8,409
10,500
8,700
9,000
6401
Office Supplies
958
1,000
1,000
1,100
6402
Copy Charges
56
70
60
60
6409
Uniforms & Clothing
1,286
-
1,000
1,000
6414
Other Supplies
12,070
11,200
11,500
11,800
6513
Other Charges
64,344
61,000
65,500
66,000
Other Services & Charges Total $
174,713
$
164,140
$
171,030
$
175,050
Depreciation
6610
Depreciation $
47,019
$
57,600
$
75,340
$
75,550
Depreciation Total $
47,019
$
57,600
$
75,340
$
75,550
-153-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: CEDAR LIQUOR STORE - 50020
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Other Financing Uses
8511 Operating Transfers Out $ 95,971
Other Financing Uses Total $ 95,971
CEDAR LIQUOR STORE TOTAL $ 3,837,730
ail L`TG,V VV yl JV,VVV N7 L'T J,VJV
$ 4,075,140 $ 4,127,080 $ 4,526,410
- 154 -
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: CEDAR LIQUOR STORE - 50020
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Liquor Operation Director
M-4
.25
.25
.25
Liquor Store Manager
M-1
1.00
1.00
1.00
Liquor Account Clerk
GS-3
.25
.25
.25
Total
1.50
1.50
1.50
Part -Time Employees
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Total
3.00
3.00
3.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
NONE
$ -
$ -
$ -
Total
$ -
$ -
$ -
-155-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: PENN LIQUOR STORE - 50030
DETAIL REVENUES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Liquor Sales
5005
Sales - Liquor $
601,199
$
809,000
$
719,260
$
769,600
5010
Sales - Wine
538,622
686,740
655,480
701,380
5015
Sales - Beer
794,280
1,043,580
935,040
1,000,490
5025
Sales - Cigarettes
31,886
50,200
45,560
48,740
5030
Sales - Food
6,593
9,530
8,630
9,240
5035
Sales- Other
25,368
37,620
33,560
35,910
Liquor Sales Total $
1,997,948
$
2,636,670
$
2,397,530
$
2,565,360
Other Income
8011
Investment Earnings $
-
$
250
$
-
$
250
8032
Commissions
2,743
3,250
3,000
3,100
8033
Cash/Over Short
(433)
100
100
100
8035
Other Miscellaneous Revenues
1,784
200
100
100
8040
Sales - Lottery Commissions
3,677
4,780
3,700
3,800
Other Income Total $
7,771
$
8,580
$
6,900
$
7,350
Other Financing Sources
8051
Operating Transfers In $
35,000
$
-
$
-
$
-
Other Financing Sources Total $
35,000
$
-
$
-
$
-
PENN LIQUOR STORE TOTAL $
2,040,719
$
2,645,250
$
2,404,430
$
2,572,710
-156-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: PENN LIQUOR STORE - 50030
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Costs of Goods Sold
5510 Purchases for Resale
Costs of Goods Sold Total
Personal Services
6005 Full Time
6006 Part-time
6007 Seasonal
6009 Overtime
6013 Longevity
6031 Employer Social Security
6032 Employer Medicare
6033 Employer Pera
6035 Medical Insurance
6036 Dental Insurance
6037 Term Life
6038 Workers Compensation
6040 Long Term Disability
6051 Interdepartmental Labor
Personal Services Total
Other Services & Charges
6103 Professional Services -General
6202 Data Processing Rental
6205 Maintenance & Repairs
6207 Utility Services
6301 Advertising & Publication
6302 Communications
6303 Professional Development
6305 Subscriptions & Memberships
6307 Insurance & Bonds
6308 Property Liability
6310 Taxes & Licenses
6315 Other Contractual Services
6401 Office Supplies
6402 Copy Charges
6403 Postage
6409 Uniforms & Clothing
6414 Other Supplies
6513 Other Charges
Other Services & Charges Total
Depreciation
6610 Depreciation
$ 1,475,141
$ 1,981,090
$ 1,798,150
$ 1,924,020
$ 1,475,141
$ 1,981,090
$ 1,798,150
$ 1,924,020
$ 114,880
$ 125,560
$ 119,250
$ 122,820
68,313
69,730
70,790
72,200
72,005
87,940
74,160
75,640
880
1,300
900
950
931
1,200
1,180
1,200
15,834
17,560
16,060
16,370
3,703
4,100
3,750
3,820
(769)
21,240
15,980
16,370
22,440
15,970
21,780
26,570
1,085
1,070
1,170
1,180
31
60
60
60
2,160
1,930
1,930
2,500
132
140
400
420
4 9 onn
A 4 nn
A 4 nn
A Inn
5,078
22,440
4,746
17,602
7,293
1,534
8
61
11,416
3,210
538
8,030
1,321
29
11
970
11,736
01) G402
(1% .1 00 cnn N
4,650 $
23,120
3,100
17,000
4,650
1,600
100
40
11,450
3,310
590
9,000
1,250
90
6,000
40,500
4')G ACn C%
5,000
23,320
2,500
16,000
5,500
1,500
100
50
10,810
3,310
550
8,000
1,400
50
20
1,000
6,000
4 A nnn
5,200
23,790
2,700
16,200
5,800
1,550
100
50
11,140
3,410
570
8,100
1,450
50
20
1,000
6,100
oc nnn
$ 37,868 $ 46,800 $ 61,220 $ 61,380
-157-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: PENN LIQUOR STORE - 50030
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Depreciation Total $ 37,868 $ 46,800 $ 61,220 $ 61,380
Other Financing Uses
8511 Operating Transfers Out $ 77,987 $ 197,320 $ 80,320 $ 199,730
Other Financing Uses Total $ 77,987 $ 197,320 $ 80,320 $ 199,730
PENN LIQUOR STORE TOTAL $ 2,035,129 $ 2,703,560 $ 2,390,310 $ 2,651,660
-158-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: PENN LIQUOR STORE - 50030
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Liquor Operation Director
M-4
.25
.25
.25
Liquor Store Manager
M-L
1.00
1.00
1.00
Liquor Account Clerk
GS-3
.25
.25
.25
Total
1.50
1.50
1.50
Part -Time Employees
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Total
2.00
2.00
2.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-159-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: WINE & SPIRITS - 50040
DETAIL REVENUES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Liquor Sales
5005
Sales - Liquor $
555,453
$
506,500
$
596,380
$
638,120
5010
Sales - Wine
314,886
355,320
387,480
414,600
5015
Sales - Beer
588,619
570,370
623,330
666,960
5025
Sales - Cigarettes
35,022
38,230
37,060
39,660
5030
Sales - Food
8,021
7,640
8,420
9,010
5035
Sales- Other
29,521
28,100
32,000
34,250
Liquor Sales Total $
1,531,522
$
1,506,160
$
1,684,670
$
1,802,600
Other Income
8011
Investment Earnings $
-
$
250
$
-
$
250
8032
Commissions
3,155
3,200
3,200
3,300
8033
Cash/Over Short
(241)
100
100
100
8035
Other Miscellaneous Revenues
1,787
1,700
1,200
1,300
8040
Sales - Lottery Commissions
2,466
3,120
2,500
2,600
Other Income Total $
7,167
$
8,370
$
7,000
$
7,550
Other Financing Sources
8051
Operating Transfers In $
35,000
$
-
$
-
$
-
Other Financing Sources Total $
35,000
$
-
$
-
$
-
WINE & SPIRITS TOTAL $
1,573,689
$
1,514,530
$
1,691,670
$
1,810,150
-160-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: WINE & SPIRITS - 50040
DETAIL EXPENDITURES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Costs of Goods Sold
5510
Purchases for Resale $
1,157,129
$
1,131,960
$
1,263,500
$
1,351,950
Costs of Goods Sold Total $
1,157,129
$
1,131,960
$
1,263,500
$
1,351,950
Personal Services
6005
Full Time $
83,562
$
83,330
$
86,950
$
94,160
6006
Part-time
65,108
74,410
67,060
68,400
6007
Seasonal
38,695
36,250
40,630
42,660
6009
Overtime
573
400
600
620
6013
Longevity
469
350
360
370
6031
Employer Social Security
11,718
12,120
11,700
12,370
6032
Employer Medicare
2,740
28,350
2,730
2,890
6033
Employer Pera
6,029
14,660
12,400
12,950
6035
Medical Insurance
26,082
20,480
27,660
30,690
6036
Dental Insurance
797
860
860
860
6037
Term Life
25
50
50
50
6038
Workers Compensation
1,512
1,530
1,530
1,450
6040
Long Term Disability
80
90
250
300
6051
Interdepartmental Labor
6,620
3,200
5,100
5,300
Personal Services Total $
244,010
$
276,080
$
257,880
$
273,070
Other Services & Charges
6103
Professional Services -General $
1,898
$
1,950
$
1,950
$
2,100
6202
Data Processing Rental
9,760
-
10,720
11,570
6205
Maintenance & Repairs
7,544
2,800
6,200
6,400
6207
Utility Services
22,043
21,500
21,500
22,000
6301
Advertising & Publication
2,805
2,000
2,000
2,200
6302
Communications
848
850
860
880
6303
Professional Development
8
100
100
100
6305
Subscriptions & Memberships
23
20
30
30
6307
Insurance & Bonds
6,254
6,400
6,190
6,370
6308
Property Liability
2,870
2,960
2,960
3,050
6310
Taxes & Licenses
997
1,000
1,200
1,250
6315
Other Contractual Services
9,025
4,650
7,500
7,550
6401
Office Supplies
635
450
450
450
6402
Copy Charges
21
40
40
40
6409
Uniforms & Clothing
817
-
900
920
6414
Other Supplies
11,382
6,100
6,100
6,200
6513
Other Charges
24,992
24,000
25,500
26,000
Other Services & Charges Total $
101,922
$
74,820
$
94,200
$
97,110
Depreciation
6610
Depreciation $
43,358
$
18,000
$
23,540
$
23,610
Depreciation Total $
43,358
$
18,000
$
23,540
$
23,610
- 161 -
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: WINE & SPIRITS - 50040
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Capital Outlay
7230 Building Improvements
$ -
$ -
$
150,000
$ -
7400 Machinery & Equipment
-
-
6,000
-
Capital Outlay Total
$ -
$ -
$
156,000
$ -
Other Financing Uses
8511 Operating Transfers Out
$ 29,991
$ 75,890
$
30,890
$ 76,820
Other Financing Uses Total
$ 29,991
$ 75,890
$
30,890
$ 76,820
WINE & SPIRITS TOTAL
$ 1,576,410
$ 1,576,750
$
1,826,010
$ 1,822,560
-162-
FUND: LIQUOR OPERATIONS FUND
DEPARTMENT: Liquor Operations
BUSINESS UNIT: WINE & SPIRITS - 50040
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Liquor Operation Director
M-4
.25
.25
.25
Liquor Store Manager
M-L
1.00
1.00
1.00
Liquor Account Clerk
GS-3
.25
.25
.25
Total
1.50
1.50
1.50
Part -Time Employees
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Liquor Operations Shift Leader
GS-2
1.00
1.00
1.00
Total
2.00
2.00
2.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
Roof Replacement
$ -
$ 150,000
$ -
Baler
-
6,000
-
Total
$ -
$ 156,000
$ -
-163-
FUND: WATER AND WASTEWATER UTILITIES
DEPARTMENT: Public Works
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019B (Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
51000
WATER UTILITY $
4,137,350 $
6,248,950 $
6,549,270 $
6,153,930
(1.52%)
52000
WASTEWATER UTILITY
4,091,237
4,562,000
4,577,000
4,499,580
(1.37%)
Public Works TOTAL $
8,228,587 $
10,810,950 $
11,126,270 $
10,653,510
(1.46%)
REVENUES
51000
WATER UTILITY $
5,232,631 $
4,433,000 $
4,458,000 $
4,631,450
4.48%
52000
WASTEWATER UTILITY
5,188,605
4,781,210
4,792,710
4,940,250
3.33%
$7,000,000
E $6,000,000
X $5,000,000
P
E
N $4,000,000
S
E $3,000,000
S
$2,000,000
$1,000,000
$0
WATER AND WASTEWATER UTILITY
2018 2019B 2019R 2020B
u yFl
❑ W ate r
❑ Wastewater
- 164 -
BUDGET SUMMARY
WATER AND WASTEWATER FUND PROJECTION
2018 2019 2020 2021
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS $ 15,647,182 $ 17,839,830 $ 18,921,340 $ 20,138,760
Revenues
Charges for Service:
Water & Wastewater Usage
8,648,729
9,083,460
9,402,450
9,684,520
Miscellaneous Revenues
Interest
74,943
52,000
54,000
56,000
Other Revenues
109,828
115,250
115,250
120,250
Total Miscellaneous Revenues
184,771
167,250
169,250
176,250
Total Revenues
8,833,500
9,250,710
9,571,700
9,860,770
Expenses
Personal Services
2,160,927
2,184,810
2,339,390
2,409,570
Other Services and Charges
4,753,196
4,622,360
4,600,530
4,779,310
Interest
114,229
121,070
196,590
169,800
Total Operating Expenses
7,028,352
6,928,240
7,136,510
7,358,680
Net Income before Depreciation
1,805,148
2,322,470
2,435,190
2,502,090
Depreciation
1,200,236
1,240,960
1,217,770
1,254,300
Net Income (Loss)
604,912
1,081,510
1,217,420
1,247,790
Capital Contributions
1,587,736
-
-
-
RETAINED EARNINGS
17,839,830
18,921,340
20,138,760
21,386,550
BOND PRINCIPAL *
$ -
$ 375,000
$ 390,000
$ 485,000
INTERNAL LOAN PAYMENT*
$ -
$ 107,070
$ 109,230
$ -
CAPITAL OUTLAY **
$ -
$ 2,475,000
$ 1,800,000
$ -
* Bonds and internal loans are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
-165-
BUDGET SUMMARY
WATER AND WASTEWATER FUND PROJECTION
2018
2019
2020
2021
CASH FLOW SUMMARY Actual
Revised
Budget
Projected
SOURCES OF CASH
Total Revenues
$ 8,833,500
$ 9,250,710
$ 9,571,700
$ 9,860,770
Items not requiring cash:
Depreciation
1,200,236
1,240,960
1,217,770
1,254,300
Increase in Payables
9,859
-
-
-
TOTAL SOURCES
10,043,595
10,491,670
10,789,470
11,115,070
USES OF CASH
Total Expenses
8,114,359
8,048,130
8,157,690
8,443,180
Increase in Receivables
151,125
-
-
-
CapitalOutlay
516,426
2,475,000
1,800,000
-
Interenal Loan Payments
317,461
107,070
109,230
-
Bond Principal Payments
370,000
375,000
390,000
485,000
Interest Payments
137,488
121,070
196,590
169,800
TOTAL USES
9,606,859
11,126,270
10,653,510
9,097,980
NET INCREASE (DECREASE) IN CASH
436,736
(634,600)
135,960
2,017,090
CASH BALANCE - JANUARY 1
2,768,076
3,204,812
2,570,212
2,706,172
CASH BALANCE - DECEMBER 31
$ 3,204,812
$ 2,570,212
$ 2,706,172
$ 4,723,262
CASH TO BE AVAILABLE
Current Assets - December 31 $ 5,955,324
Less: Current Liabilities - Dec. 31 794,564
CASH TO BE AVAILABLE $ 5,160,760
-166-
BUDGET SUMMARY
WATER FUND PROJECTION
2018
2019
2020
2021
AVAILABLE FOR APPROPRIATION Actual
Revised
Budget
Projected
PRIOR YEAR RETAINED EARNINGS $ 11,804,831
$ 12,900,112
$ 13,380,912
$ 13,857,662
Revenues
Water Usage
Miscellaneous Revenues
Interest
Other Revenues
Total Miscellaneous Revenues
Total Revenues
Expenses
Personal Services
Other Services and Charges
Interest
Total Operating Expenses
Net Income before Depreciation
Depreciation
Net Income (Loss)
Capital Contributions
RETAINED EARNIN
BOND PRINCIPAL *
INTERNAL LOAN PAYMENT*
CAPITAL OUTLAY **
$ 4,002,853
$ 4,301,500
$ 4,474,950
$ 4,609,200
59,105
42,000
42,000
43,000
99,301
114,500
114,500
119,500
158,406
156,500
156,500
162,500
4,161,259
4,458,000
4,631,450
4,771,700
1,224,685
1,192,250
1,268,020
1,306,060
1,758,751
1,611,750
1,703,260
1,745,840
114,229
121,070
154,620
134,700
3,097,665
2,925,070
3,125,900
3,186,600
1,063,594
1,532,930
1,505,550
1,585,100
1,039,685
1,052,130
1,028,800
1,059,670
23,909
480,800
476,750
525,430
1,071,372 - - -
12,900,112 13,380,912 13,857,662 14,383,092
$
- $
375,000
$
390,000
$ 445,000
$
- $
107,070
$
109,230
$ -
$
- $
2,090,000
$
1,500,000
$ -
* Bonds and internal loans are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
-167-
WATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide dependable, quality, high-grade softened water to the City of Richfield.
Water is supplied by operating a 14 million -gallon per day lime softening plant 24 hours
a day, 365 days per year. The water is delivered to 10,820 services by a 116-mile piping
system that ranges in size from 4 inches to 24 inches in diameter. The piping system
services two towers that store 2.5 million gallons of water, 1,062 hydrants, and
approximately 2,460 valves.
The division also produces the annual Consumer Confidence Report and distributes the
report to all residents and businesses.
2019 HIGHLIGHTS
• Completed the installation of water main replacement with the Lyndale Avenue
reconstruction (City Council Goal 1).
• Continued with nonintrusive (acoustic testing) water main inspection in order to
gather information on the state of the City's water mains (City Council Goal 1).
• Determined future emergency water interconnect(s) (City Council Goal 1).
• Lined the 3 water main crossings under 35W & 65t" Street (City Council Goal 1).
• Started the Citywide water meter upgrade, ultimately enhancing the accuracy
and efficiency of the water delivery service (City Council Goals 1 & 6).
• Developed a plan for resilience of our water infrastructure (City Council Goals 1
& 6).
2020 GOALS
• Continue the Citywide water meter upgrade, ultimately enhancing the accuracy
and efficiency of the water delivery service (City Council Goals 1 & 6).
• Complete the planning for the City's emergency water interconnect project (City
Council Goal 1).
- 168 -
• Continue with nonintrusive (acoustic testing) water main inspection in order to
gather information on the state of the City's water mains (City Council Goal 1).
• Upgrade filter presses and the sludge tank mixers at the water treatment plant
(City Council Goals 1 & 6).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects an increase of 4.8% from the 2019 Adopted Budget
due to an increase in Professional Services (6103) for the emergency interconnect
study and Machinery and Equipment (7400) for the water meter replacement project.
The 2020 Proposed Budget reflects a decrease of 1.5% from the 2019 Adopted Budget
due to a decrease in capital outlay.
-169-
FUND: WATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WATER UTILITY - 51000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
License & permits
4164 Water Permit
$ 2,000
$
2,500
$
2,500
$
2,500
License & permits Total
$ 2,000
$
2,500
$
2,500
$
2,500
Intergovernmental Revenues
4244 Grants Other
$ 10,000
$
-
$
10,000
$
-
Intergovernmental Revenues Total
$ 10,000
$
-
$
10,000
$
-
Special Assessments
4730 Special Assessments -Delinquent
$ 2,791
$
-
$
-
$
-
4740 Special Assessments -Penalty &
3,790
4,500
4,500
4,500
Special Assessments Total
$ 6,581
$
4,500
$
4,500
$
4,500
Utility Revenues
4812 Metered Water - Tax Exempt
$ 3,019,064
$
3,469,000
$
3,469,000
$
3,642,450
4814 Metered Water
502,741
455,000
455,000
455,000
4816 Water Service Charges
435,536
350,000
350,000
350,000
4818 Other Water Charges/Services
25,816
12,500
12,500
12,500
4848 Certification Fee
11,115
12,500
12,500
12,500
Utility Revenues Total
$ 3,994,272
$
4,299,000
$
4,299,000
$
4,472,450
Other Income
8011 Investment Earnings
$ 59,105
$
42,000
$
42,000
$
42,000
8031 Contributions & Donations
1,071,372
-
-
-
8035 Other Miscellaneous Revenues
89,301
85,000
100,000
110,000
Other Income Total
$ 1,219,778
$
127,000
$
142,000
$
152,000
WATER UTILITY TOTAL
$ 5,232,631
$
4,433,000
$
4,458,000
$
4,631,450
-170-
FUND: WATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WATER UTILITY - 51000
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$ 678,779
$
674,870
$
667,960
$
711,620
6006
Part-time
-
5,630
-
-
6007
Seasonal
33,215
16,440
28,770
29,630
6009
Overtime
30,832
22,500
22,500
22,500
6031
Employer Social Security
44,845
44,800
43,080
45,820
6032
Employer Medicare
10,484
9,760
10,080
10,710
6033
Employer Pera
96,967
52,890
50,860
54,170
6035
Medical Insurance
102,117
112,260
104,860
115,980
6036
Dental Insurance
7,063
7,330
7,210
7,230
6037
Term Life
207
430
400
400
6038
Workers Compensation
27,276
35,210
35,210
35,400
6040
Long Term Disability
1,308
1,220
1,340
1,390
6051
Interdepartmental Labor
23,672
45,750
47,000
55,000
6052
Administrative Charges
167,920
172,980
172,980
178,170
Personal Services Total
$ 1,224,685
$
1,202,070
$
1,192,250
$
1,268,020
Other Services & Charges
6103
Professional Services -General
$ 233,491
$
150,630
$
173,950
$
144,660
6201
Rents & Leases
-
1,750
1,750
1,750
6202
Data Processing Rental
46,140
47,070
47,450
48,390
6204
Motor Pool Operating Rental
33,970
40,760
40,760
41,980
6205
Maintenance & Repairs
526,122
288,500
308,500
366,000
6207
Utility Services
277,594
278,220
278,220
290,000
6301
Advertising & Publication
208
11,500
11,500
12,000
6302
Communications
10,596
11,500
11,500
11,500
6303
Professional Development
8,874
7,250
8,250
9,250
6305
Subscriptions & Memberships
4,025
5,650
5,650
5,650
6307
Insurance & Bonds
36,786
36,100
36,760
37,870
6308
Property Liability
30,640
31,660
31,660
32,610
6310
Taxes & Licenses
12,654
15,250
15,250
15,250
6315
Other Contractual Services
5,030
1,750
1,750
1,750
6401
Office Supplies
1,222
12,000
6,000
6,000
6402
Copy Charges
430
500
500
500
6403
Postage
1,124
4,500
3,000
3,000
6409
Uniforms & Clothing
4,613
4,900
5,800
5,800
6410
Small Tools & Parts
31,615
72,000
84,000
97,000
6412
Maint. & Const. Materials
51,000
63,500
63,500
83,500
6413
Chemicals
409,254
423,700
400,300
413,100
6414
Other Supplies
8,434
42,200
43,700
44,700
6513
Other Charges
24,929
32,000
32,000
31,000
Other Services & Charges Total
$ 1,758,751
$
1,582,890
$
1,611,750
$
1,703,260
NVAE
FUND: WATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WATER UTILITY - 51000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Depreciation
6610 Depreciation $ 1,039,685 $ 1,010,000 $ 1,052,130 $ 1,028,800
Depreciation Total $ 1,039,685 $ 1,010,000 $ 1,052,130 $ 1,028,800
Capital Outlay
7230
Building Improvements
$ -
7400
Machinery & Equipment
-
Capital Outlay Total
$ -
Other Financing Uses
8511
Operating Transfers Out
$ -
8521
Principal Payments
-
8522
Interest Payments
113,004
8523
Paying Agent Fees
1,225
Other Financing Uses Total
$ 114,229
WATER UTILITY TOTAL $ 4,137,350
$ 22,500 $ - $ -
1,775,000 2,090,000 1,500,000
$ 50,000 $ - $ -
482,070 482,070 499,230
123,190 119,840 153,390
$ 656,490 $ 603,140 $ 653,850
$ 6,248,950 $ 6,549,270 $ 6,153,930
Emm
FUND: WATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WATER UTILITY - 51000
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Utility Superintendent
M-3
.50
.50
.50
Utility Supervisor
M-1
.50
.50
.50
Utility Supervisor/Engineer
M-2
.35
.35
.35
Water Plant Operator
LT-5
4.00
4.00
4.00
Water Plant Mechanic
LT-5
2.00
2.00
2.00
Public Works Worker
LT-1
2.00
2.00
2.00
Utility Billing Clerk
GS-3
.40
.40
.40
GIS Analyst/IT Technician
GS-5
.15
.15
.15
Senior Office Assistant
GS-2
.15
.15
.15
Total
10.05
10.05
10.05
Part -Time Employees
Utility Billing Assistant
SP-13
-
.25
.25
Total
-
.25
.25
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
Wellhouse security improvements
$ 12,500
$ -
$ -
Safety Improvements
10,000
-
-
Water Meter Upgrade
1,025,000
1,340,000
1,340,000
Emergency Interconnect
750,000
-
-
35W WM Crossings Lining
-
750,000
-
Sludge Mixer
-
-
90,000
Filter Press Rehab
-
-
70,000
Total
$ 1,797,500
$ 2,090,000
$ 1,500,000
-173-
G.O. WATER REVENUE BONDS, SERIES 2011A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2019
PAYMENT
UNPAID
YEAR
PRINCIPAL
INTEREST
TOTAL
PRINCIPAL
$ 1,055,000
2020
$ 65,000
$ 38,150
$ 103,150
990,000
2021
70,000
36,123
106,123
920,000
2022
70,000
33,952
103,952
850,000
2023
70,000
31,660
101,660
780,000
2024
75,000
29,159
104,159
705,000
2025
75,000
26,477
101,477
630,000
2026
80,000
23,610
103,610
550,000
2027
85,000
20,494
105,494
465,000
2028
85,000
17,221
102,221
380,000
2029
90,000
13,763
103,763
290,000
2030
95,000
10,016
105,016
195,000
2031
95,000
6,121
101,121
100,000
2032
100,000
2,075
102,075
-
$ 1,055,000
$ 288,821
$ 1,343,821
- 174 -
GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
December 31, 2018
PAYMENT
YEAR
PRINCIPAL
INTEREST
2020
$ 325,000
$ 70,280
2021
335,000
60,375
2022
340,000
50,250
2023
355,000
39,825
2024
370,000
28,950
2025
380,000
19,600
2026
390,000
11,900
2027
400,000
4,000
$ 2,895,000
$ 285,180
UNPAID
TOTAL
PRINCIPAL
$ 2,895,000
$ 395,280
2,570,000
395,375
2,235,000
390,250
1,895,000
394,825
1,540,000
398,950
1,170,000
399,600
790,000
401,900
400,000
404,000
-
$ 3,180,180
- 175 -
WATER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PAYMENT
UNPAID
YEAR
PRINCIPAL
INTEREST
TOTAL
PRINCIPAL
$ 1,175,000
2020
$ -
$ 44,960
$ 44,960
1,175,000
2021
40,000
38,200
78,200
1,135,000
2022
40,000
36,600
76,600
1,095,000
2023
45,000
34,900
79,900
1,050,000
2024
45,000
33,100
78,100
1,005,000
2025
50,000
31,200
81,200
955,000
2026
50,000
29,200
79,200
905,000
2027
50,000
27,200
77,200
855,000
2028
55,000
25,100
80,100
800,000
2029
55,000
23,175
78,175
745,000
2030
60,000
21,450
81,450
685,000
2031
60,000
19,650
79,650
625,000
2032
60,000
17,850
77,850
565,000
2033
65,000
15,975
80,975
500,000
2034
65,000
14,025
79,025
435,000
2035
65,000
12,075
77,075
370,000
2036
70,000
10,050
80,050
300,000
2037
70,000
7,950
77,950
230,000
2038
75,000
5,775
80,775
155,000
2039
75,000
3,525
78,525
80,000
2040
80,000
1,200
81,200
-
$ 1,175,000
$ 453,160
$ 1,628,160
E�
BUDGET SUMMARY
WASTEWATER UTILITY FUND PROJECTION
2018
2019
2020
2021
AVAILABLE FOR APPROPRIATION Actual
Revised
Budget
Projected
PRIOR YEAR RETAINED EARNINGS $ 3,842,350
$ 4,939,718
$ 5,540,428
$ 6,281,098
Revenues
Sewer Usage
4,645,876
4,781,960
4,927,500
5,075,320
Miscellaneous Revenues
Interest
15,838
10,000
12,000
13,000
Other Revenues
10,527
750
750
750
Total Miscellaneous Revenues
26,365
10,750
12,750
13,750
Total Revenues
4,672,241
4,792,710
4,940,250
5,089,070
Expenses
Personal Services
936,241
992,560
1,071,370
1,103,510
Other Services and Charges
2,994,445
3,010,610
2,897,270
3,033,470
Interest
-
-
41,970
35,100
Operating Expenses
3,930,686
4,003,170
4,010,610
4,172,080
Net Income before Depreciation
741,555
789,540
929,640
916,990
Depreciation
160,551
188,830
188,970
194,640
Net Income (Loss)
581,004
600,710
740,670
722,350
Capital Contributions
516,364
-
-
-
RETAINED EARNINGS
4 939 718
5 540 428
6 281 098
7 003 448
BOND PRINCIPAL * $ - $ - $ - $ 40,000
CAPITAL OUTLAY ** $ - $ 385,000 $ 300,000 $ -
* Bonds are not recorded as current expenses, but rather as adjustments to cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
-177-
WASTEWATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide the collection and responsible disposal of wastewater from the community
with minimal inconvenience to residents and businesses.
The division focus is operation and maintenance of a 100-mile collection system
consisting of pipe in diameter from 9 inches to 36 inches. This collection system serves
approximately 10,820 services. This division also operates a series of 9 sanitary sewer
lift stations that lift wastewater from low areas to a higher elevation where it flows by
gravity to the Metropolitan Council Environmental Services (MCES) wastewater system.
2019 HIGHLIGHTS
• Completed sanitary sewer system risk assessment (City Council Goal 1).
• Completed the installation of the sanitary sewer main replacement as part of the
Lyndale Avenue Reconstruction Project. On this project, the City removed dual
sanitary lines and replaced with a single sanitary line (City Council Goal 1).
• Completed the Lift Station #3 control panel replacement (City Council Goal 1).
• Continued the sanitary sewer main lining (City Council Goals 1 & 6).
• Continued to be aggressive with maintenance on the wastewater collection system
by jetting/proofing the entire city on an annual basis, including televising and root
sawing (City Council Goals 1 & 6).
• Implemented a Fats, Oils, and Grease (FOG) ordinance (City Council Goals 1 & 6).
2020 GOALS
• Install safety grates on lift station hatches (City Council Goals 1 & 6).
• Continue the sanitary sewer main lining (City Council Goals 1 & 6).
• Continue to be aggressive with maintenance on the wastewater collection system by
jetting/proofing the entire City on an annual basis, including televising and root
sawing (City Council Goals 1 & 6).
-178-
• Update Inflow/Infiltration (I&I) ordinances in accordance with the Sanitary Sewer
Comprehensive Plan (City Council Goal 1).
DIVISION EXPENDITURE COMMENT
The majority of the Wastewater Division expenditures are to the Metropolitan Council
Environmental Services (MCES) which provides wastewater treatment services for the
City of Richfield. The 2019 charge from MCES is $2,681,944 which represents
approximately 60% of the total wastewater budget, and the 2020 is $2,550,771 which is
also approximately 60% of the total budget. The decreasing MCES charge is a result of
declining wastewater output, even while the MCES rates increase.
The 2019 Revised Budget reflects an increase of 0.3% from the 2019 Adopted Budget
due to capital improvements.
The 2020 Proposed Budget reflects a decrease of 1.4% from the 2019 Adopted Budget.
The decrease is due to declining MCES charges and professional service expenditures.
N"
FUND: WASTEWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WASTEWATER UTILITY - 52000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
License & permits
4162 Sewer Permit
$
12,580
$
8,500
$
10,500
$
10,500
License & permits Total
$
12,580
$
8,500
$
10,500
$
10,500
Utility Revenues
4832 Sewer Charges
$
4,613,348
$
4,754,460
$
4,754,460
$
4,900,000
4836 Other Sewer Charges/Services
-
500
500
500
4838 Sewer Availability Charge
8,573
4,000
4,000
4,000
4848 Certification Fee
11,375
12,500
12,500
12,500
Utility Revenues Total
$
4,633,296
$
4,771,460
$
4,771,460
$
4,917,000
Other Income
8011 Investment Earnings
$
15,838
$
500
$
10,000
$
12,000
8031 Contributions & Donations
516,364
-
-
-
8035 Other Miscellaneous Revenues
10,527
750
750
750
Other Income Total
$
542,729
$
1,250
$
10,750
$
12,750
WASTEWATER UTILITY TOTAL
$
5,188,605
$
4,781,210
$
4,792,710
$
4,940,250
-180-
FUND: WASTEWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WASTEWATER UTILITY - 52000
DETAIL EXPENDITURES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$ 505,188
$ 489,720
$
521,040
$
567,800
6006
Part-time
-
5,630
-
-
6007
Seasonal
16,269
17,540
29,200
30,080
6009
Overtime
21,341
16,000
16,000
16,000
6031
Employer Social Security
32,072
30,750
33,090
35,870
6032
Employer Medicare
7,497
7,130
7,740
8,390
6033
Employer Pera
51,428
36,580
39,850
43,380
6035
Medical Insurance
93,565
100,540
97,390
106,710
6036
Dental Insurance
5,248
5,480
5,770
5,790
6037
Term Life
159
330
320
320
6038
Workers Compensation
9,900
10,850
10,850
12,800
6040
Long Term Disability
979
900
1,030
1,060
6051
Interdepartmental Labor
24,675
57,200
57,300
65,000
6052
Administrative Charges
167,920
172,980
172,980
178,170
Personal Services Total
$ 936,241
$ 951,630
$
992,560
$
1,071,370
Other Services & Charges
6103
Professional Services -General
$ 49,103
$ 109,000
$
69,310
$
65,520
6201
Rents & Leases
-
1,000
1,000
1,000
6202
Data Processing Rental
20,160
20,520
20,700
21,100
6204
Motor Pool Operating Rental
48,890
58,680
58,680
60,440
6205
Maintenance & Repairs
66,720
58,000
58,000
68,000
6207
Utility Services
15,739
19,000
19,000
19,000
6301
Advertising & Publication
173
100
100
100
6302
Communications
6,874
8,000
8,000
8,000
6303
Professional Development
6,824
11,000
8,000
9,000
6305
Subscriptions & Memberships
-
250
250
250
6307
Insurance & Bonds
8,834
8,680
8,980
9,250
6308
Property Liability
6,120
6,300
6,300
6,490
6310
Taxes & Licenses
-
200
200
200
6315
Other Contractual Services
18,562
12,860
12,850
12,850
6401
Office Supplies
116
100
100
100
6403
Postage
-
100
100
100
6409
Uniforms & Clothing
4,003
4,500
4,500
4,500
6410
Small Tools & Parts
7,990
15,500
15,500
15,500
6412
Maint. & Const. Materials
9,267
33,000
25,000
33,000
6414
Other Supplies
3,066
12,100
12,100
12,100
Other Services & Charges Total
$ 272,441
$ 378,890
$
328,670
$
346,500
MCES Charges
6601
MCES Charges
$ 2,722,004
$ 2,681,950
$
2,681,940
$
2,550,770
MCES Charges Total $ 2,722,004 $ 2,681,950 $ 2,681,940 $ 2,550,770
- 181 -
FUND: WASTEWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WASTEWATER UTILITY - 52000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Depreciation
6610
Depreciation
$ 160,551
$
179,530
$
188,830
$
188,970
Depreciation Total
$ 160,551
$
179,530
$
188,830
$
188,970
Capital Outlay
7230
Building Improvements
$ -
$
60,000
$
-
$
-
7350
Other Improvements
-
200,000
300,000
300,000
7400
Machinery & Equipment
-
60,000
85,000
-
Capital Outlay Total
$ -
$
320,000
$
385,000
$
300,000
Other Financing Uses
8511
Operating Transfers Out
$ -
$
50,000
$
-
$
-
8522
Interest Payments
-
-
-
41,390
8523
Paying Agent Fees
-
-
-
580
Other Financing Uses Total
$ -
$
50,000
$
-
$
41,970
WASTEWATER UTILITY TOTAL
$ 4,091,237
$
4,562,000
$
4,577,000
$
4,499,580
-182-
FUND: WASTEWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: WASTEWATER UTILITY - 52000
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Utility Superintendent
M-3
.50
.50
.50
Utility Supervisor
M-1
.50
.50
.50
Utility Supervisor/Engineer
M-2
.35
.35
.35
Public Works Worker
LT-1
5.50
6.00
6.00
Utility Billing Clerk
GS-3
.40
.40
.40
GIS Analyst/IT Technician
GS-5
.15
.15
.15
Senior Office Assistant
GS-2
.15
.15
.15
Total
7.55
8.05
8.05
Part -Time Employees
Utility Billing Clerk
SP-13
-
.25
.25
Total
-
.25
.25
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
Woodlake Lift Station Upgrade
$ 35,000
$ -
$ -
Building Improvements
60,000
-
-
Sewer Main Lining
200,000
300,000
300,000
Lift #3 Control Panel
25,000
30,000
-
Generator 100 Kw
-
55,000
-
Total
$ 320,000
$ 385,000
$ 300,000
-183-
SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PAYMENT
UNPAID
YEAR
PRINCIPAL
INTEREST
TOTAL
PRINCIPAL
$ 1,080,000
2020
$ -
$ 41,390
$ 41,390
1,080,000
2021
40,000
35,100
75,100
1,040,000
2022
40,000
33,500
73,500
1,000,000
2023
40,000
31,900
71,900
960,000
2024
40,000
30,300
70,300
920,000
2025
45,000
28,600
73,600
875,000
2026
45,000
26,800
71,800
830,000
2027
50,000
24,900
74,900
780,000
2028
50,000
22,900
72,900
730,000
2029
50,000
21,150
71,150
680,000
2030
55,000
19,575
74,575
625,000
2031
55,000
17,925
72,925
570,000
2032
55,000
16,275
71,275
515,000
2033
60,000
14,550
74,550
455,000
2034
60,000
12,750
72,750
395,000
2035
60,000
10,950
70,950
335,000
2036
65,000
9,075
74,075
270,000
2037
65,000
7,125
72,125
205,000
2038
65,000
5,175
70,175
140,000
2039
70,000
3,150
73,150
70,000
2040
70,000
1,050
71,050
-
$ 1,080,000
$ 414,140
$ 1,494,140
- 184 -
FUND: STORMWATER UTILITY
DEPARTMENT: Public Works
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
53000 STORMWATER UTILITY $ 1,800,398 $ 2,502,390 $ 2,767,040 $ 2,866,100 14.53%
Public Works TOTAL $ 1,800,398 $ 2,502,390 $ 2,767,040 $ 2,866,100 14.53%
REVENUES
53000 STORMWATER UTILITY $ 3,347,665 $ 1,791,920 $ 1,804,420 $ 1,917,130 6.99%
$3,000,000
E $2,500,000
X
P $2,000,000
E
N $1,500,000
S
E $1,000,000
S
$500,000
$0
STORM SEWER UTILITY
2018 2019B 2019R 2020B
YEAR
- 185 -
BUDGET SUMMARY
STORMWATER UTILITY FUND PROJECTION
2018 2019 2020 2021
AVAILABLE FOR APPROPRIATION Actual Revised Budget Projected
PRIOR YEAR RETAINED EARNINGS
$ 6,205,893
$ 7,753,160
$ 7,465,540
$ 7,096,570
Revenues
Storm Sewer Usage
1,768,394
1,617,010
1,727,230
1,779,050
Miscellaneous Revenues
209,858
187,410
189,900
206,350
Total Revenues
1,978,252
1,804,420
1,917,130
1,985,400
Expenses
Personal Services
375,240
393,270
403,860
415,980
Other Services and Charges
678,462
866,430
1,034,290
1,065,320
Interest
142,567
151,520
171,310
156,500
Total Operating Expenses
1,196,269
1,411,220
1,609,460
1,637,800
Net Income before Depreciation
781,983
393,200
307,670
347,600
Depreciation
604,129
680,820
676,640
696,940
Net Income (Loss)
177,854
(287,620)
(368,970)
(349,340)
Capital Contributions
RETAINED EARNINGS
BOND PRINCIPAL *
CAPITAL OUTLAY **
1,369,413 -
$
- $
375,000
$
380,000
$ 420,000
$
- $
300,000
$
200,000
$ -
* Bonds are not recorded as current expenses, but rather as adjustments to the cash position.
** Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
There is sufficient cash in the restricted assets to pay bonds and interest in the projected years.
-186-
BUDGET SUMMARY
STORMWATER UTILITY FUND PROJECTION
CASH FLOW SUMMARY
Total Revenues
Items not requiring cash:
Depreciation
TOTAL SOURCES
USES OF CASH
Total Expenses
Increase in Receivables
Decrease in Payables
Capital Outlay
Bond Principal Payment
Interest Payments
TOTAL USES
NET INCREASE (DECREASE) IN CASH
CASH BALANCE - JANUARY 1
CASH BALANCE - DECEMBER 31
CASH TO BE AVAILABLE
Current Assets - December 31
Less: Current Liabilities - Dec. 31
CASH TO BE AVAILABLE
2018 2019 2020 2021
Actual Revised Budget Projected
$ 1,978,252 $ 1,804,420 $ 1,917,130 $ 1,985,400
2,582,381
2,485,240
2,593,770
2,682,340
1,564,568
1,940,520
2,114,790
2,178,240
16,379
-
-
-
73
-
-
-
70,650
300,000
200,000
-
365,000
375,000
380,000
420,000
161,394
151,520
171,310
156,500
2,178,064
2,767,040
2,866,100
2,754,740
404,317
(281,800)
(272,330)
(72,400)
1,994,498
2,398,815
2,117,015
1,844,685
$ 2,398,815
$ 2,117,015
$ 1,844,685
$ 1,772,285
$ 2,772,029
654,536
$ 2,117,493
-187-
STORM WATER UTILITY DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To provide flood protection and environmentally responsible treatment of storm water
for the City of Richfield, as well as community outreach to residents and businesses on
the impacts they have on the quality of ponds, lakes, and streams.
The Division's mission is achieved by City of Richfield staff and contractors, who
perform the following functions:
• Responsibly maintaining Municipal Separate Storm Sewer Systems (MS4)
permit from the Minnesota Pollution Control Agency (MPCA) for the
operations of the City's storm water discharge program;
• Active education and outreach activities;
• Maintaining and operating ten storm water lift stations;
• Contracting with the Street Division for the sweeping of streets to remove
silt, organic matter, and phosphorus;
• Water quality monitoring;
• Operating and maintaining a flocculation treatment system for the removal
of phosphorus to fulfill watershed reduction requirements; and
• Improving the flood protection of property by upgrading the storm water
system as opportunities arise.
2019 HIGHLIGHTS
• Continued storm system condition assessment (City Council Goal 1).
• Continued storm system manhole structure assessment and rehabilitation (City
Council Goal 1).
• Completed city wide water quality monitoring (City Council Goal 6).
• Completed pond survey in preparation for dredging project (City Council Goal 1).
- 188 -
• Began targeted storm system improvements based on hydraulic/hydrologic model
and Storm System Risk Assessment (City Council Goal 1).
2020 GOALS
• Continue storm system condition assessment (City Council Goal 1).
• Continue storm system manhole structure assessment and rehabilitation (City
Council Goal 1).
• Investigate opportunities for water quality improvements based on results of water
quality model (City Council Goal 1).
• Begin dredging of storm ponds (City Council Goal 1).
• Continue targeted storm system improvements based on hydraulic/hydrologic model
and Storm System Risk Assessment (City Council Goal 1).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects an increase of 1.3% from the 2019 Adopted Budget.
This slight decrease is due to reductions in maintenance and repair and interest costs.
The 2020 Proposed Budget reflects an increase from the 2019 Adopted Budget of
2.27%. This increase is a result of the planned increase in maintenance and repair
costs for pond dredging and infrastructure improvements.
MUTIM
FUND: STORMWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: STORMWATER UTILITY - 53000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Intergovernmental Revenues
4290 Other Local Grants
$
2,112
$
-
$
-
$
-
Intergovernmental Revenues Total
$
2,112
$
-
$
-
$
-
Utility Revenues
4848 Certification Fee
$
2,326
$
2,500
$
2,500
$
2,500
4852 Storm Drainage Fee
1,646,908
1,574,510
1,574,510
1,684,730
4854 Storm Drainage Service Charges
117,048
40,000
40,000
40,000
Utility Revenues Total
$
1,766,282
$
1,617,010
$
1,617,010
$
1,727,230
Other Income
8011 Investment Earnings
$
33,202
$
2,500
$
15,000
$
20,000
8031 Contributions & Donations
1,369,413
-
-
-
8035 Other Miscellaneous Revenues
176,656
172,410
172,410
169,900
Other Income Total
$
1,579,271
$
174,910
$
187,410
$
189,900
STORMWATER UTILITY TOTAL
$
3,347,665
$
1,791,920
$
1,804,420
$
1,917,130
-190-
FUND: STORMWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: STORMWATER UTILITY - 53000
DETAIL EXPENDITURES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$
59,431
$ 54,190
$
53,790
$
58,410
6031
Employer Social Security
4,046
3,330
3,330
3,620
6032
Employer Medicare
943
780
780
850
6033
Employer Pera
4,587
4,030
4,040
4,380
6035
Medical Insurance
9,317
7,480
7,460
8,300
6036
Dental Insurance
666
500
520
530
6037
Term Life
20
30
30
30
6038
Workers Compensation
1,884
2,140
2,140
1,980
6040
Long Term Disability
121
80
80
80
6051
Interdepartmental Labor
210,615
234,970
234,970
236,970
6052
Administrative Charges
83,610
86,130
86,130
88,710
Personal Services Total
$
375,240
$ 393,660
$
393,270
$
403,860
Other Services & Charges
6103
Professional Services -General
$
303,659
$ 196,030
$
227,910
$
188,720
6201
Rents & Leases
-
5,500
5,500
5,500
6202
Data Processing Rental
11,030
11,230
11,320
11,540
6204
Motor Pool Operating Rental
109,490
114,900
114,900
118,350
6205
Maintenance & Repairs
156,156
411,750
367,250
570,250
6207
Utility Services
17,214
28,200
28,200
28,200
6301
Advertising & Publication
2,479
2,700
2,700
2,700
6302
Communications
522
1,600
1,600
1,600
6303
Professional Development
-
1,880
1,880
1,880
6305
Subscriptions & Memberships
1,805
3,800
4,800
4,800
6307
Insurance & Bonds
1,994
1,960
2,220
2,290
6308
Property Liability
1,090
1,120
1,120
1,150
6310
Taxes & Licenses
1,305
3,000
3,000
3,000
6315
Other Contractual Services
50,867
46,620
46,620
46,900
6401
Office Supplies
181
150
150
150
6402
Copy Charges
-
150
150
150
6403
Postage
-
50
50
50
6410
Small Tools & Parts
166
4,500
4,500
4,500
6412
Maint. & Const. Materials
4,328
16,310
16,310
16,310
6413
Chemicals
15,671
30,000
25,000
25,000
6414
Other Supplies
505
1,250
1,250
1,250
Other Services & Charges Total
$
678,462
$ 882,700
$
866,430
$
1,034,290
Depreciation
6610
Depreciation
$
604,129
$ 649,510
$
680,820
$
676,640
Depreciation Total
$
604,129
$ 649,510
$
680,820
$
676,640
Capital Outlay
7350
Other Improvements
$
-
$ -
$
100,000
$
200,000
- 191 -
FUND: STORMWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: STORMWATER UTILITY - 53000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
7400
Machinery & Equipment
-
-
200,000
-
Capital Outlay Total
$
-
$
-
$
300,000
$
200,000
Other Financing Uses
8511
Operating Transfers Out
$
-
$
50,000
$
-
$
-
8521
Principal Payments
-
375,000
375,000
380,000
8522
Interest Payments
141,042
150,020
150,020
169,810
8523
Paying Agent Fees
1,525
1,500
1,500
1,500
Other Financing Uses Total
$
142,567
$
576,520
$
526,520
$
551,310
STORMWATER UTILITY TOTAL
$
1,800,398
$
2,502,390
$
2,767,040
$
2,866,100
-192-
FUND: STORMWATER UTILITY
DEPARTMENT: Public Works
BUSINESS UNIT: STORMWATER UTILITY - 53000
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Utility Supervisor/Engineer
M-2
.30
.30
.30
Public Works Worker
LT-1
.50
-
-
Utility Billing Clerk
GS-3
.20
.20
.20
GIS Analyst/IT Technician
GS-5
.20
.20
.20
Total
1.20
.70
.70
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
Manhole Structure Rehab
$ -
$ 100,000
$ 100,000
Storm Mains Rehab
-
-
100,000
Sweeper
200,000
200,000
-
Total
$ 200.000
$ 300.000
S 200.000
- 193 -
STORM SEWER REVENUE BONDS, SERIES 2013B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PAYMENT
UNPAID
YEAR
PRINCIPAL
INTEREST
TOTAL
PRINCIPAL
$ 2,030,000
2020
$ 125,000
$ 44,905
$ 169,905
1,905,000
2021
130,000
42,355
172,355
1,775,000
2022
130,000
39,755
169,755
1,645,000
2023
135,000
37,105
172,105
1,510,000
2024
135,000
34,405
169,405
1,375,000
2025
140,000
31,655
171,655
1,235,000
2026
140,000
28,750
168,750
1,095,000
2027
145,000
25,686
170,686
950,000
2028
150,000
22,365
172,365
800,000
2029
150,000
18,840
168,840
650,000
2030
155,000
15,101
170,101
495,000
2031
160,000
11,085
171,085
335,000
2032
165,000
6,818
171,818
170,000
2033
170,000
2,295
172,295
-
$ 2,030,000
$ 361,120
$ 2,391,120
- 194 -
GENERAL OBLIGATION REFUNDING BONDS, SERIES 2015B
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PAYMENT
YEAR
PRINCIPAL
INTEREST
2020
$ 135,000
$ 29,425
2021
140,000
25,300
2022
145,000
21,025
2023
150,000
16,600
2024
155,000
12,025
2025
160,000
8,100
2026
160,000
4,900
2027
165,000
1,650
$ 1,210,000
$ 119,025
UNPAID
TOTAL
PRINCIPAL
$ 1,210,000
$ 164,425
1,075,000
165,300
935,000
166,025
790,000
166,600
640,000
167,025
485,000
168,100
325,000
164,900
165,000
166,650
-
$ 1,329,025
- 195 -
STORM SEWER REVENUE BONDS, SERIES 2016A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PAYMENT
YEAR
PRINCIPAL
INTEREST
TOTAL
2020
$ 120,000
$ 65,620
$ 185,620
2021
125,000
61,940
186,940
2022
130,000
58,115
188,115
2023
130,000
54,215
184,215
2024
135,000
50,240
185,240
2025
140,000
46,115
186,115
2026
145,000
42,565
187,565
2027
150,000
39,615
189,615
2028
150,000
36,615
186,615
2029
155,000
33,565
188,565
2030
155,000
30,465
185,465
2031
160,000
27,235
187,235
2032
165,000
23,740
188,740
2033
165,000
20,028
185,028
2034
170,000
16,090
186,090
2035
175,000
11,863
186,863
2036
180,000
7,335
187,335
2037
185,000
2,497
187,497
$ 2,735,000
$ 627,858
$ 3,362,858
UNPAID
PRINCIPAL
$ 2,735,000
2,615,000
2,490,000
2,360,000
2,230,000
2,095,000
1,955,000
1,810,000
1,660,000
1,510,000
1,355,000
1,200,000
1,040,000
875,000
710,000
540,000
365,000
185,000
m•.
PAYMENT
YEAR
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
STORM SEWER GENERAL OBLIGATION BONDS, SERIES 2019A
SCHEDULE OF DEBT SERVICE REQUIREMENTS
DECEMBER 31, 2019
PRINCIPAL
25,000
30,000
30,000
30,000
30,000
35,000
35,000
35,000
40,000
40,000
40,000
40,000
40,000
45,000
45,000
45,000
45,000
50,000
50,000
50,000
$ 780,000
UNPAID
INTEREST TOTAL PRINCIPAL
$ 29,860
25,400
24,300
23,100
21,900
20,700
19,400
18,000
16,600
15,300
14,100
12,900
11,700
10,500
9,225
7,875
6,525
5,175
3,750
2,250
750
$ 299,310
$ 29,860
50,400
54,300
53,100
51,900
50,700
54,400
53,000
51,600
55,300
54,100
52,900
51,700
50,500
54,225
52,875
51,525
50,175
53,750
52,250
50,750
$ 1,079,310
$ 780,000
780,000
755,000
725,000
695,000
665,000
635,000
600,000
565,000
530,000
490,000
450,000
410,000
370,000
330,000
285,000
240,000
195,000
150,000
100,000
50,000
- 197 -
FUND: CENTRAL GARAGE
DEPARTMENT: Public Works
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
61000 CENTRAL GARAGE $
2,000,854
$
2,983,850
$
2,867,480
$
2,710,100
(9.17%)
Public Works TOTAL $
2,000,854
$
2,983,850
$
2,867,480
$
2,710,100
(9.17%)
REVENUES
61000 CENTRAL GARAGE $ 2,011,653 $ 2,186,970 $ 2,194,950 $ 2,248,010 2.79%
$3,000,000
$2,700,000
$2,400,000
E $2,100,000
P $1,800,000
E
N $1,500,000
S
E $1,200,000
S $900,000
$600, 000
$300, 000
$0
CENTRAL GARAGE FUND
2018 2019B 2019R 2020B
YEAR
BUDGET SUMMARY
CENTRAL GARAGE FUND PROJECTION
AVAILABLE FOR APPROPRIATION
2018 2019
Actual Revised
2020 2021
Budget Projected
PRIOR YEAR RETAINED EARNINGS $ 4,635,414 $ 4,646,213 $ 4,948,413 $ 5,366,323
Revenues
Charges for Service:
Equipment Rental
Miscellaneous Revenues
Interest
Other Revenues
Total Misc. Revenues
Total Revenues
Expenses
Personal Services
Other Services and Charges
Operating Expenses
Net Income before Depreciation
Depreciation
Net Income (Loss)
Operating Transfers From (To)
Capital Projects Funds
RETAINED EARNINGS
CAPITAL OUTLAY
1,192,520
1,272,570
1,310,010
1,349,308
19,561
10,500
11,000
12,000
144,572
46,880
47,000
50,000
164,133
57,380
58,000
62,000
1,356,653
1,329,950
1,368,010
1,411,308
412,873
395,950
413,060
425,450
854,113
893,630
915,030
942,486
1,266,986
1,289,580
1,328,090
1,367,936
89,667
40,370
39,920
43,373
733,868
603,170
502,010
517,070
(644,201)
(562,800)
(462,090)
(473,698)
655,000
865,000
880,000
690,000
655,000
865,000
880,000
690,000
4,646,213
4,948,413
5,366,323
5,582,625
$ -
$ 974,730
$ 880,000
$ -
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
-199-
BUDGET SUMMARY
CENTRAL GARAGE FUND PROJECTION
CASH FLOW SUMMARY
SOURCES OF CASH
Total Revenues
Items not requiring cash -
Depreciation
Decrease in Receivables
Increase in Payables
Transfer in
TOTAL SOURCES
USES OF CASH
Total Expenses
Capital Outlay
TOTAL USES
NET INCREASE (DECREASE) IN CASH
H BALANCE - JANUARY 1
CASH BALANCE - DECEMBER 31
2018 2019
Actual Revised
2020 2021
Budget Projected
$ 1,300,528 $ 1,329,950 $ 1,368,010 $ 1,411,308
733,868
603,170
502,010
517,070
14,691
71,499
-
-
-
655,000
865,000
880,000
690,000
2,775,586
2,798,120
2,750,020
2,618,379
2,000,854
1,892,750
1,830,100
1,885,006
582,619
974,730
880,000
-
2,583,473
2,867,480
2,710,100
1,885,006
192,113
(69,360)
39,920
733,373
1,414,647
1,606,760
1,537,400
1,577,320
$ 1,606,760 $ 1,537,400 $ 1,577,320 $ 2,310,693
CASH TO BE AVAILABLE
Current assets - December 31 $ 1,606,760
Less: Current liabilities - December 31 140,018
Cash To Be Available $ 1,466,742
- 200 -
CENTRAL GARAGE DIVISION
MISSION STATEMENT
The Public Works Department works hard to sustain and improve the quality of life for
our community by offering the highest standards in essential municipal services and
providing them in a timely, responsible and professional manner.
DIVISION FOCUS
To procure, maintain, repair and replace all motor vehicles, heavy equipment and
attachments used by the City. To also provide quality, durable equipment for all
divisions and maintain that equipment so that it performs 24 hours a day, seven days a
week, and is always able to respond to emergencies as needed.
Staff maintains 141 motorized pieces of equipment and another 52 non -motorized
pieces of equipment.
2019 HIGHLIGHTS
• Installation of a 40kW solar system on top of the garage building (City Council Goal
6).
• Evaluated where Hybrid/Electric vehicles can fit into the fleet (City Council Goal 6).
• Purchase PHEVs (Plug-in Hybrid Electric Vehicle) for use by the Engineering and
Recreation Divisions (City Council Goal 6).
• Introduction of Staff Public Engagement Vehicle (City Council Goal 5).
2020 DIVISION GOALS
• Continue to evaluate repurposing Police Patrol vehicles for other divisions' use (City
Council Goal 6).
• Continue evaluation of opportunities to introduce more Hybrid/Electric vehicles into
the fleet (Council Goal 6).
• Purchase of 3 Hybrid vehicles for Police Detectives (City Council Goal 6).
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects a 3.9% decrease from the 2019 Adopted Budget due
a reduction in depreciation.
The 2020 Proposed Budget reflects a 9.0% decrease from the 2019 Adopted Budget
due to decreases in vehicle purchases and depreciation. It is to be expected that
expenditure increases will be needed in the future due to needed vehicle purchases.
- 201 -
FUND: CENTRAL GARAGE
DEPARTMENT: Public Works
BUSINESS UNIT: CENTRAL GARAGE - 61000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Charges for Service
4318 Equipment Rental - Operating
$
1,192,520
$
1,270,270
$
1,272,570
$
1,310,010
Charges for Service Total
$
1,192,520
$
1,270,270
$
1,272,570
$
1,310,010
Other Income
8011 Investment Earnings
$
19,561
$
6,100
$
10,500
$
11,000
8034 Other Refund/Reimbursements
6,447
-
-
-
8035 Other Miscellaneous Revenues
2,428
600
1,880
2,000
8037 Recovery From Damage City Prop
48,835
20,000
20,000
20,000
8038 Gain on disposal of Assets
86,862
25,000
25,000
25,000
Other Income Total
$
164,133
$
51,700
$
57,380
$
58,000
Other Financing Sources
8051 Operating Transfers In
$
655,000
$
865,000
$
865,000
$
880,000
Other Financing Sources Total
$
655,000
$
865,000
$
865,000
$
880,000
CENTRAL GARAGE TOTAL
$
2,011,653
$
2,186,970
$
2,194,950
$
2,248,010
- 202 -
FUND: CENTRAL GARAGE
DEPARTMENT: Public Works
BUSINESS UNIT: CENTRAL GARAGE - 61000
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$ 300,129
$
296,490
$
296,020
$
307,980
6009
Overtime
5,329
5,000
5,000
7,000
6013
Longevity
1,035
1,130
1,100
1,130
6031
Employer Social Security
17,990
18,290
18,390
19,120
6032
Employer Medicare
4,207
4,280
4,300
4,470
6033
Employer Pera
37,553
22,240
22,240
23,140
6035
Medical Insurance
34,004
35,810
30,990
34,000
6036
Dental Insurance
2,817
2,930
2,930
2,940
6037
Term Life
84
160
160
160
6038
Workers Compensation
9,060
8,550
8,550
6,840
6040
Long Term Disability
665
700
700
710
6051
Interdepartmental Labor
-
-
5,570
5,570
Personal Services Total
$ 412,873
$
395,580
$
395,950
$
413,060
Other Services & Charges
6103
Professional Services -General
$ 1,823
$
4,220
$
4,230
$
4,230
6202
Data Processing Rental
19,055
20,230
20,480
21,190
6205
Maintenance & Repairs
130,560
132,330
132,330
132,330
6206
Accident Repairs
63,173
30,000
30,000
35,000
6207
Utility Services
70,378
67,780
67,780
67,780
6302
Communications
1,370
2,750
2,750
2,750
6303
Professional Development
1,992
2,580
2,580
2,580
6305
Subscriptions & Memberships
115
-
-
-
6307
Insurance & Bonds
50,258
49,340
56,690
61,480
6308
Property Liability
24,070
24,790
24,790
25,530
6310
Taxes & Licenses
2,081
5,000
5,000
5,000
6315
Other Contractual Services
33,506
34,560
34,560
35,760
6401
Office Supplies
43
660
660
660
6402
Copy Charges
-
120
120
120
6403
Postage
12
100
100
100
6405
Fuels
220,754
281,900
279,400
279,400
6406
Lubricants
4,736
8,500
8,500
9,500
6407
Auto Operating Supplies
9,268
10,460
10,460
12,460
6408
Tires
21,350
22,000
22,000
24,000
6409
Uniforms & Clothing
4,002
3,360
3,360
4,360
6410
Small Tools & Parts
135,018
126,310
126,310
127,390
6414
Other Supplies
60,549
61,530
61,530
63,410
Other Services & Charges Total
$ 854,113
$
888,520
$
893,630
$
915,030
Depreciation
6610
Depreciation
$ 733,868
$
775,020
$
603,170
$
502,010
Depreciation Total
$ 733,868
$
775,020
$
603,170
$
502,010
-203-
FUND: CENTRAL GARAGE
DEPARTMENT: Public Works
BUSINESS UNIT: CENTRAL GARAGE - 61000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Capital Outlay
7500 Motor Vehicles $ -
Capital Outlay Total $ -
CENTRAL GARAGE TOTAL $ 2,000,854
a�1 JG`T,/ JV y1 JI `T,l JV N7 VV V,V VV
$ 2,983,850 $ 2,867,480 $ 2,710,100
-204-
FUND: CENTRAL GARAGE
DEPARTMENT: Public Works
BUSINESS UNIT: CENTRAL GARAGE - 61000
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
Operations Superintendent
M-3
.20
.25
.25
Operations Manager
M-2
.50
.50
.50
Automotive Mechanic
LT-2
3.00
3.00
3.00
Senior Office Assistant
GS-2
.35
.35
.35
Total
4.05
4.10
4.10
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
Fire Pumper Body
$ 303,100
$ 303,100
$ -
Zamboni
111,630
111,630
-
2 - Park 1-Ton Dump & Plow
100,000
-
100,000
4 - Police SUV Interceptors
150,000
150,000
-
Z-Mower
20,000
20,000
-
1-Ton Puckup W/tommygate
50,000
50,000
-
3/4-Ton Utility 4x4
50,000
50,000
-
4 - Inspections PHEV SUV's
140,000
-
-
2 - Inspections PHEV SUV's
-
70,000
-
3 - Detective Hybrid Cars
-
85,000
-
2 - VOTAF SUV's Police
-
70,000
-
Tool Cat
-
65,000
-
Dump Truck
-
-
220,000
2 - MT Sidewalk Plows
-
-
260,000
3/4-Ton Pickup Truck
-
-
35,000
Fire Tahoe
-
-
50,000
2 - Police SUV Interceptors
-
-
85,000
1-Ton Utility Box Truck
-
-
40,000
3 - Detective Hybrid Cars
-
-
90,000
Total
$ 924,730
$ 974,730
$ 880,000
- 205 -
FUND: INFORMATION TECHNOLOGIES
DEPARTMENT: Administrative Services
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
62000 INFORMATION TECHNOLOGIES $
1,079,420
$
1,350,070
$
1,397,890
$
1,513,130
12.08%
Administrative Services TOTAL $
1,079,420
$
1,350,070
$
1,397,890
$
1,513,130
12.08%
REVENUES
62000 INFORMATION TECHNOLOGIES $ 1,116,525 $ 1,188,800 $ 1,186,920 $ 1,223,900 2.95%
$1,400,000
$1,200,000
E
X $1,000,000
P
E $800,000
N
S $600,000
E
S $400,000
$200,000
$0
INFORMATION TECHNOLOGIES
2017 2018B 2018R 2019B
YEAR
-206-
BUDGET SUMMARY
INFORMATION TECHNOLOGIES FUND PROJECTION
2018
2019
2020
2021
AVAILABLE FOR APPROPRIATION Actual
Revised
Budget
Projected
PRIOR YEAR RETAINED EARNINGS $ 160,554
$ 197,659
$ 126,489
$ (103,311)
Revenues
Charges for Service
Subtotal
Miscellaneous Revenues
Interest
Other
Total Miscellaneous Revenues
Total Revenues
Expenses
Personal Service
Other Services and Charges
Total Operating Expenses
Net Income before Depreciation
Depreciation
Net Income (Loss)
Operating Transfers: From (To)
Capital Project Funds
Net Transfers
RETAINED EARNINGS
CAPITAL OUTLAY *
$ 978,946 $ 1,006,320 $ 1,038,300 1,069,450
978,946 1,006,320 1,038,300 1,069,450
5,638 600 600 620
1 an 1 _ _ _
/,J/27 VVV VVV VGV
986,525 1,006,920 1,038,900 1,070,070
368,949 440,770 566,330 583,320
646,296 754,480 833,200 805,150
1 n1F 7nti 1 1ati 7Fn 1 iaa ti,zn 1 'ZAP A7n
(28,720) (188,330) (360,630) (318,400)
64,175 62,840 54,170 55,800
(92,895) (251,170) (414,800) (374,200)
Fe7WLTATA�PTWITiTi��WY�ITiTW
197,659 126,489 (103,311) (292,511)
$ - $ 139,800 $ 59,430 $ -
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
- 207 -
BUDGET SUMMARY
INFORMATION TECHNOLOGIES FUND PROJECTION
CASH FLOW SUMMARY
SOURCES OF CASH
Total Revenues
Items not requiring cash -
Decrease in Prepaid Items
Depreciation
Transfers
TOTAL SOURCES
USES OF CASH
Total Expenses
Decrease in Payables
Capital Outlay
TOTAL USES
2018 2019 2020 2021
Actual Revised Budget Projected
$ 986,525 $ 1,006,920 $ 1,038,900 $ 1,070,070
1,418 - - -
64,175 62,840 54,170 55,800
130,000 180,000 185,000 185,000
1,182,118 1,249,760 1,278,070 1,310,870
1,079,420 1,258,090 1,453,700 1,444,270
49,986 - - -
- 139,800 59,430 -
1,129,406 1,397,890 1,513,130 1,444,270
NET INCREASE (DECREASE) IN CASH
52,712
(148,130)
(235,060)
(133,400)
CASH BALANCE - JANUARY 1
382,033
434,745
286,615
51,555
CASH BALANCE - DECEMBER 31 $
434,745
$ 286,615
$ 51,555
$ (81,845)
CASH TO BE AVAILABLE
Current Assets - December 31 $ 434,745
Less: Current Liabilities - Dec. 31 120,458
Cash To Be Available $ 314,287
-208-
INFORMATION TECHNOLOGIES DIVISION
MISSION STATEMENT
We recognize the individual strengths and qualities of each person on our team and we
combine our skills, knowledge and resources to deliver quality technology support to the
City of Richfield staff and vendors. We are committed to developing our services to
meet the needs and the expectations of staff, while continuing to protect the integrity
and security of the data and the network.
DIVISION FOCUS
Information Technologies' primary focus is to provide a variety of computer services
utilized by city departments. Help desk support is available for all aspects of the
computer system. Hardware and software procurement, installation, testing and
troubleshooting services are also provided. The division is responsible for the
administration of the City's computer network and Voice over IP (VoIP) telephony
system. This includes ensuring the security and integrity of the systems, providing local
and wide -area networking services, and system planning. The I.T. Division works
closely with the Network Services staff at LOGIS, a consortium of Minnesota cities and
other government agencies. LOGIS provides critical services to the City, including
network server backups, redundancy for network components, hot spare equipment,
and network engineering and security services.
This division also provides a variety of other services utilized by various City
departments. The division provides support for the processing of outgoing mail,
purchases items for the City's internal office supplies store, maintenance and support
for all the main copiers and printers, administers the Municipal Center building security
system, assists the City Clerk with election results and assists the Finance department
with budget processing.
City departments are charged for the cost of services, supplies, maintenance, and
support based on their use of the City's computer and telephony systems.
In both 2019 and 2020 the focus of the division is to continue to provide high quality
computer and VoIP telephony support services, maintain a reliable and cost effective
computer network, and insure the continued security of the network and data.
2019 HIGHLIGHTS
• Continue to provide high quality Help Desk support to City staff.
• Create and distribute a help desk ticketing system for staff to use.
• Install fiber optics along 66th Street to create more redundancy with the City's
connection to LOGIS and State. This will also allow the City to complete a fiber
connection to the Penn Liquor store and possibly other facilities, such as park
buildings. (City Council Goal 1)
• Collaborate with Human Resources to develop and implement a Flexible Workplace
environment while ensuring network security. (City Council Goal 6)
• Implement and manage city -owned mobile devices to enhance the security and
safety of the City's network. (City Council Goal 6)
- 209 -
• Upgrade of the City's VoIP telephony system.
• Replace the City's camera security system (equipment/software) to bring the aging
system up to date.
• Replace and upgrade components of the City's network infrastructure so as to
maintain an up to date, secure, and reliable computer system.
• Continue developing the City's network and computer security, staff training, and City
policies into compliance with the Payment Card Industry data security standards.
• Continue to expand use of the Laserfiche functions to enhance efficiency.
• Replace hardware and upgrade the operating system on City PCs and laptops.
• Support the City Hall Conference Rooms and Cablecast Servers.
• Install and train staff on Cisco Jabber for instant messaging and softphone
capabilities.
• Install and train staff using Cisco WebEx to help improve productivity with video
conferencing, online meetings, screen share, and webinars.
2020 DIVISION GOALS
• Upgrade to Microsoft Office 365 selecting the best options for Richfield's
environment and training for all staff.
• Provide more training opportunities for City staff.
• Help implement and support the recommended process from the Records
Management and Business Processes Report to improve and enhance our records
management processes. (City Council Goal 6)
• Evaluate the need and cost to connect our current Fiber Optics network to other city
facilities (park buildings).
• Replace the aging Security System Door Access (software and hardware). Begin to
evaluate and add other city facilities to the system.
• Upgrade any remaining PC's from Windows 7 to Windows 10.
DIVISION EXPENDITURE COMMENT
The 2019 Revised Budget reflects an increase over the 2019 Adopted Budget for the
following reasons:
• Emergency move of the City's fiber optics for the Chamberlin Development Project
• Increase in equipment costs
• Additional training for IT Staff
• A slight increase to replacing existing desktop PCs with laptops
• Upgrade the server's operating systems to keep the OS current due to Microsoft End
of Life support.
The 2020 Proposed Budget increase from 2019 Revised Budget is due to the following:
• Addition of a full time IT Staff position. IT has been operating with 4 fulltime staff
members, with the addition in 2014 of 2 employees at 20% of their time. Since
moving into the new building the number of PC's supported has almost doubled, the
addition of mobile devices, more security requirements and the higher demand in
technology requires more staff.
• Increase in Mobile Device Management
• Upgrading to Office 365.
-210-
FUND: INFORMATION TECHNOLOGIES
DEPARTMENT: Administrative Services
BUSINESS UNIT: INFORMATION TECHNOLOGIES - 62000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Charges for Service
4320 IT Equipment Rental
$ 919,876
$
948,830
$
947,020
$
977,220
4322 Sale of Supplies
28,957
29,290
35,720
36,790
4324 Copying Services
11,055
10,780
8,260
8,510
4326 Postage Services
19,058
19,300
15,320
15,780
Charges for Service Total
$ 978,946
$
1,008,200
$
1,006,320
$
1,038,300
Other Income
8011 Investment Earnings
$ 5,638
$
600
$
600
$
600
8039 State Pension Contribution
1,941
-
-
-
Other Income Total
$ 7,579
$
600
$
600
$
600
Other Financing Sources
8051 Operating Transfers In
$ 130,000
$
180,000
$
180,000
$
185,000
Other Financing Sources Total
$ 130,000
$
180,000
$
180,000
$
185,000
INFORMATION TECHNOLOGIES TOTAL
$ 1,116,525
$
1,188,800
$
1,186,920
$
1,223,900
MEE
FUND: INFORMATION TECHNOLOGIES
DEPARTMENT: Administrative Services
BUSINESS UNIT: INFORMATION TECHNOLOGIES - 62000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Costs of Goods Sold
5510
Purchases for Resale
$
28,872
Costs of Goods Sold Total
$
28,872
Personal Services
6005
Full Time
$
317,353
6013
Longevity
2,548
6031
Employer Social Security
19,332
6032
Employer Medicare
4,521
6033
Employer Pera
(13,708
6035
Medical Insurance
35,081
6036
Dental Insurance
2,904
6037
Term Life
85
6038
Workers Compensation
216
6040
Long Term Disability
617
Personal Services Total
$
368,949
Other Services & Charges
6103
Professional Services -General
$
235,984
6201
Rents & Leases
15,362
6205
Maintenance & Repairs
55,305
6207
Utility Services
65,640
6302
Communications
60,380
6303
Professional Development
322
6305
Subscriptions & Memberships
1,668
6307
Insurance & Bonds
5,590
6308
Property Liability
2,120
6401
Office Supplies
3,499
6402
Copy Charges
526
6403
Postage
75
6414
Other Supplies
170,953
Other Services & Charges Total
$
617,424
Depreciation
6610
Depreciation
$
64,175
Depreciation Total $ 64,175
Capital Outlay
7350 Other Improvements $ -
7400 Machinery & Equipment -
Capital Outlay Total $ -
INFORMATION TECHNOLOGIES TOTAL $ 1,079,420
$ 52,020 $
50,000
$ 51,500
$ 322,940 $
329,450
$ 422,430
1,880
1,920
2,030
19,450
20,100
25,840
4,550
4,700
6,040
24,360
24,850
31,840
62,290
54,400
72,000
4,250
4,250
5,040
240
240
280
210
210
180
$ 440,820 $
$ 278,280 $
54,030
67,710
64,890
1,720
1,770
6,880
2,180
1,750
220
100
187,600
440,770 $ 566,330
271,900
$ 305,100
15,370
-
67,110
84,200
67,710
69,740
66,460
69,940
2,800
2,880
1,770
1,830
4,250
4,370
2,180
2,250
1,700
1,750
340
350
100
100
202,790
239,190
$ 62,840 $ 62,840 $ 54,170
$ 90,000 $ 90,000 $ 19,000
$ 127,260 $ 139,800 $ 59,430
$ 1,350,070 $ 1,397,890 $ 1,513,130
WAPM
FUND: INFORMATION TECHNOLOGIES
DEPARTMENT: Administrative Services
BUSINESS UNIT: INFORMATION TECHNOLOGIES - 62000
DIVISION PERSONNEL
NUMBER OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employees
IT Manager
M-3
1.00
1.00
1.00
IT Technician
GS-5
1.00
1.00
-
Help Desk Technician
GS-5
1.00
1.00
1.00
Network Administrator
GS-6E
1.00
1.00
1.00
GIS Analyst/IT Technician
GS-5
.20
.20
-
Police IT Specialist
GS-5
.20
.20
-
IT/PW Help Desk Technician
GS-5
-
-
1.00
IT Technician
GS-6
-
-
1.00
GIS Analyst/IT Technician
GS-6
-
-
.30
Police IT Specialist
GS-6
-
-
.20
Total
4.40
4.40
5.50
CAPITAL OUTLAY
ITEMS
2019
ADOPTED
2019
REVISED
2020
BUDGET
66th Street Fiber
$ 90,000
$ 90,000
$ -
ASA 5525-X Firewall - Server Room
12,000
12,000
-
1-24 port Switch LO-RIL3-ASR
-
8,500
-
4-48 Port Switches-PW,Arena,Cedar Liq
25,260
29,300
-
Penn Liquor Store Fiber
-
-
19,000
Penn Liq Replace Switch for Fiber
-
-
8,500
48 port Switch RI-ASr2
-
-
7,780
Voice Bundle
-
-
9,150
Door Access Security System
-
-
10,000
Add PubWorks to Security System
-
-
5,000
Total
$ 127,260
$ 139,800
$ 59,430
-213-
FUND: PROPERTY LIABILITY
DEPARTMENT: Administrative Services
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018
2019
2019
2020
019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL
BUDGET
REVISED BUDGET
2020 Budget
64000 PROPERTY LIABILITY $ 693,948
$ 1,145,220
$ 1,124,530 $
1,136,880
(0.73%)
Administrative Services TOTAL $ 693,948
$ 1,145,220
$ 1,124,530 $
1,136,880
(0.73%)
REVENUES
64000 PROPERTY LIABILITY $ 1,049,085
$ 981,430
$ 972,920 $
968,000
(1.37%)
$1,200,000
E $1,000,000
X
P $800,000
E
N $600,000
S
E
S $400,000
$200,000
$0
SELF INSURANCE
2017 2019B 2019R 2020B
YEAR
-214-
BUDGET SUMMARY
SELF INSURANCE FUND PROJECTION
AVAILABLE FOR APPROPRIATION
PRIOR YEAR RETAINED EARNINGS
Revenues
Charges for Service:
Employers' Contribution
Employees' Contribution
Operating Revenues
Miscellaneous Revenues
Interest
Claims/Refunds
Total Miscellaneous Revenues
Total Revenues
Expenses
Personal Services
Other Services and Charges
Total Expenses
Net Income (Loss)
Operating Transfers From (To)
Self Insurance - Workers Comp
Self Insurance - Property Liab.
RETAINED EARNINGS
2018
2019
2020
2021
Actual
Revised
Budget
Projected
n A9Q ZZF
(Z A 77F A77
n F)A PrO
(Z n AGG 0W)
726,998
693,020
679,800
700,190
90,688
127,400
133,700
137,710
817,686
820,420
813,500
837,900
85,668
85,000
90,000
92,700
75,731
24,500
24,500
25,240
161,399
109,500
114,500
117,940
979,085
929,920
928,000
955,840
316,553
363,280
364,520
375,460
304,396
718,250
732,360
754,335
620,949
1,081,530
1,096,880
1,129,794
358,136
(151,610)
(168,880)
(173,954)
70,000
43,000
40,000
-
(70,000)
(43,000)
(40,000)
-
$ 4,776,472 $ 4,624,862 $ 4,455,982 $ 4,282,028
-215-
BUDGET SUMMARY
SELF INSURANCE FUND PROJECTION
2018
2019
2020
2021
CASH FLOW SUMMARY Actual
Revised
Budget
Projected
SOURCES OF CASH
Charges for Service
$ 979,085
$ 929,920
$ 928,000
$ 955,840
Internal Loan
62,247
62,250
63,500
64,780
Transfer In
70,000
73,000
40,000
-
TOTAL SOURCES
1,111,332
1,065,170
1,031,500
1,020,620
USES OF CASH
Total Expenses
620,949
1,081,530
1,096,880
1,129,794
Decrease in Payables
74,044
Decrease in Reserve for Claims
81,560
-
-
-
Transfer Out
70,000
43,000
40,000
-
TOTAL USES
846,553
1,124,530
1,136,880
1,129,794
NET INCREASE (DECREASE) IN CASH
264,779
(59,360)
(105,380)
(109,174)
CASH BALANCE - JANUARY 1
4,334,918
4,599,697
4,540,337
4,434,957
CASH BALANCE - DECEMBER 31
$ 4,599,697
$ 4,540,337
$ 4,434,957
$ 4,325,783
CASH TO BE AVAILABLE
Current Assets - December 31 $ 4,663,200
Less: Current Liabilities - Dec. 31 16,971
CASH TO BE AVAILABLE $ 4,646,229
-216-
SELF INSURANCE FUND
MISSION STATEMENT
To support all of the City's costs for claims related to workers' compensation,
unemployment insurance benefits and all other City self-insurance costs. To account
for employee contributions and claims in the Flexible Spending Account (FSA) benefits
plan and Dental insurance plan.
DIVISION FOCUS
This fund functions to service the City's workers' compensation program including
safety programs, incentives and claims. It also provides funds for dental insurance
coverage and serves as the account for the City's Flexible Spending Account benefits
plan. In addition, all claims paid below the City's significant deductible limit for virtually
all liability and property exposures are paid from this fund as well as awards of
compensation, legal costs and administrative costs. Finally, the account also serves as
a self insurance fund to cover risk exposures which are not insurable or which would
require extraordinary premiums.
While the majority of the City's workers' compensation program is self insured, excess
coverage for individual workers' compensation claims which exceed $500,000 is
purchased from the Workers' Compensation Reinsurance Association (WCRA) as
mandated by State Statute. All costs below that amount on each claim are paid from
this fund.
Funding from the Self -Insurance Fund pay for disability benefits, medical costs, legal
fees, administrative charges and safety and risk management/reduction programs. The
fund also provides for the periodic maintenance and upgrade of the City's fitness
equipment.
The Administrative Services Director/Assistant City Manager and the Human Resources
Manager and Human Resources Administrative Assistant regulate the Self -Insurance
Fund and perform other associated duties. Accordingly, a portion of those individuals'
time is charged to this fund. The administration of the City's risk management program
is a very comprehensive and time -intensive function.
2019 HIGHLIGHTS
2019 and 2020 base workers' compensation premiums charged to City departments
were decreased based on prior years claim history.
The rates charged to City departments for property/casualty liability coverage reflect
a 3% increase for 2020.
2020 SELF INSURANCE DIVISION GOALS
• Continue to monitor rates charged to user departments and divisions for workers'
compensation and property casualty and adjust accordingly.
• Reduce workers' compensation claims for the City of Richfield, both occurrence and
severity.
• Promote employee health and safety.
• Administer a successful risk management program, identifying risk exposures and
dealing with them appropriately.
• Continue to manage the City's Wellness Program.
DIVISION EXPENDITURE COMMENT
The budgeted expenditures for the Self -Insurance Fund for the 2019 Revised/2020
Proposed Budget reflect the anticipated costs for claims and to administer the risk
management program. Rates charged to user departments reflect a decrease in
worker's compensation and a 3% increase in property/casualty coverage for both 2019
and 2020. The City's municipal liability loss experience modification went from a debit
modification of 1.254 to 1.213 (3.3% decrease) for the 2019-2020 renewal period.
-217-
FUND: PROPERTY LIABILITY
DEPARTMENT: Administrative Services
BUSINESS UNIT: PROPERTY LIABILITY - 64000
DETAIL REVENUES BY
BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Charges for Service
4328 Self Insurance City Contributi
$ 526,256
$
537,000
$
527,090
$
508,900
4330 Self Insurance Employee Contri
63,769
67,500
64,000
67,500
4332 Property Contribution
161,000
165,930
165,930
170,900
4334 Flex Daycare
39,742
34,500
36,400
38,700
4336 Flex Health
26,918
27,000
27,000
27,500
4338 Insurance Claims
58,119
6,500
6,500
6,500
4340 Insurance Premium Refunds
17,612
50,000
18,000
18,000
Charges for Service Total
$ 893,416
$
888,430
$
844,920
$
838,000
Other Income
8011 Investment Earnings
$ 85,669
$
50,000
$
85,000
$
90,000
Other Income Total
$ 85,669
$
50,000
$
85,000
$
90,000
Other Financing Sources
8051 Operating Transfers In
$ 70,000
$
43,000
$
43,000
$
40,000
Other Financing Sources Total
$ 70,000
$
43,000
$
43,000
$
40,000
PROPERTY LIABILITY TOTAL
$ 1,049,085
$
981,430
$
972,920
$
968,000
-218-
FUND: PROPERTY LIABILITY
DEPARTMENT: Administrative Services
BUSINESS UNIT: PROPERTY LIABILITY - 64000
DETAIL EXPENDITURES BY BUSINESS UNIT
2018 2019 2019 2020
CLASSIFICATIONS ACTUAL BUDGET REVISED BUDGET
Personal Services
6005
Full Time
$
4,303
6038
Workers Compensation
56,362
6039
MN Unemployment
7,700
6051
Interdepartmental Labor
198,208
6052
Administrative Charges
49,980
Personal Services Total
$
316,553
Other Services & Charges
6103
Professional Services -General
$
31,677
6202
Data Processing Rental
4,274
6303
Professional Development
847
6306
Care of Persons
59,978
6307
Insurance & Bonds
12,094
6313
Day Care Reimbursement
44,368
6314
Health Care Reimbursement
28,750
6315
Other Contractual Services
(35,745)
6316
Dental Single
79,321
6317
Dental Spouse
28,626
6318
Dental Dependent
39,492
6414
Other Supplies
1,329
6513
Other Charges
12,384
Other Services & Charges Total
$
307,395
Other Financing Uses
8511
Operating Transfers Out
$
70,000
Other Financing Uses Total
$
70,000
PROPERTY LIABILITY TOTAL $ 693,948
$ 20,000
$
15,000
$
15,000
70,000
70,000
70,000
35,000
34,000
35,000
189,670
198,300
200,000
45,980
45,980
44,520
$ 360,650
$
363,280
$
364,520
$ 41,000
$
40,000
$
41,000
4,470
4,550
4,760
1,100
1,100
1,100
118,000
118,000
118,000
10,000
12,100
13,000
32,000
44,500
46,500
37,000
29,000
30,000
210,000
210,000
210,000
87,000
82,000
83,000
29,000
29,000
30,000
56,000
37,000
39,000
1,000
1,000
1,000
115,000
110,000
115,000
$ 741,570
$
718,250
$
732,360
$ 43,000
$
43,000
$
40,000
$ 43,000
$
43,000
$
40,000
$ 1,145,220 $ 1,124,530 $ 1,136,880
-219-
FUND: BUILDING SERVICES FUND
DEPARTMENT: Administrative Services
DEPARTMENT SUMMARY BY BUSINESS UNIT
Increase/
2018 2019 2019 2020 019 B(Decrease)
2019 Budget/
BUSINESS UNIT ACTUAL BUDGET REVISED BUDGET 2020 Budget
67000 BUILDING SERVICES FUND $ 856,153 $ 893,870 $ 897,140 $ 923,810 3.35%
Administrative Services TOTAL $ 856,153 $ 893,870 $ 897,140 $ 923,810 3.35%
REVENUES
67000 BUILDING SERVICES FUND $ 890,849 $ 886,940 $ 897,140 $ 924,180 4.20%
$1,000,000
E $800,000
X
P
E
N $600,000
S
E
S $400,000
$200,000
$0
BUILDING SERVICES
2018 2019B 2019R 2020B
YEAR
-220-
BUDGET SUMMARY
BUILDING SERVICES FUND PROJECTION
AVAILABLE FOR APPROPRIATION
2018 2019
Actual Revised
2020 2021
Budget Projected
PRIOR YEAR RETAINED EARNINGS $ 737,465 $ 772,161 $ 772,161 $ 772,531
Revenues
Charges for Service:
Building Rental
Miscellaneous Revenues
Interest
Other Revenue
Total Misc. Revenues
Total Revenues
Expenses
Personal Services
Other Services and Charges
Operating Expenses
871,709 883,140
13,895
13,000
5,245
1,000
19,140
14,000
890,849
897,140
345,832
362,130
479,906
504,590
825,738
866,720
910,180 937,480
13,000
13,000
1,000
1,000
14,000
14,000
924,180
951,480
376,580
387,880
516,730
532,234
893,310
920,114
Net Income before Depreciation 65,111 30,420 30,870 31,366
Depreciation 30,415 30,420 30,500 30,500
Net Income (Loss) 34,696 - 370 866
RETAINED EARNINGS 772,161 772,161 772,531 773,397
CAPITAL OUTLAY $ - $ - $ - $ -
* Capital outlay expense is recorded as depreciation over the useful life of the fixed asset.
INGE
BUDGET SUMMARY
BUILDING SERVICES FUND PROJECTION
CASH FLOW SUMMARY
Total Revenues
Items not requiring cash -
Decrease in Receivables
Depreciation
TOTAL SOURCES
USES OF CASH
Total Expenses
Decrease in Payables
TOTAL USES
NET INCREASE (DECREASE) IN CASH
CASH BALANCE - JANUARY 1
CASH BALANCE - DECEMBER 31
2018
2019
2020
2021
Actual
Revised
Budget
Projected
$ 890,849
$ 897,140
$ 924,180
$ 951,480
230
-
-
-
30,415
30,420
30,500
30,500
921,494
927,560
954,680
981,980
856,153
897,140
923,810
950,614
39,485
-
-
-
895,638
897,140
923,810
950,614
25,856
30,420
30,870
31,366
893,556
919,412
949,832
980,702
$ 919,412
$ 949,832
$ 980,702
$ 1,012,068
CASH TO BE AVAILABLE
Current assets - December 31 $ 919,412
Less: Current liabilities - December 31 55,079
Cash To Be Available $ 864,333
sJWM
BUILDING SERVICES DIVISION
MISSION STATEMENT
To provide mechanical and janitorial services to the Richfield Municipal Center complex
and Fire Station 2 and to plan, administer and finance major maintenance for these
buildings.
DIVISION FOCUS
The Building Services Division is made up of the Building Operations Manager, two
Building Maintenance Mechanics and a Building Services Custodian.
The division is responsible for the maintenance and upkeep of the Richfield Municipal
Center, Fire Station 2, and the stores of the City's Liquor operation.
The division charges City departments a rental charge based on their square footage
use of the Richfield Municipal Center and Fire Station 2, for the costs of services,
supplies and maintenance. The City's Liquor operation is charged directly for time and
materials incurred.
In both 2019 and 2020 the focus of the division will be to provide high quality service to
its customers and to maintain a clean and safe environment for City employees to work
in.
Finally, the Division assists with maintenance tasks at the City's Swimming Pool, Ice
Arena, park buildings, Woodlake Nature Center and the Community Center as needed.
2019 HIGHLIGHTS
• Working with the Public Works Director, managed the demolition of the former Motel
6 property.
• Managed the bid process to replace the roof and the HVAC system at the South
Lyndale liquor location which resulted in savings to the liquor operation.
2020 BUILDING SERVICES DIVISION GOALS
• Continue to refine the operating budget between increased user charges and
operating costs to ensure a balanced operation.
• Work with the Finance Director to establish a replacement plan for capital items at
the Richfield Municipal Center to ensure its long term viability.
DIVISION EXPENDITURE COMMENT
The 2020 Proposed budget was prepared to provide the services necessary and to
maintain the infrastructure of the various buildings. User charges will be reviewed
annually to ensure that the meet expected operating costs.
- 223 -
FUND: BUILDING SERVICES FUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: BUILDING SERVICES FUND - 67000
DETAIL REVENUES BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS ACTUAL
BUDGET
REVISED
BUDGET
Charges for Service
4346 Building Rental $ 841,632
$
868,140
$
868,140
$
894,180
4348 Labor Services 30,077
13,000
15,000
16,000
Charges for Service Total $ 871,709
$
881,140
$
883,140
$
910,180
Other Income
8011 Investment Earnings $ 13,895
$
5,800
$
13,000
$
13,000
8034 Other Refund/Reimbursements 5,245
-
1,000
1,000
Other Income Total $ 19,140
$
5,800
$
14,000
$
14,000
BUILDING SERVICES FUND TOTAL $ 890,849
$
886,940
$
897,140
$
924,180
s�zE
FUND: BUILDING SERVICES FUND
DEPARTMENT: Administrative Services
BUSINESS UNIT: BUILDING SERVICES FUND - 67000
DETAIL EXPENDITURES
BY BUSINESS
UNIT
2018
2019
2019
2020
CLASSIFICATIONS
ACTUAL
BUDGET
REVISED
BUDGET
Personal Services
6005
Full Time
$ 234,776
$
240,570
$
240,060
$
248,210
6006
Part-time
24,219
23,380
23,380
24,950
6009
Overtime
28
500
500
500
6013
Longevity
1,810
1,940
1,960
2,030
6031
Employer Social Security
15,525
16,000
16,170
16,650
6032
Employer Medicare
3,631
3,740
3,790
3,910
6033
Employer Pera
9,630
19,940
19,910
20,640
6035
Medical Insurance
44,113
45,800
43,910
48,290
6036
Dental Insurance
2,142
2,150
2,160
2,160
6037
Term Life
63
120
120
120
6038
Workers Compensation
9,408
9,340
9,340
8,260
6040
Long Term Disability
487
490
830
860
Personal Services Total
$ 345,832
$
363,970
$
362,130
$
376,580
Other Services & Charges
6103
Professional Services -General
$ 168
$
1,160
$
1,170
$
1,170
6202
Data Processing Rental
12,880
13,090
13,200
13,440
6204
Motor Pool Operating Rental
7,290
7,660
7,660
8,100
6205
Maintenance & Repairs
45,508
42,000
42,000
42,000
6207
Utility Services
213,547
211,150
2153760
224,580
6302
Communications
8,796
9,940
9,940
10,230
6303
Professional Development
-
13200
1,200
13200
6307
Insurance & Bonds
18,634
18,300
18,800
19,360
6308
Property Liability
19,150
19,730
19,730
20,320
6310
Taxes & Licenses
1,002
1,140
1,140
1,140
6315
Other Contractual Services
122,974
133,030
132,910
133,110
6401
Office Supplies
118
500
500
500
6409
Uniforms & Clothing
1,595
1,780
1,780
1,780
6410
Small Tools & Parts
722
1,200
1,200
1,200
6412
Maint. & Const. Materials
10,162
13,600
13,600
13,600
6414
Other Supplies
17,360
24,000
24,000
25,000
Other Services & Charges Total
$ 479,906
$
499,480
$
5043590
$
516,730
Depreciation
6610
Depreciation
$ 30,415
$
30,420
$
30,420
$
30,500
Depreciation Total
$ 30,415
$
30,420
$
30,420
$
30,500
BUILDING SERVICES FUND TOTAL $ 856,153 $ 893,870 $ 897,140 $ 923,810
- 225 -
FUND: BUILDING SERVICES FUND
DEPARTMENT: Administrative
Services
BUSINESS UNIT: BUILDING SERVICES
FUND - 67000
DIVISION PERSONNEL
NUMBER
OF EMPLOYEES
SALARY
2019
2019
2020
CLASSIFICATIONS
GRADE
ADOPTED
REVISED
BUDGET
Regular Full -Time Employ
Building Operations Manager
M-2
1.00
1.00
1.00
Building Maintenance Mechanic
LT-2
1.00
1.00
1.00
Building Maintenance Mechanic
LT-2
1.00
1.00
1.00
Total
3.00
3.00
3.00
Part -Time Employees
Custodian
GS-2
1.00
1.00
1.00
Total
1.00
1.00
1.00
CAPITAL OUTLAY
2019
2019
2020
ITEMS
ADOPTED
REVISED
BUDGET
None
$ -
$ -
$ -
Total
$ -
$ -
$ -
-226-
THIS PAGE WAS LEFT BLANK INTENTIONALLY
- 227 -
DEBT SERVICE FUNDS
MISSION STATEMENT
To account for the accumulation for resources used to service the City's general obligation long-term
debt.
DIVISION FOCUS
The activity in these funds is a function of the debt service schedule of the outstanding bond issues,
as well as any covenants regarding fund and account structure that may be contained in the original
selling agreement for the different bond issues.
The debt service budget is made up of two primary funds; General Obligation Improvement bonds
and General Obligation Redevelopment bonds.
The General Obligation (G.O.) Improvement Bond fund provides for the collection of tax debt service
levies and special assessments for the payment of principal and interest on the bonds issued for the
purpose of public improvements. Beginning in 2007, in response to infrastructure improvements
within the City, the City has predominantly issued bonds that require the levying of taxes to service
the debt. Accordingly, the result is an annual debt service tax levy. For 2020, the total tax levy
required will be $3,478,690. The bonds that will be serviced by this levy and future levies, were
issued to fund several City projects, from the construction of the City municipal center to the
reconstruction of roadways within the City.
During 2019, the City issued the $8,325,000 G.O. Bonds, Series 2019A to fund the Lyndale Avenue
Reconstruction project and the final phase of funding for the 66th Street project. In addition, the City
will complete the refunding of the Series 2008A and Series 2009A. These bonds were refunded by
the Series 2016C and 2017B respectively. The spend down of the refunding proceeds will have the
effect to reduce the fund balance within the fund in excess of 10%. The outstanding principal for
G.O. Improvement bonds at the end of 2019 is $48,460,000.
The G.O. Redevelopment Bonds are issued by the City of Richfield for the Richfield Housing and
Redevelopment Authority (HRA). The bonds are issued to provide funding for public improvements
in relation to redevelopment projects. The debt service on the outstanding bonds is provided through
the collection of tax increments remitted to the HRA from Hennepin County. As part of the bond
issuance, the HRA pledges the tax increment collections to the City for the purpose of the annual
debt service requirements of the bonds. There are currently no plans for issuance of redevelopment
bonds in the near future. The outstanding G.O. Redevelopment Bond principal at the end of 2018 is
$4,220,000.
The City continues to evaluate outstanding bond issues to determine if cost savings can be achieved
by refinancing bonds or calling the bonds early. General Obligation bond debt service will be paid in
full in the year 2040. Redevelopment bond debt service will be paid in full in the year 2025.
BOND RATINGS
The bond rating process is a comprehensive analysis of the City's financial practices and
performances (past and current). Forecasts of future performance and projected long-term planning
practices are also reviewed.
The City of Richfield has maintained an excellent bond rating for many years. The City currently has
received a AA+ rating from Standard and Poor's and an AA2 rating from Moody's Investors Service
prior to that.
Finally, the City's Debt Policies can be found on pages 27-28 in the introductory section of the
document.
-228-
BUDGET SUMMARY
GENERAL OBLIGATION IMPROVEMENT BONDS
Fund Balance - January 1
Source of Funds
Taxes
Special Assessment Collections
Interest
Bond Proceeds
Transfer in:
Special Revenue Fund
Capital Project Fund
Total Sources
Use of Funds
Bond Principal
Bond Interest
Fiscal Agent Charges
Other Services & Charges
Transfers to:
General Fund
Capital Project Fund
Total Uses
Fund Balance - December 31
2018
2019
2019
2020
Actual
Budget
Revised
Budget
$ 10,278,411
$ 10,358,281
$ 10,844,148
$ 5,302,878
$ 2,884,805
$ 3,170,340
3,170,340
$ 3,478,690
56,015
59,000
56,000
55,000
220,761
20,000
45,000
45,000
9,921,774
-
5,604,820
-
353,340
744,480
744,480
748,020
4,100
3,760
3,760
3,420
$ 13,440,795
$ 3,997,580
$ 9,624,400
$ 4,330,130
$ 1,660,000
1,282,730
6,275
126,053
9,800,000
$ 8,150,000
1,403,140
5,750
435,000
$ 8,150,000
1,332,150
5,750
72,950
5,604,820
$ 2,545,000
1,352,310
5,750
435,000
$
12,875,058
$
9,993,890
$
15,165,670
$
4,338,060
$
10,844,148
$
4,361,971
$
5,302,878
$
5,294,948
- 229 -
General Obligation Improvement Bonds
Scheduled Debt Service Requirements - Annual Payments
December 31, 2019
TAX LEVY
REQUIREMENT
YEAR
PRINCIPAL
INTEREST
3,468,690
2020
2,545,000
1,352,312
3,451,255
2021
2,800,000
1,256,979
3,456,451
2022
2,855,000
1,179,191
3,474,316
2023
2,935,000
1,098,299
3,483,059
2024
3,035,000
1,013,119
3,472,517
2025
3,130,000
925,148
3,477,703
2026
3,210,000
838,774
3,491,129
2027
3,300,000
753,398
2,972,789
2028
3,395,000
664,936
1,844,035
2029
2,955,000
579,323
1,861,549
2030
1,960,000
511,479
1,856,148
2031
2,035,000
455,378
1,843,967
2032
2,080,000
396,837
1,727,237
2033
2,130,000
335,863
1,568,832
2034
2,070,000
274,250
1,560,300
2035
1,980,000
214,025
1,288,324
2036
1,695,000
159,119
1,286,525
2037
1,490,000
112,294
661,316
2038
1,530,000
66,856
378,525
2039
980,000
26,813
2040
350,000
5,250
46,624,667
$ 48,460,000
$ 12,219,643
TOTAL
UNPAID
PRINCIPAL
$ 48,460,000
3,897,312
45,915,000
4,056,979
43,115,000
4,034,191
40,260,000
4,033,299
37,325,000
4,048,119
34,290,000
4,055,148
31,160,000
4,048,774
27,950,000
4,053,398
24,650,000
4,059,936
21,255,000
3,534,323
18,300,000
2,471,479
16,340,000
2,490,378
14,305,000
2,476,837
12,225,000
2,465,863
10,095,000
2,344,250
8,025,000
2,194,025
6,045,000
1,854,119
4,350,000
1,602,294
2,860,000
1,596,856
1,330,000
1,006,813
350,000
355,250
$60,679,643
-230-
BUDGET SUMMARY
GENERAL OBLIGATION REDEVELOPMENT BONDS
Fund Balance - January 1
Source of Funds
Transfers from -
Component Unit
Total Sources
Use of Funds
Principal Bonds
Bond Interest
Fiscal Charges
Total Uses
Fund Balance - December 31
2018 2019 2019 2020
Actual Budget Revised Budget
869,366 868,050 868,100 874,280
$ 869,366 $ 868,050 $ 868,100 $ 874,280
$ 705,000
163,416
950
$ 720,000
147,150
900
$ 720,000
147,150
950
$ 745,000
128,330
950
$ 869,366
$ 868,050
$ 868,100
$ 874,280
- 231 -
GENERAL OBLIGATION REDEVELOPMENT BONDS
SCHEDULED DEBT SERVICE REQUIREMENTS - ANNUAL PAYMENTS
December 31, 2019
YEAR
PRINCIPAL
INTEREST
TOTAL
2020
745,000
128,321
873,321
2021
760,000
107,430
867,430
2022
790,000
84,528
874,528
2023
815,000
56,772
871,772
2024
850,000
24,256
874,256
2025
260,000
3,738
263,738
$ 4,220,000
$ 405,045
$ 4,625,045
UNPAID
PRINCIPAL
4,220,000
3,475,000
2,715,000
1,925,000
1,110,000
260,000
- 232 -
COMPUTATION OF LEGAL DEBT MARGIN
DECEMBER 31, 2019
Market Value of Taxable Property
Debt Limit 3% of Market Value of Taxable Property
Amount of Debt Applicable to Debt Limit:
Total Bonded Debt
Less:
Redevelopment Bonds
Special Assessment Bonds
Water Revenue Bonds
Sewer Revenue Bonds
Storm Sewer Revenue Bonds
Total Debt Applicable to Debt Limit
Available Debt Capacity
$ 4,220,000
488,000
5,125,000
1,080,000
s_755_nnn
$ 65,640,000
17_ssR_nnn
$ 3,421,012,095
$ 102,630,362
47,972,000
$ 54,658,362
The redevelopment bonds are paid primarily from tax increment and will be paid in full in 2025.
General obligation improvement bonds are paid from special assessment collections, interest
earnings, and tax levies. General obligation bonds will be paid in full in 2040. It is anticipated that
for existing bonds the special assessment collections will be sufficient to service that portion of
the outstanding debt. However, for bond issues in 2010, 2012, 2013, 2015, 2016, 2017, 2018 and
2019 authorized tax levies will be used.
The City will continue to limit long-term borrowing to capital improvements or projects that
cannot be financed from current revenues.
The City's Debt Service policies are summarized in the Introductory Section.
- 233 -
CAPITAL IMPROVEMENT BUDGET AND PLAN
MISSION STATEMENT
The Richfield Capital Improvement Budget and Plan is a comprehensive list of major
improvements necessary to meet the needs of the community over a five-year period.
This list is prepared through compiling the project needs requested by the various city
departments. The Capital Plan sets forth the proposed scheduling and details of
specific projects by year, estimated cost, and a justification or description to those
responsible for making policy decisions regarding expenditures for new facilities. In
addition, the Plan provides information so that individual project requests can be better
evaluated against community needs and the community's ability to pay for and maintain
these facilities in the succeeding years.
CAPITAL IMPROVEMENT PLAN GOALS
The specific goals of the Capital Improvement Plan are:
• To develop a realistic list of capital improvement needs which relates proposed
projects to the City's capacity to finance such projects.
• To minimize the impact of projects on the residents' ability to pay.
• To schedule various projects and improvements in a way which allows adequate
time to detailed design and engineering of the projects, preparing environmental
statements or grant applications or exploring alternative methods of financing.
• To provide coordination between City departments, various units of special and
general local government, and public utilities.
• To implement the community's Comprehensive Plan in an orderly fashion.
• To keep the public involved and informed about needed public improvements and to
better enable the public to schedule private improvements.
OVERVIEW
Richfield's Capital Improvement Plan is a process for identifying annual project needs
and priorities for project coordination as well as for financial planning. In addition, the
Capital Improvement process provides for public discussion of short range City
improvements.
The Capital Improvement Budget (CIB)/Capital Improvement Plan (CIP) projects are
identified through discussions of the various City commissions and the City
departments. From these discussions City staff compiles estimated costs, scope and
potential funding sources for the projects.
A preliminary report is then generated by the Finance Director based on these
discussions and presented to a meeting of the Planning Commission.
The Planning Commission then reviews the projects and scheduling based on the
following consideration:
• The proposed project's conformance to the Comprehensive Plan.
The CIB/CIP, as recommended by the Planning Commission, is then returned to the
Finance Director formalized submitted to the City Council as part of the annual budget
process. The Council may delete projects from the Plan or may change the scheduling
and priority of the allocation of funds. In accordance with state statutes, the City Council
should refer any new project they may add to the Capital Improvement Plan to the
Planning Commission for review.
Accordingly, the 2019 Revised/2020 Proposed Capital Improvement Budget (CIB)
-234-
reflects funding for several improvement projects throughout the Citx. Included are costs
for the 65th Street Reconstruction, 66th Street Reconstruction, 77 Street Underpass,
and the six year Mill and Overlay program. Also included are funds for park and
recreation projects and water and wastewater projects.
The funding for the right of way projects is expected to come from sources such as
Federal and State grants, Municipal State Aid (MSA), street reconstruction bonds, and
utility franchise fees. Funding for other projects included in the CIB will come from
intergovernmental revenues, special revenues, and user fees. The City's main operating
budgets should not be materially affected by the planned projects as all funding is
outside those budgets. The only possible effect would be on the maintenance of the
newly constructed projects. In some cases the maintenance costs may increase, but in
others, it is expected to decrease.
The Capital Improvement Plan, which represents the next four year period, also
contains a number of significant proposed projects including, several park projects,
major street improvement and reconstruction projects throughout the city, replacement
of rolling stock and technology equipment, and several projects to improve public
facilities throughout the City.
2020 Capital Improvement Budget Projects
Recreation Open Space
Park Maintenance/Wood Lake Fence Repair - $50,000
• This project is an annual project that manages the maintenance of existing park
infrastructure.
• Annual funding for these projects normally comes from an allotment that can range
from $45,000 to $100,000 of special revenue funds from the Liquor Contribution
Fund.
• Current and future operating costs may increase slightly as parks maintenance
staff of the General Fund perform the majority of the planned projects.
Community Center/Wood Lake Building Repair - $50,000
• There are various maintenance projects related to the upkeep of the Community
Center and Wood Lake Nature Center buildings.
• These projects will be identified and prioritized on an annual basis.
• Projects may include HVAC, roofing, window, and flooring repairs.
• The annual funding from special revenue funds will allow the buildings to be
maintained properly and reduce operating costs within Recreation Services
General Fund Department.
Replacement of Park Play Equipment - $350,000
• This project involves the replacement of play equipment structures at three city
park; Augsburg Park, Madison Park, and Washington Park.
• The replacement is in accordance with the Play Equipment Replacement Schedule
established in 2018.
• Funding will be provided by special revenue funding.
• Operating costs for the play equipment should be reduced for initial years of use
since it will be new equipment.
Ice Arena Refrigeration Project - $3,680,000
• Legislation requires ice arenas in Minnesota to change their refrigeration systems
by the year 2020 to avoid the use of the R22 refrigerant.
-235-
The conversion will include a renovated mechanical room that combines
compressors for both Rink 1 and Rink 2. This will significantly improve the
efficiency and reduce energy costs.
Funding for the project will come from $280,000 of Special Revenue funds and
internal funding of $3,400,000.
Once the project is completed, it is expected that operating costs will decrease due
to combining the compressors for both ice sheets.
Right of Way Improvements
66th Street Reconstruction - $61,292,000
• This project consists of reconstruction of 66th Street from Xerxes Avenue east to
16th Avenue. It will include replacement of City utilities, undergrounding of parallel
overhead utility lines, and improved bicycle and pedestrian accommodations.
• Since this is a County road, the City cost share includes 10% of road construction,
50% of storm sewer, 100% water/sewer utility replacement, and any additional
streetscape elements not cost shared by the County.
• Annual maintenance costs for road will be the responsibility of the County. There
will be no increase in operating costs for the City.
• Funding for the project will be provided by the planned issuance of a Street
Reconstruction Bonds, Municipal State Aid, Federal Grants, and the County.
77th Street Underpass - $30,500,000
• Initial design of the project began in 2016.
• The project will extend 77th Street under Trunk Highway 77 to connect to the 24th
Avenue Interchange at 1-494.
• The project will include bike and pedestrian accommodations.
• Funding for the project will include Federal grants, State bonding funds, Municipal
State Aid and County grants.
• Annual operating costs should increase as a result of this project. How much those
costs will increase has yet to be determined.
Bicycle and Pedestrian Improvements - $80,000
• Bike and pedestrian facilities would be installed in the year following mill and
overlay improvements.
• Funding for the improvements would come from municipal state aid funds.
• Operating costs would be expected to increase slightly in order to maintain the
new facilities.
Operating costs are expected to increase 3%-5% annually in order to maintain
these improvements.
Mill and Overlay Program - $3,250,000
• This is the sixth and final year of a planned six year timeframe and when
completed 85 miles of residential roads will be milled and overlaid, as well as the
repair of catch basins, manhole covers, and the repair of curb and gutter.
• Total estimated cost of the six year program is $19,500,000, with funding to be
provided by the issuance of Street Reconstruction bonds, with the debt service
on the bonds paid by gas and electric utility franchise fees.
• The project should significantly reduce annual operating costs on city roadways
into the near future.
-236-
Public Facilities
Replacement of Central Garage Equipment - $680,000
• This represents the replacement of motor pool equipment used by General Fund
departments. Budgeted replacement cost for 2019 is $655,000. With funding for
the replacement coming from a levy of property taxes as part of the City's
general tax levy.
• Regular, scheduled replacement of equipment will reduce the amount of repair
costs. Typically, repair costs accelerate as the age of equipment increases.
Consequently, the City should realize lower repair costs with newer equipment.
Technology Replacement - $135,000
• This represents replacement of outdated equipment and acquisition of new
technology for the City's computer network. Budgeted equipment costs for 2019
total $135,000. Funding will come from the levying of property taxes as part of
the City's general tax levy.
• Repair expenses accelerate as the age of equipment increases. The City will
realize lower maintenance costs by replacement of equipment on a regular
schedule.
Sewer Main Lining - $300,000
• The wastewater collection system was installed in the late 1950's and consists of
VCP (Vitrified Clay Pipe).
• Lining consists of the installation of a liner in the existing clay pipe,
expanding/heating then is applied and the liner adheres to the existing clay pipe.
• This technique is widely used in the wastewater industry and is able to be done
at a fraction of the cost of cutting open a street and installing a new line.
• Consequently, this should reduce maintenance costs on sewer lines and extend
their useful life.
• Funding will be provided through the operations of the sewer utility.
Lime Filter Press Rehabilitation - $70,000
• The Lime Filter presses were newly installed in 2008.
• The presses include numerous components that were over time and require
replacement.
• Replacement of the components will result in a more efficient and reliable
operation and extend the useful life of the filter presses.
• With the rehabilitation, maintenance costs will decrease significantly.
• Funding for the project will come from water utility operations.
City Wide Water Meter Upgrade - $1,340,000
• The current city-wide system of 11,000 water meters was installed in 2007. This
system requires utility employees to drive by each property to obtain meter
readings.
• The current system is failing and maintenance is becoming costly and time
consuming.
• The proposed new system will have a signal read radio device which eliminates
the need to drive by each property.
• The new system will reduce operating costs and allow the utility divisions to
operate much more efficiently.
• Funding for the project will be provided through the operations of the water utility.
- 237 -
Rehabilitation of Stormwater Collection System Manhole Structures - $100,000
• The stormwater collection system was installed in the mid 1950's and is
constructed of brick structures.
• Staff has encountered structures that are passing water between the bricks.
• The rehabilitation of the structures consists of installing a liner inside the existing
structure. The liner is installed by heating the liner which causes it to adhere to
the bricks.
• The lining of the structures will reduce operating costs and increase the life
expectancy by 30 years.
• Funding will be provided from stormwater operating revenues.
Rehabilitation of Stormwater Collection Mains - $100,000
• The stormwater collection system was installed in the 1950's and is comprised of
mostly reinforced concrete pipe (RCP).
• A cleaning and inspection program is underway to determine the condition of the
mains.
• Mains that are identified as being in poor condition and not in need of upsizing for
capacity will be rehabilitated using a cast -in -place -pipe lining method.
• The rehabilitation will reduce maintenance costs and extend the life of the mains
by up to 75 years.
• Funding will be provided from stormwater operating revenues.
Sludge Tank Mixer Upgrade - $90,000
• The current sludge tank mixers are submersible in style sit in a high pH
environment.
• Do to this style of mixers, they require constant maintenance at a high cost.
• The mixer upgrade would be a floor mounted style and be out of the harsh pH
environment, thus reducing maintenance costs and improving safety.
• Funding will be provided from water utility operating revenues.
Stormwater Pond Dredging - $200,000
• The City's stormwater is treated in a regional system of stormwater ponds.
• Over time sediments and pollutants build up at the bottom of the ponds requiring
removal through dredging.
• Dredging will return the ponds to original capacity and result in improved pond
water quality.
• Funding will be provided through stormwater utility operating revenues.
Taft Dumpsite Improvements - $70,000
• The Public Works Department utilizes this site for temporary storage of
construction and maintenance materials throughout the year.
• At times due to rain and snow melt the site is unusable.
• The project will grade, pave and install permanent erosion control measures for
the entire site thus reducing maintenance costs at the site.
• Funding will be provided through stormwater utility operating revenues.
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CAPITAL IMPROVEMENT FUNDS - APPROPRIATION
2019 Budget
2019 Revised
2020 Budget
RECREATION AND OPEN SPACE
Park Maintenance/Wood Lake Fence Repair
$ 50,000
R
$ 50,000
1 $ 50,000
R
Community Center/Wood Lake Building Repair
50,000
R
50,000
1 50,000
R
Recycling System in Parks
45,000
R
45,000
1 -
Park Play Equipment Replacement
225,000
R
225,000
1 -
Dog Park #1
80,000
R
80,000
1 -
Augsburg Park Play Equipment
-
-
180,000
R
Madison Park Play Equipment
-
-
85,000
R
Washington Park Play Equipment
-
-
85,000
R
Ice Arena Refrigeration Project
-
-
280,000
R
3,400,000
1
TOTAL RECREATION/OPEN SPACE
RIGHT OF WAY IMPROVEMENTS
66th Street Reconstruction
77th Street Underpass
Lyndale Avenue Reconstruction
Pedestrian Improvements
Bicycle Improvements
Mill & Overlay
TOTAL RIGHT OF WAY IMPROVEMENTS
PUBLIC FACILITIES
Replacement Central Garage Equipment
Technology Replacement
City Wide Water Meter Upgrade
Sanitary Sewer Main Lining
Wood Lake Lift Station Renovation
Emergency Water Interconnect
Lift Station No. 3 Control Panel
Rehab. of Stormwater Collection Manhole Structures
Rehab. of Stormwater Collection Mains
Lime Filter Press Rehabilitation
Sludge Tank Mixers Upgrade
Stormwater Pond Dredging
Taft Dumpsite Improvements
TOTAL PUBLIC FACILITIES
TOTAL PROJECTS
PROJECT FUNDING BY SOURCE
$
450,000
$
450,000
$ 4,130,000
$
2,200,000
B
$
2,200,000
B
$ 1,850,000
M
1,500,000
M
1,500,000
M
-
8,000,000
SB
-
450,000
SB
2,500,000
C
-
-
200,000
TR
-
-
9,500,000
B
9,500,000
B
-
450,000
M
450,000
M
-
50,000
X
50,000
X
-
40,000
M
40,000
M
40,000
M
40,000
M
40,000
M
3,250,000
FF
3,250,000
FF
3,250,000
FF
$
27,690,000
$
17,030,000
$ 5,630,000
$
665,000
T
$
665,000
T
$ 680,000
T
135,000
T
130,000
T
135,000
T
1,025,000
U
1,340,000
U
1,340,000
U
200,000
U
300,000
U
300,000
U
35,000
U
-
-
750,000
U
-
-
25,000
U
30,000
U
-
100,000
U
100,000
U
100,000
U
-
-
100,000
U
-
-
70,000
U
-
-
90,000
U
-
-
200,000
U
-
-
60,000
U
-
-
10,000
C
$
2,935,000
$
2,565,000
$ 3,085,000
$
31,075,000
$
20,045,000
$ 12,845,000
(B) G.O. Street Reconstruction Bonds
$ 11,700,000
$ 11,700,000
$ -
(C) Hennepin County
2,500,000
-
10,000
(FF) Franchise Fees
3,250,000
3,250,000
3,250,000
(1) Internal Funding
-
450,000
3,400,000
(M) Municipal State Aid
1,990,000
2,030,000
1,930,000
(R) Special Revenues
450,000
-
730,000
(SB) State Bonding
8,000,000
-
450,000
(T) Property Taxes
800,000
795,000
815,000
(TR) Three Rivers Park District
200,000
-
-
(U) User Fees
2,135,000
1,770,000
2,260,000
(X) Xcel Energy Rate Payers
50,000
50,000
-
TOTAL ESTIMATED REVENUES
$ 31,075,000
$ 20,045,000
$ 12,845,000
Those projects supported by user fees (U) are also a part of the Enterprise Fund capital outlay budgets.
-239-
BUDGET SUMMARY
CAPITAL IMPROVEMENT FUNDS 2020
RECREATION & OPEN SPACE
Park Maintenance/Wood Lake Fence Repair
Community Center/Wood Lake Building Repar
Augsburg Park Play Equipment
Madison Park Play Equipment
Washington Park Play Equipment
Ice Arena Refrigeration Project
TOTAL RECREATION & OPEN SPACE
RIGHT OF WAY IMPROVEMENTS
66th Street Reconstruction
77th Street Underpass
Pedestrian Improvements
Bicycle Improvements
Mill & Overlay
TOTAL RIGHT OF WAY IMPROVEMENTS
PUBLIC FACILITIES
Replacement Central Garage Equipment
Technology Replacement
City Wide Water Meter Upgrade
Sanitary Sewer Main Lining
Rehab. of Stormwater Collection Manhole Structures
Rehab. of Stormwater Collection Mains
Lime Filter Press Rehabilitation
Sludge Tank Mixers Upgrade
Stormwater Pond Dredging
Taft Dumpsite Improvements
TOTAL PUBLIC FACILITIES
TOTAL PROJECTS
PROJECT FUNDING BY SOURCE
(C) Hennepin County
(1) Internal Funding
(FF) Franchise Fees
(M) Municipal State Aid
(R) Special Revenues
(SB) State Bonding
(T) Property Taxes
(U) User Fees
PROJECT EXPENDITURES
$ 50,000 R
50,000 R
180,000 R
85,000 R
85,000 R
280,000 R
3,400,000 1
$ 4,130,000
$ 1,850,000
M
450,000
SB
40,000
M
40,000
M
3,250,000
FF
$ 5,630,000
$ 680,000 T
135,000 T
1,340,000 U
300,000 U
100,000 U
100,000 U
70,000 U
90,000 U
200,000 U
60,000 U
10,000 C
$ 3,085,000
$ 12,845,000
$ 10,000
3,400,000
3,250,000
1,930,000
730,000
450,000
815,000
2,260,000
$ 12,845,000
- 240 -
2021 - 2024 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
PROJECTS
RECREATION
OPEN SPACE DEVELOPMENT
1 Park Maintenance/Wood Lake Fence Repair
2 Community Center/Wood Lake Building Repair
3 Donaldson Park Play Equipment
4 Donaldson Park Shelter Renovation
5 Adams Hill Park Soccer Field
6 Christian Park Play Equipment
7 Roosevelt Park Parking Lot Expansion
8 Roosevelt Park Soccer Fields
9 Monroe Park Play Equipment
10 Splash Pad Outdoor Pool
11 Wood Lake Nature Center Facility
12 Freemont Park Play Equipment
13 Sheridan Park Play Equipment
14 Outdoor Pool Liner Replacement
15
16 Taft Park Shelter Renovation
17 TOTAL RECREATION & OPEN SPACE
18
19 (R) Special Revenue
20 (0) Other Funding Source
21 (OR) Other Recreation Funding
22 TOTAL FUNDING BY SOURCE
L3
24
25 PROJECTS
26
27 RIGHT OF WAY IMPROVEMENTS
28 65th Street Reconstruction
29 77th Street Underpass
30
31
32 69th Street Reconstruction
33
34 70th Street Reconstruction
35
36 76th Street West Reconstruction
37
38
39 Humboldt Ave/Lakeshore Drive Recon.
40 Nicollet Avenue Reconstruction
41
42 Penn Avenue Reconstruction
43 Pedestrian Improvements
44 Bicycle Improvements
46
47
48 (B) G.O. Improvement Bonds
49 (C) Hennepin County
50 (F) Federal
51 (M) Municipal State Aid
52 (0) Other Funding
53 (SB) State Bonding
54 (TR) Three Rivers Park District
55 (X) Xcel Energy
56 TOTAL FUNDING BY SOURCE
57
Recommended and Scheduled for Four Year Period
TOTAL*
CIP COST 2021 2022 2023 2024 Beyond 2024
$ 250,000 $ 50,000 R $ 50,000 R $ 50,000 R $ 50,000 R $ 50,000 R
$ 320,000 50,000 R 120,000 R 50,000 R 50,000 R 50,000 R
$ 100,000 100,000 R - - - -
$ 250,000 250,000 R - - - -
$ 25,000 - 25,000 R - - -
$ 85,000 - 85,000 R - - -
$ 50,000 - 50,000 R - - -
$ 120,000 - 120,000 R - - -
$ 90,000 - - 90,000 R - -
$ 260,000 - - 260,000 R - -
15,600,000 O
$ 85,000 - - - 85,000 R -
$ 90,000 - - - 90,000 R
$ 450,000 - - - - 450,000 R
$ 150,000 - - - - 150,000 OR
$ 400,000 400,000 R
$ 2,725,000 $ 450,000 $ 450,000 $ 16,050,000 $ 275,000 $ 1,100,000
$ 2,575,000 $ 450,000 $ 450,000 $ 450,000 $ 275,000 $ 950,000
$ 15,600,000 - - 15,600,000 - -
$ 150,000 150,000
$ 18,325,000 $ 450,000 $ 450,000 $ 16,050,000 $ 275,000 $ 1,100,000
TOTAL*
CIP COSTS 2021 2022 2023 2024 Beyond 2024
$ 9,000,000 $ 9,000,000 B $ - $ - $ - $ -
$ 12,600,000 7,000,000 F 5,600,000 SB - - -
$ 8,100,000 7,600,000 O 500,000 M - - -
$ 300,000 - 300,000 TR - - -
$ 4,500,000 - - 4,500,000 B - -
$ 500,000 - - 500,000 M - -
$ 2,500,000 - - - 2,500,000 8 -
$ 100,000 - - - 100,000 X -
$ - - - - - 3,500,000 B
$ - - - - - 1,000,000 M
$ - - - - - 800,000 X
$ 4,000,000 - - - - 4,000,000 B
$ 5,000,000 - - - - 5,000,000 B
$ 8,000,000 - - - - 8,000,000 C
$ 5,000,000 - - - - 5,000,000 B
$ 8,080,000 40,000 M 40,000 M - - 8,000,000 C
$ 80,000 40,000 M 40,000 M - - -
$ 67,760,000 $ 23,680,000 $ 6,480,000 $ 5,000,000 $ 2,600,000 $ 35,300,000
$ 33,500,000 $ 9,000,000 $ - $ 4,500,000 $ 2,500,000 $ 17,500,000
$ 16,000,000 - - - - 16,000,000
$ 7,000,000 7,000,000 - - - -
$ 2,160,000 80,000 580,000 500,000 - 1,000,000
$ 7,600,000 7,600,000 - - - -
$ 5,600,000 - 5,600,000 - - -
$ 300,000 - 300,000 - - -
$ 900,000 100,000 800,000
$ 73,060,000 $ 23,680,000 $ 6,480,000 $ 5,000,000 $ 2,600,000 $ 35,300,000
sz51111
2021 - 2024 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA
Recommended and Scheduled for Four Year Period
58 PROJECTS
TOTAL*
59
CIP COSTS
2021
2022
2023
2024 Beyond
2024
60 PUBLIC FACILITIES
61 Replacement Central Garage Equipment
$
2,840,000
$ 695,000
TL $
715,000 TL $
715,000 TL $
715,000 TL $
-
62 Technology Replacement
$
540,000
135,000
TL
135,000 TL
135,000 TL
135,000 TL
-
63 City Wide Water Meter Upgrade
$
1,340,000
1,340,000
U
-
-
-
-
64 Lime Filter Press Rehabilitation
$
70,000
70,000
U
-
-
-
-
65 Water High Service Pumps
$
17,000
17,000
U
-
-
-
-
66
$
20,000
20,000
X
-
-
-
-
67 Emergency Water Interconnect with Neighb. Comm.
$
1,500,000
-
1,500,000 U
U
-
-
68 Clarifier Rake Assembly
$
250,000
-
-
250,000 U
-
-
69 Roof Replacement Wells 2 & 3
$
25,000
-
-
25,000 U
-
-
70 Roof Replacement Wells 4, 5, & 6
$
60,000
-
U
60,000 U
-
71 Water Plan Roof Replacement
$
450,000
450,000 U
72 Rehabilitation of Stormwater Collection Mains
$
500,000
100,000
U
100,000 U
100,000 U
100,000 U
100,000 U
73 Rehab. of Stormwater Collection Manhole Structures
$
500,000
100,000
U
100,000 U
100,000 U
100,000 U
100,000 U
74 Sanitary Sewer Main Lining
$
1,500,000
300,000
U
300,000 U
300,000 U
300,000 U
300,000 U
75 Stormwater Pond Dredging
$
400,000
-
200,000 U
-
200,000 U
-
76 Watermain Rehabilitation
$
600,000
200,000 U
200,000 U
200,000 U
77 TOTAL PUBLIC FACILITIES
$
10,612,000
$ 2,777,000
$
3,050,000 $
1,825,000 $
1,810,000 $
1,150,000
78
79 (TL)Tax Levy
$
3,380,000
$ 830,000
$
850,000 $
850,000 $
850,000 $
-
80 (U) User Fees
$
7,212,000
1,927,000
2,200,000
975,000
960,000
1,150,000
81 (X) Xcel Energy
$
20,000
20,000
82 TOTAL FUNDING BY SOURCE
$
10,612,000
$ 2,777,000
$
3,050,000 $
1,825,000 $
1,810,000 $
1,150,000
83
84 SUMMARY PROJECTS
85
86 Recreation/Open Space Development
$
18,325,000
$ 450,000
$
450,000 $
16,050,000 $
275,000 $
1,100,000
87 Right of Way Improvements
$
73,060,000
23,680,000
6,480,000
5,000,000
2,600,000
35,300,000
88 Public Facilities
$
10,612,000
2,777,000
3,050,000
1,825,000
1,810,000
1,150,000
89 TOTAL CAPITAL PROJECTS
$
101,997,000
$ 26,907,000
$
9,980,000 $
22,875,000 $
4,685,000 $
37,550,000
90
91 (B) G.O. Improvement Bonds
$
33,500,000
$ 9,000,000
$
- $
4,500,000 $
2,500,000 $
17,500,000
92 (C)Hennepin County
$
16,000,000
-
-
-
-
16,000,000
93 (F) Federal
$
7,000,000
7,000,000
-
-
-
-
94 (M) Municipal State Aid
$
2,160,000
80,000
580,000
500,000
-
1,000,000
95 (0) Other Funding
$
23,200,000
7,600,000
-
15,600,000
-
-
96 (OR) Other Recreation Funding
$
150,000
-
-
-
-
150,000
97 (R) Special Revenue
$
2,575,000
450,000
450,000
450,000
275,000
950,000
98 (SB) State Bonding
$
5,600,000
-
5,600,000
-
-
-
99 (TL)Tax Levy
$
3,380,000
830,000
850,000
850,000
850,000
-
100 (TR) Three Rivers Park District
$
300,000
-
300,000
-
-
-
101 (U) User Fees
$
7,212,000
1,927,000
2,200,000
975,000
960,000
1,150,000
102 (X)Xcel Energy
$
920,000
20,000
100,000
800,000
103 TOTAL FUNDING SOURCES
$
101,997,000
$ 26,907,000
$
9,980,000 $
22,875,000 $
4,685,000 $
37,550,000
104 * Total CIP costs do not include any project costs reflected
in the 2020 CIB.
szyRM
2020 Capital Improvement Budget
Sources and Uses
Where the Money Comes From (Sources)
Special FY 2020 State Bonding
Revenues—',
evenues 4% Municipal State
User Fees 6% Aids
18% 15%
Hennepin
County
0%
I�
Franchise Fees
Internal Funding 25%
26% Property Taxes
6%
Where the Money Goes (Uses)
FY 2020
Public Facilities
24%
Right of Way
Improvements -
44
Recreation and
Open Space
32%
The City of Richfield's funding for capital projects comes from a variety of sources, but
generally falls into one of several categories: federal grants, state money, county funds,
local revenues, franchise fees, user fees, and bond proceeds. Total planned funding for
2020 is $12,845,000.
Capital project expenditures are classified into three specific programs: Recreation and
Open Space, Right of Way Improvements and Public Facilities. Total planned
expenditures for 2020 are $12,845,000.
- 243 -
BUDGET SUMMARY
CAPITAL IMPROVEMENT RESERVE FUND
2019 REVISED AND 2020 PROPOSED
2018
2019
2019
2020
Actual
Budget
Revised
Budget
FUND BALANCE, JANUARY 1
$ 8,054,423
$ 8,715,143
$ 8,678,352
$ 7,910,562
Revenues
Intergovernmental
1,079,280
1,229,280
1,035,640
1,035,640
Other revenues
101,388
71,130
71,130
94,230
Interest earnings
127,985
57,000
125,000
125,000
Total Revenues
1,308,653
1,357,410
1,231,770
1,254,870
Expenditures
Other services & charges
79,340
-
-
-
Capital outlay
155,384
53,250
53,250
-
Total Expenditures
234,724
53,250
53,250
-
Excess of revenues over expenditures
1,073,929
1,304,160
1,178,520
1,254,870
Operating Transfers In (Out)
General Fund
-
(656,620)
(246,310)
(700,000)
Special Revenue Funds
(170,000)
-
-
-
Capital Projects Funds
(280,000)
-
(1,450,000)
-
Internal Service Funds
-
(250,000)
(250,000)
(250,000)
Net Transfers
(450,000)
(906,620)
(1,946,310)
(950,000)
FUND BALANCE, DECEMBER 31 $ 8,678,352 $ 9,112,683 $ 7,910,562 $ 8,215,432
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-245-